REGULAR CITY COUNCIL MEETING/EASTVALE PARKING AUTHORITY MEETING AGENDA Eastvale City Hall Council Chambers
12363 Limonite Avenue, Suite 900, Eastvale, CA 91752
Regular City Council Meeting/Eastvale Parking Authority Meeting:
6:30 PM
Wednesday, January
8, 2025
City Councilmembers
Michael McMinn, Mayor
Jocelyn Yow, Mayor Pro Tem
Christian Dinco, Councilmember
Clint Lorimore, Councilmember
Todd Rigby, Councilmember
Mark Orme, City Manager
Erica Vega, City Attorney
Marc Donohue, Government Services Director/City Clerk
This Agenda contains a brief general descrip)on of each item to be considered. Except as otherwise provided by law, no ac)on or direc)on shall be taken on any item not appearing on the following Agenda. Unless legally privileged, all suppor)ng documents, including staff reports, and any wri)ngs or documents provided to a majority of the City Council a/er the pos)ng of this agenda are available for review at Eastvale City Hall, 12363 Limonite Avenue, Eastvale, CA 91752 or you may contact the City Clerk’s Office, at (951) 361-0900 Monday through Thursday from 7:30 a.m. to 5:30 p.m. and available online at www.eastvaleca.gov
.
Members of the public can observe the mee)ng by viewing the live-stream at www.eastvaleca.gov
and may provide public
comment by sending comments to the City Clerk's Office by email at [email protected]
. Staff will monitor emails to the
extent possible during the mee)ng and provide comments as possible. All comments will be made part of the record. Comments will then be read into the record, with a maximum allowance of 3 minutes per individual comment, subject to the Mayor’s discre)on to reduce )me on public comment. All comments should be a maximum of 500 words, which corresponds to approximately 3 minutes of speaking )me. If a comment is received before the agenda item is heard but before the close of the mee)ng, the comment will all be included as a part of the record of the meeting but will not be read into the record.
In compliance with the Americans with Disabili)es Act, if you need special assistance to par)cipate in this mee)ng, you should contact the City Clerk’s Office at (951) 361-0900.
Regular mee)ngs are recorded and made available on the City’s website at www.eastvaleca.gov
. Mee)ng recordings are uploaded
to the City’s website within 24 hours (unless otherwise noted) after the completion of the meeting. 1 1.
CALL TO ORDER
2. ROLL CALL
3. CLOSED SESSION PUBLIC COMMENT
Any member of the public may address the Council on items within the Council’s subject matter jurisdiction, but which are not listed on this agenda during PUBLIC COMMENTS. However, no action may be taken on matters that are not part of the posted agenda. We request comments made on the agenda be made at the time the item is considered and that comments be limited to three minutes per person with a maximum of six minutes (time may be donated by one person). Please address your comments to the Council and do not engaged in dialogue with individual Council Members, City staff, or members of the audience. Blue speaker forms are available at the front table to the entrance of Council Chambers.
4. CLOSED SESSION ITEM(S)
5. INVOCATION
6. PLEDGE OF ALLEGIANCE
7. ADDITIONS/REVISIONS
The City Council may only add an item to the Agenda after making a finding that there is a need to take immediate action on the item and that the item came to the attention of the agency subsequent to the posting of the agenda. An action adding an item to the agenda requires 2/3 vote of the Council. If there is less than 2/3 of the Council members present, adding an item to the agenda requires a unanimous vote. Added items will be placed for discussion at the end of each section unless otherwise noted.
8. PRESENTATIONS/ANNOUCEMENTS
8.1. Recognition of Roadway Adoption Program Top Performers
8.2. National Law Enforcement Appreciation Day
8.3. Introduction of Public Works Construction Inspector - Luis Ortiz
8.4. Introduction of Public Works Street Maintenance Worker - Aaron Fierro
8.5. Introduction of Purchasing Manager - Karla Lopez
9. AGENCY PARTNER UPDATE(S)
2 10.
PUBLIC COMMENT
Any member of the public may address the Council on items within the Council’s subject matter jurisdiction, but which are not listed on this agenda during PUBLIC COMMENTS. However, no action may be taken on matters that are not part of the posted agenda. We request comments made on the agenda be made at the time the item is considered and that comments be limited to three minutes per person with a maximum of six minutes (time may be donated by one person). Please address your comments to the Council and do not engaged in dialogue with individual Councilmembers, City staff, or members of the audience. Blue speaker forms are available at the front table to the entrance of Council Chambers.
11. CONSENT CALENDAR
Consent Calendar items are normally enacted in one motion. The Mayor or City Council may remove a Consent Calendar item for separate action. If a member of the public would like to speak on a Consent Calendar item, please complete a blue “Public Comment Form” and submit to the City Clerk prior to the item.
11.1. City Council Meeting Minutes
Submitted by: Marc A. Donohue, Government Services Director/City Clerk
RECOMMENDED ACTION(S):
Staff recommends that the City Council approve the City Council meeting minutes from the regular meeting on December 11, 2024 and the special meeting on December 17, 2024.
11.2. Treasurer’s Report: November 2024
Submitted by: Amanda Wells, Finance Director/City Treasurer
RECOMMENDED ACTION(S):
Staff recommends that the City Council receive and file the City Treasurer’s Report.
11.3. City of Eastvale Crime Statistics – November 2024
Submitted by: Johnny Terfehr, Community Safety Director
RECOMMENDED ACTION(S):
Staff recommends that the City Council receive and file the Eastvale Crime Statistics for November 2024.
11.4. Actions relating to the organization of the Eastvale Parking Authority
Submitted by: Amanda Wells, Finance Director/City Treasurer
3 RECOMMENDED ACTION(S):
Staff recommends that the
Board of Directors of the Eastvale Parking Authority (the “Parking Authority”) approve the attached Resolution approving, authorizing and directing the following actions:
1 .
Approve Bylaws of the Parking Authority.
2 .
Authorize the Execu)ve Director to execute an Opera)ons Agreement, substan)ally in the form submiJed herewith, by and between the City of Eastvale and the Parking Authority.
3 .
Confirm the City Council as the Parking Authority governing board and the City execu)ve staff members to serve as execu)ve staff of the Parking Authority and other maJers as provided in the Bylaws of the Parking Authority submitted herewith.
4 .
Adopt the City’s current Personnel Rules and Regula)ons and Conflicts of Interest Code as the Parking Authority’s Personnel Rules and Regula)ons and Conflicts of Interest Code.
11.5. A Resolution of the City Council of the City of Eastvale Approving, Authorizing and Directing the Execution of a Operations Agreement by and between the City of Eastvale and the Eastvale Parking Authority
Submitted by: Amanda Wells, Finance Director/City Treasurer
RECOMMENDED ACTION(S):
Staff recommends that the
City Council enter into an agreement to provide staffing and administrative services to the Eastvale Parking Authority (the “Parking Authority”) in the form attached hereto as Attachment 3 (the “Operations Agreement”).
11.6. Formation of Eastvale Public Financing Authority
Submitted by: Amanda Wells, Finance Director/City Treasurer
RECOMMENDED ACTION(S):
Staff recommends that the City of Eastvale (the “City”) and the Eastvale Parking Authority (the “Parking Authority”) enter into a Joint Exercise of Powers Agreement (the “JPA Agreement”) creating the Eastvale Public Financing Authority in the form attached hereto as Attachment 3. Resolutions of the City and the Parking Authority approving the JPA Agreement are attached hereto as Attachment 1 and Attachment 2, respectively.
11.7. Approval of List of Projects for 2024-2029 Riverside County Comprehensive Economic Development Strategy Plan
Submitted by: Alexander Fung, Economic Development Manager
RECOMMENDED ACTION(S):
Staff recommends that the City Council adopt a Resolution to approve the proposed list of infrastructure and planning projects to be included in the 2024-2029 Riverside County Comprehensive Economic Development Strategy Plan.
4 11.8.
Approval of Agreements for the 2024-2025 Community Development Block Grant Program Year
Submitted by: Samantha Greven, Management Analyst
RECOMMENDED ACTION(S):
Staff recommends that the City Council:
1 .
Approve the Supplemental Agreement for the 2024-2025 Community Development Block Grant Program Year;
2 .
Approve the Subrecipient Agreement for the YMCA Senior Health and Wellness Program for the 2024-2025 Community Development Block Grant Program Year;
3 .
Authorize the City Manager to execute the Supplemental Agreement for the 2024-2025 Community Development Block Grant Program Year; 4 .
Authorize the City Manager to execute the Subrecipient Agreement for the YMCA Senior Health and Wellness Program for the 2024-2025 Community Development Block Grant Program Year.
11.9. Reciprocal License Agreement between the City of Eastvale and the City of Ontario for the installation and use of Flock Safety cameras.
Submitted by: Johnny Terfehr, Community Safety Director
RECOMMENDED ACTION(S):
Staff recommends that the City Council authorize the City Manager to execute the Reciprocal License Agreement with the City of Ontario for the installation and use of Flock Safety Cameras on respective public right of way infrastructure.
11.10. Finding of Conformity to Eastvale General Plan 2040 for City Acquisition of Property for Civic Center
Submitted by: Gustavo N. Gonzalez, Community Development Director RECOMMENDED ACTION(S):
Staff recommends that the City Council adopt a resolution finding that the acquisition of the property generally located between Bootsma Boulevard and Premier Place and northwest of the intersection of Limonite Avenue and Hamner Avenue (Lots 5 and J within the Leal Master Plan Amendment No. 1; also Lots 65 & "S" of Tract Map 38594) for public purposes conforms with the Eastvale General Plan 2040.
11.11. Letter of Support for the Riverside County Regional Park and Open-Space District's (RivCoParks) effort to garner federal grant funding for Phase 6 the Santa Ana River Trail (SART) Project.
Submitted by: Mark Orme, City Manager
5 RECOMMENDED ACTION(S):
Staff recommends that the City Council authorize approval for the Mayor to sign a letter of support for an application being submitted by RivCoParks, with the support of the Riverside County Transportation Commission (RCTC), for a Rebuilding American Infrastructure with Sustainability and Equity (RAISE) funding grant.
11.12. Third Contract Amendment with FALCON Engineering Services for the Limonite Gap Closure Project
Submitted by: Jimmy Chung, Public Works Director/City Engineer
RECOMMENDED ACTION(S):
Staff recommends that the City Council approve the Third Amendment to the Professional Services Agreement with FALCON for the Limonite Gap Closure Project increasing the contract amount by $55,000 and amending the total contract compensation to $2,251,969.08.
12. PUBLIC HEARING(S)
The public is encouraged to express your views on any matter set for public hearing. It is our procedure to first receive the staff report, then to ask for public testimony, first from those in favor of the project followed by testimony from those in opposition to it, and if there is opposition, to allow those in favor, rebuttal testimony only as to the points brought up in opposition. To testify on the matter, you need to simply come forward to the speaker’s podium at the appropriate time, give your name and address and make your statement. After a hearing is closed, you may not further speak on the matter unless requested to do so or are asked questions by the Mayor or a Councilmember. Public comment is limited to three (3) minutes each with a maximum of six (6) minutes (time may be donated by one speaker.)
12.1. Update of the City’s participation in the Western Riverside County Transportation Uniform Mitigation Fee (TUMF) program, amending Chapter 4.72 of the Eastvale Municipal Code and the TUMF Fee Schedule
Submitted by: David Murray, City Planner
6 RECOMMENDED ACTION(S):
Staff recommends that the City Council take the following actions:
1 .
Determine that the proposed updates and amendments related to the TUMF program are not subject to the California Environmental Quality Act (“CEQA”) pursuant to Section 21080 (b)(8) of the Public Resources Code and Sections 15273 and 15378(b)(4) of the State CEQA Guidelines and that there is no possibility that the ordinance and resolution would have a significant impact on the environment; and
2 .
Introduce an ordinance entitled: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, AMENDING CHAPTER 4.72 OF THE EASTVALE MUNICIPAL CODE REGARDING THE CITY’S PARTICIPATION IN THE WESTERN
RIVERSIDE COUNTY TRANSPORTATION UNIFORM MITIGATION FEE (TUMF) PROGRAM; and
3 .
Adopt a resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE CITY
COUNCIL OF THE CITY OF EASTVALE AMENDING THE APPLICABLE
TRANSPORTATION UNIFORM MITIGATION FEE (TUMF) APPLICABLE TO ALL DEVELOPMENTS IN EASTVALE.
13. CITY COUNCIL/EASTVALE PARKING AUTHORITY BUSINESS
14. CITY MANAGER/CITY STAFF REPORT
15. CITY COUNCIL COMMUNICATIONS/COMMITTEE REPORTS
16. ADJOURNMENT
The next regular meeting of the Eastvale City Council/Eastvale Parking Authority/Public Financing Authority is scheduled for Wednesday, January 22, 2025, at 6:30 p.m. at Eastvale City Hall Council Chambers, 12363 Limonite Avenue, Suite 900, Eastvale, CA 91752.
17. AFFIDAVIT OF POSTING
I hereby certify under penalty of perjury under the laws of the State of California, that the foregoing Agenda was posted at the following locations: City Hall, 12363 Limonite Avenue, Suite 910 and website of the City of Eastvale (
www.eastvaleca.gov
,) not less than 72 hours
prior to the meeting.
______________________________________________________
Marc A. Donohue, MMC
City Clerk
7 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 1
MINUTES
CITY OF EASTVALE
CITY COUNCIL REGULAR MEETING
Wednesday, December 11, 2024
Regular Meeting: 5:30 PM
City Hall Council Chambers
12363 Limonite Avenue, Suite 900
Eastvale, CA 91752
1. CALL TO ORDER
The regular meeting of the Eastvale City Council was called to order at 5:30 p.m. by Mayor Dinco.
2. ROLL CALL
Present: Councilmembers Clint Lorimore, Todd Rigby, Jocelyn Yow, Mayor Pro Tem Mike McMinn, and Mayor Christian Dinco.
Absent:
City Staff
Present: City Manager Mark Orme, City Attorney Erica Vega, and Government Services Director/City Clerk Marc Donohue were present at Roll Call. Other staff members were present.
3. CLOSED SESSION PUBLIC COMMENT – None
4. CLOSED SESSION ITEM(S)
4.1 CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: 14600 Baron Drive, Eastvale, CA, APN 130-040-007 Agency Negotiator: Gustavo Gonzalez, Community Development Director, Jimmy Chung, Public Works Director/City Engineer, and Enswins Cordero, Asst. Director of Community Services & Recreation
Negotiating Parties: Riverside County Regional Park and Open Space District Under Negotiation: Price and Terms of Payment
City Attorney Vega stated that there was no reportable action.
5. INVOCATION
Rabbi Mendy Harlig from the Chabad Jewish Center of Chino Hills offered the invocation. 8 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 2
6. PLEDGE OF ALLEGIANCE
Mayor Pro Tem McMinn led the Pledge of Allegiance.
7. ADDITIONS/REVISIONS – None
8. CITY COUNCIL REORGANIZATION/APPOINTMENTS
8.1 Presentation to Outgoing Mayor Christian Dinco
Mayor Pro Tem McMinn presented a plaque to Mayor Dinco.
8.2 Oath of Office – Christian Dinco, Mayor, District 2 Government Services Director/City Clerk Donohue administered the Oath of Office to Christian Dinco.
8.3 Oath of Office – Mike McMinn, Mayor Pro Tem, District 5 Government Services Director/City Clerk Donohue administered the Oath of Office to Mike McMinn.
8.4 Office of Mayor and Mayor Pro Tem
On motion of Councilmember Dinco and second by Councilmember Rigby, the City Council voted unanimously to appoint Mike McMinn to serve as Mayor, who will preside until the last City Council meeting in Calendar Year 2025.
On motion of Councilmember Dinco and second by Councilmember Lorimore, the City Council voted unanimously to appoint Jocelyn Yow to serve as Mayor Pro Tem, who will assume the duties of the Mayor in the Mayor’s absence and hold the office until the last City Council meeting in Calendar Year 2025.
8.5 City Council Regional Appointments
On motion of Councilmember Dinco and second by Councilmember Lorimore, the City Council voted unanimously to approve the Regional Appointments List, as revised by the City Council.
8.6 City Council Committee Appointments
On motion of Councilmember Rigby and second by Councilmember Lorimore, the City Council voted unanimously to approve the Committees Appointments List, as revised by the City Council.
8.7 Planning and Public Safety Commission Appointments On motion of Councilmember Rigby and second by Councilmember Dinco, the City Council voted unanimously to appoint the list of Planning and Public Safety Commissioners. 9 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 3
9. PRESENTATIONS/ANNOUNCEMENTS
9.1 Introduction of Deputy City Clerk – Victoria Castreje Deputy City Clerk Victoria Castreje was introduced.
9.2 Introduction of Public Works Construction Inspector – Luis Ortiz This item was rescheduled to the January 8, 2025, City Council meeting.
9.3 Introduction of Public Works Street Maintenance Worker - Aaron Fierro This item was rescheduled to the January 8, 2025, City Council meeting.
10. AGENCY PARTNER UPDATES
10.1 Youth Council Update
Rishi Vithlani from the Youth Council provided an update.
10.2 YMCA Update
Casey Christianson, Associate Executive Director of Child and Youth Development from the Corona-Norco Family YMCA, provided an update.
10.3 Eastvale Library Update
Eastvale Library Branch Manager Jamie Shin, Chief Librarian Joan Tyler, and Deputy Director Shannon Ng provided an update.
11. PUBLIC COMMENT – None
12. CONSENT CALENDAR
On motion of Councilmember Dinco second by Mayor McMinn, the City Council voted unanimously to approve the Consent Calendar.
12.1 City Council Meeting Minutes
The City Council approved the City Council meeting minutes from the regular meeting on November 13, 2024.
12.2 Warrant Register: October 2024
The City Council approved the payment of warrants as submitted by the Finance Department under Attachment 1.
10 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 4
12.3 Treasurer’s Report: October 2024
The City Council received and filed the City Treasurer's Report.
12.4 Planning Department Update
The City Council received and filed the Planning Department Update.
12.5 Public Works Department Update
The City Council received and filed the Public Works Department Update.
12.6 City of Eastvale Crime Statistics – October 2024
The City Council received and filed the Eastvale Crime Statistics for October 2024.
12.7 Interim Financial Report – Fiscal Year 2024-25, Quarter 1 The City Council received and filed the Interim Financial Report for Fiscal Year 2024- 25, Quarter 1 ending September 30, 2024.
12.8 Approval of the Cooperative Agreement with Riverside County Flood Control and Water Conservation District for Eastvale Parkway Street Storm Drain Stage 1 and 2, Line D-5 Lateral Storm Drain, Stage 1 and 2 related to Tract Map No. 38594 The City Council:
1. Approved the Cooperative Agreement with Riverside County Flood Control and Water Conservation District for Eastvale Parkway Street Storm Drain, Stage 1 and 2, Line D-5 Lateral Storm Drain, Stage 1 and 2 related to Tract Map No. 38594; and
2. Authorized the City Manager and Mayor to sign said agreement.
12.9 Community Facility Districts Annual Special Tax Accountability Reports and other Special Financing Districts Annual Reports Fiscal Year 2024-25 The City Council received and filed the Fiscal Year 2024-25 Annual Special Tax Accountability Reports for the City's Community Facility Districts and Annual Reports for all other Special Financing Districts.
12.10 Adoption of Ordinance Approving the First Amendment to Development Agreement No. 003 between the City and The New Home Company The City Council adopted Ordinance 24-09, approving the First Amendment to Development Agreement No. 003 entitled:
11 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 5
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, APPROVING THE FIRST AMENDMENT TO DEVELOPMENT AGREEMENT NO. 003 ADOPTED BY ORDINANCE NO. 22-05 BY AND BETWEEN THE CITY OF EASTVALE AND THE NEW HOME COMPANY RELATED TO THE 158.6-ACRE SITE LOCATED AT THE
NORTHWEST CORNER OF HAMNER AND LIMONITE AVENUES COMMONLY KNOWN
AS THE LEAL PROPERTY
12.11 License Agreement for Staybridge Suites Parking Lot The City Council approved the License Agreement by and between the City and Eastvale Palace LLC pertaining to the encroachment of the parking lot for the Staybridge Suites hotel into City property.
12.12 Annual Development Impact Fee Report as of June 30, 2024 The City Council received and filed the Annual Development Impact Fees Report as of June 30, 2024, and adopt the findings contained in Section 4 of the Report.
12.13 Professional Services Agreement with Apple One, Inc. for Temporary Staffing Services
The City Council approved the Agreement with Apple One and the issuance of a purchase order in the amount of $65,000 for temporary staffing services and authorize the City Manager to execute all necessary documents.
12.14 2025 City Council and Commissions Meeting/Holiday Schedule The City Council approved the 2025 City Council/Commissions and Holiday Schedule.
12.15 Approve Amendment to Personnel Policies & Procedures Manual and Policy Against Harassment, Discrimination, and Retaliation
The City Council:
1. Adopted Resolution 24-67, amending the Personnel Policies and Procedures Manual; and
2. Adopted Resolution 24-68, amending the Policy Against Harassment, Discrimination, & Retaliation.
12.16 Award of Contract for Professional Services Agreement for Community Services Event (Miracle at Citrus)
The City Council approved the Professional Services Agreement in the amount of $73,591.00 with Bringing Home Christmas for professional snow, lighting, and decoration services; and authorized the City Manager to execute the Agreement. 12 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 6
12.17 Approval of Payment for the Annual Permit Fees to State Water Resources Control Board for Fiscal Year 2024/2025)
The City Council approved payment to the State Water Resources Control Board for Fiscal Year 2024/2025 Annual Permit.
13. PUBLIC HEARINGS – None
14. CITY COUNCIL BUSINESS
14.1 Formation of Eastvale Parking Authority
City Manager Orme and Vanessa Legbandt from Stradling Yocca Carlson & Rauth provided a verbal presentation and answered related questions.
Mayor McMinn opened the public comment period. Hearing no response, Mayor McMinn closed the public comment period.
On motion of Councilmember Dinco and second by Mayor McMinn, the City Council voted unanimously to adopt and approve Resolution 24-69 Declaring Need for, Appointing City Council as Members of, and Designating Interim Chair of the Parking Authority in the form attached hereto as Attachment 1.
14.2 Tree Policy
Public Works Director/City Engineer Chung presented a PowerPoint presentation and answered related questions.
Mayor McMinn opened the public comment period. Hearing no response, Mayor McMinn closed the public comment period.
The City Council provided feedback.
14.3 2024 Independent ZIP Code Advocacy Updates
Economic Development Manager Fung presented a PowerPoint presentation and answered related questions.
Mayor McMinn opened the public comment period. Hearing no response, Mayor McMinn closed the public comment period.
The City Council received and filed the update.
15. CITY MANAGER/CITY STAFF REPORT
City Manager Orme provided an update on upcoming City events. 13 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 7
16. CITY COUNCIL COMMUNICATIONS/COMMITTEE REPORTS
16.1 League of California Cities
No report was provided.
16.2 Southern California Association of Governments
Councilmember Lorimore provided a report.
16.3 Western Riverside Council of Governments
Councilmember Dinco provided a report.
16.4 Riverside Transit Agency
Mayor Pro Tem Yow provided a report.
16.5 Northwest Mosquito and Vector Control District
Councilmember Lorimore provided a report.
16.6 Riverside County Transportation Commission
Councilmember Lorimore provided a report.
16.7 Western Riverside County Regional Conservation Authority Mayor Pro Tem Yow provided a report.
16.8 Finance Committee
No report was provided.
16.9 Eastvale Schools Committee
No report was provided.
16.10 Business and Development Success Ad-Hoc Committee No report was provided.
16.11 Eastvale Legislative Ad-Hoc Committee
No report was provided.
16.12 Eastvale Community Services Ad-Hoc Committee
No report was provided.
16.13 City Council Communications
The City Council provided comments.
14 Eastvale City Council Meeting Minutes
December 11, 2024 Page - 8
ADJOURNMENT – Mayor McMinn adjourned the regular meeting at 8:40 P.M. The next regular meeting of the Eastvale City Council is scheduled for Wednesday, January 8, 2025, at 6:30 P.M.
Marc A. Donohue, MMC
City Clerk
15 Eastvale City Council Meeting Minutes
December 17, 2024 Page - 1
MINUTES
CITY OF EASTVALE
CITY COUNCIL SPECIAL MEETING
Tuesday, December 17, 2024
Special Meeting: 5:30 PM
City Hall Council Chambers
12363 Limonite Avenue, Suite 900
Eastvale, CA 91752
1. CALL TO ORDER
The special meeting of the Eastvale City Council was called to order at 5:30 p.m. by Mayor McMinn.
2. ROLL CALL
Present: Councilmembers Christian Dinco, Clint Lorimore, Todd Rigby, Mayor Pro Tem Jocelyn Yow, and Mayor Mike McMinn.
Absent:
City Staff
Present: Acting City Manager Donohue and City Attorney Vega were present at Roll Call. Other staff members were present.
3. PLEDGE OF ALLEGIANCE
Councilmember Dinco led the Pledge of Allegiance.
4. CLOSED SESSION PUBLIC COMMENT – None
5. CLOSED SESSION ITEM
5.1 CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code § 54956.8) Property: Approximately 1.7 acres of APN 164030044
City Negotiator: Gustavo Gonzalez, Community Development Director; Jimmy Chung, Public Works Director; Amanda Wells, Finance Director
Negotiating Parties: The New Home Company Southern California Under Negotiation: Price and Terms of Payment
16 Eastvale City Council Meeting Minutes
December 17, 2024 Page - 2
At the end of closed session, City Attorney Vega stated that there was no reportable action.
ADJOURNMENT – Mayor McMinn adjourned the special meeting at 6:24 P.M. The next regular meeting of the Eastvale City Council is scheduled for Wednesday, January 8, 2025, at 6:30 P.M.
Marc A. Donohue, MMC
City Clerk
17 AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.2
January
8, 2025
Treasurer’s Report: November 2024
Prepared By:
Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the City Council receive and file the City Treasurer’s Report.
Summary
In accordance with the City of Eastvale’s Investment Policy, adopted July 24, 2024, the City Treasurer is required to submit a quarterly treasurer’s report to the City Council. The report shall include types of investments, credit ra*ngs, ins*tu*ons involved, dates of purchases, dates of maturity, amount of deposits or cost of the security, current market value of the securi*es, interest rates, investment fund balances, and a statement as to whether investments are in compliance with the Investment Policy and whether there are sufficient funds to meet the City’s cash obliga*ons for the next six months.
Background
The Schedule of Investments includes a breakdown of the City’s investments by “Ac*ve” or “Inac*ve” Deposits. “Ac*ve Deposits” are those accounts which receive revenues, whereas “Inac*ve Deposits” are available for use but are not earning revenues. Detail reports for the PFM Managed Investment Por2olio, with all supplemental informa*on required by the City’s investment policy, are included in the report.
The Dash Board Report Card, consists of two sections:
I. Por2olio Diversifica*on – This sec*on reflects the diversifica*on of the City of Eastvale’s por2olio by both type of instrument and length of maturity. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
18 II. Por2olio Performance Measures – This sec*on compares budget to actuals in for interest earnings. Also included is a cash breakdown report per the City’s fund balance reserve policy showing funds restricted, commi@ed, designated, and unassigned in addi*on to investment income received as of November 30, 2024, broken down by investment type. The City of Eastvale’s Schedule of Investments complies with the City’s Investment Policy. The City has sufficient funds to meet its expenditure requirements for the next six months. Total cash and investments as of the en d of
November are $236,952,565 (book value). Ac*ve deposits total $224,951,865; inac*ve deposits total $12,000,700. Net investment income received for fiscal year 2024-25 through the end of November (five months of the fiscal year) is $3,267,365. The net annualized yield on investments is
4.140%.
Environmental
Government investment reports are not considered a Project as defined by the California Environmental Quality Act (CEQA) and no environmental review is required.
Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
The Treasurer's Report is an activity required by the city's investment policy.
Fiscal Impact
Not applicable.
Prior City Council/Commission Action
Not applicable.
Attachment(s)
Attachment 1 - Investment Report: November 2024
Attachment 2 - PFM Statement: November 2024
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
19 Introduction
Month Ending
Active Deposits
Ending Book
Value
Inactive
Deposits
Ending Book
Value Interest
Realized
Gain/(Loss)
Yield at
Cost
December 31, 2023 $ 190,311,419 $ 12,031,786 509,530$ $ (9,635)3.581% January 31, 2024 194,307,263 12,000,700 584,092 (7,084)3.527% February 29, 2024 204,463,261 12,101,038 558,481 (11,458)3.372% March 31, 2024 209,324,487 12,443,787 530,291 (22,800)3.301% April 30, 2024 209,110,461 12,444,448 565,977 (10,957)3.503% May 31, 2024 215,336,889 12,039,052 565,977 (10,957)3.435% June 30, 2024 217,052,100 12,027,115 502,116 (84,053)3.457% July 31, 2024 219,078,760 12,005,719 707,498 (30,789)3.470% August 31, 2024 224,269,130 12,000,700 578,085 (6,426)4.343% September 30, 2024 220,619,776 12,000,700 522,756 (34,977)4.423% October 31, 2024 224,608,968 13,782,141 1,010,209 (6,859)4.287% November 30, 2024 224,951,865 12,000,700 496,917 (3,359)4.166%
CITY OF EASTVALE
Treasurer's Report
Fiscal Year 2024-25 as of November 30, 2024
In accordance with the City Investment Policy, a quarterly investment report shall be filed with the City Council which provides a clear picture of the status of the current investments. The report for the month ending November 30, 2024 has been prepared by City Staff. We hereby certify that this report accurately reflects all pooled investments and is in compliance with the City’s Investment Policy. Combined with anticipated revenues, the portfolio contains sufficient investment liquidity to meet budgeted expenditures for the next six months.
12 MONTH BALANCES
Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov20 Schedule of Investments
Par Value
Book Value Price
@ Cost
(Fair Value)
Market Value Yield I
Money Market Accounts:
Citizens Business Bank - Money Market 3,014,462$ 3,014,462$ 3,014,462$ 0.100% First American Govt Oblig Fund CI Y 80,781 80,781 80,781 4.250% Total Money Market 3,095,243 $ 3,095,243$ 3,095,243$ 0.208% Sweep Accounts:
Citizens Business Bank - General Sweep 14,390,479$ 14,390,479$ 14,390,479$ 0.100% Total Sweep Accounts 14,390,479 $ 14,390,479$ 14,390,479$ 0.100% Pooled Investment Accounts:
CAMP Pool 106,855,248 $ 106,855,248$ 106,855,248$ 4.870% Local Agency Investment Fund* 61,157,844 61,157,844 61,283,895 4.477% Total Pooled Investment 168,013,092$ 168,013,092$ 168,139,144$ 4.727% PFM Managed Investment Portfolio:
U.S. Treasury Bond / Note 20,690,000$ 19,939,912$ 19,924,408$ 2.820% U.S. Treasury Bill - - - 0.000% Supra-National Agency Bond / Note - - - 0.000% Municipal Bond / Note 410,000 411,018 402,488 1.090% Federal Agency Commercial 8,085,453 8,030,228 8,119,326 4.820% Asset-Back Security / Collateralized 1,893,866 1,893,585 1,913,122 5.120% Certificate of Deposit 360,000 360,000 366,329 5.080% Federal Agency Bond / Note 770,000 768,603 742,775 0.540% Bank Note 925,000 925,020 938,961 5.480% Corporate Note 7,161,000 7,124,685 7,092,397 4.000% Total PFM Managed Investments 40,295,319$ 39,453,051$ 39,499,808$ 3.571% 225,794,133$ 224,951,865$ 225,124,673$ 4.166% Checking Account:
Citizens Business Bank - General Account 12,000,000$ 12,000,000$ 12,000,000$ 0.000% Citizens Business Bank - HdL Holding 700$ 700$ 700$ 0.000% Total Inactive Deposits 12,000,700 $ 12,000,700$ 12,000,700$ 0.000% 12,000,700$ 12,000,700$ 12,000,700$ 237,794,833$ 236,952,565$ 237,125,373$
*yield as of the prior quarter end
CITY OF EASTVALE
Treasurer's Report
Fiscal Year 2024-25 as of November 30, 2024
GRAND TOTAL CASH
Institution
ACTIVE DEPOSITS TOTAL
INACTIVE DEPOSITS TOTAL
INACTIVE DEPOSITS
ACTIVE DEPOSITS
Per Government Code requirements, the Investment Report is in compliance with the City of Eastvale's Investment Policy, and there are adequate funds available to meet budgeted and actual expenditures for the next six months.
Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov21 Dash Board Report Card
In accordance with the City Investment Policy, a quarterly investment report shall be filed with the City Council which provides a clear picture of the status of the current investments. The report for the month ending November 30, 2024 has been prepared by City Staff. We hereby certify that this report accurately reflects all pooled investments and is in compliance with the City’s Investment Policy. Combined with anticipated revenues, the portfolio contains sufficient investment liquidity to meet budgeted expenditures for the next six months.
Money Market 1.37%Sweep 6.39%LAIF 27.22%CAMP Pool 47.46%Certificates of Deposit 0.16%U.S. Treasury Bond/ Note 8.85%U.S. Treasury Bill 0.00%Supra-National Agency Bond/Note 0.00%Municipal Bond / Note 0.18%Federal Agency Collaterized Mortgage 3.61%Asset-Backed Security/ Collateralized 0.85%Federal Agency Bond/ Note 0.33%Bank Note 0.42%Corporate Note 3.15%100.00% Less Than 90 Days 82.45%90 days to Six Months (26 Weeks) 0.17%Six Months to One Year (52 Weeks) 1.13%One to Two Years (104 Weeks) 4.40%Two to Three Years (156 Weeks) 2.90%Three to Four Years (208 Weeks) 4.84%Four to Five Years 4.10%Five Years + 0.00%100.00% II. PORTFOLIO PERFORMANCE MEASURES
Yield at Cost - November 30, 2024 4.166%
Annual Investment Income Budget 4,259,578$ A
Investment Income Received - YTD 11/30/2024 3,284,676 B Less Investment Fees (17,311) C
Net Investment Income Received - YTD 11/30/2024 3,267,365$ B+C Over/(Under) Annual Budget (992,213)$ C-B
% of Annual Budget 76.706%
Net Yield Annualized at Cost - November 30, 2024 4.140%
CITY OF EASTVALE
Treasurer's Report
Fiscal Year 2024-25 as of November 30, 2024
DIVERSIFICATION BY INSTRUMENT
DIVERSIFICATION BY MATURITY
Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov22
Dash Board Report Card
02/28
Active Investments: Diversification by Maturity
Active Investments: Diversification by Investment
CITY OF EASTVALE
Treasurer's Report
Fiscal Year 2024-25 as of November 30, 2024
0%10%20%30%40%50%60%70%80%90%0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 >5% of PortfolioMaturity in Years Citizens Business Bank - Money Market1%First American Govt Oblig Fund CI Y0%CAMP Pool51%Local Agency Investment Fund29%U.S. Treasury Bond / Note10%U.S. Treasury Bill0%Supra-National Agency Bond / Note0%Municipal Bond / Note0%Federal Agency Commercial4%Asset-Back Security / Collateralized1%Certificate of Deposit0%Federal Agency Bond / Note0%Bank Note1%Corporate Note3% Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov23
Dash Board Report Card
CITY OF EASTVALE
Treasurer's Report
Fiscal Year 2024-25 as of November 30, 2024
All Activity: Year Over Year Interest Income
- 1.00 2.00 3.00 4.00 5.00 6.00 7.002019-20 2020-21 2021-22 2022-23 2023-24 2024-25 YTDNet Interest Income ReceivedMillionsFiscal Year Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov24 Cash Breakdown per Fund Balance Reserve Policy
In accordance with the City Investment Policy, a quarterly investment report shall be filed with the City Council which provides a clear picture of the status of the current investments. The report for the month ending November 30, 2024 has been prepared by City Staff. We hereby certify that this report accurately reflects all pooled investments and is in compliance with the City’s Investment Policy. Combined with anticipated revenues, the portfolio contains sufficient investment liquidity to meet budgeted expenditures for the next six months.Schedule of Investments - November 30, 2024 Money Market Accounts 3,095,243$ Sweep Accounts 14,390,479 Pooled Investment Accounts 168,013,092 PFM Managed Investments 39,453,051 Checking Account 12,000,700 Grand Total Cash - November 30, 2024 236,952,565$
Breakdown of Total Cash at November 30, 2024
Non-Spendable & Restricted Funds (Non-Discretionary Per Law): 66,113,013$ per 06/30/2023 audited financials
Committed (Formal Action of City Council): 118,610,029
per fiscal year 2024-25 budget
Assigned (City's Intent):
per fiscal year 2024-25 budget
Fire Operations
per fiscal year 2024-25 budget 6,861,150
General Fund Emergency Contingency:
per fund balance reserve policy + 18,863,127
- Cash Flow for CIP Grants 19,500,000
- Cover Special Revenue Fund Negative Fund Balance177,584 - Business Incentive Loan Program 230,000
- Land Purchases 10,000,000
- Financial System Implementation (FY 2025-26)1,000,000 - ATP Cycle 7 Grant Trail Improvement CIP Match (FY 2025-26)5,500,000 All Funds Adopted Budget
Revenues 103,653,646
Expenditures 81,496,888
All Funds Net Revenue - 22,156,758
Total Designated/ Assigned 39,975,103
Unassigned 12,254,420
Grand Total Cash - November 30, 2024 236,952,565$
Fiscal Year 2024-25 as of November 30, 2024
Treasurer's Report
CITY OF EASTVALE
*Restricted, committed, and assigned figures based on estimated fund balances at the end of the fiscal year, 06/30/2025. However cash estimates in this report are based on the current month. As a result, it is typical that a variance exists between projected unassigned cash balance and current unassigned cash balances. The variance will not be resolved until the end of the fiscal year. A negative unassigned cash balance in the current period does not indicate a cash flow issue for the city.
Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov25 Investment Income Detail
In accordance with the City Investment Policy, a quarterly investment report shall be filed with the City Council which provides a clear picture of the status of the current investments. The report for the month ending November 30, 2024 has been prepared by City Staff. We hereby certify that this report accurately reflects all pooled investments and is in compliance with the City’s Investment Policy. Combined with anticipated revenues, the portfolio contains sufficient investment liquidity to meet budgeted expenditures for the next six months.Yield at Cost - November 30, 2024 4.166% Annual Investment Income Budget A 4,259,578$
Investment Income Received YTD:
Money Market (CBB) 1,272$
Sweep (CBB) 10,019
Money Market (PFM) 2,435
LAIF 598,352
CAMP Pool 2,296,964
Certificate of Deposits 38,052
Municipal Bond/Note 3,631
U.S. Treasury Bill 108,890
U.S. Treasury Bond/ Note 302
Federal Agency Bond/ Note 3,372
Federal Agency Commercial Mortgage Backed Security 40,624 Asset-Backed Security 138,431
Corporate Note 114,536
Bank Note 9,956
Supra-National Agency Bond/Note 250
Realized Gain/ (Loss) (82,411)
Total Investment Income Received - YTD 11/30/2024B 3,284,676 Less Investment Fees Paid:
Trust Fees-U.S. Bank (1,823)
Management Fee-PFM (15,488)
Total Investment Fees Paid - YTD 11/30/2024 C (17,311)
Net Investment Income Received - YTD 11/30/2024 B+C 3,267,365$ Investment Income Over/(Under) Annual Budget C-B (992,213)$ % of Annual Budget 76.706%
Net Yield Annualized at Cost - November 30, 2024 4.140% Fiscal Year 2024-25 as of November 30, 2024
Treasurer's Report
CITY OF EASTVALE
Prepared by the Finance Department in accordance with the adopted Investment Policy eastvaleca.gov26
CITY OF EASTVALE
ACCOUNT STATEMENT
For the Month Ending
November 30, 2024
Customer Service
PO Box 11813
Harrisburg, PA 17108-1813
Contents
Cover/Disclosures
Summary Statement
Individual Accounts
CITY OF EASTVALE
AMANDA WELLS
12363 LIMONITE AVE
SUITE 910
EASTVALE, CA 91732
Client Management Team
Accounts included in Statement
20240100 CITY OF EASTVALE - INVESTMENT PORTFOLIO
https://www.pfmam.comOnline Access 1-717-232-2723Customer Service Richard Babbe, CCM
Senior Managing Consultant
633 W 5th St., 25th Floor
Los Angeles, CA 90071
949-230-6896
[email protected]
27 For the Month Ending November 30, 2024
Account Statement
Important Disclosures
Important Disclosures
Average maturity represents the average maturity of all securities and investments of a portfolio, determined by multiplying the par or principal value of each security or investment by its maturity (days or years), summing the products, and dividing the sum by the total principal value of the portfolio. The stated maturity date of mortgage backed or callable securities are used in this statement. However the actual maturity of these securities could vary depending on the level or prepayments on the underlying mortgages or whether a callable security has or is still able to be called.
Monthly distribution yield represents the net change in the value of one share (normally $1.00 per share) resulting from all dividends declared during the month by a fund expressed as a percentage of the value of one share at the beginning of the month. This resulting net change is then annualized by multiplying it by 365 and dividing it by the number of calendar days in the month.
YTM at Cost The yield to maturity at cost is the expected rate of return, based on the original cost, the annual interest receipts, maturity value and the time period from purchase date to maturity, stated as a percentage, on an annualized basis.
YTM at Market The yield to maturity at market is the rate of return, based on the current market value, the annual interest receipts, maturity value and the time period remaining until maturity, stated as a percentage, on an annualized basis.
Managed Account A portfolio of investments managed discretely by PFMAM according to the client’s specific investment policy and requirements. The investments are directly owned by the client and held by the client’s custodian.
Unsettled Trade A trade which has been executed however the final consummation of the security transaction and payment has not yet taken place.
In August 2024, PFMAM converted its portfolio accounting system from FIS Investment Accounting Manager to SS&C PORTIA. The new system has recalculated the amortized cost and yield to maturity at cost of each security, based upon original cost and settlement date. Some securities, including some factored securities and previously exchanged securities, are now on a modified amortization schedule as compared with that of the past. Where transfers have occurred between your portfolios we have returned their settlement dates to the settlement dates of the original purchases in order to minimize any impact to their amortization schedules.
Please review the detail pages of this statement carefully. If you think your statement is wrong, missing account information, or if you need more information about a transaction, please contact PFMAM within 60 days of receipt. If you have other concerns or questions regarding your account, or to request an updated copy of PFMAM's current disclosure statement, please contact a member of your client management team at PFMAM Service Operations at the address below.
PFM Asset Management
Attn: Service Operations
213 Market Street
Harrisburg, PA 17101
NOT FDIC INSURED NO BANK GUARANTEE MAY LOSE VALUE This statement is for general information purposes only and is not intended to provide specific advice or recommendations. PFM Asset Management ("PFMAM") is a division of U.S. Bancorp Asset Management, Inc. ("USBAM"), a SEC-registered investment adviser. USBAM is direct subsidiary of U.S. Bank National Association ("U.S. Bank") and an indirect subsidiary of U.S. Bancorp. U.S. Bank is not responsible for and does not guarantee the products, services or performance of PFMAM. PFMAM maintains a written disclosure statement of our background and business experience. If you would like to receive a copy of our current disclosure statement, please contact Service Operations at the address below.
Proxy Voting PFMAM does not normally receive proxies to vote on behalf of its clients.
However, it does on occasion receive consent requests. In the event a consent request is received the portfolio manager contacts the client and then proceeds according to their instructions. PFMAM’s Proxy Voting Policy is available upon request by contacting Service Operations at the address below.
Questions About an Account PFMAM’s monthly statement is intended to detail our investment advisory activity as well as the activity of any accounts held by clients in pools that are managed by PFMAM. The custodian bank maintains the control of assets and executes (i.e., settles) all investment transactions. The custodian statement is the official record of security and cash holdings and transactions. PFMAM recognizes that clients may use these reports to facilitate record keeping and that the custodian bank statement and the PFMAM statement should be reconciled and differences resolved.
Many custodians use a settlement date basis which may result in the need to reconcile due to a timing difference.
Account Control PFMAM does not have the authority to withdraw funds from or deposit funds to the custodian outside the scope of services provided by PFMAM. Our clients retain responsibility for their internal accounting policies; implementing and enforcing internal controls and generating ledger entries or otherwise recording transactions.
Market Value Generally, PFMAM’s market prices are derived from closing bid prices as of the last business day of the month as supplied by ICE Data Services. There may be differences in the values shown for investments due to accrued but uncollected income and the use of differing valuation sources and methods. Non-negotiable FDIC-insured bank certificates of deposit are priced at par. Although PFMAM believes the prices to be reliable, the values of the securities may not represent the prices at which the securities could have been bought or sold. Explanation of the valuation methods for a registered investment company or local government investment program is contained in the appropriate fund offering documentation or information statement.
Amortized Cost The original cost of the principal of the security is adjusted for the amount of the periodic reduction of any discount or premium from the purchase date until the date of the report. Discount or premium with respect to short term securities (those with less than one year to maturity at time of issuance) is amortized on a straightline basis. Such discount or premium with respect to longer term securities is amortized using the constant yield basis.
Tax Reporting Cost data and realized gains / losses are provided for informational purposes only. Please review for accuracy and consult your tax advisor to determine the tax consequences of your security transactions. PFMAM does not report such information to the IRS or other taxing authorities and is not responsible for the accuracy of such information that may be required to be reported to federal, state or other taxing authorities.
Financial Situation In order to better serve you, PFMAM should be promptly notified of any material change in your investment objective or financial situation.
Callable Securities Securities subject to redemption prior to maturity may be redeemed in whole or in part before maturity, which could affect the yield represented.
Portfolio The securities in this portfolio, including shares of mutual funds, are not guaranteed or otherwise protected by PFMAM, the FDIC (except for certain non-negotiable certificates of deposit) or any government agency. Investment in securities involves risks, including the possible loss of the amount invested. Actual settlement values, accrued interest, and amortized cost amounts may vary for securities subject to an adjustable interest rate or subject to principal paydowns. Any changes to the values shown may be reflected within the next monthly statement’s beginning values.
Rating Information provided for ratings is based upon a good faith inquiry of selected sources, but its accuracy and completeness cannot be guaranteed.
Shares of some local government investment programs and TERM funds are distributed by representatives of USBAM's affiliate, U.S. Bancorp Investments, Inc. which is registered with the SEC as a broker/dealer and is a member of the Financial Industry Regulatory Authority (“FINRA”) and the Municipal Securities Rulemaking Board (“MSRB”). You may reach the FINRA by calling the FINRA Hotline at 1-800-289-9999 or at the FINRA website address
https://www.finra.org/investors/investor-contacts. A brochure describing the FINRA Regulation Public Disclosure Program is also available from FINRA upon request.
Key Terms and Definitions
Dividends on local government investment program funds consist of interest earned, plus any discount ratably amortized to the date of maturity, plus all realized gains and losses on the sale of securities prior to maturity, less ratable amortization of any premium and all accrued expenses to the fund. Dividends are accrued daily and may be paid either monthly or quarterly. The monthly earnings on this statement represent the estimated dividend accrued for the month for any program that distributes earnings on a quarterly basis. There is no guarantee that the estimated amount will be paid on the actual distribution date.
Current Yield is the net change, exclusive of capital changes and income other than investment income, in the value of a hypothetical fund account with a balance of one share over the seven-day base period including the statement date, expressed as a percentage of the value of one share (normally $1.00 per share) at the beginning of the seven-day period. This resulting net change in account value is then annualized by multiplying it by 365 and dividing the result by 7. The yields quoted should not be considered a representation of the yield of the fund in the future, since the yield is not fixed.
U.S. Bancorp Investments, Inc ., is registered with the U .S. Securities and Exchange Commission (SEC) and is subject to the rules of the Municipal Securities Rulemaking Board (MSRB) as it relates to the distribution of shares of local government investment pools. The MSRB requires investors to be informed of the availability of the MSRB Investor Brochure which describes the protections that may be provided by the MSRB rules and how to file a complaint with an appropriate regulatory authority. The MSRB Investor Brochure can be found on the MSRB’s website at www.msrb.org. 28 For the Month Ending November 30, 2024
Account Statement
Consolidated Summary Statement
CITY OF EASTVALE
Investment Allocation
Investment Type Closing Market Value Percent
1,913,122.15 1.31 Asset-Backed Security
742,775.10 0.51 Federal Agency Bond / Note
7,092,396.77 4.85 Corporate Note
938,961.39 0.64 Bank Note
366,329.16 0.25 Certificate of Deposit
8,119,326.24 5.55 Federal Agency Commercial Mortgage-Backed Security 402,488.39 0.28 Municipal Bond / Note
19,924,408.36 13.61 U.S. Treasury Bond / Note
106,855,248.07 73.00 CAMP Pool
$146,355,055.63 Total 100.00%
Portfolio Summary
and Income
Closing
Market ValuePortfolio Holdings
Cash Dividends
PFMAM Managed Account 111,443.98 39,499,807.56
CAMP Pool 0.00 106,855,248.07
$111,443.98 $146,355,055.63 Total
Maturity Distribution (Fixed Income Holdings)
Portfolio Holdings Closing Market Value Percent
106,855,248.07
0.00 0.00
381,817.99
2,545,184.23
9,913,888.68
6,524,635.07
10,898,424.47
9,235,857.12
0.00 73.01
0.00 0.00
0.26 1.74
6.77 4.46
7.45 6.31
0.00 Under 30 days
31 to 60 days
61 to 90 days
91 to 180 days
181 days to 1 year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
Over 5 years
Total $146,355,055.63
282
100.00%
Weighted Average Days to Maturity
Sector Allocation
1.31%
ABS
0.51%
Fed Agy Bond /
Note
4.85%
Corporate Note
0.64%
Bank Note
0.25%
Cert of Deposit
5.55%
Federal Agency
Commercial
Mortgage-Backed
Security
0.28%
Muni Bond / Note
13.61%
US TSY Bond / Note
73.00%
CAMP Pool
Summary Page 1PFM Asset Management
29 For the Month Ending November 30, 2024Managed Account Summary Statement CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Total Cash Basis Earnings
Plus Net Realized Gains/Losses
Less Purchased Interest Related to Interest/Coupons
Interest/Dividends/Coupons Received
Earnings Reconciliation (Cash Basis) - Managed Account
Less Beginning Accrued Interest
Less Beginning Amortized Value of Securities
Less Cost of New Purchases
Plus Coupons/Dividends Received
Plus Proceeds of Maturities/Calls/Principal Payments
Plus Proceeds from Sales
Ending Accrued Interest
Ending Amortized Value of Securities
Earnings Reconciliation (Accrual Basis)
$39,301,006.41
(874,654.65)
(384,796.88)
1,374,038.18
0.00 84,214.50
$39,499,807.56
119,549.58
(1,982.60)
(6,123.00)
$111,443.98
Total
39,857,787.45
190,325.35
384,852.13
874,654.65
119,494.33
(1,376,020.78)
(39,740,316.28)
(207,755.44)
Total Accrual Basis Earnings $103,021.41
Closing Market Value
Change in Current Value
Unsettled Trades
Principal Acquisitions
Principal Dispositions
Maturities/Calls
Opening Market Value
Transaction Summary - Managed Account
_________________
_________________
_______________________________________________ _______________________________________________ Reconciling Transactions Net Cash Contribution
Security Purchases
Principal Payments
Coupon/Interest/Dividend Income
Sale Proceeds
Maturities/Calls
Cash Transactions Summary - Managed Account
860,000.00
384,852.13
119,494.33
14,654.65
(1,376,020.78)
(340.11)
0.00 Cash Balance
$124,546.31 Closing Cash Balance
Account 20240100 Page 1PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
30 For the Month Ending November 30, 2024Portfolio Summary and Statistics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Account Summary
Percent Par Value Market ValueDescription
U.S. Treasury Bond / Note 20,690,000.00 19,924,408.36 50.43 Municipal Bond / Note 410,000.00 402,488.39 1.02
Federal Agency Commercial
Mortgage-Backed Security
8,085,453.05 8,119,326.24 20.56
Federal Agency Bond / Note 770,000.00 742,775.10 1.88 Corporate Note 7,161,000.00 7,092,396.77 17.96
Certificate of Deposit 360,000.00 366,329.16 0.93
Bank Note 925,000.00 938,961.39 2.38
Asset-Backed Security 1,893,865.92 1,913,122.15 4.84 Managed Account Sub-Total 40,295,318.97 39,499,807.56 100.00% Accrued Interest 190,325.35
Total Portfolio 40,295,318.97 39,690,132.91
Unsettled Trades 0.00 0.00
Sector Allocation
4.84%
ABS
2.38%
Bank Note
0.93%
Cert of Deposit
17.96%
Corporate Note
1.88%
Fed Agy Bond /
Note
20.56%
Federal Agency
Commercial
Mortgage-Backed
Security
1.02%
Muni Bond / Note
50.43%
US TSY Bond / Note
0 - 6 Months 6 - 12 Months 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years Over 5 Years
0.97%
6.44%
25.10%
16.52%
27.59%
23.38%
0.00%
Maturity Distribution Characteristics
Yield to Maturity at Cost
Yield to Maturity at Market
Weighted Average Days to Maturity 1044
3.58%
4.39%
Account 20240100 Page 2PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
31 For the Month Ending November 30, 2024Managed Account Issuer Summary CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Credit Quality (S&P Ratings)
5.40%
A
10.48%
A+
1.38%
A-
1.02%
AA
74.28%
AA+
0.80%
AA-
5.55%
AAA
0.66%
BBB+
0.43%
NR
Issuer Summary
Percentof HoldingsIssuer
Market Value
382,064.80 0.97 Adobe Inc
314,027.21 0.80 American Express Co
556,657.36 1.41 Apple Inc
136,314.23 0.35 BA Credit Card Trust
583,387.74 1.48 Bank of America Corp
595,888.22 1.51 Bank of New York Mellon Corp
315,433.57 0.80 BlackRock Inc
129,361.46 0.33 Bristol-Myers Squibb Co
812,329.44 2.06 Citigroup Inc
366,329.16 0.93 Cooperatieve Rabobank UA
279,811.68 0.71 Deere & Co
292,385.71 0.74 Eli Lilly & Co
7,765,824.98 19.65 Federal Home Loan Mortgage Corp
1,096,276.36 2.78 Federal National Mortgage Association 267,931.70 0.68 Fifth Third Auto Trust
35,206.33 0.09 GM Financial Consumer Automobile Receiv 258,803.74 0.66 Goldman Sachs Group Inc
374,670.66 0.95 Home Depot Inc
242,448.72 0.61 Honda Auto Receivables Owner Trust
116,128.60 0.29 Hyundai Auto Receivables Trust
267,574.59 0.68 International Business Machines Corp
1,116,515.32 2.82 JPMorgan Chase & Co
282,185.70 0.71 Mastercard Inc
450,190.22 1.14 Microsoft Corp
376,409.51 0.95 Morgan Stanley
277,695.83 0.70 PACCAR Inc
186,314.43 0.47 PepsiCo Inc
279,474.14 0.71 State Board of Administration Finance C 271,415.76 0.69 Target Corp
165,978.86 0.42 Toyota Auto Receivables Owner Trust
294,797.04 0.75 Toyota Motor Corp
19,924,408.36 50.43 United States Treasury
Account 20240100 Page 3PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
32 For the Month Ending November 30, 2024Managed Account Issuer Summary CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Percentof HoldingsIssuer
Market Value
123,014.25 0.31 University of California Board of Regen 562,551.88 1.42 Wells Fargo & Co
$39,499,807.56 Total 100.00%
Account 20240100 Page 4PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
33 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
U.S. Treasury Bond / Note
US TREASURY N/B
DTD 11/02/2020 0.250% 10/31/2025
255,271.59 261,818.66 56.73 252,236.52 03/01/2203/01/22AaaAA+ 265,000.00 91282CAT8 1.61
US TREASURY N/B
DTD 11/15/2022 4.500% 11/15/2025
340,379.78 341,443.39 676.24 344,462.50 12/02/2212/01/22AaaAA+ 340,000.00 91282CFW6 4.02
US TREASURY N/B
DTD 11/30/2020 0.375% 11/30/2025
797,922.16 824,836.82 8.55 808,893.36 11/03/2111/02/21AaaAA+ 830,000.00 91282CAZ4 1.01
US TREASURY N/B
DTD 12/31/2020 0.375% 12/31/2025
191,679.60 199,246.22 313.86 196,757.81 05/07/2105/05/21AaaAA+ 200,000.00 91282CBC4 0.73
US TREASURY N/B
DTD 12/31/2020 0.375% 12/31/2025
1,054,237.80 1,094,041.41 1,726.22 1,073,917.97 04/07/2104/05/21AaaAA+ 1,100,000.00 91282CBC4 0.89
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
210,168.86 213,791.39 275.75 200,062.50 05/04/2205/03/22AaaAA+ 220,000.00 91282CBH3 2.95
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
477,656.50 497,550.13 626.70 489,648.44 02/26/2102/26/21AaaAA+ 500,000.00 91282CBH3 0.80
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
635,283.15 654,056.69 833.51 627,931.45 02/18/2202/17/22AaaAA+ 665,000.00 91282CBH3 1.84
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
687,825.36 711,802.30 902.45 691,481.25 01/10/2201/06/22AaaAA+ 720,000.00 91282CBH3 1.38
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
735,591.01 766,222.81 965.12 755,201.56 07/07/2107/02/21AaaAA+ 770,000.00 91282CBH3 0.80
US TREASURY N/B
DTD 02/01/2021 0.375% 01/31/2026
773,803.53 809,400.77 1,015.25 807,437.11 02/04/2102/02/21AaaAA+ 810,000.00 91282CBH3 0.44
US TREASURY N/B
DTD 03/01/2021 0.500% 02/28/2026
672,779.39 699,412.64 895.86 685,998.05 12/07/2112/03/21AaaAA+ 705,000.00 91282CBQ3 1.15
US TREASURY N/B
DTD 06/01/2021 0.750% 05/31/2026
99,688.47 104,931.17 2.16 104,770.31 06/04/2106/02/21AaaAA+ 105,000.00 91282CCF6 0.79
US TREASURY N/B
DTD 06/01/2021 0.750% 05/31/2026
987,390.56 1,007,361.66 21.43 953,143.75 06/08/2206/06/22AaaAA+ 1,040,000.00 91282CCF6 2.99 Account 20240100 Page 5PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
34 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
U.S. Treasury Bond / Note
US TREASURY N/B
DTD 09/30/2021 0.875% 09/30/2026
532,071.23 546,726.65 842.07 520,219.34 04/07/2204/05/22AaaAA+ 565,000.00 91282CCZ2 2.77
US TREASURY N/B
DTD 02/15/2017 2.250% 02/15/2027
720,058.50 740,717.34 4,952.45 730,605.47 07/07/2207/05/22AaaAA+ 750,000.00 912828V98 2.85
US TREASURY N/B
DTD 04/30/2020 0.500% 04/30/2027
201,746.82 208,102.95 94.20 196,625.00 08/05/2208/03/22AaaAA+ 220,000.00 912828ZN3 2.92
US TREASURY N/B
DTD 08/15/2017 2.250% 08/15/2027
1,000,206.90 1,020,176.75 6,933.42 995,490.23 09/06/2209/01/22AaaAA+ 1,050,000.00 9128282R0 3.40
US TREASURY N/B
DTD 09/30/2022 4.125% 09/30/2027
155,018.14 154,417.13 1,089.05 153,988.87 11/03/2211/01/22AaaAA+ 155,000.00 91282CFM8 4.27
US TREASURY N/B
DTD 10/31/2022 4.125% 10/31/2027
380,148.58 383,144.62 1,342.33 385,284.38 12/08/2212/06/22AaaAA+ 380,000.00 91282CFU0 3.81
US TREASURY N/B
DTD 11/02/2020 0.500% 10/31/2027
910,538.23 919,337.75 432.46 860,117.58 01/06/2301/04/23AaaAA+ 1,010,000.00 91282CAU5 3.91
US TREASURY N/B
DTD 11/30/2022 3.875% 11/30/2027
571,091.73 576,589.18 61.21 577,380.86 06/05/2306/01/23AaaAA+ 575,000.00 91282CFZ9 3.77
US TREASURY N/B
DTD 01/03/2023 3.875% 12/31/2027
516,445.28 523,055.36 8,432.34 524,875.00 01/31/2301/31/23AaaAA+ 520,000.00 91282CGC9 3.66
US TREASURY N/B
DTD 02/01/2021 0.750% 01/31/2028
202,640.63 206,754.27 564.03 197,868.16 05/18/2305/16/23AaaAA+ 225,000.00 91282CBJ9 3.56
US TREASURY N/B
DTD 02/01/2021 0.750% 01/31/2028
346,740.63 352,876.49 965.12 334,258.20 01/31/2301/31/23AaaAA+ 385,000.00 91282CBJ9 3.66
US TREASURY N/B
DTD 02/28/2023 4.000% 02/29/2028
567,818.04 565,882.82 5,794.48 563,676.56 03/07/2303/03/23AaaAA+ 570,000.00 91282CGP0 4.25
US TREASURY N/B
DTD 03/31/2021 1.250% 03/31/2028
1,011,357.63 1,034,303.65 2,363.32 998,696.48 05/09/2305/08/23AaaAA+ 1,110,000.00 91282CBS9 3.50
US TREASURY N/B
DTD 05/01/2023 3.500% 04/30/2028
607,818.24 618,099.50 1,858.29 617,214.84 05/01/2305/01/23AaaAA+ 620,000.00 91282CHA2 3.60 Account 20240100 Page 6PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
35 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
U.S. Treasury Bond / Note
US TREASURY N/B
DTD 04/30/2024 4.625% 04/30/2029
362,335.72 355,696.53 1,406.03 355,776.56 05/03/2405/02/24AaaAA+ 355,000.00 91282CKP5 4.58
US TREASURY N/B
DTD 05/31/2024 4.500% 05/31/2029
167,700.56 166,363.96 20.40 166,495.31 06/07/2406/06/24AaaAA+ 165,000.00 91282CKT7 4.30
US TREASURY N/B
DTD 05/31/2024 4.500% 05/31/2029
1,041,776.18 1,032,739.19 126.72 1,033,488.29 06/06/2406/05/24AaaAA+ 1,025,000.00 91282CKT7 4.31
US TREASURY N/B
DTD 07/01/2024 4.250% 06/30/2029
165,973.17 165,084.38 2,934.58 165,090.23 07/09/2407/08/24AaaAA+ 165,000.00 91282CKX8 4.24
US TREASURY N/B
DTD 07/01/2024 4.250% 06/30/2029
377,211.75 372,641.66 6,669.50 372,451.17 07/03/2407/02/24AaaAA+ 375,000.00 91282CKX8 4.40
US TREASURY N/B
DTD 07/31/2024 4.000% 07/31/2029
39,831.24 40,261.44 534.78 40,278.12 08/02/2408/01/24AaaAA+ 40,000.00 91282CLC3 3.85
US TREASURY N/B
DTD 09/03/2024 3.625% 08/31/2029
1,068,285.02 1,092,160.78 10,041.85 1,092,256.64 09/05/2409/04/24AaaAA+ 1,090,000.00 91282CLK5 3.58
US TREASURY N/B
DTD 09/30/2024 3.500% 09/30/2029
487,070.50 498,618.29 2,980.77 498,574.22 10/03/2410/02/24AaaAA+ 500,000.00 91282CLN9 3.56
US TREASURY N/B
DTD 10/31/2024 4.125% 10/31/2029
270,400.68 268,013.23 953.76 267,996.09 11/15/2411/14/24AaaAA+ 270,000.00 91282CLR0 4.29
US TREASURY N/B
DTD 10/31/2024 4.125% 10/31/2029
300,445.20 299,272.59 1,059.74 299,261.72 11/04/2411/01/24AaaAA+ 300,000.00 91282CLR0 4.18 70,772.73 19,924,408.36 20,326,952.57 2.82 19,939,911.90 20,690,000.00 Security Type Sub-Total Municipal Bond / Note
UNIV OF CALIFORNIA-BG (CALLABLE)
DTD 07/16/2020 0.883% 05/15/2025
123,014.25 125,042.67 49.06 125,452.50 07/16/2007/14/20Aa2AA 125,000.00 91412HGE7 0.81
FLORIDA ST BRD OF ADM
DTD 09/16/2020 1.258% 07/01/2025
78,448.88 80,068.86 419.33 80,565.60 09/16/2009/03/20Aa2AA 80,000.00 341271AD6 1.11
FLORIDA ST BRD OF ADM
DTD 09/16/2020 1.258% 07/01/2025
201,025.26 205,000.00 1,074.54 205,000.00 09/16/2009/03/20Aa2AA 205,000.00 341271AD6 1.26 Account 20240100 Page 7PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
36 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Municipal Bond / Note
1,542.93 402,488.39 410,111.53 1.09 411,018.10 410,000.00 Security Type Sub-Total Federal Agency Commercial Mortgage-Backed Security
FHMS K061 A2
DTD 01/01/2017 3.347% 11/01/2026
253,025.61 254,410.88 722.18 250,953.64 05/24/2305/19/23AaaAA+ 258,923.63 3137BTUM1 4.29 FHMS K064 A2
DTD 05/01/2017 3.224% 03/01/2027
379,886.13 375,776.15 1,047.80 367,879.69 08/18/2308/16/23AaaAA+ 390,000.00 3137BXQY1 4.94 FHMS K065 A2
DTD 07/01/2017 3.243% 04/01/2027
213,915.68 211,814.03 594.55 207,427.34 08/18/2308/16/23AaaAA+ 220,000.00 3137F1G44 4.93 FHMS K066 A2
DTD 08/01/2017 3.117% 06/01/2027
334,051.77 330,053.59 896.14 322,628.91 08/22/2308/17/23AaaAA+ 345,000.00 3137F2LJ3 4.97 FHMS K507 A1
DTD 09/01/2023 4.800% 04/01/2028
346,778.73 340,962.61 1,380.72 339,763.97 09/28/2309/20/23AaaAA+ 345,180.89 3137HAMR4 5.19 FHMS K506 A1
DTD 09/01/2023 4.650% 05/01/2028
188,308.68 185,653.51 727.73 184,992.14 09/14/2309/07/23AaaAA+ 187,800.68 3137HAMG8 5.01 FHMS KJ46 A1
DTD 07/01/2023 4.777% 06/01/2028
297,220.93 297,148.06 1,182.92 297,146.02 07/27/2307/19/23AaaAA+ 297,153.47 3137HAD45 4.78 FHMS K505 A2
DTD 07/01/2023 4.819% 06/01/2028
363,058.56 362,601.04 1,445.70 363,595.68 07/20/2307/13/23AaaAA+ 360,000.00 3137HACX2 4.59 FNA 2023-M6 A2
DTD 07/01/2023 4.190% 07/01/2028
353,501.26 353,880.31 1,251.17 352,254.95 07/31/2307/18/23AaaAA+ 358,329.76 3136BQDE6 4.58 FHMS KJ47 A1
DTD 09/01/2023 5.272% 08/01/2028
200,762.06 198,063.95 870.16 198,063.62 09/28/2309/19/23AaaAA+ 198,064.62 3137HAMN3 5.27 FHMS K506 A2
DTD 09/01/2023 4.650% 08/01/2028
375,969.00 370,685.84 1,453.13 369,452.63 09/14/2309/07/23AaaAA+ 375,000.00 3137HAMH6 4.99 FHMS K508 A2
DTD 10/01/2023 4.740% 08/01/2028
382,514.08 373,394.45 1,501.00 371,664.32 10/19/2310/11/23AaaAA+ 380,000.00 3137HAQ74 5.25 Account 20240100 Page 8PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
37 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Federal Agency Commercial Mortgage-Backed Security
FHMS K509 A2
DTD 10/01/2023 4.850% 09/01/2028
287,543.34 277,597.88 1,151.88 275,913.35 10/31/2310/25/23AaaAA+ 285,000.00 3137HAST4 5.60 FHMS K507 A2
DTD 09/01/2023 4.800% 09/01/2028
372,737.63 366,464.86 1,480.00 365,577.39 09/28/2309/20/23AaaAA+ 370,000.00 3137HAMS2 5.07 FHMS K510 A2
DTD 11/01/2023 5.069% 10/01/2028
147,398.59 144,659.58 612.50 144,580.81 11/21/2311/14/23AaaAA+ 145,000.00 3137HB3D4 5.14 FHMS K511 A2
DTD 12/01/2023 4.860% 10/01/2028
212,296.14 209,506.48 850.50 209,396.67 12/07/2311/28/23AaaAA+ 210,000.00 3137HB3G7 4.93 FHMS K512 A2
DTD 12/01/2023 5.000% 11/01/2028
193,219.93 191,467.13 791.67 191,774.22 12/21/2312/11/23AaaAA+ 190,000.00 3137HBCF9 4.79 FHMS K513 A2
DTD 01/01/2024 4.724% 12/01/2028
216,128.96 216,804.63 846.38 217,147.64 01/18/2401/10/24AaaAA+ 215,000.00 3137HBFY5 4.50 FHMS K514 A2
DTD 02/01/2024 4.572% 12/01/2028
220,178.86 221,866.30 838.20 222,199.78 02/08/2402/01/24AaaAA+ 220,000.00 3137HBLV4 4.34 FHMS K517 A2
DTD 03/01/2024 5.355% 01/01/2029
345,199.08 343,715.82 1,494.94 345,045.31 03/14/2403/05/24AaaAA+ 335,000.00 3137HC2C5 4.67 FHMS K515 A2
DTD 02/01/2024 5.400% 01/01/2029
385,704.75 383,672.05 1,687.50 385,102.50 02/22/2402/14/24AaaAA+ 375,000.00 3137HBPD0 4.79 FHMS K516 A2
DTD 03/01/2024 5.477% 01/01/2029
386,901.38 384,729.29 1,711.56 386,248.88 03/07/2402/29/24AaaAA+ 375,000.00 3137HBPM0 4.79 FHMS K524 A2
DTD 07/01/2024 4.720% 05/01/2029
322,398.72 321,866.91 1,258.67 321,965.12 07/25/2407/16/24AaaAA+ 320,000.00 3137HDV56 4.58 FHMS K522 A2
DTD 06/01/2024 4.803% 05/01/2029
378,299.25 375,000.00 1,500.94 374,998.88 06/13/2406/05/24AaaAA+ 375,000.00 3137HDJJ0 4.80 FHMS K526 A2
DTD 08/01/2024 4.543% 07/01/2029
350,122.15 353,098.92 1,325.04 353,273.90 08/15/2408/07/24AaaAA+ 350,000.00 3137HDXL9 4.33 FHMS K529 A2
DTD 10/01/2024 4.791% 09/01/2029
207,253.77 209,004.72 818.46 209,097.34 10/16/2410/08/24AaaAA+ 205,000.00 3137HH6C0 4.34 Account 20240100 Page 9PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
38 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Federal Agency Commercial Mortgage-Backed Security
FHMS K530 A2
DTD 11/01/2024 4.792% 09/01/2029
404,951.20 402,111.23 1,597.33 402,082.80 11/27/2411/19/24AaaAA+ 400,000.00 3137HHJL6 4.67 31,038.77 8,119,326.24 8,056,010.22 4.82 8,030,227.50 8,085,453.05 Security Type Sub-Total Federal Agency Bond / Note
FANNIE MAE
DTD 11/12/2020 0.500% 11/07/2025
332,801.83 344,768.81 115.00 343,764.90 11/12/2011/09/20AaaAA+ 345,000.00 3135G06G3 0.57
FANNIE MAE
DTD 11/12/2020 0.500% 11/07/2025
409,973.27 424,969.57 141.67 424,838.50 11/24/2011/19/20AaaAA+ 425,000.00 3135G06G3 0.51 256.67 742,775.10 769,738.38 0.54 768,603.40 770,000.00 Security Type Sub-Total Corporate Note
GOLDMAN SACHS GROUP INC (CALLABLE)
DTD 05/22/2015 3.750% 05/22/2025
258,803.74 261,654.03 243.75 289,486.60 02/18/2102/16/21A2BBB+ 260,000.00 38148LAE6 1.02
BRISTOL-MYERS SQUIBB CO (CALLABLE)
DTD 11/13/2020 0.750% 11/13/2025
129,361.46 133,711.47 50.25 132,665.36 06/21/2106/17/21A2A 134,000.00 110122DN5 0.98
BANK OF AMERICA CORP (CALLABLE)
DTD 03/22/2022 3.384% 04/02/2026
278,557.44 280,000.00 1,552.88 280,000.00 03/22/2203/17/22A1A- 280,000.00 06051GKM0 3.38
JPMORGAN CHASE & CO (CALLABLE)
DTD 04/26/2022 4.080% 04/26/2026
338,798.78 340,000.00 1,348.67 340,000.00 04/26/2204/19/22A1A 340,000.00 46647PCZ7 4.08
MICROSOFT CORP (CALLABLE)
DTD 08/08/2016 2.400% 08/08/2026
450,190.22 466,952.72 3,503.00 470,156.85 02/25/2202/23/22AaaAAA 465,000.00 594918BR4 2.14
PACCAR FINANCIAL CORP
DTD 08/10/2023 5.050% 08/10/2026
277,695.83 275,637.93 4,281.98 276,130.25 08/11/2308/09/23A1A+ 275,000.00 69371RS56 4.90
BANK OF AMERICA NA (CALLABLE)
DTD 08/18/2023 5.526% 08/18/2026
304,830.30 298,462.98 4,743.15 297,474.00 10/24/2310/23/23Aa1A+ 300,000.00 06428CAA2 5.85
TARGET CORP (CALLABLE)
DTD 01/24/2022 1.950% 01/15/2027
47,616.80 49,963.74 368.33 49,915.00 01/24/2201/19/22A2A 50,000.00 87612EBM7 1.99 Account 20240100 Page 10PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
39 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Corporate Note
TARGET CORP (CALLABLE)
DTD 01/24/2022 1.950% 01/15/2027
223,798.96 234,938.61 1,731.17 234,856.65 01/31/2201/27/22A2A 235,000.00 87612EBM7 1.96
BANK OF NY MELLON CORP (CALLABLE)
DTD 01/26/2022 2.050% 01/26/2027
362,246.78 380,514.80 2,704.86 381,223.60 01/28/2201/26/22Aa3A 380,000.00 06406RBA4 1.98
ADOBE INC (CALLABLE)
DTD 02/03/2020 2.150% 02/01/2027
382,064.80 383,854.10 2,866.67 369,240.00 12/15/2212/13/22A1A+ 400,000.00 00724PAC3 4.20
IBM CORP (CALLABLE)
DTD 07/27/2022 4.150% 07/27/2027
267,574.59 272,703.00 3,859.50 275,146.20 08/04/2208/02/22A3A- 270,000.00 459200KT7 3.73
HOME DEPOT INC (CALLABLE)
DTD 09/14/2017 2.800% 09/14/2027
374,670.66 376,763.11 2,335.67 368,000.10 01/27/2301/25/23A2A 390,000.00 437076BT8 4.15
BANK OF NY MELLON CORP (CALLABLE)
DTD 02/07/2017 3.442% 02/07/2028
233,641.44 233,748.75 2,615.92 233,169.60 08/07/2408/06/24Aa3A 240,000.00 06406RAB3 4.33
JPMORGAN CHASE & CO (CALLABLE)
DTD 04/22/2024 5.571% 04/22/2028
142,630.04 140,784.44 844.94 140,933.80 06/04/2406/03/24A1A 140,000.00 46647PEE2 5.38
APPLE INC (CALLABLE)
DTD 05/10/2023 4.000% 05/10/2028
556,657.36 560,703.17 1,306.67 561,024.80 05/18/2305/16/23AaaAA+ 560,000.00 037833ET3 3.96
JOHN DEERE CAPITAL CORP
DTD 07/14/2023 4.950% 07/14/2028
127,187.13 124,865.18 2,354.69 124,813.75 07/14/2307/11/23A1A 125,000.00 24422EXB0 4.98
JOHN DEERE CAPITAL CORP
DTD 07/14/2023 4.950% 07/14/2028
152,624.55 151,477.02 2,825.63 152,037.00 07/17/2307/13/23A1A 150,000.00 24422EXB0 4.64
CITIBANK NA (CALLABLE)
DTD 09/29/2023 5.803% 09/29/2028
380,128.52 365,000.00 3,647.83 365,000.00 09/29/2309/26/23Aa3A+ 365,000.00 17325FBB3 5.80
CITIBANK NA (CALLABLE)
DTD 09/29/2023 5.803% 09/29/2028
432,200.92 422,055.71 4,147.53 423,026.10 05/03/2405/01/24Aa3A+ 415,000.00 17325FBB3 5.30
BLACKROCK FUNDING INC (CALLABLE)
DTD 03/14/2024 4.700% 03/14/2029
35,385.18 34,944.94 351.85 34,936.65 03/14/2403/05/24Aa3AA- 35,000.00 09290DAA9 4.74
BLACKROCK FUNDING INC (CALLABLE)
DTD 03/14/2024 4.700% 03/14/2029
280,048.39 275,865.61 2,784.62 275,714.72 04/11/2404/09/24Aa3AA- 277,000.00 09290DAA9 4.81 Account 20240100 Page 11PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
40 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Corporate Note
MASTERCARD INC (CALLABLE)
DTD 05/31/2019 2.950% 06/01/2029
282,185.70 277,491.41 4,425.00 275,595.00 06/27/2406/26/24Aa3A+ 300,000.00 57636QAM6 4.82
PEPSICO INC (CALLABLE)
DTD 07/17/2024 4.500% 07/17/2029
186,314.43 184,733.24 3,098.75 184,713.25 07/17/2407/15/24A1A+ 185,000.00 713448FX1 4.53
TOYOTA MOTOR CREDIT CORP
DTD 08/09/2024 4.550% 08/09/2029
49,965.60 49,904.20 707.78 49,898.50 08/09/2408/06/24A1A+ 50,000.00 89236TMK8 4.60
TOYOTA MOTOR CREDIT CORP
DTD 08/09/2024 4.550% 08/09/2029
114,920.88 114,875.61 1,627.89 114,867.75 08/09/2408/07/24A1A+ 115,000.00 89236TMK8 4.58
TOYOTA MOTOR CREDIT CORP
DTD 08/09/2024 4.550% 08/09/2029
129,910.56 129,495.92 1,840.22 129,465.70 08/09/2408/08/24A1A+ 130,000.00 89236TMK8 4.64
ELI LILLY & CO (CALLABLE)
DTD 08/14/2024 4.200% 08/14/2029
64,423.97 64,865.55 811.42 64,857.65 08/14/2408/12/24A1A+ 65,000.00 532457CQ9 4.25
ELI LILLY & CO (CALLABLE)
DTD 08/14/2024 4.200% 08/14/2029
227,961.74 230,318.13 2,871.17 230,335.80 08/14/2408/13/24A1A+ 230,000.00 532457CQ9 4.17 65,851.79 7,092,396.77 7,116,285.37 4.00 7,124,684.68 7,161,000.00 Security Type Sub-Total Certificate of Deposit
COOPERAT RABOBANK UA/NY
DTD 07/20/2023 5.080% 07/17/2026
366,329.16 360,000.00 6,807.20 360,000.00 07/20/2307/17/23Aa2A+ 360,000.00 21684LGS5 5.08 6,807.20 366,329.16 360,000.00 5.08 360,000.00 360,000.00 Security Type Sub-Total Bank Note
WELLS FARGO BANK NA (CALLABLE)
DTD 08/09/2023 5.450% 08/07/2026
562,551.88 554,567.35 9,578.38 554,239.65 08/22/2308/18/23Aa2A+ 555,000.00 94988J6D4 5.50
MORGAN STANLEY BANK NA (CALLABLE)
DTD 05/30/2024 5.504% 05/26/2028
376,409.51 370,612.61 282.84 370,780.70 05/31/2405/30/24Aa3A+ 370,000.00 61690U8B9 5.45 9,861.22 938,961.39 925,179.96 5.48 925,020.35 925,000.00 Security Type Sub-Total Account 20240100 Page 12PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
41 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Original YTM Accrued Amortized MarketTrade Settle Par
Asset-Backed Security
TAOT 2021-C A3
DTD 09/27/2021 0.430% 01/15/2026
14,241.41 14,315.61 2.74 14,314.77 09/27/2109/21/21AaaAAA 14,315.91 89239BAC5 0.43 HART 2021-C A3
DTD 11/17/2021 0.740% 05/15/2026
9,492.59 9,549.32 3.14 9,547.88 11/17/2111/09/21NRAAA 9,550.01 44935FAD6 0.75 HAROT 2023-3 A3
DTD 08/22/2023 5.410% 02/18/2028
242,448.72 239,964.57 468.87 239,950.51 08/22/2308/15/23NRAAA 240,000.00 43815QAC1 5.42 TAOT 2023-C A3
DTD 08/15/2023 5.160% 04/17/2028
75,561.15 74,987.74 172.00 74,983.04 08/15/2308/08/23NRAAA 75,000.00 89231FAD2 5.17 TAOT 2023-D A3
DTD 11/14/2023 5.540% 08/15/2028
76,176.30 74,993.73 184.67 74,991.92 11/14/2311/07/23NRAAA 75,000.00 89239FAD4 5.54 FITAT 2023-1 A3
DTD 08/23/2023 5.530% 08/15/2028
267,931.70 264,987.77 651.31 264,983.57 08/23/2308/15/23AaaAAA 265,000.00 31680EAD3 5.53 CHAIT 2023-A1 A
DTD 09/15/2023 5.160% 09/15/2028
303,720.30 299,935.09 688.00 299,916.84 09/15/2309/07/23NRAAA 300,000.00 161571HT4 5.17 AMXCA 2023-3 A
DTD 09/19/2023 5.230% 09/15/2028
314,027.21 309,849.04 720.58 309,986.14 09/19/2309/12/23NRAAA 310,000.00 02582JKD1 5.24 HART 2023-C A3
DTD 11/13/2023 5.540% 10/16/2028
106,636.01 104,989.04 258.53 104,986.19 11/13/2311/03/23NRAAA 105,000.00 44918CAD4 5.54 BACCT 2023-A2 A2
DTD 12/14/2023 4.980% 11/15/2028
136,314.23 134,985.49 298.80 134,981.87 12/14/2312/07/23AaaNR 135,000.00 05522RDH8 4.98 GMCAR 2024-1 A3
DTD 01/17/2024 4.850% 12/18/2028
35,206.33 34,994.10 70.73 34,992.96 01/17/2401/09/24AaaNR 35,000.00 36268GAD7 4.85 CHAIT 2024-A1 A
DTD 01/31/2024 4.600% 01/16/2029
331,366.20 329,957.92 674.67 329,949.74 01/31/2401/24/24NRAAA 330,000.00 161571HV9 4.60 4,194.04 1,913,122.15 1,893,509.42 5.12 1,893,585.43 1,893,865.92 Security Type Sub-Total 40,295,318.97 39,453,051.36 3.58 190,325.35 39,857,787.45 39,499,807.56 Managed Account Sub-Total Account 20240100 Page 13PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
42 For the Month Ending November 30, 2024Managed Account Detail of Securities Held CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
$40,295,318.97 $39,453,051.36 $190,325.35 $39,857,787.45 $39,499,807.56 3.58% $39,690,132.91
$190,325.35
Total Investments
Accrued Interest
Securities Sub-Total
Account 20240100 Page 14PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
43 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
U.S. Treasury Bond / Note
(6,547.07) 3,035.07 255,271.59 96.33 RBC Capi 265,000.00 91282CAT8US TREASURY N/B DTD 11/02/2020 0.250% 10/31/2025
4.44 0.90
(1,063.61)(4,082.72) 340,379.78 100.11 HSBC 340,000.00 91282CFW6US TREASURY N/B DTD 11/15/2022 4.500% 11/15/2025
4.44 0.93
(26,914.66)(10,971.20) 797,922.16 96.14 Nomura 830,000.00 91282CAZ4US TREASURY N/B DTD 11/30/2020 0.375% 11/30/2025
4.38 0.98
(7,566.62)(5,078.21) 191,679.60 95.84 HSBC 200,000.00 91282CBC4US TREASURY N/B DTD 12/31/2020 0.375% 12/31/2025
4.35 1.06
(39,803.61)(19,680.17) 1,054,237.80 95.84 JPMorgan 1,100,000.00 91282CBC4US TREASURY N/B DTD 12/31/2020 0.375% 12/31/2025
4.35 1.06
(3,622.53) 10,106.36 210,168.86 95.53 JPMorgan 220,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(19,893.63)(11,991.94) 477,656.50 95.53 BOFAML 500,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(18,773.54) 7,351.70 635,283.15 95.53 Nomura 665,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(23,976.94)(3,655.89) 687,825.36 95.53 Citigrou 720,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(30,631.80)(19,610.55) 735,591.01 95.53 BNPPSA 770,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(35,597.24)(33,633.58) 773,803.53 95.53 Barclays 810,000.00 91282CBH3US TREASURY N/B DTD 02/01/2021 0.375% 01/31/2026
4.37 1.15
(26,633.25)(13,218.66) 672,779.39 95.43 WellsFar 705,000.00 91282CBQ3US TREASURY N/B DTD 03/01/2021 0.500% 02/28/2026
4.31 1.22
(5,242.70)(5,081.84) 99,688.47 94.94 RBC Capi 105,000.00 91282CCF6US TREASURY N/B DTD 06/01/2021 0.750% 05/31/2026
4.27 1.46
(19,971.10) 34,246.81 987,390.56 94.94 Citigrou 1,040,000.00 91282CCF6US TREASURY N/B DTD 06/01/2021 0.750% 05/31/2026
4.27 1.46
(14,655.42) 11,851.89 532,071.23 94.17 RBC Capi 565,000.00 91282CCZ2US TREASURY N/B DTD 09/30/2021 0.875% 09/30/2026
4.22 1.78
(20,658.84)(10,546.97) 720,058.50 96.01 JPMorgan 750,000.00 912828V98US TREASURY N/B DTD 02/15/2017 2.250% 02/15/2027
4.16 2.11
(6,356.13) 5,121.82 201,746.82 91.70 Nomura 220,000.00 912828ZN3US TREASURY N/B DTD 04/30/2020 0.500% 04/30/2027
4.15 2.35
Account 20240100 Page 15PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
44 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
U.S. Treasury Bond / Note
(19,969.85) 4,716.67 1,000,206.90 95.26 HSBC 1,050,000.00 9128282R0US TREASURY N/B DTD 08/15/2017 2.250% 08/15/2027
4.17 2.57
601.01 1,029.27 155,018.14 100.01 BOFAML 155,000.00 91282CFM8US TREASURY N/B DTD 09/30/2022 4.125% 09/30/2027
4.12 2.63
(2,996.04)(5,135.80) 380,148.58 100.04 Nomura 380,000.00 91282CFU0US TREASURY N/B DTD 10/31/2022 4.125% 10/31/2027
4.11 2.71
(8,799.52) 50,420.65 910,538.23 90.15 WellsFar 1,010,000.00 91282CAU5US TREASURY N/B DTD 11/02/2020 0.500% 10/31/2027
4.17 2.84
(5,497.45)(6,289.13) 571,091.73 99.32 Citigrou 575,000.00 91282CFZ9US TREASURY N/B DTD 11/30/2022 3.875% 11/30/2027
4.12 2.80
(6,610.08)(8,429.72) 516,445.28 99.32 WellsFar 520,000.00 91282CGC9US TREASURY N/B DTD 01/03/2023 3.875% 12/31/2027
4.11 2.83
(4,113.64) 4,772.47 202,640.63 90.06 GoldmanS 225,000.00 91282CBJ9US TREASURY N/B DTD 02/01/2021 0.750% 01/31/2028
4.13 3.06
(6,135.86) 12,482.43 346,740.63 90.06 Nomura 385,000.00 91282CBJ9US TREASURY N/B DTD 02/01/2021 0.750% 01/31/2028
4.13 3.06
1,935.22 4,141.48 567,818.04 99.62 TD Secur 570,000.00 91282CGP0US TREASURY N/B DTD 02/28/2023 4.000% 02/29/2028
4.13 2.98
(22,946.02) 12,661.15 1,011,357.63 91.11 BNPPSA 1,110,000.00 91282CBS9US TREASURY N/B DTD 03/31/2021 1.250% 03/31/2028
4.17 3.20
(10,281.26)(9,396.60) 607,818.24 98.04 BOFAML 620,000.00 91282CHA2US TREASURY N/B DTD 05/01/2023 3.500% 04/30/2028
4.12 3.17
6,639.19 6,559.16 362,335.72 102.07 WellsFar 355,000.00 91282CKP5US TREASURY N/B DTD 04/30/2024 4.625% 04/30/2029
4.11 3.95
1,336.60 1,205.25 167,700.56 101.64 JPMorgan 165,000.00 91282CKT7US TREASURY N/B DTD 05/31/2024 4.500% 05/31/2029
4.14 3.96
9,036.99 8,287.89 1,041,776.18 101.64 JPMorgan 1,025,000.00 91282CKT7US TREASURY N/B DTD 05/31/2024 4.500% 05/31/2029
4.14 3.96
888.79 882.94 165,973.17 100.59 Citigrou 165,000.00 91282CKX8US TREASURY N/B DTD 07/01/2024 4.250% 06/30/2029
4.14 4.06
4,570.09 4,760.58 377,211.75 100.59 HSBC 375,000.00 91282CKX8US TREASURY N/B DTD 07/01/2024 4.250% 06/30/2029
4.14 4.06
(430.20)(446.88) 39,831.24 99.58 Citigrou 40,000.00 91282CLC3US TREASURY N/B DTD 07/31/2024 4.000% 07/31/2029
4.10 4.15
Account 20240100 Page 16PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
45 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
U.S. Treasury Bond / Note
(23,875.76)(23,971.62) 1,068,285.02 98.01 Citigrou 1,090,000.00 91282CLK5US TREASURY N/B DTD 09/03/2024 3.625% 08/31/2029
4.09 4.27
(11,547.79)(11,503.72) 487,070.50 97.41 TD Secur 500,000.00 91282CLN9US TREASURY N/B DTD 09/30/2024 3.500% 09/30/2029
4.09 4.36
2,387.45 2,404.59 270,400.68 100.15 TD Secur 270,000.00 91282CLR0US TREASURY N/B DTD 10/31/2024 4.125% 10/31/2029
4.09 4.39
1,172.61 1,183.48 300,445.20 100.15 HSBC 300,000.00 91282CLR0US TREASURY N/B DTD 10/31/2024 4.125% 10/31/2029
4.09 4.39
(15,503.54) 4.22 (402,544.21) 19,924,408.36 20,690,000.00 Security Type Sub-Total 2.41 Municipal Bond / Note
(2,028.42)(2,438.25) 123,014.25 98.41 04/15/25JPMorgan 125,000.00 91412HGE7UNIV OF CALIFORNIA-BG (CALLABLE) DTD 07/16/2020 0.883% 05/15/2025
4.47 0.45
(1,619.98)(2,116.72) 78,448.88 98.06 BOFAML 80,000.00 341271AD6FLORIDA ST BRD OF ADM DTD 09/16/2020 1.258% 07/01/2025
4.70 0.58
(3,974.74)(3,974.74) 201,025.26 98.06 BOFAML 205,000.00 341271AD6FLORIDA ST BRD OF ADM DTD 09/16/2020 1.258% 07/01/2025
4.70 0.58
(8,529.71) 4.63 (7,623.14) 402,488.39 410,000.00 Security Type Sub-Total 0.54 Federal Agency Commercial Mortgage-Backed Security
(1,385.27) 2,071.97 253,025.61 97.72 Citigrou 258,923.63 3137BTUM1FHMS K061 A2 DTD 01/01/2017 3.347% 11/01/2026
4.56 1.78
4,109.98 12,006.44 379,886.13 97.41 MorganSt 390,000.00 3137BXQY1FHMS K064 A2 DTD 05/01/2017 3.224% 03/01/2027
4.47 2.04
2,101.65 6,488.34 213,915.68 97.23 MorganSt 220,000.00 3137F1G44FHMS K065 A2 DTD 07/01/2017 3.243% 04/01/2027
4.49 2.19
3,998.18 11,422.86 334,051.77 96.83 CantorFi 345,000.00 3137F2LJ3FHMS K066 A2 DTD 08/01/2017 3.117% 06/01/2027
4.49 2.29
5,816.12 7,014.76 346,778.73 100.46 BOFAML 345,180.89 3137HAMR4FHMS K507 A1 DTD 09/01/2023 4.800% 04/01/2028
4.60 2.68
2,655.17 3,316.54 188,308.68 100.27 WellsFar 187,800.68 3137HAMG8FHMS K506 A1 DTD 09/01/2023 4.650% 05/01/2028
4.54 2.87
Account 20240100 Page 17PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
46 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
Federal Agency Commercial Mortgage-Backed Security
72.87 74.91 297,220.93 100.02 JPMorgan 297,153.47 3137HAD45FHMS KJ46 A1 DTD 07/01/2023 4.777% 06/01/2028
4.72 2.35
457.52 (537.12) 363,058.56 100.85 JPMorgan 360,000.00 3137HACX2FHMS K505 A2 DTD 07/01/2023 4.819% 06/01/2028
4.54 3.13
(379.05) 1,246.31 353,501.26 98.65 JPMorgan 358,329.76 3136BQDE6FNA 2023-M6 A2 DTD 07/01/2023 4.190% 07/01/2028
4.59 3.26
2,698.11 2,698.44 200,762.06 101.36 JPMorgan 198,064.62 3137HAMN3FHMS KJ47 A1 DTD 09/01/2023 5.272% 08/01/2028
4.71 2.59
5,283.16 6,516.37 375,969.00 100.26 WellsFar 375,000.00 3137HAMH6FHMS K506 A2 DTD 09/01/2023 4.650% 08/01/2028
4.56 3.27
9,119.63 10,849.76 382,514.08 100.66 BMO 380,000.00 3137HAQ74FHMS K508 A2 DTD 10/01/2023 4.740% 08/01/2028
4.53 3.29
9,945.46 11,629.99 287,543.34 100.89 MorganSt 285,000.00 3137HAST4FHMS K509 A2 DTD 10/01/2023 4.850% 09/01/2028
4.58 3.36
6,272.77 7,160.24 372,737.63 100.74 BOFAML 370,000.00 3137HAMS2FHMS K507 A2 DTD 09/01/2023 4.800% 09/01/2028
4.57 3.32
2,739.01 2,817.78 147,398.59 101.65 JPMorgan 145,000.00 3137HB3D4FHMS K510 A2 DTD 11/01/2023 5.069% 10/01/2028
4.58 3.39
2,789.66 2,899.47 212,296.14 101.09 BOFAML 210,000.00 3137HB3G7FHMS K511 A2 DTD 12/01/2023 4.860% 10/01/2028
4.54 3.43
1,752.80 1,445.71 193,219.93 101.69 JPMorgan 190,000.00 3137HBCF9FHMS K512 A2 DTD 12/01/2023 5.000% 11/01/2028
4.51 3.44
(675.67)(1,018.68) 216,128.96 100.53 BMO 215,000.00 3137HBFY5FHMS K513 A2 DTD 01/01/2024 4.724% 12/01/2028
4.58 3.56
(1,687.44)(2,020.92) 220,178.86 100.08 JPMorgan 220,000.00 3137HBLV4FHMS K514 A2 DTD 02/01/2024 4.572% 12/01/2028
4.55 3.52
1,483.26 153.77 345,199.08 103.04 BOFAML 335,000.00 3137HC2C5FHMS K517 A2 DTD 03/01/2024 5.355% 01/01/2029
4.53 3.64
2,032.70 602.25 385,704.75 102.85 WellsFar 375,000.00 3137HBPD0FHMS K515 A2 DTD 02/01/2024 5.400% 01/01/2029
4.60 3.54
2,172.09 652.50 386,901.38 103.17 MorganSt 375,000.00 3137HBPM0FHMS K516 A2 DTD 03/01/2024 5.477% 01/01/2029
4.60 3.58
531.81 433.60 322,398.72 100.75 PIER 320,000.00 3137HDV56FHMS K524 A2 DTD 07/01/2024 4.720% 05/01/2029
4.54 3.92
Account 20240100 Page 18PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
47 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
Federal Agency Commercial Mortgage-Backed Security
3,299.25 3,300.37 378,299.25 100.88 MorganSt 375,000.00 3137HDJJ0FHMS K522 A2 DTD 06/01/2024 4.803% 05/01/2029
4.58 3.82
(2,976.77)(3,151.75) 350,122.15 100.03 BMO 350,000.00 3137HDXL9FHMS K526 A2 DTD 08/01/2024 4.543% 07/01/2029
4.54 4.07
(1,750.95)(1,843.57) 207,253.77 101.10 MorganSt 205,000.00 3137HH6C0FHMS K529 A2 DTD 10/01/2024 4.791% 09/01/2029
4.54 4.17
2,839.97 2,868.40 404,951.20 101.24 JPMorgan 400,000.00 3137HHJL6FHMS K530 A2 DTD 11/01/2024 4.792% 09/01/2029
4.51 4.19
89,098.74 4.56 63,316.02 8,119,326.24 8,085,453.05 Security Type Sub-Total 3.23 Federal Agency Bond / Note
(11,966.98)(10,963.07) 332,801.83 96.46 Barclays 345,000.00 3135G06G3FANNIE MAE DTD 11/12/2020 0.500% 11/07/2025
4.41 0.92
(14,996.30)(14,865.23) 409,973.27 96.46 Nomura 425,000.00 3135G06G3FANNIE MAE DTD 11/12/2020 0.500% 11/07/2025
4.41 0.92
(25,828.30) 4.41 (26,963.28) 742,775.10 770,000.00 Security Type Sub-Total 0.92 Corporate Note
(2,850.29)(30,682.86) 258,803.74 99.54 02/22/25JANE 260,000.00 38148LAE6GOLDMAN SACHS GROUP INC (CALLABLE) DTD 05/22/2015 3.750% 05/22/2025
4.74 0.46
(4,350.01)(3,303.90) 129,361.46 96.54 10/13/25Citigrou 134,000.00 110122DN5BRISTOL-MYERS SQUIBB CO (CALLABLE) DTD 11/13/2020 0.750% 11/13/2025
4.51 0.93
(1,442.56)(1,442.56) 278,557.44 99.48 04/02/25BOFAML 280,000.00 06051GKM0BANK OF AMERICA CORP (CALLABLE) DTD 03/22/2022 3.384% 04/02/2026
5.69 0.33
(1,201.22)(1,201.22) 338,798.78 99.65 04/26/25JPMorgan 340,000.00 46647PCZ7JPMORGAN CHASE & CO (CALLABLE) DTD 04/26/2022 4.080% 04/26/2026
5.66 0.40
(16,762.50)(19,966.63) 450,190.22 96.82 05/08/26Citigrou 465,000.00 594918BR4MICROSOFT CORP (CALLABLE) DTD 08/08/2016 2.400% 08/08/2026
4.38 1.60
2,057.90 1,565.58 277,695.83 100.98 TD Secur 275,000.00 69371RS56PACCAR FINANCIAL CORP DTD 08/10/2023 5.050% 08/10/2026
4.44 1.59
6,367.32 7,356.30 304,830.30 101.61 07/17/26Citigrou 300,000.00 06428CAA2BANK OF AMERICA NA (CALLABLE) DTD 08/18/2023 5.526% 08/18/2026
4.53 1.54
Account 20240100 Page 19PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
48 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
Corporate Note
(2,346.94)(2,298.20) 47,616.80 95.23 12/15/26Citigrou 50,000.00 87612EBM7TARGET CORP (CALLABLE) DTD 01/24/2022 1.950% 01/15/2027
4.32 2.02
(11,139.65)(11,057.69) 223,798.96 95.23 12/15/26Barclays 235,000.00 87612EBM7TARGET CORP (CALLABLE) DTD 01/24/2022 1.950% 01/15/2027
4.32 2.02
(18,268.02)(18,976.82) 362,246.78 95.33 12/24/26JPMorgan 380,000.00 06406RBA4BANK OF NY MELLON CORP (CALLABLE) DTD 01/26/2022 2.050% 01/26/2027
4.35 2.05
(1,789.30) 12,824.80 382,064.80 95.52 12/01/26CSFirstB 400,000.00 00724PAC3ADOBE INC (CALLABLE) DTD 02/03/2020 2.150% 02/01/2027
4.34 2.05
(5,128.41)(7,571.61) 267,574.59 99.10 06/27/27BOFAML 270,000.00 459200KT7IBM CORP (CALLABLE) DTD 07/27/2022 4.150% 07/27/2027
4.56 2.42
(2,092.45) 6,670.56 374,670.66 96.07 06/14/27Citigrou 390,000.00 437076BT8HOME DEPOT INC (CALLABLE) DTD 09/14/2017 2.800% 09/14/2027
4.36 2.58
(107.31) 471.84 233,641.44 97.35 02/07/27Citigrou 240,000.00 06406RAB3BANK OF NY MELLON CORP (CALLABLE) DTD 02/07/2017 3.442% 02/07/2028
5.07 2.05
1,845.60 1,696.24 142,630.04 101.88 04/22/27JANE 140,000.00 46647PEE2JPMORGAN CHASE & CO (CALLABLE) DTD 04/22/2024 5.571% 04/22/2028
4.99 2.22
(4,045.81)(4,367.44) 556,657.36 99.40 04/10/28JPMorgan 560,000.00 037833ET3APPLE INC (CALLABLE) DTD 05/10/2023 4.000% 05/10/2028
4.19 3.14
2,321.95 2,373.38 127,187.13 101.75 Citigrou 125,000.00 24422EXB0JOHN DEERE CAPITAL CORP DTD 07/14/2023 4.950% 07/14/2028
4.47 3.23
1,147.53 587.55 152,624.55 101.75 SGSA 150,000.00 24422EXB0JOHN DEERE CAPITAL CORP DTD 07/14/2023 4.950% 07/14/2028
4.47 3.23
15,128.52 15,128.52 380,128.52 104.14 08/29/28Citigrou 365,000.00 17325FBB3CITIBANK NA (CALLABLE) DTD 09/29/2023 5.803% 09/29/2028
4.61 3.34
10,145.21 9,174.82 432,200.92 104.14 08/29/28Citigrou 415,000.00 17325FBB3CITIBANK NA (CALLABLE) DTD 09/29/2023 5.803% 09/29/2028
4.61 3.34
440.24 448.53 35,385.18 101.10 02/14/29Citigrou 35,000.00 09290DAA9BLACKROCK FUNDING INC (CALLABLE) DTD 03/14/2024 4.700% 03/14/2029
4.41 3.77
4,182.78 4,333.67 280,048.39 101.10 02/14/29GoldmanS 277,000.00 09290DAA9BLACKROCK FUNDING INC (CALLABLE) DTD 03/14/2024 4.700% 03/14/2029
4.41 3.77
4,694.29 6,590.70 282,185.70 94.06 03/01/29Citigrou 300,000.00 57636QAM6MASTERCARD INC (CALLABLE) DTD 05/31/2019 2.950% 06/01/2029
4.46 4.03
1,581.19 1,601.18 186,314.43 100.71 06/17/29Citigrou 185,000.00 713448FX1PEPSICO INC (CALLABLE) DTD 07/17/2024 4.500% 07/17/2029
4.33 4.03
Account 20240100 Page 20PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
49 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
Corporate Note
61.40 67.10 49,965.60 99.93 MIZU 50,000.00 89236TMK8TOYOTA MOTOR CREDIT CORP DTD 08/09/2024 4.550% 08/09/2029
4.62 4.13
45.27 53.13 114,920.88 99.93 MorganSt 115,000.00 89236TMK8TOYOTA MOTOR CREDIT CORP DTD 08/09/2024 4.550% 08/09/2029
4.62 4.13
414.64 444.86 129,910.56 99.93 LoopCapM 130,000.00 89236TMK8TOYOTA MOTOR CREDIT CORP DTD 08/09/2024 4.550% 08/09/2029
4.62 4.13
(441.58)(433.68) 64,423.97 99.11 07/14/29MorganSt 65,000.00 532457CQ9ELI LILLY & CO (CALLABLE) DTD 08/14/2024 4.200% 08/14/2029
4.41 4.13
(2,356.39)(2,374.06) 227,961.74 99.11 07/14/29JPMorgan 230,000.00 532457CQ9ELI LILLY & CO (CALLABLE) DTD 08/14/2024 4.200% 08/14/2029
4.41 4.13
(32,287.91) 4.58 (23,888.60) 7,092,396.77 7,161,000.00 Security Type Sub-Total 2.46 Certificate of Deposit
6,329.16 6,329.16 366,329.16 101.76 RABO UA 360,000.00 21684LGS5COOPERAT RABOBANK UA/NY DTD 07/20/2023 5.080% 07/17/2026
3.91 1.54
6,329.16 3.91 6,329.16 366,329.16 360,000.00 Security Type Sub-Total 1.54 Bank Note
7,984.53 8,312.23 562,551.88 101.36 07/07/26JPMorgan 555,000.00 94988J6D4WELLS FARGO BANK NA (CALLABLE) DTD 08/09/2023 5.450% 08/07/2026
4.60 1.52
5,796.90 5,628.81 376,409.51 101.73 05/26/27MorganSt 370,000.00 61690U8B9MORGAN STANLEY BANK NA (CALLABLE) DTD 05/30/2024 5.504% 05/26/2028
4.95 2.31
13,941.04 4.74 13,781.43 938,961.39 925,000.00 Security Type Sub-Total 1.83 Asset-Backed Security
(74.20)(73.36) 14,241.41 99.48 Barclays 14,315.91 89239BAC5TAOT 2021-C A3 DTD 09/27/2021 0.430% 01/15/2026
4.89 0.12
(56.73)(55.29) 9,492.59 99.40 SMBC 9,550.01 44935FAD6HART 2021-C A3 DTD 11/17/2021 0.740% 05/15/2026
4.85 0.15
2,484.15 2,498.21 242,448.72 101.02 BOFAML 240,000.00 43815QAC1HAROT 2023-3 A3 DTD 08/22/2023 5.410% 02/18/2028
4.55 1.11
Account 20240100 Page 21PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
50 For the Month Ending November 30, 2024Managed Account Fair Market Value & Analytics CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Value On Cost Amort CostCUSIP Broker Date PriceDated Date/Coupon/Maturity Par at Mkt Market Unreal G/L Unreal G/LNext Call MarketSecurity Type/Description YTMEffective Duration
Asset-Backed Security
573.41 578.11 75,561.15 100.75 BNPPSA 75,000.00 89231FAD2TAOT 2023-C A3 DTD 08/15/2023 5.160% 04/17/2028
4.58 1.19
1,182.57 1,184.38 76,176.30 101.57 JPMorgan 75,000.00 89239FAD4TAOT 2023-D A3 DTD 11/14/2023 5.540% 08/15/2028
4.56 1.49
2,943.93 2,948.13 267,931.70 101.11 JPMorgan 265,000.00 31680EAD3FITAT 2023-1 A3 DTD 08/23/2023 5.530% 08/15/2028
4.68 1.20
3,785.21 3,803.46 303,720.30 101.24 JPMorgan 300,000.00 161571HT4CHAIT 2023-A1 A DTD 09/15/2023 5.160% 09/15/2028
4.48 1.68
4,178.17 4,041.07 314,027.21 101.30 Citigrou 310,000.00 02582JKD1AMXCA 2023-3 A DTD 09/19/2023 5.230% 09/15/2028
4.51 1.67
1,646.97 1,649.82 106,636.01 101.56 BNPPSA 105,000.00 44918CAD4HART 2023-C A3 DTD 11/13/2023 5.540% 10/16/2028
4.56 1.48
1,328.74 1,332.36 136,314.23 100.97 BOFAML 135,000.00 05522RDH8BACCT 2023-A2 A2 DTD 12/14/2023 4.980% 11/15/2028
4.50 1.83
212.23 213.37 35,206.33 100.59 Barclays 35,000.00 36268GAD7GMCAR 2024-1 A3 DTD 01/17/2024 4.850% 12/18/2028
4.50 1.49
1,408.28 1,416.46 331,366.20 100.41 JPMorgan 330,000.00 161571HV9CHAIT 2024-A1 A DTD 01/31/2024 4.600% 01/16/2029
4.44 1.98
19,536.72 4.53 19,612.73 1,913,122.15 1,893,865.92 Security Type Sub-Total 1.54 40,295,318.97 39,499,807.56 46,756.20 (357,979.89) 4.39 Managed Account Sub-Total 2.48 Total Investments $39,690,132.91
$190,325.35
$39,499,807.56
Accrued Interest
Securities Sub-Total $40,295,318.97 $46,756.20 ($357,979.89) 4.39% 2.48 Account 20240100 Page 22PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
51 For the Month Ending November 30, 2024Managed Account Security Transactions & Interest CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Transaction Type
Trade CUSIPSecurity DescriptionSettle Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
BUY
11/04/24 US TREASURY N/B
DTD 10/31/2024 4.125% 10/31/2029
91282CLR0 (299,261.72) (136.74) (299,398.46) 300,000.00 11/01/24 11/15/24 US TREASURY N/B
DTD 10/31/2024 4.125% 10/31/2029
91282CLR0 (267,996.09) (461.50) (268,457.59) 270,000.00 11/14/24 11/20/24 TREASURY BILL
DTD 07/30/2024 0.000% 11/26/2024
912797MD6 (404,697.57) 0.00 (404,697.57) 405,000.00 11/19/24 11/27/24 FHMS K530 A2
DTD 11/01/2024 4.792% 09/01/2029
3137HHJL6 (402,082.80) (1,384.36) (403,467.16) 400,000.00 11/19/24 (1,982.60) (1,376,020.78)(1,374,038.18) 1,375,000.00 Transaction Type Sub-Total
INTEREST
11/01/24 MONEY MARKET FUND
DTD 01/01/2010 0.000% --
MONEY0002 0.00 249.66 249.66 11/01/24
11/01/24 MISSISSIPPI ST-A-TXBL
DTD 08/06/2020 0.565% 11/01/2024
605581MZ7 0.00 565.00 565.00 11/01/24
11/25/24 FHMS K512 A2
DTD 12/01/2023 5.000% 11/01/2028
3137HBCF9 0.00 791.67 791.67 11/01/24
11/25/24 FHMS K513 A2
DTD 01/01/2024 4.724% 12/01/2028
3137HBFY5 0.00 846.38 846.38 11/01/24
11/25/24 FHMS K516 A2
DTD 03/01/2024 5.477% 01/01/2029
3137HBPM0 0.00 1,711.56 1,711.56 11/01/24
11/25/24 FHMS K522 A2
DTD 06/01/2024 4.803% 05/01/2029
3137HDJJ0 0.00 1,500.94 1,500.94 11/01/24
11/25/24 FHMS K517 A2
DTD 03/01/2024 5.355% 01/01/2029
3137HC2C5 0.00 1,494.94 1,494.94 11/01/24
11/25/24 FHMS K507 A2
DTD 09/01/2023 4.800% 09/01/2028
3137HAMS2 0.00 1,480.00 1,480.00 11/01/24
11/25/24 FHMS K506 A1
DTD 09/01/2023 4.650% 05/01/2028
3137HAMG8 0.00 728.31 728.31 11/01/24
11/25/24 FHMS KJ47 A1
DTD 09/01/2023 5.272% 08/01/2028
3137HAMN3 0.00 872.00 872.00 11/01/24
11/25/24 FHMS K061 A2
DTD 01/01/2017 3.347% 11/01/2026
3137BTUM1 0.00 723.60 723.60 11/01/24
Account 20240100 Page 23PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
52 For the Month Ending November 30, 2024Managed Account Security Transactions & Interest CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Transaction Type
Trade CUSIPSecurity DescriptionSettle Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
INTEREST
11/25/24 FHMS K506 A2
DTD 09/01/2023 4.650% 08/01/2028
3137HAMH6 0.00 1,453.13 1,453.13 11/01/24
11/25/24 FHMS K509 A2
DTD 10/01/2023 4.850% 09/01/2028
3137HAST4 0.00 1,151.88 1,151.88 11/01/24
11/25/24 FHMS K066 A2
DTD 08/01/2017 3.117% 06/01/2027
3137F2LJ3 0.00 896.14 896.14 11/01/24
11/25/24 FNA 2023-M6 A2
DTD 07/01/2023 4.190% 07/01/2028
3136BQDE6 0.00 1,251.18 1,251.18 11/01/24
11/25/24 FHMS K524 A2
DTD 07/01/2024 4.720% 05/01/2029
3137HDV56 0.00 1,258.67 1,258.67 11/01/24
11/25/24 FHMS K526 A2
DTD 08/01/2024 4.543% 07/01/2029
3137HDXL9 0.00 1,325.04 1,325.04 11/01/24
11/25/24 FHMS K505 A2
DTD 07/01/2023 4.819% 06/01/2028
3137HACX2 0.00 1,445.70 1,445.70 11/01/24
11/25/24 FHMS K510 A2
DTD 11/01/2023 5.069% 10/01/2028
3137HB3D4 0.00 612.50 612.50 11/01/24
11/25/24 FHMS K507 A1
DTD 09/01/2023 4.800% 04/01/2028
3137HAMR4 0.00 1,385.61 1,385.61 11/01/24
11/25/24 FHMS K065 A2
DTD 07/01/2017 3.243% 04/01/2027
3137F1G44 0.00 594.55 594.55 11/01/24
11/25/24 FHMS KJ46 A1
DTD 07/01/2023 4.777% 06/01/2028
3137HAD45 0.00 1,183.69 1,183.69 11/01/24
11/25/24 FHMS K508 A2
DTD 10/01/2023 4.740% 08/01/2028
3137HAQ74 0.00 1,501.00 1,501.00 11/01/24
11/25/24 FHMS K515 A2
DTD 02/01/2024 5.400% 01/01/2029
3137HBPD0 0.00 1,687.50 1,687.50 11/01/24
11/25/24 FHMS K529 A2
DTD 10/01/2024 4.791% 09/01/2029
3137HH6C0 0.00 818.46 818.46 11/01/24
11/25/24 FHMS K064 A2
DTD 05/01/2017 3.224% 03/01/2027
3137BXQY1 0.00 1,047.80 1,047.80 11/01/24
11/25/24 FHMS K514 A2
DTD 02/01/2024 4.572% 12/01/2028
3137HBLV4 0.00 838.20 838.20 11/01/24
11/25/24 FHMS K511 A2
DTD 12/01/2023 4.860% 10/01/2028
3137HB3G7 0.00 850.50 850.50 11/01/24
Account 20240100 Page 24PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
53 For the Month Ending November 30, 2024Managed Account Security Transactions & Interest CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Transaction Type
Trade CUSIPSecurity DescriptionSettle Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
INTEREST
11/07/24 FANNIE MAE
DTD 11/12/2020 0.500% 11/07/2025
3135G06G3 0.00 1,925.00 1,925.00 11/07/24
11/10/24 APPLE INC (CALLABLE)
DTD 05/10/2023 4.000% 05/10/2028
037833ET3 0.00 11,200.00 11,200.00 11/10/24
11/13/24 BRISTOL-MYERS SQUIBB CO
(CALLABLE)
DTD 11/13/2020 0.750% 11/13/2025
110122DN5 0.00 502.50 502.50 11/13/24
11/15/24 HART 2023-C A3
DTD 11/13/2023 5.540% 10/16/2028
44918CAD4 0.00 484.75 484.75 11/15/24
11/15/24 US TREASURY N/B
DTD 11/15/2022 4.500% 11/15/2025
91282CFW6 0.00 7,650.00 7,650.00 11/15/24
11/15/24 TAOT 2021-C A3
DTD 09/27/2021 0.430% 01/15/2026
89239BAC5 0.00 7.01 7.01 11/15/24
11/15/24 TAOT 2023-C A3
DTD 08/15/2023 5.160% 04/17/2028
89231FAD2 0.00 322.50 322.50 11/15/24
11/15/24 AMXCA 2023-3 A
DTD 09/19/2023 5.230% 09/15/2028
02582JKD1 0.00 1,351.08 1,351.08 11/15/24
11/15/24 BACCT 2023-A2 A2
DTD 12/14/2023 4.980% 11/15/2028
05522RDH8 0.00 560.25 560.25 11/15/24
11/15/24 CHAIT 2024-A1 A
DTD 01/31/2024 4.600% 01/16/2029
161571HV9 0.00 1,265.00 1,265.00 11/15/24
11/15/24 FITAT 2023-1 A3
DTD 08/23/2023 5.530% 08/15/2028
31680EAD3 0.00 1,221.21 1,221.21 11/15/24
11/15/24 CARMX 2021-2 A3
DTD 04/21/2021 0.520% 02/17/2026
14314QAC8 0.00 1.75 1.75 11/15/24
11/15/24 UNIV OF CALIFORNIA-BG (CALLABLE)
DTD 07/16/2020 0.883% 05/15/2025
91412HGE7 0.00 551.88 551.88 11/15/24
11/15/24 CHAIT 2023-A1 A
DTD 09/15/2023 5.160% 09/15/2028
161571HT4 0.00 1,290.00 1,290.00 11/15/24
11/15/24 TAOT 2023-D A3
DTD 11/14/2023 5.540% 08/15/2028
89239FAD4 0.00 346.25 346.25 11/15/24
11/15/24 HART 2021-C A3
DTD 11/17/2021 0.740% 05/15/2026
44935FAD6 0.00 7.68 7.68 11/15/24
Account 20240100 Page 25PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
54 For the Month Ending November 30, 2024Managed Account Security Transactions & Interest CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Transaction Type
Trade CUSIPSecurity DescriptionSettle Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
INTEREST
11/15/24 OR ST DEPT TRANSPRTN
DTD 09/17/2020 0.566% 11/15/2024
68607DVA0 0.00 721.65 721.65 11/15/24
11/16/24 GMCAR 2024-1 A3
DTD 01/17/2024 4.850% 12/18/2028
36268GAD7 0.00 141.46 141.46 11/16/24
11/18/24 HAROT 2023-3 A3
DTD 08/22/2023 5.410% 02/18/2028
43815QAC1 0.00 1,082.00 1,082.00 11/18/24
11/22/24 GOLDMAN SACHS GROUP INC
(CALLABLE)
DTD 05/22/2015 3.750% 05/22/2025
38148LAE6 0.00 4,875.00 4,875.00 11/22/24
11/26/24 MORGAN STANLEY BANK NA
(CALLABLE)
DTD 05/30/2024 5.504% 05/26/2028
61690U8B9 0.00 9,956.12 9,956.12 11/26/24
11/30/24 US TREASURY N/B
DTD 05/31/2024 4.500% 05/31/2029
91282CKT7 0.00 26,775.00 26,775.00 11/30/24
11/30/24 US TREASURY N/B
DTD 11/30/2022 3.875% 11/30/2027
91282CFZ9 0.00 11,140.63 11,140.63 11/30/24
11/30/24 US TREASURY N/B
DTD 11/30/2020 0.375% 11/30/2025
91282CAZ4 0.00 1,556.25 1,556.25 11/30/24
11/30/24 US TREASURY N/B
DTD 06/01/2021 0.750% 05/31/2026
91282CCF6 0.00 4,293.75 4,293.75 11/30/24
119,494.33 119,494.33 0.00 Transaction Type Sub-Total
MATURITY
11/01/24 MISSISSIPPI ST-A-TXBL
DTD 08/06/2020 0.565% 11/01/2024
605581MZ7 200,000.00 0.00 200,000.00 0.00 0.00 200,000.00 11/01/24 11/15/24 OR ST DEPT TRANSPRTN
DTD 09/17/2020 0.566% 11/15/2024
68607DVA0 255,000.00 0.00 255,000.00 0.00 0.00 255,000.00 11/15/24 11/26/24 TREASURY BILL
DTD 07/30/2024 0.000% 11/26/2024
912797MD6 405,000.00 0.00 405,000.00 302.43 0.00 405,000.00 11/26/24
0.00 0.00 302.43 860,000.00 860,000.00 860,000.00 Transaction Type Sub-Total
PAYDOWNS
Account 20240100 Page 26PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
55 For the Month Ending November 30, 2024Managed Account Security Transactions & Interest CITY OF EASTVALE - INVESTMENT PORTFOLIO - 20240100
Transaction Type
Trade CUSIPSecurity DescriptionSettle Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
PAYDOWNS
11/25/24 FHMS KJ47 A1
DTD 09/01/2023 5.272% 08/01/2028
3137HAMN3 417.82 0.00 417.82 0.00 0.00 417.82 11/01/24 11/25/24 FNA 2023-M6 A2
DTD 07/01/2023 4.190% 07/01/2028
3136BQDE6 2.03 0.00 2.03 0.03 0.03 2.03 11/01/24
11/25/24 FHMS K507 A1
DTD 09/01/2023 4.800% 04/01/2028
3137HAMR4 1,221.25 0.00 1,221.25 19.16 15.26 1,221.25 11/01/24 11/25/24 FHMS KJ46 A1
DTD 07/01/2023 4.777% 06/01/2028
3137HAD45 193.18 0.00 193.18 0.01 0.01 193.18 11/01/24 11/25/24 FHMS K061 A2
DTD 01/01/2017 3.347% 11/01/2026
3137BTUM1 508.37 0.00 508.37 15.64 9.23 508.37 11/01/24 11/25/24 FHMS K506 A1
DTD 09/01/2023 4.650% 05/01/2028
3137HAMG8 150.87 0.00 150.87 2.25 1.76 150.87 11/01/24 11/15/24 TAOT 2021-C A3
DTD 09/27/2021 0.430% 01/15/2026
89239BAC5 5,234.73 0.00 5,234.73 0.42 0.11 5,234.73 11/15/24 11/15/24 CARMX 2021-2 A3
DTD 04/21/2021 0.520% 02/17/2026
14314QAC8 4,028.20 0.00 4,028.20 0.87 0.23 4,028.20 11/15/24 11/15/24 HART 2021-C A3
DTD 11/17/2021 0.740% 05/15/2026
44935FAD6 2,898.20 0.00 2,898.20 0.64 0.21 2,898.20 11/15/24
0.00 26.84 39.02 14,654.65 14,654.65 14,654.65 Transaction Type Sub-Total SELL
11/20/24 US TREASURY N/B
DTD 11/02/2020 0.250% 10/31/2025
91282CAT8 9,619.92 1.38 9,621.30 101.56 (256.08) FIFO 10,000.00 11/19/24 11/20/24 US TREASURY N/B
DTD 11/02/2020 0.250% 10/31/2025
91282CAT8 375,176.96 53.87 375,230.83 (6,566.01) (12,906.03) FIFO 390,000.00 11/19/24
55.25 (13,162.11)(6,464.45) 384,852.13 384,796.88 400,000.00 Transaction Type Sub-Total (114,586.65) 117,566.98 2,980.33 (6,123.00) (13,135.27)Managed Account Sub-Total Total Security Transactions ($6,123.00)$2,980.33 $117,566.98 ($114,586.65) ($13,135.27) Account 20240100 Page 27PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.
56 AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.3
January
8, 2025
City of Eastvale Crime Statistics – November 2024
Prepared By:
Johnny Terfehr, Community Safety Director
Recommended Action(s)
Staff recommends that the City Council receive and file the Eastvale Crime Sta s
cs for November
2024.
Summary
The City Council requested staff to collaborate with the Riverside County Sheriff’s Department to develop a crime sta
s
cs document that would reflect selected Part I and Part II crime data for the City of Eastvale. Intended to show month-to-month crime sta s
cs, the document will assist in
determining appropriate staffing levels for law enforcement services.
Background
In May 2017, City Council directed staff to coordinate with the Riverside County Sheriff’s Department to request and obtain monthly crime sta
s
cs for the City of Eastvale. The primary
intent of the request was to determine appropriate staffing levels during the City’s contract nego
a
ons with the Sheriff’s Department. Over several weeks, the city manager and staff worked collabora
vely with Riverside County Sheriff’s Department administra on and management to
obtain crime statistics that could be shared with the public on a regular basis.
Upon receiving the data, the Riverside County Sheriff’s Department advised staff that the data provided would be reflec
ve of the previous month, or thirty days behind the current month; and that the report would need to include a disclaimer iden fying the data as preliminary and raw. At
the July 26, 2017 mee
ng, City Council recommended that staff add columns reflec ve of felony and
misdemeanor arrests. During the September 26, 2017 mee
ng, City Council recommended staff add 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
57 traffic viola
ons/cita
ons data and the total calls for service broken down per month. Crime sta
s
cs that were released in the
me that passed since the last mee
ng of the City Council are
attached.
Environmental
Crime sta
s
cs are not a project pursuant to the California Environmental Quality Act (CEQA) and no environmental review is required.
Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
Not applicable.
Fiscal Impact
Not applicable.
Prior City Council/Commission Action
On July 25, 2017, the Public Safety Commission approved the receival of a monthly crime sta s
cs
report.
On July 26, 2017, the City Council approved the receival of a monthly crime sta s
cs report and
requested columns reflective of felony and misdemeanor arrests.
On September 26, 2017, the City Council recommended that the report include traffic viola ons and
citations data.
Attachment(s)
Attachment - Eastvale Crime Statistics Report November 2024
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
58 PART I CRIMES SEP 2023 SEP 2024 OCT 2023 OCT 2024 NOV 2023 NOV 2024 YTD-2023 YTD-2024 Homicide 0 0 0 0 0 0 0 0
Arson 0 0 0 0 0 0 3 1
Aggravated Assault 10 23 22 8 11 8 150 149
Burglary 18 9 12 8 10 10 141 108
Larceny Theft 88 85 104 91 122 80 933 919
Rape 1 0 0 0 1 1 11 13
Robbery 3 1 3 1 5 1 30 24
Vehicle Theft 24 9 19 10 9 9 197 110
Total Part I Crimes 144 127 160 118 158 109 1,465 1,324 PART I CRIME SEP 2023 SEP 2024 OCT 2023 OCT 2024 NOV 2023 NOV 2024 YTD-2023 YTD-2024 Homicide 0 0 0 0 0 0 0 0
Rape 1 0 0 0 1 1 11 13
Robbery 3 1 3 1 5 1 30 24
Aggravated Assault 10 23 22 8 11 8 150 149
Arson 0 0 0 0 0 0 3 1
Total Violent Crimes 14 24 25 9 17 10 194 187
PROPERTY CRIMES SEP 2023 SEP 2024 OCT 2023 OCT 2024 NOV 2023 NOV 2024 YTD-2023 YTD-2024 Burglary 18 9 12 8 10 10 141 108
Vehicle Theft 24 9 19 10 9 9 197 110
Larceny Theft 88 85 104 91 122 80 933 919
Mail Theft 2 4 2 4 11 8 59 68
Total Property Crimes 132 107 137 113 152 107 1,330 1205 SEP 2023 SEP 2024 OCT 2023 OCT 2024 NOV 2023 NOV 2024 YTD-2023 YTD-2024 2,247 2,147 2,227 2,452 2,164 1,948 25,867 25,143
CHARGE LEVEL SEP 2023 SEP 2024 OCT 2023 OCT 2024 NOV 2023 NOV 2024 YTD-2023 YTD-2024 Felony Arrests 16 12 13 5 13 10 206 128
Misdemeanor Arrests 17 30 19 36 22 32 352 340
Total Arrests 33 42 32 41 35 42 558 468
TOTAL ARRESTS
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered.
CITY OF EASTVALE
Crime Data & Statistics
90-Day / Year-Over-Year
TOTAL PART I CRIMES | 90-Day / Year-Over-Year
TOTAL VIOLENT CRIMES | 90-Day / Year-Over-Year
TOTAL PROPERTY CRIMES | 90-Day / Year-Over-Year
CALLS FOR SERVICE 90-Day / Year-Over-Year
PART I CRIMES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Homicide 0 0 0 0 0 0 0 0 0 0 0 0
Arson 1 0 0 0 0 0 0 0 0 0 0 1
Aggravated Assault 17 21 20 18 5 7 14 8 23 8 8 149
Burglary 9 11 13 7 6 11 14 10 9 8 10 108
Larceny Theft 67 105 92 80 56 101 79 83 85 91 80 919
Rape 3 0 2 0 1 4 1 1 0 0 1 13
Robbery 0 5 3 3 2 1 3 4 1 1 1 24
Vehicle Theft 10 9 12 12 11 11 7 10 9 10 9 110
Total Crime 107 151 142 120 81 135 118 116 127 118 109 1,324
PART I CRIME JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Homicide 0 0 0 0 0 0 0 0 0 0 0 0
Rape 3 0 2 0 1 4 1 1 0 0 1 13
Robbery 0 5 3 3 2 1 3 4 1 1 1 24
Aggravated Assault 17 21 20 18 5 7 14 8 23 8 8 149
Arson 1 0 0 0 0 0 0 0 0 0 0 1
Total Crime 21 26 25 21 8 12 18 13 24 9 10 187
PROPERTY CRIMES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Burglary 9 11 13 7 6 11 14 10 9 8 10 108
Vehicle Theft 10 9 12 12 11 11 7 10 9 10 9 110
Larceny Theft 67 105 92 80 56 101 79 83 85 91 80 919
Mail Theft 7 11 14 15 8 6 0 7 4 4 5 81
Total Crime 93 136 131 114 81 129 100 110 107 113 104 1,218
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD
2,231 2,041 2,384 2,401 2,564 2,375 2,180 2,420 2,147 2,452 1,948 25,143
CHARGE LEVEL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Felony Arrests 15 11 12 10 16 4 21 12 12 5 10 128
Misdemeanor 38 22 29 22 45 29 27 30 30 36 32 340
Total Arrests 53 33 41 32 61 33 48 42 42 41 42 468
CITY OF EASTVALE
Crime Data & Statistics
CY-2024
TOTAL ARRESTS
TOTAL VIOLENT CRIMES
TOTAL PART I CRIMES
TOTAL PROPERTY CRIMES
CALLS FOR SERVICE
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered.
TRAFFIC COLLISIONS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD T/C – No Injury 34 35 48 47 29 23 30 52 50 53 49 450
T/C – w/ Injury 8 5 6 8 14 10 7 3 5 10 9 85
T/C – Fatality 0 0 0 0 0 0 1 0 0 1 0 2 Hit & Run – No Injury 5 6 7 5 6 8 7 8 9 14 8 83
Hit & Run – w/ Injury 0 0 1 0 1 2 1 2 1 0 0 8
Total Collisions 47 46 62 60 50 43 46 65 65 78 66 628
TRAFFIC CITATIONS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Parking 144 154 232 151 118 201 138 166 108 121 115 1,648 Traffic / Moving 417 279 299 305 502 302 189 187 313 424 141 3,358 Commercial 101 159 215 276 143 204 179 284 193 218 93 2,065 Total Citations 662 592 746 732 763 707 506 637 614 763 349 7,071
TRAFFIC INCIDENTS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD DUI (Arrests/Cites) 3 5 4 7 9 5 4 10 6 5 7 65
Street Racing (VC 23103) 10 12 16 20 17 13 14 23 23 19 22 189
CITY OF EASTVALE
Traffic Enforcement Statistics
CY-2024
TOTAL TRAFFIC COLLISIONS
TOTAL TRAFFIC CITATIONS
TRAFFIC ENFORCEMENT ACTIVITY
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered.
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.4
January
8, 2025
Ac(ons rela(ng to the organiza(on of the Eastvale Parking Authority
Prepared By:
Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the
Board of Directors of the Eastvale Parking Authority (the “Parking Authority”) approve the a'ached Resolu)on approving, authorizing and direc)ng the following actions:
1 .
Approve Bylaws of the Parking Authority.
2 .
Authorize the Execu)ve Director to execute an Opera)ons Agreement, substan)ally in the form submitted herewith, by and between the City of Eastvale and the Parking Authority. 3 .
Confirm the City Council as the Parking Authority governing board and the City execu)ve staff members to serve as execu)ve staff of the Parking Authority and other ma'ers as provided in the Bylaws of the Parking Authority submitted herewith. 4 .
Adopt the City’s current Personnel Rules and Regula)ons and Conflicts of Interest Code as the Parking Authority’s Personnel Rules and Regulations and Conflicts of Interest Code.
Summary
The City intends to issue bonds in 2025 to finance certain costs of constructing a new City Hall, Police Station, Library; and additional parks and open spaces (collectively, the “Project”).
A?er consulta)on with Stradling Yocca Carlson & Rauth LLP, the City’s bond counsel (“Stradling”), and Urban Futures, Inc., the City’s municipal advisor (“Urban Futures”), staff believes that bonds issued through a joint exercise of powers authority are likely to provide the City with the lowest 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
62 costs of borrowing.
Background
Each joint exercise of powers authority must be comprised of two or more public agencies. On December 11, 2024, the City Council adopted a Resolu)on declaring a need for a Parking Authority to func)on in the City, therefor forming the Parking Authority under Streets & Highways Code Sec)on 32500 et seq. (the “Parking Law”). The Parking Authority has the power to serve as a partner agency with the City to form a new joint exercise of powers authority for the purpose of issuing the Proposed Bonds and, poten)ally facilitate the financing of other public capital improvements in the City from time to time.
Now that the Parking Authority has been established, staff recommends that the City Council adopt a Resolu)on to provide for the opera)on and administra)on of the Parking Authority as a separate legal entity from the City. Specifically, the proposed Resolution does the following:
1 .
Designating Officers;
2 .
Adopting Personnel Rules and Regulations;
3 .
Adopting Conflict of Interest Code;
4 .
Providing For Regular Meetings;
5 .
Adopting Bylaws; and
6 .
Approving an Operations Agreement with the City
Environmental
The forma)on of the Parking Authority is not a “Project” under the California Environmental Quality Act (CEQA) as this action will not cause any significant impact on the environment.
Strategic Plan Action - Priority Level: 1
| Target #: C
| Goal #: A
Conduct financial planning for newly proposed infrastructure Construct a Police Substation building
Forming a Parking Authority and related Joint Powers Authority is directly related to the development of the city's Civic Center project, as the project will require lease-revenue bond financing. This type of financing can only be acquired through a Joint Powers Authority.
Fiscal Impact
There is no significant impact to the City’s general fund associated with the proposed forma)on of the Parking Authority. Opera)ng expenses are an)cipated to be nominal and staffing for the Parking Authority would be provided from existing resources of City staff.
Prior City Council/Commission Action
City staff has been working diligently to prepare for the Civic Center project. Over 20 staff reports for City Council considera)on have been presented since the incep)on of the project, da)ng back to July 28, 2021 when the first contract was awarded to Griffin Structures for construc)on management services. Staff reports have included ac)on on awarding design and engineering services, financial services and legal agreements, and a myriad of updates on the projects including design and schedules. The Parking Authority was formed at the previous City Council mee)ng on 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
63 December 11, 2024.
Attachment(s)
A'achment 1 - Resolu)on: Eastvale Parking Authority Officer Designa)on, Personnel Rules, Conflict of Interest, Annual Meeting, and Bylaws
Attachment 2 - Eastvale Parking Authority Bylaws
Attachment 3 - Operations Agreement between City of Eastvale and Eastvale Parking Authority
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
64 A-1
4869-6464-2536v5/201004-0003
RESOLUTION NO. 25-XX
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE EASTVALE PARKING
AUTHORITY DESIGNATING OFFICERS, ADOPTING PERSONNEL RULES AND
REGULATIONS AND A CONFLICT OF INTEREST CODE, PROVIDING FOR AN
ANNUAL MEETING AND ADOPTING BYLAWS
WHEREAS, on December 11, 2024, the City Council of the City of Eastvale (the “City”) adopted a resolution declaring that there is a need for a parking authority to function in the City and that the members of the City Council are the members of the Board of Directors of the Eastvale Parking Authority (the “Parking Authority”) so formed, all pursuant to California Streets & Highways Code Section 32500 et seq. (the “Law”); and WHEREAS, the legal name of the Parking Authority shall be the “Eastvale Parking Authority, a public body corporate and politic”; and
WHEREAS, Section 32801 of the Law provides that the Parking Authority may select and appoint such officers, agents, counsel, and employees as the Parking Authority requires; and WHEREAS, Section 32801 of the Law further provides that the Parking Authority may make bylaws and regulations applicable to the Parking Authority to carry into effect the Law; and
WHEREAS, Section 32657.5 of the Law provides that the members of the Parking Authority shall hold meetings at such times as they shall determine; and WHEREAS, The Parking Authority has caused to be prepared bylaws that are to be the rules and regulations establishing a framework for its operation, administration, meetings and management; and
WHEREAS, the Parking Authority desires to approve its bylaws; and WHEREAS, the Parking Authority has considered such bylaws at an open public meeting and provided the public an opportunity to comment on such agenda item and now desires to approve the bylaws in order to carry out the orderly conduct of business of the Parking Authority;
NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE EASTVALE PARKING AUTHORITY DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The foregoing recitals are true and correct.
SECTION 2. In accordance with the bylaws of the Parking Authority, and pursuant to Section 32801, the Parking Authority, subject to the concurrence of the City Council, designates the following City officials to serve as Parking Authority officers on an ex officio basis:
65 4869-6464-2536v5/201004-0003
City Position Parking Authority Position
Mayor Chair
Mayor Pro-Tem Vice Chair
City Manager Executive Director
Finance Director/City Treasurer Treasurer
City Attorney General Counsel
City Clerk Secretary
SECTION 3. Pursuant to Section 32801 of the Law, the Board of Directors of the Parking Authority hereby adopts by reference the personnel system of the City, as it exists as of the date of this Resolution and as it may be amended from time to time, as the personnel rules and regulations applying to all employees of the Parking Authority.
SECTION 4. Pursuant to Section 32801 and Section 87300 of the Government Code of the Law, the members of the Parking Authority hereby adopt by reference the Conflict of Interest Code of the City, as such code exists as of the date hereof and as it may be amended from time to time, as the procedures affecting conflicts of interest involving the Parking Authority.
SECTION 5. The “Bylaws of the Eastvale Parking Authority” submitted concurrently herewith are hereby adopted and approved as the official bylaws of the Parking Authority.
SECTION 6. The Parking Authority shall hold not less than one regular meeting per year, which meeting shall be held concurrently with the first regular meeting of each calendar year of the City Council of the City at the City Council Chambers located at 12363 Limonite Ave., Suite 910, Eastvale, California 91752, or at such other place or time as may be designated by the Parking Authority by resolution.
SECTION 7. The Chair and Executive Director of the Parking Authority are hereby authorized and directed to enter into an agreement with the City for the operation of the Parking Authority by the City, through its staff, and providing for the City to provide various other operational and administrative functions for the Parking Authority, in substantially the form submitted concurrently herewith.
SECTION 8. This Resolution shall be effective upon its adoption.
PASSED, APPROVED, AND ADOPTED this 8th day of January, 2025. ____________________________________
Mike McMinn
Chair
66 4869-6464-2536v5/201004-0003
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, Secretary of the Eastvale Parking Authority, do hereby certify that the foregoing Resolution No. 25-XX, was duly adopted by the Board of Directors of the Eastvale Parking Authority, California, at a meeting held on the 8th day of January, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
Marc A. Donohue, MMC
Secretary
67 4877-8974-0520v4/201004-0003
BYLAWS
OF THE
EASTVALE PARKING AUTHORITY
68 1
4877-8974-0520v4/201004-0003
Section 1. Name. The Parking Authority has been formed pursuant to the California Parking Law of 1949 (Streets and Highways Code Section 32500 et seq .) (the “Law”). The Parking Authority’s official name shall be the “Eastvale Parking Authority, a public body corporate and politic” (herein referred to as the “Parking Authority”). The Parking Authority was formed by City Council Resolution No. 24-69 adopted on December 11, 2024 pursuant to the Law, and on January 8, 2025 by Resolution No. 25-___, the Parking Authority approved certain initial administrative matters, including the adoption of these bylaws.
Section 2. Board Members . The Parking Authority shall be administered by a governing board whose members shall be the members of the City Council of the City of Eastvale (the “City Council”), which governing board shall be referred to as the “Board of Directors of the Parking Authority” or the “Parking Authority Board.” The term of office as a member of the Parking Authority Board shall terminate when such member of the Parking Authority Board shall cease to be a member of the City Council; and the appointed or elected successor, as applicable thereto, to such member of the City Council shall become a member of the Parking Authority Board. The Parking Authority Board shall be chaired by a “Chair.” The Chair shall be the Mayor of the City of Eastvale. The Chair shall preside at all meetings of the Parking Authority.
Section 3. Office. The business office of the Parking Authority shall be at the administrative offices of the City of Eastvale (the “City”), currently Eastvale City Hall, 12363 Limonite Ave., Suite 910, Eastvale, California 91752, or at such other place as may be designated by the Parking Authority Board.
Section 4. Compensation. Members may receive their actual and necessary expenses, including traveling expenses incurred in the discharge of their duties, but only when authorized by the Parking Authority Board and if there are unencumbered funds available for such purpose in compliance with and pursuant to applicable laws and regulations.
Section 5. Officers. The Officers of the Parking Authority shall be the Chair, Vice Chair, Executive Director, Treasurer and Secretary. The City Attorney of the City shall be the Parking Authority’s General Counsel unless otherwise noted in Section 8.
Section 6. Executive Director . The Executive Director of the Parking Authority shall be the City Manager of the City or such other person as may be appointed by the Parking 69 2
4877-8974-0520v4/201004-0003
Authority Board. The term of office shall be from the date of his or her appointment through the date that such person no longer serves as City Manager of the City or has his or her appointment rescinded by the Parking Authority Board. The Executive Director shall submit such information and recommendations to the Parking Authority Board as he or she may consider proper concerning the business, policies and affairs of the Parking Authority. The Executive Director also serves as the chief executive officer of the Parking Authority and shall be responsible for execution and supervision of the affairs of the Parking Authority. Except as otherwise authorized by resolution of the Parking Authority Board, the Executive Director or the Executive Director’s designee shall sign all contracts, deeds and other instruments executed by the Parking Authority.
Section 7. Secretary. The Secretary shall be the City Clerk of the City or such other person as may be appointed by the Parking Authority Board. The Secretary shall keep the records of the Parking Authority, shall act as Secretary at the meetings of the Parking Authority and record all votes, and shall keep a record of the proceedings of the Parking Authority in a journal of proceedings to be kept for such purpose, and shall perform all duties incident to the office. Any Assistant City Clerk of the City shall be an Assistant Secretary of the Parking Authority.
Section 8. General Counsel . The Parking Authority’s General Counsel shall be appointed by the Parking Authority Board and shall serve at the pleasure of the Parking Authority. The initial General Counsel is the City Attorney of the City. The General Counsel shall be responsible for the preparation of all proposed resolutions, laws, rules, contracts, bonds and other legal papers for the Parking Authority. The General Counsel shall give advice or opinions in writing to the Chair, Executive Director or other Parking Authority officers when and if requested to do so. The General Counsel, as directed by the Parking Authority, shall attend to all lawsuits or other matters to which the Parking Authority is a party or in which the Parking Authority may be legally interested and do such other things pertaining to the General Counsel’s office as the Parking Authority may request; provided however, where the City Attorney is not currently serving in the capacity of General Counsel, the Parking Authority may also direct the City Attorney to attend to all lawsuits or other matters to which the Parking Authority is a party or in which the Parking Authority may be legally interested, as elected by the Parking Authority.
Section 9. Treasurer. The Treasurer of the Parking Authority shall be the Finance Director of the City/City Treasurer or such other person as may be appointed by the Parking 70 3
4877-8974-0520v4/201004-0003
Authority Board. The Treasurer shall have the care and custody of all funds of the Parking Authority and shall be authorized to cause the deposit of such funds in the name of the Parking Authority in such bank, banks, or other financial institutions, including without limitation the State of California Treasurer, Local Agency Investment Fund, as the Parking Authority may select and pursuant to an investment policy considered and approved by the Parking Authority. The Treasurer shall keep regular books of account showing receipts and expenditures and shall render to the Parking Authority at each regular meeting, or more often when requested, an account of transactions and the financial conditions of the Parking Authority.
Section 10. Appointment of Officers . The initial appointment of officers occurred pursuant to Parking Authority Resolution No. 24-____ on December 11, 2024 and the new appointment or reappointment of officers shall be the first order of business at the first meeting of the Parking Authority, regular or special, held in each calendar year.
Section 11. Authority to Bind Parking Authority; City Council Policies Apply to Parking Authority. No member, officer, agent or employee of the Parking Authority, without prior specific or general authority by a vote of the Parking Authority Board, shall have any power or authority to bind the Parking Authority by any contract, to pledge its credit, or to render it liable for any purpose in any amount; provided however, that the Parking Authority may authorize the Executive Director to enter into a contract or contracts as authorized in and consistent with the City’s policies, which shall Council policies shall be deemed to apply to the Parking Authority under these bylaws (the “Council Policies”).
Section 12. Appointment of Employees and Agents . The Parking Authority may from time to time request from the City the services of such personnel, counsel or agents, permanent or temporary, as may be necessary to carry out the business and affairs of the Parking Authority. The Parking Authority Board may in addition employ temporary professional and technical personnel on such terms and at such rates of compensation as the Parking Authority may determine, subject to all applicable laws, and provided that adequate sources of funds are identified for the payment of such temporary professional and technical services and subject to the applicable Council Policies.
Section 13. Regular Meetings . Regular meetings shall be held in the Council Chambers at City Hall or at such other place as the Chair may designate, on dates and at a time as fixed by Resolution of the Parking Authority, which as of the date hereof are generally 71 4
4877-8974-0520v4/201004-0003
concurrent with meetings of the City Council; provided that any such regular meeting may be suspended or cancelled if there is no business to attend to. If at any time any regular meeting falls on a legal holiday, such regular meeting shall be held on the next business day at the same time unless otherwise scheduled by the Parking Authority and consistent with meeting dates of the City Council. Pursuant to and in compliance with the Ralph M. Brown Act, Government Code Section 54950, et seq. (the “Brown Act”), at least 72 hours before a regular meeting, an agenda containing a brief general description of each item of business to be transacted or discussed shall be posted at a location freely accessible to members of the public; further, such agenda shall specify the time and location of the regular meeting. No action shall be taken on any item not appearing on the posted agenda except as permitted by the Brown Act or other applicable laws and regulations.
Section 14. Special Meetings . Subject to and pursuant to the provisions of the Brown Act, a special meeting may be called at any time by the Chair or upon the request of two of the members of the Parking Authority Board by delivering written notice to each member of the Parking Authority Board and to each person or entity that is entitled by law to receive such notices. Notices to the Parking Authority Board shall be sufficient if delivered to the Secretary.
Notices to other persons or entities that are entitled by law to receive notices must be delivered personally or by mail and must be received at least 24 hours before the time of such special meeting as specified in the notice. The call and notice shall specify the time and place of the special meeting and the business to be transacted and shall be posted at least 24 hours prior to the special meeting in a location that is freely accessible to members of the public. No other business shall be considered at such meetings by the Parking Authority Board. Such written notice may be dispensed with as to any member who at or prior to the time the meeting convenes files with the Secretary a written waiver of notice. Such waiver may be given electronically. Such written notice may also be dispensed with as to any member who is actually present at the time it convenes.
Section 15. Closed Sessions. Nothing contained in these bylaws shall be construed to prevent the Parking Authority Board from holding closed sessions during a regular or special meeting concerning any matter permitted by law to be considered in a closed session subject to and pursuant to the provisions of the Brown Act.
Section 16. Public Hearings. All public hearings held by the Parking Authority Board shall be held during regular or special meetings of the Parking Authority Board. 72 5
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Section 17. Adjourning Meetings and Continuing Public Hearings to Other Times or Places. The Parking Authority Board may adjourn any meeting to a time and place specified in the order of adjournment. Less than a quorum may so adjourn from time to time. If all members are absent from any regular meeting or adjourned regular meeting, the Secretary may declare the meeting adjourned to a stated time and place and shall cause a written notice of the adjournment to be given in the same manner as provided for special meetings unless such notice is waived as provided for special meetings. A copy of the order or notice of adjournment shall be conspicuously posted on or near the door of the place where the meeting was held within 24 hours after the time of the adjournment. When a regular or adjourned regular meeting is adjourned as provided in this section, the resulting adjourned regular meeting is a regular meeting for all purposes. When an order of adjournment of any meeting fails to state the hour at which the adjourned meeting is to be held, it shall be held at the hour specified for regular meetings.
Any public hearing being held, or any hearing noticed or ordered to be held at any meeting may by order or notice of continuance be continued or recontinued to any subsequent meeting in the same manner and to the same extent set forth herein for the adjournment of the meetings; provided, that if the hearing is continued to a time less than 24 hours after the time specified in the order or notice of hearing a copy of the order or notice of continuance shall be posted immediately following the meeting at which the order or declaration of continuance was adopted or made.
Section 18. Meetings to be Open and Public . All meetings of Parking Authority members to take action or to deliberate concerning Parking Authority business and its conduct shall be open and public and are subject to and shall be held in compliance with the Brown Act.
All persons shall be permitted to attend any such meetings except as otherwise provided as permitted by law, these bylaws, and Council Policies.
Section 19. Quorum. A majority of the members of the Parking Authority Board shall constitute a quorum for the purpose of conducting its business and exercising its powers and for all other official purposes, except that less than a quorum may adjourn from time to time until a quorum is obtained.
73 6
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Section 20. Order of Business. At the regular meeting of the Parking Authority, the general order of business shall be consistent with the Council Policies and may be conducted concurrently with the business of the City. As of the date hereof the order is a follows:
1. Call To Order
2. Roll Call
3. Closed Session Public Comment
4. Closed Session Item(S)
5. Invocation
6. Pledge of Allegiance
7. Additions/Revisions
8. Presentations/Announcements
9. Agency Partner Updates
10. Public Comments
11. Consent Calendar
12. Public Hearings
13. City Council Business
14. City Manager/City Staff Report
15. City Council Communications/Committee Reports
16. Adjournment
17. Affidavit of Posting
Section 21. Parliamentary Procedure . The rules of parliamentary procedure set forth in Robert’s Rules of Order shall govern all meetings of the Parking Authority, except as otherwise herein provided or as otherwise provided in the Council Policies.
Section 22. Amendments to Bylaws . These bylaws may be amended by the Parking Authority Board at any regular or special meeting by majority vote, provided that the proposed amendment to any particular section is included in the notice of such meeting. 74 7
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75 4882-7538-8139v2/201004-0003
AGREEMENT
FOR ADMINISTRATIVE SERVICES
BETWEEN
THE CITY OF EASTV ALE AND
EASTV ALE PARKING AUTHORITY
This AGREEMENT is entered into this 8th day of January 2025, by and between the CITY OF EASTVALE, a municipal corporation and general law city (“CITY ) and the EASTVALE PARKING AUTHORITY, a public body corporate and politic (“AUTHORITY”).
1. RECIT ALS. This Agreement is entered into with reference to the following facts and objectives:
A. AUTHORITY requested that CITY provide it with ongoing administrative services;
B. CITY believes that providing such services will assist AUTHORITY and is part of intergovernmental goodwill;
C. This Agreement is permissible in accordance with Government Code §§ 54980(c) and 54981; and
D. Both Parties believe it is in the public interest to enter into this Agreement to protect public health, safety, and welfare.
2. CITY’S RESPONSIBILITIES. CITY agrees to provide to AUTHORITY administrative services in the form of staf? ing, information technology, record-keeping and other, similar , services ordinarily associated with operations of a public entity . Without limitation, such services may include:
A. Providing AUTHORITY with all necessary regulations, policies, procedures, manuals, and other information, as well as incidental materials and supplies, work area, computer access, telephone, and other standard provisions as required to perform the administrative services desired by AUTHORITY. All such documents, notes, photographs, supplies, and reports will remain the property of AUTHORITY.
B. CITY is responsible for administering all employee bene? its and compensation.
3. AUTHORITY’S RESPONSIBILITIES. AUTHORITY will compensate CITY for providing administrative services based upon the administrative overhead rates utilized by CITY as part of its operating budget. Generally, this will be in the form of time and materials (utilizing an accepted formula such as fully allocated hourly rates for employees) plus the cost allocation plan percentage adopted during the annual budget process. Any such formula will be generally described in budgets adopted by AUTHORITY and/or CITY . 76 4882-7538-8139v2/201004-0003
4. EMPLOYMENT OF PERSONNEL. CITY employees are not employed by AUTHORITY for any purpose. CITY is solely responsible for all salary, bene? its, workers compensation, and insurance for CITY employees, and those employees are subject to CITY for all supervisory, disciplinary and other employment related purposes.
5. CONFIDENTIALITY. This Agreement anticipates that CITY may have access to ? inancial records that are protected from disclosure by various provisions of California law.
Accordingly, the Parties agree that they will use their best efforts to secure all such records and prevent their disclosure to the extent provided by applicable law.
6. PUBLIC RECORDS ACT. The Parties acknowledge that they are public entities subject to the Public Records Act (Government Code §§ 7920-7931) and that this Agreement, and documents ancillary to this Agreement, must generally be disclosed upon request.
However, the Parties agree that certain ? inancial records are speci? ically excluded from disclosure under the Government Code. Accordingly , the Parties agree that such records will not be released except as otherwise provided by law.
7. TERM. The initial term of this Agreement will be year to year starting January 8, 2025. Unless terminated earlier pursuant to Section 8 of this Agreement, the Agreement will renew each July 1st.
8. TERMINATION. Except as otherwise provided, the Parties may terminate this Agreement at any time with or without cause. CITY will be compensated on a pro rata basis for all services rendered and all necessarily incurred costs performed in good faith in accordance with the terms of this Agreement that were not previously reimbursed up to the date of termination. Termination will occur automatically should AUTHORITY fail to compensate CITY in accordance with this Agreement.
9. INSURANCE.
A. Each Party warrants to the other that it carries insurance covering itself with a reputable insurance company(ies) which insures the perils of bodily injury, personal injury, professional liability and property damage, and cover such liabilities as are imposed by law and assumed under written contract with others with limits of at least one million ($1,000,000) dollars each occurrence with three million ($3,000,000) dollars annual aggregate.
B. Each Party may utilize a program of self-insurance to meet the insurance requirements of this section.
10. ASSIGNABILITY. AUTHORITY’s attempts to assign the bene? its or burdens of this Agreement without CITY’s written approval are prohibited and will be null and void.
11. INTERPRET ATION. This Agreement was drafted in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Riverside County.
77 4882-7538-8139v2/201004-0003
12. ENTIRE AGREEMENT. This Agreement sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements expressed or implied, oral or written. This Agreement will bind and inure to the bene? it of the parties to this Agreement and any subsequent successors and assigns.
13. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party.
14. SEVERABILITY. If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modi? ied to the extent necessary in the opinion of the court to render such portion enforceable and, as so modi? ied, such portion and the balance of this Agreement will continue in full force and effect.
15. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions described herein. This Agreement may be modi? ied by written amendment. CITY’s city manager, or designee, may execute any such amendment on behalf of CITY .
16. ACCEPT ANCE OF ELECTRONIC SIGNATURES. This Agreement may be executed with digital signatures in accordance with Government Code §16.5 or electronic signatures in accordance with the California Uniform Electronic Transactions Act (Civil Code § 1633.1 et seq.). Such digital and electronic signatures will be treated in all respects as having the same effect as an original signature.
17. COUNTERP ARTS. This Agreement may be executed in counterparts, each of which so executed will irrespective of the date of its execution of delivery be deemed an original, and all such counterparts together constitute one and the same instrument.
18. BOARD OF DIRECTOR APPROV AL. This Agreement is subject to and conditioned upon approval and rati? ication by AUTHORITY’s Board of Directors. This Agreement is not binding upon CITY until executed by the appropriate CITY of? icial(s) acting in their authorized capacity.
19. TIME IS OF ESSENCE. Time is of the essence for each and every provision of this Agreement.
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year ? irst hereinabove written.
CITY OF EASTVALE EASTVALE PARKING AUTHORITY
_________________________________ ____________________________ Mark Orme, Mike McMinn,
City Manager Chair
78 4882-7538-8139v2/201004-0003
ATTEST:
_____________________________
Marc A. Donohue,
City Clerk/Secretary
APPROVED AS TO FORM:
_____________________________
Erica L. Vega,
City Attorney/General Counsel
79 AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.5
January
8, 2025
A Resolu(on of the City Council of the City of Eastvale Approving, Authorizing and Direc(ng the Execu(on of a Opera(ons
Agreement by and between the City of Eastvale and the Eastvale Parking Authority
Prepared By:
Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the
City Council enter into an agreement to provide staffing and administra ve services to the Eastvale Parking Authority (the “Parking Authority”) in the form attached hereto as Attachment 3 (the “Operations Agreement”).
Summary
The City intends to issue bonds in 2025 to finance certain costs of constructing a new City Hall, Police Station, Library; and additional parks and open spaces (collectively, the “Project”).
A4er consulta on with Stradling Yocca Carlson & Rauth LLP, the City’s bond counsel (“Stradling”), and Urban Futures, Inc., the City’s municipal advisor (“Urban Futures”), staff believes that bonds issued through a joint exercise of powers authority are likely to provide the City with the lowest costs of borrowing.
Background
On December 11, 2024, the City formed the Parking Authority. The Parking Authority will ini ally have no revenue or staff; however, the City and the Parking Authority may enter into an Opera ons Agreement for the City to provide staffing and other administra ve services for the Parking 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
80 Authority.
A proposed form of Opera ons Agreement is aBached, which includes the following provisions, among others:
The City agrees to provide the Parking Authority with administra ve services, including staffing, informa on technology, record-keeping, and other similar services typically associated with public en ty opera ons. The City will also provide necessary materials, supplies, and workspace for these services.
The Parking Authority will compensate the City for these services based on administra ve overhead rates, typically calculated using me and materials, plus a percentage, as outlined in the budgets adopted by the City or Parking Authority. (Note that the Parking Authority is currently not expected to have revenue or other sources of funding to pay this cost.) City employees providing services to the Parking Authority will remain employees of the City and will not be considered employees of the Parking Authority for any purpose. The City will be responsible for all employee compensation, benefits, and related obligations.
The agreement includes confiden ality provisions to ensure that financial records protected by California law are secured from unauthorized disclosure.
Both the City and the Parking Authority are subject to the Public Records Act, and most documents related to the agreement must be disclosed upon request, except for certain protected financial records.
The term of the agreement is year-to-year, starting in 2024, with automatic renewals each July 1 unless terminated by either party.
The agreement requires both par es to maintain insurance coverage for liability and property damage, with each party potentially using self-insurance to meet these requirements.
The agreement may be terminated at any me, with the City compensated on a pro-rata basis for services rendered up to the date of termination.
Environmental
The forma on of the Parking Authority is not a “Project” under the California Environmental Quality Act (CEQA) as this action will not cause any significant impact on the environment.
Strategic Plan Action - Priority Level: 1
| Target #: C
| Goal #: A
Conduct financial planning for newly proposed infrastructure Construct a Police Substation building
Forming a Parking Authority and related Joint Powers Authority is directly related to the development of the city's Civic Center project, as the project will require lease-revenue bond financing. This type of financing can only be acquired through a Joint Powers Authority.
Fiscal Impact
There is no significant impact to the City’s general fund associated with the proposed forma on of the Parking Authority. Opera ng expenses are an cipated to be nominal and staffing for the Parking Authority would be provided from existing resources of City staff.
Prior City Council/Commission Action
City staff has been working diligently to prepare for the Civic Center project. Over 20 staff reports for City Council considera on have been presented since the incep on of the project, da ng back to 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
81 July 28, 2021 when the first contract was awarded to Griffin Structures for construc on management services. Staff reports have included ac on on awarding design and engineering services, financial services and legal agreements, and a myriad of updates on the projects including design and schedules. The Parking Authority was formed at the previous City Council mee ng on December 11, 2024.
Attachment(s)
ABachment 1 - Resolu on: Opera ons Agreement between City of Eastvale and Eastvale Parking Authority
Attachment 2 - Operations Agreement between City of Eastvale and Eastvale Parking Authority
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
82 1
4888-7284-2734v3/201004-0003
RESOLUTION NO. 25-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE APPROVING,
AUTHORIZING AND DIRECTING THE EXECUTION OF AN OPERATIONS
AGREEMENT BY AND BETWEEN THE CITY OF EASTVALE AND THE EASTVALE
PARKING AUTHORITY
WHEREAS, the City of Eastvale (the “City”) is a municipal corporation that is duly organized and existing under and pursuant to the general laws of the State of California; and WHEREAS, the Eastvale Parking Authority (the “Parking Authority”) is a parking authority and a public body corporate and politic that is duly organized and existing under and pursuant to California Streets & Highways Code Section 32500 et seq.; and WHEREAS, in accordance with Government Code §§ 54980(c) and 54981, the City and the Parking Authority may contract for the performance by the latter of municipal services or functions; and
WHEREAS, the City and the Parking Authority desire to enter into an agreement for the City to provide administrative services to the Parking Authority (the “Operations Agreement”); and
WHEREAS, there has been presented to this meeting a proposed form of Operations Agreement, by and between the City and the Parking Authority, which agreement allows for the City to provide staffing and various other operational and administrative functions for the Parking Authority.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The foregoing recitals are true and correct.
SECTION 2. The Operations Agreement is hereby approved in substantially the form submitted concurrently herewith. Any member of the City Council or the City Manager of the City (each, an “Authorized Officer”) are each hereby authorized and directed, for and on behalf of the City, to enter into an Operations Agreement with the Parking Authority, in substantially said form.
SECTION 3. The Authorized Officers, the Finance Director/City Treasurer, the City Clerk or any other proper officer of the City, acting singly, be and each of them hereby is authorized and directed to execute and deliver any and all documents and instruments and to do and cause to be done any and all acts and things necessary or proper for carrying out the transactions contemplated by this resolution.
SECTION 4. This Resolution shall be effective upon its adoption. 83 2
4888-7284-2734v3/201004-0003
PASSED, APPROVED, AND ADOPTED this 8th day of January, 2025.
Mike McMinn
Mayor
APPROVED AS TO FORM:
Erica Vega
City Attorney
ATTEST:
Marc A. Donohue, MMC
Government Services Director/City Clerk
84 3
4888-7284-2734v3/201004-0003
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF EASTVALE )
I, Marc A. Donohue, Government Services Director/City Clerk of the City of Eastvale, do hereby certify that the foregoing City Council Resolution No. 25-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 8 th day of January, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
Marc A. Donohue, MMC
Government Services Director/City Clerk
85 4882-7538-8139v2/201004-0003
AGREEMENT
FOR ADMINISTRATIVE SERVICES
BETWEEN
THE CITY OF EASTV ALE AND
EASTV ALE PARKING AUTHORITY
This AGREEMENT is entered into this ____ day of ____________________ 2025, by and between the CITY OF EASTVALE, a municipal corporation and general law city (“CITY ) and the EASTVALE PARKING AUTHORITY, a public body corporate and politic (“AUTHORITY”).
1. RECIT ALS. This Agreement is entered into with reference to the following facts and objectives:
A. AUTHORITY requested that CITY provide it with ongoing administrative services;
B. CITY believes that providing such services will assist AUTHORITY and is part of intergovernmental goodwill;
C. This Agreement is permissible in accordance with Government Code §§ 54980(c) and 54981; and
D. Both Parties believe it is in the public interest to enter into this Agreement to protect public health, safety, and welfare.
2. CITY’S RESPONSIBILITIES. CITY agrees to provide to AUTHORITY administrative services in the form of staf? ing, information technology, record-keeping and other, similar , services ordinarily associated with operations of a public entity . Without limitation, such services may include:
A. Providing AUTHORITY with all necessary regulations, policies, procedures, manuals, and other information, as well as incidental materials and supplies, work area, computer access, telephone, and other standard provisions as required to perform the administrative services desired by AUTHORITY. All such documents, notes, photographs, supplies, and reports will remain the property of AUTHORITY.
B. CITY is responsible for administering all employee bene? its and compensation.
3. AUTHORITY’S RESPONSIBILITIES. AUTHORITY will compensate CITY for providing administrative services based upon the administrative overhead rates utilized by CITY as part of its operating budget. Generally, this will be in the form of time and materials (utilizing an accepted formula such as fully allocated hourly rates for employees) plus the cost allocation plan percentage adopted during the annual budget process. Any such formula will be generally described in budgets adopted by AUTHORITY and/or CITY . 86 4882-7538-8139v2/201004-0003
4. EMPLOYMENT OF PERSONNEL. CITY employees are not employed by AUTHORITY for any purpose. CITY is solely responsible for all salary, bene? its, workers compensation, and insurance for CITY employees, and those employees are subject to CITY for all supervisory, disciplinary and other employment related purposes.
5. CONFIDENTIALITY. This Agreement anticipates that CITY may have access to ? inancial records that are protected from disclosure by various provisions of California law.
Accordingly, the Parties agree that they will use their best efforts to secure all such records and prevent their disclosure to the extent provided by applicable law.
6. PUBLIC RECORDS ACT. The Parties acknowledge that they are public entities subject to the Public Records Act (Government Code §§ 7920-7931) and that this Agreement, and documents ancillary to this Agreement, must generally be disclosed upon request.
However, the Parties agree that certain ? inancial records are speci? ically excluded from disclosure under the Government Code. Accordingly , the Parties agree that such records will not be released except as otherwise provided by law.
7. TERM. The initial term of this Agreement will be year to year starting ___________________, 2025. Unless terminated earlier pursuant to Section 8 of this Agreement, the Agreement will renew each July 1st.
8. TERMINATION. Except as otherwise provided, the Parties may terminate this Agreement at any time with or without cause. CITY will be compensated on a pro rata basis for all services rendered and all necessarily incurred costs performed in good faith in accordance with the terms of this Agreement that were not previously reimbursed up to the date of termination. Termination will occur automatically should AUTHORITY fail to compensate CITY in accordance with this Agreement.
9. INSURANCE.
A. Each Party warrants to the other that it carries insurance covering itself with a reputable insurance company(ies) which insures the perils of bodily injury, personal injury, professional liability and property damage, and cover such liabilities as are imposed by law and assumed under written contract with others with limits of at least one million ($1,000,000) dollars each occurrence with three million ($3,000,000) dollars annual aggregate.
B. Each Party may utilize a program of self-insurance to meet the insurance requirements of this section.
10. ASSIGNABILITY. AUTHORITY’s attempts to assign the bene? its or burdens of this Agreement without CITY’s written approval are prohibited and will be null and void.
11. INTERPRET ATION. This Agreement was drafted in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Riverside County.
87 4882-7538-8139v2/201004-0003
12. ENTIRE AGREEMENT. This Agreement sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements expressed or implied, oral or written. This Agreement will bind and inure to the bene? it of the parties to this Agreement and any subsequent successors and assigns.
13. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party.
14. SEVERABILITY. If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modi? ied to the extent necessary in the opinion of the court to render such portion enforceable and, as so modi? ied, such portion and the balance of this Agreement will continue in full force and effect.
15. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions described herein. This Agreement may be modi? ied by written amendment. CITY’s city manager, or designee, may execute any such amendment on behalf of CITY .
16. ACCEPT ANCE OF ELECTRONIC SIGNATURES. This Agreement may be executed with digital signatures in accordance with Government Code §16.5 or electronic signatures in accordance with the California Uniform Electronic Transactions Act (Civil Code § 1633.1 et seq.). Such digital and electronic signatures will be treated in all respects as having the same effect as an original signature.
17. COUNTERP ARTS. This Agreement may be executed in counterparts, each of which so executed will irrespective of the date of its execution of delivery be deemed an original, and all such counterparts together constitute one and the same instrument.
18. BOARD OF DIRECTOR APPROV AL. This Agreement is subject to and conditioned upon approval and rati? ication by AUTHORITY’s Board of Directors. This Agreement is not binding upon CITY until executed by the appropriate CITY of? icial(s) acting in their authorized capacity.
19. TIME IS OF ESSENCE. Time is of the essence for each and every provision of this Agreement.
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year ? irst hereinabove written.
CITY OF EASTVALE EASTVALE PARKING AUTHORITY
_________________________________ ____________________________ Mark Orme, Mike McMinn,
City Manager Chair
88 4882-7538-8139v2/201004-0003
ATTEST:
_____________________________
Marc A. Donohue,
City Clerk/Secretary
APPROVED AS TO FORM:
_____________________________
Erica L. Vega,
City Attorney/General Counsel
89 AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.6
January
8, 2025
Formation of Eastvale Public Financing Authority
Prepared By:
Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the City of Eastvale (the “City”) and the Eastvale Parking Authority (the “Parking Authority”) enter into a Joint Exercise of Powers Agreement (the “JPA Agreement”) crea(ng the Eastvale Public Financing Authority in the form a*ached hereto as A*achment 3.
Resolu(ons of the City and the Parking Authority approving the JPA Agreement are a*ached hereto as Attachment 1 and Attachment 2, respectively.
Summary
The City intends to issue bonds in 2025 to finance certain costs of constructing a new City Hall, Police Station, Library; and additional parks and open spaces (collectively, the “Project”).
A7er consulta(on with Stradling Yocca Carlson & Rauth LLP, the City’s bond counsel (“Stradling”), and Urban Futures, Inc., the City’s municipal advisor (“Urban Futures”), staff believes that bonds issued through a joint exercise of powers authority are likely to provide the City with the lowest costs of borrowing.
Background
Each joint exercise of powers authority must be comprised of two or more public agencies. On December 11, 2024 the City ac(vated the Parking Authority to serve as a partner agency with the City to form a new joint exercise of powers authority to be called the Eastvale Public Financing Authority (the “EPFA”).
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
90 The JPA Agreement includes the following provisions, among others:
The EPFA is authorized to issue bonds under the Joint Exercise of Powers Act (Government Code Sec(on 6500 et seq.). Bonds issued by the EPFA are not obliga(ons of its members (the City and the Parking Authority) or personal obliga(ons of the EPFA governing board, the City Council or the Parking Authority governing board and are solely payable from the revenues that are pledged in connection therewith.
The City Council will serve as the EPFA’s governing board, and the City Manager, Director of Finance and City Clerk will serve as the EPFA’s Execu(ve Director, Treasurer and Secretary, respectively.
Regular mee(ngs of the EPFA will be held concurrently with regular City Council mee(ngs and conducted in accordance with the Brown Act.
The EPFA may not be dissolved while its bonds are outstanding.
The EPFA books will be audited annually as part of the City audit process and the EPFA’s financial statements may be combined with the City’s financial statements.
The EPFA will adopt a Conflict of Interest Code. Staff expects to recommend adop(on of the City’s conflict of interest code as the Conflict of Interest Code of the EPFA at a future mee(ng of the EPFA Board of Directors.
Environmental
The forma(on of the Eastvale Public Financing Authority is not a “Project” under the California Environmental Quality Act (CEQA) as this ac(on will not cause any significant impact on the environment.
Strategic Plan Action - Priority Level: 1
| Target #: C
| Goal #: A
Conduct financial planning for newly proposed infrastructure Construct a Police Substation building
Forming a Parking Authority and related Joint Powers Authority is directly related to the development of the city's Civic Center project, as the project will require lease-revenue bond financing. This type of financing can only be acquired through a Joint Powers Authority.
Fiscal Impact
There is no significant impact to the City’s general fund associated with the proposed forma(on of the EPFA. Opera(ng expenses are an(cipated to be nominal and staffing for the EPFA would be provided from existing resources of City staff.
Prior City Council/Commission Action
City staff has been working diligently to prepare for the Civic Center project. Over 20 staff reports for City Council considera(on have been presented since the incep(on of the project, da(ng back to July 28, 2021 when the first contract was awarded to Griffin Structures for construc(on management services. Staff reports have included ac(on on awarding design and engineering services, financial services and legal agreements, and a myriad of updates on the projects including design and schedules. The Parking Authority was formed at the previous City Council mee(ng on December 11, 2024. The Eastvale Parking Authority was activated on January 8, 2025.
Attachment(s) 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
91 A*achment 1 - Resolu(on: City of Eastvale Approving the Execu(on of a Joint Exercise of Powers Agreement
A*achment 2 - Resolu(on: Eastvale Parking Authority Approving the Execu(on of a Joint Exercise of Powers Agreement
Attachment 3 - Joint Exercise of Powers Agreement
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
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RESOLUTION NO. 25-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE APPROVING,
AUTHORIZING AND DIRECTING THE EXECUTION OF A JOINT EXERCISE OF
POWERS AGREEMENT BY AND BETWEEN THE CITY OF EASTVALE AND THE
EASTVALE PARKING AUTHORITY TO FORM THE EASTVALE PUBLIC FINANCING
AUTHORITY
WHEREAS, the City of Eastvale (the “City”) is a municipal corporation that is duly organized and existing under and pursuant to the general laws of the State of California; and WHEREAS, the Eastvale Parking Authority (the “Parking Authority”) is a parking authority and a public body corporate and politic that is duly organized and existing under and pursuant to California Streets & Highways Code Section 32500 et seq.; and WHEREAS, the City and the Parking Authority, acting under Article I (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code of the State of California (the “JPA Act”) may enter into a joint exercise of powers agreement pursuant to which such contracting parties may jointly exercise any power common to them and, pursuant to Government Code Section 6588, exercise certain additional powers; and WHEREAS, the City and the Parking Authority desire to create and establish the Eastvale Public Financing Authority (the “Authority”) pursuant to the JPA Act; and WHEREAS, there has been presented to this meeting a proposed form of Joint Exercise of Powers Agreement (the “JPA Agreement”), by and between the City and the Parking Authority, which agreement creates and establishes the Authority; and WHEREAS, under California law and the JPA Agreement, the Authority will be a public entity separate and apart from the parties to the JPA Agreement, and the debts, liabilities and obligations of the Authority will not be the debts, liabilities or obligations of City or the Parking Authority or any representative of the City serving on the governing body of the Authority;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The foregoing recitals are true and correct.
SECTION 2. The JPA Agreement is hereby approved in substantially the form on file with the City Clerk. Any member of the City Council or the City Manager of the City (each, an “Authorized Officer”) is hereby authorized and directed, for and on behalf of the City, to execute and deliver the JPA Agreement, in substantially said form, with such changes and insertions therein as such Authorized Officer, with the advice of counsel to the City, may approve, such approval to be conclusively evidenced by the execution and delivery thereof. 93 2
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SECTION 3. The Authorized Officers, the Finance Director/City Treasurer, the City Clerk or any other proper officer of the City, acting singly, be and each of them hereby is authorized and directed to execute and deliver any and all documents and instruments and to do and cause to be done any and all acts and things necessary or proper for carrying out the transactions contemplated by the this resolution.
SECTION 4. This Resolution shall be effective upon its adoption.
PASSED, APPROVED, AND ADOPTED this 8th day of January, 2025.
Mike McMinn
Mayor
APPROVED AS TO FORM:
Erica Vega
City Attorney
ATTEST:
Marc A. Donohue, MMC
Government Services Director/City Clerk
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STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF EASTVALE )
I, Marc A. Donohue, Government Services Director/City Clerk of the City of Eastvale, do hereby certify that the foregoing City Council Resolution No. 25-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 8th day of January, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
Marc A. Donohue, MMC
Government Services Director/City Clerk
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EASTVALE PARKING AUTHORITY
RESOLUTION NO. 25-XX
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE EASTVALE PARKING
AUTHORITY APPROVING, AUTHORIZING AND DIRECTING THE EXECUTION OF A
JOINT EXERCISE OF POWERS AGREEMENT BY AND BETWEEN THE CITY OF
EASTVALE AND THE EASTVALE PARKING AUTHORITY TO FORM THE EASTVALE
PUBLIC FINANCING AUTHORITY
WHEREAS, the Eastvale Parking Authority (the “Parking Authority”) is a parking authority and a public body corporate and politic that is duly organized and existing under and pursuant to California Streets & Highways Code Section 32500 et seq.; and WHEREAS, the City of Eastvale (the “City”) is a municipal corporation that is duly organized and existing under and pursuant to the general laws of the State of California; and WHEREAS, the City and the Parking Authority, acting under Article I (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code of the State of California (the “JPA Act”) may enter into a joint exercise of powers agreement pursuant to which such contracting parties may jointly exercise any power common to them and, pursuant to Government Code Section 6588, exercise certain additional powers; and WHEREAS, the City and the Parking Authority desire to create and establish the Eastvale Public Financing Authority (the “Authority”) pursuant to the JPA Act; and WHEREAS, there has been presented to this meeting a proposed form of Joint Exercise of Powers Agreement (the “JPA Agreement”), by and between the City and the Parking Authority, which agreement creates and establishes the Authority; and WHEREAS, under California law and the JPA Agreement, the Authority will be a public entity separate and apart from the parties to the JPA Agreement, and the debts, liabilities and obligations of the Authority will not be the debts, liabilities or obligations of City or the Parking Authority or any representative of the City serving on the governing body of the Authority;
NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE EASTVALE PARKING AUTHORITY DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The foregoing recitals are true and correct.
SECTION 2. The JPA Agreement is hereby approved in substantially the form on file with the Secretary. The Chair of the Board of Directors or the Executive Director of the Parking Authority (each, an “Authorized officer”) are each hereby authorized and directed, for and on behalf of the Parking Authority, to execute and deliver the JPA Agreement, in substantially said form, with such changes and insertions therein as such Authorized Officer, with the advice of 96 2
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counsel to the Parking Authority, may approve, such approval to be conclusively evidenced by the execution and delivery thereof.
SECTION 3. The Authorized Officers, the Treasurer of the Parking Authority, the Secretary of the Parking Authority, or any other proper officer of the Parking Authority, acting singly, be and each of them hereby is authorized and directed to execute and deliver any and all documents and instruments and to do and cause to be done any and all acts and things necessary or proper for carrying out the transactions contemplated by the this resolution.
SECTION 4. This Resolution shall be effective upon its adoption.
PASSED, APPROVED, AND ADOPTED this 8th day of January, 2025.
Mike McMinn
Chair
APPROVED AS TO FORM:
Erica Vega
General Counsel
ATTEST:
Marc A. Donohue, MMC
Secretary
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STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, Secretary of the Eastvale Parking Authority, do hereby certify that the foregoing Resolution No. 25-XX, was duly adopted by the Board of Directors of the Eastvale Parking Authority, California, at a meeting held on the 8th day of January, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
Marc A. Donohue, MMC
Secretary
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JOINT EXERCISE OF POWERS AGREEMENT
(Eastvale Public Financing Authority)
by and between
CITY OF EASTVALE
and
EASTVALE PARKING AUTHORITY
dated as of
January 8, 2025
99 TABLE OF CONTENTS
Page
Section 1. Definitions ....................................................................................................................... 1 Section 2. Purpose ............................................................................................................................ 2 Section 3. Term ................................................................................................................................ 2 Section 4. Eastvale Public Financing Authority............................................................................... 2 A. Creation of the Authority .................................................................................... 2 B. Governing Board ................................................................................................. 3 C. Meetings of Board of Directors........................................................................... 3 D. Rules of Conduct................................................................................................. 4 E. Officers; Duties; Bonds....................................................................................... 4 Section 5. Powers ............................................................................................................................. 6 A. Powers of Authority ............................................................................................ 6 Section 6. Termination of Powers .................................................................................................... 7 Section 7. Fiscal Year....................................................................................................................... 7 Section 8. Disposition of Assets....................................................................................................... 7 Section 9. Contributions and Advances............................................................................................7 Section 10. Bonds............................................................................................................................... 7 A. Authority to Issue Bonds..................................................................................... 7 B. Bonds Limited Obligations.................................................................................. 7 Section 11. Agreement Not Exclusive................................................................................................8 Section 12. Accounts and Reports...................................................................................................... 8 A. Trustee Responsibilities ...................................................................................... 8 B. Audits .................................................................................................................. 8 C. Audit Reports ...................................................................................................... 8 Section 13. Funds ............................................................................................................................... 9 Section 14. Conflict of Interest Code ...............................................Error! Bookmark not defined.
Section 15. Breach.............................................................................................................................. 9 Section 16. Notices............................................................................................................................. 9 Section 17. Withdrawal ...................................................................................................................... 9 Section 18. Effectiveness; Counterparts............................................................................................. 9 Section 19. Severability...................................................................................................................... 9 Section 20. Successors; Assignment .................................................................................................. 9 Section 21. Amendment of Agreement .............................................................................................. 9 Section 22. Form of Approvals ........................................................................................................ 10 Section 23. Waiver of Personal Liability ......................................................................................... 10 Section 24. Section Headings........................................................................................................... 10 Section 25. Miscellaneous................................................................................................................ 10 100
TABLE OF CONTENTS
(continued)
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A. Authorized Designees........................................................................................ 10 B. Governing Law.................................................................................................. 10 C. Entire Agreement .............................................................................................. 10 101
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JOINT EXERCISE OF POWERS AGREEMENT
(Eastvale Public Financing Authority)
This JOINT EXERCISE OF POWERS AGREEMENT (Eastvale Public Financing Authority) (“JPA Agreement”), dated as of ____, 2025, is entered into by and between the CITY OF EASTVALE, a municipal corporation and general law city organized and existing under the laws of the State (“City”), and the EASTVALE PARKING AUTHORITY , a public body corporate and politic organized and existing under the laws of the State (“Parking Authority”).
DECLARATION OF PURPOSE
A. Chapter 5 of Division 7 of Title 1 of the Government Code authorizes the City and the Parking Authority to form, create and establish a joint exercise of powers entity that has the power to exercise any powers common to the City and the Parking Authority and to exercise additional powers granted to it under the Act, including but not limited to the issuance of bonds, pursuant to Section 6588 thereof.
B. This JPA Agreement creates such an entity, which shall be known as the Eastvale Public Financing Authority (the “Authority”), for the purposes and to exercise the powers described herein.
C. Article 4 of the Act (known as the “Marks-Roos Local Bond Pooling Act of 1985,” Government Code Section 6584 et seq.) authorizes and empowers the Authority to issue Bonds and to purchase bonds issued by, or to make loans to, the City or the Parking Authority for financing or providing interim financing for the acquisition, construction, installation and improvement of public facilities and other public capital improvements, working capital, liability and other insurance needs, or projects whenever there are significant public benefits, as determined by the City or the Parking Authority. The Marks-Roos Local Bond Pooling Act of 1985 further authorizes and empowers the Authority to sell Bonds so issued or purchased to public or private purchasers at public or negotiated sale.
TERMS OF AGREEMENT
Section 1. Definitions. Unless the context otherwise requires, the terms defined in this Section shall for all purposes of this JPA Agreement have the meanings herein specified.
A. Act. The term “Act” means Articles 1, 2 and 4 of Chapter 5 of Division 7 of Title 1 of the Government Code (Section 6500 et seq.), as amended.
B. Authority. The term “Authority” means the Eastvale Public Financing Authority created by this JPA Agreement.
C. Board; Board of Directors. The terms “Board” or “Board of Directors” mean the governing board of the Authority, which shall be comprised of the City Council of the City as set forth in Section 4.B hereof.
D. Bonds. The term “Bonds” means bonds and any other evidence of indebtedness of the Authority authorized and issued pursuant to the Act, including but not limited to Section 6588 thereof.
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E. Brown Act. The term “Brown Act” means the Government Code provisions at Section 54950 et seq. governing the notice and agenda requirements for meetings of government agencies in the State and any later amendments, revisions, or successor enactments.
F. City. The term “City” means the City of Eastvale, a municipal corporation and general law city organized and existing under the laws of the State.
G. Fiscal Year. The term “Fiscal Year” has the meaning set forth in Section 7.
H. Government Code. The term “Government Code” means the Government Code of the State.
I. California Streets & Highways Code. The term “California Streets & Highways Code” means the California Streets & Highways Code of the State.
J. Parking Authority. The term “Parking Authority” means the Eastvale Parking Authority, a public body corporate and politic and parking authority organized and existing pursuant to the Parking Law of 1949, California Streets & Highways Code Section 32500 et seq ., and all successor statutes and implementing regulations thereto.
K. Indenture. The term “Indenture” means each indenture, trust agreement or other such instrument pursuant to which Bonds are issued.
L. JPA Agreement. The “JPA Agreement” means this Joint Exercise of Powers Agreement (Eastvale Public Financing Authority), as it may be amended from time to time, creating the Authority.
M. Member. The term “Member” or “Members” means the City and/or the Parking Authority, as appropriate.
N. State. The term “State” means the State of California.
Section 2. Purpose. This JPA Agreement is made pursuant to the Act for the purpose of assisting in the financing and refinancing of capital improvement projects of the Members and other activities of the Members as permitted under the Act by exercising the powers referred to in this JPA Agreement.
Section 3. Term. This JPA Agreement shall become effective as of the date hereof and shall continue in full force and effect until terminated by a supplemental agreement of the Parking Authority and the City; provided, however, that in no event shall this JPA Agreement terminate while any Bonds or other obligations of the Authority remain outstanding under the terms of any indenture, trust agreement, contract, agreement, lease, sublease or other instrument pursuant to which such Bonds are issued or other obligations are incurred.
Section 4. Eastvale Public Financing Authority.
A. Creation of the Authority. There is hereby created pursuant to the Act an authority and public entity to be known as the “Eastvale Public Financing Authority.” As provided in the Act, the Authority shall be a public entity separate from the City and the Parking Authority. 103
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The debts, liabilities and obligations of the Authority shall not constitute debts, liabilities or obligations of the City or the Parking Authority.
(1) Notice of Agreement or Amendment . Within 30 days after the effective date of this JPA Agreement or any amendment hereto, the Authority will cause a notice of this JPA Agreement or amendment to be prepared and filed with the office of the California Secretary of State in the manner set forth in Section 6503.5 of the Act. Such notice shall also be filed with the office of the Controller of the State.
B. Governing Board. The Authority shall be administered by the Board of Directors, which shall consist of the City Council of the City. The term of office as a member of the Board of Directors shall terminate when such member of the Board shall cease to hold his or her respective office at the City and the successor to such officer or director of the City shall become a member of the Board upon assuming such office.
C. Meetings of Board of Directors.
(1) Time and Place . The Board shall hold its regular meetings concurrently with and/or immediately following the regular meetings of the City Council and the same shall occur consistent with the schedule set by resolution of the City Council for its regular meetings as to time, place and location. The Board may suspend the holding of regular meetings so long as there is no need for Authority business, and provided that any action taken regarding the sale of Bonds shall occur by resolution placed on a noticed and posted meeting agenda consistent with the requirements for regular meetings under the Brown Act. At all times, each regular meeting of the Authority shall take place pursuant to a 72-hour notice and agenda requirement or as otherwise provided by the Brown Act.
(a) Special Meetings . The Board may hold special meetings at any time and from time to time in accordance with the Brown Act. A special meeting may be called at any time by the Secretary of the Authority or the Executive Director of the Authority by delivering written notice to each Board member. Such written notice may be dispensed with as to any Board member who at or prior to the time the meeting convenes files with the Secretary of the Authority a written waiver of notice. Such waiver may be given by telegram, telecopy, facsimile, or email/electronic communication. Such written notice may also be dispensed with as to any member who is actually present at the meeting.
(b) Closed Session . Nothing contained in this JPA Agreement shall be construed to prevent the Board from holding closed sessions during a regular or special meeting concerning any matter permitted by law to be considered in a closed session. (2) Public Hearings. All public hearings held by the Board shall be held during regular or special meetings of the Board.
(3) Adjournment. The Board may adjourn any meeting to a time and place specified in the order of adjournment. Less than a quorum may so adjourn meetings of the Board from time to time. If all Board members are absent from any regular meeting or adjourned regular meeting, the Secretary or acting Secretary of the Authority may declare the meeting adjourned to a stated time and place and shall cause a written notice of the adjournment to be given in the same manner as provided for special meetings unless such notice is waived as provided for 104
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special meetings. A copy of the order or notice of adjournment shall be conspicuously posted on or near the door of the place where the meeting was held within 24 hours after the time of the adjournment. When a regular or adjourned regular meeting is adjourned as provided in this Section, the resulting adjourned regular meeting is a regular meeting for all purposes. When an order of adjournment of any meeting fails to state the hour at which the adjourned meeting is to be held, it shall be held at the hour specified for regular meetings. (a) Continued Hearing . Any public hearing being held, or any hearing noticed or ordered to be held at any meeting may by order or notice of continuance be continued or recontinued to any subsequent meeting in the same manner and to the same extent set forth herein for the adjournment of the meetings; provided that, if the hearing is continued to a time less than 24 hours after the time specified in the order or notice of hearing, a copy of the order or notice of continuance shall be posted immediately following the meeting at which the order or declaration of continuance was adopted or made.
(4) Agendas. The Chair of the Board or the Executive Director of the Authority shall prepare or approve the agenda of all meetings. Business will be conducted according to the agenda, except when determined by the Board as permitted by law.
D. Rules of Conduct. The presiding officer at the meeting shall determine the rules of conduct.
(1) Legal Notice. All regular and special meetings of the Board shall be called, noticed, held and conducted subject to the provisions of the Brown Act. (2) Minutes. The Secretary of the Authority shall cause minutes of all meetings of the Board to be kept and shall, as soon as practicable after each meeting, cause a copy of the minutes to be forwarded to each member of the Board and to the City and the Parking Authority. (3) Quorum. A majority of the members of the Board shall constitute a quorum for the transaction of business, except that less than a quorum may adjourn meetings from time to time. Any action or decision of the Authority shall be on motion duly approved by a majority of the Board present at a lawfully held meeting.
E. Officers; Duties; Bonds.
(1) Officers. The officers of the Authority shall be the Chair, the Vice Chair, the Secretary, the Treasurer and the Executive Director. Such officers may be directors or officers of the City serving ex officio.
(a) Chair. The Chair of the Authority shall be the Board member who is the Mayor of the City. The term of office shall be the same as the term of the Mayor of the City. The Chair shall preside at all meetings of the Authority, and shall submit such information and recommendations to the Board as he or she may consider proper concerning the business, policies and affairs of the Authority.
(b) Vice Chair. The Vice Chair shall be the Board member who is the Mayor Pro Tem of the City. The term of office shall be the same as the term of the Mayor Pro Tem of the City. The Vice Chair shall perform the duties of the Chair in the absence or incapacity of 105
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the Chair. In case of the resignation or death of the Chair, the Vice Chair shall perform such duties as are imposed on the Chair, until such time as a new Chair is selected or appointed. (c) Secretary. The City Clerk of the City is hereby designated as the Secretary of the Authority. The Secretary shall keep the records of the Authority, shall act as Secretary at the meetings of the Authority and record all votes, and shall keep a record of the proceedings of the Authority in a journal of proceedings to be kept for such purpose, and shall perform all duties incident to the office.
(d) Treasurer. The Director of Management Services of the City is hereby designated as the Treasurer of the Authority. Subject to the applicable provisions of any trust agreement, indenture or resolution providing for a trustee or other fiscal agent, the Treasurer is designated as the public officer or person who has charge of, handles, or has access to any property of the Authority, and shall file an official bond if so required by the Board of the Authority and, as such, shall have the powers, duties and responsibilities specified in Section 6505.5 of the Act. (e) Executive Director. The City Manager of the City is hereby designated the Executive Director of the Authority and shall be responsible for execution and supervision of the affairs of the Authority. Except as otherwise authorized by resolution of the Board, the Executive Director or the Executive Director’s designee shall sign all contracts, deeds and other instruments executed by the Authority. In addition, subject to the applicable provisions of any trust agreement, indenture or resolution providing for a trustee or other fiscal agent, the Executive Director is designated as the public officer or person who has charge of, handles, or has access to any property of the Authority, and shall file an official bond if so required by the Board and, as such, shall have the powers, duties and responsibilities specified in Section 6505.1 of the Act. (2) Audit. So long as required by Sections 6505 and 6505.5 of the Act, the Treasurer of the Authority shall prepare or cause to be prepared: (a) a special audit as required pursuant to Section 6505 of the Act no less frequently than once in every two-year period during the term of this JPA Agreement; and (b) a report in writing on the first day of July, October, January and April of each year to the Board, the City and the Parking Authority, which report shall describe the amount of money held by the Treasurer of the Authority for the Board, the amount of receipts since the last such report, and the amount paid out since the last such report (which may exclude amounts held by a trustee or other fiduciary in connection with any Bonds to the extent that such trustee or other fiduciary provides regular reports covering such amounts). (3) Compensation. The services of the officers shall be without compensation by the Authority unless said officers are otherwise compensated in accordance with Section 4.B hereinabove or as employees of the City. The City will provide such other administrative services as required by the Authority, and shall not receive economic remuneration from the Authority for the provision of such services.
(4) Other Services. The Board shall have the power to appoint such other officers and employees as it may deem necessary and to retain independent counsel, consultants and accountants.
(5) Performance of Duties . All of the privileges and immunities from liability, exemptions from laws, ordinances and rules, all pension, relief, disability, worker’s compensation and other benefits which apply to the activities of officers, agents or employees of the 106
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Members when performing their respective functions within the territorial limits of their respective Member, shall apply to them to the same degree and extent while engaged in the performance of any of their functions and duties extraterritorially under the provisions of this JPA Agreement. (6) Authority Employees, If Any . None of the officers, agents or employees, if any, directly employed by the Authority shall be deemed, by reason of their employment by the Authority, to be employed by any Member or, by reason of their employment by the Authority, to be subject to any of the requirements of any Member. (7) Authority Obligations. The Members hereby confirm their intent and agree that, as provided in Section 4.A hereof and in the Act, the debts, liabilities and obligations of the Authority shall not constitute debts, liabilities or obligations of the City or the Parking Authority. (8) Records Retention. In any event, the Authority or the City shall cause all records regarding the Authority’s formation, existence, operations, any Bonds issued by the Authority, obligations incurred by it and proceedings pertaining to its termination to be retained for at least six (6) years following termination of the Authority or final payment of any Bonds issued by the Authority, whichever is later.
(9) Selection of Officers. Confirmation of officers shall be the first order of business at the first meeting of the Authority, regular or special, held in each calendar year. (10) Board Action. No Board member, officer, agent or employee of the Authority, without prior specific or general authority by a vote of the Board, shall have any power or authority to bind the Authority by any contract, to pledge its credit, or to render it liable for any purpose in any amount.
Section 5. Powers.
A. Powers of Authority. The Authority shall have any and all powers which are common powers of the City and the Parking Authority, and any and all powers separately conferred by law upon the Authority. All such powers, whether common to the Members or separately conferred by law upon the Authority, are specified as powers of the Authority to the extent required by law, except any such powers which are specifically prohibited to the Authority by applicable law.
The Authority’s exercise of its powers is subject to the restrictions upon the manner of exercising the powers of the City.
(1) Actions. The Authority is hereby authorized, in its own name, to do all acts necessary or convenient for the exercise of its powers, including, but not limited to, any or all of the following: to sue and be sued; to make and enter into contracts; to employ agents, consultants, attorneys, accountants, and employees; to acquire, hold or dispose of property, whether real or personal, tangible or intangible, wherever located; and to issue Bonds or otherwise incur debts, liabilities or obligations to the extent authorized by the Act or any other applicable provision of law and to pledge any property or revenues or the rights thereto as security for such Bonds and other indebtedness.
(2) Additional Powers . Notwithstanding the foregoing, the Authority shall have any additional powers conferred under the Act or under applicable law, insofar as such additional powers may be necessary to accomplish the purposes set forth in Section 2 hereof. 107
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(3) Limitation of Authority . Notwithstanding anything to the contrary in this Agreement, the Authority shall not have the power or the authority to enter into any retirement contract with any public retirement system (within the meaning of section 6508.2 of the California Government Code) for any reason. The provision in this paragraph is intended to benefit the Members and to be a confirming irrevocable obligation of the Authority, which may be enforced by the Members, individually or collectively.
Section 6. Termination of Powers . The Authority shall continue to exercise the powers herein conferred upon it until the termination of this JPA Agreement in accordance with Section 3. hereof.
Section 7. Fiscal Year. Unless and until changed by resolution of the Board, the Fiscal Year of the Authority shall be the period from July 1 of each year to and including the following June 30, except for the first Fiscal Year, which shall be the period from the date of execution of this JPA Agreement to June 30, 2025.
Section 8. Disposition of Assets . Upon termination of this JPA Agreement pursuant to Section 3 hereof, any surplus money in possession of the Authority or on deposit in any fund or account of the Authority shall be returned in proportion to any contributions made as required by Section 6512 of the Act. The Board is vested with all powers of the Authority for the purpose of concluding and dissolving the business affairs of the Authority. After rescission or termination of this JPA Agreement pursuant to Section 3 hereof, all property of the Authority, both real and personal, shall be distributed to the City, subject to Section 9 hereof.
Section 9. Contributions and Advances. Contributions or advances of public funds and of personnel, equipment or property may be made to the Authority by the City and the Parking Authority for any of the purposes of this JPA Agreement. Payment of public funds may be made to defray the cost of any such contribution. Any such advance made in respect of a revenue-producing facility shall be made subject to repayment, and shall be repaid, in the manner agreed upon by the City or the Parking Authority, as the case may be, and the Authority at the time of making such advance as provided by Section 6512.1 of the Act. It is mutually understood and agreed that neither the City nor the Parking Authority has any obligation to make advances or contributions to the Authority to provide for the costs and expenses of administration of the Authority, even though either may do so. The City or the Parking Authority may allow the use of personnel, equipment or property in lieu of other contributions or advances to the Authority.
Section 10. Bonds .
A. Authority to Issue Bonds. When authorized by the Act or other applicable provisions of law and by resolution of the Board, the Authority may issue Bonds for the purpose of raising funds for the exercise of any of its powers or to otherwise carry out its purposes under this JPA Agreement. Said Bonds shall have such terms and conditions as are authorized by the Board.
B. Bonds Limited Obligations. The Bonds, including the principal and any purchase price thereof, and the interest and premium, if any, thereon, shall be special obligations of the Authority payable solely from, and secured solely by, the revenues, funds and other assets pledged therefor under the applicable Indenture(s) and shall not constitute a charge against the general credit of the Authority. The Bonds shall not be secured by a legal or equitable pledge of, or lien or charge upon or security interest in, any property of the Authority or any of its income or 108
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receipts except the property, income and receipts pledged therefor under the applicable Indenture(s).
The Bonds shall not constitute a debt, liability or obligation of the State or any public authority thereof, including the Parking Authority and the City, other than the special obligation of the Authority as described above. Neither the faith and credit nor the taxing power of the State or any public authority thereof, including the Parking Authority and the City, shall be pledged to the payment of the principal or purchase price of, or the premium, if any, or interest on the Bonds, nor shall the State or any public authority or instrumentality thereof, including the Parking Authority and the City, in any manner be obligated to make any appropriation for such payment. The Authority shall have no taxing power.
(1) No Personal Liability . No covenant or agreement contained in any Bond or Indenture shall be deemed to be a covenant or agreement of any director, officer, agent or employee of the Authority in his or her individual capacity, and no director or officer of the Authority executing a Bond shall be liable personally on such Bond or be subject to any personal liability or accountability by reason of the issuance of such Bond.
Section 11. Agreement Not Exclusive . This JPA Agreement shall not be exclusive and shall not be deemed to amend or alter the terms of other agreements between the City and the Parking Authority, except as the terms of this JPA Agreement shall conflict therewith, in which case the terms of this JPA Agreement shall prevail.
Section 12. Accounts and Reports . All funds of the Authority shall be strictly accounted for in books of account and financial records maintained by the Authority, including a report of all receipts and disbursements. The Authority shall establish and maintain such funds and accounts as may be required by generally accepted accounting principles and by each Indenture for outstanding Bonds (to the extent that such duties are not assigned to a trustee for owners of Bonds). The books and records of the Authority shall be open to inspection at all reasonable times by the City and the Parking Authority and their representatives.
A. Trustee Responsibilities. The Authority shall require that each Indenture provide that the trustee appointed thereunder shall establish suitable funds, furnish financial reports and provide suitable accounting procedures to carry out the provisions of such Indenture. Said trustee may be given such duties in said Indenture as may be desirable to carry out the requirements of this Section 12.
B. Audits. The Treasurer of the Authority shall cause an independent audit to be made of the books of accounts and financial records of the Authority in compliance with the requirements of the Act. Any costs of the audit, including contracts with, or employment of, certified public accountants or public accountants in making an audit pursuant to this Section 12 shall be borne by the Authority and shall be a charge against any unencumbered funds of the Authority available for that purpose.
C. Audit Reports. The Treasurer of the Authority, as soon as practicable after the close of each Fiscal Year, but in any event within the time necessary to comply with the requirements of the Act, shall file a report of the audit performed pursuant to Subsection B of this Section 12 as required by the Act and shall send a copy of such report to public entities and persons in accordance with the requirements of the Act.
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Section 13. Funds . Subject to the provisions of each Indenture for outstanding Bonds providing for a trustee to receive, have custody of and disburse funds which constitute Authority funds, the Treasurer of the Authority shall receive, have the custody of and disburse Authority funds pursuant to accounting procedures approved by the Board and shall make the disbursements required by this JPA Agreement or otherwise necessary to carry out the provisions and purposes of this JPA Agreement.
Section 14. Conflict of Interest Code . The Authority shall, by resolution, adopt a Conflict of Interest Code to the extent required by law. Such Conflict of Interest Code may be the conflict of interest code of the City, and by action of the Board in approving this JPA Agreement, the initial conflict of interest code is and shall be the City conflict of interest code.
Section 15. Breach . If default shall be made by the City or the Parking Authority in any covenant contained in this JPA Agreement, such default shall not excuse either the City or the Parking Authority from fulfilling its obligations under this JPA Agreement, and the City and the Parking Authority shall continue to be liable for the payment of contributions and the performance of all conditions herein contained. The City and the Parking Authority hereby declare that this JPA Agreement is entered into for the benefit of the Authority created hereby and the City and the Parking Authority hereby grant to the Authority the right to enforce by whatever lawful means the Authority deems appropriate all of the obligations of each of the parties hereunder. Each and all of the remedies given to the Authority hereunder or by any law now or hereafter enacted are cumulative and the exercise of one right or remedy shall not impair the right of the Authority to any or all other remedies.
Section 16. Notices . Notices to the City and the Parking Authority hereunder shall be sufficient if delivered to the City Manager of the City and the Executive Director of the Parking Authority.
Section 17. Withdrawal . Neither the Parking Authority nor the City may withdraw from this JPA Agreement prior to the end of the term of this JPA Agreement determined in accordance with Section 3.
Section 18. Effectiveness; Counterparts . This JPA Agreement shall become effective and be in full force and effect and a legal, valid and binding obligation of the Parking Authority and the City when each party has executed this JPA Agreement, including the authority to execute by counterparts.
Section 19. Severability . Should any part, term, or provision of this JPA Agreement be decided by the courts to be illegal or in conflict with any law of the State, or otherwise be rendered unenforceable or ineffectual, the validity of the remaining parts, terms or provisions hereof shall not be affected thereby.
Section 20. Successors; Assignment . This JPA Agreement shall be binding upon and shall inure to the benefit of the successors of the parties. Except to the extent expressly provided herein, neither party may assign any right or obligation hereunder without the consent of the other.
Section 21. Amendment of Agreement . This JPA Agreement may be amended by supplemental agreement executed by the Members at any time; provided, however, that this JPA Agreement may be terminated only in accordance with Section 3 hereof and, provided further, that 110
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such supplemental agreement shall be subject to any restrictions contained in any Bonds or documents related to any Bonds to which the Authority is a party.
Section 22. Form of Approvals . Whenever an approval is required in this JPA Agreement, unless the context specifies otherwise, it shall be given: (A) in the case of the Parking Authority, by resolution duly adopted by the Parking Authority Board; (B) in the case of the City, by resolution duly adopted by the City Council of the City; and (C) in the case of the Authority, by resolution duly adopted by the Board. Whenever in this JPA Agreement any consent or approval is required, the same shall not be unreasonably withheld, conditioned or delayed.
Section 23. Waiver of Personal Liability . No Board member, officer or employee of the Authority, the City or the Parking Authority shall be individually or personally liable for any claims, losses, damages, costs, injury and liability of any kind, nature or description arising from the actions of the Authority or the actions undertaken pursuant to this JPA Agreement, and the City shall defend such Board members, officers or employees against any such claims, losses, damages, costs, injury and liability. Without limiting the generality of the foregoing, no Board member, officer or employee of the Authority or of any Member shall be personally liable on any Bonds or be subject to any personal liability or accountability by reason of the issuance of Bonds pursuant to the Act and this JPA Agreement. To the fullest extent permitted by law, the Board shall provide for indemnification by the Authority of any person who is or was a member of the Board, or an officer, employee or other agent of the Authority, and who was or is a party or is threatened to be made a party to a proceeding by reason of the fact that such person is or was such a member of the Board, or an officer, employee or other agent of the Authority, against expenses, judgments, fines, settlements and other amounts actually and reasonably incurred in connection with such proceeding, if such person acted in good faith and in the course and scope of his or her office, employment or authority.
In the case of a criminal proceeding, the Board may provide for indemnification and defense of a member of the Board, or an officer, employee or other agent of the Authority to the extent permitted by law.
Section 24. Section Headings . All section headings contained herein are for convenience of reference only and are not intended to define or limit the scope of any provision of this JPA Agreement.
Section 25. Miscellaneous . This JPA Agreement may be executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument.
A. Authorized Designees. Where reference is made to duties to be performed for the Authority by a public official or employee, such duties may be performed by that person’s duly authorized deputy or assistant. Where reference is made to actions to be taken by the Parking Authority or the City, such action may be exercised through the officers, staff or employees of the Parking Authority or the City, as the case may be, in the manner provided by law.
B. Governing Law . This JPA Agreement is made in the State, under the Constitution and laws of the State and is to be construed as a contract made and to be performed in the State.
C. Entire Agreement . This JPA Agreement is the complete and exclusive statement of the agreement among the parties with respect to the subject matter hereof, which supersedes and merges all prior proposals, understandings, and other agreements, whether oral, 111
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written, or implied in conduct, between the parties relating to the subject matter of this JPA Agreement.
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IN WITNESS WHEREOF , the City and Parking Authority have caused this JPA Agreement to be executed and attested by their proper officers thereunto duly authorized, as of the day and year first above written.
CITY OF EASTVALE, a municipal corporation
By:
Christian Dinco, Mayor
Attest:
Marc A. Donohue, MMC, City Clerk
EASTVALE PARKING AUTHORITY, a public
body corporate and politic
By:
Christian Dinco, Chair
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AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.7
January
8, 2025
Approval of List of Projects for 2024-2029 Riverside County Comprehensive Economic Development Strategy Plan
Prepared By:
Alexander Fung, Economic Development Manager
Recommended Action(s)
Staff recommends that the City Council adopt a Resolu on to approve the proposed list of infrastructure and planning projects to be included in the 2024-2029 Riverside County Comprehensive Economic Development Strategy Plan.
Summary
The U.S. Economic Development Administra on (EDA) provides a wide variety of assistance and grants for local jurisdic ons to implement infrastructure and planning projects that are related to economic development. To qualify for EDA assistance and grants, a jurisdic on must adopt a Comprehensive Economic Development Strategy (CEDS) that includes the names of specific infrastructure and planning projects.
The County of Riverside adopts a CEDS Plan every five years and is in the process of developing the 2024-2029 CEDS. Staff members from the Riverside County Office of Economic Development has kindly requested Riverside County ci es to include relevant projects and programs that may be eligible for exis ng and future EDA funding. As a result, city staff is reques ng the City Council to review and approve a proposed list of infrastructure and planning projects to be included in the 2024-2029 Riverside County CEDS Plan.
Background
In the 2019-2024 Riverside County CEDS Plan, the City provided one project to be included in the document, which was the Limonite Gap Closure Project. Examples of other projects that were 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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adopted in the 2019-2024 Riverside County CEDS Plan include Murrieta’s Innova on Center and Moreno Valley’s Citywide Broadband Installa on Project. Once the plan is adopted by the Riverside County Board of Supervisors, County staff will include a brief update to amend the document every two years. During those updates, Riverside County ci es will be given another opportunity to update their respective lists of local projects.
Analysis
A@er reviewing the City’s Capital Improvement Plan and General Plan, in addi on to consul ng with the Business and Development Success Ad-Hoc CommiBee, staff proposes to include the following projects in the 2024-2029 Riverside County CEDS:
Chandler Area Specific Plan
Developing a Specific Plan to guide the development and enhancement of the Chandler Neighborhood in Eastvale. The Specific Plan will provide detailed guidance for future development in the Chandler Area, increase development poten al by crea ng more certainty for residents, developers, businesses, and stakeholders, and include various opportunities for public involvement.
Citrus Property Feasibility Study
Conduc ng a feasibility study for the City’s 22-acre Citrus Property in accordance with the City’s 2040 General Plan, which would transform the Citrus Property into a community gathering hub that includes various amenities such as event spaces, park spaces, and other open space uses.
Civic Center Project
A project to construc on a new City Hall, a new Library, and a new Police Sta on located in the southeast quadrant of the Leal Master Plan. The Library will be operated by the County of Riverside Library System and the Police Sta on will be operated by the Riverside County Sheriff’s Office. The Civic Center will be a community-serving and welcoming place where people can connect and prosper.
Hamner Avenue Beautification Project
Design and install landscape median along Hamner Avenue between 65th Street and Schleisman Road to close the gap of landscape median along Hamner Avenue within the City limits. The project is estimated to start after Hamner Avenue Traffic Signal is synchronized.
Improvement of Trail Network Connectivity
Design and construc on of nearly five miles of trails running along Scholar Way and Harrison Avenue, u lizing excess right-of-way rather than impac ng vehicle circula on/travel lanes. The project will provide dedicated space for people to bike and walk from northern City limits to the Santa Ana River trails, connecting to schools, parks, retail, and neighborhoods.
Public Works Yard Facility Project
Build a maintenance yard facility for City’s miscellaneous equipment and opera ons, which can support streets maintenance and other Public Works projects and initiatives.
Schleisman Road Mobility, Safety, and Connectivity Project Design and construc on of Schleisman Road between Hamner Avenue and Sumner Avenue to include all-inclusive, all ages and abili es Class I trail/pathways in exis ng roadway to enhance 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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mobility, safety, and connectivity.
Third Fire Station
A project to construct a Fire Sta on located in the southeast commercial quadrant of the Leal Master Plan. The Fire Sta on (to be operated by the Riverside County/CalFIRE) will provide service to the northern por on of the City of Eastvale within proximity to the Downtown Leal Project and immediate response to the residents and businesses adjacent to the I-15 Corridor.
Traffic Signal Improvement at Sumner Avenue and 68th Street Design and install traffic signals at the intersec on of Sumner Avenue and 68th Street, thereby increasing the capacity of the intersec on to handle traffic and reduce the number of poten al accidents.
Zoning Code Update
Update the City’s Zoning Code to promote community livability, balance the City’s development uses, and increase the efficiency of the City’s existing land use.
Environmental
Pursuant to Sec on 15378 of the California Environmental Quality Act (CEQA) Guidelines, organiza onal or administra ve ac vi es of governments that do not result in direct or indirect physical changes in the environment are not considered as CEQA projects.
Strategic Plan Action - Priority Level: N/A
| Target #: C
| Goal #: J
Including a list of infrastructure and planning projects in the 2024-2029 Riverside County CEDS Plan can allow the City to be qualified to apply for relevant EDA grants.
Fiscal Impact
Approving a list of projects to be included in the 2024-2029 Riverside County CEDS Plan does not result in any direct fiscal impacts.
Prior City Council/Commission Action
There were no prior City Council or Commission actions.
Attachment(s)
Attachment 1 - 2019-2024 Riverside County CEDS Plan
Attachment 2 - 2019-2024 Riverside County CEDS Plan (2021 Update) Attachment 3 - 2019-2024 Riverside County CEDS Plan (2023 Update) Attachment 4 - Resolution 25-XX
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COUNTY OF RIVERSIDE
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
2019-2024 Five Year Plan
INTRODUCTION
The Comprehensive Economic Development Strategy (CEDS) contribu tes to effective economic development in America’s communities and regions through a loca lly based, regionally driven economic development planning process. It is the cornerstone of the U.S. Economic Development Administration’s (USEDA) programs. Regions must update their CE DS to qualify for EDA assistance under its Public Works and Economic Adjustment Assis tance Programs. This document represents Riverside County’s 2019/2024 Five Year Plan.
Riverside County covers nearly 7,300 square miles and includes five distinct regions: Northwest, Southwest, Hemet-San Jacinto Valley, the San Gorgonio Pass Area , and Eastern, including the incorporated cities and unincorporated areas within each region . To appropriately address the economic development needs in these regions, they are defined e conomically, politically, geographically, and environmentally. As in all communities, each region contains areas of wealth as well as distinct pockets of poverty. The explosive population growth in several regions presents significant strain on the existing infrastructure, increasing the need for services to those that need it most.
This document is intended to help create new jobs, foster stabl e and diversified economies with high wages, and increase capital investment, thereby improving the living conditions and creating economic resilience throughout each of these various regions of Riverside County. In addition, it will coordinate the efforts of organizations, local governments , and private industry involved with economic and workforce development. The representatives on this committee have been selected to represent all major interests to ensure that viewpoints of a ll facets of the community are considered and to take advantage of local demographics, experti se and resources for program design and implementation.
VISION
Riverside County remains fortunate to have a variety of abundan t natural resources, an ideal geographic location in the heart of Inland Southern California, a diverse and hard-working labor force, and a longstanding tradition of progressive leadership. Managed wisely by communities working together, these key assets hold vast potential to enhan ce the quality of life throughout the entire county. Recognizing that distressed communities exis t, our potential to create wealth and resources increases through involvement in this comprehensi ve economic development strategy.
While agriculture had been the traditional foundation of the Ri verside County economy, a transition is well underway toward a more urban way of life wit h a multi-faceted economy. This change is being driven in part by demographic, economic, and po litical forces at the regional, state, and national levels. However, Riverside County residents , through their elected representatives, will make the key local decisions to shape the future of Riverside County, differentiating it from surrounding countries in character, heritage, and quality of life. 117
2 The establishment of a vision for this strategy provides an essential direction and definable target.
A clear vision is necessary to not only shape the plan, but to motivate a long-term commitment to the plan and its implementation. The following vision statement is what we strive for in building our model community and government organization.
Riverside County Economic Development Agency (EDA) is the leade r in making the region a destination where people are proud to live, work, and play. EDA strives to achieve higher paying jobs, a world-class education, quality housing, culturally rich activities, and safe, healthy communities for every Riverside County resident.
REGIONAL OVERVIEW
Northwest Region
The Northwest portion of Riverside County is clearly the largest region in terms of population and contains the county’s three largest cities: Riverside, Corona a nd Moreno Valley. It also includes the cities of Eastvale, Jurupa Valley, Norco, and Perris, along with the unincorporated communities of Home Gardens, Highgrove, and Mead Valley.
The Northwest Region provides excellent transportation access by way of Interstates 15 and 215 and State Routes 60 and 91. The region is served by Ontario Int ernational Airport and the ports of Long Beach and Los Angeles. A wide range of workforce skill levels, a strong higher education system, and a principal location for providing services have ma de this region one of the fastest growing areas of Riverside County. However, transportation, water distribution, and flood control infrastructure improvements are needed in the unincorporated areas.
The Northwest Region has the largest concentration of industry in the County, including a large distribution and manufacturing base for Southern California. The Northwest Region has diversified into many clusters, such as logistics, business and information services, and high-tech development. These industries are compatible with the type of l abor skills available in the region and can utilize the transportation assets. Overall, the primary issue in this region is the design and funding to support infrastructure development. This issue i s especially apparent in the unincorporated areas that need transportation, water distribution, and flood control improvements.
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3 Southwest Region
The Southwest Region of Riverside County covers the cities of Canyon Lake, Temecula, Murrieta, Lake Elsinore, Wildomar, and Menifee, along with the unincorpor ated communities of Aguanga, Anza, French Valley, Lakeland Village and the Wine Country.
The Southwest Region has been a pr ime location for services and other office uses. In addition, the region has experienced growth in the medical device industr y manufacturing cluster. The region has skilled labor, quality schools, a wide range of hous ing, and numerous commercial services that combine to create a desirable location for residents to live. One of the region’s most popular attractions is the Temecula Valley Wine Country, spanning over 1,300 acres of vineyards.
Several of the wineries offer resort-type spas, bed and breakfa st-style hotels, and host wedding parties, as well as nationally acclaimed jazz entertainment events. However, to accommodate the development of these industries, the region needs to address the issue of traffic congestion. Over the past decade, the Southwest Region has experienced an intens e increase in population growth, making traffic the most significant challenge in the re gion. Because of the Southwest Region’s business climate, available workforce, and quality of life, the best industry clusters for this region include healthcare and biotechnology, professional services, travel and tourism, and suppliers to these industries.
Hemet-San Jacinto Valley Region
The Hemet-San Jacinto Valley Region covers the Hemet and San Ja cinto Valley portion of Riverside County including the cities of Hemet and San Jacinto. This plan covers the unincorporated communities of Nuevo, Homeland, Romoland, Valle Vista, Idyllwild, and Winchester.
The Interstate 215 Corridor, currently undergoing a plethora of economic activity, links this region to the Southwestern and Western Regions of Riverside County. Th is region includes an abundance of some of the most affordable industrial land in Inl and Southern California but does not have a distinct competitive edge to produce high-tech products such as the Western and the Southwestern regions. However, with its abundance of affordable land coupled with good transportation routes, it is a key region for manufacturing and its supply chain. The top priority for this region is to improve the infrastructure availability for b usiness attraction. Strategies to increase local job creation and improvements to the infrastruct ure system will allow residents access to a wide range of job opportunities within their region . The planned improvements to State Highway 79, included in the Community and Environmental T ransportation Acceptability Process (CETAP), will help to provide an impetus for developmen t in this region by making the area more accessible to Interstate 10 and 15.
San Gorgonio Pass Region
The San Gorgonio Pass Region of Riverside County covers the cities of Calimesa, Banning, and Beaumont, along with the unincorporated communities of Cabazon, Cherry Valley, and Whitewater.
The Pass Region is currently experiencing a phenomenal growth r ate. These new residents will bring with them the need for new municipal services, as well as the potential for new investments in business ventures expanding the local economy and creating jobs. Expanded destination retail operations adjacent to the Desert Hills Premium Outlets and the expanded Morongo Hotel and Casino will provide jobs. The proximity to Interstate 10, as well as rail lines, also makes the Pass Region attractive to distribution and large-scale industrial uses. Upgraded overpasses to provide relief from increased vehicular and rail traffic is needed if the area is to keep up with its continued 119
4 growth. Additionally, infrastructure improvements like roads, s ewer, and flood control are crucial to the sustained economic growth and public safety of the community.
Eastern Region (Coachella and Palo Verde Valleys)
The eastern region is geographically the largest, covering more than two-thirds of Riverside County. It stretches from the windmills at the entrance to the Coachella Valley, south to the Salton Sea, and east to the Colorado River and Arizona state line. The Coachella Valley includes the cities of Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs and Rancho Mirage. The Coachella Valley al so covers the unincorporated communities of Bermuda Dunes, Desert Edge, Indio Hills, Mecca, North Shore, Oasis, Sky Valley, Desert Palms, Thermal, Thousand Palms and Vista Santa Rosa. East of the Coachella Valley are the unincorporated communities of Chiriaco Summit and Desert Ce nter. The Palo Verde Valley area includes the City of Blythe and the unincorporated communities of Mesa Verde and Ripley.
The eastern region offers potential for industries and companie s that desire a location between the major markets of the Los Angeles and Phoenix metropolitan areas.
Eastern Riverside County is the epicenter of renewable energy development. It is one of the three most productive wind energy areas in the state and is the largest federal solar energy zone in the country.
The eastern region’s economy is multi-faceted. In 2017, agricul tural crops in the eastern region were valued at over $592 million. The Coachella Valley has a booming tourism industry with world- class sports events such as the BNP Paribas Open tennis tournam ent and the LPGA ANA Inspiration golf tournament. The Coachella Valley Music and Art s Festival, the Stagecoach Country Music Festival and the Palm Springs International Film Festival draw hundreds of thousands of people to the region and have a significant econom ic impact. Native American resorts and gaming operations, along with the region’s nearly 1 25 golf courses, are also great attractions. In addition to tourism and hospitality, industries such as health services, environmental technology and light manufacturing remain important industry clusters.
The eastern region has excellent transportation access. Interst ate 10 links eastern Riverside County with Southern California and southern states. State Route 86 is a NAFTA freight corridor that links the Coachella Valley with Mexico. In recent years, significant investment has been made to improve six interchanges along the Interstate 10 Coachella V alley corridor. Additionally, the Coachella Valley is served by three airports: Palm Springs International Airport, Bermuda Dunes and Jacqueline Cochran Regional Airport. Union Pacific rail service also traverses the region.
Necessities for the eastern region include: water distribution, flood control facilities, sewer systems and road improvements. This region is experiencing rapi d population growth, and the development of quality jobs is needed to increase the jobs-to-housing balance.
I. SUMMARY BACKGROUND
California Unemployment
The state’s unadjusted unemployment rate was 4.5 percent in June 2018, down from 4.8 percent in June 2017. By contrast, the U.S. unemployment rate in June 2018 was 4.2 percent, down from
4.5 percent in June 2017. In June 2018, 303,592 people were rec eiving regular unemployment insurance benefits in California, down from 330,417 people in June 2017, and there were 47,027 new claims for unemployment insurance, up from 46,876 in the same period the year before. 120
5 California Employment Trends
According to the California Employment Development Department, 17,092,000 people in California held nonfarm payroll jobs in June 2018. Total seasonally adjusted civilian employment in California has risen to 18,527,300. Nine sectors posted gain s in jobs over the year, with professional and business services, leisure and hospitality, an d educational and health services posting the highest percentage growth.
RIVERSIDE COUNTY OUTLOOK
Population
The population in California has increased 0.8% from January 20 17 to January 2018, adding 308,720 persons for a total population of 39,809,693. In compar ison, the latest U.S. Census Bureau population estimates rank Riverside County as the tenth largest county in the nation. The county added 36,744 residents between July 2016 and July 2017, bringing its total to 2,423,266 people. Census data indicates a leading cause of the county’s g rowth has been migration from coastal areas including Los Angeles, Orange and San Diego count ies. By the year 2060, it is projected that Riverside County will be home to approximately 3.6 million people.
Riverside County
Population Projections
2020 2030 2040 2050 2060
2,500,975 2,857,496 3,159,599 3,400,372 3,596,588
Source: California Department of Finance
Unemployment Rate
As of June 2018, according to the State of California Employmen t Development Department, of the 1,077,000 people in the Riverside County labor force:
1,025,300 people are employed
51,700 people are not employed
The unemployment rate is therefore 4.8%, suggesting a natural r ate of unemployment in the county.
Employment Trends
According to the State of California Employment Development Dep artment, in 2017, 15.6% of Southern California’s jobs were in the Inland Empire. In 2017, the Inland area added 49,700 jobs for a total of 1,451,600 jobs in the Inland Empire. Total nonfa rm wage and salary employment in the Inland Empire is expected to grow 18.1% from 2014 to 2024, with the projected 233,000 jobs increasing employment to over 1.5 million by 2024. This rate of job growth is higher than the state of California as a whole.
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6 Commuting Patterns
Riverside County currently has a disproportionate housing-to-jo bs ratio with the net effect being a large commuter population leaving the area for employment in neighboring counties. It remains one of the primary goals of the County to facilitate developmen t and high-wage job creation to reduce the number of daily commuters, thereby improving the eco nomic base of the County and improving the quality of life for its residents. American Community Survey (ACS) 2009-2013 data shows that 2.7 Riverside County workers commute outside the Cou nty for every one that commutes into Riverside County. The ACS data also indicate 30.4 % of the County workforce commuted to the neighboring counties of Orange, San Bernardino, Los Angeles and San Diego for work. This pattern presents a significant impact on the tra nsportation infrastructure and the need for road improvements and alternative forms of transportation remains crucial.
Home Sales
According to CoreLogic June 2018 data, the median sales price f or a home in Riverside County was $380,000, significantly lower than neighboring Los Angeles, Orange and San Diego Counties. June’s median sales price represents a 7% increase from the previous year. However, RealtyTrac reports that 1 in every 1,164 housing unit is in som e stage of foreclosure. In comparison, the state foreclosure rate is 1 in every 1,776 housing units.
II. SWOT ANALYSIS
Various indicators suggest that there are positive economic tre nds in the Riverside County economy for 2018 and beyond including low unemployment, faster job growth, and increased foreign direct investment. Some of these indicators are the une mployment rate, job creation, the population/jobs balance, and the commuting patterns of Riverside County workers. The relatively affordable commercial and residential real estate located in Ri verside County remains the advantage over that of Los Angeles, Orange, and San Diego Counties. However, this advantage places a significant strain on the existing infrastructure to support continued population growth.
A. STRENGTHS
Convenient access to major Southern California markets, ports, air, etc. Available and relatively affordable developable land
Stable government
Large available workforce
Affordable residential real estate market
Family-oriented/ Younger population
Culturally diverse
Several higher education institutions and facilities
Comprehensive Emergency Management Plan
Access to tourism and recreation activities
B. WEAKNESSES
Job growth diversification
Less educated population (with respect to a college degree) Critical infrastructure needs
Region image
Pockets of extreme poverty
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7 C. OPPORTUNITIES
Flexibility of Workforce Innovation and Opportunity Act (WIOA) Educated Commuters
Population/Jobs Balance and Commuting Patterns
Expanded Broadband
Foreign Trade
D. THREATS
Lack of private investment/Venture capital
Continued drought
Regulatory Environment
Cost of Development
Ability to Adapt to Technological Changes
Long-Term Fiscal Obligations
III. STRATEGIC DIRECTION/ ACTION PLAN
PART I
The economic purpose of this CEDS is consistent with the vision of making Riverside County a place where people are proud to live, work and play. EDA strive s to accomplish this through investment, creation, and support of economic and community dev elopment projects, organizations, and programs throughout all regions of the count y. The following goals and objectives are necessary to help solve the economic problems of the region:
Goal #1: Increase access to high-paying jobs
Goal #2: Provide a world-class education
Goal #3: Provide quality housing,
Goal #4: Promote and provide culturally rich activities Goal #5: Enhance safe and healthy communities
Objectives
The following objectives are designed to achieve the goals necessary to achieve the stability and balance of a healthy community:
Implement and maintain a well-thought-out business attraction plan to bring in businesses that will complement the educational and skill base of the region’s workforce. Invest in and support development of green technology and clea n energy alternatives industry.
Collaborate with educational institutions and private industry to develop curriculums to educate and train workforce in emerging industries with long term growth and stability. Initiate policies and development standards that support and r eward water and energy conservation.
Expand the use of available information and communication tech nology to reduce travel on roadways (e.g. telecommuting, video-conferencing, purchasing over the internet, etc.). Continue to provide economic development support to the uninco rporated regions of the county through enhanced infrastructure, libraries, parks and re creation, fire, and law enforcement stations.
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8 IV. COMMUNITY AND PRIVATE SECTOR PARTICIPATION
To insure the CEDS reflects the interest of the community, the Workforce Development Board (WDB) Executive Committee was selected as the CEDS Strategy Com mittee (Appendix B) because the Board is comprised of community leaders and public officials from all regions of the county representing economic dev elopment, youth development, ed ucation, labor groups, and private individuals. This comprehensive planning effort involved extensive involvement in from the community and represents the County’s efforts to develop steady -state economic resilience initiatives.
Additionally, the County of Riverside participated in a series of workshops for the Advanced Manufacturing Partnership for Southern California (AMP SoCal) l ed by the USC Center for Economic Development. There was a total of 6 meetings, with each meeting held at the following:
1. Western Riverside County SWOT
Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Thursday, May 19, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway Riverside, CA 92518
Training Room
2. Eastern Riverside County SWOT
Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Monday, May 23, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street Indio, CA 92201
Conference Center-Room #402-402B
3. Western Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development Wednesday, June 1, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
4. Eastern Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development Thursday, June 2, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street
Indio, CA 92201
Conference Center-Room #402-402B
5. Identifying Implementation Projects (with funding identified or not) Thursday, June 9, 2017, 1 pm - 3 pm
Riverside County Administrative Center
5th Floor, Conference Room C
4080 Lemon Street
124
9 Riverside, CA 92501
6. Final Presentation
Tuesday, June 21, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
The meetings discussed economic development and infrastructure as it relates to Riverside County, conducted SWOT analyses on Riverside County’s Supplier Network, operational improvements and capital costs, trade and international investm ent, research and innovation, workforce and training, and infrastructure and site development, and conducted separate SWOT analyses for both Eastern and Western Riverside Counties. The C ounty acted as the Riverside County representative for the regional workforce board meetings, and a final report was published by the UC Riverside Center for Economic Development and Innovation (CEDI).
V. STRATEGIC ECONOMICALLY RESILIENT ACTIVITIES
As the region continues its economic recovery, there is a clear focus on economic resiliency, specifically insulating the region against downturns (i.e. the ability to avoid, withstand, and recover from economic shifts, natural disasters, the impacts of climate change, etc.). Both responsive and steady-state initiatives which strengthen those factors we alre ady have in place and developing those that we need to have in place will ensure the long-term s uccess, viability, and durability of the regional economy.
Business-Friendly Climate
The business climate characterizes the various conditions that render an area more favorable to business. To avoid downturns in industries that constitute a cr itical component of this region’s economic activity, one of the County’s main economic initiative s is focused on accelerating and growing small businesses by creating access to new sources of c apital for business owners that are having trouble securing conventional business loans. To tha t end, the Small Business Financial Assistance Program - Revolving Loan Fund (RLF) has be en established to provide businesses access to affordable capital for real property acqui sition, building improvements and renovations, equipment purchases, short-term working capital, and other eligible activities.
Business Retention and Expansion Program
The Local Workforce Development Board (WDB) provides business services through a Business Solutions Team that offers a full array of services beyond recruitments and job matching. A newer effort is the creation of Rapid Response teams to act as “Proac tive Intermediaries” through a Business Retention and Expansion program. This program is a str ategic layoff aversion strategy that allows a Business Retention and Expansion team to contact businesses and do an analysis that includes financial stability. Resources are then brought t ogether to retain jobs and the business. Follow-up is also conducted on referrals from cities or other partners if they have identified a struggling business. Core partners for this progra m include: Economic Development Organizations (City or County) and the Small Business Development Center. These are also the first responders when an appointment has been set up with a business.
125
10 Career Pathways
Preparing for careers and competing in the 21st Century means i ndividuals and industry must have a pathway for building a highly skilled workforce. Local p artnerships of adult education, workforce development, community colleges, Community Based Orga nizations (CBO), employers, and labor organizations are essential to successful career pathways and bridge programs. Creating career pathways that lead to sustainable car eers through combinations of participation in a Registered Apprenticeship program and /or earning college credit or a degree is one of the best ways to prepare a worker for a successful long- term career and ensures the industry has a highly skilled workforce.
The County advocates to ensure that career pathways developed i n the local area are based on the following evidence of best practices:
• Accelerated and integrated program models that shorten the time to a meaningful credential
• Robust and wraparound supportive services
• Coordination of Financial Aid and other benefits
• Employer-verified pathways and curriculum and potential job opportunities • Pathways for Under-Represented Populations
For Adults and Dislocated Workers, it is of importance to devel op career pathways strategies which align adult education, job training, higher education, ap prenticeship preparation, and Registered Apprenticeship programs to allow participants to obt ain progressive educational or occupational credentials even as they continue to seek employment.
Local high schools and community colleges are making student learning more relevant to regional industries and improving student success by teaching basic English, Math, and other skills in the real-life context of an industry or occupation. Credentialed “E arn and Learn” models, such as apprenticeships, are taking career pathways one step farther, a llowing workers to learn much of their new skills on the job.
Foreign Direct Investment and Trade
The impact of foreign direct investment on our economy is considerable. For instance, with 66,000 employees in the United States, Siemens (a German company) and its subsidiaries employ more people in the United States than Microsoft and Nike combined. I n a tight credit economy, the infusion of cash from abroad can help ailing U.S. businesses, a s well as fund new ventures that create jobs and stimulate the economy. The State of California should consider coordinating marketing campaigns and foreign direct investment missions abro ad for the benefit of local regions. Coupled with educational programs, links to resources and the support of the international trade community, the Inland Empire believes this will assist small and medium-sized companies to weather economic slowdowns. In addition, research also indicates that regions that have many export industries are more resilient to employment downturns.
Broadband Capacity
Communications and connectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Vall ey do not have adequate broadband capacity to support students and companies in their d aily needs to fully participate.
This “digital divide” impacts lives, the economy and the qualit y of life for all who live and work in 126
11 the Coachella Valley. The private sector alone cannot be depend ed upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partne rships to develop broadband capacity are possible to resolve this inequity primarily impacting distressed populations groups.
Establishment of state of the art bandwidth is an expensive pro position often costing in the tens or even hundreds of millions of dollars and providing hundreds of construction and technology jobs during the ramp up. The highest payback on massive broadba nd infrastructure is highly impactful in the areas of education, product development, logis tics, programming, and manufacturing.
Richard Graham, the former Mayor of Fort Wayne, Indiana and the author of “Performance is the Best Politics” analyzed the impact of establishing state of the art broadband in his 2009 article in Broadband Properties. Broadband is credited with attracting a 2 ,000 employee manufacturing plant, positively impacting the workforce, and inspiring expans ions of existing business in the article. It would be presumptuous to make projections on how mu ch impact state of the art broadband would have in underserved areas, but it is widely acc epted that broadband is now as important to business as transportation corridors, electrical power, and water.
Healthy Communities
Resilient societies are healthy societies: irrespective of where they are on the spectrum between under- and over-nutrition, an unhealthy population can hinder d evelopment and create large social and economic costs. The county is working on health init iatives as part of its broad economic development strategies.
Health is fundamental to one of the main inputs for economic development: human capital. Along with financial, intellectual, social, and political capital, development models rely on skilled, healthy individuals to make up much of its labor force. When you have a healthy population, economic benefits follow:
Half of the overall economic growth in the US during the last century is associated with improvements in population health.
1 A 10% reduction in heart disease mortality is estimated to be worth more than $3 trillion, and a 1% reduction in cancer mortality is estimated to be worth more than $400 billion to current and future generations.2
A 1 0‐year increase in life span is associated with an increase of 4. 5 percentage points in savings rates because healthier individuals with increased long evity are more concerned with future financial needs.3
1 Nordhaus WD. The Health of Nations: The Contribution of Improved Health to Living Standards. Cambridge, MA:
National Bureau of Economic Research, 2002.
2Murphy K, Topel R. Diminishing returns? The costs and benefits of improving health. Perspect Biol Med. 2003;46 (suppl 3):S108–S128.
3Bloom DE, Canning D, Graham B. Longevity and life‐cycle savings. Scand J Econ. 2003;105:319–338.
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12 Emergency Management
The "Riverside County Operational Area" is an intermediate level of the state emergency services organization consisting of the County of Riverside, all politic al subdivisions, and those special districts that have signed an agreement and become part of the Operational Area within the geographic boundaries of Riverside County. The "Riverside County Operational Area" is used for the coordination of emergency activities and to serve as the link in the system of communications and coordination between the state's emergency operation centers and the emergency operation centers of the county and the political subdivisions comprising the "Riverside County Operational Area". This will help protect against natural and man-made disa sters that otherwise could have disrupted the economic base of the region.
VI. EVALUATION FRAMEWORK
Once the Department of Commerce Economic Development Administra tion has approved the CEDS document, an annual report will be submitted to document t he progress on economic development activities, regardless of the source of funding and report on changing economic conditions. The County of Riverside asked local cities to submi t priority projects to be included into this CEDS report ( Appendix C ). These specific project summaries represent each community’s vision and goals with respect to its geographic reg ion and explain the regional economic impacts of the specific project as the jurisdiction’s highest priority.
PEFORMANCE MEASURES
The performance measurement tool will evaluate the regional post implementation of the CEDS in many economic and social criteria and provides information for the CEDS Annual Updates as required by US-EDA. The annual updates keep the strategic direction outlined in the CEDS current and relevant.
CEDS Performance Measurement Tool
Criteria Measurement Rating Outcome
Job Creation
1. Number of full
time jobs
created post
CEDS
Implementation
0-5
6-25
25-49
50-99
100+
-0-
1-3
4-6
7-9
10 2. Appropriateness
of jobs to local
workforce skill
and education
level.
Non-consistent
Somewhat
consistent
Consistent
Very Consistent
0-2
3-4
5-6
7-10
3. Pay scale of
jobs created
Minimum wage +
Living wage +
Skilled &
professional
0-3
4-6
7-10
4. Number of jobs
retained in
region
0-25%
26-49%
50-75%
0-2
3-4
5-6
128
13 (measured as a
percentage of
jobs created
post CEDS
implementation
and after one
year)
76-100% 7-10
Community Impact
5. Number and
types of
investments
undertaken in
the region
Infrastructure: water,
sewer, roads
Business: Office,
commercial, retail
Transportation: rail,
highway, airports
1-10
1-10
1-10
6. Changes in the
economic
environment of
the region.
Weak/shrinking local
economy- (decline in
jobs & tax revenue)
Stable economy-
(jobs and tax
revenue growing at
slow to moderate
rate)
Strong sustainable
economy- (jobs and
tax revenue growing
at above moderate
rate in industry that
is not volatile due to
market changes)
0-3
4-7
8-10
7. Amount of the
private sector
investment in
the region after
implementation
of the CEDS
(measured in
the new private
sector capital
investment in
dollars one-year
post CEDS
implementation).
0-50 million
51-99 million
>100 million
0-3
4-7
8-10
129
14 8. Community
Benefit
Improved quality of
life: increase in
schools
Revenue to support
new local
educational
programs
New arts and cultural
organizations,
institutes
10 Project Readiness and Capital Investment
9. Current status of
proposed
project
10. % of USEDA
Funding request
to total project
Cost
Conceptual phase-
Planning and design
Ready to construct
50%
25-40%
1-24%
0-3
4-6
7-10
0-3
4-6
7-10
TOTAL POINTS POSSIBLE 120
TOTAL PIONTS FOR THIS PROJECT
130
15 APPENDIX A
Riverside County Employment Data
Subject Percent
EMPLOYMENT STATUS
Population 16 years and over 1,782,752
Civilian labor force 1,067,758
Unemployment rate 11.3%
Females 16 years and over 903,103
Own children of the householder under 6
years
397,733
Own children of the householder 6 to 17
years
397,733
COMMUTING TO WORK
Workers 16 years and over 923,845
OCCUPATION
Civilian employed population 16 years
and over
946,798
Management, business, science, and arts
occupations
29.1%
Service occupations 21.3%
Sales and office occupations 25.1%
Natural resources, construction, and
maintenance occupations
11.4%
Production, transportation, and material
moving occupations
13.1%
INDUSTRY
Civilian employed population 16 years
and over
946,798
Agriculture, forestry, fishing and hunting,
and mining
1.6%
Construction 8.6%
Manufacturing 8.9%
Wholesale trade 3.1%
Retail trade 13.0%
Transportation and water housing and
utilities
5.8%
information 1.5%
Finance and insurance, and real estate
and rental and leasing
5.2%
Professional, scientific, and management,
and administrative and waste
management services
10.2%
Educational services, and health care and
social assistance
20.6%
Arts, entertainment, and recreation, and
accommodation and food services
11.4%
Other services, except public
administration
5.3%
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16 Public administration 4.9%
CLASS OF WORKER
Civilian employed population 16 years
and over
946,798
Private wage and salary workers 77.5%
Government workers 14.7%
Self-employed in own not incorporated
business workers
7.7%
Unpaid family workers 0.2%
INCOME AND BENEFITS (IN 2016 INFLATION-ADJUSTED
DOLLARS)
Total households 705,716
Less than $10,000 5.6%
$10,000 to $14,999 4.8%
$15,000 to $24,999 10.0%
$25,000 to $34,999 9.9%
$35,000 to $49,999 13.3%
$50,000 to $74,999 18.2%
$75,000 to $99,999 13.0%
$100,000 to $149,999 14.6%
$150,0000 to $199,999 6.0%
$200,000 or more 4.6%
PERCENTAGE OF FAMILIES AND PEOPLE WHOSE
INCOME IN THE PAST 12 MONTHS BELOW THE
POVERTY LEVEL
All families 12.8%
Married couple families 8.1%
Families with female householder, no
husband present
28.8%
All people 16.6%
Source: U.S. Census Bureau, 2012-2016 American Community Survey, Five Year Estimates NOTE. Although the American Community Survey (ACS) produces population, demographic, and housing unit estimates, it is the Census Bureau’s Population Es timates Program that produces and disseminates the official estimates of the population for the nation, states, counties, cities and towns and estimates of housing units for states and counties.
For more information on confidentiality protection, sampling er ror, non-sampling error, and definitions, see Survey Methodology.
Notes:
Employment and unemployment estimates may vary from the offici al labor force data released by the Bureau of Labor Statistics because of differenc es in survey design and data collection. For guidance on differences in employment and unemployment estimates from different sources go to Labor Force Guidance.
Workers include members of t he Armed Forces and civilians who were at work last week 132
17 The Census Bureau introduced an important sequence of labor fo rce questions in 2008 ACS questionnaire. Accordingly, we recommend using caution when making labor force data comparisons from 2008 or later with data from prior years. For more information on these questions and their evaluation in the 2006 ACS Content Te st, see the Evaluation Report covering Employment Status at
http://www.census.gov/acs/www/Downloads/methodology/content_test/P6a_Employmen t_S tatus.pdf and the "Evaluation Report Covering Weeks Worked" a t http://www.census.gov/acs/www/Downloads/methodology/content_test/P6b_Weeks_Wo rked_Final_Report.pdf. Additional information can also be found a t http://www.census.gov/hhes/www/laborfor/laborforce.html. Occupation codes are 4-digit codes and are based on Standard O ccupational Classification 2000
Industry codes are 4-digit codes and are based on the North Am erican Industry Classification System 2007. The Industry categories adhere to t he guidelines issues in Clarification Memorandum No. 2
“NAICS Alternate Aggregation Structure for Use by U.S. Statistical Agencies.
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18 APPENDIX B
Executive Committee Board Members
Jamil Dada (Chairperson), Provident Bank
Juan De Lara (Vice Chairperson), Federated Insurance
Diane Strand – JDS Video & Media Productions, Inc.
Layne Arthur, Balfour Beatty
Morris Myers, Mt. San Jacinto College Foundation
Francisca Ledoux Hernandez, Riverside Medical Clinic
Laurie Stalnaker, Central Labor Council, AFL-CIO
Mary Jo Ramirez, California Family Life Center
Sonia Nunez, McLane Foodservice
Rosibel Ochoa, University of California Riverside
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19 APPENDIX C
Regional Project List
PURPOSED DUNE PALMS ROAD STREET IMPROVEMENTS - CITY OF LA QUINTA Construct a second travel lane, curb and gutter, sidewalk and g arden walls on the east side of the street. Traffic congestion will be reduced, and public safety increased. - $1,800,000 REPLACE LOW WATER CROSSING – CITY LA QUINTA
The purpose of the proposed improvement is to replace the exist ing Low Water Crossing spanning the Whitewater River at Dune Palms Road with an “All W eather Crossing.” The proposed improvements will provide Coachella Valley motorists a nd pedestrians a safe path of travel across the Whitewater River regardless of adverse weathe r. The project will also provide reliable access for emergency vehicles. -$13,408,000
SENIOR RESIDENCE REHABILITATION - CITY OF LA QUINTA
Rehabilitate a 72-unit affordable apartment complex (interiors and exteriors) for seniors and adults with special needs, and upgrade the site to current City standards. In addition, 68 new affordable units will be constructed. The apartment units are affordable to extremely low and very-low income seniors. Site improvements will include ingress and egress, walkways, improved traffic circulation and storm water drainage improvements. -$48,260,099
SILVER ROCK RESORT INFRASTRUCTURE - CITY OF LA QUINTA
Purposed improvements to the Silver Rock Resort Infrastructure to include the installation and construction of all wet utilities and roadways. -$8,600,000
UPGRADE DRAINAGE IMPROVEMENTS - CITY OF LA QUINTA
Proposed improvements will prov ide upgraded drainage improvemen ts on a citywide basis.
Current priorities include improvements to the Eisenhower Drive and Washington Street corridors in accordance with the findings of the Focused Drainage Study. Future improvements will include improvements in the La Quinta Village area. -$7,319,730
LA QUINTA VILLAGE UPGRADE
The proposed improvements will convert the La Quinta Village in to a bicycle and pedestrian friendly, Complete Street atmosphere. The three major streets in the Village; Calle Tampico from Eisenhower Drive to Washington Street, Eisenhower Drive from Ca lle Tampico to Calle Sinaloa, and Calle Sinaloa/Avenue 52 from Eisenhower Drive to Washington Street; will be reduced from four lanes down to two lanes and include bicycle facilities and on-street parking. In addition, five roundabouts will be constructed in order to link the road diet segments together. -$9,604,542 AVENUE 50 EXPANSION (86 EXPRESSWAY TO INTERSTATE HIGHWAY 10) The project will consist of the following: 1) New interchange c onnector at the future extension of Avenue 50 and I-10, construct main entrance to new La Entrada housing community; 2) Replace the existing dry weather crossing with a bridge, that will prov ide year-round access to property 135
20 owners on either side of the creek, enabling access to SR-86S; 3) New interchange at Avenue 50 and 86 Expressway; - $120,000,000
CITY LIBRARY PROJECT - CITY OF COACHELLA
The construction of a new 15,000 square foot library building i n the beautiful downtown Pueblo Viejo District. The library will include space for meetings, conference rooms, reading garden and indoor café. - $15,000,000
PERMIT CENTER TENANT IMPROVEMENT PROJECT - CITY OF COACHELLA Installation of various improvements resulting from the purchas e and relocation of some City services to the DACE and corporate Yard facilities including: tenant improvements, repairs to the HVAC system, installation of new phone system, and installation of high speed fiber internet to serve the facility. - $3,500,00
DOWNTOWN INDIO DEVELOPMENT
Once known as the “Hub of the Valley,” Indio was originally the center for commerce, housing, and agriculture in the Coachella Valley. The downtown area was a reflection of this vibrancy in the early and middle parts of the last century but declined due to economic recessions and new commercial centers in other areas. In order to activate the are a and attract development in downtown, the City of Indio needs to acquire properties owned b y the Successor Agency to the former Redevelopment Agency; fund a building façade improvement program; convert an industrial property into an outdoor concert venue; and fund pop up and container projects to offer shopping and dining options to a large population of students, city/county workers, theater goers, and medical professionals and patients. - $6.5 million
INDIO PERFORMING ARTS CENTER RENOVATION
The Indio Performing Arts Center (IPAC) is the centerpiece of the City of Indio’s revitalization plan to create an arts and entertainment district in downtown. The 2 3,000 square-foot facility was originally built in the early 1990’s and has two movie theaters , a stage theater, a large meeting hall, bar, kitchen, offices and conference rooms. The facility requires major capital improvements including lighting, sound, flooring, interior renovations, and exterior upgrades. IPAC is home to one of the few remaining community theater companies in eastern Riverside County and is used by the College of the Desert for film classes during the week. - $5 million
CAMINO DEL NORTE- CITY OF INDIO
Final design and construction of missing segment of Camino Del Norte from Franklin Street to Elsinore Hills Road. This project will include installation of a traffic signal at the intersection of Franklin Street, Camino Del Norte, and Canyon Estates Drive. Re aligning Canyon Estates Drive and Canyon View Drive, South of Franklin. Camino Del Norte is designated as a four-lane arterial from Main Street to Old Franklin. The final design of this road way will enable the City to finalize the R/W take areas and proceed with construction of 2-lanes of Camino Del Norte to accommodate the Railroad Canyon interchange construction detour. -$4,108,295
136
21 SCOTT ROAD/BUNDY CANYON ROAD WIDENING - CITY OF MENIFEE Widen existing 2 lane road to 4 lane road from Haun Road to Wes tern City limits. Project will relocate existing utilities, acquire Right of Way, construct dr ainage improvements and Traffic signals.
MCCALL BLVD/I-215 INTERCHANGE - CITY OF MENIFEE
Widening of McCall bridge from 4 lanes to 6 lanes, improvements to on and off ramps, and street widening from Sun City Boulevard to Encanto Drive.
HAUN ROAD WIDENING - CITY OF MENIFEE
Widen existing 2 lane road to 4 lanes, including medians, ROW acquisition, sidewalks, and signals from La Piedra to Scott Road.
MURRIETA INNOVATION CENTER
The Murrieta Innovation Center is a business incubator run by t he City of Murrieta and is solely focused on bringing new biotech industries and businesses to the City. It is the cities former City Hall and as such, is in need of revitalization in order to func tion as a creative office space. The center has already brought the regions first Genomics Laboratory and is in the planning stages of the first Clinical Trial Lab in the region, with 7 biotech companies working in the space at this time.
Funding would be used for furniture, equipment and site re-facing. Project Cost - $250,000
MURRIETA DOWNTOWN PARKING
The City of Murrieta has an award winning Downtown Specific Pla n and new development has been gravitating toward the area since it was adopted in 2017. The challenge facing Murrieta’s Downtown is its lack of available parking. The project would i nclude the purchase of land in the downtown area and creation of a surface level parking lot to su pply the needed access to downtown. Project Cost $1,000,000
DOWNTOWN CONFERENCE AND TRAINING CENTER - CITY OF MURRIETA There is a dearth of sizeable conference space in the region an d this is keeping business from attracting in Southwest Riverside County. The proposed project would take City of Murrieta owned land and create a conference and business training center meant to utilize the cities central location for business events and workforce training. This proj ect would begin with a feasibility study and include development marketing and attraction. Project Cost - $250,000
TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT - CITY OF MURRIETA This project would bring in needed infrastructure development to support new business park and industrial development in the City of Murrieta. The vacancy rate for industrial buildings in the City has hovered near 1% for over 2 years and there is an immediate need for new construction. The development community has repeatedly cited lack of water/sewer infrastructure as a deterrent for construction. This project would bring infrastructure to the S outhwest Murrieta region and open up over 100 acres for development. Project Cost $3,000,000
KELLER ROAD INTERCHANGE - CITY OF MURRIETA
The Keller Road Interchange off of the I-215 will provide needed access to major medical centers like Kaiser Permanente, Loma Linda University Medical Center – Murrieta, and HealthSouth. This will also open up new development opportunities for the Keller Road corridor. 137
22 RIVERSIDE COUNTY SMALL BUSINESS FINANCIAL ASSISTANCE PROGRAM -
REVOLVING LOAN FUND
One of the County’s main economic initiatives is focused on acc elerating and growing small businesses by creating access to new sources of capital for bus iness owners that are experiencing difficulty securing conventional business loans. T o that end, the Small Business Financial Assistance Program - Revolving Loan Fund (RLF) has be en established to provide businesses access to affordable capital for real property acqui sition, building improvements and renovations, equipment purchases, short-term working capital, and other eligible activities.
TWENTY-NINE PALMS BAND OF MISSION INDIANS ECONOMIC DEVELOPMENT
MASTER PLAN
The Twenty-Nine Palms Indian Reservation is located in eastern Coachella Valley. The Coachella Reservation Section is located in line with transportation corridors (Interstate 10, Highway 86, and consists of 290 acres. The Tribe has the Spotlight 29 and Tortoise Rock Casinos, which employee over 800 full-time/part-time employees. Aside from gaming, the Tribe is looking to diversify its economic portfolio by performing a master planning and feasibility project to identify business and job creation opportunities, increase governmental capacity and infrastructure. An economic development planner is needed to develop a comprehensive econom ic planning strategy with tribal leadership, upper management and stakeholders.
EASTERN COACHELLA VALLEY WATER SUPPLY PROJECT
A large portion of the Eastern Coachella Valley groundwater bas in has levels of arsenic that exceed the MCL for drinking water. The costs for private pumpers to install Arsenic Treatment are prohibitive. Many mobile home parks in the Eastern Coachella Va lley receive their water from these private wells with high arsenic levels. Their cumulative populations are in the high thousands. These areas are considered to be disadvantaged commu nities. CVWD has determined that installation of water infrastructure along Avenue 66 and Pierce Street in the East Valley would allow many of these communities’ access to public drinking water infrastructure at an estimated cost of $20,000,000.
TEMECULA VALLEY ENTREPRENEURS EXCHANGE
Opened in November 2014, the City of Temecula’s “Temecula Valley Entrepreneur Exchange” is a technology incubator and regional business resource center th at fosters business growth and economic vitality for entrepreneurs. The incubator’s goal is to grow and strengthen the local technology sector to bring high-wage jobs to the area. The busi ness resource center provides general business workshops and consultations to assist business owners in starting and growing their business. The program is funded by the City of Temecula. The City has partnered with the Economic Development Coalition of Southwest California, Inland Empire Small Business Development Center, Temecula Valley Chamber of Commerce, Mt. San Jacinto College and Cal State San Marcos at Temecula for this program. Currently 12 tec hnology-focused startups are participating in the incubator program, and the resource center provides over 100 workshops annually. The facility is also home to the Temecula Higher Educ ation Center (THE Center) that opened in August 2014. THE Center is a partnership between the City of Temecula, California State University San Marcos and Mt. San Jacinto College, provid ing students with a seamless transition from the associate’s degree to the bachelor’s degree in Business Administration with all 138
23 coursework conducted on site, locked pricing, guaranteed time-t o-completion and collaborative cohort-based model.
MARCH HEALTHCARE DEVELOPMENT
The Campus Project, located at the southwest corner of Cactus A venue and Heacock Avenue with the boundary of the March Air Reserve Base, is California’s first destination wellness campus.
Spanning approximately 170 acres, when completed, the integrate d state of the art medical campus will include an acute care hospital, medical office buil dings, centers of excellence, a wellness center, a full senior care hospital, and non-medical r etail in a contemporary, attractive and pedestrian-friendly environment. The March Healthcare Campu s (Campus Project) represents a rare opportunity for Riverside County to invest in infrastrucutre, job creation and quality of life enhancement, by creating a local economic stimulus program focused on healthcare industry. The project would eliminate severe blight on the form er March Air Force Base (AFB), which currently has 41 vacant, dilapidated buildings on site.
Anticipated project cost: $2,482,667,750
Number of jobs: 3,018
COACHELLA VALLEY IHUB ACCELERATOR
The current Palm Springs Innovation Hub & Accelerator Campus in cludes more than thirty companies in nearly 50,000 square feet of incubation and acceleration facilities in Palm Springs.
Providing appropriate tenant spaces, testing facilities, commun ications infrastructure and other site improvements will be needed as successful companies gradua te into market-rate space in the community and new tenants are accepted into the program. In addition, the Coachella Valley recently received a federal planning grant to expand the Innova tion Hub program to other areas in the Coachella Valley focused on Advanced Manufacturing. It i s anticipated that another 40- 60,000 square feet in incubation and acceleration facilities will be added in the next 2-3 years. As this program expands with new facilities, infrastructure needs will increase to support the companies that are in the program. The cost to put the Palm Springs portion of the complex was roughly $5 Million over a 3-year period and the annual cost to operate the complex is $500,000 in 2014 dollars. A recent study by Dr. John Husing has project ed that over a 20-year period the collection of two Innovation Hubs and two Accelerator campuses will have the following economic impact.
-81 Graduated Companies in Operation
-$5.5 Billion Cumulative Revenue
-$1.1 Billion of Profits Generated
-3,544 Direct Jobs Created
-5,112 Direct and Indirect Jobs created
-$12.5 Billion in total economic activity*
*Includes payroll, value added activity, and revenue.
139
24 COACHELLA VALLEY BROADBAND CAPACITY
Communications and connectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Vall ey do not have adequate broadband capacity to support students and companies in their d aily needs to fully participate.
This “digital divide” impacts lives, the economy and the qualit y of life for all who live and work in the Coachella Valley. The private sector alone cannot be depend ed upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partne rships to develop broadband capacity are possible to resolve this inequity primarily impacting distressed populations groups.
Establishment of state of the art bandwidth is an expensive pro position often costing in the tens or even hundreds of millions of dollars and providing hundreds of construction and technology jobs during the ramp up. The highest payback on massive broadba nd infrastructure is highly impactful in the areas of education, product development, logis tics, programming, and manufacturing.
PALM SPRINGS ACCELERATOR CAMPUS
The City of Palm Springs Accelerator Campus can take a tremendo us step forward by adding sufficient photovoltaic solar panels to offset substantially al l of the electrical requirements of the Campus. Recent electric bills indicate that a 140-kilowatt phot ovoltaic system would serve to generate roughly 200,000 kilowatt-hours per year that would red uce the operating expenses of the Campus by roughly $60,000 per year. The estimated cost for this system is $450,000.
The installation of solar energy of this magnitude will provide jobs for about 10 people during the construction project and will allow the savings to be passed on to companies in the facility enabling them to deploy facilities dollars into human capital. It is est imated that the installation of solar panels will add to both the workforce and the bottom line of ac celerator campus clients and partially fund an onsite manager for the CViHub program.
SALTON SEA AUTHORITY PREFERRED PROJECT: A VISION FOR THE FUTURE-
RIVERSIDE COUNTY
The Salton Sea Authority’s project objective is to achieve the habitat restoration and air and water quality goals set out in State and Federal legislation, while s imultaneously meeting the needs of the residents of the region, local property owers, and civic leaders in the Imperial, Coachella and Mexicali Valleys. These interests desire a large, sustainable r ecreational lake with reduced odor that serves as a Catalyst for regional eocnomic development. This lake would also provide critical habitat values as it has in the past. Historically, the Salton Sea fish population has been an important food source for resident birds and those migrating along the Pacific Flyway. A variotion of the Authority’s proposed project design was considered as an alternative in thee sesparate Salton Sea restoration project feasibility studies that were co nducted concurrently by the Resources Agency of the State of California and the U.S. Bureau of Reclamation.
LIFE SCIENCES INCUBATOR
UC Riverside has allocated space and a plan to build out a Biot ech incubator with wet lab in the City of Riverside near the UCR campus. This has been a collabor ative effort beween the City, County, and UCR that is estimated to cost $2M to establish and run for three years before it becomes self-sustaining. This alignment of research, technology transfer, and entrepreneurship 140
25 will be futhered by the UCR Medical School. Collaboration with CSU San Bernardino’s “Alliance fo Technology Commercializaiton” will widen the impact of the i ncubator. Estimate for UCR Life Sciences Incubator: $4M.
SAN JACINTO RIVER LEVEE
The five-mile San Jacinto River Levee is a joint City of San Ja cinto/County of Riverside Flood Control and Water Conservation Agency project which will provid e all weather access into and out of the San Jacinto Valley by removing Sanderson Avenue, the Sanderson Avenue and Ramona Expressway interesection, and State Street form the San Jacinto River 100-year floodplain. The Levee will also reduce the amount of dairy and agricutlutural land affected by flooding that cause pollutants from these facilities to affect downstream receiving water. Finally, the project will constitute implementation of the 1975 Flood Co ntrol Master Plan for the Lower San Jacinto River Basin as well as allow the implementaion fo the City’s General Plan by making approximately 1,700 acres of agricultural land available for residential, commercial, and industrial development in the gateway area. The project design is nearing completion and the draft Environmental Impact Report is slated to be circulated by summe r 2014. Construction will take approximately 9 months to complete.
Anticpated project cost: $50 million
Number of jobs: 5,482
BACKBONE SEWER AND WATER SYSTEM
The San Jacinto Gateway backbone sewer and water system was des igned in the mid 2000’s.
The portion of the Gateway project lying north of the Casa Loma Syphon (MWD facility) and the future alignment of the Mid County Parkway is served by a syste m that was designed and approved by the Eastern Municipal Water District in 2007. The sewer system was sized to accept anticipated flows form the Gateway project at build-out. A wate r system was designed (12” diameter) in Ramona Expressway and terminates at Odell Avenue a s well. The proposed water system connects to an existing waterline in Sanderson Avenue. T hat portion of the Gateway project lying south of Casa Loma Syphon and Mid County Parkway is served by a system designed in Ramona Boulevard. The sewer system was designed for m the De Anza Lift Station, south in Sanderson Avenue and west in Ramona Boulevard. The Ram ona Boulevard system terminates at Warren Road. The Ramona Boulevard system is sized and designed at a depth to accommodate the Gateway project at build-out. A waterline was designed in Ramona Boulevard from Sanderson Avenue to Warren Road and was sized to accommodate the Gateway project at build-out as well. Waterline interconnections were designed bet ween Ramona Expressway and Ramona Boulevard at Cawston Avenue and Odell Avenue. Total proj ect is anticipated to be approximately $10 million.
COUNTY OF RIVERSIDE ECONOMIC DEVELOPMENT AGENCY (EDA)- NEW MEDICAL
OFFICE BUILDING (MOB)
Through a Public Private Partnership “P3” project, the EDA successfully negotiated and obtained Board approval for leases for the planning and construction of a 200,000 ambulatory surgery MOB. The MOB will be located adjacent to the Riverside Universi ty Health System’s Medical Center in Moreno Valley, California. The MOB will include an ambulatory surgery center, diagnostics, rehabilitation center, cardiology unit and pharmac y. The services will be providing 141
26 integrated care to the community. The LEED Silver project is sc heduled for completion in the 4th quarter of 2019. $152,000,000
RIVERSIDE ExCITE INCUBATOR EXPANSION
Riverside ExCITE is a unique incubation/acceleration program cr eated in collaboration between business leaders, local government with representatives from bo th the City and County of Riverside, and local research university at UC Riverside. River side ExCITE is organized for the purpose of facilitating the successful incubation and acceleration of start-up companies engaged in entrepreneurial research and development of advanced technol ogies with the intent to create high technology jobs in the County of Riverside. By providing a location for business synthesis, mentorship and management; access to financial resources and information; access to marketing and professional services; and technology transfer from domesti c and foreign universities, organizations and governments this unique operation will increa se successful start-ups in the region.
Riverside ExCITE incubator is a private non-profit entity that operates in a county-owned facility that it has outgrown due to tech companies desiring to locate in the space and the addition of co- working space. ExCITE will be relocating to a nearby county-owned facility in downtown Riverside that needs rehabilitation and general cleanup. Additionally, th e facility lacks broadband capacity to serve high tech companies. The request for funding from U.S. EDA will be approximately half the cost of total project which includes construction and insta llation of the fiber network to the building and furniture and equipment needed to operate the incubator/accelerator.
Total project cost $1,000,000. Request from U.S. EDA - $500,000
THE NORTH SHORE YACHT CLUB HARBOR REHABILITATION PROJECT We propose the rehabilitation of the marina connected to the No rth Shore Yacht Club on the northeast shore of the Salton Sea. Due to lower sea elevations, accumulations of mud and silt, and marina disrepair, there are no launch points for federal an d state research vessels thus harming their ability to meet their mandated monitoring and reporting requirements.
The goal of the project is to restore accessible boat launching to the Salton Sea for public agencies. In the future this restored access will also eventual ly facilitate recreation and boat access to the sea for local communities and tourists. -$448,148.80
EDA RIVERSIDE STUDIOS
The Economic Development Agency is renovating a vacant 48,706 s quare foot building into a new film studio in Riverside, CA. The project will feature the construction of a variety of film sets to foster careers in the film-making industry for local college students as well as provide state-of- the-art multi-media production technology for studio professionals. The scope includes new office space, sound sets, prop storage, security, flooring, HVAC and code upgrades. When completed, the studio will be able to accommodate post-production work to further attract and incentivize foreign and domestic film industry businesses to film in Riverside County. $2,890,000
WESTERN EMERGENCY OPERATIONS CENTER RENOVATION
The project consists of 16,826 square foot office building reno vation in the City of Riverside to establish a new Western County Emergency Operation Center (EOC). The new EOC would serve to provide coordinated coverage and management for first respon der agencies throughout Riverside County in emergent and catastrophic events. Resident s and businesses throughout 142
27 the County will benefit through improved public safety. The bu ilding will also serve to house administrative functions of EMD and will be improved accordingly. $7,000,000
MORENO VALLEY (MV) FLEET SERVICES GARAGE
The MV Fleet Auto Shop project is located at the current Fleet Services site at 25241 Cottonwood Avenue in Moreno Valley, California. In addition to the existin g auto shop, a new 55’x125’ environmentally friendly service facility will be added on the property for general automotive repairs and will contain two offices, a break room, and two res trooms; parts display/storage, equipment storage and three repair bays. The new auto shop will allow for increased efficiency and faster turnaround time on automotive repairs for vehicles t hat are used to service the public throughout the County. The project will also include site upgrades, including: street improvements, expansion of paved areas for fleet logistics, interior remodel of existing building, and associated utility upgrades. $4,322,271
TRANSPORATION AND LAND MANAGEMENT AGENCY (TMLA) PUBLIC LAND USE
PERMITTING SERVICES RENOVATION PROJECT
The project will renovate the 5,000 square foot public lobby po rtion of the 9th floor of the County Administrative Center (CAC) to create a more welcoming and func tional environmental for permitting customers. This project will provide TLMA with more w o r k s t a t i o n s a n d i m p r o v e d facilities in the public lobby area where plan check and permit ting services are delivered. Along with wall and ceiling paint, HVAC, electrical, and voice/data infrastructure, the installation of new systems furniture and carpet will be installed throughout the f loor to properly integrate the renovated lobby space. The total project area is approximately 17,000 square feet. $809,140
MORENO VALLEY BUSINESS INNOVATION AND CAREER CENTER/LIBRARY The Moreno Valley Business Innovation and Career Center (BICC)/ Library is a 65,000 square foot joint use facility. The BICC/Library will serve as the new home of the City’s existing Employment Resource Center and will serve as the new epicenter of workforce development services, Career and Technical Education (CTE) training, job re cruitment activities and small business development programming. The space will feature classr oom spaces, meeting rooms, computer labs, a business incubator, conference space, co-worki ng spaces and partner offices.
The BICC will be located within the City’s new Main Library. The project is located with the City’s
25.2 acre Civic Center area which encompasses the City Hall, Po lice Station, Conference and Recreation Center and outdoor Amphitheater and Park project. Th e total cost for the BICC and City Main Library is estimated at $20,000,000.
143
COUNTY OF RIVERSIDE
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
2019-2024 Five Year Plan
2021 Annual Update
INTRODUCTION
The Comprehensive Economic Development Strategy (CEDS) contributes to effective economic development in America’s communi ties and regions through a locally based, regionally driven economic development planning process. It is the cornerstone of the U.S. Economic Development Administration’s (USEDA) programs. Regions must update their CEDS to q ualify for EDA assistance under its Public Works and Economic Adjustment Assistance Programs. This document represents Riverside County’s 2019/2024 Five Year Plan.
Riverside County covers nearly 7,208 square miles and includes five distinct regions: Northwest, Southwest, Hemet-San Jacinto Valley, the San Gorgonio Pass Area , and Eastern, including the incorporated cities and unincorporated areas within each region. To appropriately address the economic development needs in these regions, they are defined economically, politically, geographically, and environmentally. As in all communities, each region contains areas of wealth as well as distinct pockets of poverty. The explosive population growth in several regions presents significant strain on the existing infrastructure, increasing the need for services to those that need it most.
This document is intended to help create new jobs, foster stable and diversified economies with high wages, and increase capital investment, thereby improving the living conditions and creating economic resilience throughout each of these various regions of Riverside County. In addition, it will coordinate the efforts of organizations, local governments, and private industry involved with economic and workforce development. The representatives on this committee have been selected to represent all major interests to ensure that viewpoints of all facets of the community are considered and to take advantage of local demographics , expertise and resources for program design and implementation.
VISION
Riverside County remains fortunate to have a variety of abundant natural resources, an ideal geographic location in the heart of Inland Southern California, a diverse and hard -working labor force, and a longstanding tradition of progressive leadership. Managed wisely by communities working together, these key assets hold vast potential to enhance the quality of life throughout the entire county. Recognizing that distressed communitie s exist, our potential to create wealth and resources increases through involvement in this comprehensive economic development strategy.
While agriculture had been the traditional foundation of the Riverside County economy, a transition is well underway toward a more urban way of life with a multi -faceted economy. This change is being driven in part by demographic, economic, and political f orces at the regional, state, and national levels. However, Riverside County residents, through their elected 144
2 representatives, will make the key local decisions to shape the future of Riverside County, differentiating it from surrounding countries in character, heritage, and quality of life.
The establishment of a vision for this strategy provides an essential direction and definable target.
A clear vision is necessary to not only shape the plan, but to motivate a long-term commitment to the plan and its implementation. The following vision statement is what we strive for in building our model community and government organization.
Riverside County Economic Development (ED) is the l eader in making the region a destination where people are proud to live, work, and play. ED strives to achieve higher paying jobs, a world- class education, quality housing, culturally rich activities, and safe, healthy communities for every Riverside County resident.
REGIONAL OVERVIEW
Northwest Region
The Northwest portion of Riverside County is clearly the largest region in terms of population and contains the county’s three largest cities: Riverside, Corona and Moreno Valley. It also includes the cities of Eastvale, Jurupa Valley, Norco, and Perris, along with the unincorporated communities of Home Gardens, Highgrove, and Mead Valley.
The Northwest Region provides excellent transportation access by way of Interstates 15 and 215 and State Routes 60 and 91. The region is served by Ontario I nternational Airport and the ports of Long Beach and Los Angeles. A wide range of workforce skill levels, a strong higher education system, and a principal location for providing services have made this region one of the fastest growing areas of Riverside County. However, transportation, water distribution, and flood control infrastructure improvements are needed in the unincorporated areas.
The Northwest Region has the largest concentration of industry in the County, including a large distribution and manufacturing base for Southern California. The Northwest Region has diversified into many clusters, such as logistics, business and informatio n services, and high -tech development. These industries are compatible with the type of labor skills available in the region and can utilize the transportation assets. Overall, the primary issue in this region is the design 145
3 and funding to support infrastru cture development. This issue is especially apparent in the unincorporated areas that need transportation, water distribution, and flood control improvements.
Southwest Region
The Southwest Region of Riverside County covers the cities of Canyon Lake, Temecula, Murrieta, Lake Elsinore, Wildomar, and Menifee, along with the unincorporated communities of Aguanga, Anza, French Valley, Lakeland Village and the Wine Country.
The Southwest Region has been a prime location for services and other office uses. In a ddition, the region has experienced growth in the medical device industry manufacturing cluster. The region has skilled labor, quality schools, a wide range of housing, and numerous commercial services that combine to create a desirable location for residents to live. One of the region’s most popular attractions is the Temecula Valley Wine Country, spanning over 2,460 acres of vineyards.
Several of the wineries offer resort-type spas, bed and breakfast-style hotels, and host wedding parties, as well as nationally acclaimed jazz entertainment events. However, to accommodate the development of these industries, the region needs to address the issue of traffic congestion. Over the past decade, the Southwest Region has experienced an intense increase in populati on growth, making traffic the most significant challenge in the region. Because of the Southwest Region’s business climate, available workforce, and quality of life, the best industry clusters for this region include healthcare and biotechnology, professio nal services, travel and tourism, and suppliers to these industries.
Hemet-San Jacinto Valley Region
The Hemet -San Jacinto Valley Region covers the Hemet and San Jacinto Valley portion of Riverside County including the cities of Hemet and San Jacinto. Thi s plan covers the unincorporated communities of Nuevo, Homeland, Valle Vista, Idyllwild, and Winchester.
The Interstate 215 Corridor, currently undergoing a plethora of economic activity, links this region to the Southwestern and Western Regions of Rivers ide County. This region includes an abundance of some of the most affordable industrial land in Inland Southern California but does not have a distinct competitive edge to produce high-tech products such as the Western and the Southwestern regions. However , with its abundance of affordable land coupled with good transportation routes, it is a key region for manufacturing and its supply chain. The top priority for this region is to improve the infrastructure availability for business attraction. Strategies t o increase local job creation and improvements to the infrastructure system will allow residents access to a wide range of job opportunities within their region . The planned improvements to State Highway 79, included in the Community and Environmental Tran sportation Acceptability Process (CETAP), will help to provide an impetus for development in this region by making the area more accessible to Interstate 10 and 15.
San Gorgonio Pass Region
The San Gorgonio Pass Region of Riverside County covers the cities of Calimesa, Banning, and Beaumont, along with the unincorporated communities of Cabazon, Cherry Valley, and Whitewater.
The Pass Region is currently experiencing a phenomenal growth rate. These new residents will bring with them the need for new municipal services, as well as the potential for new investments in business ventures expanding the local economy and creating jobs. Expanded destination retail operations adjacent to the Desert Hills Premium Outlets and the expanded Morongo Hotel and Casino will provide jobs. The proximity to Interstate 10, as well as rail lines, also makes the Pass Region attractive to distribution and large-scale industrial uses. Upgraded overpasses to provide 146
4 relief from increased vehicular and rail traffic is needed if the area is to keep up with its continued growth. Additionally, infrastructure improvements like roads, sewer, and flood control are crucial to the sustained economic growth and public safety of the community.
Eastern Region (Coachella and Palo Verde Valleys)
The eastern region is geographically the largest, covering more than two -thirds of Riverside County. It stretches from the windmills at the entrance to the Coachella Valley, south to the Salton Sea, and east to the Colorado River and Arizona state line. The Coachella Valley includes the cities of Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Pal m Desert, Palm Springs and Rancho Mirage. The Coachella Valley also covers the unincorporated communities of Bermuda Dunes, Desert Edge, Indio Hills, Mecca, North Shore, Oasis, Sky Valley, Desert Palms, Thermal, Thousand Palms and Vista Santa Rosa. East of the Coachella Valley are the unincorporated communities of Chiriaco Summit and Desert Center. The Palo Verde Valley area includes the City of Blythe and the unincorporated communities of Mesa Verde and Ripley.
The eastern region offers potential for indu stries and companies that desire a location between the major markets of the Los Angeles and Phoenix metropolitan areas.
Eastern Riverside County is the epicenter of renewable energy development. It is one of the three most productive wind energy areas in the state and is the largest federal solar energy zone in the country.
The eastern region’s economy is multi -faceted. In 2018, agricultural crops in the eastern region were valued at over $775 million. The Coachella Valley has a booming tourism industry with world- class sports events such as the BNP Paribas Open tennis tournament and the LPGA ANA Inspiration golf tournament. The Coachella Valley Music and Arts Festival, the Stagecoach Country Music Festival and the Palm Springs International Film Festiva l draw hundreds of thousands of people to the region and have a significant economic impact. Native American resorts and gaming operations, along with the region’s nearly 125 golf courses, are also great attractions. In addition to tourism and hospitality, industries such as health services, environmental technology and light manufacturing remain important industry clusters.
The eastern region has excellent transportation access. Interstate 10 links eastern Riverside County with Southern California and southern states. State Route 86 is a NAFTA freight corridor that links the Coachella Valley with Mexico. In recent years, significant investment has been made to improve six interchanges along the Interstate 10 Coachella Valley corridor. Additionally, the Coachella Valley is served by three airports: Palm Springs International Airport, Bermuda Dunes and Jacqueline Cochran Regional Airport. Union Pacific rail service also traverses the region.
Necessities for the eastern region include: water distribution, flood control facilities, sewer systems and road improvements. This region is experiencing rapid population growth, and the development of quality jobs is needed to increase the jobs-to-housing balance.
I. SUMMARY BACKGROUND
California Unemployment
The state’s unadjusted unemployment rate was 7.6 percent in April 2021, down from 16 percent in April 2020. By contrast, the U.S. unemployment rate in April 2021 was 6.1 percent, down from
14.8 percent in April 2020. In California there were 770,898 initial Unemployment claims in April 2021 compared to 384,748 in March and 2,354,590 in April 2020. 147
5 California Employment Trends
According to the California Employment Development Department, 16,248,20 people in California held nonfarm payroll jobs in April 2021. Total seasonally adjusted civilian employment in California rose to 17,378,100. Seven of California’s 11 industry sectors gained jobs in April. Leisure & Hospitality (+62,800) continued to have the state’s largest month -over increase thanks in large part to Full -Service Restaurants. Professional and Business Services (+19,000) also posted a large gain thanks to strength in Professional, Scientific, and Technical Services, as did Other Services (+10,500) with an increase in Personal Care Services.
RIVERSIDE COUNTY OUTLOOK
Coronavirus Response and Recovery
Riverside County has experienced significant economic disruption due to the COVID -19 pandemic. According to the California Employment Development Department Riverside in April 2020 the county’s employment dropped by 161,600 individuals from the pre -pandemic high in February 2020. The unemployment rate was 16%. The County in April 2021 has since regained 101,700 jobs but is still down nearly 60,000 jobs from the pre-pandemic high. In the county there were 1,184,513 initial claims for unemployment insurance ( UI) filed between the week ending March 21, 2020 and the week ending May 21 2021 with a total of 259,248 initial claims for Pandemic Unemployment Assistance (PUA).
Using UI initial claims data from week ending March 21 through week ending May 15 2021 shows that Accommodation and Food Services was by far the hardest hit industry followed by Health Care and Social Assistance, Retail Trade, Construction and Administrative Services rounding out the top five sector. .
NAICS Industry Sector Initial
claims
72 Accommodation and Food Services 158,055
62 Health Care and Social Assistance 98,978
44 Retail Trade 78,967
23 Construction 66,988
56 Administrative and Support and Waste Management and Remediation Services 61,269 31-33 Manufacturing 46,928
61 Educational Services 45,042
45 Retail Trade 37,603
71 Arts, Entertainment, and Recreation 34,863
81 Other Services (except Public Administration) 34,022 54 Professional, Scientific, and Technical Services 26,173 42 Wholesale Trade 24,957
49 Transportation and Warehousing 19,415
48 Transportation and Warehousing 18,491
11 Agriculture, Forestry, Fishing and Hunting 12,445
51 Information 11,213
53 Real Estate and Rental and Leasing 10,868
148
6 92 Public Administration 8,121
52 Finance and Insurance 6,839
55 Management of Companies and Enterprises 2,415
22 Utilities 567
21 Mining, Quarrying, and Oil and Gas Extraction 234
The pandemic shutdowns have created incredible damage throughout the county’s Economy, but we are beginning to see recovery. As stated earlier the county has regained 101,700 jobs and more than halved the unemployment rate high of 16%. Thankfully the foundation of the county’s economy remains strong and with the reopening of the state on June 15, 2021 with new efforts like our business now portal and renewed efforts we expect a full return soon.
Population
The population in California has decreased -0.5% from January 2020 to January 2021, losing - 182,083 persons for a total population of 39,466,855. The latest California Department of Finance population estimates rank Riverside County as the Fourth largest county in the State. The county added 13,734 residents between Jan 2020 and Jan 2021, bringing its total to 2,454,453 people.
Census data indicates a leading cause of the county’s growth has been migration from coastal areas including Los Angeles, Orange and San Diego counti es. By the year 2060, it is projected that Riverside County will be home to approximately 3.6 million people.
Riverside County
Population Projections
2020 2030 2040 2050 2060
2,449,299 2,728,068 2,933,038 3,059,095 3,129,833
Source: California Department of Finance
Unemployment Rate
As of April 2021, according to the State of California Employm ent Development Department, of the 1,099,100 people in the Riverside County labor force:
• 1,016,000 people are employed
• 83,200 people are not employed
The unemployment rate is therefore 7.6%, primarily due to the continued effects of the Covid-19 Pandemic and subsequent continuing shutdowns for the state and the county.
Employment Trends
Any discussion of the current state of Riverside County’s economic condition must first look at the impacts of the Covid-19 pandemics. The pandemics impact was immediate and sharp. Between February 2020 and May 2020 (the peak of Job loss) the unemployed in the county grew by 126,000. Leaving us with an un employment rate of 16% and a total of 172,800 people unemployed. The “good” news is the number of unemployed has been cut to a total of 83,200 and a rate of 7.6%. This is still well above the 4.7% rate of March 2020 (just prior to the shutdown) The industries sustaining the largest hits(year to year job loss) as of January 2021 have been in 149
7 the Leisure and Hospitality (57,600 jobs lost year over year), Government (21,900 jobs year over year), Manufacturing (11,400 Jobs lost), and Other Services (11,500 jobs lost). Retail trade is down 6,300 jobs.
Source: State of California Employment Development Department
According to the State of California Employment Development Department, Total nonfarm wage and salary employment in the Inland Empire is expected to grow 16.1% from 2016 to 2026, with the projected 242,800 jobs increasing employment to over 1.7 million by 2025. This rate of job growth is higher than the state of California as a whole. The pandemics destruction was not anticipated in that projection and what the final and lasting economic toll is still working its way through the system. While still solid the area’s economy is headed for unpredictable change.
Commuting Patterns
Riverside County currently has a disproportionate housing -to-jobs ratio with the net effect being a large commuter population leaving the area for employment in neighboring counties. It remains one of the pr imary goals of the County to f acilitate development and high -wage job creation to reduce the number of daily commuters, thereby improving the economic base of the County and improving the quality of life for its residents. US Census data shows that in 2018, 1.3 Riverside County workers commute outside the County for every one that commutes into Riverside County.
The Census data also indicates 49.8% of the County workforce commuted to the neighboring counties of Orange, San Bernardino, Los Angeles and San Diego for work. This pattern presents a significant impact on the transportation infrastructure and the need for road improvements and alternative forms of transportation remains crucial.
Home Sales
According to the California Association of Realtors April 2021 Data, the median sales price for a home in Riverside County was $ 545,500, significantly lower than neighboring Los Angeles, Orange and San Diego Counties. January’s Median sales price represents a 25.4% increase from 47,700
52,900
174,300
85,100
83,200
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
Riverside County Unemployed January 2020 to April 2021
95,200
172,800
172,800
46,800 51,700
150
8 the previous year. ATTOM data reports that 1 in every 6,272-housing unit is in some stage of foreclosure.
II. SWOT ANALYSIS
Various indicators suggest that there are positive economic trends in the Riverside County economy for 201 8 and beyond including low unemployment, faster job growth, and increased foreign direct investment. Some of these indicators are the unemployment rate, job creation, the population/jobs balance, and the commuting patterns of Riverside County workers. The relatively affordable commercial and residential real estate located in Riverside County remains the advantage over that of Los Angeles, Orange, and San Diego Counties. However, this advantage places a significant strain on the existing infrastructure to support continued population growth.
A. STRENGTHS
• Convenient access to major Southern California markets, ports, air, etc. • Available and relatively affordable developable land
• Stable government
• Large available workforce
• Affordable residential real estate market
• Family-oriented/ Younger population
• Culturally diverse
• Several higher education institutions and facilities
• Comprehensive Emergency Management Plan
• Access to tourism and recreation activities
B. WEAKNESSES
• Job growth diversification
• Less educated population (with respect to a college degree) • Critical infrastructure needs
• Region image
• Pockets of extreme poverty
C. OPPORTUNITIES
• Flexibility of Workforce Innovation and Opportunity Act (WIOA) • Educated Commuters
• Population/Jobs Balance and Commuting Patterns
• Expanded Broadband
• Foreign Trade
D. THREATS
• Lack of private investment/Venture capital
• Continued drought
• Regulatory Environment
• Cost of Development
• Ability to Adapt to Technological Changes
• Long-Term Fiscal Obligations
•
151
9 III. STRATEGIC DIRECTION/ ACTION PLAN
PART I
The economic purpose of this CEDS is consistent with the vision of making Riverside County a place where people are proud to live, work and play. ED strives to accomplish this through investment, creation, and support of economic and community development projects, organizations, and programs throughout all regions of the county. The following goals and objectives are necessary to help solve the economic problems of the region:
Goal #1: Increase access to high-paying jobs
Goal #2: Provide a world-class education
Goal #3: Provide quality housing,
Goal #4: Promote and provide culturally rich activities Goal #5: Enhance safe and healthy communities
Objectives
The following objectives are designed to achieve the goals necessary to achieve the stability and balance of a healthy community:
• Implement and maintain a well-thought-out business attraction plan to bring in businesses that will complement the educational and skill base of the region’s workforce. • Invest in and support development of green technology and clean energy alternatives industry.
• Collaborate with educational institutions and private industry to develop curriculums to educate and train workforce in emerging industries with long term growth and stability. • Initiate policies and development standards that support and reward water and energy conservation.
• Expand the use of available information and communication technology to reduce travel on roadways (e.g. telecommuting, video-conferencing, purchasing over the internet, etc.). • Continue to provide economic development support to the unincorporated regions of the county through enhanced infrastructure, libraries, parks and recreation, fire, and law enforcement stations.
IV. COMMUNITY AND PRIVATE SECTOR PARTICIPATION
To insure the CEDS reflects the interest of the com munity, the Workforce Development Board (WDB) Executive Committee was selected as the CEDS Strategy Committee (Appendix B) because the Board is comprised of community leaders and public officials from all regions of the county representing economic development, youth development, education, labor groups, and private individuals. This comprehensive planning effort involved extensive involvement in from the community and represents the County’s efforts to develop steady -state economic resilience initiatives.
Additionally, the County of Riverside participated in a series of workshops for the Advanced Manufacturing Partnership fo r Southern California (AMP SoC al) led by the USC Center for Economic Development. There was a total of 6 meetings, with each meeting held at the following:
1. Western Riverside County SWOT
152
10 Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Thursday, May 19, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway Riverside, CA 92518
Training Room
2. Eastern Riverside County SWOT
Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Monday, May 23, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street Indio, CA 92201
Conference Center-Room #402-402B
3. Western Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development Wednesday, June 1, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
4. Eastern Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development Thursday, June 2, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street
Indio, CA 92201
Conference Center-Room #402-402B
5. Identifying Implementation Projects (with funding identified or not) Thursday, June 9, 2017, 1 pm - 3 pm
Riverside County Administrative Center
5th Floor, Conference Room C
4080 Lemon Street
Riverside, CA 92501
6. Final Presentation
Tuesday, June 21, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
The meeting s discussed economic development and infrastructure as it relates to Riverside County, conducted SWOT analyses on Riverside County’s Supplier Network , operational improvements and capital costs, trade and int ernational investment, research and innovation, workforce and training, and infrastructure and site development, and conducted separate SWOT analyses for both Eastern and Western R iverside Counties. The County acted as the Riverside 153
11 County representative for the regional workforce board meetings, and a final report was published by the UC Riverside Center for Economic Development and Innovation (CEDI).
V. STRATEGIC ECONOMICALLY RESILIENT ACTIVITIES
As the region continues its economic recovery, there is a clear focus on ec onomic resiliency, specifically insulating the region against downturns (i.e. the ability to avoid, withstand, and recover from economic shifts, natural disasters, the impacts of climate change, etc.). Both responsive and steady-state initiatives which strengthen those factors we already have in place and developing those that we need to have in place will ensure the long-term success, viability, and durability of the regional economy.
Business-Friendly Climate
The business climate characterizes the various conditions that render an area more favorable to business. To avoid downturns in industries that constitute a critical component of this region’s economic activity, one of the County’s main economic initiatives is focused on accelerating and growing small businesses by creating access to new sources of capital for business owners that are having trouble securing conventional business loans. To that end, the Small Busin ess Financial Assistance Program - Revolving Loan Fund (RLF) has been established to provide businesses access to affordable capital for real property acquisition, building improvements and renovations, equipment purchases, short-term working capital, and other eligible activities.
Business Retention and Expansion Program
The Local Workforce Development Board (WDB) provides business services through a Business Solutions Team that offers a full array of services beyond recruitments and job matching. A newer effort is the creation of Rapid Response teams to act as “Proactive Intermediaries” through a Business Retention and Expansion program. This program is a strategic layoff aversion strategy that allows a Business Retention and Expansion team to contact businesses and do an analysis that includes financial stability. Resources are then brought together to retain jobs and the business. Follow -up is also conducted on referrals from cities or other partners if they have identified a struggling business. Core partners for this program include: Economic Development Organizations (City or County) and the Small Business Development Center. These are also the first responders when an appointment has been set up with a business.
Career Pathways
Preparing for careers and competing in the 21st Century means individuals and industry must have a pathway for building a highly skilled workforce. Local partnerships of adult education, workforce development, community colleges, Community Based Organizati ons (CBO), employers, and labor organizations are essential to successful career pathways and bridge programs. Creating career pathways that lead to sustainable careers through combinations of participation in a Registered Apprenticeship program and /or earning college credit or a degree is one of the best ways to prepare a worker for a successful long -term career and ensures the industry has a highly skilled workforce.
The County advocates to ensure that career pathways developed in the local area are based on the following evidence of best practices:
154
12 • Accelerated and integrated program models that shorten the time to a meaningful credential
• Robust and wraparound supportive services
• Coordination of Financial Aid and other benefits
• Employer-verified pathways and curriculum and potential job opportunities • Pathways for Under-Represented Populations
For Adults and Dislocated Workers, it is of importance to develop career pathways strategies which align adult education, job training, higher education, apprenticeship preparation, and Registered Apprenticeship programs to allow participants to obtain progressive educational or occupational credentials even as they continue to seek employment.
Local high schools and community colleges are making student learning more relevant to regional industries and improving student success by teaching basic English, Math, and other skills in the real-life context of an industry or occupation. Credentialed “Earn and Learn” models, such as apprenticeships, are taking career pathways one step farther, allowing workers to learn much of their new skills on the job.
Foreign Direct Investment and Trade
The impact of foreign direct investment on our economy is considerable. For instance, with 66,000 employees in the United States, Siemens (a German company) and its subsidiaries employ more people in the United States than Microsoft and Nike combined. In a tight credit economy, the infusion of cash from abroad can help ailing U.S. businesses, as well as fund new ventures that create jobs and stimulate the economy. The State of California should consider coordinating marketing campaigns and foreign direct investment missions abroad for the benefit of local regions. Coupled with educational programs, links to re sources and the support of the international trade community, the Inland Empire believes this will assist small and medium-sized companies to weather economic slowdowns. In addition, research also indicates that regions that have many export industries are more resilient to employment downturns.
Broadband Capacity
Communications and connectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Valley do not have adequate broadband capacity to support students and companies in their daily needs to fully participate.
This “digital divide” impacts lives, the economy and the quality of life for all who live and work in the Coachella Valley. The private sector alone cannot be depended upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partnerships to develop broadband capacity are possible to resolve this inequity primarily impacting distressed populations groups.
Establishment of state of the art bandwidth is an expensive proposition often costing in the tens or even hundreds of millions of dollars and providing hundreds of construction and technology jobs during the ramp up. The highest payback on massive broadband infrastructure is highly impactful in the areas of education, product development, logistics, programming, and manufacturing.
Richard Graham, the former Mayor of Fort Wayne, Indiana, and the author of “Performance is the Best Politics” analyzed the impact of establishing state of the art broadband in his 2009 article in 155
13 Broadband Properties. Broadband is credited with attracting a 2,000 employee manufacturing plant, positively impacting the workforce, and inspiring expansions of existing business i n the article. It would be presumptuous to make projections on how much impact state of the art broadband would have in underserved areas, but it is widely accepted that broadband is now as important to business as transportation corridors, electrical power, and water.
Healthy Communities
Resilient societies are healthy societies: irrespective of where they are on the spectrum between under- and over -nutrition, an unhealthy population can hinder development and create large social and economic costs. The county is working on health initiatives as part of its broad economic development strategies.
Health is fundamental to one of the main inputs for economic development: human capital. Along with financial, intellectual, social, and political capital, development models rely on skilled, healthy individuals to make up much of its labor force. When you have a healthy population, economic benefits follow:
• Half of the overall economic growth in the US during the last century is associated with improvements in population health.1
• A 10% reduction in heart disease mortality is estimated to be worth more than $3 trillion, and a 1% reduction in cancer mortality is estimated to be worth more than $400 billion to current and future generations.2
• A 10‐year increase in life span is associated with an increase of 4.5 percentage points in savings rates because healthier individuals with increased longevity are more concerned with future financial needs.3
Emergency Management
The "Riverside County Operational Area" is an intermediate level of the state emergency services organization consisting of the County of Riverside, all political subdivisions, and those special districts that have signed an agreement and become part of th e Operational Area within the geographic boundaries of Riverside County. The "Riverside County Operational Area" is used for the coordination of emergency activities and to serve as the link in the system of communications and coordination between the state's emergency operation centers and the emergency operation centers of the county and the political subdivisions comprising the "Riverside County Operational Area". This will help protect against natural and man -made disasters that otherwise could have disrupted the economic base of the region.
Opportunity Zones
1 Nordhaus WD. The Health of Nations: The Contribution of Improved Health to Living Standards. Cambridge, MA:
National Bureau of Economic Research, 2002.
2Murphy K, Topel R. Diminishing returns? The costs and benefits of improving health. Perspect Biol Med. 2003;46 (suppl 3):S108–S128.
3Bloom DE, Canning D, Graham B. Longevity and life‐cycle savings. Scand J Econ. 2003;105:319–338.
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14 Opportunity Zones are a federal investment tool which uses tax benefits regarding net capital gains to encourage private investment in economically distressed communities. Riverside County has 49 designated Opportunity Zones throughout the county. This tool can be used to entic e private citizens and companies to invest in these communities. These investments could lead to new housing developments, new businesses, and new jobs in these designated communities.
The County of Riverside is working to encourage investment into building new quality housing in these areas, as well as opening new and needed businesses which would increase the number of jobs in these communities. The County of Riverside is also aiming to increase the number of high paying jobs, as well as to preserve and e nrich the culture and increase the economic resiliency of these areas. So far, the County of Riverside has created a website, two investment prospectuses, several marketing materials, and has hosted several informational events about Opportunity Zones.
VI. EVALUATION FRAMEWORK
Once the Department of Commerce Economic Development Administration has approved th e CEDS document, an annual report will be submitted to document the progress on economic development activities, regardless of the source of funding and report on changing economic conditions. The County of Riverside asked local cities to submit priority p rojects to be included into this CEDS report ( Appendix C). These specific project summaries represent each community’s vision and goals with respect to its geographic region and explain the regional economic impacts of the specific project as the jurisdiction’s highest priority.
PEFORMANCE MEASURES
The performance measurement tool will evaluate the regional post implementation of the CEDS in many economic and social criteria and provides information for the CEDS Annual Updates as required by US-EDA. The annual updates keep the strategic direction outlined in the CEDS current and relevant.
CEDS Performance Measurement Tool
Criteria Measurement Rating Outcome
Job Creation
1. Number of full-time jobs created
post CEDS Implementation
0-5
6-25
25-49
50-99
100+
-0-
1-3
4-6
7-9
10 2. Appropriateness of jobs to local
workforce skill and education level.
Non-consistent
Somewhat consistent
Consistent
Very Consistent
0-2
3-4
5-6
7-10
3. Pay scale of jobs created Minimum wage +
Living wage +
Skilled & professional
0-3
4-6
7-10
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15 4. Number of jobs retained in region
(measured as a percentage of jobs
created post CEDS implementation
and after one year)
0-25%
26-49%
50-75%
76-100%
0-2
3-4
5-6
7-10
Community Impact
5. Number and types of investments
undertaken in the region
Infrastructure: water,
sewer, roads
Business: Office,
commercial, retail
Transportation: rail,
highway, airports
1-10
1-10
1-10
6. Changes in the economic
environment of the region.
Weak/shrinking local
economy- (decline in
jobs & tax revenue)
Stable economy- (jobs
and tax revenue growing
at slow to moderate rate)
Strong sustainable
economy- (jobs and tax
revenue growing at
above moderate rate in
industry that is not
volatile due to market
changes)
0-3
4-7
8-10
7. Amount of the private sector
investment in the region after
implementation of the CEDS
(measured in the new private
sector capital investment in dollars
one-year post CEDS
implementation).
0-50 million
51-99 million
>100 million
0-3
4-7
8-10
8. Community Benefit Improved quality of life:
increase in schools
Revenue to support new
local educational
programs
New arts and cultural
organizations, institutes
10 Project Readiness and Capital Investment
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16 9. Status of proposed project
10. % of USEDA Funding request to
total project Cost
Conceptual phase-
Planning and design
Ready to construct
50%
25-40%
1-24%
0-3
4-6
7-10
0-3
4-6
7-10
TOTAL POINTS POSSIBLE 120
TOTAL PIONTS FOR THIS PROJECT
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17 APPENDIX A
Riverside County Employment Data
Subject Percent
EMPLOYMENT STATUS
Population 16 years and over 1,870,395
Civilian labor force 1,120,445
Unemployment rate 7.5%
Females 16 years and over 946,338
Own children of the householder under 6
years
181,220
Own children of the householder 6 to 17
years
402,377
COMMUTING TO WORK
Workers 16 years and over 1,009,081
OCCUPATION
Civilian employed population 16 years
and over
1,032,734
Management, business, science, and arts
occupations
30.2%
Service occupations 20.8%
Sales and office occupations 22.9%
Natural resources, construction, and
maintenance occupations
11.3%
Production, transportation, and material
moving occupations
14.8%
INDUSTRY
Civilian employed population 16 years
and over
1,032,734
Agriculture, forestry, fishing and hunting,
and mining
1.4%
Construction 9.0%
Manufacturing 8.5%
Wholesale trade 2.8%
Retail trade 12.7%
Transportation and warehousing and
utilities
6.6%
information 1.4%
Finance and insurance, and real estate
and rental and leasing
5.0%
Professional, scientific, and management,
and administrative and waste
management services
10.2%
Educational services, and health care and
social assistance
21.0%
Arts, entertainment, and recreation, and
accommodation and food services
11.4%
Other services, except public
administration
5.2%
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18 Public administration 4.8%
CLASS OF WORKER
Civilian employed population 16 years
and over
1,032,734
Private wage and salary workers 77.9%
Government workers 14.6%
Self-employed in own not incorporated
business workers
73%
Unpaid family workers 0.2%
INCOME AND BENEFITS (IN 2016 INFLATION-ADJUSTED
DOLLARS)
Total households 724,893
Less than $10,000 5.4%
$10,000 to $14,999 3.9%
$15,000 to $24,999 8.4%
$25,000 to $34,999 8.5%
$35,000 to $49,999 11.7%
$50,000 to $74,999 17.1%
$75,000 to $99,999 13.1%
$100,000 to $149,999 116.9%
$150,0000 to $199,999 7.9%
$200,000 or more 7.1%
PERCENTAGE OF FAMILIES AND PEOPLE WHOSE
INCOME IN THE PAST 12 MONTHS BELOW THE
POVERTY LEVEL
All families 10.4%
Married couple families 6.7%
Families with female householder, no
husband present
24.3%
All people 13.7%
Source: U.S. Census Bureau, 2015-2019 American Community Survey, Five Year Estimates NOTE. Although the American Community Survey (ACS) produces population, demographic, and housing unit estimates, it is the Census Bureau’s Population Estimates Program that produces and disseminates the official estimates of the population for the nation, states, counties, cities and towns and estimates of housing units for states and counties.
For more information on confidentiality protection, sampling error, non -sampling error, and definitions, see Survey Methodology.
Notes:
• Employment and unemployment estimates may vary from the official labor for ce data released by the Bureau of Labor Statistics because of differences in survey design and data collection. For guidance on differences in employment and unemployment estimates from different sources go to Labor Force Guidance.
161
19 • Workers include members of the Armed Forces and civilians who were at work last week • The Census Bureau introduced an important sequence of labor force questions in 2008 ACS questionnaire. Accordingly, we r ecommend using caution when making labor force data comparisons from 2008 or later with data from prior years. For more information on these questions and their evaluation in the 2006 ACS Content Test, see the Evaluation Report covering Employment Status a t
http://www.census.gov/acs/www/Downloads/methodology/content_test/P6a_Employmen t_S tatus.pdf and the "Evaluation Report Covering Weeks Worked" at http://www.census.gov/acs/www/Downloads/methodology/content_test/P6b_Weeks_Wo rked_Final_Report.pdf. Addition al information can also be found at http://www.census.gov/hhes/www/laborfor/laborforce.html. • Occupation codes are 4 -digit codes and are base d on Standard Occupational Classification 2000
• Industry codes are 4 -digit codes and are based on the North American Industry Classification System 2007. The Industry categories adhere to the guidelines issues in Clarification Memorandum No. 2
“NAICS Alternate Aggregation Structure for Use by U.S. Statistical Agencies.
162
20 APPENDIX B
Executive Committee Board Members
▪ Jamil Dada (Chairperson), Provident Bank
▪ Juan De Lara (Vice Chairperson), Federated Insurance
▪ Diane Strand – JDS Video & Media Productions, Inc.
▪ Layne Arthur, Balfour Beatty
▪ Morris Myers, Mt. San Jacinto College Foundation
▪ Francisca Ledoux Hernandez, Riverside Medical Clinic
▪ Laurie Stalnaker, Central Labor Council, AFL-CIO
▪ Mary Jo Ramirez, California Family Life Center
▪ Sonia Nunez, McLane Foodservice
▪ Rosibel Ochoa, University of California Riverside
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21 APPENDIX C
Regional Project List
REPLACE LOW WATER CROSSING – CITY LA QUINTA
The purpose of the proposed improvement is to replace the existing Low Water Crossing spanning the Whitewater River at Dune Palms Road with an “All Weather Crossing.” The proposed improvements will provide Coachella Valley motorists and pedestrians a safe path of travel across the Whitewater River regardless of adverse weather. The project will also pro vide reliable access for emergency vehicles. -$24,000,000
SILVER ROCK RESORT INFRASTRUCTURE - CITY OF LA QUINTA
Purposed improvements to the Silver Rock Resort Infrastructure to include the installation and construction of all wet utilities and roadways. -$7,600,000
UPGRADE DRAINAGE IMPROVEMENTS - CITY OF LA QUINTA
Proposed improvements will provide upgraded drainage improvements on a citywide basis.
Current priorities include improvements to the Westward Ho Drive and Washington Street corridors in accordance with the findings of the Focused Drainage Study. Future improvements will include improvements along the Eisenhower Corridor. -$960,000 ROUNDABOUT AT AVENUE 53 AND JEFFERSON STREET - CITY OF LA QUINTA The proposed improvements will construct a roundabout at Avenue 53 to connect the new SilverRock Way corridor to Jefferson Street. Work also includes converting Jefferson Street between Avenue 52 and Avenue 54 into a bicycle and pedestrian friendly, Complete Street, atmosphere. -$2,500,000
HIGHWAY 111 CORRIDOR AREA PLAN - CITY OF LA QUINTA
The project includes the creation of design concepts for a portion of the Highway 111 Corridor and preparation of an ATP grant application and the PS&E for the demonstration project area identified. Future improvements include the possibility to expand the form-based code and design improvements to the whole corridor -$2,200,000
FIRE STATION 70 REVITALIZATION - CITY OF LA QUINTA
The proposed improvements renovate the Station’s interior and includes upgrading the existing generator. -$680,000
AVENUE 50 EXPANSION (86 EXPRESSWAY TO INTERSTATE HIGHWAY 10) The project will consist of the following: 1) New interchange connector at the future extension of Avenue 50 and I-10, construct main entrance to new La Entrada housing community; 2) Replace the existing dry weather crossing with a bridge, that will provide year -round access to property owners on either side of the creek, enabling access to SR-86S; 3) New interchange at Avenue 50 and 86 Expressway; - $120,000,000
DOWNTOWN INDIO DEVELOPMENT
164
22 Once known as the “Hub of the Valley,” Indio was originally the center for commerce, housing, and agriculture in the Coachella Valley. The downtown area reflected this vibrancy in the early and middle parts of the last century but declined due to economic recessions and new commercial centers in other areas. To activate the area and attract development in downtown, the City of Indio needs to fund a building façade improvement program; convert an industrial property into a public parking structure; fund major kitchen infrastructure projects on City-owned properties to attract restaurants and breweries for a large population of students, city/county workers, theater goers, and medical professionals and patients; renovate seismically- challenged, dilapidated and vacant buildings; fund a mural restoration and maintenance program; and fund infrastructure, lighting and sound for an active outdoor entertainment space. - $8 million
INDIO PERFORMING ARTS CENTER RENOVATION
The Indio Performing Arts Center (IPAC) is the centerpiece of the City of Indio’s revitalization plan to create an arts and entertainment district in downtown. The 23,000 square -foot facility was originally built in the early 1990’s and has two movie theaters, a stage theater, a large meeting hall, bar, kitchen, offices and conference rooms. The facility requires major capital improvements including lighting, sound, flooring, interior renovations, and exterio r upgrades. IPAC is home to one of the few remaining community theater companies in eastern Riverside County and is used by the College of the Desert for film classes during the week. - $5 million
SCOTT ROAD/BUNDY CANYON ROAD WIDENING - CITY OF MENIFEE Widen existing 2 lane road to 4 lane road from Haun Road to Western City limits. Project will relocate existing utilities, acquire Right of Way, construct drainage improvements and Traffic signals.
MCCALL BLVD/I-215 INTERCHANGE - CITY OF MENIFEE
Widening of McCall bridge from 4 lanes to 6 lanes, improvements to on and off ramps, and street widening from Sun City Boulevard to Encanto Drive.
HAUN ROAD WIDENING - CITY OF MENIFEE
Widen existing 2 lane road to 4 lanes, including medians, ROW acquisition, sidewalks, and signals from La Piedra to Scott Road.
GARBANI INTERCHANGE PROJECT - CITY OF MENIFEE
This project creates much needed interchange at the 215 freeway between Scott Rd Interchange and Newport Interchange in the City of Menifee. Creating a new interchange, adding on and off ramps, and signals at Garbani. This is an important interchange to jump start the over 400 acres of land along the 215 freeway and assist with the additional traffic impacts from incoming entertainment and commercial uses in the City.
NORTHERN GATEWAY- TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT -
CITY OF MENIFEE
This project would bring in needed infrastructure development to support new business park and industrial development in the City of Menifee. The clustering from Perris has made its way to Menifee, and with the 0% vacancy rate in the city, the lack of water/sewer infrastructure is a deterrent for construction. This would open up over 100 acres for development.
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23 SOUTHERN GATEWAY – TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT -
CITY OF MENIFEE
This project would bring in needed infrastructure development to support new business park development in the City of Menifee. Creating an Innovation District with the City of Murrieta, this area has a 0% vacancy rate in the city and the lack of water/sewer infrastructure is a deterrent for construction. This would open up over 200 acres for development.
MURRIETA INNOVATION CENTER
The Murrieta Innovation Center is a business incubator run by the City of Murrieta and is solely focused on bringing new biotech industries and businesses to the City. It is the cities former City Hall and as such, is in need of revitalization in order to function as a creative office space. The center has already brought the regions first Genomics Laboratory and is in the planning stages of the first Clinical Trial Lab in the region, with 7 biotech companies working in the space at this time.
Funding would be used for furniture, equipment and site re-facing. Project Cost - $250,000
MURRIETA DOWNTOWN PARKING
The City of Murrieta has an award winning Downtown Specific Plan and new development has been gravitating toward the area since it was adopted in 2017. The challenge facing Murrieta’s Downtown is its lack of available parking. The project would include the purchase of land in the downtown area and creation of a surface level parking lot to supply the needed access to downtown. Project Cost $1,000,000
DOWNTOWN CONFERENCE AND TRAINING CENTER - CITY OF MURRIETA There is a dearth of sizeable conference space in the region and this is keeping business from attracting in Southwest Riverside County. The proposed project would take City of Mu rrieta owned land and create a conference and business training center meant to utilize the cities central location for business events and workforce training. This project would begin with a feasibility study and include development marketing and attraction. Project Cost - $250,000
TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT - CITY OF MURRIETA This project would bring in needed infrastructure development to support new business park and industrial development in the City of Murrieta. The vacancy rate for industrial buildings in the City has hovered near 1% for over 2 years and there is an immediate need for new construction. The development community has repeatedly cited lack of water/sewer infrastructure as a deterrent for construction. This project would bring infrastructure to the Southwest Murrieta region and open up over 100 acres for development. Project Cost $3,000,000
KELLER ROAD INTERCHANGE - CITY OF MURRIETA
The Keller Road Interchange off of the I-215 will provide needed access to major medical centers like Kaiser Permanente, Loma Linda University Medical Center – Murrieta, and HealthSouth. This will also open up new development opportunities for the Keller Road corridor.
RIVERSIDE COUNTY SMALL BUSINESS FINANCIAL ASSISTANCE PROGRAM -
REVOLVING LOAN FUND
166
24 One of the County’s main economic initiatives is focused on accelerating and growing small businesses by creating access to new sources of capital for business owners that are experiencing difficulty securing conventional business loans. To that end, the S mall Business Financial Assistance Program - Revolving Loan Fund (RLF) has been established to provide businesses access to affordable capital for real property acquisition, building improvements and renovations, equipment purchases, short-term working capital, and other eligible activities.
TWENTY-NINE PALMS BAND OF MISSION INDIANS ECONOMIC DEVELOPMENT
MASTER PLAN
The Twenty-Nine Palms Indian Reservation is located in eastern Coachella Valley. The Coachella Reservation Section is located in line with transportation corridors (Interstate 10, Highway 86, and consists of 290 acres. The Tribe has the Spotlight 29 and Tortoise Rock Casinos, which employee over 800 full -time/part-time employees. Aside from gaming, the Tribe is looking to diversify its economic portfolio by performing a master planning and feasibility project to identify business and job creation opportunities, increase governmental capacity and infrastructure. An economic development planner is needed to develop a comprehensive economic planning strategy with tribal leadership, upper management and stakeholders.
EASTERN COACHELLA VALLEY WATER SUPPLY PROJECT
A large portion of the Eastern Coachella Valley groundwater basin has levels of arsenic that exceed the MCL for drinking water. The costs for private pumpers to install Arsenic Treatment are prohibitive. Many mobile home parks in the Eastern Coachella Vall ey receive their water from these private wells with high arsenic levels. Their cumulative populations are in the high thousands. These areas are considered to be disadvantaged communities. CVWD has determined that installation of water infrastructure along Avenue 66 and Pierce Street in the East Valley would allow many of these communities’ access to public drinking water infrastructure at an estimated cost of $20,000,000.
TEMECULA VALLEY ENTREPRENEURS EXCHANGE
Opened in November 2014, the City of Temecula’s “Temecula Valley Entrepreneur Exchange” is an incubator and regional business resource center that fosters business growth and economic vitality for entrepreneurs. The incubator’s goal is to grow and strengthen the local technology sector to bring high -wage jobs to the area. The business resource center provides general business workshops and consultations to assist business owners in starting and growing their business. The program is funded by the City of Temecula. The City has partnered with the Economic Development Co alition of Southwest California, Inland Empire Small Business Development Center and Temecula Valley Chamber of Commerce for this program. Currently 12 technology-focused startups are participating in the incubator program, and the resou rce center provides over 100 workshops annually.
MARCH HEALTHCARE DEVELOPMENT
The Campus Project, located at the southwest corner of Cactus Avenue and Heacock Avenue with the boundary of the March Air Reserve Base, is California’s first destination wellness campus.
Spanning approximately 170 acres, when completed, the integrated state of the art medical campus will include an acute care hospital, medical office buildings, centers of excellence, a wellness center, a full senior care hospital, and non -medical retail in a contemporary, attractive 167
25 and pedestrian -friendly environment. The March Healthcare Campus (Campus Project) represents a rare opportunity for Riverside County to invest in infrastrucutre, job creation and quality of life enhancement, by creating a local economic stimulus program focused on healthcare industry. The project would eliminate severe blight on the former March Air Force Base (AFB), which currently has 41 vacant, dilapidated buildings on site.
Anticipated project cost: $2,482,667,750
Number of jobs: 3,018
COACHELLA VALLEY IHUB ACCELERATOR
The current Palm Springs Innovation Hub & Accelerator Campus includes more than thirty companies in nearly 50,000 square feet of incubation and acceleration facilities in Palm Springs.
Providing appropriate tenant spaces, testing facilities, communications infrastructure and other site improvements will be needed as successful companies graduate into market -rate space in the community and new tenants are accepted into the program. In addition, the Coachella Valley recently received a federal planning grant to expand the Innovation Hub program to other areas in the Coachella Valley focused on Advanced Manufacturing. It is anticipated that another 40 - 60,000 square feet in incubation and acceleration facilities will be added in the next 2-3 years. As this progr am expands with new facilities, infrastructure needs will increase to support the companies that are in the program. The cost to put the Palm Springs portion of the complex was roughly $5 Million over a 3 -year period and the annual cost to operate the com plex is $500,000 in 2014 dollars. A recent study by Dr. John Husing has projected that over a 20-year period the collection of two Innovation Hubs and two Accelerator campuses will have the following economic impact.
-81 Graduated Companies in Operation
-$5.5 Billion Cumulative Revenue
-$1.1 Billion of Profits Generated
-3,544 Direct Jobs Created
-5,112 Direct and Indirect Jobs created
-$12.5 Billion in total economic activity*
*Includes payroll, value added activity, and revenue.
COACHELLA VALLEY BROADBAND CAPACITY
Communications and connectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Valley do not have adequate broadband capacity to support students and companies in their daily needs to fully participate.
This “digital divide” impacts lives, the economy and the quality of life for all who live and work in the Coachella Valley. The private sector alone cannot be depended upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partnerships to develop broadband capacity are possible to resolve this inequity primarily impacting distressed populations groups.
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26 Establishment of state of the art bandwidth is an expensive proposition often costing in the tens or even hundreds of millions of dollars and providing hundreds of construction and technology jobs during the ramp up. The highest payback on massive broadband infr astructure is highly impactful in the areas of education, product development, logistics, programming, and manufacturing.
AVENUE 50 AND I-10 INTERCHANGE PROJECT (INTERSTATE 10 TO CALHOUN STREET) – CITY OF COACHELLA
Avenue 50 corridor connects Expressway 86 to the Eastern Coachella Valley cities of Coachella, Indio and La Quinta. Due to the increase in population, housing, traffic and commercial development, the Avenue 50 corridor is in need of dire infrastructure imp rovements. This 7-mile section of the corridor will be constructing a new Avenue 50/I -10 Interchange; bridge over the Coachella Canal; Interchange over Expressway 86 and Storm Water Chanel; widening areas from two lanes to four lanes; undergrounding power and utility poles; traffic signal modifications; installing missing bike lanes, curb/gutter and sidewalks; and enhance landscaping.
Estimate Project Cost: $170,000,000
SALTON SEA AUTHORITY PREFERRED PROJECT: A VISION FOR THE FUTURE-
RIVERSIDE COUNTY
The Salton Sea Authority’s project objective is to achieve the habitat restoration and air and water quality goals set out in State and Federal legislation, while simultaneously meeting the needs of the residents of the region, local property owers, and civic leaders in the Imperial, Coachella and Mexicali Valleys. These interests desire a large, sustainable recreational lake with reduced odor that serves as a Catalyst for regional eocnomic development. This lake would also provide critical habitat values a s it has in the past. Historically, the Salton Sea fish population has been an important food source for resident birds and those migrating along the Pacific Flyway. A variotion of the Authority’s proposed project design was considered as an alternative in thee sesparate Salton Sea restoration project feasibility studies that were conducted concurrently by the Resources Agency of the State of California and the U.S. Bureau of Reclamation.
SAN JACINTO RIVER LEVEE
The five-mile San Jacinto River Levee is a joint City of San Jacinto/County of Riverside Flood Control and Water Conservation Agency project which will provide all weather access into and out of the San Jacinto Valley by removing Sanderson Avenue, the Sanderson Avenue and Ramona Expressway interes ection, and State Street form the San Jacinto River 100 -year floodplain. The Levee will also reduce the amount of dairy and agricutlutural land affected by flooding that cause pollutants from these facilities to affect downstream receiving water. Finally, the project will constitute impleme ntation of the 1975 Flood Control Master Plan for the Lower San Jacinto River Basin as well as allow the implementaion fo the City’s General Plan by making approximately 1,700 acres of agricultural land available for residential, commercial, and industrial development in the gateway area. The project design is nearing completion and the draft Environmental Impact Report is slated to be circulated by summer 2014. Construction will take approximately 9 months to complete.
Anticpated project cost: $50 million
Number of jobs: 5,482
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27 SAN JACINTO BACKBONE SEWER AND WATER SYSTEM
The San Jacinto Gateway backbone sewer and water system was designed in the mid 2000’s.
The portion of the Gateway project lying north of the Casa Loma Syphon (MWD facility) and the future alignment of the Mid County Parkway is served by a system that was designed and approved by the Eastern Municipal Water District in 2007. The sewer system was sized to accept anticipated flows form the Gateway project at build -out. A water system was designed (12” diameter) in Ramona Expressway and terminates at Odell Ave nue as well. The proposed water system connects to an existing waterline in Sanderson Avenue. That portion of the Gateway project lying south of Casa Loma Syphon and Mid County Parkway is served by a system designed in Ramona Boulevard. The sewer system was designed form the De Anza Lift Station, south in Sanderson Avenue and west in Ramona Boulevard. The Ramona Boulevard system terminates at Warren Road. The Ramona Boulevard system is sized and designed at a depth to accommodate the Gateway project at build-out. A waterline was designed in Ramona Boulevard from Sanderson Avenue to Warren Road and was sized to accommodate the Gateway project at build-out as well. Waterline interconnections were designed between Ramona Expressway and Ramona Boulevard at Cawst on Avenue and Odell Avenue. Total project is anticipated to be approximately $10 million.
RIVERSIDE ExCITE INCUBATOR EXPANSION
Riverside ExCITE is a unique incubation/acceleration program created in collaboration between business leaders, local governmen t with representatives from both the City and County of Riverside, and local research university at UC Riverside. Riverside ExCITE is organized for the purpose of facilitating the successful incubation and acceleration of start-up companies engaged in entrepreneurial research and development of advanced technologies with the intent to create high technology jobs in the County of Riverside. By providing a location for business synthesis, mentorship and management; access to financial resources and information; access to marketing and professional services; and technology transfer from domestic and foreign universities, organizations and governments this unique operation will increase successful start -ups in the region.
Riverside ExCITE incubator is a private non-profit entity that operates in a county-owned facility that it has outgrown due to tech companies desiring to locate in the space and the addition of co- working space. ExCITE will be relocating to a nearby county-owned facility in downtown Riverside that needs rehabilitation and general cleanup. Additionally, the facility lacks broadband capacity to serve high tech companies. The request for funding from U.S. EDA will be approximately half the cost of total project which includes construction and inst allation of the fiber network to the building and furniture and equipment needed to operate the incubator/accelerator.
Total project cost $1,000,000. Request from U.S. EDA - $500,000
THE NORTH SHORE YACHT CLUB HARBOR REHABILITATION PROJECT We propose the rehabilitation of the marina connected to the North Shore Yacht Club on the northeast shore of the Salton Sea. Due to lower sea elevations, accumulations of mud and silt, and marina disrepair, there are no launch points for federal and state re search vessels thus harming their ability to meet their mandated monitoring and reporting requirements.
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28 The goal of the project is to restore accessible boat launching to the Salton Sea for public agencies. In the future this restored access will also eventually facilitate recreation and boat access to the sea for local communities and tourists. $448,148.80 CSA 62 Ripley
CSA 62 Ripley provides domestic water and sewer services to the Ripley community. The Ripley water system has recently shown levels of TCP above the state’s maximum contamination level. CSA Administration is proposing a roughly five-mile pipeline from the nearby CSA 122 Mesa Verde water system to Ripley. Engineering consultant Krieger and Stewart has completed a feasibility study analyzing this plan and confirmed that a pipeline is the most feasible long-term solution. A grant of $50,000 from the California Department of Water Resources has been awarded to CSA 62 to reimburse the costs related to the feasibility study.
The CSA is also coordinating with Rural Communities Assistance Corp (RCAC) for funding and technical assistance to complete the design drawings and manage construction of the pipeline. The water quality concern must be remediated by August 31, 2023.
SB 88 is a state initiative to consolidate smaller water districts in order to form more feasible districts. CSA Administration and State Water Resources Control Board are developing a potential consolidation plan. SB 88 also provides for fast tracked financial assistance for districts that agree to absorb smaller districts. Ultimately, this plan could reduce costs of operations, improve efficiency, and form a more sustainable system for the provisions of domestic water and sewer to the residents of CSA's in the Palo Verde area.
Anticipated Project Costs: $4.2 Million
WESTERN EMERGENCY OPERATIONS CENTER RENOVATION
The project consists of 16,826 square foot office building renovation in the City of Riverside to establish a new Western County Emergency Operation Center (EOC). The new EOC would serve to provide coordinated coverage and management for first responder agencies throughout Riverside County in emergent and catastrophic events. Residents and businesses throughout the County will benefit through improved publi c safety. The building will also serve to house administrative functions of EMD and will be improved accordingly. $7,000,000
MORENO VALLEY (MV) FLEET SERVICES GARAGE
The MV Fleet Auto Shop project is located at the current Fleet Services site at 25241 Cottonwood Avenue in Moreno Valley, California. In addition to the existing auto shop, a new 55’x125’ environmentally friendly service facility will be added on the property for general automotive repairs and will contain two offices, a break room, and two restrooms; parts display/storage, equipment storage and three repair bays. The new auto shop will allow for increased efficiency and faster turnaround time on automotive repairs for vehicles that are used to service the public throughout the County. The project will also include site upgrades, including: street improvements, expansion of paved areas for fleet logistics, interior remodel of existing building, and associated utility upgrades. Cost: $4,322,271.
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29 MORENO VALLEY CENTRAL LIBRARY & INNOVATION CENTER
The Moreno Valley Central Library & Innovation Center (CLIC) is a 65,000 square foot joint use facility. The CLIC will serve as the new home of the City’s existing Business and Employment Resource Center and will serve as the new epicenter of workforce development services, Career and Technical Education (CTE) training, job recruitment activities and small business development programming. The space will feature classroom spaces, meeting rooms, computer labs, a business incubator, conference space, co-working spaces and partner offices. The CLIC will be located within the City’s new Main Library. The total cost for the CLIC and City Main Library is estimated at $45,000,000.
MORENO VALLEY WORLD LOGISTICS CENTER (WLC)
Moreno Valley is home to the largest indu strial logistics business park in California history. The World Logistics Center is a master-planned development encompassing up to 40.6 million square feet of building area on 2,610 acres in the eastern portion of Moreno Valley. It is specifically designed to support next generation logistics, advanced manufacturing, and e-commerce facilities in a world class corporate park environment, supportive to the unique operational needs of international companies and corporate users.
MORENO VALLEY UTILITY - EUCALYPTUS AVENUE LINE EXTENSION The Eucalyptus Line Extension project will install new electrical backbone infrastructure facilities including conduit, cable, underground structures, pad mounted equipment, switchgear and splicing components. The installation will extend electrical distri bution cable on Eucalyptus Avenue between Day Street and Memorial Way and on Memorial Way between Eucalyptus Avenue and Gateway Drive in order to provide electrical service to remaining vacant parcels at the TownGate Center. The City -Owned Moreno Valley Ut ility will serve as the lead. Cost:
$900,000.
SR60/ MORENO BEACH DRIVE INTERCHANGE
State Route 60/Moreno Beach Drive Interchange is a SoCal Gateway Project addressing deficiencies that are of regional significance to the SR 60 corridor. State Route 60 is an important truck corridor within the region and City of Moreno Valley. This interchange project will replace a 50-year old 2-lane bridge with a new 6 -lane bridge, reconfigure the north side of SR 60/Moreno Beach Drive Interchange, and build an associated freeway auxiliary lane to accommodate logistic traffic from the SR 60 Corridor. Because the bridge is so narrow, trucks are restricted on the eastbound off ramp to right -hand (southerly) turns only. The improved interchange will have a cloverleaf in the n ortheast quadrant and a dedicated southbound Moreno Beach to westbound SR 60 onramp. The new bridge will raise the vertical clearance from the non-standard 15-foot 1- inch height to 17-foot 4-inches, preventing truck/bridge collisions. A component of this p roject is to construct Storm Drain Line K-1, a 1620-foot long, 90-inch diameter concrete storm drain system upstream of the interchange, to direct high flows to the Nason Detention Basin. The improved interchange geometrics will result in reduced traffic delay, lower emissions, and improved safety.
This project is shovel-ready, including 99 percent of final design, all right-of-way acquired, utilities resolved, and environmental permits negotiated. Cost: $30 million IMAGING CENTER – SAN GORGONIO MEMORIAL HOSPITAL
Replacement of aged and broken imaging equipment with new and innovative imaging modalities and their optimization, characterization, preclinical and clinical evaluation opportunities. The Imaging Center will be able to provide soft tissue screening such as Mammography, X-Rays, and CT Scans. This project includes minor construction, and the purchase of imaging equipment that 172
30 will provide innovative methods for interventional radiology and techniques for improved image guided diagnosis. $6,000,000
STROKE CENTER – SAN GORGONIO MEMORIAL HOSPITAL
Replacement of the old broken equipment imaging equipment with new equipment, and innovative methods for image acquisition, display, transmission, and computer assisted analysis.
This equipment and new applic ations will have a significant positive community wide impact for stroke and cancer screening, diagnosis and treatment. The Stroke Center will have new MRI equipment and includes minor construction. $6,000,000
BOILER ROOM INFRASTRUCTURE – SANITATION IMPROVEMENTS – SAN GORGONIO
MEMORIAL HOSPITAL
This project will add a Boiler to the Hospitals Utilities that is powered from the electrical grid and connected to the Hospitals Backup Generator. Currently the Hospital can provide clean water and sanitation techniques as long as the Natural Gas that pow ers the boilers continues to flow.
However, a natural disaster such as an earthquake would close the pipeline for months causing the hospital to shut its doors. These catastrophic events can be eliminated by adding one (1) Boiler to the existing system tha t is powered by an existing Backup Generator allowing the Hospital to remain open during natural and man-made disasters. $2,000,000
BLYTHE HEALTH CENTER EXPANSION & RENOVATION
Clinicas de Salud del Pueblo (CDSDP) will be celebrating its 50th anniversary this year and has a long-standing history of providing quality healthcare services to the under -served in Imperial and Riverside Counties. The proposed project is to expand the Blythe Health Center from its current 5,766 square feet to 16,000 square feet in an effort to increase capacity and expand medical services to the community. For over 30 years, Blythe Health Center has treated the low- income, homeless, and migrant/seasonal adults and children of Blythe from a small, limited - service facility. Today, only primary medical services are provided. A needs assessment conducted in 2017 concluded that the need for extended services was great and that the expansion of CDSDP’s Blythe facility should be a priority.
The project will renovate an existing 46,500 Square foot strip mall that CDSDP recently purchased. The strip mall contains a thrift store and grocery store where the occupants will be tenants of CDSDP. The renovation of a vacant portion of the strip mall will create a new 16,000 square foot health center with increased capacity and new medical services, including expanded primary care, dental, radiology, pharmacy, and integrated behavioral health. Primary care patient visits are expected to double from 7,943 to 13,300 and new services will add 1,800 behavioral health visits and 8,000 dental visits annually. These visits translate to 5,500 unique patients of which 5,005 (91%) are estimated to be minority and 4,455 (81%) are estimated to be LIP/LIC residents.
In addition to expanded Primary Care, the n ew facility will provide service in the following care areas, including several that will be new to CDSDP Blythe:
-Maternal, Infant and Child Health
-Pediatrics
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31 -Oral Health (NEW)
-Integrated Behavioral Health Services (NEW)
-Chronic Disease Management – Diabetes, Obesity, Hypertension -COPD/Asthma
-Cancer Prevention
-HIV/AIDS
-Infectious Disease – Tuberculosis
-Mental Health / Substance Abuse
-Pharmaceutical (NEW)
-Ancillary Services – Laboratory, Radiology (NEW)
-Transportation (NEW)
Total development cost is $7,414,132
LIMONITE AVE BRIDGE GAP CLOSURE - CITY OF EASTVALE
The Limonite Ave Bridge Gap Closure will serve as the primary east-west connector from Chino and SR-71 to Eastvale and I-15 and close the gap that separates Eastvale over the Cucamonga Creek, the Ontario Airport, and surrounding communities. Completing the Limonite gap project will provide connectivity to jobs and retail businesses that is vital to the economic health of the region. The developments that are currently under construction or are recently completed provide much-needed jobs to the region. Over 1,000 jobs are estimated to be created from the developments along this stretch of Limonite.
DOWNTOWN IMPROVEMENT PROJECTS – DESERT HOT SPRINGS
The City is seeking funding for several aspects of the downtown revitalization that would help anchor and contribute to the downtown redevelopment, including, but not limited to, the following:
-Visitor Center with Food incubator buildout and Chamber of Commerce office/meeting space buildout
-Downtown corridor walkable community/pedestrian safety improvement -Container park support
-Matching Facade improvement fund for downtown businesses -Medical space buildout
-Parking Lot Purchase
-Drone Academy support
Project Total Cost: $ 8 million
20TH AVE STREET IMPROVEMENTS – DESERT HOT SPRINGS
Construction of a new road that will bring connectivity between two main arterials to a rural area of the City. The improvements include the installation of new base material, asphalt, curb and gutter, and sidewalk along 20th Ave between Palm Drive and Indian Avenue. 174
32 Project Total Cost: $20 Million
INDUSTRIAL AREA STREET IMPROVEMENTS – DESERT HOT SPRINGS Construction of complete street project with the installation of ADA Ramps, curb and gutter, sidewalks, crosswalks, streetlights, asphalt rehabilitation for various road segments within the industrial zone.
Project Total Cost: $10 Million
INLAND EMPIRE TECH BRIDGE
The Inland Empire Tech Bridge will be the premiere public/private partn ership that serves as a super-connector between Department of Defense engineers and technologists, industry, small businesses, startups, entrepreneurs, academia, venture capital and local governments. Once its main location is established, it will be the i nitial collaboration site and event location to host hackathons, pitch and demo days, prototyping makerspace, networking events, and even co - working and incubator space. It will serve as the catalyst for the Inland Empire region to become a nationally reco gnized innovation hub, connecting key components to drive technology -based economic development. The Tech Bridge will expand its geographic reach through additional nodes and a virtual platform with regional partners to increase connections and accelerate innovation.
Project Cost - $5,000,000
OASIS: OPPORTUNITIES TO ADVANCED SUSTAINABILITY INNOVATION AND SOCIAL
INCLUSION
The OASIS Hub is a regional economic development initiative envisioned as a combination of research laboratories, technology incubator, training facilities, and community spaces dispersed around the region that will catalyze research partnerships, technology transfer and the creation, attraction, and growth of innovation -based companies to the region. The Hub will offer a welcoming and inclusive setting that inspires the next generation of diverse STEM and business leaders.
OASIS aims to anchor a cluster of diverse stakeholders and strategic stakeholders, including the California Air Resources Board (CARB), the County of Riverside, and other community partners to activate and accelerate the growth of innovation clusters around logistics, agriculture, air quality and resource management.
The OASIS Hub will leverage the research expertise and human talent from the University of California Riverside and other universities and community colleges in the region in areas related to sustainability, training and job creation, and health disparity. Social mobili ty, inclusion, and equity are hallmark features of OASIS and its partners. Companies, non-profit organizations and community groups that focus on corporate responsibility, sustainable development and social equity and inclusion are expected to be key members of the OASIS Hub too.
The first Phase for the implementation of OASIS is the construction of the OASIS Clean Tech Park to be in proximity to CARB and outside of University premises. Including in the OASIS initiative is the creation of the OASIS Incubato r a regional engine to accelerate the creation, growth, and attraction of sustainable companies to the Inland Empire. The OASIS Incubator aims at providing incubator space, access to capital and specialized mentorship to innovative companies in the region.
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33 INLAND REGIONAL ENERGY NETWORK (I-REN)
I-REN is a coalition of three councils of government, the Western Riverside Council of Governments (WRCOG), the Coachella Valley Association of Governments (CVAG), and the San Bernardino Council of Governments (SBCOG), encompassing San Bernardino County, Riverside County, and all of the jurisdictions within the region. The mission of I-REN is to actively participate in California’s Clean Energy initiatives and build a stronger clean energy economy and community. Through this mission, I-REN will look to connect residents, businesses, and local government to a wide range of energy efficiency resources to increase energy savings and equitable access throughout San Bernardino and Riverside counties.
VAN BUREN SEWER PROJECT
The County of Riverside is partnering with the City of Riverside’s Public Utilities department to complete an extension of the sanitary sewer system along the Van Buren corridor. Van Buren Boulevard is a major transportation arterial between the 91 and 215 freeways crossing the jurisdictions of both the County and City. There are significant development challenges within the portion of the Van Buren corridor between Wood Rd and King Ave due to a lack of sanitary sewer infrastructure. The general area of Van Buren Boulevard near the southern boundary of the City and unincorporated County has generally relied on individual septic systems for wastewater disposal which are not adequate to support current or anticipated growth due to water quality concerns and physical factors impacting septic system performance. The installation of sanitary sewer within this zone would serve the existing community by eliminating multiple failing private septic systems as well as provide infrastructure for future economic growth. By partnering with the City, Riverside County will be able to connect unincorporated businesses and residential communities to the City’s system for regional sewer collection, transmission, and treatment. The approximate amount of this project is estimated at $14,000,000 (fourteen million dollars).
Revolving Loan Fund: First Community Capital
First Community Capital, Inc.’s (FCCI) application to the Federal Economic Development Administration, for the Public Wor ks and Economic Adjustment Assistance Program will allow First Community Capital to establish a Revolving Loan Fund (RLF) in Southwest and Mid - Riverside County. The additional opportunity for an RLF to provide additional capital and technical assistance to businesses located within the five municipalities that make up the Southwest Riverside County region (Temecula, Murrieta, Menifee, Wildomar, and Lake Elsinore). Parts of the region are identified as underserved areas, equating to challenges with access to capital.
Furthermore, these challenges were exacerbated even more brought on by the COVID -19 pandemic, which has been tremendously impactful to our business community. This funding and the programming that it entails, will provide both the foundation and the means to provide the support that our businesses desperately need.
First Community Capital plans to partner with the County, our local Small Business Development Center (SBDC), and local Chambers of Commerce to ensure that community outreach efforts, information on funding opportunities, technical assistance, and training workshops are marketed 176
34 to members of our business community. This additional access to capital will benefit our local business community to grow, expand, provide key jobs to our region, and increase the overall quality of life locally.
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COUNTY OF RIVERSIDE COMPREHENSIVE ECONOMIC DEVELOPMENT
STRATEGY 2019-2024 FIVE YEAR PLAN
2023 Annual Update
INTRODUCTION
The Comprehensive Economic Development Strategy (CEDS) contributes to effective economic development in America’s communities and regions through a locally based, regionally driven economic development planning process. It is the cornerstone of the U.S.
Economic Development Administration’s (USEDA) programs. Regions must update their CEDS to qualify for EDA assistance under its Public Works and Economic Adjustment Assistance Programs. This d ocument represents Riverside C ounty’s 2019/2024 Five Year Plan.
Riverside County covers nearly 7,303 square miles and includes five distinct regions:
Northwest, Southwest, Hemet-San Jacinto Valley, the San Gorgonio Pass Area, and Eastern, including the incorporated cities and unincorporated areas within each region.
To appropriately address the economic development needs in these regions, they are defined economically, politically, g eographically, and environmentally. As in all communities, each region contains areas of wealth as well as distinct pockets of poverty.
The explosive population growth in several regions presents s ignificant strain on the existing infrastructure, increasing the need for services to those that need it most.
This document is intended to h elp c reate n ew jobs, foster stable and d iversified economies with high wages, and increase capital investment, thereby improving the living conditions and creating economic resilience throughout each of these various regions of Riverside County. In addition, it will coordinate the efforts of organizations, local governments, and private industry involved with economic and workforce development.
The representatives on this committee have been selected to represent all major interests to ensure that viewpoints of all facets of the community are co nsidered and to take advantage of local demographics, expertise and resources for program d esign a nd implementation.
VISION
Riverside County remains fortunate to have a variety of abundant natural resources, an ideal geographic location in the heart of Inland Southern California, a diverse and hard- working labor force, and a longstanding tradition of progressive leadership. Managed wisely by communities working together, these key assets hold vast potential to enhance the quality of life throughout the entire county. Recognizing that distressed communities exist, our potential to create wealth and resources increases through involvement in this comprehensive economic development strategy.
While agriculture had been the traditional foundation of the Riverside County economy, a transition is well underway toward a more urban way of life with a multi-faceted economy. This change is being driven in part by demographic, economic, and political 178
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forces at the regional, state, and national levels. However, Riverside County residents, through their elected representatives, will make the key local decisions to shape the future of Riverside County, d ifferentiating it from surrounding co untries in ch aracter, heritage, and quality of life.
The establishment of a vision for this strategy provides an essential direction and definable target. A clear vision is necessary to not only shape the plan, but to motivate a long-term commitment to the plan and its implementation. The following vision statement is what we strive for in building our model community and government organization.
Riverside County Office of Economic Development (RivCoED) is the leader in making the region a destination where people are proud to live, work, and play. RivCoED strives to achieve higher paying jobs, a world- class education, quality housing, culturally rich activities, and safe, healthy communities for every Riverside County resident.
REGIONAL OVERVIEW
Northwest Region
The northwest portion of Riverside County is clearly the largest region in terms of population and contains the county’s three largest cities: Riverside, Corona and Moreno Valley. It also includes the cities of Eastvale, Jurupa Valley, Norco, and Perris, along with the unincorporated communities of Home Gardens, Highgrove, and Mead Valley.
The northwest region provides excellent transportation access by way of Interstates 15 and 215 a nd State Routes 60 and 91. The region is served by Ontario International Airport and the ports of Long Beach and Los Angeles. A wide range of workforce skill levels, a strong higher education system, and a principal location for providing services have made this region one of the fastest growing areas of Riverside County. However, transportation, water distribution, and flood co ntrol infrastructure improvements are needed in the unincorporated areas.
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The northwest region has the largest concentration of industry in the County, including a large distribution and manufacturing base for Southern California. The northwest region has diversified into many clusters, such as logistics, business and information services, and high-tech development. These industries are compatible with the type of labor skills available in the region and can utilize the transportation assets. Overall, the primary issue in this region is the design and funding to support infrastructure development. This issue is especially apparent in the unincorporated areas that need transportation, water distribution, and flood control improvements.
Southwest Region
The southwest region of Riverside County covers the cities of Canyon Lake, Temecula, Murrieta, L ake Elsinore, Wildomar, and Menifee, along with the u nincorporated communities of Aguanga, Anza, French Valley, Lakeland Village and the Wine Country.
The southwest region has been a prime location for services and other office uses. In addition, the region has experienced growth in the medical device industry manufacturing cluster. The region has skilled labor, quality schools, a wide range of housing, and numerous commercial services that combine to create a desirable location for residents to live. One of the region’s most popular attractions is the Temecula Valley Wine Country, spanning over 2,460 acres of vineyards. Several of the wineries offer resort-type spas, bed and breakfast-style hotels, and host wedding parties, as well as nationally acclaimed jazz entertainment events. However, to accommodate the development of these industries, the region needs to address the issue of traffic congestion. Over the past decade, the southwest region has experienced an intense increase in population gro wth, making traffic the most significant challenge in the region. Because of the southwest region’s business climate, available workforce, and quality of life, the best industry clusters for this region include healthcare and biotechnology, professional servic es, travel a nd tourism, and su ppliers to these industries.
Hemet-San Jacinto Valley Region
The Hemet-San Jacinto Valley Region covers the Hemet and San Jacinto Valley portion of Riverside County including the cities of Hemet and San Jacinto. This plan covers the unincorporated communities of Nuevo, Homeland, Valle Vista, Idyllwild, and Winchester.
The Interstate 215 Corridor, currently undergoing a plethora of economic activity, links this region to the southwestern and western regions of Riverside County. This region includes an abundance of some of the most affordable industrial land in Inland Southern California but does not have a distinct competitive edge to produce high-tech products such as the western and the southwestern regions. However, with its abundance of affordable land coupled with good transportation routes, it is a key region for manufacturing and its supply chain. T he top priority for this region is to improve the infrastructure availability for business attraction. Strategies to increase local job creation and improvements to the infrastructure system will allow residents access to a wide range of job opportunities within their region. The planned improvements to State Highway 79, included in the 180
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Community and Environmental Transportation Acceptability Process (CETAP), will help to provide an impetus for development in this region by making the area more accessible to Interstate 10 and 15.
San Gorgonio Pass Region
The San Gorgonio Pass Region of Riverside C ounty cov ers the cities of Calimesa, Banning, and Beaumont, along with the unincorporated communities of Cabazon, Cherry Valley, and Whitewater.
The Pass Region has been experiencing a phenomenal population growth. These new residents will bring with them the need for new municipal services, as well as the potential for new investments in business ventures expanding the local economy and creating jobs.
Expanded destination retail operations adjacent to the Desert Hills Premium Outlets and the expanded Morongo Hotel and Casino will provide jobs. The proximity to Interstate 10, as well as rail lines, also makes the Pass Region attractive to distribution and large-scale industrial uses. Upgraded overpasses to provide relief from increased vehicular and rail traffic is needed if the area is to keep up with its continued growth. Additionally, infrastructure improvements like roads, sewer, and flood control are crucial to the sustained economic growth and public safety of the community.
Eastern Region (Coachella and Palo Verde Valleys)
The eastern region is geographically the largest, covering more than two -thirds of Riverside County. It stretches from the windmills at the entrance to the Coachella Valley, south to the Salton Sea, and east to the Colorado River and Arizona state line. The Coachella Valley includes the cities of Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs and Rancho Mirage. The Coachella Valley also covers the unincorporated communities of Bermuda Dunes, Desert Edge, Indio Hills, Mecca, North Shore, Oasis, Sky Valley, Desert Palms, Thermal, Thousand Palm s and Vista Santa Rosa. East of the Coachella Valley are the unincorporated communities of Chiriaco Summit and Desert Center. The Palo Verde Valley area includes the City of Blythe and the unincorporated communities of Mesa Verde and Ripley.
The eastern r egion offers potential for industries and companies that desire a location between the major markets of the Los Angeles and Phoenix metropolitan areas.
Eastern Riverside County is the epicenter of renewable energy development. It is one of the three most productive wind energy areas in the state and is the largest federal solar energy zone in the country.
The eastern region’s economy is multi-faceted. In 2018, agricultural crops in the eastern region were valued at over $775 million. Since 2020 the region is estimated to have had a job growth rate of 7.8%, faster than the county and state. The Coachella Valley has come back from the Covid pandemic with a strong and vibrant recovery. The Coachella Valley’s tourism industry with world- class sports events such as the BNP Paribas Open tennis tournament and the LPGA ANA Inspiration golf tournament has returned to almost 181
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pre-pandemic levels . The Coachella Valley Music and Arts Festival, the Stagecoach Country Music Festival and the Palm Spr ings International Film Festival draw hundreds of thousands of people to the region and have a significant economic impact. Native American resorts and gaming operations, along with the region’s nearly 125 golf courses, are also great attractions. In addition to tourism and hospitality, industries such as health services, environmental technology and light manufacturing remain important industry clusters.
The eastern region has excellent transportation access. Interstate 10 links eastern Riverside County w ith Southern California and southern states. State Route 86 is a NAFTA freight corridor that links the Coachella Valley with Mexico. In recent years, significant investment has been made to improve six interchanges along the Interstate 10 Coachella Valley corridor. Additionally, the Coachella Valley is served by three airports: Palm Springs International Airport, Bermuda Dunes and Jacqueline Cochran Regional Airport. Union Pacific rail service also traverses the region.
Necessities for the eastern region include water distribution, flood control facilities, sewer systems and road improvements. This region is experiencing rapid population growth, and the development of quality jobs is needed to increase the jobs-to-housing balance.
I. SUMMARY BACKGROUND
California Unemployment
The state’s unadjusted unemployment rate was 4.2% percent in Nov. 2022, up from
3.8 percent in Oct. 2022. By contrast, the U.S. unemployment rate in Nov. 2022 was
3.6 percent, down from Oct. 2022. In California, there were 191,538 initial Unemployment claims in Nov. 2022 an increase of 37,967 (4.6 percent) from the previous month.
California Employment Trends
According to the California Employment Development Department, 17,752,600 people in California h eld nonfarm payroll jobs in Nov. 2022. Total seasonally adjusted civilian employment in California dropped to 18,460,400. Ten of California’s eleven industry sectors gained jobs in Nov. Leisure and Hospitality had the state’s largest month-over increase at 13,900 jobs. Education and Health Services added 13,400 jobs and Information added 6,300.
RIVERSIDE COUNTY OUTLOOK
Coronavirus Recovery
Riverside County has experienced significant economic recovery since the pandemic low of April 2020. Riverside county employment (1,1 70,300 Nov 2022) is 7.5% above the pandemic low and 31,800 jobs above the pre -pandemic high in February 2020. The unemployment rate was 15.8% in April 2020 and now stands at 4.2% for Nov. 2022.
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Population
The population in California has decreased 0.3% from January 2021 to January 2022, losing 117,552 persons for a total population of 39,185,605. The latest California Department of Finance population estimates rank Riverside County as the Fourth largest county in the State. The county added 10,938 residents between Jan 2021 and Jan 2022, bringing its total to 2,435,525 people. Census data indicates a leading cause of the county’s growth has been migration from coastal areas including Los Angeles, Orange and San Diego counties. By the year 2060, it is projected that Riverside County will be home to approximately 3.6 million people.
Riverside
County
Population
Projections
2020 2030 2040 2050 2060
2,449,299 2,728,068 2,933,038 3,059,095 3,129,833
Source: California Department of Finance
Unemployment Rate
As of Nov 2022, according to the State of California Employment Development Department, of the 1,170,300 people in the Riverside County labor force:
• 1,108,200 people are employed
• 43,400 people are not employed
The current unemployment rate is 4.2%.
Commuting Patterns
Riverside County currently has a disproportionate housing-to-jobs ratio with the net effect being a large commuter population leaving the area for employment in neighboring counties. It remains one of the primary goals of the County to facilitate development and high-wage job creation to reduce the number of daily commuters, thereby improving the economic base of the County and improving the quality of life for its residents. Census data shows that in 2018, 1.3 Riverside County workers commute outside the County for every one that commutes into Riverside County. The Census data also indicates 49.8% of the County workforce co mmuted to the n eighboring co unties of Orange, San Bernardino, Los Angeles and San Diego for work. This pattern presents a significant impact on the transportation infrastructure and the n eed for road improvements and alternative forms of transportation remains crucial.
Home Sales
According to the California Association of Realtors Dec. 2022 Data, the median sales price for a home in Riverside County was $575,000, significantly lower than neighboring Los Angeles, Orange and San Diego Counties. Decs’ median sales price represents a
1.9% decrease from the previous year. ATTOM data reports that in the Riverside-San 183
pg. 7
Bernardino-Ontario MSA in Dec. 2022 1 in every 2, 294 -housing unit is in some stage of foreclosure.
II. SWOT ANALYSIS
Various indicators suggest there are positive economic trends in the Riverside County economy for 2022 and b eyond including low unemployment, faster job gro wth, and increased foreign direct investment. Some of these indicators are the unemployment rate, job creation, the population/jobs balance, and the commuting patterns of Riverside County workers. The relatively affordable commercial and residential real estate located in Riverside County remains the advantage over that of Los Angeles, Orange, and San Diego Counties. However, this advantage p laces a si gnificant strain on the ex isting infrastructure to support continued population growth.
A. STRENGTHS
• Convenient access to major Southern California markets, ports, air, etc. • Available and relatively affordable developable land
• Stable government
• Large available workforce
• Affordable residential real estate market
• Family-oriented/ Younger population
• Culturally diverse
• Several higher education institutions and facilities
• Comprehensive Emergency Management Plan
• Access to tourism and recreation activities
B. WEAKNESSES
• Job growth diversification
• Less educated population (with respect to a college degree) • Critical infrastructure needs
• Region image
• Pockets of extreme poverty
C. OPPORTUNITIES
• Flexibility of Workforce Innovation and Opportunity Act (WIOA) • Educated Commuters
• Population/Jobs Balance and Commuting Patterns
• Expanded Broadband
• Foreign Trade
D. THREATS
• Lack of private investment/Venture capital
• Continued drought
• Regulatory Environment
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• Cost of Development
• Ability to Adapt to Technological Changes
• Long-Term Fiscal Obligations
III. STRATEGIC DIRECTION / ACTION PLAN
PART I
The economic purpose of this CEDS is consistent with the vision of making Riverside County a p lace where people are proud to live, work and play. RivCoED strives to accomplish this through investment, creation, and support of economic and community development projects, organizations, and programs throughout all regions of the county.
The following goals and objectives are necessary to help solve the economic problems of the region:
Goal #1: Increase access to high Paying jobs,
Goal #2: Provide a world-class education,
Goal #3: Provide quality housing,
Goal #4: Promote and provide culturally rich activities, and Goal #5: Enhance safe and healthy communities.
Objectives
The following objectives are designed to achieve the goals necessary to achieve the stability and balance of a healthy community:
• Implement and maintain a well-thought-out business attraction plan to bring in businesses that will complement the educational and skill base of the region’s workforce. • Invest in and support development of green technology and clean energy alternatives industry.
• Collaborate with educational institutions and private industry to develop curriculums to educate and train workforce in emerging industries with long term growth and stability.
• Initiate policies and development standards that support and reward water and energy conservation.
• Expand the use of available information and communication technology to reduce travel on roadways (e.g., telecommuting, videoconferencing, purchasing over the internet, etc.).
• Continue to provide economic development support to the unincorporated regions of the county through e nhanced infrastructure, libraries, parks and recreation, fire, and law enforcement stations.
IV. COMMUNITY AND PRIVATE SECTOR PARTICIPATION
To insure the CEDS reflects the interest of the community, the Workforce Development Board (WDB) Executive Committee was se lected as the CEDS Strategy Committee (Appendix B) because the Board is comprised of community leaders and public officials from all regions of the county representing economic development, youth development, 185
pg. 9
education, labor groups, a nd priv ate individuals. This comprehensive planning effort involved extensive involvement in from the community and represents the County’s efforts to develop steady-state economic resilience initiatives.
Additionally, the County of Riverside participated in a series of workshops for the Advanced Manufacturing Partnership for Southern California (AMP SoCal) led by the USC Center for Economic Development. There was a total of 6 meetings, with each meeting held at the following:
1.Western Riverside County SWOT
Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Thursday, May 19, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway Riverside, CA 92518
Training Room
2.Eastern Riverside County SWOT
Supplier Network, Operational Improvements, Capital Access, Trade & International Investment
Monday, May 23, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street Indio, CA 92201
Conference Center-Room #402-402B
3.Western Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development
Wednesday, June 1, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
4.Eastern Riverside County SWOT
Research & Innovation Workforce & Training, Infrastructure & Site Development
Thursday, June 2, 2017, 10 am - 12 pm
Indio Workforce Development Center
44-199 Monroe Street
Indio, CA 92201
Conference Center-Room #402-402B
5.Identifying Implementation Projects (with funding identified or not) Thursday, June 9, 2017, 1 pm - 3 pm
Riverside County Administrative Center
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pg. 10
5th Floor, Conference Room C
4080 Lemon Street
Riverside, CA 92501
6.Final Presentation
Tuesday, June 21, 2017, 10 am - 12 pm
Western Municipal Water District
14205 Meridian Parkway
Riverside, CA 92518
Training Room
The meetings discussed economic development and infrastructure as it relates to Riverside County, conducted SWOT analyses on Riverside County’s Supplier Network, operational improvements and capital costs, trade and international investment, research and innovation, workforce and training, and infrastructure and site development, and conducted separate SWOT analyses for both Eastern and Western Riverside Counties. The County acted as the Riverside County representative for the regional workforce board meetings, and a final report was published by the UC Riverside Center for Economic Development and Innovation (CEDI).
V. STRATEGIC ECONOMICALLY RESILIENT ACTIVITIES
As the region continues its economic recovery, there is a clear focus on economic resiliency, specifically insulating the region against downturns (i.e., the ability to avoid, withstand, and recover from economic shifts, natural disasters, the impacts of climate change, pandemics, etc.). Both responsive and steady state initiatives, which strengthen those factors are already in place and further developing those that we need to have in place will ensure the long-term success, viability, and durability of the regional economy.
Business-Friendly Climate
The business climate characterizes the various conditions that render an area more favorable to b usiness. To avoid downturns in industries that constitute a critical component of this region’s ec onomic activity, one of the County’s main economic initiatives is focused on accelerating and growing small businesses by creating access to new sources of capital for business owners that are having trouble sec uring conventional business loans. To that end, the Small Business F inancial Assistance Program - Revolving Loan Fund (RLF) has been established to provide businesses access to affordable capital for real property acquisition, building improvements and renovations, equipment purchases, short-term working cap ital, a nd oth er e ligible activities.
Business Retention and Expansion Program
The Local Workforce Development Board (WDB) provides business services through a Business Solutions Team that offers a full array of services beyond recruitments and job matching. A newer effort is the creation of Rapid Response teams to act as “Proactive Intermediaries” through a Business Retention and Expansion program. This program is 187
pg. 11
a strategic layoff aversion strategy that allows a Business Retention and Expansion team to contact businesses and do an a nalysis that includes financial stability.
Resources are then brought together to retain jobs and the business. Follow-up is also conducted on referrals from cities or other partners if they have identified a struggling business. Core partners for this program include Economic Development Organizations (City or County) and the Small Business Development Center. These are also the first responders when an appointment has been set up with a business.
Career Pathways
Preparing for careers and competing in the 21st Century means individuals and industry must have a pathway for building a highly skilled workforce. Local partnerships of adult education, workforce development, community colleges, Community Based Organizations (CBO), employers, and labor organizations are essential to successful career p athways and bridge progr ams. Creating career pathways that lead to sustainable careers through combinations of participation in a Registered Apprenticeship program and /or earning college credit or a degree is one of the best ways to prepare a worker for a successful long-term career and ensures the industry has a highly skilled workforce.
The County advocates to ensure that career pathways developed in the local area are based on the following evidence of best practices:
• Accelerated and integrated program models that shorten the time to a meaningful credential,
• Robust and wraparound supportive services,
• Coordination of Financial Aid and other benefits,
• Employer-verified pathways and curriculum and potential job opportunities, and • Pathways for Under-Represented Populations.
For Adults and Dislocated Workers, it is of importance to d evelop career pathways strategies which align adult education, job training, higher education, apprenticeship preparation, and Registered Apprenticeship programs to allow participants to o btain progressive educational or occ upational c redentials even as they continue to seek employment.
Local high schools and community colleges are making student learning more relevant to regional industries and improving student success by teaching basic English, Math, and other skills in the real-life context of an industry or occupation. Credentialed “Earn and Learn” models, such as apprenticeships, are taking career pathways one step farther, allowing workers to learn much of their new skills on the job.
Foreign Direct Investment and Trade
The impact of foreign direct investment on our economy is considerable. For instance, with 66,000 employees in the United States, Riverside County company Siemens Mobility and its subsidiaries employ more people in the United States than Microsoft and Nike combined. In a tight credit economy, the infusion of cash from abroad can help ailing U.S. businesses, as well as fund new ventures that c reate jobs and stimulate the 188
pg. 12
economy. The State of California should consider coordinating marketing campaigns and foreign direct investment missions abroad for the benefit of local regions. Coupled with educational programs, links to resources and the support of the international trade community, the Inland Empire believes this will assist small and medium-sized companies to weather economic slowdowns. In addition, research also indicates that regions that have many export industries are more resilient to employment downturns.
Broadband Capacity
Communications and c onnectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Valley do not have adequate broadband capacity to support students and companies in their daily needs to fully participate.
This “digital divide” impacts lives, the economy and the quality of life for all who live and work in the Coachella Valley. The private sector alone cannot be depended upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partnerships to d evelop broadband ca pacity are po ssible to resolve this inequity primarily impacting distressed populations groups.
Establishment of state-of-the-art bandwidth is an expensive proposition often costing in the tens or even hundreds of millions of dollars and providing hundreds of construction and technology jobs during the ramp up. The highest payback on massive broadband infrastructure is highly impactful in the areas of education, product development, logistics, programming, and manufacturing.
Richard Graham, the former Mayor of Fort Wayne, Indiana, and the author of “Performance is the Best Politics” analyzed the impact of establishing state of the art broadband in his 2009 article in Broadband Properties. Broadband is credited with attracting a 2,000-employee manufacturing plant, positively impacting the workforce, and inspiring expansions of existing business in the article. It would be presumptuous to make projections on how much impact state of the art broad band would have in underserved areas, but it is widely accepted that broadband is now as important to business as transportation corridors, electrical power, and water.
Healthy Communities
Resilient societies are healthy societies: irrespective of where they are on the spectrum between under- and over-nutrition, an unhealthy population can hinder development and create large social and economic costs. The county is working on health initiatives as part of its broad economic development strategies.
Health is fundamental to one of the main inputs for economic development: human capital. Along with financial, intellectual, social, and political capital, development models rely on skilled, healthy individuals to make up much of its labor force. When you have a healthy population, economic benefits follow:
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• Heart disease and stroke take an economic toll, as well, costing our health care system $216 billion per year and causing $147 billion in lost productivity on the job.
1 • Poor health reduces global GDP by 15% each year — about twice the pandemic’s likely negative impact in 2020. 2
• In 2016, the total costs in the U.S. for direct health care treatment for chronic health conditions totaled $1.1 trillion —equivalent to nearly six percent of the nation’s GDP.3
Emergency Management
The "Riverside County Operational Area" is an intermediate level of the state emergency services organization consisting of the County of Riverside, all political subdivisions, and those special d istricts that have signed an agreement and b ecome part of the Operational Area within the geographic boundaries of Riverside County. The "Riverside County Operational Area" is used for the coordination of emergency activities and to serve as the link in the system of communications and coordination between the state's emergency operation centers and the emergency operation centers of the county and the political subdivisions comprising the "Riverside County Operational Area". This will help protect against natural and man-made disasters that otherwise could have disrupted the economic base of the region.
Opportunity Zones
Opportunity Zones are a federal investment tool which uses tax benefits regarding net capital gains to encourage private investment in economically distressed communities.
Riverside County has 49 designated Opportunity Zones throughout the county. This tool can be used to entice private citizens and companies to invest in these communities.
These investments could lead to new housing developments, new businesses, and new jobs in these designated communities. The County of Riverside is working to encourage investment into building new quality housing in these areas, as well as opening new and needed businesses which would increase the number of jobs in these communities. The County of Riverside is also aiming to increase the number of high paying jobs, as well as to preserve and enrich the culture and increase the economic resiliency of these areas. So far, the County of Riverside has created a website, two investment prospectuses, several marketing materials, and has hosted several informational events about Opportunity Zones.
VI. EVALUATION FRAMEWORK
Once the Department of Commerce Economic Development Administration has approved the CEDS document, an annual report will be submitted to document the progress on economic development activities, regardless of the source of funding and report on changing economic conditions. The County of Riverside asked local cities to submit priority projects to be included into this CEDS report (Appendix C). These specific project summaries represent each community’s vision and goals with respect to its geographic region and explain the regional economic impacts of the specific project as the jurisdiction’s highest priority.
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VII. PEFORMANCE MEASURES
The performance measurement tool will evaluate the regional post implementation of the CEDS in many economic and social criteria and provides information for the CEDS Annual Updates as required by US-EDA. The annual updates keep the strategic direction outlined in the CEDS current and relevant.
CEDS Performance Measurement Tool
Criteria Measurement Rating Outcome
Job Creation
1. Number of full-time jobs
created post CEDS
Implementation
0-5
6-25
25-49
50-99
100+
-0-
1-3
4-6
7-9
10 2. Appropriateness of jobs to local
workforce skill and education
level.
Non-
consistent
Somewhat
consistent
Consistent
Very
Consistent
0-2
3-4
5-6
7-10
3. Pay scale of jobs created Minimum wage
+ Living wage +
Skilled &
professional
0-3
4-6
7-10
4. Number of jobs retained in region
(measured as a percentage of
jobs c reated post CEDS
implementation a nd a fter one
year)
0-25%
26-49%
50-75%
76-100%
0-2
3-4
5-6
7-10
Community Impact
5. Number and types of
investments undertaken in the
region
Infrastructure:
water, sewer, roads
Business type:
Office,
commercial,
retail
Transportation:
rail, highway,
airports
1-10
1-10
1-10
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6. Changes in the
economic environment
of the region
Weak/shrinking
local economy-
(decline in
jobs & tax
revenue)
Stable economy- (jobs
and tax revenue
growing at slow to
moderate rate)
Strong sustainable
economy- (jobs and
tax revenue growing
at above moderate
rate in industry that is
not volatile due to
market changes)
0-3
4-7
8-10
7. Amount of the private sector
investment in the region after
implementation of the CEDS
(measured in the new private
sector capital investment in
dollars one-year post CEDS
implementation).
0-50 million
51-99 million
>100 million
0-3
4-7
8-10
8. Community Benefit - Improved quality of
life: increase in
schools
- Revenue to support
new local educational
programs
- New arts and
cultural organizations,
institutes
10 192
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Project Readiness and Capital Investment Project
Readiness and Capital Investment
9. Status of proposed project
Conceptual
phase- Planning
and design
Ready to construct
0-3
4-6
7-10
10. % of USEDA Funding request to
total project Cost
50%
25-40%
1-24%
0-3
4-6
7-10
TOTAL POINTS POSSIBLE 120
TOTAL POINTS FOR THIS PROJECT
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APPENDIX A
Riverside County Employment Data
Subject Percent
EMPLOYMENT STATUS
Population 16 years and over 2,409,331
Civilian labor force 1,126,392
Unemployment rate 4.3%
Females 16 years and over 941,848
Own children of the householder
under 6 years
180,005
Own children of the householder 6 to
17 years
403,456
COMMUTING TO WORK
Workers 16 years and over 1,131,857
OCCUPATION
Civilian employed population 16
years and over
1,045,030
Management, business, science, and
arts occupations
31.7%
Service occupations 20.1%
Sales and office occupations 22.3%
Natural resources, construction,
and maintenance occupations
11.1%
Production, transportation, and
material moving occupations
14.8%
INDUSTRY
Y Civilian employed population 16
years and over
1,045,030
Agriculture, forestry, fishing and
hunting, and mining
1.3%
Construction 9.3%
Manufacturing 8.4%
Wholesale trade 2.7%
Retail trade 12.5%
Transportation, warehousing, and
utilities
7.3%
Information 1.6%
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Finance and insurance, and real
estate and rental and leasing
5.0%
Professional, scientific, and
management, and administrative and
waste management services
10.1%
Educational services, and health care
and social assistance
20.9%
Arts, entertainment, and recreation,
and accommodation and food
services
10.9%
Other services, except
public administration
5.0%
Public administration 5.2%
CLASS OF WORKER
Civilian employed population 16
years and over
1,045,030
Private wage and salary workers 77.7%
Government workers 15.3%
Self-employed in own not
incorporated business workers
6.7%
Unpaid family workers 0.2%
INCOME AND BENEFITS (IN 2016 INFLATION-
ADJUSTED DOLLARS)
Total households 740,506
Less than $10,000 4.8%
$10,000 to $14,999 3.3%
$15,000 to $24,999 7.0%
$25,000 to $34,999 7.5%
$35,000 to $49,999 10.6%
$50,000 to $74,999 16.3%
$75,000 to $99,999 13.2%
$100,000 to $149,999 18.5%
$150,0000 to $199,999 8.9%
$200,000 or more 10.0%
PERCENTAGE OF FAMILIES AND PEOPLE
WHOSE INCOME IN THE PAST 12 MONTHS
BELOW THE POVERTY LEVEL
All families 9.1%
Married couple families 5.7%
Families with female householder,
no spouse present
22.1%
All people 12.0%
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pg. 19
Source: U.S. Census Bureau, 2017-2021 American Community Survey, Five Year Estimates
NOTE. Although the American Community Survey (ACS) produces population, demographic, and h ousing unit estimates, it is the Census Bureau’s Population Estimates Program that produces a nd disseminates the official estimates of the population for the nation, states, counties, cities and towns and estimates of housing units for states and counties.
For more information on confidentiality protection, sampling error, non-sampling error, and definitions, see Survey Methodology.
Notes:
• Employment and unemployment estimates may vary from the official labor force data released by the Bureau of Labor Statistics because of differences in survey design and d ata collection. For guidance on differences in employment and unemployment estimates from different sources go to Labor Force Guidance. • Workers include members of the Armed Forces and civilians who were at work last week
• The Census Bureau introduced an important sequence of labor force questions in 2008
ACS questionnaire. Accordingly, we recommend using caution when making labor force data comparisons from 2008 or later with data from prior years. For more information on these questions and their evaluation in the 2006 ACS Content Test, see the Evaluation Report covering Employment Status at http://www.census.gov/acs/www/Downloads/methodology/content_test/P6a_Em ploymen t_Status.pdf and the "Evaluation Report Covering Weeks Worked" at http://www.census.gov/acs/www/Downloads/methodology/content_test/P6b_We eks_Wo rked_Final_Report.pdf. Additional information can also be found at http://www.census.gov/hhes/www/laborfor/laborforce.html. • Occupation codes are 4-digit codes and are based on Standard Occupational Classification 2000
• Industry codes are 4-digit codes and are based on the North American Industry Classification System 2007. The Industry categories adhere to the guidelines issues in Clarification Memorandum No. 2
“NAICS Alternate Aggregation Structure for Use by U.S. Statistical Agencies.
FOOTNOTES:
1. Benjamin EJ, Virani SS, Callaway CW, et al. Heart disease and stroke statistics— 2018 update: a report from the American Heart Association. Circulation. 2018;137:e67–e492
2. Remes J, Dewhurst M, Woetzel J,. Research: Poor Health Reduces Global GDP By 15% each year. Harvard Business Review: 7/8/2020
3. Waters H, Graf M,. The Costs of Chronic Disease in the U.S.. 8/28/2018. Milken Institute.
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4. APPENDIX B
Executive Committee Board Members
▪ Jamil Dada (Chairperson), Provident Bank
▪ Juan De Lara (Vice Chairperson), Federated Insurance
▪ Diane Strand, JDS Video & Media Productions, Inc.
▪ Layne Arthur, Balfour Beatty
▪ Morris Myers, Mt. San Jacinto College Foundation
▪ Francisca Ledoux Hernandez, Riverside Medical Clinic
▪ Laurie Stalnaker, Central Labor Council, AFL-CIO
▪ Mary Jo Ramirez, California Family Life Center
▪ Sonia Nunez, McLane Foodservice
▪ Rosibel Ochoa, University of California, Riverside
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APPENDIX C
Regional Project List
BEAUMONT DOWNTOWN PARKING
The City of Beaumont approved its award -winning General Plan update in 2020. The plan included a downtown specific plan which the City has prioritized to stimulate development. One challenge facing the downtown is the lack of available public parking lots. The project would include the purchase of land in the downtown area and development of parking lots to provided needed parking for downtown Beaumont businesses. Project Cost: $1,000,000.
POTRERO INTERCHANGE PHASE II – CITY OF BEAUMONT
The project is the second/final phase of the new SR-60 Potrero Interchange project, which includes construction of eastbound and westbound ramp connections to SR -60 to accompany the construction of a six -lane bridge overcrossing which was completed in 2019. The Potrero Interchange is a regional project which provides benefits to Beaumont residents, and regional and interregional travelers for their daily commute needs. This project unlocks roughly 2000 Acres in the southwest portion of the city for future development and affordable housing units. Project Cost - $44,000,000.
BLYTHE HEALTH CENTER EXPANSION & RENOVATION
Clinicas de Salud del Pueblo (CDSDP) has a long-standing history of providing quality healthcare services to the under-served in Imperial a nd Riverside Counties. The proposed project is to expand the Blythe Health Center from its current 5,766 square feet to 16,000 square feet in an effort to increase capacity and expand medical services to the community. For over 30 years, Blythe Health Center has treated the low- income, homeless, and migrant/seasonal adults and children of Blythe from a small, limited- service facility.
Today, only primary medical services are provided. A needs assessment conducted in 2017 concluded that the need for extended services was great and that the expansion of CDSDP’s Blythe facility should be a priority.
The project will renovate an existing 46,500 Square foot strip mall that CDSDP recently purchased. The strip mall contains a thrift store and grocery store where the occupants will be tenants of CDSDP. The renovation of a vacant portion of the strip mall will create a new 16,000 square foot health center with increased capacity and new medical services, including expanded primary care, dental, radiology, pharmacy, and integrated behavioral health. Primary care patient visits are expected to double from 7,943 to 13,300 and new services will add 1,800 behavioral health visits and 8,000 dental visits annually. These visits translate to 5,500 unique patients of which 5,005 (91%) are estimated to be minority and 4,455 (81%) are estimated to be LIP/LIC residents.
In addition to expanded Primary Care, the new facility will provide service in the following care areas, including several that will be new to CDSDP Blythe:
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• Maternal, Infant and Child Health
• Pediatrics
• Oral Health (NEW)
• Integrated Behavioral Health Services (NEW)
• Chronic Disease Management – Diabetes, Obesity, Hypertension • COPD/Asthma
• Cancer Prevention
• HIV/AIDS
• Infectious Disease – Tuberculosis
• Mental Health / Substance Abuse
• Pharmaceutical (NEW)
• Ancillary Services – Laboratory, Radiology (NEW)
• Transportation (NEW)
Total development cost is $7,414,132.
CAHUILLA BAND OF INDIANS RETAIL DEVELOPMENT
Provide 176,000 square feet of retail space on a 16-acre Highway 371 frontage site. This will begin with development of a 20,000 square foot grocery anchor. Other uses/tenants will include local -serving retail uses, restaurants , and service businesses. Detailed analysis based on resident and visitor demographics, and the existing competitive supply of retail space in the surrounding (Anza) trade area justify this development. This is based on a feasibility study conducted by the Cahuilla Economic Development Corporation with assistance from The Natelson Dale Group, Inc. and Michael Baker International. Annual salaries and wages for the grocery store will be 812,270 1,760,850 1,831,284 1,886,223 1,942,809 2,001,093 for years one through six. Site preparation with associated infrastructure will be installed and construction of the buildings will commence in phases.
The grocery store will cost $12,500,000 including site preparation. An additional $1,800,000 will be used for furnishings, fixtures, and equipment. Initial stock and working capital will require $1,500,000.
CAHUILLA BAND OF INDIANS RECREATION VEHICLE (RV) PARKS
Two RV Parks are proposed for development on the Cahuilla Indian Reservation. The first will be sited on 9 acres near Highway 371 and the second will be sited on 120 acres at the Tribe’s 2,000-acre parcel set aside for economic development. The RV park would have the following advantages to support its feasibility:
1. An all-season climate.
2. Reasonable accessibility to large populations in desert areas who could be attracted to cooler climates in summer.
3. A wide variety of attractions, including major destination attractions, within a reasonable distance.
4. The 9 -acre site in the frontage devel opment area adds to the options for accessibility to the RV Park from the highway, and for conveying information about the park, potentially in the context of other tourist-oriented uses developed on the reservation.
5. The opportunity to control land uses a round the 120-acre RV Park can maximize the amenity value of the setting, and to develop complementary, synergistic uses 199
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including other tourist attractions. 12 jobs will be created. Costs for 200 RV park spaces is $6,000,000.
CAHUILLA BAND OF INDIANS MULTI-FAMILY HOUSING DEVELOPMENT A multi-family housing development is planned on a 10 -acre site near Highway 371. An estimated 120 units will be developed with road access, adjoining open space, parking, and amenities. At build-out the estimated cost is $8,400,000. 18 jobs will be created.
COACHELLA VALLEY IHUB ACCELERATOR
The current Palm Springs Innovation Hub & Accelerator Campus includes more than thirty companies in nearly 50,000 square feet of incubation and acceleration facilities in Palm Springs. Providing appropriate tenant spaces, testing facilities, communications infrastructure and other s ite improvements will be needed as successful companies graduate into market-rate space in the community and new tenants are accepted into the program. In addition, the Coachella Valley recently received a federal planning grant to expand the Innovation Hub program to other areas in the Coachella Valley focused on Advanced Manufacturing. It is anticipated that another 40- 60,000 square feet in incubation and acceleration facilities will be added in the next 2-3 years. As this program expands with new facilities, infrastructure needs will increase to support the companies that are in the program. The cost for the Palm Springs portion of the complex was roughly $5 Million over a 3-year period and the annual cost to operate the complex is $500,000 in 2014 dollars. A recent study by Dr. John Husing has projected that over a 20-year period the collection of two Innovation Hubs and two Accelerator campuses will have the following economic impact.
• 81 Graduated Companies in Operation
• $5.5 Billion Cumulative Revenue
• $1.1 Billion of Profits Generated
• 3,544 Direct Jobs Created
• 5,112 Direct and Indirect Jobs created
• -$12.5 Billion in total economic activity (Includes payroll, value added activity, and revenue)
COACHELLA VALLEY BROADBAND CAPACITY
Communications and c onnectivity are essential requirements for companies and individuals to succeed in the global economy. Many areas in the Coachella Valley do not have adequate broad band capacity to support students and c ompanies in their daily needs to fully participate. This “digital divide” impacts lives, the economy and the quality of life for all who live and work in the Coachella Valley. The private sector alone cannot be depended upon to rectify this inequity; public investment in broadband infrastructure in the Coachella Valley is essential. The Coachella Valley Economic Partnership believes that public/private partnerships to develop broadband capacity are possible to resolve this inequity primarily impacting distressed populations groups.
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and technology jobs during the ramp up. The highest payback on massive broadband infrastructure is highly impactful in the areas of e ducation, produ ct d evelopment, logistics, programming, and manufacturing.
EASTERN COACHELLA VALLEY WATER SUPPLY PROJECT
A large portion of the Eastern Coachella Valley groundwater basin has levels of arsenic that exceed the MCL for drinking water. The costs for private pumpers to install Arsenic Treatment are prohibitive. Many mobile home parks in the Eastern Coachella Valley receive their water from these private wells with high arsenic levels. T heir cumulative populations are in the high thousands. These areas are disadvantaged communities. CVWD has d etermined that installation of water infrastructure along Avenue 66 and Pierce Street in the East Valley would allow many of these communities’ access to public drinking water infrastructure at an estimated cost of $20,000,000.
AVENUE 50 AND I-10 INTERCHANGE PROJECT (INTERSTATE 10 TO CALHOUN STREET) – CITY OF COACHELLA
Avenue 50 corridor connects Expressway 86 to the Eastern Coachella Valley cities of Coachella, Indio and La Quinta. Due to the increase in population, housing, traffic and commercial d evelopment, the Avenue 50 corridor needs dire infrastructure improvements. This 7-mile section of the corridor will be constructing a new Avenue 50/I- 10 Interchange; bridge over the Coachella Canal; Interchange over Expressway 86 and Storm Water Chanel; widening areas from two lanes to four lanes; undergrounding power and utility poles; traffic signal modifications; installing missing bike lanes, curb/gutter and sidewalks; and enhance landscaping. Estimate Project Cost: $170,000,000.
CITY OF COACHELLA AVENUE 50 EXPANSION (86 EXPRESSWAY TO INTERSTATE HIGHWAY (10)
The project will consist of the following: new interchange co nnector at the future extension of Avenue 50 and I-10, construct main entrance to new La Entrada housing community; and replace the existing dry weather crossing with a bridge, that will provide year-round access to property owners on either side of the creek, enabling access to SR- 86S; 3) New interchange at Avenue 50 and 86 Expressway; - $120,000,000.
City OF CORONA INNOVATION CENTER
The City is developing an Innovation Center that will work in collaboration with non - profits, educational partners, and private business. The Innovation Center will offer business services, events, trainings, and entrepreneurship development opportunities.
While it will serve as a hub for adults, there will be a focus on youth as it pertains to career pathways and exposure to STEM industries by hosting seminars and events that would expose youth to Health Care and Manufacturing sectors. There is also the potential to partner with private industry and offer training spaces for their apprentices. This project aligns with the Corona Manufacturing Assistance Program (MAP) and its eleven partner agencies, which supports local manufacturers through events, webinar s, workforce training, and technical support. The Innovation Center also aims to build a stronger and carbon neutral economy by aligning with our Live Work Corona Campaign, which connects local job seekers with local employers. It encourages a stronger eco nomy by 201
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supporting the current and future workforce needs of employers and increases local spending. It also works towards a carbon neutral economy by keeping the workforce closer to home, reducing commute times and number of vehicles on the freeway. Finally, it encourages high quality jobs by improving quality of life. Less time on the road equates to more time at home with family and increased flexibility in life. The City seeks to make a positive impact to the local and regional area through the Innovation Center. To further enhance the center and its services, additional funding to this project is necessary to support programming elements and operations.
$2 Million
DOWNTOWN CORONA LINEAR PARK
This project includes the development of a Linear Park through the middle of the Corona Mall. This project will enhance pedestrian access across City -owned common areas for both public and private use. Funds will be utilized to redevelop a breezeway with shade coverage, and easy access points for ingress and e gress. The Mall is in poor condition and by making improvements to City-owned areas, the City looks to enhance safety and beautify the center. The long-term vision for the Linear Park is that it would provide public activation and serve the businesses at t he Mall through space activation attracting customers. T he approximate amount of this project is estimated at $10 ,000,000 (Ten million dollars).
DOWNTOWN CORONA SIXTH STREET BEAUTIFICATION PROJECT
This project will be a catalyst for Corona’s Downtown revitalization by focusing on the beautification of Sixth Street beginning from Main Street to Ramona Avenue. The City will develop a master plan for the corridor including architectural, engineering, traffic analysis, and environmental review. The project will replace aged water and sewer lines, upgrade sidewalks, install new street furniture and outdoor seating areas, medians, landscaping, pavement resurfacing, and install new curb ramps to meet ADA regulations. The project will explore and change the corridor from four to two lanes, with angled parking adjacent to the Corona Mall, and improved pedestrian crossings. The approximate amount of this project is estimated at $12,000,000 (Twelve million dollars).
DOWNTOWN IMPROVEMENT PROJECTS – DESERT HOT SPRINGS
The City is seeking funding for several aspects of the downtown revitalization that would help anchor and contribute to the downtown redevelopment, including, but not limited to, the following:
• Visitor Center with Food incubator buildout and Chamber of Commerce office/meeting space buildout
• Downtown corridor walkable community/pedestrian safety improvement • Container Park support
• Matching Facade improvement fund for downtown businesses • Medical space buildout
• Parking Lot Purchase
• Drone Academy support
Project Total Cost: $ 8 million
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20TH AVE STREET IMPROVEMENTS – DESERT HOT SPRINGS
Construction of a new road that will bring connectivity between two main arterials to a rural area of the City. The improvements include the installation of new base material, asphalt, curb and g utter, and sidewalk along 20th Ave between Palm Drive and Indian Avenue. Project Total Cost: $20 Million.
INDUSTRIAL AREA STREET IMPROVEMENTS – DESERT HOT SPRINGS Construction of complete street pr oject with the installation of ADA Ramps, curb and gutter, s idewalks, crosswalks, s treetlights, asphalt rehabilitation for vari ous road segments within the industrial zone.
Project Total Cost: $10 Million.
LIMONITE AVE BRIDGE GAP CLOSURE - CITY OF EASTVALE
The Limonite Ave Bridge Gap Closure will serve as the primary east-west connector from Chino and SR-71 to Eastvale and I-15 and close the gap that separates Eastvale over the Cucamonga Creek, the Ontario Airport, and surrounding communities. The project proposes to build a 320 -foot long and 82 to 88 feet wide bridge over Cucamonga Creek Channel. Limonite Avenue is not only a vital transportation corridor that will connect neighboring City of Chino to the west and Interstate 15 to the east, bu t also the main thoroughfare that connects the four job centers, with over 30 businesses, and creating over 1,000 jobs and 750 construction jobs.
Completing the Limonite gap project will provide connectivity to jobs and retail businesses that is vital to the economic health of the region. The developments that are currently under construction or are recently completed provide much-needed jobs to the region. Over 1,000 jobs are estimated to be created from the developments along this stretch of Limonite.
REVOLVING LOAN FUND: FIRST COMMUNITY CAPITAL
First Community Capital, Inc.’s (FCCI) application to the Federal Economic Development Administration, for the Public Works and Economic Adjustment Assistance Program will allow First Community Capital to establish a Revolving Loan Fund (RLF) in Southwest and Mid- Riverside County. The additional opportunity for an RLF to provide additional capital and technical assistance to businesses located within the five municipalities that make up the Southwest Riverside County region (Temecula, Murrieta, Menifee, Wildomar, and Lake Elsinore). Parts of the region are identified as underserved areas, equating to challenges with access to capital. F urthermore, these challenges were exacerbated even more brought on by the COVID-19 p andemic, which h as been tremendously impactful to our b usiness community. This funding and the programming that it entails, will provide both the foundation and the means to provide the support that our businesses desp erately need. First Community Capital plans to partner with the County, our local Small Business Development Center (SBDC), and local Chambers of Commerce to ensure that community outreach efforts, information on funding opportunities, technical assistance, and training workshops are marketed to members of our business community. This additional access to capital will benefit our local business community to grow, expand, provide key jobs to our region, and increase the overall quality of life locally.
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DOWNTOWN INDIO DEVELOPMENT
Once known as the “Hub of the Valley,” Indio was originally the center for commerce, housing, a nd agriculture in the Coachella Valley. The d owntown area reflected this vibrancy in the early and middle parts of the last century but declined due to economic recessions and new commercial centers in other areas. To activate the area and attract development in downtown, the City of Indio needs to fund a building façade improvement program; co nvert an industrial property into a public parking structure; fund major kitchen infrastructure projects on City-owned properties to attract restaurants and breweries for a large population of students, city/county workers, theater goers, and medical professionals and patients; renovate seismically-challenged, dilapidated and vacant buildings; fund a mural restoration and maintenance program and fund infrastructure, lighting and sound for an active outdoor entertainment space. - $8,000,000.
INDIO PERFORMING ARTS CENTER RENOVATION
The Indio Performing Arts Center (IPAC) is the centerpiece of the City of Indio’s revitalization plan to create an arts and entertainment district in downtown. The 23,000 square-foot facility was originally built in the early 1990’s and has two movie theaters, a stage theater, a large meeting h all, b ar, kitchen, offices and conference rooms. The facility requires major capital improvements including lighting, sound, flooring, interior renovations, and exterior upgrades. IPAC is home to one of the few remaining community theater companies in eastern Riverside County and is used by the College of the Desert for film classes during the week. - $5 million.
INLAND EMPIRE TECH BRIDGE
The Inland Empire Tech Bridge will be the premiere public/private partnership that serves as a su per-connector between Department of Defense engineers and technologists, industry, small businesses, startups, entrepreneurs, academia, venture capital and local governments. Once its main location is established, it will be the initial collaboration site and event location to host hackathons, pitch and demo days, prototyping makerspace, networking events, and even co- working and incubator space. It will serve as the catalyst for the Inland Empire region to bec ome a nationally recognized innovation hub, connecting key components to drive technology-based economic development.
The Tech Bridge will expand its geographic reach through additional nodes and a virtual platform with regional partners to increase co nnections and acc elerate innovation.
Project Cost - $5,000,000.
INLAND REGIONAL ENERGY NETWORK (I-REN)
I-REN is a coalition of three councils of government, the Western Riverside Council of Governments (WRCOG), the Coachella Valley Association of Governments (CVAG), and the San Bernardino Council of Governments (SBCOG), encompassing San Bernardino County, Riverside County, and all the jurisdictions within the region. The mission of I-REN is to actively participate in California’s Clean Energy initiatives and build a stronger clean energy ec onomy and c ommunity. Through this mission, I-REN will look to conn ect 204
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residents, b usinesses, and local g overnment to a wide range of e nergy efficiency resources to increase energy savings and equitable access throughout San Bernardino and Riverside counties.
INLAND EMPIRE TECHNICAL TRAINING CENTER
Government and private sector leaders across the Inland Empire (IE) agree that local availability of an educated and skilled workforce is critical for competitiveness in the global economy. While the IE has a rich variety of traditional postsecondary institutions offering certificate and degree programs, there are only a handful of technical training centers.
Given the need for additional local technical training capacity to support the regio n’s residents and employers, Riverside Community College District is seeking resources for the establishment of the Inland Empire Technical Trade Center (IETTC). The IETTC is a response to the urgent need for good jobs for the region’s residents, diversification of the regional economy, and for a locally available educated and skilled workforce for the region’s current and future employers in a region expected to grow to seven million residents within 30 years. This Center, when finished, will provide resid ents with access to training utilizing an “earning while learning” approach combining relevant work -based learning experiences with industry -standard technical training, moving residents from poverty to self-sufficiency.
REPLACE LOW WATER CROSSING - CITY OF LA QUINTA
The purpose of the proposed improvement is to replace the existing Low Water Crossing spanning the Whitewater River at Dune Palms Road with an “All Weather Crossing.” The proposed improvements will provide Coachella Valley motorists and pedestrians a safe path of travel across the Whitewater River regardless of adverse weather. The project will also provide reliable access for emergency vehicles. -$24,000,000.
SILVER ROCK RESORT INFRASTRUCTURE - CITY OF LA QUINTA Purposed improvements to the Silver Rock Resort Infrastructure to include the installation and construction of all wet utilities and roadways. -$7,600,000.
UPGRADE DRAINAGE IMPROVEMENTS - CITY OF LA QUINTA
Proposed improvements will provide upgraded dra inage improvements on a citywide basis. Current priorities include improvements to the Westward Ho Drive and Washington Street corridors in accordance with the findings of the Focused Drainage Study. Future improvements will include improvements along the Eisenhower Corridor. -$960,000.
ROUNDABOUT AT AVENUE 53 AND JEFFERSON STREET - CITY OF LA QUINTA The proposed improvements will construct a roundabout at Avenue 53 to connect the new SilverRock Way corridor to Jefferson Street. Work also includes converting Jefferson Street between Avenue 52 and Avenue 54 into a bicycle and pedestrian friendly, Complete Street, atmosphere. -$2,500,000.
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HIGHWAY 111 CORRIDOR AREA PLAN - CITY OF LA QUINTA
The project includes the creation of design concepts for a portion of the Highway 111 Corridor and preparation of an ATP grant application and the PS&E for the demonstration project area identified. Future improvements include the possibility to expand the form- based code and design improvements to the whole corridor -$2,200,000.
FIRE STATION 70 REVITALIZATION - CITY OF LA QUINTA
The proposed improvements renovate the Station’s interior and includes upgrading the existing generator. -$680,000.
MARCH HEALTHCARE DEVELOPMEN T - MARCH JOINT POWERS AUTHORITY The Campus Project, located at the southwest corner of Cactus Avenue and Heacock Avenue with the boundary of the March Air Reserve Base, is California’s first destination wellness campus. Spanning approximately 170 acres, when completed, the integrated state of the art medical campus will include an acute care hospital, medical office buildings, centers of excellence, a wellness center, a full senior care hospital, and non- medical retail in a contemporary, attractive and pedestrian-friendly environment. The March Healthcare Campus (Campus Project) represents a rare opportunity for Riverside County to invest in infrastructure, job creation and quality of life enhancement, by creating a local economic stimulus program focused on healthcare industry. The project would eliminate severe blight on the former March Air Force Base (AFB), which currently has 41 vacant, dilapidated buildings on site. Anticipated project cost: $2,482,667,750 Number of jobs: 3,018.
CACTUS AVENUE CHANNEL - MARCH JOINT POWERS AUTHORITY
The project is to replace a 1.5 -mile-long undersized dirt channel with an underground reinforced concrete box storm drain to provide flood protection to more than 300-acres of private and public properties. The project would help facilitate the development of more than 200-acres of medical, mixed-use and industrial projects. The project would generate more than 600 FTEs within the Moreno Valley and County areas.
SCOTT ROAD/BUNDY CANYON ROAD WIDENING - CITY OF MENIFEE Widen existing 2 lane road to 4 lane road from Haun Road to Western City limits.
Project will relocate existing utilities, acquire Right of Way, construct drainage improvements and Traffic signals.
MCCALL BLVD/I-215 INTERCHANGE - CITY OF MENIFEE
Widening of McCall bridge from 4 lanes to 6 lanes, improvements to on and off ramps, and street widening from Sun City Boulevard to Encanto Drive.
HAUN ROAD WIDENING - CITY OF MENIFE E
Widen existing 2 lane road to 4 lanes, including medians, ROW acquisition, sidewalks, and signals from La Piedra to Scott Road.
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GARBANI INTERCHANGE PROJECT - CITY OF MENIFEE
This project creates much needed interchange at the 215 freeway between Scott Rd Interchange and Newport Interchange in the City of Menifee. Creating a new interchange, adding on and off ramps, and signals at Garbani. This is an important interchange to jump start the over 400 acres of land along the 215 freeway and assist with the additional traffic impacts from incoming entertainment and commercial uses in the City.
NORTHERN GATEWAY- TRUNK MAIN LINES FOR BUSINESS PARK
DEVELOPMENT TRUCKING CORRIDOR - CITY OF MENIFEE
This project would bring in needed infrastructure development to support new business park and industrial development in the City of Menifee. The clustering from Perris has made its way to Menifee, and with the 0% vacancy rate in the city, the lack of water/sewer infrastructure is a d eterrent for construction. This would open over 100 acres for development.
SOUTHERN GATEWAY – TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT – LIFE SCIENCE / TECH CAMPUS -CITY OF MENIFEE This project would bring in needed infrastructure development to support new business park development in the City of Menifee. Creating an Innovation District with the City of Murrieta, this area has a 0% vacancy rate in the city and the lack of water/sewer infrastructure is a deterrent for co nstruction. T his would open ov er 200 acres for development.
MORENO VALLEY (MV) FLEET SERVICES GARAGE
The MV Fleet Auto Shop project is located at the current Fleet Services site at 25241 Cottonwood Avenue in Moreno Valley, California. In addition to the existing auto shop, a new 55’x125’ environmentally friendly service facility will be added on the property for general automotive repairs and will contain two offices, a break room, and two restrooms:
parts display/storage, equipment storage and three repair bays. The new auto shop will allow for increased efficiency a nd faster turnaround time on automotive repairs for vehicles that are used to service the public throughout the County. The project will also include site upgrades, including street improvements, expansion of paved areas for fleet logistics, interior remodel of existing building, and associated uti lity upgrades. Cost:
$4,322,271.
MORENO VALLEY CENTRAL LIBRARY & INNOVATION CENTER
The Moreno Valley Central Library & Innovation Center (CLIC) is a 65,000 square foot joint use facility. The CLIC will serve as the new home of the City’s existing Business and Employment Resource Center and will serve as the new epicenter of workforce development services, Career and Technical Education (CTE) training, job recruitment activities a nd small business d evelopment programming. The sp ace will feature classroom spaces, meeting rooms, computer labs, a business incubator, conference space, co-working spaces and partner offices. The CLIC will be located within the City’s new Main Library. The total cost for the CLIC and City Main Library is estimated at $45,000,000.
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MORENO VALLEY WORLD LOGISTICS CENTER (WLC)
Moreno Valley is home to the largest industrial logistics business park in California history.
The World Logistics Center is a master-planned development encompassing up to 40.6 million square feet of building area on 2,610 acres in the eastern portion of Moreno Valley. It is specifically d esigned to support next generation logistics, advanced manufacturing, and e-commerce facilities in a world class corporate park environment, supportive to the unique operational needs of international c ompanies and co rporate users.
SR-60 WORLD LOGISTIC CENTER PARKWAY INTERCHANGE
IMPROVEMENT - CITY OF MORENO VALLEY
The State Route 60 – World Logistic Center Parkway Interchange Project is the Gateway to the largest industrial logistics business park in California. The State Route 60 serves a vital role in providing goods and services to the City of Moreno Valley and throughout the Inland Empire. The improvements to the interchange will address deficiencies on a regional scale to the State Route 60 corridor. The interchange improvements will include reconstruction of the westbound and eastbound on/off -ramps, raising th e vertical clearance over the freeway to accommodate safe freight passage and meet future traffic demands. The interchange improvements and local connectors will result in improved traffic circulation, safety and lower emissions. The PA/ED portion of this project has been completed. The estimated cost is $99 million.
SR-60 REDLANDS BOULEVARD INTERCHANGE IMPROVEMENT - CITY OF
MORENO VALLEY
The State Route 60 – Redlands Boulevard Interchange Project is the secondary access point to the largest industrial logistics business park in California. The State Route 60 serves a vital role in providing goods and services to the City of Moreno Valley and throughout the Inland Empire. The improvements to the interchange will address deficiencies on a regio nal scale to the State Route 60 corridor. The interchange improvements will include reconstruction of the westbound and eastbound on/off-ramps, raising the vertical clearance over the freeway to accommodate safe freight passage and meet future traffic dema nds. The interchange improvements and local connectors will result in improved pg. 32 traffic circulation, safety and lower emissions. The PA/ED portion of this project is currently being developed. The estimated cost is $67 million.
CITYWIDE BROADBAND INSTALLATION – CITY OF MORENO VALLEY The City of Moreno Valley recently completed the development of a plan for the deployment of a fiber -optic broadband network designed to support economic development, online commerce, distance learning, telehealth, free public Wi -Fi throughout over 30 locations in the city, and remote work environments. Without a robust broadband network, the City will struggle to attract and retain businesses and jobs, all of which are critical components to the City’s economic health. The plan’s high-level design of a fiber-optic network includes a layout of routing, possible construction methods, and footages connecting desired anchor institutions, community facilities, and economic development areas. Total cost to build the network is $11.7 million.
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MURRIETA INNOVATION CENTER
The Murrieta Innovation Center (MIC) is a business incubator owned by the City of Murrieta and managed by Impact Southwest Riverside County. The MIC is focused on attracting and incubating new bi otech industries and life-science start-ups to the city, as well as creating an ecosystem for entrepreneurship. The Murrieta Innovation Center is housed in the former Murrieta City Hall and is scheduled to undergo a remodel in 2023.
Improvements will include a renovation of existing office space, wet/dry lab space and a clean room. The center has already brought the region’s first genomics laboratory and is home to 10 startups, many of which have already received venture capital seed round funding. Additional funding would be used for expansion of entrepreneurial programs and resources, further building/office renovations, additional support for day-to-day operations and supplementary lab supplies & services. Project Cost - $500,000-$1,000,000.
MURRIETA DOWNTOWN PARKING
The City of Murrieta has an award winning Downtown Specific Plan and n ew development has been gravitating toward the area since it was adopted in 2017. The challenge facing Murrieta’s Downtown is its lack of available parking. The project would include the purchase of land in the downtown area and creation of a surface level parking lot to supply the needed access to downtown. Project Cost $1,000,000.
DOWNTOWN CONFERENCE AND TRAINING CENTER - CITY OF MURRIETA There is a dearth of sizeable conference space in the region, and this is keeping business from attracting in Southwest Riverside County. The proposed project would take City of Murrieta owned land and create a conference and business training center meant to utilize the cities’ central location for business events and workforce training. This project would begin with a feasibility study and include development marketing and attraction. Project Cost - $250,000.
TRUNK MAIN LINES FOR BUSINESS PARK DEVELOPMENT - CITY OF
MURRIETA
This project would bring in needed infrastructure development to support new business park and industrial development in the City of Murrieta. The vacancy rate for industrial buildings in the City has hovered near 1% for over 2 years and there is an immediate need for new construction. The d evelopment community has repeatedly cited lack of water/sewer infrastructure as a deterrent for co nstruction. This project would bring infrastructure to the Southwest Murrieta region and open over 1 00 acres for development. Project Cost - $3,000,000.
KELLER ROAD INTERCHANGE - CITY OF MURRIETA
The Keller Road Interchange off the I-215 will provide needed access to major medical centers like Kaiser Permanente, Loma Linda University Medical Center – Murrieta, and HealthSouth. This will also open new development opportunities for the Keller Road corridor.
THE NORTH SHORE YACHT CLUB HARBOR REHABILITATION PROJECT 209
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We propose the rehabilitation of the marina connected to the North Shore Yacht Club on the northeast shore of the Salton Sea. Due to lower sea elevations, accumulations of mud a nd silt, a nd marina disrepair, there are no launch points for federal and state research vessels thus h arming their a bility to meet their mandated monitoring and reporting requirements.
The goal of the project is to restore accessible boat launching to the Salton Sea for public a gencies. In the future this restored access will also eventually facilitate recreation and boat access to the sea for local communities and tourists. $448,148.80
OASIS: OPPORTUNITIES TO ADVANCED SUST AINABILITY INNOVATION
AND SOCIAL INCLUSION
The OASIS Hub is a regional economic development initiative envisioned as a combination of research laboratories, technology incubator, training facilities, and community spaces dispersed around the region that will catalyze research partnerships, technology transfer and the creation, attraction, and growth of innovation- based companies to the region.
The Hub will offer a welcoming and inclusive setting that inspires the next generation of diverse STEM and business leaders. OASIS aims to anchor a cluster of diverse stakeholders and strategic stakeholders, including the California Air Resources Board (CARB), the County of Riverside, and other community partners to activate and accelerate the growth of innovation clusters around logistics, agriculture, air quality and resource management.
The OASIS Hub will leverage the research expertise and human talent from the University of California Riverside and other universities and community college in the region in areas related to sustainability, training and job creation, and health disparity.
Social mobility, inclusion, and equity are hallmark features of OASIS and its partners.
Companies, non-profit organizations, and community groups that focus on corporate responsibility, sustainable development and social equity and inclusion are expected to be key members of the OASIS Hub too.
The first Phase for the implementation of OASIS is the construction of the OASIS Clean Tech Park to be in proximity to CARB and outside of University premises.
Including in the OASIS initiative is the creation of the OASIS Incubator a regional engine to accelerate the creation, growth, and attraction of sustainable companies to the Inland Empire. The OASIS Incubator aims at providing incubator space, access to capital and specialized mentorship to innovative companies in the region.
PALM DESERT iHUB
The Palm Desert iHUB is a collaboration between the City of Palm Desert, the Coachella Valley Economic Partnership (CVEP), and California State University San Bernardino (CSUSB). The iHUB grew out of the City’s 2018 Economic Development Strategic Plan which recommended cultivating high wage jobs to diversify the local economy. As a result, City of Palm Desert spent $1.4 million to build -out the technology focused Palm Desert 210
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iHub campus and contracts with CVEP to manage the property and the iHub business incubator program.
Additionally, CSUSB leases a portion of the space as part of the cybersecurity program that it established at its Palm Desert Campus as part of a $749,000 National Science Foundation grant to increase the level of diversity among students enrolled in cybersecurity programs. Through this unique partnership, the Palm Desert iHub offers three distinct programs in one facility, all to improve the regional economy through education, coworking space, and business incubation.
Education: Located at the Palm Desert iHub are Cal State Palm Desert’s newest high - demand degree programs to the Coachella Valley: Cybersecurity, Entrepreneurship, and Hospitality Management.
Co-working Space: The Palm Desert iHub offers: Symmetrical bandwidth at speeds of up to 1Gbps.
Business Incubation: Early -stage startups in targeted, high -growth business sectors – such as cleantech, app development, healthcare innovation, cybersecurity, and more – can take advantage of the benefits of co-working space plus the value-added benefits of being accepted as a client into the iHub program. iHub program advisors assist early - stage startups with identifying target markets, developing accurate projections, becoming investment-ready, and other guidance as the business prepares for launch or commercialization.
PALM DESERT BROADBAND CAPABILITY
The City is developing a broadband master plan that identifies key locations, including the downtown area, where wireless and/or wireline access to broadband and online services should be made available.
This initiative may include Wi-Fi hot spots, enhanced library services, public kiosks and other recommendations for improving access to telecommunications resources and Internet delivered/enabled services for all Palm Desert residents.
We are reviewing f inancial resources and implementation scenarios for the initiative.
Broadband will support many areas, including a variety of businesses including STEM businesses, novel technology, advanced technology, as well as defense and federal contractor businesses.
PALM DESERT DISCOVER PALM DESERT VISITOR CENTER
The City is developing a 3,500 square foot visitor center adjacent to City Hall and within the City’s Civic Center (largest park in the Coachella Valley). The city has an estimated population of over 53,00 0 and does not have a dedicated visitor center. The purpose of the center is to provide a community gathering space that supports our tourism industry, our local artists, and our businesses. The location within our Civic Center Park and the connection to l ocal and regional bicycle and pedestrian facilities, including CVLink, will promote public health and community engagement. Estimated cost is $2 -$4 million plus additional funding for art specific items.
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CV SYNC – CITY OF PALM DESERT
Multi-phased, regional traffic signal synchronization project including ITS infrastructure at signals and fiber optic interconnect installation including 9 roadways in Palm Desert.
CVAG funding and leading the planning, design and construction - $40,000,000+.
WALK AND ROLL (BICYCLE AND PEDESTRIAN LANE IMPROVEMENT) –
CITY OF PALM DESERT
Engineering, design and construction of bikeway and pedestrian improvements to fill gaps on connectivity citywide. City has completed a preliminary design study and is in t he process of prioritizing improvements.
PD LINK – CITY OF PALM DESERT
Construction of on-street Class I, II, III and IV improvements along various roadways in the central city to connect CV Link to neighborhoods, shopping, and institutions. Led by the Coachella Valley Association of Governments (CVAG), CV Link is an award-winning plan to provide access for pedestrians, bicyclists, and low -speed electric vehicles (including golf carts) on a dual pathway that largely parallels Highway 111, the busiest corridor in the valley.
NORTH SPHERE PARK IMPROVEMENTS – CITY OF PALM DESERT
City of Palm Desert is in the planning stage to achieve a new regional park in the North Sphere section of the city, an area planned for significant growth through new housing and other developments. The city is gathering public input and is evaluating the location of the park and the features which may include passive open space features, as well as regional park features. Estimated cost to secure engineering firm is $1,500,000.
PALM SPRINGS NAVIGATION CENTER – CITY OF PALM SPRINGS
The City of Palm Springs and County of Riverside have agreed to partner on the development of a new Navigation Center to house and serve the needs homeless individuals. The City has purchased a 3.4-acre property that will serve as the Navigation Center. It will provide a place where individua ls can seek behavioral, mental, and medical services; search for housing; and access income, benefits, and employment opportunities. It is estimated that the Navigation Center will create 28 jobs which includes: case managers, intake, data analysis and r eporting, food service, security, housekeeping, grounds keepers, and living skills specialists. The City’s contractor who will operate the Navigation Center is Martha’s Village and Kitchen. Martha’s will be working closely with residents from low -income neighborhoods to provide training and employment opportunities
RIVERSIDE EXCITE INCUBATOR EXPANSION
Riverside ExCITE is a unique incubation/acceleration program created in collaboration between business leaders, local government with representatives from both the City and County of Riverside, and local research university at UC Riverside. Riverside ExCITE is organized for the purpose of facilitating the successful incubation and acceleration of start-up companies engaged in entrepreneurial research and development of advanced 212
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technologies with the intent to create high technology jobs in the County of Riverside. By providing a location for business synthesis, mentorship and management; access to financial resources and information; access to marketing and professional services; and technology transfer from d omestic and foreign universities, organ izations and governments this unique operation will increase successful start-ups in the region.
Riverside ExCITE incubator is a private non-profit entity that operates in a county-owned facility that it has outgrown due to tech companies desiring to locate in the space and the addition of co- working space. ExCITE will be relocating to a nearby county-owned facility in downtown Riverside that needs rehabilitation and general cleanup. Additionally, the facility lacks broadband capacity to serve high tech companies. The request for funding from U.S. EDA will be approximately half the cost of total project which includes construction and installation of the fiber network to the b uilding a nd furniture a nd equipment needed to operate the incubator/accelerator. Total project cost $1,000,000.
Request from U.S. EDA - $500,000
VAN BUREN SEWER PROJECT
The C ounty of Riverside is partnering with the City of Riverside’s Public Utilities department to complete an extension of the sanitary sewer system along the Van Buren corridor. Van Buren Boulevard is a major transportation arterial between the 91 and 215 freeways crossing the jurisdictions of both the County and City. There are si gnificant development challenges within the portion of the Van Buren corridor between Wood Rd and King Ave due to a lack of sanitary sewer infrastructure. The general area of Van Buren Boulevard near the southern boundary of the City and unincorporated County has generally relied on individual septic systems for wastewater disposal which are not an adequate to support current or anticipated growth due to water quality concerns and physical factors impacting septic system performance. The installation of sanitary sewer within this zone would serve the existing community by eliminating multiple failing private septic systems as well as provide infrastructure for future economic growth. By partnering with the City, Riverside County will be a ble to connect unincorporated businesses and residential communities to the City’s system for regional sewer collection, transmission, and treatment. The approximate amount of this project is estimated at $14,000,000 (fourteen million dollars).
RIVERSIDE COUNTY SMALL BUSINESS FINANCIAL ASSISTANCE PROGRAM -
REVOLVING LOAN FUND
One of the County’s main economic initiatives is focused on accelerating and growing small businesses by creating access to new sources of capital for business owners that are having trouble securing conventional business loans. To that end, the Small Business F inancial Assistance Program - Revolving Loan Fund (RLF) has been established to provide b usinesses access to affordable capital for real property acquisition, building improvements and renovations, equipment purchases, short-term working capital, and other eligible activities.
CSA 62 RIPLEY
CSA 62 Ripley provides domestic water and sewer services to the Ripley community. The Ripley w ater system has recently shown l evels of T CP a bove the state’s maximum 213
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contamination level. CSA Administration is proposing a roughly five-mile pipeline from the nearby CSA 122 Mesa Verde water system to Ripley. Engineering consultant Krieger and Stewart has completed a feasibility study analyzing this plan and confirmed that a pipeline is the most feasible long-term solution. A grant of $50,000 from the California Department of Water Resources has been awarded to CSA 62 to reimburse the costs related to the feasibility study. The CSA is also coordinating with Rural Communities Assistance Corp (RCAC) for funding and technical ass istance to complete the design dra wings and manage construction of the pipeline. The water quality concern must be remediated by August 31, 2023.
SB 88 is a state i nitiative to consolidate smaller water d istricts to form more feasible districts. CSA Administration and State Water Resources Control Board are developing a potential consolidation plan. SB 88 also provides for fast tracked financial assistance for districts that agree to absorb smaller districts. Ultimately, this plan could reduce costs of operations, improve efficiency, and form a more sustainable system for the provisions of domestic water and sewer to the residents of CSAs in the Palo Verde area.
Anticipated Project Costs: $4.2 Million
RIPLEY/MESA VERDE INTERCONNECTION PIPELINE
This project will interconnect the Mesa Verde Water Treatment and Distribution Plant with the Ripley Water Treatment and Distribution Plant. The primary purpose for the project is to abandon the water source currently feeding the Ripley System, which has been determined to be contaminated with TCP- 1,2,3, and provide uncontaminated water from the Mesa Verde System. The 6-mile proposed pipeline will run an 8” water line from Mesa Verde, north of the 10 freeway, south to Ripley along CA State Route 78 (Neighbors Blvd).
This infrastructure improvement will bring sufficient water service to the region, potentially spurring economic development by incentivizing investment along CA State Route 78.
IDYLLWILD COMMUNITY RESTROOM PROJECT
The unincorporated community of Idyllwild, known for its world-renowned music and arts instruction, natural scenic beauty and downtown historic district, has been one of the gems of Riverside County since the late-19th century. Idyllwild’s primary economic driver is tourism, and due to the recent Covid-19 pandemic, there has been an enhanced push to increase tourism and access to this town and local businesses. The Office of Economic Development, in an effort to accelerate the recovery of travel, tourism and outdoor recreation, will install a public restroom facility in the core business district. The project will include acquisition and installation of a prefabricated restroom facility with two American with Disabilities Act (ADA) accessible restrooms.
EDWARD DEAN MUSEUM AND GARDENS REVITALIZATION PROJECT
The Edward-Dean Museum and Gardens was created by Edward Eberle and Dean Stout with most structures being erected in 1957 and given to the County of Riverside in 1964.
The Edward -Dean Museum is a historic house that is committed t o preserving its collection of 16th to 19th century decorative arts while offering social, cultural, and educational enrichment. The project proposes to expand promotion, advertising, and marketing of the destination for tourists and community members alik e. Revitalization 214
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improvements include septic upgrades, water quality and drainage improvements, hazardous material mitigation, Americans with Disabilities Act (ADA) compliance upgrades, three public restroom improvements, roof replacement of the museum, interior museum flooring, exterior restoration to include paint, new lighting, landscape, driveway, signage, and parking improvements.
IMAGING CENTER – SAN GORGONIO MEMORIAL HOSPITAL
Replacement of aged and broken imaging equipment with new and innovative imaging modalities a nd their optimization, ch aracterization, prec linical a nd clinical ev aluation opportunities. The Imaging Center will be able to provide soft tissue screening such as Mammography, X-Rays, and CT scans. This project includes minor construction, and the purchase of imaging equipment that will provide innovative methods for interventional radiology and techniques for improved image guided diagnosis. Cost - $6,000,000
STROKE CENTER – SAN GORGONIO MEMORIAL HOSPITAL
Replacement of the old broken equipment imaging equipment with new equipment, and innovative methods for image acquisition, display, transmission, and computer assisted analysis. This equipment and new applications will have a significant positive community wide impact for stroke and cancer screening, diagnosis and treatment. The Stroke Center will have new MRI equipment and includes minor construction. Cost - $6,000,000
BOILER ROOM INFRASTRUCTURE – SANITATION IMPROVEMENTS – SAN
GORGONIO MEMORIAL HOSPITAL
This project will add a Boiler to the Hospitals Utilities that is powered from the electrical grid and connected to the Hospitals Backup Generator. Currently the Hospital can provide clean water and sanitation techniques as long as the Natural Gas that powers the boilers continues to flow. However, a natural disaster such as an earthquake would close the pipeline for months causing the hospital to shut its doors. These catastrophic events can be eliminated by adding one (1) Boiler to the existing system that is powered by an existing Backup Generator allowing the Hospital to remain open during natural and man- made disasters. Cost - $2,000,000
SAN JACINTO RIVER LEVEE
The five-mile San Jacinto River Levee is a joint City of San Jacinto/County of Riverside Flood Control and Water Conservation Agency project which will provide all weather access into and o ut of the San Jacinto Valley by removing Sanderson Avenue, the Sanderson Avenue and Ramona Expressway intersection, and State Street from the San Jacinto River 100-year floodplain. The Levee will also reduce the amount of dairy and agricultural land affected by flooding that cause pollutants from these facilities to affect downstream receiving water. Finally, the project will constitute implementation of the 1975 Flood Control Master Plan for the Lower San Jacinto River Basin as well as allow the implementation of the City’s General Plan by making approximately 1,700 acres of agricultural land available for residential, commercial, and industrial development in the gateway area. The pr oject design is nearing completion and the dr aft Environmental Impact Report is slated to be circulated by summer 2014. Construction will take 215
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approximately 9 months to complete. Anticipated project cost: $50 million. Number of jobs: 5,482
SAN JACINTO BACKBONE SEWER AND WATER SYSTEM
The San Jacinto Gateway backbone sewer and water system was designed in the mid 2000’s. The portion of the Gateway project lying north of the Casa Loma Syphon (MWD facility) and the future alignment of the Mid County Parkway is served by a system that was designed and approved by the Eastern Municipal Water District in 2007. The sewer system was sized to accept anticipated flows form the Gateway project at build-out. A water system was designed (12” diameter) in Ramona Expressway and terminates at Odell Avenue as well. The proposed water system connects to an existing waterline in Sanderson Avenue. That portion of the Gateway project lying south of Casa Loma Syphon and Mid County Parkway is served by a system designed in Ramona Boulevard.
The se wer system was designed form the De Anza Lift Station, so uth in Sanderson Avenue and west in Ramona Boulevard. The Ramona Boulevard system terminates at Warren Road. The Ramona Boulevard system is sized and des igned at a depth to accommodate the Gateway project at build-out. A waterline was designed in Ramona Boulevard from Sanderson Avenue to Warren Road and was sized to accommodate the Gateway project at build-out as well. Waterline interconnections were designed between Ramona Expressway and Ramona Boulevard at Cawston Avenue and Odell Avenue.
Total project is anticipated to be approximately $10 million.
SALTON SEA AUTHORITY PREFERRED PROJECT: A VISION FOR THE FUTURE-
RIVERSIDE COUNTY
The Salton Sea Authority’s project objective is to achieve the habitat restoration and air and water quality goals set out in State and Federal legislation, while simultaneously meeting the needs of the residents of the region, local property owners, and civic leaders in the Imperial, Coachella and Mexicali Valleys. These interests d esire a large, sustainable recreational lake with reduced odor that serves as a Catalyst for regional economic development. This lake would also provide critical habitat values as it has in the past. Historically, the Salton Sea fish population has been an important food source for resident birds and those migrating along the Pacific Flyway. A variation of the Authority’s proposed project design was considered as an a lternative in the separate Salton Sea restoration project feasibility studies that were conducted concurrently by the Resources Agency of the State of California and the U.S. Bureau of Reclamation.
TEMECULA VALLEY ENTREPRENEURS EXCHANGE
Opened in November 2 014, the City of Temecula’s “Temecula Valley Entrepreneur Exchange” is an incubator and regional business resource center that fosters business growth and economic v itality for entrepreneurs. The incubator’s goal is to grow and strengthen the local technology sector to bring high-wage jobs to the area. The business resource center provides general b usiness workshops and consultations to ass ist business owners in starting and growing their business. The program is funded by the City of Temecula. The City has partnered with the Economic Development Coalition of Southwest California, Inland Empire Small Business Development Center and Temecula Valley Chamber of Commerce for this program. Currently 12 technology-focused startups 216
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are participating in the incubator program, and the resource center provides over 100 workshops annually.
TWENTY-NINE PALMS BAND OF MISSION INDIANS –
ECONOMIC DEVELOPMENT MASTER PLAN
The Twenty-Nine Palms Indian Reservation is in eastern Coachella Valley. The Coachella Reservation Section is in line with transportation corridors (Interstate 10, Highway 86, and consists of 290 acres. The Tribe has the Spotlight 29 and Tortoise Rock Casinos, which employee over 800 full-time/part-time employees. Aside from gaming, the Tribe is looking to diversify its economic portfolio by performing a master planning and feasibility project to identify business and job creation opportunities, increase governmental capacity and infrastructure. An ec onomic d evelopment planner is needed to develop a comprehensive economic planning strategy with tribal leadership, upper management and stakeholders.
WESTERN EMERGENCY OPERATIONS CENTER RENOVATION
The project consists of 16,826 square foot office b uilding renovation in the City of Riverside to establish a new Western County Emergency Operation Center (EOC). The new EOC would serve to provide coordinated cov erage and management for first responder agencies throughout Riverside County in emergent and catastrophic events.
Residents and businesses throughout the County will benefit through improved public safety. The building will also serve to house administrative functions of EMD and will be improved accordingly. $7,000,000
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RESOLUTION NO. 25-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA,
ADOPTING THE LIST OF INFRASTRUCTURE AND PLANNING PROJECT S TO BE INCLUDED IN THE 2024-2029 RIVERSIDE COUNTY COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY PLAN
WHEREAS, the U.S. Economic Development Administration (EDA) provides a wide variety of assistance and grants for local jurisdictions to implement infrastructure and planning projects that are related to economic development;
WHEREAS, a jurisdiction must adopt a Comprehensive Economic Development Strategy Plan that includes the names of specific infrastructure and planning projects in order to quality for EDA assistance and grants;
WHEREAS, the County of Riverside adopts a Comprehensive Economic Development Strategy Plan every five years and is in the process of developing the 2024 -2029 Riverside County Comprehensive Economic Development Strategy Plan;
WHEREAS, Riverside County cities are invited to include relevant projects and programs that may be eligible for existing and future EDA funding in the 2024 -2029 Riverside County Comprehensive Economic Development Strategy Plan.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA
APPROVES THE FOLLOWING INFRASTRUCTURE AND PLANNING PROJECTS TO BE INCLUDED IN THE 20 24-2029 RIVERSIDE COUNTY COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY PLAN:
Chandler Area Specific Plan
Developing a Specific Plan to guide the development and enhancement of the Chandler Neighborhood in Eastvale. The Specific Plan will provide detailed guidance for future development in the Chandler Area, increase development potential by creating more certainty for residents, developers, businesses, and stakeholders, and include various opportunities for public involvement.
Citrus Property Feasibility Study
Conducting a feasibility study for the City’s 22 -acre Citrus Property in accordance with the City’s 2040 General Plan, which would transform the Citrus Property into a community gathering hub that includes various amenities such as event spaces, park spaces, and other open space uses.
Civic Center Project
A project to construction a new City Hall, a new Library, and a new Police Station located in the southeast quadrant of the Leal Master Plan. The Library will be operated by the 218
County of Riverside Library System and the Police Station will be operated by the Riverside County Sheriff’s Department. The Civic Center will be a community - serving and welcoming place, serving as a destination where people can connect and prosper.
Hamner Avenue Beautification Project
Design and install landscape median along Hamner Avenue between 65th Street and Schleisman Road to close the gap of landscape median along Hamner Avenue within the City limits. The project is estimated to start after Hamner Avenue Traffic Signal is synchronized.
Improvement of Trail Network Connectivity
Design and construction of nearly 5 miles of trails running along Scholar Way and Harrison Avenue, utilizing excess right -of-way rather than impacting vehicle circulation/travel lanes. The project will provide dedicated space for people to bike and walk from northern City limits to the Santa Ana River trails, connecting to schools, parks, retail, and neighborhoods.
Public Works Yard Facility Project
Build a maintenance yard facility for City’s miscellaneous equipment and operations, which can support streets maintenance and other Public Works projects and initiatives.
Schleisman Road Mobility, Safety, and Connectivity Project Design and construction of Schleisman Road between Hamner Avenue and Sumner Avenue to include all -inclusive, all ages and abilities Class I trail/pathways in existing roadway to enhance mobility, safety, and connectivity.
Third Fire Station
A project to construct a Fire Station located in the southeast commercial quadrant of the Leal Master Plan. The Fire Station (to be operated by the Riverside County/CalFIRE) will provide service to the northern portion of the City of Eastvale within proxim ity to the Downtown Leal Project and immediate response to the residents and businesses adjacent to the I-15 Corridor.
Traffic Signal Improvement at Sumner Avenue and 68th Street Design and install traffic signals at the intersection of Sumner Avenue and 68th Street, thereby increasing the capacity of the intersection to handle traffic and reduce the number of potential accidents.
Zoning Code Update
Update the City’s Zoning Code to promote community livability, balance the City’s development uses, and increase the efficiency of the City’s land use.
PASSED, APPROVED AND ADOPTED this 8th day of January, 2025. 219
_________________________________________
Mike McMinn
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ _________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney Government Services Director/City Clerk 220
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) §
CITY OF EASTVALE )
I, Marc A. Donohue, Government Services Director/City Clerk of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 25-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 8th day of January 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
Government Services Director/City Clerk
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AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.8
January
8, 2025
Approval of Agreements for the 2024-2025 Community
Development Block Grant Program Year
Prepared By:
Samantha Greven, Management Analyst
Recommended Action(s)
Staff recommends that the City Council:
1 .
Approve the Supplemental Agreement for the 2024-2025 Community Development Block Grant Program Year;
2 .
Approve the Subrecipient Agreement for the YMCA Senior Health and Wellness Program for the 2024-2025 Community Development Block Grant Program Year; 3 .
Authorize the City Manager to execute the Supplemental Agreement for the 2024-2025 Community Development Block Grant Program Year;
4 .
Authorize the City Manager to execute the Subrecipient Agreement for the YMCA Senior Health and Wellness Program for the 2024-2025 Community Development Block Grant Program Year.
Summary
A Supplemental Agreement has been received from the County of Riverside Department of Housing and Workforce Solu0ons (HWS) regarding the Community Development Block Grant (CDBG) 2024- 2025 projects:
YMCA Senior Health and Wellness Program - $15,000
City of Eastvale Home Enhancement Program - $143,629
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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As the YMCA Senior Health and Wellness Program will u0lize the City of Eastvale's 2024-2025 Community Development Block Grant funding, the City has also prepared a Subrecipient Agreement.
A Subrecipient Agreement is not necessary for the Home Enhancement Program as this is an exis0ng County of Riverside program and the County will manage all aspects of the program.
Background
The Community Development Block Grant (CDBG) is a Federally funded block grant program created by Congress in 1974. CDBG grants are awarded to local governments and non-profit sponsors to carry out community development ac0vi0es by providing decent housing, a suitable living environment, and opportuni0es to expand economic opportuni0es, principally for low-and moderate-income persons. CDBG funds are allocated by the U.S. Department of Housing and Urban Development (HUD) to state and local governments on a yearly basis with the goal of developing ac0vi0es directed toward revitalizing neighborhoods, economic development, and providing improved community facilities and services.
City Council elected to allocate $15,000 of Eastvale's FY 24/25 CDBG funding to the Corona-Norco Family YMCA (YMCA) for their Senior Health and Wellness Program, and then designated the en0rety of the remaining funds ($143,629) to the County of Riverside Home Enhancement Program (HEP).
SUPPLEMENTAL AGREEMENT
The County of Riverside has issued the Supplemental Agreement for the 2024-2025 CDBG program year. This agreement details the repor0ng requirements and funding drawdown procedures for the City of Eastvale’s approved CDBG projects. By formalizing the partnership between the County of Riverside and the City of Eastvale, the agreement enables both en00es to advance the funding and implementation of these programs.
SUBRECIPIENT AGREEMENT
The City of Eastvale has prepared the Subrecipient Agreement for the 2024-2025 CDBG YMCA Senior Health and Wellness Program. This agreement specifies the repor0ng requirements and funding drawdown procedures for the project. It establishes a partnership between the City of Eastvale and the Corona-Norco Family YMCA, enabling the YMCA to deliver CDBG-funded ac0vi0es to Eastvale residents while clearly defining the city's expectations.
Environmental
Approving and authorizing the execu0on of agreements for the 2024-2025 CDBG program year is not a project pursuant to the California Environmental Quality Act (CEQA) and no environmental review is required.
Strategic Plan Action - Priority Level: N/A
| Target #: C
| Goal #: J
Leverage grant funding.
Fiscal Impact
The County of Riverside Department of Housing and Workforce Solu0ons (HWS) has agreed to pay the City of Eastvale $15,000 in CDBG funding which can be used for the YMCA Senior Health and Wellness project. Funds will not be disbursed to the city un0l reimbursement is requested by the city. Funds cannot be u0lized un0l the city receives a signed incur cost leGer from Riverside County. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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Budget will be appropriated at that time.
HWS will make available $143,629 in CDBG funding to the County of Riverside's Home Enhancement Program (HEP) to be used by Eastvale residents. As this is a County of Riverside program, funding will not be disbursed to the city and budget will not be appropriated.
Prior City Council/Commission Action
November 13, 2024 - City Council allocated the en0rety of Eastvale's 2025-2026 CDBG alloca0on to the County of Riverside Home Enhancement Program (HEP).
November 8, 2023 – City Council elected to approve and adopt Eastvale’s 2024-2029 five-year HUD- CPD funding priori0es as: Americans with Disabili0es Act (ADA) Improvements, Library Services, Senior Services, Youth Services, Home Improvement Services. City Council also allocated $15,000 of the FY 24/25 CDBG funding to the Corona-Norco Family YMCA for their Senior Health and Wellness Program, and then designated the en0rety of the remaining funds ($143,629) to the County of Riverside Home Enhancement Program (HEP).
March 22, 2023 - City Council established funding priori0es for the 2024-2025 CDBG Program Year as: Americans with Disabili0es Act (ADA) Improvements, Library Services, Senior Services, Youth Services, and Home Improvement Services.
Attachment(s)
Attachment 1 - Supplemental Agreement
Attachment 2 - YMCA Subrecipient Agreement
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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