Agenda packet — Rancho Cucamonga City Council, February 18, 2026

CITY COUNCIL VISION STATEMENT
“Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.”

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Mayor
L. Dennis Michael
Mayor Pro Tem
Lynne B. Kennedy
Members of the City
Council:

Ryan A. Hutchison
Kristine D. Scott
Ashley Stickler

CITY OF RANCHO CUCAMONGA

REGULAR MEETING AGENDA
February 18, 2026
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
FIRE PROTECTION DISTRICT BOARD – CITY COUNCIL
HOUSING SUCCESSOR AGENCY- SUCCESSOR AGENCY –

PUBLIC FINANCE AUTHORITY

CLOSED SESSION

REGULAR MEETINGS

TAPIA CONFERENCE ROOM

COUNCIL CHAMBERS
4:30 P.M.
7:00 P.M.

The City Council meets regularly on the first and third Wednesday of the month at 7:00 p.m. in the Council Chambers located at 10500 Civic Center Drive. It is the intent to conclude the meeting by 10:00 p.m. unless extended by the concurrence of the City Council. Agendas, minutes, and recordings of meetings can be found at https://www.cityofrc.us/your-government/city-council-agendas or by contacting the City Clerk Services Department at 909-774-2023. Live Broadcast available on Channel 3 (RCTV-3). For City Council Rules of Decorum refer to Resolution No. 2023-086.

Any documents distributed to a majority of the City Council regarding any item on this agenda after distribution of the agenda packet will be made available in the City Clerk Services Department during normal business hours at City Hall located at 10500 Civic Center Drive, Rancho Cucamonga, CA 91730.

In addition, such documents will be posted on the City’s website at https://www.cityofrc.us/yourgovernment/city-council-agendas.

CLOSED SESSION – 4:30 P.M.

TAPIA CONFERENCE ROOM
ROLL CALL: Mayor Michael
Mayor Pro Tem Kennedy
Council Members Hutchison, Scott and Stickler
A. ANNOUNCEMENT OF CLOSED SESSION ITEM(S)
B. PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S)
C. CITY MANAGER ANNOUNCEMENTS

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D. CONDUCT OF CLOSED SESSION
D1. CONFERENCE WITH LABOR NEGOTIATORS ROBERT NEIUBER, SENIOR HUMAN RESOURCES

DIRECTOR, PETER CASTRO, DEPUTY CITY MANAGER, JULIE SOWLES, DEPUTY CITY MANAGER, MIKE

MCCLIMAN, ASSISTANT CITY MANAGER/FIRE CHIEF, AND EMILY NIELSEN, SENIOR HUMAN RESOURCES BUSINESS PARTNER; PER GOVERNMENT CODE SECTION 54957.6 REGARDING LABOR

NEGOTIATIONS WITH THE FIRE MANAGEMENT EMPLOYEES BARGAINING GROUP, RANCHO CUCAMONGA FIREFIGHTERS' ASSOCIATION - IAFF LOCAL 2274, AND TEAMSTERS LOCAL 1932. (CITY/FIRE)
D2. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION - SIGNIFICANT EXPOSURE TO LITIGATION PURSUANT TO PARAGRAPH (2) OF SUBDIVISION (D) OF GOVERNMENT CODE SECTION 54956.9: (1 CASE). THE CITY HAS RECEIVED ONE GOVERNMENT CLAIM REGARDING DAMAGE TO ONE RESIDENTIAL PROPERTY ALONG BELLA VISTA DRIVE AND CARNELIAN STREET. COPIES OF THE CLAIM IS AVAILABLE FOR INSPECTION IN THE CITY CLERK’S OFFICE. (CITY) D3. CONFERENCE WITH LEGAL COUNSEL – INITIATION OF LITIGATION: INITIATION OF LITIGATION PURSUANT TO PARAGRAPH (4) OF SUBDIVISION (D) OF GOVERNMENT CODE SECTION 54956.9: 1 POTENTIAL CASE. (CITY)
E. RECESS

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REGULAR MEETING – 7:00 P.M.

COUNCIL CHAMBERS

PLEDGE OF ALLEGIANCE
ROLL CALL: Mayor Michael
Mayor Pro Tem Kennedy
Council Members Hutchison, Scott and Stickler
A. AMENDMENTS TO THE AGENDA
B. ANNOUNCEMENTS / PRESENTATIONS
B1. Lunar New Year Festival Presentation and Recognition of Event Partner, California Cultural Festival, LLC.

B2. Rancho Cucamonga Police Department Vehicles are Now Equipped with Automatic External Defibrillators (AEDs).

C. PUBLIC COMMUNICATIONS
This is the time and place for the general public to address the Fire Protection District, Housing Successor Agency, Successor Agency, Public Financing Authority Board, and City Council on any item listed or not listed on the agenda. State law prohibits us from addressing any issue not on the Agenda. Testimony may be received and referred to staff or scheduled for a future meeting.

Comments are to be limited to three (3) minutes per individual. All communications are to be addressed directly to the Fire Board, Agencies, Successor Agency, Authority Board, or City Council not to the members of the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and speaker, disorderly or boisterous conduct that disturbs, disrupts, or otherwise impedes the orderly conduct of the meeting. For more information, refer to the City Council Rules of Decorum and Order (Resolution No. 2023-086) located in the back of the Council Chambers.

The public communications period will not exceed one hour prior to the commencement of the business portion of the agenda. During this one hour period, all those who wish to speak on a topic contained in the business portion of the agenda will be given priority, and no further speaker cards for these business items (with the exception of public hearing items) will be accepted once the business portion of the agenda commences. Any other public communications which have not concluded during this one hour period may resume after the regular business portion of the agenda has been completed.

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CONSENT CALENDARS:

The following Consent Calendar items are expected to be routine and noncontroversial. They will be acted upon without discussion unless an item is removed by Council Member for discussion.

Members of the City Council also sit as the Fire Board, Housing Successor Agency, Successor Agency, and Public Finance Authority and may act on the consent calendar for those bodies as part of a single motion with the City Council consent calendar.

D. CONSENT CALENDAR
D1. Consideration to Approve the Minutes of the Regular Meetings of February 4, 2026 and Special Meeting of February 9, 2026.

D2. Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,763,529.90 and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California Gas Company) in the Total Amount of $2,938,127.34 Dated January 19, 2026 Through February 1, 2026. (CITY/FIRE) D3. Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern California Gas Company in the Total Amount of $36,261.84 Dated January 19, 2026 Through February 1, 2026. (CITY/FIRE)
D4. Consideration of the 2025 Annual Review of the Development Agreement by and Between SC Rancho Development Corp., a California Corporation and Empire Lakes Holding Company, LLC, a Delaware Limited Liability Company and the City of Rancho Cucamonga, Case No. DRC2015- 00118. (CITY) D5. Consideration to Approve Multi-Year Enterprise Licensing Agreements for Microsoft Products and Services with SHI International Corp for an Amount Not To Exceed $1,843,000 and Crayon Software for an Amount Not To Exceed $391,300. (CITY/FIRE)
D6. Consideration to Approve the Single-Source Procurement and Execute a Professional Services Agreement with Triden Group in the Amount Not-To-Exceed $160,000 for the Implementation of Network Hardware and Software for the Network Refresh Project. (CITY/FIRE)
D7. Consideration to Accept Public Improvements of an Interceptor Channel Located North of Wilson Avenue between East Avenue and Etiwanda Avenue per Improvement Agreement, Related to Tract No. 16072 and Case No. ENG2021-00029, as Complete, File a Notice of Completion, and Authorize Release of Bonds. (CITY) D8. Consideration to Accept as Complete, File the Notice of Completion and Authorize Release of Retention and Bonds for the Fiscal Year 2024/2025 Local Overlay Pavement Rehabilitation Project. (CITY) E. CONSENT CALENDAR ORDINANCE(S) - SECOND READING/ADOPTION F. ADMINISTRATIVE HEARING ITEM(S)
G. ADVERTISED PUBLIC HEARINGS ITEM(S) - CITY/FIRE DISTRICT H. CITY MANAGER'S STAFF REPORT(S)
H1. Quarterly Development Update - Fourth Quarter 2025. (CITY) H2. PathwaysRC – A Plan to Develop Pathways to Public Service. (CITY)

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I. COUNCIL BUSINESS
I1. Consideration to Appoint a Council Member to serve as Representative of the City of Rancho Cucamonga on the West Valley Mosquito and Vector Control District (WVMVCD) Board of Trustees. (CITY) I2. COUNCIL ANNOUNCEMENTS
(Comments to be limited to three minutes per Council Member.) I3. INTERAGENCY UPDATES
(Update by the City Council to the community on the meetings that were attended.) J. CITY ATTORNEY ITEMS
K. IDENTIFICATION OF ITEMS FOR NEXT MEETING
L. ADJOURNMENT

CERTIFICATION
I, Ashton R. Arocho, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda was posted at least seventy-two (72) hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California and on the City's website.

ASHTON R. AROCHO, MMC

CITY CLERK SERVICES DIRECTOR
If you need special assistance or accommodations to participate in this meeting, please contact the City Clerk Services Department at (909) 774-2023. Notification of 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired.
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February 4, 2026 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 1 of 5
February 4, 2026

CITY OF RANCHO CUCAMONGA

FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR AGENCY,

PUBLIC FINANCE AUTHORITY AND CITY COUNCIL REGULAR MEETINGS MINUTES The City Council of the City of Rancho Cucamonga held a Closed Session on Wednesday, February 4, 2026, in the Tapia Conference Room at the Civic Center, 10500 Civic Center Drive, Rancho Cucamonga, California. Mayor Michael called the meeting to order at 5:00 PM.

Present were Council Members: Ryan Hutchison, Kristine Scott, Ashley Stickler, Mayor Pro Tem Lynne Kennedy and Mayor L. Dennis Michael.

Also present were: Elisa C. Cox, City Manager; Mike McCliman, Assistant City Manager; Nicholas Ghirelli, City Attorney; Peter Castro, Deputy City Manager, Jennifer Gracia, Deputy City Manager and Julie Sowles, Deputy City Manager.

A. ANNOUNCEMENT OF CLOSED SESSION ITEM(S)
B. PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S)
C. CITY MANAGER ANNOUNCEMENTS
D. CONDUCT OF CLOSED SESSION
D1. CONFERENCE WITH LABOR NEGOTIATORS ROBERT NEIUBER, SENIOR HUMAN

RESOURCES DIRECTOR, PETER CASTRO, DEPUTY CITY MANAGER, JULIE SOWLES,

DEPUTY CITY MANAGER, MIKE MCCLIMAN, ASSISTANT CITY MANAGER/FIRE CHIEF, AND EMILY NIELSEN, SENIOR HUMAN RESOURCES BUSINESS PARTNER; PER GOVERNMENT CODE SECTION 54957.6 REGARDING LABOR NEGOTIATIONS WITH

THE FIRE MANAGEMENT EMPLOYEES BARGAINING GROUP, RANCHO CUCAMONGA FIREFIGHTERS' ASSOCIATION - IAFF LOCAL 2274, AND TEAMSTERS LOCAL 1932. (CITY/FIRE)
E. RECESS
The closed session recessed at 6:32 p.m.

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REGULAR MEETING – 7:00 PM
CALL TO ORDER – COUNCIL CHAMBERS
The Regular meetings of the Rancho Cucamonga Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority, and the City of Rancho Cucamonga City Council were held on Wednesday, February 4, 2026, in the Council Chambers at City Hall, located at 10500 Civic Center Drive, Rancho Cucamonga, California. Mayor Michael called the meeting to order at 7:00 PM.

Present were Council Members: Ryan Hutchison, Kristine Scott, Ashley Stickler, Mayor Pro Tem Lynne Kennedy and Mayor L. Dennis Michael.

Also present were: Elisa C. Cox, City Manager; Nicholas Ghirelli, City Attorney; and Ashton R. Arocho, MMC, City Clerk Services Director.

Mayor Pro Tem Kennedy led the Pledge of Allegiance.

A. AMENDMENTS TO THE AGENDA
None.

B. ANNOUNCEMENTS / PRESENTATIONS
None.

C. PUBLIC COMMUNICATIONS
Sharon Ziese, Chairperson of the Residents Committee and resident of Alta Laguna Mobile Home Park, expressed appreciation to the City and Flavio Nunez, Management Analyst, for their collaborative efforts.

She voiced her support for the approval of Consent Calendar Item D5, which authorizes an amended and restated Mobile Home Park Accord for a ten-year term.

Jesus Jacuinde-Torres provided information on resources and programs available at the Pomona Valley Pride Center and invited the community to attend a fundraiser and Oscars viewing party hosted by Pomona Valley Pride on March 15, 2026.

Kevin Mande discussed parking issues in his neighborhood related to student parking and pick-up/drop-off activities at Rancho Cucamonga High School. He noted that he is circulating a petition to restrict nonresidential parking but has not yet obtained the required 75 percent of signatures to establish a Residential Permit Parking District.

Mr. Mande was referred to speak with Jennifer Nakamura, Planning Director.

Armando Moreno expressed appreciation to the City for repairing sidewalks on Main Street and voiced opposition of the Hamilton Family Brewery location at 8889 Archibald Ave, Rancho Cucamonga, CA 91730.

He raised concerns regarding its proximity to a residential area, hours of operation, noise, disruptive patron behavior, traffic, and public safety.

Miguel Espinoza voiced opposition to the Hamilton Family Brewery location at 8889 Archibald Avenue, Rancho Cucamonga, CA 91730. He expressed concerns about its proximity to a senior residential community, disruptive noise levels, public safety, and emphasized the importance of caring for elders in the community.

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D. CONSENT CALENDAR
Council Member Scott abstained on item D3, due to a potential conflict of interest as her employer is Southern California Gas Company.

D1. Consideration to Approve the Minutes of the Regular Meetings of January 21, 2026.

D2. Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,652,184.58 and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California Gas Company) in the Total Amount of $9,756,253.46 Dated 1/4/2026, Through 01/18/2026. (CITY/FIRE)
D3. Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern California Gas Company in the Total Amount of $32,362.43 Dated 1/4/2026 Through 1/18/2026. (CITY/FIRE)
D4. Consideration to Receive and File Current Investment Schedules as of November 30, 2025 and December 31, 2025 for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. (CITY/FIRE)
D5. Consideration to Approve an Amended and Restated Mobile Home Park Accord for a Period of Ten Years with the Following Mobile Home Parks Located in Rancho Cucamonga: Alta Laguna, Alta Vista, Casa Volante, Chaparral Heights, The Pines, Ramona Villa, and Sycamore Villa. (CITY)
D6. Consideration of a Cooperative Agreement between Cucamonga Valley Water District (CVWD) and the City of Rancho Cucamonga for the Almond Street Improvement Project (Project). (CITY)
D7. Consideration to Approve the Purchase of a Mobile LED Screen and Trailer from Multi-Media LED, Inc., in an Amount Not to Exceed $116,990. (CITY/FIRE) D8. Consideration of the Purchase of Bendix King Radio Equipment in the Amount of $5,220 from 49er Communications in Accordance with the NASPO Cooperative Purchasing Master Agreement No. 00318, CA Addenda 7-22-70-49-18. (FIRE)
MOTION: Moved by Council Member Hutchison, seconded by Council Member Stickler, to approve Consent Calendar items D1 through D8, with Council Member Scott abstaining on item D3. Motion carried, 5-0.

E. CONSENT CALENDAR ORDINANCE(S) - SECOND READING/ADOPTION E1. Consideration of Second Reading and Adoption of the Following:

ORDINANCE NO. 1055

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,

CALIFORNIA, ADOPTING AN AMENDMENT TO THE ETIWANDA HEIGHTS

NEIGHBORHOOD AND CONSERVATION PLAN IN ORDER TO ALIGN THE SPECIFIC PLAN’S RESIDENTIAL DENSITY WITH THE GENERAL PLAN, INCORPORATE SITE PLANS FOR PLANNING AREAS 1 AND 2, MAKE OTHER REVISIONS TO FACILITATE

DEVELOPMENT IN ACCORDANCE WITH THE GENERAL PLAN, AND ADD NEW

BUILDING TYPES AND DEVELOPMENT STANDARDS CONSISTENT WITH THE NEW DENSITY (DRC 2025-00022), AND MAKE OTHER CONFORMING REVISIONS, AND ADOPTING AN ADDENDUM TO THE SPECIFIC PLAN’S PREVIOUSLY CERTIFIED EIR

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MOTION: Moved by Council Member Scott, seconded by Council Member Hutchison, to waive full reading and adopt Ordinance No. 1055 by title only.

City Clerk Services Director Arocho read the title of Ordinance No. 1055 into the record.

VOTES NOW CAST ON MOTION: Moved by Council Member Scott, seconded by Council Member Hutchison, to waive full reading and adopt Ordinance No. 1055 by title only. Motion carried, 5-0.

F. ADMINISTRATIVE HEARING ITEM(S)
None.

G. ADVERTISED PUBLIC HEARINGS ITEM(S) - CITY/FIRE DISTRICT None.

H. CITY MANAGER'S STAFF REPORT(S)
H1. Receive and File an Oral Presentation by the Etiwanda Historical Society of Its Annual Report of Events, Fundraising, Membership, and Outreach Activities. (CITY) City Manager Cox introduced Flavio Nunez, Management Analyst II, and Members of the Etiwanda Historical Society, Tony Gonzalez, President, Kate Alvarado, Vice President and Roni Dawson, Secretary and Event Coordinator who provided an Annual Report of events, fundraising, membership, and outreach activities by the Etiwanda Historical Society.

Mayor Michael inquired whether the Society is generating sufficient funds to continue preservation and restoration of historical properties.

Roni Dawson, Secretary and Event Coordinator, stated that current fundraising efforts are sufficient to cover expenses but emphasized the need for additional support through increased membership and volunteer participation. She also welcomed ideas to help ensure the organization’s long-term sustainability.

Mayor Michael and City Council members expressed their appreciation to the Etiwanda Historical Society for the presentation and extended best wishes for their continued success.

The report was received and filed.

I. COUNCIL BUSINESS
I1. COUNCIL ANNOUNCEMENTS
None.

I2. INTERAGENCY UPDATES
None.

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J. CITY ATTORNEY ITEMS
City Attorney Ghirelli noted that there was no reportable action taken during Closed Session held earlier that evening.

K. IDENTIFICATION OF ITEMS FOR NEXT MEETING
Council Member Scott recommended that the City Council include an item on the next meeting agenda to discuss community concerns regarding noise and public safety related to Hamilton Family Brewery.

The Council discussed the time required to meet with all stakeholders, the preparation of the staff report, and the upcoming six-month review in March for Minor Use Permit DRC2023-00257 – Hamilton Family Brewery.

City Attorney Ghirelli clarified that the review of Minor Use Permit DRC2023-00257 – Hamilton Family Brewery may be presented by staff for informational purposes and does not require Council action.

MOTION: Moved by Council Member Scott, seconded by Mayor Pro Tem Kennedy, to place review of Minor Use Permit DRC2023-00257 – Hamilton Family Brewery on the agenda for council discussion at a Regular City Council Meeting scheduled in March 2026. Motion carried, 5-0.

L. ADJOURNMENT
Mayor Michael adjourned the Council Meeting at 7:36 p.m.

Approved:

Ashton R. Arocho, MMC
City Clerk Services Director

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February 9, 2026 | City Council Special Meeting Minutes City of Rancho Cucamonga | Page 1 of 1
February 9, 2026

CITY OF RANCHO CUCAMONGA

CITY COUNCIL SPECIAL MEETING MINUTES
The City Council held a Special Meeting on Monday, February 9, 2026 in the Black Box Theater, Lewis Family Playhouse, 12505 Cultural Center Drive, Rancho Cucamonga, California. Mayor Michael called the meeting to order at 8:10 a.m.

CALL TO ORDER
Present were Council Members: Ryan Hutchison, Kristine Scott, Ashley Stickler, Mayor Pro Tem Lynne Kennedy, and Mayor L. Dennis Michael.

Also present were: Elisa C. Cox, City Manager, Mike McCliman, Assistant City Manager/Fire Chief; Peter Castro, Deputy City Manager; Jennifer Gracia, Deputy City Manager; Julie A. Sowles, Deputy City Manager.

A. PUBLIC COMMUNICATIONS
No public communications.

B. ITEMS OF DISCUSSION
B1. Team Building Workshop and Related Legislative Matters. (CITY) The meeting recessed at 11:40 p.m. for lunch; reconvened at 1:15 p.m. All Members were present.

C. ADJOURNMENT
Mayor Michael adjourned the meeting at 4:09 p.m.

Approved:

Ashton R. Arocho, MMC
City Clerk Services Director

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
President and Members of the Board of Directors
FROM: Elisa Cox, City Manager
INITIATED BY: Jevin Kaye, Finance Director
Ruth Cain, Finance Manager
SUBJECT: Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,763,529.90 and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California Gas Company) in the Total Amount of $2,938,127.34 Dated January 19, 2026 Through February 1, 2026. (CITY/FIRE)
RECOMMENDATION:

Staff recommends City Council/Board of Directors of the Fire Protection District approve payment of demands as presented. Bi-weekly payroll is $2,112,912.35 and $650,617.55 for the City and Fire District, respectively. Weekly check register amounts are $2,431,981.09 and $506,146.25 for the City and the Fire District, respectively.

BACKGROUND:

N/A
ANALYSIS:

N/A
FISCAL IMPACT:

Adequate budgeted funds are available for the payment of demands per the attached listing.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

N/A
ATTACHMENTS:

Attachment 1 - Weekly Check Register

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Council Meeting Check Register - without
SoCal Gas
03:27 PM
02/01/2026

Page 1 of 18 ends

Company: City of Rancho Cucamonga
Rancho Cucamonga Fire Protection District
Successor Agency to the Redevelopment Agency of the City of Rancho Cucamonga Payment Date On or After: 01/19/2026
Payment Date On or Before: 02/01/2026
Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: South Coast
Aqmd: 01/20/2026
City of Rancho
Cucamonga
456175 01/20/2026 South Coast Aqmd 346.68 0 346.68
Supplier Payment: Stanley Pest
Control: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Stanley Pest Control 2,050.00 0 2,050.00
Supplier Payment: Inland Empire
Property Services Inc: 01/20/2026
Rancho
Cucamonga Fire
Protection District
01/20/2026 Inland Empire Property
Services Inc
0 9,005.00 9,005.00
Supplier Payment: John Valenzuela:
01/20/2026
City of Rancho
Cucamonga
456167 01/20/2026 John Valenzuela 400.00 0 400.00
Supplier Payment: Covetrus North
America: 01/20/2026
City of Rancho
Cucamonga
456160 01/20/2026 Covetrus North America 2,207.08 0 2,207.08 Supplier Payment: Odp Business
Solutions Llc: 01/20/2026
Rancho
Cucamonga Fire
Protection District
456172 01/20/2026 Odp Business Solutions Llc 0 841.26 841.26 Supplier Payment: Parkhouse Tire
Inc: 01/20/2026
City of Rancho
Cucamonga
456174 01/20/2026 Parkhouse Tire Inc 7,118.35 0 7,118.35 Supplier Payment: C V W D:
01/20/2026
Rancho
Cucamonga Fire
Protection District
456161 01/20/2026 C V W D 0 2,487.77 2,487.77
Supplier Payment: G/M Business
Interiors: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 G/M Business Interiors 2,805.47 0 2,805.47
Supplier Payment: Verizon Business:
01/20/2026
Rancho
Cucamonga Fire
Protection District
456180 01/20/2026 Verizon Business 0 18,420.83 18,420.83 Supplier Payment: Tirehub Llc:
01/20/2026
City of Rancho
Cucamonga
456179 01/20/2026 Tirehub Llc 587.35 0 587.35
Supplier Payment: Psa Print Group:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 Psa Print Group 350.16 0 350.16
Supplier Payment: Imperial County
Office Of Education: 01/20/2026
City of Rancho
Cucamonga
456165 01/20/2026 Imperial County Office Of
Education
1,911.29 0 1,911.29
Supplier Payment: Only Cremations
For Pets Inc: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Only Cremations For Pets
Inc
521.00 0 521.00
Supplier Payment: Midwest
Veterinary Supply Inc: 01/20/2026
City of Rancho
Cucamonga
456170 01/20/2026 Midwest Veterinary Supply
Inc
1,329.60 0 1,329.60
Supplier Payment: Mwi Animal
Health: 01/20/2026
City of Rancho
Cucamonga
456171 01/20/2026 Mwi Animal Health 1,249.41 0 1,249.41 ATTACHMENT 1

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Council Meeting Check Register - without
SoCal Gas
03:27 PM
02/01/2026

Page 2 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Richards Watson
& Gershon: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Richards Watson &
Gershon
4,188.48 0 4,188.48
Supplier Payment: Pramira Inc.:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 Pramira Inc. 187,645.29 0 187,645.29
Supplier Payment: Southern
California News Group: 01/20/2026
City of Rancho
Cucamonga
456178 01/20/2026 Southern California News
Group
986.61 0 986.61
Supplier Payment: Absolute Security
International Inc: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Absolute Security
International Inc
15,030.53 0 15,030.53
Supplier Payment: Amtech Elevator
Services: 01/20/2026
City of Rancho
Cucamonga
456158 01/20/2026 Amtech Elevator Services 2,950.00 0 2,950.00 Supplier Payment: Climatec Llc:
01/20/2026
City of Rancho
Cucamonga
456159 01/20/2026 Climatec Llc 5,664.50 0 5,664.50
Supplier Payment: Grainger:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 Grainger 938.48 0 938.48
Supplier Payment: Crafco Inc:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 Crafco Inc 1,124.32 0 1,124.32
Supplier Payment: Merrimac
Petroleum Inc: 01/20/2026
Rancho
Cucamonga Fire
Protection District
01/20/2026 Merrimac Petroleum Inc 0 21,092.44 21,092.44 Supplier Payment: OpenGov Inc.:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 OpenGov Inc. 144,367.95 0 144,367.95
Supplier Payment: Onward
Engineering: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Onward Engineering 12,480.00 0 12,480.00
Supplier Payment: Southern
California Edison: 01/20/2026
City of Rancho
Cucamonga
456176 01/20/2026 Southern California Edison 1,821.66 0 1,821.66 Supplier Payment: Airgas Usa Llc:
01/20/2026
City of Rancho
Cucamonga
456157 01/20/2026 Airgas Usa Llc 331.02 0 331.02
Supplier Payment: Lowes
Companies Inc: 01/20/2026
City of Rancho
Cucamonga
456169 01/20/2026 Lowes Companies Inc 8,137.44 0 8,137.44 Supplier Payment: Lowes
Companies Inc: 01/20/2026
Rancho
Cucamonga Fire
Protection District
456168 01/20/2026 Lowes Companies Inc 0 1,177.71 1,177.71 Supplier Payment: Anderson'S
Playschool: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Anderson'S Playschool 4,950.00 0 4,950.00
Supplier Payment: ADP, Inc.:
01/20/2026
City of Rancho
Cucamonga
456156 01/20/2026 ADP, Inc. 199.50 0 199.50
Supplier Payment: Data Ticket Inc:
01/20/2026
City of Rancho
Cucamonga
01/20/2026 Data Ticket Inc 200.00 0 200.00
Supplier Payment: Odp Business
Solutions Llc: 01/20/2026
City of Rancho
Cucamonga
456173 01/20/2026 Odp Business Solutions Llc 469.67 0 469.67 Supplier Payment: Bpr Consulting
Group Llc: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Bpr Consulting Group Llc 5,093.39 0 5,093.39

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SoCal Gas
03:27 PM
02/01/2026

Page 3 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Franklin Truck
Parts Inc: 01/20/2026
Rancho
Cucamonga Fire
Protection District
456162 01/20/2026 Franklin Truck Parts Inc 0 383.79 383.79 Supplier Payment: Best Outdoor
Power Inland Llc: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 Best Outdoor Power Inland
Llc

23.68 0 23.68
Supplier Payment: Waxie Sanitary
Supply: 01/20/2026
City of Rancho
Cucamonga
456182 01/20/2026 Waxie Sanitary Supply 879.78 0 879.78 Supplier Payment: Inland Overhead
Door Company: 01/20/2026
City of Rancho
Cucamonga
456166 01/20/2026 Inland Overhead Door
Company
2,985.00 0 2,985.00
Supplier Payment: Frontier Comm:
01/20/2026
Rancho
Cucamonga Fire
Protection District
456163 01/20/2026 Frontier Comm 0 2,653.40 2,653.40
Supplier Payment: Vulcan Materials
Company: 01/20/2026
City of Rancho
Cucamonga
456181 01/20/2026 Vulcan Materials Company 233.46 0 233.46 Supplier Payment: D & K Concrete
Company: 01/20/2026
City of Rancho
Cucamonga
01/20/2026 D & K Concrete Company 950.36 0 950.36
Supplier Payment: Hr Green Pacific
Inc: 01/20/2026
City of Rancho
Cucamonga
456164 01/20/2026 Hr Green Pacific Inc 9,120.00 0 9,120.00 Supplier Payment: Southern
California Edison: 01/20/2026
Rancho
Cucamonga Fire
Protection District
456177 01/20/2026 Southern California Edison 0 3,740.00 3,740.00 Supplier Payment: Richard Toll:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Richard Toll 0 3,560.71 3,560.71
Supplier Payment: Terry Tuley:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Terry Tuley 0 2,701.62 2,701.62
Supplier Payment: Francis
Vanderkallen: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Francis Vanderkallen 0 1,169.00 1,169.00
Supplier Payment: Kenneth Walker:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Kenneth Walker 0 503.50 503.50
Supplier Payment: Victoria Bantau:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Victoria Bantau 0 690.62 690.62
Supplier Payment: Golden Fields
Solar IV, LLC: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Golden Fields Solar IV,
LLC
10,889.20 0 10,889.20
Supplier Payment: Rainbow Bolt &
Supply Inc: 01/22/2026
City of Rancho
Cucamonga
456224 01/22/2026 Rainbow Bolt & Supply Inc 3,214.78 0 3,214.78 Supplier Payment: Pacific Products &
Services: 01/22/2026
City of Rancho
Cucamonga
456221 01/22/2026 Pacific Products &
Services
3,037.47 0 3,037.47

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03:27 PM
02/01/2026

Page 4 of 18 ends

48.00 0 48.00
Supplier Payment: Rancho West
Animal Hospital: 01/22/2026
City of Rancho
Cucamonga
456226 01/22/2026 Rancho West Animal
Hospital
200.00 0 200.00
Supplier Payment: Data Ticket Inc:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Data Ticket Inc 2,286.57 0 2,286.57
Supplier Payment: Geode
Environmental Inc.: 01/22/2026
City of Rancho
Cucamonga
456204 01/22/2026 Geode Environmental Inc. 52,690.00 0 52,690.00 Supplier Payment: Ontario Spay &
Neuter Inc: 01/22/2026
City of Rancho
Cucamonga
456220 01/22/2026 Ontario Spay & Neuter Inc 4,400.00 0 4,400.00 Supplier Payment: West End Material
Supply: 01/22/2026
City of Rancho
Cucamonga
456250 01/22/2026 West End Material Supply 893.04 0 893.04 Supplier Payment: Henry Schein Inc:
01/22/2026
Rancho
Cucamonga Fire
Protection District
456206 01/22/2026 Henry Schein Inc 0 1,051.58 1,051.58
Supplier Payment: Lloyd Almand:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Lloyd Almand 0 503.50 503.50
Supplier Payment: Susan Bazal:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Susan Bazal 0 503.50 503.50
Supplier Payment: David Berry:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 David Berry 0 1,169.00 1,169.00
Supplier Payment: Robin Brock:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Robin Brock 0 1,169.00 1,169.00

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03:27 PM
02/01/2026

Page 5 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Donald R
Cloughesy: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Donald R Cloughesy 0 2,701.62 2,701.62
Supplier Payment: Dennis M
Costello: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Dennis M Costello 0 2,658.58 2,658.58
Supplier Payment: Jackie Deans:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Jackie Deans 0 503.50 503.50
Supplier Payment: Allan J Lee:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Allan J Lee 0 503.50 503.50
Supplier Payment: Paul E Lenze:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Paul E Lenze 0 1,169.00 1,169.00
Supplier Payment: Philip Loncar:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Philip Loncar 0 1,169.00 1,169.00
Supplier Payment: James Curatalo:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 James Curatalo 0 1,169.00 1,169.00
Supplier Payment: Michael Eagleson:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael Eagleson 0 1,913.79 1,913.79
Supplier Payment: Tim Fejeran:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Tim Fejeran 0 2,357.53 2,357.53
Supplier Payment: Donald Heyde:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Donald Heyde 0 1,169.00 1,169.00
Supplier Payment: Danny G Holt:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Danny G Holt 0 1,813.38 1,813.38
Supplier Payment: Rosalyn
Interlicchia: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Rosalyn Interlicchia 0 503.50 503.50
Supplier Payment: William M
Kirkpatrick: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 William M Kirkpatrick 0 194.83 194.83
Supplier Payment: William Lane:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 William Lane 0 1,169.00 1,169.00

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SoCal Gas
03:27 PM
02/01/2026

Page 6 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Joe Longo:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Joe Longo 0 194.83 194.83
Supplier Payment: Peter Magnuson:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Peter Magnuson 0 1,929.74 1,929.74
Supplier Payment: Jay Davenport:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Jay Davenport 0 3,504.75 3,504.75
Supplier Payment: Susan De
Antonio: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Susan De Antonio 0 1,269.81 1,269.81
Supplier Payment: C V W D:
01/22/2026
City of Rancho
Cucamonga
456194 01/22/2026 C V W D 59,676.85 0 59,676.85
Supplier Payment: C V W D:
01/22/2026
Rancho
Cucamonga Fire
Protection District
456193 01/22/2026 C V W D 0 366.91 366.91
Supplier Payment: Southern
California News Group: 01/22/2026
City of Rancho
Cucamonga
456235 01/22/2026 Southern California News
Group
1,868.26 0 1,868.26
Supplier Payment: Valverde Stage
Productions Inc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Valverde Stage
Productions Inc
31,046.76 0 31,046.76
Supplier Payment: Odp Business
Solutions Llc: 01/22/2026
City of Rancho
Cucamonga
456219 01/22/2026 Odp Business Solutions Llc 663.02 0 663.02 Supplier Payment: Southern
California Edison: 01/22/2026
City of Rancho
Cucamonga
456234 01/22/2026 Southern California Edison 10,832.09 0 10,832.09 Supplier Payment: Stanley Pest
Control: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Stanley Pest Control 920.00 0 920.00
Supplier Payment: Wilson & Bell
Auto Service: 01/22/2026
City of Rancho
Cucamonga
456252 01/22/2026 Wilson & Bell Auto Service 17,514.35 0 17,514.35 Supplier Payment: The Ecohero
Show Llc: 01/22/2026
City of Rancho
Cucamonga
456239 01/22/2026 The Ecohero Show Llc 1,400.00 0 1,400.00 Supplier Payment: Advanced
Chemical Transport Inc: 01/22/2026
City of Rancho
Cucamonga
456184 01/22/2026 Advanced Chemical
Transport Inc
1,835.50 0 1,835.50
Supplier Payment: Inland Overhead
Door Company: 01/22/2026
City of Rancho
Cucamonga
456209 01/22/2026 Inland Overhead Door
Company
384.00 0 384.00
Supplier Payment: Collaborative
Solutions Llc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Collaborative Solutions Llc 4,653.00 0 4,653.00 Supplier Payment: Grainger:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Grainger 2,622.68 0 2,622.68
Supplier Payment: Kimley-Horn &
Associates Inc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Kimley-Horn & Associates
Inc
1,350.00 0 1,350.00
Supplier Payment: Frontier
Communications: 01/22/2026
City of Rancho
Cucamonga
456203 01/22/2026 Frontier Communications 3,779.00 0 3,779.00

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SoCal Gas
03:27 PM
02/01/2026

Page 7 of 18 ends

22.80 0 22.80
Supplier Payment: Re Astoria 2 Llc:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Re Astoria 2 Llc 39,471.97 0 39,471.97
Supplier Payment: Never Stop
Grinding Impact: 01/22/2026
City of Rancho
Cucamonga
456217 01/22/2026 Never Stop Grinding
Impact
2,575.00 0 2,575.00
Supplier Payment: Michael L Bell:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael L Bell 0 1,935.31 1,935.31
Supplier Payment: Gerald Campbell:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Gerald Campbell 0 551.66 551.66
Supplier Payment: Richard Clabby:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Richard Clabby 0 981.40 981.40

Page 19 ends

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SoCal Gas
03:27 PM
02/01/2026

Page 8 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Wilbur Crossland:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Wilbur Crossland 0 551.66 551.66
Supplier Payment: James Dague:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 James Dague 0 1,169.00 1,169.00
Supplier Payment: Alexander R
Ahumada: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Alexander R Ahumada 0 1,169.00 1,169.00
Supplier Payment: Steven Campbell:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Steven Campbell 0 1,169.00 1,169.00
Supplier Payment: Kenneth Carnes:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Kenneth Carnes 0 194.83 194.83
Supplier Payment: Robert Anthony
Corcoran: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Robert Anthony Corcoran 0 503.50 503.50
Supplier Payment: Karl Cox:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Karl Cox 0 1,169.00 1,169.00
Supplier Payment: Ralph Crane:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Ralph Crane 0 1,169.00 1,169.00
Supplier Payment: Vision Service
Plan Ca: 01/22/2026
City of Rancho
Cucamonga
456249 01/22/2026 Vision Service Plan Ca 11,607.12 0 11,607.12 Supplier Payment: Eide Bailly, LLP:
01/22/2026
City of Rancho
Cucamonga
456198 01/22/2026 Eide Bailly, LLP 108,927.85 0 108,927.85 Supplier Payment: Standard
Insurance Company: 01/22/2026
City of Rancho
Cucamonga
456236 01/22/2026 Standard Insurance
Company
24,828.31 0 24,828.31
Supplier Payment: Xerox
Corporation: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456254 01/22/2026 Xerox Corporation 0 14.63 14.63
Supplier Payment: Winzer
Corporation: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456253 01/22/2026 Winzer Corporation 0 795.42 795.42
Supplier Payment: Shred Pros:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Shred Pros 0 75.00 75.00
Supplier Payment: Pars: 01/22/2026 City of Rancho
Cucamonga
456222 01/22/2026 Pars 3,500.00 0 3,500.00
Supplier Payment: Fire Axe Inc.:
01/22/2026
Rancho
Cucamonga Fire
Protection District
456200 01/22/2026 Fire Axe Inc. 0 564.75 564.75

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SoCal Gas
03:27 PM
02/01/2026

Page 9 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Confire Jpa:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Confire Jpa 0 304,492.93 304,492.93
Supplier Payment: South Coast
Aqmd: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456232 01/22/2026 South Coast Aqmd 0 674.88 674.88
Supplier Payment: Shred Pros:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Shred Pros 140.00 0 140.00
Supplier Payment: Southern
California Edison: 01/22/2026
City of Rancho
Cucamonga
456233 01/22/2026 Southern California Edison 3,469.57 0 3,469.57 Supplier Payment: Allstar Fire
Equipment Inc: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Allstar Fire Equipment Inc 0 772.88 772.88
Supplier Payment: Dan's Lawnmower
Center: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456195 01/22/2026 Dan's Lawnmower Center 0 9,840.06 9,840.06 Supplier Payment: Select Detailing
Products Llc: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456230 01/22/2026 Select Detailing Products
Llc
0 351.27 351.27
Supplier Payment: California Ppe
Recon Inc: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 California Ppe Recon Inc 0 2,388.00 2,388.00 Supplier Payment: Richards Watson
& Gershon: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Richards Watson &
Gershon
1,742.76 0 1,742.76
Supplier Payment: Terra Vista
Animal Hospital: 01/22/2026
City of Rancho
Cucamonga
456238 01/22/2026 Terra Vista Animal Hospital 200.00 0 200.00 Supplier Payment: Department Of
Justice: 01/22/2026
City of Rancho
Cucamonga
456197 01/22/2026 Department Of Justice 288.00 0 288.00 Supplier Payment: Daisyeco Inc:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Daisyeco Inc 768.64 0 768.64
Supplier Payment: Mcmaster-Carr
Supply Company: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456215 01/22/2026 Mcmaster-Carr Supply
Company
0 265.25 265.25
Supplier Payment: Transwest Truck
Center Llc: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456241 01/22/2026 Transwest Truck Center
Llc
0 6,979.64 6,979.64
Supplier Payment: Haulaway Storage
Containers Inc: 01/22/2026
City of Rancho
Cucamonga
456205 01/22/2026 Haulaway Storage
Containers Inc
119.84 0 119.84
Supplier Payment: San Antonio
Hospital Foundation, Inc.: 01/22/2026
City of Rancho
Cucamonga
456229 01/22/2026 San Antonio Hospital
Foundation, Inc.
2,875.00 0 2,875.00
Supplier Payment: Dependable
Break Room Solutions Inc:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Dependable Break Room
Solutions Inc

64.10 0 64.10

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SoCal Gas
03:27 PM
02/01/2026

Page 10 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: White Cap Lp:
01/22/2026
City of Rancho
Cucamonga
456251 01/22/2026 White Cap Lp 492.22 0 492.22
Supplier Payment: Costar Realty
Information Inc: 01/22/2026
City of Rancho
Cucamonga
456192 01/22/2026 Costar Realty Information
Inc
2,009.67 0 2,009.67
Supplier Payment: Bryan Cave
Leighton Paisner Llp: 01/22/2026
City of Rancho
Cucamonga
456186 01/22/2026 Bryan Cave Leighton
Paisner Llp
2,026.25 0 2,026.25
Supplier Payment: Hose Heaven:
01/22/2026
City of Rancho
Cucamonga
456208 01/22/2026 Hose Heaven 159.37 0 159.37
Supplier Payment: Ups: 01/22/2026 City of Rancho
Cucamonga
01/22/2026 Ups 94.18 0 94.18
Supplier Payment: Tirehub Llc:
01/22/2026
City of Rancho
Cucamonga
456240 01/22/2026 Tirehub Llc 1,407.54 0 1,407.54
Supplier Payment: Unity Courier
Service Inc: 01/22/2026
City of Rancho
Cucamonga
456243 01/22/2026 Unity Courier Service Inc 677.50 0 677.50 Supplier Payment: San Bernardino
County: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 San Bernardino County 394.00 0 394.00
Supplier Payment: Underground
Service Alert/Sc: 01/22/2026
City of Rancho
Cucamonga
456242 01/22/2026 Underground Service
Alert/Sc
156.00 0 156.00
Supplier Payment: Jorge Vasquez:
01/22/2026
City of Rancho
Cucamonga
456213 01/22/2026 Jorge Vasquez 2,750.00 0 2,750.00
Supplier Payment: Daniels Tire
Service: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456196 01/22/2026 Daniels Tire Service 0 3,373.29 3,373.29 Supplier Payment: Corodata Media
Storage Inc: 01/22/2026
City of Rancho
Cucamonga
456191 01/22/2026 Corodata Media Storage
Inc

96.99 0 96.99
Supplier Payment: Champion Awards
& Specialties: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Champion Awards &
Specialties

21.55 0 21.55
Supplier Payment: Teamcalifornia
Economic Development: 01/22/2026
City of Rancho
Cucamonga
456237 01/22/2026 Teamcalifornia Economic
Development
6,000.00 0 6,000.00
Supplier Payment: Yunex Llc:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Yunex Llc 12,264.00 0 12,264.00
Supplier Payment: Calif Underground
Fac Safe Excavation Board:
01/22/2026
City of Rancho
Cucamonga
456187 01/22/2026 Calif Underground Fac
Safe Excavation Board

63.45 0 63.45
Supplier Payment: Verizon Wireless -
La: 01/22/2026
City of Rancho
Cucamonga
456244 01/22/2026 Verizon Wireless - La 254.62 0 254.62 Supplier Payment: Psa Print Group:
01/22/2026
City of Rancho
Cucamonga
01/22/2026 Psa Print Group 213.95 0 213.95
Supplier Payment: Action Awards
Inc: 01/22/2026
City of Rancho
Cucamonga
456183 01/22/2026 Action Awards Inc 362.43 0 362.43
Supplier Payment: Graphics Factory
Printing Inc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Graphics Factory Printing
Inc

36.64 0 36.64

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SoCal Gas
03:27 PM
02/01/2026

Page 11 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Archibald Pet
Hospital: 01/22/2026
City of Rancho
Cucamonga
456185 01/22/2026 Archibald Pet Hospital 200.00 0 200.00 Supplier Payment: Alta Rancho Pet &
Bird Hospital: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Alta Rancho Pet & Bird
Hospital
300.00 0 300.00
Supplier Payment: Flag Systems Inc:
01/22/2026
City of Rancho
Cucamonga
456202 01/22/2026 Flag Systems Inc 465.00 0 465.00
Supplier Payment: Inyo Networks
Inc: 01/22/2026
City of Rancho
Cucamonga
456210 01/22/2026 Inyo Networks Inc 11,119.50 0 11,119.50 Supplier Payment: Ruben'S Auto
Collision Center Inc: 01/22/2026
City of Rancho
Cucamonga
456227 01/22/2026 Ruben'S Auto Collision
Center Inc
800.00 0 800.00
Supplier Payment: Delta Dental Of
California: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Delta Dental Of California 43,079.80 0 43,079.80 Supplier Payment: Diamond
Environmental Services: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Diamond Environmental
Services
215.40 0 215.40
Supplier Payment: Best Best &
Krieger Llp: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Best Best & Krieger Llp 244.00 0 244.00
Supplier Payment: Cintas
Corporation: 01/22/2026
City of Rancho
Cucamonga
456190 01/22/2026 Cintas Corporation 5,199.16 0 5,199.16 Supplier Payment: Inland Empire
Property Services Inc: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Inland Empire Property
Services Inc
0 7,466.25 7,466.25
Supplier Payment: Best Outdoor
Power Inland Llc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Best Outdoor Power Inland
Llc
143.23 0 143.23
Supplier Payment: Rdo Equipment
Company: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Rdo Equipment Company 4,533.01 0 4,533.01
Supplier Payment: Elecnor Belco
Electric Inc: 01/22/2026
City of Rancho
Cucamonga
01/22/2026 Elecnor Belco Electric Inc 6,613.83 0 6,613.83 Supplier Payment: Charlene
Dominick: 01/22/2026
Rancho
Cucamonga Fire
Protection District
456189 01/22/2026 Charlene Dominick 0 503.50 503.50
Supplier Payment: Robert Eggers:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Robert Eggers 0 1,169.00 1,169.00
Supplier Payment: John D Fritchey:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 John D Fritchey 0 690.62 690.62
Supplier Payment: Patrick Jerkins:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Patrick Jerkins 0 1,776.10 1,776.10
Supplier Payment: Stephen Kilmer:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Stephen Kilmer 0 807.05 807.05

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SoCal Gas
03:27 PM
02/01/2026

Page 12 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: David W Larkin:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 David W Larkin 0 807.05 807.05
Supplier Payment: Ron Mayfield:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Ron Mayfield 0 1,169.00 1,169.00
Supplier Payment: John Mckee:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 John Mckee 0 1,169.00 1,169.00
Supplier Payment: Darrell Luttrull:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Darrell Luttrull 0 551.66 551.66
Supplier Payment: Beverly Mackall:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Beverly Mackall 0 194.83 194.83
Supplier Payment: Kenneth Mcneil:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Kenneth Mcneil 0 1,169.00 1,169.00
Supplier Payment: Byron Morgan:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Byron Morgan 0 538.32 538.32
Supplier Payment: Michael
Redmond: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael Redmond 0 1,169.00 1,169.00
Supplier Payment: Brent Roberts:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Brent Roberts 0 1,248.29 1,248.29
Supplier Payment: Victor Rodriguez:
01/22/2026
Rancho
Cucamonga Fire
Protection District
456247 01/22/2026 Victor Rodriguez 0 1,169.00 1,169.00
Supplier Payment: Ivan M Rojer:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Ivan M Rojer 0 2,701.62 2,701.62
Supplier Payment: William Spain:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 William Spain 0 551.66 551.66
Supplier Payment: James Sullivan:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 James Sullivan 0 551.66 551.66
Supplier Payment: L. Dennis
Michael: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 L. Dennis Michael 0 1,169.00 1,169.00

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SoCal Gas
03:27 PM
02/01/2026

Page 13 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Eric Noreen:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Eric Noreen 0 3,560.71 3,560.71
Supplier Payment: Michael R Post:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael R Post 0 2,658.58 2,658.58
Supplier Payment: Patrick Proulx:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Patrick Proulx 0 1,935.31 1,935.31
Supplier Payment: Cheryl L Roberts:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Cheryl L Roberts 0 3,504.75 3,504.75
Supplier Payment: Viola Spagnolo:
01/22/2026
Rancho
Cucamonga Fire
Protection District
456248 01/22/2026 Viola Spagnolo 0 409.70 409.70
Supplier Payment: Steven Taylor:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Steven Taylor 0 2,701.62 2,701.62
Supplier Payment: Anthony Varney:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Anthony Varney 0 1,169.00 1,169.00
Supplier Payment: Kevin Walton:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Kevin Walton 0 1,169.00 1,169.00
Supplier Payment: Dennis Myskow:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Dennis Myskow 0 1,776.10 1,776.10
Supplier Payment: Michael Nauman:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael Nauman 0 551.66 551.66
Supplier Payment: Mary Jane
Nelson: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Mary Jane Nelson 0 194.83 194.83
Supplier Payment: Tom O'Brien:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Tom O'Brien 0 2,701.62 2,701.62
Supplier Payment: Michael J Ploung:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Michael J Ploung 0 1,169.00 1,169.00
Supplier Payment: Jeffrey Roeder:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Jeffrey Roeder 0 1,169.00 1,169.00

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SoCal Gas
03:27 PM
02/01/2026

Page 14 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Thomas
Salisbury: 01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Thomas Salisbury 0 1,169.00 1,169.00
Supplier Payment: Ronald Smith:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Ronald Smith 0 551.66 551.66
Supplier Payment: Scott D Sorensen:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Scott D Sorensen 0 1,913.79 1,913.79
Supplier Payment: Timothy A Yowell:
01/22/2026
Rancho
Cucamonga Fire
Protection District
01/22/2026 Timothy A Yowell 0 1,169.00 1,169.00
Supplier Payment: Johnny Allen
Tennis Academy: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Johnny Allen Tennis
Academy
3,087.60 0 3,087.60
Supplier Payment: Imeg Consultants
Corp: 01/29/2026
City of Rancho
Cucamonga
456309 01/29/2026 Imeg Consultants Corp 608.00 0 608.00 Supplier Payment: Assi Security:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Assi Security 3,885.00 0 3,885.00
Supplier Payment: Data Ticket Inc:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Data Ticket Inc 3,709.61 0 3,709.61
Supplier Payment: Siteone
Landscape Supply Llc: 01/29/2026
City of Rancho
Cucamonga
456321 01/29/2026 Siteone Landscape Supply
Llc
19,148.16 0 19,148.16
Supplier Payment: David Freeman:
01/29/2026
City of Rancho
Cucamonga
456297 01/29/2026 David Freeman 200.00 0 200.00
Supplier Payment: Edgar P Pazmino:
01/29/2026
City of Rancho
Cucamonga
456299 01/29/2026 Edgar P Pazmino 500.00 0 500.00
Supplier Payment: Flag Systems Inc:
01/29/2026
City of Rancho
Cucamonga
456301 01/29/2026 Flag Systems Inc 375.00 0 375.00
Supplier Payment: Eric A. Schwab:
01/29/2026
City of Rancho
Cucamonga
456300 01/29/2026 Eric A. Schwab 7,010.21 0 7,010.21
Supplier Payment: Jorry Keith:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Jorry Keith 150.00 0 150.00
Supplier Payment: Dunn-Edwards
Corporation: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Dunn-Edwards Corporation 68.51 0 68.51
Supplier Payment: Westbound
Communications Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Westbound
Communications Inc
56,547.97 0 56,547.97
Supplier Payment: D & K Concrete
Company: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 D & K Concrete Company 5,065.61 0 5,065.61
Supplier Payment: Daisyeco Inc:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Daisyeco Inc 333.49 0 333.49
Supplier Payment: Full Compass
Systems Ltd: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Full Compass Systems Ltd 8,455.64 0 8,455.64

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SoCal Gas
03:27 PM
02/01/2026

Page 15 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Dlr Group Inc:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Dlr Group Inc 1,916.40 0 1,916.40
Supplier Payment: C V W D:
01/29/2026
City of Rancho
Cucamonga
456296 01/29/2026 C V W D 48,466.42 0 48,466.42
Supplier Payment: Willdan Group:
01/29/2026
City of Rancho
Cucamonga
456334 01/29/2026 Willdan Group 2,624.00 0 2,624.00
Supplier Payment: Amazon Web
Services Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Amazon Web Services Inc 3,308.35 0 3,308.35
Supplier Payment: Allied Universal
Security Services: 01/29/2026
City of Rancho
Cucamonga
456285 01/29/2026 Allied Universal Security
Services
14,732.21 0 14,732.21
Supplier Payment: Merrimac
Petroleum Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Merrimac Petroleum Inc 28,804.18 0 28,804.18 Supplier Payment: Abound Food
Care: 01/29/2026
City of Rancho
Cucamonga
456282 01/29/2026 Abound Food Care 2,938.02 0 2,938.02
Supplier Payment: Jeaneen Carlino,
LLC: 01/29/2026
City of Rancho
Cucamonga
456312 01/29/2026 Jeaneen Carlino, LLC 533.00 0 533.00
Supplier Payment: Graybar Electric
Company Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Graybar Electric Company
Inc
1,769.47 0 1,769.47
Supplier Payment: Vortex Industries
Llc: 01/29/2026
City of Rancho
Cucamonga
456332 01/29/2026 Vortex Industries Llc 14,787.43 0 14,787.43 Supplier Payment: Fleetpride:
01/29/2026
Rancho
Cucamonga Fire
Protection District
456302 01/29/2026 Fleetpride 0 630.70 630.70
Supplier Payment: Ninyo & Moore:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Ninyo & Moore 11,050.00 0 11,050.00
Supplier Payment: Pfm Asset
Management Llc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Pfm Asset Management
Llc
18,671.32 0 18,671.32
Supplier Payment: Superior
Pavement Markings Inc: 01/29/2026
City of Rancho
Cucamonga
456327 01/29/2026 Superior Pavement
Markings Inc
38,786.38 0 38,786.38
Supplier Payment: Frontier Comm:
01/29/2026
Rancho
Cucamonga Fire
Protection District
456303 01/29/2026 Frontier Comm 0 3,144.99 3,144.99
Supplier Payment: Waxie Sanitary
Supply: 01/29/2026
City of Rancho
Cucamonga
456333 01/29/2026 Waxie Sanitary Supply 3,597.17 0 3,597.17 Supplier Payment: Consolidated
Electrical Distr Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Consolidated Electrical
Distr Inc
443.70 0 443.70
Supplier Payment: Liebert Cassidy
Whitmore: 01/29/2026
City of Rancho
Cucamonga
456314 01/29/2026 Liebert Cassidy Whitmore 2,486.50 0 2,486.50 Supplier Payment: Richards Watson
& Gershon: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Richards Watson &
Gershon
23,611.28 0 23,611.28
Supplier Payment: Graphics Factory
Printing Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Graphics Factory Printing
Inc
308.17 0 308.17

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SoCal Gas
03:27 PM
02/01/2026

Page 16 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Covetrus North
America: 01/29/2026
City of Rancho
Cucamonga
456290 01/29/2026 Covetrus North America 490.05 0 490.05 Supplier Payment: Mariposa
Landscapes Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Mariposa Landscapes Inc 96,889.90 0 96,889.90 Supplier Payment: Citrus Motors
Ontario Inc: 01/29/2026
City of Rancho
Cucamonga
456289 01/29/2026 Citrus Motors Ontario Inc 25,083.57 0 25,083.57 Supplier Payment: Thompson
Plumbing Supply Inc: 01/29/2026
City of Rancho
Cucamonga
456329 01/29/2026 Thompson Plumbing
Supply Inc
844.02 0 844.02
Supplier Payment: Crucial Learning:
01/29/2026
City of Rancho
Cucamonga
456293 01/29/2026 Crucial Learning 428.19 0 428.19
Supplier Payment: Inland Overhead
Door Company: 01/29/2026
City of Rancho
Cucamonga
456310 01/29/2026 Inland Overhead Door
Company
3,027.00 0 3,027.00
Supplier Payment: Velocity Truck
Centers: 01/29/2026
City of Rancho
Cucamonga
456331 01/29/2026 Velocity Truck Centers 2,761.49 0 2,761.49 Supplier Payment: Southern
California Edison: 01/29/2026
Rancho
Cucamonga Fire
Protection District
456325 01/29/2026 Southern California Edison 0 3,505.79 3,505.79 Supplier Payment: Nv5 Inc:
01/29/2026
City of Rancho
Cucamonga
456316 01/29/2026 Nv5 Inc 6,949.95 0 6,949.95
Supplier Payment: Hose-Man Inc:
01/29/2026
City of Rancho
Cucamonga
456306 01/29/2026 Hose-Man Inc 41.27 0 41.27
Supplier Payment: Wilson & Bell
Auto Service: 01/29/2026
City of Rancho
Cucamonga
456335 01/29/2026 Wilson & Bell Auto Service 5,845.69 0 5,845.69 Supplier Payment: Shred Pros:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Shred Pros 140.00 0 140.00
Supplier Payment: Psa Print Group:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Psa Print Group 160.46 0 160.46
Supplier Payment: Express Brake
Supply Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Express Brake Supply Inc 255.61 0 255.61
Supplier Payment: Autolift Services
Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Autolift Services Inc 6,646.95 0 6,646.95
Supplier Payment: Tirehub Llc:
01/29/2026
City of Rancho
Cucamonga
456330 01/29/2026 Tirehub Llc 2,206.28 0 2,206.28
Supplier Payment: Inland Presort &
Mailing Services: 01/29/2026
City of Rancho
Cucamonga
456311 01/29/2026 Inland Presort & Mailing
Services
338.60 0 338.60
Supplier Payment: Hill'S Pet Nutrition
Sales Inc: 01/29/2026
City of Rancho
Cucamonga
456305 01/29/2026 Hill'S Pet Nutrition Sales
Inc
5,240.90 0 5,240.90
Supplier Payment: Napa Auto Parts:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Napa Auto Parts 645.66 0 645.66
Supplier Payment: Husky Boy
Corporation: 01/29/2026
City of Rancho
Cucamonga
456307 01/29/2026 Husky Boy Corporation 10,368.00 0 10,368.00 Supplier Payment: Parkhouse Tire
Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Parkhouse Tire Inc 5,999.13 0 5,999.13

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SoCal Gas
03:27 PM
02/01/2026

Page 17 of 18 ends

Supplier Payment Company Check
Number Check Date Supplier Name City of RanchoCucamonga Rancho
Cucamonga Fire
Protection District
Payment Amount for
Reporting Transaction
Supplier Payment: Southern
California Edison: 01/29/2026
City of Rancho
Cucamonga
456324 01/29/2026 Southern California Edison 360.94 0 360.94 Supplier Payment: Cps Hr
Consulting: 01/29/2026
City of Rancho
Cucamonga
456291 01/29/2026 Cps Hr Consulting 5,000.00 0 5,000.00 Supplier Payment: Abc Locksmiths
Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Abc Locksmiths Inc 211.80 0 211.80
Supplier Payment: Citrus Motors
Ontario Inc: 01/29/2026
Rancho
Cucamonga Fire
Protection District
456288 01/29/2026 Citrus Motors Ontario Inc 0 145.51 145.51 Supplier Payment: Econo Fence
Company Inc: 01/29/2026
City of Rancho
Cucamonga
456298 01/29/2026 Econo Fence Company Inc 9,875.00 0 9,875.00 Supplier Payment: Pedrag V. Pecic:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Pedrag V. Pecic 3,000.00 0 3,000.00
Supplier Payment: Gateway Pet
Cemetery & Crematory: 01/29/2026
City of Rancho
Cucamonga
456304 01/29/2026 Gateway Pet Cemetery &
Crematory
600.00 0 600.00
Supplier Payment: Bordin Semmer
Llp: 01/29/2026
City of Rancho
Cucamonga
456287 01/29/2026 Bordin Semmer Llp 11,034.65 0 11,034.65 Supplier Payment: Lozano Smith Llp:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Lozano Smith Llp 1,706.48 0 1,706.48
Supplier Payment: Jrc Housing:
01/29/2026
City of Rancho
Cucamonga
456313 01/29/2026 Jrc Housing 2,290.00 0 2,290.00
Supplier Payment: The Bank Of New
York Mellon: 01/29/2026
City of Rancho
Cucamonga
456328 01/29/2026 The Bank Of New York
Mellon
1,875.00 0 1,875.00
Supplier Payment: C T & T Concrete
Paving Inc: 01/29/2026
City of Rancho
Cucamonga
456294 01/29/2026 C T & T Concrete Paving
Inc
158,493.22 0 158,493.22
Supplier Payment: Elecnor Belco
Electric Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Elecnor Belco Electric Inc 509,780.77 0 509,780.77 Supplier Payment: Scott Mcleod
Plumbing Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Scott Mcleod Plumbing Inc 2,384.00 0 2,384.00 Supplier Payment: Rancho
Cucamonga Chamber Of Commerce:
01/29/2026
City of Rancho
Cucamonga
456319 01/29/2026 Rancho Cucamonga
Chamber Of Commerce
5,350.00 0 5,350.00
Supplier Payment: C V W D:
01/29/2026
Rancho
Cucamonga Fire
Protection District
456295 01/29/2026 C V W D 0 726.46 726.46
Supplier Payment: Best Outdoor
Power Inland Llc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Best Outdoor Power Inland
Llc

34.44 0 34.44
Supplier Payment: Odp Business
Solutions Llc: 01/29/2026
City of Rancho
Cucamonga
456318 01/29/2026 Odp Business Solutions Llc 55.91 0 55.91 Supplier Payment: Animal Blood
Resources International: 01/29/2026
City of Rancho
Cucamonga
456286 01/29/2026 Animal Blood Resources
International
909.42 0 909.42
Supplier Payment: Rancho West
Animal Hospital: 01/29/2026
City of Rancho
Cucamonga
456320 01/29/2026 Rancho West Animal
Hospital
1,384.08 0 1,384.08

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02/01/2026

Page 18 of 18 ends

31.96 0 31.96
Supplier Payment: Abm Business
Machines Inc: 01/29/2026
City of Rancho
Cucamonga
456281 01/29/2026 Abm Business Machines
Inc
235.00 0 235.00
Supplier Payment: Mgt Of America
Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Mgt Of America Inc 11,323.00 0 11,323.00
Supplier Payment: San Bernardino
County: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 San Bernardino County 120.00 0 120.00
Supplier Payment: ADP, Inc.:
01/29/2026
City of Rancho
Cucamonga
456283 01/29/2026 ADP, Inc. 221.10 0 221.10
Supplier Payment: Brinks
Incorporated: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Brinks Incorporated 2,897.83 0 2,897.83
Supplier Payment: Diamond
Environmental Services: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Diamond Environmental
Services
215.40 0 215.40
Supplier Payment: Smg - Rc Premier
Food Services Llc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Smg - Rc Premier Food
Services Llc
4,842.64 0 4,842.64
Supplier Payment: Main Street Signs:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Main Street Signs 1,865.06 0 1,865.06
Supplier Payment: Occupational
Health Centers Of Ca: 01/29/2026
City of Rancho
Cucamonga
456317 01/29/2026 Occupational Health
Centers Of Ca
3,385.00 0 3,385.00
Supplier Payment: Creative West:
01/29/2026
City of Rancho
Cucamonga
456292 01/29/2026 Creative West 134.46 0 134.46
Supplier Payment: Idexx Distribution
Inc: 01/29/2026
City of Rancho
Cucamonga
456308 01/29/2026 Idexx Distribution Inc 369.80 0 369.80 Supplier Payment: Midwest
Veterinary Supply Inc: 01/29/2026
City of Rancho
Cucamonga
456315 01/29/2026 Midwest Veterinary Supply
Inc
682.92 0 682.92
Supplier Payment: Southern
California Edison - Remit-To: RCMU:
01/29/2026
City of Rancho
Cucamonga
456326 01/29/2026 Southern California Edison 1,123.57 0 1,123.57 Supplier Payment: Ascent
Environmental Inc: 01/29/2026
City of Rancho
Cucamonga
01/29/2026 Ascent Environmental Inc 9,498.94 0 9,498.94 Supplier Payment: Grainger:
01/29/2026
City of Rancho
Cucamonga
01/29/2026 Grainger 6,012.90 0 6,012.90
Supplier Payment: Collins & Collins
Llp: 01/29/2026
City of Rancho
Cucamonga
456336 01/29/2026 Collins & Collins Llp 57,676.30 0 57,676.30 Supplier Payment: Frontier Comm:
01/29/2026
City of Rancho
Cucamonga
456337 01/29/2026 Frontier Comm 12,749.57 0 12,749.57
2,431,981.09 506,146.25 2,938,127.34

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
President and Members of the Board of Directors
FROM: Elisa Cox, City Manager
INITIATED BY: Jevin Kaye, Finance Director
Ruth Cain, Finance Manager
SUBJECT: Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern California Gas Company in the Total Amount of $36,261.84 Dated January 19, 2026 Through February 1, 2026. (CITY/FIRE)
RECOMMENDATION:

Staff recommends City Council/Board of Directors of the Fire Protection District approve payment of demands as presented. Weekly check register amounts are $31,994.51 and $4,267.33 for the City and the Fire District, respectively.

BACKGROUND:

N/A
ANALYSIS:

N/A
FISCAL IMPACT:

Adequate budgeted funds are available for the payment of demands per the attached listing.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

N/A
ATTACHMENTS:

Attachment 1 - Weekly Check Register

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Council Meeting Check Register - SoCal Gas 03:18 PM
02/01/2026

Page 1 of 1 ends

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Jason C. Welday, Director of Engineering Services/City Engineer Jasmine Lopez, Assistant Engineer
SUBJECT: Consideration of the 2025 Annual Review of the Development Agreement by and Between SC Rancho Development Corp., a California Corporation and Empire Lakes Holding Company, LLC, a Delaware Limited Liability Company and the City of Rancho Cucamonga, Case No. DRC2015- 00118. (CITY)
RECOMMENDATION:

Staff recommends that the City Council receive and file the 2025 Annual Review of the subject Development Agreement (Agreement).

BACKGROUND:

On September 5, 2018, the City Council adopted Ordinance No. 934, approving a Development Agreement (Case No. DRC2015-00118) setting forth additional terms for the development of the Empire Lakes Golf Course, now referred to as The Resort (Project). Per Section 14 of the Agreement: Annual Review; during the term of the Agreement, City shall annually review the extent of the good faith compliance by the developer with the terms of this Agreement. The developer is required to file an annual report with the City indicating information regarding compliance no later than January 7 for the previous calendar year.

ANALYSIS:

The developer, Empire Lakes Holding Company, LLC has submitted an Annual Review Letter dated January 6, 2026. This letter covers the period from January 1, 2025, to December 31, 2025 (Attachment 2).

ENVIRONMENTAL ANALYSIS:

Pursuant to the California Environmental Quality Act (CEQA), the City certified an Environmental Impact Report (EIR) SCH No. 20150410083 on May 18, 2016, which analyzed the potential environmental impacts of the Project and related approvals.

FISCAL IMPACT:

Under the Agreement, the developer is required to fund the design and construction of a Joint Use Public Facility (JUPF) up to the amount of $11,000,000. Further the land for the facility is required to be dedicated by the developer to the City. This amount of the JUPF contribution is increased annually at the end of each reporting year based upon the Engineering News Record (ENR) Construction Index. The increase rate according to the ENR Construction Index for

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reporting year 2025 is 0.4%. Per the Agreement, the developer may reduce the amount due toward the JUPF through the payment of Development Impact Fees for Police, Library, and Community and Recreation Center facilities by the developer as well as developers of specified properties within the service area as defined in the Agreement. These payments are considered “Offset Development Impact Fees” (Offset DIFs) in the Agreement. Payment toward the JUPF less Offset DIFs along with the dedication of property becomes due upon the issuance of the building permit for the 2000th unit for the development. While there were no units permitted in 2025, a total of 1,378 units have been permitted to date. Therefore, payment and dedication are not due at this time.

The Offset DIFs collected through the end of 2025 within the development (designated as Zone 1) and the service area (designated as Zone 2) as described in the Agreement are shown in the following table:

ENR 2018-2019 = 0.1% ENR 2020 = No Increase ENR 2021 = 7.6% JUPF Deposit:
$ 11,011,000
JUPF Deposit:
$ 10,793,808
JUPF Deposit:
$ 11,165,876
Fees Collected: Fees Collected: Fees Collected:

Zone 1 Zone 1 Zone 1
Library $ 44,996 Library $ 89,648 Library $ 86,200
Police $ 21,246 Police $ 43,056 Police $ 41,400
Community & Rec $ 135,912 Community & Rec $ 269,568 Community & Rec $ 259,200 Zone 2 Zone 2 Zone 2
Library $ 632 Library $ 0 Library $ 0
Police $ 12,504 Police $ 14,328 Police $ 539
Community & Rec $ 1,902 Community & Rec $ 0 Community & Rec $ 0 Remaining Deposit
$ 10,793,808
Remaining Deposit
$ 10,377,208
Remaining Deposit
$ 10,778,537
ENR 2022 = 7.6% ENR 2023 = 8.8% ENR 2024 = 2.5%
JUPF Deposit:
$ 11,597,706
JUPF Deposit:
$ 12,121,715
JUPF Deposit:
$ 11,765,351
Fees Collected: Fees Collected: Fees Collected:

Zone 1 Zone 1 Zone 1
Library $ 101,716 Library $ 142,661 Library $ 129,300
Police $ 48,852 Police $ 68,517 Police $ 62,100
Community & Rec $ 305,856 Community & Rec $ 428,976 Community & Rec $ 388,800 Zone 2 Zone 2 Zone 2
Library $ 0 Library $ 0 Library $ 0
Police $ 0 Police $ 3,170 Police $ 0
Community & Rec $ 0 Community & Rec $ 0 Community & Rec $ 0 Remaining Deposit
$ 11,141,282
Remaining Deposit
$ 11,478,391
Remaining Deposit
$ 11,185,151

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Page 3 ends

ENR 2025 = 0.4%
JUPF Deposit:
$ 11,229,891
Fees Collected:

Zone 1
Library $ 0
Police $ 0
Community & Rec $ 0
Zone 2
Library $ 0
Police $ 26,099
Community & Rec $ 0
Remaining Deposit
$ 11,203,792
As of the end of the current reporting period, the JUPF contribution amount has been calculated at $11,203,792 after application of Offset DIFs. There is no immediate fiscal impact at this time as this report serves to document the annual reporting under the agreement and establish the current JUPF payment amount.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s vision of building a world class community with an ongoing collection of funds to provide for Police, Library and Community Services to residents and businesses in and around The Resort development.

ATTACHMENTS:

Attachment 1 - Vicinity Map
Attachment 2 - 2025 Annual Review Letter

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ATTACHMENT - 1
Vicinity Map
DRC2015-00118

NOT TO SCALE
Project Site

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
President and Members of the Board of Directors
FROM: Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager
Behrang Abadi, Director of Innovation and Technology
Mike McCliman, Assistant City Manager / Fire Chief
Lilyan Villarreal, Deputy Director of Innovation and Technology Ruth Cain, Procurement Manager
SUBJECT: Consideration to Approve Multi-Year Enterprise Licensing Agreements for Microsoft Products and Services with SHI International Corp for an Amount Not To Exceed $1,843,000 and Crayon Software for an Amount Not To Exceed $391,300. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Fire Board of the Rancho Cucamonga Fire District:

1. Enter into a three-year Enterprise Agreement with SHI International Corp (SHI) to furnish Microsoft products and services for an amount not to exceed $1,843,000; and

2. Provide retroactive approval for a three-year agreement with Crayon Software (Crayon) to furnish software services pertaining to City servers and Library public workstations in an amount not to exceed $391,300.

BACKGROUND:

The City’s current Microsoft Enterprise Agreement (EA) is set to expire in March 2026. The EA serves as the primary licensing vehicle for the City’s mission-critical products and services pertaining to cybersecurity, employee productivity, and cross-departmental and agency collaboration.

The core aspects of the Microsoft EA include:
• Microsoft Windows licenses for laptops and workstations. • Microsoft 365 (formerly known as Office) used for daily business operations. • Cloud services and subscriptions such as artificial intelligence, cloud-based infrastructure, and other consumption-based services.

Microsoft EAs are structured for three-year terms and are available exclusively through valueadded resellers (VAR). After engaging directly with Microsoft and conducting an evaluation of the VAR landscape, staff recommends proceeding with a three-year agreement with Software House International (SHI) Corporation. This agreement will ensure service continuity and position the City for modest growth through the duration of the agreement.

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In addition to the EA, the City requires software services provided by VARs to provide patches, updates, and fixes to servers and public workstations located throughout the Rancho Cucamonga Public Library. These software services are currently provided to the City by Crayon via a threeyear contract from May 2025 through April 2028. This agreement was erroneously executed without appropriate review and authorization by the City Council. Staff seeks to rectify this error and requests retroactive approval of the agreement with Crayon.

ANALYSIS:

Staff recommends leveraging the County of Riverside’s Microsoft Enterprise Agreement number 8084445. The County of Riverside conducted a competitive procurement process which yielded seven successful VARs. Every VAR submission included a markup over the Microsoft list price to account for administration costs; markups ranged from 1.1% to 5.5%.

SHI was the lowest bidder with a markup rate of 1.1%. In addition to providing the most favorable pricing, SHI has maintained a positive relationship with the City, having provided cybersecurity software since 2021. SHI has made good faith efforts to provide the City with additional value beyond simply being a software reseller.

The County of Riverside Microsoft Enterprise Agreement is a well-known cooperative procurement vehicle leveraged by public sector agencies. All VAR submissions are publicly available, enabling the City to conduct its own analysis to determine the most cost-effective vendor. The City recommends proceeding with SHI based on its status as the lowest bidder and its demonstrated competence in previous engagements with the City.

Crayon’s standing as the City’s software services provider is due to their status as VAR for the existing EA which is set to expire in March 2026. During the most recent renewal, Crayon was selected due to their status as the City’s EA provider. The Crayon contract pricing is tied to the County of Riverside Microsoft Enterprise Agreement.

FISCAL IMPACT:

The three-year EA is not to exceed $1,842,997.95. This amount accounts for modest 5% increases in the second and third years of the contract based on additional services coming online. The not-to-exceed amount is inclusive of a 10% contingency to cover unforeseen services and/or account purchases.

The three-year software services contract with Crayon is currently in the first year of a three-year term with a not-to-exceed cost of $391,299.30.

Sufficient funds are available for the current FY 2025-26 budget in General Fund account F001|CC209|SC2107 (Contract Services-Software) and Fire Fund account F281|CC501|SC2107 (Contract Services-Software). Future costs will be included in annual budget development for both the City and Fire District.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council's Core Value of intentionally embracing and anticipating our future.

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Page 3 ends

ATTACHMENTS:

Attachment 1 – SHI Quote
Attachment 2 – County of Riverside SHI Microsoft EA Contract Attachment 3 – Crayon Quote

Page 45 ends

Pricing Proposal
Quotation #:   26989248
Reference #:  Budgetary Renewal
Created On:   12/19/2025
Valid Until:   2/28/2026
CA-City of Rancho Cucamonga Inside Account Manager
Behrang Abadi
P.O. BOX 807
ATTN: ACCOUNTS PAYABLE
RANCHO CUCAMONGA, CA 91729
United States
Phone: (909) 477-2700
Fax:

Email: [email protected]
Alex Chrysanthopoulos
SHI
290 Davidson Ave
Somerset, NJ 08873
Phone: 7326672779
Fax:

Email: [email protected]
All Prices are in US Dollar (USD)
Product Qty Your Price Total
1 M365 G5 FSA Renewal GCC Sub Per User
Microsoft - Part#: AAL-48033
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
550 $556.37 $306,003.50
2 O365 G1 GCC Sub Per User
Microsoft - Part#: U4S-00002
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
334 $106.76 $35,657.84
3 EMS G3 GCC ALng Sub Per User
Microsoft - Part#: AAD-32907
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
334 $102.64 $34,281.76
4 Defender O365 P1 GCC Sub Per User
Microsoft - Part#: 3GU-00001
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
334 $18.20 $6,078.80
5 Planner & Project P3 GCC Sub Per User
Microsoft - Part#: 7MS-00001
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
4 $272.24 $1,088.96
6 Teams Premium GCC Sub Per User
Microsoft - Part#: WFK-00004
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
1 $120.00 $120.00

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7 Visio P2 GCC Sub Per User
Microsoft - Part#: P3U-00001
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
19 $136.12 $2,586.28
8 Yammer Enterprise GCC Sub Add-on To O365 M365 F3 E5
Microsoft - Part#: LML-00001
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
864 $0.00 $0.00
9 Intune Suite for Gov Sub Per User
Microsoft - Part#: EP2-04124
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
700 $106.76 $74,732.00
10 Azure Commercial Commit Provision
Microsoft - Part#: AAA-35418
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
1 $0.00 $0.00
11 M365 Copilot GCC Sub Add-on
Microsoft - Part#: EP2-24658
Contract Name: County of Riverside - Microsoft
Contract #: ITARC-00929
Note: Year 1 of 3
30 $363.96 $10,918.80
Subtotal $471,467.94
Shipping $0.00
*Tax $0.00
Total $471,467.94
*Tax is estimated. Invoice will include the full and final tax due.

Additional Comments
Purchasing Microsoft Azure Services
Customer may purchase Microsoft Azure Services from SHI in one or a combination of the following ways: Azure Prepayment:

Customer will have access to its entire Azure prepayment throughout the term of its Enrollment if Customer agrees to be invoiced for the full amount upfront (the “Fully Prepaid Option”). Alternatively, if Customer elects to be invoiced for its Azure prepayment on an annual basis, Customer will have access to an Allocated Annual prepayment each year of the Enrollment (the “Annually Prepaid Option”). Under the Fully Prepaid Option, any unused Azure prepayment will be forfeited at the end of the Enrollment, and under the Annually Prepaid Option, any unused Allocated Annual prepayment will be forfeited on the following Enrollment anniversary date.

Using Azure prepayment: Each month, Microsoft will deduct from Customer’s Azure prepayment (or Allocated Annual prepayment, if applicable) the monetary value of Customer’s usage of eligible Microsoft Azure Services. Once Customer’s Azure prepayment (or Allocated Annual prepayment, if applicable) balance has been exhausted, any additional usage will be invoiced at Consumption Rates (as described below).

Invoicing Azure prepayment: If Customer elects the Fully Prepaid Option, Azure prepayment will be invoiced immediately. If Customer elects the Annually Prepaid Option, the first Allocated Annual prepayment will be invoiced immediately, and future Allocated Annual prepayments will be invoiced on the anniversary of the Enrollment effective date.

Invoicing Azure prepayment overage: If Customer’s usage is higher than either its Azure prepayment under the Fully Prepaid Option or its Allocated Annual prepayment under the Annually Prepaid Option, such excess will be invoiced at Consumption Rates to Customer at the end of each Enrollment month.

Consumption: Customer pays based on the amount of Microsoft Azure Services consumed during a billing period.

Consumption invoicing: If Customer provisions Microsoft Azure Services without an Azure prepayment, SHI will invoice customer in the following month of usage at Consumption Rates. All usage of the Microsoft Azure Services after the expiration or termination of Customer’s subscription term will be invoiced by SHI to Customer at then-current Consumption Rates monthly.

SHI will invoice eligible Microsoft Azure Services at the contracted mark-up. Please refer to the Azure Portal or Pricing Calculator for more information on availability: https://azure.microsoft.com/en-us/pricing/calculator/

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Due to the potential impact of any current or future tariffs, the price and availability of hardware items on this quote may be subject to change.

Thank you for choosing SHI International Corp! The pricing offered on this quote proposal is valid through the expiration date listed above. To ensure the best level of service, please provide End User Name, Phone Number, Email Address and applicable Contract Number when submitting a Purchase Order. For any additional information including Hardware, Software and Services Contracts, please contact an SHI Inside Sales Representative at (888) 744-4084. SHI International Corp. is 100% Minority Owned, Woman Owned Business. TAX ID# 22-3009648; DUNS# 61-1429481; CCR# 61-243957G; CAGE 1HTF0 The products offered under this proposal are resold in accordance with the terms and conditions of the Contract referenced under that applicable line item. Page 48
DocuSign Envelope ID: D1C85720-9C7F-4A8E-8635-A6B1851FAA9E AGREEMENT# ITARC-00929

LICENSED SUPPORT PROVIDER (LSP)
AGREEMENT No. ITARC-00929
For

MICROSOFT PRODUCTS AND SERVICES
UNDER MICROSOFT EA NO. 8084445

BETWEEN

COUNTY OF RIVERSIDE
And
SHI INTERNATIONAL CORP.

This Agreement is entered between the COUNTY OF RIVERSIDE, a political subdivision of the State of California. (herein referred to as "COUNTY"), and SHI International Corp., New Jersey corporation authorized to conduct business in the State of California (herein referred to as "LSP") of Microsoft Licensing Solution Provider, effective from November O 1.2024 and continues in effect through October 31, 2027 , based on LSP"s response to RFQ no. IT ARC-532 for Microsoft products and services under Microsoft EA no. 8084445. The parties agree as follows:

1. All Terms and Conditions of this Agreement No. ITARC-00929 shall govern purchase of Microsoft products and services under Microsoft EA no. 8084445 by County through the LSP.

2. Period of Performance:

This Agreement shall be effective from November O 1.2024 and continues in effect through October

31. 2027, with the option to renew for an additional three-year period expiring on October 31. 2030, with no obi igation by the County of Riverside to purchase any specified amount of goods or services.

In addition, the County may at any time choose to transfer the enrollment from one LSP to another LSP pursuant to the transfer terms set by Microsoft.

The period of performance for the enrollment with the LSP may be for up to a three-year term with the option to renew the enrollments with contracted LSP through the LSP contract expiration date.

3. Compensation
The COUNTY shall pay the LSP for products as stated in Exhibit A. incurred in accordance with the terms of this Agreement. The COUNTY is not responsible for any fees or costs incurred above or beyond the contracted amount and shall have no obligation to purchase any specified amount of services or products.

Non-Appropriations: The COUNTY obligation for payment of this Agreement beyond the current fiscal year end is contingent upon and limited by the availability of COUNTY funding f rom which
payment can be made. and invoices shall be rendered "monthly'" in arrears. In the State of California, Government agencies are not allowed to pay excess interest and late charges, per Government Codes, Section 926. I 0. No legal I iabi I ity on the part of the COUNTY shall arise for payment beyond June 30 of each calendar year unless funds are made available for such payment. In the event that such R�v1s1on I /06/2021
SEP 1 0 207� j_e,?�
1 ATTACHMENT 2

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DocuSign Envelope lDr D1C85720-9C7F-4A8E-8635-A68185'lFAA9E i\(JREEMI]NT I1 ITA R('-OO9]9
iirnds are not forthcoming fbr any reason, COUNTY shall immediately notify CONTRACTOR in writing: and this Agreement shall be deemed terminated. have no f'urther force. and effect.

Hold Harmless/Indemnification:

4.1 LSP shall indemnily and hold harmless the County ol'Riverside. its Agencies. Districts, Special Districts and Departments. their respective directors. officers. Board of Supervisors. elected and appointed officials. employees. agents and representatives (individually and collectively hereinafter referred to as Indemnitees) from any Iiability, action, claim or damage whatsoever. based or asserted upon any services. or acts or omissions. of LSP. its officers. employees. subcontractor. agents or representatives arising out of or in any way relating to this Agreement. including but not limited to property damage. bodily injury, or death or any other element ofany kind or nature. t,SP shalldef'end the Indemnitees at its sole expense including all costs and fees (including. but not limited. to attorney fees. cost of investigation. defense and settlements or awards) in any clairn or action based upon such acts. omissions or services.

4.2 With respect to any action or claim sub.ject to indemnification herein by LSP. LSP shall. at their sole cost. have the right to use counsel oftheir own choice and shall have the right to adjust. settle. or compromise any such action or claim without the prior consent of County: provided. however. that any such ad-justment. settlernent or compromise in no manner whatsoever limits or circunrscribes LSP indemnification to lndemnitees as set tbrth herein. .1.3 LSP obligation hereunder shall be satisfled when LSP has provided to County the appropriate lonn of disrnissal relieving county fiom any liability for the action or claim involved.

Termination:

5.1 County may terminate this Agreement without cause upon thirty (30) days written notice served upon the LSP stating the extent and effective date of termination.

5.2 County may. upon five (5) days written notice terminate this Agreement for LSP default. if LSP ref'uses or fails to comply with the tenns of this Agreement or fails to make progress that may endanger performance and does not immediately cure such failure. In the event ofsuch termination. the County may proceed with the work in any manner deemed proper by County.

5.3 LSP rights under this Agreement shall tenninate (except for fees accrued prior to the date of termination) upon dishonesty or a willful or material breach of this Agreement by LSP: or in the event of LSP unwillingness or inability for any reason whatsoever to perform the terms of this Agreement.

Alteration or Changes to the Agreement
The Board of Supervisors and the County Purchasing Agent and/or his designee is the only authorized County representatives who may at any time. by written order. alter this Agreement. If any such alteration causes an increase or decrease in the cost of. or the time required for the performance under this Agreement. an equitable adjustment shall be made in the Agreement price or delivery schedule, or both, and the Agreement shall be modified by written amendment accord ingly.
.l
6 2
Ilc\ rsron l/06/10:1

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-A6B1851FAA9E AGREEMENT # ITARC-00929

7. Notices
All correspondence and notices required or contemplated by this Agreement shall be delivered to the respective parties at the addresses set forth below and are deemed submitted two days after their deposit in the United States mail. postage prepaid:

LSP
SHI Intemational Corp.

Attn: Moitrayee Ma jumdar
290 Davidson Ave.

Somerset. NJ. 08873
Moitrayee Maj umdar@SH I.com
I nsu rance
Without lirniting or diminishing the LSP'S obligation to indemnify or hold the COUNTY harmless.

I-SP shall procure and maintain or cause to be maintained, at its sole cost and expense. the following insurance coverage's during the terrn of this Agreernent. As respects to the insurance section only. the COUNTY herein refers to the County of Riverside. its Agencies. Districts. Special Districts. and Departments. their respective directors. officers. Board of Supervisors. employees, elected or appointed ofTicials. agents. or representatives as Additional Insureds.

A. Workers' Compcnsation:
l1'the LSP has employees as defined by the State ol'Califbrnia. the LSP shall maintain statutory Workers' Compensation Insurance (Coverage A) as prescribed by the laws of the State of California. Policy shall include Ernployers'Liability (Coverage B) including Occupational Disease with limits not less than $1.000,000 per person per accident. The policy shall be endorsed to waive subrogation in lavor of The County of Riverside. Policy shall name the COUNTY as Additional Insureds.

B. Commercial General Liability:

Commercial Ceneral Liability insurance coverage. including but not limited to, premises liability. unmodified contractual liability. products and completed operations liability. personal and advertising injr"rry. and cross liability coverage. covering claims which may arise from or out of LSP'S pertbrmance of its obligations hereunder. Policy shall name the COUNTY as Additional Insured. Policy's limit of liability shall not be less than $2.000,000 per occurrence combined single limit. Ifsuch insurance contairrs a general aggregate Iirnit, it shall apply separately to this agreement or be no less than two (2) times the occurrence Iimit. Policy shall name the COUNTY as Additional lrrsureds.

C. Insurance Requirements for IT Contractor Services:

COUNTY
Riverside County Information Technology
Aun: Procuremerrt Contract Specialist
3450 l4'r' Street
Riverside. CA 92501
li
3 Itc!rsron l/011/2021

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-A681851 FAA9E ACREEMENT # ITARC-00929
t-SP shall procure and maintain for the duration ofthe contract insurance against claims lor injuries to person or damages to property which may arise lrom or in connection with the perfonnance of the work hereunder by the LSP. its agents. representatives. or employees. LSP shall procure and maintain for the duration ofthe contract insurance claims arising out oftheir services and including, but not limited to loss. damage. theft or other m isuse of data. infringement of intellectual property. invasion of privacy and breach of data.

Cyber Liability Insurance. with limits not less than $2.000.000 per occurrence or claim. $2.000,000 aggregate. Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by LSP in this agreement and shall include. but not limited to" claims involving infringement of intellectual property. including but not limited to inlringement of copyright. trademark. trade dress. invasion of privacy violations. information theft. damage to or destruction of electronic information. release of private infonnation. alteration of electronic information. extortion and network security. The policy shall provide coverage for breach response costs as well as regulalory fines and penalties as well as credit monitoring expenses with limits sufficient to respond to these obligations.

If thc t,SP maintains broader coverage and/or higher Iimits than the minimums shown above. the County requires and shall be entitled to the broader coverage and/or higher limits maintained by the LSP. Any available insurance proceeds in excess ofthe specified minimum limits of insurance and coverage shall bc available to the County. Policy shall name the COUNTY as Additional Insureds.

D. General lnsurance Provisions - All lines:
l) Any insurance carrier providing insurance coverage hereunder shall be admitted to the State of California and have an A M BEST rating of not less than A: VIII (A:8) unless such requirements are waived, in writing. by the County Risk Manager. If the County's Risk Manager waives a requirement for a particular insurer such waiver is only valid for that specific insurer and only l'or one policy term.
2) The LSP must declare its insurance self'-insured retention for each coverage required herein.

Ilany such self-insured retention exceeds $500.000 per occurence each such retention shall have the prior written consent of the County Risk Manager before the commencement of operations under this Agreement. Upon notification of self-insured retention unacceptable to the COUNTY, and at the election of the Country's Risk Manager. LSP'S carriers shall either; I) reduce or eliminate such self'-insured retention as respects this Agreement with the COUNTY. or 2) procure a bond which guarantees payment of losses and related investigations, claims administration" and def'ense costs and expenses. 3) LSP shall cause LSP'S insurance carrier(s) to furnish the County of Riverside with either l) a properly executed original Certificate(s) of lnsurance and certified original copies of Endorsements eff'ecting coverage as required herein, and 2) if requested to do so orally or in writing by the County Risk Manager. provide original Certified copies of policies 4 Iir\ rsron lr0(,'l0l I

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-4681851FAA9E AGREEMENT # ITARC.OO929
including all Endorsements and all attachments thereto. showing such insurance is in full force and elTect. Further. said Certificate(s) and policies of insurance shall contain the covenant ofthe insurance carrier(s) that a minimum ofthirty (30) days written notice shall be given to the County of Riverside prior to any material modification. cancellation. expiration or reduclion in coverage of such insurance. If LSP insurance carrier(s) policies does not meet the minimum notice requirement found herein. LSP shall cause LSP's insurance carrier(s) to lurnish a 30 day Notice of Cancellation Endorsement. 4) ln the event ofa material modification. cancellation. expiration. or reduction in coverage. this Agreement shall terminate fbrthwith. unless the County of Riverside receives. prior to such effective date. another properly executed original Certificate of Insurance and original copies of endorsements or certified original policies. including all endorsements and attachments thereto evidencing coverage's set fbrth herein and the insurance required herein is in full lorce and effect. LSP shall not commence operations until the COUNTY has been fumished original Certificate (s) of lnsurance and certified original copies ofendorsements and if requested. certified original policies of insurance including all endorsements and any and all other attachments as required in this Section. An individual authorized by the insurance carrier to do so on its behalf shall sign the original endorsements for each policy and the Certit'icate of Insurance.
5) It is understood and agreed to by the parties hereto that the LSP's insurance shall be construed as primary insurance. and the COUNTY'S insurance and/or deductibles and/or self-insured retention's or self-insured programs shall not be construed as contributory. 6) lL during the term of this Agreement or any extension thereof. there is a material change in the scope ofservices: or. there is a material change in the equipment to be used in the performance olthe scope ofwork; or. the term of this Agreement. including any extensions thereof. exceeds five (5) years: the COUNTY reserves the right to adjust the types of insurance and the monetary limits of liability required under this Agreement, if in the County Risk Management's reasonable judgment. the amount or type ol insurance carried by the LSP has become inadequate.
7) LSP shall pass down the insurance obligations contained herein to alltiers of subcontractors working under this Agreement.
8) The insurance requirements contained in this Agreement may be met with a program(s) of self'-insurance acceptable to the COUNTY.
9) I.,SP agrees to nolify COUNTY of any claim by a third party or any incident or event that may give rise to a claim arising from the performance of this Agreement.

9. (leneral:

9.1 This Agreement, including any attachments or exhibits. constitutes the entire agreement ol the parties with respect to its subject matter and supersedes all prior and contemporaneous representations. proposals, discussions and communications, whether oral or in writing. This Agreemenl may be changed or modified only by a written amendment signed by authorized representatives of both parties.
5 Itcvrston l/Xtl0ll

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-AOB1851FAA9E ACRI]EMEN'T # ITARC-00929

9.2 This Agreement shall be governed by the laws of the State of Califomia. Any legal action related to the performance or interpretation of this Agreement shall be filed only in the Superior Court oithe State of California located in Riverside, California, and the parties waive any provision of Iaw providing fbr a change of venue to another location. ln the event any provision in this Agreement is held by a courl of competent jurisdiction to be invalid. void. or unenforceable, the rernaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

9..1 'fhe fbllowing documents are attached to and incorporated into this Agreement:

Exhibit A: Scope and pricing.

Exhibit B: LSP Reporting of Active Enrollments.

Exhibit C: Microsoft LSP Participation Form.

Exhibit D: Microsoft EA Benefits for Government Agencies, Exhibit E: Microsoft Enterprise Agreements and Amendments.

El) Microsoft Enterprise Agreement No. 8084445.
tj2) Microsoli Select Plus Agreement No.7756479.

El) Amendments No. l- EA Custom Terms CTM (Document No. CTM-CPT-OPT-FWK) E4) Anlendments No. ?- EA Custom Terms (Document No. CTM-FWK-CTC-AGR). 9,4 In the event of any conflict or inconsistency between the tenns and conditions of this Agreement and any terms or conditions set forth in any of the attachments. purchase order(s). or other document relating to the transactions contemplated by this Agreement, the terms and conditions set lofth in this Agreement shall prevail.

9.5 This Agreement may be executed in any number of counterparts. each of which will be an original. but all of which together will constitute one instrument. Each party of this Agreement agrees to the use ofelectronic signatures. such as digital signatures that meet the requirements ofthe California Un iform Electronic Transactions Act (( "CUETA") Clal. Civ. Code dd I 633. I to I 633. I 7). fbr executing this Agreement. The parties further agree that the electronic signatures ofthe parties included in this Agreernent are intended to authenticate this writing and to have the same force and eil'ect as manual signatures. Electronic signature means an electronic sound. symbol. or process attached to or logically associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record pursuant to the CUETA as amended from time to time.

The CUETA authorizes use of an electronic signature for transactions and contracts among pafties in Califbrnia. including a government agency. Digital signature means an electronic identifier. created by computer. intended by the party using it to have the same force and effect as the use of a marrual signature. and shall be reasonably relied upon by the parties. For purposes of this section. a digital signature is a type of"electronic signature" as defined in subdivision (i) ofSection 1633.2 of the Civil Code.
6 lic!rsmn I/06/10: I

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-A6B1851FAA9E AGREEMENT # ITARC-00929

9.6 lf the entity is a corporation. the signatures of two corporate officers (the president, vice president. secretary. assistant secretary, Chief Financial Officer (i.e. treasurer), or assistant treasurer) are required on the agreements. The signatures must be in the following combination: president or vice president and secretary. treasurer or CFO. For example, the signatures ola president and a vice president would be insufficient. If signed by a single corporate officer, a corporate resolution. authorizing the one officer to bind the corporation. signed by the Board of Directors of the corporation, is required. The corporate resolution must authorize the signatory to sign agreements on behalf of the corporation.

If the entity is a limited Iiability company (LLC), the signatory is authorized signer as set fbrth in LLCs operating agreement.

IN WITNESS WHEREOF, the Parties hereto have caused their duly authorized representatives to execute this Agreement.

By:

Chuck ash ington
Chair of the Board of Supervi
SHI INTERNATIONAL CORP., New Jersey
corporation authorizcd to conduct business in the
State of California.
rs
N allte: nn
Title: sr. Manager - contracts
11u1"4. Dated: 7 /2/202a
ATTEST:

Kimberly Rector
Clerk olthe Board
By'

APPROVED
Minh C. Tran
Ccr ounsel
'I RM
By
Patrla S cido
Deputy County Counsel
Dated: I ( r (zorq
Rc! rsron l{)6/2021
7 SEP 10 2s24 3 2e
COUNTY OF RIVERSIDE, a political
subdivision ofthe State of California
By:
(ri"tl"- 1ta
q lfiilw

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Docusign Envelope lD: D1C85720-9C7F-4A8E-8635-A681851 FAA9E ACREEMENT # ITARC-00929
Exhibit A
Scope and pricing
LSP's Scooc and rcsponsibilitics
The Licensed Support Provider (LSP) will resell all available Microsoft Licensed Support Provider (t-SP) tbr Microsoft Master Microsoft Enterprise Agreement No. 8084445; Software Licensing.

Softwarc Support. Cloud Services such as Azurc. lndustry Solutions Delivery (lSD) formerly Microsofi Consulting Services (MCS). Microsoft Unified Support and Microsoft incident response. Microsofl Select Plus Agreement No. 7756479.

The agreement with LSP as a LSP of the Microsofl Products and Services under Microsoft EA No. 8084445 is available for use by the County o1'Riverside and governmental agencies within the State of Calilornia. The LSP will serve as the liaison between the political entity for enrollments under the Microsotl EA.

The LSP agrees to extend the same pricing. terms. and conditions to every political entity. special district. in the State of Calilbrnia. It is understood that other entities shall make purchases in their own name. make direct payment. and be Iiable directly to the LSP oftheir choosing; and County shall in no way be responsible to any LSP for other entities' purchases.

The LSP rnay remain the LSP fbr the 'lhree 3-year duration of the Enrolled Afflliate's Enterprise Agreement Enrollment. All True-tJps during the 3-year enrollment (orders for new products, etc.) by Enrolled Afllliates are required to be submitted only through the Affiliate's selected LSP. Multiple LSP's cannot service a single Enterprise Agreement Enrollment. Enrolled Affiliate may at any time choose to transfer their current enrollment from one LSP to another LSP pursuant to the transfer terms set by Microsoft.

The Enrolled Affiliate shall work with the LSP to determine the annual payment. true-up commitment schedule defined in their enrollment.

The LSP will provide reports showing year to date annual spend according to Enrolled Affiliate's specifications. Frequency will be determined by each Enrolled Affiliate (ie: monthly. quarterly, etc.).

The LSP will provide reports of licenses purchased and added on to enrollment according to Enrolled Affiliate's specifications. (lntended for an enrollment that has licenses for multiple agencies within a governmental body - ie county. city. etc.) Frequency will be deterrnined by each Enrolled Affiliate (ie:
monthly. quarterly. etc. ).

The t-SP will provide. at the Enrolled Affiliate's request. a licensing portal that allows the tracking of licenses beyond the capabilities of the Microsoft VLSC. This portal will show, but not be limited to. all licenses on the current enrollment, quantities ofsaid licenses. track licenses at department/agency levels. transfer licenses to and from each department/agency. and have reporting functionalities. 2 J
.l
t
7 8
9 8
R$rsron l/06/2021

6. Each Alfiliate will communicate to the LSP the compensation terms applicable to their agreement.

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Docusign Envelope lDr D1C85720-9C7F-4A8E-8635-4681851FAA9E AGREEMENT Ii ITARC-00929

10. The LSP will provide training to the Enrolled Afllliate's Microsoft administrators on Microsoft portals such as the VLSC, Office 365, Azure. etc. within 30 days of receiving a purchase order for such products that introduce a new portal. LSP should outline what aspects of training they feel would be heneficial in their proposal.
ll. The I-SP will provide documentation to the Enrolled Af'filiate within 90 days of when Microsoft has made a change to a Iicense and advise of any grandfather or conversion rights within that same timeframc.

12. The l-SP will provide a short synopsis ofwhy an amendment is needed and the ramification ofeach amcndment to an enrollment at the time of such amendment. lJ. The LSP will provide an updated price list on an annual basis or when Microsoft changes price point. whichever is sooner. in an Excel spreadsheet to the Enrolled AfIliate. This price list must capture. at minimum. the tbllowing categories for each product: SKU. product description, MSRP. NET (t-evel D). LSP's uplitl and conlracted unit price.
14, The LSP shall provide a list of enrollments. The list of enrollments is due 30 days afier the contract signature and on January l5th ofeach calendar year during the agreement period. This list will include the agency name. contact person. email and phone number and annual spend. The intent of this is to track how many agencies within the State of Califomia piggyback off of the Master Agreement.

15. 'lhcLSPwill becharged I .00%o ofthe annual enrollment salesamountto leverage the Riverside County Master Microsofl Agreement No.8084445. and Select Plus Agreement No.7756479. which includes Soltware l-icensing. Software Support, Cloud Services such as Azure. lndustry Solutions Delivery (lSD). Microsoft Cionsulting Services (MCS). Microsoft Unified Support and Microsoft incident response. I'his administrative f'ee will be an annual fee. per enrollment inclusive of Affiliates Shadow Ilnrollments.

16. The Servicing LSP shall provide Microsoft Enterprise Support Services from Microsoft to assist customers leveraging this contract vehicle in operation ofthe technology acquired and assist Riverside Master Participants in maximizing the benefits of this investment.

I7. The Servicing LSP shall provide the ability to for the acquisition of Microsoft services as the demand fbr individual product services or capabilities expand. The servicing LSP shall provide seruices to include Microsofi Unitied. Industry Solutions Delivery (lSD). and Microsoft incident response. The Servicing LSP will have a valid Microsoft Master Services Agreement on file with Microsoft in order to resell Microsoft Unified Support. and lndustry Solutions Delivery (lSD). Additionally. the contractor shall provide Microsoft dedicated Technical Support representatives and subject matter experts provided via the Microsoft enterprise agreement to support and assist Riverside County master participants in analyzing. architecling. implernenting. managing. and operating solutions based on the Iicenses prev iously acqu ired or to be purchased in accordance with the terms ofthe M icrosoft enterprise licensing program.
9 Rcvrslor l/oavlol I

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Docusign Envelope lD: D1C85720-gC7F-4A8E-8635-A681851FAA9E AGREEMENT # ITARC.OO929
18, LSP will be responsible fbr submitting a completed "Reporting of Active Enrollments'' by January I 5th of each year fbr the prior calendar year.

19. The County ol Riverside lnformation Technology (RCIT) will invoice the Awarded LSP annually based on the enrollmenls verified f'rom LSP Reporting of Active Enrollments.

20. Payment is due to Riverside County Information Technology thirty (30) days from invoice date.

21. 'lhe administrative lee shall not be included as an adjustment to LSP's Master Agreement pricing.

22. l'he administrative fee shall not be invoiced or charged to the Enrolled AtIliate. 23, Administrative fee checks shall be submitted to:

Riverside County Information Technology
Attn: Accounts Receivable
3450 l4th Street. 4th Floor
Riverside. CA 92501
Itc!rsron l/()6/:021
10

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DocuSign Envelope lD D1CA572O-gC7F -4AAE-8635-4681851 FAAgE Pricins:
l. Microsoft Enterprise License Subscri ption and services

2. License Support Provider (LSP) Solution Area Specific Capability:

ACREEMENT # I1'ARC-00929
Item Description Price Level Markup o/"
Enterprise Online Services++ (including Full USLs. From SA USLs. Add-ons and Step Ups) M365 E3 and E5. Enterprise
Mobility + Security E3 and E5. Office 365 Enterprise El or E3. Windows l0 Enterprise E3 or 85.

Level D I l0
Enterprise Products (Olfice 365 Pro Plus. Windows l0
Enlerprise. Core CAL Suite. Enterprise CAL Suite). Level D I t0 Additional Products (M165 F l. M365 E5 Compliance. M365 E5 Security. Office 365 Enterprise F l. Project Online. Visio Online Plan I or Plan 2, Dynamics 365. Azure. SQL Server.

Windows Server. etc).

Level D I t0
Server and Tools Product (applies to Server and Cloud
Enrollnrents only) SharePoint Server. SQL Server. BizTalk Server. Visual Studio. Core Infrastructure Suites. etc.

Level D I l0
Af l products lbr Select Plus Agreement No.1756479. Lt0 Microsoft Unified Support Services 2.00
Microsoll Consulting Services 2.00
Microsoft Incident Response 2.00
Solution Area Specific Capability Number Customer Sizc Reference? Number of successful customer production
mail deployments/mi grations? 5.000 500- | 00.000 Yes. Upon Request Number of successful customer production
SharePoint deployments/m igrations? 5.000 500- I 00.000 Yes. [Jpon Requcst Number of successful customer production
Teams deployments/mi grations? 2.000 500- t 00.000 Yes. Upon Request Number of successful customer production
Teams Voice deployments/PBX migrations? r00 500- I 00-000 Yes" Upon Request Number of people with specialized expertise
on technologies listed above t00 N/A Yes. Upon Request
Re!rsron l06/2021
1t

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3. License Support Provider (LSP) service rates:
]\GRI]EMENT /I ITAR('-O09]9
Data and Artificial lntelligent
Certified Competency
(Yes/No)
Hourly Rate (On
Premise)
Build lntelligent Apps $300.00
Build Intelligent Agents Yes $100.00
Machine [-earninc $300.00
lnternet ofThings Yes $300.00
Oloballv distributed data $_r00.00
OSS Databases Yes $_r00.00
Cloud Scale Analvtics Yes $_r00.00
Data Plalfbrm Modenrization to Azurc Yes $_r00.00
Windows Server on Azure $100.00
Security & Management $.r00.00
Datacenter Migration $100.00
Modern Business lnlelligence Yes $-r00.00
Copilot Yes $-100.00
Biz ADps
Yes $-r00.00
Field Service Yes $-100.00
Markeling Yes $.100.00
Talcnt Yes $-100.00
Finance and Operations Yes $-100.00
Business Central Yes $.]00.00
Power Apps Yes $100.00
Power Rl Yes $300.00
Apps and lnfrastructure
Azure Stack Yes $100.00
High Performance Compute Ycs $.'r00.00
Cloud Native Apps using Serverless Yes $100.00
Modernize Apps Yes $100.00
SAP on Azure Yes $.'r 00.00
l,inux on Azrrre Yes $100.00
Dev Ops Yes $100.00
Business Continuity & Disaster Recovery Yes $i00.00
Windows Server on Azure Yes $100.00
Security & Management Yes $-.i00.00
Datacenter Migration Yes $.r00.00
Modern Workplace
LJsor Adoption & Cl'range Manasenrcnt Yes $..100.00
Security Yes $-.i00.00
GDPR & Compliance Yes $300.00
'leanrwork Yes s300.00
Calling & Meetings Yes $100.00
Modern Desktop Yes $100.00
Office 365 Migration Assistance Ycs $300.00
\4 ail Yes $100.00
'feams Yes $100.00
SharePoint Yes $-.r 00.00
OrleDrive $100.00
Rcvrsron I/06/2021
t2
Docusign Envelope lD: D1C85720-SC7F-4A8E-8635-A681851 FAAgE Yes
Yes
Yes
Yes
Yes
Yes
Customer Service
Ycs

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-A681851FAAgE AGRF,EMENT # ITARC-00929

LSP REPORTING OF ACTIVE ENROLLMENTS
MICROSOFT ENTERPRISE AGREEMENT No. 8084445
LSP Name Compony nome
Rtvco
Contract lD
Master
Enrollment
Enrollment
Number:

Enrollment
Entity:

Start
Date:

End
Date:

Annual
Sales
Enrollment
Contact:

Enrollment
Contact
Email:

Enrollment
Contact Tel:

County of
Riverside
xx/xxl
xxxx
xxlxx
/xxxx John Doe
Rcvislon l/06/2021
13 Exhibit B
TBD
m

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DocuSign Envelope lD: D1C85720-9C7F-4A8E-8635-A681851 FAA9E ACREEMENT # ITARC.OO929
Exhibit C

MICROSOFT LSP PARTICIPATION FORM

JII SIITH
Chi.a lntlomlioi Olt .t IARTIi{ PEREZ ACIO
Em..tn3. ApOllc.tonr Bu..ru

OARNYL POLX
Chi.f T.ctholoey Ofic..

IRACY TI-LI || FlCIT
O.p{ry Dir.c6. adrnm - lT
GUSTAVO VAZCllrEz, AC|O
Conv.rg.d Cohmunlcalmi 8irrtru

ATTHOTIY CHOGYOJI
Chi.r hlom.ton S.cunt Olic.t rARA]I CHA'{DRA'I, ACIO
T€ch^olo{y S€.vices Bure.u
Microsoft LSP Participation Foun
(RfQ c ffAItc-00532 -lnachDent 2)
Compleie thb toam and return to:

Att ntidr: Unda Fakhouri
E-mail: lrslhou.i@nvco oro
Paymcot ehooH bc nradc lo:

RiveEida County lnlo.m&nT?chnology
3,150 14$ St rct. Fou.th Flotr
Riverslde. CA 92501
County ol RiveBide TIN *: 95-6000930
Comp€nyName: SHI lntemational Corp
Name. lroltrayee Maiurndar r'tb Senior Proposal Specialist a666!s 290 Davtclson Ave
Caty: Somersel, NJ ZP co66 08873 t.5o*n" I 848-764-8448 6s 3: 732{89669 e66s. [email protected]
ThG Colrrty ot Rjycr.ido a. t r. hct ol th. Mic.o-t t{stcr Agr..m.nt No. 8{!8.14?a5. ,J $Jc.tro.t Eg-dint thc plEducl! d licaraitg arrooH bc diGctad to lltc,t!o{f.

By riJnhg bclrr, I &n .$ccirg to pay tlE parthip.td! ,cGa ior aach cnroltnarn fid b cfbt hcd by lcvrragirg tL Courty of Rivqrire Maatcr Aoac.lricnl h accoadarce to Ola aaltcdr*a ,ll.fanccd or RFO t ITAFaC-{Xr532 trfll .ny xrbacquant cor*racE .rd, or airE }dmcr{r.

By riqnhq bclo-, I rbo ag.cc that all qlyo*nenta ril ba e$.tritlld to Micro.oll d-rat, to.Gpo.t Grrolmc acli\rity .nd comply b t'ro paymGi|l scrEdub pcr RFO * ITARC{p532 to Rit G.lirc Counay htomation Tecftnology.
o4D6t2024
SDn tur!
li/batlayee Maiurndar
Date
Senior Proposal
Prnted N6me
Revision l/06/2021
Tifle
Specralist
),4
Pbiaa rE Gacnco lia rlm Lncc in orrnalirn alrovc loa xlErE to aGra Ota payrnart Falw! io compty mly rearl in fE rwa.d bcirE ialcindcd.

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Docusign Envelope lD: D1C85720-9C7F-4A8E-8635-A6B1851FAAgE AGREEMENT # ITARC.OO929
EI
Exhibit D
Microsoft EA Benefits for Government Agencies
Reduced Paperwork
Reduced number of separate documents to review - by consolidating amendments into a single document. Many of the amendments previously required are now built into the enrollment document.

Customers utilizing the County of Riverside EA Master Agreement may choose either an Enterprise Enrollment or a Server and Cloud Enrollment (or both) depending on their needs.

E2 Standard Pricing Across all platforms
Microsoft will provide LSP's (authorized EA LSPs on this contract) with Govemment Level-D. pricing offofpublished "LSP cost" all platforms. Azure discount is a factor ofthe consumption rate.

This will make it easy when calculating New. Additional product, and True-up purchases at the beginning or during your Enterprise Agreement Term. It also reduces possible confusion among partners.

EJ No charge Onboarding Services
Microsoft assisted onboarding is now a benefit of Otljce 365, Microsoli Intune. Azure AD Premium and Azure RMS. Eligible customers will receive guidance from a dedicated group ofonboarding experts known as the Microsoft FastTrack Center (FTC) to onboard to these services. The FTC uses an onboarding approach known as FastTrack to help you, your IT Team. and or Partner, confidently onboard new users and capabilities. Programs are subject to change and/or evolve.

E{ No Charge Security Incident Assistance
M icrosoft will engage special security teams in the event of an exploit ifyour organization leverages Microsoft security technologies as part of your enterprise agreement commitment. These teams will help you identift and stop the malicious attack and triage the incident. See your Microsoft Sales Executive for more details.
ta,5
E6 Additional Software Assurance benefits
With New Version Rights, you can upgrade each Microsoft product license that is covered by active Software Assurance to the most recent version for no additional cost. When a new version of Microsoft Office is released during the term of your agreement, your licenses are automatically trpgraded to the new version.

Rct rsron l/(16/2021
Oflfice Roaming Use Rights: Help expand end-user productivity and extend the value of your virtual desktop environment with Olfice Roaming Use Rights. which lets users with Software 15 Raise and lower commitment for hosted services during the Enterprise Agreement Period You can raise your commitment lor hosted services like 0365, CRM, Azure during the current EA year and only commit to the remaining months in that year. Example: your anniversary for your Year-2 term is in November and your adding 100 Office 365 users in May. You will only be obligated to pay for the 6 months leading to your anniversary. Additionally, you can now true-down hosted services at your anniversary to the original commitment level as well.

Page 63 ends

AGREEMENT # ITARC.OO929
Assurance on Office. Project. or Visio remotely access their software on their virtual desktops from third-party devices.

Spread Payments: Spread the costs of your License and Software Assurance purchase across three equal. annual sums versus one up-front payment to help reduce initial costs and aid in l'orecasting annual software budget requirements up to three years in advance. When you use the Spread Payments benefit, no interest or additional fees are incurred. You may also consider Microsoft Payment Solutions to help finance your technology needs. including software, services. partner products, and hardware. Although Microsoft Payment Solutions is not part of Software Assurance. you can choose it separate from, or in addition to. the Spread Payments benefit to create a customized payment structure.

Step-Up Licensing: Volume Licensing customers with Software Assurance can migrate from a lower edition to a higher edition software product while maintaining their Software Assurance coverage on a given product. The Step-up License makes it easier lor you to move from a lower level edition to a higher-level edition without incurring the full cost of licensing two separate editions of the software.

Rcvrsion l/06/2021
16 Docusign Envelope lD: D1C85720-9C7F-4A8E-8635-A681851 FAA9E More information about the Software Assurance by products as listed above can be found at:
https://www. microsoft.com/en-us/Licensing/licensing-propra ms/software-assurance-byproduct.aspx?83ffdda4-a263-4123-9752-1122538c0a96=True

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DocuSign Envelope lDr D1C85720-9C7F-4A8E-8635-4681851FAA9E AGREEMENT # ITARC-00929
Exhibit E
Microsoft Enterprise Agreements and Amendments
Et)
E2)
E3)
E4)
Microsoft Enterprise Agreement No. 8084445.

Microsofl Select PIus Agreement No. 7756479.

Amendments No. l - EA Custom Terms CTM (Document No. CTM-CPT-OPT-FWK) Amendments No. 2- EA Custom Terms (Document No. CTM-FWK-CTC-ACR).

Ilcvrsron l/06/2021
T7

Page 65 ends

Quote Date: 01.16.2025 Customer Quoted by:

City of Rancho Cucamonga Crayon Software Experts LLC
Attn: Tanya Trieu-Bui 12221 Merit Drive, Suite 1400
[email protected] Dallas, TX 75251
Susan McDowell
[email protected]
Select Plus Renewal (7756479 / 8D6B2B75)
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 1 (05/01/2025 - 04/30/2026)
9EM-00263 Win Server Standard Core SLng SA 2L 192 $ 24.62 $ 4,727.04 9EA-00268 Win Server DC Core SLng SA 2L 360 $ 140.31 $ 50,511.60 Year 1 Total $ 55,238.64
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 2 (05/01/2026 - 04/30/2027)
9EM-00263 Win Server Standard Core SLng SA 2L 192 $ 24.62 $ 4,727.04 9EA-00268 Win Server DC Core SLng SA 2L 360 $ 140.31 $ 50,511.60 Year 2 Total $ 55,238.64
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 3 (05/01/2027 - 04/30/2028)
9EM-00263 Win Server Standard Core SLng SA 2L 192 $ 24.62 $ 4,727.04 9EA-00268 Win Server DC Core SLng SA 2L 360 $ 140.31 $ 50,511.60 Year 3 Total $ 55,238.64
Total Years 1 - 3 $ 165,715.92
** Pricing Expires in 30 days from date of quote**
**All items included in this RFQ are new, unused, not refurbished, with original manufacturer warranty.** Remit to Address:

Crayon Software Experts, LLC
Attn: Finance Manager
12221 Merit Drive, Suite 1400
Dallas, TX 75251
Phone: 469-329-0290
[email protected]
Send POs to [email protected]
# Crayon - Internal Only
ATTACHMENT 3 Page 66
Quote Date: 01.16.2025 Customer Quoted by:

City of Rancho Cucamonga Crayon Software Experts LLC
Attn: Tanya Trieu-Bui 12221 Merit Drive, Suite 1400
[email protected] Dallas, TX 75251
Susan McDowell
[email protected]
SCE Renewal (expiring enrollment 7753509)
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 1 (05/01/2025 - 04/30/2026)
7NQ-00292 SQL Server Standard Core ALng SA 2L 118 $ 617.07 $ 72,814.26 Year 1 Total $ 72,814.26
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 2 (05/01/2026 - 04/30/2027)
7NQ-00292 SQL Server Standard Core ALng SA 2L 118 $ 617.07 $ 72,814.26 Year 2 Total $ 72,814.26
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 3 (05/01/2027 - 04/30/2028)
7NQ-00292 SQL Server Standard Core ALng SA 2L 118 $ 617.07 $ 72,814.26 Year 3 Total $ 72,814.26
Total Years 1 - 3 $ 218,442.78
** Pricing Expires in 30 days from date of quote**
**All items included in this RFQ are new, unused, not refurbished, with original manufacturer warranty.** Remit to Address:

Crayon Software Experts, LLC
Attn: Finance Manager
12221 Merit Drive, Suite 1400
Dallas, TX 75251
Phone: 469-329-0290
[email protected]
Send POs to [email protected]
# Crayon - Internal Only

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Quote Date: 01.22.2025 Customer Quoted by:

City of Rancho Cucamonga Crayon Software Experts LLC
Attn: Tanya Trieu-Bui 12221 Merit Drive, Suite 1400
[email protected] Dallas, TX 75251
Susan McDowell
[email protected]
MPSA Renewal (expiring academic enrollment 4100102202)
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 1 (05/01/2025 - 04/30/2026)
AAA-03771 CoreCAL Dev ClASA CoreCAL Per Device Client Access SA 60 $ 7.10 $ 426.00 AAA-12387 Windows EDUpD Dev UpSA WindowsEDU Per Dvc Per Device Upgrade SA 60 $ 14.33 $ 859.80 AAA-03511 Office Pro+ Dev SftSA OfficeProfessional Plus Per Device Software SA 60 $ 18.24 $ 1,094.40 Year 1 Total $ 2,380.20
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 2 (05/01/2026 - 04/30/2027)
AAA-03771 CoreCAL Dev ClASA CoreCAL Per Device Client Access SA 60 $ 7.10 $ 426.00 AAA-12387 Windows EDUpD Dev UpSA WindowsEDU Per Dvc Per Device Upgrade SA 60 $ 14.33 $ 859.80 AAA-03511 Office Pro+ Dev SftSA OfficeProfessional Plus Per Device Software SA 60 $ 18.24 $ 1,094.40 Year 2 Total $ 2,380.20
Part Number Description Qty Annual Unit Price Extended Amount Pricing and Usage Year 3 (05/01/2027 - 04/30/2028)
AAA-03771 CoreCAL Dev ClASA CoreCAL Per Device Client Access SA 60 $ 7.10 $ 426.00 AAA-12387 Windows EDUpD Dev UpSA WindowsEDU Per Dvc Per Device Upgrade SA 60 $ 14.33 $ 859.80 AAA-03511 Office Pro+ Dev SftSA OfficeProfessional Plus Per Device Software SA 60 $ 18.24 $ 1,094.40 Year 3 Total $ 2,380.20
Total Years 1 - 3 $ 7,140.60
** Pricing Expires in 30 days from date of quote**
**All items included in this RFQ are new, unused, not refurbished, with original manufacturer warranty.** Remit to Address:

Crayon Software Experts, LLC
Attn: Finance Manager
12221 Merit Drive, Suite 1400
Dallas, TX 75251
Phone: 469-329-0290
[email protected]
Send POs to [email protected]
# Crayon - Internal Only

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
President and Members of the Board of Directors
FROM: Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager / Fire Chief Julie A. Sowles, Deputy City Manager
Behrang Abadi, Director of Innovation and Technology
Lilyan Villarreal, Deputy Director of Innovation and Technology Ruth Cain, Procurement Manager
Tanya Trieu-Bui, Management Analyst
SUBJECT: Consideration to Approve the Single-Source Procurement and Execute a Professional Services Agreement with Triden Group in the Amount NotTo-Exceed $160,000 for the Implementation of Network Hardware and Software for the Network Refresh Project. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Fire Board of the Rancho Cucamonga Fire Protection District approve the Single-Source Procurement and execute a Professional Services Agreement with Triden Group in the amount not-to-exceed $160,000 for the implementation of network hardware and software related to the network refresh project.

BACKGROUND:

The City’s network infrastructure is nearing end-of-life and requires replacement of outdated equipment to maintain reliability and performance. Much of the existing hardware has exceeded its recommended lifecycle, resulting in increased maintenance costs, reduced efficiency, and heightened risk of service disruptions. On January 17, 2026, the City Council and the Rancho Cucamonga Fire Protection District approved the contract with CDWG to procure network hardware, software, and support services to replace outdated networking systems with modern, supported technology as part of the network refresh project. The City will require the expertise of a contractor to install and configure the acquired goods and services in accordance with industry standards.

ANALYSIS:

The selected vendor for the City’s network refresh will require access to City/Fire facilities and internal systems. Due to the sensitive nature of this work, it is important to use a trusted partner with an established relationship with the City. Triden Group is already familiar with the City’s systems and can begin work immediately; the vendor has worked alongside the City since 2020 to design, deploy, and support critical network infrastructure. Using a different vendor would require additional time for onboarding and could increase the risk of delays or service disruptions. A single-source approach also helps protect the City’s security; publicly soliciting this project would require sharing sensitive information about City systems and

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facilities. Limiting access to this information to a known and trusted vendor reduces potential security risks.

FISCAL IMPACT:

The total cost of the Triden Group contract is $160,000. Sufficient funding is available for this contract. A total of $1,825,000 was allocated in the Tech Replacement Fund for the network refresh project in the FY 2025/26 budget under account F714-CC001 and an additional $1,825,000 was allocated in the Fire Protection Capital Fund for the project.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council's Core Value of intentionally embracing and anticipating our future.

ATTACHMENTS:

Attachment 1 - Triden Single Source Form and Memo

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ATTACHMENT 1

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01/14/2026

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Jason C. Welday, Director of Engineering Services/City Engineer James Lo, Assistant Engineer
SUBJECT: Consideration to Accept Public Improvements of an Interceptor Channel Located North of Wilson Avenue between East Avenue and Etiwanda Avenue per Improvement Agreement, Related to Tract No. 16072 and Case No. ENG2021-00029, as Complete, File a Notice of Completion, and Authorize Release of Bonds. (CITY)
RECOMMENDATION:

Staff recommends that the City Council:

1. Approve and accept the public improvements consisting of an interceptor channel and its design, required for the development of Tract No. 16072 and permitted under Case No.

ENG2021-00029 and authorize the City Engineer to file the appropriate Notice of Completion; and

2. Release Faithful Performance Bond and Labor and Material Bond and accept Maintenance Bond for the associated public improvements; and

3. Authorize the City Engineer to approve the release of the Maintenance Bond one year following the filing of the Notice of Completion if the improvements remain free from defects in material and workmanship.

BACKGROUND:

Tentative Tract No. SUBTT16072 was approved by the City Council on June 16, 2004, by Resolution No. 04-206 for the construction of 358 single-family lots ranging from approximately 9,000 square feet to over ½ acre. The final map of Tracts 16072, 16072-1, 16072-2 and 16072-3 along with an improvement agreement and securities were approved by the City Council on July 19, 2023 to ensure construction of the required public improvements. Since the map recordation, Richland Developer, Inc. sold the properties to Toll Etiwanda, LLC and Lennar Homes of California, LLC for their final development and improvement. Richland Developer, Inc., remained solely responsible for the interceptor channel located at the northerly limits of the project site. Toll Etiwanda, LLC and Lennar Homes of California, LLC are responsible for the remaining public improvements required for said tract maps. Toll Etiwanda, LLC and Lennar Homes of California, LLC each submitted an improvement agreement and securities that were approved by the City Council on May 21, 2025 to ensure completion of the remaining required public improvements.

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ANALYSIS:

All public improvements required of this development, specifically related to the interceptor channel, have been completed to the satisfaction of the City Engineer.

Prior to construction of the public improvements the developer, Richland Developers, Inc. submitted the following securities to ensure satisfactory completion of the improvements:

Faithful Performance Bond $2,199,820.00
Labor and Material Bond $2,199,820.00
City staff conducted a final inspection of the public improvements in December of 2025 and confirmed all work was completed in accordance with the plans, specifications and to the satisfaction of the City Engineer.

With the completion of the improvements, the Faithful Performance and Labor and Material bonds are no longer required. The City will retain 10% of the Labor and Material Bond as the Maintenance Bond Deposit to secure maintenance of the improvements through the one-year warranty period (one year from final acceptance). The public improvements will be re-inspected at the one-year mark to ensure they remain in good order prior to release of the maintenance bond.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s vision for the City by ensuring the maintenance of highquality improvements that promote a world class community.

ATTACHMENTS:

Attachment 1 - Vicinity Map

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ATTACHMENT 1
ENG2021-00029
Vicinity Map

NOT TO SCALE

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Jason C. Welday, Director of Engineering Services/City Engineer Christopher Sorensen, Senior Engineer
Sarine Hazarshahian, Assistant Engineer
SUBJECT: Consideration to Accept as Complete, File the Notice of Completion and Authorize Release of Retention and Bonds for the Fiscal Year 2024/2025 Local Overlay Pavement Rehabilitation Project. (CITY)
RECOMMENDATION:

Staff recommends that the City Council:

1. Accept the Fiscal Year (FY) 2024/25 Local Overlay Pavement Rehabilitation Project, Contract No. 2025-065 (Project), as complete;

2. Approve the final contract amount of $2,625,315;

3. Authorize the release of the Faithful Performance Bond 35 days after recordation of Notice of Completion and accept a Maintenance Guarantee Bond;

4. Authorize the release of the Labor and Materials Bond in the amount of $2,636,000, six (6) months after the recordation of said notice if no claims have been received;

5. Authorize the City Engineer to file a Notice of Completion and release the project retention, 35 days after recordation of Notice of Completion; and

6. Authorize the City Engineer to approve the release of the Maintenance Guarantee Bond one (1) year following the filing of the Notice of Completion if the improvements remain free from defects in material and workmanship.

BACKGROUND:

On June 04, 2025, the City Council awarded a construction contract to Onyx Paving Company, Inc., in the amount of $2,636,000 plus 10% contingency in the amount of $263,600 to address unforeseen construction related incidentals. The Project included overlaying local streets in various neighborhoods across the City as part of the annual pavement management program.

A vicinity map illustrating the various neighborhood streets that received pavement overlay is included as Attachment 1. A copy of the June 04, 2025, City Council staff report is on file with the City Clerk. The scope of work consisted of cold milling, routing and crack sealing, asphalt concrete

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overlay, adjusting existing manholes, clean-outs, water meters, and valves to new grade, installation of pavement markers and striping, upgrading existing curb ramps, concrete repairs, and related items of work per plans.

ANALYSIS:

The subject project has been completed in accordance with the approved plans and specifications and to the satisfaction of the City Engineer. Two (2) contract change orders were issued during construction resulting in a net decrease of $2,040 to the contract amount due to a credit back change order and a change order of grinding cobble stone. A detailed description of the contract change orders are on file with the City’s Engineering Services Department.

The final balancing statement resulted in a net decrease of $8,645 to the final contract amount due to a decrease from two (2) separate bid item quantities, reduction in cold plane, and reduction in remove and replace. The balancing statement conforms with the final contract quantities to the actual quantities placed or constructed during the contract.

At the end of the one-year maintenance period, if the improvements remain free from defects in materials and workmanship, the City Clerk will release the Maintenance Bond upon approval by the City Engineer.

Crosswalk Removal:

Prior to the start of construction, the Engineering staff noticed a crosswalk in the construction area that was not being used. On May 22, 2025 Engineering staff posted signs notifying residents of the City’s intent to remove the crosswalk and information on how they could provide input if they had concerns regarding this decision. The signs were posted for more than 30 days without resident comments or concerns. The City removed the crosswalk September 25, 2025.

FISCAL IMPACT:

A total of $3,066,060 was budgeted in FY 2024/25 from the State Gas Tax R&T7360 Fund (Fund 174) and from Measure I Fund (Fund 177). The total funds for this project were identified under Capital Improvement and Public Works projects Account No.'s in the amounts listed below:

Account No. Funding Source Description Amount
F174 CC303 7000 SC7004;
PID2198-174
Gas Tax R&T7360
Fund (174)
Local Street Rehab $1,155,000
F177 CC303 7000 SC7004;
PID2198-177
Measure I Fund
(177)
Local Street Rehab $1,911,060
Total Project
Funding
$3,066,060
The final project cost is $2,813,780 as shown below:

Expenditure Amount
Final Construction Contract $2,625,315
Construction Inspection Services $66,170
Construction Materials Testing $19,985
Construction Survey Services $102,310
Total Project Cost $2,813,780

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A total of $252,280, remains in the budget for this project and will be returned to the Gas Tax R&T7360 (Fund 174) and Measure I (Fund 177) balances to be used for future capital improvement projects.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This project meets our City Council core values by promoting and enhancing a safe and healthy community for all, and by providing continuous improvement through the construction of highquality public improvements.

ATTACHMENTS:

Attachment 1 - Vicinity Map

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ATTACHMENT 1
PROJECT# 800-2025-01
FY 2024/25 LOCAL OVERLAY PAVEMENT

REHABILITATION PROJECT

VICINITY MAP

NOT TO SCALE
Project Site Hermosa Avenue

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager
Matt Marquez, Economic Development Director
Zack Neighbors, Building & Safety Services Director
Jason Welday, Engineering Services Director
Jennifer Nakamura, Planning Director
SUBJECT: Quarterly Development Update - Fourth Quarter 2025. (CITY) RECOMMENDATION:

Staff recommends that the City Council receive a presentation from staff on development-related activities for the fourth quarter of 2025 (October through December).

BACKGROUND:

In 2023 staff began providing Quarterly Development Updates (QDU) to the City Council. The purpose of these reports is to regularly inform the Council and the community about development related activities. While annual reports such as the General Plan progress report, offer some insights into development activities (including the number of permits issued and housing units constructed), quarterly updates effectively deliver information on development activities over a shorter time frame. These updates also allow staff to include additional information, such as economic development activities and customer service data, which are not typically covered in annual reports but are essential to the City’s community and economic development efforts.

ANALYSIS:

The QDU presented to the City Council will include summaries of activities from the Building & Safety, Planning, Engineering, and Economic Development departments. This includes, but is not limited to, details on entitlement approvals by use type, updates on key development projects, and reporting on building permit and plan check activities.

Staff's formal presentation to the City Council will provide further details on development-related activities, and staff will continue to present this information to Council on a quarterly basis.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the Council’s following core values:

1. Providing and nurturing a high quality of life for all

2. Relentless pursuit of improvement

3. Building and preserving a family-oriented atmosphere ATTACHMENTS:

None.

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager
Carina Campos, Management Analyst II
Wessley Garcia, Library Director
Nathan Hunt, Acting Director of Community Services
Erika, Lewis-Huntley, Management Analyst III
Matt Marquez, Economic Development Director
Robert Neiuber, Human Resources Director
Lisa O’Brien, Management Analyst II
Jennifer Phillips, Organizational Development Director
Rick Snawder, Deputy Fire Chief
SUBJECT: PathwaysRC – A Plan to Develop Pathways to Public Service – Update and Implementation Strategy. (CITY)
RECOMMENDATION:

Staff recommend the City Council receive and file a presentation on updates to PathwaysRC and its implementation strategy.

BACKGROUND:

California’s local governments have faced a workforce crisis, evidenced by increasing recruitment and retention challenges across cities, counties, and special districts. The situation is justified by recent data from the Institute of Local Government (ILG, 2024), which highlights that vacancy rates in essential positions have risen by over 10% statewide, threatening the continuity of vital services and effective long-term planning. Addressing this issue is critical to safeguard the wellbeing of local communities.

The City of Rancho Cucamonga is committed to fostering a strong and engaged community by cultivating local talent and encouraging civic involvement. The City’s General Plan, known as PlanRC, is the vessel for the community’s forward-thinking approach to city building. PlanRC puts people at the forefront of the city building process and includes polices addressing issues such as current and future workforce development needs. One such policy is known as LC-3.7 and states the following:

Develop our Economy. Actively promote and encourage opportunities for local economic development, education, housing, locally hiring, internships and employment from cradle to career so as to increase resident retention, improve and grow a strong local economy, achieve a positive jobs-housing match; retain critical educational resources and human capital, reduce

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regional commuting, gas consumption and greenhouse gas emissions and ensure equitable opportunities for all residents of the City and region to thrive.

In April of 2025, the City Council received a presentation from staff on a plan known as PathwaysRC. This plan was designed to introduce and inform Rancho Cucamonga residents and others, particularly students from elementary school through college, about career opportunities within the City and local government. In September of 2024, a group of City employees began working on PathwaysRC as part of the Lincoln Vibrant Communities Team Program. This program brought together the forces of the Lincoln Institute of Land Policy and Claremont Lincoln University in a powerful program for leaders and teams engaged in addressing public sector challenges. Participants were tasked with creating a plan to address an issue that, if resolved, would significantly improve the community. (Claremont Lincoln University, 2024) The Rancho Cucamonga team selected workforce development as its issue to address and developed PathwaysRC. Understanding this issue is complex and includes many different components, the group chose to focus on developing a plan that will help to create pathways to public service focusing on key components of general plan policies such as LC-3.7. By choosing a career in public service, people can directly contribute to the growth and well-being of the local communities they call home, creating a legacy of service and civic pride. PathwaysRC serves as a starting point for greater workforce development efforts that over time can develop more opportunities for local hiring and employment from cradle to career.

As mentioned earlier in this report, City Council received a presentation on PathwaysRC in April of 2025. Thereafter, as part of their standard goal setting process, the Council developed the following goal:

Present to the City Council a plan and implementation strategy for workforce development pathways into public service.

In response, an internal subcommittee was formed to update PathwaysRC as well as create an implementation strategy. In December 2025, staff updated Council on the progress made toward updating PathwaysRC, and informed Council that they would receive a formal presentation on the matter in February 2026.

ANALYSIS:

PathwaysRC aims to tackle both the industry-wide challenge of public sector workforce shortages and the local challenge of the perceived limited amount of employment opportunities within the City. It is intended to build awareness of the diverse career opportunities within local government and public service. The plan is focused on the following key priorities:
• Provide opportunities for all residents to thrive.
• Provide opportunities for engagement and learning at multiple levels of education. • Increase resident retention and human capital through workforce development efforts. • Create opportunities for community members from cradle to career. • Actively promote and encourage opportunities for greater education and local hiring.

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Information on the programming developed as part of the PathwaysRC update is provided below.

References to the original PathwaysRC plan, presented to City Council in 2025, are also provided . The fully updated plan is attached to this staff report. Additionally, PathwaysRC was developed as a plan that would evolve over time and adapt to different conditions and challenges. The implementation piece is divided into the three target groups identified in the plan and includes its own set of goals and task items to achieve the vision of PathwaysRC.

PathwaysRC Programming
PathwaysRC was structured to engage students and young professionals at multiple educational levels, focusing on developing an ongoing and sustainable community engagement program to educate future workforce participants, ensuring early exposure to municipal careers and fostering a deep sense of local commitment. Per the plan, engagement would occur at three different stages (labeled as programs), which are displayed below, along with associated task items.

1. Elementary & Middle School Program

2. High School Program

3. Early Career Program
Elementary & Middle School Program
Aimed at early engagement to educate children about various careers in public service and local government. Engaging elementary and middle school students in workforce development matters because it can help shape their identity, keep them engaged in school, and help to build a stronger, more equitable talent pipeline for the community. Changes were made to this Program’s description to include language related to instilling civic awareness and curiosity about careers in the public sector. Programming at this level includes the following components:
• Task 1.1 School Career Days – Coordinate with school districts within the city to attend (or to continue to attend) career days and share work experiences. The updated plan includes specific language related to staff’s participation in Career Days, including being featured as guest speakers.
o Cadence – 4 events/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EMS 1.1A Identify public service careers that instill civic awareness and inspire curiosity..
• EMS 1.1B Create presentation framework that is civic-minded and includes talking points and activity for selected careers.
• EMS 1.1C Coordinate with local elementary and middle schools and identify careers days.
• EMS 1.1D Partner with local elementary and middle schools to engage parent groups and deliver presentations.

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• Task 1.2 Day in the Life Videos – Bringing careers to life through video is an engaging way to help students visualize public service roles and understand the impact they make in the community. These videos make learning interactive and relatable, connecting real people and real work. Beyond the classroom, the videos could be widely disseminated through the City’s website, social media, and community channels – to reach students, parents, and educators, ensuring broader awareness of public service careers. Paired with supplemental materials and school partnerships, this task creates a dynamic and accessible learning experience. This section was amended to better describe the purpose of the videos. It now discusses connecting with potential partners to launch the video series.
o Cadence – 1 program/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EMS 1.2A Identify public service careers and create Day in the Life Video series.
• EMS 1.2B Develop supplemental materials to support the Day in the Life Videos and reinforce the learning outcome.
• EMS 1.2C Create a checklist or steps for delivery of videos and supplemental materials to students, parents and educators.
• EMS 1.2D Connect with local elementary and middle schools to include videos and supplemental documents in classroom instruction and in parent group discussions.
• Task 1.3 Community Service Events – Participate in community events and share information on public service careers including but not limited to career options, pathway, benefits, and long-term career trajectory. Information should be age-appropriate for students, parents and guardians. The career paths children pursue are often strongly influenced by their parents and guardians. This section of the plan includes minor edits that added language regarding instilling civic awareness and curiosity. o Cadence – 2 events/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EMS 1.3A Identify community events to attend and host a booth and disseminate age-appropriate information for public service careers. • EMS 1.3B Identify school-sponsored events to attend and host a booth. (Back-to-school nights, PTA Meetings etc.)
• Task 1.4 Junior Civic Explorers – This section was previously titled, Healthy RC Youth Leaders, and envisioned students being assigned a capstone project to solve over the

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course of the year focusing on different community issues. This section was overhauled and is now titled Junior Civic Explorers. Here, staff will introduce civic-themed activities to

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youth participants to spark curiosity and build early awareness of public service careers. Hands-on experiences make learning interactive and relatable, helping students understand how local government impacts their daily lives. Activities should combine fun, teamwork and real-world connections that resonate with elementary and middle school students while fostering a sense of community and leadership, such as, a themed week in the City’s Youth Summer Camp (ages 6-12) designed to introduce students to public service and the inner workings of City Hall. o Cadence – 1 event/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EMS 1.4A Coordinate a civic-themed week in the City’s Youth Summer Camp to promote awareness on public service careers.
• EMS 1.4B Explore hosting a Student Government Day at City Hall.

High School Program
Focuses on career exploration and skill building through career fairs, internships and community involvement. Workforce development opportunities for high school students can help directly shape their future education-related choices, and improve long-term economic and professional outcomes. Career exploration and planning in high school helps students set realistic, aligned goals for college, training, or direct entry into work. • Task 2.1 Career Fairs –Career fairs provide an opportunity to connect with students and showcase the wide range of careers available in local government. By maintaining a strong presence at these events, the City can build awareness, attract future talent, and strengthen relationships with local schools. Participation in career fairs should reflect a City-wide approach, with staff representing the organization as a whole rather than focusing solely on their individual department or division. Here, City staff can do things like attend High School Career Fairs to educate students about different opportunities within the Public Sector and the benefits of public service. o Cadence – 4 events/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• HS 2.1A Develop marketing materials on career opportunities in local government.
• HS 2.1B Continue to participate in career fairs.
• HS 2.1C Coordinate with campus clubs to engage students and deliver presentations.
• HS 2.1D Provide opportunities for youth employment.

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• Task 2.2 Internship and Volunteer Opportunities – Internship and volunteer programs are essential tools for building career awareness, exploration, and preparation – key stages of the Career Development Continuum outlined by the San Bernardino County Superintendent of Schools. By offering hands-on experiences and structured learning opportunities, the City can help students connect academic concepts to real-world applications while fostering interest in public service careers. This was previously titled Pathways to Public Service Day.
o Cadence – 1 event/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• HS 2.2A Implement a micro-internship program.
• HS 2.2B Explore implementing a summer internship as part of the City’s internship program.
• HS 2.2C Continue and enhance the City’s volunteer program. • Task 2.3 Civic Spark Opportunity – CivicSpark is an award-winning and evidence-based fellowship program that builds local workforce capacity to advance community planning priorities while launching the careers of young professionals. Here, the City will partner with High Schools to offer course credit to students for participation in the Civic Spark program.
o Cadence – 2 events/year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• HS 2.3A Explore the City’s participation in CivicSpark Fellowship Opportunities with High Schools.
• Task 2.4 Healthy RC Youth Leaders – HealthyRC Youth Leaders is a program outlined in the HealthyRC Strategic Plan. Each year, local youth are invited to apply for participation in the HealthyRC Youth leaders cohort.
o Cadence – Ongoing
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• HS 2.4A Create cohort of students and identify capstone project. • HS 2.4B Continue to enhance the Teen Summit by coordinating a civicthemed activity to promote awareness on public service careers.

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Early Career Program
The goal of this section is to support early career individuals as they enter and grow within the public sector. Workforce development opportunities for this group are important because they can turn education into real opportunity, help to stabilize their early work lives, and boost longterm earnings and mobility. Plan language was updated to describe this program as one that will support early-career individuals as they enter and grow within the public sector. • Task 3.1 Internships – Offer paid internship programs across various City departments to attract staff. Internships should be paid where possible to attract quality applicants.

While verbiage in the updated plan was revised, the purpose and goal behind this item has not changed.
o Cadence – In progress
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EC 3.1A Continue and enhance the City’s Volunteer program. • EC 3.1B Develop and implement an ongoing formal internship program. • Task 3.2 Higher Education Institutions – This item was formerly titled, Apprenticeship Network. The title has been updated as well as its description. The plan now discusses building upon the City’s relationships with higher education institutions by participating in ongoing programs and exploring opportunities to host interns and skilled trade apprenticeships.
o Cadence – Varies
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EC 3.2A Connect with higher education institutions.
• EC 3.2B Participate in career and hiring fairs.
• EC 3.2C Participate as guest speakers or on panel discussions. • EC 3.2D Explore hosting a skilled trades apprenticeship. • EC 3.2E Explore establishing a public service certificate program. • Task 3.3 RC Hiring Fair – City staff to continue to offer and expand annual RC Hiring Fair which includes over 200+ participants and discuss various job opening opportunities at the city. The description of this item has been updated version of PathwaysRC. did not change the intent, but rather clarifies that the City will continue to host an employer booth at the event to showcase current job opportunities and to provide exposure to careers within the City.

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o Cadence – Ongoing, at least1 event/year

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Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EC 3.3A Continue to host the City’s Annual Hiring Fair. • EC 3.3B Continue to host a booth at the City’s public Safety Open House. • Task 3.4 Professional Development – This item was formerly known as Community College Connections. While the title has changed, the purpose remains the same and the PathwaysRC plan sets forth specific actions to aid in career development, including, supporting the City’s existing Coaching Program for existing and future employees, and supporting professional development by coordinating upskilling opportunities. Additionally, the implementation plan for this item also includes a focus on exploring pathways to public service for military veterans, as well as focusing on public sector apprenticeships. o Cadence – Two to four programs per year
Actions related to this task include the following items. Additional details on each item are provided in the attached PathwaysRC plan:
• EC 3.4A Support the City’s Coaching Program.
• EC 3.4B Identify the City’s employment needs and use findings to inform other programs and initiatives.
• EC 3.4C Support professional development by coordinating upskilling opportunities.
• EC 3.4D Enhance Fellowship Opportunities.
• EC 3.4E Explore veteran pathways to public service.
• EC 3.4F Explore opportunities for public sector apprenticeships.

Next Steps
To continue moving forward with implementation of PathwaysRC, the following next steps were developed:
• Pathways RC Subcommittee: Continue to meet on a regular basis to track the implementation of the programs and initiatives identified in each of the Pathways to make the Vision and Goals outlined in PathwaysRC a reality.
• Continue and Increase Collaboration with the City’s Human Resources Business Partners: Collaborate with the City’s HR Business Partners to understand how PathwaysRC can support employee recruitment and retention. Identify weaknesses and threats and leverage partnerships and resources to create opportunities. • Continue and Increase Coordination with the City’s Organizational Development Department: Collaborate with the Organizational Development Department to support

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each other’s efforts for continued Staff upskilling, professional development and succession planning.
• Workforce Development Hub Publication: Generate a comprehensive list of existing and available PathwaysRC programs that community members can register to participate in, allowing for activity cross promotion, improved accessibility, and resource identification.

CONCLUSION:

Pathways RC represents a strategic investment in the future of Rancho Cucamonga by inspiring the next generation of public service professionals. By emphasizing the personal and communitywide benefits public service, this initiative seeks to instill purpose and pride in local government careers. Through Pathways RC the City can cultivate homegrown talent, enhance civic engagement, and build a more resilient workforce dedicated to great places. Staff looks forward to Council’s feedback and support in advancing this important initiative.

FISCAL IMPACT:

The fiscal impact associated with this item will vary over time due to the level of participation in the programs outlined in PathwaysRC. For example, part-time internship salaries can vary from approximately $16,562 to $25,796 annually. Additionally, the average cost for a city to participate in the Civic Spark program is approximately $37,000 annually. Over the years departments have used salary savings and grants to cover some of these costs, but those are not always available and relying on them is not sustainable.

Initially, staff envisions that budget requests will be made for supplies and materials to initiate Pathways related programs and events. These requests will likely be in the $10,000 to $15,000 range. Other action items, like an ongoing internship program, will require the need for a more significant budget request. Staff estimates cost for programs that add or need additional personnel range from $250,000 to $500,000 a year; these programs will be evaluated during the budget process with other new program and personnel request before coming to City Council for consideration to be funded.

COUNCIL MISSION / VISION / VALUES /GOAL(S) ADDRESSED:

This item addresses the following City Council goal: Present to the City Council a plan and implementation strategy for workforce development pathways into public service.

ATTACHMENTS:

1. PathwaysRC – Updated Plan

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LINCOLN VIBRANT

COMMUNITIES

LINCOLN VIBRANT

COMMUNITIES
TTeeaammss PPrrooggrraamm

PATHWAYSRC
Original Plan created through the Lincoln Vibrant Communities Teams Program in March 2025.

This project is supported by the Lincoln Institute of Land Policy, a non-profit global thought leader in solving social, environmental, and economic challenges.

February 2026 Update
Attachment 1

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February 2026 Update
2 Introductory Note
The following sections incorporate updates to the Original version of the PathwaysRC Plan reviewed by the City Council in April 2025. Since then, Staff has advanced various programs and is providing an update to the Plan.

The revisions include adjustments needed to better support the Vision and Goals of PathwaysRC.

An Implementation Plan is included identifying task items for each program. These include initiatives already underway as well as items designed to strengthen the foundation for creating a future of pipeline of public servants. The Implementation Plan is a fluid document; as stakeholder relationships are established and programs are advanced, ongoing adjustments will be necessary.

Progress updates to PathwaysRC will be included in the Economic Development Strategy (EDS) annual update.

Revision

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DEVELOPED BY

CARINA CAMPOS, MANAGEMENT ANALYST II

WESSLEY GARCIA, LIBRARY DIRECTOR

NATHAN HUNT, ACTING DIRECTOR OF COMMUNITY SERVICES

ERIKA LEWIS-HUNTLEY, MANAGEMENT ANALYST III

MATT MARQUEZ, ECONOMIC DEVELOPMENT DIRECTOR

ROBERT NEIUBER, HUMAN RESOURCES DIRECTOR
LISA O’BRIEN, MANAGMENT ANALYST II

MARLENA PEREZ, PRINCIPAL ENGINEER

JENIFER PHILLIPS, ORGANIZATIONAL DEVELOPEMENT DIRECTOR

RICK SNAWDER, DEPUTY FIRE CHIEF

PATHWAYSRC
3

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TABLE OF CONTENTS
EXECUTIVE SUMMARY.................................................................................................................................................................................................................................

ABOUT THIS PLAN............................................................................................................................................................................................................................................ 04 09
14 PATHWAYSRC
OUR VISION..........................................................................................................................................................................................................................................................

KNOWING & UNDERSTANDING THE WHY (METHODOLOGY)......................................................................................................................................

VISION & GOALS......................................................................................................................................................................................................................................... 12 BIBLIOGRAPHY.................................................................................................................................................................................................................................................... 20 4
SURVEY KEY FINDINGS (SURVEY AND DATA)...........................................................................................................................................................................

CONCLUSION & NEXT STEPS................................................................................................................................................................................................................... 29 31
24

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Executive Summary Page 97
Executive Summary
6 California’s local governments are facing a workforce crisis, with 70% of the state’s cities, counties, and special districts struggling with recruitment and retention. This issue can lead to significant vacancies in essential positions and ultimately disrupt services for local community members and hinder effective planning for the future of many cities. (ILG, 2024)
In the past decade, Rancho Cucamonga has experienced remarkable growth due to its unique approach to city building, resulting in an increase in population, employment opportunities, and business investment. However, approximately 85% of the working population in Rancho Cucamonga commutes outside the city for employment.

Plus, only 33% of the people who work for the City, are residents of the community. Studies show that between 35% and 40% of city employees live in the city they serve in California. This also varies based on department and position. To address the challenges faced by local government agencies, including those in Rancho Cucamonga, it is essential to create new pathways to public service for future generations of local leaders and city builders. This will help ensure opportunities for local economic development, education, local hiring, internships, and employment from cradle to career. Doing so will over time help to increase resident retention, preserve educational resources and human capital, and promote equitable opportunities for everyone to thrive.

Problem Statement

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Executive Summary
7 This plan develops a vision and goals for establishing a pathway to public service, through different connections and programming for the following three groups of individuals:

1.Elementary and Middle School

2.High School

3.Early Career
Goals were developed to address needs within each individual group and examples include the following:

Group: Elementary and Middle School
Program: School Career Days - Coordinate with school districts to feature Staff as guest speakers during career days, introducing student to careers within City Hall.

Group: High School
Program: Micro-Internships - In partnership with San Bernardino County Superintendent of Schools, launch bitesized hands-on experiences at City Hall boosting exposure to public service careers and skill building to enhance student resumes.

Group: Early Career
Program: Higher Education Institutions - Build upon the City’s relationship with higher education institutions by participating in ongoing programs and exploring opportunities to host internship and skilled trades apprenticeships, and establishing a public service certificate program.

Proposed Solution

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Executive Summary
8 Through this plan’s implementation, the City expects to establish greater workforce development related connections both within and outside of City Hall. New programming will be created to help prepare future local government leaders for careers in public service, and the City’s workforce development related efforts will be centralized through the creation of a PathwaysRC Subcommittee. Over time, the City anticipates an increase in the number of residents who choose a career path in local government, and who choose to work locally.

This City plan recognized the opportunity to address the heavy outbound commute flows and developed workforce development related policies to help grow the number of people who work and live in Rancho Cucamonga. This in turn allows for the Economic Development Strategy goals to be addressed, which include:

Grow and Diversify the City’s Economy
Enhance the Quality of Life
Expand Retail, Entertainment, and Hospitality
Foster Growth of Local Businesses and Workforce
This plan prioritized determining values and ideas for the future of the City and there were many opportunities to identify visions and collaborations of possible workforce development components that would strengthen and benefit the community and residents at large.

Value

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Executive Summary
9 This plan will be a living document and it will be routinely evolving to respond to the needs of community members and changing demographics. The Plan will need to be further researched, developed, and updated regularly to remain relevant and provide the greatest impact. Anticipated known next steps and action items identified by this plan include:

PathwaysRC Subcommittee to continue meeting on a regular basis to track the implementation of the programs and initiatives identified in each of the groups to make the Vision and Goals outlined in PathwaysRC a reality.

Collaborate with the City’s HR Business Partners to understand how PathwaysRC can support employee recruitment and retention. Identify weaknesses and threats and leverage partnerships and resources to create opportunities.

Collaborate with the Organizational Development Department to support each other’s efforts for continued Staff upskilling and professional development.

Workforce Development Hub Publication: Generate a comprehensive list of existing and available PathwaysRC programs that community members can register to participate in, allowing for activity cross promotion, improved accessibility, and resource identification.

Final Thoughts/Next Steps

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OOuurr VViissiioonn

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Cu
ltivatefuture
generationsoflocal
governmentleaders
whileimproving
qualityoflifeand
opportunitiesfor
residents. PATHWAY
SRC

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12 Our Vision
The Vision of PathwaysRC is to build a pipeline of future public sector employees by developing a strategy for workforce development. This Plan outlines ways to engage with students at every stage from young learners to emerging professionals to explore public service. This document identifies goals and strategies that will serve as a road map for City Staff and civic leaders. The success of the PathwaysRC depends on the coordination and communication with each City department, other public agencies, and partner organizations.

Provide opportunities for all residents to thrive.

Provide opportunities for engagement and learning
at multiple levels of education.

Increase resident retention and human capital
through workforce development efforts.

Create opportunities for community members from
cradle to career.

Actively promote and encourage opportunities for
greater education and local hiring.

Key Priorities

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About This Plan

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A vision and guide for the development
of future local government leaders.

A start to and piece of a larger, long-term
citywide workforce development
program.

Aligned with the City’s goals as outlined in
the City’s General Plan, known as PlanRC
and the Economic Development Strategy.

Routinely evolving, as it will need to be
further researched, developed, and
updated regularly to remain relevant and
provide the greatest impact.

This Plan Is This Plan Is Not
14 About This Plan
Since its beginning, the City of Rancho Cucamonga has committed to creating a world-class community. With each decade and each generation, the idea of what makes a world-class community has evolved, but it remains grounded in the concepts of excellence, opportunity, and high quality of life. Like the City, PathwaysRC is a plan that will also evolve over time and adapt to different conditions and challenges.

A Plan to Overrule All Plans. This Plan builds
off other plans and initiatives within the City.

It is designed to be collaborative in nature
and supportive of previous and future efforts.

Complete. Like many of the City’s plans, this
Plan will continue to constantly evolve and be
responsive to change.

Perfect. This Plan builds off of other City
efforts and is a starting point for greater
workforce development efforts citywide.

A Quick Fix. This work will not happen
overnight, but there is a strong commitment
to systemic change.

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Knowing & Understanding the Why
(Methodology)

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The Industry-Wide Challenge: California’s local governments are facing a workforce crisis, as 70% of the state’s cities, counties, and special districts experience challenges with recruitment and retention. This can lead to vacancies in crucial positions and ultimately a disruption of services for local community members. (ILG, 2024) The Local Challenge: In the last decade, the City of Rancho Cucamonga has experienced remarkable growth, experiencing increases in population, employment opportunities, and business investment. Despite these changes, roughly 85% of Rancho Cucamonga’s working population travels outside city boundaries for work.

PathwaysRC aims to tackle both the industry-wide challenge of the public sector workforce shortage and the local challenge of a limited perceived employment opportunities within the City.

Why is PathwaysRC a priority for the City?
16 Knowing the Why

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Rancho Cucamonga has always been a city of forward thinkers who have never shied away from a challenge. Today, PlanRC, is the vessel for the community’s forwardthinking approach. PlanRC puts people at the forefront of the community building process and includes policies that will help maintain its status as a world-class community, while also addressing issues such as current and future workforce development needs. Moving forward, there is a need to cultivate future generations of local government leaders to continue this forward-thinking approach to city building.

Vision Statement: Build on our success as a world-class community, to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.

PlanRC Goal LC-3.7: Actively promote and encourage opportunities for local economic development, education, housing, locally hiring, internships and employment from cradle to career so as to increase resident retention, improve and grow a strong local economy, achieve a positive jobs-housing match; retain critical educational resources and human capital, reduce regional commuting, gas consumption and greenhouse gas emissions and ensure equitable opportunities for all residents of the City and region to thrive.

Alignment with the City’s Vision
17 Understanding the Why

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The Economic Development Strategy (EDS), adopted in October 2023, builds on the PlanRC. PlanRC lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is to create a city for people – a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets.

To meet the vision and core values of PlanRC, five Big Ideas were identified:

Design for People First
Provide Connectivity and Accessibility
Create Destinations
Cultural and Economic Hub of the Inland Empire
Address Environmental Justice
Alignment with the City’s Vision
18 Understanding the Why

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The EDS fortified linkages with PlanRC’s Big Ideas, and includes the following goals:

Goal 1 - Grow and Diversify the City’s Economy
Goal 2 - Enhance the Quality of Life
Goal 3 - Foster Growth of Local Businesses and Workforce Goal 4 - Expand Retail, Entertainment and Hospitality
The goals and corresponding strategies were designed to address specific economic development objectives. Within each of the strategies are achievable and measurable action items designed to serve as a guide for the City over the next five years. The EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho Cucamonga will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making Rancho Cucamonga a special place to live, work, and thrive.

PlanRC Policy LC- 3.7 heavily influenced workforce development related goals and action items included in the EDS. The strategy established intentions to foster growth of the local workforce by expanding higher education opportunities, cultivating local innovation, and connecting students, job seekers, and employers with workforce development opportunities. Building and enhancing the City’s Workforce is identified in the EDS as a key need.

Alignment with the City’s Vision
19 Understanding the Why

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The data used in the development of this PathwaysRC plan is based up on surveys that were conducted as part of other plans or initiatives within the City, apart from the PathwaysRC Survey.

The Quality of Life Survey was conducted between July to December 2023 as part of the City’s Healthy RC Steering Committee. The purpose of the survey was to serve as a catalyst to create innovative programs and targeted strategies to address health issues and gaps in access to resources within the City.

The development of PlanRC in 2021 involved extensive community engagement which aimed to be inclusive, intentional, and equitable. Efforts prioritized determining values and ideas for the future of the City and there were many opportunities for participants to express their visions, collaborate with neighbors, and explore possible innovations.

PathwaysRC: Survey In the development of this PathwaysRC, a survey was conducted in 2024 to understand what ongoing workforce development initiatives were in place at the time of this study.
20 Digging into the Data
Understanding the Why

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Survey Key F 21 Survey Key Fiinnddiinnggss ((SSuurrvveeyy aanndd DDaattaa))

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22 Quality of Life Survey Key Findings
The public engagement process for the
City’s Quality of Life Survey was a
collaborative effort between multiple City
departments including Economic
Development, Community Affairs, Healthy
RC, RC Fire District, RC Police Department,
and DoIT. Information collected from
Rancho Cucamonga community members
was designed to generate innovative
approaches and targeted strategies to
address health issues and gaps in access to
resources within the City, exploring health
equity and wellbeing.
57%
Of residents agree and 13%
disagree that,“There is plenty of
economic opportunity in
Rancho Cucamonga.”
“Economic opportunity is very limited in the
city. There is an imbalance between service
jobs and housing. Most skilled and
professional jobs require a commute out of
the city.”
32% 51%
Almost a third of people (32%)
who have fulltime employment
have trouble paying their bills
at least from time to time.

Of renters and 31% of
homeowners in the City are
considered cost-burdened
(spending >30% of income on
rent/home).
45%
Almost half of residents (45%)
employed fulltime report
commuting one hour or more
for work.

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23 Development of the City’s General Plan included an
analysis of existing conditions. Based on the American
Community Survey (ACS) and Longitudinal Employer
Household Dynamics Origin Destination Statistics,
roughly 15% of Rancho Cucamonga’s working
population lives and works in the City, while the other 85% lives in the City but is employed outside of the City.

There are approximately 82,000 jobs and roughly 56,000
households in Rancho Cucamonga. The City’s jobs to
employed residents ratio is 1.08, which indicates that the City largely maintains a balance between employed
residents and employees within the City. However, the
relatively low percentage of residents who both live and work in the City is an indication that local jobs do not match the skill levels or salary expectations of residents.

This City recognized the opportunity to address the
heavy outbound commute flows and developed General
Plan workforce development related policies to help
grow the number of people who work and live in
Rancho Cucamonga.
(PlanRC Existing Conditions Report, 2020)
PlanRC Key Findings

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24 PathwaysRC Survey Key Findings
In exploring the pathways to connect Rancho
Cucamonga residents to career opportunities and
enhance educational activities to develop
professional skills and competencies, identifying
the available and existing resources provided by the
City was deemed a necessity to the workforce
development plan. There was no specific and
comprehensive database regarding this topic prior
to PathwaysRC’s work. PathwaysRC surveyed and
inventoried existing programs, activities, and events
provided by the city related to strategies, initiatives, and educational activities.

All City departments were invited to collaborate in
the collection of existing workforce development
data. A meeting with the departments was held in
September 2024, where participants generated a
list of known activities, shared insights into
program impact and enhancement options, and
discussed networking and marketing opportunities
to advance programs, events, and activities.

The survey resulted in the establishment of a
“Citywide Workforce Development Inventory”
document which included details of: initiative title,
age group, description, status, lead contact,
program type, funding source, performance
measures, target population, internal vs. external,
and city goal alignment.
18 City Departments Surveyed
34 Initiatives Identified

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Vision & Goals

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26 Vision and Goals
To achieve the Why, a set of Vision and Goals for Pathways RC was developed. The Vision focuses on developing an ongoing and sustainable community engagement program to educate the future workforce about a pathway to public service. This engagement is divided into three program groups empowering students at every stage from young learners to emerging professionals to explore public service.

Elementary and Middle School
Program
Aimed at early engagement to instill civic
awareness and curiosity about potential careers
in the public sector.

High School Program
Early Career Program
Targeted career exploration and skill building
through career fairs, internships and community
involvement.

Supports early-career individuals as they enter
and grow within the public sector.

Specific engagement opportunities for each of these programs are outlined on the following pages.

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Implementation Plan

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28 Implementation Plan
This section describes the work plan for implementing PathwaysRC. The implementation plan is a fluid document; as stakeholder relationships are established and programs are advanced, ongoing adjustments will be necessary.

The implementation plan is divided into the three target groups identified in the plan consisting of Elementary and Middle School, High School and Early Career. Each group has its own set of goals and task items to help achieve the vision of PathwaysRC.

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29 Elementary and Middle School Program
Task 1.3 Community Service Events
Foster early engagement to instill civic awareness and curiosity about potential careers in the public sector.

Details
Cadence: Two events/year
Implementation Timeline: Fall 2026
Staff to attend community events with a booth
and interactive activities to instill civic awareness
and curiosity about careers at the City.

Task 1.2 Day in the Life Videos
Details
Cadence: One program
Implementation Timeline: Fall 2026
In collaboration with potential partners, launch
a Day in the Life Series of videos that foster civic
awareness and curiosity about potential careers
in the public service.

Task 1.1 School Career Days
Details
Cadence: Four events/year
Implementation Timeline: Fall 2026
Coordinate with school districts to feature Staff
as guest speakers during career days,
introducing students to careers within city
govenment.

Task 1.4 Junior Civic Explorers
Details
Cadence: Once per year
Implementation Timeline: Summer 2027
Introduce a themed week in the City's Youth
Summer Camp (ages 6-12) designed to
introduce students to public service and the
inner workings of City Hall.

Implementation Plan

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30 Implementation Plan
Elementary and Middle School Program (EMS)
Goal: Foster early engagement to instill civic awareness and curiosity about potential careers in the public sector.

Task 1.1 School Career Days
Participate in School Career Days to engage with elementary and middle school students.

EMS 1.1A Identify public service careers that instill civic awareness and inspire curiosity. Identify at minimum three public service careers. Careers should be chosen to spark interest and build early positive associations with public service. Make a connection between public service careers and helping people. Success at this age could look like “helping my community.” Marketing collateral will be developed for chosen careers.

EMS 1.1B Create presentation framework that is civic-minded and includes talking points and activity for selected careers. Develop a standardized, civic minded presentation template to be used for selected public service careers. The presentation could introduce students to how local government serves the community, builds early career awareness, sparks curiosity through storytelling and hands-on activities. Focus on who they help, what problem they solve and connect the role to places students recognize.

Implementation Plan

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31 EMS 1.1C Coordinate with local elementary and middle schools and identify careers days. Connect with elementary and middle schools and identify upcoming career day opportunities. This could include engaging school administrators, teachers or counselors to understand event format and grade levels. Coordinate City Staff participation.

EMS 1.1D Partner with local elementary and middle schools to engage parent groups and deliver presentations. Develop tailored presentations for parents and guardians on the public service careers chosen. Presentations should increase awareness of public service career opportunities and reinforce the role families play in supporting early career exploration. Staff could consider working with an educator to develop the presentation. Deliver presentations to parent and guardian groups such as PTA meetings, parent academies, and school information nights etc.

Task 1.2 Day in the Life Videos
Bringing careers to life through video is an engaging way to help students visualize public service roles and understand the impact they make in the community. These videos make learning interactive and relatable, connecting real people and real work.

Beyond the classroom, the videos could be widely disseminated through the City’s website, social media, and community channels—to reach students, parents, and educators, ensuring broader awareness of public service careers. Paired with supplemental materials and school partnerships, this task creates a dynamic and accessible learning experience.

Implementation Plan

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32 EMS 1.2A Identify public service careers and create Day in the Life Video series.

Create Day in the Life Videos, at minimum, for the public service careers chosen in Task 1.1A. Consider partnering with Workforce San Bernardino County Superintendent of Schools (SBCSS) Alliance for Education. They are dedicated to connecting classrooms with real-world career examples. Explore leveraging their Workforce Wednesday video series that provides students, parents and educators with sector-specific industry videos to explore, including a public sector series.

EMS 1.2B Develop supplemental materials to support the Day in the Life Videos and reinforce the learning outcome. Develop age-appropriate supplemental learning materials to deepen student understanding. This could include coloring pages, reflection questions.

EMS 1.2C Create a checklist or steps for delivery of videos and supplemental materials to students, parents and educators. The checklist or steps should be used as reference for consistent delivery of materials and should be used for future videos and supplemental materials created. Make videos available for public viewing on the City’s website, Vimeo or the like. This could include posting them on social media platforms, RCTV public access channel etc.

EMS 1.2D Connect with local elementary and middle schools to include videos and supplemental documents in classroom instruction and in parent group discussions. Work with school administrators and educators to incorporate the videos in classroom instruction and parent discussions.

Implementation Plan

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33 Task 1.3 Community Service Events
Participate in community events and share information on public service careers including but not limited to career options, pathway, benefits, and long-term career trajectory. Information should be age-appropriate for students, parents and guardians.

The career paths children pursue are often strongly influenced by their parents and guardians.

EMS 1.3A Identify community events to attend and host a booth and disseminate age-appropriate information for public service careers. Identify community events on a yearly basis to attend and host a City booth. These events could be citysponsored events or other community sponsored events where school age students and parents would be present to continue building awareness on public service careers. City Departments could be invited to staff the booth and share information on their perspective careers.

EMS 1.3B Identify school-sponsored events to attend and host a booth. (Back-toschool nights, PTA Meetings etc.) Identify school-sponsored events on a yearly basis to attend and host a City booth. Connect with parents and guardians to disseminate information including long-term career trajectory and benefits. These events could be back-to-school nights, parent teacher association (PTA) meetings, school carnivals, family nights etc.

Implementation Plan

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34 Task 1.4 Junior Civic Explorers
Introducing civic-themed activities to youth is an effective way to spark curiosity and build early awareness of public service careers. Hands-on experiences make learning interactive and relatable, helping students understand how local government impacts their daily lives. Activities should combine fun, teamwork and real-world connections that resonate with elementary and middle school students while fostering a sense of community and leadership.

EMS 1.4A Coordinate a civic-themed week in the City’s Youth Summer Camp to promote awareness on public service careers. The goal is to engage an active audience by integrating activities that highlight civic engagement and career opportunities. These activities can be incorporated into existing programming or developed from scratch, ensuring alignment with current strategies and plans.

Collaboration with the Youth Services Division is essential to maintain consistency with their programming and objectives.

EMS 1.4B Explore hosting a Student Government Day at City Hall. Assess the time, resources and logistics required to create capacity for a Student Government Day.

The goal is to engage Elementary and Middle School students in learning about local government. Provide an interactive experience that fosters civic awareness and introduces students to public service careers. Things to consider include ageappropriate activities, visuals and take-home materials. Partner with local schools and school districts to coordinate scheduling, transportation and liability considerations.

Implementation Plan

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35 High School Program
Support career exploration and skill building through career fairs, internships and community involvement.

Task 2.1 Career Fairs
Details
Cadence: Once per year
Implementation Timeline: 2027
Internship and volunteer programs are
essential tools for building career awareness,
exploration, and preparation.

Task 2.3 Civic Spark Opportunity
Details
Cadence: Twice per year (each semester)
Implementation Timeline: 2027
Partner with High Schools to offer course credit
for Civic Spark program where students work at
City Hall in the afternoon for a semester.

Students would rotate shadowing different
departments for a two week period.

Task 2.4 Healthy RC Youth Leaders
Details
Cadence: Once per year
Implementation Timeline: Ongoing
High school students are assigned a capstone
project to solve over the course of the year
focusing on different community issues. City
staff and nonprofit individuals lead each team’s
capstone project and provide guidance.

Task 2.2 Internship and Volunteer
Opportunities
Details
Cadence: Four events per year
Implementation Timeline: Ongoing
City staff to attend High School Career Fairs to
introduce students to public sector careers,
internship and volunteer opportunities, and the
benefits of public service.

Implementation Plan

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36 High School Program (HS)
Goal: Support career exploration and skill building through career fairs, internships and community involvement.

Task 2.1 Career Fairs
Career fairs provide an opportunity to connect with students and showcase the wide range of careers available in local government. By maintaining a strong presence at these events, the City can build awareness, attract future talent, and strengthen relationships with local schools. Participation in career fairs should reflect a City-wide approach, with staff representing the organization as a whole rather than focusing solely on their individual department or division.

HS 2.1A Develop marketing materials on career opportunities in local government. Develop marketing materials that promote career opportunities in local government. These materials ensure a consistent message at every career fair and equip staff with resources to share with attendees. The content could include a general City overview flyer complemented by high-level flyers highlighting careers across different City departments.

HS 2.1B Continue to participate in career fairs. Continue participating in career fairs to strengthen the City’s presence and outreach. While various departments have historically attended these events often through existing relationships, PathwaysRC creates an opportunity to take a coordinated, City-wide approach. This includes leveraging cross-departmental support, tracking participation, and ensuring a consistent message at every career fair.

Implementation Plan

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37 HS 2.1C Coordinate with campus clubs to engage students and deliver presentations. Explore alternative ways to strategically connect with students by aligning presentations with the interests of specific clubs and the careers the City aims to promote. Involve City departments that correspond to these careers to create meaningful connections between real people and real work. Leverage existing relationships between City departments and local high schools, as well as HealthyRC Youth Leaders, to strengthen outreach and maximize impact.

HS 2.1D Provide opportunities for youth employment. Provide opportunities for youth employment by exploring programs that accommodate minors with little to no experience. Continue leveraging programs like the City’s Summer Camp, which in the past has employed minors. Additionally, consider creating a Library Teen Training Program to prepare students for future employment opportunities. This program could include volunteer-based training and a certificate of completion, ensuring teens are ready and qualified when job openings become available.

Implementation Plan

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38 Task 2.2 Internship and Volunteer Opportunities
Internship and volunteer programs are essential tools for building career awareness, exploration, and preparation—key stages of the Career Development Continuum outlined by the San Bernardino County Superintendent of Schools. By offering hands-on experiences and structured learning opportunities, the City can help students connect academic concepts to real-world applications while fostering interest in public service careers.

HS 2.2A Implement a micro-internship program. Develop and implement a microinternship program in collaboration with the San Bernardino County Superintendent of Schools Workforce Development Department—Alliance for Education. Utilize their established framework to guide program design. The goal is to provide a focused, 90- minute learning experience for small groups of 4–5 students, teaching one critical skill essential for success in selected local government careers. This initiative should be integrated into the City-wide internship program to ensure consistency and alignment with broader workforce development efforts.

HS 2.2B Explore implementing a summer internship as part of the City’s internship program. Assess the time, resources and logistics required to create capacity for a summer internship program. The goal is to provide the opportunity for work-based learning by integrating academic learning with real-world applications for students.

Implementation Plan

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39 HS 2.2C Continue and enhance the City’s volunteer program. Continue and enhance the City’s volunteer program to strengthen its role as a pathway into local government careers. Currently, volunteer opportunities are offered through various departments and programs. Assess the time, resources, and logistics needed to expand capacity and create clearer pathways from volunteering to employment.

Existing successful programs include the Fire Explorer Program and Junior Firefighter Camp.

Task 2.3 Civic Spark Fellowship Opportunities
CivicSpark is an award-winning and evidence-based fellowship program that builds local workforce capacity to advance community planning priorities while launching the careers of young professionals.

HS 2.3A Explore the City’s participation in CivicSpark Fellowship Opportunities with High Schools. Currently the City hosts CivicSpark Fellows at the college and early career level. Assess the time, resources and logistics required to expand the program to local high school students.

Task 2.4 HealthyRC Youth Leaders. HealthyRC Youth Leaders is a program outlined in the HealthyRC Strategic Plan. Each year, local youth are invited to apply for participation in the HealthyRC Youth leaders cohort.

Implementation Plan

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40 HS 2.4A Create cohort of students and identify capstone project. Each year, a HealthyRC Youth Leaders cohort is formed to complete a capstone project designed to provide local youth with leadership training and empower them to promote health policies. Leverage this existing cohort of students to support the implementation of the PathwaysRC Plan by engaging HealthyRC Youth Leaders as champions for local government careers.

HS 2.4B Continue to enhance the Teen Summit by coordinating a civic-themed activity to promote awareness on public service careers. HealthyRC hosts an Annual Teen Summit, a full day event attended by more than 100 local teens, that focuses on a variety of topics including mental health, leadership and personal growth. Leverage student attendance to include an activity that promotes civic awareness and curiosity about potential careers in the public sector.

Implementation Plan

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41 Early Career Program
Support early-career individuals as they enter and grow within the public sector.

Task 3.1 Internships
Details
Cadence: TBD
Implementation Timeline: 2027-2028
Develop and implement a comprehensive,
structured program that consolidates all
existing internship opportunities into a
centralized framework.

Task 3.2 Higher Education
Institutions
Details
Cadence: TBD
Implementation Timeline: Spring 2027
Build upon the City’s relationship with higher
education institutions by participating in
ongoing programs and exploring
opportunities to host internship and skilled
trades apprenticeships.

Task 3.4 Professional
Development
Details
Cadence: Four programs per year
Implementation Ongoing
Provide professional development for early
career individuals to strengthen job
performance and career growth.

Task 3.3 Hiring Fair
Details
Cadence: Once per year
Implementation Timeline: Ongoing
Continue to host an employer booth at the
City’s annual Hiring Fair, coordinated by the
Economic Development Department, to
showcase current job opportunities and
provide exposure to careers within the City.

Implementation Plan

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42 Early Career Program (EC)
Goal: Support early-career individuals as they enter and grow within the public sector.

Task 3.1 Internships
EC 3.1A Continue and enhance the City’s Volunteer program. Continue and enhance the City’s volunteer program to strengthen its role as a pathway into local government careers. Currently, volunteer opportunities are offered through various departments and programs. Existing programs include but are not limited to the University of California Riverside Intern Program, the Animal Center Volunteer Program, DoIt Volunteer Internship, and the Randall Lewis Second Story and Beyond Internship.

EC 3.1B Develop and implement an ongoing formal internship program. The City currently offers volunteer internship opportunities, and some paid internships as funding becomes available. Moving forward, staff will develop a formal internship program to be administered by the Organizational Development Department with assistance from Human Resources. The goal is to provide the opportunity for workbased learning by integrating academic learning with real-world applications for students.

Implementation Plan

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43 Task 3.2 Higher Education Institutions
EC 3.2A Connect with higher education institutions. Explore opportunities for collaboration with education institutions who provide veterinary related programs, as well as continue to participate in Chaffey College’s Community Health Worker Advisory Committee. Additionally, staff will continue to participate in Claremont Graduate University’s Community Advisory Committee.

EC 3.2B Participate in career and hiring fairs. Career fairs provide an opportunity to connect with jobseekers and showcase the wide range of careers available in local government. By maintaining a strong presence at these events, the City can build awareness, attract future talent, and strengthen relationships. Participation in career fairs should reflect a City-wide approach, with staff representing the organization as a whole rather than focusing solely on their individual department or division.

EC 3.2C Participate as guest speakers or on panel discussions. These present opportunities to connect with students and job seekers and showcase the wide range of careers available in local government. By maintaining a strong presence at these events, the City can build awareness, attract future talent, and strengthen relationships.

Implementation Plan

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44 EC 3.2D Explore hosting a skilled trades apprenticeship. Assess the time, resources, and logistics needed to becoming a host site for a skilled trades apprenticeship.

Apprenticeships provide students with a combination of on-the-job training and classroom instruction, offering students a practical pathway into high-demand careers. Partnering with institutions such as Chaffey College’s InTech Center or similar organizations for the classroom component can help establish a strong pipeline of skilled workers for positions that experience frequent vacancies and turnover.

EC 3.2E Explore establishing a public service certificate program. Research existing public service certificate programs or others closely related provided by local educational institutions. The certificate program could prepare early career individuals with little to no experience in careers in local government and serve as a soft introduction to public service.

Task 3.3 Hiring Fair
EC 3.3A Continue to host the City’s Annual Hiring Fair. Staff has continued to grow the City’s Annual Hiring Fair, strengthening the City’s presence and outreach.

PathwaysRC creates an opportunity to further refine this event and take a coordinated, City-wide approach. This includes leveraging cross-departmental support, tracking participation, and ensuring a consistent message throughout.

EC 3.3B Continue to host a booth at the City’s public Safety Open House.

Ongoing presence at this event continues to build awareness of opportunities in local government. Staff will continue to share information on perspective careers.

Implementation Plan

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45 Task 3.4 Professional Development
EC 3.4A Support the City’s Coaching Program. The Organizational Development Department offers professional coaching to support TeamRC in career growth, career goals and career development. Explore ways to support the coaching mindset and foster a culture of curiosity, partnership and growth. This could include supporting efforts during Staff Development Day.

EC 3.4B Identify the City’s employment needs and use findings to inform other programs and initiatives. In collaboration with the City’s HR Business Partners, determine which positions experience the highest vacancies or turnover. These findings should guide the careers promoted at career fairs and shape strategies for recruitment and workforce development.

EC 3.4C Support professional development by coordinating upskilling opportunities. This includes the ongoing RC Analyst and Aides Professional Group quarterly meetings, as well as identifying, planning, and providing trainings and peer led sessions that enhance data analysis, communication, and project management skills.

EC 3.4D Enhance Fellowship Opportunities. This includes evaluating current participation and exploring the expansion of programs such as the Randall Lewis Health Policy Fellowship and CivicSpark Fellowship. These programs build local workforce capacity and advance community planning priorities while launching the careers of young professionals.

Implementation Plan

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46 EC 3.4E Explore veteran pathways to public service. Assess the time, resources and logistics required to create capacity for establishing pathways to public services for veterans. The goal is to provide the opportunity for qualified veterans to move into public service through dedicated hiring pathways, education to career programs, and targeted transition support.

EC 3.4F Explore opportunities for public sector apprenticeships. Assess the time, resources, and logistics needed to develop opportunities or a program for public sector apprenticeships. Apprenticeships provide individuals with a combination of on-the-job training and instruction, offering a practical pathway into high-demand careers. Partnering with institutions and organizations can help establish a strong pipeline of skilled workers.

Implementation Plan

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48 Conclusion & Next Steps
Pathways RC Subcommittee: Continue to meet on a regular basis to track the implementation of the programs and initiatives identified in each of the Pathways to make the Vision and Goals outlined in PathwaysRC a reality.

Continue and Increase Collaboration with the City’s Human Resource Business Partners: Collaborate with the City’s HR Business Partners to understand how PathwaysRC can support employee recruitment and retention. Identify weaknesses and threats and leverage partnerships and resources to create opportunities.

Continue and Increase Coordination with the Organizational Development Department: Collaborate with the Organizational Development Department to support each other’s efforts for continued Staff upskilling and professional development.

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BBiibblliiooggrraapphhyy Page 141
Bibliography
Economic Development Strategy. The City of Rancho Cucamonga, 2023. https://cityofrc.prod.acquia-sites.com/sites/default/files/2023- 10/Rancho%20Cucamonga%20Economic%20Development%20Strategy_October%204%202023. pdf.

Institute for Local Government Launches New Registered Apprenticeship Initiative to Address Public Sector Workforce Shortages - Institute for Local Government. (2024, November 20).

Institute for Local Government. https://www.ca-ilg.org/post/institute-local-governmentlaunches-new-registered-apprenticeship-initiative-address-public.

PlanRC. The City of Rancho Cucamonga, 2020. https://www.cityofrc.us/planrc.

RC Quality of Life Survey. The City of Rancho Cucamonga, 2023. https://www.cityofrc.us/news/quality-life-survey.

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PATHWAYSRC Implementation Plan
This section describes the work plan for implementing PathwaysRC. The implementation plan is a fluid document; as stakeholder relationships are established and programs are advanced, ongoing adjustments will be necessary.

Action Lead Department Partners Timeline

1. Elementary and Middle School Program
Goal: Foster early engagement to instill civic awareness and curiosity about potential careers in the public sector.

Elementary and Middle School (EMS)
Task 1.1 School Career Days
EMS

1.1A Identify public service
careers that instill civic awareness
and inspire curiosity.

Economic
Development and
Engagement and
Special Programs
San Bernardino
County
Superintendent of
Schools
Year 1
EMS

1.1B Create presentation
framework that is civic-minded
and includes talking points and
activity for selected careers.

Corresponding
Departments Educators Year 1
EMS

1.1C Coordinate with local
elementary and middle schools
and identify careers days.

Engagement and
Special Programs
Elementary and
Middle Schools Year 1
EMS

1.1D Partner with local
elementary and middle schools to
engage parent groups and deliver
presentations.

Engagement and
Special Programs Elementary and
Middle Schools
Year 2
Elementary and Middle School Program (EMS)
Task 1.2 Day in the Life Videos
EMS

1.2A Identify public service
careers and create Day in the Life
Video series.

Economic
Development
Engagement and
Special Programs
San Bernardino
County
Superintendent of
Schools
Year 1
EMS

1.2B Develop supplemental
materials to support the Day in
the Life Videos and reinforce the
learning outcome.

Economic
Development and
Engagement and
Special Programs
School Districts,
Elementary and
Middle Schools
Year 1

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 2 Action Lead Department Partners Timeline
EMS

1.2C Create a checklist or steps
for delivery of videos and
supplemental materials to
students, parents and educators.

Economic
Development and
Engagement and
Special Programs
School Districts,
Elementary and
Middle Schools
Year 1
EMS

1.2D Connect with local
elementary and middle schools to
include videos and supplemental
documents in classroom
instruction and in parent group
discussions.

Economic
Development and
Engagement and
Special Programs
School Districts,
Elementary and
Middle Schools
Year 2
Elementary and Middle School Program (EMS)
Task 1.3 Community Service Events
EMS

1.3A Identify community events to
attend and host a booth and
disseminate age-appropriate
information for public service
careers.

Community
Services and
Human Resources
Local elementary and
middle schools On a Yearly Basis
EMS

1.3B Identify school-sponsored
events to attend and host a booth.
(Back-to-school nights, PTA
Meetings etc.)
Engagement and
Special Programs
Local elementary and
middle schools On a Yearly Basis
Elementary and Middle School Program (EMS)
Task 1.4 Junior Civic Explorers
EMS

1.4A Coordinate a civic-themed
week in the City’s Youth Summer
Camp to promote awareness on
public service careers.

Community
Services City Departments On a Yearly Basis Beginning Year 2.

EMS

1.4B Explore hosting a Student
Government Day at City Hall.

Organizational
Development and
Engagement and
Special Programs
City Departments Year 2

2. High School Program
Goal: Support career exploration and skill building through career fairs, internships and community involvement.

High School Program (HS)
Task 2.1 Career Fairs
HS

2.1A Develop marketing materials
on career opportunities in local
government.

Human Resources
and Engagement
and Special
Programs
All Departments Year 1

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 3 Action Lead Department Partners Timeline
HS

2.1B Continue to participate in
career fairs.

All Departments
Chaffey Joint Union
High School District,
local High Schools
Ongoing
HS

2.1C Coordinate with campus
clubs to engage students and
deliver presentations.

Human Resources
and Organizational
Development
Chaffey Joint Union
High School District,
local High Schools
Ongoing
HS

2.1D Provide opportunities for
youth employment.

Human Resources Year 3
HS

2.1D.1 Community Service
Department
Continue to provide
opportunities for youth
employment.

Community
Services Human Resources Ongoing
HS

2.1D.2 Library Teen
Training
Develop a volunteer training
program to prepare for future
employment opportunities.

Library Services Human Resources Year 2-3
High School Program (HS)
Task 2.2 Internship and Volunteer Opportunities
HS

2.2A Implement a microinternship program.

Economic
Development
San Bernardino
County
Superintendent of
Schools
Year 2
HS

2.2B Explore implementing a
summer internship as part of the
City’s internship program.

Organizational
Development Human Resources Year 2-3
HS

2.2C Continue and enhance the
City’s volunteer program.

Human Resources All Departments Year 2
HS

2.2C.1 Fire Explorer
Program
Continue to host youth in
program.

Fire District N/A Ongoing
HS

2.2C.2 Junior Firefighter
Camp
Fire District N/A Ongoing

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 4 Action Lead Department Partners Timeline
Continue to host youth in
summer programs.

2.2C.3 Teen Volunteer
Internship
Host volunteer internship
opportunities.

Library Services N/A Year 2-3
HS

2.2C.4 Teen Advisory
Group (T.A.G)
Continue to host volunteers.

Library Services N/A Ongoing
High School Program (HS)
Task 2.3 CivicSpark Fellowship Opportunities
HS

2.3A Explore the City’s
participation in CivicSpark
Fellowship Opportunities with
High Schools.

Organizational
Development
Participating
Departments,
Chaffey Joint Union
High School District,
local High Schools
Ongoing
High School Program (HS)
Task 2.4 Engage HealthyRC Youth Leaders
HS

2.4A Create cohort of students
and identify capstone project.

Engagement and
Special Programs
Economic
Development
Ongoing
HS

2.4B Continue to enhance the
Teen Summit by coordinating a
civic-themed activity to promote
awareness on public service
careers.

Engagement and
Special Programs Year 2

3. Early Career Program
Goal: Support early-career individuals as they enter and grow within the public sector.

Early Career Program (EC)
Task 3.1 Internships
EC

3.1A Continue and enhance the
City’s volunteer program.

Community
Services and
Human Resources
Ongoing
EC

3.1A.1 UCR Intern Program
Continue to host public
administration students.

Organizational
Development UC Riverside Ongoing

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 5 Action Lead Department Partners Timeline
EC

3.1A.2 Animal Center
Volunteer Program Continue
to host volunteers.

Animal Care
Services Ongoing
EC

3.1A.3 DoIT Volunteer
Internship
Continue to host volunteer
internships.

Innovation and
Technology Ongoing
EC

3.1A.4 Randall Lewis
Second Story and Beyond
Internship
Continue to host students
with a professional
background in Child
Development.

Library Services Cal State San
Bernardino Ongoing
EC

3.1A.5 Friends of the
Library Volunteer Program
Continue to host bookstore
volunteers.

Library Services Ongoing
EC

3.1A.6 Community Affairs
Network Internship
Continue to host internship
opportunities.

Community Affairs
Network (CAN)
University of La
Verne, California
Baptist University etc.

Ongoing
EC

3.1B Develop and implement an
ongoing formal internship
program.

Human Resources
and Organizational
Development
Year 2-3
Early Career Program (EC)
Task 3.2 Higher Education Institutions
EC

3.2A Connect with higher
education institutions.

Human Resources,
All Departments
Cal Poly Pomona,
Cal State San
Bernardino, UC
Riverside
Year 2
EC

3.2A.1 Explore collaboration
with Veterinary Programs.

Animal Services Year 2-3
EC

3.2A.2 Continue participation
in Chaffey College’s
Community Health Worker
Advisory Committee.

Engagement and
Special Programs Chaffey College Ongoing

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 6 Action Lead Department Partners Timeline
EC

3.2A.2 Continue participation
in Claremont Graduate
University’s Community
Advisory Committee.

Engagement and
Special Programs
Claremont Graduate
University Ongoing
EC

3.2B Participate in career and
hiring fairs.

All Departments
Cal Poly Pomona,
Cal State San
Bernardino, UC
Riverside, University
of La Verne etc.

Ongoing
EC

3.2C Participate as guest
speakers or on panels discussion.

All Departments
Cal Poly Pomona,
Cal State San
Bernardino, UC
Riverside, University
of La Verne etc.

Ongoing
EC

3.2D Explore hosting a skilled
trades apprenticeship.

Human Resources
and Organizational
Development
Economic
Development,
Chaffey College
InTech Center
Year 1
EC

3.2E Explore establishing a public
service certificate program.

Human Resources
and Organizational
Development
Chaffey College or
others. Year 2-3
Early Career Program (EC)
Task 3.3 Hiring Fair
EC

3.3A Continue to host the City’s
Annual Hiring Fair.

Economic
Development Human Resources On a Yearly Basis
EC

3.3B Continue to host a booth at
the City’s Public Safety Open
House.

Human Resources Fire District On a Yearly Basis
Early Career Program (EC)
Task 3.4 Professional Development
EC

3.4A Support the City’s Coaching
Program.

Organizational
Development Year 1
EC

3.4B Identify the City’s
employment needs and use
findings to inform other programs
and initiatives.

Human Resources
and Organizational
Development
City’s HR Business
Partners Year 2-3
EC

3.4C Support professional
development by coordinating
upskilling opportunities.

Organizational
Development
Human Resources,
local colleges and
universities, local
government
organizations.

Year 1

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City of Rancho Cucamonga | PathwaysRC Implementation Plan 7 Action Lead Department Partners Timeline
EC

3.4C.1 RC Analyst and
Aides Professional Group
Support quarterly
programming.

Organizational
Development Year 1
EC

3.4D Enhance Fellowship
Opportunities
Engagement and
Special Programs Year 2
EC

3.4D.1 Randall Lewis Health
Policy Fellowship
Evaluate current participation
and explore expanding
program and inviting other
department participation.

Apply for consideration.

Organizational
Development
Participating
Departments
(Planning,
Engagement and
Special Programs,
etc.)
Ongoing
EC

3.4D.2 CivicSpark
Fellowship Evaluate current
participation and explore
expanding program and
inviting other department
participation. Apply for
consideration.

Organizational
Development
Participating
Departments
(Engineering
Services etc.)
Year 3
EC

3.4E Explore veteran pathways to
public service.

Human Resources
and Organizational
Development
Year 2
EC

3.4F Explore opportunities for
public sector apprenticeships.

Human Resources
Institute for Local
Government, Chaffey
College InTech
Center etc.

Year 2-3

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DATE: February 18, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager
Ashton R. Arocho, MMC, City Clerk Services Director
Patricia Bravo-Valdez, MMC, Deputy City Clerk Services Director SUBJECT: Consideration to Appoint a Council Member to serve as Representative of the City of Rancho Cucamonga on the West Valley Mosquito and Vector Control District (WVMVCD) Board of Trustees. (CITY) RECOMMENDATION:

Staff recommends the City Council appoint a Council Member to serve as the City of Rancho Cucamonga’s representative on the West Valley Mosquito and Vector Control District (WVMVCD) Board of Trustees for a two-year term through January 2028.

BACKGROUND:

WVMVCD was established as a special district in 1983 to control mosquito and other vector populations and to protect public health. The mission of the West Valley Mosquito and Vector Control District is to enhance health and quality of life through the control of mosquitoes and other vectors and the diseases they transmit. The District serves over 650,000 people residing in six cities: Chino, Chino Hills, Montclair, Ontario, Rancho Cucamonga, Upland and surrounding county areas.

The Board of Trustees are appointed by their respective city councils to govern the West Valley Mosquito and Vector Control District. Trustees are appointed for a fixed term of either two (2) or four (4) years, depending on what their appointing body decides. The District Board of Trustees meetings are held monthly on the fourth Tuesday of the month.

ANALYSIS:

At the December 18, 2024 City Council Meeting, the City Council appointed Council Member Stickler to serve as a representative on the Board of Trustees for WVMVCD through January 2026. Prior to Council Member Stickler’s appointment, Elisa Cox, then serving as Assistant City Manager, served as the City’s representative from October 18, 2023 to December 2024.

Council Member Stickler is interested in serving an additional two years with a term ending January 2028. The appointment will help further the role of WVMVCD Board of Trustees and improve public health and safety throughout the community. The City Council will have the opportunity to review the appointment in December 2027, prior to Council Member Stickler’s term ending in January 2028.

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Page 2 ends

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Councils Core Values of promoting and enhancing a safe and healthy community for all.

ATTACHMENTS:

None.

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Rancho Cucamonga City CouncilFebruary 18, 2026

Rancho Cucamonga City Council
February 18, 2026