Rancho Cucamonga City Council
March 20, 2024

Resolution No. 2024-XXX – Page 2 of 3
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WHEREAS, SBCTA requires the designation of individuals authorized to certify Project completion; and
WHEREAS, the City Manager, or their designee, is authorized to certify project completion, and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, that said submittal of the claim and request for reimbursement(s) for TDA Article 3 funds for the Cucamonga Creek Channel Maintenance Project in the amount of $162,415 is hereby authorized, and that the City Council is furthermore authorized to certify project completion.

Resolution No. 2024-XXX – Page 3 of 3
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PASSED, APPROVED, and ADOPTED this 20th day of March, 2024. ___________________________________
L. Dennis Michael, Mayor
City of Rancho Cucamonga
ATTEST:
________________________________
Janice C. Reynolds, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF RANCHO CUCAMONGA )
I, Janice C. Reynolds, City Clerk of the City of Rancho Cucamonga, do hereby certify that the foregoing Resolution was duly passed, approved, and adopted by the City of Rancho Cucamonga, at a Regular Meeting of said Council held on the 20th day of March 2024.

AYES:________________________
NOES:________________________
ABSENT:________________________
ABSTAINED:________________________
Executed this 20th day of March, 2024, at Rancho Cucamonga, California. ________________________________
Janice C. Reynolds, City Clerk
APPROVED AS TO FORM:
________________________________
Nicholas R. Ghirelli, City Attorney
Richards, Watson & Gershon

San Bernardino County Transportation Authority
Claim Form
Article 3 Grant Program
Project Name: Cucamonga Creek Channel: Foothill to Base Line Grant Allocation No: L24-0702-0745-00 Claimant: Rancho Cucamonga
Address:

Attention:

Phone No:

E-mail Address:
$ 162,415.00
Purpose: Please check one purpose.

Note: this form only needs to be completed and submited with the full award amount once.

Authorizing Signature:
(Authorized Agent specified in Authorizing Resolution)
Date:

Signature
John Gillison, City Manager
Type Name & Title
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Approval of this claim and payment by the County Auditor to this claimant are subject to monies being available and to the provision that such monies will be used only in accordance with the approved allocation instruction.

Transit Stop Access Improvements, PUC 99233.3
Cesar Guevara, Associate Engineer
909-774-4057
[email protected]
Condition of Approval:

Article 3 Bicycle/Pedestrian Facilities, Public Utilities Code (PUC) 99233.3 Award Amount
Art3_Rancho Cucamonga_FY23_BikePed_Cucamonga Creek_Claim Claim Form Page 1

Resolution No. 2024-XXX – Page 1 of 3
ATTACHMENT 3
RESOLUTION NO. 2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO

CUCAMONGA, CALIFORNIA AUTHORIZING SUBMITTAL OF A

CLAIM TO THE SAN BERNARDINO COUNTY TRANSPORTATION

AUTHORITY (SBCTA) FOR TRANSPORTATION DEVELOPMENT
ACT (TDA) ARTICLE 3 FUNDS FOR THE DAY CREEK CHANNEL

BIKE TRAIL IMPROVEMENT PROJECT
WHEREAS, the Mills-Alquist-Deddeh Act (SB 325) was enacted by the California Legislature to improve existing public transportation services and encourage regional transportation coordination.

Known as the Transportation Development Act (TDA) of 1971, this law provides funding to be allocated to transit and non-transit related purposes that comply with regional transportation plans; and
WHEREAS, TDA provides two funding sources, the Local Transportation Fund (LTF) and State Transit Assistance fund (STA); and
WHEREAS, LTF is derived from a ¼ cent of the general sales tax collected statewide and apportioned by population to areas within the county; and WHEREAS, STA is derived from the statewide sales tax on diesel fuel, plus an additional vehicle registration fee authorized under Senate Bill 1, referred to as the State of Good Repair, and both are apportioned by the State Controller’s Office 50% by population and 50% by transit operator revenues; and
WHEREAS, the San Bernardino County Transportation Authority (SBCTA) authorizes funding for a wide variety of transportation programs in San Bernardino County, including planning and program activities, pedestrian and bicycle facilities, community transit services, public transportation, and bus and rail projects to local transportation agencies through annual apportionment and allocation processes, and approves payments periodically throughout the year; and WHEREAS, SBCTA awarded the City of Rancho Cucamonga TDA Article 3 grant funds in the amount of $510,250, which includes the recent additional funding in the amount of $107,250, for development of the Day Creek Channel Bike Trail Improvement Project within the City of Rancho Cucamonga jurisdiction through a competitive “Call for Projects”; and WHEREAS, TDA Article 3 grant funds are provided on a reimbursement basis; and WHEREAS, SBCTA requires the City of Rancho Cucamonga to submit a claim and request(s) for reimbursement; and
WHEREAS, submittal of the claim for TDA Article 3 funds must be first authorized by the City Council of the City of Rancho Cucamonga; and
WHEREAS, the Day Creek Channel Bike Trail Improvement Project award is over $200,000, and is eligible for progress reimbursement, or under, and eligible for reimbursement at project completion; and

Resolution No. 2024-XXX – Page 2 of 3
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WHEREAS, SBCTA requires the designation of individuals authorized to certify Project completion; and
WHEREAS, the City Manager, or their designee, is authorized to certify project completion, and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, that said submittal of the claim and request for reimbursement(s) for TDA Article 3 funds for the Cucamonga Creek Channel Maintenance Project in the amount of $510,250 is hereby authorized, and that the City Council is furthermore authorized to certify project completion.

Resolution No. 2024-XXX – Page 3 of 3
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PASSED, APPROVED, and ADOPTED this 20th day of March, 2024. ___________________________________
L. Dennis Michael, Mayor
City of Rancho Cucamonga
ATTEST:
________________________________
Janice C. Reynolds, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF RANCHO CUCAMONGA )
I, Janice C. Reynolds, City Clerk of the City of Rancho Cucamonga, do hereby certify that the foregoing Resolution was duly passed, approved, and adopted by the City of Rancho Cucamonga, at a Regular Meeting of said Council held on the 20th day of March 2024.

AYES:________________________
NOES:________________________
ABSENT:________________________
ABSTAINED:________________________
Executed this 20th day of March, 2024, at Rancho Cucamonga, California. ________________________________
Janice C. Reynolds, City Clerk
APPROVED AS TO FORM:
________________________________
Nicholas R. Ghirelli, City Attorney
Richards, Watson & Gershon

San Bernardino County Transportation Authority
Claim Form
Article 3 Grant Program
Project Name: Day Creek Channel Trail: Jack Benny to Base Line Grant Allocation No: L24-0702-0745-01 Claimant: Rancho Cucamonga
Address:

Attention:

Phone No:

E-mail Address:
510,250.00$
Purpose: Please check one purpose.

Note: this form only needs to be completed and submited with the full award amount once.

Authorizing Signature:
(Authorized Agent specified in Authorizing Resolution)
Date:

Signature
John Gillison, City Manager
Type Name & Title
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Approval of this claim and payment by the County Auditor to this claimant are subject to monies being available and to the provision that such monies will be used only in accordance with the approved allocation instruction.

Transit Stop Access Improvements, PUC 99233.3
Justin Pope, Associate Engineer
909-774-4037
[email protected]
Condition of Approval:

Article 3 Bicycle/Pedestrian Facilities, Public Utilities Code (PUC) 99233.3 Award Amount
Art3_Rancho Cucamonga_FY23_BikePed_Day Creek_Claim.xlsx Claim Form Page 1

DATE: March 20, 2024
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Michael Parmer, Assistant to the City Manager SUBJECT: Consideration of First Reading of Ordinance No. 1025, to be Read by Title Only and Waive Further Reading, Amending Chapter 3.08 (Purchasing System) of the Rancho Cucamonga Municipal Code Regarding Design Approval Authority for Public Improvement Projects, and Making a Determination that the Ordinance is Exempt from the California Environmental Quality Act. (ORDINANCE NO. 1025) (CITY) RECOMMENDATION:

Staff recommends the City Council introduce, read, and waive further reading of Ordinance No. 1025, amending Chapter 3.08 (Purchasing System) of the Rancho Cucamonga Municipal Code regarding design approval authority for public improvement projects, and making a determination that the ordinance is exempt from the California Environmental Quality Act.

BACKGROUND:

When public works projects are authorized to be advertised or bids are awarded by the City Council, language is typically included in the City Council action to approve plans and specifications. There are situations where the City Council does not approve plans and specifications, such as small projects, or there are change orders during construction. These situations would benefit from the ability of the City to respond quickly, without having to bring the matter before the City Council at a noticed public meeting.

ANALYSIS:

Government Code Section 830.6 provides public agencies with a design immunity defense for any public works projects designed and constructed by the public agency, provided that the design was approved in advance of the construction by the agency’s legislative body or by an employee authorized by the legislative body to give such design approval. Staff recommends authorizing the City Manager, Public Works Director, City Engineer, or their designees to approve designs to ensure the City retains the design immunity protection afforded by state law. The City Council can codify the delegation to the City Manager or their designee in the City’s Municipal Code.

It is important to note that proposed Ordinance No. 1025 does not in any way impact or change the City Council’s discretionary authority to approve projects and appropriate project funding pursuant to other applicable City policies and procedures. Ordinance No. 1025 also does not circumvent other established project design review and approval processes.

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Environmental Review
This action is not a project within the meaning of the California Environmental Quality Act (CEQA) Guidelines §§ 15378 and 15061(b)(3) as it proposes an organizational structure change that will not result in any direct or indirect physical change in the environment.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

These amendments support the Council’s goal of promoting a safe and healthy community for all by maintaining safe and livable communities through well-maintained infrastructure and facilities, strong public safety, and significant environmental standards.

ATTACHMENTS:

Attachment 1 - Ordinance No. 1025

Ordinance No. 1025 – Page 1 of 2
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ORDINANCE NO. 1025

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, AMENDING CHAPTER 3.08 (PURCHASING

SYSTEM) OF THE RANCHO CUCAMONGA MUNICIPAL CODE

REGARDING DESIGN APPROVAL AUTHORITY FOR PUBLIC

IMPROVEMENT PROJECTS, AND MAKING A DETERMINATION

THAT THE ORDINANCE IS EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT
I. Recitals.

A. Government Code Section 830.6 provides that neither a public entity nor a public employee is liable for an injury caused by the plan or design of a construction of, or an improvement to, public property where such plan or design has been approved in advance of the construction or improvement by the legislative body of a public entity or by some other body or employee exercising discretionary authority to give such approval or where such plan or design is prepared in conformity with standards previously so approved.

B. In furtherance of the public interest and convenience and the retention of the design immunity protection under Government Code Section 830.6, the City Council of the City of Rancho Cucamonga desires to delegate by ordinance to the City Manager, Public Works Director, City Engineer, or their designees the authority to approve plans and designs for City public improvement projects.

C. Such delegation of design approval authority does not change the City Council’s discretion and authority to approve projects and appropriate project funding pursuant to other applicable City policies, procedures, and codes, or circumvent other established project design review and approval processes.

II. Findings.

A. The City Council hereby finds that this ordinance is not subject to the provisions of the California Environmental Quality Act (“CEQA”) because the activity is not a project as defined by Section 15378 of the CEQA Guidelines. The ordinance has no potential for resulting in physical change to the environment either directly or indirectly.

III. Ordinance.

The City Council of the City of Rancho Cucamonga does ordain as follows:

SECTION 1. The above recitals and findings are all true and correct and incorporated into this Ordinance by reference.

SECTION 2. Section 3.08.110 (Bidding for Public Projects) of Chapter 3.08 (Purchasing System) of Title 3 (Revenue and Finance), is hereby amended to add a new subsection G “Delegation of Design Approval Authority” to read as set forth below:

3.08.110 Bidding for Public Projects
ATTACHMENT 1

Ordinance No. 1025 – Page 2 of 2
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G. Delegation of Design Approval Authority. The City Manager, Public Works Director, City Engineer, or their designees are authorized to approve plans or designs for public projects for purposes of design immunity pursuant to Government Code Section 830.6.

Nothing in this section is intended to, nor will it, preclude the City Council from separately or additionally approving plans or designs for purposes of design immunity pursuant to Government Code Section 830.6.

SECTION 3. Severability. The City Council declares that, should any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance for any reason be held invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

SECTION 4. Publication. The City Clerk shall certify to the adoption of this Ordinance and shall cause it to be published in the manner required by law.

PASSED, APPROVED, AND ADOPTED this _____ day of ______________, 2024.

DATE: March 20, 2024
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 of (1) Conduct a Public Hearing for the Annexation at the Resort at Empire Lakes Community Facilities District No. 2018-01, (2) Adopt the Resolution Calling an Election, (3) Conduct an Election of the Qualified Voters, (4) Adopt the Resolution Declaring the Election Results, and (5) First Reading of Ordinance No. 1024, to be Read by Title Only and Waive Further Reading to Levy a Special Tax. (RESOLUTION NO. 2024-013 AND 2024-014) (ORDINANCE NO. 1024) (CITY)
RECOMMENDATION:

It is recommended that the City Council:

1. Conduct a Public Hearing for the annexation at the Resort at Empire Lakes Community Facilities District No. 2018-01,

2. Adopt the Resolution Calling an Election,

3. Conduct an Election of the Qualified Voters,

4. Adopt the Resolution Declaring the Election Results and

5. Introduce the first reading of an Ordinance to Levy the Special Tax to the annexation.

BACKGROUND:

In December 2018, the City Council approved the formation of the District and the boundary map.

That map included the portion of the former Empire Lakes golf course below 6 th Street as the initial phase of the development known as The Resort. In May 2023, the developer requested approval to commence with the annexation of the second phase of The Resort, located north of 6th Street, into the District.

On February 6, 2024, the City Council approved Resolution 2024-003, declaring the intention to annex the territory into the District. The District finances certain types of services, including, but not limited to, street maintenance, public safety infrastructure, storm drain servicing and improvements, traffic signal maintenance, and various upkeep of the public right-of-way within the boundaries of the District. In addition, the District contributes financially to other special districts.

Typically, the properties within the District would have been annexed directly into the overlapping special districts. However, the District was developed to provide a proportional contribution towards these overlapping special districts for its share of maintenance and services of public trails, landscaped areas, parkways, medians, and parks and recreation improvements.

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ANALYSIS:

The approved annexation boundary map was recorded at the County of San Bernardino’s Assessor-Recorder’s office on February 14, 2024, under the document 2024-0034334. The Public Hearing Notice was posted in the Inland Valley Daily Bulletin on March 5, 2024.

On February 26, 2024, the City’s Special Counsel, Best Best & Krieger, provided the Consent and Waiver to the property owners. These documents reduce the time required to conduct the election within the annexation process and appoint the landowner’s representative, allowing the representative the authorization to vote on behalf of the landowners in the special election for the annexation. These documents are returned to the City Clerk’s Office, and the special election results will be presented at the City Council meeting.

At the City Council meeting, the City Council should open the public hearing, where any comments from the public are to be solicited and heard by the City Council. After taking the public testimony, the hearing will be closed, and the City Council is requested to consider adopting the Resolution calling for a special election. If adopted, the City Council will conduct an election of qualified voters for the annexation and is requested to consider adopting a resolution that will declare the results of the election.

Should the above resolutions be adopted by the City Council, and if a favorable two-thirds vote of the qualified electors is received, then the City Council will conduct the first reading of an ordinance that will authorize the levy of special taxes in the annexed territory. The City Clerk would then record the Notice of Special Tax Lien with the San Bernardino County Recorder’s Office. A second reading of the ordinance would then take place on April 3, 2024, completing the annexation process and adding the territory into the District.

FISCAL IMPACT:

There are no impacts to the City as a result of this item, as the District was formed to be financially self-sufficient. Special tax revenues from the District would be utilized for the maintenance and services provided by the District. In addition, the developer funds the costs of the annexation per the City’s CFD Goals and Policies.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s core values of actively seeking and respectfully considering all public input and intentionally embracing and anticipating the future as it plans development at the Resort.

ATTACHMENTS:

Attachment 1 – Resolution Calling Election
Attachment 2 – Resolution Declaring Election Results
Attachment 3 – Ordinance

Resolution No. 2024-XXX – Page 1 of 5
ATTACHMENT 1
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RESOLUTION NO. 2024-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, CALLING A

SPECIAL ELECTION AND SUBMITTING TO THE

QUALIFIED ELECTORS OF TERRITORY PROPOSED TO

BE ANNEXED TO THE RESORT OF EMPIRE LAKES
COMMUNITY FACILITIES DISTRICT NO. 2018-01 OF THE

CITY OF RANCHO CUCAMONGA, COUNTY OF SAN

BERNARDINO, STATE OF CALIFORNIA, THE QUESTION

OF LEVYING SPECIAL TAXES WITHIN THAT TERRITORY
(ANNEXATION NO. 1)
WHEREAS, the City Council (the “City Council”) of the City of Rancho Cucamonga (the “City”) has heretofore conducted proceedings for the establishment of and has established The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California (the “Community Facilities District”) for the purpose of levying special taxes on parcels of taxable property therein for the purpose of providing certain services which are necessary to meet increased demands placed upon the City as a result of the development of said real property; and
WHEREAS, the City Council is authorized by Article 3.5 (commencing with Section 53339) of Chapter 2.5 of Part 1 of Division 2 of Title 5 of the California Government Code, commonly known as the “Mello-Roos Community Facilities Act of 1982,” (the “Act”) to annex territory to the Community Facilities District by complying with the procedures set forth in said Article 3.5; and
WHEREAS, on February 6, 2024, the City Council adopted Resolution No. 2024- 003, a resolution of intention to annex territory to the Community Facilities District pursuant to Section 53339.2 of the California Government Code, determining that the public convenience and necessity require that certain property be annexed to the Community Facilities District and containing all of the matters prescribed by Section 53339.3 of said Code, and fixing 7:00 p.m. on March 20, 2024, in the in the regular meeting place of the City Council being 10500 Civic Center Drive, Rancho Cucamonga, California, as the time and place for a hearing upon said resolution; and WHEREAS, pursuant to said resolution, the City Clerk has published and mailed notice of the time and place of said hearing as required by Section 53339.4 of said Code; and
WHEREAS, on March 20, 2024, at the time and place of said hearing, the City Council afforded all interested persons for or against the annexation of said property to the Community Facilities District an opportunity to present testimony and to protest against the proposed annexation of said property to the Community Facilities District, and no protests, either oral or in writing, were received; and

Resolution No. 2024-XXX – Page 2 of 5
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WHEREAS, pursuant to Section 53339.7 of said Code, the City Council may now submit the question of levying a special tax within the territory proposed to be annexed to the Community Facilities District to the qualified electors within that territory.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rancho Cucamonga, California, hereby:

SECTION 1. Findings. The City Council finds that: (i) the foregoing recitals are correct; (ii) less than twelve (12) persons have been registered to vote within the territory proposed to be annexed to the Community Facilities District during the ninety (90) days preceding the close of the public hearing on March 20, 2024; (iii) pursuant to Section 53326 of the California Government Code, as a result of the findings set forth in clause (ii) above, the vote in the special election called by this resolution shall be by the landowners of the territory proposed to be annexed to the Community Facilities District whose property would be subject to the special taxes if they were levied at the time of the election, and each landowner shall have one (1) vote for each acre, or portion thereof, which he or she owns within the said territory, which would be subject to the proposed special taxes if they were levied at the time of the election; (iv) pursuant to said Section 53326, the special election must be held at least ninety (90) days, but not more than one hundred eighty (180) days following the date of the adoption of this resolution, unless such time periods are waived with the unanimous waiver of the qualified electors. All of the qualified electors in the territory to be annexed waived the time limits and election formalities of the special election.

SECTION 2. Call of Election. The City Council hereby calls and schedules a special election for March 20, 2024, on the proposition with respect to the annual levy of special taxes within the territory proposed to be annexed to the Community Facilities District for paying the cost of the services to be provided within and for the benefit of the territory proposed to be annexed to the Community Facilities District.

SECTION 3. Propositions. The propositions to be submitted to the voters of the Community Facilities District at such special election shall be as follows:

PROPOSITION A
Shall Proposition A authorizing the annual levy of special taxes on taxable property in the territory proposed to be annexed to The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California (the “Community Facilities District”), to pay for costs and services of (i) the maintenance of streets, public trails and trailhead improvements, landscaped areas, parkways, medians, and parks and recreation improvements and public right-of-ways, including, but not limited to, street trees, fencing, irrigation systems, sidewalks, drainage systems, signs, monuments, graffiti removal, replacement, repair or rehabilitation of playground equipment, sports fields, parking lots, restrooms, sport field lighting, street lighting, traffic signals and appurtenant facilities and other improvements placed in parks, trails medians, landscaped areas, or public right-of-ways, furnishing of water, electric

Resolution No. 2024-XXX – Page 3 of 5
ATTACHMENT 1
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current or energy, gas, or other illuminating agent for the operation of any improvement within the City of Rancho Cucamonga, (ii) the equipping, furnishing and maintenance of public safety improvements; (iii) the furnishing of any service authorized under the Mello-Roos Community Facilities Act of 1982”, commencing with California Government Code Section 53311, et seq., as may be amended from time to time, (iv) the furnishing of electric current, materials, contracted services, and the necessary maintenance, replacement, and repair required to keep such improvements in operational and satisfactory condition; and (v) the establishment of a reserve fund for the replacement of any such improvements; and incidental expenses associated with the formation of the Community Facilities District, expenses incidental to the provision of such services, and to pay costs associated with the determination of the amount of and the levy and collection of the special taxes at the special tax rates set forth in the following table:

Development Status Maximum Special Tax Rate for
Fiscal Year 2023-24 Special Tax
Developed Property $387.45 per Equivalent Benefit
Unit (“EBU”)
Undeveloped Property $6,360.46 per Acre
Plus an annual increase on each July 1, which commenced on July 1, 2024 of the dollar amount per EBU for Developed Property and the dollar amount per acre of Undeveloped Property by a minimum of two percent (2%) to a maximum of six percent (6%), respectively, determined on an annual basis as needed to satisfy the Special Tax Requirement in perpetuity, as provided in the Rate and Method of Apportionment for The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, which is attached as Exhibit “C” to Resolution No. 2024-003 adopted by the City Council of the City of Rancho Cucamonga on February 6, 2024?
SECTION 4. Conduct of Election. Except as otherwise provided in Section 5 hereof, said election shall be conducted by the City Clerk of the City pursuant to the California Elections Code governing mail ballot elections of cities, and in particular, the provisions of Division 4 (commencing with Section 4000) of said Code, insofar as they may be applicable.

SECTION 5. Election Procedures. The procedures to be followed in conducting the special election on the levy of Special Taxes to pay the annual costs of the services to the qualified electors of the territory to be annexed to the Community Facilities District (the “Special Election”) shall be as follows:
(a) Pursuant to said Section 53326 of the California Government Code, ballots for the special election shall be distributed to the qualified electors by the City Clerk by mail with return postage prepaid, or by personal service.

Resolution No. 2024-XXX – Page 4 of 5
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(b) Pursuant to applicable sections of the California Elections Code governing the conduct of mail ballot elections of cities, and specifically Division 4 (commencing with Section 4000) of the California Elections Code with respect to elections conducted by mail, the City Clerk shall mail or deliver to each qualified elector an official ballot in the form attached hereto as Exhibit “A,” and shall also mail or deliver to all such qualified electors a ballot pamphlet and instructions to voter, including a sample ballot identical in form to the official ballot but identified as a sample ballot, a return identification envelope with prepaid postage thereon addressed to the City Clerk for the return of voted official ballots, and a copy of Resolution No. 2024-003; provided, however, that such statement, analysis and arguments may be waived with the unanimous consent of all the landowners. (c) The official ballot to be mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the name of the landowner- voter and the number of votes to be voted by the landowner-voter and shall have appended to it a certification to be signed by the person voting the official ballot which shall certify that the person signing the certification is the person who voted the official ballot, and if the landowner-voter is other than a natural person, that he or she is an officer of or other person affiliated with the landowner-voter entitled to vote such official ballot, that he or she has been authorized to vote such official ballot on behalf of the landowner-voter, that in voting such official ballot it was his or her intent, as well as the intent of the landowner-voter, to vote all votes to which the landowner-voter is entitled based on its land ownership on the propositions set forth in the official ballot as marked thereon in the voting square opposite each such proposition, and further certifying as to the acreage of the landowner-voter’s land ownership within the territory proposed to be annexed to the Community Facilities District.
(d) The return identification envelope mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the following: (i) the name of the landowner, (ii) the address of the landowner, (iii) a declaration under penalty of perjury stating that the voter is the landowner or the authorized representative of the landowner entitled to vote the enclosed ballot and is the person whose name appears on the identification envelope, (iv) the printed name and signature of the voter, (v) the address of the voter, (vi) the date of signing and place of execution of said declaration, and (vii) a notice that the envelope contains an official ballot and is to be opened only by the City Clerk. (e) The instruction to voter form to be mailed or delivered by the City Clerk to the landowner-voters shall inform them that the official ballots shall be returned to the City Clerk properly voted as provided thereon and with the certification appended thereto properly completed and signed in the sealed return identification envelope with the certification thereon completed and signed and all other information to be inserted thereon properly inserted by 7:00 p.m. on March 20, 2024.

Resolution No. 2024-XXX – Page 5 of 5
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(f) Upon receipt of the return identification envelopes, which are returned prior to the voting deadline on the date of the election, the City Clerk shall canvass the votes cast in the special election, and shall file a statement with the City Council as to the results of such canvass and the election on each proposition set forth in the official ballot.

SECTION 6. Certification. The City Clerk shall certify the passage and adoption of this resolution.

PASSED, APPROVED, AND ADOPTED this ____ day of __________ 2024.

Resolution No. 2024-XXX – A-1
ATTACHMENT 1
EXHIBIT “A”

OFFICIAL BALLOT

SPECIAL ELECTION
NUMBER OF VOTES ENTITLED TO BE CAST: 84
THE RESORT AT EMPIRE LAKES COMMUNITY FACILITIES DISTRICT NO. 2018-01 OF

THE CITY OF RANCHO CUCAMONGA
(ANNEXATION NO. 1)
March 20, 2024

OFFICIAL BALLOT
To vote on any measure, fill in the voting square before the word “YES” or before the word “NO” following each proposition. If you tear or deface this ballot, call Daniella V.

Hernandez at 951-826-8306 to obtain a replacement ballot. ______________________________________________________________________

PROPOSITION A
PROPOSITION A: Shall Proposition A authorizing the annual levy of special taxes on taxable property in the territory proposed to be annexed to The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California (the “Community Facilities District”), to pay for costs and services of (i) the maintenance of streets, public trails and trailhead improvements, landscaped areas, parkways, medians, and parks and recreation improvements and public right-of-ways, including, but not limited to, street trees, fencing, irrigation systems, sidewalks, drainage systems, signs, monuments, graffiti removal, replacement, repair or rehabilitation of playground equipment, sports fields, parking lots, restrooms, sport field lighting, street lighting, traffic signals and appurtenant facilities and other improvements placed in parks, trails medians, landscaped areas, or public right-of-ways, furnishing of water, electric current or energy, gas, or other illuminating agent for the operation of any improvement within the City of Rancho Cucamonga, (ii) the equipping, furnishing and maintenance of public safety improvements; (iii) the furnishing of any service authorized under the Mello-Roos Community Facilities Act of 1982”, commencing with California Government Code Section 53311, et seq., as may be amended from time to time, (iv) the furnishing of electric current, materials, contracted services, and the necessary maintenance, replacement, and repair required to keep such improvements in operational and satisfactory condition; and (v) the establishment of a reserve fund for the replacement of any such improvements; and incidental expenses associated with the formation of the Community Facilities District, expenses incidental to the provision of such services, and to pay costs associated with the determination of the amount of and the levy and collection of the special taxes at the special tax rates set forth in the following table:

Resolution No. 2024-XXX – A-2
ATTACHMENT 1
Plus an annual increase on each July 1, which commenced on July 1, 2024 of the dollar amount per EBU for Developed Property and the dollar amount per acre of Undeveloped Property by a minimum of two percent (2%) to a maximum of six percent (6%), respectively, determined on an annual basis as needed to satisfy the Special Tax Requirement in perpetuity, as provided in the Rate and Method of Apportionment for The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, which is attached as Exhibit “C” to Resolution No. 2024-003 adopted by the City Council of the City of Rancho Cucamonga on February 6, 2024?
□ YES
□ NO
Development Status Maximum Special Tax Rate for
Fiscal Year 2023-24 Special Tax
Developed Property $387.45 per Equivalent Benefit Unit
(“EBU”)
Undeveloped Property $6,360.46 per Acre

Resolution No. 2024-XXX – Page 1 of 3
ATTACHMENT 2
RESOLUTION NO. 2024-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, ACTING IN ITS CAPACITY AS

THE LEGISLATIVE BODY OF THE RESORT OF EMPIRE
LAKES COMMUNITY FACILITIES DISTRICT NO. 2018-01

OF THE CITY OF RANCHO CUCAMONGA, COUNTY OF

SAN BERNARDINO, STATE OF CALIFORNIA,

DECLARING THE RESULTS OF A SPECIAL ELECTION IN

SUCH COMMUNITY FACILITIES DISTRICT ON THE

PROPOSITION OF THE ANNUAL LEVY OF SPECIAL

TAXES WITHIN THE TERRITORY PROPOSED TO BE

ANNEXED TO SAID COMMUNITY FACILITIES DISTRICT

TO PAY THE COST OF CERTAIN SERVICES TO BE

PROVIDED BY THE COMMUNITY FACILITIES DISTRICT,

DETERMINING THAT THE TERRITORY PROPOSED TO

BE ANNEXED IS ADDED TO AND PART OF SAID

COMMUNITY FACILITIES DISTRICT WITH FULL LEGAL

EFFECT, AND ORDERING THE RECORDING OF A MAP

OF THE BOUNDARIES OF SAID COMMUNITY FACILITIES

DISTRICT INCLUDING THE TERRITORY ANNEXED
THERETO (ANNEXATION NO. 1)
WHEREAS, the City Council (the “City Council”) of the City of Rancho Cucamonga (the “City”) has heretofore conducted proceedings for the annexation of territory to The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California (the “Community Facilities District”) including conducting a public hearing pursuant to Section 53339.5 of the Government Code; and
WHEREAS, at the conclusion of said public hearing, the City Council adopted a resolution calling a special election for March 20, 2024, and submitting to the qualified electors of the territory to be annexed to the Community Facilities District the question of levying special taxes within that territory to pay the costs of certain services and the costs associated with the determination of the amount of and levy and collection of special taxes, which will be levied to provide the services and costs otherwise incurred in order to carry out the authorized purposes of the Community Facilities District (the “Election Resolution”).

WHEREAS, the City Council has received a statement from the City Clerk (the “City Clerk”), who pursuant to the Election Resolution was authorized to conduct such special election and act as the election official therefor, with respect to the canvass of the ballots returned in and the results of said special election, certifying that at least two-thirds of the votes cast upon the proposition submitted to the qualified electors in said special election were in favor of such proposition.

Resolution No. 2024-XXX – Page 2 of 3
ATTACHMENT 2
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rancho Cucamonga, California, hereby:

SECTION 1. Recitals. The above recitals are all true and correct.

SECTION 2. Findings. The City Council finds that: (i) there are no registered voters residing within the territory proposed to be annexed to the Community Facilities District (the “Territory”) at the time of the close of the public hearing on March 20, 2024, and pursuant to Section 53326 of the Government Code, the vote in said special election was, therefore, to be by the landowners owning land within the Territory, with each landowner having one vote for each acre or portion thereof of land that he or she owned within the Territory; (ii) pursuant to said Section 53326 and the Election Resolution, the City Clerk caused to be delivered an official ballot for the special election to the owner of the land within the Territory, with return postage prepaid; (iii) said special election has been properly conducted in accordance with all statutory requirements and the provisions of the Election Resolution; (iv) pursuant to said Section 53326, Empire Lakes Holding Company, LLC, a Delaware limited liability company, the owner of all the land within the Territory, was entitled to 83.28 (84) votes; (v) said landowner returned its ballot to the City Clerk prior to the time set by the City Clerk for the close of the election on March 20, 2024; (vi) the ballot returned to the City Clerk by said landowner voted all votes of said landowner in favor of the proposition set forth therein; (vii) at least two-thirds of the votes cast in such special election on said proposition were in favor thereof, and pursuant to Sections 53328 and 53329 of the Government Code, said proposition carried; (viii) pursuant to Section 53339.8 of the Government Code, the City Council is authorized to determine that the Territory to be annexed has been added to and become a part of the Community Facilities District with full legal effect; and (ix) the City Council is also authorized, pursuant to said Section 53339.8, to annually levy special taxes within the Territory to pay the costs of the services to be provided by the Community Facilities District.

SECTION 3. Declaration of Results. At least two-thirds of the votes voted in the special election on the proposition of the annual levy of special taxes within the Territory to pay the costs of the services to be provided by the Community Facilities District were voted in favor thereof, and such proposition carried.

SECTION 4. Annexation. The Territory is annexed and added to and is a part of the Community Facilities District with full legal effect, and the City Council shall annually levy special taxes within the Territory at the rates as specified in Resolution No. 2024- 003 adopted by the City Council on February 6, 2024, to pay costs of certain services to be provided by the Community Facilities District. The boundaries of the Territory are shown on the map entitled, “Annexation Map No. 1 to The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga,” which was recorded on February 14, 2024 in the office of the County Recorder of the County of San Bernardino as Instrument No. 2024-0034334.

SECTION 5. Notice. Pursuant to Section 53339.8 of the Government Code and Section 3117.5 of the Streets and Highways Code, the City Clerk shall cause to be filed

Resolution No. 2024-XXX – Page 3 of 3
ATTACHMENT 2
with the County Recorder of the County of San Bernardino an amendment of the notice of special tax lien and a map of the amended boundaries of the Community Facilities District including the Territory.

SECTION 6. Entry of the Election Results in the Minutes. The City Clerk is hereby directed, pursuant to the provisions of the Elections Code of the State of California, to enter in the minutes the results of the election as set forth in said Certificate of Election Official.

PASSED, APPROVED, AND ADOPTED this ____ day of __________ 2024.

Resolution No. 2024-XXX – A-1
ATTACHMENT 2
EXHIBIT “A”

CERTIFICATE OF ELECTION OFFICIAL

AND STATEMENT OF VOTES CAST

STATE OF CALIFORNIA )

COUNTY OF SAN BERNARDINO)

CITY OF RANCHO CUCAMONGA) )
The undersigned, ELECTION OFFICIAL OF THE CITY OF RANCHO CUCAMONGA,

COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, DOES HEREBY CERTIFY that pursuant to the provisions of Section 53326 of the Government Code and Division 12, commencing with Section 17000 of the Elections Code of the State of California, I did canvass the returns of the votes cast at the
THE RESORT AT EMPIRE LAKES COMMUNITY FACILITIES DISTRICT NO. 2018-01

OF THE CITY OF RANCHO CUCAMONGA
(ANNEXATION NO. 1)
in said City, held March 20, 2024.

I FURTHER CERTIFY that this Statement of Votes Cast shows the whole number of votes cast in the territory to be annexed to the Community Facilities District in such City, and the whole number of votes cast for the Proposition in the territory to be annexed to the Community Facilities District in said City, and the totals of the respective columns and the totals as shown for the Proposition are full, true and correct.

1. VOTES CAST ON PROPOSITION A: YES 84
NO 0
WITNESS my hand this ________ day of __________________, 2024.

CITY CLERK

ELECTION OFFICIAL

CITY OF RANCHO CUCAMONGA

STATE OF CALIFORNIA

Ordinance No. XXX – Page 1 of 4
4 4
3 0
ORDINANCE NO. 2024-XXX

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, AUTHORIZING

THE LEVY OF SPECIAL TAXES IN A COMMUNITY

FACILITIES DISTRICT, INCLUDING CERTAIN

ANNEXATION TERRITORY IDENTIFIED AS ANNEXATION
NO. 1, INTO THE RESORT OF EMPIRE LAKES
COMMUNITY FACILITIES DISTRICT NO. 2018-01 OF THE

CITY OF RANCHO CUCAMONGA, COUNTY OF SAN

BERNARDINO, STATE OF CALIFORNIA
A. Recital
WHEREAS, the City Council (the “City Council”) of the City of Rancho Cucamonga (the “City”) has established The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California (the “District”) for the purpose of levying special taxes on parcels of taxable property therein for the purpose of providing certain services, which are necessary to meet increased demands placed upon the City as a result of the development of said real property; and
WHEREAS, the rate and method of apportionment of special tax for the District is set forth in Exhibit “C” to the City Council Resolution No. 2024-003, which was adopted on February 6, 2024 (the “Resolution”); and
WHEREAS, the City has conducted proceedings to annex territory into the District and, with respect to the proceedings, following an election of the qualified electors in the territory proposed for annexation (the “Annexation Territory”), the City Council, on March 20, 2024, adopted a Resolution which declared the results of the special election and determined that the territory proposed to be annexed is added to and part of the District.

B. Ordinance
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rancho Cucamonga, California, acting in its capacity as the legislative body of the City of The Resort at Empire Lakes Community Facilities District No. 2018-01 of the City of Rancho Cucamonga, County of San Bernardino, State of California, does hereby:

SECTION 1. The foregoing recitals are true and correct.

SECTION 2. By the passage of this Ordinance, the City Council hereby authorizes and levies the special tax within the District, including the Annexation Territory, pursuant to Article 3.5 (commencing with Section 53339) of Chapter 2.5 of Part 1 of Division 2 of Title 5 of the California Government Code, commonly known as the “Mello-Roos Community Facilities Act of 1982,” (the “Act”), at the rate and in accordance with the rate and method of apportionment of special tax set forth in the Resolution, which rate and ATTACHMENT 3

Ordinance No. XXX – Page 2 of 4
4 4
3 0
method is by this reference incorporated herein. The special tax has previously been levied in the original territory of the District beginning in Fiscal Year 2019-20 pursuant to Ordinance No. 493 passed and adopted by the City Council on January 16, 2019, and the special tax is hereby levied commencing in Fiscal Year 2024-25 in the District, including the Annexation Territory identified as Annexation No. 1, and in each fiscal year thereafter to pay for the services for the District and the costs of administering the District.

SECTION 3. The City Manager of the City or designee or employee or consultant of the City is hereby authorized and directed each fiscal year to determine the specific special tax to be levied for the next ensuing fiscal year for each parcel of real property within the District, including the Annexation Territory, in the manner and as provided in the Resolution.

SECTION 4. Exemptions from the levy of the special tax shall be as provided in the Resolution and the applicable provisions of the Act. In no event shall the special tax be levied on any parcel within the District in excess of the maximum special tax specified in the Resolution.

SECTION 5. All of the collections of the special tax shall be used as provided in the Act and in the Resolution, including, but not limited to, the payment of the costs of the services, the payment of the costs of the City in administering the District, and the costs of collecting and administering the special tax.

SECTION 6. The special tax shall be collected in the same manner and at the same time as ordinary ad valorem taxes are collected and shall have the same lien priority, and be subject to the same penalties and the same procedure and sale in cases of delinquency as provided for ad valorem taxes; provided, however, that the District may collect Special Taxes at a different time or in a different manner if necessary to meet its financial obligations. The City Manager of the City, or his or her designee, is hereby authorized and directed to provide all necessary information to the auditor/tax collector of the County of San Bernardino in order to effect proper billing and collection of the special tax, so that the special tax shall be included on the secured property tax roll of the County of San Bernardino for Fiscal Year 2024-25 and for each fiscal year thereafter until no longer required to pay for the services or until otherwise terminated by the City.

SECTION 7. If for any reason any portion of this Ordinance is found to be invalid, or if the special tax is found inapplicable to any particular parcel within the District, including the Annexation Territory, by a court of competent jurisdiction, the balance of this Ordinance and the application of the special tax to the remaining parcels within the District, including the Annexation Territory, shall not be affected.

SECTION 8. This Ordinance shall be effective thirty (30) days after its adoption.

Within fifteen (15) days after its adoption, the City Clerk shall cause this Ordinance, or a summary of it, to be published in a newspaper of general circulation in the City.

Ordinance No. XXX – Page 3 of 4
4 4
3 0
The foregoing ordinance was introduced and the title thereof read at the regular meeting of the City Council the 20th day of March, 2024 and by unanimous vote of the City Council members present, further reading was waived.

PASSED, APPROVED, AND ADOPTED this _____ day of April 2024.

DATE:March 20, 2024
TO:Mayor and Members of the City Council
President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Noah Daniels, Finance Director
SUBJECT: Consideration to Receive and File the Second Quarter Financial Update for the Fiscal Year 2023/24 and Approve Various Appropriations and Related Actions. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Fire Board of the Rancho Cucamonga Fire Protection District receive and file the Second Quarter Financial Update for the Fiscal Year 2023/24 and approve various appropriations and related actions.

BACKGROUND:

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

City staff also provides the City Council and Fire Board with a midyear budget analysis, providing an overview and preliminary revenues and expenditures projections for the remainder of the fiscal year. At this time, certain budgetary appropriations are also requested prior to the conclusion of the midyear amended budget cycle in May to avoid any operational issues.

ANALYSIS:

The Second Quarter Financial Updates provide the unaudited financial results for the quarter ended December 31, 2023, and the most recent economic data and indicators available. With 50% of the fiscal year completed, the revenues and expenditures for the General Fund, Library Fund, and Fire District are within expected ranges.

Similar to the first quarter report, operational and professional service expenditures will generally surpass the benchmark due to encumbrances made at the start of the fiscal year for departmental operations. These encumbrances are a means for budget management and prevent overspending. Departmental use of these encumbrances is examined within the report.

Meanwhile, with personnel expenditures, the majority of departments are within an expected range overall, except for the Community Services Department. There are vacancies throughout most departments, but Community Services is impacted more in comparison. When viable, Departments have utilized budget savings from personnel services to increase contract services to ensure service delivery.

2 2
6 4
The major revenue sources for the General Fund, Library Fund, and Fire District are, for the most part, within expectations for the second quarter. However, as of the second quarter, sales tax revenues are slightly behind the benchmarks, primarily due to a slowdown in consumer spending.

Sales tax data from the end of the calendar year is necessary to understand the full impacts, as it is the largest revenue quarter for the City. Other revenues, such as licenses and permits, fines and forfeitures, and charges for services, are tracking closely to the benchmark of 50%.

The report includes an analysis of the most recent economic data and indicators available. •As of December 2023, the City's unemployment rate was 3.7%, which is more than the previous year's unemployment rate.
•The year-over-year consumer price index for January 2024 in the Riverside-San Bernardino-Ontario area was 2.88%.
•As of the end of calendar year 2023, the median home price for detached single-family homes was up slightly to $820,000. However, the volume of sales has fallen from their heights during 2021.
•Sales tax is facing economic headwinds, which have reduced overall consumer spending.

Early data and trends suggest mild growth in late 2024 and into next year but may vary by sector.

The Midyear Budget Analysis provides budget and year-to-date actuals of revenues and expenditures for the City's operating funds. For this report, the revenues and expenses are examined and projected for the remaining six months of the fiscal year based on preliminary information and trends identified during the midyear analysis. These projections are subject to change as more information and data become available over the next few months.

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

General Fund
As of midyear, General Fund revenues are projected to decrease by $1.2 million or 1.1% from the adopted budget. The decrease is due to lowered forecasts for transfer taxes as a result of a flattening with the number of property sales; sales tax-based revised forecasts from the City's sales tax consultant and anticipated one-time adjustments; and charges for services based on analysis of midyear receipts and the elimination of towing services.

Expenditures are projected to increase by $3,033,280, or 2.7%, from the adopted budget. This is a net increase reflecting decreases in personnel services due to full-time and part-time vacancies and offset with increases in professional services due to purchase order carryovers and a planned contribution to the City's Section 115 Plan.

Library Fund
Library expenditures are projected to be $210,100, or 3.6%, and revenues are expected to decrease by $199,110, or 3.0%, from the adopted budget. As it is with the City, expenditures for the Library Fund are expected to decrease due to full-time and part-time vacancies; however, that decrease is offset by an increase for the capital purchase of the 24/7 library kiosk planned to be installed at Fire Station 178 and an additional transfer to the Library Capital Fund for the Second Story Library and Beyond.

2 2
6 4
Library Fund revenues are projected to decrease primarily due to the elimination of budget allocation of interest revenues from investments. These were eliminated for all funds. Interest earnings will still be received but are reinvested into the investment portfolio and not utilized for current operations.

Fire District
The Fire District revenues are expected to increase by $3.3 million, or 6.0%, and expenditures are expected to increase by $5.0 million, or 8.8%. The increase in revenues is primarily the result of increases in the passthrough revenues from the former redevelopment agency, which is due to a revenue rebalance between the Fire District General Fund and the Fire District Capital Reserve Fund for operations.

Expenditures are increasing as a result of personnel expenditures increasing to reflect added positions and accounting for bargaining until agreements are approved after the adopted budget.

Additionally, similar to the City, there is a planned contribution to the Fire District's Section 115 Plan added to the budget.

FISCAL IMPACT:

Additional appropriations are being requested prior to the amended budget presentation in May.

City staff requests that the City Council and Fire Board authorize the following additional appropriations:

Account
Number Description Reason for Revision
Increase/
(Decrease)
1274000-4760 State Grants
Fund / State
Grant Income
CalAPP Grant Award $80,000
1274208-5650/
2022274-0
State Grants
Fund / Capital
Projects
(Community Dog
Park)
Correcting appropriation of
funds; moving to Fund 120
($71,000)
1120401-5650/
2022120-0
Park
Development
Fund / Capital
Projects
(Community Dog
Park)
For final payments to project
contractors and vendors
$71,000
1290601-5403 Library Fund /
Electric Utility
Reallocation of electric utility
costs with Second Story Library
and Beyond
$23,650
1710610-5403 Second Story
Library and
Beyond Fund /
Electric Utility
Reallocation of electric utility
costs with Library Fund.
($23,650)
1329601-5605 Library Capital
Fund / Capital
Outlay –
Computer
Equipment
Increases for USAC E-Rate
Program
$29,030

2 2
6 4
1001001-5300 General Fund /
Contract Services
Increase to design services for
VGCC North Entry
$54,000
1198303-5650/
1922198-0
Citywide
Infrastructure
Fund / Capital
Project –
Etiwanda Grade
Separation
Etiwanda Grade Project funds
are shifting from the TCEP
Grant to the Citywide
Infrastructure Fund
$4,675,000
1274208-5200 State Grant Fund
/ Operations and
Maintenance
CalRecycle Grant Equipment
and Operational Expenses
$21,150
1274208-5300 State Grant Fund
/ Contract
Services
CalRecycle Grant Professional
Services
$40,710
1392102-5200 Opioid Settlement
Fund / Operations
and Maintenance
Operations expenses for
National Opioid Settlement
Funds
$22,500
1001318-5005 General Fund /
Overtime
Increase in overtime wages
due to lack of part-time staff
$55,000
1001317-5255 General Fund /
Gasoline
Increase in projected fuel costs $20,000
1274208-9188 State Grant Fund
/ Transfer out to
Integrated Waste
Management
Fund
CalRecycle Grant transfer to
Integrated Waste Fund
$2,060
1188000-8274 Integrated Waste
Fund / Transfer in
from State Grant
Fund
Transfer from CalRecycle
Grant
$2,060
1001001-5725 General Fund /
Other
Expenditures
City PARS Section 115
Contribution
$750,000
3281501-5725 Fire Fund / Other
Expenditures
Fire District PARS Section 115
Contribution
$1,900,000
Corresponding to the City Council and Fire Board's approval of the budget appropriations noted above, the following will be approved:

1. Approve an increase in the City Manager's authorized annual contribution to the PARS Public Agencies Post-Employment Benefits Trust for the City from $300,000 to $750,000 and for the Fire District from $1,000,000 to $1,900,000 for the Fiscal Year 2023/24.

2 2
6 4
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

Providing regular financial updates supports the City Council's goals of intentionally embracing and anticipating the future by receiving timely financial information upon which they can base their current and future decisions.

ATTACHMENTS:

Attachment 1 – Quarterly Financial Update – Second Quarter of Fiscal Year 2023/24 Attachment 2 – Midyear Budget Analysis for Fiscal Year 2023/24

Quarterly Financial Update
Quarter Ended
December 31, 2023
ATTACHMENT 1

2 INTRODUCTION AND EXECUTIVE SUMMARY
Th
e City Manager’s Office and Finance Department is providing this quarterly financial report to the City Council as a high-level overview of the City's financial status through the quarter ended December 31, 2023. This report has several components:

1. Q
uarterly Report: Budget to actual variance analysis for revenues and expenditures for July 1, 2023, through December 31, 2023. The quarterly report provides this revenue and expenditure information for the General Fund, Library Fund, and Fire District.

P
resented in this section are the unaudited year -to-date (YTD) financial results, including encumbrances fo r e
xpenditures, through the quarter. The actuals are provided with the adopted and revised budgets, the latter of which includes budget adjustments, encumbrance carryovers from the prior fiscal year, and supplemental appropriations approved by the City Council. For comparison purposes, the prior year- to-date (PYTD) financials from the same quarter in the prior fiscal year are included.

C
olored icons are used to illustrate the financial condition of revenues and expenditures. Green is when the financials are as expected, and yellow is when they are being monitored. If a red is shown, then immediate action is necessary; however, none exists for this quarterly financial report.

2. E
conomic Overview: Graphs and tables of e conomic indicators, such as employment data, consumer price index changes, home sales and prices, and sales tax trends, at the local to state level.

GENERAL FUND
General Fund Revenues
O
verall, the General Fund revenues are 29% of the budget. Although below the benchmark, revenue sources are not received evenly during the fiscal year. The major revenue sources for the General Fund are property tax, sales tax, franchise fees, and transient occupancy tax. Historically, these comprise about 80% of the annual revenue budget and are analyzed below.

3 • Property Tax for the quarter ended is $6,434,990, which is 17% of the budget of $37,334,520. Although less than the benchmark of 50%, the revenue is in line with expectations based on the specific apportionment schedule for property tax. Specifically, the first receipt of property taxes occurs in November each year. The current fiscal year is slightly more compared to the prior year’s quarterly amount of $6,281,710. The growth is due to the underlying assessed valuation growth being revised to

6.2%, more than the initial estimate of 5.5% used to develop the adopted budget. This increase in assessed valuation should positively impact the overall property tax revenue for the current fiscal year.

• Sales tax is the largest single revenue source for the City. For the quarter ended, sales tax revenues are at $12,683,430, or 32% of the budget of $39,437,880. Despite receipts in the first quarter being positively impacted by higher gas prices from the summer , there is a decrease in overall receipts for the second $6,434,990
$12,683,430
$339,220
$2,267,800
$2,981,040 $3,370,070
$4,176,740
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
Property Tax Sales Tax Franchise
Fees
Transient
Occupancy
Tax
Licenses and
Permits
Charges for
Services
All Other
General Fund Revenues
YTD Revenues PYTD Revenues

4 quarter compared to last fiscal year of $14,085,150. This decrease reflects broader economic conditions that have tempered consumer spending, which consequently leads to a reduction in taxable sales.

Sales tax revenues are cyclical, and the fourth quarter of the calendar year is generally the largest receipt period for the City. The revenue for the quarter ended include s sales tax allocations through October 2023. City staff will continue to monitor monthly sales tax receipts closely as the data from the fourth quarter of the calendar year is collected and updated projections are developed.

• Franchise fees for the quarter ended are at $339,220, or 4% of the budget of $9,366,230. The revenue for the quarter includes franchise fees for cable. The variance to the prior year’s of $1,294,980 is due to the late receipt of refuse franchise fees, totaling approximately $954,000, deposited after the quarter ended.

Including the late receipt, the adjusted franchise fees are $1,293,220, which is within expectations.

• Transient Occup ancy Tax (TOT) revenues are $2,267,800, or 42% of the budget of $5,368,390. TOT revenues are collected monthly and are slightly higher than in the prior year. The growth is attributed to increased hotel occupancy rates and higher revenue per available room , which was anticipated and developed into the budget for the current fiscal year.

Although TOT is received regularly, it is not uniform throughout the fiscal year. T ypically, revenues increase during the second half of the fiscal year. Additionally, the City expected TOT revenues from a new hotel opening during the second half of the fiscal year. As a result, TOT will be reviewed and revised, but overall, it should be close to the original estimate.

General Fund Departmental Expenditures

Departmental spending for the General Fund consists of three primary categories: personnel services, operations and maintenance, and professional services. For the General Fund, these expenditure categories will be examined against relative benchmarks.

Additionally, departments that have capital projects are analyzed without benchmarks as they are generally nonrecurring services.

The relative benchmark for p ersonnel services, which include salaries and benefits, is the average for personnel spending overall . This is the relative benchmark due to the predictability of personnel spending, as payroll is disbursed every two weeks, and all departments receive their allocation of estimated benefits at the start of the fiscal year. Departments that have deviated from the average budget utilization by more than 5% are analyzed further.

The relative benchmark for o perations and maintenance and professional services is both the expected budget utilization of 50% and prior y ear spending. Departments in these categories are not as regular because of the timing of vendor payments, carryover of purchase orders from the prior year, and changes in operations during the year. Due to these factors, the budget utilization can appear irregular. T herefore, a normalized budget benchmark and a comparison to the prior year for recurring trends are utilized. Departments that have deviated more or less than 10% from the 50% budget benchmark and by 20% from the PYTD are analyzed further.

5 General Fund Personnel Service Expenditures (Table and Graph)

Personnel service expenditures are averaging 60% of the budget. The majority of departments are within the expected range, with the exception of the Community Services Department, which has spent only 53% of its budget. At the quarter 's end, the Community Services Department reported personnel service expenditures of $3,515,070, slightly more than last fiscal year's $3,202,440. The variance in the expected spending is due to a number of unfilled full-time and part-time positions.

Personnel services will be reviewed and revised to the amount expected to be spent for the remainder of the fiscal year based on the vacancies and hiring difficulties throughout the City . Furthermore, services provided by the Community Services Department will be reviewed to determine if certain revenue-producing services need to be revised as a result of a lack of personnel to deliver services.

63%
62%
59%
60%
58%
65%
63%
53%
64%
61%
59%
62%
61%
61%
59%
61%
0% 25% 50% 75% 100%
Administra�ve Services
Animal Care and Services
Building and Safety
City Clerk and Records Management
City Council
City Management
Community Improvement
Community Services
Economic and Community Development
Engineering
Facili�es
Finance
Human Resource
Innova�on and Technology
Planning
Public Works
Personnel Service Expenditures (by Department)

6 General Fund Operations and Maintenance Expenditures (Graph and Table)

Causes for the Departments deviating from the budget utilization and prior year spending benchmarks are:

• The timing of conferences and travel can result in variances in the budge t and prior year spending benchmarks and appear erratic based on various conference schedules and locations from year to year.

These sorts of variances impact Administrative Services, City Management, and the Community Improvement Departments. However, overall are within expectations for the fiscal year.

• The Animal Care and Services Department encumbers funds for recurring programs, such as spaying and neutering services and veterinarian supplies, at the beginning of each fiscal year. Generally, these commitments to spend funds result in the budget utilization benchmark being exceeded as budget funds 4%
83%
43%
22%
59%
35%
62%
39%
40%
84%
55%
42%
47%
64%
23%
49%
90%
0% 25% 50% 75% 100%
Administra�ve Services
Animal Care and Services
Building and Safety
City Clerk and Records Management
City Council
City Management
Community Improvement
Community Services
Economic and Community Development
Engineering
Facili�es
Finance
Human Resource
Innova�on and Technology
Planning
Police
Public Works
Opera�ons and Maintenance Expenditures (by Department)

7 are reserved for an entire year of expected spending. Current year encumbrances are also higher than the prior year, which explains the variance in prior year spending.

• The Engineering Department incurred costs for mandatory water pollution permits paid to San Bernardino County in the first quarter. The cost of the permit had been partially subsidized in the prior year s by the agency; however, from now on, the full cost of the permit will be incurred, and the total costs are also expected to increase over time.

General Fund Professional Service Expenditures (Graph and Table)

81%
49%
35%
68%
65%
52%
82%
90%
82%
76%
60%
62%
77%
49%
87%
0% 25% 50% 75% 100%
Animal Care and Services
Building and Safety
City Clerk and Records Management
City Management
Community Improvement
Community Services
Economic and Community Development
Engineering
Facili�es
Finance
Human Resource
Innova�on and Technology
Planning
Police
Public Works
Professional Service Expenditures (by Department)

8 Causes for the Departments deviating from the budget utilization and prior year spending benchmarks are:

• City Clerk and Records Department included records management consulting in the prior year. These services were nonrecurring but necessary for records management inventorying, analysis, and other records management support.

• City Management Department includes printing and production services for community affairs and Healthy RC for the current fiscal year. These services were encumbered at the start of the fiscal year , resulting in the budget utilization of 68% for the quarter's end, but are within the expected range overall.

• The Community Improvement Department includes legal fees for abatements, civil litigation, and contract code enforcement services. These services can be erratic as the underlying c ause is to remediate noncompliance activities within the City; however, specific spending can be recoverable.

• Economic and Community Development includes marketing and communication efforts for the HART District and general economic development within the City in the current year.

• The Engineering Department includes on-call plan check services and other land development services necessary for reviewing large projects in both years . The total amount for on -call services varies depending on needs , and the prior year includes additional amounts for on -call development plan checking services.

• Innovation and Technology Department varies due to software subscriptions and support services. These services vary because the subscriptions and services are paid based on the timing of their contracts throughout the fiscal year. Overall, the current fiscal year's spending is as expected.

• The Planning Department includes approximately $1.8 million in purchase order carryover from the prior year for various development-related analyses and services. These services are being performed on behalf of developers and are paid for by developers but facilitated by the city.

General Fund Capital Project Expenditures (Table)

• Animal Care and Services Department repres ents the purchase of medical tool replacements and large animal disaster emergency equipment and supplies. The latter is being purchased utilizing local grant funds from the ASPCA.

• The Community Services Department represents the purchase of portable radios, a sound system, and camera equipment for the Victoria Gardens Cultural Center.

9 • The Public Works Department is for recurring citywide concrete repair projects. In the current fiscal year, $500,000 was budgeted, and another $492,000 was carried over from the prior year. The project is ongoing and is being done in segments. The remainder represents the purchase of a sculpture at The Bark at Central Park.

LIBRARY FUND OVERVIEW

Library Revenues

Overall, the Library Fund r evenues are 55% of the budget. The major revenue sources for the Library Fund is property tax, which is collected by the City and shared with the Library Fund.

$3,448,530
$199,870
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Property Tax All Other
Library Fund Revenues
YTD Revenues PYTD Revenues

10 • Property Tax for the quarter ended is $3,448,530, which is 56% of the budget of $6,139,110. In contra st to the City, the Library only receives secured and unsecured property taxes, delinquency taxes, and passthrough and residual property taxes from the former redevelopment agency. The latter is received in two installments during the year. The first is received in either December or January, depending on when the County remits the payment. In the current and prior fiscal years , this payment was received in December and, as a result, exceeded the 50% benchmark.

• Intergovernmental revenues account for revenu es not budgeted at the start of the fiscal year from the Integrated Library System.

Library Expenditures.

Library Fund expenditures are 64% of the budget at the end of the quarter . Similar to the General Fund, expenditures can vary because of the timing of vendor payments, carryover of purchase orders from the prior year, and the changes in operations during the year. Additionally, the Library Fund is represented by itself.

Therefore, expense categories that have deviated more or less than 10% from the 50% budget benchmark and by 20% from the PYTD are analyzed further.

$2,282,790
$755,810
$352,590
$65,880
$251,650 $177,320 $119,740
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Personnel
Services
Opera�ons &
Maintenance
Professional
Services
U�li�es Capital
Outlay
Cost
Alloca�on
Transfers Out
Library Fund Expenditures
YTD Expenditures PYTD Expenditures

11 With the exception of professional services, all of the Library Fund expenditures are within the expected ra nges for the quarter that has ended. Professional services include encumbrances for security services, cataloging services, and other materials at both libraries. Generally, these services are encumbered at the start of every year, and this year are higher overall than the prior year.

Capital outlay represents the planned installation of a Library Kiosk at Fire Station 178. The kiosk will be installed later this fiscal year when Fire Station 178 is opened.

FIRE DISTRICT OVERVIEW

Fire District Revenues

Overall, the Fire District revenues are 52% of the budget. The major revenue source for the Fire District is property tax, which includes special taxes for Community Facilities Districts (CFD) 85 -1 and 88 -1 for fire protection and suppression services.

12 • Property Tax for the quarter ended is $25,612,250, which is 54% of the budget of $47,026,940. The first apportionment of property tax occurred in November, as expected. Additionally, the Fire District receives both passthrough and residual property tax revenues related to the dissolution of the former redevelopment agency. In December, the Fire District received approximately $8 million in passthrough payments.

As mentioned, the Fire District includes CFDs 85-1 and 88-1, which levy special taxes for funding services and operations within the CFDs' boundaries. Combined, the CFDs will collect $7.3 million, but receive a $5.2 million contribution of resources from the Fire District’s General Fund to subsidize operations. The contribution is shown as a Transfer In (revenue) to the CFDs and Transfers Out (expenditure) from the Fire District in the summary, revenue, and expenditure tables for the Fire District.

$25,612,250
$3,257,580
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Property Tax All Other
Fire District Revenues
YTD Revenues PYTD Revenues

13 • Other revenues for the quarter ended at $564,910, which is 18% of the budget of $3,08 8,190. Other revenue includes interest earned on invested funds, rental and lease income, reimbursements, and miscellaneous revenues. Reimbursements from the Other Post-Employment Benefits (OPEB) Trust for the retiree healthcare costs comprise 48% and other non-abated reimbursements, which primarily consist of CalOES, comprise 21% of the budget. Reimbursements from the OPEB Trust for retiree healthcare costs near the end of each fiscal year and reimbursement from CalOES for fire support depend on the timing of reimbursement receipt processing by the state agency. As of the first quarter, results are within expectations.

Fire District Expenditures

Fire District expenditures are 49% of the budget at the quarter end. Similar to the General Fund, expenditures can vary because of the timing of vendor payments, carryover of purchase orders from the prior year, and the changes in operations during the year. Additionally, the Fire District is represented by itself. Therefore, expense categories that have deviated m ore or less than 10% from the 50% budget benchmark and by 20% from the PYTD are analyzed further.

$16,710,830
$2,315,970
$1,602,500
$162,890 $111,070
$3,812,940
$2,593,300
$475,810
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Personnel
Services
Opera�ons &
Maintenance
Professional
Services
U�li�es Debt Service Cost
Alloca�on
Transfers Out Other
Fire District Expenditures
YTD Expenditures PYTD Expenditures

14 Operations and maintenance are at 71% of the budget due to the increased cost of insurance premiums and claims. Overall, property and general liability insurance increased by $380,000 through the quarter that ended compared to the same quarter last year. It is typical for the budget utilization to exceed the benchmark as encumbrances are made at the start of the year for recurring services. For example, fuel and gasoline purchases made throughout the year.

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

Capital outlay represents budgeted ADA Improvements at Fire Station 174, which was planned for this fiscal year but will likely be award next fiscal year.

ECONOMIC OVERVIEW

The economic brief provides information on economic indicators that can be used to measure and track economic activity at a local level. The economy is a combination of individual, business, and government spending or investment at the national, regional, and local levels. Governments of all levels keep an eye on these economic factors to assess the strength of the economy. This section of the brief focuses on indicators that can help track aspects of the local economy.

Statewide, Regional and Local Labor Market

According to preliminary December 2023 figures, San Bernardino County had an unemployment rate of 5. 0%, which is approximate to the average unemployment rate for the State of California of 5.1%.

The graph below shows the unemployment rates (not seasonally adjusted) for the largest Counties and Metropolitan Areas statewide for December 2023:

15 Source: Employment Development Department, State of California

At a local level, t he City’s unemployment rate for December 2023 was 3.7%. The City’s unemployment rate is lower than the County and State unemployment, although changes generally mirror the County and State. The City’s unemployment rate is also favorable when compared to other comparable cities in San Bernardino County.

Source: Employment Development Department, State of California

4.5%

3.5%

4.7%

4.5%

5.0%

3.9%

5.2%

4.3%

3.8%

5.0%
Contra Costa County
San Francisco County
Sacramento County
Alameda County
San Bernardino County
Santa Clara County
Riverside County
San Diego County
Orange County
Los Angeles County
Unemployment Rate by T en Largest Coun�es

3.8%

8.2%

5.0%

4.5%

4.7%

5.1%

4.7%

4.3%

3.4%

4.0%
Anaheim-Santa Ana-Irvine MD
Fresno MSA
Los Angeles-Long Beach-Glendale MD
Oakland-Hayward-Berkeley MD
Oxnard-Thousand Oaks-Ventura MSA
Riverside -San Bernardino-Ontario
MSA
Sacramento--Roseville --Arden-Arcade
MSA
San Diego-Carlsbad MSA
San Francisco-Redwood City-South
San Francisco MD
San Jose-Sunnyvale -Santa Clara MSA
Unemployment Rate by Ten Largest Areas

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

5.5%
Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Rancho Cucamonga 2.6% 3.3% 3.4% 3.3% 3.0% 3.1% 3.7% 3.5% 3.7% 3.5% 3.6% 3.6% 3.7% San Bernardino County 3.6% 4.4% 4.5% 4.5% 4.1% 4.3% 4.9% 4.8% 5.1% 4.8% 5.0% 5.0% 5.0% California 3.9% 4.6% 4.8% 4.8% 4.3% 4.5% 4.9% 4.8% 5.1% 4.9% 4.8% 4.9% 5.1% Unemployment Rate for City, County, and State
Rancho Cucamonga San Bernardino County California

16 Source: Employment Development Department, State of California

Consumer Price Index

Source: Bureau of Labor Statistics

The Bureau of Labor Statistics for January 2024 indicates that the Consumer Price Index (CPI) in the U.S. for all items experienced a non -seasonally adjusted increase of 0.5% for January . From January 2023 to January 2024, the CPI-U for all items increased by 3.1%.

3.7%

3.3%

4.8%

4.6%

4.0%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%
Rancho
Cucamonga
Chino Hills Fontana Ontario Upland
Unemployment Rates By City
Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23

8.59%

10.04%

9.42% 9.23%

8.41%

7.49% 7.33%

4.57%

3.93%

3.40%

4.87%

4.28%

2.88%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%
Jan-22 Mar-22 May-22 Jul-22 Sep-22 Nov-22 Jan-23 Mar-23 May-23 Jul-23 Sep-23 Nov-23 Jan-24 CPI 12-Month Change
Riverside-San Bernardino-Ontario

17 For the Riverside area, the CPI has shown up and down movements over recent months. As of January 2024, the CPI was up by 2. 88% from the year before. This annual increase is driven by higher prices in various categories, such as shelter, education, communication, and apparel, but offset by lower prices in gasoline and new and used motor vehicles. Additionally, food prices increased by 2.8%, and energy prices dropped by 10.4%.

Home Sales and Prices

Source: HdL Companies

At the end of the calendar year 2023, median home prices for detached single -family homes continued their recent upward trend, increas ing by 3.1% for the quarter and 11.6% from the year. At the same time, the total sales volume is still low compared to the record volume in 2021. For 2023, the total sales fell to 891 from 1,222 in the prior year, a decline of 27.1%. The current sales volume is normalized with the fourth quarter of 2022, possibly indicating a new baseline.

Sales Tax

Sales tax revenue is a primary source of revenue for the City , being generated from retail and business activity , whether that be from sales within the City or sales tax receipts allocated from State and county pools. City staff closely monitors sales tax for the financial impacts.

Historically, the largest sectors by the amount of sales tax to the City are general consumer goods, business and industry, restaurants and hotels, and the State and County pools. Per the Q3 2023 report on statewide trends and City sales tax data from HdL Companies, these sectors displayed various trends that might impact the City’s overall taxable sales:

• General consumer goods reflect the impacts of tighter household budgets and economic headwinds .

Recently, reports on consumer confidence and sentiment on the economy reflect favorable expectations $617,500 $725,000 $735,000
$820,000
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
0 100
200
300
400
500
600
Median Price
Sales
Sales and Value History
Detached Single Family Homes
Full Value Sales Median Price

18 for general merchandise, which should help the sector, as it has softened over recent months. The current outlook is that mild growth could occur in the second half of 2024.

• Business and industry was mixed, but overall decreased for the City. Impacts on the sector are generally due to inventory, labor, and demand challenges. A modest improvement is projected moving into next year.

• Restaurants and Hotels increased due to rising menu prices , although at a slower pace than last year.

Changing wage laws for fast food workers may contribute to rising prices, which are commonly passed on to customers. As a result, fast casual and quick service dining could experience a boost in taxable sales due to higher prices.

• State and County pools decline primarily due to a shift in sales tax allocations, influenced by increased in- state fulfillment and evolving e-commerce trends. Forecasts for the City suggest a gradual recovery into the next fiscal year; however, the sales tax allocations continue to challenge traditional sales tax streams, and tax law can shift funding unexpectedly.

The chart below depicts a breakdown of business sectors that generate sales tax for the City as of the most recent sales tax data available.

General Consumer Goods
27%Business and Industry
16%
Restaurants and Hotels
17%
State and County Pools
14%
Autos and Transporta�on
3% Building and Construc�on
9%
Fuel and Service Sta�ons
7%
Food and Drugs
5%
Sales Tax Sectors as a Percent of Total

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

INTRODUCTION

The Fiscal Year (FY) 2023 /24 Midyear Budget Analysis covers the six months ending December 31, 2023, for the City General Fund, the Library Fund, and the Fire District Operating Funds.

The analysis provides an overview of the primary revenues and expenditures for the period and projections for the remainder of FY 2023/24. E xpenditures presented in this report do not include encumbrances to focus on actual spending.

The information in this report is the most accurate and up- to-date information available at the time it was prepared and are subject to change as the year progresses and more information is received.

GENERAL FUND

Summary of General Fund Revenues and Expenditures

$108,000,000
$109,000,000
$110,000,000
$111,000,000
$112,000,000
$113,000,000
$114,000,000
$115,000,000
$116,000,000
Adopted Budget Projected
Y ear-End
General Fund
Summary of Revenues and Expenditures
ATTACHMENT 2

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

The General Fund expenditures are expected to increase f rom the adopted budget by $3,033,280 ,

2.7%, to $115,303,940. In contrast, revenues are projected to decrease by $1,217,990, or 1.1%.

Overall, expenditures are expected to increase from the adopted budget due to a planned contribution to the City's Section 115 Plan and for the carryover of encumbrances opened but not spent at the end of the last fiscal year. Both of those items are calculated as part of the annual fiscal year close process, which occurs after the adoption of the City's budget. As the amounts are determined, portions of the General Fund's fund balance are reserved to be used in the current fiscal year as the spending occurs.

For reference, t he contribution to the City 's Section 115 Plan is determined based on the prior fiscal year's financial surplus and the encumbrance carryover based on actual year-end operations. Due to timing, these are not included in the adoption budget and are added at midyear.

Including the expenditures that are offset by the planned use of fund balance, the significant changes for expenditures are:

• A decrease in personnel services of $2,033,710 due to vacancies in full-time and part-time staff appears to be a n ongoing challenge for the City; however, it seems to hav e eased slightly compared to the prior year.
• Increases from purchase order carryovers from the prior fiscal year of approximately $3,501,270.

As said, this spending utilizes the planned use of reserves as it represents spending encumbered in the prior year and carried into the current fiscal year. • A planned contribution of $750,000 to the City 's Section 115 Plan for PERS Rate Stabilization.

The contribution is reflected in the projected expenditures for the fiscal year and utilized planned reserves based on a surplus from the prior fiscal year.

Meanwhile, revenues are expected to decrease primarily due to lowered forecasts for certain taxes and charges for services:

• Transfer taxes are expected to decrease by $457,740, a reflection of the falling number of overall property sales in the City.
• Sales taxes are projected to decrease by $642,800 based on revised forecasts from the City 's sales tax consultants and anticipated one-time adjustments. • Charges for services are expected to decrease by $841,600 based on an analysis of current year-to-date receipts and the elimination of the towing service fees at the start of the fiscal year.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

General Fund Revenue Analysis

Property tax revenue includes current and prior year secured and unsecured property taxes, supplemental and delinquency taxes, unitary taxes, property transfer tax, and post -redevelopment agency residual balance revenues.

Total property tax revenues are projected to decrease by $192,990, or 1.6%, from the adopted budget. This overall change reflects a combination of increases and decreases across different tax categories:

o Secured and Unsecured Property Taxes: Expected to decrease by $53,150, or 0.9%, which accounts for higher -than-anticipated growth in assessed valuations but is disproportionally offset by increased allocations towards the RC Enhanced Infrastructure Financing District (EIFD). The EIFD growth is different from the City -overall because it includes specific properties within the City that are expected to develop over the next several years. $-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Property Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

o Supplemental and Delinquency T axes: Anticipated to increase by $114,950, or 37.4%, primarily due to a rise in supplemental taxes based on prior year property sales trends. Early estimates are that supplemental taxes will fall next fiscal year due to the number of property sales falling towards the end of 2024 and flattening.

o Unitary Taxes: Decrease by $110,820, or 11.9%, to match actual receipts from the prior year.

There have been recent challenges by the public agencies that pay the taxes to the State , which have created uncertainty in projecting revenue increases.

o Transfer Taxes: Estimated to decrease by $457,740, or 34.7%, reflecting the lower number of total property sales compared to heights during the calendar year 2021, as reflected in the graph below:

o Residual balance revenues from the Former Redevelopment Agency: Expected to increase by $313,770, or 9.4%, driven by growth in assessed valuations and supplemental taxes.

0 100
200
300
400
500
600
Sales History
Detached Single Family Homes

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Property tax in-lieu of VLF is projected to increase by $273,510, or 1.1%. The increase is due to the underlying assess ed valuation growth and is calculated by annualizing the first of two equal remittances received by the City.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Sales tax revenues, the largest single revenue source for the City's General Fund, are projected to decrease by $642,880, or 1.6% below the adopted budget. This decline is attributed to nonrecurring adjustments, such as the closure of an automotive dealer and correc tions related to e- commerce fulfillment center allocations previously paid to the City.

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

7.25%, of which the City receives 1.00% of that base tax. An additional district tax levied by the San Bernardino County Transportation Authority brings the total local sales tax rate to 7.75%. The breakdown of the total local sales tax is as follows:

Rate Jurisdiction Purpose
State 3.94% Goes to the State's General Fund
State 2.06% Goes to Local Public Safety Fund and Revenue Fund County 0.25% Goes to San Bernardino County transportation funds $-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Sales Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

City 1.00% Goes to the City of Rancho Cucamonga
Subtotal: 7.25% Total Statewide Base Sales and Use Tax Rate

Additional District Tax:

County 0.50% Goes to the San Bernardino County Transportation Authority

Total: 7.75% Total Local Sales and Use Tax Rate

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

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

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Transient occupancy tax (TOT), a 10% levy on hotels, motels, short-term rentals, and other short- term accommodations, is projected to fall by $189,580, or 3.5%, to $5,178,810 . This decrease is primarily due to the delayed opening of a new hotel, which was expected to contribute six months of TOT revenue in the current fiscal year but is now anticipated to open next fiscal year.

Despite this shortfall, TOT revenues are expected to exceed the previous year's totals as there is a seasonal increase in the second half of the fiscal year , and overall high occupancy and increasing room rate forecasts from the Greater Ontario Convention and Visitors Bureau.

$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Transient Occupancy Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

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

City TOT Rate
Riverside 13.00%
Upland 12.00%
Ontario 11.75%
Chino Hills 12.00%
Fontana 8.00%

Franchise Fees collected from utilities in the City are expected to increase by $97,730, or 1.0%, from the previous year.

o Electricity franchise fees are projected to decrease slightly by $28,200 due to growth estimates adjusting to 6.5% from 7.5% initially expected. $-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Franchise Fees
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

o Refuse franchise fees are anticipated to rise by $298,520, reflecting increased rates for residential and commercial customers based on current receipts.

o Cable franchise fees are expected to continue their downward trend, decreasing by $172,590 for the fiscal year.

Licenses and Permits revenue is projected to increase by $123,620, or 2.2%, from the adopted budget. This growth is primari ly driven by an anticipated increase of $85,250 in building permits based on an analysis of current receipts. Despite the complexity of forecasting revenues from building permits and business licenses, it's noted that actual revenues often surpass projections, as experienced in the previous year.

$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Licenses and Permits
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Fines and forfeitures are expected to increase by $187,140, or 17.7% , primarily due to a large one-time bail remittance from the County.

$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Fines and Forfeitures
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Charges for Services are projected to decrease by $841,600, or 13.2%, from the previous year, due primarily to the following changes:

o Plan check fees are expected to decrease by $499,190, or 35.7%, due to smaller project plan checks, which require less staff time.

o Engineering fees are anticipated to decrease by $212,000, or 16.2%, based on analysis of current receipts and projecting activity to the end of the fiscal year.

o Recreation fees are projected to increase by $243,700, or 31.4%, due to higher registrations for various programs than expected at the start of the fiscal year.

o Towing Service fees were eliminated at the start of the fiscal year, resulting in a decrease of $468,960.

$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Charges for Services
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Other General revenue highlights are summarized below:

• Use of Money and Property: Revenue from interest earnings on investments, interfund advances, and rental/lease income is projected to decrease by $585,480, or 29.0%, from the adopted budget. The decrease is largely due to the removal of a $758,130 budget allocation of interest earnings, which, although still received, are reinvested into the City's portfolio and not allocated for current operations.

• Transfers from Other Funds: Expected to increase by $348,300 or 19.6%, based on changes with the Rancho Cucamonga Municipal Utility.

General Fund Expenditures Analysis

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Personnel Services
Midyear Actual Expenditures Fiscal Y ear T otal Actual Expenditures Fiscal Y ear Budgeted Expenditures Projected Y ear-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Personnel services include full-time salaries, part-time wages and overtime, and related benefits for the General Fund' s departments. Overall, personnel services are expected to decrease by $2,033,710, or 5 .3%, due to multiple vacancies in most departments and general recruitment challenges due to changes in the labor force, though vacancies have improved since this time last year. Potential savings could increase if current vacancies, budgeted for the six remaining months of this fiscal year, remain unfilled. Departments most impacted by vacancies are Building and Safety, Community Services, Engineering, and Planning.

To avoid interruption in services, some departments have utilized personnel salary savings to fund contracted professional services when possible while working towards filling their various vacancies.

Professional services include contractual services to perform services directly. Consulting and contractual services may have various contract start dates and payments but are generally consistent in the timing of invoice payments. The current year 's budgeted expenditures are forecasted to be $2,554,700, or 4.0%, more than the adopted budget. The increase is primarily due $-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
General Fund
Professional Services
Midyear Actual Expenditures Fiscal Y ear T otal Actual Expenditures Fiscal Y ear Budgeted Expenditures Projected Y ear-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

to the incorporation of prior year encumbrances carried in the current fiscal year, totaling approximately $3,501,270. As previously mentioned, these are determined after the adoption of the fiscal year's budget and verified during the fiscal year close, and a portion of the fund balance is reserved for spending in the current fiscal year.

Offsetting are reductions based on changes in expected operations , including personnel credits from the San Bernardino County Sheriff's contract, which is reflected in the projected expenditures as a $676,060 reduction to the overall contract. These personnel credits are a result of promotions, injuries, or vacancies, all tem porary factors, and are only budgeted up to what is realized without creating a surplus and not forecasted out to the end of the year.

• Other General Fund expenditure highlights are summarized below.

• Utilities: Generally, telephone, gas, water, electricity, and internet utilities. Electricity, gas, and telephone utilities are expected to stay on track as of midyear. A slight decrease in anticipated water expenditures resulted from lower spending on water for park maintenance in the Public Works department. A slight increase in internet expenses is anticipated as a result of additional network systems and services being added at midyear.

• Other Expenditures: A planned contribution of $750,000 to the City's Section 115 for PERS Rate Stabilization is scheduled. The expenditure is offset by a planned use of reserves from the Fiscal Year 2022/23 financial results.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

LIBRARY FUND

Summary of Library Fund Revenues and Expenditures

The Library Fund expenditures are expected to increase by $210,100, or 3.6%, and revenues are expected to decrease by $199,110, or 3.0%, from the adopted budget.

Increases for expenditures are a net of personnel services decreasing by $354,680 due to full-time and part-time vacancies, an increase in capital expenditures of $251,660 for the 24/7 Library (a purchase order carryover from last fiscal year, and an increase in transfers to the Library Capital Fund of $190,120 for the Second Story Library and Beyond Project.

Library Fund revenues changed predominately due to the elimination of $204,650 budgeted allocation of interest earnings, which, like with the City General Fund, are received but are reinvested into the Library Fund's investment portfolio and not utilized for current operations.

$5,400,000
$5,600,000
$5,800,000
$6,000,000
$6,200,000
$6,400,000
$6,600,000
$6,800,000
Adopted Budget Projected
Y ear-End
Library Fund
Summary of Revenues and Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Library Fund Revenue Analysis

Property tax revenue includes the Library Fund' s share of current and prior year secured and unsecured property taxes, supplemental and delinquency taxes, and post -redevelopment agency passthroughs and residual balance revenues.

Total property tax revenues for the Library Fund are expected to decrease by $17,540, or 0.3% from the adopted budget.

o Secured and Unsecured Property and Supplemental Taxes: The Library Fund is allocated a portion of the General Fund's property taxes and will benefit from the higher-then-anticipated growth in assessed valuation and changes in supplemental taxes. Combined, current and prior secured and unsecured property tax and supplemental and delinquency taxes are expected to increase by $40,500, or 1.1%.

FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Midyear Actual Revenues 1,460,744$ 2,635,369$ 2,782,574$ 1,719,572$ 3,236,785$ 3,448,532$ Fiscal Year Total Actual Revenues 4,582,639$ 4,711,464$ 5,214,240$ 5,326,549$ 5,699,184$ Fiscal Year Budgeted Revenues 6,139,110$
Midyear Percent of Total 31.9% 55.9% 53.4% 32.3% 56.8% 56.2% Projected Year-End Revenues 6,121,570$

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

o Passthrough revenues from the Former Redevelopment Agency: P assthroughs are forecasted to decrease by $57,950, or 2.4%, based on the growth in the assessed valuation of 6.0%, which is slightly less than the anticipated rate of 8.0% used to develop the adopted budget.

Library Fund Expenditures Analysis

Personnel services are expected to decrease by $354,680, or 8.7%, due to full -time vacancies, unsuccessful recruitments, and high turnover for part -time staff. While vacancies have improved from the prior year, vacancies still remain in the Senior Librarian and Librarian I positions . Similar to the General Fund, these savings may potentially be more if vacancies remain unfilled.

Furthermore, decreased spending on part-time staff was a result of unsuccessful recruitments and significant turnover in the first half of the fiscal year.

$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Library Fund
Personnel Services
Midyear Actual Expenditures Fiscal Y ear T otal Actual Expenditures Fiscal Y ear Budgeted Expenditures Projected Y ear-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Operations and Maintenance include supplies, training, travel, and purchases of library materials.

Overall, operations and maintenance are expected to decrease by $20,680, or 2.2%, from the adopted budget due to a reduction in anticipated staff travel and purchases of computer equipment costing less than originally budgeted.

$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Library Fund
Operations and Maintenance
Midyear Actual Expenditures Fiscal Y ear T otal Actual Expenditures Fiscal Y ear Budgeted Expenditures Projected Y ear-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

FIRE DISTRICT

Summary of Fire District Revenues and Expenditures

The Fire District includes the Fire District General fund and Community Facilities Districts (CFDs) No. 85-1 and 88- 1. Fire District e xpenditures are expected to increase by $4,968,220, or 8.8%, and revenues are expected to increase by $3,307,800, or 6.0%, from the adopted budget.

Expenditures are predominately increasing due to projected personnel service expenditures increasing by $2,966,330 as a result of new authorized personnel and the impacts of the new MOUs authorized $52,000,000
$54,000,000
$56,000,000
$58,000,000
$60,000,000
$62,000,000
Adopted Budget Projected
Y ear-End
Fire District
Summary of Revenues and Expenditures
Adopted Budget
Projected
Year-End
Expenditures 56,410,060$ 61,378,740$
Revenues 55,467,020$ 58,774,820$
Projected Budgetary Surplus/(Shortfall) (943,040)$ (2,603,920)$ Planned Uses of Fund Balance:

PARS Section 115 Contribution -$ 1,900,000$ Encumbrance Carryovers -$ 62,710$ Employee Leave Payouts -$ 13,680$ CFD 85-1 Use of Fund Balance 943,040$ 627,530$ Total Planned Uses of Fund Balance 943,040$ 2,603,920$ Remaining Budgetary Surplus/(Shortfall) -$ -$

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

after the budget was adopted. Additionally, similar to the City General Fund, a planned contribution of $1,900,000 to the Fire District's Section 115 Plan for PERS Rate Stablizization was determined based on the prior year 's financial surplus and is incorporated into the revised midyear budget. The contribution is in addition to the already budgeted $3,820,000 scheduled as part of the multiyear unfunded actuarial liability paydown.

The Fire District includes other planned uses of fund balances, which are saved for definitive uses, including encumbrances carryovers, similar to the City 's General Fund, and employee leave payouts.

Both of these do not utilize current resources and are determined during the annual fiscal year close process and, therefore, are not included in the adopted budget. With the Fire District, there was a planned use of fund balance for operations for CFD No. 85- 1 of $943,040 included in the adopted budget; however, based on changes in projected operations, that use of fund balance should decrease to $627,530.

Revenues have increased primarily due to an increase in the passthrough revenues from the former redevelopment agency, which is balanced for operations between the Fire District General Fund and the Fire District Capital Reserve Fund.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Fire District Revenue Analysis

Property tax revenue includes current and prior year secured and unsecured property taxes, supplemental and delinquency taxes, unitary taxes, post-redevelopment agency passthroughs and residual balance revenues, as well as special taxes for CFDs No. 85-1 and 88-1.

Total property tax revenues for the Fire District are projected to increase by $3,586,540, or 7.9% from the adopted budget. The increase is primarily attributed to changes in the Fire District General Fund because there can be no changes to the special taxes for the CFDs after being levied.

o Secured and Unsecured Property Taxes: Expected to decrease by $97,710, or 0.4%. As with the City, t his includes a n increase due to higher -than-anticipated growth in assessed valuations offset by increased allocations (a reduction overall) to the RC Enhanced Infrastructure Financing District (EIFD).

$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Fire District
Property Tax
Midyear Actual Revenues Fiscal Y ear T otal Actual Revenues Fiscal Y ear Budgeted Revenues Projected Y ear-End Revenues

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

o Supplemental and Delinquency Taxes: Anticipated to increase by $ 169,650, or 16.8%, due to a rise in supplemental taxes based on prior year property sales trends.

o Unitary Taxes: D ecreased by $ 37,950, or 4 .3%, to match prior year receipts due to the aforementioned challenges from the public agencies that pay the taxes to the State.

o Passthrough revenues from the Former Redevelopment Agency: Forecasted to increase by $4,049,670, or 28.7%, predominately due to the revenue balancing for operations in the Fire District General and Capital Reserve Fund. Overall, the passthrough revenues are expected to increase due to higher-than-expected growth in the assessed valuation of 6.0%.

Other Fire District revenue highlights are summarized below:

• Use of Money and Property: Revenue from interest earnings on investments and rental/lease income is projected to decrease by $747,980, or 86.1%, from the adopted budget. The decrease is largely due to the removal of a $745,980 budget allocation of interest earnings, which, although still received, are reinvested into the Fire District 's portfolio and not allocated for current operations.

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

Fire District Expenditures Analysis

Personnel services are expected to increase by $2,966,330, or 9.4%, from the adopted budget. The increase is the result of the Fire Board 's approval of three additional battalion chiefs and six firefighters, as well as salary and benefit changes as a result of MOUs approved in June 2023 after the budget adoption took place.

Other Fire District expenditure highlights are summarized below:

• Professional Services: Contracted services for dispatch services, plan checking, building inspection, physical testing, weed abatement, and employee development resulted in an expected increase of $297,690.

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Fire District
Personnel Services
Midyear Actual Expenditures Fiscal Y ear T otal Actual Expenditures Fiscal Y ear Budgeted Expenditures Projected Y ear-End Expenditures

City of Rancho Cucamonga
Operating Budget
Fiscal Year 2023/24 Midyear Budget Analysis
Executive Summary

• Other Expenditures: A planned contribution of $1,900,000 to the Fire District's Section 115 for PERS Rate Stabilization is scheduled. This is in addition to the $3,820,000 scheduled to be contributed to CalPERS as additional discretionar y paydowns of the Fire District 's unfunded actuarial liability. The $1,900,000 contribution is offset by a planned use of reserves from the Fiscal Year 2022/23 financial results.

DATE:March 20, 2024
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Matt Marquez, Director of Planning and Economic Development Jennifer Nakamura, CNU-A, Deputy Director of Planning
Aracely Estrada, Management Analyst I
SUBJECT: Consideration to Receive and File the General Plan Annual Progress Report and the Housing Element Annual Progress Report for 2023. (CITY)
RECOMMENDATION:

Staff recommends that the City Council receive and file the General Plan Annual Progress Report and the Housing Element Annual Progress Report for 2023; authorize the City Manager to make any necessary non-substantive changes to the report; and direct staff to forward it to the Governor’s Office of Planning and Research and the California Department of Housing and Community Development.

BACKGROUND:

A General Plan is a city’s blueprint or constitution, for future development. It documents the city’s long-range vision and establishes clear goals, objectives, and actions to guide the community through the next 10 to 20 years of change. A city must update its General Plan periodically to keep up with changing needs and conditions of the city and region. It should also be updated to reflect new local, state and federal laws. State law requires each city and county to adopt a General Plan that address several topics, typically referred to as “elements.” This includes the adoption of a Housing Element.

The Housing Element is an important planning policy document that is used to identify the City’s projected housing needs and establish policies that support development of all housing types, including affordable housing. The Housing Element is subject to detailed statutory requirements and mandatory review by the California Department of Housing and Community Development (HCD). The Housing Element is currently in its 6th Cycle, which covers an 8-year planning period from October 2021 through October 2029. The 6 th Cycle Housing Element was adopted by the City Council in October 2021 and certified by HCD in August 2022.

California Government Code Section 65400 requires that each city and county prepare an Annual Progress Report (APR) to report on the status and progress of the General Plan’s implementation and separately, the Housing Element. Copies of both the General Plan and the Housing Element APRs must be provided to the Governor’s Office of Planning and Research (OPR) and HCD by April 1 of each year. Section 65400 of the Government Code also requires that the annual report be considered at a public meeting before the legislative body allowing for public comment, but not necessarily held as a public hearing.

2 2
6 0
The General Plan APR is separate from the Housing Element APR in that the General Plan APR provides local legislative bodies and the public an update on the progress of implementing the General Plan for their city or county, while the Housing Element APR demonstrates the City’s progress in meeting its projected housing needs. Unlike the Housing Element APR, the General Plan APR does not have a standardized format and the guidance provided by OPR allows for maximum flexibility, which may need to vary based on a jurisdiction’s individual circumstances.

ANALYSIS:

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

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

The attached General Plan APR summarizes a variety of measures and activities undertaken by the City during 2023 (calendar year) that advance the goals and policies of the updated General Plan. Embracing the opportunity for flexibility in the APR’s format, Rancho Cucamonga’s report has been developed in an easy-to-read format that allows it to also serve as a report card to the residents of Rancho Cucamonga on the city’s progress in implementing Plan RC. Highlights of the APR include measures taken to implement the General Plan and the corresponding General Plan policy(ies) it supports as well as highlights of industrial/commercial and housing/mixed-use development projects that were active in 2023.

The General Plan APR also includes data from the Housing Element APR such as the number of applications submitted, and number of housing units entitled, permitted, and constructed. While the Housing Element APR is submitted to OPR and HCD in a large excel file that includes detailed data as required by HCD, the General Plan APR summarizes key points of the Housing Element APR.

The General Plan APR and Housing Element APR data was received and filed by the members of the Planning Commission during their March 13, 2024, meeting. Upon acceptance of the 2023 APRs by the City Council, staff will submit the report to the OPR and HCD by the April 1st deadline in compliance with California Government Code Section 65400.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

As part of the implementation of the General Plan, this item supports the City Council’s Vision of creating an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.

ATTACHMENTS:

Attachment 1 – 2023 General Plan Annual Progress Report Attachment 2 – 2023 Housing Element Annual Progress Report

Foundational values defining the vision of our world class community Health, Equity, and Stewardship

CITY OF RANCHO CUCAMONGA

GENERAL PLAN ANNUAL
PROGRESS REPORT 2023
ATTACHMENT 1

1 | General Plan Annual Report 2023

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
Introduction…………………………………………………………………………..4
General Plan Annual Progress Report……………………………………………..5 City Council Review…………………………………………………………………6
Compliance with State Guidelines…………………………………………………6
Date of Last General Plan Update………………………………………………....6 About the City………………………………………………………………………..7
At a Glance…………………………………………………………………………..8
CHAPTER 2: IMPLEMENTATION
General Plan Implementation……………………………………………………....10
Implementation Highlights.............................…………………………………..11 Industrial/Commercial Development..............…………………………………...20 CHAPTER 3: HOUSING PROGRESS
Housing Goals Progress...........................................................................23 Residential/Mixed-Use Development Highlights...........................................27 Conclusion..............................................................................................30

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

4 CHAPTER 1

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

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

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

THE BIG IDEAS
In the 2021 General Plan, the community identifies the following Big Ideas as being critical to meeting their vision and core values:
 DESIGN FOR PEOPLE FIRST: Focus should be on people and development must be human scale and inviting. Buildings must be designed to be visually appealing, interesting, and at an appropriate scale that attracts activity, but is not overwhelming.  PROVIDE CONNECTIVITY AND ACCESSIBILITY: Physical improvements in the city must provide a range of travel options including new opportunities for walking, bicycling and transit.  CREATE DESTINATIONS: Residents and visitors want places to congregate, gather, and socialize. These places may include small centers near established neighborhoods, more vibrant and dense centers of a downtown scale, and larger mixed-use centers along major corridors.
 CULTURAL AND ECONOMIC HUB OF THE INLAND EMPIRE: A downtown area, or several major activity centers, with varied cultural opportunities and public art, will provide areas for social, civic, and commercial activity.
 ADDRESS ENVIRONMENTAL JUSTICE: Environmental justice means that everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution.

5 | General Plan Annual Report 2023 6
PlanRC is organized as four volumes that are divided into topical chapters. The content of the chapters contained in Volume 2, Built Environment, and Volume 3, Environmental Performance, corresponds to the State requirements for the contents of a general plan. It’s not uncommon to see some overlap between the subject areas and the State requirements, however State law allows the City to organize the topics in any fashion that meets the needs of the City.

GENERAL PLAN ANNUAL PROGRESS REPORT
Each year, cities and counties are required to submit an Annual Progress Report (APR) under California Government Code Section 65400, which provides an update on the General Plan and progress on its implementation to the City Council, the Governor’s Office of Planning and Research (OPR) and the Housing and Community Development Department (HCD) each year.

As importantly, the APR serves as a report card to the community, who diligently provided their feedback and insight that helped shape the General Plan, with an update of the City’s progress in implementing its General Plan vision. To assist in the review of the General Plan Annual Progress Report, this report presents the following:
• Measures associated with the implementation of the General Plan with specific reference to an individual General Plan goal and/or policy that is supported by the measure • Amendments to the General Plan adopted by the City Council • Progress on meeting City’s housing goals
• Economic development activities
• Major development applications processed and/or under construction It should also be noted that the implementation strategy for PlanRC includes other essential plans such as the Climate Action Plan and Local Hazard Mitigation Plan . These plans were developed as part of the PlanRC process that help implement, but are not necessarily included, in the General Plan. Updates to these related efforts may also be incorporated as part of the APR.

CITY COUNCIL REVIEW
On March 20, 2024, the City Council reviewed the 2023 General Plan Annual Progress Report and directed City staff to submit this report to the State Office of Planning and Research and the State Department of Housing and Community Development.

COMPLIANCE WITH STATE GUIDELINES
The Rancho Cucamonga General Plan is in compliance with all current State Guidelines.

This includes Senate Bill 1000 and the Planning for Healthy Communities Act which address environmental justice disparities.

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

7 | General Plan Annual Report 2023

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

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

Made up of nearly 47 square miles with a population of about 175,000, Rancho Cucamonga is well known and widely respected for its quality of life, family-friendly neighborhoods, strong employment base, regionally significant retail centers, and active outdoor lifestyles.

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

KEY FACTS
2023 HOUSEHOLD INCOME

EMPLOYMENT
175,478

POPULATION COUNT
59,042

HOUSEHOLDS
$ 9 7,8 87

AVERAGE DISPOSABLE
INCOME

36.9 YEARS OLD

MEDIAN AGE

EDUCATION

47. 3% BACHELOR’S/GRAD/PROF/

ASSOCIATES DEGREE

17. 2% HIGH SCHOOL GRADUATE

25.2% SOME COLLEGE

WHITE COLLAR

67.7%

BLUE COLLAR

18.3%

SERVICES

14.0%

3.5%

UNEMPLOYMENT

PRELIMINARY
RATE
RANCHO

CUCAMONGA

46.5 SQ. MILES
$103,674

MEDIAN HOUSEHOLD
INCOME
$45,721

PER CAPITA INCOME
$1,40 0,616

AVERAGE NET WORTH
$200,000+
$150,000 - $199,999
$100,000 - $149,999
$75,000 - $99,999
$50,000 - $74,999
$35,000 - $49,999
$25,000 - $34,999
$15,000 - $24,999
<$15,000
9,382
7,372
14,445
8,452
8,089
3,711
2,277
2 ,19 3
3 ,118

15.9%

12.5%

24.5%

14.3%

13.7%

6.3%

3.9%

3.7%

5.3%
Planning and Economic Development Department | Economic Development Division | 10500 Civic Center Dr., Rancho Cucamonga, CA 91730 CityofRC.us/economicdevelopment [email protected] 1-909-477-2750 SOURCES: ESRI, CA EDD
Last Update February 2024

10 CHAPTER 2

GENERAL PLAN IMPLEMENTATION
The goals and policies in the General Plan can be implemented in a variety of ways and in a series of actions large and small. The following highlights provide a summary of wide-ranging measures undertaken in 2023 that moved the needle in implementing PlanRC’s goals and policies.

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

11 | General Plan Annual Report 2023 12

IMPLEMENTATION HIGHLIGHTS
DEVELOPMENT CODE UPDATE: In May 2022, the Development Code was updated to codify the goals, policies, and vision of the General Plan. Since the time the updated Development Code was enacted, City staff identified the importance of updating and clarifying the language from time to time to keep up with State law and keep in alignment with the vision of PlanRC. In 2023, amendments were made to the Development Code in three phases:

Phase I, approved by City Council on January 18, 2023, amended the zoning map and General Plan Land Map to include the creation of the new Open Space zone, rezoning of residential areas, and the rezoning of various parcels as technical clean-ups. Also amended various technical edits such as typographic errors, new definitions, clarified and added new development standards, and new chapters and sections.

Phase II, approved by City Council on March 15, 2023, made various technical edits to clarify and update several Articles such as, street connectivity standards in single-family residential zones; detached accessory structure standards and screening standards within form-based zones; standards related to automobile service stations, smoke shops and height restrictions for wireless telecommunication facilities; building height, façade types, articulation and block sizes in form-based zones; application of floor area ratio standards; changes to the form-based zone land use table; and clarified required non-residential use intensity in various form-based zones.

Phase III, approved by City Council on December 20, 2023, made additional technical edits to clarify and update several Articles. Also, amended the zoning map to remain consistent with the underlying General Plan Land Use Designation and to address incorrect zoning. Phase III completed all property rezoning required to remain consistent with the General Plan.

Additionally, Ordinance Number 1022 was approved on December 20, 2023, amending multiple sections of the municipal code to ensure compliance with SB 1186, Medicinal Cannabis Patients’ Right of Access Act.

The Development Code is considered a living document, intended to change over time to reflect the evolving complexity of the development review process. GENERAL PLAN POLICIES SUPPORTED LC-3.6 Diverse Economy. Guide development and public investments to maintain a fiscally sound city with a diverse and sustainable tax base.

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

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

ECONOMIC DEVELOPMENT STRATEGY: The City’s Economic Development Strategy (EDS) was finalized and adopted by the City Council in October 2023. 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. The 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 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.

13 | General Plan Annual Report 2023 14
EPICENTER MASTER PLAN: The General Plan establishes
a Downtown Focus Area plan that envisions and illustrates the potential of the area around Victoria Gardens and the Epicenter Sports Complex to become the “real downtown” of Rancho Cucamonga. The General Plan envisions this Epicenter area as a fun, active district which serves as a destination for recreation, entertainment, and gathering. In alignment with the vision of the General Plan, the City undertook preparation of the Epicenter Master Plan to implement this key portion of the Downtown Focus Area plan. The Master Plan was approved by City Council on December 20, 2023.

In addition to accelerating the vision for the “real downtown” of Rancho Cucamonga, the Epicenter Master Plan also
addresses two important challenges: 1) there is not enough community activity throughout each day and each season
of the year at the Epicenter, and 2) there is not enough revenue to cover what the City spends maintaining the 56-acre holdings in the plan area. Thus, the Master Plan will guide new public and private investment and development in the plan area to ensure they enhance and expand the range of community-serving activities and amenities and that they generate sufficient revenue to support those resources, rather than privatizing important public amenities. Overall, the Epicenter Master Plan lays out the vision for the area, development and improvement strategies for the near- term and long-term, development and land use regulations, and an implementation playbook.

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

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

LC-2.11Park-Once. Allow and encourage strategies that enable adjacent uses and properties to flexibly share parking facilities, so that users can park once and pursue multiple activities on foot before returning to their car.

LC-3.3 Community Amenities. Balance the impacts of new development, density, and urbanization through the provision of a high-level of neighborhood and community amenities and design features.
2023 Hiring Fair: In 2021 post-COVID, businesses were experiencing major challenges in staffing as they returned to their regular operations. The City recognized a need to assist the local businesses in this challenge and as a result, the City’s annual hiring fair was created. In the last three years, the event has evolved to better serve the community. The fair was moved from the parking lot of Central Park into David Dreier Hall and increased the numbers of participants with the help of Central Park, Public Works, Human Resources, Library, the Planning and Economic Development Department, and the Community Affairs Network. The City’s annual hiring fair prioritizes local businesses inviting a variety of different industries to participate, from education to manufacturing to retail. The fair was held in September 2023 and was met with success as it served as a great opportunity to connect residents and jobseekers with local businesses as well as support the business community.

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

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

HIRING FAIR:
24 BUSINESSES

PARTICIPATED
200 ATTENDEES

15 | General Plan Annual Report 2023 16
ACCESSORY DWELLING UNIT HANDBOOK: With support from
a State grant, the City developed its first ever Accessory Dwelling Unit (ADU) handbook. The ADU handbook is an easy to read guide for residents, explaining what an ADU is, types of ADUs, general requirements, steps needed to build an ADU, and helpful resources.

The handbook was published in 2023 and was well received by City Council and the community.

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

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

ADVANCED TRAFFIC MANAGEMENT SYSTEM (ATMS): The integrated, smart traffic signal system is an important part of reducing roadway congestion and greenhouse gas emissions from idling vehicles within the city. Design work for the second phase of the ATMS project began in fall 2023 and will include Milliken Avenue from 4th Street to Grizzly Drive; 19th Street from Sapphire Street to Haven Avenue; Arrow Route from Grove Avenue to East Avenue; Rochester Avenue from Base Line Road to Banyan Street; and Day Creek Boulevard from Base Line Road to Wilson Avenue. The construction phase is anticipated to begin by fall 2024. The System will also eventually play a crucial role in effective and efficient evacuations during emergencies.

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

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

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

CONNECT RC: Connect RC, formerly known as the Healthy RC Active Transportation Plan, was completed in the Fall of 2023. After a robust community engagement and field analysis process, the final version of the Plan contains 51 projects that focus on improving access and safety for those walking, biking and rolling through the city. Projects were specifically tailored to five distinct and unique planning areas that blanket the city and are laid out in the form of Project Sheets that contain vital information for capital projects, grant applications and muti-agency partnership planning. The Plan proposes approximately $17 million of investments toward the City's Active Transportation Network and a framework for achieving this investment over time.

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

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

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

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

17 | General Plan Annual Report 2023 18

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

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

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

LOCAL ROADWAY SAFETY PLAN: Rancho Cucamonga’s Local Roadway Safety Plan (LRSP) is a safety plan that analyzes collision data and trends in the city and identifies improvements for the roads. Funded by Caltrans, an LRSP enables the City to evaluate safety countermeasures through crash data analysis and field visits to each intersection. The Plan was completed in late 2023 and calls out improvements that could be made at eleven specific intersections where a significant number of collisions have occurred. The data and outcomes in the Plan will be used to apply for available grant funding in the future.

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

SIDEWALK IMPROVEMENTS: The Public Works Services Department made a firm commitment to guarantee the safety of the residents of the City by creating safe walking routes throughout the city. In 2023, over 600 locations that had damaged or lifted sidewalks were identified and replaced. Most of these repairs were done in the communities located east of Haven Avenue, spanning from Victoria Street to Banyan Street.

CENTRAL PARK DOG PARK: The highly anticipated 4.4-acre Central Park Dog Park opened in September 2023. The dog park, named “The Bark” by the community, includes people and pet-friendly amenities such as three separate interaction areas for small, medium, and large dogs, shade structures with tables and seating, water fountains, lighting, and ample parking. The dog park is the first major development of the Central Park area since the community and senior centers were constructed in 2005.

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

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

19 | General Plan Annual Report 2023 20

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

Industrial and commercial development projects slowed in 2023 compared to the previous year.

This was mostly due to fluctuations in the market and concerns caused by inflation. In 2023, the Planning and Economic Development Department approved 241,237 square feet of industrial development. Highlights for industrial/commercial development that were approved or under construction in 2023 include:
rancho cucamonga, california
RENDERING - BUILDING a
rancho cucamonga industrial property
job# 19318.00
1/22/2021
HILLWOOD INDUSTRIAL DEVELOPMENT:

Construction was substantially completed in late
2023 for two new industrial warehouse buildings
totaling 655,878 square feet in the southeast area
of Rancho Cucamonga, on Napa Street just east
of Etiwanda Avenue. This project also required the
annexation of a portion of the project area and a
General Plan Amendment.

PATRIOT PARTNERS WHITTRAM: An application
was approved in September 2023 for the
construction of a warehouse/distribution building
that is 86,194 square feet in size. The projects
is located south of Whittram Avenue, between
Etiwanda Avenue and Hickory Avenue. The site is
surrounded by other industrial and nonconforming
uses, such as single-family homes and truck storage
facilities. In January 2024, grading activities and
demolition of existing structures have commenced.

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

RESILIENCY AND EQUITY: The Rancho Cucamonga Fire District partnered with Healthy RC and California Office of Emergency Services (Cal OES) to offer Listos California disaster preparedness training, providing Rancho Cucamonga’s Spanish-speaking residents with critical emergency preparedness tools and skills. In 2023, the program offered 8 hours of hands-on training at multiple elementary schools throughout the City. These courses were instructed by City of Rancho Cucamonga Community Champion Volunteers in Spanish and English. Additional training classes are being planned for 2024.

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

VICTORIA GARDENS CULTURAL CENTER COURTYARD
REDESIGN: Design work has been completed for improvements to the Victoria Gardens Cultural Center Courtyard to take a primarily passive, outdoor space with little shade or seating areas and redesign it to create a lively space for patrons to spend time, relax, and enjoy in all weather. Amenities include shade, lighting, improved signage, and natural gathering spaces. It also includes a permanent outdoor stage to facilitate outdoor events, concerts, library programming and rentals. Construction is slated to begin in 2024.

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

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

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

21 | General Plan Annual Report 2023

PATRIOT PARTNERS
4TH & HERMOSA

RANCHO CUCAMONGA, CA

PROJECT
4/3/2023 4:29:57 PM
5th PLANNING SUBMITTAL
A19-2115

RANCHO CUCAMONGA, CA

04.04.2023
A0
TITLE SHEET PATRIOT PARTNERS 4TH & HERMOSA
FOURTH AND HERMOSA: An application was
approved in July 2023 for two industrial warehouse/
distribution facilities, one 66,397 square feet and
one 20,259 square feet, totaling 86,656 square
feet. This property is located at the northeast corner
of Hermosa Avenue and 4th Street.

NEWCASTLE SIXTH STREET: An application
was approved in November 2023 to demolish an
existing office/warehouse building and construct two
industrial/warehouse buildings, one 44,502 square
feet and one 23,885 square feet, totaling 68,387
square feet. This property is located on the north
side of 6th Street between Archibald Avenue and
Hermosa Avenue.

23 | General Plan Annual Report 2023
CHAPTER 3

HOUSING GOALS PROGRESS
Housing is one of the most basic human needs and recognized as a fundamental right under California law. PlanRC’s approach to housing is to move beyond State mandated Regional Housing Needs Assessment (RHNA) requirements and instead embrace the business and community need to provide housing as an opportunity rather than an obligation. In 2023, Rancho Cucamonga continued its progress in meeting the need for housing starting with 3 housing approvals or “entitlements” in the beginning of the year and ending with 939 entitled housing units. Needing to average at least 1,316 housing units per year as mandated by the RHNA housing goal, the City was short of the goal in 2023 by 377 units. However, because the goal was exceeded in 2022 by 163 units, the City is averaging a shortfall of 214 units in 2023. Although major developments slowed, the number of completed Accessory Dwelling Units slightly increased from 31 in 2022 to 46 in 2023.

Overall, the decreased entitlements in housing development is not unique to Rancho Cucamonga, but rather, is being experienced throughout the country due to various factors such as, shortages in labor and supply, increased mortgage rates, decreased volumes in sales, and inflation. These pressures have affected the city directly, as projects that were entitled have stalled before plan check and/or construction initiation and one project consisting of 327 residential units was paused in January, just prior to entitlement hearings at the developer's request due to funding challenges. That project has yet to move forward. Whereas it would normally take an average of 8-12 months to entitle a project from the date of submittal, these pressures may impact the timeline even further such as in the example above.

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

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

As required by State law, the HE APR for the 2023 report will be submitted to HCD by April 1, 2024. The tables on pages 24-26 provide a short summary of the data that was reported on the 2023 HE APR.

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

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

To encourage the development of affordable housing, the City’s Affordable Housing Incentives/Density Bonus provisions provide incentives for the production of housing for households with very low, low, and moderate incomes. These incentives allow for a reduction in development standards in exchange for the development of affordable housing units. In 2023, there we two developments that submitted a Density Bonus Law application which included 16 and 12 very low income units on their application totaling 28 units. Neither of the developments proposed an increase in density from what was allowed for their projects.

HOUSING APPLICATIONS: Since the adoption of PlanRC, development interest has remained continuous, particularly along key corridors designed for mixed use development. It is anticipated that positive interest will continue through the following years. Table 1 provides a snapshot of applications submitted, approved, and disapproved in 2023.

Total housing applications submitted (5 or more units) 5 Number of proposed units in all applications received 882 Total housing units approved of those submitted 412
Total housing units disapproved 0
TABLE 1: NUMBER OF HOUSING APPLICATIONS SUBMITTED

25 | General Plan Annual Report 2023 26
RHNA UNITS ENTITLED BY AFFORDABILITY: Housing projects totaling 939 units were approved, or entitled, in 2023. Despite the City’s Affordable Housing Incentives/Density Bonus provisions, most units entitled were at market rate. Table 2 displays a breakdown by income level.

TABLE 2: RHNA UNITS ALLOCATED AND ENTITLED BY INCOME LEVEL Income Level
Percent of
Area Median
Income (AMI)
Total RHNA
Units Allocated
for Current
Planning Period
Units
Allocated Per
Year
Units
Entitled in
2023
Very Low Up to 50% 3,245 406 0
Low 51-80% 1,920 240 0
Moderate 81-120% 2,038 255 0
Above Moderate >120% 3,322 415 939
TOTAL UNITS 10,525 1,316 939
BUILDING PERMITS ISSUED BY AFFORDABILITY: There were a total of 353 residential building permits issued in 2023.Table 3 shows a breakdown of permits issued by income level.

TABLE 3: RESIDENTIAL BUILDING PERMITS ISSUED BY INCOME LEVEL Area Median Income (AMI) Building Permits Issued in 2023 Very Low 5
Low 23
Moderate 19
Above Moderate 306
TOTAL UNITS 353
UNITS COMPLETED IN 2023 BY STRUCTURE TYPE: There were a total of 648 units completed, or built, in 2023. It is important to note that units that were completed in 2023 may not have been entitled or permitted in the same year. Table 4 shows a breakdown by type of structure.

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

COMPLETED
Single Family
Attached 0 0 0 1 1
Single Family
Detached 0 0 0 21 21
2 to 4 Units 0 0 0 54 54
5+ Units 0 0 0 526 526
Accessory Dwelling
Units 2 9 16 19 46
TOTAL UNITS 2 9 16 621 648

27 | General Plan Annual Report 2023 28

RESIDENTIAL/MIXED-USE DEVELOPMENT
In 2023, Rancho Cucamonga continued its progress on the development of several mixed-use/ residential projects. These projects embody the General Plan’s goal of developing Complete Neighborhoods, where a diverse range of unique neighborhoods with a mix of amenities that support active, healthy lifestyles is available. Highlights for residential/mixed-use developments that were approved or under construction in 2023 include:

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

REVISION LOG
NO. DESCRIPTION Date
1 1ST SUBMTTAL 5.12.22
2 2ND SUBMITTAL 9.26.22
3 3RD SUBMITTAL 11.21.22
Project Team
\\FILES\321DFS\RESIDENTIAL\2021\2021-134 LEAP FOOTHILL & VINEYARD RANCHO CUCAMONGA\03 DESIGN\SCHEMATIC\CAD\21-134_G1.0 COVER.DWG Wednesday, February 15, 2023 10:41:53 PM
Contact: Contact:

APPLICANT / OWNER

LEAP DEVELOPMENT
400 Oyster Point Boulevard, Suite 122
SOUTH SAN FRANCISCO, CA 94080
(415)-794-7965

MIKE PALLMANN

TERRY SONG
Contact: Contact:

RESIDENTIAL ARCHITECT

ARCHITECTS ORANGE
144 N. Orange Street
Orange, CA 92866
(714) 639-9860
SERAFIN MARANAN Contact: Contact:

LANDSCAPE ARCHITECT

CONCEPTUAL DESIGN AND PLANNING COMPANY
3195-C AIRPORT LOOP DRIVE, STUDIO ONE

COSTA MESA, CA
(949) 399-0870

MICHAEL AGUAS

MATT KOHLENBERGER
Contact: Contact:

CIVIL ENGINEER

ALLARD ENGINEERING
16866 SEVILLE AVE
FONTANA, CA 92335
(909) 356-1815

BOBBY ALLARD

RAY ALLARD
CIVIL

SHEET DESCRIPTION
C-1 CONCEPT GRAING PLAN
C-2 SECTIONS & WQMP EXHIBIT
C-3 SITE UTILIZATION

AGENCY SUBMITTAL

RANCHO CUCAMONGA, CA
FEBRUARY 15, 2023

LEAP DEVELOPMENT
400 OYSTER POINT BLVD. SUITE 122 SOUTH SAN FRANCISCO, CA 94080 144 NORTH ORANGE ST., ORANGE, CA 92866 (714) 639-9860

AO ARCHITECTS

FOOTHILL AND VINEYARD MIXED-USE RANCHO CUCAMONGA, CALIFORNIA DATE: 02-15-23
JOB NO.: 2021-134

VICINITY MAP
NORTH
N.T.S.

FOOTHILL BLVD.

ARROW ROUTE

CUCAMONGA CREEK TRAIL
HELLMANN AVE.

BAKER AVE.

SITE
66 SHEET INDEX

ARCHITECTURE - RESIDENTIAL
Sheet Number Sheet Title
G1.0 COVER SHEET
G1.1 PROJECT INFORMATION
A1.0 CONCEPTUAL PERSPECTIVES
A1.1-A MASTER PLAN
A1.1-B SITE PLAN
A1.2 PATH OF TRAVEL
A1.3 OPEN SPACE PLAN
A1.4 FIRE MASTER PLAN
A2.0 BUILDING 1 COMPOSITE PLANS
A2.1 BUILDING 1 ELEVATIONS
A2.2 BUILDING 1 ELEVATIONS
A2.3 BUILDING 1 ELEVATIONS
A2.4 BUILDING 2 COMPOSITE PLANS
A2.5 BUILDING 2 ELEVATIONS
A2.6 BUILDING 2 ELEVATIONS
A2.7 BUILDING 2 ELEVATIONS
A2.8 BUILDING 3 COMPOSITE PLANS
A2.9 BUILDING 3 COMPOSITE PLANS
A2.10 BUILDING 3 ELEVATIONS
A2.11 BUILDING 3 ELEVATIONS
A2.12 BUILDING 3 ELEVATIONS
A3.0 UNIT PLANS
A3.1 UNIT PLANS
A4.0 PARKING, CARPORT, & TRASH ENCLOSURE DETAIL
A5.0 COLOR & MATERIAL BOARD
A6.0 PROJECT COMPLIANCE
C-4 CONCEPT WALL PLAN

LANDSCAPE

SHEET DESCRIPTION
C-1 CONCEPT GRAING PLAN
C-2 CONCEPT GRADING PLAN
C-3 SITE UTILIZATION
L-4 PRELIMINARY WATER CALCULATION & PLAY

EQUIPMENT DATA

ELECTRICAL

SHEET DESCRIPTION
E-1 PHOTOMETRIC - SITE LIGHTING PLAN
E-2 PHOTOMETRIC - SITE LIGHTING PLAN
E-3 PHOTOMETRIC - SITE LIGHTING PLAN
E-4 PHOTOMETRIC - SITE LIGHTING PLAN
G1.0
FOOTHILL AND VINEYARD: An application was
approved in April 2023 to construct a 158-unit mixed use apartment with three separate buildings. The buildings
are 87,388, 74,521, and 67,105 square feet for a total
building area of 229,014 square feet. This development
will be located on the corner of Foothill Boulevard and Vineyard Avenue.

FOOTHILL LANDING: An application was approved
in August 2023 to construct a mixed-use development
consisting of 360 residential units, including 3 live-work units with 3,100 square feet of commercial space, and
4,200 square feet of stand-alone commercial lease area.

This will be located on the northeast corner of Foothill Boulevard and Etiwanda Avenue.

ALTA CUVEE: Currently under construction and expected
to be completed in the Spring of 2025, Alta Cuvee is
situated on the southeast corner of Foothill Boulevard and Etiwanda Avenue with 260 units of living space and two
commercial units aiming to promote a family-oriented
atmosphere in a safe and healthy community.

30 CONCLUSION
Despite facing some challenges in 2023 with the downturn of the economy, the City of Rancho Cucamonga remains resilient and able to withstand the storms. There were many development projects that were submitted, approved, permitted, and constructed, all made possible by the adoption of the General Plan in 2021 that created a solid foundation, and by the City’s ability to identify areas that needed updates or enhancements and executing accordingly. This was evident in the amendments made to the Development Code, the creation of the Epicenter Master Plan, and the completion of the Economic Development Strategy which aims to attract new businesses among other goals. The City takes pride in what it is today and continues to strive to create a city for people, with great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, walkable and active centers and districts, all connected by safe and comfortable streets.

In addition to meeting the state mandate of submitting an Annual Progress Report to HCD and OPR, this General Plan Annual Progress Report serves as a report card to the community regarding the City’s progress in implementing the community’s vision and values, as embodied in PlanRC, and provides the reader with a broad understanding of related activities that took place in 2023.

i

APPENDICES

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

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

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

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

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

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

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

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

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

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

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

LAND USE & COMMUNITY CHARACTER

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

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

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

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

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

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

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

GOAL
LC-2
HUMAN SCALED.

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

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

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

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

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

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

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

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

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

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

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

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GOAL
LC-3
FISCALLY SUSTAINABLE.

A fiscally sound and sustainable City.

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

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

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

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

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

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

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

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

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

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

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

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

GOAL
LC-4
COMPLETE NEIGHBORHOODS.

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

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

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

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

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GOAL
LC-5
CONNECTED CORRIDORS.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
LC-7
ROBUST DISTRICTS.

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

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

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

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

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

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

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

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

GOAL
LC-6
ACTIVE CENTERS.

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

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
OS-2
TRAILS.

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

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

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

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

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

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

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

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

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

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

GOAL
OS-1
OPEN SPACE.

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
MA-1
REGIONAL MOBILITY HUB.

A multimodal transportation hub that connects regional and local destinations.

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

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

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

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

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

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

GOAL
MA-2
ACCESS FOR ALL.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
MA-3
SAFETY.

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

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

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

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

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

GOAL
MA-4
GOODS MOVEMENT.

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

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

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

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

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

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

GOAL
MA-5
SUSTAINABLE TRANSPORTATION.

A transportation network that adapts to changing mobility needs.

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

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

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

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

GOAL
H-1
HOUSING OPPORTUNITIES.

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

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

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

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

GOAL
H-2
AFFORDABLE HOUSING.

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

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

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GOAL
H-3
HOMELESSNESS.

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

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

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

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

GOAL
H-4
HOUSING QUALITY.

A community with quality, healthy housing.

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

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

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

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

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

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

GOAL
H-5
GOVERNMENT CONSTRAINTS.

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

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

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

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

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

GOAL
H-6
EQUAL HOUSING OPPORTUNITIES.

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

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

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

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

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

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

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

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

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

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

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

GOAL
PF-2
EDUCATION.

All residents have access to high-quality educational opportunities.

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

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

GOAL
PF-3
LIBRARIES.

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

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

GOAL
PF-4
ANIMAL CARE.

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

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

GOAL
PF-5
WATER-RELATED INFRASTRUCTURE.

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

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

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

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

GOAL
PF-6
SOLID WASTE.

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

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

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

GOAL
PF-7
UTILITY INFRASTRUCTURE.

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

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

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

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

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

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

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

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

GOAL
RC-1
VISUAL RESOURCES.

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

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

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

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

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

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

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

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

GOAL
RC-2
WATER RESOURCES.

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

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

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

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

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

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

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

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

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GOAL
RC-3
HABITAT CONSERVATION.

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

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

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

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

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

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

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

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

GOAL
RC-4
CULTURAL RESOURCES.

A community rich with historic and cultural resources.

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

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

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

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

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

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

GOAL
RC-5
LOCAL AIR QUALITY.

Healthy air quality for all residents.

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

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

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

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

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

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GOAL
RC-6
CLIMATE CHANGE.

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

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

RC-5.7 New Sensitive Receptors Near Existing Industrial Uses.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
RC-7
ENERGY.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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GOAL
S-1
LEADERSHIP.

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

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

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

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

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

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

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

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

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

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

SAFETY
GOAL
S-2
SEISMIC AND GEOLOGIC HAZARDS.

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

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

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

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

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

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

GOAL
S-3
WILDFIRE HAZARDS.

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

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

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

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

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

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

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

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

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

GOAL
S-4
FLOOD HAZARDS.

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

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

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

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

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

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

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

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

GOAL
S-5
EMERGING HAZARDS.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

S-6.6 Development Near Airport. New development within the Ontario Airport Influence Area shall be consistent with the approved Airspace Protection Zones identified in the latest version of the Airport Land Use Compatibility Plan.

S-6.7 Railroad Safety. Minimize potential safety issues and land use conflicts when considering development adjacent to the railroad right-of-way.

GOAL
S-6
HUMAN CAUSED HAZARDS.

A community with minimal risk from airport hazards and hazardous materials.

N-1.1 Noise Levels. Require new development to meet the noise compatibility standards.

N-1.2 Noise Barriers, Buffers and Sound Walls. Require the use of integrated design-related noise reduction measures for both interior and exterior areas prior to the use of noise barriers, buffers, or walls to reduce noise levels generated by or affected by new development.

N-1.3 Non-Architectural Noise Attenuation. Non-architectural noise attenuation measures such as sound walls, setbacks, barriers, and berms shall be discouraged in pedestrian priority areas (or other urban areas or areas where pedestrian access is important).

N-1.4 New Development Near Major Noise Sources. Require development proposing to add people in areas where they may be exposed to major noise sources (e.g., roadways, rail lines, aircraft, industrial or other non-transportation noise sources) to conduct a project level noise analysis and implement recommended noise reduction measures.

N-1.5 Urban and Suburban Development Near Transit. Allow development located in infill areas, near transit hubs, or along major roadways an exemption from exterior noise standards for secondary open space areas (such as front yards, parking lots, stoops, porches, or balconies), if noise standards can be met for primary open space.

N-1.6 Rail Crossing Quiet Zones. Allow the establishment of a full or partial at-grade rail crossing or quiet zone near transit hubs or residential development.

N-1.7 Entertainment. Establish different standards for exterior noise consistent with the place type.

N-1.8 Vibration Impact Assessment. Require new development to reduce vibration to 85 VdB or below within 200 feet of an existing structure.

GOAL
N-1
NOISE.

A city with appropriate noise and vibration levels that support a range of places from quiet neighborhoods to active, exciting districts.

NOISE

2023 Housing Element Annual Progress Report
Jurisdiction Rancho Cucamonga
2023Reporting Year (Jan. 1 - Dec. 31)
Housing Element Planning Period 6th Cycle 10/15/2021 - 10/15/2029 Building Permits Issued by Affordability Summary
Income Level Current Year
Deed Restricted
Non-Deed
Restricted
0 5Very Low
Low
Deed Restricted
Non-Deed
Restricted
0 23
0Deed Restricted
Non-Deed
Restricted
Moderate 19
Above Moderate 306
Total Units 353
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Units by Structure Type
Single-family Attached
Single-family Detached
2 to 4 units per structure
5+ units per structure
Entitled Permitted Completed
0 7
0 14
0 1
21 54
526
46 0
0 932
0 260
79 0
Accessory Dwelling Unit
Mobile/Manufactured Home 0
Total 939 353 648
Infill Housing Developments and Infill Units Permitted
Indicated as Infill
# of Projects Units
0 0
Not Indicated as Infill 95 353
Housing Applications Summary
Total Housing Applications Submitted: 10
882
412
0 Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Use of SB 35 Streamlining Provisions - Applications
Number of SB 35 Streamlining Applications
Number of SB 35 Streamlining Applications Approved
0 0
ATTACHMENT 2

Units Constructed - SB 35 Streamlining Permits
Income
Very Low
Rental Ownership Total
Units
Units
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Low
Moderate
Above Moderate
Total
Streamlining Provisions Used - Permitted Units
SB 9 (2021) - Duplex in SF Zone
SB 9 (2021) - Residential Lot Split
AB 2011 (2022)
# of Projects
0 0
0 0
0 0
0 0
0 0
SB 6 (2022)
SB 35 (2017)
Ministerial and Discretionary Applications # of Applications Ministerial 0 0
Discretionary 10 882
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus Number of Units in Applications Submitted Requesting a Density Bonus Number of Projects Permitted with a Density Bonus
2 452
0 Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned
Programs Implemented
Count
18 0Sites Rezoned to Accommodate the RHNA

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Note: "+" indicates an optional fieldJurisdiction Cucamonga 2023Reporting Year (Jan. 1 - Dec. 31) Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 10/15/2021 - 10/15/2029
Table A
Housing Development Applications Submitted
Total
Approved
Units by
Project
7 Total
Disapproved
Units by
Project
8 Date
Application
Submitted
Density Bo
ApplicaProject Identifier
1 Unit Types Proposed Units - Affordability by Household Incomes Streamlining 92 3 4 5 6 10
Did the housing
development
application seek
incentives or
concessions
pursuant to
Please select
streamlining
provision/s the
application was
DateTenure Very Low-
Income Non
Deed
Moderate-
Income
Deed
Moderate-
Income
Non Deed
Restricted
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Application
Submitted+
(see
Very Low-
Income Deed
Restricted
Low-Income Low-Income Above
Moderate-
Income
Total

APPROVED
Total
DISAPPROVEDLocal Jurisdiction
Tracking ID
Total PROPOSED
Units by ProjectPrior APN+ Current APN Street Address Project Name+ Deed Non Deed RestrictedR=Renter
O=Owner Restricted Units by project Units by Project submitted pursuant to.Restricted Restrictedinstructions) Government Code
section 65915?
Summary Row: Start Data Entry Below
107707111- 7450 Scott
28 0 0 0 0 0 854
1 882
1 412
1 0
SFD O
O
O
NONE
NONE
NONE
No
No
No
DRC2022-
002360000 Lane, Rancho New Custom SFR
Cucamonga
106240169- 6155 Klusman
0000 Ave., Rancho
Cucamonga
107456116- 11022 Ranch
0000 Drive, Rancho
Cucamonga
020720124- NWC Arrow Rt
0000 & Manola Pl
109053102- SEC Day Creek
0000 & Cultural Ctr
Dr
4/5/2023
SFD
SFD
1 1
1 1
1 1
DRC2022-
00330New SFR
5/11/2023
DRC2023-
00084Ballat Residence
Avignon Reserve
Alexan at VG
5/17/2023
7/19/2023
DRC2023-
00131
5+
5+
O
R
18 18 NONE
NONE
No
No385 385 385DRC2022-
00275 1/11/2023
1/4/2023
020701144- NEC Foothill & DRC2022-
00379
5+ R
O
16 292
1 308
1 NONE
NONE
Yes
No
Strawberry Patch
New SFR
0000 Grove
106181129- 9090 Reales
0000 St., Rancho
Cucamonga
022519139- 13361 Banyan
0000 St., Rancho
Cucamonga
022705103- 6527 Etiwanda
0000 Ave., Rancho
Cucamonga
SFD 1
1 DRC2023-
00207 12/18/2023
2/2/2023
SFD
5+
O
O
O
1 22
1 22
NONE
NONE
NONE
No
No
DRC2021-
00253New custom home
22DRC2022-
00348Highland 22
Lion's Gate
2/22/2023
3/28/2023
020863247- NEC Foothill & DRC2022-
00354
5+ 12 132 144 Yes
0000 Lion St
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0

Table A2
Annual Building Activity Report Summary- New Construction, Entitled, Permits and Completed Units Project Identifier
1 Unit Types Affordability by Household Incomes - Completed Entitlement 2 3 4 5 6
Tenure Very Low-
Income D e e d
Restricted
I n V c e o r m y e L o N w o
D e e d
- Low- Income
D e e d
Restricted
Low- Income
Non D e e d
Restricted
M oderate-
Income D e e d
Restricted
I n Modm e e r a N t e o - nAbove
M oderate-
Income
Entitlement
Prior APN+ Current APN Street Address Project Name
+ LocTarlaJ
c
u
k
r i i n s g d ic
I
Dtion Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
R=Renter
O=Owner
n co
D e e d
Restricted
Date Approved # of Units issued
Entitlements
Restricted
10556 HUXLEY
DR, Unit 204,
RANCHO107742297-0000 Terra Vista
Community PMT2018-00736 SFA O

CUCAMONGA, CA
6135 EAST AVE,
022519131-0000
021010206-0000
021010206-0000
106126129-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2018-00945
PMT2019-04348
PMT2019-04349
PMT2019-05386
ADU
5+
R
O
O
O
11045 WANDER
D
CUC
RA,MRANG C A H , O C ANova at the Resort
Nova at the Resort
Weaver Lane
ON
11044 WANDER
D
CUC
RA,MRANG C A H , O C A 5+ON
5350 TAPESTRY

O A N N G C H A O , CAP
CUC

LA,MR SFD
8760 DERBY

FARMS DR,
106126130-0000
106126121-0000
RANCHO

CUCAMONGA, CA
Weaver Lane
Weaver Lane
PMT2019-05400
PMT2019-05407
SFD
SFD
O
O
5380 TAPESTRY
P
CU
L
C

A,MRO A N N G C H A O , CA
9350 THE
RESORT
021010210-0000
020846205-0000
020927220-0000

PR A A R N K
CH
WA
O
Y, H o m e c R o e m s i n o g r t at thePMT2019-05592 PMT2019-05722
PMT2019-05763
2 to 4 O
R
O

CUCAMONGA, CA
7895 LION ST,

C U C A R M A N OCHO

A, CA ADU
5+
NG
9350 THE
RESORT

P R A A R N KWAY,
O
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
CH

CUCAMONGA, CA
9350 THE
RESORT
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
021010210-0000
021010210-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000

PR A A R N K
CH
WA
O
Y, PMT2019-05764
PMT2019-05766
PMT2019-05767
PMT2019-05771
PMT2019-05778
PMT2019-05781
PMT2019-05782
PMT2019-05805
PMT2019-05807
PMT2019-05838
PMT2019-05839
PMT2019-05840
PMT2019-05841
PMT2019-05855
PMT2019-05856
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

PR A A R N KWAY,
CHO

CUCAMONGA, CA

9350 THE
RESORT
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000

PR A A R N K
CH
WA
O
Y, H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
PMT2019-05857
PMT2019-05858
PMT2019-05859
PMT2019-05860
PMT2019-05862
PMT2019-05864
PMT2019-05868
PMT2019-05869
PMT2019-05870
PMT2019-05872
PMT2019-05874
PMT2019-05875
PMT2019-05876
PMT2019-05877
PMT2019-05878
PMT2019-05883
PMT2019-05884
PMT2019-05892
PMT2019-05893
PMT2019-05894
PMT2019-05895
PMT2019-05896
PMT2019-05898
PMT2019-05901
PMT2019-05903
PMT2019-05904
PMT2019-05905
5+
5+
5+
5+
5+
5+
5+
5+
5+
5+
to
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
2 2
2 2
2 2
2 2
2 2
2 2
2 2
2 2
2 4
4 4
4 4
4 4
4 4
4 4
4 4
4 4
4 4
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
toCH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
O
to
CH

CUCAMONGA, CA

9350 THE
RESORT
021010210-0000
021010210-0000
021010210-0000
020927220-0000
020927220-0000

PR A A R N K
CH
WA
O
Y, H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
H o m e c R o e m s i n o g r t at the
PMT2019-05908
PMT2019-05909
PMT2019-05910
PMT2019-05927
PMT2019-05928
2 2
2 2
2 to
to
to
to
to
4 4
4 4
4 O
O
O
O
O

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
9350 THE
RESORT

P R A A R N KWAY,
CHO

CUCAMONGA, CA
7878 EAST AVE,
110019104-0000
110019104-0000
110019104-0000
110019104-0000
110019104-0000
110002151-0000

C U C A R M A N OC
N
H
G
OA, CA Westbury Apartment PMT2019-05993
PMT2019-05995
PMT2019-06012
PMT2019-06017
PMT2019-06018
PMT2020-03107
5+
5+
5+
to
R
R
R
R
R
R
7878 EAST AVE,
C U C A R M A N OCHONGA, CA Westbury Apartment
7878 EAST AVE,
C U C A R M A N OCHONGA, CA Westbury Apartment
7878 EAST AVE,

C U C A R M A N OC
N
HO
GA, CA Westbury Apartment 2
2 4
4 7878 EAST AVE,

C U C A R M A N OC
N
HO
GA, CA Westbury Apartment to
7410 CRAWFORD

O A N N G C H A O , CAPLA,MR ADU
ADU
CUC
10952 STONE

RIVER DR,
RANCHO020166346-0000 PMT2021-00739 R

CUCAMONGA, CA
9807 CHURCH ST,
107733107-0000
106115102-0000
020721122-0000
110020108-0000
110020108-0000
110020108-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2021-01098
PMT2021-01126
PMT2021-01213
PMT2021-01408
PMT2021-01409
PMT2021-01411
ADU
ADU
ADU
5+
R
R
R
R
R
R
8301 LA SENDA
R
CUC

DA,MRANG C A H , O C A
ON
8304 VINEYARD

C U A C V A E M ,RAN
ON
C
G
H
A
,OCA
13250 FOOTHILL

O R N A G N C A H , C O
A
BLVD, L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e
L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e
CUCAM
13250 FOOTHILL
O R N A G N C A H , C OBLVD, 5+CUCAM A
13250 FOOTHILL

BC L V U D C , A R MAN
N
C
G
HO 5+O A
13305 SILVER
022519109-0000
022519109-0000
S CK
U

YC A R M D O ,R
N
91739
A GN
A
C
,
H C O A Etiwanda Classics II PMT2021-02337
PMT2021-02604
SFD
SFD
O
O
13325 SILVER
YS C
U

K C A R M D O ,R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13198 OWENS CT,
022784203-0000
020910309-0000
020816239-0000
020708128-0000
106233220-0000
106124109-0000
107641142-0000
022725308-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2021-02605
PMT2021-02759
PMT2021-03242
PMT2021-03602
PMT2021-04641
PMT2021-04693
PMT2021-04786
PMT2021-04870
ADU
ADU
SFD
ADU
ADU
ADU
ADU
ADU
R
R
O
R
R
R
R
R
10263 26TH ST,

C U C A R M A N OC

NGA, CA
HO
9251 EIGER WAY,

C U C A R M A N OC

NGA, CA
HO
8439 CAMINO

C U S C U R A M ,RAN
ON
C
G
H
A
,OCA
6295 CELESTITE

C U A C V A E M ,RAN
ON
C
G
H
A
,OCA
8628 HILLSIDE
R
CUC

DA,MRANG C A H , O C A
ON
6789 MONTEREY

O A N N G C H A O , CAP
CUC
LA,MR
13044 VICTORIA

O A N N G C H A O , CAS
CUC
TA,MR
9556

DEERBROOK ST,
RANCHO

CUCAMONGA, CA
020932158-0000
022541108-0000
PMT2021-05369
PMT2021-05701
ADU
ADU
R
R
6349 SHOW

HORSE WAY,
RANCHO

CUCAMONGA, CA
7728 SPINEL AVE,
020850203-0000
106116110-0000
107767136-0000
020716136-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2021-05882
PMT2021-05942
PMT2021-06144
PMT2022-00138
ADU
ADU
ADU
ADU
R
R
R
R
5193 SAPPHIRE

O A N N G C H A O , CAS
CUC
TA,MR
11115 MUIRFIELD
D
CUC

RA,MRANG C A H , O C A
ON
8228 PLACIDA CT,

C U C A R M A N OC

NGA, CA
HO
4984

GOLDENRIDGE

PL, RANCHO

CUCAMONGA, CA
108719103-0000
106208147-0000
PMT2022-00173
PMT2022-00341
ADU
ADU
R
R
5715 AMETHYST

C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA

6599 MULBERRY
022801136-0000
022517104-0000
022517104-0000
107726119-0000
106171111-0000
022539127-0000
S
CUC
TA,MRO A N N G C H A O , CA PMT2022-00521
PMT2022-01050
PMT2022-01102
PMT2022-01357
PMT2022-01530
PMT2022-01614
ADU
SFD
SFD
ADU
ADU
ADU
R
O
O
R
R
R
6110 SKYCREST
C
CUC

T A , MR
O
A
N

NG C A H , O C A
6126 SKYCREST
C
CUC

T A , MR
O
A
N

NG C A H , O C A
7680 CARTILLA

C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA
8118 ORCHARD
STA,MR

O A N N G C H A O , CACUC
12937 SHASTA
DRA,MR
O
A
N

NG C A H , O C A
CUC
6229 LAUREL

BLOSSOM PL,
RANCHO022560102-0000
108925227-0000
107426116-0000
020907107-0000
107449124-0000
PMT2022-01662
PMT2022-01689
PMT2022-01705
PMT2022-01713
PMT2022-01714
ADU
ADU
ADU
ADU
SFD
R
R
R
R
O

CUCAMONGA, CA
11339 NAPOLI DR,

C U C A R M A N OC

NGA, CA
HO
10168

WATERFORD LN,
RANCHO

CUCAMONGA, CA
8783 RAMONA

C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA
11063 DEER

CANYON DR,
RANCHO

CUCAMONGA, CA
9759 MANZANITA
020114210-0000
020724225-0000
106166111-0000
D
CUC
RA,MR
O
A
N
NG C A H , O C A PMT2022-01715
PMT2022-01844
PMT2022-01870
ADU
ADU
ADU
R
R
R
8732 VINMAR AVE,

C U C A R M A N OCHO

NGA, CA
8865 RANCHO ST,

C U C A R M A N OCHO

NGA, CA
12802 NORTH RIM
108728111-0000
022561124-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
022519109-0000
C U W
CA
AY
M
91739
, R O A N N GC
A
H
,
O C A PMT2022-01938
PMT2022-02068
PMT2022-02133
PMT2022-02134
PMT2022-02135
PMT2022-02136
PMT2022-02137
PMT2022-02138
PMT2022-02139
PMT2022-02140
PMT2022-02141
PMT2022-02142
PMT2022-02143
PMT2022-02144
PMT2022-02145
PMT2022-02146
PMT2022-02147
ADU
ADU
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
R
R
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
12770 BRIDGE

WATER DR,
RANCHO

CUCAMONGA, CA
13375 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13388 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13439 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13318 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13365 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13395 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13368 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13358 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13405 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13425 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13438 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13428 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13408 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13345 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
13338 SILVER
Y

C A R M D O ,
S CK
U
R
N
A GNC
A
H C O A Etiwanda Classics II
,
91739
8840 CHURCH ST,
020742106-0000
020817206-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-02259
PMT2022-02269
ADU
ADU
R
R
7438 HELLMAN

C U A C V A E M ,RAN
ON
C
G
H
A
,OCA
8249 RED HILL

COUNTRY CLUB
DR, RANCHO020712324-0000
022931116-0000
PMT2022-02686
PMT2022-02732
SFD
5+
O
R

CUCAMONGA, CA
0 12915 FOOTHILL
BL
C
V
A
D
M
, O R N A G N C A H , C OAlta CuveeCU A

7885 LION ST,
020846206-0000
022931116-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-02733
PMT2022-02847
ADU
5+
R
R
12975 FOOTHILL
O R N A G N C A H , C OBLVD, Alta CuveeCUCAM A
8245 RED HILL

COUNTRY CLUB
DR, RANCHO020712324-0000 PMT2022-02849 ADU R

CUCAMONGA, CA
8247 RED HILL

COUNTRY CLUB
DR, RANCHO020712324-0000
020246164-0000
020708107-0000
106127115-0000
021056115-0000
PMT2022-02850
PMT2022-03082
PMT2022-03186
PMT2022-03451
PMT2022-03510
ADU
ADU
ADU
ADU
ADU
R
R
R
R
R

CUCAMONGA, CA
6730 BERYL ST,

C U C A R M A N OC

NGA, CA
HO
7869 ALTA
C
C
U
U
E
C
S
A
T
M
A
O
, R N G A N A C , C H A O
91730
5291 CARNELIAN
S
CUC

TA,MRO A N N G C H A O , CA
9390

ALDERWOOD DR,
RANCHO

CUCAMONGA, CA
6659 ETIWANDA
022705110-0000
106179107-0000
020134166-0000

C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA PMT2022-03569
PMT2022-03617
PMT2022-03706
ADU
ADU
ADU
R
R
R
5033 EARL CT,

C U C A R M A N O

CNGA, CA
HO
9276 GARDEN ST,

C U C A R M A N O

CNGA, CA
HO
6536

AQUAMARINE
AVE, RANCHO020189112-0000 PMT2022-03953 ADU R

CUCAMONGA, CA
13044 ARAPAHO
022535127-0000
104315108-0000
020801119-0000
110004113-0000
R
CUC
DA,MR
O
A
N
NG C A H , O C A PMT2022-03977
PMT2022-04010
PMT2022-04020
PMT2022-04233
ADU
ADU
ADU
ADU
R
R
R
R
8021 ROSEBUD
STA,MR

O A N N G C H A O , CACUC
9129 BASE LINE

RDA,MRAN
N

G C A H , O C A
CUC O
0 0
13078 MALVASIA
C U WA
C
Y
A
,
M

R O A N N GCH

O C AA,
4966

GOLDENRIDGE
108719101-0000 PL, RANCHO PMT2022-04268 ADU R

CUCAMONGA, CA
5770 SYCAMORE
020118234-0000
108937248-0000
106232138-0000
C
CUC
TA,MR
O
A
N
NG C A H , O C A PMT2022-04354
PMT2022-04372
PMT2022-04447
SFD
ADU
ADU
O
R
R
7249 FORENZA
PLA,MR

O A N N G C H A O , CACUC
6057 CAROL AVE,

C U C A R M A N OCHO

NGA, CA
8803 SIERRA

MADRE AVE,
RANCHO020724411-0000
022773106-0000
106128113-0000
PMT2022-04478
PMT2022-04521
PMT2022-04631
ADU
ADU
ADU
R
R
R

CUCAMONGA, CA
13512

GREENSTONE

DR, RANCHO

CUCAMONGA, CA
5131

MOONSTONE

AVE, RANCHO

CUCAMONGA, CA
5557 ORION PL,
022620243-0000
020234221-0000
020724309-0000
020849116-0000
106122102-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-04746
PMT2022-04799
PMT2022-04800
PMT2022-04885
PMT2022-04968
ADU
ADU
ADU
ADU
ADU
R
R
R
R
R
9360 LEDIG DR,

C U C A R M A N OC

NGA, CA
HO
8247 9TH ST,

C U C A R M A N OC

NGA, CA
HO
9321 LANGSTON

O A N N G C H A O , CAS
CUC
TA,MR
8688 LA SENDA
C
CUC

TA,MRANG C A H , O C A
ON
13524

GREENSTONE
DR, RANCHO022773107-0000 PMT2022-05021 ADU R

CUCAMONGA, CA
8183 GROVE AVE,
020711112-0000
020123304-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-05173
PMT2022-05330
ADU
ADU
R
R
5773 SYCAMORE

CTA,MRANG C A H , O C A
CUC ON
0 0
5888 FLINT RIDGE
020117413-0000 C
CUC
TA,MRO A N N G C H A O , CA PMT2022-05446 ADU R
91737
5777 CAMEO ST,
106202103-0000
106174106-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-05516
PMT2022-05611
ADU
ADU
R
R
7915 HILLSIDE

RDA,MRANG C A H , O C A
CUC ON
8735 CALAVERAS
020724207-0000 C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA PMT2022-05633 ADU R
91730
8435 GROVE AVE,
020715102-0000
020893151-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-05741
PMT2022-05759
ADU
ADU
R
R
7712 ZIRCON AVE,

C U C A R M A N OC

NGA, CA
HO

6728 CAMBRIDGE
107607151-0000 C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA PMT2022-05814 ADU R
91701
9657 ESTACIA CT,
020815321-0000
106230102-0000
107729101-0000
022747202-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2022-05975
PMT2022-05987
PMT2022-06048
PMT2022-06090
ADU
ADU
ADU
ADU
R
R
R
R
6069 NAPA AVE,

C U C A R M A N OC

NGA, CA
HO
7585 RAMONA

C U A C V A E M ,RAN
ON
C
G
H
A
,OCA
6610 MURIETTA
C
CUC

TA,MRANG C A H , O C A
ON
9617 MONTE

VISTA ST,
020213141-0000
109006107-0000
107655118-0000
RANCHO

CUCAMONGA, CA
PMT2022-06309
PMT2022-06420
PMT2022-06448
SFD
ADU
ADU
O
R
R
11326 DOWNING
C
CU
T
C
A,MR
O
A
N

NG C A H , O C A
11066 DELAWARE
S
CU
T
C

A,MRO A N N G C H A O , CA
91701
6150 RIVER BIRCH
022577114-0000
107710112-0000
106151123-0000
P
CUC
LA,MRO A N N G C H A O , CA PMT2022-06533
PMT2022-06610
PMT2022-06622
ADU
ADU
SFD
R
R
O
91739
10667 ORANGE

BLOSSOM DR,
RANCHO

CUCAMONGA, CA
5308 TOLSTOY

RANCH RD,
RANCHO

CUCAMONGA, CA
9711 CARRARI
107403120-0000
022724310-0000
020169116-0000
S
CUC
TA,MRO A N N G C H A O , CA PMT2022-06639
PMT2022-06656
PMT2022-06705
ADU
ADU
ADU
R
R
R
13284 CATALPA
STA,MR

O A N N G C H A O , CACUC
6203 GRANBY

C U A C V A E M ,R
O
ANCH
,OCANGA
10663

ORANGEBLOSSO
DR, RANCHO107710112-0000
020724128-0000
108955165-0000
M PMT2023-00041
PMT2023-00142
PMT2023-00177
ADU
ADU
ADU
R
R
R

CUCAMONGA, CA
8777 GROVE AVE,

C U C A R M A N OC

NGA, CA
HO
6984

GOLDENRAIN

WAY, RANCHO

CUCAMONGA, CA
12010 HEMLOCK
109029152-0000
022773212-0000
104315127-0000
S
CUC
TA,MRO A N N G C H A O , CA PMT2023-00217
PMT2023-00392
PMT2023-00534
ADU
ADU
ADU
R
R
R
13649 JORDAN
C
CUC

T A , MR
O
A
N

NG C A H , O C A
6040 INDIGO AVE,

C U C A R M A N OCHO

NGA, CA
9632 SAN

BERNARDINO RD,
RANCHO020813114-0000 PMT2023-00591 ADU R

CUCAMONGA, CA
10345 HAMILTON
107615160-0000
107731119-0000
020714142-0000
106262167-0000
104314412-0000
S
CUC
TA,MRO A N N G C H A O , CA PMT2023-00666
PMT2023-01333
PMT2023-01471
PMT2023-01489
PMT2023-01599
ADU
ADU
ADU
ADU
ADU
R
R
R
R
R
7550 PASITO AVE,
CU GA
8307 GROVE AVE,
R
C
ANCHO
AMON

C U C A R M A N OCHO

NGA, CA
6477 JASPER ST,

C U C A R M A N OCHO

NGA, CA
8024 ROSEBUD
STA,MR

O A N N G C H A O , CACUC
13684

SMOKESTONE ST,
RANCHO022774214-0000 PMT2023-02218 ADU R

CUCAMONGA, CA
0 7529 PASITO AVE,
107731112-0000
022517104-0000
022517104-0000
022517104-0000
022517104-0000
022517104-0000
022517104-0000
022517104-0000
106249102-0000
020871204-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2023-02647
PMT2023-02761
PMT2023-02762
PMT2023-02764
PMT2023-02765
PMT2023-02766
PMT2023-02767
PMT2023-02768
PMT2023-02787
PMT2023-02835
ADU
SFD
SFD
SFD
SFD
SFD
SFD
SFD
ADU
ADU
R
O
O
O
O
O
O
O
R
R
6192 SKYCREST
C
CUC
TA,MRANG C A H , O C ASkycrest Estates
Skycrest Estates
Skycrest Estates
Skycrest Estates
Skycrest Estates
Skycrest Estates
Skycrest Estates
ON
6115 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6142 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6158 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6176 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6145 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6131 SKYCREST
C
CUC

TA,MRANG C A H , O C A
ON
6217 PERIDOT

C U A C V A E M ,RAN
ON
C
G
H
A
,OCA
9130 CHURCH ST,

C U C A R M A N OC

NGA, CA
HO

8835 HILLSIDE
106166135-0000
106256111-0000
107638119-0000
R
CUC
DA,MR
O
A
N
NG C A H , O C A PMT2023-03468
PMT2023-03564
PMT2023-03587
ADU
ADU
ADU
R
R
R
6396 KLUSMAN

C U A C V A E M ,R
O
A
N
N
G
C
A
H,OCA
10711 FINCH AVE,

C U C A R M A N OCHO

NGA, CA
8225 RED HILL

COUNTRY CLUB
DR, RANCHO020711216-0000 PMT2023-03629 ADU R

CUCAMONGA, CA
8469 AVALON CT,
020225122-0000
108931256-0000
106223229-0000
106259105-0000

C U C A R M A N OC
N
H
G
O
A, CA PMT2023-03861
PMT2023-04043
PMT2023-04139
PMT2023-04154
ADU
ADU
ADU
ADU
R
R
R
R
7020 PIZZOLI PL,

C U C A R M A N OC

NGA, CA
HO
5981 LAYTON ST,

C U C A R M A N OC

NGA, CA
HO
9169 ALTA LOMA

DRA,MRANG C A H , O C A
CUC ON
9763

CANDLEWOOD

ST, RANCHO

CUCAMONGA, CA
107732118-0000
020905207-0000
107732118-0000
PMT2023-04418
PMT2023-04583
PMT2023-04607
ADU
ADU
ADU
R
R
R
9830 FERON
BL
C
V
A
D
M
, O R N A G N C A H , C O
ACU
9763

CANDLEWOOD

ST, RANCHO

CUCAMONGA, CA
5815 Etiwanda
Ave., Rancho110016101-0000
022519139-0000
Foothill Landing
New custom home
New custom home
New SFR
DRC2020-00432
DRC2021-00253
DRC2022-00236
DRC2022-00330
DRC2020-00407
DRC2020-00407
DRC2023-00084
5+ O
O
O
O
O
O
O
367
1 8/9/2023
2/14/2023
4/25/2023
6/15/2023
2/22/2023
2/22/2023
8/21/2023
13361 Banyan St.,
Rancho SFD
SFD
SFD
SFD
SFD
SFD
7450 Scott Lane,
Rancho107707111-0000
106240169-0000
1 6155 Klusman
Ave., Rancho 1
5647 Archibald
Ave., Rancho107418102-0000
107418102-0000
107456116-0000
Archibald Two
Archibald Two
Ballat residence
1 5647 Archibald
Ave., Rancho 1
11022 Ranch
Drive, Rancho 1
9090 Reales St.,
Rancho106181129-0000
ꢀ109053102-0000
022705103-0000
New SFR
Alexan at VG
Highland 22
DRC2023-00207
DRC2022-00275
DRC2022-00348
SFD
5+
O
O
O
1 12/18/2023
11/27/2023
10/11/2023
SEC Day Creek & 385
22 6527 Etiwanda
Ave., Rancho 5+
8833 Foothill Blvd,
Rancho020721143-0000 Foothill & Vineyard DRC2022-00189 5+ O 158 4/27/2023 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0

Table A2
Annual Building ActivityReport Summary- New Construction, Entitled, Permits and Completed Units Project Identifier AffordabilitybyHousehold Incomes - Building Permits 7 8 9
Very Low-
Income Non
Deed
Very Low-
Income Deed
Restricted
Low- Income Low- Income Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Building Permits
Date Issued
# of Units IssuedCurrent APN Street Address Project Name+ Deed Non Deed Restricted Building Permits
Restricted Restricted
0 5 0 23 0 19 306 353
10556 HUXLEY
DR, Unit 204,
RANCHO

CUCAMONGA, CA
91730
107742297-0000 TerraVista
Community 0
6135 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
11045 WANDER

DR, RANCHO

CUCAMONGA, CA
91730
11044 WANDER

DR, RANCHO

CUCAMONGA, CA
91730
022519131-0000
021010206-0000
021010206-0000
106126129-0000
0 0
0 0
Novaat the Resort
Novaat the Resort
Weaver Lane
5350 TAPESTRY

PL, RANCHO

CUCAMONGA, CA
91701
8760 DERBY

FARMS DR,
RANCHO

CUCAMONGA, CA
91701
5380 TAPESTRY

PL, RANCHO

CUCAMONGA, CA
91701
106126130-0000
106126121-0000
Weaver Lane
Weaver Lane
0 0
9350 THE
RESORT
021010210-0000
020846205-0000
020927220-0000

P R A A R N K C W

CUCAMONGA, CA
91730
7895 LIONST,
RANCHO

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C W
H
H
A O Y , H o m e c R o e m s i o n r g t at the 0
0 0A O Y , H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the

CUCAMONGA, CA
91730
9350 THE
RESORT
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
021010210-0000
021010210-0000

P R A A R N K C W
H
A O Y , 0
0 0
0 0
0 0
0 0

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730

9350 THE
RESORT
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
020927220-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000

P R A A R N K C W

CUCAMONGA, CA
91730
9350 THE
RESORT
H
A O Y , H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C W
H

A O Y ,

CUCAMONGA, CA
91730

9350 THE
RESORT
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
021010210-0000
020927220-0000
020927220-0000

P R A A R N K C W

CUCAMONGA, CA
91730
9350 THE
RESORT
H
A O Y , H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
H o m e c R o e m s i o n r g t at the
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C WA O Y ,
H

CUCAMONGA, CA
91730
9350 THE
RESORT

P R A A R N K C W
H

A O Y ,

CUCAMONGA, CA
91730
7878 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
7878 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
7878 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
110019104-0000
110019104-0000
110019104-0000
Westbury Apartment
Westbury Apartment
Westbury Apartment
0 0
0

7878 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
7878 EAST AVE,
RANCHO

CUCAMONGA, CA
91739
7410 CRAWFORD

PL, RANCHO

CUCAMONGA, CA
91739
10952 STONE

RIVER DR,
110019104-0000
110019104-0000
110002151-0000
Westbury Apartment
Westbury Apartment
0 0
11 1
8/30/2023
3/6/2023020166346-0000 RANCHO 1

CUCAMONGA, CA
91737
9807 CHURCHST,
RANCHO

CUCAMONGA, CA
91730
8301 LA SENDA

RD, RANCHO

CUCAMONGA, CA
91701
8304 VINEYARD

AVE, RANCHO

CUCAMONGA, CA
91730
13250 FOOTHILL

BLVD, RANCHO

CUCAMONGA, CA
91739
13250 FOOTHILL

BLVD, RANCHO

CUCAMONGA, CA
91739
13250 FOOTHILL

BLVD, RANCHO

CUCAMONGA
91739
107733107-0000
106115102-0000
020721122-0000
110020108-0000
110020108-0000
110020108-0000
0 0
0 0
0 0
L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e
L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e
L a 6 M 6 i r A a p g a e r t o m n e R n o t s u t e
13305 SILVER
022519109-0000 S C K U Y C A R M D O , R N A G N A C , H C O A EtiwandaClassics II 91739 0
0 13325 SILVER
022519109-0000 S C K U Y C A R M D O , R N A G N A C , H C O A EtiwandaClassics II 91739
13198 OWENS
022784203-0000
020910309-0000
020816239-0000
020708128-0000
106233220-0000
106124109-0000
107641142-0000
022725308-0000

CT, RANCHO

CUCAMONGA, CA
91739
10263 26THST,
RANCHO

CUCAMONGA, CA
91730
9251 EIGER WAY,
RANCHO

CUCAMONGA, CA
91730
8439 CAMINO

SUR, RANCHO

CUCAMONGA, CA
91730
6295 CELESTITE

AVE, RANCHO

CUCAMONGA, CA
91701
8628 HILLSIDE

RD, RANCHO

CUCAMONGA, CA
91701
0 1
0 0
1 0
0 1
1 6/21/2023
1/30/2023
5/18/2023
1 6789 MONTEREY

PL, RANCHO

CUCAMONGA, CA
91701
13044 VICTORIA

ST, RANCHO

CUCAMONGA, CA
91739
1 9556

DEERBROOK ST,
RANCHO

CUCAMONGA, CA
91730
6349 SHOW

HORSE WAY,
RANCHO
020932158-0000
022541108-0000
0 0

CUCAMONGA, CA
91739
7728 SPINEL AVE,
RANCHO

CUCAMONGA, CA
91730
5193 SAPPHIRE

ST, RANCHO

CUCAMONGA, CA
91701
11115 MUIRFIELD

DR, RANCHO

CUCAMONGA, CA
91730
020850203-0000
106116110-0000
107767136-0000
020716136-0000
0 1
0 0
1 2/9/2023
8228 PLACIDA

CT, RANCHO

CUCAMONGA, CA
91730
4984

GOLDENRIDGE

PL, RANCHO

CUCAMONGA, CA
91739
5715 AMETHYST

AVE, RANCHO

CUCAMONGA, CA
91737
108719103-0000
106208147-0000
0 11 8/16/2023