Agenda packet, regular meeting — Rancho Cucamonga City Council, October 4, 2023 (part 3 of 3)

ATTACHMENT 1
Terms & Conditions
This iland Work Order (this "Order") is entered into on the date set out above by and between the Provider and the Customer (each as identified below). This Order is subject to the terms, conditions, and agreements set out in the Service Agreement (the "Agreement") located here: https://iland.com/legal/master-service-agreement2b4f/.

By signing this Order, by consenting to the terms of an Order in writing or by utilizing the services provided to it by the Provider, the Customer agrees to be bound by the terms of the Agreement and this Order.

The Provider shall provide the resources described above in each case to the Customer, and the Customer shall compensate the Provider at the rates set out above, in each case subject to the terms and conditions set out in the Agreement until this Order is terminated in accordance with the Agreement.

If the Customer is migrating services from one iland environment to another iland environment as part of this work order, billing will begin on the new environment once the Provider confirms the Cloud Resources have been handed off to the Customer. Billing will end on the old environment once the Provider confirms the Cloud Resources have been handed off. The Customer will have a 30 day window to ensure all resources are fully migrated and removed without charge. After 30 days if the resources within the old environment remain active, billing for those resources will recommence outside other stipulations highlighted within this work order.

By signing this Order the undersigned agrees that it has the authority to bind the Customer to the terms and conditions set out in this Order and the Agreement and that the Customer agrees to be bound by such terms.

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CUSTOMER: City of Rancho Cucamonga
10500 Civic Center Drive
Ranch Cucamonga California
91730
USA

Customer Reference ID:
(Customer's Internal Tracking)

\customerid1\

Customer PO#:

Promo Code:

Name (Print):

\n1\

Title:

\contactjobtitle1\

Signature:

\s1\

Date Signed:

\d1\

THANK YOU FOR YOUR BUSINESS!

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Provider: 11:11 Systems, Inc.

1235 North Loop West, Suite 800, Houston, TX, 77008, USA Phone: (800) 697-7088
Email: [email protected]
Quotation

Customer: City of Rancho Cucamonga
Quote #: Q-106490--1
Date: September 7th, 2023

Data Center: Dallas - USA
Product Interest: BaaS Secure Cloud Backup
Contract Term: 25 Month(s)
Payment Term: Net 30
Invoice Frequency: Quarterly

SALESPERSON EMAIL PHONE EXT
Danial Ahmed [email protected] x
Secure Cloud Backup
Item Number Description Quantity Cost per Unit Monthly Cost ECS-R-S-VCC iland Secure Cloud Backup with Veeam Cloud Connect (Per GB protected)
100,000.00 USD 0.02160 USD 2,160.00
TOTAL USD 2,160.00

Total Monthly Recurring Charges: USD 2,160.00

Total Non-Recurring Charges: USD 0.00

Terms & Conditions
The information in this document is believed to be accurate and valid for 30 days. However, the provider identified above assumes no responsibility for inaccuracies, errors, or omissions, and shall not be liable for direct, indirect, special, incidental, or consequential damages resulting from any such error or omission. The provider is not responsible for pricing or other errors and reserves the right to cancel orders arising from such errors. The provider may make changes to this proposal, including changes or updates to the products and services described, including pricing, without notice or obligation. This proposal is not intended to create a contractual relationship unless expressly agreed otherwise in writing signed by the parties. All information supplied in this proposal is to be considered confidential information belonging to the Provider.

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ATTACHMENT 2

11:11 Systems Inc. is the Provider under this Work Order and assumed responsibility for providing the Services under the Agreement with the Customer following its acquisition of iland Internet Solutions Corporation on January 20, 2022.

THANK YOU FOR YOUR BUSINESS!

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ATTACHMENT 3

DATE:October 4, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Director of Engineering Services/City Engineer Trina Valdez, Utilities Operations Supervisor
SUBJECT: Consideration of an Appropriation in the Amount of $203,100 and Approval to Purchase Transformers From Anixter Power Solutions in the Amount of $203,100. (CITY)
RECOMMENDATION:

Staff recommends the City Council:

1. Authorize the appropriation in the amount of $203,100 from the Municipal Utility Fund (Fund 705) for the purchase; and

2. Approve and authorize staff to purchase four (4) transformers from Anixter Power Solutions in the amount of $203,100.

BACKGROUND:

Transformers are important and critical pieces of equipment that make up the Rancho Cucamonga Municipal Utility’s (RCMU) power distribution infrastructure. RCMU currently owns and maintains over 150 Howard Industries transformers. As RCMU’s service area expands and additional equipment is placed in the field, having the appropriate equipment available to provide reliable electric load is important.

ANALYSIS:

The purchase of the equipment is needed to ensure that the following new developments have the necessary power equipment available and are utilizing RCMU’s current standards for new transformers.

1. Harvest at Terra Vista – Located on Milliken Avenue, the third phase of the project requires three (3) transformers.

2. Future development on the northwest corner of Milliken Avenue and Jersey Boulevard, the project requires one (1) transformer.

A quote was obtained from Anixter Power Solutions which is the local Southern California distributor of Howard Industries and General Electric (GE) power transformer products and staff determined the quote to be deemed as reasonable.

FISCAL IMPACT:

An appropriation in the amount of $203,100 from Municipal Utility Fund (Fund 705) to account number 1705303-5603 (Capital Outlay – Equipment) is required to fully fund the purchase. The cost of the transformer equipment will be reimbursed to RCMU by the developers of the projects.

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COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s vision for the City by ensuring the construction and maintenance of high-quality public improvements that promote a world class community.

ATTACHMENTS:

None.

DATE:October 4, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Matt Burris, Acting Public Works Services Director/ Deputy City Manager Neil Plummer, Public Works Services Deputy Director
Andrea Bauer, Management Analyst I
SUBJECT: Consideration of a Contract with San Marino Roof Co. for the Emergency Roof Replacement at the Chaffey-Garcia House and the Appropriation of Funds in an Amount Not to Exceed $114,400. (CITY)
RECOMMENDATION:

Staff recommends the City Council:

1. Declare an emergency exists with the potential damage to the structure of the Chaffey-Garcia house from roof leaks due to the existing deteriorating roof system.

2. Award and authorize the execution of a contract with San Marino Roof Co. for the roof replacement at the Chaffey-Garcia House.

3. Authorize the expenditure of $104,000 plus a 10% contingency of $10,400 for a total project cost of $114,400.

4. Appropriate $114,400 from Capital Reserve fund balance to account 1025001-5602.

BACKGROUND:

The City of Rancho Cucamonga leases the property at the Chaffey-Garcia house to the Etiwanda Historic Society. The City acquired this property for the purpose of preserving the designated historic landmark for the benefit of present and future residents of the City of Rancho Cucamonga.

It was brought to the City’s attention that the Chaffey-Garcia house’s roof is in need of replacement. It is estimated to be more than 30 years old and has exhausted its lifespan. The existing roof made of wood shingle roofing material has begun to deteriorate. A recent inspection found a leak located 10 feet west of the chimney on the south elevation that has penetrated the drywall in the south bedroom area. As a result of the compromised existing roofing system, the upcoming rainy season can cause substantial damage to the roof framing as well as the interior of the dwelling if not repaired.

ANALYSIS:

Public Works Services Department contacted the City’s roofing contractor, San Marino Roof Co., for a proposal on replacing the existing wood shingle roof. It was determined the cost to replace the roof will be $104,000. The project will consist of the demolition of the existing wood shingle roof and the installation of a newly treated wood shingle roof to closely resemble the existing roof in order to maintain the historic integrity of the structure.

The City will receive funding of $75,522 sourced from the County of San Bernardino granted to

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the Etiwanda Historic Society to go towards the roof replacement. Subsequently, the City will supplement the cost of the project with $38,878 from Capital Reserve.

If approved a copy of the contract with San Marino Roof Co. will be on file in the City Clerk’s Office.

FISCAL IMPACT:

The roof replacement project at the Chaffey-Garcia House was not included in the FY 2023/2024 budget. Therefore, an appropriation in the amount of $114,400 is needed from Capital Reserve fund balance to account 1025001-5602 (Capital Reserve). The City will work with the Etiwanda Historic Society to receive a reimbursement of $75,522 from the San Bernardino County grant funding.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s core value of promoting and enhancing a safe and healthy community for all by ensuring facilities are properly secured and maintained.

ATTACHMENTS:

None.

DATE:October 4, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Noah Daniels, Finance Director
Kelly Guerra, Special Districts Analyst
SUBJECT: Consideration to Approve and Adopt Resolutions Certifying the Results of Elections and Adding Annexation No's. 2023-7, and 2023-8 to Community Facilities District No. 2022-01 (Street Lighting Services) of the City of Rancho Cucamonga. (RESOLUTION NOS. 2023-107 AND 2023-108) (CITY)
RECOMMENDATION:

Staff recommends the City Council approve and adopt the Resolutions Certifying the Results of Elections and Adding Annexations No. 2023-7, and 2023-8 to Community Facilities District No. 2022-01.

BACKGROUND:

The City Council approved Resolution No. 2022-063 (the “Resolution Authorizing Future Annexation”) authorizing the future annexation of territory to Community Facilities District No. 2022-01 (Street Lighting Services) (the “CFD 2022-01”) to provide maintenance and services to streetlights, traffic signals, and appurtenant facilities for new development.

The City conditions property owners to annex such properties into the existing CFD 2022-01 to fund street light service and maintenance. In August 2023, the Property Owners signed an Annexation Proceeding Deposit Agreement to initiate the annexation process.

ANALYSIS:

In September 2023, the Property Owners submitted their Consent and Waivers and their Official Ballots, one for each annexation, to the City Clerk’s Office Election Official. The Election Official has canvassed the ballots and completed the statement of votes cast (See Exhibit “A” of their respective Resolution). The Property Owners cast their vote unanimously in favor of the special tax levy for CFD 2022-01.

Adoption of the Resolutions constitutes the City Council’s formal action certifying the election results and adding the Annexation Territories to CFD 2022-01 and directs the recordation of an amendment to the existing Notice of Special Tax Lien. By recordation of this amendment, prospective purchasers of the property within the Annexation Territories will have notice of the special tax obligation affecting such properties.

A map showing the property is included in their respective Resolution.

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FISCAL IMPACT:

CFD 2022-01 was formed to be financially self-sufficient, meaning the revenues generated by the District offset the costs of providing services and can be adjusted annually based on changes in the overall operating costs of streetlights.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s goal to ensure the fiscal sustainability of the City’s special districts. This item also supports the City Council’s core values of intentionally embracing and anticipating the future.

ATTACHMENTS:

Attachment 1 – Resolution Certifying the Results of an Election and Adding Annexation 2023-7 Attachment 2 – Resolution Certifying the Results of an Election and Adding Annexation 2023-8

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ATTACHMENT 1
RESOLUTION NO. 2023-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, CERTIFYING THE

RESULTS OF AN ELECTION AND ADDING TERRITORY
TO COMMUNITY FACILITIES DISTRICT NO. 2022-01
(STREET LIGHTING SERVICES) OF THE CITY OF
RANCHO CUCAMONGA, ANNEXATION NO. 2023-7.

WHEREAS, the City Council of the City of Rancho Cucamonga, California (the “City Council”) has previously formed Community Facilities District No. 2022-01 (Street Lighting Services) of the City of Rancho Cucamonga (“CFD No. 2022-01”) pursuant to the Mello-Roos Community Facilities Act of 1982 (the “Act”), as amended, for the purpose of financing certain municipal maintenance services; and WHEREAS, acting pursuant to the Act, the City Council also authorized by the adoption of Resolution No. 2022-063 (the “Resolution Authorizing Future Annexation”) the annexation in the future of territory to CFD No. 2022-01, such territory designated as Future Annexation Area, Community Facilities District No. 2022-01 (the “Future Annexation Area”); and
WHEREAS, at this time the unanimous consent to the annexation of certain territory located within the Future Annexation Area to CFD No. 2022-01 has been received from the property owner of such territory, and such territory has been designated as ANNEXATION NO. 2023-7 (the "Territory"); and
WHEREAS, less than twelve (12) registered voters have resided within the Territory for each of the ninety (90) days preceding the election date established for the Territory, therefore, pursuant to the Act the qualified elector of the Territory shall be the "landowner," as such term is defined in Government Code Section 53317(f), of such Territory and such landowner who is the owner of record as of the applicable election date, or the authorized representative thereof, shall have one vote for each acre or portion of an acre of the parcel of land that landowner owns within such Territory; and WHEREAS, the time limit specified by the Act for conducting an election to submit the levy of the special taxes on the Territory to the qualified elector thereof and the requirements for impartial analysis and ballot arguments have been waived with the unanimous consent of the qualified elector of the Territory; and WHEREAS, the City Clerk of the City of Rancho Cucamonga has caused a ballot to be distributed to the qualified elector of the Territory, has received and canvassed such ballot and made a report to the City Council regarding the results of such canvass, a copy of which is attached as Exhibit “A” hereto and incorporated herein by this reference; and

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ATTACHMENT 1
WHEREAS, at this time the measure voted upon and such measure did receive the favorable vote of the qualified elector of the Territory, and the City Council desires to declare the results of the election; and
WHEREAS, a map showing the Territory and designated as Annexation Map No. 2023-7 (the "Annexation Map"), a copy of which is attached as Exhibit “B” hereto and incorporated herein by this reference, has been submitted to this legislative body.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Rancho Cucamonga, California, acting as the legislative body of Community Facilities District No. 2022-01, as follows:

Section 1. Recitals. The above recitals are true and correct.

Section 2. Findings. This legislative body does hereby further determine as follows:

A. The unanimous consent as described in the recitals hereto to the annexation of the Territory to CFD No. 2022-01 has been given by the owner of the Territory and such consent shall be kept on file in the Office of the City Clerk of the City of Rancho Cucamonga.

B. Less than twelve (12) registered voters have resided within the Territory for each of the ninety (90) days preceding the election date established for the each of the parcels located within the Territory, therefore, pursuant to the Act the qualified elector for the Territory shall be the "landowner" of the Territory as such term is defined in Government Code Section 53317(f).

C. The qualified elector of the Territory has voted in favor of the levy of special taxes on the Territory upon its annexation to CFD No. 2022-01.

Section 3. Territory. The boundaries and parcels of property within the Territory and on which special taxes will be levied in order to pay for the costs and expenses of authorized municipal maintenance services are shown on the Annexation Map as submitted to and hereby approved by this legislative body.

Section 4. Declaration of Annexation. This legislative body does hereby determine and declare that the Territory, and each parcel therein, is now added to and becomes a part of CFD No. 2022-01. The City Council, acting as the legislative body of CFD No. 2022-01, is hereby empowered to levy the authorized special tax within the Territory.

Section 5. Notice. Immediately upon adoption of this Resolution, notice shall be given as follows:

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ATTACHMENT 1
A. A copy of the Annexation Map as approved shall be filed in the Office of the County Recorder no later than fifteen (15) days after the date of adoption of this Resolution.

B. An Amendment to the Notice of Special Tax Lien (Notice of Annexation) shall be recorded in the Office of the County Recorder no later than fifteen (15) days after the date of adoption of this Resolution.

Section 6. Effective Date. This Resolution shall become effective upon its adoption.

PASSED, APPROVED, AND ADOPTED this ________ day of ______________ 2023.

A - 1
ATTACHMENT 1
EXHIBIT “A”

CERTIFICATE OF ELECTION OFFICIAL

AND STATEMENT OF VOTES CAST

B - 1
ATTACHMENT 1
EXHIBIT “B”

ANNEXATION MAP

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ATTACHMENT 2
RESOLUTION NO. 2023-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, CERTIFYING THE

RESULTS OF AN ELECTION AND ADDING TERRITORY
TO COMMUNITY FACILITIES DISTRICT NO. 2022-01
(STREET LIGHTING SERVICES) OF THE CITY OF
RANCHO CUCAMONGA, ANNEXATION NO. 2023-8.

WHEREAS, the City Council of the City of Rancho Cucamonga, California (the “City Council”) has previously formed Community Facilities District No. 2022-01 (Street Lighting Services) of the City of Rancho Cucamonga (“CFD No. 2022-01”) pursuant to the Mello-Roos Community Facilities Act of 1982 (the “Act”), as amended, for the purpose of financing certain municipal maintenance services; and WHEREAS, acting pursuant to the Act, the City Council also authorized by the adoption of Resolution No. 2022-063 (the “Resolution Authorizing Future Annexation”) the annexation in the future of territory to CFD No. 2022-01, such territory designated as Future Annexation Area, Community Facilities District No. 2022-01 (the “Future Annexation Area”); and
WHEREAS, at this time the unanimous consent to the annexation of certain territory located within the Future Annexation Area to CFD No. 2022-01 has been received from the property owner of such territory, and such territory has been designated as ANNEXATION NO. 2023-8 (the "Territory"); and
WHEREAS, less than twelve (12) registered voters have resided within the Territory for each of the ninety (90) days preceding the election date established for the Territory, therefore, pursuant to the Act the qualified elector of the Territory shall be the "landowner," as such term is defined in Government Code Section 53317(f), of such Territory and such landowner who is the owner of record as of the applicable election date, or the authorized representative thereof, shall have one vote for each acre or portion of an acre of the parcel of land that landowner owns within such Territory; and WHEREAS, the time limit specified by the Act for conducting an election to submit the levy of the special taxes on the Territory to the qualified elector thereof and the requirements for impartial analysis and ballot arguments have been waived with the unanimous consent of the qualified elector of the Territory; and WHEREAS, the City Clerk of the City of Rancho Cucamonga has caused a ballot to be distributed to the qualified elector of the Territory, has received and canvassed such ballot and made a report to the City Council regarding the results of such canvass, a copy of which is attached as Exhibit “A” hereto and incorporated herein by this reference; and

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ATTACHMENT 2
WHEREAS, at this time the measure voted upon and such measure did receive the favorable vote of the qualified elector of the Territory, and the City Council desires to declare the results of the election; and
WHEREAS, a map showing the Territory and designated as Annexation Map No. 2023-8 (the "Annexation Map"), a copy of which is attached as Exhibit “B” hereto and incorporated herein by this reference, has been submitted to this legislative body.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Rancho Cucamonga, California, acting as the legislative body of Community Facilities District No. 2022-01, as follows:

Section 1. Recitals. The above recitals are true and correct.

Section 2. Findings. This legislative body does hereby further determine as follows:

C. The qualified elector of the Territory has voted in favor of the levy of special taxes on the Territory upon its annexation to CFD No. 2022-01.

Section 5. Notice. Immediately upon adoption of this Resolution, notice shall be given as follows:

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ATTACHMENT 2
A. A copy of the Annexation Map as approved shall be filed in the Office of the County Recorder no later than fifteen (15) days after the date of adoption of this Resolution.

Section 6. Effective Date. This Resolution shall become effective upon its adoption.

PASSED, APPROVED, AND ADOPTED this ________ day of ______________ 2023.

A - 1
ATTACHMENT 2
EXHIBIT “A”

CERTIFICATE OF ELECTION OFFICIAL

AND STATEMENT OF VOTES CAST

B - 1
ATTACHMENT 2
EXHIBIT “B”

ANNEXATION MAP

DATE:October 4, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Matt Burris, Deputy City Manager, Community & Economic Development Matt Marquez, Director of Planning & Economic Development SUBJECT: Consideration of a Resolution Adopting The City of Rancho Cucamonga Economic Development Strategy. This Item is Exempt from the California Environmental Quality Act Under CEQA Section 15061(b)(3). (RESOLUTION NO. 2023-106) (CITY)
RECOMMENDATION:

Staff recommends the City Council approve the attached resolution adopting the City of Rancho Cucamonga Economic Development Strategy.

BACKGROUND:

In the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in manufacturing, logistics, and other industries. The region is strategically located between major metro areas and connected to the rest of the country and the world by several highways, railways, Ontario International Airport and the nearby Ports of Los Angeles and Long Beach. Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its skilled workforce, high-quality-built environment, and expanding economy. The City of Rancho Cucamonga Economic Development Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire.

The last strategic plan developed for the City’s Economic Development efforts was in 2015. The updated EDS builds on Plan RC, the City’s General Plan, that was adopted in late 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st century world- class community that is grounded in the foundational core values of health, equity, and stewardship. The EDS is intended to fortify linkages with Plan RC and its Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified have been designed to address specific economic development objectives, such as growing the local economy and ensuring community vitality so that the City can continue to provide high-quality public services and amenities.

This staff report will provide a general outline of the EDS and its key features. The full version of the EDS is attached to this staff report for your reading and reference.

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ANALYSIS:

The EDS was designed to serve as a guide for the City over the next five years. It is meant to be a fluid strategy and will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted.

The EDS was informed by a review of regional, state, and global trends, as well as an analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document.

Sections of the EDS describe the strengths, challenges, and opportunities to grow the City’s economy; target industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the document includes a five-year implementation plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies potential partner departments, agencies, or organizations.

Strengths, Opportunities, Challenges
This section of the EDS identifies the City’s strengths, challenges, and opportunities to strengthen the City’s economy.

Strengths:

1. High-quality transportation access. Rancho Cucamonga is located next to major highways, rail transit, and air transport options.

2. Located near major population and employment centers. The City of Rancho Cucamonga is an hour’s drive from Central Los Angeles and Orange County, and an hour and a half from San Diego.

3. Proximity to complementary manufacturing businesses and skilled talent in the local region. San Bernardino County has a concentration of workers with specialized talents and a one-of-a-kind training facility, the InTech Center, located in the neighboring City of Fontana.

4. Well-educated residents. In addition to workers with specialized, manufacturing-related skills, companies in Rancho Cucamonga have access to highly educated workers.

5. High resident incomes. Incomes in Rancho Cucamonga are high compared to the region. The median income in Rancho Cucamonga is approximately $95,000, compared to approximately $70,300 for San Bernardino County.

6. Access to education opportunities that complement key industries in Rancho Cucamonga. Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. Companies in Rancho Cucamonga can also draw talent from other nearby higher education institutions.

7. Quality amenities and built environment. The City has a high-quality built environment.

The City’s roads are well maintained and are well landscaped on major corridors.

8. Quality master planned neighborhoods. Rancho Cucamonga has several comprehensively designed communities that feature quality housing stock and amenities.

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9. Attractive and productive weather. The warm climate and mild winters in Rancho Cucamonga are attractive to residents but also benefit manufacturers due to the relatively few weather-related closure days for companies.

10. Affordable real estate. Land costs in Rancho Cucamonga are relatively affordable compared to the Los Angeles Metro region and coastal communities in Southern California. Low land costs are attractive to companies for reducing costs.

11. Strong performing commercial real estate. Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County.

Challenges:

1. Lack of downtown/city core identity. The City currently lacks a strong identity for its downtown. The City’s General Plan explores “the potential of the area around Victoria Gardens and the Epicenter to become the ‘real downtown’ of Rancho Cucamonga.”

2. Potential retail spending leakage. According to data from the California Department of Tax and Fee Administration, Rancho Cucamonga lags behind San Bernardino County on taxable sales per household for certain retail categories such as clothing apparel, health and personal care stores, and other miscellaneous retail.

3. Shifting trend in retail due to online shopping. Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce.

4. Lack of population densities to attract higher-end retailers. Rancho Cucamonga is a strong fit for many retailers due in part to the City’s high incomes. However, certain retailers are partial to areas with higher concentrated population densities.

5. Mismatch between resident worker talent and city employment opportunities.

Rancho Cucamonga has a skilled workforce, most of which commute outside the city for work. An estimated 85 percent of resident workers commute to nearby communities or Downtown Los Angeles, San Bernardino, or Orange County (PlanRC Existing Conditions Report, 2020).

6. Diminishing supply of vacant land. Beginning in the 1990s and continuing through the 2010s, Rancho Cucamonga experienced strong demand for new development on vacant or sparsely utilized sites. The availability of large tracts of land spurred the development of master planned residential communities, which characterized much of the community’s growth. This has led to diminishing opportunities for new large-scale projects.

7. Pressure for less employment-dense uses like logistics. The logistics boom in the Inland Empire also created demand for warehouse and distribution space in Rancho Cucamonga. While this type of investment may be attractive to individual landowners, it generates less employment and synergy with other businesses compared to other industrial activities.

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8. Older parts of the city have limited access to amenities. Rancho Cucamonga has experienced uneven development and investment across the city. Older neighborhoods, including those in the south and southeast portions of the city, have seen less recent investment in amenities by the private sector.

Opportunities:

1. Leverage transportation infrastructure projects to build a thriving HART District.

The City’s General Plan envisions the HART District as an intense, mixed-use area.

Within the District, Cucamonga Station is positioned to be a major transit hub connecting regional and high-speed rail lines.

2. Attract high-wage and high-skill jobs that match City resident population. Many Rancho Cucamonga residents commute outside the city for work. As Rancho Cucamonga grows as an employment center, the City may be able to retain more residents to work at companies in the City.

3. Complimenting entertainment and hospitality options in Ontario along Fourth Street and I-10. At the northern border of the City of Ontario, there is a cluster of entertainment facilities including the Ontario Mills Mall, the Toyota Arena, Dave & Buster’s, and Topgolf. Additionally, there are several hotels concentrated along the I-10 and adjacent to the Ontario International Airport.

4. Expand entertainment options unique to Rancho Cucamonga. The City’s General Plan stresses the desire of the community for “more fun places to go, more things to do, and more ways to get there.” Residents and visitors want places to congregate, gather, and socialize in lively centers, shopping areas, and arts, culture, and entertainment venues.

5. Build a vibrant downtown. Through the City’s community engagement process for the City’s recently updated General Plan, the community expressed a desire for creating vibrant activity nodes and a “real downtown.”

6. Capture more resident retail spending. Rancho Cucamonga is currently a regional retail destination, but residents may be traveling outside the city for certain purchases.

7. Leverage and grow international food manufacturing. Rancho Cucamonga’s specialization in food manufacturing and access to the Ports of Los Angeles and Long Beach and ONT could position the city to attract additional international food manufacturing companies. Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia.

The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma.

8. Leverage and grow the aerospace industry. Southern California has a large concentration of aerospace businesses, which is particularly concentrated in Orange County and Los Angeles County. San Bernardino County also has a fast-growing aerospace sector with nearly 300 aerospace-related manufacturers and several aerospace international companies based in Korea, China, Japan, Britain, France, and Switzerland.

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9. Attract businesses in emerging green technology sectors such as electric vehicle- related manufacturing. California is striving toward increasing the number of electric vehicles in the State. Its push toward electric vehicles will likely spur significant growth in this sector. Rancho Cucamonga is well positioned to leverage its location and concentrated advanced manufacturing sector. Water supply technology is another emerging sector that Rancho Cucamonga could leverage. Water security has been a growing concern in California for decades. The development and manufacturing of water supply technologies is an emerging sector with immediate relevance in Southern California. Rancho Cucamonga is already home to a leading company developing technology equipment for water treatment plants, Biwater, an international company based in the UK that moved operations from Los Angeles County to Rancho Cucamonga because of proximity to their vendors and to industries that support their operations.

10. Grow an expanding healthcare sector. Health care and social assistance currently account for a significant portion of the City’s employment at approximately 10 percent of the City’s total jobs. While the concentration of health care and social assistance jobs is somewhat lower compared to San Bernardino County and the overall State of California, the sector is growing faster in Rancho Cucamonga than in the County or the State.

11. Leverage strong sector in local and regional household serving office-based industries. The City’s concentrated professional services industry contains many offices that provide legal, tax, and design services to the local and regional community. Many of these types of services require a physical presence to serve customers and are more likely to be resilient to shifts to online platforms and telecommuting. Rancho Cucamonga is well- positioned to grow as a hub for these types of office-based services based on the presence of high quality attainably priced residential options.

12. Expand professional and technical services that complement the City’s manufacturing sectors. Professional service companies with offices in Rancho Cucamonga such as CDM Smith and Atlas Testing Laboratories complement the advanced manufacturing sector in the City. Rancho Cucamonga could attract more companies that offer engineering, marketing, and other complementary services to the City’s manufacturing businesses.

Target Industries
The City is committed to attracting and retaining high quality jobs to grow and diversify Rancho Cucamonga’s economy and to reduce residents commuting outside the City. This is best accomplished by targeting industries that have a unique advantage to growing. These target industries were identified based on their employment size, growth, and concentration in the City and on the size and performance of the sectors in the larger region. The target industries are sectors that are not only strong in Rancho Cucamonga but are also strong industries in the Inland Empire that the City can leverage and build on. The EDS provides a special focus on growing and supporting the target industries sectors. Tailored strategies are included to leverage the City’s unique strengths in these industries.

Target industries that are well-positioned to grow and diversify Rancho Cucamonga’s economy include:

1. Advanced Manufacturing - manufacturing activity involving innovative technologies and requiring skilled workers with technical knowledge and training. Advanced manufacturers

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span industries that include the production of aerospace equipment, medical devices, and computer components.

2. Medical Manufacturing - involves the production of medical equipment and medicine.

3. Food and Beverage Manufacturing - food and beverage manufacturing is a unique segment of Rancho Cucamonga’s manufacturing sector that contains about 1,400 jobs and is concentrated in the City relative to San Bernardino County, which itself contains a large amount of activity in the sector.

4. Finance, Insurance and Real Estate - Rancho Cucamonga has a high concentration of the region’s finance, insurance, and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment.

5. Professional and Medical Services - Professional service firms range from engineering and design companies to legal and accounting firms. Rancho Cucamonga has approximately 2,700 professional service jobs, which accounts for five percent of total employment.

Goals and Strategies
The ultimate goal of the EDS is to help establish Rancho Cucamonga as the cultural and economic hub of the Inland Empire. To accomplish this, the EDS establishes four guiding goals, which include the following:

1. Grow and Diversify the City’s Economy

2. Enhance the Quality of Life

3. Expand Retail, Entertainment, and Hospitality

4. Foster Growth of Local Businesses and Workforce
These goals organize the EDS’s strategies, which provide more specific guidance to the City through a series of actions. A summary is shown below and additional details on related action items and the strategy’s implementation plan can be found in the EDS document.

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Planning Commission Review
The Planning Commission reviewed the EDS at their meeting of August 23, 2023. They were asked to provide feedback and comments to staff, prior to the City Council’s review of the document. During their discussion, Commissioners discussed the City’s existing cultural landmarks and museums, and how they should be featured as assets in staff’s business attraction efforts. There were comments made related to the office market and an inquiry on its performance, as well as an inquiry on the state of brick-and-mortar locations due to the rise of E- commerce. Commissioners discussed strengthening the City’s partnerships with educational institutions and their appreciation for the EDS including manufacturing that addresses environmental sustainability such as electric vehicles. Furthermore, there was a suggestion to include in the EDS, information related to the City’s strong and effective public safety program.

Commissioners felt staff should include this in their business attraction efforts if it is not already being done.

Workforce development was also an item the Commission discussed during their review of the EDS. Commissioners believe it is necessary to ensure local businesses have the skilled workforce they need to succeed and therefore it important to work with members of the community

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to ensure they have the skills necessary to fit the needs of the business community. The significance of culture and history was noted by a Commissioner, and the stories associated with the City’s history should remain a key component of business attraction efforts. Lastly, the Commission made it a point to discuss the importance of business retention and expansion efforts, as existing businesses need to be afforded every opportunity to continue to grow their operations.

At the end of their discussion, the Commission felt it was appropriate that the EDS move forward for City Council review. Staff’s commitment to annually review the EDS and report on the status of its implementation is something Commissioners appreciated and will be looking forward to in the future.

FISCAL IMPACT:

None
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s Core Values of “Intentionally embracing and anticipating the future”, and “Equitable prosperity for all” by ensuring that Rancho Cucamonga’s vibrant economy ensures prosperity and opportunities now and in the future.

ATTACHMENTS:

Attachment 1 - Resolution No. 2023-106
Attachment 2 - City of Rancho Cucamonga Economic Development Strategy Attachment 3 - City of Rancho Cucamonga Economic Development Strategy – Background Report

Resolution No. 2023-XXX - Page 1 of 1
RESOLUTION NO. 2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO

CUCAMONGA, CALIFORNIA, ADOPTING THE CITY OF RANCHO

CUCAMONGA ECONOMIC DEVELOPMENT STRATEGY
WHEREAS, the City’s last Economic Development Strategic Plan was adopted in 2015; and WHEREAS, in 2021, the City of Rancho Cucamonga adopted an updated General Plan known as Plan RC; and
WHEREAS, during the development of Plan RC, it was determined that the City would create a separate Economic Development Strategy after Plan RC was completed and adopted; and WHEREAS, in the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in manufacturing, logistics, and other industries; and

WHEREAS, Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its skilled workforce, high-quality-built environment, and expanding economy; and WHEREAS, Plan RC lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of health, equity, and stewardship; and
WHEREAS, the Economic Development Strategy is intended to fortify linkages with Plan RC and its Big Ideas; and
WHEREAS, the goals and strategies identified in the Economic Development Strategy have been designed to address specific economic development objectives, such as growing the local economy and ensuring community vitality so that the City can continue to provide high-quality public services and amenities; and
WHEREAS, on August 23, 2023, the Planning Commission reviewed the Economic Development Strategy and provided comments and feedback to staff.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA HEREBY RESOLVES AS FOLLOWS:

Section 1.The above recitals are true and correct and are a substantive part of this Resolution.

Section 2.The City Council hereby adopts the Rancho Cucamonga Economic Development Strategy.

Section 3.The Economic Development Strategy is exempt from the California Environmental Quality Act Under CEQA Section 15061(b)(3).

Section 4.The City Clerk shall certify the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 4th day of October, 2023.

ATTACHMENT 1
Attachment 2
City of Rancho Cucamonga | Economic Development Strategy 2023 2 Table of Contents

1. Introduction 3

1.1 About the Economic Development Strategy 3

1.2 Heart of the Matter 3

2. Strengths, Opportunities, Challenges 4

2.1 Strengths 4

2.2 Challenges 5

2.3 Opportunities 6

3. Target Industries 9

3.1 Advanced Manufacturing 10

3.2 Medical Manufacturing 10

3.3 Food and Beverage Manufacturing 11

3.4 Finance, Insurance, and Real Estate 11

3.5 Professional and Medical Services 12

4. Goals and Strategies 13

4.1 Grow and Diversify the City’s Economy 14

4.2 Enhance the Quality of Life 17

4.3 Expand Retail, Entertainment, and Hospitality 19

4.4 Foster Growth of Local Businesses and Workforce 20

5. Looking Ahead 23

6. Implementation Plan 24

City of Rancho Cucamonga | Economic Development Strategy 2023 3 Introduction
In the last decade, the Inland Empire has experienced remarkable growth, experiencing increases in population, employment opportunities, and investment in manufacturing, logistics, and other industries. The region is strategically located between major metro areas and connected to the rest of the country and the world by several highways, railways, Ontario International Airport and the nearby Ports of Los Angeles and Long Beach. Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its skilled workforce, high -quality-built environment, and expanding economy. The Economic Development Strategy (EDS) is a five -year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire.

About the Economic Development Strategy
The EDS will guide the City’s economic development activities over the next five years. The document identifies goals and strategies that will serve as a road map for City staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Division, but the success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations.

The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future marke t conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document.

The following sections describe the strengths, challenges, and opportunities to grow th e City’s economy; key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five -year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations.

Heart of the Matter
The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021. The General Plan lays out a series of strategie s to chart a path towards building a 21st century world -class community that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is to create a city for people – a city of great neighborhoods, natural open s paces 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 PlanRC, the city will develop to be more welcoming and accessible to both residents and visitors.

To meet the vision and core values of PlanRC, five Big Ideas were identifie d:
• Design for People First: focus should be on people and development must be human scale and inviting;
• Provide Connectivity and Accessibility : provide a r ange of travel options including new opportunities for walking, bicycling and transit;
• Create Destinations: places to congregate, gather, and socialize; • Cultural and Economic Hub of the Inland Empire : a downtown area, or several major activity centers, with varied cultural opportunities and public art; and • Address Environmental Justice: 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.

The EDS is intended to fortify linkages with PlanRC and the Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified have been designed to addr ess specific economic development objectives: improve health outcomes City of Rancho Cucamonga | Economic Development Strategy 2023 4 through economic attainment, grow the local economy, diversify the local economy, build economic health and long-term fiscal resiliency, and ensure community vitality so that it can continue to provide high-quality public services and amenities.

Within each of the strategies are achievable and measurable action items designed to serve as a guide for the City over the next five years. The EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho Cucamonga will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making Rancho Cucamonga a special place to live, work, and thrive.

Strengths, Opportunities, Challenges
This section identifies the City’s strengths, challenges, and opportunities to strengthen the City’s economy.

Strengths
High-quality transportation access. Rancho Cucamonga is located next to major highways, rail transit, and air transport options. Interstate 10 and Interstate 15 are located along the borders of the City, and State Highway 210 and Foothill Boulevard (Historic Route 66) run through the center of Rancho Cucamonga.

These highways provide access to shipping routes to the north and east of the County and access to the Ports of Los Angeles and Long Beach. The n earby Ontario International Airport (ONT) is a growing passenger and logistics hub. In recent years, Ontario International Airport has been one of the fastest- growing airports in the country. The San Bernardino International Airport is also expanding its services and now has regular passenger service for the first time, and Los Angeles International Airport (LAX) and John Wayne Airport ( SNA) are a reasonable distance from the city to be a potential option for travelers to the area. The City also has a Metrolink rail station that runs directly to Downtown Los Angeles, and there are plans to build a high-speed rail line that will connect Rancho Cucamonga to Las Vegas. Additionally, the City has access to two Class I railroads, Union Pacific and BNSF , which hav e continued to improve this level of service for freight shipping across the country.

Located near major population and employment centers. The City of Rancho Cucamonga is an hour’s drive from Los Angeles and Orange County, and an hour and a half from San Diego. Proximity to these areas allows for access to major consumer markets, workforce talent, and complimentary businesses across industry sectors.

Proximity to compl ementary manufacturing businesses and skilled talent in the local region. San Bernardino County has a concentration of workers with specialized talents and a one -of-a-kind training facility, the InTech Center, located in the neighboring City of Fontana that specializes in build ing skills that are desirable to manufacturing companies in various sectors. The County contains many complimentary businesses to manufacturing. Warehousing and distribution centers are an example of complementary businesses that have grown significantly in the local region. Manufacturers in Rancho Cucamonga benefit from the City’s proximity to customer distribution centers.

Well-educated residents. In addition to workers with specialized, manufacturing-related skills, companies in Rancho Cucamonga have acc ess to highly educated workers. Residents in Rancho Cucamonga are particularly well -educated compared to the rest of the local region. In 2021, 37 percent of Rancho Cucamonga residents held a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall. Educated residents and workers are attractive to companies with skilled worker needs and retail businesses looking for high-income customer bases.

High resident incomes . Incomes in Rancho Cucamonga are high compared to the region. The median income in Rancho Cucamonga is approximately $95,000 , compared to approximately $70,300 for San Bernardino County.

City of Rancho Cucamonga | Economic Development Strategy 2023 5 Access to education opportunities that complement key industries in Rancho Cucamonga. Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. These schools have been valuable for Rancho Cucamonga employers to gain access to interns and apprentices.

Companies in Rancho Cucamonga can also draw talent from other nearby higher education institutions such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area. Many of these schools offer vocational training and industry -specific programs that complement the expanding sectors in the area such as advanced manufacturing and aerospace. For example, Cal Poly Pomona ’s Department of Aerospace Engineerin g provides a hands-on engineering program to ready students for working in the aerospace industry.

Quality amenities and built environment. The City has a high-quality built environment. The City’s roads are well maintained and are well landscaped on major corridors. The City’s de facto core, Victoria Gardens, provides a pedestrian-friendly, and urban design-rich experience for local and regional shoppers. The City is growing and attracting quality talent because of the high quality of life in the City.

Quality master planned neighborhoods . Rancho Cucamonga has several comprehensively designed communities that feature quality housing stock and amenities.

Attractive and productive weather. The warm climate and mild winters in Rancho Cucamonga are attractive to residents but also benefit manufacturers due to the relatively few weather-related closure days for companies. Additionally, the mild weather on the Southern California coast makes the nearby Ports of Los Angeles and Long Beach more efficient relative to ports along the northern and eastern U.S. coasts.

Affordable real estate. Land costs in Rancho Cucamonga are relatively affordable compared to the Los Angeles Metro region and coastal communities in Southern California. Low land cost s are attractive to companies for reducing costs, and attainably priced housing allows companies to recruit workers that can live in or near the City.

Strong performing commercial real estate. Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County.

World class public safety improves trust, desirability and attractiveness of the Community or City.

Public safety plays a critical role in supporting economic growth and vitality by enhancing the desirability of the City as a place to live and locate a business. It also has a direct impact on the levels of community trust and creating safe places to gath er and socialize. The Rancho Cucamonga Police Department, Rancho Cucamonga Fire District, Animal Services Department and Community Improvement Division provide critical services to the public including law enforcement, fire and emergency services, animal control, care, and adoption services along with community and property maintenance and improvement. The Public Safety Workgroup works to maintain a safe, enjoyable and prosperous community making the city a top choice for residents, visitors and businesses.

Challenges
Lack of downtown/city core identity. The City currently lacks a strong identity for its downtown. The City’s General Plan explores “the potential of the area around Victoria Gardens and the Epicenter to become the ‘real downtown’ of Rancho Cucamonga.”
Potential retail spending leakage. According to data from the California Department of Tax and Fee Administration, Rancho Cucamonga lags behind San Bernardino County on taxable sales per household for certain retail categories such as clothing apparel, automotive-related products and services, health and personal care stores, and other miscellaneous retail. This suggests that r esidents in Rancho Cucamonga may be traveling outside the City to make certain purchases.

Shifting trend in retail due to online shopping. Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e -commerce. However, while increased online s ales have reduced the City of Rancho Cucamonga | Economic Development Strategy 2023 6 demand for in-store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms. Over the last two years, the COVID -19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term impacts from COVID -19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping.

Lack of population densities to attract higher-end retailers. Rancho Cucamonga is a strong fit for many retailers due in part to the City’s high incomes. However, certain retailers are partial to areas with high er concentrated population densities. High-end coffee businesses, grocers, and full-service restaurants often seek to locate in areas with high population densities with access to at least 200,000 pe ople within a one to three-mile radius, which is typically achieved in highly populated city downtowns.

Mismatch between resident worker talent and city employment opportunities. Rancho Cucamonga has a skilled workforce, most of which commute outside the city for work. An estimated 85 percent of resident workers commute to nearby communities or Downtown Los Angeles, San Bernardino, or Orange County (PlanRC Existing Conditions Report, 2020).

Diminishing supply of vacant land . Beginning in the 1990s and cont inuing through the 2010s , Rancho Cucamonga experienced strong demand for new development on vacant or sparsely utilized sites . The availability of large tracts of land spurred the development of master planned residential communities, which characterized much of the community ’s growth. This has led to diminishing opportunities for new large- scale projects. A similar dynamic has occurred with commercial and industrial land as many of the most attractive sites with access to rail and highway infrastructure have been developed.

Pressure for less employment-dense uses like logistics. The logistics boom in the Inland Empire also created demand for warehouse and distribution space in Rancho Cucamonga. Businesses in this industry have been able to pay higher land costs for desirable sites. While this type of investment may be attractive to individual landowners , it generates less employment and synergy with other businesses compared to other industrial activities.

Older parts of the city have limited access to amenities. Like many communities, Rancho Cucamonga has experienced uneven development and investment across the city. Older neighborhoods within Rancho Cucamonga, including those in the south and southeast portion s of the city, have see n less recent investment in amenities by the private sector.

Opportunities
Leverage transportation infrastructure projects to build a thriving HART District . The City’s General Plan envisions the HART District as an intense, mixed-use area. Within the District, the Cucamonga Station is positioned to be a major transit hub connecting regional and high-speed rail lines. The HART District has strong potential to become a thriving new district in the city that attracts new talent and employers to the City.

Attract high-wage and high-skill jobs that match City resident population. Many Rancho Cucamonga residents commute outside the city for work. As Rancho Cucamonga grows as an employment center, the City may be able to retain more residents to work at companies in the City.

Complimenting entertainment and hospitality options along Fourth Street and the I-10 Freeway. At the southern border of the city limits, there is a cluster of entertainment facilities including the Ontario Mills Mall, the Toyota Arena, Dave & Buster’s, and Topgolf. Additionally, there are several hotels concentrated along the I-10 and adjacent to the Ontario International Airport.

Expand entertainment options unique to Rancho Cucamonga . The City’s General Plan stresses the desire of the community for “more fun places to go, more things to do, and more ways to get there.” Residents and visitors want places to congregate , gather, and socialize in lively centers, shopping areas, and arts, culture, and entertainment venues.

City of Rancho Cucamonga | Economic Development Strategy 2023 7 Build a vibrant downtown. Through the City’s community engagement process for the City’s recently updated General Plan, the community expressed a desir e for creating vibrant activity nodes and a “real downtown.”
Capture more resident retail spending. Rancho Cucamonga is currently a regional retail destination, but residents may be traveling outside the city for certain purchases. The City could capture m ore of its residents’ purchases by attracting more retail businesses that match residents’ needs.

Leverage and grow i nternational food manufacturing . Rancho Cucamonga’s specialization in food manufacturing and access to the Ports of Los Angeles and Long B each and Ontario International Airport could position the city to attract additional international food manufacturing companies. Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma.

Leverage and grow the aerospace industry. Southern California has a large concentration of aerospace businesses, which is particularly concentrated in Orange County and Los Angeles County. San Bernardino County also has a fast -growing aerospace sector with nearly 300 aerospace -related manufacturer s and several aerospace international companies based in Korea, China, Japan, Britain, France, and Switzerland.

Rancho Cucamonga is home to several aerospace-related companies including Air Components Inc, Hartwell Corporation, Gentex, General Micro Systems, and Pneudraulics Inc.

Attract businesses in emerging green technology sectors such as electric vehicle -related manufacturing. California is striving toward increasing the number of electric vehicles in the State. By 2035, most new cars and light trucks sold in California will be zero -emission vehicles, including plug -in hybrid electric vehicles .1 As the most populous and wealth y U.S. state, California’s push toward electric vehicles will likely spur significant growth in this sector. Rancho Cucamonga is well positioned to leverage its location and concentrated advanced manufacturing sector to take advantage of the growth in electric vehicle-related manufacturing. Rancho Cucamonga is located near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and companies in Rancho Cucamonga have access to electric vehicle talent from companies like Tesla and Ford. Additionally, Rancho Cucamonga is near areas such as Mountain Pass, CA, which are rich with rare earth minerals that are necessary for electric vehicle production. Water supply technology is another emerging sector that Rancho Cucamonga could leverage.

Water security has been a growing concern in Califor nia for decades, and the State has moved towards measures and major investments to increase water supply security. The development and manufacturing of water supply technologies is an emerging sector with immediate relevance in Southern California.

Rancho Cucamonga is already home to a leading company developing technology equipment for water treatment plants , Biwater, an international company based in the UK that moved operations from Los Angeles County to Rancho Cucamonga because of proximity to their vendors and to industries that support their operations.2 There are several water supply technology programs offered at local colleges including San Bernardino Valley College, and Los Angeles Trade-Technical College.

Grow an expanding healthcare sector. Heal th care and social assistance currently account for a significant portion of the City’s employment at approximately 10 percent of the City’s total jobs. While the concentration of health care and social assistance jobs is somewhat lower compared to San Ber nardino County and the overall State of California, the sector is growing faster in Rancho Cucamonga than in the County or the State.

Leverage strong sector in local and regional household serving office -based industries. The City’s concentrated professional services industry contains many offices that provide legal, tax, and design services to the local and regional community. Many of these types of services require a physical presence to serve customers and are more likely to be resilient to shifts to o nline platforms and telecommuting.

Rancho Cucamonga is well-positioned to grow as a hub for these types of office -based services based on the presence of high quality attainably priced residential options.

1 https://ww2.arb.ca.gov/news/california-moves-accelerate-100-new-zero-emission-vehicle-sales-2035 2 https://siteselection.com/issues/2022/sep/the-world-finds-a-home-in-san-bernardino-county.cfm City of Rancho Cucamonga | Economic Development Strategy 2023 8 Expand professional and technical services that co mplement the City’s manufacturing sectors.

Professional service companies with offices in Rancho Cucamonga such as CDM Smith and Atlas Testing Laboratories complement the advanced manufacturing sector in the City. Rancho Cucamonga could attract more companies that offer engineering, marketing, and other complementary services to the City’s manufacturing businesses.

City of Rancho Cucamonga | Economic Development Strategy 2023 9 Target Industries
The City is committed to attracting and retaining high quality jobs to grow and diversify Rancho Cucamonga’s economy and to reduce residents commuting outside the City. This is best accomplished by targeting industries in the City that have a unique advantage to growing. Target industries that are well - positioned to grow and diversify Rancho Cucamonga’s economy include:
• Advanced Manufacturing
• Medical Manufacturing
• Food and Beverage Manufacturing
• Finance, Insurance and Real Estate
• Professional and Medical Services
These target industries were identified based on their employment size, growth, and concentration in the City and on the size and performance of the sectors in the larger region. The target industries are sectors that are not only strong in Rancho Cucamonga but are also strong industr ies in the Inland Empire that the City can leverage and build on. The EDS provides a special focus on growing and supporting the target industries sectors. Tailored strategies are included to leverage the City’s unique strengths in the se industries.

The following is a table summarizing the target industry sectors based on the location quotient.

Industry
Rancho
Cucamonga
Jobs
Share of
Rancho
Cucamonga
Jobs
Rancho
Cucamonga/San
Bernardino
County LQ1
Manufacturing Industries
Advanced Manufacturing 1,974 3.2% 2.7
Medical Manufacturing 1,955 3.2% 5.8
Food and Beverage Manufacturing 1,398 2.3% 1.3
Office Industries
Finance, Insurance, and Real Estate 5,789 9.4% 3.3
Professional Services2 2,707 4.4% 2.7
Source: Data Axel, 2022; QCEW, 2021.

Note:
1 Location Quotient (LQ) is a measure of how concentrated an industry is relative to a larger geography.

The LQ shown here represents the concentration of jobs in the City compared to San Bernardino County. A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. 2 Health services jobs are not included in the data shown here. Medical service jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth.

City of Rancho Cucamonga | Economic Development Strategy 2023 10 Advanced Manufacturing
Advanced manufacturing is characterized by manufacturing activity involving innovative technologies and requiring skilled workers with technical knowledge and t raining. Advanced manufacturers span industries that include the production of aerospace equipment, medical devices, and computer
components.

In Rancho Cucamonga, there are approximately 2,000
advanced manufacturing jobs in the City (excluding medical manufacturing jobs , which is included as its own target industry sector in the EDS).

Aerospace and electric vehicles are among the a dvanced manufacturing industries with opportunities to grow in the City. The manufacturing of electric vehicles could be well suited to Rancho Cucamonga due to the City’s location near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and the City’s proximity to areas that are rich with rare earth minerals . Rancho Cucamonga is already home to s everal aerospace manufacturing
companies, the largest of which include Air Components Inc, Hartwell Cor poration, and Pneudraulics Inc. Among
electronic manufacturers, the City’s largest employers
include Arlon Electronic Materials , Celco-Pacific Division , and VPG Transducers.

Top Advanced Manufacturers in Rancho Cucamonga3
• Consolidated Precision Products
• Pneudraulics Inc.
• Arlon Electronic Materials

Medical Manufacturing
In Southern California, pharmaceutical manufacturing forms a significant share of the region’s economy with the largest concentrations of employment in Orange County and Los Angeles County. Medical manufacturing can generally be considered advanced manufac turing, but on its own, it represents a significant number of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga and is highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Amphastar Pharmaceuticals is the City’s largest medical manufacturer and one of the City’s largest employers. Other significant employers include medical device and surgical instrument manufacturers such as Comar, Eagle Labs , and Mediflex Inc. The concentrated presence of medical manufacturing in the City indicates the likelihood of a local business ecosystem involving complementary businesses and educated talent that could be leveraged for future growth in this sector.

3 Based on employment size provided by Data Axel (2022).

Aerospace in the Region
Southern California is home to most of the
State’s advanced manufacturing companies.

Los Angeles County accounts for half of
California’s aircraft, engine, and parts
manufacturing industry establishments, and
Orange County follows with nearly a quarter
of total establishments. San Bernardino
County accounts for the third largest
concentration of firms in the State, containing
approximately seven percent of firms.

In San Bernardino County several aerospace
companies have found success, attributing
their companies’ achievements to the
County’s business friendliness, competitive
cost structure and logistics network, and
presence of skilled engineers from nearby
universities. Favorable year-round weather
for flying and access to a workforce
specialized in aerospace also makes
Southern California and San Bernardino
County attractive to aerospace companies.

City of Rancho Cucamonga | Economic Development Strategy 2023 11 Top Medical Manufacturers in Rancho Cucamonga
• Amphastar Pharmaceuticals Inc
• Comar
• Eagle Labs

Food and Beverage Manufacturing
Los Angeles and Orange County are major centers for food and beverage manufacturing in California, and in San Bernardino County there are over 300 food and beverage manufacturing companies . Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s manufacturing sector that contains about 1,400 jobs and is concentrated in the City relative to San Bernardino County, which itself contains a large amount of activity in the sector.

Frito Lay Inc., Coca-Cola Bottling Co, Cerenzia Foods Inc, and Evolution Fresh are among the City’s largest food and bevera ge manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that employ a significant number of workers in the city. This sector also includes several breweries that provide the added benefit for creating a sense of place in the community and potential regional destination in Rancho Cucamonga. While there is currently some wine-related production in the City, Rancho Cucamonga has a history of winemaking, and the growth of wineries in the City could complement the City’s growth of breweries.

Top Food and Beverage Manufacturers in Rancho Cucamonga • Frito Lay Inc.
• Coca-Cola Bottling Co
• Nongshim USA

Finance, Insurance, and Real Estate
Rancho Cucamonga has a high concentration of the region’s finance, insuran ce, and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Insurance -related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium-sized insurance broker firms.

In addition to several national banking branches, a large portion of the finance-related companies in Rancho Cucamonga are small mortgage lenders, portfolio management, and investment firms. Among real estate- related firms, most in the city are medium to small offices of real estate agents and brokers.

Top Finance, Insurance, and Real Estate Companies in Rancho Cucamonga • Inland Empire Health Plan
• First American Title
• CorVel Corporation
City of Rancho Cucamonga | Economic Development Strategy 2023 12 Professional and Medical Services
Professional service firms range from engineering and design companies to legal and accounting firms.

Rancho Cucamonga has approximately 2,700 professional service jobs, which accounts for five percent of total employment. Rancho Cucamonga represents a hub for professional services in the region. The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. L arge professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community. Medical service jobs are part of a significant and expanding healthcare and social assistance sector in the City and include offices of physicians, dentists, and other healthcare professionals.4 Top companies in Rancho Cucamonga
• CDM Smith
• Atlas Testing Laboratories
• Advanced Office

Attracting and retaining the target industries will have many benefits to the City and the region. These benefits are identified in the figure below.

4 Health services jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth.

City of Rancho Cucamonga | Economic Development Strategy 2023 13 Goals and Strategies
The ultimate goal of the EDS is to help establish Rancho Cucamonga as the cultural and economic hub of the Inland Empire. To accomplish this, the EDS establishes four
guiding goals, which include:

1. Grow and Diversify the City’s Economy

2. Enhance the Quality of Life

3. Expand Retail, Entertainment, and Hospitality

4. Foster Growth of Local Businesses and Workforce
These goals organize the EDS’s strategies, which provide more specific guidance to the City through a series of actions.

The ultimate goal of the EDS is to
help establish Rancho
Cucamonga as the cultural and
economic hub of the Inland
Empire.

City of Rancho Cucamonga | Economic Development Strategy 2023 14

1. Grow and Diversify the City’s Economy

1.1 Grow the City’s target industry sectors
The target industry sectors in Rancho Cucamonga include those that employ a significant number of workers, are highly concentrated in the City, and are well-positioned to grow and increase the value of sectors that lead the City’s economy. The target industry sectors include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance, and real estate; and professional services.

Action 1.1A Coordinate with San Bernardino County’s Economic Development Agency to recruit new companies. San Bernadino County’s Economic Development Agency assists companies with locating within the County. Coordinate with the County to help match employers with strategic locations in Rancho Cucamonga.

Action 1.1B Coordinate with the Governor’s Office of Business and Economic Development (GO-Biz) to recruit new companies. GO-Biz provides consultation services to business owners including site selection at no cost. Coordinate with GO-Biz to help match employers with strategic locations in Rancho Cucamonga.

Action 1.1C Connect new businesses with resources from the State . The State of California offers resources such as tax credits to businesses that want to locate in California or stay and grow in California. Promote available resources to businesses as part of efforts to recruit businesses to the City.

Action 1.1D Recruit new businesses in the City’s target industry sectors . Work internally and with partners to identify companies in the target industries that are well - matched for Rancho Cucamonga and engage in outreach to these businesses.

Action 1.1E Convene working meetings with local business representatives from industries in the City’s target industries . Use meetings to foster relationships between the Economic Development Division and peer companies to learn about challenges and opportunities to support target industry businesses in the City.

Action 1.1F Complete a c omprehensive review of the fee structure and cost of doing business in Rancho Cucamonga . Compare Rancho Cucamonga’s fees and development process to peer and competitor cities to ensure the City’s competitive position is maintained.

1.2 Market to businesses the advantages of locating in the City Rancho Cucamonga is an ideal location for many businesses. The advantages of locating in the City should be clearly defined and available to employers looking to start or relocate their business.

Action 1.2A Develop materials that market advantages for locating in Rancho Cucamonga. Rancho Cucamonga has many attractive qualities for businesses such as access to high-quality transportation, skilled and educated talent, and educational opportunities. The City also features a high quality built environment, attractive master planned neighborhoods, and a diverse housing stock . Making materials will p rovide a special focus on the City’s target industry sectors when crafting promotional materials to aid in business recruitment.

Action 1.2B Continue to regularly update “Rancho Cucamonga at a Glance” and “Retail Opportunity” marketing materials. The City currently publishes documents that promote the City’s demographics as they related to economic vibrancy . Continue to update these materials regularly and make them available on the Economic Development Division’s webpage.

City of Rancho Cucamonga | Economic Development Strategy 2023 15 Action 1.2C Develop promotional materials on the Economic Development Division webpage that profiles the City’s access to recreational and community parks and cultural amenities . Rancho Cucamonga has access to scenic nature and outdoor recreational spaces such as the North Etiwanda Preserve, Etiwanda Falls Trail, San Bernardino National Forest, hillside open spaces, multipurpose trails, and equestrian trails in addition to cultural landmarks such as the Sam and Alfreda Maloof Foundation for Arts and Crafts , Cucamonga Service Station , and the Chaffey-Garcia House . Develop marketing materials that promote the City’s access to nature and outdoor recreation and cultural amenities . Also include information that informs businesses and residents about environmental policies and initiatives, future new green space, and outdoor recreational infrastructure.

Action 1.2D Implement the Marketing and Communications Plan. The Economic Development Division has completed a Strategic Marketing and Communications Plan that complements the E conomic Development Strateg y. The Marketing and Communications Plan further strengthens the economic development function for the City of Rancho Cucamonga.

1.3 Recruit and retain international companies
Rancho Cucamonga is an attractive location for internati onal manufacturing companies for many reasons including the City’s proximity to the Ports of Los Angeles and Long Beach and the City’s access to highways that allows convenient shipping around the U.S. and to Canada and Mexico.

Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia . T he City is also home to a Mission Foods facility, a subsidiary of Mexico -based, global food company, Gruma. Additionally, several international aerospace companies are based in San Bernardino County.

Action 1.3A Connect business es with resources through the San Bernar dino County Economic Development Agency. The County offers services to inform businesses about opportunities to expand mar kets on a global scale and attract investment from abroad.

Action 1.3B Connect businesses with resources from State, and International & Trade programs. GO-Biz manages international business programs such as the California STEP program , which offers financial assistance to eligible California small businesses pursuing export sales in foreign markets.

Action 1.3C Develop an international marketing program to attract foreign businesses.

Create an inter national marketing program that includes training events for lo cal businesses, City staff, and other stakeholders to engage with foreign companies.

The marketing program will provide a special focus on the City’s target industries.

1.4 Connect businesses with commercial space opportunities in the City Rancho Cucamonga’s Economic Development staff currently assists businesses with the process of finding a suitable location in the City. Additional efforts to attract and assist companies considering relocating to Rancho Cucamonga may increase the number of businesses locatin g in the City.

Action 1.4A Continue support for the “Site Selection Assistance” service in the City and enhance the promotion of the service. Assign site selection assistance to specific staff members and include brief bios of the staff that are involved with site selection to foster the feeling of a personal experience.

Action 1.4B Maintain customer service orientation in the “Site Selection Assistance ” service. The City will allocate resources to provide customized and attentive services to requests for location assistance in the City.

City of Rancho Cucamonga | Economic Development Strategy 2023 16 Action 1.4C Prepare a “viewbook” promoting a range of commercial space examples available in the City. Create a viewbook that highlights a selection of high quality available commercial space in the City and how the City’s quality of life can contribute to opportunities and benefits for business owners and employees in terms of the local business environment and lifestyle. Ensure the viewbook is provided online and as a printout.

Action 1.4D Market vacant office, retail, and industrial spaces on the City’s website .

Provide a comprehensive inventory of vacant commercial spaces on the City’s Economic Development Division webpage. City staff will benchmark efforts against competitor cities.

Action 1.4E Build relationships with Real Estate Brokers and Site Selection Companies.

Continue to work with the commercial brokerage community and site selection companies to identify trends, conflicts, and development opportunities. Work with the local brokerage community to actively market and identify users for infill redevelopment sites and development projects throughout the City.

1.5 Support the construction and redevelopment of commercial properties Office, retail, and industrial real estate markets in Rancho Cucamonga have performed well in recent years and are competitive compared to the local region. Help facilitate building and redevelopment in the City to ensure it does not impede attracting and retaining businesses.

Action 1.5A Continue to address small discrepancies in the development process as they occur and r eview the current development ap proval process to remove barriers and improve efficiency. Designate specific duties to department staff to coordinate with other city departments to resolve challenges as they occur and develop an internal report recommending systemic changes.

Action 1.5B Explore oppo rtunities for the redevelopment of sites . Identify vacant and underused properties for potential redevelopment and conduct outreach to property owners to explore conversion and redevelopment opportunities.

Coordinate with action items focused on key sectors. These efforts will support the City’s ongoing General Plan and Zoning Code updates as needed.

Action 1.5C Solicit feedback from commercial developers . Convene a group of local commercial real estate developers to promote the City’s goals for real estate development and to learn more about challenges and opportunities for developing properties in the City.

Action 1.5D Solicit feedback from real estate professionals. Convene a group of local real estate professionals to educate the broker community on the City’s vision, and enhance collaboration and information sharing.

Action 1.5E Explore potential incentives for encouraging redevelopment. Explore financial incentives such as tax abatement programs and nonfinancial incentives such as permit streamlining to encourage property owners to redevelop vacant and underused properties.

City of Rancho Cucamonga | Economic Development Strategy 2023 17

2. Enhance the Quality of Life

2.1 Establish and promote the City’s Downtown
location
The City’s General Plan explores “the potential of the
area around Victoria Gardens and the Epicenter to
become the ‘real downtown’ of Rancho Cucamonga.”
While the General Plan focuses on physical changes and
infrastructure, other efforts can help establish the City’s Downtown identity such as branding and coordinating
community events in the Downtown.

Action 2.1A Create an internal understanding of
the City’s Downtown location.

Develop and circulate an internal
memo describing the approximate
location of the City’s Downtown.

Action 2.1B Promote placemaking and
walkability. Encourage pedestrian,
building frontage, and other
improvements that enhance the public
realm as described in the City’s
General Plan.

Action 2.1C Locate community events and
public art in the Downtown area .

Explore locations for community events
to occur in the City’s Downtown.

Consider relocating existing events to a
location in the City’s Downtown. Work
with RC Public Art to explore options
for adding public art to the Downtown
area. The RC Public Art Plan calls for
prioritizing key areas in the City, such
as the Downtown, to locate murals and
mosaics. The RC Public Art Plan also
includes strategies for creating an art
walk program and commissioning
public works of art, which could be
located in the Downtown.

Action 2.1D Update signage promoting the
location of the City ’s Downtown .

Commission the creation of signa ge
that communicates the location of the
City’s Downtown.

2.2 Promote and grow the HART District
The City’s General Plan envisions the HART District as an intense, mixed-use regional transit hub with a dynamic mix of housing, employment , and supporting commercial development. Within the District, Cucamonga Station will connect travelers with Brightline West ’s high-speed rail line, an underground loop to the Ontario International Airport, bus rapid transi t, expanded Metrolink connections, and other transit options.

Cucamonga Station
The planned Cucamonga Station will be
located in the City’s HART District and serve
as a regional transit hub. The Station will
connect several transit systems including:
⦁ Brightline West high-speed rail
⦁ Bus Rapid Transit (BRT) and local bus
service provided by Omnitrans
⦁ A tunnel to Ontario International Airport
⦁ Taxis and Ride-Share services
⦁ 6th Street bicycle track

High-Speed Rail (Brightline West)
Brightline West, a 218-mile privately funded
high-speed rail system, will connect Las
Vegas and Rancho Cucamonga with the
Cucamonga Station serving as the Greater
Los Angeles terminal. From the terminal in
Rancho Cucamonga, passengers will be
able to transfer from Brightline West to the
Rancho Cucamonga Metrolink Station.

Trains will travel at an expected 186 miles
per hour and feature amenities such as
Wi-Fi, food and beverages, checked
luggage, and hotel check-in services.

Connection to Ontario International Airport
In 2022, service commenced on a shuttle
service, ONT Connect, which takes
passengers from the Rancho Cucamonga
Metrolink Station to the Ontario International
Airport. In the future, a 2.8-mile tunnel is
planned to connect from Cucamonga Station
to Terminal 2 and Terminal 4 at Ontario
International Airport.

City of Rancho Cucamonga | Economic Development Strategy 2023 18 Action 2.2A Establish and promote the identity of the HART District. Create messaging to include in promotional materials and business recruitment efforts that describe the future improvements in the HART District and the advantages of living and working in the District such as its proximity to Cucamonga Station, which connects Rancho Cucamonga to the surrounding region through Metrolink and the forthcoming high- speed rail line and to the world via its con nection to the Ontario International Airport. Conduct outreach to propert y owners within the HART District informing them of the HART District’s boundaries and future improvements in the area.

Action 2.2B Convene transportation agencies and providers . Organize meetings with transportation agencies and providers to discuss future transportation improvements and future development in the HART District.

Action 2.2C Develop a specific plan for the HART District. Coordinate the process for creating a specific plan that will guide the growth of the HART District.

2.3 Host and sponsor community and special events
Community events can contribute to the vibrancy and sense of place in a community. They can also attract visitors and serve as a low barrier to entry for new retailers and food vendors. Strengthen and expand events and opportunities for community members, businesses, and visitors to engage with local businesses.

Action 2.3A Explore opportunities to host or sponsor community events . Explore opportunities to host or organize events that hi ghlight the history and culture of Rancho Cucamonga, and that have the potential to become iconic representations of the City. Examples include outdoor recreational activities such as community bike events and running events (5Ks, 10Ks, and marathons), in addition to family- fun and entertainment events that feature or combine live music, food trucks, mobile vendors, classic cars, theatre, and art.

Action 2.3B Continue to review permitting, fees, and insurance requirements for community event hosts and vendors. Review City requirements to ensure they are not a barrier for hosts and vendors.

2.4 Explore potential locations in the City that may benefit from enhanced revenues and services
Evaluate sections in the City that can benefit from investments and improvements made that will generate a greater economic benefit for the community, develop new employment opportunities, and contribute to the City’s quality of life.

Action 2.4A Identify current and future locations that may b enefit from enhanced services. Explore locations that could benefit from enhanced services and future areas of growth in the City.

Action 2.4B Explore the potential for existing revenue sources and service districts.

Analyze revenue sources and identify new funding opportunities.

Action 2.4C Engage local businesses about the need for public-private collaboration for business community improvements. Collaborate with local businesses and property owners to encourage renewed investment, where it makes the most sense, with considera tion for the environment and quality of life of surrounding neighborhoods.

2.5 Promote the City’s historic cultural resources
The City’s General Plan expresses a commitment to recognizing, protecting, and maintaining Rancho Cucamonga’s past. Historical monuments can serve as a visitor attraction and contribute to the sense of place, authenticity, and culture in a community.

City of Rancho Cucamonga | Economic Development Strategy 2023 19 Action 2.5A Market historic resources in the City. Integrate historical monuments and cultural resources in marketing materials and explore collaborations with community events.

Action 2.5B Secure historical status for qualifying sites. As part of the City’s recent General Plan update , the City i dentified several historical sites across the City. Secure National Register of Historic Places and California Register of Historical Resources status for historical sites and monuments identified by the City that qualify for these historical designations.

3. Expand Retail, Entertainment, and Hospitality

3.1 Explore opportunities for retail business recruitment Rancho Cucamonga has a strong retail sector. Restaurant and food and beverage sales perform particularly well in Rancho Cucamonga compared to San Bernardino County overall. However, Rancho Cucamonga is less competitive relative to the County in certain retail categories such as clothing apparel, automotive -related products and services, health and personal care store s, and other miscellaneous retail.

Action 3.1A Compare the City’s existing retail inventory to the retail businesses the City aims to attract. Individual retailers have specific site location requirements such as the size and quality of spaces for lease. Review existi ng retail inventory to determine the ability of existing spaces to satisfy size and quality requirements for retailers.

Action 3.1B Commission a retail leakage study . Residents in Rancho Cucamonga are traveling outside the City to make certain purchases. Commission a retail leakage study to determine which types of retail Rancho Cucamonga residents typically purchase outside the City and should be targeted for recruitment.

3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City Clusters of breweries, wineries, and tasting rooms can serve as a regional destination that brings visitors to a City. Rancho Cucamonga currently has several breweries concentrated in the center of the City, south of Foothill Blvd and northwest of the HART Distric t. These breweries form a part of the City’s concentrat ion of food and beverage manufacturers and benefit from the City’s specialization in this sector.

Action 3.2A Promote and support the City’s cluster of breweries. Create an identity for the area where the City’s breweries are clustered. Engage local breweries and connect them with events to vendor and sponsor in Rancho Cucamonga.

Action 3.2B Recruit and support breweries , wineries, and tasting rooms. Identify breweries, wineries, and tasting rooms , and perform outreach to recruit new businesses to Rancho Cucamonga.

3.3 Attract restaurants to the City that are destination driven Rancho Cucamonga’s restaurant base serves our residents, the local workforce and visitors to the City. Identify entrepreneurs elsewhere in S outhern California that already operate restaurants, and successful local restaurant owners looking to reposition or expand upon their existing operations.

Action 3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the City. Work with restaurant owners and operators to identify and develop sites for new sit-down restaurants that create a sense of place.

Action 3.3B Explore options that might be available for restaurants in retail centers.

Identify existing commercial property centers to create more attaina ble restaurant opportunities.

City of Rancho Cucamonga | Economic Development Strategy 2023 20

3.4 Explore opportunities to expand hospitality in the City The City continues to leverage the hospitality demand for business and leisure travelers. The nearby Ontario International Airport has been expanding flight services, and the City is located along several freeways and local and regional attractions.

Action 3.4A Explore future hospitality opportunities in the HART District. The HART District is positioned to be a major regional transportation hu b, including a high- speed rail line to Las Vegas. the tunnel to Ontario International Airport, and bus rapid transit. The HART District is also located near freeway access and entertainment options to the north in the City’s Downtown and south along Fourth Street.

Action 3.4B Identify future hospitality opportunities around Victoria Gardens and Civic Center. The City will identify sites that may be suitable for the development of a new hotel property around Victoria Gardens and Civic Center.

Action 3.4C Attract boutique, high -end and luxury hotels. Review the development code and identify updates that can facilitate boutique, high -end and luxury hotel developments in the City.

4. Foster Growth of Local Businesses and Workforce

4.1 Expand higher education institutions in the City
Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. Residents and employers in the City also have access to several other colleges and universities such as UC Riverside, Cal Poly Pomona, C alifornia State Univer sity San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area.

Action 4.1A Strengthen partnerships with local higher education institutions . Establish regular meet ings with workforce development staff at Chaffey College , The University of Redlands Rancho Cucamonga Campus , and other educational organizations to explore opportunities to collaborate on workforce development.

Use meetings to explore opportunities to connect students with learning and employment opportunities in the City with a particular focus on the City’s target industries sectors.

Action 4.1B Foster relationships with nearby colleges and universities. Build a working relationship with other colleges and universities such as Cal Poly Pomona and UC Riverside to explore opportunities to collaborate on workforce development and potential satellite expansions in Rancho Cucamonga.

4.2 Cultivate local innovation
Startups and innovative local companies can create new ideas and spur economic growth in a community. Young and bootstrapped companies can benefit from Rancho Cucamonga’s lower land and living costs compared to more costly nearby metro areas and coastal cities. The relatively smaller population and employment base size in Rancho Cucamonga also offers more visibility in the community for growing companies than in large metro areas.

Action 4.2A Explore partnerships with universities and organizations to support the creation of incubators and business accelerator programs. Identify partners in the region interested in establishing incubators and business accelerators in Rancho Cucamonga.

Action 4.2B Host networking events for local businesses and entrepreneurs . Assist in creating a vibrant entrepreneurial ecosystem by connecting entrepreneurs with each other. Explore opportunities to host or co-host existing events with partners.

Consider resources that the City can leverage such as facilities to host events.

City of Rancho Cucamonga | Economic Development Strategy 2023 21

4.3 Provide support for small businesses
Most businesses in Rancho Cucamonga are small businesses with 10 or fewer employees. The City can foster local culture and economic growth by supporting locally grown businesses that are unique to Rancho Cucamonga.

Action 4.3A Establish a small business outreach program . Continue to p artner with the Rancho Cucamonga Chamber of Commerce and the Orange County Inland Empire Small Business Development Center to conduct regular outreach to small businesses.

Action 4.3B Connect small businesses with resources and technical assistance . Provide resources on the Economic Development Division webpage for small businesses such as a guide to opening a business in Rancho Cucamonga and contact information for Economic Development staff who can provide individual support.

Provide links to external resources such as USA.gov and the Orange County Inland Empire Small Business Development Center for tools for starting a business, and include information about available federal, state, and private loans and grants for small businesses.

Action 4.3C Establish a small business loan program. Establish a loan fund for existing and new small businesses that do not have access to other loan and gra nt programs.

Explore opportunities to collaborate with organizations interested in funding small local businesses.

4.4 Enhance data collection to track business activity in the City Data on local business activity is helpful for understanding trends and challe nges and opportunities for business growth in the City.

Action 4.4A Ensure access to state-of-the-art telecommunications. Establish regular monitoring of access to telecommunications , such as internet quality, in the City and emerging technologies available in comparable communities to ensure the City stays competitive regarding access to quality telecommunication services.

Action 4.4B Use the business licensing program to facilitate the collection of employment and other data about local companies . This data will be used to improve understanding of the number of businesses relocating and expanding within City limits.

Action 4.4C Develop an annual or biannual local business survey. Develop a short survey that will solicit information a bout challenges and opportunities from local businesses operating in the City.

4.5 Connect students, job seekers, and employers with workforce development opportunities
The City can help facilitate employment pipelines by connecting students , workers, and employers with resources and events that provide networking and training opportunities. These initiatives support the business attraction efforts and create a future workforce pipeline.

Action 4.5A Explore hosting or connecting students and job seekers with industry - specific events. Explore opportunities to host or connect workers with events related to the City’s target industries. Some examples may include events regularly organized by the Manufacturers’ Council of the Inland Empire (MCIE) or Manufacturing Day by th e Manufacturing Institute, which aims to introduce students to learning opportunities and to connect job seekers with manufacturing employers.

City of Rancho Cucamonga | Economic Development Strategy 2023 22 Action 4.5B Connect employers with the San Bernardino County Workforce Development Board. The County offers support to employ ers for hiring new employees and training, including on-the-job training, which the County may cover a portion of the funding . Market the available support from the County to existing and potential new businesses.

Action 4.5C Create stronger links between local employers, education and service providers, and residents. Develop partnerships to facilitate increased communication and collaboration between service providers and employers.

City of Rancho Cucamonga | Economic Development Strategy 2023 23 Looking Ahead
Over the past 40 years, the City of Rancho Cucamonga has grown into the premier city in the Inland Empire, featuring a skilled workforce, strong manufacturing sector, high quality housing stock and growing office - based sectors. The City’s success is in large part due to its adherence to high standards regarding the quality of new development and public spaces, and reinforcing a strong sense of place.

Serving as a blueprint for the future and complementing the General Plan, the EDS will advance the long - term vision of making Rancho Cucamonga the cultural and economic hub of the Inland Empire.

The aspirational goals set in this EDS position the City for long -term success. Achieving these results requires an ongoing commitment from all levels of City government and community members. Building upon that foundation, longer-range goals include:
• Strengthen the City’s sense of identity and character by creating places where people want to be and improving their ability to move around;
• Develop a civic and economic culture that provides entrepreneurs and business owners acce ss to resources needed to start up and stay in business;
• Create an urban fabric of accessible community gathering spaces and active building fronts; • Grow the arts, cultural, and creative industries cluster to provide social value to residents, while helping with job creation and prosperity in our local economy; • Create a cluster of eatertainment (eateries and entertainment) opportunities that connect the HART District, Epicenter and Victoria Gardens;
• Establish the City as a place of opportunity with a vibrant base of creative businesses, cultural institutions, entertainment venues, and homegrown talent; • Build a strong economy that maximizes opportunities for business and employment growth, innovation and partnership; and
• Grow new businesses that provide an increasing number and diversity of employment opportunities compatible within a mixed-use, transit-oriented employment district environment.

Rancho Cucamonga is suited for economic growth and investment. As the City moves forward in its innovative programs, services and long-range goals, the city will continue to be equally forward thinking in a strategic approach to all future development and investment.

City of Rancho Cucamonga | Economic Development Strategy 2023 24 Implementation Plan
This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time periods: 1 year, 2-3 years, and 4-5 years. The work plan also id entifies the lead department and assisting partners.

Action Lead Department Partners Timeline

1. Grow and Diversify the City’s Economy

1.1 Grow the City’s target industry sectors

1.1A Coordinate with San
Bernardino County’s Economic
Development Agency to recruit
new companies.

Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year

1.1B Coordinate with the
Governor’s Office of Business
and Economic Development
(GO-Biz) to recruit new
companies.

Economic
Development
Division
GO-Biz 1
Year

1.1C Connect new businesses
with resources from the State.

Economic
Development
Division
GO-Biz 1
Year

1.1D Recruit new businesses in
the City’s target industry sectors.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years

1.1E Convene working meetings
with local business
representatives from industries in
the City’s target industries.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years

1.1F Complete a comprehensive
review of the fee structure and
cost of doing business in Rancho
Cucamonga.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years

1.2 Market to businesses the advantages of locating in the City

1.2A Develop materials that
market advantages for locating in
Rancho Cucamonga.

Economic
Development
Division
1 Year

1.2B Continue to regularly
update “Rancho Cucamonga at a
Glance” and “Retail Opportunity”
marketing materials.

Economic
Development
Division
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 25 Action Lead Department Partners Timeline

1.2C Develop promotional
materials on the Economic
Development Division webpage
that profiles the City’s access to
nature and community parks.

Economic
Development
Division
Community Services
Department
1 Year

1.2D Implement the Marketing
and Communications Plan.

Economic
Development
Division
Community Services
Department
1 Year

1.3 Recruit and retain international companies

1.3A Connect businesses with
resources through the San
Bernardino County Economic
Development Agency.

Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year

1.3B Connect businesses with
resources from State, and
International & Trade Programs.

Economic
Development
Division
GO-Biz 1
Year

1.3C Develop an international
marketing program to attract
foreign businesses.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 4-5 Years

1.4 Connect businesses with commercial space opportunities in the City

1.4A Continue support for the
“Site Selection Assistance”
service in the City and enhance
the promotion of the service.

Economic
Development
Division
1 Year

1.4B Maintain customer service
orientation in the “Site Selection
Assistance” service.

Economic
Development
Division
1 Year

1.4C Prepare a “viewbook”
promoting a range of commercial
space examples available in the
City.

Economic
Development
Division
2-3
Years

1.4D Market vacant office, retail,
and industrial spaces on the
City’s website.

Economic
Development
Division
Planning Division 2-3
Years

1.4E Build relationships with Real
Estate Brokers and Site Selection
Companies.

Economic
Development
Division
Planning Division 2-3
Years

1.5 Support the construction and redevelopment of commercial properties City of Rancho Cucamonga | Economic Development Strategy 2023 26 Action Lead Department Partners Timeline

1.5A Continue to address small
discrepancies in the development
process as they occur and review
the current development approval
process to remove barriers and
improve efficiency.

Economic
Development
Division
Planning Division 1
Year

1.5B Explore opportunities for the
redevelopment of sites.

Economic
Development
Division
Planning Division 2-3
Years

1.5C Solicit feedback from
commercial developers.

Economic
Development
Division
Planning Division 2-3
Years

1.5D Solicit feedback from real
estate professionals.

Economic
Development
Division
Planning Division 2-3
Years

1.5E Explore potential incentives
for encouraging redevelopment.

Economic
Development
Division
4-5 Years

2. Enhance the Quality of Life

2.1 Establish and promote the City’s Downtown location

2.1A Create an internal
understanding of the City’s
Downtown location.

Planning Division Economic Development
Division
1 Year

2.1B Promote placemaking and
walkability. Planning Division Economic Development
Division
1 Year

2.1C Locate community events
and public art in the Downtown
area.

Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years

2.1D Update signage promoting
the location of the City’s
Downtown.

Economic
Development
Division
Planning Division, RC
Public Art 4-5 Years

2.2 Promote and grow the HART District

2.2A Establish and promote the
identity of the HART District. Planning Division Economic Development Division 2-3
Years
City of Rancho Cucamonga | Economic Development Strategy 2023 27 Action Lead Department Partners Timeline

2.2B Convene transportation
agencies and providers. Planning Division
Economic Development
Division, SBCTA,
Metrolink, Brightline
West
2-3
Years

2.2C Develop a specific plan for
the HART District. Planning Division 4-5 Years

2.3 Host and sponsor community and special events

2.3A Explore opportunities to
host or sponsor community
events.

Economic
Development
Division
Community Services
Department 2-3
Years

2.3B Continue to review
permitting, fees, and insurance
requirements for community
event hosts and vendors.

Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years

2.4 Explore potential locations in the City that may benefit from enhanced revenues and services

2.4A Identify current and future
locations that may benefit from
enhanced services.

Economic
Development
Division
Planning Division 2-3
Years

2.4B Explore the potential for
existing revenue sources and
service districts.

Economic
Development
Division
Planning Division 4-5 Years

2.4C Engage local businesses
about the need for public-private
collaboration for business
community improvements.

Economic
Development
Division
Planning Division 4-5 Years

2.5 Promote the City’s historic cultural resources

2.5A Market historic resources in
the City.

Economic
Development
Division
Planning Division 1
Year

2.5B Secure historical status for
qualifying sites. Planning Division Etiwanda Historical Society 4-5 Years

3. Expand Retail, Entertainment, and Hospitality

3.1 Explore opportunities for retail business recruitment City of Rancho Cucamonga | Economic Development Strategy 2023 28 Action Lead Department Partners Timeline

3.1A Compare the City’s existing
retail inventory to the retail
businesses the city aims to
attract.

Economic
Development
Division
2-3
Years

3.1B Commission a retail
leakage study.

Economic
Development
Division
4-5 Years

3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City

3.2A Promote and support the
City’s cluster of breweries.

Economic
Development
Division
2-3
Years

3.2B Recruit and support
breweries, wineries, and tasting
rooms.

Economic
Development
Division
2-3
Years

3.3 Attract restaurants to the City that are destination driven

3.3A Retain and recruit a healthy
and diverse mix of restaurants
throughout the city.

Economic
Development
Division
2-3
Years

3.3B Explore options that might
be available for restaurants in
retail centers.

Economic
Development
Division
2-3
Years

3.4 Explore opportunities to expand hospitality in the City

3.4A Explore future hospitality
opportunities in the HART
District.

Economic
Development
Division
4-5 Years

3.4B Identify future hospitality
opportunities around Victoria
Gardens and Civic Center.

Economic
Development
Division
4-5 Years

3.4C Attract boutique, high-end
and luxury hotels.

Economic
Development
Division
4-5 Years

4. Foster Growth of Local Businesses and Workforce

4.1 Expand higher education institutions in the City
City of Rancho Cucamonga | Economic Development Strategy 2023 29 Action Lead Department Partners Timeline

4.1A Strengthen partnerships
with local higher education
institutions.

Economic
Development
Division
Partners: Chaffey
College, University of
Redlands Rancho
Cucamonga Campus
1 Year

4.1B Foster relationships with
nearby colleges and universities.

Economic
Development
Division
Partners: Cal Poly
Pomona, UC Riverside,
and other colleges and
universities
2-3
Years

4.2 Cultivate local innovation

4.2A Explore partnerships with
universities and organizations to
support the creation of incubators
and business accelerator
programs.

Economic
Development
Division
Inland Empire Center
for Entrepreneurship 2-3
Years

4.2B Host networking events for
local businesses and
entrepreneurs.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Inland Empire Center
for Entrepreneurship
2-3
Years

4.3 Provide support for small businesses

4.3A Establish a small business
outreach program.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
2-3
Years

4.3B Connect small businesses
with resources and technical
assistance.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years

4.3C Establish a small business
loan program.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
4-5 Years

4.4 Enhance data collection to track business activity in the City

4.4A Ensure access to state-of-
the-art telecommunications.

Economic
Development
Division
Public Works
Department
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 30 Action Lead Department Partners Timeline

4.4B Use the business licensing
program to facilitate the collection
of employment and other data
about local companies.

Economic
Development
Division
2-3
Years

4.4C Develop an annual or
biannual local business survey.

Economic
Development
Division
2-3
Years

4.5 Connect students, job seekers, and employers with workforce development opportunities

4.5A Explore hosting or
connecting students and job
seekers with industry-specific
events.

Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Manufacturers’ Council
of the Inland Empire
(MCIE)
1 Year

4.5B Connect employers with the
San Bernardino County
Workforce Development Board.

Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year

4.5C Create stronger links
between local employers,
education and service providers,
and residents.

Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1 Attachment 3

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1 Introduction
This report describes the findings and analysis of the City of Rancho Cucamonga’s economic and market conditions. The findings inform the Economic Development Strategic Plan (EDSP) and will provide relevant insights on economic development and marketing opportunities in the City.

Key Findings
• Rancho Cucamonga’s population grew by 8.2 percent from 2010 to 2021, which is similar to the rate of growth in San Bernardino County.
• Residents of Rancho Cucamonga are more educated compared to the local region. 37 percent of residents hold a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall.
• The population in Rancho Cucamonga is generally older compared to nearby cities. The median age is 36.9 in Rancho Cucamonga and 33.8 in San Bernardino County. • Incomes in Rancho Cucamonga are among the highest in the region. The median income in Rancho Cuc amonga is approximate ly $95,000 compared to approximately $70,300 for San Bernardino County.
• Rancho Cucamonga has a moderately large employment base with 71,845 total jobs. • Employment in Rancho Cucam onga has grown slower compared to nearby cities and San Bernardino County. Between 2011 and 2019, employ ment in Rancho Cucamonga grew by 15 percent compared to 22 percent in the County.
• Most businesses in Rancho Cucamonga are small firms with 10 or fewer employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees. • Rancho Cucamonga’s largest industry is manufacturing. There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. • The fastest-growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. This industry accounts for 7.7 percent of the City’s total employment. • Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are growing sectors in the County that are concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region.
• Specialized industries that are well -positioned to grow and diversify Rancho Cucamonga’s economy include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services. • Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more attainable priced compared to the Los Angeles Metro Area and the State of California overall.
• Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County.
• Restaurant and food and beverage sales are stronger in Rancho Cucamonga compa red to the County.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 2 • Rancho Cucamonga is a highly attractive and competitive City compared to its neighbors. Key indicators show Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. From a regional perspective, Riverside and Fontana may be the most competitive with Rancho Cucamonga for attracting residents and employers. Redlands and Eastvale may also be competitive with Rancho Cucamonga for attracting highly skilled workers.

Demographic and Household Conditions
This section describe s the characteristics of Rancho Cucamonga’s population using data from t he most recent American Community Survey (ACS 2021, 5-year Estimate) and HUD’s Comprehensive Housing Affordability Strategy (CHAS, 2019). The analysis compares Rancho Cucamonga with neighboring cities 1 and San Bernardino County, as well as comparable Southern California jurisdictions,2 to provide a relative measure of conditions in Rancho Cucamonga.

Population and Households
Rancho Cucamonga has a population of 173,946 residents and 56,380 households. The City’s population is slightly smaller than nearby Ontario (175,223) but has 5,000 more households. Table 1 shows how the number of residents and households in Rancho Cucamonga’s population compares relative to neighboring cities and Table 2 shows how the City compares to other comparable Southern California jurisdictions.

Figures 1 and 2 display population growth in Rancho Cucamonga and the neighboring cities and other Southern California jurisdictions. Since 2010 Rancho Cucamonga’s population has grown by 8.2 percent, which is similar to the San Bernardino County growth rate of 8.3 percent. Eastvale, which was incorporated in 2010, has grown in population by nearly 40 percent since 2010. Irvine, which was identified in 2020 by the U.S. Census as the 10th fastest-growing city in the country, experienced a major population increase of nearly 50 percent since 2010.

1 Neighboring cities include the cities of Eastvale, Fontana, Ontario, Riverside, Redlands, and San Bernardino. 2 Comparable Southern California jurisdictions includes the cities of Irvine and Pasadena, and Los Angeles County.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 3 Table 1: Total Population and Households, Neighboring Cities and San Bernardino County, 2021.

Population Households
Riverside 314,858 88,340
San Bernardino 220,821 61,680
Fontana 208,087 55,307
Ontario 175,223 51,068
Rancho Cucamonga 173,946 56,380
Redlands 72,649 25,273
Eastvale 68,539 16,713
San Bernardino County 2,171,071 651,743
Source: ACS, 5-Year Est, 2021.

Table 2: Total Population and Households, Comparable Southern California Jurisdictions, 2021.

Population Households
Irvine 297,868 107,166
Rancho Cucamonga 173,946 56,380
Pasadena 138,771 55,191
Los Angeles County 10,019,635 3,342,811
Source: ACS, 5-Year Est, 2021.

Figure 1: Population Growth, Neighboring Cities and San Bernardino County, 2010 to 2021

Source: ACS, 5-Year Est. 2010, 2021.

39.5%

9.8% 8.3% 8.2% 6.1% 5.6% 5.5% 4.8%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%
Eastvale Fontana San
Bernardino
County
Rancho
Cucamonga
Ontario San
Bernardino
Redlands Riverside
Population Growth
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 4 Figure 2: Population Growth, Comparable Southern California Jurisdictions, 2010 to 2021

Source: ACS, 5-Year Est. 2010, 2021

Race and Ethnicity
Tables 3 and 4 show the share of racial and ethnic groups in Rancho Cucamonga compared to neighboring cities and comparable Southern California jurisdictions. The City’s racial and ethnic composition is fairly similar to its neighboring communities. However, Rancho Cucamonga has a relatively higher percent non- Hispanic White and non-Hispanic Asian populations and a lower Hispanic population than most neighboring cities. Compared to other Southern California jurisdictions, Rancho Cucamonga has a somewhat lower percentage of Non-Hispanic Asian population.

Table 3: Percentages of Race and Ethnicity, Neighboring Cities and San Bernardino County, 2021

Non-
Hispanic
White
Hispanic/
Latino
Non-Hispanic
Black/African
American
Non-
Hispanic
Asian
Other Race/
Ethnicity
Rancho Cucamonga 34% 38% 9% 14% 5%
Eastvale 22% 39% 7% 28% 4%
Fontana 13% 68% 8% 7% 3%
Ontario 15% 70% 5% 7% 3%
Redlands 44% 37% 6% 8% 5%
Riverside 28% 55% 5% 8% 4%
San Bernardino 14% 68% 12% 4% 3%
San Bernardino County 27% 55% 8% 7% 4%
Source: ACS, 5-Year Est. 2021.

49.6%

8.2%

2.7% 1.7%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%
Irvine Rancho Cucamonga Los Angeles County Pasadena
Population Growth
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 5 Table 4: Percentages of Race and Ethnicity, Comparable Southern California Jurisdictions, 2021

Non-
Hispanic
White
Hispanic/
Latino
Non-Hispanic
Black/African
American
Non-
Hispanic
Asian
Other Race/
Ethnicity
Rancho Cucamonga 34% 38% 9% 14% 5%
Irvine 37% 12% 2% 43% 6%
Pasadena 34% 36% 8% 18% 5%
Los Angeles County 25% 49% 8% 15% 4%
Source: ACS, 5-Year Est. 2021.

Educational Attainment
Tables 5 and 6 show the educational attainment in Rancho Cucamonga compared to neighboring cities and other Southern California jurisdictions. Figures 3 and 4 display the percentage of the population with a bachelor’s degree or higher. Rancho Cucamonga residents are well-educated. 37 percent of residents have a bachelor’s degree or higher, which is a higher share than most neighboring communities and lower than Redlands and Eastvale. When compared to other jurisdictions in Southern California, Rancho Cucamonga’s educational attainment is higher than Los Angeles County and less than the rates of a bachelor’s degree or higher in Irvine and Pasadena.

Table 5: Percentages of Educational Attainment, Neighboring Cities and San Bernardino County, 2021

High School
Degree or
Less
Some
College
Bachelor's
Degree
Advanced
Degree
Rancho Cucamonga 27% 36% 23% 14%
Eastvale 29% 30% 29% 12%
Fontana 51% 30% 15% 5%
Redlands 29% 27% 22% 21%
Riverside 45% 31% 14% 10%
Ontario 51% 31% 14% 5%
San Bernardino 61% 27% 9% 4%
San Bernardino County 46% 32% 14% 8%
Note: Data universe includes the total population of 25 years or older.

Source: ACS, 5-Year Est. 2021.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 6 Table 6: Percentages of Educational Attainment, Comparable Southern California Jurisdictions, 2021

High School
Degree or
Less
Some
College
Bachelor's
Degree
Advanced
Degree
Rancho Cucamonga 27% 36% 23% 14%
Irvine 11% 20% 38% 31%
Pasadena 25% 22% 28% 25%
Los Angeles County 40% 26% 22% 12%
Note: Data universe includes the total population of 25 years or older.

Source: ACS, 5-Year Est. 2021.

Figure 3: Percentages of Bachelor’s Degree or Higher, Neighboring Cities and San Bernardino County, 2021

Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD.

Source: ACS, 5-Year Est. 2021.

Figure 4: Percentages of Bachelor’s Degree or Higher, Comparable Southern California Jurisdictions, 2021

Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD.

Source: ACS, 5-Year Est. 2021.

44% 41%
37%
24% 22% 20% 19%
13%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Redlands Eastvale Rancho
Cucamonga
Riverside San
Bernardino
County
Fontana Ontario San
Bernardino
Share of Population 25 years
or Older
69%
53%
37% 34%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Irvine Pasadena Rancho Cucamonga Los Angeles County
Share of Population 25
years or Older
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 7 Age
Figures 5 and 6 show the median age in Rancho Cucamonga compared to the neighboring cities and other Southern California jurisdictions. Figures 7 and 8 display the age distribution for each jurisdiction.

Compared to nearby communities, Rancho Cucamonga has the highest median age at 36.9 years. When compared to other jurisdictions in Southern California, the City’s median age is similar to Los Angeles County but less than Pasadena.

Compared to neighboring communities, Rancho Cucamonga has an older distribution of ages, with 40 percent of the population above the age of 45. When compared to comparable Southern California communities, Los Angeles County and Pasadena have a similar share of residents over the age of 45 as Rancho Cucamonga.

Figure 5: Median Age, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.

Figure 6: Median Age, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

36.9 35.5

34.2 33.8

32.6 32 31.9 31.3

28.0 29.0

30.0 31.0

32.0 33.0

34.0 35.0

36.0 37.0

38.0 Rancho
Cucamonga
Redlands Eastvale San
Bernardino
County
Ontario Fontana Riverside San
Bernardino
Median Age

39.1 37.0 36.9

33.8 30.0

32.0 34.0

36.0 38.0

40.0 Pasadena Los Angeles County Rancho Cucamonga Irvine Median Age
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 8 Figure 7: Percentages of Age Distribution, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.

Figure 8: Percentages of Age Distribution, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

Income
Figures 9 and 10 show the median income in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Figures 11 and 12 break down the percentages of households by income in each jurisdiction. Figures 13 and 14 further organize the households into income categories as defined by the HUD Area Median Family Income (HAMFI).

At $97,046, Rancho Cucamonga’s median household income is higher compared to neighboring cities and San Bernardino County. Only Eastvale has a higher median income of $141,827. When compared to other comparable jurisdictions in Southern California, Rancho Cucamonga’s median income is higher than Los Angeles County’s median income of $76,367 but lower than Irvine’s median income of $ 114,027. The 23% 30% 29% 26% 23% 24% 28% 26%
9%
9% 11% 11% 11% 14% 11% 10%
28%
30% 29% 31% 28% 29% 30% 28%
28%
23% 22% 23% 24% 22% 21% 24%
13% 8% 8% 10% 14% 11% 9% 12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Population
Under 18 18 to 24 25 to 44 45 to 64 65 and older
23% 22% 18% 22%
9% 12%
7% 9%
28% 32%
34% 30%
28% 23%
25% 25%
13% 10% 16% 14%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Population
Under 18 18 to 24 25 to 44 45 to 64 65 and older
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 9 percentages of households by income generally corroborate the median income findings. 36 percent of households in the City ear n over $125,000 annually and 62 percent earn over $75,000. 12 percent of Rancho Cucamonga’s households earn less than $30,000 annually. Eastvale and Irvine have the higher percentage of households earning over $125,000. However, while Eastvale has the smallest percentage of households earning less than $30,000 (5 percent), Irvine’s is higher than several jurisdictions, including Rancho Cucamonga, at 16 percent of households earning less than $30,000 annually.

When using the HAMFI-defined income categories, Rancho Cucamonga has 63 percent of households in the above moderate- income category and 16 percent of households in the very low -income category.

Compared to surrounding communities and San Bernardino County, only Eastvale has a higher percentage of households in the above moderate-income category. When compared to other comparable jurisdictions in Southern California however, Rancho Cucamonga has the highest percentage of households in the above moderate-income category. All other jurisdictions have fewer than 50 percent of households in the above moderate-income category.

Figure 9: Median Household Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.

Figure 10: Median Income, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

$141,827
$97,046
$87,184 $83,468 $76,755 $71,908 $70,287
$55,372
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
Eastvale Rancho
Cucamonga
Redlands Fontana Riverside Ontario San
Bernardino
County
San
Bernardino
Median Income
$114,027
$97,046 $89,661
$76,367
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Irvine Rancho Cucamonga Pasadena LA County
Median Income
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 10 Figure 11: Percentages of Households by Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.

Figure 12: Percentages of Households by Income, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

12% 5% 14% 17% 16% 18% 27% 19%
10%
6%
11% 14% 12% 14%
19%
15%15%
11%
19%
21%
16% 17%
19%
18%
26%
20%
27%
27%
25% 24%
22%
24%
36%
57%
29% 22% 31% 27%
13%
23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Households
Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More
12% 16% 19% 20%
10% 8% 9% 14%15% 11%
14%
15%
26%
19%
21%
22%
36% 46% 36% 29%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Households
Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 11 Figure 13: Percentages of Households by Income Category, Neighboring Cities and San Bernardino County, 2019 Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019.

Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI

Figure 14: Percentages of Households by Income Category, Comparable Southern California Jurisdictions, 2019

Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019.

Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI

Household Characteristics
Figures 15 and 16 show the average household size in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Tables 7 and 8 break down the households 16% 10%
22% 24% 22% 25%
40%
27%
12%
11%
18% 20% 14% 17%
21%
18%8%
8%
12% 13%
10%
11%
10%
11%
63% 72%
48% 43% 53% 47%
28%
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Households
Very low-income Low-income Moderate-income Above moderate-income 16% 26% 30% 37%12%
14% 15%
19%
8%
11% 10%
10%
63%
49% 46%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Households
Very low-income Low-income Moderate-income Above moderate-income City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 12 in the jurisdictions by type of living arrangement. Figures 17 and 18 display the percentages of households by tenure in all jurisdictions.

Rancho Cucamonga has a relatively small household size when compared to the neighbori ng cities, with only Riverside having a smaller average household size. However, when compared with other comparable Southern California jurisdictions, Rancho Cucamonga’s average household size is larger than in Los Angeles County, Pasadena, and Irvine.

Rancho Cucamonga’s largest category of household type is families without children at 41 percent, followed by families with children at 36 percent. This differs from most of the neighboring cities and San Bernardino County w here families with children comprise a larger percentage of households than families without children. The only other outlier is Redlands, which has 1 percentage point more families without children, notably Redlands also has a significantly higher percent age of single- person households. Compared to other comparable jurisdictions in Southern California, Rancho Cucamonga has a similar percentage of families with children as Irvine.

Most households in Rancho Cucamonga own their home, which is the case for San Bernardino County and nearly all of the neighboring cities, except for San Bernardino. Compared to other comparable Southern California communities, most households rent their home in Los Angeles County, Irvine, and Pasadena.

Figure 15: Average Household Size, Neighboring Cities and San Bernardino County, 2021

Source: ACS, 5-Year Est. 2021.

Figure 16: Average Household Size, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

4.1 3.8

3.42 3.41 3.38 3.26 3.03 2.77
0 0.5
1 1.5
2 2.5
3 3.5
4 4.5
Eastvale Fontana Ontario San
Bernardino
Redlands San
Bernardino
County
Rancho
Cucamonga
Riverside
Average Household Size

3.03 2.9 2.7 2.5
0 0.5
1 1.5
2 2.5
3 3.5
Rancho Cucamonga LA County Irvine Pasdena
Average Household Size
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 13 Table 7: Percentage of Households by Type, Neighboring Cities and San Bernardino County, 2021

Families with
Children
Families
without
Children
Single-Person
Household
Other Non-
Family
Household
Rancho Cucamonga 36% 41% 19% 4%
Eastvale 58% 33% 7% 3%
Fontana 52% 34% 11% 3%
Ontario 43% 36% 16% 5%
Redlands 33% 34% 25% 8%
Riverside 40% 33% 19% 8%
San Bernardino 45% 30% 19% 6%
San Bernardino County 41% 36% 18% 5%
Source: ACS, 5-Year Est. 2021.

Table 8: Percentage of Households by Type, Comparable Southern California Jurisdictions, 2021

Families with
Children
Families
without
Children
Single-Person
Household
Other Non-
Family
Household
Rancho Cucamonga 36% 41% 19% 4%
Irvine 34% 31% 23% 12%
Pasadena 24% 33% 34% 10%
Los Angeles County 32% 34% 26% 8%
Source: ACS, 5-Year Est. 2021.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 14 Figure 17: Percentage of Households by Tenure, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.

Figure 18: Percentage of Households by Tenure, Comparable Southern California Jurisdictions, 2021

Source: ACS, 5-Year Est. 2021.

Employment and Firms
This section describe s total employment in Rancho Cucamonga relative to neighboring cities , San Bernardino County, and comparable Southern California jurisdictions using data from the U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD) program. The section also describes the total number of firms, the size of firms, and the largest private employers in Rancho Cucamonga using data from Data Axel.
63%
79%
66%
55% 59% 56% 49%
60%
37%
21%
34%
45% 41% 44% 51%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Household Tenure
Owner Occupied Renter Occupied
63%
44% 42% 46%
37%
56% 58% 54%
0%
20%
40%
60%
80%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Household Tenure
Owner Occupied Renter Occupied
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 15 Rancho Cucamonga has approximately 71,845 jobs, and the City’s employment base is smaller than the neighboring cities of Riverside, Ontario, and San Bernardino (Table 9), and when compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s employment is also less than in Irvine and Pasadena (Table 10).

Table 11 shows that between 2011 to 2019, Rancho Cucamonga experienced a 15% increase in total jobs.

Rancho Cucamonga’s job growth outpaced Riverside and San Bernardino, but Eastvale, Ontario, Redlands, and Fontana experienced a higher rate of growth during this period. From 2011 to 2019, Rancho Cucamonga grew much faster than Pasadena but less than Irvine.

Table 9: Total Employment, Neighboring Cities and San Bernardino County 2011 and 2019 2011 2019
Riverside 128,236 146,033
Ontario 87,077 117,080
San Bernardino 94,509 103,888
Rancho Cucamonga 62,463 71,845
Fontana 42,898 53,640
Redlands 26,025 33,696
Eastvale 4,874 14,486
San Bernardino County 570,622 703,024
Source: U.S. Census Bureau, LEHD, 2011, 2019.

Table 10: Total Employment, Southern California Comparable Jurisdictions, 2011 to 2019 2011 2019
Irvine 206,493 257,836
Pasadena 94,001 98,366
Rancho Cucamonga 62,463 71,845
Source: U.S. Census Bureau, LEHD, 2011, 2019.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 16 Table 11: Employment Growth, Neighboring Cities and San Bernardino County 2011 to 2019

Change 2011 to 2019
Net New Jobs % Change
Eastvale 9,612 197%
Ontario 30,003 34%
Redlands 7,671 29%
Fontana 10,742 25%
Rancho Cucamonga 9,382 15%
Riverside 17,797 14%
San Bernardino 9,379 10%
San Bernardino County 132,402 23%
Source: U.S. Census Bureau, LEHD, 2011, 2019.

Table 12: Employment Growth, Southern California Comparable Jurisdictions

Change 2011 to 2019
Net New Jobs % Change
Irvine 51,343 25%
Rancho Cucamonga 9,382 15%
Pasadena 4,365 5%

Table 13 shows the number of firms by industry in Rancho Cucamonga. The largest number of firms in Rancho Cucamonga are in the health care and social assistance, retail trade, and professional and technical services industries. The health care and social a ssistance industry has the most firms with 760.

Many of these firms are small offices of physicians, densities, mental health professionals, and nursing care facilities.

Figure 19 displays the range of firm sizes in Rancho Cucamonga. Most businesses in Rancho Cucamonga are small businesses with fewer than 10 employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees.

The number of firms with one to four employees (2,387) is significantly higher than all other firm categories.

As the number of employees increase per firm in Rancho Cucamonga, the number of firms with employees decreases. Rancho Cucamonga has three firms with 1,000 to 4,999 employees, which include Inland Empire Health Plan, Amphastar Pharmaceuticals, and Chaffey College.

Table 14 shows Rancho Cucamonga’s largest private employers. Inland Empire Health Plan is the City’s largest employer with an estimated 2,005 employees. Amphastar Pharmaceuticals follows as the second largest employer with an estimated 1,761 employees. Frito Lay, Bass Pro Shops, and Walmart are the next largest private employers in Rancho Cucamonga.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 17 Table 13: Rancho Cucamonga Firms by Industry, 2022
NAICS Industry Category Firms Percent
62 Health Care and Social Assistance 760 15.4%
44-45 Retail Trade 587 11.9%
54 Professional and Technical Services 511 10.3%
81 Other Services (except Public Administration) 469 9.5% 23 Construction 400 8.1%
72 Accommodation and Food Services 385 7.8%
52 Finance and Insurance 278 5.6%
31-33 Manufacturing 267 5.4%
42 Wholesale Trade 225 4.6%
53 Real Estate and Rental and Leasing 213 4.3%
56 Administration and Waste Management 194 3.9%
61 Educational Services 128 2.6%
48-49 Transportation and Warehousing 89 1.8%
71 Arts, Entertainment, and Recreation 83 1.7%
51 Information 74 1.5%
92 Public Administration 57 1.2%
11 Agriculture and Forestry 8 0.2%
55 Management of Companies 5 0.1%
22 Utilities 3 0.1%
N/A 206 4.2%
Total 4,942
Source: Data Axle, 2022.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 18 Figure 19: Rancho Cucamonga Firms by Size, 2022

Source: Data Axle, 2022.

Table 14: Rancho Cucamonga Largest Private Employers, 2022 Firm
Number of
Employees Percent
Inland Empire Health Plan 2,005 3.3%
Amphastar Pharmaceuticals 1,761 2.9%
Frito Lay 600 1.0%
Bass Pro Shops 500 0.8%
Walmart 435 0.7%
C & C Organization1 400 0.6%
Coca-Cola Bottling Co 400 0.6%
Arctic Mechanical 390 0.6%
Macy's 380 0.6%
Adecco 360 0.6%
Bradshaw Home Inc 350 0.6%
Superior Electric 350 0.6%
1 Parent company to Cask 'n Cleaver Steakhouse
Source: Data Axle, 2022.

2,387
1,156
547
333
155 68 15 4 3
274
0 500
1,000
1,500
2,000
2,500
3,000
1 to 4 5 to 9 10 to 19 20 to 49 50 to 99 100 to
249
250 to
499
500 to
999
1000 to
4,999
Unknown
Share of Total Firms
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 19 Industry Sectors
This section describes the relative size, rate of growth, and concentration of employment in industry sectors in Rancho Cucamonga compared to San Bernardino County and the State of California.

Table 15 and Figure 20 show that Rancho Cucamonga’s greatest share of employment is in manufacturing.

There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. Rancho Cucamonga’s next largest industry is accommodation and food services (7,801 jobs), followed by retail trade (7,562 jobs) and health care and social assistance (6,974 jobs).

Table 16 shows that the fastest -growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. Construction also grew significantly, increasing by more than double (108 percent). Figure 21 shows that Rancho Cucamonga’s finance and insurance industry and the construction industry grew outpaced San Bernardino County and the State. The City also marginally outpaced the County and the State in growth in the health care and social assistance industry.

Table 17 and Figure 22 show the 2019 location quotient of Rancho Cucamonga relative to San Bernardino County and the location quotient of San Bernardino County to the State of California. A location quotient is a metric that provides a measure of how concentrat ed an industry is in an area. 1 A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. The highest location quotient for Rancho Cucamonga to San Bernardino County is for finance and insurance (3.4), which means that finance and insurance jobs are much more concentrated in Rancho Cucamonga than in the County overall. Additional concentrated industries in Rancho Cucamonga include manufacturing, construction, utilities, real estate, professional and technical services, and accommodation and food services.

1 The location quotient is the ratio of an area’s distribution of employment by industry in comparison to the distribution of the reference area.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 20 Table 15: Employment by Industry, 2019
NAICS Industry Category
Rancho
Cucamonga
San Bernardino
County State of CA
Jobs Share Jobs Share Jobs Share
31-33 Manufacturing 8,901 12.4% 54,233 7.7% 1,262,092 8.1% 72 Accommodation and Food
Services 7,801 10.9% 58,147 8.3% 1,398,882 8.9%
44-45 Retail Trade 7,562 10.5% 77,499 11.0% 1,450,919 9.3% 62 Health Care and Social
Assistance 6,974 9.7% 107,941 15.4% 2,173,287 13.9%
23 Construction 5,875 8.2% 37,870 5.4% 846,103 5.4%
61 Educational Services 5,610 7.8% 61,005 8.7% 1,362,968 8.7% 52 Finance and Insurance 5,545 7.7% 15,920 2.3% 518,531 3.3% 56 Administrative and Waste
Management 5,474 7.6% 52,091 7.4% 988,261 6.3%
42 Wholesale Trade 4,550 6.3% 42,779 6.1% 661,106 4.2%
54 Professional and Technical
Services 3,364 4.7% 22,935 3.3% 1,266,358 8.1%
48-49 Transportation and Warehousing 2,873 4.0% 82,856 11.8% 624,664 4.0% 81 Other Services (except Public
Admin) 1,958 2.7% 18,365 2.6% 491,737 3.1%
92 Public Administration 1,600 2.2% 33,688 4.8% 716,257 4.6% 53 Real Estate and Rental and
Leasing 1,373 1.9% 8,923 1.3% 273,969 1.8%
55 Management of Companies 702 1.0% 6,635 0.9% 263,485 1.7% 22 Utilities 695 1.0% 4,493 0.6% 106,183 0.7%
71 Arts, Entertainment, and
Recreation 497 0.7% 10,141 1.4% 318,793 2.0%
51 Information 278 0.4% 4,652 0.7% 596,798 3.8%
11 Agriculture and Forestry 213 0.3% 2,050 0.3% 304,112 1.9% 99 N/A 0 0.0% 801 0.1% 18,786 0.1%
Total Employment 71,845 703,024 15,643,291
Source: U.S. Census Bureau, LEHD, 2019.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 21 Figure 20: Top Rancho Cucamonga Industry Sectors by Employment, 2019

Source: U.S. Census Bureau, LEHD, 2019.

0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Manufacturing Accommodation
and Food
Services
Retail Trade Health Care and
Social
Assistance
Construction Educational
Services
Finance and
Insurance
% Total Employment
Rancho Cucamonga San Bernardino County State of CA
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 22 Table 16: Percent Employment Growth by Industry, 2011 to 2019 NAICS Industry Category Rancho
Cucamonga
San Bernardino
County State of CA
52 Finance and Insurance 150% 10% 1%
23 Construction 108% 62% 66%
92 Public Administration 49% -1% -3%
62 Health Care and Social Assistance 47% 44% 41%
11 Agriculture and Forestry 43% -8% 5%
71 Arts, Entertainment, and Recreation 38% 8% 17%
42 Wholesale Trade 35% 29% 3%
72 Accommodation and Food Services 31% 27% 29%
54 Professional and Technical Services 31% 11% 23%
53 Real Estate and Rental and Leasing 23% 27% 17%
61 Educational Services 16% 9% 7%
31-33 Manufacturing 10% 18% 4%
55 Management of Companies 4% -1% 24%
81 Other Services (except Public Admin) 1% -28% -26%
48-49 Transportation and Warehousing -5% 94% 46%
44-45 Retail Trade -12% 2% 4%
22 Utilities -40% -18% 1%
56 Administrative and Waste Management -41% 27% 27%
51 Information -46% -17% 44%
99 N/A -100% 30% -28%
Source: U.S. Census Bureau, LEHD, 2011, 2019.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 23 Figure 21: Select Fastest Growing Large Industry Sectors, 2019

Source: U.S. Census Bureau, LEHD, 2011, 2019.

0%
20%
40%
60%
80%
100%
120%
140%
160%
Finance and
Insurance
Construction Health Care and
Social
Assistance
Wholesale
Trade
Accommodation
and Food
Services
Professional
and Technical
Services
% Employment Growth 2011 to 2019
Rancho Cucamonga San Bernardino County State of CA
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 24 Table 17: Location Quotient, 2019
NAICS Industry Category
Rancho
Cucamonga/San
Bernardino County
San Bernardino
County/State of
CA
52 Finance and Insurance 3.4 0.7
31-33 Manufacturing 1.6 1.0
23 Construction 1.5 1.0
22 Utilities 1.5 0.9
53 Real Estate and Rental and Leasing 1.5 0.7
54 Professional and Technical Services 1.4 0.4
72 Accommodation and Food Services 1.3 0.9
81 Other Services (except Public Admin) 1.0 0.8
42 Wholesale Trade 1.0 1.4
55 Management of Companies 1.0 0.6
56 Administration and Waste Management 1.0 1.2
11 Agriculture and Forestry 1.0 0.1
44-45 Retail Trade 1.0 1.2
61 Educational Services 0.9 1.0
62 Health Care and Social Assistance 0.6 1.1
51 Information 0.6 0.2
71 Arts, Entertainment, and Recreation 0.5 0.7
92 Public Administration 0.5 1.0
48-49 Transportation and Warehousing 0.3 3.0
Source: U.S. Census Bureau, LEHD, 2019.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 25 Figure 22: Most Concentrated Industries, 2019

Source: U.S. Census Bureau, LEHD, 2019.

Industry Sectors Summary
Figures 23 to 25 combine location quotient, employment growth, and employment size by industry sector into one display. Figure 23 shows the size of industry sectors in the City and whether they are growing and concentrated in Rancho Cucamonga. In the figure, the finance and insurance sector stands out from the other industries. Finance and insurance is a moderately sized sector in terms of employment and is highly concentrated and growing quickly in the C ity. Other concentrated and growing industries in Rancho Cucamonga include manufacturing, real estate, professional and technical services, accommodations and food services, and construction.

Figure 24 shows the size of industry sectors in San Bernardino County and whether they are growing and concentrated in the County. Transportation and warehousing is highly concentrated and growing rapidly in the County. This contrasts significantly with Rancho Cucamonga, as Figure 23 shows, transportation and warehousing is not concentrated in the City and employment has shrunk somewhat since 2011. Health care and social assistance, which is a relatively large and fast-growing industry in Rancho Cucamonga and the County, is somewhat concentrated in the County but not very concentrated in the City.

Figure 25 shows the size of industry sectors in San Bernardino County and whether they are growing in the County and how concentrated they are in Rancho Cucamonga. This figure demonstrates which industries may represent opport unities for growth in Rancho Cucamonga. Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are all growing sectors in the County that are also concentrated in Rancho Cucamonga. Constructi on jobs, which are growing particularly fast in the County are also notably concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region.

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5

4.0 Finance and
Insurance
Manufacturing Construction Utilities Real Estate Professional and Technical
Services
Accommodation
and Food
Services
Location Quotient
Rancho Cucamonga/San Bernardino County San Bernardino County/State of CA City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 26 Figure 23: Industries by Concentration in Rancho Cucamonga and Growth in Rancho Cucamonga, 2011-2019

Note: The size of the dot reflects the number of jobs per industry sector.

Source: U.S. Census Bureau, LEHD, 2011, 2019.

Agriculture and Forestry
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation and Warehousing
Information
Finance and Insurance
Real Estate and Rental and
Leasing
Professional and
Technical Services
Management of
Companies
Administrative and Waste
Management
Educational Services Health Care and Social Assistance
Arts, Entertainment,
and Recreation
Accommodation and Food ServicesOther Services (except
Public Admin)
Public Administration

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5
-100% -50% 0% 50% 100% 150% 200%
LQ Rancho Cucamonga/San Bernardino County
Rancho Cucamonga Employment Growth 2011-2019
Growing in the City & Concentrated in the City
Declining in the City & Not
Concentrated in the City
Growing in the City & Not
Concentrated in the City
Declining in the City &
Concentrated in the City
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 27 Figure 24: Industries by Concentration in San Bernardino County and Growth in San Bernardino County, 2011-2019

Note: The size of the dot reflects the number of jobs per industry sector.

Source: U.S. Census Bureau, LEHD, 2011, 2019.

Agriculture and Forestry
Utilities Construction
Manufacturing
Wholesale
Trade
Retail Trade
Transportation and
Warehousing
Information
Finance and Insurance
Real Estate
Professional and Technical Services
Management of Companies
Administrative and Waste Management
Educational
Services
Health Care and Social Assistance
Arts, Entertainment, and Recreation
Accommodation and Food ServicesOther Services (except Public Admin) Public Administration

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5
-150% -100% -50% 0% 50% 100% 150%
LQ San Bernardino County/ State of CA
San Bernardino County Employment Growth 2011-2019
Declining in the County &
Concentrated in the County
Growing in the County & Not
Concentrated in the County
Growing in the County & Concentrated in the County
Declining in the County & Not
Concentrated in the County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 28 Figure 25: Industries by Concentration in Rancho Cucamonga and Growth in San Bernardino County, 2011-2019

Note: The size of the dot reflects the number of jobs per industry sector.

Source: U.S. Census Bureau, LEHD, 2011, 2019.

Agriculture and Forestry
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation and
Warehousing
Information
Finance and Insurance
Real Estate
Professional and Technical
ServicesManagement of Companies
Administrative and Waste Management
Educational Services
Health Care and Social Assistance
Arts, Entertainment, and Recreation
Accommodation and Food Services
Other Services (except Public Admin)
Public Administration

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5

4.0 -150% -100% -50% 0% 50% 100% 150%
LQ Rancho Cucamonga/ San Bernardino County
San Bernardino County Employment Growth 2011-2019
Growing in the County &
Concentrated in the City
Declining in the County &
Not Concentrated in the City Growing in the County & Not Concentrated in the City
Declining in the County &
Concentrated in the City
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 29 Market Analysis
This section describe s the current and historic performance of residential and commercial land uses in Rancho Cucamonga. The analysis relies on data from online real estate platforms Redfin and Zillow and data from the private real estate data source CoStar.

Residential Market
Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more moderately priced compared to Greater Los Angeles and the State of California overall. Figure 26 shows that home prices are much higher in Rancho Cucamonga compared to San Bernardino County and less than the neighboring Los Angeles Metro Area and the St ate. Among nearby cities, Rancho Cucamonga has the second highest home prices following Eastvale and higher home prices than Ontario, Fontana, Redlands, Riverside, and San Bernardino (Figure 27). Compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s home prices are much less than in Irvine and Pasadena (Figure 28).

Monthly rents are higher in Rancho Cucamonga compared to San Bernardino County, but somewhat on par with the Greater Los Angeles Area (Figure 29). Among neighboring cities, rents in Rancho Cucamonga are higher than in Redlands, Ontario, Riverside, and San Bernardino, but Rancho Cucamonga rents are lower than in Eastvale and Fontana (Figure 30). The City of Irvine has much higher rents than Rancho Cucamonga, but rents in Rancho Cucamonga are similar to those in Pasadena (Figure 31).

Figure 26: Median Home Sales Price, 2012 to 2022

Source: Redfin, December 2022.

$0K
$100K
$200K
$300K
$400K
$500K
$600K
$700K
$800K
$900K
$1,000K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Los Angeles Metro Area
State of California
Rancho Cucamonga
San Bernardino County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 30 Figure 27: Median Home Sales Price, Neighboring Cities, 2012 to 2022

Source: Redfin, December 2022.

Figure 28: Median Home Sales Price, Comparable Southern California Jurisdictions, 2012 to 2022

Source: Redfin, December 2022.

$0K
$100K
$200K
$300K
$400K
$500K
$600K
$700K
$800K
$900K
$1,000K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Eastvale
Rancho Cucamonga
Ontario
Fontana
Redlands
Riverside
San Bernardino
$0K
$200K
$400K
$600K
$800K
$1,000K
$1,200K
$1,400K
$1,600K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Irvine
Pasadena
Rancho Cucamonga
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 31 Figure 29: Average Monthly Rent, 2015 to 2022

Source: Zillow, November 2022.

Figure 30: Average Monthly Rent, Neighboring Cities, 2015 to 2022

Source: Zillow, November 2022.

$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
$2,200
$2,400
$2,600
$2,800
$3,000
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Los Angeles Metro
Rancho Cucamonga
San Bernardino County
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Eastvale
Fontana
Rancho Cucamonga
Riverside
Ontario
Redlands
San Bernardino
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 32 Figure 31: Average Monthly Rent, Comparable Southern California Jurisdictions, 2015 to 2022

Source: Zillow, November 2022.

Commercial Land Use Market
National Trends Retail and COVID-19
Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce. However, while increased online sales have reduced the demand for in- store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms.

Over the last two years, the COVID -19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term recovery from COVID-19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping.1
Commercial Land Use Trends
Rancho Cucamonga has approximately 5.2 million square feet of office space, 8.5 million square feet of retail space, and 40.9 million square feet of industrial space. The City’s office, retail, and industrial space account for a significant proportion of total space in San Bernardino County. Of the County’s total commercial space, Rancho Cucamonga accounts for 13 percent of total office space, 9 percent of tota l retail space, and 9 percent of total industrial space.

Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher compared to the County, and vacancies are on par or lower

1https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consumer-business/us-cb-covid-recession-2020.pdf $1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Irvine
Pasadena
Rancho Cucamonga
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 33 than in the County. Figures 32 and 33 also demonstrate the strong performance of Rancho Cucamonga’s commercial land uses. Since 2010, rents for all commercial land uses have increased and vacancies have decreased. However, during this period, only industrial space has increased by a notable amount in the City. From 2010 to 2022, office space increased by one percent and retail space increased by 4 percent, while industrial space increased by 16 percent (Table 19).

Table 18: Commercial Land Use Summary, 2022
Building Sf. Building Sf. %
of County
Average
Monthly Rent Vacancy %
Office
Rancho Cucamonga 5,263,228 13% $2.17 5.4%
San Bernardino County 40,114,155 100% $1.93 5.5%
Retail
Rancho Cucamonga 8,492,590 9% $1.99 4.4%
San Bernardino County 95,932,505 100% $1.68 6.5%
Industrial
Rancho Cucamonga 40,896,511 9% $1.35 1.6%
San Bernardino County 449,628,749 100% $1.30 1.7%
Source: CoStar, 2022.

Table 19: Commercial Land Use Net Increase, 2010 to 2022 Rancho Cucamonga San Bernardino County
Number Percent Number Percent
Building Sf.

Office 28,022 1% 990,728 3%
Retail 293,676 4% 6,129,416 7%
Industrial 5,744,197 16% 127,330,102 40%
Average Monthly Rent
Office $0.57 36% $0.39 25%
Retail $0.36 22% $0.36 27%
Industrial $0.97 255% $0.94 261%
Vacancy
Office -16.9% -76% -9.1% -62%
Retail -3.4% -44% -2.6% -29%
Industrial -5.1% -76% -7.7% -82%
CoStar, 2022.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 34 Figure 32: Rancho Cucamonga Commercial Land Use Rents, 2010 to 2022

Source: CoStar, 2022.

Figure 33: Rancho Cucamonga Commercial Land Use Vacancy, 2010 to 2022

Source: CoStar, 2022.

$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Average Monthly Rent
Office
Retail
Industrial

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Vacancy Percent
Office
Retail
Industrial
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 35 Figure 34: Rancho Cucamonga Commercial Land Use Building Sf., 2010 to 2022

Source: CoStar, 2022.

Target Industry Sectors
The previous sections in this memo describe employment trends in Rancho Cucamonga using broadly defined categories, such as manufacturing and retail trade. This section examines subsets of those categories that more specifically define the type of employme nt in Rancho Cucamonga. More detailed categories were examined to identify specialized industries that are well-positioned to grow and diversify the City’s economy. This section also describes leading private sector employers for these target industries in the City.

The specialized industry sectors in Rancho Cucamonga were defined as those that employ a significant number of workers and are highly concentrated in the City. The specialized industries identified in this analysis include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services.

Advanced Manufacturing
Advanced manufacturing is characterized by manufacturing activity involving technology innovation and requiring skilled workers with technical knowledge and training. Advanced manufacturer s span industries that include the production of aerospace equipment, medical devices, and computer components. In Rancho Cucamonga, there are approximately 2,000 advanced manufacturing jobs in the city (excluding medical manufacturing jobs). Among the largest aerospace manufacturing companies in the City include Air Components Inc , Hartwell Corporation, and Pneudraulics Inc . Among electronic manufacturers , the City’s largest em ployers include Arlon Electronic Materials , Celco-Pacific Division , Mercury United Electronics Inc, and VPG Transducers.

Medical Manufacturing
Medical manufacturing could be considered part of the advanced manufacturing industry category, but on its own, it represents a sizeable portion of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga. 0 5
10 15
20 25
30 35
40 45
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Building sf. (Millions)
Office
Retail
Industrial
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 36 Medical Manufacturing is also highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Most of the medical manufacturing jobs in Rancho Cucamonga are with the firm Amphastar Pharmaceuticals, which is one of the City’s largest employers (Table 14). Other significant employers include medical device and surgical instrument manufacturers such as Comar, Mediflex Inc, and Eagle Labs.

Food and Beverage Manufacturing
Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s overall manufacturing sector that contains about 1,400 jobs and is somewhat concentrated relative to San Bernardino County.

Frito Lays, Coca -Cola, Cerenzia Foods Inc , and Evolution Fresh are among the City’s largest food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that also employ a significant number of workers in the City. This sector also includes several breweries that provide the added benefit of being an attractive amenity and potential regional destination in Rancho Cucamonga.

Finance, Insurance, and Real Estate
Rancho Cucamonga contains a high concentration of the local region’s finance, insurance and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Ins urance-related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium -sized insurance broker firms. In addition to several national banking branches, a large portion of the finance- related companies in Rancho Cucamonga are small mortgage lenders, portfolio management and investment firms.

Among real estate- related firms, most in the City are medium to s mall offices of real estate agents and brokers.

Professional Services
Professional service firms range from engineering and design companies to legal and accounting firms.

The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. Large professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 37 Table 20: Target Industry Sectors Summary, 2021
Industry
Rancho
Cucamonga
Jobs
Share of
Rancho
Cucamonga
Jobs
Rancho
Cucamonga/San
Bernardino
County LQ
Manufacturing Industries
Advanced Manufacturing 1,974 3.2% 2.7
Medical Manufacturing 1,955 3.2% 5.8
Food and Beverage Manufacturing 1,398 2.3% 1.3
Office Industries
Finance, Insurance, and Real Estate 5,789 9.4% 3.3
Professional Services 2,707 4.4% 2.7
Source: Data Axel, 2022; QCEW, 2021.

Comparable Market Areas
This section summari zes the analysis of neighboring communities and comparable Southern California jurisdictions to determine how Rancho Cucamonga might compete for retention and attraction of employers and service providers across land uses and industry sectors.

Table 21 summarizes key demographic and employment characteristics for Rancho Cucamonga and neighboring cities discussed in previous sections of the memo, and Table 22 shows these key characteristics indexed to Rancho Cucamonga’s characteristics.

Table 22 shows that Riverside, San Bernardino, and Ontario are larger than Rancho Cucamonga in population and total employment but have less educated re sidents with lower incomes. Fontana while having a larger resident population than Rancho Cucamonga has a smaller employment base. Fontana like Riverside, San Bernardino, and Ontario also has less educated residents and with lower incomes than Rancho Cucam onga. Redlands and Eastvale have smaller populations and employment bases than Rancho Cucamonga, but their residents are generally more educated and Eastvale’s residents have higher incomes. Redland and Eastvale have also experienced faster job growth from 2011 to 2019 than Rancho Cucamonga.

Tables 21 and 22 show that Rancho Cucamonga is highly competitive compared to its neighboring cities.

Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. Among the neighboring cities, Riverside and Fontana may be generally the most competitive with Rancho Cucamonga for attracting residents and employers. Riverside has a larger employment base and somewhat lower incomes of residents. While the share of residents with a bachelor's degree or higher is relatively low in Redlands, it is the highest among the neighboring cities with a larger employment base than Rancho Cucamonga. Fontana’s employment base is somewhat smaller than Rancho Cucamonga’s, but Fontana is adding jobs at a more significant rate. Fontana’s resident incomes are also only somewhat lower, but the concentration of highly educated residents is much lower than in Rancho Cucamonga. The cities of Redlands and Eastvale may be competi tive with Rancho Cucamonga for attracting highly skilled workers, although the small employment base in both cities may disadvantage them.

Tables 23 and 24 show Rancho Cucamonga compared to Irvine and Pasadena. Rancho Cucamonga is currently less comparable to these cities than to its neighboring cities but still shares some notable characteristics. Irvine has a larger and faster growing resident population and employment base than City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 38 Rancho Cucamonga, and Irvine has a higher concentration of highly educated residents and higher incomes. Irvine’s employment base is also currently structured somewhat differently compared to Rancho Cucamonga. While Irvine also has a sizable manufacturing sector (13 percent of total jobs), 1 the city’s largest sector is in professional, scientific and technical services, which accounts for 17 percent of total jobs compared to approximately 5 percent of jobs in Rancho Cucamonga ( Table 15) . However, Rancho Cucamonga has an expanding professional, scientific and technical services industry, and like Irvine has high access to education and an airport.2
Compared to Irvine, Rancho Cucamonga currently shares more in common with Pasadena. Incomes are slightly higher in Rancho Cucamonga than in Pasadena, and while Pasadena has a larger employment base, it is not growing as fast as Rancho Cucamonga. However, there is a larger share of higher-educated residents in Pasadena relative to Rancho Cucamonga. Like Irvine and Rancho Cucamonga, Pasadena has high access to higher education institutions and is relatively close to an airport (Burbank Airport).

Table 21: Neighboring Cities Attributes Summary

Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Job Growth
(2011-2019)
Rancho
Cucamonga 173,946 8.2% 37% $97,046 62,463 15%
Riverside 314,858 4.8% 24% $76,755 128,236 14%
San Bernardino 220,821 5.6% 22% $55,372 94,509 10%
Fontana 208,087 9.8% 20% $83,468 53,640 25%
Ontario 175,223 6.1% 19% $71,908 87,077 34%
Redlands 72,649 5.5% 44% $87,184 26,025 29%
Eastvale 68,539 39.5% 41% $141,827 14,486 197%

1 U.S. Census Bureau, LEHD 2019.
2 The City of Irvine is home to the University of California Irvine and is located near John Wayne Airport.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 39 Table 22: Neighboring Cities Indexed to Rancho Cucamonga

Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Job Growth
(2011-2019)
Rancho
Cucamonga 100% 100% 100% 100% 100% 100%
Riverside 181% 58% 65% 79% 205% 92%
San Bernardino 127% 68% 60% 57% 151% 66%
Fontana 120% 120% 53% 86% 86% 167%
Ontario 101% 74% 51% 74% 139% 229%
Redlands 42% 67% 120% 90% 42% 196%
Eastvale 39% 482% 113% 146% 23% 1313%

Table 23: Southern California Comparable Cities Attributes Summary

Table 24: Southern California Comparable Cities Indexed to Rancho Cucamonga

Total
Population
(2021)
Population
Growth
(2010-2021)
Bachelor's
Degree or
Higher
(2021)
Median
Income
(2021)
Total
Employment
(2019)
Employment
Growth
(2011-2019)
Rancho
Cucamonga 100% 100% 100% 100% 100% 100%
Irvine 171% 606% 188% 117% 413% 166%
Pasadena 80% 21% 146% 92% 157% 31%

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 40 Retail Analysis
This section describe s retail spending trends in Rancho Cucamonga and review s categories of retail businesses and their potential “fit” for Rancho Cucamonga.

Restaurant and food and beverage sales are stronger in Rancho Cucamonga compared to the County overall. In 2021, estimated taxable sales per household for food services and driving and food and beverage services were higher in Rancho Cucamonga than in San Bernardino County. The City also had stronger sales in home furnishing and appliances and about the same performance of sales for general merchandise.

Sales were stronger in several categories in the County compared to Rancho Cucamonga including apparel, automotive-related parts and services, and other retail.

Figure 35: Taxable Sales per Household, 2021

Source: ACS, 5-Year Est, 2021; California Department of Tax and Fee Administration, 2021.

Retail Fit Analysis
This section reviews a select group of retail categories and the likelihood of businesses locating in Rancho Cucamonga based on the location preferences of the businesses. • Grocery Stores. Rancho Cucamonga is currently a strong fit for grocery stores speci alizing in products from Central and South America (Table 25). Northgate Market and Cardenas Market both target areas to locate with highly concentrated Hispanic and Latino populations. A large share of Rancho Cucamonga’s population identifies as Hispanic or Latino (Tables 3 and 4). The City is only a moderate fit for higher-end grocery stores such as Gelson’s and Whole Foods. These businesses typically prefer locations with higher population densities. $-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
Taxable Sales Per Household
Rancho Cucamonga San Bernardino County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 41 • Restaurants. Rancho Cucamonga is currently a strong fit for fast casual and mid- tier full-service restaurants but may have trouble attracting high-end full -service restaurants (Table 26). The relatively high incomes in Rancho Cucamonga are an attractive quality for restaurant businesses, and the City’s concentration of college- educated residents is particularly preferable to fast casual restaurants. High -end full -service restaurants generally prefer to locate near areas with strong office and hotel activity, and in areas with higher population density than currently in Rancho Cucamonga.
• Coffee Shops. Coffee shops in general prefer to locate in areas with high morning and daytime populations and areas with college-educated residents (Table 27). Rancho has a well -educated, relatively wealthy population, which is attractive for coffee businesses. Among the types of coffee shops, Rancho Cucamonga is a fit for mid- tier coffee shops (Table 25). Examples of these types of coffee shops include Dutch Bros. Coffee and Peet's Coffee & Tea. Higher-tier coffee businesses such as Blue Bottle Coffee, Philz, and Verve, prefer to locate in areas with higher population densities than found in Rancho Cucamonga such as Downtown Santa Monica and Downtown Pasadena, where some of these businesses are currently located. • Breweries. High to mid-tier breweries are likely to locate in Rancho Cucamonga (Table 28). The City’s demographics are generally a good fit, including the preferred age range for some breweries, which is between 34 to 54 years. However, some breweries may prefer locations with higher population densities than currently in Rancho Cucamonga.

Table 25: Retail Fit Grocery Stores Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.

Population
Within 1-3
Miles
Avg.

Household
Income
High-End Moderate
Gelson's Markets,
Bristol Farms, Whole
Foods Market 20,000 -
60,000
200,000 $75,000
Targeted Strong Northgate Market,
Cardenas Market - -
Retail Lease Trac, 2022.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 42 Table 26: Retail Fit Restaurants Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.

Population
Within 1-3
Miles
Avg.

Household
Income
High-End
Full-Service Moderate
Morton's
Steakhouse, Il
Fornaio, Ocean
Prime Seafood
Steaks & Cocktails,
Truluck's, Nick's
Restaurants, Meat
On Ocean, Mastro's
Steakhouse
3,000 - 11,000 200,000
$75,000
Mid-Tier
Full-Service Strong
Mixt, Breakfast
Republic, The
Boiling Crab,
Bonefish Grill,
Eureka!, Wood
Ranch BBQ & Grill,
Sage Plant Based
Bistro & Brewery
2,000 - 6,500 35,000
$75,000
Fast
Casual Strong
Cava Grill, Einstein
Bros., Noah's
Bagels, Le Pain de
Quotidien,
Lemonade,
Mendocino Farms,
Salt and Straw,
Tender Greens,
Umami Burger
1,000 - 4,500 - $60,000
Retail Lease Trac, 2022.

Table 27: Retail Fit Coffee Shops Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.

Population
Within 1-3
Miles
Avg.

Household
Income
Top-Tier Moderate
Blue Bottle Coffee,
Philz Coffee, Verve
Coffee Roasters,
Intelligentsia
1,500 - 2,500 200,000 $60,000
Mid-Tier Strong
Dutch Bros. Coffee,
Peet's Coffee &
Tea, Better Buzz
Coffee, Urth Caffe
800 - 2,500 20,000 -
100,000 $50,000
Retail Lease Trac, 2022.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 43 Table 28: Retail Fit Breweries Summary
Category
Rancho
Cucamonga
Existing Fit
Example
Businesses
Sf. Size
Requirements
Min.

Population
Within 1-3
Miles
Avg.

Household
Income
Mid-Tier Strong
Voodoo Brewing
Co., Granite City
Food & Brewery,
Board & Brew, BJ's
Restaurant &
Brewhouse
5,000 - 8,000 150,000 $60,000
Retail Lease Trac, 2022.

City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 44 Appendix

Table A-1: Target Industry Definitions
NAICS Industry
Rancho
Cucamonga
Employment
(2021)
Food and Beverage Manufacturing 1,398
3118 Bakeries and Tortilla Manufacturing 82
3119 Other Food Manufacturing 145
3121 Beverage Manufacturing 458
4244 Grocery and Related Product Merchant Wholesalers 713 Medical Manufacturing 1,955
3254 Pharmaceutical and Medicine Manufacturing 1,771
3391 Medical Equipment and Supplies Manufacturing 91
4242 Drugs and Druggists' Sundries Merchant Wholesalers 25 423450 Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers 68 Advanced Manufacturing 1,974
3241 Petroleum and Coal Products Manufacturing 13
3252 Resin, Synthetic Rubber, and Artificial and Synthetic Fibers/Filaments Manufacturing 62 3259 Other Chemical Product and Preparation Manufacturing 29 3271 Clay Product and Refractory Manufacturing 4
3311 Iron and Steel Mills and Ferroalloy Manufacturing 120 3313 Alumina and Aluminum Production and Processing 34
3315 Foundries 180
3331 Agriculture, Construction, and Mining Machinery Manufacturing 21 3332 Industrial Machinery Manufacturing 119
3333 Commercial and Service Industry Machinery Manufacturing 438 3336 Engine, Turbine, and Power Transmission Equipment Manufacturing 8 3339 Other General Purpose Machinery Manufacturing 23
3344 Semiconductor and Other Electronic Component Manufacturing 228 3345 Navigational, Measuring, Electromedical, and Control Instruments Manufacturing 48 3363 Motor Vehicle Parts Manufacturing 46
3364 Aerospace Product and Parts Manufacturing 227
3369 Other Transportation Equipment Manufacturing 10
3399 Other Miscellaneous Manufacturing 364
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 45 NAICS Industry
Rancho
Cucamonga
Employment
(2021)
Finance, Insurance, and Real Estate 6,389
5241 Insurance Carriers 2,110
5242 Agencies, Brokerages, and Other Insurance Related Activities 776 5221 Depository Credit Intermediation 448
5222 Nondepository Credit Intermediation 516
5223 Activities Related to Credit Intermediation 29
5231 Securities and Commodity Contracts Intermediation and Brokerage 4 5239 Other Financial Investment Activities 244
5259 Other Investment Pools and Funds 10
5311 Lessors of Real Estate 199
5312 Offices of Real Estate Agents and Brokers 1,392
5313 Activities Related to Real Estate 61
Professional Services 2,707
5411 Legal Services 683
5412 Accounting, Tax Preparation, Bookkeeping, and Payroll Services 533 5413 Architectural, Engineering, and Related Services 937 5414 Specialized Design Services 103
5418 Advertising, Public Relations, and Related Services 451 Source: Data Axel, 2022.

Rancho Cucamonga City CouncilOctober 4, 2023

Rancho Cucamonga City Council
October 4, 2023