Agenda packet — Fontana City Council, March 25, 2025 (part 3 of 4)

ATTACHMENT 6

PROPOSAL FORMS

Proposal forms must be completed in their entirety or the Design-Build Entity may be deemed non-responsive in City’s sole discretion.

PROPOSAL TO:

City of Fontana
8353 Sierra Avenue
Fontana, CA 92335
Attn: Sid Lambert, Purchasng Dept.

PROPOSAL FOR:

A. SUBMITTAL
(1) IDENTIFICATION OF DESIGN-BUILD ENTITY:

Legal Name of Design-Build Entity:

Federal I.D. Number:

Contractor’s License Number:

License Expiration Date:

License Classification:

Business Address:

Business Telephone:

Business Facsimile Number:

Primary Contact Name:

Contact Email Address:

(2) ADDENDUM:

ADDENDUM(S) TO BE ACKNOWLEDGED ONLINE WHEN YOU ARE SUBMITTING YOUR PROPOSAL.

McCarthy Building Companies, Inc.

McCarthy Building Companies, Inc.
43-0399290
411173
8/31/25
A, B, C8, C10, C20, C36, C-61/D56
20401 SW Birch Street, Newport Beach, CA
92660
(949) 851-8383
(949) 851-8398
Paul King
[email protected]

We have acknowledged all addenda issued online (Addendum #1 dated October 24, 2024, Addendum #2 dated November 19, 2024, and Addendum 03 dated December 5, 2024).
300
Request for Proposals
Downtown West Parking Structure Project (DE-24-132-SQ-01)

Page 23 ends

B. COST PROPOSAL
The undersigned hereby proposes and agrees to furnish all design services, construction labor, materials, equipment, including management and oversight, to perform all work required for the Project in the manner and time described in the undersigned’s desi gn proposal and documents.

The Cost Proposal, set forth below, includes all costs of the scope of work as requested in the RFP, and required by the provisions of the Design-Build Contract, including the cost of bonds, insurance, sales tax, and every other item of expense, direct or indirect, incidental to the scope of work.
(1) COST PROPOSAL BUDGET:

ITEM DESCRIPTION CONTRACT PRICE

1. [INSERT ITEMIZED COSTS OR PROVIDE AS SEPARATE
ATTACHMENT]
$
Total COMPLETE SCOPE OF WORK FOR THE CONTRACT
PRICE OF:
$

C. PROPOSAL CERTIFICATION
(1) CONTRACT PRICE:

The undersigned, having fully examined the RFP and any and all attachments, exhibits, and addenda thereto, and site of the Project, proposes to furnish all design and construction labor, materials, and equipment, and do all work in compliance with the term s and conditions of the RFP, without exception, and the herein proposal, for a Contract Price of:
($ )
(2) TIME FOR COMPLETION:

The undersigned agrees to comply with City’s Master Project Schedule as specified in this RFP.

The undersigned further agrees that Completion of work required by the Design -Build Contract resulting from this RFP and the herein Proposal shall be no later than October 2026. (3) CERTIFICATION:
(a) The undersigned has read and understands the RFP.
(b) The undersigned has become familiar with local site conditions under which the work is to be performed and has correlated personal observations with the requirements of the RFP.
(c) The proposal submitted by the undersigned is made in accordance with the RFP and is based upon the materials, systems, and equipment specified therein that will support or exceed the minimum quality, service, utilization, performance, and other levels specified therein, without exception; and the undersigned agrees that City is not responsible for any error or omission in this proposal or in its preparation.
(d) The undersigned will design and construct facilities that are fully functional and meet or exceed a ll function, program, performance, and other requirements of Project in the manner and time described in the undersigned’s desi gn proposal and documents.

ITEM DESCRIPTION CONTRACT PRICE

1. [INSERT ITEMIZED COSTS OR PROVIDE AS SEPARATE
ATTACHMENT]
$
Total COMPLETE SCOPE OF WORK FOR THE CONTRACT
PRICE OF:
$

(1) COST PROPOSAL BUDGET:

ITEM DESCRIPTION CONTRACT PRICE

1. UTILITY ALLOWANCE (CONSTRUCTION COSTS FOR

INSTALLATION OF NEW ELECTRICAL SERVICE,

RELOCATION OF EXISTING ELECTRICAL SERVICE FOR

THE TRAFFIC SIGNAL, AND UNDERGROUNDING OF

EXISTING OERHEAD UTILITIES)
$500,000.00

2. [INSERT ITEMIZED COSTS OR PROVIDE AS SEPARATE
ATTACHMENT]
Total COMPLETE SCOPE OF WORK FOR THE CONTRACT
PRICE OF:
$
$17,433,083
$16,933,083
$ 20,172,583
20,672,583
20,672,583

TWENTY MILLION SIX HUNDRED SEVENTY TWO THOUSAND FIVE HUNDRED EIGHTY THREE DOLLARS 301
Request for Proposals
Downtown West Parking Structure Project (DE-24-132-SQ-01)

Page 24 ends

City as identified in the RFP, and for the Contract Price specified above. (e) If City recommends the undersigned be awarded the Design -Build Contract, the undersigned will meet with City to review in detail this proposal and will make any necessary changes or revisions to this proposal, including any and all design submittals and proposed materials, systems and equipment to ensure delivery to City of fully functional facilities which meet or exceed all requirements of City as identified in the RFP without revision to the Contract Price. (f) The undersigned acknowledges and warrants that the Design -Build Entity includes, at a minimum, architects, engineers, other necessary or specified design professionals and consultants, and a general contractor as identified and pre-qualified in the Request for Qualifications process. Substitutions of architects, engineers and other design professionals and consultants, or general contractors as identified in the Statement of Qualifications and any identified in this proposal, will not be made without City’s written consent to such substitution(s). (g) The undersigned and each of its subconsultants, contractors, and subcontractors shall at all times during the execution of the work contemplated by the RFP, be qualified to complete the work, and each shall comply with all applicable State of California an d City of Fontana professional and business licensing and registration requirements.
(h) The undersigned will not modify, amend, revoke or withdraw this proposal, without written permission of City for a period of not less than ninety (90) calendar days following the submission due date and time specified in the RFP or until a final Design-Build Contract has been executed, whichever occurs first. (i) The undersigned, or any member of the Design -Build E ntity or Design -Build Team, or any agent or representative thereof, has not collaborated or communicated with, or entered into any understanding agreements, whether written or oral, whether direct or indirect, or otherwise, with any other Design - Build Entity or Design-Build Team, or any agent or representative thereof, in the preparation of this proposal.
(j) The undersigned has reviewed in detail the Design-Build Contract attached to this RFP and takes no exception to its terms and conditions and warrants tha t nothing contained in the Design-Build Contract would preclude the Design -Build Entity from entering into the Design-Build Contract.
(k) This proposal is genuine and is not a sham or made in the interest of, or on behalf of, any person or entity not herein named.
(l) The undersigned, or any member of the Design -Build Entity or Design -Build Team, or any agent or representative thereof, has not engaged in any communication or contact with City or any City employee, or any City consultants, except as specifically allowed and limited by this RFP.

DESIGN-BUILD ENTITY SIGNATURE (Seal Required):

Signature below shall bind the Design -Build Entity to all representations included in this Proposal and all Attachments and Exhibits hereinto.
302
Request for Proposals
Downtown West Parking Structure Project (DE-24-132-SQ-01)

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Signature Name and Title

Legal Name of Design-Build Entity Date

McCarthy Building Companies, Inc. December 12, 2024

Paul King, Senior Vice President Operations

Paul King, Senior Vice President Operations
March 13, 2025
303
FAÇADE CONCEPT

DOWNTOWN FONTANA PS
March 13, 2025
304

STREET VIEW FROM SW
DOWNTOWN FONTANA PS 305

DOWNTOWN FONTANA PS

STREET VIEW FROM SE
306

DOWNTOWN FONTANA PS

STREET VIEW FROM NW
307

DOWNTOWN FONTANA PS

STREET VIEW FROM NE
308

DOWNTOWN FONTANA PS

OVERALL ELEVATIONS
309

DOWNTOWN FONTANA PS

ENLARGED ELEVATION

ENLARGED ELEVATION AXON
Cornice
1’X 1’ X ¾” DEEP REVEAL

SCONCE UPLIGHT

EIFS PANEL

ACCENT TRIM
BASE

ORNAMENTAL SECURITY
SCREEN
Cornice

ORNAMENTAL SECURITY

SCREEN PATTERN
310

DOWNTOWN FONTANA PS

CLADDING DETAIL AT COLUMN
EIFS AT 36X24 COLUMN EIFS AT 24X24 COLUMN
311

DOWNTOWN FONTANA PS
FAÇADE VIEW ALONG STREET
312

DOWNTOWN FONTANA PS
3D AXON - SW
313

DOWNTOWN FONTANA PS
3D AXON - NW
314
315

NUEVOAVENUE

ARROWBOULEVARDARROWBOULEVARD

SPRING STREET
Drawn By
Drawing TitleDrawing No.

Checked ByScaleIPD Job No.Date
RevisionDate
Architecture / Engineering / Consulting
Orange CountyOaklandLos Angeles
www.ipd-global.com2 South Pointe Dr., Suite 295, Lake Forest, CA 92630Phone 949 595 8004Fax 949 595 8011 General Contractor:

AOR/EOR Stamp:

Architect:

Consultant:
24-999AS SHOWN
FONTANADOWNTOWN WESTPARKING STRUCTUREFontana, California 12/12/2024
700 South Flower StreetSuite 2100Los Angeles, CA 90017O:213.418.0201www.kpff.com C1.10DEMOLITION AND EROSIONCONTROL PLAN
316

NUEVO AVENUE

ARROW BOULEVARD

NUEVO AVENUE

SPRING STREET
Drawn By
Drawing Title
Checked ByScaleIPD Job No.Date
RevisionDate
Architecture / Engineering / Consulting
Orange CountyOaklandLos Angeles
www.ipd-global.com2 South Pointe Dr., Suite 295, Lake Forest, CA 92630Phone 949 595 8004Fax 949 595 8011 General Contractor:

AOR/EOR Stamp:

Architect:

NUEVO AVENUE

ARROW BOULEVARD
Drawn By
Drawing TitleDrawing No.

AOR/EOR Stamp:

Architect:

NUEVOAVENUE

ARROWBOULEVARD
Drawn By
Drawing TitleDrawing No.

AOR/EOR Stamp:

Architect:

Consultant:
24-999AS SHOWN
FONTANADOWNTOWN WESTPARKING STRUCTUREFontana, California 2/14/2025
700 South Flower StreetSuite 2100Los Angeles, CA 90017O:213.418.0201www.kpff.com Landscape Architect

2.5" AC over
compacted
subgrade
319

2.5" AC over
compacted
subgrade
320
STANDARD STALL 9' -0" X 1 -0"
EV/ EVCS STALL 9' -0" X 1 -0"
FUTURE EV STALL 9' -0" X 1 -0"
ADA STALL 9' -0" X 18' -0"

STALL LEGEND
9' -
9' -
9' -
321
322
323
324
325
Level 1
0' -0"
Level 2
11' -4"
Level 3
22' -8"
Level 4
34' -0"
Level 5
45' -4"
Level 1A
-4' -6"
Level 2A
6' -10"
Level 3A
18' -2"
Level 4A
29' -6"
Level 5A
40' -10"
Elevator Roof A
54' -10"
Elevator Roof
59' -4"
PAINTED PC -1 PAINTED PC -2PAINTED PC -3

ORNAMENTAL SECURITY SCREEN

VISION GLASS
CMU -
11' - 4" 11' - 4"
11' - 4" 11' - 4" 11' - 4"
10' -2"10' -2" 14' - 0"
14' - 0"10' -2"
Level 1A
-4' -6"
Level 2A
6' -10"
Level 3A
18' -2"
Level 4A
29' -6"
Level 5A
40' -10"
Elevator Roof A
54' -10"
PAINTED PC -1 PAINTED PC -2
CMU -
PAINTED PC -3 ORNAMENTAL SECURITY SCREEN

VISION GLASS
11' - 4" 11' - 4" 11' - 4" 14' - 0"10' -2"
Level 1
0' -0"
Level 2
11' -4"
Level 3
22' -8"
Level 4
34' -0"
Level 5
45' -4"
Elevator Roof
59' -4"
PAINTED PC -1PAINTED PC -2 CMU -
PAINTED PC -3CMU -GREY ORNAMENTAL SECURITY SCREEN
14' - 0"11' - 4"11' - 4" 10' -2" 10' -2"
3/32" = 1'-0"2 OVERALL WEST ELEVATION -
3/32" = 1'-0"3 OVERALL SOUTH ELEVATION-
3/32" = 1'-0"4 OVERALL NORTH ELEVATION-
GRAY
GRAY
GRAY

SECURITY SCREEN

ORNAMENTAL SECURITY SCREEN

SECURITY SCREEN

ORNAMENTAL SECURITY SCREEN

SECURITY SCREEN

BASE BID

BASE BID
Level 1
0' -0"
Level 2
11' -4"
Level 3
22' -8"
Level 4
34' -0"
Level 5
45' -4"
Level 1A
-4' -6"
Level 2A
6' -10"
Level 3A
18' -2"
Level 4A
29' -6"
Level 5A
40' -10"
Elevator Roof A
54' -10"
Elevator Roof
59' -4"
PAINTED PC -1 PAINTED PC -3

ORNAMENTAL SECURITY SCREEN
CMU PAINTED PC -2

CMU -GREY
14' - 0"
14' - 0"11' - 4"11' - 4"11' - 4" 10' -2"
11' - 4"11' - 4" 10' -2"10' -2"
3/32" = 1'-0"1 OVERALL EAST ELEVATION -

BASE BID
-
GRAY

ORNAMENTAL SECURITY SCREEN

SECURITY SCREEN
326
327

March 13, 2025
Mr. Christopher Smethurst - Senior Engineer
City of Fontana - 8353 Sierra Avenue – Fontana, CA 92335

Greetings Mr. Smethurst - Thank you for the opportunity to provide our response to the requested refinements to our design indicated in our December 12th, 2024 Request for Proposal submission.

Items of Note

Base Bid – RFP Compliant Parking Structure $16,933,083

Utility Allowance (Construction Costs for installation of new electrical service, relocation of existing electrical service for the traffic signal, and undergrounding of existing overhead utilities $500,000

Total $17,433,083

Prescribed Additive Alternate #1 - Parking Guidance System – Revised below $350,000 Prescribed Additive Alternate #2 - 200 kWh/year Photovoltaic System $810,000

Voluntary Enhancements (Add to Base Bid)

Façade Option #1 $770,000
Façade Option #2 $1,550,000
Façade Option #3 $2,160,000

328

Alternates – Optional A La Carte Items (Not Included in Base Bid) Omit One Elevator (Rejected by the City) Deduct -$500,000 Hydraulic Elevator in lieu of Machine Roomless Elevator (MRL) Deduct -$95,000 Delete Valet Entrance and gain three parking stalls Deduct -$32,000

Clarifications to the Prescribed and Optional Alternates Prescribed Additive Alternate #1 - Parking Guidance System The RFP called for “A camera based, single space detection, red light / green light / blue light PGS shall be included as an add-alternate to the design. Dynamic signage to be included with the add-alternate that identifies the quantity of available spaces per floor level. Signage to be provided in two locations: one at the northwest entry off Nuevo Avenue and the other at the northeast entry off the alley.” In response to discussions with the City to economize on this Prescribed Additive Alternate, we now propose a parking guidance system with a single dynamic sign mounted at the Nuevo Avenue ground level drive entrance indicating available spaces per level (levels 2 through 5) with no camera based single space detection. The new not to exceed cost for this revised system: Add $155,000

Delete Valet Entrance
In response to discussions with the City to revise the design and to economize on project cost, the southeast drive entrance has been removed. This change saves the aforementioned cost but does not gain additional parking stalls. The new description of the Optional Alternate is now:

Delete Southeast Entrance Deduct -$32,000

Additional Clarification
In response to discussions with the City to revise the design and to economize on project cost, the Bicycle Storage Room within the Ground Level Secured Parking area has been removed. This revision removes a single hollow metal door and approximately 170 square feet of concrete masonry unit wall Deduct -$5,000

329

Requested Refinements

Façade Design - Option #4 Add $1,795,000

• Column articulation - including added areas on the north and east sides of the structure • Sconce uplights in gold color
• Refined elevator towers with EIFS cladding, glazing, metal panels, & burnished masonry • Decorative security screens at the ground level
• Optional canopies over the elevator lobbies and stairs Add $185,000

330

Nuevo Avenue - Added sidewalk, curb & gutter beyond the project limit of work Add $195,000

• Civil and Landscape design
• Demolition and removal of existing pavement, curb & gutter • Grading for new pavement, curb & gutter and ADA ramp
• Installation of sidewalk, curb & gutter and ADA ramp
• Street trees per the City approved tree list
• Pole light per the transmitted standard
• AC paving grind and overlay per City of Fontana Construction Standard 1008

331

Sky Plaza Water Quality Management Plan Included

• Proposed Modular Wetland on the southwest corner of the Sky Plaza parcel. • This proposed approach includes furnishing and installing the Modular Wetland unit – 8 feet long x 6 feet wide x 6 feet deep – treating a Detained Cubic Volume of 2,641 cubic feet • It does not include the storm drainage piping within and around the perimeter of the proposed retail / commercial / residential building

ChargePoint Electric Vehicle Service Equipment (EVSE) Add $106,500

• In lieu of Eaton Green Motion Building Pro included in the RFP response

332

Summary of Costs

Base Bid – RFP Compliant Parking Structure $16,933,083

Prescribed Additive Alternate #2 - 200 kWh/year Photovoltaic System Add $810,000 Parking Guidance System - available spaces per level (levels 2 through 5) Add $155,000 Hydraulic Elevator in lieu of Machine Roomless Elevator (MRL) Deduct -$95,000 Delete Southeast Entrance Deduct -$32,000
Delete Bicycle Storage Room within the Ground Level Secured Parking area Deduct -$5,000 Façade Design - Option #4 Add $1,795,000
Add canopies over the elevator lobbies and stairs Add $185,000 Nuevo Avenue - Added sidewalk, curb & gutter beyond the project limit of work Add $195,000 ChargePoint Electric Vehicle Service Equipment (EVSE) Add $106,500

Subtotal $20,047,583

Total $20,547,583

Additional Scope for the City’s Consideration
Color Changing Uplights – Custom color tuning with controller Add $56,250 Security Cameras per the transmitted Bluebeam markup – 2 added per floor Add $68,750

Total $20,672,583

Thanks again to you and the City for being good partners in this period of refinement.

We appreciate the open, honest and timely communication.

Please feel free to contact us with any questions.

Eric Halverson – Project Director – McCarthy Building Companies Brent Newby – Senior Preconstruction Director – McCarthy Building Companies 333
Activity ID Activity Name Orig
Dur
Start Finish
City of Fontana Downtown West Parking Structure City of Fontana Downtown West Parking Structure City of Fontana Downtown West Parking Structure City of Fontana Downtown West Parking Structure City of Fontana Downtown West Parking Structure Overall Project Summary Overall Project Summary Overall Project Summary Overall Project Summary Overall Project Summary Precon Summary Precon Summary Precon Summary Precon Summary Precon Summary MILE-115 Notice to Proceed 0 14-Apr-25
SUM-115 Design Validation 20 14-Apr-25 09-May-25
SUM-155 Entitlement Package Approval 105 21-Apr-25 17-Sep-25 SUM-125 Develop Construction Documents 110 21-Apr-25 24-Sep-25 SUM-165 SCE Design and Permitting 201 10-Jun-25 26-Mar-26 MILE-245 Submit Entitlement Package 0 16-Jun-25
SUM-265 Demo Package Permitting Process 35 17-Jun-25 05-Aug-25 SUM-135 Grading Package Permitting Process 55 16-Jul-25 01-Oct-25 MILE-285 Demo Permit 0 05-Aug-25
MILE-125 Submit for Plan Check 0 24-Sep-25
SUM-145 Building Package Permitting Process 70 25-Sep-25 07-Jan-26 MILE-135 Grading Permit 0 01-Oct-25
MILE-145 Building Permit 0 07-Jan-26
Construction Summary Construction Summary Construction Summary Construction Summary Construction Summary SUM-175 Mobilization and (E) Building Demolition 25 13-Aug-25 17-Sep-25 MILE-255 Start Construction 0 15-Dec-25
SUM-245 Remaining Site Demo and Grading 16 15-Dec-25 07-Jan-26 SUM-235 Construction Duration 203 15-Dec-25 30-Sep-26
MILE-155 Building Pad Certification 0 07-Jan-26
SUM-185 Foundations to Start of Decks 42 08-Jan-26 06-Mar-26 MILE-165 Foundations Complete 0 27-Jan-26
MILE-175 SOG Complete 0 04-Mar-26
SUM-195 Start of Decks to Concrete Top Out 42 05-Mar-26 01-May-26 MILE-185 Concrete Deck Top Out 0 01-May-26
SUM-205 Concrete Top Out to Substantial Completion 105 04-May-26 30-Sep-26 SUM-215 Elevator Installations 55 26-May-26 11-Aug-26
MILE-235 SCE Power Line Undergrounding Complete 0 29-May-26 MILE-195 Permanent Power 0 03-Aug-26
MILE-205 Anticipated Completion Prior to Weather Allowance 0 16-Sep-26 SUM-225 Inclement Weather Allowance 10 17-Sep-26 30-Sep-26 MILE-215 Substantial Completion 0 30-Sep-26
MILE-225 Final Completion 0 28-Oct-26
Preconstruction Preconstruction Preconstruction Preconstruction Preconstruction Design & Permitting Design & Permitting Design & Permitting Design & Permitting Design & Permitting Design Kick-offDesign Kick-offDesign Kick-offDesign Kick-offDesign Kick-off KO-115 Design Kick-off Meeting 5 14-Apr-25 18-Apr-25
KO-125 Designer Agreements (A/E/C Team) 10 14-Apr-25 25-Apr-25 KO-135 DB Trade Partner Agreements 10 14-Apr-25 25-Apr-25 EntitlementEntitlementEntitlementEntitlementEntitlement ENT-115 Develop & Submit Entitlment Package 40 21-Apr-25 16-Jun-25 ENT-125 Agency Review & Approval 65 17-Jun-25 17-Sep-25 SCE Power Line Undergrounding SCE Power Line Undergrounding SCE Power Line Undergrounding SCE Power Line Undergrounding SCE Power Line Undergrounding SCE-115 SCE Design 200 10-Jun-25 25-Mar-26
SCE-125 Pay Fees / Pull Permit 1 26-Mar-26 26-Mar-26
SCE-135 SCE Schedule Crew for Installations and Removal of (E) Pole 20 24-Apr-26 21-May-26 SCE-145 Mandrel Conduit 1 22-May-26 22-May-26
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Notice to Proceed
Design Validation
Entitlement Package Approval
Develop Construction Documents
SCE Design and Permitting
Submit Entitlement Package
Demo Package Permitting Process
Grading Package Permitting Process
Demo Permit
Submit for Plan Check
Building Package Permitting Process
Grading Permit
Building Permit
Mobilization and (E) Building Demolition
Start Construction
Remaining Site Demo and Grading
Construction Duration
Building Pad Certification
Foundations to Start of Decks
Foundations Complete
SOG Complete
Start of Decks to Concrete Top Out
Concrete Deck Top Out
Concrete Top Out to Substantial Completion
Elevator Installations
SCE Power Line Undergrounding Complete
Permanent Power
Anticipated Completion Prior to Weather Allowance
Inclement Weather Allowance
Substantial Completion
Final Completion
Design Kick-off Meeting
Designer Agreements (A/E/C Team)
DB Trade Partner Agreements
Develop & Submit Entitlment Package
Agency Review & Approval
SCE Design
Pay Fees / Pull Permit
SCE Schedule Crew for Installations and Removal of (E) Pole Mandrel Conduit
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 1 of 8
Data Date: 14-Apr-25
334
Activity ID Activity Name Orig
Dur
Start Finish
SCE-155 SCE Pull Cable 2 26-May-26 27-May-26
SCE-165 SCE De-Energize Power Lines, T erminate New F eeders and Cutover 1 28-May-26 28-May-26 SCE-175 SCE Remove (E) Power Pole 1 29-May-26 29-May-26 Design Design Design Design Design
Demo Demo Demo Demo Demo
D-185 Design T eam Dev elop 95% CD Documents - Demo 20 21-Apr-25 16-May-25 D-195 Agency Review 95% CD Documents - Demo 15 19-May-25 09-Jun-25 D-205 Package & Submit for Plan Check - Demo 5 10-Jun-25 16-Jun-25 Grading Grading Grading Grading Grading
D-215 Design T eam Dev elop 95% CD Documents - Grading 40 21-Apr-25 16-Jun-25 D-225 Agency Review 95% CD Documents - Grading 15 17-Jun-25 08-Jul-25 D-235 Package & Submit for Plan Check - Grading 5 09-Jul-25 15-Jul-25 Building Building Building Building Building
D-115 Design Validation 20 14-Apr-25 09-May-25
D-125 Design T eam Dev elop 100% DD Documents 35 21-Apr-25 09-Jun-25 D-135 Agency Review 100% DD Documents 15 10-Jun-25 30-Jun-25 D-145 Design T eam Dev elop 50% CD Documents 35 10-Jun-25 29-Jul-25 D-155 Agency Review 50% CD Documents 15 30-Jul-25 19-Aug-25 D-165 Design T eam Dev elop 95% CD Documents 35 30-Jul-25 17-Sep-25 D-175 Package & Submit for Plan Check - Building 5 18-Sep-25 24-Sep-25 Permitting Permitting Permitting Permitting Permitting
Demo PermitDemo PermitDemo PermitDemo PermitDemo Permit PERM-D-115 Agency Initial Plan Check Review & Comment 20 17-Jun-25 15-Jul-25 PERM-D-125 Design T eam Address Initial Plan Check Comments & Re-Submit 5 16-Jul-25 22-Jul-25 PERM-D-135 Agency 2nd Plan Check Review & Comment 10 23-Jul-25 05-Aug-25 PERM-D-165 Pull Demo Permit 0 05-Aug-25
Grading PermitGrading PermitGrading PermitGrading PermitGrading Permit PERM-G-115 Agency Initial Plan Check Review & Comment 20 16-Jul-25 12-Aug-25 PERM-G-125 Design T eam Address Initial Plan Check Comments & Re-Submit 10 13-Aug-25 26-Aug-25 PERM-G-135 Agency 2nd Plan Check Review & Comment 10 27-Aug-25 10-Sep-25 PERM-G-145 Design T eam Address 2nd Plan Check Comments & Re-Submit 5 11-Sep-25 17-Sep-25 PERM-G-155 Agency 3rd Plan Check Review & Approval 10 18-Sep-25 01-Oct-25 PERM-G-165 Pull Grading Permit (Including B-Permit) 0 01-Oct-25 Building PermitBuilding PermitBuilding PermitBuilding PermitBuilding Permit PERM-B-115 Agency Initial Plan Check Review & Comment 30 25-Sep-25 05-Nov-25 PERM-B-125 Design T eam Address Initial Plan Check Comments & Re-Submit 10 06-Nov-25 20-Nov-25 PERM-B-135 Agency 2nd Plan Check Review & Comment 10 21-Nov-25 08-Dec-25 PERM-B-145 Design T eam Address 2nd Plan Check Comments & Re-Submit 10 09-Dec-25 22-Dec-25 PERM-B-155 Agency 3rd Plan Check Review & Approval 10 23-Dec-25 07-Jan-26 PERM-B-165 Pull Building Permit (Following Pad Certification) 0 07-Jan-26 Buyout & On-Boarding Buyout & On-Boarding Buyout & On-Boarding Buyout & On-Boarding Buyout & On-Boarding Early On-Boarding Early On-Boarding Early On-Boarding Early On-Boarding Early On-Boarding BO-185 Early On-Boarding of Elevator T rade Partner 15 01-Jul-25 22-Jul-25 BO-175 Early On-Boarding of Demo T rade Partner 15 16-Jul-25 05-Aug-25 BO-195 Early On-Boarding Deferred Approval Trade Partners 20 18-Sep-25 15-Oct-25 Remaining Trades Remaining Trades Remaining Trades Remaining Trades Remaining Trades BO-125 Develop Bid Package 3 25-Sep-25 29-Sep-25
BO-135 Bid Period 15 30-Sep-25 20-Oct-25
BO-145 Scope & Review 5 21-Oct-25 27-Oct-25
BO-155 GC Recommendations 2 28-Oct-25 29-Oct-25
BO-165 On-Board Early T rade Partners 20 30-Oct-25 01-Dec-25 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
SCE Pull Cable
SCE De-Energize Power Lines, T erminate New F eeders and Cutover SCE Remove (E) Power Pole
Design T eam Dev elop 95% CD Documents - Demo
Agency Review 95% CD Documents - Demo
Package & Submit for Plan Check - Demo
Design T eam Dev elop 95% CD Documents - Grading
Agency Review 95% CD Documents - Grading
Package & Submit for Plan Check - Grading
Design Validation
Design T eam Dev elop 100% DD Documents
Agency Review 100% DD Documents
Design T eam Dev elop 50% CD Documents
Agency Review 50% CD Documents
Design T eam Dev elop 95% CD Documents
Package & Submit for Plan Check - Building
Agency Initial Plan Check Review & Comment
Design T eam Address Initial Plan Check Comments & Re-Submit Agency 2nd Plan Check Review & Comment
Pull Demo Permit
Agency Initial Plan Check Review & Comment
Design T eam Address Initial Plan Check Comments & Re-Submit Agency 2nd Plan Check Review & Comment
Design T eam Address 2nd Plan Check Comments & Re-Submit Agency 3rd Plan Check Review & Approval
Pull Grading Permit (Including B-Permit)
Agency Initial Plan Check Review & Comment
Design T eam Address Initial Plan Check Comments & Re-Submit Agency 2nd Plan Check Review & Comment
Design T eam Address 2nd Plan Check Comments & Re-Submit Agency 3rd Plan Check Review & Approval
Pull Building Permit (Following Pad Certification)
Early On-Boarding of Elevator T rade Partner
Early On-Boarding of Demo T rade Partner
Early On-Boarding Deferred Approval Trade Partners
Develop Bid Package
Bid Period
Scope & Review
GC Recommendations
On-Board Early T rade Partners
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
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Data Date: 14-Apr-25
335
Activity ID Activity Name Orig
Dur
Start Finish
Deferred Approvals Deferred Approvals Deferred Approvals Deferred Approvals Deferred Approvals Fire Sprinkler Fire Sprinkler Fire Sprinkler Fire Sprinkler Fire Sprinkler DA01-115 Develop DA Package - Fire Sprinkler 40 16-Oct-25 15-Dec-25 DA01-125 A/E Review / Approve DA Package - Fire Sprinkler 10 16-Dec-25 30-Dec-25 DA01-135 Stamp, Package and Submit DA Package - Fire Sprinkler 3 08-Jan-26 12-Jan-26 DA01-145 Agency Initial Review / Comments - Fire Sprinkler 15 13-Jan-26 02-Feb-26 DA01-155 Address Comments and Re-Submit DA Package - Fire Sprinkler 10 03-Feb-26 16-Feb-26 DA01-165 A/E Review / Approve DA Package - Fire Sprinkler 10 17-Feb-26 02-Mar-26 DA01-175 Stamp, Package and Re-Submit DA Package - Fire Sprinkler 3 03-Mar-26 05-Mar-26 DA01-185 Agency Review / Approve DA Package - Fire Sprinkler 10 06-Mar-26 19-Mar-26 DA01-195 Pull Permit - Fire Sprinkler 0 19-Mar-26
DA01-205 Fab & Deliver - Fire Sprinkler 20 20-Mar-26 16-Apr-26 Fire Alarm Fire Alarm Fire Alarm Fire Alarm Fire Alarm
DA02-115 Develop DA Package - Fire Alarm 40 16-Oct-25 15-Dec-25 DA02-125 A/E Review / Approve DA Package - Fire Alarm 10 16-Dec-25 30-Dec-25 DA02-135 Stamp, Package and Submit DA Package - Fire Alarm 3 08-Jan-26 12-Jan-26 DA02-145 Agency Initial Review / Comments - Fire Alarm 15 13-Jan-26 02-Feb-26 DA02-155 Address Comments and Re-Submit DA Package - Fire Alarm 10 03-Feb-26 16-Feb-26 DA02-165 A/E Review / Approve DA Package - Fire Alarm 10 17-Feb-26 02-Mar-26 DA02-175 Stamp, Package and Re-Submit DA Package - Fire Alarm 3 03-Mar-26 05-Mar-26 DA02-185 Agency Review / Approve DA Package - Fire Alarm 10 06-Mar-26 19-Mar-26 DA02-195 Pull Permit - Fire Alarm 0 19-Mar-26
DA02-205 Fab & Deliver - Fire Alarm 40 20-Mar-26 14-May-26 Cable RailCable RailCable RailCable RailCable Rail
DA03-115 Develop DA Package - Cable Rail 40 16-Oct-25 15-Dec-25 DA03-125 A/E Review / Approve DA Package - Cable Rail 10 16-Dec-25 30-Dec-25 DA03-135 Stamp, Package and Submit DA Package - Cable Rail 3 08-Jan-26 12-Jan-26 DA03-145 Agency Initial Review / Comments - Cable Rail 15 13-Jan-26 02-Feb-26 DA03-155 Address Comments and Re-Submit DA Package - Cable Rail 10 03-Feb-26 16-Feb-26 DA03-165 A/E Review / Approve DA Package - Cable Rail 10 17-Feb-26 02-Mar-26 DA03-175 Stamp, Package and Re-Submit DA Package - Cable Rail 3 03-Mar-26 05-Mar-26 DA03-185 Agency Review / Approve DA Package - Cable Rail 10 06-Mar-26 19-Mar-26 DA03-195 Pull Permit - Cable Rail 0 19-Mar-26
DA03-205 Fab & Deliver - Cable Rail 40 20-Mar-26 14-May-26 Stairs Stairs Stairs Stairs Stairs
DA04-115 Develop DA Package - Stairs 40 16-Oct-25 15-Dec-25 DA04-125 A/E Review / Approve DA Package - Stairs 10 16-Dec-25 30-Dec-25 DA04-135 Stamp, Package and Submit DA Package - Stairs 3 08-Jan-26 12-Jan-26 DA04-145 Agency Initial Review / Comments - Stairs 15 13-Jan-26 02-Feb-26 DA04-155 Address Comments and Re-Submit DA Package - Stairs 10 03-Feb-26 16-Feb-26 DA04-165 A/E Review / Approve DA Package - Stairs 10 17-Feb-26 02-Mar-26 DA04-175 Stamp, Package and Re-Submit DA Package - Stairs 3 03-Mar-26 05-Mar-26 DA04-185 Agency Review / Approve DA Package - Stairs 10 06-Mar-26 19-Mar-26 DA04-195 Pull Permit - Stairs 0 19-Mar-26
DA04-205 Fab & Deliver - Stairs 35 20-Mar-26 07-May-26
Submittals & Long Lead ProcurementSubmittals & Long Lead ProcurementSubmittals & Long Lead ProcurementSubmittals & Long Lead ProcurementSubmittals & Long Lead Procurement PROC-115 Develop/Approve/Procure Switchgear 300 05-May-25 10-Jul-26 PROC-135 Develop/Approve/Procure Elevator 130 23-Jul-25 28-Jan-26 PROC-145 AQMD Procedure 5 10 06-Aug-25 19-Aug-25
PROC-125 Develop/Approve/Procure Foundation Rebar 40 06-Nov-25 07-Jan-26 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Develop DA Package - Fire Sprinkler
A/E Review / Approve DA Package - Fire Sprinkler
Stamp, Package and Submit DA Package - Fire Sprinkler
Agency Initial Review / Comments - Fire Sprinkler
Address Comments and Re-Submit DA Package - Fire Sprinkler A/E Review / Approve DA Package - Fire Sprinkler
Stamp, Package and Re-Submit DA Package - Fire Sprinkler Agency Review / Approve DA Package - Fire Sprinkler
Pull Permit - Fire Sprinkler
Fab & Deliver - Fire Sprinkler
Develop DA Package - Fire Alarm
A/E Review / Approve DA Package - Fire Alarm
Stamp, Package and Submit DA Package - Fire Alarm
Agency Initial Review / Comments - Fire Alarm
Address Comments and Re-Submit DA Package - Fire Alarm
A/E Review / Approve DA Package - Fire Alarm
Stamp, Package and Re-Submit DA Package - Fire Alarm
Agency Review / Approve DA Package - Fire Alarm
Pull Permit - Fire Alarm
Fab & Deliver - Fire Alarm
Develop DA Package - Cable Rail
A/E Review / Approve DA Package - Cable Rail
Stamp, Package and Submit DA Package - Cable Rail
Agency Initial Review / Comments - Cable Rail
Address Comments and Re-Submit DA Package - Cable Rail
A/E Review / Approve DA Package - Cable Rail
Stamp, Package and Re-Submit DA Package - Cable Rail
Agency Review / Approve DA Package - Cable Rail
Pull Permit - Cable Rail
Fab & Deliver - Cable Rail
Develop DA Package - Stairs
A/E Review / Approve DA Package - Stairs
Stamp, Package and Submit DA Package - Stairs
Agency Initial Review / Comments - Stairs
Address Comments and Re-Submit DA Package - Stairs
A/E Review / Approve DA Package - Stairs
Stamp, Package and Re-Submit DA Package - Stairs
Agency Review / Approve DA Package - Stairs
Pull Permit - Stairs
Fab & Deliver - Stairs
Develop/Approve/Procure Switchgear
Develop/Approve/Procure Elevator
AQMD Procedure 5
Develop/Approve/Procure Foundation Rebar
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 3 of 8
Data Date: 14-Apr-25
336
Activity ID Activity Name Orig
Dur
Start Finish
Construction Construction Construction Construction Construction Mobilization & Site Prep Mobilization & Site Prep Mobilization & Site Prep Mobilization & Site Prep Mobilization & Site Prep Site Setup & Building Demolition Site Setup & Building Demolition Site Setup & Building Demolition Site Setup & Building Demolition Site Setup & Building Demolition SMR-115 Setup Construction Fence, SWPPP, Signage 3 13-Aug-25 15-Aug-25 SMR-125 Make-Safe (E) Utilities 2 18-Aug-25 19-Aug-25
SMR-135 Abatement & Demo (E) Building & Site Work 20 20-Aug-25 17-Sep-25 Site Demolition and Earthwork Site Demolition and Earthwork Site Demolition and Earthwork Site Demolition and Earthwork Site Demolition and Earthwork SMR-165 Remaining Site Demolition 5 15-Dec-25 19-Dec-25 SMR-145 Over-Ex Mass Grading and Building Pad Prep 10 22-Dec-25 06-Jan-26 SMR-155 Building Pad Certification 1 07-Jan-26 07-Jan-26 Substructure Substructure Substructure Substructure Substructure Foundations Foundations Foundations Foundations Foundations FND-115 Layout Foundations 3 08-Jan-26 12-Jan-26
FND-125 E/F/R/P Foundations - Pour 1 (Incl. Ramp Walls) 8 13-Jan-26 22-Jan-26 FND-135 E/F/R/P Foundations - Pour 2 8 16-Jan-26 27-Jan-26 Ground Level Walls & Columns Ground Level Walls & Columns Ground Level Walls & Columns Ground Level Walls & Columns Ground Level Walls & Columns VERT-115 F/R/P Columns & UT Beams - Pour 1 8 23-Jan-26 03-Feb-26 VERT-125 F/R/P Columns & UT Beams - Pour 2 8 28-Jan-26 06-Feb-26 Ramp Walls Ramp Walls Ramp Walls Ramp Walls Ramp Walls
RAMP-115 CMU Ramp Walls 8 04-Feb-26 13-Feb-26
RAMP-125 Cure Walls for Waterproofing 2 16-Feb-26 17-Feb-26 RAMP-135 Waterproofing, Bracing and Backfill Ramp Walls 6 18-Feb-26 25-Feb-26 Underslab Utilities Underslab Utilities Underslab Utilities Underslab Utilities Underslab Utilities UG-115 Underslab Utilities at SOG Pour 1 (Incl. POC's) 10 04-Feb-26 17-Feb-26 UG-125 Underslab Utilities at SOG Pour 2 (Incl. POC's) 10 09-Feb-26 20-Feb-26 Slab on Grade Slab on Grade Slab on Grade Slab on Grade Slab on Grade SOG-115 F/R/P Slab on Grade - Pour 1 8 18-Feb-26 27-Feb-26 SOG-125 F/R/P Slab on Grade - Pour 2 8 23-Feb-26 04-Mar-26 Superstructure Superstructure Superstructure Superstructure Superstructure Level 2 Elevated Decks Level 2 Elevated Decks Level 2 Elevated Decks Level 2 Elevated Decks Level 2 Elevated Decks Pour 1 Pour 1 Pour 1 Pour 1 Pour 1
DECKS-L2-115 Deliver & Shake Out Formwork 2 05-Mar-26 06-Mar-26 DECKS-L2-125 F/R/P Elevated Deck - Pour 1 5 09-Mar-26 13-Mar-26 DECKS-L2-135 Cure Elevated Deck - Pour 1 1 14-Mar-26 14-Mar-26 DECKS-L2-145 Stress/Strip Elevated Deck - Pour 1 1 16-Mar-26 16-Mar-26 DECKS-L2-165 F/R/P Columns & UT Beams - Pour 3 4 16-Mar-26 19-Mar-26 Pour 2 Pour 2 Pour 2 Pour 2 Pour 2
DECKS-L2-155 F/R/P Elevated Deck - Pour 2 5 16-Mar-26 20-Mar-26 DECKS-L2-175 Cure Elevated Deck - Pour 2 1 21-Mar-26 21-Mar-26 DECKS-L2-185 Stress/Strip Elevated Deck - Pour 2 1 23-Mar-26 23-Mar-26 DECKS-L2-195 F/R/P Columns & UT Beams - Pour 4 4 23-Mar-26 26-Mar-26 Level 3 Elevated Decks Level 3 Elevated Decks Level 3 Elevated Decks Level 3 Elevated Decks Level 3 Elevated Decks Pour 3 Pour 3 Pour 3 Pour 3 Pour 3
DECKS-L3-115 F/R/P Elevated Deck - Pour 3 5 23-Mar-26 27-Mar-26 DECKS-L3-125 Cure Elevated Deck - Pour 3 1 28-Mar-26 28-Mar-26 DECKS-L3-135 Stress/Strip Elevated Deck - Pour 3 1 30-Mar-26 30-Mar-26 DECKS-L3-155 F/R/P Columns & UT Beams - Pour 5 4 30-Mar-26 02-Apr-26 Pour 4 Pour 4 Pour 4 Pour 4 Pour 4
DECKS-L3-145 F/R/P Elevated Deck - Pour 4 5 30-Mar-26 03-Apr-26 DECKS-L3-165 Cure Elevated Deck - Pour 4 1 04-Apr-26 04-Apr-26 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Setup Construction Fence, SWPPP, Signage
Make-Safe (E) Utilities
Abatement & Demo (E) Building & Site Work
Remaining Site Demolition
Over-Ex Mass Grading and Building Pad Prep
Building Pad Certification
Layout Foundations
E/F/R/P Foundations - Pour 1 (Incl. Ramp Walls)
E/F/R/P Foundations - Pour 2
F/R/P Columns & UT Beams - Pour 1
F/R/P Columns & UT Beams - Pour 2
CMU Ramp Walls
Cure Walls for Waterproofing
Waterproofing, Bracing and Backfill Ramp Walls
Underslab Utilities at SOG Pour 1 (Incl. POC's)
Underslab Utilities at SOG Pour 2 (Incl. POC's)
F/R/P Slab on Grade - Pour 1
F/R/P Slab on Grade - Pour 2
Deliver & Shake Out Formwork
F/R/P Elevated Deck - Pour 1
Cure Elevated Deck - Pour 1
Stress/Strip Elevated Deck - Pour 1
F/R/P Columns & UT Beams - Pour 3
F/R/P Elevated Deck - Pour 2
Cure Elevated Deck - Pour 2
Stress/Strip Elevated Deck - Pour 2
F/R/P Columns & UT Beams - Pour 4
F/R/P Elevated Deck - Pour 3
Cure Elevated Deck - Pour 3
Stress/Strip Elevated Deck - Pour 3
F/R/P Columns & UT Beams - Pour 5
F/R/P Elevated Deck - Pour 4
Cure Elevated Deck - Pour 4
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 4 of 8
Data Date: 14-Apr-25
337
Activity ID Activity Name Orig
Dur
Start Finish
DECKS-L3-175 Stress/Strip Elevated Deck - Pour 4 1 06-Apr-26 06-Apr-26 DECKS-L3-185 F/R/P Columns & UT Beams - Pour 6 4 06-Apr-26 09-Apr-26 Level 4 Elevated Decks Level 4 Elevated Decks Level 4 Elevated Decks Level 4 Elevated Decks Level 4 Elevated Decks Pour 5 Pour 5 Pour 5 Pour 5 Pour 5
DECKS-L4-115 F/R/P Elevated Deck - Pour 5 5 06-Apr-26 10-Apr-26 DECKS-L4-125 Cure Elevated Deck - Pour 5 1 11-Apr-26 11-Apr-26 DECKS-L4-135 Stress/Strip Elevated Deck - Pour 5 1 13-Apr-26 13-Apr-26 DECKS-L4-155 F/R/P Columns & UT Beams - Pour 7 4 13-Apr-26 16-Apr-26 Pour 6 Pour 6 Pour 6 Pour 6 Pour 6
DECKS-L4-145 F/R/P Elevated Deck - Pour 6 5 13-Apr-26 17-Apr-26 DECKS-L4-165 Cure Elevated Deck - Pour 6 1 18-Apr-26 18-Apr-26 DECKS-L4-175 Stress/Strip Elevated Deck - Pour 6 1 20-Apr-26 20-Apr-26 DECKS-L4-185 F/R/P Columns & UT Beams - Pour 8 4 20-Apr-26 23-Apr-26 Level 5 Elevated Decks Level 5 Elevated Decks Level 5 Elevated Decks Level 5 Elevated Decks Level 5 Elevated Decks Pour 7 Pour 7 Pour 7 Pour 7 Pour 7
DECKS-L5-115 F/R/P Elevated Deck - Pour 7 5 20-Apr-26 24-Apr-26 DECKS-L5-125 Cure Elevated Deck - Pour 7 1 25-Apr-26 25-Apr-26 DECKS-L5-135 Stress/Strip Elevated Deck - Pour 7 1 27-Apr-26 27-Apr-26 DECKS-L5-155 F/R/P Columns & UT Beams - Pour 8 4 27-Apr-26 30-Apr-26 Pour 8 Pour 8 Pour 8 Pour 8 Pour 8
DECKS-L5-145 F/R/P Elevated Deck - Pour 8 5 27-Apr-26 01-May-26 DECKS-L5-165 Cure Elevated Deck - Pour 8 1 02-May-26 02-May-26 DECKS-L5-175 Stress/Strip Elevated Deck - Pour 8 1 04-May-26 04-May-26 DECKS-L5-185 F/R/P Columns & UT Beams - Pour 9 4 04-May-26 07-May-26 Spandrel Walls Spandrel Walls Spandrel Walls Spandrel Walls Spandrel Walls SPAN-115 F/R/P Spandrel Walls - Level 1 5 20-Apr-26 24-Apr-26 SPAN-125 F/R/P Spandrel Walls - Level 2 5 27-Apr-26 01-May-26 SPAN-135 F/R/P Spandrel Walls - Level 3 5 04-May-26 08-May-26 SPAN-145 F/R/P Spandrel Walls - Level 4 5 11-May-26 15-May-26 SPAN-155 F/R/P Spandrel Walls - Level 5 5 18-May-26 22-May-26 Elevators & Stairs Elevators & Stairs Elevators & Stairs Elevators & Stairs Elevators & Stairs Elevator 1 Elevator 1 Elevator 1 Elevator 1 Elevator 1
ELEV1-115 E/F/R/P Elevator Pit Slab & Walls 8 13-Jan-26 22-Jan-26 ELEV1-125 Waterproof Elevator Pit Walls 2 23-Jan-26 26-Jan-26 ELEV1-135 Backfill Elevator Pit Walls 3 27-Jan-26 29-Jan-26 ELEV1-145 CMU Walls - Level 1 7 30-Jan-26 09-Feb-26
ELEV1-155 CMU Walls - Level 2 7 10-Feb-26 18-Feb-26
ELEV1-165 CMU Walls - Level 3 7 19-Feb-26 27-Feb-26
ELEV1-175 CMU Walls - Level 4 7 02-Mar-26 10-Mar-26
ELEV1-185 CMU Walls - Level 5 12 11-Mar-26 26-Mar-26
ELEV1-195 Erect Steel Roof, Curtain Wall Support and Elevator Beam 15 27-Mar-26 16-Apr-26 ELEV1-205 Roof Enclosure 5 17-Apr-26 23-Apr-26
ELEV1-215 Prime & Paint Shaft Interior 6 24-Apr-26 01-May-26 ELEV1-225 Install Curtain Wall 15 04-May-26 22-May-26
ELEV1-255 Install EIFS System 15 26-May-26 15-Jun-26
ELEV1-235 Elevator 1 Installation 35 26-May-26 14-Jul-26 ELEV1-245 Final Adjustments & Finishes 5 05-Aug-26 11-Aug-26 Elevator 2 Elevator 2 Elevator 2 Elevator 2 Elevator 2
ELEV2-115 E/F/R/P Elevator Pit Slab & Walls 8 13-Jan-26 22-Jan-26 ELEV2-125 Waterproof Elevator Pit Walls 2 23-Jan-26 26-Jan-26 ELEV2-135 Backfill Elevator Pit Walls 3 27-Jan-26 29-Jan-26 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Stress/Strip Elevated Deck - Pour 4
F/R/P Columns & UT Beams - Pour 6
F/R/P Elevated Deck - Pour 5
Cure Elevated Deck - Pour 5
Stress/Strip Elevated Deck - Pour 5
F/R/P Columns & UT Beams - Pour 7
F/R/P Elevated Deck - Pour 6
Cure Elevated Deck - Pour 6
Stress/Strip Elevated Deck - Pour 6
F/R/P Columns & UT Beams - Pour 8
F/R/P Elevated Deck - Pour 7
Cure Elevated Deck - Pour 7
Stress/Strip Elevated Deck - Pour 7
F/R/P Columns & UT Beams - Pour 8
F/R/P Elevated Deck - Pour 8
Cure Elevated Deck - Pour 8
Stress/Strip Elevated Deck - Pour 8
F/R/P Columns & UT Beams - Pour 9
F/R/P Spandrel Walls - Level 1
F/R/P Spandrel Walls - Level 2
F/R/P Spandrel Walls - Level 3
F/R/P Spandrel Walls - Level 4
F/R/P Spandrel Walls - Level 5
E/F/R/P Elevator Pit Slab & Walls
Waterproof Elevator Pit Walls
Backfill Elevator Pit Walls
CMU Walls - Level 1
CMU Walls - Level 2
CMU Walls - Level 3
CMU Walls - Level 4
CMU Walls - Level 5
Erect Steel Roof, Curtain Wall Support and Elevator Beam Roof Enclosure
Prime & Paint Shaft Interior
Install Curtain Wall
Install EIFS System
Elevator 1 Installation
Final Adjustments & Finishes
E/F/R/P Elevator Pit Slab & Walls
Waterproof Elevator Pit Walls
Backfill Elevator Pit Walls
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 5 of 8
Data Date: 14-Apr-25
338
Activity ID Activity Name Orig
Dur
Start Finish
ELEV2-145 CMU Walls - Level 1 7 30-Jan-26 09-Feb-26
ELEV2-155 CMU Walls - Level 2 7 10-Feb-26 18-Feb-26
ELEV2-165 CMU Walls - Level 3 7 19-Feb-26 27-Feb-26
ELEV2-175 CMU Walls - Level 4 7 02-Mar-26 10-Mar-26
ELEV2-185 CMU Walls - Level 5 12 11-Mar-26 26-Mar-26
ELEV2-195 Erect Steel Roof, Curtain Wall Support and Elevator Beam 15 17-Apr-26 07-May-26 ELEV2-205 Roof Enclosure 5 08-May-26 14-May-26
ELEV2-215 Prime & Paint Shaft Interior 6 15-May-26 22-May-26 ELEV2-225 Install Curtain Wall 15 26-May-26 15-Jun-26
ELEV2-255 Install EIFS System 15 16-Jun-26 07-Jul-26
ELEV2-235 Elevator 2 Installation 35 16-Jun-26 04-Aug-26 ELEV2-245 Final Adjustments & Finishes 5 05-Aug-26 11-Aug-26 Stair 1 Stair 1 Stair 1 Stair 1 Stair 1
STR1-115 Erect Stair/Roof Framing & Stairs 15 08-May-26 29-May-26 STR1-125 Install Handrail / Guardrail 5 01-Jun-26 05-Jun-26 STR1-135 F/R/P Concrete Tread, Pans & Landings 4 08-Jun-26 11-Jun-26 STR1-145 MEP Rough-in 5 12-Jun-26 18-Jun-26
STR1-155 Prime & Paint Stairs 5 19-Jun-26 25-Jun-26
STR1-165 MEP Fixtures/Devices 3 26-Jun-26 30-Jun-26
Stair 2 Stair 2 Stair 2 Stair 2 Stair 2
STR2-115 Erect Stair/Roof Framing & Stairs 15 01-Jun-26 19-Jun-26 STR2-125 Install Handrail / Guardrail 5 22-Jun-26 26-Jun-26 STR2-135 F/R/P Concrete Tread, Pans & Landings 4 29-Jun-26 02-Jul-26 STR2-145 MEP Rough-in 5 06-Jul-26 10-Jul-26
STR2-155 Prime & Paint Stairs 5 13-Jul-26 17-Jul-26
STR2-165 MEP Fixtures/Devices 3 20-Jul-26 22-Jul-26
Exterior Facade Exterior Facade Exterior Facade Exterior Facade Exterior Facade South Elevation South Elevation South Elevation South Elevation South Elevation EXT-S-115 Sack & Patch Exterior 10 26-May-26 08-Jun-26
EXT-S-125 Install EIFS System 20 09-Jun-26 07-Jul-26
EXT-S-145 Prime & Paint Exterior 5 08-Jul-26 14-Jul-26
EXT-S-165 Install Security Screen 5 15-Jul-26 21-Jul-26 East Elevation East Elevation East Elevation East Elevation East Elevation EXT-E-115 Sack & Patch Exterior 20 09-Jun-26 07-Jul-26
EXT-E-125 Install EIFS System 15 08-Jul-26 28-Jul-26
EXT-E-135 Prime & Paint Exterior 10 22-Jul-26 04-Aug-26 EXT-E-145 Install Security Screen 10 29-Jul-26 11-Aug-26 West Elevation West Elevation West Elevation West Elevation West Elevation EXT-W-115 Sack & Patch Exterior 20 26-May-26 22-Jun-26
EXT-W-125 Install EIFS System 20 16-Jun-26 14-Jul-26
EXT-W-145 Prime & Paint Exterior 10 08-Jul-26 21-Jul-26 EXT-W-165 Install Security Screen 10 15-Jul-26 28-Jul-26 North Elevation North Elevation North Elevation North Elevation North Elevation EXT-N-115 Sack & Patch Exterior 10 23-Jun-26 07-Jul-26
EXT-N-125 Install EIFS System 15 15-Jul-26 04-Aug-26
EXT-N-135 Prime & Paint Exterior 5 05-Aug-26 11-Aug-26
EXT-N-145 Install Security Screen 5 12-Aug-26 18-Aug-26 Interior Systems & Finishes Interior Systems & Finishes Interior Systems & Finishes Interior Systems & Finishes Interior Systems & Finishes INT-115 Sack & Patch Mock Up 5 20-Apr-26 24-Apr-26
INT-125 Infill Walls & Buildout of Ground Level Rooms 20 20-Apr-26 15-May-26 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
CMU Walls - Level 1
CMU Walls - Level 2
CMU Walls - Level 3
CMU Walls - Level 4
CMU Walls - Level 5
Erect Steel Roof, Curtain Wall Support and Elevator Beam Roof Enclosure
Prime & Paint Shaft Interior
Install Curtain Wall
Install EIFS System
Elevator 2 Installation
Final Adjustments & Finishes
Erect Stair/Roof Framing & Stairs
Install Handrail / Guardrail
F/R/P Concrete Tread, Pans & Landings
MEP Rough-in
Prime & Paint Stairs
MEP Fixtures/Devices
Erect Stair/Roof Framing & Stairs
Install Handrail / Guardrail
F/R/P Concrete Tread, Pans & Landings
MEP Rough-in
Prime & Paint Stairs
MEP Fixtures/Devices
Sack & Patch Exterior
Install EIFS System
Prime & Paint Exterior
Install Security Screen
Sack & Patch Exterior
Install EIFS System
Prime & Paint Exterior
Install Security Screen
Sack & Patch Exterior
Install EIFS System
Prime & Paint Exterior
Install Security Screen
Sack & Patch Exterior
Install EIFS System
Prime & Paint Exterior
Install Security Screen
Sack & Patch Mock Up
Infill Walls & Buildout of Ground Level Rooms
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 6 of 8
Data Date: 14-Apr-25
339
Activity ID Activity Name Orig
Dur
Start Finish
INT-135 Interior Sack & Patch 40 27-Apr-26 22-Jun-26
INT-145 Install Plumbing Systems / Drainage 40 11-May-26 07-Jul-26 INT-155 Install Fire Sprinkler System & Trim 40 11-May-26 07-Jul-26 INT-157 Prime & Paint Interiors 40 26-May-26 21-Jul-26
INT-165 Install EV Charging Stations 20 08-Jul-26 04-Aug-26 INT-175 Install Electrical Fixtures and Devices 20 08-Jul-26 04-Aug-26 INT-185 Install Fire Alarm Fixtures and Devices 20 08-Jul-26 04-Aug-26 INT-265 Buildout Electrical Room 15 13-Jul-26 31-Jul-26 INT-195 Install Barrier Cable System 10 15-Jul-26 28-Jul-26 INT-205 Install Fire Extinguisher Cabinets 5 22-Jul-26 28-Jul-26 INT-215 Install Bike Racks 5 22-Jul-26 28-Jul-26
INT-225 Final Clean 5 29-Jul-26 04-Aug-26
INT-235 Elastomeric Coatings 5 29-Jul-26 04-Aug-26
INT-245 Interior Striping 10 05-Aug-26 18-Aug-26
INT-255 Signage / Truncated Domes 10 05-Aug-26 18-Aug-26 Finish Site Work Finish Site Work Finish Site Work Finish Site Work Finish Site Work East Site East Site East Site East Site East Site
SITE-E-115 Fine Grade Site 2 07-Apr-26 08-Apr-26
SITE-E-125 E/F/R/P CMU Wall Footings 10 09-Apr-26 22-Apr-26 SITE-E-135 CMU Walls 12 23-Apr-26 08-May-26
SITE-E-145 Waterproofing 5 11-May-26 15-May-26
SITE-E-155 Backfill Planter 5 18-May-26 22-May-26
SITE-E-175 Grade, Base & Initial Pave 7 26-May-26 03-Jun-26 SITE-E-165 Install Landscaping / Irrigation 20 24-Jul-26 20-Aug-26 SITE-E-185 Signage / Striping 2 25-Aug-26 26-Aug-26
North Site North Site North Site North Site North Site
SITE-N-115 Install Ductbank & Pull Boxes for SCE Power Line Undergrounding 20 27-Mar-26 23-Apr-26 SITE-N-125 Fine Grade Site 2 01-Jun-26 02-Jun-26
SITE-N-135 Grade, Base & Initial Pave 7 03-Jun-26 11-Jun-26 SITE-N-145 Signage / Striping 2 27-Aug-26 28-Aug-26
South Site South Site South Site South Site South Site
SITE-S-115 Fine Grade Site 3 22-Jul-26 24-Jul-26
SITE-S-125 F/R/P Curb & Gutter 7 27-Jul-26 04-Aug-26
SITE-S-135 Irrigation / Lighting Rough-in 5 05-Aug-26 11-Aug-26 SITE-S-145 F/R/P Hardscape 7 12-Aug-26 20-Aug-26
SITE-S-165 Patch Back Asphalt 2 21-Aug-26 24-Aug-26
SITE-S-185 Signage / Striping 2 21-Aug-26 24-Aug-26
SITE-S-155 Install Landscaping / Irrigation 5 21-Aug-26 27-Aug-26 SITE-S-175 Paint Curbs 1 25-Aug-26 25-Aug-26
West Site West Site West Site West Site West Site
SITE-W-195 Misc Remaining Demo 3 22-Jul-26 24-Jul-26
SITE-W-115 Fine Grade Site 3 29-Jul-26 31-Jul-26
SITE-W-125 F/R/P Curb & Gutter 7 03-Aug-26 11-Aug-26
SITE-W-135 Irrigation / Lighting Rough-in 5 12-Aug-26 18-Aug-26 SITE-W-145 F/R/P Hardscape 7 19-Aug-26 27-Aug-26
SITE-W-165 Patch Back Asphalt 2 28-Aug-26 31-Aug-26
SITE-W-155 Install Landscaping / Irrigation 5 28-Aug-26 03-Sep-26 SITE-W-185 Signage / Striping 2 31-Aug-26 01-Sep-26
SITE-W-175 Paint Curbs 1 01-Sep-26 01-Sep-26
Project Completion Project Completion Project Completion Project Completion Project Completion Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Interior Sack & Patch
Install Plumbing Systems / Drainage
Install Fire Sprinkler System & Trim
Prime & Paint Interiors
Install EV Charging Stations
Install Electrical Fixtures and Devices
Install Fire Alarm Fixtures and Devices
Buildout Electrical Room
Install Barrier Cable System
Install Fire Extinguisher Cabinets
Install Bike Racks
Final Clean
Elastomeric Coatings
Interior Striping
Signage / Truncated Domes
Fine Grade Site
E/F/R/P CMU Wall Footings
CMU Walls
Waterproofing
Backfill Planter
Grade, Base & Initial Pave
Install Landscaping / Irrigation
Signage / Striping
Install Ductbank & Pull Boxes for SCE Power Line Undergrounding Fine Grade Site
Grade, Base & Initial Pave
Signage / Striping
Fine Grade Site
F/R/P Curb & Gutter
Irrigation / Lighting Rough-in
F/R/P Hardscape
Patch Back Asphalt
Signage / Striping
Install Landscaping / Irrigation
Paint Curbs
Misc Remaining Demo
Fine Grade Site
F/R/P Curb & Gutter
Irrigation / Lighting Rough-in
F/R/P Hardscape
Patch Back Asphalt
Install Landscaping / Irrigation
Signage / Striping
Paint Curbs
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 7 of 8
Data Date: 14-Apr-25
340
Activity ID Activity Name Orig
Dur
Start Finish
MEP Start-up and Testing MEP Start-up and Testing MEP Start-up and Testing MEP Start-up and Testing MEP Start-up and Testing SU-115 Energize Electrical Gear / Permanent Power 1 03-Aug-26 03-Aug-26 SU-125 Mechanical System Start-Up, Testing and Commissioning 5 04-Aug-26 10-Aug-26 SU-135 Plumbing Start-Up, Testing and Commissioning 5 04-Aug-26 10-Aug-26 SU-145 Fire Sprinkler System Start-Up, Testing and Commissioning 5 04-Aug-26 10-Aug-26 SU-155 Electrical / Lighting Start-Up, Testing and Commissioning 5 05-Aug-26 11-Aug-26 SU-165 Fire Alarm System Start-Up, Testing and Commissioning 5 05-Aug-26 11-Aug-26 Final Completion Final Completion Final Completion Final Completion Final Completion FC-225 State Elevator Inspection 5 12-Aug-26 18-Aug-26
FC-175 Fire Life Safety and Final Inspections 5 02-Sep-26 09-Sep-26 FC-185 Final Building Sign-off 5 10-Sep-26 16-Sep-26
FC-235 Anticipated Completion Prior to Weather Allowance 0 16-Sep-26 FC-245 Inclement Weather Allowance 10 17-Sep-26 30-Sep-26 FC-195 Substantial Completion 0 30-Sep-26
FC-205 Punchlist/Closeout 20 01-Oct-26 28-Oct-26
FC-215 Final Completion 0 28-Oct-26
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2025 2026 2027
Energize Electrical Gear / Permanent Power
Mechanical System Start-Up, Testing and Commissioning
Plumbing Start-Up, Testing and Commissioning
Fire Sprinkler System Start-Up, Testing and Commissioning Electrical / Lighting Start-Up, Testing and Commissioning Fire Alarm System Start-Up, Testing and Commissioning
State Elevator Inspection
Fire Life Safety and Final Inspections
Final Building Sign-off
Anticipated Completion Prior to Weather Allowance
Inclement Weather Allowance
Substantial Completion
Punchlist/Closeout
Final Completion
Run Date - 13-Mar-25
Start Date - 14-Apr-25
Finish Date - 28-Oct-26
Data Date - 14-Apr-25
City of Fontana Downtown West Parking Structure
Design and Construction Schedule
RFP Schedule
7811MSTR
Page: 8 of 8
Data Date: 14-Apr-25
341
City of Fontana
Action Report
City Council Meeting
8353 Sierra Avenue
Fontana, CA 92335
File #: 25-0125 Agenda Date: 3/25/2025
Agenda #: K. Category: Consent Calendar
FROM:

Human Resources
SUBJECT:

Additional Fiscal Year 2024-25 Organizational Changes, Including New Classifications and Salary Ranges.

RECOMMENDATION:

1. Approve the additional recommended organizational changes including the establishment of four (4) new classifications, one (1) reclassification, and the addition of six (6) new positions to the 2024-25 Current Budget.

2. Adopt Resolution No. 2025-019, a resolution of the City Council of the City of Fontana, California, approving the updated salary table for the Teamsters Local 1932 City Hall Unit and the Management/Confidential salary tables, effective March 26, 2025. ..End
COUNCIL GOALS:
· Operate in a businesslike manner by ensuring that the public debate is based on accurate information.
· Practice sound fiscal management by living within our means while investing in the future. · Create and maintain a dynamic team by promoting stability and predictability by providing consistent policy direction.
· Create and maintain a dynamic team by communicating Goals and Objectives to all commissions and employees.
· Create and maintain a dynamic team by emphasizing staff development.

DISCUSSION:

As indicated in the 2024-25 Midyear Budget Report, the Finance Department, the Fontana Police Department, and the Human Resources & Risk Management Department have identified the need for organizational changes including establishing four (4) new classifications, reclassifying an existing classification, and the addition of six (6) new positions. These organizational changes are in response to the growing demands of the City which were not presented with the Midyear Budget Report to ensure adequate time for review and analysis of the requests. The proposed classifications will ensure that the City continues to attract and retain skilled employees capable of delivering high- quality public services.

The City's classification plan serves as a critical framework to ensure that all positions are organized and defined consistently, enabling effective workforce planning, recruitment, and compensation management. As part of the City's ongoing efforts to enhance operational efficiency and address City of Fontana Printed on 3/19/2025Page 1 of 3
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management. As part of the City's ongoing efforts to enhance operational efficiency and address evolving service needs, it is necessary to periodically review and update the classification plan.

The following sections provide an overview of the proposed new classifications, the rationale behind their creation, and their anticipated impact on service delivery and operational efficiency.

Budget Analyst II (Finance Department)
With total number of capital projects having increased from 141 to 220 over the last few years and with the passage of Measure T, this position will support the capital budget development and implementation.

Contracts Analyst (Finance Department)
With the continued growth throughout the city, including the CIP program, in order to timely and efficiently meet the needs of all departments, additional resources are required in the Purchasing division to address turnaround times and increased volume. The position will streamline the purchasing process and increase efficiency to have a single position focus on contract execution.

Payroll Supervisor (Finance Department)
With the total number of full-time city employees having increased by 18% over the past 10 years, coupled with additional increases in the next couple of years, additional resources are required in the Payroll Division. Up until now, resources were not requested as system processes were under review. With the review nearly complete and numerous processes not being able to be automated, there remains a significant manual component to the payroll process as well as regular over-time experienced by existing staff. As such, this position is needed to ensure the accurate and timely processing of payroll as well as to ensure continuity.

Senior Accountant (Finance Department)
As a result of the restructuring and re-establishing of accounting processes, additional areas of need have materialized such as the management of capital assets, new GASB implementations, revenue and treasury audits and analysis, debt analysis, and support to the Accounting Manager and Accounting Supervisor.

Reclassification of Police Administrative Analyst I to Police Administrative Analyst II (Fontana Police Department)
This position has evolved from a training position to a full journey level position in which the incumbent performs the full range of duties as assigned with minimal supervision. Additionally, the expectations and level of responsibility for this position have increased requiring the incumbent to have the capacity to carry out select Sr. Administrative Analyst duties in their absence. Since being added, this position has accumulated additional duties including administering asset forfeiture/seizure programs, administering grant programs and training others on new systems, reporting requirements and procedures. The incumbent has also seen an increase in complexity in budget building, management and maintenance duties, and is responsible for identifying, addressing and rectifying budget related issues with minimal supervision.

Human Resources Analyst (Human Resources & Risk Management Department) Since the tenure of the Director of Human Resources & Risk Management, the City's workforce has experienced a 9% increase in staffing. In addition, there is an increase in requests for organization change and the implementation of the Classification/Compensation study. This position plays a vital role in handling daily activities. The incumbent will effectively improve productivity, reduce turnover, City of Fontana Printed on 3/19/2025Page 2 of 3
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role in handling daily activities. The incumbent will effectively improve productivity, reduce turnover, and enhance overall HR performance. Foster an inclusive and positive work environment and addressing workforce concerns. The incumbent shall develop and maintain the classification and compensation plans to ensure fair and competitive compensation within the City. This will assist with attracting and retaining top talent within the organization.

Human Resources Manager (Human Resources & Risk Management Department) Since the tenure of the Director of Human Resources & Risk Management, the City's workforce has experienced a 9% increase in staffing. This position plays a vital role as a strategic partner. The incumbent will effectively improve productivity, reduce turnover, and enhance overall HR performance. Foster an inclusive and positive work environment and addressing workforce concerns.

Responsibilities include assisting with the director on strategic goals and objectives; hiring, training and managing staff; responsible for the compliance of policies, procedures, and practices; developing and implementing policies and procedures; and overseeing talent management, performance management, labor/employee relations, and compensation and benefits.

The addition of these new classifications and positions within the City’sorganizational chart is an essential step in maintaining a comprehensive and up-to-date classification plan that meets the City's operational needs. It is important to note that the formal job descriptions associated with these classifications will be presented to the City Council for formal approval as part of the citywide classification and compensation study job description update. This process ensures that the classifications are aligned with the City's broader workforce management goals and compensation framework.

Staff recommends that the City Council approve the addition of the new classifications to the City's classification plan and positions within the City’sorganizational chart, with the understanding that the formal job descriptions will follow in a subsequent approval process.

Formal adoption of all City Salary Tables is in accordance with the guidelines provided by the California Public Employee Retirement System (CalPERS).

FISCAL IMPACT:

There is no fiscal impact associated with the approval of this item for the current fiscal year due to the timing of the approval of these positions. However, the total annual estimated budgetary financial impact for these new positions is $921,305 for fiscal year 2025-26 and will be included in the proposed budget.

MOTION:

Approve staff’s recommendation.

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RESOLUTION NO. 2025-019

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FONTANA,

CALIFORNIA, APPROVING THE UPDATED SALARY TABLES FOR THE TEAMSTERS LOCAL 1932, CITY HALL UNIT AND THE
MANAGEMENT/CONFIDENTIAL GROUP.

WHEREAS, the City Council has adopted the Personnel Rules and Regulations which incorporate the City’s Classification and Compensation Plan; and

WHEREAS, the Classification and Compensation Plan is not a static document and requires periodic revisions to reflect organizational changes and workforce needs.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Fontana, California, as follows:

Section 1. Recitals. The above recitals are true, correct and incorporated herein by this reference.

Section 2. CEQA. This Resolution is not a project within the meaning of Section 1538 of the State of California Environmental Quality Act (“CEQA”) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly.

The City Council further finds, under Title 14 of the California Code of Regulations, Section 15061(b)(3), that this Resolution is nonetheless exempt for the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Council, therefore, directs that a Notice of Exemption be filed with the County Clerk of the County of San Bernardino in accordance with CEQA Guidelines.

Section 3. Salary Tables for the Teams ters Local 1932, City Hall Unit. The City Council of the City of Fontana hereby adopts the updated Teamster Local 1932, City Hall Unit salary table, which includes the salary ranges for the new classification of Budget Analyst I at range CH82 ($6,642.14/mo. - $8,077.34/mo.), the retitled classification of Budget Analyst II at range CH80 ($7,358.00/mo. - $8,947.47/mo.), and the new classification of Contracts Analyst at range CH83 ($6,969.74/mo. - $8,476.00/mo.), and is attached hereto as Exhibit A and incorporated herein by this reference.

Section 4. Salary Tables for the Management/Confidential Group. The City Council of the City of Fontana hereby adopts the updated Management/Confidential Group salary table, which includes the salary ranges for the new classifications of Human Resources Manager at range CH98 ($10,661.74/mo. - $12,963.60/mo) and Payroll Supervisor at range CH99 ($7,403.07/mo. - $9,002.94/mo.) and is attached hereto as Exhibit B and incorporated herein by this reference.
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Section 5. Severability. If any provision of this Resolution or the application of any such provision to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Resolution that can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable. The City Council declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion of this Resolution.

Section 6. Certification. The City Clerk shall certify to the adoption of this Resolution.

Section 7. Custodian of Records. The documents and materials that constitute the record of proceedings on which this Resolution is based are located at the City Clerk’s office located at 8353 Sierra Avenue, Fontana, CA 92335. The custodian of records is the City Clerk.

Section 8. Effective Date: This Resolution shall become effective immediately upon adoption.

APPROVED AND ADOPTED this 25th day of March, 2025.

READ AND APPROVED AS TO LEGAL FORM:

___________________________________
City Attorney

I, Germaine McClellan Key, City Clerk of the City of Fontana, and Ex-Officio Clerk of the City Council, do hereby certify that the foregoing Resolution is the actual Resolution duly and regularly adopted by the City Council of said City at a regular meeting thereof, held on the 25th day of March 2025, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

________________________________
City Clerk of the City of Fontana

________________________________
Mayor of the City of Fontana

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Resolution No. 2025-019
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ATTEST:

________________________________
City Clerk

347

CITY OF FONTANA

CITY HALL BARGAINING UNIT

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 1 of 5 ends

Exhibit A

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
$21.92 $23.02 $24.18 $25.39 $26.66 Hourly
Account Clerk I CH01 $3,799.47 $3,990.14 $4,191.20 $4,400.94 $4,621.07 Monthly $45,593.60 $47,881.60 $50,294.40 $52,811.20 $55,452.80 Annual $23.71 $24.90 $26.15 $27.46 $28.84
Account Clerk II CH02 $4,109.74 $4,316.00 $4,532.67 $4,759.74 $4,998.94 $49,316.80 $51,792.00 $54,392.00 $57,116.80 $59,987.20
$34.86 $36.61 $38.45 $40.38 $42.40
Accountant I CH03 $6,042.40 $6,345.74 $6,664.67 $6,999.20 $7,349.34 $72,508.80 $76,148.80 $79,976.00 $83,990.40 $88,192.00
$38.73 $40.67 $42.71 $44.85 $47.10
Accountant II CH04 $6,713.20 $7,049.47 $7,403.07 $7,774.00 $8,164.00 $80,558.40 $84,593.60 $88,836.80 $93,288.00 $97,968.00
$31.81 $33.41 $35.09 $36.85 $38.70
Accounting Technician CH05 $5,513.74 $5,791.07 $6,082.27 $6,387.34 $6,708.00 $66,164.80 $69,492.80 $72,987.20 $76,648.00 $80,496.00
$36.58 $38.41 $40.34 $42.36 $44.48
Administrative Analyst I CH07 $6,340.54 $6,657.74 $6,992.27 $7,342.40 $7,709.87 $76,086.40 $79,892.80 $83,907.20 $88,108.80 $92,518.40
$40.51 $42.54 $44.67 $46.91 $49.26
Administrative Analyst II CH08 $7,021.74 $7,373.60 $7,742.80 $8,131.07 $8,538.40 $84,260.80 $88,483.20 $92,913.60 $97,572.80 $102,460.80 $24.21 $25.43 $26.71 $28.05 $29.46
Administrative Assistant CH64 $4,196.40 $4,407.87 $4,629.74 $4,862.00 $5,106.40 $50,356.80 $52,894.40 $55,556.80 $58,344.00 $61,276.80
$19.29 $20.26 $21.28 $22.35 $23.47
Administrative Clerk I CH10 $3,343.60 $3,511.74 $3,688.54 $3,874.00 $4,068.14 $40,123.20 $42,140.80 $44,262.40 $46,488.00 $48,817.60
$21.29 $22.36 $23.48 $24.66 $25.90
Administrative Clerk II CH11 $3,690.27 $3,875.74 $4,069.87 $4,274.40 $4,489.34 $44,283.20 $46,508.80 $48,838.40 $51,292.80 $53,872.00

Administrative
Technician $55,952.00 $58,760.00 $61,713.60 $64,812.80 $68,057.60 $29.31 $30.78 $32.32 $33.94 $35.64
Aquatics Coordinator CH13 $5,080.40 $5,335.20 $5,602.14 $5,882.94 $6,177.60 $60,964.80 $64,022.40 $67,225.60 $70,595.20 $74,131.20
$43.19 $45.35 $47.62 $50.01 $52.52
Assistant Engineer CH14 $7,486.27 $7,860.67 $8,254.14 $8,668.40 $9,103.47 $89,835.20 $94,328.00 $99,049.60 $104,020.80 $109,241.60

$26.90 $28.25 $29.67 $31.16 $32.72
CH12 $4,662.67 $4,896.67 $5,142.80 $5,401.07 $5,671.47

348

CITY OF FONTANA

CITY HALL BARGAINING UNIT

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 2 of 5 ends

Exhibit A

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

Assistant Planner

Associate Engineer

Associate Planner

Audio Visual (AV)
Production Specialist

Audio Visual (AV)
Production Supervisor

Budget Analyst I

Budget Analyst II

Building Inspector I

Building Inspector II

Buyer I

Buyer II

Cashier

Code Compliance
Inspector
$36.50 $38.33 $40.25 $42.27 $44.39 Hourly
CH16 $6,326.67 $6,643.87 $6,976.67 $7,326.80 $7,694.27 Monthly $75,920.00 $79,726.40 $83,720.00 $87,921.60 $92,331.20 Annual $49.03 $51.49 $54.07 $56.78 $59.62
CH17 $8,498.54 $8,924.94 $9,372.14 $9,841.87 $10,334.14 $101,982.40 $107,099.20 $112,465.60 $118,102.40 $124,009.60 $40.63 $42.67 $44.81 $47.06 $49.42
CH18 $7,042.54 $7,396.14 $7,767.07 $8,157.07 $8,566.14
$84,510.40 $88,753.60 $93,204.80 $97,884.80 $102,793.60 $30.93 $32.48 $34.11 $35.82 $37.62
CH79 $5,361.20 $5,629.87 $5,912.40 $6,208.80 $6,520.80
$64,334.40 $67,558.40 $70,948.80 $74,505.60 $78,249.60
$34.54 $36.27 $38.09 $40.00 $42.00
CH59 $5,986.94 $6,286.80 $6,602.27 $6,933.34 $7,280.00
$71,843.20 $75,441.60 $79,227.20 $83,200.00 $87,360.00
$38.32 $40.24 $42.26 $44.38 $46.60
CH82 $6,642.14 $6,974.94 $7,325.07 $7,692.54 $8,077.34
$79,705.60 $83,699.20 $87,900.80 $92,310.40 $96,928.00
$42.45 $44.58 $46.81 $49.16 $51.62
CH80 $7,358.00 $7,727.20 $8,113.74 $8,521.07 $8,947.47
$88,296.00 $92,726.40 $97,364.80 $102,252.80 $107,369.60 $31.88 $33.48 $35.16 $36.92 $38.77
CH19 $5,525.87 $5,803.20 $6,094.40 $6,399.47 $6,720.14
$66,310.40 $69,638.40 $73,132.80 $76,793.60 $80,641.60
$35.06 $36.82 $38.67 $40.61 $42.65
CH20 $6,077.07 $6,382.14 $6,702.80 $7,039.07 $7,392.67
$72,924.80 $76,585.60 $80,433.60 $84,468.80 $88,712.00
$26.52 $27.85 $29.25 $30.72 $32.26
CH23 $4,596.80 $4,827.34 $5,070.00 $5,324.80 $5,591.74
$55,161.60 $57,928.00 $60,840.00 $63,897.60 $67,100.80
$29.97 $31.47 $33.05 $34.71 $36.45
CH78 $5,194.80 $5,454.80 $5,728.67 $6,016.40 $6,318.00
$62,337.60 $65,457.60 $68,744.00 $72,196.80 $75,816.00
$17.16 $18.02 $18.93 $19.88 $20.88
CH26 $2,974.40 $3,123.47 $3,281.20 $3,445.87 $3,619.20
$35,692.80 $37,481.60 $39,374.40 $41,350.40 $43,430.40
$34.54 $36.27 $38.09 $40.00 $42.00
CH29 $5,986.94 $6,286.80 $6,602.27 $6,933.34 $7,280.00
$71,843.20 $75,441.60 $79,227.20 $83,200.00 $87,360.00

349

CITY OF FONTANA

CITY HALL BARGAINING UNIT

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 3 of 5 ends

Exhibit A

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

Community Services
Coordinator

Contracts Analyst

Engineering
Technician I

Engineering
Technician II

Environmental
Compliance
Inspector I

Environmental
Compliance
Inspector II

Environmental
Compliance Technician

GIS Analyst

GIS Specialist

Grant Analyst

Housing Technician

IT Systems Specialist

IT Systems Technician
$29.31 $30.78 $32.32 $33.94 $35.64 Hourly
CH30 $5,080.40 $5,335.20 $5,602.14 $5,882.94 $6,177.60 Monthly $60,964.80 $64,022.40 $67,225.60 $70,595.20 $74,131.20 Annual $40.21 $42.23 $44.35 $46.57 $48.90
CH83 $6,969.74 $7,319.87 $7,687.34 $8,072.14 $8,476.00
$83,636.80 $87,838.40 $92,248.00 $96,865.60 $101,712.00 $32.92 $34.57 $36.30 $38.12 $40.03
CH33 $5,706.14 $5,992.14 $6,292.00 $6,607.47 $6,938.54
$68,473.60 $71,905.60 $75,504.00 $79,289.60 $83,262.40
$39.58 $41.56 $43.64 $45.83 $48.13
CH34 $6,860.54 $7,203.74 $7,564.27 $7,943.87 $8,342.54
$82,326.40 $86,444.80 $90,771.20 $95,326.40 $100,110.40 $31.68 $33.27 $34.94 $36.69 $38.53
CH37 $5,491.20 $5,766.80 $6,056.27 $6,359.60 $6,678.54
$65,894.40 $69,201.60 $72,675.20 $76,315.20 $80,142.40
$34.54 $36.27 $38.09 $40.00 $42.00
CH67 $5,986.94 $6,286.80 $6,602.27 $6,933.34 $7,280.00
$71,843.20 $75,441.60 $79,227.20 $83,200.00 $87,360.00
$24.96 $26.21 $27.53 $28.91 $30.36
CH81 $4,326.40 $4,543.07 $4,771.87 $5,011.07 $5,262.40
$51,916.80 $54,516.80 $57,262.40 $60,132.80 $63,148.80
$35.84 $37.64 $39.53 $41.51 $43.59
CH43 $6,212.27 $6,524.27 $6,851.87 $7,195.07 $7,555.60
$74,547.20 $78,291.20 $82,222.40 $86,340.80 $90,667.20
$30.42 $31.95 $33.55 $35.23 $37.00
CH40 $5,272.80 $5,538.00 $5,815.34 $6,106.54 $6,413.34
$63,273.60 $66,456.00 $69,784.00 $73,278.40 $76,960.00
$46.08 $48.39 $50.81 $53.36 $56.03
CH61 $7,987.20 $8,387.60 $8,807.07 $9,249.07 $9,711.87
$95,846.40 $100,651.20 $105,684.80 $110,988.80 $116,542.40 $33.01 $34.67 $36.41 $38.24 $40.16
CH41 $5,721.74 $6,009.47 $6,311.07 $6,628.27 $6,961.07
$68,660.80 $72,113.60 $75,732.80 $79,539.20 $83,532.80
$35.24 $37.01 $38.87 $40.82 $42.87
CH77 $6,108.27 $6,415.07 $6,737.47 $7,075.47 $7,430.80
$73,299.20 $76,980.80 $80,849.60 $84,905.60 $89,169.60
$31.76 $33.35 $35.02 $36.78 $38.62
CH71 $5,505.07 $5,780.67 $6,070.14 $6,375.20 $6,694.14
$66,060.80 $69,368.00 $72,841.60 $76,502.40 $80,329.60

350

CITY OF FONTANA

CITY HALL BARGAINING UNIT

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 4 of 5 ends

Exhibit A

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

IT Technician I

IT Technician II

Landscape
Technician I

Landscape
Technician II

Lead Traffic Signal
Maintenance Technician

Marketing Specialist I

Marketing Specialist II

Permit Technician I

Permit Technician II

Planning Inspector

Planning Technician

Plans Examiner I

Plans Examiner II
$24.96 $26.21 $27.53 $28.91 $30.36 Hourly
CH45 $4,326.40 $4,543.07 $4,771.87 $5,011.07 $5,262.40 Monthly $51,916.80 $54,516.80 $57,262.40 $60,132.80 $63,148.80 Annual $28.43 $29.86 $31.36 $32.93 $34.58
CH46 $4,927.87 $5,175.74 $5,435.74 $5,707.87 $5,993.87
$59,134.40 $62,108.80 $65,228.80 $68,494.40 $71,926.40
$31.29 $32.86 $34.51 $36.24 $38.06
CH48 $5,423.60 $5,695.74 $5,981.74 $6,281.60 $6,597.07
$65,083.20 $68,348.80 $71,780.80 $75,379.20 $79,164.80
$34.54 $36.27 $38.09 $40.00 $42.00
CH49 $5,986.94 $6,286.80 $6,602.27 $6,933.34 $7,280.00
$71,843.20 $75,441.60 $79,227.20 $83,200.00 $87,360.00
$42.17 $44.28 $46.50 $48.83 $51.28
CH70 $7,309.47 $7,675.20 $8,060.00 $8,463.87 $8,888.54
$87,713.60 $92,102.40 $96,720.00 $101,566.40 $106,662.40 $30.73 $32.27 $33.89 $35.59 $37.37
CH51 $5,326.54 $5,593.47 $5,874.27 $6,168.94 $6,477.47
$63,918.40 $67,121.60 $70,491.20 $74,027.20 $77,729.60
$40.80 $42.84 $44.99 $47.24 $49.61
CH50 $7,072.00 $7,425.60 $7,798.27 $8,188.27 $8,599.07
$84,864.00 $89,107.20 $93,579.20 $98,259.20 $103,188.80 $27.33 $28.70 $30.14 $31.65 $33.24
CH31 $4,737.20 $4,974.67 $5,224.27 $5,486.00 $5,761.60
$56,846.40 $59,696.00 $62,691.20 $65,832.00 $69,139.20
$31.76 $33.35 $35.02 $36.78 $38.62
CH21 $5,505.07 $5,780.67 $6,070.14 $6,375.20 $6,694.14
$66,060.80 $69,368.00 $72,841.60 $76,502.40 $80,329.60
$34.54 $36.27 $38.09 $40.00 $42.00
CH55 $5,986.94 $6,286.80 $6,602.27 $6,933.34 $7,280.00
$71,843.20 $75,441.60 $79,227.20 $83,200.00 $87,360.00
$30.33 $31.85 $33.45 $35.13 $36.89
CH56 $5,257.20 $5,520.67 $5,798.00 $6,089.20 $6,394.27
$63,086.40 $66,248.00 $69,576.00 $73,070.40 $76,731.20
$38.34 $40.26 $42.28 $44.40 $46.62
CH57 $6,645.60 $6,978.40 $7,328.54 $7,696.00 $8,080.80
$79,747.20 $83,740.80 $87,942.40 $92,352.00 $96,969.60
$42.17 $44.28 $46.50 $48.83 $51.28
CH58 $7,309.47 $7,675.20 $8,060.00 $8,463.87 $8,888.54
$87,713.60 $92,102.40 $96,720.00 $101,566.40 $106,662.40

351

CITY OF FONTANA

CITY HALL BARGAINING UNIT

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 5 of 5 ends

Exhibit A

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

Project Coordinator

Public Works Inspector

Senior Administrative
Assistant

Senior Building
Inspector

Senior Code
Compliance Inspector

Senior Environmental
Compliance Inspector

Senior IT Technician

Senior Plans Examiner

Senior Public Works
Inspector

Traffic Engineering
Technician

Traffic Signal
Maintenance
Technician I

Traffic Signal
Maintenance
Technician II
$42.38 $44.50 $46.73 $49.07 $51.53 Hourly
CH60 $7,345.87 $7,713.34 $8,099.87 $8,505.47 $8,931.87 Monthly $88,150.40 $92,560.00 $97,198.40 $102,065.60 $107,182.40 Annual $36.18 $37.99 $39.89 $41.89 $43.99
CH63 $6,271.20 $6,584.94 $6,914.27 $7,260.94 $7,624.94
$75,254.40 $79,019.20 $82,971.20 $87,131.20 $91,499.20
$30.01 $31.52 $33.10 $34.76 $36.50
CH09 $5,201.74 $5,463.47 $5,737.34 $6,025.07 $6,326.67
$62,420.80 $65,561.60 $68,848.00 $72,300.80 $75,920.00
$40.17 $42.18 $44.29 $46.51 $48.84
CH65 $6,962.80 $7,311.20 $7,676.94 $8,061.74 $8,465.60
$83,553.60 $87,734.40 $92,123.20 $96,740.80 $101,587.20 $37.96 $39.86 $41.86 $43.96 $46.16
CH66 $6,579.74 $6,909.07 $7,255.74 $7,619.74 $8,001.07
$78,956.80 $82,908.80 $87,068.80 $91,436.80 $96,012.80
$37.96 $39.86 $41.86 $43.96 $46.16
CH36 $6,579.74 $6,909.07 $7,255.74 $7,619.74 $8,001.07
$78,956.80 $82,908.80 $87,068.80 $91,436.80 $96,012.80
$33.15 $34.81 $36.56 $38.39 $40.31
CH44 $5,746.00 $6,033.74 $6,337.07 $6,654.27 $6,987.07
$68,952.00 $72,404.80 $76,044.80 $79,851.20 $83,844.80
$46.89 $49.24 $51.71 $54.30 $57.02
CH68 $8,127.60 $8,534.94 $8,963.07 $9,412.00 $9,883.47
$97,531.20 $102,419.20 $107,556.80 $112,944.00 $118,601.60 $44.37 $46.59 $48.92 $51.37 $53.94
CH69 $7,690.80 $8,075.60 $8,479.47 $8,904.14 $9,349.60
$92,289.60 $96,907.20 $101,753.60 $106,849.60 $112,195.20 $39.58 $41.56 $43.64 $45.83 $48.13
CH74 $6,860.54 $7,203.74 $7,564.27 $7,943.87 $8,342.54
$82,326.40 $86,444.80 $90,771.20 $95,326.40 $100,110.40 $34.18 $35.89 $37.69 $39.58 $41.56
CH73 $5,924.54 $6,220.94 $6,532.94 $6,860.54 $7,203.74
$71,094.40 $74,651.20 $78,395.20 $82,326.40 $86,444.80
$37.61 $39.50 $41.48 $43.56 $45.74
CH75 $6,519.07 $6,846.67 $7,189.87 $7,550.40 $7,928.27
$78,228.80 $82,160.00 $86,278.40 $90,604.80 $95,139.20

352

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 1 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

$66.96 $70.31 $73.83 $77.53 $81.41 Hourly
Accounting Manager MC01 $11,606.40 $12,187.07 $12,797.20 $13,438.54 $14,111.07 Monthly $139,276.80 $146,244.80 $153,566.40 $161,262.40 $169,332.80 Annual $48.36 $50.78 $53.32 $55.99 $58.79
Accounting Supervisor MC62 $8,382.40 $8,801.87 $9,242.14 $9,704.94 $10,190.27 $100,588.80 $105,622.40 $110,905.60 $116,459.20 $122,283.20

Administrative & Finance
Manager

Building Inspections
Supervisor

Community Services
Supervisor
$130,041.60 $136,552.00 $143,395.20 $150,571.20 $158,100.80 $57.31 $60.18 $63.19 $66.35 $69.67
Assistant Building Official MC03 $9,933.74 $10,431.20 $10,952.94 $11,500.67 $12,076.14 $119,204.80 $125,174.40 $131,435.20 $138,008.00 $144,913.60 $42.69 $44.83 $47.08 $49.44 $51.92
Benefits Analyst MC97 $7,399.60 $7,770.54 $8,160.54 $8,569.60 $8,999.47 $88,795.20 $93,246.40 $97,926.40 $102,835.20 $107,993.60 $61.71 $64.80 $68.04 $71.45 $75.03
Budget Manager MC07 $10,696.40 $11,232.00 $11,793.60 $12,384.67 $13,005.20 $128,356.80 $134,784.00 $141,523.20 $148,616.00 $156,062.40

$102,856.00 $108,014.40 $113,422.40 $119,100.80 $125,070.40 $42.15 $44.26 $46.48 $48.81 $51.26
Business Systems Analyst MC06 $7,306.00 $7,671.74 $8,056.54 $8,460.40 $8,885.07 $87,672.00 $92,060.80 $96,678.40 $101,524.80 $106,620.80 $54.75 $57.49 $60.37 $63.39 $66.56
City Land Surveyor MC79 $9,490.00 $9,964.94 $10,464.14 $10,987.60 $11,537.07 $113,880.00 $119,579.20 $125,569.60 $131,851.20 $138,444.80 $57.71 $60.60 $63.63 $66.82 $70.17
Code Compliance Manager MC10 $10,003.07 $10,504.00 $11,029.20 $11,582.14 $12,162.80 $120,036.80 $126,048.00 $132,350.40 $138,985.60 $145,953.60 $49.45 $51.93 $54.53 $57.26 $60.13
Code Compliance Supervisor MC65 $8,571.34 $9,001.20 $9,451.87 $9,925.07 $10,422.54 $102,856.00 $108,014.40 $113,422.40 $119,100.80 $125,070.40 $54.90 $57.65 $60.54 $63.57 $66.75
Community Services Manager MC11 $9,516.00 $9,992.67 $10,493.60 $11,018.80 $11,570.00 $114,192.00 $119,912.00 $125,923.20 $132,225.60 $138,840.00

$80,953.60 $85,009.60 $89,273.60 $93,745.60 $98,446.40
$40.89 $42.94 $45.09 $47.35 $49.72
Data Analyst MC05 $7,087.60 $7,442.94 $7,815.60 $8,207.34 $8,618.14 $85,051.20 $89,315.20 $93,787.20 $98,488.00 $103,417.60 $54.59 $57.32 $60.19 $63.20 $66.36
Database Administrator MC14 $9,462.27 $9,935.47 $10,432.94 $10,954.67 $11,502.40 $113,547.20 $119,225.60 $125,195.20 $131,456.00 $138,028.80 $46.82 $49.17 $51.63 $54.22 $56.94
Deputy City Clerk MC95 $8,115.47 $8,522.80 $8,949.20 $9,398.14 $9,869.60 $97,385.60 $102,273.60 $107,390.40 $112,777.60 $118,435.20

$38.92 $40.87 $42.92 $45.07 $47.33
MC12 $6,746.14 $7,084.14 $7,439.47 $7,812.14 $8,203.87

$62.52 $65.65 $68.94 $72.39 $76.01
MC94 $10,836.80 $11,379.34 $11,949.60 $12,547.60 $13,175.07

$49.45 $51.93 $54.53 $57.26 $60.13
MC64 $8,571.34 $9,001.20 $9,451.87 $9,925.07 $10,422.54

353

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 2 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

$75.44

$79.22

$83.19

$87.35

$91.72

Hourly
Deputy Finance Officer MC86 $13,076.27 $13,731.47 $14,419.60 $15,140.67 $15,898.14 Monthly $156,915.20 $164,777.60 $173,035.20 $181,688.00 $190,777.60 Annual $50.22 $52.74 $55.38 $58.15 $61.06
Dispatch Manager MC37 $8,704.80 $9,141.60 $9,599.20 $10,079.34 $10,583.74 $104,457.60 $109,699.20 $115,190.40 $120,952.00 $127,004.80 $39.42 $41.40 $43.47 $45.65 $47.94
Dispatch Supervisor MC38 $6,832.80 $7,176.00 $7,534.80 $7,912.67 $8,309.60 $81,993.60 $86,112.00 $90,417.60 $94,952.00 $99,715.20
Economic Development $44.76 $47.00 $49.35 $51.82 $54.42 Analyst MC76 $7,758.40 $8,146.67 $8,554.00 $8,982.14 $9,432.80 $93,100.80 $97,760.00 $102,648.00 $107,785.60 $113,193.60 Emergency Services $44.95 $47.20 $49.56 $52.04 $54.65
Coordinator MC93 $7,791.34 $8,181.34 $8,590.40 $9,020.27 $9,472.67 $93,496.00 $98,176.00 $103,084.80 $108,243.20 $113,672.00 $66.96 $70.31 $73.83 $77.53 $81.41
Engineering Manager MC16 $11,606.40 $12,187.07 $12,797.20 $13,438.54 $14,111.07 $139,276.80 $146,244.80 $153,566.40 $161,262.40 $169,332.80 Environmental Compliance $49.45 $51.93 $54.53 $57.26 $60.13 Supervisor MC17 $8,571.34 $9,001.20 $9,451.87 $9,925.07 $10,422.54 $102,856.00 $108,014.40 $113,422.40 $119,100.80 $125,070.40 Equipment Mechanic $41.94 $44.04 $46.25 $48.57 $51.00
Supervisor MC21 $7,269.60 $7,633.60 $8,016.67 $8,418.80 $8,840.00 $87,235.20 $91,603.20 $96,200.00 $101,025.60 $106,080.00 $31.84 $33.44 $35.12 $36.88 $38.73
Executive Assistant MC53 $5,518.94 $5,796.27 $6,087.47 $6,392.54 $6,713.20 $66,227.20 $69,555.20 $73,049.60 $76,710.40 $80,558.40
Executive Assistant to City $43.67 $45.86 $48.16 $50.57 $53.10 Manager MC18 $7,569.47 $7,949.07 $8,347.74 $8,765.47 $9,204.00 $90,833.60 $95,388.80 $100,172.80 $105,185.60 $110,448.00 Facilities Maintenance $41.94 $44.04 $46.25 $48.57 $51.00 Supervisor MC19 $7,269.60 $7,633.60 $8,016.67 $8,418.80 $8,840.00 $87,235.20 $91,603.20 $96,200.00 $101,025.60 $106,080.00 $62.52 $65.65 $68.94 $72.39 $76.01
Finance Manager MC20 $10,836.80 $11,379.34 $11,949.60 $12,547.60 $13,175.07 $130,041.60 $136,552.00 $143,395.20 $150,571.20 $158,100.80 $54.59 $57.32 $60.19 $63.20 $66.36
GIS Supervisor MC22 $9,462.27 $9,935.47 $10,432.94 $10,954.67 $11,502.40 $113,547.20 $119,225.60 $125,195.20 $131,456.00 $138,028.80 $53.53 $56.21 $59.03 $61.99 $65.09
Homeless Solutions Manager MC87 $9,278.54 $9,743.07 $10,231.87 $10,744.94 $11,282.27 $111,342.40 $116,916.80 $122,782.40 $128,939.20 $135,387.20 $57.71 $60.60 $63.63 $66.82 $70.17
Housing Manager MC23 $10,003.07 $10,504.00 $11,029.20 $11,582.14 $12,162.80 $120,036.80 $126,048.00 $132,350.40 $138,985.60 $145,953.60 $42.69 $44.83 $47.08 $49.44 $51.92
Human Resources Analyst MC24 $7,399.60 $7,770.54 $8,160.54 $8,569.60 $8,999.47 $88,795.20 $93,246.40 $97,926.40 $102,835.20 $107,993.60 354

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 3 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

$23.86

$25.06

$26.32

$27.64

$29.03

Hourly
Human Resources Clerk MC25 $4,135.74 $4,343.74 $4,562.14 $4,790.94 $5,031.87 Monthly $49,628.80 $52,124.80 $54,745.60 $57,491.20 $60,382.40 Annual $61.51 $64.59 $67.82 $71.22 $74.79
Human Resources Manager MC98 $10,661.74 $11,195.60 $11,755.47 $12,344.80 $12,963.60 $127,940.80 $134,347.20 $141,065.60 $148,137.60 $155,563.20 $35.24 $37.01 $38.87 $40.82 $42.87
Human Resources Specialist MC26 $6,108.27 $6,415.07 $6,737.47 $7,075.47 $7,430.80 $73,299.20 $76,980.80 $80,849.60 $84,905.60 $89,169.60
$29.89 $31.39 $32.96 $34.61 $36.35
Human Resources Technician MC27 $5,180.94 $5,440.94 $5,713.07 $5,999.07 $6,300.67 $62,171.20 $65,291.20 $68,556.80 $71,988.80 $75,608.00
$54.59 $57.32 $60.19 $63.20 $66.36
Internal Auditor MC58 $9,462.27 $9,935.47 $10,432.94 $10,954.67 $11,502.40 $113,547.20 $119,225.60 $125,195.20 $131,456.00 $138,028.80 $57.33 $60.20 $63.21 $66.38 $69.70
IT Customer Service Manager MC91 $9,937.20 $10,434.67 $10,956.40 $11,505.87 $12,081.34 $119,246.40 $125,216.00 $131,476.80 $138,070.40 $144,976.00 $61.55 $64.63 $67.87 $71.27 $74.84
IT Manager MC28 $10,668.67 $11,202.54 $11,764.14 $12,353.47 $12,972.27 $128,024.00 $134,430.40 $141,169.60 $148,241.60 $155,667.20 $41.11 $43.17 $45.33 $47.60 $49.98
IT Systems Analyst MC71 $7,125.74 $7,482.80 $7,857.20 $8,250.67 $8,663.20 $85,508.80 $89,793.60 $94,286.40 $99,008.00 $103,958.40 $60.38 $63.40 $66.57 $69.90 $73.40
IT Systems Supervisor MC29 $10,465.87 $10,989.34 $11,538.80 $12,116.00 $12,722.67 $125,590.40 $131,872.00 $138,465.60 $145,392.00 $152,672.00 $39.68 $41.67 $43.76 $45.95 $48.25
Management Analyst I MC80 $6,877.87 $7,222.80 $7,585.07 $7,964.67 $8,363.34 $82,534.40 $86,673.60 $91,020.80 $95,576.00 $100,360.00 $45.66 $47.95 $50.35 $52.87 $55.52
Management Analyst II MC81 $7,914.40 $8,311.34 $8,727.34 $9,164.14 $9,623.47 $94,972.80 $99,736.00 $104,728.00 $109,969.60 $115,481.60 $34.72
Management Trainee MC78

Marketing & Economic
Development Manager
$6,018.14
$72,217.60
"Step 1 Only"

Office Manager

Parks & Landscape
Supervisor

Payroll Coordinator
$54.60 $57.33 $60.20 $63.21 $66.38
MC09 $9,464.00 $9,937.20 $10,434.67 $10,956.40 $11,505.87 $113,568.00 $119,246.40 $125,216.00 $131,476.80 $138,070.40 $40.32 $42.34 $44.46 $46.69 $49.03
MC13 $6,988.80 $7,338.94 $7,706.40 $8,092.94 $8,498.54
$83,865.60 $88,067.20 $92,476.80 $97,115.20 $101,982.40 $41.94 $44.04 $46.25 $48.57 $51.00
MC31 $7,269.60 $7,633.60 $8,016.67 $8,418.80 $8,840.00
$87,235.20 $91,603.20 $96,200.00 $101,025.60 $106,080.00 $36.69 $38.53 $40.46 $42.49 $44.62
MC33 $6,359.60 $6,678.54 $7,013.07 $7,364.94 $7,734.14
$76,315.20 $80,142.40 $84,156.80 $88,379.20 $92,809.60

355

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 4 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

$42.71

$44.85

$47.10

$49.46

$51.94

Hourly
Payroll Supervisor MC99 $7,403.07 $7,774.00 $8,164.00 $8,573.07 $9,002.94 Monthly $88,836.80 $93,288.00 $97,968.00 $102,876.80 $108,035.20 Annual $30.04 $31.55 $33.13 $34.79 $36.53
Payroll Technician MC34 $5,206.94 $5,468.67 $5,742.54 $6,030.27 $6,331.87 $62,483.20 $65,624.00 $68,910.40 $72,363.20 $75,982.40
$49.45 $51.93 $54.53 $57.26 $60.13
Permit Supervisor MC15 $8,571.34 $9,001.20 $9,451.87 $9,925.07 $10,422.54 $102,856.00 $108,014.40 $113,422.40 $119,100.80 $125,070.40 $58.55 $61.48 $64.56 $67.79 $71.18
Planning Manager MC83 $10,148.67 $10,656.54 $11,190.40 $11,750.27 $12,337.87 $121,784.00 $127,878.40 $134,284.80 $141,003.20 $148,054.40 $51.08 $53.64 $56.33 $59.15 $62.11
Plans Examiner Supervisor MC75 $8,853.87 $9,297.60 $9,763.87 $10,252.67 $10,765.74 $106,246.40 $111,571.20 $117,166.40 $123,032.00 $129,188.80 $36.86 $38.71 $40.65 $42.69 $44.83
Police Property Supervisor MC40 $6,389.07 $6,709.74 $7,046.00 $7,399.60 $7,770.54 $76,668.80 $80,516.80 $84,552.00 $88,795.20 $93,246.40
$48.03 $50.44 $52.97 $55.62 $58.41
Police Records Manager MC41 $8,325.20 $8,742.94 $9,181.47 $9,640.80 $10,124.40 $99,902.40 $104,915.20 $110,177.60 $115,689.60 $121,492.80 $32.04 $33.65 $35.34 $37.11 $38.97
Police Records Supervisor MC39 $5,553.60 $5,832.67 $6,125.60 $6,432.40 $6,754.80 $66,643.20 $69,992.00 $73,507.20 $77,188.80 $81,057.60

Police Support Services
Administrator

Public Works Inspection
Supervisor $104,769.60 $110,011.20 $115,523.20 $121,305.60 $127,379.20 $57.71 $60.60 $63.63 $66.82 $70.17
Public Works Manager MC45 $10,003.07 $10,504.00 $11,029.20 $11,582.14 $12,162.80 $120,036.80 $126,048.00 $132,350.40 $138,985.60 $145,953.60 $41.94 $44.04 $46.25 $48.57 $51.00
Public Works Supervisor MC73 $7,269.60 $7,633.60 $8,016.67 $8,418.80 $8,840.00 $87,235.20 $91,603.20 $96,200.00 $101,025.60 $106,080.00 $52.39 $55.01 $57.77 $60.66 $63.70
Purchasing Manager MC88 $9,080.94 $9,535.07 $10,013.47 $10,514.40 $11,041.34 $108,971.20 $114,420.80 $120,161.60 $126,172.80 $132,496.00 $35.83 $37.63 $39.52 $41.50 $43.58
Purchasing Specialist MC46 $6,210.54 $6,522.54 $6,850.14 $7,193.34 $7,553.87 $74,526.40 $78,270.40 $82,201.60 $86,320.00 $90,646.40
$43.75 $45.94 $48.24 $50.66 $53.20
Purchasing Supervisor MC47 $7,583.34 $7,962.94 $8,361.60 $8,781.07 $9,221.34 $91,000.00 $95,555.20 $100,339.20 $105,372.80 $110,656.00 $31.91 $33.51 $35.19 $36.95 $38.80
Records Coordinator MC77 $5,531.07 $5,808.40 $6,099.60 $6,404.67 $6,725.34 $66,372.80 $69,700.80 $73,195.20 $76,856.00 $80,704.00

$58.09 $61.00 $64.05 $67.26 $70.63
MC36 $10,068.94 $10,573.34 $11,102.00 $11,658.40 $12,242.54 $120,827.20 $126,880.00 $133,224.00 $139,900.80 $146,910.40 $50.37 $52.89 $55.54 $58.32 $61.24
MC44 $8,730.80 $9,167.60 $9,626.94 $10,108.80 $10,614.94

356

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 5 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

$49.45

$51.93

$54.53

$57.26

$60.13

Hourly
Resource Budget Officer MC49 $8,571.34 $9,001.20 $9,451.87 $9,925.07 $10,422.54 Monthly $102,856.00 $108,014.40 $113,422.40 $119,100.80 $125,070.40 Annual $48.28 $50.70 $53.24 $55.91 $58.71
Revenue Operations Manager MC89 $8,368.54 $8,788.00 $9,228.27 $9,691.07 $10,176.40 $100,422.40 $105,456.00 $110,739.20 $116,292.80 $122,116.80 $47.49 $49.87 $52.37 $54.99 $57.74
Risk Management Analyst MC96 $8,231.60 $8,644.14 $9,077.47 $9,531.60 $10,008.27 $98,779.20 $103,729.60 $108,929.60 $114,379.20 $120,099.20 $59.90 $62.90 $66.05 $69.36 $72.83
Risk Manager MC90 $10,382.67 $10,902.67 $11,448.67 $12,022.40 $12,623.87 $124,592.00 $130,832.00 $137,384.00 $144,268.80 $151,486.40 $42.99 $45.14 $47.40 $49.77 $52.26
Senior Accountant MC50 $7,451.60 $7,824.27 $8,216.00 $8,626.80 $9,058.40 $89,419.20 $93,891.20 $98,592.00 $103,521.60 $108,700.80 $46.82 $49.17 $51.63 $54.22 $56.94
Senior Administrative Analyst MC52 $8,115.47 $8,522.80 $8,949.20 $9,398.14 $9,869.60 $97,385.60 $102,273.60 $107,390.40 $112,777.60 $118,435.20 Senior Administrative $28.94 $30.39 $31.91 $33.51 $35.19 Assistant - Confidential MC02 $5,016.27 $5,267.60 $5,531.07 $5,808.40 $6,099.60 $60,195.20 $63,211.20 $66,372.80 $69,700.80 $73,195.20
Senior Administrative $33.43 $35.11 $36.87 $38.72 $40.66 Technician MC51 $5,794.54 $6,085.74 $6,390.80 $6,711.47 $7,047.74 $69,534.40 $73,028.80 $76,689.60 $80,537.60 $84,572.80
Senior Business Systems $48.21 $50.63 $53.17 $55.83 $58.63 Analyst MC54 $8,356.40 $8,775.87 $9,216.14 $9,677.20 $10,162.54 $100,276.80 $105,310.40 $110,593.60 $116,126.40 $121,950.40 $57.67 $60.56 $63.59 $66.77 $70.11
Senior Civil Engineer MC55 $9,996.14 $10,497.07 $11,022.27 $11,573.47 $12,152.40 $119,953.60 $125,964.80 $132,267.20 $138,881.60 $145,828.80 $54.92 $57.67 $60.56 $63.59 $66.77
Senior Engineer MC56 $9,519.47 $9,996.14 $10,497.07 $11,022.27 $11,573.47 $114,233.60 $119,953.60 $125,964.80 $132,267.20 $138,881.60 Senior Human Resources $49.06 $51.52 $54.10 $56.81 $59.66 Analyst MC57 $8,503.74 $8,930.14 $9,377.34 $9,847.07 $10,341.07 $102,044.80 $107,161.60 $112,528.00 $118,164.80 $124,092.80 $50.43 $52.96 $55.61 $58.40 $61.32
Senior IT Systems Analyst MC70 $8,741.20 $9,179.74 $9,639.07 $10,122.67 $10,628.80 $104,894.40 $110,156.80 $115,668.80 $121,472.00 $127,545.60 $47.93 $50.33 $52.85 $55.50 $58.28
Senior Landscape Planner MC92 $8,307.87 $8,723.87 $9,160.67 $9,620.00 $10,101.87 $99,694.40 $104,686.40 $109,928.00 $115,440.00 $121,222.40 $54.68 $57.42 $60.30 $63.32 $66.49
Senior Management Analyst MC82 $9,477.87 $9,952.80 $10,452.00 $10,975.47 $11,524.94 $113,734.40 $119,433.60 $125,424.00 $131,705.60 $138,299.20 $48.65 $51.09 $53.65 $56.34 $59.16
Senior Planner MC59 $8,432.67 $8,855.60 $9,299.34 $9,765.60 $10,254.40 $101,192.00 $106,267.20 $111,592.00 $117,187.20 $123,052.80 357

CITY OF FONTANA

MANAGEMENT/CONFIDENTIAL EMPLOYEES

HOURLY/MONTHLY/ANNUAL PAY SCHEDULE
Effective 03/26/2025

Page 6 of 6 ends

Exhibit B

TITLE RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Senior Public Safety Systems

$54.59

$57.32

$60.19

$63.20

$66.36

Hourly
Analyst MC84 $9,462.27 $9,935.47 $10,432.94 $10,954.67 $11,502.40 Monthly $113,547.20 $119,225.60 $125,195.20 $131,456.00 $138,028.80 Annual $57.50 $60.38 $63.40 $66.57 $69.90
Senior Traffic Engineer MC74 $9,966.67 $10,465.87 $10,989.34 $11,538.80 $12,116.00 $119,600.00 $125,590.40 $131,872.00 $138,465.60 $145,392.00 Software Development $55.36 $58.13 $61.04 $64.10 $67.31 Engineer MC60 $9,595.74 $10,075.87 $10,580.27 $11,110.67 $11,667.07 $115,148.80 $120,910.40 $126,963.20 $133,328.00 $140,004.80 Supervising Animal Services $33.15 $34.81 $36.56 $38.39 $40.31 Officer MC63 $5,746.00 $6,033.74 $6,337.07 $6,654.27 $6,987.07 $68,952.00 $72,404.80 $76,044.80 $79,851.20 $83,844.80
Traffic Signal Maintenance $46.66 $49.00 $51.45 $54.03 $56.74 Supervisor MC68 $8,087.74 $8,493.34 $8,918.00 $9,365.20 $9,834.94 $97,052.80 $101,920.00 $107,016.00 $112,382.40 $118,019.20

358
City of Fontana
Action Report
City Council Meeting
8353 Sierra Avenue
Fontana, CA 92335
File #: 25-0126 Agenda Date: 3/25/2025
Agenda #: L. Category: Consent Calendar
FROM:

Development Services
SUBJECT:

Acceptance of a grant to Support Local Arts Events
RECOMMENDATION:

Authorize the City Manager or his designee to enter into a contract with the San Bernardino County Board of Supervisors to accept a contribution in the amount of $100,000 for the production and support costs of Local Arts Events at Stage Red.

COUNCIL GOALS:
· Concentrate on Inter-governmental relations by pursuing financial participation from county, state and federal governments.

DISCUSSION:

The San Bernardino County Board of Supervisors is contributing to the City’s effort of promoting local talent of musicians and artists. The grant will assist the City in featuring local artists, promote music, and other local acts from the region at Stage Red. Funds will be used towards:
· Talent Show where local amateurs would participate in a talent contest. · Iz Avila Residency at Stage Red and feature other prominent local acts from the region.

The upcoming events would promote local talent and have the dual benefit of promoting the redevelopment occurring in Downtown Fontana.

FISCAL IMPACT:

The fiscal impact associated with the approval of this item will result in increased revenues for Stage Red in the amount of $100,000 to Project String 37300002 Fund 720. The grant requires a matching contribution of 25% of the cost for a minimum of $25,000 from the City. All necessary budget adjustments will be included in the next quarterly budget report.

MOTION:

Approve staff recommendation.

City of Fontana Printed on 3/19/2025Page 1 of 1
powered by Legistar™
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Standard Contract Page 1 of 16

THE INFORMATION IN THIS BOX IS NOT A PART OF THE CONTRACT AND IS FOR COUNTY USE ONLY

Board of Supervisors

Department Contract Representative Penelope Chang
Telephone Number 909-387-4886
Contractor City of Fontana
Contractor Representative
Telephone Number
Contract Term 04/08/2025 – 04/07/2026
Original Contract Amount Not-to-Exceed $100,000
Amendment Amount
Total Contract Amount Not-to-Exceed $100,000
Cost Center 1022001000

IT IS HEREBY AGREED AS FOLLOWS:

WHEREAS, it is the policy of the Board of Supervisors (Board) to work with community partners through services provided by San Bernardino County (County) and contra ctual agreements to identify programs, projects, and initiatives, that support the mission of the County, and to provide services to citizens that promote health, safety, economic well-being, education, recreation, and other public services that enhance quality of life, and meet the needs of the County’s citizens;

WHEREAS, under Government Code sections 26224 and 26227 the Board may contract with certain entities to provide certain services to County residents;

WHEREAS, the County desires to provide funding to the City of Fontana (Contractor) towards production and support costs for the City’s Support Local Arts events; WHEREAS, the County would like Contractor to provide these Services; WHEREAS, the County finds Contractor qualified to provide t he Services to manage the City’s Support Local Arts events that feature local artists and promote music and other local acts from the region; Contract Number

SAP Number

360

Revised 1/10/23 Page 2 of 16
WHEREAS, providing funding to Contractor for the City’s Support Local Arts events serves the public purpose of providing for the social service needs of the Second District’s residents by supporting culture and art and promoting the economy in the region through awareness and business through the work of the local artists; and WHEREAS, the County residents of Fontana and the surrounding communities of the Second District will be served by the City’s Support Local Arts events; and
WHEREAS, the County desires that such Services be provided by Contractor and Contractor agrees to perform these services as set forth below.

NOW, THEREFORE, the County and Contractor mutually agree to the following terms and conditions:

A. PURPOSE OF CONTRACT
This Contract is made for the purpose of providing funding to support Contractor for production and support costs for the City’s Support Local Arts events.

B. CONTRACTOR RESPONSIBILITIES AND SCOPE OF SERVICES
B.1 Funding arising out of this Contract will be used for a scope of Services to assist Contractor with production and support costs for the City’s Support Local Arts events at Stage Red in downtown Fontana, which may include the following:

B.1.1 “2
nd District’s Got Talent,” or similar type of show where local amateurs would participate in a talent contest, leading to a winner selected and a prize awarded.

B.1.2 Iz Avila Residency at Stage Red where he would promote classic music and feature other prominent local acts from the region.

B.2 Contractor shall allow the County, its officers, agents and employees the privilege and right to on- site inspection of the City’s Support Local Arts events for the duration of this Contract. Contractor will ensure that its employees or agents furnish any information that in the judgment of the County, may be relevant to a question of compliance with contractual conditions, or the effectiveness, legality, and achievements of the program.

B.3 Contractor shall provide the County all documen tation regarding the scope of Services covered by this Contract that the County requests from C ontractor within 10 days of County’s request unless a different time is agreed to by the County.

B.4 Contractor shall provide the County with documentation supporting completion of the project within 60 days of project completion.

B.5 Contractor acknowledges and agrees that it will make a matching contribution of at least 25% of the cost of the Services that Contractor will pr ovide under this Contract. Contractor’s matching contribution will be a minimum of $25,000.

C. GENERAL CONTRACT REQUIREMENTS
C.1 Recitals
The recitals set forth above are true and correct and incorporated herein by this reference.

C.2 Contract Amendments
Contractor agrees any alterations, variations, modifications, or waivers of the provisions of the Contract, shall be valid only when reduced to writing, executed and attached to the original Contract and approved by the person(s) authorized to do so on behalf of Contractor and County.

C.3 Contract Assignability
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Revised 1/10/23 Page 3 of 16
Without the prior written consent of the County, the Contract is not assignable by Contractor either in whole or in part. Any attempt by Contractor to assign any performance of the terms of this Contract shall be null and void and shall constitute a material breach of this Contract.

C.4 Contract Exclusivity
This is not an exclusive Contract. The County reserves the right to enter into a contract with other contractors for the same or similar services. The County does not guarantee or represent that the Contractor will be permitted to perform any minimum amount of work, or receive compensation other than on a per order basis, under the terms of this Contract.

C.5 Attorney’s Fees and Costs
If any legal action is instituted to enforce any party’s rights hereunder, each party shall bear its own costs and attorney’s fees, regardless of who is the prevailing party. This paragraph shall not apply to those costs and attorney’s fees directly arising from a third-party legal action against a party hereto and payable under Indemnification and Insurance Requirements.

C.6 Background Checks for Contractor Personnel
Contractor shall ensure that its personnel (a) are authorized to work in the jurisdiction in which they are assigned to perform Services; (b) do not use legal or illegal substances in any manner which will impact their ability to provide Services to the County; and (c) are not otherwise disqualified from performing the Services under applicable law. If requested by the County and not in violation of applicable law, Contractor sh all conduct a background check, at Contractor’s sole expense, on all its personnel providing Services. If requested by the County, Contractor shall provide the results of the background check of each individual to the County. Such background check shall be in the form generally used by Contractor in its initial hiring of employees or contracting for contractors or, as applicable, during the employment-screening process but must, at a minimum, have been performed within the preceding 12-month period. Contractor personnel who do not meet the County’s hiring criteria, in County’s sole discretion, shall not be assigned to work on County property or Services, and County shall have the right, at its sole option, to refuse access to any Contractor personnel to any County facility.

C.7 Change of Address
Contractor shall notify the County in writing, of any change in mailing address within ten (10) business days of the change.

C.8 Choice of Law
This Contract shall be governed by and construed according to the laws of the State of California.

C.9 Compliance with County Policy
In performing the Services and while at any Count y facilities, Contractor personnel (including subcontractors) shall (a) conduct themselves in a businesslike manner; (b) comply with the policies, procedures, and rules of the County regarding health and safety, and personal, professional and ethical conduct; (c) comply with the finance, accounting, banking, Internet, security, and/or other applicable standards, policies, practices, processes, procedures, and controls of the County; and (d) abide by all laws applicable to the County facilities and the provision of the Services, and all amendments and modifications to each of the documents listed in subsections (b), (c), and (d) (collectively, “County Policies”). County Policies, and additions or modifications thereto, may be communicated orally or in writing to Contractor or Contractor personnel or may be made available to Contractor or Contractor personnel by conspicuous posting at a County facility, electronic posting, or other means generally used by County to disseminate such information to its employees or contractors. Contractor shall be responsible for the promulgation and distribution of County Policies to Contractor personnel to the extent necessary and appropriate.

County shall have the right to require Contract or’s employees, agents, representatives and subcontractors to exhibit identification credentials issued by County in order to exercise any right 362

Revised 1/10/23 Page 4 of 16
of access under this Contract.

C.10 Confidentiality
Contractor shall protect from unauthorized use or disclosure the names and other identifying information concerning persons receiving Services pursuant to this Contract, except for statistical information not identifying any participant. Contractor shall not use or disclose any identifying information for any purpose other than carrying out the Contractor's obligations under this Contract, except as may otherwise be required by law. This provision will remain in force even after the termination of the Contract.

C.11 Primary Point of Contact
Contractor will designate an individual to serve as the primary point of contact for the Contract.

Contractor or designee must respond to County inquiries within two (2) business days. Contractor shall not change the primary contact without written acknowledgement to the County. Contractor will also designate a back-up point of contact in the event the primary contact is not available.

C.12 County Representative
The Second District Supervisor or his/her designee shall represent the County in all matters pertaining to the Services to be rendered under this Contract, including termination and assignment of this Contract, and shall be the final authority in all matters pertaining to the Services/Scope of Work by Contractor. Except as provided under Section D of this Contract or as otherwise delegated by the Board of Supervisors, if this Contract was initially approved by the San Bernardino County Board of Supervisors, then the Board of Supervisors must approve all amendments to this Contract.

C.13 Damage to County Property
Contractor shall repair, or cause to be repaired, at its own cost, all damages to County vehicles, facilities, buildings or grounds caused by the willful or negligent acts of Contractor or its employees or agents. Such repairs shall be made immediately after Contractor becomes aware of such damage, but in no event later than thirty (30) days after the occurrence.

If the Contractor fails to make timely repairs, the County may make any necessary repairs. The Contractor, as determined by the County, shall repay all costs incurred by the County for such repairs, by cash payment upon demand, or County may deduct such costs from any amounts due to the Contractor from the County, as determined at the County’s sole discretion.

C.14 Debarment and Suspension
Contractor certifies that neither it nor its principals or subcontractors is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any federal department or agency. (See the following United States General Services Administration’s System for Award Management website https://www.sam.gov).

Contractor further certifies that if it or any of its subcontractors are business entities that must be registered with the California Secretary of State, they are registered and in good standing with the Secretary of State.

C.15 Drug and Alcohol Free Workplace
In recognition of individual rights to work in a safe, healthful and productive workplace, as a material condition of this Contract, the Contractor agrees that the Contractor and the Contractor’s employees, while performing service for the County, on County property, or while using County equipment:

C.15.1 Shall not be in any way impaired because of being under the influence of alcohol or an illegal or controlled substance.

C.15.2 Shall not possess an open container of alcohol or consume alcohol or possess or be under the influence of an illegal or controlled substance.

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C.15.3 Shall not sell, offer, or provide alcohol or an illegal or controlled substance to another person, except where Contractor or Cont ractor’s employee who, as part of the performance of normal job duties and responsibilities, prescribes or administers medically prescribed drugs.

The Contractor shall inform all employees that are performing service for the County on County property, or using County equipment, of the County’s objective of a safe, healthful and productive work place and the prohibition of drug or alcohol use or impairment from same while performing such service for the County.

The County may terminate for default or breach of this Contract and any other Contract the Contractor has with the County, if the Contractor or Contractor’s employees are determined by the County not to be in compliance with above.

C.16 Duration of Terms
This Contract, and all of its terms and conditions, shall be binding upon and shall inure to the benefit of the heirs, executors, administrators, successors, and assigns of the respective parties, provided no such assignment is in violation of the provisions of this Contract.

C.17 Employment Discrimination
During the term of the Contract, Contractor shall not discriminate against any employee or applicant for employment because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condi tion, genetic information, marital status, sex, gender, gender identity, gender expression, sexual orientation, age, or military and veteran status.

Contractor shall comply with Executive Orders 11246, 11375, 11625, 12138, 12432, 12250, 13672, Title VI and Title VII of the Civil Rights Act of 1964, the California Fair Employment and Housing Act and other applicable Federal, State and County laws and regulations and policies relating to equal employment and contracting opportunities, including laws and regulations hereafter enacted.

C.18 Environmental Requirements
In accordance with County Policy 11-08, the County prefers to acquire and use products with higher levels of post-consumer recycled content. Environmentally preferable goods and materials must perform satisfactorily and be available at a reasonable price. The County requires Contractor to use recycled paper for any printed or photocopied material created as a result of this Contract. Contractor is also required to use both sides of paper sheets for reports submitted to the County whenever practicable.

To assist the county in meeting the reporting requirements of the California Integrated Waste Management Act of 1989 (AB 939), Contractor must be able to annually report the County’s environmentally preferable purchases. Contractor must also be able to report on environmentally preferable goods and materials used in the provision of their service to the County, utilizing a County approved form.

C.19 Improper Influence
Contractor shall make all reasonable efforts to ensure that no County officer or employee, whose position in the County enables him/her to influence any award of the Contract or any competing offer, shall have any direct or indirect financial interest resulting from the award of the Contract or shall have any relationship to the Contractor or officer or employee of the Contractor.

C.20 Improper Consideration
Contractor shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to cash, discounts, service, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the County in an attempt to secure favorable treatment regarding this Contract.

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The County, by written notice, may immediately terminate this Contract if it determines that any improper consideration as described in the preceding paragraph was offered to any officer, employee or agent of the County with respect to the proposal and award process. This prohibition shall apply to any amendment, extension or evaluation process once a contract has been awarded.

Contractor shall immediately report any attempt by a County officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from Contractor. The report shall be made to the supervisor or manager charged with supervision of the employee or the County Administrative Office. In the event of a termination under this provision, the County is entitled to pursue any available legal remedies.

C.21 Informal Dispute Resolution
In the event the County determines that service is unsatisfactory, or in the event of any other dispute, claim, question or disagreement arising from or relating to this Contract or breach thereof, the parties hereto shall use their best efforts to settle the dispute, claim, question or disagreement.

To this effect, they shall consult and negotiate with each other in good faith and, recognizing their mutual interests, attempt to reach a just and equitable solution satisfactory to both parties.

C.22 Legality and Severability
The parties’ actions under the Contract shall comply with all applicable laws, rules, regulations, court orders and governmental agency orders. The provisions of this Contract are specifically made severable. If a provision of the Contract is terminated or held to be invalid, illegal or unenforceable, the validity, legality and enforceability of the remaining provisions shall remain in full effect.

C.23 Licenses, Permits and/or Certifications
Contractor shall ensure that it has all necessary licenses, permits and/or certifications required by the laws of Federal, State, County, and municipal laws, ordinances, rules and regulations. The Contractor shall maintain these licenses, permits and/or certifications in effect for the duration of this Contract. Contractor will notify County i mmediately of loss or suspension of any such licenses, permits and/or certifications. Failure to maintain a required license, permit and/or certification may result in immediate termination of this Contract.

C.24 Material Misstatement/Misrepresentation
If during the course of the administration of this Contract, the County determines that Contractor has made a material misstatement or misrepresentation or that materially inaccurate information has been provided to the County, this Contract may be immediately terminated. If this Contract is terminated according to this provision, the County is entitled to pursue any available legal remedies.

C.25 Mutual Covenants
The parties to this Contract mutually covenant to perform all of their obligations hereunder, to exercise all discretion and rights granted hereunder, and to give all consents in a reasonable manner consistent with the standards of “good faith” and “fair dealing”.

C.26 Nondisclosure
Contractor shall hold as confidential and use reasonable care to prevent unauthorized access by, storage, disclosure, publication, dissemination to and/or use by third parties of, confidential information that is either: (1) provided by the County to Contractor or an agent of Contractor or otherwise made available to Contractor or Contractor’s agent in connection with this Contract; or, (2) acquired, obtained, or learned by Contractor or an agent of Contractor in the performance of this Contract. For purposes of this provision, confidential information means any data, files, software, information or materials in oral, electronic, tangible or intangible form and however stored, compiled or memorialize and includes, but is not limited to, technology infrastructure, architecture, financial 365

Revised 1/10/23 Page 7 of 16
data, trade secrets, equipment specifications, user lists, passwords, research data, and technology data.

C.27 Notice of Delays
Except as otherwise provided herein, when either party has knowledge that any actual or potential situation is delaying or threatens to delay the timely performance of this Contract, that party shall, within twenty-four (24) hours, give notice thereof, including all relevant information with respect thereto, to the other party.

C.28 Ownership of Documents
All documents, data, products, graphics, computer programs and reports prepared by Contractor pursuant to the Contract shall be considered property of the County upon payment for Services (and products, if applicable). All such items shall be delivered to County at the completion of work under the Contract, subject to the requirements of Section IV–Term of the Contract. Unless otherwise directed by County, Contractor may retain copies of such items.

C.29 RESERVED.

C.30 Air, Water Pollution Control, Safety and Health
Contractor shall comply with all air pollution control, water pollution, safety and health ordinances and statutes, which apply to the work performed pursuant to this Contract.

C.31 Records
Contractor shall maintain all records and books pertaining to the delivery of Services under this Contract and demonstrate accountability for Contract performance. All records shall be complete and current and comply with all Contract requirements. Failure to maintain acceptable records shall be considered grounds for withholding of payments for invoices submitted and/or termination of the Contract.

All records relating to the Contractor’s personnel, consultants, subcontractors, Services/Scope of Work and expenses pertaining to this Contract shall be kept in a generally acceptable accounting format. Records should include primary source documents. Fiscal records shall be kept in accordance with Generally Accepted Accounting Principles and must account for all funds, tangible assets, revenue and expenditures. Fiscal records must comply with the appropriate Office of Management and Budget (OMB) Circulars, which state the administrative requirements, cost principles and other standards for accountancy.

C.32 Relationship of the Parties
Nothing contained in this Contract shall be construed as creating a joint venture, partnership, or employment arrangement between the Parties hereto, nor shall either Party have the right, power or authority to create an obligation or duty, expressed or implied, on behalf of the other Party hereto.

C.33 Release of Information
No news releases, advertisements, public ann ouncements or photographs arising out of the Contract or Contractor’s relationship with County may be made or used without prior written approval of the County.

C.34 Representation of the County
In the performance of this Contract, Contractor, its agents and employees, shall act in an independent capacity and not as officers, employees, or agents of the San Bernardino County.

C.35 Strict Performance
Failure by a party to insist upon the strict performance of any of the provisions of this Contract by the other party, or the failure by a party to exercise its rights upon the default of the other party, 366

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shall not constitute a waiver of such party’s right to insist and demand strict compliance by the other party with the terms of this Contract thereafter.

C.36 Subcontracting
Contractor shall obtain County’s written consent, which County may withhold in its sole discretion, before entering into Contracts with or otherwise engaging any subcontractors who may supply any part of the Services to County. At County’ s request, Contractor shall provide information regarding the subcontractor’s qualifications and a listing of a subcontractor’s key personnel including, if requested by the County, resumes of proposed subcontractor personnel. Contractor shall remain directly responsible to County for its subcontractors and shall indemnify County for the actions or omissions of its subcontractors under the terms and conditions specified in Section G. All approved subcontractors shall be subject to the provisions of this Contract applicable to Contractor Personnel.

For any subcontractor, Contractor shall:

C.36.1 Be responsible for subcontractor compliance with the Contract and the subcontract terms and conditions; and
C.36.2 Ensure that the subcontractor follows C ounty’s reporting formats and procedures as specified by County.

C.36.3 Include in the subcontractor’s subcontract substantially similar terms as are provided in Sections B. Contractor Responsibilities and C. General Contract Requirements.

Upon expiration or termination of this Contract for any reason, County will have the right to enter into direct Contracts with any of the Subcontractors. Contractor agrees that its arrangements with Subcontractors will not prohibit or restrict such Subcontractors from entering into direct Contracts with County.

C.37 Subpoena
In the event that a subpoena or other legal process commenced by a third party in any way concerning the Goods or Services provided under this Contract is served upon Contractor or County, such party agrees to notify the other party in the most expeditious fashion possible following receipt of such subpoena or other legal process. Contractor and County further agree to cooperate with the other party in any lawful effort by such other party to contest the legal validity of such subpoena or other legal process commenced by a third party as may be reasonably required and at the expense of the party to whom the legal process is directed, except as otherwise provided herein in connection with defense obligations by Contractor for County.

C.38 Termination for Convenience
The County and the Contractor each reserve the right to terminate the Contract, for its convenience, with or without cause, with a thirty (30) day written notice of termination. Such termination may include all or part of the Services described herein. Upon such termination, payment will be made to the Contractor for Services rendered and expenses reasonably incurred prior to the effective date of termination. Upon receipt of termination notice Contractor shall promptly discontinue Services unless the notice directs otherwise. Contractor shall deliver promptly to County and transfer title (if necessary) all completed work, and work in progress, including drafts, documents, plans, forms, dat a, products, graphics, computer programs and reports.

County may immediately terminate this Contract upon the termination, suspension, discontinuation or substantial reduction in County funding for the Contract activity or if for any reason the timely completion of the Services described in Section A or B under this Contract is rendered improbable, infeasible or impossible.

Upon Contract termination, Contractor shall immediately transfer to County all County Funds on hand at the time of expiration and any accounts receivable attributable to the use of County Funds.

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C.39 Time of the Essence
Time is of the essence in performance of this Contract and of each of its provisions.

C.40 Venue
The parties acknowledge and agree that this Contract was entered into and intended to be performed in San Bernardino County, California. The parties agree that the venue of any action or claim brought by any party to this Contract will be the Superior Court of California, San Bernardino County, San Bernardino District. Each party hereby waives any law or rule of the court, which would allow them to request or demand a change of venue. If any action or claim concerning this Contract is brought by any third party and filed in another venue, the parties hereto agree to use their best efforts to obtain a change of venue to the Superior Court of California, San Bernardino County, San Bernardino District.

C.41 Conflict of Interest
Contractor shall make all reasonable efforts to ensure that no conflict of interest exists between its officers, employees, or subcontractors and t he County. Contractor shall make a reasonable effort to prevent employees, Contractor, or members of governing bodies from using their positions for purposes that are, or give the appearance of being motivated by a desire for private gain for themselves or others such as those with whom they have family business, or other ties.

Officers, employees, and agents of cities, counties, districts, and other local agencies are subject to applicable conflict of interest codes and state law. In the event the County determines a conflict of interest situation exists, any increase in costs, associated with the conflict of interest situation, may be disallowed by the County and such conflict may constitute grounds for termination of the Contract. This provision shall not be construed to prohibit employment of persons with whom Contractor’s officers, employees, or agents have family, business, or other ties so long as the employment of such persons does not result in increased costs over those associated with the employment of any other equally qualified applicant.

C.42 Former County Administrative Officials
Contractor agrees to provide, or has already provided information on former San Bernardino County administrative officials (as defined below) who are employed by or represent Contractor.

The information provided includes a list of former County administrative officials who terminated County employment within the last five years and who are now officers, principals, partners, associates or members of the business. The in formation also includes the employment with or representation of Contractor. For purposes of th is provision, “County administrative official” is defined as a member of the Board of Supervisors or such officer’s staff, County Executive Officer or member of such officer’s staff, County dep artment or group head, assistant department or group head, or any employee in the Exempt Group, Management Unit or Safety Management Unit.

C.43 Disclosure of Criminal and Civil Procedures
The County reserves the right to request the information described herein from the Contractor.

Failure to provide the information may result in a termination of the Contract. The County also reserves the right to obtain the requested information by way of a background check performed by an investigative firm. The Contractor also may be requested to provide information to clarify initial responses. Negative information discovered may result in Contract termination.

Contractor is required to disclose whether the firm , or any of its partners, principals, members, associates or key employees (as that term is defined herein), within the last ten years, has been indicted on or had charges brought against it or them (if still pending) or convicted of any crime or offense arising directly or indirectly from the conduct of the firm’s business, or whether the firm, or any of its partners, principals, members, associates or key employees, has within the last ten years, been indicted on or had charges brought against it or them (if still pending) or convicted of any crime or offense involving financial misconduct or fraud. If the response is affirmative, the Contractor will be asked to describe any such i ndictments or charges (and the status thereof), convictions and the surrounding circumstances in detail. 368

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In addition, the Contractor is required to disclose whether the firm, or any of its partners, principals, members, associates or key employees, within the last ten years, has been the subject of legal proceedings as defined herein arising directly from the provision of Services by the firm or those individuals. “Legal proceedings” means any civil actions filed in a court of competent jurisdiction, or any matters filed by an administrative or regulat ory body with jurisdiction over the firm or the individuals. If the response is affirmative, the Contractor will be asked to describe any such legal proceedings (and the status and disposition thereof) and the surrounding circumstances in detail.

For purposes of this provision “key employees” includes any individuals providing direct service to the County. “Key employees” do not include clerical personnel providing service at the firm’s offices or locations.

C.44 Copyright
County shall have a royalty-free, non-exclusive and irrevocable license to publish, disclose, copy, translate, and otherwise use, copyright or patent, now and hereafter, all reports, studies, information, data, statistics, forms, designs, plans, procedures, systems, and any other materials or properties developed under this Contract including those covered by copyright, and reserves the right to authorize others to use or reproduce such material. All such materials developed under the terms of this Contract shall acknow ledge the San Bernardino County as the funding agency and Contractor as the creator of the publication. No such materials, or properties produced in whole or in part under this Contract shall be subject to private use, copyright or patent right by Contractor in the United States or in any other country without the express written consent of County. Copies of all educational and training materials, curricula, audio/visual aids, printer material, and periodicals, assembled pursuant to this Contract must be filed with the County prior to publication.

C.45 Artwork, Proofs and Negatives
All artwork, proofs, and/or negatives in either print or digital format for anything produced under the terms of this Contract are the property of the County. These items must be returned to the County within ten (10) days, upon written notification to the Contractor. In the event of a failure to return the documents, the County is entitled to pursue any available legal remedies. In addition, the Contractor will be barred from all future solicitations, for a period of at least six (6) months.

D. TERM OF CONTRACT
The Contract is effective as of April 8, 2025 and expires April 7, 2026 but may be terminated earlier in accordance with provisions of this Contract.

The County Chief Executive Officer, at the direction of the Second District Supervisor, may extend the term of the Contract, in writing, to allow Contractor to complete all requirements in the Contract under the following conditions:
a. In aggregate all extensions do not exceed twelve (12) calendar months; b. Are specifically requested by Contractor;
c. Will not change the project goals or scope of Services; d. Are in the best interests of County and Contractor in performing the scope of Services under this Contract; and
e. Do not alter the amount of compensation under this Contract.

E. RESERVED.

F. FISCAL PROVISIONS
F.1 The maximum amount of payment under this Contract shall not exceed $100,000 and is subject to availability of funds to the County. The consideration to be paid to Contractor, as provided 369

Revised 1/10/23 Page 11 of 16
herein, shall be in full payment for all Contractor’s Services and expenses incurred in the performance hereof, including travel and per diem.

F.2 Any costs in excess of the amount available in this section shall be the sole responsibility of Contractor. This condition however, does not preclude County from providing additional funding at its sole discretion. For the purpose of this Contract, County shall disburse compensation and monitor the Contractor’s performance in satisfying the scope of work obligations under the terms of this Contract.

Disbursement of funds to Contractor shall be made in one lump sum. Upon review/approval by County, County shall make payment to Contractor within thirty (30) working days after receipt of Contractor’s invoice or the resolution of any b illing dispute. Contractor shall email County the Contractor’s invoice requesting one lump sum payment. The invoice(s) shall reflect the Entity Payable To Name and Address, Invoice Date, Invoice Number, Project Name, Contract Number, County-Issued Purchase Order (if applicable), the text “Final Invoice”, amount due, in a format acceptable to the County for Services performed under this Contract. Contractor shall email invoice to County Administrative Office-Finance and Administration (County Finance) and shall include in the Subject Line: BOS – ENTITY NAME – PROJECT NAME – CONTRACT NUMBER – PO # [PURCHASE ORDER NUMBER]” (i.e. BOS-SAN BERNARDINO COUNTY-EDUCATION PROGRAM — 25-NNN – PO 4100NNNNNN).

Contractor shall submit a final expenditure report documented with “audit ready” supportive evidence of each expenditure and proof of payment until all funds have been justified 60 days after project completion. Documentation shall be submitted electronically, and Contractor shall supply hard copies upon request by County. Supportive evidence shall include, but is not limited to, copy of County’s approval email to Contractor, quotes, copy(ies) of purchase order, packing slips, a copy of the invoice submitted by Contractor requesting one lump sum payment from County, invoices paid by the Contractor for this project, proof of payment, etc., to County Finance.

Email to County Finance shall include in the Subject Line: BOS – ENTITY NAME – PROJECT NAME – CONTRACT NUMBER – PO # [PURCHASE ORDER NUMBER]”-SUPPORTIVE DOCUMENTS.

F.3 Contractor shall accept all payments from Coun ty via electronic funds transfer (EFT) directly deposited into the Contractor’s designated checking or other bank account. Contractor shall promptly comply with directions and accurately complete forms provided by County required to process EFT payments.

F.4 County is exempt from Federal excise taxes and no payment shall be made for any personal property taxes levied on Contractor or on any taxes levied on employee wages. The County shall only pay for any State or local sales or use taxes on the Services rendered or equipment and/or parts supplied to the County pursuant to the Contract.

F.5 Costs for Services under the terms of this Contract shall be incurred during the contract period except as approved by County. Contractor shall not use current year funds to pay prior or future year obligations.

F.6 Funds made available under this Contract sha ll not supplant any federal, state or any governmental funds intended for Services of the same nature as this Contract. Contractor shall not claim reimbursement or payment from County for, or apply sums received from County with respect to that portion of its obligations that have been paid by another source of revenue.

Contractor agrees that it will not use funds received pursuant to this Contract, either directly or indirectly, as a contribution or compensation for purposes of obtaining funds from another revenue source without prior written approval of the County.

F.7 Contractor shall adhere to the County’s Travel Management Policy (8-02 and 08-02SP1) when travel is pursuant to this Contract and for whic h reimbursement is sought from the County. In 370

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addition, Contractor is encouraged to utilize local transportation Services, including but not limited to, the Ontario International Airport.

F.8 Contractor understands and agrees that any and all legal fees or costs associated with lawsuits concerning this Contract against the County shall be the Contractor’s sole expense and shall not be charged as a cost under this Contract.

F.9 If the Contractor does not use the County funds provided under this Contract to pay appropriate costs associated with the scope of Services by the termination date of this Contract, the Contractor shall return the County funds, or any unused portion thereof, to the County in accordance with any directions issued by County staff, within 60 days of written demand for the return of the County funds.

G. INDEMNIFICATION AND INSURANCE REQUIREMENTS
G.1 Indemnification
The Contractor agrees to indemnify, defend (with counsel reasonably approved by County) and hold harmless the County and its authorized officers, employees, agents and volunteers from any and all claims, actions, losses, damages and/or liability arising out of this Contract from any cause whatsoever, including the acts, errors or omissions of any person and for any costs or expenses incurred by the County on account of any claim except where such indemnification is prohibited by law. This indemnification provision shall apply regardless of the existence or degree of fault of indemnities. The Contractor indemnification obligation applies to the County’s “active” as well as “passive” negligence but does not apply to the County’s “sole negligence” or “willful misconduct” within the meaning of Civil Code section 2782.

G.2 Additional Insured
All policies, except for Worker’s Compensation, Errors and Omissions and Professional Liability policies shall contain additional endorsements naming the County and its officers, employees, agents and volunteers as additional named insured with respect to liabilities arising out of the performance of Services hereunder. The additional insured endorsements shall not limit the scope of coverage for the County to vicarious liability but shall allow coverage for the County to the full extent provided by the policy. Such additional insured coverage shall be at least as broad as Additional Insured (Form B) endorsement form ISO, CG 2010.11 85.

G.3 Waiver of Subrogation Rights
The Contractor shall require the carriers of required coverages to waive all rights of subrogation against the County, its officers, employees, agents, volunteers, contractors and subcontractors.

All general or auto liability insurance coverage pr ovided shall not prohibit the Contractor and Contractor’s employees or agents from waiving the right of subrogation prior to a loss or claim.

The Contractor hereby waives all rights of subrogation against the County.

G.4 Policies Primary and Non-Contributory
All policies required herein are to be primary and non-contributory with any insurance or self- insurance programs carried or administered by the County.

G.5 Severability of Interests
The Contractor agrees to ensure that coverage provided to meet these requirements is applicable separately to each insured and there will be no cross liability exclusions that preclude coverage for suits between the Contractor and the County or between the County and any other insured or additional insured under the policy.

G.6 Proof of Coverage
The Contractor shall furnish Certificates of Insurance to the County Department administering the Contract evidencing the insurance coverage at the time the Contract is executed, additional endorsements, as required shall be provided prior to the commencement of performance of Services hereunder, which certificates shall provide that such insurance shall not be terminated 371

Revised 1/10/23 Page 13 of 16
or expire without thirty (30) days written notice to the Department, and Contractor shall maintain such insurance from the time Contractor co mmences performance of Services hereunder until the completion of such Services. Within fifteen (15) days of the commencement of this contract, the Contractor shall furnish a copy of the Declaration page for all applicable policies and will provide complete certified copies of the policies and endorsements immediately upon request.

G.7 Acceptability of Insurance Carrier
Unless otherwise approved by Risk Management, insurance shall be written by insurers authorized to do business in the State of California and with a minimum “Best” Insurance Guide rating of “A- VII”.

G.8 Deductibles and Self-Insured Retention
Any and all deductibles or self-insured retentions in excess of $10,000 shall be declared to and approved by Risk Management.

G.9 Failure to Procure Coverage
In the event that any policy of insurance required under this contract does not comply with the requirements, is not procured, or is canceled and not replaced, the County has the right but not the obligation or duty to cancel the contract or obtain insurance if it deems necessary and any premiums paid by the County will be promptly reimbursed by the Contractor or County payments to the Contractor will be reduced to pay for County purchased insurance.

G.10 Insurance Review
Insurance requirements are subject to periodic review by the County. The Director of Risk Management or designee is authorized, but not required, to reduce, waive or suspend any insurance requirements whenever Risk Management determines that any of the required insurance is not available, is unreasonably priced, or is not needed to protect the interests of the County. In addition, if the Department of Risk Management determines that heretofore unreasonably priced or unavailable types of insurance coverage or coverage limits become reasonably priced or available, the Director of Risk Management or designee is authorized, but not required, to change the above insurance requirements to require additional types of insurance coverage or higher coverage limits, provided that any such change is reasonable in light of past claims against the County, inflation, or any other item reasonably related to the County’s risk.

Any change requiring additional types of insurance coverage or higher coverage limits must be made by amendment to this contract. Contractor agrees to execute any such amendment within thirty (30) days of receipt.

Any failure, actual or alleged, on the part of the County to monitor or enforce compliance with any of the insurance and indemnification requirements will not be deemed as a waiver of any rights on the part of the County.

G.11 The Contractor agrees to provide insurance set forth in accordance with the requirements herein.

If the Contractor uses existing coverage to comply with these requirements and that coverage does not meet the specified requirements, t he Contractor agrees to amend, supplement or endorse the existing coverage to do so.

Without in anyway affecting the indemnity herein provided and in addition thereto, the Contractor shall secure and maintain throughout the contract term the following types of insurance with limits as shown:

G.11.1 Workers’ Compensation/Employer’s Liability – A program of Workers’ Compensation insurance or a state-approved, self-insurance program in an amount and form to meet all applicable requirements of the Labor Code of the State of California, including Employer’s Liability with $250,000 limits covering all persons including volunteers 372

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providing Services on behalf of the Contractor and all risks to such persons under this contract.

If Contractor has no employees, it may certify or warrant to the County that it does not currently have any employees or individuals who are defined as “employees” under the Labor Code and the requirement for Workers’ Compensation coverage will be waived by the County’s Director of Risk Management.

With respect to Contractors that are non-profit corporations organized under California or Federal law, volunteers for such entities are required to be covered by Workers’ Compensation insurance.

G.11.2 Commercial/General Liability Insurance – The Contractor shall carry General Liability Insurance covering all operations performed by or on behalf of the Contractor providing coverage for bodily injury and property damage with a combined single limit of not less than one million dollars ($1,000,000), per occurrence. The policy coverage shall include:
a. Premises operations and mobile equipment.
b. Products and completed operations.
c. Broad form property damage (including completed operations). d. Explosion, collapse and underground hazards.
e. Personal injury.
f. Contractual liability.
g. $2,000,000 general aggregate limit.

G.11.3 Automobile Liability Insurance – Primary insurance coverage shall be written on ISO Business Auto coverage form for all owned, hired and non-owned automobiles or symbol 1 (any auto). The policy shall have a combined single limit of not less than one million dollars ($1,000,000) for bodily injury and property damage, per occurrence.

If the Contractor is transporting one or more non-employee passengers in performance of contract Services, the automobile liability policy shall have a combined single limit of two million dollars ($2,000,000) for bodily injury and property damage per occurrence.

If the Contractor owns no autos, a non-owned auto endorsement to the General Liability policy described above is acceptable.

G.11.4 Umbrella Liability Insurance – An umbrella (over primary) or excess policy may be used to comply with limits or other primary coverage requirements. When used, the umbrella policy shall apply to bodily injury/property damage, personal injury/advertising injury and shall include a “dropdown” provision providing primary coverage for any liability not covered by the primary policy. The coverage shall also apply to automobile liability.

H. RIGHT TO MONITOR AND AUDIT
H.1 The County, State and Federal government shall have absolute right to review and audit all records, books, papers, documents, corporate minutes, and other pertinent items as requested, and shall have absolute right to monitor the performance of Contractor in the delivery of Services provided under this Contract. Contractor shall give full cooperation, in any auditing or monitoring conducted. Contractor shall cooperate with the County in the implementation, monitoring, and evaluation of this Contract and comply with any and all reporting requirements established by the County.
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H.2 All records pertaining to Services delivered and all fiscal, statistical and management books and records shall be available for examination and audit by County representatives for a period of three years after final payment under this Contract or until all pending County, State and Federal audits are completed, whichever is later.

I. CORRECTION OF PERFORMANCE DEFICIENCIES
I.1 Failure by Contractor to comply with any of the provisions, covenants, requirements or conditions of this Contract shall be a material breach of this Contract.

I.2 In the event of a non-cured breach, County may, at its sole discretion and in addition to any other remedies available at law, in equity, or otherwise specified in this Contract:
a. Afford Contractor thereafter a time period within which to cure the breach, which period shall be established at the sole discretion of County; and/or b. Discontinue reimbursement to Contractor for and during the period in which Contractor is in breach, which reimbursement shall not be entitled to later recovery; and/or c. Withhold funds pending duration of the breach; and/or d. Offset against any monies billed by Cont ractor but yet unpaid by County those monies disallowed pursuant to Item “b” of this paragraph; and/or e. Terminate this Contract immediately and be relieved of the payment of any consideration to Contractor. In the event of such termination, the County may proceed with the work in any manner deemed proper by the County. The cost to the County shall be deducted from any sum due to the Contractor under this Contract and the balance, if any, shall be paid by the Contractor upon demand.

J. NOTICES
All written notices provided for in this Contract or which either party desires to give to the other shall be deemed fully given, when made in writing and either se rved personally, or by facsimile, or deposited in the United States mail, postage prepaid, and addressed to the other party as follows:

San Bernardino County
CAO – Finance and Administration
385 N. Arrowhead Ave., Fourth Floor
San Bernardino, CA 92415
Attn: BOS Finance Analyst
City of Fontana
8353 Sierra Ave.

Fontana, CA 92335
Attn: Deputy City Manager Phillip Burum

Notice shall be deemed communicated two (2) County working days from the time of mailing if mailed as provided in this paragraph.

K. ENTIRE AGREEMENT
This Contract, including all Exhibits and other attachments, which are attached hereto and incorporated by reference, and other documents incorporated herein, represents the final, complete and exclusive agreement between the parties hereto. Any prior agreement, promises, negotiations or representations relating to the subject matter of this Contract not expressly set forth herein are of no force or effect. This Contract is executed without reliance upon any promise, warranty or representation by any party or any representative of any party other than those expressly contained herein. Each party has carefully read this Contract and signs the same of its own free will.

L. CONTRACT EXECUTION
This Contract may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, and such counterparts shall together constitute one and the same Contract.

The parties shall be entitled to sign and transmit an electronic signature of this Contract (whether by facsimile, PDF or other email transmission), whic h signature shall be binding on the party whose name is contained therein. Each party providing an electronic signature agrees to promptly execute and deliver to the other party an original signed Contract upon request. 374

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IN WITNESS WHEREOF, the San Bernardino County and the Contractor have each caused this Contract to be subscribed by its respective duly authorized officers, on its behalf.

FOR COUNTY USE ONLY
Approved as to Legal Form Reviewed for Contract Compliance Reviewed/Approved by Department

Julie Surber, Principal Assistant County
Counsel

Date Date Date

SAN BERNARDINO COUNTY CITY OF FONTANA
(Print or type name of corporation, company, contractor, etc.)

Dawn Rowe, Chair, Board of Supervisors (Authorized signature - sign in blue ink) Dated:

Name

Phillip Burum
SIGNED AND CERTIFIED THAT A COPY OF THIS (Print or type name of person signing contract)

DOCUMENT HAS BEEN DELIVERED TO THE
CHAIRMAN OF THE BOARD Title Deputy City Manager
Lynna Monell
Clerk of the Board of Supervisors
of the San Bernardino County
(Print or Type)
By Dated:

Deputy
Address

8353 Sierra Ave.

Fontana, CA 92335
375
City of Fontana
Action Report
City Council Meeting
8353 Sierra Avenue
Fontana, CA 92335
File #: 25-0084 Agenda Date: 3/25/2025
Agenda #: A. Category: Public Hearing
FROM:

Finance
SUBJECT:

Quarterly Lien Action for Delinquent Sewer, Rubbish and Weed Abatement Accounts RECOMMENDATION:

1. Authorize staff to complete and record lien notices against real property for those sewer accounts sixty days or more delinquent as described in Certified Lien List and direct staff to forward recorded liens to the County for collection.

2. Authorize staff to complete and record liens against real property for those rubbish accounts more than ninety days delinquent as described in the Certified Lien List and direct staff to forward recorded liens to the County for collection.

3. Adopt Resolution No. 2025-020, of the City Council of the City of Fontana adopting the statement of unpaid expenses for weed abatement and imposing a lien against real property for payment thereof.
..End
COUNCIL GOALS:
· To operate in a businesslike manner by becoming more service oriented. · To practice sound fiscal management by developing long-term funding and debt management plans.
· To improve public safety by increasing operational efficiency, visibility, and availability.

DISCUSSION:

Public Hearings on proposed liens are scheduled quarterly to allow for timely collections and recording of indebtedness. The lien process protects revenues due to the City which would have otherwise been subject to loss through skipped accounts or property transfers.

The proposed lists (one each for sewer, rubbish and weed abatement) are on file with the City Clerk.

Each account has had notification by mail regarding the public hearing and intent to record the lien amount, as well as regular billing notification and legal advertisement as required by City Code.

Further, with respect to Weed Abatement, all property owners had the opportunity to protest weed abatement citations through an administrative hearing process.

The lists recommended for adoption contain the following:

Type of Account Number of Properties Current Lien Amount Receivables Protected to Date
Sewer 195 $75,382.11 $4,389,792.54
Rubbish* 374 $43,499.04 $9,572,137.78
Weed Abatement 86 $72,583.72 $4,273,210.95 City of Fontana Printed on 3/19/2025Page 1 of 2
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File #: 25-0084 Agenda Date: 3/25/2025
Agenda #: A. Category: Public Hearing
Type of Account Number of Properties Current Lien Amount Receivables Protected to Date
Sewer 195 $75,382.11 $4,389,792.54
Rubbish* 374 $43,499.04 $9,572,137.78
Weed Abatement 86 $72,583.72 $4,273,210.95 *Collections are payable to Fontana Rubbish
An administrative fee will be included to offset the City's costs to record the lien, as well as the County fee associated with release of the lien to ensure that property titles are cleared once payment has been made. All properties with unpaid liens as of July 1st will be automatically placed on the property tax rolls for collection.

FISCAL IMPACT:

The approval of this item will result in liens in the approximate total amount of $191,464.87 to be recorded and placed on the County property tax roll for collection. This action will prevent increases in customer charges due to uncollectible accounts. The Sewer lien list receivable amount was included as revenue to the Sewer Operations Maintenance Fund in current and prior budget periods.

The recording of Rubbish liens will strengthen Fontana Rubbish's ability to collect, thereby increasing the amount generated by the 12% franchise fee they remit to the City.

MOTION:

Approve staff recommendation.

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CITY OF FONTANA, CALIFORNIA

NOTICE OF PUBLIC HEARING

NOTICE IS HEREBY GIVEN THAT THE CITY COUNCIL OF THE CITY OF FONTANA WILL

HOLD A PUBLIC HEARING CONCERNING THE RECORDING OF REAL PROPERTY LIENS

AGAINST PROPERTIES SERVED BY THE CITY OF FONTANA RUBBISH COLLECTION

CONTRACTOR (BURRTEC WASTE) FOR THOSE ACCOUNTS MORE THAN NINETY DAYS

DELINQUENT, AND FURTHER, THE FORWARDING OF SAID LIENS TO THE COUNTY ASSESSOR’S OFFICE FOR ADDITION TO THE EXTENDED PROPERTY TAX ROLLS FOR COLLECTION. COPIES OF THE CERTIFIED LIEN LIST ARE AVAILABLE AT THE UTILITY BILLING DIVISION PUBLIC SERVICE COUNTER, 8353 SIERRA AVENUE, FONTANA, CALIFORNIA.

IF YOU CHALLENGE IN COURT ANY ACTION TAKEN CONCERNING A PUBLIC

HEARING ITEM, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR

SOMEONE ELSE RAISED AT THE PUBLIC HEARING DESCRIBED IN THIS NOTICE, OR IN

WRITTEN CORRESPONDENCE DELIVERED TO THE CITY AT, OR PRIOR TO, THE PUBLIC HEARING.

DATE OF HEARING: MARCH 25, 2025

TIME OF HEARING: 2:00 P.M.

PLACE OF HEARING: CITY HALL COUNCIL CHAMBERS
8353 SIERRA AVENUE
FONTANA, CA 92335

ANY INTERESTED PARTY MAY APPEAR AT THE HEARING AND PRESENT ANY INFORMATION WHICH MAY BE OF ASSISTANCE TO THE CITY COUNCIL. IF YOU HAVE

ANY QUESTIONS CONCERNING THIS MATTER, PLEASE CONTACT THE CUSTOMER SERVICE STAFF AT (909) 822-2396.

PUBLISH: MARCH 7, 2025
MARCH 14, 2025

PROOF OF PUBLICATION REQUESTED
378

CITY OF FONTANA, CALIFORNIA

NOTICE OF PUBLIC HEARING

NOTICE IS HEREBY GIVEN THAT THE CITY COUNCIL OF THE CITY OF FONTANA WILL

HOLD A PUBLIC HEARING CONCERNING THE RECORDING OF REAL PROPERTY LIENS

AGAINST PROPERTIES SERVED BY THE CITY OF FONTANA SANITARY SEWER SYSTEM FOR

THOSE ACCOUNTS SIXTY DAYS OR MORE DELINQUENT, AND FURTHER, THE FORWARDING OF SAID LIENS TO THE COUNTY ASSESSOR’S OFFICE FOR ADDITION TO THE EXTENDED PROPERTY TAX ROLLS FOR COLLECTION. COPIES OF THE CERTIFIED LIEN LIST ARE AVAILABLE AT THE UTILITY BILLING DIVISION PUBLIC SERVICE COUNTER, 8353 SIERRA AVENUE, FONTANA, CALIFORNIA.

IF YOU CHALLENGE IN COURT ANY ACTION TAKEN CONCERNING A PUBLIC

HEARING ITEM, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR

SOMEONE ELSE RAISED AT THE PUBLIC HEARING DESCRIBED IN THIS NOTICE, OR IN

WRITTEN CORRESPONDENCE DELIVERED TO THE CITY AT, OR PRIOR TO, THE PUBLIC HEARING.

DATE OF HEARING: MARCH 25, 2025

TIME OF HEARING: 2:00 P.M.

PLACE OF HEARING: CITY HALL COUNCIL CHAMBERS
8353 SIERRA AVENUE
FONTANA, CA 92335

ANY INTERESTED PARTY MAY APPEAR AT THE HEARING AND PRESENT ANY INFORMATION WHICH MAY BE OF ASSISTANCE TO THE CITY COUNCIL. IF YOU HAVE

ANY QUESTIONS CONCERNING THIS MATTER, PLEASE CONTACT THE UTILITY BILLING CUSTOMER SERVICE STAFF AT (909) 350-7670.

PUBLISH: MARCH 7, 2025
MARCH 14, 2025

PROOF OF PUBLICATION REQUESTED
379
10CITY OF FONTANA, CALIFORNIA

NOTICE OF PUBLIC HEARING

NOTICE IS HEREBY GIVEN THAT THE CITY COUNCIL OF THE CITY OF FONTANA WILL

HOLD A PUBLIC HEARING CONCERNING THE RECORDING OF REAL PROPERTY LIENS AGAINST PROPERTIES PROVIDED WEED ABATEMENT SERVICES THROUGH THE CITY’S

WEED ABATEMENT PROGRAM FOR THOSE ACCOUNTS THIRTY DAYS OR MORE

DELINQUENT AND FURTHER, THE FORWARDING OF SAID LIENS TO THE COUNTY ASSESSOR’S OFFICE FOR ADDITION TO THE EXTENDED PROPERTY TAX ROLLS FOR COLLECTION. COPIES OF THE CERTIFIED LIEN LIST ARE AVAILABLE AT THE CUSTOMER SERVICE DIVISION PUBLIC SERVICE COUNTER, 8353 SIERRA AVENUE, FONTANA, CALIFORNIA.

IF YOU CHALLENGE IN COURT ANY ACTION TAKEN CONCERNING A PUBLIC HEARING

ITEM, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR SOMEONE ELSE

RAISED AT THE PUBLIC HEARING DESCRIBED IN THIS NOTICE, OR IN WRITTEN CORRESPONDENCE DELIVERED TO THE CITY AT, OR PRIOR TO, THE PUBLIC HEARING.

DATE OF HEARING: MARCH 25, 2025

TIME OF HEARING: 2:00 P.M.

PLACE OF HEARING: CITY HALL COUNCIL CHAMBERS
8353 SIERRA AVENUE
FONTANA, CA 92335

ANY INTERESTED PARTY MAY APPEAR AT THE HEARING AND PRESENT ANY INFORMATION WHICH MAY BE OF ASSISTANCE TO THE CITY COUNCIL. IF YOU HAVE

ANY QUESTIONS CONCERNING THIS MATTER, PLEASE CONTACT THE BUSINESS SERVICES CUSTOMER SERVICE STAFF AT (909) 350-7683.

PUBLISH: MARCH 7, 2025
MARCH 14, 2025

PROOF OF PUBLICATION REQUESTED
380
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RESOLUTION NO. 2025-020

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FONTANA,

CALIFORNIA, ADOPTING STATEMENT OF UNPAID EXPENSES FOR

WEED ABATEMENT AND IMPOSING A LIEN AGAINST PROPERTY

FOR PAYMENT

WHEREAS, the City of Fontana (“City”) has conducted its weed abatement program pursuant to the Fontana City Code, Section 27-1 et. seq.; and WHEREAS, at its meeting on March 25, 2025, the City Council discussed and considered all expenses and other costs of abatement which have remained unpaid to date, as specified in the Statement of Unpaid Expenses for Weed Abatement, on file with the City Clerk for public review and incorporated herein by reference (“Statement”); and WHEREAS, the City Council has read or heard and considered all evidence and testimony presented to it with respect thereto;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Fontana, California, as follows:

Section 1. Recitals. The above recitals are true, correct and by this reference incorporated herein.

Section 2. Findings/ Approvals . All expenses and other costs noted on the Statement which remain unpaid to the City as of March 25, 2025, shall constitute a lien upon the real property against which the nuisance was abated, and shall be collected in any lawful means available to the City.

Section 3. Findings/ Approvals. The City Clerk is directed to file for recording a "Notice of Lien for Weed Abatement" with the Office of the Recorder for San Bernardino County after March 25, 2025, against those real properties listed on the Statement for any expenses and other costs noted on the Statement which remain unpaid to the City.

Section 4. The Auditor/Controller shall include the amount of the expenses on the bills for taxes levied against the real property against which the expenses have been imposed, and the same shall be co llected in the same manner and together with the general taxes for the County of San Bernardino, and shall be subject to the same penalties, interest and collection.

Section 5. Effective Date. This Resolution shall become effective immediately.

Section 6. Severability. If any provision of this Resolution or the application of any such provision to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Resolution that can be given effect wit hout the invalid provision or application, and to this end the provisions of this Resolution are 381
Resolution No. 2025-020
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severable. The City Council declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion of this Resolution.

Section 7. Certification. The City Clerk shall certify to the adoption of this Resolution.

Section 8. Custodian of Records. The documents and materials that constitute the record of proceedings on which this Resolution is based are located at the City Clerk’s office located at 8353 Sierra Avenue, Fontana, CA 92335. The custodian of records is the City Clerk.

APPROVED AND ADOPTED this 25th day of March, 2025.

READ AND APPROVED AS TO LEGAL FORM:

________________________________
City Attorney

I, Germaine Key, City Clerk of the City of Fontana, and Ex-Officio Clerk of the City Council, do hereby certify that the foregoing resolution is the actual resolution duly and regularly adopted by the City Council at a regular meeting on the 25th day of March, 2025, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

________________________________
City Clerk of the City of Fontana

________________________________
Mayor of the City of Fontana

ATTEST:

________________________________
City Clerk
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City of Fontana
Action Report
City Council Meeting
8353 Sierra Avenue
Fontana, CA 92335
File #: 25-0023 Agenda Date: 3/25/2025
Agenda #: B. Category: Public Hearing
FROM:

Housing
SUBJECT:

Public Hearing and Adoption of Housing and Urban Development (HUD) Planning Documents including the Five-Year Consolidated Plan (2025-2029), the One-Year Annual Action Plan (2025- 2026), and the Analysis of Impediments (2025-2029)
RECOMMENDATION:

1. Adopt the draft Five-Year Consolidated Plan (2025-2029); and

2. Adopt the draft FY2025-26 Annual Action Plan for Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) programming; and

3. Adopt the draft Analysis of Impediments to Fair Housing Choice (2025-2029); and

4. Authorize the City Manager, or City Manager’s designee, to execute and transmit any documents necessary or desirable, including but not limited to purchase agreements that may include acquisitions costs up to the full amount of the allocated funds, to ensure the City's timely receipt and execution of Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) programs; and

5. Authorize the City Manager, or City Manager’s designee, to execute and transmit any documents necessary or desirable, including but not limited to purchase agreements that may include acquisitions costs up to the full amount of the allocated funds, to facilitate the timely administration of the Community Development Block Grant (CDBG) Acquisition, Rehabilitation, and Rental Program including but not limited to property purchase agreements; and

6. Authorize the City Manager, or City Manager’s designee, to award and execute any construction contracts up to $200,000 to facilitate the timely administration of the Community Development Block Grant (CDBG) Acquisition, Rehabilitation, and Rental Program.

COUNCIL GOALS:
· Increase citizen involvement by seeking community input. · Practice sound fiscal management by producing timely and accurate financial information. · Practice sound fiscal management by pursing grant opportunities. · Concentrate on Inter-governmental relations by pursuing financial participation from county, state and federal governments.

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DISCUSSION:

The City of Fontana receives Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) funds from the U.S. Department of Housing and Urban Development (HUD) each year. To continue receiving these funds, the City is required to prepare and submit a new Five-Year Consolidated Plan (2025-2029), which establishes a unified, strategic vision for housing, community and economic development actions.

Each year, HUD requires the submission of a One-Year Annual Action Plan that describes planned projects along with one-year goals and budgets for the CDBG, HOME and ESG projects during the upcoming program year. The draft 2025-2026 Action Plan represents the first-year program as described in the draft Five-Year Consolidated Plan. The draft documents submitted for consideration fulfills the HUD requirements.

In addition, the City is required to prepare a new Analysis of Impediments for Fair Housing, which assesses the fair housing needs of the City's residents, identifies fair housing impediments and provides recommended actions to address those impediments.

Consolidated Plan (2025-2029)
The draft Consolidated Plan covers the period of July 1, 2025 to June 30, 2030. It identifies housing, community needs and strategies to address those needs supported by overall goals. The needs analysis took into account available demographic, housing and economic data from the 2020 American Community Survey 5-Year Estimates and other HUD-supplied data, public hearings, community meetings, and consultations with local agencies and stakeholders. The City conducted a community needs survey that was available to the public online and in hardcopy format. The City received a total of 476 responses and a summary is included in the Plan. The strategies and goals for using CDBG, HOME and ESG funds to address local priority needs are aligned with HUD's national goals to provide decent housing, a suitable living environment and expand economic opportunity for low- and moderate- income families.

The draft Consolidated Plan includes five (5) priority needs and goals to be addressed through the implementation of projects in each One-Year Annual Action Plan. The priority needs are:

1. Preserve the supply of affordable housing

2. Expand the supply of affordable housing

3. Ensure equal access to housing opportunities

4. Prevent and eliminate homelessness

5. Provide public services to low-income residents
One-Year Action Plan (2025-2026)
The draft Action Plan covers the period of July 1, 2025, to June 30, 2026. It outlines the one-year goals and budgets for the CDBG, HOME and ESG programs, and the planned projects to address the priority needs and goals identified in the Consolidated Plan.

If additional funds become available during the program year from unanticipated increases in appropriations, savings from completed projects or dropped projects, the City will use those funds for the rental acquisition and rehabilitation program without amending the Action Plan.

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File #: 25-0023 Agenda Date: 3/25/2025
Agenda #: B. Category: Public Hearing
This year, the City anticipates receiving $1,900,000 of CDBG funds, $600,000 of HOME funds and $170,000 of ESG funds from HUD. In addition, the City has prior year CDBG funds and HOME funds that are dedicated to various rental housing projects including the CourtPlace Apartment project.

As of the time of this item, the City has not received formal notification of the funding allocations.

Once they are received, staff will adjust the budget accordingly based on overall decreases in funding.

The following CDBG projects are included in the draft FY2025-2026 Action Plan:

Activity Budget (Estimated)
Fair Housing Services $37,500
Affordable Rental Housing Development $1,235,000
Senior Recreation Scholarships $70,000
Public safety $215,000
Program Administration $342,500
The CDBG Acquisition, Rehabilitation, and Rental Program is designed to increase the City’s affordable housing stock by purchasing, rehabilitating, and renting single-family properties to income- eligible households at or below 80% Area Median Income (AMI). The Housing staff bids on and purchases properties that are available on the market for sale and then rehabilitates them, in order to offer suitable living conditions for low-income families.

In order to have a successful program and to ensure that staff is able to compete with private purchasers, the following processes have been established:
- The Housing Development Manager would be authorized to submit offers on potential properties;
- The Deputy City Manager (for purchases up to $50,000) or the City Manager (for all purchases, over $50,000 and up to the full amount of allocated funds) would be authorized to finalize any contractual and/or escrow documents in order to purchase the properties. - Only the City Manager would be authorized to sign the Certificate of Acceptance that is attached to the Grant Deed to complete the acquisition.

Lastly, if a property that is purchased through the CDBG Acquisition, Rehabilitation, and Rental Program requires any rehabilitation to bring it up to suitable living conditions, Housing staff would create and bid out the necessary items to satisfy any necessary codes and/or regulations.

Authorizing the City Manager, or their designee, to award and execute construction contracts up to $200,000 would facilitate the timely administration of the program and provide homes to income- eligible families expediently.

Staff will report to City Council annually on property purchases in the Consolidated Annual Performance and Evaluation Report (CAPER).

The following HOME projects are included in the draft Action Plan:

ActivityBudget (Estimated)
Affordable Rental Housing Development $540,000
Program Administration $60,000
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Agenda #: B. Category: Public HearingActivityBudget (Estimated) Affordable Rental Housing Development $540,000
Program Administration $60,000
The following ESG projects are included in the draft Action Plan:

ActivityBudget (Estimated)
Homeless Prevention $70,762.00
Rapid Rehousing $70,762.00
Emergency Shelter $15,726.00
Program Administration $12,750
Citizen Participation in the Development of all Plans
In compliance with federal regulations and the City’s adopted Citizen Participation Plan, the Notice of Public Hearing and notice of availability of the aforementioned draft documents were published in the Press Enterprise, San Bernardino Sun and the El Chicano on February 20, 2025.

The draft documents were made available for public review and comment from February 24, 2025 through March 25, 2024 at the Library and multiple locations at City buildings. Additionally, it was posted on the City’s website. The Public Hearing scheduled for March 25, 2025, at 2:00 p.m. provides another opportunity for public input. Any and all comments received during the process (at public meetings and/or in writing) with respect to a particular draft document will be incorporated into the final draft document, as applicable, prior to submission to HUD.

Analysis of Impediments to Fair Housing
The Draft Analysis of Impediments assesses factors that hinder individuals of similar income levels in the same housing market from having a like range of housing choice available to them regardless of race, color, ancestry, national origin, religion, age, sex, disability, marital status, familial status, source of income, sexual orientation or any other arbitrary factor. It then identified actions that can be taken to address those factors.

To affirmatively promote equal housing opportunity, a community must work to remove or mitigate impediments to fair housing. To meet this requirement, the City must certify its commitment to actively further fair housing choice, maintain fair housing records and conduct an analysis of impediments of fair housing.

The Draft Analysis of Impediments identified five (5) fair housing issues, eight (8) factors contributing to those issues, and associated goals to address those factors. No new impediments were identified from the previous report.

Issues

1. Concentrations of racial/ethnic groups in Central, South, East, and Northwest Fontana.

2. Racially/ethnically concentrated areas of poverty in Central Fontana.

3. Disparities in access to high-performing schools, employment, and environmentally healthy neighborhoods for Hispanic and low-income residents.

4. Disproportionate housing problems for American Indian and Alaska Native, Asian, Pacific Islander, and Black/African American households in different income ranges.

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households.

Factors & Goals:

Factor #1: Lending Discrimination
Goal #1 Monitor lending data; market and communicate the City’s Fair Housing commitment and resources to buyers and lenders
Factor #2: Discrimination Based on Disability
Goal #2 Continue working with Fair Housing provider to respond to instances of believed discrimination, facilitating accessibility reviews of multi-family properties, and distributing design and construction information with building permit inquiries.

Factor #3: Fair Housing Education
Goal #3 Continue supporting Fair Housing provider educational initiatives and encouraging collaboration with local realtors.

Factor #4: Transit Access
Goal #4 Build and expand public transportation opportunities servicing the Falcon Ridge / Summit Avenue Job Center and the Southwest Industrial / Jurupa Hills Job Centers.

Factor #5: Reasonable Accommodation
Goal #5 Develop a policy to provide relief from Code regulations and permitting procedures that have a discriminatory effect on housing for individuals with disabilities.

Factor #6: Public Investment in Specific Neighborhoods
Goal #6 Engage community to understand need and engage developer to provide responsive affordable housing options.

Factor #7: Availability of Affordable Housing
Goal #7 Streamline affordable housing projects, provide additional incentives when funding is available, work with developer to potentially utilize the existing Inclusionary Ordinance.

Factor #8: Access to Proficient Education
Goal #8 Support housing opportunities adjacent to educational institutions and schools and partner with FUSD annually to gather insight via community outreach about key housing and economic needs of FUSD families and students.

FISCAL IMPACT:

The fiscal impact associated with this approval of this item is approximately $1.9M of federal Community Development Block Grant (CDBG) program funds, $600,000 of HOME Investment Partnerships (HOME) funds, and $170,000 of Emergency Solutions Grant (ESG) funds and will be included in the proposed 2025-26 budget in various Fund 362 and 363 projects as follows:

Project # 30200011-362 $380,000 Project # 30200012-362 $170,000 Project # 04032033-362 $215,000 Project # 30200017-363 $60,000 Project # 30200016-362 $70,000 Project # 30200006-363 $540,000 Project # 30200002-362 $1,235,000
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MOTION:

Approve Staff Recommendation
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DRAFT

CONSOLIDATED PLAN
2025-2029

ANNUAL ACTION PLAN
2025-2026
Presented to the U.S. Department of Housing and
Urban Development (HUD)
Office of Community Planning and Development
February 2025

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Table of Contents
Executive Summary ................................................................................................................. 1 ES-05 Executive Summary ...................................................................................................... 1 The Process .............................................................................................................................. 7 PR-05 Lead & Responsible Agencies ...................................................................................... 7 PR-10 Consultation ................................................................................................................... 8 PR-15 Citizen Participation ......................................................................................................37 Needs Assessment ..................................................................................................................39 NA-05 Overview ......................................................................................................................39 NA-10 Housing Needs Assessment .......................................................................................41 NA-15 Disproportionately Greater Need: Housing Problems ...............................................54 NA-20 Disproportionately Greater Need: Severe Housing Problems ..................................65 NA-25 Disproportionately Greater Need: Housing Cost Burdens ........................................70 NA-30 Disproportionately Greater Need: Discussion ............................................................72 NA-35 Public Housing .............................................................................................................74 NA-40 Homeless Needs Assessment .....................................................................................78 NA-45 Non-Homeless Special Needs Assessment ................................................................84 NA-50 Non-Housing Community Development Needs.........................................................89 Housing Market Analysis ........................................................................................................90 MA-05 Overview ......................................................................................................................90 MA-10 Number of Housing Units ...........................................................................................91 MA-15 Housing Market Analysis: Cost of Housing ...............................................................94 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ....................................99 MA-25 Public and Assisted Housing .................................................................................... 103 MA-30 Homeless Facilities and Services ............................................................................. 105 MA-35 Special Needs Facilities and Services ...................................................................... 109 MA-40 Barriers to Affordable Housing ................................................................................. 112 MA-45 Non-Housing Community Development Assets...................................................... 114 MA-50 Needs and Market Analysis Discussion ................................................................... 120 MA-60 Broadband Needs...................................................................................................... 126 MA-65 Hazard Mitigation ...................................................................................................... 127 390
ii

Strategic Plan ........................................................................................................................ 128 SP-05 Overview ..................................................................................................................... 128 SP-10 Geographic Priorities .................................................................................................. 130 SP-25 Priority Needs ............................................................................................................. 131 SP-30 Influence of Market Conditions .................................................................................. 137 SP-35 Anticipated Resources ................................................................................................ 138 SP-40 Institutional Delivery Structure .................................................................................. 143 SP-45 Goals Summary .......................................................................................................... 146 SP-50 Public Housing Accessibility and Involvement ......................................................... 148 SP-55 Barriers to Affordable Housing .................................................................................. 149 SP-60 Homelessness Strategy .............................................................................................. 155 SP-65 Lead based paint Hazards .......................................................................................... 157 SP-70 Anti-Poverty Strategy ................................................................................................. 159 SP-80 Monitoring .................................................................................................................. 160 2024-2025 Action Plan ........................................................................................................... 162 AP-15 Expected Resources ................................................................................................... 162 AP-20 Annual Goals and Objectives .................................................................................... 166 AP-35 Projects ....................................................................................................................... 169 AP-38 Project Summary ........................................................................................................ 170 AP-50 Geographic Distribution ............................................................................................. 173 AP-55 Affordable Housing .................................................................................................... 174 AP-60 Public Housing ............................................................................................................ 175 AP-65 Homeless and Other Special Needs Activities .......................................................... 176 AP-75 Barriers to Affordable Housing .................................................................................. 178 AP-85 Other Actions .............................................................................................................. 184 AP-90 Program Specific Requirements ................................................................................ 187

Table of Tables
Table 1 - Housing Needs Assessment Demographics ..........................................................42 Table 2 - Number of Households Table .................................................................................43 Table 3 - Housing Problem 1 (Households with one of the listed needs) ............................43 391
iii

Table 4 - Housing Problem 2 (Households with one or more Severe Housing Problems:

Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) .............44 Table 5 - Housing Problem 3 (Cost Burden >30%) ................................................................44 Table 6 - Housing Problem 3 (Cost Burden > 50%) ...............................................................45 Table 7 - Housing Problem 4 (Crowding Information – More than one person per room) .45 Table 8 - Households with children under the age of six ......................................................45 Table 9 - Disproportionally Greater Need 0 - 30% AMI .........................................................55 Table 10 - Disproportionally Greater Need 30 - 50% AMI .....................................................56 Table 11 - Disproportionally Greater Need 50 - 80% AMI .....................................................56 Table 12 - Disproportionally Greater Need 80 - 100% AMI ...................................................57 Table 13 - Severe Housing Problems 0 - 30% AMI ................................................................65 Table 14 - Severe Housing Problems 30 - 50% AMI ..............................................................66 Table 15 - Severe Housing Problems 50 - 80% AMI ..............................................................66 Table 16 - Severe Housing Problems 80 - 100% AMI ............................................................67 Table 17 - Greater Need: Housing Cost Burdens AMI ...........................................................70 Table 18 - Public Housing by Program Type .........................................................................74 Table 19 – Characteristics of Public Housing Residents by Program Type ..........................74 Table 20 – Race of Public Housing Residents by Program Type ..........................................76 Table 21 – Ethnicity of Public Housing Residents by Program Type ....................................76 Table 22 - Homeless Needs Assessment ...............................................................................80 Table 23 – Nature and Extent of Homelessness ....................................................................82 Table 24 - Residential Properties by Unit Number ................................................................91 Table 25 - Unit Size by Tenure ...............................................................................................91 Table 26 - Rental Housing Costs .............................................................................................95 Table 27 - Cost of Housing ......................................................................................................95 Table 28 - Rent Paid ................................................................................................................95 Table 29 - Housing Affordability.............................................................................................95 Table 30 - Monthly Rent ..........................................................................................................96 Table 31 - Condition of Units ................................................................................................ 100 Table 32 - Year Unit Built ...................................................................................................... 100 Table 33 - Risk of Lead-Based Paint ..................................................................................... 101 Table 34 - Blood Lead Levels (BLLs) of children under the age of six ................................ 101 Table 35 – Total Number of Units by Program Type ........................................................... 103 Table 36 - Public Housing Condition .................................................................................... 103 Table 37 - Facilities and Housing Targeted to Homeless Households ............................... 105 Table 38 - Homeless Service Providers for the City of Fontana ......................................... 107 Table 39 - Business Activity .................................................................................................. 114 Table 40 - Labor Force .......................................................................................................... 115 Table 41 - Occupations by Sector ......................................................................................... 115 Table 42 - Travel Time .......................................................................................................... 115 392
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Table 43 - Educational Attainment by Employment Status (Population 16 and Older) .... 116 Table 44 - Educational Attainment by Age .......................................................................... 116 Table 45 - Median Earnings in the Past 12 Months by Educational Attainment ................ 116 Table 46 - Strategic Plan Summary ...................................................................................... 129 Table 47 - Geographic Priority Areas ................................................................................... 130 Table 48 – Priority Needs Summary .................................................................................... 131 Table 49 – Influence of Market Conditions........................................................................... 137 Table 50- Anticipated Resources .......................................................................................... 139 Table 51- Institutional Delivery Structure ............................................................................ 143 Table 52 - Homeless Prevention Services Summary .......................................................... 144 Table 53 – Goals Summary ................................................................................................... 146 Table 61- Expected Resources .............................................................................................. 163 Table 62 – Goals Summary ................................................................................................... 166 Table 63 – Project Information ............................................................................................. 169 Table 64 – Project Summary Information ............................................................................ 170 Table 65 - Geographic Distribution ...................................................................................... 173 Table 66 - One Year Goals for Affordable Housing by Support Requirement ................... 174 Table 67 - One Year Goals for Affordable Housing by Support Type ................................ 174 Table 68 – CDBG Requirements ........................................................................................... 187 Table 69 – Other CDBG Requirements ................................................................................. 188

Table of Figures
Figure 1 – Households ............................................................................................................41 Figure 2 - Most Prevalent Housing Problems ........................................................................50 Figure 3 - Households With >30-50% & >50% Cost Burden ..................................................51 Figure 5 - Race Alone ..............................................................................................................55 Figure 6 - Disproportionate Need Across Households Earning <30% AMI ..........................62 Figure 7 - Disproportionate Need Across Households Earning 30-50% AMI .......................63 Figure 8 - Disproportionate Need Across Households Earning 50-80% AMI .......................63 Figure 9 - Disproportionate Need Across Households Earning 80-100% AMI .....................64 Figure 10 - Disproportionate Need Across Households with Severe Housing Problems Earning <30% AMI ...................................................................................................................67 Figure 11 - Disproportionate Need Across Household with Severe Housing Problems Earning 30-50% AMI ................................................................................................................68 Figure 12 - Disproportionate Need Across Households with Severe Housing Problems Earning 50-80% AMI ................................................................................................................68 Figure 13 - Disproportionate Need Across Households with Severe Housing Problems Earning 80-100% AMI ..............................................................................................................69 393
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Figure 14 - Disproportionate Need Across Households Cost Burdened 30- 50% of Income ................................................................................................................................................. 70 Figure 15 - Disproportionate Need Across Households Cost Burdened >50% of Income ..71 Figure 16 – Overall Homelessness By Age ............................................................................80 Figure 17 - HIV Prevalence ......................................................................................................87 Figure 18- Change in Median Rent and Income ....................................................................90 Figure 19 - Minimum Wage Affordability ..............................................................................93 Figure 20 - Median Home Value .............................................................................................94 Figure 21 - Units Affordable To Households By Income Range ...........................................96 Figure 22 - Rent Differentials ..................................................................................................97 Figure 23 – Rental & Ownership Housing Income................................................................. 98 Figure 24 - Top Industry Sectors By Jobs ............................................................................ 117

Table of Maps
Map 1 - Households with Extremely Low-Income and Severe Cost Burden .......................46 Map 2 - Households with Low Income and Severe Cost Burden .........................................47 Map 3 - Households with Moderate-Income and Severe Cost Burden ................................48 Map 4 - Hispanic ......................................................................................................................58 Map 5 - Black / African American ...........................................................................................59 Map 6 - White alone (not Hispanic) ........................................................................................60 Map 7 - Asian...........................................................................................................................61 Map 8 - Concentration Of Households With Multiple Housing Problems .......................... 122 Map 9 - Concentration Of Households With Low-Income .................................................. 123

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1 Executive Summary
ES-05 Executive Summary
The City of Fontana has prepared the 2025-2029 Consolidated Plan as required to receive federal Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME), and Emergency Shelter Grant (ESG) funds. The Consolidated Plan provides the United States Department of Housing and Urban Development (HUD) wi th a comprehensive assessment of the City’s housing and community development needs and outlines the City’s priorities, objectives, and strategies for the investment of CDBG and HOME funds to address these needs over the next five years, beginning July 1, 2025 , and ending June 30, 2030.

The City receives CDBG , HOME, and ESG funds from HUD on a formula basis each year, and in turn, awards grants, and loans to nonprofit, for -profit or public organizations for programs and projects in furtherance of this Plan. These programs provide for a wide range of eligible activities to address the needs of Fontana residents.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
The Housing and Community Development Act of 1974 created the CDBG Program with three primary objectives against which HUD evaluates the Consolidated Plan and the City’s performance. Those primary objectives are decent housing, suitable living environments, and expanded economic opportunities for low- and moderate-income persons. The CDBG regulations require each activity meet one of the following national objectives:
- Benefit low- and moderate-income persons; or
- Aid in the prevention or elimination of slums and blight; or - Meet other community development needs having a particular urgency (usually the result of a natural disaster).

HOME INVESTMENT PARTNERSHIPS (HOME)
The Cranston -Gonzalez National Affordable Housing Act of 1990 created the HOME program to expand the supply of affordable housing for low - and moderate- income households. Often used in partnership with local nonprofit housing development organizations, the HOME program can support a wide range of affordable housing activities, including building, buying, and/ or rehabilitating rental and ownership housing or providing direct rental assistance to low- and moderate-income people.

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2 EMERGENCY SHELTER GRANT (ESG)
The ESG program provides grantees with resources to be used within the context of the Consolidated Plan and the regional Continuum of Care (CoC) strategy to address homelessness. Eligible ESG activities include:
• Street outreach: Outreach to unsheltered homeless individuals and families to connect them with emergency shelter, housing or critical services; • Emergency shelter: Major rehabilitation, conversion or renovation of a building to be used as emergency shelter for homeless persons; essential services such as case management, childcare, education services, employment and job training; shelter operations such as maintenance, rent, repair, security, fuel, insurance, utilities, relocation and furnishings;
• Homelessness prevention: Housing relocation and stabilization services and short - and/or medium-term rental assistance to prevent homelessness if annual income is 30% or less of AMI and assistance is necessary to regain stability in current permanent housing or move into other permanent housing; and
• Rapid re -housing: Housing relocation and stabilization services and short -and/or medium-term rental assistance to help individuals or families living in shelters or in places not meant for human habitation m ove into permanent housing and achieve stability.

ESG funds include a 1:1 match requirement and must be fully expended within 24 months.

ESG funds further the objectives of the San Bernardino County Continuum of Care.

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3 The City anticipates allocations of $1,900,000 CDBG, $600,000 HOME, and $170,000 ESG funds for the 2025-2026 Program Year. The 2025-2026 Action Plan allocates these resources and $4,027,916 in HOME Prior Year and Program Income funds to fund program activities listed below that will be implemented from July 1, 2024, to June 30, 2025. 2025-2026 CDBG ACTIVITIES

PUBLIC SERVICES ACTIVITIES
Public Safety $215,000
Youth/ Senior Scholarship Program $75,000

CAPITAL ACTIVITIES
Affordable rental housing $1,235,000

PROGRAM ADMINISTRATION ACTIVITIES
Fair Housing Services $37,500
CDBG Administration $342,500

2025-2026 HOME ACTIVITIES

HOUSING ACTIVITIES
CHDO Set-Aside $90,000
Project $450,000

PROGRAM ADMINISTRATION ACTIVITIES
HOME Program $62,039
2025-2026 HOME ACTIVITIES
Homeless assistance services $157,250

PROGRAM ADMINISTRATION ACTIVITIES
ESG Program $12,750

Summary of the objectives and outcomes identified in the Plan needs assessment Overview The priority needs and goals identified in the Plan are based on analysis of information including the results of the Community Needs surveys and the housing and community development data elements required by HUD . Data required by HUD includes the 2016 - 2020 American Community survey (ACS) 5 -Year Estimates and the Comprehensive Housing Affordability Strategy (CHAS) covering the same time. Other sources of information used to identify needs and establish priorities were obtained through publicly available data.
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4 In consideration of community input and available data, the five priority needs listed below are established as part of this Plan:
- Expand the supply of affordable housing
- Preserve the supply of affordable housing
- Equal access to housing opportunities
- Prevent and eliminate homelessness
- Public services for residents
Consistent with HUD’s national goals for the CDBG and HOME programs to provide decent housing opportunities, maintain a suitable living environment and expand economic opportunities for low- and moderate-income residents, the priority needs listed above will be addressed over the next five years through the implementation of activities aligned with the following measurable goals included in the
Strategic Plan section of this Plan.

Table 1 - Strategic Plan Summary
Goal Name Needs Addressed Funding Goal Outcome Indicator Goal 1: Affordable
Housing
-Preserve the supply
of affordable
housing
-Expand the supply
of affordable
housing
HOME: $##
CDBG:
$6,175,000
-Rental units constructed: 11
households/ housing units
-Rental units rehabbed: 15
households/ housing units
-Homeowner Housing Rehabbed:
50 households/ housing units
-Housing Units
TBRA/RRH: # Households
Assisted
Goal 2: Fair Housing
Services
Ensure equal access
to housing
opportunities
CDBG:
$187,500
Other: 5 years
Goal 3: Homeless
Services

Prevent and
eliminate
homelessness
ESG:
$786,250
Tenant-based rental assistance/
Rapid rehousing: 20 Households
Assisted
Homelessness Prevention: 500
Persons Assisted
Goal 4 Provide
services for families
with low incomes
Public services for
residents
CDBG:
$250,000

Public services other than Low/
Moderate Income Housing
Benefit: 64,425 persons assisted

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5 Evaluation of past performance
The investment of HUD resources during the 2019- 2023 Program Years had widespread impact in Fontana, from assistance to individuals and families, to improvements to the built environment. During Program Year 2019, the global coronavirus pandemic struck and in 2020, Congress passed the Coronavirus Aid, Relief, and Economic Security Act (CARES).

The City received $2,467,484 CDBG-CV and $2,343,005 ESG-CV funds to prevent, prepare for, and respond to the virus in the community. The World Health Organization, based on evidence, has ended pandemic status and the national public health emergency has ended.

Together with other federal, state, and local investments, HUD resources allowed the City of Fontana and its partners to provide assistance to low and moderate- income people through community and supportive services, community facilities and infrastructure, homeownership, rehabilitation and homelessness during the last five years. The City continues to effectively implement its activities and align projects and programs with the City’s overall strategies and goals. A full review of past performance is available in the Consolidated Annual Performance and Evaluation Reports (CAPERs) that can be accessed through the City’s website at https://www.fontanaca.gov/622/Federal -Grant-Programs . In
summary, as of June 30, 2024:
- 44 low- or moderate owner-occupied homes were rehabbed. - Eight affordable rental units were constructed.
- 12 affordable rental units were rehabbed.
- Over 900 residents received fair housing services.
- 17 households experiencing homelessness were placed in permanent housing. - 400 households at risk of homelessness received rental assistance and were able to remain stably housed.
- Thousands of residents in low - and moderate-income areas benefited from public safety programming.
- Over 200 seniors and 10 youth receive scholarships to participate in Parks and Recreation programming.

Summary of citizen participation process and consultation process The
Consolidated Plan regulations at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to address homelessness, Public Housing Authorities (PHA), business leaders, civic leaders, and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low -income individuals and families, homeless individuals and fa milies, youth and/or other persons with special needs. Information supplied by these community stakeholders, together with objective data resulted in a well- 399
6 informed planning document that reflects the housing, community and economic development needs and priorities for the City of Fontana over the next five years.

In September 2024, the City held a public hearing, two public meetings, and opened the Community Needs survey. In November 2024 the City held two virtual stakeholder meetings. The draft Consolidated Plan and amended Citizen Participation Plan was made publicly available for 30- days for review and comment to afford citizens and local and regional organizations representing low - and moderate-income residents the maximum feasible opportunity to provide input on the housing and community development needs.

In March 2025, the City will hold a public hearing to adopt the Consolidated Plan and Citizen Participation Plan. The public hearings, community meetings, Community Needs survey, and public comment period were publicly noticed.

Summary of public comments
TBD
Summary of comments or views not accepted and the reasons for not accepting them TBD
Summary
Analysis of ACS and CHAS data, review of local plans, consultation with the community through the Community Needs survey, public meetings, stakeholder roundtable, and interdepartmental meetings revealed five high priority needs to be addressed through the investment of an anticipated $9.5 million CDBG, $ 3.0 million HOME, and $850,000 ESG funds over the five-year period of the Consolidated Plan. The investment of CDBG, HOME, and ESG funds in eligible activities shall be guided principally by the five goals of the Strategic Plan . Activities must conform to one of the Strategic Plan strategies and the associated action-oriented, measurable goals to receive consideration for CDBG, HOME, or ESG funding.

400
7 The Process
PR-05 Lead & Responsible Agencies
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Table 2– Responsible Agencies
Agency Role Name Department/Agency
CDBG Administrator Fontana Housing Department
HOME Administrator Fontana Housing Department
ESG Administrator Fontana Housing Department
Narrative
The Housing Department of the City of Fontana is the lead agency responsible for the administration of the CDBG, HOME, and ESG programs, and projects. Policy and funding approvals are decided by the City Council, which consists of the Mayor, who is elected at- large and four City Council Member s from each of four council districts. Decisions regarding implementation of activities within the Consolidated Plan are based on staff recommendations and input from the residents.

The City contracted with MDG Associates, Inc. to prepare the 2025‐2029 Consolidated Plan.

In the development of this Consolidated Plan , the City and MDG Associates, Inc. implemented a comprehensive citizen participation and consultation process and conducted a needs assessment and market analysis to identify levels of relative need regarding affordable housing, homelessness, special needs, and community development.

This information was gathered through consultation with stakeholders and community meetings, review of demographic and economic data, and housing market analysis.

In the implementation of the 2025 ‐2029
Consolidated Plan and each of the five Annual
Action Plans, Housing Department staff shall be responsible for all grants planning, management, and monitoring duties necessary to comply with HUD regulations and City policy.

Consolidated Plan Public Contact Information
Mary Aguilar, Grant Analyst
8353 Sierra Avenue
[email protected]
(909) 350-6606

401
8 PR-10 Consultation
As part of the preparation of the Consolidated Plan the City reached out for consultation to agencies, groups, and organizations involved in the development of affordable housing, creation of job opportunities for low‐ and moderate‐income residents, and/or provision of services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. To facilitate this consultation, the City solicited feedback through the following methods:
- Community Needs survey (web‐based and paper‐surveys)
- Community and stakeholder meetings
- Public hearings
- Receipt of written or oral comments
The input received from these consultations helped establish and inform the objectives and goals described in the
Strategic Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of i ts CDBG, HOME, and ESG allocations.

As a result, during the development of this Consolidated Plan, the City consulted with community organizations and City Departments. Outreach efforts included surveys, public noticing, and invitation to the community and stakeholder meetings a. Outreach was made to over 100 organizations and agencies including:
- Nonprofit services providers,
- Affordable and market rate housing developers,
- Housing advocates,
- Public agencies (such as the school district and Public Housing Authority) - Economic development and employment organizations
- Community and neighborhood groups, and
- Neighboring cities and communities.

The City further recognizes the importance of continued coordination and alignment during the upcoming five ‐year planning period with these organizations and agencies. The City will strengthen relationships and alignment among these organizations in the implementation of projects using CDBG and HOME funds.
402
9 Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness San Bernardino County’s homeless Continuum of Care (CoC) is comprised of a network of public, private, faith-based, for-profit, and non-profit service providers who utilize several federal, state, and local resources to provide services for homeless people. The region’s municipalities, including the City of Fontana, also provide resources for services that assist the homeless and those at risk of becoming homeless. The non -profit and faith -based community plays a key role in the current CoC system. Hundreds of agencies throughout the County provide programs ranging from feeding the homeless on the street to creating permanent supportive housing opportunities. These services are available to homeless families with children, and individuals. The non- profit and faith -based community also serves special needs populations, such as victims of domestic violence, veterans, the disabled and youth.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and deve lop funding, policies and procedures for the administration of HMIS The City is an active participant in the San Bernardino County CoC and a member of the San Bernardino County Homeless Partnership (SBCHP) whose goal is to provide a system of care that is inclusive, well planned, coordinated and evaluated and is accessible to all how are homeless or at risk of becoming homeless. Each year, the City participates in the CoC’s Point-in-Time Homeless Count and Subpopulation survey. During the development of the Consolidated Plan , the San Bernardino County CoC was consulted to provide information on homelessness. to determine the needs of our homeless population. The outreach list that follows includes homeless service providers, which are also involved with the CoC. The City aligns its ESG spending with CoC priorities to most productively address the need of the community.

403
10 Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities Table 3– Agencies, groups, organizations who participated

LOCAL GOVERNMENT
1 Agency/ Group/ Organization City of Adelanto
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
2 Agency/ Group/ Organization Town of Apple Valley
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
3 Agency/ Group/ Organization City of Fontana City Manager’s Office Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
4 Agency/ Group/ Organization Fontana City Council
Type Local Government
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Anti-Poverty Strategy
404
11 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
5 Agency/ Group/ Organization City of Fontana Police Department Type Local Government; Emergency Management Agency;
Services-Homeless
What section of the Plan was
addressed by Consultation? Homeless Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
6 Agency/ Group/ Organization City of Hesperia City Manager's Office Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
8 Agency/ Group/ Organization City of Rancho Cucamonga
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
9 Agency/ Group/ Organization City of Rialto Community Services Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
405
12 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
10 Agency/ Group/ Organization City of San Bernardino
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
11 Agency/ Group/ Organization City of Upland
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
12 Agency/ Group/ Organization City of Victorville
Type Local Government; Housing; Services-Housing; Service- Children; Services-Elderly; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

COUNTY GOVERNMENT
13 Agency/ Group/ Organization San Bernardino County Department of Behavioral Health, Homeless Services
Type
Local Government; Publicly Funded Institution; Health
Agency; Services-Homeless; Local Government;
Continuum of Care
406
13 What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homelessness Needs –
Chronically Homeless, Families with Children; Veterans, Unaccompanied Minors
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
14 Agency/ Group/ Organization San Bernardino County Board of Supervisors District 2 Type Local Government
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
15 Agency/ Group/ Organization San Bernardino County District Attorney's Office, Victim Services
Type Services-Victims of Domestic Violence; Local
Government
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
16 Agency/ Group/ Organization San Bernardino County Economic Development Agency Type Local Government; Regional Organization; Planning
Organization
What section of the Plan was
addressed by Consultation? Economic Development; Anti-Poverty Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
17 Agency/ Group/ Organization San Bernardino County Office of Homeless Services Type Continuum of Care; Services-Homeless; Regional
Organization; Local Government
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homelessness Needs –
Chronically Homeless, Families with Children; Veterans, Unaccompanied Minors
407
14 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
18 Agency/ Group/ Organization Housing Authority of the County of San Bernardino Type PHA; Public Land Agency
What section of the Plan was
addressed by Consultation? Public Housing Needs; Homelessness Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
19 Agency/ Group/ Organization San Bernardino County Library, Adult Literacy Services Type Services-Education; Local Government
What section of the Plan was
addressed by Consultation? Non-Housing Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
20 Agency/ Group/ Organization San Bernardino County Preschool Services Department Type Services-Children; Services-Education; Local
Government
What section of the Plan was
addressed by Consultation? Other-Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
21 Agency/ Group/ Organization San Bernardino County Superintendent of Schools Type
Services-Education; Services-Children; Services-
Homeless; Publicly Funded Institution; Local
Government
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development;
Homelessness Strategy; Homelessness Needs –Families
with Children, Unaccompanied Minors
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
408
15 22
Agency/ Group/ Organization San Bernardino County Transitional Assistance Department
Type Child Welfare Agency; Local Government
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
23 Agency/ Group/ Organization San Bernardino County Veterans Affairs Type Services-Homeless Veterans; Services-Elderly; Services- Health; Local Government
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Non-Homeless Special Needs;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
24 Agency/ Group/ Organization San Bernardino County Workforce Investment Board Type Services – Employment; Regional Organization;
Planning Organization
What section of the Plan was
addressed by Consultation? Economic Development; Anti-Poverty Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

HOMELESSNESS
25 Agency/ Group/ Organization San Bernardino County Homeless Provider Network Type Services-Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homelessness Needs –
Chronically Homeless, Families with Children; Veterans, Unaccompanied Minors
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
26 Agency/ Group/ Organization A Place Along the Way
Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty 409
16 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
27 Agency/ Group/ Organization Caring by Nature
Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
28 Agency/ Group/ Organization Community Action Partnership of San Bernardino Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
29 Agency/ Group/ Organization Feed My Sheep in the High Desert Type Services-Homeless; Services-Elderly
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Non-Homeless Special Needs;
Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
30 Agency/ Group/ Organization Frazee Community Center
Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
31 Agency/ Group/ Organization High Desert Homeless Services, Inc.

Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty 410
17 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
32 Agency/ Group/ Organization High Desert Second Chance Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
33 Agency/ Group/ Organization Holy Family Food Bank
Type Services-Homeless; Other
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
34 Agency/ Group/ Organization High Desert Community Food Bank Type Services-Homeless; Other
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
35 Agency/ Group/ Organization Inland Valley Hope Partners Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
36 Agency/ Group/ Organization Orenda Foundation
Type Service-Homeless Veterans
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty 411
18 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
37 Agency/ Group/ Organization Reach-Out
Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy, Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
38 Agency/ Group/ Organization St. Joseph Church, His hands Ministry Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy, Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
39 Agency/ Group/ Organization San Bernardino County Interagency Council on Homelessness
Type Service-Homeless; Regional Organization
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Homelessness Needs –
Chronically Homeless, Families with Children; Veterans, Unaccompanied Minors; Anti-Poverty
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
40 Agency/ Group/ Organization Water of Life Church
Type Services-Homeless
What section of the Plan was
addressed by Consultation? Homelessness Strategy; Anti-Poverty How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

VICTIMS OF DOMESTIC VIOLENCE
41 Agency/ Group/ Organization Family Assistance Program 412
19 Type Services-Victims of Domestic Violence; Services- Homeless
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs; Homeless Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
42 Agency/ Group/ Organization Pacific Lifeline
Type Services-Victims of Domestic Violence; Services-
Homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy; Non-Homeless Special Needs;
Other-Non-Housing Community Development; Housing
Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
43 Agency/ Group/ Organization Project Sister Family Services Type Services-Victims of Domestic Violence; Services-
Homeless
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development; Homelessness Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
44 Agency/ Group/ Organization Victor Valley Domestic Violence, Inc.

Type Services-Victims of Domestic Violence; Services-
Homeless; Services-Homeless Veterans
What section of the Plan was
addressed by Consultation? Homeless Strategy; Non-Homeless Special Needs How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
45 Agency/ Group/ Organization Victor Valley Family Resource Center Type Services-Victims of Domestic Violence; Services-
Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
413
20 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

ELDERLY & DISABLED
46 Agency/ Group/ Organization Council on Aging-Southern California Type Services – Elderly
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
47 Agency/ Group/ Organization George M. Gibson Senior Center Type Services-Elderly
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
48 Agency/ Group/ Organization Oldtimers Foundation
Type Services-Elderly
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
49 Agency/ Group/ Organization Rock'n Our Disabilities
Type Services-Disability
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
50 Agency/ Group/ Organization Rolling Start Inc.

Type Services-Disability
414
21 What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

CHILDREN
51 Agency/ Group/ Organization Apple Valley Police Activities League (AVPAL) Type Service-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
52 Agency/ Group/ Organization Assistance League of Victor Valley Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
53 Agency/ Group/ Organization Boys & Girls Club of Fontana Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty Strategy;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
54 Agency/ Group/ Organization Big Brothers/Big Sisters Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty Strategy;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
55 Agency/ Group/ Organization Cedar House Life Change Center 415
22 Type Foster Care Agency/Facility, Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty Strategy;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
56 Agency/ Group/ Organization Child Advocates of San Bernardino (CASAC) Type Foster Care Agency/Facility; Child Welfare Agency; Services-Children; Services-Homeless
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty Strategy;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
57 Agency/ Group/ Organization Child Care Resource Center Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty Strategy;
Other-Non-Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
58 Agency/ Group/ Organization High Desert Community Foundation – Hesperia Police Activities League (HPAL)
Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
59 Agency/ Group/ Organization Kid-2-Kid Closet
Type Services – Children
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development 416
23 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
60 Agency/ Group/ Organization Millionaire Mind Kids
Type Services-Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
Other-Non-Housing Community Development Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

EDUCATION
61 Agency/ Group/ Organization Chaffey College, Fontana Campus Type Services-Education; Publicly Funded Institution/System of Care
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty; Other-Non-
Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
62 Agency/ Group/ Organization Fontana Unified School District Type Services-Children; Publicly Funded Institution; Services- Education; Services-Homelessness
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness Strategy;
Anti-Poverty; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
63 Agency/ Group/ Organization Rancho Cucamonga Unified School District Type Services-Education; Services-Children; Services-
Homeless; Publicly Funded Institution
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness Strategy;
Anti-Poverty; Other-Non-Housing Community
Development
417
24 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
64 Agency/ Group/ Organization Victor Valley College
Type Services-Education; Publicly Funded Institution
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Anti-Poverty; Other-Non-
Housing Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
65 Agency/ Group/ Organization Upland Public Library
Type Services-Education
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
66 Agency/ Group/ Organization Upland Unified School District Type Services-Education; Services-Children; Services-
Homeless; Publicly Funded Institution
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Homelessness Strategy;
Anti-Poverty; Other-Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

FAIR HOUSING
67 Agency/ Group/ Organization Inland Fair Housing & Mediation Board (IFHMB) Type Services-Fair Housing
What section of the Plan was
addressed by Consultation? Housing Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
68 Agency/ Group/ Organization Legal Aid Society of San Bernardino 418
25 Type Services-Fair Housing; Civic Leader
What section of the Plan was
addressed by Consultation? Housing Need Analysis; Homelessness Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

HOUSING
69 Agency/ Group/ Organization Building Industry Association Type Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
70 Agency/ Group/ Organization California Apartment Association of Inland Empire Type Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
71 Agency/ Group/ Organization City of Fontana Housing Authority Type Housing; Public Land Agency
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
72 Agency/ Group/ Organization City of Hesperia Housing Authority Type Housing; Public Land Agency
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
419
26 73
Agency/ Group/ Organization City of Upland Housing Authority Type Housing; Public Land Agency
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
74 Agency/ Group/ Organization Con Am
Type Service-Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
75 Agency/ Group/ Organization GRID Alternatives
Type Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
76 Agency/ Group/ Organization Jamboree Housing
Type Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
77 Agency/ Group/ Organization National Community Renaissance Type Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
420
27 78
Agency/ Group/ Organization Palm Communities
Type Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
79 Agency/ Group/ Organization Quality Management Group Type Services-Housing; Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
80 Agency/ Group/ Organization RPM Company
Type Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
81 Agency/ Group/ Organization RSG
Type Services-Housing; Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment; Homelessness Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
82 Agency/ Group/ Organization Siena Apartments
Type Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
421
28 83
Agency/ Group/ Organization State of California Department of Housing and Community Development
Type State Government
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
84 Agency/ Group/ Organization Sunrise Terrace I & II
Type Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
85 Agency/ Group/ Organization VPM Management
Type Assisted Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
86 Agency/ Group/ Organization Victor Valley Community Services Council Type Services-Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Anti-poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

HEALTH
87 Agency/ Group/ Organization Behavioral Awareness
Type Health Agency; Services-Children;
What section of the Plan was
addressed by Consultation? Non-Housing Special Needs
422
29 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
88 Agency/ Group/ Organization Children's Dental Health Clinic Type Services-Health; Services-Children
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
89 Agency/ Group/ Organization The Children’s Clinic
Type Services-Health, Services-Children
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development Strategy How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
90 Agency/ Group/ Organization Kaiser Permanente
Type Services-Health; Business Leader; Civic Leader
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
91 Agency/ Group/ Organization Mental Health America of Los Angeles Type Services-Health
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
92 Agency/ Group/ Organization Pueblo Y Salud
Type Services-Health
What section of the Plan was
addressed by Consultation?
Other-Non-Housing Community Development

423
30 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
93 Agency/ Group/ Organization The Richstone Family Center Type Services-Health
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
94 Agency/ Group/ Organization Save the Brave US
Type Services-Health
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

BROADBAND
95 Agency/ Group/ Organization Inland Empire Regional Broadband Consortium Type Broadband Advocated
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
96 Agency/ Group/ Organization CA Emerging Technology Fund (CETF) Type Broadband Advocate
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
97 Agency/ Group/ Organization Frontier
Type Broadband ISP
424
31 What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
98 Agency/ Group/ Organization HighSpeedInternet.com
Type Broadband ISP
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
99 Agency/ Group/ Organization Spectrum Internet Provider Type Broadband ISP
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

REGIONAL PLANNING
100
Agency/ Group/ Organization Inland Empire Economic Partnership (IEEP) Type Regional Organization; Planning Organization
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
101

Agency/ Group/ Organization San Bernardino Associated of Government (SANBAG) Type Regional Organization; Planning Organization
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Homelessness Strategy
Non-Homeless Needs Assessment; Other-Non-Housing
Community Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
425
32 102
Agency/ Group/ Organization Victor Valley Transit Authority Type Planning Organization; Regional Organization
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

CIVIC & BUSINESS LEADERS
103
Agency/ Group/ Organization City of Fontana Chamber of Commerce Type Business Leader
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
104
Agency/ Group/ Organization City of Hesperia Chamber of Commerce Type Business Leader
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
105
Agency/ Group/ Organization Inland Empire SBDC
Type Services-Employment; Business Leader
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
106
Agency/ Group/ Organization Moses House Ministries
Type Civic Leader
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development 426
33 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
107
Agency/ Group/ Organization National Council of Negro Women, Bethune Center Type Services-Employment
What section of the Plan was
addressed by Consultation? Economic Development, Business Leader How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
108
Agency/ Group/ Organization Shear Realty
Type Business Leader
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
109
Agency/ Group/ Organization Today's Woman Foundation
Type Civic Leader
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
110
Agency/ Group/ Organization City of Upland Chamber of Commerce Type Business Leader
What section of the Plan was
addressed by Consultation? Economic Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
111
Agency/ Group/ Organization Wal Mart
Type Business Leader
What section of the Plan was
addressed by Consultation? Other-Non-Housing Community Development 427
34 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

HOUSING & COMMUNITY DEVELOPMENT
112
Agency/ Group/ Organization California Department of Fish and Wildlife Type Public Land Agency; State Government
What section of the Plan was
addressed by Consultation? Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
113
Agency/ Group/ Organization California Desert District Office, US Department of the Interior: Bureau of Land Management
Type Public Land Agency; Federal Government
What section of the Plan was
addressed by Consultation? Non-Housing Community Development How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
114
Agency/ Group/ Organization Federal Emergency Management Agency Type Floodplain Management Agency; Emergency
Management Agency; Federal Government
What section of the Plan was
addressed by Consultation?
Housing Need Assessment; Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
115
Agency/ Group/ Organization Foothill AIDS Project
Type Service-HIV/AIDS; Services-Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment; Non-Homeless Needs 428
35 How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
116
Agency/ Group/ Organization High Desert Animal Coalition Type Civic Leader
What section of the Plan was
addressed by Consultation?
Non-Housing Community Development; Non-Homeless
Special Needs
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
117
Agency/ Group/ Organization HUD Local Field Office
Type Federal Government
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homelessness Strategy;
Non-Homeless Special Needs; Economic Development;
Lead-Based Paint Strategy; Anti-Poverty Strategy
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.
118
Agency/ Group/ Organization Victor Valley Wastewater Reclamation Authority Type Water District/ Agency
What section of the Plan was
addressed by Consultation?
Housing Need Analysis; Non-Housing Community
Development
How was the Agency/ Group/
Organization consulted and
what are the anticipated
outcomes of the consultation or
areas for improved
coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated
Plan process included consultation and engagement
with City residents, service providers, and selected
departments through surveys, meetings, and email.

Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a comprehensive list of agencies, organizations and other stakeholders and invited representatives from each entity to participate in the planning process at multiple points in the planning process. If an agency did not attend meetings or participate in surveys, it was done so by the agency’s choice.

429
36 Other local/regional/state/federal planning efforts considered when preparing the Plan Table 4– Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Human Services
Office of Homeless
Services
The Strategic Plan goal to provide homeless
services is consistent with the County of San
Bernardino Homelessness Action Plan.
2021-2029
Housing Element City of Fontana The Strategic Plan is in alignment with the Housing of the City’s General Plan.

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) City of Fontana departments , adjacent units of government, the CoC, and HACSB were consulted with on the development and implementation of the Consolidated Plan. 430
37 PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting In preparation for the Consolidated Plan, the City followed the established processes of the Citizen Participation Plan to ensure broad community engagement. These activities were coordinated and implemented by the Housing Department. The City sought input from its residents and stakeholder by circulating surveys about community needs. The surveys were available online and in hardcopy format. The resident survey was available in English and Spanish; the Stakeholder survey was available in English. The City received a total of 476 responses from residents and 24 from stakeholder. The survey results and the survey forms are included in Appendix B.

In accordance with the City’s Citizen Participation Plan, residents and stakeholders were able to participate in the development of the 2025 ‐2029 Consolidated Plan through public
hearings, meetings, and the 30 -day review and comment period. The City engaged the residents and organizations through surveys. Publicly noticed hearing and meetings at the beginning of the Consolidated Planning process to obtain the views of the community on the City’s housing and community development needs were held in the fall of 2024. The public hearing was held on September 24, 2024 at 2:00 PM, and the public meetings were held on September 19 at 9:00 AM and October 2, 2024 at 3:00 PM at City Hall. A public hearing to adopt the Consolidated Plan and first year Annual Action Plan is scheduled for March 25, 2025, at 2:00 PM, at City Hall.

In accordance with the City’s Citizen Participation Plan, all public notices for community meetings and public hearings and the 30-day comment period were published in a medium of general circulation in the City. Additionally, the City used social media platforms such as Facebook and Instagram to advertise the opportunities to participate. At each s tep in the process, the City was careful to ensure that low‐ and moderate‐income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted by the programs and activities supported by the Consolidated Plan programs had the opportunity to be actively involved. 431
38 Table 5 - Citizen Participation Outreach
Outreach Summary
Mode Additional
Modes Target Content/ Attendance Comments
Comments
not
accepted
Newspaper
Ad
City
website;
Social
Media;
Flyers
English and
Spanish

Published September 5, 2024. Public Hearing,
September 24, 2024, 2:00 PM, City Hall; Community
Meeting September 5, 2024, 9:00 AM, City Hall;
Community Meeting, October 2, 2024, 3:00 PM, City
Hall; Community Needs survey.

N/A N/A
Public
Hearing
English and
Spanish
Broad Community
Public Hearing, September 24, 2024, 2:00 PM, City
Hall. See Appendix B.

All comments
were
accepted
N/A
Community
Meeting
English and
Spanish
Broad Community
September 19, 2024, 9:00 AM, City Hall. See
Appendix B.

All comments
were
accepted
N/A
Community
Meeting
the
English and
Spanish
Broad Community
October 2, 2024, 3:00 PM, City Hall. See Appendix B. All comments were
accepted
N/A
Community
Needs
survey
English and
Spanish
Broad Community
See Appendix B All comments
were
accepted
N/A
Newspaper
Ad
Cityweb
site
English and
Spanish
Substantially complete Draft 2025-2029
Consolidated Plan and 2025-2026 Annual Action
Plan 30-day review period from February 24, to
March 25, 2025 and public hearing on March, 2025,
2:00 PM, at City Hall.

N/A N/A
30-Day
Review
Broad Community Made available on website and in hard copy. TBD TBD Public
Hearing
English and
Spanish
Broad Community
Public hearing of Draft 2025-2029 Consolidated Plan
and 2025-2026 Annual Action Plan

TBD TBD
432
39 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Consolidated Plan Needs Assessment examines a range of needs including housing, homelessness, non-homeless special needs, and non- housing community development needs. The Housing Needs Assessment section evaluates household income, tenure (renter or owner), housing cost as a function of household income, disproportionate need amongst racial and ethnic groups, and public housing needs.

The Homeless Needs Assessment examines the sheltered and unsheltered homeless population in San Bernardino County to inform the City’s strategy to address homelessness during the next five years.

The Non-Homeless Special Needs Assessment section evaluates the needs of people who are not homeless, and due to various reasons need services. This population includes elderly, frail and elderly, people who have severe mental illness including Post Traumatic Stress Disorder (PTSD), developmental and physical disab ilities, alcohol or other drug addictions, HIV/AIDS, and victims of human trafficking and domestic violence.

Lastly, the Non-Housing Community Development Needs Assessment section discusses the need for public facilities, public infrastructure improvements , and public services to benefit low- and moderate-income residents.

Methodology
To assess community needs, the City examined data, held community meetings, conducted a survey of residents and local stakeholders, and consulted with experts and local stakeholders. The Needs Assessment primarily relies on the following data sources:
• American Community Survey (ACS) 2020 five-year estimates • Comprehensive Housing Affordability Strategy (CHAS) 2016–2020 • 2024 Point-In-Time Homeless Count
The ACS and CHAS five-year estimates were the most recent complete datasets available.

Consolidated Plan Survey for Residents and Stakeholders Fontana residents had the opportunity to respond to a survey to rate the level of need for public services , housing, and housing services. The surveys also gathered insight into residents’ internet access. Additionally, agencies and businesses that work with Fontana residents with low- and moderate-incomes, special needs, and those experiencing or at risk or experiencing homelessness , were given the opportunity to respond to a stakeholder survey. The tabulation of survey results from 476 residents and 24 organizations that 433
40 responded to the surveys are integrated throughout the Needs Assessment (NA) and Market Analysis (MA) of Consolidated Plan and can be found in the following sections:
- Housing facility and service results – NA-10 Housing Needs Assessment - Public facility, infrastructure, and service results – NA-50 Non -Housing and Community Development Needs
434
41 NA-10 Housing Needs Assessment
Summary of Housing Needs
According to the Demographics table, the City population rose by six percent from 196,069 to 208,393 over the ten -year period from 2010 to 2020. During this time, the number of households increased by 19 percent from 46,708 to 55,369 and the median household income grew by 20 percent, from 63,252 to 75,681.

Figure 1 illustrates the number of households in each income category. Over 41 percent of households in Fontana earn up to 80 percent Area Median Income (A MI). The household income levels correspond with the following HUD Area Median Family Income (HAMFI)/AMI definitions:
- Extremely low-income: 0-30% HAMFI/AMI
- Low-income: 30-50% HAMFI/AMI
- Moderate-income: 50-80% HAMFI/AMI
- Medium-income: 80-100% HAMFI/AMI
- Upper-income: 80-100% HAMFI/AMI

Data Source: 2016-2020 CHAS
Figure 1 – Households

Small-family households consist of two -to-four family members, while large- family households include five or more persons. The most common household type in Fontana is small-family households, which represent 52 percent of all households in the City.

435
42 This section contains eight data tables referencing housing problems. Housing problems, as defined by HUD, include the following:

1. Lacks complete kitchen facilities: Household lacks a sink with piped water, a range or stove, or a refrigerator.

2. Lacks complete plumbing facilities: Household lacks hot and cold piped water, a flush toilet and a bathtub or shower.

3. Overcrowding / severe overcrowding: A household is overcrowded , if there are more than 1.01 persons per room, excluding bathrooms, porches, foyers, halls, or half-rooms. A household is severely overcrowded if there are more than 1.5 persons per room.

4. Cost burden / severe cost burden: A cost burdened household pays more than 30 percent of its total gross income for housing costs. A severely cost burdened household pays more than 50 percent of its total income for housing costs. Renter housing costs include rent paid by the tenant plus utilities. Owner housing costs include mortgage, taxes, insurance, and utilities.

Table 8 show that housing cost burden – spending over 30 percent of income – is the most common housing problem among renter and owner households. Nearly 60 percent of households earning up to 80 percent AMI experience this burden. Additionally, about half of the households earning at or below 80 percent AMI, with at least one severe housing problem, are renters.

Table 6 - Housing Needs Assessment Demographics
Demographics Base Year: Most Recent Year: % Change
Population* 196,069 208,393 6.3%
Households 46,708 55,369 18.5%
Median Income $63,252 $75,681 19.6%
Data Source: *2010 & 2020 Decennial Census, 2010 and 2020 5-Year ACS Estimates

436
43 Table 7 - Number of Households Table
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-100%
AMI
>100%
AMI
Total Households 6,145 5,705 10,660 6,515 26,345
Small-Family Households 2,490 2,900 5,425 3,510 14,595
Large-Family Households 1,305 1,180 2,970 1,765 6,855
Household contains at least one
person aged 62-74 years 1,400 1,130 2,065 1,160 5,085
Household contains at least one-
person aged 75 or older 845 675 1,000 430 1,130
Household contains one or more
children six years old or younger 2,255 1,500 2,605 2,225 4,985 Data Source: 2016-2020 CHAS

Housing Needs Summary Tables
Table 8 - Housing Problem 1 (Households with one of the listed needs)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing 10 65 45 65 185 0 4 30 0 34
Severely
Overcrowded 200 235 395 90 920 50 70 85 120 325
Overcrowded 620 595 635 265 2,115 160 195 605 280 1,240 Housing cost
burden greater
than 50% of
income (and
none of the
above problems)
2,600 1,105 250 0 3,955 1,180 1,470 1,690 135 4,475
Housing cost
burden greater
than 30% of
income (and
none of the
above problems)
170 830 1,580 350 2,930 95 300 2,075 1,565 4,035
Zero/negative
Income (and
none of the
above problems)
160 0 0 0 160 165 0 0 0 165
Data Source: 2016-2020 CHAS

437
44 Table 9 - Housing Problem 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having one or more
of four housing
problems
3,430 2,000 1,325 425 7,180 1,390 1,740 2,410 535 6,075 Having none of four
housing problems 825 1,010 2,770 1,870 6,475 500 955 4,155 3,685 9,295 Household has
negative income,
but none of the
other housing
problems
160 0 0 0 160 165 0 0 0 165
Data Source: 2016-2020 CHAS

Table 10 - Housing Problem 3 (Cost Burden >30%)

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,670 1,605 1,045 4,320 445 925 2,235 3,605 Large Related 835 660 790 2,285 320 370 980 1,670
Elderly 715 270 234 1,219 510 505 585 1,600
Other 279 205 290 774 200 150 180 530
Total need by income 3,499 2,740 2,359 8,598 1,475 1,950 3,980 7,405 Data Source: 2016-2020 CHAS

438
45 Table 11 - Housing Problem 3 (Cost Burden > 50%)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,610 855 80 2,545 410 795 975 2,180
Large Related 785 165 80 1,030 300 195 395 890
Elderly 625 145 69 839 470 410 245 1,125
Other 275 120 30 425 185 135 75 395
Total need by income 3,295 1,285 259 4,839 1,365 1,535 1,690 4,590 Data Source: 2016-2020 CHAS

Table 12 - Housing Problem 4 (Crowding Information – More than one person per room)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family households 750 660 765 340 2,515 185 130 485 330 1,130 Multiple, unrelated
family households 65 215 305 90 675 25 135 205 75 440
Other, non-family
households 0 10 0 0 10 0 0 20 0 20
Total need by income 815 885 1,070 430 3,200 210 265 710 405 1,590 Data Source: 2016-2020 CHAS

Table 13 - Households with children under the age of six Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Household
contains one or
more children six
years old or
younger
1,765 1,040 1,235 4,040 490 460 1,370 2,320
Data Source: 2016-2020 CHAS

439
46 Map 1 - Households with Extremely Low-Income and Severe Cost Burden

440
47 Map 2 - Households with Low-Income and Severe Cost Burden

441
48 Map 3 - Households with Moderate-Income and Severe Cost Burden

442
49 Describe the number and type of single-person households in need of housing assistance.

The precise number of single -person households in need of housing assistance is not available. According to t he 2016–2020 five-year ACS estimates, there were 6,051 single- person households in 2020, approximately four percent of whom were aged 65 or older.

Typically, it is presumed that a household needs housing assistance if it experiences one or more housing problem and has income at or below 80 percent AMI. Tables 5 and 6 provide data on the types of households impacted by housing cost burden. “Other” households are defined as nonfamily and nonelderly, a category that includes single persons. Elderly households include elderly families include:

1. Elderly families with two or more persons aged 62 and over.

2. Elderly nonfamilies with one or two persons , at least one of whom is aged 62 or over.

According to CHAS 2016–2020 estimates, 484 “other” and 855 elderly households in this income range spend 30- 50 percent of their income on housing costs. Additionally, 820 “other” and 1,964 elderly households, spend more than 50 percent of their income on housing costs.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

Domestic violence, dating violence, assault, and stalking are often not reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes or sexual assaults were reported to the Police. The State of California Department of Justice maintains statistics on domestic violence calls to local law enforcement agencies statewide by jurisdiction ( openjustice.doj.ca.gov). In 2022 , 708 domestic violence-related calls were made from Fontana. Of these incidents:
• Four involved a firearm
• 11 involved a knife or cutting instrument
• 124 involved other dangerous weapons
• 620 involved personal weapons (e.g., feet or hands)
In households where physical violence occurred, at least one member may have needed to relocate to escape recurring violence. These households may have included children.

Victims of domestic violence suffer in multiple ways, including economically , which impacts access to safe and affordable permanent housing. As a result, t here is a need for emergency shelter and affordable permanent housing.
443
50 What are the most common housing problems?
The most common housing problem s in the City affecting households with income at or below 80 percent AMI are housing cost burden greater than 30 percent of income, followed by overcrowding and severe overcrowding . Table 8 indicates nearly 60 percent of households in this income range experience a housing cost burden, while almost five percent live in overcrowded and severely overcrowded conditions. This includes 6,810 owner and 6,535 renter households that are cost burdened. Overcrowding and severe overcrowding affect 3,845 households, including 2,680 renter households and 1,165 owner households.

Data Source: 2016-2020 CHAS
Figure 2 - Most Prevalent Housing Problems

Are any populations/household types more affected than others by these problems? Small related households with low- and moderate-incomes are most affected by housing cost burden, while single family renter households are most affected by overcrowding. The number of cost burdened and severely cost burdened households is shown in Table 10 and Table 11. Approximately 30 percent of households earning up to 80 percent AMI (6,574 households) carry a housing cost burden of 30 to 50 percent . Of these households, approximately 14 percent are small related households, followed by large related households, which account for nine percent, and elderly households , which account for four percent.

Approximately 42 percent of households (9,429 households) at the same income level carry a severe cost burden of over 50 percent of their income. Of these households, 21 percent are small related, nine percent are elderly, and nine percent are large related. Single family 444
51 renter households are the most impacted by overcrowding, representing 15 percent of households earning up to 80 percent AMI.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Als o discuss the needs of formerly homeless families and individuals who are receiving rapid re -housing assistance and are nearing the termination of that assistance.

Extremely low - and low -income households with one or more housing problem are presumed to be unstably housed, indicating that they are at risk of homelessness. Those with one or more housing problem at this income level are highly sensitive to adverse events. The greatest concentrations of unstably housed households are among small related renter households with a housing cost burden greater than 30 percent of their household income and single family renter households living in overcrowded conditions.

There are 11,850 households in Fontana earning less than or equal to 50 percent AMI , representing 21 percent of all households. Within this income ran ge, small related households are the most impacted by housing cost burden, followed by large related and elderly households . Notably, 1,410 single family renter households are living in overcrowded conditions.

Data Source: 2016-2020 CHAS
Figure 3 - Households With >30-50% & >50% Cost Burden

As described in the Market Analysis section of the Consolidated Plan, rental housing costs have risen steadily over the past 10 years – creating more pressure on extremely low - income households. The ACS data shows the median contract rent in Fontana increased 26 445
52 percent from 2010 to 2020. As rental prices continue to rise throughout San Bernardino County, the pressure on extremely low-income households will continue to increase.

Rapid rehousing programs may help homeless individuals and families; however, unless a housing unit is within a subsidized affordable housing devel opment, formerly homeless families and individuals receiving rapid rehousing assistance face considerable uncertainty regarding their monthly housing costs and ability to remain stably housed once the assistance contract ends. As the assistance period near s its end , securing alternative housing remains difficult for the same reasons it was before homelessness – high housing costs and the potential impact of an eviction record.

If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

The assessment of at -risk populations described in the foregoing paragraphs in this Consolidated Plan is based on ACS and CHAS dat a using HUD definitions for household types and housing problems, supplemented by available local data for certain groups specified by HUD ; such as households with children, and victims of domestic violence , dating violence, sexual assault, and stalking.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness.

There are 4,580 renter households that earn less than or equal to 50 percent AMI and are severely cost burdened, according the CHAS data (Table 11). Of these households:
- 2,465 are small, related households with four or fewer members - 950 are large, related households with five or more members - 770 are elderly households with one or more members over the aged 62 or older - 395 are other households
These extremely low - and low -income households are the most at risk of becoming homeless.

446
53 Discussion
Of households with incomes up to 50 percent AMI, 40 percent are cost burdened renters, and 14 percent are overcrowded and severely overcrowded renters. Of households with incomes up to 30 percent AMI, 45 percent are severely cost burdened renters and three percent are severely overcrowded renters. These households are presumed to be at risk of becoming homeless. To the greatest extent feasible, options should expand access to affordable housing for severely cost burdened and crowded renter households earning less than or equal to 50 percent AMI. This is one of many strategies to prevent homelessness. 447
54 NA-15 Disproportionately Greater Need: Housing Problems Sections NA-15, NA-20, and NA-25 of the Needs Assessment examine housing problems experienced by racial or ethnic groups and identify when a need is experienced at a disproportionately greater frequency. A disproportionately greater need exists when members of a specific income group experience housing problems at a rate at least 10 percentage points higher than all households within that income level.

For example, when evaluating households with incomes up to 30 percent AMI, if 50 percent of the households experience a housing problem, but 60 percent or more of a specific group experience housing problems, that group has a disproportionately greater need.

Please note as part of the CHAS data set, HUD did not calculate the number of households with no income or negative income but with one or more of the other housing problems by race or ethnicity for the 2016–2020 period. The tables below reflect race alone and Hispanic with any race.

Housing problems and severe housing problems analyzed in sections NA-15 and NA-20 are based on the definitions that follow.
- Lacks complete kitchen facilities: Household lacks a sink with piped water, a range or stove, or a refrigerator.
- Lacks complete plumbing facilities: Household lacks hot and cold piped water, a flush toilet and a bathtub or shower.
- Overcrowding Household with more than 1.01 persons per room. - Cost burden: H ousehold pays more than 30 percent of its total gross income for housing costs. For renters, this includes rent paid by the tenant plus utilities. For owners, this includes mortgage payment, taxes, insurance, and utilities.

According to the 2016–2020 ACS, most residents identify ethnically as Hispanic or Latino .

Racialy, excluding Hispanic ethnicity, most residents identify as White, followed by Black or African American, Asian, Two or M ore Races, Some Other Race, Native Hawaiian or Pacific Islander, and Amerian Indian or Alaskan Native.

448
55 Data Source: 2016-2020ACS
Figure 4 - Race Alone

Table 14 - Disproportionally Greater Need 0 - 30% AMI
Housing Problems
Has one or
more of four
housing
problems
Has none of
four housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 5,085 1,065 0
White 590 245 0
Black / African American 960 180 0
Asian 170 35 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 3,260 570 0
Data Source: 2016-2020

449
56 Table 15 - Disproportionally Greater Need 30 - 50% AMI Housing Problems
Has one or
more of four
housing
problems
Has none of
four housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 4,870 835 0
White 580 240 0
Black / African American 205 35 0
Asian 240 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 3,705 540 0
Data Source: 2016-2020

Table 16 - Disproportionally Greater Need 50 - 80% AMI
Housing Problems
Has one or
more of four
housing
problems
Has none of
four housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 7,385 3,270 0
White 770 875 0
Black / African American 605 205 0
Asian 410 175 0
American Indian, Alaska Native 10 20 0
Pacific Islander 105 0 0
Hispanic 5,420 1,975 0
Data Source: 2016-2020

450
57 Table 17 - Disproportionally Greater Need 80 - 100% AMI Housing Problems
Has one or
more of four
housing
problems
Has none of
four housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 2,870 3,640 0
White 490 590 0
Black / African American 140 110 0
Asian 260 160 0
American Indian, Alaska Native 0 15 0
Pacific Islander 0 0 0
Hispanic 1,885 2,735 0
Data Source: 2016-2020 CHAS

Community Development and Planning Maps
Map 4 to Map 7 illustrate the racial or ethnic composition of the City by Census Tract as reported in the 2016-2020 American Community survey Estimates for races which represent at least three percent of the population.

451
58 Map 4 - Hispanic

452
59 Map 5 - Black / African American

453
60 Map 6 - White alone (not Hispanic)

454
61 Map 7 - Asian

455
62 Discussion
The method of calculating disproportionate need places groups of different sizes on equal footing, allowing any outsized impact on specific groups to be identified. However, throughout the City and across different racial and ethnic groups, 83 percent of residents with one or more housing problem s earn at most 30 percent AMI, while 85 percent earn 30-50 percent AMI . These are very high rates of need, requiring almost an entire sub- population to be in need for a disproportionate impact to evident.

The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 5 - Disproportionate Need Across Households Earning <30% AMI

Among households with incomes up to 30 percent AMI , there is a disproportionate concentration of households with one or more housing problem s that identify racially as American Indian, Alaska Native.

456
63 Data Source: 2016-2020 CHAS
Figure 6 - Disproportionate Need Across Households Earning 30-50% AMI

Among households with incomes ranging from 30 to 50 percent AMI , there is a disproportionate concentration of households with one or more housing problem s that identify racially as Asian.

Data Source: 2016-2020 CHAS
Figure 7 - Disproportionate Need Across Households Earning 50-80% AMI

Among households with incomes ranging from 50 to 80 percent AMI , there is a disproportionate concentration of households with one or more housing problem s that identify racially as Pacific Islander.

457
64 Data Source: 2016-2020 CHAS
Figure 8 - Disproportionate Need Across Households Earning 80-100% AMI

Across households with incomes ranging from 80 to 100 percent AMI , there is a disproportionate concentration of households with one or more housing problem s that identify racially or ethnically as follows:
- Black / African American and
- Asian.

458
65 NA-20 Disproportionately Greater Need: Severe Housing Problems Similar to the previous section, Table 18 to Table 21 provides data to determine whether any racial or ethnic group experiences disproportionate housing needs related to severe housing problems, which are defined as:

1. Lacks complete kitchen facilities: Household does not have a stove/oven and refrigerator.

2. Lacks complete plumbing facilities: Household does not have running water or modern toilets.

3. Severe overcrowding: A household is considered severely overcrowded if there are more than 1.5 persons per room.

4. Severe cost burden: A household is considered severely cost burdened if the household pays more than 50 percent of its total income for housing costs. For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage payment, taxes, insurance, and utilities.

Table 18 - Severe Housing Problems 0 - 30% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 4,820 1,325 0
White 555 275 0
Black / African American 945 195 0
Asian 170 35 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 3,045 785 0
Data Source: 2016-2020 CHAS

459
66 Table 19 - Severe Housing Problems 30 - 50% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 3,740 1,965 0
White 420 395 0
Black / African American 145 100 0
Asian 220 35 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 2,840 1,410 0
Data Source: 2016-2020 CHAS

Table 20 - Severe Housing Problems 50 - 80% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 3,735 6,925 0
White 365 1,280 0
Black / African American 255 550 0
Asian 240 345 0
American Indian, Alaska Native 10 20 0
Pacific Islander 10 95 0
Hispanic 2,800 4,595 0
Data Source: 2016-2020 CHAS

460
67 Table 21 - Severe Housing Problems 80 - 100% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 960 5,555 0
White 59 1,020 0
Black / African American 35 215 0
Asian 79 345 0
American Indian, Alaska Native 0 15 0
Pacific Islander 0 0 0
Hispanic 770 3,850 0
Data Source: 2016-2020 CHAS

Discussion
The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 9 - Disproportionate Need Across Households with Severe Housing Problems Earning <30% AMI

Across households with incomes up to 30 percent AMI , there is a disproportionate concentration of households with one or more severe housing problem s that identify racially as American Indian, Alaska Native.
461
68 Data Source: 2016-2020 CHAS
Figure 10 - Disproportionate Need Across Household with Severe Housing Problems Earning 30 - 50% AMI

Among households with incomes 30- 50 percent AMI , there is a disproportionate concentration of households with one or more severe housing problem s that identify racially as Asian.

Data Source: 2016-2020 CHAS
Figure 11 - Disproportionate Need Across Households with Severe Housing Problems Earning 50- 80% AMI

462
69 Data Source: 2016-2020 CHAS
Figure 12 - Disproportionate Need Across Households with Severe Housing Problems Earning 80 - 100% AMI

Among households with incomes in 50-80 percent AMI and 80-100 percent AMI there is no disproportionate concentration.

463
70 NA-25 Disproportionately Greater Need: Housing Cost Burdens HUD defines cost burden as the extent to which gross housing costs, including utility costs, exceed 30 percent of a given household’s gross income. A household is considered to be severely cost burdened if gross housing costs, including utility costs, exceed 50 percent of the gross household income.

Table 22 - Greater Need: Housing Cost Burdens AMI
Housing Cost Burden <=30% 30-50% >50%
No / negative
income (not
computed)
Jurisdiction as a whole 33,240 12,105 9,645 390
White 7,585 1,880 1,175 20
Black / African American 2,670 1,120 1,250 75
Asian 2,535 655 665 0
American Indian, Alaska Native 120 0 15 0
Pacific Islander 95 95 10 0
Hispanic 19,610 7,930 6,270 295
Data Source: 2016-2020 CHAS

Discussion
The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 13 - Disproportionate Need Across Households Cost Burdened 30-50% of Income 464
71 Among households with housing cost burdens equivalent to 30 to 50 percent of their gross household income, there is a disproportionate concentration of households that identify racially as Pacific Islander.

Data Source: 2016-2020 CHAS
Figure 14 - Disproportionate Need Across Households Cost Burdened >50% of Income

Across households with housing cost burdens of greater than 50 percent of their gross household income there is no disproportionate concentration.

465
72 NA-30 Disproportionately Greater Need: Discussion
Are there any income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
The following racial or ethnic groups were found to experience housing problems at a disproportionately higher rate than the percentage of all households in the given income category:
- 0-30 percent AMI (Figure 5): American Indian, Alaska Native - 30-50 percent AMI (Figure 6): Asian
- 50-80 percent AMI (Figure 7): Pacific Islander
- 80-100 percent AMI (Figure 8):

O Black / African American
O Asian
The following racial or ethnic groups were found to experience severe housing problems at a disproportionately higher rate than the percentage of all househol ds in the given income category:
- 0-30 percent AMI (Figure 9): American Indian, Alaska Native - 30-50 percent AMI (Figure 10): Asian
- 50-80 percent AMI (Figure 11): none
- 80-100 percent AMI (Figure 12): none
The following racial or ethnic groups demonstrated a dispr oportionately higher rate of housing cost burden:
- 30 to 50 percent of income (Figure 13): Pacific Islander - Greater than 50 percent of income (Figure 14): none

If they have needs not identified above, what are those needs? No other housing needs for these specific racial or ethnic groups were identified through consultation or citizen participation.

In the State of California, local jurisdictions are required to complete a General Plan, which must include a Housing Element (in addition to six other state -mandated elements). All Housing Elements due on or after January 1, 2021, must contain an Assessment of Fair Housing (AFH) consistent with the core elements of the analysis required by the federal Affirmatively Further Fair Housing Final Rule of July 16, 2015. The AFH in the City’s 2021– 2029 Housing Element includes a discussion of the following housing issues and needs:
466
73 Lending discrimination: Both Hispanic and African American residents experience lower rates of approval for loans compared to White residents. On average, there is a 2.9 percent approval difference between Hispanic and White residents over all categories. African American residents experience significantly lower approval rates , with an average difference of approximately 8.3 percent points when compared to White residents. Overall, lending discrimination is still an impediment to housing in Fontana, especially for African American residents.

Racially/ethnically concentrated areas of poverty: Census Tract 28.04, near the geographic center of the City, is designated as a Racially/Ethnically Concentrated Area of Poverty (R/ECAP). R/ECAPs are defined by the HUD as Census T racts with a majority non -White population (greater than 50 percent), and with a poverty rate that exceeds 40 percent, or is three times the average tract poverty rate for the area, whichever is lower.

Approximately 39 percent of residents in Census Tract 28.04 have incomes that classify them as at or below federal poverty level (FPL). The median household income in this Census Tract is $36,925, which is significantly lower than Fontana’s overall median income of $79,789. Additionally, 85.5 percent of the Census Tract residents identify as Hispanic.

This Census Tract is also one of three High Segregation & Poverty areas in the City. The other two Census Tracts classified in this category are Census Tract 30.00 and Census Tract

31.02, both of which are adjacent to Census Tract 28.04.

Census Tract 28.04 faces additional challenges including:
- Located at 8650 Oleander Avenue, Oleander Elementary School is approximately 400 feet west of the Fontana Household Hazardous Waste Facility. Although the Fontana Household Hazardous Waste Facility is not listed as a Hazardous Waste Generator, the Census Tract is within the 75th percentile of toxic release exposur e compared to all other tracts in the state.
- There is limited access to retail, services, and employment centers for residents, and a general lack of publicly accessible open space.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? The City of Fontana is highly diverse. According to 2018 ACS estimates , 13.8 percent of Fontana residents are non-Hispanic White. According to the City’s most recent Analysis of Impediments to Fair Housing Choice, a HUD letter of findings dated April 6, 2007 , asserts that North Fontana is populated predominately by non-Hispanic Whites, causing “de facto segregation” in the area. However, as a result of changes to market conditions since HUD’s evaluation, the portion of Fontana north of the 210 Freeway is no longer a majority non - Hispanic White population.
467
74 NA-35 Public Housing
The Housing Authority of the County of San Bernardino (HACSB) pursues its mission to “empower all individuals and households in need to achieve an enriched quality of life by providing housing opportunities and resources throughout” the County. HACSB is a federally designated Moving To Work (MTW) housing authority. With this designation it has been able to increase cost efficiency, self-sufficiency, and housing choice.

HACSB primarily operates as a voucher-based housing authority, owning only one unit of public housing. As of December 2024, HACSB offers the following types and quantities of housing vouchers:
- 7,508 Tenant-Based Housing Choice Vouchers (HCV)
- 1,129 Project-Based HCVs
- 1,113 Rental Assistance Demonstration (RAD) HCVs
- 118 Family Unification Special Purpose Voucher (SPV)
- 309 Mainstream SPVs
- 420 Veteran Assistance Supportive Housing (VASH) SPVs - 68 Housing Opportunities for Persons with AIDS vouchers - 460 Emergency Housing Vouchers
- 246 Continuum of Care vouchers
- 8 master leasing projects
As of December 2024, a total of 745 housing vouchers of all types were in use throughout Fontana.

Table 23 - Public Housing by Program Type
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
VASH Family
Unification Disabled*
Unit vouchers
in use 1,177 5,277 517 4,660 54
Data Source: PIC (PIH Information Center) *includes Non-Elderly Disabled, Mainstream One- Year, Mainstream Five-year, and Nursing Home Transition

Table 24 – Characteristics of Public Housing Residents by Program Type 468
75 Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose
Voucher
VASH Family
Unification
Average Annual
Income 13,755 14,084 14,172 13,978 14,467 No data
Average length
of stay 6 6 1 7 0 No data
Average
Household size 3 2 1 2 1 No data
Homeless at
admission 0 30 1 22 7 No data
Elderly Program
Participants
(>62)
239 1,122 357 754 3 No data
Disabled
Families 200 1,284 39 1,200 28 No data
Families
requesting
accessibility
features
1,177 NA NA NA NA No data

HIV/AIDS
program
participants
No data No data No data No data No data No data
DV victims No data No data No data No data No data No data Data Source: PIC (PIH Information Center)

469
76 Table 25 – Race of Public Housing Residents by Program Type Race Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
VASH Family
Unification Disabled*
White 644 2,226 372 1,791 38 No data No data
Black/
African
American
425 2,911 114 2,763 16 No data No data
Asian 57 94 21 70 No
data No data No data
American
Indian/
Alaska
Native
3 27 5 22 No
data No data No data
Pacific
Islander 29 12 3 9 No
data No data No data
Other 19 7 2 5 No
data No data No data
Data Source: PIC (PIH Information Center) *Includes Non-Elderly Disabled, Mainstream One- Year, Mainstream Five-year, and Nursing Home Transition

Table 26 – Ethnicity of Public Housing Residents by Program Type Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
VASH
Family
Unification
Program
Disabled
*
Hispanic 504 1,326 167 1,132 14
Not
Hispanic 670 3,951 350 3,528 40
Data Source: PIC (PIH Information Center) *Includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.

Section 504 of the Rehabilitation Act of 1973 prohibits discrimination based on disability in any program or activity that is conducted by federal agencies , or that receives financial assistance from a federal agency. A housing provider may not deny or refuse to sell or rent to a person with a disability, and may not impose application or qualification criteria, rental fees, or sales prices and rental or sales terms or conditions that are different than those 470
77 required of or provided to persons who do not have disabilities. Further, housing providers may not require persons with disabilities to live only on certain floors, or to all live in one section of the housing. Housing providers may not refuse to make repairs, nor may limit or deny access to recreational and other public and common use facilities, parking privileges, cleaning or janitorial services , or any services to persons with disabilities, that are made available to other residents. When possible, HACSB fulfills reasonable accommodation requests for households HACSB.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The most pressing need is the high demand for affordable housing throughout San Bernardino County. There are over 112,846 duplicated households on waitlists for HACSB housing assistance. Approximately 40 percent of the 25,463 households on the tenant - based HCV waitlist were submitted by multiple members of the same household. The waitlist for project -based HCVs includes 35,781 households, and the RAD project -based voucher waitlist is up to 51,602 households.

How do these needs compare to the housing needs of the population at large? The needs experienced by HACSB participants are similar to the needs of very low-income and low-income households throughout Fontana.

Discussion
HACSB implements a variety of strategies to address the need for affordable housing. The core strategies include maximizing affordable housing opportunities through continuous program and management improvement and leveraging additional resources by working with the San Bernardino County Affordable Housing and CDBG and HOME units.

471
78 NA-40 Homeless Needs Assessment
There are four federally defined categories by which individuals and families are considered homeless:
1) Literally Homeless – An individual or family:
a. Living unsheltered on the streets;
b. Living in a vehicle or other place not meant for habitation; c. Living in an emergency shelter or transitional housing program, including a motel/hotel paid by a charitable organization or government program; or d. Exiting an institution (resided 90 days or less and previously resided in one of the two items listed above).
2) Imminent Risk of Homelessness – An individual or family imminently losing their housing:
a. Housing will be lost within 14 days; and
b. Has no subsequent residence; and
c. Lacks the resources and support network.
3) Homeless Under other Federal Statutes – An unaccompanied youth under the age of 25 or families with children and youth, who do not otherwise qualify as homeless under this definition, but who do meet all of the following:
a. Are defined as homeless under Section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), Section 637 of the Head Start Act (42 U.S.C. 9832), Section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), Section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), Section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), Section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or Section 725 of the McKinney -Vento Homeless Assistance Act (42 U.S.C. 11434a);
b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance;
c. Have experienced persistent instability as measured by two or more moves during the 60- day period immediately preceding the date of applying for homeless assistance; and
d. Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Educ ation Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment.
472
79 4) Fleeing or Attempting to flee Domestic Violence – An individual or family:
a. Fleeing or attempting to flee domestic violence situation, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member; and b. Has no subsequent residence; and
c. Lacks the resources and support network.

According to the 2024 Annual Homeless Assessment Report (AHAR) to Congress, during the PIT Count in January 2024, California had the highest number and rate of unsheltered homeless population in the Country. Twenty- eight percent of the nation’s homeless population was reported in California. More than half of all the nation’s homeless individuals are concentrated in three states: California (24 percent), New York (20 percent), and Washington (four percent). The rate of homelessness i n California increased by three percent from 2023 to 2024, and 35 percent from 2007 to 2024.

The San Bernardino County Continuum of Care is known as the San Bernardino County Homeless Partnership (SBCHP). The partnership consists of three distinct bodies: the San Bernardino County Interagency Council on Homelessness, the Homeless Provider Network, and the Office of Homeless Services. Annually, the SBCHP conducts a PIT count to create a census of unsheltered and sheltered individuals experiencing homelessness to establish a baseline snapshot. On January 26, 2023 , and again in January 25, 2024, the SBCHP conducted the annual PIT counts. The tables in the section draw on the HUD published 2024 PIT count. From 2023 to 2024 the number of individuals experiencing homelessness in the County increased from 2,976 to 3,055.

The number of sheltered and unsheltered homelessness individuals in Fontana accounts for seven percent of the 2024 PIT count in San Bernardino County, up from six percent in 2023. The 2024 PIT counted 41 sheltered individuals and 260 unsheltered individuals, while the 2023 PIT counted no sheltered individuals and 240 unsheltered individuals , while the 2023 PIT recorded no sheltered individuals and 240 unsheltered individuals. The increase in sheltered homeless individuals is due in large part to the opening of the Bridge of Hope emergency family shelter in Fontana in the latter half of 2023.

Since 2020, the countywide rate of homelessness experienced by children under the age of 18 has increased 16 percent, from 267 children to 311 children. The rate of homelessness experienced by transitionally aged youth aged 18 to 25 declined 22 percent, from 212 to 165. The rate of homelessness for those over the age of 24 increased 43 percent. PIT Counts were put on hold in 2021 due to the Coronavirus Pandemic. 473
80 Data Source: HUD 2020-2024 San Bernardino County Homeless Count Figure 15 – Overall Homelessness By Age

Table 27 - Homeless Needs Assessment
Population
Homeless on a given night Homeless each year Days in
homeless-
ness Sheltered Unsheltered Experiencing Becoming Exiting Persons in
households with
adult(s) and
child(ren)
420 55

NA NA NA NA
Persons in
households with
only children
7 6
Persons in
households with
only adults
773 2,994
Chronically
homeless
individuals
240 1,698
Chronically
homeless
families
3 8
Veterans 35 211
Unaccompanied
Child 7 6
Persons with
HIV/AIDS 11 33
Data Source: San Bernardino County Homeless Count & survey Report Indicate if the homeless population type: Jurisdiction Has No Rural Homeless

474
81 If data is not available for the categories "number of persons becoming and exiting homelessness each year" and "number of days that persons experience homelessness", then describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).

A chronically homeless individual or family is defined as living in an emergency shelter or in an unsheltered loc ation with a disabling conditi on and h aving been continuously homeless for a year or more, or experiencing at least four episodes of homelessness in the past three years. The 2023 PIT Count recorded that on January 26, 129 sheltered and 1,308 unsheltered individuals were chronically ho meless. This included three households with children living in emergency shelter and four households with children living in unsheltered conditions . In 2024, the number of people and households experiencing chronic homelessness increased to 240 sheltered i ndividuals and 1,698 unsheltered individuals, including three sheltered and eight unsheltered households with minor aged children.

Families with children include at least one household member aged 18 or over and at least one household member under 18 year s of age. According to the 2023 PIT Count in San Bernardino County, there were 509 people experiencing homelessness in households with at least one adult and one child; 478 people living in emergency or transitional shelters; and 31 people living in unsheltered conditions and in urgent need of housing assistance.

The total number of individuals in households with minor aged children decreased in 2024 to 475, with 420 living in sheltered conditions and 55 living in unsheltered conditions.

Veterans are defined as persons who have served on active duty in the Armed Forces of the United States. This does not include inactive military reserves or the National Guard unless the person was called to active duty. The 2023 PIT count re corded 28 sheltered homeless veterans and 203 unsheltered and homeless veterans. The 2024 PIT Count recorded 35 shelter ed homeless veterans and 211 unsheltered homeless veterans, an increase from the prior year.

Unaccompanied youth, individuals under the age of 18, are presumed to be emancipated if they are unsheltered without an adult. According to the 2023 PIT Count, there were 244 homeless unaccompanied youth, including 83 sheltered and 161 unsheltered. Among unaccompanied transitionally aged youth, ages 18 to 24 who were homeless, 75 were sheltered and 150 unsheltered. This pattern of transitionally aged youth accounting for most unaccompanied youth experiencing homelessness persisted in 2024. The total number of unaccompanied youths living in homelessness decreased to 166.

In addition, the PIT count s subpopulations living with severe mental illness, HIV/AIDS, chronic substance abuse, and victims of domestic violence. 475
82 Throughout San Bernardino County, in 2023, 820 individuals experiencing homelessness also had severe mental illness . Of those, 646, were unsheltered . In 2024, 811 persons experiencing homelessness had severe mental illness, with 631 of them unsheltered.

Within the SBCHP, in 2024, there were 74 homeless pe living with HIV/AIDS, of w hom 35 were unsheltered , In 2024 there were 44 homeless individuals living with HIV/AIDS, of whom 33 were unsheltered.

In 2023, chronic substance abuse impacted 1,024 homeless individuals in San Bernardino County, of whom 929 were unsheltered. In 2024, 811 individuals were affected by chronic substance abuse with 866 of them unsheltered.

Throughout the SBCHP, in 2023, a reported 372 individuals experiencing homelessness had also experienced domestic violence, with 104 of them unsheltered. In 2024, there were a reported 304 individuals with this experience, 205 of whom were unsheltered.

Table 28 – Nature and Extent of Homelessness
Race Sheltered Unsheltered (optional)
American Indian, Alaska Native, or
Indigenous 16 64
Asian or Asian American 20 30
Black, African American, or African 332 559
Hispanic/Latina/e/o Only 163 1,040
Middle Eastern or North African 0 9
Native Hawaiian or Other Pacific Islander 4 16
White 340 1,281
Ethnicity Sheltered Unsheltered (optional)
Hispanic 256 36
Not Hispanic 69 20
Data Source: San Bernardino County Homeless Count & survey Report

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

According to the 2023 PIT Count in San Bernardino County there were 509 individuals experiencing homelessness in households with at least one adult and one child. Of these, 478 individuals were living in emergency or transitional shelters, while 31 individuals were living in unsheltered conditions and in urgent need of housing assistance.

There were 24 parenting youth, and 28 children of parenting youth , all of whom were sheltered. The total individuals in households with minor aged children decreased in 2024 476
83 to 475 with 420 living in sheltered conditions and 55 in unsheltered conditions. The number of parenting youth experiencing homelessness dropped to 10, with eight sheltered and two unsheltered.

The 2023 PIT Count recorded 28 sheltered veterans and 203 unsheltered veterans in San Bernardino County. The 2024 PIT counted 35 sheltered veterans and homeless and 211 unsheltered veterans, an increase over the prior year.

It is unclear how many unique families are represented in these numbers. Among the homeless population, it is unclear how many families of deceased or estranged veterans exist.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The 2024 PIT Count found that most people experiencing homelessess in the County identified racially or ethnicallty as White (38 percent), followed by Hispanic/Latina/e/o Only (28 percent), Black, African American, or African (21 percent), American Indian, Hispanic and One or More Race (seven percent), Not Hispanic and Multiple Race (two percent), Alaska Native, or Indiginous (2 percent), Asian or Asian American (one percent), and Native Hawaiian or Other Pacific Islander (one percent). By far most people experiencing homeless are living in unsheltered conditions.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The 2023 and 2024 PIT Counts found that 60 more individuals experienced homelessness in 2023 than 2024, and the percentage of individuals living in unsheltered condition increased minimally from 71 to 72 percent . In 2023, o f 4,195 homeless individuals, 71 percent were unsheltered. Unsheltered chronically homeless accounted for 44 percent of all unsheltered homeless individuals. Among those who were reported as being homeless and unsheltered, 31 percent were living with chronic substance abuse, 22 percent faced severe mental health issues, and nine percent had experienced domestic violence. In 2024, of the 4,255 individuals experiencing homelessness, 72 percent were unsheltered.

Unsheltered chronically homeless accounted for 56 percent of all unsheltered homeless individuals. Among those who were reported as being homeless and unsheltered, 28 percent were living with chronic substance abuse, 21 percent faced severe mental health issues, and seven percent had experienced domestic violence. 477
84 NA-45 Non-Homeless Special Needs Assessment
Special needs populations consist of persons who are not homeless, but due to various reasons require services and supportive housing. Persons with special needs include the elderly, frail elderly, severely mentally ill, developmentally disabled, physically disabled, persons with alc ohol or other drug addictions, persons with HIV/AIDS , and victims of domestic violence. The City will consider allocating CDBG to public services for special these needs populations, as well as victims of human trafficking, and individuals with PTSD or other needs.

Describe the characteristics of special needs populations in your community.

Elderly and Frail Elderly
HUD defines elderly as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to perform at least three “activities of daily living” including eating, bathing, grooming, or home management activities. Generally, elderly people have lower incomes than the population at large. Based on 2016-2020 CHAS data, of the 14,920 households containing at least one elderly person in Fontana, 48 percent (7,115 households) earn up to 80 percent AMI and may require public services to continue to live independently. ACS data from the same period shows 9,436 residents of Fontana aged 65 and above have a disability. Of those individuals, 50 percent experience ambulatory difficulty, 41 percent experience independent living difficulty, and 28 percent experience hearing difficulty.

Persons with Disabilities
HUD defines a disabled person as having a physical or mental impairment that substantially limits one or more major life activity. The obstacle to independent living for these adults is not only their disability, but also the lack of financial resources, often related to limited employment. Additionally, persons with disabilities have increased health care costs, are dependent on supportive services, and may require accessibility modifications to accommodate their disability. The 2021, 1 -year ACS estimate of the total Civilian Noninstitutionalized Population age 18 to 64 in Fontana with a disability indicates 3,757 employed; 453 unemployed; and 4,576 not part of the labor force.

Alcohol and Other Drug Addictions & Mental Illness
The Substance Abuse and Mental Health Services Administration (SAMHSA) is a federally funded institution established to disseminate information on mental disorders, including data on prevalence. Prevalence data is collected through the National survey on Drug Use
and Health (NSDUH) and is calculated for a two-year period. Unfortunately, the Coronavirus Pandemic disrupted the method of survey delivery , which has disrupted the data series.

The most recent data set for the 2021-2022 period is only available at the state level. 478
85 Rates of substance use disorder, men tal illness, serious mental illness, and receipt of mental health treatment have increased among Californians ages 18 to 25, and 26 and over, since the pandemic and there is a higher prevalence in the younger age segment that the older group. Any mental illness and serious mental illness do not include developmental, or substance use disorders. survey results from 2021-2022 show the following. 18- to 25-year-olds
- 34.35 percent had any mental illness
- 12.08 percent had serious mental illness
- 21.56 percent received mental health treatment in the past year - 27.24 percent had substance use disorder
26-year-olds and over
- 20.31 percent had any mental illness
- 4.66 percent had serious mental illness in the past year - 17.08 percent received mental health treatment in the past year - 16.58 percent had substance use disorder

HIV/AIDS
Human Immunodeficiency Virus (HIV) weakens the immune system by destroying important cells that fight disease and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage of HIV. The Center for Disease Control (CDC) Atlas Plus program reported in San Bernardino County an estimated 288 individuals were newly diagnosed during 2022 ( https://www.cdc.gov/nchhstp/atlas/index.htm, accessed November 2024). New HIV diagnoses were most concentrated among people 25 -34 years of age. For persons living with HIV/AIDS, access to affordable housing, supportive services, and quality health care is important to maintaining their health and well-being.

Victims of Domestic Violence
Domestic violence, assault, and stalking are often not reported. According to the 2022 National Crime Victimization survey, only 53 percent of all domestic violence events and 21 percent of rapes and sexual assaults were reported to the P olice. Domestic Violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, a total of 708 calls related to domestic violence were made from Fontana (openjustice.doj.ca.gov
, accessed November 2023). Of those
- four were with a firearm;
- 11 were with a knife or cutting instruments;
- 124 were with other dangerous weapons; and
- 620 were with personal weapons.
479
86 What are the housing and supportive service needs of these populations and how are these needs determined?
Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training provided for the purpose of facilitating an individual’s stability and independence.

To determine the level of need and types of services needed by special needs populations, the City conducted a survey, consulted with local service providers, and reviewed ACS data.

In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no -step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware.

The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, doorbells, and smoke alarms. Residents who are blind may require tactile marking of changes in floor level and stair edges , as well as braille markings on appliances and controls. People with low vision may r equire large- print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.

For persons with special needs, the high cost of living in Sa n Bernardino County makes it difficult to maintain a stable residence. Often these segments of the population rely on support services from various County nonprofit organizations to avoid becoming homeless or institutionalized.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area.

According to the CDC, at the end of 2022, 1.1 million people in the United States were living with HIV. In 2021, 35,716 new HIV diagnoses were recorded, increasing to 37,601 new diagnoses in 2022 (cdc.gov
, accessed January 2025). In San Bernardino County, CDC data show the number of persons living with HIV increased from 2,903 in 2013 to 5,240 in 2022.

Among those diagnosed with HIV, 66 percent were in receiving medical care and 57 percent had achieved viral suppression. Viral load is an indicator of health and adherence to medication. A high viral load is indicative of illness. Viral load suppression (less than 200 copies/ml) is suggestive of improved health.
480
87 Data Source: CDC Atlas Plus
Figure 16 - HIV Prevalence

In 2022, 288 new HIV diagnoses were reported in San Bernardino County. People aged 25 to 34 accounted for 35 percent, the greatest concentration of new cases. Of the newly diagnosed, 87 percent were male, the majority of whom identified racially and ethnically as Hispanic/Latino.

Discussion
In addition to the elderly, frail elderly, severe mentally ill, developmentally disabled, physically disabled, persons with alcohol and other drug addictions, persons with HIV/AIDS, and victims of domestic violence described above, subpopulations with special needs in San Bernardnio County include victims of human trafficking and individuals with PTSD.

Victims of Human Trafficking
Human trafficking is a crime that involves forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercialized sex acts. Human trafficking is extremely difficult to track. There is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking, which involved 2,045 victims (https://humantraffickinghotline.org/
accessed January 2025). The most common type of
human trafficking reported in California was sex trafficking.

The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from 481
88 every country in the world. Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras.

The Trafficking in Persons Report states, “human trafficking patterns in the United States continued to reflect the living legacy of the systemic racism and colonization globalized during the t ransatlantic slave trade through chattel slavery and regional practices of Indigenous dispossession. Traffickers often target those who experience compounding forms of discrimination (such as discrimination because of one’s racial or ethnic group, gender i dentity, disability, or sexual orientation), experience violence (such as intimate partner or domestic violence) or interact with government run programs (such as the criminal justice system, runaway and homeless youth services, foster or institution care, and the immigration enforcement system.”
Posttraumatic Stress Disorder
The National Institute of Mental Health (NIMH) explains PTSD can “develop after exposure to a potentially traumatic event that is beyond a typical stressor”. Potential inducing events may include, but are not limited to, “violent personal assaults, natural or human- caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD recognizes the disorder impacts populations inside and outside of the military including families, children, and non-combatants. The National Center reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives. “Women are more likely to develop PTSD than men in part due to the types of traumatic events that women are more likely to experience – such as sexual assault — compared to men.” Challenges these special needs popula tions and subpopulations face include low-income and high housing cost. This segment of the population also struggles for a decent quality of life that includes access to necessities, adequate food, clothing, and medical care.

Novel coronavirus COVID-19
COVID-19 caused a global pandemic. The widespread impact on the United State began in March 2020. In the ensuing years, lives changed dramatically, from the effect of measures to prevent the spread of the disease – including stay-in-place orders, social distancing, mask wearing and vaccination – to death. The Coronavirus Aid, Relief and Economic Security (CARES) Act allocated funds to respond to the public health emergency through HUD. The City received and has expended $ 2,467,484 CDBG-CV and $2,343,005 ESG-CV funds to assist low- and moderate-income individuals and families impacted by COVID. The national and global public health emergency status was lifted in May 2023; however, the virus is still present and active around the world.
482
89 NA-50 Non-Housing Community Development Needs
Describe the jurisdiction’s need for Public Facilities.

There is a relatively low level of need for improved public facilities, mainly built structures, in Fontana. City residents benefit from improved public facilities, such as parks and recreation facilities, youth centers, childcare centers, community libraries, and homeless facilities. However, compared to the high level of need for public se rvices and affordable housing, the need for improved public facilities is low.

How were these needs determined?
The need for public facility improvements was determined through consultation with stakeholders including City departments and external organiza tions, and review of the City’s Capital Improvement Plan.

Describe the jurisdiction’s need for Public Improvements.

There is a relatively low level of need for improved public improvements in the City of Fontana. While City residents benefit from public improvements to infrastructure, such as sidewalks, streets, and alleys , compared to the high level of need for public services and affordable housing, the need for improved public infrastructure is low.

How were these needs determined?
The need for public facility improvements was determined through consultation with stakeholders including City departments and external or ganizations, and review of the City’s Capital Improvement Plan.

Describe the jurisdiction’s need for Public Services.

There is a high need for public services in Fontana. Approximately 41 percent of households in the City have incomes at or below 80 percent AMI. The provision of services at reduced or no cost expands choices available to residents with low - and moderate- incomes. Community Needs Survey respondents were asked to rate the availability and quality of public services from one to five starts, and they gave it an average of three stars.

This is largely indicative of the availability of public services as the rate of need far exceeds the number of providers across a wide range of services.

How were these needs determined?
The need for public services was determined through the Community Needs survey,
consultation with stakeholders, including City departments and external organizations, and 2016–2020 CHAS data.
483
90 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
This section of the Consolidated Plan evaluates housing market conditions in Fontana , including housing supply, demand, condition, and cost. S ingle, detached-structures are most prominent , representing almost 80 percent of all structures. Owner households occupy 66 percent of units. The housing stock is aging, with 68 percent built over 40 years ago.

The data shows the housing market in Fontana is relatively tight and many households, especially renters, are experiencing a housing cost burden. According to the Zillow Home Value Index from 2020 to 2024 the median value for homes in Fontana increased 42 percent.

ACS data shows median contract rent increased 26 percent over the last 10 years. While CHAS data indicates that there are enough housing units affordable to people with incomes up to 80 percent AMI , the surplus of units is minimal . There are only 405 more units affordable to households with income up to 80 percent AMI than there are households at that income level. Furthermore, there is no guarantee of which unit a household will occupy. CHAS data shows 42 percent of households earning up to 80 percent AMI experience a housing cost burden greater than 50 percent of their income. This situation is not new. For many years monthly rent increased at a faster rate than household income.

Source: 2016-2020 ACS
Figure 17- Change in Median Rent and Income

484
91 MA-10 Number of Housing Units
According to 2016–2020 ACS data, 79 percent of housing stock in Fontana is comprised of single, detached-structures. Structures that include 20 or more units represent the next greatest amount of housing at nine percent. Single, attached -structures comprise the smallest portion of the housing stock in the City at two percent. According to the 2016–2020 ACS, the gross number of housing units in the City increased by 4,975 from 52,080 in 2015 to 57,055 in 2020.

Most ownership housing units in Fontana have two or three bedrooms. In comparison, less than one percent are units with one-bedroom. The tables below indicate the number of residential properties in the City by property type, unit size, and tenure.

Table 29 - Residential Properties by Unit Number
Property Type Number %
1-unit detached structure 45,242 79%
1-unit, attached structure 1,259 2%
2-4 units 1,352 2%
5-19 units 2,421 4%
20 or more units 5,410 9%
Mobile Home, boat, RV, van, etc. 1,371 2%
Total 57,055 100%
Data Source: 2016-2020 ACS

Table 30 - Unit Size by Tenure

Owners Renters
Number % Number %
No bedroom 227 1% 473 3%
1 bedroom 145 0% 2,425 13%
2 bedrooms 18,707 51% 12,672 68%
3 or more bedrooms 17,606 48% 3,114 17%
Total 36,685 100% 18,684 100%
Data Source: 2016-2020 ACS

485
92 Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City tracks the affordability status of a total of 1,898 affordable housing units across 79 properties, which were constructed or rehabilitated with HOME Investment Partnerships (HOME), Housing Set-Aside, Housing Bond, tax credits, or other public funds.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

HUD requires the City to analyze federal, state and locally assisted housing units that may be at risk of be ing lost from the City’s affordable housing stock. The expiration of affordability restrictions on government assisted rental units is the typical reason that affordable units convert to market rate and are “lost.” Much of the housing at -risk of conversion from affordable housing to market rate housing is primarily reserved for lower income households.

Use restrictions, as defined by state law, refer to any federal, state, or local statute, regulation, ordinance, or contract which as a condition of receipt of any housing assistance, including a rental subsidy, mortgage subsidy, or mortgage insurance, to an assisted housing development, establishes maximum limitations on tenant income as a condition of eligibility for occupancy.

Conversion Risk
According to the City Housing Element 2021–2029, there are 1,898 publicly assisted rental units across 79 developments, and 43 of those units are at risk of conversion to market rate between 2025 and 2028. The remainder are covenanted for the next 10 years or more, or are owned by large, stable, mission-driven nonprofit developers, and at low risk of losing affordability status.

Preservation and Replacement Options
To maintain the existing affordable housing stock, the City may either attempt to preserve the existing assisted units or facilitate the development of new ones . Each negotiation to preserve affordable units is unique, as ownership interests, and economic needs will vary by project. Additionally, City resources may be insufficient to preserve all units when covenants expire. Depending on the circumstances of each project that includes at -risk units, different strategies may be used to either preserve or replace them . Preservation options typically include: 1) transfer of units to nonprofit ownership, 2) providing rental assistance to tenants using alternative funding sources , 3) purchasing extended affordability covenants. For replacement, the most direct approach is the development of new affordable units with long-term covenants.
486
93 Does the availability of housing units meet the needs of the population? There is a significant need for additional rental housing units of all sizes affordable to households earning up to 80 percent AMI, especially smaller units such as no-bedroom and one-bedroom units. Determining the exact number and size of units is challenging, as there is no guarantee regarding the size of the housing unit a household will occupy.

Describe the need for specific types of housing.

ACS data indicates that in 2020 there were 6,0 51 single-person households in Fontana – 2,824 renters and 3,227 owners. Table 30 shows 3,270 no-bedroom and one-bedroom units in the City, 2,898 rental, 372 owner. The data suggests a potential need for more opportunities to purchase small housing units.

Table 10 reports cost burden and illustrates the number and approximate size of households with incomes at or below 80 percent AMI living in housing units that are beyond their financial means. Elderly and “other” types include single-person households.

There are 1,219 renter and 1,600 owner elderly households and 774 renter and 530 “other” households in Fontana. The data also indicates there may be a need for more opportunities to purchase small housing units.

Discussion
For decades, California’s housing market has been among the most expensive in the country, and the conditions persist today . To afford the median market rent for a two - bedroom unit in Fontana, a household must earn over $42 per hour, or work over 106 hours per week at minimum wage of $16 per hour – equivalent to nearly three full time jobs.

These calculations were made using the method applied by the National Low Income Housing Coalition in the Out of Reach series and using market rate rent from Zumper.

Market rate rents are significantly higher than fair market rents and more accurately reflect the experience low- and moderate-income households are facing.

Data Source: 2022 Zumper Research & CA Minimum Wage Data Figure 18 - Minimum Wage Affordability

487
94 MA-15 Housing Market Analysis: Cost of Housing
One of the most important factors in evaluating a community’s housing market is the cost of housing and its affordability for current and prospective residents. If housing costs are relatively high in comparison to household income, correspondingly high housing cost burden and overcrowding will typically occur.

Table 32 indicates the median home value and contract rent (not including utility or other associated costs). These values are self-reported by residents through the ACS survey and the data reflects the 5-Y ear Estimate for 2016–2020. However, in looking at more current housing sales and rental market data – the cost of housing has risen tremendously in recent years. ACS data shows median contract rent increased 26 percent from 2010 to 2020. In 2020, according to ACS data, median home values in Fontana were 13 percent greater than in 2010, during the mortgage-backed securities housing foreclosure crisis. According to the Zillow home value index, value increased 42 percent from $444,021 in November 2020 to $631,304 in November 2024.

Data Source: 2021-2023 Zillow Home Value Index Research Figure 19 - Median Home Value

Based on the reported housing costs, the Housing Affordability Table indicates the number of units currently affordable to households at different levels of income. It is important to note that simply because a unit is affordable to residents at that income level, it does not necessarily mean that a household at that income level is occupying the unit.

$440,000
$490,000
$540,000
$590,000
$640,000
$690,000
2020 2021 2022 45711 2024

MEDIAN HOME VALUE
488
95 Table 31 - Rental Housing Costs
Rental Housing Cost by Bedroom 2022 ($) 2023 ($) % Change 1-bedroom 2,033 1,430 -29.7%
2-bedroom 2,119 2,046 -3.4%
3-bedroom 2,980 2,996 0.5%
Data Source: Zumper Research (accessed March 2024)

Table 32 - Cost of Housing
Cost of Housing 2010 ($) 2020 ($) % Change
Median Home Value 346,700 393,200 13%
Median Contract Rent 1,083 1,368 26%
Data Source: 2010, 2016-2020 ACS (Most Recent Year)

Table 33 - Rent Paid
Rent Paid Number %
Less than $500 650 3.58%
$500-999 2,768 15.24%
$1,000-1,499 7,378 40.61%
$1,500-1,999 4,381 24.12%
$2,000 or more 2989 16.45%
Total 18,166 100%
Data Source: 2016-2020 ACS

Table 34 - Housing Affordability
Units affordable to Households at: Renter Owner
30% HAMFI 4,254 1,889
50% HAMFI 3,083 2,744
80% HAMFI 4,360 6,585
100% HAMFI 2,380 4,425
Total 14,077 15,643
Data Source: 2016-2020 CHAS

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96 Table 35 - Monthly Rent
# of Bedrooms Efficiency
(none) ($) 1 ($) 2 ($) 3 ($) 4 ($)
Fair Market Rent 1,062 1,202 1,509 2,065 2,542
High HOME Rent 981 1,053 1,266 1,454 1,603
Low HOME Rent 770 825 990 1,144 1,276
Data Source: 2022 HUD FMR and HOME Rents

Is there sufficient housing for households at all income levels? The tables in section NA-10 show 11,850 households with incomes up to 50 percent AMI, of whom 9,664 are cost burdened and 7,480 are severely cost burdened. Table 34 indicates 11,970 units affordable to this income range. That is only an abundance of 120 housing units. There is no guarantee a household of a particular income level will occupy a unit that is affordable to their income level – even if a unit is available in the open marketplace. A significant number of Fontana residents are burdened by housing costs , which prohibits other decision making.

Figure 20 - Units Affordable To Households By Income Range

Data Source: 2016-2020 CHAS Data

How is affordability of housing likely to change considering changes to home values and/or rents? Rental housing costs have increased steadily over the past 10 years – creating more pressure on extremely low-income households. Median market rate rents exceed the Fair Market Rents for San Bernardino County and represent a significant burden for low - and moderate-income households struggling to remain housed. Similarly, median home sales prices increased 11 percent from $545,900 to $605,868 from 2021 to 2023 according to home value data supplied by Zillow. Based on this information and barring significant regional 490
97 and national changes in economic conditions, housing prices in Fontana are expected to continue increase during the 2025-2029 Consolidated Plan period.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
In 2022 there was significant variation in low HOME, fair market, market rate, and median contract rents. This variance makes it difficult to identify viable affordable housing projects to support and reduces the number of affordable housing units that become available.

Figure 21 - Rent Differentials

Data Source: 2022 HOME Rates, 2016-2020 5—estimates ACS, 2022 Zumper Research

Discussion
Economic expansion over the last decade and a lag in production of new housing units in Southern California have created an overburdened housing economy. Homeownership is out of reach to more than half of Fontana households , and a single person earning minimum wage cannot reasonably affor d a two-bedroom rental apartment. A household would need to earn approximately $140,000 annually to reasonably afford a $585,527 home, which was the median home value in 2022 per the Zillow Home Value Index. The median household income in Fontana in 2022 w as about half that, $72,298. A household would need to earn about $80,000 annually to afford a two -bedroom rental in Fontana. A full-time minimum wage employee will gross approximately $30,000 annually. 491
98 Data Source: 2022 Zumper Research, Zillow Home Value Index & Mortgage Calculator, CA Minimum Wage Data, Freddie Mac 30 Year Fixed Interest Rate Mortgage Data Figure 22 – Rental & Ownership Housing Income

Housing income was calculated based on 30 percent of market rate housing costs, HUD Area Median Income, and Freddie Mac reporting of average 30-year fixed mortgage rates.

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99 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Assessing the age and physical condition of housing in Fontana forms the basis of strategies to maintain and improve housing quality for low - and moderate- income residents. For this assessment, the ACS defines a “selected condition” as owner- or renter- occupied housing units with at least one of the following conditions:
- Lacking complete plumbing facilities
- Lacking complete kitchen facilities
- More than one occupant per room
- Selected monthly housing costs are greater than 30 percent of household income.

Approximately half of both renter - and owner -occupied units experience one or two selected conditions.

Definitions
Substandard housing is housing that does not meet the minimum standards contained in the State Housing Code (i.e., does not provide shelter, endangers health, safety or well - being of occupants). A substandard condition is one that adversely affects the habitability of the housing unit. As defined by the California Health and Safety Code, a substandard condition exists to the extent that it endangers the health and safety of its occupants or the public. Such conditions include:
• Inadequate sanitation
• Structural hazards
• Any nuisance that endangers the health and safety of the occupants or the public. • All substandard plumbing, wiring, and/or mechanical equipment, unless it conformed to all applicable laws in e ffect at the time of installation and has been maintained in good and safe condition.
• Faulty weather protection.
• The use of construction materials not allowed or approved by the health and safety code.
• Fire, health and safety hazards (as determined by the appropriate fire or health official).
• Lack of, or inadequate fire -resistive construction or fire- extinguishing systems as required by the health and safety code, unless the construction and/or systems conformed to all applicable laws in effect at the time of construction and/or installation and adequately maintained.
• Inadequate structural resistance to horizontal forces • Buildings or portions thereof occupied for living, sleeping, cooking, or dining purposes that were not designed or intended to be used for such occupancies. 493
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• Inadequate maintenance that causes a building or any portion thereof to be declared unsafe.

Standard housing condition in Fontana is defined as housing that meets the minimum standards of the State Housing Code. For the purposes of the CDBG and HOME programs, a unit in substandard condition is considered suitable for rehabilitation provided the unit is structurally sound, and the cost of rehabilitation is considered economically warranted.

Table 36 - Condition of Units
Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 13,744 37.5% 8,752 46.8%
With two selected Conditions 886 2.4% 2,100 11.2%
With three selected Conditions 21 0.1% 58 0.3%
With four selected Conditions 0 0.0% 39 0.2%
No selected Conditions 22,034 60.1% 7,735 41.4%
Total 36,685 100.0% 18,684 100.0%
Data Source: 2016-2020 ACS

Table 37 - Year Unit Built
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 11,240 30.6% 2,900 15.5%
1980-1999 14,920 40.7% 8,410 45.0%
1960-1979 5,570 15.2% 4,250 22.8%
1940-1959 4,390 12.0% 2,810 15.0%
Before 1939 565 1.5% 310 1.7%
Total 36,685 100.0% 18,680 100.0%
Data Source: 2016-2020 CHAS

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Table 38 - Risk of Lead-Based Paint
Risk of Lead-Based Paint
Hazard
Owner-Occupied Renter-Occupied
Number % Number %
Units Built Before 1980 10,525 7,370
with children under the age of
six present
1,855 17.6% 1,895 25.7%
Units Built Before 1980 with
households <80% AMI
4,710 44.8% 4,785 64.9%
with children under the age of
six present
925 8.8% 1,615 21.9%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

Table 39 - Blood Lead Levels (BLLs) of children under the age of six San Bernardino County California
Ages <4.5 mcg/dL 4.5-9.49
mcg/dL
>9.49
mcg/dL <4.5 mcg/dL 4.5-9.49
mcg/dL
>9.49
mcg/dL
0-5 20,871 142 26 336,386 3,292 838
6-20 1.625 11 4 27,497 658 142
0-20 22,496 153 30 363,883 3,950 980
Data Source: California Dept. of Public Health, Childhood Lead Poisoning Prevention Branch, California Blood Lead Data & California's Progress in Preventing and Managing Childhood Lead Exposure (Apr. 2022).

Need for Owner and Rental Rehabilitation
The age and condition of Fontana housing stock is an important indicator of potential rehabilitation needs. Housing over 30 years old is presumed to need some form of major rehabilitation, such as roof replacement, foundation work, and plumbing systems. Housing over 20 years old will gen erally exhibit deficiencies in terms of paint, weatherization, heating / air-conditioning systems, hot water heaters, and finish plumbing fixtures. Housing values in Fontana have increased significantly over a relatively short period of time.

Longtime homeowners, especially the elderly and disabled, are more likely to have fixed and limited incomes and may have difficulty maintaining their homes.

This housing stock in Fontana is relatively new , with 68 percent of housing units constructed after 1980 according to 2016-2020 CHAS data. About 42 percent of owner- and renter-occupied housing was built between 1980 and 1999, meaning it is now 30 to 40 years old. There are 14,920 households with at least one member over the age of 62 , of which 7,115 household incomes are at or below 80 percent AMI, according to 2016-2020 CHAS data. Additionally, approximately 9,474 individuals aged 18 to 64 have disabilities, based on 2016–2020 ACS five-year estimates. These households are likely to have fixed incomes. 495
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It is reasonable to anticipate that a significant number of housing units are in need of repair and a significant number of households need financial assistance to complete those repairs.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards Any housing built before 1978 may contain lead- based paint. If ingested, lead may cause severe damage to young children including decreased growth, learning disabilities, impaired hearing, hyperactivity, nerve, and brain damage. Lead attacks the central nervous system, the neurological system, and can cause brain damage, IQ reduction, learning disabilities, decreased attention span, hyperactivity, growth inhibition, comas, seizures, and in some cases, death. Fetuses may also experience significant adverse effects through prenatal exposure. Children are more susceptible to the effects of lead because their growing bodies absorb more lead, and young children often put their hands and other objects in their mouths. Most children do not have any symptoms, even if a blood test shows that they have an elevated blood lead level. If a child does have symptoms, the symptoms may be mistaken for the flu or other illnesses.

Most of the housing stock in Fontana was built after 1978 and is presumed to not contain lead paint. The 2016- 2020 CHAS data show 1,615 low- and moderate- income renter households with children under the age of six were living in housing constructed before 1980, and 925 owner-occupied households meet the same conditions.

Number of Children with Elevated Blood Levels of Lead
The State of California mandates lead screening for all children who participate in publicly funded health programs. In California, screening typically occurs at ages one and two years. A blood level of 10 µg/dL or higher was previously referred to as an “elevated blood level (EBL).” However, as it is now recognized there is no safe level of lead, and adverse effects occur at levels below 10 µg/dL, an “elevated” blood lead level is no longer defined at a specific cut-off point. Of San Bernardino County children under the age of six whose blood lead level has been fully tested in 2020 168 have levels greater than 4.5 mcg/Dl (Kidsdata.org. accessed August 2024).

Discussion
Preservation of the physical and functional integrity of existing housing units occupied by low- and moderate-income households is a cost -effective way to invest limited resources to retain existing housing units already affordable to low - and moderate- income households in the community. Many different types of housing services are needed. As required by the HUD Lead Safe Housing Rule, the City’s housing rehabilitation programs will include appropriate safety measures , such as testing and abatement for projects involving units constructed prior to 1978.
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MA-25 Public and Assisted Housing
The HACSB administers public housing program throughout the County, including to participating residents in Fontana. As of December 2024, 745 households in Fontana received HACSB administered housing vouchers. The City of Fontana does not own public housing.

Table 40 – Total Number of Units by Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant
-based

Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Units
vouchers
available
1,321 8,678 552 8,126 352 1,109 834
Accessible
units No data No
data No data No data No data No data No data
Data Source: PIC (PIH Information Center)

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan There are no public housing developments in Fontana.

Public Housing Condition
Table 41 - Public Housing Condition
Public Housing Development Average Inspection Score
Not Applicable Not Applicable

Describe the restoration and revitalization needs of public housing units in the jurisdiction.

There are no public housing developments in Fontana . HACSB uses Housing Quality Standards for the inspection of all voucher units.

Describe the public housing agency's strategy for improving the living environment of low - and moderate-income families residing in public housing.

HACSB enforces its deconcentrating of poverty and income -mixing policy. HACSB encourages residents to be actively involved in the community, and in the management of public housing developments through resident councils and numerous opportunities for 497
104

feedback, such as community meetings and surveys. HACSB encourages qualified public housing participants to pursue self-sufficiency and homeownership. In the Family Self - Sufficiency program, HACSB staff works with participants to establish a five- year plan to become independent of government assistance. As families’ income increases, the amount of rent they are responsible for increases as well. The incremental increase in rent is put into an escrow account that becomes available to the family upon completion of the program, or for eligible expenses during the term of the program. Since 2000, 266 families have become homeowners through the HACSB Homeownership Assistance Program, which provides mortgage assistance to working families for up to 15 years and families with disabilities for up to 30 years.
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MA-30 Homeless Facilities and Services
Regionally, there are many facilities and services targeted to residents at-risk of becoming homeless and experiencing homelessness, including a range of emergency shelters, transitional shelters, and permanent supportive housing options. HUD uses the following definitions for these three facility types:
- Emergency Shelter: Any facility with the primary purpose of providing a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements. - Transitional Housing: Transitional housing (TH) is designed to provide homeless individuals and families with interim stability and support to successfully move to and maintain permanent housing. Transitional housing may be used to cover the costs of up to 24 months of housing with accompanying supportive services.

Program participants must have a lease (or sublease) or occupancy agreement in place when residing in transitional housing.
- Permanent Supportive Housing: Permanent supportive housing (PSH) is defined as community-based housing paired with supportive services to serve households in which at least one member has a disability. Housing does not have a designated length of stay in which formerly homeless individuals and families live as independently as possible. Under PSH, a program participant must be the tenant on a lease (or sublease) for an initial term of at least one year t hat is renewable and is terminable only for cause.

Table 42 - Facilities and Housing Targeted to Homeless Households Facilities and Housing
Targeted to Homeless
Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current & New Current
& New
Under
Development
Adults and Children 368 32 258 712
N/A
Only Adults 517 N/A 156 937
Chronically Homeless N/A N/A N/A 614
Veterans 0 N/A 18 778
Unaccompanied Youth 12 N/A 2 0
Data Source: 2024 Housing Inventory Chart

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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

In California , the primary programs for assisting families in poverty are CalWORKS, CalFresh, and Medi -Cal. These programs provide clients with employment assistance, discounted food, medical care, childcare, and cash payments to meet basic needs, such as housing and transportation.

The California Work Opportunities for Kids (CalWORKs) program provides financial assistance and Welfare- to-Work services to California families with little to no cash.

Through this program, families may be eligible to receive immediate short-term help with housing, food, utilities, clothing, or medical care. Childcare is also available through this program.

CalFresh, formerly the Food Stamp Program, is a nutritional assistance program that provides Electronic Benefit Transfer Cards to individuals receiving public assistance to purchase food and other essential items.

The Medi -Cal program provides health cover age for individuals with low -income and limited ability to pay for health coverage, including seniors, those with disabilities, young adults and children, pregnant women, persons in a skilled nursing or intermediate care home, and persons in the Breast and Cervical Cancer Treatment Program (BCCTP).

Recipients of federally funded cash assistance programs, such as CalWORKs (a state implementation of the federal Temporary Assistance for Needy Families (TANF) program), the State Supplementation Program (SSP) (a state supplement to the federal Supplemental Security Income (SSI) program), foster care, adoption assistance, certain refugee assistance programs, or In-Home Supportive Services (IHSS), are also eligible.

CDBG, HOME, and ESG Funded Activities
Congress designed the CDBG programs to serve low -income people, some of which may meet the federal poverty definition. The City receives funding for ESG, CDBG, and HOME programs. Program guidelines require that at least 70 percent of all CDBG funds are used for activities that benefit low - and moderate- income persons. Additionally, all CDBG activities must meet one of three national objectives:
- Benefit low- and moderate-income persons (at least 51 percent of the beneficiaries must be low- and moderate-income.
- Address slums or blight.
- Address a particularly urgent community development need.

CDBG programs assist the homeless and those at risk of homelessness directly and indirectly.
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107

Under the HOME program, households must earn no more than 80 percent of the AMI, adjusted for household size, to be eligible for assistance. Furthermore, 90 percent of the allocation that is invested in affordable rental housing must be directed to assist households earning no more than 60 percent AMI.

The ESG program provides homeless individuals with basic shelter and essential supportive services. It can assist with the operational costs of the shelter facility, and for the administration of the funds . ESG also provides short -term homeless prevention assistance to individuals at imminent risk of losing their own housing due to eviction, foreclosure, or utility shutoffs.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP -40 Institutional Delivery Structure or screen MA- 35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Table 43 - Homeless Service Providers for the City of Fontana Provider Location Description
Center for Spiritual Living San Bernardino County Seasonal ES City of Victorville San Bernardino County ES
Community Action
Partnership of San
Bernardino
San Bernardino County ES, TH
County of San Bernardino
Transitional Assistance
Department
San Bernardino County ES
Department of Behavioral
Health San Bernardino County ES, PSH
Desert Sanctuary San Bernardino County ES, TH
Doves of Big Bear San Bernardino County ES, TH
Family Assistance Program San Bernardino County ES, TH
Family Service Association of
Redlands San Bernardino County ES
Foothills AIDS Project San Bernardino County ES
High Desert Homeless
Services San Bernardino County ES
Holy Name Catholic Church San Bernardino County Seasonal ES House of Ruth San Bernardino County ES, TH
Illumination Foundation San Bernardino County ES
Inland SoCal United Way San Bernardino County ES
Inland Temporary Homes San Bernardino County ES
Knowledge & Education for
Your Success San Bernardino County ES
Lutheran Social Services of
Southern California San Bernardino County ES, TH, PSH
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Provider Location Description
Mercy House San Bernardino County ES
Morongo Basin San Bernardino County ES, TH
Mountain Homeless Coalition San Bernardino County ES, TH, PSH New Hope Village San Bernardino County ES, TH, PSH
Operation Grace San Bernardino County ES
Option House San Bernardino County ES
Salvation Army San Bernardino County ES, TH
Set-Free Ministry San Bernardino County ES
Time for Change Foundation San Bernardino County ES, TH, PSH Victor Valley Domestic
Violence San Bernardino County ES
Victor Valley Family Resource
Center San Bernardino County ES, TH
Victor Valley Rescue Mission San Bernardino County ES
Water of Life Community
Church San Bernardino County ES
With Open Arms San Bernardino County ES
Foothills Family Shelter San Bernardino County TH
Life Community Development San Bernardino County TH
Mary’s Mercy Center San Bernardino County TH
Pacific Lifeline San Bernardino County TH
Steps 4 Life San Bernardino County TH
The Blessing Center San Bernardino County TH
Housing Authority of San
Bernardino County San Bernardino County PSH
Lighthouse Social Services San Bernardino County PSH
Step Up on Second Street San Bernardino County PSH
US Veterans Inc San Bernardino County PSH
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MA-35 Special Needs Facilities and Services
Special needs populations include people who are not homeless, but due to various reasons need services and supportive housing. The City will consider allocating CDBG public service funding to programs that provide services to special needs populations, including but not limited to those serving the elderly, frail elderly, people with developmental and physically disabilities including alcohol or substance abuse, PTSD, HIV/AIDS, and victims of domestic violence and human trafficking.

Elderly is defined under the CDBG program as a person who is aged 62 or older. A frail elderly person is an elderly person who is unable to independently perform at least three “activities of daily living” including eating, bathing, grooming or home management activities. Based on 2016-2020 CHAS data of the 14,920 households containing at least one elderly person in Fontana, 7,115 earn up to 80 percent of the AMI, and may require public services to continue to live independently. ACS data from the same period shows 9,436 residents of Fontana aged 65 and older have a disability. Of those people, 50 percent experience independent living difficulty, 41 percent experience hearing difficulty, and 2 8 percent experience hearing difficulty.

Individuals with disabilities who have physical or mental impairment that substantially limits one or more major life activities generally rely on supportive services to perform activities of daily living. In Fontana, the Civilian Noninstitutionalized Population aged 18 to 64 is 134,581. According to the 2021 ACS estimate, a n estimated three percent have a disability and are employed in the civilian sector , less than one percent have a disability and are unemployed, and about three percent have a disability and are not in the labor force. According to the 2020 ACS 5- Year estimate those who have a disability, 38 percent have an ambulatory difficulty, 32 percent experience an independent living difficulty, 39 percent have cognitive difficulty, 24 percent have a hearing difficulty, 28 percent have a vision difficulty, and 15 percent have a self-care difficulty.

Drug abuse or substance abuse is defined as the use of chemical substances that lead to an increased risk of problems , and an inability to control the use of the substance.

Substance abuse can be indicative of addiction disorder and may stem from physical and mental health issues. SAMHSA conducted the National Survey on Drug Use and Health (NSDUH) and reported that in the State of California the prevalence of substance use disorder among the population over the age of 11 was 8.27 percent in 2013–2014, and was

17.12 percent in 2021–2022.

HIV is a virus that weakens the immune system by destroying important cells that fight diseases and infection. AIDS is the final stage of HIV. The CDC Atlas Plus program reported an estimated 5,240 persons living with HIV disease at the end of 202 2 in San Bernardino County. Of that total, 288 were newly diagnosed during that year 503
110

(https://www.cdc.gov/nchhstp/atlas/index.htm, accessed March 2024). New HIV diagnoses were most concentrated among those aged 25 to 34.

Domestic violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim, or by a person who is cohabitating with or has cohabited with the victim. In 2022, 708 calls related to domestic violence were made from Fontana (openjustice.doj.ca.gov, accessed November 2024).

Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage, or commercial sex acts. Human trafficking is extremely difficult to track. There is no recent or reliable prevalence rate to report. In 2023, in California, the National Human Trafficking Hotline identified 1,128 cases of human trafficking that involved 2,045 victims (https://humantraffickinghotline.org/
accessed January 2025). The most common type of
human trafficking reported in California was sex trafficking The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world.

Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras.

NIMH explains PTSD can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human- caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD reports an estimated six percent of the population, eight percent of women and four percent of men, will experience PTSD at some point in their lives.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs.

To determine the level of need and types of services needed by special needs populations, the City conducted the Community Needs survey, consulted with loc al service providers, and reviewed data from the ACS, CHAS, CDC, State of C alifornia Department of Justice, U.S. Department of State, and NIMH. Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training for the purpose of facilitating an individual’s stability and independence.
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111

In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell, and smoke alarms. Residents who are blind may require tactile marking of changes in floor level and stair edges , and braille markings on appliances and controls.

People with low vision may require large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.

Describe programs for ensurin g that persons returning from mental and physical health institutions receive appropriate supportive housing
Insufficient supply of supportive housing together with inadequate discharge planning and coordination contributes to homelessness in situations where people are released from public institutions or public systems of care without having an appropriate mainstream or supportive housing option in place. Coordinated discharge planning for those exiting foster care, health and mental health care , and corrections is a recognized as best practice. The state mandates discharge planning policy for foster, health and mental health, and corrections.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with

91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.

During the first year of this Consolidated Plan cycle the city plans to invest approximately $40,000 in the Senior Scholarships Program , making the City’s Parks and Recreation Departments programming accessible to non -homeless elderly residents. The City will continue offering its Housing Rehab Program in the next program year which benefits low- and moderated-income homeowners with and without special needs.

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MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and avai lability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.

The City’s 2021 -2029 Housing Element describes the follow ing constraints on housing development due to local policies:

Parking Requirements: The City parking requirements fluctuate depending on land use and intensity. The minimum parking requirements in the R-4 zoning district for a 30-unit project on one acre and made up of all two-bedroom units is 60 parking spaces. Assuming a standard nine-foot by 18-foot parking space (162 square- feet per space), parking requirements total approximately 9,720 square-feet. Using the estimated cost of $12.34 per square-foot (based on the market analysis done above) parking for a one-acre development in the R-4 zone can cost $119,944. The City parking standards require all of the 60 parking spaces to be covered. C onstruction costs can be higher for covered parking, parking structures, and/or below ground parking. The cost of parking , based on the City requirements for multi-family housing, can be considered a constraint to the development of housing. The developers may receive concessions or incentives in the form of parking reduction for the development of housing affordable to low - and very low -income households, as provided under the State Density Bonus Law.

Development Fees: Residential developers are subject to a variety of fees and exactions to process permits and provide necessary services and facilities as allowed by state law. All information regarding the City development fees is available to the public on the City website as pursuant to Gov. Code §65940.1 (a)(1)(B). Development fees can be a constraint to the maintenance, improvement, and development of housing, because the added costs for developers may result in higher housing unit costs. However, development fees are necessary to provide planning and public services.

Local Processing and Permit Procedures: The development community commonly cites the permit processing time as a contributor to the high cost of housing. Depending on the magnitude and complexity of the development proposal, the time that elapses from application submittal to project approval may vary considerably. Factors that can affect the length of development review on a proposed project include the completeness of the development application, and the responsiveness of developer to staff comments and requests for information. The typical permit review and approval timeline for single-family 506
113

and multifamily developments in Fontana is six to 20 weeks. This timeframe aligns with the processing timelines of nearby cities, such as Rialto, Rancho Cucamonga, and Ontario, where approvals typically take two to seven months, depending on the size and specifics of the residential project. Therefore, Fontana permit processing time does not present a constraint to the development of housing as compared to the surrounding market.

Additionally, the City has committed to housing policy actions that aim to expedite the permit processing time, and monitoring development fees to ensure that they do not create an undue burden on residential development in the City.

Infrastructure Costs: Another factor that could constrain new residential construction is the requirement and cost to provide adequate infrastructure ( e.g., major and local streets; water and sewer lines; and street lighting) needed to serve new residential development.

In most cases where new infrastructure is required, it is funded by the developer and then dedicated to the City, which is then responsible for its maintenance. Because the cost of these facilities is generally borne by developers, it increases the cost of new construction, with much of that increased cost often “passed on” as part of home rental or sales rates.

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MA-45 Non-Housing Community Development Assets
During the implementation of the 2025–2029 Strategic Plan, the City will use CDBG funds to provide a suitable living environment for low- and moderate-income people. To expand economic opportunities for low- and moderate-income people and provide a pathway out of poverty, the Annual Action Plan inc ludes a scholarship program that support s family self-sufficiency.

Economic Development Market Analysis
Table 44 - Business Activity
Business Activity by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
Share
of Jobs
Jobs less
Workers
Agriculture, Mining, Oil & Gas 398 9 0.4% 0.0% -0.4%
Arts, Entertainment, Accommodations 7,942 4,916 8.1% 9.5% 1.4% Construction 7,852 2,415 8.0% 4.7% -3.3%
Education and Health Care Services 19,789 15,570 20.1% 30.0% 9.9% Finance, Insurance, and Real Estate 4,032 1,294 4.1% 2.5% -1.6% Information 1,145 145 1.2% 0.3% -0.9%
Manufacturing 8,939 4,158 9.1% 8.0% -1.1%
Other Services 5,317 1,218 5.4% 2.3% -3.0%
Professional, Scientific, Management 7,692 962 7.8% 1.9% -6.0% Public Administration 5,047 1,295 5.1% 2.5% -2.6%
Retail Trade 12,026 7,363 12.2% 14.2% 2.0%
Transportation and Warehousing 14688 8189 14.9% 15.8% 0.9% Wholesale Trade 3609 4309 3.7% 8.3% 4.6%
Total 98,476 51,843 100% 100% 0
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Table 45 - Labor Force
Labor Force Statistics Number of People
Total Population in the Civilian Labor Force 158,624
Civilian Employed Population 16 years and over 104,702
Unemployment Rate 590.0%
Unemployment Rate for Ages 16-24 16.7%
Unemployment Rate for Ages 25-65 4.2%
Data Source: 2016-2020 ACS

Table 46 - Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 10,227
Farming, fisheries, and forestry occupations 194
Service 15,951
Sales and office 22,791
Construction, extraction, maintenance, and repair 6,446 Production, transportation, and material moving 23,453
Data Source: 2016-2020 ACS

Table 47 - Travel Time
Travel Time to Work People Percent
< 30 Minutes 47,410 52%
30-59 Minutes 26,584 29%
60 or More Minutes 16,946 19%
Total 90,940 100%
Data Source: 2016-2020 ACS

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Table 48 - Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment
In Labor Force Not in Labor
Force Civilian
Employed Unemployed
Less than high school graduate 13,858 829 7,648
High school graduate (includes
equivalency) 22,677 1169 7,648
Some college or associate’s degree 25,708 1,028 6,726
Bachelor's degree or higher 17,990 537 2,791
Data Source: 2016-2020 ACS

Table 49 - Educational Attainment by Age
Educational Attainment by Age
Age in years
18–24 25–34 35–44 45–65 65+
Less than 9th grade 352 767 2,651 7,305 4,500
9th to 12th grade, no diploma 1,997 2,300 3,307 6,005 2386 High school graduate, GED, or
alternative 9,441 10,442 8,038 13,062 4,021
Some college, no degree 10,668 7,977 8,281 9,738 2,927
Associate's degree 783 2,998 1965 2,542 1009
Bachelor's degree 1763 5,325 5,170 5,520 1,842
Graduate or professional degree 22 1217 1895 2,191 807
Data Source: 2016-2020 ACS

Table 50 - Median Earnings in the Past 12 Months by Educational Attainment Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $40,150
High school graduate (includes equivalency) $30,119
Some college or associate’s degree $35,401
Bachelor's degree $41,529
Graduate or professional degree $56,673
Data Source: 2016-2020 ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to 2020 Longitudinal Employer Household Dynamics (LEHD) data, the top four major private employment sectors by number of jobs were Education and Health Care Services (15,570 jobs), Transportation and Warehousing (8,189 jobs), Retail Trade (7,363 jobs), Arts, Entertainment, Accommodations (4,916 jobs).

Data Source: ACS 2016-20205-Year Estimates, 2020 Longitudinal Employer and Household Dynamics
Figure 23 - Top Industry Sectors By Jobs

Describe the workforce and infrastructure needs of the business community The business community in Fontana relies largely on a skilled workforce. Employers across all sectors – particularly those in industries where local facilities serve as destination locations or part of a larger logistics chain such as transportation and warehousing – depend on well-maintained roads and transportation system.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

Over the last five years, public and private investment in a range of projects have begun to shift the economic landscape in Fontana to one with a broader range of opportunities for residents of all skill levels. Significant federal, state, and local funding has been invested in the initial planning and implementation of the Downtown Revitalization Project. The City is committed to fostering mixed -use (housing, jobs, entertainment) development in its fast growing central business district . Initial p lace making projects include a 911 Memorial, 511
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Downtown furnishings, utility equipment wraps, artwork and mural restoration, and a public arts building design and construction. Simultaneously the City is investing federal funds into the expansion of the Pacific Electric Trail, directly aligns with the regional Comprehensive Economic Development Strategy ( CEDS) to bolster quality of life. by enhancing opportunities for outdoor urban recreation.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
An estimated 49 percent of Fontana population aged 18 to 64 has some post -secondary education, 32 percent of whom have some college or an associate’s degree. Generally, the skills and education of the current workforce correspond to the employment opportunities in the City. Table 44 shows there are more workers than jobs in the industry sectors that follow: Agriculture, Mining, Oil & Gas , Arts, Entertainment, Accommodations , Construction, Education and Health Care Services , Finance, Insurance, and Real Estate , Information, Manufacturing, Other Services, Professional, Scientific, Management, Public Administration, Retail Trade, and Transportation and Warehousing. Most of the working population in Fontana travels less than 30 minutes to work.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations . Describe how these efforts will support the jurisdiction's Consolidated Plan.

The San Bernardino County Workforce Development Board (WDB) oversees Workforce Investment Act (WIA) programs in San Bernardino County. The W DB operates comprehensive one-stop career centers, satellite offices, and mobile One- Stop (M1) that serves adult job seekers , including youth ages 18 years and older. Youth Opportunity Centers (YOC) provide a system of support for the educational and employment success of youth in the area a ged 16 to 21. All centers provide services to the business community. LAUNCH, an apprenticeship initiative led by the region’s community colleges, K-12 school districts, and the WDBs of San Bernardino and Riverside Counties , combines paid, on-the-job training led by a local business with technical instruction from community colleges. This initiative strengthens pathways between education and employment , ensuring a skilled workforce for the region.

The Chaffey Community College District provides programming and services for the CalWORKs program, which provides numerous programs including the Workforce Training Program, Building Businesses Program, International Trade Development Program, and the Procurement Assistance Center Program. InTech Center at Chaffey College has partnered with California Steel Industries to provide technical training and professional development. Upon completion of one of InTech’s pre-apprenticeship programs, graduates earn a certificate and are equipped with in -demand skills. Building on the success of the 512
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InTech Center, Chaffey College and Victor Valley College collaborated to open the High Desert Training Center in 2021 , to provide short -term intensive training to employees of local industrial companies.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? Yes. The City participates with San Bernardino County in implementing their Comprehensive Economic Development Strategy.

If so, what economic development initiatives are you underta king that may be coordinated with the Consolidated Plan ? If not, describe other local/regional plans or initiatives that impact economic growth.

The current regional CEDS identifies four strategies. The fourth strategy, to bolster the quality of life, most directly aligns with initiatives the City will undertake as part of its five- year Consolidated Plan. The objectives of this CEDS strategy are to “promote and invest in opportunities or, access to, and entrepreneurship related to urban outdoor recreation, such as bike shops, community parks, and programs for school -aged children. Support municipalities’ development of employment center districts, including cultural arts and retail districts, to spur t ourism, placemaking, and entrepreneurship” and “work with community leaders and organizations to explore the possibility of providing county support for community land trusts.” The City’s investments of CDBG and HOME funds in the expansion and preservation of affordable housing and public services directly and indirectly supports the objectives of the CEDS strategy. Specifically, the public services scholarship program expands access to extracurricular activities to households with low- and moderate-incomes.

Discussion
In the spring of 2020, unemployment rates in the United States reached the highest levels since the U.S. Bureau of Labor Statistics (BLS) began recording this data. According to the BLS, national unemployment rates reached 23.5 percent in May 2020. Unemployment rates remained at historically high levels for nearly six months. As of December 2023, unemployment rates declined to 4.8 percent in the City and five percent in San Bernardino County. In 2019, prior to the Coronavirus Pandemic, the unemployment rate in Fontana the unemployment rate was 3.1 percent, and the County was 3.4 percent. 513
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of “concentration”)
Concentrations of households with housing problems are defined as ten percent over the rate at which severe housing problems occur throughout the City as a whole, based on CHAS 2016-2020 data. Citywide 28 percent of households have one or more severe housing problem, therefore the threshold for concentration is set at 38 percent. There are 13 Census Tracts in the center of the City where a concentration of households that experience severe housing problems. Map 8 illustrates this concentration.

Are there any areas in the jurisdiction where racial or ethnic minorities or low -income families are concentrated? (include a definition of “concentration”) Concentration of racial and ethnicity minorities and low-income are defined as ten percent over the rate at which those variables occur throughout the City as a whole. Citywide 22 percent of residents have low-incomes, therefore the threshold is set at 32 percent. There are 25 Census Tracts with a low -income concentration throughout the city. Citywide over 86 percent of households identify as racial or ethnic minoritie s, therefore the threshold in 96 percent. The City is majority minority. There is one Census Tract with a concentration.

There are no Census Tracts with a concentration of both low -income and racial or ethnic minorities. This is illustrated in Maps 9 and 10.

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Map 8 - Concentration Of Households With Multiple Housing Problems

Source: 20160-2020 CHAS Data
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Map 9 – Low-Income Concentration

Source: 20160-2020 ACS Data
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Map 10 - Concentration of Racial of Ethnic Minorities
Source: 20160-2020 ACS Data
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What are the characteristics of the market in these areas/neighborhoods? These areas are mixed use with businesses, apartment complexes, parks, units of low - income housing, and public transportation centers (Metrolink Station/bus stops) in the neighborhoods along the Foothill Boulevard corridor between Citrus and Alder Avenues and the Sierra Avenue corridor between Foothill and Valley Boulevards. In the center of the City are two adjacent Census Tracts where many Low-Income Housing Tax Credit and Project-Based Section 8 developments are located and where there is a concentration of households with housing problems.

Are there any community assets in these areas/neighborhoods? There are many community assets in the CDBG Target Areas, including:
• Fontana City Hall
• Fontana Civic Center
• Fontana Public Library
• Kaiser Permanente Medical Center
• Metrolink Station
• Numerous parks and recreational facilities
Additional assets are as follows:
- Education: While Fontana residents have lower rates of college education, UC/CSU eligibility, and English proficiency than the state overall, the City has higher teacher experience and high school graduation rates than the state. - Employment: While Fontana residents have lower employment rates and median incomes than the state as whole, the rate of job growth is greater in the City than in the state.
- Homeownership and Housing Costs: Residents in Fontana have greater rates of home ownership and less housing cost burden than the state overall. - Transportation: The City overall has better mobility ratings than the state. More Fontana residents have access to vehicles and commute less to work, compared to the state overall.

Are there other strategic opportunities in any of these areas? The development of new transit -oriented market rate housing, and retail shopping and dining opportunities, as part of the Sierra Avenue Corridor zone will increase economic opportunity in the CDBG Target Areas north of the 10 Freeway and will likely bring additional diversity to the area in terms of race, ethnicity, and income.

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MA-60 Broadband Needs
Describe the need for broadband wiring and connections for households, including low- and moderate- income households and neighborhoods.

All residences and small businesses in Fontana may have access to fixed and mobile broadband. Internet Service Providers (ISP) self -report to the Federal Communications Commission (FCC) on broadband availability throughout the County. Fixed broadband goes to homes and small businesses using fiber, cable, DSL, satellite, and fixed wireless technology. Mobile broadband is stationary coverage outdoors and mobile in- vehicle coverage. The FCC reports, as of June 2023, that fixed internet access is available at six different download/ upload speeds ranging from 0.2/0.2 megabits per second ( Mbps) to 1000/100 Mbps and mobile access is available at the three fastest download/ upload rates available 4G 4G & 5/1 Mbps, 5G-NR 5G-NR & 7/1 Mbps, and 5G-NR 5G-NR & 35/3 Mbps.

The FCC ’s Affordable Connective Plan (ACP) , which offered financial assistance to help households with low -income afford access to the internet has been discontinued . This program was available to new applicants from 2021 through February 2024. As of December 2023 , 29,748, households in Fontana subscribed to this program. The State offers the California LifeLine program that offers discounted home and cell phone services to eligible households. A discounted phone line may defray all household costs, reducing the impact of the cost of an internet service provider. A high level of need for affordable broadband is indicated in Fontana.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

According to the FCC there are five active fixed internet providers in Fontana . Charter Communications, Viasat, Inc., Space Exploration Technologies Corp., and Hughes Network Systems, LLC reach at least 80 percent of residences in the City. There ar e three active mobile internet providers. The primary mobile internet providers are Verizon Communications Inc., T-Mobile USA, Inc., and AT&T Inc.
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MA-65 Hazard Mitigation
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City’s current Hazard Mitigation Plan was approved by City Council on August 18, 2018.

Historically the hazards that have posed the greatest risk to the City are earthquakes, wind surges, and wildfires . In 2017, the following hazards were added: land slide, flood, terrorism, and climate change-drought. Of these hazards , those considered high risk are earthquakes, wildfires, floods/ winter storms, and wind surges . T errorism and climate change-drought are considered mid-level risks, and landslides low risk. The City works with the County to mitigate the extent of these hazards and plan for response should they occur.

Describe the vulnerability of housing occupied by low- and moderate-income households to these risks.

Low- and moderate -income households, along with special needs populations, face significant vulnerabilities to climate-related hazards. The housing of these residents is often in poorer condition, making it more susceptible to harsh weather condit ions like extreme heat. Additionally, elderly residents are particularly at higher risk during extreme weather events, including heatwaves.

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Strategic Plan
SP-05 Overview
The Strategic Plan is a guide for the City to establish housing, community, and economic development priorities, strategies, and goals for its investment of CDBG, HOME, and ESG allocations from HUD over the next five years: beginning July 1, 2025, and ending June 30, 2030. The priority needs and goals established in this Strategic Plan are based on the Needs Assessment and Market Analysis of this Consolidated Plan.

The priority needs listed below are established as part of this Strategic Plan. • Preserve the supply of affordable housing
• Expand the supply of affordable housing
• Ensure equal access to housing opportunities
• Prevent and eliminate homelessness
• Provide public services to low-income residents
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Table 51 - Strategic Plan Summary
Goal Name Time
Period Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator

1. Affordable
Housing
2025-2029 Affordable Housing Citywide Preserve the supply of affordable
housing
Expand the supply
of affordable
housing
HOME:
$4,327,844
CDBG:
$6,175,000
-Rental units constructed:
11 households/ housing
units
-Rental units rehabbed:
15 households/ housing
units
-Homeowner Housing
Rehabbed: 50
households/ housing
units
-11 TBRA households

2. Fair Housing
Services
2025-2029 Affordable Housing
Program
Administration
Citywide Ensure equal access
to housing
opportunities
CDBG: $187,500 5 Other

3. Homeless
Services
2025-2029 Homeless Citywide Prevent and
eliminate
homelessness
ESG:
$786,250
Tenant-based rental
assistance/ Rapid
rehousing: 20
Households Assisted
Homelessness
Prevention: 500 Persons
Assisted

4. Public
Services for
families with
low incomes
2025-2029 Non-Housing
Community
Development
Citywide
LMI Areas
Provide public
services to low-
income residents
CDBG:
$1,425,000

Public services other
than Low/ Moderate
Income Housing Benefit:
64,425 persons assisted
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SP-10 Geographic Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Investment in infrastructure improvements and public facilities will be focused primarily in areas with a concentration of at least 51 percent low - and moderate-income population.

Investment in public facilities and services for special needs populations and primarily low- and moderate-income persons will be made throughout the City prioritizing those areas with a higher percentage of disabled residents. Housing assistance (including homebuyer and rehabilitation assistance) will be available to income-qualified households citywide.

The City utilizes HUD regulations for verification of income in accordance with Title 24 Code of Federal Regulations Part 5. Required income documentation may i nclude tax records , income statements, benefit statements, and verification of assets. For those programs that benefit Fontana residents only, residency documentation may include a driver’s license, utility bill, and/or lease agreement.

Table 52 - Geographic Priority Areas
Area Name
Citywide
Low- and Moderate-Income (LMI) Areas

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SP-25 Priority Needs
Table 53 – Priority Needs Summary

1. Expand the supply
of affordable
housing

Priority Level High
Population
Income Levels
Extremely low
Low
Moderate
Family Types NA
Homeless NA
Non-homeless
Special Needs NA
Geographies
Affected Citywide
Associated
Goals Affordable housing
Description
The most common housing problem s in the City
impacting households with income at or below 80
percent AMI are housing cost burden greater than
30 percent of income followed by overcrowding and
severe overcrowding . Analysis of Housing
Problems (Table 8) shows nearly 60 percent of
households in this income range experience a
housing cost burden , while almost five percent are
living in overcrowded and severely overcrowded
conditions. This includes 6,810 owner and 6,535
renter households that are cost burdened .

Overcrowding and severe overcrowding affects
3,845 households comprised of 2,680 renter
households and 1,165 owner households.

Extremely low - and low -income households with
one or more housing problem are presumed to be
unstably housed, meaning they are at risk of falling
into homelessness. Those with one or more
housing problem at this income level are highly
sensitive to adverse events . The greatest
concentrations of unstably housed households are
among small related renter households with a
housing cost burden greater than 30 percent of their
income, and single family renter households living
in overcrowded conditions.

There are 4,580 renter households who earn less
than or equal to 50 percent AMI and are severely
cost burdened, according the CHAS data (Table 11).

Of these households:
- 2,465 are small related households with four
or fewer members
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- 950 are large related households with five or
more members
- 770 are elderly households with one or more
members over aged 62 and older
- 395 are other households
These extremely low- and low-income households
are considered the most at risk of becoming
homeless.

Relative Basis
The development of additional affordable housing
units affordable for low - and moderate -income
households and individuals is a high priority due to
the number of severely cost burdened households.

Increasing the supply of affordable housing
includes the de velopment of rental housing with
long-term affordability covenants and income
targeting. To the extent that resources may be
leveraged for supportive services, such
developments should follow permanent supportive
housing models determined to be a national best -
practice to address homelessness. Based on
responses to the Community Needs survey and data
examined, increasing the supply of affordable
housing, and providing rental assistance will be
crucial tools of the City.

2. Preserve the
supply of
affordable housing
Priority Level High
Population

Income Levels
Extremely low
Low
Moderate
Family Types NA
Homeless NA
Non-Homeless Special
Needs NA
Geographies
Affected Citywide
Associated
Goals Affordable housing
Description
The age and condition of Fontana housing stock is
an important indicator of potential rehabilitation
needs. Housing over 30 years of age can be
presumed to need some form of major
rehabilitation, such as roof replacement, foundation
work and plumbing systems. Housing over 20 years
of age will generally exhibit deficiencies in terms of
paint, weatherization, heating / air -conditioning
systems, hot water heaters and finish plumbing
fixtures. Housing values in Fontana have increased
significantly over a relati vely short period of time.
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Longtime homeowners, especially the elderly and
disabled, are more likely to have fixed and limited
incomes and may have difficulty maintaining their
homes.

Thirty-two percent of housing units were
constructed in or before 1979 . About 42 percent of
owner- and renter-occupied housing was built 30 to
40 years ago , between 1980 and 1999. There are
14,920 households with at least one member over
the age of 62 and 7,115 of whom have household
incomes at or below 80 percent AMI, according to
2016-2020 CHAS data. There are approximately
9,474 people aged 18 to 64 with disabilities,
according to 2016- 2020, ACS five -year estimates.

These households may be presumed to have fixed
incomes. It is reasonable to anticipate a significant
number o
f housing units in need of repair and a
significant number of households need financial
assistance to complete those repairs.

Relative Basis

Preservation of the physical and functional integrity
of existing housing units occupied by low - and
moderate-income households is a cost -effective
way to invest limited resources to retain existing
housing units that are already affordable to low- and
moderate-income households in the community.

Expanding the stock of affordable housing by
supporting the construction of affordable units,
homebuyer and rental assistance programs are also
effective ways to make housing more affordable to
households. Based on responses to the Community
Needs survey and data examined, rehabilitation of
housing currently occup
ied by households with
low- and moderate -incomes is an efficient and
effective way to preserve affordable housing.

3. Equal access to
housing
opportunities

Priority Level High
Population
Income Levels
Extremely Low
Low
Moderate
Middle
Family Types
Large Families
Families with children
Elderly
Homeless N/A
Non-homeless
Special Needs
Public Housing Residents
Persons with Mental
Disabilities
Persons with Physical
Disabilities
Persons with
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Developmental Disabilities
Other
Geographies
Affected Citywide
Associated
Goals
Fair Housing Services
CDBG Administration
Description
HUD mandates that all recipients of federal
housing and community development assistance,
such as CDBG, take actions to affirmatively further
fair housing choice within their communities. The
City will certify its compliance with HUD
requirement to affirmatively further fair housing
choice in each Annual Action Plan requesting an
annual allocation of CDBG funds.

Relative Basis
Priority Need
Affirmatively furthering fair housing choice by
ensuring equal access to housing opportunities is a
high priority for HUD and the City. In accordance
with HUD requirements, this priority will be
addressed using CDBG funds.

4. Prevent and
eliminate
homelessness
Priority Level High
Population
Income Levels Extremely Low
Low
Family Types NA
Homeless
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance
Abuse
veterans
Unaccompanied Youth
Other
Non-homeless Special
Needs
Geographies
Affected Citywide
Associated
Goals Homeless Services
Description
Since 2020, the countywide rate of homelessness
experienced by children under the age of 18 has
increased 16 percent, from 267 children to 311
children. The rate of homelessness experienced by
transitionally aged youth aged 18 to 25, fell 22
percent, from 212 to 165. For those over the age of
24 the rate of homelessness increased 43 percent.

The amount of sheltered and unsheltered
homelessness in the City accounts for seven percent
of the 2024 PIT count in San Bernardino County, up
from six percent in 2023. The 2024 PIT counts 41
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sheltered individuals a nd 260 unsheltered
individuals, while the 2023 PIT counted no sheltered
individuals and 240 unsheltered individuals in
Fontana. The increase in sheltered homeless
individuals is due in large part to the opening of the
Bridge of Hope emergency family shelter in Fontana
in the latter half of 2023.

The 2023 and 2024 PIT Counts found that 60
additional people were experiencing homelessness
in 2023 than were in 2024, and the percentage of
individuals living in unsheltered condition increased
minimally from 71 to 72 percent. In 2023, o f 4,195
homeless individuals, 71 percent were unsheltered.

Unsheltered chronically homeless accounted for 44
percent of all unsheltered homeless individuals.

Among those who were reported as being homeless
and unsheltered, 31 percent were living with chronic
substance abuse; 22 percent face d
severe mental
health issues; and nine percent ha d experienced
domestic violence. In 2024, of the 4,255 individuals
experiencing homelessness, 72 percent were
unsheltered. Unsheltered chronically homeless
accounted for 56 percent of all unsheltered
homeless individuals. Among those who were
reported as being homeless and unshe ltered, 28
percent were living with chronic substance abuse;
21 percent faced severe mental health issues; and
seven percent had experienced domestic violence.

Relative Basis
Priority Need
The City considers ending and preventing
homelessness a high priority and will support
activities that help prevent and shorten periods of
homelessness, and that provide a structured path
to stable housing for individuals and families who
become homeless.

5. Public services for
residents

Priority Level High
Population
Income Levels
Extremely Low
Low
Moderate
Family Types Elderly
Families with Children
Homeless

Non-homeless
Special Needs
Frail Elderly
Others
Geographies
Affected Citywide
Associated
Goals Public Services for low-income residents
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Description
Households with low- and moderate-incomes, living
below the poverty line, and experiencing or at- risk
of falling into homelessness are most in need of
public services to defray the cos t of living and
ameliorate the impacts of poverty. CHAS 2016-2020
data shows that over 41 percent of households in
Fontana have incomes at or below 80 percent AMI
(see Table 1). ACS data for the same period shows
11 percent of the population of Fontana is living
below the poverty level, accounting for 24,789
residents. Of residents living below the poverty
level 10.461 are children under the age of 18, and
2,009 are elderly aged 65 and over.

Relative Basis
Consistent with the results of the Needs
Assessm
ent and Market Analysis sections of this
plan, including the results of the Community Needs
and Stakeholder surveys,
the provision of a wide
range of public services for households with low -
and moderate -incomes, living below the poverty
line, and experien cing or at- risk of falling into
homelessness is a priority need for the City.

In establishing five-year priorities for assistance, the City has taken several concerns into consideration:
- Those categories of extremely low-, low- and moderate-income households most in need of housing and community development assistance;
- Which activities will best meet the needs of those identified households; and - The extent of federal and other resources available to address these needs.

Based on input received through the outreach and consultation process, priority needs for expenditure of CDBG, HOME, and ESG funds have been designated as high.

The City will implement projects in each five -year Action Plan that address the Priority Needs. Pursuant to CDBG regulations, projects must meet one of three national objectives set forth by HUD: (1) Benefit low - and moderate- income households, (2) Aid in the elimination/ prevention of slum and blight, or (3) Meet an urgent need (catastrophic events).

Pursuant to HOME regulations, HOME funds are specifically focused on affordable housing activities, and may be used to develop and support affordable rental housing and homeownership opportunities for households earning up to 80 percent of the AMI citywide.

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SP-30 Influence of Market Conditions
Table 54 – Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The City will consider using a portion of its HOME funds to provide TBRA.

Extremely low - and low -income households with one or more hou sing problem are presumed to be unstably housed, indicating that they are at risk of homelessness. There are 4,580 renter households who earn less than or equal to 50 percent AMI and are severely cost burdened, according the CHAS data (Table 11). Of these households:
- 2,465 are small related households with four or fewer members - 950 are large related households with five or more members - 770 are elderly households with one or more mem bers over aged 62 and older
- 395 are other households
These extremely low- and low-income households are considered the most at risk of becoming homeless and would benefit from rental assistance.

TBRA for Non-
Homeless Special
Needs
The City will consider using a portion of its HOME funds to provide TBRA.

Included among those eligible to apply for TBRA are special non -homeless special needs populations.

New Unit
Production
The most common housing problems in the City impacting households with income at or below 80 percent AMI are housing cost burden greater than 30 percent of income , followed by overcrowding and severe overcrowding .

Based on funding availability and allocations, the City may allocate a portion of the HOME funds to increase the supply of safe, decent, affordable housing for lower -income households (including extremely low -income households, and low- and moderate-income households), such as seniors, those with disabilities, and those experiencing and/ or at risk of experiencing homelessness.

Rehabilitation Sixty eight percent of housing units in Fontana were constructed after 1980 according to 2016-2020 CHAS data. About 42 percent of owner- and renter- occupied housing was built 30 to 40 years ago between 1980 and 1999. This indicates a significant need for rehabilitation. The City will aid rehabilitation of residential housing units. Preservation of the physical and functio nal integrity of existing housing units occupied by low - and moderate-income households is a cost- effective way to invest limited resources to retain existing housing units that are already affordable to low - and moderate - income households in the community. Addressing substandard housing conditions through housing preservation activities provide s that all economic segments of the community have the means to ensure that their property meets local standards.

Acquisition,
including
preservation
As the Needs Assessment and Market Analysis in this document have clearly shown, thousands of Fontana households are cost burdened and likely eligible for newly acquired and rehabilitated affordable housing units.

This is a relatively cost -effective way to
make incremental increases
affordable rental and homeownership housing stock. As funding is available to properly support this type of project, the City will invest in acquisition rehabilitation.
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SP-35 Anticipated Resources
During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City anticipates investing an estimated $9 .5 million CDBG, $ 3 .0 million HOME , and $850,000 ESG funds (over the 5-year period) to support the goals of this Strategic Plan. The annual allocations are subject to federal appropriations and changes in demographic data used in HUD formulas for each respective program. The City’s Fiscal Year 2025 Action Plan will lay out the use of the annual allocations to address the priority needs and achieve the goals defined in the Strategic Plan.
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Table 55- Anticipated Resources
Program Uses of Funds
Anticipated Amount Available for 5-Years Anticipated
Amount
Available
Remainder of
Con Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$1,900,000 $0 $0 1,900,000 $7,600,000
Based on 2024
FY allocation
from HUD.

Steady annual
funding is
anticipated.

HOME
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA
$600,000 $105,636 $3,922,280 $4,627,916 $2,400,000
Based on 2024
FY allocation
from HUD.

Steady annual
funding is
anticipated.
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Program Uses of Funds
Anticipated Amount Available for 5-Years Anticipated
Amount
Available
Remainder of
Con Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

ESG
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental
assistance)
Rental Assistance
Services
Transitional
housing
$170,000 $0 $0 $170,000 $680,000
Based on 2024
FY allocation
from HUD.

Steady annual
funding is
anticipated.
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Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied.

The City is expected to receive HOME funding, which can be leveraged with CDBG funding if used for affordable housing and housing rehabilitation . The City will leverage HOME funding if future projects are presented during the next five years. The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets the thresholds to have the match requirements reduced. The threshold conditions are: 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 5 0 percent match reduction for F iscal Year 2023. T he determinations for 2024 have not been made public as of January 23, 2025. The City anticipates this designation will continue into the 2025 Consolidated Plan period.

Given the limited size of the CDBG and HOME annual allocations , the City may consider pursuing new Section 108 loans within the five- year Consolidated Plan period to support large-scale public improvements or housing projects.

Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local , and private resources, including but not limited to those listed below.

Federal Resources:
• Continuum of Care (CoC) Program
• HUD Veterans Affairs Supportive Housing (HUD-VASH)
• Supportive Housing for the Elderly (Section 202)
• Supportive Housing for Persons with Disabilities (Section 811) • Housing Opportunities for Persons with AIDS (HOPWA)
• YouthBuild
• Federal Low-Income Housing Tax Credit Program
• Project Based Housing Choice Vouchers
State Resources:
• Low-Income Housing Tax Credit Program
• Tax-Exempt Bond Financing
• Permanent Local Housing Allocation
• Building Equity and Growth in Neighborhoods Program (BEGIN) • CalHome Program
• Multifamily Housing Program (MHP)
• Homekey
• CalHFA Single and Multi-Family Program
• Mental Health Service Act (MHSA) Funding
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• Affordable Housing and Sustainable Communities Program Local Resources:
• San Diego County CoC
• San Diego Housing Commission (SDHC)
• California Home Finance Agency
• City of Fontan In Lieu Fees
• Low and Moderate Income Housing Asset Fund (Successor Housing Agency) Private Resources:
• Federal Home Loan Bank, Affordable Housing Program
• Community Reinvestment Act Programs
• United Way
• Private Contributions
If appropriate, describe publicly owned land or property located wi thin the jurisdiction that may be used to address the needs identified in the plan.

Fontana will comply with state requirements under AB1486 and AB1255 to inventory and support developers to access and utilize surplus municipal and state land for the construction of affordable housing. If such sites are identified, the City will consider the use of HUD funding or other resources to assist with site preparation and/ or development. At this time, no publicly owned land or property is expected to be used to address the needs in this plan, unless the City addresses ADA Transition Plan needs with CDBG funds.

Discussion
Assuming continued level funding, the City expects to utilize $13.7 million of CDBG, ESG and HOME funds during the five-year period beginning July 1, 2025, and ending June 30, 2030, to achieve the goals of the Strategic Plan.

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SP-40 Institutional Delivery Structure
Table 56 provides an overview of the institutional structure through which the City will carry out its Consolidated Plan including private industry, nonprofit organizations, and public institutions.

Table 56- Institutional Delivery Structure
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Fontana Government Economic
Development
Homelessness
Non-homeless
special needs
Ownership
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Jurisdiction
County of San
Bernardino Housing
Authority
PHA Ownership
Public Housing
Rental
Region

Assess of Strengths and Gaps in the Institutional Delivery System The institutional delivery system in Fontana is high -functioning and collaborative— particularly the relationship between local government and the nonprofit sector comprised of a network of capable nonprofit organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs and the housing, community, and economic development activities that are implemented by the City.

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Availability of services targeted to homeless persons and persons with HIV and mainstream services Table 57 - Homeless Prevention Services Summary
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X X X
Employment and Employment
Training X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X

Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) There are multiple pathways to access the services available in Fontana to individuals and households experiencing, or at risk of experiencing, homelessness. The CoC and the recipients of homeless funding from HUD and Homeless Housing, Assistance and Prevention (HHAP) Grant funds from the State of California utilize the Coordinated Entry System (CES) system to match clients to appropriate services.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

In Fontana, there are a variety of services available to those with special needs and those experiencing or at risk of experiencing homelessness. These services are provided through a mix of public, private, and charitable organizations. This has been the case for many 538
145

years. During the last Consolidated Planning process, the City applied for and was awarded two competitive state grants to address homelessness: Homekey and the Family Homelessness Challenge. Additionally, the City has allocated or portion of its Permanent Local Housing Allocation Program entitlement to address homelessness. Despite these resources, the City ESG allocation, and the contributions of community partners, there is still not enough funding available to provide the level of services needed for long -term assistance for clients on fixed or extremely limited incomes.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

To address the lack of resources necessary to fully address the needs of special needs populations and persons experiencing homelessness, the City will continue allocating the maximum allowable amount of CDBG funds to public services, and ESG to aid households experiencing homelessness. The City will work to leverage its HOME funds, including CHDO Set -Aside and Low Moderate Income Housing Asset (LMIHAF) funds, with other state, federal, and local resources to address its priority needs. 539
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SP-45 Goals Summary
Table 58 – Goals Summary

Goal Name Time
Period Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
Goal 1:

Affordable
housing
2025 –
2029
Affordable Housing Citywide Preserve the supply
of affordable
housing.

Expand the supply of
affordable housing
HOME:
$4,327,844
CDBG:
$6,175,000
-Rental units
constructed: 11
households/
housing units
-Rental units
rehabbed: 15
households/
housing units
-Homeowner
Housing
Rehabbed: 50
households/
housing units
-Housing Units
TBRA/RRH: 11
Households
Assisted
In partnership with housing developers, leverage HOME funds in support of new rental housing units affordable to households earning less than 30, 60 or 80 percent of AMI, including units reserved for residents with special needs. In addition, the City may use CDBG and HOME funds to acquire and rehabilitate existing single family and multi-family housing units to increase the supply of affordable rental housing for its lo wer-income households.

Funds will also be used to preserve the quality of existing affordable housing occupied by low - and moderate- income households through housing rehabilitation.

Goal 2: Fair
housing
services
2025-2029 Affordable Housing
Program Admin

Citywide Ensure equal access
to housing
opportunities

CDBG: $187,500 5 Other
Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti - discrimination and landlord-tenant mediation services.
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Goal Name Time
Period Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
Goal 3:

Homeless
services

2025 –
2029
Homeless Citywide Prevent and
eliminate
homelessness
ESG: $786,250 Tenant-based
rental assistance/
Rapid rehousing:
20 Households
Assisted
Homelessness
Prevention: 500
Persons Assisted
Support a continuum of services to prevent and eliminate homelessness, including but not limited to homeless prevention programs, emergency shelter, and transitional housing. When and if necessary, Fontana will use HUD funding to address urgent issues and conditions impacting the health and safety of homeless residents , and those at risk of becoming homeless.

Goal 4 Public
services for
families with
low incomes
2025 --
2029
Non-Housing
Community
Development
Citywide Public services for
residents
CDBG:
$1,425,000

Public services
other than Low/
Moderate Income
Housing Benefit:
64,225 persons
assisted
Provide low- and moderate-income families with a range of public services necessary to prevent homelessness and ameliorate the effects of poverty.

Goal 5: Planning
and
administration
2025 -
2029
Program Admin N/A Comply with federal
CDBG and HOME
regulations
CDBG:
$1,712,500
HOME:
$300,000
ESG:
$63,750
Other
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG, HOME, and ESG Programs.

Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
Approximately 76 extremely low -, low - and moderate-income households will benefit from the City’s affordable housing activities.
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SP-50 Public Housing Accessibility and Involvement
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
There are no public housing units in Fontana. This section does not apply.

Activities to Increase Resident Involvement
There are no public housing units in Fontana. This section does not apply.

Is the public housing agency designated as troubled under 24 CFR part 902? HACSBC is not designated as troubled.

Plan to remove the ‘troubled’ designation
Not applicable

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SP-55 Barriers to Affordable Housing
Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are lawful, while impediments to fair housing choice are usually unlawful.

The City’s
2021-2029 Housing Element describes the following constraints on housing development due to local policies:

Parking Requirements: The City’s parking requirements fluctuate depending on land use and intensity. The minimum parking requirements in the R -4 zoning district for a 30- unit project on one acre and made up of all two-bedroom units is 60 parking spaces. Assuming a standard nine-foot by 18-foot parking space (162 square- feet per space), parking requirements total approximately 9,720 square-feet. Using the estimated cost of $12.34 per square-foot (based on the market analysis done above) parking for a one-acre development in the R -4 zone can cost $119,944. City parking standards require all of these 60 parking spaces to be covered; construction costs can be higher for covered parking, parking structures, and/or below ground parking. The cost of parking based on the City’s requirements for multi-family housing, can be considered a constraint to the development of housing. The developers may receive concessions or incentives in the form of parking reduction for the development of housing affordable to low - and very low -income households, as provided under the State Density Bonus Law.

Development Fees: Residential developers are subject to a variety of fees and exactions to process permits and provide necessary services and facilities as allowed by state law. All information regarding the City’s development fees is available to the public on the Fontana City website as pursuant to Gov. Code §65940.1 (a)(1)(B). Development fees can be a constraint to the maintenance, improvement, and development of housing, because the added costs for developers may result in higher housing unit costs. However, Development fees are necessary to provide planning and public services.

Local Processing and Permit Procedures: The development community commonly cites the permit processing time as a contributor to the high cost of housing. Depending on the magnitude and complexity of the d evelopment proposal, the time that elapses from application submittal to project approval may vary considerably. Factors that can affect the length of development review on a proposed project include the completeness of the development application, and the responsiveness of developers to staff comments and requests for information. The typical permit review and approval timeline for single-family 543
150

Infrastructure Costs: Another factor that could constrain new residential construction is the requirement and cost to provide adequate infrastructure (major and local streets; water and sewer lines; and street li ghting) needed to serve new residential development. In most cases, where new infrastructure is required, it is funded by the developer and then dedicated to the City, which is then responsible for its maintenance. Because the cost of these facilities is generally borne by developers, it increases the cost of new construction, with much of that increased cost often “passed on” as part of home rental or sales rates.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City’s Housing Element includes a Housing Plan with four broad goals and various supporting policies, programs, and actions for addressing the City’s housing needs , including the following:

Goal #1: Adequate housing to meet the needs of all residents in Fontana

1. Provision of Adequate Sites to Meet Regional Housing Needs Assessment Goals

2. Rezone Parcels to R-4/R-4 Overlay to Accommodate RHNA Growth Need for Low and Very Low-Income Households

3. Rezone Parcels to R5 to Accommodate RHNA Growth Need for Low and Very Low- Income Households

4. Proactively Coordinate with Property Owners to Encourage the Development of Affordable Housing in Fontana

5. Encourage the Development of Housing Units for Low-, Very Low-, and Extremely Low-Income Levels

6. Annual Monitoring of Housing Production

7. Compliance with State Density Bonus Law

8. Manufactured and Modular Housing

9. Infill Housing Program

10. Accessory Dwelling Unit Construction

11. Accessory Dwelling Units Monitoring Program

12. Conversion of Existing, Non-Permitted Accessory Dwelling Units

13. Farmworker and Employee Housing Act Compliance

14. Amend Fontana Zoning Code for a Variety of Housing Types

15. Minimum Lot Sizes in Multifamily Zones

16. Replacement Housing for Non-vacant Sites
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17. Lot Consolidation Program for Small Sites

Goal #2: A high standard of quality in existing affordable housing stock

1. Monitoring of "At-Risk" Housing Units

2. Code Enforcement for Residential Properties

3. Housing Unit Revitalization Program

4. Resources Conservation Practices

5. Promotion of Green/Sustainable Development Practices

6. Water and Sewer Service Purveyors

Goal #3: Housing development that is not affected by governmental constraints

1. Expedited Permit Processing and other Procedures

2. Review Parking Requirements

3. Monitoring Development Fees

4. SB 35 Streamlining Procedures

Goal #4: Affirmatively further fair housing in Fontana

1. Affordable Housing Online Resource Website

2. Participation and Support of Regional Fair Housing Efforts

3. Family Self-Sufficiency Program

4. Mental Health Services Program

5. Supportive/Transitional Housing Facilitation

6. Domestic Violence Services Program

7. Community Assistance Program

8. Anti-Poverty Program

9. Housing Referral and Information Services

10. Community and Stakeholder Engagement

11. Housing for Persons with Developmental Disabilities

12. Affirmatively Further Fair Housing

The City’s 2025 Analysis of Impediments to Fair Housing that identified housing issues, conditions which restrict fair housing choice or access to opportunity, and goals for addressing them. The following specific actions to address each fair housing issue identified in the assessment:
- Lending Discrimination: Hispanic and African American individuals or families experienced lower loan approval rates than other groups when purchasing or refinancing a home in the City. African Americans continue to have the lowest approval rates for home purchase loans and Hispanics have the lowest approval rate for refinance loans. To address this issue, the City will monitor HMDA data and affirmatively market the availability of first -time homebuyer assistance programs that provide down payment assistance to low- and moderate-income homebuyers. 545
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The City will also provide written outreach to lending institutions regarding the City’s commitment to eliminate racial discrimination in lending patterns; encourage attendance of all staff at Inland Fair Housing and Mediation Board (IFHMB ) workshops; and provide flyers regarding FTHB education, including IFHMB’s FAQ on the City’s website.

- Discrimination Based on Disability: Complaints received by the City’s contracted fair housing service provider based on disability continue to be the leading basis of all discrimination complaints. This demonstrates a lack of understanding and sensitivity of the fair housing rights of the disabled by the housing industry. To address this issue, the City will continue working with their contracted fair housing service provider to provide recommendations of properties believed to be discriminatory in their practices as information is received; facilitate accessibility reviews of multi -family properties; and distribute design and construction information to all who inquire about building permits.

- Fair Housing Education: There is an increasing number of fair housing complaint intakes performed by the City’s contracted fair housing service provider.

Furthermore, their interactions with housing providers and housing seekers during workshops have demonstrated a lack of understanding of both Federal and State fair housing laws. To address this issue, the City will continue working with IFHMB to provide opportunities for conducting Fair Housing workshops in the City and providing IFHMB outreach materials as a part the City’s newsletter and utility bill mailings. The City will also encourage collaboration with local realtors; provide recurring education to members of the Inland Valleys Association of Realtors; offer no-cost Fair Housing workshops; and develop a fair housing FAQ for the City’s website.

- Transit Access: Omnitrans does not have a bus route connecting the public transit system to the Falcon Ridge and Summit shopping centers located on either side of Summit Avenue off the 1-15 freeway in North Fontana. This is a major employment center that includes shops, restaurants, and stores such as Target, Kohls, Staples, and Stater Brothers. Additionally, bus route 82 is the southwestern-most as well as the northernmost bus route in the City, running east -west in the south for miles along Jurupa Avenue, and north along Sierra Avenue from Jurupa up to the 210 freeway. An extension of this line or another route along Slover Avenue just south of the 10 freeway would connect residents to two of the top 10 employers in Fontana that are not located within one- half mile of a bus stop. To increase transit access, the City will continue to build and expand public transportation opportunities 546
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servicing the Falcon Ridge / Summit A venue Job Center and the Southwest Industrial / Jurupa Hills Job Centers.

- Reasonable Accommodation: A significant portion of the housing in Fontana was built before the advent of modern accessibility standards, thus modifications to homes may be needed to allow access by a disabled person. To address this issue and comply with Federal and State housing laws (SB 520), the City will analyze existing land use controls, building codes, and permit and processing procedures to determine constraints they impose on the development, maintenance, and improvement of housing for persons with disabilities. Based on its findings, the City will develop a policy for reasonable accommodation to provide relief from Code regulations and permitting procedures that have a discriminatory effect on housing for individuals with disabilities. The procedures shall include the process for requesting accommodation, a timeline for processing and appeals, criteria for determining whether a requested accommodation is reasonable, and minis terial approval for minor requests.
-
- Public Investment in Specific Neighborhoods : Neighborhoods in the center of the city lack access to economic and educational opportunities. To address this issue, the City of Fontana has identified a total of 8 sites to accommodate future housing in a R/ECAP area. The 8 sites estimate a total of 216 potential units, 151 of which are estimated to be affordable to lower income households. The City recognizes the unique needs of R/ECAP areas will schedule at least two (2) t argeted outreach meetings in the designated R/ECAP area to better understand community needs as they are related to housing. The City will work with interested developers to support affordable housing options in the R/ECAP area with a focus on quality desi gn and access to economic and educational resources.
-
- Availability of Affordable Housing: The need for affordable housing outpaces the supply of housing in Fontana. To address this issue, the City will seek to increase affordable housing options for lower income residents across the City. The City’s sites strategy will take an aggressive approach to promote affordable housing in higher resource areas and will meeting with local and regional stakeholders to increase the feasibility and development of affordable housing. The City will streamline affordable housing projects, and provide additional incentives when funding is available. Additionally, the City will work with developer to potentially utilize the existing Inclusionary Ordinance.
-
- Access to Proficien t Education : Disparities in access to high quality schools disproportionately impacts protected class groups in the city, in large part due to 547
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limited affordable housing options near high -performing schools. To address this issue, the City has identified parcels adjacent to local schools for housing opportunities. Additionally, with the Fontana Unified School Districts support, parcels owned by FUSD have been identified near schools for rezone to increase density. The City will support housing opportunities adjacent to educational institutions and schools in order to decrease challenges related to access and commuting. The City will partner with FUSD annually to gather insight via community outreach about key housing and economic needs of FUSD families and students.

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SP-60 Homelessness Strategy
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The 2023 and 2024 PIT Counts found that 60 more individuals experienced homelessness in 2023 than 2024, and the percentage of individuals living in unsheltered condition increased minimally from 71 to 72 percent . In 2023, o f 4,195 homeless individuals , 71 percent were unsheltered. The 2024 PIT unsheltered homeless people living with the complicating conditions that follow,
- 631 S evere mental illness
- 33 HIV/AIDS
- 866 C hronic substance abuse
- 205 D omestic violence victims/ survivors
The City is committed to being a place where all are welcome, where individuals are supported, and where everyone has an opportunity to thrive. It will do so by coordinating with County partners, including the CoC, local businesses, community faith groups, and nonprofits to engage the homeless population. During the last Consolidated Planning cycle, the Cit y directed PLHA, Family Homelessness Challenge grant , and ESG -CV funds , to support street outreach programming.

Initiatives like the City of Fontana Police Department (FPD) Multiple Enforcement Team (MET) provide balanced community- oriented policing in parts of the City with a high concentration of unhoused people. These residents are highly transient, have had varied experiences with authority figures, and are uniquely vulnerable to crime. During MET patrols, officers engage people experiencing unhoused homelessness , and when appropriate, connect them with the services needed. This is sensitive and intensive work , which requires a high level of effort. It can take many engagements before an unhoused individual is ready to receive services. This specialized team provides an invaluable service to the community it serves by providing consistent personal contact with the residents and unsheltered individuals. They create relationships with the community that would not have been achieved with a standard patrol unit that rotates personnel on a regular basis.

The implementation of HUD and non- HUD funded programming will continue to engage unsheltered homeless people and connect them with needed resources.

Addressing the emergency and transitional housing needs of homeless persons There are many emergency and transitional housing beds in San Bernardino, but there are more people experiencing homelessness than there are beds. The 2024 PIT Count recorded 420 sheltered and 55 unsheltered people in households with children and adults , and 773 sheltered and 2,994 unsheltered people in households with only adults. Of the sheltered and homeless population, 70 percent resided in emergency shelter and 30 percent in 549
156

transitional housing. The 2024 Housing Inventory Count reported 368 emergency shelter beds and 258 transitional housing beds, for households with adults and children, and 517 emergency shelter beds and 156 transitional housing beds , for households with only adults.

During the last five years , the City directed federal ESG-CV, Community Project Funding, American Rescue Package Act, coun ty, state, and local resources to support the development and operation of emergency and temporary shelter for families and individuals experiencing homelessness. This includes Bridge of Hope, an eight-bed emergency family shelter and the Path a 120-bed of temporary shelter. The City has supported the operations of these facilities, as well as the provi sion of hotel/ motel vouchers when needed, with CDBG-CV, ESG-CV, Family Homelessness Challenge, and other sources that do not include ESG or CDBG. The City will continue to support the development and operations of emergency shelter and temporary housing , and may consider directing CDBG, HOME, HOME-ARP, and ESG toward these efforts.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transi tion to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individua ls and families who were recently homeless from becoming homeless again.

To transition from homelessness to stably housed, individuals and families need access to housing that they can reasonably afford. The City has and plans to continue directing a portion of ESG and state funds to rapid rehousing, to shorten the period a household experiences homelessness. In addition to funding rapid rehousing activities , the City may leverage CDBG , HOME, PLHA, and HOME -ARP funds to expand the supply of housing affordable to households with extremely low-incomes.

Help low-income individuals and families avoid becoming homeless, especially extremely low -income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education, or youth needs.

The City has plans to continue using ESG and state resources to fund rapid rehousi ng, which include case management, and rental assistance to households experiencing and at risk of experiencing homelessness.

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SP-65 Lead based paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards.

The Residenti al Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.

Thirty-two percent of housing units were constructed before 1979, according to 2016-2020 CHAS data, when the use of lead-based paint was outlawed, meaning that the residents of these homes should not be at risk of lead-based paint hazards. Only units constructed prior to January 1, 1978, are presumed to have the potential to contain lead-based paint. In these units, the best way to have reasonable assurance that lead -based paint hazards are not present is to have the painted surfaces tested.

To reduce lead-based paint hazards, the City takes the following actions:
• Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978. • Educate residents on the health hazards of lead-based paint through brochures and encourage screening children for elevated blood-lead levels. • Disseminate brochures about lead hazards through the City’s residential rehabilitation activities.

During the period of the last Consolidated Planning cycle the City was awarded a grant from HUD’s Office of Lead Hazard Control and Healthy Homes. The City i s using these resources to administer its Lead Hazard Reduction Program. This program is intended to prevent childhood lead poisoning and unsafe lead conditions by eliminating lead hazards (e.g., cracking paint, contaminated soil) in rental and owner-occupied properties where households with low‐income reside.

How are the actions listed above related to the extent of lead poisoning and hazards? Over time, through testing and abatement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children. This will prompt homeowners, landlords, and parents of young children , to proactively address unsafe housing conditions in pre -1978 units where children may potentially be exposed to lead-based paint hazards.

How are the actions listed above integrated into housing policies and procedures? In accordance with federal regulation , the City has established policies regarding the identification of lead-based paint (LBP) hazards. Housing built prior to 1978 must undergo lead-based paint testing prior to receiving funding for rehabilitation. If deteriorated lead - 551
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based paint surfaces are found, they must be stabilized during the rehabilitation of the property. As required, abatement must be performed by a certified lead- based paint assessor prior to the issuance of the Notice of Completion. The City will continue to maintain policies and procedures to increase access to housing without LBP hazards. CDBG and HOME funding is not provided until it is determined properties are free of LBP hazards.

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SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families.

Poverty continues to be a significant challenge in Fontana. According to the 2016-2020 ACS, 11 percent of the population of Fontana is living below federal poverty level (FPL ), accounting for 24,789 residents. Of residents living below FPL, 10.461 are children under the age of 18, and 2,009 are elderly aged 65 and older.

To meaningfully address this challenge, each of the goals included in the Strategic Plan support activities to promote the availability of affordable housing and the provision of essential services that directly benefit low- and moderate- income residents. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address these goals over the next five years. This strategy will emphasize using CDBG and HOME fund s to help individuals and families rise out of poverty to long- term self-sufficiency.

The implementation of CDBG and HOME activities meeting the goals established in this Strategic Plan will help to reduce the number of poverty -level families by supporting affordable housing, fair housing, h omeless services, and p ublic services for households with low-incomes.

In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs, such as the Earned Income Tax Credit and Head Start, offer a pathway out of poverty for families who are ready to pursue employment and educational opportunities. In California, the primary programs that assist families in poverty ar e CalWORKS, CalFresh (formerly food stamps) and Medi-Cal. Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition and transportation. Other services are available to assist individuals suffering from substance abuse, domestic violence, and mental illness.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit low- and moderate-income residents to reduce the number of poverty-level families. For example, activities completed under the affordable housing goal will increase the housing stock accessible to extremely low - and low-income households transitioning out or at risk of homelessness. Implementation of this goal may reduce a household housing cost burden , thereby increasing disposable income and enabling opportunity to pursue previously inaccessible choices. 553
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SP-80 Monitoring
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.

To ensure CDBG, HOME, and ESG funds are used efficiently and in compliance with applicable regulations, the City provides technical assistance and monitors the progress of subrecipients throughout the program year.

Technical Assistance
The City provides technical assistance to its departments , agencies, and subrecipients receiving CDBG, HOME and ESG funding . Following approval of the Annual Action Plan, City staff conduct detailed reviews of program regulations with subrecipients and City departments. This process provides useful forms and resources for documenting compliance, as well as reviewing the City’s compliance procedures and requirements.

Additionally, individualized technical assistance is provided on an as -needed basis throughout the program year.

Activity Monitoring
All activities undergo monitoring, beginning with a detailed review upon receipt of an application to assess eligibility, conformance with a National Objective, and alignment with a Plan goal. This review also examines the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries , and likelihood of compliance with other federal requirements, such as the National Environmental Policy Act, the System for Award Management (SAM) debarment list, prevailing wage, Minority and Women Business Enterprise, Section 3, and federal acquisition and relocation regulations, as applicable.

Subrecipients are required to submit an audit and other documentation to establish their capacity. A ny findings noted in the audit are reviewed with the applicant. Eligible applications are then considered for funding. Once funded, desk monitoring includes ongoing review of required quarterly performance reports. For CDBG public service and ESG activities, on- site monitoring is conducted at least once every two years to ensure compliance. These reviews include both a fiscal and programmatic review of the subrecipient’s activities to determine if the subrecipient is complying with the program regulations, and City contract. Areas routinely reviewed include : overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals.

Following the monitoring visit, a written report is provided delineating the results of the review and any findings of non-compliance, and required corrective action. Subrecipients 554
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and City departments typically have 30 days to provide the City with corrective actions taken addressing any noted findings. Individualized technical assistance is provided, as noted above, when compliance concerns are identif ied. For CDBG capital projects, monitoring also includes compliance with regulatory agreement requirements.

For HOME funded activities, annual monitoring ensures that renter occupied units comply with household income, rent restrictions, and utility allowance requirements, pursuant to the affordability covenant. For ownership units, annual monitoring of occupancy is conducted throughout the affordability period.

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2025-2026 Action Plan
AP-15 Expected Resources
Annual allocations are subject to federal appropriations and changes in demographic data used in HUD’s formulas for the programs. The funding amounts in this Action Plan are approximated because to date, Congress has not passed HUD’s fiscal year (FY) 25 appropriation, and the date this appropriation will be made is unknown. When the City is informed of its annual allocation all proposed activity budgets will be proportionately increased or decreased from the estimated funding levels to match actual allocation amounts.

During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City of Fontana anticipates investing an estimated $9,500,000 in CDBG, $3,000,000 in HOME, and $850,000 in ESG funds to support the goals of the Strategic Plan. For the 2025- 2026 program year the City anticipates receiving an allocation of $1,900,000 CDBG, $600,000 HOME, and $170,000 ESG funds. In addition to the City’s annual allocations it will carry forward $3,922,280 unallocated prior year and program income HOME funds. 556
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Table 59- Expected Resources
Program Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Con Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$1,900,000 $0 $0 $1,900,000 $7,600,000
Based on 2024
FY allocation
from HUD.

Steady annual
funding is
anticipated.

Steady annual
funding is
anticipated.
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Program Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Con Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

ESG
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing
$170,000 $0 $0 $170,000 $680,000
Based on 2024
FY allocation
from HUD.

Steady annual
funding is
anticipated.
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.

The extent of need in Fontana far exceeds the available funding from CDBG, HOME , and ESG. Most activities into which these funds are invested will leverage a variety of additional sources including, but not limited to, public and private grants, capital development and general funds, public financing, and private donations. The City has been awarded HUD HOME American Rescue Plan (ARP) and state Permanent Local Housing Allocation (PLHA) funds to further address extremely low - and low -income housing needs including the needs of residents experiencing and at risk of experiencing homelessness. The City has Low- and Moderate- Income Housing Asset Funds (LMIHAF) which may be used to supplement homeless services provided to residents. The City encourages the use of Low- Income Housing Tax Credits to fund construction, substantial rehabilitation, or acquisition or affordable housing.

The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets a threshold to have the match requirements reduced; those threshold conditions are: 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 50 percent match reduction for fiscal year 2023, as of the preparation of this Action Plan neither the fiscal year 2024 or 2025 reductions have been publis hed. The City expects the 2023 designation will continue in fiscal year 2025.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Fontana will comply with new State requirements under AB1486 and AB1255 to inventory and support developers to access and utilize surplus municipal and state land for the construction of affordable housing. If such sites are identified, the City will consider the use of HUD funding or other resources to assist with site preparation and/ or development. At this time, no publicly owned land or property is expected to be used to address the needs in this plan, unless the City addresses ADA Transition Plan needs with CDBG funds.

Discussion
The City of Fontana shares overall responsibility for meeting the priority needs identified in the
Strategic Plan with many other organizations and is solely responsible for using CPD entitlement funds to address the needs of low- and moderate-income residents. 559
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AP-20 Annual Goals and Objectives
Table 60 – Goals Summary
Goal Name Time
Period Category Geographic Area Needs Addressed Funding ($) Goal Outcome Indicator
Goal 1:

Affordable
housing
2025 –
2029
Affordable housing Citywide Preserve the supply
of affordable
housing.

Expand the supply of
affordable housing
HOME:
4,567,916
CDBG:
1,235,000
-Rental units
constructed: 2
households/
housing units
-Rental units
rehabbed: 3
households/
housing units
-Homeowner
Housing
Rehabbed: 10
households/
housing units
Description: In partnership with housing developers, leverage HOME funds in support of new rental housing units affordable to households earning less than 30, 60 or 80 percent of AMI, including units reserved for residents with special needs. In addition, the City may use CDBG and HOME funds to acquire and rehabilitate existing single family and multi-family housing units to increase the supply of affordable rental housing for its lower -income households. Funds will also be used to preserve the quality of existing affordable housing occupied by low - and moderate-income households through housing rehabilitation.

Goal 2: Fair
housing
services

2025 –
2029
Affordable Housing
Program Admin
Citywide Ensure equal access
to housing
opportunities

CDBG: 37,500 1 Other
Description: Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services. 560
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Goal Name Time
Period Category Geographic Area Needs Addressed Funding ($) Goal Outcome Indicator
Goal 3:

Homeless
services

2025 –
2029
Homeless Citywide Prevent and
eliminate
homelessness
ESG: 157,250 -Tenant-based
rental assistance/
Rapid rehousing:
10 Households
Assisted

-Homeless
Prevention: 10
Households
Assisted

-Emergency
Shelter: 5
Households
Assisted

-HMIS: N/A
Support a continuum of services to prevent and eliminate homelessness, including but not limited to homeless prevention programs, emergency shelter, and transitional housing. When and if necessary, Fontana will use HUD funding to address urgent issues and conditions impacting the health and safety of homeless residents , and those at risk of becoming homeless.

Goal 4: Public
services for
families with
low incomes
2025 -
2029
Non-Housing
Community
Development
LMI Areas
Citywide
Public services for
residents
CDBG:
285,000

Public services
other than Low/
Moderate Income
Housing Benefit:
12,845 persons
assisted
Description: Provide low- and moderate-income seniors with a range of public services necessary to prevent homelessness and ameliorate the effects of poverty.

Goal 5:

Planning and
admin
2025 –
2029
Program admin N/A Comply with federal

CDBG, HOME, & ESG
regulations
HOME:
60,000
CDBG:
342,500
ESG: 12,500 1 Other
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG, HOME, & ESG Programs.
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AP-35 Projects
To address the high priority needs identified in the Strategic Plan, the City of Fontana will invest CDBG, HOME, and ESG funds in projects to preserve existing affordable housing, provide fair housing services, and services to the elderly, and improve public facilities and infrastructure. Together, these projects will address the needs of low - and moderate- income Fontana residents.

Table 61 – Project Information
2025-2026 Projects

1. Fair Housing Services

2. Affordable Rental Housing Development

3. Senior scholarships

4. Public safety

5. Homeless Assistance (ESG25 Fontana)

6. Program Administration

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Based on the Strategic Plan, in program year 2025-2026 the City is allocating 100 percent of its non-administrative CDBG, HOME, and ESG to projects and activities that benefit extremely low-, low-, or moderate-income households. The primary obstacles to meeting the underserved needs of low- and moderate-income people include limited funding from federal, state, and other local sources.

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AP-38 Project Summary
Table 62 – Project Summary Information
1 Project Name Fair housing services
Target Area Citywide
Goals Supported Fair housing services
Needs Addressed Ensure equal access to fair housing opportunities Funding CDBG: $37,500
Description
Fulfill the HUD regulatory mandate to affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination, and landlord-tenant mediation services.

Target Date 6/30/2026
Estimated number
and type of
beneficiaries
90 low- and moderate-income people
Location Description Citywide
Planned Activities Fair housing services
2 Project Name Affordable rental housing development
Target Area Citywide
Goals Supported Affordable housing
Needs Addressed Preserve the supply of affordable housing; Expand the supply of affordable housing
Funding
CDBG: $1,235,000
HOME: $ 4,567,916 ($ 540,000 annual allocation, $105,636 program income, $3,922,280 prior year resources)
Description
HOME funds in support of the development of new affordable rental housing units for a yet to be determined a project. Should a project be identified the Plan will be amended.

CDBG funds in support of the acquisition/rehabilitation of existing housing units affordable to household earning less than 80 percent of AMI.

Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit
2 affordable rental units constructed for lower income households 3 affordable housing units acquired and rehabbed for lower income households
Location Description Citywide
Planned Activities

3 Project Name Youth/ Senior scholarships
Target Area Citywide
Goals Supported Public services for low-income residents Needs Addressed Provide public services for residents
Funding CDBG $70,000
Description
Recreational and Targeted Services for eligible residents (such as elderly and youth ). Activities may include recreational scholarships, meals, and transportation assistance
Target Date 6/30/2026
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Estimate the
number and type of
families that will
benefit
40 low- to moderate-income seniors
Location Description Citywide
Planned Activities Scholarships
4 Project Name Public safety
Target Area LMI Areas
Goals Supported Public services for low-income residents Needs Addressed Provide public services for residents
Funding CDBG: $215,000
Description Serve and protect residents in LMI Areas with high concentrations of homelessness.

Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit
12,845 LMI persons
Location Description LMI Areas
Planned Activities Extra patrols
5 Project Name Homeless Assistance (ESG25 Fontana)
Target Area Citywide
Goals Supported Homeless services
Needs Addressed Prevent and eliminate homelessness
Funding ESG: $157,250
Description
Support a continuum of services in San Bernardino County to prevent and eliminate homelessness including but not limited to homelessness prevention and rapid rehousing programs.

Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit
Approximately 25 extremely low-income households
Location Description Citywide
Planned Activities Homeless assistance services which may include street outreach, emergency shelter, homelessness prevention, and rapid rehousing. 6 Project Name Program Administration
Target Area Citywide
Goals Supported
Affordable housing, Fair Housing services, Homeless services, and public services for families with low incomes; Planning and administration
Needs Addressed
Preserve the supply of affordable housing; Expand the supply of affordable housing; Ensure equal access to affordable housing; Prevent and eliminate homelessness; Comply with federal CDBG, HOME, and ESG regulations.

Funding HOME: $60,000; CDBG: $342,500; ESG: $12,500
Description Provide for the planning and administration or CDBG, HOME and ESG programs
Target Date 6/30/2026
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Estimate the
number and type of
families that will
benefit
Other
Location Description Citywide
Planned Activities Administration of CDBG and HOME programs, projects, and activities.

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AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed
The City has identified LMI Areas target areas where some CDBG funds will be invested.

Most CDBG funds will benefit individuals and households citywide. Infrastructure and public facility improvement and public safety projects will be focused on areas with a concentration of residents with low and moderate incomes throughout the City. Housing, public service and homeless assistance will be made available to income- qualified households throughout the City.

Table 63 - Geographic Distribution
Target Area Percentage of Funds
LMI Areas 16%
Citywide 84%

Rationale for the priorities for allocating investments geographically HUD allows CDBG and HOME grantees to implement certain activities such as initial construction or expansion of community facilities and infrastructure that benefit certain neighborhoods or villages (but not the entire City) provided the service area for the facility or infrastructure is primarily residential and where at least 51 percent of residents are low- and moderate-income.

The City will use a place- based and citywide strategy to distribute funding. It is the City’s intent to fund activities in the areas and for the populations most directly affected by the needs of low-income residents and those with other special needs. Where appropriate the Annual Action Plan will direct investment to an area benefit neighborhood. The area benefit category is the most used national objective for activities benefiting a residential neighborhood. An area benefit activity is one that benefits all residents, where at least 51 percent are low - and moderate-income. Public infrastructure improvements are an area benefit activity when they are in a predominantly low - and moderate- income neighborhood.

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AP-55 Affordable Housing
The 2025-2029 Strategic Plan provides the framework for investing CDBG and HOME funds in Fontana. Affordable housing is a high priority need and will be addressed by activities performed under the affordable housing goal.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 5
Special-Needs 0
Total 5
Table 64 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 2
Rehabilitation of Existing Units 0
Acquisition of Existing Units 3
Total 5
Table 65 - One Year Goals for Affordable Housing by Support Type

Discussion
Fontana residents have a significant need for high quality and affordable housing. In program year 2025 -2026 the city anticipates supporting the development of two new affordable rental units, and acquiring three units of affordable rental housing. This assistance will be provided to eligible household with low to moderate incomes.

The City may submit a request to HUD for using recent sales data to determine a Fontana specific homeownership value limit for detached and attached properties. The limits for 2025 have not been released for the region.
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AP-60 Public Housing
There is no public housing located within the City of Fontana.

Actions planned during the next year to address the needs to public housing Public housing needs are addressed by the Housing Authority of the County of San Bernardino.

Actions to encourage public housing residents to become more involved in management and participate in homeownership.

To encourage public housing residents to become more involved in the management of public housing units, HACSB has developed a Resident Advisory Board (RAB) made up of participants from its Term -Limited Lease Assistance Progr am, Project Based Voucher Program, VASH, and the Tenant -Based Voucher Program. The RAB is tasked with discussing critical issues, like policy changes, program participant outreach efforts and messaging, that affect residents and program participants.

The HACSB offers several ongoing programs to help residents become more involved in management and participate in homeownership. HACSB offers a Family Self -Sufficiency (FSS) program for its residents, which allows participants to save a portion of their income in escrow toward the family’s departure from subsidized housing. Residents in the FSS program and HACSB’s Term -Limited Lease Assistance program have access to employment services through the HACSB’s Family Empowerment Services Department.

The Department assigns families to a coach that assists the family with creating and implementing an Individual Training and Services Plan focused on educational and career goals. HACSB also administers a successful Homeownership Assistance Program. Through this program, eligible families participating in the Housing Choice Voucher (HCV) program can utilize their HCV financial assistance to purchase a home.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.

HACSB is a high preforming PHA. This is not applicable.

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AP-65 Homeless and Other Special Needs Activities
The City of Fontana has identified the prevention and elimination of homelessness and provisions of public services to residents as high priority needs in the 2025- 2029 Consolidated Plan. The City will allocation 100 percent of its ESG resources to providing homeless assistance in the City. Furthermore, the City anticipates spending approximately 86 percent of its CDBG public service cap (15 percent of the total allocation) on a public safety program uniquely tailored to engage and protect Fontana’s homeless residents and the remainder of the allocation will be used to provide recreational service to non-homeless elderly residents.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The City of Fontana’s goal of providing public services and the associated public safety project, the FPD MET reaches out to unhoused homeless residents, assesses their needs, and helps to connect them with appropriate resources. The MET provides balanced community-oriented policing in parts of the City with a high concentration of unhoused people. These residents are highly transient, have had varied experiences with authority figures, and are uniquely vulnerable to crime. During MET patrols, officers engage people experiencing unhoused homelessness, and when appropriate , connect them with the services needed. This is sensitive and intensive work, which requires a high level of effort.

It can take many engagements before an unhoused individual is ready to receive services.

This specialized team provides an invaluable service to the community it serves by providing consistent personal contact with the residents and unsheltered individuals. They create relationships with the community that would not have been achieved w ith a standard patrol unit that rotates personnel on a regular basis.

Addressing the emergency shelter and transitional housing needs of homeless persons For program year 2025-2026, the City plans to support the operations of the Bridge of Hope family emergency shelter with state Family Homelessness Challenge funds and of the Path shelter with state PLHA funds.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

During program year 2025-2026 the City will direct federal ESG and state resource such as the Family Homelessness Challenge grant funds to provide rapid rehousing, rental assistance, emergency shelter, permanent supportive housing services to households 570
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experiencing homelessness, including supporting households living in emergency shelter, to transition as quickly as possible to permanent housing. It is anticipated that ESG funds will provide approximately ten households with rapid rehousing assistance.

Helping low -income individuals and families avoid becoming homele ss, especially extremely low - income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and co rrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The County in collaboration with the CoC maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corrections, Foster Care, and the Mental Health systems. The City supports the CoC’s advocacy for development of consistent policy implementation by hospital administrators for best practices such as recuperative care, and co- location of health services near affordable housing developments.

During the program year 2025- 2026 the City will direct ESG and state funds to provide homelessness prevention, rapid rehousing, emergency shelter , and case management services to help households at risk of falling into homelessness avoid that experience if possible. It is anticipated that ESG funds will provide approximately 100 households with homelessness prevention assistance.

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AP-75 Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. The City of Fontana works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide offsetting financial incentives to assist in the production of safe, high quality, affordable housing. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.

The City’s
2021-2029 Housing Element describes the following constraints on housing development due to local policies:

Development Fees: Residential developers are subject to a variety of fees and exactions to process permits and provide necessary services and facilities as allowed by state law. All information regarding the City’s development fees is available to the public on the Fontana City website as pursuant to Gov. Code §65940.1 (a)(1)(B). Development fees can be a constraint to the maintenance, improvement, and development of housing, because the added costs for developers may result in higher housing unit costs. However, Development fees are necessary to provide planning and public services.

development application, and the responsiveness of developers to staff comments and requests for information. The typical permit review and approval timeline for single-family and multifamily developments in Fontana is six to 20 weeks. This timeframe aligns with the processing timelines of nearby cities, such as Rialto, Rancho Cucamonga, and Ontario, where approvals typically take two to seven months, depending on the size and specifics of the residential project. Therefore, Fontana permit processing time does not present a constraint to the development of housing as compared to the surrounding market.

Infrastructure Costs: Another factor that could constrain new residential construction is the requirement and cost to provide adequate infrastructure (major and local streets; water and sewer lines; and street lighting) needed to serve new residential development. In most cases, where new infrastructure is required, it is funded by the developer and then dedicated to the City, which is then responsible for its maintenance. Because the cos t of these facilities is generally borne by developers, it increases the cost of new construction, with much of that increased cost often “passed on” as part of home rental or sales rates.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.

The City’s
Housing Element includes a Housing Plan with four broad goals and various supporting policies, programs, and actions for addressing the City’s housing needs , including the following:

Goal #1: Adequate housing to meet the needs of all residents in Fontana

18. Provision of Adequate Sites to Meet Regional Housing Needs Assessment Goals

19. Rezone Parcels to R-4/R-4 Overlay to Accommodate RHNA Growth Need for Low and Very Low-Income Households

20. Rezone Parcels to R5 to Accommodate RHNA Growth Need for Low and Very Low- Income Households

21. Proactively Coordinate with Property Owners to Encourage the Development of Affordable Housing in Fontana

22. Encourage the Development of Housing Units for Low-, Very Low-, and Extremely Low-Income Levels

23. Annual Monitoring of Housing Production

24. Compliance with State Density Bonus Law

25. Manufactured and Modular Housing

26. Infill Housing Program

27. Accessory Dwelling Unit Construction

28. Accessory Dwelling Units Monitoring Program

29. Conversion of Existing, Non-Permitted Accessory Dwelling Units 573
180

30. Farmworker and Employee Housing Act Compliance

31. Amend Fontana Zoning Code for a Variety of Housing Types

32. Minimum Lot Sizes in Multifamily Zones

33. Replacement Housing for Non-vacant Sites

34. Lot Consolidation Program for Small Sites

Goal #2: A high standard of quality in existing affordable housing stock

7. Monitoring of "At-Risk" Housing Units

8. Code Enforcement for Residential Properties

9. Housing Unit Revitalization Program

10. Resources Conservation Practices

11. Promotion of Green/Sustainable Development Practices

12. Water and Sewer Service Purveyors

Goal #3: Housing development that is not affected by governmental constraints

5. Expedited Permit Processing and other Procedures

6. Review Parking Requirements

7. Monitoring Development Fees

8. SB 35 Streamlining Procedures

Goal #4: Affirmatively further fair housing in Fontana

13. Affordable Housing Online Resource Website

14. Participation and Support of Regional Fair Housing Efforts

15. Family Self-Sufficiency Program

16. Mental Health Services Program

17. Supportive/Transitional Housing Facilitation

18. Domestic Violence Services Program

19. Community Assistance Program

20. Anti-Poverty Program

21. Housing Referral and Information Services

22. Community and Stakeholder Engagement

23. Housing for Persons with Developmental Disabilities

24. Affirmatively Further Fair Housing

The City’s 2025 Analysis of Impediments to Fair Housing that identified housing issues, conditions which restrict fair housing choice or access to opportunity, and goals for addressing them. The following s pecific actions to address each fair housing issue identified in the assessment:
- Lending Discrimination: Hispanic and African American individuals or families experienced lower loan approval rates than other groups when purchasing or refinancing a home in the City. African Americans continue to have the lowest approval rates for home purchase loans and Hispanics have the lowest approval rate 574
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for refinance loans. To address this issue, the City will monitor HMDA data and affirmatively market the availability of first -time homebuyer assistance programs that provide down payment assistance to low- and moderate-income homebuyers.

- Fair Housing Education: There is an increasing number of fair housing complaint intakes performed by the City’s contracted fair housing service provider.

that are not located within one- half mile of a bus stop. To increase transit access, the City will continue to build and expand public transportation opportunities servicing the Falcon Ridge / Summit A venue Job Center and the Southwest Industrial / Jurupa Hills Job Centers.

- Access to Proficient Education: Disparities in access to high quality schools disproportionately impacts protected class groups in the city, in large part due to limited affordable housing options near high -performing schools. To address this issue, the City has identified pa rcels adjacent to local schools for housing opportunities. Additionally, with the Fontana Unified School Districts support, parcels owned by FUSD have been identified near schools for rezone to increase density. The City will support housing opportunities adjacent to educational institutions and schools in order to decrease challenges related to access and commuting. The City will partner with FUSD annually to gather insight via community outreach about key housing and economic needs of FUSD families and students.

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AP-85 Other Actions
Priority needs established in the 2025-2029 five-year Consolidated Plan form the basis for establishing objectives and outcomes in the Action Plan. Those needs are as follows:
• Preserve the supply of affordable housing
• Expand the supply of affordable housing
• Ensure equal access to housing opportunities
• Prevent and eliminate homelessness
• Provide public services to low-income residents
Actions planned to address obstacles to meeting underserved needs The primary obstacles to meeting the needs of underserved households with low - and moderate-incomes are limited and reduced funding from federal, state, and other local sources, and the high cost of housing. To address these obstacles, at least in part, the City will continue to work to leverage public and private resources through grant and partnership opportunities.

The City will continue to promote fair housing practices for sale and rental housing and to facilitate community awareness of fair housing. The City of Fontana is in the process of selecting the organization that will provide fair housing services to City resident s in program year 2025. The services will include fair housing and tenant/ landlord services.

The City fully expects to have a service provider selected and in place begin delivering services by July 1, 2025.

Actions planned to foster and maintain affordable housing The City of Fontana works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide offsetting financial incentives to assist in the production of safe, high quality, affordable housing. In program year 2025- 2026, the City plans to allocate $4,627,916 in HOME and $1,235,000 in CDBG funds to the for affordable rental housing development activity.

Actions planned to reduce lead-based paint hazards
To reduce lead-based paint hazards, the City takes the following actions:
• Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978. • Educate residents on the health hazards of lead-based paint through brochures and encourage screening children for elevated blood-lead levels. • Disseminate brochures about lead hazards through the City’s residential rehabilitation activities.
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During the period of the last Consolidated Planning cycle the City was awarded a grant from HUD’s Office of Lead Hazard Control and Healthy Homes. The City is using these resources to administer its Lead Hazard Reduction Program. This program is intended to prevent childhood lead poisoning and unsafe lead conditions by eliminating lead hazards (e.g., cracking paint, contaminated soil) in rental and owner-occupied properties where households with low‐income reside.

Actions planned to reduce the number of poverty-level families The implementation of CDBG, HOME, and ESG activities to meet the goals established in the
Consolidated Plan-Strategic Plan and this Action Plan will help reduce the number of poverty-level families. The projects are as follows:
• Affordable Rental Housing Development,
• Fair housing services,
• Homeless Assistance (ESG25 Fontana),
• Senior scholarships, and
• Public safety.

Actions planned to develop institutional structure
The City of Fontana works with a wide range of public and community social service agencies to meet and address the various needs of the community. This program year City staff will continue to collaborate internally, as well as with local non-profit advocacy groups and other County, State and Federal organizations. Specifically, the City participates in various regiona l efforts that involve the collaboration of local jurisdictions, private organizations, and other public and quasi -public agencies to address homelessness, fair housing, and affordable housing issues.

Actions planned to enhance coordination between public and private housing and social service agencies
To enhance coordination between public and private housing and social service agencies, the City will welcome and continue to encourage partnering with non- profit providers, community and faith- based organizations, public institutions, community residents, and City Departments to ensure the delivery of quality housing and supportive services to low- income persons.

City staff attend several local and regional meetings, which include service providers, neighboring agencies, and elected officials to keep abreast of issues affecting the quality of life for low -income residents. The City maintains a web presence and is pro -active in providing technical assistance throughout the year to assist interested citizens and agencies in understanding and applying for CDBG, HOME, and ESG funds. 579
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Discussion:

In the implementation of the 2025 Annual Action Plan the City will invest CDBG, HOME, and ESG resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead- based paint hazards, reduce the number of families living at or below the poverty level, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

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AP-90 Program Specific Requirements
In the implementation of programs and activities under the 2025 Annual Action Plan, the City of Fontana will follow all HUD regulations concerning the use of program income, forms of investment, overall low- and moderate-income benefit for the CDBG program and recapture requirements for the HOME program.

Eligible applicants for CDBG and ESG assistance include subrecipients who may carry out programs to benefit program beneficiaries on behalf of the City. Applications from interested subrecipients may be solicited by the City directly or via published Notices of Funds Availability at the discretion of the City. Eligible beneficiaries for CDBG or HOME funded housing rehabilitation or first -time homebuyer programs include households earning less than 80 percent of AMI. Developers for HOME- assisted rental housing development projects shall be selected via an application and underwriting process determined by the City based on the regulatory requirements applicable to the prospective project based on the nature and scope of the proposed development. Opportunities for leveraging and matching funds shall be emphasized in the selection of affordable housing Developers. Selection of affordable rental housing development projects shall be based on project feasibility; funding availability; and City needs as determined by staff and the City Council.

Prospective subrecipients, beneficiaries and developers may obtain more information on the Fontana Housing Department / Housing Authority website at www.fontanaca.gov.

Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

Table 66 – CDBG Requirements

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0

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Table 67 – Other CDBG Requirements
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low - and moderate -income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low - and moderate - income. Specify the years covered that include this Annual Action Plan. 100.00%

HOME Investment Partnerships Program (HOME) Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section

92.205 is as follows:

The City will not use any other forms of investment beyond those identified in Section

92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

During the 2025 program year, the City of Fontana will not implement any HOME-assisted homebuyer activities. In the future, should the City choose to implement a homebuyer assistance activity, the City will incorporate either a resale or recapture requirement in the Annual Action Plan and written agreements as required by 24 CFR 92.254.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

See above.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City does not intend to use HOME funds under the 2025 Annual Action Plan to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds.

Emergency Solutions Grant (ESG) Reference 91.220(I)(4)
Include written standards for providing ESG assistance (may include as attachment).

The written standards for providing ESG assistance are included in Appendix C.

If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

The County of San Bernardino coordinates homeless services with both entitlement and non-entitlement cities through its Department of Behavioral Health Office of Homeless Services (OHS). This office is the designated administrative authority, or Lead Agency, over 582
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the County’s Continuum of Care (CoC), Coordinated Entry System (CES) and Homeless Management Information System (HMIS). In accordance with federal regulations the ESG recipients are required to participate in the CES and HMIS. The HMIS maintains exceptions for victim service providers as set forth under 24 CFR 576.400(d).

Discussion:

All City of Fontana projects, programs, and services in use of CDBG and HOME funds will be managed in compliance with all applicable federal rules and regulations.

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Analysis of Impediments to Fair
Housing
Presented to the U.S. Department of
Housing and Urban Development
(HUD)
Oﬃce of Community Planning and
Development
February 2025
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TABLE OF CONTENTS
I. EXECUTIVE SUMMARY .................................................................................................................................. 1 II. FAIR HOUSING ANALYSIS .............................................................................................................................. 4 A. DEMOGRAPHIC AND HOUSING SUMMARY ................................................................................................ 4 B. SEGREGATION/INTEGRATION ................................................................................................................ 11 C. RACIALLY OR ETHNICALLY CONCENTRATED AREAS OF POVERTY (R/ECAPS) .................................................. 28 D. DISPARITIES IN ACCESS TO OPPORTUNITY ................................................................................................ 32 E. DISPROPORTIONATE HOUSING NEEDS .................................................................................................... 64 F. LOCAL AND STATE POLICIES AND PRACTICES IMPACTING FAIR HOUSING ....................................................... 71 III. FAIR HOUSING ISSUES AND GOALS ............................................................................................................. 73 A. FAIR HOUSING ISSUES ......................................................................................................................... 73 B. FAIR HOUSING GOALS ......................................................................................................................... 75 DRAFT
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1 I. Executive Summary
The City of Fontana is located in San Bernardino County, approximately 50 miles east of Los Angeles. Fontana is bisected by major transportation routes, including Interstate 10, which runs east -west, and Interstate 15, which runs north -south. Incorporated in 1952, Fontana's history is rooted in agriculture and steel manufacturing. Over the past several decades, the City has experienced rapid growth and urbanization, transforming into a diverse community with significant industrial, commercial, and retail employment opportunities. Fontana also provides a variety of public programs, recreational facilities, parks, and cultural amenities for its residents. As of the 2020 Census, Fontana had a population of 212,704, with 68.49% identifying as Hispanic, 14.02% White non- Hispanic,

7.99% Black, and 6.72% Asian or Pacific Islander (AAPI).

As a U.S. Department of Housing and Urban Development (HUD) Entitlement Jurisdiction, Fontana is required to prepare and adopt a Consolidated Plan (Con Plan). As part of the Con Plan, the City prepares an Analysis of Impediments to Fair Housing Choice (AI) to identify fair housing issues, contributing factors, and goals to affirmatively further fair housing.

Affirmatively furthering fair housing means taking meaningful actions to overcome patterns of segregation and foster inclusive communities free from barriers that restrict access to opportunity based on protected characteristics. This duty extends to all of Fontana’s housing and urban development activities and programs.

A fair housing issue is a condition within the City that restricts fair housing choice or access to opportunity. Such issues can include ongoing local or regional segregation, racially or ethnically concentrated areas of poverty (R/ECAPs), disparities in access to opportunity, disproportionate housing needs, and evidence of discrimination related to housing.

Fontana analyzed data on demographics, segregation/integration, R/ECAPs, disparities in access to opportunity, and housing needs, using data from the U.S. Census Bureau American Community Survey (ACS) 2016–2020 estimates, HUD’s AFFH Data and Mapping Tool, and the City’s 2021–2029 Housing Element.

The data analysis revealed several fair housing issues, including:
• Concentrations of racial/ethnic groups in Central, South, East, and Northwest Fontana.
• Racially/ethnically concentrated areas of poverty in Central Fontana. • Disparities in access to high-performing schools, employment, and environmentally healthy neighborhoods for Hispanic and low-income residents. • Disproportionate housing problems for American Indian and Alaska Native, Asian, Pacific Islander, and Black/African American households in different income ranges. • Disparities in access to homeownership for Black, Hispanic, and Native American households.

The City has identified contributing factors (in bold below) and established the following fair housing goals to address these factors and affirmatively further fair housing:

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2 • Lending Discrimination – The City will monitor HMDA data and affirmatively market the availability of first-time homebuyer assistance programs that provide down payment assistance to low- and moderate-income homebuyers. The City will also provide written outreach to lending institutions regarding the City’s commitment to eliminate racial discrimination in lending patterns; encourage attendance of all staff at Inland Fair Housing and Mediation Board (IFHMB) workshops; and provide flyers regarding FTHB education, including IFHMB’s FAQ on the City’s website.
• Discrimination Based on Disability – The City will continue working with their contracted fair housing service provider to provide recommendations of properties believed to be discriminatory in their practices as information is received; facilitate accessibility reviews of multi-family properties; and distribute design and construction information to all who inquire about building permits. • Fair Housing Education – The City will continue working with IFHMB to provide opportunities for conducting Fair Housing workshops in the City and providing IFHMB outreach materials as a part the City’s newsletter and utility bill mailings.

The City will also encourage collaboration with local realtors; provide recurring education to members of the Inland Valleys Association of Realtors; offer no-cost Fair Housing workshops; and develop a fair housing FAQ for the City’s website. • Transit Access – To increase transit access, the City will continue to build and expand public transportation opportunities servicing the Falcon Ridge / Summit Avenue Job Center and the Southwest Industrial / Jurupa Hills Job Centers. • Reasonable Accommodation – The City will analyze existing land use controls, building codes, and permit and processing procedures to determine constraints they impose on the development, maintenance, and improvement of housing for persons with disabilities. Based on its findings, the City will develop a policy for reasonable accommodation to provide relief from Code regulations and permitting procedures that have a discriminatory effect on housing for individuals with disabilities. The procedures shall include the process for requesting accommodation, a timeline for processing and appeals, criteria for determining whether a requested accommodation is reasonable, and ministerial approval for minor requests.
• Public Investment in Specific Neighborhoods – The City of Fontana has identified a total of 8 sites to accommodate future housing in a Racially or Ethnically Concentrated Area of Poverty (R/ECAP) area. The 8 sites estimate a total of 216 potential units, 151 of which are estimated to be affordable to lower income households. The City recognizes the unique needs of R/ECAP areas will schedule at least two (2) targeted outreach meetings in the designated R/ECAP area to better understand community needs as they are related to housing. The City will work with interested developers to support affordable housing options in the R/ECAP area with a focus on quality design and access to economic and educational resources.
• Availability of Affordable Housing – The City will seek to increase affordable housing options for lower income residents across the City. The City’s strategy will take an aggressive approach to promote affordable housing in higher resource areas and will meeting with local and regional stakeholders to increase the feasibility and development of affordable housing. The City will streamline DRAFT
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3 affordable housing projects, and provide additional incentives when funding is available. Additionally, the City will work with developer to potentially utilize the existing Inclusionary Ordinance.
• Access to Proficient Education – The City has identified parcels adjacent to local schools for housing opportunities. Additionally, with the Fontana Unified School Districts support, parcels owned by FUSD have been identified near schools for rezone to increase density. The City will support housing opportunities adjacent to educational institutions and schools in order to decrease challenges related to access and commuting. The City will partner with FUSD annually to gather insight via community outreach about key housing and economic needs of FUSD families and students.

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4 II. Fair Housing Analysis
A. Demographic and Housing Summary
Describe demographic patterns in Fontana and region, and describe trends over time (since 1990).

Demographic Overview

Table 1 provides demographic information for the population of Fontana and the region, which is defined by HUD as the Riverside-San Bernardino-Ontario Metropolitan Statistical Area (MSA). Table 2 provides demographic trends over time for Fontana and the Riverside- San Bernardino-Ontario region, dating back to 1990. The data is from the Census Bureau’s American Community Survey.

Race/Ethnicity

Fontana has a total population of 212,704. The region has a population of 4,600,396.

Fontana has a population where the majority (68.49%) identify as Hispanic. White non- Hispanic residents account for 14.02%, followed by 7.99% Black non-Hispanic, 6.72% AAPI non-Hispanic, and smaller proportions of other groups. The regional demographic distribution is similar but with a lower percentage of Hispanic residents (51.46%) and a higher proportion of White non-Hispanic individuals (31.17%).

Table 2 shows demographic trends since 1990. In Fontana, the Hispanic population has grown substantially from 36.11% in 1990 to 68.49% currently. The White non- Hispanic population has declined from 51.39% in 1990 to 14.02%. The Black and Asian populations have grown but remain smaller in proportion. The regional trends mirror these shifts, with a decline in the White non- Hispanic population and an increase in Hispanic and Asian populations.

National Origin

A significant portion of Fontana's foreign-born population originates from Mexico (16.99%), followed by the Philippines, El Salvador, and Guatemala. The region shows similar trends, with Mexico as the most common country of origin (12.08%).

Since 1990, the percentage of foreign-born residents in Fontana has increased from 15.52% to 25.99%. The region follows a similar pattern, with foreign -born individuals rising from

13.93% in 1990 to 21.10% currently.

Limited English Proficiency (LEP)

In Fontana, 22.11% of residents have limited English proficiency, with Spanish as the predominant language spoken (18.00%). The region shows similar trends but with a lower percentage (14.90%) of LEP individuals.

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5 Over time, the number of LEP residents in Fontana increased significantly from 11.45% in 1990 to 26.83% in 2010 but has since declined to 22.11%. The regional trend follows a similar trajectory.

Age Distribution

Fontana has a younger population than the region, with 28.91% under 18, 62.87% aged 18- 64, and 8.22% aged 65+. In contrast, the region has a slightly older population, with 13.09% of residents aged 65 and above.

Since 1990, the percentage of Fontana residents aged 65+ has increased from 5.97% to

8.22%, while the proportion of those under 18 has declined from 35.32% to 28.91%. The region exhibits a similar aging trend.

Families with Children

In Fontana, 44.89% of families have children. This is higher than the regional percentage of families with children, which is 33.55%. Since 1990, the proportion of families with children has declined in both Fontana and the region.

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6 Table 1 – Demographics

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7 Table 2 – Demographic Trends

Describe housing patterns, including tenure, cost burden, and the location of renters and owners.

The housing trends table below provides data on housing tenure and cost burden for Fontana and the surrounding region. The data covers trends from 2015 to 2020 and indicates notable shifts in homeownership and rental patterns.

Tenure

In Fontana, 66.26% of housing units are owner-occupied, while 33.74% are renter-occupied.

Between 2015 and 2020, the number of owner-occupied units increased, while the share of renter-occupied units declined slightly. This trend is similar to regional patterns, where the homeownership rate increased from 62.40% to 64.08% over the same period.

Cost Burden

Housing cost burden measures the percentage of households that spend more than 30% of their income on housing costs. In Fontana, 41.77% of all households are cost -burdened.

Among owner-occupied households, 36.13 % are cost-burdened, an increase from 2015, when 24.80% of owner-occupied households were cost-burdened. In contrast, renter cost burden has declined, with 52.82 % of renter-occupied households cost -burdened in 2020, down from 60.70% in 2015. Regional patterns follow a similar trajectory, with overall cost burden declining slightly. The regional homeowner cost burden is decreasing (from 36.70% in 2015 to 31.67% in 2020), as is the renter cost burden (from 56.90% to 54.56%). For both Fontana and the larger region, the majority of renters experience housing cost burden.

Table 3 – Housing Trends
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8 Map 1 – Housing Tenure shows the distribution of owner -occupied housing units in Fontana. Areas with a higher concentration of owner -occupied households are generally located in suburban and lower-density neighborhoods, while renter-occupied households are more prevalent in central areas and neighborhoods with lower household incomes. The highest concentrations of renters are found near major transportation corridors and commercial centers in the center of the city.

Map 1 – Housing Tenure
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9 Describe the demographics of residents of diﬀerent categories of publicly supported housing in Fontana and region.

Table 4 – Publicly Supported Households by Race/Ethnicity shows the demographics of residents of publicly supported housing programs, including Project- Based Section 8, Housing Choice Voucher (HCV) Program, and Other Multifamily programs. There are no Public Housing units in Fontana. The largest number of publicly supported housing units in Fontana are provided through the HCV Program, followed by Project-Based Section 8.

Hispanic households make up the majority of residents in publicly supported housing, accounting for 59.59 % of all publicly supported households. Black households make up

10.45%, White households represent 20.83% , and AAPI households account for 6.85% .

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10 Among HCV participants, Black households are overrepresented, comprising 58.68% of voucher recipients despite making up a smaller share of the overall population. Hispanic households represent 29.34% of HCV participants, while White and AAPI households account for 10.39% and 1.00%, respectively.

Participation in Project -Based Section 8 housing is m ore evenly distributed across racial and ethnic groups. Hispanic households account for 45.58 % of participants, White households make up 28.21%, Black households account for 18.52%, and AAPI households represent 6.55%. The distribution of residents in Other Multifamily housing is similar, with Hispanic households making up 40.98% of participants, White households at 37.70%, Black households at 9.84%, and AAPI households at 9.84%.

At the regional level, Hispanic households represent the largest group in publicly supported housing, making up 38.50% of all publicly supported households, followed by White households at 45.50% , Black households at 7.55 %, and AAPI households at 6.15% .

Participation in the HCV Program follows a similar trend to Fontana, with Black households overrepresented at 43.78% of participants. White households make up 23.81 % of HCV participants, Hispanic households represent 29.20% , and AAPI households account for

2.61%.

The racial and ethnic composition of households earning 0-30% and 0-50% of Area Median Income (AMI), the eligibility thresholds for these programs, does not fully align with the distribution of participants in publicly supported housing. Black households are overrepresented in the HCV Program compared to their share of income- eligible households, while Hispanic households are underrepresented despite making up a majority of low-income households in both Fontana and the region. The racial and ethnic distribution of residents in Project -Based Section 8 and Other Multifamily programs more closely reflects the demographics of income-eligible households.

Table 4 – Publicly Supported Households by Race/Ethnicity DRAFT
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11 B. Segregation/Integration
Describe and compare segregation levels in Fontana and region. Identify the racial/ethnic groups that experience the highest levels of segregation.

Table 5 – Racial/Ethnic Dissimilarity Trends illustrates the levels of segregation for various racial and ethnic groups in Fontana and the surrounding region using a Dissimilarity Index.

The Dissimilarity Index measures how evenly two groups are distributed across a geographic area, with values indicating the following:

• Values between 0 and 39 indicate high integration (low segregation). • Values between 40 and 54 indicate moderate segregation. • Values between 55 and 100 indicate a high level of segregation.

As of the most recent data, Fontana exhibits relatively low segregation levels across all racial and ethnic groups. The highest level of segregation is observed between Hispanic and White residents, with a Dissimilarity Index of 29.18, followed by AAPI and White residents at 29.05. Black and White residents have a Dissimilarity Index of 21.47, and the overall Non- White/White segregation level is 23.81. Since 1990, segregation levels in Fontana have increased gradually, particularly between Hispanic and White residents. The Dissimilarity Index between Black and White residents is the only measure to have decreased since 1990.).

In contrast, the region displays moderate segregation of 41.29. The highest Dissimilarity Index is between Black and White residents, which is 47.66. Hispanic and White residents also experience moderate segregation, with a Dissimilarity Index of 43.96. AAPI and White DRAFT
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12 residents have a Dissimilarity Index of 43.07. These values indicate that, unlike Fontana, the region has more pronounced segregation patterns, particularly for Black residents.

Overall, segregation levels in Fontana remain relatively low, with increasing segregation between Hispanic /White and AAPI/White populations. The broader region experiences moderate segregation.

Table 5 – Racial/Ethnic Dissimilarity Trends

Identify areas in Fontana and region with relatively high segregation and integration by race/ethnicity, national origin, or LEP group, and indicate the predominant groups living in each area.

Race/Ethnicity
Maps 2-3 display the distribution of various racial and ethnic groups in Fontana and the region, with each dot representing a set number of individuals. Within Fontana, many Census Tracts exhibit racial and ethnic integration, as indicated by the presence of multiple dot colors throughout different neighborhoods. Hispanic residents are the predominant group in several areas, particularly in the central portion of Fontana. Other racial and ethnic groups, including White, Black, and AAPI residents, are more dispersed, with some clusters in specific tracts.

In the broader region, there are clear areas of racial and ethnic concentration, particularly for White and Hispanic residents. Several areas have a predominant presence of Hispanic residents, particularly in the southeastern portion of the region and in urbanized centers.

White residents are more concentrated in suburban and rural areas, while Black residents are primarily found in select urban neighborhoods. Asian and Pacific Islander (AAPI) residents tend to be concentrated in a smaller number of Census Tracts, often in proximity to economic centers.

Areas of highest concentration of non- White residents, where more than 81% of the population is non-White, are located in the following areas:

• Central Fontana, including the downtown area along Sierra Avenue and Merrill Avenue, extending east and west of Sierra Avenue, and the surrounding residential neighborhoods.
• South Fontana, particularly in the neighborhoods south of Jurupa Avenue and north of the Interstate 10 corridor, where Hispanic residents form the dominant population group.
• East Fontana, in the residential areas east of Citrus Avenue and north of Baseline Avenue, where there are significant concentrations of Hispanic and AAPI residents.

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13 • Northwest Fontana, in the neighborhoods west of Sierra Avenue and north of the 210 Freeway, where diverse racial and ethnic groups reside, including Hispanic, Black, and AAPI residents.

In the broader region, areas with a high concentration of non- White r esidents include portions of San Bernardino, Rialto, and Colton, where Hispanic residents form the majority.

There are also significant non- White populations in Ontario, Perris, and Moreno Valley, where Hispanic, Black, and Asian residents are more densely concentrated.

Map 2 – Race/Ethnicity in Fontana

Map 3 – Race/Ethnicity in the Region
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14 National Origin
Maps 4 and 5 show the distribution of foreign- born residents in Fontana and the region.

Each dot represents 75 people, and countries of birth for the five most populous groups of foreign-born residents are indicated by dot color. The distribution of foreign-born residents shows notable concentrations of individuals from Mexico, the Philippines, and Central America. Within Fontana, Mexican- born residents are widely dispersed but have particularly high concentrations in central neighborhoods. Other foreign-b orn groups, including those from the Philippines, India, Vietnam, and Korea, are more commonly found in the southern, western, and northeastern portions of Fontana.

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15 agricultural regions. Filipino- born residents are more common in select suburban and economic corridors, while individuals from other countries have more dispersed settlement patterns. The presence of diverse national origin groups is more pronounced in metropolitan areas, where multiple foreign-born communities reside in close proximity.

Map 4 – National Origin in Fontana

Map 5 – National Origin in the Region
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16 Limited English Proficiency (LEP)
According to the 2016– 2020 American Community Survey (ACS) 5-year estimates, shown in the table below, Fontana has a significant number of Spanish -speaking LEP residents.

Map 6 and 7, below the table, shows the distribution of LEP residents in Fontana and the region. Each dot represents 75 people. The colored dots represent languages spoken by individuals who speak English less than “very well, ” for the five most common languages spoken by LEP residents.

In Fontana, the highest concentrations of Spanish-speaking LEP residents are in the central neighborhoods. Other LEP groups, including Tagalog, Chinese, and Vietnamese speakers, are present in smaller numbers and are more likely to reside outside the central area.

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17 Regionally, Spanish-speaking LEP residents are the predominant group, par ticularly in high-density areas with large foreign -born populations. Other LEP groups, including Tagalog and Chinese speakers, are concentrated in select suburban and urban neighborhoods. The overall pattern suggests that while Spanish-speaking LEP residents are widespread, other LEP groups have more localized distributions, often near community and economic hubs.

Table 6 – Language Spoken at Home

Map 6 – Limited English Proficiency in Fontana
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18 Map 7 – Limited English Proficiency in the Region
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19 Explain how these segregation levels and patterns in Fontana and region have changed over time (since 1990).

Maps 8 - 10 show the distribution of various racial/ethnic groups in Fontana in 1990, 2000, and 2010. As with prior maps, each dot represents 75 people. The various racial/ethnic groups are represented by colored dots. These m aps illustrate demographic shifts in Fontana and the surrounding region. In 1990, racial and ethnic groups were more evenly distributed throughout the city, with White, Non- Hispanic residents present in most neighborhoods alongside growing Hispanic populations. By 2000, Hispanic residents had expanded significantly, especially in areas south of Baseline Avenue and east of Sierra Avenue. By 2010, White, Non -Hispanic residents had become concentrated primarily in DRAFT
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20 northern and western Fontana, while Black and AAPI residents remained clustered in specific tracts, particularly in select suburban neighborhoods.

At the regional level, maps reveal increasing racial and ethnic concentration over time. In 1990, White, Non-Hispanic residents were more evenly distributed across the region, but by 2000 and 2010, cities such as San Bernardino, Ontario, and Riverside saw significant increases in Hispanic residents, while White, Non -Hispanic residents became more concentrated in suburban and rural tracts. Black residents remained clustered in urban neighborhoods, particularly in Rialto and portions of San Bernardino. AAPI residents increased but remained primarily in suburban areas, particularly in Rancho Cucamonga and Chino Hills.

These maps indicate a long -term trend toward increased racial and ethnic segregation, particularly as Hispanic residents have concentrated in specific geographic areas while White, Non-Hispanic populations have relocated to less diverse tracts. In 1990, Fontana and much of the region exhibited greater racial integration, but by 2010, the geographic separation of different racial and ethnic groups had become more pronounced. If these trends continue, the region may experience further segregation, with certain areas becoming increasingly homogeneous while others retain more mixed populations.

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21 Map 8 – Race/Ethnicity Trends 1990

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22 Map 9 – Race/Ethnicity Trends 2000

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23 Map 10 – Race/Ethnicity Trends 2010

Compare the locations of publicly supported housing with the areas of concentration.

Map 11 exhibits the location of publicly supported housing in Fontana, as well as the distribution of various racial/ethnic groups. Each dot represents 75 people, and the various racial/ethnic groups are represented by colored dots. Based on the distribution of publicly supported housing and racial/ethnic demographics shown in the maps, publicly supported housing in Fontana is primarily located in Census Tracts exhibiting higher shares of Hispanic, Black, and Asian/Pacific Islander residents relative to surrounding areas.

The following tracts within the City of Fontana contain a notable presence of public ly supported assisted housing:

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24 • Census Tract 0030.00 – Located in the central part of Fontana, this tract contains Low- Income Housing Tax Credit (LIHTC) properties and a high concentration of HCV participants.
• Census Tract 0028.04 – Located adjacent to tract 30.00 in central Fontana, this tract includes a Project-Based Section 8 and LIHTC development. • Census Tract 0033.01 – Located further south, this tract has multiple publicly supported housing developments.

These Census tracts illustrate that publicly supported housing is generally clustered in areas with existing racial/ethnic concentration, reinforcing patterns of segregation rather than fostering broader geographic integration across Fontana.

Map 11 - Publicly Supported Housing and Race/Ethnicity
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25 Describe how the demographics of publicly supported housing compare to the demographics of areas where the housing is located.

Table 7 reports the racial/ethnic composition of different types of publicly supported housing, as well as the overall racial/ethnic composition of Fontana and the region, by income category. The table shows that the demographics of publicly supported housing in Fontana and region differ from the demographics of the areas where the housing is located.

Specifically, the data indicates the following:
• The share of Black households in the Housing Choice Voucher (HCV) Program is significantly higher than the share of Black households in Fontana overall, as well as the share of income- eligible Black households in Fontana. This pattern is also DRAFT
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26 observed in the region, where Black households are disproportionately represented in publicly supported housing relative to their overall population. • The share of Hispanic households in Project-Based Section 8 housing is higher than their share in Fontana overall. In the region, Hispanic households als o make up a significant portion of those in publicly supported housing, aligning with the racial/ethnic composition of the neighborhoods where these housing developments are located.
• The share of White households in publicly supported housing, particularly in the HCV Program, is lower than their share in Fontana overall, as well as their share among income- eligible households. This trend is reflected at the regional level, where White households are underrepresented in publicly supported housing relative to their presence in the population.
• The share of AAPI households in publicly supported housing, particularly in the HCV Program, is lower than their share in Fontana overall. This underrepresentation is also seen in the region, where AAPI households comprise a smaller portion of those in publicly supported housing compared to their overall presence in the region.

These patterns suggest that publicly supported housing in Fontana and region tends to be occupied by racial/ethnic groups that already have a higher concentration in the surrounding neighborhoods.

Table 7 - Publicly Supported Households by Race/Ethnicity

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27 Describe the public or private policies or practices, demographic shifts, economic trends, or other factors that may have caused or contributed to the patterns described above (including siting decisions of private or publicly supported housing or the location of residents using Housing Choice Vouchers).

Like many cities in the region, patterns of racial/ethnic segregation and disparities in publicly supported housing can be traced to historical policies, economic trends, and demographic shifts. The persistence of these trends is influenced by several key factors:

• Historical Land Use and Zoning Regulations: Zoning policies have historically limited the development of multifamily and affordable housing in certain areas, reinforcing segregation patterns. While some zoning restrictions have been revised to accommodate higher -density development, the legacy of exclusionary zoning remains visible in the spatial distribution of racial/ethnic groups and publicly supported housing.
• Siting Decisions for Publicly Supported Housing: The placement of publicly supported housing developments, such as Project-Based Section 8 and Low-Income Housing Tax Credit properties, has concentrated lower -income and minority households in specific areas. These developments are often located in neighborhoods that have historically had higher shares of non- White residents, reinforcing patterns of racial and economic segregation. • Economic Barriers to Housing Choice: The high cost of homeownership and rental housing remains a significant barrier for low -income households seeking to live in higher-opportunity areas. Rising housing costs, driven by demand, land values, and construction expenses, have constrained mobility for low -income households, leading to the concentration of Housing Choice Voucher (HCV) holders in areas with lower housing costs.
• Demographic Shifts and Migration Patt erns: Over the past several decades, the region has experienced significant population growth, with Hispanic and Asian households comprising a larger share of new residents. As White households have moved to newer, more suburban developments, minority populations have become more concentrated in central and older neighborhoods where affordable housing options are more prevalent.
• Private Market and Lending Practices: Historic and ongoing disparities in mortgage lending and credit access have limited homeownership opportunities for minority households. While fair housing laws have reduced overt discrimination, disparities in credit availability, income levels, and wealth accumulation continue to influence housing outcomes, affecting where households can afford to live. • Transportation and Employment Centers: The distribution of housing affordability aligns with the location of major employment centers and transit access. Lower-cost housing and publicly supported housing developments are often situated near industrial or commercial employment hubs, reinforcing economic segregation.

These factors collectively shape the housing patterns observed in Fontana and region, reinforcing longstanding disparities in access to housing opportunities and economic mobility.

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28 C. Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs) Identify any R/ECAPs or groupings of R/ECAP tracts within Fontana and region.

HUD defines racially or ethnically concentrated areas of poverty (R/ECAPs) as Census Tracts that meet both of the following criteria:

• A non-White population of 50% or more, and
• A poverty rate that exceeds 40% or a poverty rate that is three or more times the average tract poverty rate for the metropolitan area, whichever threshold is lower.

As shown on Map 2, above, Fontana contains one R/ECAP Census Tract in the central part of the city. This tract is predominantly Hispanic and has a high concentration of foreign- born residents of Mexican origin, and Spanish-speaking LEP individuals.

In the region, there are various R/ECAPs, which are concentrated in the following areas:
• Western Urban Core: This area contains a mix of high-density rental housing, older single-family homes, and publicly supported housing. The population is predominantly Hispanic, and economic hardship is widespread. • South-Central Corridor: This corridor runs through multiple cities and has a high proportion of non -White residents living in poverty. The area includes major transportation routes, older industrial zones, and large multi -family housing developments.
• Eastern Edge of the Region: This area includes agricultural and semi -rural communities with significant Hispanic populations and limited economic opportunities. Poverty rates here are among the highest in the region, and the availability of affordable housing is a major challenge.

Describe and identify the predominant protected classes residing in R/ECAPs in Fontana and region, and describe how the demographics of the R/ECAPs compare with the demographics of Fontana and region.

Table 8 – R/ECAP Demographics shows the demographic composition of R/ECAPs in Fontana and the region. The predominant protected classes residing in R/ECAPs within Fontana and the greater region are Hispanic residents, families with children, and individuals of Mexican national origin. In Fontana, Hispanic residents make up 85.55% of the total population in R/ECAPs, significantly higher than their 68.49% share of Fontana’s overall population. Similarly, in the region, Hispanic residents account for 63.30% of the R/ECAP population, compared to their 51.46% share of the total regional population.

Black, non-Hispanic residents are also overrepresented in R/ECAPs compared to their share of the overall population. In Fontana, Black residents constitute 8.33% of the R/ECAP population, slightly higher than their 7.99% share of Fontana’s total population. In the region, Black residents make up 12.02% of the R/ECAP population, almost double their

6.84% representation in the total regional population.

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29 Families with children are another predominant group in R/ECAPs. In Fontana , 76.56% of families in R/ECAPs have children, significantly higher than the 44.89% of families with children in Fontana overall. Similarly, in the region, 61.94% of families in R/ECAPs have children, compared to 33.55% of families with children in the broader region.

Regarding national origin, individuals of Mexican origin are the most prevalent group in R/ECAPs. In Fontana, 34.74% of the R/ECAP population is of Mexican origin, compared to

16.99% of Fontana’s total population. In the region, 20.18% of the R/ECAP population is of Mexican origin, compared to 12.08% of the total regional population. Other groups present in R/ECAPs include individuals from Central America, the Philippines, and Vietnam, though they constitute smaller shares of the population.

Overall, R/ECAPs in both Fontana and the region have disproportionately high concentrations of Hispanic residents, families with children, and individuals of Mexican origin compared to their respective broader populations. These patterns suggest that racial/ethnic segregation and economic disparities persist, particularly among Hispanic and Black residents and households with children.

Table 8 – R/ECAP Demographics

Describe how R/ECAPs have changed over time in Fontana and region (since 1990).

As shown on Maps 8-10 (Race/Ethnicity Trends 1990, 200, and 2010), there were no R/ECAPs in Fontana between 1990-2010.

Fontana City CouncilMarch 25, 2025

Fontana City Council
March 25, 2025