Agenda packet — Chino City Council, July 5, 2022 (part 3 of 3)

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 501
APN Levy Amount APN Levy Amount
CC08SP11 - LMD 2002-1 02
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056041030000 $560.90
1056041040000 $560.90
1056161040000 $560.90
1056171080000 $560.90
1056171090000 $560.90
1056191020000 $560.90
6 $3,365.40

Page 2 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 502
APN Levy Amount APN Levy Amount
CC08SP12 - LMD 2002-1 03
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020121260000 $106.42
1020121270000 $106.42
1020121280000 $106.42
1020121290000 $106.42
1020121300000 $106.42
1020121310000 $106.42
1020121320000 $106.42
1020121330000 $106.42
1020121340000 $106.42
1020121350000 $106.42
1020121360000 $106.42
1020121370000 $106.42
1020121380000 $106.42
1020121390000 $106.42
1020121400000 $106.42
1020121410000 $106.42
1020121420000 $106.42
1020121430000 $106.42
1020121440000 $106.42
1020121450000 $106.42
1020121460000 $106.42
1020121470000 $106.42
1020131030000 $106.42
1020131040000 $106.42
1020131050000 $106.42
1020131060000 $106.42
1020131070000 $106.42
1020131080000 $106.42
1020131090000 $106.42
1020131100000 $106.42
1020131110000 $106.42
1020131120000 $106.42
1020131130000 $106.42
1020131140000 $106.42
1020131150000 $106.42
1020131160000 $106.42
1020131170000 $106.42
1020131180000 $106.42
1020131190000 $106.42
1020131200000 $106.42
1020131210000 $106.42
1020131220000 $106.42
1020131230000 $106.42
1020131240000 $106.42
1020131250000 $106.42
1020131260000 $106.42
1020131270000 $106.42
1020131280000 $106.42
1020131290000 $106.42
1020131300000 $106.42
1020131310000 $106.42
1020131320000 $106.42
1020131330000 $106.42
1020131340000 $106.42
1020131350000 $106.42
1020131360000 $106.42
1020131370000 $106.42
1020131380000 $106.42
1020132010000 $106.42
1020132020000 $106.42
1020132030000 $106.42
1020132040000 $106.42
1020132050000 $106.42
1020132060000 $106.42
1020132070000 $106.42
1020132080000 $106.42
1020132090000 $106.42
1020132100000 $106.42
1020132110000 $106.42
1020132120000 $106.42
1020132130000 $106.42
1020132140000 $106.42
1020132150000 $106.42
1020132160000 $106.42
1020132170000 $106.42
1020132180000 $106.42
1020132190000 $106.42
1020132200000 $106.42
1020132210000 $106.42
1020132220000 $106.42
1020132230000 $106.42
1020132240000 $106.42
1020132250000 $106.42
1020132260000 $106.42
1020132270000 $106.42
1020132280000 $106.42
1020132290000 $106.42
1020132300000 $106.42
1020132310000 $106.42
1020132320000 $106.42
1020132330000 $106.42
1020132340000 $106.42
1020132350000 $106.42
1020132360000 $106.42
1020132370000 $106.42
1020132380000 $106.42

Page 3 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 503
APN Levy Amount APN Levy Amount
CC08SP12 - LMD 2002-1 03
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020132390000 $106.42
1020132400000 $106.42
1020132410000 $106.42
1020132420000 $106.42
1020132430000 $106.42
1020132440000 $106.42
1020132450000 $106.42
1020132460000 $106.42
1020132470000 $106.42
1020132480000 $106.42
1020132490000 $106.42
1020132500000 $106.42
1020132510000 $106.42
1020132520000 $106.42
1020132530000 $106.42
1020132540000 $106.42
1020132550000 $106.42
1020132560000 $106.42
1020132570000 $106.42
1020132580000 $106.42
1020132590000 $106.42
1020132600000 $106.42
1020132610000 $106.42
1020132620000 $106.42
1020132630000 $106.42
121 $12,876.82

Page 4 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 504
APN Levy Amount APN Levy Amount
CC08SP13 - LMD 2002-1 04
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020201380000 $227.78
1020201390000 $227.78
1020201400000 $227.78
1020201410000 $227.78
1020201420000 $227.78
1020201430000 $227.78
1020201440000 $227.78
1020201450000 $227.78
1020201460000 $227.78
1020201470000 $227.78
1020201480000 $227.78
1020201490000 $227.78
1020201500000 $227.78
1020201510000 $227.78
1020201520000 $227.78
1020201530000 $227.78
1020201540000 $227.78
1020201550000 $227.78
1020201560000 $227.78
19 $4,327.82

Page 5 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 505
APN Levy Amount APN Levy Amount
CC08SP14 - LMD 2002-1 05
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021491050000 $14.03
1021491060000 $14.03
1021491070000 $14.03
1021491080000 $14.03
1021491100000 $14.03
1021491110000 $14.03
1021491160000 $14.03
1021491170000 $14.03
1021491180000 $14.03
1021491220000 $14.03
1021491230000 $14.03
1021491250000 $14.03
1021491270000 $14.03
1021491280000 $14.03
1021491290000 $14.03
15 $210.45

Page 6 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 506
APN Levy Amount APN Levy Amount
CC08SP15 - LMD 2002-1 06
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052031670000 $115.67
1052031680000 $115.67
1052031690000 $115.67
1052031700000 $115.67
1052031710000 $115.67
1052031720000 $115.67
1052031730000 $115.67
1052031740000 $115.67
1052031750000 $115.67
1052031760000 $115.67
1052031770000 $115.67
1052031780000 $115.67
1052031790000 $115.67
1052031800000 $115.67
1052031810000 $115.67
1052031820000 $115.67
1052031830000 $115.67
1052031840000 $115.67
1052031850000 $115.67
19 $2,197.73

Page 7 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 507
APN Levy Amount APN Levy Amount
CC08SP16 - LMD 2002-1 07
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1013412120000 $34.75
1013412130000 $34.75
1013412140000 $34.75
1013412150000 $34.75
1013412160000 $34.75
1013412170000 $34.75
1013412180000 $34.75
1013412190000 $34.75
1013412200000 $34.75
1013412210000 $34.75
1013412220000 $34.75
1013412230000 $34.75
1013412240000 $34.75
1013412250000 $34.75
1013412260000 $34.75
1013412270000 $34.75
1013412280000 $34.75
1013412290000 $34.75
1013412300000 $34.75
19 $660.25

Page 8 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 508
APN Levy Amount APN Levy Amount
CC08SP17 - LMD 2002-1 08
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053491410000 $700.89
1053491420000 $700.89
1053491430000 $700.89
1053491440000 $700.89
4 $2,803.56

Page 9 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 509
APN Levy Amount APN Levy Amount
CC08SP18 - LMD 2002-1 09
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053491180000 $760.31
1053491190000 $760.31
1053491200000 $760.31
1053491210000 $760.31
1053491220000 $760.31
1053491230000 $760.31
1053491240000 $760.31
1053491250000 $760.31
1053491260000 $760.31
1053491270000 $760.31
1053491280000 $760.31
1053491290000 $760.31
1053491300000 $760.31
1053491310000 $760.31
1053491320000 $760.31
1053491330000 $760.31
1053491340000 $760.31
1053491350000 $760.31
1053491360000 $760.31
1053491370000 $760.31
1053491380000 $760.31
1053491390000 $760.31
1053491400000 $760.31
23 $17,487.13

Page 10 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 510
APN Levy Amount APN Levy Amount
CC08SP19 - LMD 2002-1 10
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021101400000 $80.92
1021101410000 $80.92
1021101420000 $80.92
1021101430000 $80.92
1021101440000 $80.92
1021231180000 $80.92
1021231190000 $80.92
1021231200000 $80.92
1021231210000 $80.92
1021231220000 $80.92
1021261050000 $80.92
11 $890.12

Page 11 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 511
APN Levy Amount APN Levy Amount
CC08SP20 - LMD 2002-1 11
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056051030000 $964.93
1056061070000 $964.93
2 $1,929.86

Page 12 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 512
APN Levy Amount APN Levy Amount
CC08SP21 - LMD 2002-1 12
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052331520000 $268.90
1052331530000 $268.90
1052331540000 $268.90
1052331550000 $268.90
1052331560000 $268.90
1052331570000 $268.90
1052331580000 $268.90
1052331590000 $268.90
1052331600000 $268.90
1052331610000 $268.90
1052331620000 $268.90
1052331630000 $268.90
1052331640000 $268.90
1052331650000 $268.90
1052331660000 $268.90
1052331670000 $268.90
1052331680000 $268.90
1052331690000 $268.90
1052331700000 $268.90
1052331710000 $268.90
1052331720000 $268.90
1052331730000 $268.90
1052331740000 $268.90
1052332010000 $268.90
1052332020000 $268.90
1052332030000 $268.90
1052332040000 $268.90
1052332050000 $268.90
1052332060000 $268.90
1052332070000 $268.90
1052332080000 $268.90
1052332090000 $268.90
1052332100000 $268.90
1052332110000 $268.90
1052332120000 $268.90
1052332130000 $268.90
1052332140000 $268.90
1052332150000 $268.90
1052332160000 $268.90
1052332170000 $268.90
1052332180000 $268.90
1052332190000 $268.90
1052332200000 $268.90
1052332210000 $268.90
1052332220000 $268.90
1052332230000 $268.90
1052332240000 $268.90
1052332250000 $268.90
1052332260000 $268.90
1052332270000 $268.90
1052332280000 $268.90
1052332290000 $268.90
1052332300000 $268.90
1052332310000 $268.90
1052332320000 $268.90
1052332330000 $268.90
1052332340000 $268.90
1052332350000 $268.90
1052332360000 $268.90
1052332370000 $268.90
1052332380000 $268.90
1052332390000 $268.90
1052332400000 $268.90
1052332410000 $268.90
1052332420000 $268.90
1052332430000 $268.90
1052332440000 $268.90
1052332450000 $268.90
1052332460000 $268.90
1052332470000 $268.90
1052341210000 $268.90
1052341220000 $268.90
1052341230000 $268.90
1052341240000 $268.90
1052341250000 $268.90
1052341260000 $268.90
1052341270000 $268.90
1052341280000 $268.90
1052341290000 $268.90
1052341300000 $268.90
1052341310000 $268.90
1052341320000 $268.90
1052341330000 $268.90
1052341340000 $268.90
1052341350000 $268.90
1052341360000 $268.90
1052341370000 $268.90
1052341380000 $268.90
1052341390000 $268.90
1052341400000 $268.90
1052341410000 $268.90
1052341420000 $268.90
1052341430000 $268.90
1052341440000 $268.90
1052341450000 $268.90
1052341460000 $268.90

Page 13 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 513
APN Levy Amount APN Levy Amount
CC08SP21 - LMD 2002-1 12
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052341470000 $268.90
1052341480000 $268.90
1052341490000 $268.90
1052341500000 $268.90
1052341510000 $268.90
1052341520000 $268.90
1052341530000 $268.90
1052341540000 $268.90
1052341550000 $268.90
1052341560000 $268.90
1052341570000 $268.90
1052341580000 $268.90
1052341590000 $268.90
1052341600000 $268.90
1052341610000 $268.90
1052341620000 $268.90
1052341630000 $268.90
1052341640000 $268.90
1052341650000 $268.90
1052341660000 $268.90
1052341670000 $268.90
1052341680000 $268.90
1052341690000 $268.90
1052341700000 $268.90
1052341710000 $268.90
1052341720000 $268.90
1052341730000 $268.90
1052341740000 $268.90
1052341750000 $268.90
1052341760000 $268.90
1052341770000 $268.90
1052341780000 $268.90
1052341790000 $268.90
1052341800000 $268.90
1052341810000 $268.90
1052341820000 $268.90
1052341830000 $268.90
1052341840000 $268.90
1052341850000 $268.90
1052341860000 $268.90
1052341870000 $268.90
1052342010000 $268.90
1052342020000 $268.90
1052342030000 $268.90
1052342040000 $268.90
1052342050000 $268.90
1052342060000 $268.90
1052342070000 $268.90
1052342080000 $268.90
1052342090000 $268.90
1052342100000 $268.90
1052342110000 $268.90
1052342120000 $268.90
1052342130000 $268.90
1052342140000 $268.90
1052342150000 $268.90
1052631150000 $268.90
1052631160000 $268.90
1052631170000 $268.90
1052631180000 $268.90
1052631190000 $268.90
1052631200000 $268.90
1052631210000 $268.90
1052631220000 $268.90
1052631230000 $268.90
1052631240000 $268.90
1052631250000 $268.90
1052631260000 $268.90
1052631270000 $268.90
1052631280000 $268.90
1052631290000 $268.90
1052631300000 $268.90
1052631310000 $268.90
1052631320000 $268.90
1052631330000 $268.90
1052631340000 $268.90
1052631350000 $268.90
1052631360000 $268.90
1052631370000 $268.90
1052631380000 $268.90
1052631390000 $268.90
1052631400000 $268.90
1052631410000 $268.90
1052631420000 $268.90
1052631430000 $268.90
1052631440000 $268.90
1052631450000 $268.90
1052631460000 $268.90
1052631470000 $268.90
1052631480000 $268.90
1052631490000 $268.90
1052631500000 $268.90
1052631510000 $268.90
1052631520000 $268.90
1052631530000 $268.90
1052631540000 $268.90

Page 14 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 514
APN Levy Amount APN Levy Amount
CC08SP21 - LMD 2002-1 12
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052631550000 $268.90
1052631560000 $268.90
1052631570000 $268.90
1052631580000 $268.90
1052631590000 $268.90
1052631600000 $268.90
1052631610000 $268.90
1052631620000 $268.90
1052631630000 $268.90
1052631640000 $268.90
1052631650000 $268.90
1052631660000 $268.90
1052631670000 $268.90
1052631680000 $268.90
1052631690000 $268.90
1052631700000 $268.90
1052631710000 $268.90
1052631720000 $268.90
1052631730000 $268.90
1052631740000 $268.90
1052631750000 $268.90
1052631760000 $268.90
1052631770000 $268.90
1052631780000 $268.90
1052631790000 $268.90
1052631800000 $268.90
1052631810000 $268.90
1052631820000 $268.90
1052631830000 $268.90
1052631840000 $268.90
1052631850000 $268.90
1052631860000 $268.90
1052631870000 $268.90
1052631880000 $268.90
1052631890000 $268.90
1052631900000 $268.90
1052632010000 $268.90
1052632020000 $268.90
1052632030000 $268.90
1052632040000 $268.90
1052632050000 $268.90
1052632060000 $268.90
1052632070000 $268.90
1052632080000 $268.90
1052632090000 $268.90
1052632100000 $268.90
238 $63,998.20

Page 15 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 515
APN Levy Amount APN Levy Amount
CC08SP22 - LMD 2002-1 13
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021461090000 $36.76
1021461100000 $36.76
1021461110000 $36.76
1021461120000 $36.76
1021461130000 $36.76
1021461140000 $36.76
1021461150000 $36.76
1021461160000 $36.76
1021461170000 $36.76
1021461180000 $36.76
1021461190000 $36.76
1021461200000 $36.76
1021461210000 $36.76
1021461220000 $36.76
1021461230000 $36.76
1021461240000 $36.76
1021461250000 $36.76
17 $624.92

Page 16 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 516
APN Levy Amount APN Levy Amount
CC08SP23 - LMD 2002-1 14
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020481640000 $48.59
1020481650000 $48.59
1020481660000 $48.59
1020481670000 $48.59
1020481680000 $48.59
1020481690000 $48.59
6 $291.54

Page 17 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 517
APN Levy Amount APN Levy Amount
CC08SP24 - LMD 2002-1 15
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052021570000 $117.54
1052021580000 $117.54
1052021590000 $117.54
1052021600000 $117.54
1052021610000 $117.54
1052021620000 $117.54
1052021630000 $117.54
1052021640000 $117.54
8 $940.32

Page 18 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 518
APN Levy Amount APN Levy Amount
CC08SP25 - LMD 2002-1 16
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052021690000 $118.57
1052021700000 $118.57
1052021710000 $118.57
1052021720000 $118.57
1052021730000 $118.57
1052021740000 $118.57
1052021750000 $118.57
1052021760000 $118.57
1052021770000 $118.57
1052021780000 $118.57
1052021790000 $118.57
11 $1,304.27

Page 19 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 519
APN Levy Amount APN Levy Amount
CC08SP26 - LMD 2002-1 17
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020511250000 $607.99
1020511260000 $607.99
1020511270000 $607.99
1020511280000 $607.99
1020511290000 $607.99
1020511300000 $607.99
1020511310000 $607.99
1020511320000 $607.99
1020511330000 $607.99
1020511350000 $607.99
1020511360000 $607.99
1020511370000 $607.99
1020511380000 $607.99
1020511390000 $607.99
1020511400000 $607.99
1020511410000 $607.99
1020511420000 $607.99
1020511460000 $607.99
18 $10,943.82

Page 20 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 520
APN Levy Amount APN Levy Amount
CC08SP27 - LMD 2002-1 18
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052362010000 $39.86
1052362020000 $39.86
1052362030000 $39.86
1052362040000 $39.86
1052362050000 $39.86
1052362060000 $39.86
1052362070000 $39.86
1052362080000 $39.86
1052362090000 $39.86
1052362100000 $39.86
1052362110000 $39.86
1052362120000 $39.86
1052362130000 $39.86
1052362140000 $39.86
1052362150000 $39.86
1052362160000 $39.86
1052362170000 $39.86
1052362180000 $39.86
1052362190000 $39.86
1052362200000 $39.86
1052362210000 $39.86
1052362220000 $39.86
1052362230000 $39.86
1052362240000 $39.86
1052362250000 $39.86
1052362260000 $39.86
1052362270000 $39.86
1052362280000 $39.86
1052362290000 $39.86
1052362300000 $39.86
1052362310000 $39.86
1052362320000 $39.86
1052362330000 $39.86
1052362340000 $39.86
1052362350000 $39.86
1052362360000 $39.86
1052362370000 $39.86
1052362380000 $39.86
1052362390000 $39.86
1052362400000 $39.86
1052362410000 $39.86
1052362420000 $39.86
1052362430000 $39.86
1052362440000 $39.86
1052362450000 $39.86
1052362460000 $39.86
1052362470000 $39.86
1052362480000 $39.86
1052362490000 $39.86
1052362500000 $39.86
1052362510000 $39.86
1052362520000 $39.86
1052362530000 $39.86
1052362540000 $39.86
1052362550000 $39.86
1052362560000 $39.86
1052362570000 $39.86
1052362580000 $39.86
1052362590000 $39.86
1052362600000 $39.86
1052362610000 $39.86
1052362620000 $39.86
1052362630000 $39.86
1052362640000 $39.86
1052362650000 $39.86
1052362660000 $39.86
1052362670000 $39.86
1052372010000 $39.86
1052372020000 $39.86
1052372030000 $39.86
1052372040000 $39.86
1052372050000 $39.86
1052372060000 $39.86
1052372070000 $39.86
1052372080000 $39.86
1052372090000 $39.86
1052372100000 $39.86
1052372110000 $39.86
1052372120000 $39.86
1052372130000 $39.86
1052372140000 $39.86
1052372150000 $39.86
1052372160000 $39.86
1052372170000 $39.86
1052372180000 $39.86
1052372190000 $39.86
1052372200000 $39.86
1052372210000 $39.86
1052372220000 $39.86
1052372230000 $39.86
1052372290000 $39.86
1052372300000 $39.86
1052372310000 $39.86
1052372320000 $39.86
1052373010000 $39.86
1052373020000 $39.86

Page 21 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 521
APN Levy Amount APN Levy Amount
CC08SP27 - LMD 2002-1 18
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052373030000 $39.86
1052373040000 $39.86
1052373050000 $39.86
1052373060000 $39.86
1052373070000 $39.86
1052373080000 $39.86
1052373090000 $39.86
1052373100000 $39.86
1052373110000 $39.86
1052373120000 $39.86
1052373130000 $39.86
1052373140000 $39.86
1052373150000 $39.86
1052373160000 $39.86
1052373170000 $39.86
1052373180000 $39.86
1052373190000 $39.86
1052373200000 $39.86
1052373210000 $39.86
1052373220000 $39.86
1052373230000 $39.86
1052373240000 $39.86
1052373250000 $39.86
1052373260000 $39.86
1052373270000 $39.86
1052373280000 $39.86
1052373290000 $39.86
1052373300000 $39.86
1052373310000 $39.86
1052373320000 $39.86
1052373330000 $39.86
1052373340000 $39.86
1052373350000 $39.86
1052373360000 $39.86
1052373370000 $39.86
1052373380000 $39.86
1052373390000 $39.86
1052373400000 $39.86
1052373410000 $39.86
1052373420000 $39.86
1052373550000 $39.86
1052373560000 $39.86
1052373570000 $39.86
1052373580000 $39.86
1052373590000 $39.86
1052373600000 $39.86
1052373610000 $39.86
1052373620000 $39.86
1052373630000 $39.86
1052373640000 $39.86
1052373650000 $39.86
1052373660000 $39.86
1052373670000 $39.86
1052373680000 $39.86
1052373690000 $39.86
1052373710000 $39.86
1052373720000 $39.86
1052373730000 $39.86
1052373740000 $39.86
1052373750000 $39.86
1052373760000 $39.86
1052373770000 $39.86
1052373780000 $39.86
1052373790000 $39.86
1052373800000 $39.86
1052373810000 $39.86
1052373820000 $39.86
1052373840000 $39.86
1052373850000 $39.86
1052373860000 $39.86
1052592010000 $39.86
1052592020000 $39.86
1052592030000 $39.86
1052592040000 $39.86
1052592050000 $39.86
1052592060000 $39.86
1052592070000 $39.86
1052592080000 $39.86
1052592090000 $39.86
1052592100000 $39.86
1052592110000 $39.86
1052592120000 $39.86
1052592130000 $39.86
1052592140000 $39.86
1052592150000 $39.86
1052592160000 $39.86
1052592170000 $39.86
1052592180000 $39.86
1052592190000 $39.86
1052592200000 $39.86
1052592210000 $39.86
1052592220000 $39.86
1052592230000 $39.86
1052592240000 $39.86
1052592250000 $39.86
1052592260000 $39.86

Page 22 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 522
APN Levy Amount APN Levy Amount
CC08SP27 - LMD 2002-1 18
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052592270000 $39.86
1052593010000 $39.86
1052593020000 $39.86
1052593030000 $39.86
1052593040000 $39.86
1052593050000 $39.86
1052593060000 $39.86
1052593070000 $39.86
1052593080000 $39.86
1052593090000 $39.86
1052593100000 $39.86
1052593110000 $39.86
1052593120000 $39.86
1052593130000 $39.86
1052593140000 $39.86
1052593150000 $39.86
1052593160000 $39.86
1052593170000 $39.86
1052593180000 $39.86
1052593190000 $39.86
1052593200000 $39.86
1052593210000 $39.86
1052593220000 $39.86
1052593230000 $39.86
1052593240000 $39.86
1052593250000 $39.86
1052593260000 $39.86
1052593270000 $39.86
1052593280000 $39.86
1052593290000 $39.86
1052593300000 $39.86
1052593310000 $39.86
1052593320000 $39.86
1052593330000 $39.86
1052593340000 $39.86
1052593350000 $39.86
1052593360000 $39.86
1052593370000 $39.86
1052593380000 $39.86
1052593390000 $39.86
1052593400000 $39.86
1052593410000 $39.86
1052593420000 $39.86
1052593430000 $39.86
1052593440000 $39.86
1052593450000 $39.86
1052593460000 $39.86
1052593470000 $39.86
1052593480000 $39.86
1052593490000 $39.86
1052593500000 $39.86
1052593510000 $39.86
1052593520000 $39.86
1052593530000 $39.86
1052593540000 $39.86
1052593550000 $39.86
1052593560000 $39.86
1052594010000 $39.86
1052594020000 $39.86
1052594030000 $39.86
1052594040000 $39.86
1052594050000 $39.86
1052594060000 $39.86
1052594070000 $39.86
1052594080000 $39.86
1052594090000 $39.86
1052594100000 $39.86
1052594110000 $39.86
1052594120000 $39.86
1052594130000 $39.86
1052594140000 $39.86
1052594150000 $39.86
1052594160000 $39.86
1052594170000 $39.86
1052594290000 $39.86
1052594300000 $39.86
1052594310000 $39.86
1052594320000 $39.86
1052594330000 $39.86
1052594340000 $39.86
1052594350000 $39.86
1052594360000 $39.86
1052594370000 $39.86
1052594380000 $39.86
1052594390000 $39.86
1052594400000 $39.86
1052594410000 $39.86
1052594420000 $39.86
1052594430000 $39.86
1052594440000 $39.86
1052594450000 $39.86
1052594460000 $39.86
1052594470000 $39.86
1052594480000 $39.86
1052594490000 $39.86
1052594510000 $39.86

Page 23 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 523
APN Levy Amount APN Levy Amount
CC08SP27 - LMD 2002-1 18
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1052594520000 $39.86
1052594530000 $39.86
1052594540000 $39.86
1052594550000 $39.86
1052594560000 $39.86
1052594570000 $39.86
1052594580000 $39.86
1052594590000 $39.86
1052594600000 $39.86
1052594610000 $39.86
1052594620000 $39.86
1052594630000 $39.86
1052594640000 $39.86
1052594650000 $39.86
1052594660000 $39.86
1052594670000 $39.86
1052594680000 $39.86
1052594690000 $39.86
1052594700000 $39.86
1052594710000 $39.86
308 $12,276.88

Page 24 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 524
APN Levy Amount APN Levy Amount
CC08SP28 - LMD 2002-1 19
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027221030000 $2,614.16
1 $2,614.16

Page 25 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 525
APN Levy Amount APN Levy Amount
CC08SP29 - LMD 2002-1 20
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021531030000 $31.80
1021531040000 $31.80
1021531050000 $31.80
1021531060000 $31.80
1021531070000 $31.80
1021531080000 $31.80
1021531090000 $31.80
1021531100000 $31.80
1021531110000 $31.80
1021531120000 $31.80
1021531130000 $31.80
1021531140000 $31.80
1021531150000 $31.80
1021531160000 $31.80
14 $445.20

Page 26 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 526
APN Levy Amount APN Levy Amount
CC08SP30 - LMD 2002-1 21
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021221240000 $163.11
1021221250000 $163.11
2 $326.22

Page 27 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 527
APN Levy Amount APN Levy Amount
CC08SP31 - LMD 2002-1 22
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021191080000 $54.61
1021191100000 $54.61
1021191110000 $54.61
1021191120000 $54.61
1021191130000 $54.61
1021191140000 $54.61
1021191150000 $54.61
1021191160000 $54.61
1021191170000 $54.61
1021191180000 $54.61
1021191190000 $54.61
1021191200000 $54.61
1021191210000 $54.61
1021191220000 $54.61
1021191230000 $54.61
15 $819.15

Page 28 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 528
APN Levy Amount APN Levy Amount
CC08SP32 - LMD 2002-1 23
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1022071240000 $20.49
1022071250000 $20.49
1022071260000 $20.49
1022071270000 $20.49
1022071280000 $20.49
1022071290000 $20.49
1022071300000 $20.49
1022071310000 $20.49
1022071320000 $20.49
1022071330000 $20.49
1022071340000 $20.49
1022071350000 $20.49
1022071360000 $20.49
1022071370000 $20.49
1022071380000 $20.49
1022071390000 $20.49
1022071400000 $20.49
1022071410000 $20.49
1022071420000 $20.49
19 $389.31

Page 29 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 529
APN Levy Amount APN Levy Amount
CC08SP33 - LMD 2002-1 24
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1013331320000 $61.86
1013331330000 $61.86
1013331340000 $61.86
1013331350000 $61.86
1013331360000 $61.86
1013331370000 $61.86
1013331380000 $61.86
1013331390000 $61.86
1013331400000 $61.86
1013331410000 $61.86
1013331420000 $61.86
1013331430000 $61.86
1013331440000 $61.86
1013331450000 $61.86
14 $866.04

Page 30 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 530
APN Levy Amount APN Levy Amount
CC08SP34 - LMD 2002-1 26
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021061090000 $50.66
1 $50.66

Page 31 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 531
APN Levy Amount APN Levy Amount
CC08SP35 - LMD 2002-1 27
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1016211080000 $198.63
1016211090000 $198.63
1016211100000 $198.63
1016211110000 $198.63
1016211120000 $198.63
1016211130000 $198.63
1016211140000 $198.63
1016211150000 $198.63
1016211180000 $198.63
1016211190000 $198.63
1016211200000 $198.63
1016211210000 $198.63
1016211220000 $198.63
1016211230000 $198.63
1016211240000 $198.63
1016211250000 $198.63
1016211270000 $198.63
17 $3,376.71

Page 32 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 532
APN Levy Amount APN Levy Amount
CC08SP36 - LMD 2002-1 28
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027121290000 $92.30
1027121300000 $92.30
1027121310000 $92.30
1027121320000 $92.30
1027121330000 $92.30
1027121340000 $92.30
1027121350000 $92.30
1027121360000 $92.30
1028202260000 $92.30
9 $830.70

Page 33 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 533
APN Levy Amount APN Levy Amount
CC08SP37 - LMD 2002-1 29
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020211420000 $87.89
1020211430000 $87.89
1020211440000 $87.89
1020211450000 $87.89
1020211460000 $87.89
1020211470000 $87.89
1020211480000 $87.89
1020211490000 $87.89
1020211500000 $87.89
1020211510000 $87.89
1020211520000 $87.89
1020211530000 $87.89
1020211540000 $87.89
1020211550000 $87.89
1020211560000 $87.89
1020211570000 $87.89
1020211580000 $87.89
1020211590000 $87.89
1020211600000 $87.89
1020211610000 $87.89
1020211620000 $87.89
1020211630000 $87.89
22 $1,933.58

Page 34 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 534
APN Levy Amount APN Levy Amount
CC08SP38 - LMD 2002-1 30
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1014371580000 $156.00
1014371590000 $156.00
1014371600000 $156.00
1014371610000 $156.00
4 $624.00

Page 35 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 535
APN Levy Amount APN Levy Amount
CC08SP39 - LMD 2002-1 31
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1028202290000 $55.64
1028202300000 $55.64
1028202310000 $55.64
1028202320000 $55.64
1028202330000 $55.64
1028202340000 $55.64
1028202350000 $55.64
1028202360000 $55.64
1028202370000 $55.64
1028202380000 $55.64
10 $556.40

Page 36 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 536
APN Levy Amount APN Levy Amount
CC08SP40 - LMD 2002-1 32
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053431040000 $115.18
1053431050000 $115.18
1053431060000 $115.18
1053431070000 $115.18
1053431080000 $115.18
1053441160000 $115.18
1053441170000 $115.18
1053441180000 $115.18
1053441190000 $115.18
1053441200000 $115.18
1053441210000 $115.18
1053441220000 $115.18
1053441230000 $115.18
1053441240000 $115.18
1053441250000 $115.18
1053441260000 $115.18
1053441270000 $115.18
17 $1,958.06

Page 37 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 537
APN Levy Amount APN Levy Amount
CC08SP41 - LMD 2002-1 33
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056181030000 $559.07
1 $559.07

Page 38 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 538
APN Levy Amount APN Levy Amount
CC08SP42 - LMD 2002-1 34
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056021070000 $1,550.82
1 $1,550.82

Page 39 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 539
APN Levy Amount APN Levy Amount
CC08SP43 - LMD 2002-1 37
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020274030000 $144.47
1020274080000 $144.47
1020274090000 $144.47
1020274100000 $144.47
1020274110000 $144.47
1020274140000 $144.47
1020274170000 $144.47
1020274180000 $144.47
1020274190000 $144.47
1020274200000 $144.47
1020274210000 $144.47
11 $1,589.17

Page 40 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 540
APN Levy Amount APN Levy Amount
CC08SP44 - LMD 2002-1 38
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021142180000 $49.29
1021142190000 $49.29
1021142200000 $49.29
1021142210000 $49.29
1021142220000 $49.29
1021142230000 $49.29
1021142240000 $49.29
1021142250000 $49.29
1021142260000 $49.29
1021142270000 $49.29
10 $492.90

Page 41 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 541
APN Levy Amount APN Levy Amount
CC08SP45 - LMD 2002-1 39
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027041060000 $660.34
1027081030000 $660.34
1027081040000 $660.34
3 $1,981.02

Page 42 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 542
APN Levy Amount APN Levy Amount
CC08SP46 - LMD 2002-1 40
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020371270000 $108.24
1020371280000 $108.24
1020371290000 $108.24
1020371300000 $108.24
1020371310000 $108.24
1020371320000 $108.24
1020371330000 $108.24
1020371340000 $108.24
1020371350000 $108.24
1020371360000 $108.24
1020371370000 $108.24
11 $1,190.64

Page 43 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 543
APN Levy Amount APN Levy Amount
CC08SL77 - LMD 2002-1 41
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027051020000 $727.97
1 $727.97

Page 44 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 544
APN Levy Amount APN Levy Amount
CC08SP47 - LMD 2002-1 42
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1022051100000 $21.41
1022051110000 $21.41
1022051130000 $21.41
1022051140000 $21.41
1022051150000 $21.41
1022051160000 $21.41
1022051170000 $21.41
1022051180000 $21.41
1022051190000 $21.41
1022051200000 $21.41
1022051210000 $21.41
1022051220000 $21.41
1022051230000 $21.41
1022051240000 $21.41
1022051250000 $21.41
1022051260000 $21.41
1022051270000 $21.41
1022051280000 $21.41
1022051290000 $21.41
1022051300000 $21.41
1022051310000 $21.41
1022051320000 $21.41
1022051330000 $21.41
1022051340000 $21.41
1022051350000 $21.41
1022051360000 $21.41
1022051370000 $21.41
1022051380000 $21.41
1022051390000 $21.41
1022051400000 $21.41
1022051410000 $21.41
1022051420000 $21.41
1022051430000 $21.41
1022051440000 $21.41
1022051450000 $21.41
1022051460000 $21.41
1022051470000 $21.41
1022051480000 $21.41
1022051490000 $21.41
1022051500000 $21.41
1022051510000 $21.41
1022051520000 $21.41
42 $899.22

Page 45 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 545
APN Levy Amount APN Levy Amount
CC08SP48 - LMD 2002-1 43
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1016201690000 $148.09
1016201700000 $148.09
1016201710000 $148.09
1016201720000 $148.09
1016201730000 $148.09
1016201740000 $148.09
1016201750000 $148.09
7 $1,036.63

Page 46 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 546
APN Levy Amount APN Levy Amount
CC08SP49 - LMD 2002-1 44
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020561160000 $32.00
1020561170000 $32.00
1020561180000 $32.00
1020561190000 $32.00
1020561200000 $32.00
1020561210000 $32.00
1020561220000 $32.00
1020561230000 $32.00
1020561240000 $32.00
1020561250000 $32.00
1020561260000 $32.00
1020561270000 $32.00
1020561280000 $32.00
1020561290000 $32.00
1020561300000 $32.00
1020561310000 $32.00
1020561320000 $32.00
1020561330000 $32.00
1020561340000 $32.00
1020561350000 $32.00
1020561360000 $32.00
1020561370000 $32.00
1020561380000 $32.00
1020561390000 $32.00
1020561400000 $32.00
1020561410000 $32.00
1020561420000 $32.00
1020561430000 $32.00
1020561440000 $32.00
1020561450000 $32.00
1020561460000 $32.00
31 $992.00

Page 47 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 547
APN Levy Amount APN Levy Amount
CC08SP50 - LMD 2002-1 45
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053431090000 $169.78
1053431100000 $169.78
1053431110000 $169.78
1053431120000 $169.78
1053431130000 $169.78
1053431140000 $169.78
1053431150000 $169.78
1053431160000 $169.78
1053431170000 $169.78
1053431180000 $169.78
1053431190000 $169.78
1053431200000 $169.78
1053431210000 $169.78
1053431220000 $169.78
1053431230000 $169.78
1053431240000 $169.78
16 $2,716.48

Page 48 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 548
APN Levy Amount APN Levy Amount
CC08SP51 - LMD 2002-1 48
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1016211280000 $154.86
1016211290000 $154.86
1016211300000 $154.86
1016211310000 $154.86
1016211320000 $154.86
1016211330000 $154.86
1016211340000 $154.86
1016211350000 $154.86
8 $1,238.88

Page 49 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 549
APN Levy Amount APN Levy Amount
CC08SP52 - LMD 2002-1 49
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1021142290000 $90.51
1021142300000 $90.51
1021142310000 $90.51
1021142320000 $90.51
4 $362.04

Page 50 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 550
APN Levy Amount APN Levy Amount
CC08SP53 - LMD 2002-1 50
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1025132020000 $144.30
1025132040000 $144.30
1025132050000 $144.30
1025132060000 $144.30
1025132070000 $144.30
1025132110000 $144.30
1025132120000 $144.30
1025132130000 $144.30
8 $1,154.40

Page 51 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 551
APN Levy Amount APN Levy Amount
CC08SP54 - LMD 2002-1 51
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1025133020000 $13.29
1025133030000 $13.29
1025133040000 $13.29
1025133060000 $13.29
1025133070000 $13.29
1025133090000 $13.29
1025133100000 $13.29
1025133110000 $13.29
1025133130000 $13.29
1025133140000 $13.29
1025133160000 $13.29
1025133170000 $13.29
1025133190000 $13.29
1025133200000 $13.29
1025133220000 $13.29
1025133230000 $13.29
1025133240000 $13.29
1025133250000 $13.29
1025133270000 $13.29
1025133280000 $13.29
1025133300000 $13.29
1025133310000 $13.29
1025133320000 $13.29
1025133330000 $13.29
1025133350000 $13.29
1025133360000 $13.29
1025133380000 $13.29
1025133390000 $13.29
1025133410000 $13.29
1025133420000 $13.29
1025133430000 $13.29
1025133440000 $13.29
1025133450000 $13.29
1025133470000 $13.29
1025133480000 $13.29
1025133500000 $13.29
1025133510000 $13.29
1025133520000 $13.29
38 $505.02

Page 52 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 552
APN Levy Amount APN Levy Amount
CC08SP55 - LMD 2002-1 52
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1019491060000 $416.68
1019491070000 $416.68
2 $833.36

Page 53 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 553
APN Levy Amount APN Levy Amount
CC08SP56 - LMD 2002-1 53
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053271100000 $323.38
1 $323.38

Page 54 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 554
APN Levy Amount APN Levy Amount
CC08SP57 - LMD 2002-1 54
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1016281010000 $292.13
1 $292.13

Page 55 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 555
APN Levy Amount APN Levy Amount
CC08SP58 - LMD 2002-1 55
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056161050000 $754.82
1 $754.82

Page 56 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 556
APN Levy Amount APN Levy Amount
CC08SP59 - LMD 2002-1 56
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053051060000 $207.63
1053051080000 $207.63
1053051100000 $207.63
1053051110000 $207.63
1053051120000 $207.63
1053051130000 $207.63
1053051140000 $207.63
1053051150000 $207.63
1053051160000 $207.63
1053051170000 $207.63
1053051180000 $207.63
11 $2,283.93

Page 57 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 557
APN Levy Amount APN Levy Amount
CC08SP60 - LMD 2002-1 59
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027201050000 $345.55
1027201060000 $345.55
2 $691.10

Page 58 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 558
APN Levy Amount APN Levy Amount
CC08SL75 - LMD 2002-1 60
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027211060000 $380.76
1 $380.76

Page 59 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 559
APN Levy Amount APN Levy Amount
CC08SL78 - LMD 2002-1 61
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027091030000 $2,619.69
1 $2,619.69

Page 60 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 560
APN Levy Amount APN Levy Amount
CC08SL76 - LMD 2002-1 62
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1027061050000 $670.04
1027061060000 $670.04
1056011080000 $670.04
3 $2,010.12

Page 61 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 561
APN Levy Amount APN Levy Amount
LMD20021Z63 - LMD 2002-1 63
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1016091590000 $12.92
1016091600000 $12.92
1016091610000 $12.92
1016091620000 $12.92
1016091630000 $12.92
1016091640000 $12.92
1016091650000 $12.92
1016091660000 $12.92
1016091670000 $12.92
1016091680000 $12.92
1016091690000 $12.92
1016091700000 $12.92
1016091710000 $12.92
1016091720000 $12.92
1016091730000 $12.92
1016091740000 $12.92
1016091750000 $12.92
1016091760000 $12.92
1016091770000 $12.92
1016091780000 $12.92
1016101070000 $12.92
1016101080000 $12.92
1016101090000 $12.92
1016101100000 $12.92
1016101110000 $12.92
1016101120000 $12.92
1016101130000 $12.92
1016101140000 $12.92
1016101150000 $12.92
1016101160000 $12.92
1016101170000 $12.92
1016101180000 $12.92
1016101190000 $12.92
1016101200000 $12.92
1016101210000 $12.92
1016101220000 $12.92
1016101230000 $12.92
1016101240000 $12.92
1016101250000 $12.92
39 $503.88

Page 62 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 562
APN Levy Amount APN Levy Amount
CC08SL79 - LMD 2002-1 65
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053501050000 $247.90
1053501060000 $247.90
1053501070000 $247.90
3 $743.70

Page 63 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 563
APN Levy Amount APN Levy Amount
LMD20021Z66 - LMD 2002-1 66
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1015261060000 $55.84
1015261070000 $55.84
1015261080000 $55.84
1015261090000 $55.84
1015261100000 $55.84
1015261110000 $55.84
1015261120000 $55.84
1015261130000 $55.84
1015261140000 $55.84
1015261150000 $55.84
1015261160000 $55.84
1015261170000 $55.84
1015261180000 $55.84
1015261190000 $55.84
1015261200000 $55.84
1015261210000 $55.84
1015261220000 $55.84
1015261230000 $55.84
1015261240000 $55.84
1015261250000 $55.84
1015261260000 $55.84
1015261270000 $55.84
1015261280000 $55.84
1015261290000 $55.84
1015261300000 $55.84
1015261310000 $55.84
1015261320000 $55.84
1015261330000 $55.84
1015261340000 $55.84
1015261350000 $55.84
1015261360000 $55.84
1015261370000 $55.84
1015261380000 $55.84
1015261390000 $55.84
1015261400000 $55.84
1015261410000 $55.84
1015261420000 $55.84
1015261430000 $55.84
1015261440000 $55.84
1015261450000 $55.84
1015261460000 $55.84
1015261470000 $55.84
1015261480000 $55.84
1015261490000 $55.84
1015261500000 $55.84
1015261510000 $55.84
1015261520000 $55.84
1015261530000 $55.84
1015261540000 $55.84
1015261550000 $55.84
1015261560000 $55.84
1015262010000 $55.84
1015262020000 $55.84
1015262030000 $55.84
1015262040000 $55.84
1015262050000 $55.84
1015262060000 $55.84
1015262070000 $55.84
1015262080000 $55.84
1015262090000 $55.84
1015262100000 $55.84
1015262110000 $55.84
1015262120000 $55.84
1015262130000 $55.84
1015262140000 $55.84
1015262150000 $55.84
1015262160000 $55.84
1015262170000 $55.84
1015262180000 $55.84
1015262190000 $55.84
1015262200000 $55.84
1015262210000 $55.84
1015262220000 $55.84
1015262230000 $55.84
1015262240000 $55.84
1015262250000 $55.84
1015262260000 $55.84
1015262270000 $55.84
1015262280000 $55.84
1015262290000 $55.84
1015262300000 $55.84
1015262310000 $55.84
1015262320000 $55.84
1015262330000 $55.84
84 $4,690.56

Page 64 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 564
APN Levy Amount APN Levy Amount
LMD20021Z67 - LMD 2002-1 67
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1053621030000 $65.11
1053621040000 $65.11
1053621050000 $65.11
1053621060000 $65.11
1053621070000 $65.11
1053621080000 $65.11
1053621090000 $65.11
1053621100000 $65.11
1053621110000 $65.11
1053621120000 $65.11
1053621130000 $65.11
1053621140000 $65.11
1053621150000 $65.11
1053621160000 $65.11
1053621170000 $65.11
1053621180000 $65.11
1053621190000 $65.11
1053621200000 $65.11
1053621210000 $65.11
1053621220000 $65.11
1053621230000 $65.11
1053621240000 $65.11
1053621250000 $65.11
1053621260000 $65.11
1053621270000 $65.11
1053621280000 $65.11
1053621290000 $65.11
1053621300000 $65.11
1053621310000 $65.11
1053621320000 $65.11
1053621330000 $65.11
1053621340000 $65.11
1053621350000 $65.11
1053621360000 $65.11
1053621370000 $65.11
1053621380000 $65.11
1053621390000 $65.11
1053621400000 $65.11
1053621410000 $65.11
1053621420000 $65.11
1053621430000 $65.11
1053621440000 $65.11
1053621450000 $65.11
1053621460000 $65.11
1053621470000 $65.11
1053621480000 $65.11
1053621490000 $65.11
1053621500000 $65.11
1053621510000 $65.11
1053621520000 $65.11
1053621530000 $65.11
1053621540000 $65.11
1053621550000 $65.11
53 $3,450.83

Page 65 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 565
APN Levy Amount APN Levy Amount
LMD2001ZN69 - LMD 2002-1 69
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1051643010000 $14.39
1051643020000 $14.39
1051643030000 $14.39
1051643040000 $14.39
1051643050000 $14.39
1051643060000 $14.39
1051643070000 $14.39
1051643080000 $14.39
1051643090000 $14.39
1051643100000 $14.39
1051643110000 $14.39
1051643120000 $14.39
1051643130000 $14.39
1051643140000 $14.39
1051643150000 $14.39
1051643160000 $14.39
1051643170000 $14.39
1051643180000 $14.39
1051643190000 $14.39
1051643200000 $14.39
1051643210000 $14.39
1051643220000 $14.39
1051643230000 $14.39
1051643240000 $14.39
1051643250000 $14.39
1051643260000 $14.39
1051643270000 $14.39
1051643280000 $14.39
1051643290000 $14.39
1051643300000 $14.39
1051643310000 $14.39
1051643320000 $14.39
1051643330000 $14.39
1051643340000 $14.39
1051643350000 $14.39
1051643360000 $14.39
1051643370000 $14.39
1051643380000 $14.39
1051643390000 $14.39
1051643400000 $14.39
1051643410000 $14.39
1051643420000 $14.39
1051643430000 $14.39
1051643440000 $14.39
1051643450000 $14.39
1051643460000 $14.39
1051643470000 $14.39
1051643480000 $14.39
1051643490000 $14.39
1051643500000 $14.39
1051643510000 $14.39
1051643520000 $14.39
1051643530000 $14.39
1051643540000 $14.39
1051643550000 $14.39
1051643560000 $14.39
1051643570000 $14.39
1051643580000 $14.39
1051643590000 $14.39
59 $849.01

Page 66 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 566
APN Levy Amount APN Levy Amount
CC08SL80 - LMD 2002-1 71
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1020091150000 $13.65
1020091160000 $13.65
1020091170000 $13.65
1020091180000 $13.65
1020091190000 $13.65
1020091200000 $13.65
1020091210000 $13.65
1020091220000 $13.65
1020091230000 $13.65
1020091240000 $13.65
1020091250000 $13.65
1020091260000 $13.65
1020091270000 $13.65
1020091280000 $13.65
1020091290000 $13.65
1020091300000 $13.65
1020091310000 $13.65
1020091320000 $13.65
1020091330000 $13.65
1020091340000 $13.65
1020091350000 $13.65
1020091360000 $13.65
1020091370000 $13.65
23 $313.95

Page 67 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 567
APN Levy Amount APN Levy Amount
LMD20021Z79 - LMD 2002-1 79
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1056141070000 $312.62
1 $312.62

Page 68 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 568
APN Levy Amount APN Levy Amount
LMD20021Z79 - LMD 2002-1 79
CITY OF CHINO LMD 2002-1
Fiscal Year 2022-23 Assessment Roll
1,549 $196,685.18
Parcel Count Levy Amount

Page 69 of 69 ends

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 569

11.17.h
Public Hearing/Resolution - LSMD Assessment for FY2022- Packet Pg. 570

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

DEVELOPMENT SERVICES DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: NICHOLAS S. LIGUORI, AICP, DEVELOPMENT SERVICES DIRECTOR

SUBJECT: ZONE ORDINANCE AMENDMENT.

RECOMMENDATION
1) Conduct a public hearing; and 2) approve the introduction of Ordinance No. 2022 -010, to be read by number and title only, and waive further reading of the Ordinance.

FISCAL IMPACT
There is no fiscal impact resulting from these changes to the Zoning Code.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

11.18 PUBLIC HEARING
Packet Pg. 571
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ZONE ORDINANCE AMENDMENT
PAGE 2

BACKGROUND
Senate Bill No. 9 (SB 9) became effective on January 1, 2022. This bill requires the approval of up to two primary dwelling units per parcel in single -family residential zones, where previously only one primary dwelling unit would have been permitted. This is in addition to permitting accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs). Additionally, SB 9 requires the approval of lot splits in single -family residential zones, even when the resulting lots will be smaller than the required minimum lot size, and allows up to two units to be built on each resulting parcel. Finally, SB 9 limits the amount of ADUs and JADUs that are allowed on a parcel that was created through an u rban lot split. SB 9 allows cities to establish objective standards to govern these developments and lot splits, as long as they do not conflict with state law. The proposed ordinance includes recommended objective standards governing SB 9 developments an d lot splits, as well as minor changes to the City’s current ADU and JADU regulations.

The City currently allows the keeping of chickens in the RD 4.5 zone. The proposed ordinance increases the amount of chickens that may be kept in the RD 4.5 zone, in or der to allow more flexibility for homeowners that want additional chickens subject to notification of adjacent neighbors and approval by the City.

The update to Chapter 19 (Subdivisions) and Chapter 20 (Zoning) of the Municipal Code to address the provisio ns of SB9 is consistent with the City’s value of Responsible Long -Range Planning, as the changes address the mandated requirements outlined by SB9 while also implementing additional objective standards to limit the impact on the Community. The changes also update the ADU and animal keeping provisions of the Zoning Code.

The Planning Commission reviewed the proposed ordinance on June 20, 2022 and received written correspondence and verbal testimony related to the keeping of horses and chickens on single-family properties. The Planning Commission ultimately recommended approval of the ordinance with no changes to the City Council for approval by a 7-0 vote.

ISSUES/ANALYSIS
SB 9 Regulations
Senate Bill No. 9 has two primary effects on City land use regulations. First, it requires cities to permit up to two primary residences on each parcel in single -family residential zones, where previously only one primary residence would be allowed. The City identifies the RD1, RD2, and RD4.5 as single-family zones. When combined with ADUs and JADUs, this means that a parcel in a single-family residential zone could have up to 4 dwelling units, if it was not created through an SB 9 lot split.

Second, SB 9 requires cities to permit owners of single -family residential lots to split their lots in half and create two separate smaller parcels, even if the resulting lots are smaller than the minimum lot size otherwise allowed in the single-family zone. New lots resulting from an SB 9 lot split may only have up to two units on them, inclusive of ADUs and JADUs.

State law establishes many requirements, but also allows cites to impose additional objective standards that do not conflict with State law. The following tables show the mandated State requirements for lot splits and secon d primary units and duplexes in single -family zones, and additional objective standards that City staff are proposing to help minimize the effect of SB9 on the community:

11.18 PUBLIC HEARING
Packet Pg. 572
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ZONE ORDINANCE AMENDMENT
PAGE 3

SB 9 Lot Splits
State Requirements

1. Only allowed in single-family residential zones - RD 1, RD 2, and RD 4.5 zones.

2. Not allowed on parcels that are located in or on certain kinds of protected farmland; wetlands; high fire severity zones (subject to some exceptions); hazardous waste sites; earthquake fault zones; flood hazard areas; habitat for protected species; or land under a conservation easement.

3. Not allowed in historic districts.

4. City may deny a proposed SB 9 lot split if the building official makes a written finding based upon a preponderance of the evidence that the proposed project would have a specific adverse impact (as defined in state law) upon public health and safety or the physical environment, and for which there is no feasible method to satisfactorily mitigate or avoid the specific adverse impact.

5. Resulting lots must be at least 40% of the size of the original lot and must be at least 1,200 square feet.

6. An urban lot split cannot be used to split a lot that was previously split by an urban lot split.

7. An urban lot split cannot require or allow the demolition or alteration of any of the following types of housing: (a) Housing that is subject to a recorded covenant, ordinance, or law that restricts rents to levels affordable to persons and families of moderate, low, or very low income. (b) Housing that is subject to any form of rent or price control through a public entity’s valid exercise of its police power. (c) Housing that has been occupied by a tenant in the last three years.

8. Vacant lots are not eligible for urban lot split, unless the owner of the lot is a community land trust or qualified nonprofit corporation as defined by state law.

9. Lots resulting from urban lot splits can only be used for residential uses.

10. Owner of the property must sign an affidavit stating their intent to occupy a unit on one of the resulting parcels as their primary residence for three years after approval of lot split, unless the owner is a community land trust or qualified nonprofit corporation, as defined by state law.

11. Resulting lots must have access to right-of-way and must dedicate easements for utilities and public facilities.

12. Units built on resulting parcels cannot be rented for terms of less than 31 days (no short-term rentals).

13. Resulting parcels may only have up to two units on them (including ADUs and JADUs).

11.18 PUBLIC HEARING
Packet Pg. 573
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ZONE ORDINANCE AMENDMENT
PAGE 4

14. Lot splits must comply with all requirements of the Subdivision Map Act and all other City standards for lot splits.

15. Urban lots splits will be ministerially approved without a public hearing.

16. The City cannot require right-of-way dedication or the construction off-site improvements as a condition of approval of an urban lot split.

Additional Objective City Standards

1. Applications will be reviewed and approved or denied by the City Engineer following review by the Planning Department.

2. At least 10 days prior to approving or denying the application, the City will mail a courtesy notice to the owner(s) of each property immediately adjacent to the property where the proposed lot split will be located informing the owner(s) of the submitted application.

3. Each resulting parcel shall include at least 40 percent of the street frontage of the original parcel proposed for subdivision.

4. Flag lots are not permitted.

5. The owner of the parcel to be divided must execute a deed restriction, which will be recorded on each of the resulting parcels, at the property owner’s cost, and will limit the use of each parcel in accordance with the standards in the City’s ordinance.

SB 9 Units (Second Primary Units and Duplexes)
State Requirements

1. Only allowed in single-family residential zones - RD 1, RD 2, and RD 4.5 zones.

3. Not allowed in historic districts.

4. City may deny a proposed SB 9 development if the building official makes a written finding based upon a preponderance of the evidence, that the proposed project would have a specific adverse impact (as defined in state law) upon public health and safety or the physical environment, and for which there is no feasible method to satisfactorily mitigate or avoid the specific adverse impact.

5. An SB 9 development cannot require or allow the demolition or alteration of any of the following types of housing: (a) Housing that is subject to a recorded covenant, ordinance, or law that restricts rents to levels affordable to persons and families of moderate, low, or very low income. (b) Housing that is subject to any form of rent or price control through a public entity’s valid exercise of its police power. (c) Housing that has been occupied by a tenant in the last three years.

11.18 PUBLIC HEARING
Packet Pg. 574
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ZONE ORDINANCE AMENDMENT
PAGE 5

6. SB 9 developments will be ministerially approved without a public hearing.

7. City can only impose up to a 4 foot rear and side setback for SB 9 units.

8. City can only require one parking spot per SB 9 units, with some exceptions.

9. City cannot enforce standards that would prevent up to two primary units that are at least 800 square feet each.

10. Maximum of two primary units are allowed on property, plus ADUs/JADU.

11. SB 9 units cannot be rented for terms of less than 31 days (no short-term rentals).

Additional Objective City Standards

1. Applications for second units and duplexes in a single-family zone will be reviewed through the zoning clearance process.

2. At least 10 days prior to approval or denial of the application, the City will mail a courtesy notice to the owner(s) of each property immediately adjacent to the property where the proposed SB 9 development will be located informing the owner(s) of the submitted application.

3. Second primary units, and at least one unit of a new-construction attached duplex, shall be no larger than 800 square feet in floor area.

4. Second primary units, and at least one unit of a new-construction attached duplex, shall be no taller than one story and 16-feet in height. Second primary units may not be built above any other structure.

5. A second primary unit, and both of the units in a duplex, shall each have a separate connection to the main line for all utilities including but not limited to water, electric, gas, sewer, and telecommunications.

6. Prior to issuance of a building permit for a second primary unit or a duplex under this Section, the city engineer shall assess whether the required utilities are able to serve the development and have adequate capacity to serve the development. As part of this assessment, the city engineer may require the applicant to submit technical studies to determine utility capacity and ability to serve. The city engineer may place conditions of approval on the proposed development to ensure sufficient utility capacity and the ability of the utilities to serve the development.

7. Second primary units, and each unit of a duplex, shall comply with all objective design standards that would be applicable to a primary dwelling unit on the same parcel.

8. SB 9 units may not be turned into condos or sold separately from other units on the property.

9. Owner must execute deed restriction limiting use of units as required by state law and City ordinance.

10. One new on-site off-street parking space per each new unit is required. Such parking spaces shall be in addition to all existing parking spaces on the parcel.

11.18 PUBLIC HEARING
Packet Pg. 575
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ZONE ORDINANCE AMENDMENT
PAGE 6

ADU Ordinance Revisions
The proposed changes to the ADU ordinance are relatively minor. The current ordinance provides two options for the number and location of ADUs on a parcel with an existing multifamily dwelling. The revisions clarify that only one, but not both, of these options is allowed. Second, the revisions clarify that the number of ADUs and JADUs will be limited in accordance with SB 9 on parcels created by an urban lot split, since these parcels are only allowed to have a maximum of two units on them.

Chickens in the RD 4.5 Zone
The City’s a nimal keeping ordinance currently allows up to three chickens on a property in the RD 4.5 zone, subject to approval of a Zoning Clearance. The proposed changes would allow up to four chickens by right, and would also allow five to ten chickens subject to the approval of an Administrative Approval.

PUBLIC NOTICING
A public notice for the proposed amendment was published in the Chino Champion newspaper on June 25, 2022. The City also sent information out on the City’s social media platforms. The notice meets the legal noticing requirements and is adequate in scope for this project. To date, no comments have been received.

ENVIRONMENTAL REVIEW
The proposed ordinance amendments related to SB 9 are not a “project” for purposes of California Environmental Qualit y Act (CEQA) pursuant to Government Code Sections 65852.21(j) and 66411.7(n), and therefore do not require any environmental review under CEQA.

The adoption of an ordinance regarding second units (ADUs) in a single -family or multifamily residential zone t o implement the provisions of Government Code Sections 65852.2 and 65852.22 is exempt from CEQA review pursuant to Public Resources Code Section 21080.17.

Additionally, this ordinance is exempt from CEQA review under CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the activities in question will have a significant effect on the environment.

Attachments: Ordinance No. 2022-010

11.18 PUBLIC HEARING
Packet Pg. 576
01225.0005/774497.5
ORDINANCE NO. 2022-010

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

CHINO, CALIFORNIA, AMENDING SELECTED PROVISIONS OF
TITLE 19 (SUBDIVISIONS) AND TITLE 20 (ZONING) OF THE

MUNICIPAL CODE TO ADOPT REGUL ATIONS REGARDING

DEVELOPMENTS AND LOT SPLITS AUTHORIZED BY SENATE
BILL 9, AMENDING CERTAIN REGULATIONS OF ACCESSORY
DWELLING U NITS THAT ARE IMPACTED BY SB 9 , AND

REVISING PROVISIONS REGARDING THE KEEPING OF
CHICKENS IN THE R D 4.5 ZONE . PL22-0035 (ZONE
ORDINANCE AMENDMENT).

The City Council of the City of Chino, California, does hereby ordain as follows:

Section 1. Section 19.04.110 (Urban lot spli ts) is hereby added to the Chino Municipal Code and shall read as follows (additions in red):

19.04.110 - Urban lot splits.

A. Purpose. The purpose of th is Section is to establish procedures and standards for urban lo t spl its in accordance with the requirements of Government Code Section 66411.7. Where this Section is in conflict with any other provision of Title 19, this Section shall govern.

B. Application requirements and review process.

1. Only individual property owners may apply for an urban lot split. “Individual property own er” means a natural person holding fee title individually or jointly in the person’s own name or as a beneficiary of a trust that holds fee title. “Individual proper ty owner” does not include any corporation or corporate person of any kind (partnership, LP , LLC, C corp, S corp, etc .) except for a “community land trust,” as defined in Revenue and Taxation Code Section 402.1(a)(11)(C)(ii), or a “qualified nonprofit corporation” as described in Revenue and Taxation Code Section 214.15.

2. The applicant for an urban lot split shall submit an application on a form approved by the director of developm ent services and shall simultaneously file a tentative map and accompanying reports and application fees in accordance wit h the re quirements of Section

19.02.030 for a regular tentative map , or Sect ion 19.03.020 for a vesting tentative map.

3. The tentative map shall then be accepted or rejected for fi ling in accordance with Sect ion 19.02.040 and, after the filing is complete, shall be revie wed in accordance with subsections ( A) through (C) of Sectio n 19.02.050. The director of development services’ written report shall then be provided to the city engineer.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 577
Ordinance No. 2022-010

Page 2 of 18 ends

01225.0005/774497.5

4. The city engi neer shall approv e, conditio nally approve , or d eny approval of the tentative map. The city engineer’s consideration of th e tentative map shall be m inisterial, without discret ionary review or a hearing . The tentative map shall be approved if the city engineer finds that the map complies with the Subdivision Map Act and the requirements of this Section.

5. Notwithstanding subsection B.4, the city engineer may deny an application for an urban lot split if the building of ficial, or designee, makes a written finding, based upon a preponderance of the evidence, that the proposed urban lot split would have a spec ific, adverse impact, as defined in Government Code Section
65589.5(d)(2), upon public health and safety or the phy sical environment and for which there is no feasible method to satisfactorily mitigate or avoid the specific, adverse impact.

6. Following approval of a tentative map, the applicant shall submit a parcel map, and shall comply with the application requirements in Section 19.04.020.

7. At least ten days before the city engineer approves or denies the parcel map , the director of development ser vices, or designee, shall mai l a courtesy notice to the owner(s) of each pro perty immediately adjacent to the prope rty where the proposed lot split will be located informing the owner(s) of the submitted parcel map.

8. The city engineer , without prior submitt al to or approval by the planning commission or city council, shall approve the parcel map if it is in complianc e with the Subdivision Map Act, local ordinances, and this title , and the conditions of approval of the tentative map have been met. The city engineer shall, at the time of his or her action on the parcel map, accept or reject any and all offers of dedication and other easements.

9. The appeal process for the decision of the city engineer shall be as described in Section 19.01.110.

10. Upon the approval of the parcel map, the city clerk shall submit the approved parcel map for recordation in the same mann er as provided for final maps set forth in Section 19.05.250.

C. Parcel requirements. The parcel th at is proposed for subdivision through an urban lot split:

1. Shall be located in an RD1, RD2, or RD4.5 zoning district;

2. Shall have at least one resid ential d welling unit located on it on the date that the urban lot split is ap proved, unless the parce l is owned by a “community land trust,” as defined in Revenue an d Taxation Code Section 402.1(a)(11)(C)(ii), or a “qualified nonprofit

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 578
Ordinance No. 2022-010

Page 3 of 18 ends

01225.0005/774497.5
corporation” as described in Revenue and Taxation Code Section 214.15;

3. Shall only have resid ential u ses located on i t on t he date the urban lot split is approved;

4. Shall not be located o n a parcel that is a ny of the following, as more particularly described and defined in Government Code Section 65913.4(a)(6)(B) through (a)(6)(K):

a. Prime farmland, farmland of statewide importance, or land zoned or designated for agri cultural protection by an
approved local ballot measure;

b. Wetlands;

c. Within a very high fire hazard severity zone as determined by the Department of F orestry and Fire Protection, unless the site h as ado pted fire hazar d mi tigation m easures pursuant to existing building stan dards or state fire
mitigation measures;

d. A haz ardous waste site that has n ot b een cleared for residential use;

e. Within a delin eated earthqua ke fault zone unless the development c omplies with all applicable sta te and loca l seismic protection building code standards;

f. Within a special flood hazard area subject to inundation by a 100-year flood, unless:

i. The site has been subject to a Letter of Map
Revision p repared by the Fede ral Emergency
Management Agency and issued to the city; or

ii. The si te meets Fed eral Emergency Manage ment
Agency requirements necessary to meet m inimum
flood pla in m anagement cr iteria of the National
Flood Insurance Program;

g. Within a regula tory floodway, unless the developme nt has received a no-rise certification;

h. Lands identified for conservatio n in an adopted nat ural community conservation plan, habitat conservation plan, or other adopted natural resource protection plan;

i. Habitat for protected species; or

j. Land under a conservation easement;

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 579
Ordinance No. 2022-010

Page 4 of 18 ends

01225.0005/774497.5

5. Shall not be located within a historic district or on prope rty included on the State Hist oric Resources Inventory, as defined in Public Resources Code Section 5020.1, or within a site that i s designated or listed as a city or county landmark or historic property or district pursuant to a city or county ordinance;

6. Shall not have been create d through a previous urban lot split; and

7. Shall not be adjacent to a parcel that was previously subdivided through an urban lot split by the owner of the parcel on which the urban lot split is proposed or any person actin g in concert with the owner.

D. Additional requirements.

1. An urban lot sp lit shall subdivid e an existing parcel to create no more t han two new parcels of approximately equal lot area, provided that:

a. Neither resulting parcel shall be smaller than 40 percent of the lot area of the original parcel proposed for subdivision;

b. Neither resulting parcel shall be smaller than 1,20 0 square feet;

c. Each resulting parcel shall inclu de at lea st 40 p ercent of the street frontage of the origin al p arcel propose d for subdivision; and

d. Flag lots are not permitted.

2. An urban lot split shall not result in the creation of a parcel with more than two existing units, as defined in Subsection F.

3. An urban lot split shall not require or allow the demolition or alteration of any of the following types of housing:

a. Housing that is subject to a recorded covenant, ordinance, or law that re stricts rents to levels affordabl e to persons and families of moderate, low, or very low income.

b. Housing that is subject to any form of rent or price control through a public entity’s valid exercise of its police power.

c. A parcel on which an owner of residential real property has exercised the owner’s r ights un der Chapter 12.75
(commencing with Section 7060) of Division 7 of Title 1 of the Government Code to withdraw accommodations from

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 580
Ordinance No. 2022-010

Page 5 of 18 ends

01225.0005/774497.5
rent or le ase within 15 years before the date that the development proponent submits an application.

d. Housing that h as been occupied by a tenant in the last three years.

4. As a condi tion of approval for an urban lot split, the owner of the parcel being split shall sign an affidavit, in a form approved by t he city attorney, stating that:

a. The proposed urban lot spl it will not violate the
requirements of Subsection D.3 of this section;

b. Neither the owner , nor a ny person acting in concert with the owner, has previously subdivided an adjacent parcel using an urban lot split; and

c. The owner intends to occupy a residential dwelling unit on one of the parcels created by the urban lo t split as their primary residence for a minimum of three years fr om the date of the approval of the urban lot split. This s ubsection D.4.c shall not ap ply if the o wner of the parcel i s a “community land trust,” as defined in Revenue and
Taxation Co de Section 402.1 (a)(11)(C)(ii), o r a “qualified nonprofit corporation” as described in Revenue and
Taxation Code Section 214.15.

5. As a condi tion of approval of an urba n lot split, the own er shall dedicate all easements over the resulting parc els required for the provision of public services and facilities, as determined by the city engineer.

6. Each parcel resulting from an urban lot split shall have access to or adjoin the public right-of-way.

7. The city shall not require as a condition of approval of an urban lot split:

a. Dedications of righ ts-of-way or the constru ction of offsite improvements; or

b. The correction of non -conforming zoning conditions
existing on the parcel that will be divided.

8. An urban lot split:

a. Shall conform with all the requirements of the Subdivisi on Map Act; and

b. Shall conform wit h a ll the requirements applicable to parcels maps under this chapter, except for th ose

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 581
Ordinance No. 2022-010

Page 6 of 18 ends

01225.0005/774497.5
requirements that conflict w ith the requirements of this section, in which case the provisions of this section shall control.

E. Limitations applicable to new parcels.

1. Parcels created by an urban lot split shall only be used for residential uses, notwithstanding the fact that ot her uses may be permitted in the zoning district in which the parcels are located.

2. Residential units constructed on parcels created by an urban lot split shall not be rented for a term of less than thi rty-one (3 1) consecutive days.

3. A parcel created through an urb an lot split may not be further subdivided by a subsequent urban lot split.

4. Separate conveyance of the lots resulting from an urban lot split is permitted. If dwellings or other structur es (such a s garag es) on different lots are adjacent or attached to each other, the urban lot split boundary may separate them for conveyance purposes if t he structures meet building code safet y standards and are su fficient to allow separate conveyance. If any attached structures span or will span the new l ot line, the ow ner must record appropr iate CC&Rs, easements, or other documentation that is necessary t o allocate rights and responsibilities between the owners of the two lots.

F. Limitation on number of units. Notwithstanding any other provision of this code, no more than two units are permitted on any parcel created by an urban lot split. For the pur poses of this Section, “unit” means an y dwelling unit, including, but not limited to, a primary dwelling unit, a unit or units cr eated pursuant to Section 20.04.050 (Second primary units and duplexes in single -family zones), an accessory dwelling unit , or a junior accessory dwelling unit.

G. Deed restr iction. As a c ondition of approval of an urban lot split, the owner of the parcel to be d ivided shall execu te a d eed r estriction, in a form approved by the city attorney, which shall be recorded on each of the resulting parcels, at the property owner’s cost, and shall limit the use of each parcel in accordance with the standards of this section. Violation of t he dee d res triction shall be considered a violation of this code and may be enforced in a manner that this code may be enforced.

Section 2. Section 19.06.030 of t he Chino Municipal Code is hereby rev ised as follows (additions in red):

Parcel design shall conform to the zoning code, the general plan, any applicable specific plans and the following:

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 582
Ordinance No. 2022-010

Page 7 of 18 ends

01225.0005/774497.5
A. Dimensions. Minimum parcel dimensions shall be as specified in Title 20 of the Chino Municipal Code for lots in the applicable zoning district.

B. Frontage. Each parc el of land shall have the minimum lot frontage required by Tit le 20 of the Chino Municipa l Code on a public stre et, or a private street that provides a direct or indirect connection to a pu blic street.

C. Urban Lot Splits . Notwithstanding Subsections A and B, the d imensions and minimum lot frontage requ irements for a parcel created through a n urban lot split shall be governed by Section 19.04.110.

Section 3. A definition of “Urban lot split” is hereby added to Section 19.15.020.U of the Chino Municipal Code and shall read as follows (additions in red):

2. Urban lot split. “Urban lot split” means the division of a single parcel into two separate parcels in compliance with the provisions of Section

19.04.110 (Urban lot splits).

Section 4. Table 20.04-1 of the Chino Municipal Code is hereby revised as follows with the remainder of the Table r emaining unchange d (additions in red; deletions in bold strikethrough):

TABLE 20.04-1 LAND USE REGULATIONS FOR SINGLE-FAMILY

RESIDENTIAL ZONING DISTRICTS
Uses
Zoning Districts Additional
Regulations RD1 RD2 RD4.5 RD8
Single-Family Homes P P P P
Duplex Homes ■ P ■ P ■ P A Sections 20.04.030.B.54
and 20.04.050
Multiple-Family Dwellings ■ ■ ■ ■
Accessory Dwelling Units P P P P Section 20.11.020 Junior Accessory Dwelling Units P P P P Section 20.11.020 Second Primary Units P P P ■ Section 20.04.050
Senior Housing Projects ■ ■ ■ C Section 20.21.340
Congregate Care Facilities ■ ■ ■ ■ Section 20.21.460 Group Homes and Facilities ■ ■ ■ ■
Mobile Home Parks ■ ■ C C Section 20.21.130
Common Interest Subdivisions C C C C
Residential Care Facilities, Small P P P P
Residential Care Facilities, Large C C C C Section 20.21.070

…

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 583
Ordinance No. 2022-010

Page 8 of 18 ends

01225.0005/774497.5

Animal Keeping I I I I/A Section 20.21.030

Section 5. Table 20.04-2 of the Chino Municipal Code is hereby revised as follows with the remainder of the Table remainin g unchange d (additions in red; dele tions in bold strikethrough):

TABLE 20.04-2 LAND USE REGULATIONS FOR MULTIPLE FAMILY

RESIDENTIAL ZONING DISTRICTS
Uses
Zoning Districts Additional
Regulations RD12 RD 14 RD20
Residential Uses, Activities and Facilities
Single-Family Homes P ■ ■
Duplex Homes P P P Section 20.04.030(B)(54)

Section 6. Section 20.04.030.B.4 of the Chino Municipal Code is hereby revised as follows (additions in red):

4. Duplexes shall only be allowed in the RD 1, RD 2, and RD 4.5 zones in they meet the requirements of Section 20.04.050. Duplexes shall only be permitted in the RD 8 zone on lots with a lot area of ten thousand square feet or greater.

Section 7. Section 20.04.050 (Second primary units and duplexes in si ngle-family zones) is hereby added to the Chino Municipal Code and shall read as follows (additions in red):

20.04.050 - Second primary units and duplexes in single-family zones.

A. Purpose. The pur pose of this section is t o establish procedures and standards for the appr oval and crea tion of second primary units and duplexes in single -family zones in accordance with the require ments of Government Code Section 65852.21.

B. Application review process.

1. An application for a second primary unit or a duplex in a single family zone shall be reviewed through the zoning clearance process, as described in Section 20.23.110, and the decision may be appealed in accordance with Section 20.23.150.

2. At least ten days prior to making a determination on an application for a second primary unit or duplex under this Section, the director of development services, or designee, shall mail a courtesy notice to the own er(s) of each property immediately adjacent to the property where the proposed developme nt will be loca ted informing the owner(s) of the submitted application.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 584
Ordinance No. 2022-010

Page 9 of 18 ends

01225.0005/774497.5

3. An application shall be appro ved if the proposed deve lopment complies with all of the r equirements in this section. However, notwithstanding the previous sentence , the City may deny an application for a second pri mary unit or two -unit development if the buil ding official, or designee, makes a w ritten finding, based upon a preponderance of the ev idence, that the proposed second primary unit or duplex would have a specific, adve rse impact, as defined in Government Code Section 65589.5(d)(2), upon public health and safety or the ph ysical environment and for which there is no feasible m ethod to satisfactorily mitigate or avoid the specific, adverse impact.

C. Location requirements. Proposed second primary units and duplexes:

1. Shall be located in an RD1, RD2, or RD4.5 zoning district;

2. Shall not be located o n a parcel that is a ny of the following, as more particularly described and defined in Government Code Section 65913.4(a)(6)(B) through (a)(6)(K):

a. Prime farmland, farmland of statewide importance, or land zoned or des ignated for agri cultural protection by an approved local ballot measure;

b. Wetlands;

c. Within a very high fire hazard severity zone as determined by the Department of F orestry and Fire Protection, unless the site has adopted fire hazar d mi tigation m easures pursuant to existing building stan dards or state fire
mitigation measures;

d. A hazardous waste site that has not been cleared for residential use;

e. Within a delin eated earthqua ke fa ult zone unless the development comp lies with al l applicable sta te and loca l seismic protection building code standards;

f. Within a special flood hazard area subject to inundation by a 100-year flood, unless:

i. The site has been subject to a Letter of Map
Revision prepared by the Federal Emergency
Management Agency and issued to the city; or

ii. The si te meets Fed eral Emergency Manage ment
Agency requirements necessary to meet m inimum
flood pla in m anagement criteria of the National
Flood Insurance Program;

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 585
Ordinance No. 2022-010

Page 10 of 18 ends

01225.0005/774497.5

g. Within a regula tory floodway, unless the development has received a no-rise certification;

h. Lands identified for conservatio n in an adopted natural community conservation plan, habitat conservation plan, or other adopted natural resource protection plan;

i. Habitat for protected species; or

j. Land under a conservation easement; and

3. Shall no t be located within a historic district or on property included on the Stat e Historic Resources Inventory, as def ined in Public Resources Code Section 5 020.1, o r wi thin a site that is designated or listed as a city or county landmark or historic property or district pursuant to a city or county ordinance.

D. No impact on protect ed housing. Proposed second primary units and duplexes:

1. Shall not require or allow the demolition or alteration of any of the following types of housing:

a. Housing that is subject to a recorded covenant, ordinance, or law that restricts rents to leve ls afford able to per sons and families of moderate, low, or very low income;

b. Housing that is subject to a ny form of rent o r price control through a public entity’s valid exercise of its police power ; or

c. Housing that has been occupied by a tenant in the last three years;

2. Shall not re quire or allow the demolition of more than 25 pe rcent of the existing ex terior structure walls on the parc el if the parcel has been occupied by a tenant in the last three years; and

3. Shall not be located on a parc el on which a n owner of residential real property has exercised the own er’s rights under the Ellis Act (Government Code Sect ion 7060 t hrough 7060.7) to withdraw accommodations from rent or lease within 15 years before the date that the development proponent submits an application.

E. Development standards. The first p rimary unit built on a parcel shall be subject to the development s tandards in Section 20.04.040. A second primary unit or duplex approved under this Section shall comply with all of the following development standards:

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 586
Ordinance No. 2022-010

Page 11 of 18 ends

01225.0005/774497.5

1. Configuration. A second primary unit may b e attached to or detached from other dwelling units on the parcel.

2. Size. Second primary u nits, an d at least one unit of a new - construction attached duplex, shall be no l arger than 800 squar e feet in floor area.

3. Height. Second primary units , an d at least one unit of a new - construction attached duplex, shall be no taller than one story and 16-feet in height . Second primary un its may not be built above any other structure.

4. Setbacks. No setback beyond the existing setback sha ll be required for an existing structure or for a unit c onstructed in the same location and to the same dimensions as an existing structure. In all other circumstances, second primary units and duplexes built under this Section, shall be set back at least four (4) feet from the side and rear lot lines.

5. Separate Entrances. A second primary unit, and both of the un its of a duplex approved under this Section , shall each have a separate entrance.

6. Additional Development Stan dards. Except as p rovided in Subsections E.1 through E.5, second primary units, and each unit of a duplex build under thi s S ection, shall comply with all development standa rds that would be applicable to a primary dwelling unit on the same parcel.

F. Parking.

1. One new on-site off-street parking space is required for a second primary unit and for each unit in a duplex appr oved under this Section. Such parking spaces s hall be in addition to all existing parking spaces on the parcel.

2. Notwithstanding subsection F.1, no par king spaces are required for a second primary unit or the units of a duplex approved under this Section if either:

a. The parcel is located within one-half mile walking distance of either a high-quality transit corridor, as defined in Public Resources Code Section 21155(b), or a major transit stop, as defined in Public Resources Code Section 21064.3; or

b. There is a car share vehicle located within one block of the parcel.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 587
Ordinance No. 2022-010

Page 12 of 18 ends

01225.0005/774497.5
G. Utilities.

1. A second primary unit, and both of the units in a duplex approved under this Section, shall each have a sep arate connection to the main line for all utilities including but not limited to water, electric, gas, sewer, and telecommunications.

2. Prior to issuance of a building permit for a second primary unit or a duplex un der this Section, the city engineer shall assess whether the required utilities are able to serve the development and have adequate capacity to serve the development. As part of this assessment, the city engineer may require the applicant to submit technical studies to determine utility capacity and ability to serve. The city engineer may place conditions of approval on the proposed development to ensure sufficient utility capacity and the ability of the utilities to serve the development.

H. Limitation on enforcement of standards . With the exceptions of th e setback requirements in subsection E.4, the City shall not enfor ce any zoning, subdivision, or design standar d to t he extent that it would have the ef fect of ph ysically precluding the construction of up to two p rimary residential units on a parcel, or w ould phys ically prec lude e ither of the primary residential units from being at least 800 square feet in floor area.

I. Total number of units.

1. This Section does not authorize or requi re the app roval of more than two primary dwelling units on a sin gle parcel. For pu rposes of th is subsection, “pr imary dwelling units” means dwelling units other than accessory dwelling units or junior acc essory dwelling units.

2. Notwithstanding any othe r provision in this chapter, the approval of second primary units and duplexes on a parcel that was created through an ur ban lot split shall be limited as described in Section

19.04.110.F.

J. Design standards. Second primary unit s, and each unit of a duplex approved under thi s Section , shall comply with all objective desig n standards that would be applicable to a primary dwelling unit on the same parcel.

K. Rental term; separate conveyance.

1. Second primary units and both units of a duplex approved under this Section shall not be rented for a term of less than thirty -one (31) consecutive days.

2. A second primary unit m ay not be turned into a condominium or otherwise sold separately from the other prim ary unit on t he parcel. The units in a duplex approved under this Section may not

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 588
Ordinance No. 2022-010

Page 13 of 18 ends

01225.0005/774497.5
be turn ed into condominiums or otherwise sold separatel y from one another.

L. Deed restriction. As a condition of approval of, a nd prior to the issuance of a certificate o f occupancy for, a second primary unit or duplex approved under this Section , the property owner shall e xecute a deed restriction, in a form approved by the ci ty attorney , which shall b e recorded on the property , at the property owner’s cost, and shall require that the second primary unit or duplex shall only be used and developed in accordance with the requirements in this Section, including but n ot limited to the developmen t standards and the prohibition on short -term rentals stated in this Section . Violation o f the deed restriction shall be considered a violation of this code and may be enfo rced in a manner that this code may be enforced.

Section 8. Section 20.11.020.B.3 of the Chino Municipal Code is hereby revised as follows (additions in red; deletions in bold strikethrough):

3. Number of accessory dwelling units per lot.

(a) No more t han one accessory dwelling unit and one junior accessory dwelling unit a re allowed on any lot with one or more existing or proposed single-family residence.

(b) One, but not both , of the following options is permitted on a lot with an existing multifamily residence:

(i) The amount of accessory dwelling units allowed within a multifamily dwelling structure shall be equal to twenty -five percent of the amount of units i n t he multifamily dwelling structure, provided that fractional units shall be rounded down and at least one accessory dwelling unit shall b e allowed in each mult ifamily dw elling structure. For
example, one accessory dwelling unit is allowed in a
multifamily dwelling structure with seven or fewer units; two accessory dwelling units are allowed in a mul tifamily
dwelling structure with eight to eleven units; and thre e accessory dwelling units are allowed in a multifamily
dwelling structure with twelve units.

(c)(ii) No m ore than two detached accessory dwelling units are allowed on a lot with an existing multifamily residence.

(c) Notwithstanding any other provision in this section, the number of accessory dwelling units and junior accessory dwelling units permitted on a parcel that was created through an urban lot split shall be limited as described in Section 19.04.110.G.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 589
Ordinance No. 2022-010

Page 14 of 18 ends

01225.0005/774497.5
Section 9. Table 20.18-1 of the Chino Municipal Co de is hereby revised as follows with the remainder of the Table remaining unchanged (additions in red):

TABLE 20.18-1 OFF-STREET PARKING REQUIREMENTS
Uses, Activities and
Facilities
Number of Required Parking Spaces
(all spaces are uncovered unless otherwise noted)
Residential Uses
Single-Family Dwellings 2 garage spaces per dwelling
Duplexes (except in RD
1, RD 2, and RD 4.5
zones)
2 garage spaces per dwelling
1 covered space per dwelling less than 950 sq. ft.

Duplexes in RD 1, RD 2,
and RD 4.5 zones Same as Second Primary Units
Multiple-Family Dwellings
Studio Units: 1 covered space per dwelling,
1-Bedroom Units: 1.5 covered spaces per dwelling,
2 or more Bedroom Units: 2 covered spaces
Guest Parking: 1 space for every 10 dwelling units
Accessory Dwelling Units
1 covered or uncovered space per dwelling, except where exempt, in compliance with section 20.11.020 (Accessory Structures - Accessory Dwelling Units).

Second Primary Units 1 covered or uncovered space per dwelling, except where exempt, in compliance with section 20.04.050.F.

Live/Work Units

1.5 spaces for up to 1,000 sq. ft. of floor area, plus 0.5 additional space for every additional 500 sq. ft. of floor area above the first 1,000 sq. ft.

Group Homes and
Facilities 1 space per bed plus 1 space per employee
Mobile Home Parks
1 covered and 1 uncovered space per dwelling, 1 uncovered guest space for every 5 dwellings and 1 recreational vehicle parking space for every 5 dwellings
Senior Housing Projects
1 covered space per dwelling, plus 1 uncovered guest space for every 10 dwelling units, plus 1 uncovered space for each 2 employees (if any) during the largest shift
Residential Care
Facilities, Small
1 space per every 4 beds plus 1 space per employee
Residential Care
Facilities, Large

Section 10. Section 20.21.030.B.7 of the Chino Municipal Code is hereby revised as follows (additions in red; deletions in bold strikethrough):

7. The keeping of five to ten chickens in the RD 4.5 dis tricts requires the approval of an Administrative Approval a Zoning Clearance.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 590
Ordinance No. 2022-010

Page 15 of 18 ends

01225.0005/774497.5

Section 11. Table 20.21-1 of the Chino Municipal Code is hereby revised as follows with the remainder of the Table remain ing unchanged (additions in red; deletions in bold strikethrough):

Poultry/Fowl, Non-
crowing
In the RD 1 and RD 2 districts
25 for lots less than 1 acre
50 per acre for lots 1 acre to less than 5 acres
99 per acre for lots 5 acres and greater

In the RD 4.5 district
3 4 permitted per lot; 5-10 permitted per lot with
Administrative Approval
Section 20.21.030.B.7,
8, 9 & 10
Table 20.21-2

Section 12. Section 20.23.110.B.1 of the Chino Municipal Code is hereby revised as follows (additions in red):

1. Within residential zones, a zoning clearance is required for the following:

a. Development of or alterations to any accessory dwelling unit or junior accessory dwelling unit.

b. Construction of or alterations to non -habitable structures accessory to residential dwellings, including garages, when such structures are six hundred square feet or less in area.

c. Single-story additions to existing single -family or duple x dwelling units.

d. Alterations to existing multiple family dwellings and developments, provided that the addition will not result in an increase in density.

e. Alterations to existing parking facilities accessory to any building or structure.

f. Alterations to ex isting landscaping as required by Chapter

20.19.020 (Landscaping-applicability) of this Zoning Code.

g. Construction or alterations to walls and fences.

h. Construction or alterations to patios, patio covers and patio enclosures.

i. Alterations to on-site exterior lighting.

j. Alterations to existing single-family or duplex dwelling units.

k. The installation of solar panels on multi-family residential homes.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 591
Ordinance No. 2022-010

Page 16 of 18 ends

01225.0005/774497.5
l. The keeping of chickens in the RD 4.5 zone, consistent with the standards in section 20.21.030.

l. Construction of a second primary unit or duplex in the RD 1, RD 2, or RD 4.5 zone, pursu ant to the re quirements in Sec tion

20.04.050.

Section 13. Section 20.23.120.B.2 of the Chino Municipal Code is hereby revised as follows (additions in red):

2. Within residential zones, administrative approval is also required for the following:

a. Single-family or duplex developmen t projects consisting of four or fewer dwelling units , except fo r construction of a second primary unit or duplex in the RD 1, R D 2, or RD 4.5 zone, pursuant to the requirements in Section 20.04.050.

b. Construction of habitable structures accessory to re sidential dwellings with the exception of accessory dwelling units.

c. Construction of nonhabitable structures acce ssory to res idential dwellings, including garages, when s uch structures are between six hundred square feet and one thousand two hundred squ are feet in area, excluding patios, decks, patio covers and patio enclosures.

d. Second-story additions added to ex isting singl e-family or duplex dwelling units.

e. The keeping of five to ten chickens in the RD 4.5 zone, consistent with the standards in Section 20.21.030.

Section 14. A defini tion of “Second primary unit” is here by a dded to Section

20.24.020.S of the Chino Municipal Code and shall be added in alphabetical order and read as follows (additions in red):

Second primary unit. A second residential dwelling unit, other than an accessory dwelling unit or junior accessory dwelling unit, on a parcel with one an d only one existing primary dwelling unit.

Section 15. Severability. If any sec tion, subsection, sentence, clause, phrase , or portion of this Ordinance, or the applica tion thereof to a ny person or circ umstances, is, for any reason, held invalid or unconstitutional by any court of competent jurisdiction, such invalidity or unconstitutionality shall not affect any other provis ion or appl ication, an d to t his end the provisions of this ordinance are declared to be severable. The City Council hereby declares that it would have adopted this ordina nce and each section, subsection, sentence, clause, phrase, part or portion thereof, i rrespective of t he fac t that any one or more s ections, subsecti ons, sentences, clauses, phrases, parts or portions thereof be declared invalid or unconstitutional.

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 592
Ordinance No. 2022-010

Page 17 of 18 ends

01225.0005/774497.5
Section 16. Environmental Review . The City Council finds and determines that the ordinance amendments related to S B 9 are not a “proje ct” for purposes o f California Environmental Quality Act (CEQA) pursuant to Government Cod e Sections 6 5852.21(j) and 66411.7(n), and therefore do not req uire any environm ental review und er CEQA. The City Council further finds and determines that the adoption of an ordinanc e regarding secon d units (ADUs) in a single -family or multifamily reside ntial zone t o implement the provisions of Government Code Sections 65852.2 and 65852.22 is exemp t from CEQA review pursuant to Public Resources Code Section 21080.17. Additionally, this ordinance is ex empt from CEQA review under CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is n o possib ility that the activities in question will have a significa nt effect on the environment.

Section 17. Effective Date. This Ordinance shall be in ful l force a nd effect thirty (30) days after its second reading and adoption.

Section 18. Certification. The City Cl erk of the City of Chino shall cert ify to the passage and adoption of this Ordinance and shall cause the sa me to be published in the Chino Champion, a new spaper of general circula tion, w ithin said City in accordance with the provisions of the Government Code.

ADOPTED THIS 19TH DAY OF JULY 2022.

By:

EUNICE M. ULLOA, MAYOR

ATTEST:

By:

ANGELA ROBLES, CITY CLERK

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 593
Ordinance No. 2022-010

Page 18 of 18 ends

01225.0005/774497.5

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) §

CITY OF CHINO )

I, Angela Robles, City Clerk of the C ity of Chino do he reby certify that the foregoing Ordinance of the City of Chino was duly adopted by said City Council at a regular meeting held on the 19th day of July 2022 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

By:

ANGELA ROBLES, CITY CLERK

11.18.a
Zone Ordinance Amendment (SB9 and Animal Keeping)
Packet Pg. 594

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

POLICE DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: WES SIMMONS, CHIEF OF POLICE

SUBJECT: CATALYTIC CONVERTER ORDINANCE.

RECOMMENDATION
Approve the introduction of Ordinance No. 2022-012, establishing regulations prohibiting the unlawful possession of catalytic converters to be read by number and title only and waive further reading of the ordinance.

FISCAL IMPACT
There is no fiscal impact.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

The recommendation detailed above furthers the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
• Positive City Image
• Superior Customer Service
• Public Service Excellence through Internal and External Partnerships

12.19 NEW BUSINESS
Packet Pg. 595
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: CATALYTIC CONVERTER ORDINANCE
PAGE 2

BACKGROUND
The number and frequency of catalytic converter thefts have risen dramatically over the last year in Chino, throughout Southern California and across the nation. From 2019 to 2021, catalytic converter thefts increased approximately 500% in Chino. There has been a total of over 500 catalytic converter thefts since January of 2021.

The rise in catalytic converter thefts is attributed to the increase in the value of precious metals.

Catalytic converters contain platinum, palladium, and rhodium, making them an attractive target for criminals. A catalytic converter is easily removed from a vehic le using a reciprocating saw.

Once the catalytic converter is removed, thieves transport it to scrap metal dealers and sell it.

The scrap metal dealer then extracts the precious metals for a profit.

Catalytic converter thefts are challenging for law enfor cement because catalytic converters do not have serial numbers or other identifying markers. In California, a Police Officer who encounters an individual in possession of a catalytic converter under suspicious circumstances must locate the rightful owner b efore making an arrest. If the Police Officer cannot locate the rightful owner, the person in possession of the catalytic converter may be released absent other evidence of criminal activity. Additionally, there are no laws that regulate the recycling/sale of catalytic converters nor require proof of how a catalytic converter was obtained. As result, many catalytic converter theft cases in Chino remain unsolved.

ISSUES/ANALYSIS
To combat catalytic converter theft, the Chino Police Department recommends an ordinance making it unlawful to possess a catalytic converter that is not attached to a vehicle without valid documentation or proof of lawful possession. The ordinance will provide the police department an additional tool to protect the public and deter criminal activity. Over time, the ordinance should reduce catalytic converter thefts and:
• Deter criminals by establishing zero-tolerance for catalytic converter thefts. • Create penalties for possessing stolen catalytic converters. • Prevent criminals from profiting from the sale and recycling of stolen catalytic converters. • Provide justice to the victims of catalytic converter thefts. • Reduce Part I crimes.

Attachment: Ordinance No. 2022-012

12.19 NEW BUSINESS
Packet Pg. 596
ORDINANCE NO. 2022-012

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CHINO, CALIFORNIA, ADDING SECTION 9.89 OF THE CHINO

MUNICIPAL CODE ESTABLISHING REGULATIONS

PROHIBITING THE UNLAWFUL POSSESSION OF CATALYTIC

CONVERTERS IN THE CITY

WHEREAS, the citizens of the City of Chino have been plagued with hundreds of catalytic converter thefts from automobiles over the past several years; and

WHEREAS, catalytic converter thefts increased 500% from 2019 to 2021, with a total over 500 since January 2021; and

WHEREAS, there is currently no City, State, or Federal legislation applicable within the City of Chino to define and punish catalytic converter thefts absent an identifiable victim; and

WHEREAS, there is currently no City, State, or Federal legislation applicable within the City of Chino to define and punish the recycling or sale of unlawfully obtained catalytic converters, thus incentivizing criminal enterprise of catalytic converter thefts; and

WHEREAS, there are currently no City, State, or Federal legislation applicable within the City of Chino requiring individuals to provide proof to law enforcement as to how they obtained catalytic converters, thus limiting law enforcement’s ability to protect the public by preventing catalytic converter thefts and preventing law enforcement from seizing suspected stolen catalytic converters when no victim present; and

WHEREAS, catalytic converter thefts are on the rise because individuals are incentivized to commit catalytic converter thefts for multiple reasons including, but not limited to: (1) the ease and undetectable nature of committing the thefts in a matter of seconds using common tools such as a reciprocating saw, (2) the ability to recycle catalytic converters at scrap metal yards for high dollar returns ranging from $200 to $1,200 per catalytic converter, and (3) loopholes in legislation protecting criminals from prosecution unless a victim can be identified; and

WHEREAS, finding a victim of these crimes is nearly impossible due to the undetectable nature of the catalytic converter thefts and catalytic converters being untrace able to link back to a victim (no identifying markers on the catalytic converters); and

WHEREAS, due to lack of legislation defining and prosecuting these thefts, 9 7% of all catalytic converter theft cases in the City of Chino have gone unsolved, which is fundamentally unacceptable for the citizens of the City of Chino; and

WHEREAS, the citizens of Chino and the Chino Police Department are in need of legislation for multiple reasons including, but not limited to: (1) deterrence by establishing zero- tolerance for catalytic converter thefts, (2) sanctions for possessing stolen catalytic converters, (3) preventing criminals from profiting from the sale and recycling of stolen catalytic converters, (4) providing indirect justice to the victims of catalytic converters whose cases will go unsolved, (5) reducing Part I crime statistics which have been substantially negatively impacted by catalytic converter thefts, and (6) minimizing the fiscal and personnel impact on the City of Chino invested in deterring and investigating catalytic converter thefts; and

12.19.a
Catalytic Converter Ordinance
Packet Pg. 597

WHEREAS, individuals who are in possession of stolen catalytic converters recycle them for substantial profit while victims of these thefts suffer tremendous consequences of paying thousands of dollars in repairs, the inconvenience of repairing their vehicles, and feeling unsafe in the community; and

WHEREAS, this Ordinance is necessary to provide the City of Chino Police Department clearly established legal authority to protect the public and deter this criminal activity.

NOW, THEREFORE, the City Council of the City of Chino DOES HEREBY ORDAIN as follows:

SECTION 1. The above recitals are true and correct and incorporated herein.

SECTION 2. Section 9.89 is hereby added as a new section to the Chino Municipal Code to read in its entirety as follows:

“9.89.10 Unlawful Possession of a Catalytic Converter.

A. It shall be unlawful to possess any catalytic converter that is not attached to a vehicle unless the possessor has valid documentation or other proof to verify they are in lawful possession of the catalytic converter.

B. For purposes of this section, “lawful possession” includes being the lawful owner of the catalytic converter or in possession of the catalytic converter with the lawful owner’s written consent. It is n ot required to prove the ca talytic converter was stolen to establish the possession is not a “ lawful possession.”

C. For purposes of this section, “documentation or other proof” means written document(s) that clearly identify the vehicle from which the catalytic converter originated and includes but is not limited to the following document types: bill of sale from the original owner with photographs, documentation from an auto- body shop proving the owner relinquished the catalytic converter to the auto- body shop, verifiable electronic communication from the previous owner to the possessor relinquishing ownership of the catalytic converter, photographs of the vehicle from which the catalytic con verter originated, vehicle registration associated with the catalytic converter containing an etched associated license plate number or vehicle identification number. The validity of documentation or other proof is based on the totality of the circumstances.

D. Each and every violation of this section shall constitute a separate violation and shall be subject to all remedies and enforcement measures authorized by the Chino Municipal Code. Each and every catalytic converter unlawfully possessed is a separate violation of this section.

E. Each and every violation of this section may , in the discretion of the District Attorney or City Attorney, be prosecuted as a misdemeanor and upon conviction be subject to a fine not to exceed $500 or imp risonment in the county jail for a period of not more than 12 months, or by both such fine and imprisonment.

12.19.a
Catalytic Converter Ordinance
Packet Pg. 598

F. The remedies provided herein are not to be construed as exclusive remedies.

The City is authorized to pursue any proceedings or remedies provided by law.”

SECTION 3 . This Ordinance is exempt from the requirements of the California Environmental Quality Act (“CEQA”) pursuant to State CEQA Guidelines because there is no possibility that this Ordinance or its implementation would have a significant negative effect on the environment. (14 Cal. Code Regs. § 15061(b)(3).) City staff shall cause a Notice of Exemption to be filed as authorized by CEQA and the State CEQA Guidelines.

SECTION 4. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of the Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases or portions thereof be declared invalid or unconstitutional.

SECTION 5. The City Clerk shall certify to the passage of this Ordinance and this Ordinance shall be published as required by law and shall take effect as provided by law.

ADOPTED THIS 19TH DAY OF JULY 2022.

By:

EUNICE M. ULLOA, MAYOR

ATTEST:

By:

ANGELA ROBLES, CITY CLERK

12.19.a
Catalytic Converter Ordinance
Packet Pg. 599

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) §

CITY OF CHINO )

I, Angela Robles, City Clerk of the City of Chino do hereby certify that the foregoing Ordinance of the City of Chino was duly adopted by said City Council at a regular meeting held on the 19 th day of July 2022 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

By:

ANGELA ROBLES, CITY CLERK

12.19.a
Catalytic Converter Ordinance
Packet Pg. 600

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

DEVELOPMENT SERVICES DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: NICHOLAS S. LIGUORI, AICP, DEVELOPMENT SERVICES DIRECTOR

SUBJECT: RESOLUTION TO AMEND EXISTING POLICY RELATED TO SANITARY SEWER SERVICE WITHIN THE SPHERE OF INFLUENCE.

RECOMMENDATION
Adopt Resolution No. 2022-041, superseding Resolution No. 2020-060 and amending existing policy related to Accessory Dwelling units and sanitary sewer service within the Sphere of Influence.

FISCAL IMPACT
There is no direct fiscal impact.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

The recommendation detailed above furthers the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
• Positive City Image
• Responsible Long-Range Planning
• Public Service Excellence through Internal and External Partnerships

12.20 NEW BUSINESS
Packet Pg. 601
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: RESOLUTION TO AMEND EXISTING POLICY RELATED TO SANITARY SEWER

SERVICE WITHIN THE SPHERE OF INFLUENCE
PAGE 2

BACKGROUND
The City is the sole provider of sanitary sewer service within the City limits and the City’s Sphere of Influence (SOI), which encompasses approximately 1,500 acres of unincorporated San Bernardino County area. Owners of parcels located in th e SOI often request to connect to the City’s sanitary sewer system as a better long -term solution versus constructing and/or replacing an on-site septic system.

Initially, property owners in the SOI found it difficult and overly cost prohibitive to meet th e Local Agency Formation Commission (LAFCO) and City requirements to annex into the City for sewer service. Therefore, on September 15, 2020, the City Council adopted Resolution No. 2020 -060 amending the conditions under which the City will permit new and existing developments within the City’s SOI to apply for and receive sanitary sewer service from the City. The amended policy allows parcels within the SOI to connect to the City’s sewer under the condition that property owners must execute and file an irr evocable agreement to annex to the City. Once sufficient parcels can be assembled and qualify for annexation in accordance with LAFCO policy pertaining to such annexations, the City will move forward with the annexation process.

The City has processed seve ral irrevocable agreements to annex for sewer since 2020 and continues to receive requests from property owners in the SOI on a regular basis. The City realizes that each request is on a case -by-case basis and staff is always open to improving the policy and procedures for this purpose. Doing so allows the City to better serve our constituents and implement public service excellence through internal and external partnerships by having dialogue with residents and local agencies. Currently, staff is proposing another amendment to the City’s current policy to address Accessory Dwelling Units (“ADUs”).

ISSUES/ANALYSIS
Requests for sewer service received by City staff from property owners in the SOI are typically due to failing septic systems and/or new developme nt projects. More recently, the City has received several requests from property owners that were prompted by the construction of an ADU.

State law requires flexibility in the consideration of utility connections for an ADU. Additionally, the Government Code provides that an ADU shall not be considered by a local agency to be a new residential use for purposes of calculating connection fees or capacity charges for utilities, including water and sewer service, unless the ADU was constructed with a new single -family dwelling. Consequently, City staff is proposing to exempt ADUs from the requirements under the existing sewer connection policy to promote responsible long -range planning with providing homeowners a more feasible option in possibly expanding their homes.

The proposed change includes an ADU exemption to the sewer service policy to better accommodate flexibility to uphold the objectives of State law related to ADUs, and replace the policy articulated in Resolution No. 2020 -060. It should be noted all provisions in the existing policy remain unchanged. The only change to the policy is the amendment to include the exemption for ADUs. The new policy language is as follows, with the amended language shown in italics/underlined:

Section 1. The City of Chino will only allow new and existing developments on parcels within the City’s SOI to connect to the City’s sanitary sewer system in accordance with the following criteria:

12.20 NEW BUSINESS
Packet Pg. 602
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: RESOLUTION TO AMEND EXISTING POLICY RELATED TO SANITARY SEWER

SERVICE WITHIN THE SPHERE OF INFLUENCE
PAGE 3

A. If the SOI parcel is not adjacent to the City boundary, the owner of the parcel must execute and file an irrevocable agreement to annex to the City at such time as sufficient parcels can be assembled and qualify for annexation in accordance with Local Agency Formation Commission (“LAFCO”) policy pertaining to such annexations.

B. If the SOI parcel is contiguous to the City boundary, the owner will be required to annex the parcel to the City, or, if this is determined to be infeasible, to execute an irrevocable agreement to annex.

C. Finally, all SOI parcels requesting sewer service must b e developed in accordance with the City’s General Plan and in conformance with all City codes and standards, subject to the following exemption:

Sewer service shall not be denied to a property based solely on the incompatibility of development standards re lated to an ADU that otherwise meets the requirements of State law and separate sewer connection shall not be required for an ADU, nor shall a separate connection fee or capacity charge be applied if the connection meets the requirements of Government Code section 65952.2(f)(2), as amended.

Therefore, it is staff’s recommendation to the City Council to approve Resolution No. 2022 -041 amending the existing policy related to sanitary sewer service within the City’s SOI.

Attachments: Resolution No. 2022-041

12.20 NEW BUSINESS
Packet Pg. 603
01225.0005/793043.2
RESOLUTION NO. 2022-041

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHINO,
CALIFORNIA, SUPERSEDING RESOLUTION NO. 2020-060 AND

AMENDING EXISTING POLICY RELATED TO SANITARY SEWER
SERVICE WITHIN THE CITY’S SPHERE OF INFLUENCE

WHEREAS, on December 15, 2020, the City Council of the City of Chino (“City”) adopted Resolution No. 2020-060 amending the conditions under which the City wi ll permit new and existing developments within the City’s sphere -of-influence (“SOI”) to apply for and receive sanitary sewer service from the City;

WHEREAS, the City Council has considered a change in the policy articulated by Resolution No. 2020-060 to allow for additional flexibility in the consideration of provision of sanitary sewer services by the City within the SOI;

WHEREAS, State law requires flexibility in the consideration of uti lity connections for an accessory dwelling unit (“ADU”), including but not limited to, pursuant to Government Code section 65852.2(e)(1)(A)(i) providing that local agencies ministerially permit one ADU and one Junior ADU if “The accessory dwelling unit or junior accessory dwelling unit is within the proposed space of a single -family dwelling or existing space of a single -family dwelling or accessory structure and may include an expansion of not more than 150 square feet beyond the same physical dimensions as the existing accessory structure”; Government Code section 65952.2 (f)(2) providing that “ An accessory dwelling unit shall not be considered by a local agency. . . to be a new residential use for purposes of calculating connection fees or capacity charges for utilities, including water and sewer service, unless the accessory dwelling unit was constructed with a new single -family dwelling”; and Government Code section 65852.2 (f)(4) providing that “For an accessory dwelling unit described in subparagraph (A) of paragraph (1) of subdivision (e), a local agency . . . shall not require the applicant to install a new or separate utility connection directly between the accessory dwelling unit and the utility or impose a related connection fee or capacity charge, unless the accessory dwelling unit was constructed with a new single-family dwelling;” and

WHEREAS, the City Counc il now wishes to formally state this policy change , better accommodate flexibility to uphold the objectives of State law related to ADUs, and replace the policy articulated in Resolution No. 2020-060.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CHINO HEREBY RESOLVES AS FOLLOWS:

1. If the SOI parcel is not adjacent to the City boundary, the owner of the parcel must execute and file an irrevocable agreement to annex to the City at such time as sufficient parcels can be assembled and qualify for annexation in accordance with Local Agency Formation Commission (“LAFCO”) policy pertaining to such annexations.

2. If the SOI parcel is contiguous to the City boundary, the owner will be required to annex the parcel to the City, or, if this is determined to be infeasible, to execute an irrevocable agreement to annex.

12.20.a
Adopt Resolution No. 2022-041, superseding and replacing Packet Pg. 604
RESOLUTION NO. 2022-041
PAGE 2

01225.0005/793043.2

3. Finally, all SOI parcels requesting sewer se rvice must be developed in accordance with the City’s General Plan and in conformance with all City codes and standards, subject to the following exemption: Sewer service shall not be denied to a property based solely on the incompatibility of development standards related to an ADU that otherwise meets the requirements of State law and separate sewer connection shall not be required for an ADU , nor shall a separate connection fee or capacity charge be applied if the connection meets the requirements of Government Code section 65952.2(f)(2), as amended.

Section 2. This Resolution shall supersede Resolution No. 2020-060.

APPROVED AND ADOPTED THIS 5th DAY OF JULY 2022.

EUNICE ULLOA, MAYOR

ATTEST:

ANGELA ROBLES, CITY CLERK

12.20.a
Adopt Resolution No. 2022-041, superseding and replacing Packet Pg. 605
RESOLUTION NO. 2022-041
PAGE 3

01225.0005/793043.2

State of California )
County of San Bernardino ) §
City of Chino )

I, ANGELA ROBLES, City Clerk of the City of Chino, do hereby certify that the foregoing Resolution was duly adopted by the City Council at a regular meeting held on the 5th day of July 2022 by the following votes:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ANGELA ROBLES, CITY CLERK

12.20.a
Adopt Resolution No. 2022-041, superseding and replacing Packet Pg. 606

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

DEVELOPMENT SERVICES DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: NICHOLAS S. LIGUORI, AICP, DEVELOPMENT SERVICES DIRECTOR

SUBJECT: PUBLIC IMPROVEMENT AGREEMENT FOR THE YORBA XC WAREHOUSE PROJECT ON YORBA AVENUE.

RECOMMENDATION
1) Approve a Public Improvement Agreement with Yorba XC, LLC for the construction of public improvements located on Yorba Avenue and 2) authorize the City Manager to execute the necessary documents on behalf of the City.

FISCAL IMPACT
There is no fiscal impact.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

The recommendation detailed above furthers the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
• Positive City Image
• Responsible Long-Range Planning
• Public Service Excellence through Internal and External Partnerships

12.21 NEW BUSINESS
Packet Pg. 607
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: PUBLIC IMPROVEMENT AGREEMENT FOR THE YORBA XC WAREHOUSE

PROJECT ON YORBA AVENUE
PAGE 2

BACKGROUND
Yorba XC, LLC (developer) entered into an agreement with the Chino Valley Unified School District (CVUSD) to construct the district’s new administrative office building in exchange for a long-term ground lease on an adjacent piece of industr ial property to the east, owned by CVUSD. Subsequently, the developer submitted applications to develop two separate sites in accordance with the agreement. Project PL20 -0026 (Site Approval) is for the construction of a two-story administrative office building that will be built at 13461 Ramona Avenue. Project PL20- 0029 (Site Approval) is the second site that will be constructed with a speculative warehouse/distribution building at 13404 Yorba Avenue.

The Conditions of Approval for PL20 -0029 require the dev eloper to enter into a Public Improvement Agreement with the City and post the necessary securities to ensure the timely delivery of the public improvements located on Yorba Avenue (Exhibit A). The required public improvements include, but are not limited to sidewalk, street paving, curb ramps, streetlights, driveways, parkway landscaping, signing & striping, and utility service connections. The public improvements shall be designed and constructed to meet all accessibility requirements.

ISSUES/ANALYSIS
To guarantee the completion of said improvements, the developer has submitted the Public Improvement Agreement and the necessary bonds to the City. The required public improvements consist of infrastructure needed to serve the general public, such as curb and gutter, sidewalk to comply with accessibility standards, street widening and asphalt overlay, which will help promote a positive city image and demonstrate responsible long -range planning when completed and accepted by the City. Additionally, the City At torney has reviewed and approved the agreement and bonds.

This project is exempt from the California Environmental Quality Act (CEQA) Guidelines pursuant to Section 15332, Infill Development Projects.

Attachments: Exhibit A - Project Location Map
Exhibit B - Public Improvement Agreement

12.21 NEW BUSINESS
Packet Pg. 608

12.21.a
PIA – Yorba XC Warehouse Project
Packet Pg. 609

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 610
10764363680
Travelers Casualty and Surety Company of America

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 611

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 612

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 613

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 614

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 615

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 616

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 617

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 618

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 619

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 620

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 621

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 622

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 623

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 624

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 625

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 626

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 627

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 628

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 629

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 630

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 631

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 632

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 633

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 634

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 635

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 636

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 637

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 638

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 639

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 640

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 641

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 642

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 643

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 644

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 645

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 646

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 647

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 648

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 649

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 650

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 651

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 652

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 653

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 654

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 655

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 656

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 657

12.21.b
PIA – Yorba XC Warehouse Project
Packet Pg. 658

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

COMMUNITY SERVICES DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: LINDA REICH, DIRECTOR OF COMMUNITY SERVICES

SUBJECT: ADOPTION OF THE PARKS AND FACILITIES MASTER PLAN 2021-2026.

RECOMMENDATION
That the City Council adopt the Parks and Facilities Master Plan for 2021-2026.

FISCAL IMPACT
No fiscal impact.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

The recommendation detailed above further the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
• Positive City Image
• Superior Customer Service
• Financial Stability
• Responsible Long-Range Planning
• Public Service Excellence through Internal and External Partnerships

12.22 NEW BUSINESS
Packet Pg. 659
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ADOPTION OF THE PARKS AND FACILITIES MASTER PLAN 2021-2026 PAGE 2

BACKGROUND
The Fiscal Year 2019-20 Park Fund provided funding for a Parks and Facilities Master Plan. On November 19, 2019, the City C ouncil approved a contract with PROS Consulting, Inc., to develop a Parks and Facilities Master Plan for the City. The previous plan was completed in the 1980s, was outdated, and did not meet the current needs of the City.

The scope of work included:

1. A park and facility inventory and assessment;

2. A community needs survey pertaining to recreation facilities and program service level assessments and recommendations;

3. Community Services/Recreation programs assessment and recommendations;

4. Per Capita Spending Analysis;

5. A capital improvement plan through build out;

6. An operations and maintenance plan;

7. A review and summarization of City policy and General Plan updates; and

8. A financial strategy plan.

On July 20, 2021, the City Council and Community Services Commission held a joint session to receive an update on the plan, which included survey and outreach results. A second joint City Council and Community Services Commission meeting was held on January 4, 2022. The purpose of the joi nt session was for PROS Consulting, Inc. and Community Services Department staff to present the Executive Summary and present an overview of the status for the Parks and Facilities Master Plan.

ISSUES/ANALYSIS
The following are the main recommendations identified by the plan:

1. Dedicated marketing/branding support (including staff position) is recommended to assist with increasing awareness, developing a branding campaign, and tracking return on investment.

This position was established in April 2022.

2. The Department should focus on long term financial sustainability by adding a revenue generating position (e.g., a grant writer); provide clarity within the Community Services department budget to identify revenue generation that supports program operations; and ensure fees and charges are established by staff based on market rates and cost recovery goals.

The City entered into an agreement for grant writing services in June 2022.

3. Partner with the Civic Center Master Plan committee to reenergize the downtown area (e.g., a civic center, more walkways/connection, new special events, a farmers’ market).

Two members of the Community Services team are members of the Civic Center Master Plan committee.

4. Prioritize trail connectivity and increase equity of access to park land citywide.

5. Upgrade existing facilities/amenities and explore new amenities to enhance the user

12.22 NEW BUSINESS
Packet Pg. 660
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: ADOPTION OF THE PARKS AND FACILITIES MASTER PLAN 2021-2026 PAGE 3

experience such as upgrading restrooms, shade structures and adding new community center space.

6. Seek additional park land in the northern section of the City.

These are the signature action items, both internal and external focused, that will help the Department stay true to its Core Values and realize its Vision and Mission to serve the Chino community. The Department’s current mi ssion statement is “ The Community Services Department is dedicated to enriching our community by providing a variety of traditional and innovative recreational activities, caring counseling services and quality parks and facilities ." Through the master pl an process, the Department has revised its mission statement: “To impact lives and build a connected community.”
This Plan is meant to be a strategic road map that can adapt as times and circumstances change. This is even more timely as the growing popu lation numbers will require a higher level of service for indoor and outdoor offerings.

Attachment: Park & Facilities Master Plan 2021-2026

12.22 NEW BUSINESS
Packet Pg. 661
i

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 662

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 663
i

ACKNOWLEDGEMENTS

THANK YOU TO MEMBERS OF THE COMMUNITY FOR CONTRIBUTING INPUT

THROUGHOUT THE DEVELOPMENT OF THIS MASTER P LAN

CITY COUNCIL
Eunice M, Ulloa, Mayor
Marc Lucio, Mayor Pro-Tem
Karen C. Comstock, Council Member
Christopher Flores, Council Member
Walt Pocock, Council Member

STAFF
Linda Reich, Director
Carolyn Baltzer, Projects Manager
Ted Bistarkey, Community Services Manager
Silvia Avalos, Community Services Manager
Keith Martinez, Assistant Project Coordinator
Griselda Lara, Management Assistant
Marsha Ariyasu, Administrative Secretary

CON SULTANT TEAM
Neelay Bhatt, Vice President and Principal Consultant, PROS Consulting, INC.

Phil Parnin, Associate Principal, PROS Consulting, INC.

Doug Grove – President, RHA Landscape Architects-Planners, Inc.

Jason Morado, Statistically-Valid Survey, ETC Institute

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 664

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 665
iii

TABLE OF CONTENTS
ACKNOWLEDGEMENTS ................................ ................................ ................................ . I CHAPTER ONE – EXECUTIVE SUMMARY ................................ ................................ ............ 1 CHAPTER TWO – COMMUNITY PROFILE ................................ ................................ ............ 4 CHAPTER THREE - PUBLIC ENGAGEMENT ................................ ................................ ....... 41 CHAPTER FOUR - PARKS AND FACILITIES ASSESSMENT ................................ ....................... 68 CHAPTER FIVE - LAND ANALYSIS AND MAPPING ................................ ............................... 71 CHAPTER SIX MAINTENANCE & OPERATIONAL ANALYSIS ................................ ..................... 92 CHAPTER SEVEN - COMMUNITY SERVICES/PROGRAM ASSESSMENT ................................ ........ 107

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 666

iv
CHAPTER EIGHT - FUNDING STRATEGIES................................ ................................ ....... 137 CHAPTER NINE -VISIONING STRATEGY & ACTION PLAN ................................ ..................... 143 CHAPTER TEN – CONCLUSION ................................ ................................ .................... 146 APPENDIX A – CORE VS. CASUAL PARTICIPATION TRENDS ................................ .................. 147 APPENDIX B – COMMUNITY WORKSHOP DETAIL ................................ ............................... 153 APPENDIX C – ONLINE COMMUNITY SURVEY ................................ ................................ ... 157 APPENDIX D – VOLUNTEER AND PARTNERSHIP BEST PRACTICES ................................ ........... 185 APPENDIX E – FACILITIES ASSESSMENT ................................ ................................ ......... 189 APPENDIX F – PARKS ASSESSMENT ................................ ................................ .............. 199

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 667

1 CHAPTER ONE – EXE CUTIVE SUMMARY

INTRODUCTION
The City Council of the City of Chino selected PROS Consulting to assist in developing a Parks and Facilities Master Plan (“Plan”). The Plan’s purpose is to create a clear vision, action plan, and financial strategy for the community. This document intends to be dynamic and forward -thinking to strengthen existing programs, facilities, and amenities to serve as a road map for the future.

The following goals were identified as a key outcome of this planning process:

1. Engage the diverse Chino community, leadership, and stakeholders through an innovative, public outreach process to build a shared vision for parks, recreation, and community services.

2. Utilize a wide variety of data sources and best practices including a statistically -valid survey to predict trends and patterns of use and how to address unmet needs in the City of Chino.

3. Determine unique Level of Service Standards, validated by local data, to develop appropriate actions regarding parks, recreation, and community services that reflects the City’s stron g commitment in providing high quality services and amenities for the community.

4. Shape financial and operational preparedness through innovation and “next” practices for the City to achieve the strategic objectives and recommended actions, goals, objective s, and implementation strategies outlined in the plan.

5. Develop a dynamic and realistic strategic action plan that is clear, concise and adaptable to ensure long -term success and financial sustainability for the City’s parks, recreation, and community servi ces, as well as action steps to support the family -oriented community and businesses that call Chino home.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 668

PARKS & FACILITIES MASTER PLAN

2 PROJECT PROCESS
The analysis describes the population within the City. This assessment is reflective of the total population and its key characteristics, such as age segments, race, ethnicity, and income levels . It is important to note that future projections are based on historical patterns.

RECOMMENDATIONS
Based on an iterative visioning process with staff combined with the community input, demographics and trends and an analysis of the Department’s programs, maintenance and operations and levels of service, the following Core Values, Vision and Mission Statement and Big Moves were identified by the staff.

CORE VALUES
The six core values that will guide the Department’s actions in the future are:

1. Commitment to our Community

2. Integrity & Accountability

3. Fiscal Responsibility

4. Partnerships & Teamwork

5. Innovation

6. Communication & Engagement
VISION
The Department’s Vision is adopted from the City’s overall vision:
“Chino is a vibrant city. It is a great community in which to live, work, and play, that is recognized for integrity and dedication to public service.”

MISSION
The Citywide Mission is:
“Together we take pride in providing quality, caring service to our community. ” The Department’s Mission is:
“To impact lives and build a connected community.”

BIG MOVES
The following are the B ig Moves that will shape the P lan’s Roadmap. These are the signature action items, both internal and external focused, that will help the Department stay true to its Core Values and realize its Vision and Mission as they serve the Chino community.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 669

3 1. Dedicated marketing/branding support (including staff position) to assist with increasing awareness, branding campaign, tracking return on investment (ROI), etc. a. Hiring additional dedicated staff to support the team

2. Focus on long term financial sustainability
a. Add a revenue generating position (E.g., a grant writer) b. Create true Community Services department budget
i. Department c urrently operates as a fund rather than a standalone budget ; revenue generated, and cost recovery/ general fund support are not clearl y visible
c. Ensure fees and charges are established by staff based on market rates and cost recovery goals

3. Partner with the City to reenergize the downtown area (E.g., a civic center, more walkways/connection, new special events, a farmers’ market)

4. Prioritize trail connectivity and increase equity of access to park land citywide a. Deficit of 7 miles of paved walking trails and 11 miles of unpaved trails to be met in the next 5 years
b. Deficit of 25 acres of Neighborhood Park acreage to be met in the next 5 years in an equitable manner

5. Upgrade existing facilities/amenities and explore new amenities to enhance the user experience
a. E.g., Upgrade restrooms and shade structures, etc. to meet amenity needs b. Projected deficit of 67,000 sf of indoor recreation space in the next five years can be met with a large multigenerational, multifunctional Community Center

CONCLUSION
This Plan is meant to be a strategic roadmap that can adapt as times and circumstances change. This is even more timely as the City continues to plan its future in a post COVID-19 world. The growing population numbers will require a higher level of servi ce for indoor and outdoor offerings but how the City delivers the service will evolve, for example, to address greater (maybe temporary) social distancing guidelines and (long term) hygiene / sanitation requirements.

In addition, the financial realities of Governments and public agencies nationwide have changed with reduced revenues and the Department will need to have an even greater emphasis on cost recovery to ensure long-term financial sustainability.

Amidst these uncertain times, it is comforting
to know that the Department’s staff is a group
of experienced professionals dedicated to the
community’s well-being and the organizational
culture centers on teamwork and forward -
looking focus, elements that are critical to the
success of a plan’s implemen tation. The
Consulting Team has no doubt that the
Department staff in conjunction with the City’s
leadership will leave no stone unturned to
ensure this plan continues to meet and exceed
the parks, recreation, trails, culture and open
space needs of the C hino community now and
in the years to come.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 670

PARKS & FACILITIES MASTER PLAN

4 CHAPTER TWO – COMMUNITY PROFILE

DEMOGRAPHIC AND TRENDS ANALYSIS
As an integral part of the Plan is the Demographic and Trends Analysis (“Analysis”) which provides insight into the general makeup of the population served a nd market trends in recreation. This analysis helps quantify the market for recreation in the City and identify the types of parks, facilities, and programs/services most appropriate to satisfy the needs of City residents.

This analysis is two -fold and aims to answer the who and the what. First, it assesses the demographic characteristics and population projections of City residents to understand who the Department serves.

Then, recreational trends are examined on a national, regional, and local level to understand what the population served wants to do. Findings from this analysis establish a fundamental understanding that provide a basis for prioritizing the recreational needs of the community.

DEMOGRAPHIC ANALYSIS
The analysis describes the population within the City and is reflective of the total population and its key characteristics, such as age seg ments, race, ethnicity, and income levels . It is important to note that future projections are based on historical patterns and unforeseen circumstances could have a significant bearing on the validity of the projected figures.

CITY DEMOGRAPHIC OVERVIEW

Population:
• 92,836 people live in Chino, CA
• The City is expected to grow to an
estimated 117,023 residents by 2034
Race & Ethnicity:
• 52% of the population is White Alone
• 23% of the population is Some Other Race
• 57% of the population’s ethnicity is of
Hispanic/Latino origin
Age:
• Median age: 33.3 years old
• By 2034, the 35-54 age segment will grow
the most with ages 34 and under declining
from 51% to 46% of the population
Income:
• Median household income: $80,239
• Median household income is higher than
the state and national average
• Per capita income is $26,679 below both
state and national average

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 671

5 METHODOLOGY
Demographic data used for the analysis was obtained from the U.S. Census Bureau and Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in February 2020 and reflects actual numbers as reported in the 2010 Census as well as estimates for 2019 and 2024 as obtained by ESRI. Straight line linear regression was utilized for 2029 and 2034 projections. The City boundaries shown below were utilized for the demographic analysis (See Figure 1).

Figure 1: City Boundaries

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 672

PARKS & FACILITIES MASTER PLAN

6 CITY POPULACE

POPULATION
The City’s population had an increase of 2.09% per year from 2010 to 2019, which is more than twice the national 0.85% (from 2010-2019) and state 0.76% (from 2010-2019) annual growth rate. The total number of households increased at a similar rate in recen t years (2.25% annually since 2010), which is also well above the national (0.80%) and state (0.67%) annual growth rates and certainly adds pressure on the City to provide an additional level of service for parks, programs, and facility offerings.

Currently, the population is estimated at 92,836 individuals living within 25,028 households. Projections indicate the total population and number of households are expected to continue a growth trend over the next 15 years, with a total of 117,023 residents living within 31,930 households by 2034 (See Figure 2 & Figure 3).

Figure 2: Total Population
78,112
92,836 98,617
108,352
117,023

2.09%

1.25%

1.97%

1.60%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
2010 2019 2024 2029 2034
Total Population / Average Annual Growth
Chino Population Average Annual Growth (%)
Figure 3: Total Number of Households
20,806
25,028 26,664
29,452
31,930

2.25%

1.31%

2.09%

1.68%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
2010 2019 2024 2029 2034
Total Households / Avg Annual Growth
Chino Households Average Annual Growth (%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 673

7 AGE SEGMENT
Evaluating age segments, the City has a young population with high representation in the 35 -54 (29%) age segment and above average percentage in all age segments except 55+ (21%). The service area has a median age of 33.3 years, which is much younger than the U.S. median age of 38.5 years. This lower than median age will contribute to the slower growth rate of ages 55+ within the City and also ensure a continued need for youth and young family focused programs in Chino for the foreseeable future. The City is expected to have one out of four (23%) individuals in the 55+ population by 2034, which is much lower than projected nationwide numbers of almost one out of three individuals falling in that age segment (See Figure 4).

Figure 4: Population by Age Segments
25% 24% 24% 23% 22%
28% 27% 25% 24% 24%
30% 29% 31% 30% 31%
14% 17% 17% 18% 18%
3% 4% 4% 5% 5%
2010 2019 2024 2029 2034
Population by Age Segment
0-17 18-34 35-54 55-74 75+
Chino

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 674

PARKS & FACILITIES MASTER PLAN

8 RACE AND ETHNICITY DEFIN ITIONS
The minimum categories for data on race and ethnicity for federal statistics, program administrative reporting, and civil rights compliance reporting are defined as b elow. The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the U.S. population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis. • American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), or who maintains tribal affiliation or community attachment
• Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, or Vietnam. • Black – This includes a person having origins in any of the black racial groups of Africa. • Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. • White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa.
• Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race.

Please Note: The Census Bureau defines Race as a person’s self -identification with one or more of the following social group s: White, Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic/Latino origin or not. For this reason, the Hispanic/Latino ethnicity is viewed separate from race throughout this demographic analysis.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 675

9 RACE
The current population within the City is extremely diverse with 52% White Alone, 7% Black Alone, 12% Asian, 23% Some Other Race, and 5% Two or More Races in comparison to the national average, which is approximately 70% White Alone, 13% Black Alone, and 7% Some Other Race. The Some Other Rac e population represents the second largest race (21%). The prediction for 2034 expect the City’s population to decline in White Alone, while Two or More Races stay the same with all other segments increasing in population (See Figure 5).

ETHNI CITY
The City’s population was also assessed
based on Hispanic/Latino ethnicity, which
by the Census Bureau definition, is viewed
independently from race. It is important
to note individuals who are
Hispanic/Latino can also identify with any
of the racial categ ories from above,
which is contributing to the higher level
of Some Other Race. Based on the current
estimate for 2019, those of
Hispanic/Latino origin represent 57% of
the population. The Hispanic/Latino
population is expected to increase over
the next 15 years, representing 63% of the
City’s total population by 2034 (See
Figure 6).

Figure 5: Population by Race
56% 52% 51% 49% 47%
6% 7% 7% 7% 8%
10% 12% 13% 14% 15%
21% 23% 23% 24% 24%
5% 5% 5% 5% 5%
2010 2019 2024 2029 2034
Population by Race
White Alone Black Alone American Indian Asian
Pacific Islander Some Other Race Two or More Races
Chino
Figure 6: Population by Ethnicity
54% 57% 63%
46% 43% 37%
2010 2019 2034
Hispanic / Latino Population
Hispanic / Latino Origin (any race) All Others
Chino

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 676

PARKS & FACILITIES MASTER PLAN

10 HOUSEHOLD INCOME
Median household income ($80,239) for the City is slightly higher than the state ($74,520) and national ($60,548) averages while per capita income ($26,679) among residents is lower than the state ($35,730) and national ($33,028) averages. An above average household income coupled with a below average per capita income is likely due to the higher-than-average household sizes that result is more wage-earning people living under the same roof. The City’s average household size 3.44 people per household, which is significantly higher than national averages of approximately 2.59 individuals per household.

Figure 7: Income Characteristics
$26,679
$35,730
$33,028
$80,239
$74,520
$60,548
CHINO CALIFORNIA U.S.A.

Income Characteristics
Per Capita Income Median Household Income

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 677

11 CITY DEMOGRAPHIC COMPARATIVE SUMMARY
The table below is a summary of the City’s demographic figures, which are then compared to the state and U.S. populations to provide a regional and national comparison. The highlighted cells represent key takeaways from the comparison between the City and the national population. = Significantly higher than the National Average
= Significantly lower than the National Average

Figure 8: City Demographic Comparative Summary Table
Chino California U.S.A.

Annual Growth Rate
(2010-2019) 2.09% 0.76% 0.85%
Projected Annual
Growth Rate
(2019-2034)

1.74% 0.79% 0.90%
Annual Growth Rate
(2010-2019) 2.25% 0.67% 0.80%
Average Household
Size 3.43 2.92 2.59
Ages 0-17 24% 23% 22%
Ages 18-34 27% 25% 23%
Ages 35-54 29% 25% 25%
Ages 55-74 17% 21% 23%
Ages 75+ 4% 6% 7%
White Alone 52.1% 54.6% 69.6%
Black Alone 7.0% 5.9% 12.9%
American Indian 1.1% 0.9% 1.0%
Asian 12.1% 14.9% 5.8%
Pacific Islander 0.2% 0.4% 0.2%
Some other Race 22.6% 17.9% 7.0%
Two or More Races 4.9% 5.4% 3.5%
Hispanic / Latino
Origin (any race) 57.4% 39.7% 18.6%
All Others 42.6% 60.3% 81.4%
Per Capita
Income $26,679 $35,730 $33,028
Median Household
Income $80,239 $74,520 $60,548
Income
Characteristics
2019 Demographic
Comparison
PopulationHouseholdsAge Segment
DistributionRace DistributionHispanic/Latino
Population

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 678

PARKS & FACILITIES MASTER PLAN

12 RECREATIONAL TRENDS ANALYSIS
The Trends Analysis provides an understanding of national, regional, and local recreational trends as well as recreational interest by age segments. Trends data used for this analysis was obtained from Sports & Fitness Industry Association’s (SFIA), National Recreation and Park Association (NRPA), and Environmental Systems Research Institute (ESRI). Note: It is important to note that the trends data is reflective of a pre-pandemic time and trends will change as we emerge on the other side of this pandemic and settle into a new normal.

NATIONAL TRENDS I N RECREATION

METHODOLOGY
The SFIA Sports, Fitness & Recreational Activities Topline Participation Report 2020 was utilized in evaluating the following trends:
• National Recreation Participatory Trends
• Core vs. Casual Participation Trends
• Non-Participant Interest by Age Segment
The study is based on findings from surveys carried out in 2019 by the Physical Activity Council (PAC), resulting in a total of 18,000 online interviews. Surveys were administered to all genders, ages, income levels, regions, and ethnicities to allow for statistical accuracy of the national population. A sample size of 18,000 completed interviews is considered by SFIA to result in a high degree of statistical accuracy.

A sport with a participation rate of 5% has a confidence interva l of plus or minus 0.32% points at a 95% confidence level. Using a weighting technique, survey results are applied to the total U.S. population figure of 302,756,603 people (ages 6 and older).

The purpose of the report is to establish levels of activity and identify key participatory trends in Recreation across the U.S. This study looked at 122 different sports/activities and subdivided them into various categories including: sports, fitness, outdoor activities, aquatics, etc.

CORE VS. CASUAL PARTICIPAT ION
In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency of participation . Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness activities more than 50-times per year, while for sports, the threshold for core particip ation is typically 13-times per year.

In a given activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 679

13 NATIONAL SPORT AND FITNESS PARTICIPATORY TRENDS

NATIONAL TRENDS IN GENERAL SPORTS

PARTICIPATION LEVELS
The sports most heavily participated in, in the United States were Basketball (24.9 million) and Golf (24.3 million in 2019), which have participation figures well in excess of the other activities within the general sports category; followed by Tennis (17.7 million), Baseball (15.8 million), and Soccer (11.9 million).

The popularity of Basketball, Golf, and Tennis can be attributed to the ability to compete with relatively small number of participants. Basketball’s success can also be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup game. Even though Golf has experienced a recent decrease in participation in the last five years, it still continues to benefit from its wide age segment appeal and is considered a life -long sport. In addition, target type game venues or Golf Entertainment Venues (e.g., Top Golf) have increased drastically (84.7%) as a five -year trend. The emergence of Golf Entertainment, such as Top Golf, has helped increase participation for golf as an activity outside of traditional golf course environments.

FIVE -YEAR TREND
Since 2014, Golf Entertainment Venues (84.7%), Pickleball (40.5%), and Flag Football (23.1%) have emerged as the overall fastest growin g sports. During the last five years, Baseball (20.2%) and Indoor Soccer (17.8%) have also experienced significant growth. Based on the five -year trend, the sports that are most rapidly declining include Ultimate Frisbee ( -49.4%), Touch Football ( -21.5%), Badminton ( -

15.1%), and Tackle Football (-14.6%).

ONE-YEAR TREND
In general, the most recent year shares a similar pattern with the five -year trends. There are unique sports with a greater one-year change: Boxing for Competition (8.2%), Pickleball (4.8%), Outdoor Soccer (4.5%), and Martial Arts (4.2%). However, some sports that increased rapidly over the past five years have experienced recent decreases in participation, Rugby ( -10.8%), cheerleading (-2.3%), and Baseball (-0.5%).

CORE VS . CASUAL TRENDS IN GENERAL SPORTS
Highly participated sports, such as Basketball, Baseball, and Slow Pitch Softball have a larger core participant base (participate 13+ times per year) than casual participant base (participate 1-12 times per Basketball

24.9 Million
Golf

24.3 Million
Tennis

17.7 Million
Baseball

15.8 Million
Soccer

11.9 Million

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 680

PARKS & FACILITIES MASTER PLAN

14 year). In the past year, Ice Hockey (13+ participation) and Softball -Fast Pitch (26+ participation) has increased core participation. While less mainstream sports including: Boxing for Competition, Roller Hockey, Badminton, and Racquetball have larger casual participati on base. These participants may be more inclined to switch to other sports. Please see Appendix A for full Core vs. Casual Participation breakdown.

Figure 9: General Sports Participatory Trends
2014 2018 2019 5-Year Trend 1-Year Trend
Basketball 23,067 24,225 24,917 8.0% 2.9%
Golf (9 or 18-Hole Course) 24,700 24,240 24,271 -1.7% 0.1% Tennis 17,904 17,841 17,684 -1.2% -0.9%
Baseball 13,152 15,877 15,804 20.2% -0.5%
Soccer (Outdoor) 12,592 11,405 11,913 -5.4% 4.5%
Golf (Entertainment Venue) 5,362 9,279 9,905 84.7% 6.7% Softball (Slow Pitch) 7,077 7,386 7,071 -0.1% -4.3%
Football (Flag) 5,508 6,572 6,783 23.1% 3.2%
Volleyball (Court) 6,304 6,317 6,487 2.9% 2.7%
Badminton 7,176 6,337 6,095 -15.1% -3.8%
Soccer (Indoor) 4,530 5,233 5,336 17.8% 2.0%
Football (Touch) 6,586 5,517 5,171 -21.5% -6.3%
Football (Tackle) 5,978 5,157 5,107 -14.6% -1.0%
Gymnastics 4,621 4,770 4,699 1.7% -1.5%
Volleyball (Sand/Beach) 4,651 4,770 4,400 -5.4% -7.8%
Track and Field 4,105 4,143 4,139 0.8% -0.1%
Cheerleading 3,456 3,841 3,752 8.6% -2.3%
Pickleball 2,462 3,301 3,460 40.5% 4.8%
Racquetball 3,594 3,480 3,453 -3.9% -0.8%
Ice Hockey 2,421 2,447 2,357 -2.6% -3.7%
Ultimate Frisbee 4,530 2,710 2,290 -49.4% -15.5%
Softball (Fast Pitch) 2,424 2,303 2,242 -7.5% -2.6%
Lacrosse 2,011 2,098 2,115 5.2% 0.8%
Wrestling 1,891 1,908 1,944 2.8% 1.9%
Roller Hockey 1,736 1,734 1,616 -6.9% -6.8%
Boxing for Competition 1,278 1,310 1,417 10.9% 8.2%
Rugby 1,276 1,560 1,392 9.1% -10.8%
Squash 1,596 1,285 1,222 -23.4% -4.9%
National Participatory Trends - General Sports
Activity Participation Levels % Change
Legend:

Large Increas e
(greater than 25%)
Moderate
Increas e
(0% to 25%)
Moderate
Decreas e
(0% to -25%)
Large Decreas e
(les s than -25%)
NOTE: Participation figures are in 000's for the US population ages 6 and over

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 681

15 NATIONAL TRENDS IN GENERAL FITNESS

PARTICIPATION LEVELS
Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of options that are relatively inexpensive to participate in and can be performed by most individuals. The most popular general fitn ess activities amongst the U.S. population include: Fitness Walking (111.4 million), Treadmill (56.8 million), Free Weights (51.4 million), Running/Jogging (49.5 million), and Stationary Cycling (37.1 million).

FIVE -YEAR TREND
Over the last five years (2014-2019), the activities growing most rapidly are Trail Running ( 46.0%), Yoga (20.6%), Cross Training Style Workout (20.2%), and Stationary Cycling (Group) (17.5%). Over the same time frame, the activities that have undergone the biggest decline include: Traditional Triathlon (-9.2%), Running/Jogging (-8.7%), Free Weights (-8.3%), and Fitness Walking (-1.0%)

ONE-YEAR TREND
In the last year, activities with the largest gains in participation were Trail Running (9.9%), Dance, Step, & Choreographed Exercise (7.0%), and Yoga (6.0%). From 2018 -2019, the activities that had the largest decline in participation were Traditional Tr iathlons ( -7.7%), Non -Traditional Triathlon ( -7.4%), Bodyweight Exercise (-2.8%), and Running/Jogging (-2.6%).

CORE VS. CASUAL TRENDS IN GENERAL FITNESS
The most participated in fitness activities area either balances core vs. casual users or core users (participating 50+ times per year). These fitness activities include: Fitness Walking, Treadmill, Free Weights, Running/Jogging, Stationary Cycling, Weight/Resistant Machines, and Elliptical Motion/Cross Training. All of the top trending fitness activities , for the one-year and five-year trend, are increasing in casual users. There is a slow shift with an increase of balances and core users since last year’s report.

This is significant, fewer casual users are switching to alternative activities. Please see Appendix A for Full Core vs. Casual Participation breakdown.

Fitness
Walking
111.4 Million
Treadmill

56.8 Million
Dumbbell
Free Weights

51.4 Million
Running/
Jogging

49.5 Million
Stationary
Cycling

37.1 Million

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 682

PARKS & FACILITIES MASTER PLAN

16 Figure 10: General Fitness National Participatory Trends 2014 2018 2019 5-Year Trend 1-Year Trend
Fitness Walking 112,583 111,001 111,439 -1.0% 0.4%
Treadmill 50,241 53,737 56,823 13.1% 5.7%
Free Weights (Dumbbells/Hand Weights) 56,124 51,291 51,450 -8.3% 0.3% Running/Jogging 54,188 50,770 49,459 -8.7% -2.6%
Stationary Cycling (Recumbent/Upright) 35,693 36,668 37,085 3.9% 1.1% Weight/Resistant Machines 35,841 36,372 36,181 0.9% -0.5% Elliptical Motion Trainer 31,826 33,238 33,056 3.9% -0.5% Yoga 25,262 28,745 30,456 20.6% 6.0%
Free Weights (Barbells) 25,623 27,834 28,379 10.8% 2.0% Dance, Step, & Choreographed Exercise 21,455 22,391 23,957 11.7% 7.0% Bodyweight Exercise 22,390 24,183 23,504 5.0% -2.8%
Aerobics (High Impact/Intensity Training HIIT) 19,746 21,611 22,044 11.6% 2.0% Stair Climbing Machine 13,216 15,025 15,359 16.2% 2.2%
Cross-Training Style Workout 11,265 13,338 13,542 20.2% 1.5% Trail Running 7,531 10,010 10,997 46.0% 9.9%
Stationary Cycling (Group) 8,449 9,434 9,930 17.5% 5.3% Pilates Training 8,504 9,084 9,243 8.7% 1.8%
Cardio Kickboxing 6,747 6,838 7,026 4.1% 2.7%
Boot Camp Style Cross-Training 6,774 6,695 6,830 0.8% 2.0% Martial Arts 5,364 5,821 6,068 13.1% 4.2%
Boxing for Fitness 5,113 5,166 5,198 1.7% 0.6%
Tai Chi 3,446 3,761 3,793 10.1% 0.9%
Barre 3,200 3,532 3,665 14.5% 3.8%
Triathlon (Traditional/Road) 2,203 2,168 2,001 -9.2% -7.7% Triathlon (Non-Traditional/Off Road) 1,411 1,589 1,472 4.3% -7.4% National Participatory Trends - General Fitness
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increas e
(greater than 25%)
Moderate
Increas e
(0% to 25%)
Moderate
Decreas e
(0% to -25%)
Large Decreas e
(les s than -25%)Legend:

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 683

17 NATIONAL TRENDS IN OUTDOOR RECREATION

PARTICIPATION LEVELS
Results from the SFIA report demonstrate a contrast of growth and decline in participation regarding outdoor/adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or within a group, and are not as limited by time constraints. In 2019, the most popular activities, in terms of total participants, from the outdoor/adventure Recreation category include: Day Hiking (49.7 million), Road Bicycling (39.4 million), Freshwater Fishing (39.2 million), and Camping within ¼ mile of Vehicle/Home (28.2 million), and Recreational Vehicle Camping (15.4 million).

FIVE -YEAR TREND
From 2014 -2019, BMX Bicycling (55.2%), Day Hiking (37.2%), Fly Fishing (20.1%), Salt Water Fishing (11.6%), and Backpacking Overnight (7.2%) have undergone the largest increases in participation.

The five-year trend also shows activities, such as In -Line Roller Skating (-20.5%), Archery (-11.7%), and Adventure Racing (-9.5%) experiencing the largest decreases in participation.

ONE-YEAR TREND
The one-year trend shows activities growing most rapidly being BMX Bicycling (6.1%), Day Hiking (3.8%), and Birdwatc hing (3.8%). Over the last year , activities that underwent the largest decreases in participation include: Climbing (-5.5%), In-Line Roller Skating ( -4.4%), and Camping Recreation Vehicle (-3.5).

CORE VS. CASUAL TRENDS IN OUTDOOR RECREATION
Outdoor recreation is split between participations increasing or decreasing . Adventure racing that has a greater percentage in core supporters has an overall decrease in causal participation of (-45.3%), whereas In-Line Roller Skating is decreasing across both participation types. Outside of Adventure Racing, Inline Roller Skating, and Archery casual participation has increased across the board. Casual participation in the one -year trend only noted a decrease in Freshwater Fishing a nd Camping (Recreation Vehicle) different from the overarching five -year trend. Please see Appendix A for Full Core vs. Casual Participation breakdown.

Hiking
(Day)

49.7 Million
Bicycling
(Road)

39.4 Million
Fishing
(Freshwater)

39.2 Million
Camping
(<¼mi. of Car/Home)

28.2 Million
Camping
(Recreational Vehicle)

15.4 Million

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 684

PARKS & FACILITIES MASTER PLAN

18 2014 2018 2019 5-Year Trend 1-Year Trend
Hiking (Day) 36,222 47,860 49,697 37.2% 3.8%
Bicycling (Road) 39,725 39,041 39,388 -0.8% 0.9%
Fishing (Freshwater) 37,821 38,998 39,185 3.6% 0.5%
Camping (< 1/4 Mile of Vehicle/Home) 28,660 27,416 28,183 -1.7% 2.8% Camping (Recreational Vehicle) 14,633 15,980 15,426 5.4% -3.5% Fishing (Saltwater) 11,817 12,830 13,193 11.6% 2.8%
Birdwatching (>1/4 mile of Vehicle/Home) 13,179 12,344 12,817 -2.7% 3.8% Backpacking Overnight 10,101 10,540 10,660 5.5% 1.1%
Bicycling (Mountain) 8,044 8,690 8,622 7.2% -0.8%
Archery 8,435 7,654 7,449 -11.7% -2.7%
Fishing (Fly) 5,842 6,939 7,014 20.1% 1.1%
Skateboarding 6,582 6,500 6,610 0.4% 1.7%
Roller Skating, In-Line 6,061 5,040 4,816 -20.5% -4.4%
Bicycling (BMX) 2,350 3,439 3,648 55.2% 6.1%
Climbing (Traditional/Ice/Mountaineering) 2,457 2,541 2,400 -2.3% -5.5% Adventure Racing 2,368 2,215 2,143 -9.5% -3.3%
National Participatory Trends - Outdoor / Adventure Recreation Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:

Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)
Figure 11: Outdoor/Adventure Recreation Participatory Trends

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 685

19 NATIONAL TRENDS IN AQUAT ICS

PARTICIPATION LEVELS
Swimming is deemed as a lifetime activity, which is most likely why it continues to have such strong participation. In 2019, Fitness Swimming was the absolute leader in overall participation ( 28.2 million) amongst aquatic activities, largely due to its broad, multigenerational appeal.

FIVE -YEAR TREND
Assessing the five -year trend, all aquatic activities have experienced growth. Aquatic Exercise stands out having increased (22.7%) from 2014-2019, most likely due to the ongoing research that demonstrates the activity’s great therapeutic benefit, followe d by Fitness Swimming (11.5%), and Competitive Swimming (4.1%).

ONE-YEAR TREND
Only one activity declined in particpation in the one-year trend, Competitive Swimming (-7.3%). Aquatic Exercise (6.4%) had the largest increase in 2018, while Fitness Swimming increased (2.3%).

CORE VS. CASUAL TRENDS IN AQUATICS
All aquatic activities have undergone increases in participation over the last five years, primarily due to large increases in casual participation (1 -49 times per year). From 2014 -2019, casual participants of Competitive Swimming increased by 22.7%, Aqua tic Exercise by 35.7%, and Fitness Swimming by 18.4%.

However, all core participation (50+ times per year) for aquatic activities have decreased over the last five years. Please see Appendix A for Full Core vs. Casual Participation breakdown.

Swimming
(Fitness)

28.2 Million
Aquatic
Exercise

11.2 Million
Swimming
(Competition)

2.8 Million
Figure 12: Aquatic Participatory Trends
2014 2018 2019 5-Year Trend 1-Year Trend
Swimming (Fitness) 25,304 27,575 28,219 11.5% 2.3%
Aquatic Exercise 9,122 10,518 11,189 22.7% 6.4%
Swimming (Competition) 2,710 3,045 2,822 4.1% -7.3%
National Participatory Trends - Aquatics
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:

Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 686

PARKS & FACILITIES MASTER PLAN

20 NATIONAL TRENDS IN WATER SPORTS/ACTIVITIES

PARTICIPATION LEVELS
The most popular water sports/activities based on total participants in 2019 were Recreational Kayaking (11.4 million), Canoeing (8.9 million), and Snorkeling (7.7 million). It should be noted that water activity participation tends to vary based on regio nal, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has long winter seasons or limited water access. Therefore, when asses sing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers, which can greatly influence water activity participation.

FIVE -YEAR TREND
Over the last five years, Stand-Up Paddling (29.5%) and Kayaking (recreational) (28.5%) were the fastest growing water activity, followed by White Water Kayaking (9.9%), and Surfing (8.9%). From 2014 -2019, activities declining in participation most rapidly were Wa ter Skiing (-20.1%), Jet Skiing ( -19.6%), Scuba Diving (-13.7%), Wakeboarding (-12.7%), and Snorkeling (-12.5%).

ONE-YEAR TREND
Recreational Kayaking (3.3%) and Stand-Up Paddling (3.8%) also had a spike in participation this past year. Activities which experienced the largest decreases in participation in the most recent year include:

Boardsailing/Windsurfing (-9.7%), Sea Kayaking (-5.5), and Water Skiing (-4.8%).

CORE VS. CASUAL TRENDS IN WATER SPORTS/ACTIVITIES
As mentioned previously, regional, seasonal , and environmental limiting factors may influence the participation rate of water sports and activities. These factors may also explain why all water -based activities have drastically more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. These high causal user numbers are likely why a majority of water sports/activities have experienced decreases in participation in recent years. Please see Appendix A for full Core vs. Casual Participation breakdown.

Kayaking

11.4 Million
Canoeing

8.9 Million
Snorkeling

7.7 Million
Jet Skiing

5.1 Million
Sailing

3.6 Million

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 687

21 Figure 13: Water Sports/Activities Participatory Trends 2014 2018 2019 5-Year Trend 1-Year Trend
Kayaking (Recreational) 8,855 11,017 11,382 28.5% 3.3%
Canoeing 10,044 9,129 8,995 -10.4% -1.5%
Snorkeling 8,752 7,815 7,659 -12.5% -2.0%
Jet Skiing 6,355 5,324 5,108 -19.6% -4.1%
Sailing 3,924 3,754 3,618 -7.8% -3.6%
Stand-Up Paddling 2,751 3,453 3,562 29.5% 3.2%
Rafting 3,781 3,404 3,438 -9.1% 1.0%
Water Skiing 4,007 3,363 3,203 -20.1% -4.8%
Surfing 2,721 2,874 2,964 8.9% 3.1%
Wakeboarding 3,125 2,796 2,729 -12.7% -2.4%
Scuba Diving 3,145 2,849 2,715 -13.7% -4.7%
Kayaking (Sea/Touring) 2,912 2,805 2,652 -8.9% -5.5%
Kayaking (White Water) 2,351 2,562 2,583 9.9% 0.8%
Boardsailing/Windsurfing 1,562 1,556 1,405 -10.1% -9.7% National Participatory Trends - Water Sports / Activities Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:

Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 688

PARKS & FACILITIES MASTER PLAN

22 NON-PARTICIPANT INTEREST BY AGE SEGMENT
In addition to participation rates by generation, SFIA also tracks non -participant interest. These are activities that the U.S. population currently does not participate in due to physical or monetary barriers, but is interested in participating in. Belo w are the top five activities that each age segment would be most likely to partake in, if they were readily available.

Overall, the activities most age segments are interested in include: Camping, Bicycling, Fishing, and Swimming for Fitness. All of these are deemed as low-impact activities, making them accessible for any age segment to enjoy.

Fishing
Camping
Soccer
Martial Arts
Basketball
6-12 Year-Olds
Fishing
Camping
Working Out w/
Weights
Volleyball
Running/Jogging
13-17 Year-Olds
Camping
Fishing
Martial Arts
Volleyball
Kayaking
18-24 Year-Olds
Camping
Fitness Swimming
Bicycling
Fishing
Kayaking
25-34 Year-Olds
Fitness Swimming
Camping
Bicycling
Fishing
Hiking

35-44 Year-Olds
Bicycling
Fishing
Camping
Fitness Swimming
Hiking
45-54 Year-Olds
Bicycling
Fishing
Fitness Swimming
Camping
Hiking
55-64 Year-Olds
Fishing
Fitness Swimming
Bicycling
Birdwatching/Wildlife
Viewing
Working Out Using
Machines
65+ Year-Olds

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 689

23 NATIONAL AND REGIONAL PROGRAMMING TRENDS

PROGRAMS OFFERED BY PARKS AND RECREATION AGENCIES (PACIFIC SOUTHWEST REGION) National Recreation and Park Association’s
(NRPA) Agency Performance Review 2019
summarizes key findings from NRPA Park
Metrics, which is a benchmark tool that
compares the management and planning of
operating reso urces and capital facilities of
parks and recreation agencies. The report
contains data from 1,075 parks and recreation
agencies across the U.S. as reported between
2016 and 2018.

Based on this year’s report, the typical agency
(i.e., those at the median values) offers 175
programs annually, with roughly 63% of those programs being fee-based activities/events.

According to the information reported to the NRPA, the top five programming activities most frequently offered by parks and recreation agencies, both in the U.S. and regionally, are described in the table below (Figure 14). A complete comparison of regional and national programs offered by agencies can be found in Figure 15.

When comparing the Pacific Southwest Region agencies to the U.S. average, themed special events, social recreation events, team sports, health & wellness education, and fitness enhancement classes were all identified as the top five most commonly provided p rogram areas offered regionally and nationally.

Figure 14: Top 5 Core Program Areas

Top 5 Most Offered Core Program Areas
(Offered by Parks and Recreation Agencies)
Pacific Southwest (% of agencies offering) U.S. (% of agencies offering) • Team Sports (88%) • Themed Special Events (87%)
• Themed Special Events (87%) • Team Sports (87%)
• Social Recreation Events (82%) • Social Recreation Events (86%) • Fitness Enhancement Classes (82%) • Health & Wellness Education (79%) • Health & Wellness Education (80%) • Fitness Enhancement Classes (77%) Figure 9: Pacific
Southwest
Region
Community

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 690

PARKS & FACILITIES MASTER PLAN

24 Overall, Pacific Southwest Region agencies are very similar to the U.S. average regarding program offerings. However, utilizing a discrepancy threshold of +/-5% (or more), Pacific Southwest agencies are currently offering Martial Arts and Performing Arts at a higher rate than the national average , while Individual Sports and Natural & Cultural History Activities are offered at a lower rate regionally .

Figure 15: Programs Offered by Parks and Recreation Agencies 20%
60%
48%
60%
55%
57%
61%
71%
71%
80%
66%
72%
62%
79%
87%
86%
87%
16%
73%
46%
62%
47%
53%
66%
74%
73%
80%
64%
65%
62%
82%
88%
82%
87%
Running/Cycling Races
Martial Arts
Golf
Cultural Crafts
Natural & Cultural History Activities
Visual Arts
Performing Arts
Aquatics
Safety Training
Health & Wellness Education
Racquet Sports
Individual Sports
Trips & Tours
Fitness Enhancement Classes
Team Sports
Social Recreation Events
Themed Special Events
Core Program Areas Offered by Parks and Recreation Agencies (Percent of Agencies)
Pacific Southwest U.S.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 691

25 TARGETED PROGRAMS FOR CHILDREN, SENIORS, AND PEOPLE WITH DISABILITIES For a better understanding of targeted programs (programs that cater to a specific age segment, demographic, etc.), NRPA also tracks program offerings that are dedicated specifically to children, seniors, and people with disabilities. This allows for further analysis of these commonly targeted populations on a national and regional basis.

Based on information reported to the NRPA, the top three targeted programs offered by parks and recreation agencies, nationally and regionally, are described in the table below (Figure 16). A complete comparison of regional and national targeted program offerings can be found in Figure 17.

Figure 16: Top 3 Core Target Program Areas

Agencies in the Pacific Southwest Region tend to offer targeted programs at a much higher rate than the national average. Pacific Southwest agencies are currently offering Preschool, Teen Programs, and Summer Camp at a significantly higher rate than the national average.

Top 3 Most Offered Core Program Areas
(Targeting Children, Seniors, and/or People with Disabilities) Pacific Southwest (% of agencies offering) U.S. (% of agencies offering) • Summer Camp (88%) • Summer Camp (82%)
• Senior Programs (82%) • Senior Programs (78%)
• Teen Programs (80%) • After School Programs (77%)
Figure 17: Targeted Programs for Children, Seniors, and People with Disabilities 9%
21%
37%
77%
62%
66%
78%
82%
11%
25%
51%
75%
63%
80%
82%
88%
Full Daycare
Before School Programs
Preschool
After School Programs
Programs for People with Disabilities
Specific Teen Programs
Specific Senior Programs
Summer Camp
Core Program Areas Targeted for Children, Seniors, and/or People with Disabilities (Percent of Agencies)
Pacific Southwest U.S.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 692

PARKS & FACILITIES MASTER PLAN

26 LOCAL SPORT AN D LEISURE MARKET POTENTIAL
The following charts show sports and leisure market potential data for City residents as provided by ESRI.

The Market Potential Index (MPI) measures the probable demand for a product or service within the City.

The MPI shows the likelihood that an adult resident of the City will participate in certain activities when compared to the national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, and numbers above 100 would represent higher than average participation rates. The service area is compared to the national average in four (4) categories:

General Sports, Fitness, Outdoor Activity, and Commercial Recreation.

For each category, activities are listed in descending order, from highest to lowest MPI score. High index numbers (100+) are significant because they demonstrate that there is a greater potential that residents within the service area will actively participate in offerings provided by the City . Vice versa, below average MPI scores signal lower levels of participation for a given activity and may suggest where there is a need for certain recreational spaces, amenities, and/or programs.

GENERAL SPORTS MARKET POTENTIAL
Soccer (131) has the highest MPI of all general sports, followed by Baseball (124), Tennis (116), Softball (110), Basketball (105), Golf (104), and Volleyball (103) also have MPIs at or above the national average.

Football (95) had the lowest MPI scores for City residents. One can see this bear out by the packed fields and high participation rates in various sports, such as soccer at Ruben S. Ayala Park at all times including the weekends (See Figure 18).

Figure 18: General Sports Participation Trends
131 124
116 110 105 104 103 95
0 20
40 60
80 100
120
140
Soccer Baseball Tennis Softball Basketball Golf Volleyball Football MPI Scores
General Sports MPI
Chino National Average

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 693

27 FITNESS MARKET POTENTIAL
The fitness MPI chart shows strong interest in all fitness activities, compared to the national average, among residents the top three activities were Pilates (121), Weight Lifting (120), and Jogging/Running (119). The City is above natio nal averages for fitness activities and point to a need for the Department to prioritize these offerings in its existing and potential future facility developments (See Figure 19).

OUTDOOR ACTIVITY MARKET POTENTI AL
MPI for outdoor activities had three activities above the national average, Road Bicycling (108), Hiking (107), and Mountain Bicycling (105). Fresh Water Fishing (70), Horseback Riding (74), and Canoeing/Kayaking (79) are the three lowest MPI scores (See Figure 20).

Figure 19: Fitness Participation Trends
121 120 119 117 109 107 103 102
0 20
40 60
80 100
120
140
Pilates Weight
Lifting
Jogging/
Running
Zumba Walking
for
Exercise
Yoga Swimming Aerobics
MPI Scores
Fitness MPI
Chino National Average
Figure 20: Outdoor Activity Participation Trends
108 107 105
95 88
79 74 70
0 20
40 60
80 100
120
Bicycling
(road)
Hiking Bicycling
(mountain)
Boating
(power)
Backpacking Canoeing/
Kayaking
Horseback
Riding
Fishing
(fresh
water)
MPI Scores
Outdoor Activity MPI
Chino National Average

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 694

PARKS & FACILITIES MASTER PLAN

28 COMMERCIAL RECREATION MARKET POTENTIAL
Visited a theme park in last 12 months (140), visited an indoor water park in the last 12 months (118), went to a museum (116), and went to live theater (112) are the top four MPIs for the category. All other commercial activities ranked above or near the national average of 100 MPI (See Figure 21).

Figure 21: Commercial Recreation Participation Trends
93 94
95 97
97 98
99 101
102
105
105
107
110
111
112
112
116
118
140
0 20 40 60 80 100 120 140 160
Spent $1-99 on sports/rec equip
Attended classical music/opera performance
Played musical instrument
Did painting/drawing
Went overnight camping in last 12 months
Did photo album/scrapbooking
Spent $250+ on sports/rec equip
Attended country music performance
Went to art gallery
Did photography
Visited a zoo in the last 12 months
Spent $100-249 on sports/rec equip
Attended sports event
Attended dance performance
Danced/went dancing
Went to live theater
Went to museum
Visited an indoor water park in last 12 months
Visited a theme park in last 12 months
MPI Scores
Commercial Recreation MPI
(Last 12 Months)
Chino National Average

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 695

29 KEY FINDINGS
Based on the information presented in the Analysis, the following are the key findings that are of particular interest and/or have significant implications for the City:
• The population is projected to have 117,023 residents living within 31,930 households in 2034. • The current age distribution would be considered young when compared to the national average with the lowest number of the population in 55+. This trend is projected to continue. • The local populace is more diverse in the national representation. The distribution of White Alone will decrease slightly, Two of More Races will stay the same, while other races in Figure 5 will increase by 2034.
• The City’s percentage of Hispanic/Latino Population (57%) is much greater than the national average (18.6%).
• Household income ($80,239) is higher than both the state ($74,520) and national averages ($60,548). However, the City’s per capita income ($26,679) is lower than both the state and national averages ($35,730 & $33,028).
• National participatory trends in dicate near or above the national averages in many activities in General Sports and in Fitness MPI.

DEMOGRAPHIC IMPLICATIONS
It is important to understand the demographics of residents within the City’s jurisdiction. It is equally important to avoid ge neralizing recreation needs and priorities based solely on demographics. The analysis identifies some potential implications for the City.

Population: The population is expecting significant growth above the national average for the foreseeable future. It is suggested that the City continue the upkeep of existing facilities in addition to planning to expand facility space and program offerings in order to accommodate the growing population at the current level of service. Rather than eliminating services or facilities that are deemed outdated or currently underutilized, consider repurposing these spaces to meet the needs of its users.

Minimal Aging Trend: The City’s aging trend is much lower compared to national averages and may indicate the need to balance offerings between the growing middle age and senior population along with kids and young families.

Income Characteristics: While the City’s median household income is higher than the state and country, the Department should be mindful of the below average per capita income level when pricing programs and services to ensure equity of access.

The City continues to demonstrate its commitment to inclusion with its hiring of a dedicated Accessibility Coordinator. The Department should continue it s efforts in the same vein by ensuring its marketing and communications outreach, staff composition, and program and event offerings continue to reflect the community’s rich history and multicultural heritage.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 696

PARKS & FACILITIES MASTER PLAN

30 BENCHMARK ANALYSIS
PROS Consulting and the Chino Community Services Department (“Department”) identified operating metrics to benchmark against comparable parks and recreation agencies. The goal of the analysis is to evaluate how the Department is positioned among peer agencies, as it applies to efficiency and effectiveness practices. The benchmark assessment is organized into specific categories based on peer responses to targeted questions that lend an encompassing view of each system’s operating metrics in comparison to the Dep artment. The information sought allows for a comparison of key performance factors such as inventory of assets, budgets, staffing levels, programming, capital investment, marketing, maintenance, and operational philosophies.

Information used in this analysis was obtained directly from each participating benchmark agency, where possible, and supplemental data was collected from agency websites, Comprehensive Annual Financial Reports (CAFR), and the National Recreation and Park Association’s (NRPA) Park Metri cs Database. Due to differences in how each system collects, maintains, and reports data, variances may exist. These variations can impact the per capita and percentage allocations, and the overall comparison must be viewed with this in mind. The benchmark data collection for all systems was complete as of May 2021.

It is possible that information in this report may have changed since the original collection date, and in some instances, the information was not tracked or not available.

The table below lis ts each benchmark agency in the study and reveals key characteristics, including location, jurisdiction type, population size, land area, density, and whether peers have won the NRPA Gold Medal Award and/or achieved CAPRA Accreditation. Peer agencies selec ted are all located in California and the majority are managed as a Local Government Agency or City. This study also includes a wide range of populations served from 83,000 residents in Chino Hills to 214,000 in Moreno Valley. The City of Chino’s population (91,583) is much smaller than the benchmark study median and it also has the smallest jurisdiction size (29.68 sq. mi.), which results in a much lower population density (3,086 residents per sq. mi.) relative to its peers.

Agency State Jurisdiction Type Population Jurisdiction
Size (Sq. Mi.)
Population
per Sq. Mi.

NRPA Gold Medal
Winner (Year)
CAPRA
Accredited
(Origin Year)
Chino Community Services CA Local Government
Agency 91,583 29.68 3,086 No No Chino Hills Community Services CA Local Government
Agency 83,447 44.71 1,866 No No Corona Library & Recreation Services CA City 169,000 39.20 4,311 No No Fontana Community Services CA General Law 213,000 42.40 5,024 No No Moreno Valley Parks & Community Services CA Park District 214,000 51.51 4,155 No No Rancho Cucamonga Community Services CA City 176,379 40.12 4,396 No No Roseville Parks, Recreation & Libraries CA Local Government Agency 143,921 42.26 3,406 Winner 1972 No

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 697

31 BENCHMARK COMPARISON

PAR K ACRES
The following table provides a general overview of each system’s park acreage and reveals the key performance metric of total acres per 1,000 residents. The Department is just below the benchmark median for total park sites (38), but has the lowest total acres owned or managed (303). Further dissecting park acreage, the majority of the Department’s inventory is developed acreage (92%), which is the second highest percentage of developed parkland in the study.

Assessing the key performance indicator (KPI) of level of service for park acres, the Department is just below the benchmark median with 3.3 acres of parkland for every 1,000 residents. The Department is also well below the NRPA median for park systems serving less than 50K -99K residents (7.7 acres of parkland per 1,000 residents).

TRAIL MILES
The information below shows the service levels for trails within each system and delineates mileage by type of trail. By dividing total trail mileage by the population of each service area, the level of service provided to the community can be determined a s trail miles for every 1,000 residents. The Department has the second lowest total miles of trail (10.2) in the benchmark study, but it does provide a perfect balance between soft (5.1 miles) and paved trails (5.1).

The Department is just below the media n for trail mileage per capita among benchmark agencies, with

0.11 miles per 1,000 residents. This level of service for trail mileage also falls below the best practice range of 0.25-0.50 of trail miles per 1,000 residents.

Agency Population Total Park
Sites
Total Acres
Owned or
Managed
Total
Developed
Acres
Developed
Acres as %
of Total
Total Acres
per 1,000
Residents
Roseville Parks, Recreation & Libraries 143,921 77 4,339 761 18% 30.15 Rancho Cucamonga Community Services 176,379 30 1,405 975 69% 7.97 Chino Hills Community Services 83,447 44 330 n/a n/a 3.95 Chino Community Services 91,583 38 303 279 92% 3.30 Moreno Valley Parks & Community Services 214,000 33 528 399 76% 2.47 Corona Library & Recreation Services 169,000 42 376 376 100% 2.22 NOTE: Acreage for Fontana Community Services was not available.

NRPA Median for Agencies Serving 50K-99K Residents = 7.7 Acres per 1,000 Residents Agency Population Soft Trail
Miles
Paved Trail
Miles
Total Trail
Miles
Trail Miles per
1,000
Residents
Chino Hills Community Services 83,447 39.1 8.9 48.0 0.58 Rancho Cucamonga Community Services 176,379 39.7 46.5 86.2 0.49 Roseville Parks, Recreation & Libraries 143,921 - 36.0 36.0 0.25 Chino Community Services 91,583 5.1 5.1 10.2 0.11 Moreno Valley Parks & Community Services 214,000 8.0 3.0 11.0 0.05 Fontana Community Services 213,000 - 9.0 9.0 0.04 NOTE: Trail mileage for Corona Library & Recreation was not available.

Best practice: 0.25-0.5 trail miles per 1,000 residents

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 698

PARKS & FACILITIES MASTER PLAN

32 STAFFING
This section compares levels of staffing for each system by comparing full-time equivalents (FTEs) to the total population served. Total FTEs per 10,000 residents is a key performance metric that assesses how well each system is equipped, in terms of human resources, to pr ovide recreational services. The Department ranks second among agencies reporting data with 12.56 FTEs per 10,000 residents. This is also well above the NRPA median for similar-sized systems (9.3 FTEs per 10,000 residents).

VOLUNTEERS
Volunteers are critical for a sustainable park and recreation system because they help supplement the workforce and significantly reduce operating costs. The table below measures the total bodies and hours contributed by volunteers, then provides the average hours worked per volunteer and equates volunteer hours to Full-Time Equivalents (FTEs).

The Department ranks just below the benchmark median for volunteer engagement, in terms of average hours contributed per volunteer (27.7) and volunteer FTEs (8.81), while th e Department is just above the median with the third largest volunteer pool (662) among peer agencies.

Agency Population Total FTEs
FTEs per
10,000
Residents
Roseville Parks, Recreation & Libraries 143,921 296 20.53 Chino Community Services 91,583 115 12.56 Moreno Valley Parks & Community Services 214,000 81 3.79 Chino Hills Community Services 83,447 26 3.13 Rancho Cucamonga Community Services 176,379 55 3.11 Note: Total FTEs for Corona and Fontana were not available.

NRPA Median for Agencies Serving 50K-99K Residents = 9.3 FTEs per 10,000 Residents Agency Total
Volunteers
Total Hours
Contributed
Avg Hours
Contributed
per Volunteer
Volunteer
Hours
Converted to
FTEs
Rancho Cucamonga Community Services 651 37,030 56.9 17.80 Corona Library & Recreation Services 417 23,344 56.0 11.22 Fontana Community Services 1,358 20,224 14.9 9.72 Chino Community Services 662 18,324 27.7 8.81 Roseville Parks, Recreation & Libraries 842 10,511 12.5 5.05 Chino Hills Community Services 180 6,500 36.1 3.13 Note: Volunteer hours for Moreno Valley Parks & Community Services were not available.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 699

33 OPERATING EXPENSE PER CAPITA
The table below expresses total operating expenditures for each agency and compares it to the population served. Dividing the annual operational budget by each service area’s population allows for a comparison of how much each agency is spending per resident. The Department ranks just above the benchmark median for total operating expenditures ($13.4 million), and it rank s second among peers with $146.57 spent on operations per resident. This level of spending is much higher than NRPA median for agencies serving 50K-99K residents ($88.53 operating expense per resident).

DISTRIBUTION OF EXPENDITURES
Diving deeper into the operating budget, the benchmark study also analyzed the designation of operating expenses. This includes allocation of funds towards personnel, operations, capital expenses not included in CIP, and other expenses. As shown below, the Depa rtment is unique from benchmark peers in how it allocates expenditures and its distribution is the most consistent among peers with the national average set forth by the NRPA.

Agency Population Total Operating
Expense
Operating
Expense per
Resident
Roseville Parks, Recreation & Libraries 143,921 32,655,310$ 226.90$ Chino Community Services 91,583 13,423,247$ 146.57$ Moreno Valley Parks & Community Services 214,000 19,295,641$ 90.17$ Chino Hills Community Services 83,447 7,112,958$ 85.24$ Rancho Cucamonga Community Services 176,379 8,563,396$ 48.55$ Corona Library & Recreation Services 169,000 5,500,000$ 32.54$ NOTE: Operating Expenditures for Fontana Community Services were not available.

NRPA Median for Agencies Serving less 50K-99K Residents = $88.53 Operating Expense per Resident Agency Personnel Operations
Capital
Expense not in
CIP
Other
Chino Community Services 54% 43% 3% 0%
Chino Hills Community Services 48% 16% 0% 36%
Corona Library & Recreation Services 82% 18% 0% 0%
Fontana Community Services 0% 0% 0% 0%
Moreno Valley Parks & Community Services 30% 56% 0% 14% Rancho Cucamonga Community Services 77% 21% 1% 2%
Roseville Parks, Recreation & Libraries 46% 46% 0% 8%
NRPA agencies serving 50K-99K residents 56% 37% 5% 2%

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 700

PARKS & FACILITIES MASTER PLAN

34 REVENUE PER CAPITA
By comparing each agency’s annual non-tax revenue to the population, the annual revenue generated on a per resident basis can be determined. There is a dichotomy among peer agencies where the top benchmark agencies are generating significant levels of revenue, while the bottom half of agencies report below average revenue per resident. Compared to the population served, the Department is above the benchmark median with revenue per resident of $45.90. This rate of revenue generation is more than double the national median for agencies serving 50K-99K residents ($21.97 per resident).

REVENUE TREND
In order to better depict agency’s revenue generation over time, figures for the last three years were captured to show the recent trend. Due to the impact of the COVID -19 pandemic, two growth trend periods were assessed – the one-year trend from 2018 -2019 and the two -year trend from 2018 -2020.

Assessing growth including the pandemic, all but one agency experienced a decline in revenue from the 2018 level, and the Department ranked second among peer agencies with a 12% loss of revenue.

Removing the impact of the pandemic, the Department had the largest percentage increase (up 16%) to revenues from 2018 to 2019 among all peer agencies.

Agency Population Total Non-Tax
Revenue
Revenue per
Resident
Roseville Parks, Recreation & Libraries 143,921 10,851,803$ 75.40$ Moreno Valley Parks & Community Services 214,000 10,844,133$ 50.67$ Chino Community Services 91,583 4,203,479$ 45.90$ Rancho Cucamonga Community Services 176,379 2,889,319$ 16.38$ Corona Library & Recreation Services 169,000 2,119,158$ 12.54$ Fontana Community Services 213,000 2,184,240$ 10.25$ Chino Hills Community Services 83,447 792,195$ 9.49$ NRPA Median for Agencies Serving 50K-99K Residents = $21.97 Revenue per Resident Agency 2018
Revenues
2019
Revenues
Growth %
2018-2019
2020
Revenues*
Growth %
2018-2020
Moreno Valley Parks & Community Services 10,311,510$ 10,718,251$ 4% 10,844,133$ 5% Chino Community Services 4,774,219$ 5,559,407$ 16% 4,203,479$ -12% Roseville Parks, Recreation & Libraries 13,153,295$ 13,833,292$ 5% 10,851,803$ -17% Corona Library & Recreation Services 2,689,036$ 3,037,641$ 13% 2,119,158$ -21% Rancho Cucamonga Community Services 4,504,398$ 4,616,269$ 2% 2,889,319$ -36% Fontana Community Services 3,522,740$ 3,819,329$ 8% 2,184,240$ -38% Chino Hills Community Services 1,431,530$ 1,541,334$ 8% 792,195$ -45% *Revenue figures for 2020 were impacted by the COVID-19 pandemic.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 701

35 OPERATIONAL COST RECOVERY
Operational cost recovery is a key performance indicator, arrived at by dividing total non-tax revenue by total operating expense. This measures how well each agency’s revenue generation covers the total cost of operations. Overall, agencies participating in the benchmark study exhibi t very strong cost recovery rates, as all, but one, peers are achieving better than the NRPA median and multiple agencies are exceeding industry best practice for operational cost recovery (~50%).

Although it has the second lowest cost recovery rate amon g peer agencies, the Department’s 31% operational cost recovery is above the NRPA median for agencies serving 50K -90K residents (28%). All agencies except for two currently have a cost recovery policy in place or in progress, which is a best practice that Chino uses for decision making.

CIP SUMMARY
Due to the volatility of Capital Improvement Plan (CIP) budgets and availability of funding from year to year, the table below reveals the last four years of actual investment and the budgeted CIP for 2021.

These figures are then utilized to show the average annual capital investment for each agency.

Compared to peer agencies, the Department ranks second for average CIP, with around $2.2 million of investment annually. The current average for the Department is approximately one-fourth of the national median for CIP investment among agencies serving 50K-99K residents ($8.76 million).

Agency CIP Expense
2017
CIP Expense
2018
CIP Expense
2019
CIP Expense
2020
CIP Budget
2021
Avg Annual
CIP
Moreno Valley Parks & Community Services 2,265,806$ 2,351,430$ 4,373,518$ 7,045,047$ 9,219,299$ 5,051,020$ Chino Community Services 2,245,565$ 140,800$ 4,679,938$ 949,480$ 2,868,576$ 2,176,872$ Roseville Parks, Recreation & Libraries 500,000$ 750,000$ 6,530,125$ 1,751,200$ 371,000$ 1,980,465$ Rancho Cucamonga Community Services 930,000$ 1,093,890$ 1,110,000$ 2,494,100$ n/a 1,406,998$ Chino Hills Community Services 8,000$ 9,000$ 83,420$ 15,000$ 11,000$ 25,284$ NOTE: CIP for Corona and Fontana were not available.

NRPA Median for Agencies Serving 50K-99K Residents = $8.76M CIP Budget Agency Total Non-Tax
Revenue
Total
Operating
Expense
Operational
Cost Recovery
Cost
Recovery
Policy?
Moreno Valley Parks & Community Services 10,844,133$ 19,295,641$ 56% no Corona Library & Recreation Services 2,119,158$ 5,500,000$ 39% yes Rancho Cucamonga Community Services 2,889,319$ 8,563,396$ 34% in progress Roseville Parks, Recreation & Libraries 10,851,803$ 32,655,310$ 33% yes Chino Community Services 4,203,479$ 13,423,247$ 31% yes Chino Hills Community Services 792,195$ 7,112,958$ 11% no NOTE: Operating Expenditures and Cost Recovery for Fontana Community Services were not available.

NRPA Median for Agencies Serving 50K-99K Residents = 28% Cost Recovery

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 702

PARKS & FACILITIES MASTER PLAN

36 CIP USE
The table below describes the designated uses for capital investments among benchmark agencies. Only four agencies reported figures, but most that did are primarily focused on investing in development. The Department is fairly split between investing in renovation (48%) and development (51%), with a slight lean towards the latter. In comparison the investment targets based on NRPA data for agencies serving 50K-99K residents, the Department is above average on development while below the national levels for renovation, acquisition, and other.

MARKETING SPEND PER RESIDENT
Marketing budgets for parks and recreation agencies are typically much less than the private sector, but the industry is beginning to realize the value of investing in marketing and the potential return on investment that can be achieved. The table below compares the current marketing budgets for each agency. Then the current budget is divided by the total population served to arrive at the anticipated marketing spend per resident.

The Department’s current marketing budget ($142,800) is just above the b enchmark median. Relative to the population served, the Department ranks first among benchmark peers for anticipated marketing spend per resident ($1.56).

Agency Renovation Development Acquisition Other
Chino Community Services 48% 51% 0% 1%
Chino Hills Community Services 0% 0% 0% 100%
Moreno Valley Parks & Community Services 12% 88% 0% 0%
Roseville Parks, Recreation & Libraries 22% 78% 0% 0%
NRPA agencies serving 50K-99K residents 54.0% 33.0% 7.0% 6.0% NOTE: CIP Distribution was not available for Corona, Fontana, and Rancho Cucamonga.

Agency Population
Current
Marketing
Budget (2021)
Marketing
Spend per
Resident (2021)
Chino Community Services 91,583 142,800$ 1.56$ Fontana Community Services 213,000 274,981$ 1.29$ Roseville Parks, Recreation & Libraries 143,921 145,000$ 1.01$ Corona Library & Recreation Services 169,000 86,000$ 0.51$ Rancho Cucamonga Community Services 176,379 21,000$ 0.12$ Moreno Valley Parks & Community Services 214,000 5,725$ 0.03$ NOTE: Figures for Chino Hills were not available.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 703

37 MARKETING AS PERCENTAGE OF OPERATIONS
The table below shows the marketing expense incurred by each agency in the most recent fiscal year, then compares it to total expenditures for 2020 to show what percentage of the operating expenses are dedicated to marketing. Compared to peer agencies, the Department has the second lowest marketing expense for 2020 ($67,494), but its marketing percentage of operations (0.5%) represents the benchmark median.

SOCIAL MEDIA
Social media has increasingly become an integral part of marketing for parks and recreation agencies.

The table below reveals the total staff hours that are dedicated to social media each year and provides a snapshot of how many followers / subscribers each agency has across multiple platforms. The Department ranks near the middle for staff hours contributed to social media, while i ts follower / subscriber counts are lower across most platforms.

However, considering it has the second smallest population served, the Department has a relatively strong follower base. Also, the Department utilizes the NextDoor platform at a high level , as it has a larger following than some of the more traditional outlets, like Facebook or Twitter.

Agency Marketing
Expense 2020
Operational
Expense 2020
Marketing as % of
Operations
Rancho Cucamonga Community Services 135,429$ 8,563,396$ 1.6% Corona Library & Recreation Services 75,863$ 5,500,000$ 1.4% Chino Community Services 67,494$ 13,423,247$ 0.5% Roseville Parks, Recreation & Libraries 140,000$ 32,655,310$ 0.4% Moreno Valley Parks & Community Services 2,453$ 19,295,641$ 0.0% NOTE: Figures for Chino Hills and Fontana were not available.

Facebook Twitter Instagram YouTube LinkedIn NextDoor
Corona Library & Recreation Services 2,000 27,000 10,500 13,100 600 3,400 - Roseville Parks, Recreation & Libraries 1,040 25,019 3,913 4,761 1,480 4,853 - Fontana Community Services 3,000 17,652 5,222 14,700 1,470 - - Moreno Valley Parks & Community Services 520 14,800 2,400 6,700 13,100 1,000 - Chino Community Services 1,861 7,908 3,075 6,571 362 667 10,861 Rancho Cucamonga Community Services 1,170 2,219 9,330 14,900 80 - - NOTE: Figures for Chino Hills were not available.

Agency Followers/Subscribers by Social Media PlatformAnnual Staff Hours Managing
Social Media

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 704

PARKS & FACILITIES MASTER PLAN

38 PROGRAM PARTICIPATION
This portion assesses program participation for each agency by comparing total registered program participations to the population of each service area to determine the average participation rate per resident. Program activity is measured in participations (versus participants), which accounts for each time a resident participates in a program and allows for multiple participations per individual. The Department is doing an excellent job of engaging the community in programs with the second highest participation rate (5.3 per resident) among peer agencies.

PROGRAM REVENUES
As an additional indicator of revenue -generating capabilities of benchmark agencies, the program revenue of each department was compared to total residents within each jurisdiction. Chino ranks second among benchmark agencies and demonstrates strong earnings from programming by generating an average of $31 in program revenue per resident.

Agency Population Total Program
Participations
Participations
per Resident
Roseville Parks, Recreation & Libraries 143,921 1,393,942 9.69 Chino Community Services 91,583 485,205 5.30 Fontana Community Services 213,000 785,028 3.69 Rancho Cucamonga Community Services 176,379 193,733 1.10 Corona Library & Recreation Services 169,000 130,000 0.77 Chino Hills Community Services 83,447 47,754 0.57 Moreno Valley Parks & Community Services 214,000 69,430 0.32 Agency Population Total Program
Revenue
Program
Revenue per
Resident
Roseville Parks, Recreation & Libraries 143,921 6,103,955$ 42.41$ Chino Community Services 91,583 2,839,691$ 31.01$ Corona Library & Recreation Services 169,000 2,900,000$ 17.16$ Fontana Community Services 213,000 2,184,240$ 10.25$ Chino Hills Community Services 83,447 698,255$ 8.37$ Rancho Cucamonga Community Services 176,379 1,326,400$ 7.52$ Moreno Valley Parks & Community Services 214,000 684,166$ 3.20$

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 705

39 PROGRAM COST RECOVERY
Similar to the overall cost recovery, each agency’s recovery levels for programs were assessed by dividing total program revenues by the direct cost to provide them. The Department recovers 55% of direct program expenses via revenue from programs, which is second lowest among peer agencies that reported data.

INDOOR RECREATION SPACE
By dividing the existing square footage by the total population, the average indoor space available per resident can be determined. Assessing the available indoor recreation space among benchmark agencies, Chino ranks second among peers with 0.8 sf per resident; however, this is much lower than the national best practice of 1.5-2.0 sq. ft. of indoor space per resident.

Agency Population
Total Indoor
Recreation
Facilities
Total Sq. Ft.

Indoor Rec
Facilities
Sq. Ft. per
Resident
Rancho Cucamonga Community Services 176,379 6 256,784 1.46 Chino Community Services 91,583 8 73,662 0.80 Corona Library & Recreation Services 169,000 7 130,000 0.77 Fontana Community Services 213,000 12 141,602 0.66 Moreno Valley Parks & Community Services 214,000 5 78,121 0.37 Chino Hills Community Services 83,447 6 25,434 0.30 National Best Practice = 1.5-2.0 Square Feet of Indoor Space per Resident NOTE: Figures for Roseville were not available.

Agency Total Program
Revenue
Total Operating
Expense for
Programs
Cost Recovery
for Programs
Rancho Cucamonga Community Services 1,326,400$ 999,708$ 133% Chino Hills Community Services 698,255$ 684,837$ 102% Roseville Parks, Recreation & Libraries 6,103,955$ 8,415,394$ 73% Corona Library & Recreation Services 2,900,000$ 5,000,000$ 58% Chino Community Services 2,839,691$ 5,124,256$ 55% Moreno Valley Parks & Community Services 684,166$ 12,175,258$ 6% NOTE: Figures for Fontana were not available.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 706

PARKS & FACILITIES MASTER PLAN

40 SUMMARY OF BENCHMARK FINDINGS
The Benchmark Analysis included top performing agencies from California . Continuing to benchmark against peer agencies is beneficial for the Department to better understand how its performance stacks up to industry best practices. The following is a summary of the key findings from the benchmark comparison.
• Parkland: The Department has limited parkland inventory relative to peer agencies and national best practices. Based on the current level of service, the Department has below average levels for park acres per 1,000 residents and trail miles per 1,000 residents. • Staffing: From a staff standpoint, the Department is above the benchmark median for staff per capita and is also above the NRPA national median for similar sized agencies. There is an opportunity to help supplement staff and keep operating costs lower by enhancing the volunteer program, as the Department ranks last among peers for average hours per volunteer and volunteers converted to FTEs.
• Spending: As a whole, benchmark peers are spending a significant amount on operations and most benchmark agencies are spendin g significantly more on operations than the national median. The Department has the second highest spending per resident among all benchmark agencies at nearly twice the NRPA median for operating expense per resident. The distribution of operating expend itures (i.e., personnel, operations, capital, and other) for the Department are very consistent with national averages.
• Revenue: Similar to operating expenses, many peer agencies generate significant revenue on a per resident basis. The Department ranks j ust above the median for revenue per capita and is generating revenue at double the national median rate. Prior to the pandemic, the Department was also growing revenue more rapidly than all other peer agencies. • Cost Recovery: Assessing operational cost r ecovery (i.e., what level non -tax revenues recoup operational costs), benchmark agencies are performing at a high level, as only on agency has a cost recovery level falls below the national median for similar -sized agencies. Although the Department is ranked next to last among benchmark peers, with 31% of operations supported by earned income, its cost recovery level is still above the national median set forth by NRPA. • Marketing: The marketing efforts of the Department are strong, relative to peer agencies. The percentage of operations dedicated to marketing and the marketing spend per resident are both above benchmark averages. One area of opportunity related to marketing is to improve outreach via social media, as the Department ranks near the middle for staff time dedicated to managing social media and total followers / subscribers tend to be lower than peers for most platforms. • Programming: Comparing metrics related to programming, the Department ranks near the top among its peers for program p articipation and program revenue generation per resident.

However, the Department is only recovering approximately half of its direct program costs through program revenues and should look to improve its cost recovery level for programs in the future.
• Indoor Recreation: Based on level of service for indoor recreation space, the Department ranks second among peers for both total number of facilities and square feet per resident of indoor space. However, the current service level is well below the recommend ed best practice level, which may signal a need for additional indoor space to meet unmet community needs.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 707

41 CHAPTER THREE - PUBLIC ENGAGEMENT
As part of the process for the Parks and Facilities Master Plan (“Plan”), the PROS Consulting team conducted a combination of key stakeholder interviews and focus group discussions, as well as two community workshops, a statistically-valid survey, an electronic survey, and the crowd-sourcing website www.chinocreatescommunity.com. The following sections summarize and highlight the key findings from each stage of the extensive public input process.

These mediums helped enga ged 120+ participants representing various groups in the City of Chino (“City”). These included representatives from:

Representative Groups
Chino Community Theater City of Chino Council Members
Chino Cultural Foundation Board City of Chino Employees Chino Valley Historical Society Board City of Chino Planning Commission Chino Valley Unified School District City of Chino Residents Chino Youth Museum Board City of Chino Teen Advisory Committee Chino Youth Sports Organizations Chino Valley YMCA Board City of Chino Community Services Commission

STAKEHOLDER A ND FOCUS GROUP SUMMARY
The stakeholder and focus group interviews are an important component of community involvement that helps establish priorities for the future direction, enhancements, management, and planning for the City offerings. The focus groups, stakeholder interviews, and community forum enable the Department to learn what users of the system value, are concerned about, and feel are unmet needs that the Department could be providing.

Three primary questions were asked across all groups to spark conversations and gather information:

1. What are the strengths of the City’s Parks, Recreation, and Community Services System?

2. What are the opportunities for improvement?

3. What is the top priority that should be addressed through this planning process?

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 708

PARKS & FACILITIES MASTER PLAN

42 STRENGTHS
Based on feedback from key stakeholder interviews, common themes arose in many conversations. These themes included well maintained parks, wide variety of program ming, unique facilities serving age segments, and staff are very collaborative and responsive in delivery of services to the community.

PARKS AND AMENITIES
Many stakeholders communicated that the Community Services Department (“Department”) provides clean and safe parks, and a variety of offerings including sports programs at the parks. Nature offerings provide residents with an opportunity to connect to nature in a meaningful way. Stakeholders agree that the distribution of parks across the City is a great strength of the system. Comments regarding the parks included:
• Access to restrooms in the parks
• Department is proactive on issues of accessibility
• Good distribution of parks that are located throughout the community • Number and variety of parks across the City are great • Overall feel safe and the parks are well maintained - which keep it safe • Parks are clean and well maintained 7 days/week
• Skate Park is a good asset
• The athletic fields are well maintained and allow a large number of people to participate in a variety of sports

RECREATION PROGRAMMING
The Department provides a wide variety of quality programs and events in the parks with an inclusive and welcoming culture. Event offerings cater to the whole family, creating a great opportunity for a wide variety of users. From sports to classes to special events, the variety of programming is a great benefit.

Facilities such as the Teen Center, Youth Museum, and Senior Center also provide many community services like life skill classes, access to computers, and after school care to help meet resident’s needs.

Highlights of their comments regarding the strengths of programming include:
• Counseling programs particularly for the students have been a great benefit for the community • Cultural events that are very well attended
• Encourage kids to perform in the parade and the offerings as well • Family and community-oriented City and programming reflect the community culture • Love the special events, e.g., Halloween Spooktacular, Teen Nights, and Movie Nights, etc. • Opportunities for kids to socialize through the programs • Partner with local businesses to provide offerings for the community o Lots of special events
• Staff is very good at programming and maximizing use
• Wide variety of program offerings that are very diverse and offer something for everyone • Young Chefs programs are very popular

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 709

43 FACILITIES
The Department offers several recreation facilities with programming for youth, teens, adults, and seniors. Users currently enjoy a variety of amenities at facilities across the City. Many see these facilities as major contributors to what makes the City a great place to live. Stakeholders are very supportive of facilities and offered the following comments about what makes the facilities unique:
• Continuing support from the City
• Great offerings and facilities
• Large number of facilities that provide great opportunities for the community • Lots of facilities for different age groups, e.g., Children’s Museum, Senior Center, etc. • Theater is a big part of what makes the City unique and desirable to people • Very affordable use of the Theater and access to offerings • Very happy with the Senior Center

ADMINISTRATION AND STAFF
Stakeholders noted that the expertise, collaborative approach, and responsiveness of Community Services (CS) staff as the reason the Department delivers an exceptional experience for visitors. CS staff are very approachable, solution -minded and innovative, and respondents appreciated their customer focused approach. Stakeholders identified the resourcefulness of staff and administration to hiring and retaining the right people for open positions. Many stated, quality leadership played a key role in culture of the Department and retaining staff. Perceptions shared regarding the strengths of CS administration and staff include:
• Department has a knack for hiring the right people
• Internal culture is very good, people like working with each other • Lots of staff training provided through Community Services to help staff learn and grow • Outreach to the business community and sense of partnership is a strength • Small town feel of the City is very well appreciated
• Staff focuses on being innovators and aren’t content with status quo – very resourceful • Staff is very approachable and has a good reputation for being customer friendly • Staff is very collaborative, responsive, and communication has improved • Team mentality and every one works well together

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 710

PARKS & FACILITIES MASTER PLAN

44 OPPORTUNI TIES
A primary goal for the Department is to create community and build connections in an effort to have a sustainable and accessible system of facilities and programs. Suggestions for opportunities to improve the Parks, Recreation, and Community Services of the City, include infrastructure improvements, unique programming, enhanced marketing, administration, and funding.

PARKS AND AMENITIES
Stakeholders shared a number of perspectives for the future including many stakeholders voicing concerns with the age of facilities and infrastructure in the system. Equally notable is the need to expand Parks, Recreation, and Community Services to underserved areas of the City. • A parks master plan, such as the one being developed, would enhance the planning team’s ability to effectively negotiate and plan for amenities/acreage in new developments • A Splash Pad is needed, particularly on the south side • Acquire future park land and development as new unincorporated areas are acquired • Add fitness equipment in the parks
• Address homeless population
• Aging infrastructure – haven’t changed with the needs and need to modernize the parks • An inclusive, universally accessible/all abilities playground • Build more Smart Parks – incorporate technology to help promote safety • Dog Parks are needed in the community
• Explore rebuilding the historic handball courts
• Focus on placemaking
• Improve trail connections - currently a fragmented trail network within the City • More space for sports fields
• More sports fields could assist in limiting overuse and conditions during league season • Need more safety lighting at parks
• Need parks in the north area of the City – need to identify some land there • Richer downtown experience is greatly desired
• Some more shade structures would be helpful
• Trails need to be a priority for the elected officials • Wayfinding signs at the park to know where someone is going to in the park (e.g., Ayala Park)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 711

45 RECREATION PROGRAMMING
Quality programs and events were consistently identified as a strength of the City. However, stakeholders believe opportunities exists in the growth of new Recreation program trends. Many believe new ideas can focus on opportunities in non -athletic programs, youth and seniors, to better serve the community. There was a call for more events to bring the community together. The Department should also develop adequate spaces to provide these Recreation programs. Suggestions to enhance and improve the Recreation programming included:
• Community outreach for all kinds of programs is important and must be continued • Evaluate a 2-3-day special events festival – something that highlights a theme and uniqueness of the City
• Focus on more inclusive, more educational programs
• Growing secondary sports offerings (e.g., boxing, wrestling, etc.) since they are growing in the City
• Increase youth and teen opportunities to do things when school is out • Integrate technology in the offerings for kids
• More concerts in the parks
• More creative activities for teens to do at the Special Events • More senior programming as the population is aging
• Need to broaden more offerings beyond sports
• Provide more opportunities to help bring the community together

FACILITIES
The general consensus among stakeholders is that the Department needs to improve spaces for Recreation Centers, Cultural Arts, Aquatics, historical preservation, and Children’s The ater.

Improvements to existing facilities would center around size of the available space and multi -functional uses to accommodate emerging trends in Recreation. New spaces should include exploring more shared use agreements and developing synergy incorporated into a more vibrant downtown. The following ideas to improve the Department’s parks and facility resources were offered during the Community Workshops:
• An amphitheater and a Cultural Arts Center for multi-purpose programming and offerings • Better facilities for events
• Build a water park/dedicated aquatics facility with regional draw to generate added revenue • Children’s Theater needs more space
• City explore more mutual use facilities
• Communication and collaboration from all facilities would be great • Continue to focus on historical preservation to preserve the culture of the City • Create synergy Downtown with new facility and events
• Develop a Cultural Center – larger theater to better meet demand • Develop spaces for combining artisans, cultural heritage programs, and exhibit space • Develop a Community Theater Master Plan
• Esports – PlayStation/lounge space/lobby for gaming
• Fitness Center to help people exercise and reduce stress • Improve inadequate (older design) facility space for emerging program trends • New Community Center 20,000 sq. ft.
• New Teen Center with open concept and new technology
• New sports facility for the City indoor sports and multi-purpose sports arena • Preserving the Yorba-Slaughter Adobe and generating more interest on the historical structure • The Senior Center needs to be upgraded

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 712

PARKS & FACILITIES MASTER PLAN

46 OPERATIONS
The Department’s staff are highly praised for their expertise and approach to operations in the strengths.

It was identified that these strengths have helped the Department overcome challenges and build a brand that is valued in the community. While the Department is a strength, there are areas where the public could see improvements to operations that could improve the outcomes for the community. Many concerns centered around support for additional services, streamlining processes for more efficiency, and improved marketing and communications to increase awareness:
• Balance the prioritization of planning and financial resources • City could enhance marketing and communications - people are not aware of a lot that is being done
• Department needs to coordina te with Police Department to increase community outreach to youth
• Design and build things that may have a “wow” factor and create a destination • Enhance social media presence to entice youth to participate • Explore the opportunity for public/private partnerships to create synergy and keep people in the City
• Park maintenance standards need to be documented in a maintenance plan • When the City undertakes a project, ensure true inclusion beyond ADA accessibility • More data sophistication and software systems/technology/GIS–Asset Mapping

FINANCE
Financing input from participants focused on investing in a sound strategic and fiscal plan to address staffing, infrastructure improvements, and more efficient operations. Stakeholders agree that ongoing financial sustainability is important to implement the Plan and many are interested in identifying funding resources, i.e., bonds, grants, private funding that could help offset infrastructure needs, lifecycle replacements, and new emerging trends programming. Some common funding opportunities identified by stakeholders:
• Annually review fee structure – explore revenue generation options • Explore funding and earned income opportunities through Sales Tax Measures, a dedicated grant writer, and other avenues including naming rights/sponsorship • Don’t have a capital replacement schedule/plan in place • Program offerings are fairly well priced, but significantly lower than comparable agencies and could have some opportunity to grow
• Explore bonding for the future parks and facilit ies, Downtown Master Plan, and Sphere of Influence

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 713

47 TOP PRIORITY
Stakeholders were asked to pick their top priority to enhance the Department’s Parks and Recreation system. The future growth of the Department is contingent upon identifying a funding s ource(s) to address aging infrastructure, improved visibility, and emerging trend programming. The following represent the reoccurring themes that emerged as the top priorities for this Plan:

UPDATE PARKS & AMENITIES
• Smart Parks with Crime Prevention Through Environmental Design (CPTED) and security cameras • Grow parks system commensurate with the City population to maintain level of service • Equity of access in newly developed areas of the City • Connectivity across the City
• Preservation

EXPAND RECREATION PROGRAMMING
• More modern approach in what is being offered to keep up with the times and trends • Help bring the community together through programs and special events • Programming and facility use in areas of new emerging trends • Youth programming when out of school
• Partnering with groups for programming, such as YMCA/Boys and Girls Clubs, etc.

ADD NEW/RENOVATE FACILITIES
• Cultural Arts Center - Cultural Arts are alive, but there isn’t enough space • An amphitheater
• Renovate the downtown to have more people stay in the City and not go elsewhere • Design a trendy place that is unique to the City
• Joint Use Agreement: Need School District partnership to provide access – use the MP to open up conversations

SUSTAIN OPERATIONS & SEEK FUNDING SOURCE S
• Preserve the history of the City and create a welcoming culture for new residents –Equity in access
• Explore funding opportunities to acquire dedicated funding source • Focus on financial sustainability/ensure financially feasible • Focus on preservation of open space and maintenance of what exists • Department’s Brand – create a brand that is quickly identified and builds awareness

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 714

PARKS & FACILITIES MASTER PLAN

48 COMMUNITY WORKSHOPS

COMMUNITY WORKSHOP SUMMARY
In conjunction with the key leader, stakeholder, and focus group interviews, the project team also conducted two open public meetings on Tuesday, February 11, 2020; and Wednesday, February 12, 2020; at the Chino Senior Center and Chaffey College Chino Comm unity Center, respectively. These meetings were designed to share with the community the Plan process and obtain input for the future of the Parks and Recreation system in the City.

Following the presentation, attendees were able to ask questions and to i dentify the strengths, opportunities, and the top priority they see and envision for the Department. Close to 30 participants, representing a variety of interests, were present at the Community Workshops. The workshops are combined and summarized in the f ollowing sections that include the combined results of live polling exercise and open public input.

Figure 22 Community Workshop Invitation

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 715

49 LIVE POLLING EXERCISE
One key approach for soliciting feedback from attendees of the Community Workshop was through live polling of the audience. Using the responses to focus group and key leadership interview questions, the consulting team developed questions within a PowerPoint presentation to gain an understanding of community needs.

Attendees were able to respond to these questions and view responses in real time using a polling device (i.e., "clicker”) to answer a series of questions related to usage and need for parks, trails, facilities, and programs.

LIVE POLLING RESULTS
The following charts share the survey results from the live polling portion of the public forum meeting:

QUESTION 1: LIST THE TOP 3 EXISTING FACILITIES/AMENITIES YOU WANT THE CITY TO PROVIDE MORE OF?
The top three combined responses for existing facilities and amenities that attendees want the City to provide more of are Community Recreation Center (28%), Outdoor Sports Courts (14%), and Sports Fields (13%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 716

PARKS & FACILITIES MASTER PLAN

50 QUESTION 2: LIST THE TOP 3 NEW FACILITIES / AMENITIES YOU WANT THE CITY TO PROVIDE? The top new three facilities and amenities that attendees want the City to provide are Performing Arts Theater (23%), Community Recreation Center (18%), and Outdoor Amphitheater (15%).

QUESTION 3: LIST THE TOP 3 PROGRAMS YOU PARTICIPATE IN THE MOST? The top three current program areas that attendees participate in the most are Special Events (25%), Cultural Arts (17%), and Recreation Classes (16%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 717

51 QUESTION 4: LIST THE TOP 3 EXISTING PROGRAMS YOU WANT THE CITY TO PROVIDE MORE OF? The top three new program areas that attendees want the City to provide are Cultural Arts (20%), Special Events (16%), and Recreation Classes (12%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 718

PARKS & FACILITIES MASTER PLAN

52 QUESTION 5: CHOOSE YOUR TOP 3 PREFERRED MEANS OF COMMUNICATION FROM THE CITY? The top three preferred means of communication from the City that attendees identified are Social Media (23%), Email (17%), and City of Chino Website (14%).

QUESTION 6: CHOOSE THE TOP 3 BARRIERS THAT PREVENT YOUR FROM PARTICIPATING MORE IN THE CITY’S OFFERINGS?
The top three barriers that prevent participant residents from participating more in the City’s offerings are No Time (22%), Lack of Facilities (21%), and Not Enough Choices (14%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 719

53 COMMUNITY WORKSHOP OPEN DISCUSSION
The open discussion that followed the live polling, centered around the strengths, opportunities, and priorities of the system as seen by participants of the public forum. The following notes were taken during the discussion to capture the audience’s input.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 720

PARKS & FACILITIES MASTER PLAN

54 STATISTICALLY VALID COMMUNITY SURVEY
ETC Institute administered a parks and recreation needs assessment in the Winter of 2020 for the City of Chino. This assessment was administered as part of the City’s efforts to develop area parks, facilities, and programs. Information compiled from the as sessment will provide key data to set a clear vision for the future. This survey will determine priorities for parks, recreation facilities, program offerings, and special event offerings in the City of Chino.

METHODOLOGY
ETC Institute mailed a survey packet to a random sample of households in the City of Chino. Each survey packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at www.ChinoSurvey.org.

Ten days after the surveys were mailed, ETC Institute sent emails to the households that received the survey to encourage participation. The emails contained a link to the online version of the survey to make it easy for residents to complete the survey. To prevent people who were not residents of the city from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample . If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not counted.

The goal was to obtain completed surveys from at least 375 residents. The goal was exceeded with a total of 475 residents completing the survey. The overall results for the sample of 475 households have a precision of at least +/‐4.5% at the 95% level of confidence.

This report contains the following:
• Charts showing the overall results of the survey
• Priority Investment Rating (PIR) that identifies priorities for facilities and programs The major findings of the survey are summarized in the following passages. The full survey report will be in the Appendix.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 721

55 PROGRAM PARTICIPATION AND RATING S
Participation. Thirty-eight percent (38%) of respondents indicated they or members of their household have participated in City recreation programs in the past 12 months. These responding households (38%) were asked how many different programs their respective household participated in over the past 12 months.
• 35% of the respondents participated in 1 program
• 48% of the respondents participated in 2 to 3 programs • 12% of the respondents participated in 4 to 6 programs • 5% of the respondents participated in 7+ programs
Barriers to Participation in Programs. Respondents that indicated they had not participated in City programs (62%) were asked what reasons they had to not participating. The top three reasons were: too busy/not interested (40%), I do not know what is offered (32%), and program times are not convenient (13%).

Ratings. Of the respondents that indicated they have participated in recreation program s in the past 12 months (38%); 35% rated the overall quality of programs as excellent, 58% rated the overall quality of programs as good, 6% rated the overall quality as fair, and 1% rated the overall quality of programs as poor.

PARK/FACILITY USE AND RAT INGS
Use. Eighty‐six percent (86%) of respondents visited City parks and recreation facilities during the past 12 months. The respondents that have visited City parks and recreation facilities were asked how often they had visited these places during the past 12 months. • 8% of the respondents visited parks and/or facilities 5 or more times a week • 30% of the respondents visited parks and/or facilities 2 to 4 times a week • 17% of the respondents visited parks and/or facilities once a week • 23% of the respondents visited parks and/or facilities 1 to 3 times a month • 22% of the respondents visited parks and/or facilities less than once a month Barriers to Use of Parks/Facilities. Of the respondents that did not visit any City parks/facilities during the past 12 months (14%), 21% indicated they did not use any of the parks/facilities because of the lack of features their household wanted to use and 10% were not aware of parks’ or facilities’ locations.

Organizations Used for Recreation/Sports Activities. Respondents were asked to indicate which parks/facilities they or members of their household have used recreation and sports activities during the past 12 months. The top four organizations used were: places of worship (30%), private workout facilities (27%), public schools (27%), and the City of Chino Community Services Department (27%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 722

PARKS & FACILITIES MASTER PLAN

56 Ratings. Ninety-two percent (92%) of respondents rated the physical condition of all the City parks/facilities they visited as “excellent” (33%) or “good” (59%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 723

57 FACILITY NEEDS AND PRIORITIES
Facility Needs. Respondents were asked to identify if their household had a need for 29 facilities and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the co mmunity that had the greatest “unmet” need for various facilities.

The four facilities with the highest percentage of households that have an unmet need were :

1. multi‐use paved trails–8,955 households (or 32%),

2. multi‐use unpaved trails–8,595 households (or 31%),

3. shaded picnic areas and shelters–7,468 households (or 27%), and

4. outdoor exercise/fitness area–7,296 households (or 26%).

Below is t he estimated number of households that have unmet needs for each of the 2 9 facilities/amenities that were assessed.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 724

PARKS & FACILITIES MASTER PLAN

58 Facility Importance: In addition to assessing the needs for each facility, ETC Institute also assessed the importance that residents placed on each facility. Based on the sum of respondents’ top four choices, the four most important facilities to residents were:

1. accessible parks/walking trails (44%),

2. multi‐use paved trails (31%),

3. multi‐use unpaved trails (19%), and

4. community center (18%).

The percentage of residents who selected each facility/amenity as one of their top four choices is shown in the graph below.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 725

59 Priorities for Facility/Amenity Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on parks and recreation investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on amenity/program and (2) how many residents have unmet needs for the amenity/program.

Based the Priority Investm ent Rating (PIR), the following eight facilities/amenities were rated as high priorities for investment:
• Accessible parks/walking trails (PIR=176)
• Multi‐use paved trails (PIR=171)
• Multi‐use unpaved trails (PIR=140)
• Shaded picnic areas and shelters (PIR=125)
• Community center (PIR=115)
• Off‐leash dog park (PIR=114)
• Outdoor exercise/fitness area (PIR=107)
• Shaded play areas (PIR=102)
The chart below shows the Priority Investment Rating for each of the 2 9 facilities/amenities that were rated.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 726

PARKS & FACILITIES MASTER PLAN

60 PROGRA M NEEDS AND PRIORITIES
Program Needs. Respondents were also asked to identify if their household had a need for 31 programs and rate how well their needs for each program were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had “unmet” needs for each program.

The four recreation programs with the highest percentage of households that have an unmet need were:

1. Adult fitness and wellness programs–9,551 households (or 34%),

2. Exercise classes–8,597 households (31%),

3. Hiking programs–6,864 households (25%), and

4. Community special events–6,301 households (23%).

The estimated number of households that have unmet needs for each of the 31 programs that were assessed is shown in the graph below.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 727

61 Program Importance. In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each program. Based on the sum of respondents’ top four choices, the four most important programs to residents were:

1. Adult fitness and wellness programs (38%),

2. Senior programs (23%),

3. Community special events (22%), and

4. Exercise classes (22%).

The percentage of residents who selected each activity/program as one of their top four choices is shown in the following chart.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 728

PARKS & FACILITIES MASTER PLAN

62 Priorities for Program Investments. Based on the priority investment rating (PIR), the following five programs were rated as “high priorities” for investment:
• Adult fitness and wellness programs (PIR=200)
• Exercise classes (PIR=149)
• Senior programs (PIR=126)
• Community special events (PIR=125)
• Hiking programs (PIR=118)
The graph below shows the Priority Investment Rating (PIR) for each of the 31 programs that were rated.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 729

63 ADDITIONAL FINDINGS
Overall Level of Satisfaction. Respondents were asked to rate their satisfaction with the overall value they and their household receives from the City Community Services Department. • 19% are very satisfied with the overall value of services received • 46% are somewhat satisfied with the overall value of services received • 31% are neutral with the overall value of services received • 4% are somewhat dissatisfied with the overall value of services received • 1% are very dissatisfied with the overall value of services received Potential Benefits of City Facilities and Programs. The items with the highest levels of agreement of potential benefits of City parks, facilities, and recreation programs/services, based on the sum of “strongly agree” and “agree” responses among residents who had an opinion, were: makes Chino a more desirable place to live (93%), preserves open space and protects environment (88%), and improves physical health and fitness (83%).

Special Events. Respondent households were asked what single or multi‐day event c oncepts they or members of their household would be most interested in, the highest rated choices were, food events (70%), entertainment (53%), and holiday celebrations (40%). Sixty‐five percent (65%) of respondents think the City should offer a multi‐day (2 to 3 day) special event.

Multiuse Community Center. The multiuse community features rated the highest in frequency of use, based on the sum of “several times per week” and “a few times per month” responses among residents who had an opinion, were: indoor running/walking track (53%), aerobics/fitness/gymnastics space (51%), and weight room/cardiovascular equipment area (45%). The top three features that respondent households indicated they and their household would most likely use if they were included in community center, based on the sum of respondents’ top four choices, were: indoor running/walking track (39%), aerobics/fitness/gymnastics space (39%), and weight room/cardiovascular equipment area (30%).

Funding. From a list of statements, regarding the cost of operating a new community center, respondents were asked which statement best represented how they feel the cost of operating a new multiuse community center should be paid. Respondents were asked their opinion on how a new multigenerational community center should be paid.
• 13% feel operations should be paid 100% through taxes • 31% feel operations should be paid 75% through taxes and 25% from user fees • 31% feel operations should be paid 50% through taxes and 50% from user fees • 11% feel operations should be paid 25% through taxes and 75% from user fees • 15% feel operations should be paid 100% through user fees

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 730

PARKS & FACILITIES MASTER PLAN

64 Improvements. The improvements with the highest levels of support for parks, facilities, and recreation services improvements, based on th e sum of “very supportive” and “somewhat supportive” responses among residents who had an opinion, were: develop new walking trails (78%), improve existing park restrooms (73%), and improve existing parks (72%). The potential improvements that responding household would be most willing to fund, based on the sum of respondents’ top four choices, were:
develop new walking trails (33%), improve existing parks (22%), and improve existing park restrooms (20%).

Method of Information. The top three methods respon dents have used to learn about recreation programs and services are City recreation guide/Chino Connection (59%), newspaper (54%), and word of mouth (41%). Respondents were asked what methods they preferred to learn about Community Services programs and services.
• 47% prefers the City using the recreation guide/Chino Connection • 40% prefers the City using the newspaper
• 38% prefers the City using the City’s website
• 29% prefers the City sending e‐mails to communicate
• 28% prefers the City using social media to communicate

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 731

65 CONCLUSIONS
To ensure that the City of Chino continues to meet the needs and expectations of the community, ETC Institute recommends that the Department sustain and/or improve the performance in areas that were identified as “high priorities” by the Priority Investment Rating (PIR). The activities/programs and amenities with the highest PIR ratings are listed below.

FACILITY PRIORITIES
• Accessible parks/walking trails (PIR=176)
• Multi‐use paved trails (PIR=171)
• Multi‐use unpaved trails (PIR=140)
• Shaded picnic areas and shelters (PIR=125)
• Community center (PIR=115)
• Off‐leash dog park (PIR=114)
• Outdoor exercise/fitness area (PIR=107)
• Shaded play areas (PIR=102)

PROGRAM PRIORITIES
• Adult fitness and wellness programs (PIR=200)
• Exercise classes (PIR=149)
• Senior programs (PIR=126)
• Community special events (PIR=125)
• Hiking programs (PIR=118)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 732

PARKS & FACILITIES MASTER PLAN

66 ONLINE COMMUNITY SURVEY
In addition to the statistically -valid community survey, an online survey (powered by SurveyMonkey) was conducted to better understand the characteristics, preferences, and satisfaction levels of residents. The online survey mirrored questions from the statistically-valid survey distributed by ETC. This allowed residents that were not randomly selected for the ETC survey the opportunity to be part of the community input process.

The survey was available from April 16 through May 15, 2020 and received a total of 370 responses. The following is a summary of the findings, and detailed responses to questions can be found in the Appendix.

SUMMARY OF FINDINGS
The consulting team recognized City of Chino Input Survey was completed by individuals who used the parks/facilities (96%) in varying age segment representation. Of the respondents, (76%) were white alone and 79% were female. The following represents key takeaways based on the electronic survey results:

PARKS AND FACILITIES /AMENITIES
• Combining Excellent and Good ratings, most respondents are satisfied with park conditions (77%). • Only six respondents commented on barriers that reduce park use. These barriers included lack of features we want to use (33%, 2 responses) and (17%, on response for Allergies, lack of trust in government, do not feel safe using parks/fac ilities, too far from you r home and use parks/facilities in other cities.
• The top three other organizations used by respondents include public schools (49%), neighboring cities (43%), and private and nonprofit youth sports (38%). • The top four facility/amenity needs include large community parks (91%), multi-use paved trails (83%), shaded picnic areas and shelters (82%), and small neighborhood parks (81%). Reflecting on the most important facilities/amenities selected, accessible parks/walking trails (32%) , multi- use paved trails (27%), playgrounds (23%) and performing arts theater (22%).

PROGRAMS
• In the past 12 months, 53% respondents have participated in programs. Of those, 25% participate once per year, 63% participate 2 -3 times per year, 7% participate in 4-6 times per year and 4% participate in 7 or more times per year.
• Combining Excellent and Good ratings, respondents are very satisfied with program quality (88%). • Top three barriers for program participation include, I don’t know what is being offer ed (53%), too busy, not interested (27%), and programs times are not convenient (18%). • The top four program needs include community special events (75%), exercise classes (60%), adult fitness and wellness programs (58%), and swim lessons (52%). Reflecting on the most important programs selected, youth preforming arts programs (27%), community special events (27%), adult fitness and wellness programs (21%), and swim lessons (19%).

COMMUNITY CENTER FEATURES
• The top four features most likely used in a community center, by percent selected, would include indoor all-inclusive playgrounds (40%), indoor lap lanes (38%), aerobic/fitness/gymnastics space (38%), and indoor running/walking track (36%).

FUNDING
• Respondents support community center operations with 75% covered through taxes and 25% from user fees (29%) and 50% should be covered by taxes and 50% from user fees (27%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 733

67 PROJECT WEBSITE
The Consulting Team also developed an ADA accessible, multi-lingual and mobile friendly website for the project to maximize community engagement throughout the process. This was particularly helpful to continue receiving ongoing input through online mediums (including the Survey Monkey survey shared earlier) during the pandemic. The website had 1500+ page views i n the course of planning process resulting in a more meaningful and inclusive input approach.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 734

PARKS & FACILITIES MASTER PLAN

68 CHAPTER FOUR - PARKS AND FACILITIES ASSESSMENT

FACILITIES ASSESSMENT
As a part of the planning process, the Consulting Team assessed the recreation facilities owned and maintained by the City. These included the following and detailed visuals are all in the Appendix:

1. Ayala Park Operations Center

2. Carolyn Owens Community Center

3. Chino Senior Center

4. Community Building

5. Liberty Park Recreation Center

6. Monte Vista Park Recreation Center

7. Neighborhood Activity Center

8. Old Schoolhouse Museum

9. Seventh Street Community Theater Addition

10. Youth Museum
Community Building: Below is a sample of the assessment from the Community Building performed by WLC Architects in conjunction with the Department staff. As noted below, the buildings are assessed on a variety of conditions based on 1 – No Improvements to 4 – Major Improvements Needed and the various amenities within the site are assessed individually. Some key recommendations from this are:
• Exterior brick wall and concrete roof tile is in good condition • Suspended ceiling tile in Assembly Room and Meeting Room have wear and tear and are discolored • No interior or exterior elevator in the building
• Suggested additions: Upgrade an elevator, accessible ramp, restrooms, lift or accessible ramp at the stage, panic push bar (device) and fire alarm and light to comply with building code

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 735

69 PARKS ASSESSMENT
The City of Chino has twenty-six (28) City Park sites ranging from 0.10 to 140 acres for a total of 254.75 acres. There are also thirteen (13) HOA park sites ranging from 0.30 to 2.94 acres for a total of 6.60 acres. Total Park acreage is 261.35. The team was tasked with reviewing all park sites in the system and developing a rating system to evaluate the condition of the park and site amenities at each site. The following rating criteria were used for evaluating assets in the parks.

EXCELLENT
Park/amenities are in excellent condition with little or no maintenance problems noted. Park/amenities do not feature any major design issues that contribute to diminished use or maintenance.

GOOD
Park/amenities are in good condition and feature only minor maintenance problems. Generally, most maintenance issues with these park/amenities appear to be the result of age and/or heavy use. Park amenities may only feature minor design issues that contribute to diminished use or maintenance ( i.e., drainage, structural, utilities, etc.).

FAIR
Park/amenities are in fair condition and indicate ongoing maintenance problems. Generally, most maintenance issues with these park/amenitie s appear to be the result of age and heavy use. Some maintenance issues may be compounded over time due to being deferred because of budget and/or resource limitations.

POOR
Park/amenities are in poor condition and clearly show ongoing maintenance problems that ultimately may result in suspended use for repair/replacement. Maintenance issues with these park/amenities are the result of age and heavy use, and generally are compounded over time due to deferred maintenance as a result of budget and/or resource limitations. Park/amenities may feature major design issues that contribute to diminished use or maintenance (i.e., drainage, structural, utilities, etc.).

The team developed site plans for each park utilizing Google Earth and visited each site over the course of several months from January 2020 thru July 2020 to review the condition of the parks and site amenities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 736

PARKS & FACILITIES MASTER PLAN

70 Chino Amenities’ assessments showed that they are, mostly, in great condition with 67% of amenities such as benches, sh ade sails, bleachers, trash receptacles, etc. rated as Excellent, 29% rated as Good, 3% rated as Fair, and only 1% rated as Poor.

Fields, Courts, and Playgrounds Assessments also had positive results with 73% rated as Excellent, 26% rated as Good, 1% rates as Fair, and none rated as Poor.

All of this information is documented with GIS (Geographical Information System) data that can be exported to Excel files. The data can be updated by city staff as replacements and/or new improvements are added to the park system.

FID Location Amenity Condition
0 Aguiar_Square Shade Sail Excellent
1 Aguiar_Square Shade Sail Excellent
2 Aguiar_Square Shade Sail Excellent
3 Aguiar_Square Shade Sail Excellent
4 Aguiar_Square Table - Game Inlay Excellent
5 Aguiar_Square Table - Game Inlay Excellent
6 Aguiar_Square Table - Game Inlay Excellent
7 Aguiar_Square Pergola Excellent
8 Aguiar_Square Pergola Excellent
9 Ayala_Park Barbeque Good
10 Ayala_Park Barbeque Good
11 Ayala_Park Barbeque Good
12 Ayala_Park Barbeque Good
13 Ayala_Park Table Good
14 Ayala_Park Table Fair
15 Ayala_Park Table Fair
16 Ayala_Park Table Good
17 Ayala_Park Receptacle - Trash Good
18 Ayala_Park Receptacle - Trash Fair

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 737

71 CHAPTER FIVE - LAND ANALYSIS AND MAPPING

LEVEL OF SERVICE ANALYSIS
Level of Service (LOS) standards matrix on the following page displays current and anticipated inventory for Chino, Home Owner’s Association (HOA) maintained and other providers e.g., Prado Regional Park.

Applying Chino’s population to the total inventory establishes the current level of service while also projecting future needs based on changes in the population and planned additions to the parks system.

The LOS is an effective planning measure that can be used to support capital investment decisions related to parks, facilities, and amenities.

In collaboration with Chino staff, the planning team developed the appropriate standard service level for a variety of parks, facilities, and amenities. The level of service standard was applied to the current population, as well as projections over the next five years to anticipate additional inventory that will be necessary to meet needs for a growing population.

These standards should be viewed as a guide for future planning p urposes. The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these standards to the service area, gaps and surpluses in park and facility/amenity types are identi fied. The future projections also include parks and amenities that are currently under development and will be available to the community within the next five years.

Based on this methodology, it is recommended that Chino will need to add (in addition to what is currently under development) the following park acres, trail miles, and amenities in the next five years:
• 29 acres of Neighborhood Parks
• 7 miles of Paved Trail
• 11 miles of Unpaved Trail
• 1 Amphitheater
• 1 Splashpad
• 67,863 SF of Indoor Community Recreation Space
• 24,654 SF of Indoor Aquatic Space

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 738

PARKS & FACILITIES MASTER PLAN

72 LEVEL OF SERVICE MATRIX
It should be noted that the LOS can and will change over time as program lifecycles change, recreational trends shift, and demographics of a community evolve. The following table details the LOS standards and projected needs for Chino based on population figures for 2019 and 2024.

Inventory: Chino
HOA
Parks
(College &
Preserve)
Other
Provider
(County
etc.)
Total
Inventory
Meet Standard/
Need Exists
Adding
Inventory
Chino
Adding
Inventory
HOA/Preserve
Adding
Inventory
Other
Providers
Total
2018-2023
Meet Standard/
Need Exists
PARKS:

Mini Parks (less than 2 acres) 4.20 6.60 - 10.80 0.12 acres per 1,000 0.10 acres per 1,000 Meets Standard - Acre(s) - - - Meets Standard - Acre(s) Neighborhood Parks (2 - 10 acres) 110.55 - - 110.55 1.19 acres per 1,000 1.50 acres per 1,000 Need Exists 29 Acre(s) 6.18 6.64 12.82 Need Exists 25 Acre(s) Community Parks (10 - 50 acres) - - - - - acres per 1,000 0.00 acres per 1,000 Meets Standard - Acre(s) - - - Meets Standard - Acre(s) Regional Parks (more than 50 acres) 140.00 - 2,000.00 2,140.00 23.05 acres per 1,000 15.00 acres per 1,000 Meets Standard - Acre(s) - - 125.00 125.00 Meets Standard - Acre(s) Total Developed Park Acres 254.75 6.60 2,000.00 2,261.35 24.36 acres per 1,000 16.60 acres per 1,000 Meets Standard - Acre(s) - Meets Standard - Acre(s) Undeveloped Open Space 36.00 36.00 0.39 acres per 1,000 acres per 1,000 Meets Standard - Acre(s) 18.60 65.10 83.70 Meets Standard - Acre(s) Anticipated - HOA 6.64 6.64 0.07 acres per 1,000 acres per 1,000 Meets Standard - Acre(s) - Meets Standard - Acre(s) Total Park Acres 254.75 49.24 2,000.00 2,303.99 24.75 acres per 1,000 16.60 acres per 1,000 Meets Standard - Acre(s) 24.78 71.74 125.00 221.52 Meets Standard - Acre(s) TRAILS:

Paved WalkingTrails 6.88 6.29 13.17 0.14 miles per 1,000 0.20 miles per 1,000 Need Exists 5 Mile(s) Need Exists 7 Mile(s) Unpaved Trails - - 9.00 9.00 0.10 miles per 1,000 0.20 miles per 1,000 Need Exists 10 Mile(s) Need Exists 11 Mile(s) OUTDOOR AMENITIES:

Picnic Pavilion 21 1 5 27 1.00 site per 3,438 1.00 site per 3,000 Need Exists 4 Sites(s) 1 2 8 11 Meets Standard - Sites(s) Amphitheatre 1 2 - 3 1.00 site per 30,945 1.00 site per 25,000 Need Exists 1 Sites(s) - - - - Need Exists 1 Sites(s) Sports Field - Baseball 8 - - 8 1.00 field per 11,605 1.00 field per 12,500 Meets Standard - Field(s) - - - - Meets Standard - Field(s) Sports Field - Softball 6 - - 6 1.00 field per 15,473 1.00 field per 20,000 Meets Standard - Field(s) - - - - Meets Standard - Field(s) Sports Field - Soccer/MultiUse 10 - - 10 1.00 field per 9,284 1.00 field per 7,500 Need Exists 2 Field(s) 3 1 - 4 Meets Standard - Field(s) Courts - Outdoor Basketball 19 - - 19 1.00 court per 4,886 1.00 court per 5,000 Meets Standard - Court(s) - 3 - 3 Meets Standard - Court(s) Courts - Tennis 6 - - 6 1.00 court per 15,473 1.00 court per 16,000 Meets Standard - Court(s) - 2 - 2 Meets Standard - Court(s) Playground 22 - 1 23 1.00 site per 4,036 1.00 site per 4,500 Meets Standard - Site(s) 1 2 1 4 Meets Standard - Site(s) Dog Park - - 1 1 1.00 site per 92,836 1.00 site per 40,000 Need Exists 1 Site(s) - 1 - 1 Need Exists 0 Site(s) Skatepark 1 - - 1 1.00 site per 92,836 1.00 site per 50,000 Need Exists 1 Site(s) - - 1 1 Meets Standard - Site(s) Splashpad 1 - 1 2 1.00 site per 46,418 1.00 site per 20,000 Need Exists 3 Site(s) - 1 1 2 Need Exists 1 Site(s) RECREATION SPACE:

Indoor Community Recreation Space 80,063.00 80,063.00 0.86 SF per person 1.50 SF per person Need Exists 59,191 Square Feet Need Exists 67,863 Square Feet Indoor Aquatic Space - - - SF per person 0.25 SF per person Need Exists 23,209 Square Feet Need Exists 24,654 Square Feet 92,836
98,617
2019 Estimated Population
2024 Estimated Population
2020 Inventory - Developed Facilities Current Facility Needs Forecasted Five-Year Facility Needs Current Service Level based
upon population Recommended Service Levels Additional Facilities/ Amenities Needed
Additional Facilities/
Amenities Needed

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 739

73 EQUITY MAPPING
Equity Maps utilize level of service standards to assist City leadership and staff in assessing where services are offered and determining equitable service distribution and delivery across the service area. These maps provide a visual depiction of the effectiveness of the service as it pertains to the demographic density. In addition, Equity Maps allow the Department to identify gaps and overlap in services with respect to a specific park, trail, facility, or amenity. This ass essment allows the Department to make appropriate capital improvement and development decisions based on the population needs and the Equity Maps allow a quick visualization of geographical areas that may be under/overserved. Equity Maps were developed for each of the following major assets:
• Mini Parks
• Neighborhood Parks
• Regional Parks
• Paved Trails
• Natural Trails
• Amphitheatre
• Picnic Pavilions
• Playgrounds
• Baseball Fields
• Softball Fields
• Multi-Purpose Fields
• Outdoor Basketball Courts
• Tennis Courts
• Dog Parks
• Skateparks
• Splashpads
• Indoor Recreation Space
• Indoor Aquatic Space
The shaded rings in the Equity Maps indicate the service level ( i.e., the population being served by a specific park type/facility/amenity) as outlined in the level of service matrix. Thus, the central point inside the ring indicates the location of the facility or amenity. The ring extends out from the central point based on the service reach of a particular park, facility, or amenity when compared to the population nearby. Equity Maps are based on the size of a park/facility or the number of amenities at a location, the established level of service standards, and the density of the surrounding population.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 740

PARKS & FACILITIES MASTER PLAN

74 MINI PARKS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 741

75 NEIGHBORHOOD PARKS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 742

PARKS & FACILITIES MASTER PLAN

76 REGIONAL PARKS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 743

77 PAVED TRAILS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 744

PARKS & FACILITIES MASTER PLAN

78 UNPAVED TRAILS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 745

79 AMPHITHEATRE

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 746

PARKS & FACILITIES MASTER PLAN

80 PICNIC PAVILIONS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 747

81 PLAYGROUNDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 748

PARKS & FACILITIES MASTER PLAN

82 BASEBALL FIELDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 749

83 SOFTBALL FIELDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 750

PARKS & FACILITIES MASTER PLAN

84 MULTI -PURPOSE FIELDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 751

85 OUTDOOR BASKETBALL COURTS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 752

PARKS & FACILITIES MASTER PLAN

86 TENNIS COURTS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 753

87 DOG PARKS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 754

PARKS & FACILITIES MASTER PLAN

88 SKATEPARKS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 755

89 SPLASHPADS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 756

PARKS & FACILITIES MASTER PLAN

90 INDOOR RECREATION SPACE

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 757

91 INDOOR AQUATIC SPACE

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 758

PARKS & FACILITIES MASTER PLAN

92 CHAPTER SIX MAINTENANCE & OPERATIONAL ANALYSIS

INTRODUCTION
The consulting team conducted a workshop with maintenance staff to establish context for the maintenance management plan from the employees’ perspective. Staff members from various divisions and levels participated in a focus group setting and were intervi ewed on the operations, operational strengths, operational challenges, operational priorities, as well as some more pointed questions related to the maintenance management software, management of inventory, and staffing challenges.

The following graphic shows the divisions and service areas involved totaling 27 city staff in 7 focus groups and interviews. It is important to note that the Department of Public Works was included in the assessment since they are responsible for maintaining the parks, with th e main focus being the Community Services Department.

Maintenance
Operations
Public Works
Department
Facilities &
Custodial
Parks
Programs /
Events
Department
Admin.

Social Services
Division
Recreation
Services
Division
Figure 10: Departments and Divisions participating in the Workshop

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 759

93 APPROACH
The approach was to focus on four primary questions guided by five operational themes. The review was centered on sustainability, efficiency, and organizational alignment. This analysis is a high -level review that focuses on internal operations as they re late to five areas important to efficient and effective operations.

The five operational themes that help to increase capacity through efficiency and effectiveness are:

DEPARTMENT OVERVIEW

MISSION
“To impact lives and build a connected community”

CORE VALUES
• Commitment to Our Community
• Integrity and Accountability
• Fiscal Responsibility
• Partnerships and Teamwork
• Innovation
• Communication and Engagement
Figure 24: Five Operational Areas in the Analysis

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 760

PARKS & FACILITIES MASTER PLAN

94 DEPARTMENT ORGANIZATIONAL CHART
The Department has a uniquely inverted organizational chart with a focus on the community as the top priority. The approach to develop solutions involves input from the most important employees, the frontline sta ff. The value placed on the residents and customers, is supported by the involvement of staff at various levels in planning, implementing and evaluating services. As an example, the Department pivo ted to virtual programming and identified how other services could still continue for residents who depend on them.

Figure 25: Chino Community Services Organizational Chart25

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 761

95 COMMUNITY SERVICES FUNCTIONS/SERVICES
Figure 14 identifies the major functions/services provided by the Department. Social Services is the only Division which is subdivided into Neighborhood Services, Human Services, Community Events and Senior Programs.

PARK SYSTEM ASSETS & SERVICES
Figure 15 provides a snapshot of the amount of assets and services offered by the Department. The categories of Facilities, Parks and Trails, Recreation Amenities, Special Use, and Programs & Events account for hundreds of millions of dollars in assets.

Administration Parks & Facilities Recreation Social Services Armed Forces Banners Park Development Community Facility Operation NEIGHBORHOOD SERVICES Budget Management Facility Development Parks Program Operations Chino Youth Museum Contract Administration Custodial Services Educational Programs Summer Lunch Fireworks Marketing &
Facilitation Building Maintenance Sports Monte Vista Park Grants Youth Services NAC Programs
Marketing & Social Media Community Outreach
Sponsorships Old Schoolhouse Museum

HUMAN SERVICES
Prevention Programs
Primary Interviention Programs
Counseling
YAB

COMMUNITY EVENTS

SENIOR PROGRAMS
Community Services Department Functions
Figure 26: Community Services Department Functions

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 762

PARKS & FACILITIES MASTER PLAN

96 Operations require a proactive and responsive combined approach to managing as many properties, facilities and amenities and include the following:

• Administrative management
• Capital project management
• Communications management
• Concession management
• Contract management
• Document management
• Land use management
• Facility management
• Emergency management
• Environmental management
• Equipment management
• Event management
• Financial management
• Human resource management
• Information technology management
• Maintenance management
• Marketing & brand management
• Operations management
• Partnership management
• Planning management
• Project management
• Recreation program management
• Resource management
• Risk management
• Stakeholder management

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 763

97 OPERATIONAL ANALYSIS
The operational analysis provides a snapshot of the organization in time by identifying strengths, challenges and priorities. Strengths and challenges lend perspective internally as to what is working well and what areas need solutions focused on opportunities for improvement. The Department continued to evolve during this analysis conducted to meet the community’s evolving needs during the pandemic. The following is a summary of the key themes identified by staff participating in the focus groups.

PROCESSES
Processes are a series of actions or steps taken in order to achieve outcomes identified through approved plans, policies and standards for parks and recreation services. Community Services operates well and provides a variety of exceptional services through established processes. The system is currently managed to identified outcomes of the city and department. The staff are passionate, dedicated and determined to have a positive impact on the community. The following plans, policies and procedures were identified in place.

Plans Yes No Notes
Emergency Action Plan X Emergency Services
Policies Yes No Notes
Park Rules & Regulations ordinance and
enforcement Policy X
Land Management Policy X Development Services
Purchasing Policy X
Refund Policy X
Cost Recovery Policy X City Council approved subsidy requirements.

Facility Use Policy X For Rentals only.

Partnership Policy X Memorandum of Understanding (MOU) with City partners such as the Boxing Board, School Board, Library, etc.

Volunteer Policy X
Special Event Policy (outside orgs.) X Business License Application form.

Communications Policy (social media, lead
time, methods, review/approval of materials) X We have one for Social Media.

Other – Park & Facility Naming Policy X
Standards/Procedures Yes No Notes
Parks and Recreation Employee Handbook /
Manual (Fulltime, Pt, Seasonal) X Currently being updated.

Performance Evaluation Procedure X
Onboarding Procedure X
Training Standards (annual calendar, inhouse,
specialty) X Community Services All Staff Training – Annual. HR conducts OSHA required training.

Customer Print Materials X Chino Connection, flyers, Active Net Current Plans, Policies & Procedures
Figure 27: Current Plans, Policies and Procedures

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 764

PARKS & FACILITIES MASTER PLAN

98 Additional comments regarding processes are identified within the following three subsections Strengths, Challenges and Priorities.

PROCESS STRENGTHS
• Existing plans, policies and procedures is a strength of the Department. Staff regularly review these documents and contracts from outsourcing and partnerships. The terms of contracts have been reviewed and are following best practices.
• Public Works and Recreation Division coordinate scheduling of fields to ensure when work needs done.
• Standards have been developed for roofing materials, paint codes and certain products used for repairs.
• Department mission, vision and values are key dri ving of staff training, the onboarding process, and regularly testing of services.

PROCESS CHALLENGES
• Lack of operational plans to capture institutional knowledge and train new staff during onboarding.
• Lack of park maintenance, facility maintenance and programming standards should exist to help with consistency.

PROCESS PRIORITIES
• Develop plans to support improved operations - capturing institutional knowledge while developing a maintenance plan, recreation plan, business plans for revenue generating facilities, and trails and greenways plan.
• Develop Standards for park maintenance, facility maintenance and recreation .

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 765

99 MANAGEMENT
Management covers the organization, coordination, and supervision of all business activities/services within a parks and recr eation agency to achieve defined outcomes. The biggest management theme identified managing issues and the approach to tackling challenges with all the right people present to develop solutions. The Department is proactive in anticipating problems and ha ving options as the situation evolves. Focused on avoiding unintended consequences. The buy -in from staff at all levels helped the Department increase cohesiveness even under the weight of the Pandemic. Additional comments regarding management are identified within the following three subsections.

MANAGEMENT STRENGTHS
• Continuously researching efficient processes and implementing to build capacity, such as scheduling of staff with an app to reach them where they are. • During the Pandemic, the public has increased participation in human services. This includes wrap-around services such as case management, homeless, and partnering with social action groups.
• Public Works, Facilities and Custodial assist with special events; helping set up, signage for street/sidewalk closures, clean up to everyday assistance. • The Department and Public Works collaborate on kick -off meetings, review of submitted plans including in construction progress meetings and the final inspection. The intent is to obtain a well-rounded perspective to help minimize maintenance costs. This helps to create long -term savings and sustainability.
• The Department conducts retreats with staff to develop the next year’s activities and goals.

Evaluations are completed for each area o f operations and improvements identified and discussed. This continues to support the level of staff buy-in to achieve outcomes.

MANAGEMENT CHALLENGES
• Custodial contracts – managing inconsistency in contractor delivery of service. Contractor quality can be challenging with staffing levels. Some contractors are not as good as others and the contractors are experiencing turnover as well.
• Fresh supply of new programming is not as consistent as it could be for greater customer retention.
• Having enough availa ble infrastructure for practice space, competition space, and the city growth leaves worry about meeting the needs of a larger population. • Preventative maintenance consists of some tasks being done in house and some done through service contracts. There are no standards and procedures are handwritten. • The impact of minimum wage to cost recovery will reach $15/hour in 2022, and there is concern about passing on increased costs to the public. It is important to note that this was mandated to increase prior to the Pandemic and inflation increasing all product costs.

MANAGEMENT PRIORITIES
• A form or matrix developed to evaluate the programs to avoid holding on to declining programs and over-allocating scarce resources. An evaluation tool/process with lifecycles included would help.
• Fee Assessment – an increase will need to be evaluated with possible adjustments for minimum wage and increased cost of products for operations. The Department will most likely need to increase fees, but do not want to decrease participation due to fee increases. • Program development process with new annual programming goals increasing the percentage of introductory programming.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 766

PARKS & FACILITIES MASTER PLAN

100

RESOURCES
Resources are a stock or supply of money, inventory, staff, information, and other assets in a parks and recreation agency that can be utilized in order to function effectively. The emerging themes within resources are attracting; hiring and retaining staff, concern for funding to sustain the existing services with mandates regarding State legisla tion AB5 (independent contractors) and the increase in minimum wage, and the potential need to increase fees and charges.

These three emerging themes can impact the quality of services for participants and the Department would hate to have less than a positive impact on access and participation. Additional comments regarding resources are identified within the following three subsections.

RESOURCE STRENGTHS
• Collaboration and Partnerships: The Department l ooks for partnerships at every opportunity to avoid all costs and impact to resources being provided by the city alone. The Department collaborates with community members and school district to provide services including low -cost and free human services. In addition, there is a partnership with the City of Chino Hills to provide counseling services to their students and residents as well. In order to meet the needs, Human Services collaborates with graduate schools in universities. Students with BA assist case managers and the process to prepare for destruction of hardcopy/print files. Best Practice is in place for partnerships in reporting to each partner and presenting to their boards. • Fiscal Responsibility: Work to identify where there are opportunities to invest in quality and not overinvest in areas where quality goes unrecognized. • Rental and utility assistance, case management takes care of counseling documentation and payments.
• Standardized equipment and materials for use in the parks. Example irrigation, site furnishings, playground equipment.
• To help with cost containment the Department utilizes volunteers as part of a City-wide program to offset costs. It will be necessary to return to pre-COVID volunteer numbers and hours to help offset the increased cost of doing busines s. Another countermeasure to increasing costs, the hours of operations are staggered for longer coverage to include the times when most people utilize the parks. Projects are completed in house and outsourced depending upon skill sets and costs.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 767

101

RESOURC E CHALLENGES
• Aging infrastructure is a challenge including historical buildings which limit renovations and upgrades to provide space for new trends in recreation. • Budget is not always efficient, as there are competing priorities and comes at a time when t he Department is very busy during peak season and this condenses when staff use paid time off (PTO) after peak season creating staff shortages. Department is working to be more proactive in scheduling meetings and planning for this challenge. • Staff Retention: Turnover now that parks and recreation is not the premier industry. Retention of part-time staff and leaders is a bigger challenge. No full -time paid positions for part -time employees to move up, so this contributes to the turnover. It is disapp ointing to not be able to retain the high-performing staff Marriage Family Therapists (MFTs). • Storage is limiting across the Department. Without a maintenance building at each park site, satellite storage sites need to be developed across city to help c urb windshield time and inefficiencies.
• Understanding the importance of staffing for maintenance to make the parks and infrastructure sustainable. Knowing what resources are needed to complete maintenance services , is sometimes not fully understood. Communication of full needs between staff in the field and supervisors could improve to help build the full understanding. Building in automation would be of assistance in workload and responsiveness as the system grows. Future Capacity needed is being anticipated now.

RESOURCE PRIORITIES
• Adequate space and number of spaces to provide all the existing activities that Chino supports and implement new programming trends. Look at existing capacity for all spaces to maximize facility usage.
• Attracting hiring, and retention of staff.
• Look at having program for infrastructure and recreational equipment replacement program.

The ages of the facilities are driving the need to make this a priority. • Providing the justification for resources through data collection in the computerized maintenance management software.
• Volunteer retention and intentional development of more opportunities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 768

PARKS & FACILITIES MASTER PLAN

102

TECHNOLOGY
Technology is the application of software, devices, tools, and equipment for practical parks and recreation purposes, especially to increase efficiency. In the last five years the department has increased technology and placed more services online, increa sing e-commerce. The Active Network, a web -based registration and reservation software, allowed all services to go online. The software also has the capabilities to print summary reports in a few clicks to see online purchases. The implementation of the computerized maintenance management software in underway and will help maintenance identify cost of service, build in automation and increase efficiencies. Additional comments from staff regarding technology are identified within the following three subsections.

TECHNOLOGY STRENGTHS
• Computerized Maintenance Management Software–work order system. • GIS for trees, lights, parks, the public Right-of-Way (ROW).

TECHNOLOGY CHALLENGES
• Email or call when residents reach Recreation Services let them know something is needing attention.
• Increase mobility technology to cut down on windshield time. • Work order efficiency – maximize the software to build and analyze Department data.

TECHNOLOGY PRIORITIES
• A counseling software/database to go more paperless and decrease time to prepare files for shredding.
• Full utilization of the computerized maintenance management software. • Mobile app for services and collecting feedback.
• Need an Active.net Guru for inhouse training, onboarding, and refreshers. • New branding and marketing approach to the website with staff to manage. Ease of access and navigation on website to be more user friendly, all facilities should be user friendly as well, so the brand recognition is the same at all facilities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 769

103

COMMUNICATIONS
Communications would b e the internal and external exchange of information regarding parks and recreation operations, promoting services, and capital projects. The greatest emerging theme within communications is the Department’s philosophy on intentional communication and invo lvement to build teamwork and minimize challenges. Planning meetings and regular communication within divisions are the foundation that leads to effective communication across divisions and with other City departments.

While strong, there are still chall enges to continued refinement of communications. Additional comments regarding communications are identified within the following three subsections.

COMMUNICATION STRENGTHS
• Close connection with other departments in City helps coordination of larger events through committee meetings and assignments. The teamwork is great and the committee increases communication leading up to events.
• Cross communication between Public Works and Community Services takes a committed approach to avoid conflicts of use. Both teams are regularly communicating since both do their work in the same place. Meetings are taking place to coordinate between the services. • Internal and external communication includes outsourcing contracts.

COMMUNICATION CHALLENGES
• Lack of awareness by residents is a concern. Staff use proven methods to increase communication efforts with the community.
• Marketing changes in schedule and new offerings during COVID and having to rely heavily on the social media team.
• Work orders or service requests communication is not always completed including a follow up.

The communication is rather antiquated without real-time updates.

COMMUNICATION PRIORIT IES
• Develop a marketing plan including the appropriate process for all staff to follow for content development and distribution.
• Develop a marketing strategy selecting the most appropriate methods for each core program area to reach identified targets.
• Maximize the computerized maintenance management software.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 770

PARKS & FACILITIES MASTER PLAN

104

NEEDS ASSESSMENT
As part of the Parks and Facilities Master Plan process a needs assessment was completed. The analysis allows the Department to gain additional perspectives on the public’s perception of park maintenance.

Insights can be learned and key performance indicators created based on responses from the survey.

NEEDS ASSESSMENT FINDINGS
The community participated in the needs assessment by completing a statistically reliable survey. The public was asked a multitude of questions. The table below summarizes specific questions and what the City should focus on moving forward.

Excellent 33%
Good 59%
Fair 7%
Lack of Features 21%
Not aware of parks/facilies location 10%
Do not feel safe at parks /facilities 7%
Lack of parking 6%
Parks & facilities are not well-maintained 4%
Developing new walking trails 33%
Improve existing parks 22%
Improve existing park restrooms 20%
Develop a new outdoor exercise/fitness area 19%
Improve existing trail system 18%
The Department should improve features to include new recreational trends.

What is most notable is that the parks are not well-maintained is one of the lowest ranked responses, supporting the percentage of respondents that rated the conditions of parks as good to excellent.

Which actions would you be most willing to fund?
Overall, the majority of top responses include improving existing assets within the park system, increasing the length of visits, and connectivity.

Survey Responses Related to Maintenance & Operations
How would you rate the physical condition of the parks and facilities they have visited? The Department has a high combined "excellent" and "good". Moving forward, staff should be intentional in decreasing good and increasing the percentage of excellent.

If you have not visited parks/facilities, please check all of the reasons you have not.

Figure 28: Survey Responses Related to Maintenance & Operations

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 771

105

MAINTENANCE AND OPERATIONAL SUMMARY
In summary, the city has strong parks maintenance , facility maintenance and custodial outcomes as demonstrated from the survey results. S taff work diligently to minimize impacts to the public despite capacity challenges to keep the quality of the system safe, clean and as well-maintained as possible. To better position the maintenance and operations for success moving forward, the department should consider the following:

Processes:
• Address capacity issues:
o Work to increase capacities within divisions through maxim izing the use of all software, especially the computer maintenance management software. o Increase mobile technology to limit windshield time.
o Invest in professional development to expand skill sets. • Develop guidance for staff while capturing institutional k nowledge through documentation of maintenance, facility and program standards.
• Develop best practice plans to direct and measure operations - capturing institutional knowledge in developing a maintenance management plan, recreation program plan, business p lans for revenue generating facilities and core program areas, and trails and greenways plan. • Review policies and procedures, identify areas where processes could be streamlined and amend documents accordingly.

Management:
• Conduct a fee structure assessment – an increase may be warranted for minimum wage increase and increased cost of products for operations.
• Develop an action matrix to evaluate the programs.
• Document a program development process within the recreation program plan. • Establish an annual new programming percentage goal to inject a fresh set of programs/events into Recreation Services.

Resources:
• Conduct a capacity study of all indoor recreational spaces to identify availability. Consider transitioning underutilized spaces into much-needed storage space. • Improve job postings to include organizational culture, professional development/training and the benefits of being a city employee in an effort to attract, hiring, and retain high -performing staff.
• Look at having program for inf rastructure and recreational equipment replacement program.

The ages of the facilities are driving the need to make this a priority. • Renovate indoor recreation spaces to continue all existing activities and implement new programming trends based on data.
• Volunteer retention and intentional development of more opportunities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 772

PARKS & FACILITIES MASTER PLAN

106

Technology:
• A counseling software/database to go more paperless and decrease time to prepare files for shredding.
• Develop a mobile app for services and collecting feedback. • Full uti lization and collection of data within the computerized maintenance management software.
• Identify staff to become a Guru of specific software/technology for inhouse training, onboarding, and refresher trainings.
• Update the website to a fresh e-commerce layout for better access and navigation on website.

Communications:
• Continue to make communications a priority to achieve operational outcomes through the computerized maintenance management software, weekly priority meetings and weekly marketing content meetings.
• Develop a marketing plan including the appropriate process for all staff to follow for promotions including content development and distribution.
• Develop a marketing strategy selecting the most appropriate methods for each core program area to reach identified targets.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 773

107

CHAPTER SEVEN - COMMUNITY SERVICES/PROGRAM ASSESSMENT

OVERVIEW
As part of the Parks and Facilities, the consulting team conducted a Recreation Program Assessment of the services offered by the City of Chino’s Community Services Department (“Department”). Th is assessment offers an in-depth perspective of program and service offerings and helps identify strengths, challenges, and opportunities regarding programming. The assessment also assists in identifying core programs, program gaps within the community, ancillary services, key system -wide issues, areas of improvement, and future programs and services for residents and visitors.

The consulting team based these program findings and comments from a review of information provided by the Department including program descriptions, financial data, website content, and discussions with staff. This report addresses the entire portfolio of programs offered through the Department.

FRAMEWORK
The Department provides a variety of educational and recreation programs and services, neighborhood and community parks, community facilities and museums, social service pr ograms, and special events throughout the year. It strives to create community through people, parks, and programs.

The variety of offerings range from 28 City-maintained parks with picnic areas, playgrounds and sports fields or facilities to various prog rams and services for individuals, families, youth, and seniors (50+) .

Offerings include healthy lifestyle options, recreational and educational classes, counseling and prevention education, trips and tours, youth and adult sports, and more.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 774

PARKS & FACILITIES MASTER PLAN

108

CORE PROGRA M AREAS
To help achieve the mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community.

Public recreation is challenged by the premise of being all things to all people. In the current pandemic and uncertain financial situation, as the Department looks to prioritize the community’s needs and its spending, it is even more important to identify and focus on Core Programs. The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories:
• The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community.
• The program area consumes a relatively large portion (5% or more) of the agency’s overall budget.
• The program area is offered 3-4 seasons per year.
• The program area has wide demographic appeal.
• There is a tiered level of skill development available within the program area’s offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market.

EXISTING CORE PROGRAM AREAS
In consultation with the Department staff, the planning team identified thirteen (13) Core Program Areas that are currently offered. These Core Program Areas serve as a frame work for assessing the current program offerings of the Department.

CORE PROGRAM AREAS
Adult Family
Excursions Adult Sports
Contract
Recreation
Classes
Healthy Chino
Neighborhood
Activity
Center
Out of School
Programs
Preserve
Community
Center
Senior Center Special Events Teen Center
Tiny Tots Virtual
Recreation Youth Sports

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 775

109

Description: Adult Sports programs provide an
opportunity for adults to take part in an organized
and structured athletic program that will facilitate its participants to achieve a sense of personal enjoyment
and physical growth and improvement in a safe and
enjoyable environment.

Goals: Provides an opportunity for organized athletic
competition and promote health and wellness.

Achieve 100% cost recovery and increase adult
basketball teams by two each season.

Adult Sports
• Women’s Soccer
• Softball League
• Men’s Basketball
• Women’s Basketball
• Drop-In Volleyball
Description: The Trips & Tours program offers a wide
variety of one-day and extended trips, tours, and
excursions for all ages.

Goals: Provide day trips and excursions for adults and
families to provide an opportunity to visit local and
surrounding cities landmarks, historical places, and
beaches on a city shuttle. Achieve 100% cost
recovery.

Adult & Family
Excursions
• Casinos
• Museums
• Entertainment
• Flea Markets
• Excursions
Description: Recreation Classes promote active living,
physical and mental health, special interests,
enrichments, and educational alternatives.

Recreational Classes are for participants of all ages.

Goals: Provide interest/specialized classes for all age segments at our local community centers and local
businesses to enhance community offering.

Participants can learn a new sport (non-competitive),
hobby, children and adult have an opportunity to
socialize, promote physical and mental health.

Achieve 80% cost recovery.

Contract Recreation Classes
• Visual Arts
• Dance
• STEM
• Language
• Performing Arts
• Youth Sports
• Karate
• Gymnastics
• Enrichment
Description: The Healthy Chino initiative was created in 2004 to improve the lives and well-being of the
community through a combination of nutrition, active
living, physical and mental health, environmental
health, and smart growth practices. Healthy Chino
offers a variety of health and wellness programs that
promote healthy lifestyles for all ages.

Goals: Provide programs and a facility (garden) for all age segments to have a positive impact on physical and
mental health for the community. Provide a safe and
fun environment for those in attendance. Provide entry
level programs for low or no cost and establish
partnerships for support through donations,
sponsorships, or resources.

Healthy Chino
• Hike the Valley
• Summer Grilling
• Community
Garden
• Healthy Family
Day
• Workshops
• Bark Around
Ayala Park
• Bike Day
• Story Time @
the Garden
•

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 776

PARKS & FACILITIES MASTER PLAN

110

Description: The NAC offers a wide variety of sports,
programs, activities, services, and rental space to
the community.
• Aerobics
• Open Gym
• Youth
Enrichment
• Self Defense
Goals: To provide a variety of recreation programs
within the facility for all ages. The Center intends to provide centralized recreation and programs for the
Chino community. Provide programs at low cost.

Neighborhood
Activity Center
Description: Offer Before Care only at Preserve
Community Center for students that attend Cal Aero
Academy. Offer 5 Grant Funded after school programs
at Title 1 Elementary Schools and 1 Grant Funded after
school program at Title 1 Jr. High School. School
District contracts with City to provide the services at the designated school sites. City offers 3 Fee-Based
After School programs.
• Sunrise Kids
• High Five
• SOAR/RAAP
• Seasonal Camps
• Summer Lunch
Goals: To provide a safe space for children to
participate in before and after school programs.

Out of School Programs
Description: Preserve Community Center is a joint use
facility with the Chino Valley Unified School District
and San Bernardino County Library that provides an
array of recreation opportunities for residents.
• Open Gym
• Food Events
• Youth Enrichment
• Camps
Goals: Offer a variety of programs, activities, and
rental space to the community. Maintain open
communication with the District and Library as it
relates to program delivery.

Preserve Community
Center
Description: Active Center for adults 50+ years old
(seniors). The Center is open 7 days a week and
provides seniors with access to multiple services in
one place. Offer a variety of free and/or low-cost
services and programs to stay healthy, independent,
and engaged in the community. Services and
programs include: social services, fitness and wellness classes, enrichment classes, engaging activities, meal
and nutrition programs, transportation services,
special events, computer lab, fitness room, and
billiards room.
• Special Events
• Luncheons
• Fitness
• Arts
• Dance
• Sewing/Knitting
• Bingo/Games
• Technology
• Life Skills
Goals: To provide a friendly Center were Seniors feel
safe and motivated to stay active, engage, and enhance
their overall well -being and continue to be
independent older adults.

Senior Center

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 777

111

Description: The City of Chino offers a variety of
special events throughout the year to celebrate
holidays, cultures, team building, or just bringing the community together.
• Cultural Palooza
• Fireworks
• Holidays
• Parades
• Corporate
Challenge
• Summer Nights
• Halloween
Spooktacular
•
Goals: Provide a safe and fun environment for
participants. Create a “wow” factor and set
attendance goals for each event. Be fiscally
responsible with equipment and supplies. Create
partnerships for support via donations, sponsorships,
or resources.

Special Events
Description: The Teen Center provides community
resources to increase access to post-secondary
education, onsite workshops, clubs, activities,
homework assistance, shuttle service, volunteer
opportunities, and a college and career resource
center.
• Teen Center/
Shuttle
• Teen Opportunity
Program
• Teen Advisory
Committee
• Cooking Classes
• Trips/Tours
• Social Events
• Resource Center
Goals: Provide teens the ability to participate in
supervised programs and activities with their peers, in a safe, fun, and positive environment. Provide a
variety of workshops for students such as college
planning, internet safety, bullying, and other teen-
related issues. Create partnerships to offer free
workshops for teens.

Teen Center
Description: Introduces participants to a classroom-style environment to sharing, choice making, and creative
play. The Junior Level participants will learn social and motor skills in a classroom atmosphere through arts,
singing, integrative literacy, and other activities. Plus Level participates in daily activities that prepare
children for school by introducing handwriting, ABCs,
and homework assignments. This stimulating learning
environment leads to letter and number recognition as
children prepare to enter school. Little Elves provides participants an opportunity to work on holiday-
themed activities twice a week for a week.
• Junior Level
• Plus Level
• Little Elves
Goals: Prepare participants to enter kindergarten.

Provide program introduction to participants in a
classroom-style environment where children will be
introduced to sharing, choice making and following
directions through a creative play environment.

Program alignment with Community Services
Department values. Maximize registration to full
capacity every section each season. Achieve full cost
recovery for all sections of Tiny Tots program.

Tiny Tots

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 778

PARKS & FACILITIES MASTER PLAN

112

Description: Chino’s Virtual Recreation provides
suggestions and resources to keep the entire family
entertained, active, healthy, and informed in the wake
of the COVID-19 pandemic. Patrons have the ability to
visit the page often for updates and try new themed
ideas to keep everyone entertained and informed.
• Arts & Crafts
• Family Projects
• Exercise Videos
• Sports Drills
• Virtual Trips &
Tours
• Virtual Challenges
•
Goals: Deliver programs and activities to encourage
community engagement and offer recreational
opportunities in a virtual capacity. Ensure that the
community has helpful resources to maintain a
healthy lifestyle and stay engaged from home.

Virtual Recreation
Description: Youth sports provides a multitude of sports programs throughout the year, such as basketball,
volleyball, baseball, and soccer.
• Baseball
• Basketball
• Track & Field
• Soccer
• Fitness
• Flag Football
• Boxing
Goals: Sports programs strive to provide participants
with a positive environment for youth to participate
in sports activities, where skill development and good
sportsmanship is encouraged and implemented.

Process a sufficient amount of volunteer coaches to
limit the expense of staff coaching teams. Programs
such as Pee Wee Sports, clinics, and track and field
meet are expected to achieve full cost recovery.

Youth Sports

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 779

113

CORE PROGRAM AREA RECOMMENDATIONS
The existing Core Program Areas provide a well -rounded and diverse array of program opportunities for residents. It will be important to reassess all o fferings on a regular basis to ensure they are effectively engaging the community and that programming is aligned with the mission and vision of the Department.

It may be necessary to adjust the Core Program Areas or introduce new ones as the interests, needs, and demographics of the community evolve over time.

One potential adjustment that could help streamline the Core Program lineup is to combine Out of School Activities with Tiny Tots. As explained in further detail later in this assessment, these areas serve narrow age segments and have similar cost recovery goals. This combination would provide a broader, but still homogeneous (i.e., youth), target audience with similar performance goals that designates a more robust and cohesive Core Program Area.

An emerging area of program ming that the Department could capitalize and expand upon is Virtual Recreation. In the midst of the pandemic, the Department launched this as a new Core Program Area to meet the pent-up demand for recreation at home through virtual programming. It will be important in the near term to continue to develop and formalize this as a Core Program and explore ways to grow and innovate these offerings. Recreation trends nationally suggest Esports may be a potential market for the Department to bolster its virtual offerings. Esports presents an opportunity for remote programming that can generate revenue and engage an untapped regional audience interested in gaming.

It is recommended that all Core Program Areas are reevaluated at least once a year for their effectiveness in serving the Chino community and to keep up with recreational trend s and best practices. The remainder of this assessment provides a variety of techniques and tools for evaluating the management and delivery of key programs and services offered through the Department.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 780

PARKS & FACILITIES MASTER PLAN

114

PROGRAM STRATEGY ANALYSIS

AGE SEGMENT ANALYSIS
The table below depicts each Core Program Area and the most prominent age segments served.

Recognizing that many Core Program Areas serve multiple age segments, Primary (noted with a ‘P’) and Secondary (noted with an ‘S’) markets are identified.

The age segment analysis by Core Program Area shows the segments served to identify any gaps in service.

Based on the analysis, current programs seem to be fairly well-aligned with the community’s age profile, which skews younger and has a strong family presence. The Department is effective in meeting specific needs of each age segment by designating specialized facilities, such as the Senior Center and Teen Center.

As mentioned in the Core Program recommendations, combining efforts of the Tiny Tots a nd Out of School Programs will create a Core Program Area that serves all three youth segments and is centered around a school focus. Another opportunity may exist for the Department to develop programs to convert adults and seniors to primary users of contract recreation programs, which tend to be more sustainable, value-added offerings.

Staff should continue to monitor demographic shifts along with program offerings to ensure that the needs of each age group are being met. It is recommended to utilize age segments as part of a marketing plan to identify which age segments to target, select appropriate marketing method(s), define the message, and establish measures for success for each Core Program Area.

Core Program Area Preschool
(5 and Under)
Elementary
(6-12)
Teens
(13-17)
Adult
(18-49)
Senior
(50+)
All Ages
Programs
Adult & Family Excursions S P
Adult Sports P
Contract Recreation Classes S P P S
Healthy Chino P
Neighborhood Activity Center P S P S
Out of School Programs P S
Preserve Community Center P S P
Senior Center P
Special Events P
Teen Center P
Tiny Tots P
Virtual Recreation P
Youth Sports P P S

AGES SERVED

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 781

115

PROGRAM LIFECYCLE
The program lifecycle analysis involves reviewing each individual program offered by the Department to determine its stage of growth (or decline). This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are “fresh” and that relatively few programs, if any, need to be discontinued.

This analysis is not based strictly on quantitative data, it also relies on staff members’ knowledge of program areas and individual offerings. The follow ing table shows the percentage distribution of the various lifecycle categories f or the Department’s programs. Percentages were obtained by comparing the number of programs in each lifecycle stage with the total number of programs listed by staff members.

The Program Lifecycle distribution demonstrates optimal levels of programs that are in the early lifecycle stages, but the current mix is light on introductory and mature programs and a heavy on programs at the very end of their lifecycle. This is based on 55% of programs belonging to the Introduction , Take-Off, and Growth lifecycle stages, 19% of programs as Mature, and 26% in the Saturation or Decline phase.

With only 2% of programs identified in the Introduction stage, i t will be important to refresh the programming mix with new, or revised, programs that backfill the beginning lifecycle stages while reducing the percentage of programs at the end of their lifecycle . The Introduction Stage is important as it provides the Department with an avenue to energize its program offerings and experiment to see what works and what doesn’t.

According to staff, only 1 9% of all program offerings fell into the Mature Stage. This stage anchors the program portfolio, and it is recommended to have roughly 40% of programs within the Mature category in order to achieve a stable foundation. The high percentage of programs in the Growth Stage should feed the Mature Stage naturally over the next few years and balance out the distribution.

The current program mix has more than twice the recommended level of programs in Saturation and Decline. A particular concern is that 17% of program offerings were identified in the Decline Stage. As programs enter the Decline stage, they must be closely rev iewed and evaluated for repositioning or elimination. When this occurs, the Department should modify these programs to begin a new lifecycle in the Introductory Stage or retire the offering and develop entirely new programs based upon community needs and trends.

Introduction New program; modest participation 2%
Take-Off Rapid participation growth 12%
Growth Moderate, but consistent population growth 41%
Mature Slow participation growth 19% 19%
Saturation Minimal to no participation growth; extreme competition 9% Decline Decline participation; no go 17%
40% total
26% 0-10% total
Lifecycle
Stage Description
Actual
Program
Distribution
Recommended
Distribution
55% 50-60% total

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 782

PARKS & FACILITIES MASTER PLAN

116

Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, the Department could include annual performance measures for each Core Progr am Area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community needs and interests.

CLASSIFICATION OF SERVICES
A Classification of Services Analysis informs how each program serves the overall organizational mission, if it aligns with the goals and objectives of each Core Program Area, and how the program should be funded with regard to tax dollars and/or user fees and charges. Understanding a program’s classification can be useful in determining the most appropriate management, funding, and marketing strategies.

Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as eve ryone receiving the same level of benefit with equal access, whereas private benefit can be described as the individual user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. The level of benefit is also generally associated with the intended level of subsidy – programs that heavily benefit the public are largely supported by taxes, while those that heavily benefit the individual are primarily supported by user fees.

For this exercise, the Department used a classification method based on three levels: Essential Services, Important Services, and Value -Added Services. How a program or service is classified depends on the alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and accessibility. The following graphic describes each of the three program classifications:

•Department May Provide: With additional resources, it adds value to community, it supports Core & Important Services, it is supported by community, it generates income, has an individual benefit, can be supported by user fees, it enhances community, and requires little to no subsidy.
•Department Should Provide: If it expands & enhances core services, is broadly supported & used, has conditional public support, there is a economic/social/ environmental outcome to the community, has community importance, and needs moderate subsidy.
•Department Must Provide: If it protects assets & infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit, there is a negative impact if not provided, is part of the mission, and needs high to complete subsidy.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 783

117

With assistance from staff, a classification of programs and services was conducted for all of the recreation programs offered by the Department. The results in the following table represent the current classification of recreation program services. The distribution reveals that the majority (61%) of the current programming mix consists of Value -Added services. These are the most sustainable offerings because they are supported by user fees; however, these programs primarily benefit the individual user.

In addition to recreation, the Department offers many Ancillary Services at little to no cost for users, which supplements the fact that only 27% of recreation programs are Essential services.

As the Department continues to evolve to better meet the community’s needs, there could be an added benefit to managing the services if they were classified according to the Cost Recovery Model for Sustainable Services depicted below . The Department should continue to assess its program classifications and ensure it aligns with the needs of the community, and it should strive to fill gaps in Essential services wherever they may exist in the City.

Given the broad range of cost recovery goals (i.e. , 0% to 40% for Essential Services or 40% to 80% for Important Services), it would be helpful to further distribute programs within sub-ranges of cost recovery as depicted below. This will allow for programs to fall within an overall service classification tier while still demonstrating a difference in expected/desired cost recovery goals based on a greater understanding of the program’s goals (e.g., pure community services versus mostly community services).

Department Program Classification Distribution
Essential Important Value-Added
27% 12% 61%

Community Benefit: Recreation services to be accessible and of benefit to all, supported wholly or significantly by tax dollars.

Considerable Community Benefit: Recreation services benefits accrued to both the general public and individual interests, but to a significant community advantage.

Balanced Community & Individual Benefit: benefits
accrued to both individual and general public interests, but to a significant individual advantage
Considerable Individual Benefit: nearly all
benefit received by individuals, benefit to
community in a narrow sense
Individual Benefit: exclusive benefit
received by individuals and not the
general public; individual pays at least
80% of the cost of service
0+%
20-50%
50-70%
70-100%
100+%
Cost Recovery Model for Sustainable Services
100%+

80-100%

40-80%

20-40%

0-20%

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 784

PARKS & FACILITIES MASTER PLAN

118

TOTAL

COSTS FOR

ACTIVITY
Personnel
Costs
Indirect
Costs
Debt
Service
Costs
Supply and
Material
Costs
Equipment
Costs
Contracted
Services
Vehicle
Costs
Building
Costs
Admin Cost
Allocation

COST OF SERVICE & COST RECOVERY
Cost recovery targets should at least be identified for each Core Program Area, and for specific programs or events, where possible. Core Program Areas serve as an effective breakdown for tracking cost recovery metrics, including administrative costs. Theoretically, staff should review how programs are grouped for similar cost recovery and subsidy goals to determine if current practices still meet desired outcomes.

Determining cost recovery performance and using it to make informed pricing decisions involves a three- step process:

1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section).

2. Conduct a Cost-of-Service Analysis to calculate the full cost of each program.

3. Establish a cost recovery percentage, through Department policy, for each program or program type based on the outcomes of the previous two steps and adjust program prices accordingly.

UNDERSTANDING THE FULL COST OF SERVICE
To develop specific cost recovery targets, full cost of accounting needs to be created for each program to accurately capture all direct and indirect costs. Cost recovery goals can be established once these numbers are understood, and the Department’s program staff should be trained on this process. A Cost- of-Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program -specific equipment, supplies, and staffing costs ) and indirect (i.e., overhead including administrative) costs. Completing a Cost-of-Service Analysis not only helps determine the true and full cost of offering a program, but it also provides information that is necessary to effectively price programs to meet cost recovery goals. The diagram below illustrates the common types of costs included in a Cost-of-Service Analysis.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 785

119

The methodology for determining the total Cost of Service involves calculating the tot al cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include:
• Number of participants
• Number of tasks performed
• Number of consumable units
• Number of service calls
• Number of events
• Required time for offering program/service.

Agencies use Cost of Service Analysis to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery , as well as to benchmark different programs provided by the Department between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Pr ogram staff should be trained on the process of conducting a Cost-of-Service Analysis and update figures on a regular basis.

CURRENT COST RECOVERY
Staff should also utilize an internal budget worksheet for each program . T his tool is useful to review quarterly, seasonally, or annually , depending on set goals for each core area. The following table provides the existing cost recovery goals and, when available, the actual cost recovery level achieved by each Core Program Area. Cost recovery goals have been established for the majority of Core Program Areas; however, there is a need for better trackin g of actual cost recovery performance for the Neighborhood Activity Center and Preserve Community Center. Adult & Family Excursions is the only Core Program that did not meet its cost recovery goal , and it should be monitored to ensure pricing is sufficient. Moving forward, staff should track direct and indirect costs in more detail, down to the individual programs to better assess whether the Department is meeting established goals.

Core Program Area Current Cost Recovery Goal
Percentage
Actual Cost Recovery
Achieved
Adult & Family Excursions 100% 70%
Adult Sports 100% 160% (FY19/20)
Contract Recreation Classes 80% 98%
Healthy Chino 5% 11% (FY18/19)
Neighborhood Activity Center 0% n/a
Out of School Programs After School 70%
Before Care 100%
After School 113%
Before Care 140% (FY18/19)
Preserve Community Center 0% n/a
Senior Center 20% 40%
Special Events n/a n/a
Teen Center 10% 19% (FY19/20)
Tiny Tots 100% 100% (FY19/20)
Virtual Recreation n/a n/a
Youth Sports 56% 70% (FY19/20)
Cost Recovery Goals by Core Program Area

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 786

PARKS & FACILITIES MASTER PLAN

120

COST RECOVERY BEST PRACTICES
Cost recovery targets should reflect the d egree to which a program provides a public versus individual good. Programs providing public benefits (i.e., Essential programs) should be subsidized more by the Department; programs providing individual benefits (i.e., Value-Added programs) should seek to recover costs and/or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas.
• Essential Programs -category critical to achieving the organizational mission and providing community-wide benefits and, therefore, generally receive priority for tax -dollar subsidization.

Essential programs typically recover anywhere from 0%-40% of its direct costs. • Important or Va lue-Added program classifications generally represent programs that receive lower priority for subsidization.
o Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be hi gh (i.e., at least 40% -80% overall).
o Value-Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 787

121

PRICING STRATEG IES
Pricing is one mechanism agencies can use to influence cost recovery. The table below highlights pricing strategies used by each of the Core Program Areas in an effort to identify untapped pricing strategies.

These are all considered useful pricing t actics to help solidify usage patterns, effectively market programs, and help achieve cost recovery goals.

Pricing strategies are varied across the different Program Areas. The most frequently used approaches for differential pricing are based on residency, age segments, and customer’s ability to pay . From a business perspective, it’s promising that the majority of core programs are priced according to market rates and/or cost recovery goals. These are good practices and must be continued, but there are potential opportunit ies to incorporate pricing strateg ies for families based on household size, prime versus non-prime time rates, or group discounts.

Core Program Area
Age Segment
Family/Household
Status
Residency
Weekday/Weekend
Prime/Non-Prime
Time
Group Discounts
By Location
By Competition
(Market Rate)
By Cost Recovery
Goals
By Customer's
Ability to Pay
Adult & Family Excursions X X
Adult Sports X X X
Contract Recreation Classes X X X
Healthy Chino X X
Neighborhood Activity Center X X X X
Out of School Programs X X X
Preserve Community Center X X X X
Senior Center X X
Special Events X
Teen Center X X X X
Tiny Tots X X X X
Virtual Recreation
Youth Sports X X X X X

PRICING STRATEGIES

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 788

PARKS & FACILITIES MASTER PLAN

122

PROGRAM STRATEGY RECOMMENDATIONS
In general, the Department program staff should adhere to a cyclical process for evaluating programs on both individual merits , as well as the entire program mix. This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is evaluated at least once per year. The following tools and strategies can help facilitate this evaluation process:

MINI BUSINESS PLANS
The planning team recommends that Mini Business Plans (2 -3 pages) for each Core Program Area be updated on a yearly basis. These plans should eval uate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, cost of service, pricing strategy for the next year, and marketing strategies that are to be implemented. If developed regularly and consistently, they can be effective tools for budget construction and justification processes in addition to marketing and communication tools.

PROGRAM DEVELOPMENT & DECISION -MAKING MATRIX
When developing program plans and strategies, it is useful to consider all of the Core Program Areas and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information along with the latest demographic trends and community input should be factors that lead to program decision -making. Community input can help staff focus on specific program areas to develop new opportunities in what group of citizens to target including the best marketing methods to use.

A simple, easy-to-use tool, like the examples below, will help compare programs and prioritize resources using multiple data points, rather than relying solely on cost recovery. In addition, this analysis will help staff make an informed, objective case to the public when a program in decline, but beloved by a few, is retired. If the program/service is determined to have strong priority, appropriate cost recovery, good age segment appeal, good partnership potential, and strong mar ket conditions the next step is to determine the marketing methods using the template below.

Program Idea (Name or Concept):

Marketing Methods Content
Developed
Contact
Information Start Date
Activity Guide
Website
Newspaper Article
Radio
Social Media
Flyers - Public Places
Newspaper Ad
Email Notification
Event Website
School Flyer/Newsletter
Television
Digital Sign
Friends & Neighbors Groups
Staff Promotion @ Events
Marketing & Promotion Methods
Program Idea (Name or Concept):

Internal Factors
Priority Ranking: High Medium Low
Program Area: Core Non-core
Classification Essential Important Discretionary
Cost Recovery Range 0-40% 60-80% 80+%
Age Segment Primary Secondary
Sponsorship/Partnership
Potential Partnerships Monetary Volunteers Partner Skill Location/Space Potential Sponsors Monetary Volunteers Sponsor Skill Location/Space Market Competition
Number of Competitors
Competitiveness High Medium Low
Growth Potential High Low

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 789

123

PROGRAM EVALUATION CYCLE (WITH LIFECYCLE STAGES)
Using the Age Segment and Lifecycle analysis, and other established criteria, program staff should evaluate programs on an annual basis to determine the appropriate program mix. This can be incorporated into the program evaluation process in order to dete rmine the relevancy of programs and better understand participation levels for offerings.

A diagram of the program evaluation cycle and program lifecycle is found below. During the Introductory Stages, program staff should establish program goals, desig n program scenarios and components, and develop the program operating/business plan. Regular program evaluations will help determine the future of a program.

If participation levels are still growing, continue to provide the program. When participation growth is slowing (or non -existent) or competition increases, staff should look at modifying the program to re - energize the customers to participate. When program participation is consistently declining, staff should terminate the program and replace it with a new program based on the public’s priority ranking and/or in activity areas that are trending nationally/regionally/locally, while taking into consideration the anticipated local participation percentage.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 790

PARKS & FACILITIES MASTER PLAN

124

MARKETING, VOL UNTEERS, AND PARTNERSHIPS

MARKETING AND COMMUNICATIONS
The Department communicates through a wide variety of marketing methods when promoting programs and services, including: printed and online program guides, the Department’s website, apps, direct emai l and blasts, PSAs and TV ads, newsletters, social media, and QR codes. The Department would benefit from determining the Return on Investment (ROI) for all marketing initiatives to identify which methods are most effective and discontinue those that aren’t.

Effective communication strategies require striking an appropriate balance between the content and the volume of messaging while utilizing the “right” methods of delivery. Although the Department has a broad range of delivery methods for promoting p rograms, it is imperative to update the Marketing Plan annually to adjust to evolving community needs, demographic shifts, and recreation trends.

WEBSITE
It is strongly recommended that the City invest in updating the website to be mobile friendly to increase the reach of marketing efforts.

Currently, the Department does not have its own standalone website and it functions under the umbrella of the City’s page. The website’s layout is somewhat dated with limited functionality, but it does contain the most important information about the department and its offerings. The backdrop of the webpage lacks some visual appeal and there is a lot of white space with muted images (e.g., banner picture has filter to darken contrast). In addition, some of the fonts o n the main menu at the top of the webpage blend in with the picture behind it making it hard to read the navigation prompts. Perhaps the biggest weakness of the website is that it is not currently mobile friendly.

The Recreation page is by far one of the most colorful landing spots on the City’s website, as there is great imagery to support the programmatic information on the page. The Department’s identity is somewhat disjointed on the website, as Recreation has its own subpage and so does Community Services, with both being accessed through different paths (i.e., Community Services is listed under Departments while Recreation is under Residents). This may cause confusion for users on the website in understanding which is the overarching entity and decip hering between the overlap in programs. The Department’s brand would greatly benefit from having a dedicated website that is more vibrant and user friendly.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 791

125

SOCIAL MEDIA
The Department uses Web 2.0 technology through the City’s platforms, which include Facebook, Instagram, and YouTube.

The City’s Facebook page currently has 9,435 followers, Instagram has 7,411 followers, Twitter with 3,374 followers, and YouTube has 432 subscribers . The key to successful
implementation of a socia l network is to move the participants from awareness to action and creating greater user engagement.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 792

PARKS & FACILITIES MASTER PLAN

126

SOCIAL MEDIA PENETRATION
Over the last decade, social media has become one of the Country’s fastest growing trends . The figure below shows the social network penetration grew to 65.6% in 2017 and has continued to increase to 67.4% in 2020. With the market penetration percentage of the population using these online media platforms in their daily lives expected to continue increasing to 71 .5% by 2025, it is essential for the Department to take advantage of these marketing opportunities.

SOCIAL MEDIA NETWORKS
Social media can be a useful and affordable tool to reach current and potentially new system users. The figure below shows the most popular social networks by usage. Such platforms as Facebook (82% ), YouTube (72%), Instagram (53%), Twitter (35%), Pinterest (34%), Snapchat (30%), or LinkedIn (21%) are the most popular social networks among residents in the United States.

Source(s): Statistica Study ID 40227, social media usage in the united states (003) Source(s): Statistica Study ID 40227, social media usage in the united states (003)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 793

127

SOCIAL NETWORK USER AGE SEGMENTS
The most recent data available for age segments that use social media is the end of 2019. This shows that social networks are popular with not only today’s you ng adults (90%) but also middle -aged adults (82%), and older age group usage including ages 50-64 (69%) and seniors (40%). Figure 15 helps to identify which age segments are most reachable via social networks. This data can be used to develop social network marketing strategies by age segment.

MARKETING AND COMMUNICATIONS RECOMMENDATIONS
• The Department would benefit from identifying marketing Return on Investment (ROI) for all marketing initiatives to determine which methods are most effective and discontinue those that aren’t. It is strongly recommended th at the City invest in updating the website to be mobile friendly to increase the reach of marketing efforts.
• An effective marketing plan must build upon and integrate with supporting plans and directly coordinate with organizational priorities. The plan should also provide specific guidance as to how the Department’s identity and brand is to be consistently portrayed across the multiple mediums used for communication.
• Ensure the marketing plan includes the components and strategies identified in this section. • Establish priority segments to target in terms of new program/service development and communication tactics.
• Establish and review regularly performance measures for marketing; performance measures can be tracked through increased use of customer surveys, as well as some web-based metrics. • Leverage relationships with partners to enhance marketing efforts through cross-promotion that include defined measurable outcomes.
• Evaluate and consider redesign of the webpage to enhance visual appeal, better c onnect with users, and align program offerings with the Core Program Areas established in this plan. • Energize the Department’s social media presence by establishing dedicated pages (i.e., not the City’s) across a variety of platforms and maintain a consistent stream of relevant content.

Source(s): Statistica Study ID 40227, social media usage in the united states (003).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 794

PARKS & FACILITIES MASTER PLAN

128

VOLUNTEER AND PARTNERSHIP MANAGEMENT
Today’s realities require most public recreation and parks agencies to seek productive and meaningful partnerships with both community organizations and individuals to deliver quality and seamless services to their residents. These relationships should be mutually beneficial to each party to better meet overall community needs and expand the positive impact of the agency’s mission. Effective partnerships and meaningful volunteerism are key strategy areas for the Department to meet the needs of the community in the years to come.

CURRENT VOLUNTEER MANAGEMENT
The City recognizes the importance of community service that involves residents. The Volunteer Corps. is the City’s formal volu nteer program.

They work with civic organizations, religious organizations, neighborhood organizations, individuals, and businesses. Managed with respect and used strategically, volunteers serve as support for the Department and its services. The City has best practices in place for screening volunteers with an application process and background check.

By implementing systems to track volunteer hours, the Department can demonstrate in budget discussions how it is able to leverage limited resources. Additional best practices for volunteer management can be found in the Appendix.

Currently, the Department participates in the City’s well -established volunteer program. The Department tracks the number of individual volunteers and the number of volunteer hou rs donated on an annual basis.

Volunteer hours have increased (21%) over the three -year period, while the number of volunteers has decreased ( -17%). This means less volunteers donating more hours. The City should monitor this to see if this trend continues. The city has a recognition program for those who volunteer.

Volunteer Corps. Service FY 17/18 FY 18/19 FY 19/20 Percentage Difference
Volunteers 776 765 662 -17%
Volunteer Hours 5,093 5,382 6,470 21%
Recreation Services - Volunteer Corps. Three-Year Production

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 795

129

RECREATION PARTNERSHIPS
The Department currently works with several different types of partners throughout the community.

These partnerships support the Department through sponsorships and implementation of community events and programs. As with tracking of volunteer hours, tracking partnerships helps show leadership how well staff are able to leverage resources. In many instances, partnerships are inequitable to the public agency and do not produce reasonable shared benefits between parties. The consulting team was asked to evaluate a few partnership agreements provided by the Department.

The current agreements that were reviewed as a part of this process are with Family Service Association, City of Chino Hills, the Chino Valley Unified School District, and the Chino Youth Museum.

CHINO VALLEY UNIFIED SCHOOL DISTRICT:

This is actually s ix individual agreements for delivering the services of the City of Chino Community Services Department, more specifically the Human Services Division. These much -needed services continued during the Pandemic in an adapted format to include COVID -19 proto cols. The agreement includes the City of Chino providing;
• TUPE - Tobacco Use Prevention and Education
• McKinney-Vento Case Management/support services for homeless students/families • Nurturing, parenting classes, and case management support • School-based counseling for elementary and high school students • Counseling services for homeless students and unaccompanied youth for the CARE program • Staffing for six (6) grant-funded after school programs CHINO YOUTH MUSEUM:

This agreement is for setting up and operating the Chino Youth Museum. This includes the City working with the Chino Youth Museum, a non-profit organization, to coordinate, plan and supervise all operational activities. This includes utilities, custodial, staffing, HR services, programs, and events .

CITY OF CHINO HILLS:

This agreement is for delivering the services of the Human Services Division to the residents of Chino Hills, California. These much-needed services also continued during the Pandemic in an adapted format to include COVID -19 protoco ls. This includes; TUPE - Tobacco Use Prevention and Education, HOPE Family Resource Center, Teen Counseling, Youth Counseling, McKinney-Vento, and C.A.R.E.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 796

PARKS & FACILITIES MASTER PLAN

130

FAMILY SERVICE ASSOCIATION AGREEMENT:

This agreement is for delivering the services of the Senior Nutrition Program. This includes; Meal service to homebound seniors, meal prep, equipment and human surfaces cleaning, staffing, delivery, maintenance, and reporting on outcomes.

The findings from reviewing the above partnership agreements concluded the following:
• Many best practices are in place with the City’s agreements reviewed. Behind the scenes, staff go above and beyond the terms of the agreement to ensure the outcomes are achieved and the public does not notice a difference in service delivery. • All agreements do state the purpose of the partnership and what is the agreement providing by both parties in a recital which is at the start of each agreement. • The agreement with the City of Chino Hills has the purpose, just not as easily identifiabl e in a recital section.
• The agreements do spell out what is expected of each partner in the terms. • The agreements do not outline the true cost of what the city is providing in cost. These costs should include both direct and indirect costs.
• Operational details vary between agreements. Some details are complete in agreements as to what will be provided and how it will be provided.
• The agreements do outline the timeframe of the terms. • Agreements do outline steps necessary for renewal and termination. • The point of contact for both parties is outlined but no detail like phone numbers or email addresses are included.
• The agreements address attorney’s fees, in the event of any breach of contract, but does not outline the steps to mitigate a breach or for conflict resolution to avoid legal action. These should be outlined as to who from each party will discuss and negotiate a resolution and board/commission/committee action, if necessary.
• Staff are tracking information from the delivery of service for reporting and analyzing the outcomes. Staff have regular communication with partners and continued discussions towards improvement. However, the agreements do not outline any key performanc e indicators regarding the partnership or how to measure success.
• Agreements, where applicable, do address the need to revisit payment terms if circumstances warrant it.
• Where applicable, the agreements include indemnification language for one or both pa rties. • The agreements do not outline the roles and responsibilities of boards/commissions/committees.

Consideration should be given to define these and could include areas such as; communication to and about partnering organizations, conflict resolution, participation in delivery of service and an orientation. This is especially beneficial in long -term agreements or yearly renewal agreements where there is great potential for an agreement to become long-term.

The City’s agreements with public and non -profit organizations are all encompassing. Additional best practices for public/private partnerships, including identifying potential new sponsorships, can be found in the appendix.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 797

131

VOLUNTEER AND PARTNERSHIP RECOMMENDATIONS
The planning team recommends the following regarding volunteers and partnerships:
• Establish formal volunteer and partnership policies and agreements. • Further develop and celebrate volunteerism within the community. A recognition program could include partners and volunteer accomplishments, annually. • Continue to monitor and update the established partnership agreements and MOUs. • Review each existing partnership agreement to ensure that the relationship produces measurable results, is equitable and fair. Spell out the behind -the-scenes data tracking and performance measures.
• Consider additional best practice terms in partnership agreements, where needed. o Define the governing bodies and the role of members in the partnership. An active Board/Commission/Committee is proven to contribute t o accomplishing the outcomes defined. This includes promoting the partnership benefits and results through interactions in the community. Conducting Board Orientation and developing active boards is proven to increase the outcomes. Board members are app ropriate to help promote the partnership benefits and outcomes through their networks and volunteering for events and fundraisers.
o Define the process and representatives to resolve issues (conflict resolution), if the need arises.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 798

PARKS & FACILITIES MASTER PLAN

132

ANCILLARY SERVICES
It i s important to know that recreation services are more than just programs and events – the Department’s responsibility also includes Ancillary Services. These services are necessary support to a primary activity (i.e., Core Programs) or operation. For example, the batting cages are a support service to the primary service of athletics and facility rentals support facility use. These services add value and help increase revenues and sustainability, when appropriately planned and managed.

Ancillary services are used by the Department to fill gaps in service, maximize capacity, and increase revenues. The following facilities help to support park, facility, and program use:
• Ayala Park - Stadium
• Ayala Park - Fields 1-15
• Batting Cages
• Carolyn Owens Community Center -Multi-Purpose
Rooms 1 & 2, Physical Activity Room
• Chaffey Downtown
• Chaffey College Chino Community Center -Room
208
• Chino University Hall-Rooms 201, 203, 204, 207
• Community Building –Auditorium, Double Room,
Conference Room, Second Floor, Kitchen
• Founders Park-Fields 1 & 2
• Heritage Park-Fields 1-3
• Liberty Park-Multi-Purpose Room
• Monte Vista Park-Multi-Purpose Room
• Mountain View Park-Fields 1 & 2
• Neighborhood Activity Center -Multi-Purpose
Room 1 & 2, Gym
• Preserve Community Cente r - Youth Activity
Room, Physical Activity Room
• Senior Center – Auditorium, MPR II, Kitchen
• Skate Park
• Villa Park - Field 1
In order to assess their impact and effectiveness, the consultant team evaluated program participation and facility utilization related to ancillary services that are currently managed by the Department. This assessment was based on actual figures provided by the Department for the two most recent years data was available (FY18/19 and FY19/20), which reveals participation levels base d on user contacts and facility usage via rentals. Data was analyzed to determine recent trends in program usage and facility rentals for these services that supplement the Department’s Core Program Areas. Furthermore, due to the COVID -19 pandemic, data was also evaluated with and without the months from March -June to account for the months in FY19/20 that were impacted by closures to provide a more objective, “apples- to-apples” comparison.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 799

133

PARTICIPATION DATA
The tables below reveal participation data based on total contacts for human services programming and recreational facilities. As mentioned previously, the data sets were evaluated for growth/decline rates over the last year of data, with and without figures included in the months impacted by the pandemic.

HUMAN SERVICES CONTACTS
The table below describes the total number of contacts for Human Services programs and the percentage change from FY18/19 to FY19/20. For the entire data set without removing months impacted by COVID- 19, the most recent year shows more than 57,000 contacts associated with Human Services, which represents a 7% decrease from the previous year. However, once the months of March-June are removed, contacts for Human Services actually experienced a small increase of 3%, which was led by increases to SWAG, TYKES, and TUPE programs. Interestingly, the HOPE Family Resource Center was the only program that experienced stronger growth when data impacted by the pandemic was included, which makes sense because of the need for additio nal family resources during the COVID -19 crisis. It should also be noted that SWAG was a new program in FY18/19 and PALS was introduced in FY19/20.

FACILITY CONTACTS
Assessing participation for key recreational facilities in Chino shows more than 160,000 total contacts in FY19/20, which is down by 25% from the total in FY18/19. Again, this trend is reversed once months impacted by the pandemic are removed and there is a small, 2% increase in contacts. In fact, every single facility experienc ed a decline for the entire fiscal year, while three facilities actually report participation growth when assessing the data without being impacted by COVID-19.

Total Contacts
FY18/19
Total Contacts
FY19/20 % Change
Total Contacts
July/18-
Feb/19*
Total Contacts
July/19-
Feb/20*
% Change
Social Work Action Group (SWAG) 348 1,320 279% 47 712 1415% TYKES 2,865 3,283 15% 2,038 2,361 16% Tobacco Use Prevention Education (TUPE) 34,962 27,912 -20% 24,454 25,301 3% Counseling Programs 14,938 12,372 -17% 9,916 9,151 -8% HOPE Family Resource Center 8,574 10,994 28% (CARE) 6,199 5,462 -12% Positive Action for Life Success (PALS) n/a 1,339 n/a n/a 1,134 n/a Total 61,687 57,220 -7% 42,654 44,121 3% *Select data was also compared for the months July-February to remove the impact of the COVID-19 pandemic during FY19/20.

Excluding months impacted by COVID-19Including months impacted by COVID-19 Human Services Contacts
Note: Social Work Action Group (SWAG) was a new program in FY18/19 and Positive Action for Life Success (PALS) was introduced in FY19/20.

Total Contacts
FY18/19
Total Contacts
FY19/20 % Change
Total Contacts
July/18-
Feb/19*
Total Contacts
July/19-
Feb/20*
% Change
Neighborhood Activity Center (NAC) 4,843 4,568 -6% 2,642 4,118 56% Batting Cages (units sold) 35,722 26,438 -26% 19,691 24,816 26% Pavilion Rentals 22,817 13,659 -40% 12,087 13,054 8% Preserve Community Center (PCC) 2,762 1,765 -36% 1,771 1,765 0% Senior Center 90,818 78,070 -14% 59,704 59,388 -1% Chino Boxing Club 10,194 7,037 -31% 6,802 6,659 -2% Chino Youth Museum 23,371 14,944 -36% 15,012 14,461 -4% Monte Vista Park 5,079 3,873 -24% 4,126 3,181 -23% Chino Experience Teen Center 17,631 10,443 -41% 12,565 9,649 -23% Old School House Museum 684 274 -60% 386 268 -31% Total 213,921 161,071 -25% 134,786 137,359 2% *Select data was also compared for the months July-February to remove the impact of the COVID-19 pandemic during FY19/20.

Including months impacted by COVID-19 Excluding months impacted by COVID-19 Facility Contacts

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 800

PARKS & FACILITIES MASTER PLAN

134

FACILITY USAGE
This section assesses facility usage based on rental hours for athle tic fields and other key recreational facilities managed by the Department. Again, the data was evaluated for growth/decline rates over the last year of data, both with and without figures for the months impacted by the pandemic.

ATHLETIC FIELD RENTAL HOU RS
As seen below, there were more than 16,000 hours of athletic field rentals completed in FY19/20, which represents a decrease of one-third from total rental hours in FY18/19. The rate of decline is significantly lower once months impacted by the pandemi c were removed, as total rental hours only decreased by 3%. Excluding the pandemic months shows small growth in rental hours for both Villa Park and Mountain View Park athletic fields. Founders Park is an anomaly, as it is the only site in the study that experienced very strong growth (up 70%) in rental hours including pandemic months, while reporting a 19% decrease in rental hours when COVID-19 months were excluded.

FACILITY RENTAL HOURS
The table below shows the total rental hours and one-year growth /decline for major recreational facilities managed by the Department. This is a promising category, as the most recent year (FY19/20) had more than 9,000 rental hours, which represents a 15% increase over the previous year. The increase in total rental hours was largely driven by the significant, triple -digit growth of the NAC and Carolyn Owens facilities. When analyzing data on rental hours excluding months impacted by the pandemic, every facility assessed experienced growth over the most recent year, which is again led by substantial increases in rentals for the NAC and Carolyn Owens. Excluding COVID -19 months, the total rental hours for all facilities was up 61% overall.

Total Rental
Hours
FY18/19
Total Rental
Hours
FY19/20
% Change
Total Rental
Hours July/18-
Feb/19*
Total Rental
Hours July/19-
Feb/20*
% Change
Villa Park 1,630 1,173 -28% 1,021 1,073 5% Mountain View Park 1,072 553 -48% 464 471 2% Ayala Park 19,582 13,557 -31% 12,138 12,073 -1% Founders Park 148 252 70% 148 120 -19% Heritage Park 2,186 849 -61% 831 464 -44% Total 24,617 16,384 -33% 14,602 14,201 -3% *Select data was also compared for the months July-February to remove the impact of the COVID-19 pandemic during FY19/20.

Including months impacted by COVID-19 Excluding months impacted by COVID-19 Athletic Field Rental Hours
Total Rental
Hours
FY18/19
Total Rental
Hours
FY19/20
% Change
Total Rental
Hours July/18-
Feb/19*
Total Rental
Hours July/19-
Feb/20*
% Change
Neighborhood Activity Center (NAC) 939 2,056 119% 588 1,996 240% Carolyn Owens 508 1,075 112% 326 1,016 212% Preserve Community Center (PCC) 745 586 -21% 340 510 50% Senior Center 1,234 1,067 -14% 696 999 43% Chaffey College 293 191 -35% 125 172 38% University Hall 1,516 1,761 16% 1,000 1,267 27% Community Building 2,616 2,290 -12% 1,938 2,115 9% Total 7,851 9,026 15% 5,012 8,074 61% *Select data was also compared for the months July-February to remove the impact of the COVID-19 pandemic during FY19/20.

Including months impacted by COVID-19 Excluding months impacted by COVID-19 Facility Rental Hours

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 801

135

PROGRAM ASSESSMENT OBSERVATIONS
Below are some overall observations that stood out while analyzing the program data provided by staff:

A total of 13 Core Program Areas were established for the Department, as well as a variety of ancillary services outside of traditional recreation programs . Overall, the program descriptions effectively communicate the key benefits and goals of each Core Program Area. The Department is focused on data collection and analysis to help make appropriate decisions regarding programs and services. The Department currently offers a great variety of offerings that meet a wide range of needs and interests and serve broad segments of the community.

Age segment distribution is well balanced across the Core Program Areas, with offerings skewed slightly towards youth. This needs to be ann ually monitored to ensure program distribution aligns with community demographics. Based on the current demographics, the Department’s target audience has a strong family presence and a much younger than average population, but the City is expected to undergo a gradual aging trend over the next 15 years.

The Classification of Programs analysis reveals that the majority (61%) of the current programming mix consists of value-added services. These are the most sustainable offerings because they are supported by user fees; however, these programs primarily benefit the individual user. In addition to recreation, the Department offers many Ancillary Services at little to no cost for users, which supplements the fact that only 27% of recreation programs are Esse ntial services. The Department should continue to assess its program classifications and ensure it aligns with the needs of the community, and it should strive to fill gaps in Essential services wherever they may exist in the City.

The Program Lifecycle distribution demonstrates optimal levels of programs that are in the early lifecycle stages, but the current mix is low on mature programs and a little heavy on programs at the very end of their lifecycle . This is based on 55% of programs belonging to the Introduction, Take-Off, and Growth lifecycle stages, 19% of programs as Mature, and 26% in the Saturation or Decline phase .

The volunteer program allows residents and organizations to easily get involved and give back to the community through various opportunities. The Department has a formal volunteer policy and is currently tracking key performance data, such as total volunteers and hours contributed. To increase visibility of its volunteers, the Department should be more explicit i n promoting volunteer opportunities for its specific programs and services.

The City has established several partnerships to help deliver services to the residents and neighboring communities. The City’s partnerships have best practices incorporated into the agreements. There are additional best practices that may be beneficial to include in agreements. Regular review of partnerships as the system and needs change to ensure terms have relevant outcomes that meet the community needs.

From a marketing and promotions standpoint, the staff utilizes a wide variety of marketing methods when promoting their programs including: printed and online program guides, the Department’s website, apps, direct email and blasts, PSAs and TV ads, newsletters, social media, and QR codes. The Department would benefit from identifying marketing Return on Investment (ROI) for all marketing initiatives to determine which methods are most effective and discontinue those that aren’t. Having a mobile friendly web presence and a dedicated app would help increase the impact of the marketing efforts.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 802

PARKS & FACILITIES MASTER PLAN

136

Currently, customer feedback for the Department is only utilized in the form of pre- and post-program surveys. Moving forward, it is recommended that the Department incorporates additional user feedback methods, such as surveys for potential users or lost customers, statistically valid community surveys, and online crowdsourcing. These can provide new performance metrics related to marketing that can be tracked over time and identify opportunities for creating a better user experience.

Pricing strategies are varied across the different Program Areas. The most frequently used approaches for differential pricing are based on residency, age segments, and customer’s ability to pay . From a business perspective, it is promising that the majority of core programs are priced according to market rates and/or cost recovery goals. These are good practices and must be continued, but there are potential opportunit ies to incorporate pricing strategies for families based on household size, prime versus non-prime time rates, or group discounts.

Financial performance measures such as cost recovery goals are currently being utilized for the majority of Core Program Areas; The Neighborhood Activity Center and Preserve Community Center do not have cost recovery goals. Adult & Family Excursions is the only Core Program that did not meet its cost recovery goal and it has been restructured within the Senior Center services due to decline in participation. Moving forward, staff should track direct and indirect costs in more detail, down to the individual programs to better assess whether the Department is meeting established goals.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 803

137

CHAPTER EIGHT - FUNDING STRATEGIES

INTRODUCTION
Park systems across the US h ave consistently sought to expand their earned income opportunities to complement the financial support provided by the General Fund and user fees. In the current times, with the pandemic further impacting agency offerings, and consequently, revenues agenc ies can no longer rely on the general tax fund as the sole source of financial backing. Increasingly, best practice agencies employ a range of alternative funding sources to support capital and operational needs, while reducing the reliance on general tax support.

A growing number of agencies nationally and in California have developed policies on pricing of services, cost recovery rates and partnership agreements for programs and facilities provided to the community.

They also have developed strong partnerships that are fair and equitable in the delivery of services based on who receives the service, for what purpose, for what benefit and for what costs. In addition, there is growing recognition of the value of parks and recreation offerings, and events as economic drivers to the community.

Outlined below are several options for the City to consider as funding mechanisms. We recognize the changed structure for the Division and provide these sources that can be evaluated by the staff to determine the most viable options for supporting capital and operational needs.

EXTERNAL FUNDING STRATEGIES

CORPORATE SPONSORSHIPS
This revenue-funding source allows corporations to invest in the development or enhancement of new or existing facilities in park systems.

The Community Services Department is offering an avenue to Give to Chino First with an annual sponsorship program. It is a tax-deductible sponsorship program with additional recognition and benefit and something that should be explored for additional growth in the future.

Advertising sales on sports complexes, scoreboards, gym floors, trash cans, playgrounds, in locker rooms, at dog parks, along trails, flower pots, and as part of special events t o help support operational costs have been an acceptable practice in parks and recreation systems for a long time and should be considered to support operational costs.
• Example: Charleston County Parks and Recreation (http://www.ccprc.com/) has well established frameworks for sustained sponsorship opportunities by providing packaged choices of offerings
• City of Santa Barbara
(http://www.santabarbaraca.gov/gov/depts/parksrec/recreation/sponsor_opportunities.asp )

CROWDFUNDING
Fairly new web-based source which aggregates funds from a group of people who are willing to support a specific project, be it progr am related or facility related. Some sites that successfully do that are www.kickstarter.org, www.indiegogo.com and www.mightycause.com,etc.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 804

PARKS & FACILITIES MASTER PLAN

138

PARTNERSHIPS
Partnerships are joint development funding sources or operational funding sources between two separate agencies, such as two government entities, a non-profit and a City department, or a private business and a City agency. Two partners jointly develop revenue producing park and recreation facilities and share risk, operational costs, responsibilities and asset management, based on the strengths and weaknesses of each partner. This could be an opportunity for the City to evaluate in partnership with the other public /private/non-profit partners including schools, healthcare entities, or the YMCA.

Example: A recent example includes the Muskingum
Recreation Center that is being developed in Zanesville, Ohio.

This is a partnership between the Muskingum County
Community Foundation (MCCF), the Muskingum Family Y
(MFY), Genesis HealthCare System, and Ohio University
Zanesville (OUZ) (http://www.muskingumrecreationcenter.org/).

FOUNDATIONS/GIFTS
These dollars are raised from tax-exempt, non-profit organizations established with private donations in promotion of specific causes, activities, or issues. They offer a variety of means to fund capital projects, including cap ital campaigns, gifts catalogs, fundraisers, endowments, sales of items, etc. The Department should explore having a Foundation as a 501 c(3) entity to help raise money for future implementation. The National Association of Park Foundations ( www.NAPF.org) has a number of resources to help agencies set up their foundations and best practices for them.

PRIVATE DONATIONS
Private Donations may also be received in the form of funds, land, facilities, recreation equipment, art or in-kind services. Donations from local and regional businesses as sponsors for events or facilities should be pursued.

FRIENDS GROUPS
These groups are formed to raise money typically for a single focus purpose that could include a park facility or program that will better the community as a whole and their special interest.

IRREVOCABLE REMAINDER TRUSTS
These trusts are set up with individuals who typically have more than a million dollars in wealth. They will leave a portion of their wealth to the city in a trust fund that allows the fund to grow over a period of time and then is available for the city to use a portion of the interest to support specific park and recreation facilities or programs that are designated by the trustee.

VOLUNTEERISM
The revenue source is an indirect revenue source in that persons donate time to assist the Department in providing a product or service on an hourly basis. Volunteer hours are estimated at anywhere from $18 to $24 per hour in cost savings for an agency.

The City has a robust system in place to sharing
the variety of volunteer opportunities and
encourage volunteerism city -wide and for
many of the Dep artment’s offerings including
Special Events, Chino Youth Museum,
Neighborhood Activity Center & Sports etc.

https://www.cityofchino.org/residents/volunteer

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 805

139

Additional Examples: The City of San José Parks, Recreation and Neighborhood Services had leveraged a very unique volunteer relationship by utilizing graduates from The Harvard Business School to identify potential sponsorship value of its inventory and craft a compelling message for potential sponsors – all on a pro -bono basis (http://www.hbsanc.org/cp_home.html?aid=1142). There could be potential opportunities of this sort with any of the educational institutions, including Chaffey College Chino Campus and Cal State, Fullerton in the area.

SPECIAL FUNDRAISERS
Many park and recreation agencies have special fundraisers on an annual basis to help cover specific programs and capital projects. These can be done by the Foundation or a Friends Group as well.

CAPITAL FEES

CAPITAL FEES
Capital fees are added to the cost of revenue producing facilities such as golf courses, pools, recreation centers, hospitality centers , and sports complexes and are discontinued off after the improvement is paid off.

DEDICATION/DEVELOPMENT FEES
These fees are assessed for the development of residential properties with the proceeds to be used for parks and recreation purposes such as open space acquisitions, community park site development, neighborhood park development, regional park acquisition, and development, etc.

IMPACT FEES
These fees are in addition to the established user rate for accessing facilities such as golf courses, recreation centers, and pools to support capital improvements that benefit the user of the facility.

MELLO ROOS DISTRICT
Fees for a specific purpose with an election approving district and fees by 2/3 majority.

USER FEES
All of these fee types are already being undertaken by the Department currently but as mentioned earlier in the report, it is important for the Department to have greater control to set the fees and charges in line with the cost recovery goals and the quality of the experience desired.

RECREATION SERVICE FEES
This is a dedicated user fee, which can be established by a local ordinance or other government procedures for the construction and maint enance of recreation facilities. The fee can apply to all organized activities, which require a reservation, as defined by the local government. Examples of such activities include adult basketball, volleyball, tennis, softball leagues, youth baseball, soc cer, football and softball leagues, and special interest classes. The fee allows participants an opportunity to contribute toward the upkeep of the facilities being used.

FEES/CHARGES
The Division must position fees and charges to be market -driven and derived based on both public and private facilities. The potential outcome of revenue generation is consistent with national trends relating to public park and recreation agencies, which generate an average 35% to 50% of the cost of operations.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 806

PARKS & FACILITIES MASTER PLAN

140

PERMITS (SP ECIAL USE PERMITS)
These special permits allow individuals to use specific park property for financial gain. The city either receives a set amount of money or a percentage of the gross service that is being provided.

RESERVATIONS
This revenue source comes from the right to reserve specific public property for a set amount of time.

The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings, reunions and outings or other types of facilities for special activities.

EQUIPMENT RENTAL
The revenue source is available on the rental of equipment such as tables, chairs, tents, stages, bicycles, roller blades, kayaks, etc. that are used for recreation purposes.

GRANTS

CDBG FUNDING
Funding received in accordance with the Community Development Block Grant (CDBG) Programs national objectives as established by the U.S Department of Housing and Urban Development. Funding may be applied to such programs as Infrastructure Improvements, Public Facility and Park Improvements, Human Service Enhancements, Lead -Based Paint Education and Reduction, Housing Education Assistance, and Economic Development and Anti-poverty strategies.

LAND TRUST
Many systems have developed land trusts to help secure and fund the cost for acquiring lan d that needs to be preserved and protected for greenway purposes. This could be a good source to look to for acquisition of future lands.

PROP 68
In June 2018, voters in California approved Proposition 68 Parks, Environment and Water Bond that authorized $4 billion in general obligation bonds for state and local parks, environmental protection projects, water infrastructure projects, and flood protection projects.

Chino was the recipient of a $2,858,075 state grant awarded to the City in March 2020, as part of the 2018 Parks Bond Act Statewide Park Development and Community Revitalizations program (SPP) Proposition 68 grant to develop a park in the c ity. Chino Rancho Park is being developed using those dollars and will be home to the city’s first inclusive playground for kids of all abilities along with walking trails, pickleball courts, etc.

TAX SUPPORT

PROPERTY TAX
Ad valorem taxes on real property.

LIGHTING AND LANDSCAPE DISTRICTS
Special property owner approved assessment.

HOTEL, MOTEL, AND RESTAURANT TAX
Tax based on gross receipts from charges and meal services, which may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 807

141

SPECIAL IMPROVEMENT DISTRICT/BENEFIT DISTRICT
Taxing districts established to provide funds for certain types of improvements that benefit a specific group of affected properties. Improvements may include landscaping, the erection of fountains, and acquisition of art, and supplemental services for improvement and promotion, including recreation and cultural enhancements.

SALES TAX
This existing revenue source has been very successful in funding the park system in Frisco, TX. This tax is very popular in high traffic, tourism type cities, and with county and state parks.

FOOD AND BEVERAGE TAX
The tax is usually associated with convention and tourism bureaus. However, since parks and re creation agencies manage many of the tourism attractions, they receive a portion of this funding source for operational or capital expenses.

PUBLIC IMPROVEMENT DISTRICT (PID)
New developments can establish a Public Improvement District (PID) when authorized by the City Council and legally set up according to state law. This taxing district provides funds especially for the operation and maintenance of public amenities, such as parks and major boulevards.

FRANCHISES AND LICENSES

CATERING PERMITS AN D SERVICES
This is a license to allow caterers to work in the park system on a permit basis with a set fee or a percentage of food sales returning to the City. Also, many cities have their own catering service and receive a percentage of dollars off the sale of their food.

POURING RIGHTS
Private soft drink companies that execute agreements with the City for exclusive pouring rights within park facilities. A portion of the gross sales goes back to the City. The City of Westfield, IN signed a 10 year, $2 mill ion pouring rights deal at their sports complex with Pepsi. This could be an option to be consider at Ayala Park or other large developments, if any, in the future.

CONCESSION MANAGEMENT
Concession management is from retail sales or rentals of soft goods , hard goods, or consumable items.

The City either contracts for the service or receives a set amount of the gross percentage or the full revenue dollars that incorporates a profit after expenses.

PRIVATE MANAGEMENT
Contract with a private business to prov ide and operate desirable recreational activities financed, constructed and operated by the private sector, with additional compensation paid to the City.

GREENWAY UTILITY
Greenway utilities are used to finance acquisition of greenways and development of t he greenways by selling the development rights underground for the fiber optic types of businesses.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 808

PARKS & FACILITIES MASTER PLAN

142

CORPORATE NAMING RIGHTS
Many cities and counties have turned to selling the naming rights for new buildings or renovation of existing buildings and parks for the development cost associated with the improvement.

In this arrangement, corporations invest in the right to name an event, facility, or product within a park in exchange for an annual fee, typically over a ten-year period. The cost of the naming right is based on the impression points the facility or event will receive from the newspapers, TV, websites, and visitors or users to the park. Naming rights for park and recreation facilities are typically attached to sports complexes, amphitheaters, recre ation centers, aquatic facilities, stadiums, and events. Naming rights are a good use of outside revenue for parks, recreation facilities or special attractions in Chino.

PRIVATE DEVELOPERS
These developers lease space from City-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, marina, restaurants, driving ranges, sports complexes, equestrian facilities, recreation centers and ice arenas.

EASEMENTS
This revenue source is available when the city allows utility companies, businesses or individuals to develop some type of an improvement above ground or below ground on their property for a set period of time and a set dollar amount to be received by the city on an annual basis.

ADVERTISING SALES
This revenue source is for the sale of tasteful and appropriate advertising on park and recreation related items such as in the city’s program guide, on scoreboards, dasher boards and other visible pr oducts or services that are consumable or permanent that exposes the product or service to many people.

INTERLOCAL AGREEMENTS
Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/development of sports fields, regional parks, or other facilities.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 809

143

CHAPTER NINE -VISIONING STRATEGY & ACTION PLAN
The Consulting Team conducted a visioning workshop with the staff to determine the identity of the organization and chart a path moving forward. This process was iterative and included community input, demographics and trends, an analysis of all offerings and the levels of service and equity mapping. Based on that, the staff developed the roadmap to guide the future.

The City’s Core Values, Mission and Vision statements were incorporated into this and staff developed the Department’s Mission and Big Moves to guide to guide the development of a strategic action plan for the Department.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 810

PARKS & FACILITIES MASTER PLAN

144

MISSION & VISION STATEMENTS

CITYWIDE VALUES

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 811

145

STRATEGIC ACTION PLAN
The following were the major recommendations that were developed through the Visioning Process.

BIG MOVES
The following are the B ig Moves that will shape the Plan’s Road map. These are the signature action items, both internal and external focused, that will help the Department stay true to its Core Values and realize its Vision and Mission as they serve the Chino community.

1. Dedicated marketing/branding support (including staff position) to assist with increasing awareness, branding campaign, tracking return on investment (ROI), etc. a. Hiring additional dedicated staff to support the team

2. Focus on long term financial sustainability
a. Add a revenue generating position (E.g., a grant writer) b. Create true Community Services department budget
i. Department currently operates as a fund rather than a standalone budget; revenue generated and cost recovery/general fund support are not clearly visible c. Ensure fees and charges are established by staff based on market rates and cost recovery goals

3. Partner with the City to reenergize the downtown area (E.g., a civic center, more walkways/connection, new special events, a farmers’ market)

5. Upgrade existing facilities/amenities and explore new amenities to enhance the user experience
a. E.g., Upgrade restrooms and shade structures etc. to meet amenity needs b. Projected deficit of 67,000sf of indoor recreation space in the next five years can be met with a large multigenerational, multifunctional Community Center

KEY STRATEG Y AREAS
Key strategies were established across five focus areas and the detailed strat egies and tactics are part of the living Action Plan document maintained and updated by staff on an on-going basis.

1. Parks, Trails, Connectivity

2. Recreation and Social Services

3. Maintenance and Operations

4. Funding and Revenue

5. Branding and Marketing

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 812

PARKS & FACILITIES MASTER PLAN

146

CHAPTER TEN – CONCLUSION
This Plan is meant to be a strategic roadmap that can adapt as times and circumstances change. This is even more timely as the City continues to plan its future in a post Covid-19 world. The growing population numbers will require a higher level of service for indoor and outdoor offerings but how the City delivers the service will evolve, for example, to address greater (maybe temporary) social distancing guidelines and (long term) Covid protocol requirements.

In addition, the f inancial realities of Governments and public agencies nationwide have changed with reduced revenues and the Department will need to have an even greater emphasis on cost recovery to ensure long-term financial sustainability.

Amidst these uncertain times, it is comforting to know that the Department’s staff is a group of experienced professionals dedicated to the community’s well -being and the organizational culture centers on teamwork and forward -looking focus, elements that are critical to the success of a plan’s implementation. The Consulting Team has no doubt that the Department staff in conjunction with the City’s leadership will leave no stone unturned to ensure this plan continues to meet and exceed the parks, recreation, trails, culture and open space needs of the Chino community now and in the years to come.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 813

147

APPENDIX A – CORE VS. CASUAL PARTICIPATION TRENDS

GENERAL SPORTS

# % # % # %
Basketball 23,067 100% 24,225 100% 24,917 100% 8.0% 2.9% Casual (1-12 times) 7,321 32% 9,335 39% 9,669 39% 32.1% 3.6% Core(13+ times) 15,746 68% 14,890 61% 15,248 61% -3.2% 2.4% Golf (9 or 18-Hole Course) 24,700 100% 24,240 100% 24,271 100% -1.7% 0.1% Tennis 17,904 100% 17,841 100% 17,684 100% -1.2% -0.9%
Baseball 13,152 100% 15,877 100% 15,804 100% 20.2% -0.5% Casual (1-12 times) 4,295 33% 6,563 41% 6,655 42% 54.9% 1.4% Core (13+ times) 8,857 67% 9,314 59% 9,149 58% 3.3% -1.8% Soccer (Outdoor) 12,592 100% 11,405 100% 11,913 100% -5.4% 4.5% Casual (1-25 times) 6,622 53% 6,430 56% 6,864 58% 3.7% 6.7% Core (26+ times) 5,971 47% 4,975 44% 5,050 42% -15.4% 1.5% Softball (Slow Pitch) 7,077 100% 7,386 100% 7,071 100% -0.1% -4.3% Casual (1-12 times) 2,825 40% 3,281 44% 3,023 43% 7.0% -7.9% Core(13+ times) 4,252 60% 4,105 56% 4,048 57% -4.8% -1.4% Football (Flag) 5,508 100% 6,572 100% 6,783 100% 23.1% 3.2% Casual (1-12 times) 2,838 52% 3,573 54% 3,794 56% 33.7% 6.2% Core(13+ times) 2,669 48% 2,999 46% 2,989 44% 12.0% -0.3% Core Age 6 to 17 (13+ times) 1,178 52% 1,578 54% 1,590 56% 35.0% 0.8% Volleyball (Court) 6,304 100% 6,317 100% 6,487 100% 2.9% 2.7% Casual (1-12 times) 2,759 44% 2,867 45% 2,962 46% 7.4% 3.3% Core(13+ times) 3,545 56% 3,450 55% 3,525 54% -0.6% 2.2% Badminton 7,176 100% 6,337 100% 6,095 100% -15.1% -3.8% Casual (1-12 times) 5,049 70% 4,555 72% 4,338 71% -14.1% -4.8% Core(13+ times) 2,127 30% 1,782 28% 1,756 29% -17.4% -1.5% Football (Touch) 6,586 100% 5,517 100% 5,171 100% -21.5% -6.3% Casual (1-12 times) 3,727 57% 3,313 60% 3,065 59% -17.8% -7.5% Core(13+ times) 2,859 43% 2,204 40% 2,105 41% -26.4% -4.5% Soccer (Indoor) 4,530 100% 5,233 100% 5,336 100% 17.8% 2.0% Casual (1-12 times) 1,917 42% 2,452 47% 2,581 48% 34.6% 5.3% Core(13+ times) 2,614 58% 2,782 53% 2,755 52% 5.4% -1.0% Football (Tackle) 5,978 100% 5,157 100% 5,107 100% -14.6% -1.0% Casual (1-25 times) 2,588 43% 2,258 44% 2,413 47% -6.8% 6.9% Core(26+ times) 3,390 57% 2,898 56% 2,694 53% -20.5% -7.0% Core Age 6 to 17 (26+ times) 2,590 43% 2,353 44% 2,311 47% -10.8% -1.8% Gymnastics 4,621 100% 4,770 100% 4,699 100% 1.7% -1.5%
Casual (1-49 times) 2,932 63% 3,047 64% 3,004 64% 2.5% -1.4% Core(50+ times) 1,689 37% 1,723 36% 1,695 36% 0.4% -1.6% Volleyball (Sand/Beach) 4,651 100% 4,770 100% 4,400 100% -5.4% -7.8% Casual (1-12 times) 3,174 68% 3,261 68% 2,907 66% -8.4% -10.9% Core(13+ times) 1,477 32% 1,509 32% 1,493 34% 1.1% -1.1% NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increas e
(greater than 25%)
Activity 2014
Moderate Decreas e
(0% to -25%)
Moderate Increas e
(0% to 25%)
5-Year Trend 1-Year Trend
National Core vs Casual Participatory Trends - General Sports 2018 2019
Participation Levels % Change
More Core Participants (56-
74%)Core vs Casual Distribution
Participation Growth/Decline
Mos tly Cas ual
Participants (greater
than 75%)
More Cas ual Participants
(56-74%)
Evenly Divided (45-55% Core
and Cas ual)
Large Decreas e
(les s than -25%)
Mos tly Core Participants
(greater than 75%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 814

PARKS & FACILITIES MASTER PLAN

148

GENERAL SPORTS (CONT’D)

# % # % # %
Track and Field 4,105 100% 4,143 100% 4,139 100% 0.8% -0.1% Casual (1-25 times) 1,797 44% 2,071 50% 2,069 50% 15.1% -0.1% Core(26+ times) 2,308 56% 2,072 50% 2,070 50% -10.3% -0.1% Cheerleading 3,456 100% 3,841 100% 3,752 100% 8.6% -2.3% Casual (1-25 times) 1,841 53% 2,039 53% 1,934 52% 5.1% -5.1% Core(26+ times) 1,615 47% 1,802 47% 1,817 48% 12.5% 0.8% Pickleball 2,462 100% 3,301 100% 3,460 100% 40.5% 4.8%
Casual (1-12 times) 1,459 59% 2,011 61% 2,185 63% 49.8% 8.7% Core(13+ times) 1,003 41% 1,290 39% 1,275 37% 27.1% -1.2% Racquetball 3,594 100% 3,480 100% 3,453 100% -3.9% -0.8% Casual (1-12 times) 2,435 68% 2,407 69% 2,398 69% -1.5% -0.4% Core(13+ times) 1,159 32% 1,073 31% 1,055 31% -9.0% -1.7% Ice Hockey 2,421 100% 2,447 100% 2,357 100% -2.6% -3.7% Casual (1-12 times) 1,129 47% 1,105 45% 1,040 44% -7.9% -5.9% Core(13+ times) 1,292 53% 1,342 55% 1,317 56% 1.9% -1.9% Ultimate Frisbee 4,530 100% 2,710 100% 2,290 100% -49.4% -15.5% Casual (1-12 times) 3,448 76% 1,852 68% 1,491 65% -56.8% -19.5% Core(13+ times) 1,082 24% 858 32% 799 35% -26.2% -6.9%
Softball (Fast Pitch) 2,424 100% 2,303 100% 2,242 100% -7.5% -2.6% Casual (1-25 times) 1,158 48% 1,084 47% 993 44% -14.2% -8.4% Core(26+ times) 1,266 52% 1,219 53% 1,250 56% -1.3% 2.5% Lacrosse 2,011 100% 2,098 100% 2,115 100% 5.2% 0.8%
Casual (1-12 times) 978 49% 1,036 49% 1,021 48% 4.4% -1.4% Core(13+ times) 1,032 51% 1,061 51% 1,094 52% 6.0% 3.1% Wrestling 1,891 100% 1,908 100% 1,944 100% 2.8% 1.9%
Casual (1-25 times) 941 50% 1,160 61% 1,189 61% 26.4% 2.5% Core(26+ times) 950 50% 748 39% 755 39% -20.5% 0.9%
Roller Hockey 1,736 100% 1,734 100% 1,616 100% -6.9% -6.8% Casual (1-12 times) 1,181 68% 1,296 75% 1,179 73% -0.2% -9.0% Core(13+ times) 555 32% 437 25% 436 27% -21.4% -0.2%
Boxing for Competition 1,278 100% 1,310 100% 1,417 100% 10.9% 8.2% Casual (1-12 times) 1,074 84% 1,118 85% 1,204 85% 12.1% 7.7% Core(13+ times) 204 16% 192 15% 212 15% 3.9% 10.4%
Rugby 1,276 100% 1,560 100% 1,392 100% 9.1% -10.8%
Casual (1-7 times) 836 66% 998 64% 835 60% -0.1% -16.3% Core(8+ times) 440 34% 562 36% 557 40% 26.6% -0.9%
Squash 1,596 100% 1,285 100% 1,222 100% -23.4% -4.9%
Casual (1-7 times) 1,209 76% 796 62% 747 61% -38.2% -6.2% Core(8+ times) 388 24% 489 38% 476 39% 22.7% -2.7%
NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increas e
(greater than 25%)
Activity 2014
Moderate Decreas e
(0% to -25%)
Moderate Increas e
(0% to 25%)
5-Year Trend 1-Year Trend
National Core vs Casual Participatory Trends - General Sports 2018 2019
Participation Levels % Change
More Core Participants (56-
74%)Core vs Casual Distribution
Participation Growth/Decline
Mos tly Cas ual
Participants (greater
than 75%)
More Cas ual Participants
(56-74%)
Evenly Divided (45-55% Core
and Cas ual)
Large Decreas e
(les s than -25%)
Mos tly Core Participants
(greater than 75%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 815

149

GENERAL FITNESS

# % # % # %
Fitness Walking 112,583 100% 111,001 100% 111,439 100% -1.0% 0.4% Casual (1-49 times) 35,694 32% 36,139 33% 36,254 33% 1.6% 0.3% Core(50+ times) 76,889 68% 74,862 67% 75,185 67% -2.2% 0.4% Treadmill 50,241 100% 53,737 100% 56,823 100% 13.1% 5.7% Casual (1-49 times) 22,525 45% 25,826 48% 28,473 50% 26.4% 10.2% Core(50+ times) 27,716 55% 27,911 52% 28,349 50% 2.3% 1.6% Free Weights (Dumbbells/Hand Weights) 56,124 100% 51,291 100% 51,450 100% -8.3% 0.3% Casual (1-49 times) 18,195 32% 18,702 36% 19,762 38% 8.6% 5.7% Core(50+ times) 37,929 68% 32,589 64% 31,688 62% -16.5% -2.8% Running/Jogging 51,127 100% 49,459 100% 50,052 100% -2.1% 1.2% Casual (1-49 times) 23,083 45% 24,399 49% 24,972 50% 8.2% 2.3% Core(50+ times) 28,044 55% 25,061 51% 25,081 50% -10.6% 0.1% Stationary Cycling (Recumbent/Upright) 35,693 100% 36,668 100% 37,085 100% 3.9% 1.1% Casual (1-49 times) 18,255 51% 19,282 53% 19,451 52% 6.6% 0.9% Core(50+ times) 17,439 49% 17,387 47% 17,634 48% 1.1% 1.4% Weight/Resistant Machines 35,841 100% 36,372 100% 36,181 100% 0.9% -0.5% Casual (1-49 times) 14,590 41% 14,893 41% 14,668 41% 0.5% -1.5% Core(50+ times) 21,250 59% 21,479 59% 21,513 59% 1.2% 0.2% Elliptical Motion/Cross Trainer 31,826 100% 33,238 100% 33,056 100% 3.9% -0.5% Casual (1-49 times) 15,379 48% 16,889 51% 17,175 52% 11.7% 1.7% Core(50+ times) 16,448 52% 16,349 49% 15,880 48% -3.5% -2.9% Free Weights (Barbells) 25,623 100% 27,834 100% 28,379 100% 10.8% 2.0% Casual (1-49 times) 9,641 38% 11,355 41% 11,806 42% 22.5% 4.0% Core(50+ times) 15,981 62% 16,479 59% 16,573 58% 3.7% 0.6% Yoga 25,262 100% 28,745 100% 30,456 100% 20.6% 6.0%
Casual (1-49 times) 14,802 59% 17,553 61% 18,953 62% 28.0% 8.0% Core(50+ times) 10,460 41% 11,193 39% 11,503 38% 10.0% 2.8% Bodyweight Exercise 22,390 100% 24,183 100% 23,504 100% 5.0% -2.8% Casual (1-49 times) 8,970 40% 9,674 40% 9,492 40% 5.8% -1.9% Core(50+ times) 13,420 60% 14,509 60% 14,012 60% 4.4% -3.4% Dance, Step, Choreographed Exercise 21,455 100% 22,391 100% 23,957 100% 11.7% 7.0% Casual (1-49 times) 13,993 65% 14,503 65% 16,047 67% 14.7% 10.6% Core(50+ times) 7,462 35% 7,888 35% 7,910 33% 6.0% 0.3% Mos tly Cas ual Participants
(greater than 75%)
Moderate Increas e
(0% to 25%)Participation Growth/Decline
Large Decreas e
(les s than -25%)
Core vs Casual Distribution
Evenly Divided (45-55% Core
and Cas ual)
More Cas ual Participants
(56-74%)
More Core Participants (56-
74%)
Mos tly Core Participants
(greater than 75%)
Moderate Decreas e
(0% to -25%)
Large Increas e
(greater than 25%)
National Core vs Casual Participatory Trends - General Fitness % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Activity
Participation Levels
2014 2018 2019 5-Year Trend 1-Year Trend

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 816

PARKS & FACILITIES MASTER PLAN

150

GENERAL FITNESS (CONT’D)

# % # % # %
Aerobics (High Impact/ Intensity Training) 19,746 100% 21,611 100% 22,044 100% 11.6% 2.0% Casual (1-49 times) 10,242 52% 11,828 55% 12,380 56% 20.9% 4.7% Core(50+ times) 9,504 48% 9,783 45% 9,665 44% 1.7% -1.2% Stair Climbing Machine 13,216 100% 15,025 100% 15,359 100% 16.2% 2.2% Casual (1-49 times) 7,679 58% 9,643 64% 10,059 65% 31.0% 4.3% Core(50+ times) 5,537 42% 5,382 36% 5,301 35% -4.3% -1.5% Cross-Training Style Workout 11,265 100% 13,338 100% 13,542 100% 20.2% 1.5% Casual (1-49 times) 5,686 50% 6,594 49% 7,100 52% 24.9% 7.7% Core(50+ times) 5,579 50% 6,744 51% 6,442 48% 15.5% -4.5% Stationary Cycling (Group) 8,449 100% 9,434 100% 9,930 100% 17.5% 5.3% Casual (1-49 times) 5,353 63% 6,097 65% 6,583 66% 23.0% 8.0% Core(50+ times) 3,097 37% 3,337 35% 3,347 34% 8.1% 0.3% Pilates Training 8,504 100% 9,084 100% 9,243 100% 8.7% 1.8% Casual (1-49 times) 5,131 60% 5,845 64% 6,074 66% 18.4% 3.9% Core(50+ times) 3,373 40% 3,238 36% 3,168 34% -6.1% -2.2% Trail Running 7,531 100% 10,010 100% 10,997 100% 46.0% 9.9% Cardio Kickboxing 6,747 100% 6,838 100% 7,026 100% 4.1% 2.7% Casual (1-49 times) 4,558 68% 4,712 69% 4,990 71% 9.5% 5.9% Core(50+ times) 2,189 32% 2,126 31% 2,037 29% -6.9% -4.2% Boot Camp Style Training 6,774 100% 6,695 100% 6,830 100% 0.8% 2.0% Casual (1-49 times) 4,430 65% 4,780 71% 4,951 72% 11.8% 3.6% Core(50+ times) 2,344 35% 1,915 29% 1,880 28% -19.8% -1.8% Martial Arts 5,364 100% 5,821 100% 6,068 100% 13.1% 4.2% Casual (1-12 times) 1,599 30% 1,991 34% 2,178 36% 36.2% 9.4% Core(13+ times) 3,765 70% 3,830 66% 3,890 64% 3.3% 1.6% Boxing for Fitness 5,113 100% 5,166 100% 5,198 100% 1.7% 0.6% Casual (1-12 times) 2,438 48% 2,714 53% 2,738 53% 12.3% 0.9% Core(13+ times) 2,675 52% 2,452 47% 2,460 47% -8.0% 0.3% Tai Chi 3,446 100% 3,761 100% 3,793 100% 10.1% 0.9%
Casual (1-49 times) 2,053 60% 2,360 63% 2,379 63% 15.9% 0.8% Core(50+ times) 1,393 40% 1,400 37% 1,414 37% 1.5% 1.0% Barre 3,200 100% 3,532 100% 3,665 100% 14.5% 3.8%
Casual (1-49 times) 2,562 80% 2,750 78% 2,868 78% 11.9% 4.3% Core(50+ times) 638 20% 782 22% 797 22% 24.9% 1.9%
Triathlon (Traditional/Road) 2,203 100% 2,168 100% 2,001 100% -9.2% -7.7% Triathlon (Non-Traditional/Off Road) 1,411 100% 1,589 100% 1,472 100% 4.3% -7.4% Mos tly Cas ual Participants
(greater than 75%)
Moderate Increas e
(0% to 25%)Participation Growth/Decline
Large Decreas e
(les s than -25%)
Core vs Casual Distribution
Evenly Divided (45-55% Core
and Cas ual)
More Cas ual Participants
(56-74%)
More Core Participants (56-
74%)
Mos tly Core Participants
(greater than 75%)
Moderate Decreas e
(0% to -25%)
Large Increas e
(greater than 25%)
National Core vs Casual Participatory Trends - General Fitness % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Activity
Participation Levels
2014 2018 2019 5-Year Trend 1-Year Trend

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 817

151

OUTDOOR /ADVENTURE RECREATION

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 818

PARKS & FACILITIES MASTER PLAN

152

AQUATICS

WATER SPORTS/ACTIVITIES

# % # % # %
Swimming (Fitness) 25,304 100% 27,575 100% 28,219 100% 11.5% 2.3% Casual (1-49 times) 16,459 65% 18,728 68% 19,480 69% 18.4% 4.0% Core(50+ times) 8,845 35% 8,847 32% 8,739 31% -1.2% -1.2% Aquatic Exercise 9,122 100% 10,518 100% 11,189 100% 22.7% 6.4% Casual (1-49 times) 5,901 65% 7,391 70% 8,006 72% 35.7% 8.3% Core(50+ times) 3,221 35% 3,127 30% 3,183 28% -1.2% 1.8% Swimming (Competition) 2,710 100% 3,045 100% 2,822 100% 4.1% -7.3% Casual (1-49 times) 1,246 46% 1,678 55% 1,529 54% 22.7% -8.9% Core(50+ times) 1,464 54% 1,367 45% 1,293 46% -11.7% -5.4% 5-Year Trend 1-Year Trend2014 2018 2019
Mostly Casual
Participants (greater
than 75%)
National Core vs Casual Participatory Trends - Aquatics NOTE: Participation figures are in 000's for the US population ages 6 and over Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to -25%)
More Core Participants (56-
74%)
Large Increase
(greater than 25%)
Mostly Core Participants
(greater than 75%)
Participation Growth/Decline
Large Decrease
(less than -25%)
Core vs Casual Distribution
Evenly Divided (45-55% Core
and Casual)
More Casual
Participants (56-74%)
Activity
Participation Levels % Change
# % # % # %
Canoeing 10,044 100% 9,129 100% 8,995 100% -10.4% -1.5% Kayaking (Recreational) 8,855 100% 11,017 100% 11,382 100% 28.5% 3.3% Snorkeling 8,752 100% 7,815 100% 7,659 100% -12.5% -2.0% Casual (1-7 times) 6,935 79% 6,321 81% 6,192 81% -10.7% -2.0% Core(8+ times) 1,818 21% 1,493 19% 1,468 19% -19.3% -1.7% Jet Skiing 6,355 100% 5,324 100% 5,108 100% -19.6% -4.1% Casual (1-7 times) 4,545 72% 3,900 73% 3,684 72% -18.9% -5.5% Core(8+ times) 1,810 28% 1,425 27% 1,423 28% -21.4% -0.1% Sailing 3,924 100% 3,754 100% 3,618 100% -7.8% -3.6%
Casual (1-7 times) 2,699 69% 2,596 69% 2,477 68% -8.2% -4.6% Core(8+ times) 1,225 31% 1,159 31% 1,141 32% -6.9% -1.6% Water Skiing 4,007 100% 3,363 100% 3,203 100% -20.1% -4.8% Casual (1-7 times) 2,911 73% 2,499 74% 2,355 74% -19.1% -5.8% Core(8+ times) 1,095 27% 863 26% 847 26% -22.6% -1.9%
Rafting 3,781 100% 3,404 100% 3,438 100% -9.1% 1.0%
Stand-Up Paddling 2,751 100% 3,453 100% 3,562 100% 29.5% 3.2% Kayaking (Sea/Touring) 2,912 100% 2,805 100% 2,652 100% -8.9% -5.5% Scuba Diving 3,145 100% 2,849 100% 2,715 100% -13.7% -4.7% Casual (1-7 times) 2,252 72% 2,133 75% 2,016 74% -10.5% -5.5% Core(8+ times) 893 28% 716 25% 699 26% -21.7% -2.4%
Wakeboarding 3,125 100% 2,796 100% 2,729 100% -12.7% -2.4% Casual (1-7 times) 2,199 70% 1,900 68% 1,839 67% -16.4% -3.2% Core(8+ times) 926 30% 896 32% 890 33% -3.9% -0.7%
Surfing 2,721 100% 2,874 100% 2,964 100% 8.9% 3.1%
Casual (1-7 times) 1,645 60% 1,971 69% 2,001 68% 21.6% 1.5% Core(8+ times) 1,076 40% 904 31% 962 32% -10.6% 6.4%
Kayaking (White Water) 2,351 100% 2,562 100% 2,583 100% 9.9% 0.8% Boardsailing/Windsurfing 1,562 100% 1,556 100% 1,405 100% -10.1% -9.7% Casual (1-7 times) 1,277 82% 1,245 80% 1,112 79% -12.9% -10.7% Core(8+ times) 285 18% 310 20% 292 21% 2.5% -5.8%
2019
National Core vs Casual Participatory Trends - Water Sports / Activities NOTE: Participation figures are in 000's for the US population ages 6 and over Activity
Participation Levels % Change
2014 2018 5-Year Trend 1-Year Trend
Mos tly Cas ual
Participants (greater
than 75%)
Participation Growth/Decline
Large Decreas e
(les s than -25%)
Core vs Casual Distribution
Evenly Divided (45-55% Core
and Cas ual)
More Cas ual
Participants (56-74%)
Large Increas e
(greater than 25%)
Mos tly Core Participants
(greater than 75%)
More Core Participants (56-
74%)
Moderate Increas e
(0% to 25%)
Moderate Decreas e
(0% to -25%)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 819

153

APPENDIX B – COMMUNITY WORKSHOP DETAIL

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 820

PARKS & FACILITIES MASTER PLAN

154

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 821

155

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 822

PARKS & FACILITIES MASTER PLAN

156

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 823

157

APPENDIX C – ONLINE COMMUNITY SURVEY

HAVE YOU OR ANY MEMBER OF YOUR HOUSEHOLD VISITED ANY CITY OF CHINO PARKS AND/OR FACILITIES DURING THE PAST 12 MONTHS?
Of the respondents, 96% have visited parks and/or facilities. Only 4% of the respondents answered no, they have not visited a park and/or facility.

96%
4%

VISITED CITY OF CHINO PARKS
Yes No

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 824

PARKS & FACILITIES MASTER PLAN

158

HOW OFTEN HAVE YOU VISITED CITY OF CHINO PARKS AND/OR FACILITIES DURING THE PAST 12 MONTHS?
The survey indicated that 64% of the respondents have visited a park at least once a week. Of the remaining responses, 27% visit 1-3 times a month and 7% less than once a month. There was 1% that did not know how often they visit the parks and/or facilities.

11%
38%
15%
27%
7%
1%
More than 5
times a week
2-4 times a
week
Once a week 1-3 times a
month
Less than once
a month
Don’t know
0%
5%
10%
15%
20%
25%
30%
35%
40%
VISITS IN THE PAST 12 MONTHS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 825

159

OVERALL, HOW WOULD YOU RATE THE PHYSICAL CONDITION OF ALL THE CITY OF CHINO PARKS AND FACILITIES YOU HAVE VISITED?
Participants that visited a park/facility in the past 12 months were asked to rate the condition of the parks/facilities they used. In combining ratings of Excellent and Good, respondents indicated 77% are satisfied with the parks/facilities conditions.

There were 23% of the respondents that selected fair or poor for parks and facilities physical condition.

17%
60%
22%
1%

CITY OF CHINO PARKS & FACILITIES CONDITION
Excellent
Good
Fair
Poor

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 826

PARKS & FACILITIES MASTER PLAN

160

IF YOUR HOUSEHOLD HAS NOT VISITED ANY CITY OF CHINO PARKS AND/OR FACILITIES DURING THE PAST 12 MONTHS, PLEASE CHECK ALL OF THE FOLLOWING REASONS YOU HAVE NOT VISITED.

This question is a follow up to question number one. Only four percent of the respondents (6 households) answered that they have not visited any of the City parks and/or facilities in the past 12 months. The top three reasons that are preventing use of the City parks/facilities include lack of features we want to use (33%), other (17%)” and lack of trust in government (17%). This question only had 6 respondents. Other response typed in was allergies.

0%
0%
0%
0%
0%
0%
0%
17%
17%
17%
17%
17%
33%
0% 5% 10% 15% 20% 25% 30% 35%
Parks/facilities are not well maintained
Lack of parking to access parks/facilities
Lack of handicap accessibility
Not aware of parks’ or facilities’ locations
Lack of transportation
Lack of restrooms
Language/cultural barriers
Use parks/facilities in other cities
Too far from your home
Do not feel safe using parks/facilities
Lack of trust in government
Other
Lack of features we want to use

REASONS FOR NOT VISITING PARKS & FACILITIES

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 827

161

FROM THE FOLLOWING LIST, PLEASE CHECK ALL OF THE ORGANIZATIONS THAT YOU OR

MEMBERS OF YOUR HOUSEHOLD HAVE USED FOR RECREATION AND SPORTS ACTIVITIES DURING THE LAST 12 MONTHS.

The chart below reveals other organizations used by respondents. Public schools (49%), Neighboring cities (43%), and private and non-profit youth sports (38%) were the top three organizations used.

Other “Key” Themes:
• Community Theater
• Library
• County/State Parks

8%
13%
14%
15%
19%
28%
32%
32%
38%
43%
49%
0% 10% 20% 30% 40% 50% 60%
Private summer camps
Private schools
YMCA programs
Other
Private clubs (tennis, health, swim, fitness)
Private workout facilities
City of Chino Community Services Department
Places of worship (e.g. synagogues, churches)
Private and non-profit youth sports
Neighboring cities
Public schools

OTHER RECREATION & SPORT ORGANIZATIONS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 828

PARKS & FACILITIES MASTER PLAN

162

FROM THE FOLLOWING LIST, PLEASE CHECK ALL THE WAYS YOU LEARN ABOUT CITY OF CHINO COMMUNITY SERVICES DEPARTMENT PROGRAMS AND SERVICES.

The chart below reveals Social Media (72%) as the most used way to learn about community services. City recreation guide/Chino Connection (58%) and City website (56%) were the next most popular ways residents are learning about Community Services programs and services.

1%
5%
6%
6%
12%
16%
18%
18%
18%
22%
35%
46%
56%
58%
72%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Other
City Council meetings
Phone app
E-newsletter
Conversations with Community Services staff
Flyers
Emails
Materials at parks or recreation facilities
Promotions at special events
Banners
Newspaper
Word of mouth
City website
City recreation guide/Chino Connection
Social Media

PLATFORMS USED TO LEARN ABOUT CITY OF CHINO

COMMUNITY SERVICES DEPARTMENT

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 829

163

WHICH THREE METHODS OF COMMUNICATION WOULD YOU MOST PREFER THE CITY USE TO COMMUNICATE WITH YOU ABOUT COMMUNITY SERVICES PROGRAMS AND SERVICES? In addition to selecting the ways residents are currently learning about Community Services, respondents were asked to select their top three preferred ways to learn. The most popular choices, when combining all three, were Banners (100%), Social Media (99%), and City website (99%). However, the number one first choice selected was Social Media (61%) followed by emails (40%).

10%
6%
9%
11%
20%
16%
14%
40%
30%
36%
25%
61%
9%
25%
22%
19%
19%
26%
26%
39%
37%
36%
27%
35%
38%
36%
18%
59%
22%
33%
50%
46%
53%
31%
39%
43%
29%
30%
23%
38%
20%
32%
25%
44%
62%
75%
80%
89%
90%
92%
93%
95%
96%
97%
99%
99%
100%
0% 20% 40% 60% 80% 100% 120%
Other
City Council meetings
Conversations with Community Services staff
Promotions at special events
Materials at parks or recreation facilities
Word of mouth
Newspaper
E-newsletter
Flyers
Emails
Phone app
City recreation guide/Chino Connection
City website
Social Media
Banners

MOST PREFERRED COMMUNICATION
First Choice 2nd Choice 3rd Choice

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 830

PARKS & FACILITIES MASTER PLAN

164

HAS YOUR HOUSEHOLD PARTICIPATED IN ANY PROGRAMS OFFERED BY THE CITY OF CHINO COMMUNITY SERVICES DEPARTMENT DURING THE PAST 12 MONTHS? The survey indicated that 53% of the respondents have participated in programs in the past 12 months.

53%
47%
PROGRAM PARTICIPATION IN PAST 12 MONTHS
Yes No

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 831

165

HOW MANY PROGRAMS OFFERED BY THE CITY OF CHINO COMMUNITY SERVICES DEPARTMENT HAVE YOU OR MEMBERS OF YOUR HOUSEHOLD PARTICIPATED IN DURING THE PAST 12 MONTHS?
Respondents participate with the highest response in 2 to 3 programs a year (63%), followed by one a year (25%). Only, 11% participate in programs more than 4 times a year.

25%
63%
7% 4%
One 2 - 3 4 - 6 7 or more
0%
10%
20%
30%
40%
50%
60%
70%
NUMBER OF PROGRAM PARTICIPATED IN PAST 12
MONTHS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 832

PARKS & FACILITIES MASTER PLAN

166

HOW WOULD YOU RATE THE OVERALL QUALITY OF THE CITY OF CHINO COMMUNITY SERVICES DEPARTMENT PROGRAMS IN WHICH YOUR HOUSEHOLD HAS PARTICIPATED? Respondents believe the City’s Community Services programs are excellent or good (88%). Of the remaining responses (12%) believe the program quality is fair, while (0%) believe the programs are poor.

35%
53%
12%
0%

PROGRAM QUALITY OVERALL RATING
Excellent
Good
Fair
Poor

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 833

167

IF YOUR HOUSEHOLD HAS NOT PARTICIPATED IN ANY CITY OF CHINO COMMUNITY SERVICES DEPARTMENT PROGRAMS DURING THE PAST 12 MONTHS, PLEASE CHECK ALL OF THE FOLLOWING REASONS WHY YOU MAY HAVE NOT PARTICIPATED.

This question was answered by 124 participants. The largest reason for not participating in programs was I don’t know what is offered (53%). The next reasons include too busy/not interested (27%) and Program times are not convenient (18%).

Some of the “Other” responses included:
• Did not enjoy programs
• Schedule already full
• Listed program do not appeal to me
• Pandemic
• Programs do not allow people with intellectual disabilities • Need weekend class options

1%
1%
2%
3%
3%
3%
4%
4%
6%
6%
9%
10%
11%
12%
18%
27%
53%
0% 10% 20% 30% 40% 50% 60%
Lack of right program equipment
Language/cultural barriers
Lack of transportation
Classes are full
Registration is difficult
Poor customer service by staff
Lack of quality instructors
Lack of quality programs
Too far from your home
Old and outdated facilities
Fees are too high
Other
Program not offered
Use programs of other agencies
Program times are not convenient
Too busy/Not interested
I don't know what is offered

REASONS FOR NOT PARTICIPATING IN

PROGRAMS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 834

PARKS & FACILITIES MASTER PLAN

168

PLEASE INDICATE YOUR LEVEL OF AGREEMENT WITH THE FOLLOWING STATEMENTS

CONCERNING SOME POTENTIAL BENEFITS OF THE CITY OF CHINO'S PARKS, FACILITIES, AND RECREATION PROGRAMS OR SERVICES.

Respondents indicated, in combination with strongly agree and agree, that parks facilities and recreation programs or services make Chino a more desirable place to live (91%). In addition, responses also believe the departments provides positive social interactions for me (my households/family) (84%) and preserves open space and protects the environment (83%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 835

169

PLEASE INDICATE IF YOU OR ANY MEMBER OF YOUR HOUSEHOLD HAS A NEED FOR EACH OF

THE PARKS AND RECREATION FACILITIES/AMENITIES IN THE CITY OF CHINO LISTED BELOW BY SELECTING EITHER "YES" OR "NO."IF "YES", PLEASE RATE HOW WELL YOUR NEED FOR THAT AMENITY IS BEING MET.

Respondents’ top three needs include large community parks (91%), multi-use paved trails (83%), and shaded picnic areas and shelters (82%). Small neighborhood parks and playgrounds round out the top five.

4%
20%
24%
27%
30%
36%
38%
39%
41%
42%
43%
44%
46%
48%
50%
51%
54%
55%
55%
63%
64%
64%
69%
73%
73%
75%
81%
82%
83%
91%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Cricket pitch
Outdoor handball courts
BMX park/bike pump track
Golf course
Skateboarding parks
Outdoor racket sports (tennis, pickleball)
Indoor swimming pool
Mountain bike trail
Other
Community gardens
Indoor basketball/volleyball courts (indoor gyms)
Off-leash dog park
Outdoor swimming pool
Lighted rectangular sports fields (football, rugby,…
Outdoor courts (volleyball and basketball)
Environmental/Nature education center
Performing arts theater
Open space conservation areas
Lighted diamond sports fields (baseball, softball)
Outdoor exercise/fitness area
Community center (multi-use space for events,…
Splash Pads
Shaded play areas
Multi-use unpaved trails (hiking, biking, walking)
Accessible parks/walking trails
Playgrounds
Small neighborhood parks
Shaded picnic areas and shelters
Multi-use paved trails (hiking, biking, walking)
Large community parks

FACILITIES/AMENITIES NEEDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 836

PARKS & FACILITIES MASTER PLAN

170

WHICH FOUR FACILITIES/AMENITIES FROM THE LIST ARE MOST IMPORTANT TO YOUR HOUSEHOLD?
In combination of choices 1 -4 and total percentage of respondents’ selection, accessible parks/walking trails (32%) is the most important facilities/amenities selected by the respondents. Multi-use paved trails (27%), playgrounds (23%), and performing arts theater and multi -use unpaved trails (22%) make up th e top five selected.

0%
2%
2%
3%
3%
3%
4%
5%
6%
6%
6%
8%
8%
9%
10%
11%
11%
12%
13%
14%
14%
14%
15%
19%
21%
22%
22%
23%
27%
32%
0% 5% 10% 15% 20% 25% 30% 35%
Cricket pitch
Outdoor courts (volleyball and basketball)
Outdoor handball courts
BMX park/bike pump track
Outdoor racket sports (tennis, pickleball)
Skateboarding parks
Other
Indoor basketball/volleyball courts (indoor gyms)
Lighted rectangular sports fields (football, rugby,…
Golf course
Mountain bike trail
Open space conservation areas
Environmental/Nature education center
Community gardens
Shaded picnic areas and shelters
Outdoor exercise/fitness area
Outdoor swimming pool
Community center (multi-use space for events,…
Indoor swimming pool
Small neighborhood parks
Large community parks
Shaded play areas
Lighted diamond sports fields (baseball, softball)
Off-leash dog park
Splash Pads
Multi-use unpaved trails (hiking, biking, walking)
Performing arts theater
Playgrounds
Multi-use paved trails (hiking, biking, walking)
Accessible parks/walking trails
MOST IMPORTANT FACILITIES/AMENITIES by SELECTION %

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 837

171

PLEASE INDICATE IF YOU OR ANY MEMBER OF YOUR HOUSEHOLD HAS A NEED FOR EACH OF

THE COMMUNITY SERVICES DEPARTMENT PROGRAMS IN THE CITY OF CHINO LISTED BELOW BY SELECTING EITHER "YES" OR "NO."IF "YES", PLEASE RATE HOW WELL YOUR NEED FOR THAT AMENITY IS BEING MET.

The graph below describes program needs selected by the respondents. Community special events (75%), exercises classes (60%), adult fitness and wellness programs (58%), with swim lessons and you th performing arts programs (52%) were selected as the top five most program needs by the respondents.

17%
17%
19%
20%
23%
23%
25%
28%
28%
29%
30%
31%
32%
34%
34%
36%
38%
38%
39%
39%
39%
42%
43%
43%
44%
45%
50%
52%
52%
58%
60%
75%
0% 10% 20% 30% 40% 50% 60% 70% 80%
EGaming/ESports
Tennis lessons and leagues
Recreation/competitive swim team
Programs for people with special needs
Programs for at risk youth/crime prevention
Robotics
Leadership/professional development
Other
Senior programs
Gymnastics/tumbling programs
Counseling
Youth fitness and wellness classes
Trips and tours
Teen/Tween programs
Adult sports leagues
Water fitness programs/lap swimming
Youth visual arts/crafts programs
Preschool programs/early childhood education
Adult visual arts/crafts programs
Cultural enrichment programs
STEM (science, technology, engineering, and…
Youth summer programs and camps
Youth sports programs and camps
Outdoor environmental/nature camps and programs
Adult performing arts programs (dance/music)
After school programs for youth of all ages
Hiking programs (e.g. Hike the Valley)
Youth performing arts programs (dance/music)
Swim lessons
Adult fitness and wellness programs
Exercise classes
Community special events

PROGRAM NEEDS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 838

PARKS & FACILITIES MASTER PLAN

172

WHICH FOUR OF THE PROGRAMS FROM THE LIST ARE MOST IMPORTANT TO YOUR HOUSEHOLD?
When evaluating the question through total respondents selected, the top four most important programs that were selected overall are youth preforming arts programs (27%), community special events (27%), adult fitness and wellness (21%), and swim lessons (19%).

1%
2%
3%
4%
5%
5%
5%
6%
6%
6%
7%
7%
7%
8%
8%
9%
9%
11%
11%
11%
12%
13%
13%
14%
16%
16%
17%
18%
19%
21%
27%
27%
0% 5% 10% 15% 20% 25% 30%
Adult visual arts/crafts programs
Leadership/professional development
Tennis lessons and leagues
EGaming/ESports
Gymnastics/tumbling programs
Programs for at risk youth/crime prevention
Robotics
Youth visual arts/crafts programs
Programs for people with special needs
Other
Youth fitness and wellness classes
Counseling
Recreation/competitive swim team
Trips and tours
Teen/Tween programs
Water fitness programs/lap swimming
Cultural enrichment programs
Senior programs
Exercise classes
Youth summer programs and camps
Outdoor environmental/nature camps and…
Adult sports leagues
After school programs for youth of all ages
Youth sports programs and camps
Adult performing arts programs (dance/music)
Preschool programs/early childhood education
STEM Classes
Hiking programs (e.g. Hike the Valley)
Swim lessons
Adult fitness and wellness programs
Community special events
Youth performing arts programs (dance/music)
MOST IMPORTANT PROGRAM by SELECTION %

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 839

173

THE CITY OF CHINO IS IN THE PROCESS OF EVALUATING ITS SPECIAL EVENTS. WITH THAT IN

MIND, PLEASE CHECK THE THREE SINGLE OR MULTI -DAY EVENT CONCEPTS THAT YOU AND MEMBERS OF YOUR HOUSEHOLD WOULD BE MOST INTERESTED IN.

The graph below describes respondents support for most interested events. Respondent’s top three of most interest are food events (73%), Holiday celebrations (59%), and entertainment (58%) . Additionally, 0% of the respondents selected “None.”

0%
5%
7%
12%
13%
17%
18%
32%
58%
59%
73%
0% 10% 20% 30% 40% 50% 60% 70% 80%
None - I don't think the City should offer special events Employment/job fairs
Safety/crime prevention fairs
Sports tournaments (basketball, football, dodgeball,
pickleball, soccer)
Environmental event (Earth Day, sustainability,
recycling)
Health and wellness events
Competitions (triathlon, bike, 5K/10K runs,
adventure/obstacle courses)
Cultural celebrations (ethnic music, traditions,
performances)
Entertainment (music, movies, performers)
Holiday celebrations – Memorial, Veterans, 4th of July
Food events (farmer's market, food tastings,
beer/wine)

MOST INTERESTED EVENTS

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 840

PARKS & FACILITIES MASTER PLAN

174

SHOULD THE CITY OFFER A MULTI -DAY (2 -3 DAY) SPECIAL EVENT? Collecting additional information on event structure, 80% of the respondents support multi -day special events.

80%
20%

MULTI-DAY SPECIAL EVENT SUPPORT
Yes No

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 841

175

THE CITY OF CHINO IS EXPLORING THE IMPORTANCE OF A MULTI -USE COMMUNITY CENTER.

BELOW ARE SOME FEATURES THAT COULD BE INCLUDED IN THAT FACILITY. PLEASE INDICATE HOW OFTEN YOUR HOUSEHOLD WOULD USE EACH OF THESE FEATURES.

Respondents support these top four amenities several times/per week or a few times/month, aerobics/fitness/gymnastics space (60%), indoor running/walking track (57%), indoor all-inclusive playgrounds (53%), and weight room/cardiovascular equipment area (49%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 842

PARKS & FACILITIES MASTER PLAN

176

WHICH FOUR OF THE FEATURES LISTED WOULD YOUR HOUSEHOLD BE MOST LIKELY TO USE IF THEY WERE INCLUDED IN THE MULTI -USE COMMUNITY CENTER? When evaluating the question through total respondents selected, the top four features most likely used were selected indoor all-inclusive playgrounds (40%), indoor lap lanes for swim lessons, exercise swimming, competitive swimming or therapeutic purposes (38%), aerobics/fitness/gymnastics space (38%), and indoor running/walking track (36%).

5%
6%
6%
13%
14%
14%
17%
17%
18%
19%
22%
25%
27%
36%
38%
38%
40%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Other
Youth counseling services
Indoor turf fields
Indoor court sports (handball, racquetball)
Multi-purpose space for classes/meetings/parties
Pre-school space
Banquet/special event space
Multi-purpose courts for basketball, pickleball,…
Childcare
Technology/innovation center (creative/maker…
Arts and crafts rooms
Weight room/cardiovascular equipment area
Indoor stage/theater performances/cultural arts
Indoor running/walking track
Aerobics/fitness/gymnastics space
Indoor lap lanes for swim lessons, exercise…
Indoor all-inclusive playground

COMMUNITY CENTER FEATURES MOST LIKELY USED

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 843

177

WHICH ONE OF THE FOLLOWING STATEMENTS BEST REPRESENTS HOW YOU FEEL THE COST FOR OPERATING A NEW MULTIUSE COMMUNITY CENTER SHOULD BE PAID? The respondents have the most support for community operations in 75% should be covered through taxes and 25% from user fees (29%). The second most supported was 50% should be covered through taxes and 50% from user fees. Respondents that “Didn’t know,” was about (17%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 844

PARKS & FACILITIES MASTER PLAN

178

GIVEN THE R ECENT COVID -19/CORONAVIRUS CRISIS, HOW HAS YOU AND YOUR HOUSEHOLD’S PERCEPTION OF THE VALUE OF PARKS, TRAILS, OPEN SPACES AND RECREATION CHANGED? The respondents believe that COVID-19 increased the value of parks, trails, open space and reactions, when combining increased and somewhat increased (70%).

45%
25%
26%
1%
3%
COVID-19 EFFECT PERCEPTION ON VALUE OF PARKS,

TRAILS, OPEN SPACES & RECREATION
Increased
Somewhat Increased
No Change
Somewhat decreased
Decreased

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 845

179

BASED ON YOUR PERCEPTION OF VALUE, HOW WOULD YOU WANT THE CITY TO FUND FUTURE PARKS, RECREATION, TRAILS AND OPEN SPACE NEEDS?
Increasing funding had (56%) support by the respondents followed by maintaining existing funding at (32%).

56%32%
1% 11%

FUNDING PARKS, RECREATION, TRAILS & OPEN
SPACES
Increase funding
Maintain existing
funding levels
Reduce funding
Not sure

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 846

PARKS & FACILITIES MASTER PLAN

180

THE FOLLOWING IS A LIST OF ACTIONS THE CITY OF CHINO COULD TAKE TO IMPROVE PARKS, FACILITIES, AND RECREATION SERVICES. PLEASE INDICATE YOUR LEVEL OF SUPPORT FOR EACH POTENTIAL ACTION.

Combining very supportive and somewhat supportive, developing new walking trails (90%), improve existing parks (90%) and improve existing trails systems (88%) had the most support for improvements by respondents.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 847

181

WHICH FOUR ACTIONS FROM THE LIST WOULD YOU BE MOST WILLING TO FUND? When evaluating the question through total respondents selected, the top four most willing to fund actions include develop new walking trails (39%), develop a new multi-use community center (33%), improve existing playgrounds (29%), and improve existing parks (28%).

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 848

PARKS & FACILITIES MASTER PLAN

182

DEMOGRAPHICS

YOUR GENDER

INCLUDING YOURSELF, HOW MANY PEOPLE IN YOUR HOUSEHOLD ARE...

21%
79%
0%

RESPONDENTS GENDER
Male Female Non-binary

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 849

183

WHAT IS YOUR AGE?

HOW MANY YEARS HAVE YOU LIVED IN CHINO?

31%
55%
15%
0%

RESPONDENT'S AGE
18-34 35-54 55-74 75+
3% 2%
12% 15% 17%
51%
Less than 1
year
1 to 2 years 3 to 5 years 6 to 10 years 10 - 15 years 16+ years 0%
10%
20%
30%
40%
50%
60%

YEARS LIVED IN CITY OF CHINO

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 850

PARKS & FACILITIES MASTER PLAN

184

ARE YOU OR OTHER MEMBERS OF YOUR HOUSEHOLD OF HISPANIC, LATINO, OR SPANISH ANCESTRY?

WHICH OF FOLLOWING BEST DESCRIBES YOUR RACE/ETHNICITY?

53%
47%

HISPANIC, LATINO, OR SPANISH ANCESTRY
Yes No

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 851

185

APPENDI X D – VOLUNTEER AND PARTNERSHIP BEST PRACTICES

BEST PRACTICES IN VOLUNTEER MANAGEMENT
Some best practices the Department should be aware of with regards to a volunteer policy include:
• Involve volunteers in cross -training to expose them to various organizational functions and increase their skill. This can also increase their utility, allowing for mo re flexibility in making work assignments, and can increase their appreciation and understanding of the Department. • Ensure a Volunteer Coordinator (a designated program staff member with volunteer management responsibility) and associated staff stay fully informed about the strategic direction of the Department overall, including strategic initiatives for all divisions. Periodically identify, evaluate, or revise specific tactics the volunteer services program should undertake to support the larger organizational mission.
• A key part of maintaining the desirability of volunteerism in the Department is developing a good reward and recognition system. The consultant team recommends using tactics similar to those found in frequent flier programs, wherein volunt eers can use their volunteer hours to obtain early registration for programs, or discounted pricing for certain programs, rentals or events, or any other Department function. Identify and summarize volunteer recognition policies in a Volunteer Policy document.
• Regularly update volunteer position descriptions. Include an overview of the volunteer position lifecycle in the Volunteer Manual, including the procedure for creating a new position. • Add end -of-lifecycle process steps to the Volunteer Manual to ens ure that there is formal documentation of resignation or termination of volunteers. Also include ways to monitor and track reasons for resignation/termination and perform exit interviews with outgoing volunteers when able.

In addition to number of volunt eers and volunteer hours, categorization and tracking volunteerism by type and extent of work is important:
• Regular Volunteers: Those volunteers whose work is considered to be continuous, provided their work performance is satisfactory and there is a continuing need for their services. • Special Event Volunteers: Volunteers who help out with a particular event with no expectation that they will return after the event is complete.
• Episodic Volunteers: Volunteers who help out with a particular project type on a recurring or irregular basis with no expectation that they will return for other duties. • Volunteer Interns: Volunteers who have committed to work for the agency to fulfill a specific higher-level educational learning requirement.
• Community Service Volunteers: Volunteers who are volunteering over a specified period of time to fulfill a community service requirement.

The Department should continue to encourage employees to volunteer themselves in the community.

Exposure of staff to the community in different roles (including those not related to parks and recreation) will raise awareness of the Department and its volunteer program. It also helps staff understand the role and expectations of a volunteer if they can experience it for themselves.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 852

PARKS & FACILITIES MASTER PLAN

186

BEST PRACTICES IN PARTNERSHIP MANAGEMENT
The following recommended policies will promote fairness and equity within the existing and future partnerships, while helping staff to manage against potential internal and external conflicts. Certain partnership principles must be adopted by the Department for existing and future partnerships to work effectively. These partnership principles are as follows:
• All partnerships require a working agreement with measurable outcomes and will be evaluated on a regular basis. This should include reports to the agency on the performance and outcomes of the partnership including an annual review to determine renewal potential. • All partnerships should track costs associated with the partnership investment to demonstrate the shared level of equity.
• All partnerships should maintain a culture that focuses on collaborative planning on a regular basis, regular communications, and annual reporting on performance and outcomes to determine renewal potential and opportunities to strengthen the partnership.

Additional partnerships can be pursued and developed with other public entities such as neighboring towns/cities, co lleges, state or federal agencies, nonprofit organizations, as well as with private businesses and organizations. There are recommended standard policies and practices that will apply to any partnership, and those that are unique to relationships with private, for-profit entities.

POLICY BEST PRACTICE FOR ALL PARTNERSHIPS
All partnerships developed and maintained by the Department should adhere to common policy requirements. These include:
• Each partner will meet with or report to the Department staff on a regular basis to plan and share activity-based costs and equity invested.
• Partners will establish measurable outcomes and work through key issues to focus on for the coming year to meet the desired outcomes.
• Each partner will focus on meeting a balance of equity agreed to and track investment costs accordingly.
• Measurable outcomes will be reviewed quarterly and shared with each partner with adjustments made as needed.
• A working partnership agreement will be developed and monitored together on a quarterly or as- needed basis.
• Each partner will assign a liaison to serve each partnership agency for communication and planning purposes.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 853

187

BEST PRACTICES FOR PUBLIC/PRIVATE PARTNERSHIPS
The recommended policies and practices for public/private partnershi ps that may include businesses, private groups, private associations, or individuals who desire to make a profit from use of the Department’s facilities or programs are detailed below. These can also apply to partnerships where a private party wishes to d evelop a facility on park property, to provide a service on publicly -owned property, or who has a contract with the agency to provide a task or service on the agency’s behalf at public facilities. These unique partnership principles are as follows:
• Upon entering into an agreement with a private business, group, association or individual, the Department staff and political leadership must recognize that they must allow the private entity to meet their financial objectives within reasonable parameters that protect the mission, goals, and integrity of the Department.
• As an outcome of the partnership, the Department must receive a designated fee that may include a percentage of gross revenue dollars less sales tax on a regular basis as outlined in the contract agreement.
• The working agreement of the partnership must establish a set of measurable outcomes to be achieved, as well as the tracking method of how those outcomes will be monitored by the agency.

The outcomes will include standards of quality, financial reports, customer satisfaction, payments to the agency, and overall coordination with the Department for the services rendered. • Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year or multiple years.
• If applicable, the private contractor will provide a working management plan annually they will follow to ensure the outcomes desired by the Department. The management plan can and will be negotiated, if necessary. Monitoring of the m anagement plan will be the responsibility of both partners. The agency must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved and the terms of the partnership agreement are adhered to. • The private contract or cannot lobby agency advisory or governing boards for renewal of a contract. Any such action will be cause for termination. All negotiations must be with the Department Director or designee.
• The agency has the right to advertise for private contracted partnership services or negotiate on an individual basis with a bid process based on the professional level of the service to be provided.
• If conflicts arise between both partners, the highest -ranking officers from both sides will try to resolve the issue before going to each partner’s legal counsels. If none can be achieved, the partnership shall be dissolved.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 854

PARKS & FACILITIES MASTER PLAN

188

PARTNERSHIP OPPORTUNITIES
The following recommendations are both an overview of existing partnership opportunities available to the Department, as well as a suggested approach to organizing partnership pursuits. This is not an exhaustive list of all potential partnerships that can be developed, but this list can be used as a reference tool for the agency to develop its own priorities in partnership development. The following five areas of focus are recommended:

1. Operational Partners: Other entities and organizations that can support the efforts of the Department to maintain facilities and assets, promote amenities and park usage, support site needs, provide programs and events, and/or maintain the integrity of natural/cultural resources through in-kind labor, equipment, or materials.

2. Vendor Partners: Service providers and/or contractors that can gain brand association and notoriety as a preferred ven dor or supporter of the Department in exchange for reduced rates, services, or some other agreed upon benefit.

3. Service Partners: Nonprofit organizations and/or friends’ groups that support the efforts of the agency to provide programs and events, and/or se rve specific constituents in the community collaboratively.

4. Co-Branding Partners: Private for -profit organizations that can gain brand association and notoriety as a supporter of the Department in exchange for sponsorship or co-branded programs, events, marketing and promotional campaigns, and/or advertising opportunities.

5. Resource Development Partners: A private, nonprofit organization with the primary purpose to leverage private sector resources, grants, other public funding opportunities, and resources from individuals and groups within the community to support the goals and objectives of the agency on mutually agreed strategic initiatives.

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 855

189

APPENDIX E – FACILITIES ASSESSMENT

AYALA PARK OPERATIONS CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 856

PARKS & FACILITIES MASTER PLAN

190

CAROLYN OWENS COMMUNITY CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 857

191

CHINO SENIOR CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 858

PARKS & FACILITIES MASTER PLAN

192

COMMUNITY BUILDING

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 859

193

LIBERTY PARK – RECREATION CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 860

PARKS & FACILITIES MASTER PLAN

194

MONTE VISTA PARK REC REATION CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 861

195

NEIGHBORHOOD ACTIVITY CENTER

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 862

PARKS & FACILITIES MASTER PLAN

196

OLD SCHOOLHOUSE MUSEUM

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 863

197

SEVENTH STREET COMMUNITY THEATER ADDITION

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 864

PARKS & FACILITIES MASTER PLAN

198

YOUTH MUSEUM

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 865

199

APPENDIX F – PARKS ASSESSMENT
7TH STREE T PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 866

PARKS & FACILITIES MASTER PLAN

200

AGUILAR SQUARE

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 867

201

AYALA PARK – OVERALL PLAN

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 868

PARKS & FACILITIES MASTER PLAN

202

AYALA PARK – EXHIBIT B

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 869

203

AYALA PARK – EXHIBIT C

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 870

PARKS & FACILITIES MASTER PLAN

204

AYALA PARK – EXHIBIT D

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 871

205

AYALA PARK – EXHIBIT E

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 872

PARKS & FACILITIES MASTER PLAN

206

AYALA PARK – EXHIBIT F

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 873

207

AYALA PARK – EXHIBIT G

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 874

PARKS & FACILITIES MASTER PLAN

208

AYALA PARK – EXHIBIT H

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 875

209

AYALA PARK – EXHIBIT I

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 876

PARKS & FACILITIES MASTER PLAN

210

AYALA PARK – EXHIBIT J

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 877

211

AYALA PARK – EXHIBIT K

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 878

PARKS & FACILITIES MASTER PLAN

212

AYALA PARK – EXHIBIT L

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 879

213

AYALA PARK – EXHIBIT M

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 880

PARKS & FACILITIES MASTER PLAN

214

AYALA PARK – EXHIBIT N

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 881

215

CAROLYN OWENS CENTENNIAL SQUARE

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 882

PARKS & FACILITIES MASTER PLAN

216

CENTRAL PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 883

217

CHINO COMMUNITY BUILDING PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 884

PARKS & FACILITIES MASTER PLAN

218

CHINO COMMUNITY GARDEN (NEW)

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 885

219

CHINO COMMUNITY GARDEN

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 886

PARKS & FACILITIES MASTER PLAN

220

CONSTELLATION PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 887

221

CYPRESS TRAILS PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 888

PARKS & FACILITIES MASTER PLAN

222

FOREST PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 889

223

FOUNDERS PARK – OVERALL PLAN

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 890

PARKS & FACILITIES MASTER PLAN

224

FOUNDERS PARK – EXHIBIT 12B

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 891

225

FOUNDERS PARK – EXHIBIT 12C

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 892

PARKS & FACILITIES MASTER PLAN

226

GARDEN PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 893

227

HERITAGE PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 894

PARKS & FACILITIES MASTER PLAN

228

LIBERTY PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 895

229

MCLEOD PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 896

PARKS & FACILITIES MASTER PLAN

230

MERIDIAN PARK SOUTH

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 897

231

MERIDIAN PARK WEST

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 898

PARKS & FACILITIES MASTER PLAN

232

MERIDIAN PARK NORTH – OVERALL PLAN

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 899

233

MERIDIAN PARK NORTH – EXHIBIT B

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 900

PARKS & FACILITIES MASTER PLAN

234

MERIDIAN PARK NORTH – EXHIBIT A

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 901

235

MONTE VISTA PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 902

PARKS & FACILITIES MASTER PLAN

236

MOUNTAIN VIEW PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 903

237

NATURE RETREAT PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 904

PARKS & FACILITIES MASTER PLAN

238

OLYMPIC PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 905

239

RIVERSIDE PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 906

PARKS & FACILITIES MASTER PLAN

240

SEBRING PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 907

241

SHADY GROVE PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 908

PARKS & FACILITIES MASTER PLAN

242

WALNUT PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 909

243

VILLA PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 910

PARKS & FACILITIES MASTER PLAN

244

CLASSICS PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 911

245

ENERGY PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 912

PARKS & FACILITIES MASTER PLAN

246

EVERGREEN PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 913

247

GALLERY PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 914

PARKS & FACILITIES MASTER PLAN

248

GOLDEN TREE PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 915

249

HARVEST PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 916

PARKS & FACILITIES MASTER PLAN

250

HIDDEN HALLOW PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 917

251

INSPIRATION PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 918

PARKS & FACILITIES MASTER PLAN

252

LOTUS PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 919

253

MULBERRY PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 920

PARKS & FACILITIES MASTER PLAN

254

SECRET GARDEN PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 921

255

SYMPHONY PARK

12.22.a
Adoption of the Parks and Facilities Master Plan 2021-2026 Packet Pg. 922

Revenue: Expenditure:

Transfer In: Transfer Out:

M E M O R A N D U M

CITY OF CHINO

HUMAN RESOURCES DEPARTMENT

COUNCIL MEETING DATE: JULY 5, 2022

TO: ANTHONY ARROYO, INTERIM CITY MANAGER

FROM: FRED GALANTE, CITY ATTORNEY

SUBJECT: CITY MANAGER EMPLOYMENT AGREEMENT.

RECOMMENDATION
Adopt Resolution No. 2022-048, amending portions of the City's classification and salary schedule, and approve a City Manager Employment Agreement with Dr. Linda Reich.

FISCAL IMPACT
The adoption of the City Manager Employment Agreement will result in an annual salary cost of $279,911. No funds will be appropriated as this cost was included in the 2022-23 fiscal year budget.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES:

The recommendation detailed above further the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
• Positive City Image
• Superior Customer Service
• Financial Stability
• Responsible Long-Range Planning
• Exemplary Leadership
• Public Service Excellence through Internal and External Partnerships • Effective Technology

12.23 NEW BUSINESS
Packet Pg. 923
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: CITY MANAGER EMPLOYMENT AGREEMENT
PAGE 2

BACKGROUND
Former City Manager Matt Ballantyne left the City's employment on April 14, 2022. Prior to Mr.

Ballantyne’s departur e, on March 10th, the City Council appointed Anthony Arroyo as the Interim City Manager to serve until a new City Manager is appointed.

A recruitment for a full -time City Manager was conducted beginning in April 2022 with the assistance of a recruiter and the ad-hoc committee consisting of Mayor Ulloa and Mayor Pro Tem Lucio.

Initial interviews were held in May 2022 with final interviews on June 7th.

ISSUES/ANALYSIS
As a result of a successful interview, Dr. Linda Reich was offered the position of City Mana ger.

Dr. Reich is currently the City's Community Services Director and has close to 20 years’ experience with the City.

An agreement has been negotiated and was presented to the City Council in closed session during a special closed session meeting on Jun e 14th. Presented for the City Council’s consideration and approval is the agreement. Key terms of the agreement are as follows:

Term: The agreement remains in effect for 5 years, which can be extended by mutual agreement of the City Manager and the Council.

Salary: Starting base salary at $279,911. An annual salary review occurs in connection with the Council’s performance review of the City Manager.

Cost of Living Adjustments: The City Manager will receive the same cost of living adjustments to the b ase salary as provided to all Executive Management Employees of the City, beginning in the 2023 calendar year.

Severance Pay: Should the City Council terminate the agreement after the first year, without cause, the City Manager will receive a severance pa yment equal to 6 months of her then-applicable base salary.

Annual Evaluation: The agreement provides for the City Council to evaluate the performance of the City Manager annually in June of the first year of the term of this Agreement (i.e. June 2023) an d thereafter in July of each year beginning in July 2024.

In addition, the City Manager is to submit for the City Council’s consideration, by November of the year prior to the evaluation, the proposed annual performance goals and objectives for the upcoming year and incorporate the City Council’s suggestions.

Benefits: The City Manager receives the same benefits as provided to the prior City Manager, including an automobile allowance, 401(a) annual contribution, retirement health savings contribution, and vacation, sick, management and floating holiday leave at the same rates as provided to the City’s Executive Management Employees, as further described in Section 6.0 of the Agreement.

Work Schedule. The City Manager is to work those hours as necessary to fulfill the obligations of the position, and may periodically engage in teaching services outside of regular City business hours.

Further details of the terms and conditions of City Manger’s proposed employment with the City

12.23 NEW BUSINESS
Packet Pg. 924
COUNCIL MEETING DATE: JULY 5, 2022
SUBJECT: CITY MANAGER EMPLOYMENT AGREEMENT
PAGE 3

are outlined in the attached agreement.

Attachment: Resolution No. 2022-048
City Manager Employment Agreement

12.23 NEW BUSINESS
Packet Pg. 925
RESOLUTION NO. 2022-048

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHINO,
CALIFORNIA, AMENDING CERTAIN PORTIONS OF RESOLUTION NO. 2022-046 OF THE CITY’S CLASSIFICATION AND SALARY SCHEDULE

WHEREAS, the City Council o f the City of C hino has the autho rity to create and maintain position classifications; and

WHEREAS, the City Council of the C ity of Chino has the authority to adopt the Employment Agreement between the City of Chino and Dr. Linda Reich; and

WHEREAS, greater flexibility is desired to mee t changing conditions and better serve general organizational needs; and

WHEREAS, the need to remove the position of Interim City Manager has been identified; and

WHEREAS, the need to establish the salary range for the position of City Manager has been identified.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chino does hereby adopt the Employment Agreement between the City of Chino and Dr. Linda Reich and the following position and salary schedule changes are established for the pay period beginning August 8, 2022:

Remove:
• One (1) Full-time Interim City Manager, Executive Management

Non-Sworn Management Classification (monthly salary amounts) Base
City Manager $23,326

APPROVED AND ADOPTED THIS 5th day of July, 2022.

________________________________
EUNICE M. ULLOA, MAYOR

ATTEST:

_____________________________

ANGELA ROBLES, CITY CLERK

CITY OF CHINO

12.23.a
Approval of City Manager Employment Agreement
Packet Pg. 926
RESOLUTION NO. 2022-048
PAGE 2

State of California )
County of San Bernardino ) §
City of Chino )

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ANGELA ROBLES, CITY CLERK

12.23.a
Approval of City Manager Employment Agreement
Packet Pg. 927

01225.0004/797198.8

CITY OF CHINO

AT-WILL CITY MANAGER

EMPLOYMENT AGREEMENT
This AT-WILL CITY MANAGER EMPLOYMENT AGREEMENT ( “Agreement”) is entered into and made effective the 8th day of August, by and between the CITY OF CHINO, a general law city and muni cipal co rporation ( “City”) and DR. LINDA REICH , an individual (“Employee”).

R E C I T A L S
WHEREAS, it is the desire of the City Council of the City of Chino (hereinafter the "City Council") to employ an individual to serve in the position of City Manager, which position is prescribed by state law and the City’s Municipal Code; and WHEREAS, California Government Code Section 34852 provides that an ordinance establishing a city manager form of governm ent shall define the powers and duties of the city manager; and
WHEREAS, the powers and duties of the city manager of the City are set forth at Chino Municipal Code (“CMC”) Section 2.08.070; and
WHEREAS, based on Employee’s executive and administrative qualifications and ability, the City Council desires to employ Employee to serve as the city manager for the City; and
WHEREAS, Employee desires to perform and assume r esponsibility for the provi sion of city manager services to the City; and
WHEREAS, the parties wish to establish the term s and condi tions of Employee’s provision of city manager professional services to the City through this Agreement.

NOW, THEREFORE, in consideration of the mutual covenants contained herein, the City and Employee hereby agree as follows:

A G R E E M E N T

1.0 EMPLOYMENT & DUTIES

1.1 Duties. City hereby employs Employee as city manager for the City to perform the functions and duties of the city manager, as specified in t he job description attached hereto as Exhibit “A,” the City’s Municipal Code, and in the Government Code of the State of California, and to perform such other legally permissible and proper duties and functi ons as the City Council shall, from time -to-time, direct or assign. Employee shall devote her best efforts and full-time attention to performance of these duties.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 928

01225.0004/797198.8
2 1.2 Work Schedule. It is recognized that Employee is expected to engage in the hours of work that are necessary to fulfill the obligations of the position , must be available at all times, and must devote a great dea l of time outside the normal office hours to the business of the City. Employee acknowledges that proper performance of the duties of city manager will require Employee to generally observe normal business hours, as set by the City and may be duly revised from time-to-time (currently 7:30 a.m. to 5:30 p.m., Monday through Friday), and will also o ften require the performance of necessary services outside of normal business hours.

Notwithstanding the foregoing, the City will permit Employee such reasonable “time off” as is customary for exempt empl oyees of the City, so long as the time off does not interfere with normal business. Employee’s compensation (whether salary or benefits or other allowances) is not based on hours worked, and Employee shall not b e entit led to any compensation for overtime.

1.3 Other Act ivities. Employee shall focus her professional time, ability, and attention to City business during the term of this Agreement. Employee shall not engage, without the express prior written consent of the City Council, in any other business d uties or pursuits whatsoever, or directly or indirectly render any services of a business, c ommercial, or professional nature to any other person or organization, whether for compensation or otherwise, that is or may be competitive with the City, that migh t cause a conflict-of-interest with the City, or that otherwise might interfere with the bus iness or operation of the City or the satisfactory performance of the functions and duties of city manager . Notwithstanding the foregoing, Employee may periodically engage in teaching services, so long as the following requirements are met: (1) the services shall not be performed with City resources and shall not interfere with Employee’s functions and duties as City Manager ; (2) the teaching services shall not be performed during City working hours and shall not cause Employee to miss time from work; (3) the teaching services shall not otherwise conflict with the interests of the City or violate any conflict of interest laws or regulations.

1.4 Employment Status. Upon appointment to t he city m anager position, Employee shall serve at the will and pleasure of the City Council and understands that she shall be an “at -will” employ ee without recourse to bumping or other demotion rights and shall be subject to summary dismissal without any right of notice or hearing except as expressly provided in this Agreement, including any so -called due pro cess pre -disciplinary “ Skelly” hearing. The City may terminate Employee at any time in accordance with Section 3.4 below.

1.5 City D ocuments. All data, st udies, re ports and other documents prepared by Employee while performing her duties during the term of th is Agreement shall be furnished to and become the property of the City, without restriction or limitation on their u se.

All ide as, memoranda, specific ations, p lans, procedures, drawings, descriptions, computer program data, input record data, written info rmation, and other materials either created by or provided to Employee in connection with the performance of this Ag reement shal l be held confidential by Employee to the extent permitted by applicable law, except as may be required by any governmental agency or court of competent jurisdiction. Such materials shall not be used by Employee, without the prior written cons ent of the City Council, for any pu rposes other than the performance of her duties. Additionally, no such materials may be disclosed to an y person or entity not connected with the performance of services under this Agreement, except as

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 929

01225.0004/797198.8
3 required by (a) law, (b) any governmental agency, (c) subpoena, or (d) an order issued by a court of competent jurisdiction.

1.6 Exclusion from Personnel System . Employee understands, acknowledges and agrees that she is exempt from the C ity’s personnel system and personnel rules pursuant to Chino Municipal Code §2.24.070(B).

1.7 FLSA Exempt Status. Employee agrees that her position is that of an exempt employee for the purposes of the Fair Labor Standards Act.

1.8 Council Commitments . Employee will be responsible to the City Council and will take official di rection o nly when t he Council is duly constituted . (Chino Municipal Code §2.08.010.) The City Council and its members will deal with the administrative services of the City only through Employee, except for the purpose of inquiring into the results of the operation al activit ies. Any inquiring into the a dministration, policy or procedures of a department will be done through Employee; neither the City Council nor any members thereof shall give orders to any subordinates of Employee. (Chino Municipal Code §2.08.090.) No member of the City Council will order the appointment or removal of any person to any office or employment under the supervision and control of the position of city manager.

2.0 COMPENSATION AND REIMBURSEMENT

2.1 Compensation. For the servic es re ndered pur suant to th is Agreem ent, Employee’s initial base annual compensation shall be Two Hundred Seventy Nine Thousand Nine Hundred Eleven Dollars ($279,911.00) annually (“Salary”), which shall be paid on a pro - rated basis at the same time as ot her employees o f the City are paid. Such Salary s hall b e adjusted for payroll taxes, workers’ compensation, and other payroll -related liability costs as determined by the City.

2.2 Annual Salary Review . The City Council and Employ ee agree to conduct an annual salary review concurrently with the annual performance evaluation set forth in Section 5.2. F ollowing the annual performance review, the City Council may increase the Employee’s salary. Any action to approve an increase must be appr oved by a majority vote of the Council at a public meeting. The City Council and/or the Employee reserve the right to defer or refuse any or all part of any base salary adjustment if either party determines that the fiscal state of the City warrants such action.

2.3 Cost of Living Adjustment. City ag rees to prov ide a cost of l iving adjustment (“COLA”) in Employee’s base salary in a percentage equal to and effective at the same time as COLAs provided to all Executive Management Employees of the City , beginning in the 2023 calendar year.

3.0 TERM

3.1 Commencement & Effect ive Dat e. Employee shall commence her services hereunder at 12:01 a.m. Pacific daylight savings time on August 8, 2022 or such earlier date upon which the City Council and Employee may mutually agree, in either event such date will also be deemed the effective date of this Agreement (“Effective Date”).

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 930

01225.0004/797198.8
4 3.2 Term. This Agreement sha ll r emain in eff ect from the Effective Date specified at Section 3.1 for a duration of five (5) years, until August 7, 2027.

3.3 Termination by Employee. Employee may terminate this Agreement at any time, provided Employee provides the City Council with at least ninety (90) days’ advance written notice prior to the effe ctive date of termination, unless a s horter period is acceptable to the City Council. In the event Employee terminates this Agreement, Employee expressly agrees that she shall not be entitled to any severance pay.

3.4 Termination by City. The City Council may terminate this Agreement at any time with or without cause, by providing written notice of the reasons(s). The City Council’s right to terminate Employee pursuant to this Section 3.4 shall not be subject to or in any way limited by the City’s Personnel Rules or past City practices related to the employment, discipline or termination of the City’s employees. Nothing herein, however, shall be construed to create a property interest, where one does not exist by rule of law, in the position of city manager. Upon appointment to the city manager position, Employee remains an at-will employee serving at the pleasure of the City Council.
(a) Termination by City for Cause. The City Council may terminate this Agreement for cause at any time by providing Employee with f ive (5 ) business days’ written notice of the termination for cause and the facts and grounds const ituting such cause. In such event, Cit y shall, if desired by Employee, afford Employee a p ublic name -clearing h earing before Council. Request for a name cl earing he aring shall be made to the City Clerk within seven (7) days of Employee’s receipt of notice of termination. For purposes of this Agreement, the term “cause” shall be defined to include any misconduct materially related to performance of official duties, including but not be limited to any of the following: 1) Breach of this Agreement, 2) Willful or persistent mate rial breach of du ties, 3) Résumé fraud or other acts of materi al dishonesty, 4) Unauthorized absence or leave, 5) Conviction of a mis demeanor involving moral turpitude (i.e., offenses contrary to justice, honesty, or morality) or conviction of a felony und er California law , 6) Corrupt or willful misconduct in office , 7) Violation of the City’s anti- harassment policies and/or a finding that legally prohibited personal acts of harassment against a City official or employee or legally prohibited personal acts of d iscrimination against a City official or employee has occurred, 7) Violation of the City’s Municipal Code, Ordinances, Rules, and Regulations, including but not limited to the City’s Personnel Rules, 8) Use or possession of illegal drugs, 9) Engaging i n conduct tending to bring embarrassment or disrepute to the C ity, 10) Any illegal or unethical act involving personal gain, 11) A patter n of repeated, willful and intentional failure to carry out materially significant and legally constitut ed direction or policy decisions of the City Council, 12) Gross misfeasance o r gross malfeasance, 13) “abuse of office or position” as defined in Government Code §53243.4 (i.e., waste, fraud, and violation of the law under color of authority and crimes against public justice, including crimes involving bribery and corruption), or 1 4) any s imilar cause. For any of the foregoing, the City may, in its discretion, place Employee on paid or unpaid a dministrative leave until resolution. If the City terminates for cause this Agreement and the services of Employee hereunder, then the City shall have no obligation to pay severance.
(b) Termination by City Council Without Cause. The City Council may terminate Employee at any time without cause but rather based upon ma nagement rea sons,

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 931

01225.0004/797198.8
5 including but not limited to: (i) change of administration, or (ii) incompatibility of management styles. In the event Employee is terminated without cause, Employee expressly agrees tha t she shall not be enti tled to any severance pa y as the result of the termination o f th is Agreement except as provided in Section 4.1 below.

3.5 Waiver of Ce rtain Disc ipline and Terminati on Rights. Employee expressly waives any rights afforded u nder City’s p ersonnel system or poli cies, and any rights afforded to Employee under the Chino Municipal Code (including Sections 2.08.180 – 2.08.220) or under State or Federal law, including Government Code §§ 54950 et seq. (“Brown Act”), to any form of pre - or p ost- discipline or termination heari ng, appeal, or other administrative process pertaining to discipline or termination, except those rights Employee may have under the California or United Stat es constitutions to a n ame-clearing hearing. Such rights waive d under this Section 3.5 include the right under the Brow n Act (Gover nment Code §54957(b)) to have complaints or charges against an employee heard in a public session upon Employee’s request.

4.0 SEVERANCE

4.1 Severance Pay . In the event that within one ( 1) year fo llowing the Effective Date Employee ’s appointment is te rminated without ca use, th en Cit y shall no t owe Employee any se verance. If the Council terminates Employee without cause after one ( 1) year following the Effective Date and she does not challenge such termination, i ncluding but not limited to by means of appeal or civil or administrative claim, then City shall pay to Employee severance in an am ount equa l to her monthly base salary (as defined in Se ction 2 above, calculated on a per diem basis) then in effect multiplied by six (6), less applicable deductions and excluding deferred compensation or the value of any other benefits.

Notwithstanding the foregoing, Government Code Section 53260 provides t hat all contracts of employment with a city must include a provisi on limiting the maximum cash settlement for the termination of the contract to the monthly salary (excluding benefits) multiplied by th e number of months left on the unexpired term, but not more than 18 months if the unexpired term exceeds 18 months. Accordingly, should such proposed severance payment exceed the amount authorized to be paid under Government Code Section 53260, then the am ount paid to Employee shall be reduced in the amount necessary to comply with such statute. (For example, if termination occurs with two (2) months left in the term, severance woul d be equal to the monthly base salary multiplied by two (2) rather than the six (6) months provided in this Section.)

4.2 No Severance Pay if Termination for Cause or Initiated by Employee. As provided i n Secti on 3. 4(a), shoul d Employee be ter minated for cau se, the C ity shall ha ve no obligation to pay the severance provided for in Section 4.1 abo ve. As provided in Secti on 3.3, should Employee initiate termination of this Agreement, the City shall have no obligation to pay the severance provided for in Section 4.1 above.

4.3 Sole R ights. The severance rights provided in this Section 4.0 sh all constitute the sole and only entitlement of Employee with respect to severance pay in the event of the termination, other than for cause. Employee expressly waives any and all other rights with respect to severance pay except as provided herein. Any and all severance rights are conditioned upon and i n consideration for execution of t he standard “Agreement of Separa tion, Severance, and General Release” attached hereto in form only as Exhibit “C.”

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 932

01225.0004/797198.8
6 5.0 PERFORMANCE EVALUATIONS

5.1 Purpose. The performance re view and evaluat ion process set forth herein is intende d to p rovide review a nd fee dback t o Employee so as to facilitate a more effective management o f the C ity. Nothing herein shal l be deemed to al ter or ch ange the employment status of Employee (as set forth in Section 1.4 above), nor shall this Section 5.0 b e construed a s requiring “cause” to terminate this Agreement, or t he se rvices of Employee hereunder.

5.2 Annual Eva luation. The C ity Council shall review a nd e valuate the performance of Employee annually in June of the firs t year of the term of this Agreemen t (i.e.

June 2023) and thereafter in July of each year beginning in July 2024 . In addition, Employee shall subm it for the City Council’s consideration, by November of the year prior to th e evaluation, Employee’s proposed annual performance goals and objectives and incorporate the City Council’s suggestions. Such review and evaluation shall be conducted concurrently with an annual salary review, and in accordance with the purpose noted in Section 5.1 above.

5.3 Written Summary. The City Council may, at its sole discretion, elect to provide a wri tten summary of each performance evaluation to Employee within two (2) weeks following the conclusion of the rev iew and evalua tion process, and may, at its discretion, schedule at least one (1) clos ed perso nnel s ession with Employee to deliver and discuss the evaluation.

6.0 BENEFITS

6.1 Automobile Allowance . The City shall reimburse Emp loyee $533.33 per month for the use of her personal automobile for official City business, with such allowance paid out to Employee in a p rorated amount each pay period . The automobile allowance authorized by this Section sh all constitute full compensation for any and all expenses related to the operation and maintenance of Employee's vehicle for City purposes.

6.2 Leaves. Upon appointment to the pos ition of City Manager, Employee shall retain on the books all previously accrued vacation, sick, management and floating holiday leave. During the term of this Agreement, Employee shall accrue vacati on, sick , management and floating holiday leave at the same rates as provided to the City’s Executive Management Employees other than the Chief of Police , as stated in the then-current “Summary of Benefits - Executive Management” and resolutions referenced therein, and subject to the same applicable terms and conditions.

6.3 PERS. Employee is a “classic” member of CalPERS and shall continue to participate in the City’s 2.7% at 55 formula. The e mployee co ntribution shall be paid b y Employee.

6.4 401(a) Account Contribution. The City shall make contributions to a 401(a) account for Employee in the amount of seven percent (7%) of base sala ry each pay period. However, such contributions shall not exceed IRS annual contribution limits. Except as provided in Section 6.3 above, Employee shall not be eligible for any other retirement account contributions or deferred compensation contribution s from the City , including the $450 per month City contribution provided to Executive Management Employees.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 933

01225.0004/797198.8
7 6.5 Retirement Health Savings . In the first pay period f ollowing August 8 of every year beginning in 2022, or as soon as practical thereafter, the City shall, on b ehalf of Employee, make a deposit of $5,000 into a retirement health savings plan selected by Employee.

6.6 Equivalent Benef its to E xecutive Management Employees . Except a s specifically pro vided he rein, Employe e shall be entitled to the same benefits provided to the City’s Executive Management Employees other than th e Chief of Police , as stated in the then- current “Summary of B enefits- Executive Management” and resolutions referenced therein, and subject to the same applicable terms a nd con ditions. (The City Manager does not receive th e following benefits specified for the C hief of Police only: 145 holid ay hours that the Chief of Police may use as t ime off or cash out ; POST certificate pay; retiree supplemental contribution; and uniform cleaning allowance .) However, Employee shall not b e el igible for any benefits provided to E xecutive Manageme nt Employee s for wh ich the po sition of City M anager is specifically excluded from eligibility (e.g. Recruitment Incentives).

7.0 PROFESSIONAL DEVELOPMENT

7.1 Membership. The City encourages Employee’s co ntinued professional development and shall provide payment of appropriate related costs for such activities, including membership in relevant professional organizations, as approved by the City Council.

7.2 Out-of-Town Meetings & Seminars . The City agrees to reimburse Employee the actual cost for registration, travel, lodging, meals, and other expenses incurred by Employee while attending overnight , out-of-town meetings or seminars rela ted to her employment with the City, in accordance with the Ci ty’s policies for expense reimbursement.

Moreover, to be eligible Employee must ha ve budgeted funds availa ble fo r s ame; provi ded, however, that the City Council may, in its sole discretion, approve such unbudgeted expenditures if it deems it in the best interests of the City.

7.3 Local Meetings & Semin ars. The City agrees to r eimburse Employee the actual cost of registration, meals, and other expenses necessarily incurred while in attendance at local meetings or seminars related to her employment with City i n accordance with the City’s policies for expense reimbursement.

8.0 BONDS AND INDEMNIFICATION

8.1 Indemnification. To the extent mandated by the California Governmen t Code, the City shall defe nd, hold harmless, and indemnify Employee against any tort, professional liability, claim or demand, or other l egal action a rising out of an alleged a ct or omission occurring in t he p erformance of Employee’s services under this A greement. Thi s section shall not apply to any intentional tort or crime committed by Employee, to any action outside the course and scope of the services provided by Employee under this Agreement, or any other intentional or malicious conduct or gross negligence of Employee.

8.2 Bonds. City shall bear the full cost of any fidelity or other bonds, which may be required in the performance of Employee’s services under this Agreement.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 934

01225.0004/797198.8
8 9.0 GENERAL PROVISIONS

9.1 Entire Ag reement. This Agre ement represents the entire agr eement between the parties and supersedes a ny a nd all other a greements, e ither oral or in writ ing, between the parties with respec t to Employee’s employment by the City and contains all o f the covenants and agreements between the parties with respect to su ch employment. Each party to this Agreement ac knowledges tha t no representations, inducements , p romises or ag reements, orally or otherwise, have been made by either pa rty, or anyone acting on behalf of eit her party, which are not embodied herein, and that no other agreement, statement or promises not contained in this Agreement shall be valid or binding upon either party.

9.2 Amendment. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing, which amendment shall require approval by the affirmative vote of three (3) members of the Council.

9.3 Notices. Any notice required or permitted by this Agreement shall be in writing and shall be personally served or sh all be sufficiently given when served upon the other party as sent by United States Postal Service, postage prepaid and addressed as follows:

To City:

To Employee:

City of Chino
Attention: City Clerk [On file with Human Resources Dept.] 13220 Central Avenue
Chino, CA 91710
Notices shall be deemed given as of the date of personal service or upon the date of deposit in the course of transmission with the United States Postal Service.

9.4 Conflicts Pro hibited. During the term of this Ag reement, Employee shall not engage in any business or transaction or maintain a financial interest which conflicts, or reasonably might be expected to conflict, with the proper discharge of Employee’s duties under this Agreement. Employee shall comply with all requirements of law, including but not limited to, Sections 87100 et seq., Section 1090 and Section 1125 of the Government Code, and all other similar statutory and administrative rules. Whenever any potential conflict arises or m ay appear to arise, the obligation shal l be on Employee to seek legal advice concerning whether s uch conflict exists and Employee’s obligations arising therefrom.

9.5 Effect of Waiver . The failure of ei ther party to ins ist on s trict compliance with any of the terms, covenants, or conditions of thi s Agreement by the other party shall not be deeme d a waive r of that term, covenant, or condition, nor shall any waiver or relinquishment of any rig ht or power a t a ny one time or times b e deem ed a waive r or relinquishment of that right or power for all or any other times.

9.6 Partial Invalidity. If any provision in t his Agreement is held by a court of competent juri sdiction to be invalid, void or unenfor ceable, the r emaining provisio ns shall nevertheless continue in full force without being impaired or invalidated in any way.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 935

01225.0004/797198.8
9 9.7 Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, which are in full forc e and effect as o f the date of execution and delivery by each party hereto.

9.8 Mandatory Government Code Provisions. Government Code §§ 53243 - 53243.4 requ ire that contrac ts between l ocal agencies and its employees inclu de p rovisions requiring an employee who is convicted of a crime involving an abuse of her office or position to provide reimbursement to the local agency for the follow ing forms of p ayment: (i) paid leav e salary; (ii) c riminal defense costs; (iii) cash settlement payments; and (i v) any non -contractual settlement payments. Accordingly, the Parties agree that it is their mutual intent to fully comply with these Government Code sections and all other applicable law as it e xists as of the date of execution of this Agreement and as su ch laws may be am ended fro m time t o time the reafter.

Specifically, the following Government Code sections are called out and hereby incorporated by this Agreement:
§53243. Reimbu rsement of paid leave salary required upon conviction of crime involving office or position.
§53243.1. Reimbursement of l egal crimi nal defense upon conviction o f crime involving office or position.
§53243.2. Reimbursement of cash settlement upon conviction of crime involving office or position.
§53243.3. Reimbursement of noncontrac tual payments upon conviction or c rime involving office or position.
§53243.4. "Abuse of office or position" defined.

Employee represents that Employee has reviewed, is familiar with, and agrees to comply fully with e ach of these pr ovisions if any of these provisions are a pplicable to Empl oyee, including that Employee agrees that any cas h settl ement or severance related to a termination that Emplo yee may receiv e from th e City shall be fully reimbu rsed to the local agency i f Employee is c onvicted of a crime involving an abuse of Empl oyee's o ffice or p osition. The Government Code provisions referenced in this section are attached hereto in Exhibit “B”.

9.9 Independent Legal Advice. The City a nd Employee represent and warrant to each other that each has receive d legal advi ce from independent an d separate legal counsel with re spect to the legal effect of this Agreement, or had the opportunity to do so, and the City and Employee further represent and warrant that each has carefully reviewed this entire Agreement and that each and every term thereof is understood and that the term s of this Agreement are contractual and not a mere recital. This Agreement shall not be construed against the party or its representatives who drafted it or who drafted any portion thereof.

IN WITNESS WHEREOF, the City of Chino has caused thi s Agreement to be signed and executed on i ts behalf by its Mayor, and duly attested by its officers thereunto duly authorized, and Employee has signed and executed this Agreement, all in triplicate.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 936

01225.0004/797198.8
10 CITY OF CHINO
_______________________________
Eunice Ulloa, Mayor
ATTEST:
_____________________________
Angela Robles, City Clerk

APPROVED AS TO FORM:

____________________________
Fred Galante, City Attorney

EMPLOYEE
_____________________________
Dr. Linda Reich

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 937

01225.0004/797198.8

EXHIBIT “A”

[City Manager Job Description]

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 938

01225.0004/797198.8
EXHIBIT “B”

GOVERNMENT CODE SECTION 53243-53243.4

53243. On or after January 1, 2012, any contract executed or renewed between a local agency and an officer or employee of a local agency that provides paid leave salary offered by the local agency to the officer or employee pending an investigation shall require that any salary provided for that purpose be fully reimbursed if the officer or employee is convicted of a crime involving an abuse of his or her office or position.

53243.1. On or after January 1, 2012, any contract executed or renewed between a local agency and an officer or employee of a local agency that provides funds for the legal criminal defense of an officer or employee shall require that any funds provided for that purpose be fully reimbursed to the local agency if the officer or employee is convicted of a crime involving an abuse of his or her office or position.

53243.2. On or after January 1, 2012, any contract of employment between an employee and a local agency employer shall include a provision which provides that, regardless of the term of the contract, if the contract is terminated, any cash settlement related to the termination that an employee may receive from the local agency shall be fully reimbursed to the local agency if the employee is convicted of a crime involving an abuse of his or her office or position.

53243.3. On or after January 1, 2012, if a local agency provides, in the absence of a contractual obligation, for any of the payments described in this article, then the employee or officer receiving any payments provided for those purposes shall fully reimburse the local agency that provided those payments in the event that the employee or officer is convicted of a crime involving the abuse of his or her office or position.

53243.4. For purposes of this article, "abuse of office or position" means either of the following:
(a) An abuse of public authority, including, but not limited to, waste, fraud, and violation of the law under color of authority.
(b) A crime against public justice, including, but not limited to, a crime described in Title 5 (commencing with Section 67), Title 6 (commencing with Section 85), or Title 7 (commencing with Section 92) of Part 1 of the Penal Code.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 939

01225.0004/797198.8
EXHIBIT “C”

AGREEMENT OF SEPARATION, SEVERANCE, AND GENERAL RELEASE

1. PARTIES
This Agreement of Separation, Severance, and General Release (hereinafter referred to as the “AGREEMENT”) is entered into by and between the City of Chino, a general law city and municipal corporation (hereinafter referred to as “THE CITY”), and DR. LIND A REICH , an individual (hereinafter referred to as “EMPLOYEE”).

2. RECITALS

2.1. EMPLOYEE was hired by THE CITY as an at-will City Manager effective August 8, 2022 serving at the pleasure of the City Council of THE CI TY pursuant to a w ritten contract, a copy of which is attached hereto as Exhibit “A” (“THE CONTRACT”). EMPLOYEE is currently ___ years old.

2.2. THE CITY and EMPLOYEE desire that EMPLOYEE resign and enter into a severance agreement whereby EMPLOYEE receives severance compensation in exchange for executing a general release and waiver of any and all claim s that EMPLOYEE may have against THE CITY, including but not limited to its elected and non-elected officials, employees, attorneys, and agents. Accordingly, the parties hereto intend by this AGREEMENT to mutually conclude any and all employment relations hips betwee n THE CIT Y a nd EM PLOYEE by means of EMPLOYEE’s voluntary separation as of ______, ____. This AGREEMENT sets forth the full and complete terms and conditions concluding EMPLOYEE’s employment relationship with the CITY and any obligations related thereto, including any provided under THE CONTRACT.

2.3 In accordance with this AGREEMENT and with applicable state and federal laws, EMPLOYEE acknowl edges t hat EMPLOYEE has bee n advised of EMP LOYEE’s post- employment ri ghts, including but not limited to , EMPLOYEE’s rights under th e Consolidated Omnibus B udget Reco nciliation Ac t of 1985 (“COBRA”), the Employee Retirement Income Security Act of 1 974 (“ERISA”), and the Health Insurance Portability and Accountability Act of 1996 (“HIPAA”).

3. CONSIDERATION

3.1 EMPLOYEE shall receive payment to h er at the time of her voluntary separation all earned sa lary, accrued fringe benefits as deta iled in THE CONTRACT, and/or all other wage comp ensation/benefits owed to E MPLOYEE upon s eparation of employment, as required by law or THE CONTRACT or any other agreement with THE CITY.

3.2. In exchange for the waivers and releases set forth herein, THE CITY shall also cause to be paid to EMPLOYEE an additional compensatory payment by means of severance, settlement and release in the form of a lump sum amount of ___________________________ and __ cents ($______.00), as set forth in THE CONTRACT in the form of a check made payable to EMPLOYEE to be mailed to EMPLOYEE at EMPLOYEE’s home address via certified mail return receipt requested within thirty (30) business days after the EFFECTIVE DATE (as defined below) of this AGREEMENT.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 940

01225.0004/797198.8
2 3.3 In exchange for the severance payment provided for herein, EMPLOYEE, and o n behalf of EMPLOYEE ’s spouse, hei rs, r epresentatives, successors, and assigns, hereby releases, acquits, and f orever di scharges THE C ITY, and each of its predecess ors, successors, assigns, officials, employees, representatives, agents, insurers, attorneys, and all persons and entities acting by, through, under, or in concert with any of them, and each of them (hereinafter referred to as “THE CIT Y PA RTIES”), from any and all claims , charges, c omplaints, contracts, understandings, liabilities, obligations, promises, benefits, agreements, controversies, costs, losses, debts, expenses, damages, a ctions, causes of actio n, suits, rights, and d emands of any nature whatsoever, known or unknown, suspected or unsuspected, which EMPLOYEE now has or ma y acquire in the future, or which EMPLOYEE ever had, relating to or arising out of any act, omission, occurrence, condition, event, transaction, or thing which was done, omitted to be done, occurred or was in effect at anytime from the be ginning of time up to and in cluding _______ __, ____ (hereinafter referred to collectively as “CLAIMS”), without regard to whether such CLAIMS arise under the federal, state, or local constitutions, statutes, rules or regulations, or th e common la w.

EMPLOYEE exp ressly acknowledges that the CLAIMS forever barr ed by t his AGREEMENT specifically include, but a re not limi ted to, c laims based upon any al leged breach of THE CONTRACT or any other agreement of employment, any demand for wages, overtime or benefits, any claims of violation of the provisions of ERISA, COBRA or HIPAA, any alleged breach of any duty arising out of contract or tort, any alleged wrongful termination in violation of public policy, any a lleged breach of a ny exp ress or im plied contract for c ontinued employment, any all eged employment discrimination or unlawful dis criminatory act, or any claim or cause o f action including, but not limited to, any and all claims whether arising under any federal, state or local law prohibiting breach o f employment contract, wrongful termination, or employment discrimination based upo n age, race, color, sex, reli gion, handicap or di sability, national orig in or any other protected category or characteristic, and any and al l rights or claims arising under the California Labor Code or Industrial Welfare Commission Wage Orders, the Federal Fair Labor Standards Act, the California Fair Employment and Housing Act, California Government Code §§12, 900 et seq., the Americans With Disabilities Act, Title VII of th e Civil Rights Act of 1964, the Public Safety Officers Procedural Bill of Right Act, and any other federal, state, or local human rights, civil rights, or employment discrimination or employee rights statute, rule, or regulation.

4. SPECIFIC ACK NOWLEDGMENT OF WAIVER OF CL AIMS UNDER

ADEA AND OWBPA
The Age Discrimination in Employment Act of 1967 (hereinafter referred to as the “ADEA”) makes it illegal for an employer to discharge any individual or otherwise discriminate with respect to t he nature and privile ges of an individual’s empl oyment on the bas is that the individual is a ge fort y (40 ) or older. The Older Worker s Benefit P rotection Act (hereinafter referred to as the “OWBPA,” 29 U.S.C. § 626, et seq., Pub L 101-433, 104 Stat. 978 (1990)) further augmen ts t he ADE A and prohibits th e waiver o f any r ight or claim under the ADEA, unless th e waiver is knowing and volu ntary. By e ntering i nto this AGREEMENT, EMPLOYEE acknowledges tha t she knowingly and voluntarily , for just comp ensation in addition to anything of value to which EMPLOYEE was already entitled, waives and rel eases any rights she may have under the ADEA and /or OWBPA. EMPLOYEE further acknowledges that she has been advise d and unde rstands, pursuant to the provisions of the ADEA and OWBPA, that:
(a) This waiver/release is written in a manner understood by EMPLOYEE;

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 941

01225.0004/797198.8
3 (b) EMPLOYEE is aware of, and/or has been ad vised of, her rights under the ADEA and OW BPA, and of the legal si gnificance of her waiver of any possible claims she currently may have under the ADEA, OWBPA and/or similar age discrimination laws; (c) EMPLOYEE is e ntitled to a reasonable time of a t l east twenty-one (21) days within which to review and consider this AGREEMENT and the waiver and release of any rights she may hav e under the ADEA, t he OWB PA a nd sim ilar a ge dis crimination laws ; but may, in the exe rcise of her own discretion, sign or reject this AGREEMENT at any time before the expiration of the twenty-one (21) days;
(d) The waivers and releases set forth in this AGREEMENT shall not apply to any rights or claims that may a rise und er the ADEA and/or OWBPA after the EFF ECTIVE DATE of this AGREEMENT;
(e) EMPLOYEE has been advised by this writing that she should consult with an attorney prior to executing this AGREEMENT;
(f) EMPLOYEE has discussed this waiver and release with, and been advised with respect thereto by, her counsel of choice, and that she does not need any additional time within which to review and consider this AGREEMENT;
(g) EMPLOYEE has seven (7) days following her execution of this AGREEMENT to revoke the AGREEMENT;
(h) Notice of revoca tion within t he seven (7) day revocation period must be provided, in w riting, to T HE CITY purs uant to Paragraph 8.9 herein, and must state, “I h ereby revoke my acceptance of our Agreement of Severance and General Release;” and (i) This AGREEMENT shall not be effective until all parties have signed the AGREEMENT an d ten (10) days have pa ssed since E MPLOYEE’s exec ution (“EFFECTIVE DATE”).

5. UNKNOWN CLAIMS
In rel ation to the release provisions of P aragraphs 3 and 4 abov e, EMPLOYEE understands that California Civil Code section 1542 reads as follows:
“General Release--Claims Extinguished”
“A general release does not e xtend to c laims t hat the credit or or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.”
EMPLOYEE hereby waives the protection of California Civil Code section 1542.

6. WAIVER OF ADDITIONAL CLAIMS

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 942

01225.0004/797198.8
4 EMPLOYEE hereby waives any provisions of state or federal law that might require a more detailed specification of the claims being released pursuant to the provisions of Paragraphs 3, 4, and 5 above.

7. REPRESENTATIONS AND WARRANTIES
Each of the parties to this AGREEMENT represents and warrants to, and agrees with, each other party as follows:

7.1. Advice of Counsel: The p arties h ereto have received independent legal advice from their respective attorneys concerning the advisability of entering into and executing this AGREEMENT or have been given the opportunity to obtain such advice. The parties acknowledge that the y have been re presented by co unsel o f their own ch oice in th e neg otiation of this AGREEMENT, that they have read this AGREEMENT; that t hey have had this AGREEMENT fully explained to them by such counsel, or have had such opportunity to do so an d that they are fully aware of the contents of this AGREEMENT and of its legal effect.

7.2. No Fraud in Ind ucement: No par ty (nor an y officer, a gent, em ployee, representative, or attorney of or for any party) has made any statement or representation or failed to make any statement or representation to any other party regarding any fact relied upon in entering into this AGREEMENT, and neither party relies upon any statement, representation, omission or promise of any other party in executing this AGREEMENT, or in making the settlement provided for herein, except as expressly stated in this AGREEMENT.

7.3. Independent Investigation: Each party to this AGREEMENT has made such investigation of the facts pertaining to this settlement and this AGREEMENT and all the matters pertaining thereto, as it deems necessary.

7.4. Mistake Waived: In entering into this AGREEMENT, each party assumes the risk of any misr epresentation, concealment or mi stake. If any party should subseq uently discover that any fact relied upon by it in entering into this AGREEMENT was untrue, or that any fact was concealed from it, or that its understanding of the facts or of the law was incorrect, such party shall not be entitled to any relief in connection therewith, including without limitation on the generality of the foregoing any alleged right or claim to set aside or rescind t his AGREEMENT.

This AGREEMENT is intended to be, and is, final and binding between the parties, regardless of any claims of misrepresentation, promise made without the intent to perform, concealment of fact, mistake of fact or law, or any other circumstance whatsoever.

7.5. Later Discovery: The parties are aw are that they may h ereafter discover claims or facts in addition t o or different from those they now know or beli eve to be true with respect t o th e m atters related herein. Nevertheless, it is the intention of the parties tha t EMPLOYEE fully, finally and forever settle and release all such matters, and all claims relati ve thereto, which do now exist, may exist or have previously existed against THE CITY or THE CITY PARTIES. In furtherance of such intention, the releases given here shall be, and remain, in effect as full and complete releases of all such matters, notwithstanding the discovery or existence of any additional or different claims or facts relative thereto.

7.6. Indemnification: EMPLOYEE agrees to indemnify and hold harmless THE CITY or THE C ITY PARTIES from, a nd against, a ny and all cla ims, damages, or lia bilities

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 943

01225.0004/797198.8
5 sustained by t hem as a dir ect result o f the violation or breach of the covenants, warranties, and representations undertake n pursuant t o th e provisions of this A GREEMENT. EMPLOYEE understands and agrees that she shall be exclusively liable for the payment of all taxes for which she is responsible, if any, as a result of her receipt of the consideration referred to in Paragraph 3 of this AGREEMENT. In addition, EMPLOYEE agrees fully to indemnify and hold the CITY PARTIES harmless for payment of tax obligations as may be required by any federal, state or local ta xing authority, at any time, as a result of the payment of the consideration set forth in Paragraph 3 of this AGREEMENT.

7.7. Future Cooperation & Consultation fe es: EMPLOYEE shall execute al l such further and additional documents as shall be reasonable, convenient, necessary or desirable to carry ou t the provisions of this AGREEMENT. EMPLO YEE shall provide THE CITY w ith consultation services (including deposition or trial testimony) in any litigation involving THE CITY which is reasonably related to acts or occurrences transpiring during her employment. Said services shall be provided as needed by THE CITY at a rate of $100.00 per hour.

7.8. Return of Confidential Information a nd Property: Prior to the separation date, EMPLOYEE shall submit a written inventory of, and return to the City Clerk, all City keys, equipment, computer identification cards or codes, and other equipment or materials or confidential documents provided to or obtained by EMPLOYEE during the course of her employment with THE CITY.

7.9 No Pending Claims and/or Actions: EMPLOYEE represents that she has not filed any complaints or charges against THE CITY or THE CITY PARTIES with any local, state or federal agency or court; that she will not do so at any time hereafter for any claim arising up to and including the EFFECTIVE DATE of this AGREEMENT; and that if any such agency or court assumes jurisdiction of any such complaint or charge against THE CITY or THE CITY PARTIES on behalf of EMPLOYEE, whenever or where ever filed, she will request such agency or court to withdraw from the matter forthwith.

7.10. Ownership of Claims: EMPLOYEE represents and wa rrants as a material term of this AGREEMENT that EMPLOYEE has not heretofore assigned, transferred, released or granted, or purported to assign, transfer, release or grant, any of the CLAIMS disposed of by t his AGREEMENT. I n executing th is AGREEMENT, EMPLOYEE further warrants and represents that n one of t he CLAIMS released by EMPLOYEE th ereunder will in the future b e assigned, conveyed, or transferred in any fashion to any other person and/or entity.

7.11 Enforcement Fees and Costs: Should any legal action be required to enforce the terms of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees and costs in addition to any other relief to which that party may be entitled.

7.12 Authority: Each party represents to the other that it has the right to enter into this AGREEMENT, and that it is not violating the terms or conditions of any other AGREEMENT to which they are a pa rty or by which they are b ound by entering into this AG REEMENT. The parties represent that they will obtain all necessary approvals to execute this AGREEMENT. It is further represented and agreed that t he individuals signing this AGREEMENT on beh alf of the respective parties have actual authority to execute this AGREEMENT and, by doing so, bind the party on whose behalf this AGREEMENT has been signed.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 944

01225.0004/797198.8
6 8. MISCELLANEOUS

8.1. No Admission: Nothing contained herein shall be construed as an admission by THE CITY of any liability of any kind. THE CITY denies any liability in connection with any claim and intends hereby solely to avoid potential claims and/or litigation and buy its peace.

8.2. Governing Law: This AGREEM ENT ha s been ex ecuted and del ivered within the State of California, and the rights and obligations of the p arties shall be construed and enforced in accordance with, and governed by, the laws of the State of California.

8.3. Full Integration: This AGREE MENT is the entire agreement between the parties with respect to the subject matter hereof and supersedes all prior and contemporaneous oral and written agreements and discussions. This AGREEMENT may be amended only by a further agreement in writing, signed by the parties hereto.

8.4. Continuing Benefit: This AGREEMENT is binding upon and shall inure to the benefit of the pa rties here to, thei r respect ive agents, s pouses, employee s, representatives, officials, attorneys, assigns, heirs, and successors in interest.

8.5. Joint Drafting: Each party agrees that it has cooperated in the drafting and preparation of this AGREEMENT. Hence, in any construction to be made of this AGREEMENT, the parties agree that same shall not be construed against any party.

8.6. Severability: In the e vent that any term, covenant, condition, provision or agreement contained in this AGREEMENT is held to be invalid or void by any court of competent jurisdiction, the invalidity of any such term, covenant, condition, provision or agreement shall in no way affect any other term, covenant, condition, provision or agreement and the remainder of this AGREEMENT shall still be in full force and effect.

8.7. Titles: The titles included in this AGREEMENT are for reference only and are not part of its terms, nor do they in any way modify the terms of this AGREEMENT.

8.8. Counterparts: T his AGREEMENT may be executed in cou nterparts, a nd when each party has signed and delivered at lea st one such counterpart, each counterpart shall be deemed an original, and, when taken together with other signed counterparts, shall constitute one AGREEMENT, which shall be binding upon and effective as to all parties.

8.9. Notice: Any and a ll notices given to a ny party under this AGREEM ENT shall be given as provided in this parag raph. All notices given to either party shall be made by certified or registered United States mail, or personal delivery, at the noticing party’s discretion, and addressed to the parti es as set fo rth below. No tices shall be deemed, for all purposes, to have been given on the date of personal service or three (3) consecutive calendar days following deposit of the same in the United States mail.

As to EMPLOYEE:

At EMPLOYEE’s home address on file with THE CITY.

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 945

01225.0004/797198.8
7 As to THE CITY:

City of Chino
Attention: City Clerk
13220 Central Avenue
Chino, CA 91710
IN WITNESS WHEREOF, THE CITY has caused this AGREEMENT to be signed and executed on its behalf by its Mayor and duly attested by its Ci ty Clerk, EMPLOYEE has signed and executed this Agreement, and t he attorneys for THE CITY and EMPLOYEE, if any, have approved as to form as of the dates written below.

DATED: _______________ EMPLOYEE

By: ________________________________
Dr. Linda Reich

THE CITY

DATED: __________________ By: ________________________________ Mayor
ATTEST:

__________________________
City Clerk

APPROVED AS TO FORM:

By: ________________________
__________, City Attorney
[EMPLOYEE’s LAW FIRM]

By: ________________________
[Counsel]

12.23.b
Approval of City Manager Employment Agreement
Packet Pg. 946

Chino City CouncilJuly 5, 2022

Chino City Council
July 5, 2022