Agenda packet, regular meeting — Rancho Cucamonga City Council, April 17, 2024 (part 2 of 2)

ENVIRONMENTAL PROGRAMS
The Environmental Programs section is responsible for the management of waste diversion programs, including the Construction and Demolition Diversion Program, commercial recycling, commercial organics and food waste, residential recycling and green waste, management of the solid waste franchise agreement, the City's Household Hazardous Waste Collection Facility, sharps collection program, used oil and filter recycling program, beverage container recycling program, and the storm water pollution prevention programs.

4.1 Cost of Service Analysis
NBS developed a composite, fully burdened, hourly rate for the Environmental Programs as shown in Table 4 below:

Table 4. Fully Burdened Hourly Rate – Environmental Programs

ENV PROG
General

ENV PROG
Permit Fee
Services
Cost Element Total
Operations
Labor $ 339,699
156,638
34,113
$ 183,187
7,462
$ 522,886
164,100
52,508
Recurring Non-Labor
Citywide Overhead
ENV PROG Department Admin
18,396
184,590468,395 652,985
Division Total $ 998,845
n/a
$
$
393,635
165
$ 1,392,480
Fully Burdened Hourly Rate
Reference: Direct Hours Only 2,393
As shown above, the total cost of providing Environmental Program services is approximately $1.4 million per year. However, the results of the cost of service analysis identified $394,000 in cost for recovery from the City’s fees for service with the remaining $999,000 recommended for recovery through funding sources other than fees. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $165.

Based on interviews with staff, the analysis segregated the total cost of services into two primary services categories: (1) Environmental Programs General Operations; and (2) Environmental Programs Permit Fee Services. In order to clarify the underlying costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of the descriptions for each cost category:
Environmental Programs General Operations – Staff time devoted to general operations of the Integrated Waste Management Program for the City. These costs are not linked to recovery from fees evaluated in this Study.
Environmental Programs Permit Fee Services - Work activities associated with an active permit application. 100% of these costs are recoverable in user and regulatory fees for service.

City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 15

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The fully burdened hourly rate involves significant analytical and policy-related decisions regarding the inclusion of categorized activity costs. The decision to either include or exclude certain costs toward recovery in fees for service stems from the basic fee setting parameters set forth by industry standard fee calculation methods and the California State Constitution. State statutes require that any new fee that is levied or any existing fee that is increased should not exceed the estimated amount required to provide the service for which the charge is levied.

4.2 Fee Establishment
The list of fees as shown in Appendix A.2 to this report reflects some minor changes to the City’s prior fee schedule, as well as the addition of new fees. – A new fee program is recommended for regulation of stormwater compliance requirements for existing commercial and industrial businesses in the City, as well as for active construction projects. In addition, a new fee program is proposed for recovery of costs associated with Water Quality Management Plan inspections and monitoring services.

Section 2, Methods of Analysis, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

4.3 Cost Recovery Evaluation
Appendix A.2 presents the results of the detailed cost recovery analysis of fees for the City’s Environmental Programs. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list.

Currently, the City is recovering approximately 12% of the total cost of providing services from fees. As Table 5 shows, the City collects approximately $43,000 per year in revenue at the current fee amounts. At full cost recovery and the same demand level for these services, the City would recover approximately $355,000.

Table 5. Cost Recovery Outcomes
Estimated
Annual Full
Cost Recovery
Fee Revenue
354,962
Annual Cost
Recovery
Surplus /
(Deficit)
Estimated
AnnualEstimated
Annual Current
Fee Revenue
Current
Cost
Recovery %
Recommended
Cost Recovery
%
Department / Program Recommended
Fee Revenue
324,113Environmental Programs 42,989 (311,973) 12% 91%
NBS provided a full cost of service evaluation and the framework for considering fees, while the City determined the appropriate cost recovery levels at or below full cost amounts. The “Rec’d Fee Level/Deposit” column in Appendix A.2 displays City staff’s initially recommended fee amounts. Staff recommends all fees to recover 100% of the costs of providing services, except for WQMP post development monitoring since there is not a current method to charge for this service. See the City’s proposed Master Fee Schedule for any variances to the recommended fee amounts shown in this report.

City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 16

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TECHNOLOGY FEE
Routine maintenance and investment in the City’s land management software and systems are key in promoting efficient development approval and processing services. The basic premise behind implementation of a Technology Fee is that a separate fund is created and self-sustaining in meeting the maintenance and capital replacement needs of development permitting software.

5.1 Cost of Service Analysis
As shown in Tables 6 and 7 below, the City’s cost estimate for the permitting system’s replacement is approximately $5.02 million every five to ten years, with on-going software licensing and maintenance of $476,000 each year. The average annual funding requirements for the system is approximately $1.02 million per year.

Table 6. One-Time Replacement Costs
Average Repl.Technology Requirement Cost Life (yrs) Cost / Year 500,000
18,000
17,143
28,571
551
Permitting Software - purchase and implementation
G Whiz Accela add-on
$ 5,000,000
90,000
10 5
$
$
$
$
$
$
$
$
$
$
Accela to Laserfiche software upgrade
Blue Beam plan check and reporting software
iPads for 6 inspectors
120,000
200,000
2,754
7 7
5 Laserfiche to Accela connector
Accela workflow updates
300,000
75,000
7 42,857
10,714
6,429
7 New reports 45,000 7
Workflow updates 125,000
(933,752)
7 17,857
(93,375)Adjustment for Fund Balance as of 6/30/23 10
Total Technology Improvement Requirements $ 5,024,002 $ 548,747 Table 7. Recurring Maintenance Costs
Annual Cost Average Repl.

Cost / Year
237,173
63,765
Technology Requirement Life (yrs)
Accela Software License Annual
Adobe Software License Annual
237,173
63,765
1 1
1 1
1 1
1 Cost Allocation Plan - Citywide Overhead
G Whiz Accela yearly subscriptions
Blue Beam plan check and reporting subscription
iPad Phone Service
133,296
30,000
10,000
1,260
133,296
30,000
10,000
1,260
Mobile phones service 240 240
Total Technology Maintenance Requirements $ 475,734 $ 475,734 City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 17

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5.2 Fee Establishment
The main users of the permitting system for development review include the Building, Planning, Engineering, Environmental Programs, and the Fire District. The following table shows the average eligible permit fee revenue, per department, that the technology fee would apply to.

Table 8. Average Eligible Permit Fee Revenue
100% Recovery 75% Recovery 50% Recovery 25% Recovery
Annual Costs Targeted for Recovery in Surcharge $
$
1,024,481 $ 768,361 $ 512,241 $ 256,120
1Average Eligible Permit Fee Revenue
Building 3,873,928
1,218,263
2,751,571
4,936
$ 3,873,928
1,218,263
2,751,571
4,936
$ 3,873,928
1,218,263
2,751,571
4,936
$ 3,873,928
1,218,263
2,751,571
4,936
Planning
Engineering
Environmental Programs - C&D Self-Haul Permit fee
Fire District 433,725
8,282,423
433,725
8,282,423
433,725
8,282,423
433,725
$ 8,282,423Subtotal $ $ $
Technology Surcharge 12.37% 9.28% 6.18% 3.09%

1. Based on most recently adopted fee study projections and/or historical revenue data provided by Finance Department Based on the ratio of annual funding needs for the permitting system and the estimated revenue to be collected for eligible projects, to recover 100% of the costs for maintaining and replacing the City’s land management software system, a 12.37% fee would need to be applied to eligible projects. Should the City recommend a cost recovery level less than 100%, the table above also provides the fee amount at varied recovery levels.

5.3 Cost Recovery Evaluation
Currently, the City is recovering approximately 18% of the total cost of providing services from fees. As Table 9 shows, the City collects approximately $183,000 per year in revenue at the current fee amounts.

At full cost recovery and the same demand level for these services, the City would recover approximately $1.02 million.

Table 9. Cost Recovery Outcomes
Estimated
Annual Full
Cost Recovery
Fee Revenue
1,024,481
Annual Cost
Recovery
Surplus /
(Deficit)
Estimated
AnnualEstimated
Annual Current
Fee Revenue
Current
Cost
Recovery %
Recommended
Cost Recovery
%
Department / Program Recommended
Fee Revenue
1,024,481Technology Fee
Total
183,260 (841,221) 18% 100%
$ 2,121,113 $ 4,131,014 $ (2,009,901) 51% $ 4,099,656 99% NBS provided a full cost of service evaluation and the framework for considering fees, while the City determined the appropriate cost recovery levels at or below full cost amounts.

NBS recommends the City track these revenues in a separate fund and utilize the funds solely for the purposes identified in this report.

City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 18

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CONCLUSION
Based on the Cost-of-Service Analysis, Cost Recovery Evaluation, and Proposed Fee phases of analysis in this Study, the proposed master schedule of fees formatted for implementation has been prepared and included in the City’s accompanying staff report.

As discussed throughout this report, the proposed fee schedule includes fee increases intended to greatly improve the City’s recovery of costs incurred to provide individual services, as well as to adjust fees downward where fees charge exceed the average costs incurred.

Predicting the amount to which any adopted fee increases will affect Department revenues is difficult to quantify. For the near-term, the City should not count on increased revenues to meet any specific expenditure plan. Experience with these fee increases should be gained first before revenue projections are revised. However, unless there is some significant, long-term change in activity levels at the City, proposed fee amendments should – over time – enhance the City’s revenue capabilities, providing it the ability to stretch other resources further for the benefit of the public at large.

The City’s Master Fee Schedule should become a living document but handled with care:
A fundamental purpose of the fee schedule is to provide clarity and transparency to the public and to staff regarding fees imposed by the City. Once adopted by the Council, the fee schedule is the final word on the amount and manner in which fees should be imposed by the departments. Old fee schedules should be superseded by the new master document. If the master document is found to be missing fees, those fees need eventually to be added to the master schedule and should not continue to exist outside the consolidated, master framework.
NBS recommends the City adjust fees on an annual basis to keep pace at least with cost inflation. The City’s historical approach has been to apply the Bureau of Labor Statistics Employee Cost Index for State and Local Government Employees – Total Compensation. In NBS’ opinion, the City’s approach is in line with industry standards and could be continued.

Conducting a comprehensive user fee Study is not an annual requirement; it becomes worthwhile only over time as significant shifts in organization, local practices, legislative values, or legal requirements change. In NBS’ experience, a comprehensive analysis such as this should be performed every three to five years. It should be noted that when an automatic adjustment is applied annually, the City is free to use its discretion in applying the adjustment; not all fees need to be adjusted, especially when there are good policy reasons for an alternate course. The full cost of service is the City’s only limit in setting its fees.

As a final note in this Study, it is worth acknowledging the path that fees in general have taken in California. The public demands ever more precise and equitable accounting of the basis for governmental fees and a greater say in when and how they are imposed. It is inevitable in the not-too-distant future that user fees and regulatory fees will demand an even greater level of analysis and supporting data to meet the public’s evolving expectations. Technology systems will play an increased and significant role in an agency’s ability to accomplish this. Continuous improvement and refinement of time tracking abilities will greatly enhance the City’s ability to set fees for service and identify unfunded activities in years to come.

City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 19

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In preparing this report and the opinions and recommendations included herein, NBS has relied on a number of principal assumptions and considerations with regard to financial matters, conditions and events that may occur in the future. This information and assumptions, including the City’s budgets, time estimate data, and workload information from City staff, were provided by sources we believe to be reliable; however, NBS has not independently verified such information and assumptions.

While we believe NBS’ use of such information and assumptions is reasonable for the purpose of this report, some assumptions will invariably not materialize as stated herein and may vary significantly due to unanticipated events and circumstances. Therefore, the actual results can be expected to vary from those projected to the extent that actual future conditions differ from those assumed by us or provided to us by others.

City of Rancho Cucamonga
Fee Study for Engineering Services, Environmental Programs, and Technology Needs 20

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APPENDIX A.1
Cost of Service Analysis – Engineering Services Department Prepared by NBS for the City of Rancho Cucamonga

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City of Rancho Cucamonga Appendix A.1
Engineering Department - User Fee Study Fiscal Year 23-24 Cost of Service Estimate for Fee Related Services and Activities Activity Service Cost Analysis Cost Recovery Analysis Annual Estimated Revenue Analysis ENGINEERING Estimated
Average
Labor Time Service Per
Annual
Estimated
Annual
Estimated
PLN BLDG Existing AnnualCost of Current
Fee /
Deposit
Recommended Estimated
Cost Recovery VolumeFee
No.

ENGINEERING SERVICES
1 Applications
Amending Map
[1]
each
each
each
each
each
each
each
each
each
each
each
each
each

1.50 1.50

20.00 5.00

0.00 1.50 0.00 23.00$

6.50$

9.00$

21.50$

23.50$

11.50$

40.00$

15.00$

15.00$
$
$
4,325 82114 , 2 %$
92011 ,59%$
% $
3251 40 , 0%
20610, 0%
67010, 0%
9891 30 , 0%
9891 30 , 0%
4381 40 , 0%
1341 20 , 0%
4221 70 , 0%
4221 70 , 0%
7831 20 , 0%
7831 20 , 0%
1 7 0 4 0 2 %
$
$
$
$
$
$ $
$
$
$
$
-
-
-
-
-
- -
-
-
-
-
Bond Substitution
Bond Reduction

0.00 0.00

2.00 0.00

0.00 0.00

2.00 0.00

0.00 0.00

0.00 1.00

0.00 0.00

0.00 0.00
1,206
1,670NEW
3,989
3,989
4,438
2,134
7,422
7,422
2,783
2,783
$
$
$
$
-

7.00 2.00 -
Certificate of Compliance 1.50 20.00

20.00 20.00

10.00 30.00

30.00 5.00
$
$
$
$
$
$
$
$
68014 , 2 %$
47813 , 7 %$
98314 , 5 %$
78118 , 3 %$
82435 , 2 %$
82435 , 2 %$
07213 , 9 %$
39515 , 0 %$
-
Certificate of Correction 1.50 -
Lot Line Adjustment/Merger 1.50 $ $ 7 $ 00183, 11209, 11209, Private Street Designation 1.50 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Reimbursement Agreement – Storm Drain
Reimbursement Agreement – Street and Utilities
Release of Lien Agreement

10.00 10.00

1.00 Standard Agreement/Document Processing
Street Tree Removal Application Fee
Street Vacation

5.00 1.00 4.00 $ $ 742 9 6 % 9 $

10.00 20.00 31.00$ $ 5,790 88313 , 3 %$ 7901 50 , 0%
Specialized Reviews / Studies
a. City Staff Facilitation / Review each 1.50 4.00 0.00 0.00 0.00 5.50$ $1,020 8581 3 %$ 02010, 0% $ $ $ - - - b. Specialized reviews charged at actual outside
consultant costs, such as: Traffic Studies, Geotechnical Reviews, Landscape Reviews, Structural Reviews,
Attorney. Legal Fees, etc.

NEW -
Actual Costper project Actual Cost
2 Construction Permit/ Inspection
Drainage Catch Basin W=4', 7' or 21'
Drainage Collar Pipe PCC
[1]
each
each

0.00 0.00

0.00 0.33

0.33 0.33

0.17 0.34

0.00 0.00

0.33 0.33

0.33 0.17

0.34 $
$
$
$
$
$
$
$
$
$
$
$
$
$
61 61
148 5 9 %
42 89 %
95 69 %
639 %
639 %
51 47 %
42 69 %
$
$
$
$
$
$
$
1006 % 1
1006 % 1
$ 25$ $ 2522, 5561, 5561,
$ 2 $ $ 72 151 151
Drainage Headwall 48" Wing
Drainage Junction Structure w/o Manhole
Drainage Junction Structure with Manhole
Drainage RCP 18" thru 54"
each 61 1006 % 1 $ $ $ - - -
each 61 1006 % 1 $
$
25 $
7 $ 9885561, 5561,
each 61 1006 % 1 $ $ 287 452
20952, 019761, 019761,
452
linear feet
linear feet
linear feet
linear feet
square feet
linear feet
square feet
linear feet
each
32 1003 % 2 $ 4245$ , $
Drainage RCP 60" thru 96" 63 1006 % 3 $ 4352$ , $ 90750, 518563, 518563, V-Ditch 0.008 0.00

0.01 0.00

0.002 0.00

0.008 $

0.01 $

0.00 $

0.0020$

0.002 $

0.25 $ 481.
861.
370.
370.
370.
370.
46 996 06 . % $
995 03 . % $
9 92 0 6 .5%$
2 33 1 3 .0%$
9 92 0 6 .5%$
41 29 79 . 9%$
419 %
41 80 10 . %
81 60 10 . %
31 700. %
31 700. %
31 700. %
31 700. %
1004 % 6
$ $
$
$
$
-
-
-
-
-
-V-Ditch Cobblestone $
$
$
$
$
$
Landscape Cobblestone/Boulders
Landscape Concrete Header
Landscape Decomposed Granite
Landscape Fence Tubular Steel
Landscape Gates Tubular Steel
Landscape Irrigation System
Landscape Maintenance 180 Day
Landscape Masonry Column/Pilaster
Landscape Mulch Shredded 4"
Landscape Pavers
$3413, $ $ 2913, 2401, 2401,

0.00 0.0020 0.00 $
$
$
$
$
$
$
$
-
-
-
-
-
-
-

0.00 0.00

0.00 0.002 0.00

0.002 0.00
-
$ -

0.25 0.00 $
$
$
$
$
$
$ 20 $ $ 370 913 913
square feet
square feet
each

0.00 0.0020 0.00

0.00 $

0.0020$

0.25 $
$
370.
370.
46 9 17 2 8 .5%$
3 81 0 0 .2%$
31 25 %
31 700. %
31 700. %
1004 % 6
$ $
$
$
$
$
$
$
$
$
$
$
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$

0.00 0.00

0.00 0.25 0.00 $
square feet
square feet
each

0.002 0.00

0.002 $

0.03 $

0.002 $
$
$
$
$
370.
370.
186.
370.
051 03 . % $
71 60 31 . 4%$
702 17 . % $
9 92 0 6 .5%$
31 700. %
31 700. %
11 80 60 . %
31 700. %
$
$
Landscape Shrub 1 and 5 Gallon
Landscape Slope Erosion Control

0.03 0.00 $
square feet 0.002 0.00 $ - $ - $ -
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COS, Page 1 of 4

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0.002 0.00 0.00
$ $ $ $ $
Landscape Trail Fence PVC 2-rail and 3-rail
Landscape Trail Gate
linear feet
each

0.00 0.00

0.002 $

0.50 $ 370.
93 62 40 75 . 9%$
1 1 1 2 5 4%
11 98 %
31 700. %
1009 % 3
$
$
$ $
$
-
-
- -
-0.50

0.50 0.50

0.25 0.25

0.25 0.00

0.00 0.00

0.00 0.00
$
$
$
$
$
$
$
$
$ $
$
$
$
$
$
$
$
$ -
Landscape Tree 5 and 15 Gallon
Landscape Tree 24" Box
each 0.50 $
$
$
93 1009 % 3 $
$
348$
63$
$ 1216, 25352,
4171, 8585,
25352,
each 0.50 93 22 42 % 1009 % 3 $ 8585,
Landscape Tree Palm each 0.50 93 43 18 % 1009 % 3 $ $
$
$
$
$
$
$
$
- -
-
-
-
-
-
-
-
Landscape Vine 5 Gallon each 0.50 $ 93 2%2 1009 % 3 $
$
$
-
-
-
Landscape Wall Garden 6'
Landscape Wall Retaining 3'
Landscape Wall Retaining Drain
Landscaping
linear feet
linear feet
linear feet
square feet
square feet
linear feet
square feet
linear feet
square feet
each

0.25 $
$
$
46 31 46 % 1004 % 6

0.25 46 314 % 1004 % 6

0.25 46 210 % 1004 % 6 $ 9801,$
$3872,
7 $ 9549,
$
$
96198, 85981,
6022, 886
6405, 09151, 09151,
775 167 167
42261, 49136, 49136,
0883, 3331, 3331,
9838, 9146, 9146,
389 837 837
85981,

0.002 0.00 0.002 $

0.0010$

0.001 $

0.0020$

0.002 $

0.0020$

0.50 $
$
$
$
$
$
370.
190.
190.
370.
370.
370.
93 0 92 1 9 .4%$
095 01 . % $
8 64 0 6 .3%$
4 81 0 3 .0%$
8 62 0 3 .2%$
4 81 0 3 .0%$
44 63 %
31 700. %
11 900. %
11 900. %
31 700. %
31 700. %
31 700. %
1009 % 3
$
$
$
$ 886
Removal Cold Plane Existing Pavement
Removal of AC Berm

0.00 0.0010 0.00

0.00 0.001 0.00

0.00 0.0020 0.00

0.00 0.002 0.00

0.00 0.0020 0.00

0.00 0.50 0.00
$ $
$ 902 $
$
$
$
Removal AC Pavement $ 44444, $
$5933,
6 $ 3138,
$
Removal of PCC Curb $
$
$
Removal of PCC Sidewalk
Removal Tree
$
$
$
$
$
$
$
9 Street AC (0-5,000 sf) (small)
Street AC (5,000 - 20,000 sf) (med)
Street AC (>20,000 sf) (lg)
Street Access Ramp
square feet
square feet
square feet
each

0.00 0.0006 0.00

0.00 0.0005 0.00

0.00 0.0004 0.00

0.0006$

0.0005$

0.0004$

0.25 $
$
$
110.
090.
070.
46 022 01 . % $
022 05 . % $
023 01 . % $
83 49 %
1100. %
01 900. %
01 700. %
1004 % 6
0 $ 6425,
983$ 59,
$ $ 0321, 0175,
9167093,
0175,
7093,$
34$ 0839,$ $ 21101, 31356,
1221, 3311,
47 913
3454, 24104, 24104,
31356,
3311,
913

0.00 0.00

0.25 1.00

0.00 0.00
$ 29$ $
Street Adjust Manhole and Valves/CO to Grade
Street Aggregate Base (0-5,000 sf) (small)
Street Aggregate Base (5,000 - 20,000 sf) (med)
Street Aggregate Base (>20,000 sf) (lg)
Street Barricades
each 1.00 $ $
$
$
$
$
$
$
$
$
$
$
186
110.
090.
070.
370.
280.
041.
320.
320.
320.
320.
93 5895 .%$ 1 1 0 8 0 6 % $ 5 $ $
square feet
square feet
square feet
linear feet
linear feet
square feet
linear feet
linear feet
linear feet
linear feet
each

0.00 0.0006 0.00

0.00 0.0005 0.00

0.00 0.0004 0.00

0.00 0.0020 0.00

0.00 0.0015 0.00

0.00 0.0056 0.00

0.00 0.0017 0.00

0.0006$

0.0005$

0.0004$

0.0020$

0.0015$

0.0056$

0.0017$

0.50 033 01 . % $
033 07 . % $
034 06 . % $
9 45 1 2 .2%$
9 46 1 9 .7%$
484 06 . % $
3 81 0 2 .0%$
3 81 0 2 .0%$
3 81 0 2 .0%$
0 39 3 6 .0%$
65 49 %
1100. %
01 900. %
01 700. %
31 700. %
21 800. %
01 40 10 . %
31 200. %
31 200. %
31 200. %
31 200. %
1009 % 3
911$ 237, $ $
$
$
$
$
$ $
$
$
-
-
-
-
-
-
-
$
$
-
-
Street Berm AC $ 853 $ 6531, 237
0569, 51199,
881 737
6687, 4116,
36 30
196 20
237
Street Cross-gutter 7 $ 8158,$ 51199,
737
4116,
Street Curb & Gutter 6" 3 $ 352, $ $
Street Curb & Gutter 8" 3 $ 2250, $ $
Street Curb & Gutter 12"
Street Curb & Gutter Cobble
Street Curb Core
$ 95
65 18$
$
$ $ 30
20$ $ $

0.00 0.50 0.00 $ $ $ $ $
$
0691, 6741, 6741,
1212,
-
Street Curb Only linear feet
linear feet
each

0.00 0.0017 0.00

0.0017$

0.0017$
$
$
320.
320.
278
062.
041.
320.
93 3 81 0 2 .0%$
8 62 0 7 .2%$
1654 9% $
838 19 . % $
2 31 1 1 .8%$
7 42 0 3 .6%$
831 91 . %
31 200. %
31 200. %
1 2 0 7 0 8 %
$7246, 5372, 1212,
- -Street Curb Rolled $ $ $
Street Curbside Drain STD 107-A,B&C
Street Drive Approach Commercial
Street Drive Approach Residential
Street Light/Signal Interconnect Conduit
Street Lights

0.00 0.00

1.50 0.01

0.00 0.00

1.50 $ $ $ 21$ $ 4943, 9345, 9345,
square feet
square feet
linear feet
each

0.01 $

0.0056$

0.0017$

0.50 $
$
$
$
$
$
$
$
$
01 60 20 . %
01 40 10 . %
31 200. %
1009 % 3
$ 06275, $
$8266,
$ 97445, 62571,
3698, 0927,
62571,
0927,0.00 0.0056 0.00

0.00 0.0017 0.00
$
$
$
$$5696, 8884, 0722, 0722,
9454,
-

0.00 0.50 0.00 $ $ $ 53 $ $ 5249454,
- -Street Right Turn Lane/Busbay PCC 8"
Street Sidewalk PCC 4"
square feet
square feet
each

0.00 0.0056 0.00

0.0056$

0.10 041.
041.
19 8 31 1 7 .7%$
262 05 . % $
9905 .%
01 40 10 . %
01 40 10 . %
1001 % 9
$ $ $
$ 76555, $ $ 61104, 94527,
44 837
6247, 880
94527,
837
880
Traffic Pavement Markings
Traffic Pavement Striping
Traffic Reflectors and Posts

0.00 0.00 0.0003 0.00

0.00 0.10 0.00

0.10 0.00 $
$
$
$
$
8 $ 1155,
$
45 $ $
linear feet
each

0.0003$

0.10 060.
19 4 88 0 6 .6%$
9905 .%
01 600. %
1001 % 9
$ $
62$ $ 1561, 61 1561,
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COS, Page 2 of 4

Page 224 ends

8.00 0.00 0.00
$ $ $ $ $
Traffic Signal each
each
each

0.00 0.00

8.00$ $
$
1,484
742
19 86753 ,95%$
78223 ,75% $
835 93 . %
48410, 0%
1 7 0 4 0 2 %
$ $ $ - - -
Traffic Signal Modification
Traffic Street Sign

4.00 0.10

0.00 0.00

4.00 0.10
$ $
$
$ 9
28 $ 88203, 3726,
274 517
3726,
$ $ $ 1001 % 9 $ $ 517
0894,
42849,
Utility Work, such as: Fiber Optic Conduit & Trench,
Underground Existing Electrical, Underground Existing
Telecom
linear feet 0.00 0.00 0.003 0.00 0.00 0.003 $ $ 560. 4 24 2 3 .5%$ 51 600. % $ 3467, $ $ 78137, 0894, 12567, 42849,Miscellaneous; Construction items not listed above per hour per hour

0.00 0.00

1.00 1.00

0.00 0.00

1.00 1.00
$ $ 186
213
1169 4% $
1784 2% $
1 1 0 8 0 6 %
1 2 0 1 0 3 %
$ 48$2 $
Miscellaneous; Construction items not listed above (OT) $ $ $ $ $
$ - - -
**Minimum Public Works Construction Permit Fee each 0.00 0.00 0.50 0.00 0.00 0.50 $ $ 93 76 05 %$ 1009 % 3 $ $ - - - 3 Basic Construction Permit Fees*
Residential Drive Approach
Curb Core
[1]
each
each

0.50 0.33

0.33 0.00

0.00 0.50

0.00 0.00

1.00 0.50

2.00 0.00

0.00 0.00

0.00 2.00

0.83 2.83
$
$
$
$ 371
155
1647 5% $
46 14 % $
1 3 0 7 0 1 %
1 1 0 5 0 5 %
$ 19$
2 $ 1433, 9996, 9996,
$
$
$ $ $ 105 254
58521, 147294, 147294,
254
Trenching in the Right of Way under 30' LF
Trenching in the Right of Way over 30' LF
Micro Trenching
each 526 16 24 % $ 1 5 0 2 0 6 % $ 8 $07 $
per LF
per LF

0.01 $

0.00 $
$ 930.
430N.ew
1 02 2 2 .6%$ 91 300. %
41 300. %
$40872,$
$
$ 712762, 45716, 45716,
-% $ $
$
$ - -
-Bore / Receiving Pit ( Add bore pits to the potholing fee) Parkway Tree Removals (require approval/replacement)
per pit
each

0.03 0.33

0.17 1.00 0.00 0.00

0.00 1.20 $ $
$
223 26 94 % $ 1 2 0 2 0 3 %
1 3 0 4 0 0 %
$
$
$ - -
-1.00

0.08 0.50

0.25 0.00

0.00 1.83

0.37 $ 3a4t0cost % $ $ $ - -
Potholing each
per LF
per LF
each

0.03 0.001

0.001

0.03 0.00

0.00 0.00

0.00 0.00
$ 68
450.
450.
393
96 44 %$ 1006 % 8
41 500. %
41 500. %
1 3 0 9 0 3 %
$ 1111,$
5 $ 9274,
$
$
03701, 57785,
9606, 95130,
57785,
95130,
41690,
736120,
-
Aerial 0.001 0.0004 0.00

0.001 0.0004 0.00

0.0024$

0.0024$
$
$
286 04 . % $
286 04 . % $
164 % $
$ $
Pull / Place Fiber in Existing Conduit
Install / Replace Manholes - Vaults - Pull Boxes
Access Manholes - Vaults - Pull Boxes
61$ 7395,$ 39328, 41690,
58560, 736120,0.08

0.08 2.00

0.50 0.00

0.00 2.12

0.62 $ $
$
$ 7 $91 $
each 0.03 $ 114 564 % $ 1 1 0 1 0 4 % $ $
$
$ - -
-
4 5
Oversize Loads - Traffic
Single Permit
[2]
[5]
each 0.50

0.50 0.00

0.00 0.00

0.00 0.50

0.50 $
$
$
$
93 93
11 65 %
77 50 %
$
$
171 % 6
979 % 0
$ $ - -
Annual Permit per year $ 18$4 $ 85182, 04107,
7108, 16243,
53116,
Map and Improvement Plan Check
Property Legal Description
Improvement Agreement
Residential Parcel Map
each
each
LS

1.75 5.00

20.00 4.00

0.00 0.00

2.00 0.00

0.00 0.00

21.75$

9.00$

52.00$

2.00 $
$
4,036 51813 , 8 %$
312 9 %$
0361 40 , 0%
67010, 0%
7261 90 , 0%
1 3 0 7 0 1 %
$ $ 6
2 $
$ 16243,
$1,670 $ $ 7681084, 1084,

10.00 0.00

40.00 2.00
9,726 73344 , 9 %$
2973 9% $
$
$
$
$
$
$
- -
-
-
-plus per lot per lot $ $ 371 -
Tract Maps and Non-Residential Parcel Maps of ten (10)
lots or less LS 10.00 60.00 0.00 2.00 0.00 72.0$0 $13,436 09753 , 8$ % 431631 , 00% $ $ 5 $ 08205, 10676, 10676, NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COS, Page 3 of 4

Page 225 ends

Fee Unit /
Type
PROC PC INSP Cost
Recovery
%
Recommended
Fee Level /
Deposit
Estimated
Revenues at
Current Fee
Fee Name Revenues at Revenues at
Full Cost Recommended
Recovery Fee Fee
Hourly Hourly Hourly Hourly Hourly
Rate:
186
Per Activity
(hours)
Activity % of Activity
Rate:
186
Rate: Rate: Rate:
186 224 152$ $ $ $ $
Tract Maps and Non-Residential Parcel Maps over ten
(10+) lots LS 10.00 40.00 0.00 2.00 0.00 52.00$ $ 9,726 89445 , 0 %$ 7261 90 , 0% $ $ 2 $ 0268, 95105, 1474, 3574,
95105,
3574,plus per parcel or lot per lot 0.00

0.33 0.33

2.00 6.00

8.00 0.00

0.00 0.00

0.00 1.00

1.00 0.00

1.00 2.00

2.00 $ $ 371 3593 5% $
86911 ,20%$
02429 , 8 %$
1 3 0 7 0 1 %
55110, 0%
0741 20 , 0%
$
$
12$ $
Rough Grading – Per Sheet per sheet
per sheet

8.33$

11.33$
$
$
1,551 $ 72 $ 916343, 119151, 119151,
146288,Precise Grading – Per Sheet 2,074
1,917
$ $206 $ 842117, 146288,
Improvement Plan Check (includes street lights,
landscape, and irrigation) per sheet 0.33 10.00 0.00 0.00 0.00 10.33$ $ 49242 ,34%$ 91710, 0% $ $ 47 $ 225120, 74869, 74869, same as
1,91In7terior
Sheets
Storm Drain Plans
Street Light
per sheet
per sheet

0.33 10.00 0.00 0.00 0.00 10.33$ % $ 91710, 0% $ $ $
$
- - -

0.33 0.33

6.00 6.00

0.00 0.00

6.33$

6.33$
$1,175 871 4 %$ 17510, 0%
17510, 0%
$ $7 $ 4276, 6728,
- -
6728,
-Landscaped and Irrigation Plans for City-Maintained Areas per sheet $ $
1,175 51811 ,29%$ $ $
Priority WQMP LS
LS
LS

2.00 2.00

2.00 15.00

5.00 0.00

0.00 0.00

17.00$

7.00$

17.00$
3,154
$1,299
3,154
16726 , 9 %$
2622 0 %$
1541 30 , 0%
29910, 0%
1541 30 , 0%
$
$
$
$ 21
1 $ 1
$
$
20466, 24697,
7932, 84153,
24697,
84153,
55476,
Non-Priority WQMP (Fee includes 2 plan checks)
Hydrology Study Drainage Areas up to 150 acres
$

15.00 $
$
$
$
15631 ,00%$ $ 15 57466, 55476,
Hydrology Study Drainage Areas greater than 150 acres
On-Site Sewer & Water – Per Sheet
LS 2.00

0.33 0.33

20.00 6.00

1.50 0.00

0.00 1.00

0.00 0.00

22.00$

6.33$

2.83 4,082
1,175
526
36941 ,07%$
25211 ,07%$
27336 ,23% $
0821 40 , 0%
17510, 0%
1 5 0 2 0 6 %
$
$
$2
$ 23
2 $
17$
$
$
1657, 6946,
14249, 34277,
3685, 862
1191, 3962,
6946,
34277,
862
3962,
per sheet
Base
$
Monumentation (refundable) $
$
$ $Deposit
Deposit per
Lotplus 0.00 0.25 0.50 0.00 0.00 0.75 $ 139 46 75 % $ 1 1 0 3 0 9 % $ See SB
County fee
schedule
See SB County
fee scheduleMap Printing (as adopted by San Bernardino County) WQMP Study Amendment
per sheet
LS 2.00 4.00 0.00 0.00 0.00 6.00$ 1,113NEW % $ 11310, 0% $ $ $ - - - Development Impact Fees/ In-Lieu Fees: Drainage Fees,
Undergrounding Overhead Utilities, Library, Transportation, Police, Parks, etc.
6 [4]
per hour
($200 min)7
8 Revision checking fee 1.00

1.00 0.00

0.00 0.00

0.00 n/a
n/a
n/a
n/a

1.00 1.00
$
$
1N86EW
1N86EW
%
%
$
$
1 1 0 8 0 6 %
1 1 0 8 0 6 %
$ $ $ - - -
Hourly Services and/or Services not Otherwise Listed per hour $ - $ - $ - TOTAL 1,894,864 2,751,571 2,751,062
[Notes]
[1] Plus tech fee per Res. 14-101.
[2] CVC 35795 & Caltrans Fee Schedule.
[3] Based on Caltrans index; annual review required (November). [4] Not evaluated by NBS.
[5] All plan reviews are for a maximum of three (3) reviews. Additional fees will be charged beyond three reviews.

NBS - Local Government Solutions
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Page 226 ends

APPENDIX A.2
Cost of Service Analysis – Environmental Programs
Prepared by NBS for the City of Rancho Cucamonga

Page 227 ends

City of Rancho Cucamonga APPENDIX A.2
Environmental Programs - User Fee Study Fiscal Year 23-24 Cost of Service Estimate for Fee Related Services and Activities Activity Service Cost Analysis Cost Recovery Analysis
Existing
Annual Estimated Revenue Analysis

ENV PROG
Processing Plan Check Inspection
Estimated
Average
Annual
Estimated
Revenues at
Full Cost
Annual
Estimated
Revenues at
Recommended
Fee
Cost of AnnualFee Rec'd Fee
Level /
Estimated
Volume of
Activity
Fee Unit /
Type
Service Current Fee Cost Rec'd Cost Estimated
Revenues at
Current Fee
Fee Name Labor Time
Per Activity
(hours)
Per / Deposit Recovery
%
Recovery %No. Hourly
Rate:

Hourly
Rate:

DepositActivity Recovery Fee
$ 165 $ 165 $ 165

ENVIRONMENTAL PROGRAMS
1 Environmental Fees
Unlawful Bin Administration fee per instance 2.00 1.00 0.00 3.00 $ 494$ 1 4 4 9 2 % $ 491 4 00% $ 12 $ $
$
$
260,5 563,01 563,01
180,3 028,31 028,31Unlawful Bin Notice Posting fee
C&D Self-Haul Permit fee
per posting
per permit

1.00 2.00

1.00 3.00

2.00 0.00

4.00 5.00
$
$
856$
328$
7 2 4 2 1 %
4 3 1 8 3 %
$
$
851 6 00%
321 8 00%
$ 12
$[1] 6 $ $ 688,1 639,4 639,4
Stormwater Regulatory Inspections for Commercial Businesses (Ms4)
Low (1 time every 5 years) per instance
per instance
per instance

0.00 0.00

1.75 2.20

2.75 1.75

2.20 2.75
$
$
$
882NEW
263NEW
254NEW
%
%
%
$
$
$
881 2 00%
261 3 00%
251 4 00%
91 91
$
$
$ $
$
-
-
553,5 553,5
508,6 508,6Medium (2 times every other year within 5 years for total of 2 inspections) $
High (1 time annually) 68$ 2 $ $ - 893,921 893,921
Stormwater Regulatory Inspections for Industrial Businesses (Ms4)
Low (1 time every 5 years) per instance
per instance
per instance

0.00 0.00

1.75 3.00

3.50 1.75

3.00 3.50
$
$
$
882NEW
494NEW
675NEW
%
%
%
$
$
$
881 2 00%
491 4 00%
671 5 00%
7 $
$
$
$
$
$
- 370,2 370,2
798,7 798,7Medium (2 times every other year within 5 years for total of 2 inspections) 61 -
-
High (1 time annually) 55$ $ $
$
-
-
176,13 176,13
Stormwater Regulatory Inspections for Construction Projects Low (Below 10 Acres) 1 time during rainy season
Medium (between 10 and 50 Acres) 2 times during rainy
season
per project
per project

0.00 0.00

2.50 3.25

2.50 3.25
$
$
114NEW
535NEW
%
%
$
$
111 4 00%
531 5 00%
73$
41 $
$
812,51 812,51
684,7 684,7$ $ $
High (50 Acres and Above) Inspect 1 time per month during rainy season Oct-May 31st total 8 Inspections per project 0.00 0.00 3.75 3.75 $ $
716NEW
509$
% $
$
711 6 00% 04$ $ - 976,42 976,42
433,6 433,6Construction & Demolition Diversion Administration fee Less than 5,000 sq. ft. project per project
per project
per project
per project
deposit

1.50 1.75

2.00 3.00

2.00 2.50

2.75 4.00

2.00 2.00

2.50 4.00

5.50 6.25
2 2 6 9 2 %
4 5 2 1 5 %
501 9 00%
820,1100%
391,1100%
018,1100%
000,5
$ 7 $
$
$ 438,1
Construction & Demolition Diversion Administration fee 5,000 to 9,999 sq. ft. project $
$
$
82,01
39,11
$
$
$ $ 41
$
$ $ 633,7 693,41 693,41
Construction & Demolition Diversion Administration fee 10,000 to 19,999 sq. ft. project 7.25 6 6 8 6 7 %$
$
$
7 $ 205,5
618,71
053,8 053,8
Construction & Demolition Diversion Administration fee 20,000 and greater sq. ft. project 11.00 01,8$1 840,5 1 8%
000,5
$ 71 $ $ 667,03 667,03
Construction & Demolition Diversion Deposit 1,000 to 9,999 sq. ft. project [2]
[2]
[2]
$
Construction & Demolition Diversion Deposit 10,000 to 19,999 sq. ft. project deposit $ 000,01
000,51
$
$
000,01
000,51Construction & Demolition Diversion Deposit 20,000 and greater sq. ft. project deposit $
Residential & Commercial Solid Waste Self-Haul Permit
Lien Demand Fee
per permit
each

0.50 0.50 0.00 1.00 $ 561 $ 322 % 5
531
57 57
$
$
561 1 00%
531
57 57
9$ $ $ 274 184,1 184,1
[2][3]
[2][3]
[2][3]
$
Lien Release* each $
$
$
$Lien Administration* each
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/2/2024 Environmental COS, Page 1 of 2

Page 228 ends

Hourly
Rate:

DepositActivity Recovery Fee
$ 165 $ 165 $ 165
Water Quality Management Plan (WQMP)
WQMP Initial Inspection per project
bi-annually

0.00 0.00

3.75 3.75

3.75 3.75
$
$
716NEW
716NEW
%
%
$ 711 6 00%
- 0%
5 $
05$
$ $ - 580,3 580,3
WQMP Post Development Monitoring $ $ $ - 848,03 -
2 Hourly Services and/or Services not Otherwise Listed per hour 1.00 n/a n/a 1.00 $ 561NEW % $ 56% 1 001 $ $ $ - - - TOTAL 42,989 354,962 324,113
[Notes]
[1] Plus tech fee per Res. 14-101.
[2] Deposit set by City Policy; not evaluated by NBS.
[3] Fee established by Community Improvement department.

NBS - Local Government Solutions
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Page 229 ends

APPENDIX B.1
Comparative Fee Survey – Engineering Services Department Prepared by NBS for the City of Rancho Cucamonga

Page 230 ends

ENGINEERING SERVICES
1 Applications
Amending Map each
each
each
$ 128,1$ 52,n 3 o 4comparison
60,n 2 o 1comparison
07,n 6 o 1comparison
no comparison
no comparison
no comparison
$1,984 no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
Bond Substitution
Bond Reduction
$ 029,1$ no comparison
no comparisonNEW $
Zoning Compliance: $657
Land Division Compliance:
$506Certificate of Compliance each $
$
086,1$ 98,n 9 o 3comparison
98,n 9 o 3comparison
$551 $767
$494
no comparison
(deposit plus hourly)
$330/Minor
$661/Major
$2,425
Certificate of Correction each 874,1$ $371 $800 plus pass thru fees Lot Line Adjustment/Merger
Private Street Designation
each
each
$
$
389,1$
187,1$
83,44 $1,293 $778 deposit plus hourly $1,193 $1,363
43,n 1 o 2comparison no comparison no comparison no comparison no comparison Reimbursement Agreement – Storm Drain each $ 428,3$ 22,n 4 o 7comparison no comparison no comparison no comparison Reimbursement Agreement:
$825/ea
Reimbursement Agreement – Street and Utilities
Release of Lien Agreement
each
each
each
each
$
$
$
428,3$
270,1$
593,1$
22,n 4 o 7comparison
38,n 7 o 2comparison
38,n 7 o 2comparison
n 2 o 4c 7 omparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
Standard Agreement/Document Processing
Street Tree Removal Application Fee $ 96$
Summary: $882 +
Advertising costs
Full: $1,212 + Advertising
costs
$918 (Vacation/Dedication/Street Vacation each $ 388,1$ 09,75 no comparison $1,959 $811/applicationDeeds of Right-of-Way) Specialized Reviews / Studies no comparison
no comparisona. City Staff Facilitation / Review each $ 1$ 58 02,n 0 o 1comparison no comparison no comparison no comparison b. Specialized reviews charged at actual outside consultant costs, such as: Traffic Studies, Geotechnical Reviews,
Landscape Reviews, Structural Reviews, Attorney Legal
Fees, etc.

Actual Cost + City Wide
G&A rate + deposit(specific
to study)
Actual Cost (Plus 25%
Admin for consultant
review, if applicable)
NEW - Actual
Cost
Actual Cost (Fully Burdened
Rate for Assigned Staff)
Minimum Fees (vary) , plus
additional consultant costsper project no comparison
NBS - Local Government Solutions
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Page 231 ends

84.1 V-Ditch Cobblestone 68.1

73.0 73.0

73.0 square
feetLandscape Cobblestone/Boulders
Landscape Concrete Header
Landscape Decomposed Granite
linear feet
square
feet
Landscape Fence Tubular Steel
Landscape Gates Tubular Steel
Landscape Irrigation System
linear feet 73.0
each
square
feet
$
$
snioarmpoc91on $
.129$
sioa6 r4 mpoc on

73.0 n no comparison snioarmpoc on snioarmpoc on
$
$square
feetLandscape Maintenance 180 Day
Landscape Masonry Column/Pilaster
Landscape Mulch Shredded 4"
.803$ 73.0
64each 51 $
square
feet $ .500$ 73.0
square
feetLandscape Pavers $
$
$
.637$
.017$
.909$

73.0 81.6

73.0 Landscape Shrub 1 and 5 Gallon
Landscape Slope Erosion Control
each
square
feet
Landscape Trail Fence PVC 2-rail and 3-rail linear feet $ .476$ 73.0 Landscape Trail Gate each
each
each
each
each
$ 511
81 $
$
39 39
39 39
39 Landscape Tree 5 and 15 Gallon
Landscape Tree 24" Box
Landscape Tree Palm
$
$
$
22 $
83 $
Landscape Vine 5 Gallon $ 2 $
Landscape Wall Garden 6' linear feet $ 61 $ 64
NBS - Local Government Solutions
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Page 232 ends

73.0 square
feetRemoval Cold Plane Existing Pavement
Removal of AC Berm

91.0 91.0

73.0 73.0

73.0 linear feet
square
feetRemoval AC Pavement
Removal of PCC Curb linear feet
square
feetRemoval of PCC Sidewalk
Removal Tree
$
$
$
.804$
34each $ 39
square
feetStreet AC (0-5,000 sf) (small) .200$ 11.0

90.0square
feetStreet AC (5,000 - 20,000 sf) (med)
Street AC (>20,000 sf) (lg)
$
$
.200$
square
feet .200$ 70.0
snioarmpoc on
93 sioarmpoc on
64 n no comparison snioarmpoc on snioarmpoc onStreet Access Ramp each $ $
$
Street Adjust Manhole and Valves/CO to Grade each 01$ 681 square
feetStreet Aggregate Base (0-5,000 sf) (small)
Street Aggregate Base (5,000 - 20,000 sf) (med)
Street Aggregate Base (>20,000 sf) (lg)
Street Barricades
$
$
$
$
$
$
$
$
$
$
.300$ 11.0

90.0 70.0

73.0 82.0

40.1 23.0

23.0 23.0

23.0 square
feet .300$
.300$
.419$
.419$
.804$
.803$
.803$
.803$
square
feet
linear feet
linear feetStreet Berm AC
square
feetStreet Cross-gutter
Street Curb & Gutter 6" linear feet
linear feet
linear feet
Street Curb & Gutter 8"
Street Curb & Gutter 12"
Street Curb & Gutter Cobble
Street Curb Core
linear feet
each
.330$
$ 95 $ 39
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COMP, Page 3 of 8

Page 233 ends

23.0 872Street Curbside Drain STD 107-A,B&C
Street Drive Approach Commercial
each
square
feet 60.2
square
feetStreet Drive Approach Residential $ .312$
.407$

40.1 23.0Street Light/Signal Interconnect Conduit
Street Lights
linear feet $
$
$
each
square
feet
.398 $ 39
Street Right Turn Lane/Busbay PCC 8" .318$ 40.1
square
feet
snioarmpoc on sioarmpoc on n no comparison snioarmpoc on snioarmpoc onStreet Sidewalk PCC 4" Traffic Pavement Markings
Traffic Pavement Striping
$
$
$
$
.602$ 40.1
each .909 $
$
$
91 60.0
91 linear feet .804$
.909Traffic Reflectors and Posts
Traffic Signal
each
each
each
each
$
$
768,5$
287,2
48,41
247
91 Traffic Signal Modification
Traffic Street Sign
$
$ 01
Utility Work, such as: Fiber Optic Conduit & Trench,
Underground Existing Electrical, Underground Existing
Telecom
linear feet $ .224$ 65.0
Miscellaneous; Construction items not listed above per hour per hour
$
$
911 $
471 $
681
312Miscellaneous; Construction items not listed above (OT) **Minimum Public Works Construction Permit Fee each $ 56 $ no c 3o 9mparison no comparison no comparison no comparison no comparison NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COMP, Page 4 of 8

Page 234 ends

39.0 New 34.0 Encroachment Permits:

Regular: $242Encroachment Permits Encroachment Permit Fee:
$116
Bore / Receiving Pit ( Add bore pits to the potholing fee) Parkway Tree Removals (require approval/replacement)
per pit
each
$ .3$ 396 56.222 no comparison no comparisonMinor: $53 Homeowner: $219 Minor: $54Major: $185
043at cost $ Extension Request: $111
Potholing each
per LF
per LF
each
$ 46 $ 86

54.0 54.0
393
Aerial $
$
$
$
.802$
.802$Pull / Place Fiber in Existing Conduit
Install / Replace Manholes - Vaults - Pull Boxes
Access Manholes - Vaults - Pull Boxes
46$
each 46$ 411
4 Oversize Loads - Traffic
Single Trip: $16/load
Large/Heavy Load:
$54/HourSingle Permit each $
$
51 07
$
$
39$16 $16
$90
$19 no comparison
no comparison
Large/Heavy Load w Special
Services (research): $110
$90 (Addt'l costs may apply
for Plan C 3h 9eck/Inspection
of Excessive Loads
$98/first permitAnnual Permit per year $111$15/addt'l vehicle 5 Map and Improvement Plan Check
Property Legal Description
Improvement Agreement
Residential Parcel Map
plus
each
each
LS
$
$
815,1$
2$ 13
337,4$
392 $
63,n 0 o 4comparison
07,n 6 o 1comparison
62,79 $3,553
173 $70
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
$1,984
no comparison
no comparison
no comparison
no comparison$
$per lot $54
Tract Maps and Non-Residential Parcel Maps of ten (10)
lots or less
Base FeeLS
LS
$
$
79$ 0,5 63,4T 3r 1 act Map: $4,153 no comparison $1,984 $2,666 (Parcel/Tract)Minimum Fee, Plus $70 per Final Tract or Parcel Map:
$3,627LotTract Maps and Non-Residential Parcel Maps over ten (10+) lots 498,4$ 62,79 no comparison
no comparison
$1,984
$54per parcel
or lotplus $ 353 $ 173 $70 $70
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COMP, Page 5 of 8

Page 235 ends

Page 236 ends

City of Rancho Cucamonga Appendix B.1
Engineering - User Fee Study Fiscal Year 23-24
Cost of Service Estimate for Fee Related Services and Activities Fee Fee Unit / Current Fee Cost of ServiceFee Name Chino [1] Eastvale [2] Fontana [3] Ontario [4] Upland [5] No. Type / Deposit Per Activity
$59 (First 10,000 sq ft);
$1.00 (First 10,000 sq ft plus
fee per every 1,000 sq ft
thereafter or fraction there
of (10,001-100,000));
$182 (100,000 sq ft);
$0.28 (100,000 sq ft plus
fee per every 1,000 sq ft
thereafter or fraction there
of (100,001-500,000));
(0-10 acres) $1,174
minimum fee first acre, Plus
$245 for each additional
acre or portion thereof up
47,02to 10 acres;
$1,726.50 (0-10 acres); (First two sheets)
Residential: $2,702;
Commercial/Industrial:
$3,000
Precise Grading – Per Sheet per sheet $ 420,2$ no comparison $1,726.50 (>10 acres), plus $517.50 for each
additional 5 acres
(10 + acres) $3,378 $304 (500,000 sq ft);
$0.44 (500,000 sq ft plus
fee per every 1,000 sq ft
thereafter or fraction there
of (500,001-1,000,000));
minimum fee first 10 acres,
plus $700 for each
additional 5 acres
$549 (1,000,000 sq ft);
$0.44 (1,000,000 sq ft plus
fee per every 1,000 sq ft
thereafter or fraction there
of (1,000,001+)
Improvement Plan Check
Fee:Improvement Plan Check (includes street lights, landscape, and irrigation) per sheet $ 294,4$ 71,n 9 o 1comparison 71,n 9 o 1comparison
no comparison
no comparison
no comparison
no comparison
no comparison
$3,608 (First two sheets)
same as Sewer, Water, Storm Drain
Plan Check Fee:Storm Drain Plans
Street Light
per sheet
per sheet
Interior
Sheets
$ no comparison
2% of permit valuation
$ 1$ 78 57,n 1 o 1comparison
57,n 1 o 1comparison
no comparison
no comparison
no comparison
no comparison
no comparison no comparison
no comparisonLandscaped and Irrigation Plans for City-Maintained Areas per sheet $ $
815,1$
761,2$
no comparison
Priority WQMP LS
LS
45,n 1 o 3comparison
99,n 2 o 1comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparisonNon-Priority WQMP (Fee includes 2 plan checks) $ 2$ 62 $1,386 minimum fee 0-3Hydrology Study Drainage Areas up to 150 acres LS $ 651,3$ 45,13 no comparison no comparisonacres, plus $487 per acre for every acre of portion
thereof above 3 acres
$1,323 up to 150 acres +
$15/acre $1,180 minimum fee
Hydrology Study Drainage Areas greater than 150 acres
On-Site Sewer & Water – Per Sheet
LS $
$
963,4$
252,1$
28,04 no comparison
no comparison
no comparison
no comparisonper sheet 57,n 1 o 1comparison no comparison no comparison NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COMP, Page 7 of 8

Page 237 ends

City of Rancho Cucamonga Appendix B.1
Engineering - User Fee Study Fiscal Year 23-24
Cost of Service Estimate for Fee Related Services and Activities Fee Fee Unit / Current Fee Cost of ServiceFee Name Chino [1] Eastvale [2] Fontana [3] Ontario [4] Upland [5] No. Type / Deposit Per Activity
Based on Engineer's CostMonumentation (refundable) LS $ 372,3 $ 625 no comparison no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
Estimate
plus per lot $ 56$ n 9 o 3c 1 omparison
no comparison
See SB See SB County
fee scheduleMap Printing (as adopted by San Bernardino County) WQMP Study Amendment
per sheet County fee
schedule
no comparison
no comparison
no comparison no comparison
no comparison
no comparison
no comparisonLS NEW $ 31,n 1 o 1comparison $992
Development Impact Fees/ In-Lieu Fees: Drainage Fees,
Undergrounding Overhead Utilities, Library, Transportation, Police, Parks, etc. - not in scope
6 7
Principal Engineer: $199
Associate Engineer: $158
Assistant Engineer: $128
Engineering Tech: $23
per hour Fully Burdened Rate for Billing Rate/Hour specific to positionRevision checking fee NEW $ 681 no comparison no comparison($200 min) Assigned Staff Principal Engineer: $199
Associate Engineer: $158
Assistant Engineer: $128
Engineering Tech: $23
Fully Burdened Rate for Billing Rate/Hour specific to
position8
9 Hourly Services and/or Services not Otherwise Listed
Technology Fee
per hour NEW $ 681 no comparison no comparison
no comparison
Assigned Staff
surcharge 7.00% 12.37% 7.00% 7.50% 5.00% no comparison
[Notes]
[1] Source data from: "Chino_Engineering Fee Schedule (7-5-23 with IEUA Fee Updates).pdf" [2] Source data from: "Eastvale FY21-22_User Fee Schedule.pdf" [3] Source data from: "Fontana_FY23-24 User Fee Report.pdf" [4] Source data from: "Ontario_FY 2023-24 Proposed Citywide Fee Schedule_0.pdf" [5] Source data from: "City of Upland Master Fee Schedule-Effective 08.01.22.pdf" NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/1/2024 Engineering COMP, Page 8 of 8

Page 238 ends

APPENDIX B.2
Comparative Fee Survey – Environmental Programs
Prepared by NBS for the City of Rancho Cucamonga

Page 239 ends

ENVIRONMENTAL PROGRAMS
1 Environmental Fees
Unlawful Bin Fee Administration fee per instance $ $142 494no comparison no comparison no comparison no comparison no comparison Unlawful Bin Notice Posting fee per posting
per permit
$
$
$741
$413
856 no comparison
328 no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
no comparisonC&D Self-Haul Permit fee
Stormwater Regulatory Inspections for Commercial Businesses (Ms4)
$59Low (1 time every 5 years) per instance
per instance
per instance
NEW
NEW
NEW
$
$
$
882
263
254
(1 time every 5 years)
Medium (2 times every other year within 5 years for total of 2 inspections)
$218/inspection $118$220 High Priority$109 for follow up (1 time every 2 years) $237.50High (1 time annually) (1 time annually)
Stormwater Regulatory Inspections for Industrial Businesses (Ms4)
Low (1 time every 5 years) per instance
per instance
per instance
NEW
NEW
NEW
$
$
$
882 One Charge for Storm
Water Regulation
(NPDES) Inspection:
$236
One Charge for Storm
494Water Inspection:
$85/unit
Medium (2 times every other year within 5 years for total of 2 inspections)
$152/inspection $319 High Priority$109 for follow up (various) High (1 time annually) 675
Stormwater Regulatory Inspections for Construction Projects Low (Below 10 Acres) 1 time during rainy season $505.50per project per project
per project
NEW
NEW
NEW
$
$
$
114
535
716
$385
$771
(<10 acres)
Medium (between 10 and 50 Acres) 2 times during rainy
season
$905.50no comparison (10-25 acres)
High (50 Acres and Above) Inspect 1 time per month during rainy season Oct-May 31st total 8 Inspections
$2,074.00$1,543 (>25 acres)
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/2/2024 Environmental COMP, Page 1 of 2

Page 240 ends

City of Rancho Cucamonga Appendix B.2
Environmental Programs - User Fee Study Fiscal Year 23-24 Comparison for Fee Related Services and Activities
Cost ofFee Fee Unit /
Type
Current Fee ServiceFee Name Chino [1] Eastvale [2]
Fontana [3] Ontario [4] Upland [5]
/ Deposit PerNo. Activity
Construction & Demolition Diversion Administration fee Less than 5,000 sq. ft. project per project
per project
per project
per project
deposit
$
$
$
$262 509
Construction & Demolition Diversion Administration fee 5,000 to 9,999 sq. ft. project $ 425 82,01
687 39,11Construction & Demolition Diversion Administration fee 10,000 to 19,999 sq. ft. project $
Construction & Demolition Diversion Administration fee 20,000 and greater sq. ft. project $
$
$ 840,1
000,5
01,81 no comparison no comparison no comparison no comparison no comparison Construction & Demolition Diversion Deposit 1,000 to 9,999 sq. ft. project [2]
Construction & Demolition Diversion Deposit 10,000 to 19,999 sq. ft. project deposit [2]$
[2]$
000,01
Construction & Demolition Diversion Deposit 20,000 and
greater sq. ft. project deposit 000,51
Residential & Commercial Solid Waste Self-Haul Permit
Lien Demand Fee
per permit
each
$ $ 25 561no comparison no comparison
no comparison
no comparison
no comparison
no comparison
no comparison
$71
no comparison
no comparison
[2][3]
[2][3]
[2][3]
$ 531
Lien Release* each $
$
57 57
no comparison
Lien Administration* each no comparison
Water Quality Management Plan (WQMP)
Preliminary:
$1568
(Minimum Fee
716 0-5 acres);WQMP Initial Inspection per project NEW $ Inspection:
$104/unit
$3,255
no comparison Fee for Preliminary and
Final Review
$1,145 Plan Review $1,341 Minimum Fee
Final:
$1,568
(Minimum Fee First 5WQMP Post Development Monitoring bi-annually per hour
NEW
NEW
$
$
716acres, plus $519 for
each add'l 5 acres or
portion thereof)
Fully Burdened Rate for Billing Rate/Hour
specific to position2 Hourly Services and/or Services not Otherwise Listed 561 no comparison no comparison no comparisonAssigned Staff [Notes]
[1] Source data from: "Chino_Engineering Fee Schedule (7-5-23 with IEUA Fee Updates).pdf" [2] Source data from: "Eastvale FY21-22_User Fee Schedule.pdf" [3] Source data from: "Fontana_FY23-24 User Fee Report.pdf" [4] Source data from: "Ontario_FY 2023-24 Proposed Citywide Fee Schedule_0.pdf" [5] Source data from: "City of Upland Master Fee Schedule-Effective 08.01.22.pdf" NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 4/2/2024 Environmental COMP, Page 2 of 2

Page 241 ends

4/17/2024 City Council Meeting - Item G1. - Correspondence Received

MEMORANDUM
Engineering Services
DATE:

TO:

April 17, 2024
John R. Gillison, City Manager
FROM: Jason Welday, Director of Engineering Services/City Engineer Justine Garcia, Deputy Director of Engineering Services Hiram Zavala, Management Analyst II
Marissa Ostos, Management Analyst II
BY: Justine Garcia, Deputy Director of Engineering Services SUBJECT: CORRESPONDENCE RECEIVED FOR ITEM G.1 Conducting Public Hearing to Consider Changes to the Technology Fee, and Service and User Fees for Engineering Services and Environmental Programs; and Consideration Of Resolutions Approving Such Revised Service and User Fees. (RESOLUTION NO. 2024-024 AND RESOLUTION NO. FD 2024-003) (CITY/FIRE) BACKGROUND:

The attached letter was provided by the Desert Valley Builders Association (DVBA) in response to item G.1.

In summary the letter is supportive of all fees except for the proposed Technology Fee of 12%.

The DVBA refers to this fee as a “development impact fee” (DIF) and has provided their reasoning for their lack of support for this fee.

Staff has connected with the consultant that prepared the fee study, NBS, on this item and has been assured that the Technology Fee being presented for consideration is not considered to be a development impact fee and is instead a user fee that is applied to permits for both existing development, future development, and work being completed in the right-of-way (i.e utility work).

The attached letter will be entered into the public record and staff will address and respond in the verbal report provided at the time the item is brought up for consideration.

RECOMMENDATION:

Staff recommends the City Council accept this letter into the public record.

ATTACHMENTS:

Attachment 1 - DVBA Comment Letter

Page 1 of 2 ends

Page 242 ends

ATTACHMENT 1

Page 243 ends

Resolution No. 2024-XXX - Page 1 of 9
RESOLUTION NO. 2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF RANCHO

CUCAMONGA, CALIFORNIA, ESTABLISHING, REPEALING,

REVISING, AND UPDATING VARIOUS FEES APPLICABLE TO

THE ENGINEERING SERVICES, ENVIRONMENTAL

PROGRAMS, AND TECHNOLOGY FEE

A Recitals.

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

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

3. On April 17, 2024, City Council of the City of Rancho Cucamonga conducted a duly noticed public hearing regarding the adoption of fees applicable to the building and safety services, engineering services, planning, and environmental programs.

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

B. Resolution.

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

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

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

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

SECTION 4: The City Council hereby authorizes the City Manager, or designee, to make annual adjustments to certain fees based on an inflationary factor established by the United States Bureau of Labor Statistics, where designated, effective July 1 of each year.

SECTION 5: Technology Fee. The City hereby amends Resolution 18 -040 and increases the Technology Fee for all applicable Building and Safety Services Department, Engineering Services Department, and Planning Department Fees from 7% to 12% effective July 1, 2024.

SECTION 6: Engineering Services Department
a. The City hereby repeals all fees for the Engineering Services Department services listed in Resolutions 14-101 and adopts the fees in Exhibit A for services performed by the Engineering Services Department, effective July 1, 2024, which is more than 60 days from the adoption of this 04/17/2024 Regular City Council Meeting – Revised Resolution for Item G1

Page 244 ends

Resolution No. 2024-XXX - Page 2 of 9
Resolution consistent with State Law:

b. The fee set forth in section 6a, with the exception of deposit-based fees, shall be adjusted annually, commencing on July 1, 2025, and each year thereafter, without further action of the City Council, based on the Employment Cost Index for State and Local Government Employees, Total Compensation, during the 12-month period ending on December 31 of the immediately preceding year, as released by the United States Bureau of Labor Statistics and rounded to the nearest whole dollar. If this index is discontinued, a replacement index, as determined by the City Council, shall be utilized.

SECTION 7: Environmental Programs
a. The City hereby repeals all fees for the Environmental Programs listed in Resolutions 11-13, 18-125, 2020-120, and 2022-155 and adopts the fees in Exhibit B for services performed by Environmental Programs, effective July 1, 2024, which is more than 60 days from the adoption of this Resolution consistent with State Law:

b. The fee set forth in section 7a, with the exception of deposit-based fees, shall be adjusted annually, commencing on July 1, 2025, and each year thereafter, without further action of the City Council, based on the Employment Cost Index for State and Local Government Employees, Total Compensation, during the 12-month period ending on December 31 of the immediately preceding year, as released by the United States Bureau of Labor Statistics and rounded to the nearest whole dollar. If this index is discontinued, a replacement index, as determined by the City Council, shall be utilized.

SECTION 8: The City Clerk shall certify to the adoption of this Resolution.

Page 245 ends

Resolution No. 2023-XXX - Page 5 of 5
PASSED, APPROVED, AND ADOPTED this day of 2023

AYES:

NOES:

ABSENT:

ABSTAINED:

__________________________________
L. Dennis Michael, Mayor

ATTEST:

_____________________________________
Janice C. Reynolds, City Clerk

I, JANICE C. REYNOLDS, CITY CLERK of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Resolution was duly passed, approved and adopted by the City Council of the City of Rancho Cucamonga, California, at a Regular Meeting of said City Council held on the __ 2023.

Executed this ___ day of_______, 2023 at Rancho Cucamonga, California

_________________________________
Janice C. Reynolds, City Clerk

Page 246 ends

Resolution No. 2023-XXX - Page 5 of 5
Exhibit A
City of Rancho Cucamonga
Engineering Services - User Fee Study
Fiscal Year 2024

Title
Fee
Unit/Type Current Recommended
Amending Map each $1,821.00 $4,325.00
Bond Substitution each $1,920.00 $1,206.00
Bond Reduction each NEW $1,670.00
Certificate of Compliance each $1,680.00 $3,989.00
Certificate of Correction each $1,478.00 $3,989.00
Lot Line Adjustment/Merger each $1,983.00 $4,438.00
Lot Line Adjustment/Merger for each additional parcel each $1,684.00 Delete Private Street Designation each $1,781.00 $2,134.00
Reapportionment Maps (two sheet parcel/tract map) each $1,781.00 Delete Reapportionment Maps (two sheet parcel/tract map)
for each additional sheet each $37.00 Delete
Reimbursement Agreement – Storm Drain each $3,824.00 $7,422.00 Reimbursement Agreement – Street and Utilities each $3,824.00 $7,422.00 Release of Lien Agreement each $1,072.00 $2,783.00
Standard Agreement/Document Processing each $1,395.00 $2,783.00 Street Tree Removal Application Fee each $69.00 $279.00 Street Vacation each $1,883.00 $5,790.00
Traffic Study Review
a. City Staff Facilitation/Review each $851.00 $1,020.00 b. Specialized reviews charged at actual outside
consultant costs, such as: Traffic Studies, Geotechnical Reviews, Landscape Reviews, Structural Reviews,
Attorney. Legal Fees, etc. per project NEW Actual Cost
Drainage Catch Basin W=4', 7' or 21' each $88.59 $61.00 Drainage Collar Pipe PCC each $29.25 $61.00
Drainage Headwall 48" Wing each $58.87 $61.00
Drainage Junction Structure w/o Manhole each $38.85 $61.00 Drainage Junction Structure with Manhole each $38.85 $61.00 Drainage RCP 18" thru 54" linear feet $17.00 $32.00
Drainage RCP 60" thru 96" linear feet $29.12 $63.00
V-Ditch linear feet $0.99 $1.48
V-Ditch Cobblestone linear feet $0.99 $1.86
Landscape Cobblestone/Boulders square feet $0.99 $0.37
Landscape Concrete Header linear feet $1.23 $0.37
Landscape Decomposed Granite square feet $0.99 $0.37
Landscape Fence Tubular Steel linear feet $7.42 $0.37
Landscape Gates Tubular Steel each $18.82 $46.00
Landscape Irrigation System square feet $2.91 $0.37
Landscape Maintenance 180 Day square feet $0.38 $0.37

Page 247 ends

Resolution No. 2023-XXX - Page 5 of 5
Title
Fee
Unit/Type Current Recommended
Landscape Masonry Column/Pilaster each $14.81 $46.00
Landscape Mulch Shredded 4" square feet $3.76 $0.37
Landscape Pavers square feet $3.76 $0.37
Landscape Shrub 1 and 5 Gallon each $1.70 $6.18
Landscape Slope Erosion Control square feet $0.99 $0.37 Landscape Trail Fence PVC 2-rail and 3-rail linear feet $7.64 $0.37 Landscape Trail Gate each $115.30 $93.00
Landscape Tree 5 and 15 Gallon each $17.61 $93.00
Landscape Tree 24" Box each $22.45 $93.00
Landscape Tree Palm each $38.23 $93.00
Landscape Vine 5 Gallon each $1.83 $93.00
Landscape Wall Garden 6' linear feet $15.54 $46.00
Landscape Wall Retaining 3' linear feet $14.43 $46.00
Landscape Wall Retaining Drain linear feet $9.58 $46.00 Landscaping square feet $1.09 $0.37
Removal Clear & Grub linear feet lump sum Delete
Removal Cold Plane Existing Pavement square feet $0.09 $0.19 Removal of AC Berm linear feet $0.86 $0.19
Removal AC Pavement square feet $0.48 $0.37
Removal of PCC Curb linear feet $0.86 $0.37
Removal of PCC Sidewalk square feet $0.48 $0.37
Removal Tree each $43.08 $93.00
Street AC (0-5,000 sf) (small) square feet $0.02 $0.11
Street AC (5,000 - 20,000 sf) (med) square feet $0.02 $0.09 Street AC (>20,000 sf) (lg) square feet $0.02 $0.07
Street AC (under 500 tons) square feet $0.99 Delete
Street Access Ramp each $39.10 $46.00
Street Adjust Manhole and Valves/CO to Grade each $9.58 $186.00 Street Adjust Valves to Grade each $9.58 Delete
Street Aggregate Base (0-5,000 sf) (small) square feet $0.03 $0.11 Street Aggregate Base (5,000 - 20,000 sf) (med) square feet $0.03 $0.09 Street Aggregate Base (>20,000 sf) (lg) square feet $0.03 $0.07 Street Barricades linear feet $1.94 $0.37
Street Berm AC linear feet $1.94 $0.28
Street Cross-gutter square feet $0.48 $1.04
Street Curb & Gutter 6" linear feet $0.38 $0.32
Street Curb & Gutter 8" linear feet $0.38 $0.32
Street Curb & Gutter 12" linear feet $0.38 $0.32
Street Curb & Gutter Cobble linear feet $3.03 $0.32
Street Curb Core each $59.23 $93.00
Street Curb Only linear feet $0.38 $0.32
Street Curb Rolled linear feet $0.86 $0.32
Street Curbside Drain STD 107-A,B&C each $163.87 $278.00 Street Drive Approach Commercial square feet $1.83 $2.06 Street Drive Approach Residential square feet $1.23 $1.04

Page 248 ends

Resolution No. 2023-XXX - Page 5 of 5
Title
Fee
Unit/Type Current Recommended
Street Light/Signal Interconnect Conduit linear feet $0.74 $0.32 Street Lights each $9.83 $93.00
Street Lights (Up to 10 poles) linear feet lump sum Delete Street Right Turn Lane/Busbay PCC 8" square feet $1.83 $1.04 Street Sidewalk PCC 4" square feet $0.26 $1.04
Street Subgrade Preparation/Fine Grading square feet $0.26 Delete Traffic Pavement Markings each $0.99 $19.00
Traffic Pavement Striping linear feet $0.48 $0.06
Traffic Reflectors and Posts each $0.99 $19.00
Traffic Signal each $5,867.07 $1,484.00
Traffic Signal Modification each $2,781.51 $742.00
Traffic Street Sign each $9.83 $19.00
Utility Fiber Optic Conduit & Trench linear feet $2.42 $0.56 Utility Underground Existing Electrical linear feet $2.42 $0.56 Utility Underground Existing Telecom linear feet $2.42 $0.56 Miscellaneous; Construction items not listed above
charged
based upon
estimated
hourly
inspection
need; hourly
rate $118.53 $186.00
Miscellaneous; Construction items not listed above (OT) charged
based upon
estimated
hourly
inspection
need; hourly
rate (OT) $174.20 $213.00
Minimum Public Works Permit Fee each $63.00 $93.00
Residential Drive Approach each $167.00 $316.00
Curb Core each $64.00 $155.00
Roll-Off Container / Storage Pods each $64.00 Delete
Any Trench / Bore in the Right of Way under 30' LF each $64.00 $526.00 Trenching / Boring in the Right of Way over 30' LF per LF $2.10 $0.93 Micro Trenching per LF NEW $0.43
Bore / Receiving Pit ( Add bore pits to the potholing fee) per pit $64.00 $223.00 Parkway Tree Removals (require approval/replacement) each at cost $340.00 Potholing each $64.00 $68.00
Aerial per LF $0.28 $0.45
Pull / Place Fiber in Existing Conduit per LF $0.28 $0.45 Install / Replace Manholes - Vaults - Pull Boxes each $64.00 $393.00 Access Manholes - Vaults - Pull Boxes each $64.00 $114.00 Oversize Loads - Traffic
Single Permit each $15.00 $16.00
Repetitive Permit (initial fee) each $70.00 Delete
Repetitive Permit (add'l monthly fee for 6 months) per month $15.00 Delete

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Resolution No. 2023-XXX - Page 5 of 5
Title
Fee
Unit/Type Current Recommended
Annual Permit per year $70.00 $90.00
Property Legal Description each $1,518.00 $4,036.00
Improvement Agreement N/A $313.00 $1,670.00
Residential Parcel Map LS $4,733.00 $9,726.00
plus per lot per lot $294.00 $139.00 $371
Tract Maps and Non-Residential Parcel Maps of ten (10)
lots or less LS $5,098.00 $13,436.00
Tract Maps and Non-Residential Parcel Maps over ten
(10+) lots LS $4,895.00 $9,726.00
plus per parcel or lot per lot $354.00 $371.00
Rough Grading – Per Sheet each $1,869.00 $1,551.00
Precise Grading – Per Sheet each $2,024.00 $2,074.00
Improvement Plan Check (for plans not identified in this sheet, includes includes street , landscape, and
irrigation) per sheet $4,492.00 $1,917.00
Interior Streets – 1 Sheet LS $4,492.00 Delete
Interior Streets – 2 Sheets LS $5,463.00 Delete
Interior Streets – Sheets 3 and 4 each $1,457.00 Delete Interior Streets – 5 Sheets LS $9,591.00 Delete
Interior Streets – Sheets 6 through 9 each $1,457.00 Delete Interior Streets – 10 Sheets LS $18,205.00 Delete
Interior Streets – Sheets 11 and more each $1,457.00 Delete Storm Drain Plans per sheet
same as Interior
Sheets $1,917.00
Street Light per sheet $871.00 $1,175.00
Additional Street Light Sheets each $346.00 Delete
Landscaped and Irrigation Plans for City-Maintained
Areas each $1,518.00 $1,175.00
Priority WQMP LS $2,168.00 $3,154.00
Non-Priority WQMP (Fee includes 2 plan checks) LS $262.00 $1,299.00 Hydrology Study Drainage Areas up to 150 acres LS $3,156.00 $3,154.00 Hydrology Study Drainage Areas greater than 150 acres LS $4,370.00 $4,082.00 On-Site Sewer & Water – Per Sheet each $1,253.00 $1,175.00 Monumentation (refundable) - BASE DEPOSIT Base Deposit $3,273.00 $526.00 plus per lot $64.98 $139.00
Map Printing (as adopted by San Bernardino County –
per sheet) each $75.00 $75.00
WQMP Study Amendment LS NEW $1,113.00
Revision Checking Fee
per hour
($200 min) NEW $186.00
Hourly Services and/or Services not Otherwise Listed per hour NEW $186.00

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Resolution No. 2023-XXX - Page 5 of 5
Exhibit B
City of Rancho Cucamonga
Environmental Programs - User Fee Study
Fiscal Year 2024

Title
Fee
Unit/Type Current Recommended
Unlawful Bin Administration fee per instance $242.00 $494.00 Unlawful Bin Notice Posting fee per posting $147.00 $658.00 C&D Self-Haul Permit fee per permit $315.00 $823.00
Stormwater Regulatory Inspections for Commercial
Businesses (Ms4)
Low (1 time every 5 years) per instance NEW $288.00
Medium (2 times every other year within 5 years for
total of 2 inspections) per instance NEW $362.00
High (1 time annually) per instance NEW $452.00
Stormwater Regulatory Inspections for Industrial
Businesses (Ms4)
Low (1 time every 5 years) per instance NEW $288.00
Medium (2 times every other year within 5 years for
total of 2 inspections) per instance NEW $494.00
High (1 time annually) per instance NEW $576.00
Stormwater Regulatory Inspections for Construction
Projects
Low (Below 10 Acres) 1 time during rainy season per project NEW $411.00 Medium (between 10 and 50 Acres) 2 times during
rainy season per project NEW $535.00
High (50 Acres and Above) Inspect 1 time per
month during rainy season Oct-May 31st total 8
Inspections per project NEW $617.00
Construction & Demolition Diversion Administration
fee Less than 5,000 sq. ft. project per project $262.00 $905.00 Construction & Demolition Diversion Administration
fee 5,000 to 9,999 sq. ft. project per project $524.00 $1,028.00 Construction & Demolition Diversion Administration
fee 10,000 to 19,999 sq. ft. project per project $786.00 $1,193.00 Construction & Demolition Diversion Administration
fee 20,000 and greater sq. ft. project per project $1,048.00 $1,810.00 Construction & Demolition Diversion Deposit 1,000 to
9,999 sq. ft. project deposit $5,000.00 $5,000.00
Construction & Demolition Diversion Deposit 10,000
to 19,999 sq. ft. project deposit $10,000.00 $10,000.00 Construction & Demolition Diversion Deposit 20,000
and greater sq. ft. project deposit $15,000.00 $15,000.00 Residential & Commercial Solid Waste Self-Haul
Permit per permit $52.00 $165.00
Lien Demand Fee each $135.00 $135.00
Lien Release* each $75.00 $75.00

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Resolution No. 2023-XXX - Page 5 of 5
Title
Fee
Unit/Type Current Recommended
Lien Administration* each $75.00 $75.00
Water Quality Management Plan (WQMP)
WQMP Initial Inspection per project NEW $617.00
WQMP Post Development Monitoring bi-annually NEW $0.00
Hourly Services and/or Services not Otherwise
Listed per hour NEW $165.00

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DATE: April 17, 2024
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Matt Marquez, Planning and Economic Development Director Flavio Nunez, Management Analyst II
SUBJECT: Public Hearing to Approve the Draft 2024-2025 Action Plan for the Community Development Block Grant Program. (CITY)
RECOMMENDATION:

Staff recommends the City Council:

1. Conduct a public hearing and receive comments on the draft 2024-2025 Action Plan for the use of Community Development Block Grant (CDBG) funds.

2. Approve the 2024-2025 Action Plan and authorize the City Manager, or designee, to submit the Plan and any necessary amendments to the Plan to the United States Department of Housing and Urban Development (HUD).

3. Provide City Staff with a methodology to distribute funds should the City’s 2024-2025 CDBG annual allocation increase or decrease.

4. Authorize the City Manager, or designee, to negotiate, execute, and amend contracts with subrecipients or professional service providers as necessary to implement the CDBG projects identified in the 2024-2025 Action Plan.

5. Authorize the City Manager, or designee, to execute, amend, and submit to HUD all Plans and documents necessary to administer the 2024-2025 CDBG programs.

6. Authorize the appropriation of funds for the 2024-2025 CDBG program.

BACKGROUND:

The City of Rancho Cucamonga City Council adopted the 2020-2024 Consolidated Plan on April 15, 2020, which described the City’s housing and community development needs and strategies to address those needs over five years using HUD entitlement grant funds. The 2024-2025 Action Plan is the fifth of five annual plans implementing the 2020-2024 Consolidated Plan Strategic Plan Goals to invest annual allocations of CDBG funds from HUD.

As part of its responsibility in receiving these funds, the City must prepare and submit an annual Action Plan outlining the proposed uses of CDBG funds to address the priorities in the 2020-2024

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2 2
9 5
Consolidated Plan. To comply with HUD regulations, the 2024-2025 Action Plan must be submitted to HUD on or before May 15, 2024.

ANALYSIS:

As of the date of the preparation of the Draft Action Plan, HUD has not released the 2024-2025 CDBG annual allocations. For this reason, HUD has advised the City to prepare the draft Action Plan utilizing the current year annual allocation and include language detailing the methodology by which the City will reallocate funds should the 2024-2025 annual allocation increase or decrease. During the 2024-2025 program year, the City anticipates receiving approximately $1,034,584 of CDBG funds to be allocated to eligible activities. In addition, the City will allocate $369,278 in prior year unprogrammed CDBG funds for a total budget of $1,403,862. The program activities listed below will be implemented from July 1, 2024 to June 30, 2025.

Public Service Activities
Northtown Housing Development Corporation: Weekly Senior Meal/Activities Program $16,187
Northtown Housing Development Corporation: Weekly Kids Meal/Activities Program $15,000
Impact Southern California: Homeless Prevention/Rapid Rehousing Program $20,000 Foothill Family Shelter: Housing and Food Security Program $15,000 Assistance League of the Foothill Communities: Operation School Bell $15,000 Inland Valley Hope Partners: Food Security/Family Stabilization Program $15,000 City of Rancho Cucamonga: Bringing Healthy Home $17,000 City of Rancho Cucamonga: CASA Cooking Program $12,000
City of Rancho Cucamonga: Senior Health and Wellness and Arts Scholarship Program $15,000
City of Rancho Cucamonga: Graffiti Removal Program $15,000 Sub-Total: $155,187
Capital Activities
City of Rancho Cucamonga: Home Improvement Program $488,000 City of Rancho Cucamonga: Sidewalk Grinding Project $45,700 City of Rancho Cucamonga: Concrete Rehabilitation Project $250,000 City of Rancho Cucamonga: Pecan and Whittram Street Improvement Project $258,059 Sub-Total: $1,041,759
Program Administration Activities
CDBG Program Administration $186,916
Inland Fair Housing and Mediation Board: Fair Housing Services $20,000 Sub-Total: $206,916
TOTAL 2024-2025 CDBG PROGRAM $1,403,862
In the event that the City’s 2024-2025 annual allocation should change, a request of the City Council is being made to provide staff and the public with a methodology for which activity budgets

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2 2
9 5
will be adjusted. It is recommended that City Council adopt the following language for adjusting activity budgets for the CDBG program should the City’s 2024-2025 annual allocation change:
•Should the CDBG allocation be higher than $1,034,584:
oFair Housing Services will remain funded at $20,000 but the CDBG Administration budget will be increased to fully utilize the 20% cap for Administration activities, oAll Public Service activities will receive an equitable increase to fully utilize the 15% cap for Public Service Activities.
oThe balance of additional funds will be allocated to the City’s Pecan and Whittram Project.
oFunding levels for all outstanding activities will remain the same as proposed in the 2024-2025 Action Plan.
•Should the CDBG allocation be lower than $1,034,584:
oFair Housing Services will remain funded at $20,000 but the CDBG Administration budget will be reduced to be compliant with the 20% cap for Administration activities.
oAll Public Service Activities will receive an equitable reduction to be compliant with the 15% cap for Public Service activities.
oThe balance of funds will be deducted from the City’s Concrete Rehabilitation Project.
oFunding levels for all outstanding activities will remain the same as proposed in the 2024-2025 Action Plan.

FISCAL IMPACT:

There will be no negative impact to the General Fund as a result of the planned projects. As an entitlement grantee, the City is eligible to receive CDBG funds annually from HUD. The 2024- 2025 Action Plan allocates $1,034,584 (or as otherwise determined by HUD) in current year CDBG funds and $369,278 in prior year unprogrammed CDBG funds in furtherance of the City’s Consolidated Plan Strategic Plan Goals. The following appropriations are requested to allocate the CDBG funding:
• 1204000-4750/2050-0 (CDBG Fund-Grant Income-Federal) $1,403,862 COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

The acceptance of the funds and implementation of the programs will enhance the City’s premier community status by ensuring residents have access to a wide array of public services and decent affordable housing with suitable living conditions.

ATTACHMENTS:

Attachment 1 - Draft 2024-2025 Action Plan

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Draft
Annual Action Plan
FY 2024-2025
Public Review & Comment
April 17, 2024
Attachment 1

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City of Rancho Cucamonga i 2024 Annual Action Plan

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City of Rancho Cucamonga ii 2024 Annual Action Plan

Table of Contents

Executive Summary .............................................................................................................................. - 1 - AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ................................................................ - 1 - PR-05 Lead & Responsible Agencies – 91.200(b) .............................................................................. - 7 - AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ........................................................................... - 8 - AP-12 Participation – 91.105, 91.200(c) .......................................................................................... - 18 - Expected Resources ........................................................................................................................... - 32 - AP-15 Expected Resources – 91.220(c)(1,2)................................................................................... - 32 - Annual Goals and Objectives .............................................................................................................. - 36 - AP-20 Annual Goals and Objectives ................................................................................................ - 36 - AP-35 Projects – 91.220(d) ............................................................................................................. - 38 - AP-38 Project Summary .................................................................................................................. - 39 - AP-50 Geographic Distribution – 91.220(f) ...................................................................................... - 44 - Affordable Housing ............................................................................................................................. - 46 - AP-75 Barriers to Affordable Housing .............................................................................................. - 46 - AP-85 Other Actions – 91.220(k)..................................................................................................... - 49 - Program Specific Requirements .......................................................................................................... - 51 - AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ................................................................ - 51 -

Action Plan Tables
Table 1 – Strategic Plan Summary ......................................................................................................... - 4 - Table 2 – Responsible Agencies ............................................................................................................ - 7 - Table 3 - Agencies, groups, organizations who participated ................................................................ - 15 - Table 4 - Other local / regional / federal planning efforts ...................................................................... - 16 - Table 5 – Citizen Participation Outreach .............................................................................................. - 31 - Table 6 - Expected Resources – Priority Table ..................................................................................... - 32 - Table 7 – Goals Summary ................................................................................................................... - 36 - Table 8 - Project Information ............................................................................................................... - 38 - Table 9 - Geographic Distribution ........................................................................................................ - 44 -

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City of Rancho Cucamonga iii 2024 Annual Action Plan

Version History
No. Summary of Changes
1 Published Draft for Public Comment: 03/15/24 Sent to HUD for Approval: 05/15/24 Conducted Public Hearing: 04/17/24 Approved by HUD: TBD Original 2024-2025 Annual Action Plan.

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City of Rancho Cucamonga - 1 - 2024 Annual Action Plan

Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
On April 15, 2020, the Rancho Cucamonga City Council adopted the 2020 -2024 Consolidated Plan which described the City's housing and community development needs, strategies and activities to address those needs over a five-year period using entitlement grant funds provided by the U.S. Department of Housing and Urban Development (HUD). The 2024-2025 Action Plan is the fifth and final of five annual plans implementing the 2020-2024 Consolidated Plan Strategic Plan goals via the investment of annual allocations of Community Development Block Grant (CDBG) funds from HUD. The Action Plan identifies available resources, annual goals, projects, and activities for the period beginning July 1, 2024, and ending June 30, 2025.

The City receives CDBG funds from HUD on a formula basis each year, and in turn, awards grants and loans to non-profit, for-profit, or public organizations for programs and projects in furtherance of this Plan. The CDBG program provides a wide range of eligible activities for the benefit of low - and moderate -income Rancho Cucamonga residents, as discussed below.

In addition, the City is a member of the San Bernardino County HOME Consortium. The HOME Investment Partnerships Program (HOME) is an additional HUD formula grant that provides funding to support the acquisition, construction, and rehabilitation of affordable rental and homeownership housing. The County administers the program and oversees HOME activities and programs that occur in Rancho Cucamonga.

Community Development Block Grant (CDBG)
The Housing and Community Development Act of 1974 created the CDBG Program with three (3) primary objectives against which HUD evaluates the Consolidated Plan and the City 's performance. Those primary objectives are decent housing, suitable living environments, and expanded economic opportunities for low - and moderate-income persons. The CDBG regulations require that each activity meet one (1) of the following national objectives:
• Benefit low- and moderate-income persons; or
• Aid in the prevention or elimination of slums and blight; or • Meet other community development needs having a particular urgency (usually the result of a natural disaster).

Each year, the City certifies with the submission of its Annual Action Plan that it has given maximum feasible priority to activities which meet the first and second objectives above. Additionally, the City certifies that no less than 70 percent of the CDBG funds received, over a three -year certification period, will be designed to benefit low- and moderate-income persons.

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City of Rancho Cucamonga - 2 - 2024 Annual Action Plan

2024-2025 Program Year
As of the date of the preparation of this draft document, HUD has not yet released the 2024 -2025 CDBG annual allocation. For this reason, HUD has advised the City to prepare this draft document utilizing the current year annual allocation and include language detailing the methodology by which the City will reallocate funds should the 2024 -2025 annual allocation increase of decrease. During the 2024-2025 program year, the City anticipates it will receive approximately $1,034,584 of CDBG funds. The 2024-2025 Action Plan will allocate its current year CDBG allocation of $1,034,584 and $ 369,278 in prior year unprogrammed CDBG funds for a total budget of $1,403,862 to the following program activities to be implemented from July 1, 2024, through June 30, 2025.

If the City’s 202 4-2025 annual allocation should change , a request of the City Council is being made to provide staff and the public with a methodology for which activity budgets would be adjusted. It is recommended that City Council adopt the following language for adjusting activity budgets for the CDBG program should the City’s 2024-2025 annual allocation change:
• Should the CDBG allocation be higher than $1,034,584:
o Fair Housing services will remain funded at $20,000 but the CDBG Administration budget will be increased to fully utilize the 20% cap for Administration activities. o All Public Service activities will receive an equitable increase to fully utilize the 15% cap for Public Service activities.
o The balance of additional funds will be allocated to the City’s Pecan and Whittram Project. o Funding levels for all outstanding activities will remain the same as proposed in the 202 4- 2025 Action Plan.
• Should the CDBG allocation be lower than $1,034,584:
o Fair Housing services will remain funded at $20,000 but the CDBG Administration budget will be reduced to be compliant with the 20% cap for Administration activities. o All Public Service activities will receive an equitable reduction to be compliant with the 15% cap for Public Service activities.
o Balance of funds will be deducted from the City’s Concrete Rehabilitation Project. o Funding levels for all outstanding activities will remain the same as proposed in the 202 4- 2025 Action Plan.

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City of Rancho Cucamonga - 3 - 2024 Annual Action Plan
2024-2025 Public Service Activities
Northtown Housing Development Corporation: Weekly Senior Meal/Activities Program $16,187
Northtown Housing Development Corporation: Weekly Kids
Meal/Activities Program $15,000
Impact Southern California: Homeless Prevention/Rapid Rehousing Program $20,000
Foothill Family Shelter: Housing and Food Security Program $15,000 Assistance League of the Foothill Communities: Operation School Bell $15,000
Inland Valley Hope Partners: Food Security/Family Stabilization Program $15,000
City of Rancho Cucamonga: Bringing Healthy Home $17,000 City of Rancho Cucamonga: CASA Cooking Program $12,000
City of Rancho Cucamonga: Senior Health and Wellness and Arts Scholarship Program $15,000
City of Rancho Cucamonga: Graffiti Removal Program $15,000 Sub-Total: $155,187
2024-2025 Capital Activities
City of Rancho Cucamonga: Home Improvement Program $488,000 City of Rancho Cucamonga: Sidewalk Grinding Project $45,700 City of Rancho Cucamonga: Concrete Rehabilitation Project $250,000 City of Rancho Cucamonga: Pecan & Whittram Street Improvement Project $258,059
Sub-Total: $1,041,759
2024-2025 Program Administration Activities
CDBG Program Administration $186,916
Inland Fair Housing and Mediation Board: Fair Housing Services $20,000 Sub-Total: $206,916
TOTAL 2024-2025 CDBG PROGRAM $1,403,862

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City of Rancho Cucamonga - 4 - 2024 Annual Action Plan

2. Summarize the objectives and outcomes identified in the Plan HUD's Community Planning and Development (CPD) Outcome Performance Measurement Framework classifies objectives in three (3) categories: decent housing, a suitable living environment, and economic opportunity. In consideration of community input as well as the Needs Assessment and Market Analysis, the Strategic Plan identifies five (5) high priority needs to be addressed through the implementation of activities with four (4) Strategic Plan goals.

The high priority needs include:
• Preserve the supply of affordable housing
• Equal access to housing opportunities
• Public services for low- and moderate-income residents • Improve public facilities and infrastructure
• Address material and architectural barriers to accessibility for elderly persons and severely disabled adults
Consistent with HUD 's national goals for the CDBG program to provide decent housing opportunities, maintain a suitable living environment and expand economic opportunities for low - and moderate-income residents, the priority needs listed above will be addressed over the Five-Year Consolidated Plan cycle through the implementation of CDBG funded activities aligned with the following measurable goals included in the Strategic Plan section of this Plan:

Goal Name Category Need(s) Addressed Goal Outcome
Indicator
1 Fair Housing
Services
Affordable
Housing
Equal access to housing
opportunities 2,000 people
2 Public Services
Non-Housing
Community
Development
Public services for low-
and moderate-income
residents
5,000 people
3 Affordable
Housing
Preservation
Affordable
Housing
Preserve the supply of
affordable housing
100 owner housing
units
4 Public Facilities
and Infrastructure
Improvements
Non-Housing
Community
Development
Improve public facilities
and infrastructure
Address barriers to
accessibility
15 public facilities
25,000 people
Table 1 – Strategic Plan Summary

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City of Rancho Cucamonga - 5 - 2024 Annual Action Plan

3. Evaluation of past performance
The City is currently implementing the projects and activities included in the 202 3-2024 Action Plan. As of this writing, most projects and activities are underway.

During the 2022-2023 program year, the City and its partnering organizations were able to accomplish the following:
• Fair Housing Services: Inland Fair Housing and Mediation Board provided 427 unduplicated residents with fair housing and landlord-tenant mediation services. • Public Services: Six (6) non-profit organizations and multiple City Departments provided a range of services to Rancho Cucamonga seniors, survivors of domestic violence, and low - and moderate- income families including but not limited to providing meals to 685 elderly individuals, homeless prevention services to 288 people, domestic violence shelter and counseling services for 46 residents, access to food bank services for 275 residents, nutritional health services to 247 people, recreational activities to 78 residents, rental assistance for 24 residents, and skilled care for 32 Rancho Cucamonga homebound seniors.
• Affordable Housing Preservation: The City’s Home Improvement Program completed 22 housing rehabilitations for low- and moderate-income homeowners to address deficient housing conditions. • Public Facilities and Infrastructure Improvements: The City completed its annual Sidewalk Grinding Project which assisted 16,330 people. In addition, the City completed the construction of its 2021 - 2022 Concrete Rehabilitation Project which assisted a total of 15,555 residents. • COVID-19 Response: The City of Rancho Cucamonga invested its CDBG -CV funds into the Small Business Assistance and Microenterprise Assistance programs. The Business Relief programs were economic development activities that provided grants to micro - and small businesses advers ely impacted by the COVID-19 pandemic. The business relief programs were rolled out in May of 2021.

During the 2021-2022 program year, the City was able to assist 10 microenterprise businesses and 36 small businesses with financial assistance to pay for eligible expenses including but not limited to payroll, rent, utilities, and equipment.

4. Summary of Citizen Participation Process and consultation process The Consolidated Plan regulations at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to addr ess homelessness, Public Housing Authorities (PHA), business leaders, civic leaders and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low-income individuals and families, homeless individuals and families, youth and/or other persons with special needs. This qualitative input was combined with a quantitative analysis of demographic, housing and socioeconomic data to develop the strategic plan that reflects the housing, community and economic development needs and priorities for the City during the Five- Year Consolidated Plan cycle.

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City of Rancho Cucamonga - 6 - 2024 Annual Action Plan

In accordance with the City's Citizen Participation Plan, residents and stakeholders were able to participate in the development of the 2020 -2024 Consolidated Plan through surveys, community meetings and public hearings. Efforts were made to encourage participation by low - and moderate-income persons, particularly those living in areas where HUD funds are proposed to be used, and by residents of predominantly low- and moderate-income neighborhoods. Efforts were made to encourage the participation of minorit ies and non- English speaking persons, as well as persons with disabilities. The consultation process included representatives of the CoC, PHA, and other specified groups who completed surveys, provided local data, and assisted the City to ensure practical coordination of strategies to maximize impact and to avoid duplication of effort.

To satisfy the federal requirements at 24 CFR 91.105(e)(1)(ii), the City held two (2) public hearings to obtain residents' views on housing and community development needs, development of proposed activities, proposed strategies and actions for affirmatively furthering fair housing, and a review of program performance. The City convened the first public hearing on September 6, 2023, to receive comments regarding program performance. A draft of the 2022-2023 Consolidated Annual Performance and Evaluation Report (CAPER) was made available for public review and comment from August 21, 2023, to September 6, 2023. No public comments were received.

Subsequently, the City made the draft 2024-2025 Action Plan available for public review and comment from March 15, 2024, to April 17, 2024. Residents were invited to review the draft Action Plan and to attend the Public Hearing on April 17, 2024, or submit written comments concerning the housing and community development needs, proposed projects and activities in the Action Plan, as well as proposed strategies and actions for affirmatively furthering fair housing. No public comments were received.

During the development of the 2024-2025 Action Plan, the City solicited applications from various non-profit organizations and City Departments for the provision of fair housing services, public services, and community and economic development projects. Application s received by the January 19, 2024 , deadline were evaluated for eligibility and funding recommendations.

5. Summary of public comments
As required by HUD regulations, all comments received, and responses to said comments by the City are summarized in section AP -12 of this Action Plan. No comments were received during the April 17, 2024, public hearing.

6. Summary of comments or views not accepted and the reasons for not accepting them All comments and views received by the City in the development of the Action Plan were accepted and taken into consideration in the development of the Action Plan.

7. Summary
The 202 4-2025 Action Plan addresses each of the four (4) Strategic Plan Goals from the 2020 -2024 Consolidated Plan by allocating a total of $1,403,862 in CDBG funds towards eligible activities that are to be implemented from July 1, 2024, to June 30, 2025. Activities submitted for consideration in response to any solicitation of Notice of Funding Availability (NOFA) process must conform with one (1) of the four (4) Strategic Plan strategies and the associated action -oriented, measurable goals to be considered to receive CDBG funds.

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City of Rancho Cucamonga - 7 - 2024 Annual Action Plan

PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for the administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator Rancho Cucamonga Planning Department Table 2 – Responsible Agencies
Narrative
The City's Planning Department is the lead agency responsible for the administration of the CDBG program.

The City contracted with MDG Associates, Inc. to prepare the 2024-2025 Annual Action Plan.

In the development of the 2020-2024 Consolidated Plan, MDG Associates, Inc. developed and implemented a comprehensive citizen participation and consultation process and conducted a needs assessment and market analysis to identify levels of relative need regarding affordable housing, homelessness, special needs, and community development. This information was gathered through consultation with public officials and local agencies, public outreach and community meetings, review of demographic and economic data , and housing market analysis.

In the implementation of the 2024-2025 Annual Action Plan and each of the five (5) Annual Action Plans, the Planning Department shall be responsible for all grants planning, management, and monitoring duties necessary to comply with HUD regulations and City policy.

Consolidated Plan Public Contact Information
City of Rancho Cucamonga Planning Department
Flavio Nunez, Management Analyst II
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
(909) 774-4313

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City of Rancho Cucamonga - 8 - 2024 Annual Action Plan

AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City consulted with representatives from multiple agencies, groups, and organizations involved in the preservation of affordable housing and the provision of services to low - and moderate -income residents, including but not limited to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. To facilitate the consultation process, the City solicited feedback through the following methods:
• Survey of residents and stakeholders (web-based and paper-surveys) • Individual stakeholder consultations
• Community meetings
• Public hearings
• Receipt of written comments
To gather the greatest breadth and depth of information, the City consulted with a wide variety of agencies, groups and organizations concerning the housing, community and economic development needs of the community. Each of the agencies, groups or organiz ations invited to consult and participate in the planning process is represented in Table 3. The input received from these consultations helped establish and inform the objectives and goals described in the Strategic Plan.

Provide a concise summary of the jurisdiction 's activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of the CDBG programs. As a result, during the development of the Consolidated Plan, the City consulted with organizations that provide assisted housing, health services and other community-focused programs. Outreach efforts included surveys, invitations to community meetings, and follow-up in-person interviews where appropriate.

The City further recognizes the importance of continued coordination and alignment during the upcoming five-year planning period with these organizations and agencies. The City will reinforce these partnerships through the implementation of the Notice of Funding Availability (NOFA) process for CDBG funds each year and through technical assistance provided to subrecipients.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness San Bernardino County's homeless Continuum of Care (CoC) is comprised of a network of public, private, faith-based, for-profit, and non-profit service providers who utilize several federal, state and local resources to provide services for homeless people. The region 's municipalities, including the City, also provide

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City of Rancho Cucamonga - 9 - 2024 Annual Action Plan

resources for services that assist the homeless and those at risk of becoming homeless. The non -profit and faith-based community plays a key role in the current CoC system. Hundreds of agencies throughout the County provide programs ranging from feeding the homeless on the street to creating permanent supportive housing opportunities. These services are available to homeless families with children, and single men and women. The non-profit and faith-based community also serves special needs populations, such as victims of domestic violence, veterans, the disabled and youth.

The CoC guides the development of homeless strategies and the implementation of programs to end homelessness throughout the region. The City provided a detailed questionnaire to the CoC to identify the CoC's perceived needs in the county and its objectives to address the needs of different homeless persons populations, specifically chronically homeless families and individuals, families with children, veterans, unaccompanied youth and persons at risk of home lessness. Following the delivery and response to this questionnaire, the City followed up with the CoC to clarify existing needs and objectives and understand opportunities for collaboration and coordination during the five-year planning process.

To address the City's homeless population, the City utilizes CDBG funds to provide public and supportive services to prevent homelessness and/or aid those who are homeless or at risk of becoming homeless.

Homeless supportive and prevention services funded through the City's CDBG 2024-2025 program year include:
• Foothill Family Shelter – Provides homeless and low-income individuals and families with housing and food security.
• Impact Southern California – Provides case management, tenant rights counseling, and one-time payments for housing security deposits and/or rent for individuals experiencing homelessness or at risk of homelessness.
• Inland Valley Hope Partners – Provides homeless and low-income individuals and families with housing and food security.
• Inland Fair Housing and Mediation Board – Addresses fair housing mediation and landlord -tenant dispute resolution services, which helps prevent homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS
Although not a direct Emergency Solutions Grant (ESG) entitlement community, the City consulted with a number of housing, social services, governmental and other entities involved in housing and community development in the City. Through these consultation s, the City identified the holistic needs of the community, including those for extremely low -income households and homeless households individuals and how the City can continue to effectively coordinate with regional homeless service providers to best mee t the needs of these populations. The CoC was consulted directly in person, by telephone and email to discuss performance standards, outcomes, and policies and procedures for HMIS.

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City of Rancho Cucamonga - 10 - 2024 Annual Action Plan

Table 3 provides a listing of the entities consulted as part of this planning process.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities 1 Agency/Group/Organization

San Bernardino County Housing Authority
Agency/Group/Organization Type Public Housing Authority What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Public Housing
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted via personal call,
emails outreach, data validation and the web-based
survey.
2 Agency/Group/Organization

Inland Fair Housing and Mediation Board (IFHMB)
Agency/Group/Organization Type Service – Fair Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
3 Agency/Group/Organization San Bernardino County Department of Behavioral Health
Agency/Group/Organization Type Publicly funded institution / System of care What section of the Plan was addressed by
Consultation?
Public Health
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.

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City of Rancho Cucamonga - 11 - 2024 Annual Action Plan

4 Agency/Group/Organization YMCA
Agency/Group/Organization Type Services – Children
Services – Elderly Persons
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
5 Agency/Group/Organization House of Ruth
Agency/Group/Organization Type Services – Victims of Domestic Violence What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
6 Agency/Group/Organization Family Service Association
Agency/Group/Organization Type Services – Health
Services – Elderly Persons
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
7 Agency/Group/Organization Foothill Family Shelter
Agency/Group/Organization Type Services – Homeless
Services - Housing
What section of the Plan was addressed by
Consultation?
Homeless Needs – Families with Children
Homeless Needs – Chronically Homeless
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).

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City of Rancho Cucamonga - 12 - 2024 Annual Action Plan

8 Agency/Group/Organization Inland Valley Hope Partners (SOVA) Agency/Group/Organization Type Services – Children
Services - Homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs – Families with Children (at risk of
homelessness) Non-Housing Community
Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
9 Agency/Group/Organization Inland Regional Center
Agency/Group/Organization Type Services – Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
10 Agency/Group/Organization Foothill AIDS Project
Agency/Group/Organization Type Services – Persons with HIV/AIDS What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
11 Agency/Group/Organization San Bernardino County Homeless Partnership Agency/Group/Organization Type Services - Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs – Chronically Homeless
Homeless Needs – Families with Children
Homeless Needs – Veterans
Homeless Needs – Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was consulted by email outreach
and the web-based survey.

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City of Rancho Cucamonga - 13 - 2024 Annual Action Plan

12 Agency/Group/Organization Rancho Cucamonga Chamber of Commerce Agency/Group/Organization Type Business and Civic Leaders What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
13 Agency/Group/Organization Chaffey College
Agency/Group/Organization Type Services – Education
Services - Employment
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
14 Agency/Group/Organization Rancho Cucamonga City Manager's Office Agency/Group/Organization Type Services – Health
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
15 Agency/Group/Organization Rancho Cucamonga Unified School District Agency/Group/Organization Type Services – Children
Services – Education
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.

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City of Rancho Cucamonga - 14 - 2024 Annual Action Plan

16 Agency/Group/Organization Inland Empire Economic Partnership (IEEP) Agency/Group/Organization Type Services – Employment
Regional Organization
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
Economic Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
17 Agency/Group/Organization San Bernardino County Workforce Investment Board Agency/Group/Organization Type Services – Employment
What section of the Plan was addressed by
Consultation?
Economic Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
18 Agency/Group/Organization Inland Empire Regional Broadband Consortium Agency/Group/Organization Type Services – Narrowing the Digital Divide What section of the Plan was addressed by
Consultation?
Broadband Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.
19 Agency/Group/Organization FEMA
Agency/Group/Organization Type Agency – Managing Flood Prone Areas Agency – Emergency Management
What section of the Plan was addressed by
Consultation?
Hazard Mitigation
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach
and the web-based survey.

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City of Rancho Cucamonga - 15 - 2024 Annual Action Plan

20 Agency/Group/Organization Northtown Housing Development Agency/Group/Organization Type Services – Elderly Persons Services – Children
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?

The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
21 Agency/Group/Organization Heritage Farmer's Markets Agency/Group/Organization Type Services – Health
What section of the Plan was addressed by
Consultation?
Economic Development
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).
22 Agency/Group/Organization Impact Southern California Agency/Group/Organization Type Housing
Services – Housing
Services - Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs – Chronically Homeless
Homeless Needs – Families with Children
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was consulted by email outreach,
the web-based survey and the Notice of Funding
Availability (NOFA).

Table 3 - Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a list of agencies, organizations and other stakeholders that have expressed an interest in the City's CDBG programs and invited representatives from each entity to participate at multiple points in the planning process. All agencies were strongly encouraged to attend community meetings and participate in surveys.

Any agency or organization that was not consulted and would like to be included in the City 's list of stakeholders, the agency or organization may contact the Planning Department at (909) 477-2750.

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City of Rancho Cucamonga - 16 - 2024 Annual Action Plan

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care San Bernardino
County
Consultation with San Bernardino County indicates the
City's public service strategy in this Consolidated Plan is consistent with the CoC's strategies.

City of Rancho
Cucamonga 2021-
2029 Housing Element
City of Rancho
Cucamonga
Strategic Plan goals are consistent with Housing Element policies and goals with respect to affordable housing,
housing preservation and furthering fair housing choice.

San Bernardino County
HOME Consortium
San Bernardino
County
Coordination with the San Bernardino County Community
Development and Housing Department shows this
Consolidated Plan is consistent with the HOME
Consortium's strategies and goals.

Table 4 - Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) To enhance coordination among the CoC, public and assisted housing providers and private and governmental health, mental health and service agencies, the City invited each of these entities to provide input on the needs of the community in the development of this Consolidated Plan.

The Planning Department works with subrecipients of CDBG funds to ensure a coordinated effort among service agencies in the region to address the needs of the City’s residents, including but not limited to , chronically homeless individuals and families, families with children, veterans and their families, unaccompanied youth, and persons who were recently homeless but now living in permanent housing. To promote economic opportunities for low-income residents, the City coordinates with subrecipient social service agencies, businesses and housing developers to ensure that where there are job opportunities for low -income people in connection with HUD- assisted projects, information is disseminated through appropriate channels consistent with the objectives of Section 3 of the Housing and Community Development Act of 1968.

Narrative
Broadband

Throughout the City, residents have consistent and multiple options to access broadband, high -speed internet. For broadband download speeds of 25 megabytes per second (mbps), 100 percent of households are covered by at least three internet service provider s. For download speeds of at least 100 mbps, 30.2 percent of households are covered by three providers, 47.8 percent of households are covered by two providers and 22 percent of households are covered by one provider. According to broadbandnow, the average download speed in Rancho Cucamonga is 60.8 mbps, which is 100 percent faster than the average internet speed in California. The three primary internet service providers in Rancho Cucamonga are Spectrum, Frontier and UIA.

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City of Rancho Cucamonga - 17 - 2024 Annual Action Plan

Rancho Cucamonga complies with HUD’s Narrowing the Digital Divide Through Installation of Broadband Infrastructure in HUD-Funded New Construction and Substantial Rehabilitation of Multifamily Rental Housing (81 FR 92626) rule (effective January 19, 2017). Through this rule, all new HUD-funded multi-family construction or substantial rehabilitation has included broadband infrastructure including cables, fiber optics, wiring and wireless connectivity to ensure that each unit has the infrastructure to achieve at least 25 mbps download and 3 mbps upload speeds.

A number of broadband and internet service providers operate in the City. This helps with increased competition in pricing and types of services offered to low- and moderate-income neighborhoods.

Of those who participated in the community outreach survey, 92% indicated that they had access to broadband internet. 38 percent of the respondents indicated that they spend more than $75 per month for service, while 16 percent spent less than $50 per mont h. There were some respondents who believed that the City should allow more internet service providers in the area to reduce the costs. Even though only eight percent of the respondents did not have internet service, the cost for this service could be cost prohibitive on fixed incomes. The public library, senior center and the City’s community centers have computers and internet access for the public who could not otherwise afford the service.

Resilience

The City consulted with a number of local and regional agencies and companies in the preparation of it s Local Hazard Mitigation Plan (LHMP). Some of these agencies and companies included but were not limited to: Rancho Cucamonga Fire Protection District, DoIT – GIS, San Bernardino County Sheriff’s Department, Fehr & Peers, Alta Loma School District, Cal Fir e, Chaffey College, California Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) . The purpose of the LHMP is to focus on optimizing the mitigation phase of harm caused by a disaster. Mitigation involves making a community more resilient so that when hazard events do occur, the community suffers less damage and can recover more quickly and effectively. It differs from preparedness, which involves advanced planning for how best to respond when a disaster occurs or is imminent. The following new key goals were identified through consultation to increase resiliency:

• Protect against threats from natural hazards to life, injury, and property damage for Rancho Cucamonga residents and visitors.
• Increase public awareness of potential hazard events. • Preserve critical services and functions by protecting key facilities and infrastructure. • Protect natural systems from current and future hazard conditions. • Coordinate mitigation activities among City departments, neighboring jurisdictions, and with federal agencies; and
• Prepare for long-term climate change.

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City of Rancho Cucamonga - 18 - 2024 Annual Action Plan

AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation The City established and followed a process for the development of the five-year Consolidated Plan that included broad participation from the community. These activities were coordinated and implemented by the Planning Department.

To assist in the identification of priority needs in the City, a survey was prepared and distributed to residents of the City to solicit resident input in the prioritization of needs related to community services, community facilities, infrastructure, neighborhood services, special needs services, businesses and jobs, and housing.

The surveys were available online and were also made available at various public facilities.

Two (2) community meetings to discuss the housing and community development needs in the community were held on September 19, 2019, and October 19, 2019. At each step in the process, the City was careful to ensure that low - and moderate-income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacte d by the programs and activities supported by the Consolidated Plan programs had the opportunity to be actively involved.

Two (2) public hearings were held at different stages in the development of the Consolidated Plan. The first public hearing before the City Council on September 18, 2019 , focused on the Citizen Participation Plan.

The second public hearing was held on April 15, 2020, before the City Council to receive comments on the draft 2020-2024 Consolidated Plan, 2020-2021 Annual Action Plan, and 2020-2024 Analysis of Impediments to Fair Housing Choice.

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City of Rancho Cucamonga - 19 - 2024 Annual Action Plan

Citizen Participation Outreach
Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 News-
paper Ad
Non-targeted/
broad community
Newspaper ad published on August
16, 2019, in the Inland Valley Daily
Bulletin announcing the availability of
the draft Citizen Participation Plan for
a 30-day public review and comment
period to include a public hearing
before the Rancho Cucamonga City
Council on September 18, 2019.

No comments were
received.

Not applicable. Not
applicable.
2 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
A public hearing was held before the
Rancho Cucamonga City Council on
September 18, 2019, to receive
input on the draft Citizen
Participation Plan. This meeting took
place prior to the publication of the
draft 2020-2024 Consolidated Plan
for public review and comment.

No comments were
received.

No comments
were received.

Not
applicable.

Page 278 ends

City of Rancho Cucamonga - 20 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
3 Flyers Non-targeted/broad
community
The 2020-2024 Consolidated Plan
flyer was disseminated in paper and
electronic formats, in both English
and Spanish, announcing two
Community Meetings to receive input
on the preparation of the City's 2020-
2024 Consolidated Plan and the
2020-2021 Action Plan.

No comments were
received.

No comments
were received.

Not
applicable.
4 Public
Meeting
Minorities
Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Publicly noticed Community Meeting
on September 19, 2019, at 6:00 p.m.
at Central Park – 11200 Base Line
Road.

Residents in attendance
received a presentation on
the Consolidated Plan and
discussed housing and
community development
needs with Planning
Department Staff.

All comments
were
accepted.

Not
applicable.

Page 279 ends

City of Rancho Cucamonga - 21 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
5 Public
Meeting
Minorities
Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing

Publicly-noticed Community Meeting
on October 19, 2019, at 10:00 a.m.
at the RC Family Resource Center –
9791 Arrow Route.

Residents in attendance
received a presentation on
the Consolidated Plan and
discussed housing and
community development
needs with Planning
Department Staff.

All comments
were
accepted.

Not
applicable.

Page 280 ends

City of Rancho Cucamonga - 22 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
6 Internet
Outreach
Non-targeted/broad
community
The 2020-2024 Consolidated Plan
Survey was available online and in
paper format at various City facilities
from September 17, 2019, to
November 26, 2019. The City
advised residents and stakeholders
of the availability of the survey via
email to stakeholders, posting on the
City website, Facebook, Nextdoor,
announcements at City Council
meetings, and during the Community
Meetings.

The purpose of the survey
was to allow all residents
and stakeholders the
opportunity to provide
their assessment of the
level of need in Rancho
Cucamonga for a variety
of housing, community
and economic
development activities.

In total, 470 residents and
stakeholders completed
the survey.

All survey
responses
were
accepted.

Not
applicable.
7 Newspaper
Ad
Non-targeted/broad
community
Newspaper ad published on March
12, 2020, in the Inland Valley Daily
Bulletin announcing the availability of
the draft 2020-2024 Consolidated
Plan, draft 2020-2021 Annual Action
Plan, and draft 2020-2024 Analysis
of Impediments to Fair Housing for a
30-day public review and comment
period to include a public hearing
before the Rancho Cucamonga City
Council on April 15, 2020.

No comments were
received.

No comments
were received.

Not
applicable.

Page 281 ends

City of Rancho Cucamonga - 23 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
8 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on April 15,
2020, to receive comments on the
draft 2020-2024 Analysis of
Impediments to Fair Housing, 2020-
2024 Consolidated Plan and draft
2020-2021 Annual Action Plan prior
to adoption and submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable.
9 Newspaper
Ad
Non-targeted/broad
community
Notice of the 15-day public review
and comment period for the draft
2019-2020 Consolidated Annual
Performance and Evaluation Report
(CAPER). The public notice invited
interested residents to review the
draft documents. Residents were
also invited to a public hearing to
provide oral comments before the
Rancho Cucamonga City Council on
December 16, 2020.

No comments were
received.

No comments
were received.

Not
applicable.

Page 282 ends

City of Rancho Cucamonga - 24 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
10 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on
December 16, 2020, at 7:00 p.m. to
receive comments on the draft 2019-
2020 Consolidated Annual
Performance and Evaluation Report
(CAPER) prior to adoption and
submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
11 Newspaper
Ad
Non-targeted/broad
community
Notice of the 30-day public review
and comment period for the draft
2021-2022 Action Plan. The public
notice invited interested residents to
review the draft documents.

Residents were also invited to a
public hearing to provide oral
comments before the Rancho
Cucamonga City Council on May 5,
2021.

No comments were
received.

No comments
were received.

Not
applicable.

Page 283 ends

City of Rancho Cucamonga - 25 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
12 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on May 5,
2021, at 7:00 p.m. to receive
comments on the draft 2021-2022
Annual Action Plan prior to adoption
and submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
13 Newspaper
Ad
Non-targeted/broad
community
Notice of the 15-day public review
and comment period for the draft
2020-2021 Consolidated Annual
Performance and Evaluation Report
(CAPER). The public notice invited
interested residents to review the
draft documents. Residents were
also invited to a public hearing to
provide oral comments before the
Rancho Cucamonga City Council on
September 15, 2021.

No comments were
received.

No comments
were received.

Not
applicable.

Page 284 ends

City of Rancho Cucamonga - 26 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
14 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on
September 15, 2021, at 7:00 p.m. to
receive comments on the draft 2020-
2021 Consolidated Annual
Performance and Evaluation Report
(CAPER) prior to adoption and
submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
15 Newspaper
Ad
Non-targeted/broad
community
Notice of the 30-day public review
and comment period for the draft
2022-2023 Action Plan. The public
notice invited interested residents to
review the draft documents.

Residents were also invited to a
public hearing to provide oral
comments before the Rancho
Cucamonga City Council on April 20,
2022.

No comments were
received.

No comments
were received.

Not
applicable.

Page 285 ends

City of Rancho Cucamonga - 27 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
16 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on April 20,
2022, at 7:00 p.m. to receive
comments on the draft 2022-2023
Annual Action Plan prior to adoption
and submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
17 Newspaper
Ad
Non-targeted/broad
community
Notice of the 15-day public review
and comment period for the draft
2021-2022 Consolidated Annual
Performance and Evaluation Report
(CAPER). The public notice invited
interested residents to review the
draft documents. Residents were
also invited to a public hearing to
provide oral comments before the
Rancho Cucamonga City Council on
September 21, 2022.

No comments were
received.

No comments
were received.

Not
applicable.

Page 286 ends

City of Rancho Cucamonga - 28 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
18 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on
September 21, 2022, at 7:00 p.m. to
receive comments on the draft 2021-
2022 Consolidated Annual
Performance and Evaluation Report
(CAPER) prior to adoption and
submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
19 Newspaper
Ad
Non-targeted/broad
community
Notice of the 30-day public review
and comment period for the draft
2023-2024 Action Plan. The public
notice invited interested residents to
review the draft documents.

Residents were also invited to a
public hearing to provide oral
comments before the Rancho
Cucamonga City Council on April 19,
2023.

No comments were
received.

No comments
were received.

Not
applicable.

Page 287 ends

City of Rancho Cucamonga - 29 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
20 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on April 19,
2023, at 7:00 p.m. to receive
comments on the draft 2023-2024
Annual Action Plan prior to adoption
and submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
21 Newspaper
Ad
Non-targeted/broad
community
Notice of the 15-day public review
and comment period for the draft
2022-2023 Consolidated Annual
Performance and Evaluation Report
(CAPER). The public notice invited
interested residents to review the
draft documents. Residents were
also invited to a public hearing to
provide oral comments before the
Rancho Cucamonga City Council on
September 6, 2023.

No comments were
received.

No comments
were received.

Not
applicable.

Page 288 ends

City of Rancho Cucamonga - 30 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
22 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on
September 6, 2023, at 7:00 p.m. to
receive comments on the draft 2022-
2023 Consolidated Annual
Performance and Evaluation Report
(CAPER) prior to adoption and
submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
23 Newspaper
Ad
Non-targeted/broad
community
Notice of the 30-day public review
and comment period for the draft
2024-2025 Action Plan. The public
notice invited interested residents to
review the draft documents.

Residents were also invited to a
public hearing to provide oral
comments before the Rancho
Cucamonga City Council on April 17,
2024.

No comments were
received.

No comments
were received.

Not
applicable.

Page 289 ends

City of Rancho Cucamonga - 31 - 2024 Annual Action Plan

Sort
Order
Mode of
Outreach Target of Outreach Summary of
Response/attendance
Summary of Comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
24 Public
Hearing
Minorities

Non-English
Speaking - Specify
other language:

Spanish

Persons with
disabilities

Non-targeted/broad
community

Residents of Public
and Assisted
Housing
Public hearing before the Rancho
Cucamonga City Council on April 17,
2024, at 7:00 p.m. to receive
comments on the draft 2024-2025
Annual Action Plan prior to adoption
and submission to HUD.

No comments were
received.

No comments
were received.

Not
applicable
Table 5 – Citizen Participation Outreach

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City of Rancho Cucamonga - 32 - 2024 Annual Action Plan

Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The projects and activities included in the 202 4-2025 Action Plan are based on resources that are anticipated to be available to the City from federal, state, local and private sources from July 1, 2024, through June 30, 2025. The actual resources available to support activities during the implementation of the remainder of the 2020 -2024 Consolidated Plan may vary significantly due to factors outside of the City 's control. For example, HUD formula grant allocations are subject to change each year based on several factors such as the amount of the national appropriation, changes in ACS population data applied to the CPD grant formulas, statutory changes to the CPD grant formulas, the addition or removal of entitlements receiving a particular CPD grant and the availability of reallocated funds. Additionally, state, local and private resources will vary significantly depending on the economic conditions.

For the 202 4-2025 Program Year, the City has been informed by HUD that it will receive $1,034,584 in CDBG funds (amount is an approximation as HUD has not yet released the City’s 2024 -2025 Annual Allocation). In addition, the City will be reallocating $ 369,278 in prior year uncommitted CDBG funds during the 2024-2025 program year.

Anticipated Resources
Program Source
of Funds Uses of Funds
Expected Amount Available Year 5 Expected
Amount
Available
Remainder of
ConPlan
$
Narrative Description Annual
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic Development
Housing
Public Improvements
Public Services
$1,034,584 $0 $369,278 $1,403,862 $0
The One-Year 2024-2025
Action Plan is the fifth and final
year of the City’s Five-Year
2020-2024 Consolidated Plan
cycle. For this reason, the City
does not expect an amount to
be available for the remainder
of the Five-Year 2020-2024
Consolidated Plan Cycle.

Table 6 - Expected Resources – Priority Table

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City of Rancho Cucamonga - 33 - 2024 Annual Action Plan

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied As a City with substantial housing and community development needs, Rancho Cucamonga needs to leverage its CDBG entitlement grants with a variety of funding resources to maximize the effectiveness of available funds. The City 's former Redevelopment Agency was the City 's primary non -federal source of leveraged funds. With the elimination of the City's Redevelopment Agency, the City's ability to leverage federal funds has been substantially reduced.

Since the initial planning and programming of these resources, the Planning Department has worked closely with other City departments as well as County, State, and Federal partners to identify other available resources authorized through the CARES Act, the Small Business Administration (SBA), and Federal Emergency Management Agen cy (FEMA) that may be leveraged to maximize the impact of the CDBG program.

Federal Resources
• Continuum of Care (CoC) Program
• HUD Veterans Affairs supportive Housing (HUD-VASH)
• Supportive Housing for the Elderly (Section 202)
• Supportive Housing for Persons with Disabilities (Section 811) • Housing Opportunities for Persons with AIDS (HOPWA)
• Youthbuild
• Federal Low-Income Housing Tax Credit Program
• Department of Transportation Grants
• Department of Energy Grants
• Federal Highway Administration
• Emergency Solutions Grant
• HOME Investment Partnerships
• CARES Act
• Project Homekey
State Resources
• State Low-Income Housing Tax Credit Program
• Building Equity and Growth in Neighborhoods Program (BEGIN) • CalHome Program
• Multifamily Housing Program (MHP)
• Housing Related Parks Grant
• CalHFA Single and Multi-Family Program
• Mental Health Service Act (MHSA) Funding
• Prop 47 – Board of State & Community Corrections
• Justice Assistance Grant (JAG) Program
• Homeless Emergency Aid Program (HEAP)
• Project Roomkey

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City of Rancho Cucamonga - 34 - 2024 Annual Action Plan

Local Resources
• San Bernardino County Homeless Partnership (SBCHP)
• Housing Authority of the County of San Bernardino (HACSB) • Southern California Home Financing Authority (SCHFA) Funding • San Bernardino County Continuum of Care Program
• General Fund
Private Resources
• Federal Home Loan Bank Affordable Housing Program (AHP) • Community Reinvestment Act Programs
• United Way Funding
• Private Contributions
Matching Requirements
The City does not receive HOME or ESG funds as part of its entitlement allocation. The amount of matching, is therefore, not applicable for the 2024-2025 Action Plan.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
In December 2011, the California Supreme Court upheld Assembly Bill 1X 26, which barred Redevelopment Agencies from engaging in new business and provided for their windup and dissolution. The elimination of the Redevelopment Agencies has resulted in the loss of a crucial resource for the development and preservation of affordable housing. This was the most significant public policy change impacting affordable housing and residential investment. While there are mechanisms whereby certain affordable housing assets are tied to the former Redevelopment Agencies (Successor Agencies) that may be utilized today, these resources are finite and scarce.

As of the execution of this document, there is currently no publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. As such, any land or property necessary to address the needs in the Consolidated Plan would need to be acquired using HUD grant funds or other resources.

Discussion
During July 2024 through June 2025, the City will rely on other public and private funding, including but not limited to:
• Low-Income Housing Tax Credits
• Project-based Section 8 certificates
• Project financing at favorable interest rates from local lenders

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City of Rancho Cucamonga - 35 - 2024 Annual Action Plan

• Private market real estate investments
• Market rate housing that subsidizes affordable units on the same development site to enhance the availability, affordability and sustainability of affordable housing.

Along with leveraged dollars, the City expects to spend approximately $1,196,946 of CDBG funds during the 2024-2025 program year on public service, housing preservation and public facility and infrastructure improvement activities that promote a suitable living environment and decent housing.

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City of Rancho Cucamonga - 36 - 2024 Annual Action Plan

Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Fair Housing
Services (subject to
20% Admin Cap)
2024 2025 Affordable
Housing Citywide Ensure Equal Access to
Housing Opportunities $20,000 Other: 192 Persons Assisted 2 Public Services 2024 2025
Non-Housing
Community
Development
Citywide/ CDBG
Eligible Areas
Provide Public Services
for Low- and Moderate-
Income Residents
$155,187
Public Service Activities other
than Low/Mod Income
Housing Benefit: 1,745
Persons Assisted

Homeless Person Overnight
Shelter: 180 Persons
Assisted

Homelessness Prevention:
20 Persons Assisted
3 Affordable Housing
Preservation 2024 2025 Affordable
Housing Citywide Preserve the Supply of
Affordable Housing $488,000
Homeowner Housing
Rehabilitated: 20 Household
Housing Units
4 Public Facilities and
Infrastructure
Improvements
2024 2025
Non-Housing
Community
Development
Citywide/CDBG
Eligible
Areas/Slum-
Blight
Improve Public Facilities
and Infrastructure

Address Material
Barriers to Accessibility
$553,759
Public Facility or
Infrastructure Activity other
than Low/Mod Income
Housing Benefit: 3,000
Persons Assisted
5 Program Planning
and Administration 2024 2025 Other Citywide All $186,916 Other: 1 Table 7 – Goals Summary

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City of Rancho Cucamonga - 37 - 2024 Annual Action Plan

Goal Descriptions
1 Goal Name Fair Housing Services
Goal
Description
Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services. 2 Goal Name Public Services
Goal
Description
Provide public services for low - and moderate -income resident s including, but not limited to, those concerned with health, fitness, nutrition, education, transportation and recreation for children, youth and families living in Rancho Cucamonga. Additionally, services for special needs populations such as senior services, support for those experiencing homelessness or at risk of becoming homeless, as well as victims of domestic violence.
3 Goal Name Affordable Housing Preservation
Goal
Description
Preserve the quality of existing affordable housing stock occupied by low - and moderate-income households through housing rehabilitation activities. 4 Goal Name Public Facilities and Infrastructure Improvements Goal
Description
Improve City of Rancho Cucamonga public facilities and infrastructure to benefit low - and moderate-income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults as well as residents of low- and moderate -income housing. This strategy includes the improvement of sidewalks and wheelchair ramps to address materials barriers to accessibility. 5 Goal Name Program Planning and Administration
Goal
Description
CDBG program planning and administration.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):

The City’s Home Improvement Program is anticipated to provide for the rehabilitation of 20 existing units owned by extremely low-income (3), low-income (9) and moderate-income (8) families.

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City of Rancho Cucamonga - 38 - 2024 Annual Action Plan

AP-35 Projects – 91.220(d)
Introduction
To address the high priority needs identified in the Strategic Plan to the 2020 -2024 Consolidated Plan, the City will invest CDBG funds in projects that provide fair housing services, provide public services to low- and moderate-income residents, preserve affordable housing and improve the City 's public facilities and infrastructure. Together, these projects will address the housing, community and economic development needs of Rancho Cucamonga residents -particularly those residents residing in the low - and moderate- income areas.

Projects
# Project Name
1 Fair Housing Services
2 Public Services
3 Affordable Housing Preservation
4 Public Facilities and Infrastructure Improvements
5 CDBG Administration
Table 8 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Based on the Strategic Plan, the City is allocating 77 percent of its CDBG funds (excluding CDBG administration) for program year 2024-2025 projects and activities that benefit low - and moderate-income people. Due to the nature of the projects and activities to be undertaken, investments in projects concerning public services may be limited to the CDBG low - and moderate -income areas while other projects and activities benefit low- and moderate-income limited clientele and are available citywide. The City’s Pecan & Whittram Street Improvement Project will address the Slum/Blight Area national objective not subject to the low/mod benefit requirement of the CDBG program.

The primary obstacles to meeting the underserved needs of low - and moderate-income people include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low - income people and the lack of availability of home improvement financing in the private lending industry. To address these obstacles, the City is investing CDBG funds through the 2024-2025 Action Plan in projects that provide financial assistance to low- and moderate-income homeowners for home improvements, provide public services to low- and moderate-income residents, and improve public facilities and infrastructure.

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City of Rancho Cucamonga - 39 - 2024 Annual Action Plan

AP-38 Project Summary
Project Summary Information
1 Project Name
Fair Housing Services
Target Area
Citywide
Goals Supported
Fair Housing Services
Needs Addressed
Ensure equal access to housing opportunities
Funding
CDBG: $20,000
Description Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination, and landlord-tenant mediation services.

Target Date
6/30/2025
Estimate the
number and type of
families that will
benefit from the
proposed activities

192 persons assisted
Location
Description

Citywide
Planned Activities Inland Fair Housing and Mediation Board: Fair Housing Services (192 persons assisted) - $20,000

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City of Rancho Cucamonga - 40 - 2024 Annual Action Plan

2 Project Name Public Services
Target Area Citywide/CDBG Eligible Areas
Goals Supported Public Services
Needs Addressed Provide public services for low- and moderate-income residents Funding CDBG: $155,187
Description Provide public services for low- and moderate-income residents including senior citizens, families and youth including but not limited to those concerned with food, essential services, transportation, health and domestic violence services.

Target Date 6/30/2025
Estimate the
number and type of
families that will
benefit from the
proposed activities
1,945 persons assisted
Location
Description Citywide/
Planned Activities Foothill Family Shelter: Housing and Food Security Program (180 persons assisted) - $15,000
Assistance League of the Foothill Communities: Operation School Bell (120 persons assisted) - $15,000
Inland Valley Hope Partners: Food Security/Family Stabilization Program (100 persons assisted) - $15,000
Impact Southern California: Homeless Prevention/Rapid Rehousing Program (20 persons assisted) - $20,000
Northtown Housing Development Corporation: Weekly Senior Meal/Activities Program (142 persons assisted) - $16,187
Northtown Housing Development Corporation: Weekly Kids Meal/Activities Program (33 persons assisted) - $15,000
CMO: Bringing Healthy Home (200 persons assisted) - $17,000 CMO: CASA Cooking Program (45 persons assisted) - $12,000 CSD: Senior Health and Wellness and Arts Scholarship Program (105 persons assisted) - $15,000
PW: Graffiti Removal Program (1,000 persons assisted) – $15,000

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City of Rancho Cucamonga - 41 - 2024 Annual Action Plan

3 Project Name
Affordable Housing Preservation
Target Area
Citywide
Goals Supported
Affordable Housing Preservation
Needs Addressed
Preserve the supply of affordable housing
Funding
CDBG: $488,000
Description The City has an existing Home Improvement Program geared towards the preservation of the quality of existing affordable housing stock occupied by low- and moderate-income households.

Target Date
6/30/2025
Estimate the
number and type of
families that will
benefit from the
proposed activities

20 household housing units
Location
Description

Citywide
Planned Activities Home Improvement Program (20 household housing units) - $488,000

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City of Rancho Cucamonga - 42 - 2024 Annual Action Plan

4 Project Name
Public Facilities and Infrastructure Improvements
Target Area
Citywide/CDBG Eligible Areas/Slum-Blight
Goals Supported
Public Facilities and Infrastructure Improvements
Needs Addressed Improve public facilities and infrastructure; Address material barriers to accessibility.

Funding
CDBG: $553,759
Description Improve City of Rancho Cucamonga public facilities and infrastructure to benefit low- and moderate-income people or those presumed under HUD regulations to be low- and moderate-income such as elderly people and disabled adults as well as residents of low - and moderate-income housing. This strate gy includes the improvement of sidewalks and wheelchair ramps to address material barriers to accessibility.

Target Date
6/30/2025
Estimate the
number and type of
families that will
benefit from the
proposed activities

3,000 persons assisted
Location
Description

Citywide/CDBG Eligible Areas/Slum-Blight
Planned Activities PW: Sidewalk Grinding and Wheelchair Ramps Project (1,000 persons assisted) - $45,700

PW: Pecan & Whittram Street Improvement Project (1,000 persons assisted) - $258,059

PW: Concrete Rehabilitation Project (1,000 persons assisted) - $250,000

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City of Rancho Cucamonga - 43 - 2024 Annual Action Plan

5 Project Name
Program Planning and Administration
Target Area
Citywide
Goals Supported
All
Needs Addressed
All
Funding
CDBG: $186,916
Description Overall administration of the CDBG program which includes preparation and submission of the Annual Action Plan and the CAPER, IDIS data entry, provision of technical assistance, monitoring of all projects, and overall fiscal management.

Target Date
6/30/2025
Estimate the
number and type of
families that will
benefit from the
proposed activities

Other - 1
Location
Description

Citywide
Planned Activities City of Rancho Cucamonga: CDBG Program Administration - $186,916 (Other-1)

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City of Rancho Cucamonga - 44 - 2024 Annual Action Plan

AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed
During the 202 4-2025 program year, assistance will be primarily directed to activities that serve low - and moderate-income residents citywide. During the program year, three (3) public service activities in the Action Plan rely on the established low - and moderate-income area. Those are the CDBG-eligible portions of the Graffiti Removal Program, the Bringing Healthy Home Program as well as the CASA Cooking Program.

The low- and moderate-income census tract/block groups are shown on the map included in Figure 26 of Section SP-10 of the Consolidated Plan and Appendix B of this Action Plan. According to data from the 2011- 2015 American Community Survey (ACS) provided in HUD's eCon Planning Suite, the City is considered an "exception grantee " with an exception percentage of 37.13 . This percentage represents the minimum percentage of low - and moderate-income persons that must reside in the service area of an area benefit activity for the activity to be assisted with CDBG funds.

The City’s Pecan & Whittram Street Improvement Project will address the Slum/Blight Area national objective of the CDBG program. This Slum/Blight Area has been designated in the Southeast region of the City’s limits.

Geographic Distribution
Target Area Percentage of Funds
Citywide 73%
CDBG Eligible Areas 4%
Slum/Blight 23%
Table 9 - Geographic Distribution
Rationale for the priorities for allocating investments geographically For the 202 4-2025 program year, the City will invest $1,145,803 of CDBG funds that will benefit low - and moderate-income people throughout the City. Of this amount, $44,000, or 4 percent, of all resources will be invested in public service activities that exclusively benefit residents of the L/M Income Census Tract/Block Groups. Due to the nature of the projects and activities to be undertaken , investments in projects and activities such as CASA, Graffiti Removal and the Bringing Healthy Homes Program are generally limited to the eligible low - and moderate -income areas, while other projects and activities that benefit low - and moderate-income limited clientele are available citywide. In addition, the City will allocate $258,059, or 23%, to the City’s Pecan & Whittram Street Improvement Project which will address the Slum /Blight national objective of the CDBG program.

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City of Rancho Cucamonga - 45 - 2024 Annual Action Plan

Discussion
The City is allocating 77 percent of its non-administrative CDBG funds for the program year 2024-2025 to projects and activities that benefit low - and moderate -income people throughout the City of Rancho Cucamonga.

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City of Rancho Cucamonga - 46 - 2024 Annual Action Plan

Affordable Housing
AP-75 Barriers to Affordable Housing
Introduction
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection , cost of land and availability of monetary resources. Barriers to affordable housing are distinguished from impediments to fair housing choice in the sense that barriers are lawful and impediments to fair housing choice are usually unlawful.

Based on information gathered during community meetings, the Consolidated Plan Survey, the 2021-2029 Housing Element and market analysis, the primary barriers to affordable housing in Rancho Cucamonga are housing affordability and the lack of monetary resources necessary to develop and sustain affordable housing. The two barriers are related in the sense that demand for affordable housing exceeds the supply and insufficient resources are available to increase the supply of affordable housing to meet demand.

To address housing affordability and the lack of monetary resources for affordable housing, the 2024 -2025 Action Plan will invest $488,000 for the rehabilitation of 20 owner-occupied single-family household housing units.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment In the development of the 2021-2029 Housing Element, the City evaluated significant public policies affecting affordable housing development such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges and growth limitations. Based on this evaluation, the City determined that it has taken all necessary steps to ameliorate the negative effects of public policies that may have been a barrier to affordable housing. Moreover, the City is actively engaged with affor dable housing developers concerning the siting of affordable housing and ensuring that the entitlement process runs smoothly from inception to completion. Action plans identified in the City’s 2021-2029 Housing Element include but are not limited to:
• Continue to promote the conservation of mobile home parks through implementation of the Mobile Home Accord (Program HE -7) that serves as a rent stabilization agreement between the City and mobile home park owners, implementation of the Mobile Home Rental A ssistance (Program HE -8) that provides a monthly rental subsidy to low-income mobile home households, and through the enforcement of Title 24 as it applies to mobile homes to ensure mobile homes meet applicable building code requirements.

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City of Rancho Cucamonga - 47 - 2024 Annual Action Plan

• Develop a procedure to monitor the development of vacant and nonvacant sites in the sites inventory and ensure that adequate sites are available to meet the remaining Regional Housing Needs Allocation (RHNA) by income category throughout the 6th cycle planning period. • Explore a system that establishes target densities by land use district and an in -lieu fee system that requires developers to pay a fee if the proposed projects fall below the targeted densities. • Develop incentives and tools to facilitate ADU construction that may include:
o Fee waivers or reductions beyond State requirement;
o Pre-approved site/floor plans;
o Website information on resources and technical assistance; and o Guidance handbook for property owners looking to construct an ADU. • Provide fee underwriting, fee deferral, public improvements, and/or permit fast -tracking for housing affordable to lower income households, prioritizing projects that include units affordable to extremely low-income households.
• Continue to evaluate and improve the permit processing procedures to facilitate residential development.
• Continue to study the feasibility of an inclusionary housing ordinance. • Update the Development Code to address the provision of special needs housing specifically for Low Barrier Navigation Centers (AB 101), Emergency and Transitional Housing (AB 139), Supportive Housing (AB 2162), Large Residential Care Facilities, and Definition of Family. • Update the Development Code to incorporate the new density bonus provisions which will allow for approval of development incentives such as reduction in certain development standards such as reduced setbacks, reduced public/private open space, increased maximum lot coverage and increased building height.

Key improvements and bonuses included to help increase the development of affordable housing include but are not limited to:
• Accessory dwelling units (ADUs) can provide an important source of affordable housing for persons and families of low and moderate income. An ADU is defined as “an attached or detached residential dwelling unit which provides complete independent living facilities for one or more persons. It shall include permanent provisions for living, sleeping, eating, cooking and sanitat ion on the same parcel as a single -family or multi -family dwelling is situated”. The City adopted an updated accessory dwelling unit (ADU) ordinance in 2020 which complies with State requirements. Per the ordinance, ADUs are permitted by -right in any zone in which residential development is permitted and on any parcel with an existing or proposed single or multi-family residence. • A Housing Program has been added to update Development Code Chapter 17.46 to comply with the new State provisions related to affordable housing density bonuses. The City's Affordable Housing Incentives/Density Bonus Provisions assist in the development of affordable housing opportunities in accordance with Government Code § 65915 -65918. These provisions allow a density bonus and other regulatory concessions to provide incentives for "the production of housing for very low income, lower income, moderate income, and senior households" to "facilitate the development of affordable housing" within the City. The provisions function by allowing a reduction in development standards in

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City of Rancho Cucamonga - 48 - 2024 Annual Action Plan

exchange for the development of affordable housing units. Regulatory concessions act as incentives, which can include reduced building setbacks, reduced open space, increased lot coverage, increased maximum building height, reduced on -site parking standards, reduced minimum building separation requirements, or other site or construction conditions applicable to residential development.
• To increase transparency and certainty in the development application process as required by law, the City has a variety of tools available for developers. The City’s Community Development home page provides links to an online permit center, development fees, the development code, and other development information at https://www.cityofrc.us/community-development.

The following are the City’s goals to reduce government constraints and increase the efficiency in processing for improving and developing housing as defined in the 2021-2029 Housing Element:
• Development Review Process - 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 adequate ly carry out needed public services and improvements.
• 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. • 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.
• 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.

Discussion
To address housing affordability and the lack of monetary resources for affordable housing, the City will continue to leverage its CDBG funds to attract private and other available public resources to incentivize the development of new affordable housing units and the preservation of existing affordable housing.

Through the City’s Home Improvement Program, it will provide financial assistance to low- and moderate- income owners of single-family housing and help preserve the homes that need critical home improvement.

Impact Sothern California’s Homeless Prevention -Rapid Rehousing (HPRR) Pro gram furthers the aim of affordable housing by financially assisting low- to moderate-income residents who are at-risk or experiencing homelessness through emergency rental assistance payments.

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City of Rancho Cucamonga - 49 - 2024 Annual Action Plan

AP-85 Other Actions – 91.220(k)
Introduction
In the implementation of the 2024-2025 Annual Action Plan, the City will invest CDBG resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead -based paint hazards, reduce the number of poverty -level families, develop institutional structur e, and enhance coordination between public and private housing and social service agencies.

Actions planned to address obstacles to meeting underserved needs The primary obstacles to meeting the underserved needs of low - and moderate-income people include lack of funding from federal, state and other local sources, and the high cost of housing that is not affordable to low-income people. To address these obstacles, the City is investing CDBG funds through the 202 4-2025 Action Plan in projects that provide assistance to low - and moderate -income residents. To address underserved needs, the City is allocating 77 percent of its non-administrative CDBG investments for program year 2024-2025 to projects and activities that benefit low- and moderate-income people or people presumed under HUD regulations to be low- and moderate-income.

Actions planned to foster and maintain affordable housing In the implementation of the 2024-2025 Annual Action Plan, the City will invest CDBG funds to preserve and maintain affordable housing through the City 's Home Improvement Program that will provide financial assistance to low - and moderate -income owners of single -family housing. Impact Sothern California’s Homeless Prevention-Rapid Rehousing (HPRR) Project furthers the aim of affordable housing by financially assisting low - to moderate -income residents who are at -risk or experiencing homelessness through emergency rental assistance payments.

Actions planned to reduce lead-based paint hazards
The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing -based approaches. To reduce lead -based paint hazards, the City ’s Home Improvement Program will conduct lead-based paint testing and risk assessments for each property assisted that was built prior to January 1, 1978 and will incorporate safe work practices or abatement into the scope of work as required to reduce lead-based paint hazards in accordance with 24 CFR Part 35.

Actions planned to reduce the number of poverty-level families The implementation of CDBG activities meeting the goals established in the 2020 -2024 Consolidated Plan- Strategic Plan and this Annual Action Plan will help to reduce the number of poverty-level families by:
• Supporting activities that preserve the supply of decent housing that is affordable to low - and moderate-income households.
• Supporting a continuum of housing and public service programs to prevent and eliminate homelessness.
• Supporting public services for low- and moderate-income residents.

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City of Rancho Cucamonga - 50 - 2024 Annual Action Plan

In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the Earned Income Tax Credit and Head Start provide a pathway out of poverty for families who are ready to pursue employment and educational opportunities. Additionally, in California, the primary programs that assist families in poverty are CalWORKs, CalFresh (formerly food stamps) and Medi -Cal. Together, these programs provide in dividuals and families with employment assistance, subsidy for food, medical care, childcare and cash payments to meet basic needs such as housing, nutrition and transportation. Other services are available to assist persons suffering from substance abuse, domestic violence and mental illness.

The Inland Fair Housing and Mediation Board’s Fair Housing Services will assist low - to moderate-income households to provide guidance, services and information regarding fair housing rights and help with fair housing complaints that may be discriminating. Additionally, Foothill Family Shel ter’s Housing and Food Security Program will be providing homeless individuals with housing, food and hygiene assistance. These individuals will be provided transitional housing and/or basic necessities to help against the cost of necessary products and inflation.

Actions planned to develop institutional structure
The institutional delivery system in Rancho Cucamonga is high -functioning and collaborative —particularly the relationship between local government and the non-profit sector comprised of a network of capable non- profit organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs and the housing, community and economic development activities that are implemented by the City to support and enhance this existing institutional st ructure. The City will collaborate with affordable housing developers and non -profit agencies receiving CDBG funds through the 2024-2025 Annual Action Plan to ensure that the needs of low - and moderate-income residents are met as envisioned within the 2020-2024 Consolidated Plan - Strategic Plan.

Actions planned to enhance coordination between public and private housing and social service agencies To enhance coordination between public and private housing and social service agencies, the City will continue consulting with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low - and moderate -income residents in Rancho Cucamonga. With improvements in technology, the City will expand its outreach efforts to enhance coordination with public and private housing and social service agencies through social media platforms such Facebook, Twitter, Instagram, etc.

Discussion
In the implementation of the 2024-2025 Annual Action Plan, the City will invest CDBG resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, reduce the number of poverty -level families, develop institutional structure and enhance coordination between public and private social service agencies.

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City of Rancho Cucamonga - 51 - 2024 Annual Action Plan

Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction
In the implementation of programs and activities under the 2024-2025 Annual Action Plan, the City will follow all HUD regulations concerning the use of program income, forms of investment, overall low- and moderate- income benefit for the CDBG program.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. $0

3. The amount of surplus funds from urban renewal settlements $0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan $0

5. The amount of income from float-funded activities $0 Total Program Income: $0
Other CDBG Requirements

1. The amount of urgent need activities $0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. The City will meet this requirement over the 2023-2024, 2024-2025 and 2025-2026 CDBG program years.
70%

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APPENDIX A
Citizen Participation

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NOTICE OF PUBLIC HEARING
City Council Meeting
April 17, 2024

Program Description: Pursuant to the United States Department of Housing and Urban Development (HUD) regulations, the City of Rancho Cucamonga (City) has prepared the draft Action Plan for the 2024-2025 Program Year. The Action Plan is the City’s application to HUD for Community Development Block Grant (CDBG) funds. The draft Action Plan outlines the projects and programs to be undertaken during the 2024-2025 Program Year using CDBG funds to address the priority needs and goals noted in the City’s 2020 - 2024 Consolidated Plan.

Citizen Involvement: Do you have any comments? Questions? Concerns? You are invited to attend a public hearing to be held by the City of Rancho Cucamonga on Wednesday, April 17, 2024, at 7 p.m. to provide public comment. Specific details about how to participate, which may include either tele -conferencing, video -conferencing, or another equivalent option, will be included with the posted City Council Agenda. The Agenda will be posted online at least 72 hours in advance of the hearing at https://www.cityofrc.us/.

The City Council is the final decision-making body for these items. If you challenge the City Council’s action on this item in court, you may be limited to raising only those issues which you or someone else raised at this public hearing or in written correspondence received by the City at, or prior to, the public hearing.

Information Available:

Copies of the staff repor t and other project information will be available for review by Monday, April 15, 2024, with the City Clerk’s Office and Planning Department, at 10500 Civic Center Drive (City Hall), Paul A. Biane Library, at 12505 Cultural Center Drive, or online at https://www.cityofrc.us/.

The City of Rancho Cucamonga encourages citizen participation in the CDBG program grant management process. If you are unable to attend the public hearing, written comments can be forwarded to the Planning Department at 10500 Civic Center Drive, Rancho Cucamonga, CA 91730 . Additionally, a copy of the draft 2024- 2025 Action Plan will be available for public review and comment from March 15, 2024, to April 17, 2024 online at https://www.cityofrc.us/housingresources.

ADA Compliance: It is the intention of the City of Rancho Cucamonga to comply with the Americans with Disabilities Act in all respects. If, as an attendee at this meeting, you will need special assistance beyond what is normally provided, the City of Rancho Cucamonga will attempt to accommodate you in every reasonable manner. Please contact the City Clerk’s office at (909) 774-2023. Assisted listening devices are available at the meeting for individuals with hearing impairments. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35. 102-35. 104 ADA Title II)

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Language Access Pursuant to Executive Order 13166
Si necesita más información sobre este aviso o la traducción de documentos en español, comuníquese con Janice Reynolds al (909) 774-2023. 如果您需要�� Janice Reynolds 的 (909) 774-2023.

City Contact: For more information, contact Flavio Nunez, Management Analyst II, by email at [email protected]

Published: March 14, 2024 (Inland Valley Daily Bulletin)

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AVISO DE AUDIENCIA PÚBLICA
Reunión del Ayuntamiento
17 de abril de 2024

Descripción del programa: De conformidad con las regulaciones del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD , por sus siglas en ingles), la ciudad de Rancho Cucamonga (Ciudad) ha preparado el borrador del Plan de Acción para el año del programa 2024-2025. El Plan de Acción es la solicitud de la Ciudad a HUD para los fondos de Subsidios Globales para el Desarrollo Comunitario (CDBG, por sus siglas en ingles ). El borrador del Plan de Acción describe los proyectos y programas que se llevarán a cabo durante el Año del Programa 202 4-2025 utilizando fondos CDBG para abordar las necesidades y objetivos prioritarios señalados en el Plan Consolidado 2020-2024 de la Ciudad.

Participación ciudadana: ¿Tienes algún comentario? ¿Preguntas? ¿Preocupaciones? Está invitado a participar en una audiencia pública que tendrá lugar en la ciudad de Rancho Cucamonga el miércoles 17 de abril de 2024 a las 7 p.m. para proporcionar comentarios públicos.

Los detalles específicos sobre cómo participar, que pueden incluir teleconferencias, videoconferencias u otra opción equivalente, se incluirán en la Agenda del Ayuntamiento publicada. La Agenda se publicará en línea al menos 72 horas antes de la audiencia en https://www.cityofrc.us/.

El Ayuntamiento es el órgano decisorio final para estos temas. Si impugna la acción del Concejo Municipal sobre este tema en la corte, puede limitarse a plantear solo aquellos asuntos que usted u otra persona planteó en esta audiencia pública o en la correspondencia escrita recibida por la Ciudad en la audiencia pública o antes de ella.

Información disponible:

Las copias de la factura de agenda y otra información del proyecto estarán disponibles para su revisión a más tardar el lunes 15 de abril de 202 4, con l a Secretaría Municipal y Departmento de Planificación, en 10500 Civic Center Drive (Ayuntamiento), Biblioteca Paul A Biane, en 12505 Cultural Center Drive, o en línea en https://www.cityofrc.us/.

La ciudad de Rancho Cucamonga fomenta la participación ciudadana en el proceso de gestión de subvenciones de los programas de CDBG. Si no puede participar en a la audiencia pública, los comentarios por escrito se pueden enviar al Departamento de Planificación en 10500 Civic Center Drive, Rancho Cucamonga, CA 91730 .

Además, una copia del borrador del Plan de Acción 202 4-2025 estará disponible para revisión y comentarios públicos desde el 15 de marzo de 2024 hasta el 17 de abril de 2024 en línea en https://www.cityofrc.us/housingresources.

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Cumplimiento con ADA: Es la intención de la ciudad de Rancho Cucamonga cumplir con la Ley de Americanos con Discapacidades (ADA) en todos los aspectos. Si, como asistente a esta reunión, necesita asistencia especial más allá de lo que normalmente se proporciona, la Ciudad de Rancho Cucamonga intentará acomodarlo de todas las formas razonables. Comuníquese con la oficina del Secretario Municipal al (909) 774-2023. Los dispositivos de audición asistida están disponibles en la reunión para personas con impedimentos auditivos. La notificación 48 horas antes de la reunión permitirá a la Ciudad hacer arreglos razo nables para garantizar la accesibilidad a esta reunión. (28 CFR 35. 102-35. 104 ADA Título II) Contacto de la ciudad: Para obtener más información, comuníquese con Flavio Nunez, Analista de Gestión II, por correo electrónico a [email protected].

Publicado: 14 de marzo de 2024 (Inland Valley Daily Bulletin)

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Summary of Comments Received

The City received the following comments as part of the 2024-2025 Annual Action Plan process.

This includes, but is not limited to, comments received during the 30-day public review period and the Public Hearing held on April 17, 2024:

• Comments will be entered prior to the City’s submission to HUD.

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APPENDIX B
Grantee Unique Appendices

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LEGEND:

CITY BOUNDARY

LOW AND MODERATE INCOME BLOCK GROUPS

CENSUS TRACK

BLOCK GROUP

CDBG - LOW AND MODERATE INCOME AREA MAP
0 mile 1 mile

0.5 mile
NORTH
City of Rancho Cucamonga
ACS_Data - Lowmod
* Rancho Cucamonga is an Exception Community.

FY 2019 Exception Percentage = 37.13 %
15 B.G. 1
B.G. 1
B.G. 2
B.G. 2
B.G. 2
B.G. 2
B.G. 2 B.G. 2
B.G. 2B.G. 3
B.G. 4
B.G. 2
B.G. 2
B.G. 1
B.G. 1
B.G. 1
B.G. 1
B.G. 1
B.G. 2
B.G. 1
B.G. 1
B.G. 2
B.G. 2
B.G. 3
B.G. 1
B.G. 3B.G. 2
B.G. 2
B.G. 1
B.G. 2
B.G. 3
B.G. 2 B.G. 2
B.G. 1
B.G. 1
B.G. 1 B.G. 1
B.G. 2
B.G. 2
B.G. 2
B.G. 3
B.G. 3
B.G. 1
B.G. 1
B.G. 1
B.G. 1
B.G. 2
B.G. 3
B.G. 1
B.G. 1 B.G. 1 B.G. 1
B.G. 1
B.G. 1
B.G. 1B.G. 2
B.G. 2
B.G. 1
B.G. 2
B.G. 2
B.G. 1
B.G. 1
B.G. 3
B.G. 2
B.G. 1 B.G. 1
092.02
024.14
020.13
020.15
020.16
021.01
021.07
013.11
021.10
022.07021.05
021.03
020.27 020.28
020.23 020.25
020.29
020.35
020.36
020.31 020.33
020.34
008.12
020.18 020.19
020.11
020.17 020.21
020.21
020.22
023.04
023.37

T R A C T B L K G R P L O W M O D P C T
0 0 0 8 1 2 1 1 3 . 8 %
0 0 0 8 1 2 2 2 4 . 6 %
0 0 0 8 1 2 3 1 4 . 2 %
0 0 1 3 1 1 1 2 0 . 3 %
0 0 2 0 1 1 1 1 2 . 8 %
0 0 2 0 1 1 2 1 2 . 2 %
0 0 2 0 1 3 1 2 3 . 7 %
0 0 2 0 1 3 2 1 2 . 7 %
0 0 2 0 1 4 1 9 . 8 %
0 0 2 0 1 4 2 2 3 . 2 %
0 0 2 0 1 5 1 3 1 . 4 %
0 0 2 0 1 5 2 1 3 . 1 %
0 0 2 0 1 6 1 3 6 . 6 %
0 0 2 0 1 6 2 1 9 . 7 %
0 0 2 0 1 7 1 8 . 4 %
0 0 2 0 1 7 2 9 . 0 %
0 0 2 0 1 8 1 9 . 8 %
0 0 2 0 1 8 2 2 9 . 7 %
0 0 2 0 1 9 1 8 . 4 %
0 0 2 0 1 9 2 2 8 . 6 %
0 0 2 0 2 1 1 0 . 0 %
0 0 2 0 2 1 2 1 . 1 %
0 0 2 0 2 1 3 0 . 6 %
0 0 2 0 2 2 1 1 1 . 3 %
0 0 2 0 2 2 2 9 . 6 %
0 0 2 0 2 3 1 5 1 . 1 %
0 0 2 0 2 3 2 2 7 . 4 %
0 0 2 0 2 5 1 3 4 . 7 %
0 0 2 0 2 5 2 1 9 . 8 %
0 0 2 0 2 7 1 2 5 . 5 %
0 0 2 0 2 7 2 4 7 . 4 %
0 0 2 0 2 7 3 3 4 . 0 %
0 0 2 0 2 8 1 3 3 . 3 %
0 0 2 0 2 8 2 2 6 . 9 %
0 0 2 0 2 9 1 1 6 . 1 %
0 0 2 0 2 9 2 1 1 . 0 %
0 0 2 0 2 9 3 1 4 . 6 %
0 0 2 0 2 9 4 1 0 . 6 %
0 0 2 0 3 1 1 4 . 1 %
0 0 2 0 3 1 2 2 . 6 %
0 0 2 0 3 1 3 1 2 . 9 %
0 0 2 0 3 3 1 1 3 . 8 %
0 0 2 0 3 3 2 1 8 . 9 %
0 0 2 0 3 4 1 2 7 . 5 %
0 0 2 0 3 4 2 1 4 . 7 %
0 0 2 0 3 5 1 1 1 . 3 %
0 0 2 0 3 5 2 1 1 . 1 %
0 0 2 0 3 6 1 2 4 . 8 %
0 0 2 0 3 6 2 3 1 . 1 %
0 0 2 1 0 1 1 4 6 . 6 %
0 0 2 1 0 1 2 3 9 . 5 %
0 0 2 1 0 3 1 7 4 . 1 %
0 0 2 1 0 3 2 4 0 . 4 %
0 0 2 1 0 5 1 3 8 . 3 %
0 0 2 1 0 5 2 5 0 . 6 %
0 0 2 1 0 5 3 1 8 . 3 %
0 0 2 1 0 7 1 5 8 . 3 %
0 0 2 1 0 7 2 5 7 . 9 %
0 0 2 1 0 7 3 5 3 . 5 %
0 0 2 1 1 0 1 3 7 . 5 %
0 0 2 2 0 7 1 4 3 . 6 %
0 0 2 2 0 7 2 0 . 0 %
0 0 2 3 0 4 2 1 2 . 4 %
0 0 9 2 0 2 1 1 3 . 2 %
BLKGRP LOWMOD %TRACT

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APPENDIX C
SF-424, SF-424D, & Certifications

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SF-424 & Certifications

Upon approval of the City ’s 2024-2025 Annual Action Plan, the City ’s SF-424 & SF -424D Community Development Block Grant application, and program Cert ifications will be included in Appendix C prior to the City’s submission to HUD.

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DATE: April 17, 2024
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Matt Burris, Deputy City Manager Economic & Community Development Matt Marquez, Planning & Economic Development Director
Zack Neighbors, Building & Safety Services Director
SUBJECT: Quarterly Development Update - First Quarter 2024. (CITY) RECOMMENDATION:

Staff recommends that the City Council receive a presentation from staff on development-related activities for the first quarter of 2024 (January through March).

BACKGROUND:

In 2023 staff began providing Quarterly Development Updates (QDU) to the City Council. The purpose of these reports is to update Council and the community on development related activities on a regular basis. While annual reports such as the General Plan progress report includes some information on development activities (such as the number of permits issued and housing units constructed for example), quarterly updates are an effective way to provide information on development activity over a shorter period of time. They also allow staff to include different information, such as economic development related activities or customer service data, that is not provided in other annual reports, but is important to the City’s community development function.

ANALYSIS:

The QDU to be presented to the City Council will include summaries of Building & Safety and Planning & Economic Development related activities. This includes, but may not be limited to, detailing entitlement approvals by use type, providing updates on key development projects, and reporting on building permit and plan check activity.

Staff's formal presentation to the City Council will provide additional details on development- related activities, and staff will continue to report this information to Council quarterly.

FISCAL IMPACT:

None

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the Council’s following core values:

1. Providing and nurturing a high quality of life for all

2. Relentless pursuit of improvement

3. Building and preserving a family-oriented atmosphere ATTACHMENTS:

None

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Rancho Cucamonga City CouncilApril 17, 2024

Rancho Cucamonga City Council
April 17, 2024