Fresno City Council
February 22, 2024

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Commentary: These provisions will supplement the availability of fresh produce in the city, while encouraging social cohesion, supporting local farmers, and reducing greenhouse gases.

HC-5-g Commercial Agriculture. Continue to develop policies to allow agriculture on land greater than 50 acres in area.

OBJECTIVE
HC-6 Improve access to schools and their facilities for the community.

IMPLEMENTING POLICIES
HC-6-a Safe Routes to Schools. Continue to improve the conditions for youth walking and bicycling in the areas surrounding schools by working with the school districts including Fresno USD, Clovis USD, Central USD, Sanger USD, and Washington Union USD, as well as California State University, Fresno, Fresno Pacific University, and State Center Community College District to implement a safe routes to school program. Prioritize identified safe routes to school infrastructure improvements in annual transportation improvement budgets.

Commentary: The program will identify schools and neighborhoods where the program is most needed, and engage local residents in safe routes to school workshops. This will enhance students' health and well-being, ease traffic congestion near schools, and improve air quality and community members' overall quality of life.

HC-6-b Site Schools on Safe Streets. Work with all school districts operating in Fresno and private and charter schools to locate and design new school sites so they are located on safe streets.

HC-6-c Work with School Districts on Facilities Agreements. Work with school districts to promote the use of schools as community wide facilities. Help broker agreements between recreation organizations and school districts.

Commentary: To make these agreements viable, the City will need to resolve issues over security, maintenance, liability, fees, and other contractual obstacles with all the school districts operating within the city.

HC-6-d New School Strategies. Advocate for school siting standards that allow smaller neighborhood schools. Allow new schools to be constructed in B3 Attach #1 of 3
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existing urbanized areas, and design schools to be focal points of community life.

OBJECTIVE
HC-7 Establish priorities and mechanisms for park facilities improvements linked to effectiveness and improving health.

IMPLEMENTING POLICIES
HC-7-a Prioritization System for Parks Improvements. Link park facility improvement priorities to a ranking system keyed to public health and safety and recreational goals, prioritize gaps in local park service areas (especially in the areas west of State Route 99, and in south central and southeast Fresno), and respond with options for pocket parks and other walkable open space amenities.

Commentary: The best options may involve joint use and
improvement of ponding basins and school-owned land.

HC-7-b Performance-Based Capital Improvements. Establish a performancebased priority system for capital improvements, based upon the health and recreation goals ranking system, as one of as one of the items the City must consider prior to constructing capital improvements.

Commentary: Unlike traditional capital improvements programs, a performance-based priority system establishes a ranking scale that measures each component (e.g., pool, court, bench, or trail) of its system against the scale related to public health. For example, it might be a one-to-three scale in which one is below expectations, two indicates that the component can meet its intended function for a given period of time, and three means that it exceeds expectations. A performance-based park planning approach will take the conversation beyond “How many acres are there?” to “How well are the parks serving the community?”
HC-7-c Funding Mechanisms for Open Space Maintenance. Work with neighborhood associations and business and homeowners
organizations to establish community facilities districts or pursue other citywide financing mechanisms to generate funds for maintenance of new parks and open space, or to improve the level of maintenance of existing facilities based upon neighborhood needs and priorities.

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Commentary: Options may include a voter-approved sales tax initiative for park maintenance and related needs.

HC-7-d Integrated Pest Management. Formulate and implement an Integrated Pest Management Program to reduce the use of pesticides at Cityowned parks and landscape areas.

OBJECTIVE
HC-8 Support programs, leadership, and opportunities for Fresno’s youth.

IMPLEMENTING POLICIES
HC-8-a Out-of-School Youth Programs. Work with public agencies, community-based organizations, and school districts including Fresno USD, Clovis USD, Central USD, Sanger USD, and Washington Union USD to support the development of a unified and central student leadership entity for out-of-school time in Fresno, including the development of citywide standards.
• Define and promote a public image and message on the youth development approach;
• Create and engage in activities that build the field of youth development;
• Promote broad-based support and facilitate connections to schools and community resources;
• Develop programs that encourage involvement by youth of all abilities.
• Develop and increase access to resources; and
• Develop programs and learning communities through technical assistance and consultation.42
HC-8-b Youth Leadership Program. Work with the Youth Leadership Institute, Center for Multi-Cultural Communication, and other youth-oriented community organizations, including organizations that provide services for youth with disabilities, to design, support, promote, and 42 This program is modeled on “How after-school programs can most effectively promote positive youth development as a support to academic achievement: A report commissioned by the Boston After-School for All Partnership.” Wellesley, MA: Wellesley Centers for Women. National Institute on Out-of-School Time, 2003.

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seek funding for a youth leadership program to involve youth directly in planning for services and programs.

Commentary: Involvement will yield contact with caring adults, and youth leadership creates innovation in programming and facilities and helps young people shape the future of their communities. Enabling and valuing the contributions of young people is critical to keeping them involved.

HC-8-c Job Training, Apprenticeships, and Placement. Work with the Workforce Investment Board, or other interested organizations, businesses, schools, and residents to create an expanded youth job development partnership, helping connect local businesses to teens for after school and summer work, volunteer positions, and other skills development opportunities.

HC-8-d Youth Master Plan. Work with local youth groups and organizations to seek adequate funding for City staff time, consultants, and participating neighborhood and community organizations to formulate a Fresno Youth Master Plan based upon appropriate youth goals related to land use, transportation, housing and other General Plan Elements.

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11 HOUSING ELEMENT

CHAPTER
The purpose of the Housing Element is to provide residents, public officials, and the general public with an
understanding of the city’s housing needs and the goals, policies and programs that have been developed to help
meet those needs. The Housing Element provides analysis of i) the city’s existing, projected and special housing needs; ii) a land inventory for residential development; iii) household characteristics; iv) adequate sites to provide for the needs of households at all income levels; v) governmental and
nongovernmental constraints; and vi) a statement of the communities’ goals, polices, quantified objectives, financial resources, and scheduled programs for the preservation, improvement, and development of housing.

The 2015-2023 Housing Element was adopted on April 28,
2016 by Resolution No. 2016-60 and amended April 13, 2017, by Resolution No. 2017-107. It is included as a separate document.

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12 IMPLEMENTATION
The Fresno General Plan provides specific policy guidance for implementation in each of the Plan elements, which also establishes a basis for coordinating City actions with
adjacent jurisdictions, and regional and State agencies. This element describes the implementation process and
summarizes the major City actions; the implementing
policies in each element of the Plan provide details that will guide program development. A summary of the
implementing policies is also provided, showing which City officials and departments are responsible for these actions, and what the timelines are expected to be. The specific timing of Plan implementation will be dependent on the
City’s budgetary resources and staffing and may vary
depending on how market forces affect development. The
Annual Report on the General Plan will keep City officials and others up-to-date on Plan implementation.

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12.1 OVERVIEW
This Implementation Element provides guidance and policies for the process of implementing the Fresno General Plan. The first section of the element presents elected officials, commissions, and departments of the City that are involved in the implementation process with an overview of their responsibilities. The next section of the element describes the City’s role in the implementation process through the City’s Capital Improvement Program (CIP) and fiscal management strategies. Then, the relationship between the Plan and the regulatory system that guides private sector development is described. It includes an overview of the Development Code (Code) and other regulations and presents information on streamlining California Environmental Quality Act (CEQA) review and the sequencing of development. Lastly, the element includes a table with detailed actions, responsible parties, and corresponding policies that are needed to implement the Plan.

The CIP will be the primary means of scheduling and funding public infrastructure improvements of citywide benefit, consistent with the General Plan Economic Development and Fiscal Sustainability Element policies. To implement the goals of this Plan revised or new master plans for specific facilities and services may be necessary.

The City has completed many studies, master plans, and management plans for City facilities and infrastructure, including the BRT Master Plan (2008), Long Range Transit Master Plan (2002), Bicycle, Pedestrian and Trails Master Plan (2010), Urban Water Management Plan (2010), Metro Water Plan (2014), Recycled Water Master Plan (2013), and the Wastewater Collection Plan (2006). Additional master plans that could enhance the goals of this Plan will need to be evaluated and may include plans such as a parks, recreation, and open space plan and a bikes and trails implementation plan. As part of the Plan implementation the City will completely reassess fees for levels of service. The public facility development impact fees of the City or other special districts will need to be reviewed and updated as necessary. Special assessment districts or other means of financing improvements benefiting specific areas, such as the South Industrial Area, employment centers adjacent to the Airport, and new neighborhoods, may be needed.

In many areas, the Plan implementation will depend on actions of other public agencies and of the private sector, which will fund most of the development and related infrastructure, consistent with California and US constitutional requirements of nexus and proportionality. The Plan will serve as a coordinating function for private sector decisions; it also provides a basis for action on concept plans and individual development applications, which must be consistent with the Plan.

The idea of concept plans, presented in the Urban Form, Land Use, and Design Element, will be further developed by, and have regulations provided in, the new Development Code. After the adoption of the General Plan, the City also anticipates B3 Attach #1 of 3
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that the new Development Code will establish updated procedures for making findings for General Plan conformity decisions in new regulating and zoning implementation provisions. The City will reevaluate the General Plan every five years using information from, but not limited to, market demand studies and analysis to determine land use needs.

The major implementation process for land use proposals will be updating and administering the Code through the Zoning Map and development review procedures.

The City’s zoning ordinance is being updated by the preparation of the Code following the adoption of the Plan in order to implement the goals, objectives, policies, and planned land uses of the Plan. The Code will modify and add zone districts reflecting the designations on the General Plan Land Use Diagram. The Code will also update the City’s Subdivision Ordinance to amend or add provisions related to land dedication and improvements for public facilities such as public streets, schools, parks, paths or trails, and waterway corridors, and reservation of sites for the community facilities, consistent with current State law.

12.2 RESPONSIBILITIES
Implementing the General Plan will involve the Mayor, the City Council (Council), the Planning Commission (Planning Commission), and other City boards, committees, commissions, and departments. The City also will need to consult with Fresno County, Madera County, the City of Clovis, the City of Sanger, and other public agencies about implementation proposals that affect their respective areas of jurisdiction. The principal responsibilities that City officials and staff have for the Plan implementation are briefly summarized below; details on their powers and duties are defined in the Fresno Municipal Code (FMC) and the Charter of the City of Fresno.

Mayor
The City of Fresno is a “strong mayor” city, in which the Mayor serves as the top-level executive for the organization. The Mayor appoints the City Manager, who is the chief administrator of the City and has overall responsibility for the day-to-day implementation of the Plan, and the members of the Planning Commission with Council approval. The Mayor also prepares and submits the City budget, which includes the Capital Improvement Plan, to the Council, and may also recommend legislation to the Council. These responsibilities are delineated in the City’s Charter.

City Council
The City Council is the governing body of the City and is vested with all powers of legislation in municipal affairs. As the legislative body, the Council is responsible for B3 Attach #1 of 3
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adoption of the Plan, subject to Mayoral veto or referendum, and any amendments to the Plan. The Council also adopts the zoning and subdivision ordinances embodied in the Development Code, including the Official Zone Map, to implement the Plan, and approves final subdivision maps consistent with the Plan. The Council also may adopt community plans, neighborhood plans and Specific Plans, among others, as needed for General Plan implementation, and it hears appeals from the Planning Commission regarding certain development project decisions. The Council also approves a CIP and budget to carry out the Plan.

Planning Commission
The Planning Commission hears, reviews, and makes recommendations to the City Council on development, land use, and environmental issues, including the Plan, zoning and subdivision ordinances, and other land use regulations. The Planning Commission may also prepare and recommend adoption of design guidelines and Specific Plans, community plans, Concept Plans, neighborhood plans as needed for Plan implementation. Finally, the Commission is responsible for tentative map approvals under the City’s Subdivision Regulations, if it finds them to be consistent with the Plan and Specific Plans and certain development project review, as specified in the Development Code, and for other implementation actions, as specified in the Plan elements or in the Development Code.

Historic Preservation Commission
In 1979, the Council adopted the City’s Historic Preservation Ordinance (HPO) and updated it in 1999, 2010 and 2012. It established the City’s Historic Preservation Commission and a Local Register of Historic Resources (Local Register), patterned after the 1966 National Register of Historic Places. Fresno’s Local Register thus serves to protect and preserve buildings, structures, objects and sites which are (generally) at least 50 years of age and which have both historic significance as well as integrity.

The HPO provides for three separate local landmark programs: individual designation on the Local Register, inclusion within a Local Register District and the Heritage Property program. The HPO provides legislative mechanisms to protect certain cultural resources, including:
• Heritage Properties, defined as a resource which is worthy of preservation because of its historical, architectural or aesthetic merit but which is not proposed for and is not designated as an Historic Resource under the HPO. • Historic Resources, defined as any building, structure, object or site in existence generally more than 50 years which possesses integrity of location, design, setting, materials, workmanship, feeling and association, and is associated with historic events or with the lives of persons significant in Fresno’s past, or embodies the B3 Attach #1 of 3
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distinctive characteristics of a type, period or method of construction, or represents the work of a master or possesses high artistic values; or reflects, important information about prehistory or history, and has been designated by the Council to the Local Register as required by the HPO.
• Local Historic Districts, defined as resources related to one another in a clearly distinguishable way or any geographically definable area which possesses a significant concentration, linkage or continuity of sites, buildings, structures or objects united historically or aesthetically by plan or physical development.

Contributors to Historic Districts are any building, structure, object or site that contributes to the significance of the specific Local Historic District. The Local Historic District must be significant as well as identifiable, and must meet the Local Register Criteria for listing on that Register including formal designation by the Council as required by the HPO.
• National Register Historic Districts is a local district that must be significant as well as identifiable and meet National Register Criteria for listing on that Register.

Unlike properties considered for the Local Register, there is no age, integrity or historic significance requirements for a Heritage Property. As with all landmark programs under the HPO, the owner of a Heritage Property may use the California Historical Building Code (CHBC), a more flexible way to meet health and safety standards. In addition to the CHBC, historic property owners may claim a federal tax credit for commercial properties placed in service prior to 1936 and may find some leniency under local zoning. The City participates in the Certified Local Government (CLG) Program administered by the California State Office of Historic Preservation. CLGs benefit from expedited review of some federally funded projects and may also apply for pass-through grants from the federal government. However, a CLG must also meet a variety of requirements to maintain this status, including a Historic Preservation ordinance, a citizen’s commission, an inventory of local historic properties, adequate public participation and compliance with CEQA.

Projects that comply with the Secretary of the Interior’s Standards may qualify for a categorical exemption under CEQA and a finding of no adverse effect under Section 106 of the National Historic Preservation Act. The use of these criteria and standards make environmental review faster, more efficient, and reduce costs and delays.

Development and Resource Management
The City’s Development and Resource Management Department (DARM) focuses on public and private property development throughout the city and prudent management of the city’s land and water resources, and public infrastructure. It manages both development and neighborhood services through downtown and neighborhood revitalization, long range land use planning, new development entitlements, building B3 Attach #1 of 3
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permit issuance, building plan reviews, inspections, code enforcement, housing grant programs, and resource efficiency programs for residential and commercial properties.

Specific duties related to Plan implementation include, preparing zoning and subdivision ordinance amendments and design guidelines for Planning Commission review and City Council approval; reviewing development applications; and conducting investigations and making reports and recommendations on planning and land use, zoning, subdivisions, development plans and environmental controls. DARM also coordinates activities with numerous school districts and community college districts related to school and college sites. Finally, DARM has the primary responsibility for preparing the annual report on the Plan and conducting the five-year review. These reporting requirements are described in Chapter 1 of the Plan.

DARM also includes the Building and Safety Services Division, which is responsible for permit processing, plan review, and inspection services for public and private projects; the Community Revitalization Division which has a strategic and proactive focus on code enforcement and neighborhood revitalization services; the Parking Division, which focuses on parking facility management, vehicle code enforcement, citation management, and abatement of abandoned vehicles left on city streets; and the Housing and Community Revitalization Division, which administers housing grant programs and offers programs and services that provide affordable housing opportunities and directs implementation of the Housing Element of the Plan. DARM also administers the City’s Historic Preservation Program. In collaboration with other departments, DARM facilitates development reviews to enhance investment and job creation in Fresno.

Public Works
The City’s Department of Public Works (DPW) is responsible for planning, design, and development of public infrastructure projects; traffic and transportation engineering, including bike lanes, paths and sidewalks; street maintenance; public parking; and engineering support to DARM for private development project and subdivision infrastructure review. DPW also handles the review of current development applications, subdivision maps, public improvement plans, encroachment permits, and development in the flood zone. In addition, DPW manages construction inspection for permits it issues and is responsible for the design and construction of the projects included in the CIP. DPW is presently managing the City’s Parks, After School, Recreation and Community Services (PARCS) Department’s landscape maintenance efforts.

Parks, After School, Recreation and Community Services (PARCS) The City’s Parks, After School, Recreation and Community Services (PARCS) Department offers numerous parks, including regional parks, neighborhood parks, B3 Attach #1 of 3
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action sports facilities, play structures and golf courses. PARCS owns and maintains many community and neighborhood centers that are open to the public and offer various programs for all ages. In addition, PARCS offers several trails for the community to enjoy.

The PARCS maintenance program also aims to rehabilitate, through various sources of funding and capital improvements, at least one park per year. Development of new parks is also a priority. In Fiscal Year 2014 construction began on Martin Ray Reily Park. There are plans to begin construction in the immediate future on Inspiration Park, which will accommodate the needs of the disabled community and is the only one of its kind in the Central Valley.

Fresno Area Express
Through the California Department of Transportation, the City offers public transit with the Fresno Area Express (FAX) bus services and Handy Ride Paratransit Service.

FAX provides 16 fixed-route bus lines and Handy Ride offers a demand-response service for people with disabilities. FAX is the largest mass public transportation provider in the San Joaquin Valley. In 2016, the City’s Bus Rapid Transit (BRT) is expected to implement “Phase 1” service to provide improved service reliability and travel time along two corridors (Blackstone Avenue and Ventura Avenue/Kings Canyon Road) along with enhanced bus service along Shaw Avenue.

Airports
The City’s Airports Department is responsible for the safe, secure, and efficient operation of Fresno Yosemite International Airport (FYI) and Fresno Chandler Executive Airport (FCH). This includes compliance with federal, State and local regulations, managing and growing business relationships, planning and implementing CIPs to keep the both airports infrastructure viable into the future, marketing the airports, and maintaining and developing air service at FYI.

Public Utilities
The City’s Department of Public Utilities (DPU) provides water, wastewater, and solid waste services within the city limits and a few other select locations. The DPU - Water Division manages and operates the City of Fresno’s water system. It delivers drinking water to urban residential, commercial, and industrial customers in the city and many of the County Islands, and it plans long-range water supply. The DPU - Wastewater Management Division is responsible for the operation and administration of the FresnoClovis Regional Wastewater Reclamation Facility, sanitary sewer lines, and provides recycled treated wastewater for irrigation. The DPU - Solid Waste and Recycling Division collects residential solid waste, recyclables, and greenwaste. Specific B3 Attach #1 of 3
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implementing responsibilities are established in the Mobility and Transportation, Public Facilities and Services, Resource Conservation and Resilience, and Noise and Safety elements of the Plan.

Other Utilities
The County of Fresno handles hazardous waste disposal and operates the regional landfill. The Fresno Metropolitan Flood Control District provides flood control and urban storm water services to the city. PG&E provides power services through electricity and natural gas to homes, business, and industry.

Police and Fire Departments
Within the City, responsibility for public safety is assigned to the City’s Police and Fire Departments. The Police Department is responsible for preventing crime and maintaining law and order, while the Fire Department is responsible for fighting urban and wildland fires, as well as emergency response and rescue. Both departments coordinate with the County and State on mutual aid. Specific implementing responsibilities under the Plan are established in the Public Utilities and Services Element.

Other Commissions, Committees, Councils, Counties, and Partnering Agencies
The City has a number of standing commissions and advisory committees, and appoints City representatives to several non-municipal governing boards, which may assist in the Plan implementation endeavors as directed or requested by the Administration and the Council. These currently include:
• Bicycle and Pedestrian Advisory Committee
• Disability Advisory Commission
• Downtown Neighborhoods Community Advisory Committee
• Fulton Corridor Specific Plan Community Advisory Committee • Fulton/Lowell Design Review and Specific Plan Implementation Committee • Housing and Community Development Commission
• Mayor’s Industrial Council
• Tower District Design Review and Specific Plan Implementation Committee • Utility Advisory Committee
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Partnering Agencies include:
• Fresno County Economic Opportunities Commission
• Fresno County Transportation Authority
• Fresno Housing Authority
• Fresno Madera Area Agency On Aging Board
• Fresno Metropolitan Flood Control District
• Fresno Mosquito Abatement District
• Fresno Regional Workforce Investment Board
• San Joaquin River Conservancy
• San Joaquin Valley Air Pollution Control District
• Transit Rate And Services Committee
• Transit Security Advisory Committee
• Fresno Irrigation District
• Fresno County Local Agency Formation Commission
• Fresno County Council of Governments
• Fresno County
• Madera County
• City of Clovis
• City of Sanger
• California State University, Fresno
• State Center Community College District
• Fresno Unified School District
• Clovis Unified School District
• Central Unified School District
• Sanger Unified School District
• Washington Union Unified School District
The Plan does not envision any substantive change in the responsibilities assigned to these commissions, committees, councils, counties and partnering agencies except to the extent that new policies and programs may expand the scope of discussion relative to their assigned responsibilities.

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Transition for “Redevelopment” Programs
During the preparation of this Plan, the State of California passed legislation that terminated the existence of Redevelopment Agencies (RDAs) throughout the State.

Fresno’s RDA worked to redevelop blighted land, rehabilitate structures, and build infrastructure within its six designated project areas and to develop affordable housing.

The RDA previously played a major role in the implementation of the General Plan, but with the end of the City’s RDA program, the Successor Agency to the Redevelopment Agency of the City of Fresno will take a more limited role in financing the Plan’s implementation and will be supplemented with other efforts. The City’s Infill Development Act and the Mayor’s Fresno General Plan Implementation and Infill Finance Task Force, both discussed below, recommended a number of initiatives and incentives to implement major components of the Plan. A number of these recommendations have been integrated into the Plan and the Code. The purpose will continue to be focused on the removal of blight and encouraging reinvestment in Fresno.

12.3 INFILL INITIATIVES
Two important initiatives by the City informed development of this element: the Infill Development Act championed by Councilmember Brand and adopted by the City Council on November 1, 2012, and Mayor Swearengin’s Fresno General Plan Implementation and Infill Finance Task Force formed in 2013. Understanding them provides background information for the specific implementation roles and responsibilities of those involved and the summary of implementation actions, which follows.

Infill Development Act
The Council passed the Infill Development Act (Act) on November 1, 2012. Recognizing the inherent design, policy, and cost challenges to developing infill properties, the Act was intended to begin finding creative solutions and incentives to implement a successful infill development program across the city. The Act created an Ad Hoc Council Subcommittee on Infill Development to improve the business climate in the City and improve the City’s relationship with the private sector. That work has been incorporated into the Business Friendly Fresno initiative convened by the Mayor and Council. In addition, the Subcommittee examined other incentives and policy recommendations to promote infill development in Fresno, including financial incentives, infrastructure incentives, and regulatory incentives, among others. The Act also called on the Mayor to convene a task force specifically focused on addressing the funding gap associated with infill and rehabilitation projects within established neighborhoods throughout the city. Recommendations from the Infill Finance Task Force are summarized below. The policy recommendations from the Infill Finance Task B3 Attach #1 of 3
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Force and Ad Hoc Council Subcommittee are integrated into the Plan, the Code, and assessed by the General Plan Master Environmental Impact Report (MEIR).

BUILD Act
The passage of the BUILD Act (Best Utilization of Infill Lot Development) of June 2013 represented a creative and practical approach toward addressing the problem of incentivizing infill development in the City of Fresno by waiving fees on properties in core neighborhoods where there would be no impact to major streets, streetlights, parks, police and fire.

The Act's goal is to make infill development more financially attractive to developers who are considering building in the urban core. Moving forward, the BUILD Act should be promoted and considered a model as city staff consider future incentives to infill development.

Fresno General Plan Implementation and Infill Finance Task Force The Mayor of Fresno created the Fresno General Plan Implementation and Infill Finance Task Force (Task Force) with support from the White House’s Strong Cities, Strong Communities (SC2) initiative, the U.S. Environmental Protection Agency’s Office of Smart Growth, and Governor Brown’s Office of Planning and Research. The Mayor and the Governor’s Office of Planning and Research jointly convened the Task Force, which included many of California’s leading development, finance, legal, and policy experts to participate on the Task Force in 2013. In addition, the Task Force included local public and private developers, as well as Councilmembers Steve Brandau and Paul Caprioligio.

Recognizing the current challenges associated with infill development, the Task Force was charged with identifying specific strategies to support infill development in the City. The group began its work by evaluating the different types of neighborhoods and commercial districts that exist in the established parts of the city and quickly assessed that, depending on the type, age, and location of the neighborhood or commercial area, different strategies would be needed to support reinvestment in different parts of the city. In other words, while there are some overarching recommendations for all of Fresno’s established neighborhoods, the Task Force recommended different strategies based on three different priority areas which are depicted in Figure IM-1: Priority Areas for Development Incentives and include:
• Established Neighborhoods Generally South of Herndon Avenue. Included within this broad area are neighborhoods that are the most distressed in the city and among the most distressed in the nation. These areas need catalytic reinvestment.

There are other neighborhoods in this area that are not currently distressed, but do need strategic investments now in order to prevent decline. Finally, some B3 Attach #1 of 3
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neighborhoods in this area are perfectly healthy today, but may be surrounded by neighborhoods that are starting to decline.
• BRT Corridors. The Task Force recognized the importance of the Bus Rapid Transit investment and its potential to, over time, support mixed-use, transit-oriented development along its corridors. The BRT priority corridors include the first phase along Blackstone Avenue and Ventura Avenue/Kings Canyon Road, and the second phase along Shaw Avenue and California Avenue.
• Downtown Planning Area. The Downtown Planning Area includes the Central Business District, Civic Center and other Downtown Centers, Chinatown, South Stadium/South Van Ness, and Downtown neighborhoods and special districts.

Together, these districts form the civic and cultural heart of the City. BRT and enhanced transit will connect established neighborhoods generally south of Herndon Avenue to a functioning, vibrant Downtown.

The Task Force identified the major barriers to infill and revitalization that the Plan implementation strategy should seek to address and made a number of specific recommendations, many of which are integrated into the fiscal management strategies presented in the Economic Development and Fiscal Sustainability Element. The greatest barrier is the dilemma that infill development and/or adaptive reuse of historic buildings can cost too much relative to the return on those investments from rental, leased, or sale income. As a result, lending institutions often view development in established neighborhoods as a higher risk proposition than greenfield sites in more affluent suburbs and are unwilling to provide traditional financing for the projects. As traditional financing has flowed almost exclusively in the Fresno Area for decades to greenfield development, the market for projects in established neighborhoods is further undermined, creating a vicious cycle that is difficult to break. Redevelopment funds historically could be used to address the “risk gap” associated with development in established neighborhoods, but that is no longer an available tool in the State of California. And, given the City’s fragile financial position, public sector financial capacity to address the “risk gap” does not exist.

An additional barrier cited by developers is the cost of infrastructure improvements that are required to support development in established neighborhoods. The older the neighborhood is, the older its infrastructure. For developers to invest, either in substantial rehabilitation of existing buildings or in new construction on underutilized or vacant land in established neighborhoods, they have to absorb the cost of replacing the aging infrastructure. Given the overall weakness of the Fresno economy, that additional cost can make infill and rehabilitation unaffordable for investors.

The Task Force also identified as a barrier the lack of experience among local developers in navigating available subsidy programs for infill and revitalization projects.

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There are some financing tools that are available in California, but the local development community and City staff are largely inexperienced in working with these programs. They are complex and onerous, but can be mastered as they have been in other markets in California. While it may not be desirable in the medium and longterm to rely on these types of financing tools for redevelopment and reinvestment in Fresno’s established neighborhoods, in the short-term, these tools can be of use in addressing the financing “risk gap.” Improving the technical capacity of the local development community and City staff is an achievable goal that is included in the Task Force’s recommendations.

Lastly, the Task Force cautioned against spreading energy and resources too thinly across the City and instead called for focusing on smaller geographic areas in order to leverage private investment. The following points summarize the Task Force’s recommendations:
• Identify all potential funding mechanisms to replace infrastructure in established neighborhoods and improve service levels. New development alone cannot absorb the cost of replacing infrastructure that today serves existing residents and neighborhoods. While new development must pay for its portion of any “upsizing” required to support increased densities and infrastructure requirements, there must also be sources of public financing of infrastructure to absorb the cost attributed to replacements and repairs that would be needed to serve existing residents. Examples include community facilities districts (Mello-Roos districts), infrastructure financing districts, and State and federal grants. Other cities in California have also leveraged naming rights of parks and other public amenities to generate a revenue stream that can be applied to public improvements. In addition, the Task Force identified ways in which the City could better position itself as a strong investment relative to municipal credit bond market. Doing so would help strengthen the City’s ability to borrow money to pay for public infrastructure, and could also reinforce the strength of the “Fresno brand” to other lending institutions needed to finance private development projects.
• Close Funding Gap for Development. The Task Force recommended the following as strategies needed to address the risk gap for early infill and revitalization projects. Over time and if projects are successful, this will become less of an issue as the market is proven and becomes viable for traditional financing. o State Loan Guarantee Program – The City should join similar cities in California and petition the Governor and the legislature to create a loan guarantee program for reinvestment in low income, environmentally challenged areas of the state. Such a program would generate virtually no risk to the State’s finances but would make infill markets viable within inland parts of California.

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12-14 FRESNO GENERAL PLAN
o Modify the City’s Impact Fee Program – Today, the City’s impact fee program is based on building public facilities that are unrealistic in today’s fiscal climate. The impact fee program should be re-evaluated with a realistic plan for needed public facilities. It should also take into consideration that rehabilitation and infill projects within established neighborhoods already have infrastructure in place and, therefore, should not have to “pay twice” for infrastructure that already exists. Modifying the impact fee program in such a manner would likely result in low to no-cost impact fees for development in infill areas, which would help address the funding gap. o Property Tax Abatement or Rebate – The Task Force recommended putting an incentive in place for property owners to improve their properties in neighborhoods generally south of Herndon Avenue. For the program to serve as a meaningful incentive, State legislation would likely be required although the City could use federal housing grant funds or other local sources of funds to at least create an incentive program in the short term. o Developer Technical Assistance/“Concierge” – The City could retain an expert in community development finance with knowledge of the various State and federal assistance programs available to support infill development to help walk developers through the options.
o Streamlined Development Review Process – Expediting and streamlining the development review process helps to reduce uncertainty for developers, which can lower their costs. The intent of the forthcoming Downtown Development Code and various land use plans is to make more projects permissible “by right” if they conform to the plan in order to streamline the development process.
o Crowdfunding – “Crowdfunding” is quickly becoming a common way to bring together interested citizens and investors to help address the risk gap.

Fundrise.com is one such example and has been used to complete several redevelopment projects in major U.S. cities. Peeve’s, a local public house and restaurant on Fulton Mall, secured the funding it needed to expand its public market through the crowdfunding site Kickstarter.com.
• Share the Risk & Reward through Partnerships. Residents, major employers such as hospitals, institutions such as colleges, and utility companies all benefit from the economic, environmental, and social benefits brought by infill development.

Engaging these institutions on Downtown revitalization, for example, is a key to improving the city. Such collaborations have been extremely successful in cities across the U.S. They are a true win-win.
• Change Perceptions. Strengthening public perceptions of Fresno as a good investment choice can also help foster infill development in untested or marginal areas. Recent residential projects in the Downtown Planning Area have done well, but they still required a subsidy in order to cover development costs. In order to B3 Attach #1 of 3
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Chapter 12: Implementation
realize the goals of this Plan, the City must continue to change perception of the Downtown and other infill areas so that they are viewed as safe, vibrant, and enriching places to live. Promoting the positive improvements that are taking place in neighborhood schools is a critical component to changing perceptions about Fresno’s established neighborhoods, as is improving the aesthetic quality of these neighborhoods, and forming property owner associations that can put on events and positively “brand” their neighborhoods.

12.4 IMPLEMENTATION IN THE PUBLIC REALM
Various public sector entities will play an important role in implementing the Plan by shaping the public realm through the funding, building, and regulating of infrastructure and development projects. The CIP includes a list of public works projects that the City intends to design and construct in coming years. Creating a long-term CIP for Citysponsored projects is a new requirement of this Plan under Policy RC-1-b in the Resource Conservation and Resiliency Element. Under the Charter and this Plan, the City Council through the budget process will review the CIP to determine whether funding for improvements and services will implement the Plan. Specifically, the Plan policies in Chapters 6 and 7 anticipate that the Council will review funding for all Cityfunded improvements and public services, particularly projects in the CIP requiring any of the following Council actions:
• Acquisition of land for public purposes;
• Disposition of land;
• Street vacations; and
• Authorization or construction of public buildings or structures.

The City Council also has the authority to comment on CIPs prepared by school districts, community college districts, and utility providers. These CIPs, and any annual revision proposed to them, are to be forwarded to the City at least 60 days prior to adoption for the City’s review for consistency with the Plan.

Infrastructure Priorities And Phasing
Infrastructure and revenue allocation priorities for the Plan implementation will be established in consultation with City departments, guided by policies found in multiple locations in this Plan, as well as take into consideration recommendations from the Fresno General Plan Implementation and Infill Finance Task Force. These latter recommendations will be periodically updated by the DPU and DPW.

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12-16 FRESNO GENERAL PLAN
The phasing of future infrastructure projects will be determined by the policies in this Plan in consultation with the relevant City departments and determined by the amount of funding available from federal, State, local, and private sources. Priority will be given to serving established neighborhoods, including established neighborhoods generally south of Herndon Avenue (as shown in Figure IM-1: Priority Areas for Development Incentives), along BRT and enhanced transit corridors, and in the Downtown Planning Area, consistent with the Plan policies. Most desirable, from a fiscal perspective are projects that are revenue-producing, meaning they would create positive impacts on the City’s property tax base and the City’s retail base or otherwise generated needed revenues that could flow to the General Fund.

Public Works Standards
Following adoption of the Plan, the Public Works Standards and the subdivisions regulations for the City will be updated to be in conformance with the Plan and the Development Code, when adopted. Public Works design and improvement standards apply to all subdivisions in the city and will be imposed on a subdivider as a condition of approval of a tentative map or parcel map. Exceptions to design standards may be approved if the City finds that an alternative design substantially conforms to the intent of the standards of this chapter and to the Plan.

Updated standards in the Code will address:
• Block dimensions: maximum length and width;
• Lot sizes and provisions for a diversity of lot sizes in subdivisions; • Major utility easements for major utilities, such as high-tension lines and utility trunk lines, to ensure they are incorporated into subdivisions as open space or recreation use and connect with a regional trail system; • A continuous street system, so that new streets, alleys, bicycle facilities, and pedestrian ways connect to other streets, alleys, bicycle facilities, and pedestrian ways to form a continuous vehicular, bicycle, and pedestrian network; • Urban tree canopy, with street trees spaced to provide continuous shade for pedestrians;
• Sidewalks, which must be constructed to City standards on both sides of the street or be consistent with an approved pedestrian access plan on qualifying subdivisions involving private streets;
• Parks and playgrounds which are generally centrally-located in new neighborhoods will abut public streets for improved access; and
• Detention basins, which can be designed for multiple uses and treated as an amenity in new neighborhoods.

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Chapter 12: Implementation

12.5 IMPLEMENTATION BY THE PRIVATE SECTOR
The private sector will be instrumental in implementing the Plan in the private realm, which will be overseen by the City’s regulations. To this end, the City will use a variety of regulatory mechanisms and administrative procedures to implement the Plan. Overall legislative responsibility for the Plan implementation is vested in the City Council, which by ordinance has delegated certain responsibilities to the Planning Commission, the DARM Director and other City departments (e.g. the DPU, the DPW, the Police Department and the Fire Department). The Plan calls for the revision and adoption of a new Development Code to ensure that the Plan policies will be implemented and that environmental resources earmarked for protection in the Plan will be preserved. Other regulatory mechanisms, including subdivision standards and processes, building and housing codes, CIP, and environmental review procedures, also will be used to implement Plan policies.

Zoning Regulations In The Development Code
After adoption of the General Plan, the City's Development Code (Code) will be structured to translate plan policies into specific use regulations, development standards, design standards, and performance criteria that will govern development on individual properties and development sites. The Code will also include regulations for landscaping, on-site parking and loading, signs, antennas and wireless communications facilities, and affordable housing density bonus provisions, among other regulations.1 The Plan establishes the policy and implementation framework, while the Code prescribes standards, rules and procedures for development along with criteria and findings required for acting on project applications. The Zoning Map (the “Official Zone Map”) will provide more detail than the Figure LU-1: Land Use Diagram, consistent with this Plan.

The Plan calls for several new zoning districts. Regulations for these districts will be established as part of the comprehensive zoning update following the Plan update. The use regulations and development standards for existing zoning districts will undergo amendments to conform to Plan policies. Density and intensity limits, consistent with the Plan's land use classifications, will also be updated. For purposes of evaluating Plan consistency, the density of proposed projects will be rounded up or down to the nearest whole number, as appropriate.
1 The General Plan anticipates that the Development Code and the Official Zone Map will be further amended and refined by a code for the Downtown Planning Area.

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12-18 FRESNO GENERAL PLAN
The City will bring the Code into conformance with the Plan within a reasonable period of time. The City will take steps to ensure projects are consistent with the General Plan, which may include an interim zoning ordinance or other actions as appropriate. In the future, if the Plan is subsequently amended, the Code and Zoning Map may also need to be amended to maintain consistency between the documents.

Finally, the goals, objectives, and policies of this Plan are long-term in nature. As part of Plan implementation, future refinement and updates of the Code may be needed to translate those long-term objectives and policies into regulations and standards, supported by appropriate permitting procedures, in order to address emerging needs and conditions and gradually fulfill the policy direction of the Plan. Timing of these refinements will be guided by the various stages of implementation, the City’s accomplishments and budgetary resources, and the sequencing of development concepts, which are in this chapter, updated as may be appropriate, as contemplated within the planning horizon of the Plan.

Consistency Between the General Plan and Development Code As mentioned above, the City will implement many General Plan policies through the Code. To realize the City’s land use, housing, and open space policies zoning designations will be amended. A fundamental link between the Plan and zoning is land use/zoning consistency. Table 12-1 shows how the updated zoning districts in Fresno are consistent with the land use designations of this Plan. This will facilitate administration and ensure a closer link with Plan policies because new zones will mirror classifications on the Land Use Diagram. Planned development still will be permitted, but with a flexible process that will be “findings-driven” and have specific criteria for approval.

TABLE 12-1: GENERAL PLAN LAND USE DESIGNATIONS AND

ZONING DISTRICTS CONSISTENCY
General Plan Land Use
Designation
Development Code Zoning District
Buffer B Buffer
Residential
Low Density RE Residential Estate
RS-1 Residential Single Family,
Extremely Low Density
RS-2 Residential Single Family,
Very Low Density
RS-3 Residential Single Family,
Low Density
Medium Low Density RS-4 Residential Single Family,
Medium Low Density
Medium Density RS-5 Residential Single Family,
Medium Density
Medium High Density RM-MH Mobile Home Park
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Chapter 12: Implementation
RM-1 Residential Multi-Family,
Medium High Density
Urban Neighborhood RM-2 Residential Multi-Family,
Urban Neighborhood
High Density RM-3 Residential Multi-Family, High
Density
Mixed-Use
Neighborhood NMX Neighborhood Mixed Use
Corridor/Center CMX Corridor/Center Mixed Use
Regional RMX Regional Mixed Use
Downtown
Downtown Neighborhood DTN Downtown Neighborhood
Downtown General DTG Downtown General
Downtown Core DTC Downtown Core
Commercial
Main Street CMS Commercial - Main Street
Community CC Commercial - Community
Regional CR Commercial - Regional
General CG Commercial - General
Highway and Auto CH Commercial - Highway and
Auto
Recreation CRC Commercial - Recreation
Employment
Office O Office
Business Park BP Business Park
Regional Business Park RBP Regional Business Park
Light Industrial IL Light Industrial
Heavy Industrial IH Heavy Industrial
Other
Open Space OS Open Space
PR Parks and Recreation
Public Facilities PI Public and Institutional
Subdivision Regulations
No subdivision of land may be approved under California law and the City's subdivision regulations unless its design and proposed improvements are found to be consistent with the Plan, including the open space plan. Dedication of land for park facilities will be required for subdivisions above a certain size, consistent with the policies and standards prescribed by the Plan and the subdivision regulations. The subdivision regulations also can require dedication of land for elementary schools, riparian habitat and reservation of land for fire stations, libraries, bike paths, transit facilities, and other public facilities.

After adoption of the Plan, the City's subdivision regulations will be amended to conform to Plan policies. Subdivision approval will continue to require findings of consistency with the Plan as a condition of approving parcel maps and tentative maps.

Reservation requirements for bus turnout facilities and bike and pedestrian facilities also will be included to carry out Plan policies for appropriate projects. The subdivision B3 Attach #1 of 3
12-20 FRESNO GENERAL PLAN
ordinance will require connections between new streets and existing streets and will ensure that adequate public rights-of-way are provided, consistent with the policies for transportation and mobility facilities of this Plan and City standards. Facilitating use of solar energy with appropriate lot layouts and roof orientations to maximize efficiency of collector systems and provision of solar access easements will also be addressed.

Building and Housing Codes
Under California law (Government Code Section 65567) no building permit may be issued, no subdivision map approved, and no open-space zoning ordinance adopted, unless the proposed construction, subdivision or ordinance is consistent with local open-space plan. This plan is the Parks, Open Space, and Schools Element of the General Plan.

To provide an administrative mechanism to ensure consistency with the Plan, the City will establish a requirement for zoning permits or other forms of zoning clearance before building and grading permits are issued. The City does not currently have this specific type of clearance.

Energy Conservation
The Code will establish standards and regulations, supported by guidelines and administrative review procedures for subdivision design to provide for passive or natural heating or cooling opportunities and for other measures that conserve nonrenewable energy resources, consistent with the Plan. Design measures to accomplish these objectives may include, but are not limited to, the arranging of streets, lots, buildings and landscaping. The purpose of such design measures will be to provide solar access for active solar water and space heating systems and passive space heating, minimize solar heat gain in the summer, and take advantage of prevailing breezes. These measures will be crafted so that there will not be an impact on the maximum allowable density otherwise allowed.

At such time as the City has adopted solar access standards, and when required as a condition for approval of a tentative map, the Code will require subdividers to dedicate or make an irrevocable offer of dedication of easements for the purpose of assuring that each parcel or unit in the subdivision for which approval is sought has the ability to receive sunlight across adjacent parcels or units in the subdivision for any solar energy system. The dimensions and locations of such easements will need to be consistent with any standards for solar access adopted by the City Council.

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Permit Streamlining
The State’s Permit Streamlining Act, enacted in 1977, was intended to expedite the processing of permits for development projects by setting various time limits within which government agencies must either approve or disapprove permits. The City of Fresno has followed and will continue to follow the regulations in the Permit Streamlining Act. DARM will coordinate zoning, environmental review, and any other development review procedures to ensure compliance with the Permit Streamlining Act requirements.

In October 2013, the Mayor commissioned an external Task Force and an internal Action Team to provide recommendations to ensure that development was streamlined and processes clarified. This lead to the creation of the Development Review Committee (DRC), launched in January 2014, managed from within DARM, and includes representatives from all City departments that provide input on development projects within the city. The DRC serves as the single point of contact to customers with the goal of offering a friendly and welcoming atmosphere thus setting the tone for positive and productive future interactions.

Fee Policies, Reductions, And Exemptions
The City Council and Mayor will continue to work with relevant directors of City departments and stakeholders to establish and implement an impact fee program that is based on (1) realistic public infrastructure requirements given the current fiscal climate and (2) a recognition that public infrastructure already exists in infill project areas. As a result, projects completed within established neighborhoods should have lower infrastructure requirements and fee reductions or exemptions. The new impact fee program will need to define which projects qualify for lower fees and/or exemptions, based on the types and locations of projects and other criteria. Finally, the expectation of this Plan is that the Council will establish a ministerial process for receiving the fee reductions or exemptions to facilitate infill development; this will be a detailed and firmly established program with “by right” provisions for automatic reductions with minimal oversight, and discretionary review would be preferable to a case-by-case approval process and consistent with the principles of fiscal sustainability presented in the Economic Development and Fiscal Sustainability Element.

Code Enforcement
The Code will include provisions for the enforcement of the Code’s land use regulations, development standards and other provisions and the Plan. The various departments, officials, and public employees of the City will enforce the requirements of the Code to ensure that all issued permits and licenses conform to the provisions of the Code and implement the Plan. The DARM Director or his/her designee will enforce B3 Attach #1 of 3
12-22 FRESNO GENERAL PLAN
all provisions of the Development Code related to the construction, conversion, alteration, addition of any building or structure and regarding all uses in the city.

12.6 DEFINING AND SUPPORTING INFILL
The City will remove regulatory obstacles to infill development, by first adopting the Code with a streamlined permitting and approval process; by-right standards; reduced parking requirements; and streamlined CEQA review, using existing legislative authority. It will also adopt an adaptive reuse and historic preservation program with enabling provisions in the Code. The City Council may enter into Development Agreements for individual projects on a case-by-case basis, under provisions of applicable law, which can advance infill development.

The City also can establish Community Facilities Districts (CFDs) in geographically defined areas, with the consent of two-thirds of the proposed district’s voters. Once the CFD’s are approved, the City can directly issue bonds to pay for building facilities that are then repaid through an increment on top of the baseline property taxes paid by property owners in the CFD. By contrast, maintenance districts are typically selffinanced through tax revenue, and do not involve bonds. Similarly, the City can create an Infrastructure Financing District (IFD), in which increased property values are used to pay back bonds, rather than through an addition to the baseline property tax.

Neither of these options are currently used for infill developments.

Non-profits and other agencies also can issue a bond, in which case the developer is responsible for obtaining the bond directly from those agencies. The proceeds are then used to provide a financing mechanism to build the infrastructure; the City does not administer the bond where it is not the issuer.

Under this Plan, the City will retain the option to issue a bond for a “build” (and maintenance) CFD, if necessary, but the Council has no current plans to do so. The City may seek approval of a “shelf registration” for financing multiple CFDs and IFDs.

The City’s name and “brand” can be used to invite financial institutions to bid on master financing programs for key projects. In addition, the City can raise revenue for infrastructure projects by selling advertising space and naming rights to major facilities, such as its BRT system.

The City also anticipates completing and adopting the Downtown Neighborhoods Community Plan and, assuming the State program for the High-Speed Train system proceeds, a station area master plan to further support infill development in the Downtown. Additionally, forming partnerships with public, private, and non-profit entities will advance infill development as these institutions expand and develop infill sites to meet facility and housing needs as they grow.

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Chapter 12: Implementation
Lastly, as noted by the Fresno General Plan Implementation and Infill Development Task Force, the City can play a very important role in shifting the perception of the Downtown Planning Area and other infill areas so they become attractive places for investors. These established neighborhoods need to be viewed as safe and vibrant places in order to attract market rents and sale prices that can support the cost of development. Neighborhood branding can greatly assist the effort to change the perception of different areas in the city. Through efforts like the Downtown Fresno Partnership or a similar association with civic leaders, the City will support improvements that help change perceptions of the neighborhood. These strategies will include promoting safety, removing litter, improving the landscaping, recruiting businesses, supporting maintenance and marketing, and organizing and promoting Downtown events. The creation of local “community development corporations,” which may be formed with guidance and resources available from State and federal job training and economic development programs. The California Community Economic Development Association can also assist in these efforts in neighborhoods across Fresno.

Priority Investment in Established Neighborhoods
The Plan focuses a reasonable proportion of future development within the city’s existing footprint to fulfill the Plan policy that roughly half of development through the year 2035 occurs in infill locations. This Plan policy is not expected to be fulfilled in a linear or “one-to-one” pattern and may progress in an uneven pattern due to market forces and the timing of incentives. However, the City expects to make steady progress toward all the goals and objectives, and fulfillment of this Plan policy is expected to occur at or near the close of General Plan Horizon in 2035. To support investment and infill development, the City will establish a priority development program for eligible properties, using “infill development,” as defined in the Glossary, to facilitate implementation of this Plan and gain the benefits of permit streamlining and other incentives that State law provides for qualifying infill development.

Substantial rehabilitation, as defined by the California Building Code, and new construction within the city limits that is consistent with Public Resources Code 21061.3 can qualify as infill development. Development outside the city limits or in areas of the city that are less than 10 years old will be considered “new development.” While infill development will help achieve the overall goals of the Plan, the City will prioritize specific areas within the city limits for incentives and other benefits to B3 Attach #1 of 3
12-24 FRESNO GENERAL PLAN
accelerate reinvestment and rehabilitation. The following priority areas are identified in Figure IM-1: Priority Areas for Development Incentives. 2 • “Infill Opportunity Zones” (IOZs) – Established Neighborhoods Generally South of Herndon Avenue, including many of Fresno’s established neighborhoods, which are in need of both large, catalytic reinvestment projects, as well as smaller-scale strategic interventions;
• BRT Corridors, including the Phase 1 corridors along Blackstone Avenue and Ventura Avenue/Kings Canyon Road and the Phase 2 corridors along Shaw Avenue and California Avenue;
• Downtown Planning Area, which includes the Central Business District, Civic Center and other Downtown centers, Chinatown, South Stadium/South Van Ness, Downtown neighborhoods and special districts; and
• South Industrial Area, including much of Fresno’s established heavy industrial uses, which may need infrastructure investment to meet the needs of major job-creation industry sectors, as well as improvements to enhance current business operations.

The City will implement a number of strategies to support investment in these priority areas.

Strategic Sequencing of Development
Following the adoption of the Plan, the City will focus on infill development as well as new development within Growth Area 1 based on planned infrastructure expansion, public service capacity, and fiscal considerations. The boundaries of these areas are shown in Figure I-3: Residential Capacity Allocation as Development Areas 1 North, 1 South, 2 North, and 2 South and depicted in IM-2: Sequencing of Development as Growth Area 1.

Growth Area 2 needs critical infrastructure improvements, and the City does not anticipate that funding for this area can be committed in the near-term. Due to these limitations, the City will need to establish a method to monitor investment within infill areas and Growth Area 1 prior to approving development in areas subject to the restrictions enumerated in the City/County Memorandum of Understanding (MOU).

As part of upcoming negotiations with the County for an updated MOU, the City will explore options to create a plan that allows for student-serving uses, such as housing 2 These priority areas are consistent with the recommendations from the Fresno General Plan Implementation and Infill Finance Task Force
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Chapter 12: Implementation
and related commercial uses, to be developed in conjunction with the new State Center Community College District Southeast campus.

The recommendations for annexations into the City will comply with the MOU.

Whatever method is ultimately adopted, the City should implement an easy-to-track, objective, transparent measurement that can be used to determine the appropriate timing for allowing development in areas subject to the restrictions enumerated in the MOU for new growth. The City will use strategic phasing to achieve the overall goals of the plan, as opposed to annual limits of some sort that place unrealistic controls on the local market.

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Downtown Planning Area
Phase 1 Bus Rapid Transit Corridors (BRT)
Inll Opportunity Zones (IOZ)
Blackstone BRT Corridor
Ventura Kings Canyon BRT Corridor
Phase 2 Bus Rapid Transit Corridors (BRT)
Shaw BRT Corridor
California BRT Corridor
IOZ
South Industrial Priority Area
South Industrial Priority Area
180
41 99
168
180
99 41
Figure IM-1:

Priority Areas for
Development Incentives
Planning Area
Sphere of Inuence
City Limits
Source: City of Fresno, 2014.
0 2 4
MILES
1/2 1
Downtown

SHAW AVE SHAW AVE

HERNDON AVE HERNDON AVE

BLACKSTONE AVE

WILLOW AVE

ASHLAN AVE

SHIELDS AVE

MCKINLEY AVE

CEDAR AVE

SHIELDS AVE SHIELDS AVE

ASHLAN AVE

MCKINLEY AVE

KINGS CANYON RD

KINGS CANYON RD

HIGHLAND AVE

OLIVE AVE OLIVE AVE

BUTLER AVE

JENSEN AVE

NORTH AVE NORTH AVE

JENSEN AVE

KEARNEY BLVD

BELMONT AVE BELMONT AVE

BULLARD AVE

NEES AVE

SHEPHERD AVE

GRANTLAND AVE

GARFIELD AVE

BLYTHE AVE

BLYTHE AVE

BRAWLEY AVE

MARKS AVE

CLINTON AVE

BRAWLEY AVE

POLK AVE

MARKS AVE

WEST AVE

PALM AVE

WEBER AVE

GOLDEN STATE BLVD

FRESNO ST WALNUT AVE FIG AVE

CENTRAL AVE

AMERICAN AVE

PEACH AVE

CEDAR AVE

CHESTNUT AVE CHESTNUT AVE

CLOVIS AVE CLOVIS AVE

FOWLER AVE

TEMPERANCE AVE

JENSEN AVE

TEMPERANCE AVE

FIRST ST FIRST ST

BLACKSTONE AVE

FRESNO ST

GOLDEN STATE BLVD
H ST

VAN NESS AVE

BARSTOW AVE

FRIANT RD

CALIFORNIA AVE

FRUIT AVE

DE WOLFE AVE

COPPER AVE

FT WASHINGTON RD FIRST ST

ASHLAN AVE

FOWLER AVE

MAROA AVE

CHURCH AVE

ANNADALE

ELM AVE

CHERRY AVE

EAST AVE

ORANGE AVE

MAPLE AVE

WILLOW AVE

FRUIT AVE

HUGHES AVE

WEST AVE

CLINTON AVE CLINTON AVE

DAKOTA AVE

VAN NESS AVE

ALLUVIAL AVE

BEHYMER AVE

PERRIN AVE

TEAGUE AVE

GETTYSBURG AVE GETTYSBURG AVE

VETERANS

AUDUBON DR

BRYAN AVE

HAYES AVE

CORNELIA AVE

VALENTINE AVE

CHESTNUT AVE

TULARE AVE

MCKINLEY AVE

GATES AVE

BULLARD AVE

WHITESBRIDGE AVE

MAPLE AVE
LANE
Fresno Yosemite
International
Airport
California
State University
Fresno
Fresno-Clovis Regional Wastewater
Reclamation Facility (RWRF)
S a n J o a q u i n R i v e r
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Inside City Limits
Growth Area 1
Growth Area 2
County Islands
Growth Areas*
180
41 99
168
180
99 41
Figure IM-2:

Sequencing of Development
0 2 4
MILES
1/2 1
Planning Area
Sphere of Influence
City Limits
Source: City of Fresno, 2014.
*County Islands are considered to be
inside City Limits in reference to
sequencing of development.

SHAW AVE SHAW AVE

HERNDON AVE HERNDON AVE

BLACKSTONE AVE

WILLOW AVE

ASHLAN AVE

SHIELDS AVE

MCKINLEY AVE

CEDAR AVE

SHIELDS AVE SHIELDS AVE

ASHLAN AVE

MCKINLEY AVE

KINGS CANYON RD KINGS CANYON RD

HIGHLAND AVE

OLIVE AVE OLIVE AVE

BUTLER AVE

JENSEN AVE

NORTH AVE NORTH AVE

JENSEN AVE

KEARNEY BLVD

BELMONT AVE BELMONT AVE

BULLARD AVE

NEES AVE

SHEPHERD AVE

FIGARDEN DR

GRANTLAND AVE

GARFIELD AVE

BLYTHE AVE

BLYTHE AVE

BRAWLEY AVE

MARKS AVE

CLINTON AVE

BRAWLEY AVE

POLK AVE

MARKS AVE

WEST AVE

PALM AVE

WEBER AVE

GOLDEN STATE BLVD

FRESNO ST WALNUT AVE FIG AVE

CENTRAL AVE

AMERICAN AVE

PEACH AVE

CEDAR AVE

CHESTNUT AVE CHESTNUT AVE

CLOVIS AVE CLOVIS AVE

FOWLER AVE

TEMPERANCE AVE

JENSEN AVE

TEMPERANCE AVE

FIRST ST FIRST ST

BLACKSTONE AVE

FRESNO ST

GOLDEN STATE BLVD
H ST

VAN NESS AVE

BARSTOW AVE

FRIANT RD

FRIANT RD

CALIFORNIA AVE

FRUIT AVE

DE WOLFE AVE

COPPER AVE

FT WASHINGTON RD FIRST ST

ASHLAN AVE

FOWLER AVE

MAROA AVE

CHURCH AVE

ANNADALE

ELM AVE

CHERRY AVE

EAST AVE

ORANGE AVE

MAPLE AVE

WILLOW AVE

FRUIT AVE

WEST AVE

HUGHES AVE

CLINTON AVE CLINTON AVE

DAKOTA AVE VAN NESS AVE

ALLUVIAL AVE

BEHYMER AVE

PERRIN AVE

TEAGUE AVE

GETTYSBURG AVE GETTYSBURG AVE

VETERANS

AUDUBON DR

BRYAN AVE

HAYES AVE

CORNELIA AVE

VALENTINE AVE

CHESTNUT AVE

TULARE AVE

MCKINLEY AVE

GATES AVE

BULLARD AVE

WHITESBRIDGE AVE

MAPLE AVE
LANE
Fresno Yosemite
International Airport
California
State University
Fresno
Fresno-Clovis Regional Wastewater
Reclamation Facility (RWRF)
San Jo a q u i n R ive r
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12-28 FRESNO GENERAL PLAN
Growth Areas
While roughly one half of the city’s development will be within infill areas through 2035, the other half or so of the city’s development will be in growth areas, which include unincorporated land planned for urban use. There will be no incentives or public financial assistance programs for new development that would not otherwise qualify for aid in these areas, and development projects in the growth areas will be obligated to pay their fair and proportional payment of fees and all development mitigation costs. Public and private development in these growth areas will proceed under the supportive sequencing detailed above.

12.7 SUMMARY OF IMPLEMENTATION ACTIONS
The following table summarizes implementation actions that will be undertaken to carry out the policies proposed in each element of the Plan except the adopted Housing Element, which already has implementation actions to implement Plan policies. The Housing Element implementation actions will be regularly updated and revised as required by State law.

The first column in each table lists the implementation actions for each element, and the second column lists the policies for each element (by policy number) that will be enacted by the action. The third column names the parties involved in implementing the action, with responsibilities detailed in the FMC and in some of the Plan policies.

Some of these entities are listed by acronym in the table, including the City Manager (CM), the City Attorney’s Office (CAO), the Development and Resource Management Department (DARM), the Department of Public Works (DPW), the Department of Public Utilities (DPU), the Fresno Area Express Department (FAX), and Parks, After School, Recreation, and Community Services (PARCS). The fourth column provides a timeframe for implementing the action, ranging from ongoing efforts to 1 – 20 years.

The Annual Report on the Plan will provide an opportunity to update the timeframe, as budget and staffing resource constraints may dictate changes in the overall timeframe for the implementing actions. Finally, if the Plan policy is discretionary, the implementation action also is discretionary.

B3 Attach #1 of 3
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
Economic Development and Fiscal Sustainability
Build relationships with the Fresno
business community and improve the
business climate through
development of a comprehensive
economic development strategy,
expanded marketing, a "buy local
campaign," an annual economic
development progress report, and a
possible economic development web
portal.

ED-1-a, ED-1-b, ED-1-c, ED1-d, ED-1-e, ED-1-f, ED-1-g, ED-1-h, ED-1-i, ED-1-j, ED-3-
a, ED-3-b, ED-3-c, ED-3-d,
ED-3-e, ED-3-f
Mayor, City Council,

DARM, CM, CAO,
Fresno EDC
1-5 years
Identify sites that would be suitable
for new business development and
expansion, prioritizing infill sites and
districts.

ED-1-d, ED-1-e, ED-1-f, ED3-d, ED-3-e, ED-3-f, ED-5-aDARM, Planning Commission
1-5 years
Improve access to resources and
capital by providing technical and
financial support, creating
partnerships for initial capital, and
establishing a revolving loan
program.

ED-2-a, ED-2-b, ED-3-a, ED3-b, ED-3-cMayor, City Council,

DARM, CM, CAO
Ongoing
Utilize economic development tools,
bonuses and incentives, reduced
fees for infill projects and other
resources to attract businesses.

ED-1-d, ED-1-e, ED-1-f, ED1-g, ED-1-j, ED-2-a, ED-2-b, ED-3-a, ED-3-b, ED-3-c, ED3-d, ED-3-e, ED-3-f
Mayor, City Council,

DARM, DPW, CAO,
CM
Ongoing
Retain talented people and attract
new talent to the city; increase
educational attainment and relevant
job skill levels in the Fresno
workforce.

ED-1-h, ED-3-a, ED-4-a, ED4-b, ED-4-c, ED-4-d, ED-4-e, ED-4-f
Mayor; City Council;
DARM; Fresno
County Office of
Education;
Workforce
Investment Board;
California State
University, Fresno;
Fresno Pacific
University; State
Center Community
College; and
various technical
schools and training
institutes
Ongoing
Prepare and implement measures to
achieve fiscal sustainability.

ED-5-a, ED-5-b, ED-5-c, ED5-d, ED-5-e, ED-5-f, ED-5-g, ED-5-h, ED-5-i
Mayor, DPW,
DARM, City
Council, CAO, CM
5-20 years
Coordinate, establish partnerships,
and strengthen relationships with
other local and regional public and
private entities, including California
State University, Fresno.

ED-1-h, ED-4-a, ED-4-b, ED4-c, ED-4-d, ED-4-e, ED-4-fMayor; City Council; DARM; California
State University,
Fresno; Fresno
Pacific University;
State Center
Community College
5-10 years
B3 Attach #1 of 3
12-30 FRESNO GENERAL PLAN
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
Urban Form, Land Use and Design
Continue to implement housing
programs that support a diversity of
neighborhoods, activities, and
housing types in the Fresno Planning
Area, while accommodating
market/cost constraints.

UF-1-a, UF-1-b, UF-1-c, UF-1-
d, UF-1-e, UF-1-f, UF-13-a,
LU-2-a, LU-2-b, LU-2-c, LU-2-
d, LU-2-e, LU-2-f, LU-5-a, LU5-b, LU-5-c, LU-5-d, LU-5-e, LU-5-f, LU-5-g, LU-5-h, LU-5-
i, LU-5-j
DARM, Planning
Commission, City
Council, CAO
1-5 years
Prepare and implement measure to
locate roughly one-half of future
residential development in infill areas
and locate roughly one-half of future
residential development in Growth
Areas.

UF-1-a, UF-1-b, UF-1-c, UF-1-
d, UF-1-e, UF-1-f, UF-12-a,
UF-12-b, UF-12-c, UF-12-d,
UF-12-e, UF-12-f, UF-12-g,
UF-12-h, UF-13-a, LU-1-a,
LU-2-a, LU-2-b, LU-2-c, LU-2-
d, LU-2-e, LU-2-f
DARM, Planning
Commission, City
Council, CAO
Ongoing
Prepare design guidelines and
concept plans that improve the urban
form and enhance multi-modal
connectivity across the city.

UF-12-a, UF-12-b, UF-12-c,
UF-12-d, UF-12-e, UF-12-g,
UF-12-h, UF-13-a, UF-14-a,
UF-14-b, UF-14-c
DARM, Planning
Commission, City
Council, DPW,

FAX, CM
5-20 years
Implement a comprehensive citywide
land use planning strategy to facilitate
infill development and provide for a
diversity of housing types, building
forms, and land uses.

LU-1-a, LU-1-b, LU-1-c, LU-1-
d, LU-1-e, LU-1-f, LU-1-g, LU2-a, LU-2-b, LU-2-c, LU-2-d, LU-2-e, LU-2-f
DARM, Planning
Commission, City
Council, CAO,
Mayor, CM
1-5 years
Adopt and implement plan(s) and
regulations for Fresno’s Downtown
and surrounding land uses to
supplement and support the
Downtown.

LU-1-a, LU-1-b, LU-1-c, LU-1-
d, LU-3-a, LU-3-b, LU-3-c,
LU-9-a, LU-9-b, LU-9-c, LU-9-
d, LU-9-e, LU-9-f, LU-9-g
DARM, Planning
Commission, City
Council, CAO, CM
1-5 years
Support Fresno’s established
residential neighborhoods, with
priority investments in community
infrastructure and services in areas
with the greatest need.

LU-1-a, LU-2-d, LU-2-e, LU-4-
a, LU-4-b, LU-4-c, LU-5-a,
LU-5-b, LU-5-c, LU-5-d, LU-5-
e, LU-5-f, LU-5-g, LU-5-h, LU5-i
DARM, Planning
Commission, City
Council, DPW,

FAX, CAO, CM
5-10 years
Adopt regulations and programs to
retain and improve Fresno’s
established commercial areas and
promote industrial development.

LU-6-a, LU-6-b, LU-6-c, LU-6-
d, LU-6-e, LU-6-f, LU-6-g, LU7-a, LU-7-b, LU-7-c, LU-7-d, LU-7-e
DARM, Planning
Commission, City
Council, DPW, FAX
5-10 years
Adopt regulations and programs to
provide for civic and institutional land
uses.

LU-8-a, LU-8-b, LU-8-c, LU-8-
d
DARM, Planning
Commission, City
Council, Mayor,
CAO
1-5 years
Promote regional cooperation and
coordination among local jurisdictions
on land use and planning issues and
the provision of public services,
infrastructure, and economic
development.

LU-10-a, LU-10-b, LU-10-c,
LU-11-a, LU-11-b, LU-11-c
DARM, Planning
Commission, City
Council, Mayor,
Fresno County
5-10 years
Strengthen the city’s image, create a
“sense of place,” and enhance all
“gateway” routes that enter Fresno,
as identified by the City. Encourage
design that celebrates the cultural
and ethnic diversity of Fresno.

D-1-a, D-1-b, D-1-c, D-1-d, D1-e, D-1-f, D-1-g, D-1-h, D-1-i, D-1-j, D-2-a, D-2-b, D-2-c, D3-a, D-3-b, D-3-c, D-3-d, D-6- a, D-6-b
DARM, Planning
Commission, City
Council, CM, CAO
10-20
years
Adopt and apply local urban form,
land use, and design policies to
D-7-a, D-7-b, D-7-c
B3 Attach #1 of 3
DECEMBER 2014 12-31
Chapter 12: Implementation
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
specific neighborhoods and locations.

Prepare urban design guidelines for
development review and
implementation plans for programs
that improve the community’s
appearance.

D-3-a, D-3-b, D-3-c, D-3-d, D4-a, D-4-b, D-4-c, D-4-d, D-4- e, D-4-f, D-4-g, D-4-h, D-5-a,
D-5-b, D-5-c, D-5-d, D-5-e
DARM, Planning
Commission, City
Council, CAO
1-5 years
Mobility and Transportation
Provide and maintain a safe, multimodal, efficient, and equitable transportation system across the city,
including in established and planned
neighborhoods.

MT-1-a, MT-1-b, MT-1-c, MT1-d, MT-1-e, MT-1-f, MT-1-g, MT-1-h, MT-1-i, MT-1-j, MT-1-
k, MT-1-l, MT-1-m, MT-1-n,
MT-1-o, MT-1-p, MT-2-a, MT2-b, MT-2-c, MT-2-d, MT-2-e, MT-2-f, MT-2-g, MT-2-h, MT2-i, MT-2-j, MT-2-k, MT-2-l, MT-4-a, MT-4-b, MT-4-c, MT4-d, MT-4-e, MT-4-f, MT-4-g, MT-4-h, MT-4-i, MT-4-j, MT-4-
k, MT-5-a, MT-5-b, MT-5-c,
MT-5-d, MT-5-e, MT-5-f, MT6-a, MT-6-b, MT-6-c, MT-6-d, MT-6-e, MT-6-f, MT-6-g, MT6-h, MT-6-i, MT-6-j, MT-6-k, MT-6-l, MT-6-m, MT-6-n, MT7-a, MT-7-b, MT-7-c, MT-8-a, MT-8-b, MT-8-c, MT-8-d, MT8-e, MT-8-f, MT-8-g, MT-8-h, MT-8-i, MT-8-j, MT-9-a, MT-9-
b, MT-9-c, MT-9-d, MT-9-e,
MT-9-f
CM, CAO, City
Council, Mayor,
DARM, Planning
Commission, DPW,
FAX, Bicycle and
Pedestrian
Commission
10-20
years
Utilize the existing and proposed
transportation system efficiently, and
provide adequate resources to
operate and maintain it.

MT-1-k, MT-1-l, MT-1-m, MT1-n, MT-1-o, MT-1-p, MT-2-a, MT-2-b, MT-2-c, MT-2-d, MT2-e, MT-2-f, MT-2-g, MT-2-h, MT-2-i, MT-2-j, MT-2-k, MT-2-l
CM, CAO, City
Council, Mayor,
DARM, Planning
Commission, DPW,
FAX
1-5 years
Adopt regulations and programs to
identify, promote, and preserve
scenic or aesthetically unique
corridors.

MT-3-a, MT-3-b DPW, City Council,
Mayor, DARM, CM,
FAX
5-10 years
Fund road-width reductions in
neighborhoods that would most
benefit from narrower streets, while
ensuring the streets retain the ability
to convey major storm flows and
underground infrastructure.

MT-1-g, MT-1-h, MT-1-i, MT1-j, MT-2-d, MT-2-kDPU, DPW, FAX, Fresno Metropolitan
Flood Control
District, City
Council, CM, CAO,
Mayor, DARM,
Planning
Commission
Ongoing
Provide and maintain a continuous,
safe, and accessible bikeway system;
a well-integrated network of
pedestrian facilities; and a network of
multi-purpose pedestrian, bicycle,
and limited access paths and trails.

MT-4-a, MT-4-b, MT-4-c, MT4-d, MT-4-e, MT-4-f, MT-4-g, MT-4-h, MT-4-i, MT-4-j, MT-4-
k, MT-5-a, MT-5-b, MT-5-c,
MT-5-d, MT-5-e, MT-5-f, MT6-a, MT-6-b, MT-6-c, MT-6-d, MT-6-e, MT-6-f, MT-6-g, MT6-h, MT-6-i, MT-6-j, MT-6-k, MT-6-l, MT-6-m, MT-6-n, MTCM, CAO, City
Council, DPW,
PARCS, Mayor,
DARM, Planning
Commission,
Bicycle and
Pedestrian
Commission, FAX
Ongoing
B3 Attach #1 of 3
12-32 FRESNO GENERAL PLAN
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
7-a, MT-7-b, MT-7-c
Provide feasible, efficient, frequent,
and safe public transit options to the
maximum number and diversity of
people practicable.

MT-8-a, MT-8-b, MT-8-c, MT8-d, MT-8-e, MT-8-f, MT-8-g, MT-8-h, MT-8-i, MT-8-j, MT-9-
a, MT-9-b, MT-9-c, MT-9-d,
MT-9-e, MT-9-f

FAX, CM, CAO,
City Council, DPW,
Mayor, DARM
Ongoing
Establish strategic, supportive
parking programs and standards,
including demand-oriented pricing for
on-street parking.

MT-10-a, MT-10-b, MT-10-c,
MT-10-d, MT-10-e, MT-10-f

FAX, CM, CAO,
City Council, DPW,
Mayor, DARM,
Planning
Commission
1-5 years
Support the goods movement
transportation system with capacity
increasing and inter-modal
connectivity enhancing
improvements.

MT-11-a, MT-11-b, MT-11-c,
MT-11-d, MT-11-e, MT-11-f
CM, CAO, City
Council, DPW,
Mayor, FAX
5-10 years
Continue to improve municipal airport
facilities and Fresno Yosemite
International Airport, while complying
with federal regulations, enhancing
safety, minimizing adverse effects,
and promoting the local economy.

MT-12-a, MT-12-b, MT-12-c,
MT-13-a, MT-13-b, MT-13-c,
MT-13-d, MT-13-e, MT-13-f

FAX, CM, CAO,
City Council, DPW,
Mayor, Airports
Department
5-10 years
Parks, Open Space and Schools
Provide an expanded, safe, high
quality, and diversified park system
throughout the city, including infill and
Growth Areas. Support efforts to
refine and apply the Valley Arboretum
concept, particularly in areas of the
city with the greatest deficiencies,
based on ParkScore or comparable
methodology.

POSS-1-a, POSS-1-b, POSS1-c, POSS-1-d, POSS-1-e,
POSS-1-f, POSS-1-g, POSS2-a, POSS-2-b, POSS-2-c,
POSS-2-d, POSS-2-e, POSS3-a, POSS-3-b, POSS-3-c,
POSS-3-d, POSS-3-e, POSS3-f, POSS-3-g, POSS-3-h,
POSS-3-i, POSS-5-g
PARCS, City
Council, Mayor,

CM, CAO, DARM,
DPW
10-20
years
Utilize park land efficiently, and
design and manage parks for the
entire Fresno community.

POSS-3-a, POSS-3-b, POSS3-c, POSS-3-d, POSS-3-e,
POSS-3-f, POSS-3-g, POSS3-h, POSS-3-i
PARCS, City
Council, Mayor,

CM, DARM, DPW
Ongoing
Pursue sufficient and dedicated
funding for acquisition, operation, and
maintenance of Fresno parks,
including pocket parks created by
residential subdivisions.

POSS-4-a, POSS-4-b, POSS4-c, POSS-4-dPARCS, City
Council, Mayor,

CM, DARM, DPW,
CAO
5-20 years
Provide for long-term preservation,
restoration, enhancement, and
enjoyment of plant, wildlife, and
aquatic habitat, particularly along the
San Joaquin River corridor.

POSS-5-a, POSS-5-b, POSS5-c, POSS-5-d, POSS-5-e,
POSS-5-f, POSS-5-g, POSS6-a, POSS-6-b, POSS-7-a,
POSS-7-b, POSS-7-c, POSS7-d, POSS-7-e, POSS-7-f,
POSS-7-g, POSS-7-h, POSS7-i
PARCS, City
Council, Mayor,

CM, CAO, DARM,
DPW, San Joaquin
River Conservancy
5-20 years
Collaborate with school districts to
find appropriate locations and
campus sizes for schools to meet the
needs of all students and
neighborhoods.

POSS-8-a, POSS-8-b, POSS8-cFresno County
Office of Education,
Fresno County
School Districts,
DARM, City
Council, Mayor,
Ongoing
B3 Attach #1 of 3
DECEMBER 2014 12-33
Chapter 12: Implementation
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing

CAO, CM
Collaborate with institutions of higher
learning in Fresno, especially
California State University, Fresno,
Pacific University and Fresno City
College to enhance the City’s
workforce, job creation, and
economic development.

POSS-9-a, POSS-9-b, POSS9-cMayor; City Council;
CAO; CM; DARM;
California State
University, Fresno;
Fresno Pacific
University; State
Center Community
College District
Ongoing
Public Utilities and Services
Provide the level of law enforcement
and crime prevention services
necessary to maintain a safe, secure,
and stable urban living environment.

PU-1-a, PU-1-b, PU-1-c, PU1-d, PU-1-e, PU-1-f, PU-1-g, PU-1-h, PU-1-i, PU-1-j
Fresno County
Sheriff’s Office, City
of Fresno Police
Department, CAO,
CM, City Council,
Mayor
Ongoing
Ensure the Fire Department’s staffing
and equipment resources are
sufficient to meet all fire and
emergency service level objectives
and are provided in an efficient and
cost effective manner.

PU-2-a, PU-2-b, PU-2-c, PU2-d, PU-2-e, PU-2-f, PU-2-g, PU-3-a, PU-3-b, PU-3-c, PU3-d, PU-3-e, PU-3-f, PU-3-g, PU-3-h, PU-3-i
City of Fresno Fire
Department, CAO,
CM, City Council,
Mayor
Ongoing
Provide adequate trunk sewer and
collector main capacities to serve
existing and future urban
development. Use the Regional
Wastewater Treatment and
Reclamation Facility, together with
supplemental subregional facilities,
for sewage treatment and disposal.

PU-4-a, PU-4-b, PU-4-c, PU4-d, PU-4-e, PU-6-a, PU-6-bDPU, DARM, City Council, Mayor,

CAO, CM
Ongoing
Protect groundwater quality from
private on-site disposal systems.

Adopt regulations and programs to
promote reduction in wastewater
flows and develop facilities to reuse
reclaimed water and biosolids.

PU-5-a, PU-5-b, PU-5-c, PU7-a, PU-7-b, PU-7-c, PU-7-d, PU-7-e, PU-7-f
DPU, City Council,
Mayor, CAO, CM
Ongoing
Continue to manage the City’s water
facilities on a strategic timeline basis.

PU-8-a, PU-8-b, PU-8-c, PU8-d, PU-8-e, PU-8-f, PU-8-gDPU, DARM, City Council, Mayor,

CAO, CM
Ongoing
Provide adequate solid waste
facilities and services.

PU-9-a, PU-9-b, PU-9-c, PU9-d, PU-9-e, PU-9-fDPU, DARM, City Council, Mayor,

CAO, CM
5-10 years
Resource Conservation and Resilience
Utilize existing and future public
infrastructure efficiently, and adopt
priority improvement programs for
neighborhoods with the greatest
needs.

RC-1-a, RC-1-b, RC-1-c, RC1-d, RC-1-e, RC-1-f, RC-1-g, RC-1-h

DPU, DPW, DARM,
FAX, City Council,
Mayor, CAO, CM
Ongoing
Adopt regulations and programs to
promote land uses that conserve
resources, and engage, educate,
listen to, and enlist the support of the
community for resource conservation.

RC-2-a, RC-2-b, RC-3-a, RC3-b, RC-3-cCity Council, Mayor, DARM, Planning
Commission,

PARCS, CAO, CM
1-5 years
B3 Attach #1 of 3
12-34 FRESNO GENERAL PLAN
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
Achieve and maintain compliance
with State and federal air quality
standards for criteria pollutants and
reductions in greenhouse gas
emissions, in collaboration with other
jurisdictions and agencies in the San
Joaquin Valley Air Basin.

RC-4-a, RC-4-b, RC-4-c, RC4-d, RC-4-e, RC-4-f, RC-4-g, RC-4-h, RC-4-i, RC-4-j, RC-4-
k, RC-5-a, RC-5-b, RC-5-c,
RC-5-d, RC-5-e, RC-5-f, RC5-g
City Council, Mayor,

CAO, CM, DARM,
Planning
Commission, San
Joaquin Valley Air
Pollution Control
District
Ongoing
Adopt regulations and programs to
insure that Fresno has a reliable,
long-range source of drinkable water,
and promote water conservation
through standards, incentives, and
capital investments.

RC-6-a, RC-6-b, RC-6-c, RC6-d, RC-6-e, RC-6-f, RC-6-g, RC-6-h, RC-6-i, RC-7-a, RC7-b, RC-7-c, RC-7-d, RC-7-e, RC-7-f, RC-7-g, RC-7-h, RC7-i
DPU, City Council,
Mayor, CAO, CM,

DARM, DPW
10-20
years
Adopt regulations and programs to
require conservation measures and
the use of alternative energy sources.

RC-8-a, RC-8-b, RC-8-c, RC8-d, RC-8-e, RC-8-f, RC-8-g, RC-8-h, RC-8-i, RC-8-j, RC-8-
k
DPU, City Council,
Mayor, CAO, CM,

DARM, DPW
1-5 years
Protect agricultural land outside of
the area planned for urbanization
under this General Plan.

RC-9-a, RC-9-b, RC-9-c DARM, City
Council, Mayor,
DPU
Ongoing
Adopt regulations and programs to
conserve aggregate mineral
resources within the Planning Area,
and allow for responsible extraction
to meet Fresno’s needs.

RC-10-a, RC-10-b, RC-10-c,
RC-10-d, RC-10-e, RC-10-f
DARM, City
Council, Mayor,
DPU
1-5 years
Reduce the solid waste that goes to
landfills.

RC-11-a, RC-11-b, RC-11c DPU, DARM, City
Council, Mayor,

CAO, CM
10-20
years
Historic and Cultural Resources
Formulate and implement a
comprehensive preservation program
to identify, protect, and assist in the
preservation of historic and cultural
resources, including necessary
zoning.

HCR-1-a, HCR-1-b, HCR-1-c,
HCR-2-a, HCR-2-b, HCR-2-c,
HCR-2-d, HCR-2-e, HCR-2-f,
HCR-2-g, HCR-2-h, HCR-2-i,
HCR-2-j, HCR-2-k, HCR-4-e,
HCR-4-f
City Council,
DARM, Mayor,
Historic
Preservation
Commission
Ongoing
Identify and preserve Fresno’s
historic and cultural resources that
reflect important cultural, social,
economic, and architectural features.

HCR-1-a, HCR-1-b, HCR-1-c,
HCR-2-a, HCR-2-b, HCR-2-c,
HCR-2-d, HCR-2-e, HCR-2-f,
HCR-2-g, HCR-2-h, HCR-2-i,
HCR-2-j, HCR-2-k, HCR-2-l,
HCR-2-m, HCR-2-n, HCR-4-
e, HCR-4-f
City Council,
DARM, Mayor,
Historic
Preservation
Commission
Ongoing
Adopt regulations and programs to
promote a “New City Beautiful” ethos,
and foster an appreciation of
Fresno’s history and cultural
resources.

HCR-3-a, HCR-3-b, HCR-3-c,
HCR-4-a, HCR-4-b, HCR-4-c,
HCR-4-d, HCR-4-e, HCR-4-f
City Council,
DARM, Mayor,
Historic
Preservation
Commission, Public
Art Committee
Ongoing
Noise and Safety
Update the Noise Ordinance and
establish performance standards for
acceptable and unacceptable exterior
and interior noise standards,
particularly in mixed-use residential
areas and the Downtown Planning
Area.

NS-1-a, NS-1-b, NS-1-c, NS1-d, NS-1-e, NS-1-f, NS-1-g, NS-1-h, NS-1-i, NS-1-j, NS1k, NS-1-l, NS-1-m, NS-1-n
DARM, Mayor,
Planning
Commission, City
Council, CAO, CM,

DPU, DPW
1-5 years
B3 Attach #1 of 3
DECEMBER 2014 12-35
Chapter 12: Implementation
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
Establish noise mitigation measure
requirements for new development,
including transportation projects.

NS-1-i, NS-1-g, NS-1-m, NS1-n, NS-1-oDARM, Mayor,
Planning
Commission, DPW,
City Council, CAO,

CM, DPU, DPW,
FAX
1-5 years
Incorporate new noise thresholds in
the City’s environmental review
process, and review all projects that
may be affected by or cause a
significant increase in noise levels.

NS-1-i, NS-1-j, NS-1-k, NS-1-
l, NS-1-m
DARM, Mayor,
Planning
Commission, DPW,
City Council, CAO,
CM
1-5 years
Implement land use and noise
exposure compatibility provisions with
Fresno’s airport plans.

NS-1-p DARM, Planning
Commission,
Mayor, DPW, City
Council, CAO, CM,
Fresno Yosemite
International
Airport, FresnoChandler Airport,
Sierra Sky Park
Airport
1-5 years
Adopt regulations and programs as
appropriate to minimize the risk of
property damage and personal injury
posed by seismic and geologic risks,
as well as flooding and stormwater
runoff hazards.

NS-2-a, NS-2-b, NS-2-c, NS2-d, NS-3-a, NS-3-b, NS-3-c, NS-3-d, NS-3-e, NS-3-f, NS3-g, NS-3-h, NS-3-i, NS-3-j, NS-3-k, NS-3-l, NS-3-m, NS3-n

DPU, DPW, FAX,
DARM, Planning
Commission, DPW,
City Council, CAO,
CM
Ongoing
Adopt regulations and programs as
appropriate to minimize the risk of
loss of life, injury, and property from
the use, transport, treatment, and
disposal of hazardous waste and
materials.

NS-4-a, NS-4-b, NS-4-c, NS4-d, NS-4-e, NS-4-f, NS-4-g, NS-4-h, NS-4-i

DPU, DPW, FAX,
Mayor, DARM,
Planning
Commission, DPW,
City Council, CAO,
CM
Ongoing
Adopt regulations and programs as
appropriate to minimize exposure to
airport hazards.

NS-5-a, NS-5-b, NS-5-c, NS5-d, NS-5-eDARM, Planning
Commission,
Mayor, DPW, City
Council, CAO, CM,
Fresno Yosemite
International
Airport, FresnoChandler Airport,
Sierra Sky Park
Airport
Ongoing
Continue to respond in a coordinated
and efficient manner to natural
disasters.

NS-6-a, NS-6-b, NS-6-c, NS6-d, NS-6-e, NS-6-f, NS-6-gMayor, DPU, DPW,

FAX, DARM,
Planning
Commission, DPW,
City Council, CAO,
CM
Ongoing
Healthy Communities
Coordinate and strengthen
relationships with neighborhood
associations, businesses, and local
institutions to implement community
health initiatives.

HC-1-a, HC-1-b, HC-1-c, HC1-dMayor, DPU, DPW,

FAX, DARM,
Planning
Commission, DPW,
City Council, CAO,
CM, County of
5-10 years
B3 Attach #1 of 3
12-36 FRESNO GENERAL PLAN
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
Fresno
Adopt regulations and programs to
create complete and healthy
neighborhoods and transportation
systems.

HC-2-a, HC-2-b, HC-2-c, HC2-d, HC-2-e, LU-1-a, LU-1-b, LU-1-c, LU-1-d, LU-1-e, LU-1-
f, LU-1-g, LU-2-a, LU-2-b, LU2-c, LU-2-d, LU-2-e, LU-2-f, MT-1-a, MT-1-b, MT-1-c, MT1-d, MT-1-e, MT-1-f, MT-1-g, MT-1-h, MT-1-i, MT-1-j, MT-1-
k, MT-1-l, MT-1-m, MT-1-n,
MT-1-o, MT-1-p, MT-2-a, MT2-b, MT-2-c, MT-2-d, MT-2-e, MT-2-f, MT-2-g, MT-2-h, MT2-i, MT-2-j, MT-2-k, MT-2-l, MT-4-a, MT-4-b, MT-4-c, MT4-d, MT-4-e, MT-4-f, MT-4-g, MT-4-h, MT-4-i, MT-4-j, MT-4-
k, MT-5-a, MT-5-b, MT-5-c,
MT-5-d, MT-5-e, MT-5-f, MT6-a, MT-6-b, MT-6-c, MT-6-d, MT-6-e, MT-6-f, MT-6-g, MT6-h, MT-6-i, MT-6-j, MT-6-k, MT-6-l, MT-6-m, MT-6-n, MT7-a, MT-7-b, MT-7-c, MT-8-a, MT-8-b, MT-8-c, MT-8-d, MT8-e, MT-8-f, MT-8-g, MT-8-h, MT-8-i, MT-8-j, MT-9-a, MT-9-
b, MT-9-c, MT-9-d, MT-9-e,
MT-9-f
Mayor, DPU, DPW,

FAX, DARM,
Planning
Commission, DPW,
City Council, CAO,
CM
5-20 years
Adopt regulations and programs and
support efforts to create safe,
healthy, and affordable housing, and
to improve property maintenance.

HC-3-a, HC-3-b, HC-3-c, HC3-d, HC-3-e, HC-3-f, HC-3-g, HC-4-a, HC-4-b, HC-4-c, HC4-d, HC-4-e, HC-4-f
Mayor, City Council,
CM, CAO, Planning
Commission,

DARM, DPU, DPW
5-20 years
Adopt regulations and programs to
continue promoting access to healthy
and affordable food.

HC-5-a, HC-5-b, HC-5-c, HC5-d, HC-5-e, HC-5-f, HC-5-gMayor, City Council, CM, CAO, Planning
Commission,
DARM
5-10 years
Continue to improve access to
schools and their facilities.

HC-6-a, HC-6-b, HC-6-c, HC6-dMayor, City Council,
CM, CAO, Planning
Commission,
DARM, Fresno
Unified School
Districts, Clovis
USD, Central USD,
Sanger USD,
Washington USD
1-5 years
Adopt regulations and programs to
improve park facilities to support
public health.

HC-7-a, HC-7-b, HC-7-c, HC7-dMayor, City Council,

CM, CAO, PARCS,

DPU, DPW,
Planning
Commission,
DARM
5-10 years
Support Fresno’s youth with
programs and leadership
HC-8-a, HC-8-b, HC-8-c, HC8-dMayor, City Council,

CM, CAO, PARCS,
Ongoing
B3 Attach #1 of 3
DECEMBER 2014 12-37
Chapter 12: Implementation
TABLE 12-2: SUMMARY OF IMPLEMENTATION ACTIONS FOR PLAN POLICIES Implementation Actions General Plan Policies Responsible Parties
Timing
opportunities, developed in
collaboration with youth.

Fresno Unified
School District
(USD), Clovis USD,
Central USD,
Sanger USD,
Washington USD
B3 Attach #1 of 3
12-38 FRESNO GENERAL PLAN
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B3 Attach #1 of 3
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GLOSSARY
100-Year Flood. That flood event that has a one-percent chance of occurrence in any one year.
500-Year Flood. The magnitude of a flood expected to occur on the average every 500 years, based on historical data. The 500-year flood has a 1/500, or 0.2 percent, chance of occurring in any given year.

Acreage, Gross (or Acres, Gross). Area of a site calculated to the centerline of bounding streets and other public rights-of-way.

Acreage, Net (or Acres, Net). Area of a site excluding land to be dedicated for required easements for vehicles and rights of way, either public or private; land dedicated to be hazardous and unbuildable; and land to be dedicated for schools and parks or other facilities dedicated for public use. The General Plan calculates residential density on net acreage, defined as the land area of a lot remaining after dedication of all areas for major streets, schools, regional trails, certified wetlands or floodplains, and land underneath large electric transmission lines (e.g. transmission towers).

Activity Center. A type of urbanized development that can occur at multiple scales based upon its planned density, intensity, and location. Activity Centers typically include buildings with mixed land uses integrated with and connected by multiple modes of transit, including walking, biking and public transit, providing a single destination where people can live, work, and shop. Activity Centers, as defined for use in this General Plan, are Mixed-Use designated areas along BRT and other transit corridors. Mixed-use designations within the Downtown Planning Area are considered the Primary Activity Center for the purpose of this General Plan. See Primary Activity Center.

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Affordable Housing. Affordable Housing as defined by the State of California, which generally considers housing to be affordable when a household pays less than 30% of its gross monthly income for housing, property taxes, insurance, and utilities.

Alternative Public Improvement Standards. Modification of adopted street standards.

Aquifer. An underground, water-bearing layer of earth, porous rock, sand, or gravel, through which water can seep or be held in natural storage. Aquifers generally hold sufficient water to be used as a water supply.

Archeological Resource. Places where human activity has measurably altered the earth or left deposits of physical remains. Archaeological resources may be either prehistoric (before the introduction of writing in a particular area) or historic (after the introduction of writing). The majority of such places in this region are associated with either Native American or Euroamerican occupation of the area.

Arterial. Four- to six-lane divided (median island separation) roadways, with somewhat limited motor vehicle access to abutting properties, and with the primary purpose of moving traffic within and between neighborhoods and to and from freeways and expressways. In addition to major street intersections, appropriately designed and spaced local street intersections may allow left-turn movements to and from the arterial streets.

Attainment Status. Under amendments to the Federal Clean Air Act, the EPA has classified air basins or portions thereof, as either “attainment” or “nonattainment” for each criteria air pollutant, based on whether or not the national standards have been achieved.

Best Management Practices (BMP). The combination of conservation measures, structure, or management practices that reduces or avoids adverse impacts of development on adjoining site’s land, water, or waterways, and waterbodies.

Buffer. A land use designation that is intended to separate urban uses from long-term agricultural uses in order to preserve long-term viable agricultural areas.

Bus Rapid Transit (BRT). A bus-based mass transit system with specialized design, services, and infrastructure to improve system quality and remove the typical causes of delay. BRT combines the speed, reliability and amenities of rail-based rapid transit systems with the flexibility of buses.

B3 Attach #1 of 3
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DECEMBER 2014 G-3
BRT Corridor. A transportation corridor that allows for express bus service with such features as dedicated stops and/or travel lanes, or signal priority (early green to go ahead of other cars) to allow for faster travel times. BRT corridors in the City include, but are not limited to: Blackstone/Abbey corridor from Downtown to Audubon; Ventura/Kings Canyon Corridor from Downtown to Clovis Avenue, with future phases to east of Temperance; Shaw Avenue; California Avenue Corridor from Downtown to Hughes/Marks to connect a proposed Veteran’s Community Transit Village with the Downtown.

Buy Local. A preference to buy locally produced goods and services over those produced farther away.

California High-Speed Rail Authority. California State Agency responsible for planning, designing, building and operation of the first high-speed rail system in the nation, the California High-Speed Train.

California High-Speed Train. High-speed train service being designed to connect the mega-regions of California. By 2029, the system is to run from San Francisco to the Los Angeles basin and the Central Valley in under three hours at speeds capable of over 200 miles per hour. The system is to eventually extend to Sacramento and San Diego, totaling 800 miles with up to 24 stations.

Capital Improvement Program (CIP). The multi-year scheduling of public physical improvements based on studies of fiscal resources available and the choice of specific improvements to be constructed.

Carbon Dioxide (CO2). The most common of the greenhouse gases, CO2 is emitted as a result of fossil fuel combustion, with contributions from cement manufacture.

Carbon Dioxide Equivalent (CO2e). A standard measurement for assessing total greenhouse gas emissions, scaling emissions of non-CO2 greenhouse gases based on their relative global warming potential compared to CO2.

Carbon Footprint. The amount of greenhouse gases and specifically carbon dioxide emitted by something (as a person’s activities or a product’s manufacture and transport) during a given period.

Carbon Monoxide (CO). A colorless, odorless gas formed by the incomplete combustion of fuels, which is toxic because of its tendency to reduce the oxygen-carrying capacity of the blood.

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G-4 FRESNO GENERAL PLAN
City (capitalized) and city (non-capitalized). Capitalized “City” refers to the municipal entity and its functions as a local government entity which is also referred to as “City of Fresno” while non-capitalized “city” refers to the geographical area or the people of Fresno which is also referred to as “city of Fresno.”
City of Fresno (capitalized City) and city of Fresno (non-capitalized city). See City (Capitalized) for “City of Fresno” and city (non-capitalized) for “city of Fresno” for definitions.

Citywide (capitalized) and citywide (non-capitalized). References to ”Citywide” are in relation to a characteristic, regulation or other factor that occurs within the incorporated boundaries of the City of Fresno while “citywide” may refer to occurrences within the Fresno Planning Area (FPA).

City Council. The City Council is the governing body of the City of Fresno and, except where expressly limited by the City Charter, is vested with all powers of legislation in municipal affairs. As the legislative body, the City Council is responsible for adoption of the Plan, subject to Mayoral veto or referendum, and any amendments to the Plan.

City Limits. The incorporated boundaries of the City of Fresno.

Climate Change. Climate change, or global climate change, refers to a change in the average climate of the earth that may be measured by wind patterns, storms, precipitation, and temperature. The baseline by which these changes are measured originates in historical records identifying temperature changes that have occurred in the distant past, such as during previous ice ages.

Climatized Plant. A plant that has acclimated to the environment in which it will be planted for landscaping purposes prior to planting thus preparing the plant to maintain performance across a range of environmental conditions.

Code. See Development Code for definition.

Collector. Two- to four-lane undivided (opposing travel lanes not separated by a median island) roadways, with the primary function of connecting local streets and arterials and neighborhood traffic generators and providing access to abutting properties.

Community Development Corporation (CDC). A not-for-profit organization incorporated to provide programs, offer services and engage in other activities that B3 Attach #1 of 3
Glossary & Acronyms
DECEMBER 2014 G-5
promote and support community development. CDCs usually serve a geographic location such as a neighborhood. They often focus on serving lower-income residents or struggling neighborhoods. They can be involved in a variety of activities including economic development, education, community organizing and real estate development.

These organizations are often associated with the development of affordable housing.

Community Facilities District (CFD). A method used by local government to finance public improvements and services. A CFD is created by a sponsoring local government agency. The proposed district includes all properties that will benefit from the improvements to be constructed or the services to be provided. A CFD cannot be formed without a two-thirds majority vote of residents living within the proposed boundaries. Or, if there are fewer than 12 residents, the vote is instead conducted of current landowners. In many cases, that may be a single owner or developer. Once approved, a Special Tax Lien is placed against each property in the CFD. Property owners then pay a Special Tax each year. If the project cost is high, municipal bonds are sold by the CFD to provide the large amount of money initially needed to build the improvements or fund the services.

Community Garden. A cooperatively-managed garden in an urbanized area. Community gardens can be a source of fresh produce and provide learning opportunities for community members.

Community Institution. An organization or establishment founded for a specific purpose, such as a hospital, religious institution, school, community center, or hospital.

Community Noise Equivalent Level (CNEL). The average equivalent A-weighted sound level during a 24-hour day, obtained after addition of five decibels to sound levels in the evening from 7 p.m. to 10 p.m. and after addition of 10 decibels to sound levels in the night from 10 p.m. to 7 a.m.

Community Park. A park of more than 10 and up to 40 acres in size (typically at least 20 acres), which helps define a community or district and is intended to serve the more active recreational needs of persons who live or work within a two to four-mile radius.

These parks typically include facilities such as lighted sport fields and a community center building with a gym, meeting rooms, and restrooms. Other features may include swimming pools, tennis courts, concession stands, community defining pubic art, courtyard or plaza.

Community Plan. A refinement of the General Plan for a component geographic area of the General Plan. A community plan advances the provisions of the General Plan to a B3 Attach #1 of 3
G-6 FRESNO GENERAL PLAN
more precise level of detail. A community plan is adopted, amended, or repealed by resolution of the City Council.

Compatible. Capable of existing together without conflict or ill effects.

Complete Neighborhood. Refers to a neighborhood where one has safe and convenient access to the goods and services needed in daily life. This envisions a variety of housing options, grocery stores and other commercial services, quality public schools, public open spaces and recreational facilities, active transportation options and civic amenities.

An important element of a Complete Neighborhood is that it is built at a walkable and bikeable human scale, and meets the needs of people of all ages and abilities.

Complete Streets. Streets which are designed and operated to enable safe, attractive, and comfortable access and travel for all users, including motorists, pedestrians, bicyclists, children, seniors, individuals with disabilities, and users of public transportation.

Concept Plan. A framework for growth which identifies future land uses, major road networks, and other challenges and opportunities for growth within the larger area adjacent or surrounding a proposed project. Concept plans require project implementation to involve coordination between new growth areas and existing development that includes subdivisions, some of which were built many years ago, in order to achieve Complete Neighborhoods. Concept Plans may include parks, schools, trails, and other public services and amenities. Concept Plans should demonstrate how subdivisions, proposed commercial and other developments may impact surrounding properties, and how connectivity amongst the sites will be achieved.

Connectivity. The quality of street patterns and pedestrian paths that allow for through movement between and within neighborhoods.

Connector. Two- to three-lane undivided roadways planned to provide access to larger, well integrated neighborhoods typically 40 to 160 acres in size and generally having a range of residential densities and one or more supporting uses, such neighborhood serving recreational open space, school, civic, quasi-public and shopping.

Conservation. The management of natural resources to prevent waste, destruction, or neglect.

Consistent. Free from variation or contradiction. Policies and programs in the General Plan are to be consistent, not contradictory.

B3 Attach #1 of 3
Glossary & Acronyms
DECEMBER 2014 G-7
Council. See City Council for definition.

County (capitalized) and county (non-capitalized). Non-capitalized county refers to the geographical area or the people of the county of Fresno. Capitalized County refers to the local government which is also referred to as either the County of Fresno or Fresno County.

County Island. Unincorporated land surrounded by the city.

Criteria Air Pollutants. Six pollutants identified by EPA under the federal Clean Air Act that are pervasive in urban environments and for which State and national health-based ambient air quality standards have been established. These are ozone, carbon monoxide (CO), nitrogen dioxide (NO2), sulfur dioxide (SO2), particulate matter (PM), and lead.

Cultural Resource. Collective evidence of past activities and accomplishments of people.

Buildings, objects, features, sites, and structures with scientific, historic, and cultural value are all examples of cultural resources.

Curb Cut. The opening along the curb line at which point vehicles or other wheeled forms of transportation may enter or leave the roadway. Curb cuts are essential at street corners for wheelchair users.

Day-Night Average Sound Level (Ldn). The A-weighted average sound level for a given area (measured in decibels) during a 24-hour period with a 10 dB weighting applied to night-time sound levels (after 10 p.m. and before 7 a.m.). The Ldn is approximately numerically equal to the CNEL for most environmental settings.

Decibel (dB). A unit of measurement used to express the relative intensity of sound as heard by the human ear describing the amplitude of sound, equal to 20 times the logarithm to the base 10 of the ratio of the pressure of the sound measured to the reference pressure, which is 20 micropascals (20 micronewtons per square meter).

Decibel, A-weighted (dBA). The “A-weighted” scale for measuring sound in decibels; weights or reduces the effects of low and high frequencies in order to stimulate human hearing. Every increase of 10 dBA doubles the perceived loudness though the noise is actually ten times more intense.

Dedication. The commitment by an owner or developer of private land for public use, and the acceptance of land for such use by the governmental agency having jurisdiction B3 Attach #1 of 3
G-8 FRESNO GENERAL PLAN
over the public function for which it will be used. Dedications for roads, parks, school sites, or other public uses often are required by the city as conditions of approval on a development.

Dedication, In-lieu of. Certain cash payments which may be required of an owner or developer as a substitute for a dedication of land, usually calculated in dollars per lot, and referred to as in lieu fees or in lieu contributions.

Density. The number of residential dwelling units per acre of land. Densities specified in the General Plan are expressed in units per net acre. (See “Acreage, Net.”) Density Bonus. The allocation of development rights that allow a parcel to accommodate additional square footage or additional residential units beyond the maximum for which the parcel is zoned, usually in exchange for the provision or preservation of an amenity at the same site or at another location. Under California State Law, residential projects that provide affordable housing may be entitled to as much as a 35 percent increase of the underlying zone district.

Detention Area. A detention area is an area in the natural environment where rainwater runoff and stormwater naturally collects. Human activity and construction of homes have the effect of changing the size and shape of a detention area.

Detention Basin. Facilities classified according to the broad function they serve, such as storage, diversion or detention. Detention facilities are constructed to retard flood runoff and minimize the effect of floods.

Developer. An individual who, or business which, prepares land for the construction of buildings or builds or causes to be built physical building space for use primarily by others, and in which the preparation of the land or the creation of the building space is in itself a business and is not incidental to another business or activity.

Development. The physical extension and/or construction of urban land uses.

Development activities include but are not limited to: subdivision of land; construction or alteration of structures, roads, utilities, and other facilities; installation of septic systems; grading; deposit of refuse, debris, or fill materials; and clearing of natural vegetation cover (with the exception of agricultural activities). Routine repair and maintenance activities are not considered as “development.” Development Code. Refers to the proposed City of Fresno Municipal Code, Chapter 15, Development Code which will contain the City’s zoning and subdivision regulations and B3 Attach #1 of 3
Glossary & Acronyms
DECEMBER 2014 G-9
is proposed to be the new planning, zoning, and development implementing code. This code is to be adopted following the adoption of this General Plan.

Development Area. Development Areas are specifically defined geographic areas within the General Plan used to manage urban development through the application of policies and implementation measures to assure that commensurate urban public facilities and improvements are provided as necessary to accommodate the planned development. See Figure I-3 for representation of Development Areas.

Disadvantaged Unincorporated Communities (DUCs). Settled places not within city limits where the median household income is 80 percent or less than the statewide median household income.

Downtown. The area in the city of Fresno bound by State Routes 99, 41 and 180.

Downtown Core. See Downtown for definition.

Downtown District. See Downtown for definition.

Downtown Neighborhoods Community Plan (DNCP). A subsequent community plan to further refine the Downtown Planning Area. Considered a visionary document that will lay out the community’s long-term goals for the Downtown Plan Area and provides detailed policies concerning a wide range of topics, including land use and development, transportation, the public realm of streets and parks, infrastructure, historic resources, and health and wellness.

Downtown Planning Area. Refers to the land area addressed by the Downtown Neighborhoods Community Plan and includes the Central Business District, Civic Center and other Downtown centers, Chinatown, South Stadium/South Van Ness, Downtown neighborhoods and special districts. It is represented in Figure LU-1.

Drought-Tolerant Plants. Plants that are adapted to arid or drought conditions. Once established these plants are able to withstand long periods of dryness without deterioration, going several weeks or a season between watering.

Easement. A right given by the owner of land to another party for specific limited use of that land. An easement may be acquired by a government through dedication when the purchase of an entire interest in the property may be too expensive or unnecessary; usually needed for utilities or shared parking.

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G-10 FRESNO GENERAL PLAN
Economic Base. Basic economic sectors in a community are those that make products and services that are sold outside the community, thereby creating income for local workers and companies.

Endangered Species, California. A native species or sub-species of a bird, mammal, fish, amphibian, reptile, or plant, which is in serious danger of becoming extinct throughout all or a significant portion of its range, due to one or more factors, including loss in habitat, change in habitat, over-exploitation, predation, competition, or disease. The status is determined by the State Department of Fish and Game together with the State Fish and Game Commission.

Endangered Species, Federal. A species which is in danger of extinction throughout all or a significant portion of its range, other than the species of the Class Insect determined to constitute a pest whose protection under the provisions of the 1973 Endangered Species Act, as amended, would present an overwhelming and overriding risk to humans. The status is determined by the US Fish and Wildlife Service and the Department of the Interior.

Environmental Impact Report (EIR). A document used to evaluate the potential environmental impacts of a project, evaluate reasonable alternatives to the project, and identify mitigation measures necessary to minimize the impacts. The California Environmental Quality Act (CEQA) requires that the agency with primary responsibility over the approval of a project (the lead agency) evaluate the project’s potential significant impacts in an Environmental Impact Report (EIR).

Environmental Justice. Environmental Justice refers to the fair treatment of all people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.

Equivalent Sound Level (Leq). A single-number representation of the fluctuating sound level in decibels over a specified period of time. It is a sound-energy average of the fluctuating level.

Established Neighborhoods. Development inside the city limits that is more than 10 years old.

Erosion. The process by which material is removed from the earth's surface (including weathering, dissolution, abrasion, and transportation), most commonly by wind or water.

B3 Attach #1 of 3
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DECEMBER 2014 G-11
Expansive Soils. Soils which swell when they absorb water and shrink as they dry.

Expressway. Four- to six-lane divided (median island separation) roadways primarily serving through and crosstown vehicle traffic, with at-grade major street intersections located at approximately one-half mile intervals and no driveways for direct motor vehicle access to abutting property.

Farmland Classification. California Department of Conservation system for categorizing farmland with respect to its potential for agricultural productivity based on soil type and other physical characteristics.

Fault. A fracture in the earth's crust forming a boundary between rock masses that have shifted. An active fault is a fault that has moved recently and which is likely to again. An inactive fault is a fault which shows no evidence of movement in recent geologic time and little potential for movement.

Findings. Findings are defined as the results of an investigation, carried out by an investigating team.

Fire Department. The City of Fresno Fire Department for definition.

Fiscal Analysis. Analysis focused on the city’s General fund budget, comparing costs of providing services and maintaining public facilities with the primary revenue source available to cover these expenditures. The analysis is designed to inform key planning and policy parameters associated with the General Plan.

Flashover. The temperature point at which the heat in a room, area or region is high enough to ignite all flammable material simultaneously.

Floodplain. An area adjacent to a lake, stream, ocean or other body of water lying outside the ordinary banks of the water body and periodically inundated by flood flows.

Often referred to as the area likely to be inundated by the 100-year flood.

Flood Zone. The relatively level land area on either side of the banks of a stream that is subject to flooding under a 100-year or a 500-year flood.

Floor Area, Gross. The total horizontal area in square feet of all floors within the exterior walls of a building, but not including the area of unroofed inner courts or shaft enclosures.

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G-12 FRESNO GENERAL PLAN
Floor Area Ratio (FAR). The ratio between gross floor area of structures on a site and gross site area. Thus, a building with a floor area of 100,000 square feet on a 50,000 square-foot lot will have a FAR of 2.0.

Examples showing the concept of FAR:

Food Insecure. The term used to describe people who have insufficient quantities of food available on a consistent basis, have insufficient resources to obtain appropriate foods for a nutritious diet, and do not use food appropriately based on knowledge of basic nutrition and care, as well as adequate water and sanitation. There are two levels of food insecurity as defined by the USDA: Low food security and very low food security.

Food Value Chain. A food venture that links producers, processors, marketers, food service companies, retailers and supporting groups such as shippers, research groups and suppliers designed to increase competitive advantage through collaboration. A Value Chain can be defined as a strategic partnership among inter-dependent businesses that collaborate to progressively create value for the final consumer resulting in a collective competitive advantage.

Form-Based Code. A method of regulating development to achieve a specific urban form. Form-Based Codes create a predictable public realm primarily by controlling physical form, with a lesser focus on land use, through city of county regulations.

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Freeway. Freeways provide intra- and inter-regional mobility. Freeway access is restricted to primary arterials via interchanges. Multiple-lane divided (median island separation) roadways on adopted State route alignments servicing through and crosstown traffic, with no access to abutting property and no at-grade intersections.

Freeways are under the jurisdiction of the State, outside the control of the City.

Fresno. A general reference to a geographic area located within the jurisdiction of the City of Fresno and its sphere of influence.

Fresno-Clovis Regional Wastewater Reclamation Facility (RWRF). Operated by the City of Fresno this facility provides wastewater treatment services for the greater Fresno metropolitan area in order to protect public health and the environment. It is located at Jensen and Cornelia avenues in southwest Fresno. Wastewater generated from homes and businesses in the Fresno/Clovis metro area travels through 1,500 miles of sanitary sewer lines to the Facility. Currently, the RWRF is a biological, secondary level treatment plant. Future capital improvement projects will upgrade this facility to be able to treat a portion of the incoming wastewater to a tertiary level.

Fresno Fire Department. See Fire Department for definition.

Fresno Police Department. The City of Fresno Police Department for definition.

Fresno’s City Limits. See City Limits for definition.

Fulton Corridor Specific Plan (FCSP). A subsequent Specific Plan to further refine the Downtown Planning Area and more specifically the Fulton Corridor.

General Fund. Monies from local property and sales taxes, and other revenue sources, that pay for City of Fresno services.

General Plan. This document, including the adopted Housing Element, which is an integrated, internally consistent, comprehensive, and long-range set of goals, objectives, policies, implementation measures and diagrams for the general physical development of the city and any land outside the City’s boundaries which bears relation to the City’s planning.

General Plan Buildout. The level of development characterized by full occupancy of all developable sites in accordance with the General Plan Buildout does not necessarily B3 Attach #1 of 3
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assume parcels are developed at maximum allowable intensities. General Plan Buildout will occur past 2050.

General Plan Horizon. The level of development predicted to occur by 2035, in accordance with the General Plan.

Goals and Related Terms:

Goal. A goal is a general direction-setter. It is an ideal future end related to the public health, safety or general welfare. A goal is a general expression of community values and, therefore, may be abstract in nature and is generally not quantifiable or time-dependent.

Objective. An objective is a specified end, condition, or state that is an intermediate step toward attaining a goal. It should be achievable, and preferably measurable.

Policy. A policy is a specific statement that guides decision-making and indicates a commitment of the local legislative body to a particular course of action to accomplish goals and objectives.

Implementation Measure. An implementation measure is an action, procedure, program or technique that carries out general plan policy.

Global Warming Potential. The relative impact of each greenhouse gas on climate change, on a scale based on the impact of carbon dioxide, whose Global Warming Potential (GWP) is 1.

Graywater. Wastewater generated from wash hand basins, showers and baths, which can be recycled on-site for uses such as water closet flushing, landscape irrigation and constructed wetlands. It often includes discharge from laundry, dishwashers and kitchen sinks.

Green Building. A Green Building generally refers to one that is environmentally friendly in terms of energy consumption, or the waste they produce during its entire life-cycle. A Green Building will have little or no significant impact on the environment.

Green buildings are scored by rating systems, such as the Leadership in Energy and Environmental Design (LEED) rating system developed by the U.S. Green Building Council, Green Globes from GBI and other locally developed rating systems.

Green Building Rating System. A building certification system that rates or rewards relative levels of compliance or performance with specific environmental goals and requirements. Rating systems and certification systems are frequently used B3 Attach #1 of 3
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interchangeably. Green building rating systems address every project type from singlefamily houses and commercial buildings to entire neighborhoods and are available for new construction and existing buildings. The goal of rating systems is to improve the design and operations of buildings so that they operate in a more sustainable manner by addressing what the buildings industry has identified as the major aspects of green buildings (i.e., siting, energy, water, greenhouse gas, materials, indoor environment, recycled content, thermal comfort, daylighting, moisture control, acoustics, building system controls, integrated design and commissioning).

Green Enterprise. A business functioning in a capacity where minimal negative impact is made on the local or global environment, the community, or the economy and may have progressive environmental and human rights policies. A business that incorporates principles of sustainability into each of its business decisions, supplies environmentally friendly products or services that replaces demand for nongreen products and/or services, is greener than traditional competition, and has made an enduring commitment to environmental principles in its business operations. A business that participates in environmentally friendly or green activities to ensure that all processes, products, and manufacturing activities adequately address current environmental concerns.

Green Streets. An aspect of the city’s urban forest which consists of well-balanced variety and spacing of trees and continuous canopy for shading and visual continuity of each streetscape.

Green Technology. The development and application of products, equipment and systems used to conserve the natural environment and resources, which minimizes and reduces the negative impact of human activities.

Greenhouse Gases. Greenhouse gases are gases in the atmosphere that absorb and emit radiation within the thermal infrared range. This process is the fundamental cause of the greenhouse effect. Carbon dioxide, methane, and ozone are examples of greenhouse gases.

Greenway. A greenway is a long, narrow piece of land, where vegetation is encouraged, which is managed for public recreation and slow travel.

Groundwater. Water under the earth's surface, often confined to aquifers capable of supplying wells and springs.

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Groundwater Recharge. The natural process of infiltration and percolation of rainwater from land areas or streams through permeable soils into water-holding rocks that provide underground storage (i.e. aquifers).

Growth Area. All land within the City’s SOI, as of December 31st, 2012, but outside of the City Limits that requires annexation to be incorporated into the City of Fresno.

Habitat. The natural environmental of a plant or animal.

Hazardous Material. A material is considered hazardous if it appears on a list of hazardous materials prepared by a federal, State, or local agency, or if it has characteristics defined as hazardous by such an agency. The California Code of Regulation defines a hazardous material as a substance that, because of physical or chemical properties, quantity, concentration, or other characteristics, may either (1) cause an increase in mortality or an increase in serious, irreversible, or incapacitating, illness, or (2) pose a substantial present or potential hazard to human health or environment when improperly treated, stored, transported or disposed of, or otherwise managed.

Hazardous Waste. Materials that no longer have practical use, such as substances that have been discarded, discharged, spilled, contaminated, or are being stored prior to proper disposal. Hazardous materials and hazardous wastes are classified according to four properties: toxic (causes human health effects), ignitable (has the ability to burn), corrosive (causes severe burns or damage to materials), and reactive (causes explosions or generates toxic gases).

Healthy People 2020. Healthy People 2020 is a 10-year agenda for improving the Nation’s health. It is a multiyear process that reflects input from a diverse group of individuals and organizations. More information can be found at http://www.healthypeople.gov/2020/default.aspx.

High-Speed Rail and High-Speed Train. Rail services with top speeds of 110 MPH to 150 MPH or higher, as defined by the U.S. Department of Transportation. See also California High-Speed Train.

Highway. A public roadway that is publicly maintained and open to the public for purposes of vehicular travel to connect cities and towns.

Historic Resource. Any building, structure, object or site generally in existence more than 50 years which possesses integrity of location, design, setting, materials, B3 Attach #1 of 3
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workmanship, feeling and association, and is associated with historic events or with the lives of persons significant in Fresno’s past, or embodies the distinctive characteristics of a type, period or method of construction, or represents the work of a master or possesses high artistic values; or reflects, important information about prehistory or history, and has been designated by the City Council to the Local as required by the Historic Preservation Ordinance.

Historic Structure. A structure deemed to be historically significant based on its visual quality, design, history, association, context, and/or integrity.

Household. An occupied housing unit.

Impact Fee. A fee, also called a development fee, levied on the developer of a project by a city, county, or other public agency as compensation for otherwise-unmitigated impacts the project will produce. California Government Code § 54990 specifies that development fees shall not exceed the estimated reasonable cost of providing the service for which the fee is charged. To lawfully impose a development fee, the public agency must verify its method of calculation and document proper restrictions on use of the fund.

Impervious Surface. Any material which reduces or prevents absorption of water into land.

Implementation. Actions, procedures, programs, or techniques that carry out policies.

Infill. The terms “infill area” and “infill development” are intended to be used interchangeably, and shall be defined as consistent with the definition of “infill area” set forth in Objective UF-12 as follows: “Locate roughly one-half of future residential development in infill areas—defined as being within the City on December 31, 2012— including the Downtown core area and surrounding neighborhoods, mixed-use centers and transit-oriented development along major BRT corridors, and other non-corridor infill areas, and vacant land.” To the extent that the City must comply with alternative statutory definitions, the definitions of “infill” contained within Public Resources Code 21061.3 and CEQA Guidelines 15332, as may be amended, may apply.

Infill Opportunity Zone (IOZ). General or specifically defined geographic areas for which policies and implementation measures are established to promote development or planned land uses. Includes many of Fresno’s established neighborhoods, which are in need of both large, catalytic reinvestment projects and small-scale strategic interventions.

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Infrastructure. Permanent utility installations, including roads, water supply lines, sewage collection pipes, and power and communications lines.

Integrated Pest Management. A broad-based approach to pest control that takes into consideration all available pest control techniques as well as subsequent integration of appropriate measures that discourage the development of pest populations and keep pesticides and other interventions to levels that are economically justified and reduce or minimize risks to human health and the environment. It emphasizes the growth of a healthy crop with the least possible disruption to agro-ecosystems and encourages natural pest control mechanisms. This includes managing insects, plant pathogens and weeds.

Intelligent Transportation System (ITS). The application of advanced information and communications technology to surface transportation in order to achieve managed traffic signal timing coordination which improves traffic operations and increases traffic-carrying capacity, while reducing unnecessary congestion and decreasing air pollution emissions.

Intensity. Refers to the relative magnitude of the use or activity which may occur upon a given property or area of land and is typically reflected by the ratio of building area to land area calculated as floor area ratio (i.e. the building area divided by the land area). Intensity may also be measured by other characteristics such as the rate at which the uses of a property generate demand for water consumption, demand for wastewater disposal or generates demand for travel such a private vehicle, public transportation, bicycling or walking.

Intersection Capacity. The maximum number of vehicles that has a reasonable expectation of passing through an intersection in one direction during a given time period under prevailing roadway and traffic conditions.

Intrusive Noise. That noise which intrudes over and above the existing ambient noise at a given location. The relative intrusiveness of a sound depends upon its amplitude, duration, frequency, time of occurrence, and tonal or information content as well as the prevailing noise level.

ISO Rating. This rating considers a community’s fire defense capacity versus fire potential, and then uses the score to set property insurance premiums for homeowners and commercial property owners.

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Jobs-Employed Residents Ratio. Total jobs divided by total employed residents (i.e. people who live in the area, but may work anywhere). A ratio of 1.0 typically indicates a balance. A ratio greater than 1.0 indicates a net in-commute; less than 1.0 indicates a net out-commute.

K Factor. Erosion factor K indicates the susceptibility of a soil to sheet and rill erosion by water. Factor K is one of six factors used in the Universal Soil Loss Equation (USLE) and the Revised Universal Soil Loss Equation (RUSLE) to predict the average annual rate of soil loss by sheet and rill erosion in tons per acre per year. The estimates are based primarily on percentage of silt, sand, and organic matter and on soil structure and saturated hydraulic conductivity (Ksat). Values of K range from 0.02 to 0.69. Other factors being equal, the higher the value, the more susceptible the soil is to sheet and rill erosion by water.

Land Use Designation. See Use for definition.

LEED. The Leadership in Energy and Environmental Design (LEED) Green Building Rating System™ is the nationally accepted benchmark for the design, construction, and operation of high performance green buildings.

Level of Service, LOS (traffic). A qualitative measure describing operational conditions within a traffic stream and the perception of motorists and/or passengers regarding these conditions. A level of service definition generally describes these conditions in terms of such factors as traffic volumes, speed and travel time, delays at traffic signals, freedom to maneuver, traffic interruptions, comfort, convenience, and safety. The LOS grades are:

LOS A: represents free-flow travel with an excellent level of comfort and convenience where individual vehicles are virtually unaffected by the presence of other vehicles.

LOS B: a stable operating condition, but the presence of other vehicles begins to be a noticeable, though slight. Freedom to select desired speeds is relatively unaffected, but there is a slight reduction in comfort, convenience, and maneuvering freedom.

LOS C: a stable operating condition, but this level marks the beginning of congestion and the operation of individual users is affected by the intersection with others in the traffic stream.

LOS D: represents high-density and crowded but stable traffic flow condition.

Users experience substantial restriction in speed and freedom to maneuver with drivers experiencing generally poor level of comfort and convenience.

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LOS E: represents operating conditions at or near capacity. Speeds are reduced to a low but relatively uniform value. Freedom to maneuver is difficult with users experiencing frustration and poor comfort and convenience. Small increases in traffic volume will cause breakdown in traffic movement.

LOS F: is used to define forced or breakdown conditions (stop-and-go). This condition exists when the amount of traffic exceeds the amount that can travel to a destination. Long queues of vehicles can form behind these bottleneck points with the queued traffic traveling in a stop-and-go fashion.

Liquefaction. A sudden large decrease in the shearing resistance of cohesion less soil, caused by a collapse of the structure by shock or strain, and associated with a sudden but temporary increase of the pore fluid pressure.

Low Impact Development. Site planning and development features that reduce impermeable surface areas and increase infiltration, such as use of permeable paving, vegetated swales, and water retention facilities.

Major Streets. See “Streets, Major” for definition.

Maximum Contaminant Level. Standards that are set by the Environmental Protection Agency for drinking water quality in Title 40 of the Code of Federal Regulations. The limit is usually expressed as a concentration in milligrams or micrograms per liter of water.

Median Strip. The dividing area, either paved or landscaped, between opposing lanes of traffic on a roadway.

Minerals. Any naturally occurring chemical element or compound, or groups of elements and compounds, formed from inorganic processes and organic substances, including, but not limited to, coal, peat, and bituminous rock, but excluding geothermal resources, natural gas, and petroleum (Public Resources Code Section 2005).

Mitigation. A specific action taken to reduce environmental impacts. Mitigation measures are required as a component of environmental assessments (EIR) if measures are identified.

Mitigation Measures. Action taken to avoid, minimize, or eliminate environmental impacts. Mitigation includes: avoiding the impact altogether by not taking a certain action or parts of an action; minimizing impacts by limiting the degree or magnitude of B3 Attach #1 of 3
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the action and its implementation; rectifying the impact by repairing, rehabilitating, or restoring the affected environment; reducing or eliminating the impact over time by preservation and maintenance during the life of the action; and compensating for the impact by repairing or providing substitute resources or environments.

Mixed Use. A development type consisting of a diversity of both residential uses and nonresidential uses, which may include but are not limited to office, retail, public, or entertainment, in a compact urban form with a strong pedestrian orientation.

Vertical Mixed-Use. A development that contains at least one multi-story mixed-use building.

Horizontal Mixed-Use. An integrated mixed-use development consisting of adjacent residential and non-residential uses.

Mode (transportation). Each form of transportation is a mode: public transit, bicycling, walking, and driving.

Mode split (transportation). The proportion of trips that use each mode of transportation.

Multi-modal. Supporting more than one mode of transportation.

Neighborhood Center. Mixed use area located within a neighborhood that provides local services and amenities that build upon the character and identity of the surrounding neighborhoods and communities. Neighborhood Centers can have, as a focus, public facilities such as parks or community center, or include neighborhood scale commercial centers with multi-modal access directly to the neighborhoods it is located within.

They have a lower intensity of use than an Activity Center located within a transit corridor.

Neighborhood Park. A park of more than 2 and up to 10 acres in size, which provides basic recreational activities for neighborhoods located generally within a one-mile radius. These parks contribute to neighborhood identity and accommodate a range of facilities, such as play fields and courts, children’s play structures, picnic tables, restrooms, and may include a small center with a multi-purpose room, but also passive recreational features such as walking trails, community gardens, or nature areas.

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Nitrogen Oxides (NOx). Chemical compounds containing nitrogen and oxygen; reacts with volatile organic compounds, in the presence of heat and sunlight to form ozone. It is also a major precursor to acid rain.

Noise Attenuation. Reduction of the level of a noise source using a substance, material, or surface.

Noise Contours. Lines drawn about a noise source indicating equal levels of noise exposure. CNEL and Ldn are the metrics utilized herein to describe annoyance due to noise and to establish land use planning criteria for noise.

Open Space. Any parcel or area of land or water that is essentially unimproved. The General Plan designates privately-owned rural/grazing lands, and devoted open space areas as defined by California planning law.

Overdraft. A groundwater basin is in overdraft conditions when the amount of water being drawn out exceeds the amount of water being recharged.

Overlay District. A zoning designation that may be applied in addition to the “underlying” zoning district, to meet a specific, additional goal, such as to encourage protection to environmentally sensitive areas.

Ozone. A compound consisting of three oxygen atoms that is the primary constituent of smog. It is formed through chemical reactions in the atmosphere involving volatile organic compounds, nitrogen oxides, and sunlight. Surface level Ozone can initiate damage to the lungs as well as damage to trees, crops, and materials. There is a natural layer of Ozone in the upper atmosphere, which shields the earth from harmful ultraviolet radiation.
“Package” Treatment Plants. A pre-engineered and pre-fabricated method of treating wastewater with an aerobic process to remove most pollutants from water. The final effluent can be released safely into the environment such as receiving streams, rivers, etc. Treated non-potable water can also being used as a new source of water to promote agricultural and aquaculture production, industrial uses, water sustainability, and reclamation uses such as irrigation, wash down, and artificial recharge.

Paleontological Resources. The mineralized remains of prehistoric plant and animal life, not including human remains or artifacts—also known as fossils.

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Park Ratio. The amount of parkland in acres per 1,000 residents.

Parkway. A wide road with trees and grass along the sides and often in the middle.

Particulate Matter (PM-10 and PM-2.5). Particulate matter in the atmosphere results from many kinds of dust- and fume-producing industrial and agricultural operations, fuel combustion, and atmospheric photochemical reactions. PM-10 and PM-2.5 consist of particulate matter that is 10 microns or less in diameter and 2.5 microns or less in diameter, respectively. PM-10 and PM-2.5 represent fractions of particulate matter that can be inhaled into the air passages and the lungs and can cause adverse health effects.

Peak Hour. The busiest one-hour period for traffic during a 24-hour period. The PM peak hour is the busiest one hour period of traffic during the evening commute period.

The AM peak hour is the busiest one hour period during the morning commute.

Pedestrian-Oriented Development. Development designed with an emphasis on the street sidewalk and on pedestrian access to the building, rather than an auto access and parking areas.

Performance Standards. A statement representing a commitment by a public agency to attain a specified level or quality of performance through its programs and policies.

Plan. See General Plan for definition.

Planning Area. Refers to the land area addressed by a General Plan, including land within the city limits and land outside the city limits that bears a relation to the City’s planning. This area is not all intended for development; the General Plan Land Use Diagram shows the future development area. The Planning Area established by the City of Fresno includes all areas within the City’s current City limits, including the FresnoClovis Regional Wastewater Reclamation Facility, the area within the current Sphere of Influence (SOI), and an area north of the most northeasterly portion of the city.

Planning Commission. The City of Fresno Planning Commission. The Planning Commission hears, reviews, and makes recommendations to the City Council on development, land use, and environmental issues, including the General Plan, zoning and subdivision ordinances, and other land use regulations. If authorized, the Planning Commission also approves and denies projects.

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Pocket Parks. A park of 0.5 to 2.0 acres in size, which is intended to serve the needs of a smaller, specific neighborhood located within a half-mile radius of the pocket park.

Pocket Parks should include amenities to draw neighbors to the park such as a tot lot, picnic bench, or shade structure.

Ponding Basin. See Detention Basin for definition.

Police Department. See Fresno Police Department for definition.

Preservation Mitigation Fund. A fund established to support efforts to preserve and maintain historic and cultural resources. The fund could be used for the restoration of historic properties or cultural heritage programming, and may be generated through a plan or program or other qualifying mechanism to allow for payment of fees to reduce impacts from loss of historic resources.

Primary Activity Center. The Downtown mixed-use areas that are located within the Downtown Planning Area.

Rare or Endangered Species. A species of animal or plant listed in Sections 670.2 or 670.5, Title 14, California Administrative Code; or Title 50, Code of Federal Regulations, Section 17.11 or Section 17.2, pursuant to the Federal Endangered Species Act designating species as rare, threatened, or endangered.

Regional Park. A large park of more than 40 acres in size, which is meant to serve a large number of residents across a broad area of the city, or around 100,000 residents.

Regional parks typically include community park features that allow for a variety of sports and active recreation. A park less than 40 acres in size may also be defined as a Regional Park if it provides unique recreational opportunities, such as a zoo or access to the San Joaquin River.

Renewable Energy. Any naturally occurring, theoretically inexhaustible source of energy, as biomass, solar, wind, tidal, wave, and hydroelectric power, that is not derived from fossil or nuclear fuel.

Residential Density. See Density for definition.

Retention Area. A pond, pool, lagoon, or basin used for the storage of water runoff, which is not pumped to another location.

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Right-of-Way. A continuous strip of land reserved for or actually occupied by a road, crosswalk, railroad, electric transmission lines, oil or gas pipeline, water line, sanitary storm sewer or other similar use, which may be an easement, fee (ownership) or other interest in land.

Riparian. Characteristic vegetation relating to or located on the bank of a natural watercourse often described as “riparian corridors.”
San Joaquin Valley Blueprint. A regional planning effort that originated in 2006 when the eight Councils of Governments in the San Joaquin Valley began developing a common vision for the Valley to help guide land use and transportation decisions. The Blueprint is intended to help urban areas in Fresno County to better deal with existing and expected future growth-related challenges to public resources, housing, mobility, health, air quality and environment. More information can be found at http://www.valleyblueprint.org.

Satellite Treatment and Reclamation Facility. Satellite wastewater systems are used to treat wastewater at or near the point of waste generation and reuse. Satellite treatment plants generally do not have solids processing facilities; solids are returned to the collection system for processing in a central treatment plant located downstream.

Individual satellite systems can be used for water reclamation and reuse for applications such as landscape irrigation, toilet flushing, cooling applications, and water features.

Use of satellite systems is predicated on the assumption that the existing collection system can be utilized for the transport of solids and reduced flow. Onsite reclamation systems may obviate the need for large-scale dual piping systems, which are generally prohibitively expensive in urbanized areas and reduce the need to expand existing treatment plants to meet future growth projections.

Satellite Treatment Plants. See Satellite Treatment and Reclamation Facility for definition.

Seismic. Caused by or subject to earthquakes or earth vibrations.

Sensitive Receptors. Persons or land users that are most sensitive to negative effects of air pollutants. Persons who are sensitive receptors include children, the elderly, the acutely ill, and the chronically ill. The term "sensitive receptors" can also refer to the land use categories where these people live or spend a significant amount of time. Such areas include residences, schools, playgrounds, child-care centers, hospitals, retirement homes, and convalescent homes.

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Short-Range Transit Plan. A document that assesses the existing conditions for a transit system, projects’ short term (usually five year) demand, and outlines a plan for meeting those needs.

Shrink-Swell Potential. The extent to which a soil expands in volume when water is absorbed and shrinks as the soil dries. Expansive soils, with a high shrink-swell potential, are largely comprised of clays.

Significant Effect. A beneficial or detrimental impact on the environment. May include, but is not limited to, significant changes in an area’s air, water, and land resources.

Siltation. The process of silt deposition. Silt is a loose sedimentary material composed of finely divided particles of soil or rock, often carried in cloudy suspension in water.

Site Area. The land area of a lot remaining after dedication of all areas for public streets, regional trails, and certified wetlands or floodplains.

Smart Growth. An urban planning and transportation theory that concentrates growth in compact walkable urban centers to avoid sprawl. It also advocates compact, transitoriented, walkable, bicycle-friendly land use, including neighborhood schools, complete streets, and mixed-use development with a range of housing choices. Smart growth values long-range, regional considerations of sustainability over a short-term focus. Its sustainable development goals are to achieve a unique sense of community and place; expand the range of transportation, employment, and housing choices; equitably distribute the costs and benefits of development; preserve and enhance natural and cultural resources; and promote public health.

Smart Growth Principles. There are ten accepted principles of smart growth and they are: create a range of housing opportunities and choices; create walkable neighborhoods; encourage community and stakeholder collaboration in development decisions; foster distinctive, attractive communities with a strong sense of place; make development decisions predictable, fair, and cost effective; mix land uses; preserve open space, farmland, natural beauty, and critical environmental areas; provide a variety of transportation choices; strengthen and direct development towards existing communities; and take advantage of compact building design.

Solar Power. Energy from the sun that is converted into thermal or electrical energy, either directly using photovoltaics, or indirectly using concentrated solar power.

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Solid Waste. General category that includes organic wastes, paper products, metals, glass, plastics, cloth, brick, rock, soil, leather, rubber, yard wastes, and wood.

Special Districts. As identified by DNCP, Downtown Development Code or Fulton Corridor Specific Plan (Central Business District, Cultural Arts District, Civic Center, Chinatown, South Stadium, South Van Ness Specific Plan), a precise plan or based on, and consistent with, the General Plan and the Community Plan within which it is located, and shall contain precise land use designations, regulations, programs, and legislation that are required for the systematic implementation of the General Plan and Community Plan.

Special Status Species. Any species which is listed, or proposed for listing, as threatened or endangered by the U.S. Fish and Wildlife Service or National Marine Fisheries Service under the provisions of the Endangered Species Act. It also includes any species designated by the U.S. Fish and Wildlife Service as a “candidate” or “species of concern” or species identified on California Native Plant Society’s Lists 1A, 1B, or 2, implying potential danger of extinction.

Specific Plan. Refers to a plan that provides detailed design and implementation tools for a specific portion of the area covered by a general plan. A Specific Plan may include all regulations, conditions, programs, and/or proposed legislation which may be necessary or convenient for the systematic implementation of any general plan element(s).

Sphere of Influence (SOI). The ultimate service area of an incorporated city, as established by the Fresno Local Agency Formation Commission (LAFCo).

State. Non-capitalized state refers to the geographical area or the people of state of California. Capitalized State refers to the state government which is also referred to as the State of California.

State Route (Officially Known as State Highway Route). A number assigned to a California state highway.

Stationary Source. A source of air pollution that is not mobile, such as a heating plant or an exhaust stack from a laboratory.

Stormwater Runoff. Surplus surface water generated by rainfall that does not seep into the earth but flows overland to a watercourse.

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Stormwater Management. A coordinated strategy to minimize the speed and volume of stormwater runoff, control water pollution, and maximize groundwater recharge.

Street, Major. Shall mean a roadway designated by the General Plan Circulation Diagram as a Collector, Arterial, Super-arterial, Scenic, Expressway, State Route, or other road identified on the City’s Circulation Plan.

Street, Local. Shall mean a street which is not a major street.

Student Generation Rate. The number of new students that is projected to occur with new housing units.

Subsidence. Subsidence occurs when a large portion of land is displaced vertically, usually due to the withdrawal of groundwater, oil, or natural gas.

Superarterial. Four- to six-lane divided (median island separation) roadways with a primary purpose of moving multiple modes of travel traffic to and from major traffic generators and between community plan areas.

Threatened Species, California. A species of animal or plant is endangered when its survival and reproduction in the wild are in immediate jeopardy from one or more causes, including loss of habitat, change in habitat, over-exploitation, predation, competition, disease, or other factors; or when although not presently threatened with extinction, the species is existing in such small numbers that it may become endangered if its environment worsens. A species of animal or plant shall be presumed to be rare or endangered as it is listed in Sections 670.2 or 670.5, Title 14, California Code of Regulations; or Title 50, Code of Federal Regulations Sections 17.11 or 17.12 pursuant to the Federal Endangered Species Act as rare, threatened, or endangered.

Threatened Species, Federal. A species which is likely to become an endangered species within the foreseeable future throughout all or a significant portion of its range.

Total Dissolved Solids (TDS) Total dissolved solids comprise inorganic salts and small amounts of organic matter that are dissolved in water. The principal constituents are usually calcium, magnesium, sodium and potassium and the anions carbonate, bicarbonate, chloride, sulphate and, particularly in groundwater, nitrate (from agricultural use).

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Toxic Air Contaminant. An air pollutant that may increase a person's risk of developing cancer and/or other serious health effects. Toxic air contaminants include more than 700 chemical compounds that have been determined to have potential adverse health impacts.

Transit Oriented Development. A development or planning concept typified by the location of residential and commercial districts around a transit station or corridor with high quality service, good walkability, parking management and other design features that facilitate transit use and maximize overall accessibility.

Transit Village. A predominantly residential community with some nearby retail activities planned around a transportation hub, such as a bus stop or train station, with the intent to make it convenient for village dwellers to get to/from work or run errands and travel via a public transportation network. Some key components are a core commercial area with offices and retail surrounding a transit stop supported by high density residential and mixed-use development with progressively lower-density development spreading outward from the center with a focus on creating a sense of place, common places, such as public squares and civic centers, and diversified housing.

Multiple Transit Orientated Developments can occur within a Transit Village. For the purposes of this Plan a Transit Village is an Activity Center.

Transportation Demand Management (TSM). Measures to improve the movement of persons and goods through better and more efficient utilization of existing transportation systems (e.g., streets and roads, freeways and bus systems) and measures to reduce the number of single-occupant vehicles utilized for commute purposes.

Transportation System Management. A set of strategies that largely aim to reduce GHG emissions by reducing congestion, primarily by improving transportation system capacity and efficiency. TSM strategies may also address a wide range of other externalities associated with driving such as pedestrian/driver safety, efficiency, congestion, travel time, and driver satisfaction. Some TSM strategies are designed to reduce total and systemic congestion and improve system-wide efficiency, while other strategies target particularly problematic areas where improvements could greatly affect congestion, safety, efficiency, and GHG emissions.

Trip Generation. The number of vehicle trip ends associated with (i.e., produced by) a particular land use or traffic study site. A trip end is defined as a single vehicle movement. Roundtrips consist of two trip ends.

Urban Area. The area planned for residential, commercial, industrial, civic and institutional uses under this General Plan.

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G-30 FRESNO GENERAL PLAN
Urban Artifacts. Include infrastructure (such as Work Projects Administration ‘WPA’ stamped sidewalks), street furniture (such as “pineapple” lampposts), signage and other amenities that help to define the urban landscape and create a sense of place.

Urban Form and Urban Design. Refers to the location, mass, and design of various urban components and combines elements of urban planning, architecture, and landscape architecture.

Urban Growth Management (UGM). The City of Fresno’s Urban Growth Management (UGM) identifies methods for providing municipal services, facilities, or improvements to serve proposed development. Its purpose is better defined in the City’s Development Code describing the UGM process in Section 12-40.501:
“An integral part of Urban Growth Management is a process referred to herein as the Urban Growth Management Process. The Urban Growth Management Process is intended neither to prevent any development or growth nor to permit free or disorganized development or growth in the Urban Growth Management Area. Such process is instead intended to identify the demands on municipal facilities, improvements, or services created by any proposed residential, commercial, industrial, or other type of development and to provide the means for satisfying such demands; to identify any deleterious effects of any such development and protect the city and its residents against such effects by minimizing the costs of municipal facilities, improvements, and services; and to maintain a high quality of such facilities, improvements, and services. (Added Ord. 76-6, § 1, eff. 2-22-76; Am. Ord. 98-54, § 2, 8-27-98).” Urban Parkway. Local streets lined with trees and landscaping and ample pedestrian space.

Use. The purpose for which a lot or structure is or may be leased, occupied, maintained under the Development Code and General Plan land use designation.

Vehicle Miles Traveled (VMT). A measure of both the volume and extent of motor vehicle operation; the total number of vehicle miles traveled within a specified geographical area (whether the entire country or a smaller area) over a given period of time.

View Corridor. The line-of-sight (identified as to height, width, and distance) of an observer looking toward an object of significance to the community (e.g., ridgeline, river, historic building, etc.).

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Glossary & Acronyms
DECEMBER 2014 G-31
Walkable. A characteristic of an area in which a variety of housing types, retail uses, parks, schools and other destinations are in close proximity and well-connected by streets and paths that provide a good pedestrian environment.

Waste Diversion. The prevention and reduction of generated waste through source reduction, recycling, reuse, or composting. Waste diversion generates a host of environmental, financial, and social benefits, including conserving energy, reducing disposal costs, and reducing the burden on landfills and other waste disposal methods.

Wastewater Treatment “Package” Plants. See “Package” Treatment Plants for definition.

Water Recycling. The reuse of tertiary-treated wastewater for landscaping, industrial cooling, irrigation, groundwater recharge, or other uses.

Watershed. The total area above a given point on a watercourse which contributes water to the flow of the watercourse; the entire region drained by a watercourse.

Wetlands. Areas that are permanently wet or periodically covered with shallow water, such as saltwater and freshwater marshes, open or closed brackish marshes, swamps, mud flats, and fens.

Wildlife Corridor. A natural corridor, such as an undeveloped ravine, that is frequently used by wildlife to travel from one area to another.

Williamson Act. Known formally as the California Land Conservation Act of 1965, it was designed as an incentive to retain prime agricultural land and open space in agricultural use, thereby slowing its conversion to urban and suburban development.

The program entails a ten-year contract between an owner of land and (usually) a county whereby the land is taxed on the basis of its agricultural use rather than the market value. The land becomes subject to certain enforceable restrictions, and certain conditions need to be met prior to approval of an agreement.

Zero Waste. A philosophy that encourages the redesign of resource life cycles so that all products are reused. No trash is sent to landfills and incinerators. It is a goal that is ethical, economical, efficient and visionary, to guide people in changing their lifestyles and practices to emulate sustainable natural cycles, where all discarded materials are designed to become resources for others to use. It means designing and managing products and processes to systematically avoid and eliminate the volume and toxicity of waste and materials, conserve and recover all resources, and not burn or bury them.

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Implementing Zero Waste will eliminate all discharges to land, water or air that are a threat to planetary, human, animal or plant health.

Zoning Code and Zoning Regulations. Presently City of Fresno Municipal Code, Chapter 12, Articles 1,2,3, 4 and 4.5 comprise the “Comprehensive Zoning Ordinance” and can be referred to as “Zoning Ordinance of the City of Fresno”. The present Zoning Ordinance and many other Articles of Chapter 12 will be repealed and replaced by updated Code provisions in a new Development Code. Use of these terms normally will be in reference to old implementing tools to be replaced.

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LIST OF ACRONYMS
ABC: State Department of Alcoholic
Beverage Control
af/yr: acre feet/year
ADA: Americans with Disabilities Act
ADT: Average daily traffic
ALUC: Airport Land Use Commission
ALUCP: Airport Land Use
Compatibility Plan
ATP: Active Transportation Plan
BNSF: Burlington Northern Santa Fe
Railway
BRT: Bus Rapid Transit
CALEA: Commission of Accreditation
for Law Enforcement Act
Caltrans: California Department of
Transportation
CalGreen or CalGreen Code: California
Green Building Standards Code
CAP: Climate Action Plan
CARB: California Air Resources Board
CBC: California Building Code
CBD: Central Business District
CDFG: California Department of Fish
and Game
CEQA: California Environmental
Quality Act
CFCs: Chlorofluorocarbons
cfs: Cubic feet per second
CIP: Capital Improvement Program
CLG: Certified Local Government
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G-34 FRESNO GNERAL PLAN
CMP: Congestion Management
Program
CNEL: Community Noise Equivalent
Level
CO2e: Carbon Dioxide Equivalent
COFCG or FCOG: Council of Fresno
County Governments
COG: Council of Governments
CSUF: California State University,
Fresno
CUSD: Clovis Unified School District
CWMA: Consolidated Waste
Management Authority
DARM: City of Fresno Development
and Resource Management Department
dB: Decibel
dBA: Decibel A-Weighted
DBCP: Dibromo-3-Chloropropane
DDC: Downtown Development Code
DMA: Disaster Mitigation Act of 2000
DNCP: Downtown Neighborhoods
Community Plan
DNL: Day-Night Average Noise Level
DPM: Diesel Particulate Matter
DPU: City of Fresno Department of
Public Utilities
DPW: City of Fresno Department of
Public Works
du: Dwelling Unit
du/ac: Dwelling Units per acre
(measure of density)
DWR: Department of Water Resources
EDB: Ethylene dibromide
EIR: Environmental Impact Report
(CEQA)
EPA: Environmental Protection Agency
FAR: Floor Area Ratio (measure of
intensity)
FAX: Fresno Area Express
FEMA: Federal Emergency Management
Act
FCSP: Fulton Corridor Specific Plan
FID: Fresno Irrigation District
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Glossary & Acronyms
DECEMBER 2014 G-35
FLYP: Fresno’s Leading Young
Professionals
FMC: Fresno Municipal Code, also
known as the Municipal code of Fresno
FMFCD: Fresno Metropolitan Flood
Control District
FPU: Fresno Pacific University
FUSD: Fresno Unified School District
FYI: Fresno Yosemite International
Airport
GCC: Global Climate Change
GED: General Education Diploma
GHG: Greenhouse Gases
GIS: Geographic Information Systems
GP: General Plan
GPCC: General Plan Citizens Advisory
Committee
gpcpd: gallons per capita per day
(water use)
GWP: Global Warming Potential
HSR: California High-Speed Rail
HHW: Household Hazardous Waste
IDA: Infill Development Act
ISO: Insurance Services Office
LAFCO: Fresno Local Agency
Formation Commission
LEED: Leadership in Energy and
Environmental Design
Leq: Equivalent Sound Level
Ldn: Day-Night Average Sound Level
LOS: Level of Service
LPPO: Local Planning Procedures
Ordinance
LUST: Leaking Underground Storage
Tank
MEIR: Master Environmental Impact
Report
mgd: Million gallons per day (water or
wastewater)
MOU: Memorandum of Understanding
NAHC: Native American Heritage
Commission
NAICS: North American Industry
Classification System
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G-36 FRESNO GNERAL PLAN
NESWTF or SWTF: Northeast Surface
Water Treatment Facility
NFPA: National Fire Protection
Association
NFIP: National Flood Insurance
Program
OSHA: Occupational Safety and Health
Administration
PACE: Property Assessed Clean Energy
PG&E: Pacific Gas and Electric
PM-2.5: Suspended particulate matter

2.5 microns or less in diameter
PM-10: Suspended particulate matter 10
microns or less in diameter
ppb: Parts per billion
ppd: Pounds per person per day
(waste)
ppm: Parts per million (106) by volume
or weight
RHNA: Regional Housing Needs
Allocation
RTP: Regional Transportation Plan
RWRF: Fresno/Clovis Regional
Wastewater Reclamation Facility
SCCCD: State Center Community
College District
SCS: Sustainable Community Strategy
SEGA: Southeast Growth Area
SEDA: Southeast Development Area
(formerly SEGA)
SIP: State Implementation Plan (Air
Pollution)
SJVAPCD: San Joaquin Valley Air
Pollution Control District
SJVAB: San Joaquin Valley Air Basin
SNAP: Supplemental Nutrition
Assistance Program
SOI: Sphere of Influence
Sq. Ft.: Square Feet
SR: State Route
SWMP: Storm Water Management Plan
SWTF: Surface Water Treatment
Facility
TAZ: Traffic Analysis Zone
TCE: Tetrachloroethylene
TCP: Trichloropropane
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Glossary & Acronyms
DECEMBER 2014 G-37
TOD: Transit Oriented Development
TTCIS: Traffic, Transportation and
Connectivity Impact Study
UGM: Urban Growth Management
UP: Union Pacific Railroad
USBR: United States Bureau of
Reclamation
USD: Unified School District
USDA: United States Department of
Agriculture
UWMP: Urban Water Management
Plan
VMT: Vehicle Miles Traveled
VOC: Volatile Organic Chemicals
WIC: Women, Infants and Children
YET: Youth Engagement Team
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D Y E T T & B H AT I A
Urban and Regional Planners
755 Sansome Street, Suite 400
San Francisco, California 94111
415 956 4300 415 956 7315
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5/19/23, 10:57 AM Valley Fever Basics
https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/ValleyFeverBasics.aspx 1/7

VALLEY FEVER
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5/19/23, 10:57 AM Valley Fever Basics
https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/ValleyFeverBasics.aspx 3/7 en Español sa Tagalog
What is Valley fever?
How do you get Valley fever?
You can get Valley fever by breathing in dust from outdoor air that contains spores of the Coccidioides fungus that grows in the soil. Like seeds from a plant, a fungus grows and spreads from tiny spores that are too small to see.

When soil or dirt is stirred up by strong winds or while digging, dust containing these fungus spores can get into the air. Anyone who lives, works, or travels in an area where the Valley fever fungus grows can breathe in these fungus spores from outdoor dust without knowing it and become infected. Valley fever is not contagious, meaning it cannot spread from one person or animal to another.

Valley fever (also called coccidioidomycosis or “cocci”) is a disease caused by the Coccidioides fungus that grows in the soil and dirt in some areas of California and the southwestern United States. This fungus can infect the lungs and cause respiratory symptoms, including cough, difficulty breathing, fever, and tiredness or fatigue. In rare cases, the Valley fever fungus can spread to other parts of the body and cause severe disease – this type of Valley fever is less common and is called disseminated Valley fever.

Valley fever can be serious and even fatal. Each year in California, there are around 80 deaths from Valley fever and more than 1,000 people are hospitalized with it.

Did you know?
In California, the number
of reported Valley fever
cases has greatly increased
in recent years. Since 2000,
the number of cases has
increased from less than
1,000 cases to more than
9,000 cases in 2019.

Animals, including pets, can also get Valley fever by breathing in fungus spores from dirt and outdoor dust.

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https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/ValleyFeverBasics.aspx 4/7 Page Last Updated : Where canJanuary 6, 2023 you get Valley fever? Most cases of Valley fever in California(over 65%)are reported from the Central Valley and Central Coast regions. People are more likely to get Valley fever if they live, work, or travel in these areas or travel to other places where Valley fever has been reported. There is no commercial test available to see if the Valley fever fungus is in the dirt or dust in certain areas, but we do know that Valley fever has been diagnosed in people living throughout California. The map below shows the rates (or number of cases per 100,000 population) of reported Valley fever cases by county in California from 2014 to 2018.
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More Valley Fever Q&As
Do I have Valley fever or COVID-19?
Valley fever and COVID-19 share many of the same symptoms, including fever, cough, fatigue, and body aches. If you are experiencing these symptoms, isolate yourself from others and contact your healthcare provider immediately. Laboratory tests are needed to know whether symptoms are caused by COVID-19 or Valley fever. Usually, Valley fever is diagnosed using a blood test, but the lab test for COVID-19 uses a respiratory sample from your nose or throat.

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Is Valley fever still a problem in California?
Yes. The number of reported Valley fever cases in California has greatly increased in recent years. Since 2000, the number of cases has increased from less than 1,000 cases to more than 9,000 cases in 2019.

Is Valley fever found only in the Central Valley?
No. While most cases of Valley fever in California are reported in people who live in the Central Valley or Central Coast, it has been diagnosed in people living throughout California. More and more cases have also been recently reported in Central and Southern California.

Can I get Valley fever from someone who is sick with Valley fever? No. Valley fever is not contagious, meaning it can't spread from one person to another. You can't get or spread Valley fever by touching or being around another person or animal that is sick with Valley fever.

Can I get Valley fever from being exposed to pesticides? No. Valley fever is caused by breathing in the Valley fever fungus from dust in outdoor air, not from pesticides.

This fungus grows in the dirt and soil and does not come from pesticides that are sprayed on crops and farmland.

Can my pets get Valley fever?
Yes. Pets, including cats and dogs, can get Valley fever. Valley fever in dogs is similar to Valley fever in humans. If you're concerned about your pet's risk of getting Valley fever, or if you think your pet has Valley fever, please talk to a veterinarian. Learn more about Valley fever in pets and other animals.

If I was born in the Central Valley, am I immune to Valley fever? No. Even if you've lived in California's Central Valley your whole life and have never been sick from it, you can still get Valley fever. Anyone who lives in or travels to areas where Valley fever has been reported can get Valley fever. Valley fever can affect adults and children of any age, even if they are healthy.

Certain groups of people are more likely to get very sick from Valley fever if they get it. Learn more about groups at risk for severe Valley fever.

If I’ve already had Valley fever, am I immune to it and can’t get sick again? B3 Attach #1 of 3
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It depends. If you've already had Valley fever, your immune system will most likely protect you from getting it again. However, in rare cases where a person's immune system is weakened because of a health condition like cancer, organ transplant, or autoimmune disease, then that person may get Valley fever again.

How much dust do I need to breathe in to get Valley fever? You can get Valley fever from just one breath of dust from outdoor air that contains spores of the Valley fever fungus.

Will wearing any type of face mask help prevent Valley fever? Wearing a properly fitted, National Institute for Occupational Safety and Health (NIOSH)-approved respirator (mask) with particulate filters rated N95, N99, N100, P100, or HEPA may help protect you from breathing in dust and spores that can cause Valley fever. Cloth face masks, simple dust masks (with just one strap), KN95s (not certified by NIOSH), and household fabrics, such as washcloths, bandanas, and handkerchiefs, do not provide the same level of protection as N95 or higher-rated respirators. If your work involves dusty environments or soil disturbing activities, click here to learn more about Valley fever safety in the workplace.

Learn More

SYMPTOMS

GROUPS AT RISK
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PREVENTION
TIPS
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l
ROB BONTA State of California
Attorney General DEPARTMENT OF JUSTICE
Warehouse Projects: Best Practices and
Mitigation Measures to Comply with the
California Environmental Quality Act
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Table of Contents
I. Background .......................................................................................................................... 1 II. Proactive Planning: General Plans, Local Ordinances, and Good Neighbor Policies ......... 3 III. Community Engagement ..................................................................................................... 4 IV. Warehouse Siting and Design Considerations ..................................................................... 5 V. Air Quality and Greenhouse Gas Emissions Analysis and Mitigation ................................ 7 VI. Noise Impacts Analysis and Mitigation ............................................................................. 10 VII. Traffic Impacts Analysis and Mitigation ........................................................................... 11 VIII. Other Significant Environmental Impacts Analysis and Mitigation .................................. 12 IX. Conclusion ......................................................................................................................... 13 B3 Attach #1 of 3
Updated September 2022
1 In carrying out its duty to enforce laws across California, the California Attorney General’s Bureau of Environmental Justice (Bureau)1 regularly reviews proposed warehouse projects for compliance with the California Environmental Quality Act (CEQA) and other laws.

When necessary, the Bureau submits comment letters to lead agencies regarding warehouse projects, and in rare cases the Bureau has filed litigation to enforce CEQA.2 This document builds upon the Bureau’s work on warehouse projects, collecting information gained from the Bureau’s review of hundreds of warehouse projects across the state.3 It is meant to help lead agencies pursue CEQA compliance and promote environmentally-just development as they confront warehouse project proposals.4
While CEQA analysis is necessarily project-specific,
this document provides information on feasible best practices and mitigation measures, nearly all of which have been adapted from actual warehouse projects in California.

I. Background
In recent years, the proliferation of e-commerce and rising consumer expectations of rapid shipping have contributed to a boom in warehouse development.5 California, with its ports, population centers, and transportation network, has found itself at the center of this trend.

In 2020, the Ports of Los Angeles, Long Beach, and Oakland collectively accounted for over 34% of all United States international container trade.6 The Ports of Los Angeles and Long Beach alone generate about 35,000 container truck trips every day.7 Accordingly, the South Coast Air Basin now contains approximately 3,000 warehouses of over 100,000 square feet each, with a total warehouse capacity of approximately 700 million square feet, an increase of 20 percent over the last five years.
8 This trend has only accelerated, with e-commerce growing to 1 https://oag.ca.gov/environment/justice. 2 https://oag.ca.gov/environment/ceqa; People of the State of California v. City of Fontana (Super. Ct. San Bernardino County, No. CIVSB2121829); South Central Neighbors United et al. v. City of Fresno et al. (Super. Ct. Fresno County, No. 18CECG00690). 3 This September 2022 version revises and replaces the prior March 2021 version of this document.
4 Anyone reviewing this document to determine CEQA compliance responsibilities should consult their own attorney for legal advice.
5 As used in this document, “warehouse” or “logistics facility” is defined as a facility consisting of one or more buildings that stores cargo, goods, or products on a short- or long-term basis for later distribution to businesses and/or retail customers. 6 Data from the Bureau of Transportation Statistics, Container TEUs (Twenty-foot Equivalent Units) (2020), https://data.bts.gov/stories/s/Container-TEU/x3fb-aeda/ (Ports of Los Angeles, Long Beach, and Oakland combined for 14.157 million TEUs, 34% of 41.24 million TEUs total nationwide) (last accessed September 18, 2022).
7 U.S. Dept. of Transportation, Federal Highway Administration, FHWA Operations Support – Port Peak Pricing Program Evaluation (2020), available at https://ops.fhwa.dot.gov/publications/fhwahop09014/sect2.htm (last accessed September 18, 2022).
8 South Coast Air Qual. Mgmt. Dist., Final Socioeconomic Assessment for Proposed Rule 2305 – Warehouse Indirect Source Rule – Warehouse Actions and Investments to Reduce Emissions (WAIRE) Program and Proposed Rule 316 – Fees for Rule 2305, at 7-8, 41 (May 2021).

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2 13% of all retail sales and 2021 being a second consecutive record year for new warehouse space leased.9 The latest data and forecasts predict that the next wave of warehouse development will be in the Central Valley.10
When done properly, these activities can contribute to the economy and consumer welfare. However, imprudent warehouse development can harm local communities and the environment. Among other pollutants, diesel trucks visiting warehouses emit nitrogen oxide (NOx)—a primary precursor to smog formation and a significant factor in the development of respiratory problems like asthma, bronchitis, and lung irritation—and diesel particulate matter (a subset of fine particular matter that is smaller than 2.5 micrometers)—a contributor to cancer, heart disease, respiratory illnesses, and premature death. 11 Trucks and on-site loading activities
can also be loud, bringing disruptive noise levels during 24/7 operation that can cause hearing damage after prolonged exposure.12 The hundreds, and sometimes thousands, of daily truck and passenger car trips that warehouses generate contribute to traffic jams, deterioration of road surfaces, and traffic accidents.

These environmental impacts also tend to be concentrated in neighborhoods already suffering from disproportionate health impacts and systemic vulnerability. For example, a comprehensive study by the South Coast Air Quality Management District found that communities located near large warehouses scored far higher on California’s environmental justice screening tool, which measures overall pollution and demographic vulnerability.13 That 9 U.S. Census Bureau News, Quarterly Retail E-Commerce Sales 4th Quarter 2021 (February 22, 2022), https://www.census.gov/retail/mrts/www/data/pdf/ec_current.pdf (last accessed September 18, 2022); CBRE Research, 2022 North America Industrial Big Box Report: Review and Outlook, at 2-3 (March 2022), available at https://www.cbre.com/insights/reports/2022- north-america-industrial-big-box#download-report (last accessed September 18, 2022). 10 CBRE Research, supra note 9, at 4, 36; New York Times, Warehouses Are Headed to the Central Valley, Too (Jul. 22, 2020), available at
https://www.nytimes.com/2020/07/22/us/coronavirus-ca-warehouse-workers.html. 11 California Air Resources Board, Nitrogen Dioxide & Health, https://ww2.arb.ca.gov/resources/nitrogen-dioxide-and-health (last accessed September 18, 2022) (NOx); California Air Resources Board, Summary: Diesel Particular Matter Health Impacts, https://ww2.arb.ca.gov/resources/summary-diesel-particulate-matter-health-impacts (last accessed September 18, 2022); Office of Environmental Health Hazard Assessment and American Lung Association of California, Health Effects of Diesel Exhaust, https://oehha.ca.gov/media/downloads/calenviroscreen/indicators/diesel4-02.pdf (last accessed September 18, 2022) (DPM).
12 Noise Sources and Their Effects,
https://www.chem.purdue.edu/chemsafety/Training/PPETrain/dblevels.htm (last accessed September 18, 2022) (a diesel truck moving 40 miles per hour, 50 feet away, produces 84 decibels of sound).
13 South Coast Air Quality Management District, “Final Socioeconomic Assessment for Proposed Rule 2305 – Warehouse Indirect Source Rule – Warehouse Actions and Investments to Reduce Emissions (WAIRE) Program and Proposed Rule 316 – Fees for Rule 2305” (May 2021), at 4-5.

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3 study concluded that, compared to the South Coast Air Basin averages, communities in the South Coast Air Basin near large warehouses had a substantially higher proportion of people of color; were exposed to more diesel particulate matter; had higher rates of asthma, cardiovascular disease, and low birth weights; and had higher poverty and unemployment rates.14 Each area has its own unique history, but many of these impacts and vulnerabilities reflect historic redlining practices in these communities, which devalued land and concentrated poverty, racial outgroups, and pollution into designated areas.
15 II. Proactive Planning: General Plans, Local Ordinances, and Good Neighbor Policies To systematically guide warehouse development, we encourage local governing bodies to proactively plan for logistics projects in their jurisdictions. Proactive planning allows jurisdictions to prevent land use conflicts before they materialize and direct sustainable development. Benefits also include providing a predictable business environment, protecting residents from environmental harm, and setting consistent expectations jurisdiction-wide.

Proactive planning can take many forms. Land use designation and zoning decisions should channel development into appropriate areas. For example, establishing industrial districts near major highway and rail corridors but away from sensitive receptors16 can help attract investment while avoiding conflicts between warehouse facilities and residential communities.

Transition zones with lighter industrial and commercial land uses may also help minimize conflicts between residential and industrial uses.

In addition, general plan policies, local ordinances, and good neighbor policies should set minimum standards for logistics projects. General plan policies can be incorporated into existing economic development, land use, circulation, or other related general plan elements. Many jurisdictions alternatively choose to consolidate policies in a separate environmental justice element. Adopting general plan policies to guide warehouse development may also help 14 Id. at 5-7.
15 Beginning in the 1930s, federal housing policy directed investment away from Black, immigrant, and working-class communities by color-coding neighborhoods according to the purported “riskiness” of loaning to their residents. In California cities where such “redlining” maps were drawn, nearly all of the communities where warehouses are now concentrated were formerly coded “red,” signifying the least desirable areas where investment was to be avoided.

See University of Richmond Digital Scholarship Lab, Mapping Inequality, https://dsl.richmond.edu/panorama/redlining/#loc=12/33.748/-118.272&city=los-angeles-ca (Los Angeles), https://dsl.richmond.edu/panorama/redlining/#loc=13/32.685/-117.132&city=sandiego-ca (San Diego), https://dsl.richmond.edu/panorama/redlining/#loc=11/37.81/- 122.38&city=oakland-ca (Oakland),
https://dsl.richmond.edu/panorama/redlining/#loc=13/37.956/-121.326&city=stockton-ca (Stockton), https://dsl.richmond.edu/panorama/redlining/#loc=12/36.751/-119.86&city=fresnoca (Fresno) (all last accessed September 18, 2022). 16 In this document, “sensitive receptors” refers to residences, schools, public recreation facilities, health care facilities, places of worship, daycare facilities, community centers, or incarceration facilities.

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4 jurisdictions comply with their obligations under SB 1000, which requires local government general plans to identify objectives and policies to reduce health risks in disadvantaged communities, promote civil engagement in the public decision making process, and prioritize improvements and programs that address the needs of disadvantaged communities.17 Local ordinances and good neighbor policies that set development standards for all warehouses in the jurisdiction are a critical and increasingly common tool that serve several goals. When well-designed, these ordinances direct investment to local improvements, provide predictability for developers, conserve government resources by streamlining project review processes, and reduce the environmental impacts of industrial development. While many jurisdictions have adopted warehouse-specific development standards, an ordinance in the City of Fontana provides an example to review and build upon.18 Good neighbor policies in Riverside County and by the Western Riverside Council of Government include additional measures worth consideration.19
The Bureau encourages jurisdictions to adopt their own local ordinances that combine the strongest policies from those models with measures discussed in the remainder of this document.

III. Community Engagement
Early and consistent community engagement is central to establishing good relationships between communities, lead agencies, and warehouse developers and tenants. Robust community engagement can give lead agencies access to community residents’ on-the-ground knowledge and information about their concerns, build community support for projects, and develop creative solutions to ensure new logistics facilities are mutually beneficial. Examples of best practices for community engagement include:
• Holding a series of community meetings at times and locations convenient to members of the affected community and incorporating suggestions into the project design.
• Posting information in hard copy in public gathering spaces and on a website about the project. The information should include a complete, accurate project description, maps and drawings of the project design, and information about how the public can provide input and be involved in the project approval process. The 17 For more information about SB 1000, see https://oag.ca.gov/environment/sb1000. 18 https://oag.ca.gov/system/files/attachments/pressdocs/Final%20Signed%20Fontana%20Ordinance.pdf (last accessed September 18, 2022). 19 For example, the Riverside County policy requires community benefits agreements and supplemental funding contributions toward additional pollution offsets, and the Western Riverside Council of Governments policy sets a minimum buffer zone of 300 meters between warehouses and sensitive receptors. https://www.rivcocob.org/wpcontent/uploads/2020/01/Good-Neighbor-Policy-F-3-Final-Adopted.pdf (last accessed September 18, 2022) (Riverside County);
http://www.wrcog.cog.ca.us/DocumentCenter/View/318/Good-Neighbor-Guidelines-for-SitingWarehouse-Distribution-Facilities-PDF?bidId= (last accessed September 18, 2022) (Western Riverside Council of Governments).

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5 information should be in a format that is easy to navigate and understand for members of the affected community.
• Providing notice by mail to residents and schools within a certain radius of the project and along transportation corridors to be used by vehicles visiting the project, and by posting a prominent sign on the project site. The notice should include a brief project description and directions for accessing complete information about the project and for providing input on the project. • Providing translation or interpretation in residents’ native language, where appropriate.
• For public meetings broadcast online or otherwise held remotely, providing for access and public comment by telephone and supplying instructions for access and public comment with ample lead time prior to the meeting. • Partnering with local community-based organizations to solicit feedback, leverage local networks, co-host meetings, and build support.
• Considering adoption of a community benefits agreement, negotiated with input from affected residents and businesses, by which the developer provides benefits to the affected community.
• Creating a community advisory board made up of local residents to review and provide feedback on project proposals in early planning stages. • Identifying a person to act as a community liaison concerning on-site construction activity and operations, and providing contact information for the community liaison to the surrounding community.
• Requiring signage in public view at warehouse facilities with contact information for a local designated representative for the facility operator who can receive community complaints, and requiring any complaints to be answered by the facility operator within 48 hours of receipt.

IV. Warehouse Siting and Design Considerations
The most important consideration when planning a logistics facility is its location.

Warehouses located in residential neighborhoods or near sensitive receptors expose community residents and those using or visiting sensitive receptor sites to the air pollution, noise, traffic, and other environmental impacts they generate. Therefore, placing facilities away from sensitive receptors significantly reduces their environmental and quality of life harms on local communities. The suggested best practices for siting and design of warehouse facilities does not relieve lead agencies’ responsibility under CEQA to conduct a project-specific analysis of the project’s impacts and evaluation of feasible mitigation measures and alternatives; lead agencies’ incorporation of the best practices must be part of the impact, mitigation and alternatives analyses to meet the requirements of CEQA. Examples of best practices when siting and designing warehouse facilities include:

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6 • Per California Air Resources Board (CARB) guidance, siting warehouse facilities so that their property lines are at least 1,000 feet from the property lines of the nearest sensitive receptors.
20 • Providing adequate amounts of on-site parking to prevent trucks and other vehicles from parking or idling on public streets and to reduce demand for off-site truck yards.
• Establishing setbacks from the property line of the nearest sensitive receptor to warehouse dock doors, loading areas, and truck drive aisles, and locating warehouse dock doors, loading areas, and truck drive aisles on the opposite side of the building from the nearest sensitive receptors—e.g., placing dock doors on the north side of the facility if sensitive receptors are near the south side of the facility.
• Placing facility entry and exit points from the public street away from sensitive receptors—e.g., placing these points on the north side of the facility if sensitive receptors are adjacent to the south side of the facility. • Ensuring heavy duty trucks abide by the on-site circulation plans by constructing physical barriers to block those trucks from using areas of the project site restricted to light duty vehicles or emergency vehicles only. • Preventing truck queuing spillover onto surrounding streets by positioning entry gates after a minimum of 140 feet of space for queuing, and increasing the distance by 70 feet for every 20 loading docks beyond 50 docks. • Locating facility entry and exit points on streets of higher commercial classification that are designed to accommodate heavy duty truck usage. • Screening the warehouse site perimeter and onsite areas with significant truck traffic (e.g., dock doors and drive aisles) by creating physical, structural, and/or vegetative buffers that prevent or substantially reduce pollutant and noise dispersion from the facility to sensitive receptors.
• Planting exclusively 36-inch box evergreen trees to ensure faster maturity and four-season foliage.
• Requiring all property owners and successors in interest to maintain onsite trees and vegetation for the duration of ownership, including replacing any dead or unhealthy trees and vegetation.
• Posting signs clearly showing the designated entry and exit points from the public street for trucks and service vehicles.
• Including signs and drive aisle pavement markings that clearly identify onsite circulation patterns to minimize unnecessary onsite vehicle travel. • Posting signs indicating that all parking and maintenance of trucks must be conducted within designated on-site areas and not within the surrounding community or public streets.
20 CARB, Air Quality and Land Use Handbook: A Community Health Perspective (April 2005), at ES-1. CARB staff has released draft updates to this siting and design guidance which suggests a greater distance may be warranted in some scenarios. CARB, Concept Paper for the Freight Handbook (December 2019), available at https://ww2.arb.ca.gov/sites/default/files/2020- 03/2019.12.12%20-%20Concept%20Paper%20for%20the%20Freight%20Handbook_1.pdf (last accessed September 18, 2022).

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7 V. Air Quality and Greenhouse Gas Emissions Analysis and Mitigation Emissions of air pollutants and greenhouse gases are often among the most substantial environmental impacts from new warehouse facilities. CEQA compliance demands a proper accounting of the full air quality and greenhouse gas impacts of logistics facilities and adoption of all feasible mitigation of significant impacts. Although efforts by CARB and other authorities to regulate the heavy-duty truck and off-road diesel fleets have made excellent progress in reducing the air quality impacts of logistics facilities, the opportunity remains for local jurisdictions to further mitigate these impacts at the project level. Lead agencies and developers should also consider designing projects with their long-term viability in mind. Constructing the necessary infrastructure to prepare for the zero-emission future of goods movement not only reduces a facility’s emissions and local impact now, but it can also save money as demand for zero-emission infrastructure grows. In planning new logistics facilities, the Bureau strongly encourages developers to consider the local, statewide, and global impacts of their projects’ emissions.

Examples of best practices when studying air quality and greenhouse gas impacts include:
• Fully analyzing all reasonably foreseeable project impacts, including cumulative impacts. In general, new warehouse developments are not ministerial under CEQA because they involve public officials’ personal judgment as to the wisdom or manner of carrying out the project, even when warehouses are permitted by a site’s applicable zoning and/or general plan land use designation.21 • When analyzing cumulative impacts, thoroughly considering the project’s incremental impact in combination with past, present, and reasonably foreseeable future projects, even if the project’s individual impacts alone do not exceed the applicable significance thresholds.
• Preparing a quantitative air quality study in accordance with local air district guidelines.
• Preparing a quantitative health risk assessment in accordance with California Office of Environmental Health Hazard Assessment and local air district guidelines.
• Refraining from labeling compliance with CARB or air district regulations as a mitigation measure—compliance with applicable regulations is required regardless of CEQA.
• Disclosing air pollution from the entire expected length of truck trips. CEQA requires full public disclosure of a project’s anticipated truck trips, which entails calculating truck trip length based on likely truck trip destinations, rather than the distance from the facility to the edge of the air basin, local jurisdiction, or other truncated endpoint. All air pollution associated with the project must be considered, regardless of where those impacts occur.
21 CEQA Guidelines § 15369.

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8 • Accounting for all reasonably foreseeable greenhouse gas emissions from the project, without discounting projected emissions based on participation in California’s Cap-and-Trade Program.

Examples of measures to mitigate air quality and greenhouse gas impacts from construction are below. To ensure mitigation measures are enforceable and effective, they should be imposed as permit conditions on the project where applicable. • Requiring off-road construction equipment to be hybrid electric-diesel or zeroemission, where available, and all diesel-fueled off-road construction equipment to be equipped with CARB Tier IV-compliant engines or better, and including this requirement in applicable bid documents, purchase orders, and contracts, with successful contractors demonstrating the ability to supply the compliant construction equipment for use prior to any ground-disturbing and construction activities.
• Prohibiting off-road diesel-powered equipment from being in the “on” position for more than 10 hours per day.
• Using electric-powered hand tools, forklifts, and pressure washers, and providing electrical hook ups to the power grid rather than use of diesel-fueled generators to supply their power.
• Designating an area in the construction site where electric-powered construction vehicles and equipment can charge.
• Limiting the amount of daily grading disturbance area. • Prohibiting grading on days with an Air Quality Index forecast of greater than 100 for particulates or ozone for the project area.
• Forbidding idling of heavy equipment for more than three minutes. • Keeping onsite and furnishing to the lead agency or other regulators upon request, all equipment maintenance records and data sheets, including design specifications and emission control tier classifications. • Conducting an on-site inspection to verify compliance with construction mitigation and to identify other opportunities to further reduce construction impacts.
• Using paints, architectural coatings, and industrial maintenance coatings that have volatile organic compound levels of less than 10 g/L.
• Providing information on transit and ridesharing programs and services to construction employees.
• Providing meal options onsite or shuttles between the facility and nearby meal destinations for construction employees.

Examples of measures to mitigate air quality and greenhouse gas impacts from operation include:
• Requiring all heavy-duty vehicles engaged in drayage22 to or from the project site to be zero-emission beginning in 2030.
22 “Drayage” refers generally to transport of cargo to or from a seaport or intermodal railyard.

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9 • Requiring all on-site motorized operational equipment, such as forklifts and yard trucks, to be zero-emission with the necessary charging or fueling stations provided.
• Requiring tenants to use zero-emission light- and medium-duty vehicles as part of business operations.
• Forbidding trucks from idling for more than three minutes and requiring operators to turn off engines when not in use.
• Posting both interior- and exterior-facing signs, including signs directed at all dock and delivery areas, identifying idling restrictions and contact information to report violations to CARB, the local air district, and the building manager. • Installing solar photovoltaic systems on the project site of a specified electrical generation capacity that is equal to or greater than the building’s projected energy needs, including all electrical chargers.
• Designing all project building roofs to accommodate the maximum future coverage of solar panels and installing the maximum solar power generation capacity feasible.
• Constructing zero-emission truck charging/fueling stations proportional to the number of dock doors at the project.
• Running conduit to designated locations for future electric truck charging stations. • Unless the owner of the facility records a covenant on the title of the underlying property ensuring that the property cannot be used to provide refrigerated warehouse space, constructing electric plugs for electric transport refrigeration units at every dock door and requiring truck operators with transport refrigeration units to use the electric plugs when at loading docks.
• Oversizing electrical rooms by 25 percent or providing a secondary electrical room to accommodate future expansion of electric vehicle charging capability. • Constructing and maintaining electric light-duty vehicle charging stations proportional to the number of employee parking spaces (for example, requiring at least 10% of all employee parking spaces to be equipped with electric vehicle charging stations of at least Level 2 charging performance) • Running conduit to an additional proportion of employee parking spaces for a future increase in the number of electric light-duty charging stations. • Installing and maintaining, at the manufacturer’s recommended maintenance intervals, air filtration systems at sensitive receptors within a certain radius of facility for the life of the project.
• Installing and maintaining, at the manufacturer’s recommended maintenance intervals, an air monitoring station proximate to sensitive receptors and the facility for the life of the project, and making the resulting data publicly available in real time. While air monitoring does not mitigate the air quality or greenhouse gas impacts of a facility, it nonetheless benefits the affected community by providing information that can be used to improve air quality or avoid exposure to unhealthy air.
• Requiring all stand-by emergency generators to be powered by a non-diesel fuel. • Requiring facility operators to train managers and employees on efficient scheduling and load management to eliminate unnecessary queuing and idling of B3 Attach #1 of 3
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10 trucks.
• Requiring operators to establish and promote a rideshare program that discourages single-occupancy vehicle trips and provides financial incentives for alternate modes of transportation, including carpooling, public transit, and biking. • Meeting CalGreen Tier 2 green building standards, including all provisions related to designated parking for clean air vehicles, electric vehicle charging, and bicycle parking.
• Designing to LEED green building certification standards. • Providing meal options onsite or shuttles between the facility and nearby meal destinations.
• Posting signs at every truck exit driveway providing directional information to the truck route.
• Improving and maintaining vegetation and tree canopy for residents in and around the project area.
• Requiring that every tenant train its staff in charge of keeping vehicle records in diesel technologies and compliance with CARB regulations, by attending CARBapproved courses. Also require facility operators to maintain records on-site demonstrating compliance and make records available for inspection by the local jurisdiction, air district, and state upon request.
• Requiring tenants to enroll in the United States Environmental Protection Agency’s SmartWay program, and requiring tenants who own, operate, or hire trucking carriers with more than 100 trucks to use carriers that are SmartWay carriers.
• Providing tenants with information on incentive programs, such as the Carl Moyer Program and Voucher Incentive Program, to upgrade their fleets.

VI. Noise Impacts Analysis and Mitigation
The noise associated with logistics facilities can be among their most intrusive impacts to nearby sensitive receptors. Various sources, such as unloading activity, diesel truck movement, and rooftop air conditioning units, can contribute substantial noise pollution. These impacts are exacerbated by logistics facilities’ typical 24-hour, seven-days-per-week operation. Construction noise is often even greater than operational noise, so if a project site is near sensitive receptors, developers and lead agencies should adopt measures to reduce the noise generated by both construction and operation activities.

Examples of best practices when studying noise impacts include:
• Preparing a noise impact analysis that considers all reasonably foreseeable project noise impacts, including to nearby sensitive receptors. All reasonably foreseeable project noise impacts encompasses noise from both construction and operations, including stationary, on-site, and off-site noise sources. • Adopting a lower significance threshold for incremental noise increases when baseline noise already exceeds total noise significance thresholds, to account for the cumulative impact of additional noise and the fact that, as noise moves up the decibel scale, each decibel increase is a progressively greater increase in sound B3 Attach #1 of 3
Updated September 2022
11 pressure than the last. For example, 70 dBA is ten times more sound pressure than 60 dBA.
• Disclosing and considering the significance of short-term noise levels associated with all aspects of project operation (i.e. both on-site noise generation and off-site truck noise). Considering only average noise levels may mask noise impacts sensitive receptors would consider significant—for example, the repeated but short-lived passing of individual trucks or loading activities at night.

Examples of measures to mitigate noise impacts include:
• Constructing physical, structural, or vegetative noise barriers on and/or off the project site.
• Planning and enforcing truck routes that avoid passing sensitive receptors. • Locating or parking all stationary construction equipment as far from sensitive receptors as possible, and directing emitted noise away from sensitive receptors. • Verifying that construction equipment has properly operating and maintained mufflers.
• Requiring all combustion-powered construction equipment to be surrounded by a noise protection barrier
• Limiting operation hours to daytime hours on weekdays. • Paving roads where truck traffic is anticipated with low noise asphalt. • Orienting any public address systems onsite away from sensitive receptors and setting system volume at a level not readily audible past the property line.

VII. Traffic Impacts Analysis and Mitigation
Warehouse facilities inevitably bring truck and passenger car traffic. Truck traffic can present substantial safety issues. Collisions with heavy-duty trucks are especially dangerous for passenger cars, motorcycles, bicycles, and pedestrians. These concerns can be even greater if truck traffic passes through residential areas, school zones, or other places where pedestrians are common and extra caution is warranted.

Examples of measures to mitigate traffic impacts include:
• Designing, clearly marking, and enforcing truck routes that keep trucks out of residential neighborhoods and away from other sensitive receptors. • Installing signs in residential areas noting that truck and employee parking is prohibited.
• Requiring preparation and approval of a truck routing plan describing the facility’s hours of operation, types of items to be stored, and truck routing to and from the facility to designated truck routes that avoids passing sensitive receptors.

The plan should include measures for preventing truck queuing, circling, stopping, and parking on public streets, such as signage, pavement markings, and queuing analysis and enforcement. The plan should hold facility operators responsible for violations of the truck routing plan, and a revised plan should be required from any new tenant that occupies the property before a business license B3 Attach #1 of 3
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12 is issued. The approving agency should retain discretion to determine if changes to the plan are necessary, including any additional measures to alleviate truck routing and parking issues that may arise during the life of the facility. • Constructing new or improved transit stops, sidewalks, bicycle lanes, and crosswalks, with special attention to ensuring safe routes to schools. • Consulting with the local public transit agency and securing increased public transit service to the project area.
• Designating areas for employee pickup and drop-off.
• Implementing traffic control and safety measures, such as speed bumps, speed limits, or new traffic signs or signals.
• Placing facility entry and exit points on major streets that do not have adjacent sensitive receptors.
• Restricting the turns trucks can make entering and exiting the facility to route trucks away from sensitive receptors.
• Constructing roadway improvements to improve traffic flow. • Preparing a construction traffic control plan prior to grading, detailing the locations of equipment staging areas, material stockpiles, proposed road closures, and hours of construction operations, and designing the plan to minimize impacts to roads frequented by passenger cars, pedestrians, bicyclists, and other non-truck traffic.

VIII. Other Significant Environmental Impacts Analysis and Mitigation Warehouse projects may result in significant environmental impacts to other resources, such as to aesthetics, cultural resources, energy, geology, or hazardous materials. All significant adverse environmental impacts must be evaluated, disclosed and mitigated to the extent feasible under CEQA. Examples of best practices and mitigation measures to reduce environmental impacts that do not fall under any of the above categories include:
• Appointing a compliance officer who is responsible for implementing all mitigation measures, and providing contact information for the compliance officer to the lead agency, to be updated annually.
• Creating a fund to mitigate impacts on affected residents, schools, places of worship, and other community institutions by retrofitting their property. For example, retaining a contractor to retrofit/install HVAC and/or air filtration systems, doors, dual-paned windows, and sound- and vibration-deadening insulation and curtains.
• Sweeping surrounding streets on a daily basis during construction to remove any construction-related debris and dirt.
• Directing all lighting at the facility into the interior of the site. • Using full cut-off light shields and/or anti-glare lighting. • Requiring submission of a property maintenance program for agency review and approval providing for the regular maintenance of all building structures, landscaping, and paved surfaces.
• Using cool pavement to reduce heat island effects.

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13 • Planting trees in parking areas to provide at least 35% shade cover of parking areas within fifteen years to reduce heat island impacts. • Using light colored roofing materials with a solar reflective index of 78 or greater. • Including on-site amenities, such as a truck operator lounge with restrooms, vending machines, and air conditioning, to reduce the need for truck operators to idle or travel offsite.
• Designing skylights to provide natural light to interior worker areas. • Installing climate control and air filtration in the warehouse facility to promote worker well-being.

IX. Conclusion
California’s world-class economy, ports, and transportation network position it at the center of the e-commerce and logistics industry boom. At the same time, California is a global leader in environmental protection and environmentally just development. The guidance in this document furthers these dual strengths, ensuring that all can access the benefits of economic development. The Bureau will continue to monitor proposed projects for compliance with CEQA and other laws. Lead agencies, developers, community advocates, and other interested parties should feel free to reach out to us as they consider how to guide warehouse development in their area.

Please do not hesitate to contact the Environmental Justice Bureau at [email protected] if you have any questions.

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The importance of coccidioidomycosis as an occupational disease has increased in the southwestern United States. This report discusses the aspects of the disease in terms of its geography, the agent, occupation, dust conditions, and various other factors. A control program is outlined.

EXPOSURE FACTORS IN OCCUPATIONAL

COCCIDIOIDOMYCOSIS
Lawrence L. Schmelzer, M.P.H., and Irving R. Tabershaw, M.D., F.A.P.H.A.

T
HE rapid and increasing influx of industry and agriculture into the southwestern United States has heightened the importance of coccidioidomycosis as an
occupational disease. Before 1938, this
disease was of little interest because
relatively few clinical cases were recognized and the morbidity caused by primary infection was not appreciated. In that year, Dickson and Gifford,1 reporting on several years of study, clearly established that the benign, primary
form of the disease was an important
cause of illness in the endemic areas,
and that the disease is caused by inhalation of spores of Coccidioides immitis.

During World War II, coccidioidomycosis was shown to be the cause of significant illness among soldiers in training at camps in the endemic areas.

Studies by Smith, et al.,2 showed that
preventive measures, notably dust control, were effective in reducing the rate of infection and the seriousness of epidemics.

Epidemics have also been reported in
susceptible groups of university personnel that entered endemic areas. In 1942, Davis, et al., 3 reported infection in seven
of 14 students and staff from Stanford
JANUARY, 1968
University who made a field trip to the
San Joaquin Valley. In 1954, four students from the University of California at Los Angeles contracted the disease in
similar circumstances, and one student,
not participating in the field trip, developed disease through the handling of contaminated specimens in the laboratory .4 In 1962, 100 per cent infection was reported in a group of 16 persons
from UCLA who participated in an
archaeological field study near Los
Banos, Calif.4 Again in 1965 three students from UC Berkeley developed clinical disease after a field trip in the same general area.

Coccidioidomycosis ranks high among
the infectious occupational diseases5 as
shown in Table 1. Further, the case fa.
tality rate closely parallels that of tuberculosis as shown in Table 2.6 These rates are based on reported clinically recognized cases. In both diseases, primary infection usually goes unnoticed. Fatality rates for both diseases are considerably less when based on total number of infections.

In spite of the fact that coccidioidomycosis is in most instances inapparent or mild, the disease causes significant dis107
B3 Attach #2 of 3
Table I-Number of disability cases of
selected occupational diseases in California by fiscal year of report* Number of
disability cases
1962- 1963- 1964- 3-year
Disease 1963 1964 1965 total
Coccidioidomycosis 21 34 27 82
Tuberculosis 28 29 24 81
Anthrax, brucellosis,
Q fever 11 13 13 37
Psittacosis 1 1 1 3
Tetanus 1 2 1 4
* From: Work Injuries in California, Quarterly Statia•
ti cal Summary. State of California Department of In•
dustrial Welfare, Division of Labor Statistics and Research. ability in California workers. Although
the 106 cases reported in six years7 may
not appear an unduly large number, the
degree of disability in these cases is
noteworthy (Table 3).

A large proportion required hospitalization and absence from work lasting weeks or months was not unusual. As late
as 1957, coccidioidomycosis caused more
disability at Williams Air Force Base in
Arizona than any other disease including
the upper respiratory infections.8 While
the average incidence of both infections
was the same, the average disability of

34.6 days caused by coccidioidomycosis
was seven times higher than that caused
by upper respiratory infections.

Since it is not now possible to provide artificial immunity to those entering an endemic area and since susceptibility to coccidioidomycosis is essentially universal, the introduction of industrial
or agricultural workers into endemic
areas carries with it the responsibility
of assessing the hazard of the disease
to such populations. None of the exposure factors in the production of coccidioidomycosis is susceptible to control to the degree necessary to prevent infection entirely. Sufficient knowledge of 108
the direct and predisposing causes of
the disease, however, does exist so that
it may be possible to reduce both the
incidence of infection and its severity.

Geography
Coccidioides immitis has been reported
only in the arid and semiarid regions
of southwestern United States, in Mexico, Central America, Venezuela, and in the Chaco region of Argentina. The areas
of endemicity roughly parallel the boundaries of the lower Sonoran Life Zone, which is characterized by scant rainfall,
hot dry summers, alkaline soil, mild winters, sparce flora and fauna and, until recently, few human inhabitants (Figure
1) .
9 The creosote bush, Larrea tridentata,
is often considered a specific indicator
of this life zone.

Evaluation of geography and ecology
as exposure factors is complicated by the
fact that areas within the lower Sonoran
Life Zone may be free of C. immitis, and
conversely small endemic areas may occur outside the zone. However, the potential of serious sequelae to infection is sufficient justification to consider any
entry into suspected endemic areas as
leading to exposure to the disease.

Infectious Agent
Spores of C. immitis are found in the
first few inches of the soil and in larger
numbers in the vicinity of rodent burTable 2-Case fatality rates for coccidioidomycosis and tuberculosis in California 1960-1963 * Case fatality ratest
1960 1961 1962 1963
Coccidioidomycosis 8.6 12.8 12.3 11.1
Tuberculosis 15.7 12.7 13.1 12.l
* From: California Public Health Statistical Report
1963, Part II Communicable Diseases. California State
Department of Public Health.
t Case fatality rates are per 100 cases reported.

VOL. 58, NO. 1, A.J.P.H.

B3 Attach #2 of 3
Table 3-Number of eases of occupational
eoeeidioidomyeosis reported in California during the period January, 1959, to March, 1965, by industry*
Industry
Agriculture
Animal husbandry
Field crops
Gardening
Other
Construction
Equipment operator
Truck driver-mechanic
B nil ding trades
Professional
Engineer
Scientist
Geologist
Other and unknown
Total
16 11
3 2
19 6
14 9
8 5
Cases
reported
32 39
22 13
106
* From: Summary of Reports of Occupationally Con ..
tracted Coccidioidomycosis 1959-1965. California State
Department of Public Health, Bureau of Occupational
Health,

OCCUPATIONAL COCCIDIOIDOMYCOSIS
rows.10 These spores produce mycelial
growth during the winter rains and, as
the soil dries in the spring, arthrospores
are again produced. Tests have shown
that the concentration of arthrospores in
the soil is highest at the end of the wet
season and becomes lower as the dry
season progresses. Season and rainfall
patterns must therefore be considered in
the evaluation of exposure potential for
persons entering endemic zones. Importance of this has been shown by Smith, et al.,2 in the San Joaquin Valley,
and by Hugenholtz in a study of 13
years' experience at Williams Air Force
Base in Arizona.11 The average number
of infections of base personnel was found
to decrease during rainy months and to
increase during the dry periods.

The highly infectious nature of C. immitis is illustrated by the fact that from seven to 15 arthrospores insufilated intranasally into mice causes infection and dissemination to the liver and spleen in
35 per cent to 40 per cent of susceptible
Figure I-Lower Sonoran Life Zone and area of Coecidioides immitis endemicity in the United States [After Smith, C. E.9]
JANUARY, 1968 109
B3 Attach #2 of 3
animals.12 The organism has very simple nutritional requirements for growth, grows on practically any medium, and
has been shown · to prefer a saline environment13 including body fluids.

Physical Properties
Typical mature hyphae of C. immitis
yield barrel-shaped arthrospores, approximately 2.5 microns in diameter and 4, microns long, alternating with smaller
sterile cells. The empty cells rupture
easily to free the spores, leaving on the
latter cell wall fragments which add to
the length of the spore and also decrease ·
the apparent specific gravity. Particle
dynamics help to explain the highly infectious nature of the C. immitis and its wide distribution by winds. The important -factors are terminal settling· velocity and impingement forces, both of which are proportional to the particle
size and specific gravity. Although actual spore dimensions vary and the specific gravity is not accurately known, it can be postulated that effective spore
diameter is about 5 microns and its specific gravity is about 0.75. Terminal settling velocity for the spores is 0.01
centimeters per second when computed
on the basis of these figures. In comparison, a quartz particle having this terminal settling velocity would have a
diameter of 1.4 microns. From this it is
clear that spores of C. immitis are easily
air-borne, settle slowly, can penetrate
into the smallest bronchioles and alveoli,
and that a significant percentage of retention in the lung can be expected.

Dust Conditions
In the heat of early summer, what
little ground cover that exists in the endemic areas withers and dies, winds disturb the surface dust and lift the spores inlio the air. The slow terminal settling
velocity permits the spores to become essentially a permanent atmospheric con110 taminant under turbulent wind conditions. Such conditions are not unusual in arid regions where thermal phenomena
generate severe atmo�heric disturbances. Very small, intense, local whirlwinds, known as "dust devils," can raise dust containing large numbers of spores
if they pass over pockets of high concentration in the soil. Large, rapidly moving air masses are also common,
such as the "Santa Ana Winds" which
blow from the Mojave Desert south into
the San Fernando Valley. These winds
will carry spores into nonendemic areas
but the concentration will be low because
of the nonselective raising of dust. Soil
tests, therefore, caJUlOt assure that an
area within or close to an endemic zone
is free of the organism and surface travel
through or near endemic areas has resulted in exposure and infection.

Occupation
Varying racial and sexual susceptibility influences the severity and disability from coccidioidomycosis. However, since
it results from inhalation of air-borne
arthrospores, occupational factors must
be considered in relation to the magnitude of probable dust exposure. It has been shown that a susceptible pop11lation entering an endemic area can experience an annual infection rate of about 20 per cent.2 No overt dust exposure is necessary; infection can result from wind-borne spores traveling long
distances in turbulent air cou.ditions.

Labor groups where occupation involves
close contact with the soil are at greater
risk, especially if the work involves dusty
digging operations. The period of disability in cases of occupational coccidioidomycosis reported in California is classified by industry in Table 4.7
The significant differences in the periods
of disability can be ascribed to the variations in exposure resulting from occupation.

Agricultural workers suffered less disVOL. 58, NO. 1, .A.J.P.H.

B3 Attach #2 of 3
ability because their exposure is probably to a few spores at a time. In field crop operations, burrowing rodents are
not tolerated and the focus of endemicity
associated with them is not present. Tilling of the soil will tend to disperse pockets of high spore concentration so that the dust raised can be expected to contain a relatively low concentration of spores. Similarly, a sheepherder would
not be expected to receive a heavy, concentrated dose of arthrospores. This would tend to produce milder disease
and a large proportion of inapparent and
mild i11fections.

In the construction trades, exposures
may be very different depending on the
specific operations. Pipeline, highway,
and utility construction often involves
work in remote areas where the soil has
not been disturbed and where foci of
endemicity are usual. When these foci
are disturbed, the dust raised can have
a high concentration of spores. Digging
of foundation and pipe trenches in residential or commercial buildings can lead to similar massive exposure. Similarly, engineers involved in highway or other heavy construction may be subjected to heavy doses if they are working with the construction crews, but may suffer exposure comparable to an agricultural worker if they are only surveying.

The exposures of professionals are

OCCUPATIONAL COCCIDIOIDOMYCOSIS
highly variable and difficult to predict.

Groups of paleontologists and archaeologists have suffered 100 per cent infection when their pursuits led them to dig in or around rodent burrows. Other
groups digging in endemic areas have
completely escaped infection.

Discussion
Prevention of coccidioidomycosis is
complicated by the fact that the organism
is a natural and persistent inhabitant of
the environment. Determination of concentration of spores in specific locations is not feasible bc,:cause the selection of
appropriate sampling sites and identification of C. immitis is difficult and timeconsuming. Furthermore, as previously mentioned, spores can be air-borne for
long periods of time and travel great
distances. Consequently, the importation
of any susceptible labor force into endemic areas carries with it the responsibility for reducing the rate and severity of infection through whatever dust control measures are possible and for providing a vigorous program of medical surveillance.

Control of dust for the prevention of
coccidioidomycosis is not a simple matter
because of the wide variations in exposures. General dust control measures can afford some degree of protection to all
persons working and living in an enTable 4-Number of disability cases of occupational eoccidioidomycosis in California by length of disability and industry for the period January, 1959, to June, 1962 Period of disability in days
Industry 0 1-14 15---29 30---50 >60 Total
Agriculture 6 0 4 4 4 18
Construction 2 1 0 5 13 21
Professions 5 1 2 6 8 22
From: Summary of Reports of Occupationally Contracted Coccidioidomycoeis, 1959-Ut65. Califomia State Department of Public Health. Bureau of Occupational Health.

JANUARY, 1968 111
B3 Attach #2 of 3
demic area. As shown by Smith,2 oiling
of parade grounds and barracks areas in
military establishments reduced the rate
of infection. Similarly, planting of trees
and lawns around residences and industrial plants can reduce the rate of infection by about half.14 Further protection can be provided by filtering and conditioning of air supplied to plants and offices, but this is not complete since it
does not control infection resulting from
exposure outside the working hours. Protection of agricultural workers and animal husbandmen to any realistic degree is exceedingly difficult. Their exposure to
dust is an inseparable part of their employment and working conditions preclude the effective use of respiratory protection.

Operators of heavy earth moving
equipment can be effectively protected
during working hours by providing air
conditioned cabs. This not only protects
from coccidioidomycosis but also controls
exposure to other dust, noise, and engine exhaust fumes. Efficient and comfortable hoods for individual use are now available with powered blowers for providing filtered air. These are useful on -smaller earth moving equipment and for
semistationary operations such as oil well
,drilling. Exposures resulting from manual digging are less easily controlled.

Continued use of respirators is very un-
'Comfortable in the usually high ambient
temperatures, and workers resist use of
this kind of protection. The wearing of
respirators can, however, be enforced
during recognized periods of high exposure. For instance, building tradesmen should wear respirators when digging
foundation excavations or pipeline
trenches. Similarly, highway engineers
can wear respirators when working
around earth moving machinery but
'Could dispense with this when surveying
ahead of or behind construction crews.

Scientists should be protected during actual digging operations but not necessarily during exploration.

Skin testing for previous infection by
112
C. immitis is easy to perform and defines the immune population. All persons hired for work in endemic areas (or
whose assignments take them there)
should be tested. Assigning immune
workers to operations involving known
heavy exposures can effectively reduce
the incidence of infection. Hiring lifelong residents of the endemic areas can also reduce the incidence of infection
since the level of immunity in these
people can be expected to be high. This
should not, however, be substituted for
a program of skin testing and medical
surveillance. Negroes and Filipinos have
been shown to be more susceptible to
developing the highly fatal disseminating
form of the disease.'5 Unless such individuals are shown to have developed immunity, they should whenever possible be assigned to work in areas or at jobs
where exposure to high concentrations
of spores will be minimal.

Periodic medical examinations or interviews are useful to discover a history of low grade or subclinical infection and to evaluate the level of health of the individual. This examination
must include repeated skin testing of
susceptibles until the patient shows conversion to a positive reaction signifying immunity. Such an individual can then
be dropped from medical surveillance
for coccidioidomycosis. The medical
management of any respiratory ailment
suffered by persons at risk who are not
immune to coccidioidomycosis should
include a skin test.

Research is presently being pursued
to develop an effective antigen for producing artificial active immunity to coccidioidomycosis. If successful, this vaccine will make possible the total protection of populations entering endemic areas. However, since man is not the
reservoir of the disease, but only an accidental host, eradication will not be possible. Consequently the efforts to prevent disability from coccidioidomycosis must
be continued so long as susceptible populations enter endemic areas.

VOL. 58. NO. 1. A.J.P.H.

B3 Attach #2 of 3

OCCUPATIONAL COCCIDIOIDOMYCOSIS
Control Program
A program for limiting the incidence
of occupational coccidioidomycosis and
reducing the severity of disease in those
who become infected would entail the
following:

1. Determine if the work location is
within the endemic area.

2. Hire resident labor whenever available, particularly if dust exposures may be heavy.

3. Establish a medical program including:
a. Skin tests on all new employees. If
positive they can be assigned to any
job; if negative, especially Negroes
and Filipinos, job exposure must be
carefully evaluated. If heavy concentration of dust cannot be avoided, those with negative skin tests should
not be employed at that job.
b. Retest of susceptibles. This should be
continued every three to six months
until immunity is demonstrated by conversion to a positive reaction. c. Prompt treatment of respiratory illness in susceptibles. Coccidioidomycosis is a suspect in such illnesses (and if such is the case early chemotherapy
can reduce the severity).

4. Educate the exposed population.
a. New employees should be informed of
the potential of infection and its consequences.
b. All employees should be advised to
seek prompt medical treatment for any
respiratory illness and to inform the
attending physician of their possible
exposure to the fungus, particularly if
the physician practices outside the endemic area.

5. Control dust exposure by:
a. Oiling or planting of areas around
plants, offices, and residences.
b. Filtering and conditioning of air supplies to plants and offices; providing air conditioned cabs on heavy equipment.
c. Providing respirators, air supplied helmets, and the like, as indicated. d. Preventing transport of C. immitis outside endemic area by thoroughly cleaning equipment and specimens before shipment to other work locations.

REFERENCES

1. Dickson, E. C., and Gifford, M. A. Coccidioides
Infection (Coccidioidomycosis); the Primary Type
of Infection. Arcts. Int. Med. 62:852-871, 1938.

2. Smith, C. E.; Beard, R. R.; Rosenberg, H. G.; and
Whiting, E. G. Effect of Season and Dust Control
on Coccidioidomycosis. J.A.M.A. 132:833-838, 1946.

3. Davis, B. L.; Smith, R. T.; and Smith, C. E. An
Epidemic of Coccidioidal Infection (Coccidioidomycosis). Ibid. 118:1182-1186, 1942.

4. Huberty, G. T. An Epidemic of Coccidioidomycosis.

J. Am. College Health A. 12:131 (abstract), 1963.

5. State of California Department of Industrial Welfare. Work Injuries in California. Quart. Statist.

Summary. State of California Department of Industrial Welfare. P. 0. Box 965, San Francisco, Calif.

6. California State Department of Public Health. California Public Health Statistical Report, 1963, Part II, Communicable Diseases. California State Department
of Public Health, 2151 Berkeley Way, Berkeley, Calif.

7. California State Department of Public Health. Summary of Reports of Occupationally Contracted Coccidioidomycosis 1959-1965. California State Department of Public Health, 2151 Berkeley Way, Berkeley, Calif.

8. Hugenholtz, P. G. Skin Test Survey at Williams Air
Force Base, Arizona. Proceedings of Symposium on
Coccidioidomycosis. PHS Publ. No. 575. Atlanta, Ga.:

U. S. Public Health Service, 1957.

9. Smith, C. E. Diagnosis of Pulmonary Coccidioidal
Infections. California Med. 75:385-391, 1951.

10. Elconin, A. F.; Egeberg, R. O.; and Lubarsky, R.

Growth Patterns of Coccidioides immitis in the soil
of endemic areas. Proceedings of Symposium of
Coccidioidomycosis. PHS Publ. No. 575. Atlanta, Ga.:

U. S. Public Health Service, 1957.

11. Hugenholtz, P. G. Climate and Coccidioidomycosis.

Proceedings of Symposium on Coccidioidomycosis.

PHS Publ. No. 575. Atlanta, Ga.: U. S. Public
Health Service, 1957.

12. Kong, Y. M.; Levine, H. B.; Madin, S. H.; and
Smith, C. E. Fungal Multiplication and Histopathological Changes in Vaccinated Mice Infected with Coccidioides immitis. J. Immunol. 92:779-790, 1964.

13. Elconin, A. F.; Egeberg, R. O.; and Egeberg, M. C.

Significance of Soil Salinity on the Ecology of
Coccidioides immitis. J. Bact. 87:500-503, 1964.

14. Maddy, K. T.; Doto, I. L.; Furcolow, M. L.; Lehan,
P. H.; Rubin, H.; Greene, J. C.; Casper, E.; and
Coleman, P. J. Coccidioidin, Histoplasmin, and
Tuberculin Sensitivity of Students in Selected High
Schools and Colleges in Arizona. Proceedings of
Symposium on Coccidioidomycosis. PHS Publ. No.
575. Atlanta, Ga.: U. S. Public Health Service, 1957.

15. Gifford, MI. A.; Buss, W. C.; and Douds, R. J.

Data on Coccidioides Fungus Infection, Kern County.
1900-1936. Kern County Health Dept. Annual Rep.
1936-1937. Bakersfield, Calif.: Kern County Health
Departmen .

Mr. Schmelzer is environmental health and safety officer, and Dr. Tabershaw is professor of occupational medicine and head, Environmental Health and Safety, Office of Environmental Health, University of California, Berkeley, Calif.

This paper was presented before the Occupational Health Section of the American Public Health Association at the Ninety-Fourth Annual Meeting in San Francisco, Calif., October 31, 1966.

JANUARY. 1 968 113
B3 Attach #2 of 3
Coccidioidomycosis in California
Provisional Monthly Report
State of California—Health and Human Services Agency
California Department of Public Health
Tomás Aragón, MD, MPH, DrPH
Director and State Public Health Officer

GAVIN NEWSOM
Governor
January - April 2023
(as of April 30, 2023)
Center for Infectious Diseases
Division of Communicable Disease Control
Infectious Diseases Branch
Surveillance and Statistics Section
An accessible Excel file version of the
April 2023 Coccidioidomycosis in California
Provisional Monthly Report
is available for download
B3 Attach #2 of 3
Cumulative Reported Suspect, Probable, and Confirmed Cases of Coccidioidomycosis in January through April by Local Health Jurisdiction and Year of Estimated Onset, California, 2021-2023 (reported as of April 30 of each year*)
Year of Estimated Onset**
County 2023 2022 2021
California Total 2,115 2,103 2,321
Year of Estimated Onset**
Local Health Jurisdiction 2023 2022 2021
Alameda County Total 21 23 37
Alpine 0 0 0
Amador SC*** SC 0
Butte 3 1 3
Calaveras SC SC 0
Colusa 0 SC 0
Contra Costa 24 31 56
Del Norte SC 0 SC
El Dorado 1 1 0
Fresno 114 123 121
Glenn 0 SC 0
Humboldt 1 1 0
Imperial 5 5 1
Inyo 0 SC SC
Kern 687 635 580
Kings 39 52 64
Lake 0 0 SC
Lassen 0 0 0
Los Angeles County Total 405 445 454
Madera 12 18 13
Marin 3 1 1
Mariposa SC SC 0
Mendocino SC SC 0
Merced 21 20 27
Modoc 0 0 0
Mono 0 0 SC
Monterey 35 44 41
Napa 0 0 2
Nevada 0 SC 0
Orange 106 70 106
Placer 4 4 4
Plumas 0 0 0
Riverside 125 105 161
Sacramento 28 19 22
San Benito 0 SC SC
San Bernardino 70 69 89
San Diego 78 124 149
San Francisco 8 4 10
San Joaquin 41 42 37
San Luis Obispo 34 39 57
San Mateo 14 3 11
Santa Barbara 14 9 32
Santa Clara 28 23 7
Santa Cruz 2 4 2
Shasta 1 0 1
Sierra 0 0 0
Siskiyou 0 0 0
Solano 13 11 8
Sonoma 5 4 6
Stanislaus 10 18 23
Sutter 0 0 1
Tehama SC 0 0
Trinity 0 0 0
Tulare 100 75 86
Tuolumne SC 0 0
Ventura 50 67 96
Yolo 5 2 2
Yuba 0 0 SC
B3 Attach #2 of 3
Cumulative Reported Suspect, Probable, and Confirmed Annual Cases of Coccidioidomycosis by Local Health Jurisdiction and Year of Estimated Onset, California, 2020-2022 (reported as of April 30 of the following year*)
Year of Estimated Onset**
County 2022 2021 2020
California Total 7,517 8,207 6,787
Year of Estimated Onset**
Local Health Jurisdiction 2022 2021 2020
Alameda County Total 79 99 68
Alameda 76 98 67
Berkeley 3 1 1
Alpine 0 0 0
Amador 8 3 8
Butte 2 13 12
Calaveras 2 1 8
Colusa 1 0 1
Contra Costa 91 145 145
Del Norte 0 3 1
El Dorado 6 3 3
Fresno 448 405 446
Glenn 2 3 1
Humboldt 3 2 2
Imperial 23 4 10
Inyo 1 3 1
Kern 2,409 2,821 2,006
Kings 168 169 156
Lake 2 2 2
Lassen 2 0 3
Los Angeles County Total 1,564 1,485 1,106
Long Beach 66 53 56
Los Angeles 1,487 1,411 1,047
Pasadena 11 21 3
Madera 59 49 35
Marin 2 7 6
Mariposa 2 2 1
Mendocino 5 1 3
Merced 71 81 80
Modoc 1 0 0
Mono 0 2 0
Monterey 114 120 118
Napa 1 5 2
Nevada 1 1 4
Orange 297 284 239
Placer 9 12 10
Plumas 0 0 0
Riverside 354 471 370
Sacramento 56 81 59
San Benito 2 10 2
San Bernardino 230 252 235
San Diego 389 453 464
San Francisco 18 29 18
San Joaquin 105 136 136
San Luis Obispo 150 177 182
San Mateo 22 22 19
Santa Barbara 44 66 63
Santa Clara 84 65 44
Santa Cruz 15 17 3
Shasta 0 1 4
Sierra 0 0 0
Siskiyou 1 0 2
Solano 27 38 22
Sonoma 10 20 7
Stanislaus 68 90 69
Sutter 0 2 1
Tehama 2 2 3
Trinity 0 0 0
Tulare 319 319 308
Tuolumne 2 1 2
Ventura 236 219 285
Yolo 8 9 10
Yuba 2 2 2
B3 Attach #2 of 3
January
February
March
April
May
June
July
August
September
October
November
December
400
500
600
700
800
Case Count
Month of Estimated Onset**
2023 (Reported as of April 30, 2023)†
2022 (Reported as of April 30, 2023)
2021 (Reported as of April 30, 2022)
Reported Suspect, Probable, and Confirmed Cases of Coccidioidomycosis by Month and Year of Estimated Onset, California, 2021-2023
Month of Estimated Onset**
Year of Estimated Onset** JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2023
(Reported as of April 30, 2023)† 618 511 610 376 . . . . . . . . 2022
(Reported as of April 30, 2023) 599 543 533 624 683 646 629 714 700 581 664 601 2021
(Reported as of April 30, 2022) 781 692 717 591 613 645 730 663 684 708 719 664 B3 Attach #2 of 3
Technical Notes
In interpretation of the numbers in this report, please consider the following points:
* Data presented in this report may differ from previously published data due to delays inherent to case reporting, laboratory reporting, and epidemiologic investigation. ** Estimated onset date is the date closest to the time when symptoms first appeared. For cases which date of onset was not recorded, the estimated onset date can range from the date of first appearance of symptoms to the date the report was made to the California Department of Public Health. *** SC Case counts have been suppressed due to small numbers based on Publication Scoring Criteria published in https://www.dhcs.ca.gov/dataandstats/Documents/DHCS-DDG-V2.0-120116.pdf. † Due to reporting delays, counts for January - April 2023 (reported as of April 30 of same year) are likely to increase and not directly comparable to counts for January - April 2022 and January - April 2021 (reported as of April 30 of the following year) as presented.

Because coccidioidomycosis can occur as a chronic condition and be reported more than once, we included only the first report of coccidioidomycosis per person using a probabilistic de-duplication method spanning multiple reporting years.

Local health jurisdictions reviewed cases and determined whether surveillance case definitions were met to classify cases as Confirmed, Probable, or Suspect according to established clinical and laboratory criteria. All cases classified as Confirmed, Probable, and Suspect are included in this report.

Combined provisional Suspect, Probable, and Confirmed case counts in this report may differ from counts of Confirmed cases that CDPH will eventually publish in final year-end surveillance reports.

Prepared by Alyssa Nguyen, Gail Sondermeyer Cooksey, Yanyi Djamba, and Duc Vugia, Infectious Diseases Branch, Division of Communicable Disease Control, Center for Infectious Diseases, California Department of Public Health.

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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 1/14 New Valley Fever Skin Test Shows Promise, But
Obstacles Remain
KVPR | By Kerry Klein
Published November 21, 2016 at 12:51 PM PST
LISTEN • 5:55
Kerry Klein/KVPR /
Eleven-year-old Faith Herrod, recovering from valley fever, plays with Moses, Ninja and her other four pets when she has the energy for it.

We continue our reporting this week on the fungal disease known as valley fever with a story about a potential route to prevention. One of the first lines of defense against any disease is determining who’s at risk. It’s possible to develop immunity to valley fever, and a new skin test could be used to screen for that immunity—but that’s only if the test overcomes some major hurdles.

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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 2/14 Faith Herrod wants to be a veterinarian when she grows up. The 11-year-old lives in the small Central California town of Lemoore with her family, three dogs and three cats.

Someday, she’ll get a rabbit, too—as soon as her mother lets her.

In her free time, Faith should be out playing with her dogs. But for almost a year, she was not able to do so. She would come home from school at 4 p.m. and go right to bed.

That’s because last October the sixth-grader was diagnosed with valley fever, a fungal infection that kept her out of school for months and left her with regular headaches and chronic pain.
“Sometimes, when you get super tired, it'll feel like your ribs will go in,” she said, wrapping her arms around her stomach. “It'll feel like your ribs go in and hurt really bad.” Faith contracted valley fever by breathing in fungal spores carried by the wind. That’s how the disease is contracted, and it can happen at any time. Faith’s mother, Caren Herrod, isn’t entirely sure when it happened, but her best guess is while they were doing yard work one day—something they had done dozens of times before. Herrod never imaged that, after so much time, Faith would not have built up natural immunity and that she could still be at risk.
“If I had known that she was susceptible, it would've been different,” Herrod said. “We would've done things differently.”
As it turns out, Faith and her mother could have known. A new skin test called Spherusol can detect whether a person has developed natural immunity, meaning they’ve overcome valley fever before. Because most valley fever cases are asymptomatic, many people whose immune systems have battled the disease may never know it.

Advocates are excited about the test. So are doctors — like Dr. John Galgiani, director of the University of Arizona’s Valley Fever Center for Excellence. He dreams of seeing Spherusol being used as a tool to screen for past infections. “I think that Spherusol's best use will be in primary care doctors' offices, to test their patients on a routine basis to find out if they've indeed previously had valley fever,” Galgiani said. If patients knew they had never conquered valley fever, they could better prepare themselves against it; and doctors might be more likely to diagnose the disease if patients showed unusual symptoms. 1A
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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 3/14 Experts call for a change in FDA rules on promising test But despite its promise, the test isn’t in wide use.
“Frankly, I don't use it very often myself,” Galgiani said. “Even specialists don't use it very often.”
That’s because the Food and Drug Administration hasn’t approved Spherusol for testing immunity. Instead, the test is supposed to be used by clinicians only after a person has been diagnosed with the disease. Galgiani and others would like to see the FDA change the rules to allow its use whenever a clinician thinks a test is warranted. “If the labeling is changed to allow the test to be used to test for prior infection, then it opens up a whole different value of the test to the clinical community,” Galgiani said.

Valley fever lurks in dirt and dust in the desert throughout the Southwest. Most people who inhale the spores fight off the disease without ever knowing they had it. Some develop flu- or pneumonia-like symptoms. In rare cases, it can cause severe lung infection or disseminate throughout the body, requiring lifelong treatment or leading to fatal meningitis.

But there is some good news.
“Once you've had valley fever and gotten over it, you are for all practical purposes immune from a second infection,” Galgiani said.

Credit Nielsen Biosciences /
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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 4/14 Spherusol comes in vials of 10 doses. A positive result indicates a previous bout with valley fever and an acquired immunity to the disease.

Revealing a disease exposure with a skin test
That’s why Spherusol could have such an impact: It could reveal a person’s history of exposure. Before, that was something most people could only wonder about.

Spherusol works similarly to a tuberculosis skin test. A clinician injects a small amount of spores under the skin, and the reaction indicates whether immunity has developed.

Similar skin tests for valley fever were first developed in the 1930s, but the most recent iteration was discontinued in the 1990s after the company that produced it was unable to turn a profit.

Spherusol was released in 2014 and costs about $62. No studies have directly compared its efficacy to previous tests.

Right now, Spherusol is only indicated for use after a patient has already been diagnosed with the disease. So, instead of being used as a way to determine valley fever exposure, it’s considered a sort of immune system checkup for those recovering from the disease.
“It’s indicated for understanding how their body is reacting to the disease,” said Tom Carpenter, president and CEO of Nielsen Biosciences, the San Diego-based company that developed Spherusol. “Is their immune system engaged? Or is their immune system overwhelmed? Or are they potentially immune-compromised and not even able to respond to the infection?”
Carpenter says that screening patients could be a great way to use the test, but getting the FDA to approve a change in the labeling could take years. It would involve new clinical trials and potentially millions of dollars of investment. He says his company is looking into it.

In the meantime, however, he points out that doctors are already allowed to use Spherusol for off-label uses.
“Health care providers right now have the ability to make a medical judgment on how best to use the skin test,” Carpenter said. “So, it’s certainly not preventing them from 1A
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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 5/14 making that use, but we can’t speak to that use.”
But using Spherusol off-label has challenges —like its price tag. A single test may not break a budget, but regular valley fever screening would mean periodic trips to the doctor to pay $62 for a prick under the skin. Most health insurers in California, including Medi-Cal, say they cover it — but only for its prescribed use. Even then, some insurers could reimburse as little as $4. By contrast, a patient getting a flu shot would likely pay nothing, and the clinic would be reimbursed up to around $35.

And then there’s the fact that the test is packaged in bulk. Spherusol can only be bought in vials of 10 doses; once the vial is open, the countdown to expiration begins. Dr. Royce Johnson, chief of infectious disease at Kern Medical in Bakersfield, says the test is “extraordinarily stable.” Even so, he said, many pharmacies have policies against storing products more than 30 days after they’ve been opened. “If you don't use it all, it costs a lot of money,” Johnson said. “So there’s some resistance to stocking it.” Another problem? Spherusol is only approved for 18- to 64-year-olds, even though children can be hit hard by valley fever and the CDC says people over 60 are most at risk.

Prisoners benefit from new test
Despite all of its obstacles, the test has been used to screen one very large patient group: California state prisoners, where it appears to be helping to prevent the disease.

Prisoners who test negative to Spherusol, which indicates they haven’t built up an immunity to valley fever, are not sent to serve their terms in the two Central Valley prisons hit hardest by the disease.

Caren Herrod may wish that her daughter Faith had access to Spherusol a year ago, but she admits that still wouldn’t have solved the root of the problem: that she didn’t take valley fever seriously enough because so little information about it is available. “It’s so, so limited,” Herrod said. “With a disease that is so prevalent, for there to be so little information, it’s sad. It's very sad.”
Meanwhile, Faith is back at school full-time, and hopes she can soon take her dogs Moses and Jasmine out for a walk.
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5/19/23, 10:36 AM New Valley Fever Skin Test Shows Promise, But Obstacles Remain https://www.kvpr.org/health/2016-11-21/new-valley-fever-skin-test-shows-promise-but-obstacles-remain 6/14 This project results from a new venture – the Center for Health Journalism Collaborative – which currently involves the Bakersfield Californian, Radio Bilingüe in Fresno, Valley Public Radio in Fresno and Bakersfield, Vida en el Valle in Fresno, the Voice of OC in Santa Ana, the Arizona Daily Star in Tucson, La Estrella de Tucsón and CenterforHealthJournalism.org. The collaborative is an initiative of the Center for Health Journalism at the University of Southern California’s Annenberg School for Communication and Journalism.

Next in this series: Accurate valley fever counts elude health officials Tags Health disease valley fever lemoore health
centers for disease control and prevention valley fever center for excellence Kerry Klein
Kerry Klein is an award-winning reporter whose coverage of public health, air pollution, drinking water access and wildfires in the San Joaquin Valley has been featured on NPR, KQED, Science Friday and Kaiser Health News. Her work has earned numerous regional Edward R. Murrow and Golden Mike Awards and has been recognized by the Association of Health Care Journalists and Society of Environmental Journalists. Her podcast Escape From Mammoth Pool was named a podcast “listeners couldn’t get enough of in 2021” by the radio aggregator NPR One.

See stories by Kerry Klein
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California lawmakers block bill allowing people to sue oil companies over health problems It will cost up to $21.5 billion to clean up California’s oil sites. The industry won’t make enough money to pay for it.

Fresno County struggles to find permanent home for state-issued trailers meant for homeless Families of men shot by California cops lose faith in new accountability law as reviews drag on California is losing population and building new houses. When will home prices come down? 1A
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Western Riverside Council of Governments
Technical Advisory Committee
AGENDA
Thursday, February 21, 2019
9:30 a.m.

Western Riverside Council of Governments
Citrus Tower
3390 University Avenue, Suite 450
Riverside, CA 92501
In compliance with the Americans with Disabilities Act and Government Code Section 54954.2, if special assistance is needed to participate in the Technical Advisory Committee meeting, please contact WRCOG at (951) 405-6703. Notification of at least 48 hours prior to meeting time will assist staff in assuring that reasonable arrangements can be made to provide accessibility at the meeting. In compliance with Government Code Section 54957.5, agenda materials distributed within 72 hours prior to the meeting which are public records relating to an open session agenda item will be available for inspection by members of the public prior to the meeting at 3390 University Avenue, Suite 450, Riverside, CA, 92501.

The Technical Advisory Committee may take any action on any item listed on the agenda, regardless of the Requested Action.

1. CALL TO ORDER (George Johnson, Chair)

2. SELF INTRODUCTIONS

3. PLEDGE OF ALLEGIANCE

4. PUBLIC COMMENTS
At this time members of the public can address the Technical Advisory Committee regarding any items with the subject matter jurisdiction of the Committee that are not separately listed on this agenda. Members of the public will have an opportunity to speak on agendized items at the time the item is called for discussion. No action may be taken on items not listed on the agenda unless authorized by law. Whenever possible, lengthy testimony should be presented to the Committee in writing and only pertinent points presented orally.

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5. MINUTES
A. Summary Minutes from the January 17, 2019, Technical Advisory Committee P. 1 Meeting are Available for Consideration.

Requested Action: 1. Approve the Summary Minutes from the January 17, 2019, Technical Advisory Committee meeting.

6. CONSENT CALENDAR
All items listed under the Consent Calendar are considered to be routine and may be enacted by one motion.

Prior to the motion to consider any action by the Committee, any public comments on any of the Consent Items will be heard. There will be no separate action unless members of the Committee request specific items be removed from the Consent Calendar.

A. Finance Department Activities Update Andrew Ruiz P. 9 Requested Action: 1. Receive and file.

B. WRCOG Committees and Agency Activities Update Rick Bishop P. 15 Requested Action: 1. Receive and file.

C. Western Community Energy Activities Update Barbara Spoonhour P. 31 Requested Action: 1. Receive and file.

D. Regional Streetlight Program Activities Update Daniel Soltero P. 33 Requested Action: 1. Receive and file.

E. High-Cube Warehouse Trip Generation Study and Daniel Ramirez-Cornejo P. 35 Proposed TUMF Calculation Handbook Update
Requested Action: 1. Receive and file.

F. PACE Programs Activities Update: General Casey Dailey P. 71 Activities Update, and Addition of New Providers
Requested Action: 1. Receive and file.

G. 2nd Quarter Draft Budget Amendment for Andrew Ruiz P. 75 Fiscal Year 2018/2019
Requested Action: 1. Recommend that the Executive Committee approve the 2nd Quarter Draft Budget Amendment for Fiscal Year
2018/2019.

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H. Fiscal Year 2017/2018 Comprehensive Annual Andrew Ruiz P. 105 Financial Report (CAFR)
Requested Action: 1. Receive and file.

I. Environmental Department Activities Update Kyle Rodriguez P. 217 Requested Action: 1. Receive and file.

7. REPORTS / DISCUSSION
A. Report from the League of California Cities Erin Sasse, League of P. 221 California Cities
Requested Action: 1. Receive and file.

B. Census Update – Report from UCR and Riverside Sono Shah, UCR P. 223 County Jason Farin, Riverside County

Requested Action: 1. Receive and file.

C. Presentation on Riverside County Efforts Natalie Profant Komuro, P. 225 To Address Homelessness County of Riverside
Requested Action: 1. Receive and file.

D. Options for Potential WRCOG Assistance for Christopher Gray, WRCOG P. 227 Regional Housing Needs Assessment Update
Requested Action: 1. Discuss and provide input.

8. REPORT FROM THE EXECUTIVE DIRECTOR Rick Bishop

9. ITEMS FOR FUTURE AGENDAS Members

10. GENERAL ANNOUNCEMENTS Members
Members are invited to announce items/activities which may be of general interest to the Technical Advisory Committee.

11. NEXT MEETING: The next Technical Advisory Committee meeting is scheduled for Thursday, March 21, 2019, at 9:30 a.m., at WRCOG’s office located at 3390 University Avenue, Suite 450, Riverside.

12. ADJOURNMENT
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Technical Advisory Committee Item 5.A
January 17, 2019
Summary Minutes

1. CALL TO ORDER
The meeting of the Technical Advisory Committee was called to order at 9:30 a.m. by Chair George Johnson at WRCOG’s office, Citrus Conference Room.

2. ROLL CALL
Members present:

Doug Schulze, City of Banning (9:41 a.m. arrival)
Bonnie Johnson, City of Calimesa (9:41 a.m. arrival)
Ernie Reyna, City of Eastvale
Gary Thompson, City of Jurupa Valley
Armando Villa, City of Menifee
Allen Brock, City of Moreno Valley
Andy Okoro, City of Norco
Moises Lopez, City of Riverside
Travis Randel, City of San Jacinto
Gary Nordquist, City of Wildomar
George Johnson, County of Riverside (Chair)
Mathew Evans, March Joint Powers Authority (9:35 a.m. arrival) Craig Miller, Western Municipal Water District
Floyd Velasquez, Morongo Band of Mission Indians
Staff present:

Steve DeBaun, Legal Counsel
Rick Bishop, Executive Director
Barbara Spoonhour, Deputy Executive Director-Operations Andrew Ruiz, Interim Chief Financial Officer
Christopher Gray, Director of Transportation & Planning Tyler Masters, Program Manager
Daniel Ramirez-Cornejo, Program Manager
Andrea Howard, Program Manager
Christopher Tzeng, Program Manager
Rachel Hom, Staff Analyst
Daniel Soltero, Staff Analyst
Jessica May, Staff Analyst
Suzy Nelson, Administrative Assistant
Sofia Perez, Staff Analyst
Anthony Segura, Staff Analyst
Kyle Rodriguez, Staff Analyst
Mei Wu, Intern
Ivana Medina, Fellow
Rayza Sison, Intern
Diane Sanchez, Intern
Guests present:

Erin Sasse, League of California Cities
Alma Ramirez, WRCOG Fellow, Eastern Municipal Water District Melanie Sotelo, Riverside County Transportation Department Michelle Cervantes, Riverside County Transportation Department 1 B3 Attach #3 of 3

Darcy Kuenzi, Riverside County Flood Control and Water Conservation District Cordell Chavez, City of Corona
Ahab Hussain, City of Beaumont
Kristen Jensen, City of Hemet
Araceli Ruiz, County of Riverside, District 1

3. PLEDGE OF ALLEGIANCE
Chair George Johnson led the members and guests in the Pledge of Allegiance.

4. PUBLIC COMMENTS
There were no public comments.

5. MINUTES
A. Summary Minutes from the October 18, 2018, Technical Advisory Committee Meeting are Available for Consideration.

Action: 1. Approved Summary Minutes from the October 18, 2018, Technical Advisory Committee meeting.
(Jurupa Valley / Morongo) 12 yes; 0 no; 0 abstain; Item 5.A was approved. The Cities of Banning, Beaumont, Calimesa, Canyon Lake, Corona, Hemet, Lake Elsinore, Murrieta, Perris, and Temecula and the Eastern Municipal Water District were not present. This item was taken out of order.

6. CONSENT CALENDAR (Riverside / WMWD) 12 yes; 0 no; 0 abstain; Items 6.A – 6.K were approved. The Cities of Banning, Beaumont, Calimesa, Canyon Lake, Corona, Hemet, Lake Elsinore, Murrieta, Perris, and Temecula and the Eastern Municipal Water District were not present. This item was taken out of order.

A. Finance Department Activities Update
Action: 1. Received and filed.

B. WRCOG Committees and Agency Activities Update
Action: 1. Received and filed.

C. Western Community Energy Activities Update
Action: 1. Received and filed.

D. Environmental Department Activities Update
Action: 1. Received and filed.

E. Regional Streetlight Program Activities Update
Action: 1. Received and filed.

F. Western Riverside Energy Partnership Activities Update Action: 1. Recommended that the Executive Committee authorize the Executive Director to execute the Third Contract Amendment with Southern California Gas Company to jointly deliver the 2013-2014 Western 2 B3 Attach #3 of 3

Riverside Energy Efficiency Partnership Program, including the continuation of the Western Riverside Energy Partnership, through year 2019, substantially as to form.

G. TUMF Program Activities Update
Action: 1. Received and file.

H. International City / County Management Association Activities Update Action: 1. Received and file.

I. Approval of Technical Advisory Committee 2019 Meeting Schedule Action: 1. Approved the Schedule of Technical Advisory Committee meetings for 2019.

J. PACE Programs Activities Update
Action: 1. Recommended that the Executive Committee authorize the Executive Director to enter into contract negotiations and execute any necessary documents to include Lord Capital under WRCOG’s Commercial PACE umbrella.

K. Approval of Revised Purchasing and Procurement Policy Action: 1. Recommended that the Executive Committee adopt WRCOG Resolution Number 19-01; A Resolution of the Executive Committee of the Western Riverside Council of Governments Adopting a Revised Purchasing and Procurement Policy.

7. REPORTS / DISCUSSION
A. Report from the League of California Cities
Erin Sasse presented an update on Assembly Bill (AB) 11 (Chiu), Community Redevelopment Law of 2019. AB 11 allows a city or county, or two or more cities acting jointly, to form an Affordable Housing and Infrastructure Agency to fund projects such as infrastructure and affordable housing projects. Thirty percent of tax increment must be deposited into low / moderate income housing fund. Some of the key elements include annual unspecified state commitment at the discretion of the State Controller; schools will be made whole, no impact to Prop 98; and extensive upfront planning and costs required before a city or county can form an agency and receive project funding from the state.

Senate Bill 5 (Beall), a Local-State Sustainable Investment Incentive Program, creates a localstate partnership to reduce poverty and advance other state priorities finance, in part, by property tax increment. Twenty percent of the overall funding for the program shall be set aside for counties with populations of less than 200,000. Some of the pros include up to $2 billion state investment in affordable housing and infrastructure; 50% of the funds are required to be spent on affordable housing; relies on post redevelopment tools; and allows a wide-range of agency participation. Some of the cons include less flexibility than redevelopment agencies, and fewer resources available for economic development.

Action: 1. Received and filed.

B. Santa Ana Municipal Separate Storm Sewer System (MS4) Permit Compliance Program Update
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Darcy Kuenzi, Riverside County Flood Control and Water Conservation District, presented a biannual update on the MS4 permit compliance and other mandates for addressing stormwater management in the region.

The Santa Ana National Pollutant Discharge Elimination System (NPDES) Permit requires City Managers for Beaumont, Calimesa, Canyon Lake, Corona, Eastvale, Hemet, Jurupa Valley, Lake Elsinore, Menifee, Moreno Valley, Norco, Perris, Riverside and San Jacinto, as well as the County Executive Officer to meet at least two times annually to discuss the NPDES MS4 Compliance Program.

These permits, issued pursuant to the federal Clean Water Act, are designed to protect lakes, rivers and streams from pollution (such sediment, oils, grease, fertilizers, animal and human waste, trash and dissolved metals) associated with urban land use. The District has created a Public Education Strategic Plan for Riverside County Permittees to comply with the educational requirements of the Permits and to foster a community wide commitment to clean water. The District is working to renew all three Permits that fall within the WRCOG subregion to the respective Regional Boards this next calendar year.

Committee member Armando Villa asked how long the permits are good for.

Ms. Kuenzi responded that the permits are good for four to five years.

WRCOG staff is working closely with the District on alternative approaches to cost-effectively address stormwater management in Western Riverside County.

Action: 1. Received and filed.

C. Public Service Fellowship Activities Update
Andrea Howard presented an overview of the Fellowship Program that launched in 2016.

When the Fellowship was launched, it began partnership with WRCOG, UCR and CBU. Since then the partnership has expanded to CSUSB. Currently, the Program is operating in its third round and has 15 Fellows placed with member agencies.

Looking into the upcoming fourth round of the Program, staff has discussed several topics and ideas to focus on the sustainability and recruitment of Fellows. The Ad Hoc Committee, comprised of TAC members from Beaumont, Lake Elsinore, Moreno Valley, Temecula, and Eastern Municipal Water District, convened in November and discussed how we could create a more sustainable practice and eligibility requirements. What was found was that, historically, the recruitment process has been 100% focused on students from the partnered universities and, while staff has always considered academic standing, there has never been a minimum GPA requirement. The Ad Hoc Committee recommended making a GPA requirement threshold to all applicants.

The Ad Hoc Committee also supported expanding recruitment to additional universities within and outside of the region, with the focus on attracting students in technical disciplines in which members have expressed a need for, such as planning, engineering, and IT. As an extension of this policy, members also supported allowing all candidates with a connection to the subregion, including those who do not necessarily live or attend school here, but may be from the area.

The current practice is to place Fellows in the member agencies only, though members of the private sector and non-member public agencies have expressed interest. The Ad Hoc Committee recommended continuing the current practice for now but was open to expanding to non-member and public sector agencies in the future, provided all Program costs would be paid by the Fellow host agency.
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Currently, WRCOG funds the entire Program; which if we place a Fellow in each member agency costs are $375k per cohort. Historically, funding for the Program has come from PACE carryover revenues, which are declining. To extend Program funding, the Ad Hoc Committee recommended alternating placements at each jurisdiction every other year. Members also showed interest in directing any unused BEYOND funds to the Program when that distribution occurs. Another option discussed was a local match from that jurisdiction receiving a Fellow, but the members were reluctant to institute. With staff struggling to recruit enough qualified candidates to fill the desired number of Program seats, staff has come up with some ideas to help sustain the Program and make it more desirable for the Fellow to stay, versus leaving for employment mid-Fellowship. Some recommendations made include hiring for both full-time and part-time status. For example, currently enrolled students would be hired on in a part-time basis for nine months and recently graduated students would be hired on in a full-time basis for six to nine months. For the Fellows that would be on for nine months, they would serve a total of 20 hours per week in two separate host agencies.

Many Committee members congratulated WRCOG on this great Program.

Action: 1. Recommended that the Executive Committee direct staff to implement the following changes to the Fellowship Program: 1) recruit Fellows from additional universities, both within and outside of the subregion; 2) expand candidate eligibility to students and recent graduates who live, work, attend school in, or are from the region and meet other minimum qualifications, 3) establish a minimum 3.0 GPA threshold for all applicants; 4) alternate Fellow placements over two years so members receive a Fellow every-other year, and 5) admit Fellows to serve in either a part-time or full-time capacity within CalPERS requirements. (Banning / Menifee) 14 yes; 0 no; 0 abstain; Item 7.C was approved. The Cities of Beaumont Canyon Lake, Corona, Hemet, Lake Elsinore, Murrieta, Perris, and Temecula, and Eastern Municipal Water District were not present.

D. Update on the Development of a Sustainability Indicators Report Christopher Gray provided an update regarding the 2012 Economic Development and Sustainability Indicators Report (Report). When this Report was completed staff intended to serve the following four broad objectives: to provide a starting point for dialogue about sustainability and its importance in the region; provide a vision for a sustainable Western Riverside County and establish goals to inform and guide regional collaboration; define and prioritize short-term actions that WRCOG can pursue; and define initial indicators, benchmarks, and targets by which WRCOG can measure the effectiveness of efforts to create a more sustainable subregion.

The Framework identified six key areas related to the Region, including economic development, education, transportation, health, water and energy, and environment. An initial list that was established in 2012, had identified over 50 sustainability indicators, but staff had found that regular tracking and updating of this list was very difficult for many reasons. To keep the Framework relevant, WRCOG contracted with AECOM to assist with refining and updating the indicators list based on experience. After review, the indicators were paired down from approximately 40 indicators to 14.

Some of the key considerations used to refine the list of indicators from 50 to the recommended 14 included, does the indicator reflect broadly on key issues affecting the region such as water and energy use, transportation, employment, and education; is the indicator one that is commonly tracked across comparable regions; is there historical data for the indicator that would document trends; and, is data readily available for the indicator at a regional or Countywide level;
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A few of the key indicators recommended for further evaluation were job growth, household income, educational attainment, healthcare facilities, violent crime, and water usage, to name a few.

Some “good” results that came out of the Study included an increase in good vs. moderate air quality days over a 3-year average. There was a reduction in violent crimes per 100k residents vs. the state average. The daily water usage per resident decreased between 2013 vs. 2017.

Some of the “okay” results included that only 48% of high school graduates in Riverside County are meeting the UC/CSU requirements vs. the state average of 50%. Even though we have had a growth in jobs, the median income has decreased. This is because the jobs being brought in are low-skilled, low-paying jobs. Transportation, warehousing and manufacturing make up 27% of the growth, but do not pay much. There was a 30% growth in the food service and retail but, just like transportation, warehousing and manufacturing, the pay is not as well as it would be if we had more of jobs with higher skill levels.

Chair George Johnson asked how are we able to take these issues that arise to the next level.

Mr. Gray responded that once this information is summarized, staff plans on distributing the information via WRCOG’s website and other distribution channels. Staff also anticipates that this information will be presented at upcoming events and conferences to document how the region is performing in regard to these key items.

Committee member Armando Villa suggested the formation of a subcommittee to help work together towards issues that arise.

Committee members were in agreeance and the Cities of Banning, Eastvale, Jurupa Valley, Menifee, and Riverside, and the County of Riverside volunteered to be a part of this subcommittee.

Committee member Travis Randel suggested bringing in the Riverside County Office of Education to be a part of this subcommittee since education is a part of the issues.

Action: 1. A sub committee was formed comprised of representatives from the Cities of Banning, Eastvale, Jurupa Valley, Menifee, and Riverside, and the County of Riverside to address issues that arise from the Indicators Report.
(Menifee / Banning) 14 yes; 0 no; 0 abstain; Item 7.D was approved. The Cities of Beaumont Canyon Lake, Corona, Hemet, Lake Elsinore, Murrieta, Perris, and Temecula, and Eastern Municipal Water District were not present.

8. REPORT FROM THE EXECUTIVE DIRECTOR
Rick Bishop shared that with the new election, the Executive Committee now has 10 new members and the RCHCA has 8 new members.

9. ITEMS FOR FUTURE AGENDAS
There were no items for future agendas.

10. GENERAL ANNOUNCEMENTS
Committee member Moises Lopez shared that the Homeless Point-in-Time is taking place January 29, 2019, from 5:30 a.m. – 9:30 a.m.
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11. NEXT MEETING The next Technical Advisory Committee meeting is scheduled for Thursday, February 21, 2019, at 9:30 a.m., at WRCOG’s office located at 3390 University Avenue, Suite 450, Riverside.

12. ADJOURNMENT The meeting of the Technical Advisory Committee adjourned at 10:36 a.m.
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Item 6.A
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: Finance Department Activities Update
Contact: Andrew Ruiz, Interim Chief Financial Officer, [email protected], (951) 405-6741 Date: February 21, 2019
The purpose of this item is to provide an update on the Fiscal Year (FY) 2017/2018 Agency Audit, Annual TUMF review, and the Agency Financial Report summary through December 2018.

Requested Action:

1. Receive and File.

FY 2017/2018 Agency Audit
Financial auditors from Rogers, Anderson, Malody, and Scott (RAMS) have completed the financials of the Comprehensive Annual Financial Report (CAFR). The CAFR was issued the week of November 26, 2018, and the Finance Directors Committee received a report on the audit and financial statements at its January 24, 2019, meeting. The report, which is included under agenda item 6.H, was presented to the Administration & Finance Committee at its February meeting, and the Executive Committee is expected to receive the report no later than at its March meeting.

Annual TUMF Review of Participating Agencies
Each year, WRCOG meets with participating members to review TUMF Program fee collections and disbursements to ensure compliance with Program requirements. The FY 2017/2018 reviews began in November 2019. To date, staff has received information related to TUMF accounting, credits issued, and exemptions awarded from each member agency except for the City of San Jacinto. Staff is following up with the City of San Jacinto to receive the necessary information and expects to complete the City’s review by March 2019. All information from member agencies have been submitted electronically. However, staff is available to review documentation at the City to reduce City staff time in preparing the information electronically.

The over payment of TUMF on a development project with a valid Credit Agreement (which should not pay TUMF) has resulted in more than $1 million in TUMF refunds for FY 2017/2018. To reduce the amount of refunds being processed, WRCOG staff has been requesting information from jurisdictional staff regarding the tracking of credits to ensure a development project with a valid Credit Agreement has not paid TUMF.

Information regarding Credit Agreements has been requested of each TUMF participating agency. For FY 2017/2018 staff has identified some inconsistencies in monthly TUMF remittance reports, such as the reporting of TUMF exemptions and the under collection of TUMF for utilizing old fee rates. In these instances, staff is working with the specific member agency to remedy these issues.

Letters to each member agency regarding its review are being finalized and will be distributed by the end of February 2019. For member agencies that will maintain the current TUMF collection process, these annual reviews will continue.
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Financial Report Summary through December 2018
The Agency Financial Report summary through December 2018, a monthly overview of WRCOG’s financial statements in the form of combined Agency revenues and costs, is provided as Attachment 1.

Prior Action:

None.

Fiscal Impact:

This item is for informational purposes only; therefore, there is no fiscal impact.

Attachment:

1. Financial Report summary – December 2018.
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Item 6.A
Finance Department Activities
Update
Attachment 1
Financial Report summary –
December 2018
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12 B3 Attach #3 of 3
Approved Thru Remaining
Budget Actual Budget
Revenues 6/30/2019 12/31/2018 6/30/2019
Member Dues 311,410 311,410 -
PACE Residential Revenue 560,000 159,597 400,403
WRELP Phase 2 Revenue 86,750 35,278 51,472
Statewide HERO Revenue 2,400,000 648,204 1,751,796
Gas Co. Prtnrshp Revenue 86,676 41,599 45,077
PACE Commercial Revenue 25,000 24,075 925
WRCOG HERO-Recording Revenue 122,500 82,987 39,513
PACE Commercial Recording Revenue 2,500 445 2,055
Statewide Recording Revenue 600,000 408,640 191,360
Regional Streetlights Revenue 300,000 261,500 38,500
Solid Waste 107,313 107,313 -
Used Oil Grants 228,820 203,820 25,000
NW Clean Cities - Air Quality 132,500 132,500 -
LTF Revenue 675,000 775,500 (100,500)
General Assembly Revenue 300,000 11,750 288,250
Commerical/Service 110,645 29,807 80,838
Retail 130,094 65,347 64,747
Industrial 272,663 343,972 (71,309)
Residential/Multi/Single 1,144,551 563,171 581,380
Multi-Family 142,045 127,426 14,619
Interest Revenue - Other - 80,066 (80,066)
HERO - Other Revenue - 149,833 (149,833)
Commercial/Service - Non-Admin Portion 2,655,491 745,175 1,910,316 Retail - Non-Admin Portion 3,122,265 1,633,675 1,488,590 Industrial - Non-Admin Portion 6,543,923 8,599,300 (2,055,377) Residential/Multi/Single - Non-Admin Portion 27,469,233 14,079,275 13,389,958 Multi-Family - Non-Admin Portion 3,409,088 3,185,650 223,438 FY 17/18 Carryover Funds Transfer in 945,845 945,845 -
Carryover Funds Transfer in 4,268,757 4,268,757 -
Overhead Transfer in 2,084,260 868,441 1,215,819
Total Revenues and Carryover Funds 58,937,742 39,158,743 19,788,812 Expenditures Approved Actual Remaining
Wages and Benefits 6/30/2019 12/31/2018 Budget
Salaries & Wages 2,987,699 1,188,273 1,799,426
Fringe Benefits 929,898 427,347 502,551
Overhead Allocation 2,084,260 1,042,598 1,041,662
Total Wages, Benefits and Overhead 6,001,857 2,658,218 3,343,639 General Legal Services 615,000 297,268 317,732
PERS Unfunded Liability 198,823 152,327 46,496
Audit Svcs - Professional Fees 27,500 25,480 2,020
Bank Fees 19,000 18,100 900
Western Riverside Council of Governments
Monthly Budget to Actuals
For the Month Ending December 31, 2018
Total Agency
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Commissioners Per Diem 62,500 34,500 28,000
Office Lease 400,000 200,889 199,111
WRCOG Auto Fuels Expenses 1,250 734 516
WRCOG Auto Maintenance Expense 84 84
-
Parking Validations 27,550 8,800 18,750
Staff Recognition 800 248 552
Coffee and Supplies 3,000 399 2,601
Event Support 129,926 112,632 17,294
Program/Office Supplies 24,150 10,437 13,713
Computer Equipment/Supplies 8,000 51 7,949
Computer Software 30,000 2,999 27,001
Rent/Lease Equipment 30,000 7,817 22,183
Membership Dues 33,000 19,337 13,663
Subscription/Publications 1,124 1,025 99
Meeting Support Services 9,681 1,703 7,978
Postage 6,015 2,233 3,782
Other Household Exp 750 286 464
COG HERO Share Expenses 15,000 1,672 13,328
Storage 16,000 3,812 12,188
Printing Services 4,607 1,670 2,937
Computer Hardware 14,100 2,664 11,436
Communications - Regular Phone 15,000 7,182 7,818
Communications - Cellular Phones 21,000 4,882 16,118
Communications - Computer Services 57,500 19,973 37,527 Communications - Web Site 8,000 6,932 1,068
Equipment Maintenance - General 10,000 4,450 5,550
Equipment Maintenance - Comp/Software 21,000 17,776 3,224 Insurance - Gen/Busi Liab/Auto 79,850 97,802 (17,952)
PACE Residential Recording 727,500 164,870 562,630
Seminars/Conferences 13,150 2,049 11,101
General Assembly Expenses 300,000 23,305 276,695
Travel - Mileage Reimbursement 23,600 5,883 17,717
Travel - Ground Transportation 4,800 1,489 3,311
Travel - Airfare 11,500 6,654 4,846
Lodging 8,750 3,838 4,912
Meals 8,150 1,566 6,584
Other Incidentals 9,950 4,544 5,406
Training 9,250 298 8,952
Supplies/Materials 34,168 3,541 30,627
Advertisement Radio & TV Ads 49,500 13,870 35,630
Consulting Labor 3,102,373 1,110,011 1,992,362
TUMF Project Reimbursement 38,000,000 20,786,737 17,213,263 BEYOND Program REIMB 2,799,015 325,014 2,474,001
Computer Equipment/Software 3,500 1,880 1,620
Misc Equipment Purchased 3,000 2,735 265
Total General Operations 47,676,204 23,524,448 24,180,521 Total Expenditures and Overhead 53,678,061 26,182,666 27,524,160 14 B3 Attach #3 of 3
Item 6.B
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: WRCOG Committees and Agency Activities Update
Contact: Rick Bishop, Executive Director, [email protected], (951) 405-6701 Date: February 21, 2019
The purpose of this item is to provide updates on noteworthy actions and discussions held in recent standing Committee meetings, and to provide general project updates.

Requested Action:

1. Receive and file.

Attached are summary of actions and activities from recent WRCOG standing Committee meetings that have taken place for meetings which have occurred during the month of January.

Prior Actions:

February 13, 2019: The Administration & Finance Committee received and filed.

February 4, 2019: The Executive Committee received and filed.

Fiscal Impact:

This item is for informational purposes only; therefore, there is no fiscal impact.

Attachments:

1. WRCOG January Committees Activities Matrix (Action items only).

2. Summary recaps from January Committee meetings.
15 B3 Attach #3 of 3
16 B3 Attach #3 of 3
Item 6.B
WRCOG Committees and Agency
Activities Update
Attachment 1
WRCOG January Committees
Activities Matrix (Action items only)
17 B3 Attach #3 of 3
18 B3 Attach #3 of 3
Executive Committee Administration & Finance
Committee Technical Advisory Committee
Planning
Directors
Committee
Public
Works
Committee
Finance Directors
Committee
Solid Waste
Committee
Date of Meeting: 1/7/19 1/9/19 1/17/19 Did not meet Did not meet 1/24/19 Did not meet Current Programs / Initiatives:

Regional Streetlights Program Received and filed. n/a Received and filed. n/a Property Assessed Clean Energy (PACE)
Programs
Approved the proposed administrative
changes to the WRCOG Energy Efficiency and
Water Conservation Program Administrative
Guidelines and Program Report.
1) Considered the recommendation from the
PACE Ad Hoc Committee recommending that
the Executive Committee authorize the
Executive Director to enter into contract
negotiations and execute any necessary
documents to include Lord Capital under
WRCOG’s Commercial PACE umbrella; 2)
Recommended that Executive Committee
authorize up to $75,000 for legislative
advocacy services;
Considered the recommendation from the PACE
Ad Hoc Committee recommending that the
Executive Committee authorize the Executive
Director to enter into contract negotiations and
execute any necessary documents to include Lord
Capital under WRCOG’s Commercial PACE
umbrella.
n/a
Community Choice Aggregation (CCA) /
Western Community Energy
Received and filed. n/a Received and filed. n/a
TUMF Recommended that the Executive Committee
approve the proposed revisions to the TUMF
Administrative Plan.
n/a Authorized the Executive Director to execute a
TUMF Reimbursement Agreement with the City of
Eastvale; 2) Authorized the Executive Director to
execute a TUMF Reimbursement Agreement with
the City of Eastvale for the Right of Way and
Construction Phases of the Hamner Avenue
Widening; 3) Approved the Second Amendment to
the Professional Services Agreement between the
Western Riverside Council of Governments and
WG Zimmerman Engineering to provide TUMF
Program technical support in an amount not to
exceed $50,000 for this Amendment and $200,000
in total;
Received and filed.

Fellowship n/a n/a Recommended that the Executive Committee direct staff to implement the following changes to
the Fellowship Program: 1) recruit Fellows from
additional universities, both within and outside of
the subregion; 2) expand candidate eligibility to
students and recent graduates who live, work,
attend school in, or are from the region and meet
other minimum qualifications, 3) establish a
minimum 3.0 GPA threshold for all applicants; 4)
alternate Fellow placements over two years so
members receive a Fellow every-other year, and 5)
admit Fellows to serve in either a part-time or fulltime capacity. n/a
New Programs / Initiatives:

EXPERIENCE n/a n/a n/a n/a
WRCOG Committees
Activities Matrix
(Action Items Only)
19 B3 Attach #3 of 3
20 B3 Attach #3 of 3
Item 6.B
WRCOG Committees and Agency
Activities Update
Attachment 2
Summary recaps from January
Committee meetings
21 B3 Attach #3 of 3
22 B3 Attach #3 of 3
Western Riverside Council of Governments
Executive Committee
Meeting Recap
January 7, 2019
Following is a summary of key items discussed at the last Executive Committee meeting. To review the full agenda and staff reports for all items, click here. To review the meeting PowerPoint presentations, click here.

New Representatives Welcomed
 WRCOG’s Executive Committee welcomed eight new representatives from member jurisdictions including: Jeff Hewitt (County of Riverside), Karen Spiegel (County of Riverside), Mike Lara (Beaumont), Jim Hyatt (Calimesa), Micheal Goodland (Jurupa Valley), Jason Scott (Corona), Joe Tessari (Eastvale) and Matt Liesemeyer (Menifee).
2018 Year in Review
 WRCOG’s Executive Director, Rick Bishop, provided an overview of the agency and highlighted a selection of 2018 accomplishments, including the Grant Writing Assistance Program’s 104:1 return on investment, garnering $13 million for the subregion to date; the continuation of the WRCOG Public Service Fellowship Program, which has provided invaluable learning opportunities and a career path into the public sector for 53 Fellows to date; and the complete consolidation of the Riverside County Habitat Conservation Agency into WRCOG.

TUMF Program Activities Update
 The Executive Committee approved revisions to the TUMF Administrative Plan in the following areas:
o Annual reviews for TUMF member agencies, clarifying the role of WRCOG in reviewing TUMF records for member agencies maintaining the responsibility of TUMF collection versus the review process for agencies which have delegated collection responsibility to WRCOG; o Member agency requirements to be a TUMF Program participant; o Clarifying language regarding TUMF miscalculation repayments for member agencies maintaining TUMF collection responsibilities;
o TUMF exemption reporting responsibility clarifications; and o A requirement to include non-residential project building permits or site plans in remittance reports submitted by agencies maintaining TUMF collection responsibilities.

PACE Programs Activities Update
 In February 2018, the Executive Committee adopted WRCOG PACE Consumer Protections Policy v2.0.
 In order to achieve consistency in underwriting standards across multiple residential PACE providers, in lieu of the changes made to the Consumer Protections Policy, the Executive Committee approved administrative changes to the WRCOG Energy Efficiency and Water Conservation Program Administrative Guidelines and Program Report.

Report from the South Coast Air Quality Management District (SCAQMD)  SCAQMD staff provided a report on a legislative proposal to authorize a potential local sales tax increase ballot measure for the South Coast Air District.  The measure would support SCAQMD’s 2016 Air Quality Management Plan (AQMP) and the significant regional air pollution reductions needed to meet federal air quality attainment deadlines and reduce the existing public health risk from air pollution; currently the region’s air quality is categorized in the “extreme non-attainment” for ozone.
23 B3 Attach #3 of 3
 SCAQMD does not have regulatory authority over mobile source emissions, which are the primary source of the ozone pollutants; the proposed tax would be used to provide an incentive for mobile source fleets to update to more fuel efficient, lower polluting vehicles.

Next Meeting
The next Executive Committee meeting is scheduled for Monday, February 4, 2019, at 2:00 p.m., at the County of Riverside Administrative Center, 1st Floor Board Chambers. 24 B3 Attach #3 of 3
Western Riverside Council of Governments
Administration & Finance Committee
Meeting Recap
January 9, 2019
Following is a summary of major items discussed at the January 9, 2019, Administration & Finance Committee meeting. To review the full agenda and staff reports, please click here. To review the meeting PowerPoint Presentation, please click here.

Nomination for 2nd Vice-Chair made
• The Committee recommended that Councilmember Kevin Bash (Norco) serve as the Executive Committee 2nd Vice-Chair for the remainder of the fiscal year. The position became vacant when Laura Roughton was unsuccessful in her re-election attempt. The recommendation will be considered by the Executive Committee in February.

New PACE Provider Coming Soon
• The Committee is recommending that Lord Capital be brought in under WRCOG’s PACE umbrella.

Lord Capital has experience in a wide range of asset classes with a broad expanse of banking and capital markets expertise and operates in 11 states; WRCOG’s Statewide Program would be the only Issuer Lord Capital plans to work with in California.

Appointments to Various Committees
• WRCOG is responsible for a number of appointments to outside agencies. The Committee provided recommendations for appointments to SCAG, CALCOG, the Santa Ana Watershed Project Authority One Water One Watershed Steering Committee, and the Riverside County Waste Management Local Task Force, to be considered by the Executive Committee at its February meeting.

Economic Development and Sustainability Indicators Report is Being Refined • An initial list of over 50 sustainability indicators was established in the 2012 Economic Development and Sustainability Framework document and WRCOG has found that regular tracking and updating of this list is difficult for a variety of reasons. The list is being refined from 50 indicators to 14, as recommended by the Planning Directors Committee.
• Once finalized, this information will be summarized by staff in a brief report and distributed via WRCOG’s website and other distribution channels. Staff also anticipates that this information will be presented at upcoming events and conferences to document how the region is performing with regards to these key items.

Revised Purchasing and Procurement Policy approved
• In an effort to expand Environmental Program funding opportunities, WRCOG staff has been researching grants through CalRecycle, which required updating the Policy to incorporate certain environmentally friendly purchasing policies.

Next Meeting
The next Administration & Finance Committee meeting is scheduled for Wednesday, February 13, 2019, at 12:00 p.m. in WRCOG’s office, located at 3390 University Avenue, Suite 450, Riverside. 25 B3 Attach #3 of 3
Western Riverside Council of Governments
Technical Advisory Committee
Meeting Recap
January 17, 2019
Following is a summary of key items discussed at the last Technical Advisory Committee meeting. To review the full agenda and staff reports for all items, click here. To review the meeting PowerPoint presentations, click here.

League Update
• AB 11 (Chiu), Community Redevelopment Law of 2019, allows a city or county, or two or more cities acting jointly, to form an Affordable Housing and Infrastructure Agency to fund projects such as infrastructure and affordable housing projects. 30% of tax increment must be deposited into low/moderate income housing fund. Some of the key elements include: Annual unspecified state commitment at the discretion of the State Controller; Schools will be made whole, no impact to Prop 98; Extensive upfront planning and costs required before a city or county can form an agency and receive project funding from the state.
• SB 5 (Beall), Local-State Sustainable Investment Incentive Program, creates a local-state partnership to reduce poverty and advance other state priorities finance, in part, by property tax increment. 20% of the overall funding for the program shall be set aside for counties with populations of less than 200,000.

Some of the pros include: up to $2 billion state investment in affordable housing and infrastructure; 50% of the funds are required to be spent on affordable housing; relies on post redevelopment tools; allows wide-range of agency participation; Some of the cons include: less flexibility than redevelopment agencies; less resources available for economic development; Riverside County Flood Control
• Riverside County Flood Control and Water Conservation District provided their bi-annual update to the TAC members on MS4 permit compliance and other mandates for addressing stormwater management in the region.
• These permits, issued pursuant to the federal Clean Water Act, are designed to protect local lakes, rivers and streams from pollution (such as sediment, oils, grease, fertilizers, animal and human waste, trash and dissolved metals) associated with urban land use. • The District has created a Public Education Strategic Plan for Riverside County Permittees to comply with the educational requirements of the NPDES MS4 permits and to foster a community wide commitment to clean water.
• The District is working to renew all three MS4 permits that fall within the WRCOG jurisdictions to the respective Regional Boards this next calendar year.
• WRCOG staff is working closely with Flood Control on alternative approaches to cost-effectively address stormwater management in Western Riverside County.

WRCOG Public Service Fellowship Round IV Preparations
• TAC members supported a series of recommended changes to the Fellowship program, largely focused on the financial sustainability of the Program and candidate recruitment, including:
o Expending Program eligibility to students from additional Universities, o Alternating Fellow placements between member agencies on a bi-annual basis, and o Exploring opportunities to adjust Fellow work schedules in an effort to make the Program more attractive to the most talented applicants.
• Recruitment for the next round of the Program will begin in early February. 26 B3 Attach #3 of 3
• Host agency interest forms will be released in late February or early March—placements will be prioritized for jurisdictions which did not receive a Fellow in the current round.

Economic Development and Sustainability Indicators Report • WRCOG’s 2012 Economic Development and Sustainability Framework established a list of over 50 sustainability indicators. WRCOG has found that regular tracking and updating of this list is difficult and have thus refined the list from 50 indicators to 14.
• Included among the 14 indicators are educational attainment, household median income, and job growth. Most of this data has been aggregated to the subregion level based on city-wide, zip-code, census-tract data, and is available to the member jurisdictions. • This information will be summarized by staff in a brief report and distributed via WRCOG’s website and other distribution channels. Staff also anticipate that this information will be presented at upcoming events and conferences to document how the region is performing with regards to these key items. • Committee members discussed the need to utilize the data from the indicators update to assist the subregion’s economic development activities and directed staff to form an Ad Hoc Committee to address this issue—staff will return to the Committee with additional details regarding the Ad Hoc Committee formation.

Next Meeting
The next meeting of the Technical Advisory Committee is scheduled for Thursday, February 21, 2019, at 9:30 a.m. in WRCOG’s office, located at 3390 University Avenue, Suite 450, Riverside. 27 B3 Attach #3 of 3
Western Riverside Council of Governments
Finance Directors Committee
Meeting Recap
January 24, 2019
Following is a summary of major items discussed at the last Finance Directors Committee meeting. To review the full agenda and staff reports, please click here. To review the meeting PowerPoint Presentation, please click here.

Presentation by the Riverside County Auditor-Controller • The Riverside County Auditor-Controller spoke about his background and his role as the Riverside County Auditor-Controller.
2nd Quarter Draft Budget Amendment for Fiscal Year 2018/2019 • The single largest amendment was to the Energy Department revenues. The HERO Program has continued to experience a decline in revenues and volumes and will be reduced by $850k. • Overall, there was a net revenue increase of $238, as there were offsetting expenditures for the reduction in HERO revenue, and also an increase in revenue from other PACE providers.

Comprehensive Annual Financial Report (CAFR) Fiscal Year 2017/2018 • WRCOG received an unmodified opinion for their FY 2017/2018 audit. An unmodified opinion is the highest form of assurance an auditing firm can provide to its client and means that the audit and associated Agency financials are both in good form and the accounting practices are solid. • Revenues are up 41%, mainly attributable to increased TUMF collections. Expenditures are down 44%, mainly attributable to decreased TUMF project reimbursements and less projects programmed on the TIP in FY 2017/2018.
• WRCOG’s ending General Fund balance is down from $12.6 to $11.3 and TUMF fund balance is up from $9.4 to $38.1.

TUMF Calculation and Collection Process Update
• TUMF has collected $30M in the first six months of the fiscal year and is up $7M from the same time last year.
• Industrial is now the second-highest contributor to TUMF collections. • WRCOG staff are continuing to work with member agencies in the transition to take over the TUMF calculation/collection process.

The Economy and Financial Markets
• Richard Babbe from Public Financial Management spoke on the economy and the general consensus is that the economy has strengthened over the past year, unemployment is at a 49-year low, and interest rates have risen sharply with no expectation for them to go down. Trade concerns, higher interest rates, and geo-political events could impact longer-term economic growth. 28 B3 Attach #3 of 3
Items for Future Agenda
• The Finance Directors Committee expressed an interest in hearing from the Sheriff about upcoming rates and how they will effect each jurisdiction. The Committee also discussed hearing from Cal Fire.

Terry Shea, City of Canyon Lake, offered to provide a GAAP update.

Next Meeting
The next meeting of the Finance Directors Committee is scheduled for Thursday, April 25, 2019, at 1:00 p.m., at WRCOG’s office located at 3390 University Avenue, Suite 450, Riverside. 29 B3 Attach #3 of 3
30 B3 Attach #3 of 3
Item 6.C
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: Western Community Energy Activities Update
Contact: Barbara Spoonhour, Deputy Executive Director – Operations, [email protected], (951) 405-6760
Date: February 21, 2019
The purpose of this item is to provide an update on the status of implementing Western Community Energy (WCE), a Community Choice Aggregation, for participating jurisdictions in the subregion.

Requested Action:

1. Receive and file.

Community Choice Aggregation (CCA) allows cities and counties to aggregate their buying power to secure electrical energy supply contracts on a region-wide basis. A CCA provides a choice for the community, which it does not currently have (unless their community is served by a separate public utility). Under a CCA, residents and businesses can choose from new rates and power sources (which are often more renewable) offered by the CCA, or they can choose to stay with SCE. Local jurisdictions, by participating in a CCA, allow for their businesses and residents to voluntarily make these choices. Importantly, a CCA also provides local control over rate setting and programs by locally elected city councilmembers. Rates and programs would be designed and implemented at the local level, at local public meetings, where members of the public who are living within the CCA boundaries can readily participate.

Background
Over the past six months, the WCE Board of Directors has been meeting to adopt policies and provide staff and its consultants direction on various data inputs (i.e., energy mixture, rate savings goals, etc.) needed for an April 2020 launch. To date, all assumptions regarding a savings off the bottom line of SCE’s utility bills remains intact.

Current WCE member jurisdictions are expected to save its residents and businesses over $6 million per year.

Update
The Board of Directors remains interested in having other jurisdictions (whether members of WRCOG or outside the subregion) join our efforts. Please contact WRCOG staff if your jurisdiction is interested in joining Western Community Energy.

Any jurisdiction that joins in 2019 will not be able to begin service until 2021 (compared to April 2020 for the current members) but it would be able to participate in the many policy decisions that will take place between now and that subsequent launch period.

The below graph outlines the timeline to a 2021 launch. 31 B3 Attach #3 of 3
Prior Action:

January 17, 2019: The Technical Advisory Committee received and filed.

Fiscal Impact:

This item is for informational purposes only; therefore, there is no fiscal impact.

Attachment:

None.
32 B3 Attach #3 of 3
Item 6.D
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: Regional Streetlight Program Activities Update Contact: Daniel Soltero, Staff Analyst, [email protected], (951) 405-6738 Date: February 21, 2019
The purpose of this item is to provide an update on the Western Riverside County streetlight acquisition and transition, and on jurisdictions who have acquired their streetlights and are now starting the retrofit project.

Requested Action:

1. Receive and file.

WRCOG’s Regional Streetlight Program will assist member jurisdictions with the acquisition and retrofit of their Southern California Edison (SCE)-owned and operated streetlights. The Program has three phases: 1) streetlight inventory; 2) procurement and retrofitting of streetlights; and 3) ongoing operations and maintenance. A major objective of the Program is to provide cost savings to participating member jurisdictions.

Background
At the direction of the Executive Committee, WRCOG developed a Regional Streetlight Program allowing jurisdictions (and Community Service Districts) to purchase streetlights within their boundaries that are currently owned and operated by SCE. Once the streetlights are owned by the member jurisdiction, the lamps will be retrofitted to Light Emitting Diode (LED) technology to provide more economical operations (i.e., lower maintenance costs and reduced energy use).

Murrieta Streetlight Retrofit Starts Up
In late September 2018, Murrieta became the first City within Western Riverside County to fully acquire its approximately 6,400 lights from SCE. On February 11, 2019, the City became the first City to begin retrofitting its streetlights; the retrofit is anticipated to be completed by summer. The City will have Siemens retrofit the old lamps to LED fixtures and provide routine operations and maintenance to the streetlight systems. The City has selected low wattage residential fixtures to maximize energy efficiencies, utility bill savings, and mitigate any perceived change in lighting brightness by matching previous lighting outputs. A medium wattage fixture was selected for larger roadways that match previous lighting levels to meet the City’s public safety goals. Overall, the City’s GE LED fixture selection will significantly lower energy consumption and reduce electric utility costs for street lighting.

As part of the Program’s services, WRCOG is providing GIS-support which includes a mobile and online application allowing for organized field work, verification of pole information, project tracking, and real-time retrofit updates to a project dashboard. The project dashboard pictured below is currently showing 105 streetlights which have been successfully retrofitted after only one and a half days. The yellow dots represent lights “to be retrofitted,” and the dark-grey dots represent lights that “have been retrofitted without issue.” The blue bars in the lower-middle portion of the dashboard represents the number of lights that have been retrofitted and the number of streetlights remaining in the retrofit queue. 33 B3 Attach #3 of 3
Moreno Valley Update
In November 2018, the City of Moreno Valley acquired approximately 3,400 streetlights from SCE as the first of three acquisition phases. Due to the large number of streetlights within the City, a coordinated, phased-in approach for transitioning the streetlights from SCE to local control will occur. By utilizing ENCO Utility Services, the City’s electric utility contractor, the City started the retrofit of its streetlights on December 18, 2018, and will continue installing GE LED fixtures through 2019. GE was selected to provide fixtures though a regional Request for Quotation (RFQ) process last year, from which the City selected a medium wattage residential fixture and a higher wattage fixture for larger roadways. Once the retrofit is completed with the current lighting selection, the City is anticipating lower costs for energy consumption, operations and maintenance, and improved roadway visibility throughout the City.

Prior Actions:

February 13, 2019: The Administration & Finance Committee received and filed.

February 4, 2019: The Executive Committee received and filed.

Fiscal Impact:

Activities for the Regional Streetlight Program are included in the Agency’s adopted Fiscal Year 2018/2019 Budget in the Energy Department.

Attachment:

None.
34 B3 Attach #3 of 3
Item 6.E
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: High-Cube Warehouse Trip Generation Study and Proposed TUMF Calculation Handbook Update
Contact: Daniel Ramirez-Cornejo, Program Manager, [email protected], (951) 405-6712 Date: February 21, 2019
The purpose of this item is to present a proposed adjustment to the High-Cube Warehouse component of the TUMF Calculation Handbook based on data from the Trip Generation Study.

Requested Action:

1. Receive and file.

WRCOG’s Transportation Uniform Mitigation Fee (TUMF) Program is a regional fee program designed to provide transportation and transit infrastructure that mitigates the impact of new growth in Western Riverside County. Each of WRCOG’s member jurisdictions and the March JPA participates in the Program through an adopted ordinance, collects fees from new development, and remits the fees to WRCOG. WRCOG, as administrator of the TUMF Program, allocates TUMF to the Riverside County Transportation Commission (RCTC), groupings of jurisdictions – referred to as TUMF Zones – based on the amounts of fees collected in these groups, the Western Riverside County Regional Conservation Authority (RCA) and the Riverside Transit Agency (RTA).

Background
During the 2016 TUMF Nexus Study update process, staff received questions from several stakeholders regarding the TUMF calculation for fulfillment centers. In spring 2018, the Public Works Committee (PWC) requested that staff review the available data and undertake a study to provide additional information and potential support of an additional rate or calculation methodology in the TUMF Calculation Handbook for fulfillment centers and distribution centers. A subcommittee was formed consisting of representatives from the Cities of Eastvale, Jurupa Valley, Moreno Valley, Perris, and Riverside. The purpose of the subcommittee was to conduct a Trip Generation Study of sites within and around Western Riverside County and to determine if a separate component of the TUMF Calculation Handbook would be necessary for fulfillment centers.

WRCOG retained WSP to conduct a trip generation study at sites recommended by the members of the subcommittee. Traffic counts were collected at 16 sites over a 72-hour period for three midweek days beginning on June 26, 2018. In December 2018, staff provided a presentation on the findings of the study to the PWC. Since the presentation on this item to the PWC, staff has received comments from stakeholders.

One comment regarding the square footage of a site resulted in a revision to the Trip Generation Study.

Additional comments included the types of land uses of the sites selected for trip counts and whether these sites represent fulfillment centers. Staff would note that the land uses selected represent high-cube warehouses in the region and, for TUMF calculation purposes, this is generally the only information provided when a fee obligation is calculated. Since TUMF is assessed and/or collected at issuance of building permit, the end use of the development project is not known. For reference, comments received by WRCOG are included as Attachment 3 to this Staff Report.
35 B3 Attach #3 of 3
The Trip Generation Study is included as Attachment 1 to this Staff Report. Findings of the data collection include:
• Daily trip generation rates for fulfillment centers are roughly 50% higher than the comparable rate for conventional trans load and short-term storage warehouses previously defined in the 10th edition of the Institute of Transportation Engineers (ITE) Trip Generation Manual. o Higher trip generation rates are the result of higher passenger car traffic at these sites. • The data developed as part of this Study indicates that the trip generation rates for fulfillment centers in Riverside County are generally in the same order of magnitude as the average of all high-cube warehouse uses as described in the ITE Trip Generation Manual, 9th edition.

Category Daily Trips per Thousand Square Feet
All Vehicles Cars Trucks 5+ Axle Trucks
2016 High-Cube Warehouse Study by ITE / NAIOP / SCAQMD
Transload, Short-Term Storage (91) 1.432 1.000 0.454 0.233 Cold Storage (9) 2.115 1.282 0.836 0.749
Fulfillment Center (1) 8.178 7.461 0.717 0.242
Parcel Hub (1) 10.638 6.631 4.007 0.982
Current Study
Fulfillment Center (11) 2.129 1.750 0.379 0.217
Proposed Adjustment to High Cube Warehouse Calculation
Based on the results of the Trip Generation Study and recommendation by the subcommittee, staff does not recommend the inclusion of a separate component of the TUMF Calculation Handbook for fulfillment centers.

However, staff does recommend an adjustment to the current High-Cube Warehouse TUMF calculation component in the TUMF Calculation Handbook to better accommodate the data gathered in this Study regarding the higher number of trips generated by large fulfillment centers. This approach would recognize that fulfillment centers are a subset of the general High-Cube Warehouse Fee calculation category.

The proposed adjustment to the calculation worksheet for high-cube warehouses would increase the multiplier from 0.32 to 0.36 and is as follows:
36 B3 Attach #3 of 3
For High-Cube warehouses that are approximately 250,000 square feet, this update would result in an approximately $3,500 difference, or an approximately 1% increase in fees. For larger projects, such as a one million square foot warehouse, this update would increase fees by approximately $56,000, representing an approximate 7% increase based on current fees.

For reference, attached to this Staff Report is the adjusted component of the TUMF Calculation Handbook for High-Cube Warehouses (Attachment 2).

Prior Action:

December 13, 2018: The Public Works Committee directed staff to adjust the High-Cube Warehouse component of the TUMF Calculation Handbook with the data from the Trip Generation Study.

Fiscal Impact:

Transportation Department activities are included in the Agency’s adopted FY 2018/2019 Budget under the Transportation Department.

Attachments:

1. Trip Generation Study.

2. TUMF Calculation Handbook – High Cube Warehouse.

3. Trip Generation Study – Stakeholder comments.
37 B3 Attach #3 of 3
38 B3 Attach #3 of 3
Item 6.E
High-Cube Warehouse Trip
Generation Study and Proposed
TUMF Calculation Handbook Update
Attachment 1
Trip Generation Study
39 B3 Attach #3 of 3
40 B3 Attach #3 of 3
1 Technical Memorandum
To: Daniel Ramirez-Cornejo, Program Manager, WRCOG
From: Billy Park, Supervising Transportation Planner, WSP Subject: TUMF High-Cube Warehouse Trip Generation Study Date: January 29, 2019
Background
High-cube warehousing is emerging as an important development type in the Inland Empire. Studies such as Logistics & Distribution: An Answer to Regional Upward Social Mobility1 and Multi-County Goods Movement Action Plan2 suggests that this trend is likely to increase over time due to the Inland Empire’s relative abundance of suitable sites compared to coastal counties.

A recurring analytical problem for the analyses of traffic impacts associated with proposed high-cube warehouses is the lack of reliable data regarding the number and vehicle mix of trips generated by this land development type.

Specifically:
• The 2003 Fontana Truck Trip Generation Study, which has been used for years by agencies in the Inland Empire, is based on the older type of high-cube warehouse. Newer warehouses generally are larger (often over 1 million square feet), much more automated, and generate far fewer trips per square foot. • The use of overly-conservative estimates has produced results that were unreasonable when compared to actual field conditions. For example, the Environmental Impact Report (EIR) for the Skechers high-cube warehouse building in Moreno Valley included traffic forecasts that were substantially higher than the actual post-construction trip generation for both cars and trucks. Overstated forecasts are misleading to decision makers and could result in oversized infrastructure that could itself have environmental consequences, creates an undue burden on development, and could even have adverse legal consequences for the agencies involved.
• In 2011 the Commercial Real Estate Development Association, also known by its former acronym NAIOP, commissioned a trip generation study of high-cube warehouses focused on large highly-automated warehouses in the Inland Empire. NAIOP had hoped that their study, which found trip-gen rates considerably lower than previous studies, would be used in CEQA analyses going forward. However, concerns about potential bias by the sponsoring party have placed into question the validity of the study results. Similarly, a study commissioned by SCAQMD was viewed as possibly having an anti-development bias.
• Finally, in 2015 NAIOP and SCAQMD jointly sponsored a trip-gen study for high-cube warehouses through a respected neutral party, the Institute of Transportation Engineers (ITE). The report for this study, HighCube Warehouse Vehicle Trip Generation Analysis, was completed in 2016.

The joint NAIOP/SCAQMD/ITE study resulted in a consensus on the trip generation rates to be used for the most common type of high-cube warehouse, a category they call “transload and short-term storage”. The findings of the joint study generally indicated the trip generation rates for this use as being consistent with the trip generation rates for the broader category of high-cube warehouses as described by ITE in the 9th Edition of the Trip

1 Logistics & Distribution: An Answer to Regional Upward Social Mobility, Dr. John Husing for SCAG, June 2004 2 Multi-County Goods Movement Action Plan, Wilbur Smith Associates, August 2008 41 B3 Attach #3 of 3
2 Generation Manual. However, the report did not settle the issue of trip generation rates for two other specific types of high-cube warehouses:
“The single data points for fulfillment centers and parcel hubs indicate that they have significantly different vehicle trip generation characteristics compared to other HCWs. However, there are insufficient data from which to derive useable trip generation rates.” The purpose of this technical memorandum is to gather sufficient data to develop reliable trip generation rates for fulfillment centers and parcel hubs for use in traffic impact studies in the Inland Empire.

Methodology
Number of Sites: The study team reviewed ITE’s Trip Generation Handbook 2nd Edition, Chapter 4 of which describes how to perform a trip generation study that meets ITE’s standards (which improves the defensibility of the results if they are used for CEQA analyses). ITE recommends that at least three sites, and preferably five, be surveyed for a given land use category. Based on the review of candidate sites identified by Western Riverside Council of Governments (WRCOG) staff, it was recommended that data be collected at a total of 16 sites for the purposes of this study.

Independent Variables: ITE’s Trip Generation Manual measures the size of proposed developments using more than a dozen different independent variables, such as students (for schools), acres (for parks), etc. All High-Cube related categories in both 9th and 10th Editions of the Trip Generation Manual are reported in Square Foot Gross Floor Area (GFA) measured in thousands of square feet (TSF), which is also the independent variable used for the TUMF program. Some other ITE employment categories use employment as the independent variable, as does SCAG in its Sustainable Communities Strategy. WRCOG provided GFA for all sites and employment data for eight fulfillment centers and one parcel hub site.

The ITE Trip Generation Manual typically reports trip generation rates two ways; namely as the average rate and using the “best fit” mathematical relationship between the number of trips generated and the independent variable. R-squared, also known as the coefficient of determination, is used to measure how well the best fit equations match the surveyed traffic counts. The Trip Generation Manual recommends that the best fit equation only be used when the R2 is greater than or equal to 0.50 and certain other conditions being met; otherwise the average rate should be used.

Data Collection
WRCOG provided a list of recommended trip generation study sites after reviewing potential sites within the Inland Empire with its member agencies. The list included 11 fulfillment centers and 5 parcel hub sites as follows:

Fulfillment Centers

1. Walmart: 6750 Kimball Ave, Chino, CA 91708

2. Amazon: 24208 San Michele Rd, Moreno Valley, CA 92551

3. Lineage Logistics: 1001 Columbia Ave Riverside, CA 92507

4. P&G: 16110 Cosmos Street, Moreno Valley, CA 92551

5. Big 5: 6125 Sycamore Canyon Blvd, Riverside, CA 92507

6. Nestle USA: 3450 Dulles Drive, Jurupa Valley, CA

7. Home Depot: 11650 Venture Drive, Jurupa Valley, CA

8. ACT Fulfillment Center: 3155 Universe Drive, Jurupa Valley, CA

9. Petco: 4345 Parkhurst Street, Jurupa Valley, CA

10. Komer: 11850 Riverside Drive, Jurupa Valley, CA

11. Ross: 3404 Indian Ave Perris, CA 92571
42 B3 Attach #3 of 3
3 Parcel Hubs

12. UPS: 15801 Meridian Pkwy, Riverside, CA 92518

13. FedEx: 330 Resource Dr, Bloomington, CA 92316

14. FedEx Freight: 12100 Riverside Drive, Jurupa Valley, CA

15. UPS Chain Logistics: 11811/11991 Landon Drive, Jurupa Valley, CA

16. DHL: 12249 Holly St N, Riverside, CA 92509
Traffic counts were collected at all of these sites. These were 72-hour driveway counts collected using video cameras for three-midweek days starting June 26, 2018. Video collection was determined to be preferable to collection data by means of machine counts, which can be problematic for driveways where vehicles are maneuvering at slow speeds. Video counts provide the ability for human viewers to review the captured footage to classify vehicles into 5 types (car, large 2-axle, 3-axle, 4-axle, and 5+ axle truck). The three-day average was calculated and used for the purposes of this study.

Fulfillment Centers
By Building Size
Exhibit 1 displays a data plot of daily vehicle trips for the 11 fulfillment centers against building size as the independent variable. The average trip generation rate for fulfillments centers (see black line in Exhibit 1) was found to be 2.2 trips/TSF, compared to the 1.4 trips/TSF found for conventional high-cube warehouses in the ITE/SCAQMD/NAIOP study (i.e. about 50% higher).

Exhibit 1 denotes one outlier data point representing the Amazon site in the upper right of the chart. As shown, the average daily trips generated at this facility is over 50% higher than the trips generated at the two sites of similar size (Walmart and Ross), which appears indicative of a greater frequency of same day e-commerce deliveries from Amazon to individual consumers.

Exhibit 1: Data Plot for Daily Total Vehicle Trip Ends against Building Size (Fulfillment Center) The best fit equation was an exponential relationship with R2 of 0.60 (i.e. high enough to meet the criteria of acceptability). This is shown as a blue line in Exhibit 1. An exponential relationship, meaning that the larger the y = 358.95e0.0016x
R² = 0.6028
0 1000
2000
3000
4000
5000
6000
0 200 400 600 800 1000 1200 1400 1600
T = Daily Average Vehicle Trip Ends
X = 1000 Sq. Feet Gross Floor Area
Exponential Curve (blue), R2= .60
Amazon
43 B3 Attach #3 of 3
4 building the higher the trip generation rate, is quite unusual. Exhibit 2 takes a deeper look at this by showing the daily vehicle trip generation rates for each of the 11 surveyed fulfillment centers sorted by the smallest to the largest building size from left to right. As shown, small sites tend to generate fewer trips per thousand square feet, but higher percentage of trucks. On the other hand, largest sites tend to generate a higher number of car trips, but fewer truck trips. So not only is the overall trip generation rate affected by building size, the vehicle mix is affected as well.

Exhibit 2: Daily Vehicle Trip Generation Rates by Building Size for Each Fulfillment Center Exhibit 3 and Exhibit 4 show data plots for AM and PM peak hour vehicle trip ends against building size (respectively). The fitted curves had a low R2
, and so we recommend using the average rate.

Exhibit 3: Data Plot for AM Peak Hour Vehicle Trip Ends against Building Size (Fulfillment Center) 0 100
200
300
400
500
600
700
800
0 200 400 600 800 1,000 1,200 1,400 1,600
T = AM Peak Hour Average Vehicle Trip Ends
X = 1000 Sq. Feet Gross Floor Area

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50

5.00 Vehicles/Thousand Square Feet
Hvy Trucks Light/Med Trucks Cars
Amazon
Largest sites tend to
generate lots of car
trips but few truck
trips
Small sites generate fewer
trips/sf, but higher % of trucks
44 B3 Attach #3 of 3
5 45 B3 Attach #3 of 3
6 Exhibit 4: Data Plot for PM Peak Hour Vehicle Trip Ends against Building Size (Fulfillment Center) Exhibit 5 compares the average trip generation rates of 11 fulfillment centers with the rates found for conventional transload and short-term storage warehouses in the 2016 high-cube warehouse trip generation study3 by SCAQMD/NAIOP/ITE. As shown, the fulfillment centers generate more daily vehicle trips than conventional warehouse facilities although trucks are roughly the same. This means that the additional trips by fulfillment centers are entirely due to additional car traffic, which is almost double the rate of car trips generated by conventional warehouses.

Exhibit 5: Conventional Warehouse vs Fulfillment Centers Visual observation of the fulfillment center sites indicates the higher trip generation rates for cars appears to be mostly due to the use vans and passenger cars as delivery vehicles, particularly for the larger facilities operated by retailers such as Amazon and Walmart.

3 High-Cube Warehouse Vehicle Trip Generation Analysis, Institute of Transportation Engineers, 2016

0.000

0.500

1.000

1.500

2.000

2.500
All Vehicles Cars Trucks 5+ Axle Trucks
Vehicles/Thousand Square Feet
Daily Trip-Gen Rate by Vehicle Class
Transload, Short-Term Storage (ITE/NAIOP/SCAQMD) Weighted Average (Current Study) 0 100
200
300
400
500
600
700
800
0 200 400 600 800 1,000 1,200 1,400 1,600
T = PM Peak Hour Average Vehicle Trip Ends
X = 1000 Sq. Feet Gross Floor Area
Amazon
Truck trip-gen rates
about the same as
other high-cube
46 B3 Attach #3 of 3
7 Exhibit 6 summarizes the AM and PM peak hour trip rates and the daily rates for fulfillment centers based on the findings of this study, and compares the results to rates for conventional transload and short-term storage warehouses.

Exhibit 6: Summary of Trip Generation Rates per Thousand Square Feet of Gross Floor Area for Fulfillment Centers
By Employee
The WRCOG contacted the surveyed fulfillment centers and obtained employment data for eight of the eleven sites. Exhibit 7 shows a data plot for those eight sites for daily total vehicle trip ends against the number of employees. The best fit equation was logarithmic function which had an R2 of 0.84, indicating a very good fit.

Notably, the Amazon site, which was an outlier for trip generation based on floor area (see Exhibit 1), correlates more closely to other sites when employment is used instead. The average trip generation rate for fulfillments centers (represented by the black line in Exhibit 7) was found to be 2.0 trips/TSF No comparison was made to any previous rates per employees because none of the previous high-cube warehouse related trip generation studies included correlation of trips with employment data.

Exhibit 7: Data Plot for Daily Total Vehicle Trip Ends against Employee (Fulfillment Center) y = 1395.6ln(x) - 6742
R² = 0.8422
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 T = Daily Average Vehicle Trip Ends
X = Number of Employees
Amazon
Conventional
Warehouse*
Fulfillment
Center
Conventional
Warehouse
Fulfillment
Center
Conventional
Warehouse
Fulfillment
Center
Cars 0.057 0.103 0.086 0.144 1.000 1.750
2-4 Axle Trucks 0.009 0.008 0.013 0.011 0.221 0.162
5-Axle Trucks 0.015 0.011 0.010 0.010 0.233 0.217
Total 0.082 0.122 0.108 0.165 1.432 2.129
% Higher than
Conventional 49% 52% 49%
* Transload, Short-Term Storage category in 2016 TIE/ NAIOP/ SCAQMD study AM Peak Hour PM Peak Hour Daily
Vehicle Class
47 B3 Attach #3 of 3
8 The data plots for the AM and PM peak hour total vehicle trip ends against the number of fulfillment center employees are shown in Exhibit 8 and Exhibit 9. The best fit equations are linear regressions (shown with black lines) which show a good R2 for both the AM and PM peak periods.

Exhibit 8: Data Plot for AM Peak Hour Total Vehicle Trip Ends against Employee (Fulfillment Center) Exhibit 9: Data Plot for PM Peak Hour Total Vehicle Trip Ends against Employee (Fulfillment Center) Exhibit 10 summarizes the AM and PM peak hour trip rates and the daily rates for trip generation per employee at fulfillment centers based on the findings of this study. y = 0.1252x + 35.22
R² = 0.6825
0 100
200
300
400
500
600
700
800
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 T = PM Peak Hour Average Vehicle Trip Ends
X = Number of Employees
y = 0.088x + 35.079
R² = 0.6218
0 100
200
300
400
500
600
700
800
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 T = AM Peak Hour Average Vehicle Trip Ends
X = Number of Employees
Amazon
Amazon
48 B3 Attach #3 of 3
9 49 B3 Attach #3 of 3
10 Exhibit 10: Summary of Trip Generation Rates per Employee for Fulfillment Centers Parcel Hubs
By Building Size
Exhibit 11 displays daily vehicle trip generation rates by building size for each of five parcel hub sites. They are sorted by the smallest to the largest building size from left to right. In this case the small sites generate significantly more trips of every kind than the larger sites, which is the opposite to the pattern observed for fulfillment centers.

Exhibit 11: Daily Trip Generation Rates at Parcel Hubs
Exhibit 12 shows a data plot of daily vehicle trips of five parcel hubs against building size. As shown, a linear best fit was negative. During the collection of traffic data, construction activity was observed at the FedEx site potentially tainting the validity of these data to represent typical trip generation characteristics. To determine if the trip generation at this site was contributing to the poor data correlation, Exhibit 13 displays the same daily data plot without the FedEx site. The linear best fit shows a positive slope, but remains almost flat effectively indicating no correlation between the daily trips and building size based on the analysis of these sites.

The basic premise of the ITE trip generation approach is that the number of trips generated by a project is proportional to its size. That premise does not hold true for the parcel hubs in this sample and so no meaningful trip generation rates could be determined based on the data collected in support of this study. It should be recognized that a sample size of four or five sites represents the minimum recommended by ITE for valid trip generation studies, and for this reason, it is recommended that additional sites would need to be investigated and included in the data set to develop a more definitive finding on trip generation rates. Furthermore, it may be appropriate to determine the specific function at each site, due to the disparity between the rates observed at the FedEx sites versus the other three sites. It is likely that the function served by the respective sites is significantly different, as reflected in the trip generation rates, thereby necessitating reclassification of these uses for comparative purposes.

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00

16.00 FedEx
Freight
FedEx DHL UPS UPS Chain
Logistics
Vehicles/Thousand Square Feet
Hvy Trucks Light/Med Trucks Cars
Vehicle Class AM Peak Hour PM Peak Hour Daily
Cars 0.102 0.139 1.673
2-4 Axle Trucks 0.006 0.008 0.125
5-Axle Trucks 0.009 0.008 0.178
Total 0.118 0.155 1.977
50 B3 Attach #3 of 3
11 51 B3 Attach #3 of 3
12 Exhibit 12: Data Plot for Daily Total Vehicle Trip Ends against Building Size (Parcel Hubs) Exhibit 13: Data Plot for Daily Vehicle Trip Ends against Building Size without Construction Site Conclusions
Our survey of 11 fulfillment centers produced trip generation rates based on the gross floor area of the sites that satisfies ITE’s standards for use. The findings of the study indicate that the daily trip generation rates for fulfillment centers is approximately 2.1 trips per thousand square feet of gross floor area, which is roughly 50% higher than the comparable rate for conventional transload and short term storage warehouses previously defined in the ITE Trip Generation Manual Version 10. The results of the study further indicate that the higher rates were entirely due to more cars traffic at these sites; the trip generation rates for trucks was found to comparable to those at conventional warehouses.

Employment data were available for eight out of 11 fulfillment center sites. This provided the ability to determine trip generation rates per employee. The study results indicate that that trip generation for fulfillment centers is approximately 2.0 trips per employee. The study also found that the trip generation rate per employee correlated more closely that the trip generation rate per thousand square feet of gross floor area.

UPS
FedEx Freight UPS Chain Logistics
DHL
y = 0.2058x + 1244.6
R² = 0.0493
0 1000
2000
3000
4000
5000
6000
7000
0 200 400 600 800 1000 1200 1400 1600 1800 2000
X = 1000 Sq. Feet Gross Floor Area
T = Daily Average Vehicle Trip Ends
UPS
FedEx
FedEx Freight UPS Chain Logistics
DHL
0 1000
2000
3000
4000
5000
6000
7000
0 200 400 600 800 1000 1200 1400 1600 1800 2000
X = 1000 Sq. Feet Gross Floor Area
T = Daily Average Vehicle Trip Ends
Linear Best Fit, R2 = .01
52 B3 Attach #3 of 3
13 The data from the five parcel hubs did not show any statistically meaningful relationship between trips and building size. Therefore, no trip generation rate could be calculated. However, the data collected at these sites may provide a useful basis for further comparison with additional sites to provide more data points for analysis. 53 B3 Attach #3 of 3
54 B3 Attach #3 of 3
Item 6.E
High-Cube Warehouse Trip
Generation Study and Proposed
TUMF Calculation Handbook Update
Attachment 2
TUMF Calculation Handbook – High
Cube Warehouse
55 B3 Attach #3 of 3
56 B3 Attach #3 of 3

1.1. High-Cube Warehouses

1.1.1. Summary
For the purpose of determining the TUMF obligation, all types of high-cube warehouses, including fulfillment centers, transload and short-term storage warehouses and other similar distribution facilities will be considered industrial use types. The methodology outlined in Worksheet A.2.8 and described as follows will be applied to determine the equivalent floor area for high-cube warehouses/fulfillment centers with a minimum gross floor area of 200,000 square feet, a minimum ceiling height of 24 feet and a minimum dock-high door loading ratio of 1 door per 10,000 square feet (for the example calculation assume a high-cube warehouse with a gross floor area of 450,000 square feet, a ceiling height exceeding 24 feet and a dock-high door loading ratio exceeding 1:10,000):

1. Subtract 200,000 square feet from the total gross floor area (i.e. for the example facility it is 450,000 – 200,000 = 250,000 square feet)

2. Multiply the resultant value from step 1 which is total gross floor area in excess of 200,000 square feet by 0.36
(i.e. for the example facility it is 250,000 x 0.36 = 90,000 square feet)

3. Add 200,000 square feet to the resultant value of step 2 (i.e. for the example facility it is 200,000 + 90,000 = 290,000 square feet)

4. Use the resultant value of step 3 as the gross floor area to calculate the TUMF obligation using Worksheet A.2.1 for standard non-residential fee calculations.

The TUMF obligation for a warehouse facility with a gross floor area of less than 200,000 square feet, a ceiling height of less than 24 feet and/or a dock-high door loading ratio of less than 1 door per 10,000 square feet will be calculated based on the actual gross floor area using Worksheet A.2.1 for standard non-residential fee calculations. Furthermore, where other uses such as wholesale showrooms, retail showrooms or office suites are colocated with qualifying high-cube warehouse facilities, only the qualifying warehouse portion of the premises will be calculated using Worksheet A.2.8. The fee obligation for all other co-located facilities will be calculated based on the actual gross floor area and the appropriate land use category using Worksheet A.2.1 for standard non-residential fee calculations.

1.1.2. Detailed Narrative
High-cube warehouses are primarily for the storage and/or consolidation of manufactured goods (and to a lesser extent, raw materials) prior to their distribution to retail locations or other warehouses. These facilities typically have a high level of on-site automation and logistics management enable highly-efficient processing of goods through the facility. High-cube warehouses include, but may not be limited to, the following types of facilities:
• High-cube transload and short-term storage facilities typically provide for consolidation and distribution of loads for manufacturers, wholesalers or retailers. 57 B3 Attach #3 of 3
Transload and short-term storage facilities typically provide limited storage duration, high throughput and high-efficiency distribution. • Fulfillment centers include high-cube warehouses typically characterized by significant storage and direct distribution of ecommerce products to the end users. These facilities typically handle smaller packages and quantities than other types of high-cube warehouses.
• High-cube parcel hub warehouses typically serve as regional and local freightforwarding facilities of time sensitive shipments via air freight and ground carriers.

These sites may also include truck maintenance, wash, and/or fueling facilities ancillary to the primary use of the site.
• High-cube cold storage warehouses are facilities that provide temperaturecontrolled environments for the storage and distribution of frozen foods or other perishable products.

For the purpose of determining the TUMF obligation, all high-cube warehouses are defined as follows:

Very large shell buildings commonly constructed using steel framed and/or concrete tilt-up techniques with a minimum gross floor area of 200,000 square feet, a minimum ceiling height of 24 feet and a minimum dock-high door loading ratio of 1 door per 10,000 square feet.

In accordance with Section 6.2 and Appendix B of the Transportation Uniform Mitigation Fee Nexus Study 2016 Update Final Report (Western Riverside Council of Governments, As Adopted July 10, 2017), high-cube warehouses are considered to be industrial use types with the primary use of the facility generally meeting the description of Motor Freight Transportation and Warehousing (SIC Major Category 42). The TUMF obligation for industrial (and all non-residential) land uses is based on the gross floor area of buildings associated with the specific land use and is calculated using Worksheet A.2.1 for standard non-residential fee calculations. However, in the case of high-cube warehouses, vehicle trips generated to and from the site are typically lower than traditional industrial uses due to the high-level of on-site automation and logistics management. For this reason, it is necessary to determine the gross floor area equivalency for the purpose of calculating the TUMF obligation.

A review of Trip Generation 9th Edition (Institute of Traffic Engineers, 2012) indicates the average weekday daily trip generation rate for high-cube warehouses is 1.68 trips per thousand square feet, while the weekday PM peak-hour trip generation rate for the same uses is approximately 0.16 trips per thousand square feet of building area. By comparison, traditional warehouse uses have a weekday daily trip generation rate of

3.56 trips per thousand square feet, and PM peak-hour trip generation rates of 0.45 trips per thousand square feet and 0.58 trips per employee. A study of the trip generation characteristics of fulfillment centers in the Inland Empire of Southern California completed in January 2019 by WSP for the Western Riverside Council of Governments (WRCOG) found trip generation rates of these facilities to be generally consistent with the rates prescribed in Trip Generation 9th Edition for all high-cube warehouse uses, with an average weekday daily trip generation rate of 2.13 trips per thousand square feet and an average weekday PM peak rate of 0.16 trips per thousand square feet. 58 B3 Attach #3 of 3
Table 5.7 summarizes the various characteristics of high-cube warehouses, including trip generation, and establishes the equivalent square feet for the purpose of calculating the TUMF obligation for all high-cube warehouse facilities.

Table 5.7 – Characteristics of High-Cube Warehouses and Distribution Centers Land Use Type
Average Daily
Vehicle Trips
per 1,000 sqft
Average PM
Peak Vehicle
Trips per 1,000
sqft
Average PM
Peak Trips per
Employee
TUMF
Weighted
Equivalent
sqft *
Warehousing (i) (150) 3.56 0.45 0.58
High-Cube Warehouse (i) (152) 1.68 0.16

0.36 Fulfillment Centers (ii) 2.13 0.16 0.16
Warehouse/Distribution Center (iii) 1.10 0.08
All TUMF Industrial Use Types (i) 5.33
Source: (i) Trip Generation 9th Edition, Institute of Traffic Engineers, 2012 (ii) TUMF High-Cube Warehouse Trip Generation Study, WRCOG, January 2019 (iii) San Bernardino/Riverside County Warehouse/Distribution Center Vehicle Trip Generation Study, Crain and Associates, January 2005
Note: * - TUMF weighted equivalent square feet based on relative trip generation per 1000 sqft between the average of High-Cube Warehouse and Fulfillment Centers and the median of all TUMF Industrial Uses (consistent with TUMF Nexus Study Trip Generation Rate Comparison).

The gross floor area equivalency for High-Cube Warehouses is based on the average of the trip generation characteristics of High-Cube Warehouse, which is quantified in the Trip Generation 9th Edition in terms of both daily and peak trips per thousand square feet gross floor area, and Fulfillment Centers, which is quantified in the TUMF High-Cube Warehouse Trip Generation Study in terms of both daily and peak trips per thousand square feet gross floor area as well as per employees. Based on this information, the simple average daily trip generation rate for a high-cube warehouse, including fulfillment centers, is approximately 1.90 trips per thousand square feet of gross floor area. To account for the variation in trip generation rates between high-cube warehouses, including fulfillment centers, and all TUMF industrial land use types, the gross floor area equivalency was weighted based on the relative trip generation between high-cube warehouses, including fulfillment centers, and the median of all TUMF Industrial Uses as used in the TUMF Nexus Study. The weighted gross floor area equivalency for high-cube warehouses is 0.36.
59 B3 Attach #3 of 3
For the purpose of calculating the TUMF obligation for High-Cube Warehouses with a minimum gross floor area of 200,000 square feet, a minimum ceiling height of 24 feet and a minimum dock-high door loading ratio of 1 door per 10,000 square feet, the gross floor area in excess of 200,000 square feet will be multiplied by 0.36 and the resultant value increased by 200,000 square feet to determine the equivalent number of square feet of floor area. The equivalent floor area will be used for the purpose of calculating the TUMF at the rate prescribed by the respective local jurisdictions TUMF Ordinance and supported by the TUMF Nexus Study. For example, a high-cube warehouse with a gross floor area of 450,000 square feet, a ceiling height exceeding 24 feet and a dock-high door loading ratio exceeding 1:10,000 (for the example facility it is at least 45 dock-high door loading bays i.e. 450,000/10,000 = 45) the equivalent floor area would be 290,000 square feet ({[450,000 - 200,000] x 0.36} + 200,000 = 290,000) The TUMF obligation for a warehouse facility with a gross floor area of less than 200,000 square feet, a ceiling height of less than 24 feet and/or a dock-high door loading ratio of less than 1 door per 10,000 square feet will be calculated based on the actual gross floor area using Worksheet A.2.1 for standard non-residential fee calculations. Furthermore, where other uses such as wholesale showrooms, retail showrooms or office suites are colocated with qualifying high-cube warehouse facilities, only the qualifying warehouse portion of the premises will be calculated using Worksheet A.2.8. The fee obligation for all other co-located facilities will be calculated based on the actual gross floor area and the appropriate land use category using Worksheet A.2.1 for standard non-residential fee calculations.

Worksheet A.2.8 High-Cube Warehouse TUMF Calculation Worksheet Enter this value as (part of) the Total
Gross Floor Area of Industrial Buildings
in Worksheet A.2.1
Enter Gross Floor Area
of Qualifying Building(s)
(in square feet)
X 0.36 =
– 200,000 =
Enter Total A
+ 200,000 =
Enter Total B
Total A
Total B
60 B3 Attach #3 of 3
Item 6.E
High-Cube Warehouse Trip
Generation Study and Proposed
TUMF Calculation Handbook Update
Attachment 3
Trip Generation Study –
Stakeholder comments
61 B3 Attach #3 of 3
62 B3 Attach #3 of 3
1 Daniel Ramirez-Cornejo
From: Frank Sherkow <[email protected]>
Sent: Thursday, January 17, 2019 1:00 PM
To: Daniel Ramirez-Cornejo
Cc: 'Jonathan Shardlow'; Chris Gray; 'Sandipan Bhattacharjee, P.E., AICP'; Matt Englhard Subject: RE: E-Commerce Trip Generation Rates
Attachments: Survey Trip Gen Average-01.16.19_v2.xlsx
Daniel:

Here are some preliminary results from our analysis. As you open the excel file, you will see a summary of facilities sorted by groups that we believe are relevant and as consistent as possible with ITE and sound traffic engineering practices. I will refer to items on this file/tab in this email.

1. We believe that the square footage used in the report for the P&G facility is wrong, and reflects the Floor & Décor company (next door). The real square footage for the P&G facility should be 1,560,046 SF.

2. We conducted a hand-count of the parking spaces using aerial photos from Google Maps.

3. The consultant’s reports refers to the size of facilities’ sites as the driving factor as to whether they are ecommerce (fulfillment) facilities and how much traffic they might generate. The bigger the site the more trips, they say. “Largest sites tend to generate lots of car trips but few truck trips.” The size of the site is NOT the cause for more trips. The auto parking spaces per building SF is the real relationship. It is one of the key factors as to whether the building is/will be e-commerce vs. High Cube Distribution Center. When reviewing a site plan, does it have a large number of auto parking spaces or not? Directly related is also the Total Trips (employees) per 1,000 SF. More goods handling will necessitate more employees, until/unless additional automation comes on the scene.

From our analysis, the group of facilities that were studied actually consists of 5 separate land use types or combinations of land uses:
a. Fulfillment centers (e-commerce) – Walmart (Chino) and Amazon (MV) b. Distribution with Cold Storage (maybe mixed land uses on one site) – Walmart (Columbia Ave.) c. Distribution without Cold Storage – P&G, Big 5, Home Depot, Nestles, Petco, Komar, ACT d. Aggregation Distribution & Handling (probably mixed land uses on one site) – Ross e. Parcel Hubs – FedEx, UPS, DHL
Referring to the spreadsheet column “S”, note the significant differences between sub groups in Total Trips per 1,000 SF (building). True High Cube facilities (Distribution Centers without Cold Storage) will have a small trip rate, because there aren’t as many employees per SF. Due to their efficiency of goods movements (with less handling), the truck traffic compared to all trips is a relatively high percentage for High Cube – see column “N”. These trip rates are similar to those for Transloading or High Cube facilities in the ITE Trip Generation Handbook. They are also similar to previous data points collected by ITE and AQMD. They are NOT e-commerce of fulfillment facilities.

We know (from work with AQMD and ITE) that cold storage will have slightly higher trip rates, dependent on the type of goods (frozen vs. perishable). Clearly, the Walmart facility on Columbia Ave. is partially or totally cold storage. There is evidence online about its cold storage function.

The Ross facility (Perris) is a mixture of High Cube and goods handling (but not e-commerce). The trip rates and truck % is evidence of this. Ross’s business model depends on selling goods that have been for sale in other stores. So, the facilities like the one in Perris are used to resort and regroup goods for sale in Ross stores. Thus, there are many more 63 B3 Attach #3 of 3
2 employees than at High Cube facilities per SF, but less than an e-commerce building. This mixture is NOT a recognized ITE land use, so we have set it aside.

The only facilities that are acting like true Fulfillment Centers or E-commerce facilities are Amazon (MV) and Walmart (Chino). Note that both of these companies have other facilities that are more like High Cube or Cold Storage, and even Parcel Hub facilities. So, each site should be viewed separately. See column “N” for the small proportion of truck trips vs. total trips. Also see column “S” to compare the higher total trip rates compared to High Cube Distribution Centers (similar for column “Q”).

For purposes of establishing traffic impacts or development fees, the group of facilities that the consultant studied does NOT represent Fulfillment Centers. This is also reinforced by the data plot diagrams from the consultant’s report.

The other item of note is that true e-commerce facilities are a relatively small portion of the warehouses built or being developed. Even when a facility uses the label of “fulfillment center,” it does not mean that it functions as, or has the necessary characteristics of, a true e-commerce facility.

In reference to Parcel Hubs, these facilities are different from other warehouse facilities in size, shape, height, and design. Thus, they can easily be identified as a separate group for your purposes.

We welcome your questions or comments. We hope you will share this information with members of the Public Works Committee.

Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
64 B3 Attach #3 of 3
1 Daniel Ramirez-Cornejo
From: Frank Sherkow <[email protected]>
Sent: Friday, January 11, 2019 3:46 PM
To: Daniel Ramirez-Cornejo
Cc: 'Jonathan Shardlow'; Chris Gray; 'Sandipan Bhattacharjee, P.E., AICP' Subject: RE: E-Commerce Trip Generation Rates
Daniel:

Thanks for the quick response.

On the P&G building, here is what we had in our data:

Tenant Address Line 1 City Building Total
SF
Building Dock High
Doors
Orignial
Database -
Parking
Stalls
Floor & Décor 24101 Iris Avenue Moreno
Valley
1,103,003 166 400
P&G 24015 Iris Avenue Moreno
Valley
1,560,046 268 862
I believe that someone has used the Floor & Decor square footage for the P&G building in your excel spreadsheet. Can you clarify?
Are you aware of any transit usage to these site? Any signs of significant ridesharing at any of these sites? The reason I ask, is that when you take each site’s daily traffic flow and divide by the number of employees, the results are very puzzling in some cases. Don’t know if you really care about the employment levels, but they should be within reason ranges.

Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
From: Daniel Ramirez-Cornejo [mailto:[email protected]] Sent: Friday, January 11, 2019 9:34 AM
To: Frank Sherkow
Cc: 'Jonathan Shardlow'; Chris Gray; 'Sandipan Bhattacharjee, P.E., AICP' Subject: RE: E-Commerce Trip Generation Rates
Good morning Frank,
The employment numbers were provided by the agencies in which the sites are located.

We have also provided responses to your previous questions on two sites as shown below:

1. For the P&G site, the physical address is shown as 24015 Iris Ave, Moreno Valley, CA 92551. The driveways were selected based on the building called out in the aerial photo below. Cosmos Street is an internal road of the same property as shown in the aerial photo.
65 B3 Attach #3 of 3
2 2. The below is a street view from Riverside Drive to the shared driveway of Komar (building on the left) and Damco (on the right). As shown, the access from Damco (on the right) to the shared driveway is prohibited. Komar does the same for the northern aisle (on the
left).

For reference, all traffic counts were collected with video cameras. -Daniel
Daniel Ramirez-Cornejo
Program Manager
Western Riverside Council of Governments
3390 University Ave., Suite 450
Riverside, CA 92501-3315
66 B3 Attach #3 of 3
3 Phone: (951) 405-6712
www.wrcog.us
"Respect Local Control...Provide Regional Perspective”
From: Frank Sherkow <[email protected]>
Sent: Wednesday, January 9, 2019 11:52 AM
To: Daniel Ramirez-Cornejo <[email protected]>
Cc: 'Jonathan Shardlow' <[email protected]>; Chris Gray <[email protected]>; 'Sandipan Bhattacharjee, P.E., AICP' <[email protected]>
Subject: RE: E-Commerce Trip Generation Rates
Daniel:

Thanks for the update.

A few items. We know from our work on development activities and working with tenants, plus our work on traffic impact studies, that the employment levels at these (and most other sites) fluctuates based on a regular seasonal pattern. Since the traffic counts appear have been gathered in Aug. 2018, we understand that this would represent an off-peak season period. This period last about 10 months during the year, but can vary based on local circumstances.

Can you tell us how you determined the employment numbers from your spreadsheet? Based on our very preliminary work on the information from the consultant’s report and other data that we possess (omitting the parcel hubs for the time being), it appears that there is a mixture of High Cube, E-commerce, and Cold Storage facilities in the list provided (11 sites). Some individual sites may have a mixture of several of these land uses, and therefore, in our opinion, would not be good candidates for this type of analysis. They don’t have a pure representation of any of the recognized ITE land uses, thus, it would be difficult to apply the trips rates (and other factors) to a broader analysis or draw generalized conclusions about this sites.

When AQMD and NAIOP conducted similar studies, we always made sure of two things: 1. The sites were as pure a representative land uses as possible (not a mixture, like cold storage and high cube), and 2. The site possess driveways that could be isolated for traffic counts.

Unfortunately, some of these facilities, from your list, violate one or both of these criteria.

We are continuing to dig, so stay tuned. Thanks.

Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
From: Daniel Ramirez-Cornejo [mailto:[email protected]] Sent: Wednesday, January 9, 2019 11:26 AM
To: Frank Sherkow
Cc: 'Jonathan Shardlow'; Chris Gray; 'Sandipan Bhattacharjee, P.E., AICP' Subject: RE: E-Commerce Trip Generation Rates
Hi Frank,
67 B3 Attach #3 of 3
4 Thank you for your comments on WRCOG’s High-Cube Warehouse Trip Generation Study with regard to use of the facilities in the study to represent e-commerce trip rates.

We wanted to give you some further background on the study, why we did it, and how the study was performed.

Back in 2017 the Nexus Study was approved, we received some broad direction from our Executive Committee to look into the issue of whether the Nexus Study and the TUMF Program accurately reflects impacts associated with industrial uses. There was some limited direction provided to Staff to look at different industrial uses such parcel hubs, distribution centers, etc. given the perception that these uses generate more trips than typical industrial or high-cube uses.

We convened a working group of local agency staff who recommended a series of locations they were familiar with and also worked with a consultant (WSP) to identify facilities that could be classified as either a distribution center or a parcel hub.

After that, we collected data for each of the sites and summarized the data. We then presented the information to first our working group and then our Public Works Committee to get their feedback. They also recommended that we not have a separate category for these types of uses.

We will be reaching out to WSP to provide a detailed response with respect to the questions below. As requested we are including the worksheet with the data from each facility.

We would be happy to answer any additional questions that you have regarding the work that we’ve done and will be doing in the future.

Thank you,
-Daniel
Daniel Ramirez-Cornejo
Program Manager
Western Riverside Council of Governments
3390 University Ave., Suite 450
Riverside, CA 92501-3315
Phone: (951) 405-6712
www.wrcog.us
"Respect Local Control...Provide Regional Perspective”
From: Frank Sherkow <[email protected]>
Sent: Monday, January 7, 2019 3:36 PM
To: Daniel Ramirez-Cornejo <[email protected]>
Cc: 'Jonathan Shardlow' <[email protected]>; Chris Gray <[email protected]>; 'Sandipan Bhattacharjee, P.E., AICP' <[email protected]>
Subject: RE: E-Commerce Trip Generation Rates
Daniel:

Two preliminary questions:

1. Floor & Décor with an address of 24101 Iris and P&G with an address of 16110 Cosmos Street in MV. The traffic sheets and report says that the P&G facility was studied at 24015 Iris Ave. Can you clarify?

2. The Komar facility shares a driveway with a neighboring distribution center (Damco) onto Riverside Dr. What steps were taken to isolate the Komar traffic from other? 68 B3 Attach #3 of 3
5 Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
From: Frank Sherkow [mailto:[email protected]]
Sent: Thursday, January 3, 2019 10:07 AM
To: 'Daniel Ramirez-Cornejo'
Cc: 'Jonathan Shardlow'; 'Chris Gray'; 'Sandipan Bhattacharjee, P.E., AICP' Subject: RE: E-Commerce Trip Generation Rates
Daniel:

Thanks so much for your quick response. We stand ready to work with you on this important matter.

In the meantime, we will start to examine the traffic counts provided. Perhaps, we will have some comments in the near future.

Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
From: Daniel Ramirez-Cornejo [mailto:[email protected]] Sent: Thursday, January 3, 2019 9:40 AM
To: Frank Sherkow
Cc: Jonathan Shardlow; Chris Gray; Sandipan Bhattacharjee, P.E., AICP Subject: RE: E-Commerce Trip Generation Rates
Good morning Frank,
We will begin reviewing your comments and will respond accordingly. However, we wanted to ensure you receive the data requested. Per your request, we are attaching the spreadsheets with the counts taken in summer 2018.

Please let us know if you have any questions. Thank you, -Daniel
Daniel Ramirez-Cornejo
Program Manager
Western Riverside Council of Governments
3390 University Ave., Suite 450
Riverside, CA 92501-3315
Phone: (951) 405-6712
www.wrcog.us
"Respect Local Control...Provide Regional Perspective”
69 B3 Attach #3 of 3
6 From: Frank Sherkow <[email protected]>
Sent: Wednesday, January 2, 2019 3:05 PM
To: Daniel Ramirez-Cornejo <[email protected]>
Cc: Jonathan Shardlow <[email protected]>; Sandipan Bhattacharjee, P.E., AICP <[email protected]>
Subject: E-Commerce Trip Generation Rates
Daniel:

I am writing to you concerning the Dec. 13, 2018 staff report about the High-Cube Warehouse Trip Generation Study and possible adjustments related to E-commerce facilities. To give you a bit of history, I represented NAIOP when the original High Cube fee levels were set. We continue to do consulting work for NAIOP and some of their members.

I have read your consultant’s report about E-commerce facilities. The staff report states that, “The Trip Generation Study was conducted in a manner that meets the ITE standards for performing studies of this nature.” Although the traffic counts may have done in accordance with the ITE Trip Generation Manual, the facilities selected and definitions for the E-commerce facilities do not seem to done in accordance with the ITE recent work on this issue.

I have attached a recent working prepare (referred to on page 2 of your staff report). Note that the ITE working paper refers to definitions for many of the large warehouse facilities, which I authored for ITE, with support of NAIOP members. There are physical site and buildings differences between the warehouse categories.

Having said that, not all E-commerce facilities are the same. For example, Amazon facilities may be “sort”, “non-sort”, “cross-dock”, or some hybrids. My firm has done extensive traffic work on High Cube and E-commerce facilities in the Inland Empire. Some of these E-commerce facilities operate like High Cube facilities, while others have higher trip generation rates due to higher employee activities.

One major note of concern: Using the label, by the consultant, as “Fulfillment Centers” is most probably NOT ACCURATE.

The trip rates and parking capacity at some of these sites are significant indicators that some of these facilities are true High Cube buildings that feed local retail outlets, and not the end-customer. Even if the establishment uses the name “fulfillment center” in the title, it does not make them true E-commerce facilities for trip rates purposes.

Grouping these particular facilities together as a representation of E-commerce trip rates is not correct.

We would be glad to work with you, on behalf of NAIOP, to ensure that WRCOG has the most recent and correct information. We are glad to hear that, the WRCOG “staff is not recommending the inclusion of a separate component of the TUMF Calculation Handbook for fulfillment centers.” However, as you explore possible adjustments to the TUMF fee program, NAIOP would like the opportunity to correct the record about this data and give WRCOG better information about this issue.

In the meantime, we would formally request the electronic spreadsheets with the actual traffic counts for the 16 facilities mentioned in the study. Please advise. Thanks.

Franklin E. Sherkow, P.E., T.E., P.S.E., Env SP, F.ASCE Executive Vice President
Southstar Engineering & Consulting, Inc.
949-500-7878
70 B3 Attach #3 of 3
Item 6.F
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: PACE Programs Activities Update: General Activities Update and Addition of New Providers
Contact: Casey Dailey, Director of Energy & Environmental Programs, [email protected], (951) 405-6720
Date: February 21, 2019
The purpose of this item is to provide an update on new Commercial PACE Providers and to discuss the feasibility of and potentially pursuing legislation to support utilization of financing PACE on new residential construction.

Requested Action:

1. Receive and file.

WRCOG’s PACE Programs provide financing to property owners to implement energy saving, renewable energy, water conservation, and seismic strengthening improvements to their homes and businesses.

Financing is paid back through a lien placed on the property tax bill. The HERO Program was initiated in December 2011 and was expanded in 2014 (an effort called “California HERO”) to allow jurisdictions throughout the state to join WRCOG’s Program and allow property owners in these jurisdictions to participate.

WRCOG now offers HERO, CaliforniaFIRST, PACE Funding, and Ygrene as residential PACE providers and Greenworks, CleanFund, and Ygrene as commercial PACE providers.

Update: Exploration of Utilizing PACE Financing for New Residential Construction On October 10, 2018, the Administration & Finance Committee received a report on the recent decision by the California Energy Commission (CEC) to require photovoltaic solar panel systems, smart home energy systems, and electric vehicle-ready wiring on all new homes beginning in 2020. Staff believes that PACE financing has the potential to become a viable tool for the development community as it strives to comply with these new requirements by adding a mezzanine financing option for developers, like Commercial PACE new construction, to finance the additional improvements required under the new 2020 building standards.

With New Construction standards for Commercial PACE, the provider works with developers or commercial builders looking to utilize PACE as part of the overall ‘capital stack’ of financing options. If the developer voluntarily chooses to use PACE, the amount financed can only go towards those eligible improvements that have been authorized by WRCOG. The same approach would be replicated under new legislation for Residential PACE. Additionally, the issue of transference from property owner to property owner is being addressed by proposing to automatically subordinate the PACE lien on the property tax roll from the traditional placement above the senior mortgage to a position below it. Staff believes this adjustment will alleviate concerns raised by the Realtor community as well as the Federal Housing Authority.

On December 9, 2018, staff met with members of the CEC and representatives from the PACE industry to discuss the current state of affairs for PACE and the role PACE plays in achieving the State’s greenhouse gas reduction and energy efficiency goals. Legislation allowing PACE for new construction was also discussed and 71 B3 Attach #3 of 3
was supported by CEC staff in attendance. Additionally, WRCOG staff has met with staff from various State Assembly and Senate representatives to discuss the possibility of sponsoring legislation that would allow PACE in this role in 2019. Finally, staff has previously met with representatives from the California Building Industry Association and there appears to be general support for the concept of allowing PACE on new residential construction beginning in 2020.

On January 9, 2019, the Administration & Finance Committee approved the use of up to $75,000 for legislative advocacy services. Staff has been working with WRCOG General Counsel, Best Best & Krieger, to draft a preliminary version of the bill to share with legislators so that the effort to build support can begin. The deadline to request a bill to be drafted by the Legislative Counsel’s Office in Sacramento was January 25, 2019, and the deadline to introduce a bill for consideration of the Assembly and Senate is February 19, 2019.

Additional Commercial PACE Providers Under WRCOG’s PACE Umbrella On June 6, 2016, the Executive Committee established the Additional PACE Provider Ad Hoc Committee to review and complete the vetting process and provide recommendations on the possible inclusion of additional PACE Providers under the WRCOG PACE Program. The Ad Hoc Committee consists of representation from the Cities of Lake Elsinore, Murrieta, Perris, and Wildomar with assistance from WRCOG staff and WRCOG’s Bond Counsel (Best & Krieger).

The PACE Ad Hoc Committee has recommended the following new Commercial Providers to operate in WRCOG’s statewide umbrella: Lord Capital, Twain Financial Partners, and Lever Energy Capital, and has also recommended CleanFund and Ygrene to operate in cities within the WRCOG subregion.

Once the Executive Committee approves a Provider, staff works to finalize policies, documents, and procedures. Once the Executive Committee approves each Provider’s Administration Agreements and Program Documents, the Provider will be authorized to operate in WRCOG’s Program.

When the Executive Committee adopts an additional Provider, that Provider will automatically be able to operate in each member jurisdiction, unless a jurisdiction acts to prohibit its inclusion. If a jurisdiction desires NOT to include a specific Provider, it must adopt a resolution to opt-out of the Program. WRCOG will continue to provide outreach with the adoption of each additional PACE Program and provide each member jurisdiction with the opt-out resolution upon request.

PACE Activities Levels Update
As Committee members may be aware, WRCOG’s PACE revenues have experienced significant decline over the past 18 months. There are likely several reasons for the decline in PACE activity, including increased competition from new PACE providers, additional legislation aimed at protecting PACE participants, market saturation, and property owners having better access to other types of capital that they didn’t have in the past.

Staff will provide a presentation to the Committee members on the impacts to WRCOG’s agency budget and programs at a future meeting. The following charts show WRCOG’s PACE assessments against specific points in time where legislation went into effect.

Recorded Assessments
72 B3 Attach #3 of 3
Prior Actions:

February 13, 2019: The Administration & Finance Committee recommended that the Executive Committee authorize the Executive Director to enter into contract negotiations and execute any necessary documents to include Lever Energy Capital under WRCOG’s Commercial PACE umbrella.

February 4, 2019: The Executive Committee 1) accepted the Cities of Santa Barbara and Alameda as Associate Members of the Western Riverside Council of Governments; 2) adopted WRCOG Resolution Number 02-19; A Resolution of the Executive Committee of the Western Riverside Council of Governments Declaring Its Intention to Modify the California HERO Program Report so as to Increase the Program Area within Which Contractual Assessments may be Offered and Setting a Public Hearing Thereon; 3) authorized staff to implement a $15,000.00 deposit for all new Commercial PACE Providers to work within the WRCOG Program; 4) supported the Administration & Finance Committee’s recommendation to direct and authorize the Executive Director to enter into contract negotiations and execute any necessary documents to include Lever Energy Capital, LLC, under WRCOG’s statewide PACE umbrella; and 5) supported the Ad Hoc Committee’s recommendation to direct and authorize the Executive Director to enter into contract negotiations and execute any necessary documents to include Twain Financial Partners Holding, LLC, under WRCOG’s PACE umbrella.

Fiscal Impact:

The $75,000 consultant expense will be covered by the PACE Consulting line item in the budget.

Attachment:

None.

PACE Revenues
73 B3 Attach #3 of 3
74 B3 Attach #3 of 3
Item 6.G
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: 2nd Quarter Draft Budget Amendment for Fiscal Year 2018/2019 Contact: Andrew Ruiz, Interim Chief Financial Officer, [email protected], (951) 405-6741 Date: February 21, 2019
The purpose of this item is to request approval of WRCOG’s 2nd Quarter Draft Budget Amendment for Fiscal Year (FY) 2018/2019. The staff report includes a summary of increases and/or decreases to both revenues and expenditures by department.

Requested Action:

1. Recommend that the Executive Committee approve the 2nd Quarter Draft Budget Amendment for Fiscal Year 2018/2019.

Administration Department
Administration Program expenditures exceeded the budgeted amount by $7,040, primarily due to costs associated with a workers’ compensation audit. These expenditures will be offset by a decrease in expenditures in event support. Administration Program revenues exceeded the budgeted amount by $31,496. WRCOG now has its reserves in CAMP, where it is generating interest revenue.

Net Revenue increase to the Administration Department: $31,496 Transportation & Planning Department
Transportation & Planning Department expenditures exceeded the budgeted amount by $50,798, primarily due to costs associated with the Active Transportation Plan (ATP) and RIVTAM Programs. The ATP Program incurred its final expenses related to the ATP through CalTrans; these costs will be reimbursed by CalTrans.

Additionally, expenses were incurred with the RIVTAM update and will be reimbursed back to the Agency.

Net Expenditure increase to Transportation & Planning Department: $50,798 Energy Department
Energy Department expenditures exceeded the budgeted amount by $28,438, primarily due to costs associated with PACE provider SAMAS Capital, in the amount of $12,576. Additionally, costs associated with the WREP Holiday Light exchange in the amount of $5,000 were incurred but was approved for reimbursement by the WREP Partnership. Also, loan origination fees related to the loans issued to the jurisdictions for the Streetlight Program were incurred in the amount of $1,665.

Energy Department revenues are being reduced by $675K. The PACE Programs have continued to experience a decline in revenues and volumes in FY 2018/2019. WRCOG anticipates a continued decrease in Program volumes and currently has budgeted $3.6M in revenues and will reduce WRCOG HERO revenues by $100k and CA HERO (statewide) revenues by $750k. WRCOG has also received additional 75 B3 Attach #3 of 3
revenues through the CA HERO Program, primarily due to the selling of delinquencies, and is now processing refunds in-house for additional revenue streams. The HERO Program revenues have corresponding expenditures based on the volumes, and WRCOG was able to balance the HERO Program’s budget by a reduction of expenditures corresponding to the decreased revenues. Additionally, PACE providers PACE Funding and Greenworks exceeded their budgeted revenue amounts by $20k and $4k respectively.

Net Revenue increase to the Energy Department: $238
Environmental Department
Environmental Department expenditures exceeded the budgeted amount by $9,838, primarily due costs associated with the Used Oil Program in the amount of $8,475. WRCOG switched advertising to a local firm and was able to realize cost savings in advertising, which allowed for the Program to purchase more supplies to be able to do more events. These expenditures will be offset by a decrease in advertising expenditures.

Net Expenditure increase to the Environment Department: $0 Prior Actions:

February 13, 2019: The Administration & Finance Committee recommended that the Executive Committee approve the 2nd Quarter Draft Budget Amendment for Fiscal Year 2018/2019.

January 24, 2019: The Finance Directors Committee recommended that the Executive Committee approve the 2nd Quarter Draft Budget Amendment for Fiscal Year 2018/2019.

Fiscal Impact:

For the 2nd Quarter of Fiscal Year 2018/2019, there is a net total agency increase in expenditures of $19,064 related to the ATP and RIVTAM update, which will be paid back to WRCOG.

Attachment:

1. Fiscal Year 2018/2019 2nd Quarter Draft Budget amendment. 76 B3 Attach #3 of 3
Item 6.G
2nd Quarter Draft Budget
Amendment for Fiscal Year
2018/2019
Attachment 1
Fiscal Year 2018/2019 2nd Quarter
Draft Budget amendment
77 B3 Attach #3 of 3
78 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
Interest Revenue 31,496 0 31,496
Expenditures
Insurance - Gen/Business Liab/Auto 77040 70000 (7,040)
Event Support 29110 65000 7,040
Total net (increase)/decrease 31,496
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: General Fund
79 B3 Attach #3 of 3
Thru Approved Amendment
9/30/2018 6/30/2019 Needed
Actual Budget 9/30/2018
Expenditures
Salaries & Wages 120,738 542,280 1,120
General Legal Services 5,035 4,083 (952)
Parking Validations 560 220 (340)
Total net (increase)/decrease (172)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Planning
80 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
BEYOND Salaries & Wages 2,373 1,510 (863)
General Legal Services 1,202 5,000 878
Parking Validations 15 - (15)
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Government Relations (BEYOND - 4600)
81 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Salaries & Wages 114,077 538,483 3,984
General Legal Services 5,035 4,083 (952)
Parking Validations 560 220 (340)
General Supplies 588 500 (88)
Postage 4 - (4)
Consulting Labor 2,600 - (2,600)
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Government Relations (Fellowship - 4700)
82 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Salaries and Wages 4,288 2,287 (2,001)
Parking Validations 943 - (943)
Meeting Support Services 243 - (243)
Total net (increase)/decrease (3,187)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Planning (Experience - 4900)
83 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Computer Software 1,124 13 (1,111)
Postage 24 3 (21)
Printing Services 1,670 1,500 (170)
Other Incidentals 675 500 175
Meals 473 2,500 1,045
Parking Validations 30 1,000 500
Seminars/Conferences 350 - (350)
Travel - Ground Transportation 53 - (53)
Lodging 640 - (640)
Supplies/Materials - 1,000 625
Salaries 10,906 - (10,906)
Fringe Benefits 4,838 - (4,838)
Consulting Expense 35,054 - (35,054)
Total net (increase)/decrease (50,798)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Transportation
84 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Parking Validations 30 1,000 500
Postage 7 - (7)
Seminars/Conferences 350 (350)
Travel - Ground Transportation 53 - (53)
Lodging 640 - (640)
Meals 75 - (75)
Supplies/Materials - 1,000 625
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Transportation (Transportation Planning)
85 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Computer Software 1,124 13 (1,111)
Postage 17 3 (14)
Printing Services 1,670 1,500 (170)
Other Incidentals 675 500 175
Meals 398 2,500 1,120
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Transportation (TUMF - 1148)
86 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Salaries 10,906 - (10,906)
Fringe Benefits 4,838 - (4,838)
Consulting Expense 3,354 - (3,354)
Total net (increase)/decrease (19,098)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Transportation (ATP - 2030)
87 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Consulting Labor 31,700 - (31,700)
Total net (increase)/decrease (31,700)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Transportation (RivTam - 2039)
88 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
WRCOG HERO Sponsor Revenue 116,160 500,000 (100,000)
Pace Funding Sponsor Revenue 30,573 10,000 20,573
Greenworks Sponsor Revenue 24,078 20,000 4,078
CA HERO Other Revenue 149,833 - 149,833
CA HERO Sponsor Revenue 648,204 2,400,000 (750,000)
Expenditures
Salaries & Wages 202,000 642,897 122,000
Fringe Benefits 107,870 256,221 31,000
PACE Residential Recording 162,192 710,000 247,000
Consulting Expense 163,045 1,071,464 293,332
Event Support 12,831 7,665 (5,166)
General Supplies - 250 133
Parking Validations 15 - (15)
Meeting Support Services 396 782 (66)
Bank Fees 3,378 1,713 (1,665)
Postage 157 85 (72)
Seminars/Conferences 87 - (87)
Meals 26 6 (20)
General Legal 21,838 14,262 (10,621)
Total net (increase)/decrease 238
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy
89 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
WRCOG HERO Sponsor Revenue 116,160 500,000 (100,000)
Expenditures
Salaries & Wages 27,380 93,743 22,000
Fringe Benefits 14,464 36,415 6,000
PACE Residential Recording 23,242 110,000 22,000
Consulting Expense 26,791 178,827 50,000
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (WRCOG HERO - 2006)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Event Support 5,133 (5,133)
General Supplies - 250 133
Total net (increase)/decrease (5,000)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (WREP - 2010)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Parking Validations 15 - (15)
Event Support 7,698 7,665 (33)
Meeting Support Services - 500 48
Total net (increase)/decrease -
Department: Energy (Gas Co. Partnership - 2020)
For the Year Ending June 30, 2019
Annual Budget
Western Riverside Council of Governments
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Bank Fees 3,378 1,713 (1,665)
Postage 157 85 (72)
Seminars/Conferences 87 - (87)
Meals 26 6 (20)
Consulting Labor 1,863 98,197 1,843
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (Streetlights - 2026)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Consulting Labor 875 - (875)
Total net (increase)/decrease (875)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (Spruce - 2102)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
General Legal - 5,000 1,955
Consulting Labor 1,955 - (1,955)
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (California First - 2103)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
Pace Funding Sponsor Revenue 30,573 10,000 20,573
Expenditures
Parking Validations 45 - (45)
Meeting Support Services 396 282 (114)
Consulting Labor 5,848 - (5,848)
Total net (increase)/decrease 14,610
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (PACE Funding - 2104)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
Greenworks Sponsor Revenue 24,078 20,000 4,078
Total net (increase)/decrease 4,078
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (Greenworks - 2105)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
General Legal Services 21,838 9,262 (12,576)
Total net (increase)/decrease (12,576)
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (SAMAS - 2106)
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Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Revenues
CA HERO Other Revenue 149,833 - 149,833
CA HERO Sponsor Revenue 648,204 2,400,000 (750,000)
Expenditures
Salaries & Wages 174,620 549,153 100,000
Fringe Benefits 93,406 219,807 25,000
PACE Residential Recording 138,950 600,000 225,000
Consulting Expense 125,714 794,440 250,167
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Energy (California HERO - 5000)
99 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Meeting Support Services 174 100 (74)
Travel - Ground Transportation 95 - (95)
Meals 180 - (180)
Supplies/Materials 1,750 3,942 523
Salaries & Wages 10,370 41,144 840
Parking Validations 225 53 (172)
Event Support 31,752 23,072 (8,680)
Subscriptions/Publications 324 - (324)
Other Expenses 286 61 (225)
Advertisement - Radio & TV 12,120 45,000 8,475
Travel - Mileage Reimbursement 188 100 (88)
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Environmental
100 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Meeting Support Services 174 100 (74)
Travel - Ground Transportation 95 (95)
Meals 180 (180)
Supplies/Materials - 1,000 349
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Environmental (Clean Cities - 1010)
101 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Salaries & Wages 10,370 41,144 840
Parking Validations 225 53 (172)
Event Support 133 14 (119)
Subscriptions/Publications 324 (324)
Other Expenses 286 61 (225)
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Environmental (Solid Waste - 1038)
102 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Event Support 28,475 20,000 (8,475)
Advertisement - Radio & TV 12,120 45,000 8,475
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Environmental (Statewide UO - 2051)
103 B3 Attach #3 of 3
Thru Approved Amendment
12/31/2018 6/30/2019 Needed
Actual Budget 12/31/2018
Expenditures
Event Support 3,144 3,058 (86)
Travel - Mileage Reimbursement 188 100 (88)
Supplies/Materials 1,750 2,942 174
Total net (increase)/decrease -
Western Riverside Council of Governments
Annual Budget
For the Year Ending June 30, 2019
Department: Environmental (Riverside UO - 2052)
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Item 6.H
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: Fiscal Year 2017/2018 Comprehensive Annual Financial Report (CAFR) Contact: Andrew Ruiz, Interim Chief Financial Officer, [email protected], (951) 405-6741 Date: February 21, 2019
The purpose of this item is to provide WRCOG’s Fiscal Year (FY) 2017/2018 financial audit and Comprehensive Annual Financial Report (CAFR).

Requested Action:

1. Receive and file.

WRCOG engaged Rogers, Anderson, Malody & Scott (RAMS) to conduct WRCOG’s annual financial audit.

The contract with RAMS is for three years with an option for two, one-year extensions. RAMS will be assisting WRCOG with the creation of Agency financial statements and the CAFR that meet all standards of the Governmental Accounting Standards Board.

WRCOG received the distinguished “Certificate of Achievement for Excellence in Financial Report” from the Government Finance Officers Association for four consecutive years and all signs indicate that the FY 2017/2018 Report will also produce this distinguished award. The award recognizes that the Agency is transparent, has provided full disclosure of the financial statements, and that the users of the CAFR have all the information needed to draw a financial conclusion of the Agency.

WRCOG’s auditors are providing an unmodified opinion on the FY 2017/2018 CAFR. An unmodified opinion is the highest form of assurance an auditing firm can provide to its client and means that the audit and associated Agency financials are both in good form and the accounting practices are solid.

WRCOG’s total net position increased by 609%, or $26.4 million, during FY 2017/2018 compared to the prior year’s decrease of $31.6 million. The increase in net position was mostly due to an increase in cash due to the TUMF revenue collections. Total liabilities decreased 14%, or $11.2 million, during FY 2017/2018 compared to the prior year, mostly due to the increase in TUMF revenues over what was anticipated. TUMF project liabilities are programmed according to the anticipated revenue on the Transportation Improvement Program (TIP). As such, the TIP assumed less projects to be programmed in the current fiscal year.

Current assets increased from $83.6 million in FY 2016/2017 to $99.4 million, or 19%. This increase in current assets is attributable to the difference in TUMF revenues received over projects completed and paid out.

Net investment in Capital Assets represents 1.3%, or $413,000 of WRCOG’s total net position for FY 2017/2018 compared to 2.2%, or $94,000, for FY 2016/2017. The increase is attributable to the purchase of new capitalized items, including the office move construction, computers, and other equipment.

Restricted net position accounts for 72.2%, or $22.2 million, of WRCOG’s total net position for FY 2017/2018 compared to 0.3%, or $11,700 for FY 2016/2017. This component of net position represents external restrictions imposed by creditors, grantors, contributors, or laws and regulations of other governments and 105 B3 Attach #3 of 3
restrictions imposed by law through constitutional provisions or enabling legislation. All of the restricted net position applies to TUMF, as the Program’s Administration Plan requires that WRCOG hold the funds until a Zone has an opportunity to claim use of the funds through the TIP. The jurisdiction located within that particular Zone must demonstrate it has expended its own funds, is requesting reimbursement, and has provided the appropriate supporting documentation.

Unrestricted net position accounts for 26.4%, or $8.1 million, of WRCOG’s total net position for FY 2017/2018 compared to 97.6% or $4.2 million for FY 2016/2017. This component of WRCOG’s total net position may be used to meet WRCOG’s ongoing obligations to creditors.

For any questions related to the audit, Terry Shea, RAMS Auditing Partner, can be reached at (909) 889-0871 or [email protected].

Prior Actions:

February 13, 2019: The Administration & Finance Committee received and filed.

January 24, 2019: The Finance Directors Committee received and filed.

Fiscal Impact:

This item is informational only; therefore, there is no fiscal impact.

Attachments:

1. FY 2017/2018 Comprehensive Annual Financial Report.

2. FY 2017/2018 Statement on Auditing Standards 114 Report.

3. FY 2017/2018 Internal Standards Report.
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Item 6.H
Fiscal Year 2017/2018
Comprehensive Annual Financial
Report (CAFR)
Attachment 1
FY 2017/2018 Comprehensive
Annual Financial Report
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108 B3 Attach #3 of 3
Fiscal Year 2017 / 2018
Submitted by:

Fiscal Department
Western Riverside Council of Governments
Comprehensive Annual
Financial Report
WESTERN RIVERSIDE COUNTY | CALIFORNIA
109 B3 Attach #3 of 3
For Fiscal Year Ended June 30, 2018
Submitted by:

Fiscal Department
Western Riverside Council of Governments
Comprehensive Annual
Financial Report
WESTERN RIVERSIDE COUNTY | CALIFORNIA
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WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Comprehensive Annual Financial Report
For the Fiscal Year Ended June 30, 2018
Submitted by:

Fiscal Department
Western Riverside Council of Governments
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WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
JUNE 30, 2018

TABLE OF CONTENTS

INTRODUCTION SECTION PAGE
Letter of Transmittal ............................................................................................................... i Organizational Chart ............................................................................................................. vii List of Principal Officers ...................................................................................................... viii Certificate of Achievement for Excellence in Financial Reporting ......................................... ix

FINANCIAL SECTION
Independent Auditor’s Report ......................................................................................... 1 Management’s Discussion and Analysis ......................................................................... 4 Basic Financial Statements
Government-wide Financial Statements
Statement of Net Position ....................................................................................... 13 Statement of Activities ............................................................................................... 14 Fund Financial Statements
Balance Sheet – Governmental Funds ................................................................... 15 Reconciliation of the Balance Sheet of Governmental Funds to the Statement of Net Position ............................................................................. 16 Statement of Revenues, Expenditures, and Changes in Fund Balances – Governmental Funds ......................................................................................... 17 Reconciliation of the Statement of Revenues, Expenditures, and Changes in Fund Balances of Governmental Funds to the Statement of Activities ........... 18 Statement of Fiduciary Net Position ........................................................................ 19 Notes to the Financial Statements ................................................................................ 20 Required Supplementary Information
Schedule of Revenues, Expenditures, and Changes in Fund Balance – Budget and Actual General Fund ......................................................................... 50 Schedule of WRCOG’s Proportionate Share of the Net Pension Liability and Related Ratios as of the Measurement Date ....................................................... 51 Schedule of Plan Contributions ................................................................................ 52 Schedule of Changes in the Net OPEB Liability and Related Ratios ...................... 53 Schedule of Other Postemployment Benefits Plan Contributions ............................ 54 Notes to the Required Supplementary Information .................................................. 55 112 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
JUNE 30, 2018
TABLE OF CONTENTS, (Continued)
FINANCIAL SECTION, (Continued) PAGE
Supplementary Information
Agency Fund:

Statement of Changes in Fiduciary Assets and Liabilities ........................................ 56

STATISTICAL SECTION (UNAUDITED)
Statistical Section Overview .......................................................................................... 57 Net Position by Component .......................................................................................... 58 Changes in Net Position ................................................................................................ 59 Fund Balance of Governmental Funds ......................................................................... 60 Changes in Fund Balance of Governmental Funds ....................................................... 61 Revenue by Funds ......................................................................................................... 62 Demographic and Economic Statistics for the County of Riverside .............................. 63 Employment Statistics by Industry for Riverside County ............................................... 64 Full-time Equivalent Employees by Function/Program ................................................. 65 113 B3 Attach #3 of 3

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Introductory Section
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USE AFTER INTRO COVER PAGE

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County of Riverside • City of Bonning • City of Beoumont • City of Calimesa • City of Canyon Lake • City of Corona • City of Eastvale • City of Hemet City al Jurupa Valley • City of Lake Elsinore • City of Menifee • City of Moreno Volley • City of Murrieta • City of Norco • City of Perris • City of Riverside City of San Jacinto • City of Temecula • City of Wildomar • Eastern Municipal Water District • Western Municipal Water District • Morongo Bond of Mission Indians • Riverside County Superintendent of Schools
November 5, 2018
To the Western Riverside Council of Governments and Citizens of Western Riverside County:

Letter of Transmittal
The Comprehensive Annual Financial Report for the Western Riverside Council of Governments (WRCOG) for the fiscal year ended June 30, 2018 is hereby submitted in accordance with the provision of Section 6505 of the Government Code of the State of California (the State). The report contains financial statements that have prepared in conformity with generally accepted accounting principles (GAAP) in the United States prescribed for governmental entities.

Responsibility for the accuracy of the data and the completeness and fairness of the presentation, including all disclosures, rests with the management of the Western Riverside Council of Governments (WRCOG). To the best of our knowledge and belief, the enclosed data is accurate in all material respects and is reported in a manner that presents fairly the financial position and changes in financial position of the various funds of WRCOG. All disclosure necessary to enable the reader to gain an understanding of WRCOG's financial activities have been included. Because the cost of an internal control should not exceed the benefits to be derived, the objective is to provide reasonable, rather than absolute assurance, that the financial statements are free of material misstatements.

Rogers, Anderson, Malody & Scott, LLP has issued an unmodified opinion on WRCOG's financial statements for the year ended June 30, 2018. The independent auditor's report is located at the front of the financial section of this report.

The management's discussion _ and analysis (MD&A) immediately follows the independent auditors report and provides a narrative, overview, and analysis of the basic financial statements. The MD&A was designed to complement this letter of transmittal and should be read in conjunction with it.

The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to WRCOG for its CA FR for the fiscal year ended June 30, 2017. In order to be awarded a Certificate of Achievement, a government must publish an easily readable and efficiently organized CA FR. This report must satisfy both GAAP and applicable legal requirements.

Profile of the Government
WRCOG was formed in November 1989 as a California Joint Powers Authority under the Government Code Section 6500 et. seq. of the State of California. WRCOG strives to unify Western Riverside County so that it can speak with a collective voice on important issues that affect its members. Representatives from 17 cities, the County of Riverside, the Eastern and Western Municipal Water Districts, the Riverside County Superintendent of Schools and the Morongo Band of Mission Indians have seats on WRCOG Executive Committee, the group that -i3390 University Avenue, Suite 450 • Riverside, CA 92501 • 19511405-6700 • ww .wrcog.us
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sets policy for the Agency. WRCOG's many areas of activity cover such programs as transportation, energy, community growth and development, and environment.

Major Initiatives
Transportation Uniform Mitigation Fee (TU MF) Program: WRCOG developed and administers the TU MF Program, a multi-jurisdictional fee program that ensures that new development in the subregion does not create additional congestion on regional highways. Fees paid by new residential and non-residential development will contribute to the construction of nearly $3 billion in transportation and transit improvements in Western Riverside County. The TU MF Program will improve more than 3,000 lane miles, improve 47 interchanges, construct 39 bridges and 10 railroad grade separations, provide more than $43 million for regional transit improvements, and nearly $92 million for acquisition of sensitive habitat.

To date, WRCOG has received more than $780 million in TUMF revenue since program inception in 2003. 98 TU M F-funded projects have been completed; 58 projects are currently underway and are receiving TUMF funding, including 4 bridges, 5 grade separations, 14 interchanges, 24 roadway improvements, and 11 transit projects. The TU MF Program has funded and delivered more than $320 million in transportation projects since it began in 2003.

Property Assessed Clean Energy (PACE) Program: In 2011, WRCOG launched the PACE Program, a regional effort that provides financing to residential and commercial property owners to install energy-efficient, renewable energy, and water conservation improvements to homes and businesses in the subregion. The Program is the largest of its kind in the U.S.; for the fiscal year 2017/2018, more than $1.2 billion in applications was approved and over 13,500 residential projects, representing nearly $318 million in funding, were completed. Over the lifetime of the products, these projects are estimated to save over 2 billion kwh of electricity, more than 1 billion gallons of water, and remove an estimated 554,000 tons of greenhouse gas (G HG) emissions. Since implementation of the program, more than $9 billion in applications was approved and over 86,000 residential projects, representing nearly $1.8 billion in funding, were completed. Over the lifetime of the products, these projects are estimated to save over 12 billion kwh of electricity, more than 7 billion gallons of water, and remove an estimated 3.2 million tons of greenhouse gas (GHG) emissions.

Program participants simply complete an application, select a contractor, and make the improvements. Repayment occurs through the owner's annual property tax bill, and in most cases, the assessment stays with the property, to be assumed by the next owner upon sale of the property. The Program is a win-win at numerous levels. For property owners, energy and water conservation improvements will yield reduced utility bills and can improve property values. For Western Riverside County, the Program will create energy savings for the fastgrowing region, reduce GHG emissions associated with energy use, and bring and retain needed jobs for area contractors.

The PACE Program has been so successful that it has now expanded statewide; over 380 jurisdictions throughout California have joined the Program as of the end of the fiscal year.

Used Oil and Filter Collection Program: WRCOG's Regional Used Oil Program helps protect groundwater and the environment from the hazards of improperly disposed motor oil.

WRCOG's Used Oil and Oil Filter Exchange events have been an effective tool in educating and facilitating the proper recycling of used motor oil and used oil filters in various WRCOG -ii118 B3 Attach #3 of 3
jurisdictions. The primary objective of hosting the events is to educate individuals who change their own oil, the Do-lt-Yourselfer (DIYer), promoting the recycling of used oil and oil filters; therefore, an auto parts store is a great venue for educating the DIYer. In addition to promoting used oil I oil filter recycling, WRCOG staff informs the DIYer about the County-wide HHW Collection Program where residents can drop-off other automotive and household hazardous products for free.

Western Riverside Energy Partnership (WREP): This Partnership originally consisted of WRCOG, Southern California Edison, and 12 member jurisdictions. In 2013, Southern California Gas Company joined the Partnership. The Partnership is designed to optimize opportunities for participating jurisdictions to achieve both short- and long-term sustainable energy savings, reduce utility bills, and enhance the level of comfort by retrofitting municipal buildings and facilities. A public outreach program encouraging residents in Western Riverside County to conserve energy is also part of the Partnership.

Clean Cities Coalition (Coalition): WRCOG's Clean Cities Coalition is nationally-recognized for its efforts to promote clean air by encouraging the use of alternative fuel vehicles and development of alternative fuel infrastructure, technologies and education. The Coalition hosts a number of educational forums and conferences, including an annual Environmental Youth Conference which brings together more than 200 middle school students to discuss and learn about sustainable lifestyles.

Solid Waste Cooperative: Under the leadership of the California Department of Resources Recycling and Recovery (CalRecyle), the state is nearly two-thirds of the way towards achieving ambitious waste diversion goals set forth by the Legislature. Since 1990, the partnership of the State, local governments, the waste industry, businesses, environmental groups, and millions of committed Californians has diverted more than 100 million tons of materials from landfills, and nearly 60 cities and counties have already met or exceeded the mandate to cut their trash in half.

Streetlight Program: At the direction of the Executive Committee, WRCOG developed a Regional Streetlight Program that will allow jurisdictions (and Community Service Districts) to purchase streetlights within their boundaries that are currently owned and operated by SCE.

Once the streetlights are owned by the member jurisdiction, the lamps will be retrofitted to Light Emitting Diode (LED) technology to provide more economical operations (i.e., lower maintenance costs, reduced energy use, and improvements in public safety). Local control of the streetlight system provides jurisdictions with opportunities for future revenue generation such as digital-ready networks, and telecommunications and information technology strategies.

The Program seeks to provide cost-efficiencies for local jurisdictions through the purchase, retrofit, and maintenance of streetlights within jurisdictional boundaries, without the need of additional jurisdictional resources. As a regional Program, WRCOG is working with participating jurisdictions to move through the acquisition process, develop financing recommendations, develop and update regional and community-specific streetlight standards, and implement a regional operations & maintenance (O&M) agreement that will enhance the level of service currently provided by SCE.

Sustainability Framework: WRCOG's Sustainability Framework provides the foundation for a healthy communities planning movement in Western Riverside County. Implementation of ideas in the Framework can yield positive co-benefits in health and move the region towards a better quality of life. For example, recently, twelve cities in Western Riverside County joined together to develop a Subregional Climate Action Plan (CAP). The CAP goals include promoting -iii119 B3 Attach #3 of 3
economic development and job growth, energy and cost savings for residents and business owners, water efficiency and conservation, reduction in solid waste, improved air quality, and the promotion of active and healthy communities. The CAP strategies can be uniformly applied, or tailored as needed, for adoption by individual jurisdictions.

Beyond Program: At the end of Fiscal Year 20 14/20 15, WRCOG created a new program titled, "Beyond." For Fiscal Year 20 16/20 17, WRCOG allocated $2.3 million for use by WRCOG member agencies through its "BEYOND" initiative. BEYOND is an economic development and sustainability local assistance funding program intended to help member agencies develop and implement projects that can improve the quality of life in Western Riverside County by addressing critical growth components such as economy, water, education, environment, health, and transportation.

The cornerstone of BEYOND is WRCOG's Economic Development and Sustainability Framework. The Framework was approved by WRCOG's Executive Committee in 20 12, and can be accessed on WRCOG's website at http://ww.wrcog.cog.ca.us/community/sustainability.

It serves, as the title implies, as a framework or guide that members can draw from in developing approaches to improve their communities. The premise of the Framework is that economic development, at its core, is tied to quality of life. While defining "quality of life" may be difficult, there is little debate that major contributing factors include critical components such as education, water, health, transportation, energy, and environment. When attention is given to each of these components, undoubtedly the subregion's quality of life improves, and as such economic desirability improves as well.

Fellowship Program: In February 20 16, the Executive Committee approved the creation of a one-year pilot Public Service Fellowship Program, to be administered by WRCOG in Western Riverside County, in partnership with the University of California, Riverside (UCR), and California Baptist University (CBU). The goal of this Program is to retain local students to fulfill the subregion's need for a robust public sector workforce and to combat the often-mentioned "brain drain" that Riverside County experiences when local students graduate but then leave the region to seek full-time employment elsewhere. The Fellowship Program is geared towards students graduating from UCR and CBU to engage them in career opportunities with local governments and agencies in a way that is mutually beneficial to both the Fellows and the agency.

WRCOG is responsible for general Program administration and oversight, maintaining employment of the Fellows, soliciting interest from local government agencies, serving as the liaison between member agencies and the universities, providing Program funding, and coordinating payment of Fellowship stipends. UCR and CBU are responsible for soliciting interest from students, reviewing applications and conducting interviews, recommending local government agency placements, and communicating regularly with Fellows. WRCOG, UCR, and CBU also provide ongoing training to Fellows on career readiness and other theoretical topics during regular Networking Sessions to support their hands-on work experience. A representative from each University serves as an "advisor" to answer questions from the Fellows or host agencies, monitor the Fellows' performance, handle HR-related issues or complaints in collaboration with WRCOG, and provide needed support to ensure that the Fellowship placement is successful.

Financial Planning
A successful fiscal year always starts during the creation of the budget process. Management staff will begin to gather data and discuss planning of the budget around January of every year. -iv120 B3 Attach #3 of 3
Management will describe their needs in terms of increased line items and justify that with any increases they foresee in revenues for the upcoming fiscal year.

The first time the draft budget is presented publicly at WRCOG's sub-committee level. The Administration & Finance Committee, which is comprised of 11 of WRCOG's Executive Committee members, will review and discuss the budget, usually at its March or April meeting and make any recommendations and have it forwarded on to the Technical Advisory Committee (TAC), which is comprised of the City Managers and Agency Directors of WRCOG's member agencies. This meeting of the TAC usually occurs within the same month as the Administration & Finance Committee. After it is recommended for approval, the budget's next stop is at WRCOG's Executive Committee meeting (usually in June). Once approved by the Executive Committee, the budget is approved by the General Assembly. The General Assembly is usually held at an off-site location and generally on the fourth Thursday of every June. The General Assembly is comprised of a majority of all City Councils, County Board of Supervisors, and other Board Members that represent WRCOG.

The budget itself is presented at the function level. It is displayed as follows: general government, transportation, energy, and environment. With the exception of the general government, each function is self-sufficient and able to fund its own expenditures through revenue generated. The general government; however, does not bring in enough revenue to cover all of the expenditures such as rent, legal, consulting, and payroll, and because of this, must charge overhead to offset the difference. The overhead is calculated during the budget process and allocated to each function in the most equitable method possible. This is usually based on the amount of revenue generated as a percentage of the total agency revenue.

The creation of the budget entries is part of the internal control process. One member of the Fiscal staff is to enter the journal, while another member approves. WRCOG's IT consulting firm is the only member of WRCOG that is allowed to assign functions within the accounting system. The goal of creating internal controls is to ensure that one person cannot create, approve, and issue a check, wire, or any other sensitive piece of information. WRCOG follows the policy that at least two, if not three, signatures are required to approve any check requests and the amount must be verified against the approved budget to ensure there are sufficient funds available to expend.

The Executive Committee of WRCOG has provided outstanding leadership and has provided staff with excellent resources, which are reflected in the programs delivered to the various members. WRCOG continues to be counted on to provide regional perspective while respecting local control.

WRCOG's Executive Committee approves all financial policies relevant to every aspect of the agency's accounting and as such, none of the policies approved during the year, or in year's past, had a significant impact on the current period's financial statements.

Awards and Acknowledgments
The Government Finance Officers Association of the United States and Canada (G FOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to Western Riverside Council of Governments for its comprehensive annual financial report for the fiscal year ended June 30, 20 17. This was the fifth consecutive year that the government has achieved this prestigious award. In order to be awarded a Certificate of Achievement, a government must publish an easily readable and efficiently organized comprehensive annual -v121 B3 Attach #3 of 3
financial report. This report must satisfy both generally accepted accounting principles and applicable legal requirements.

A Certificate of Achievement is valid for a period of one year only. We believe that our current comprehensive annual financial report continues to meet the Certificate of Achievement Program's requirements, and we are submitting it to the GFOA to determine its eligibility for another certificate.

Sincerely,
Andrew Ruiz
Interim Chief Financial Officer
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-viiiWestern Riverside Council of Governments
List of Principal Officials
As of June 30, 2018
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-ix125 B3 Attach #3 of 3
Financial Section
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-2-
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.

Opinions
In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities, each major fund and the aggregate remaining fund information of WRCOG as of June 30, 2018, and the respective changes in financial position thereof for the year then ended in conformity with accounting principles generally accepted in the United States of America.

Emphasis of a Matter
Change in Accounting Principle
As discussed in Note 1 of the financial statements, the Western Riverside Council of Governments adopted the provisions of GASB Statement No. 75, Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions (OPEB). Our opinion is not modified with respect to this matter.

The cumulative effects of applying the provisions of GASB Statement No. 75 have been reported as a restatement of beginning net position for the year ended June 30, 2018 in accordance with the Statement.

Other Matters
Required Supplementary Information
Accounting principles generally accepted in the United States of America require that the management's discussion and analysis, schedule of revenues, expenditures, and changes in fund balance – budget and actual general fund, schedule of WRCOG’s proportionate share of the net pension liability and related ratios as of the measurement date, schedule of plan contributions, schedule of changes in the net OPEB liability and related ratios, and schedule of other postemployment benefits plan contributions be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained 129 B3 Attach #3 of 3
-3-
during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.

Other Information
Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise WRCOG's basic financial statements. The introductory and statistical sections are presented for purposes of additional analysis and are not a required part of the basic financial statements. The introductory and statistical sections have not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on them.

Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated November 5, 2018, on our consideration of WRCOG’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering WRCOG’s internal control over financial reporting and compliance.

San Bernardino, California
November 5, 2018
130 B3 Attach #3 of 3

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131 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-4-
This section of the Western Riverside Council of Governments (WRCOG) Comprehensive Annual Financial Report presents a narrative overview and analysis of WRCOG’s financial activities for the fiscal year ended June 30, 2018. Management encourages readers to consider the information presented here in conjunction with the Letter of Transmittal.

OVERVIEW OF THE FINANCIAL STATEMENTS
This management’s discussion and analysis (MD&A) is intended to serve as an introduction to WRCOG’s basic financial statements. WRCOG’s basic financial statements include three components:
 Government-Wide Financial Statements
 Fund Financial Statements
 Notes to the Basic Financial Statements
The following required supplemental information has been included in this report:
 Schedule of Revenues, Expenditures, and Changes in Fund Balance – Budget and Actual – General Fund
 Schedule of WRCOG’s Proportionate Share of the Net Pension Liability and Related Ratios as of the Measurement Date
 Schedule of Plan Contributions
 Schedule of Changes in the Net OPEB Liability and Related Ratios  Schedule of Other Postemployment Benefits Plan Contributions The following supplemental information has been included in this report:
 Statement of Changes in Fiduciary Assets and Liabilities – Agency Funds  Statistical Section
Government-Wide Financial Statements are designed to provide readers with a broad overview of WRCOG finances in a manner similar to private-sector business.

The Statement of Net Position presents information on all of WRCOG’s assets and deferred outflows of resources as well as liabilities and deferred inflows of resources, with the difference reported as net position. Over time, increases or decreases in net position serve as a useful indicator of whether the financial position of WRCOG is improving or declining.

The Statement of Activities presents information showing how WRCOG’s net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of the related cash flows. Thus, revenues and expenses are reported in this statement for some items that will result in cash flows in future fiscal periods (such as revenues pertaining to uncollected TUMF fees or expenses pertaining to earned but unused vacation and sick leave). 132 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-5-
Fund Financial Statements only utilizes governmental funds. The focus of governmental fund financial statements is on major funds. Major funds are determined based on minimum criteria set forth by the Governmental Accounting Standards Board (GASB). Like other state and local governments, WRCOG uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. Fund accounting is also used to aid financial management by segregating transactions related to certain government functions or activities. A fund is a separate accounting entity with a self-balancing set of accounts.

Governmental Funds are used to account for essentially the same functions as governmental activities in the government-wide financial statements. Unlike the government-wide financial statements, governmental fund financial statements often have a budgetary orientation, are prepared on the modified accrual basis of accounting, and focus primarily on the sources, uses, and balances of current financial resources.

Because the focus of governmental funds is narrower than that of the governmental-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the government-wide financial statements. By doing so, readers may better understand the long-term impact of the government’s near-term financing decisions. The governmental funds’ balance sheet and statement of revenues, expenditures, and changes in fund balances are accompanied by reconciliation to the government-wide financial statements in order to facilitate comparison between governmental funds and governmental activities.

WRCOG maintains two major governmental funds organized to their type (general and special revenue). The governmental fund statements present the financial information of each major fund in separate columns.

Notes to the Basic Financial Statements provide additional information other than that displayed on the face of the financial statements and are essential for the fair presentation of the financial information in the government-wide and fund financial statements.

Required Supplementary Information, in addition to this MD&A, presents schedules of the proportionate share of net pension liability, schedule of plan contributions, schedule of changes in net OPEB liability, schedule of OPEB contributions, plus budget and actual information.

FINANCIAL HIGHLIGHTS
 Total net position of WRCOG was $30.7 million and consisted of net investment in capital assets of $413 thousand, restricted net position of $22.2 million, and unrestricted net position of $8.1 million.
 At June 30, 2018, WRCOG’s assets of $99.4 million plus deferred outflows of resources of $1.4 million exceeded its liability of $69.1 million and deferred inflows of resources of $1 million resulting in a net position of $30.7 million. 133 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-6-

GOVERNMENT-WIDE FINANCIAL ANALYSIS
Analysis of Net Position – Net Position may serve as a useful indicator of a government’s financial position. At the end of the current fiscal year, WRCOG reported positive net position, with total assets and deferred outflows of resources exceeding liabilities and deferred inflows of resources by $30.7 million.

Net pension liability is the amount needed to fully fund WRCOG’s defined benefit plan. The net pension liability at June 30, 2017 was $2.3 million and increased to $2.7 million at June 30, 2018.

Deferred outflows of resources represent a consumption of net position that applies to a future period and so will not be recognized as an outflow of resources until then. WRCOG reports deferred outflows related to pensions and OPEB.

Deferred inflows of resources represent an acquisition of net position that applies to a future period and so will not be recognized as an inflow of resources until that time. WRCOG reports deferred inflows also related to pensions and OPEB.

The table below provides summarized data from the Statement of Net Position for WRCOG as of June 30, 2018, as compared to the prior year:

Statement of Net Position
As of June 30
2018 2017
Current and other assets $ 99,035,034 $ 83,485,828
Capital assets being depreciated 413,343 93,875
Total Assets 99,448,377 83,579,703
Deferred Outflows of Resources 1,428,977 1,197,115
Current and other liabilities 49,598,809 60,958,537
Long-term obligations 19,506,926 19,370,537
Total Liabilities 69,105,735 80,329,074
Total Deferred Inflows or Resources 1,015,899 109,364
Net Position:

Net investment in capital assets 413,343 93,875
Restricted 22,211,582 11,702
Unrestricted 8,130,795 4,232,803
Total Net Position $ 30,755,720 $ 4,338,380
134 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-7-
WRCOG’s total net position increased by 609%, or $26.4 million, during fiscal year 2017-2018 compared to the prior year’s decrease of $31.6 million. The increase in net position was mostly due to an increase in cash due to the TUMF revenue collections. Total liabilities decreased 14%, or $11.2 million, during fiscal year 2017-2018 compared to the prior year, mostly due to the increase in TUMF revenues over what was anticipated. TUMF project liabilities are programmed according to the anticipated revenue on the Transportation Improvement Plan (TIP). As such, the TIP assumed less projects to be programmed in the current fiscal year.

Current assets increased from $83.6 million in FY 2016/2017 to $99.4 million, or 19%. This increase in current assets is attributable to the difference in TUMF revenues received over projects completed and paid out. Below are the three components of net position and their respective fiscal year-end balances:
 Net Investment in Capital Assets represents 1.3%, or $413 thousand of WRCOG’s total net position for fiscal year 2017-2018 compared to 2.2%, or $94 thousand, for fiscal year 2016-2017. The decrease is attributable to the depreciation of existing capital assets.
 Restricted net position accounts for 72.2%, or $22.2 million, of WRCOG’s total net position for fiscal year 2017-2018 compared to 0.3%, or $11.7 thousand, for fiscal year 2016-2017. This component of net position represents external restrictions imposed by creditors, grantors, contributors, or laws and regulations of other governments and restrictions imposed by law through constitutional provisions or enabling legislation. All of the restricted net position applies to TUMF as the administration plan requires that WRCOG hold the funds until a Zone has an opportunity to claim use of the funds through the Transportation Improvement Process (TIP). The jurisdiction located within that particular zone must demonstrate it has expended its own funds and is requesting reimbursement and has provided the appropriate supporting documentation.  Unrestricted net position accounts for 26.4%, or $8.1 million, of WRCOG’s total net position for fiscal year 2017-2018 compared to 97.6% or $4.2 million for fiscal year 2016- 2017. This component of WRCOG’s total net position may be used to meet WRCOG’s ongoing obligations to creditors.

Governmental Activities
Revenues: WRCOG’s governmental activities rely on the following sources of revenue to finance ongoing operations:
 General revenue related to governmental activities primarily consists of fees, other revenues, and investment earnings. Investment earnings increased from $(13) thousand to $274 thousand due to an improving economy and increased interest rate yields.
 Charges for services are revenues received related to the sponsorship of the PACE Program. WRCOG receives 1.463% of the amount financed for its participation in the program. In addition, the PACE Program recording fees are included in the revenue balance.
135 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-8-
 Operating grants and contributions increased by $24.8 million, or 56.6%, from $43.7 million in fiscal year 2016-2017 to $68.6 million in the current fiscal year. This increase was due to more TUMF revenues collected during the Fiscal Year. Total expenses decreased from $84.7 million to $47.3 million due to a decreased amount of PACE expenses and TUMF project reimbursements paid out.
 Operating Grants and Contributions are revenues received from parties outside of WRCOG, such as state agencies, and are generally restricted to one or more specific programs. TUMF revenue is the largest governmental activities program revenue with $51.3 million recognized during the year, as compared to $42.2 million for fiscal year 2016-20167, which represents an increase of 21% or $9 million.

Expenses: Total program expenses for governmental activities were $47.3 million for the current fiscal year, a decrease of 44.2%, or $37.4 million compared to prior fiscal year of $84.7 million. The decrease in expenses is mostly attributable to a lesser amount of TUMF Projects that were reimbursed during the fiscal year, as well as a decrease in PACE related expenses.

The following table provides information from the Statement of Activities for WRCOG for the fiscal year 2017-2018, as compared to the prior year:

STATEMENT OF ACTIVITIES
For the Fiscal Year Ended June 30
Increase Percent
Percent (Decrease) Increase
2018 of Total 2017 From 2017 (Decrease)
Revenues
Program revenues:

Charges for services $ 6,003,534 8.0% $ 9,316,452 $ (3,312,918) -35.6% Operating grants and contributions 68,566,122 91.6% 43,773,262 24,792,860 56.6% General revenues: -
Other revenues - 0.0% - - 0.0%
Investment earnings 273,559 0.4% (12,645) 286,204 -2263.4% Total revenues 74,843,215 100.0% 53,077,069 21,766,146 41.0% Expenses
General government 5,416,418 11.5% 4,028,482 $ 1,387,936 34.5% Transportation 34,971,790 73.9% 74,542,061 (39,570,271) -53.1% Energy 6,333,946 13.4% 5,622,980 710,966 12.6%
Environmental 570,687 1.2% 513,137 57,550 11.2%
Total expenses 47,292,841 100.0% 84,706,660 (37,413,819) -44.2% Change in Net Position 27,550,374 (31,629,591) 59,179,965 Net Position, Beginning of Year 3,205,346 35,967,971 (32,762,625) Net Position, End of Year $ 30,755,720 $ 4,338,380 $ 26,417,340 608.9% 136 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-9-

FINANCIAL ANALYSIS OF FUND STATEMENTS
As previously noted, WRCOG uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements.

Governmental Funds
The focus of WRCOG’s governmental funds is to provide information on the sources, uses, and balances of spendable resources. Such information is useful in assessing WRCOG’s short-term financial requirements. In particular, the total fund balance less the non-spendable amount may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. Types of governmental funds reported by WRCOG include the General and Special Revenue Funds.

The General Fund is the chief operating fund for WRCOG. At the end of the current fiscal year, the General fund’s total fund balance was $11.3 million, as compared to $12.6 million for the prior fiscal year. The decrease of $1.3 million, or (10%), was mostly a result of the decreased revenues in the PACE programs. The PACE Programs have experienced a decline in revenues and volumes in FY 2017/2018 due to market saturation and other PACE providers entering the market. WRCOG is also funding its Streetlight Program and CCA Program out of its General Fund, which is expected to be paid back once the programs become self-sustaining. As a measure of the General Fund’s liquidity, it is useful to compare both total fund balance and spendable fund balance to total fund expenditures. The non-spendable portion of fund balance was $44 thousand; the assigned portion was $3,048,598, which included the BEYOND Program of $2,533,866 and the Fellowship Program of $514,732, and the unassigned portion at $8.2 million. The current year’s unassigned fund balance is 72% of the total general fund expenditures of $11.4 million, as compared to 89% of the total general fund expenditures for fiscal year 2016-2017. The total fund balance of the General fund for the current year is 101% of the total general fund expenditures as compared to 125% for the prior year. 137 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-10-

GENERAL FUND FINANCIAL ANALYSIS
Revenues for the General Fund, including comparative amounts from the preceding year are shown in the following tabulation:

Increase Percent
Percent (Decrease) Increase
2018 of Total 2017 From 2017 (Decrease)
Revenues
Intergovernmental $ 931,500 9.2% $ 1,145,570 $ -18.7% (214,070) TUMF mitigation fees 2,056,285 20.3% 1,689,574 21.7% 366,711 PACE fees 5,684,817 56.0% 9,028,003 (3,343,186) -37.0%
Other revenues 1,448,287 14.3% 894,488 553,799 61.9%
Investment income 22,819 0.2% 261 22,558 8642.9%
Total revenues $ 10,143,708 100% $ 12,757,896 $ (2,614,188) -20.5% The decrease in intergovernmental revenue was mainly due to a decrease in funds received from WRCOG’s Used Oil Program. TUMF mitigation fees were higher because more permits were issued during the fiscal year resulting in an increased amount of revenue from the TUMF program. PACE fees decreased significantly due to market saturation and other PACE providers entering the market. Lastly, investment income increased in the general fund due to an improving economy and increased interest rate return.

Expenditures for the General fund, including comparative amounts from the preceding year, are shown in the following tabulation:

Increase Percent
Percent (Decrease) Increase
2018 of Total 2017 From 2017 (Decrease)
Expenditures
General government $ 4,493,570 39.4% $ 3,965,880 $ 527,690 13.3% Energy 6,336,292 55.6% 5,632,488 703,804 12.5%
Environmental 570,687 5.0% 513,137 57,550 11.2%
Total expenditures $ 11,400,549 100.0% $ 10,111,505 $ 1,289,044 12.7% The increase in expenditures in the General Government was due to the increase in payroll related costs such as benefits to both current and retired employees and the rising cost of pensions. Expenditures in Energy increased primarily due to increased funding of projects such as the Streetlight Program and Community Choice Aggregation (CCA) Program. In addition, the PACE program expenditures increased since the program has gone statewide, but have since dropped during the fiscal year due to market saturation. Lastly, The Environmental Program experienced an increase in expenditures mostly due to an increase in employees for this department.
138 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-11-

GENERAL FUND BUDGETARY HIGHLIGHTS
Differences exist between final budgeted amounts versus actual mostly due to the timing in which the fourth quarter budget amendments are taken to WRCOG’s Administration & Finance Committee. To be finalized for year end, the fourth quarter amendments are presented at the July Administration & Finance Committee and approved at the August Executive Committee meeting.

Because of this timing, each category of the budget for revenue has some variation with the largest occurring with the intergovernmental revenues. When the final budget was presented to the Executive Committee, it was anticipated revenues in the General Fund would be $9.9 million; however, the actual amount was only $10.1 million, leaving a variance of $238 thousand.

On the expenditure side for the General Fund, it was anticipated expenditures would be $18.1 million; however, actual expenditures were only $11.4 million, leaving a variance of $6.7 million.

This was mostly due to the WRCOG BEYOND Program grant, which does not match up with WRCOG’s Fiscal Year. The grant year causes expenditures to be carried forward into the next Fiscal Year.

CAPITAL ASSETS AND LONG TERM OBLIGATIONS
As of June 30, 2018, WRCOG had capital assets of $413,343, net of accumulated depreciation, invested in mostly office items such as furniture, computers, office improvements, and vehicles.

Additional information to WRCOG’s capital assets can be found on Note 4 to the financial statements.

Long-term liabilities have increased from $20 million in FY 2016/2017, to $19.5 million in FY 2017/2018, or an increase of 0.66%. The increase in long-term liabilities can mostly be attributed to an increase in pension liabilities.

Additional information to WRCOG’s long-term liabilities can be found on Note 5 to the financial statements

ECONOMIC FACTORS AND OTHER FACTORS
On June 22, 2018 WRCOG adopted the fiscal year 2018/2019 budget. The budget is presented by function, which includes: Administration, Transportation, Energy, and Environmental.

Expenditures have shifted in that now the majority of budgeted expenditures are now in the Energy category because of the need for consulting services, payroll, and recording fees. The TUMF program, saw an increase in revenues of 21.7% in Fiscal Year 2017/2018. Leading economic indicators suggest that the housing market has stabilized, which has helped balance the WRCOG budget.
139 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Management’s Discussion and Analysis
For the Year Ended June 30, 2018
-12-
CONTACTING WRCOG’S MANAGEMENT
This financial report is designed to provide a general overview of WRCOG’s finances for all those with an interest in the government’s finances and to show WRCOG’s accountability for the money it receives. Questions concerning any of the information provided in this report or requests for additional information should be addressed to the Interim Chief Financial Officer, Finance Department at Western Riverside Council of Governments, 3390 University Avenue, Suite 450, Riverside, California 92501.
140 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statement of Net Position
June 30, 2018
The accompanying notes are an integral part of these financial statements -13-
Governmental
Activities
ASSETS
Cash and investments 92,386,043 $
Receivables:

Grants 880,095
Interest 4,707
Mitigation fees receivable 5,718,550
Due from other governments 1,780
Prepaid items 43,859
Capital assets, net of accumulated depreciation 413,343 Total Assets 99,448,377

DEFERRED OUTFLOWS OF RESOURCES
Deferred amounts related to pensions 1,192,341
Deferred amounts related to OPEB 236,636
Total Deferred Outflows of Resources 1,428,977

LIABILITIES
Accounts payable 2,954,909
Due to other governments 46,333,735
Accrued wages and benefits 89,286
Unearned revenue 220,879
Non-current liabilities:

Due within one year 25,240
Due in more than one year:

Compensated absences 227,162
TUMF liabilities 15,898,755
Net pension liability 2,689,185
Net OPEB liability 666,584
Total Liabilities 69,105,735

DEFERRED INFLOWS OF RESOURCES
Deferred amounts related to pensions 83,799
Deferred amounts related to OPEB 932,100
Total Deferred Inflows of Resources 1,015,899

NET POSITION
Net investment in capital assets 413,343
Restricted for:

Transportation Uniform Mitigation Fee Program 22,199,849 Foundation 11,733
Unrestricted 8,130,795
Total Net Position $ 30,755,720
141 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statement of Activities
For the Fiscal Year Ended June 30, 2018
The accompanying notes are an integral part of these financial statements -14-
Net (Expense)
Revenue and
Changes in
Net Position
Charges Operating
for Grants and Governmental
Functions/Programs Expenses Services Contributions Activities Primary Government:

Governmental activities:

General government 5,416,418 $ - $ $ 567,640 $ (4,848,778) Transportation 34,971,790 - 67,483,341 32,511,551
Energy 6,333,946 6,003,534 - (330,412)
Environmental 570,687 - 515,141 (55,546)
Total Governmental Activities 47,292,841 $ $ 6,003,534 $ 68,566,122 $ 27,276,815 General Revenues:

Investment income 273,559
Total General Revenues 273,559
Change in Net Position 27,550,374
Net Position, Beginning of Year, as restated (Note 16) 3,205,346 Net Position, End of Year $ 30,755,720
Program Revenues
142 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Balance Sheet – Governmental Funds
June 30, 2018
The accompanying notes are an integral part of these financial statements -15-
Non
Major
Special Fund Total
General Revenue WRCOG Governmental
Fund TUMF Foundation Funds
ASSETS
Cash and investments $ 12,695,327 $ 79,678,983 $ 11,733 $ 92,386,043 Receivables:

Grants 880,095 - - 880,095
Interest 9 4,698 - 4,707
Mitigation fees receivable - 5,718,550 - 5,718,550
Due from other governments 1,780 - - 1,780
Prepaid items 43,859 - - 43,859
Advances to other funds - 777,687 - 777,687
Total Assets $ 13,621,070 $ 86,179,918 $ 11,733 $ 99,812,721 Liabilities
Accounts payable $ 1,207,330 $ 1,747,579 $ - $ 2,954,909 Due to other governments - 46,333,735 46,333,735 -
Accrued wages and benefits 89,286 - - 89,286
Unearned revenue 220,879 - - 220,879
Advances from other funds 777,687 - - 777,687
Total Liabilities 2,295,182 48,081,314 50,376,496 -
Fund Balances
Nonspendable:

Prepaid items 43,859 - - 43,859
Restricted:

Transportation projects - 38,098,604 38,098,604
Foundation - - 11,733 11,733
Assigned:

BEYOND Program 2,533,866 - - 2,533,866
Fellowship Program 514,732 - - 514,732
Unassigned 8,233,431 - - 8,233,431
Total Fund Balances 11,325,888 38,098,604 11,733 49,436,225 Total Liabilities and Fund Balances 13,621,070 $ $ 86,179,918 $ 11,733 $ 99,812,721

LIABILITIES AND FUND BALANCES
Major Funds
143 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Reconciliation of the Balance Sheet of Governmental Funds to the Statement of Net Position
June 30, 2018
The accompanying notes are an integral part of these financial statements -16-
Total fund balances - Governmental Funds $ 49,436,225
Capital assets, net of accumulated depreciation used in governmental activities, are not current financial resources and therefore are not reported in the funds. 413,343
Non-current liabilities are not due and payable in the current period and therefore are not reported in the funds.

Compensated absences (252,402)
TUMF liabilities (15,898,755)
Net pension liability (2,689,185)
Net OPEB liablility (666,584)
Deferred outflows and inflows of resources are not reported in the governmental funds:

Deferred amounts related to pensions 1,108,542
Deferred amounts related to OPEB (695,464)
Net Position of Governmental Activities $ 30,755,720
Amounts reported for governmental activities in the statement of net position are different because:
144 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statement of Revenues, Expenditures, and Changes in Fund Balances – Governmental Funds
For the Fiscal Year Ended June 30, 2018
The accompanying notes are an integral part of these financial statements -17-
Non
Major
Special Fund Total
General Revenue WRCOG Governmental
Fund TUMF Foundation Funds

REVENUES
Intergovernmental $ 931,500 $ - $ - $ 931,500
TUMF mitigation fees 2,056,285 49,248,746 51,305,031 -
PACE fees 5,684,817 - 5,684,817 -
Other revenues 1,448,287 15,200,000 20 16,648,307
Investment income (loss) 22,819 250,730 11 273,560
Total Revenues 10,143,708 64,699,476 74,843,215 31

EXPENDITURES
Current:

General government 4,493,570 - 4,493,570 -
Transportation 35,974,673 - 35,974,673 -
Energy 6,336,292 - 6,336,292 -
Environmental 570,687 - - 570,687
Total Expenditures 11,400,549 35,974,673 47,375,222 -
Net Change in Fund Balances (1,256,841) 28,724,803 27,467,993 31 Fund Balances, Beginning of Year 12,582,729 9,373,801 11,702 21,968,232 Fund Balances, End of Year $ 11,325,888 $ 38,098,604 $ 11,733 $ 49,436,225 Major Funds
145 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Reconciliation of the Statement of Revenues, Expenditures, and Changes in Fund Balances of Governmental Funds to the Statement of Activities For the Fiscal Year Ended June 30, 2018
The accompanying notes are an integral part of these financial statements -18-
Net change in fund balances - total governmental funds $ 27,467,993 Governmental funds report capital outlays as expenditures.

However, in the statement of activities, the cost of those assets is allocated over their estimated useful lives and reported as depreciation expense. This is activity is reconciled as follows:

Cost of assets capitalized, at net book value 406,618
Depreciation expense (87,150)
The payment of amounts pursuant to long-term TUMF agreements is recorded as an expenditure in the governmental funds. This transaction does not have an effect on the net position in the government-wide financial statements. 1,000,000
Some expenses reported in the Statement of Activities do not require the use of current financial resources and therefore are not reported as expenditures in governmental funds.

Net change in compensated absenses (77,668)
Increase in net OPEB liability (788,073)
Pension expense net adjustment (371,346)
Change in Net Position of Governmental Activities $ 27,550,374 Amounts reported for governmental activities in the statement of activities are different because:
146 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statement of Fiduciary Net Position
June 30, 2018
The accompanying notes are an integral part of these financial statements -19-
Agency
Fund
ASSETS
Cash and investments 1,833,961 $

LIABILITIES
Deposits payable 1,833,961 $
147 B3 Attach #3 of 3

THIS PAGE INTENTIONALLY LEFT BLANK
148 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-20-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A. Reporting Entity
The Western Riverside Council of Governments (WRCOG) was formed in 1989 under the California Government Code Section 6500 et. seq. WRCOG is a special district governed by twenty-four Executive Committee Members consisting of seventeen members from the cities in Western Riverside County (excluding the City of Beaumont), four Riverside County Supervisors, two members, each from the Eastern and Western Municipal Water Districts, and one member from the Riverside County Superintendent of Schools.

Accounting principles generally accepted in the United States of America require that these financial statements present the accounts of WRCOG and any of its component units.

Component units are legally separate entities for which WRCOG is considered to be financially accountable or otherwise has a relationship, which is such that the exclusion of the entity would cause the financial statements to be misleading. Blended component units are considered, in substance, part of WRCOG’s operations so the accounts of these entities are to be combined with the data of WRCOG. Component units, which do not meet these requirements, are reported in the financial statements as discrete units to emphasize their separate legal status.

Blended Component Unit
WRCOG Supporting Foundation (the Foundation). WRCOG has created a foundation to support its mission and objectives under IRC 509(a)(3) as an organization that is supervised and controlled in connection with a publicly supported organization. All contributions to the Foundation are exempt under section 501(c)(3) of the Internal Revenue Code. WRCOG executive committee members are the governing board of the Foundation, and management of WRCOG has operational responsibility for the component unit. The Foundation is reported as a separate nonmajor fund in these financial statements.

B. Basis of Presentation
WRCOG’s basic financial statements are prepared in conformity with accounting principles generally accepted in the United States of America. The Governmental Accounting Standards Board is the acknowledged standard setting body for establishing accounting and financial reporting standards followed by governmental entities in the United States of America.

These statements require that the financial statements described below be presented.

Government-wide Financial Statements. The Statement of Net Position and the Statement of Activities report information on all activities of WRCOG. All fiduciary activities are reported only in the fund financial statements.

The effect of interfund activity has been removed from the government-wide financial statements. Governmental activities are supported by fees, taxes, and intergovernmental revenues.
149 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-21-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, (Continued) B. Basis of Presentation, Continued
The statement of activities demonstrates the degree to which the direct expenses of a given function or segment are offset by program revenues. Direct expenses are those that are clearly identifiable with a specific function or segment. Program revenues include grants and contributions that are restricted to meeting the operational or capital requirements of a particular function or segment. General assembly revenues and other items that do not meet the definition of program revenues are reported instead as general revenues.

Fund Financial Statements. Major individual governmental funds are reported as separate columns in the fund financial statements.

C. Measurement Focus and Basis of Accounting
The government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned, and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Grants and similar items are recognized as revenue in the fiscal year in which all eligibility requirements imposed by the provider have been satisfied.

Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when measurable and available. WRCOG considers all revenues reported in the governmental funds to be available if they are collected within 60 days after year end, except for cost reimbursement based grants where due to the nature of these grants 180 days after year end is used. Expenditures are generally recorded when a liability is incurred, as under accrual accounting. However debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. General capital asset acquisitions are reported as expenditures in governmental funds.

D. Fund Classifications
WRCOG reports the following major governmental funds:

General Fund. The general fund is WRCOG’s primary operating fund. It accounts for all financial resources of WRCOG, except those required to be accounted for in another fund.

Transportation Uniform Mitigation Fees (TUMF) Special Revenue Fund. This fund is used to account for the proceeds of Transportation Uniform Mitigation Fees which are legally restricted to expenditures for specified purposes.
150 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-22-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, (Continued) D. Fund Classifications, Continued
Additionally, WRCOG reports the following fiduciary fund:

Agency Fund. WRCOG’s agency fund is used to account for deposits relating to the payoff of Property Assessed Clean Energy (PACE) program loans. Agency funds are custodial in nature (assets equal liabilities) and do not involve the recording of revenues and expenses.

E. Financial Statement Elements
(1) Cash and Investments
Investments are reported in the accompanying balance sheet at fair value, except for nonnegotiable certificates of deposit and investment contracts that are reported at cost. These investments are not transferrable, and they have terms that are not affected by changes in market interest rate. Investment income includes interest earnings and the net increase (decrease) in fair value of investments. WRCOG categorized the fair value measurements for its investments based on the hierarchy established by generally accepted accounting principles. The fair value hierarchy, which has three levels, is based on the valuation inputs used to measure fair value: Level 1 inputs are quoted prices in active markets for identical assets; Level 2 inputs are significant other observable inputs; Level 3 inputs are significant unobservable inputs.
(2) Interfund Balances and Transfers
Activities between funds that are representative of lending and borrowing arrangements outstanding at year end are referred to as advances to/from other funds. (3) Capital Assets
Capital assets, which include furniture and computers, are reported in the government-wide financial statements. WRCOG defines capital assets as assets with an initial, individual cost of more than $1,000 and an estimated useful life of more than one year. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at acquisition value at the date of donation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. Capital assets are depreciated using the straight-line method over the estimated useful lives varying from five to ten years. 151 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-23-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, (Continued) E. Financial Statement Elements, Continued
(4) Compensated Absences
A total of 10 days of vacation per year may be accumulated by each employee with three years of service, 15 days with four years of service, and 20 days with ten or more years of service. However, employees are not paid for their accumulated sick leave upon retirement until they have been employed for five years, at which time 50% of accumulated sick leave hours in excess of 240 hours is paid out. WRCOG accrued a liability for compensated absences, which meets the following criteria:
 WRCOG’s obligation relating to employees’ rights to receive compensation for future absences is attributable to employees’ services already rendered,  The obligation relates to rights that vest or accumulate,  Payment of the compensation is probable,
 The amount can be reasonably estimated.

Compensated absences not expected to be liquidated with expendable available financial resources are reported in the government-wide financial statements. (5) Fund Balance – Governmental Funds
The following fund balance classifications describe the relative strength of the spending constraints on WRCOG's fund balances:
 Nonspendable fund balance – amounts that cannot be spent either because they are in nonspendable form or because they are legally or contractually required to be maintained intact.
 Restricted fund balance – amounts constrained to specific purposes by their providers (such as grantors, contributors, or laws or regulations of other governments).
 Committed fund balance – amounts constrained to specific purposes by WRCOG itself, using its highest level of decision-making authority (i.e., Executive Committee ordinance). To be reported as committed, amounts cannot be used for any other purpose unless WRCOG takes the same highest level action to remove or change the constraint.
 Assigned fund balance – amounts WRCOG intends to use for a specific purpose.

Intent is expressed by the Executive Committee.
 Unassigned fund balance – amounts that are available for any purpose. Positive amounts can only be reported in the general fund.
152 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-24-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, (Continued) E. Financial Statement Elements, Continued
(5) Fund Balance – Governmental Funds, Continued
When an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available, WRCOG considers restricted funds to have been spent first. When an expenditure is incurred for which committed, assigned, or unassigned fund balances are available, WRCOG considers amounts to have been spent first out of committed funds, then assigned funds, and finally unassigned funds, as needed, unless the Executive Committee or management has provided otherwise in its commitment or assignment actions. (6) Estimates
The preparation of these financial statements requires management to make estimates and assumptions. Those estimates and assumptions affect the reported amounts and the disclosures. Actual results could differ from those estimates. (7) Pensions
Information about the fiduciary net position of WRCOG’s California Public Employees Retirement System (CalPERS) Plan and additions to/deductions in the Plan’s fiduciary net position have been determined on the same basis as reported by CalPERS. This includes the measurement of pension expense and the net pension liability and deferred outflows/inflows of resources related to pensions. Benefit payments, including refunds of employee contributions, are recognized when due and payable in accordance with the benefit terms.

Investments are reported at fair value.
(8) Other Post-Employment Benefit (OPEB)
For purposes of measuring the net OPEB liability, deferred outflows of resources and deferred inflows of resources related to OPEB, and OPEB expense, information about the fiduciary net position of the WRCOG'S plan (OPEB Plan) and additions to/deductions from the OPEB Plan’s fiduciary net position have been determined on the same basis. For this purpose, benefit payments are reported at fair value.

Generally accepted accounting principles require that the reported results must pertain to liability and asset information within certain defined timeframes. For this report, the following timeframes are used:

Valuation Date: June 30, 2017
Measurement Date: June 30, 2017
Measurement Period: June 30, 2016 to June 30, 2017
153 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-25-
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, (Continued) E. Financial Statement Elements, Continued
(9) Deferred Outflows and Inflows of Resources
In addition to assets, the statement of net position will sometimes report a separate section for deferred outflows of resources. Deferred outflows of resources represents a consumption of net position that applies to a future period and so will not be recognized as an outflow of resources until then. The government only has one item that qualifies for reporting in this category: deferred amounts related to pensions.

In addition to liabilities, the statement of net position will sometimes report a separate section for deferred inflows of resources. Deferred inflows of resources represents an acquisition of net position that applies to a future period and so will not be recognized as an inflow of resources until that time. The government has only one type of item of this: deferred amounts related to pensions. For the fund level statements, deferred inflows of resources represent unavailable resources.
(10) Implementation of New Pronouncement
The Governmental Accounting Standards Board (GASB) has issued Statement No. 75, Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions (OPEB). The primary objective of this Statement is to improve accounting and financial reporting by state and local governments for other postemployment benefits. This statement establishes standards for measuring and recognizing liabilities, deferred outflows of resources, and deferred inflows of resources, and expenses. 154 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-26-
NOTE 2 – CASH AND INVESTMENTS
Cash and investments at June 30, 2018, are classified in the accompanying financial statements as follows:

Cash and investments as of June 30, 2018, consist of the following:

Deposits and petty cash $ 17,879,443
Investments 76,340,561
Total Cash and Investments $ 94,220,004
A. Authorized Investments
The following investments are authorized under California Government Code and, where more restrictive, WRCOG’s Investment Policy:

Maximum Maximum
Authorized Maximum Percentage Investment in
Investment Type Maturity of Portfolio One Issuer
U.S. Treasury Obligations 5 years 100% None
U.S. Agency Securities 5 years 100% None
State of California Obligations 5 years 15% None
Local Agency Obligations 5 years 15% None
Repurchase Agreements 7 days 25% 20%
Commercial Paper 270 days 25% 10%
Banker's Acceptances 180 days 40% 30%
Medium Term Notes 5 years 30% None
Time Certificates of Deposit 5 years 2% None
Negotiable Certificates of Deposit 5 years 25% None
Money Market Mutual Funds N/A 20% 10%
Riverside County Treasurer's Pooled Investment N/A None None Local Agency Investment Fund (LAIF) N/A None $65 million ** ** Limit set by LAIF governing Board, not California Government Code 155 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-27-
NOTE 2 – CASH AND INVESTMENTS, (Continued)
B. Disclosures Relating to Interest Rate Risk
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment. Generally, the longer the maturity of an investment, the greater the sensitivity of its fair value to changes in market interest rates. As of the year end, the weighted average maturity of the investments contained in the Local Agency Investment Fund (LAIF) pool was approximately 200 days. WRCOG's investment policy recognizes the interest rate risk and therefore places maximum maturity limits (up to five years) on various types of allowable investments.
12 months 13 to 24 25 to 36
Investment Type Total or less months months
LAIF $ 801,348 $ 801,348 $ - $ -
Supranational - 2,159,417 421,452 1,737,965
Local Agency Obligations 531,464 531,464 - -
Medium Term Notes 9,816,924 502,129 5,310,035 4,004,760 U.S. Treasury Obligations 240,421 - - 240,421
U.S. Agency Securities 15,134,450 492,666 4,415,936 10,225,848 Negotiable CDs 5,054,095 190,083 3,252,250 1,611,762
Commercial Paper 2,679,193 2,679,193 - -
CAMP 39,801,653 39,801,653 - -
Money Market Account 121,596 121,596 - -
Total $ 76,340,561 $ 45,120,132 $ 13,399,673 $ 17,820,756 Remaining Maturity
C. Fair Value Classifications
Fair value measurements are categorized based on the valuation inputs used to measure fair value. Level 1 inputs are quoted prices in active markets for identical assets; Level 2 inputs are significant other observable inputs; Level 3 inputs are significant unobservable inputs.

Investments categorized as Level 2 are valued using market approach using quoted market prices.
156 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-28-
NOTE 2 – CASH AND INVESTMENTS, (Continued)
C. Fair Value Classifications, Continued
Fair value measurements for investments are as follows as of June 30, 2018:

Investment Type Fair Value Level 1 Level 2 Level 3
U.S. Treasury Obligations 240,421 $ - $ 240,421 $ - $
U.S. Agency Securities 15,134,450 - 15,134,450 -
Local Agency Obligations 531,464 - 531,464 -
Supranational 2,159,417 2,159,417
Negotiable CDs 5,054,095 5,054,095
Commercial Paper 2,679,193 2,679,193 - -
Medium Term Notes 9,816,924 9,816,924 - -
Total Leveled Investments 35,615,964 $ 35,615,964 - $ $ - Investments not Subject to Hierarchy:

LAIF 801,348
CAMP 39,801,653
Money Market Account 121,596
$ 76,340,561
Deposits and withdrawals to/from LAIF are made on the basis of $1 and not fair value. As such, the measurement of fair value is uncategorized and not defined as a Level 1, Level 2 or Level 3 input. The balance of the money market account is considered a cash equivalent.

D. Disclosures Relating to Credit Risk
Generally, credit risk is the risk that an issuer of an investment will not fulfill its obligation to the holder of the investment. This is measured by the assignment of a rating by a nationally-recognized statistical rating organization. Presented below is the minimum rating required by (where applicable) the California Government Code, the WRCOG's investment policy, or debt agreements, and the actual Standard and Poor’s rating as of year-end for each investment type.

Minimum
Legal
Investment Type Total Rating AAA AA+ AA AA- A+ A A- A-1 Not Rated LAIF $ 801,348 N/A $ - $ - $ - $ - $ - $ - $ - $ - $ 801,348 Supranational 2,159,416 N/A 2,159,416 - - - - - - - -
Local Agency Obligations 531,464 N/A - - 531,464 - - - - - - U.S. Treasury Obligations 240,421 N/A - 240,421 - - - - - - - U.S. Agency Securities 15,134,451 N/A 5,472,435 9,662,016 - - - - - - - Negotiable CDs 5,054,095 N/A - - - 1,969,863 1,817,364 1,076,785 - 190,083 - Commericial Paper 2,679,193 N/A - - - - - - - 2,679,193 - Medium Term Notes 9,816,924 A - 689,150 352,705 1,072,286 3,058,995 3,502,932 1,140,856 - - CAMP 39,801,653 N/A - - - - - - - - 39,801,653
Money Market Account 121,596 N/A - - - - - - - - 121,596 $ 76,340,561 $ 7,631,851 $ 10,591,587 $ 884,169 $ 3,042,149 $ 4,876,359 $ 4,579,717 $ 1,140,856 $ 2,869,276 $ 40,724,597 157 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-29-
NOTE 2 – CASH AND INVESTMENTS, (Continued)
E. Concentration of Credit Risk
At June 30, 2018 there were no investments in any one issuer that represented five percent or more of the total WRCOG investments (other than external investment pools).

F. Custodial Credit Risk
Custodial credit risk for deposits is the risk that, in the event of the failure of a depository financial institution, a government will not be able to recover its deposits or will not be able to recover collateral securities that are in the possession of an outside party. The custodial credit risk for investments is the risk that, in the event of the failure of the counterparty (e.g., brokerdealer) to a transaction, a government will not be able to recover the value of its investment or collateral securities that are in the possession of another party. The California Government Code and the WRCOG's policy do not contain legal or policy requirements that would limit the exposure to custodial credit risk for deposits or investments, other than the following provision for deposits:

The California Government Code requires that a financial institution secure deposits made by state or local governmental units by pledging securities in an undivided collateral pool held by a depository regulated under state law (unless so waived by the governmental unit). The market value of the pledged securities in the collateral pool must equal at least 110 percent of the total amount deposited by the public agencies. California law also allows financial institutions to secure WRCOG deposits by pledging first trust deed mortgage notes having a value of 150 percent of the secured public deposits.

Of WRCOG's deposits with financial institutions, $18,471,985 was in excess of federal depository insurance limits. The uninsured deposits were held by financial institutions, which are legally required by the California Government Code to collateralize the WRCOG’s deposits as noted above.
158 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-30-
NOTE 2 – CASH AND INVESTMENTS, (Continued)
G. Investment in State Investment Pool
WRCOG is a voluntary participant in the Local Agency Investment Fund (LAIF) that is regulated by the California Government Code under the oversight of the Treasurer of the State of California. LAIF is a governmental investment pool managed and directed by the California State Treasurer and is not registered with the Securities and Exchange Commission. An oversight committee comprised of California State officials and various participants provide oversight to the management of the fund. The fair value of WRCOG’s investment in this pool is reported in the accompanying financial statements at amounts based upon WRCOG’s pro rata share of the fair value provided by LAIF for the entire LAIF portfolio (in relation to the amortized cost of that portfolio). The balance available for withdrawal is based on the accounting records maintained by LAIF, which are recorded on an amortized cost basis. All investments with LAIF are secured by the full faith and credit of the State of California. Separate LAIF financial statements are available from the California State Treasurer's Office on the Internet at www.treasurer.ca.gov.

H. Investment in JPA Pool/CAMP
WRCOG is a voluntary participant in the CAMP Trust (Trust), which was established as a nontaxable investment portfolio under provisions of the California Joint Exercise of Powers Act to provide California Public Agencies with comprehensive investment management services.

There are no minimum deposit requirements or limits on deposits and withdrawals. Dividends from net investment income are declared on a daily basis and paid on the last day of the month.

Dividends paid are automatically reinvested in each account by the purchase of additional shares. The contract creating the Trust specifies the types of investments that can be made by the investment portfolio with available cash: U.S. Government securities, securities of federally sponsored agencies, repurchase agreements, banker's acceptances, negotiable certificates of deposit and commercial paper. The fair value of WRCOG's investment in this pool is reported in the accompanying financial statements at amounts based upon WRCOG's pro-rata share of the fair value provided by CAMP
NOTE 3 – INTERFUND RECEIVABLES AND PAYABLES
Advances to Other Funds
WRCOG’s interfund receivables and payables represent amounts advanced from the TUMF Fund to the General Fund for OPEB costs. The advance is anticipated to be repaid over a ten year period which began in fiscal year 2014-15 with equal annual payments.

The composition of interfund balance as of June 30, 2018, is as follows:

Receivable Fund Payable Fund Amount
TUMF General $ 777,687
159 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-31-
NOTE 4 – CAPITAL ASSETS
A schedule of changes in capital assets for the year ended June 30, 2018, is shown below:

Beginning Increases Decreases Ending
Governmental Activities:

Capital assets, being depreciated:

Furniture and Computer Equipment 422,785 $ $ 406,618 829,403 - $ Other Capital Assets 33,037 - - 33,037
Total Depreciable Capital Assets 455,822 406,618 - 862,440 Less Accumulated Depreciation for:

Furniture and Computer Equipment (355,340) (87,150) (442,490) Other Capital Assets (6,607) - - (6,607)
Total Accumulated Depreciation (361,947) (87,150) (449,097) - Capital Assets net of Accumulated
Depreciation $ 93,875 $ 319,468 $ 413,343 - $
Depreciation expense of $87,150 was charged to the general government function of the governmental activities.

NOTE 5 – LONG-TERM LIABILITIES
A schedule of changes in the long-term liabilities for the year ended June 30, 2018, is shown below:

Due within
Beginning Additions Reductions Ending One Year
Governmental Activities:

Compensated Absences $ 174,734 $ 159,960 $ (82,292) $ 252,402 $ 25,240 Refund Liability 8,745,255 - 8,745,255 - -
City of Moreno Valley Agreement 6,493,500 (1,000,000) - 5,493,500 - City of Riverside Agreement 1,660,000 - 1,660,000 - -
Net Pension Liability 2,297,048 715,337 (323,200) 2,689,185 - OPEB Obligation 659,580 7,004 - 666,584 -
Total Long-term Liabilities $ 20,030,117 $ 882,301 $ (1,405,492) $ 19,506,926 $ 25,240 Compensated absences will be liquidated primarily from the General Fund. 160 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-32-
NOTE 5 – LONG-TERM LIABILITIES, (Continued)
A. Refund Liability
WRCOG maintains a listing of developers who are owed a refund for various reasons including expired permits, duplicate payments, and credit agreements entered into with the developer.

Some of the refunds are included on the Transportation Improvement Plan (TIP) and some are not but are generally not paid out until the zone has enough money to repay the refund. Each zone within the TIP maintains its own refund amounts and as funds become available, the refunds are paid out. No interest is calculated on refunds granted back to the developer. The refunds will be liquidated from the TUMF Fund.

B. City of Moreno Valley Agreement
In 2011, WRCOG entered into an agreement with the City of Moreno Valley to fund a portion of the Nason/SR-60 Interchange Project. Pursuant to the agreement, the City incurred projectrelated costs which will be reimbursed through TUMF as funds become available through the annual TUMF allocation process. The total authorized by the agreement was $11,128,000. As of June 30, 2018, the remaining amount to be reimbursed to the City is $5,493,500. The liability will be liquidated from the TUMF Fund.

C. City of Riverside Agreement
In 2007, WRCOG entered into an agreement with the City of Riverside to fund the Magnolia Avenue/Union Pacific Grade Separation project. Pursuant to the agreement, the City incurred project related costs which will be reimbursed through TUMF as funds become available through the annual TUMF allocation process. The total authorized by the agreement was $15,660,000. As of June 30, 2018, the remaining amount to be reimbursed to the City is $1,660,000. The liability will be liquidated from the TUMF Fund.

NOTE 6 – TRANSPORTATION UNIFORM MITIGATION FEES
WRCOG developed an ordinance and an administrative plan effective June 1, 2003, to implement the Transportation Uniform Mitigation Fee (TUMF). This ordinance and the administrative plan allows for the collection of mitigation fees over 25 years related to the planning and construction of a regional transportation system throughout the western region of Riverside County. The municipalities located within the western region of Riverside County (grouped by zones) and the County of Riverside collect these fees and remit them to WRCOG on a monthly basis. WRCOG is responsible for the administration of these fees, subject to certain restrictions, and approves plans that meet the goals (nexus) of the legislation. 161 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-33-
NOTE 6 – TRANSPORTATION UNIFORM MITIGATION FEES, (Continued) WRCOG is entitled to an administration fee of up to 4% annually of TUMF revenues collected, with a maximum of 1% that can be used to offset salaries and benefits related to TUMF administration. In 2018, the total administration fee collected was 4%. Riverside Conservation Agency (RCA) also receives a percentage of the TUMF revenues collected of 1.47%, which is included as an expense in the TUMF Fund.

The fees allocated among the zones, Riverside County Transportation Commission (RCTC), and Riverside Transit Authority (RTA) are 45.7%, 45.7% and 3.13%, respectively. These allocations are remitted monthly to RCTC and quarterly to RTA; however the zones must submit project plans for approval to WRCOG before funds can be released. RCA must submit potential sites designated for conservation for approval before funds are released.

NOTE 7 – EMPLOYEE BENEFITS
California Public Employees’ Retirement System (CalPERS) Plan Description
All qualified permanent and probationary employees are eligible to participate in the Public Agency Cost-Sharing Multiple-Employer Defined Benefit Pension Plan (Plan) administered by the California Public Employees’ Retirement System (CalPERS.) The Plan consists of individual rate plans (benefit tiers) within a safety risk pool (police and fire) and a miscellaneous risk pool (all other). Plan assets may be used to pay benefits for any employer rate plan of the safety and miscellaneous pools. Accordingly, rate plans within the safety or miscellaneous pools are not separate plans under GASB Statement No. 68. Individual employers may sponsor more than one rate plan in the miscellaneous or safety risk pools. WRCOG sponsors two miscellaneous rate plans. Benefit provisions under the Plan are established by State statute and WRCOG resolution. CalPERS issues publicly available reports that include a full description of the pension plan regarding benefit provisions, assumptions and membership information that can be found on the CalPERS’ website, at www.calpers.ca.gov.

Benefits Provided
CalPERS provides service retirement and disability benefits, annual cost of living adjustments and death benefits to plan members, who must be public employees and beneficiaries. Benefits are based on years of credited service, equal to one year of full time employment. Members with five years of total service are eligible to retire at age 50 with statutorily reduced benefits. All members are eligible for non-duty disability benefits after 5 years of service. The death benefit is one of the following: the Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W Death Benefit. The cost of living adjustments for each plan are applied as specified by the Public Employees’ Retirement Law.
162 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-34-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Benefits Provided, Continued
The Plan operates under the provisions of the California Public Employees’ Retirement Law (PERL), the California Public Employees’ Pension Reform Act of 2013 (PEPRA), and the regulations, procedures and policies adopted by the CalPERS Board of Administration. The Plan’s authority to establish and amend the benefit terms are set by the PERL and PEPRA, and may be amended by the California state legislature and in some cases require approval by the CalPERS Board.

The Plan's provisions and benefits in effect at June 30, 2018, are summarized as follows:

Classic New Members
Hire Date
Prior to
January 1, 2013
On or after
January 1, 2013
Benefit formula 2.7% at 55 2% at 62
Benefit vesting schedule 5 years of service 5 years of service Benefit payments monthly for life monthly for life
Retirement age 55 62
Monthly benefits, as a % of annual salary 2.70% 2.00%
Required employee contribution rates 8.00% 6.75%
Required employer contribution rates 12.81% 7.36%
Miscellaneous
Contributions
Section 20814(c) of the California Public Employees’ Retirement Law (PERL) requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. The total plan contributions are determined through CalPERS’ annual actuarial valuation process. For public agency cost-sharing plans covered by either the Miscellaneous or Safety risk pools, the Plan’s actuarially determined rate is based on the estimated amount necessary to pay the Plan’s allocated share of the risk pool’s costs of benefits earned by employees during the year, and any unfunded accrued liability. The employer is required to contribute the difference between the actuarially determined rate and the contribution rate of employees. Employer contribution rates may change if plan contracts are amended. Payments made by the employer to satisfy contribution requirements that are identified by the pension plan terms as plan member contribution requirements are classified as plan member contributions. Employer contributions to the Plan for the fiscal year ended June 30, 2018, were $345,428. The actual employer payments of $323,200 made to CalPERS by the WRCOG during the measurement period ended June 30, 2017, differed from the WRCOG’s proportionate share of the employer’s contributions of $294,580 by $28,620, which is being amortized over the expected average remaining service lifetime in the Public Agency Cost-Sharing Multiple Employer Plan. 163 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-35-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Net Pension Liability
WRCOG’s net pension liability for the cost-sharing plan covered by miscellaneous risk pools is measured as the total pension liability, less the pension plan’s fiduciary net position. The net pension liability of the Plan is measured as of June 30, 2017, using an annual actuarial valuation as of June 30, 2016, rolled forward to June 30, 2017, using standard update procedures. A summary of principal assumptions and methods used to determine the net pension liability is as follows.

Valuation Date June 30, 2016
Measurement Date June 30, 2017
Actuarial Cost Method Entry Age Normal
Actuarial Assumptions:

Discount Rate 7.15%
Inflation 2.75%
Salary Increases Varies by Entry Age and Service
Investment Rate of Return 7.15%
Mortality Rate Table (1) Derived using CalPERS' membership data for all funds
Post Retirement Rate Increase Contract COLA up to 2.75% until purchasing power protection allowance floor on purchasing
power applies, 2.75% thereafter
(1) The mortality table used was developed based on CalPERS’ specific data. The table includes 20 years of mortality improvements using Society of Actuaries cale BB. For more details on this table, please refer to the 2014 experience study report.

All other actuarial assumptions used in the June 30, 2016, valuation were based on the results of an actuarial experience study for the period from 1997 to 2011, including updates to salary increase, mortality and retirement rates. The Experience Study report can be obtained at CalPERS’ website, at www.calpers.ca.gov.

Change in Assumptions
In Fiscal Year 2016-17, the financial reporting discount rate for the PERF C was lowered from

7.65 percent to 7.15 percent. Deferred outflows of resources for changes of assumptions presented in the Schedule of Collective Pension Amounts represent the unamortized portion of this assumption change.
164 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-36-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Discount Rate
The discount rate used to measure the total pension liability was 7.15 percent. To determine whether the municipal bond rate should be used in the calculation of the discount rate for each plan, CalPERS stress tested plans that would most likely result in a discount rate that would be different from the actuarially assumed discount rate. The tests revealed the assets would not run out. Therefore, the current 7.15 percent discount rate is appropriate and the use of the municipal bond rate calculation is not deemed necessary. The long-term expected discount rate of 7.15 percent is applied to all plans in the Public Employees Retirement Fund (PERF). The cash flows used in the testing were developed assuming that both members and employers will make their required contributions on time and as scheduled in all future years. The stress test results are presented in a detailed report called “GASB Crossover Testing Report” that can be obtained at CalPERS’ website, at www.calpers.ca.gov.

The long-term expected rate of return on pension plan investments was determined using a building-block method in which expected future real rates of return (expected returns, net of pension plan investment expense and inflation) are developed for each major asset class.

In determining the long-term expected rate of return, CalPERS took into account both short-term and long-term market return expectations as well as the expected pension fund (PERF) cash flows. Taking into account historical returns of all the PERF asset classes (which includes the agent plan and two cost-sharing plans or PERF A, B and C funds), expected compound (geometric) returns were calculated over the short-term (first 10 years) and the long-term (11-60 years) using a building-block approach. Using the expected nominal returns for both short-term and long-term, the present value of benefits was calculated for each fund. The expected rate of return was set by calculating the single equivalent expected return that arrived at the same present value of benefits for cash flows as the one calculated using both short-term and longterm returns. The expected rate of return was then set equal to the single equivalent rate calculated above and rounded down to the nearest one quarter of one percent.

The following table reflects long-term expected real rate of return by asset class. The rate of return was calculated using the capital market assumptions applied to determine the discount rate and asset allocation. The target allocation shown was adopted by the CalPERS Board effective on July 1, 2015.

Current Target Real Return Real Return
Asset Class Allocation Years 1-10 (1) Years 11+ (2)
Global Equity 47% 4.90% 5.38%
Global Fixed Income 19% 80.00% 2.27%
Inflation Sensitive 6% 60.00% 1.39%
Private Equity 12% 6.60% 6.63%
Real Estate 11% 2.80% 5.21%
Infrastructure and Forestland 3% 3.90% 5.36%
Liquidity 2% -40% -90%
Total 100%
(1) An expected inflation of 2.5% used for this period
(2) An expected inflation of 3.0% used for this period
165 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-37-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Pension Plan Fiduciary Net Position
Information about the pension plan’s assets, deferred outflows of resources, liabilities, deferred inflows of resources, and fiduciary net position are presented in CalPERS’ audited financial statements, which are publicly available reports that can be obtained at CalPERS’ website, at www.calpers.ca.gov. The plan’s fiduciary net position and additions to/deductions from the plan’s fiduciary net position have been determined on the same basis used by the pension plan, which is the economic resources measurement focus and the accrual basis of accounting.

Benefits and refunds are recognized when due and payable in accordance with the terms of the plan. Investments are reported at fair value.

The plan fiduciary net position disclosed in the GASB 68 accounting valuation report may differ from the plan assets reported in the funding actuarial valuation report due to several reasons.

First, for the accounting valuations, CalPERS must keep items such as deficiency reserves, fiduciary self-insurance and Other Post-Employment Benefits (OPEB) expense included as assets. These amounts are excluded for rate setting purposes in the funding actuarial valuation.

In addition, differences may result from early Comprehensive Annual Financial Report closing and final reconciled reserves.

Proportionate Share of Net Pension Liability
The following table shows the Plans’ proportionate share of the net pension liability over the measurement period.

Plan Total Pension
Liability
(a)
Plan Fiduciary Net
Position
(b)
Plan Net Pension
Liability
(c ) = (a) - (b)
Balance at: 6/30/2016 (VD) $ 8,945,076 $ 6,648,028 $ 2,297,048 Balance at: 6/30/2017 (MD) $ 10,474,822 $ 7,785,637 $ 2,689,185 Net changes during 2016-2017 $ 1,529,746 $ 1,137,609 $ 392,137 Increase (Decrease)
Valuation Date (VD), Measurement Date (MD)
WRCOG’s net pension liability for the Plan is measured as the proportionate share of the net pension liability. The net pension liability of the Plan is measured as of June 30, 2017, and the total pension liability for the Plan used to calculate the net pension liability was determined by an actuarial valuation as of June 30, 2016, rolled forward to June 30, 2017, using standard update procedures. WRCOG’s proportion of the net pension liability was determined by CalPERS using the output from the Actuarial Valuation System and the fiduciary net position, as provided in the CalPERS Public Agency Cost-Sharing Allocation Methodology Report, which is a publicly available report that can be obtained at CalPERS’ website, at www.calpers.ca.gov. 166 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-38-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Proportionate Share of Net Pension Liability, Continued WRCOG’s proportionate share of the net pension liability for the Plan as of the June 30, 2016 and 2017 measurement dates was as follows:

Proportion - June 30, 2016 0.0265%
Proportion - June 30, 2017 0.0271%
Change - Increase 0.0006%
Sensitivity of the Proportionate Share of the Net Pension Liability to Changes in the Discount Rate
The following presents WRCOG’s proportionate share of the net pension liability of the Plan as of the measurement date, calculated using the discount rate of 7.15 percent, as well as what the net pension liability would be if it were calculated using a discount rate that is 1 percentagepoint lower (6.15 percent) or 1 percentage-point higher (8.15 percent) than the current rate:

Discount Rate - 1%
(6.15%)
Current Discount
Rate (7.15%)
Discount Rate + 1%
(8.15%)
Plan's Net Pension Liability 4,129,964 $ 2,689,185 $ 1,495,905 $ Subsequent Events
There were no subsequent events that would materially affect the results presented in this disclosure.
167 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-39-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Recognition of Gains and Losses
Under GASB 68, gains and losses related to changes in total pension liability and fiduciary net position are recognized in pension expense systematically over time. The first amortized amounts are recognized in pension expense for the year the gain or loss occurs. The remaining amounts are categorized as deferred outflows and deferred inflows of resources related to pensions and are to be recognized in future pension expense.

The amortization period differs depending on the source of the gain or loss:

Difference between projected 5 year straight-line amortization and actual earnings
All other amounts Straight-line amortization over the average expected remaining service lives of all members
that are provided with benefits (active, inactive and
retired) as of the beginning of the measurement
period
The expected average remaining service lifetime (EARSL) is calculated by dividing the total future service years by the total number of plan participants (active, inactive, and retired) in the Public Agency Cost-Sharing Multiple-Employer Plan (PERF C).

The EARSL for the Plan for the 2016-17 measurement period is 3.8 years, which was obtained by dividing the total service years of 490,088 (the sum of remaining service lifetimes of the active employees) by 130,595 (the total number of participants: active, inactive, and retired).

Note that inactive employees and retirees have remaining service lifetimes equal to -0-. Also note that total future service is based on the members’ probability of decrementing due to an event other than receiving a cash refund.

Pension Expense and Deferred Outflows and Deferred Inflows of Resources Related to Pensions
As of the start of the measurement period (July 1, 2016), WRCOG’s net pension liability was $2,297,048. For the measurement period ending June 30, 2017 (the measurement date), WRCOG incurred a pension expense of $716,086.
168 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-40-
NOTE 7 – EMPLOYEE BENEFITS, (Continued)
California Public Employees’ Retirement System (CalPERS), Continued Pension Expense and Deferred Outflows and Deferred Inflows of Resources Related to Pensions, Continued
At June 30, 2018, WRCOG reported deferred outflows of resources and deferred inflows of resources related to pensions as follows:

Differences between expected and actual experience 3,523 $ 50,470 $ Changes in assumptions 437,092 33,329
Differences between projected and actual investment 98,852 - Differences between employer's contributions and
proportionate share of contributions - 64,378
Change in employers proportion 243,068 -
Pension contributions subsequent to the measurement
date 345,428 -
$ 83,799 1,192,341 $
Deferred Inflows
of Resources
Deferred Outflows
of Resources
The amount of $345,428 reported as deferred outflows of resources resulting from WRCOG’s contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended June 30, 2019. Other amounts reported as deferred outflows of resources and deferred inflows of resources related to pensions will be recognized as pension expense as follows:

Year Ended
June 30
2019 304,072 $
2020 320,902
2022 196,830
2023 (58,690)
$ 763,114
Payable to the Pension Plan
At June 30, 2018, WRCOG reported a payable of $-0- for the outstanding amount of contributions to the pension plan required for the year ended June 30, 2018. 169 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-41-
NOTE 8 – OTHER POSTEMPLOYMENT BENEFITS (OPEB)
Plan Description
WRCOG provides post-retirement health care benefits for retired employees and their dependents. Benefits are as follows:

Tier Date of Hire
1 < 1/1/98
2 1/1/98 - 6/30/01
3 7/1/01 - 9/1/04
4 > 9/1/04
Benefit
100% of premium (EE + dep.)
Cost of Kaiser coverage (EE + dep.)
Up to employee + 1 Kaiser premium
50% of weighted average of 4 top plans + 40% of weighted average for 1 dep. for 4 top plans. Vesting is 50% of premium at 10 years graded to 100% at 20 years.

In April 2012 WRCOG joined the Public Agencies Post-Retirement Health Care Plan, a multipleemployer trust administered by the Public Agency Retirement Services.

Employees Covered
As of the June 30, 2017 actuarial valuation, the following current and former employees were covered by the benefit terms under the Plan:

Active employees 37
Inactive employees or beneficiaries currently receiving benefits 3 Inactive employees entitled to, but not yet receiving benefits - Total 40
Contributions
Benefit provisions are established and may be amended by the Executive Committee. WRCOG contributes 100% of the cost of health insurance premiums for retirees. 170 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-42-
NOTE 8 – OTHER POSTEMPLOYMENT BENEFITS (OPEB), (Continued) Net OPEB Liability
WRCOG'S net OPEB liability was measured as of June 30, 2017 and the total OPEB liability used to calculate the net OPEB liability was determined by an actuarial valuation using the Alternative Measurement Method dated June 30, 2016 that was rolled forward to determine the June 30, 2017 total OPEB liability, based on the following actuarial methods and assumptions:

Actuarial Assumptions June 30, 2017 Measurement Date
Actuarial Valuation Date June 30, 2017
Contribution Policy WRCOG contributes full ADC
Discount Rate 6.25%
General Inflation 2.75%
Mortality, Retirement,
Disability, Termination
RP2000 Group Annuity Mortality Table with Scale
AA for future mortality improvement to 2004.

Blended tables for males and females (50% / 50%).

Salary increases 3.00%
Medical Trend 4.0% for 2018, decreasing to an ultimate rate of 5.0% in 2022 and later years
Discount Rate
A discount rate of 6.25% was used in the valuation. This discount rate assumes the WRCOG continues to fully fund for its retiree health benefits 171 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-43-
NOTE 8 – OTHER POSTEMPLOYMENT BENEFITS (OPEB), (Continued) Changes in the OPEB Liability (Asset)
The changes in the net OPEB liability (asset) for the Plan are as follows:
(a) (b) (a) - (b) = (c)
Total OPEB
Liability
Plan
Fiduciary Net
Position
Net OPEB
Liability
Balance at June 30, 2017
(6/30/16 measurement date) $ 2,443,082 $ 1,783,502 $ 659,580 Changes recognized for the measurement period:

Service cost 108,879 - 108,879
Interest 159,498 - 159,498
Differences between expected and
actual experience - - -
Changes of assumptions - - -
Contributions – employer - - -
Net investment income - 104,450 (104,450)
Benefit payments (113,278) (85,605) (27,673)
Administrative expense - (7,361) 7,361
Transfers - (20,311) 20,311
Actuarial Losses for 2017/18 (156,922) - (156,922)
Net changes (1,823) (8,827) 7,004
Balance at June 30, 2018
(6/30/17 measurement date) $ 2,441,259 $ 1,774,675 $ 666,584 Sensitivity of the Net OPEB Liability (Asset) to Changes in the Discount Rate The following presents the net OPEB liability (asset) of the WRCOG if it were calculated using a discount rate that is one percentage point lower or one percentage point higher than the current rate, for measurement period ended June 30, 2017:
1% Decrease
(5.25%)
Current Discount
Rate (6.25%)
1% Increase
(7.25%)
Net OPEB Liability $ 666,584 813,300 $ 546,600 $
172 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-44-
NOTE 8 – OTHER POSTEMPLOYMENT BENEFITS (OPEB), (Continued) Sensitivity of the Net OPEB Liability (Asset) to Changes in the Health Care Cost Trend Rates
The following presents the net OPEB liability (asset) of the WRCOG if it were calculated using health care cost trend rates that are one percentage point lower or one percentage point higher than the current rate, for measurement period ended June 30, 2017:
1% Decrease
Current Healthcare
Cost Trend Rates 1% Increase
Net OPEB Liability $ 666,584 566,600 $ 793,200 $
OPEB Plan Fiduciary Net Position
PARS issues a publicly available financial report that may be obtained from the Public Agency Retirement Services, 4350 Von Karman Ave, Newport Beach, CA 92660.

Recognition of Deferred Outflows and Deferred Inflows of Resources Gains and losses related to changes in total OPEB liability and fiduciary net position are recognized in OPEB expense systematically over time.

Amounts are first recognized in OPEB expense for the year the gain or loss occurs. The remaining amounts are categorized as deferred outflows and deferred inflows of resources related to OPEB and are to be recognized in future OPEB expense.

OPEB Expense and Deferred Outflows/Inflows of Resources Related to OPEB For the fiscal year ended June 30, 2018, the WRCOG recognized OPEB expense of $345,292.

As of fiscal year ended June 30, 2018, the WRCOG reported deferred outflows of resources related to OPEB from the following sources:

Deferred Outflows
of Resources
Deferred Inflows of
Resources
Net difference between projected and actual
earnings on OPEB plan investments 51,561 $ 932,100 $
Contributions to OPEB plan subsequent to the measurement date 18 - 5,075 Total $ 932,100 236,636 $
173 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-45-
NOTE 8 – OTHER POSTEMPLOYMENT BENEFITS (OPEB), (Continued) OPEB Expense and Deferred Outflows/Inflows of Resources Related to OPEB, Continued The $185,075 reported as deferred outflows of resources related to contributions subsequent to the June 30, 2017 measurement date will be recognized as a reduction of the net OPEB liability (asset) during the fiscal year ending June 30, 2019. Other amounts reported as deferred outflows or inflows of resources related to OPEB will be recognized as expense as follows:

Fiscal Year Ended
June 30
Deferred
Outflows/(Inflows)
of Resources
2019 (62,807) $
2020 (62,807)
2021 (62,807)
2022 (62,807)
2023 (62,807)
Thereafter (566,504)
$ (880,539)
Other Benefits
WRCOG also provides a deferred compensation plan under Section 457 of the Internal Revenue Code. As a result of changes in tax law, these benefits have been placed in a trust for the exclusive benefit of the employees requesting such deferrals.

NOTE 9 – COMMITMENTS AND CONTINGENCIES
WRCOG has participated in various federal and state assisted grant programs. These programs are subject to financial and compliance audits by the grantor or their representatives, the purpose of which is to ensure compliance with conditions precedent to the granting of funds.

Management believes that any liability for reimbursement, which may arise as a result of these audits, is not material.

NOTE 10 – RELATED PARTY TRANSACTIONS
WRCOG purchased services during the current year from the County of Riverside, which is also a member of WRCOG, rent, communication and IT, which amounted to $135,409 and are included as expenditures in the General Fund.
174 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-46-
NOTE 11 – PROPERTY ASSESSED CLEAN ENERGY PROGRAM
In 2011, WRCOG launched the Property Assessed Clean Energy (PACE) Program, a regional effort that provides financing to residential and commercial property owners to install energyefficient, renewable energy, and water conservation improvements to homes and businesses in the subregion.

Program participants complete an application, select a contractor, and make the improvements.

Repayment occurs through the owner’s annual property tax bill, and in most cases, the assessment stays with the property, to be assumed by the next owner upon sale of the property.

For property owners, energy and water conservation improvements will yield reduced utility bills.

For Western Riverside County, the Program will create energy savings for the fast-growing region, reduce greenhouse gas emissions associated with energy use, and bring and retain jobs for area contractors.

The PACE Program has expanded statewide; nearly 150 municipalities throughout California have joined the Program. What makes the PACE Program particularly unique is that the financing is provided entirely by private investment funds to implement the Program.

Under the PACE Program, a contractual assessment is entered into by the property owner. The amount of the contractual assessment is equal to the cost to pay for the eligible improvements, the issuance of the bonds that will finance the program, and the costs to administer the program. The assessments are billed and collected on the County property tax bill. Repayments made by the property owners flow through the County to the trustee to fund the debt service.

WRCOG does not receive the special assessments. As the sponsor of the PACE program, WRCOG receives a percentage of the amount financed for its participation in the program.

During the year, WRCOG received 1.463% of the amount financed, for each assessment, in the residential program. A program management fee of $55 per assessment is collected at the initiation of the assessment to pay for recordation. Also collected is a $40 annual administrative fee, per assessment, used to levy on county tax rolls.

For the commercial program, WRCOG received 1.15% of the amount financed, for each assessment, in the program. A program management fee of $95 per assessment is collected at the initiation of the assessment to pay for recordation. Also collected is a $390 annual administrative fee, per assessment, used to levy on county tax rolls.

PACE revenues are broken out by two types: Program and Recording. For FY 17/18, Program revenue totaled $4,666,279, while Recording revenue totaled $1,108,745. Recording revenues are recouped from each bond assessment and charged to recover the amount paid to each County for recording, essentially offsetting the fees paid. 175 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-47-
NOTE 12 – BEYOND PROGRAM
In June 2015, WRCOG launched the BEYOND Framework Fund Program (BEYOND), to provide local assistance funding to help its member agencies develop and implement plans and programs that can help improve the quality of life in Western Riverside County. BEYOND projects address critical growth components such as economic development, water, education, environment, energy, health, and transportation.

The BEYOND Program is funded by net PACE program revenues. Funds are required to be expended pursuant to program guidelines. Funds are provided to member agencies on a reimbursement basis. During the year, reimbursements to various member agencies for projects approved by WRCOG totaled $593,223 from BEYOND Round I funding, and $186,330 for Round II were reimbursed. The remaining $2,533,866 is assigned within the General Fund for the BEYOND program.

NOTE 13 – FELLOWSHIP PROGRAM
In November 2015, WRCOG launched the Fellowship Program. The Fellowship Program is administered in partnership with the University of California, Riverside and California Baptist University. The purpose of the program is to encourage students to seek careers in public policy and local government. Based on available funding and member agency’s needs, each member agency is provided with a student intern who is employed by WRCOG, to be used to support local government departments.

The Fellowship Program is funded by net PACE program revenues. In the fiscal year ending June 30, 2018, a total of $1.1 million was allocated to the Fellowship Program. During the year, reimbursements to various member agencies for hired interns approved by WRCOG totaled $585,268. The remaining $514,732 is assigned within the General Fund for the Fellowship Program.
176 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-48-
NOTE 14 – RISK MANAGEMENT
WRCOG is exposed to various risks of loss related to torts; theft of, damage to and destruction of assets; errors or omissions; and natural disasters which are covered through the purchase of insurance policies.

At June 30, 2018, WRCOG’s insurance policies are as follows:
 Errors & Omission/ Employment Practices Liability: WRCOG is insured up to $5,000,000 per occurrence and $25,000 deductible per occurrence.
 Office Equipment: WRCOG is insured up to $1,000,000 per occurrence and $100,000 personal property.
 Workers Compensation: WRCOG is insured up to $1,000,000 per occurrence.  Employee Dishonest Bond: WRCOG is insured up to $25,000 bond limit.  Business Auto Policy: WRCOG is insured up to $1,000,000 liability limit.

In each of the past three fiscal years, WRCOG had no settlements that exceeded insurance coverage.

NOTE 15 – SUBSEQUENT EVENTS
WRCOG has collected approximately $15 million related to Settlement between WRCOG and the City of Beaumont. WRCOG anticipates that they may collect additional funds within the next three to five years. The amount of any additional collections is unknown at this time.

WRCOG will be dispersing these funds to its member agencies and partner agencies, based on direction from the Executive Committee. The Settlement Agreement also allows WRCOG to use funds recovered via this process to reimburse itself for legal costs related to their collection.

As such, WRCOG will be seeking reimbursement from these funds for legal costs associated with their collection.

NOTE 16 – PRIOR PERIOD RESTATEMENT
Change in Accounting Principle
As discussed in Note 1, WRCOG implemented GASB Statement No. 75 (GASB 75) effective July 1, 2017. GASB 75, among other provisions, amended prior guidance with respect to the reporting of postemployment benefits other than pensions (OPEB). GASB 75 establishes standards for measuring and recognizing liabilities, deferred outflows of resources, and deferred inflows of resources, and expenses. WRCOG’s net OPEB liability was not previously recorded on the statement of net position. GASB 75 requires that accounting changes adopted to conform to the provisions of the Statement be applied retroactively by restating financial statements.
177 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Financial Statements
For the Fiscal Year Ended June 30, 2018
-49-
NOTE 16 – PRIOR PERIOD RESTATEMENT, (Continued)
The cumulative effects of applying the provisions of GASB 75 have been reported as a restatement of beginning net position for the year ended June 30, 2018 in accordance with the Statement as follows:

Government-Wide Statements
Statement of Activities - Governmental Activities
Net position, beginning of year, prior to restatement 4,338, $ 380 Elimination of OPEB asset as calculated under GASB 45 (559,059) Recording of initial OPEB liability as calculated under GASB 75 (659,580) Recording of initial OPEB related deferred amounts as calculated under GASB 75 85,605 Restatement due to change in accounting principle (1,133,034) Net position, beginning of year, as restated $ 3,205,346 178 B3 Attach #3 of 3

REQUIRED SUPPLEMENTARY INFORMATION
179 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Schedule of Revenues, Expenditures, and Changes in
Fund Balance - Budget and Actual
General Fund
For the Fiscal Year Ended June 30, 2018
-50-
Variance with
Original Final Actual Final Budget
Revenues:

Intergovernmental 886,600 $ $ 886,600 $ 931,500 $ 44,900 TUMF mitigation fees 1,644,663 1,644,663 2,056,285 411,622 PACE fees 10,524,077 5,712,131 5,684,817 (27,314)
Other revenues 1,708,145 1,662,463 1,448,287 (214,176)
Investment income - - 22,819 22,819
Total revenues 14,763,485 9,905,857 10,143,708 237,851
Expenditures:

Current:

General government 10,878,209 10,906,529 4,493,570 6,412,959 Energy 7,570,120 6,563,317 6,336,292 227,025
Environmental 635,262 632,284 570,687 61,597
Total Expenditures 19,083,591 18,102,130 11,400,549 6,701,581 Net change in fund balance $ (4,320,106) $ (8,196,273) (1,256,841) $ 6,939,432 Fund balance:

Balance, beginning of year, 12,582,729
Balance, end of year $ 11,325,888
Budgeted Amounts
180 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Schedule of the WRCOG's Proportionate Share
of the Net Pension Liability and Related Ratios as of the Measurement Date Last Ten Years*
As of the Year Ended June 30, 2018
-51-
Measurement
Date
Employer's
Proportion of
the Collective
Net Pension
Liability1
Employer's
Proportionate
Share of the
Collective Net
Pension Liability
Employer's
Covered Payroll
Employer's
Proportionate
Share of the
Collective Net
Pension Liability
as a Percentage
of the Employer's
Covered Payroll
Pension's Plans
Fiduciary Net
Position as a
Percentage of
the Total
Pension Liability
6/30/2014 0.0229% 1,421,911 $ 1,422,424 $ 99.96% 79.82% 6/30/2015 0.0263% 1,808,565 1,616,828 111.86% 78.40%
6/30/2016 0.0265% 2,297,048 1,760,643 130.47% 78.40%
6/30/2017 0.0271% 2,689,185 2,062,647 130.38% 74.33%
* Historical information is required only for measurement period for which GASB 68 & 71 were applicable.

Future years' information will be displayed up to 10 years as information becomes available. 1 Proportion of the collective net pension liability represents the plan's proportion of PERF C, which includes both the Miscellaneous and Safety Risk pools excluding the 1959 Survivors Risk Pool. 181 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Schedule of Plan Contributions
Last Ten Years*
As of the Year Ended June 30, 2018
-52-
Fiscal Year
Contractually
Determined
Contributions
Contributions
in Relation to
the
Contractually
Determined
Contributions
Contribution
Deficiency
(Excess)
Employer's
Covered
Payroll
Contributions
as a
Percentage of
Covered
Payroll
2014-15 294,471 $ (294,471) $ - $ 1,616,828 $ 18.21%
2015-16 305,212 (305,212) - 1,760,643 17.34%
2016-17 323,200 (323,200) - 2,062,647 15.67%
2017-18 345,428 (345,428) - 2,413,255 14.31%
Notes to Schedule:

Change in Benefit Terms: None
* Historical information is required only for measurement period for which GASB 68 & 71 were applicable.

Future years' information will be displayed up to 10 years as information becomes available.

Change in Assumptions: For measurement date 6/30/2017, the discount rate was changed from 7.65 percent (net of administrative expenses) to 7.15 percent. For measurement date 6/30/2015, the discount rate was changed from 7.5 percent (net of administrative expenses) to 7.65 percent. 182 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Schedule of Changes in Net OPEB Liability and Related Ratios For the Year Ended June 30, 2018
-53-
Fiscal Year 2017-18
Measurement Period 2016-17
Total OPEB Liability
Service cost $ 108,879
Interest 159,498
Differences between expected and
actual experience -
Changes of assumptions -
Benefit payments (113,278)
Actuarial Losses for 2017/18 (156,922)
Net change in total OPEB liability (1,823)
Total OPEB liability - beginning 2,443,082
Total OPEB liability - ending (a) 2,441,259
Plan Fiduciary Net Position
Contributions – employer -
Net investment income 104,450
Benefit payments (85,605)
Transfers (20,311)
Administrative expense (7,361)
Net change in plan fiduciary net position (8,827)
Plan fiduciary net position - beginning 1,783,502
Plan fiduciary net position - ending (b) 1,774,675
Net OPEB liability - ending (a) - (b) $ 666,584
Plan fiduciary net position as a percentage
of the total OPEB liability 72.7%
Covered-employee payroll $ 2,211,299
Net OPEB liability as a percentage of covered payroll 30.1% Notes to Schedule:

Changes in assumptions: none
Historical information is required only for measurement periods for which GASB 75 is applicable. Future years’ information will be displayed up to 10 years as information becomes available.

Fiscal Year 2017-18 was the first year of implementation. 183 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Schedule of OPEB Plan Contributions – Last Ten Years*
For the Year Ended June 30, 2018
-54-
Fiscal Year 2017-18
Contractually Determined Contribution (CDC) 185,075 $
Contributions in relation to the CDC (185,075)
Contribution deficiency (excess) - $
Covered-employee payroll 2,211,299 $
Contributions as a percentage of covered-employee payroll 8.4% Valuation Date June 30, 2017
Actuarial Cost Method Entry age normal.

Amortization Methodology Level percentage of payroll,open Asset Valuation Method Market value
Discount Rate 6.25%
General Inflation 2.75%
Medical Trend 4.0% for 2018, decreasing to an ultimate rate of 5.0% in 2022 and later years
Mortality RP2000 Group Annuity Mortality Table with Scale AA for future mortality improvement to 2004.

Blended tables for males and females (50% / 50%).

Methods and Assumptions for 2017-18 Actuarially Determined Contribution 184 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Notes to the Required Supplementary Information
For the Year Ended June 30, 2018
-55-
NOTE 1 – BUDGETS AND BUDGETARY ACCOUNTING
By state law, WRCOG’s Governing Board must approve a tentative budget no later than July 1 and adopt a final budget no later than September 15. A public hearing must be conducted to receive comments prior to adoption. WRCOG’s Governing Board satisfied these requirements.

A budget is adopted for all expenditures by financial responsibility for the General Fund. All budgets are adopted on a basis consistent with generally accepted accounting principles.

WRCOG is entitled to an administration fee of up to 4% annually of TUMF revenues collected, with a maximum of 1% that can be used to offset salaries and benefits related to TUMF administration. In 2018, the total administration fee collected was 4%. Riverside Conservation Agency (RCA) also receives a percentage of the TUMF revenues collected of 1.47%, which is included as an expense in the TUMF Fund.

The fees allocated among the zones, Riverside County Transportation Commission (RCTC), and Riverside Transit Authority (RTA) are 45.7%, 45.7% and 3.13%, respectively. These allocations are remitted monthly to RCTC and quarterly to RTA; however the zones must submit project plans for approval to WRCOG before funds can be released. RCA must submit potential sites designated for conservation for approval before funds are released.

The TUMF Fund does not have an adopted budget that is approved by the WRCOG General Assembly, therefore, the TUMF Fund does not present a budget to actual comparison. 185 B3 Attach #3 of 3

SUPPLEMENTARY INFORMATION
186 B3 Attach #3 of 3

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187 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statement of Changes in Fiduciary Assets and Liabilities Agency Fund
For the Fiscal Year Ended June 30, 2018
-56-
Balance Balance
June 30, 2017 Additions Deductions June 30, 2018
Assets
Cash and investments $ 506,005 $ 32,098,819 $ 30,770,863 $ 1,833,961 Total assets $ 506,005 $ 32,098,819 $ 30,770,863 $ 1,833,961 Liabilities
Deposits $ 506,005 $ 32,507,905 $ 31,179,949 $ 1,833,961 Total liabilities $ 506,005 $ 32,507,905 $ 31,179,949 $ 1,833,961 188 B3 Attach #3 of 3

THIS PAGE INTENTIONALLY LEFT BLANK
189 B3 Attach #3 of 3
Statistical Section
190 B3 Attach #3 of 3

USE AFTER STATISTICAL SECTION COVER PAGE

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191 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Statistical Section Overview
For the Fiscal Year Ended June 30, 2018
-57-
This section of the Western Riverside Council of Government’s Comprehensive Annual Financial Report presents additional detail, historical perspective, and context to assist annual financial report users in understanding the financial statements, note disclosures, required supplementary information, and assessing WRCOG’s financial condition.

Financial Trends: These schedules contain trend information to assist readers in understanding and assessing how WRCOG’s financial position has changed over time.

Net Position by Component
Changes in Net Position
Fund Balances of Governmental Funds
Changes in Fund Balances in Governmental Funds
Revenue Capacity: These schedules contain information to help the reader asses WRCOG’s most significant local revenue source, Member Dues and Mitigation Fees.

WRCOG Revenues
Demographic and Economic Information: These schedules offer demographic and economic indicators to help the reader understand the environment within the government’s financial activities take place.

Demographic and Economic Statistics for Riverside County Principal Employers of Riverside County
Operating Information: These schedules contain service and infrastructure data to help the reader understand how the information in the government’s financial report relates to the services the government provides and the activities it performs.

Full-time Equivalent Employees by Function/Program
192 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Net Position by Component
Last Ten Fiscal Years
(Accrual Basis)
-58-
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
Governmental activites:

Net investment inCapital Assets 413,343 $ 93,875 $ 100,296 $ 54,038 $ 30,021 $ 20,735 $ 32,918 $ 47,304 $ 60,690 $ 62,883 $ Restricted 22,211,582 11,702 27,079,334 28,033,173 25,869,263 51,733,864 85,054,212 4,632,048 - 14,389,308 Unrestricted 8,130,795 4,232,803 9,385,943 4,556,290 2,632,813 1,880,401 3,361,861 3,279,968 17,953,134 34,711,008 Total governmental activites net position 30,755,720 $ $ 4,338,380 $ 36,565,573 $ 32,643,501 $ 28,532,097 $ 53,635,000 $ 88,448,991 $ 7,959,320 $ 18,013,824 $ 49,163,199 Fiscal Year
193
B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Changes in Net Position
Last Ten Fiscal Years
(Accrual Basis)
-59-
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
ExpensesGovernmental activities:

General government 5,416,418 $ 4,028,482 $ 2,520,688 $ 2,031,313 $ 2,245,634 $ 2,401,116 $ 3,392,955 $ 1,974,339 $ 1,987,220 $ 2,021,169 $ Transportation 34,971,790 74,542,061 41,631,788 33,114,224 54,779,449 50,187,717 21,194,918 18,983,962 43,206,326 35,250,572 Energy 6,333,946 5,622,980 5,629,560 4,926,278 2,445,533 1,608,694 476,844 20,033 22,812 25,522 Environmental 570,687 513,137 423,667 531,945 647,781 576,600 520,748 - - - Total primary government expenses 47,292,841 84,706,660 50,205,703 40,603,760 60,118,397 54,774,127 25,585,465 20,978,334 45,216,358 37,297,263 Program RevenuesGovernmental activities:

General government 567,640 512,876 513,188 349,268 420,810 528,756 63,102 1,515,581 1,495,290 1,256,051 Transportation 67,483,341 42,731,611 43,508,888 37,430,113 24,905,073 25,966,400 14,122,996 8,121,757 10,832,988 13,145,887 Energy 6,003,534 9,316,452 9,779,134 7,473,816 3,198,814 1,482,940 190,142 - - - Environmental 515,141 528,775 464,885 620,836 618,415 619,388 712,040 - - - Total primary government program revenues 74,569,656 53,089,714 54,266,095 45,874,033 29,143,112 28,597,484 15,088,280 9,637,338 12,328,278 14,401,938 Net (Expense)/RevenueTotal primary government net expense 27,276,815 (31,616,946) 4,060,392 5,270,273 (30,975,285) (26,176,643) (10,497,185) (11,340,996) (32,888,080) (22,895,325) General Revenues and Other Changes in Net PositionGovernmental activities:

Other revenues - - 36,112 241,763 259,349 308,294 852,752 647,701 428,092 516,688Investment income 273,559 (12,645) 509,228 552,021 706,876 (285,642) 806,546 638,791 1,310,611 4,798,161 Special Item - - - - - - - - - 73,713,976
Total primary government 273,559 (12,645) 545,340 793,784 966,225 22,652 1,659,298 1,286,492 1,738,703 79,028,825 Changes in Net PositionTotal primary government $ 27,550,374 $ (31,629,591) $ 4,605,732 $ 6,064,057 $ (30,009,060) $ (26,153,991) $ (8,837,887) $ (10,054,504) $ (31,149,377) $ 56,133,500 Source: Finance Department
Fiscal Year Ended June 30,
194
B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Fund Balance of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis)
-60-
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
GENERAL FUNDGeneral fund:

Nonspendable Prepaid Expenses 43,859 $ 167,212 $ 90,762 $ 82,987 $ 70,111 $ 67,357 $ 36,386 $ 52,047 $ Restricted LTF - - - - 581,358 578,909 591,273 650,397
Assigned - 11,702 - - - - - -
BEYOND Program 2,533,866 3,305,419 1,556,763 - - - - -
Fellowship Program 514,732 121,272 400,000 - - - - -
Unassigned 8,233,431 8,988,826 7,888,825 5,415,947 1,275,895 456,939 392,965 76,440 Total general fund 11,325,888 $ $ 12,594,431 $ 9,936,350 $ 5,498,934 $ 1,927,364 $ 1,103,205 $ 1,020,624 $ 778,884 General fund:

Reserved $ - $ -
Designated 3,077,075 3,882,403
Undesignated 1,042,934 1,390,576
$ 4,120,009 $ 5,272,979
ALL OTHER GOVERNMENTAL FUNDSAll other governmental funds:

Committed TUMF - $ - $ - $ - $ - $ - $ - $ 72,530,712 $ Restricted Transportation 38,098,604 9,373,801 51,540,293 53,379,614 49,094,887 65,104,205 95,670,753 - Foundation 11,733 - 11,690 11,695 11,604 20,550 11,370 48,346 Assigned TUMF - - - - - - - 31,175,659
Total all other governmental funds 38,110,337 $ 9,373,801 $ 51,551,983 $ 53,391,309 $ 49,106,491 $ 65,124,755 $ 95,682,123 $ 103,754,717 $ All other governmental funds:

Reserved $ 126,416,225 92,968,382 $
Undesignated 29,287,019 30,555,061
Total all other governmental funds $ 123,523,443 $ 155,703,244 Source: Finance DepartmentIn FY 2011 WRCOG implemented GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Defintions. Prior year amounts in this presentation have not been revised to reflect this change.

Fiscal Year
195
B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Changes in Fund Balances of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis)
-61-
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
Revenues
Intergovernmental, net 931,500 $ 1,145,570 $ 1,058,265 $ 1,461,999 $ 1,350,596 $ 1,830,454 $ 1,216,550 $ 1,515,581 $ 1,495,290 $ 1,256,051 $ TUMF Mitigation fees 51,305,031 42,239,340 42,615,158 36,507,739 24,306,973 25,361,053 13,871,730 8,165,385 10,708,454 12,787,664HERO fees 5,684,817 9,028,003 9,562,139 7,159,144 2,197,585 - - - - -Other revenues 16,648,307 894,488 848,957 986,914 1,547,307 1,714,271 852,752 647,701 428,092 516,688 Investment income (loss) 273,560 (12,645) 509,229 552,021 420,526 (285,642) 806,546 638,791 1,310,611 4,798,161 Total revenues 74,843,215 53,294,756 54,593,748 46,667,817 29,822,987 28,620,136 16,747,578 10,967,458 13,942,447 19,358,564 Expenditures
Current: General Government 4,493,570 3,965,880 2,681,489 2,070,885 2,191,112 2,321,713 3,969,631 3,650,185 3,832,989 3,638,627 Programs: Transportation 35,974,673 82,703,352 44,125,019 30,998,608 44,901,088 52,612,593 23,624,407 28,039,139 43,421,151 33,605,661 Energy 6,336,292 5,632,488 5,647,563 4,929,398 2,431,687 1,589,887 675,950 - - - Environmental 570,687 513,137 435,670 534,027 638,549 564,061 653,485 - - - Debt service - - - - - 1,500,000 - - - -
Capital outlay - - - - - - - 6,647 20,617 6,893
Total expenditures 47,375,222 92,814,857 52,889,741 38,532,918 50,162,436 58,588,254 28,923,473 31,695,971 47,274,757 37,251,181 Excess (deficiency) of revenues
over (under) expenditures 27,467,993 (39,520,101) 1,704,007 8,134,899 (20,339,449) (29,968,118) (12,175,895) (20,728,513) (33,332,310) (17,892,617) Other financing sources (uses):

Loan proceeds - - - - - 1,500,000 - - - -
Total other financing sources (uses) - - - - - 1,500,000 - - - - Net change in fund balances $ 27,467,993 $ (39,520,101) $ 1,704,007 $ 8,134,899 $ (20,339,449) $ (28,468,118) $ (12,175,895) $ (20,728,513) $ (33,332,310) $ (17,892,617) Debt service as a percentage of
noncapital expenditures 0.0%Source: Finance Department
Fiscal Year
196
B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Revenue by Funds
Last Ten Fiscal Years
(Accrual Basis)
-62-
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
GENERAL FUND:

Member dues:

Banning 3,941 $ 3,941 $ 3,941 $ 3,957 $ 3,957 $ 3,957 $ 3,957 $ 3,957 $ 3,957 $ 5,361 $ Beaumont - - - 5,255 5,255 5,255 5,255 5,255 5,255 2,486 Calimesa 1,049 1,049 1,049 1,102 1,102 1,102 1,102 1,102 1,102 1,739 Canyon Lake 1,406 1,406 1,406 2,256 2,256 2,256 2,256 2,256 2,256 3,410 Corona 20,290 20,290 20,290 25,886 25,886 25,886 25,886 25,886 25,886 35,226 Eastvale 7,171 7,171 7,171 - - - - - - -
Hemet 9,797 9,797 9,797 10,386 10,386 10,386 10,386 10,386 10,386 13,158 Jurupa Valley 12,710 12,710 12,710 - - - - - - -
Lake Elsinore 6,933 6,933 6,933 7,904 7,904 7,904 7,904 7,904 7,904 7,160 Menifee 10,491 10,491 10,491 10,147 10,147 10,147 10,147 10,147 10,147 - Moreno Valley 25,780 25,780 25,780 25,413 25,413 25,413 25,413 25,413 25,413 30,749 Murrieta 13,794 13,794 13,794 17,954 17,954 17,954 17,954 17,954 17,954 12,880 Norco 3,573 3,573 3,573 4,482 4,482 4,482 4,482 4,482 4,482 6,058 Perris 9,215 9,215 9,215 8,173 8,173 8,173 8,173 8,173 8,173 7,624 Riverside 40,512 40,512 40,512 42,894 42,894 42,894 42,894 42,894 42,894 62,876 San Jacinto 5,889 5,889 5,889 5,504 5,504 5,504 5,504 5,504 5,504 5,111 Temecula 13,424 13,424 13,424 18,714 18,714 18,714 18,714 18,714 18,714 17,854 Wildomar 4,298 4,298 4,298 4,863 4,863 4,863 4,863 4,863 4,863 - County of Riverside 48,136 48,136 48,136 43,520 43,520 43,520 43,520 43,520 43,520 68,788 County of Riverside - Office of Superintendent 17,000 17,000 17,000 17,000 17,000 17,000 17,000 - - - Eastern Municipal Water District 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 20,000 Western Municipal Water District 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 20,000 Morongo Band of Mission Indians 17,000 17,000 9,500 10,000 10,000 - - - - - Total Member dues $ 306,410 $ 306,410 $ 298,910 $ 299,410 $ 299,410 $ 289,410 $ 289,410 $ 272,410 $ 272,410 $ 320,480

ALL OTHER GOVERNMENTAL FUNDS
Transportation Uniform Mitigation Fee (TUMF):

Banning 16,040 $ 40,930 $ 6,326 $ 54,738 $ 4,116 $ - $ 89,603 $ 2,057 $ 36,319 $ 12,606 $ Beaumont 514,351 - - - - - - - -
Calimesa 4,055 103,835 10,359 133,217 65,387 1,310 1,144 22,963 154,051 - Canyon Lake 38,832 18,525 20,583 27,055 22,642 4,117 1,028 6,169 2,259 2,313 Corona 140,921 1,153,262 2,743,488 1,989,728 114,644 104,773 1,272,328 215,876 109,292 422,457 Eastvale 1,735,201 1,249,621 1,705,338 1,241,685 1,438,152 1,478,348 665,522 434,531 - - Hemet 217,626 52,392 351,010 545,597 736,612 531,470 194,078 145,284 1,026,097 536,448 Jurupa Valley 995,072 2,400,109 2,302,649 1,738,387 242,216 112,044 32,901 - - - Lake Elsinore 56,629 800,725 969,533 898,098 868,004 646,241 259,098 263,885 115,607 392,960 March JPA 1,668,406 765,627 222,482 239,874 - 227,695 - - 156 - Menifee 1,944,365 1,374,603 1,203,549 909,230 1,665,304 821,673 628,138 1,108,611 1,136,869 4,430,855 Moreno Valley 300,521 883,562 1,356,327 2,343,895 1,138,394 693,588 29,612 425,411 413,086 641,423 Murrieta 2,585,547 884,391 1,452,155 1,496,315 70,944 81,192 64,386 702,612 360,959 152,991 Norco 1,867,070 304,411 100,355 101,444 11,288 8,232 - 65,000 5,764 83,055 Perris 918,236 1,235,325 1,167,113 1,069,887 1,498,823 320,608 124,896 187,814 107,272 412,229 Riverside 1,484,544 3,113,205 1,852,839 1,461,429 594,363 1,365,025 955,549 837,989 299,033 1,000,099 San Jacinto 3,212,024 843,818 698,893 259,021 200,630 70,674 90,480 123,462 235,158 355,874 Temecula 1,448,548 810,938 809,664 679,386 227,028 1,772,534 944,090 1,288,039 940,530 1,746,599 Wildomar 87,114 826,659 384,865 83,178 219,722 1,032,017 16,451 30,063 310,670 4,625 County - Northwest 569,203 272,790 414,258 216,343 183,616 189,161 248,635 685,058 1,545,271 2,352,587 County - Southwest 1,643,915 863,473 636,493 1,529,926 1,288,379 1,622,276 598,885 367,429 639,407 2,575,582 County - Central 1,125,077 911,716 1,040,489 593,671 46,173 434,159 37,570 127,594 144,747 833,937 County - Pass 815,242 12,349 20,581 16,502 4,116 431,198 2,181 3,347 23,962 31,344 County - Hemet/San Jacinto 538,808 376,151 299,821 91,090 82,324 30,103 15,701 6,316 33,120 169,059 Regional Transit Authority 1,203,022 692,725 698,889 314,621 367,630 423,339 194,423 185,257 341,681 563,184 Riverside County Transportation Commission 23,630,935 19,594,830 19,769,172 17,480,991 10,899,357 11,978,440 5,494,327 5,438,916 6,603,169 10,548,866 WRCOG 2,056,290 1,689,574 1,704,607 2,076,008 974,049 1,027,871 505,866 544,408 663,267 2,453,241 MSHCP 783,850 667,382 673,319 602,662 369,011 407,929 191,743 194,668 223,217 358,564 Total TUMF 51,305,031 $ 42,239,340 $ $ 42,615,159 $ 38,193,977 $ 23,332,924 $ 25,816,019 $ 12,658,634 $ 13,412,759 $ 15,470,963 $ 30,080,898 Source: Fiscal Department
Fiscal Year Ended June 30
197 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Demographic and Economic Statistics for the County of Riverside Last Ten Calendar Years
-63-
Personal Income Per Capita Personal
Calendar Year Population (thousands) Income Unemployment Rate 2018         2,415,955 $         87,827,068 $                     36,782 4.70% 2017         2,390,702            88,000,000                        35,883 5.80% 2016         2,317,924            89,500,000                      31,762 6.90% 2015         2,329,271            83,500,000                        31,344 8.40% 2014         2,292,507            76,289,477                      30,815 9.80% 2013         2,227,577            70,376,019                        29,986 11.50% 2012         2,239,620            67,024,780                        29,927 13.20% 2011         2,189,641            63,900,000                      29,035 14.70% 2010         2,125,440            63,228,086                        29,748 13.40% 2009         2,077,183            64,503,728                        31,053 8.50% Sources: California State Department of Finance as of January 1 U.S. Department of Commerce Bureau of Economic Analysis Riverside County Economic Development Agency
Represents most recent data available
Data not available solely for Western Riverside County
198 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Employment Statistics by Industry for Riverside County
Calendar Years 2017 and Nine Calendar Years
-64-
% of Total % of Total
Industry Type 2017 Employment 2008 Employment
Agricultural service, forestry, fishing and other 18.0% 115,100 133,200 19.4% Mining 0.1% 500 400 0.1%
Construction 64,400 8.7% 47,800 8.1%
Manufacturing 42,700 5.8% 44,200 7.5%
Transportation, warehousing, and public utilities 45,800 6.2% 20,900 3.5% Wholesale trade 24,700 3.3% 19,800 3.3%
Retail trade 98,300 13.3% 87,200 14.7%
Professional & business services 69,700 9.4% 56,400 9.5% Education & health services 109,500 14.8% 70,900 12.0%
Other services 23,000 3.1% 17,800 3.0%
Federal government, civilian 7,200 1.0% 6,800 1.1%
State government 19,300 2.6% 16,000 2.7%
Local government 101,600 13.7% 88,400 14.9%
Total 739,800 100.0% 591,800 100.0%
Source: State of California Economic Development Department Represents most recent data available
Data not available solely for Western Riverside County
http://www.labormarketinfo.edd.ca.gov/county/river.html 199 B3 Attach #3 of 3

WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS
(A Joint Powers Authority)
Full-time Equivalent Employees by Function/Program
Last Ten Fiscal Years
-65-
Function/Program 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009Management services and administration 7.0 9.0 7.8 7.2 5.5 5.9 6.0 6.5 7.3 5.1 Transportation 4.0 3.5 5.5 4.9 4.9 5.8 5.0 6.3 6.5 7.7
Energy 14.0 15.3 8.3 7.2 4.6 3.1 2.2 3.2 3.2 3.2
Environmental 4.5 2.3 1.3 3.4 3.0 3.0 2.0 3.0 3.0 3.0
Total full time equivalents 29.5 30.1 22.8 22.7 18.0 17.8 15.2 19.0 20.0 19.0 Source: Fiscal Department
As of June 30
200
B3 Attach #3 of 3
Item 6.H
Fiscal Year 2017/2018
Comprehensive Annual Financial
Report (CAFR)
Attachment 2
FY 2017/2018 Statement on Auditing
Standards 114 Report
201 B3 Attach #3 of 3
202 B3 Attach #3 of 3
203 B3 Attach #3 of 3
204 B3 Attach #3 of 3
Item 6.H
Fiscal Year 2017/2018
Comprehensive Annual Financial
Report (CAFR)
Attachment 3
FY 2017/2018 Internal Standards
Report
205 B3 Attach #3 of 3
206 B3 Attach #3 of 3
207 B3 Attach #3 of 3
208 B3 Attach #3 of 3
209 B3 Attach #3 of 3
210 B3 Attach #3 of 3
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216 B3 Attach #3 of 3
Item 6.I
Western Riverside Council of Governments
Technical Advisory Committee
Staff Report
Subject: Environmental Department Activities Update
Contact: Kyle Rodriguez, Staff Analyst, [email protected], (951) 405-6721 Date: February 21, 2019
The purpose of this item is to provide the status of the Solid Waste Cooperative, updates to the Used Oil Program, and the status of the Clean Cities Coalition.

Requested Action:

1. Receive and file.

Background
WRCOG’s Environment Department assists member jurisdictions with addressing state mandates which requires education and outreach programs that reduce greenhouse gases. The Environment Department houses three programs to meet California’s goals: 1) The Solid Waste Cooperative, which assists in strategies of reduction of short-lived climate pollutants; 2) A regional Used Oil Recycling Program, designed to promote the proper recycling and disposal of used oil, oil filters, and Household Hazardous Waste (HHW); and 3) the Clean Cities Coalition, which aims to cut petroleum use in the transportation sector through integration of technology.

Solid Waste Cooperative
WRCOG’s Solid Waste Cooperative (Cooperative) is formed of 18 WRCOG member agencies, local waste haulers, California Department of Resources Recycling and Recovery (CalRecycle), and other guests of interest. The Cooperative was formed to help the subregion discuss issues of importance and learn challenges and successes of recycling programs invoked.

In October 2018, staff held one-on-one meetings with members of the Cooperative and was asked to focus on recently-chaptered legislation SB 1383, Short-Lived Climate Pollutants (SLCP): Organic Waste Methane Emissions Reduction. SB 1383 aims to achieve a 50% reduction in statewide greenhouse gas emissions from organic waste disposal by the year 2020.

On February 20, 2019, from 1:00 p.m. to 3:00 p.m., WRCOG will host a workshop on SB 1383. CalRecycle will be presenting general information on the legislation as well as answer any questions or concerns. The workshop will be in Citrus Towers Suite 450, Riverside, CA. Access to a live webinar will be available through uberconfrence.com/WRCOG, dial in number (951) 407 – 0430. Staff will continue to work with the Cooperative to clearly define what activities it can undertake to assist member agencies comply with this bill.

Used Oil and Filter Exchange Events
The Used Oil Program is paid for by a grant from CalRecycle which funds jurisdictions to provide outreach and education on recycling of used motor oil, oil filters, and HWW. Used oil and filter exchange events help 217 B3 Attach #3 of 3
educate and facilitate the proper recycling of used motor oil and used oil filters. WRCOG provides this outreach on behalf of the 18-member jurisdictions that participate in the Program. The primary objective is to teach “Do It Yourself” (DIY) individuals who change their oil how to properly dispose of their used oil and oil filters; therefore, an auto parts store is an excellent venue for events. During oil events, every individual that brings in their used oil filter will be provided with a brand new, equal or lesser price filter at no cost. In addition to promoting used oil and oil filter recycling, staff provides information about future County-wide HHW Collection Programs, which allows residents to drop-off other automotive and hazardous household products for free. WRCOG staff utilizes an electronic survey on an iPad to interact with residents at these events and collect information to help better inform community members of future opportunities to recycle used oil. In 2019, the first two events advertised on social media reached 97,000 users through Facebook promotion alone.

The following is a list of “completed” Used Oil Outreach and Filter Exchange Events:

The following is a list of “upcoming” Used Oil Outreach and Oil Filter Exchange Events:

Date Event Location Time
2/16/2019 Oil & Filter Event Riverside 9:00 a.m. – 1:00 p.m. 2/23/2019 Oil & Filter Event Murrieta 9:00 a.m. – 12:00 p.m. 3/23/2019 Oil & Filter Event Lake Elsinore 9:00 a.m. – 12:00 p.m. 3/30/2019 Community Event Perris 8:00 a.m. – 12:00 p.m. 4/6/2019 Oil & Filter Event Riverside 9:00 a.m. – 1:00 p.m. 4/6/2019 Community Event Canyon Lake 9:00 a.m. – 12:00 p.m.

Clean Cities Coalition
The WRCOG Clean Cities Coalition seeks to integrate technology with alternative fuels and infrastructure.

Clean Cities Coalitions work with the Department of Energy (DOE) to improve efficiency, increase domestic energy security, and improve operating costs for consumers and business. Transportation is a large part of our Energy Economy; 70% of total U.S. petroleum usage is for transportation. Clean Cities National Network will track and report fuel pricing, openings and closings of fuel stations, vehicle and station costs equipment to the DOE to provide a picture of Alternative Fuel Vehicles (AFV) technology adoption, petroleum fuel use reductions, and air quality improvement to the subregion. Through Clean Cities Coalitions, DOE funds additional activities designed to help advance the AFV market in the subregion. WRCOG selected four activities:
• Fuel and technology feedback listening sessions
o The Coalition will organize and facilitate fuel and technology-specific listening sessions with fleets and other stakeholders to identify technology gaps and critical research needs to improve vehicle / infrastructure performance and usability in the subregion. • AFV infrastructure development and corridor planning
o The Coalition will organize and facilitate alternative fuel infrastructure planning activities, alternative fuel corridor development (including support of the FAST Act Section 1413, Alternative Fuel Corridor Designation initiative activities), research and preparation of alternative fueling readiness plans, and planning for future fueling infrastructure development where current corridor gaps exist in the subregion.

Date Event Location Oil Filters
1/12/2019 Oil & Filter Event Hemet 26
1/26/2019 Oil & Filter Event Riverside 127
2/2/2019 Oil & Filter Event Eastvale 75
218 B3 Attach #3 of 3
o The Coalition will continue development and build out of its GIS planning tool and will work to nominate State Route 91 corridor as a FAST-ACT corridor for electric vehicle charging. • Fuel / technology outreach and demonstration events
o The Coalition will organize and facilitate fuel and technology specific end-user workshops and outreach event(s) including (but not limited to) hands-on ride & drives, demonstrations, educational showcases of alternative fuel and advanced technology vehicles, and refueling / charging systems. The Coalition will be assisting with the planning of an AltCar Expo being held within the Inland Empire area. • Targeted coaching and technical assistance
o The Coalition will continue to provide direct technical assistance and coaching to its member’s fleets, end-users, and other appropriate stakeholders. Examples include assisting with project planning, aggregate purchasing initiatives, reviewing equipment specifications, coordinating performance testing of new fueling stations, orientation training for end-users receiving new AFVs or fueling equipment, problem-solving, etc.