Rancho Cucamonga City Council
March 15, 2023

Ordinance No. 1017 – Page 35 of 45

5 See additional regulations for special regulated uses in chapter 17.102. 6 See additional regulations for drive-in and drive-through facilities in chapter 17.90. 7 Massage establishment permit required. See additional regulations for massage establishments in chapter 5.18. 8 Allowed with a conditional use permit only on sites with frontage on an auto priority street as defined in the General Plan.
9 See additional regulations for industrial uses in section 17.48.050.

Key
P Permitted
C Conditional Use Permit M Minor Use Permit
N Not permitted

Ordinance No. 1017 – Page 36 of 45

EXHIBIT J
Amendments to Title 17, Article VIII (Form-Based Code), Chapter 17.138 (Large Site Development)

Amended Sections and Table:

• Section 17.138.010(C) (Large Site Development, Applicability) • Section 17.138.020 (Review Procedures)
• Section 17.138.030 (Site and Block Configurations)

C. Applicability.

1. These standards apply to development sites three acres or larger in size when any of the following are proposed:
a. New or modified vehicular access to the site;
b. New development or construction;
c. New subdivision tract map; or
d. An addition to existing building greater than 50 percent of the existing gross floor area.

2. Exception. Applicants for projects in the ME2 zone for which a master plan is prepared subject to the requirements and approval procedures of Section 17.22.020 (Master Plan) may request an exemption from one or more of the requirements of this Chapter, subject to city council approval.

17.138.20 view Procedures
A. Design Review. Development proposals must receive major design review approval in compliance with article II (Land Use and Development Procedures) and the requirements of this chapter.

B. Requirements. In addition to the application and project component requirements for Major Design Review of article II (Land Use and Development Procedures), applicants must:

1. Layout a block and thoroughfare network that connects to adjacent neighborhoods and/or corridor areas and is in compliance with section 17.138.030 (Site and Block Configurations);

2. Sites greater than six acres must provide a minimum of three building types, which are allowed in the zone, in compliance with section 17.130.060 (Building Type Standards).

3. Comply with the public open space standards in chapter 17.134 (Open Space);

4. Design the project with appropriate building types to create a physical transition in massing and scale to the surrounding areas, consistent with the standards in chapter 17.130 and section 17.138.030.D, below; and

5. Identify the proposed blocks and thoroughfares, open space types, and building types on a project site plan, consistent with section 17.138.020.C (Project Site Plan).

C. Project Site Plan.

1. The project site plan must include the following information:
a. Site boundaries;
b. Existing and proposed blocks;
c. Proposed development sites;
d. Existing and proposed thoroughfares, including alleys;

Ordinance No. 1017 – Page 37 of 45

e. Existing and proposed pedestrian and bicycle connections; f. Existing and proposed open space(s); and
g. Existing zone(s).

2. The project site plan is subject to the review and approval of the planning commission. If a project site plan is approved with a master plan, the project is approved by the city council.

17.138.030 Site and Block Configurations
A. Block Size.

1. Individual block faces and the total block perimeter shall meet the standards established in Table

17.138.030-1 (Block Size).

2. If a block contains multiple zones, the most intense zone shall be used to establish the requirements for block size.

3. Blocks may be irregularly shaped (i.e., nonrectangular) provided they are still in compliance with the standards in Table 17.138.030-1 (Block Size).

4. Blocks may exceed the maximum allowed face length if a paseo is included, in compliance with section

17.134.090 (Paseo) and as follows See Figure 17.138.030-1:
a. Paseos must cut through the entire block;
b. Blocks must comply with maximum perimeter requirements; c. The block face length on either side of the paseo may not exceed the maximum in Table 17.138.030- 1 (Block Size);
d. The total block face length may not exceed 150 percent of the maximum in Table 17.138.030-1; and e. Maximum one paseo per block.

B. Thoroughfares. Public or private thoroughfares define the publicly accessible circulation network that refines large sites into more interconnected environments. They provide multiple routes for vehicular, bicycle, and pedestrian circulation.

1. Design.
a. Thoroughfares (public or private) must comply with City standards and be designed as public streets.
f. b. Drive aisles not designed as streets do not constitute a thoroughfare and do not satisfy the requirements of this section.

TABLE 17.138.030-1 BLOCK SIZE
Zone
Block Face
Length (max.)
Perimeter
(max.)
Neighborhood
General 2 (NE2) 700 ft. 2,400 ft
Neighborhood
General 3 (NG3) 500 ft. 1,600 ft.

Center 1 (CE1) 400 ft. 1,400 ft.

Ordinance No. 1017 – Page 38 of 45

c. Thoroughfares within the project must be designed in a manner that is appropriate to their context, with the various elements of the right -of-way (e.g. travel lanes, sidewalk dimensions, etc.) balanced with the land uses and public frontages along the thoroughfare. Therefore, along the length of the thoroughfare, if the context changes, the design of the thorough fare, especially with regard to pedestrian amenities, must also change.
d. All required thoroughfares shall include:
i. A landscape buffer between the right-of-way and frontage road; ii. At least one lane of on-street parking, either angled or parallel, that includes a minimum of two EV stations installed per block;
iii. A recommended sidewalk width of 8 feet minimum; and iv. A recommended lane width of 10 feet minimum.
e. The requirements for a frontage road is at the discretion of the Director of Engineering Services. f. The design of proposed new thoroughfares (public or private) shall be reviewed and approved by the Fire Marshal.

Example of a thoroughfare

Mixed
Employment
1 (ME1)
500 ft. 2,000 ft.

Mixed
Employment
2 (ME2)
500 ft. 2,000 ft.

Corridor 1 (CO1) 500 ft. 1,700 ft.

Corridor 2 (CO2) 500 ft. 1,700 ft.

Center 2 (CE2) 400 ft. 1,400 ft.

Ordinance No. 1017 – Page 39 of 45

Example of a thoroughfare

2. Multiway/Frontage Road Design.

Ordinance No. 1017 – Page 40 of 45

a. Where project sites or development sites exceed 500 feet along any right-of-way, a frontage road is required.
b. All required frontage roads shall include:
i. A landscape buffer between the right-of way and frontage road; ii. At least one lane of on-street parking, either angled or parallel, that is EV Ready along the length of the frontage road; and
iii. A sidewalk a minimum of 8 feet in width. If Corridor Fronting Retail or Commercial Uses are required per Section 17.130.040, the sidewalk minimum shall be 12 feet in width. c. The requirements for a frontage road is at the discretion of the Director of Engineering Services. d. The design of proposed new multiways/frontage roads shall be reviewed and approved by the Fire Marshal.

5. 3. External Connectivity.
a. Thoroughfares must be arranged to connect from existing or proposed thoroughfares into adjoining properties whether the adjoining properties are undeveloped and intended for future development, or if the adjoining lands are developed and include opportunities for the connections. b. Thoroughfare rights-of-way must be extended to or located along adjoining property boundaries to provide a roadway connection or thoroughfare stub for development in compliance with the standards in subsection A (Block Size).
c. The project site plan must identify all stub streets for thoroughfares and include a notation that all stub streets must connect with future thoroughfares on adjoining property. d. Cul-de-sacs are not allwed.

C. Transitions. To facilitate a transition in building he ight, massing, and scale from corridors to adjacent residential neighborhoods, the following standards apply.

1. For projects with a lot depth 800 feet or greater which share a side or rear lot line with a zone with a lower maximum density or height limit, the following standards apply:
a. Single-Family Adjacent: The maximum height for buildings on development sites which share the lot line is the maximum allowed by the building type or one story above the maximum allowed height of the adjacent zone, whichever is less.
b. Multi-Family Adjacent: The maximum height for buildings on development sites which share the lot line is the maximum allowed by the building type or two stories above the maximum height of the adjacent zone, whichever is less.

2. The height restriction applies to the entirety of the building which is adjacent to the shared lot line.

3. Exemptions. Buildings which are entirely located 60 ft or greater from the shared lot line are not subject to the height restrictions of this subsection.

4. Additional building types that are not permitted in the base zone are allowed subject to a conditional use permit if the proposed building types are determined to be compatible in size and scale to the adjacent lower intensity zone.

Ordinance No. 1017 – Page 41 of 45

D. Required Non-Residential Use.

1. Non-residential uses must
occupy a minimum percent of
the project building square
footage as established in t able

17.138.0302 (Non -Residential
Use Mix). Non -residential uses
provided in compliance with
subsection 17.130.040(B)
Corridor Fronting Ground Floor
Use Restrictions may count
toward the minimum
requirement.

2. When in conflict with the
Ground Floor Use rest rictions
in subsection 17.130.040(B)
Corridor Fronting Ground Floor
Use Restrictions and/or the
minimum FAR standards in
table 17.130.050 -1 (Required
Build-To-Line, Height, And

Ordinance No. 1017 – Page 42 of 45

Frontage Area ), the most
restrictive standards apply.

TABLE 17.138.030-2

NON-RESIDENTIAL USE MIX
Zone Minimum
Corridor 1 (CO1) 20%
Corridor 2 (CO2) 20%
Center 1 (CE1) 33%
Center 2 (CE2)* 33%
*Does not apply to the Limited subzone

Ordinance No. 1017 – Page 43 of 45

EXHIBIT K
Amendments to Title 17, Article IX (Glossary), Chapters 17.140 (Universal Definitions) and 17.154 (Form-Based Code Definitions)

Sections to which definitions shall be added:

• Section 17.140.020 (Universal Definitions)
• Section 17.154.020 (Form-Based Code Definitions)

The following definitions shall be added to Section 17.140.020 (Universal Definitions) in alphabetical order:

Automobile service station, accessory car wash means a building or structure that is associated with a service station, on the same property/parcel, that is utilized for washing automobiles and light trucks. The building/structure may be attached or detached to the primary structure such as a convenience store.

Automobile service station, ancillary equipment means all equipment associated with the services that could be provided by a service station including air pumps, vacuums, and propane and/or equipment required by federal and State regulations such as vapor recovery systems.

Automobile service station, canopy means an unenclosed overhead structure above the fuel pumps providing weather protection, shade, and may incorporate light fixtures to illuminate the area in the vicinity of the fuel island.

Automobile service station, convenience store means a building associated with the fueling operations that provides one or a combination of the following: convenience services; retail sale of packaged food, drinks, etc. and automotive- related merchandise; and food/restaurant services.

Automobile service station, general means a facility that is primarily for the purpose of retail sales of fuel (gasoline, diesel, ethanol, etc.) for internal combustion powered and/or electricity for battery powered vehicles.

Electric vehicle (EV) charging station means a dedicated area where equipment and associated infrastructure is located for the purposed of charging the batteries of an electric vehicle.

Fuel island means an area where the fuel pumps and minor amenities such as trash receptacles and window cleaning equipment/material are located.

Ordinance No. 1017 – Page 44 of 45

Fuel pump means equipment that transfers various petroleum -based fuels from underground tanks to vehicles and includes equipment for conducting payment.

Smoke shop means any retail business establishment where at least fifty percent (50%) of product display is for smoking products, including but not limited to, cigarettes, cigars, pipe tobacco, electronic smoking devices, vaping E -liquids and supplies, and smoking supplies and accessories. A smoke shop does not include commercial cannabis activity.

Tobacco paraphernalia means any instrument or paraphernalia that is designed for the smoking or ingestion of lawful tobacco products including without limitation cigaret te papers, cigarette wrappers, cigar wrappers, blunt wraps, pips, holders, clips, and cigarette rolling machines.

Tobacco product means any substance containing tobacco or derived from tobacco and any substance used in electronic cigarette and vaping devices including but not limited to cigarettes, cigars, e-juice, e-liquid, e-nicotine, smoke juice, pipe tobacco, rolling tobacco, hookah tobacco, snuff, chewing tobacco, dipping tobacco, snus, nicotine gel, nicotine lollipops, or any other preparation of tobacco.

The following definitions shall be added to Section 17.154.020 (Form -Based Code Definitions) in alphabetical order:

Primary Mass. The primary mass is the prominent and main component of a building.

Wings. Wings, which may be Front, Side, or Rear Wings, are components of a building which are always subordinate to (shorter and narrower than) the Primary Mass. They are sized and scaled in increments of entire rooms or multiple rooms, and have their own clear roof forms.

Wings, Front. Front wings are a subordinate component of a building that is located in front of the Primary Mass. Front wings are always scaled -down in height and depth relative to the Primary Mass.

Wings, Rear. Rear wings are a subordinate component of a building that is located to the rear of the Primary Mass.

Wings, Side. Side wings are a subordinate component of a building that is located behind the Primary Mass. Side wings are shorter and narrower than the primary mass.

Ordinance No. 1017 – Page 45 of 45

FIGURE 17.154.020-3 PRIMARY MASS AND WINGS

Primary Mass
Front Wing
Side Wing
Rear Wing
Secondary Building
Primary Mass
Front Wing
Side Wing
Rear Wing
Secondary Building

DATE:March 15, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Wess Garcia, Acting Library Director
Margaret Mullen, Head of Museum Operations
SUBJECT: Public Hearing to Consider Establishing User Fees and Adopt a Resolution Approving Such New Service and User Fees for the Library Services Department. (RESOLUTION NO. 2023-031) (CITY)
RECOMMENDATION:

Staff recommends the City Council:

1. Conduct a public hearing on the proposed new fees;

2. Adopt a resolution to establish new service and user fees.

BACKGROUND:

The City can impose fees under the authority granted by the California Government Code Section 66000 et seq. Fees are allowed to be imposed to recover costs associated with the provision of specific services benefiting the user, thereby reducing the use of General Fund monies for such purposes. To impose fees, the City must hold at least one public hearing as part of a regularly scheduled meeting to allow for public comment on the prosed fees.

The City of Rancho Cucamonga has established fees by authority of the Municipal Code, City Ordinances, City Resolutions, City development funding agreements, and State and Federal statutes. As a matter of routine, City departments revisit fees at least once per year to ensure that small adjustments can be made over time to keep up with operational and construction costs.

ANALYSIS:

It is necessary for the City to periodically update its user fees to ensure that fees charged are commensurate to the estimated cost of providing individualized services. Fee studies are conducted to justify modification to fees as needed. The City has adopted modified fees by resolution whenever a change in a specific fee has been warranted or a new service is being offered.

Staff recommends establishing user fees associated with the development of new services for Second Story and Beyond ®. The following admission and membership fees are being recommended, and will be incorporated into the City’s Master Fee Schedule. Staff also recommends the proposed admission and membership fees be excluded from automatic annual adjustments so that they remain competitive, and thus result in a charge that is less than the City’s cost for providing service.

1 7
1 9
The suggested admissions and memberships fees are comparable to the local region and competitive with surrounding children’s discovery spaces and museums.

General
Admission Definition Fee
Adults Ages 18 - 61 years old $16
Children (1 - 17) Ages 1-17 years old $15
Seniors 62 years of age and older $13
Infants (<1) Less than one year old Free
Student School
Visit
School from a verified organization. Minimum of 15
students. Must be accompanied by a ratio of 1 adult
chaperone per 5 students. Free admission for adult
chaperones within the 1:5 ratio. Pending availability.
50% discount
off general
admission
Annual
Memberships Definition Fee
Family of 2
Membership
2 named persons (e.g., one parent caregiver and one
child) $200
Family of 3
Membership
3 named persons (e.g., one parent caregiver and one
child) $250
Family of 4
Membership
Must live in same household (e.g., at least one parent
caregiver and at least one child required) $300
Additional Child Must live in same household (e.g. one child added to membership) $50
The Library Board of Trustees reviewed the proposed fees at their February 2, 2023 Board Meeting and recommends City Council approval.

EFFECTIVE DATE OF FEES:

Fees approved through the adoption of the attached resolution and incorporated into the Master Fee Schedule will be effective April 3, 2023.

PUBLIC NOTICE:

This item was advertised in advance as a public hearing in the Inland Valley Daily Bulletin newspaper.

FISCAL IMPACT:

By consistently examining user fees annually, these user fee updates provide additional revenue per fiscal year to offset the City’s costs.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This action is in keeping with the Council’s Core Value of intentionally embracing and anticipating the future, by taking actions to keep fees in line with costs over time.

ATTACHMENTS:

Attachment 1 – Resolution No. 2023-031

RESOLUTION NO. 2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF RANCHO

CUCAMONGA, CALIFORNIA, ESTABLISHING

FEES APPLICABLE TO THE LIBRARY SERVICES

DEPARTMENT
A. Recitals.

1. The California Government Code allows the City to establish fees and charges for municipal services, provided such fees and charges do not exceed the estimated reasonable cost to the City in providing the service to which the fee or charge applies.

2. Data indicating the estimated or actual cost to provide each service, for which the fees and charges set forth herein apply, was made available to the public at least ten (10) days prior to the date of the public hearing.

3. On March 15, 2023, City Council of the City of Rancho Cucamonga conducted a duly noticed public hearing on the amendment.

4. All legal prerequisites prior to the adoption of this Resolution have occurred.

B. Resolution.

The City Council of the City of Rancho Cucamonga finds and resolves as follows:

SECTION 1: The City Council hereby specifically finds that all the facts set forth in the Recitals, Part A, of this Resolution are true and correct.

SECTION 2: The City has conducted a study of new or increasing fees/fee categories and analyzed costs incurred in providing services, including, but not limited to, salary and benefits, maintenance, and administrative costs.

SECTION 3: The City Council hereby specifically finds that the fees and charges set forth do not exceed the estimated reasonable cost of providing the service for which the fee or charge be levied.

SECTION 4: The City hereby approves Resolution No. 2023-XXX, and adopts admission and membership fees in Exhibit A Section 1.3.1 for Second Story and Beyond® effective April 3, 2023.

SECTION 5: The City Clerk shall certify to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 15th day of March 2023.

ATTACHMENT 1

EXHIBIT A

Library Services Department Fees and Procedures
Library Board of Trustees: February 2, 2023
Adopted by City Council on:

Resolution: 2023-XX
Rates Effective: April 3, 2023

EXHIBIT A

TABLE OF CONTENTS
SECTION 1: MASTER FEE AND CHARGE SCHEDULE ..............................................................................................................3

1.1 EMPLOYEE COST INDEX (ECI) ADJUSTMENT ......................................................................................... 3

1.2 USER GROUP CLASSIFICATIONS .......................................................................................................... 3

1.3 GENERAL FEES ................................................................................................................................... 3

1.3.1 SECOND STORY AND BEYOND® ADMISSION AND MEMBERSHIPS FEES ............................................ 4

1.3.2 WAIVER OF FEES ......................................................................................................................... 5

1.4 NON-RESIDENT FEES .......................................................................................................................... 5

1.5 STAFFING FEES .................................................................................................................................. 5

1.6 INDOOR FACILITY RENTALS ................................................................................................................. 5

1.6.1 Facility Room Rental Cancellation and Rescheduling Fees: ...........................................................5

1.6.2 Second Story and Beyond® Rental Fees: ........................................................................................5

1.6.3 Facility Equipment Use Fees (Library Facilities) .............................................................................6

1.6.4 Customer Convenience Rental Options (Second Story and Beyond®) .............................................6

EXHIBIT A

SECTION 1: MASTER FEE AND CHARGE SCHEDULE
(Section revised: 11/3/2022)

1.1 EMPLOYEE COST INDEX (ECI) ADJUSTMENT

1.1.1 Effective July 1, 2020, fees will be automatically adjusted annually by the percentage change in the Employee Cost Index (ECI) for state and local government workers, total compensation (not seasonally adjusted), during the 12- month period ending on December 31st of the immediately preceding calendar year, as published by the United States Bureau of Labor Statistics.

1.1.2 The adjustment will apply to fees directly related to City staffing.

1.1.3 Adjusted fees will be rounded up to the nearest whole dollar.

1.2 USER GROUP CLASSIFICATIONS
Group Organizations Event Types
City City of Rancho Cucamonga, Rancho Cucamonga Fire Protection District, Rancho Cucamonga Police Department
Agency mission-based programs, events,
meetings, etc.

LSD City of Rancho Cucamonga Library Services Department Agency mission-based programs, events, meetings, etc.
1 Other governmental agencies (County, State, School District, Water District)
Events providing a direct benefit to City of
Rancho Cucamonga residents (ex. public
events, meetings, hearings, etc.)
2 Resident non-profits; resident civic and athletic organizations; resident churches; resident public and private schools (including clubs, associations, boosters, etc.).

Events providing a direct benefit to City of
Rancho Cucamonga residents (ex. public
events, religious services, organizational
meetings, or fundraisers)
Other governmental agencies (County, State, School District, Water District) Employee meetings and trainings
3 Resident private party; employee organizations; political organizations, candidate campaigns; City of Rancho Cucamonga employees. All approved functions User Group 1 and 2 Private social events not in support of organization’s mission
Non-resident non-profits; non-resident civic and athletic organizations; non-resident churches; non-resident public and private schools (including clubs, associations, boosters, etc.).

Events providing a direct benefit to City of
Rancho Cucamonga residents (ex. public
events, religious services, organizational
meetings, or fundraisers)
4 Resident commercial / business All approved functions Non- resident non-profits, non-resident civic and athletic organizations; non-resident churches; non-resident public and private schools (including clubs, associations, boosters, etc.).

Private social events not in support of
organization’s mission
5 Non-resident commercial/business All approved functions

1.3 GENERAL FEES
Item Location Fee Unit
ActiveNet Transaction Fee All Locations 4.00% Per transaction Application Processing Fee Second Story and Beyond® $35.00 Per application Application Processing Fee (with alcohol) Second Story and Beyond® $50.00 Per application Alcohol Use Deposit Second Story and Beyond® $500.00 Per rental

EXHIBIT A

Additional Rental Deposit Second Story and Beyond®
As determined by
event/rental
requirements
Per rental
Barcode (Replacement) All Locations $2.00 Per unit
Collection Agency Fee All Locations
As determined by
City of Rancho
Cucamonga
Per unit
Damaged Item (Entire) All Locations As listed in item
record Per unit
Equipment Replacement Fee All Locations $2.00 Per class / activity registration
Class and Activity Refund Fee All Locations $10.00 Per class / activity registration
Library Card (Replacement) All Locations $2.00 Per unit Lost Item All Locations As listed in item
record Per unit
Passport Acceptance Fee All Locations
As determined by
U.S. Department
of State
Per unit
Passport Photos (2) All Locations $13.00 Per unit
Photocopies—Black and White All Locations $.10 Per unit Photocopies—Color All Locations $.50 Per unit
RFID Tag (Replacement) All Locations $2.00 Per unit
Story Pack (Entire) All Locations As listed in item
record Per unit
Story Pack Book All Locations $5.00 Per unit
Story Pack Toy All Locations $10.00 Per unit

1.3.1 SECOND STORY AND BEYOND® ADMISSION AND MEMBERSHIPS FEES:

Second Story and Beyond® General Admission
General Admission Fee Definition
Adults $16 18-61 years of age
Children (1-17) $15 1-17 years of age
Seniors $13 62 years of age or older
Infants (<1) Free Less than one year old
Student School Visits 50% discount off
general admission
School from a verified organization. Minimum of 15 students. Must be accompanied by a ratio of 1 adult chaperone per 5 students.

Free admission for adult chaperones within the 1:5 ratio.

Second Story and Beyond® Annual Memberships
Membership Level Fee Definition
Family of 2 Membership $200 2 named persons (e.g., 1 parent/caregiver and 1 child required) Family of 3 Membership $250 3 named persons (e.g., at least 1 parent/caregiver and at least 1 child required)
Family of 4 Membership $300 Must live in same household (e.g., at least 1 parent/caregiver and at least 1 child required)
Additional Child $50 Must live in same household (e.g. one child added to membership)

EXHIBIT A

1.3.2 WAIVER OF FEES
The Library Services Director may approve to waive or reduce the room deposit amount if multiple rooms are rented.

Second Story and Beyond®: For extended periods of rental, negotiated fees may be approved by the Library Services Director.

The City Manager is authorized to adjust fees as appropriate on a case-by-case basis, including but not limited to partnerships, funerals, large revenue generating rentals, emergencies, and other unique circumstances, to meet the community need.

1.4 NON-RESIDENT FEES
Item Location Fee Unit
Classes, workshops, programs and
activities All Locations $13.00 Per class / activity
registration

1.5 STAFFING FEES
Staff Title Location Fee Unit
Event / Rental Staff Second Story and Beyond®
Fully burdened
staff rate
(top pay step x
fringe benefit rate)
Per hour
Private Security Second Story and Beyond® As determined by service contract Per hour
Day Porters Second Story and Beyond® As determined by
service contract
Per hour (required
minimum)

1.6 INDOOR FACILITY RENTALS

1.6.1 Facility Room Rental Cancellation and Rescheduling Fees:

Room Category Location Fee* Unit
Small Second Story and Beyond® $25.00 Per rental
Large Second Story and Beyond® $75.00 Per rental
Kitchen Second Story and Beyond® $25.00 Per rental
*Subject to refund window

1.6.2 Second Story and Beyond® Rental Fees:

OPERATING HOURS EXTENDED HOURS
Room
Category
Rental
Deposit*
Group
1 Group
2 Group
3 Group
4 Group
5 Group
1 Group
2 Group
3 Group
4 Group
5 Small $100.00 No Use $33.00 $49.00 $66.00 $83.00 No Use $42.00 $62.00 $83.00 $103.00 Large $500.00 No Use $109.00 $196.00 $217.00 $283.00 No Use $142.00 $254.00 $283.00 $367.00 Kitchen $0.00 No Use $28.00 $42.00 $56.00 $69.00 No Use $34.00 $51.00 $69.00 $86.00 *As approved by the Library Services Director, deposit may be reduced if multiple rooms are rented.

EXHIBIT A

PREMIUM HOURS
Room
Category
Rental
Deposit*
Group
1 Group
2 Group
3 Group
4 Group
5 Exhibition
Space
(Large)
$500.00 No Use $183.00 $330.00 $366.00 $476.00
*As approved by the Library Services Director, deposit may be reduced if multiple rooms are rented.

1.6.3 Facility Equipment Use Fees (Second Story and Beyond®):

Item Location Fee Unit
Cocktail Table (no linen) Second Story and Beyond® $15.00 Each per day Easel Second Story and Beyond® $5.00 Each per day
Microphone Second Story and Beyond® $25.00 Each per day Microphone (wireless) Second Story and Beyond® $50.00, max of $200 per week Each per day
Microphone (lavalier) Second Story and Beyond® $25.00, max of $75 per week Each per day
Mobile Dry Erase Whiteboard Second Story and Beyond® $25.00 Each per day Lectern Second Story and Beyond® $25.00 Each per day
Projector (portable) Second Story and Beyond® $50.00, max of $150 per week Each per day
Public Address System (portable) Second Story and Beyond® $175.00 Each per day Screen (portable) Second Story and Beyond® $50.00 Each per day Rear Projection Screen with Dress Kit Second Story and Beyond® $150.00, max of $400 per week Each per day
Standard Facility Audio / Visual* Second Story and Beyond® Included with rental Per event
Uplighting Second Story and Beyond® $50.00 Per light
*Listed fee is the minimum base rate. Base Rates are subject to change based on individual client needs, City staff recommendations, and availability of on-site equipment.

1.6.4 Customer Convenience Rental Options (Second Story and Beyond®):

Item Location Fee Unit
Facility Maintenance Staff Second Story and Beyond®
As determined by
Public Works
Services
Department
Per event
Merchandise Sales by Vendors All Locations
10-30% as
negotiated per
event. Based on
order
Per event
In-house catering* Second Story and Beyond® As determined by vendor Per event
*Fees based on the cost of City staff renting the equipment from a vendor plus 17% overhead and convenience fee. Although the Industry standard is 20%, as the City is service based and not profit based 17% was calculated to be the amount needed to cost recover the staff time and facility overhead to arrange these options as a service to the rental client.

DATE:March 15, 2023
TO:Mayor and Members of the City Council
President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Noah Daniels, Finance Director
SUBJECT: Consideration to Receive and File the Second Quarter Financial Update for the Fiscal Year 2022/23 and Approve Various Appropriations and Related Actions. (CITY/FIRE)
RECOMMENDATION:

Staff recommends that the City Council receive and file the attached second quarter financial update for the Fiscal Year 2022/23 and approve various appropriations and related actions.

BACKGROUND:

Quarterly, the City Manager's Office and Finance Department provides the City Council with a brief update on the financial performance of the City's operating funds, consisting of the General Fund, Library Fund, and Fire District. The report also includes economic factors and information to provide meaningful context for the City Council.

The second quarter financial update also includes a midyear executive summary that gives an overview and projections of revenues and expenditures for the remainder of the fiscal year.

Additionally, it creates a scheduled opportunity to make budgetary appropriations that respond to unanticipated changes and emerging trends. These budget amendments are requested for the consideration of the City Council at this time rather than at the conclusion of the Amended Budget cycle later in May to avoid any operational issues.

ANALYSIS:

The first report provided for the City Council’s review and consideration is the Quarterly Financial Update for the Quarter Ended December 31, 2022, which provides a detailed financial analysis of transactions recorded during the first six months of the fiscal year. An economic brief of the most recent economic data and indicators is included as supplementary information to the quarterly update. Overall, the General Fund, Library Fund, and Fire District are operating within expected ranges considering seasonality, carryovers of purchase orders, salary savings from staffing shortages, and adjusting for other one-time events.

The second report is the Midyear Budget Analysis, which provides budget and year-to-date actuals of revenues and expenditures for the City’s operating funds. For this report, the revenues and expenditures are examined and projected for the remaining six months of the fiscal year based on information and trends identified during the midyear analysis.

Below are summary-level notes and considerations to aid the report's review.

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General Fund
As of midyear, General Fund revenues are projected to increase by $1.5 million from the adopted budget. This includes projected growth in property tax by 4.4%, property tax in-lieu of VLF by

1.6%, sales tax by 3.8%, and franchise fees by 2.9%. Revenue growth is offset by expected reductions of transient occupancy taxes due to a delayed hotel opening. Additionally, recreation charges for services and related revenues are expected to decrease as the Community Services Department continues to assess its programming to attract clients lost during the pandemic.

Expenditures are projected to increase by $1.5 million from the adopted budget. This increase is the net of two large changes on the expenditure side. First, personnel services are expected to decrease by approximately $3.9 million, or 10.6%, due to challenges recruiting for vacancies in virtually every department. Staffing shortages have been offset by increased professional services costs when possible; however, staffing challenges are not a unique issue for the City as the private sector has been impacted too. Second, a $4.9 million contribution to reduce the City’s CalPERS unfunded actuarial liability utilizing the City’s prior year fiscal surplus is recommended for consideration by the City Council.

Library Fund
Library expenditures are projected to be $2.8 million more than the adopted budget. Like the City, the Library has been impacted by recruitment challenges and staffing vacancies. Library personnel services are expected to decrease by $822,790, or 19.8%, from the adopted budget.

This decrease is offset by the transfer of $3.5 million from the Library Fund to the Library Capital Project Fund for the Archibald Library Project.

Revenues are projected to increase by $116,590 due to projected growth in property taxes.

Overall, the Library’s operations are anticipated to result in a use of fund balance of $2,666,240 for the Fiscal Year 2022/23.

Fire District
The Fire District’s expenditures are on track as of midyear, but there are two items to note. First, due to the delay of the ADA Improvements for Fire Station 174 until the next fiscal year, capital expenditures from CFD 85-1 will decrease by $855,000. Delaying the capital project reduces the use of fund balance reservices by $851,370, to a revised amount of $769,740. Second, a $955,180 contribution to Fire’s PAR Rate Stabilization utilizing the Fire District’s prior year fiscal surplus is recommended for consideration by the Fire Board.

The allocation of post-RDA property tax revenues between the District’s General Fund and Capital Fund will be adjusted as needed to ensure the Fire District General Fund is balanced at the end of the fiscal year. As of midyear, it is anticipated that slightly less will be needed for the General Fund than was budgeted due to anticipated revenue growth for the District and the use of fund balance reserves for the PARS Rate Stabilization contribution.

FISCAL IMPACT:

As a result of the analysis conducted with the various departments for the attached report, certain additional appropriations were identified that require more immediate attention rather than waiting for the adoption of the Amended Budget in May. Staff requests that the City Council and Fire Board authorize the following additional appropriations:

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Account Number Description Reason for Revision
Increase/
(Decrease)
1001001-5300 General Fund –
General Overhead –
Contract Services
Replenish funds transferred for
COVID-19 contact tracing
services
$70,000
1001001-5410 General Fund –
General Overhead –
Property Insurance
Increased insurance premiums $63,730
1025001-5411 Capital Reserve –
Other Insurance
Increased insurance premiums $10,270
1001001-5725 General Fund –
General Overhead –
Other Expenditures
Contribution to City’s Irrevocable
Supplemental Section 115
Pension Trust or City’s CalPERS
unfunded actuarial liability
$4,900,000
1001209-5300 General Fund –
DoIT – Contract
Services
Purchase of computer equipment
for new hires
$47,460
1001302-5300 General Fund –
Building and Safety
– Contract Services
Contract plan check and building
inspection services
$119,000
1001302-5000 General Fund –
Building and Safety
– Regular Salaries
Contract plan check and building
inspection services
($119,000)
1001312-5304 General Fund –
Facilities Maint –
Contract
Serv/Facilities
Replacement boiler $103,550
1001312-5010 General Fund –
Facilities Maint –
Part Time Salaries
Replacement boiler ($103,550)
1290601-9329 Library Fund –
Archibald – Transfer
Out – Fund 329
Archibald Library appraisal
funding
$9,000
1329000-8290 Library Capital Fund
– Transfer In – Fund
290
Archibald Library appraisal
funding
$9,000
1329601-5650/
2114329-0
Library Capital Fund
– Capital Project
Archibald Library appraisal $9,000
1329000-8025 Library Capital Fund
– Transfer In – Fund
025
Second Story and Beyond Project
(Reallocation)
$400,000
1329000-8275 Library Capital Fund
– Transfer In – Fund
275
Second Story and Beyond Project
(Reallocation)
$1,000,000

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3 0
1329601-5650/
1867329-0
Library Capital Fund
– Capital Project
Second Story and Beyond Project
(Reallocation)
$1,400,000
1025001-9329 Capital Reserve
Fund – Operating
Transfer Out – Fund
329
Second Story and Beyond Project
(Reallocation)
$400,000
1025001-5650/
1867025-0
Capital Reserve
Fund – Capital
Project
Second Story and Beyond Project
(Reallocation)
($400,000)
1275208-9329/
2127-4215
Federal Grants Fund
– Grants Mgmt –
Transfer Out – Fund
329
Second Story and Beyond Project
(Reallocation)
$1,000,000
1275208-5650/
1867275-0
Federal Grants Fund
– Grants Mgmt –
Capital Project
Second Story and Beyond Project
(Reallocation)
($1,000,000)
1329601-5650/
1867329-0
Library Capital Fund
– Capital Project
Second Story and Beyond Project $110,660
1329000-4740 Library Capital Fund
– Grant Income –
Other
County of San Bernardino grant
funding revenue recognition
$2,000,000
3281501-5725 Fire District -
Administration –
Other Expenditures
PERS Rate Stabilization
Contribution
$955,180
Corresponding to the City Council and Fire Board’s approval of the budget appropriations noted above, the following will be approved:

1. Approve an increase in the City Manager’s authorized annual contribution to the PARS Public Agencies Post-Employment Benefits Trust for the City from $300,000 to $4,900,000 for the Fiscal Year 2022/23,

2. Approve an increase of $119,000 for Contract 18-088 with Interwest Consulting Group for plan checks and inspection services,

3. Approve an increase of $103,550 for Contract 16-114 with EMCOR Services/Mesa Energy Systems for Citywide HVAC Maintenance and Repair Services, COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

Providing the City Council with regular financial updates on the City's financial performance supports the Council's efforts to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive, by providing meaningful, timely financial information upon which they can base their current and future decisions that impact the City's finances.

ATTACHMENTS:

Attachment 1 – Quarterly Financial Update – Second Quarter of Fiscal Year 2022/23 Attachment 2 – Midyear Budget Analysis for Fiscal Year 2022/23

Quarterly Financial Update
Quarter Ended
December 31, 2022
ATTACHMENT 1

PURPOSE AND OVERVIEW OF THE REPORT
The City Manager’s Office and Finance Department is providing this quarterly financial report to the City Council as a high -level overview of the City 's financial status through the prior quarter ended December 31, 2022, and an overview of economic indicators that can influence the City 's revenues and expenditures.

This report has several components:

1. Quarterly Report: Includes budget to actual variance analysis for revenue and expenditures for July 1, 2022, through December 31, 2022. The quarterly report provides this detail for the General Fund, Fire District, and Library Fund.
(Pages 1 to 9)

2. Economic Brief: This report compiles economic information and indicators, such as employment data, sales tax data, and other local and regional economic news. (Pages 10 to 17)

1 EXECUTIVE SUMMARY

After the second quarter of the f iscal year, the City 's financial status is in line with expectations. Significant accounts and n otable variances are presented in this
quarterly financial report.

The tables in this report compare budgeted to actual
amounts for the General Fund, Fire District , and Library.

The year -to-date (YTD) actuals are unaudited and
presented with encumbrances. The revised budget
includes budget adjustments, encumbrance carryovers,
and any supplemental appropriations approved by City
Council through the quarter. The percent of the budget (% Bud) is the percentage recei ved/spent of the budget .

The prior year -to-date (PYTD) actual shows the
comparable actual from the second quarter of the last
year.

Green, yellow, and red colored icons are presented to aid and visualize the financial analysis – green means good, yellow means it is being monitored, and red is alert.

GENERAL FUND OVERVIEW

The General Fund is the general operating fund for the
City. It includes multiple programs within several
departments that provide direct programs, activities, and services to the citizens and businesses of Rancho
Cucamonga.

Overall, General Fund revenues and expenditures are in
an expected range considering seasonality, carryovers of purchase orders, and adjusting for nonrecurring events.

Total General Fund operating revenues are 31% and
expenditures are 41% compared to their respective
annual budgets. At that level, General Fund expenditures include non -departmental expenditures and overhead
personnel costs for the entire City . Excluding those
expenditures, operating departmental expenditures
analyzed in this report equal 52% of the annual budget.

This report will analyze operating departmental
expenditures for the General Fund.

The table above includes departmental and non -departmental spending. Non-departmental expenditures are excluded from the operating departmental analysis section.

Major Revenues

Primary revenue sources for the General Fund are
property tax es, sales tax, franchise fees, and transient occupancy tax. Collectively, these comprise about 80% of the annual budget.

Property Tax. The first major apportionment of property tax occurs in December each year. The property tax
revenue category includes Property Tax in Lieu of vehicle license fees of $23.7 million, which is received in
installments, the first being in January of each year. Also included in the revenue category is $3.2 million for
residual payments from the dissolution of the former
redevelopment agency, typically received in December or January each fiscal y ear and generally the cause of
fluctuations in the second quarter when comparing year- over-year property tax revenues. The City received $2.5 million for the residual payment in December 2022.

Sales Tax. Sales tax is a significant revenue source for the City and is monitored closely by City staff and the City 's

2 sales tax consultant. The City has received the first quarter (September to November) and December from
the second quarter sales tax allocations . First quarter receipts exceeded estimates by approximately 8%, and
December allocations are about 35% of the total
estimated sales tax for the second quarter. The City will receive the balance of the second quarter allocations in January and February. Economic indicators , such as
inflation, have appeared to slow spending but have also driven overall taxable sales higher.

Franchise Fees and Transient Occupancy Taxes. Transient Occupancy Taxes (TOT) and Franchise Fees comprise 15%
of the taxes received by the General Fund. Franchisees remit payment to the City on recurring schedules . Gas and electric franchise fees are received in the year's final quarter. Refuse and cable franchise fees are quarterly. At the end of the second quarter , the City received about 24% of the annual estimated revenues comparable to last year. The City receives TOT from hotels every month. The adopted budget projected growth of approximately 12%
from the prior year's budget based on forecasted room
occupancy and revenue per available room. Through the
second quarter, the City has received 39% of the annual budget for TOT revenue, slightly less than 41% last year.

TOT receipts are generally higher in the third and fourth quarters of the year.

Licenses and Permits . Includes building and engineering permits, which comprise 5% of the budget. After the end of the first quarter, actual revenue is at 65% of the budget.

Fines and Forfeitures. Includes vehicle and parking fines, which comprise 70% of the fines and forfeitures budget, and other gen eral fines and forfeitures. This category includes vehicle code fines collected by San Ber nardino County and remitted to the City. Parking citations are at 26% of the budget compared with 46% last year. Overall, parking citation revenue is underperforming based on the number of parking citations issued and the collections
rate. The City participates in California’s FTB Intercept and DMV registration programs to collect unpaid parking citations. City staff will monitor parking citations into the third and fourth quarters. Vehicle release fees are 67% of the budget compared with 38% at this time last year and appear to exceed the annual budget.

Charges for Services. Includes various fees, including plan check, planning, engineering, and recreation-related fees and charges. Plan check, planning, and engineering fees are at 49%, 51%, and 65% of the annual budget, which are higher than last year at 42%, 44%, and 53%, respectively.

Recreation fees and ticket sales are higher by about
$535,000 than last year due to various facilities reopening and resuming programs and services , but are down
compared to the adopted budget. This trend is likely due to changes in demand for recreation al classes and
programs compared to pre -pandemic demand. Current
information suggests this trend will continue through the end of the fiscal year.

Intergovernmental. Includes motor vehicle in-lieu fees and homeowners property tax relief revenues . Motor
vehicle in-lieu fees comprise the majority of this category and are received from the County later in the year.

Transfers In. Transfers represent the transfers of
resources from other funds to the General Fund. Through the fiscal years 2021 and 2022, t he City received $26.8 million in State and Local Fiscal Recovery Funds. The City experienced significant revenue loss due to the pandemic in the form of sales tax, transient occupancy taxes, and departmental charges for service revenues. These funds had to be used for general government services up to the calculated revenue los s. After the final program rules were published and the revenue loss replacement
calculations were completed, resources for monthly
public safety costs paid by the General Fund were
transferred.

Other Revenues. Includes interest earn ed on invested funds, rental and lease income, reimbursement s, and
miscellaneous revenues. Reimbursements represent 37%
of this category and are at 35% of the budget after the first quarter. Except for reimbursement s for the
administration of the former redevelopment agency ,
which is recorded in equal amounts in the first and third quarter, and allowance for the Housing Successor Agency, reimbursements can vary based on activity. Recreational and miscellaneous rental and lease income represent 24% of this category and are at 34% of the budget.

3 Departmental Expenditures

General Fund departmental expenditures tend to vary
due to operations, the timing of vendor payment s, and
purchase order carryovers from the prior year. Therefore, YTD expenditures may be above or below 50% but still
within the expected range.

Generally, personnel services will appear to be higher
than the benchmark of 50% due to the allocation of fringe benefits to departments at the start of the fiscal year. The departmental allocation is based on budgeted positions
authorized and adjusted at the end of the year to reflect the actual costs for filled positions . If e xcluding fringe benefits, personnel services are generally below the
second quarter's benchmar k due to vacant positions in
virtually every department, which have been challenging to fill. Overall, these vacancies will result in budgeted salary savings and shifted to provide additional part-time or overtime hours, increase contracted support services, or result in departmental savings at the end of the year.

Departments that provide centralized services to the City have a net reduction in the total budget under Cost
Allocation, representing the estimated costs of services expended within that department to benefit another
fund(s) within the City.

The budget for personnel services was adjusted after the first quarter to reflect the designation of the Assistant City Manager as the Administrative Services Director in August 2022 for the remainder of the fiscal year. There is an offsetting budget adjustment in the City Management
Department.

The o perations and maintenance budget consists
predominately of conferences and meetings, and at the
midyear, meets the benchmark.

Excluding fringe, personnel services are below the second quarter's benchmark due to several vacancies with in
Animal Care and Services . As a result of the shortage of key staffing positions , service hours and days have been reduced, part-time hours have increased, and part-time
positions have been added to maintain current services.

Operations and maintenance and Professional services
exceeded the benchmark due to encumbrances for animal
care and veterinarian services. Actual spending for
operations and maintenance through the second quarter
is similar to last year. In contrast, actuals for professional services have increased due to spaying and ne utering
services performed by contracted vendors.

Capital outlay expenditures represent a purchase of a
veterinary ultrasound system in the second quarter . The remaining budget will be used for equipment
replacement as needed.

Professional services are above the benchmark because,
at the start of the year , an annual encumbrance for
contracted plan check s and building inspections was
issued to assist the department. This contract has assisted the department as it manages vacancies . At the end of the second quarter, the contracted services are close to being fully utilized and contract supplements will be
requested. Due to the vacancy savings in personnel
services, the supplements will not increase the overall budget.

4 Operations and maintenance are below the benchmark
due to pending legal advertisements and vendor payment
for authorized records destruction. Professional services are below the benchmark due to the timing of
expenditures for election s occurring in Novembe r.

Current estimates for the municipal elections are
$500,000. Although elections for the Mayor and Di strict 3 City Council will result in cost savings, due to overall rising costs , the budget for the elections has not been changed until estimates from San Bernardino County are
received.

Personnel services are lower due to the vacant District 1 Council Member until December 2022. Operations and
maintenance primarily consist of travel and meetings for conferences and training, mainly in the second half of the year.

As noted in the Administrative Services Department
analysis, the Assistant City Manager assumed the role of the Administrative Services Direct or, resulting in a
reduction of the personnel services budget. The decrease is partially offset by the shift of a Deputy City Manager assuming the Civic and Cultural Services role in the City Management Division.

Operations and maintenance are below the benchmark at
31% but are in line with prior year amounts at midyear.

Professional services are also below the benchmark at
23% due to the timing of contact service payments.

Professional services are above the benchmark but
comparable with actual spending last year and are
predominantly for contract legal services to aid
community improvement with abatements, civil
litigation, and other related services . Typical with legal costs, spending is driven by need within a department, but expenses are generally recoverable; h owever, not
typically in the same year that expenses are incurred, and there have been no recoveries to date.

Personnel services are below the benchmark due to staff shortages for full- time, especially the part-time
workforce. A dditionally, there is a shift in current client demands from the ir pre-pandemic levels. The
combination of staffing shortages and service demand has altered the service model. The Goldy S. Lewis Community Center and Family Resource Center are closed to the
public. T he Community Center is expected to reopen in July 2023 , but t he Family Resource Center will remain closed to the public due to being renovated after receiving grant funds.

Operations and maintenance and professional services
are below the benchmark . At a high level, this trend is attributed to a reduction in programs and services. Yet, at the start of the second half of the Fiscal Year, some programs and services are expected to resume after being enhanced while closed during the pandemic.

Capital Outlay accounts for the completed pickleball court at Red Hill Park, digital projectors and radio equipment at the Victoria Gardens cultural center, and other purchases.

5 Economic and Community Development anticipated
filling two key positions earlier in the fiscal year. Due to the extended vacanc ies, the entire personnel service
budget is not expected to be used in the current year.

Operations and maintenance , and Professional Services
are approximate to the benchmark at this point during the year.

Operations and maintenance are above the benchmark
due to a National Pollutant Discharge Elimination System (NPDES) and State Water Resource Quality Control Board
permit filings for the City’s share of the County’s
stormwater management program. These permits
comprise the majority of the operations and maintenance category.

Professional services are above the benchmark and the
higher amount is related to encumbrances for
engineering plan check services and other land
development services to aid with reviewing large projects.

Professional services are above the benchmark due to
encumbrances issued at the start of the year for
maintenance and janitorial service contracts.

Utilities are above the benchmark due to a combination
of factors. First, for gas utilities, the usage of gas utilities has been higher during the win ter months due to colder weather, but the primary reason is that monthly
commodity prices have increased substantially. Note that gas uti lity prices are based on market prices and adjust monthly. Next, electrical utilities are expected to increase based on tariffs applicable to the City , increasing the electricity cost.

Personnel services are within the benchmark as the full- time sta ff ha s increased overtime hours to maintain
service levels, specifically in accounts payable, to maintain weekly vendor payments. A p art-time position is
expected to be filled in the third quarter and will reduce the need for overtime hours.

Professional services are above the benchmark due to
encumbrances issued at the start of the fiscal year for property and sales tax consultation services and other
financial services to aid in implementing various
accounting standards.

Operations and maintenance and professional services
are below the benchmark at 32% and 30%, respectively.

Professional services spending is higher than last year due to investigative and COVID -19 contract tracing services.

Human Resource staff was performing the COVID -19
tracing duties, requiring significant efforts outside of regular working hours , but a contract was approved to reduce the impact on staff.

Operations and maintenance are above the benchmark
due to the timing of accounting entries for internal
charges from the City’s internal service fund to provide computers and equipment to City departments. The

6 internal service charge is the predominant expenditure for this category.

Professional services include software subscriptions and support services. There were several approved changes
to the adopted budget during the fiscal year, such as new audio and video support projects, PSVN recording
storages, and filtering software for the City’s website, adding $80,420 to Professional Services . Additionally, a budget amendment for about $48,000 from Professional
Services to Operations and Maintenance was processed
to purchase technology for new hires during the current year.

Operations and maintenance are primarily legal
advertising and training and are incurred as needed.

Professional services consist of contractual services for the department and contract services in which the
developer is obligated to reimburse the City. Due to current staffing challenges, the Department utilizes
contract staffing to assist with peer review services , environmental reports, and other supplemental services.

As a result, professional services were recently increased by $100,000.

Operations and mainte nance include various events ,
outreach efforts, training, other crime prevention
activities, and vehicle operations and maintenance . At the same time, professional services primarily represent the contract with San Bernardino County Sheriffs to
provide police services to the City. Both are tracking with the benchmarks at the midyear.

Other expenditures are the proportionate share of
insurance costs for Police in the Public Safety Facility and are charged quarterly.

There are no notable account variances, as operations and maintenance are not a significant cost.

Operations and maintenance are above the benchmark
due to encumbrances for services made at the start of the current year and the timing of accounting entries for
internal charges from the City’s internal service funds to provide for citywide vehicles and equipment. The internal service charge is the predominant expenditure for this
category.

Professional services include encumbrances for major
maintenance contracts issued for the entire fiscal year, including park maintenance , vehicle and equipment
maintenance, and street maintenance and repairs.

Capital Outlay accounts for an encumbrance for citywide concrete repair which is planned for the second half of the fiscal year.

7 LIBRARY FUND OVERVIEW

The Library Fund revenues and expenditures are in an
expected range considering seasonality, carryovers of
purchase orders, and adjusting for one -time events from last year.

Library Revenues

Operating revenues equal 49%, higher than 30% at this
time last year. The variance is the statutory passthrough from the former redevelopment agency received before
December of the current year.

Property Tax. The first major apportionment of property tax occurs in December each year. The property tax
revenue category includes a $ 2.5 million statutory
passthrough from the former redevelopment agency,
which is received in January and June of each fiscal year; however, the January receipt for $1.3 million was received in December of the current year.

Other Notable Variances . Support from the RC Library
Foundation comprises 79% of the category budget. Other revenue includes interest earned on invested funds,
rental and lease income, reimbursements, miscellaneous
revenues, contributions, and fundraising.

Library Expenditures.

Operating expenditures were 52 % of the annual budget
versus 61% last year.

Similar to the City, personnel services for the Library will appear to be higher due to the allocation of fringe benefits to departments at the start of the fiscal year. Excluding fringe benefits, personnel services for the Library Fund are below the benc hmark at 33 %, similar to last year.

Furthermore, like other City departments, the Library
Fund has experienced delays in filling full- time and part - time vacancies.

Operations and maintenance are above the benchmark at
76%, comparable to last year. At the start of each year, the Library encumbers funding for printed and digital
book materials and supplies for the two libraries.

Professional services are above the benchmark at 64%,
less than last year at 73%. The timing of payments to
vendors impacts the category. However, year over year is relatively consistent in terms of actual spending.

Capital outlay represents the planned purchase for
another 24/7 Library Material Kiosk that will be installed when Fire Station 178 is constructed and completed. The machine is expected to be ordered in the upcoming
months as there is a lead time for delivery of about six months.

Cost allocation represents the estimated service cost s that City departments expend to benefit the Library. The City charges cost allocation at the start of each fiscal year.

Transfers out are at the benchmark of 50%, the same as
last year. This category represents the transfer of
resources to the Library Capital Project Fund to construct

8 the Secord Story and Beyond Project at Paul Biane Library.

These transfers are charged quarterly.

Other expenditures include unplanned programming and
miscellaneous expenses during the year. This category
will vary depending on actual activity.

FIRE DISTRICT OVERVIEW

The purpose of the Fire District is to provide fire
suppression and prevention services to the citizens and businesses within the City. The Fire District comprises the Fire General Fund and Community Facilities Districts (CFD) 85-1 and 88-1. There are seven active fire stations within the City, and one is currently being constructed.

With 50% of the fiscal year complete, the Fire District revenues and expenditures are in an expected range
considering seasonality, carryovers of purchase orders, and adjusting for one-time events from last year.

Fire District Revenues

Operating revenues eq ual 52% of the annual budget
versus 36% last year. The Fire District's primary revenue source is property tax , which is also the cause for the variance to last year.

Property Tax. The first major apportionment of property tax occurs in December each year. The property tax
revenue category includes a $14.6 million statutory
passthrough from the former redevelopment agency,
which is received in January and June of each fiscal year; however, the January receipt for $8.4 million was received in December of the current year.

CFDs 85 -1 and 88 -1 levy special taxes for funding
administration, personnel services, maintenance, and
operations within the CFDs' boundarie s. The special tax levy has remained purposefully unchanged for several
years, and the Fire District subsidizes the CFDs. Combined, the CFDs will collect $6.7 million and receive a $3.6 million contribution of resources from the Fire District. The contribution is shown as a Transfer In (revenue) to the CFDs and Transfers Out (expenditure) from the Fire
District in the Fire District's summary, revenue, and
expenditure tables.

Other Notable Variances. Charges for services have
exceeded the adopted budget due to CFD annexation fees
which are administrative cost recoveries charged for
development. These are not budgeted since the revenue
source is unpredictable and will be updated to actuals
later in the fiscal year.

Other revenue includes interest earned on invested funds, rental and lease income, reimbursements, and
miscellaneous revenues. Reimbursements from the
Other Post- Employment Benefits (OPEB) Trust for the
retiree healthcare costs comprise 55% and other non -
abated reimbursements, which primari ly consist of
CalOES, comprise 32%, totaling 87% of the category
budget. Finance requests reimbursements from the OPEB
Trust for retiree healthcare costs near the end of each fiscal year, and reimbursement from CalOES for fire
support depends on the timing of reimbursement receipts processing by the state agency.

9 Fire District Expenditures . Operating expenditures are 47% of the annual budget versus 51% last year.

Fire District p ersonnel services incur fringe benefits as incurred. Personnel services are lower than the
benchmark at 45% but are comparable to last year at 50%.

The budget for personnel services includes the nine new staff for Fire Station 178.

Operations and maintenance and Professional Services at 62% and 56%, respectively, are comparable to last year.

Professional services include a variety of encumbrances for recurring services totaling $541,010.

Capital outlay accounts for ADA improvements at Fire
Station 174 , which is expected to be delayed until next fiscal year.

Debt service accounts for the interfund loan between the Fire District and the General Fund. This interfund loan will be fully repaid in October 2023. The interest component of the interfund loan is shown as debt service for the Fire District.

Cost allocation represents the estimated service cost s that City departments expend to benefit the Fire District.

The City charges cost allocation at the start of each fiscal year.

Other expenditures include reimbursements to the City
for shared costs and services, miscellaneous expenditures during the year, and primarily Fire District CalPERS
unfunded actuarial liability (UAL) payments. The UAL
payment of $3.7 million comprises 80% of the budget for the category, and the payment occurs near the end of the year.

10 ECONOMIC BRIEF

The economic brief aims to provide economic indicators which can be used to measure and track economic activity at a local level. The national, regional, and local economy is a broad amalgamation of individual, business, and government spending or investment. All levels of government typically pay close attention to economic factors to measure th e strength of an economy. Thus, while there are many commonly used indicators by different levels of government, this section tracks indicators that can track aspects of the local economy.

Statewide, Regional and Local Labor Market

The unemployment rate in the City and as an average for California is low, and both are at pre-pandemic levels. A low unemployment rate, and the analysis of the labor force, indicate that people who are looking for jobs can find employment. The unemploym ent rate impacts the overall spending economy.

Therefore, a low unemployment rate equates to disposable income available to purchase goods.

• Statewide, the lowest unemployment rate among California counties based on preliminary December 2022 figures was San Mateo County at 1.9%. Two additional counties had rates below

2.5%: San Francisco County and Santa Clara County at 2. 0%. Conversely, the highest unemployment rate was in Imperial County, at 14.8%.

• Over the month, the unemployment rate decreased in 47 counties in December 2022. Imperial County experienced the most significant rate decrease of 1.9%.

The City's unemployment rate is relatively unchanged month over month and improved from 3.1% in August 2022 to 2.6% in
December (preliminary).

The labor force and total employment is relatively unchanged from the prior quarter. Year over year it is up approximately 2% indicating a growing labor force.

Inflation is relatively unchanged from the prior month; however, inflation is 7.3% more than the prior year.

Median home prices are down 4.4% from the first quarter of 2022, but up 19% from two years ago.

Upward pressure on prices have resulted in favorable sales tax generation, but Consumer spending is decelerating due to higher prices.

11 • Over the year, the unemployment rate decreased in 52 out of 58 counties in December 2022. San Bernardino County experienced the largest rate decrease of 1. 4%, while Imperial County experienced the largest increase of 0.8%.

The graph below shows the unemployment rates (not seasonally adjusted) for the largest areas statewide for November 2022:

Source: Employment Development Department, State of California

The City compares favorably to the State and San Bernardino County, and adjacent and comparable cities:

• The City unemployment rate for December 2022 is 2.6%, down 0.4% from November 2022 and

0.5% from August 2022 reported in the first quarter analysis.

• The City’s unemployment rate is historically favorable compared to San Bernardino County and California. In December 2022, the City was 1. 0% below San Bernardino County and 1. 1% below California.

• The City’s unemployment rate for December 2022 is comparable to the City’s rate in February 2020. During the COVID -19 pandemic, the City’s unemployment rate peaked at 13.2% in May 2020.

2.9%

2.0%

3.5%

2.7%

3.6%

2.0%

3.7%

2.9%

2.5%

4.4%
Contra Costa County
San Francisco County
Sacramento County
Alameda County
San Bernardino County
Santa Clara County
Riverside County
San Diego County
Orange County
Los Angeles County
Unemployment Rate by T en Largest Coun�es

3.2%

6.2%

2.0%

2.1%

3.3%

2.8%

2.9%

2.5%

3.6%

4.4%
Oxnard-Thousand Oaks-Ventura MSA
Fresno MSA
San Francisco-Redwood City-South
San Francisco MD
San Jose-Sunnyvale -Santa Clara MSA
Sacramento--Roseville --Arden-Arcade
MSA
Oakland-Hayward-Berkeley MD
San Diego-Carlsbad MSA
Anaheim-Santa Ana-Irvine MD
Riverside -San Bernardino-Ontario
MSA
Los Angeles-Long Beach-Glendale MD
Unemployment Rate by Ten Largest Areas

12 Source: Employment Development Department, State of California

The table below summarizes and compares the City, County, and State’s second quarter unemployment rates.

Source: Employment Development Department, State of California

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%
Unemployment Rate Historical Trend
Rancho Cucamonga San Bernardino California

13 The following graph shows that the City unemployment rate is also favorable when analyzed against adjacent and comparable cities in San Bernardino County.

Source: Employment Development Department, State of California

Labor Force

The labor force is another economic indicator of the labor market’s health. The labor force includes all persons classified as employed or unemployed. The labor force does not include unemployed people not looking for work. Thus, the size of the labor f orce demonstrates the number of people looking for work and how likely they feel they can get a job. Over the last year, job resignations have reached new highs.

Monitoring the labor force will indicate whether workers are leaving or finding new jobs.

The City labor force increased in December 2022 to 102,300 from 101,900 in November 2022 and 101,500 from August 2022 when it was last reported. On the year-over change, unemployed workers decreased by 900, and employed workers increased by 3,500, indicati ng that workers seeking employment could find jobs.

Source: Employment Development Department, State of California

2.6%

2.3%

3.3%

3.2%

2.8%

2.0%

2.2%

2.4%

2.6%

2.8%

3.0%

3.2%

3.4%

3.6%

3.8%

4.0%
Rancho Cucamonga Chino Hills Fontana Ontario Upland
Unemployment Rates By City
Jul-2022 Aug-2022 Sep-2022 Oct-2022 Nov-2022 Dec-2022

14 An increasing labor force and total employment are positive economic indicators. The graph below illustrates the City’s labor force and employment numbers over the last two years. The gap between the labor force and full employment represents unemployment in terms of people rather than as a percentage rate. The tight gap indicates that even though anything below 5% unemployment is consid ered “full employment,” few people are left without a job.

Source: Employment Development Department, State of California

Consumer Price Index

The Consumer Price Index (CPI) measures the average change over time in the prices consumers pay for goods and services. The CPI provides a way to compare what goods and services cost this month with the same cost a month or year ago.

The CPI is the most widely used measure of inflation and provides information about price changes in the economy. Yet, CPI is not a cost -of-living index. A cost-of-living index is a conceptual measurement goal and not a straightforward alternative to CPI, as a cost-of-living index measures changes needed to reach a certain “standard of living.” Instead, CPI reflects changes in the prices of goods and services over time and does not go beyond other factors.

CPI is calculated at regular intervals within urban or metropolitan areas to allow for a combination of factors impacting price change for items to take effect. The table below illustrates the CPI for all urban consumers from 2021 through January 2023. The baseline period is December 2017 (December 2017 = $100), which has eased recently due to the Federal Reserve increasing the Fed Rate. A higher Fed Rate raises the floor for borrowing money overall. At least a local level has impacted residential and new housing projects . Whether the Federal Reserve will adjust the Fed Rat e to achieve a soft landing is impossible to forecast at this time.

80,000
85,000
90,000
95,000
100,000
105,000
Employment and Labor Force
Employment
Labor Force

15 Source: Bureau of Labor Statistics

The Federal Reserve Bank of Cleveland calculates the median CPI to measure core inflation while removing highly volatile commodities —such as food and energy prices which are largely set by global markets.

Median CPI is calculated by ranking the high est inflation rate to the lowest (each item is weighted by consumer spending), then using the item in the middle of the pack for the measurement. The result is that average price trends can be identified when the highest and lowest inflation rates are rem oved for any given time. The graph below shows that the median CPI has steadily risen over the last year and is at its highest level in decades. The concern is that overall inflation impacts more than a handful of outlier categories.

Source: Federal Reserve Bank of Cleveland

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

8.00 9.00

10.00 2018 2019 2020 2021 2022 2023
Year-over-year percent change
Median Consumer Price Index
Median CPI CPI

16 Property Tax

Growth in home sales remained strong through the second quarter of 2022 . Sales volume and median home prices have declined in the past two quarters, most likely due to low-interest rates, which increase overall borrowing costs. The median home price decreased by 4.6% in the fourth quarter of 2022 from the previous quarter; however, median home prices are up 1.4% from one year and 19% from two years ago.

The graph below indicates the medi an sales prices of a detached single -family home in the City and the number of sales by year and quarter.

Source: HdL Companies

Sales Tax

The City’s sales tax base is predominan tly generated from a few main industry categories, including general consumer goods, business and industry, and restaurants and hotels. Sales tax receipts from state and county pools are another top category . Primarily the pools account for online shopping and other purchases and investments sourced to the pools, which are then allocated to the City. The impact of the pools is closely monitored because it indicates how consumers choose to shop. In the months following the initial easing of COVID-19 business restrictions, brick-and-mortar shopping showed a noticeable surge; however, in recent months, online shopping has picked back up and steadily increasing.

The chart below depicts the most recent available sales tax statistics.

$-
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$900,000
0 100
200
300
400
500
600
2020
Q1
2020
Q2
2020
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2020
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Median Price
Sales
Sales Value History
Full Value Sales Median Price

17 Generally, current market conditions and consumer demand are putting pressure on spending. At the same time, supply chain bottlenecks and labor shortages apply downward pressure on supply, increasing overall costs. Both conditions increase overall spending despite pullbacks in consumer spending due to taxable sales increasing from higher prices.

Other details for the City’s top sales tax segments include:
• General consumer goods account for 25% of total sales taxes. This segment is represented by a multitude of stores and shops that provide general consumer goods. This segment increased by 1% compared to the same period a year ago and is the top major industry category for the City.

The increase was primarily due to increased fuel prices provided at discount department stores and reported in this segment. Certain businesses, such as home furnishing and hardware stores, have decreased after a surge in growth during the pandemic. • Business and industry increased by 7% compared to a year ago. As is typical for the category in the third quarter, business and industry is the second largest segment for the last quarter. This segment includes industrial, office supplies, equipment, drug and pharmaceutical, manufacturing, and other business -to-business industries. This segment continues to show signs of strong demand, high cost of material, and a slight relief in supply chain and labor challenges. • Restaurants and hotels increased by 5 %, account for 15% of total sales tax, and represent 595 restaurants, hotels, and other similar establishments. This category has recovered strongly in the immediate year after the COVID -19 pandemic business closures and continues to grow. Hotels are doing well with a combination of occupancy returning to the pre -pandemic levels and increasing prices. Currently, with the high cost of groceries, consumers are continuing to visit restaurants as they have been since exiting the pandemic lockdowns.

General Consumer Goods
25%
Business and Industry
17%
Restaurants and Hotels
15%
State and County Pools
15%
Autos and Transporta�on
8% Building and Construc�on
8%
Fuel and Service Sta�ons
7%
Food and Drugs
5%
3Q 2022 Percent of Total

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

INTRODUCTION
T
he Fiscal Year (FY) 2022/23 Midyear Budget Analysis covers the six months ending December 31, 2022, for the City General Fund, the Library Fund, and the Fire District Operating Funds.

The analysis provides an overview of the primary revenues and expenditures. Expenditures presented in this report do not include encumbrances to focus on actual spending.

T
he information in this report is the most accurate and up-to-date information available at the time and, therefore, are preliminary and subject to change as the year progresses and more information is received.

GENERAL FUND
Summary of General Fund Revenues and Expenditures
A
s of the midyear, the net projected General Fund expenditures and rev enues are $109,021,240 and $109,041,410, respectively, an increase of $1,488,300 for expenditures and $1,508,470 for revenues, or about 1.4% for both. Projected expenditures include a recommended $4.9 million contribution to reduce the City’s CalPERS unfunded actuarial liability utilizing fiscal surplus from the prior fiscal year.

Since the contribution does not use current resources, the current year’s expenditures are $104,121,240 on an adjusted basis. The contribution also does not create a deficit; therefore, the use of fund balance is not presented in the graph below.

R
evenue growth is primarily from projected changes in tax revenues, which is the largest categorical source for the City. Sales tax revenue is the most significant change, which based on current data and information, could increase by $1.45 million over the adopted budget to $38.5 million. Growth in tax revenues is offset by projected decreases in other sources, such as recreation charges and services which have been impacted by post-COVID changes in demands and staffing impacts as programming and services are resumed.

E
xpenditures will be lower than expected due to staffing and recruitment challenges, resul ting in multiple vacancies in virtually all City departments. The impacts of these shortages are somewhat mitigated by contracting professional services when and where possible; however, even the private sector is experiencing significant staffing shortages and cannot find sufficient personnel.

ATTACHMENT 2

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

General Fund Revenue Analysis

• Property tax revenue includes current and prior year secured and unsecured property taxes, penalties and interest on late payments, supplemental taxes, unitary taxes, property transfer tax , and post-redevelopment agency residual balance revenues. Current year p roperty tax revenues are not expected to exceed the prior year due to the surge in property transfer tax revenues from the record home sales volume in the pr eceding year. The City received about $2.0 million in property transfer tax revenues in the prior year, yet averaged $1.2 million for the four previous years.

In the current year, the City is projecting $1.3 million in property tax revenues, closer to the Fiscal Year 2020/21 amount.

Current information forecasts a net increase of $511,760 or 4.4% from the adopted budget based on the following factors :

The assessed valuation is higher than the estimated factor available when the adopted budget was approved by about 1% at 6.51% for FY 2022/23. The higher assessed valuation increases property taxes by about $105,000. The City receives about $0.511 for every property tax dollar, of which a little more than 35% is shared with the Library Fund.

o The City’s General Fund received the first remittance for its share of the residual balance from the post-redevelopment agency. The first remittance was $2.7 million; the second, typically received in June, is estimated to be $966,000. The estimated amount represents an increase $106,500,000
$107,000,000
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$108,000,000
$108,500,000
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$109,500,000
Adopted Budget Current Budget Projected
Y ear-End
General Fund
Summary of Revenues and Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

of $424,810 from the adopted budget. The fluctuations of property tax at midyear are due to the timing of the first remittance by December 31.
o
o Lastly, current year secured and unsecured property tax es are reduced by $33,000 for the estimated portion due to the Rancho Cucamonga EIFD for the FY 2022/23. This portion reflects the estimated assessed value growth of properties in the Rancho Cucamonga EIFD boundary.

City staff will continue to estimate the increment al revenues due to the Rancho Cuca monga EIFD until the County Assessor establishes the EIFD within its system.

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FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
General Fund
Property Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Property tax in -lieu of VLF is projected to increase by $380,610 or 1.6% more than anticipated based on the first of two equal remittances. The first remittance is received in January , and the second will be received in May.

• Sales tax revenues are the largest budgeted revenue source for the City’s General Fund, budgeted to generate 35% of the General Fund’s revenue for the year. This revenue category also includes Proposition 172 half -cent sales tax . Proposition 172 revenue source comprises about 2% of the total sales tax revenue budget.

Based on information and data from the City’s sales tax consultants, sales tax receipts are forecasted to be higher than the adopted budget . The adopted budget was reduced due to the departure of some large sales tax generators. Generally, the increases the City is experiencing are due to higher taxable sales from inflation, which has also slowed consumer spending in volume.

Even though the sales tax revenue forecast for the current year is increasing, it is still expected to be less than the prior year.

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FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
General Fund
Property T ax In - Lieu of VLF
Midyear Actual Revenues Fiscal Year Total Actual Revenues Fiscal Year Budgeted Revenues Projected Year-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

For clarity on the components of the local sales tax rate, t he statewide base sales and use tax is

7.25%, of which the City receives 1 .00% of that base tax. An additional district tax levied by the San Bernardino County Transportation Authority brings the total local sales tax rate to 7.75%. The breakdown of the total local sales tax is as follows:

Rate Jurisdiction Purpose
State 3.94% Goes to State’s General Fund
State 2.06% Goes to Local Public Safety Fund and Revenue Fund County 0.25% Goes to San Bernardino County transportation funds City 1.00% Goes to the City of Rancho Cucamonga
Subtotal: 7.25% Total Statewide Base Sales and Use Tax Rate

Additional District Tax:

County 0.50% Goes to San Bernardino County Transportation Authority

Total: 7.75% Total Local Sales and Use Tax Rate

The City does not levy any additional sales tax compared to other neighboring cities, such as:

City Additional Tax Total Rate
Montclair 1.25% 9.00%
Corona 1.00% 8.75%
Colton 1.00% 8.75%
Norco 1.00% 8.75%
Ontario 1.00% 8.75%
Redlands 1.00% 8.75%
Riverside 1.00% 8.75%
San Bernardino 1.00% 8.75%

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Transient occupancy tax (TOT) is levied by the City at 10% on all hotel s, m otels, short -term rentals, and other similar structures . Based on current receipts, TOT revenues are forecasted to decrease by $189,580, or 3.7%, from the adopted budget to $4,959,600. The decrease is due to the Tapestry Hotel , which is estimated to provide six months of TOT revenues in the adopted budget. It will not open in time to produce TOT revenues this year based on current construction schedules.

Despite the decrease from the adopted budget, TOT revenues should exceed the prior year as the high travel season is generally spring to summer. Forecasted room occupancy and rates provided by the Greater Ontario Convention and Visitors Bureau support that assumption . TOT revenues will ultimately depend upon economic conditions, future conferences or events in or near Rancho Cucamonga, and personal and business tourism.

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FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
General Fund
Sales T ax
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City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

The table below compares the City’s TOT rate to neighboring cities.

City TOT Rate
Riverside 13.00%
Upland 12.00%
Ontario 11.75%
Corona 10.00%
Fontana 8.00%

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General Fund
Transient Occupancy Tax
Midyear Actual Revenues Fiscal Year Total Actual Revenues Fiscal Year Budgeted Revenues Projected Year-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Franchise Fees are collected by the City for electricity, refuse, cable , and natural gas franchises operating in the City. Franchise fees are not remitted equally throughout the year; therefore, midyear receipts are not necessarily predictive. At midyear, franchise fees for electric and gas utilities are projected to increase due to inflation as the co st of utilities increases. Meanwhile, franchise fees from refuse and cable, which are remitted after the end of each quarter , are decreasing based on annualized receipts estimates. The net impact of these changes is an increase of $232,790 or 2.9%.

• Other General Fund revenue highlights are summarized below.

• Business Licenses – Business licenses account for about 3.0% of the General Fund’s revenue and are on track to exceed the budget for the current fiscal year , with 60.25% received at the midyear. At the midyear, annualized receipts forecast an increase of $326,000 or 10.6%. The first factor is inflation increases gross receipts for business license applications. The next factor is that a recently hired second part-time Business License Technician will help with business license compliance inspections.

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General Fund
Franchise Fees
Midyear Actual Revenues Fiscal Year Total Actual Revenues Fiscal Year Budgeted Revenues Projected Year-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Developer Fees – Comprised of plan check, planning, and engineering fees , are coming in as anticipated. These revenues typically fluctuate in cadence with one another; however, the timing of receipts can vary due to the development timelines. Building permit fee revenue is expected to be slightly higher than expected by $180, 500. The accumulated budgeted amount for Developer Fees is expected to increase from $5.1 million to $5.3 million.

• Interest Earnings – This revenue source is p rimarily from the interest earned on investments under management and investment pools, specifically Local Agency Investment F und (LAIF) and California Asset Management Program ( CAMP). At the start of the fiscal year, i nterest revenues were expected to be $175,180. D ue to the rapid rise in interest rates over several months, they are now projected at $737,520. Additionally, the City opened a CAMP account in August 2022 to utilize as a secondary pool for cash liquidity. Since opening that account , the City has shifte d funds invested in LAIF to CAMP due to higher investment returns . For comparison purposes, the December rate for CAMP was 4.3%, while LAIF was about 2.2%.

• Recreation charges for services, ticket sales, and rental income – City service revenues consist primarily of recreation sports and youth services fees. These fees account for 1.8% of the City’s General Fund budget for FY 2022 /23. Projected revenues in this category at midyear are $674,970 for a decrease of $1, 209,500. The recreation decrease can be attributed to several factors, including a lack of staffing for classes and the lack of participation in classes and programs primarily due to participants shifting to other substitute activities or programs to attend during the pandemic. Similarly, related facility rentals and ticket sales at the Cultural Center are slow to return to pre-pandemic numbers.

General Fund Expenditures Analysis

• Personnel services include salaries, overtime, and fringe benefits for full -time and part -time employees for the General Fund but exclude personnel overhead allocated to other funds at the start of the year and net down expenditures. Overall, the General Fund’s actual expenditures at midyear are approximately 57.1% spent; however, it should be noted that the percentage is higher than 50% at midyear due to the full allocation of fringe benefits to departments at the start of the fiscal year . Excluding fringe benefits, personnel service expenditures are approximately 37.7 % spent due to the multiple vacancies resulting from recruitment challenges and systemic changes in the workforce. The departments which have been most impacted are Building and Safety, Community Services, Engineering, and Planning, which are expected to spend about $3.1 million less than budgeted at the start of the year . Consequently, some departments have shifted to providing some services through managed contracts. For example, contract services in the Building and Safety, Engineering, and Planning departments are used for plan check s and building inspections, traffic management, and planning services while the departments work towards filling various vacancies. Other departments, such as Animal Services and Community Services, have reduced operations based on staffing capacity.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Professional services in clude contractual services that assist departments or perform services directly. Consulting and contractual services may have various contract start dates and payments but are generally consistent in the timing of invoice payments. The current year’s budgeted expenditures are higher when compared to prior years due to several factors, including an increase in the San Bernardino County Sheriff’s contract, increases in contracts due to inflation, and the need to contract services to maintain service levels . Additionally, some services are encumbered as blanket purchase orders at the start of the year and used throughout the year, dependent on operations. Any unused amounts from the contract are released by fiscal year end, resulting in budgeted savings. Based on requests and department operations, professional services are forecasted to increase by $868,776 for Fiscal Year 2022/23.

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General Fund
Personnel Services
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City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Other General Fund expenditure highlights are summarized below.

• Utilities include expenditures for telephone, gas, water, electric ity, and internet services .

Electricity is projected to increase slightly by about 2.0% due to scheduled rate increases and estimated usage. G as utility expenditures are expected to i ncrease by approximatel y

20.0% due to the spike in monthly natural gas prices and colder weather. Other utilities, such as telephone, water, and internet services, are generally on track as of midyear.

• Other Expenditures – As noted in the General Fund’s other revenues, City staff recommends a budget amendment for a $4,900,000 contribution to the City’s PERS Rate Stabilization restricted investment or to pay down a portion of the City’s unfunded actuarial liability . City staff and outside actuarial experts are determining the most advantageous contribution strategy between the alternatives or a combination of both, including the specific timing before year-end to maximize return.

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General Fund
Professional Services
Midyear Actual Expenditures Fiscal Year Total Actual Expenditures Fiscal Year Budgeted Expenditures Projected Year-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

LIBRARY FUND

Summary of Library Fund Revenues and Expenditures

As of the midyear, the net projected increases and decreases in the various Library Fund expenditures and revenues increased each by $ 2,802,520 and $ 116,590, resulting in the use of fund balance reserves.

The expenditures and revenues increas e predominately due to the transfer of $3,501,880 from the Library Fund to the Library Capital Fund for the Archibald Library project. The City Council approved the project and related appropriations in December 2022. An offset to the increase is an expected decrease in personnel services expenditures for the fiscal year due to staffing shortages. As a result of the transfer , offset by changes in personnel services and revenues, a net deficit of $2,666,240 is forecasted, resulting in the use of Library Fund reserves. An adequate fund balance remains for operations.

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Summary of Revenues and Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

Library Fund Revenue Analysis

• Property tax revenue includes current and prior year secured and unsecured property taxes, penalties and interest on late payments, supplemental taxes, and post -redevelopment agency residual balance revenues.

The Library Fund is allocated a portion of the General Fund’s share of the general tax levy , so in chorus with the City, the Library’s property taxes are expected to increase by 6.51% based on the assessed valuation in FY 2022/23. In addition, the Library Fund receives a statutory passthrough from the RDASA as part of its property tax revenues , estimated at $2,248,780 for the Fiscal Year 2022/23. This portion of the Library’s property taxes is usually received in January and June as part of the County of San Bernardino’s distribution of the Redevelopment Property Tax Trust Fund (RPTTF); however, The January payment was received a few days early at the end of December for the current year.

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$5,000,000
$6,000,000
$7,000,000
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Library Fund
Property Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

Library Fund Expenditures Analysis

• Personnel services are higher than 50% at the midyear due to the full allocation of fringe benefits at the start of the year, as stated in the General Fund’s analysis. Without fringe benefits, the Library Fund has spent approximately 33 % of the adopted budget. Full -time v acancies include key positions, such as the Library Director , which has been filled in an acting capacity, a nd vacancies for Senior Librarian, two Librarian I, and other clerical and technician positions. Additionally, there have been unsuccessful recruitments and high turnover for part-time staff. The staffing shortages are estimated to result in a decrease of approximately $822,790 in personnel services expenditures for the fiscal year.

• Operations and Maintenance include supplies, training, travel, and library materials . These expenditures are not equally spread throughout the fiscal year as they are based on operational needs and the timing of invoice payments. Therefore, the midyear expenditures this year at 27.3% spent are likely to increase later in the fiscal year. The Library projects an increase of $134,305 from the adopted budget based on purchase orders carryovers and other minor changes based on operations from the prior fiscal year.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Library Fund
Personnel Services
Midyear Actual Expenditures Fiscal Year Total Actual Expenditures Fiscal Year Budgeted Expenditures Projected Year-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

FIRE DISTRICT

Summary of Fire District Revenues and Expenditures

As of the midyear, the net projected increases and decreases in the various Fire District expenditures and revenues will increase each by $ 265,620, or 0.5%. The projected expenditures include a recommended $955,180 contribution to the Fire District’s PARS Rate Stabilization fund utilizing surplus revenues from the prior fiscal year s. Adjusting for the contribution, which does not use current resources, the current year’s expenditures are $52,641,100.

There are minor changes in revenue growth forecasts overall. Decreased reimbursements from other governmental agencies, such as strike team reimbursements, are offset by increases in tax and interest revenues. Similarly, expenditures have slightly increased due to offsetting activities for the recommended PARS Rate Stabilization fund, an increase of $955,180, and the delay in the ADA Improvement project, a decrease of $855,000.

The Fire District started the Fiscal Year 2022/23 with a budgeted use of fund balance reserves of $1.6 million. B ased on projected changes in rev enues and expenditures, the use of fund balance has $-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Library Fund
Operations and Maintenance
Midyear Actual Expenditures Fiscal Year Total Actual Expenditures Fiscal Year Budgeted Expenditures Projected Year-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

increased by $103,810 to $1,724,920. E xcluding the contribution to the Fire District’s PARS Rate Stabilization fund, which utilizes the prior year’s Fire District surplus, the adjusted use of the fund balance is $769,740 , and the portion of reserves utilized for the current year ’s expenditures. The change is due to the ADA Improvements scheduled for Fire Station 174 bei ng delayed until the next fiscal year.

Fire District Revenue Analysis

• Property tax revenue includes current and prior year secured and unsecured property taxes, penalties and interest on late payments, supplemental taxes, unitary taxes, post -redevelopment agency statutory passthroughs, and special taxes for Community Facilities District s No. 85-1 and 88-1.

o The assessed valuation is higher than the estimated factor available when the adopted budget was approved by about 1% at 6.51% for FY 2022/23. The Fire District receives about $0.1248 of every property tax dollar, and this increase will result in an additional $341,720 of property tax revenues.

$50,500,000
$51,000,000
$51,500,000
$52,000,000
$52,500,000
$53,000,000
$53,500,000
$54,000,000
Adopted Budget Current Budget Projected
Year-End
Fire District
Summary of Revenues and Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

o The Fire District General Fund receives a share of the post-redevelopment agency statutory passthrough, expected to increase by 11.20% from the prior fiscal year . The Fire District maintains a portion of the post -redevelopment agency statutory passthrough in the Fire Protection Capital Fund for planned capital acquisitions and projects, such as fire engine replacements and construction or renovation of fire stations. At the midyear, based on current trends and analysis for revenues and expenditures for the Fire District , an additional $523,240 will be allocated to the Fire Protection Capital Fund, resulting in a decrease to the portion of the post-redevelopment agency statutory passthrough for the Fire District General Fund.

o Current year secured and unsecured property taxes are reduced by $64,000 for the estimated portion due to the Rancho Cucamonga EIFD for the FY 2022/23. As mentioned in the City’s property tax analysis, City staff will continue to estimate the incremental revenues from the Rancho Cucamonga EIFD until the County Assessor establishes the EIFD within its system.

o No special tax increases were approved for the Community Facilities Districts No. 85 -1 and 88-1 in the Fiscal Year 2022/23, and revenues are projected to meet the adopted budget.

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Fire District
Property T ax
Midyear Actual Revenues Fiscal Year Total Actual Revenues Fiscal Year Budgeted Revenues Projected Year-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Other Fire District revenue highlights are summarized below:

• Interest Earnings – As noted in the City’s analysis of interest earnings, anticipated interest earnings from investments under management and investment pools have increased due to the rising interest rates over the last few months. For comparison purposes, interest revenues were expected to be $170,490 with the adopted budget and are expected to be about $376,910 with revised calculations.

Fire District Expenditures Analysis

• Personnel services at the midyear are on track with the current budget, with only minor changes, including increases from retirements of long- term staff through January 2023, totaling about $390,000. Additionally, the Fire Board approved equity adjustments, increasing pay for the Fire Equipment Mechanic, Fire Equipment Lead Mechanic, and Fire Shop Supervisor positions in November 2022. Those increases were partially offset by vacancies in several divisions and a projected decrease in retiree health and medical contributions in the current year , which are estimated to total $367,840.

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Fire District
Personnel Services
Midyear Actual Expenditures Fiscal Year Total Actual Expenditures Fiscal Year Budgeted Expenditures Projected Year-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2022/23 Midyear Budget Analysis
Executive Summary

• Other Fire District expenditure highlights are summarized below:

• Other Expenditures – City staff recommends a budget amendment for a $ 955,180 contribution to the Fire District’s PERS Rate Stabilization restricted investment. T he contribution will be sourced from the Fire District’s fund balance related to the prior year’s fiscal surplus.

• Capital Projects – The Fire Station 174 ADA Improvements Project will not be awarded until FY 2023/24, resulting in a decrease of $855,000. Consequentially, this also reduces the use of fund balance in CFD 85-1 by a net amount of $851,370 in the Fiscal Year 2022/23.

DATE:March 15, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Matt Marquez, Director of Planning and Economic Development Jennifer Nakamura, CNU-A, Deputy Director of Planning
Fabian Villenas, Interim Management Analyst II
SUBJECT: Consideration to Receive and File the General Plan Annual Progress Report for 2022. (CITY)
RECOMMENDATION:

Staff recommends that the City Council receive and file the 2022 General Plan Annual Progress Report, authorize the City Manager to make any necessary non-substantive changes to the report, and direct staff to forward it to the Governor’s Office of Planning and Research (OPR) and California Department of Housing and Community Development (HCD).

BACKGROUND:

A general plan is a city’s blueprint, or constitution, for future development. It documents the city’s long-range vision and established clear goals, objectives and actions to guide the community through the next 10 to 20 years of change. A city must update its general plan periodically to keep up with changing needs and conditions of the city and region. It should also be updated to reflect new local, state and federal laws. State law requires each city and county to adopt a general plan that addresses seven topics, typically referred to as “elements.” This includes the adoption of a housing element, which is distinct from other general plan elements and subject to detailed statutory requirements and mandatory HCD review.

California Government Code Section 65400 and 65700 requires that cities and counties prepare a report annually regarding the status of its General Plan and progress on its implementation and provide a copy of the Annual Progress Report, or APR, to the Governor’s Office of Planning and Research (OPR) and the Department of Housing and Community Development (HCD) by April 1 of each year. The General Plan APR is separate from the Housing Element Annual Progress Report, which the City is also required to submit by April 1 of each year.

The APR provides local legislative bodies and the public an update on the progress of implementing the General Plan for their city or county. Unlike the Housing Element APR, the General Plan APR does not have a standardized format and the guidance provided by OPR allows for maximum flexibility, which may need to vary based on a jurisdiction’s individual circumstances.

Suggested content includes measures associated with implementation of the general plan, progress on housing element goals, compliance with OPR guidelines, land use decisions, major development applications processed, and economic development activities, to name a few.

1 6
9 6
ANALYSIS:

After a comprehensive and community-inclusive two-year process, the City Council adopted its new General Plan on December 15, 2021. The updated General Plan, also referred to as Plan RC, lays out a series of strategies to chart a path towards a 21 st century world-class community that is grounded in the foundational core values identified by the Rancho Cucamonga community:

Health, Equity and Stewardship. The vision of Plan RC is to create a city for people – city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets.

The attached General Plan APR summarizes a variety of measures and activities undertaken by the City during calendar year 2022, the first full year with the newly updated General Plan, that advance the goals and policies of the updated General Plan. Embracing the opportunity for flexibility in the APR’s format, Rancho Cucamonga’s report has been developed in an easy-to- read format that allows it to also serve as a report card to the residents of Rancho Cucamonga on the city’s progress in implementing Plan RC. Highlights of the APR include measures taken to implement the General Plan and the corresponding General Plan policy(ies) it supports, industrial/commercial and housing development applications processed or under construction, and progress on housing goals, to name a few.

Upon acceptance of the 2022 General Plan APR by the City Council, staff will submit the report to the OPR and HCD in compliance with California Government Code Section 65400 and 65700.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

As part of the implementation of the General Plan, this item supports the City Council’s Vision of “build on our success as a world class community, to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.”
ATTACHMENTS:

Attachment 1 – 2022 General Plan Annual Progress Report

CITY OF RANCHO CUCAMONGA

GENERAL PLAN ANNUAL
PROGRESS REPORT 2022
Attachment 1

1 | General Plan Annual Report 2022

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
Introduction…………………………………………………………………………..4
General Plan Annual Progress Report……………………………………………..5 City Council Review…………………………………………………………………6
Compliance with State Guidelines…………………………………………………6
Date of Last General Plan Update………………………………………………....6 About the City………………………………………………………………………..7
At a Glance…………………………………………………………………………..8
CHAPTER 2: IMPLEMENTATION
General Plan Implementation……………………………………………………....10
Implementation Highlights.............................…………………………………..11 Industrial/Commercial Development..............…………………………………...17 General Plan Amendments…………………………………………………….......19
CHAPTER 3: HOUSING PROGRESS
Housing Element Progress.........................................................................22 Residential/Mixed-Use Development Highlights...........................................25

APPENDICES
Summary of General Plan Goals and Policies…………………………..………....i

4 CHAPTER 1

INTRODUCTION
A general plan is a city’s blueprint, or constitution, for future development. It documents the city’s long-range vision and establishes clear goals, objectives and actions to guide the community through the next 10 to 20 years of change. A city must update its General Plan periodically to keep up with changing needs and conditions of the city and region. It is also necessary to update in order to reflect new local, state and national laws.

After a comprehensive and community-inclusive two-year process, the Rancho Cucamonga City Council adopted its new General Plan on December 15, 2021. The newly updated document, also known as Plan RC, lays out a series of strategies to chart a path towards a 21st century world-class community that is grounded in the foundational core values identified by the Rancho Cucamonga community: Health, Equity and Stewardship.

The vision of Plan RC is to create a city for people—a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of this General Plan, the city will develop to be more welcoming and accessible to both residents and visitors.

THE BIG IDEAS
In the updated General Plan, the community identifies the following Big Ideas as being critical to meeting their vision and core values:
 DESIGN FOR PEOPLE FIRST: Focus should be on people and development must be human scale and inviting. Buildings must be designed to be visually appealing, interesting, and at an appropriate scale that attracts activity, but is not overwhelming.  PROVIDE CONNECTIVITY AND ACCESSIBILITY: Physical improvements in the city must provide a range of travel options including new opportunities for walking, bicycling and transit.  CREATE DESTINATIONS: Residents and visitors want places to congregate, gather, and socialize. These places may include small centers near established neighborhoods, more vibrant and dense centers of a downtown scale, and larger mixed-use centers along major corridors.
 CULTURAL AND ECONOMIC HUB OF THE INLAND EMPIRE: A downtown area, or several major activity centers, with varied cultural opportunities and public art, will provide areas for social, civic, and commercial activity.
 ADDRESS ENVIRONMENTAL JUSTICE: Environmental justice means that everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution.

5 | General Plan Annual Report 2022 6
Plan RC is organized as four volumes that are divided into topical chapters. The content of the chapters contained in Volume 2, Built Environment, and Volume 3, Environmental Performance, corresponds to the state requirements for the contents of a general plan. It’s not uncommon to see some overlap between the subject areas and the state requirements, however State law allows the City to organize the topics in any fashion that meets the needs of the City.

GENERAL PLAN ANNUAL PROGRESS REPORT
California Government Code Section 65400 requires that cities and counties submit an annual progress report (APR) on the General Plan and progress on its implementation to the City Council, the Governor’s Office of Planning and Research (OPR) and the Housing and Community Development Department (HCD) each year.

As importantly, the APR serves as a report card to the community, who diligently provided their feedback and insight that helped shape the General Plan, with an update of the City’s progress in implementing its General Plan vision. To assist in the review of the General Plan Annual Progress Report, this report presents the following:
•
Measures associated with the implementation of the General Plan with specific reference to an individual General Plan goal and/or policy that is suppor ted by the measure
• Amendments to the General Plan adopted by the City Council • Progress on meeting City’
s housing goals
• Economic development activities
• Major development applications processed and/or under construction It should also be noted that the implementation strategy for PlanRC includes other essential plans such

as the Climate Action Plan and Local Hazard Mitigation Plan. These plans were developed as part of the PlanRC process that help implement, but are not necessarily included, in the General Plan.

Updates to these related efforts may also be incorporated as part of the Annual Progress Report.

CITY COUNCIL REVIEW
On March 15, 2023, the City Council reviewed the 2022 General Plan Annual Progress Report and directed City staff to submit this report to the State Office of Planning and Research (OPR) and the State Department of Housing and Community Development (HCD).

COMPLIANCE WITH STATE GUIDELINES
The Rancho Cucamonga General Plan is in compliance with all current State Guidelines. This includes Senate Bill 1000 and the Planning for Healthy Communities Act which address environmental justice disparities. The Environmental Justice Strategy, contained in Volume 4 of the General Plan, provides an analysis of the goals and policies from each chapter of this General Plan that advance the state’s environmental justice priorities.

DATE OF LAST GENERAL PLAN UPDATE
After a comprehensive two-year process, the City Council adopted Plan RC on December 15, 2021.

7 | General Plan Annual Report 2022

ABOUT THE CITY
The City of Rancho Cucamonga is located in the southwest corner of San Bernardino County, bordering the cities of Upland to the west, Ontario to the south, Fontana to the east, the San Bernardino National Forest to the north, and the unincorporated areas of San Bernardino County.

The city has a rich history dating back to 1200 A.D. Its name originated from the Kucamongan Native Americans, who established a settlement in the City. The Kucamongans were part of the Kizh people, one of the largest concentrations of indigenous peoples on the North American continent. For many years, the area was made up of ranchos that were primarily cattle producing, which eventually evolved into vineyards located within three agricultural areas, Cucamonga, Alta Loma, and Etiwanda. The city was incorporated in 1977 when vineyards were ceasing operations and the land was being considered for development. Rancho Cucamonga is a general law city run under the council-manager form of government.

Recently expanded to 47 square miles with a population of about 174,476 Rancho Cucamonga is well known and widely respected for its quality of life, family-friendly neighborhoods, strong employment base, regionally significant retail centers, and active outdoor lifestyles.

Access to the city is possible by State Route 210, Interstate 15, Interstate 10, and Foothill Boulevard, also known as the Historic Route 66, as well as the Ontario International Airport.

10 CHAPTER 2

GENERAL PLAN IMPLEMENTATION
The goals and policies in the General Plan can be implemented in a variety of ways and in a series of actions large and small. The following highlights provide a summary of wide-ranging measures undertaken in 2022 that move the needle in implementing Plan RC’s goals and policies.

For each activity noted in this chapter, the corresponding General Plan policy that it supports is identified and highlighted. A full list of all the General Plan goals and policies is included as an attachment in the Appendices.

11 | General Plan Annual Report 2022 12

IMPLEMENTATION HIGHLIGHTS
DEVELOPMENT CODE UPDATE: A comprehensive update to the Development Code was undertaken in order to codify the goals and policies of the recently completed General Plan.

Adopted in May 2022, fundamental elements of the Development Code update include:
• New form-based zoning regulations for walkable mixed-use areas along Foothill Boulevard and other key corridors.
• Repeal of outdated Specific Plans and Planned Communities by incorporating key appropriate standards from these old plans.
• New objective design standards for multi-family residential and mixed-use development projects.

The process of updating the Development Code also allowed for a thorough review in order to ensure legal consistency. Where the Development Code was determined to be out of compliance, amendments to the code were made.

ECONOMIC DEVELOPMENT STRATEGIC PLAN: The General Plan adopted in 2010 previously included an Economic Development Element that outlined goals and policies for the long-term fiscal sustainability of the City. Shortly after its adoption, significant economic changes occurred including the elimination of Redevelopment, impacting the goals and policies of the General Plan. The new 2021 General Plan phased out the Economic Development Element in favor of developing a separate strategic plan.

In 2022, the Planning and Economic Development Department began working on the City’s Economic Development Strategic Plan (EDSP) with an anticipated completion date of Spring of 2023. The Strategic Plan will also incorporate a marketing and communications plan.

GENERAL PLAN POLICIES SUPPORTED
LC-3.6 Diverse Economy. Guide development and public investments to maintain a fiscally sound city with a diverse and sustainable tax base.

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

LC 3.8 Jobs-housing Match. Encourage new employment generating uses and businesses that improve the jobs-housing match in the city.

COVID-19 BUSINESS RELIEF GRANT PROGRAM: In 2021 the City received a special allocation of Community Development Block Grant funds through the federal CARES Act that enabled the City to create and administer a COVID-19 Business Relief Grant Program. The program provided much need financial relief to struggling businesses impacted by the COVID-19 pandemic. The city allocated approximately $800,000 which was used to assist 43 businesses and retain 34 jobs in the community.

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

S-1.2 Culture of Preparedness. Promote a culture of preparedness for businesses and residents that empowers them to increase their resilience to hazard related events and a changing climate.

COVID RELIEF:
43 BUSINESSES

ASSISTED
34 JOBS SAVED
EV FRIENDLY: Building on its reputation as an
EV friendly community to help gain an economic
development competitive advantage, the City
amended its development code to encourage
electric vehicle (EV) sales by permitting "by right"
in specific zones in the city. This change provides
a streamlined process for EV dealerships to
open for business quickly and easily. Attracting
EV companies is a key economic development
strategy and critical to achieving a diverse and
sustainable tax base. It also further encourages
EV adoption in the community, an effective
approach to reducing greenhouse gas emissions.

GENERAL PLAN POLICIES SUPPORTED
LC-3.6 Diverse Economy. Guide development and public investments to maintain a fiscally sound city with a diverse and sustainable tax base.

13 | General Plan Annual Report 2022 14
ETIWANDA AVENUE GRADE SEPARATION PROJECT:

Design and environmental clearance work continued in
2022 for the Etiwanda Avenue Grade Separation Project.

The improvements include a raised roadway profile over
the railroad track and widening along Etiwanda Avenue
from two lanes to four lanes. Additionally, the intersection just north of the project site will be widened to allow for left and right turn pockets in the northbound and southbound direction along Etiwanda Avenue. Located in the city’s heavy industrial area, the railroad grade separation at Etiwanda Avenue will help improve traffic circulation, stimulate economic and job growth, and enhance traffic safety. The original estimated cost was $60 million, however, cost estimates increased to approximately $75 million in 2020, and most recently to $130.2 million in 2022. This funding gap is due to a variety of factors including the COVID-19 pandemic, supply chain constraints, inflation, increased labor rates, added construction easements, increased utility relocation costs, and significant right-of-way costs due to skyrocketing property values. The City has received $75 million in state SB 1 funding for the project, however, a $55 million funding shortfall persists.

GENERAL PLAN POLICIES SUPPORTED
MA-4.5 Grade Separation. Support the construction of grade separations of roadways and trails from rail lines.

HEALTHY RC ACTIVE TRANSPORTATION PLAN:

Funded by Caltrans, the Healthy RC Active Transportation Infrastructure Assessment and Improvement Plan (HRC
ATP) will, when completed, identify, assess, and
prioritize infrastructure improvements in order to improve residents’ ability to walk, bike, and roll to schools, parks, shopping centers, and community facilities. Infrastructure improvements included in the HRC ATP will identify specific locations for projects such as improved crosswalks,
new sidewalks, and additional bike lanes. A robust
community engagement process conducted in 2022
allowed for community input to help inform the Plan’s
recommendations.

GENERAL PLAN POLICIES SUPPORTED
MA-2.9 High-Quality Pedestrian Environment. Enhance sidewalks to create a high- quality pedestrian environment, including wider sidewalks, improved pedestrian crossings, buffers between sidewalks and moving traffic, pedestrian lighting, wayfinding signage, shade trees, increased availability of benches, end of cul-de-sac access, etc.

MA-2.13 Healthy Mobility. Provide pedestrian facilities and class II buffered bike lanes (or separated bikeways) on auto-priority streets where feasible to promote active transportation.

MA-3.1 Pedestrian and Bicycle Networks. Maintain the Active Transportation Plan supporting safe routes to school, and a convenient network of identified pedestrian and bicycle routes with access to major employment centers, shopping districts, regional transit centers, and residential neighborhoods.

MA-3.3 Vulnerable User Safety. Prioritize pedestrian improvements in the Pedestrian Priority Area to promote safety in the southwest area of the city.

CENTRAL PARK DOG PARK: Construction began in 2022
for the Central Park Dog Park project, a highly anticipated

4.4-acre community amenity centrally located at Central Park in Rancho Cucamonga. People and pet-friendly amenities
include three separate interaction areas for small, medium, and large dogs, shade structures with tables and seating, water fountains, lighting, and ample parking. The dog park is expected to open in mid-2023.

GENERAL PLAN POLICIES SUPPORTED
OS-1.7 New Parks. Provide adequate park and recreational facilities that meet the City standard of 5.0 acres of parkland (including trails and special facilities) for every 1,000 persons.

OS-1.8 Central Park. Continue to develop Central Park as envisioned in the Central Park Master Plan.

15 | General Plan Annual Report 2022 16

VICTORIA GARDENS CULTURAL CENTER COURTYARD
REDESIGN: Design work began for improvements to the Victoria Gardens Cultural Center Courtyard to take a primarily passive, outdoor space with little shade or seating areas and redesign it to create a lively space for patrons to spend time, relax, and enjoy in all weather. Amenities include shade, lighting, improved signage, and natural gathering spaces. It also includes a permanent outdoor stage to facilitate outdoor events, concerts, library programming and rentals. Construction is slated to begin later this year and tentatively completed by the end of 2023.

GENERAL PLAN POLICIES SUPPORTED
LC-1.1 Complete Places. Ensure that a broad range of recreational, commercial, educational, arts, cultural, and civic amenities are nearby and easily accessible to residents and workers in each neighborhood and each employment district.

LC-6.3 Evolving Centers. Encourage the improvement of existing commercial centers to provide more active, human scale environments and community gathering places, including the potential for infill housing and office use.

LC-6.6 Outdoor Commerce. Encourage outdoor activities such as farmers markets, small performances, visual arts and culture events, dining, and gatherings that take advantage of the Centers and the relation to the public realm.

RESILIENCY AND EQUITY: The Rancho Cucamonga Fire District partnered with Healthy RC and California Office of Emergency Services (Cal OES) to offer for the first time Listos California disaster preparedness training, providing Rancho Cucamonga’s Spanish- speaking residents with critical emergency preparedness tools and skills. The program offered 8 hours of hands-on training and resulted in many of its participants becoming certified CERT instructors. Additional training classes are being planned in 2023.

GENERAL PLAN POLICIES SUPPORTED
S-1.2 Culture of Preparedness. Promote a culture of preparedness for businesses and residents that empowers them to increase their resilience to hazard related events and a changing climate.

LOCAL ROADWAY SAFETY PLAN: Rancho Cucamonga’s Local Roadway Safety Plan (LRSP) is a safety plan that analyzes collision data and trends in the city and identifies improvements for the roads. Funded by Caltrans, an LRSP enables the City to evaluate safety countermeasures through crash data analysis and field visits to each intersection. The LRSP will also be used strategically to apply for available funding in the future. Work on the plan began in early 2022 and is anticipated to be completed in Spring 2023.

GENERAL PLAN POLICIES SUPPORTED
MA-3.2 Traffic Safety. Prioritize transportation system improvements that help eliminate traffic-related fatalities and severe injury collisions.

SIDEWALK IMPROVEMENTS: The City continued in 2022 its
commitment to providing students with safe walking routes to school. The southwest area of Rancho Cucamonga was targeted for critical sidewalk improvements including repairing holes and uplifted slabs, replacing damaged sidewalk portions, installing new sidewalks where there were missing gaps, and constructing new ADA accessible sidewalk ramps.

In total, improvements were made at more than 500 locations and 123 new accessible sidewalk ramps were installed.

GENERAL PLAN POLICIES SUPPORTED
LC-5.1 Improved Street Network. Systematically extend and complete a network of complete streets to ensure a high-level of multi-modal connectivity within and between adjacent Neighborhoods, Centers and Districts. Plan and implement targeted improvements to the quality and number of pedestrian and bicycle routes within the street and trail network, prioritizing connections to schools, parks, and neighborhood activity centers.

MA-3.1 Pedestrian and Bicycle Networks. Maintain the Active Transportation Plan supporting safe routes to school, and a convenient network of identified pedestrian and bicycle routes with access to major employment centers, shopping districts, regional transit centers, and residential neighborhoods.

MA-3.3 Vulnerable User Safety. Prioritize pedestrian improvements in the Pedestrian Priority Area to promote safety in the southwest area of the city.

17 | General Plan Annual Report 2022 18

INDUSTRIAL/COMMERCIAL DEVELOPMENT
Rancho Cucamonga sits along major transportation corridors that link Southern California and its shipping ports to the rest of the country. The City is a major center for the logistics industry and goods movement within Southern California due primarily to its proximity to the I-10 and I-15 freeways and the Ontario International Airport.

Interest for industrial development in Rancho Cucamonga has been exceptional with 2022 experiencing a tremendous level of activity. In 2022, the Planning and Economic Development Department approved 843,759 square feet of industrial development and accepted development applications totaling 3,602,758 square feet of industrial development.

Highlights for industrial development that were approved or under construction in 2022 include:

HILLWOOD INDUSTRIAL DEVELOPMENT:

The application was approved for the development
of two new industrial warehouse buildings totaling
655,878 square feet in the southwest area of
Rancho Cucamonga, on Napa Street just east of
Etiwanda Avenue. This project also required the
annexation of a portion of the project area and a
General Plan Amendment.

BRIDGE POINT RANCHO CUCAMONGA:

Currently under construction, this project is located
on the former Big Lots site at 12434 4th street on
the southern city limits. The project consists of two
industrial warehouse buildings totaling 2,175,000
square feet.

MILLIKEN AND JERSEY: An application was
approved in February 2022 for the construction of
an industrial/warehouse building on the northwest
corner of Jersey Boulevard and Milliken Avenue. The
159,580 square-foot building will be divided into
four separate units and will primarily house small
warehouse/storage/distribution businesses.

19 | General Plan Annual Report 2022 20

GENERAL PLAN AMENDMENTS
State law allows the General Plan to be amended four times annually to ensure that the current document continues to be current and responsive for the needs of the community. Amendments may be requested by individuals or by the City. The following amendments have been made to the most recent General Plan:

ACTIONS APPLICANT DESCRIPTION
Approved on 1/5/2022
Resolution No. 2022-001
Hillwood Enterprises Amendments to General Plan
Land Use Map to assign
a land use designation of
Industrial Employment District
to two parcels proposed to be
annexed into the city as part
of industrial development.

22 CHAPTER 3

HOUSING GOALS PROGRESS
Housing matters. Housing is one of the most basic human needs and recognized as a fundamental right under California law. Plan RC’s approach to housing is to move beyond state mandated Regional Housing Needs Assessment (RHNA) requirements and instead embrace the business and community need to provide housing as an opportunity rather than an obligation.

In 2022, Rancho Cucamonga made significant progress in meeting the need for housing and even exceeded its state mandated RHNA housing goal, by approving, also referred to as “entitling,” 1,479 housing units. Needing to average at least 1,316 housing units per year, the City exceeded that goal in 2022 by 163 units. Additionally, housing projects totaling 1,193 units began construction in 2022.

HOUSING ELEMENT: The California State Legislature mandates that all cities include a Housing Element (HE) component in the General Plan and subsequently, requires that cities prepare an annual progress report (APR) on the status of the HE. The HE focuses on understanding the housing needs in Rancho Cucamonga and sets forth its best plan of action for meeting those needs through residential land use planning and programmatic efforts.

The current HE was approved by the Rancho Cucamonga City Council in October 2021 and certified by the California Department of Housing and Community Development (HCD) in August 2022, covering an 8-year planning period of October 15, 2021 to October 15, 2029.

As required by State law, the HE APR for the 2022 report will be submitted to HCD by April 1, 2023. The tables below provide a short summary of the data that was reported on the 2022 HE APR.

REGIONAL HOUSING NEEDS ASSESSMENT (RHNA) GOALS: The planning for housing growth is mandated by State law through the RHNA process. Through this process, cities are allocated a numeric housing goal divided by income categories. The purpose is to ensure cities are developing its fair share of housing for all income levels (very low, low, moderate, and above moderate levels).

For the current 8-year planning period (2021-2029), Rancho Cucamonga was allocated 10,525 units, which equates to 1,316 units per year. To accommodate for this many units, changes were made to the land use zones that allow for higher density developments, particularly along major travel corridors. The city is anticipated to meet most of its moderate and above moderate income RHNA allocation with anticipated accessory dwelling units and projects already approved and accommodate the remaining units using vacant and nonvacant sites that have development potential.

23 | General Plan Annual Report 2022 24
To encourage the development of affordable housing, the city’s Affordable Housing Incentives/Density Bonus provisions provide incentives for the production of housing for households with very low, low, and moderate incomes. These incentives allow for a reduction in development standards in exchange for the development of affordable housing units.

HOUSING APPLICATIONS: Since the adoption of PlanRC, development interest has been strong, particularly along key corridors designed for mixed use development. It is anticipated that positive interest will continue through the following years. Table 1 provides a snapshot of applications submitted, approved, and disapproved in 2022.

Total housing applications submitted (5 or more units) 6 Number of proposed units in all applications received 1,943 Total housing units approved 1,219
Total housing units disapproved 0
TABLE 1: NUMBER OF HOUSING APPLICATIONS SUBMITTED
RHNA UNITS ENTITLED BY AFFORDABILITY: Housing projects totaling 1,470 units were approved, or entitled, in 2022. Despite the city’s Affordable Housing Incentives/Density Bonus provisions, most units entitled were at market rate. Nevertheless, the city succeeded in exceeding its annual RHNA allocation by 154 units. Table 2 displays a breakdown by income level.

TABLE 2: RHNA UNITS ALLOCATED AND ENTITLED BY INCOME LEVEL Income Level
Percent of
Area Median
Income (AMI)
Total RHNA
Units Allocated
for Current
Planning Period
Units
Allocated Per
Year
Units
Entitled in
2022
Very Low Up to 50% 3,245 406 16
Low 51-80% 1,920 240 0
Moderate 81-120% 2,038 255 0
Above Moderate >120% 3,322 415 1,463
TOTAL 10,525 1,316 1,479
BUILDING PERMITS ISSUED BY AFFORDABILITY: There were a total of 1,003 residential building permits issued in 2022, all at Above Moderate. Table 3 shows a breakdown of permits issued by income level.

TABLE 3: RESIDENTIAL BUILDING PERMITS ISSUED BY INCOME LEVEL Area Median Income (AMI) Building Permits Issued in 2022 Very Low 0
Low 0
Moderate 0
Above Moderate 1,003
TOTAL UNITS 1,003
UNITS COMPLETED IN 2022 BY STRUCTURE TYPE: There were a total of 365 units completed, or built, in 2022. It is important to note that units that were completed in 2022 may not have been entitled or permitted in the same year. Table 4 shows a breakdown by type of structure.

TABLE 4: UNITS COMPLETED BY STRUCTURE TYPE AND INCOME LEVEL Type of Structure/
Income Level Very Low Low Moderate
Above
Moderate
TOTAL

COMPLETED
Single Family
Attached 0 0 0 0 0
Single Family
Detached 0 0 0 37 37
2 to 4 Units 0 0 0 22 22
5+ Units 0 0 0 275 275
Accessory Dwelling
Units 1 7 10 13 31
TOTAL 1 7 10 347 365

25 | General Plan Annual Report 2022 26

RESIDENTIAL/MIXED-USE DEVELOPMENT
In 2022, Rancho Cucamonga continued its progress on the development of several mixed-use/ residential projects. These projects embody the General Plan’s goal of developing Complete Neighborhoods, where a diverse range of unique neighborhoods with a mix of amenities that support active, healthy lifestyles is available. For a complete list of the General Plan’s goals and policies, please see Appendices.

Below are highlights of current developments that are in the process of being approved or constructed:

HAVEN AND ARROW: Forming a walkable community
with a variety of activities for all to enjoy, the Haven and Arrow project is a mixed-use development comprising of
248 apartments and 23,750 square feet of commercial
office, retail, and restaurant space. Construction began in the spring of 2023.

LA MIRAGE: Located on NW corner of Foothill Boulevard
& East Avenue, La Mirage is a 193-unit mixed-use
development with 3,246 square feet of commercial space.

This project began construction in early 2022 and is
expected to be completed in the Fall of 2023.

WESTBURY: Westbury is an attractive 131-unit, 1,500
square foot commercial space infill development that
compliments the surrounding neighborhood. Located on
East Avenue north of Foothill Boulevard, Westbury is 1/3 mile from two parks for residents to enjoy recreational activities. Construction began in early 2022 and is
expected to be completed in the Fall of 2023.

ALTA CUVEE: Situated on the South East corner of
Foothill Boulevard and Etiwanda Avenue, Alta Cuvee’s
260-units of living space promote a family-oriented
atmosphere in a safe and healthy community. Nearby
neighborhoods will also benefit from Alta Cuvee’s 3,339 square feet of commercial space. Construction for Alta
Cuvee began in November 2022 and is expected to be
completed in the Spring of 2025.

HARVEST AT TERRA VISTA: The City’s vision for this 17-
acre site will be realized with the completion of the Harvest at Terra Vista. This project will encompass 671 apartment units and 20,841 square feet of commercial space for
residents to enjoy. Project construction start and end dates are still being determined.

HOMECOMING AT THE RESORT: The project site,
formally part of the Empire Lakes golf course, is being redeveloped as a transit-oriented, mixed-use space,
completed in phases by various developers. Homecoming at the Resort is located in the southwesterly portion of the site and will provide 867 rental apartments as well as 5,000 square feet of live/work commercial space. Construction began in March 2021 and is anticipated to be completed
in the Fall of 2024.

28 CONCLUSION
The adoption of the General Plan in December 2021 created a solid foundation for the future development of Rancho Cucamonga. Based on clearly articulated community feedback, the General Plan is rooted in the foundational values of Health, Equity and Stewardship. The Big Ideas identified in the General Plan are considered critical to meeting the vision and core values of the community. Despite challenges faced in 2022 such as an unstable economy, volatile housing market, continued uncertainty with the COVID-19 pandemic and navigating a new Development Code, the City of Rancho Cucamonga experienced intense development activity and accomplished major strides towards meeting its RHNA housing goals.

In addition to meeting the state mandate of submitting an Annual Progress Report to HCD and OPR, this report serves as a report card to the community regarding the City’s progress in implementing the community’s vision and values, as embodied in the newly adopted General Plan, and provides the reader with a broad understanding of all related activities that took place in 2022. Moving forward, the City will continue to use the General Plan as a guide to ensure work on existing and new projects in 2023 continue to be in line with our vision, mission, and values.

i

APPENDICES

GENERAL PLAN GOALS AND POLICIES
GOAL
LC-1
A CITY OF PLACES.

A beautiful city with a diversity and balance of unique and well-connected places.

LC-1.1 Complete Places. Ensure that a broad range of recreational, commercial, educational, arts, cultural, and civic amenities are nearby and easily accessible to residents and workers in each neighborhood and each employment district.

LC-1.2 Quality of Place. Ensure that new infill development is compatible with the existing, historic, and envisioned future character and scale of each neighborhood.

LC-1.3 Quality of Public Space. Require that new development incorporate the adjacent street and open space network into their design to soften the transition between private and public realm and creating a greener more human-scale experience.

LC-1.4 Connectivity and Mobility. Work to complete a network of pedestrian- and bike-friendly streets and trails, designed in concert with adjacent land uses, using the public realm to provide more access options.

LC-1.5 Master Planning. When planning a site, there must be meaningful efforts to master plan the site so as to ensure a well-structured network and block pattern with sufficient access and connectivity to achieve the placemaking goals of this General Plan.

LC-1.6 Disadvantaged Communities. Prioritize development appropriate to the needs of disadvantaged communities, particularly south of Foothill Boulevard.

LC-1.7 Design for Safety. Require the use of Crime Prevention Through Environmental Design (CPTED) techniques such as providing clear lines of sight, appropriate lighting, and wayfinding signs to ensure that new development is visible from public areas and easy to navigate.

LC-1-8 Public Art. Require new construction to integrate public art in accordance with the City Public Arts Program.

LC-1.9 Infill Development. Enable and encourage infill development within vacant and underutilized properties through flexible design requirements and potential incentives.

LAND USE & COMMUNITY CHARACTER

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LC-1.10 Development Incentives. Consider incentives for new development that provides substantial economic and placemaking benefit to the community and prohibit the provision of incentives that outweigh the direct benefits of the development and its use.

LC-1.11 Compatible Development. Allow flexibility in density and intensity to address specific site conditions and ensure compatibility of new development with adjacent context.

LC-1.12 Adaptive Reuse. Support the adaptive reuse of historic properties consistent with neighborhood character.

LC-1.13 Improved Public Realm. Require that new development extend the “walkable public realm” into previously vacant and/or parking lot-dominant large single-use parcels of land.

LC-1.14 Street Amenities and Lighting. Modify pedestrian and street amenities, lighting styles and intensities to be compatible with the character of the surrounding neighborhoods.

LC-1.15 Historic Route 66. Build on the history and significance of Historic Route 66 (Foothill Boulevard) by incorporating design features, such as public art, signage, and architecture, that reflect its history and heritage.

LC-1.16 Healthy Development. Ensure that the design and development of our communities supports the health and well-being of our residents. Use the Healthy Development Checklist, or similar assessment tool, to assess the overall health performance and supportiveness of new development projects.

GOAL
LC-2
HUMAN SCALED.

A city planned and designed for people fostering social and economic interaction, an active and vital public realm, and high levels of public safety and comfort.

LC-2.1 Building Orientation. Require that buildings be sited near the street and organized with the more active functions —entries, lobbies, bike parking, offices, employee break rooms and outdoor lunch areas—facing toward and prominently visible from the street and visitor parking areas.

LC-2.2 Active Frontages. Require new development abutting streets and other public spaces to face the public realm with attractive building facades, and entries to encourage walking, biking, and public transit as primary—not “alternative”—mobility modes.

LC-2.3 Streetscape. Enhance the pedestrian experience through streetscape improvements such as enhanced street lighting, street trees, and easement dedications to increase the widths of the sidewalks, provide side access parking lanes, and other pedestrian and access amenities.

LC-2.4 Tree Planting. Require the planting of predominantly native and drought-tolerant trees that shade the sidewalks, buffer pedestrians from traffic, define the public spaces of streets, and moderate high temperatures and wind speeds throughout the city.

LC-2.5 Gradual Transitions. Where adjacent to existing and planned residential housing, require that new development of a larger form or intensity, transition gradually to complement the adjacent residential uses.

LC-2.6 Commercial Requirements. Require development projects in non- residential and mixed-use areas to provide for enhanced pedestrian activity through the following techniques:
• Require that the ground floor of buildings where retail uses are allowed have a minimum 15 feet floor to floor height.
• Require that the ground floor of the building occupy the majority of the lot’s front, with exceptions for vehicular access where necessary. • Require that most of the linear ground floor retail frontage (where such occurs) be visually and physically “open” to the street, incorporating windows and other design treatments to create an engaging street front. • Minimize vehicle movements across the sidewalk.
• Allow for and encourage the development of outdoor plazas and dining areas.

LC-2.7 Shared Parking. Encourage structured and shared parking solutions that ensure that parking lots do not dominate street fronts and are screened from public views whenever possible.

LC-2.8 Landscaping. Require development projects to incorporate high quality, predominantly native and drought-tolerant landscaping to extend and enhance the green space network of the city.

LC-2.9 Buffer Zones. Require development projects to incorporate buffer zones when determined to be necessary or desirable to serve as managed open space for wildfire safety and vegetation fuel modification.

LC-2.10 Pedestrian-Oriented Auto-Dependent Uses. Require auto dependent uses such as drive-throughs, car washes, automobile service stations, and similar auto-focused businesses, to be designed with buildings oriented toward the primary street and the auto-servicing use/activity in the rear. Prohibit auto-dependent uses from locating in pedestrian-priority environments, such as City Centers, Traditional Town Centers, and all Neighborhoods.

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GOAL
LC-3
FISCALLY SUSTAINABLE.

A fiscally sound and sustainable City.

LC-2.11 Park-Once. Allow and encourage strategies that enable adjacent uses and properties to flexibly share parking facilities, so that users can park once and pursue multiple activities on foot before returning to their car, such as:
• Unbundling parking from development.
• Considering parking “districts” demonstrating sufficient parking within a convenient walking distance.
• Design parking facilities to be architecturally compatible and integrated with adjacent buildings so as to not dominate or detract from the character of the area.

LC-3.1 Community Value. Actively manage growth and investments in the community to maximize the value of new development, seeking value-per-acre outcomes of up to six times higher.

LC-3.2 Community Benefit. Require a community benefit and economic analysis for large projects that abut existing neighborhoods or for any project at the maximum density, with a focus on resolving physical, economic, long-term fiscal, and aesthetic impacts.

LC-3.3 Community Amenities. Balance the impacts of new development, density, and urbanization through the provision of a high-level of neighborhood and community amenities and design features.

LC-3.4 Institutional Land Uses. Site new institutional land uses based on all forms of access available to the service population. Satellite offices that are disbursed in the community may be necessary to ensure equitable access.

LC-3.5 Efficient Growth. Manage growth in a manner that is fiscally sustainable, paced with the availability of infrastructure, and protects and/ or enhances community value. Discourage growth and development that will impact the City’s ability to sustainably maintain infrastructure and services.

LC-3.6 Diverse Economy. Guide development and public investments to maintain a fiscally sound city with a diverse and sustainable tax base.

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

LC-3.8 Jobs-housing match. Encourage new employment generating uses and businesses that improve the jobs-housing match in the city.

LC-3.9 Infrastructure Funding. Actively investigate and support new funding mechanisms that enable the City to maintain services and infrastructure.

Discourage the formation of bonded Community Facilities Districts unless there are compelling and substantial wide-spread community benefits.

LC-3.10 Economic Synergy. Encourage businesses and development that will support and/or enhance the operations of existing businesses when complimentary to the General Plan Vision while discouraging new development and businesses that will have detrimental impacts to existing businesses and development.

GOAL
LC-4
COMPLETE NEIGHBORHOODS.

A diverse range of unique neighborhoods, each of which provides an equitable range of housing types and choices with a mix of amenities and services that support active, healthy lifestyles.

LC-4.1 Neighborhood Preservation. Preserve and enhance the character of existing residential neighborhoods.

LC-4.2 Complete Neighborhoods. Strive to ensure that all new neighborhoods, and infill development within or adjacent to existing neighborhoods, are complete and well-structured such that the physical layout, and land use mix promote walking to services, biking and transit use, and have the following characteristics:
• Be organized into human-scale, walkable blocks, with a high level of connectivity for pedestrians, bicycles, and vehicles.
• Be organized in relation to one or more focal activity centers, such as a park, school, civic building, or neighborhood retail, such that most homes are no further than one-quarter mile.
• Require development patterns such that 60 percent of dwelling units are within 1/2-mile walking distance to neighborhood goods and services. • Provide as wide a diversity of housing styles and types as possible, and appropriate to the existing neighborhood context.
• Provide homes with entries and windows facing the street, with driveways and garages generally deemphasized in the streetscape composition.

LC-4.3 Connected Neighborhoods. Require that each new increment of residential development make all possible street, trail, and open space connections to existing adjoining residential or commercial development and provide for future connections into any adjoining parcels.

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GOAL
LC-5
CONNECTED CORRIDORS.

A citywide network of transportation and open space corridors that provides a high level of connectivity for pedestrians, bicyclists, equestrians, motorists, and transit users.

LC-4.4 Balanced Neighborhoods. Within the density ranges and housing types defined in this General Plan, promote a range of housing and price levels within each neighborhood to accommodate diverse ages and incomes.

LC-4.5 Equitable Housing Opportunities and Diversity of Housing Types. Within the density ranges and housing types defined in this General Plan, promote a diversity of land tenure opportunities to provide a range of choices on the types of property estate available and ready access to an equitable array of opportunities at a variety of price points. For projects five acres or larger, require that diverse housing types be provided and intermixed rather than segregated by dwelling type.

LC-4.6 Block Length. Require new neighborhoods to be designed with blocks no longer than 600 feet nor a perimeter exceeding 1,800 feet. Exceptions can be made if mid-block pedestrian and bicycle connections are provided, or if the neighborhood is on the edge of town and is intended to have a rural or semi- rural design character.

LC-4.7 Intersection Density. Require new neighborhoods to provide high levels of intersection density. Neighborhood Center and Semi-Rural Neighborhoods should provide approximately 400 intersections per square mile. Suburban Neighborhoods should provide at least 200 intersections per square mile.

LC-4.8 Solar Orientation. Street, block, and lot layouts should orient a majority of lots within 20 degrees of a north-south orientation for increased energy conservation.

LC-4.9 Public Art. Encourage public art that reflects the culture, history, and character of the surrounding neighborhood.

LC-4.10 Minimize Curb Cuts. Require new commercial development, and residential to the extent possible, to have common driveways and/or service lanes and alleys serving multiple units, to minimize the number of curb cuts along any given block to improve pedestrian safety.

LC-4.11 Neighborhood Transitions. Require that new neighborhoods provide appropriate transitions in scale, building type and density between different General Plan designations, Place Types and Community Planning Areas.

LC-4.12 Conventional Suburban Neighborhood Design. Discourage the construction of new residential neighborhoods that are characterized by sound walls on any streets, discontinuous cul-de-sac street patterns, long block lengths, single building and housing types, and lack of walking or biking access to parks, schools, goods, and services.

LC-4.13 Neighborhood Edges. Encourage neighborhood edges along street corridors to be characterized by active frontages, whether single-family or multifamily residential, or by ground floor, neighborhood-service non-residential uses. Where this is not possible due to existing development patterns or envisioned streetscape character, neighborhood edges shall be designed based on the following policies:
• Strongly discourage the construction of new gated communities except in Semi-Rural Neighborhoods.
• Allow the use of sound walls to buffer new neighborhoods from existing sources of noise pollution such as railroads and limited access roadways.

Consider sound walls as sites for public art.
• Prohibit the use of sound walls to buffer residential areas from arterial or collector streets. Instead design approaches such as building setbacks, landscaping and other techniques shall be used.
• In the case where sound walls might be acceptable, require pedestrian access points to improve access from the Neighborhoods to nearby commercial, educational, and recreational amenities, activity centers and transit stops.
• Discourage the use of signs to distinguish one residential project from another. Strive for neighborhoods to blend seamlessly into one another. If provided, gateways should be landmarks and urban design focal points, not advertisements for home builders.

LC-5.1 Improved Street Network. Systematically extend and complete a network of complete streets to ensure a high-level of multi-modal connectivity within and between adjacent Neighborhoods, Centers and Districts. Plan and implement targeted improvements to the quality and number of pedestrian and bicycle routes within the street and trail network, prioritizing connections to schools, parks, and neighborhood activity centers.

LC-5.2 Connections Between Development Projects. Require the continuation and connectivity of the street network between adjacent development projects and discourage the use of cul-de-sacs or other dead-end routes.

ixviii | General Plan Annual Report 2022
GOAL
LC-7
ROBUST DISTRICTS.

A series of unique, employment-oriented environments for a range of business activities, shopping and entertainment, arts and culture activities, and community events and gathering.

LC-5.3 Green Public Realm. Ensure that a significant tree canopy and landscaping is provided along corridors, and linkages between land uses, to provide shade and wind protection for pedestrians and bicyclists, and to define these corridors as the “outdoor living rooms” of the City.

LC-5.4 Multi Family Development. Focus new multifamily housing development along corridors between commercial nodes and centers and ensure that it is well-connected to adjoining neighborhoods and centers by high quality walking and biking routes.

LC-5.5 Foothill Boulevard as a Gateway. Transform the ends of Foothill Boulevard near the city boundary to a unique gateway environment through street improvements and coordinated infill development along both sides of Foothill Boulevard.

LC-5.6 Foothill Boulevard as a Connector. Transition Foothill Boulevard from a “divider” to a “connector” that brings the north and south sides together.

Ensure that new development along the Foothill Corridor generates a high- quality pedestrian- and transit-oriented environment and a concentration of commercial and civic amenities and community gathering places for residents from all parts of the city.

LC-5.7 Public Arts Master Plan. Develop a citywide master plan that integrates the arts into the transportation, trails, open space and greenways network to enhance the public realm and creatively connect communities through innovative arts and cultural amenities and programming.

LC-5.8 Equestrian Uses. Continue to protect equestrian uses and to implement the Equestrian Overlay Zone.

GOAL
LC-6
ACTIVE CENTERS.

A rich variety of commercial and mixed-use centers throughout the city, which bring a range of opportunities for shopping, dining, recreations, commerce, employment, arts and culture within easy reach of all neighborhoods.

LC-6.1 Diverse Centers. Encourage the development of neighborhood- serving, community-serving and city-wide serving centers that address the full range community needs and market sectors.

LC-6.2 Small Scale Centers. Support one or more very small-scale Centers on well-located under-developed parcels within walking, biking, or horseback riding distance of neighborhoods in Alta Loma and Etiwanda.

LC-6.3 Evolving Centers. Encourage the improvement of existing commercial centers to provide more active, human scale environments and community gathering places, including the potential for infill housing and office use.

LC-6.4 Access to Transit. Encourage the development of commercial and mixed-use centers that are located at and organized in relation to existing or planned transit stops, especially along Foothill Boulevard and Haven Avenue.

LC-6.5 Walkable Environments. Centers should include very walkable and pedestrian-friendly streets with active building fronts along primary corridors and internal streets. In some cases, side access lanes may be inserted between existing major streets and building fronts, providing a low-speed environment that is very safe and comfortable for pedestrians and bicyclists, with pedestrian- oriented frontages.

LC-6.6 Outdoor Commerce. Encourage outdoor activities such as farmers markets, small performances, visual arts and culture events, dining, and gatherings that take advantage of the Centers and the relation to the public realm.

LC-7.1 Gateway & Employment Hub. Establish the Central South Community Planning Area as the City’s main “gateway from the I-10 Freeway” and an employment hub of regional significance. Haven Avenue and 4th Street, in particular, is a significant gateway location that is envisioned as a higher intensity urban environment with iconic architecture and a mix of uses that can include luxury or full-service hotel, high rise office building, fine dining restaurant, and/or a public recreation amenity in addition to higher density residential uses.

LC-7.2 Unify and Connect Development. Require that new development in the 21st Century Employment District land use designation unify and connect development along the Haven Avenue Corridor.

LC-7.3 Campus Design. Encourage employment areas to be developed like a college campus with buildings oriented toward an internal roadway, buffer landscaping along the perimeter, and ample opportunities for paths and trails connecting to the City system, as well as relaxation areas for employees.

LC-7.4 Compatibility. Discourage large industrial projects within 1,000 feet of existing and planned residential development.

LC-7.5 Adaptive Industrial Reuse. Encourage adaptive reuse with residential and live/work units, and local serving commercial, in existing industrial structures, particularly in the Central South Community Planning Area.

LC-7.6 Loading Docks. Require that parking lots, loading docks, outdoor storage, and processing, be located behind or beside buildings, not in front, and be screened from public views.

xix | General Plan Annual Report 2022
GOAL
OS-2
TRAILS.

A complete, connected network of diverse trails and connected open space that improves access to all areas of the city and encourages non-motorized activities.

OS-1.1 Equitable Access to Parks. Strive to ensure that at least one park or other public open space is within safe, comfortable walk from homes and jobs, without crossing major streets except at signalized crossings. Equitable access to parks should be determined based on the fundamental character of the place (rural, suburban, urban) and corresponding transportation infrastructure.

OS-1.2 Underserved Communities. Prioritize the provision of new trails, parks, plazas, and other open space types in areas of the city that are underserved by parks, services, and amenities.

OS-1.3 Accessible Parks. Require parks be designed with special attention to usability by and safety for small children, seniors, and those with mobility, sight, hearing or other special needs.

OS-1.4 Design Character and Public Art. Require neighborhood parks, greens, and playgrounds to be designed as an integral element of their Community Planning Area, reflecting the design character, art, and culture, of that neighborhood, center or district.

OS-1.5 Design for Safety. Require the use of Crime Prevention Through Environmental Design (CPTED) design techniques such as providing clear lines of sight, appropriate lighting, and wayfinding signs to ensure that parks are safe and easy to navigate.

OS-1.6 New Development. Ensure that new residential and non-residential developments provide adequate on-site recreational and open space amenities consistent with applicable General Plan Designations, and the needs of new development.

OS-1.7 New Parks. Provide adequate park and recreational facilities that meet the City standard of 5.0 acres of parkland (including trails and special facilities) for every 1,000 persons.

OS-1.8 Central Park. Continue to develop Central Park as envisioned in the Central Park Master Plan.

OS-1.9 Joint Use. Pursue and expand joint use of public lands that are available and suitable for recreational purposes, including school district properties and flood control district, water district, and other utility properties.

GOAL
OS-1
OPEN SPACE.

A complete, connected network of diverse parks, trails, and rural and natural open space that support a wide variety of recreational, educational, and outdoor activities.

OPEN SPACE
OS-1.10 Buffer Zones. Provide buffer zones, as appropriate and necessary, to serve as managed open space for wildfire safety and vegetation fuel modification. Buffer zones may include trails, small recreational amenities, information kiosks and signage, and even staging points for fire vehicles.

OS-1.11 Locally Grown Food. Support small-scale locally grown food in front/backyard gardens, community gardens, parks/open space areas, and utility and flood control easements.

OS-2.1 Trail Corridors. Extend, improve and complete the multi-purpose trail network, wherever possible, by utilizing existing flood control channel and utility corridor rights-of-way as public trail corridors.

OS-2.2 Connectivity. Connect trails in Rancho Cucamonga to trails in the San Bernardino National Forest and other hillside open space areas.

OS-2.3 Trailheads. Provide trailhead amenities such as parking, restrooms, information boards, and maps.

OS-2.4 Equestrian Trails. Continue to maintain and pursue the development of planned trails and facilities for equestrian use.

OS-2.5 Utility Corridors. Preserve the primary function of utility corridors while providing every reasonable opportunity for shared public use for active mobility and recreational purposes.

OS-2.6 Design for Heat. Consider extreme heat in the design of streets, parks, trails, and playgrounds to support activity throughout the year and in all weather conditions by including shade trees, shade structures, water fountains, splash pads, lighting for night play in most spaces.

OS-2.7 Access. Require new development to provide access to existing or future trails and provide appropriate trail amenities (e.g., benches, drinking fountains, hitching posts, bike stands, and other amenities).

OS-2.8 Art and Education. Require public are, education, and recreation features on trails, where appropriate.

OS-2.9 Trail and Park Sponsorship. Support the creation of partnerships with organizations to sponsor and maintain green spaces, parks, trails, and community gardens.

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GOAL
MA-1
REGIONAL MOBILITY HUB.

A multimodal transportation hub that connects regional and local destinations.

MOBILITY AND ACCESS
MA-1.1 Transportation Leadership. Take a leadership role in local and regional transportation related planning and decision making.

MA-1.2 Cucamonga Station Redevelopment. Support redevelopment in and around the Cucamonga Station to support transit-oriented development.

MA-1.3 Funding. Support federal, statewide, and regional infrastructure funding for transit and transportation.

MA-1.4 Local Mobility Hub. Require new development at mobility hubs and key stops along the future bus rapid transit and future transit circulator system to facilitate first mile/last mile connectivity to neighborhoods.

MA-1.5 Provide Mobility Options. Provide roadway connections and local mobility hubs designed to capture 80% of the population and employment south of Base Line Road.

MA-1.6 Boulevard Implementation. Require boulevards with high-quality transit to not only account for how transit service is impacted by the geometry of the corridor, but also by signal timing, signal phasing, turns, and other operations that may jeopardize the quality of service.

GOAL
MA-2
ACCESS FOR ALL.

A safe, efficient, accessible, and equitable transportation system that serves the mobility needs of all users.

MA-2.1 Complete Streets. Require that new roadways include provisions for complete streets, balancing the needs of all users of all ages and capabilities.

MA-2.2 New Streets. To achieve the vision for transportation and mobility in the city, the final design, location, and alignment of streets shall provide levels of access, connectivity, and circulation consistent with the conceptual layouts shown in this Mobility and Access Chapter.

MA-2.3 Street Design. Implement innovative street and intersection designs to maximize efficiency and safety in the city. Use traffic calming tools to assist in implementing complete street principles. Possible tools include roundabouts, curb extensions, high visibility crosswalks, and separated bicycle infrastructure.

MA-2.4 Street Connectivity. Require connectivity and accessibility to a mix of land uses that meets residents’ daily needs within walking distance.

MA-2.5 Street Vacations. Prioritize pedestrian and utility connectivity over street vacations.

MA-2.6 Context. Ensure that complete streets applications integrate the neighborhood and community identity into the street design. This can include special provisions for pedestrians and bicycles.

MA-2.7 Roadway Scale. Balance roadway size and design configuration to ensure that vehicular speeds, volumes and turning movements do not compromise the safety and comfort of pedestrians and bicyclists.

MA-2.8 Facility Service Levels. Maintain level of service (LOS) D for priority modes on each street; LOS E or F may be acceptable at intersections or segments for modes that are not prioritized. The City will develop a list of intersections and roadways that are protected from this level of service policy where 1) maintaining the standard would be a disincentive to walking, biking or transit; 2) constructing facilities would prevent the City from VMT reduction goals or other priorities, and ; 3) maintaining the standard would be incompatible with adjacent land uses and built forms.

MA-2.9 High-Quality Pedestrian Environment. Enhance sidewalks to create a high-quality pedestrian environment, including wider sidewalks, improved pedestrian crossings, buffers between sidewalks and moving traffic, pedestrian lighting, wayfinding signage, shade trees, increased availability of benches, end of cul-de-sac access, etc.

MA-2.10 Block Pattern. Require development projects to arrange streets in an interconnected block pattern, so that pedestrians, bicyclists, and drivers are not forced onto arterial streets for inter- or intra- neighborhood travel.

MA-2.11 Master Planning. Master plan sites so as to ensure a well- structured network and block pattern with sufficient access and connectivity; especially in all focus areas, including the Cucamonga Town Center, Etiwanda Heights Town Center, and the Southeast Industrial Area.

MA-2.12 Transportation Demand Management. Require new projects to implement Transportation Demand Management strategies, such as employer provided transit pass/parking credit, high-speed communications infrastructure for telecommuting, carpooling incentives, etc.

MA-2.13 Healthy Mobility. Provide pedestrian facilities and class II buffered bike lanes (or separated bikeways) on auto-priority streets where feasible to promote active transportation.

MA-2.14 Bicycle Facilities. Enhance bicycle facilities by maintaining and expanding the bicycle network, providing end-of-trip facilities (bike parking, lockers, showers), improving bicycle/transit integration, wayfinding signage, etc.

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GOAL
MA-3
SAFETY.

A transportation network that adapts to changing mobility needs while preserving sustainable community values.

MA-3.1 Pedestrian and Bicycle Networks. Maintain the Active Transportation Plan supporting safe routes to school, and a convenient network of identified pedestrian and bicycle routes with access to major employment centers, shopping districts, regional transit centers, and residential neighborhoods.

MA-3.2 Traffic Safety. Prioritize transportation system improvements that help eliminate traffic-related fatalities and severe injury collisions.

MA-3.3 Vulnerable User Safety. Prioritize pedestrian improvements in the Pedestrian Priority Area shown on Figure 8 to promote safety in the southwest area of the city.

MA-3.4 Emergency Access. Prioritize development and infrastructure investments that work to implement, maintain, and enhance emergency access throughout the community.

GOAL
MA-4
GOODS MOVEMENT.

An efficient goods movement system that ensures timely deliveries without compromising quality of life, safety and smooth traffic flow for residents and businesses.

MA-4.1 Truck Network. Avoid designating truck routes that use collector or local streets that primarily serve residential uses and other sensitive receptors.

MA-4.2 Southeast Area Connectivity. Require new development in the Southeast Area to provide the necessary infrastructure to maintain access and public safety.

MA-4.3 Future Logistics Technology. Support and plan for electrification and autonomy of the truck fleet.

MA-4.4 Rail Access. Avoid abandonment of rail access to industrial parcels or utilize such right of way to balance and enhance other connectivity goals within the City (such as pedestrian/bicycle trails).

MA-4.5 Grade Separation. Support the construction of grade separations of roadways and trails from rail lines.

GOAL
MA-5
SUSTAINABLE TRANSPORTATION.

A transportation network that adapts to changing mobility needs.

MA-5.1 Land Use Supporting Reduced VMT. Work to reduce VMT through land use planning, enhanced transit access, localized attractions, and access to non-automotive modes.

MA-5.2 Emerging Technologies. Prioritize investments in critical infrastructure and pilot programs to leverage proven new transportation technology.

MA-5.3 Funding. Remain flexible in the pursuit and adoption of transportation funding mechanisms that fund innovative transportation solutions.

MA-5.4 Intelligent Systems Preparation. Upgrade the City’s ATMS and communications systems to ensure that the City meets the intelligent transportation system demands of today while planning for future demands associated with AVs and CVs.

GOAL
H-1
HOUSING OPPORTUNITIES.

A diverse community with a broad range of housing types and opportunities to accommodate expected new households.

HOUSING
H-1.1 RHNA Requirement. Encourage the development of a wide range of housing options, types, and prices that will enable the City to achieve its share of the RHNA.

H-1.2 Elderly and Disabled Household Needs. Recognize the unique characteristics of elderly and disabled households and address their special needs.

H-1.3 Accessory Dwelling Units. Facilitate the development of accessory dwelling units to provide additional housing opportunities pursuant to State law and established zoning regulations.

GOAL
H-2
AFFORDABLE HOUSING.

A city where housing opportunities meet the needs of all socioeconomic segments of the community.

H-2.1 Rental Assistance Programs. Encourage the use of rental assistance programs to assist lower income households and support the Housing Authority of the County of San Bernardino (HACSB) applications for additional vouchers to meet the needs of lower income households.

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GOAL
H-3
HOMELESSNESS.

A compassionate community with a wide range of options and support for the housing insecure and those experiencing homelessness.

H-3.1 Homeless Services. Provide assistance as it becomes available towards efforts of local organizations and community groups to provide emergency shelters, transitional housing opportunities, and services to the City’s homeless population and those at-risk of homelessness.

H-3.2 Homeless Programs. Participate with adjacent communities toward the provision of a sub-regional shelter program and encourage the County to develop a comprehensive homeless program.

H-2.2 Mobile Home Park Accord. Support the Mobile Home Park Accord voluntary rent stabilization as a means of keeping rents at reasonable levels.

GOAL
H-4
HOUSING QUALITY.

A community with quality, healthy housing.

H-4.1 Mills Act Contracts. Encourage rehabilitation and preservation of historic residences through participation in Mills Act contracts.

H-4.2 Substandard Housing. Encourage the revitalization and rehabilitation of substandard residential structures.

H-4.3 Residential Rehabilitation. Focus rehabilitation to neighborhoods with deteriorating units.

H-4.4 Home Improvement Programs. Implement the Home Improvement Programs to benefit lower income single-family homeowners and mobile homeowners.

H-4.5 Housing Maintenance. Actively encourage the maintenance of existing housing in to as to maintain the housing stock in sound condition.

H-4.6 Code Enforcement. Utilize concentrated Code Enforcement programs to target specific areas or problems when the need and community support warrants such activity.

GOAL
H-5
GOVERNMENT CONSTRAINTS.

A city with an efficient process for improving and developing housing.

H-5.1 Development Review Processes. Consider new polices, codes, and procedures that have the potential to reduce procedural delays, provide information early in the development process regarding development costs, and charge only those fees necessary to adequately carry out needed public services and improvements.

H-5.2 Fee Schedule. Periodically review and update the City’s fee schedule and the methodology on which the fees are based to determine the necessary costs for providing adequate public services and public improvements to ensure the continued health, safety, and welfare of the community.

H-5.3 Development Review Process. Facilitate the development review process for new housing through multiple techniques, including staff assistance, public information, articles in the City’s newsletter, informal meetings with applicants, and Preliminary Review applications to address technical issues and facilitate the production of quality housing.

H-5.4 Development Standards. Evaluate and adjust as appropriate residential development standards, regulations, and processing procedures that are determined to constrain housing development, particularly housing opportunities for lower and moderate income households and for persons with special needs.

GOAL
H-6
EQUAL HOUSING OPPORTUNITIES.

An equitable community that provides equal housing opportunities for all residents.

H-6.1 Reduce Housing Discrimination. Explore and consider programs that will reduce the incidence of housing discrimination within the City.

H-6.2 Land Use Plan. Facilitate development projects that will improve a neighborhood’s access to resources and opportunities.

H-6.3 Fair Housing Outreach and Education. Support outreach and education efforts to actively further fair housing practices and understanding of fair housing rights, with emphasis on proactive education and voluntary compliance, as well as through legal enforcement on a case-by-case basis, including, but not limited to, assistance with the resolution of tenant/landlord disputes and housing discrimination complaints.

H-6.4 Accessible or Barrier-Free Housing. Encourage the provisions of disabled-accessible units and housing for the mentally and physically disabled.

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GOAL
PF-1
STATE-OF-THE-ART FACILITIES.

Residents enjoy state-of-the-art public and community facilities that support existing programs, accommodate future needs, and are accessible to all members of the community.

PUBLIC FACILITIES & SERVICES
PF-1.1 New Building Standards. Continue to implement high-quality standards for new public facilities and improvements to existing buildings.

PF-1.2 Underserved Neighborhoods. Prioritize new community facilities in underserved neighborhoods and centers.

PF-1.3 Facility Collaboration. Maximize public facility use by sharing with nonprofit organizations, school districts, and community organizations. Look for opportunities to create joint-use community space at facilities owned by private organizations such as faith-based groups and service clubs.

PF-1.4 Capital Improvements Program. Coordinate, plan, and manage a comprehensive capital improvements program for expansion and improvement of critical facilities and infrastructure in response to the needs of a growing community.

GOAL
PF-2
EDUCATION.

All residents have access to high-quality educational opportunities.

PF-2.1 Schools. Consider the needs of the school districts that serve Rancho Cucamonga in future planning and development activities.

PF-2.2 Colleges. Partner with local public and private schools and Chaffey Community College to maintain effective educational, vocational, and workforce programs for all residents.

GOAL
PF-3
LIBRARIES.

High-quality library resources are provided to meet the educational, cultural, civic, and general business needs of all residents.

PF-3.1 Library. Continue to improve the local libraries system, complete with community facilities that provide knowledgeable, service-oriented staff and offer access to information, books, and other materials in a variety of formats, including emerging technologies. Consider future options for providing library services that are flexible and will maximize library services while keeping costs affordable.

GOAL
PF-4
ANIMAL CARE.

Animal care and services are provided, including facilitation of adoptions, promotion of animal health and safety, and animal awareness education.

PF-4.1 Animal Care. Continue to maintain and improve the Animal Care and Adoption Center facility.

GOAL
PF-5
WATER-RELATED INFRASTRUCTURE.

Water and wastewater infrastructure facilities are available to support future growth needs and existing development.

PF-5.1 Water Treatment. Support the efforts of the Cucamonga Valley Water District (CVWD) and San Bernardino County agencies to provide and expand water treatment facilities to treat local water sources from canyon surface waters and groundwater.

PF-5.2 Wastewater Treatment. Consult with the Inland Empire Utilities Agency and CVWD to ensure that the treatment facility has sufficient capacity to meet future wastewater treatment needs.

PF-5.3 Recycled Water. Work with the CVWD to expand the recycled water program to include existing private development.

GOAL
PF-6
SOLID WASTE.

The volume of solid waste that enters regional landfills is minimized and the amount of recycling increased.

PF-6.1 Recycling. Encourage Recycling and Organics collection and processing in all sectors of the community to divert items from entering landfills.

PF-6.2 Refuse Facilities. Consult with public agencies and private contractors to ensure adequate organics processing facilities are available.

GOAL
PF-7
UTILITY INFRASTRUCTURE.

Protect and expand utility infrastructure in a sustainable and innovative manner to serve the current and future needs of the community while ensuring that natural and environmental resources are available for future generations.

PF-7.1Communications. Expand access to high quality established and emerging communications technologies for individuals, businesses, educational institutions, and government functions.

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PF-7.2 High Speed Internet. Prioritize extending high speed internet into underserved lower income neighborhoods.

PF-7.3 Utility Equipment. To the extent possible, ensure that utility boxes, above-ground equipment, and utility entrances to buildings are located at the rear or side of the building, not the front. Ensure that utility boxes and other above-ground equipment do not block or impair the safe and effective use of trails, sidewalks, and streets.

PF-7.4 Planned Streets Segments and Utility Facilities. When planned street segments, as shown in the Focus Areas and Mobility & Access chapters, would unreasonably interfere with the primary utility function on utility owned parcels, allow the final location and design of those street segments to accommodate the current and prospective utility needs of the community to the greatest extent possible.

PF-7.5 Secondary (Non-Utility) Uses of Utility Facilities and Sites.

Ensure compatibility of secondary uses on utility owned parcels that are not related to the primary utility function of utility owned parcels with adjacent land uses and the utility needs of the community.

PF-7.6 Phasing of Public Facilities. Require new parks, open spaces, infrastructure, and other facilities be funded by and/or provided by new development as necessary so as to ensure services can be provided to new development.

GOAL
RC-1
VISUAL RESOURCES.

A beautiful city with stunning views of the San Gabriel Mountains and the Inland Empire.

RC-1.1 View Corridors. Protect and preserve existing signature public views of the mountains and the valleys along roadways, open space corridors, and at other key locations.

RC-1.2 Orient toward View Corridors. Encourage new development to orient views toward view corridors, valley and mountains.

RC-1.3 Transfer of Development Rights. Allow the transfer of development rights from conservation areas to select development areas throughout the city and Sphere of Influence to protect hillsides, natural resources, and views and to avoid hazards and further the City’s conservation goals.

RESOURCE CONSERVATION
RC-1.4 Dark Sky. Limit light pollution from outdoor sources, especially in the rural, neighborhood, hillside, and open spaces to maintain darkness for night sky viewing.

RC-1.5 Transit Corridor Views. Require that new development along major transit routes and travel corridors include 360-project design and landscape or design screening of outdoor activity, and storage, including views from the transit routes and travel corridors.

RC-1.6 Hillside Grading. Grading of hillsides shall be minimized, following natural landform to the maximum extent possible. Retaining walls shall be discouraged and if necessary screened from view.

RC-1.7 Preservation of Natural Land Features. Preserve significant natural features and incorporate into all developments. Such features may include ridges, rock outcroppings, natural drainage courses, wetland and riparian areas, steep topography, important or landmark trees and views.

GOAL
RC-2
WATER RESOURCES.

Reliable, readily available, and sustainable water supplies for the community and natural environment.

RC-2.1 Water Supplies. Protect lands critical to replenishment of groundwater supplies and local surface waters.

RC-2.2 Groundwater Recharge. Preserve and enhance the existing system of stormwater capture for groundwater recharge.

RC-2.3 Riparian Resources. Promote the retention and protection of natural stream courses from encroachment, erosion, and polluted urban runoff.

RC-2.4 Waterways as Amenities. When considering new development applications and infrastructure improvements where waterways are on-site, adjacent, or nearby, incorporate the waterway into the design as a feature.

RC-2.5 Water Conservation. Require the use of cost-effective methods to conserve water in new developments and promote appropriate water conservation and efficiency measures for existing businesses and residences.

RC-2.6 Irrigation. Encourage the conversion of water-intensive turf/ landscape areas to landscaping that uses climate- and wildfire-appropriate native or non-invasive plants, efficient irrigation systems, greywater, and water efficient site maintenance.

RC-2.7Greywater. Allow and encourage the use of greywater to meet or offset on-site non-potable water demand.

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GOAL
RC-3
HABITAT CONSERVATION.

Wildlife habitats that support various plants, mammals, and other wildlife species.

RC-3.1 Sensitive Habitat. Encourage the preservation of the integrity of sensitive land resources that have significant native vegetation and/or habitat value such as riparian habitat areas, creek corridors, Riversidean Alluvial Fan Sage Scrub (RAFSS), wetlands, and sensitive wildlife habitat that supports biological resources.

RC-3.2 Biological Preserves. Allow and encourage the expansion of sensitive biological preserve areas (e.g., North Etiwanda Preserve, Day Creek Preserve, and San Sevaine Preserve) and other important habitat areas with an emphasis on wildlife connectivity between habitats and connectivity to the national forest.

RC-3.3 Wildlife Corridors. Encourage the creation, maintenance, and protection of open space areas that provide strategic wildlife corridors and vital connectivity between habitat areas.

RC-3.4 Landscape Design. Encourage new development to incorporate native vegetation materials into landscape plans and prohibit the use of species known to be invasive according to the California Invasive Plant Inventory.

RC-3.5 Buffers from New Development. Require new developments adjacent to identified plant and wildlife habitat areas to establish and maintain a protective buffer.

RC-3.6 Grading and Vegetation Removal. Limit grading and vegetation removal of new development activities to the minimum extent necessary for construction and to reduce erosion and sedimentation.

RC-3.7 Urban Forestry Plan. Minimize damage associated with wind- and fire-related hazards and risks and address climate change and urban heat island effects through the development of an urban forestry plan that addresses and proper and appropriate landscaping, plant and tree selection and replacement, planting and vegetation management techniques.

GOAL
RC-4
CULTURAL RESOURCES.

A community rich with historic and cultural resources.

RC-4.1 Disturbance of Human Remains. In areas where there is a high chance that human remains may be present, the City will require proposed projects to conduct a survey to establish occurrence of human remains, and measures to prevent impacts to human remains if found.

RC-4.2 Discovery of Human Remains. Require that any human remains discovered during implementation of public and private projects within the city be treated with respect and dignity and fully comply with the California Native American Graves Protection and Repatriation Act and other appropriate laws.

RC-4.3 Protected Sites. Require sites with significant cultural resources to be protected.

RC-4.4 Preservation of Historic Resources. Encourage the preservation of historic resources, buildings, and landscapes.

RC-4.5 Historic Buildings. Encourage the feasible rehabilitation and adaptive reuse of older buildings.

RC-4.6 Paleontological Resources. Require any paleontological artifacts found within the city or the Sphere of Influence to be preserved, reported, and offered for curation at local museums or research facilities.

GOAL
RC-5
LOCAL AIR QUALITY.

Healthy air quality for all residents.

RC-5.1 Pollutant Sources. Minimize increases of new air pollutant emissions in the city and encourage the use of advance control technologies and clean manufacturing techniques.

RC-5.2 Air Quality Land Use Compatibility. Avoid siting of homes, schools, hospitals, and childcare facilities and land uses within 500 feet of land uses that are considered large emitters.

RC-5.3 Barriers and Buffers. Require design features such as site and building orientation, trees or other landscaped barriers, artificial barriers, ventilation and filtration, construction, and operational practices to reduce air quality impacts during construction and operation of large stationary and mobile sources.

RC-5.4 Health Risk Assessment. Consider the health impacts of development of sensitive receptors within 500 feet of a freeway, rail line, arterial, collector or transit corridor sources using health risk assessments to understand potential impacts.

RC-5.5 Impacts to Air Quality. Ensure new development does not disproportionately burden residents, due to age, culture, ethnicity, gender, race, socioeconomic status, or geographic location, with health effects from air pollution. Prioritize resource allocation, investments, and decision making that improves air quality for residents disproportionately burdened by air pollution because of historical land use planning decisions and overarching institutional and structural inequities.

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GOAL
RC-6
CLIMATE CHANGE.

A resilient community that reduces its contributions to a changing climate and is prepared for the health and safety risks of climate change.

RC-5.6 Community Benefit Plan. Require that any land use generating or accommodating more than 100 trucks per day, more than 40 trucks with operating transport refrigeration units (TRUs) per day, or where TRU unit operations exceed 300 hours per week, provide a community benefit plan demonstrating an offset to community impacts of the truck traffic.

RC-5.7 New Sensitive Receptors Near Existing Industrial Uses.

Avoid placing homes, schools, hospitals, and childcare facilities within 1,000 feet of a land use that accommodates more than 100 trucks per day, more than 40 trucks with operating transport refrigeration units (TRUs) per day, or where TRU unit operations exceed 300 hours per week.

RC-5.8 New Localized Air Pollution Sources Near Existing Sensitive Receptors. Avoid placing land uses that accommodate more than 100 trucks per day, more than 40 trucks with operating transport refrigeration units (TRUs) per day, or where TRU unit operations exceed 300 hours per week within 1,000 feet of homes, schools, hospitals, and childcare facilities.

RC-5.9 Truck Hook-Ups at New Industrial or Commercial
Developments. Require new industrial or commercial developments at which heavy-duty diesel trucks idle on-site to install electric truck hook-ups in docks, bays, and parking areas.

RC-5.10 Clean and Green Industry. Prioritize non-polluting industries and companies using zero or low air pollution technologies.

RC-5.11 Dust and Odor. Require new construction to include measures to minimize dust and odor during construction and operation.

RC-6.1Climate Action Plan. Maintain and implement a Climate Action Plan (CAP) that provides best management practices for reducing greenhouse gas emissions.

RC-6.2 Renewable Energy. Encourage renewable energy installations and facilitate green technology and business.

RC-6.3 Reduce Energy Consumption. Encourage a reduction in community-wide energy consumption.

RC-6.4 Urban Forest. Protect the city’s healthy trees and plant new ones to provide shade, carbon sequestration, and purify the air.

RC-6.5 GHG Reduction Goal. Reduce emissions to 80 percent below 1990 levels by 2050 and achieve carbon neutrality by 2045.

RC-6.6 Co-Benefits. Prioritize the development and implementation of GHG reduction measures that also achieve economic, health, social, environmental, and other co-benefits for the City and its residents and businesses.

RC-6.7 Structural Equity. Encourage GHG reduction and climate adaptation measures such as trail completion, equipment upgrade, sidewalk connectivity, tree planting, and buffers be included in the City’s Capital Improvement Program (CIP) to improve areas of the city where these features are lacking.

RC-6.8 Reduce Vehicle Trips. Require Transportation Demand Management (TDM) strategies, such as employer provided transit pass/parking credit, bicycle parking, bike lockers, high-speed communications infrastructure for telecommuting, and carpooling incentives, for large office, commercial, and industrial uses.

RC-6.9 Access. Require pedestrian, vehicle, and transit connectivity of streets, trails, and sidewalks, as well as between complementary adjacent land uses.

RC-6.10 Green Building. Encourage the construction of buildings that are certified Leadership in Energy and Environmental Design (LEED) or equivalent, emphasizing technologies that reduce GHG emissions.

RC-6.11 Climate-Appropriate Building Types. Encourage alternative building types that are more sensitive to and designed for passive heating and cooling within the arid environment found in Rancho Cucamonga.

RC-6.12R educed Water Supplies. When reviewing development proposals, consider the possibility of constrained future water supplies and require enhanced water conservation measures.

RC-6.13 Designing for Warming Temperatures. When reviewing development proposals, encourage applicants and designers to consider warming temperatures in the design of cooling systems.

RC-6.14 Designing for Changing Precipitation Patterns. When reviewing development proposals, encourage applicants to consider stormwater control strategies and systems for sensitivity to changes in precipitation regimes and consider adjusting those strategies to accommodate future precipitation regimes.

RC-6.15 Heat Island Reductions. Require heat island reduction strategies in new developments such as light-colored paving, permeable paving, right- sized parking requirements, vegetative cover and planting, substantial tree canopy coverage, and south and west side tree planting.

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GOAL
RC-7
ENERGY.

An energy efficient community that relies primarily on renewable and non- polluting energy sources.

RC-6.16 Public Realm Shading. Strive to improve shading in public spaces, such as bus stops, sidewalks and public parks and plazas, through the use of trees, shelters, awnings, gazebos, fabric shading and other creative cooling strategies.

RC-6.17 Offsite GHG Mitigation. Allow the use of creative mitigation efforts such as offsite mitigation and in lieu fee programs as mechanisms for reducing project-specific GHG emissions.

RC-6.18 Water Sources with Low GHG Emissions. Encourage local and regional water utilities to obtain water from sources with low or no GHG emissions.

RC-7.1 Electric Vehicle (EV) Charging on City Property. As funding is available, encourage the installation of publicly available electric vehicle charging stations at City-owned buildings, facilities, property, and in the public right-of-way.

RC-7.2 New EV Charging. Require new multifamily residential, commercial, office, and industrial development to include charging stations, or include the wiring for them.

RC-7.3 EV Charging Retrofits. Encourage existing development to retrofit to include charging stations.

RC-7.4 New Off-Road Equipment. When feasible, require that off-road equipment such as forklifts and yard tugs necessary for the operations of all new commercial and industrial developments be electric or fueled using clean fuel sources.

RC-7.5 Municipal Vehicle Fleet. Reduce fossil fuel consumption of the City’s vehicle fleet by increasing the number of electric or zero emissions vehicles.

RC-7.6 Efficiency Retrofits. Encourage existing private property owners to implement energy efficiency retrofits during substantial improvement as defined by the California Building Code.

RC-7.7 Sustainable Design. Encourage sustainable building and site design that meets the standards of Leadership in Energy and Environmental Design (LEED), Sustainable Sites, Living Building Challenge, or similar certification.

RC-7.8 Farmers Market, Fork to Table. Support microscale agriculture and farmers markets, and similar methods of encouraging locally grown and consumed produce.

RC-7.9 Passive Solar Design. Require new buildings to incorporate energy efficient building and site design strategies for the arid environment that include appropriate solar orientation, thermal mass, use of natural daylight and ventilation, and shading.

RC-7.10 Alternative Energy. Continue to promote the incorporation of alternative energy generation (e.g., solar, wind, biomass) in public and private development.

RC-7.11 Community Development Subdivisions. When reviewing applications for new subdivisions, require residences be oriented along an east- west access, minimizing western sun exposure, to maximize energy efficiency.

RC-7.12 Solar Access. Prohibit new development and renovations that impair adjacent buildings’ solar access, unless it can be demonstrated that the shading benefits substantially offset the impacts of solar energy generation potential.

RC-7.13 Energy-Efficient Infrastructure. Whenever possible, use energy-efficient models and technology when replacing or providing new city infrastructure such as streetlights, traffic signals, water conveyance pumps, or other public infrastructure.

RC-7.14 Energy Storage Facilities. The City of Rancho Cucamonga supports the development of energy storage facilities on property owned or controlled by Southern California Edison and will cooperate with Southern California Edison on the development of such facilities in a manner that balances the interests of the community with the need for clean, reliable energy.

RC-7.15 Utility Preservation. Public and private development within the City, including multi-purpose trails, shall not interfere with safe and reliable transmission, storage, and generation of electricity. With the exception of utility infrastructure and other public improvements that do not interfere with such infrastructure, permanent structures are not allowed within utility corridors.

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GOAL
S-1
LEADERSHIP.

A city that is recognized for its leadership role in resilience and preparedness.

S-1.1 City Staff Readiness. Ensure City staff and departments demonstrate a readiness to respond to emergency incidents and events.

S-1.2 Culture of Preparedness. Promote a culture of preparedness for businesses and residents that empowers them to increase their resilience to hazard related events and a changing climate.

S-1.3 Evacuation Capacity. Require new developments, redevelopments, and major remodels to enhance the City’s evacuation network and facilities and comply with the City’s Evacuation Assessment.

S-1.4 WUIFA Access Points. Require all new developments and redevelopments within the WUIFA to provide a minimum of two points of access by means of public roads that can be used for emergency vehicle response and evacuation purposes.

S-1.5 Enhanced Circulation. In areas of the city with limited access routes and circulation challenges, require additional roads and improvements to ensure adequate emergency vehicle response and evacuation.

S-1.6 Evacuation Road Widths. Require any roads used for evacuation purposes to provide at least 26 feet of unobstructed pavement width.

S-1.7 Maintenance of Plans. Maintain and regularly update the City’s Local Hazard Mitigation Plan (LHMP) as an integrated component of the General Plan, in coordination with the Community Wildfire Protection Plan (CWPP), the Emergency Operations Plan (EOP), the Evacuation Plan, and Standardized Emergency Management System (SEMS) compliant disaster plans to maintain eligibility for grant funding.

S-1.8 Regional Coordination. Ensure regional coordination continues with neighboring jurisdictions, County, State, and Federal agencies on emergency management and risk reduction planning and activities.

S-1.9 Mutual Aid. Ensure mutual aid agreements with Federal, State, local agencies, and the private sector establish responsibility boundaries, joint response services, and multi-alarm and station coverage capabilities.

SAFETY
GOAL
S-2
SEISMIC AND GEOLOGIC HAZARDS.

A built environment that minimizes risks from seismic and geologic hazards.

S-2.1 Fault Setbacks. Require minimum setbacks for structures proposed for human occupancy within State and City Special Study Zones. Setbacks will be based on minimum standards established under State law and recommendations of a Certified Engineering Geologist and/or Geo-technical Engineer.

S-2.2 Building Functionality. Require enhanced siting, design, and construction standards that focus on building functionality for new critical public facilities and key essential (private) facilities after a seismic event.

S-2.3 Seismically Vulnerable Buildings. Prioritize the retrofit by private property owners of seismically vulnerable buildings (including but not limited to unreinforced masonry, soft-story construction, and non-ductile concrete) as better information and understanding becomes available.

S-2.4 Transfer of Development Rights. Allow the transfer of development rights from areas of significant seismic and geologic hazards to select development areas throughout the City and Sphere of Influence.

S-2.5 Hillside Hazards. Prioritize regulations and strategies that reduce geologic hazard risk to properties and loss of life.

GOAL
S-3
WILDFIRE HAZARDS.

A community where wildfire impacts are minimized or reduced through investments in planning and resilience.

S-3.1 Fire Risk Reduction. Apply all state and local codes and regulations (fire safe design, adherence to Standard 49-1) to new development, redevelopment, and major remodels in the WUIFA.

S-3.2 Fire Protection Plans. All new development, redevelopment, and major remodels in the WUIFA will require the preparation of Fire Protection Plans (FPPs) to reduce fire threat, in accordance with Fire District policies and procedures.

S-3.3 Vegetation Management. Owners of properties and public/ private roads within and adjacent to the WUIFA are required to conduct brush clearance and fuel modification to reduce fire ignition potential and spread.

S-3.4 Buffer Zones. Require development projects to incorporate buffer zones as deemed necessary by the City’s Fire Marshal for fire safety and fuel modification.

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S-3.5 Water Supply. All developments will meet fire flow requirements identified in the Fire Code.

S-3.6 Coordination with Agencies. Coordinate with State, regional, and local agencies and service providers on fire risk reduction planning and activities.

S-3.7 Wildfire Awareness. Assist residents and property owners with being better informed on fire hazards and risk reduction activities in the WUIFA.

S-3.8 New Essential Facilities (WUIFA). Prohibit the siting of new essential public facilities (including, but not limited to, hospitals and health care facilities, emergency shelters, emergency command centers, and emergency communications facilities) within the WUIFA, unless appropriate construction methods or strategies are incorporated to minimize impacts.

GOAL
S-4
FLOOD HAZARDS.

A community where developed areas are not impacted by flooding and inundation hazards.

S-4.1 New Essential Facilities (Flood). Prohibit the siting and construction of new essential public facilities within flood hazard zones, when feasible. If an essential facility must be located within a flood hazard zone, incorporate flood mitigation to the greatest extent practicable.

S-4.2 Flood Risk in New Development. Require all new development to minimize flood risk with siting and design measures, such as grading that prevents adverse drainage impacts to adjacent properties, on-site retention of runoff, and minimization of structures located in floodplains.

S-4.3 500-Year Floodplain. Promote the compliance of 100-year floodplain requirements on properties located within the 500-year floodplain designation.

S-4.4 Flood Infrastructure. Require new development to implement and enhance the Storm Drain Master Plan by constructing stormwater management infrastructure downstream of the proposed site.

S-4.5 Property Enhancements. Require development within properties located adjacent, or near flood zones and areas of frequent flooding to reduce or minimize run-off and increase retention on-site.

S-4.6Regional Coordination. Promote regional flood management and mitigation projects with other agencies (San Bernardino County Flood Control, Army Corps of Engineers, and adjacent jurisdictions) to address flood hazards holistically.

GOAL
S-5
EMERGING HAZARDS.

A built environment that incorporates new data and understanding about changing hazard conditions and climate stressors.

S-5.1 Future Conditions. Ensure future climatic conditions and public health emergencies are considered as part of community resilience and investment efforts.

S-5.2 Urban Forestry Plan. Minimize damage associated with wind-related hazards and address climate change and urban heat island effects through the development of an urban forestry plan and proper landscaping planting and management techniques.

S-5.3 Soil Transport. Require that properties with high wind-blown soil erosion potential such as agricultural operations and construction sites prevent soil transport and dust generation wherever possible.

S-5.4 Extreme Heat Vulnerabilities. Require that new developments, major remodels, and redevelopments address urban heat island issues and reduce urban heat island effects for the proposed project site and adjacent properties.

S-5.5 Resilience Resources. Require new developments and redevelopments to incorporate resilience amenities such as, but not limited to community cooling centers, emergency supplies, and backup power that can be used by residents and businesses within a 1/4-mile radius of the location.

S-5.6 Underground Utilities. Promote the under-grounding of utilities for new development, major remodels, and redevelopment.

S-5.7 Future Adaptation. Future climate adaptation-oriented projects will incorporate natural infrastructure to the greatest extent practicable.

S-5.8 Climate Resiliency. Address climate resiliency and inequities through the planning and development process.

S-5.9 Address High Winds. Require buildings and developments exposed to high wind conditions to incorporate design elements and features that minimize or reduce damage to people, structures, and the community.

S-4.7 Dam Operators. Coordinate with agencies operating or managing dam facilities that can inundate the city, on operations, maintenance, and training activities and provide the latest Emergency Action Plans annually.

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S-6.1 Planned Development. Promote development patterns that integrate Crime Prevention Through Environmental Design (CPTED) principles that reduce the potential for human-caused hazards.

S-6.2 Neighboring Properties. Encourage properties that store, generate, or dispose of hazardous materials to locate such operations as far away as possible from areas of neighboring properties where people congregate.

S-6.3 Site Remediation. Encourage and facilitate the adequate and timely cleanup of existing and future contaminated sites and the compatibility of future land uses.

S-6.4 Airport Planning. Protect Rancho Cucamonga interests regarding land use and safety by participating in the airport land use planning process for Ontario International Airport.

S-6.5 Height Restrictions. Require proposed developments within the Ontario Airport Influence Area meet the height requirements associated with FAR Part 77 standards.

S-6.6 Development Near Airport. New development within the Ontario Airport Influence Area shall be consistent with the approved Airspace Protection Zones identified in the latest version of the Airport Land Use Compatibility Plan.

S-6.7 Railroad Safety. Minimize potential safety issues and land use conflicts when considering development adjacent to the railroad right-of-way.

GOAL
S-6
HUMAN CAUSED HAZARDS.

A community with minimal risk from airport hazards and hazardous materials.

N-1.1 Noise Levels. Require new development to meet the noise compatibility standards.

N-1.2 Noise Barriers, Buffers and Sound Walls. Require the use of integrated design-related noise reduction measures for both interior and exterior areas prior to the use of noise barriers, buffers, or walls to reduce noise levels generated by or affected by new development.

N-1.3 Non-Architectural Noise Attenuation. Non-architectural noise attenuation measures such as sound walls, setbacks, barriers, and berms shall be discouraged in pedestrian priority areas (or other urban areas or areas where pedestrian access is important).

N-1.4 New Development Near Major Noise Sources. Require development proposing to add people in areas where they may be exposed to major noise sources (e.g., roadways, rail lines, aircraft, industrial or other non-transportation noise sources) to conduct a project level noise analysis and implement recommended noise reduction measures.

N-1.5 Urban and Suburban Development Near Transit. Allow development located in infill areas, near transit hubs, or along major roadways an exemption from exterior noise standards for secondary open space areas (such as front yards, parking lots, stoops, porches, or balconies), if noise standards can be met for primary open space.

N-1.6 Rail Crossing Quiet Zones. Allow the establishment of a full or partial at-grade rail crossing or quiet zone near transit hubs or residential development.

N-1.7 Entertainment. Establish different standards for exterior noise consistent with the place type.

N-1.8 Vibration Impact Assessment. Require new development to reduce vibration to 85 VdB or below within 200 feet of an existing structure.

GOAL
N-1
NOISE.

A city with appropriate noise and vibration levels that support a range of places from quiet neighborhoods to active, exciting districts.

NOISE

DATE:March 15, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Elisa C. Cox, Assistant City Manager
SUBJECT: Consideration to Approve the City Council's Mission, Vision, Values, and 2023 Goals. (CITY)
RECOMMENDATION:

Staff recommends the City Council approve its Mission, Vision, Values, and 2023 Goals.

BACKGROUND:

Each year the City Council engages in team building workshops to review and develop goals and to discuss related legislative matters. The first of these workshops for 2023 took place on January 30, 2023, where the City Council discussed its mission, vision, values, and goals. The Council made recommendations for slight revisions to the afore mentioned and to adopt new goals for 2023. The City Council will continue this workshop series in April for further discussion on related legislative matters.

ANALYSIS:

The following results from the January 30 th team building workshop are presented for formal approval:

Mission
Continuously ensure and advance the quality of life for the community through inclusive decision making.

Vision
To create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.

Values
•Providing and nurturing a high quality of life for all •Promoting and enhancing a safe and healthy community for all •Building and preserving a family-oriented atmosphere
•Intentionally embracing and anticipating our future
•Equitable prosperity for all
•Working together cooperatively & respectfully with each other, staff, and all stakeholders •Relentless pursuit of improvement
•Actively seeking and respectfully considering all public input

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Goals
•By the end June 2023, the City Manager will present a partnership for consideration to the City Council for the design and building of affordable for-sale homes. •By the end of September 2023, the City Manager will provide recommendations to the City Council for the top two or three economic development initiatives from the Economic Development Strategic Plan to pursue in 2024 and 2025.
•By the end of November 2023, the City Manager will present to the City Council findings of a review of all the current and proposed police facilities in the city with recommendations for incrementally improving the City’s physical policing infrastructure. •By the end of December 2023, the City Manager will present funding options to the City Council for the additional costs to build the bridge and widen the roadway to improve safety and traffic circulation, reduce vehicle miles traveled, and reduce emissions on Etiwanda Ave.

FISCAL IMPACT:

Not applicable.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item updates the City Council’s Mission, Vision, and Values.

ATTACHMENTS:

Not applicable.