Agenda packet — Ontario City Council, September 20, 2022 (part 1 of 5)

CITY OF ONTARIO
Regular City Council/Housing Authority
Meeting
SEPTEMBER 20, 2022
City Hall
303 East B Street, Ontario, CA 91764

MAYOR PAUL S. LEON • MAYOR PRO TEM ALAN D. WAPNER
COUNCIL MEMBERS JIM W. BOWMAN, DEBRA DORST-PORADA AND RUBEN VALENCIA CITY CLERK SHEILA MAUTZ • TREASURER JAMES R. MILHISER
CITY MANAGER SCOTT OCHOA • CITY ATTORNEY RUBEN DURAN

WELCOME TO A MEETING OF THE ONTARIO CITY COUNCIL

All documents for public review are on ﬁle with the Records Management/City Clerk's Department located at 303 East B Street, Ontario, CA 91764.

Anyone wishing to speak in person during public comment or on a particular item will be required to ﬁll out a blue slip. Blue slips must be turned in prior to public comment beginning or before an agenda item is taken up. The Clerk will not accept blue slips after that time. To comment by email, submit your comments no later than 4:00 p.m. on the day of the meeting by emailing your name, agenda item you are commenting on and your comments to
[email protected].

All
comments received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter and will be entered into the record.

Comments will be limited to 3 minutes. Speakers will be alerted when they have 1 minute remaining and when their time is up. Speakers are then to return to their seats and no further comments will be permitted.

In accordance with State Law, remarks during public comment are to be limited to subjects within Council's jurisdiction. Remarks on other agenda items will be limited to those items.

Remarks from those seated or standing in the back of the chamber will not permitted. All those wishing to speak including Council and Staff need to be recognized by the Chair before speaking.

ACCOMODATIONS

If you need special assistance or accommodations to participate in this meeting, please contact CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 1 the City Clerk's oﬃce at 909-395-2009. Notiﬁcation of 48 hours prior to the meeting will help the City make reasonable arrangements. Equipment for the hearing impaired is available in the Records Management Office.

ORDER OF BUSINESS

The regular City Council and Housing Authority meeting begins with Public Comment at 6:30 p.m. immediately followed by the Regular Meeting and Public Hearings. No agenda item will be introduced for consideration after 10:00 p.m. except by majority vote of the City Council.

CALL TO ORDER
(OPEN SESSION)

ROLL CALL
Wapner, Bowman, Dorst-Porada, Valencia, Mayor/Chairman Leon

PLEDGE OF ALLEGIANCE
Mayor pro Tem Wapner

INVOCATION
Elder Ernest Benion Jr., The Church of God
PUBLIC COMMENTS 6:30 P.M.

The Public Comment portion of the Council/Housing Authority meeting is limited to 30 minutes with each speaker given a maximum of 3 minutes. An opportunity for further Public Comment may be given at the end of the meeting. Under provisions of the Brown Act, Council is prohibited from taking action on oral requests.

To comment by email, submit your comments by email no later than 4:00 p.m. on the day of the meeting by emailing your name, agenda item you are commenting on and your comment to [email protected]
. All Comments received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter and entered into the record. As previously noted -- if you wish to address the Council, fill out one of the blue slips at the rear of the chambers and give it to the City Clerk.

AGENDA REVIEW/ANNOUNCEMENTS

The City Manager will go over all updated materials and correspondence received after the Agenda was distributed to ensure Council Members have received them. He will also make any necessary recommendations regarding Agenda modiﬁcations or announcements regarding Agenda items to be considered.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 2

1. APPROVAL OF MINUTES

ATTACHMENT:

20220816 (Not Official Until Approved).pdf

2. BILLS & PAYROLL

3. A RESOLUTION APPROVING A SUBDIVISION IMPROVEMENT AGREEMENT, IMPROVEMENT SECURITY, AND FINAL TRACT MAP NO. 20399, LOCATED AT THE SOUTHEAST CORNER OF

ARCHIBALD AVENUE AND ONTARIO RANCH ROAD

ATTACHMENT:

Tract Map 20399^01 EXH A

ATTACHMENT:

Tract Map 20399^02 RESO^RM

4. A RESOLUTION ADOPTING THE MEASURE I FIVE-YEAR CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2023-24 TO 2027-28

CONSENT CALENDAR

All matters listed under CONSENT CALENDAR will be enacted by one motion in the form listed below – there will be no separate discussion on these items prior to the time Council votes on them, unless a member of the Council requests a specific item be removed from the Consent Calendar for a separate vote.

Each member of the public wishing to address the City Council on items listed on the Consent Calendar will be given a total of 3 minutes.

Minutes for the regular meetings of the City Council and Housing Authority of August 16, 2022, and approving same as on file in the Records Management Department.

Bills August 20, 2022 through September 2, 2022, and Payroll August 14, 2022 through August 27, 2022 when audited by the Finance Committee.

That the City Council adopt a Resolution approving a Subdivision Improvement Agreement, Improvement Security, and Final Tract Map No. 20399, located at the southeast corner of Archibald Avenue and Ontario Ranch Road, within the Grand Park Specific Plan.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA,

APPROVING A SUBDIVISION IMPROVEMENT AGREEMENT, IMPROVEMENT SECURITY, AND FINAL TRACT MAP NO. 20399, LOCATED AT THE SOUTHEAST CORNER OF ARCHIBALD AVENUE AND ONTARIO RANCH ROAD.

That the City Council consider and adopt a Resolution approving the FY 2023-24 through FY 2027-28 Measure I Five-Year Capital Project Needs Analysis (CPNA) and authorize the City Manager to approve changes to the plan as may be required by the City and/or San Bernardino County Transportation Authority (SBCTA).

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 3

ATTACHMENT:

Capital Project Needs Analysis^01 EXH A

ATTACHMENT:

Measure I Five-Year Analysis^02 RESO^RM

5. CONTRACT AMENDMENT FOR A PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING DESIGN

SERVICES FOR VARIOUS TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) ACTIVE

TRANSPORTATION PROJECTS

6. A CONSTRUCTION CONTRACT, A PROFESSIONAL SERVICES AGREEMENT AND TWO AMENDMENTS FOR THE SAN ANTONIO TRANSMISSION WATER MAIN PHASE 2 PROJECT

ATTACHMENT:

San Antonio Water Transmission Main Phase II^01 EXH A

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA,

ADOPTING THE MEASURE I FIVE-YEAR CAPITAL PROJECT NEEDS ANALYSIS FOR FY2023-24 TO FY2027-28.

That the City Council approve and authorize the City Manager, or his designee, to execute an Amendment to the Professional Services Agreement (on ﬁle in the Records Management Department) with Parsons Transportation Group, Inc., of Ontario, California, to provide Engineering Design Services for various TCC active transportation projects in the amount of $165,500, for a revised not-to-exceed amount of $777,001.

That the City Council take the following actions:

A
.

Reject CP Construction Co. Inc.'s bid for the San Antonio Transmission Water Main Phase 2 Project for being nonresponsive.

B
.

Approve the plans and speciﬁcations and award Contract No. UT 1046 (on ﬁle in the Records Management Department) to James W. Fowler Co. of Dallas, Oregon, for the construction of the San Antonio Transmission Water Main Phase 2, in the amount of $7,995,255 plus a 10% contingency of $799,526, for a total not-to-exceed amount of $8,794,781, a term of 300 calendar days after issuance of notice to proceed and authorize the City Manager, or his designee to execute said contract and ﬁle a notice of completion at the conclusion of all construction activities related to the project.

C
.

Approve and authorize the City Manager, or his designee to execute a Professional Services Agreement (on ﬁle in the Records Management Department) with Petra Geosciences, of Costa Mesa, California, for a total not-to-exceed amount of $257,175 and a term of 300 calendar days after issuance of notice to proceed for geotechnical and material testing services.

D
.

Approve and authorize the City Manager, or his designee to execute Amendment No. 11 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Infrastructure Engineering Corporation (IEC), of Irvine, California, for a total not-to- exceed amount of $147,291 for construction engineering services and a term from September 20, 2022 to May 3, 2023.

E
.

Approve and authorize the City Manager, or his designee to execute Amendment No. 7 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Wallace and Associates Consulting, Inc., of Murrieta, California, for a total not-to- exceed amount of $214,872 for construction management services and a term from September 20, 2022 to September 30, 2023.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 4

7. TWO AMENDMENTS TO PROFESSIONAL SERVICES AGREEMENTS FOR LEGAL AND

TECHNICAL SERVICES PERTAINING TO WATER AND WASTEWATER MATTERS

8. PROFESSIONAL SERVICES AGREEMENTS FOR ON-CALL WATER AND SEWER ENGINEERING

SERVICES

9. AN ENTERPRISE LICENSE AGREEMENT WITH ESRI, INC.

10. A RESOLUTION AMENDING THE APPENDIX TO THE CITY OF ONTARIO CONFLICT OF

INTEREST CODE
That the City Council take the following actions:

A
.

Approve and authorize the City Manager or his designee to execute Amendment No. 5 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Nossaman LLP of Los Angeles, California, for a term of 2 years with a not-to-exceed amount of $2,500,000 for legal and technical services with respect to matters relating to sewer disposal, water supply, and water rights.

B
.

Approve and authorize the City Manager or his designee to execute Amendment No. 1 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Stoel Rives LLP of Sacramento, California, for a term of 2 years with a not-to-exceed amount of $365,000 for legal and ﬁnancial assessments services with respect to matters relating to sewer disposal, water supply, and water rights.

That the City Council take the following actions:

A
.

Approve and authorize the City Manager, or his designee to execute a Professional Services Agreement (on ﬁle in the Records Management Department) with Ardurra Group, Inc., of Tampa, Florida, for up to 5 years with a total not-to-exceed amount of $90,000 for on-call water and sewer engineering services.

B
.

Approve and authorize the City Manager, or his designee to execute a Professional Services Agreement (on ﬁle in the Records Management Department) with AKM Consulting Engineers, Inc., of Irvine, California, for up to 5 years with a total not-to- exceed amount of $90,000 for on-call water and sewer engineering services.

C
.

Approve and authorize the City Manager, or his designee to execute a Professional Services Agreement (on ﬁle in the Records Management Department) with Stantec Consulting Services, Inc., of Irvine, California, for up to 5 years with a total not-to-exceed amount of $90,000 for on-call water and sewer engineering services.

That the City Council authorize the City Manager to execute a three-year License Agreement (on-ﬁle with the Records Management Department) with ESRI, INC., of Redlands, California, for a Citywide Enterprise License Agreement for Geographic Information System (GIS) software, in an amount not to exceed $573,279.

That the City Council adopt a Resolution amending the Appendix to the Conﬂict of Interest Code to update position classification titles and filing requirements for City employees.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 5

ATTACHMENT:

2022 Conflict of Interest Code^02 EXH A

ATTACHMENT:

Amending Conflict of Interest Code RESO^RM

11. A PUBLIC HEARING TO RECEIVE TESTIMONY AND ADOPT THE CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR THE 2021-22 FISCAL YEAR

ATTACHMENT:

_DRAFT CAPER w attachments.pdf

ATTACHMENT:

02b - Executive Summary.pdf

12. A PUBLIC HEARING TO CONSIDER AN ORDINANCE APPROVING FILE NO. PZC19-001, A
ZONE CHANGE AT 1063 EAST ELMA STREET

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA,

APPROVING AND ADOPTING AN AMENDED APPENDIX OF THE CONFLICT OF INTEREST CODE PURSUANT TO THE POLITICAL REFORM ACT OF 1974.

PUBLIC HEARINGS

Pursuant to Government Code Section 65009, if you challenge the City’s zoning, planning or any other decision in court, 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 Council at, or prior to the public hearing. Aﬃdavits of posting compliance, for all items below, are on file with the Records Management Department.

That the City Council:

A
.

Hold a public hearing to receive testimony on the draft Consolidated Annual Performance and Evaluation Report (CAPER) for the 2021-22 Fiscal Year (on ﬁle in the Records Management Department);
B
.

Direct staﬀ to prepare and transmit to the U.S. Department of Housing and Urban Development (HUD) the ﬁnal CAPER, which will address all public comments received on the draft CAPER; and
C
.

Authorize the City Manager to execute any and all documents necessary and/or desirable to transmit the CAPER to HUD.

That the City Council introduce and waive further reading of an Ordinance approving File No.

PZC19-001, a Zone Change amending the zoning designation on 0.07-acres of land from MDR- 11 (Low-Medium Density Residential - 5.11 to 11.0 du/ac) to MDR-18 (Medium Density Residential - 11.1 to 18.0 du/ac), for property located at 1063 East Elma Street.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING FILE NO. PZC19-001, A ZONE CHANGE AMENDING THE ZONING DESIGNATION ON 0.07-ACRE OF LAND FROM MDR-11 (LOW-MEDIUM DENSITY RESIDENTIAL – 5.1 TO 11.0 DU/AC) TO MDR-18 (MEDIUM DENSITY RESIDENTIAL –

11.1 TO 18.0 DU/AC) TO ENABLE THE RESIDENTIAL DEVELOPMENT OF A 0.28-ACRE PROJECT SITE, AND MAKING FINDINGS IN SUPPORT THEREOF - APN: 1048-491-23.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 6

ATTACHMENT:

File No. PZC19-001^01 PC Backup

ATTACHMENT:

File No. PZC19-001 ^02 ORD^RM

13. A PUBLIC HEARING TO CONSIDER AN ORDINANCE FOR A PLANNED UNIT DEVELOPMENT (FILE NO. PUD20-001) TO ESTABLISH DEVELOPMENT STANDARDS, DESIGN GUIDELINES, AND INFRASTRUCTURE REQUIREMENTS FOR THE DEVELOPMENT OF 0.81-ACRE OF LAND LOCATED AT 549 WEST HOLT BOULEVARD

ATTACHMENT:

File No. PUD20-001^01 AR Exhibit A

ATTACHMENT:

File No. PUD20-001^02 AR Exhibit B

ATTACHMENT:

File No. PUD20-001^03 PC Backup

ATTACHMENT:

File No. PUD20-001^04 ORD^RM

ATTACHMENT:

File No. PUD20-001^05 ORD-PUD Attachment A
That the City Council introduce and waive further reading of an Ordinance approving a Planned Unit Development, File No. PUD20-001, establishing development standards, design guidelines, and infrastructure requirements to facilitate the development of a mixed-use project located at 549 West Holt Boulevard.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING FILE NO. PUD20-001, A PLANNED UNIT DEVELOPMENT (THE

ROOSEVELT TOWER PLANNED UNIT DEVELOPMENT) TO ESTABLISH DEVELOPMENT

STANDARDS, DESIGN GUIDELINES, AND INFRASTRUCTURE REQUIREMENTS FOR

0.81-ACRES OF LAND LOCATED AT 549 WEST HOLT BOULEVARD, WITHIN THE MU- 1/LUA-3 (DOWNTOWN MIXED-USE/HOLT BOULEVARD DISTRICT) ZONING DISTRICT - APN: 1049-021-09.

STAFF MATTERS

City Manager Ochoa

COUNCIL MATTERS

Mayor Leon
Mayor pro Tem Wapner
Council Member Bowman
Council Member Dorst-Porada
Council Member Valencia

ADJOURNMENT
CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 7

ONTARIO CITY COUNCIL/

ONTARIO HOUSING AUTHORITY

MINUTES
August 16, 2022
(Not Official Until Approved)

(Not Official Until Approved)

JOINT MEETINGS

The regular meetings of the Ontario City Council and Housing Authority were held on Tuesday, August 16, 2022 at Ontario City Hall, 303 E. B Street Ontario, California.

CALL TO ORDER

Mayor Leon called the joint meetings to order at 5:40 p.m.

ROLL CALL

PRESENT: Mayor/Chairman Paul S. Leon
Mayor pro Tem/Vice Chair: Alan D. Wapner
Council/Authority Members: Debra Dorst-Porada and Ruben Valencia

ABSENT: Council/Authority Members: Jim W. Bowman.

Also present were City Manager / Executive Director Scott Ochoa , City Attorney/Legal Counsel Ruben Duran, and City Clerk / Secretary Sheila Mautz.

CLOSED SESSION PUBLIC COMMENT

Mayor Leon inquired whether persons were present who wished to speak to the Closed Sessions items. Hearing no one, City Attorney Duran announced the matters for discussion as listed on the agenda, and the City Council recessed to Closed Session at 5:41 p.m. for discussion of the following:

• GC 54956.9 (d)(1), CONFERENCE WITH LEGAL COUNSEL, EXISTING LITIGATION: Jay Spicer v. City of Ontario, et al., Superior Court of California, County of San Bernardino, Case No. CIVDS1711812

• GC 54956.95, CONFERENCE WITH LEGAL COUNSEL:

San Bernardino Workers’ Compensation Appeals Board, EAMS Case No.

ADJ12109360

• GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property:

APN: 1010 -521-27; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: Best Market; Under negotiation: Price and terms of payment.

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• GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property:

APN: 1010 -521-26; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: Dan & Sara Clark Family Trust; Under negotiation: Price and terms of payment.

• GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property:

APN: 1048 -564-05; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: Y & A Investments, LLC.; Under negotiation: Price and terms of payment.

• GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property:

APN: 10 48-564-04; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: Y & A Investments, LLC.; Under negotiation: Price and terms of payment.

• GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property:

APN: 1049 -057-05; City/Authorit y negotiator: Scott Ochoa or his designee; Negotiating parties: Thee Aguila Inc.; Under negotiation: Price and terms of payment.

CALL TO ORDER – OPEN SESSION

Mayor Leon called the meetings to order at 6:30 p.m.

PLEDGE OF ALLEGIANCE

The Pledge of Allegiance was led by Council Member Dorst-Porada.

INVOCATION

The invocation was led by Pastor Benjamin Barlow, First Christian Church of Ontario.

REPORT ON CLOSED SESSION

City Attorney Duran stated there was no reportable action.

PUBLIC COMMENTS

There was one emailed comment:

Nayda Bahena Del Angel, a written introduction of herself as Assemblymember Freddie Rodriguez’s Field Representative.

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Mayor Leon called on the first speaker:

Natalie Carpenter , provided updates on upcoming events with the D’Andre Lampkin Foundation.

Randy Bekendam , spoke in opposition of warehouse construction and current truck routes.

Armando Rodriguez, provided updates on upcoming events with the Hispanic Chamber of Commerce.

Nadya Bahena Del Angel , introduced herself as Assemblymember Freddie Rodriguez’ s Field Representative.

Martha Aragon, spoke on her experience with threats.

Stephanie, expressed gratitude over signage on EV charging stations.

AGENDA REVIEW/ANNOUNCEMENTS

City Manager Ochoa made no announcements.

SPECIAL CEREMONIES

ROTARY 100 YEAR ANNIVERSARY

Mayor Leon presented a certificate of recognition to Dr. Aaron Miller with the Rotary Club.

COMMUNITY IMPROVEMENT PROPERTY RECOGNITION PROGRAM AWARDS

Community Development Executive Director Scott Murphy and t he City Council presented Community Improvement Property Recognition Awards to the selected recipients.

CONSENT CALENDAR

MOTION: Moved by Council Member Dorst -Porada, seconded by Mayor pro Tem Wapner and carried by unanimous vote 4-0, to approve the Consent Calendar as presented, with Council Member Bowman absent.

1. APPROVAL OF MINUTES

Minutes for the Regular Meetings of the City Counci l and Housing Authority of July 19, 2022, approving the same as on file in the Records Management Department.

2. BILLS & PAYROLL
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Bills from June 16, 2022 through July 29, 2022 in the amount of $14,447,432.68 and Payroll from July 3, 2022 through July 16, 2022 in the amount of $4,172,461.49, when audited by the Finance Department.

3. A LEASE AGREEMENT BETWEEN CALIFORNIA STATE UNIVERSITY SAN

BERNARDINO, INLAND EMPIRE CENTER FOR ENTREPRENEURSHIP AND

SMALL BUSINESS DEVELOPMENT CENTER AND THE CITY OF ONTARIO

The City Council approved a lease agreement between California State University San Bernardino, Inland Empire Center for Entrepreneurship and Small Business Development Center, and the City of Ontario for the use of the City -owned property located at 603 North Euclid Avenue for a one-year term with the option to extend for up to two additional one-year terms.

4. ACCEPT FEMA GRANT FUNDS AND AWARD CONTRACT TO UPDATE THE

LOCAL HAZARD MITIGATION PLAN AND THE EMERGENCY OPERATIONS PLAN

The City Council took the following actions:

A. Accepted FEMA grant funds in the award amount of $125,000 to be used specifically for consultant support on writing the emergency plans.

B. Authorized the City Manager or his designee to execute a contract with Atlas Planning Solutions through June 30, 2024, for a total not -to-exceed amount of $150,000 to update the City's Local Hazard Mitigation Plan and the Emergency Operations Plan.

5. AN AGREEMENT FOR PUBLIC SAFE TY SUPPORT SERVICES, COUNSELING

AND CRITICAL INCIDENT STRESS MANAGEMENT SERVICES

The City Council authorized the City Manager to execute up to a five- year Professional Services Agreement with The Counseling Team International, of San Bernardino, California, for public safety personnel support services, counseling, pre- employment psychological testing, and critical incident stress management. The total compensation shall not exceed $100,000 annually and the total not -to-exceed is $500,000 for the five-year Agreement.

6. A RESOLUTION APPROVING A DISPOSITI ON AND DEVELOPMENT

AGREEMENT BETWEEN THE CITY OF ONTARIO AND D STREET TOWNHOME

APARTMENTS, LLC, A CALIFORNIA LIMITED LIABILITY CORPORATION IN ACCORDANCE WITH GOVERNMENT CODE SECTION 37350 ET. SEQ.

The City Council (“City”) considered and:

A. Adopted the attached Resolution approving the Disposition and Development Agreement (“Agreement”) between the D Street Townhome Apartments, LLC, 11 Ontario City Council/Ontario Housing
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Page 5 of 13 ends

a California Limited Liability Corporation (“Developer”) (on file with the Records Management Department).

B. Authorized the City Manager/Executive Director or his designee to sign all documents necessary to implement the Agreement.

RESOLUTION NO. 2022 -126 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, APPROVING A DISPOSITION AND

DEVELOPMENT AGREEMENT BETWEEN THE CITY OF ONTARIO AND D

STREET TOWNHOME APARTMENTS, LLC, WITH RESPECT TO
APPROXIMATELY 0.737 ACRES OF LAND LOCATED AT 120 WEST D STREET AND 420 NORTH LAUREL AVENUE (APNS: 1048-354-12 AND 1048-354-13).

7. DESIGNATION OF VOTING DELEGATES FOR THE LEAGUE OF CALIFORNIA

CITIES ANNUAL BUSINESS MEETING

The City Council designated Council Member Debra Dorst -Porada as the City's voting delegate and Mayor Paul Leon as an alternate for the League of California Cities Annual Business Meeting scheduled for September 9, 2022.

8. AUTHORIZE THE PURCHASE OF A TYPE 1 AMBULANCE

The City Council authorized the purchase of one Medix Metro Express 153 Type 1 Ambulance from Republic EVS of Santa Fe Springs, California in an amount not to exceed $313,600.

9. ACCEPTANCE OF GRANT AWARD FROM THE U.S. DEPARTMENT OF

HOMELAND SECURITY AND THE CALIFORNIA OFFICE OF EMERGENCY SERVICES PROVIDED THROUGH THE FY 2021 URBAN AREA SECURITY

INITIATIVE (UASI) GRANT PROGRAM

The City Council authorized the City Manager to execute all documents necessary to accept a three- year sub-grant award in the amount of $600,000 from the U.S.

Department of Homeland Security and the California Oﬃce of Emergency Services provided through the FY 2021 UASI Grant Program.

10. A COST SHARING AGREEMENT WITH CHAFFEY JOINT UNION HIGH SCHOOL

DISTRICT FOR SCHOOL OFFICERS

The City Council approved and authorized the City Manager to execute a one- year Cost Sharing Agreement with the Chaﬀey Joint Union High School District for three school resource officers in the amount of $255,000.

11. MEASURE I FUNDING FOR THE ONTARIO SILVER S.T.A.R.S. PROGRAM

The City Council approved a funding Agreement for Measure I funds with Omnitrans for Fiscal Years 2022-23 and 2023-24 in the amount of $675,582.

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12. SUMMER 2022 LEGISLATIVE UPDATE

The City Council received and filed this report on State and Federal activities.

13. AN AMENDMENT TO THE MASTER AGREEMENT WITH ORACLE AMERICA,

INC FOR PEOPLESOFT LICENSING INCREASE AND ONE -YEAR ANNUAL

SUPPORT RENEWAL

The City Council authorized the City Manager to execute an Amendment to the existing Master Agreement with Oracle America, Inc. of Redwood Shores, California, to amend Peoplesoft incremental licensing fees (ILF) and renew ed the annual support with Oracle America, Inc through May 2023 for a total not -to-exceed of $273,097.

14. AWARD OF A CONSTRUCTION CONTRACT FOR THE CITY HALL FIRST

FLOOR OFFICE IMPROVEMENTS PROJECT

The City Council took the following actions:

A. Authorized the City Manager or his designee to execute Construction Contract No. D&C21-004 with New Millennium Construction Services, Inc., of Chino Hills, California, for the City Hall First Floor Oﬃce Improvements Project for the construction of three new enclosed offices in the contract amount of $116,000;
B. Authorized a 10% contingency of $11,600 to address any unforeseen issues that may arise during construction; and
C. Authorized the City Manager or his designee to execute all documents required for the completion o f the project including, but not limited to, contracts, agreements, assessments, easements, reduction of retention accounts, and filing a notice of completion at the conclusion of all construction related activities.

15. A DEVELOPMENT IMPACT FEE CREDIT AGREEMENT (FILE NO. PDIF21 -003) BETWEEN THE CITY OF ONTARIO AND KL LHB DSD AIV LLC., FOR FACILITY CONSTRUCTION ASSOCIATED WITH TRACT MAP 20399 (FILE NO. PMTT21 - 007), AT THE SOUTHEAST CORNER OF ARCHIBALD AVENUE AND ONTARIO

RANCH ROAD, WITHIN THE GRAND PARK SPECIFIC PLAN

The City Council approved the Development Impact Fee Credit Agreement (File No.

PDIF21-003) between the City of Ontario and KL LHB DSD AIV LLC, for facility construction associated with Tract Map 20399 (File No. PMTT21-007), located at the southeast corner of Archibald Avenue and Ontario Ranch Road within the Grand Park Specific Plan, and authorized the City Manager to execute the Agreement.

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16. AN AMENDMENT TO THE MAINTENANCE SERVICES AGREEMENT FOR

MAINTENANCE OF COMMERCIAL BIN CONTAINERS WITH CMAX
COMMERCIAL MAINTENANCE, INC.

The City Council authorize d the City Manager or his designee to execute Amendment No. 2 to the Maintenance Services Agreement with CMAX Commercial Maintenance, Inc. of Ontario, California, in the amount of $70,000, increasing the not-to-exceed amount to $165,000 and extending the term of the Agreement to June 30, 2023, for the maintenance of commercial bin containers.

17. AN AMENDMENT TO THE SUBSCRIPTION LICENSE AGREEMENT FOR

POLARIS INTEGRATED LIBRARY SYSTEM

The City Council approved and authorized the City Manager or designee to execute Amendment No. 1 with Innovative Interfaces Incorporated, of Emeryville, California.

This Amendment removes the cloud hosting and related fees and extends the term of the Agreement thr ough July 2026, for a revised total not -to-exceed amount of $223,234.

18. A RESOLUTION APPROVING AN IMPROVEMENT AGREEMENT,
IMPROVEMENT SECURITY AND FINAL TRACT MAP NO. 20157, LOCATED ON THE EAST SIDE OF MILL CREEK AVENUE, APPROXIMATELY 530 FEET

NORTH OF EUCALYPTUS AVENUE

The City Council adopt ed a Resolution approving an Improvement Agreement, Improvement Security and Final Tract Map No. 20157, located on the east side of Mill Creek Avenue, approximately 530 feet north of Eucalyptus Avenue, within the Esperanza Specific Plan.

RESOLUTION NO. 2022 -127 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, APPROVING AN IMPROVEMENT
AGREEMENT, IMPROVEMENT SECURITY AND FINAL TRACT MAP NO. 20157, LOCATED ON THE EAST SIDE OF MILL CREEK AVENUE, APPROXIMATELY 530 FEET NORTH OF EUCALYPTUS AVENUE.

19. AMERICORPS COMPETITIVE CONTINUATION GRANT FOR 2022-23

The City Council took the following actions:

A. Authorized the City Manager or designee to execute grant documents and accept a $375,999 AmeriCorps Competitive Continuation Grant for October 2022 through September 2023 to fund the Ontario Promise Corps Project.

B. Authorized the City Manager or designee to accept $5 6,001 of funding provided by the American Rescue Plan Act for the 2022- 23 AmeriCorps Competitive Continuation Grant.

C. Authorized the City to cash match an in-kind commitment of $390,374.

14 Ontario City Council/Ontario Housing
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20. A PROFESSIONAL SERVICES AGREEMENT FOR THE 2022 UPDATE TO

ONTARIO RANCH RESIDENTIAL WATER DEMAND FACTORS PROJECT

The City Council approved and authorized the City Manager or his designee to execute a Professional Services Agreement with A&N Technical Services, Inc. of Encinitas, California, for the 2022 Update to Ontario Ranch Residential Water Demand Factors project for a not-to-exceed amount of $114,475 and from a term of August 19, 2022 to April 28, 2023.

21. AMENDMENTS TO THE PROFESSIONAL SERVICES AGREEMENTS FOR

PRINTING SERVICES AND GRAPHIC DESIGN SERVICES RELATED TO THE

ONTARIO LIVING MAGAZINE

The City Council took the following actions:

A. Approved and authorized the City Manager or designee to execute an Amendment with Eclipse Printing & Graphics LLC, DBA James Litho, of Ontario, California, in the amount of $122,441.

B. Approved and authorized the City Manager or designee to execute an Amendment with Public Advertising Agency Inc., of Murrieta, California, in the amount of $30,006.

22. PURCHASE OF WATER SYSTEM MATERIALS

The City Council approved and authorized the purchase of miscellaneous waterworks materials in the amount of $265,000 with United Water Works Inc. of Santa Ana, California; and $265,000 with Western Water Works Supply Co., of Chino Hills, California, for a total aggregate not-to-exceed amount for $530,000, at the set pricing levels per Bid No. 1537.

23. PROFESSIONAL DESIGN SERVICES AGREEMENT FOR WELL NO. 53

The City Council approved and authorized the City Manager or his designee to execute a Professional Design Services Agreement with Albert A. Webb Associates Inc., of Riverside, California, for Well No. 53 in the not-to-exceed amount of $566,006 and from a term of August 16, 2022 to August 16, 2025.

24. AUTHORIZE THE PURCHASE OF FLEET VEHICLES

The City Council took the following actions:

A. Authorized the cooperative purchase and delivery of five Ford Escape vehicles in the amount of $153,500, one for th e Facilities Maintenance Department, one for the Community Improvement Department, one for the Engineering Department, one for the Police Department, and one for the Utilities Department, and three Chevrolet Police Tahoe’s in the amount of $140,227 for the Police Department from National Auto Fleet Group of Watsonville, California, consistent with the terms and conditions of the Sourcewell Cooperative Contract No. 091521-NAF;
15 Ontario City Council/Ontario Housing
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B. Authorized the cooperative purchase and delivery of one Freightliner Hydro Excavator truck in the amount of $676,611 for the Utilities Department from GapVax of Johnstown, Pennsylvania, consistent with the terms and conditions of the Sourcewell Cooperative Contract No. 101221-GPV; C. Authorized the cooperative purchase and delivery of six CNG Autocar Refuse Front Loading trucks in the amount of $2,355,960, five CNG Autocar Refuse Automated Side Loading trucks in the amount of $1,935,000, and one CNG Roll Oﬀ Refuse truck in the amount of $315,650 for the Integrated Waste Department from Velocity Truck Centers of Whittier, California, consistent with the terms and conditions of the Sourcewell Cooperative Contract No. 060920- ATC; and
D. Authorized the cooperative purchase and delivery of two CNG Freightliner Dump trucks in the amount of $472,894 for the Parks and Maintenance Department, one Ford F650 Stakebed truck in the amount of $166,184 for the Integrated Waste Department, and one Ford F450 Ser vice Body truck in the amount of $153,908 for the Utilities Department from PB Loader Corporation of Fresno, California, consistent with the terms and conditions of the Sourcewell Cooperative Contract No. 080521-PBL.

25. A PROFESSIONAL SERVICES AGREEMENT FOR CONSULTING SERVICES,

APPLICATION DEVELOPMENT AND DATABASE ADMINISTRATION

The City Council authorized the City Manager to execute a three- year Professional Services Agreement with ICS Software, LLC, of Claremont, California, for information technology consulting ser vices, in an amount not to exceed $150,000 annually, for a total not to exceed $450,000.

26. AN AMENDMENT TO THE ONTARIO STATION COOPERATIVE AGREEMENT NO. 93-062 WITH THE SAN BERNARDINO COUNTY TRANSPORTATION

AUTHORITY

The City Council approved and authorized the City Manager, or his designee, to execute Amendment No. 1 to the Cooperative Agreement with the San Bernardino County Transportation Authority (SBCTA) to further clarify the roles and responsibilities of SBCTA and the City of Ontario with regard to th e management and insurance of the jointly owned property at the Ontario Metrolink Station.

27. A REIMBURSEMENT AGREEMENT FOR PUBLIC IMPROVEMENTS BETWEEN THE CITY OF ONTARIO AND TIPPING DEVELOPMENT, INC.

The City Council adopt ed a Resolution approving a Reimbursement Agreement ("Agreement") between the C ity of Ontario ("City") and Tipping Development, Inc. ("Developer"), and authorized the City Manager to execute the Agreement and all other documents required for implementation of the Agreement.

RESOLUTION NO. 2022 -128 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, APPROVING A REIMBURSMENT
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AGREEMENT BETWEEN THE CITY OF ONTARIO AND TIPPING DEVELOPMENT INC., FOR COSTS ASSOCIATED WITH THE CONSTRUCTION OF CERTAIN PUBLIC IMPROVEMENTS.

PUBLIC HEARINGS

28. A PUBLIC HEARING TO CONSIDER CITY COUNCIL CERTIFICATION OF A

SUPPLEMENTAL ENVIRONMENTAL IMPACT REPORT, INCLUDING THE

ADOPTION OF A MITIGATION MONITORING AND REPORTING PROGRAM AND A STATEMENT OF OVERRIDING CONSIDERATIONS; APPROVAL OF THE ONTARIO PLAN 2050 UPDATE GENERAL PLAN AMENDMENT; AND AN

UPDATE TO THE COMMUNITY CLIMATE ACTION PLAN

The City Council considered and:

A. Adopted a Resolution certifying the Supplemental Environmental Impact Report ("SEIR") (State Clearinghouse No. 2021070364), including the adoption of a Mitigation Monitoring and Reporting Program and a Statement of Overriding Considerations; and
B. Adopted Resolutions approving The Ontario Plan ("TOP") 2050 update General Plan Amendment (File No. PGPA20-002) to the Vision, Governance Manual, and Policy Plan components of TOP; and
C. Adopted a Resolution approving the update to the Community Climate Action Plan ("CCAP") (File No. PADV22-002).

RESOLUTION NO. 2022 -129 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, CERTIFYING THE PROGRAM

SUPPLEMENTAL ENVIRONMENTAL IMPACT REPORT (STATE
CLEARINGHOUSE NO. 2021070364) FOR THE ONTARIO PLAN 2050 TECHNICAL UPDATE FOR FILE NO. PGPA20 -002 PART A AND ADOPT

ENVIRONMENTAL FINDINGS PURSUANT TO THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT, A STATEMENT OF OVERRIDING

CONSIDERATIONS AND A MITIGATION MONITORING AND REPORTING PROGRAM.

RESOLUTION NO. 2022 -130 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVE THE ONTARIO PLAN ("TOP")

GOVERNANCE MANUAL, A POLICY COMPONENT OF THE ONTARIO PLAN

SUPPORTING A BUSINESS PLAN APPROACH TO GOVERNANCE AND
APPROVING TOP VISION. RELATED FILE NO. PGPA20-002 - PART B.

RESOLUTION NO. 2022 -131 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, TO APPROVE AN AMENDMENT TO THE ONTARIO POLICY PLAN (GENERAL PLAN), FILE NO. PGPA20-002.

RESOLUTION NO. 2022 -132 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, APPROVING AN UPDATE TO THE

COMMUNITY CLIMATE ACTION PLAN, AN IMPLEMENTATION COMPONENT OF 17 Ontario City Council/Ontario Housing
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THE ONTARIO PLAN SUPPORTING THE SUPPLEMENTAL ENVIRONMENTAL IMPACT REPORT (SCH 2021070364) FOR FILE NO. PADV22-002.

Notice of public hearing was duly given and affidavits of compliance are on file in the Records Management Department. There were no written communications.

Mayor Leon opened the public hearing. Community Development Executive Director Murphy provided background on the matter.

Public Comments:

Janet Bernabe, spoke in opposition of the item.

Gabriella Mendez, spoke in opposition of the item.

Randy Bekendam, spoke in opposition of the item.

Ana Gonzalez, spoke in opposition of the item.

Renae Rock, spoke in opposition of the item.

Craig Cristina, spoke in support of the item.

Maria Galvan, spoke in opposition of the item.

Chris Robles, spoke in opposition of the item.

David Bartlett, spoke in support of the item.

Natalie Carpenter, spoke in support of the item.

Hearing no other speakers, Mayor Leon closed the public hearing and opened the item for Council discussion. After discussion Council agreed to move the item forward.

MOTION: Moved by Council Member Dorst -Porada, seconded by Mayor pro Tem Wapner and carried by unanimous vote 4-0, with Council Member Bowman absent , to adopt Resolution Nos. 2022-129, 2022-130, 2022-131, and 2022-132.

29. A PUBLIC HEARING TO CONSIDER ADOPTION OF A RESOLUTION TO

UPDATE AND MODIFY DEVELOPMENT IMPACT FEES

The City Council consider ed and adopted a Resolution to update and modify the City’s Development Impact Fees (DIF).

RESOLUTION NO. 2022 -133 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, UPDATING AND MODIFYING DEVELOPMENT IMPACT FEES.

Notice of public hearing was duly given and affidavits of compliance are on file in the Records Management Department. There were no written communications.

Mayor Leon opened the public hearing. Hearing no speakers, he closed the public hearing and opened the item for Council discussion.

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MOTION: Moved by Council Member Dorst -Porada, seconded by Mayor pro Tem Wapner and carried by unanimous vote 4-0, with Council Member Bowman absent, to adopt Resolution No. 2022-133.

ADMINISTRATIVE REPORTS/DISCUSSION/ACTION

30. A RESOLUTION AUTHORIZING THE ISSUANCE OF CITY OF ONTARIO COMMUNITY FACILITIES DISTRICT NO. 57 (NEUHOUSE) SPECIAL TAX BONDS, SERIES 2022, IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $13 MILLION AND RELATED MATTERS

The City Council consider ed and adopted a Resolution authorizing the issuance of City of Ontario Community Facilities District No. 57 (Neuhouse) Special Tax Bonds, Series 2022.

A. Authorized the issuance of special tax bonds for public improvements required to facilitate the development of the Neuhouse project and the Ontario Ranch development;
B. Approved the forms of the Indenture, the Bond Purchase Agreement, the Continuing Disclosure Agreement, and the Preliminary Official Statement; C. Authorized a negotiated sale of the special tax bonds to Stifel, Nicolaus & Company, Incorporated in accordance with the terms of the Bond Purchase Agreement; and
D. Authorized the execution of the Indenture, the Bond Purchase Agreement, the Continuing Disclosure Agreement, a deemed final certification in connection with the Preliminary Oﬃcial Statement, a final Oﬃcial Statement and other documents in connection with the issuance of the bonds by the City Manager or the other specified authorized officers.

RESOLUTION NO. 2022 -134 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, AUTHORIZING THE ISSUANCE OF CITY OF ONTARIO COMMUNITY FACILITIES DISTRICT NO. 57 (WEST HAVEN) SPECIAL TAX BONDS, SERIES 2022, IN AN AGGREGATE PRINCIPAL AMOUNT OF NOT TO EXCEED $13,000,000.00, AUTHORIZING THE EXECUTION AND DELIVERY

OF AN INDENTURE, A BOND PURCHASE AGREEMENT, AND A CONTINUING

DISCLOSURE AGREEMENT, AUTHORIZING THE DISTRIB UTION OF AN

OFFICIAL STATEMENT IN CONNECTION THEREWITH AND AUTHORIZING THE

EXECUTION OF NECESSARY DOCUMENTS AND CERTIFICATES AND
RELATED ACTIONS.

There were no written communications to the item. Mayor Leon inquired if anyone was interested in speaking to the item, hearing no speakers, he opened the item for Council discussion.

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MOTION: Moved by Council Member Dorst -Porada, seconded by Mayor pro Tem Wapner and carried by unanimous vote 4-0, with Council Member Bowman absent, to adopt Resolution No. 2022-134.

STAFF MATTERS

An announcement regarding upcoming Community Engagement meetings for Districting maps was made in English and Spanish.

COUNCIL MATTERS

Council Member Dorst-Porada made no comments.

Mayor pro Tem Wapner made no comments.

Council Member Valencia announced upcoming events with the City.

Mayor Leon announced the Summer Concert in the Park.

ADJOURNMENT

Mayor Leon adjourned the meetings of the Joint Agencies at 8:26 p.m. and announced the next regular meeting to be held on Tuesday, September 6, 2022.

Respectfully submitted,

____________________________________

SHEILA MAUTZ, CITY CLERK/SECRETARY

APPROVED:

______________________________________________
PAUL S. LEON, MAYOR/CHAIRMAN
20 Department: Engineering
Prepared By: Jeffrey Tang
Staff Member Presenting:

Scott Murphy, Executive Director Community
Development
Reviewed By: Raymond Lee, Khoi Do
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 3
SUBJECT:

A RESOLUTION APPROVING A SUBDIVISION IMPROVEMENT AGREEMENT, IMPROVEMENT SECURITY, AND FINAL TRACT MAP NO. 20399, LOCATED AT THE

SOUTHEAST CORNER OF ARCHIBALD AVENUE AND ONTARIO RANCH ROAD

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Invest in the Growth and Evolution of the City's Economy Focus Resources in Ontario's Commercial and Residential Neighborhoods Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
Ensure the Development of a Well Planned, Balanced, and Self-Sustaining Community in Ontario Ranch
FISCAL IMPACT:

There is not a direct ﬁscal impact associated with this action. All public infrastructure improvements required for this subdivision will be constructed by the Developer at its sole cost.

BACKGROUND & ANALYSIS:

Final Tract Map No. 20399, consisting of
30 numbered lots and
32 lettered lots on approximately 25 acres of land, as shown on Exhibit A, has been submitted by the Developer, KL LHB DSD AIV LLC, a Delaware Limited Liability Company. The Tentative Parcel Map was approved by the Planning Commission on August 24, 2021.

Improvements will include streets, storm drain, domestic water, recycled water, sewer, ﬁber optic conduit, street lights, neighborhood edge and parkway landscaping with irrigation. All landscape improvements will be consistent with current City approved drought measures.

The Developer has entered into a Subdivision Improvement Agreement with the City for Final Tract Map No. 20399 and has posted adequate security to ensure construction of the required 21 improvements. This map meets all conditions of the Subdivision Map Act and the Ontario Municipal Code and has been reviewed and approved by the City Engineer. 22 ARCHIBALD AVENUE (PUBLIC)LOT 1

ONTARIO RANCH ROAD (PUBLIC)
BROADWAY AVENUE (PUBLIC)GRAND PARK STREET (PUBLIC)LOT 2LOT 3LOT LOT LOT LOT LOT LOT 9LOT 10LOT 11LOT 12LOT 13 LOTLOT 17LOT 18LOT 21LOT 24LOT 22LOT 23LOT 25LOT 26LOT 27LOT 28LOT 29LOT 30

LOT ALOT B
LOT DD
LOT 19LOT 20

LOT KLOT JLOT ILOT HLOT GLOT HHLOT FLOT E
LOT AALOT AALOT DLOT CLOT GGLOTLOT VLOTLOT ULOT TLOT SLOT RLOT BBLOT QLOT PLOT OLOT NLOT MLOT X 4 5 6 7 8

LOT LLOT WLOT BB
LOT BB
LOT CCLOT EELOT FF14 1516
980 MONTECITO DRIVECORONA, CA 92879(951)817-3500
SCALE 1"=300'PROJECT ID: TM 20399DATE: AUGUST 2022
EXHIBIT AEXHIBIT ATRACT 2039930 NUMBERED LOTS& 32 LETTERED LOTSSUBDIVISIONONTARIO FREEWAYRIVERSIDE COUNTY

FREEWAY

SAN BERNARDINO COUNTYRIVERSIDE COUNTYPROJECTLOCATION 23 RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING FINAL TRACT MAP NO. 20399 LOCATED AT

THE SOUTHEAST CORNER OF ARCHIBALD AVENUE AND ONTARIO
RANCH ROAD.

WHEREAS, Tentative Tract Map No. 20399 submitted for approval by Ronald and Kristine Pietersma Family Trust and Loyola Properties 1, LP was approved by the Planning Commission of the City of Ontario on August 24, 2021; and WHEREAS, Tentative Tract Map No. 20399 consists of 30 numbered lots and 32 lettered lots being a subdivision of Parcels 1, 2, 3, and 4 of Parcel Map 19787, recorded in Book 253 of Parcel Maps, Pages 83 through 88, inclusive, in the office of the County Recorder of San Bernardino County; and
WHEREAS, to meet the requirements established as prerequisite to final approval of Tract Map No. 20399, KL LHB DSD AIV LLC, a Delaware Limited Liability Company has offered the Subdivision Improvement Agreement together with good and sufficient improvement security, in conformance with the City Attorney’s approved format, for approval and execution by the City; and
WHEREAS, the requirement for the preparation of Covenants, Conditions and Restrictions (CC&R’s), approved by the City Attorney’s Office, to ensure the right to mutual ingress and egress and continued maintenance of common facilities by the commonly affected property owners has been deferred to a date that coincides with the recordation of the subject Tract Map.

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

SECTION 1. That said Subdivision Improvement Agreement be, and the same is, approved and the City Manager is authorized to execute same on behalf of said City, and the City Clerk is authorized to attest thereto; and SECTION 2. That said Improvement Security is accepted as good and sufficient, subject to approval as to form and content thereof by the City Attorney; and SECTION 3. That Final Tract Map No. 20399 be approved and that the City Clerk be authorized to execute the statement thereon on behalf of said City.

The City Clerk of the City of Ontario shall certify as to the adoption of this Resolution.
24 PASSED, APPROVED, AND ADOPTED this 20th day of September 2022. _____________________________________
PAUL S. LEON, MAYOR
ATTEST:
________________________________

SHEILA MAUTZ, CITY CLERK
APPROVED AS TO LEGAL FORM:
_______________________________

BEST, BEST & KREIGER, LLP

CITY ATTORNEY
25 STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO )

CITY OF ONTARIO )
I, SHEILA MAUTZ, City Clerk of the City of Ontario, DO HEREBY CERTIFY that foregoing Resolution No. 2022- was duly passed and adopted by the City Council of the City of Ontario at their regular meeting held September 20, 2022 by the following roll call vote, to wit:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
The foregoing is the original of Resolution No. 2022- duly passed and adopted by the Ontario City Council at their regular meeting held September 20, 2022. _____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
26 Department: Engineering
Prepared By: Jaime Maciel-Carrera
Staff Member Presenting:

Scott Murphy, Executive Director Community
Development
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 4
SUBJECT:

A RESOLUTION ADOPTING THE MEASURE I FIVE-YEAR CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2023-24 TO 2027-28

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council consider and adopt a Resolution approving the FY 2023- 24 through FY 2027-28 Measure I Five-Year Capital Project Needs Analysis (CPNA) and authorize the City Manager to approve changes to the plan as may be required by the City and/or San Bernardino County Transportation Authority (SBCTA).

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Invest in the Growth and Evolution of the City's Economy Pursue City's Goals and Objectives by Working with Other Governmental Agencies Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The CPNA is a tool to assist the SBCTA Board of Directors and Staﬀ in programming available and projected Measure I Fund revenues. The CPNA is not a budget commitment. The individual projects listed in the CPNA are either currently identiﬁed in the City of Ontario Capital Improvement Program Budget (CIP) or will be identiﬁed in the CIP at the time that the local fund share is needed and approved by the City Council.

BACKGROUND & ANALYSIS:

San Bernardino County voters approved passage of the 2010 through 2040, thirty-year Measure I program in November 2004, authorizing San Bernardino Associated Governments, now SBCTA, to impose a one-half percent sales tax on retail transactions and use tax in the incorporated and unincorporated territories of the County of San Bernardino. Revenue from the tax can only be used for transportation improvements and traﬃc management programs authorized in the 2010-2040 Measure I Expenditure Plan set forth in Ordinance No. 04-1 of the Authority. The Expenditure Plan for the San Bernardino Valley Subarea, of which Ontario is a part, requires that Measure I revenue be applied to the following programs:
27 Freeways
Freeway Interchanges
Major Streets
Local Streets (per capita pass through)
Metrolink/Passenger Rail
Senior/Disabled Transit Service
Express Bus/Bus Rapid Transit Service
Traffic Management Systems
29%
11%
20%
20%
8%
8%
2%
2%

The 2010-2040 Measure I Strategic Plan requires each local jurisdiction applying for revenue from the Measure I Major Street Arterial sub-program and Valley Freeway Interchange program to annually adopt and update a Five-Year CPNA. The Five-Year CPNA is not a funding commitment by either SBCTA or the City, but a tool to assist SBCTA staﬀ and their Board of Directors in programming available Measure I Fund revenues. The CPNA is not a wish list but a ﬁnancially constrained, realistic schedule of the projects for which the agency intends to use Measure I dollars. "Financially constrained" means that the required local Development Impact Fee (DIF) match contribution will be available before the project begins or the DIF match requirement has been met by an internal Measure I loan arranged with SBCTA in accordance with the Measure I Strategic Plan.

The Five-Year CPNA covers projects in the Measure I Major Street Arterial sub-program and Valley Freeway Interchange program. This year's Five-Year CPNA includes the following projects: Grove Avenue/Holt Boulevard intersection widening; Mountain Avenue/Holt Boulevard intersection widening; and Etiwanda Avenue/Airport Drive intersection improvements. Also included is one (1) project that will be constructed as part of SBCTA's I-10 Express Lane Project - the Fourth Street bridge undercrossing improvement. Grade separation projects are not included in the CPNA as they are accounted for in separate agreements.

The CPNA process requires that the City Council approve the CPNA by Resolution. City staﬀ anticipates that there may need to be changes to the CPNA during the ﬁscal year. Therefore, Staﬀ is recommending that the City Manager be given the authority to approve changes to the CPNA as requested by SBCTA and/or City Staﬀ, provided the changes do not conﬂict with the approved budget.
28 1
4 3
2 6
5 Five-Year Capital Project Needs Analysis
2023/2024 - 2027/2028
Project Description
1 Widen Grove Ave. from Fourth St. to Airport Dr. from 4 to 6 lanes. 2 Widen Holt Blvd. from 750 ft. west of to 750 ft. east of Grove Ave.from 4 to 6 lanes. 3 Widen Mountain Ave. between Brooks St. and Vesta St. from 4 to 6 lanes. 4 Widen Holt Blvd. from 750 ft. west of to 750 Ft. east of Mountain Ave. from 4 to 6 lanes. 5 Fourth Street Bridge Undercrossing Improvement.
6 Etiwanda Avenue and Airport Drive Intersection Improvements.

Exhibit A
µ
0 1 20.5
Miles
August 24, 2022
By: Johnson Hua
S:\Engineering\TRAFFIC & TRANSPORTATION\TRAFFIC OPERATIONS\ Maps\Five-Year Capital Project Needs Analysis Grove 2023/2024 - 2027/2028.pdf 29 Nexus Project Cost 32,200,000$
Dev. Loan? No
5-Year Advance? No
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $60,312.00
Fund Type: MSI Arterial $ 5,589.00 $ - $ - $ - $ - $ - $ - DEMO $ 50,260.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 4,463.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $296,270.00
Fund Type: MSI Arterial $ 164,726.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 131,544.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $250,000.00
Fund Type: MSI Arterial $ 86,875.00 $ 52,125.00 $ - $ - $ - $ - $ - DEV FEE $ 69,375.00 $ 41,625.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $1,750,000.00
Fund Type: MSI Arterial $ - $ 243,25 0.00 $ 729,750. 00 $ - $ - $ - $ - DEV FEE $ - $ 194,250.00 $ 582,750.00 $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - Costs include PA&ED of the Grove
Corridor project; and PS&E, ROW
and CON for the Grove portion of
the Holt/Grove intersection
project.
*Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.

Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Grove Corridor
Widening (Fourth St to Airport Dr)
and Holt Blvd/Grove Ave
Intersection Widening Project
Description: Widen Grove Ave
from I-10 to Holt Blvd from 4 to 6
lanes, Including W. Cuc. Creek
Bridge
Current Total Project Cost
Estimate:
$4,100,000.00
Total Measure I Request:
$1,282,315.00
(Summation of Measure I)
Comments:
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 1
30 Nexus Project Cost 48,817,215$
Dev. Loan? No
5-Year Advance? No
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $0.00
Fund Type: MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $296,270.00
Fund Type: MSI Arterial $ 164,726.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 131,544.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $250,000.00
Fund Type: MSI Arterial $ 86,875.00 $ 52,125.00 $ - $ - $ - $ - $ - DEV FEE $ 69,375.00 $ 41,625.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $1,750,000.00
Fund Type: MSI Arterial $ - $ 243,25 0.00 $ 729,750. 00 $ - $ - $ - $ - DEV FEE $ - $ 194,250.00 $ 582,750.00 $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.

Comments:

This is a portion of Nexus Project
"Widen Holt Blvd from Benson
Ave to Vineyard Ave from 4 to 6
lanes". Costs include the PS&E,
ROW and CON for the Holt portion
of the Holt/Grove intersection
project.

Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Widen Holt Blvd.
from 750 ft. west to 750 ft. east of
Grove Ave. from 4 to 6 lanes
Project Description: Widen Holt
Blvd from Benson Ave to Vineyard
Ave from 4 to 6 lanes
Current Total Project Cost
Estimate:
$2,400,000.00
Total Measure I Request:
$1,276,726.00
(Summation of Measure I)
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 2
31 Nexus Project Cost 7,467,000$
Dev. Loan? No
5-Year Advance? No
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $0.00
Fund Type: MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $415,545.00
Fund Type: MSI Arterial $ 219,490.50 $ 11,552.50 $ - $ - $ - $ - $ - DEV FEE $ 175,277.00 $ 9, 225.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $1,366,502.00
Fund Type: MSI Arterial $ 664,803.00 $ 94,972.00 $ - $ - $ - $ - $ - DEV FEE $ 530,886.00 $ 75,841.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $3,348,589.00
Fund Type: MSI Arterial $ 1,768,725.00 $ 93,091.00 $ - $ - $ - $ - $ - DEV FEE $ 1,412,434.50 $ 74,338.50 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.

Comments:

This is a portion of Nexus Project
"Widen Mountain Ave from Sixth
Street to s/o Holt Blvd". Costs
include the PS&E, ROW and CON
for the Mountain portion of the
Holt/Mountain intersection
project.

Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Widen Mountain
Ave. between Brooks and Vesta
Streets from 4 to 6 lanes
Project Description: Widen
Mountain Ave from Sixth Street to
s/o Holt Blvd
Current Total Project Cost
Estimate:
$5,130,636.00
Total Measure I Request:
$2,852,634.00
(Summation of Measure I)
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 3
32 Nexus Project Cost 48,817,215$
Dev. Loan? No
5-Year Advance? No
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $0.00
Fund Type: MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $415,545.00
Fund Type: MSI Arterial $ 219,490.50 $ 11,552.50 $ - $ - $ - $ - $ - DEV FEE $ 175,277.00 $ 9, 225.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $1,366,502.00
Fund Type: MSI Arterial $ 664,803.00 $ 94,972.00 $ - $ - $ - $ - $ - DEV FEE $ 530,886.00 $ 75,841.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $3,348,589.00
Fund Type: MSI Arterial $ 1,768,725.00 $ 93,091.00 $ - $ - $ - $ - $ - DEV FEE $ 1,412,434.50 $ 74,338.50 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.
(Summation of Measure I)
Comments:

This is a portion of Nexus Project
"Widen Holt Blvd from Benson
Ave to Vineyard Ave from 4 to 6
lanes". Costs include PS&E, ROW
and CON for the Holt portion of
the Holt/Mountain intersection
project.
$5,130,636.00
Total Measure I Request:
$2,852,634.00
Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Widen Holt Blvd.
from 750 ft. west of to 750 ft. east
of Mountain Ave. from 4 to 6 lanes
Project Description: Widen Holt
Blvd from Benson Ave to Vineyard
Ave from 4 to 6 lanes
Current Total Project Cost
Estimate:
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 4
33 Nexus Project Cost 21,567,000$
Dev. Loan? Yes
5-Year Advance? Yes
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $625,360.00
Fund Type: MSI Arterial $ 347,700.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 277,660.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $1,126,128.00
Fund Type: MSI Arterial $ 626,127.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 500,001.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $2,190,662.00
Fund Type: MSI Arterial $ 1,218,008.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 972,654.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $17,624,618.00
Fund Type: MSI Arterial $ 9,269,793.50 $ 529,493.50 $ - $ - $ - $ - $ - DEV FEE $ 1,441,567.00 $ - $ - $ - $ - $ - $ - DEV LOAN $ 5,960,931.00 $ 422,833.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ -
Other: ______ $ - $ - $ - $ - $ - $ - $ - *Prior should identify any expenses incurred in prior years th at have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.
(Summation of Measure I)
Comments:

Loan agreement for $6,383,764
of City DIF share. SBCTA is the
lead agency on the project
$21,566,769.00
Total Measure I Request:
$11,991,122.00
Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Fourth Street
Bridge Undercrossing
Improvement
Project Description: Replace 4th
St structure between I-10
westbound ramps and I-10
eastbound ramps and widen to 5
lanes
Current Total Project Cost
Estimate:
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 5
34 Nexus Project Cost 5,270,000$
Dev. Loan? No
5-Year Advance? No
Public Share: 55.6%
Dev. Share: 44.40%
Project Information Phase Funding PRIOR* FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FUTURE PA&ED
Total Cost: $0.00
Fund Type: MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ -
$ - $ - $ - $ - $ - $ - PS&E
Total Cost: $0.00
Fund Type: MSI Arterial $ - $ - $ - $ - $ - $ - $ - DEV FEE $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW
Total Cost: $100,000.00
Fund Type: MSI Arterial $ 55,600.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 44,400.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST
Total Cost: $3,246,396.00
Fund Type: MSI Arterial $ 1,579,371.50 $ 225,624.50 $ - $ - $ - $ - $ - DEV FEE $ 1,261,225.00 $ 180,175.00 $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ -
*Prior should identify any expenses incurred in prior years th at have not yet been reimbursed by SBCTA including anticipated FY 2022/2023 expenses.
(Summation of Measure I)
Comments:

City of Fontana is the lead
agency on the project.
$0.00
Total Measure I Request:
$1,860,596.00
Capital Project Needs Analysis
City of Ontario
Valley Arterial Sub-Program
Project Name: Etiwanda Avenue
and Airport Drive Intersection
Improvements
Project Description: Spot Widen
Airport Dr from Kettering to
Etiwanda Ave from 2 to 4 lanes,
including intersection at
Etiwanda/Slover
Current Total Project Cost
Estimate:
2024-2028 CPNA Template v3 - 8-30-22_Final - Proj 6
35 RESOLUTION NO. _______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO,

CALIFORNIA, ADOPTING THE MEASURE I FIVE-YEAR CAPITAL
PROJECT NEEDS ANALYSIS FOR FY2023-24 TO FY2027-28.

WHEREAS, San Bernardino County voters approved passage of Measure I in November 2004, authorizing the San Bernardino County Transportation Authority to impose a one-half of one percent retail transactions and use tax applicable in the incorporated and unincorporated territory of the County of San Bernardino; and WHEREAS, revenue from the tax can only be used for transportation improvement and traffic management programs authorized in the Expenditure Plans set forth in Ordinance No. 04-1 of the Authority; and
WHEREAS, the Strategic Plan requires each local jurisdiction applying for revenue from certain Measure I Programs to annually adopt and update a Five-Year Capital Project Needs Analysis; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Ontario as follows:

The City Clerk of the City of Ontario shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 20th day of September 2022. _____________________________________
PAUL S. LEON, MAYOR
ATTEST:
________________________________

SHEILA MAUTZ, CITY CLERK
APPROVED AS TO LEGAL FORM:
_______________________________

BEST BEST & KRIEGER LLP

CITY ATTORNEY
36 STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO )

AYES: MAYOR/COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
37 Department: Engineering
Prepared By: Nathan Kuan
Staff Member Presenting:

Scott Murphy, Executive Director Community
Development
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 5
SUBJECT:

CONTRACT AMENDMENT FOR A PROFESSIONAL SERVICES AGREEMENT FOR

ENGINEERING DESIGN

SERVICES FOR VARIOUS TRANSFORMATIVE CLIMATE

COMMUNITIES (TCC) ACTIVE TRANSPORTATION PROJECTS

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
Focus Resources in Ontario's Commercial and Residential Neighborhoods Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The cumulative project budget includes appropriations of $1,311,501 from the Road Maintenance and Rehabilitation Account (RMRA-SB1) for design services. The proposed Amendment 3 with Parsons Transportation Group, Inc., will be funded from these RMRA-SB1 funds. The proposed Amendment 3 increases the Agreement amount by $165,500 for a revised not-to-exceed total of $777,001.

BACKGROUND & ANALYSIS:

This Amendment is to revise the scope of work to include services for various TCC Active Transportation Projects and increase the not-to-exceed compensation amount.

Additional services include coordination with Caltrans for modiﬁcations to plans, speciﬁcations and estimates. Parsons Transportation Group, Inc. has agreed to the scope of work associated with the project and will be compensated per the terms as set forth in the Agreement. 38 Department: Utilities
Prepared By: Cynthia Heredia-Torres
Staff Member Presenting:

Scott Burton, Utilities General Manager
Reviewed By: Dennice Raygoza, Albert G
Gastelum, Michael Sigsbee
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 6
SUBJECT:

A CONSTRUCTION CONTRACT, A PROFESSIONAL SERVICES AGREEMENT AND

TWO AMENDMENTS FOR THE SAN ANTONIO TRANSMISSION WATER MAIN PHASE 2 PROJECT

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

Reject CP Construction Co. Inc.'s bid for the San Antonio Transmission Water Main Phase 2 Project for being nonresponsive.

B
.

C
.

D
.

Approve and authorize the City Manager, or his designee to execute Amendment No. 11 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Infrastructure Engineering Corporation (IEC), of Irvine, California, for a total not-to-exceed amount of $147,291 for construction engineering services and a term from September 20, 2022 to May 3, 2023.

E
.

Approve and authorize the City Manager, or his designee to execute Amendment No. 7 to the Professional Services Agreement (on ﬁle in the Records Management Department) with Wallace and Associates Consulting, Inc., of Murrieta, California, for a total not-to-exceed amount of $214,872 for construction management services and a term from September 20, 2022 to September 30, 2023.
39 THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Focus Resources in Ontario's Commercial and Residential Neighborhoods Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The recommended contract award to James W. Fowler is for $7,995,255 plus a 10% contingency of $799,526, for a total amount not to exceed $8,794,781. The proposed Professional Services Agreement with Petra Geosciences is for $257,175. Proposed Amendment No. 11 for IEC increases the existing agreement amount by $147,291, for a total revised agreement amount of $1,713,163. Proposed Amendment No. 7 for Wallace and Associates increases the existing agreement amount by $214,872, for a total revised agreement amount of $1,579,200. The total cost for the recommended action is $9,414,119.

The Fiscal Year 2021-22 Adopted Capital Improvement Program includes appropriations from the Water Capital Fund for this project, which will be included in the project carryover process at Fiscal Year 2022-23 First Quarter Budget Update Report. If approved, additional appropriations in the amount of $7,060,590 from the OMC Regional Water Development Impact Fee (DIF) Fund will also be included in the Fiscal Year 2022-23 First Quarter Budget Update Report to City Council. The Water Capital Fund provides 25% of the funding for this project and the OMC Regional Water Development DIF Fund will provide 75% of the funding (DIF Project No. WT04 and Capital Improvement Project No. WA1401). Appropriations were not originally included in the budget to avoid over appropriation of funds if there were project delays in Phase 1. There is no impact to the General Fund.

BACKGROUND & ANALYSIS:

The City's potable water system includes approximately 614 miles of pipeline. The City's Water Master Plan and related asset management programming are used to identify and replace undersized and aging pipelines to maintain the reliability of water service to the community and to improve service pressure and ﬁre ﬂow availability. Improvements are prioritized based on capacity deﬁciencies, condition assessments, and current level of maintenance activities required to provide adequate and reliable water service.

The City owns a 20-million-gallon (MG) Reservoir and 2 MG Reservoir, both located at Fern Reservoir Park in the City of Upland on 8th Street between Euclid Avenue and San Antonio Avenue, which serve the northern part of the City. The Project proposes to upsize the existing 18-inch transmission main with a new 30 and 36-inch diameter main connecting the reservoirs to the service area.

Phase 1 of the project was completed in January 2022. The work under Phase 1, consisted of the installation of approximately 1,600 linear feet of 30-inch diameter cement coated steel potable water transmission main along San Antonio Avenue, between 8th Street and I-10 bridge, installation of appurtenances, interconnection with the existing 18-inch steel water main, pavement repair, slurry seal, and striping restoration.

The work under this Contract, Phase 2, consists of the installation of approximately 1,300 linear feet of 30-inch & 36-inch diameter cement coated steel potable water transmission main eastward 40 along Eighth Street, between San Antonio Avenue and City owned reservoirs, installation of appurtenances, connection to the 24-inch diameter reservoir outlet pipe and the Phase 1 30-inch main on San Antonio Avenue, pavement repair, slurry seal, and striping restoration (Exhibit A).

On June 16, 2022, four (4) bids were received for Bid No. 1534 San Antonio Transmission Water Main Phase 2 Project, OMUC Contract No. UT1046. The bids ranged from a low bid amount of $7,994,702 to a high bid amount of $13,595,469 as summarized below.

Bidder
Location
Amount

CP Construction Co. Inc. (non-
responsive)
Ontario, CA
$7,994,702
James W. Fowler Co.

Dallas, OR
$7,995,255
MNR Construction Inc
La Verne, CA
$8,233,310
T. E. Roberts, Inc.

Irvine, CA
$13,595,469
During Staﬀ’s bid review of CP Construction Co. Inc., it was revealed that the contractor failed to submit a complete bid package to the City through the City’s electronic bid management system in accordance with the instruction to bidders, rendering the bid non-responsive. Based on CP Construction Co. Inc.’s failure to adhere to the instruction to bidders, and in consultation with the City Attorney, Staﬀ recommends the City Council reject the bid submitted by CP Construction Co.

Inc. as non-responsive and award the contract to James W. Fowler Co., the lowest responsible bidder submitting a responsive bid.

Support services will be required during construction of the San Antonio Transmission Water Main Phase 2 Project. Petra Geosciences will provide on-call material testing and geotechnical engineering services under a sole sourced Professional Services Agreement as they assisted and developed a portion of the project’s plans and speciﬁcations. IEC will provide construction and engineering services as they are the Engineer of Record for the Project. The City ﬁrst contracted with IEC in May of 2019, after an extensive Request for Proposal selection process for on-call design services. Wallace and Associates Consulting Inc. will provide construction management services.

The City ﬁrst contracted with Wallace and Associates Consulting Inc. in October of 2019 after an extensive Request for Proposal selection process for On-Call Support Services. OMUC staﬀ solicited scope and fee from all three consultants.

ENVIRONMENTAL REVIEW:

The proposed Project is a component of the 2012 Infrastructure Master Plans that was approved by the City Council on December 4, 2012. A Mitigated Negative Declaration (MND) was prepared and approved for the 2012 Infrastructure Master Plans pursuant to the provisions of CEQA. The MND addressed the drainage, sewer, water and recycled water master plans (2012 Infrastructure Master Plans) including their alignments, pipe sizes and installation for the City. No revisions or modiﬁcations have been made in regard to the proposed Project, and the approved MND continues to constitute an accurate and complete assessment of the proposed Project. Staﬀ has analyzed the proposed Project and has determined that there is no deviation from the description of this component of the overall 2012 Infrastructure Master Plans.

Thus, no further CEQA analysis is required.

41 P
age 4 of 4
- EXHIBIT A
42 Department: Utilities
Prepared By: Courtney Jones
Staff Member Presenting:

Scott Burton, Utilities General Manager
Reviewed By: Dennice Raygoza, Albert G
Gastelum, Michael Sigsbee
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 7
SUBJECT:

TWO AMENDMENTS TO PROFESSIONAL SERVICES AGREEMENTS FOR LEGAL AND

TECHNICAL SERVICES PERTAINING TO WATER AND WASTEWATER MATTERS

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

B
.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

Amendments were not included in the Fiscal Year (FY) 2022-23 Adopted Budget. If approved, appropriations for year one, in the amount of $1,465,000 from the Water Operating Fund will be included in the FY 2022-23 First Quarter Budget Update. Appropriations for future years will be added consistent with the budget adoption process. Actual expenditures will be based on work completed at established contract rates. There is no impact to the General Fund.

BACKGROUND & ANALYSIS:

The City has historically used Nossaman LLP for legal and technical representation concerning sewer disposal, water supply, and water rights matters. There are several critical multi-year eﬀorts in process, as well as emerging regional topics planned over the next several years. Topics include the Meter Equivalent Unit (MEU) charge, regional sewage 43 contract, regional projects, and water rights/ﬁnancial assessments in the Chino Groundwater Basin.

The proposed amendments will ensure service continuity in dealing with these critical matters to preserve and manage Ontario's utility resources and services to the community.

Nossaman LLP Professional Services Agreement
In July of 2019, City Council approved the original agreement with Nossaman LLP for legal and technical services with respect to matters relating to sewer disposal, water supply, and water rights.

The original term was from July of 2019 to June of 2020, with the option to extend the Agreement for up to four (4) successive one-year periods. In June of 2022, City Council approved Amendment No. 4, the third one (1) year extension.

The proposed action is consistent with City Council direction to the City Manager to engage in settlement discussions and pursue legal actions if necessary and as appropriate. The proposed Amendment No. 5 will increase the total not-to-exceed authorization by $2,500,000, from $1,600,000 to $4,100,000, and extend the term until June 30, 2024 (last extension to Agreement).

Stoel Rives LLP Professional Services Agreement
The City entered into an agreement with Stoel Rives LLP for legal representation in March of 2022 for legal services. The proposed Amendment No. 1 will increase the total not-to-exceed authorization by $365,000 from $24,000 to $389,000 and extend the term until June 30, 2024.

The proposed action is consistent with City Council direction to the City Manager to engage in settlement discussions and pursue legal actions if necessary and as appropriate. Staﬀ requested fee schedules from qualiﬁed legal ﬁrms, as Nossaman LLC is prohibited from representing the City due to a conﬂict of interest on speciﬁc water matters. The City selected Stoel Rives based on their expertise in adjudicated groundwater basins, ability to meet the City’s timeframe requirements to ﬁle a challenge under the Chino Basin Watermaster Judgment, and following a determination that they could represent Ontario without the potential of any conflicts of interest.

Continuity of legal and technical services is critical in bringing these and other water/wastewater matters to conclusion. Any additional legal expenses will be brought to the City Council for review and approval on an as needed basis.
44 Department: Utilities
Prepared By: Eric Woosley
Staff Member Presenting:

Scott Burton, Utilities General Manager
Reviewed By: Dennice Raygoza, Albert G
Gastelum, Michael Sigsbee
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 8
SUBJECT:

PROFESSIONAL SERVICES AGREEMENTS FOR ON-CALL WATER AND SEWER

ENGINEERING SERVICES

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

B
.

Approve and authorize the City Manager, or his designee to execute a Professional Services Agreement (on ﬁle in the Records Management Department) with AKM Consulting Engineers, Inc., of Irvine, California, for up to 5 years with a total not-to-exceed amount of $90,000 for on-call water and sewer engineering services.

C
.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The Fiscal Year 2022-23 Adopted Budget includes appropriations in the amount of $270,000 from the Sewer and Water Capital Fund for water and sewer engineering services. All ﬁrms have agreed to a term from September 20, 2022 to September 20, 2025, with the option to extend the Agreement for up to two additional one year periods at the City's request with ﬁxed billing rates set forth in their respective agreements with a not-to-exceed increase of up to 3% per year and will be compensated for on-call, as needed services performed at the billing rates set forth in the Agreements. There is no impact to the General Fund.

45 BACKGROUND & ANALYSIS:

The City’s Master Plans identiﬁes water and sewer system infrastructure necessary to serve existing and future residents and businesses. Hydraulic modeling and analysis of these systems determine near and long-term improvements in support of the City’s ongoing Capital Improvement Program as well as for the planning and design of improvements associated with new development.

Due to the volume of development projects and the unpredictable timing of project submittals and construction, water and sewer engineering services are required on an as-needed basis to supplement the City's in-house Staﬀ. This will allow the City to ensure eﬀective infrastructure analyses and utilities planning and maintain schedule commitments to support development.

In April 2022, the City solicited bids for On-Call Water and Sewer Engineering Services. On May 19, 2022, ﬁve bids were received through the City’s electronic bid management system in response to Bid No. 1518.

Companies that submitted bids are as follows:

Company
Location
Ardurra Group, Inc.

Tampa, FL
AKM Consulting Engineers, Inc.

Irvine, CA
Stantec Consulting Services, Inc.

Irvine, CA
Albert A. Webb Associates
Riverside, CA
Michael Baker International, Inc.

Ontario, CA

Using a qualiﬁcations-based selection process, a panel of City Staﬀ reviewed the proposals and ranked the ﬁrms. Ardurra Group, Inc., AKM Consulting Engineers, Inc., and Stantec Consulting Services, Inc. were the most qualiﬁed ﬁrms and are being recommended based on their broad range of expertise as demonstrated by their services provided to municipal agencies and capability to perform the work in a timely manner.

Contracting with three ﬁrms provides a cost-eﬀective option and ensures suﬃcient resources are available for projects and task orders as they arise. The execution of these Agreements does not guarantee any speciﬁc level of payment or assignment of work to any ﬁrm. The selection of ﬁrms for speciﬁc tasks or projects will be based on best value, specialized expertise, and availability to meet the City’s timelines.
46 Department: Information Technology
Prepared By: Samantha Robles
Staff Member Presenting:

Colin Fernandes, Executive Director Information
Technology
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 9
SUBJECT:

AN ENTERPRISE LICENSE AGREEMENT WITH ESRI, INC.

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
FISCAL IMPACT:

The Fiscal Year 2022-23 Adopted Budget includes appropriations from the Information Technology Fund for annual licensing and maintenance support for ESRI software. The proposed License Agreement has an annual amount not to exceed $191,093, which includes a yearly subscription fee of $173,721 and a 10% contingency amount of $17,372 for additional user licenses, if needed, with a total contract not-to-exceed amount of $573,279. If approved, appropriations will be added to the future years’ budgets consistent with the annual adoption process.

BACKGROUND & ANALYSIS:

Over the past several decades, the City has developed an extensive Geographic Information System (GIS) using ESRI’s ArcGIS software suite. This software allows staﬀ to document and maintain changes to the City’s land data and is a foundational data source for many of the software applications used in the City, including public safety computer-aided dispatch and land management. ESRI’s Enterprise Licensing Agreement will allow for continuity of the City’s GIS eﬀorts. Staﬀ requests City Council approval for a three-year agreement with a not-to-exceed amount of $573,279.
47 Department: Management Services
Prepared By: Claudia Y Isbell
Staff Member Presenting:

Claudia Y. Isbell, Assistant City Clerk
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 10
SUBJECT:

A RESOLUTION AMENDING THE APPENDIX TO THE CITY OF ONTARIO CONFLICT

OF INTEREST CODE

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council adopt a Resolution amending the Appendix to the Conﬂict of Interest Code to update position classiﬁcation titles and ﬁling requirements for City employees.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
FISCAL IMPACT:

The proposed action has no direct fiscal impact.

BACKGROUND & ANALYSIS:

The City of Ontario originally adopted its Conﬂict of Interest Code in 1976, in compliance with Government Code 87000 et seq., with the last update occurring on September 15, 2020. The Political Reform Act requires every local government agency to review its conflict of interest code biennially to determine if amendments or modifications are needed.

The Appendix to the City’s Conﬂict of Interest Code designates those employees, oﬃcers and consultants who make or participated in the making of decisions which may aﬀect the City’s ﬁnancial interests and therefore must disclose those interests in ﬁnancial disclosure statements.

These oﬃcials and employees may also be required to disqualify themselves from, developing or contributing in the making of governmental decisions affecting those interests.

Staﬀ has reviewed the City’s Conﬂict of Interest Code and is recommending that the Appendix of the Code be amended to reﬂect any new or changed position classiﬁcations titles since the last update, as well as update the respective ﬁling categories. No other amendments to the Code are recommended at this time. A list of proposed changes is available below, and a full revised copy of the Appendix has been prepared and is available in the Records Management Department.

Designated Employees' Titles Added:

Assistant General Manager
Assistant General Manager - Integrated Waste
48 Assistant General Manager - Utilities
Broadband Coordinator
Broadband General Manager
Buyer
Chief Investment Officer
City Auditor
Continuum of Care Manager
Economic Development Advisor
Economic Development Analyst
Economic Development Director
Emergency Medical Services Director
EMS Nurse
Executive Assistant to the City Manager
Executive Director Community Development
Executive Director Human Resources/Risk Management
Executive Director Finance
Fire Communications Manager
Fleet Services Supervisor
Innovation Performance and Audit Director
Integrated Waste Assistant Division Manager
Integrated Waste Division Manager
Library Services Manager
Museum, Arts and Culture Director
Police Communications Manager
Principal Broadband Analyst
Revenue Manager
Senior Accountant
Senior Cross-Connection Control Specialist
Senior Human Resources Manager
Supervising Managing Curator
Utilities Customer Service Director
Utilities Customer Service Supervisor
Utilities Engineering Division Manager
Water Quality Program Manager
Water Resources and Regulatory Affairs Director

Designated Employees' Titles to be Removed:

Broadband Operator Director
Chief Innovation Officer
Community Improvement Manager
Deputy City Manager
Design and Construction Director
Economic Development Manager
EMS Nurse Administrator
Environmental Water/Wastewater Engineer
49 Executive Director Development
Executive Director Economic Development
Executive Director Housing & Neighborhood Preservation
Fire Prevention Inspector
Fiscal Services Director
General Services Director
Housing Manager
Human Resources Analyst
Information Technology Applications Manager
Municipal Services Manager
Museum Director
Neighborhood Improvement Specialist
Payroll Analyst
Performance & Optimization Analyst
Public Services Project Manager
Purchasing Team Leader
Revenue Services Specialist
Revenue Services Supervisor
Risk/Safety Manager
Senior Information Technology Analyst
Senior Neighborhood Improvement Specialist
Senior Telecommunications Analyst
Utilities Administrative Services and Integrated Waste Director Utilities Assistant General Manager
Utilities Customer Services Director
Utilities Operations Director
50 CONFLICT OF INTEREST CODE
OF THE

CITY OF ONTARIO

Appendix Amended September 20, 2022 – Resolution No. 2022- Appendix Amended September 15, 2020 – Resolution No. 2020-152 Appendix Amended September 18, 2018 – Resolution No. 2018-128 Appendix Amended October 4, 2016 – Resolution No. 2016-097 Appendix Amended October 21, 2014 – Resolution No. 2014-101 Appendix Amended September 4, 2012 – Resolution No. 2012-071 Appendix Amended December 7, 2010 – Resolution No. 2010-098 Appendix Amended November 18, 2008 – Resolution No. 2008-115 Appendix Amended November 21, 2006 – Resolution No. 2006-113 Appendix Amended January 18, 2005 – Resolution No. 2005-006 Appendix Amended December 17, 2002 – Resolution No. 2002-124 Appendix Amended February 19, 2002 – Resolution No. 2002-027 51 Adopted July 20, 1999 – Resolution 99-102

APPENDIX

CONFLICT OF INTEREST CODE

OF THE

CITY OF ONTARIO

Amended September 20, 2022

EXHIBIT “A”

The Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney, the City Treasurer, and All Other City Officials who manage public investments, as defined by 2 Cal. Code of Regs. § 18701(b), are NOT subject to the City's Code but are subject to the disclosure requirements of the Act (Government Code Section 87200 et sec.). [Regs. § 18730(b)(3)]

OFFICIALS WHO MANAGE PUBLIC INVESTMENTS

It has been determined that the positions listed below are Other City Officials who manage public investments. These positions are listed here for information purposes only.

Executive Director of Finance

Investment Officer

Financial Consultant

52 Individuals holding one of the above - listed positions may contact the FPPC for assistance or written advice regarding their filing obligations if they believe that their position has been categorized incorrectly. The FPPC makes the final determination whether a position is covered by §87200.

DESIGNATED POSITIONS

GOVERNED BY THE CONFLICT OF INTEREST CODE

DESIGNATED EMPLOYEES' DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Accounting Manager 4

Administrative Officer 6

Administrative Specialist (Confidential) 6

Assistant City Clerk/Records Management Director 6

Assistant City Engineer 2, 3, 6, 7

Assistant City Manager 1, 2

Assistant Director of Housing & Neighborhood Preservation 2,3,6,7

Assistant Engineer 2, 3, 6, 7

Assistant General Manager – Administration and Customer Service 6

Assistant General Manager – Integrated Waste 6, 7

Assistant General Manager – Utilities Engineering and Operations 2, 3, 6, 7

Assistant Human Resources/Risk Management Director 2,3,6,7

Assistant Library Director 2, 3, 6

Assistant Parks and Maintenance Director 2,3,6,7

Assistant Planner 2, 3, 6, 7

Assistant Planning Director 2, 3, 6, 7

Assistant Recreation/Community Services Director 2, 3, 6

Associate Civil Engineer 2, 3, 6, 7

53 Associate Engineer 2, 3, 6, 7

Associate Landscape Planner 2, 3, 6, 7

Associate Planner 2, 3, 6, 7

Broadband Coordinator 6,7

Broadband General Manger 2,3,6,7

Broadband Operations Manager 6,7

Budget Director 2,3,6,7

Budget Manager 6,7

Building Inspection Manager 2, 3, 6, 7

Building Official 2, 3, 6, 7

Building Plans Examiner 7

Building Plans Specialist 7

Business License Supervisor 6

Business Operations Director 1, 2

Buyer 5, 6, 7

Chief Investment Officer 2, 3, 4, 6, 7

City Auditor 2, 3, 6, 7

City Attorney (not filing under Gov Code § 87200) 1, 2

City Clerk 1, 2

City Engineer 2, 3, 6, 7

Combination Building Inspector 6, 7

Communications & Community Relations Director 1, 2

Community Improvement Director 2,3,6,7

54 Community Improvement Officer 6

Community Information Supervisor 6

Community Improvement Supervisor 6

Community Life and Culture Officer 6

Community Relations and Communication Manager 6,7

Continuum of Care Manager 6, 7

Custodial Services Supervisor 6

Database Administrator 6

Departmental Administrator 1, 2

Deputy Fire Chief 2, 6, 7

Deputy Fire Marshal 2,6,7

Deputy Police Chief 2, 6, 7

Economic Development Advisor 2, 3

Economic Development Analyst 2, 3

Economic Development Coordinator 2

Economic Development Director 2, 3

Economic Development Specialist 2

Emergency Manager 5

Emergency Medical Services Director 6, 7

EMS Nurse 6, 7

Engineering Assistant 6

Engineering Assistant - GIS 6

Environmental Programs Manager 5,7

55 Executive Assistant to the City Manger 2

Executive Director Community Development 1,2

Executive Director Community Life and Culture 1,2

Executive Director Human Resources Risk Management 1,2

Executive Director Information Technology 1,2

Executive Director of Finance 2, 3, 4, 6, 7

Executive Director Public Works 1,2

Facilities Maintenance Supervisor 6

Financial Analyst 5

Fire Administrative Director 2,3,6,7

Fire Battalion Chief 6, 7

Fire Chief 2, 6, 7

Fire Communications Manager 6, 7

Fire Investigation Supervisor 6

Fire Protection Analyst 2,3

Fire Safety Specialist 6

Fleet Services Manager 6

Fleet Services Supervisor 5, 6, 7

Forensic Manager 6

Housing Director 2, 3, 6

Innovation Performance and Audit Director 2, 5, 6, 7

Integrated Waste Assistant Division Manager 5, 6, 7

Integrated Waste Division Manager 6, 7

56 Information Technology Applications Director 6

Information Technology Operations Director 6

Information Technology Systems Director 6

Internal Audit Manager 1

Internal Auditor 1

Landscape Planner 2, 3, 7

Legislative Analyst 6

Library Director 6

Library Service Manager 6, 7

Management Analyst 6

Municipal Services Director 6

Museum, Arts and Culture Director 6

Parks and Maintenance Director 2,3,6,7

Parks and Maintenance Manager 6,7

Parks and Maintenance Supervisor 6

Payroll Manager 6,7

Performance & Optimization Manager 6,7

Plan Check Engineer 2, 7

Planning Director 2, 3, 6, 7

Police Administrative Director 6

Police Captain 6, 7

Police Chief 6, 7

Police Communications Manager 6, 7

57 Police Lieutenant 6, 7

Principal Broadband Analyst 6, 7

Principal Engineer 2, 3, 6, 7

Principal IT Analyst 2,3

Principal Planner 2, 3, 6, 7

Principal Project Manager 6, 7

Project Coordinator 2, 3, 6

Project Manager 2, 3, 6

Public Facilities Maintenance Manager 6

Public Works Inspector 6, 7

Purchasing Assistant 6

Purchasing Manager 6, 7

Recreation/Community Services Director 2,3,6,7

Recreation/Community Services Manager 6,7

Recreation /Community Services Supervisor 6

Revenue Manager 4,6, 7

Senior Accountant 4, 6, 7

Senior Associate Civil Engineer 2, 3, 6, 7

Senior Associate Engineer 2, 3, 6, 7

Senior Combination Building Inspector 6, 7

Senior Community Information Specialist 6

Senior Community Improvement Officer 6

Senior Cross-Connection Control Specialist 5, 6, 7

58 Senior Deputy Fire Chief 2, 3, 7

Senior Environmental Technician 6

Senior Financial Analyst 5

Senior Fire Safety Specialist 6

Senior Human Resources Analyst 6

Senior Human Resources Manager 6,7

Senior Landscape Architect 6

Senior Landscape Planner 6

Senior Legislative Analyst 6

Senior Management Analyst 6

Senior Network Engineer 2, 7

Senior Plan Check Engineer 2, 7

Senior Planner 2, 3, 6, 7

Senior Project Coordinator 2, 3, 6

Senior Project Manager 2, 3, 6

Senior Public Works Inspector 6, 7

Senior Recreation/Community Services Supervisor 6

Senior Systems Analyst 6

Street Maintenance Supervisor 6

Supervising Building Inspector 6, 7

Supervising Managing Curator 6, 7

Supervising Public Works Inspector 6, 7

Survey Party Chief 6, 7

59 Sustainability Program Manager 6

Traffic/Transportation Manager 2, 3, 6, 7

Utilities Customer Services Director 2,3,6,7

Utilities Customer Services Supervisor 5, 6, 7

Utilities Engineering Division Manager 2, 5, 6, 7

Utilities General Manager 1, 2

Utilities Operations Division Manager 6,7

Utilities Project Manager 2, 3, 6

Utilities Supervisor 6

Water Production Manager 6, 7

Water Quality Programs Manager 6, 7

Water Quality Specialist 6, 7

Water Resources and Regulatory Affairs Director 6, 7

Water Resources Manager 6, 7

Water/Sewer Maintenance Manager 6, 7

60 BOARDS, COMMISSIONS AND COMMITTEES

Library Board of Trustees 2, 3, 6

Museum Board Members 6

Recreation and Parks Commission Members 2, 3, 6

CONSULTANTS
Consultants shall be included in the list of Designated Employees and shall disclose pursuant to the broadest disclosure categ ory in this Code subject to the following limitation:

The City Manager may determine in writing that a particular consultant, although a "designated position," is hired to perform a range of duties that are limited in scope and thus is not required to ful ly comply with the disclosure requirements described in this Section. Such written determination shall include a description of the consultant's duties and, based upon that description, a statement of the extent of disclosure requirements.

The City Manager's determination is a public record and shall be retained for public inspection in the same manner and location as this Conflict of Interest Code.

61 EXHIBIT “B”

DISCLOSURE CATEGORIES

The disclosure categories listed below identify the types of investments, business entities, sources of income, or real property, which the Designated Employee must disclose for each disclosure category to which he or she is assigned.

Category 1: All investments and business positions in, and sources of income from, business entities that do business or own real property within jurisdiction of the City, plan to do business or own real property within the jurisdiction of the City within the next year, or have done business or owned real property within the jurisdiction of the City within the past two (2) years.

Category 2: All interests in real property which is located in whole or in part within, or not more than two (2) miles outside, the jurisdiction of the City.

Category 3: All investments and business positions in, and sources of income from, business entities that are engaged in land development, construction, or the acquisition or sale of real property within the jurisdiction of the City, plan to engage in such activities within the jurisdiction of the City within the next year, or have engaged in such activities within the jurisdiction of the City within the past two (2) years.

Category 4: All investments and business positions in, and sources of income from, business entities that are banking, savings and loan, or other financial institutions.

C ategory 5: All investments and business positions in, and sources of income from, business entities that provide services, supplies, materials, machinery, vehicles or equipment of a type purchased or leased by the City.

Category 6: All investments and business positions in, and sources of income from, business entities that provide services, supplies, materials, machinery, vehicles or equipment of a type purchased or leased by the Designated Employee's Department.

Category 7: All investments and business positions in, and sources of income from, business entities subject to the regulatory, permit, or licensing authority of the Designated Employee's Department, will be subject to such authority within the next year, or have been subject to such authority within the past two (2) years.

62 RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO,

CALIFORNIA, APPROVING AND ADOPTING AN AMENDED APPENDIX

OF THE CONFLICT OF INTEREST CODE PURSUANT TO THE
POLITICAL REFORM ACT OF 1974.

WHEREAS, the Legislature of the State of California enacted the Political Reform Act of 1974, Government Code Section 81000 et seq. (the "Act"), which contains provisions relating to conflicts of interest which potentially affect all officers, employees and consultants of the City of Ontario (the "City") and requires all public agencies to adopt and promulgate a Conflict of Interest Code; and
WHEREAS, the City Council adopted a Conflict of Interest Code which was last amended on September 15, 2020, by Resolution No. 2020-152, in compliance with Government Code Section 81000 et seq.; and
WHEREAS, the potential penalties for violation of the provisions of the Act are substantial and may include criminal and civil liability, as well as equitable relief which could result in the City being restrained or prevented from acting in cases where the provisions of the Act may have been violated; and
WHEREAS, a public meeting was held upon the proposed amended Appendix of the Conflict of Interest Code at a regular meeting of the City Council on September 20, 2022, at which all present were given an opportunity to be heard on the proposed amended Appendix.

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

SECTION 1. The City Council does hereby adopt the proposed amended Appendix of the Conflict of Interest Code, a copy of which is attached hereto and shall be on file with the Records Management Department along with the Conflict of Interest Code and available to the public for inspection and copying.

SECTION 2. That said amended Appendix of the Conflict of Interest Code shall become effective 30 days after adoption and approval.

The City Clerk of the City of Ontario shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 20th day of September 2022. _____________________________________
PAUL S. LEON, MAYOR
63 ATTEST:
________________________________

SHEILA MAUTZ, CITY CLERK
APPROVED AS TO LEGAL FORM:
_______________________________

BEST BEST & KRIEGER LLP

CITY ATTORNEY
64 STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO )

CITY OF ONTARIO )
I, SHEILA MAUTZ, City Clerk of the City of Ontario, DO HEREBY CERTIFY that foregoing Resolution No. 2022-___ was duly passed and adopted by the City Council of the City of Ontario at their regular meeting held September 20, 2022 by the following roll call vote, to wit:

AYES: MAYOR/COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
The foregoing is the original of Resolution No. 2022-___ duly passed and adopted by the Ontario City Council at their regular meeting held September 20, 2022. _____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
65 Department: Housing
Prepared By: Katryna Gonzalez
Staff Member Presenting:

Scott Murphy, Executive Director Community
Development
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 11
SUBJECT:

A PUBLIC HEARING TO RECEIVE TESTIMONY AND ADOPT THE CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR THE 2021-22

FISCAL YEAR

CITY OF ONTARIO
Agenda Report
September 20, 2022
SECTION:

PUBLIC HEARINGS

RECOMMENDATION:

That the City Council:

A
.

Hold a public hearing to receive testimony on the draft Consolidated Annual Performance and Evaluation Report (CAPER) for the 2021-22 Fiscal Year (on ﬁle in the Records Management Department);
B
.

Direct staﬀ to prepare and transmit to the U.S. Department of Housing and Urban Development (HUD) the ﬁnal CAPER, which will address all public comments received on the draft CAPER; and
C
.

Authorize the City Manager to execute any and all documents necessary and/or desirable to transmit the CAPER to HUD.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
Pursue City's Goals and Objectives by Working with Other Governmental Agencies FISCAL IMPACT:

There is not a direct fiscal impact associated with this action.

BACKGROUND & ANALYSIS:

The CAPER is a report required by the U.S. Department of Housing and Urban Development (HUD) that provides annual information about the City's utilization of HUD funds for local community development and housing projects. During Fiscal Year 2021-22, a combined total of over $15.4 million of federal, state, and local funds were expended to implement approximately 48 housing and community development programs and projects. These activities were contained in the City's Fiscal Year 2021-22 One-Year Action Plan, approved on May 4, 2021.

Federal funding sources in the CAPER include the following HUD programs: Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), Community Development Block Grant - CARES Act (CDBG-CV), and Emergency Solutions Grant - CARES Act (ESG-CV). Local funding sources include Ontario Housing 66 Authority and Housing Asset funds. The City receives approximately $2.7 million annually from HUD for the CDBG, HOME, and ESG programs. During FY 2021-22, the City had approximately $589,000 CDBG-CV and $1.7 million ESG-CV remaining to spend from CARES Act allocations awarded in FY 2020-21 and FY 2021-22 .

Listed below are the key housing and community development projects discussed in the CAPER:

The City expended approximately $2.3 million to implement 12 infrastructure and community facility activities, four economic development activities, and two public service activities under the Community Development Strategy. The major projects within this strategy include, but are not limited to the following: Alley Pavement Management Rehabilitation, Pavement Management Rehabilitation, Wheelchair Ramp Installation, Sam Alba Park Restroom Renovation, LED Streetlights, Child Care, Youth, and Family Subsidies, Shared Vision Bringing Library to You, Downtown Storefront Façade Renovation, CDBG-CV Small Business Support and Workforce Development Loans, and CDBG-CV Business Utility Assistance Program.

More than $941,100 was expended to implement 13 housing programs within Ontario as part of the Housing Strategy. The major projects within this strategy include, but are not limited to, the following: Tenant Based Rental Assistance Program, Community Improvement Team, Conservation Home Improvement Program, Ontario Shines Single Family Solar, Ontario Shines Multi Family Solar, MyHome Assistance Program, School Teacher and Employee Assistance Program, and My Home Loan Program.

Over $1.7 million was expended as part of the Homeless Strategy to implement 12 activities.

The major projects within this strategy include, but are not limited to, the following: Project Gateway (Supportive Housing Program), Mercy House Ontario Access Center, Assisi House and Aftercare Services, Family Stabilization at Sova Program Center, Services for Victims of Domestic Violence and Their Children, ESG-CV Rapid Re-Housing Program, ESG-CV Street Outreach, and ESG-CV Motel Voucher Program.

Attached is the Executive Summary of the CAPER for FY 2021-22. The Executive Summary provides a summary of expenditures and accomplishments for all HUD-funded activities undertaken to address strategies identiﬁed within the Five-Year Consolidated Plan and One-Year Action Plan adopted by City Council on May 4, 2021.

The draft CAPER for FY 2021-22 has been available for public review from September 2, 2022 to September 19, 2022. Subsequent to City Council approval, Staﬀ will submit the ﬁnal report to HUD by the September 28, 2022 deadline.
67 DRAFT
Consolidated Annual Performance
and Evaluation Report for
Fiscal Year 2021-22

September 20, 2022

Prepared by the
City of Ontario Housing Department
303 East B Street
Ontario, CA 91764
(909) 395-2006
DRAFT
68

Page 1 of 2 ends

FY 2021-22 Consolidated Annual Performance and Evaluation Report (CAPER)

TABLE OF CONTENTS

Executive Summary ......................................................................................................................... i

I. Introduction ......................................................................................................................... 1

II. Consolidated Plan ............................................................................................................... 4 A. Overview ................................................................................................................. 4 B. Available Resources................................................................................................ 4 Federal Housing and Community Development Funds .......................................... 6 CDBG and HOME Program Income ...................................................................... 7 Housing Choice Voucher Program ......................................................................... 7 State Funds .............................................................................................................. 7 Leveraging Resources ............................................................................................. 7 C. Housing Strategy ..................................................................................................... 8 D. Homeless Strategy ................................................................................................ 17 E. Special Needs Strategy ......................................................................................... 23 F. Fair Housing Strategy ........................................................................................... 23 G. Public Housing Strategy ....................................................................................... 26 H. Lead Hazard Strategy ............................................................................................ 29 I. Community Development Strategy....................................................................... 29

III. Continuum of Care ............................................................................................................ 38 A. Homeless Issues Overview ................................................................................... 41 B. Gaps in the Continuum of Care ............................................................................ 41 C. Resource Leveraging ............................................................................................ 41 D. ESG Match Requirements..................................................................................... 42

IV. HOME-Funded Housing Activities .................................................................................. 43 A. HOME-Funded Activities ..................................................................................... 43 B. HOME Match Requirements ................................................................................ 46 C. HOME Inspections and Monitoring...................................................................... 46

V. Program Requirements...................................................................................................... 48 A. Planning ................................................................................................................ 48 B. Administration ...................................................................................................... 49 C. Reporting............................................................................................................... 49

VI. Overall Assessment ........................................................................................................... 51 A. Housing Strategy ................................................................................................... 51 B. Homeless Strategy ................................................................................................ 53 C. Special Needs Strategy ......................................................................................... 54 D. Fair Housing Strategy ........................................................................................... 54 E. Public Housing Strategy ....................................................................................... 54 DRAFT
69

Page 2 of 2 ends

F. Community Development Strategy....................................................................... 55 G. Income Distribution of Participants ...................................................................... 55 H. Timeliness ............................................................................................................. 56

VII. Other Actions Undertaken ................................................................................................ 57 A. Anti-Displacement Strategy .................................................................................. 57 B. Institutional Structure and Intergovernmental Cooperation ................................. 57 C. Anti-Poverty Strategy ........................................................................................... 57 D. Efforts to Address Obstacles to Meeting Underserved Needs .............................. 57

VIII. Additional CDBG Required Narratives ............................................................................ 58 A. Assessment of the Relationship of CDBG Funds ................................................. 58 B. CDBG Loans and Other Receivables ................................................................... 58

IX. Public Review and Comments .......................................................................................... 58

X. HUD Reports .................................................................................................................... 58

Attachments
Public Notices
Public Comments
Maps
Summary of Activities (C04PR03)
CDBG Financial Summary Report (C04PR26)
CDBG-CV Financial Summary Report (C04PR26)
Status of HOME Activities (C04PR22)
Status of HOME Grants (C04PR27)
HOME Match Report (HUD-40107-A)
HOME Annual Performance Report (HUD-40107)
ESG CAPER Report
IDIS CAPER Report

DRAFT
70 Consolidated Annual
Performance and
Evaluation Report
Fiscal Year 2021-22
Executive Summary
DRAFT
71 i

CITY OF ONTARIO
Consolidated Annual Performance and Evaluation Report
For the period of July 1, 2021 - June 30, 2022

EXECUTIVE SUMMARY

The Consolidated Annual Performance and Evaluation Report (CAPER) provides information to Ontario residents, elected officials, City staff, and the U.S. Department of Housing and Urban Development (HUD) about housing and community development needs, projec ts, and accomplishments. This report covers activities conducted during Fiscal Year 2021-22 which began July 1, 20 21 and ended June 30, 20 22. During this period, federal and local funds were used to implement a myriad of housing and community development p rograms and projects , including projects that were developed and carried out in response to the COVID-19 pandemic. Each activity supported one or more of the priorities originally presented in the City’s Five -Year Consolidated Plan.

The following list highlights key housing and community development activities implemented during FY 2021-22:

• The City of Ontario and its partners expended more than $15.4 million in federal, state, and local funds to administer housing and community development programs.

• The City expended approximately $ 2.3 million to implement 12 infrastructure and community facility activities, four economic development activities, and two public service activities under the Community Development Strategy. The major projects within this strategy include, but are not limited to the following: Alley Pavement Management Rehabilitation, Pavement Management Rehabilitation, Wheelchair Ramp Installation, Sam Alba Park Restroom Renovation , LED Streetlights, Child Care, Youth, and Family Subsidies, Shared Vision Bringing Library to You, Downtown Storefront Facade Renovation, CDBG-CV Small Business Support and Workforce Development Loans, and CDBG-CV Business Utility Assistance Program.

• More than $941,100 was expended to implement 13 housing programs within Ontario as part of the Housing Strategy. The major projects within this strategy include, but are not limited to, the following: Tenant Based Rent al Assistance Program , Community Improvement Team, Conservation Home Improvement Program, Ontario Shines Single Family Solar, Ontario Shines Multi Family Solar, MyHome Assistance Program , School Teacher and Employee Assistance Program, and My Home Loan Program.

• Over $1.7 million was expended as part of the Homeless Strategy to implement 12 activities. The major projects within this strategy include, but are not limited to, the following: Project Gateway (Supportive Housing Program), Mercy House Ontario Access Center, Assisi House and Aftercare Services, Family Stabilization at Sova Program Center, Services for Victims of Domestic Violence and Their Children , ESG-CV Rapid Re - Housing Program, ESG-CV Street Outreach, and ESG-CV Motel Voucher Program.

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The tables below and on the following pages demonstrate the breakdown of funds received and expended within each identified strategy: Community Development, Housing, Homeless, Special Needs, Fair Housing, and Public Housing.

FUNDING SOURCES

FUNDING SOURCE

ACTIVITIES FUNDED

ACTUAL AMOUNT

AWARDED/RECEIVED/

ON HAND
FOR FY 2021-22
Community Development Block Grant
(CDBG)
Infrastructure improvements, code
enforcement, housing
rehabilitation, and social services.

$1,909,7381
CDBG Program Income Infrastructure improvements, code
enforcement, housing
rehabilitation, and social services.

$0
CDBG Rollover from prior years and
reallocated funds
Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services.

$197,7772
CDBG-CARES (CDBG-CV) Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services in response to
COVID-19.
$589,9871
HOME Investment
Partnership (HOME)

Tenant Based Rental Assistance $748,6251
HOME Program Income Tenant Based Rental Assistance

$25,9252
HOME Rollover from prior years and
reallocated funds
Tenant Based Rental Assistance $0
Emergency Solutions Grant (ESG) Essential support services and operating expenses for homeless
facilities and programs.

$159,0181
ESG-CARES (ESG-CV) Essential support services and
operating expenses for homeless
facilities and programs in response to
COVID-19
$1,709,4841
Housing Asset Fund (HAF) Home ownership assistance, housing acquisition and rehabilitation, and
homeless services.

$1,063,0822
Ontario Housing Authority (OHA) Housing acquisition, property rehabilitation and maintenance.

$2,189,8492
Transformative Climate Communities
Grant (TCC)
California Climate Investment
programs, including affordable
housing, active transportation
programs, low income
weatherization programs, and urban
greening

$19,241,9752

1 This amount represents the total funds awarded during FY 2021-22 2 This amount represents funds on hand during FY 2021-22 DRAFT
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FUNDING SOURCE

ACTIVITIES FUNDED

ACTUAL AMOUNT

AWARDED/RECEIVED/

ON HAND
FOR FY 2021-22
BEGIN Program Reuse Account Program provides deferred-payment second mortgage loans to qualified
buyers of new homes and/or
homeowners rehabilitation loans.

$62,7982
BEGIN Program Reuse Account Program provides deferred-payment second mortgage loans to qualified
buyers of new homes and/or
homeowners rehabilitation loans.

$51,5602
Permanent Local Housing Allocation Housing construction, rehabilitation activities, homebuyer activities, and
homeless prevention.
$1,429,9941
TOTAL $29,379,812

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HOUSING STRATEGY

Program/Project Funding
Source
Expenses Annual Accomplishment
Priority 1: Expand affordable rental housing opportunities, particularly for low-income persons.

Tenant Based Rental Assistance Program HOME $195,908 A total of thirty-eight (38) households were assisted through this program during FY 2021-22. Sixteen (16) households had their TBRA certificates renewed, fourteen (14) households completed their TBRA program assistance, and eight (8)
households leased new units with assistance this year.

Sites for Future Affordable Housing
Development
HAF $9,310 The Ontario Housing Authority acting as the successor agency to the Ontario Redevelopment Agency and the City of Ontario acting as the successor agency to the Ontario Redevelopment Agency are currently maintaining approximately 7 sites for future development of affordable housing. During FY 2021-22, Disposition and Development Agreements for two of the seven properties were amended.

TOTAL HOUSING PRIORITY #1 205,218
Priority 2: Create new, preserve and rehabilitate existing rental and owner-occupied housing units.

Community Improvement Team CDBG $41,489 A total of 294 inspections were completed during the reporting period. 28 citations were given, 157 notices issued and 128 cases closed at 186 unique parcels.

Low-Mod Assisted Housing Developments $0 Continued ongoing monitoring efforts of affordable housing developments consisting of 2,010 units throughout Ontario.

Guadalupe Residence (411 North Parkside
Avenue)
CDBG $0 The acquisition was completed in February 2018.

Coordination with the solar energy installation through the City’s Transformative Climate Communities Grant and the COVID-19 pandemic has delayed the project. Rehabilitation work is expected to be complete during 2023.

HOME $0
Subtotal

$0
Ontario Shines: Single Family Solar PV

CDBG $287,500 During FY 21-22, 34 homeowners were assisted with no -cost solar installations.

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Program/Project Funding
Source
Expenses Annual Accomplishment
Ontario Shines: Multi-Family PV

CDBG $299,760 During FY 2021 -22, the program began working on installations for two multi -family solar projects, Assisi House and Francis Apartments. Assisi House is a transitional housing facility serving homeless men, single women, and single mothers and Francis Apartments is a multi-family low income- based apartment complex. Construction for both projects is expected to be completed by end of 2022.

Conservation Home Improvement Program CDBG $44,739 During FY 21-22, two (2) applications were approved and loans were issued for qualifying improvements. Work on both homes was completed in the Fall of 2021.

TOTAL HOUSING PRIORITY #2 $673,488
Priority 3: Increase affordable homeownership opportunities, particularly for low- and moderate-income persons.

MyHome Assistance Program Bond
Financing
$62,400 Five (5) homebuyers were assisted in Ontario during FY 21-22.

Home Buyer Assistance (County of San
Bernardino Mortgage Revenue Bond Program)
Bond
Financing
$0 No Mortgage Credit Certificates (MCC) were issued to homebuyers in Ontario during FY 2021-22. At the end of 2021 the MCC program funding was exhausted.

Neighborhood Partnership Housing Services
(NPHS) Programs
Private
Financing
N/A During FY 2021-22, NPHS provided homeownership services to 267 Ontario residents. Foreclosure prevention assistance was provided to 3 homeowners, no first -time Ontario homebuyers received down payment assistance grants through the WISH program, 190 residents were provided pre -purchase/financial wellness education, and 74 residents received reverse mortgage counseling. This year, NPHS was not able to provide any senior home repair grants due to a lack of funding.

Good Neighbor Next Door Program

HUD &
FHA

$0 No homebuyers were assisted in Ontario during FY 2021-22.

Police Residence Assistance Program Ontario
General
Fund

$0 No new loans or payoffs were processed during FY 2021-22.

TOTAL HOUSING PRIORITY #3 $62,400
GRAND TOTAL – HOUSING STRATEGY $941,106
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HOMELESS STRATEGY
Program/Agency Funding
Source Expenses Accomplishments
Priority 1: Preserve and improve the supply of supportive housing and public services for the homeless and homelessness prevention services.

Assisi House and Aftercare Services
Program
CDBG $37,914 A total of 27 unduplicated homeless persons were served.

Mercy House Living Centers - Ontario
Access Center
ESG $134,325 A total of 992 unduplicated homeless persons were served at the Ontario Access Center.

House of Ruth – Services for Victims of
Domestic Violence and Their Children
ESG $11,162 A total of 54 unduplicated victims of domestic violence and their children were provided with services.

Inland Valley Hope Partners – Family
Stabilization Program at Sova Program
Center
CDBG $18,410 A total of 785 unduplicated persons were served.

Project Gateway (Supportive Housing
Program)
HUD $177,900 Thirteen (13) households consisting of eighteen (18) persons were housed using Supportive Housing Program (SHP)
vouchers.

Continuum of Care CDBG and
OHA
$199,436 In FY 2021 -22, this position provided oversight and implemented all programs related to the provision of
homeless services throughout the community.

ESG-CV Rapid Re-Housing Program ESG-CV $27,536 Two households were assisted during FY 2021-22.

ESG CV Motel Voucher Program ESG-CV $178,128 During FY 202 1-22, 119 households received assistance through this program for a total of 1,294 bed nights.

ESG-CV Diversion Program ESG-CV $0 No households received assistance from the Diversion Program in FY 2021-22. Due to lack of interest funding was reprogrammed to ESG -CV Emergency Rent and Utility
Assistance.

ESG-CV Emergency Rent and Utility
Assistance Program
ESG-CV $862,441 During FY 2021-22 the program began to
process applications for approval. A total of 110
households were assisted with emergency rent and
utility assistance payments.

ESG-CV Street Outreach and Engagement ESG-CV $43,063 This program allowed street outreach hours to be increased from 10 hours per month to 40 hours per week.

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Program/Agency Funding
Source Expenses Accomplishments
Expanded Hours at the Ontario Access
Center
General Fund $84,938 This program allowed hours at the Ontario Access Center to be expanded from 16 hours a week to over 40 hours per week, including hours on Saturday.

GRAND TOTAL – HOMELESS STRATEGY $1,775,252

SPECIAL NEEDS STRATEGY

Program/Agency Funding
Source
Expenses Accomplishments
Priority 1: Provide supportive services for special needs populations.

Inland Fair Housing and Mediation Board –
Senior Services

CDBG $10,000 A total of 13 seniors were served.

GRAND TOTAL – SPECIAL NEEDS STRATEGY $10,000

FAIR HOUSING STRATEGY

Program/Agency Funding
Source
Expenses Accomplishments
Priority 1: Continue to implement the Fair Housing Laws by providing funding to further fair housing.

Inland Fair Housing and Mediation Board –
Fair Housing (AFFH) Program

CDBG

$22,000 A total of 100 persons were provided with fair housing services.

Inland Fair Housing and Mediation Board –
Landlord/Tenant Mediation Services

CDBG $10,200 A total of 750 persons were provided with landlord/tenant mediation services.

GRAND TOTAL – FAIR HOUSING STRATEGY $32,200

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PUBLIC HOUSING STRATEGY

Program/Agency Funding
Source
Expenses Accomplishments
Priority 1: Continue to support ongoing efforts of the Housing Authority of the County of San Bernardino and the Ontario Housing Authority to maximize the use of rental assistance subsidies and other resources in the City.

Housing Authority of the County of San
Bernardino (Housing Choice Voucher
Program)

HUD $9,844,920 730 households consisting of 1,763 persons were assisted in Ontario.

Housing Authority of the County of San
Bernardino (Family Self-Sufficiency)

HUD N/A Thirteen (13) Ontario residents served.

GRAND TOTAL – PUBLIC HOUSING STRATEGY $9,844,920

COMMUNITY DEVELOPMENT STRATEGY

Program/Project Funding
Source
Expenses Accomplishments
Priority 1: Provide needed infrastructure improvements in target lower and moderate-income neighborhoods.

Community Block Wall Along Mountain
Ave
CDBG $4,988 During FY 2021-22 an architectural firm designed the wall taking into consideration the work arounds required to
construct around disinterested owners. Project is expected to be complete in FY 2022-23.

FY 2021-22 Pavement Management
Rehabilitation Program
CDBG $272,704 This project provided for pavement rehabilitation in various low- and moderate -income areas throughout Ontario to
extend the useful life of the street surfaces for at least ten years. During the FY 2021 -22, the project was bid and a contract was awarded to Pavement Coatings, Co. in July Gas Tax $388,695
Measure I $234,224
A.D.

Administration
$591,836
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79 ix
Program/Project Funding
Source
Expenses Accomplishments
Subtotal $1,487,459

2021. Construction began in August 2021 and was completed in October 2021. The contract included the rehabilitation of 9 streets, which total over 65,000 square feet of asphalt roadway. The project served to rehabilitate exi sting street pavement surfacing in eligible CDBG areas by installing a Rubberized-Modified Slurry Seal, extending the service life of the asphalt concrete pavement by an estimated 10 to 15 years. The project served to rehabilitate existing street pavement surfacing in eligible CDBG areas by installing a Rubberized-Modified Slurry Seal, extending the service life of the asphalt concrete pavement by an estimated 10 -15 years. This project is an aesthetic infrastructure improvement for the entire neighborhood with resurfaced asphalt.

FY 2020-21 Alley Pavement Management
Program
CDBG $574,971 The FY 2020-21 Alley Pavement Management program was combined with the FY 2021 -22 Alley Pavement
Management program and work for both projects is expected to be completed by Fall of 2022. The Alley Pavement
Rehabilitation Program will provide for major all ey
improvements in low and moderate -income areas that will extend the useful life of the alley surface for 20 to 30 years.

During FY 2021-2022, the project was bid and a contract was awarded to Onyx Paving Company, Inc.

Gas Tax $0
A.D.

Administration
$0
Subtotal $574,971

FY 2020-21 and FY 2021-22 LED
Streetlight Conversion

CDBG $50 Funding for the FY 2020 -21 project was rolled over to the FY 2021-22 LED streetlights project. Engineering conducted environmental assessments and awarded an initial
construction contact of $167,028 on April 21, 2022 to
California Professional Engineering Inc. to install 12 new street lights with LED fixtures. This project will begin construction in late August 2022.

Wheelchair Ramp Installation CDBG $171,500 The Parks and Maintenance Department installed a total of 36 wheelchair ramps and adjoining sidewalks.

TOTAL COMMUNITY DEVELOPMENT PRIORITY #1 $2,238,968
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Program/Project Funding
Source
Expenses Accomplishments
Priority 2: Provide for new community facilities and improve the quality of existing community facilities to serve lower- and moderate- income neighborhoods.

Sam Alba Park Restroom Renovation CDBG $27,288 During FY 202 1-22, architectural plans were prepared for this project replac ing the existing restroom with a
prefabricated restroom that will present a safer and improved restroom facility for park users. Construction is expected to take place in FY 2022-23.

TOTAL COMMUNITY DEVELOPMENT PRIORITY #2 $27,288
Priority 3: Provide needed community services to serve lower- and moderate-income residents.

Shared Vision Bringing Library to You CDBG $2,298 The mobile vehicle provides educational and physical activities such as science, technology, engineering, art and math (STEAM) activities and literacy services to
community members. During FY 2021-22 Ontario on the
Go made 141 park visits and served 1,435 community
members since launching in August 2021.

Library
Projects
$33,027
Subtotal $35,325

Ontario-Montclair YMCA - Child Care
Subsidies Program
CDBG $22,000 Thirty-Four (34) unduplicated youths were served.

TOTAL COMMUNITY DEVELOPMENT PRIORITY #3 $57,325

Priority 4: Expand the City’s economic base and promote greater employment opportunities.

Downtown Storefront Façade Improvement
Program
CDBG $0 During FY 2021-22 zero (0) qualified applicants participated in the program. Program guidelines were updated to expand the program area to coincide with the City's Downtown
District. New marketing materials were developed and staff intends on advertising the revitalized program in FY 22-23.

Mission & Mountain Storefront Façade
Improvement Program
CDBG $0 During FY 21-22 program guidelines were updated to make the program more appealing to applicants. No applications have been finalized to date. Funding should begin to be allocated in FY 22-23.

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Program/Project Funding
Source
Expenses Accomplishments
CDBG-CV Business Utility Assistance
Program
CDBG-CV $3,480 During FY 21-22 one (1) business received assistance with deferred utility payments. Program funding will be
reallocated in FY 22-23 due to lack of program demand.

CDBG-CV Small Business Stabilization
Program

CDBG-CV $10,000 During FY 21 -22 one (1) business received a loan to overcome the temporary loss of revenue due to the
coronavirus pandemic. Program funding will be reallocated in FY 22-23 due to lack of program demand
TOTAL COMMUNITY DEVELOPMENT PRIORITY #4 $13,480
GRAND TOTAL – COMMUNITY DEVELOPMENT
STRATEGY $2,337,061

ADMINISTRATIVE COSTS

Program/Project Funding
Source
Expenses Accomplishments
CDBG Administration CDBG $231,917 Administration of the CDBG Program.

CDBG-CV Administration CDBG-CV $172,701 Administration of the CDBG-CV Program.

HOME Administration HOME $113,196 Administration of HOME Program.

ESG Administration ESG $2,945 Administration of ESG Program.

ESG-CV Administration ESG-CV $16,990 Administration of the ESG-CV Program.

GRAND TOTAL – Administrative Costs $537,750
GRAND TOTAL – All Projects &
Administration $15,478,289

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I. INTRODUCTION

The Consolidated Annual Performance and Evaluation Report (CAPER) provides a comprehensive summary of housing and community development activities implemented by the City of Ontario utilizing U.S. Department of Housing and Urban Development (HUD) funds. The City has prepared this report in accordance with HUD regulations.

This report describes the progress that the City made towards achieving the affordable housing and community development goals presented in the Five-Year Consolidated Plan. The Consolidated Plan is a combination of the following components: housing and community development needs assessment, survey of available resources, five-year strategy, and One-Year Action Plan. The One-Year Action Plan is updated annually and presents the specific programs and projects to be implemented each year along with their respective funding sources and amounts.

The performance of each program and project identified in the FY 2021-22 One-Year Action Plan is presented in this report. The following is a summary of this report’s key areas:

I. Introduction

II. Consolidated Plan: Housing, Public Services, and Economic Opportunity – The Consolidated Plan serves as both a long- and short-term planning tool for housing and community development activities. This section presents important developments on housing, community development, and economic issues. All the five-year strategies are discussed in this section (Housing, Homeless, Special Needs Populations, Fair Housing, Public Housing, Lead Hazard, Community Development, and Economic Development).

III. Continuum of Care – Homelessness is a critical issue impacting both the lives of affected individuals and the quality of the community at large. This section assesses the needs of the homeless and programs and projects implemented during FY 2021-22 to address those needs.

IV. HOME-Funded Housing Activities – Quality affordable housing is the cornerstone of a viable community. This section discusses a variety of HOME-funded activity requirements, including: Community Housing Development Organizations (CHDOs), affirmative marketing and minority outreach, HOME match, and HOME inspections/monitoring.

V. Program Requirements – The City must meet specific planning, administrative, and reporting requirements that regulate all aspects of housing and community development activities supported with federal funds. This section assesses the City’s capacity to carry out these types of activities in compliance with federal regulations including citizen participation, oversight, management, and accounting systems.

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VI. Overall Assessment – This section of the CAPER provides a detailed analysis of the progress made towards meeting the goals of the Five-Year Consolidated Plan during FY 2021-22.

VII. Other Actions Undertaken – This section provides information regarding the City’s anti- displacement strategy, institutional structure, and anti-poverty strategy.

VIII. Additional CDBG Required Narratives – This section provides information regarding the assessment of the relationship of CDBG funds and the status of CDBG loans and other receivables.

IX. Public Review and Comments – This section provides information on public comments received.

X. HUD Reports – This section concludes the CAPER with the following HUD reports generated by the Integrated Disbursement and Information System (IDIS) and other required HUD reports:

1. Summary of Activities (C04PR03) – lists each CDBG activity, which was open during a program year. For each activity, the report shows the status, accomplishments, program year narrative and program year expenditures. For each activity, the report also shows the activity code, regulation cite and characteristics of the beneficiaries.

2. CDBG Financial Summary Report (C04PR26) – shows the commitment of funds and expenditures the grantee has made for a specified program year. The expenditures are summarized to determine the relevant indicators for planning/administration, public service activities, and economic development.

This report also contains program year information on meeting HUD’s statutory requirements of serving low- and moderate-income households.

3. CDBG-CV Financial Summary Report (C04PR26 -CV) – shows the commitment of funds and expenditures the grantee has made for a specified program year. The expenditures are summarized to determine the relevant indicators for planning/administration, public service activities, and economic development in response to the COVID-19 pandemic. This report also contains program year information on meeting HUD’s statutory requirements of serving low- and moderate-income households.

HOME REPORTS

3. Status of HOME Activities (C04PR22) – provides status of HOME activities for all fiscal years. This report shows funds committed to each activity and disbursed dollar amounts.

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4. Status of HOME Grants (C04PR27) – provides a status of HOME grants for each fiscal year.

5. HOME Match Report (HUD-40107-A) – provides match contribution information for Fiscal Year 2021-22.

6. HOME Annual Performance Report (HUD-40107) – provides Minority Business Enterprises (MBE) and Women Business Enterprises (WBE) contracting information for Fiscal Year 2021-22. In addition, this report provides information on HOME program income received during the reporting period.

ESG REPORTS

7. ESG CAPER Report – provides information on performance measures for ESG funded activities.

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II. CONSOLIDATED PLAN – Housing, Public Services and Economic Opportunities

This section contains the following elements:

a. An overview of the Action Plan;
b. A summary of resources available for housing and community development projects; c. Housing activities conducted during FY 2021-22 in support of Action Plan priorities; d. Homeless activities conducted during FY 2021-22 in support of Action Plan priorities; e. Special population activities conducted during FY 2021-22 in support of Action Plan priorities;
f. Fair housing activities conducted during FY 2021-22 in support of Action Plan priorities; g. Public housing activities conducted during FY 2021-22 in support of Action Plan priorities; h. Lead hazard activities conducted during FY 2021-22 in support of Action Plan priorities; and
i. Community development activities conducted during FY 2021-22 in support of Consolidated Plan priorities.

A. OVERVIEW

The FY 2021-22 Action Plan was the second One-Year Action Plan component of a five-year strategy covering the period of FY 2020-2024. The Five-Year Consolidated Plan articulates the City’s vision for enhancing the quality of life in Ontario by addressing housing and community development issues. The One-Year Action Plan identified specific activities conducted in support of the priorities and objectives originally presented in the Five-Year Consolidated Plan. A concise executive summary was included as an introduction to the Action Plan in order to increase understanding by civic leaders, other organizations, City residents, and others not familiar with the complexities of housing and community development issues.

The Action Plan was developed through a series of workshops, meetings, and public hearings with City staff from various departments involved in housing and community development, non-City organizations, Ontario residents, and the City Council. The funding allocation development process relied heavily on input from each of these stakeholders. Availability of funds was advertised in the local media, and application materials were designed and distributed with the intention of soliciting proposals for programs to implement the objectives and goals of the Consolidated Plan.

B. AVAILABLE RESOURCES

The goal of the annual Action Plan is the effective utilization of resources to meet housing and community development needs. The table on the following page identifies the various sources of funding available for housing and community development programs and projects.

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FUNDING SOURCE

ACTIVITIES FUNDED

PLANNED
AMOUNT
ACTUAL
AMOUNT

AWARDED/

RECEIVED/

ON HAND
(FY 2021-22)
Community Development
Block Grant (CDBG)

Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services.

$1,909,738 $1,909,738
CDBG Program Income Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services.

$0 $0
CDBG Rollover from prior
years and reallocated funds
Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services.

$197,777 $197,777
CDBG-CARES (CDBG-CV) Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services in response to
COVID-19.
$589,987 $589,987
HOME Investment
Partnership (HOME)

Housing construction, rehabilitation
activities, homebuyer activities, and
tenant based rental assistance.

$748,625 $748,625
HOME Program Income

Housing construction, rehabilitation
activities, homebuyer activities, and
tenant based rental assistance.

$0 $25,925
HOME Rollover from prior
years and reallocated funds

Housing construction, rehabilitation
activities, homebuyer activities, and
tenant based rental assistance.

$0 $0
Emergency Solutions Grant
(ESG)

Essential support services and
operating expenses for homeless
facilities and programs.

$159,018 $159,018
ESG-CARES (ESG-CV) Essential support services and
operating expenses for homeless
facilities and programs in response to
COVID-19
$1,709,484 $1,709,484
Housing Asset Fund
*Cash on hand balance as of
July 1, 2021.

Homeownership assistance, housing
acquisition and rehabilitation, and
homeless services.
$1,045,324 $1,063,082
Ontario Housing Authority
*Cash on hand balance as of
July 1, 2021.

Housing acquisition, property
rehabilitation, and maintenance.

$4,467,364 $2,189,849
Transformative Climate
Community Grant
Provides funding for California
Climate Investment programs,
including affordable housing, active
transportation programs, low income
weatherization programs, and urban
greening.

$19,420,468 $19,241,975
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FUNDING SOURCE

ACTIVITIES FUNDED

PLANNED
AMOUNT
ACTUAL
AMOUNT

AWARDED/

RECEIVED/

ON HAND
(FY 2021-22)
BEGIN Reuse Account

Provides deferred-payment second
mortgage loans to qualified buyers of
new homes and/or homeowner-
occupied rehabilitation loans.

$62,798 $62,798
CalHome Reuse Account

Provides deferred -payment second
mortgage loans to qualified buyers of
new homes and/or homeowner -
occupied rehabilitation loans.

$51,560 $51,560
Permanent Local Housing
Allocation
Housing construction, rehabilitation
activities, homebuyer activities, and
homeless prevention.

$1,429,994 $1,429,994
TOTAL $31,792,138 $29,379,812

The narrative listed below discusses each funding source used to support programs and projects implemented during the period covered by this report.

Federal Housing and Community Development Funds: The City is entitled to receive funding from a variety of federal sources. During FY 2021-22, the City participated in the following federal programs:

• The Community Development Block Grant (CDBG) program which provided $1,909,738 for housing and community development programs, and an additional $197,777 was available for programs from prior year funds;

• The HOME Investment Partnership program which provided $748,625 for housing-related activities, and an additional $25,925 was available from program income; and

• The Emergency Solutions Grant (ESG) program which provided $159,018 for homeless facilities and programs.

Federal Housing and Community Development Funds in Response to COVID-19: In response to the COVID-19 pandemic, the Coronavirus Aid, Relief, and Economic Security Act of 2020 (CARES Act) was passed by Congress on March 27 , 2020, authorizing HUD to distribute additional funding to entitlement communities to be used towards programs that prevent, prepare for, and respond to coronavirus. In FY 2021-22, The City had the following CARES Act funding remaining to program:

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• The Community Development Block Grant – CARES Act (CDBG-CV) program which provided $589,987 for housing and community development programs in response to COVID-19; and

• The Emergency Solutions Grant – CARES Act (ESG-CV) program which provided $1,709,484 for homeless facilities and programs in response to COVID-19.

CDBG and HOME Program Income: During FY 2021-22, the City received $0 in CDBG program income and $25,925.16 in HOME program income.

Housing Choice Voucher Program: The Housing Choice Voucher Program provides a valuable resource for affordable housing. According to the Housing Authority of the County of San Bernardino (HACSB) there were approximately 730 Housing Choice Voucher Program participants in Ontario during the reporting period.

State Funds: During FY 2021-22, the City continued to operate programs utilizing the following grants from the State of California:

• The BEGIN Program: The City has established a BEGIN reuse account in accordance with program regulations to utilize funds received as repayments on BEGIN and CalHome program loans.
• The Transformative Climate Community Grant: In FY 2018-19, the City received a $33.2 million grant award from the State of California Strategic Growth Council for a variety of California Climate Investment programs including affordable housing, low-income weatherization programs, active transportation programs, and urban greening. In FY 2021- 22 the City had a remaining grant balance of $19,241,975.

Leveraging Resources: The City pro-actively pursues leveraging opportunities to maximize funding available to implement housing and community development activities. Federal funds available through HUD have provided the City an opportunity to leverage other resources. Listed in the table below are total project budget or expenditure amounts for the programs and activities that leveraged public and private resources:

Program/Project

HUD Funds

Other Funds
FY 2021-21 Pavement Management Rehabilitation Program

$272,704 $1,214,755
Continuum of Care

$150,503 $49,933
Shared Vision Bringing Library to You

$2,298 $33,027
TOTAL

$425,505 $1,297,714

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NOTE: Sections are divided by the following strategies: Housing Strategy, Homeless Strategy, Special Needs Strategy, Fair Housing Strategy, Public Housing Strategy, Lead Hazard Strategy, Community Development Strategy, and Economic Development Strategy. Please refer to the attached IDIS reports for statistical program performance information including demographic information.

C. HOUSING STRATEGY

This section is a discussion of the priorities and corresponding activities, which address various housing and housing-related issues.

Priority 1: Expand affordable rental housing opportunities, particularly for low -income persons.

Five-Year Objectives: The City of Ontario Housing Department will work with developers and subrecipients to expand affordable rental housing opportunities, particularly for low -income persons.

Accomplishments: The City worked with a subrecipient to administer the HOME Tenant Based Rental Assistance Program and worked with a developer to complete construction on a new 101 - unit affordable housing development. The table on the following page identifies all programs and projects specifically designed to support this priority:

Program/Project Type of
Assistance
Expenses Annual
Goal
Annual Accomplishments
Tenant Based Rental
Assistance Program
HOME $195,908 15 A total of thirty -eight (38) households were assisted through this program
during FY 2021 -22. Sixteen (16)
households had their TBRA
certificates renewed, fourteen (14)
households completed their TBRA
program assistance, and eight (8)
households leased new units with
assistance this year.

Sites for Future Affordable
Housing Development*
Other Funds $9,310 N/A The Ontario Housing Authority acting as the successor agency to the Ontario
Redevelopment Agency and the City
of Ontario acting as the successor
agency to the Ontario Redevelopment
Agency are currently maintaining
approximately 7 sites for future
development of affordable housing.

During FY 2021 -22, Disposition and
Development Agreements for two of
the seven properties were amended.

TOTAL $205,218
*Activities not mentioned within the One-Year Action Plan under this priority.

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TENANT BASED RENTAL ASSISTANCE PROGRAM

This program is designed to assist the most vulnerable and hardest to house chronically homeless individuals and families currently accessing services at the Ontario Access Center, receiving services from an Ontario-funded homeless services provider, or being served by a social services provider at the Ontario Access Center. Mercy House Living Centers works in cooperation with the Ontario Police Department, Ontario Code Enforcement, and the San Bernardino County Department of Behavioral Health to identify a nd provide services to Ontario’s chronically homeless population to move them quickly into permanent supportive housing.

A total of thirty-eight (38) households were assisted through this program during FY 2 021-22.

Sixteen (16) households had their TBRA certificates renewed, fourteen (14) households completed their TBRA program assistance, and eight (8) households lease new units with assistance during the reporting period.

SITES FOR FUTURE AFFORDABLE HOUSING DEVELOPMENT

The Ontario Housing Authority act ing as the successor agency to the Ontario Redevelopment Agency and the City of Ontario are currently maintaining approximately seven sites for future development of affordable housing.

During FY 20 21-22, the Ontario Housing Authority amended the Disposition and Development Agreements for two properties that are currently being used as vacant land . Funds from the disposition of these properties will be used by the Authority for future affordable housing development. Disposition for these sites is expected to occur in 2022.

Priority 2: Create new, preserve, and rehabilitate existing rental and owner -occupied housing units.

Five-Year Objectives: The City will support the creation, preservation, and rehabilitation of suitable housing units, which are designed to both meet the needs of the community’s renter and owner-occupied households and contribute to the revitalization of the City’s neighborhoods.

Accomplishments: The City’s housing investment plan (along with related programs and projects supporting this priority) targeted existing homeowners and renters. The City used CDBG to implement projects and programs under this strategy. In addition, the City has received $33.2 million from the California Strategic Growth Counc il under the Transformative Climate Communities program to provide additional investment in preserving Ontario’s housing stock.

Within the FY 2021-22 One-Year Action Plan, the programs listed on the following pages were administered to support this priority:

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Program/Project Type of
Assistance
Expenses Annual
Goal
Annual Accomplishment
Community Improvement
Team

CDBG $41,489 300
households
A total of 294 inspections were
completed during the reporting
period. 28 citations were given,
157 notices issued and 128 cases
closed at 186 unique parcels.

Low-Mod Assisted
Housing Developments*

$0 N/A Continued ongoing monitoring
efforts of affordable housing
developments consisting of 2,010
units throughout Ontario.

Guadalupe Residence
(411 North Parkside
Avenue)
CDBG $0 N/A The acquisition was completed in
2018. Rehabilitation work was
delayed due to the COVID -19
pandemic and coordinating with
the solar energy provider. Work
is expected to be complete in
2023.

HOME $0
Subtotal $0
Ontario Shines Single
Family Solar PV*
TCC $287,500 N/A During FY 202 1-22, thirty-four
(34) homeowners were assisted
with no-cost solar installations.

Ontario Shines Multi-
Family Solar PV*
TCC $299,760 N/A During FY 2021-22, the program
began working on installations
for two multi -family solar
projects at Assisi House and
Francis Apartments.

Construction for both projects is
expected to be completed by the
end of 2022.

Conservation Home
Improvement Program
(CHIP Loan)
CDBG $44,739 16 During FY 2021 -22, two (2 )
applications were approved and
loans were issued for qualifying
improvements. Work on both
homes was completed in the Fall
of 2021.

TOTAL $673,488
*Activities not mentioned within the One-Year Action Plan under this priority

COMMUNITY IMPROVEMENT TEAM

The Community Improvement Team (CIT) consists of members of the City of Ontario Community Improvement Department who are trained at recognizing and abating health and safety code violations, building code violations, fire code violations, and various other state and federal regulations. The team can draw resources and assistance from other City Departments, such as the Ontario Fire Department, Police Department, and the City Attorney’s Office, on an as -needed basis.

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During FY 2021-22, $41,489.46 was expended for the CIT Program. A total of 294 inspections were completed during the reporting period. Staff issued 28 citations and 157 notices. There were 128 cases closed.

ASSISTED HOUSING DEVELOPMENTS

During FY 2021-22, the City of Ontario Housing Department was responsible for the affordability and maintenance monitoring of the 2,010 restricted housing units shown in the below table to ensure compliance with respective Owner Participation Agreements and/or Regulatory Agreements:

LOW-MOD ASSISTED HOUSING DEVELOPMENTS
Project Description
Avante (f/k/a Waterford Court) (Family
Complex)
1675 E. G St.
165 units
11 units restricted for very low-income (50% of AMI)
22 units restricted for low-income (80% of AMI)
17 units restricted for moderate-income (110% of AMI)

Assisi House
(Transitional Housing)
517, 521, 525 N. Virginia Ave.
9 units
2 family units restricted for very low-income (50% of AMI) 5 units restricted for low-income (80% of AMI)
1 unit reserved for property manager
1 unit reserved for project office

Begonia (Family Complex)
209, 216, 217, 222, 223, 228, 231, & 305
North Begonia Ave. and 1164 W. Vesta St.
and 1165 W. Hollowell St.
40 units
7 units restricted for very low-income (50% of AMI)
20 units restricted for low-income (80% of AMI)
12 units restricted for moderate-income (110% of AMI)
1 unit reserved for property manager

Casitas (Family Complex)
1900 S. Campus Ave.
253 units
26 units restricted for low-income (80% of AMI)
22 units restricted for moderate-income (120% of AMI)

Cedar Villas Senior Apartments
(Senior Complex)
301 E. Cedar St.
136 units
27 units restricted for very low-income (50% of AMI)
96 units restricted for moderate-income (110% of AMI)

Cichon Properties (Family Complex)
415A and 415B N. Plum Ave., 225 E. D St.
3 units
1 unit restricted for very low-income (50% of AMI)
1 unit restricted for low-income (80% of AMI)
1 unit restricted for moderate-income (120% of AMI)

Cinnamon Ridge (Senior Complex)
1051 E. Fourth St.
101 units
21 units restricted for very low-income (50% of AMI)
60 units restricted for low-income (80% of AMI)
20 units restricted for moderate-income (120% of AMI)

City Center Senior Apartments (Senior
Complex)
208 Lemon Street
76 units
8 units restricted for extremely low income (30% of AMI) 16 units restricted for very low income (40% of AMI)
51 units restricted for very low-income (50% of AMI)
1 unit reserved for on-site property manager

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Project Description
Emporia Place (Family Complex)
220 S. Fern Ave.
75 units
8 units restricted for extremely low income (30% of AMI) 12 units restricted for very low income (40% of AMI)
30 units restricted for very low-income (50% of AMI)
24 units restricted for low-income (60% of AMI)
1 unit reserved for on-site property manager

Encore Townhomes (f/k/a Waverly Place)
(Family Complex)
1725 E. G St.
155 units
31 units restricted for low-income (80% of AMI)
31 units restricted for moderate-income (110% of AMI)

Estancia (Family Complex)
1720 E. D St.
152 units
31 units restricted for moderate-income (Mod-I) (80% of AMI) 54 units restricted for moderate-income (Mod-II) (120% of AMI)

Francis Street Apartments (Family
Complex)
307-311 West Francis Street
15 units
2 units restricted for very low-income (50% of AMI)
8 units restricted for moderate-income (Mod-I) (80% of AMI) 5 units restricted for moderate-income (Mod-II) (120% of AMI)

Guadalupe Residence
(Family Complex)
411 and 412 N. Parkside Ave.
15 units
9 units restricted for low-income (80% of AMI)
5 units restricted for very low-income (50% of AMI)
1 unit reserved for program support

Landmark at Ontario (Family Complex)
950 N. Duesenberg Dr.
469 units
71 units restricted for moderate income (120% of AMI)

Metro 102 Apartments (Family Complex)
102 N. Lemon St.
160 units
159 unites restricted for moderate-income (120% of AMI) 1 unit reserved for on-site property manager

Mission Oaks (Family Complex)
1427 W. Mission Blvd.
80 units
16 units restricted for very low-income (50% of AMI)
64 units restricted for moderate-income (120% of AMI)

Mountain View Senior Apartments
Phase I (Senior Complex)
511 N. Palmetto Ave.
86 units
10 units restricted for extremely low-income (30% of AMI) 10 units restricted for very low-income (40% of AMI)
45 units restricted for very low-income (50% of AMI)
19 units restricted for low-income (60% of AMI)
2 units reserved for on-site property managers

Mountain View Senior Apartments
Phase II (Senior Complex)
511 N. Palmetto Ave.
20 units
2 units restricted for extremely low-income (30% of AMI) 2 units restricted for very low-income (40% of AMI)
10 units restricted for very low-income (50% of AMI)
6 units restricted for low-income (60% of AMI)

Ontario Townhouses
1360 E. D St.

Project-Based Rental Assistance
86 units
26 units restricted for very low-income (50% of AMI)
59 units restricted for low-income (60% of AMI)
1 unit reserved for on-site property manager

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Project Description
Palm Terrace Co-op Phase I – Formerly
Ontario Senior Housing (Senior Complex)
1433 E. D St.
91 units
90 units restricted for very low-income (50% of AMI)
1 unit reserved for on-site property manager

Palm Terrace Co-op Phase II – Formerly D
Street Senior Housing (Senior Complex)
1449 East D St.
48 units
47 units restricted for very low-income (50% of AMI)
1 unit reserved for on-site property manager

Park Centre (Family Complex)
850 N. Center St.
404 units
5 units restricted for low-income (60% of AMI)
81 units restricted for low-income (80% of AMI)
15 units restricted for moderate-income (110% of AMI)

Rancho Vista (f/k/a Cambridge Square)
(Family Complex)
1037 N. Archibald Ave.
125 units
12 units restricted for very low-income (50% of AMI)
13 units restricted for low-income (80% of AMI)
25 units restricted for moderate-income (110% of AMI)

Seasons Senior Apartments
(Senior Complex)
955 N. Palmetto Ave.
80 units
32 units restricted for very low-income (50% of AMI)
46 units restricted for low-income (60% of AMI)
2 units restricted for on-site property manager

Summit Place (formerly Terrace View)
(Family Complex)
1130 W. Fourth St.
75 units
15 units restricted for very low-income (50% of AMI)
1 unit restricted for low-income (60% of AMI)
59 units restricted for moderate-income (110% of AMI)

Summit Walk (formerly Parc Vista)
(Family Complex)
1206 W. Fourth St.
78 units
16 units restricted for very low-income (50% of AMI)
4 units restricted for low-income (60% of AMI)
58 units restricted for moderate-income (110% of AMI)

Vesta Apartments (Family Complex)
520 – 526 ½ W. Vesta St.
6 units
2 units restricted for very low-income (50% of AMI)
2 unit restricted for low-income (80% of AMI)
2 units restricted for moderate-income (120% of AMI)

Vintage Apartment Homes
(Family Complex)
955 N. Duesenberg Dr.
300 units
45 units restricted for moderate income (120% of AMI)

Vista Verde (Family Complex)
110 N. Virginia Ave.
101 units
21 units restricted for extremely low-income (30% of AMI) 37 units restricted for very low-income (50% of AMI)
42 units restricted for low-income (60% of AMI)
1 unit restricted for on-site property manager

Woodside Senior Apartments II
(Senior Complex)
302 W. G St.
60 units
6 units restricted for very low-income (50% of AMI)
6 units restricted for low-income (80% of AMI)
48 units restricted for moderate-income (110% of AMI)

Woodside III (Senior Complex)
408 W. G St.
84 units
7 units restricted for very low-income (50% of AMI)
10 units restricted for low-income (80% of AMI)
67 units restricted for moderate-income (110% of AMI)

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GUADALUPE RESIDENCE APARTMENTS REHABILITATION (411 NORTH

PARKSIDE AVENUE)

The City provided a loan to Mercy House CHDO, Inc. and entered into a HOME Program Participation Agreement with Mercy House CHDO, Inc. and the Ontario Housing Authority to acquire and rehabilitate this eight-unit apartment building, located at 411 North Parkside Avenue.

During FY 2016-17, the HOME Program Participation Agreement was executed and a physical needs assessment inspection was conducted of the property. The acquisition was completed by Mercy House CHDO and escrow closed in February 2018. After the close of escrow, the affordability restrictions on the property were changed from seven (7) units restricted to moderate- income households (at or below 120% AMI) and one (1) property manager’s unit to four (4) units restricted to low-income households (at or below 80% AMI), three (3) units restricted to very low- income households (at or below 50% AMI), and one (1) property manager’s unit. One household was relocated related to this project during June 2018 because the household did not meet the income restrictions for the unit. During FY 2020 -21, the rehabilitation work was delayed to coordinate with GRID Alternatives, the solar energy equipment installer working with the TCC program so that the solar installation can be included as part of the rehabilitation. In addition, the project was delayed as a result of the COVID-19 pandemic. In FY 2021-22 the project was pending additional guidance from the Department of Housing and Urban Development. Rehabilitation work is expected to be completed in 2023.

ONTARIO SHINES SINGLE FAMILY SOLAR PV

This program provides installation of solar photovoltaic systems on single -family homes through a third -party ownership model within the TCC project area. Installation will be accomplished through community volunteers and paid interns through the TCC workforce development efforts.

Qualified homeowners will receive grants for home improvements necessary to facilitate the solar installation.

During FY 2021-2022, thirty-four (34) homeowners were approved and received free home solar systems.

ONTARIO SHINES MULTI-FAMILY SOLAR PV

This program will install up to 340kW on affordable multi-family developments within the TCC project area with community volunteers and paid interns.

During FY 2021-22, funds were expended to purchase equipment and c omplete installations for two multi-family solar projects, Francis Apartments and Assisi House. Francis Apartments is a community consisting of 15 units of affordable housing and Assisi House is a transitional housing facility serving homeless single men, single women, and single mothers. Construction on these two projects is expected to be completed during FY 2022-23.

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CONSERVATION HOME IMPROVEMENT LOAN PROGRAM

This program will provide low-income homeowners with a loan to make energy efficiency or water conservation improvements to the exterior of their homes. Eligible improvements will include roof repairs/replacement, window replacement, exterior painting, landscaping improvements, irrigation systems and other improvements deemed necessary to provide energy/water conservation benefits.

During FY 2021-22, $44,738.85 was expended for the Conservation Home Improvement Program.

Two applicants were approved, and qualifying rehabilitation work was completed.

Priority 3: Increase affordable homeownership opportunities, particularly for low- and moderate-income persons.

Five-Year Objectives: The City of Ontario Housing Department will seek opportunities to increase the housing options for lower- and moderate-income households, including direct down payment assistance for homeownership.

Accomplishments: Mortgage revenue bonds and other public and private funds were used to implement and administer programs designed to increase access to existing housing resources.

The table below identifies all programs and projects specifically designed to support this priority:

Program/Project Type of
Assistance Expenses Annual
Goal Annual Accomplishments
MyHome Assistance Program* Bond
Financing
$62,400 N/A Five (5) homebuyers were assisted in
Ontario during FY 2021-22.

Home Buyer Assistance (County
of San Bernardino Mortgage
Revenue Bond Program)*

Bond
Financing
$0 N/A No Mortgage Credit Certificates
(MCC) were issued to homebuyers in
Ontario during FY 2021 -22. At the
end of 2021 the MCC program
funding was exhausted.

Neighborhood Partnership
Housing Services (NPHS)
Programs*
Private
Financing
N/A N/A During FY 2021 -22, NPHS provided
homeownership services to 267
Ontario residents. Foreclosure
prevention assistance was provided to
3 homeowners, no first -time Ontario
homebuyers received down payment
assistance grants through the WISH
program, 190 residents were provided
pre-purchase/financial wellness
education, and 74 residents received
reverse mortgage counseling. This
year, NPHS was not able to provide
any senior home repair grants due to
a lack of funding.

Good Neighbor Next Door
Program*

HUD &
FHA
$0 N/A No homebuyers were assisted in
Ontario during FY 2021-22.

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Program/Project Type of
Assistance Expenses Annual
Goal Annual Accomplishments
Police Residence
Assistance Program*
Ontario
General
Fund

$0 N/A No new loans or loan payoffs were
processed during FY 2021-22.

TOTAL $62,400
*Activities not mentioned within the One-Year Action Plan under this priority.

MYHOME ASSISTACE PROGRAM (SCHOOL PROGRAM) (CALIFORNIA HOUSING

FINANCE AGENCY)

The MyHome Assistance Program is restricted to low-to moderate-income first-time homebuyers.

The program provides a maximum loan exemption to q ualifying teachers, administrators, school district employees, and staff members working for any California K -12 public school, which includes charter schools and county/continuation schools . The exemption also extends to qualifying fire department employees defined as firefighters, administrators and all other state, federal, local or tribal fire department employees.

MyHome Assistance junior loans are up to 3.5% of the purchase price and can only be combined with an eligible CalHFA first mortgage loan. MyHome Assistance subordinate loans can only be used for downpayment assistance and/or closing costs.

During FY 2021-22, five homebuyers were assisted within Ontario through this program.

HOME BUYER ASSISTANCE (COUNTY OF SAN BERNARDINO MORTGAGE

REVENUE BOND PROGRAM)

Due to the uncertainty in the bond market and with historically low interest rates available to homebuyers on the open market, the County is not actively offering a single-family mortgage revenue bond program. However, the County in conjunction with National Homebuyers Fund, Inc. and CRHMFA Homebuyers Fund are offering Mortgage Credit Certificates (MCC) to qualified homebuyers.

During FY 2021-22, no MCCs were issued to homebuyers in Ontario. MCC funding was exhausted at the end of the fiscal year.

NEIGHBORHOOD PARTNERSHIP HOUSING SERVICES PROGRAMS

The City works in cooperation with Neighborhood Partnership Housing Services (NPHS), a non- profit organization, to provide a variety of programs including first-time homebuyer programs, home improvements, and homebuyer education. NPHS is a member of the NeighborWorks® Network, a national network of more than 240 community-based organizations across the country that provide programs and services that are focused on assisting individuals and families achieve their dream of homeownership. NPHS’s mission is to build stronger communities by providing DRAFT
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innovative homeownership opportunities, assisting families succeed in homeownership and partnering to improve the quality of life in neighborhoods.

During FY 2021-22, NPHS provided homeownership services to 267 Ontario residents.

Foreclosure prevention assistance was provided to three Ontario homeowners and no first-time Ontario homebuyers received down payment assistance grants through the WISH program. A total of 1 90 residents were provided pre-purchase/financial wellness education, and 74 residents received reverse mortgage counseling. This year, NPHS was not able to provide any senior home repair grants due to a lack of funding.

GOOD NEIGHBOR NEXT DOOR PROGRAM

Through these programs, HUD offers a 50% discount from the list price of single-family homes, townhouses, and condominiums located in designated revitalization areas to law enforcement officers, pre-Kindergarten through 12th grade teachers, firefighters, and emergency medical technicians. Recipients must reside on the property and maintain it as their sole residence for a minimum period of three years. Eligible properties for purchase are HUD-owned properties located within Revitalization Areas in the jurisdiction for which they are employed.

HUD had no Good Neighbor Next Door Program sales during FY 2021-22 in Ontario.

POLICE RESIDENCE ASSISTANCE PROGRAM

The City offers the Police Residence Assistance Program to Ontario police officers. The purpose of the program is to encourage Ontario police officers to live within the City. Through this program, the City provides forgivable loans of up to $10,000 to Ontario police officers, which may be used to assist the officers in purchasing a new home within Ontario or may be used to reduce the balance on any existing first trust deed for their current Ontario residence.

During FY 2021-22, no new loans or loan payoffs were processed.

D. HOMELESS STRATEGY

This section is a discussion of the priorities and corresponding activities, which address homeless services.

Priority 1: Preserve and improve the supply of supportive housing and public services for the homeless and homelessness prevention services.

Five-Year Objective: The City will participate and support the efforts of local non-profit agencies that apply for funding to provide supportive housing and public services for homeless populations or those at risk for homelessness within the City.

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Accomplishments: A comprehensive Continuum of Care (the “Continuum”) was developed and approved during FY 2004-05. Over the last fifteen years, the City has worked in cooperation with Mercy House Living Centers (Mercy House) to provide a full -service intake center, transitional housing beds, and permanent housing units in various locations for homeless individuals and families. In addition, 12 Supportive Housing Program vouchers were obtained working with the County of San Bernardino Department of Behavioral Health and the Housing Authority of the County of San Bernardino to permanently house mentally ill homeless individuals and families.

In FY 2020-21 the City received two allocations of Emergency Solutions Grant – CARES Act (ESG-CV). In partnership with Mercy House and through the coordination of multiple funding sources in combination with ESG-CV funding, the City immediately scaled initiatives to prevent, prepare for, and respond to COVID -19 impacts among individuals and families who are experiencing homelessness, receiving homeless assistance, or are at risk of becoming homeless.

The table below summarizes the funds expended and individ uals assisted by the programs and projects implemented in support of this goal:

Program/Project
Type of
Assistance

Expenses
Annual
Goal
Annual Accomplishments
Unduplicated Duplicated Total
Assisi House and
Aftercare Services
Program

CDBG $37,914 50 27 156 183
Ontario Access Center

ESG $134,325 1,100 992 791 1,783
Services for Victims of
Domestic Violence and
Their Children

ESG $11,162 100 54 300 354
Family Stabilization
Program at Sova Program
Center

CDBG $18,410 3,000 785 9,704 10,489
Project Gateway
(Supportive Housing
Program)

HUD $177,900 N/A Thirteen (13) households
consisting of eighteen (18) persons
were assisted.

Continuum of Care CDBG $150,504 N/A In FY 2021 -22, this position provided oversight and
implemented all programs related
to the provision of homeless
services throughout the
community.

Ontario Housing
Authority
$48,932
Subtotal $199,436
ESG-CV Rapid Re-
Housing Program

ESG-CV $27,536 N/A Two households were assisted
through this program during FY
2021-22.

ESG-CV Motel Voucher
Program
ESG-CV $178,128 N/A 119 households received assistance
through this program for a total of
1,294 household bed nights.

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Program/Project
Type of
Assistance

Expenses
Annual
Goal
Annual Accomplishments
Unduplicated Duplicated Total
ESG-CV Homeless
Diversion Program
ESG-CV $0 N/A No households received assistance
from the Diversion Program in FY
2021-22. Due to lack of interest
funding was reprogrammed to
ESG-CV Emergency Rent and
Utility Assistance.

ESG-CV Emergency
Rent and Utility
Assistance Program

ESG-CV $862,441 N/A During FY 2021-22 the program
began to process applications for
approval. A total of 110 households
were assisted with emergency rent
and utility assistance payments.

ESG-CV Street Outreach
and Engagement
ESG-CV $43,063 N/A This program allowed street
outreach hours to be increased from
10 hours per month to 40 hours per
week.

Expanded Ontario Access
Center Hours
General Fund $84,938 N/A This program allowed hours at the Ontario Access center to be
expanded from 16 hours a week to
over 40 hours per week, including
hours on Saturday.

TOTAL $1,775,252

ASSISI HOUSE AND AFTERCARE SERVICES PROGRAM

Assisi House is a transitional housing program for single men, single women, and single women with children operated by Mercy House. All residents work with a program manager and attend regular case management meetings to set goals in the areas of housing, health, finances, and life skills. Residents are able to save money and eventually transition into permanent affordable housing. Upon completion of the program, successful graduates are eligible for aftercare services.

The aftercare services program provi des monthly case management for a year after exiting the program and residents may attend additional workshops, life skills classes, and social events.

During FY 2021-22, the Assisi House and Aftercare Services program provided services to 27 unduplicated clients. A total of 183 new and repeat clients received services through this program.

ONTARIO ACCESS CENTER

Mercy House Center Ontario provides basic needs to the homeless or those on the verge of becoming homeless. Clients are served on a first come, first served basis and receive basic emergency items such as food vouchers, ID card assistance, bus passes, hygiene kits, prescription assistance, gift cards, referrals, and use of the telephone. The center’s focus is to stabilize homeless individuals and families and transition them into stable permanent housing.

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During FY 2021-22, staff at the Ontario Access Center provided services to 992 unduplicated individuals. A total of 1,783 new and repeat clients were provided with services during the reporting period.

SERVICES FOR BATTERED WOMEN AND THEIR CHILDREN

House of Ruth’s shelter is a 30 -bed, 24-hour emergency safe shelter, which provides shelter and support services to battered women and their children free of charge. Transportation, meals, clothing, and personal care items are included in the shelter stay. Individual and group counseling was provided for women and children. Workshops were held weekly covering such subjects as self-sufficiency, housing opportunities, and employment strategies. Support services and program materials were provided in English and Spanish.

During FY 2021-22, House of Ruth provided 54 unduplicated and 354 repeat Ontario residents assistance through this program. A total of 1,139 Ontario residents were provided additional services; 34 were assisted with shelter services, 137 received counseling, 64 were provided with hotline services, 887 attended community education classes, and 17 Ontario residents were assisted with obtaining Temporary Restraining Orders.

FAMILY STABILIZATION PROGRAM AT SOVA PROGRAM CENTER

During FY 2021-22, 785 unduplicated homeless and economically disadvantaged households were assisted through this program. A total of 10,489 new and repeat households were served during this reporting period. The Inland Valley Council of Churches (IVCC), dba Inland Valley Hope Partners operates this program. The SOVA Food Security Center helps low-income Ontario families maintain their health and avoid homelessness by providing emergency food assistance (fifteen-meal supply of nutritious food) and a wide range of supportive services for homeless individuals and families, and those at risk for homelessness.

PROJECT GATEWAY (SUPPORTIVE HOUSING PROGRAM VOUCHERS)

The City worked, in conjunction with the Ontario Housing Authority, Mercy House Living Centers, HACSB, Step Up on Second, and the County of San Bernardino Department of Behavioral Health (DBH), to implement Project Gateway. Project Gateway is a funded through HUD’s Continuum of Care program and provides project-based vouchers to homeless individuals and families within Ontario’s Homeless Continuum of Care’s inventory of permanent housing units. The grant is renewed on an annual basis and provides that up to $189,030 in rental subsidies will be provided for a one-year term and is expected to be renewed annually. In addition, DBH and Mercy House Living Centers agreed to provide the required match in supportive housing services to the residents.

Through this program, participants pay approximately 30% of their income for rent and the remaining rental payment is provided by the HACSB to the Ontario Housing Authority.

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provided resources for employment and career readiness development for those able to participate and are assisted with other supporting housing services designed to increase their household income and future self-sufficiency.

During FY 2021-22, 13 households consisting of 18 persons were served by this program.

CONTINUUM OF CARE

A comprehensive Continuum of Care (the “Continuum”) was developed and approved during FY 2004-05. Over the last decade, the City has worked in cooperation with Mercy House Living Centers (Mercy House) to provide a full -service access center, street outreach and en gagement services, a variety of complimentary services targeted at ending or preventing homelessness, transitional housing beds, a tenant-based rental assistance program, and permanent housing units in various locations targeted to serving homeless individ uals and families. In addition, 12 Supportive Housing Program vouchers were obtained and continue to be renewed working in partnership with Mercy House, the County of San Bernardino Department of Behavioral Health, and the Housing Authority of the County o f San Bernardino to permanently house mentally ill homeless individuals and families.

In FY 2020-21, the City restructured the delivery of homeless services and added a City staff position to provide oversight and implement all programs related to the provision of homeless services throughout the community. During FY 2021-22, this position continued to drive the City’s homeless services strategy.

In addition, several components were added to the Continuum of Care using both federal and non- federal funding sources. CARES Act ESG-CV funds were used to develop and operate a number of programs in response to and to aid in the recovery from the COVID -19 pandemic including a motel voucher program, additional street outreach efforts, a homeless systems diversion program, a rapid rehousing program targeted to those placed in motels during the coronavirus pandemic, and the creation of an eviction prevention program. City general funds were used to enhance hours at the Ontario Access Center increasing from 16 hours per week to over 40 hours per week, including hours on Saturdays.

ESG-CV RAPID RE-HOUSING PROGRAM

This program is designed to provide a housing exit solution for those unshe ltered individuals and households placed in the motels as part of the City’s response to the coronavirus pandemic. The program offers a 12 -month rental assistance coupon for a unit of the participant ’s choice and functions similarly to the City’s Tenant Based Rental Assistance program allowing participants to pay 30% of their income for rent and the program would pay the balance of rent for qualified households. Maximum assistance is $20,000 per household and may be used for rental assistance, utility assistance, and security and utility deposits.

During FY 2021-22, two households received assistance through this program.

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ESG-CV MOTEL VOUCHER PROGRAM

The City took early action during the initial onset of the coronavirus to begin sheltering unsheltered individuals and households. The ESG-CV Motel Voucher Program aims to not only protect high- risk individuals, but to also prevent the spread of the deadly virus in our communities and protect the capacity of our hospitals and healthcare system. ESG -CV funds continue to be utilized to support efforts to keep individuals and households sheltered and connect them to housing and/or diversion resources during the pandemic.

During FY 2021-22, 119 households containing 236 persons were provided with shelter as part of this program. A total of 1,294 household bed nights were provided to program participants during the reporting period.

ESG-CV HOMELESS DIVERSION PROGRAM

The City established the ESG -CV Homeless Diversion Program for individuals and families experiencing homelessness. The program help s homeless individuals and families avoid and/or reduce the length and frequency of homelessness by providing early, light -touch support in securing transportation to temporary or permanent housing arrangements.

During FY 202 1-22, no households were assisted through this program. Due to lack of interest funding was reprogrammed to the ESG-CV Emergency Rent and Utility Assistance Program.

ESG-CV EMERGENCY RENT AND UTILITY ASSISTANCE PROGRAM

The City established the ESG-CV Emergency Rent and Utility Assistance Program (ERUAP) to mitigate potential homelessness and displacement of existing Ontario residents experiencing housing instability as a result of the economic impacts of the coronavirus pandemic. The program assists Ontario residents at risk for homelessness by providing prospective and deferred rent and utility payments for very low -income households. The program will provide qualified applicants up to six months of assistance with a maximum financial benefit of $15,000 per household.

The program began accepting applications in July 2021. During FY 2021 -22, a total of 110 households were assisted.

ESG-CV STREET OUTREACH AND ENGAGEMENT

During FY 2019 -20, the City used local Low and Moderate -Income Housing Asset Funds (LMIHAF) to provide enhanced homeless services, including enhanced street outreach, an extreme weather motel voucher program, and a utility assistance program to be used as a companion to the HOME-funded TBRA program. During FY 2021-22, ESG-CV funds were used to allow additional street outreach to continue increasing the number of street outreach hours from 10 hours per month to 40 hours per week. This program has allowed Mercy House outreach staff to develop DRAFT
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relationships with Ontario’s homeless populations and determine appropriate resources to serve these households.

ENHANCED ONTARIO ACCESS CENTER HOURS
In conjunction with conducting additional street outreach, it was identified that Mercy House operations at the Ontario Access Center also needed to be enhanced. City General Funds were used to allow hours at the center to increase from 16 hours a week to over 40 hours a week, including hours on Saturdays.

E. SPECIAL NEEDS STRATEGY
Priority 1: Provide supportive services for special needs populations.

Five-Year Objective: The City of Ontario Housing Department will work to locate sites for supportive housing projects and will continue to work with non-profit organizations to provide senior services.

Accomplishments: The City worked cooperatively with Inland Fair Housing and Mediation Board (IFHMB) to provide services to low-income households that are elderly and/or disabled residents of Ontario.

Program/
Project
Type of
Assistance Expenses Annual Goal Annual Accomplishments
Senior Support Services (IFHMB) CDBG $10,000 800 persons 13 persons TOTAL $10,000

SENIOR SERVICES
During FY 2021-22, 13 seniors were assisted through the Senior Support Services Program administered by Inland Fair Housing and Mediation Board (IFHMB). This program assisted both elderly and disabled residents of Ontario with social service issues including counseling, mediation, and referral services provided on an individual basis in the office or over the telephone.

In addition, IFHMB disseminated a quarterly newsletter, WEST END SENIOR NEWS.

F. FAIR HOUSING STRATEGY
Priority 1: Continue to implement the Fair Housing laws by providing funding to further fair housing.

Five-Year Objective: The City will continue to support Inland Fair Housing and Mediation Board to provide fair housing services within Ontario.

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Accomplishments: The City worked cooperatively with Inland Fair Housing and Mediation Board to provide fair housing services and landlord/tenant mediation services.

Program/
Project
Type of
Assistance

Expenses

Annual Goal

Annual Accomplishments
Fair Housing (AFFH) Program
(IFHMB)

CDBG $22,000 100 persons 100 persons
Landlord/Tenant Mediation Services
(IFHMB)

CDBG $10,200 1,400 persons 750 persons
TOTAL $32,200

FAIR HOUSING AND MEDIATION SERVICES PROGRAM

The City contracted with Inland Fair Housing and Mediation Board (IFHMB) to provide assistance to Ontario residents regarding fair housing and landlord/tenant mediation issues. IFHMB assisted and investigated (using HUD FHIP Guidelines) complaints from individuals with alleged discrimination actions. This program also educated the public on civil rights laws utilizing various mass media outlets.

During FY 2021-22, 100 persons were assisted through the fair housing component of this program. A total of 750 persons were assisted through the housing mediation component of this program. In addition, the following outreach efforts were completed: brochures/flyers were disseminated to Ontario public agencies and community groups; 0 persons attended community education programs presented by Inland Fair Housing and Mediation Board, fair housing radio programs and public service announcements were aired on KCAL AM & FM, KDIF, KWRN, KXSB, KXRS, KWRM (English/Spanish), KSZL, KLFE, KOLA and KGGI; and celebrated National Fair Housing Month in April 2022.

Actions to Affirmatively Further Fair Housing
IFHMB implemented several of the action steps identified in the City’s Assessment of Fair Housing (AFH) (updated June 2020).

The AFH established the following goals to address contributing factors to fair housing issues:

1. Increase the supply of affordable housing in high opportunity areas;

2. Increase community integration for persons with disabilities; and

3. Ensure equal access to housing f or persons with protected characteristics who are disproportionately likely to be lower-income and to experience homelessness.

IFHMB conducts numerous workshops for property owners to provide education regarding requirements for reasonable accommodations and service/companion animals. The City will continue to work with IFHMB to provide additional educational resources to further educate property owners of their rights and responsibilities.

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The AFH cites the need for additional affordable housing as another goal to address factors contributing to fair housing issues. Many factors inhibit the ability to provide affordable housing in Ontario including market and governmental constraints. These constraints may result in housing that is not affordable to low- and moderate-income households or may render residential construction of affordable housing economically infeasible for developers.

Constraints to housing production significantly impact households with low- and moderate- incomes and special needs. Actions by local government may also impact the price and availability of housing in the City. Land use controls, site improvement requirements, building codes, development processing procedures, fees, and other local programs intended to improve the overall quality of housing may serve as a constraint to housing development.

In addition to conducting the Assessment of Fair Housing and developing recommendations to address identified goals and priorities, HUD requires that each jurisdiction develop a plan to act on the recommendations, and maintain records reflecting the actions taken. The Fair Housing Guide published by HUD stipulates that, as part of the Fair Housing Action Plan, there should be a permanent structure established for fair housing oversight responsibilities. In the case of Ontario, the City’s Housing Department is responsible for the oversight and record maintenance responsibilities for fair housing. The AFH states that as part of the City’s annual performance report for its Consolidated Plan, the City will report on its actions to affirmatively further fair housing. The City also provides a summary of its Assessment of Fair Housing and a description of the actions taken during the past program year, along with any analysis of the impact of the action. The bulk of the City’s fair housing activity is conducted by Inland Fair Housing and Mediation Board, a non-profit organization, with expertise in fair housing issues.

PROGRAM AREA SPECIFIC ACTION TAKEN ACCOMPLISHMENTS

ENFORCEMENT
Counsel 1. Persons are counseled regarding their civil rights under both the Federal and State Fair Housing
law.

100 clients served.

Investigate 1. Investigate discrimination.

2. Test for discrimination on bona fide complaint

100 clients served.

Mediation/
Conciliation

1. Mediate alleged cases of discrimination if
appropriate.

750 clients served.

Referral 1. Refer cases to State Department of Fair Housing Employment & Housing, HUD Fair Housing, or
appropriate attorney.

When appropriate.

EDUCATION
Public 1. Free regional workshops

2. Course for high school seniors

3. Community events and presentations
Disseminated brochures/flyers.
0 persons attended fair housing
workshops throughout the region.

Property Owners 1. Courses on Fair Housing for owners, property management companies, and on-site mangers.

2. Disseminate fair housing posters

3. Property management workshops

E-Mailed over 1,000 Fair
Housing Quarterly Newsletters to
Ontario rental owners and realtors
in San Bernardino County.

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PROGRAM AREA SPECIFIC ACTION TAKEN ACCOMPLISHMENTS
Realtors 1. Provide workshops for the Association

2. Equal opportunity community technical advisor

3. Provide Fair Housing guest speakers for
presentations

Offered homeownership classes
twice a week.

Municipality 1. Provide fair housing seminars to appropriate staff

2. Provide technical assistance on housing issues
Staff participated in ongoing fair
housing trainings.

Lenders 1. Fair lending technical advisor

2. CRA program development with lenders

3. HMDA analysis
Completed HMDA analysis.

Developed and disseminated
lender newsletter to discuss fair
housing issues.

Newspapers 1. Review housing ads for discrimination

2. Provide workshops for classified department as
requested.

Ongoing.

OUTREACH
Radio 1. Regular live hour shows aired on KCAL,

KWRN, KDIF, KXSB, KXRS, KBTW, KWRM
(English/Spanish), and KWRP.

2. Public service announcements (PSAs) for Fair
Housing Workshops in all countywide stations

Completed on quarterly basis.

Television 1. Guest spots on local cable interview shows (Channel 24)

2. Public announcements for Fair Housing
workshops in city cable station

A total of 16 Fair Housing cable
releases were displayed
throughout the region.

Public 1. Provide presentations to any civic or private agencies

Provided presentations to R.S.V.P
Volunteers.

Brochure 1. Sent to public and private agencies for client referral

2. Fair Housing Quarterly Newsletter to property
owners/management

E-mailed over 1,000 Fair Housing
Quarterly Newsletters to owners
throughout the region.

Newspaper 1. Advertising for fair housing workshops

2. Feature stories on fair housing month.

3. Community services feature articles.

Ongoing.

G. PUBLIC HOUSING STRATEGY

Priority 1: Continue to support the ongoing efforts of the Housing Authority of the County of San Bernardino and the Ontario Housing Authority to maximize the use of rental assistance subsidies and other resources in the City.

Five-Year Objective: The City will pro-actively pursue opportunities to increase the number of federally allocated rental assistance subsidies.

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Accomplishments: The City continued to work cooperatively with the Housing Authority of the County of San Bernardino (HACSB) during FY 2021-22. Listed below are the accomplishments of the HACSB:

Program/Project
Type of
Assistance

Expenses

Annual Goal

Accomplishments
Housing Authority of the
County of San Bernardino
(Housing Choice Voucher
Program)

HUD $9,844,920 N/A 730 households assisted in
Ontario
Housing Authority of the
County of San Bernardino
(Family Self-Sufficiency
Program)

HUD N/A N/A Thirteen (13) Ontario
residents served
TOTAL $9,844,920

HOUSING AUTHORITY OF THE COUNTY OF SAN BERNARDINO (HOUSING

CHOICE VOUCHERS)

The Housing Choice Voucher (HCV) Program provides a valuable resource for affordable housing. The HCV Program is a federally funded program that provides rental assistance to low- income individuals. According to the HACSB, there were approximately 730 HCV Program Families and 1,763 individual participants in Ontario during the reporting period.

The breakdown of the size of the units is listed in the table below:

Size of the unit Number
Studio units 2
One-bedroom units 179
Two-bedroom units 408
Three-bedroom units 103
Four-bedroom units 37
Five-bedroom units 1
Six-bedroom units 0
TOTAL 730

In addition to the Ontario households served by the Housing Choice Voucher program, 38 additional Ontario households receive housing assistance payments through the Veterans Affairs Supportive Housing (VASH) program, Shelter Plus Care, and Housing Opportunities for Persons with Aids (HOPWA) programs. A total of 10 households are receiving VASH assistance in Ontario.

HACSB, in cooperation with their partner, Housing Partners I, Inc. also own and operate a total of 214 affordable housing units within Ontario. A listing of these units along with the type of housing assistance provided, and percentage of affordability is shown in the table below:

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Address # of Units Housing Assistance % of Affordability (Units restricted to
households at or
below 50% AMI)
713 North Vine Avenue 8 Project-Based Vouchers 100%
1520 East Fairfield Street 4 Project-Based Vouchers 100% 1307 West Stoneridge Court 3 Project-Based Vouchers 100% 1212 East Princeton Street 11 Project-Based Vouchers 100% 1102 West Bahia Court 3 Project-Based Vouchers 100%
1054 East Elma Court 2 Project-Based Vouchers 100%
1409 South Euclid Avenue 10 Project-Based Vouchers 100% 319 West Francis Street 6 Project-Based Vouchers 100%
323 West Francis Street 6 Project-Based Vouchers 100%
753 West Ralston Street 8 Project-Based Vouchers 100%
1206 West Fourth Street 78 Regulatory Agreement Min. 20% 1130 West Fourth Street 75 Regulatory Agreement Min. 20%

HOUSING AUTHORITY OF THE COUNTY OF SAN BERNARDINO (FAMILY SELF-

SUFFICIENCY PROGRAM)

The HACSB administered the Family Self-Sufficiency Program (FSS) within Ontario. During FY 2021-22, ten (10) Ontario residents were participating in this program.

The purpose of the Family Self-Sufficiency Program is to promote the development of local strategies to enable families receiving rental assistance to achieve economic independence and self-sufficiency. Through this program, HACSB staff worked closely with participants to connect families with available resources, including:

• Education referrals;
• Job interest and skills assessments;
• Job search training/job leads;
• Child care assistance referrals;
• Interest – bearing savings account;
• Enrichment programs for children;
• Budget/money management;
• Credit repair;
• Time management; and
• Car purchasing opportunities.

All interested participants sign a five-year contract with HACSB. During the term of their FSS contract, as their income increases with new employment an escrow account is established with the rental subsidy savings. If the participant fulfills the contract, which requires employment and independence from welfare, the escrow account is given to the successful participants.

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H. LEAD HAZARD STRATEGY

Priority 1: Reduce the number of housing units with lead paint hazards through education, inspection, and rehabilitation.

Five-Year Objective: The City of Ontario Housing Department will assist households with the appropriate lead paint inspection, testing and abatement.

Accomplishments: The City of Ontario Housing Department informs residents of activities in any City-supported program involving the disruption of contaminated areas, which may involve the release of lead toxins. This policy applies regardless of whether or not there are children present in the household. Furthermore, City staff also monitors industry studies and reports that clarify the risks of exposure to lead based paint and methods to mitigate the impact.

All lead-based paint education, testing, and abatement are incorporated into the statistics as discussed in the Housing Strategy Section. The City does not track separately the numbers of lead- based paint abatement and testing.

I. COMMUNITY DEVELOPMENT STRATEGY

This section is a discussion of the priorities and corresponding activities, which address various community development and public service activities.

Priority 1: Provide for needed public infrastructure improvements in target lower and moderate- income neighborhoods.

Five-Year Objectives: The City will provide funds strategically to infrastructure projects that benefit low- to moderate-income areas and, where possible, coordinate with other programs for a targeted impact to neighborhoods.

Please note, unlike the other strategies, most of the Community Development goals do not have annual goals, rather the goal is the completion of the project. Therefore, the annual goal column has been deleted from the accomplishment table.

Accomplishments: The City concentrated on infrastructure projects to improve the condition of low-income neighborhoods and increase the quality of parks and recreation facilities. The table below indicates the programs and projects implemented during FY 2021-22:

Program/Project
Source of
Assistance

Expenses

Accomplishments
Community Block Wall Along
Mountain Ave.

CDBG $4,988 During FY 202 1-22, the City continued
to communicate to determine interest of
affected owners. An architectural firm
was engaged and initial wall designs
were drawn.

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Program/Project
Source of
Assistance

Expenses

Accomplishments
FY 2021-22 Pavement
Management Rehabilitation
Program

CDBG $272,704 During the FY 2021 -22, the project was
bid and a contract was awarded to
Pavement Coatings, Co. in July 2021.

Construction began in August 2021 and
was completed in October 2021. The
contract included the rehabilitatio n of 9
streets, which total over 65,000 square
feet of asphalt roadway.

Gas Tax $388,695
Measure I $234,224
AD Admin $591,836
Subtotal $1,487,459
FY 2020-21 and FY 2021-22
Alley Pavement Management
Program
CDBG $574,971 The FY 2020 -21 Alley Pavement
Management program was combined
with the FY 2021 -22 Alley Pavement
Management program and work for both
projects is expected to be completed by
Fall of 2022.

Gas Tax $0
Measure I $0
Subtotal $574,971

FY 2020-21 and FY 2021-22
LED Light Conversion Project
CDBG $50 Funding for the FY 2020 -21 project was
rolled over to the FY 2021 -22 LED
streetlights project. Engineering
conducted environmental assessments
and awarded an initial construction
contact of $167,028 on April 21, 2022 to
California Professional Engineering Inc.
to install 12 new street lights with LED
fixtures. This project will begin
construction in late August 2022.

Wheelchair Ramp Installation CDBG $171,500 The Parks and Maintenance Department constructed a total of 36 wheelchair
ramps and adjoining sidewalks.

TOTAL $2,238,968

COMMUNITY BLOCK WALL ALONG MOUNTAIN AVENUE

The project will require affected property owners to sign an easement to allow for the required Planning and Building provisions for the wall and associated landscaping. This project will reduce blight on a main thoroughfare in a target neighborhood. During FY 2019 -20, the City su rveyed property owners who would be impacted by the construction of the Community Block Wall to determine interest in participation. During FY 202 1-22, the City continued to communicate to determine interest of affected owners. An architectural firm was engaged and preliminary wall designs were drafted.

FY 2021-22 PAVEMENT MANAGEMENT REHABILITATION PROGRAM

This project provided for pavement rehabilitation in various low - and moderate -income areas throughout Ontario to extend the service life of the asphalt concrete pavement by an estimated 10 to 15 years by installing a Rubberized Modified Slurry Seal. During FY 202 1-22, bids were solicited for the project and a contract was awarded to American Asphalt South, Inc. in July 2021.

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Construction began in August 2021 and was completed in October 202 1. The contract included the rehabilitation of 9 streets, which total over 65,000 square feet of asphalt roadway.

FY 2021/22 Parkside Avenue Street Pre-Construction

FY 2021/22 Parkside Avenue Post-Construction

FY 2020-21 and FY 2021-22 ALLEY PAVEMENT MANAGEMENT PROGRAM

The Alley Pavement Rehabilitation Program will provide for major alley improvements in low- and moderate-income areas that will extend the useful life of the alley surface for 20 to 30 years. The FY 2020 -21 Alley Pavement Management program was combined with the FY 2021 -22 Alley Pavement
Management program. During FY 2021-22, bids were solicited for the project , and a contract was awarded to Onyx Paving Company. Construction is expected to be completed in 2022.

The Alley Rehabilitation Project will include the complete removal and replacement of the asphalt surface. A concrete ribbon gutter will be constructed to guide surface water away from the alley surface. Prior to improvement, the alleys have very poor drainage which allows standing water to create damage.

The location of the alleys to be improved are between Cypress Avenue and San Antonio Avenue south of Sunkist Street, Cypre ss Avenue and San Antonio Avenue south of Nevada Street, San Antonio Avenue and Oakland Avenue south of Nevada Street, Boulder Avenue and San Antonio Avenue south of B Street and Holt Boulevard and B Street east of Boulder Avenue. It is estimated that 110 homes and surrounding businesses will benefit from these alley improvements. This DRAFT
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project is also an aesthetic infrastructure improvement for the entire neighborhood with new asphalt and concrete pavement, no standing water and smooth driving surface.

FY 2020-21 and FY 2021-22 LED LIGHT CONVERSION PROJECT

The LED Light Conversion project includes the conversion of existing streetlights throughout the CDBG-eligible areas to LED streetlights. The FY 2020-21 LED Light Conversion Project program was combined with the FY 2021-22 LED Light Conversion Project program.

During FY 2021 -22 the project went out to bid and was awarded to California Professional Engineering Inc. The project will be completed in Fall 2022.

WHEELCHAIR RAMP INSTALLATION

The Parks and Maintenance Department constructed a total of 36 wheelchair ramps and adjoining sidewalks as part of the FY 2021-22 CDBG Wheelchair Ramp Installation project. The work was performed at various locations throughout the City of Ontario. The locations were selected to help ensure compliance with new Federal Highway Administration mandates requiring wheelchair ramp installation and ADA upgrades for all streets on the minor overlay program. The project was successfully completed prior to June 30, 2022.

Priority 2: Provide for new community facilities and improve the quality of existing community facilities to serve lower- and moderate-income neighborhoods.

Five-Year Objectives: Within five years, the City will fund park enhancements and community facility improvements as funding permits.

Accomplishments: The City completed improvements to several parks and continues to plan work to improve parks and community facilities. The table on the following page indicates the programs and projects implemented during FY 2021-22:

Program/Project
Source of
Assistance

Expenses

Accomplishments
Sam Alba Park Restroom
Rehabilitation
CDBG $27,288 During FY 202 1-22, architectural plans
were prepared for this project that will
replace the existing restroom with a
prefabricated restroom that will present a
safer and improved restroom facility for
park users.

TOTAL $27,288

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SAM ALBA PARK RESTROOM RENOVATION

This project includes d emolition and removal of the existing restroom structure and installation plus reposition of a new prefabricated restroom. The e xisting restroom entrance is positioned facing south which creates visibility issues from the nearest street. The new restroom entrance will face east and provide better visibility for the Ontario Police Department to enhance safety while park users are utilizing the restrooms.

During FY 2021-22, design work for the new restroom structure continued. The project is expected to be completed during FY 2022-23.

Priority 3: Provide needed community services to serve lower- and moderate-income residents.

Five-Year Objectives: The City shall support public service programs that serve low- and moderate-income individuals

Accomplishments: The City implemented and funded a variety of public service activities to improve the condition of low-income neighborhoods and increase the quality of life throughout the City. The primary target group of the public service activities was for neighborhood enhancement and youth activities. These activities are listed in the table on the following page:

Program/Project
Type of
Assistance

Expenses

Annual Goal
Annual Accomplishments
Unduplicated New & Repeat
Shared Vision Bringing
Library to You
CDBG $2,298 N/A During FY 202 1-22, the program
vehicle made 141 park visits and
served 1,435 community members
since launching in August 2021.

Library
Projects $33,027
Total $35,325
Child Care Subsidies

CDBG $22,000 70 youths 34 youths 113 youths
TOTAL $57,325

SHARED VISION BRINING LIBRARY TO YOU

The mobile recreation vehicle project set out to offer
mobile services and outreach to underserved
neighborhoods by providing positive educational
activities, exciting programs , and introducing library materials. The service targeted locations that
demonstrate a greater need for resources by bringing
recreational and literacy services to community
members.

During FY 2021 -22, Ontario on the Go made 141 park visits and served 1,435 community members since launching in August 2021.

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CHILD CARE SUBSIDIES (ONTARIO-MONTCLAIR YMCA)

The Ontario-Montclair YMCA provided before and after school childcare programs to 34 unduplicated school aged children from low- to moderate-income families. Program clients are provided with childcare before school, delivered to school, picked up after school, and transported to school sites in the afternoon. When school is not in session, services are provided for the entire day.

Priority 4: Expand the City’s economic base and promote greater employment opportunities.

Five-Year Objectives: The City will support programs to support local businesses and promote more employment opportunities for low- to moderate-income persons.

Accomplishments: Downtown Ontario has undergone significant revitalization, which introduced new “urban” housing types and community space. The primary objective was to develop high quality mixed-use housing developments consisting of market rate and affordable multi-family (for-sale and rental), senior housing, and retail. Components of this revitalization are planned for future development pending identification of funding sources for these projects.

Program/Project
Type of
Assistance

Expenses

Annual Goal

Annual Accomplishments
Downtown Storefront
Façade Improvement
Program
CDBG $0 4 businesses During FY 2021-22 zero (0) qualified applicants participated in the
program. Program guidelines were
updated to expand the program area to
coincide with the City's Downtown
District. New marketing materials
were developed and staff intends on
advertising the revitalized program in
FY 22-23.

Mission & Mountain
Storefront Façade
Improvement Program
CDBG $0 4 businesses During FY 2021-22 program
guidelines were updated to incentivize
program use.

CDBG-CV Business
Utility Assistance
Program
CDBG-CV $3,480 18 businesses During FY 2021-22, one (1) business owner w as assisted with deferred
utility payments as a result of the
COVID-19 pandemic.

CDBG-CV Small
Business Stabilization
Program
CDBG-CV $10,000 10 businesses During FY 21 -22 one (1) business received a loan to overcome the
temporary loss of revenue due to the
coronavirus pandemic.

TOTAL $13,480

DOWNTOWN STOREFRONT FAÇADE REVITALIZATION PROGRAM

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Area, the Economic Development Department put together the CDBG -funded Downtown Storefront Façade Revitalization Program. This program provides a financial incentive for property owners and tenants to renovate commercial building façades within the City's downtown area by providing a 1:1 match of the amount put into the renovation by the tenant up to $25,000.

Eligible improvements include the removal of old signs and awnings, exterior painting, repair and replacement of exterior siding, installation of new doors to meet ADA accessibility requirements, the installation of anti-graffiti display windows, installation of canvas awnings, and the installation of permanent hard landscaping.

During FY 2021-22, program guidelines were updated to expand the program area to coincide with the City's Downtown District. New marketing materials were developed, and staff intends on advertising the revitalized program in FY 2022-23.

MISSION & MOUNTAIN STOREFRONT FAÇADE REVITALIZATION PROGRAM

The City of Ontario in its continuing effort to support the revitalization of aging commercial centers has created a Façade Improvement Program for all property owners within the program target area near the intersection of Mountain Avenue and Mission Boulevard. The maximum program grant amount per applicant is $25,000 per property owner and $5,000 per business owner.

Qualified applicants will be required to contribute a 1:1 leverage of personal funds towards the approved improvements.

During FY 2 021-22, Economic Development collaborated with Best Best & Krieger to update program guidelines. No applications have been finalized to date; however, property owners and tenants have submitted their list of improvements and staff is currently identifying what would qualify for matching funds within the program. Funding should begin to be allocated end of calendar year 2022.

CDBG-CV BUSINESS UTILITY ASSISTANCE PROGRAM

As part of the City’s response to the ec onomic impacts of the COVID -19 pandemic particularly for local businesses, the CDBG-CV Business Utility Assistance Program was established for eligible businesses with documented coronavirus related financial hardships that have deferred utility payments f or utility bills dated after March 14, 2020. Eligible businesses will receive a maximum benefit of $5,000 to be applied toward qualifying deferred utility payments.

During FY 2021-22, one application was completed during the reporting period. Program funding will be reallocated in FY 22-23 due to lack of program demand.

CDBG-CV SMALL BUSINESS STABILIZATION PROGRAM

In response to the surge in unemployment and unprecedented economic hardship as a result of COVID-19, the City of Ontario’s CDBG-CV Small Business Stabilization Loan to Grant Program will provide funding to small businesses. Specifically, the program aims to assist eligible small businesses retain their workforce and preserving job opportunities for low-income households.

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During FY 2021-22, one application was completed during the reporting period. A $10,000 forgivable loan was issued to Asia Bazaar. Program funding will be reallocated in FY 22 -23 due to lack of program demand.

OTHER ECONOMIC DEVELOPMENT ACCOMPLISHMENTS

The primary goal of the Ontario Economic Development Agency is to create, maintain, and grow the economic value of the City. The Agency’s goal is implemented through programs in Business Attraction, Business Retention & Expansion, Workforce Development, Redevelopment and Project Management.

Business Attraction

Much of the Agency’s Business Attraction efforts center on developing and maintaining relationships with real estate executives, site selectors, investors, and business owners through business visits, attendance at conferences, trade shows, and professional associations. With the creation of Federal Opportunity Zones, the Agency is working with the County of San Bernardino to attract new property and business investment key areas of the City, including Holt Boulevard, the Airport, Downtown and the Convention Center District..

Business Retention and Expansion

At the heart of the City’s Business Retention and Expansion efforts is the Business Retention Committee, a collaboration between the City of Ontario and Greater Ontario Business Council .

Other Agency efforts included one-on-one visits with businesses, quarterly industry specific workshops, and partnerships with key community partners on workforce development trainings.

In addition to these efforts, staff produces the monthly Made in Ontario Business Series, highlighting prominent local businesses.

In collaboration with the County of San Bernardino Workforce Development Department (WDD) and funded through the Transformative Climate Communities (TCC) Grant initiative, the Agency has established a satellite workforce services office in the City Library to provide job training and placement assistance for Ontario residents. In addition, the Agency continues to play a part in encouraging all Ontario students to pursue higher education after high school by providing a scholarship program paying for two years of community college for recently graduated high school residents of Ontario.

As efforts in the Euclid Avenue District continue to develop, the Agency focuses efforts on strategic property acquisitions to further develop this area and drive visitors and foot traffic back to Euclid Avenue. Economic Development has been working closely with regional agencies to spark innovation and create a business incubator, accelerator, and co-working office that brings entrepreneurs and startups to Downtown. The agency has also been strategically acquiring properties in Downtown for the purpose of creating new residential, retail and restaurant DRAFT
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development. In addition, The Agency is working closely with Chaffey Community College for the construction of an Ontario Campus on Euclid Avenue. The Agency partnered with New City America to establish the Downtown Ontario Improvement Association, which has already been very active in the beautification and revitalization of Downtown.

Corporate Branding and Marketing

The Agency prepared for the annual State of the City: Business Leadership Symposium, which typically attracts nearly 1,000 business, development, and real estate executives throughout Southern California. Due to the coronavirus pandemic this year’s event was held virtually and the videos created for the event were shared on the City’s website. Staff also continued to promote the City’s brand to national and global audiences through print, digital, and social media platforms.

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III. CONTINUUM OF CARE

This section contains the following elements:

A. An overview of homeless issues
B. Gaps in the Continuum of Care
C. Resource Leveraging
D. ESG Match Requirements

A. HOMELESS ISSUES OVERVIEW

The City supported a variety of activities to address the needs of homeless persons and the special needs of persons that are not homeless but require supportive housing and special assistance. Each activity was specifically selected for funding through CDBG, CDBG-CV, HOME, ESG and ESG- CV programs to address steps along the Continuum of Care.

This region has number of organizations, which serve both the general homeless population and specific special segments within the homeless community. In developing the funding allocations, the City supported a diverse selection of providers and cultivated cooperation among those groups in the delivery of their services.

In 2005, the City adopted a Continuum of Care program and has worked cooperatively with Mercy House Living Centers, Mercy House CHDO, Inc., the Ontario Housing Authority, the Housing Authority of the County of San Bernardino, and the County of San Bernardino Department of Behavioral Health to implement the Continuum. The following components have been implemented as part of the Continuum:

• Ontario Access Center – a full-service intake center providing emergency supplies, basic need items, restroom and shower facilities, laundry facilities, and day storage lockers.

• Assisi House – a transitional housing services program that serves single men, single women, and single mothers.

• Permanent Housing Units – a total of 62 affordable housing units were acquired and rehabilitated to be used as part of the Continuum. These units are at the following locations:
307-309-311 West Francis Street (15 units), 411/412 North Parkside Avenue (15 units), 209 North Begonia Avenue (4 units), 216 North Begonia Avenue (4 units), 217 North Begonia Avenue (4 units), 222 North Begonia Avenue (4 units), 223 North Begonia Avenue (4 units), 228 North Begonia Avenue (4 units), 231 North Begonia Avenue (4 units), and 305 North Begonia Avenue (4 units). These units provide a range of affordability levels for tenants.

• Project Gateway – Funded through the former Shelter + Care Program, this program provides up to 12 Supportive Housing Program (SHP) Vouchers to be used at permanent housing units that are part of the Continuum.

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• Aftercare Services Program – Graduates of the Assisi House program, Project Gateway clients, and residents of the Continuum’s permanent housing units are provided with case management and counseling services as needed.

• ESG-CV Rapid-Re-Housing Program – Funded through ESG CARES-Act (ESG-CV), this program provides a housing exit solution for those unsheltered individuals and households placed in motels as part of the City’s response to the coronavirus pandemic.

• ESG-CV Motel Voucher Program – In partnership with Mercy House, this program shelters homeless individuals in Ontario motels to protect high -risk individuals, prevent the spread of coronavirus, and protect the capacity of area hospitals. These funds continue to be used to support efforts to keep individuals and households sheltered and connect them to housing and/or diversion resources.

• ESG-CV Homeless Diversion Program – This program helps homeless individuals and families avoid and/or reduce the length and frequency of homelessness by providing early, light-touch support in securing transportation to temporary or permanent housing arrangements.

• ESG-CV Emergency Rent and Utility Assistance Program – This program assists Ontario residents at risk for homelessness by providing prospective and deferred rent and utility payments for very low-income households. The program will provide qualified applicants up to six months of assistance with a maximum financial benefit of $15,000 per household.

• ESG-CV Street Outreach and Engagement – Using ESG-CV funds, this program provides enhanced street outreach increasing the number of contracted street outreach hours from 10 hours per month to 40 hours per week.

• Enhanced Ontario Access Center Hours – City General Funds were used to allow hours at the Ontario Access Center to increase from 16 hours a week to over 40 hours a week, including hours on Saturdays.

The City of Ontario also works in conjunction with the San Bernardino County Continuum of Care. Ontario staff are active participants in the San Bernardino County Homeless Provider Network's West Valley Regional Steering Committee and on its Homeless Strategic Plan steering committee.

Listed in the table on the following page is a summary of the programs available to assist individuals and families transition to permanent housing:

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TABLE 6

CONTINUUM OF CARE
Continuum of Care Program Services Provided

OUTREACH AND
INTAKE

Ontario Access Center

Referral service, emergency housing vouchers, food, clothing, restrooms, telephone, showers, laundry facility, day storage lockers, and items to meet basic needs.

SOVA Hunger Center Food, service referral database, emergency and transitional shelters information and referrals, and client service.

House of Ruth

Emergency and transitional shelter services, client service, domestic violence counseling, and childcare.

TRANSITIONAL

HOUSING
Mental Health; Job Training;
and Independent living skills


Mercy House – Assisi House

House of Ruth

Facility and program provides assistance to homeless families to overcome problems and conditions causing homelessness, life skills education, budgeting, parenting education, day care, and family support.

Provides shelter and special services for victims of domestic violence.

PERMANENT AND

SUPPORTIVE HOUSING
Substance abuse; Family
support; and Education
Multi-Family Housing/Section 8;
Multi-Family Housing Rehabilitation and
New Construction Program; Community
Housing Development Organizations
(CHDOs) Housing Program

Mercy House – Continuum of Care;
Tenant Based Rental Assistance Program
Rental housing vouchers and affordable housing units. Home-ownership assistance for low and moderate-income families.

Permanent affordable housing units with after-care services to assist formerly homeless individuals and families retain permanent housing. In addition, 12 project- based Supportive Housing Program vouchers are available for use in Continuum of Care properties.

Tenant Based Rental Assistance (TBRA) Program targeted at Ontario’s homeless population provides 12 months of rental subsidy to qualified households with a maximum financial benefit of $20,000 per year. TBRA vouchers can be renewed for additional 12-month periods based upon ongoing eligibility at renewal.

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B. GAPS IN THE CONTINUUM OF CARE

In May 2005, the City approved the Mercy House Continuum of Care to address identified gaps in the delivery of homeless services including emergency beds and transitional housing for single men, single women, and single women with children. As of FY 2013-14, all the components included in the Continuum had been completed. Mercy House Living Centers operates the Ontario Access Center and a transitional housing facility that provides beds for single men, single women, and single mothers. Working in cooperation with the Ontario Housing Authority, Mercy House Living Centers, and Mercy House CHDO, Inc., 62 units of permanent affordable housing have been developed as part of the Continuum of Care. Mercy House provides aftercare services to both the graduates of their transitional housing program and the residents in the permanent affordable housing units.

The Ontario Access Center was completed in December 2013 and began operating in January 2014. The Ontario Access Center provides restrooms, shower facilities, laundry facilities, storage lockers, and other items to meet the basic needs of Ontario’s homeless population.

In addition, as discussed earlier, the City, in conjunction with the Ontario Housing Authority, Mercy House Living Centers, Inc., the HACSB, and the County of San Bernardino Department of Behavioral Heath, began implementing Project Gateway, a Supportive Housing Program (SHP), during FY 2011-12. Project Gateway was designed to meet the needs of the hard-to-reach homeless population with disabilities (primarily those with mental illness), which was an identified gap in the Continuum. During this reporting period 13 households consisting of 18 persons were assisted through this program. In addition, during this reporting period, the City worked in cooperation with Mercy House Living Centers, the HACSB, and the County of San Bernardino Department of Behavioral Health to renew the Project Gateway program. The original contract expired September 30, 2021 and the renewal will extend the program through September 30, 2026.

The SHP provides rental subsidies and supportive services on a long-term basis for homeless persons with disabilities and their families who are living in places not intended for human habitation (e.g., streets) or in emergency shelters.

Homeless individuals and families participating in Project Gateway can rent an apartment unit within the Continuum of Care permanent housing inventory and are provided with a range of supportive services through Mercy House Living Centers, Step Up on Second, and the County of San Bernardino Department of Behavioral Health. Up to 12 units are available within the permanent housing units that have been acquired as part of Ontario’s Homeless Continuum of Care.

C. RESOURCE LEVERAGING

Homeless and near homeless persons in Ontario experience a variety of mental, physical, and economic challenges. The strategy for addressing the needs of this population includes supporting a diverse set of programs and projects from a variety of funding sources. While the City’s ESG DRAFT
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program is designed for homeless activities, CDBG and local resources are also employed to augment these funds. The Mercy House Continuum of Care has been designed to leverage resources. The City made a commitment in FY 2005-06 of $3,072,637 ($734,021 of CDBG funds, $61,848 of ESG funds, $1,791,768 of HOME funds, and $485,000 of local set-aside funds) to fund the Continuum. Additional funds have been added to this original commitment since FY 2005-06.

D. ESG MATCH REQUIREMENTS

Federal Emergency Solutions Grant regulations require organizations receiving ESG funds to match their allocation with funds from other sources. The table below identifies each organization and program allocated ESG funds, the amount of the allocation, and the sources and types of matching resources used during this reporting period:

Program/Project
Source of
Assistance

Expenses
Match
Amount

Match Source
Mercy House Ontario
Continuum of Care

ESG $134,325 $0 Private and foundation
$134,325 Program fees and rents
$134,325 Total

Services for Battered
Women and Children

ESG $12,600 $12,600 Shelter Partnership
$12,600 Total

TOTAL $146,925 $153,261
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IV. HOME-FUNDED HOUSING ACTIVITIES

NOTE: This section primarily focuses on HOME-funded activities. These activities are also discussed in the Housing Strategy Section. Please refer to the housing priorities and accomplishments for a discussion of additional housing related issues.

This section contains the following elements:

HOME-Funded Activities
A. HOME Match Requirements
B. HOME Inspections and Monitoring

A. HOME-FUNDED ACTIVITIES

HOME funds may be used for a variety of programs and projects to increase the supply and quality of affordable housing. The City participates in the HOME program by using these funds for affordable residential rehabilitation projects and to support Community Housing Development Organizations. Qualitative assessments and analyses are presented for each of the topics listed below:

1. HOME-funded program performance in terms of the Consolidated Plan and Action Plan

2. Community Housing Development Organizations

3. Affirmative marketing and minority outreach

The narrative portions of this section are augmented by additional standard HUD reports.

1. Consolidated Plan and Action Plan

The City is required to assess the success of HOME activities in achieving the objectives identified in the Five-Year Consolidated Plan. An analysis of the distribution of HOME funds among the Consolidated Plan’s several categories of housing needs is also required. Three affordable housing objectives were presented in the Consolidated Plan’s five-year strategy:

1. Expand affordable rental housing opportunities, particularly for low-income persons;

2. Create new, preserve, and rehabilitate existing rental and owner -occupied housing units ; and

3. Increase affordable homeownership opportunities, particularly for low - and moderate - income persons.

The Consolidated Plan identified rental households earning less than 50 percent of the area median income (AMI) as experiencing the greatest number of problems. Very low -income renters experience significantly higher incidences of housing problems. According t o HUD provided 2011-15 CHAS data, 57.51% of renter -occupied households earning less than 50% of AMI experience one or more housing problems. To address this problem, the City implemented the following projects:

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Guadalupe Residence (411 North Parkside Avenue) – This eight-unit apartment building is located at 411 North Parkside Avenue. The units are all four-bedroom apartments. All eight units have been designated as HOME-assisted units, with three units being reserved for very low-income tenants (at or below 50% of area median income) and five units restricted to low-income tenants (at or below 80% of area median income). During FY 2017-18, a HOME Program Participation Agreement was executed among the City, Mercy House CHDO, Inc., and the Ontario Housing Authority for the sale and rehabilitation of the property. This property was originally transferred to the Ontario Housing Authority as part of the dissolution of redevelopment agencies throughout California. Mercy House CHDO, Inc. is purchasing the property from the Ontario Housing Authority and the sale proceeds from this project will be used to fund another affordable housing project with units restricted to extremely low- to low-income households (30% - 60% AMI). The purchase was completed in February 2018. During FY 202 1-22, the rehabilitation work was delayed to coordinate with GRID Alternatives, the solar energy equipment installer working with the TCC program so that the solar installation can be included as part of the rehabilitation. In addition, the project was delayed as a result of the COVID -19 pandemic. The project is pending further guidance from the Department of Housing and Urban Development. Rehabilitation work is expected to be completed in 2023.

The needs analysis presented in the Consolidated Plan also identified: (1) over payment for housing and (2) deteriorating housing quality as two issues impacting the supply of owner- occupied units. Specifically, the Consolidated Plan suggested providing assistance with home repairs as a method for addressing the negative impacts of over payment since homeowners could not afford to maintain their units. During FY 2021-22, the City continued to provide homeowner rehabilitation opportunities through the Conservation Home Improvement Program (CHIP Loan) which provides qualified homeowners with a deferred loan to make needed home repairs.

In addition, the following activities were funded with HOME resources during the reporting period:

HOME General Administration - The City expended $113,196 of HOME administrative funds for administrative costs associated with the implementation of HOME programs and activities.

1. Community Housing Development Organizations (CHDOs)

During FY 2016-17, the City executed a HOME Program Participation Agreement with Mercy House CHDO, Inc. and the Ontario Housing Authority for the sale and rehabilitation of 411 N. Parkside Ave. During FY 2017-18, escrow closed transferring the property to Mercy House CHDO, Inc. and changing the affordability restrictions on this property from seven (7) units restricted to moderate-income households (at or below 120% AMI) and one (1) property manager’s unit to four (4) units restricted to low-income households (at or below 80% AMI), three (3) units restricted to very low-income households (at or below 50% AMI), and one (1) property manager’s unit.

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2. Affirmative Marketing and Minority Outreach

Pursuant to HUD regulations, each participating jurisdiction is required to adopt affirmative marketing procedures and requirements for housing projects containing five or more HOME- assisted housing units. During FY 2021-22, the property management companies of projects containing five or more housing units assisted with HOME funds complied with the affirmative marketing and minority outreach plan.

Currently, the projects that trigger affirmative marketing procedures are Mountain View Senior Apartments – Phases I and II, City Center Senior Apartments, Palm Terrace I and II (formerly Ontario Senior Housing/D Street Housing), Guadalupe Residence (411 and 412 N. Parkside Ave.), and Francis Street Apartments. Mountain View Senior Apartments – Phase I has 11 rental units that have been assisted utilizing HOME funds. Mountain View Senior Apartments – Phase II has 11 rental units that have been assisted utilizing HOME funds. Palm Terrace I (formerly Ontario Senior Housing) has 90 rental units that have been assisted utilizing HOME funds. Palm Terrace II (formerly D Street Senior Housing) has 47 rental units that have been assisted utilizing HOME funds. The City Center Senior Apartments has 11 rental units that have been assisted utilizing HOME funds. Guadalupe Residence (411 and 412 North Parkside Avenue) has 14 units that have been assisted utilizing HOME funds. The Francis Street Apartments have 10 units that have been assisted utilizing HOME funds.

Although not required by HOME regulations, the Ontario Housing Authority has opted to apply affirmative marketing policies to the HOME-assisted properties at 217, 222, 223, 228, 231, and 305 North Begonia Avenue. These individual four-unit properties on Begonia Avenue (217, 222, 223, 228, 231, and 305) have a total of 16 rental units that have been assisted utilizing HOME funds.

The City continues to monitor all projects that trigger affirmative marketing procedures. The ethnic breakdown of the persons in occupied units for all projects is listed in the following table:

Race/Ethnicity (information limited to households at or below 80% of median income)
# Total # Hispanic
White 176 132
Black/African American 42 0
Asian 66 1
American Indian/Alaskan Native 2 2
Native Hawaiian/Other Pacific Islander 4 0
American Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 1 0
American Indian/Alaskan Native & Black/African American 0 0 Other Multi-Racial 98 75
TOTAL 389 210

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In addition, minority-owned businesses (MBE) and women-owned businesses (WBE) are encouraged to participate in HOME funded projects. The City updates and distributes contractor materials to promote contractor interest.

No construction contracts utilizing HOME funds were awarded by the City of Ontario during FY 2021-22.

B. HOME MATCH REQUIREMENTS

HOME regulations require participating jurisdictions (PJs) to provide match in an amount equal to but not less than 25 percent of the total HOME funds drawn down for project costs. HOME match is a permanent contribution to affordable housing efforts. In accordance with 24 CFR 92.222 of the HOME Program Regulations, HUD granted the City a match reduction for HOME funds because the City had been designated as a fiscally distressed community. The City received a 100% reduction of match for the following fiscal years: FY 2003-04, 2004-05, 2005-06, 2006-07, 2007- 08, 2008-09, 2009-10, 2010-11, and 2011-12. The City received a 50% reduction of match for FY 2012-13, 2013-14, 2014-15, 2015-16, 2016-17, 2017-18, 2018-19, 2019-20, 2020-21, and FY 2021-22.

During FY 2021-22, no HOME funds were drawn down.

As reported in the FY 2020-21 CAPER, the City had an excess HOME match that was carried over to FY 2021-22 in the amount of $370,080.04. The table below identifies the excess match from the prior fiscal year, current match contribution, total match available, match liability for the current fiscal year, and excess match carried over to the next fiscal year.

Fiscal Year Summary (FY 2021-22) Match Amount
Excess Match from Prior Federal Fiscal Year

$370,080.04
Match Contribution During Current Federal Fiscal Year

$0.00
Total Match Available for Current Federal Fiscal Year

$370,080.04
Match Liability for Current Federal Fiscal Year

$0
Excess Match Carried Over to Next Federal Fiscal Year $370,080.04

C. HOME INSPECTIONS AND MONITORING

During FY 20 21-22, the City resumed the performance of inspections and monitoring of previously funded HOME projects after being unable to do so in FY 2020 -21 due to the coronavirus pandemic. The following is a summary of projects that were required to be inspected based on the requirements of Section 92.504(d) and the status of the monitoring review:

• Guadalupe Residence (411 and 412 North Parkside Avenue) – Inspections and monitoring completed in March 2022. There are outstanding compliance deficiencies that are being addressed by the owner Mercy House Living Centers and Mercy House CHDO, Inc. Monitoring DRAFT
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reinspections were conducted in June 2022 and all deficiencies were corrected. The monitoring review is complete.

• Palm Terrace I – Inspections and monitoring completed in February 2022. There are no outstanding deficiencies.

• Palm Terrace II - Inspections and mon itoring completed in February 2022. There are no outstanding deficiencies.
.

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V. PROGRAM REQUIREMENTS

This section is an analysis of the City’s capacity to implement federally funded housing and community development programs and projects. There were three types of program administration activities conducted during this period. This analysis will be organized around each of these activities.

A. PLANNING

The planning activities for FY 2021-22 began in October 2020. Starting the process early provided time for workshops, meetings, hearings, and opportunities for public participation. A community forum/public hearing was conducted to obtain public input on the plan and proposed projects. The plan was prepared and drafts were made available for public review for 30 days. On June 16, 2020, the City Council approved the FY 2020-24 Consolidated Plan and FY 202 1-22 One-Year Action Plan and directed staff to send the final plan to HUD for review and approval.

The programs selected to receive allocations of CDBG, ESG, and HOME funds each supported a HUD-defined national objective and met the regulatory requirements for eligibility. Additionally, these programs served low-income persons, sought to eliminate blighting conditions, and provided economic opportunities for Ontario residents.

During the Action Plan preparation process, City staff met or exceeded all regulatory requirements for public participation. Please refer to the following table for the dates and activities during the preparation of the FY 2021-22 One-Year Action Plan:

Date Activity
January 8, 2021 and January 15, 2021 Published legal ad in Daily Bulletin – Public Hearing/Community Forum to be held on January 21, 2021

January 21, 2021 Public Hearing/Community Meeting (via Zoom webinar due to the coronavirus pandemic)

March 19, 2021 and March 26, 2021

Published legal ad in Daily Bulletin – Public Hearing/Community Forum to be held on Apri1 1, 2021

Apri1 1, 2021 Public Hearing/Community Meeting (via Zoom webinar due to the coronavirus pandemic)

April 2, 2021

Published legal ad – Notice of 30 day Public Review for FY 2021-22 One Year Action Plan

April 2, 2021 – May 3, 2021 Public Review period

May 4, 2021 City Council approval of the FY 2021-22 One Year Action Plan

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B. ADMINISTRATION

During FY 2021-22, the City expended $231,916.60 to administer the CDBG program, $169,047.30 to administer the CDBG -CV program, $113,196.40 to administer the HOME Program, $2,944.87 to administer the ESG program, and $ 16,990.45 to administer the ESG -CV program.

The administration activities conducted during this period included preparing environmental review materials, preparing and executing contracts with non-City subrecipients, preparing and executing Memorandums of Understanding with City subrecipients, and monitoring program performance. Prior to the execution of contracts and drawing down funds for any new project, City staff conducted detailed analysis regarding any potential environmental impacts from federally funded projects. This analysis is prepared in compliance with federal regulations and documentation for each project is kept on file. In some cases, additional review and specific requests for funding releases were required. In these instances, staff ensured that the proper notifications were published in the local newspapers and additional certifications are sent to HUD for review and approval. Contracts with non-City subrecipients are prepared in accordance with federal requirements. Specific language regarding scope of services, payment, procurement, non- discrimination, and progress reporting, along with other requirements were included in each contract.

During FY 2021-22, subrecipients submitted monthly progress reports and requests for reimbursement. These reports included statistical information on the number and types of clients served, and narrative sections describing the activities conducted. City staff reviewed each report to ensure the timely implementation of the subrecipient’s program. Subrecipients were also required to document expenditures for which they sought reimbursement. City departments conducting federally funded activities also submitted progress reports.

Due to COVID -19 restrictions, City staff was unable to conduct annual field monitoring of subrecipients throughout the year. The City’s monitoring process was developed in conjunction with the City’s internal audit division to ensure compliance with City and federal OMB regulations. Field monitoring materials were designed to satisfy federal requirements. Results from the field auditing showed that the subrecipients complied with HUD regulations and implemented their respective programs in a timely and effective manner. The administrative process developed by City staff to chart the progress of each program and ensure regulatory compliance provided effective accounting of CDBG, ESG, and HOME resources, and their use supporting programs which addressed housing and community development needs.

C. REPORTING

Reporting activities were conducted throughout FY 2021-22 and concluded with the preparation of the CAPER. The single most important issue related to program reporting was the continued implementation of the Integrated Disbursement and Information System (IDIS). During FY 2021- 22, City staff used IDIS and SAGE HMIS systems to document the performance and submit DRAFT
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CITY OF ONTARIO
FY 2021-22 Consolidated Annual Performance and Evaluation Report (CAPER) 09/20/2022

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Ontario City CouncilSeptember 20, 2022

Ontario City Council
September 20, 2022