Hemet City Council
December 16, 2024

MAYOR AND CITY COUNCIL:

Jaculin "Jackie" Peterson
Mayor (District 2)
Carole Kendrick
Mayor Pro Tem (District 1)
Joe Males
Council Member(District 4)
Tom Lodge
Council Member (District 3)
Linda Krupa
Council Member (District 5)

Mark Prestwich
City Manager
Steven Graham
City Attorney
John P. Maier
City Clerk

CITY COUNCIL SPECIAL

MEETING AGENDA

CITY OF HEMET, CALIFORNIA

Monday, December 16, 2024
Hemet Public Library, Second Floor
300 E. Latham Ave., Hemet, California 92543
CITY COUNCIL SPECIAL MEETING AT 4:00 P.M.

JOINT CITY COUNCIL & PLANNING COMMISSION
WORK STUDY AT 5:00 P.M.

Council Chamber: In-person participation is limited in the Council Chamber in order to maintain social distancing room capacity.

Live Stream: This meeting will be live streamed on the City's website at hemetca.gov/agenda.

Public Comments: Members of the Public who wish to comment on matters before the Council, in lieu of attending in person, may submit comments on or before 2:00 p.m. the day of the meeting by using the following link: Online Comment Form. Comments will be recorded in the official meeting record.

Teleconference: ***UPDATED PROCEDURES***POTENTIAL USE OF AB 2449’S JUST CAUSE OR EMERGENCY CIRCUMSTANCES PROVISIONS In the event a City Councilmember joins the meeting virtually under AB 2449, then members of the public can utilize the number below to participate via teleconference. If all participating Councilmembers are physically present, then the call-in feature will be unavailable, but the meeting can still be viewed at the link:
https://us02web.zoom.us/j/82022790575
Webinar ID: 820 2279 0575
Passcode: 745765
Telephone: Dial (for higher quality, dial a number based on your current location):

US: +1 669 900 6833 or +1 253 215 8782

Notice Regarding Americans with Disability Act

In compliance with the Americans with Disability Act, if you need special assistance to participate in this meeting or if you need agenda documents provide in an alternate format, please contact the City Clerk’s Office at (951) 765-2307 at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made (28CFR 35.102-35.104 ADA Title II)

Page

1 SPECIAL MEETING – 4:00 P.M.

2 CALL TO ORDER

3 ROLL CALL

4 PLEDGE OF ALLEGIANCE

5 COMMUNICATIONS FROM THE PUBLIC
Welcome to a meeting of the Mayor and City Council of the City of Hemet  Anyone who wishes to speak during public comment or on a particular item will be required to fill out a speaker slip and turn it in to the City Clerk. Each request will cover one speaker.  There is a 3-minute-per-person time limit for all general public comments on non-public hearing items.  All who wish to speak, including Council members and staff, need to be recognized by the Mayor before speaking.
 Members of the public shall comply with the adopted Rules of Decorum, Resolution No. 4545. A copy of which can be requested through the City Clerk’s Office.
 You may also fill out a form and submit your comments online at www.hemetca.gov. Submittal must be done before 2:00 p.m. the day of the meeting.
 Please state your name and item you are commenting on before speaking.

5.A Public Comment for Items Listed on the Agenda: Discussion Items

6 DISCUSSION ITEMS

6.A Introduction and First Reading of Ordinance No. XXX - Amendment to Chapter 50 of the Hemet Municipal Code Relating to Regulation of City Parks and Facilities
Staff Report #24-458 - Pdf

Recommendation:

It is respectfully recommended that the City Council:

Introduce by title only, waive full reading, and conduct the first reading of the Ordinance of the City of Hemet, California, Amending Chapter 50 of the Hemet Municipal Code regarding the regulation of city parks and facilities.
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6.B Discussion Regarding Potential Amendments to Chapter 18 Article XVI - Commercial Cannabis Businesses
Staff Report #24-457 - Pdf

Recommendation:
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It is respectfully recommended that the City Council:

Discuss and provide City staff direction on preparing and returning amendments to Chapter 18 Article XVI of the Hemet Municipal Code related to Commercial Cannabis Businesses.

6.C City Council Outside Boards, Committees, and Commissions Appointments
Staff Report #24-455 - Pdf

Recommendation:

It is respectfully recommended that the City Council:

Provide direction and possibly appointment the City of Hemet City Council Members to existing outside boards, committees, and commissions.
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7 CITY COUNCIL AND STAFF REPORTS

COUNCIL MEMBER KRUPA

COUNCIL MEMBER LODGE

COUNCIL MEMBER MALES

MAYOR PRO TEM KENDRICK

MAYOR PETERSON

CITY MANAGER MARK PRESTWICH

8 ADJOURNMENT OF SPECIAL MEETING

9 JOINT CITY COUNCIL & PLANNING COMMISSION WORK STUDY - 5:00 P.M.

10 CALL TO ORDER

11 ROLL CALL

12 DISCUSSION ITEM

12.A City Council and Planning Commission Work Study on Existing Warehouse Development Applications, Standards, AB 98, and Related Matters
Staff Report #24-456 - Pdf

Recommendation:

It is respectfully recommended that the City Council and Planning Commission receive a report on existing warehouse applications, development standards, AB 98, and related matters.
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13 COMMUNICATIONS FROM THE PUBLIC
Welcome to a meeting of the Mayor and City Council of the City of Hemet  Anyone who wishes to speak during public comment or on a particular item will be required to fill out a speaker slip and turn it in to the City Clerk. Each request will cover one speaker.  There is a 3-minute-per-person time limit for all general public comments on non-public hearing items.  All who wish to speak, including Council members and staff, need to be recognized by the Mayor before speaking.
 Members of the public shall comply with the adopted Rules of Decorum, Resolution No. 4545. A copy of which can be requested through the City Clerk’s Office.
 You may also fill out a form and submit your comments online at www.hemetca.gov. Submittal must be done before 2:00 p.m. the day of the meeting.
 Please state your name and item you are commenting on before speaking.

13.A Public Comment for Items Listed on the Agenda: Discussion Items

14 ADJOURNMENT

AFFIDAVIT OF POSTING
I, John Paul Maier, MMC, City Clerk for the City of Hemet, declare under penalty of perjury that the foregoing agenda was posted at City Hall located at 445 E. Florida Ave., the Hemet Public Library located at 300 E. Latham Ave., Hemet, CA, and the City Website.

Date & Time: December 12, 2024, at 6:20 p.m.

Meeting Schedule: The City Council of the City of Hemet regularly meets on the second and fourth Tuesdays of each month at 7:00 p.m., unless otherwise noted. Closed and Special Sessions will be duly noticed as needed.

Council Agendas: Agendas for Regular Meetings are available for public review on the City’s website at hemetca.gov and in the City Clerk’s Office, 445 E. Florida Ave. typically by 4:00 p.m. on the Thursday prior to the meeting, but no later than 72 hours prior to the meeting. Agendas for Closed and Special Sessions are made available at least 72 hours prior to the meeting when possible, but no later than 24 hours prior to the meeting.

Livestream: Regular City Council Meetings are available for viewing during the meeting at hemetca.gov.

Use of Equipment: Please contact the City Clerk’s Office if requesting to use the chamber equipment as part of a scheduled presentation 24 hours prior to the meeting at (951) 765-2307.

City of Hemet
City Council Meeting

STAFF REPORT

Meeting: City Council Special Meeting - Dec 16 2024
Department: City Attorney
Submitted by: Mark Prestwich, City Manager
Steven Graham, City Attorney;

☐ Receive and File ☐ Consent Calendar ☒ Business Item ☐ Public Hearing

TITLE:

Introduction and First Reading of Ordinance No. XXX - Amendment to Chapter 50 of the Hemet Municipal Code Relating to Regulation of City Parks and Facilities

RECOMMENDED ACTION:

It is respectfully recommended that the City Council:

Introduce by title only, waive full reading, and conduct the first reading of the Ordinance of the City of Hemet, California, Amending Chapter 50 of the Hemet Municipal Code regarding the regulation of city parks and facilities.

BACKGROUND:

The City of Hemet’s parks and recreational facilities are vital public assets that require consistent regulations to maintain safety, accessibility, and proper use for residents and visitors. Existing park regulations were reviewed for modernization, clarity, and alignment with best practices. This ordinance introduces comprehensive amendments to Chapter 50 of the Hemet Municipal Code.

ANALYSIS:

The Ordinance amends Chapter 50 of the Hemet Municipal Code to create updated and clearly defined rules for the use of City parks and facilities. The revisions include specific provisions to address large events, public safety, prohibited activities, and administrative processes. Key components of the ordinance include:

General Provisions
Definitions (§ 50-01): Provides clear definitions for terms such as Group Event, Large Group Event, City Event, and Park.

Scope (§ 50-02): Clarifies the ordinance’s applicability to City-owned parks, including those managed by the Valley-Wide Recreation District.

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Park Use Rules
Large Group Events (§ 50-10): Requires permits for organized gatherings of 50 or more attendees.

Public Hours and Parking (§ 50-11): Establishes park operating hours (6 a.m. to 10 p.m.) with authority for closures due to safety concerns.

Fires and BBQs (§ 50-12): Limits fire use to designated areas; prohibits personal BBQ equipment without approval.

Weapons and Noise (§ 50-13, 50-14): Prohibits weapons and reinforces compliance with noise regulations.

Vehicles, Dogs, and Off-Leash Areas (§ 50-15, 50-20, 50-21):

Restricts vehicle use to designated areas.

Enforces leash laws, waste clean-up, and off-leash area rules.

Inflatable Structures (§ 50-23): Prohibits bounce houses and similar structures without a permit.

Alcohol and Smoking (§ 50-24, 50-30): Bans alcohol and smoking in parks unless permitted otherwise.

Administrative Provisions

Permitting Process (§§ 50-40 - 50-44): Establishes detailed procedures for group event permit applications, reviews, appeals, and weather-related rescheduling.

Fees (§ 50-29): Allows the City Council to establish park fees by resolution, offering discounts for Hemet-based group events.

Temporary Park Closures (§ 50-30): Provides authority for closures due to safety or maintenance needs.

DISCUSSION:

There are a few provisions of the update that are vital for City Council direction:

(1) Park hours. The hours are set for the park to close from 10 p.m. to 6 a.m. This may be appropriate for parks with lighting, but others without lighting should perhaps close earlier.

(2) Dogs. Currently dogs are not authorized to be in parks, even if on a leash. This would allow leashed dogs.

STRATEGIC PLAN INTEGRATION:

N/A

ATTACHMENT(S):

6.A

Hemet Ordinance Park Regulations sp final

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CITY OF HEMET ORDINANCE NO. XXXX 1
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CITY OF HEMET

HEMET, CALIFORNIA
ORDINANCE NO. xxxx

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HEMET,
CALIFORNIA, AMENDING CHAPTER 50 OF THE HEMET MUNICIPAL

CODE RELATED TO REGULATION OF CITY PARKS AND FACILITIES

THE CITY COUNCIL OF THE CITY OF HEMET, CALIFORNIA, DOES HEREBY ORDAIN AS FOLLOWS:

Section 1. Municipal Code Amendment. Chapter 50 of the Hemet Municipal Code is hereby amended to read as follows:

CHAPTER 50: CITY PARKS AND FACILITIES
General Provisions
50-01 Definitions
50-02 Valley-Wide Recreation District
Park Use Rules
50-10 Large group events by permit only; reservations for other group events 50-11 Public hours of use; parking
50-12 Fires
50-13 Weapons
50-14 Noise
50-15 Horses and vehicles
50-16 Rubbish
50-17 Conducting business in a park
50-18 Camping
50-19 Vandalism
50-20 Dogs
50-21 Off-leash areas
50-22 Golf
50-23 Inflatable structures
50-24 Alcohol in park
50-25 Additional regulations
50-26 Use of fields on Sundays; permits
50-27 Title 100, Skate Parks
50-28 Park use as city enterprise
50-29 Fees

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50-30 Temporary park closures
50-31 Public records
Permits for Group Events
50-40 Permit application
50-41 Permit review, issuance and denial
50-42 Permit contents
50-43 Appeals
50-44 Signs
50-45 Rain or adverse weather condition
50-98 Violations; enforcement

GENERAL PROVISIONS
§ 50-01 DEFINITIONS.

This chapter shall be the city’s “Parks Ordinance.” For the purposes of this chapter and all park regulations adopted pursuant hereto, words and phrases shall have the meanings listed in this section.

CITY EVENT. A group event that is sponsored or co-sponsored by the City of Hemet or a Joint Powers Authority of which the City of Hemet is a member.

CITY MANAGER. The City Manager of the City of Hemet, or his or her designee.

COMMUNITY BASED ORGANIZATION or CBO. Any public nonprofit benefit corporation of demonstrated effectiveness approved by the City Manager. The City Clerk shall maintain a list of approved CBOs prepared and updated by the City Manager as a public record.

FIRE CHIEF. The Fire Chief of the Hemet Fire Department or his or her designee.

GROUP EVENT.
(1) An organized picnic, exhibit, show, class, or similar gathering of people in a park:
(a) At which the organizing person or party serves food or beverages, regardless of whether those consuming said food or beverages are charged for same; or
(b) To which the organizing person or party brings furniture or equipment such as tables, booths, tents or play equipment.

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(2) GROUP EVENTS include any large group event; however, no city event shall be considered or treated as a GROUP EVENT hereunder.

HEMET-BASED GROUP EVENT. A group event wherein the applicant for a permit per this chapter is a city resident, a business or school located in the city, a community based organization wherein the majority of members or board members are city residents, or which CBO provides services to a significant number of city residents on a continuing basis. A large group event may meet the criteria of an HEMET-BASED GROUP EVENT, and shall be treated as same.

LARGE GROUP EVENT. Any group event, including any Hemet-based group event, meeting both of the following criteria: (1) the application for the group event permit in question anticipates attendance of 50 persons or more, including the organizing person or party and any staff thereof, and any people who will be performing or entertaining at the proposed group event, and (2) the City Manager determines that the group event in question will require the dedication of city staff time to address and mitigate event- specific impacts on the community such as those listed in § 50-40(B). However, every GROUP EVENT with an anticipated attendance of 100 persons or more, including the organizing person or party and any staff thereof, shall be a LARGE GROUP EVENT.

PARK. A parcel or contiguous parcels of land owned, operated and maintained by the city that provides space and/or a facility, whether indoor or outdoor, for the benefit and enjoyment of people residing or visiting in the city. PARKS may be classified as community or neighborhood parks, community centers such as the Simpson Center, athletic or aquatic facilities, golf courses, libraries, picnic areas, cultural centers, or similar facilities to those listed herein. PARKS may include parking lots, playground equipment, sports fields, skate parks, buildings or other structures, or other amenities.

PARKS may include or be limited to open space areas suitable for active or passive uses. PARKS regulated by this chapter shall be limited to space and/or facilities that contain park sites that may be used for a group event.

PARK REGULATIONS. Regulations adopted by the City Council or City Manager to facilitate this chapter’s implementation and advance its efficiency in meeting the needs of the community.

PARKSITE. A discreet or definable site or an area within a park that may serve as the location for a group event, and for which a permit may be obtained per this chapter.

POLICE CHIEF. The Chief of the Hemet Police Department or his or her designee.

PERMIT. A certificate or written approval to engage in specified activity in a park as specified in this chapter; any PERMIT issued per this chapter shall also function as an exclusive reservation of a park site, or under limited circumstances the entirety of a park, for a particular use.

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WEAPON. Any firearm, firecracker, rocket, firework, missile, item listed in § 12020(a) of the Cal. Penal Code, or less than lethal weapon listed in § 12601(a) of the Cal. Penal Code.
§ 50-02 VALLEY-WIDE RECREATION DISTRICT.
(A) This chapter shall not apply to any park or facility owned by the Valley-Wide Recreation District except by written agreement with that agency. (B) This chapter shall apply to any park or facility owned by the City of Hemet, notwithstanding that such park or facility is managed, operated, or maintained by the Valley-Wide Recreation District. For City-owned parks managed, operated, or maintained by Valley-Wide Recreation District, the City Manager may designate the General Manager of the District as his or her designee for any acts to be done under this Chapter.

PARK USE RULES
§ 50-10 LARGE GROUP EVENTS BY PERMIT ONLY; RESERVATIONS FOR OTHER GROUP EVENTS.
(A) Large group events, including Hemet-based group events that qualify as such, may only take place at a park upon issuance of a permit by the City Manager or his or her designee in accord with all applicable provisions of this chapter. (B) Although group events generally shall not require permit, park sites may be reserved for group events via the permit process provided in § 50-40. Any person or party who secures a permit authorizing a particular group event to take place at a particular park site shall be entitled by this chapter to hold the group event in question at the park site in question, to the exclusion of all other persons and parties. § 50-11 PUBLIC HOURS OF USE; PARKING.
(A) Except in accord with a specific written permit provision, no person shall remain, park a vehicle, stay, or loiter in any park between the hours of 10 p.m. and 6 a.m. (B) The City Manager may designate extended park hours for any park when the City Manager determines that such extension of hours is consistent with sound use of park resources, will enhance recreational activities in the city, and will not be detrimental to the public health, safety or welfare. The prohibitions contained in subsection A of this section shall not apply to any person present in a park during extended park hours designated pursuant to this subsection.
(C) Notwithstanding subsection A of this section, the Police Chief may order any park closed before sunset and after sunrise when he or she determines that activities

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constituting a threat to public health, safety or welfare have occurred or are occurring in the park and that such closing is necessary to protect the public health, safety or welfare. At least one sign designating the hours when the park is closed shall be installed prominently in the park. During any time when a park is ordered closed, it is unlawful for any person to remain, stay, or loiter in said park during said period. (D) It shall be unlawful to enter or remain in a children’s playground area if such person is eighteen (18) years of age or older unless actually engaged in the care, custody or supervision of a person younger than eighteen (18) years of age who is using the child playground facilities.
§ 50-12 FIRES.

No person shall light or maintain any fire, except in a place designated by the city as a park amenity, feature or fixture, or as specifically approved by the Fire Chief concurrent with the issuance of a permit under this chapter. This section shall prohibit the use of any personal barbeque equipment in any park.
§ 50-13 WEAPONS.

Except as authorized by state or federal law, or specifically permitted by the city or another authorized governmental authority, no person shall possess, carry or discharge any weapon in any park.
§ 50-14 NOISE.
(A) City issuance of a permit for any group event under this chapter shall not exempt the event from compliance with any other provision of this Code related to noise. (B) Nothing in this section or Code shall be construed to limit conduct or speech that is permitted or protected by state or federal law.
§ 50-15 HORSES AND VEHICLES.

Except as authorized by a permit issued per this chapter, no person shall ride or drive any horse or other animal or propel any vehicle, electric bicycle, cycle or automobile in a park except in locations designated as roads, trails, parking lots, or driveways provided for that purpose, and only in a direction as may be posted. § 50-16 RUBBISH.

No person shall throw, discard, place or dispose of any garbage or refuse in a park, in any place other than a garbage can or other receptacle maintained for that purpose. No

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person shall bring or transport garbage or refuse generated outside a park to a park for disposal.
§ 50-17 CONDUCTING BUSINESS IN A PARK.

No person shall sell, offer or solicit the sale of goods or services within a park, or shall pass out commercial handbills or advertising, or shall commercially offer or provide teaching services within a park. This prohibition shall not apply to activity specifically authorized by a vending permit or other permit issued per this chapter. Sales of food or goods from vending carts is prohibited except as authorized by this Code or addressed by a specific written permit provision.
§ 50-18 CAMPING; FOOD.
(A) Camping in any park shall be prohibited consistent with § 53-1. (B) No food, beverage, merchandise or service shall be sold or distributed or offered for sale or distribution, whether from a vehicle or otherwise, in a park consistent with § 34-118(c).
§ 50-19 VANDALISM.

No person shall:
(A) Pick, dig, remove, destroy, injure, mutilate or cut any tree, plant, shrub, bloom or flower, or any portion thereof growing in a park; or
(B) Cut, break, deface or injure any building, structure, monument, sign, fence, bench, equipment or property in a park.
(C) No person shall open, expose, or interfere with any water system or utility, provided that this prohibition shall not apply to the use of any drinking fountain for its intended purpose.”
§ 50-20 DOGS.
(A) In accord with city signage, a dog at any location within a park shall be restrained by a leash; provided, however, that the provisions of this section may be temporarily waived per the terms of a permit issued pursuant to this chapter.

(B) In park areas designated by the City Council as off leash areas, dogs are permitted off-leash under the rules stated in § 50-21.

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(C) Each person having care or custody of a dog anywhere in a park shall be solely responsible for promptly placing that dog's waste into a garbage can or other trash or rubbish receptacle maintained in the park in question.

(D) No dog shall be allowed on any sports field in a park except per a specific written permit provision.
§ 50-21 OFF-LEASH AREAS.

The following rules apply within off-leash areas:
(A) No dog is permitted in an off-leash area except in the care, custody and control of a person 13 years of age or older.
(B) No person may have more than two dogs in an off-leash area at any time. (C) Any dog in an off-leash area must be under the voice control of its caretaker(s) at all times.
(D) No dog is permitted in the off-leash area except during that area's posted hours of operation.
(E) Any dog in an off-leash area must be at least four months of age, vaccinated for rabies, and have a current animal license.
(F) No dog that is sick, in heat, or unreasonably aggressive is permitted in an off-leash area.
(G) Any person having care or custody of a dog in the off-leash area shall promptly remove that dog's waste.
(H) No animals other than dogs are permitted in an off-leash area. (I) No dog obedience classes may be conducted in an off-leash area. (J) The use of an off-leash area by a dog's owner or any other person having care, custody, or control of the dog in question shall constitute an agreement by the dog owner or custodian in question to follow the rules stated in this section, a further, a waiver and release of any and all claims of the city, and agreement to protect, indemnify, defend and hold the city harmless from any claim, injury or damage arising from or related to such use.
(K) It shall be unlawful for any person to have a dog in an off-leash area between 10:00 p.m. and 7:00 a.m.

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§ 50-22 GOLF.

No person shall take part in or abet the playing of a game of golf or the practice thereof in any park. Further, no person shall cause any object such as a ball or stone to be propelled by use of a golf club or similar instrument within any park. This section shall not apply to the use of an area designated for the playing of golf by the City Council or activity authorized by a permit issued pursuant to this chapter. § 50-23 INFLATABLE STRUCTURES.

No person shall erect, install, or use any inflatable structure or fixture (such as waterslide, inflatable, bounce house, jumper, or any similar device) in any park. This section may only be waived pursuant to the terms and conditions of a permit issued pursuant to this chapter.
§ 50-24 ALCOHOL IN PARK.
(A) No person shall enter, be or remain in any park while in possession of any can, bottle, or other receptacle containing any alcoholic beverage that has been opened, or a seal broken, or the contents of which have been partially removed.

(B) No person shall consume, or provide or offer for consumption, any alcoholic beverage in any park. Notwithstanding any other provision of this chapter, a violation of this division may, within the discretion of the City Attorney, be prosecuted as a misdemeanor or an infraction.

(C) This section may only be waived pursuant to the terms and conditions of a permit issued pursuant to this chapter.
§ 50-25 ADDITIONAL REGULATIONS.

General and temporary regulations shall apply to park use and shall facilitate the function of this parks ordinance. The City Manager, or their designee, may administratively issue, modify or repeal temporary regulations for any park's use. No temporary regulation issued hereunder may be enforced for more than 180 consecutive days. Each new park regulation adopted, or a summary statement explaining the modification or repeal of an established park regulation, shall be submitted to the City Council for ratification by resolution. The City Council retains and may exercise at its discretion authority to adopt, modify or repeal any park regulation. § 50-26 USE OF FIELDS; PERMITS.

No formally organized sports competition may be scheduled to take place in any park unless a permit for said scheduling has been approved by the City Manager, or their designee.

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§ 50-27 SKATE PARKS.
(A) The purposes of this section are to establish regulations for the use and enjoyment of city skate park facilities in the interest of public safety, to comply with Cal.

Health & Safety Code § 115800 by adopting an ordinance requiring the use of safety equipment, with penalty by citation and notice by sign, and to satisfy the conditions of Cal. Health & Safety Code § 115800 for qualified immunity from liability for hazardous recreational activities.
(B) The terms used in this section, e.g., "skateboard," shall have the meanings in common usage, except as otherwise defined in this chapter or by the Cal. Health & Safety Code and other applicable laws. For the purposes of this section, the following definitions shall apply unless the context clearly indicates or requires a different meaning.

SKATE PARK . The Skate Park facility(ies) located in the City of Hemet, California

SKATING AREA . The area within the Skate Park designed for all-wheel (e.g., skateboards, in-line skates, scooters, bicycles) activities, which are limited to the adjacent concrete.
(C) Cal. Health & Safety Code § 115800 prohibits any operator of a skateboard park to permit any person to ride a skateboard therein unless that person is wearing a helmet, elbow pads and knee pads. Furthermore, pursuant to Cal. Health & Safety Code § 115800, the city requires that: (1) any person riding a skateboard at the Skate Park must wear a helmet, elbow pads and knee pads; and (2) notice of the safety equipment required and notice of the penalty for violation shall be provided. Any person in-line skates, scooters, bicycles, or other wheeled vehicles must wear a helmet, elbow pads and knee pads.
(D) The City Manager shall develop a system for recording skateboarding injuries and claims, and shall report those incidents to the Judicial Council in accordance with Cal. Health & Safety Code § 115800.
(E) Skateboarding is deemed a HAZARDOUS RECREATIONAL ACTIVITY , within the meaning of Cal. Gov't Code § 831.7, and by Cal. Health & Safety Code § 115800 under specified conditions.
(F) The city adopts the pertinent state law definitions of HAZARDOUS RECREATIONAL ACTIVITIES and affirms that use of the Skate Park is deemed a HAZARDOUS RECREATIONAL ACTIVITY to the fullest extent permitted by law.

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(G) Stunts or tricks with skateboards, luge skateboarding, and the like, and stunts, tricks and the like with in-line skates, scooters, or bicycles are prohibited in any picnic areas, parking lots, curbs, and surrounding areas of the Skate Park and permitted only in the skating area.
(H) Skateboarding, in-line skating, bicycling, and scootering are the only activities permitted in the skating area.
(I) The safety of the skating area is reduced by the presence of debris of any kind and by wet conditions. Food and beverage consumption produces foreseeable litter and are not permitted within the skating area. Use of the skating area under wet conditions is also prohibited.
§ 50-28 PARK USE AS CITY ENTERPRISE.

The City Council may from time to time consider and approve park programs, including but not limited to facilitating the rental or leasing of a park, and may also sponsor city events incorporating the use of a park that will serve to advance the public welfare and allow the city's use of its parks as a revenue-generating enterprise. § 50-29 FEES.

The City Council shall from time to time, by resolution, set and modify the fees payable by any applicant: (A) that applies for a permit to have a large group event in a city park pursuant to § 50-03, (B) that applies for a permit to engage in use of park fields pursuant to § 50-26 and any applicable park regulation, (C) that applies for a permit that necessitates the presence of city staff at a park during a group event pursuant to the park regulations, (D) that wishes to appeal any determination or citation under this chapter and the park regulations. Fees shall generally shall not be payable by any applicant for a group event permit that does not meet the criteria of a large group event.

However, notwithstanding any other provision of this chapter, any applicant for a group event permit shall pay fees payable upon an appeal, fees payable for a background investigation, and fees payable to fund the presence of city staff at a group event per this chapter. No fees payable per this chapter shall exceed the costs reasonably borne of providing the corresponding services provided per this chapter. No fees shall be payable with respect to the filing or consideration of an application for a city event. The fees payable in relation to an Hemet-based group event shall be at least 20% lower than any fees payable for any other group event. Any appellant under this chapter that prevails upon its appeal shall be entitled to the city's return of its fees that were payable on appeal.
§ 50-30 SMOKING PROHIBITED.
(A) It is unlawful for any person to smoke or to dispose of any lighted match or cigarette, cigar ashes or any flaming or glowing substance in any park.

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CITY OF HEMET ORDINANCE NO. XXXX 11
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(B) For the purposes of the Section:
(1) Smoke or smoking means and includes any of the following: (a) the direct burning or indirect heating of any cigar, cigarette, pipe, electronic smoking device, or any similar kind of smoking equipment or article, using any form of tobacco, cannabis, plant product, or other combustible substance in any form, or (b) the holding or carrying of a lighted or operated cigar, cigarette, pipe, electronic smoking device, or any other lighted smoking equipment or device, or (c) emitting or exhaling the smoke directly from a cigar, cigarette, pipe, electronic smoking device, or any other lighted smoking equipment or device. "Smoke" also means the gaseous or vaporous products or particles created by the use of a lighted or operated pipe, cigar, cigarette, electronic smoking device, or other kind of smoking equipment or article. (2) Electronic smoking device means an electronic device that can be used to deliver an inhaled dose of nicotine, or other substances, including any component, part, or accessory of such a device, whether or not sold separately; and includes any such device, whether manufactured, distributed, marketed, or sold as an electronic cigarette, an electronic cigar, an electronic cigarillo, an electronic pipe, an electronic hookah, or any other product name or descriptor.
(3) Park shall have the same meaning as in Section 50-01, except shall not include golf courses.
§ 50-31 PUBLIC RECORDS.

Any document prepared per this chapter shall be a public record maintained in accord with the city's records retention policy, and shall be subject to redaction only per a decision by the City Attorney in accord with the California Public Records Act.

PERMITS FOR GROUP EVENTS
§ 50-40 PERMIT APPLICATION.

Each application for a group event permit shall be made in writing on a form provided by the City Manager and shall be filed with the designated City department together with any application fees that may be established from time to time by resolution of the City Council. The contents of each permit application shall comply with the city's park regulations.
§ 50-41 PERMIT REVIEW, ISSUANCE AND DENIAL.
(A) The City Manager shall be the City Official responsible for the receipt, review and consideration of applications for group event permits filed per this chapter. The process

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through which each application is reviewed, issued or denied shall conform to the city's park regulations.
(B) Absent group event specific circumstances, the city's consideration of each application shall address whether the proposed group event or large group event can be approved as requested without causing, or likely causing any of the following impacts:

(1) Damage to park landscaping and equipment;

(2) Overload any restroom and other facilities;
(3) Irresolvable conflict with another group event or with a city event;

(4) Excessive traffic congestion or noise in a neighborhood; or

(5) Any other adverse impact upon the city, or the health, safety or welfare of its residents.
§ 50-42 PERMIT CONTENTS.

Any permit issued per this chapter shall reflect all information required by the city's park regulations.
§ 50-43 APPEALS.

Any determination upon a permit application, whether that determination be an approval of a permit, a denial of a permit, or the placement of any particular term or condition upon the issuance of a permit, may be appealed per the city's park regulations. § 50-44 RAIN OR ADVERSE WEATHER CONDITION.

When rain or any other adverse weather condition, such as excessive heat, wind, and the like, prevents a group event that has been the subject of an approved permit issued per this chapter from taking place, the approved group event may not take place on any rescheduled date absent written authorization of said rescheduled date by the City Manager. The organizing person or party with respect to any group event necessarily postponed by rain or an adverse weather condition has the sole responsibility to secure the City's authorization for that group event's rescheduling hereunder. § 50-98 VIOLATIONS; ENFORCEMENT.

Any violation of this chapter shall be treated as a strict liability offense and shall be enforced consistent with Article II of Chapter 1 of this Code.

Section 2. Severability

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CITY OF HEMET ORDINANCE NO. XXXX 13
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If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such determination shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

Section 3. Publication
The City Clerk is authorized and directed to cause this Ordinance to be published as required by law.

Section 4. Adoption and Effective Date
This Ordinance shall be introduced at a regular meeting and adopted at a regular meeting at least seven days after introduction. The Ordinance shall be effective upon the thirty-first day following adoption.

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CITY OF HEMET ORDINANCE NO. XXXX 14
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INTRODUCED at the regular meeting of Hemet City Council on , 2024.

APPROVED AND ADOPTED this day of , 2024.
_________________________
Jackie Peterson, Mayor
ATTEST:
_________________________
John Paul Maier, City Clerk

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CITY OF HEMET ORDINANCE NO. XXXX 15
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State of California )
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City of Hemet )
I, John Paul Maier, City Clerk of the City of Hemet, do hereby certify that the foregoing Ordinance is the actual Ordinance adopted by the City Council of the City of Hemet and was passed at a regular meeting of the City Council on the day of 2024.

AYES: Council Members:

NOES: Council Members:

ABSTAIN: Council Members:

ABSENT: Council Members:
_________________________________
John Paul Maier, City Clerk

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City of Hemet
City Council Meeting

STAFF REPORT

Meeting: City Council Special Meeting - Dec 16 2024
Department: City Attorney
Submitted by: Mark Prestwich, City Manager
Steven Graham, City Attorney;

☐ Receive and File ☐ Consent Calendar ☒ Business Item ☐ Public Hearing

TITLE:

Discussion Regarding Potential Amendments to Chapter 18 Article XVI - Commercial Cannabis Businesses

RECOMMENDED ACTION:

It is respectfully recommended that the City Council:

Discuss and provide City staff direction on preparing and returning amendments to Chapter 18 Article XVI of the Hemet Municipal Code related to Commercial Cannabis Businesses.

BACKGROUND:

In 2021, the City Council adopted Article XVI of Chapter 18, adding regulations for Commercial Cannabis Businesses. Many types of businesses were authorized such as cultivation, manufacturing, distribution, and micro-businesses, but standalone storefront retail businesses remained a prohibited use.

In 2024, the City Council amended Article XVI to authorize storefront retail cannabis businesses, including adopting application review criteria. The process the City Council adopted includes an initial staff-level review that will determine whether an applicant passes or fails to meet the criteria established by the City Council. Once completed, all applicants meeting the minimum score will enter a lottery for the five commercial cannabis business permits available for storefront retail.

At the December 10, 2024, meeting, Councilmember Males requested that Mayor Peterson place this discussion on the agenda for the Special Meeting of December 16, 2024, to discuss potential amendments to the process, including the elimination of the lottery system and having the City Council select the holders of the cannabis permits.

STRATEGIC PLAN INTEGRATION:

N/A

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City of Hemet
City Council Meeting

STAFF REPORT

Meeting: City Council Special Meeting - Dec 16 2024
Department: Administration
Submitted by: Mark Prestwich, City Manager
John Maier, City Clerk;

☐ Receive and File ☐ Consent Calendar ☒ Business Item ☐ Public Hearing

TITLE:

City Council Outside Boards, Committees, and Commissions Appointments

RECOMMENDED ACTION:

It is respectfully recommended that the City Council:

Provide direction and possibly appointment the City of Hemet City Council Members to existing outside boards, committees, and commissions.

BACKGROUND:

In 2024, the City Council provided direction and appointed City Council members to outside boards, committees, and commissions. The list was updated with a blank column for 2025 to reflect the election of Tom Lodge Council Member for District 3 and facilitate updates for the upcoming year.

ANALYSIS:

The City of Hemet Council Protocols for Council Members and Appointed Officials indicate that the Mayor, as the presiding officer of the City Council, has the authority to appoint Council Members as representatives to Standing, Ad-Hoc, and Regional Organization committees such as the Riverside Transit Agency, WRCOG, etc.

The vacancy of a liaison or alternate to the liaison could hinder effective communication between committees, regional organizations, and the City Council as the absence of an appointee may impact the City's ability to participate.

DISCUSSION:

Annually, the City of Hemet City Council reorganizes and appoints City Council Members as representatives and liaisons to outside Boards, Commissions, and Committees. With the District 3 City Council seat being filled as of December 10, 2024, it is therefore an appropriate time for the

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Mayor to appoint or reappoint City Council members to other public agencies pursuant to Section 7.1 of the City Council Protocols. The Protocols encourage the Mayor to "be mindful of the best interests of the City, of creating a fair distribution of assignments among the Members, and any specific knowledge or interest expressed by Council Members".

The most recently updated list of outside Boards, Commissions, and Committees for the 2024 calendar year is attached to the report.

PREVIOUS COUNCIL ACTION:

Appointments by the Mayor to positions with other governmental entities is governed by Section 7.1 of the City Council Protocols and have occurred annually or as more often as is reasonably necessary.

STRATEGIC PLAN INTEGRATION:

GOAL THREE: COMMUNITY ENGAGEMENT
To connect and participate in a constant dialogue between members of the community, City staff, and elected officials to promote togetherness and positivity.

Objective 2: Increase transparency for the public.

GOAL FOUR: PARTNERSHIP & COLLABORATION
To pursue partnerships that will increase the opportunities available to the community, including our businesses, unemployed, and youth populations.

Objective 2: Develop concepts and programs to enhance the quality of life services.

FISCAL IMPACT:

None.

ALTERNATIVE(S):

Provide alternative direction to the City Manager.

ATTACHMENT(S):

Attachment 1: Draft - 2025 OUTSIDE COUNCIL COMMITTEE APPOINTMENTS

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Updated December 13, 2024

COUNCIL COMMITTEES AND LIAISONS TO OUTSIDE ORGANIZATIONS

COUNCIL STANDING

COMMITTEES

ASSIGNED
DEPT.

MEETING

DATES/TIMES
2023

MEMBER UPDATES
2024

MEMBER UPDATES
2025

MEMBER UPDATES
Hemet Housing Authority Community
Development
As Needed Lilienthal/Krupa Lilienthal/Krupa
Investment Oversight
Committee
Finance 3rd Monday/1 per quarter Krupa/Kendrick Peterson/Kendrick Skate Park Committee Public Works As Needed Males/Lilienthal Males/Lilienthal

LIAISON TO CITY

BOARDS/COMMISSIONS

ASSIGNED
DEPT.

MEETING DATES/TIMES 2023

MEMBER UPDATES
2024

MEMBER UPDATES
2025

MEMBER UPDATES
Hemet Public Library Board of
Trustees
Library 3rd Friday/ 10:00 a.m. Krupa Krupa
Planning Commission Community
Development
1st & 3rd
Tuesdays/6:00p.m.

Krupa/Kendrick Males/Kendrick

SPECIAL AND AD HOC

COMMITTEES

ASSIGNED
DEPT.

MEETING DATES/TIMES 2023

MEMBER UPDATES
2024

MEMBER UPDATES
2025

MEMBER UPDATES
Council Protocols Ad-Hoc
Committee Feb.
25, 2020
Attorney As Needed Peterson/Krupa Peterson/Krupa
Strategic Plan Update Ad-Hoc
Committee Dec 8, 2020
As Needed Lilienthal//Males Kendrick/Lilienthal
Clean Up/Graffiti Ad-Hoc
Committee
As Needed Lilienthal/Males Lilienthal/Males
Homeless Outreach Ad-Hoc
Committee
As Needed Males/Lilienthal Males/Peterson
Business Outreach Ad-Hoc
Committee
As Needed Males/Peterson Males/Peterson
CDBG Ad-Hoc Committee As Needed Peterson/Kendrick Lilienthal/Kendrick Cal Trans Liaison Ad-Hoc
Committee
As Needed Peterson/Krupa Peterson/Krupa
Banner Program Ad-Hoc
Committee
As Needed Krupa/Males Krupa/Males
Veterans Memorial Ad-Hoc As Needed Peterson/Males Peterson/Males

LIAISON TO OUTSIDE

ORGANIZATION

ASSIGNED
DEPT.

MEETING DATES/TIMES 2023

MEMBER UPDATES
2024

MEMBER UPDATES
2025

MEMBER UPDATES
Riverside County Airport
Land Use Commission*
2nd Thursday/9:30
a.m./Riverside
Krupa Krupa
Community Action
Commission of Riverside
County
3rd Thursday/5:30 p.m./
Riverside
Lilienthal Lilienthal
League of California Cities 2nd Monday/6:00 p.m. All Council Members All Council Members Riverside County
Transportation Commission
2nd Weds/9:00
a.m./Riverside
Krupa/Lilienthal Krupa/Lilienthal
Riverside County Habitat
Conservation Agency
(RCHCA)*
Quarterly 3rd
Thursday/11:30 a.m.
/Riverside
Peterson Peterson/Kendrick
Riverside Transit Agency* 4th Thurs/ 2:00 p.m./
Riverside/ (Nov & Dec -
3rd Thurs)
Krupa/Lilienthal Krupa/Lilienthal
Western Riverside County
Conservation Authority
(RCA)*
1st Monday/12:30
p.m. Riverside
Kendrick/Krupa Kendrick/Krupa
Ramona Bowl Board of
Directors
As Needed Peterson Peterson

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Hemet San Jacinto Water
Master Board*
Attorney/
Public Works
Quarterly/ 4th Monday of
February, May, August and
November at 4:00 p.m.

Krupa/Brown Krupa/Peterson
Western Riverside Council of
Governments (WRCOG)*
As Needed Brown/Lilienthal Peterson/Lilienthal
League of California Cities:

Community Services
As Needed Lilienthal
League of California Cities:

Governance Transparency
and Labor Relations
As Needed Krupa Krupa
League of California Cities:

Housing, Community and
Economic Development
(HCED) Policy Committee
Kendrick
Regional Council District 3
Committee: SCAG
(Elected)
As Needed Krupa
SCAG Transportation
(Appointed by WRCOG)
WRCOG Regional
Committees: Riverside County
Waste Management Task
Force
As Needed Krupa
RCTC Committee: Mobile
Source Air Pollution
Reduction Review Committee
As Needed Krupa
California Joint Powers
Insurance Authority Board
As Needed Meyer/Krupa Peterson/Krupa
*Denotes stipend received for-- attendance

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City of Hemet
City Council Meeting

STAFF REPORT

Meeting: City Council Special Meeting - Dec 16 2024
Department: City Attorney
Submitted by: Mark Prestwich, City Manager
Steven Graham, City Attorney;

☐ Receive and File ☐ Consent Calendar ☒ Business Item ☐ Public Hearing

TITLE:

City Council and Planning Commission Work Study on Existing Warehouse Development Applications, Standards, AB 98, and Related Matters

RECOMMENDED ACTION:

It is respectfully recommended that the City Council and Planning Commission receive a report on existing warehouse applications, development standards, AB 98, and related matters.

BACKGROUND:

Former Mayor Males requested and the City Council held a Special Meeting on Saturday, October 12, 2024, to consider adoption of an Urgency Ordinance establishing a 45-day moratorium on the establishment or expansion of warehouse and distribution facilities in the City of Hemet. After a presentation of the Draft Ordinance and public comment, the Council voted 4-1 (with former Mayor Males opposing) to continue the discussion of the Moratorium to their December 10, 2024, Regular Meeting, at which the City Council adopted a 45-day moratorium on future warehouse applications.

Additionally, at the October 12, 2024 meeting, Councilmembers requested City staff to schedule a Special Meeting/work study to provide an overview of the types and characteristics of warehouse development on the horizon, including traffic impacts, jobs, hours of operation, impacts on property values, comparative information contrasting different types of development, training on newly enacted AB 98, and to extend an invitation to the Planning Commission to attend the meeting.

ANALYSIS:

The following report is organized into the following sections:

1. Review of Current Municipal Code Regulations

2. Overview of AB 98 (signed into law on September 29, 2024 by Governor Newsom)

3. Draft Ordinance Update / Performance Standards / Process

4. Status and Characteristics of City Received Warehouse Applications

5. Traffic Impacts and Comparison

6. UC Riverside Center for Innovation Report

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1. Current Municipal Code Regulations

Zoning

Warehouses and product fulfillment centers are currently a permitted use in the Manufacturing Zones (See Hemet Municipal Code Section 90-1043). Warehouses less than 400,000 square feet are permitted uses in all three manufacturing zones (BP, M-1, and M-2). For warehouses 400,000 square feet or greater, approval is subject to a Conditional Use Permit for BP zone (Planning Commission Approval) Director Development (Community M-2 M-1 and Permit Use Administrative or for Approval).

Designated Truck Routes (see attached map)

Truck Routes are established in Hemet Municipal Code Section 78-61 and consist of:

Florida Avenue (SR 74).

San Jacinto Street (SR 79), between Florida Avenue on the south and the northerly city limits.

State Street.

Sanderson Avenue.

Stetson Avenue between Sanderson Avenue on the west and State Street on the east.

Domenigoni Parkway.

Warren Road.

Menlo Avenue between Sanderson Avenue on the west and San Jacinto Street on the east.

Master Property Tax Agreement

A master property tax transfer agreement between a city and county in California establishes a streamlined framework for reallocating property tax revenues in cases of future annexations. This agreement provides a pre-determined formula or criteria for dividing property tax revenue between the city and county when unincorporated areas are annexed into city boundaries. By setting consistent guidelines, the agreement simplifies negotiations, promotes financial predictability, and aligns with California’s Revenue and Taxation Code, which mandates that cities and counties come to mutual terms on tax distribution in annexation cases. Such agreements benefit both parties by facilitating urban growth and expanding city services while ensuring counties retain adequate revenue to support their responsibilities in remaining unincorporated areas.

The property tax allocations for the areas relevant to future warehouse construction in Hemet are as follows:

 When the City of Hemet assumes the service responsibility for the suppression and prevention of structural fires, the City shall receive 100% of that portion of the property tax revenue generated.
 When the City of Hemet assumes the services responsibility for the provision of library services, the City shall receive 100% of that portion of the property tax revenue generated.

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 When the City of Hemet assumes the responsibility of providing all other municipal services, the City shall receive 25% of the County of Riverside’s share of that portion of the property tax revenue generated.
 The County Auditor is requested to convert the above established percentage figures into actual dollars and thereafter allocate such property tax revenue in accordance with the provisions of Section 95 of the California Revenue and Taxation Code.

Under the County's Master Property Tax Sharing Agreement dated July 1, 1980, all parcels are subject to a cost sharing allocation. As stated above, the allocation is equivalent to about 17.9900% of each dollar. If the City annexed an unincorporated property, the equivalent rate would be about

15.8997%. These numbers had been modeled and provided by the City’s property tax vendor, HdL.

Below is a graphical presentation provided by HdL in July 2024 that depicts the breakdown of the cost sharing allocation for each dollar of a property's assessed value.

Each property is subject to 1% tax annually.

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2. Overview of AB 98

AB 98 establishes statewide regulations for planning and zoning, targeting logistics facilities to address environmental and community impacts related to air quality, traffic, and noise pollution. This report discusses an implementation strategy for the City of Hemet.

AB 98 is designed to balance the economic growth of logistics facilities with environmental protection and public health goals. The law mandates stricter standards for the establishment, expansion, and operation of logistics facilities, especially warehouses, with an emphasis on reducing negative impacts on air quality, managing traffic flow, and minimizing residential disruptions.

Specific provisions include:
 Installation of energy-saving features such as solar panels and electric vehicle charging stations
 Transition to zero-emission forklifts
 Establishment of setback buffer zones between warehouses and sensitive areas such as homes, schools and parks
 Establishment of truck routes that avoid residential areas  Establishment landscape and solid-screen wall buffering to mitigate light and noise from sensitive areas
 Orientation of truck loading bays
 Compliance with the California Green Building Standards Code

Implementation Steps for the City of Hemet

 Update of Zoning and Permitting Processes. The City will revise zoning codes to integrate AB 98 standards. This may include reclassifying certain logistics zones and adding specific restrictions or conditional use requirements.
 Permitting Adjustments: AB 98 compliance checks will be integrated into the permitting process for new and expanding logistics facilities.

Development and Enforcement of Truck Route Plans

 The City will identify any proposed logistics facilities that are unable to meet the truck route requirements of AB 98 and develop truck route plans that minimize traffic through residential zones.
 The Public Works Department will assist in creating circulation plans that accommodate truck traffic while protecting residential and commercial access.  Regular assessments will ensure that truck routes are followed, with adjustments as necessary based on community feedback and traffic data.

and monitoring, upgrades, facility to related costs City may operators facility and The incur compliance enforcement. Long-term, these changes are expected to improve quality of life, reduce health costs, and promote sustainable economic growth.

3. Draft Ordinance Update / Performance Standards

The City Attorney's Office is working with Community Development staff to prepare a draft ordinance update to bring the City's current development standards into alignment with AB 98 and to follow the

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practices of other agencies, such as the City of Moreno Valley's and the City of Menifee's "Good Neighbor Policy". The provisions of the ordinance update are anticipated to include:

Emissions and Air Quality Control

1. Zero-Emission Equipment Requirements:
o Required use of zero-emission forklifts and other material-handling equipment. Diesel- powered equipment is prohibited unless an exemption is granted by the city based on technology limitations.

2. On-Site Vehicle Idling Restrictions:
o Prohibitions of vehicles idling on warehouse premises, including loading and unloading zones.
o Clear signage must be posted throughout the facility to inform drivers of idling restrictions.

3. Electrification Infrastructure:
o Warehouses shall provide charging stations for electric trucks and delivery vehicles proportional to the number of loading docks, ensuring future scalability as electric truck adoption grows.

Traffic Management and Routing

1. Truck Route Plans:
o Prior to approval, warehouses will be required submit a truck route plan that directs all truck traffic along designated routes, avoiding residential and sensitive receptor areas. o Truck routes must be approved by the city’s public works department.

2. Restricted Delivery Hours:
o Potential restrictions on truck deliveries to minimize noise pollution and residential disturbance based on location/truck routes.

3. Vehicle and Pedestrian Safety Measures:
o Safety features such as separate entry points for trucks and passenger vehicles, clear signage, and pedestrian pathways to prevent conflicts between trucks and pedestrian or personal vehicle traffic.

Noise Mitigation Standards

1. Sound Barriers and Acoustic Insulation:
o Facilities located near residential or sensitive receptor zones required to install sound barriers or use acoustically insulated building materials to reduce noise impact.

2. Operational Noise Limitations:
o line. property the at limits noise ordinance exceed not shall levels Noise local Operations involving loud equipment (e.g., compressors, loading/unloading of heavy materials) must be limited to daytime hours.

Site Design and Landscaping Requirements

1. Buffer Zones and Landscaping:
o Landscaped buffer zones must be maintained between the warehouse and any nearby residential or sensitive receptor. This buffer shall include trees and shrubs that aid in air filtration.

2. Green Roof or Solar Roof Requirement:

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o Consider requirements to install either a green roof to help with stormwater management and air quality or a solar roof to offset energy consumption.

3. Stormwater Management and Pollution Control:
o Facilities shall incorporate stormwater management systems designed to prevent pollution from entering waterways, including on-site filtration and containment systems.

Compliance Monitoring and Enforcement

1. Regular Inspections and Penalties for Non-Compliance:
o Periodic inspections to ensure compliance with the standards. Non-compliance will result in progressive penalties, including fines, operational restrictions, or revocation of permits for repeated violations.

2. Corrective Action Plan Requirement:
o If a facility violates any performance standard, the city may require submission of a corrective action plan detailing steps to achieve compliance.

3. Public Complaint Process:
o Publicly accessible complaint process, including a dedicated hotline and email address for reporting issues such as noise, traffic, or air quality concerns. All complaints must be documented and resolved, with reports submitted to the city.

4. Status of Warehouse Applications

totaling applications warehouse nine received has summarized the 1, Attachment in As City approximately six million square feet over approximately 15 buildings. Three of the warehouse projects have received Planning Commission approvals and two have advanced to construction.

The Kirby Industrial project near Kirby and Acacia, consists of 838,800 square feet and will be occupied by a clothing retailer that is relocating its corporate headquarters and approximately 550 jobs from Rialto.

National Tube Supply’s 85,260 square foot warehouse is under construction at the corner of Sanderson and Wentworth. This project is expected to result in approximately 20 jobs.

Of the remaining applications, three range in size from 25,500 to 32,400 square feet, and there are seven other buildings that range in size from 266,102 to 1.1 million square feet.

5. Traffic Impacts and Comparison

In evaluating the traffic impacts of warehouse developments, it is essential to compare them to other land uses to understand their unique demands on infrastructure and local transportation systems.

One way to consider the impacts is to examine the traffic generated by warehouses on a per-acre basis alongside two other common land uses: moderate-density residential housing (e.g., mobile- home complexes) and commercial shopping centers.

Warehouses have distinct traffic patterns due to their reliance on trucks and delivery vehicles, with operational schedules that can differ significantly from residential or retail areas. High-density residential hours, commuter during largely housing steady moderate, generates while traffic commercial shopping centers have the highest traffic volumes, especially during peak shopping times, with a mix of short customer visits and high turnover.

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By comparing these land uses, we can better gauge the infrastructure and roadway needs associated with congestion, to related challenges road identify and development warehouse potential maintenance, and neighborhood compatibility. The following trip estimates provide a sampling of specific land use types based on the Institute of Transportation Engineers (ITE) Trip Rates. The daily trips per day calculated will vary based on the specific land use category and unit of measure and as determined by a licensed Traffic Engineer through a Traffic Study. The attached Memorandum explains how the following assumptions were determined. (Attachment No.4)

1. Mobile-Home Park

 Average Daily Trips (ADT): Approximately 4.99 trips per day per unit  Per Acre Estimate: Assuming an average density of 8 units per acre, mobile-home parks generate roughly 39.92 trips per acre per day.
 Characteristics: Low to moderate traffic impact, largely residential with fewer peak hour surges.

2. Commercial Shopping Center

 Average Daily Trips (ADT): 37.01 trips per day per 1,000 square feet of floor area, depending on the size and type of the shopping center.
 Per Acre Estimate: A shopping center typically has about 11,000 square feet of retail space per acre. This results in roughly 407 trips per acre per day.  Characteristics: High traffic generation, with peak hours during weekends, evenings, and holidays. Traffic includes a mix of short trips, including high turnover for certain retail uses, like restaurants or grocery stores.

3. Warehouse

 Average Daily Trips (ADT): Approximately 1.71 trips per day per 1,000 square feet of warehouse space.
 Per Acre Estimate: A typical warehouse might have around 13,000 square feet of floor space per acre, generating approximately 22.2 trips per acre per day.  specific concentrated often impact, during moderate Generally Characteristics: traffic operational hours. Trips are primarily truck traffic, which can have different peak times than retail or residential uses, and pose additional considerations for road wear and intersection handling capacity.

The following daily traffic count estimates provide a comparison of varying land use types.

Land Use Estimated Trips per Acre per Day
Mobile-Home Park 39.9
Commercial Shopping Center 407.1
Warehouse 22.2

5. UC Riverside Center for Social Innovation Report

Attached is a February 2024 report entitled “The State of Work: Transportation, Distribution, and Logistics (TDL) in the Inland Empire” prepared by the Center for Social Innovation at UC Riverside.

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The report provides significant information on the TDL Sector in the Inland Empire, including information on:

 Community, health, and environmental impacts
 Job opportunities, quality, compensation, and working conditions  Worker profiles
 Worker and community well-being
 Community Benefit Agreements
 Public Funding
 Policy Recommendations
 Future Research Avenues

PREVIOUS COUNCIL ACTION:

The City Council received a preliminary review of the planned joint City Council/Planning Commission Work Study at their Council Meeting of November 12, 2024.

STRATEGIC PLAN INTEGRATION:

N/A

FISCAL IMPACT:

Described in report.

ATTACHMENT(S):

Attachment 1- City of Hemet Designated Truck Routes & Industrial Land Map Attachment 2 - Active Industrial Project List
Attachment 3 - TDL Study 2024
Attachment 4 - Traffic Impacts Average Daily Trips Memo

12.A

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Schools
SR-79 Realignment
Truck Route
Hemet
San Jacinto
Parks
Land Use - Residential
LandUse - Industrial
Zoning

C-M - COMMERCIAL MANUFACTURING

B-P - BUSINESS PARK
M-1 - LIMITED MANUFACTURING
M-2 - GENERAL MANUFACTURING
Salt Creek Channel

12.A

ACTIVE INDUSTRIAL PROJECTS

CITY OF HEMET COMMUNITY DEVELOPMENT
APN(S) Project Number(s) Project Name Project Location Description Square Footage
Acres Status Estimated Number
of Permanent Jobs
Created
Date Applied Date Approved Date of Entitlement
Expiration
Applicant/Developer
456030018
456030019
456030009
456030010
456030028
456030042
456030038
456030039
456030042
456030041
456030040
ZC24-002, MAP24-003,
GPA24-002 & CUP 24-
004
Hemet Industrial Park
(Formerly Sanderson
Square & Sanderson
Industrial Project)
Sanderson near Acacia
(Between Acacia &
Johnston
1,031,680 square foot industrial warehouse on

48.30 acres, 58' building height.
1,196,742 sq ft warehouse/storage over 3
buildings on five lots
Building 1: 1,031,680
Building 2: 386,000
Building 3: 266,102
Building 4: 544,640
2,228,422 95.69 Application in
Review
2,157 9/27/2024 N/A Sergio Sanchez
456040028,
456040029
SDR23-002 National Tube Supply Wentworth Drive & S.

Sanderson Avenue
Development of 85,230 square-foot Industrial
building with related parking and on-site
improvements.
85,260 5.76 Under
Construction
20 2/1/2023 2/27/2024 2/27/2026 National Tube Supply
456010025 ZC22-002
SDR22-017
GPA24-001
Hemet 63 Warehouse
& Industrial
Florida & Acacia
Construction of four warehouse buildings
totaling 1,100,000 square-feet on 61 acres. The
project also includes a Tentative Parcel Map for
the subdivision into four (4) parcels, and a Re-
Zone of a portion of the property from General
Commercial to Commercial Manufacturing.
1,100,100 61 Environmental
Impact Report
Preparation in
Progress
1,096 12/9/2022 212 Markham, LLC
465140043 CUP22-006
GPA22-003
Simpson Business Park Warren & Simpson
Road
The development of two warehouse buildings on
approximately 65.28 acres. Building # 1 is
992,880 square feet and building # 2 is 324,480
square feet
1,317,360 65.28 Public Hearing
Estimated for
November or
December
1,158 11/29/2022 Newland Capital Group
456030020 CUP22-002 Kirby Industrial S/O Kirby Street & Acacia
Construction of a 838,880 square-foot
warehouse building with 19,282 square feet of
ground floor office
838,880 43.56 Under
Construction
550 6/8/2022 12/5/2023 12/5/2025 Newland Capital Group
456140008 SDR21-021 JD Fields & Company S/o SE Corner W Acacia & S Gilmore
approximately 9.52 acres and existing vacant lot
will be developed into the proposed
manufacturing warehouse. The proposed
development will include a proposed 22,000 sf
warehouse building and 3,000 sf office.
25,000 9.52 Approved 50 12/8/2021 12/3/2024 JD Fields & Company 439090022
439080014
SDR24-004 Santa Fe Industrial
Project
Corner of N Santa Fe &
Midway St
A warehouse and distribution facility with space
to park semi trucks and a single 359,893 sq ft
building
359,893 18.3 Application in
Review
350 9/20/2024 Sergio Sanchez
443181034,
443181037,
443181051,
443181043,
443181040,
443181047,
443181045,
443181042,
443181038,
443181046,
443181044,
443181039
PR24-011 Dosner Organic Farms 630 W. Latham Dosner Farms Organic herbs packing and distribution within existing building. Conversion
of use. Previously Faith World Church.
25,500 2.87 Traffic Study in
Progress
TBD 3/15/2024 Dosner Organic Farms
456040048 PR24-006 Multi-Tenant
Warehouse
814 Airway Place Alvin Fang Multi-tenant (3) distribution warehouse
32,400 3 Preliminary
Application
TBD 2/8/2024 Alvin Fang
Total: 6,012,815 304.98 5,381
DISCLAIMER: While considered to be accurate, the information contained in this list is subject to change and should not be relied upon for property purchases, leases, or other financial transactions. For more information, contact the City of Hemet Community Development Department at 951-765-2375 or visit City Hall at 445 E. Florida Avenue, Hemet, CA 92543
C:\Users\mflejter\OneDrive - City of Hemet\Planning Division\Projects\PROJECT LOGS\ACTIVE PROJECT LIST\Active Project List.xlsx 1

12.A

State of Work: TDL in the Inland Empire 3
The State of Work
Transportation, Distribution, and
Logistics in the Inland Empire
FEBRUARY 2024

12.A

State of Work: TDL in the Inland Empire
1 T ABLE OF CONTENTS
Introduction 2
The TDL Sector in the Inland Empire 3
Quantitative Research Findings 6
Job Quality 12
The Future of TDL Work in the IE 26
Worker Well-Being as Community Well-Being 35
Conclusion 42
References 43

WORKER PROFILES
John 13
Prabh 18
Xavier 19
Sahib 22
Mateo 23
Doug 23
Melissa 26
Tabitha 27
Sophia 30
Karla 31
Jack 31

FIGURES
Employment 6
Occupational Segregation 7
Median Real Annual Earnings 8
What’s Left After Rent 9
Health Insurance Coverage 9
Job Posting Ratios 11
Employed Workers: Union Membership 24

EXECUTIVE SUMMARY
“The State of Work: Transportation, Distribution, and
Logistics in the Inland Empire” offers a comprehensive
exploration of the Transportation, Distribution, and Logis- tics (TDL) sector in Southern California’s Inland Empire.

This pivotal sector , integral to both national and global economies, includes transportation services, warehousing, and logistics services. Despite recent size decline, the TDL sector has shown rapid expansion over the last five years, particularly in warehousing and transportation, significantly impacting the region’s employment landscape.

This report delves into the various challenges and oppor- tunities presented by the TDL sector . Notably, the concen- tration of warehouses and distribution centers has sparked concerns about environmental impacts, traffic congestion, and job quality. The authors also examine the geographic spread of warehouse developments and their community
and environmental ramifications, highlighting the complex balance between economic growth and maintaining quality of life.

A key focus of this report is the detailed occupational and industry analyses, underpinned by both quantitative and qualitative research. This includes insights from interviews with warehouse workers and truck drivers, offering a closer look at the realities of working conditions in the sector .

The findings reveal disparities in wages, job security, and working conditions, particularly for blue-collar roles, and discusses the implications of automation and technological advancements in the TDL sector .

This report emphasizes the need for policy interventions to enhance labor standards, enforce labor laws, and integrate labor considerations into climate policies, drawing inspi- ration from recent legislation like the temporary agency workers’ bill of rights. It also highlights future research directions, focusing on the sector’s continuous evolution and ensuring that the voices of those most affected remain central. The report advocates for a balanced approach,
prioritizing both economic growth and the well-being of workers and the community.

The report concludes with a call to address the multifac- eted impacts of the TDL sector . It underscores the impor- tance of informed policymaking and strategic planning to harness the sector’s economic potential while mitigating its challenges. By providing a nuanced view of the TDL sector , the report aims to guide decision-makers, employers,
workers, and community activists towards a sustainable
and equitable economic future in the Inland Empire.

12.A

State of Work: TDL in the Inland Empire2

INTRODUCTION
The Inland Empir
e (IE), consisting of Riverside and
San Bernardino Counties in Southern California, has
emerged as a critical nexus for the Transportation,
Distribution, and Logistics (TDL) or goods movement
sector . The TDL sector , pivotal to the functioning of both the national and global economy, encompasses a wide
range of jobs or activities involved in the movement of retail and wholesale goods and business supplies from
producers to consumers and businesses. It includes
transportation services (via road, rail, air , and water), warehousing and storage facilities, and logistics ser-
vices that coordinate and manage the flow of consumer
products, manufacturing parts, and other goods from
manufacturing sites and the Ports of Los Angeles and
Long Beach to retail stores, businesses, and, increas-
ingly to consumers’ homes.

This sector is very large and, although its growth has
stalled over the past year (Southern California Associ- ation of Governments 2023), it grew significantly over
the past five or more years (CSI and IELCC at UCR
2023; Emmons Allison and Reese 2023). As a result, the
“transportation and warehousing” industry was the sec-
ond largest employing industry in the IE, providing 13
percent of all jobs in 2021–2022 (see Table 1 in Appendix 1). By 2023, it was the largest employing industry,
employing 16.4 percent of payroll jobs (Southern Cali-
fornia Association of Governments 2023). Within the IE, most Transportation and Warehousing jobs are located
within San Bernardino County. In fact, Transportation
and Warehousing provides the largest percentage of all
jobs (16.2%) in San Bernardino County and the fourth
highest percentage of jobs in Riverside County (9.7%).

Moreover , we find that employment in Transportation
and Warehousing grew rapidly (84%) over the five year
period between 2016–17 and 2021–22 (see Tables 1 and
2 in Appendix 1).

The extent and growth of employment in the TDL sector
is likely to be even larger than these statistics suggest since workers involved in the movement and storage of
goods, or logistics, are commonly employed by other
industries, such as employment services (temporary
agencies), wholesale trade, and retail.

When we consider whether the TDL industry has had a
“positive” or “negative” impact for IE workers, we must consider the sector holistically, from the bottom-up,
from the perspective of local residents, many of whom
are workers who make our economy run.

Our approach is guided by the following three assump-
tions:
• Environmental impacts are worker impacts since
many workers both work and live in the IE.
• When assessing the impacts of TDL on workers,
we need to examine the conditions of blue-collar ,
non-supervisory workers, and not just focus on
higher-paying occupations.
• Both quantitative data and worker experiences (as
workers themselves understand them) matter .

DEFINING THE TDL SECTOR
At its core, the TDL sector is characterized by its focus on the efficient and effective transportation and stor- age of physical goods. This encompasses everything
from the management of supply chains to the actual
physical movement of products, and sometimes their
final assembly for preparation for consumers and
retail stores. The sector is broad, covering a range of sub-sectors such as trucking, warehousing, freight
rail, air cargo, and logistics services. The occupational landscape of the TDL sector within the IE is diverse,
ranging from airline pilots, blue collar truck drivers and warehouse workers, to white collar logistics analysts
and supply chain managers and supervisors.

The broader goods movement sector involves at least
30 industries, among which the warehousing, deliv-
ery, and trucking industries are the largest. Most of
the job growth in this sector in Southern California
over the next decade is expected to be among heavy
tractor-trailer truck drivers and laborers and freight, stock, and material movers within warehouses. While
most (60%) of Southern California’s trucking and freight transportation companies are located in Los Angeles
County, Riverside and San Bernardino are home to
about 69% of the warehousing and storage facilities.

Warehouse and storage facilities and jobs within them
are expected to further increase in the IE over the next decade due to their proximity to freeways and the rel-
atively lower cost of land compared to coastal counties (ICF Incorporated, LLC 2019).

This report examines the state of work in the IE’s TDL
sector , particularly the most common blue-collar occu- pations that serve commercial goods movement: long-
haul and local delivery truck drivers and warehouse

12.A

State of Work: TDL in the Inland Empire 3
workers, including those employed in large distribution centers as well as small delivery stations. Among
blue-collar warehouse workers, we focus on 5 common
non-supervisory occupations: laborers, forklift drivers, packagers, order fillers, and inventory clerks.
1 We also
examine the state of work among the supervisors and
managers of truck drivers and blue-collar warehouse
workers. Our research combines information from
previous studies as well as presenting new findings
from both quantitative and qualitative data.

Our quantitative analyses focus on the extent of full-
year and full-time employment, earnings, and access
to employment benefits among workers employed
within key occupations and industries within the TDL
sector . For these analyses, we use public data from
government surveys, including the American Commu-
nity Survey (ACS), Current Population Survey (CPS),
and Quarterly Workforce Indicators (QWI). In addition,
we report findings from an analysis of Burning Glass
data on job advertisements from the most recent year
available to our research team (November 2020 through
October 2021).

Our qualitative analysis draws on in-depth interviews
collected by our research team with current and former
workers employed within trucking and warehousing
in the IE as well as several key informants that were
representatives of organized labor and/or involved in
workforce development. Our research team interviewed
a total of 32 workers currently or formerly employed in the TDL sector . Of these, 12 were blue-collar warehouse workers, 15 were truck drivers, 1 provided administra-
tion and business support for a family member’s inde-
pendent trucking operation, 2 owned a small logistics
company, and 2 were warehouse managers. Our truck
driver interview sample included both short-haul and
long-haul truck drivers and drivers that were owner
operators as well as employees. Our warehouse worker
interview sample was mostly direct hires, but at least
two were hired through temporary agencies. Interview-
ees’ ages ranged from early twenties to mid-fifties.

Seven were women and 25 were men. In terms of race
and ethnicity, 14 identified as Latino only,
2 7 identified as
Black only, 1 as white only, 9 as Asian only (1 Thai and 8 Punjabi/Sikh), and 1 as mixed race (Mexican and Cam-
bodian). Interviews were transcribed and then analyzed
in terms of common themes. We also summarized our
interview findings through worker profiles. Throughout
this report, we put our research findings into context by reviewing previous research findings on working and
employment conditions of the TDL sector both in the
region and the United States.

THE TDL SECTOR IN THE INLAND
EMPIRE: CHALLENGES AND

OPPORTUNITIES
The TDL sector’s impact on the region is multifaceted.

While it offers significant economic opportunities for the IE, it also presents challenges.

For example, the geographical expanse of the IE, with
its proximity to major ports like Los Angeles and Long
Beach and its extensive transportation infrastructure,
makes it an ideal location for TDL activities. The region’s vast network of highways, such as the I-10, I-15, and
I-215, rail lines, and intermodal yards (Union Pacific and BNSF) facilitate the movement of goods, connecting the
area to other parts of California and other states.

However , the concentration of warehouses and distribu- tion centers has raised concerns about environmental
impacts, traffic congestion, and the quality of jobs
available to local residents. Although most IE residents experience increased traffic and air pollution associated with the rise of the TDL sector in the region, some IE
communities are more heavily impacted by its growth
than others since warehouses are more densely con-
centrated within particular cities than others. Work
in the TDL sector , particularly for truck drivers and
warehouse workers, is often marked by demanding
physical labor , long hours, and, in many cases, pre-
carious employment conditions. The recent surge in
e-commerce has further intensified the pressure on
these workers, with higher demands for rapid order
fulfillment.

Research also finds that only a small fraction of ware- house owners are located in the region. As a result, the profits from the logistics industry seem to be leaving the region rather than benefiting it, and most warehouse
owners do not experience their negative impacts on
local communities (Horseman 2023).

Understanding the occupational composition, geo-
graphical qualifications, and the realities of work within this sector is essential for policymakers, employers,
workers, and community and labor activists. As the
IE continues to evolve as a key hub in the national and global supply chain, addressing these challenges and
leveraging opportunities will be crucial for sustainable and equitable economic growth.

12.A

State of Work: TDL in the Inland Empire4

KEY AREAS WITH DENSE WAREHOUSE

DEVELOPMENTS
Certain areas within the IE have become hotspots for
warehouse developments, driven by the burgeoning
demand for storage and distribution centers. These
cities have witnessed rapid growth of warehouses and
distribution centers given their strategic locations along major highways, railroads, and/or airports, as well as
having large tracts of land suitable for such develop-
ments.

Research on the amount of land in the region being
developed for warehousing and logistics uses finds that 2,275 warehouses were built in the IE region between
2005 and 2021 (Robert Redford Conservancy 2024).

The warehouses also account for a significant portion
of the region’s developable land. Altogether , by 2021
there were about 4,299 warehouses located in the IE,
and about 9,500 in Southern California that are over 1
acre in size. The warehouses are part of a vast network connecting the ports of Los Angeles and LA to other
parts of California (and the nation), with high concentra- tions in the cities of Industry, Commerce, and Carson in LA County (Robert Redford Conservancy 2024; Robert
Redford Conservancy et al. 2024; Singh and Uteuova
2022). By 2022, the top 10 cities in the IE with the most space dedicated to warehouses were (in rank order of
square footage of existing and planned and approved
warehouse space): (1) Ontario, (2) Moreno Valley, (3)
Fontana, (4) March Joint Powers Authority, (5) Perris, (6) Rialto, (7) Chino, (8) Jurupa Valley, (9) Beaumont, and (10) Rancho Cucamonga (Horseman 2024).

While many of the highest concentrations of ware-
houses in the IE are in places that have historically
been heavily industrial, warehouses are also starting to move into areas that were formerly primarily residen-
tial, like Bloomington and Rialto, with large industrial trucks traveling within residential areas. Residents
in many of these areas oppose these new warehouse
and logistics-related developments, though the typical
narrative from municipal-level entities like county board of supervisors, planning departments, and local offi-
cials is that these developments will bring in jobs and economic stimulus (De Lara 2018; Emmons Allison and
Reese 2023; Muñoz et al. 2023). A few cities have issued warehouse moratoriums, but even in these areas, new
logistics-related developments continue to be approved.

Among IE cities, Ontario has, by far , the largest square footage of warehouse space (Singh and Uteuva 2022).

Known for its Ontario International Airport and prox-
imity to major highways, the city has become a major
hub for air cargo and freight movement. The city’s
landscape has been transformed as warehouses have
replaced dairies and rural farmlands. Amazon is build-
ing its largest known warehouse in Ontario, California, covering 4,055,000 square feet, almost a fifth the size of Disneyland. Once completed, the facility is expected to dispatch about 125 million packages annually. In 2022,
another 5.3-million-square-foot logistics center was
planned adjacent to Amazon’s warehouse (Singh 2022).

The World Logistics Center (WLC) in Moreno Valley,
designed to be a 40.6-million-square-foot warehouse
park, will be among the largest of its kind globally.

Approved in 2015 and expected to be completed by 2030,
the WLC will occupy 2,610 acres or 10% of the city’s land (equivalent to 700 football fields). Proponents of the
project suggest that it will help to boost employment in the region by generating over 33,000 jobs in construc-
tion and operations. Local residents and environmental
organizations, on the other hand, remain concerned that it will increase traffic, air pollution, and harm native wildlife. Environmental lawsuits against the approval
of this project were settled in 2021 for $47 million and required the developer to adopt various measures to
minimize environmental and social impacts, including
the installation of rooftop solar panels and electric
vehicle charging points (Bartholomew 2023).

COMMUNITY AND ENVIRONMENTAL IMPACTS
The expansion of warehouses and consequent pol-
lution of the IE is an environmental justice concern
that is exacerbating existing social, economic, and
health inequities in the region. As of 2023, the IE has 1 billion square feet of warehouse space and is awaiting
the approval of an additional 170 million square feet,
which will increase the production of emissions in the
region by 10%. Focusing on the impacts of the 3,321
warehouses larger than 100,000 square feet in the
South Coast Air Basin (which includes the counties of
Los Angeles, Orange, Riverside, and San Bernardino),
researchers found that warehouses generate over 200
million diesel truck trips, which in turn produce over
300,000 pounds of diesel particulate matter , 30 million pounds of nitrogen oxide, and 15 billion pounds of
carbon dioxide per year (Muñoz et al. 2023).

Geography and extreme weather such as “heat waves,
temperature inversions and atmospheric stagnation
episodes” make the bad air quality worse (Muñoz et
al. 2023: 10). The IE is a basin surrounded by the San
Gabriel, San Bernardino, Santa Ana, and San Jacinto

12.A

State of Work: TDL in the Inland Empire 5
mountains. This geography channels air currents
through the IE’s mountain passes, carrying pollutants
from the Los Angeles basin, but also prevents pollution from escaping (Muñoz et al. 2023). The combination of
geographic and socio-economic factors have resulted in
the Inland Empire having the highest ozone levels in the country (American Lung Association 2023).

Communities that are close to warehouses are also
adversely impacted by nuisances such as noise pol-
lution, increased traffic congestion, and monotonous
warehouse facades stretching along for miles on roads
that have been made unwalkable because they exist at
the scale of semi-truck traffic, not humans. Warehouse
expansion also disrupts communities’ ecology and way
of life, replacing agricultural lands, areas of cultural significance, green spaces, and natural carbon sinks
such as desert lands (Muñoz et al. 2023). The South
Ontario Logistics Center Specific Plan of 2021, for
example, was designed to replace more than 200 acres
of open lands (Kaneko 2022).

Community advocates view the disproportionate loca-
tion of warehouses in low-income communities of color
as environmental racism. A 2021 report by think tank
Economic Roundtable examined Southern California
census tracts that spend the most amount of money on
Amazon shopping, census tracts where warehouses are
located, and census tracts where warehouse workers
live. The results showed the economic polarization and
structure of privilege in the four-county region. Ama-
zon’s consumers are concentrated in affluent coastal
and hillside communities. Warehouses and workers are
concentrated in struggling working class communities.

And public infrastructure bears the cost of trucking
goods from ports to warehouses to consumers (Flaming
and Burns 2019).

HEALTH IMPACTS
The concentration of warehouses being built near
residential areas puts community members at greater
potential risk for air pollution-related health problems.

For example, residents living near distribution centers or corridors with heavy diesel truck traffic have a higher risk of experiencing asthma or cancer . Some census
tracts in Riverside County have over a 15% asthma rate, with some in San Bernardino County at almost 20%
(Muñoz et al. 2023). Cancer risk is within the 95th per- centile near the Ontario warehouse gigacluster (Muñoz
et al. 2023). These rates become particularly concerning when considering where these warehouses are being
5 built. Within the South Coast Air Basin, 640 schools
are within a half-mile radius of a warehouse (Torres
et al. 2021). There are also racial and socio-economic
disparities related to warehouse locations. Historically marginalized groups are also over-represented when
examining proximity to warehouse locations. In River-
side County, 61% of Latino residents live within 300 feet of a warehouse, though Latino residents make up only
46% of the population. In San Bernardino County, the
comparable figures are only slightly better: 61% and
50%, respectively (Flaming and Burns 2023).

Environmental justice and other community activists
have pressured public regulatory agencies to protect
residents from bad air quality (Torres et al. 2021). In response, the South Coast Air Quality Management
District passed an Indirect Source Rule in 2021 that
requires warehouses over 100,000 square feet to offset
pollution from truck traffic by investing in zero-emis- sions or near-zero-emissions technology or pay fines.

Since the rule came into effect recently, its effects are not yet known.

Another issue is health care access. Not only are IE
residents more likely to be exposed to air pollution than those living in coastal counties, such as Orange County, but they also have lower access to health care. There
are fewer doctors in the IE per person compared to
Orange County, potentially because doctors in the IE are paid less and might seek out more lucrative positions
in more affluent neighboring counties. Family incomes
also tend to be lower in the IE than in Orange County,
which tends to further reduce children’s and other
residents’ access to health care (Muñoz et al. 2023).

As discussed in our interview findings below, air quality as a public health issue is also a worker issue when
so many residents work in the TDL sector yet receive
inadequate health care through their employers. The
intersection of environment, health, and work is further evident in the push for California’s Occupational Safety and Health Agency to implement a meaningful indoor
heat standard for workers (Warehouse Worker Resource
Center 2023). On a macro level, carbon emissions,
worsened by the concentration of warehouses in the IE,
exacerbate indoor heat issues. At the workplace, the
combination of heat, poor air flow, higher incidence of respiratory illnesses, and lack of support for worker
relief can lead to deadly working conditions.

Logistics developers continue to be drawn to the IE by
regional boosters such as the Inland Empire Economic
Partnership because of a vicious cycle. The region’s low numbers of college graduates rely on so-called low-

12.A

State of Work: TDL in the Inland Empire6
skill jobs (Guilhem 2015), yet as the region’s economy
has grown ever more dependent on warehouses, this
limits the options for workers, and workers have little leverage to demand and attain high-quality employ-
ment. The remainder of this report examines the state
of TDL workers in the Inland Empire and then presents
models for considering environmental impacts, the
state of TDL work, and overall quality of life within the same frame.

IMPACTS ON WORKERS: QUANTITATIVE

RESEARCH FINDINGS
Who are TDL workers and what are their employment
conditions? To begin to respond to these questions, we
analyzed survey findings from government surveys (ACS
and CPS), focusing on key occupations and industries.

OCCUPATIONAL ANALYSES: KEY FINDINGS
Below, we compare the social and job characteristics
of those employed as heavy-duty, medium-duty, and
light-duty truck drivers and five of the most common
blue-collar warehouse occupations (following De Lara
2013), and their supervisors and managers using 5-year
ACS data unless otherwise specified. Unless otherwise
specified, the occupational category used in these
analyses includes both long distance and local delivery drivers. For a detailed list and description of these
selected eight occupations, see Appendix 2. We also
consider how working conditions among blue-collar
warehouse laborers (the most common blue-collar
warehousing occupation) compares across several key
industries.

Figure 1 shows the size of these occupations across
all industries in the IE relative to the total number
of employed workers in the IE. The most common
blue-collar occupations in the TDL sector are laborers
and freight, stock, and material movers (hand) and
truck drivers. As might be expected, supervisors and
managers are the least common among the eight occu-
pations selected for analysis, making up the smallest
percentages of employed workers.

As Figure 2 shows, most employed workers in each
selected TDL occupation were Black or Latino, but the
percentage of Black or Latino workers was the smallest
among supervisors and managers in comparison to the
blue-collar warehouse and truck driving occupations.

Most of those employed in these 8 occupations are
native-born, but immigrant workers made up significant
percentages (19% to 43%) of those employed in these
jobs. The occupations with the highest percentages
of immigrant workers employed in them were hand
packers and packagers (43%) and truck drivers and
sales workers (40%). Immigrant workers made up the
smallest percentages (19% each) of supervisors of
FIGURE 1.

12.A

State of Work: TDL in the Inland Empire 7
FIGURE 2.

Transportation and Material Moving occupations and
stockers and order fillers.

As we can see from Figure 2, the TDL sector has been
and continues to be male dominated. Most of those
employed in all of the TDL occupations shown were
men with the exception of hand packers and packagers,
an occupation where women made up a slight majority
(56%) of employed workers. Stockers and order fillers
were the second most gender integrated occupation
shown, with 41% women. In all other occupations,
women made up no more than 30% of the workers
employed. The most male dominated occupations were
industrial truck and tractor operators (9% of whom are
women) and truck drivers and sales workers (7% of
whom are women).

Figure 3 shows the median personal annual income
from employment for each occupation. As expected,
managers are the highest paid occupation, followed by
supervisors. Median personal income is also notably
higher among truck drivers and sales workers in com-
parison to all five of the selected blue-collar warehouse occupations. In fact, their median personal income
is just over $11,000 more per year in comparison to
the highest paid blue-collar warehouse occupation,
industrial truck and tractor operators (or forklift driv- ers). Shipping, receiving and inventory clerks are the
second highest paid among these selected blue-collar
warehouse occupations. Hand packers and packagers
receive the lowest median annual income ($23,211)
among all 8 occupations. Laborers and stockers and
order fillers are also low paid positions, receiving a
median salary of just over $25,000 per year .

Figure 4 compares the median monthly incomes among
each selected TDL occupation with the median monthly
rent paid in the IE. The three lowest paid occupations
(packers and packagers, laborers, and stockers/order
fillers), each have about less than $700 left over after paying rent to pay for all other bills, such as food,
transportation, child care, health care and prescription medications, utilities, cell phones, clothing, etc. These findings suggest that these workers struggle to pay for basic bills and many likely rely on help from friends,
family, or social assistance programs. Monthly budgets
are tightest among packers and packagers, who only

12.A

State of Work: TDL in the Inland Empire8
end up with about $520 per month to pay for non-hous-
ing related expenses after paying rent.

The contrast between managers and blue-collar ware-
house workers is fairly stark. Managers can have about
$3,000 per month left over for non-housing related
expenses after paying the median monthly rent for the
region (see Figure 4). In comparison, truck drivers and supervisors end up with over $1,000 less in monthly
disposable income. This extra income may provide man-
agers with greater ability to afford higher quality hous- ing, establish savings, and/or spend money on leisure
activities. Even so, median earnings are relatively low relative to the overall cost of living in the IE even among managers.

Median personal incomes among workers employed in
the TDL sector do not provide living wages for workers
with another non-working adult or child in their family according to the estimates provided by the MIT Living
Wage calculator for Riverside County and San Ber-
nardino County for 2021. According to these estimates
for 2021, a worker with a family composed of two adults (one not working) and no children would need to earn an annual income of at least $59,120 in 2021 to afford basic living expenses (including food, housing, transportation, health care, etc.), and workers with families with chil- dren, even single-parent families with one child, need to earn even more than this to earn a living wage for their families. Even transportation, storage, and distribution managers, with a median personal income of $53,380 in
2021, are earning less than a living wage if they live with another non-working adult or a child, and just above the living wage if they live with another wage earning adult and have two children (Glasmeier 2021a, 2021b; see
Figure 3).

Most workers in these 8 TDL occupations are employed
full-time and full-year (see Appendix 1 Figure 6).

More than two thirds of workers primarily employed
in each of these 8 occupations are employed full-year
(or 50–52 weeks per year) but the extent of full-year
employment varies across these occupations. More than
90% of managers, supervisors, and truck drivers/sales
workers—the three occupations that have the highest
median personal annual incomes—are employed
full-year . In contrast, 77% of packers and packagers,
which earn the lowest median personal incomes, are
employed full-year .

Most workers in each of the 8 selected occupations
are also employed full-time (30 hours or more per
week). Part-time workers are most common among
laborers and stockers/order fillers, of whom 24%
and 31% respectively are employed part-time. These
figures may underestimate the extent of part-time and
part-year employment within these industries since it
only includes workers for which these occupations are
their primary job. Undocumented immigrant workers
are also likely to be under-represented in the ACS data since many avoid interactions with government officials.

Self-employment is most common among truck drivers/
sales workers, 13% of whom are self-employed. Many
of these drivers own and operate their own vehicles,
some of whom may be misclassified drivers who mostly
serve large logistics or retail companies. About 6%
FIGURE 3.

12.A

State of Work: TDL in the Inland Empire 9
FIGURE 4.

FIGURE 5.

12.A

State of Work: TDL in the Inland Empire10
of managers are self-employed, perhaps at smaller
warehouses or logistics companies. Among all other
occupations, only about 1–2% of employed workers are
self-employed.

While most workers employed in all 8 occupations
have employer-provided health insurance, as seen in
Figure 5, coverage rates vary. At the lowest end of the spectrum, 48% of packers and packagers and 37% of
laborers lack employer-provided health insurance.

Among blue-collar truck drivers, 39% lack access to
employer-provided health insurance. In contrast, 19%
of managers and 20% of supervisors lack access to
employer-provided health insurance.

Overall, these findings reveal that managers and
supervisors tend to earn the most income, have the
greatest access to employer-provided health insurance,
and nearly all are employed full-time and full-year . On the other hand, packers and packagers tend to earn the
least, have the lowest access to health insurance, and
are the least likely to have full-time, full-year employ- ment. Among blue-collar workers, truck drivers tend to
earn more than warehouse workers. Additional analy-
ses of employed workers in selected TDL occupations
based on ACS data can be found in Table 3 in Appendix 1.

JOB OPPORTUNITIES BY OCCUPATION &
SUBREGION: BURNING GLASS DATA FINDINGS
To further examine how job opportunities for truck
driving and warehouse labor vary across subregions
within the IE, we analyzed Burning Glass data on job
postings for the most recent year of data available to
our research team. According to data from November
2020 to October 2021, the majority of job postings
across the heavy duty truck drivers, light duty truck
drivers, and laborers occupations are concentrated in
either East San Bernardino County or in Northwest Riv-
erside County. The desert regions, which have smaller
populations, have fewer job postings, but do have a
significantly higher ratio of all job postings in Heavy and Tractor-Trailer occupations than the other occupations
studied. These findings show how TDL workers in the IE
have more employment opportunities to obtain work in
some subregions than others (see Figure 6).

INDUSTRY ANALYSES: KEY FINDINGS
As Table 4 in Appendix 1 shows, workers employed in
the Transportation and Warehousing (2-digit) industry
earned lower average monthly incomes in the Inland
Empire ($4,372) compared to other Southern California
counties ($5,729) and the state ($5,983) according to the most recent year of QWI available (third quarter 2021
through the second quarter of 2022). The difference in
average monthly incomes was sizable, with IE workers
in this sector earning an average of $1,300 less per
month than their counterparts in the rest of Southern
California and the state.

Warehouse workers, truckers, and other logistics types
of TDL workers are employed across a broad range
of specific industries, including industries such as
passenger bus transportation and commercial airlines,
that are mostly focused on activities outside of the good movement sector . For this reason, we examined the
social and job characteristics of workers employed by
25 specific (4-digit) industries that are involved in the transportation, storage, and final assembly of products for sale and distribution using QWI data from 2022 (see Table 5 in Appendix 1).

Overall, this analysis reveals that in most of these 25 TDL industries, employed workers were predominantly
male and mostly Black or Latino workers (see Table 5
in Appendix 1 for details). The percentage of employed
female workers is especially low (less than 20%) in gen- eral freight trucking (19%), specialized freight trucking (17%), commercial and industrial machinery and
equipment (except automotive and electronic) repair
and maintenance (16%), and beer , wine, and distilled
alcoholic beverage merchant wholesalers (16%).

Several of these 25 TDL industries are quite large
and play important roles within the regional economy,
especially within San Bernardino County. Table 6 and
7 in Appendix 1 show the top employing 4-digit indus-
tries in Riverside County and San Bernardino County
respectively. As they indicate, Warehousing and Storage employed the second highest number of workers in
Riverside County and the largest number in San Ber-
nardino County. In San Bernardino County, General
Freight Trucking was the seventh largest employer ,
while Grocery and Related Product Merchant Wholesal-
ers was the 20th largest.

Average monthly earnings across these 25 industries
ranged from a low of $4,425 per month (in miscella-
neous non-durable goods merchants wholesalers)
to a high of $8,304 per month (in lumber and other
construction materials wholesalers). It is important to note that these findings are for workers employed in a
broad range of occupations within these 25 industries
which could be an important contributing factor to the

12.A

State of Work: TDL in the Inland Empire 11
earnings inequality observed across them
(see Table 5 in Appendix 1).

Unequal earnings across industries
becomes even more pronounced when one
considers annual incomes. For example,
among laborers, the most common occu-
pation in the warehouse industry, median
annual earnings in the IE are notably
lower among those employed within the
employment services (temporary agency)
industry than in electronic shopping or
warehousing and storage, which is partly
due to the lower percentage of workers
employed full-year (50-52 weeks per year)
and full-time (35 hours or more per week).

Less than 35% of laborers in the IE’s
employment services sector have access
to employer-provided health insurance,
compared to 52% in the warehousing and
storage industry and 73% in the electronic
shopping industry (see Table 8 in Appendix
1). Similar inequalities across industries
are found when we consider the findings
for blue-collar warehouse occupations
more generally by combining five of the
most common occupations (see Table 9 in
Appendix 1).

Analyses of ACS data over time reveal that
the percentage of self-employed workers
to total employed workers in the transpor-
tation and warehousing industry (2-digit)
has risen over time in the IE, similar to
what has occurred in Southern California
and the state. Within the IE, the share of
self-employed as a percentage of total
employed workers in transportation and
warehousing for the county has hovered
around 10 percent over the last decade. In
other words, there is one self-employed
worker for every 10 employed workers in
this sector (see Appendix 1, Figures 1–5).

These self-employed workers include
truck drivers who are owner-operators
as well as other types of self-employed
workers, such as gig delivery drivers that
are classified as independent contractors.

Many of these workers, especially many
of those in the gig economy, may be
misclassified and as a result are denied
employment benefits and other labor
rights provided to other workers.

FIGURE 6. JOB POSTING RATIOS

12.A

State of Work: TDL in the Inland Empire12
Research has shown that when workers are misclas-
sified as independent contractors, they lose workplace
protections, access to benefits, and experience a reduc- tion in wages. To address the vulnerabilities workers
experience as independent contractors, particularly
truck drivers in the logistics industry, the U.S. Depart- ment of Labor announced a final rule for employee
or independent contractor classification. Beginning
on March 11, 2024, employers must abide by new
standards to classify employees, which are consistent
with the Fair Labor Standards Act (FLSA), to reduce
the number of misclassified workers (US Department
of Labor 2024). The new rule seeks to protect workers
from being denied minimum wage and overtime pay and
establishes consistent standards business owners can
reference to classify workers.

JOB QUALITY: A CLOSER LOOK
In recent years, good jobs and job quality have become
buzzwords as the COVID pandemic has compelled
workers, employers, and policymakers to rethink what
makes work fulfilling. Yet in the Inland Empire, many
elected officials and business leaders are quick to tell anyone that a good job is one that exists. How can the
region move beyond this low bar?
To assess job quality in the TDL sector in the IE, we
adapt categories from the U.S. Department of Com-
merce’s Job Quality Toolkit. The toolkit draws on input from a range of experts, including labor unions, in order to guide employers in developing strategies to reduce
employee turnover , increase workers’ satisfaction
and productivity, and promote customer satisfaction
(2022:3–4). The strategies offered are categorized by
eight drivers of job quality: recruitment and hiring; pay; benefits; job security and working conditions; organiza- tional culture; diversity, equity, inclusion and accessi- bility; empowerment and representation; and skills and
career advancement.

The following summary of findings from worker inter-
views is organized by the five drivers of job quality from the Toolkit that workers and researchers mentioned the
most: (1) job security and working conditions, broken
down into the lack of job security and inequalities
related to employment status, excessive work hours and
lack of work-life balance, physical and mental health
concerns, and, for truckers, parking and routing; (2) pay, benefits, and costs (condensed into a single discussion); (3) entry, skills, and opportunities for advancement; and (4) empowerment and representation.

JOB SECURITY AND WORKING CONDITIONS
Employment Status and the Lack of Job Security
Subcontracting and other non-standard employment
arrangements that are commonly used in the trucking
and warehouse industries often make it difficult to
hold employers accountable for working conditions
and for workers to access various labor rights and
employment benefits. Workers sometimes do not even
know the large retailers or companies for whom they
are working and who set the terms of their employment
contracts. While subcontracting is common within both
warehousing and trucking, temporary and seasonal
work contracts are more common within the warehouse
industry while the misclassification of truck drivers as independent contractors is more commonly found in
trucking. All of these arrangements tend to increase
workers’ precarity and vulnerability to abusive and
exploitative working conditions (De Lara 2018; Viscelli 2016; Emmons Allison and Reese 2023; Gutelius and
Theodore 2019).

Warehouse Workers
Warehouse employers’ reliance on temporary help (or
employment service) agencies to recruit warehouse
workers negatively affects their job quality. In compari- son to workers who are directly employed by firms, tem- porary agency workers tend to earn less and have less
access to employment benefits such as employer-pro-
vided health insurance (e.g., see Allison et al. 2015a, 2015b; De Lara 2013, 2018; Emmons Allison and Reese
2023; Gutelius and Theodore 2019; and see Table 9 in
Appendix 1). Warehouse employers’ reliance on tempo-
rary agency workers has declined in recent years. Many
employers are instead recruiting warehouse workers
directly as “seasonal employees,” a status through
which new workers are hired for a limited period of time and paid less and given fewer employment benefits than
regular employees.

While the hiring of seasonal and temporary workers
tends to increase during peak seasons of consumer
spending, such as during the holidays, it often occurs
throughout the year . Similar to temporary agency and
subcontracted workers, employers’ obligations to
employ seasonal workers are time limited, rendering
them precarious and vulnerable to job loss (Emmons
Allison and Reese 2023; Gutelius and Theodore 2023).

Warehouse workers like Mike and Samantha shared
their stress over job security, particularly as seasonal workers. Samantha’s experience transitioning from a

12.A

State of Work: TDL in the Inland Empire 13
JOHN
Location: Moreno Valley
Occupation: Long-haul trucker (small company)

WORKER PROFILES
John is a Black man in his fifties who was born in New Orleans and moved to the Inland Empire in the 2000s after living in other states. He has been driving trucks for close to 10 years, specializing in long hauls and refrigerated trucks. He works for a small trucking company and lives in Moreno Valley, supporting a multi-generational household with 10 dependents.

He was convicted of a felony in another state. Upon his release, the women in his family encouraged him to seek a creden- tial to support himself.

John began training as a travel agent and then as a mechanic, but faced multiple challenges. Eventually he attended an eight-month commercial driver’s license (CDL) training program in Fontana. He took the test three times before he passed it. John emphasized that he was actively recruited by a Black woman whose job was to bring in more truckers of color . He credits his successful entry and license to her tenacity in following up with him.

John’s training program offered a wage during training, but at $400–$500 a week, he called it “slave” labor . Students did not have to pay for the program if they completed it in the prescribed 8 months. He said such training programs extract a tremendous amount of work from trainees that isn’t compensated, and he wished the system weren’t so exploitative.

Offering benefits (health, dental, sick pay) to trainees, he said, would be ideal.

John started out driving for a megacarrier , but he has worked for smaller companies for most of his career . He loves the trucking industry, he said, and believes it’s a viable sector for people who need an alternative to college, including people with criminal records and young men of color . He said he loves not having a supervisor standing over his shoulder and the “serenity” of being on the road.

On the other hand, John said, he doesn’t feel that he gets a consistent, fair wage from the company with which he con- tracts. Although the company covers most of his maintenance costs, John is responsible for paying any tickets he receives while working. He also said that truckers typically aren’t covered for “pre-check” work they do prior to a long trip.

John owned a truck for the past two years, but it was repossessed a few months prior to our interview with him. He had made a $25,000 down payment to initiate his lease. He shared that leasing programs for truckers are scams; all profits are eaten up by hidden fees that owners pass along to truckers. High fuel and operating costs made it difficult to continue his truck lease, he said, but he plans to get the truck back. He also complained that owner-operators undercut each other by offering ridiculously low prices.

John explained that as an independent contractor he doesn’t receive any health or dental benefits, paid sick time, or leave.

When he needs medical care, he said, he goes to the hospital and pays out of pocket. The time he spends away from his family also affects him, especially since his employer will change his route and timeline mid-trip.

John is aware of the political influence that can be garnered from collective action, saying, “If we [truck drivers] shut down for three days, it’s gonna be problems. … You get no fuel, no gas, no food, no medicine—madness. Nothing. It would be chaos out here.” He said, however , that he has no interest in joining a union, even though he knows unions offer better benefits. He cited the bankruptcy of national trucking megacarrier Yellow and how its unionized workers had their suppos- edly secure pensions reduced. He thinks unions do not offer enough of a guarantee that the benefits will be worth the cost of paying dues.

John lamented the racial tension between Black and Latino workers. Once, he recounted, a worker at a dock to which he was delivering called him a “n-----” and “bitch” in Spanish and repeatedly ordered him to leave. He said the racist worker forced a physical confrontation that was recorded by company cameras. The company fired him a month later , he said, even though he did not instigate the incident.

12.A

State of Work: TDL in the Inland Empire14
seasonal to a permanent employee sheds light on the
additional stress and uncertainty faced by temporary
workers. As she explained, “Seasonal work is basically
the same as like a temp, you don’t get all the benefits… you get like partial benefits... you have to work harder to prove that you’re gonna be a good worker .”
While prior to the pandemic warehouses drew on
staffing agencies to address worker shortage, the
pandemic’s rising dependency on online shopping not
only increased the volume of orders but also labor costs due to rising pay rates. Warehouses sought to recruit
and retain employees by directly hiring workers through sign-on bonuses, increased hourly wages, and allowing
for flexible schedules (Gutelius and Theodore 2019).

However , third-party logistics firms continued to hire temporary workers since their contract terms inhibited
many from increasing their costs of labor . These firms managed the increase in demand for services and labor
by requiring overtime, increasing recruitment and
retention, and relying on temporary workers (Gutelius
and Theodore 2023).

Truck Drivers
A critical issue in the trucking industry is the misclas- sification of truckers as independent contractors. This employee misclassification, which increased after the
passage of the Motor Carrier Act in 1980, is especially prevalent in California’s for-hire local freight sector , particularly in port trucking (Smith, Marvy, and Zerol- nick 2014). Legitimate independent contractors often
work in specialized segments of the trucking industry,
handle specialized cargo, arrange their own business
with shippers, and work unaffiliated with one company
on an exclusive basis.

However , we often see “dependent contractors” today
rather than independent contractors. The Transporta-
tion Research Board (TRB) defines “dependent con-
tractors” as drivers who “operate under another motor
carrier’s authority, hauls that motor carrier’s freight, and that motor carrier manages its affairs to a signif- icant degree” (Appel and Zabin 2019: 6). Many drivers
that own or lease their trucks lease their services for long periods of time to particular freight or logistics companies, giving those companies considerable
control over their working conditions (Viscelli 2016).

The misclassification of truck drivers results in lower compensation for drivers and strips these drivers of
essential labor rights typically afforded to regular
employees. As owner-operators, many truckers are
considered self-employed, which means they are
responsible for their own vehicle maintenance, insur-
ance, and operating costs. While this arrangement
offers a degree of independence, it also means they
are denied employment benefits like health insurance,
workers’ compensation, and retirement plans. Fur-
thermore, being classified as independent contractors
prevents these drivers from engaging in collective
bargaining, leaving them more vulnerable to exploitative practices by trucking companies (Appel and Zabin
2019).

Misclassification not only impacts truck drivers’ finan- cial stability and job security but also affects their ability to seek redress for grievances, negotiate better working conditions, and receive fair compensation (Appel and
Zabin 2019; Smith et al. 2014). As Viscelli describes,
misclassified long-haul truck drivers “shoulder the
expenses of owning and operating the truck they drive
but get no real benefits in terms of pay or control over their work” (Viscelli 2018: 6). Turnover tends to be high among drivers who are misclassified as independent
contractors and who are especially vulnerable to highly exploitative working conditions since they are not
covered by many labor laws. As a result, these drivers
are also “likely to be less-skilled, less-safe, and less- efficient drivers” (Viscelli 2018: 6).

The Department of Labor’s 2024 final rule distinguish-
ing employees from independent contractors may help
to discourage the misclassification of truck drivers
(U.S. Department of Labor 2024). To have its intended
effect, however , it will require additional monitoring and enforcement.

Excessive Work Hours and Lack of Work-Life Balance
Warehouse Workers
Warehouse workers interviewed described the pressure
to work long hours, especially during peak times, as
a common theme. Melissa described the stress of
meeting high quotas during busy periods, while other
workers highlighted the challenges in balancing work
with personal, student, and family responsibilities. Long and exhausting work hours also created challenges for
workers enrolled in college to succeed academically,
creating barriers for their upward mobility (Emmons
Allison and Reese 2023: 87–90).

Samantha’s struggle with caregiving responsibilities
illustrates the hard choices workers face due to rigid
schedules: “Sometimes I have to choose between

12.A

State of Work: TDL in the Inland Empire 15
going to work and I have to go to San Diego to help her [mother]. So I have to choose between picking up an
extra shift or going down there to help her . So I don’t get a lot of rest for myself or time for myself.”
Long and inflexible working hours strain the work-life
balance of warehouse workers. Workers like Mike and
Xavier lamented missing out on family time and per-
sonal commitments. For Ivy, this was why she left ware- house work: “I couldn’t stay because I was rarely seeing my family … they were with, you know, my husband or
childcare all day, and then my husband would get them.

By the time I’m home they’re asleep. And all I want to do is sleep [during] my day off because I’m so exhausted.
… Those overtime checks. Yeah, they look nice. But for
what like what am I really doing that for? You know, I’m wearing, tearing my body, but I’m not spending any time with my family. So that was why it was like, OK, you guys can have that. This is for them single people who ain’t got no kids.”
Truck Drivers
Similarly, a common theme that comes across from
truck drivers is the long hours that are spent on the
road each day. For instance, Mateo, when asked about
his biggest dislike of his job as a feeder trailer truck driver for UPS, stated, “It takes up all your time.” Mateo was like many other interviewees, who work 11 hours
per day on average. Such long work hours interfered
with his work-life balance “because your whole day
would be gone.”
Long-haul driving jobs are especially taxing on workers’ physical and mental health. Drivers are typically away
from home for days, often 5 days or sometimes even
more. As Mateo describes it, “So when you’re long haul
you just pick up and go and you drive right? You drive for about 10 hours straight.” Solo owner-operators often
work seven days a week. Many drivers miss their family
and friends when they are away for days or weeks at
a time, and frequent absences from home often put a
strain on family relationships and routines. Sahib, a
driver whose father started driving in 1990, summarized how, “while growing up, you don’t realize, like, hey, why is he missing out on all these events?”
Physical and Mental Health Concerns
Warehouse Workers
Warehouse workers, in their interviews with members
of our research team, reported being asked to perform
unsafe tasks, often contradicting company policies. The physical toll of the job, including injuries and muscle strains, was a significant concern. Samantha’s experi-
ence with a pinched nerve and general body soreness
illustrates the long-term impact of physically demand-
ing work. As Mike put it, “Working at a warehouse is
fine, but doing it for 10 years, 20 years, basically, like all your life is, you know, it’ll eventually catch up to you.” Workplace safety issues are common among warehouse
workers, especially Amazon warehouse workers. In
a 2023 report, the Strategic Organizing Center (SOC)
found that the overall injury rate among Amazon ware-
house workers was about 7.0 per 100 workers in 2022
(4). While this rate has slightly improved since 2021, it remains high compared to non-Amazon warehouses.

During 2022, 95% of Amazon’s 38,609 injuries were
considered serious, forcing workers to take time off or be given a different position. Workers stated they were given different responsibilities to heal their injuries rather than being given time off. If workers did receive time off, they were pressured to return to work by their supervisors although they had not fully recovered from
their injury (Rosenblatt 2023).

As a result of Amazon’s egregious failure to ensure
the safety of their warehouse workers, some safety
violations at their warehouses have been deemed
“willful.” This is the most serious type of safety violation that OSHA can issue, and is given when companies are
found to be “‘knowingly fail[ing] to comply with a legal requirement’ or operating with ‘plain indifference to
employee safety’” (cited in Strategic Organizing Center 2023: 9). In 2018, Amazon rolled out a “temporary
light duty” (now called “return to work”) program that
created additional positions for workers that were hurt too badly to perform their normal jobs. This program
allows Amazon to reduce the number of injuries it has
to report in the most severe injury category and helps
to reduce Lost Time Injuries and workers compensation
costs. Some investigations have also found that some
Amazon facility managers have repeatedly failed to keep accurate records of workplace injuries. Amazon has the
expertise to identify dangers in the workplace and the
power to mitigate them, but often fails to do so. In light of Amazon continuously choosing to prioritize profit over people, it is evident that workers, regulators, share-

12.A

State of Work: TDL in the Inland Empire16
holders, and consumers must force Amazon to make its
workplaces safer (Strategic Organizing Center 2023).

The high injury rates found at Amazon and other ware-
houses are related to employers’ fixation on speed, with workers being continuously surveilled by productivity
monitoring systems that pressure them to move and
work at a dangerous pace. In response, California
passed Assembly Bill 701 (2021), which aims to protect
workers from the use of unreasonable production
quotas that lead to health and safety and other labor
law violations (Strategic Organizing Center 2023).

Many warehouse workers reported being under relent-
less pressure to meet unreasonably high productivity
standards, often leading to stress and unfair penaliza- tion, particularly for those physically less capable of handling heavy loads quickly. “They would know our
rate and how many boxes we were doing, like per hour .

And if we weren’t like doing enough, they would come
talk to us,” said Melissa. Marcos recounted times that
he would be going so fast that he was sweating, but
managers would still tell him that he was going too
slow. He also described how there was a “big board” in
the workplace that showed all of the employees’ names
and the rate at which they were working, which was
akin to a “public humiliation” board. Christina, on the other hand, said she was thankful for the incentive to
exercise every day.

Several of the warehouse workers we interviewed
described extremely hot temperatures in warehouses.
“During the summer the warehouse does have air con-
ditioning, but since it’s such a big warehouse it’s almost impossible to cool off,” Christina said. “And in the
area that we pick, since there’s so much product, the
aisles are small, the heat just gets trapped.” Melissa
described how “people got heatstroke from like, being
in the warehouse… If we would try to, like take breaks
and stuff, they’d be like, oh, why aren’t you working?...

I witness[ed] one lady. She was like, a bit older . She worked outside a lot. She was the one directing the
truck. And she collapsed.”
Mental health concerns, including concerns related to
mental stress, alienation, social isolation, and boredom, are also commonly reported among warehouse workers
(Emmons Allison and Reese 2023). The warehouse
environment often lacks supportive interpersonal
relations, leading to feelings of undervaluation and
insincerity. Favoritism and cliques contribute to a sense of unfairness and alienation, while the vast and solitary nature of the work leads to isolation and disconnection from a supportive work community. “People look down
on you. Nobody’s ever motivating you or complimenting
you,” said Kay.

The repetitive and monotonous nature of warehouse
work was noted by several workers, including Melissa,
as mentally taxing. Xavier described the job as phys-
ically and mentally draining, while Tabitha and Kay
discussed the boredom and physical strain associated
with tedious, repetitive tasks. Mike explained that as
a packer , he has been asked to stand in one spot for a full 12-hour shift. He takes the items that are handed
to him, places them into a box, seals it, and repeats the process again and again for the full shift. Day after day, he returns to the warehouse to place items in a box and seal it. Mike said there is no satisfaction in completing a task because it never ends. The work is unbearable
because he cannot move.

Truck Drivers
With their long hours, discussed above, long-haul truck drivers are at risk of experiencing vehicular accidents.

They must constantly stay alert while driving to scan for driving hazards, including deer and road traffic. How-
ever , many drivers, especially when they are working
long hours, find that they tend to “become complacent
on the road” and to “get tunnel vision out there at night, especially when you drive through the night,” stated
Mateo.

Sleeping away from home, often in the back of a truck,
reduces the quality of sleep among many long-haul
truck drivers. Drivers sometimes need to leave their
engines on overnight to keep the heat or air condition- ing on if it is very cold or hot. “Yea, I keep my air condi- tioning on—the heat is no joke” (Simranjit). The engine makes a lot of noise so this practice often reduces the quality of sleep among long haul drivers. Although
some drivers, like Mateo, Alex, and Sahib bring their
own food with them, many of the food options on the
road, such as fast food, are not healthy.

Others describe the impacts of back-to-back round
trips between the IE and East Coast in terms of the
persistent stress of making time, getting a return load, and being attentive to noises and road conditions, to
make sure their engine and tires will get them to their destination without any mishaps. “After driving for 10
years,” Gurjant said, “a person’s body gets tired. You
eat, sit, and sleep. I got high blood pressure from driv- ing. There’s no time for exercise.… [We are] constantly on the road.” Drivers sometimes skip or reduce their

12.A

State of Work: TDL in the Inland Empire 17
meal and other work breaks to get to their destination
in a timely fashion.

Sitting for long hours every day takes its toll—it’s bad for your back, and it interferes with drivers’ ability to get sufficient exercise. As Mateo put it, “You just go to shit.” Although some drivers go to the gym and exercise after
work, long work hours, lack of daylight or good weather conditions in winter months, and many days of travel on the road can make it difficult for long-haul truckers to get sufficient exercise. Basic hygiene is also a challenge for drivers, who do not have toilets in their trucks. “You have to wait for the next truck stop or navigate accord- ingly.” The same is true for showers. “I might not be
able to shower today because the showers book up” or
“there’s a four hour wait,” Sahib said. Mateo summed it up: “If I were to just sit down, do my job every day. It is detrimental to your health.”
Electronic monitoring of drivers is also on the rise,
contributing to stressful working conditions (Alima-
homed-Wilson 2020). Joe described how his truck with
a previous employer was equipped with a driver-facing
camera that tracked his eyeballs. This was stressful for him, he said, because if he looked down, the camera
would identify him as being in a distracted state, and it would begin recording. His current truck does not have
a camera, and he is relieved that he is more trusted to do his job.

Parking and Routing
Truck drivers find that they have to pay for traffic tickets for parking in no-truck zones even when there is no
other place to park and they are forced to do so to
deliver their goods. Carlos described how he “can get
literally ticketed for just parking at a local Walmart.” When he’s “driving for eight plus hours a day, and wants to go to the bathroom or eat,” it feels inhumane to be
cited just for taking a parking spot.

Finding lots in which to park while at home in the IE
has become increasingly difficult and expensive. Since
so much formerly open space is now occupied by “a
lot of warehouses,” truck drivers face a dilemma: “You
can’t park on the streets or on the side. ‘No commercial parking,’ are signs over and over . I don’t want to risk getting towed. And wherever I try to find parking, it’s … full price is way too much. If I go to a truck stop in the area, there’s never any parking because everybody
parks their truck there, leaves their truck there for
weeks on end because they’re not taking any loads”
(Simranjit). Some blame it on “these big companies.

They’re just buying up all the land” (Maninder). Truck
lots take up commercial real estate, so as property
prices “have gone significantly higher , in order for the truck yards to break even, especially for new owners,
they have to upcharge.” “It used to be like $150 to $200 a spot, but now they’re charging $500 plus” (Sahib).

Others noted that the locations where trucks have
more restrictions are biased in terms of race, class,
and ethnicity. Commenting on the much-protested
difference in warehouse developments between south
and north Fontana (Gongora 2020), Simranjit said, “Pull up the map of Fontana [showing] south Fontana and
north Fontana. All the commercial traffic is on the south side. All the north side has houses, they have plazas
of convenience stores. You’ll see road signs saying ‘No trucks over five tons,’ ‘Local deliveries only,’ ‘Trucks:

No right turn, no left turn.’ And on south Fontana’s side, you’ll barely see one.”
Gurjant and Karamjit noted the contradictions of living close to warehouses where it is more convenient to pick up loads. Karamjit remarked, “It is dangerous to have
“warehouses all close to residences. One person was
killed because they got run over by a trailer . His car went underneath the trailer and immediately died.” The
traffic is terrible and the costs of living there have risen.

But, Gurjant explained, as warehouses “keep expanding
outwards away from where people are living, it will be
further to drive to pick up loads.”

PAY, BENEFITS & COSTS
Warehouse Workers
Wages within the goods movement sector depend on
the type of job, workers’ education and training cre-
dentials, and collective bargaining agreements (ICF
Incorporated, LLC 2019). Within the interviews con-
ducted, many workers expressed concerns over unfair
pay practices, such as low pay and newer employees
earning more than long-term workers. For example,
Melissa reported that when she was hired by Amazon
as a warehouse worker she was offered $17 per hour .

Several years later , new hires were offered $19 per
hour , but there were no raises for incumbent workers.

Samantha, employed as a picker at an Amazon ware-
house, also desired better compensation. Samantha
said, “I would like to work 40 [hours per week] and get paid the same amount as working 60. Yeah, but I have
bills to pay, so 60 it is.” As a result, Samantha typically works long shifts, often beginning her workday at 7:30 AM

12.A

State of Work: TDL in the Inland Empire18
PRABH
Location: Fontana
Occupation: Truck Driver

WORKER PROFILES
Prabh is a 43-year-old man, born in Punjab into a fam-
ily of farmers. He emigrated to the U.S. in 1999, first to San Jose then Fontana, in order to enter the trucking
industry. He drove a truck in order to be self-employed and self-sustaining. He and his parents received high
school educations in Punjab, and he had some college
in the U.S. His three brothers and one brother-in-law
are in trucking, which Prabh explains was because
they could get into it without having a higher education or having completed a degree.

Prabh started out doing long-haul, interstate driving
for five years, and now does short-haul refrigerated
and dry van truck trips within Southern California,
starting and ending in Fontana. He does not own his
own truck. He said he keeps track of changes in the
industry, such as those pertaining to emissions, tech-
nology, and safety and operation challenges, through
social media and Punjabi papers and cultural events.

For a period of time Prabh made trips in and out of the Port of Long Beach, where he became familiar with
electric trucks and the fact that there were govern-
ment subsidies to purchase them. At $300,000, how-
ever , new electric trucks are well beyond his means
even with subsidies. He also said there are many
“unknowns” regarding maintenance. He is skeptical
that he would ever be able to afford one, but he would
be happy to drive one if charging it were as convenient as pulling into a gas station now to fill up.

Prabh lives in a house about 15 minutes from ware-
houses and experiences the noise and traffic from
trucks. He wishes there were better planning so truck
traffic would not affect schools and residential neigh- borhoods. He also wishes there were more govern-
ment involvement in helping truckers with concerns
like better pay, good health care plans, and safety.
and leaving work at 6:00 PM. Similarly, Kay reported
that she felt pressure to work overtime in order to make more money to pay her bills: “I should be able to work
a regular eight-hour shift and make some good money
out here in California because [the cost of] everything is high! They should be paying us well. We are tax-paying
citizens…. We are getting taxed off everything, so why
not raise everything [prices and wages]?!”
Kay suggested that, given the high costs of living in
California, warehouse workers should earn at least
$20–25 per hour . Xavier viewed his employer’s practice of offering small incentives to motivate workers to work hard as insufficient: “The joke is, they want you to work 10 times harder to make their department look really
good, and then, in return you’re getting a 25-cent slice of pizza on your break.”
Although warehouse jobs might offer health care,
medical visits can come with copays that add up or with strings attached. Marcos described how he obtained a
bad injury on the job, which caused him to have to go
to the doctor and be absent for a week. He went to his
own primary care provider because that is who he was
most comfortable with, but because of this, his company would not pay him for the full week he was absent. His
employer argued that in order to get paid for the time
off, he had to use the company doctor .

Not all warehouse workers were dissatisfied with
their pay and benefits. Christina’s company offers a
beginning hourly rate of $22. In addition, her employer provides workers with two reviews a year to determine
their performance. If employees are exceeding their
metrics, they are provided with a 50-cent raise and a
$600 bonus check. Christina also receives holidays off, 12 hours per month of paid vacation, and a 5% employer
match for her 401(k) retirement account.

Truck Drivers
Since the deregulation of trucking in the 1980s, and
increasing prevalence of subcontracting within the
industry since the 1970s, union density and working
conditions among truck drivers have declined. Truck
drivers often experience financial problems due to
low pay and unpredictable work hours. Owner-op-
erators also have to pay out-of-pocket expenses for
their vehicles, fuel, insurance, and vehicle repairs and maintenance. This further reduces their take-home pay
and often puts them into debt (Viscelli 2016; Smith et al. 2014). James expressed wishing he was part of a union

12.A

State of Work: TDL in the Inland Empire 19
so he could have access to health care and retirement
benefits.

Some truck drivers incur considerable debt through
exploitative lease-to-own contracts that charge high
interest rates for their trucks (Viscelli 2018). Even
when they own their trucks, the costs of maintaining
them are substantial. As Sahib put it, “You want to have savings…. I might not work for the next month. My truck might break down. So, the biggest thing is don’t get into debt; that’s how you weather through all these market
fluctuations.” Drivers’ incomes tend to be unpredictable because demand for their labor is seasonal, and often
fluctuates over time due to many factors beyond their
control, such as those related to the “just in time”
consumer economy.

Various drivers interviewed claimed that the pay rates
for carrying cargo have declined or are too low given the high cost of living and their work expenses, including
the high price of fuel. They describe how the pandemic
brought a lot of business, but also led to inflated truck prices. “During COVID everybody saw how much money
you can make. And everybody got so greedy. And then
they’re like, Oh, it’s going to keep happening forever and ever . Everybody went out. They bought multiple trucks.

That’s why now you see, like people are going out of
business because they can’t afford it,” stated Maninder .

Other truck drivers believe “the industry is getting
oversaturated, …all these newcomers, they’re killing the rates” (Varinder).

Some drivers have to pay high fees to brokers that
further reduce their incomes. Maninder described how,
if he gets a long haul direct from a customer , he might get $6 a mile, but “that same load I got from a broker , the broker , he was quoting me, he’s like, ‘Oh, the best I can do is like $2’…. That’s the story every broker will tell you, ‘Dude, that’s the best I can do.’” Alex expressed that he wished he could be part of a union because
he believes that unions could push for legislation that would regulate brokers.

Drivers are usually only paid for the time they spend
driving, or by the mile. They are not paid for wait times, although they often must wait a long time to load and
unload cargo (Viscelli 2016). The American Transpor-
tation Research Institute (2023), an industry think tank, has repeatedly found driver detention (an industry term for wait times) to be one of the top 10 issues facing driv- ers, with frequent delays of six hours or more to load or unload. Simranjit explained that at “bigger warehouses
like Amazon or Walmart or Costco, my appointment will
be at eight. I won’t be free from there ’til 11, sometimes XAVIER
Location: San Bernardino

WORKER PROFILES
Occupation: Warehouse worker
Xavier is a Mexican-American man in his early twen-
ties who is originally from Los Angeles. He currently
works as a forklift operator in a warehouse in the
Inland Empire for a major retailer . Often working
10–12 hours per day, five days a week, Xavier brings
in $27,000 annually. For the past three years, his daily work routine has been to pack semi-trailers with
products that are distributed to retail stores across
the country.

Xavier turned to warehouse work in 2020 when he lost
his immediate family to the pandemic. Overnight,
Xavier found himself unhoused. He moved to the
Inland Empire where he could find more affordable
housing and a full-time job that required little experi- ence.

Xavier is not attached to his current work. He sees it
as a stepping stone as he finishes school. He is a full- time student who will receive his bachelor’s degree
in mechanical engineering this year and intends to
find a job within that industry. He lives close to his
campus and lives frugally. For now, he is dependent
on his warehouse work. He said he prefers having a
job that he doesn’t have to think about after clocking
out for the night. He also does not seek advancement
or worry about termination.

Even though his warehouse work is transitory, Xavier
is critical of it being regarded as a viable long-term
option for other workers. He described it as “slaving
away for a small amount of money when you know
someone on the other end is profiting millions of
dollars.” He said the work is “physically and mentally
depressing,” and he doesn’t wish it on anyone. “Who
wants to walk around for 12 hours without music play-
ing through their heads to distract them from the fact
that they’re participating in capitalism and completely selling their life away for a small paycheck? That’s
gonna get them by for a month, and then after the
same thing, over and over and over and over again.”
He is hopeful things will one day change.

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State of Work: TDL in the Inland Empire20
12, because they’re such a large area. You’re waiting
about an hour to even get a [dock]. By the time you get your paperwork and out the door it is about three, four hours there.”
One driver , Randy, said that his current position pays him hourly for all of his work time, including waiting, loading, and unloading. Nonetheless, he said, the cost of traffic tickets adds up. Many customers are located on
streets that are no-truck zones. As a result, he receives tickets that go on his personal driving record and that he has to pay for out of pocket.

ENTRY, SKILLS & OPPORTUNITIES FOR

ADVANCEMENT
Warehouse Workers
Lack of Other Options: Workers like Mike and Kay
expressed frustration over the lack of opportunities in other industries, feeling pigeonholed into warehouse
work despite aspirations for different careers. “School wasn’t really my thing,” Jonny explained. “Trying to find a job was hard. No one was giving me a shot, let alone
hiring me, so I just took the route that my mom did…
I really wasn’t trying to stay in that role, but I had no choice.”
Opportunities for Advancement: Many workers believe,
like Kay, that there is no financial motivation to continue doing warehouse work and that promises of promotion
are rarely fulfilled. This view is reinforced by common hiring practices for management positions found within
the warehouse industry, including Amazon, which give
preference to workers with college degrees rather than
years of warehouse work experience (Emmons Allison
and Reese 2023: 112-113). A few warehouse workers
had positive views or experiences however . “They don’t know what we want unless we voice our opinion,”
Christina said. “I recently just had my review. And that’s what I told my supervisors, that I was looking into going into cross-training into other departments just to get
experience on everything.”
Alfonso pursued upskilling on his own, paying out of
pocket to obtain forklift training. His forklift certifica- tion was ultimately valuable because it qualified him for his union job. He then thought he could obtain a truck
driver position with a different employer and again paid out of pocket for a commercial driver’s license (CDL)
program, comparison-shopping for the one with the
lowest fee. He did not ask his union employer to cover
the cost, he explained, because his workplace didn’t
employ distribution drivers and he didn’t want manage-
ment to know he was considering leaving.

Unfortunately, Alfonso didn’t realize that many compa-
nies hiring truck drivers required one or two years of
experience. He ended up remaining at his job and, with
his CDL, was able to take on a yard truck driving role, which involves repositioning trailers within the truck
yard. It came with a $2-per-hour wage increase on top
of his warehouse floor job.

Truck Drivers
Training and Retention: There is a seemingly endless
cycle of headlines about the so-called truck driver
shortage. Research suggests, however , that the alleged shortage is largely a myth perpetuated by large trucking companies. For example, Semuels (2021) and Fuller
(2023) indicate that there is actually an excess of drivers with commercial driver’s licenses (CDLs) in comparison
to the jobs available. According to Semuels (2021),
competition among drivers for scarce jobs, along with
inadequate government regulations, has led to a “race
for the bottom” that exacerbates bad working conditions and contributes to a significant problem of worker
retention within the industry. Companies with revenues
exceeding $30 million experience turnover rates around
92%.

Furthermore, the use of drivers is often inefficient, as brokers can pit a large number of drivers against each
other , resulting in lower wages and working conditions, and longer wait times for load pickups. Researchers
contend that the deregulation of the trucking industry
and decline in unionization has contributed to the
decline in labor standards in the industry. Following the deregulation of trucking, wages in truck driving fell 44% from 1977 to 1987 (Semuels 2021).

The industry also faces challenges in training and train- ing-related debt for new drivers. Federal and state gov- ernments have funded driver training since the COVID
pandemic’s onset. Many drivers, however , are required
to enter training contracts that require drivers to work for the same company that provides their training for a certain period post-training in order to repay the cost (Viscelli 2016). Several drivers we interviewed, including Randy and Roberto, said they took such opportunities
and fulfilled the post-training work period requirement, but they did not stay with the carrier that provided the training. James and John opted to attend driving school, both completing their programs in eight months. Alex

12.A

State of Work: TDL in the Inland Empire 21
learned the trade through an informal apprenticeship
with an uncle who was already in the industry.

Systemic Gender Bias: Gender inequalities and barriers
to women’s entry and retention are persistent in the
trucking industry, despite some gains in terms of gen-
der diversity. Research finds that diversity and inclusion policies are becoming more common within the industry
and that an increasing percentage of those employed in
managerial positions, safety and dispatch positions, as well as truck drivers are women compared to the past.

There is a very notable lack of gender diversity and a
massive need for positions among technicians. It is esti- mated that an additional 200,000 technicians in the US
will be needed over the next 10 years, but schools are
only producing 3,500 new technicians per year (Women
in Trucking Association 2023).

As of 2021, women made up only 4.8% of 1.37 million
truck drivers nationally. Women truck drivers often
encounter gender discrimination and sexual harass-
ment, which discourage many from remaining in the
field (Eavis 2023). Policies such as same-gender train- ing, while intended to reduce harassment, have been
criticized for functioning as barriers to women’s partic- ipation in trucking (Eavis 2023; Fernández and Molloy
2022). Because there are so few women truck drivers, it is often impossible to find one to train another .

In 2023, three women truck drivers filed a discrim-
ination complaint against Stevens Transport for its
same-gender training policy. Apparently such policies
are still common within the trucking industry despite
a 2014 federal ruling that prohibited them. Proponents
of these rules, including trucking companies and Ellen
Voie, who founded the nonprofit Women in Trucking
Association, argue that these policies help to reduce
sexual harassment of women drivers because trainers
spend weeks on the road with their trainees and often
sleep in the same cabin. Yet, critics of these policies contend that sexual harassment would be better
addressed through other mechanisms, such as anti-ha-
rassment policies or providing hotel rooms to truck
drivers when traveling (Eavis 2023).

We made repeated efforts to interview women truck
drivers for this report but were unable to secure any
interviews. We recommend that future research be
conducted on the experiences of women truck drivers in
the IE.

EMPOWERMENT & REPRESENTATION
As prior research and our findings here have demon-
strated, workers across the nation are seeking to join
workplaces that have supportive work environments
and policies and give workers opportunities for growth.

The U.S. Department of Commerce’s (2022) Job Quality
Toolkit includes job quality principles such as workers having the ability to voice their concerns without fear of employer retaliation, to engage in decision-making
processes, and to provide insight on an organization’s
future work initiatives.

In order to cultivate a workplace where workers truly
feel empowered and have their voices heard, employers
must develop regular processes of communication
with workers, create a system where workers can file
complaints and receive protections from retaliation, and conduct workforce assessments to assess workers’ sat-
isfaction. Most important, employers should encourage
and support workers’ rights to organize, form unions,
and engage in collective bargaining (U.S. Department of Commerce 2022). Unionization establishes democratic
mechanisms for workers’ concerns to be addressed,
and collective bargaining agreements—contracts nego-
tiated between workers and management—are the only
legally enforceable way that workers can ensure their
rights and interests are protected.

On top of the strategies for worker empowerment
and representation outlined in the Job Quality Toolkit, California’s High Road Training Partnerships (HRTP)
initiative offers guidelines on designing worker training programs in ways that foster worker voice and worker
power . The term high road in HRTP refers to approaches to work and the economy that “are guided by policies
that jointly uphold and advance the social values of
shared prosperity, environmental sustainability, and
shared decision-making” (González-Vásquez and López
2021: 8).

In the HRTP model, worker training programs are an
opportunity for workers to develop and share their own
strategies for industry and worker success. Workers
can provide insights on training and workforce needs,
provide recommendations on wraparound services
to reduce any barriers that prevent trainees from
becoming successful in the field, and effectively design and execute programs themselves (UC Berkeley Labor
Center 2020).

In its study of how worker voice empowers both current
workers and workers in training, the UC Berkeley
Labor Center (2020) showcases how one of the core
HRTP concepts, whole person support, recognizes that

12.A

State of Work: TDL in the Inland Empire22
workers’ lived experiences are a form of expertise they bring to the job and that it is in the overall interest of the workplace to create cultural alignment between work-
ers and workplace culture. Experienced workers can
be tapped as peer mentors for new workers. In these
ways, industries can provide underserved and under-
represented workers with leadership opportunities and
access to career advancement, thereby increasing over-
all job quality. Union collective bargaining agreements can help ensure the long-term success of measures
that center worker voice (González-Vásquez and López
2021: 27).

The Union Difference
Although the details of union contracts differ across
employers, unionized workers tend to be paid more than
non-union workers, have greater access to employment
benefits, and have more rights on the job (Fieveson
2023). What is the degree of union density among
transportation and warehouse workers?
Figure 7 shows the valid percentages of employed
workers (age 16-64) in select occupations in transpor-
tation and warehousing that are union members and
covered by a union contract in the IE using IPUMS data
sourced from the CPS (Aug 2021 – Aug 2023).
3 It shows
that, among the 8 occupations shown, union density
is greatest among truck drivers. About 15 percent of
truck drivers belong to a union and about 22 percent are covered by a union contract. Viscelli (2016) finds that, among truck drivers, unionization tends to be greatest
among those that do not carry full loads, such as parcel delivery.

Among blue-collar warehouse workers, industrial truck
and tractor operators (or forklift drivers) have the high- est union density. About 10 percent of workers in these jobs belong to a union and about 12 percent of them
are covered by a union contract. In contrast, packers
and packagers have the lowest union density among
blue-collar workers. Less than 5 percent of workers
in this occupation belong to a union and only about 7
percent are covered by a union contract.
4 Using national data reported by Hirsch, MacPherson,
and Even (2024), we find that, compared to the U.S.,
union density is greater in the IE in four of the eight occupations shown in Figure 7 but it is lower among
laborers, packers and packagers, transportation and
material moving workers’ supervisors, and transporta-
tion, storage, and distribution managers. The difference between national and regional union density among
SAHIB
Location: Fontana
Occupation: Truck Driver and dispatcher

WORKER PROFILES
Sahib is a 26-year-old Punjabi American male whose
parents immigrated to the U.S. in the nineties. He
lives with his parents and three other siblings in
Fontana, where he grew up. His father started driving
a truck in 1990, and he has other relatives who are
also in the industry. Sahib describes going to the truck yard with his father as a youth to work on his truck,
and notes the growth in the size of the truck yards,
the number of trucks parked there, and the cost from
$150 or $200 a spot to $500+ today.

Sahib graduated from college and, during COVID
in 2020, got his Class A license in order to help his
father . His father owns one truck, but started off work- ing for other companies. He never expanded beyond
one truck because he didn’t want to worry about the
additional risk or to put trust in other drivers. Sahib, however , also does truck dispatching.

Sahib recognizes the challenges of the job, remem-
bering that his father missed a lot of Sahib and his
siblings’ special events because he was on the road.

As an independent owner-operator , his father handles
his own truck maintenance and repair , so there was
rarely any down time.

Their family keeps up with industry news from
Punjabi language radio and word of mouth from
their immediate community. Though some people in
their community are competitive and don’t help one
another , Sahib said, most “back each other up.” He
explained that an immigrant from Punjab might first
get a job in a gas station, “but you can only work at
the gas station and grind for so long, you know?” Most
of Punjab is agricultural, and political problems with
India have resulted in unequal access to jobs and land
ownership, segregation, and restrictive legislation
that makes it “hard to make a dollar”. Punjabi men of
Sahib’s father’s generation brought a work ethic from
their impoverished agricultural background that Sahib
said his generation doesn’t have or want.

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State of Work: TDL in the Inland Empire 2323
MATEO
Mateo is a Chicano male in his early thirties who has been working for UPS for 15 years. After working his way up, he now earns $42 per hour as a driver . He grew up in the Inland Empire and has been working since he was 16, starting in fast food and transitioning into warehouse work before UPS. “My union contract helped me out of poverty,” he said. Nonethe- less, Mateo and his wife rent an apartment in Rancho Cucamonga because they cannot afford a house.

Mateo has driven both long-haul and local runs for UPS. He currently works local runs, driving an average of 11 hours per day. During the COVID-19 shutdown, he recounted, management pressured workers to be “heroes” and do twice the amount of work for the same pay. With their Teamsters union contract, however , workers were able to receive a form of hazard pay by signing up for the “9.5 list.” Signing up for the list limits a worker’s daily hours to 9.5, and if a worker exceeds the limit three times in one week, they’re guaranteed triple pay.

Mateo is active in his union, Teamsters Local 63. His first exposure to labor organizing began when he supported striking workers at Republic Services, a waste management company, in San Diego. When the workers obtained their contract, Mateo said, “I saw the impact of supporting your fellow brothers and sisters. Even if it’s [a different] industry.” He described going door-to-door as an organizer and asking residents about the impact of the logistics industry on the Inland Empire: “A lot of the responses [are], ‘You know what, man, I tried to leave this place. … I’m trying to get out of here.’ They see it as a lost cause. They see it as these companies are going to win no matter what … I see that as an opportunity to empower people, saying, ‘The only way big corporations win is with an uninformed electorate.’” Occupation: Truck Driver
Location: West San Bernardino County
Doug is a Black man in his mid-thirties and former warehouse worker who grew up in and around the Inland Empire. He holds an AA in automotive technology from Chaffey College. He currently lives with and cares for his grandmother , helping her with routine household tasks.

Doug’s first warehouse job was at a non-union manufacturing facility in Riverside County that stored its goods in an adjoining warehouse. Although he mostly worked in the manufacturing side of the facility, he obtained his forklift license through his work obtaining parts from the warehouse side. He did not like the management because they were disrespect- ful to workers. He recalled an incident when a physical fight nearly broke out between the workers and the manager after the manager called the workers “a bunch of monkeys.”
More recently, Doug worked for a freight company in San Bernardino whose workers were unionized by Teamsters Local

63. He was proud to be working at a union job and was encouraged that his co-workers expressed that they were “ready to work and willing to strike.” He earned a relatively low $17.50 per hour because the workers had lost some of their wage gains through concessionary contract negotiations. The union contract still included good medical, dental, and vision insurance, however , which he greatly appreciated.

Doug enjoyed his medical benefits and working with pro-union coworkers. He said, however , that hours were long, with occasional mandatory overtime, and he developed muscle strain from heavy lifting and poorly maintained equipment. The work was also dangerous. Doug described how one trailer he was working in almost tipped over , and he observed other workers being injured from trailers tipping over or goods falling on them, including one worker who was hospitalized and had to go on disability. The management, he said, did not train workers sufficiently. Workers relied on one another to learn how to work safely and sometimes intervened to protect each other from accidents.

After about a year of working at this facility, Doug was laid off when work slowed down. He now commutes to a public transit job in Orange County.

DOUG
Location: Riverside and San Bernardino
Occupation: Warehouse worker

12.A

State of Work: TDL in the Inland Empire24
supervisor s is especially striking. In the IE, there are apparently no supervisors that belong to a union,
compared to 10.1% in the United States (see Table 10 in Appendix 1 for details).

The Teamsters is the largest union to represent workers in Southern California’s TDL sector , with IE Teamsters belonging primarily to Local 63 (warehousing and
trucking) and Local 848 (mostly trucking). Both Team-
sters locals include workers across Southern California in a region that is far larger than the IE. A few other Teamsters locals, such as 630 (food distribution) and
638, represent smaller numbers of warehouse workers
employed by particular companies. Other unions that
represent TDL workers in the IE, albeit in smaller
numbers, include the United Auto Workers (auto parts
distribution center workers), the United Food & Com-
mercial Workers (distribution workers at meatpacking
facilities), and the United Steelworkers (distribution
workers at manufacturing facilities).

Teamsters union contracts typically provide workers
with medical benefits as well as retirement benefits or pensions. Teamsters members usually have access to
various health benefits, including medical, dental, and vision insurance as well as vacation time.
5 The UPS
Teamsters contract, the largest private sector union
FIGURE 7. PERCENTAGE OF EMPLOYED WORKERS THAT BELONG TO A UNION AND ARE COVERED BY A UNION

CONTRACT IN SELECTED TDL OCCUPATIONS
contract in North America, is widely regarded as among
the best in the industry. Teamsters’ new UPS contract
adopted in 2023 provides UPS drivers and warehouse
workers with good wages and retirement pensions.

According to Eidlin (2023), this contract “eliminates the two-tier driver classification that had sparked wide-
spread member anger in the 2018 contract. It provides
sizable wage increases, especially for the lowest-paid
part-timers, which will do more to raise the wage floor at UPS than any previous contract. It also requires
UPS to create more full-time jobs, provide protections
against excessive heat, restrict management surveil-
lance, and limit forced overtime, among other gains.”
Alfonso, a Teamsters member , described his transition
from a non-union job to his current union position. At
the non-union job, he was earning $19.75 per hour after working there for four years, and he paid about $480
per month for insurance. When he moved to his union
position, he took a pay cut, starting at $17.77. However , he received health insurance for his family of four with no premiums. He also had a clear path to promotion
after his fifth year due to the seniority provisions of the workers’ collective bargaining agreement. Now on his
sixth year with his current employer , he receives $28.88 per hour and is entitled to five weeks of vacation time per year . He also notes that his employer offers a path-

12.A

State of Work: TDL in the Inland Empire 25
way to advancement by hiring management staff from
among rank-and-file workers—he has actually turned
down a management position, because he thought there
was more job security in being part of the union rank-
and-file—and offers $100 to any worker who makes a
suggestion for improvement that is then implemented.

Alfonso has seen the $100 incentive given out multiple
times.

As elsewhere in the United States, union members and
leaders in the IE region are very concerned not only with the rapid growth of non-unionized TDL employers, such
as Amazon, that compete with companies with union-
ized TDL workers, such as UPS. The recent demise
of Yellow, a unionized trucking company, is another
concern for workers seeking union employment in the
region. Yellow, which had been in operation for 99 years, filed for bankruptcy in 2023 after experiencing a series of mergers and mounting debt, resulting in the loss of
30,000 jobs nationwide, 22,000 of which were Teamster
positions. Unfortunately, Yellow’s demise could also
mean trouble for the Central State Pension Fund, a
multi-employee pension fund that already received a
federal bailout in December of 2022 (Page and Biswas
2023). Nonetheless, many transportation and ware-
house workers are continuing to organize in the region
and some have made gains, even amid enormous
challenges.

Worker Centers
In the absence of unions, worker centers play a critical role for worker empowerment and representation. A
2022 UCLA Labor Center study found worker centers
to be an essential complement to the public workforce
development system because of the way in which
they combine “workforce development, community
organizing, strategic labor law enforcement, and policy advocacy … in an attempt to break down the systemic
barriers to economic prosperity” (Lee et al. 2022: 2).

Racism, discrimination and systemic vulnerability due
to immigration status, and the predominance of tempo-
rary and subcontracted work in an industry are issues
that may create extra barriers to unionization but that can still be addressed by worker center organizing, pol- icy, and legal efforts (De Lara, Reese, and Struna 2016).

The Warehouse Worker Resource Center (WWRC),
formed in 2011, has helped to organize, educate, and
provide services, including health and legal services,
to warehouse workers and their families in Southern
California, especially the IE. Warehouse workers that
they helped to organize won access to more secure
jobs, wage increases, and other improvements in their
working conditions.

WWRC has also helped many warehouse workers to
win historic legal settlements worth millions of dol-
lars against various employers, including temporary
agencies and third party logistics firms, that engaged
in wage theft or violated other labor laws, including
workplace health and safety regulations. WWRC and
its allies in the labor movement have also promoted
and won the adoption of new state policies to better
protect warehouse workers’ rights and workplace
health and safety, such as new indoor heat regulations
and new restrictions on work quotas within warehouses
(Emmons Allison and Reese 2023).

In 2022, the U.S. Equal Employment Opportunity Com-
mission filed the two largest racial bias lawsuits in Cal- ifornia history on behalf of 300 Black warehouse work-
ers at two warehouse operators’ facilities, primarily
employed through temporary agencies (Roosevelt 2022).

The research, organizing, and workforce development
efforts of the Inland Empire Black Worker Center help
illuminate how a historic case such as this one is part of a larger pattern of the systemic, intergenerational dis- crimination and disinvestment that Black workers and
their families particularly face (Smallwood-Cuevas et al. 2020). James, a truck driver , described how the Drive-A- Check (DAC) report card system, which tracks drivers’
records over 10 years in the industry, is wielded as a
tool of systemic discrimination and exclusion. He said
that often drivers of color are targeted and “blacklisted” in the industry because of negative DAC reports. When
workers lack a union and collective bargaining power ,
worker centers can step in to foster mutual support and cultivate collective leadership around shared issues
(Lee et al. 2022).

Worker Organizing
IE Amazon Workers United and other Amazon worker
organizing: Among warehouse workers, Amazon work-
ers have conducted the most visible organizing efforts
in the IE’s TDL sector over the past 10 years, in part
due to their sheer numbers across the region. Amazon
worker organizing in the IE has been a core part of the larger movement in the region to gain greater commu-
nity benefits from the TDL sector . Perhaps the longest sustained Amazon worker organizing campaign has
been at the Amazon Air hub in San Bernardino, under
the name of IE Amazon Workers United (AWU). AWU has
staged multiple walkouts to call for pay increases,safer working conditions, and no retaliation for worker

12.A

State of Work: TDL in the Inland Empire26
organizing (Emmons Allison and Reese 2023; Yee 2022).

Since AWU workers are assigned to tarmac operations
in extreme heat conditions, their calls for a safer
workplace have included access to cold water , breaks to cool down, and fans while working indoors (Warehouse
Worker Resource Center 2023b).

As workers at an air hub, AWU members do not receive
additional compensation for their high-risk conditions.

As one worker , Rex, explained, “Because we have
associates standing in front of aircrafts with running
engines … we are given extra responsibility, but there’s no extra compensation for it” (cited in Salazar 2023).

AWU workers have also expressed concerns about
Amazon hiring anti-union consultants to surveil work-
ers and prevent them from joining the union. According
to Jamieson (2023), Amazon paid external consultants
$3,000 a day to host meetings to convince workers
not to unionize, spending over $14.2 million dollars in 2022. AWU has filed an Unfair Labor Practice complaint
against Amazon for threats, surveillance, and retaliation (Salazar 2023).

Amazon warehouse workers, both in the IE and in other
U.S. regions, have been inspired by the 2023 UPS Team-
sters contract. Some hoped that the new UPS wages
could raise standards for similar occupations across
the logistics industry (Leon 2023). Amazon workers in
Southern California have also pursued new strategies,
such as unionizing delivery drivers who are technically employed by third-party contractors (or delivery service providers [DSP]. In 2023, unionized delivery drivers in Palmdale, Los Angeles County, who delivered packages
for Amazon but were employed by a DSP (Battle Tested
Strategies), took their strike to Amazon facilities across the region and across the country. The drivers continue to protest their layoffs which resulted from Amazon’s
decision to terminate its contract with Battle Tested
Strategies after the drivers had successfully unionized with the Teamsters and negotiated their first union
contract with this DSP (Sainato 2023).

THE FUTURE OF TDL WORK IN THE IE

AUTOMATION
Given the central role of the TDL sector in the IE econ- omy, the impact of automation on workers is of great
concern. Muro et al. (2019) find that, between 1980 and 2016, the implementation of information technology
produced 54 million net new jobs nationally. Yet, most of these new jobs were on the so-called lower and higher

MELISSA
Location: Riverside
Occupation: Patient care assistant, former
warehouse worker

WORKER PROFILES
Melissa, a 26-year-old Mexican-Cambodian woman, is
a patient care assistant and nursing student who pre-
viously worked as a warehouse associate at Amazon.

She obtained the warehouse job after being laid off
as a medical scribe during the pandemic shutdown.

Although Melissa had read about the fast-paced work
environment, she said she was taken by surprise by
the large number of orders received each day and
the intense supervision. Some of her friends were
terminated for not meeting the expected work rate,
and Melissa received a warning for her work rate.

Being petite, Melissa said she struggled to haul large
containers that weighed approximately 300 pounds.

Along with sorting packages for routes, Melissa had to
stock heavy boxes of bags, which resulted in a shoul-
der injury. She said she did not report the injury, fear- ing her managers would not believe her , and instead
often requested days off or a different position for the day to let her shoulder heal. When it was not possible
to switch roles, Melissa said she worked through her
shoulder pain, performing the same motions that had
resulted in her injury. Even after leaving the job, she continues to feel the pain and has been required to
undergo physical therapy.

Melissa said that technology could prevent many
worker injuries and health concerns. She also wished
that warehouses would introduce large ventilation sys-
tems. After witnessing a coworker collapse from heat
illness during a shift, Melissa sought to take breaks to cool off, but her productivity was questioned.

Melissa wanted to draw attention to the pay gaps
between long-term employees and newly hired ones.

She was hired at a wage of $17 dollars per hour . Later , she witnessed new employees being offered $19 per
hour , which was more than her pay after two and a
half years on the job. Melissa believed it was unfair for newly hired employees to earn higher wages that were
not offered to longer-term workers.

12.A

State of Work: TDL in the Inland Empire 27

TABITHA
Location: San Bernardino
Occupation: Warehouse worker

WORKER PROFILES
Tabitha is a Black woman who began working in the
warehouse industry at age 18, accumulating over 20
years of experience within the field. She has worked
in multiple warehouses through temporary staffing
agencies, earning about $30,000 annually. Along with
her three children and fiancé, she financially and
emotionally supports two of her younger siblings.

Although staffing agencies do not provide their workers with health care, pay increases, or pensions, Tabitha
thought they offered certain advantages. She found that their workers tended to be paid $1–$2 more per hour
compared to direct hires. Temp agencies also make it
convenient to find employment. Tabitha recalled walking off a job site one morning and finding a new warehouse
position later the same day.

Nonetheless, working through temp agencies prevented
Tabitha from being recognized for her hard work and
being promoted to management. As Tabitha described,
“They started asking me to train the temps. After this, I was like a lead, but I didn’t get paid like a lead.” When Tabitha asked her supervisor about being hired directly as a manager , she was told her responsibilities would
still include intense physical labor and offer a lower
wage than her temp position.

Tabitha described experiencing numerous unsafe
working conditions, including working with moldy fruit
for eight hours a day, working in extreme heat and cold, and hearing stories from her uncle about being crushed
by a machine while working at a warehouse. At one of
her jobs, she said, a fire broke out and “they just wanted us to … continue working without no explanation.”
Tabitha also recounted experiences with sexual harass-
ment.

Tabitha made it clear she would never return to a
warehouse job due to being undervalued, mistreated,
harassed, and placed in danger . More than anything,
however , it was the never-ending, monotonous work
that made her unwilling to return. She is now develop-
ing her own videography business. Along with seeing
her company flourish, she would like to see her children graduate from high school and go to college, and for her son to “never work in a warehouse ever in his life.”
ends of skill distribution rather than middle-skill,
middle-wage jobs.

Among the groups projected to be most impacted by
automation are men, young adults ages 16–24, and
Latinos, American Indians, and Black workers, since
they tend to be employed in industries and occupations, including those in the TDL sector , that are likely to be heavily impacted by automation (Broady et al. 2021;
Muro et al. 2019). Jobs based on repetitive tasks,
whether physical or cognitive, have been and continue
to be at high risk of automation. Muro et al. (2019) esti- mate that about 78% of light truck and delivery service driver positions will be affected by automation. Other
researchers similarly find that workers employed as
warehouse laborers, truck drivers, and forklift drivers are among those with the largest need for skill develop- ment and training in the goods movement sector due to
the impacts of workplace automation (ICF Incorporated,
LLC 2019).

Trucking
Currently, automation in trucking can take the form of
software—the use of integrated transportation manage-
ment systems that analyze data and employ machine
learning to calibrate loads, routes, and other operations in real time—and hardware, in the form of driverless
trucks.

The prospect of automated trucks presents a significant threat to the job security of truck drivers. Companies
investing in this technology argue that autonomous
trucks can increase efficiency, reduce accidents, and cut costs. However , the human cost of such advancements
is substantial. Many truck drivers fear that automation will eventually lead to widespread job losses, fun-
damentally changing the industry landscape. As the
technology continues to develop, the trucking industry
faces the challenge of attending to the livelihoods of
millions of truck drivers and helping truck drivers to
obtain the training needed for new positions (Gittleman and Monaco 2020; Viscelli 2018).

Researchers vary in their estimates of the extent of job losses that are likely to result from automation within trucking. In an analysis of how susceptible more than
700 occupations are to machine learning and robotics,
Frey and Osborne (2017) found that 47% of all US jobs
are at high risk of automation, with heavy-truck drivers at a 79% risk. Gittleman and Monaco (2020) estimate
that as many as 419,00 truck drivers with a primary
range of 201 or more miles could be displaced through

12.A

State of Work: TDL in the Inland Empire28
what they call “high automation,” one step short of full automation (15). Viscelli (2018) projects that over the next 25 years, up to 294,000 long-distance drivers could be replaced by autonomous trucks.

Research by Arntz et al. (cited in Gittleman and Monaco 2020) suggests that a change in methodology for how
one classifies jobs changes the percentage of jobs
that are at risk due to full automation. Gittleman and
Monaco (2020) claim that estimates of job losses from
automation and driverless trucks within truck driving
may be overstating job displacements because they
include occupations that are not directly involved in
driving or likely to be impacted by the automation of
driving. They also note that even when automation does
take place, labor market impacts are likely to depend on the occupation, tasks, and how the rest of the economy
responds to automation.

Various factors are likely to discourage or slow down
the displacement of drivers through automation. First,
truck drivers do more than simply drive. They provide
security for goods, maintain their vehicles, and com-
plete paperwork. Such additional tasks could help to
mitigate job losses to automation. Researchers also
suggest that “first- and last-mile problems” will still require a professional driver . Meanwhile, regulation and the infrastructure required for autonomous trucks to
operate safely, such as systems for handling vehicles
that break down in transit, could discourage widespread use of driverless vehicles (Gittleman and Monaco 2020;
Viscelli 2018).

Automation does not simply replace human labor with
machines; it can also change the types of jobs needed
and the nature of the tasks performed within jobs
(Gittleman and Monaco, 2020). For example, there are
various modes for the use of driverless trucks, some of which are more reliant on human drivers than others
(Viscelli 2018).

The Teamsters have been heavily involved in attempting
to preempt the most destructive projected impacts of
autonomous trucking. In 2022, Doug Bloch, then the
political director for Teamsters Joint Council 7, called on a U.S. House of Representatives transportation
subcommittee to ensure that autonomous trucks
maintain human drivers trained to intervene for safety; to maintain data on injuries, crashes, fatalities, and
malfunctions for regulatory purposes; and to support
training programs to assist workers during the transi-
tion to autonomous vehicles.

In line with Bloch’s testimony, the Teamsters supported Assembly Bill 316 (2023), which required a trained
human operator in autonomous vehicles weighing over
10,000 pounds in order to prevent accidents and injuries on the road. AB 316 aimed to ensure public safety and
create high-quality jobs for workers (Teamsters 2023b).

Although the bill passed the California Legislature with bipartisan support, it was vetoed by Governor Gavin
Newsom. In 2024, the State Legislature will consider
Senate Bill 915, which, if passed, would give local juris- dictions the authority to regulate autonomous vehicles
(Cortese 2024), as well as a new version of AB 316.

Both of these bills enjoy Teamsters support (Teamsters
2024).

Warehouses
Similar to trucking, warehouse automation takes the
form of both software and hardware. Integrated ware-
house management systems, or process automation,
can cut back on inventory paperwork, use machine
learning to adjust operations in real time, and employ
algorithmic labor management systems that track
worker productivity. Physical automation can include
conveyor belts; scanners; voice-directed picking;
automated guided vehicles, such as driverless fork-
lifts; automated storage and retrieval systems, which
can compress goods into a more compact space; and
autonomous mobile robots, which cut down on human
workers’ walking time. Forms of automation may be
implemented permanently or as a subscription-based
service during peak times (Gutelius and Theodore 2019).

Gutelius and Theodore (2019) find that technological
change is unevenly distributed across the warehouse
industry. While some warehouses may utilize conveyors
or track goods with radio frequency identification (RFID) technology, they may also use older software systems
that rely on human decision-making. And while tech-
nological uptake may be more common in e-commerce
warehouses, which emphasize speed, Gutelius and
Theodore (2019) note that many e-commerce distribu-
tion operations are outsourced to third-party logistics providers (3PLs), who may be less inclined to accom-
modate physical automation because of the relatively
short length of their contracts (3–5 years) and the fact that they may serve multiple customers with a range of
product characteristics.

According to Gutelius and Theodore (2019), the
introduction of automated machinery can reduce the
physical impact of workers’ tasks, but it can also deskill and displace workers and subject them to new health

12.A

State of Work: TDL in the Inland Empire 29
and safety problems. For instance, worker monitoring
technologies, as discussed in our interview findings, can put pressure on workers to increase their pace to an
unsafe level. The negative impact of productivity moni- toring technologies on worker health and safety is well documented in research on Amazon workers (Gutelius
and Pinto 2023; Strategic Organizing Center 2021, 2022).

Alfonso, one of the warehouse workers we interviewed,
described his experiences with automation at a union-
ized wholesale food distribution facility. His employer adopted an autonomous guided vehicle (AGV) to shuttle
pallets around the facility. The AGV was supposed to
adhere to a path marked by a yellow line. However ,
the AGV would often lose sight of the yellow line and
“get lost.” It became a safety hazard, Alfonso said,
because it would get in the way of workers when it was
not supposed to. He also noted that the AGV’s battery
would die, so it would stop in the middle of the path, and workers would have to attend to it when that was not
part of their role.

Alfonso recounted that workers ultimately resented
that their employer had invested in the AGV when
the company could have given human workers more
overtime and weekend hours. The workers used their
union collective bargaining process to ensure that if
any automated equipment was adopted in the future,
it would come with labor hours for a human to oversee
the equipment.

The demand by workers at Alfonso’s facility for auto-
mated equipment to be assigned a human supervisor
aligns with research that calls for workers to be
upskilled to manage new technologies. Gutelius and
Theodore (2019), however , predict that such recommen-
dations will not be implemented and that workers will
instead be deskilled as technology removes the ability
to engage in decision-making and critical thinking. The reliance of many warehouses on 3PLs and temporary
agencies to meet their demands for labor complicates
the implementation of workplace protections, making
temporary and contract workers especially vulnerable
to safety problems related to technological change.

Gutelius and Theodore (2019) predict that full,
human-replacing automation is “little more than a
remote possibility over the near to medium term” (67).

Nonetheless, policymakers, workforce development
professionals, and labor organizers should be attentive to the nuances by which partial automation is imple-
mented at regional facilities. If properly managed by
companies, Nantee and Sureeyatanapas (2021) suggest,
the introduction of new technologies in some cases can
help warehouse floor workers to gain analytical and
computing skills, and also increase “soft” skills such as problem-solving. They draw on two case studies to show
that “no layoff” policies can pave the way for worker
upskilling.

To further protect workers from the negative impacts of technological change, Muro et al. (2019) urge federal,
state, local, business, and civic leaders to work together to ensure technological advancements support work-
ers’ living standards. Collective bargaining by union
representatives, as in Alfonso’s experience, can protect workers from job displacements, prevent significant
impacts from technological changes in the workplace,
and shield workers from intrusive forms of electronic
surveillance (AFL-CIO 2019). By involving workers in
decision-making processes, collective bargaining helps
ensure workers continue to have access to good jobs,
including benefits such as full-time employment, union
representation, and retirement pensions.

The national contract negotiated between the Team-
sters and UPS in 2023 is one example of how collective
bargaining agreements can address the impacts of
automation for workers. The contract bans the “use
of drones or driverless vehicles to transport, deliver
or pick up packages” and requires that if UPS were
to seek to reverse this ban, the company would have
to negotiate the change with the union (Teamsters
2023a: 17). The contract also requires existing union
workers to perform any “new or modified work” created
by technological change, and to be trained to do so if
necessary (Teamsters 2023a: 18–19). Although Team-
sters UPS workers have been able to use the collective
bargaining process to maintain a voice in technological change, UPS operates a non-union freight forwarding,
warehousing and distribution, and customs broker-
age unit, UPS Supply Chain Solutions, which recently
opened a facility in Kentucky designed to be operated
by 3,000 robots and 200 human workers (Black 2023).

For reasons such as this, broader labor protections that prevent logistics operators from evading collective bar- gaining through corporate restructuring are necessary.

ELECTRIFICATION
The TDL sector in California is currently being reshaped by new federal and state regulations, programs, and
funding that aim to improve air quality and respond to
the climate crisis by requiring and facilitating the tran- sition to zero-emissions transportation. These changes
are the outcome of many years of activist demands by

12.A

State of Work: TDL in the Inland Empire30
environmental, health, and other community organiza-
tions.

Among the most significant of these new policies is
the state’s mandate to transition to zero-emissions
transportation by 2045 (Governor’s Executive Order
N-79-20). The rule serving this mandate that will have
the most direct impact on logistics fleet operators
is Advanced Clean Fleets, which was adopted by the
California Air Resources Board (CARB) in 2023 and
is pending approval by the Environmental Protection
Agency (EPA) as of January 2024. The initial timeline
for Advanced Clean Fleets required all drayage trucks
registering for operation at seaports and railyards to be zero-emissions beginning January 1, 2024, with the goal of phasing out any combustion-powered drayage trucks
by 2035. Advanced Clean Fleets also mandates a time-
line for phasing out all other medium- and heavy-duty
vehicles by 2045 (California Air Resources Board 2024).

A small number of IE heavy-duty truck drivers, dealers, and technicians began to experience the transition to
battery electric trucks through demonstration projects
by 2021. Through a project called Volvo LIGHTS (Low
Impact Green Heavy Transport Solutions), funded by
California Climate Investments, two IE-based fleet
operators deployed battery electric heavy-duty trucks,
yard tractors, and forklifts at their yards in Chino and Ontario. A truck dealership in Fontana also participated in the project, and San Bernardino Valley College’s
Heavy/Medium Duty Truck Technology program piloted
an electric truck technician course. In addition, a
community organization trained first responders in the
potential hazards of high-voltage electrical equipment.

As part of the lessons learned from Volvo LIGHTS, the
project team highlighted the need for charging infra-
structure technicians (Volvo Group North America 2022).

Electric truck demonstration projects and early-adopter fleets indicate how workforce needs, whether skills
or occupations, will change in the near term for large
fleet operators. For dependent contractors, however ,
the issues are distinct (for the definition of dependent contractors, see p. 14). The zero-emissions mandate
hearkens back to the state’s earlier efforts to imple-
ment rules to lessen trucking emissions. As Appel and
Zabin (2019) show, several thousand trucks most likely
fell out of compliance with the 2008 Truck and Bus Rule due to compliance costs falling on misclassified con-
tractors, even as the companies for whom they trans-
ported freight reported hundreds of millions of dollars in revenue (12–13).

SOPHIA
Location: San Bernardino

WORKER PROFILES
Occupation: Full-time student, former
warehouse worker
Sophia migrated from Central America at age 11 and
is currently in her early thirties. At age 18, she began working in warehouses due to having limited employ-
ment opportunities because of her Temporary Protected
Status (TPS). With the instability of TPS, Sophia had
to work two full-time jobs and help her sister clean
buildings part-time. This work helped her pay for the
childcare of her two children out of pocket.

She later met her current husband, who has financially
assisted Sophia in enrolling in community college and
enabled her to work one full-time job to spend more
quality time with her family. Sophia decided to enroll
in community college after realizing that she wasn’t
spending quality time with her children, that she wasn’t making a lot of money, and that she didn’t want to work in warehouses her whole life. “I didn’t spend quality time with my kids,” she said. “I was always at work … I was
always tired. And I had to do it because my kids were
everything for me.”
While working at Amazon, Sophia worked 10–12 hour
shifts during peak season and stayed up late to finish
her homework. During midterms, she used her Personal
Time Off (PTO) to prepare for exams and communi-
cated with her professors about being an employed
student-parent. She also planned her school schedule
around her work schedule to use less of her PTO.

Sophia decided to leave Amazon and continue her
journey in higher education when she found out she was
pregnant. A big motivation was being diagnosed with a
high-risk pregnancy. “[The] doctor put in the doctor’s
note that they don’t want me to take the stairs; they don’t want me to be standing for more than an hour . And they [Amazon supervisors] don’t care,” Sophia said. She was
given verbal warnings and write-ups for not reaching her daily performance goals. “I remember crying because
nobody was helping me and I feel that I was gonna lose
my baby because I was already bleeding.”
As a full-time college student preparing to apply to grad- uate school, Sophia continues to experience barriers that inhibit her success, including childcare subsidy restric- tions. Sophia hopes employers and higher education
institutions can create spaces where student parents can thrive along with their children.

12.A

State of Work: TDL in the Inland Empire 31
KARLA
Karla is a 49-year-old Mexican woman and undocumented immigrant. She lives with her domestic partner and three sons.

She previously owned a third-party logistics business but is currently unemployed. She estimated that her household’s total annual income is $80,000, with members of her household receiving public benefits such as SSI and CalFresh. Karla said her legal status has had an economic impact on her in terms of available employment opportunities and ability to receive public assistance.

Karla’s logistics business was established by her husband. While working as a welder , he saved up enough money to buy his own truck. As a truck driver , he saved from 1998 through 2016. In 2017, he used his savings to invest in his own busi- ness.

Karla’s husband passed away due to COVID in 2021. At that point, Karla took charge of all operations, including hiring a dispatcher and a truck driver to do the long-haul driving her husband had previously done. Karla said the dispatcher and truck driver with her company worked as independent contractors. Any employment benefits they received, she said, came from contracts with bigger companies.

Karla decided to close the business in May 2023. She cited intense stress from being responsible for any and every even- tuality; low profit margins, if any; few jobs; and an accident involving the truck driver . Karla said that brokers take a large percentage of income per cargo job. During the business’s final year , it was in the red. When she closed the company, she said she was left with $6,000.

Occupation: Unemployed; previously a small business owner Location: Victorville
JACK
Location: Redlands
Occupation: Warehouse service manager
Jack is a Southeast Asian man in his late thirties who works as a warehouse service manager at a small warehouse in Redlands. Born and raised in San Diego, he resides in Redlands with his two sisters and girlfriend.

Jack has worked for his current employer since 2017, starting as a team lead at $19/hour . He has worked in the low- est-tier warehouse positions and spent 10 years in fulfillment at Home Depot, along with working service-sector jobs in his teen years.

At his current position, Jack is salaried and makes $120,000–$150,000 per year . The warehouse operator is a multina- tional firm headquartered in London with thousands of warehouses across the globe. Jack’s workplace has about 15 employees, who, he says, are treated fairly and have access to a variety of benefits. Jack said he is mindful of how labori- ous warehouse work can be, so he tries to be accommodating. He said his company hires only full-time workers and they receive the same health care package he does.

Jack said that his company tends to give in-house workers priority for promotions instead of hiring from outside for higher positions. Reflecting on perceptions of the warehouse industry, Jack said, “Pretty soon it’ll be like every other person’s gonna have worked at Amazon at some point in their life. … I heard there’s some ambulance outside that they keep, you know, just to work people until the point of exhaustion … and then I think [Amazon and other warehouses] don’t have roles for people to grow into. They’ll take them, use them until they don’t need them anymore. ... [At] a company such as ours there’s a lot of roles they could step into after .”

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State of Work: TDL in the Inland Empire32
Although the St
ate of California currently offers small
truck fleets subsidies to alleviate the costs of purchas- ing electric trucks, they do not cover the full amount, and most incentive programs require a large amount of
upfront capital because they are reimbursement-based.

Many operators withdraw from applying to subsidies
due to the extensive documentation required (Flaming
and Burns 2023). Paperwork for incentive programs
is perceived to be difficult and burdensome. Even with
incentives, “You need competitive pricing to bring those trucks to a reasonable price,” says Karamjit. Several
owner-operators mention that repairs will also be out of the orbit of most mechanics, “it would be like me trying to fix the computer… I can only imagine the cost to fix a mechanical failure” (Carlos).

Some who own and operate only a few trucks are
angry about the changing regulations, and believe
that independent owners are being priced out of the
industry. Drivers mentioned that government subsidies
that encourage truck electrification focus on the initial transition or purchase of vehicles rather than the
long-term maintenance costs, such as battery replace-
ments. While new trucks tend to be more expensive
to purchase, older trucks tend to require more costs
to maintain them. Yet many truck drivers, like Carlos,
believe that a well-maintained truck is better for the
environment than scrapping it for a new vehicle. He
wishes agencies were better at communicating new
regulations, too, and that they went through the DMV to reach truck drivers directly, instead of at the moment
when you are told you are out of compliance.

Most truck drivers point to the huge burdens ahead in
regards to “the charging situation.” As it is, “people
can’t even find a parking spot at truck stops. They’re
parking on the side of roads, they’re parking on the
shoulders of exits, they’re parking at rest areas. I
don’t feel like there are enough places to be able to
give everybody an EV charger at the end of the night”
(Simranjit). Varinder wonders, “Where are they going to get the electricity to power all these batteries? I mean, they can’t even sustain AC during the summer months
out here in California…. The state doesn’t have any sort of infrastructure set up to support electric charging.” While some long-haul drivers only see EVs working
for local use since that would take less charging time, short-haul drivers don’t believe electrification of their trucks will make a difference to air quality.

Several owner-operators grouse that regulatory agen-
cies such as CARB are “putting fines and regulations
and all this stuff on the trucking industry, and they need to provide information about it in advance” through
people, not just the Internet (Carlos). Others worry
about priv
atization, and that the government needs to
step in more. “I believe the government should come
in and help truckers with concerns like getting better
pay, good health care plans for truckers, and also on
the safety and maintenance, where the government
can provide us better programs to help individuals and
self-employeds” (Prabh).

The zero-emissions transition within logistics has
important implications for workforce development.

The state and region must prepare workers, including
workers that could be displaced through this transition, to enter into new green jobs created by it and help to
ensure good labor standards within those jobs. Such
new jobs include those related to developing and main-
taining new charging stations; electric grid construction and maintenance; the manufacture, sale, operation,
and repair of zero-emissions vehicles, including elec-
tric delivery trucks; the production and sale of lithium batteries; and the installation and repair of solar rooftop panels on warehouses (Economic Policy Institute 2021;
Phadke et al. 2021). Recommendations for preparing for
these changes in workforce needs are discussed on p. 39.

WORKFORCE DEVELOPMENT
The current landscape of workforce development in the
TDL sector in the IE should be considered in light of
what federal and state labor agencies regard as low-
skill versus middle-skill jobs. These broad categories
are roughly tied to the U.S. Bureau of Labor Statistics’ (2023) education and training classification system,
which considers the typical education needed for entry
to an occupation, the commonly required work expe-
rience, and the typical on-the-job training needed to
obtain competency in the occupation. The Inland Empire
Regional Planning Unit of California’s Employment
Development Department (2024) lists only heavy and
tractor-trailer truck drivers and order clerks among
the region’s top 20 in-demand middle-skill TDL sector
occupations for 2020 through 2030. The most common
TDL sector occupations, discussed in the quantitative
findings of this report, are regarded as low skill.

In a 2019 workforce needs assessment for the goods
movement sector that was conducted for the Port of Los
Angeles, researchers found that across 38 occupations,
47% of employers required short-term on-the-job
training, 45% required moderate on-the-job training,
and 8% did not require any training at all. About 65% of employers also required workers to have a high school
diploma. The needs assessment found a shortage of

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State of Work: TDL in the Inland Empire 33
community-based workforce training programs in the
sector , especially for “higher-skilled” occupations (ICF Incorporated, LLC 2019: 3).

As our research findings and the Port of Los Angeles
needs assessment show, a lack of workforce devel-
opment plagues the TDL sector in the IE. Entry-level
workers are too often seen as cheap, disposable labor
to fulfill menial tasks, not whole people whose develop- ment as workers is worth investing in. In this section we look at several approaches to workforce development in
low- and middle-skill occupations. We then examine the
outlook for workforce development with the changes the
sector is undergoing.

Case Studies: “Low-Skill” Jobs
Young Visionaries
Young Visionaries collaborates with Community Action
Partnership (CAP) in San Bernardino to provide com-
munity members with free forklift training and, once
finalized, Occupational Safety and Health Administration (OSHA) certification. The training program occurs once
a month, from Monday through Thursday during a
single week. The first two days are spent on orientation, obtaining materials, and filing documentation, with
the last two days focused on having participants obtain hands-on experience by managing forklift operations in
CAP’s warehouse facility.

Many San Bernardino residents experience food, hous-
ing, and financial insecurity. As a result, many of the participants that undergo the forklift training program are unemployed, men, and over the age of 30. In order
to reduce the barriers to participating, Young Visionar- ies provides childcare, gas gift cards and bus passes
when available, and food during the training days, but
funding limits the availability of these wraparound
services. During the program, participants also have
access to learn about financial literacy through Chase
Bank. Shakoya Henderson, project manager for Young
Visionaries who oversees multiple programs including
the forklift training program, states,
“The ultimate goal for the program, I would say, is to
definitely expand one’s horizon. Land a job hopefully in the field of the forklift. And just a better way of life, a better improvement for oneself.”
While Young Visionaries does not have the capacity to
place workers in occupations, they collaborate closely
with San Bernardino’s Violence Intervention Prevention
program to connect its training graduates to employ-
ment opportunities and follow up with them throughout
their journeys. The training program helps increase
participants’ chances to be hired as forklift drivers
across temporary, seasonal, and full-time positions. In the future, Young Visionaries hopes to expand their free forklift training program to residents in the High Desert, including in Victorville and Hesperia.
6 Teamsters 1932 Training Center
The Teamsters 1932 Training Center , based in San
Bernardino, offers a warehouse and distribution pro-
gram whose aim is to create a pipeline for workers to
access union jobs in logistics. It is based on the needs of unionized companies to recruit and retain employees, and it provides workers interested in this industry with the skills they need for a long-term career with oppor- tunities for advancement. In these ways, the training
program challenges the stereotype of jobs in the TDL
sector as only being “dead-end jobs.”
The warehouse and distribution training program
piloted in 2023 as a four-week course for six hours per week, free of charge, and taught by a rank-and-file
Teamsters warehouse worker . Participants have ranged
in age from high school seniors to workers in their
forties. Both men and women are included, and the
participants are racially and ethnically diverse. In 2024, the program is set to transition to six hours per week
and include forklift and OSHA 10 training (an indus-
try-recognized health and safety certification).

In addition to occupation-specific skills, training par- ticipants receive job preparedness training, resume
feedback, and one-on-one job placement support. Par-
ticipants also learn about environmental justice issues associated with the TDL sector and about the impor-
tance of a union contract and how it improves workers’
access to employment benefits. The program’s instruc-
tor , Fredy Campos, shared that he felt fortunate to have learned about his union warehouse job only because
he worked at a non-union facility across the street and would encounter the union workers at the corner store.

He wants to introduce people to union possibilities in an inclusive environment, he said, explaining, “Given the
way my life has shaped out, I want that for everybody. … I don’t want it to seem like [union jobs] are hoarded.” 7

12.A

State of Work: TDL in the Inland Empire34
Case Studies: “Middle-Skill” Jobs
Transportation and Advanced Technology Center,
Pacific High School
In early 2023, Pacific High School in San Bernardino
unveiled a Transportation and Advanced Technology
Center . The center is the first public school facility of its kind in California, according to district officials, and serves students that are interested in assorted mechan- ical and electrical training. At more than 20,000 square feet, the facility is equipped like a professional auto shop with the capacity to work on heavy-duty vehicles
(Whitehead 2023).

Through a partnership with San Bernardino Valley Col-
lege, students in the course associated with this facility learn the intricacies of heavy- and-medium-duty trucks, while some are simultaneously enrolled in an after-
school college-level course. Course professor Mike
Stayon spoke to the value of the course for students
who are more trade-oriented:
“I’m a trade school guy,” Stayton said. “When I graduated high school, I didn’t want to go to college, just like some of these kids here. Some will go to college, but a lot of them are not interested right now. They want to get done with school and go to work or a trade school, like when I was a kid” (cited in Whitehead 2023).

Since opening, the facility has garnered enough interest to justify hiring another teacher for the course.

Amazon Logistics Pathway, Cajon High School
Another career pathway program related to logistics
has been developed at Cajon High School in San
Bernardino. In 2019, Cajon High received $50,000
from Amazon to develop a curriculum to prepare and
motivate students for managerial careers in logistics.

The Amazon Logistics and Business Management
Pathway program emerged through a collaboration with
educators at Cajon High, California State University San Bernardino, and Chaffey College. Students who enroll in the curriculum are provided with college credit at both institutions. As of 2022, there were 96 students enrolled, including 64 students in 10th grade.

The curriculum teaches students about Amazon’s
impacts on global supply chains and e-commerce
and includes classes that focus on working with labor
unions, ethical decision making, and maintaining
motivated employees. Students are required to work in
teams to develop managerial methods for maintaining
skilled employees’ motivation without offering higher
salaries and bonuses. Although Amazon is very well
known for engaging in union-busting across the nation,
students in this program were trained in collective
bargaining. The program also requires students to
participate in an internship at Amazon facilities or
other nearby logistics companies. The program has
been criticized for its seemingly purposeful promotion
of Amazon corporate propaganda (Gordon and Gurley
2022).

While the Cajon High program and others like it may
prepare some students for management positions in the
TDL sector , it is not clear how they will benefit the vast majority of workers, who are employed in blue-collar
occupations. Union representation and collective bar-
gaining remains critical to maintaining and improving
the labor standards within the industry (AFL-CIO 2019).

InTech Center, Chaffey College
Since 2019, the InTech Center at Chaffey College in
Fontana has received more than $3 million in grants
for its advanced manufacturing training programs,
which include a three-month pre-apprenticeship in
automation, robotics, and mechatronics (ARM). The
ARM program is designed to train students for careers
as mid-level technicians in automated warehouse
equipment, such as robotic and automated conveyor
belt systems. InTech staff advertise an average starting wage of $25 per hour in this field (Scauzillo 2022).

Workforce Development Outlooks
The cornerstone of workforce development in the TDL
sector must be individual and community development.

TDL sector workers must be viewed with dignity regard-
less of wage or “skill” level and have the opportunity
to develop as whole people with the right to grow and
thrive. The COVID pandemic shutdown sharply illus-
trated that frontline TDL sector workers do essential
work in a consumer economy.

As discussed in the “Automation” section above,
automation presents an opportunity for workers to be
upskilled rather than deskilled. On the warehouse floor and on the road, workers can supervise and maintain
automated technologies. In the office, workers can use
data analytics for advanced problem-solving. Regard-
less of role, all workers can benefit from honing skills in critical thinking, communication and interpersonal
interactions, adaptability and resilience, and collabo-

12.A

State of Work: TDL in the Inland Empire 35
ration and teamwork (O’Brien et al. 2020). Fostering
“uniquely human qualities” is a key way to ensure work
remains meaningful for humans (Muro et al. 2019: 55).

The U.S. Government Accountability Office (GAO) (2022)
recommends preparing workers for the impacts of
automation by training them in work skills that will be in high demand to ensure workers have sustainable
employment, addressing the psychological impacts
of losing their previous jobs, and providing them with
employer-recognized credentials, thereby developing
career pathways that can lead to increased wages.

Multiple studies on the impact of automation for TDL
sector workers recommend planning and preparing
for change through partnerships between employers,
training providers, and worker leaders (ICF Incorpo-
rated, LLC 2019: 42–43; U.S. GAO 2022: 29). Training can take various forms, including hands-on training, paid
internships, mentorship, summer employment, career
exploration programs, and contract training (O’Brien
et al. 2020: 27). Stakeholders can promote active
learning by investing in reskilling workers, developing accelerated training programs and certifications, and
providing on-the-job training or tuition reimbursement
(Muro et al. 2019: 52). Insufficient funding and a lack of qualified instructors, training providers, and equipment are identified as obstacles to meeting these training and educational needs (O’Brien et al. 2020: 28).

One study examining the potential impact of automa-
tion on workers urges federal, state, local, business
and civic organizations to work together to ensure
technological advancements are not only maintaining
high productivity, but also supporting workers’ living
standards (Muro et al. 2019: 48). Similarly, Viscelli
(2018) suggests that statewide trucking innovation and
jobs councils should be created in order to ensure that training, career counseling, and financial assistance is provided to workers, particularly truck drivers, facing displacement through technological innovations.

The implementation and enforcement of what Muro et
al. (2019) call a Universal Adjustment Benefit—encom-
passing career counseling, retraining opportunities,
and income support—across industries can assist
workers who experience displacement to reduce the
barriers to enter the workforce again. Along the same
lines, stakeholders can provide displaced or struggling workers access to government benefits such as the
Earned Income Tax Credit and expanded unemployment
benefits. Lastly, when automation is implemented,
stakeholders should invest in reducing the impact of
new technologies by supporting communities to develop
in-demand skills for new occupations and invest in
impacted communities to develop regional growth
(Muro et al. 2019: 57–67).
8 The following section outlines broader , more holistic ways to pursue the workforce development recommen-
dations summarized here.

CHANGING THE NARRATIVE:

WORKER WELL-BEING AS COMMUNITY

WELL-BEING
Residents and policymakers hold a spectrum of views
on the proliferation of warehouses in the Inland Empire.

Although the most polarized perspectives receive the
most publicity, many residents have measured opinions.

They might resent the truck traffic and pollution, for
example, but concede that warehouse work is what
enables them to support their family. As one San
Bernardino resident told the New York Times, “It’s taken away the neighborhood feel. Kids don’t play outside. No one is in their yards. … [But] if you want jobs, they’re out here in the warehouses, and that’s a fact” (Lee 2022).

This section focuses on collective, bottom-up inter-
ventions in logistics development that begin with that
middle ground. But, rather than simply responding to
the sector’s dominance in the IE, these interventions
assert holistic, people-centered visions in which worker well-being is community well-being: Residents can
have great jobs that pay enough to support a family,
prioritize their health and safety in a pandemic, and
let them retire without worry. Residents can also have
secure housing, clean air , outdoor spaces for recreation, and time to devote to their communities. Most of all,
as residents, legislation, and investors press logistics developers and operators to transform their operations
for people and the planet, stakeholders can and must
collaborate to ensure that no workers are left behind.

Below we review some ways that residents, policymak-
ers, and logistics developers have worked to calibrate
what outcomes the TDL sector has for residents who
have felt the greatest negative impacts of its dominance in the IE economy. Subsequently, we outline models of
action in which visions of worker well-being and com-
munity well-being become reality because residents
come together to demand them and policymakers rise
to the challenge of meeting those demands.

12.A

State of Work: TDL in the Inland Empire36

COMMUNITY ACTION AND CONSTRAINING

FACTORS
Until recent years, IE policymakers rarely held devel-
opers accountable for mitigating the adverse effects of logistics development upon residents. Elected officials and developers neglected to be proactive about seeking
resident input. New developments slipped by, buried in
planning commission meeting agendas.

The environmental review process that developers must
go through when seeking to build new facilities has
been the main opportunity for residents to participate in decision-making. Participation, however , is constrained by the realities of the process. Developers hire their
own environmental consultants to influence decisions
with zoning changes, general plan amendments, and
project approvals. These third-party consultants have
no accountability to local residents and tend to minimize the public health risks that warehouses present. The
consultants often produce environmental reports that
are hundreds of pages long just days before a city is set to vote on a project (De Lara 2018; Emmons Allison and
Reese 2023; Muñoz et al. 2023).

Campaign contributions are a driving force for elected
officials favoring developers’ voices over those of resi- dents (Muñoz et al. 2023: 31–33). Thousands of dollars
worth of campaign contributions from developers and
individuals who list an employer within the TDL sector
can be found in the campaign finance reports of elected officials in jurisdictions with dense warehouse develop- ment.

In addition, cities may provide tax breaks to attract
employers. For fiscal years 2018 through 2022, for
example, the City of Rialto reported a 20-year tax abate- ment agreement of 50% with an unnamed distribution
center for constructing the facility and establishing its point of sale there. The total amount of taxes abated
over the five fiscal years was $14,380,066 (City of Rialto 2018: 97; City of Rialto 2019: 94; City of Rialto 2020:
93; City of Rialto 2021: 89; City of Rialto 2022: 100).

Aside from local funding, the State of California has
granted tax credits of more than $26,000,000 to three
distribution and fulfillment center projects potentially to be located in San Bernardino or Riverside counties.

These credits have been awarded through the California
Competes program since 2014 (California GO-Biz 2024).

As residents and some elected officials have grown
weary of warehouse development, a variety of groups
and city councils have mobilized to keep it in check.

Their efforts have mostly focused on environmental and
health impacts, however , while leaving out the long-
term working conditions that warehouses tend to bring.

In south Fontana, for example, where warehouses
occupy more than 16 million square feet, a group of
residents called the South Fontana Concerned Citizens
Coalition formally appealed the city planning com-
mission’s approval of a warehouse proposed by Duke
Realty in 2021. The planned warehouse of approximately
205,000 square feet at Slover and Oleander avenues was
set to abut one high school and sit within less than one mile of another . The city denied the residents’ appeal (City of Fontana 2021: 349–57).

Subsequently, California Attorney General Rob Bonta
filed a lawsuit against the city for violating the California Environmental Quality Act. In response, the City of Fon- tana revised its municipal code to incorporate “sustain- ability standards” for new industrial developments. The new regulations included building landscape buffers,
the development and enforcement of truck routes to
prevent trucks from driving in residential neighbor-
hoods, the use of zero-emission vehicles, solar panel
installation, and the use of environmentally friendly
construction materials (City of Fontana 2022). The city and the Attorney General thereafter reached a settle-
ment that also involved Duke Realty creating a $210,000 “community benefit fund” for specific forms of environ- mental impact mitigation (Office of the Attorney General 2022). Since the scope of the lawsuit and settlement
were limited to direct environmental impacts, there
were no long-term labor provisions.

Developers have begun to preempt residents’ concerns
with “voluntary” community benefit payouts. One recent
example can be found in documents that Howard
Industrial Partners (HIP), a developer based in Orange
County, submitted to the City of Rialto upon seeking
approval to develop a 470,000-square-foot warehouse
in 2023. HIP proposed donations of $5 million to fund a Rialto charter high school focused on entrepreneurship, $1 million to the National Latina Business Women
Association Inland Empire Institute to support women
of color entrepreneurs and small businesses, and $5
million to the city’s police department to train officers on commercial enforcement policies and construct a
new police station. HIP also agreed to fund infrastruc- tural improvements in the city. The developer’s labor
offerings were limited to three construction project
labor agreements and one job fair—no provisions for
long-term labor standards (City of Rialto 2023).

The exclusion of long-term labor provisions as a key
community benefit can be explained in some part by the

12.A

State of Work: TDL in the Inland Empire 37
fact that warehouse developers tend to gain support
from unions in the building trades, who view the con-
struction of new warehouse projects as job security for their members. At a January 2024 hearing for a ware-
house in unincorporated San Bernardino County, one
county supervisor lamented that development approval
votes always came down to a choice between jobs and
the environment. Nonetheless, he said, addressing the
“orange shirts” (worn by construction union members)
in the audience, he would side with workers (San
Bernardino County 2024).

The county supervisor skirted the real issue: Why do
the region’s elected representatives not reshape the
circumstances so that workers never have to choose
between a job and clean air?

COMMUNITY BENEFITS AGREEMENTS
Inland Empire residents and organizations have worked
hard to counter the false opposition of “jobs versus the environment.” Perhaps the largest coordinated effort
toward this to date has been the San Bernardino Airport Communities (SBAC) 2019–2020 Eastgate community
benefits agreement campaign. The campaign centered
on the Eastgate Air Cargo Logistics Center at the San
Bernardino Airport. The developer , Hillwood Properties, was set to sign a 35-year lease with an unnamed tenant
suspected to be Amazon. The project’s aviation aspect
meant that the impact would be much larger than
usual, involving residents living all along the airport’s flight path, and that it would require federal approval.

SBAC brought together unions and environmental and
social justice organizations in a shared effort to impose labor standards, enable local access to high-quality
logistics jobs, and take specific steps toward emissions mitigation and public health. Despite a concerted
campaign involving community meetings, door-to-door
canvassing, and the collection of about 600 pledge
cards from residents, Hillwood and allied policymakers
bulldozed through the approval process for the East-
gate project, which eventually became the Amazon Air
regional hub (Emmons Allison and Reese 2023: 212–16).

SBAC pushed for a community benefits agreement
(CBA) because it is a legally binding contract that
originates with the needs of low-income residents who
will be most directly impacted by a development. CBAs
are designed through negotiation between developers,
community organizations, and labor organizations to
address residents’ concerns, allow community mem-
bers to be engaged in decision-making processes, hold
developers accountable, and contribute to the develop-
ment of sustainable projects (PowerSwitch Action 2024).

Although agreements to share the benefits of private
land development have existed in the US for over a cen- tury (Rosen 2023: 178), the specific form of CBAs was a response to the presumption that development pro-
cesses are “shaped by powerful corporate actors who
use their influence to gain city subsidies and help in
the entitlement process to support their interests while working against those of others,” namely stakeholders
with the fewest resources to shape development out-
comes (Saito 2012: 130).

As discussed above, municipalities might use tax breaks as an incentive for desired development projects under
the premise of job creation and economic development.

However , low-wage workers often have little power
to ensure that the long-term jobs that will be created
as a result of proposed developments will pay well,
will meet the job quality standards discussed earlier
in this report, and will not displace them. At the same time, developers often face complex bureaucracy and
extensive public review processes before they can break ground. The CBA model addresses both of these cir-
cumstances.

In one of the earliest and most well-studied CBA cases, the 2001 LA Live CBA, a large community coalition facil- itated the environmental review and permitting process
for a downtown Los Angeles development that includes
what is now the Crypto.com Arena and the housing and
entertainment complex surrounding it. In this case,
the coalition was able to gain leverage for city council support by citing the millions of dollars in subsidies
that the city offered to the developer . The CBA’s key
workforce provision was for the developer to contribute $82,000 to local hiring and job training programs and
to collaborate with community groups to fulfill the local hiring requirements. Most notably, the jobs in question were permanent, so-called low-skill jobs, not only
project construction jobs (Saito 2012: 142–43).

In the TDL sector , a landmark CBA is the Port of Oak-
land Good Jobs Policy. The policy was enacted in 2012
and expanded in 2017 after negotiations between the
City of Oakland; Revive Oakland, a coalition of commu-
nity and labor organizations; and logistics developers
at the former Oakland Army Base. It established the
West Oakland Job Resource Center , which offers TDL
pre-apprenticeship and truck driver (commercial
driver’s license) apprenticeship programs. Located in
an area with 44 percent unemployment at the time of
the agreement, the job center acts as the first source of

12.A

State of Work: TDL in the Inland Empire38
hire for the port warehouse complex (González-Vásquez
and López 2021: 35). Oakland’s Good Jobs Policy also
provided for living wages, limits on temp workers, pref- erence for workers from disadvantaged zip codes, and
a “ban the box” policy (Baldassari 2017; PowerSwitch
Action 2024).

Just San Bernardino, a coalition of eight community
organizations that work in the city of San Bernardino,
has a toolkit on CBA campaigns that is tailored to the
area. The main points of the toolkit are as follows:

1. Unite the coalition: Ensure each party is repre-
sented and there are clear channels of communica-
tion.

2. Identify the development project: This requires
proactively following news about upcoming local
decisions regarding land use.

3. Research, research, research: Learn the details of
the developer , the development plan, and the plan’s
projected impacts for local residents.

4. Engage the neighborhood: Speak with neighbors
by going door-to-door , holding in-person meetings,
and being creative about other kinds of events
that will draw people in. Hire local artists to create
engaging materials.

5. Identify community priorities: Use a democratic
voting process among stakeholders.

6. Draft the CBA outline: Work with an attorney to
translate community priorities into contractual
language.

7. Educate decision makers: Draw on existing rela-
tionships and researchers to decide on city council
members and other decision makers to engage.

8. Approach the developer: Highlight the scope of your
support based on the results of the previous steps.

9. Negotiate: Ideally, seek an attorney for this process, and maintain a united front.

10. Use city processes and media to your advantage: Be
familiar with every aspect of the local jurisdiction’s
approval process. Use the timeline the developer
must work with to create deadlines in the negotia-
tion process.

11. Sign the CBA: As the coalition and the developer
reach an agreement, the coalition should be ready
to show its support of the project based on the
agreed-upon benefits.

12. Implement, monitor , and enforce: The coalition
should keep track of whether the developer is hold-
ing up its end of the bargain (Just San Bernardino
2023: 11-38).

As with any toolkit, we recommend reading and dis-
cussing the Just SB resource with potential partners
to design an overall strategy that takes into account
the characteristics of specific cities or neighborhoods within the Inland Empire. Coalitions should also be
aware that specific economic and political conditions in an area can be critical to their success. These include the strength of existing relationships between labor and community organizations (Saito 2022).

THE HIGH ROAD MODEL OF WORKFORCE

DEVELOPMENT
Equity, climate resilience, and job quality: These were the three core principles that the California Workforce Development Board emphasized when it rolled out its
High Road Training Partnership (HRTP) initiative in
2017. Drawing on a model that revitalized manufactur-
ing in Wisconsin beginning in the 1990s, California’s
initial HRTP projects tested the success of workforce
development that was designed through partnerships
of employers, workers, and labor representatives;
driven by industry needs; and guided by the expertise
of workers themselves (González-Vásquez and López
2021: 13–16).

The West Oakland Job Resource Center (WOJRC) was
one of the HRTP demonstration projects funded in 2017.

As mentioned in the previous section, WOJRC runs a
pre-apprenticeship program in TDL and a truck driver
(commercial driver’s license, or CDL) apprenticeship.

The TDL pre-apprenticeship combines occupational
skills, such as OSHA 10 (an industry-recognized health
and safety certification) and forklift training, with life skills such as computer literacy, financial literacy, and mental health awareness. Since WOJRC serves an area
burdened by disinvestment, it offers individual case
management for participants who may need a range
of basic needs met: housing, transportation, legal
services, and one-on-one financial counseling, among
others.

When participants complete the TDL pre-apprentice-
ship, they may seek employment at logistics facilities
at the Port of Oakland, which must fulfill local hiring mandates that are enforced by the city’s Good Jobs
Policy committee (described above). If they choose to
pursue a CDL apprenticeship, they receive points toward

12.A

State of Work: TDL in the Inland Empire 39
an application with the Northern California Teamsters
Apprentice Training and Education Trust Fund or can
enroll at a private, employee-owned CDL school. In both cases, the apprenticeship has no cost for the trainee.

Both the pre-apprenticeship and apprenticeship are
linked to equipment electrification efforts at the Port of Oakland.9
As the WOJRC example illustrates, the HRTP model is
notable because it accommodates for job quality, skill
building, and worker power in occupations that are
commonly regarded as low-skill. Another highly suc-
cessful HRTP that leaves no worker behind is Building
Skills Partnership (BSP), which operates in multiple
locations in California. Originating with the Justice for Janitors labor movement of the 1990s, BSP trains and
empowers property service workers—janitors; security
officers; maintenance and custodial workers; and sta-
dium, arena and airport workers. Its programs include
“green janitor” education to reduce the carbon footprint of buildings, infectious disease certification, ESL for the workplace, and digital literacy. BSP operates these programs through a partnership between the SEIU
United Service Workers West union, janitorial service
companies, building owners, and community organiza-
tions (Building Skills Partnership 2023).

Both WOJRC and BSP show what can be achieved
when people come together around their collective
interests in fulfilling, dignified work as a cornerstone of community well-being. Both of their successes can
be attributed to having arisen out of diverse coalitions or movements and having at least some aspects of
their operations formalized through legally enforceable agreements and labor-management partnerships that
give workers and employers equal seats at the table.

PUBLIC FUNDING
Policymakers can play their part in working toward a
vision of worker well-being as community well-being
by anchoring logistics development and environmental
impact mitigation to labor standards.

To address emissions from the TDL sector , environ-
mental justice organizations have fought for specific
policies and programs that temper the ways in which
warehousing and trucking alter local ecosystems and
quality of life. Air quality improvements, especially the use of zero-emissions vehicles and equipment, receive
the most attention because they have the most immedi-
ate impact. There are many other recommended steps,
however . These include building or retrofitting existing facilities for energy efficiency, such as by installing roof- top solar panels; planting trees; creating site designs that have minimal impact on groundwater recharge;
and not building in areas that are endangered species
habitats.

In the coming years, IE workers will be needed to do
this work and help meet California’s goals to achieve
carbon neutrality (Governor’s Executive Order B-55-18), draw energy from 100% zero-carbon sources (Senate
Bill 100, 2018), and convert all medium- and heavy-duty vehicle operations to 100% zero emissions (Governor’s
Executive Order N-79-20)—all by 2045. The federal and
state funding that will make these goals possible makes provisions for encouraging contractors to plan projects in accordance with community needs.

Federal Funding
Current federal funding that addresses climate adapta-
tion and mitigation in the TDL sector falls mostly under the Infrastructure Investment and Jobs Act (IIJA, also
known as the Bipartisan Infrastructure Law; 2021) and
Inflation Reduction Act (IRA, 2022). As one example of
how workers, contractors, and workers’ communities
can all benefit, any project proposals that the Depart- ment of Energy considers under the IIJA and IRA, must
include community benefits plans. Such plans can be
developed with little to no consultation with workers
and nearby residents. But a solid community benefits
agreement that includes community groups as signato-
ries is likely to make a proposal stronger (Department
of Energy, n.d.).

State Funding
On top of federal provisions, California Senate Bill 150 (2023) adds workforce standards to IIJA and IRA proj-
ects granted to California state agencies and subcon-
tracted to private contractors. The standards to be
imposed are still under deliberation as of this writing, but preliminary hearings indicate that they will draw
substantially on the U.S. Employment Plan designed
by Jobs to Move America (2020; California Government
Operations Agency et al. 2024).

California state funding for zero-emissions transpor-
tation and charging infrastructure comes with its own
workforce mandates and programs. For any charging
infrastructure project funded in whole or in part by the state’s Air Resources Board, Energy Commission, or
Public Utilities Commission, Assembly Bill 841 (2020)

12.A

State of Work: TDL in the Inland Empire40
requires that “at least 25 percent of the total electri- cians working on the crew for the project, at any given time,” hold the Electric Vehicle Infrastructure Training Program (EVITP) certification. The EVITP course was
co-designed by the International Brotherhood of Elec-
trical Workers to meet high safety standards, and the
union offers the course through its electrical training centers. Regardless, any certified electrician can
become EVITP certified (Goodheart 2022).

Although union standards apply at least in part to many projects that involve installing EV chargers, there are no legislative provisions for the long-term job of EV
charger maintenance. With passenger EVs, charger
reliability has proved to be a serious problem. Common
issues range from unresponsive screens, to problems
connecting to the payment system, to failures in
interoperability between a vehicle’s charging technology and the charger itself (St. John 2023).

Resolving EV charger issues does not require thousands
of hours of specialized electrical training, so, unlike charger installation, the emerging occupation of EV
charger technicians has so far been excluded from
unionization and the high labor standards that union
contracts are able to secure. In addition, charger techni- cian jobs so far tend to be on-call rather than on-site (Muller 2022), so as these jobs grow, they may not
benefit local workers. As public electric truck charging stations begin to roll out, this is a workforce issue that public funding agencies must consider . The memoran-
dum of agreement signed by the state Energy Commis-
sion and Workforce Development Board in January 2024
is a promising step.

Regional Incentives
The South Coast Air Quality Management District
(SCAQMD)’s Indirect Source Rule, described on p. 5, has been implemented through a program called Ware-
house Actions and Investments to Reduce Emissions
(WAIRE). The Riverside–San Bernardino–Ontario metro
area falls under SCAQMD’s jurisdiction.

The WAIRE program takes a carrot-or-stick approach.

Warehouse operators can either pay an emissions mit-
igation fee, or they can earn “WAIRE points” by taking
concrete steps to decrease their emissions. SCAQMD
offers a “menu” of options for earning WAIRE points, or a warehouse operator can submit a custom WAIRE plan
for consideration (South Coast Air Quality Management
District 2024).

We recommend that SCAQMD consider custom WAIRE
plans that follow the community benefits agreement
model and visions. Custom WAIRE plans could be
developed in collaboration with local community orga-
nizations, who are signatory to the plans. Plans could
include partnerships with local organizations to provide worker training and preferential hiring to residents from Senate Bill 535 “disadvantaged communities” within
a 20-mile radius of the warehouse. Such partnerships
could include zero-emissions shuttles to ensure that
workers have reliable transportation to get to work.

Warehouse management could participate in environ-
mental justice trainings. Warehouse operators could
establish startup funds for local minority and disad-
vantaged entrepreneurs with limited access to large,
low-interest loans to establish businesses centered on
climate mitigation and adaptation.

BROADER POLICY RECOMMENDATIONS
In addition to the recommendations discussed earlier
in this section, we see larger policy opportunities for improving worker and community welfare. Broader pol-
icy changes within the region could address warehouse
development from the perspective of land use and local
economic development. Statewide policy changes could
improve and enhance labor standards within the indus-
try.

Regional Policy
Restrict changes to zoning and land use. County and
city policymakers must make it a priority to protect
diverse land uses by placing restrictions on changes
to how land is zoned. In 2022, zoning changes were
approved for the South Ontario Logistics Center devel-
opment on former protected agricultural lands because
the protections were not written permanently into law
(Kaneko 2022). Also in 2022, the Bloomington Business
Park development pushed through a deal to displace
a local elementary school so the developer would
not have to address public health concerns that the
warehouse raised for the school district (Linden 2022).

Bloomington Business Park was also set to displace
the residents of 100 homes (Noroozi and Story 2022). As Ricardo Cisneros, principal officer of the Inland Empire Labor Council, AFL-CIO, notes, debates that pit workers against residents and environmental justice organiza-
tions can be preempted simply by making it prohibitive
to rezone non-industrial land.
10

12.A

State of Work: TDL in the Inland Empire 41
Diversify the Inland Empire’s economy. The reason
that warehouse developments continue to be pushed
through in the name of jobs to begin with is because
economic development strategists and boosters have
fostered a regional dependency on warehouse construc-
tion and operations. In reality, no worker should have to celebrate a drastic alteration to their local environment for a job that does not provide the compensation or
security needed to raise a family.

San Bernardino’s downtown redevelopment project,
made possible by the demolition of Carousel Mall, is
an opportunity to establish employment and entrepre-
neurship opportunities that keep worker dollars in the
community and that build intergenerational wealth for
residents who have been disadvantaged by redlining
and systemic racism. Cisneros says that the downtown
redevelopment project could create 25 years’ worth of
construction work, on top of the long-term opportuni-
ties it presents. Other cities in the region could pursue such integrated plans that center the needs of current
residents by embracing density and building upward,
Cisneros suggests.11
Climate adaptation, mitigation, and resilience projects focused on buildings and communities, which could
include everything from home weatherization, to com-
munity composting, to utility-scale energy generation,
should also be looked to as job creators now and for the foreseeable future.

State and National Policy
Drawing inspiration from the sectoral bargaining strat- egy of fast-food workers and the United Auto Workers’
(UAW) approach to highlighting discrepancies in CEO
compensation, these recommendations aim to promote
fair labor practices and equitable income distribution.

In California’s fast food sector , worker organizing led to a $20 minimum wage (taking effect April 2024) across
the sector and the creation of a Fast Food Council with equal representation of business and labor that will set working conditions in the industry (Kuang 2024). This
sectoral bargaining strategy, adapted from the Euro-
pean labor model, shows one way to raise the bar for
the lowest-wage occupations in the TDL sector .

Already, fast food franchise operators have implied
that the planned wage increase will lead them to lay off workers (Kuang 2024), and mass media coverage has
promoted this framing. Yet the UAW’s 2023 campaign
for auto industry workers gives the lie to this argument.

The UAW built worker support for a new contract with
the “Big Three” automakers in 2023 by drawing atten-
tion to the fact that workers’ labor was channeled into a 40% increase in CEO pay over the previous four years, while rank-and-file workers saw a pay increase of just
6% (Kaye and Hsu 2023).

In addition, a 2024 analysis of inflation from 2019
through 2023 found that corporate profits drove 53% of
inflation during the second and third quarters of 2023.

In comparison, corporate profits drove 11% of consumer
price increases for the 40 years between 1980 and
2020. While the economy ostensibly recovers from the
pandemic shutdown period, labor’s share of income
has actually declined while corporate profits have risen (Pancotti and Owens 2024). In other words, there is
plenty of room to increase the pay of wage workers and
close the pay gap between wage workers and CEOs, if
business prioritizes the redistribution of corporate prof- its to communities through worker pay. Hourly workers
must not be scapegoated for price increases that can
be directly attributed to the greed of corporations and investors.

Building upon insights from Smith et al. (2014), we
recommend that state and federal labor law enforce-
ment agencies intensify their efforts to investigate and address labor law violations within the TDL industry.

This would include enhanced funding for agencies to
recruit and train staff capable of conducting thorough
investigations.

Workers in the TDL sector in the IE will also benefit
from other state and federal policies that generally
strengthen and expand workers’ rights. Policies that
protect workers against retaliation for organizing and
filing complaints about labor law violations should be
fortified and implemented. The recent Department of
Labor policy on employee misclassification, especially
among drivers, is a step in the right direction. This pol- icy change aligns with the need for more comprehensive
worker protections, including new rights for temporary
agency workers, such as those adopted in Illinois and
New Jersey in 2023. A similar legislative push in Cal-
ifornia, following the model of these new standards,
could significantly improve the working conditions for
all temp workers, including those in the TDL sector .

It is important to acknowledge the economic implica-
tions of improved labor conditions. As Viscelli (2016)
notes, better working conditions and fair wages can
reduce the high turnover rates that currently cost com- panies billions annually. Therefore, these policy recom- mendations not only aim to create a more equitable and

12.A

State of Work: TDL in the Inland Empire42
just working environment for workers but also offer a
pragmatic approach to reducing operational costs for
employers in the long run.

FUTURE RESEARCH AVENUES
Identifying gaps in current research and proposing
future study areas, such as the long-term effects of
automation and electrification on regional economies,
is fundamental. Methodologies for ongoing monitoring
and comparative studies across regions and logistics
sub-sectors should be developed.

Investigating the implications of automation and elec-
trification, understanding occupational shifts and their effects on workers, and exploring the interplay of policy and industry responses are essential. This research
will not only offer insights into the sector’s transforma- tion but also guide the development of strategies that
ensure technological advancements are harmoniously
integrated with workforce welfare and industry growth.

We hope that this research we have presented in this
report can serve as a foundation for evidence-based
policy decisions, particularly those impacting workers.

Our goal is for this research to inform policies that
not only respond to current trends but also proactively shape a more equitable and sustainable future for the
logistics industry and its workers.

We recommend the following topics and approaches for
future research about Inland Empire workers:
• Comprehensive surveys of regional warehouse
workers and truck drivers to better understand their
work and employment experiences, with sample
sizes of at least 1,000
• Longitudinal studies tracking regional warehouse
workers and truck drivers through retirement
• Experiences of women and transgender truck
drivers
• Workforce development program participant out-
comes, quantitative and qualitative
• Auxiliary TDL sector occupations, such as pallet
suppliers, warehouse equipment technicians, and
truck dealership salespersons
• Worker health and safety in the TDL sector ,
including how it relates to working under extreme
weather in the IE

CONCLUSION
This report provides an in-depth analysis of the Trans- portation, Distribution, and Logistics (TDL) sector , a key component of the Inland Empire’s economy. It explores
the sector from multiple perspectives, considering the
interplay between job growth, environmental impacts,
and workers’ experiences.

The significant expansion of the TDL sector in the Inland Empire, particularly in warehousing and transportation, has shaped the employment landscape, offering both
challenges and opportunities. As the largest employing
industry, it contributes substantially to the regional
economy but also raises concerns about environmental
degradation and job quality, especially for blue-collar roles.

A key insight from this report is the nuanced under-
standing of the TDL sector’s impact on workers,
achieved by combining quantitative data with personal
narratives. This approach has provided a comprehen-
sive view of working conditions, wage disparities, job
security, and the effects of technological advancements like automation and electrification. The sector’s growth, while providing employment opportunities, has also led
to challenging working conditions.

To address these diverse impacts, the report recom-
mends several policy interventions aimed at improving
the TDL sector . These include strengthening labor
standards, raising the minimum wage across the
industry, enhancing labor law enforcement at state and
federal levels, incorporating labor standards in climate policy, and adopting policies against employee mis-
classification, inspired by recent legislative examples like the temporary agency workers’ bill of rights. These recommendations seek to balance economic growth
with enhanced worker and community well-being.

This report also outlines future research directions,
including comprehensive surveys of warehouse workers
and truck drivers, longitudinal studies, and analyses of workforce development program outcomes. It empha-
sizes the importance of focusing on the evolving nature of the sector and ensuring that the voices of those most affected remain central to the discussion.

In conclusion, this report advocates for a balanced
approach to address the multifaceted impacts of the
TDL sector . It calls for informed policymaking and stra- tegic planning that not only capitalizes on the sector’s economic potential but also prioritizes the well-being
of workers and the broader community. These insights
aim to guide decision-makers, employers, workers, and
community activists in developing a future for the Inland Empire that is both economically robust and socially
equitable.

12.A

State of Work: TDL in the Inland Empire 43

ENDNOTES
1 We selected these five warehouse occupations, following the approach of De Lara (2013) and Gutelius and Theodore (2019). 2 Latino work ers self-identified as Latino, Hispanic, Central American, or Mexican.
3 We excluded survey participants that did not respond to this question and included self-employed workers. When we redid the analysis excluding self-employed workers (106 respondents), we found that the percentages remained the same.
4 CPS surve ys have relatively small sample sizes at the county level which reduce the certainty of these findings.
5 Interview with Teamsters 1932 Training Center staff with Ellen Reese on September 5, 2023.
6 Information about this training was based on a personal interview with Shakoya Henderson by Elvira De La Torre on January 24, 2024. 7 Interview with Fredy Campos by Natalie Carranza and Athena Tan, November 17, 2023. Information on the Teamsters 1932 Training Center is based on an interview with Becky Lepins by Ellen Reese on September 5, 2023.
8 For similar recommendations regarding workforce development for truck drivers, see Section 5 in Viscelli (2018).
9 Information on WOJRC’s programs and partnership with the Northern California Teamsters Apprentice Training and Education Trust Fund (NCTAT) is from a WOJRC site visit by Plug In IE staff on July 27, 2022, and a conversation between WOJRC, NCTAT, and Plug In IE staff on November 16, 2022.
10 Personal interview with Ricardo Cisneros by Athena Tan, January 25, 2024.
11 Personal interview with Ricardo Cisneros by Athena Tan, January 25, 2024.

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