Agenda packet — Ontario City Council, September 17, 2024 (part 6 of 6)

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City of Ontario
D&C23-026 Downtown Mobility Hub (1818), bidding on 08/23/2024 5:00 PM (PDT)

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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: 17
SUBJECT:

AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH INTERPERSONAL FREQUENCY, LLC., FOR WEBSITE REDESIGN SERVICES

CITY OF ONTARIO
Agenda Report
September 17, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council authorize the City Manager, or his designee, to execute Amendment No. 1 to the Professional Services Agreement with Interpersonal Frequency, LLC of McLean, VA, for website redesign, increasing the contract amount by $43,613 for a total contract not-to-exceed amount of
$1,045,588
.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
FISCAL IMPACT:

The Fiscal Year 2024-25 Adopted Budget includes appropriations from the Information Technology Fund and General Fund. The proposed Amendment to the Professional Services Agreement includes two change orders and increases the authorized contract amount by $43,613 for a total contract not-to-exceed amount of
$1,045,588
over the ﬁve-year term. The ﬁxed
billing rates speciﬁed in the current Agreement will determine the amount charged for services and reﬂect the actual services provided. If approved, appropriations will be added to the future years' budgets consistent with the annual budget adoption process.

BACKGROUND & ANALYSIS:

The City has engaged Interpersonal Frequency LLC (IF) since 2021 to support and manage the City's main website (
www.ontarioca.gov
). In 2023, the City Council
approved a new Agreement for IF to redesign the main City website and two microsites for Economic Development and the Museum and to extend the maintenance and support through September 2026 for a not-to-exceed amount of $1,001,975.

The redesign aims to enhance user-friendliness and accessibility of these sites while emphasizing the City's branding. The Economic Development microsite was completed in time for the State of the City 2024, and the redesign of the main City and Museum sites is in progress. During the design phases of these two sites, additional design elements that were not in the original Agreement were identiﬁed. To fulﬁll the branding aspirations for these two sites, Staﬀ requests the City Council approval to amend the Agreement to increase the amount by $43,613 for a total contract amount not-to-exceed $1,045,588.
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BB&K 2020

PAUL S. LEON
MAYOR

DEBRA PORADA

MAYOR PRO TEM
ALAN D. WAPNE
R
JIM W. BOWMAN

RUBEN VALENCIA

COUNCIL MEMBERS

SHEILA MAUTZ

CITY CLERK
JAMES R. MIL
HISER

TREASURER

SCOTT OCHOA

CITY MANAGER
AMENDMENT NO. 1 TO THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO AND

INTERPERSONAL FREQUENCY, LLC

1. Parties an
d Date.

This Amendm
ent No. 1 to the Agreement (as defined herein) is made and entered as of ____________, by and between the City of Ontario (“City”) and Interpersonal Frequency, LLC, a limited liability company “Consultant.” City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. Recitals.

2.1 Agreement. T he
City and Consultant have entered into an agreement entitled “Professional Services Agreement dated September 5, 2023.

2.2 Amendment
Purpose. The City and Consultant desire to amend the Agreement to add to the scope of work and additional compensation.

2.3 Amendment
Authority. This Amendment No. 1 is authorized pursuant to Section

3.1.1. General Scope of Services and Section 3.2.1 Compensation of the Agreement.

3. Terms.

3.1 Amendme
nt. Section 3. 1.1 General Scope of Services of the Agreement is hereby amended in its entirety to read as follows:
"Consultant
promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional Website Design and Maintenance consulting 823
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services necessary for the Project (“Service”). The Services are more parti cularly described in Attachment “A” attached hereto and incorporated herein by reference. All services shall be subject to, and performed in accordance with, this Agreement, the attached attachments hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.”
S
ection 3.2.1 Compensation of the Agreement is hereby amended in its entirety to read as follows:

“Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Attachment “A” attached hereto and incorporated herein by reference. The total compensation shall not exceed one million one thousand forty five, five hundred eight -eight dollars ($1,045,588) without written approval of the City Council of City Manager, as applicable. Extra Work may authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in the Agreement.”

3. 2 Continuing Effect of Agreement . Except as amended by this Amendment No. 1, all other provisions of the Agreement remain in full force and effect and shall govern the actions of the parties under this Amendment No. 1. From and after the date of this Amendment No. 1, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement as amended by this Amendment No. 1.

3. 3 Adequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No. 1.

3. 4 Severability. If any portion of this Amendment No. 1 is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3. 5 Integration. This Amendment represents the entirety of the Parties’ understanding relating to the subject of this Amendment, including written or verbal communications between the Parties, which shall have no relevance unless expressly incorporated herein. This is an integrated amendment.
[
SIGNATURES ON FOLLOWING PAGE]
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BB&K 2020

SIGNATURE PAGE FOR AMENDMENT NO. 1 TO PROFESSIONAL SERVICES

AGREEMENT BETWEEN THE CITY OF ONTARIO

AND INTERPERSONAL FREQUENCY, LLC
I
N WITNESS WHEREOF, the Parties have entered into this Amendment No. 1 as of the day and year first above written.

CITY OF ONTARIO INTERPERSONAL FREQUENCY, LLC
By
:

Its: CEO
Printed Name: Harish Rao
Approved By:

Scott Ochoa
City Manager
Approved as to Form:
_____________________________________
Best Best & Krieger LLP
City Attorney
A
ttested By:

City Clerk
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ATTACHMENT A
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Department: Public Works
Prepared By: Daniel P Beers
Staff Member Presenting: Tito Haes, Executive
Director Public Works
Reviewed By: Andrea Ampig, Bonnie Tam
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 18
SUBJECT:

AWARD CONSTRUCTION CONTRACTS TO ANDERSON CHARNESKY STRUCTURAL STEEL, INC. AND CREW, INC. FOR THE STRUCTURAL STEEL, GRADING AND

DEMOLITION FOR THE PROFESSIONAL BASEBALL STADIUM LOCATED AT THE

ONTARIO REGIONAL SPORTS COMPLEX

CITY OF ONTARIO
Agenda Report
September 17, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

Authorize the City Manager, or his designee, to execute a Construction Contract with Anderson Charnesky Structural Steel, Inc., of Beaumont, California, to provide construction services for D&C23-011 Professional Baseball Stadium - Steel in the amount of $15,717,000 and authorize a contingency of $1,600,000 for a total not-to-exceed contract amount of $17,317,000, and
B
.

Authorize the City Manager, or his designee, to execute a Construction Contract with Crew, Inc., of Compton, California, to provide construction services for D&C23-011A Sports Complex Mass Grading in the amount of $41,870,320 and authorize a contingency of $4,200,000 for a total not-to-exceed contract amount of $46,070,320, and C
.

Authorize the extension of working hours to be Monday through Saturday from 6:00 am to 11:00 pm and on Sunday from 8:00 am to 6:00 pm for the duration of the construction of the Professional Baseball Stadium; and
D
.

Authorize the City Manager, or his designee, to execute all documents required for the completion of 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.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

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

The Fiscal Year 2024-25 Adopted Budget includes appropriations for PA2416 Regional Sports Complex- Professional Baseball Stadium and PA2419 Regional Sports Complex- Sports Fields in the Capital Projects-Measure Q Fund for these services. The recommended contract 848
award to Anderson Charnesky Structural Steel, Inc. for the construction of the D&C23-011 Professional Baseball Stadium - Steel is in the amount of $15,717,000 plus a contingency of $1,600,000, for a total not-to-exceed contract amount of $17,317,000. The recommended contract award to Crew, Inc. for the construction of the D&C23-011A Sports Complex Mass Grading is in the amount of $41,870,320 plus a contingency of $4,200,000, for a total not-to-exceed contract amount of $46,070,320.

BACKGROUND & ANALYSIS:

On August 6, 2024, the City Council approved the Environmental Impact Report for The Ontario Regional Sports Complex. The Ontario Regional Sports Complex Project includes a new Professional Baseball Stadium located at the Northwest corner of Riverside Drive and Hellman Avenue. The extension of the construction hours will allow the Professional Baseball Stadium to be completed by April 1, 2026. These extended hours will allow the City to meet their contractual obligation with the contracted professional baseball team to have the Stadium operational by April 1, 2026.

On August 27, 2024, three (3) bids were received for bid No. 1830 - D&C23-001 – Professional Baseball Stadium - Steel. The bids ranged from $15,717,000 to $19,046,000. The bids are summarized below:

Bidder
Location
Amount
Anderson Charnesky Structural
Steel, Inc.

Beaumont, CA
$15,717,000
McWhirter Steel
East Lancaster, CA
$18,500,000
T&M Manufacturing, Inc.

Tremonton, UT
$19,046,000

Anderson Charnesky Structural Steel, Inc., located in Beaumont, California, submitted the lowest responsible bid that met all the required speciﬁcations with a base cost of $15,717,00. Based on the credentials, pricing, and reference checks, Staﬀ recommends awarding Construction Contract D&C23-011 Professional Baseball Stadium – Steel construction contract to Anderson Charnesky Structural Steel and anticipates the construction to be completed by April 2026.

On August 27, 2024, four (4) bids were received for bid No. 1812 - D&C23-001A – Sports Complex Mass Grading. The bids ranged from $41,870,320 to $56,235,000. The bids are summarized below:

Bidder
Location
Amount
Crew, Inc.

Compton, CA
$41,870,320
Doja
Ontario, CA
$42,950,000
Southern California Grading, Inc.

Irvine, CA
$49,942,000
Miller Equipment Co., Inc.

Lancaster, CA
$56,235,000

Crew, Inc., located in Compton, California, submitted the lowest responsible bid that met all the required speciﬁcations with a base cost of $41,870,320. Based on the credentials, pricing, and reference checks, Staﬀ recommends awarding Construction Contract D&C23-011A Sports Complex - Mass Grading construction contract to Crew, Inc. and anticipates the grading construction to be completed by June 2025.
849
S
ECTION 00500 – CONTRACT FOR CONSTRUCTION
This Contract for Construction (“Contract”), No. D&C23-011A is made and entered as of ____________, by and between City of Ontario, with its principal place of business at 303 East “B” Street, Ontario, CA 91764, sometimes hereinafter called the “City” and Crew, Inc., sometimes hereinafter called “Contractor.”
WITNESSETH: That the parties hereto have mutually covenanted and agreed, and by these presents do covenant and agree with each other as follows:

ARTICLE 1. SCOPE OF WORK.

The Contractor shall perform all Work within the time stipulated in the Contract, and shall provide all labor, materials, equipment, tools, utility services, and transportation to complete all of the Work required in strict compliance with the Contract Documents as specified in Article 5, below, for the following Project:

Ontario Ballpark Rough Grading
Contractor is an independent contractor and not an agent of the City. The Contractor and its surety shall be liable to the City for any damages arising as a result of the Contractor’s failure to comply with this obligation.

ARTICLE 2. TIME FOR COMPLETION.

Time is of the essence in the performance of the Work. The Work shall be com menced on the date stated in the City’s Notice to Proceed. The Contractor shall complete all Work required by the Contract Documents within per the contract schedule noting the calendar days from the commencement date stated in the Notice to Proceed. By it s signature hereunder, Contractor agrees the time for completion set forth above is adequate and reasonable to complete the Work.

ARTICLE 3. CONTRACT PRICE.

The City shall pay to the Contractor as full compensation for the performance of the Contract, s
ubject to any additions or deductions as provided in the Contract Documents, and including all applicable taxes and costs, the sum of Forty-One Million Eight Hundred Seventy Thousand Three Hundred Twenty Dollars ($ 41,870,320). Payment shall be made as set forth in the General Conditions. The City will pay to Contractor compensation based upon the prices set forth in the Bid Schedule.
850
ARTICLE 4. LIQUIDATED DAMAGES.

Contractor acknowledges that the City will sustain actual damages for each and every Day completion of the Project is delayed beyond the Contract Time. Because of the nature of the Project, it would be impracticable or extremely difficult to determine the City’s actual damages.

Accordingly, in accordance with Government Code section 53069.85, it is agreed that the Contractor will pay the City the sum of $50,000 for each and every calendar day of delay beyond the time prescribed in the Contract Documents for finishing the Work, as Liquidated Damages and not as a penalty or forfeiture. In the event this is not paid, the Contractor agrees the City may deduct that amount from any money due or that may become due the Contractor under the Contract. This Section does not exclude recovery of other damages specified in the Contract Documents. Liquidated damages may be deducted from progress payments due Contractor, Project retention or may be collected directly from Contractor, or from Contractor's surety. These provisions for liquidated damages shall not prevent the City, in case of Contractor's default, from terminating the Contractor.

ARTICLE 5. COMPONENT PARTS OF THE CONTRACT.

The “Contract Documents” include the following:

Notice Inviting Bids
Instructions to Bidders
Bid Forms
Bid Acknowledgement
Bid Schedule
Bid Guarantee
Designation of Subcontractors
Non-Collusion Declaration Form
Iran Contracting Act Certification
Public Works Contractor DIR Registration Certification
Performance Bond
Payment (Labor and Materials) Bond
Contract for Construction
General Conditions
Special Conditions
Specifications
Addenda
Construction Plans and Drawings
Standard Specifications for Public Works Construction “Greenbook”, latest edition, Except Sections 1-9
Applicable Local Agency Standards and Specifications, as last revised Reference Specifications
Approved and fully executed Change Orders
Permits
Scope of Work Summary
Any other documents contained in or incorporated into the Contract The Contractor shall complete the Work in strict accordance with all of the Contract Documents.

All of the Contract Documents are intended to be complementary. Work required by one of the Contract Documents and not by others shall be done as if required by all. In the event of conflict, 851
the various Contract Documents will be given effect in the order set forth in the General Conditions. This Contract shall supersede any prior agreement of the parties.

ARTICLE 6. PROVISIONS REQUIRED BY LAW AND CONTRACTOR COMPLIANCE.

Each and every provision of law required to be included in these Contract Documents shall be deemed to be included in these Contract Documents. The Contractor shall comply with all requirements of applicable federal, state and local laws, rules and regulations, including, but not limited to, the provisions of the California Labor Code and California Public Contract Code which are applicable to this Work.

ARTICLE 7. INDEMNIFICATION.

Contractor shall provide indemnification and defense as set forth in the General Conditions.

ARTICLE 8. PREVAILING WAGES.

Contractor shall be required to pay the prevailing rate of wages in accordance with the Labor Code which such rates shall be made available at the City’s Office or may be obtained online at http://www.dir.ca.gov and which must be posted at the job site.

ARTICLE 9. FALSE CLAIMS.

Contractor acknowledges that if a false claim is submitted to the City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that the False Claims Act, California Government Code sections 12650, et seq., provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include within their scope false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of the information. In the event the City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorneys’ fees. Contractor hereby acknowledges that the filing of a false claim may the Contractor to an administrative debarment proceeding wherein Contractor may be prevented from further bidding on public contracts for a period of up to five (5) years. [REMAINDER OF PAGE LEFT INTENTIONALLY BLANK]
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IN WITNESS WHEREOF, this Contract has been duly executed by the above-named parties, on the day and year above written.

CITY OF ONTARIO
By:

Scott Ochoa
City Manager
AT
TEST:

By:

Sheila Mautz, City Clerk
APPR
OVED AS TO FORM:

By:

Best Best & Krieger LLP
City Attorney
Crew, Inc.

By:

Its:

Printed Name:

By
:

Its:

Printed Name:
____________________________________
Contractor’s License Number and
Classification
____________________________________
DIR Registration Number
[IF CORPORATION, TWO SIGNATURES,

PRESIDENT OR VICE PRESIDENT AND

SECRETARY OR TREASURER
REQUIRED]

END OF CONTRACT
853
S
ECTION 00500 – CONTRACT FOR CONSTRUCTION
This Contract for Construction (“Contract”), No. D&C 23-011 is made and entered as of ____________, by and between City of Ontario, with its principal place of business at 303 East “B” Street, Ontario, CA 91764, sometimes hereinafter called the “City” and Anderson Charnesky Structural Steel, Inc., sometimes hereinafter called “Contractor.” WITNESSETH: That the parties hereto have mutually covenanted and agreed, and by these presents do covenant and agree with each other as follows:

ARTICLE 1. SCOPE OF WORK.

Ontario Ballpark
Contractor is an independent contractor and not an agent of the City. The Contractor and its surety shall be liable to the City for any damages arising as a result of the Contractor’s failure to comply with this obligation.

ARTICLE 2. TIME FOR COMPLETION.

Time is of the essence in the performance of the Work. The Work shall be commenced on the date stated in the City’s Notice to Proceed. The Contractor shall complete all Work required by the Contract Documents within per the contract schedule noting the calendar days from the commencement date stated in the Notice to Proceed. By its signature hereunder, Contractor agrees the time for completion set forth above is adequate and reasonable to complete the Work.

ARTICLE 3. CONTRACT PRICE.

The City shall pay to the Contractor as full compensation for the performance of the Contr act, subject to any additions or deductions as provided in the Contract Documents, and including all applicable taxes and costs, the sum of Fifteen Million Seven Hundred Seventeen Thousand Dollars ($15,717,000.00). Payment shall be made as set forth in the General Conditions . The City will pay to Contractor compensation based upon the prices set forth in the Bid Schedule.

ARTICLE 4. LIQUIDATED DAMAGES.

Contractor acknowledges that the City will sustain actual damages for each and every Day completion of the Project is delayed beyond the Contract Time. Because of the nature of the 854
Project, it would be impracticable or extremely difficult to determine the City’s actual damages.

Accordingly, in accordance with Government Code section 53069.85, it is agreed that the Contractor will pay the City the sum of $35,000 for each and every calendar day of delay beyond the time prescribed in the Contract Documents for finishing the Work, as Liquidated Damages and not as a penalty or forfeiture. In the event this is not paid, the Contractor agrees the City may deduct that amount from any money due or that may become due the Contractor under the Contract. This Section does not exclude recovery of other damages specified in the Contract Documents. Liquidated damages may be deducted from progress payments due Contractor, Project retention or may be collected directly from Contractor, or from Contractor's surety. These provisions for liquidated damages shall not prevent the City, in case of Contractor's default, from terminating the Contractor.

ARTICLE 5. COMPONENT PARTS OF THE CONTRACT.

The “Contract Documents” include the following:

All of the Contract Documents are intended to be complementary. Work required by one of the Contract Documents and not by others shall be done as if required by all. In the event of conflict, the various Contract Documents will be given effect in the order set forth in the General Conditions. This Contract shall supersede any prior agreement of the parties. 855
ARTICLE 6. PROVISIONS REQUIRED BY LAW AND CONTRACTOR COMPLIANCE.

ARTICLE 7. INDEMNIFICATION.

Contractor shall provide indemnification and defense as set forth in the General Conditions.

ARTICLE 8. PREVAILING WAGES.

ARTICLE 9. FALSE CLAIMS.

Contractor acknowledges that if a false claim is submitted to the City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that the False Claims Act, California Government Code sections 12650, et seq., provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include within their scope false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of the information. In the event the City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorneys’ fees. Contractor hereby acknowledges that the filing of a false claim may the Contractor to an administrative debarment proceeding wherein Contractor may be prevented from further bidding on public contracts for a period of up to five (5) years. [REMAINDER OF PAGE LEFT INTENTIONALLY BLANK]
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IN WITNESS WHEREOF, this Contract has been duly executed by the above-named parties, on the day and year above written.

CITY OF ONTARIO
By:

Scott Ochoa
City Manager
AT
TEST:

By:

Sheila Mautz, City Clerk
APPR
OVED AS TO FORM:

By:

Best Best & Krieger LLP
City Attorney
Anderson Charnesky Structural Steel, Inc.

By:

Its:

Printed Name:

By
:

Its:

Printed Name:
____________________________________

Contractor’s License Number and
Classification
____________________________________

DIR Registration Number
[IF CORPORATION, TWO SIGNATURES,

PRESIDENT OR VICE PRESIDENT AND

SECRETARY OR TREASURER
REQUIRED]

END OF CONTRACT
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Department: Broadband Operations
Prepared By: Judy Witrago
Staff Member Presenting: Jimmy Chang,
Broadband General Manager
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 19
SUBJECT:

AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH RONALD

IVIE FOR ADDITIONAL BROADBAND STRATEGY, DEVELOPMENT, AND

OPERATIONS SUPPORT CONSULTING

CITY OF ONTARIO
Agenda Report
September 17, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council approve and authorize the City Manager, or his designee, to execute Amendment No. 1 to the Professional Services Agreement with Ronald Ivie, of Eagle, Idaho, for additional broadband strategy, development and operations support consulting services, in the amount of $180,000, for a revised not-to-exceed total of $1,080,000.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Invest in the Growth and Evolution of the City's Economy 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 2024-25 Adopted Budget includes appropriations in the Broadband/ Fiber Fund for broadband design, engineering, project management, and inspection services. The proposed Amendment No. 1 to the Professional Services Agreement increases the authorized contract amount by $180,000 for a total contract amount not-to-exceed $1,080,000. If approved, appropriations will be added to the future years’ budgets consistent with the annual budget adoption process.

BACKGROUND & ANALYSIS:

On July 19, 2022, a Professional Services Agreement was awarded to Ronald Ivie for broadband strategy, development and operations support consulting services in the amount of $900,000. Ronald Ivie has been an advisor on the City' s broadband (OntarioNet) ﬁber optic network for 23 years and was the author of the City's Fiber Optic Master Plan adopted in 2013.

During the ﬁrst term of the Agreement, the contract saw its highest expenditures due to extensive external network engineering required to extend the ﬁber-optic network over 250 miles, covering Ontario Ranch, other City areas, and various City facilities. The unforeseen expenses related to project planning, design analysis, and engineering architecture increased reliance on Ronald Ivie, including the addition of essential network engineering services. As the City prepares to launch OntarioNet, a community-based internet service provider entirely operated by the City, further 858
network engineering services and research are needed. Amendment No. 1 will allocate funding to support the full implementation of OntarioNet, including broadband strategy development, operations support consulting services, and additional work related to ﬁber build-out in other areas of the City.
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860
861
862
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: 20
SUBJECT:

A RESOLUTION AMENDING THE APPENDIX TO THE CITY OF ONTARIO CONFLICT

OF INTEREST CODE

CITY OF ONTARIO
Agenda Report
September 17, 2024
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:

Accounting Supervisor
Administrative Officer - Confidential
Administrative Specialist
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Assistant Director Municipal Services
Assistant Finance Director
Assistant Information Technology Director
Broadband Analyst
Broadband Operations Director
Building Inspector
Building Manager
Chief Deputy
Chief Human Resources Investigator
Communications and Community Relations Manager
Community Development Assistant Director
Cross-Connection Control Supervisor
Deputy General Manager
Housing Services Director
Information Security Officer
Integrated Waste Director
IT Manager
Museum, Arts and Culture Manager
Police Administrative Manager
Principal Human Resources Agency Partner
Principal Risk Management/Benefits Agency Partner
Real Estate Administrative Director
Real Estate and Development Assistant Director
Risk Management Program Administrator
Senior Financial Analyst - Confidential
Senior Information Technology Specialist
Senior Management Analyst - Confidential
Senior Performance and Optimization Analyst
Senior Public Safety Business Analyst
Urban Forestry Manager
Utilities Operations Assistant Division Manager

Designated Employees' Titles to be Removed:

Accounting Manager
Assistant Director of Housing & Neighborhood Preservation Assistant Library Director
Assistant Recreation/Community Services Director
Budget Director
Budget Manager
Building Inspection Manager
Business Operations Director
864
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.
865
PASSED, APPROVED, AND ADOPTED this 17th day of September 2024. _____________________________________
PAUL S. LEON, MAYOR
ATTEST:
________________________________

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

BEST BEST & KRIEGER LLP

CITY ATTORNEY
866

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. was duly passed and adopted by the City Council of the City of Ontario at their regular meeting held September 17, 2024 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. duly passed and adopted by the Ontario City Council at their regular meeting held September 17, 2024. _____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
867

CONFLICT OF INTEREST CODE
OF THE

CITY OF ONTARIO
Appendix Amended September 17, 2024 – Resolution No. 2024- Appendix Amended September 20, 2022 – Resolution No. 2022-141 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. 2002-124 868
Appendix Amended February 19, 2002 – Resolution No. 2002-027 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
869
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 Supervisor 4
Administrative Officer 6
Administrative Officer (Confidential) 6
Administrative Specialist 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 Municipal Services 2,3,6,7
Assistant Engineer 2, 3, 6, 7
Assistant Finance Director 2, 3, 6, 7
Assistant Human Resources Director 2,3,6,7
Assistant Parks and Maintenance Director 2,3,6,7
Assistant Planner 2, 3, 6, 7
Assistant Planning Director 2, 3, 6, 7
Associate Civil Engineer 2, 3, 6, 7
Associate Engineer 2, 3, 6, 7
870
Associate Landscape Planner 2, 3, 6, 7
Associate Planner 2, 3, 6, 7
Broadband General Manager 2, 3, 6, 7
Broadband Operations Director 2,3,6,7
Broadband Operations Manager 6,7
Building Manager 6,7
Building Official 2, 3, 6, 7
Building Plans Examiner 7
Building Plans Specialist 7
Business License Supervisor 6
Chief Deputy
Chief Human Resources Investigator
Chief Innovation Officer 1, 2
City Auditor
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
Communications & Community Relations Manager 1, 2
Community Development Assistant Director 2, 3, 6, 7
Community Improvement Director 2,3,6,7
Community Improvement Manager 6,7
871
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
Cross-Connection Control Supervisor 6, 7
Custodial Services Supervisor 6
Database Administrator 6
Departmental Administrator 1, 2
Deputy City Manager 1,2
Deputy Fire Chief 2, 6, 7
Deputy Fire Marshal 2,6,7
Deputy General Manager 2, 6, 7
Deputy Police Chief 2, 6, 7
Design and Construction Director 2,3,6,7
Economic Development Coordinator 2
Economic Development Manager 1 ,2
Economic Development Specialist 2
Emergency Manager 5
EMS Nurse Administrator 6, 7
Engineering Assistant 6
Engineering Assistant - GIS 6
Environmental Programs Manager 5,7
872
Environmental Water/Wastewater Engineer 2, 3, 5, 7
Executive Director Community Life and Culture 1,2
Executive Director Development 1,2
Executive Director Economic Development 1,2
Executive Director Housing & Neighborhood Preservation 1,2 Executive Director Human Resources 1,2
Executive Director Information Technology 1,2
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 Investigation Supervisor 6
Fire Prevention Inspector 6, 7
Fire Protection Analyst 2,3
Fire Safety Specialist 6
Fiscal Services Director 1, 2
Fleet Services Manager 6
Forensic Manager 6
General Services Director 2,3,6
Housing Director 2, 3, 6
Housing Manager 6
873
Housing Services Director 2, 3, 6
Human Resources Analyst 6
Information Security Officer 6
Information Technology Applications Director 6
Information Technology Applications Manager 6
Information Technology Manager 7
Information Technology Operations Director 6
Information Technology Systems Director 6
Integrated Waste Director 2, 6, 7
Internal Audit Manager 1
Internal Auditor 1
Landscape Planner 2, 3, 7
Legislative Analyst 6
Library Director 6
Management Analyst 6
Municipal Services Director 6
Municipal Services Manager 6
Museum, Arts & Culture Manager 5, 6
Museum Director 6
Neighborhood Improvement Specialist 1, 2
Parks and Maintenance Director 2,3,6,7
Parks and Maintenance Manager 6,7
Parks and Maintenance Supervisor 6
874
Payroll Analyst 6
Payroll Manager 6,7
Performance & Optimization Analyst 6
Performance & Optimization Manager 6,7
Plan Check Engineer 2, 7
Planning Director 2, 3, 6, 7
Police Administrative Director 6
Police Administrative Manager 6, 7
Police Captain 6, 7
Police Chief 6, 7
Police Lieutenant 6, 7
Principal Engineer 2, 3, 6, 7
Principal Human Resources Agency Partner 6, 7
Principal IT Analyst 2,3
Principal Planner 2, 3, 6, 7
Principal Project Manager 6, 7
Principal Risk Management/Benefits Agency Partner 6, 7
Project Coordinator 2, 3, 6
Project Manager 2, 3, 6
Public Facilities Maintenance Manager 6
Public Services Project Manager 6
Public Works Inspector 6, 7
Purchasing Assistant 6
875
Purchasing Manager 6, 7
Purchasing Team Leader 6
Real Estate Administrative Director 2, 3, 6, 7
Real Estate Development Assistant Director 2, 3, 6, 7
Recreation/Community Services Director 2, 3, 6, 7
Recreation/Community Services Manager 6,7
Recreation /Community Services Supervisor 6
Revenue Services Specialist 6
Revenue Services Supervisor 6
Risk Management Program Administrator 6
Risk/Safety Manager 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 Deputy Fire Chief 2, 3, 7
Senior Environmental Technician 6
Senior Financial Analyst 5
Senior Financial Analyst – Confidential 5
Senior Fire Safety Specialist 6
Senior Human Resources Analyst 6
Senior Information Technology Analyst 6
876
Senior Information Technology Specialist 6
Senior Landscape Architect 6
Senior Landscape Planner 6
Senior Legislative Analyst 6
Senior Management Analyst 6
Senior Management Analyst – Confidential 6
Senior Neighborhood Improvement Specialist 1, 2
Senior Network Engineer 2, 7
Senior Plan Check Engineer 2, 7
Senior Performance Optimization Analyst 2, 7
Senior Planner 2, 3, 6, 7
Senior Project Coordinator 2, 3, 6
Senior Project Manager 2, 3, 6
Senior Public Business Analyst 6, 7
Senior Public Works Inspector 6, 7
Senior Recreation/Community Services Supervisor 6
Senior Systems Analyst 6
Senior Telecommunications Analyst 5
Street Maintenance Supervisor 6
Supervising Building Inspector 6, 7
Supervising Public Works Inspector 6, 7
Survey Party Chief 6, 7
Sustainability Program Manager 6
877
Traffic/Transportation Manager 2, 3, 6, 7
Urban Forest Manager 6, 7
Utilities Administrative Services and Integrated Waste Director 2,3,6,7 Utilities Assistant General Manager 2,3, 6, 7
Utilities Customer Services Director 2,3,6,7
Utilities General Manager 1, 2
Utilities Operations Director 2,3,6,7
Utilities Operations Assistant Division Manager 2, 3, 6, 7 Utilities Operations Division Manager 6,7
Utilities Project Manager 2, 3, 6
Utilities Supervisor 6
Water Production Manager 6, 7
Water Quality Specialist 6, 7
Water Resources Manager 6, 7
Water/Sewer Maintenance Manager 6, 7
878

BOARDS, COMMISSIONS AND COMMITTEES
Library Board of Trustees 2, 3, 6
Museum Board Members 6
Recreation and Parks Commission Members 2, 3, 6
Public Art Program Advisory Commission 6

CONSULTANTS
Consultants shall be included in the list of Designated Employees and shall disclose pursuant to the broadest disclosure category 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 fully 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. 879
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.

Category 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. 880
Department: Human Resources
Prepared By: Reed Sigler
Department:

Prepared By: Reed Sigler
Staff Member Presenting: Angela C. Lopez,
Executive Director Human Resources
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 21
SUBJECT:

APPROVAL OF A SIDE LETTER AMENDING THE MEMORANDUM OF

UNDERSTANDING FOR THE ONTARIO FIRE MANAGEMENT GROUP IN

ACCORDANCE WITH MODIFICATIONS REQUIRED BY CALPERS

CITY OF ONTARIO
Agenda Report
September 17, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council adopt a Resolution to approve a side letter amending the City of Ontario ("City") and Ontario Fire Management Group ("OFMG") Memorandum of Understanding (MOU) from July 1, 2023 to June 30, 2027, in accordance with modiﬁcations required by the California Public Employees Retirement System (CalPERS) to ensure that pension benefits are properly calculated.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Maintain the Current High Level of Public Safety
Operate in a Businesslike Manner
FISCAL IMPACT:

The recommended action has no direct ﬁscal impact as the collective bargaining agreement modiﬁcations coincide with the City's current practice of reporting special compensation.

BACKGROUND & ANALYSIS:

The proposed Resolution for modiﬁcation to the OFMG Memorandum of Understanding is recommended as a result of the review from CalPERS of reportable compensation for employees preparing to retire from active service in the near future in accordance with the California Public Employees' Retirement Law.

CalPERS indicated that modiﬁcations to sections in the OFMG labor agreement are required to coincide with the City's practice in reporting special compensation to CalPERS. The modiﬁcations requested in the proposed Resolution and side letter is to include language to identify the calculation of special compensation, including the calculation of Management Incentive Pay, Holiday Pay, and Longevity Pay.

To ensure compliance, the City met with OFMG to discuss the proposed changes and approve the modiﬁcations. The Resolution and side letter will help ensure that special compensation items reported by the City to CalPERS are included in the calculation of pension benefits for retirees as intended. 881
Revision: 09/09/2024
Amendment to the 2023 – 2027 Memorandum of Understanding Between the City of Ontario and
Ontario Fire Management Group

The City of Ontario and the Ontario Fire Management Group ( Group), agree to modify Article II, Sections 9.03, 15.02, and 15.03 of their Memorandum of Understanding (MOU) covering the period of July 1, 2023, through June 30, 2027, as reflected below. The modifications to Article II, Sections 9.03, 15.02, and 15.03 are intended to further document the operational staffing requirements for non- shift employees on scheduled holidays , and the calculation of both Holiday Pay and Management Incentive Pay. These clarifications document and acknowledge the intent that was in effect as early as July 1, 2020.

1. Paragraph H of Article II is hereby restated in its entirety to read as follows:

“H. Regular Rate of Pay - The regular rate used to calculate the Fair Labor Standards Act ("FLSA") premiums pay reported to CalPERS, inclusive of an employee's base hourly rate, eligible items of special compensation that an employee receives at the time FLSA is calculated (Longevity Pay, Educational Incentive, and all compensation items under Section 10.02 and

10.03), and all other items of compensation that are included in the FLSA calculation.

Regular Rate of Pay is also used in the calculation of Holiday Pay and Management Incentive Pay, but is calculated using only base pay and other eligible items of special compensation (Longevity Pay, Educational Incentive, and all compensation items under Sections 10.02 and

10.03).”

2. Section 9.03 of Article IX is hereby restated in its entirety to read as follows:

“Section 9.03 Management Incentive Pay

Group employees assigned to non- shift administrative positions shall receive Management Incentive Pay at the rate of 7.42 hours per pay period, for a total of 193 hours each calendar year due to the unique nature of their management duties . Such time shall be paid at the employee’s Regular Rate of Pay. Upon implementation, eligible unit employees shall receive a prorated amount of Management Incentive pay for the period of January 1, 2023, up to the effective date of implementation.

Management Incentive Pay is inclusive of an employee’s base hourly rate and eligible items of special compensation that an employee receives at the time Management Incentive Pay is calculated (Longevity Pay, Educational Incentive, and all compensation items under Sections

10.02 and 10.03).”

882
Revision: 09/09/2024

3. Paragraph A of Section 15.02 of Article XV is hereby restated in its entirety to read as follows:

“A. Accrual of Holiday Hours Credit - Group employees assigned to shifts will receive 12 hours credit for each of the above holidays regardless of whether the employee is on or off duty when the holiday occurs. This Holiday Pay is in recognition of shift positions experiencing required scheduled staffing without regard to holidays and because those positions may be scheduled to work on approved holidays as part of their normal full-time schedule.

Holiday Pay hours credit is inclusive of an employee’s base hourly rate and eligible items of special compensation that an employee receives at the time Holiday Pay is calculated (Longevity Pay, Educational Incentive, and all compensation items under Sections 10.02 an d

10.03).

4. Section 15.03 of Article XV is hereby restated in its entirety to read as follows:

“Section 15.03 Holidays for Non-Shift Employees

Due to operational necessity and required scheduled staffing without regard to holidays, employees in the classification of Deputy Chief or Sr. Deputy Chief may be scheduled to work on approved holidays as part of their normal full -time schedule. Because these positions experience required scheduled staffing, employees shall receive credit for each approved holiday at a rate of 10 hours per holiday, at their Regular Rate of Pay for a maximum of 150 hours of holiday credit each calendar year. Employees shall be compensated for this holiday credit at the rate of 5.77 hours per pay period, for a t otal of one hundred and fifty (150) hours holiday pay per annum (5.77 is calculated at 26 pay periods). Holiday Pay is inclusive of an employee’s base hourly rate and eligible items of special compensation that an employee receives at the time Holiday Pay is calculated (Longevity Pay, Educational Incentive, and all compensation items under Sections 10.02 and 10.03).

For non-shift employees, all Statewide Election Days, every day designated by the President of the United States or by the Governor of the State of California, any special holiday called by the President or Governor of the State of California, any special holiday or Designated day called by the President or Governor shall receive an additional 10 hours credit for each designated special holiday regardless of whether the employee is on or off duty when the holiday occurs. The City agrees to pay the special holiday in the pay period in which the holiday falls.

Approved:

Scott Ochoa, City Manager Date
City of Ontario

Ryan Lewis, President Date
Ontario Fire Management Group
883
RESOLUTION NO. ________

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

CALIFORNIA, APPROVING A SIDE LETTER AMENDING THE

MEMORANDUM OF UNDERSTANDING FOR EMPLOYEES
REPRESENTED BY THE ONTARIO FIRE MANAGEMENT GROUP.

WHEREAS, the City of Ontario (“City”) and the Ontario Fire Management Group entered into a memorandum of understanding from July 1, 2023 through June 30, 2027 (“MOU”) to outline the agreement between the parties regarding wages, hours, and other terms and conditions of employment; and
WHEREAS, the California Public Employees Retirement System (“CalPERS”) conducted a review of the reported compensation for several retiring City employees and recommended that the City make certain modifications to the MOU in order to ensure that reported special compensation items were appropriately included in pension benefit calculations.

NOW THEREFORE, be it resolved the City Council hereby finds and determines the following:

SECTION 1. That the City Council hereby approves a side letter amending the MOU, incorporated herein by reference and enclosed as Exhibit “A” (“side letter”), which incorporates the modifications suggested by CalPERS.

SECTION 2. That the City Council hereby authorizes the City Manager to execute said side letter on behalf of the City.

SECTION 3. This Resolution shall become effective upon its adoption.

SECTION 4. The City Mayor shall sign this Resolution, and the City Clerk shall attest and certify to the passage and adoption thereof.

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

PASSED, APPROVED, AND ADOPTED this 17th day of September 2024. _____________________________________
PAUL S. LEON, MAYOR
884
ATTEST:
____________________________________

SHEILA MAUTZ, CITY CLERK
APPROVED AS TO FORM:
____________________________________

BEST BEST & KRIEGER LLP

CITY ATTORNEY
885

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. 2024- was duly passed and adopted by the City Council of the City of Ontario at their regular meeting held September 17, 2024 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. 2024- duly passed and adopted by the Ontario City Council at their regular meeting held September 17, 2024. _____________________________________

SHEILA MAUTZ, CITY CLERK
(SEAL)
886
Department: Housing
Prepared By: Kaela Fengler
Staff Member Presenting: Helen McAlary,
Executive Director Community Life and Culture
Reviewed By: Lacey A Rightmer
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 22
SUBJECT:

A PUBLIC HEARING TO RECEIVE TESTIMONY AND ADOPT THE CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FOR THE 2023-24

FISCAL YEAR

CITY OF ONTARIO
Agenda Report
September 17, 2024
SECTION:

PUBLIC HEARINGS

RECOMMENDATION:

That the City Council take the following actions:

A
.

Hold a public hearing to receive testimony on the draft Consolidated Annual Performance and Evaluation Report (CAPER) for the Fiscal Year 2023-24 (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 revise for accuracy and 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 no direct fiscal impact associated with this action.

BACKGROUND & ANALYSIS:

The CAPER is a report required by HUD that provides annual information about the City's utilization of HUD entitlement grant funds for local community development and housing projects. During Fiscal Year 2023-24, a combined total of over $20 million of federal, state, and local funds were expended to implement approximately 37 hous ing
and community development programs and projects. These activities were contained in the City's Fiscal Year 2023-24 One-Year Action Plan, approved on May 7, 2024. Federal funding sources in the CAPER include the following HUD programs: Community Development Block Grant, HOME Investment Partnerships Program, Emergency Solutions Grant, and Emergency Solutions Grant - CARES Act. Local funding sources include Ontario Housing Authority and Housing Asset funds. The City receives approximately $2.7 million annually from HUD for the above-named programs. During 887
Fiscal Year 2023-24, the City had approximately $156,000 Emergency Solutions Grant - CARES Act funds remaining to spend from allocations awarded in Fiscal Year 2020-21 and Fiscal Year 2021-22.

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

The City expended approximately $1.6 million to implement six infrastructure and community facility activities, one economic development activity, and one public service activity 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, OntarioNet Broadband Expansion, Wheelchair Ramp Installation, Sam Alba Park Restroom Renovation, John Galvin Park Restroom Renovation, LED Streetlights, Child Care, Youth, and Family Subsidies, Downtown Storefront Façade Renovation. b
.

More than $1.4 million 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, Sites for Future Aﬀordable Housing Development, Community Improvement Team, Ontario Shines Single Family Solar, Ontario Shines Multi-Family Solar, Neighborhood Preservation Program, MyHome Assistance Program, Home Buyer Assistance Program, and Police Resident Assistance Program. c
.

Over $1 million was expended as part of the Homeless Strategy to implement 8 activities. The major projects within this strategy include, but are not limited to, the following: Project Gateway (Supportive Housing Program), Continuum of Care Opioid Settlement funded projects, Extreme Weather Motel Voucher Program, Family Stabilization at Sova Program Center, Services for Victims of Domestic Violence and Their Children, Emergency Housing Program, and ESG-CV Motel Voucher Program.

Attached is the Draft CAPER for Fiscal Year 2023-24.

The draft CAPER for Fiscal Year 2023-24 has been available for public review from September 1, 2024, to September 16, 2024. Subsequent to City Council approval, Staﬀ will submit the ﬁnal report to HUD by the September 28, 2024, deadline.
888
Consolidated Annual Performance
and Evaluation Report for
Fiscal Year 2023-24
September 19, 2024
Prepared by the
City of Ontario Housing Services Department
208 West Emporia Street
Ontario, CA 91762
(909) 395-2006
DRAFT
889
DRAFT

CITY OF ONTARIO
FY 2023-24 Consolidated Annual Performance and Evaluation Report (CAPER) 09/19/2024

Page 1 of 58 ends

I. INTRODUCTION
Th
e 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.

Th
is 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 2023-24 One-Year Action Plan is presented in this report. The following is a summary of this report’s key areas:

I. I
ntroduction
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. Co
ntinuum 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 2023-24 to address those needs.

I
V. 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. P
rogram 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. 890
DRAFT

CITY OF ONTARIO
FY 2023-24 Consolidated Annual Performance and Evaluation Report (CAPER) 09/19/2024

Page 2 of 58 ends

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 2023-24.

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

V
III. 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.

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

X. H
UD 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. Sum
mary 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. CDB
G 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.

HOM

E RE PORTS

3. S
tatus 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 2023-24.

6. HOME Annual Performance Report (HUD-40107) – provides Minority Business Enterprises (MBE) and Women Business Enterprises (WBE) contracting information for Fiscal Year 2023-24. 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 2023-24 in support of Action Plan priorities; d. Homeless activities conducted during FY 2023-24 in support of Action Plan priorities; e. Special population activities conducted during FY 2023-24 in support of Action Plan priorities;
f. Fair housing activities conducted during FY 20223-24 in support of Action Plan priorities; g. Public housing activities conducted during 2023-24 in support of Action Plan priorities; h. Lead hazard activities conducted during 2023-24 in support of Action Plan priorities; and i. Community development activities conducted during FY 2023-24 in support of Consolidated Plan priorities.

A. OVERVIEW

The FY 2023-24 Action Plan was the fourth 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.

Th
e 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 2023-24)
Community Development
Block Grant (CDBG)

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

$1,803,483 $1,882,760
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.

$704,501 $704,501
CDBG-CARES (CDBG-CV) Infrastructure improvements, code
enforcement, housing rehabilitation,
and social services in response to
COVID-19.
$0 $0
HOME Investment
Partnership (HOME)

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

$820,945 $819,086
HOME Program Income

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

$0 $0
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.

$160,533 $158,507
ESG-CARES (ESG-CV) Essential support services and
operating expenses for homeless
facilities and programs in response to
COVID-19
$156,352 $156,352
Housing Asset Fund

Ontario Housing Authority

Transformative Climate
Community Grant
Home ownership assistance, housing
acquisition and rehabilitation, and
homeless services.

Housing acquisition, property
rehabilitation and maintenance

Provides funding for California
Climate Investment programs,
including affordable housing, active
transportation programs, low income
weatherization programs, and urban
greening.

$10,407,331

$51,236,315

$14,499,802
$8,992,069

$53,929,452

$14,499,802
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FUNDING SOURCE

ACTIVITIES FUNDED

PLANNED
AMOUNT
ACTUAL
AMOUNT

AWARDED/

RECEIVED/

ON HAND
(FY 2023-24)
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.

$3,003,658 $3,003,658
TOTAL $21,263,632 $21,339,024

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 2023-24, the City participated in the following federal programs:

•
The Community Development Block Grant (CDBG) program which provided $1,882,760 for housing and community development programs, and an additional $704,501 was available for programs from prior year funds;

• The HOME Investment Partnership program which provided $819,086 for housing-related activities, and an additional $0 was available from program income; and

• The Emergency Solutions Grant (ESG) program which provided $158,507 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 2023-24, The City had the following CARES Act funding remaining to program:

•
The Emergency Solutions Grant – CARES Act (ESG- CV) program which provided $156,351.65 for homeless facilities and programs in response to COVID-19.

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CDBG and HOME Program Income: During FY 2023-24, the City received $0 in CDBG program income and $0 in HOME program income.

Housing Choice Voucher P rogram: 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 832 households and 1,983 Housing Choice Voucher Program participants in Ontario during the reporting period.

State
Funds: During FY 2023-24, 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 2023- 24 the City had a remaining grant balance of $14,499,802.

Leveraging R
esources: 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 2023-24 Pavement Management Rehabilitation Program

$315,000 $1,618,347
FY 2023-24 Alley Pavement Management Rehabilitation Program

$428,770 $202,945
TOTAL

$743,770 $1,821,292

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.
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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 $732,924 15 A total of fifty -nine (59) households were assisted through this program
during FY 2023- 24. T wenty-seven
(27) households had their TBRA
certificates renewed, eleven (11)
households completed their TBRA
program assistance, and twenty -two
(22) households leased new units with
assistance this year.

Emporia Place II OHA N/A N/A
Holt/Allyn Affordable
Housing Development
(Vista Verde II)
OHA $2,964,902 N/A
Mission/Mountain
Affordable Housing
Development
OHA $8,748,052 N/A
Sites for Future Affordable
Housing Development*
Other Funds $7,669 N/A The Ontario Housing Authority acting as the successor agency to the Ontario
Redevelopment Agency is currently
maintaining approximately 7 sites for
future development of affordable
housing. During FY 2023-24, the OHA
continued to work with a developer to
close escrow on 1 of these sites.

Escrow is expected to be closed and
development begun in early FY 2024-

25. TOTAL $12,453,547
*Activities not mentioned within the One-Year Action Plan under this priority.

TENANT BASED RENTAL ASSISTANCE PROGRAM

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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 Fifty -nine (59) households were assisted through this program during FY 2023-24.

Twenty-seven (27 ) households had their TBRA certificates rene wed, eleven (11 ) households completed their TBRA program assistance, and twenty-two (22) households lease new units with assistance during the reporting period.

EMPORIA PLACE II

HOLT/ALLYN AFFORDABLE HOUSING DEVELOPMENT (VISTA VERDE II)

MISSION/MOUNTAIN AFFORDABLE HOUSING DEVELOPMENT

SITES

FOR FUTURE AFFORDABLE HOUSING DEVELOPMENT

The Ontario Housing Authority acting 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 2023-24, the OHA continued to work with a developer to close escrow on 1 of these sites. Escrow is expected to be closed and development begun in early FY 2024-25.

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 Council under the Transformative Climate Communities program to provide additional investment in preserving Ontario’s housing stock.

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Within the FY 2023-24 One-Year Action Plan, the programs listed on the following pages were administered to support this priority:

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

CDBG $66,239 300
households
A total of 300 inspections were
completed during the reporting
period. 62 citations were given,
101 notices issued and 161 cases
closed at 239 unique parcels.

Low-Mod Assisted
Housing Developments*

$0 N/A Continued ongoing monitoring
efforts of affordable housing
developments consisting of 1,928
units throughout Ontario.

Ontario Shines Single
Family Solar PV*
TCC $539,352 N/A During FY 202 3-24, twenty-six
(26) homeowners were assisted
with no-cost solar installations.

Ontario Shines Multi-
Family Solar PV*
TCC $39,618 N/A During FY 2023-24, the program
began working on installations
for two multi- family solar
projects, Francis Apartments and
Guadalupe
Apartments. These
properties are multi- family low
income-based apartment
complex. Construction for both
projects is expected to be
completed by end year 2024.

Neighborhood
Preservation Program
CDBG $43,257 16 During FY 202 3-24, 20
homeowners were approved for
grants for supplies needed for
home improvements.

TOTAL $513,590
*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.

During FY2023-24, the CIT expended $66,238.82 within the pre-determined target area. The team conducted 300 inspections, issued 101 notices and 62 citations, and closed 161 cases at 239 unique parcels within the target area during the fiscal year.
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ASSISTED HOUSING DEVELOPMENTS

During FY 2023-24, the City of Ontario Housing Department was responsible for the affordability and maintenance monitoring of the 1,928 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
17 units restricted for moderate-income (110% of AMI)
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)
13 units restricted for moderate-income (120% 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

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

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Project Description
Encore Townhomes (f/k/a Waverly Place)
(Family Complex)
1725 E. G St.
155 units
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)

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)

HUD Project-Based Section 8:

Ontario Townhouses
1360 E. D St.

Project-Based Rental Assistance
86 units
59 units restricted for very low-income (50% of AMI)
26 units restricted for low-income (60% 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
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)
48 units restricted for low-income (60% of AMI)

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)

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Project Description
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)

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

Virginia Avenue
(Family Complex)
517, 521, 525 N. Virginia Ave.
9 Units
9 units restricted for low-income (80% 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)

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)

Vesta Apa

rtments (HOME Funded)
(Family Complex)
520-526 ½ W. Vesta St.
6 Units
2 units restricted for very low-income (50% of AMI)
2 units restricted for low-income (60% of AMI)
2 units restricted for moderate-income (120% of AMI)

Guadalupe Residence (HOME Funded)
(Family Complex)
411 and 412 N. Parkside Ave.
15 Units
10 units restricted for low-income (80% of AMI)
5 units restricted for very low-income (50% 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)
Palm Terrace - Phase I
(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
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Project Description
Palm Terrace - Phase II
(Senior Complex)
1449 E. D St.
48 units
48 units restricted for very low-income (50% of AMI)

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 2023-2024 twenty-six (26) homeowners were approved and received free home solar systems, with a total of 73 installations to date. During this fiscal year, GRID hosted two application workshops to support residents navigate through the application process and answer any questions. The outreach team has a standing presence at the Ovitt Family Community Library to assist residents with questions and application guidance.

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 2023- 24, the program began working on installations for two multi -family solar projects, Francis Apartments and Guadalupe Apartments. These properties are multi -family low income-based apartment complexes. Construction for both projects is expected to be completed by the end of the year 2024.

NEIGHBORHOOD PRESERVATION PROGRAM

This project is implemented by the City’s Community Improvement Department and provide s grants of up to $3,000 to income -qualified homeowners to be applied for material purchase to correct existing code violations.

In FY 2023 -24, the Community Improvement Department Neighborhood Preservation Program assisted 20 eligible homeowners to provide the materials and supplies needed to improve the appearance of their properties and to decrease neighborhood blight. The materials and supplies purchased were used for projects such as installing or replacing landscaping, repainting the home’s exterior, repairing dilapidated fences, and removing excessive trash and debris from properties. 903
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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
$ 305,167 N/A Twenty-six (18) homebuyers were
assisted in Ontario during FY 202 3-

24. Home Buyer Assistance
(National Homebuyer Fund and
Golden State Finance Authority)

Down
Payment
Assistance
$41,106 N.A Two households were assisted with
downpayment assistance during FY
2023-

24. DPA was provided to 1
household through Golden State
Financial Authority (GSFA) in the
amount of $25,706. DPA was
provided to 1 household through
National Homebuyers Fund (NHF) in
the amount of $15,400. No Mortgage
Credit Certificates (MCC) were
issued to homebuyers in Ontario
during FY 2023- 24. 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 202 3-24, NPHS provided
homeownership services to 143
Ontario residents. Foreclosure
prevention assistance was provided to
1 homeowner, no first -time Ontario
homebuyers received down payment
assistance grants through the WISH
program, 134 residents were provided
pre-
purchase/financial wellness
education, and 8 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 2023-24.

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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 2023-24
.

TOTAL $346,273
*Activities not mentioned within the One-Year Action Plan under this priority.

MYHOME AS SISTACE 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 qualifying 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 2023-24, 18 homebuyers were assisted within Ontario through this program.

HOME BUYER ASSISTANCE

PROGRAMS

Through the National Homebuyer Fund and the Golden State Finance Authority the Home Buyer Assistance Program provides down payment assistance and/or closing cost assistance up to 5% of the mortgage loan amount.

Two households were assisted with downpayment assistance during FY 2023- 24. DPA was provided to 1 household through Golden State Financial Authority (GSFA) in the amount of $25,706. DPA was provided to 1 household through National Homebuyers Fund (NHF) in the amount of $15,400. No Mortgage Credit Certificates (MCC) were issued to homebuyers in Ontario during FY 2023-24. At the end of 2021 the MCC program funding was exhausted.

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 905
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innovative homeownership opportunities, assisting families succeed in homeownership and partnering to improve the quality of life in neighborhoods.

During FY 2023-24, NPHS provided homeownership services to 143 Ontario residents.

Foreclosure prevention assistance was provided to one Ontario homeowner and no first-time Ontario homebuyers received down payment assistance grants through the WISH program. A total of 134 residents were provided pre-purchase/financial wellness education, and 8 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 12 th grade t eachers, 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 2023-24 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 2023-24, 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 individuals assisted by the programs and projects implemented in support of these goals:

Program/Project
Type of
Assistance

Expenses
Annual
Goal
Annual Accomplishments
Unduplicated Duplicated Total
Services for Victims of
Domestic Violence and
Their Children

CDBG $12,600 100 22 158 180
Family Stabilization
Program at Sova Program
Center

CDBG $18,410 3,000 2,463 15,294 17,757
Project Gateway
(Supportive Housing
Program)

HUD $447,820 N/A Twelve (13) households consisting
of eighteen (18) persons were
assisted.

Continuum of Care Opioid Settlement $40,095 N/A During FY 2023-24, the City of Ontario received and used its
settlement allocation for Ontario's
COAST K9 Project, NAADAC
Conference and the Rx and Illicit
Drug Summit, as well as access
center materials.

ESG COVID-19 Motel
Voucher Program
ESG-CV $70,600 N/A During FY 2023 -24, a total of 297
persons received assistance
through this program for a total of
1,000 bed nights.

Ontario Access Center
Development Project

Measure Q $887,343.78 N/A
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Program/Project
Type of
Assistance

Expenses
Annual
Goal
Annual Accomplishments
Unduplicated Duplicated Total
Kaiser Permanente Grant
Program
Kaiser
Permanente Grant
$1,259 N/A In FY 2023 -24, the City of
Ontario’s Continuum of Care was
successful in securing the Kaiser
Permanente Grant.

Through the
program Ontario is working to
address health inequities to create
healthy communities in
underserved areas.

Extreme Weather Motel
Voucher Program
CDBG $131,620 120 During FY 2023 -24, a total of 223
persons received assistance
through this program for a total of
796 bed nights.

City of Ontario Outreach
Program

Continuum of
Care
$923,163 N/A
TOTAL $2,462,313.03

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 2023-24, House of Ruth provided 22 unduplicated and 158 repeat Ontario residents assistance through this program. A total of 1,242 Ontario residents were provided additional services; 29 persons (15 adults and 14 children) were assisted with shelter services, 208 persons (138 adults and 70 children) received counseling, 155 (130 female and 25 male) were provided with hotline services, 829 attended community education classes, and 21 Ontario residents were assisted with obtaining Temporary Restraining Orders.

FAMILY STABILIZATION PROGRAM AT SOVA PROGRAM CENTER

During FY 2023-24, 2,463 unduplicated homeless and economically disadvantaged households were assisted through this program. A total of 17,757 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.

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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 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 $520,213 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.

Participants are assisted to attain/maintain income from mainstream benefit source s, as well as 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 2023-24, 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 to provide a full -service access center, street outreach and engagement 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 individuals 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 of 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 2023-24, 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.

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In 2021, nationwide settlements were reached to resolve all opioids litigation brought by states and local political subdivisions against three pharmaceutical distributors, McKesson, Cardinal Health, and AmerisourceBergen and against manufacturer Janssen Pha rmaceuticals, Inc. These n ational settlements have been finalized, and payments began to be distributed during FY 2023-24. In all, the Distributors will pay up to $21 billion over 18 years, and J anssen Pharmaceuticals, Inc. will pay up to an additional $5 billion. In FY 23- 24 the Opioid Settlement Fund were expended for Ontario's COAST K9 Project, NAADAC Conference and the Rx and Illicit Drug Summit, as well as access center materials.

ESG-CV M

OTEL VOUCHER PROGRAM

The City issued motel vouchers to individuals and families experiencing homelessness. The program allowed City staff an opportunity to connect recipients to other homeless services offered by the Continuum of Care.

During FY 2023-24, a total of 297 persons received assistance through this program for a total of 1,000 bed nights.

KAISER PERMANENTE GRANT PROGRAM

In FY 2023- 24, the City of Ontario’s Continuum of Care was successful in securing the Kaiser Permanente Grant. The Kaiser Grant is primarily focused on addressing specific community needs identified through our hospitals’ Community Health Needs Assessments. Through the program Ontario is working to address health inequities to create healthy communities in underserved areas.

EXTREME WEATHER MOTEL VOUCHER PROGRAM

The City issued motel vouchers to eligible individuals and families experiencing homelessness during extreme weather activations. The program allowed City staff an opportunity to connect recipients to other homeless services offered by the Continuum of Care.

During FY 2023-24, a total of 520 persons received assistance through this program for a total of 1,796 bed nights.

CITY OF ONTARIO OUTREACH PROGRAM

ONTARIO ACCESS CENTER DEVELOPMENT PROJECT

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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 17 persons
TOTAL $10,000

SENIOR SERVICES

During FY 2023-24, 17 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.

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 123 persons
Landlord/Tenant Mediation Services
(IFHMB)

CDBG $10,200 1,400 persons 855 persons
TOTAL $32,200

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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 2023-24, 123 persons were assisted through the fair housing component of this program. A total of 855 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 2023.

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 for 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.

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.

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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.

123 clients served.

Investigate 1. Investigate discrimination.

2. Test for discrimination on bona fide complaint

123 clients served.

Mediation/
Conciliation

1. Mediate alleged cases of discrimination if
appropriate.

855 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.

Realtors 1. Provide workshops for the Association

2. Equal opportunity community technical advisor

3. Provide Fair Housing guest speakers for
presentations

Offered homeownership classes.

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.

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PROGRAM AREA SPECIFIC ACTION TAKEN ACCOMPLISHMENTS
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 10 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.

Accomplishments: The City continued to work cooperatively with the Housing Authority of the County of San Bernardino (HACSB) during FY 2023-24. 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 $17,285,388 N/A 832 households assisted in
Ontario and 1,983
individual participants.
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Program/Project
Type of
Assistance

Expenses

Annual Goal

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

HUD N/A N/A Seventeen (1 4) Ontario
residents served.

TOTAL $14,441,220

HOUSING AUT

HORITY 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 832 HCV Program Families and 1,983 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 204
Two-bedroom units 421
Three-bedroom units 113
Four-bedroom units 35
Five-bedroom units 4
Six-bedroom units 0
TOTAL 779

In addition to the Ontario households served by the Housing Choice Voucher program, 53 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 16 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:

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%
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Address # of Units Housing Assistance % of Affordability (Units restricted to
households at or
below 50% AMI)
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 2023-24, seventeen (14) 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. 916
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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
OntarioNet Broadband
Expansion
CDBG $0 This project includes the expansion of the
City-owned fiber optic network as
formalized in the 2014 Fiber Optic
Master Plan. Construction on the
expansion began in FY 2023-24.

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Program/Project
Source of
Assistance

Expenses

Accomplishments

CDBG

$315,000

FY 2023-24 Pavement
Management Rehabilitation
Program
Gas Tax $362,000 During the FY 2023-24, the project was bid and a contract was awarded to
American Asphalt South, Inc. in July
2023. Construction began in September
2023 and was completed in January 2024.

The project served to maintain existing
street pavement surfacing in eligible
CDBG areas by installing Slurry Seal to
extend the service life
of the asphalt
concrete pavement by an estimated
ten years.

Measure I $650,000
SB 1 $606,347
Subtotal $1,933,347

FY 2023-24 Alley Pavement
Management Program

FY 2023-24 LED Light
Conversion Project
CDBG
SB1
$428,770
$202,945
During the FY 2023-24, The project was
bid, and a contract was awarded to Hardy
& Harper, Inc. in February 2024. The
project was completed in June 2024.

During FY 23-24 Engineering conducted
environmental assessments and awarded
an initial construction contact of
$294,800 on December 19, 2023, to
Servitek Electric, Inc. to install 14 new
street lights with LED fixtures.

Subtotal $631,715

CDBG
SB1
Subtotal

$200,000
$72,716.90
$272,716.90
FY 23-24 Wheelchair Ramp
Installation
CDBG $174,954 The Parks and Maintenance Department
constructed a total of 25 wheelchair
ramps and adjoining sidewalks.

TOTAL $3,012,732

ONTARIONET BROADBAND EXPANSION

This project includes the expansion of the City -owned fiber optic network as formalized in the 2014 Fiber Optic Master Plan. The construction and operation project will build upon the execution of Phase I by extending the westerly backbone ring as a middle -mile segment in support of delivering last-mile Fiber-to-the-Home (FTTH) and wireless high-speed broadband services. The project consists of 7.7 miles of 864 count fiber optic cable, 3.8 miles of 144 count fiber optic cable, 136 handholes, and 40 splice e nclosures. The backbone infrastructure is critical to connecting residents within the identified CDBG qualified block groups with competitive broadband services as a lifeline to education, telework, telehealth, social engagement, and human advancement in the 21st century. Construction on the expansion began in FY 2023-24.

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FY 2023-24 PAVEMENT MANAGEMENT REHABILITATION PROGRAM

This project provided 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 the FY2023- 24, the project was bid, and a contract was awarded to American Asphalt South in July 2023. Construction began in September 2023 and was completed in January 2024.

FY 2023-24 Pleasant Avenue Pre-Construction

FY 2023-24 Pleasant Avenue Post-Construction

FY 2023-24 ALLEY

PAVEMENT MANAGEMENT PROGRAM

The 2024 Spring Pavement Rehabilitation Project (2024) provided 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. During FY2023 -24, the project was bid, and a contract was awarded to Hardy & Harper, Inc. in February 2024. The project was completed in June 2024.

The Project included the complete removal and replacement of the asphalt surface. A concrete ribbon gutter was constructed to guide surface water off of the alley surface. Previously, the alleys had very poor drainage which allows for standing water to create damage. Additionally, new alley drive approaches were constructed. The location of the alleys improved were located: (1) south of El Morado Ct. and north of G St. between San Antonio Ave. and Bonita Ct., (2) south of Elma St. and north of Nocta St. between Allyn Ave. and Virginia Ave. and (3) south of El Morado Ct. and north of G St. between Amador Ave. and Imperial Ave. It is estimated that 113 homes and 18 apartment buildings will benefit from these alley improvements. This project is also an aesthetic infrastructure improvement for the surrounding neighborhoods with the new asphalt, no standing water, and smooth driving surface.

FY 2023-24 Alley south of D Street and north of Stoneridge Court Pre-Construction

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FY 2023-24 Alley south of D Street and north of Stoneridge Court Post-Construction

FY 2023-24 LED LIGHT CONVERSION PROJECT

Th
e LED Light Conversion project includes the conversion of existing streetlights throughout the CDBG-eligible areas to LED streetlights. The FY 2023-24 LED Light Conversion Project will be completed by August 2024. The 14 newly installed LED streetlights will illuminate the area, providing improved visibility and safety to the neighborhood.

G
St.

El
Morado
Ct.

G
St.

El
Morado
Ct.
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WHEELCHAIR RAMP INSTALLATION

The Parks and Maintenance Department constructed a total of 25 wheelchair ramps and adjoining sidewalks as part of the FY 2023-24 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, 2024.

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:

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Program/Project
Source of
Assistance

Expenses

Accomplishments
John Galvin Park Restroom
Rehabilitation
CDBG $29,751 During FY 2023-24, JCOS Development
Inc. was awarded a contract for the
replacement of an existing restroom with
a prefabricated restroom that will present
a safer and improved restroom facility for
park users. The prefabricated restroom
was ordered and construction is
estimated to be complete in December
2023.

Sam Alba Park Restroom
Rehabilitation
CDBG $549,451 During FY 202 3-24, a bid package was
prepared for the 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 $579,202

JOHN GALVIN 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 existing 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.

The 2000 square foot John Galvin Park Restroom required demolition, grading, landscaping, and asphalt installation to repair and construct a passive, seamless area for the park. An existing picnic shelter located north of the demolition restroom was demolished, and this site now serves as the new location for a new pre-fabrication restroom to meet ADA access, improved infrastructure, and provide improved security monitoring for the Ontario Police Department. A new sewer line, potable main and electrical line was installed to provide the necessary utilities to power the newly installed prefab restroom.

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SAM ALBA PARK RESTROOM RENOVATION

This project includes the demolition of the existing restroom and installation of a new prefabricated restroom. In addition, repair and/or replacement of any necessary utility infrastructure will be addressed.

During FY 2023-24, the project was awarded to Fleming Environmental on September 19, 2023 following the competitive bidding process. A pre-construction meeting was held on September 21, 2023, where the Notice -to-Proceed was issued. Mobilization and demolition of the existing restroom began on April 29, 2024. The construction phase for new utilities, foundation, and site work commenced on May 7, 2024, and was completed efficiently by May 23, 2024. The Public Restroom Company, responsible for the restroom's pre-fabrication, placed the new facility on June 3, 2024. The final punch walk is scheduled for the week of July 15, 2024, to ensure all aspects of the project are thoroughly inspected and approved.

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
Child Care Subsidies

CDBG $22,000 70 youths 19 youths 60 youths
TOTAL $22,000
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CHILD CARE SUBSIDIES (ONTARIO-M ONTCLAIR YMCA)

The Ontario-Montclair YMCA provided before and after school childcare programs to 19 unduplicated school aged children from low- to moderate-income families, with a total of 60 youths supported through the program. 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 $69,619 4 businesses During FY 202 3-24 six (6) qualified applicants participated in the
program.: Empire Printing, Euclid
Loan & Jewelry, Gloria's Cocina,
Newsboy Books, Ontario Veterinary
Hospital, and Roger's Flowers. All of
these projects have been paid out and
completed for FY 2023-24.

Mission & Mountain
Storefront Façade
Improvement Program
CDBG $0 4 businesses During FY 202 3-24, no applications were received.

TOTAL $69,619

DOWNTOWN STOREFRONT FAÇADE REVITALIZAT ION PROGRAM

During FY 2019-20, as part of the City's continuous efforts to revitalize the Historic Downtown 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 924
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of permanent hard landscaping.

During FY 23-24 there was a total of six applicants. These applicants were Empire Printing, Euclid Loan & Jewelry, Gloria's Cocina, Newsboy Books, Ontario Veterinary Hospital, and Roger's Flowers. All these projects have been paid out and completed. Reimbursements for Empire Printing totaled $32,732.84 for new windows and drywall as a vehicle had crashed into the storefront and the funds aided in restoring parts of the building. Euclid Loan & Jewelry received $1,001.01 for new windows and anti-graffiti film. Gloria's Cocina received $25,000 to upgrade the patio cover for the storefront and outdoor seating. Newsboy Books received $3,517.77 for new signage. Ontario Veterinary Hospital received $7,118.06 to cover new signage. Roger's Flowers received $250 to cover a new glass panel on the front door after a vandalism incident. Total funds expended for this program are $69,618.68.

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 2023-24, no applications were received.

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 Ontario 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 . 925
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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 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 M
arketing

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. 926
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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 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:

• 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.

• Aftercare Services 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 Motel Voucher Program - The City will issue motel vouchers to qualifying individuals and families experiencing homelessness. The program will provide an 927
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opportunity to connect recipients to other homeless services offered by the Continuum of Care.

• Emergency Weather Motel Voucher Program - The City will issue motel vouchers to qualifying individuals and families experiencing homelessness during extreme weather activations. The program will provide an opportunity to connect recipients to homeless services offered by the Continuum of Care.

• City of Ontario Outreach Program – The City has established an outreach team who work to directly connect homeless individuals and families within the City limits to available homeless services.

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 Outreach Program

Kaiser Permanente Grant

Referral service, emergency housing vouchers, food, clothing, and items to meet basic needs.

Provides supplies and basic needs items aimed at aiding physical health.

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
↓

House of Ruth

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

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 $3 0,000 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.

Th
e 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 930
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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

City of Ontario ESG
Eviction Prevention
Program

ESG $0 $0
$0 Total

TOTAL $0 $0
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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. E
xpand 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 to 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 (411and 412 North Parkside Avenue) – This fifteen-unit apartment building is located at 411 and 412 North Parkside Avenue. The units are all four-bedroom apartments. Five of the 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 ten 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 2023- 24 the City worked with HUD to convert the project to acquisition only. Pending approval for the change in project nature, the project will be deemed complete in FY 2023-24.

Th
e 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.

The following activities were funded with HOME resources during the reporting period:

HOME G
eneral Administration - The City expended $192,650 of HOME administrative funds for administrative costs associated with the implementation of HOME programs and activities.

1. C
ommunity 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.

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 2023-24, 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.
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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.

Th
e 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 207 245
Black/African American 50 0
Asian 67 1
American Indian/Alaskan Native 2 2
Native Hawaiian/Other Pacific Islander 9 0
American Indian/Alaskan Native & White 2 0
Asian & White 0 0
Black/African American & White 4 0
American Indian/Alaskan Native & Black/African American 0 0 Other Multi-Racial 89 74
TOTAL 430 322

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 2023-24.

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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, 2021-22, and FY 2023-24.

During FY 2023-24, no HOME funds were drawn down.

As reported in the FY 2021-22 CAPER, the City had an excess HOME match that was carried over to FY 2023-24 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 2023-24) 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 2023-24, the City continued the performance of inspections and monitoring of previously funded HOME projects. 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:

• Palm Terrace I – Inspections and monitoring completed in April 2023. There are no outstanding deficiencies.

• Palm Terrace II - Inspections and monitoring completed in April 2023. 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 2023-24 began in October 2021. 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 21, 2022, the City Council approved the FY 2023-24 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 2023-24 One-Year Action Plan:

Date Activity
January 6, 2022 and January 13, 2022 Published legal ad in Daily Bulletin – Public Hearing/Community Forum to be held on January 19, 2022

January 19, 2022 Public Hearing/Community Meeting (via Zoom webinar due to the coronavirus pandemic)

March 11, 2022 and March 18, 2022

Published legal ad in Daily Bulletin – Public Hearing/Community Forum to be held on March 24, 2022

March 24, 2022 Public Hearing/Community Meeting (via Zoom webinar due to the coronavirus pandemic)

March 25, 2022

Published legal ad – Notice of 30 day Public Review for FY 2023-24 One Year Action Plan

March 25, 2022 – May 2, 2022 Public Review period

May 3, 2022 City Council approval of the FY 2023-24 One Year Action Plan

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B. ADMINISTRATION

During FY 2023-24, the City expended $439,924.30 to administer the CDBG program, $98,170.12 to administer the HOME Program, and $5,144.87 to administer the ESG 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 2023-24, 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.

C
ity staff resumed it’s field monitoring of subrecipients during FY 2023-24, after being previously unable to as a result of the coronavirus pandemic . 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 2023-24 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 2023- 24, City staff used IDIS and SAGE HMIS systems to document the performance and submit required reports of each active project funded through the CDBG, CDBG-CV, ESG, ESG-CV, and HOME programs. Performance information was loaded into IDIS on a regular basis throughout 937
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the year. At the end of FY 2023-24, final program statistics and narratives illustrating accomplishments were entered into the system. This information was based on monthly reports submitted by each subrecipient and additional information submitted by City departments. While IDIS served as a useful tool for reporting the progress of federally funded projects, it does not provide for reporting the progress of non- federally funded housing and community development efforts. The CAPER report, however, offers an opportunity for a truly comprehensive perspective on all housing and community development activities conducted during FY 2023-24. The CAPER was prepared in coordination with City departments, local social service providers, and other governmental agencies.
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VI. OVERALL ASSESSMENT

The City has been able to achieve many of its short and long- term housing and community development goals during FY 2023-24. These efforts are reflected in the creation and implementation of pro-active programs and projects designed to increase the availability of affordable housing, provide for important infrastructure improvements, and expand the capabilities of public service programs and projects.

This section will assess the City’s performance in addressing the priorities, needs, goals, and specific objectives identified in the Consolidated Plan. For this reporting period, the City effectively and efficiently acted in accordance with the housing and community development priorities and goals of the Five-Year Strategy. In terms of addressing the issues illustrated in each Action Plan priority, the City offers the following performance assessments:

A. HOUSING STRATEGY

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

The City looked for opportunities to work with developers to increase the supply of affordable housing units through new construction. The City utilized HOME funds to operate a Tenant Based Rental Assistance program.

The accomplishments listed below reflect the units created at project completion for the projects designed to meet the five-year goals:

Program/Activity 20-21 21-22 22-23 23-24 24-25 TOTAL
Tenant Based Rental Assistance Program 44 38 52 59 193 Sites for Future Affordable Housing Development 0 0 0 0 0 Vista Verde Apartments 101 101
TOTAL 145 38 52 59 294

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

The housing programs and projects conducted in support of this priority reflect a continuing effort to address the affordable housing needs of Ontario residents and preserve the existing stock of affordable housing. Each example demonstrates a long- term commitment to addressing this priority and serving a diverse spectrum of both owner-occupants and renters.

Program/Activity
Five
Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
Single Family Rehabilitation Activities
Community Housing Development
Organizations
0 0 0 0 0 0
Conservation Home Improvement
Program (CHIP Loan)
16 0 2 0 0 18
Neighborhood Preservation Program 5 9 5 20 39
SUBTOTAL 21 9 2 5 20 57
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Program/Activity
Five
Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
COVID Response Activities – Direct Assistance
CDBG-CV Short-Term Rental and Utility
Assistance Program
134 273 0 0 407
CDBG-CV Homeowner Utility Assistance
Program
5 8 62 0 75
SUBTOTAL 139 281 62 0 482
Multi Family Rehabilitation Activities
411 North Parkside Avenue 0 0 0 0 0
Assisi House Renovation 9 0 0 0 9
SUBTOTAL 9 0 0 0 9
Code Enforcement Inspections
Community Improvement Team 300 336 294 296 300 1,526
SUBTOTAL 300 336 294 296 300 1,526
TOTAL 460 635 296 363 300 2,074

The programs listed above have had a significant impact on creating and/or preserving high quality housing stock opportunities for Ontario residents with varying income levels. The affordable multi-family activities serve to eliminate barriers to affordable housing within Ontario while providing high quality rental units with professional management.

Priority 3:

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

The City capitalized on the availability of homebuyer/homeowner resources from other agencies, including mortgage revenue bond, State of California BEGIN and CalHome funds, and private funds to implement and administer programs designed to increase access to existing housing resources.

The City successfully implemented programs that addressed this priority. Increasing access to existing housing through financial assistance to homeowners eliminates a barrier to affordable housing. Listed in the table below are the statistics of the City’s performance in meeting the five- year goal:

Program/Activity 20-21 21-22 22-23 23-24 24-25 TOTAL
MyHome Loan Program (CalHFA) 30 5 22 18 75
Home Buyer Assistance (County of San
Bernardino Mortgage Revenue Bond Program)
1 0 0 2 3
Neighborhood Partnership Housing Services
Program – Foreclosure Prevention
0 3 7 7 17
Neighborhood Partnership Housing Services
Program – First Time Homebuyers (WISH
Program)
0 0 0 0 0
Neighborhood Partnership Housing Services
Program – Homeownership Assistance
273 267 232 232 1,004
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Program/Activity 20-21 21-22 22-23 23-24 24-25 TOTAL
Neighborhood Partnership Housing Services
Program – Pre-purchase/Financial Wellness
Education
181 190 171 171 713
Neighborhood Partnership Housing Services
Program – Reverse Mortgage Counseling
92 74 52 52 270
Good Neighbor Next Door Program (HUD) 0 0 0 0 0
Police Residence Assistance Program 0 0 0 0 0
TOTAL 577 539 484 482 2,082

These programs listed above have had a significant impact on creating high quality housing stock opportunities for Ontario residents with varying income levels.

B. HOMELESS STRATEGY

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

The City established a five-year goal of assisting 19,885 homeless families and individuals from July 1, 2020 – June 30, 2025 through private non-profit service providers funded by the City. To meet this goal, the City provided funds to non-profit organizations serving the homeless. The table below illustrates the accomplishments of these agencies in serving the homeless:

Program/Activity
Five
Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
Assisi House and Aftercare Services
Program
325 56 27 22 0

105
Ontario Access Center 5,500 788 992 904 0 2,684
Services for Victims of Domestic
Violence and Their Children
500 46 54 45 22 167
Family Stabilization Program at Sova
Program Center
13,500 2,490 785 1,111 2,463 6,849
Project Gateway (Housing Authority of
the County of San Bernardino/San
Bernardino County Department of
Behavioral Health)
60 12 13 12 18 55
ESG-CV Rapid Re-Housing Program 17 2 2 0 0 4
ESG-CV Motel Voucher Program 132 92 119 0 300 511
ESG-CV Diversion Program 10 1 0 0 0 1
ESG-CV Street Outreach Program N/A 0 0 0 0 0
ESG-CV Emergency Rent and Utility
Assistance Program
110 110 146 0 0 256
Continuum of Care – Opioid Settlement N/A 0 0 0 0 0
Extreme Weather Motel Voucher
Program
145 0 0 0 220 220
Ontario Access Center Development
Project
0 0 0 0 0 0
City of Ontario Outreach Program 0
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Program/Activity
Five
Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL

TOTAL 20,154 3,487 2,102 2,240 3,023 7,829

C. SPECIAL NEEDS STRATEGY

Priority 1: Provide supportive service for special needs populations.

The City worked cooperatively with Inland Fair Housing and Mediation Board to provide services to low-income households that are elderly and/or disabled residents of Ontario. The City established the five-year goal of assisting approximately 3,000 persons with special needs.

Program/Activity
Five Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
Senior Services 3,000 32 13 12 17 74
TOTAL 3,000 32 13 12 17 74

D. FAIR HOUSING STRATEGY

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

The City worked cooperatively with Inland Fair Housing and Mediation Board to provide fair housing services and landlord/tenant mediation services. The City established a five-year goal of assisting approximately 500 persons who have fair housing complaints and 7,000 households that have tenant/landlord complaints.

Program/Activity
Five Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
Fair Housing 500 179 100 115 123 517
Housing Mediation 7,000 1,035 750 1,037 855 3,677
TOTAL 7,500 1,214 850 1,152 978 4,194

E. PUBLIC HOUSING STRATEGY

Priority 1: Continue to support the on- going 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.

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

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Program/Activity 20-21 21-22 22-23 23-24 24-25 TOTAL
Housing Choice Voucher Program (Housing Authority
of the County of San Bernardino)
735 730 779 832 3,076
Other Housing Assistance Vouchers (Housing
Authority of the County of San Bernardino)
38 38 56 53 185
Family Self-Sufficiency Program (Housing Authority of
the County of San Bernardino)
13 13 17 14 57
Affordable Housing Units owned and operated by
Housing Authority of the County of San
Bernardino/Housing Partners I, Inc.
214 214 214 214 856
Project Gateway (Housing Authority of the County of
San Bernardino/San Bernardino County Department of
Behavioral Health)
12 13 12 13 50
TOTAL 1,012 1,008 1,078 1,126 4,224

F. COMMUNITY DEVELOPMENT STRATEGY

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, Priority 1 and 2 are not discussed in this section since these priorities in general do not have annual goals.

Priority 3: Improve public service programs available to serve lower- and moderate-income residents.

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 crime prevention and youth activities. The City established a five-year goal to assist 10,350 persons and youth through public service activities.

Program/Activity
Five Year
Goals 20-21 21-22 22-23 23-24 24-25 TOTAL
Child Care Subsidies (Ontario-
Montclair YMCA) 500 51 34 112 60 257
TOTAL 500 51 34 112 60 257

G. INCOME DISTRIBUTION OF PARTICIPANTS

As part of the City’s evaluation of the delivery of affordable housing programs and services, the number of extremely low- income, low- income, and moderate-income renter and owner households assisted during the reporting period is examined. In the table below is the income breakdown of the unduplicated persons served through affordable housing. It is important to note that many programs do not keep statistics regarding the number of extremely low- income persons served.

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Program/Project
Extremely Low-
Income
(30% MFI)
Very Low-
Income
(50% MFI)
Low/Mod
Income
(80% MFI)

Total
Renter Households
Low/Mod Assisted Housing
Developments
49 494 62 605
HOME TBRA Program 38 21 0 59
Landlord/Tenant Housing Mediation 282 293 221 796
Ontario Housing Authority/ Housing
Authority of the County of San
Bernardino (Project Gateway)
13 0 0 13
ESG-CV Emergency Rent and Utility
Assistance Program
0 0 0 0
CDBG-CV Short-Term Rent and
Utility Assistance Program
0 0 0 0
SUBTOTAL 382 808 283 1,473
Owner–Occupied Households
Neighborhood Preservation Program 0 0 20 20
NPHS Homeownership Services 0 0 143 143
SUBTOTAL 0 0 163 163
Homeless Persons
Services for Victims of Domestic
Violence and Their Children
21 1 0 22
Family Stabilization Program at Sova
Program Center
2,215 163 85 2,463
SUBTOTAL 2,236 164 85 2,485
Special Needs and Other Public Service Activities
Fair Housing* 55 39 22 116
Senior Services 10 7 0 17
Child Care Subsidies 0 9 10 19
SUBTOTAL 65 55 32 152
TOTAL 2,683 1,027 563 4,273
*Fair Housing is reported by households.

H. TIMELINESS

The City complied with the timeliness requirement of 1.5 before April 30, 2024.

To facilitate the City’s annual compliance with the timeliness requirement, the City continually monitors the progress of all projects.

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VII. OTHER ACTIONS UNDERTAKEN

A. ANTI-DISPLACEMENT STRATEGY

The City attempts to minimize displacement of all CDBG, HOME, and ESG funded activities.

To minimize the impact of displacement, the City contracts with relocation firms to assist households and businesses, as needed. The relocation consultants prepare relocation plans and information notices. In addition, the consultants assist households and businesses in relocating to a new site that will accommodate their needs and preferences. Assistance includes referrals, transportation, and financial assistance.

The City followed its residential anti-displacement and relocation assistance plan in connection with activities assisted with funding under the CDBG or HOME programs. This plan complies with the Uniform Relocation Assistance and Real Property Acquisition Policies Act. During this reporting period, the one-for-one replacement requirement was not triggered.

B. INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION

The City continued working with various County departments and local nonprofit organizations in addressing identified housing needs. Many examples of intergovernmental cooperation are documented within this report. The City also provided certifications for consistency for agencies applying for additional HUD funds as appropriate.

C. ANTI-POVERTY STRATEGY

The City included an anti-poverty strategy within the FY 2020-24 Consolidated Plan. The City continues to aggressively implement programs and activities, which will generate jobs and tax revenue to reduce the number of Ontario residents below the poverty level.

D. EFFORTS TO ADDRESS OBSTACLES TO MEETING UNDERSERVED NEEDS

The City has taken several steps to address obstacles to meeting underserved needs. Program brochures are translated into Spanish and translation services are provided. Staff regularly attends community events to promote City programs to the community and non-profit organizations that serve low- and moderate-income populations.

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VIII. ADDITIONAL CDBG REQUIRED NARRATIVES

A. ASSESSMENT OF THE RELATIONSHIP OF CDBG FUNDS

The City utilized the CDBG funds to address high priority needs/objectives identified in the Consolidated Plan.

Overall, 100% of CDBG expenditures were used to benefit low- and moderate-income households.

B. CDBG LOANS AND OTHER RECEIVABLES

The current principal balance of the CDBG loans outstanding as of June 30, 2024 was $3,898,114.35. The City had no float funded activities. The City had no parcels acquired or improved with CDBG funds that were available for sale during FY 2023-24. Finally, the City had no lump sum agreements during FY 2023-24.

IX. PUBLIC REVIEW AND COMMENTS

The FY 2023-24 CAPER was available for public review from September 1, 2024, through September 16, 2024. In addition, a public hearing was conducted on September 17, 2024, to receive public comments regarding the FY 2023-24 CAPER.

X. HUD REPORTS

In accordance with HUD regulations, the City has prepared and made available for public review the following reports generated by the Integrated Disbursement and Information System. These reports are presented as attachments to the CAPER.

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 946
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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.

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.

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 2023-24.

G REPORTS

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

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