The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
The Contractor shall immediately re-attach to a wall or fence any vines that fall off a wall by using the attachments required on the construction plans for the site.
Concurrent with March and September vine trimming, the Contractor shall twice per year remove vines that grow into undesirable places such as groundcover, hardscapes, trees, or shrubs.
Service Level C - The Contractor shall trim vines once per year in Fall.
The Contractor shall re-attach to a wall or fence once per year in Fall vines that fall off the wall by using the attachments required on the construction plans for the site.
The Contractor shall annually, in Fall, remove all vines that grow into undesirable places such as groundcover, hardscapes, trees or shrubs.
Service Level D - The Contractor shall trim vines once per year in Fall, or whenever the vines present a public safety hazard.
4.2.27.5. TREE MAINTENANCE
a) All trees in the work site shall be maintained in their natural shapes. Work shall be accomplished in a manner which will ensure that each individual tree is carefully maintained as described in Appendix A, Pruning Standards, to promote the health and appearance of the tree. All work shall be of the highest quality, performed in accordance with the International Society of Arboriculture's (ISA) standards. The Contractor shall only be responsible for tree pruning as called out herein. Tree work not described herein will be the responsibility of the City’s Urban Forestry Division and their tree maintenance contractor. b) Low branches overhanging park and paseo maintenance driveways, and all streets shall be raised to a height of thirteen (13) feet above street grade. Low branches overhanging sidewalks and parkways shall be raised to a height of nine (9) feet above grade. Tree branches overhanging equestrian trails shall be raised to a height of ten (10) feet.
c) Young trees that need training shall be pruned on a continuing basis as needed. Under no circumstances will stripping of lower branches (raising up) of young trees be permitted. Lower branches shall be retained in a "tipped back" or pinched condition with as much foliage as possible to promote establishment, increased caliper, and a strong tapered trunk. If there are any doubts or questions, contract the Public Works Services Director or his representative. d) On all newly planted and unestablished trees (except for palms) Agriform 20 -10-5 Plant Tablets (or approved equal) shall be applied as per the manufacturer's directions. All Date Palms shall be fertilized in spring and fall with an approved Palm specific fertilizer. Fan Palms shall not be fertilized unless otherwise directed by the Public Works Director.
e) The Contractor shall bring to the attention of the Public Works Services Director within twenty-four (24) hours any tree that shows signs of root heaving, leaning, having hanger limbs, or for any reason is a safety hazard.
f) The City shall bear all costs for the removal and replacement of dead or dying trees unless the need for removal was due to faulty maintenance or negligence. Faulty maintenance or negligence includes (but
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
is not limited to) mower and string-trimmer damage. The Contractor, as determined by The Public Works Services Director, shall replace trees requiring replacement due to faulty maintenance or negligence.
Replacement shall be made by the Contractor in the kind and size of trees as determined by the Public Works Services Director. Where there is a difference in value between the trees lost and the replacement of trees, this difference will be deducted from the contract payment. In all cases, the value of the trees lost will be determined by the Public Works Services Director using the latest edition of ISA’s “Guide for Plant Appraisal” written by the Council of Tree and Landscape Appraisers. g) All trees requiring staking shall always be securely staked with two approved stakes set perpendicular to prevailing NE winds and secured to the stakes with at least two flexible ties and approved by the Public Works Services Director. The ties and stakes shall be inspected regularly to ensure against girdling and abrasion. Stakes shall not be allowed to touch the trunk or any major lateral branches. Therefore, reducing the height of the stakes may be required to prevent damage. Stakes shall be removed as soon as it is determined that a tree can stand on its own without support. Should 36-inch box or larger sized trees need guying, the cost shall be paid by the City.
h) Except for irrigation, debris removal, and fall and spring fertilization, the City shall perform all maintenance on palm trees within the worksite.
Tree Maintenance Frequency
Service Level B - Low branches overhanging park and paseo maintenance driveways, streets, sidewalks, parkways, and equestrian trails shall continuously be maintained at the following heights above grade:
• Low branches overhanging park and paseo maintenance driveways, and all streets shall be raised to a height of thirteen (13) feet above street grade. • Low branches overhanging sidewalks and parkways shall be raised to a height of nine (9) feet above grade.
• Tree branches overhanging equestrian trails shall be raised to a height of ten (10) feet above grade.
Low hanging tree branches shall be trimmed as required as to not encroach onto shrubs and surrounding plant materials as well as provide an aesthetically pleasing appearance.
The Contractor shall maintain young trees in a "tipped-back", not stripped, condition.
The Contractor shall maintain the staking for each tree requiring staking in accordance with the current City tree planting standard.
All tree hazards that are beyond the scope of the specifications of this contract shall be immediately reported to the Public Works Service Director or his representative.
Service Level C - As often as required for safety purposes, low branches overhanging park and paseo maintenance driveways, streets, sidewalks, parkways, and equestrian trails shall be raised to the following heights above grade:
• Low branches overhanging park and paseo maintenance driveways, and all streets shall be raised to a height of thirteen (13) feet above street grade.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
• Low branches overhanging sidewalks and parkways shall be raised to a height of nine (9) feet above grade.
• Tree branches overhanging equestrian trails shall be raised to a height of ten (10) feet above grade.
Low hanging tree branches shall be trimmed in Fall as to not encroach onto shrubs and surrounding plant materials as well as provide an aesthetically pleasing appearance. hanging tree branches shall be trimmed as required as to not encroach onto shrubs and surrounding plant materials as well as provide an aesthetically pleasing appearance.
All tree hazards that are beyond the scope of the specifications of this contract shall be immediately reported to the Public Works Service Director or his representative.
Young trees requiring staking or training shall be reported to the Public Works Services Director.
Service Level D - As often as required for safety purposes, low branches overhanging park and paseo maintenance driveways, streets, sidewalks, parkways, and equestrian trails shall be raised to the following heights above grade:
• Low branches overhanging park and paseo maintenance driveways, and all streets shall be raised to a height of thirteen (13) feet above street grade. • Low branches overhanging sidewalks and parkways shall be raised to a height of nine (9) feet above grade.
• Tree branches overhanging equestrian trails shall be raised to a height of ten (10) feet above grade.
All tree hazards that are beyond the scope of the specifications of this contract shall be immediately reported to the Public Works Service Director or his representative.
Young trees requiring staking or training shall be reported to the Public Works Services Director.
4.2.28. I
RRIGATION MAINTENANCE
4.2.28.1. GENERAL
a) Irrigation shall be done using automatic sprinkler systems where available and operable. However, failure of an existing irrigation system to provide full and proper coverage shall not relieve the Contractor of the responsibility to provide adequate irrigation with full and proper coverage to all areas within the work site. Providing full and adequate coverage may require hand watering, a station master, a battery backup, or a water tender. This type of watering may be billed as an extra on a case -by-case basis depending upon the circumstances. Failure to comply with this specification resulting in loss of plant material will be subject to the remedies in section 4.21, Replacement of Landscape Materials & City Property. Field controllers are installed for scheduling. The field controllers communicate with a central computer to receive daily evapotranspiration data.
b) The irrigation schedule for each controller will be set by the City’s Water Management Team along with
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
regular input from the contractor's account manager. The elements of the schedule to be set by City Staff are days of the week to irrigate, start times, finish times, minutes per cycle, soak in times, demand and percentage of daily evapo-transpiration per station and assignment of stations to programs. These settings will be done within the guidelines established by the City. c) The Contractor will be expected to use the absolute minimum amounts of water in all areas required to maintain healthy plant growth. With regular required contractor input, the Water Management Team will adjust the soil depletion numbers and percentages of evapo -transpiration for each station on the field controller to ensure that the zone covered by each station is not too dry or too wet. d) The Contractor shall periodically inspect the operation of the systems for any malfunction. The Contractor shall maintain all sprinkler systems, at no additional cost to the City, in such a way as to guarantee proper coverage and full working capability; and make whatever adjustments may be necessary (including raising the sprinkler heads to the proper height) in order to provide proper irrigation to plants and to prevent excessive runoff into street rights -of-way or other areas not meant to be irrigated.
e) The periodic inspections may occur more often, but not less frequently than one inspection each week.
No watering shall be done during the day unless approved by the Public Works Services Director. The Contractor must provide adequate personnel to observe any irrigation system operations during the day. f) In addition to the weekly inspections, written quarterly irrigation system reports will also be required for each landscape site in the contract. Reports shall include but are not limited to the following information:
name of inspector, site number, date, recommended schedule changes, recommended upgrades, soil moisture and depth, repairs made, repairs needed, overall coverage and distribution, and overall condition of the turf, planters, and trees. Reports shall be attached to the monthly routine billing and will be required for monthly payment.
g) Sprinkler heads will be kept clear of overgrowth that may obstruct operation. Chemical edging with herbicides around turf heads will not be permitted. However, an approved plant growth regulator may be used.
h) Any damages to public or private property resulting from excessive irrigation water or irrigation water runoff shall be charged against the contract payment unless immediate repairs are made by the Contractor to the satisfaction of the Public Works Services Director. i) The centralized irrigation control will be operated by City employees. The field controllers communicate alerts to the Centralized irrigation control.
4.2.28.2. S
HRUB BEDS & PLANTER AREAS
Shrub beds and planter areas shall be irrigated as required, to maintain horticulturally acceptable growth and color, and to promote deep rooting. Irrigation rates for shrub and planter areas shall be applied in such a manner as to keep surface runoff at a minimum. The irrigation rates shall be adjusted to the needs of shrub types, seasons, weather conditions, and water budget.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
4.2.28.3. TURF AREAS
Turf areas shall be irrigated as required to maintain acceptable growth and color. Turf areas shall be maintained using the least amount of water possible. These low water use specifications will cause some slight stress.
However, if horticultural programs such as regular aerification, correct mower heights, proper fertility, weed control, and required system maintenance/programming is implemented, the stress should be mild enough for the turf plants to recover quickly when irrigated. Irrigation shall be applied in such a manner as to reduce runoff yet provide deep watering to promote deep rooting and improved drought resistance.
4.2.28.4. NEW PLANT MATERIALS
Newly planted trees, shrubs, ground cover and turf shall receive adequate and regular attention until these plants are established. Adequate water shall be applied to promote normal, healthy growth. Proper berms or basins shall be maintained during the establishment period. Routine supplemental deep watering either by quick coupler, water tender, or by the installation of a supplemental irrigation system will be required to avoid dead plant material as well as the prevention of overwatering established plants located on the same hydro - zone.
4.2.28.5. R
EPAIRS AND REPLACEMENT
Routine repairs to irrigation systems such as replacement of wiper seals, worn or broken nozzles, heads and risers and other routine maintenance shall be completed by the Contractor at no cost to the City. Replaced or newly installed irrigation heads shall be identical to the heads specified in the approved City Standard Plans unless otherwise specified by the Public Works Services Director or his representative. Further, any other irrigation work shall also conform to the current approved City Standard Plans. Any deviation from these plans is considered a variance and all variances shall be approved in writing by the Public Works Services Director or his representative prior to the commencement of any work.
Costs of repairs to backflow preventers, pressure lines, valves, irrigation pumps and controllers requires written pre-authorization by the Public Works Director or his agent and will be paid as extra work. Additionally, costs of repairs beyond the control of the Contractor such as vandalism, vehicular accidents, acts of nature, or other events not deemed contractor negligence shall also be paid as extra work. Any irrigation repairs requested by the Public Works Services Director (including but not limited to alerts) are required to be expeditiously corrected within a reasonable amount of time.
4.2.29. P
EST CONTROL
The Contractor shall provide complete control and/or eradication of all plant pests and weeds at the frequencies specified herein. Pests include, but are not limited to, insects, mites, other invertebrates, pathogens, nematodes, and vertebrates. Pests may be controlled by mechanical means as well as with chemicals. Chemical controls may include plant growth regulators.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Annually at the time of contract renewal, the Contractor shall submit a list for approval by the Public Works Services Director of all chemical pesticides proposed for use under this contract. Attached to the list will be the current label and safety data sheet (SDS), for each chemical on the list. Additionally, any changes or updates made to this list shall be supplied to the Public Works Services Director as they are made. Materials included on this list shall be limited to chemicals approved for use by the State of California Department of Food and Agriculture. No chemical pesticide shall be applied until its use is approved in writing by the Public Works Services Director. The application of chemicals shall conform to the current California Department of Food and Agriculture regulations.
Use of all E.P.A. registered pesticides must be preceded by notification to the Public Works Services Director a minimum of one week prior to the planned application date. The notification must be in writing and shall include the pest control advisor's written recommendation and State of California Agriculture Pest Control Advisor License number. A permit from the County Agricultural Commissioner's office to apply any restricted use pesticide must be obtained, and a notice of intent shall be filed at least forty-eight (48) hours before applications with the San Bernardino County Agricultural Commissioner's office as per State and County guidelines.
Only the safest, lowest odor and most environmentally friendly pesticides shall be used whenever possible. In addition, integrated pest management techniques shall also be used whenever possible, e.g., use of approved biological, mechanical, or exclusionary control methods.
The Contractor shall select and supply proper materials and licensed personnel and obtain any necessary permits, licenses, registrations, and pest control advisor recommendations, to comply with City, County, State or Federal regulations and laws. Copies of all County and State licenses, registrations, and permits required shall be supplied to the Public Works Services Director on an annual basis. The contractor will assume responsibility and liability for the use of all chemicals and their applications.
Spray pattern indicators or dye markers shall not be used anywhere within this contract without the expressed written consent of the Public Works Services Director.
The Contractor's applicator shall hold a valid Qualified Applicator License or a Certified Commercial Applicator Certificate, issued by the State of California Department of Food and Agriculture, and be certified, or licensed, in at least Categories B and C. The Contractor must supply the City with a photocopy of the License or Certificate.
If subcontractors are used for any pesticide applications, photocopies of their License or Certificate, County Registration and City Business License must be provided.
Pest control advisor recommendations shall be written for all types of chemical applications made in City parks or rights-of-way. Recommendations shall be written on forms approved by the San Bernardino County
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Agricultural Commissioner and a copy shall be provided to the Public Works Services Director prior to the application for his approval. All recommendations shall follow the guidelines set forth by the State and County Departments of Food and Agriculture, regarding pest control advisor recommendations. Pest control recommendations are registered by the County for one calendar year in January. Therefore, updated recommendations shall be submitted every January.
Pesticide application records shall be kept on forms identical to the format provided in Schedule II. A copy of each application form shall be provided to the City at the time of monthly invoicing.
Additionally, and prior to bid acceptance or contract renewal, the contractor shall provide to the Public Works Services Director a schedule outlining a written annual integrated pest management plan describing what products and/or alternative methods of pest control that will be scheduled each month. This monthly information shall include:
• The target pest (gophers, grassy weeds, broadleaf weeds, shrub growth, insects, etc.) • The type of control method to be used (mechanical, chemical, cultural) • Where the method of control will be used (turf, hardscape, groundcover, mulchscape) • The name of the product to be used (Roundup Pro, Dimension, Ronstar, etc.) • The type of product to be used (Pre-emergent, PGR, insecticide, rodenticide, etc.) • The application rate to be used (lbs. or ozs. per acre or per 1000 sq. ft.) Pest Control Frequency
Service Level B - Complete and continuous control and/or eradication of all Landscape pests and weeds.
Service Level C - Complete, thorough, and consistent control and eradication of all Landscape pests and weeds within the landscape every 90 days or whenever the Public Works Services Director determines that a pest or weed problem has become a public health or safety hazard.
Complete, thorough, and consistent control of weeds shall include the use of pre - emergent herbicides broadcast over the entire planter area, as well as post emergent herbicides spot sprayed as required to achieve complete weed control. Complete, thorough, and consistent weed control utilizing the proper selection and application of herbicides on schedule, will result in a relatively acceptable level of control for this reduced service level lasting the entire length of the 90-day period.
Service Level D - Complete, and thorough control and eradication of all Landscape pests and weeds within the landscape two times per year (Spring and Fall) or whenever the Public Works Services Director determines that a pest or weed problem has become a public health or safety hazard. Complete and thorough, control of weeds shall include the use of pre-emergent herbicides broadcast over the entire planter area, as well as post emergent herbicides spot sprayed as required to achieve complete weed control.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
4.2.30. TRAIL MAINTENANCE
Some sites within the Parks will have trails. Trails are defined as any PVC fencing and/or headers delineating one or both sides of a decomposed granite (DG) surface and the decomposed granite itself. Trail maintenance and surface repairs may be required and will be paid as extra work. The scheduling of any trail repairs shall occur at the direction of the Public Works Services Director. The City will be responsible for all other trail maintenance within the Parks except for excessive irrigation runoff and encroaching plant material from contractor-maintained landscapes; debris caused by landscape maintenance; eroded mulch and soil from contractor-maintained sites, broken PVC fencing caused by Contractor negligence; and any other trail maintenance problem caused by Contractor negligence.
a) All roadways and exercise stations surfaced with decomposed granite shall be maintained in a smooth, safe, compacted condition.
b) At the City’s expense, decomposed granite shall be imported as necessary to maintain surfaces.
Imported decomposed granite shall meet or exceed the quality of the existing material, have a stabilizing compound and must be approved by the Public Works Services Director prior to placement. c) Any significant ruts or trail hazards must be immediately reported to the Public Works Services Director or his representative.
4.2.31. HARDSCAPE MAINTENANCE
Hardscape is all masonry or rock materials on a site from the edge of the asphalt/curb and gutter to the tract wall – the edge of the asphalt/curb and gutter shall include the crack or void between the asphalt and the concrete. Hardscape includes features within the landscape such as curbs, mow curbs, cobblestones, concrete pavers and concrete flowlines and sidewalks. All hardscape is to be maintained within the landscape site (including sidewalks) at the frequencies listed below. Maintenance shall include keeping the hardscape clean, debris- and weed free by using whatever approved methods are necessary. Graffiti removal is not required but known instances of graffiti shall be reported immediately to the City Graffiti Hotline at 909-481-7999. Also, any spills, stains or damage on the hardscape shall be reported to the Public Works Services Director or his representative. This contract may or may not have hardscapes listed separately on a site inventory or paid separately from the turf and groundcover areas. In either case, all hardscapes shall be maintained as part of the landscape maintenance contract at the same service level as the adjacent landscape.
Service Level B - The Contractor shall on a bi- weekly basis, remove any weeds, trash and debris that accumulates on the hardscape.
Service Level C - The Contractor shall, on a bi-weekly basis, remove any weeds, trash and or debris that accumulates on the hardscape.
Service Level D - The Contractor shall, on a monthly basis remove any weeds, trash and or debris that accumulates on the hardscape.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
4.2.32. MULCH CAPE MAINTENANCE
“Mulchscape” refers to formerly landscaped areas that have been renovated and removed from regular contract maintenance. These areas will be covered with a layer of composted mulch and/or wood chips and use little or no water. Any trees growing within the mulchscaped sites will remain after conversion. Additionally, some low- maintenance shrubs and groundcover may remain whenever practical. Any maintenance on remaining groundcover or shrubs within the mulchscaped areas may be billed as extra work. Maintenance of these areas will include the following:
Service Level B - Mulchscaped areas will be consistently maintained on a weekly basis to present a neat and clean appearance free of trash and accumulated debris.
In May of each year, mulch will be added to all mulchscaped areas as required to restore the depth of mulch to three inches throughout each mulchscaped site. Submittals are required for approval by the Public Works Services Director or his representative on all materials prior to installation.
Service Level C - On a bi-weekly basis, mulchscaped areas will be maintained to present a neat and clean appearance free of trash and accumulated debris.
When specified by the Public Works Services Director, mulch shall be applied by the contractor to a depth of no less than three inches and billed as extra work. Submittals are required for approval by the Public Works Services Director or his representative on all materials prior to installation.
Service Level D - On a monthly basis, mulchscaped areas will be maintained to present a neat and clean appearance free of trash and accumulated debris.
When specified by the Public Works Services Director, mulch shall be applied by the contractor to a depth of no less than three inches and billed as extra work. Submittals are required for approval by the Public Works Services Director or his representative on all materials prior to installation.
4.2.33. S
PORTS FIELD MAINTENANCE
Renovations
Sports fields may be renovated annually. Any renovations will be paid as extra work. The scheduling of the annual renovation process shall occur at the direction of the Public Works Services Director which may change yearly according to team’s schedules. The fields shall be closed to public access for a period of 8 -12 weeks for the renovation and re-establishment to occur. The field perimeters shall be fenced for this period of time.
The field perimeter shall be enclosed by installing temporary chain -link fencing. The fencing shall be 8 feet in height and have gated vehicular access to the fields at all parks. Each field shall be gated individually to ensure non-interference with track use during the renovation period. The chain- link fencing shall be installed and removed at the Contractor’s expense. Installation and removal dates shall be set by the Public Works Services
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Director. All fence failures shall be repaired immediately at the Contractor’s expense.
4.2.34. PLAYGROUND MAINTENANCE
Playground Inspections
Routine inspections shall be conducted daily by a responsible, trained employee of the Contractor. The Contractor shall inspect the playground areas for obvious safety concerns such as vandalism, necessary raking of surfacing materials, missing signage, walkway debris, and hazard removal.
The Contractor shall inspect each piece of playground equipment in accordance with the High Frequency Inspection form and guide provided by the Public Works Services Department. Documentation of High Frequency Inspections may be performed using the High Frequency Form. Forms will be delivered on a daily basis to the City’s Parks Facilities Maintenance Supervisor.
4.2.35. P
ICNIC AREA MAINTENANCE
Picnic tables, benches, slabs, cooking grills, sinks, trash containers and receptacles shall be cleaned and sanitized weekly to ensure safe conditions for use by the public. Picnic tables and benches shall be checked for graffiti, carvings, looseness of planks or braces, cleanliness and general need of repair. The Contractor’s observation of the general need of repair or replacement of fixtures shall be immediately reported to the Public Works Services Director orally and thereafter in writing.
Ashes partially burned charcoal, garbage and leftover food in and around cooking grills and picnic facilities shall be removed. The entire picnic area shall be kept free of broken glass, cans, food, paper, and other debris. Picnic areas shall be pressure-washed as directed.
4.2.36. HARD COURT MAINTENANCE
Hard playing court surfaces shall be swept on a weekly basis. The contractor will not be responsible for the replacement of worn netting or wind screens.
4.2.37. RESTROOM MAINTENANCE
All restrooms shall be cleaned thoroughly in accordance with the following tasks, and all tasks shall be completed prior to 8 a.m. unless otherwise specifically authorized by the Public Works Services Director. The City will be responsible for locking the restrooms each night.
d) All stainless fixtures shall be cleaned at the scheduled interval specified below using a stainless cleaner that removes hard water deposits, disinfects and polishes the fixtures. e) Remove debris and trash, then sweep floor. Removed materials are not to be swept outside of the restroom.
f) Wash down walls and floors as needed.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
g) Check and refill all toilet paper dispensers as needed. h) Remove all graffiti using graffiti removal materials, other scrubbing techniques, or paint. i) Remove spitballs, cobwebs, and other foreign materials from doors, walls, ceilings, partitions, vents, etc. j) Perform high and low dusting of ledges, tops of partitions, etc. using a dampened cloth or other device. k) Disinfect the inside of urinals and toilets.
l) Disinfect the top and bottom of toilet seats, fixtures, and surfaces of and surrounding each fixture. m) Disinfect stall walls and other areas where hands are normally placed. Clean doors and door frames. n) Disinfect around urinals, under sinks, around floor drains, and other areas where bacteria might breed. o) Disinfect sinks.
p) Scrub sinks and wipe dry. Use a small scrub brush to clean corners, cracks, and narrow areas. q) Scrub inside surfaces of toilets and urinals using a hard water cleaner that will remove hard water stains and deposits. Be sure to scrub under the upper lip.
r) Scrub outside of toilets, urinals, and rear wall.
s) Wipe toilet seats, toilet bowls, urinals, and fixtures until dry. t) Spot clean walls and scrub handprints, etc. from walls and partitions and wipe dry. u) Disinfect and mop floors, making sure that corners, drains, areas around toilets, and feet of partitions are thoroughly cleaned and there is no accumulation of dirt or other matter. Leave the floor as dry as possible.
v) Deodorize the restrooms.
w) Immediately notify the Public Works Services Director of any irregularities or hazards. x) If running water, broken fixtures, or plugged sewer lines cannot be normalized or isolated, the restroom is to be locked, signed as “Closed for Maintenance,” and the Public Works Services Director immediately notified.
y) Wash off any dirt clods, mud or foreign material from the outside of the restroom. Clean top and sides of drinking fountains outside of restrooms and clear drains. z) All areas are to be left clean and free of streaks, stains, film, debris, water spots, and odors. All fixtures shall be clean, including piping.
aa) All leaking fixtures, clogged drains, stopped up or damaged basins, toilets, or urinals, and damaged or inoperable lighting fixtures that cannot be repaired by the following shall be reported to the Public Works Services Director: (a) tightened to stop leaks, (b) unclogged by using a “plumber’s helper” or short “snake”.
The Contractor shall submit a list for approval by the Public Works Services Director of all cleaners, disinfectants, and deodorizers proposed for use under this contract. Attached to the list will be the current label and material safety data sheet for each product on the list. No product shall be used until its use is approved in writing by the Public Works Services Director as appropriate.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
4.2.38. PIPE CHASE MAINTENANCE
Dust, clean and sweep all pipe chases. Immediately clean up any spills and keep each pipe chase neat and clean at all times. Pipe chases may be utilized by the Contractor for storing Contractor’s equipment and supplies which shall be arranged in an organized and neat manner.
4.2.39. DRINKING FOUNTAIN MAINTENANCE
Drinking fountains shall be cleaned by scrubbing, drying, and polishing the fixture. Stainless steel fountains shall be cleaned with an approved stainless -steel cleaner that cleans, disinfects, removes hard water deposits and polishes the fixtures.
Leaking fixtures shall immediately be reported to the Public Works Services Director orally and thereafter in writing. For leaking fixtures, the water valve shall be turned off. The City shall be responsible for the repair or replacement of drinking fountains and fixtures.
4.2.40. TRASH RECEPTACLE MAINTENANCE
There are an unspecified number of trashcans within this contract and additional trash cans may be added as required. Trash containers shall be emptied. All trash shall be placed in the appropriate trash bins which are in the trash enclosures located in the parking lots of each park. Trash containers shall be emptied by removal and disposal of a plastic trash bag within the container and a new bag placed into the container. Plastic trash container and pet waste bags shall be provided by the Contractor.
Prior to replacement of the plastic trash bags, the container shall be inspected for debris and offensive odors, then cleaned and sanitized as needed. If insect infestations are noted, pest control measures shall be undertaken by the Contractor. Any trash can with damage, missing lids, graffiti or vandalism shall be reported to the Public Works Services Director immediately.
4.2.41. T
RASH ENCLOSURE MAINTENANCE
All trash and accumulated debris within the enclosures shall be placed in the trash bin(s) each week or more often as necessary. The enclosures shall be swept clean each week. The City shall be responsible for providing all necessary trash bins and trash bin emptying.
4.2.42. GRAFFITI REMOVAL (ALL SERVICE LEVELS)
The Contractor shall be responsible for all minor graffiti removal within and around restrooms, playground and picnic shelters. All materials and processes used in graffiti removal shall be non -injurious to surfaces and adjacent park property and approved by CAL-OSHA and the Public Works Services Director. Appropriate surface preparation shall be made on painted walls, and paint applied shall be the exact shade of color as existing paint,
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
unless otherwise specifically approved by the Public Works Services Director. All paint shall be furnished by the City.
All obscene and gang related graffiti shall be immediately reported to the Public Works Services Director and removed within 24 hours. All other graffiti shall be reported and removed daily.
4.2.43. DRAINS (ALL SERVICE LEVELS)
The Contractor shall be responsible for periodic inspections of surface flowlines, intake grates, and under sidewalk drains located within the landscaped areas. These drains shall be inspected during, prior to, and following any rain event. Any debris or vegetation that could block the flow of water will require prompt removal.
4.2.44. S
TORM DEBRIS CLEANUP
The City of Rancho Cucamonga is subject to frequent wind, rain, and other types of storms. The storms cause an accumulation of debris on the contracted sites. The debris includes such items as downed trees, limbs, leaves, tumbleweeds, trash, and soil deposits. Because it is impractical to perform routine maintenance operations during and immediately following these storms, the Contractor shall promptly remove the debris such that routine maintenance operations are practical. Because the Contractor is removing debris in lieu of routine maintenance, the removal is at no extra charge to the City. In the case of an excessive accumulation of debris that is attributable to another agency, such as blown sand from a recently graded site, the City will act to have the responsible agency remove the debris. The cost for replanting new plant material to replace storm damaged plant material that cannot be repaired will be an extra.
Emergency Storm Work Documentation and Tracking:
All costs borne by the City for emergency storm clean -up work may be subject to re -imbursement through government disaster funds. In the event of an emergency, the City could easily be eligible for Federal, State, or local funds and therefore all costs that are storm related including labor, rentals and materials that are charged to the City shall be recorded and billed separately and labeled/dated as emergency related. In addition, since labor will be shifted away from routine work, all the shifted routine labor shall be tracked and recorded as emergency related since emergency labor may also be reimbursable. Once the contractor returns to normal operations, the contractor will be required to send a report outlining the shifted routine labor used during the emergency.
4.2.45. D
EBRIS AND TRASH REMOVAL
Debris and Trash Removal Frequency
Service Level A - The Contractor shall on a weekly basis remove any trash and debris that accumulates in the landscape including turf, groundcover, mulchscape, hardscape, and decomposed granite areas including adjacent flowlines.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Service Level B - The Contractor shall on a bi -weekly basis remove any trash and debris that accumulates in the landscape site including turf, groundcover, mulchscape, hardscape, and decomposed granite areas including adjacent flowlines.
Service Level C - The Contractor shall monthly remove any trash and debris that accumulates in the landscape site including turf, groundcover, mulchscape, hardscape, and decomposed granite areas including adjacent flowlines.
4.2.46. C
LEAN-UP (ALL SERVICE LEVELS)
a) At no time will the Contractor blow grass cuttings and/or debris into public streets, trails, or gutters without promptly removing the cuttings and/or debris and disposing of it legally, off site. b) Unless a chipper is used as described below in section 4.26.7(d), the Contractor shall remove all debris resulting from the maintenance operations and legally dispose of it off -site. All grass or other clippings shall be picked up after each mowing or trimming operation. c) All debris resulting from any of the Contractor's operations shall be removed and disposed of legally at the Contractor's expense. No debris will be allowed to remain at the end of the workday. d) To improve the fertility of planter beds, save water, reduce weeds, reduce the amount of green waste in the landfill, lower soil pH, and improve efficiency, the contractor may be required in many instances to utilize a chipper to mulch brush clippings back into the landscape planter from where the clippings had originated. The contractor will always be required to have a trained chipper operator on staff to accommodate this request at no additional cost to the City. This chipper program will be used wherever and whenever it is practical and will be utilized primarily wherever there are larger planter beds that are not wood-chipped. Only clippings from shrubs and trees will be allowed. Grass clippings, leaves, palm fronds, trash and weeds shall not be included in this program. The contractor shall always have a commercial brush chipper available at no additional cost to the City. e) All walkways will be kept clean/clear of debris and weed growth. Care shall be taken not to create unnecessary hazards to the public.
f) Any paper, plastic, metal, leaves, pine needles, branches, rocks, DG, sand, soil, dead plant materials, litter or any other debris determined objectionable by the Public Works Services Director that accumulates within the work site shall be picked up weekly (or whenever the debris presents a hazard) and legally disposed of offsite. All illegal dumping, including but not limited to hazardous waste, within the work site shall be reported immediately to the Public Works Services Director or his representative.
4.3. E
XTRA WORK
a) Extra work may be required because of vandalism, accidents, or acts of nature. Further, work may be required to add new landscaping, or to delete or modify existing landscape. b) Extra work will not be performed without prior approval by the Public Works Services Director unless a condition exists wherein it appears there is a danger of injury to persons or property. c) Payment for extra work shall be in accordance with the hourly rates and unit prices in the Extra Work
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Schedule. The invoiced amount for material not listed in the schedule will be at the Contractor's cost including sales tax plus 15%; the 15% being for the Contractor's costs of overhead. d) Except for routinely billed and ordinary irrigation repairs, extra work shall not commence without a written and approved proposal. Further, the extra work shall not be invoiced and billed until the work has been inspected and approved for completeness by the Public Works Services Director. e) The City reserves the right to cause any extra work deemed necessary by the Public Works Services Director to be performed by City crews or other contractors, at no cost to the Contractor.
5. EVALUATION AND CONTRACTOR SELECTION PROCESS
5.1. INITIAL SCREENING
All RFP responses will undergo an initial review to determine responsiveness to the instructions herein. Those RFP responses initially determined to be responsive by meeting the RFP requirement as indicated herein will proceed to the next phase of the evaluation process.
5.2. EVALUATION ACTIVITIES
RFP responses deemed as having met the standard RFP requirements as indicated herein are then evaluated by an Evaluation Committee. The RFP submittals are scored and assigned a ranking of zero (0) through ten (10), ten being the highest possible score. The following criteria have been assigned percentages that the criteria will be scored against, based upon but not limited to the following evaluation criteria factors:
Criteria
Criteria Description
Assigned
Percentage
Contractor Expertise 10
Quality of proposed services or goods 15
Extent to which the Contractors services or goods meet the City ’s needs 25
Cost 15
Contractor’s history and resources available to provide the required services 15
Experience and professional qualifications of staff 20
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
5.3. COST EVALUATION
Cost Proposals are evaluated and scored based on the following calculations.
Score = Lowest Proposal Cost / Cost of Proposal being scored X Maximum Points Available (10) The score is then added to the spreadsheet criteria scores.
5.4. REFERENCE CHECKS
If determined to be required reference checks are conducted by the Procurement Division and the requesting department may or may not be present during the process. The reference checks may be conducted by phone with the information being scribed or conducted by a written form, submitted to the Contractor’s reference contact. Reference contacts will be asked several predetermined questions for response and to provide a score from one (1) to ten (10), ten being the highest. Scores are then tabulated and added to the spreadsheet with the criteria scores. It is imperative that Contractors provide up to date and accurate information regarding contact information for reference checks. All scores are then tabulated into the final Contractor ranking.
Evaluators do not see the Contractor References or pricing line items. The proposed pricing is evaluated by the Procurement Division during the initial review of the RFP response, only to ensure that the proposed cost is not over the City ’s budgeted amount or Not-to-Exceed amount for the project.
5.5. P
RESENTATIONS / ORAL BOARD INTERVIEWS
Upon completion of the RFP evaluations and data analysis, and only, if necessary, selected top ranked Contractors will be provided an opportunity to interview and conduct a demonstration or presentation to further expand on their RFP response. Contractor interviews/demonstrations are scored and assigned a ranking of zero (0) through ten (10), ten being the highest possible score, based upon but not limited to the evaluation criteria factors as stated within the RFP.
5.6. F
INANCIAL DOCUMENTATION
Contractors that proceed to the short -list may be required to submit financial documentation as proof of its Company’s financial stability and strength. A financial review will be conducted by the City Finance Department.
Should a Contractor wish for its financial documentation to be treated as proprietary or be returned upon completion of the review, the documentation must clearly be marked as such. The following documentation will be required of each Contractor on the short-list:
• A copy of the Contractor’s most recent annual report. • Audited (by a third party), balance sheets and income statements for the past three (3) years. • If audited data is not available, Contractor shall submit copies of complete tax returns for the past three (3) years.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
• Describe any regulatory censure and past or pending litigation related to services provided by the Contractor.
• Indicate all applicable information regarding Contractor ownership changes in the last three (3) years.
5.7. BEST AND FINAL OFFER
Upon completion of Contractor presentations, the City reserves the right to conduct pre -award discussions and/or pre-contract negotiations with all or only top ranked Contractors. At which time the City may request a Best and Final Offer to be submitted from one or all finalists.
5.8. CONTRACTOR SELECTION
The final Contractor selection is based on which Contractor is the most responsive, meeting the City ’s requirements, offering the best value at the most competitive price. The City is not obligated to award to the lowest price proposal.
The City may conduct negotiations with several Contractors simultaneously. The City may also negotiate contract terms with the selected Contractors prior to award. The City, at its sole discretion, reserves the right, unless otherwise stated, to accept or reject all or any RFP responses, or any part thereof, either separately or to waive any informality and to split or make the award in any manner determined to be in the best interest of the City.
5.9. LETTER OF INTENT TO AWARD
After a final Contractor selection is determined, a Letter of Intent to Award (LOI) will be posted for review by all participating, responsive Contractors. Negotiations shall be confidential and not subject to disclosure to competing Contractors unless an agreement is reached. If contract negotiations cannot be concluded successfully, City may negotiate a contract with the next highest scoring Contractor or withdraw the RFP entirely.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT A, CITY OF RANCHO CUCAMONGA CONFLICT OF INTEREST/NON-DISCLOSURE STATEMENT”
It is the policy of the City to prevent personal or organizational conflict of interest, or the appearance of such conflict of interest, in the award and administration of City Contracts, including, but not limited to Contracts for Professional Services Agreements (“PSA”) with potential Contractors.
I do not have specific knowledge of confidential information regarding RFP responses received in response to the Request for Proposal (“RFP”) #25/26 -005 for Landscape and Irrigation Maintenance for PD 85 Parks. I agree not to disclose or otherwise divulge any information pertaining to the contents, status, or ranking of any RFP response to anyone. I understand the terms and "disclose or otherwise divulge" to include, but are not limited to, verbal conversations, written correspondence, reproduction of any part or any portion of any RFP response, or removal of same from designated areas.
I, the undersigned, hereby certify that the following statements are true and correct and that I understand and agree to be bound by commitments contained herein.
(Print Name)
(Relationship to the City)
(Relationship to the Contractors)
(Signature)
(Date)
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT B, PROFESSIONAL SERVICES AGREEMENT EXCEPTIONS SUMMARY”
Mark the appropriate choice, below:
Contractors accepts the PSA without exception.
OR
Contractors proposes exceptions to the PSA.
Summarize all exceptions on a separate document. Enclose a written summary of each change and title as “Exception Summary”, which shall include the Contractors’ rationale for proposing each such exception. Each exception must be labeled with the Section number in the PSA. Failure to properly reference exceptions in the submitted summary may deem the response as non-responsive.
Signature
Printed Name
Title
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT C, ACKNOWLEDGMENT OF INSURANCE REQUIREMENTS AND CERTIFICATION OF ABILITY TO PROVIDE AND MAINTAIN COVERAGES SPECIFIED”
I, the
(President, Secretary, Manager, Owner or Representative)
of , certify that the
(Name of Company, Corporation or Owner)
Specifications and General Provisions regarding insurance requirements as stated within the Professional Services Agreement (PSA), for the Purchase Contract designated Request for Proposal (“RFP”) #25/26-005 for Landscape and Irrigation Maintenance for PD 85 Parks have been read and understood and that our Contractors is able to provide and maintain the coverage as specified in the PSA. Failure to provide said coverage, upon request to finalize the PSA prior to award shall be enough cause for immediate disqualification of award. Failure to maintain said coverage shall result in termination of the contract.
Signature
Printed Name
Title
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT D, ADDENDUM ACKNOWLEDGEMENT”
The Contractors hereby acknowledges the following Addenda Number(s) to this RFP have been received, if any.
Contractors understands failure to acknowledge any addenda issued may cause the RFP response to be considered non -responsive. It is the Contractors’ responsibility to log into the Bid System to identify and download the number of addenda that have been posted.
•
•
•
•
Signature
Printed Name
Title
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT E, DEBARMENT and SUSPENSION CERTIFICATION FORM”
I certify that neither (Contractor) nor any of its proposed subcontractors are not currently listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the guidelines under 2 CFR 200 that implement Executive Orders 12549 ( 3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), and that neither Contractor nor any of its proposed subcontractors are tax delinquent with the State of California.
I acknowledge that if Contractors or any of its subcontractors subsequently are placed under suspension or debarment by a local, state, or federal government entity, or if Contractors or any of its subcontractors subsequently become delinquent in California taxes, our Proposal will be disqualified.
Signature
Printed Name
Title
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT F, PARTICIPATION CLAUSE”
It is hereby understood that other government entities, such as cities, counties, and special/school districts may utilize this RFP response at their option for equipment or services at the RFP response price for a period of days. Said entities shall have the option to participate in any award made because of this solicitation.
Any such piggy-back awards will be made independently by each agency, and the City is not an agent, partner or representative of these agencies and is not obligated or liable for any action of debts that may arise out of such independently negotiated piggy -back procurement. Each public agency shall accept sole responsibility of its own order placement and payments of the Contractors.
Successful Contractors will extend prices as proposed herein to other governmental agencies, please specify.
YES NO
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT G, SIGNATURE OF AUTHORITY”
The undersigned Company declares that he has carefully examined the specifications and read the above terms and conditions, and hereby proposes and agrees, if this RFP response is accepted, to furnish all material in accordance with the specifications and instructions, in the time and manner therein prescribed for the unit cost amounts set forth in the following RFP response.
THE CONTRACTOR IN SUBMITTING THIS RFP RESPONSE MUST FILL IN THE FOLLOWING INFORMATION.
FAILURE TO DO SO MAY DEEM YOUR RFP RESPONSE AS NON-RESPONSIVE.
Company Name: Address:
(Street, Su. # City, State, Zip)
Telephone #:
Fax #:
E-mail address: Web Address:
Authorized Representative: (print) Title:
Signature: Date:
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G.
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
“EXHIBIT H” REFERENCES WORKSHEET
The following References Worksheet must be complete, please do not mark “See Attached”. Provide a minimum of four (4) clients that are similar in size to the City of Rancho Cucamonga that your company has conducted comparable or like services. Preferred references should be government agencies and be a current customer within the past three (3) years. Please verify accuracy of contact information.
Reference 1
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
Reference 2
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
The City of Rancho Cucamonga
Request for Proposal (“RFP”) #25/26-005
for
Landscape and Irrigation Maintenance for PD 85 Parks
Reference 3
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
Reference 4
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibit H.
LANDSCAPES INC
RESPONSE TO:
RFPn 25/26-005
Landscape and Irrigation Maintenance for PD 85 Parks
RANCHO
CucAMONGA
Exhibit B
PREPARED FOR:
City of Rancho Cucamonga
Procurement Division
10500 Civic Center Drive,
Rancho Cucamonga, CA 91730
Ruth Cain, Procurement Manager
{909) 774-2500
[email protected]
PREPARED BY:
Mariposa Landscapes Inc.
6232 Santos Diaz St, Irwindale, CA 91702
Eduardo Salmeron, Estimator
{626} 210-9310
Eduardo.sal [email protected]
3.1. Cover Letter
�'fj Safety• Teamwork• Quality• Integrity 2
City of Rancho Cucamonga
Procurement Division
Attention: Ruth Cain, Procurement Manager
Ref: RFP #25/26-005
Address: 10500 Civic Center Drive, Rancho Cucamonga, CA 91730 Phone: (909) 774-2500
E-mail: [email protected]
Since 1977, Mariposa Landscapes, Inc. has been a trusted leader in the landscaping industry.
What started as a small, single- truck operation in Rosemead, California, has grown into a robust fleet with a skilled team of over 800 professionals serving Southern California and Arizona.
With more than 100 awards recognizing project excellence, we take great pride in the quality of our work and are consistently regarded as one of the most recommended companies in the industry. Our commitment to customer satisfaction has helped us build lasting relationships with clients, allowing us to bring decades of expertise to every landscape we manage. We focus on fostering long- term partnerships, taking the time to understand your goals, and dedicating ourselves to the care and enhancement of your properties.
At Mariposa Landscapes, we believe in the value of open communication, continuous staff development, and staying at the forefront of innovation to ensure we deliver the highest standard of service . While we appreciate the recognition we've earned, the true reward comes from seeing our clients enjoy beautifully designed and flourishing landscapes. Our core belief is at the heart of everything we do: "We blend Nature and Craftsmanship to Create Ultimate Outdoor Settings and Extremely Satisfied Customers."
Contractors business name and address of Contractor:
Mariposa Landscapes, Inc. - 6232 Santos Diaz St. Irwindale, CA 91702
Name, Mailing Address and Telephone number of the contact person regarding this RFP:
Eduardo Salmeron - 6232 Santos Diaz St. Irwindale, Ca 91702 - (626) 210-9310
Sincerely,
Terry Noriega - President
3.2. Table of Contents
�ij Safety• Teamwork• Quality• Integrity 3
3.1. Cover Letter ........................................................................................................................ 2
3.2. Table of Contents ............................................................................................................... 3
3.3. Project Understanding and Approach ................................................................................ 4
3.4. Qualifications and Experience .......................................................................................... 6
3.5. Project Team .................................................................................................................... 15
3.6. Staffing Levels .................................................................................................................. 17
3.7. Third Party/ Subcontractors ........................................................................................... 18
3.8. Proposal Response .......................................................................................................... 19
3.3. Project Understanding and Approach
Safety • Teamwork • Quality • Integrity 4
Understanding of the Project
We understand that the City of Rancho Cucamonga is seeking a qualified contractor to provide comprehensive, consistent, and high-quality landscape and irrigation maintenance services for PD 85 Parks, including Heritage Park and Red Hill Park. The scope includes routine and specialized maintenance of turf, groundcover, shrubs, trees, irrigation systems, hardscape, restrooms, playgrounds, and other park amenities, all in accordance with the City's service level standards (B, C, and D).
Our team recognizes the City's emphasis on:
• Maintaining a safe, clean, and aesthetically pleasing environment. • Adhering to strict service schedules and performance standards. • Minimizing water usage through efficient irrigation practices. • Ensuring compliance with prevailing wage laws and environmental regulations.
Approach to Scope of Services
We propose a structured, proactive approach that includes:
Dedicated Account Manager
• Responsible for all communication and quality control. This individual will serve as the City's primary point of contact and will oversee all field operations, coordinate crew schedules, conduct site inspections, and ensure that all work meets the City's service level standards. The Account Manager will also be responsible for submitting maintenance schedules, responding to emergency calls, and maintaining detailed records of completed work , deficiencies, and corrective actions.
Routine Maintenance
• This includes turf, groundcover, shrubs, trees, hardscape, restrooms, etc. which will all be performed per service level requirements . Our crews will follow a detailed, site-specific maintenance schedule that aligns with the frequencies outlined in the RFP. Tasks include mowing, edging, pruning, debris removal , restroom sanitation, and hardscape cleaning. All work will be documented and reviewed regularly to ensure compliance with the City's expectations and to maintain a clean, safe, and visually appealing environment.
Irrigation Management
• We will monitor all irrigation systems for leaks, coverage issue s, and efficiency. Our team will provide input on controller settings and make routine repairs to heads, nozzles, risers and provide weekly inspections and quarterly reports . Any major repairs or upgrades will be reported and proposed as extra work, with full docum entation and photos.
�'ij Safety• Teamwork• Quality• Integrity 5
Pest and Weed Control
• Our approach emphasizes prevention and low -toxicity solutions by implementing the approved Integrated Pest Management (1PM) plan and having licensed applicators. We will submit an annual pest control plan for City approval, including product labels and safety data sheets. All applications will be performed by certified professionals and documented in reports.
Reporting and Communication
• We will maintain open, transparent communication with the City . Our reports will include summaries of completed work, upcoming tasks, irrigation performance, and any issues requiring City input or approval.
Assumptions and Enhancements:
• All work will be performed per the scope and service levels outlined in Section 4 of the RFP. • We anticipate periodic changes to site inventory and service levels and will respond with flexibility and updated cost proposals as needed.
• We are exploring additional efficiency tools to enhance performance tracking and reduce the administrative burden on City staff.
Our team is committed to maintaining a safe, clean, and welcoming public environment across Rancho Cucamonga's community space, reflecting the City's high standards and expectations for its residents and visitors.
Safety • Teamwork • Quality • Integrity 6
3.4. Qualifications and Experience
A. Mariposa Landscapes, Inc. has been in business for over 45 years. Our main business focus has been in Landscape Construction, Maintenance, Tree Care, Irrigation, and Drought-Tolerant Conversions. To support this project, we will leverage our headquarters in Irwindale, CA, which is centrally located and fully equipped with a modern fleet, trained personnel, and in-house mechanics. Additionally, we have a network of strategically located branch offices throughout Southern California and Arizona. For this contract we will be providing services from our Fontana Branch office located at: 11093 Almond Ave.
Fontana, CA 92337.
B. Pending litigation: Please see below.
Mariposa Landscapes Inc.
Pending and Settled Litigation
Name
M. Acosta v Mariposa
Landscapes Inc.
J. Rivera v. Mariposa Landscapes
Inc.
A. Moctezuma v. Mariposa
Landscapes Inc.
J. Farias v. Mariposa Landscapes
Inc.
J. Reyes v Mariposa Landscapes
Milliken v. City of Corona
E. Bravo v Mariposa Landscapes
J. Calderon v.Mariposa
Landscapes
J Zarate v. The City of Norwalk
B Grant Wood v City of Los
Angeles
H Kohan v Hypergate
C. Statement of incorporation: Mariposa Landscapes Inc. is a corporation founded in 1977.
D. Five Projects with similar scope:
Here at Mariposa Landscapes, Inc. we take pride in our work and thrive on keeping our company as one of the most recommended in the industry. Our steady record of customer satisfaction has allowed us to maintain positive relationships with our clients.
Claim/Case No. Date Court Status Ty e
56-2021-00549651 January 20, 2021 Superior, Ventura Pending Emp 56-2021-00549647 January 20, 2021 Superior, Ventura Pending Emp 56-2021-00549650 January 20, 2021 Superior, Ventura Pending Emp 21PSCV00402 May 17, 2021 Superior, Los Angeles Pending Emp 21PSCV00923 November 9, 2021 Superior, Los Angeles Pending Emp CVR1220046 January 6, 2022 Superior, Riverside Pending GL CIVSB2133123 January 21, 2022 Superior, San Bernardino Pending Emp 22STCV19397 June 14, 2022 Superior, Los Angeles Pending Emp 23NWCV01186 June 23, 2023 Superior, Los Angeles Pending GL 23STCV31457 December 26,2023 Superior, Los Angeles Pending GL Z4SMCV02907 October 1, 2024 Superior, Los Angeles Pending GL
7 Safety• Teamwork• Quality• Integrity
Projects of Similar Scope of Work
1. City of Fontana (2023-present)
Scope of Work: Landscape Maintenance Services Area 4
Landscape Maintenance, Irrigation maintenance and Installation. Scope includes inspections, mowing, trimming, pruning, fertilization, aeration, weed control, cultivation, pest control, tree surgery, de- thatching, plant replacements, renovation, clean- up of park facilities and drainage facilities.
Key Team Members:
Area Manager - Roberto Perez
Account Manager - Edgar Garibay
Timeline of project delivery:
The contract has been currently serviced by Mariposa landscapes since 2023.
2. City of Chino Hills (2022-present)
Scope of Work: Landscape Maintenance Services for North Service Area Landscape Maintenance- Turf maintenance, shrub/slope maintenance, ground cover maintenance, tree trimming, irrigation maintenance and repairs, water management, infield maintenance, mowing, litter and trash control, pesticide application, weed control, rodent control, aeration, and fertilization.
Key Team Members:
Area Manager - Roberto Perez
Account Manager- Jesus Ramirez
Timeline of project delivery:
The contract has been currently serviced by Mariposa landscapes since 2022.
3. Riverside Utilities (2006-present)
Scope of Work: Landscape Maintenance
Landscape maintenance of approximately 82 utilities facilities. Scope includes mowing, edging, dethatching, aeration, weeding, fertilization, watering, insect, pest and vermin control, irrigation and sprinkler system maintenance, trimming, pruning, and treatment and control of plant diseases, litter removal, clean- up and herbicides application .
Key Team Members:
Area Manager - Roberto Perez
Account Manager - Gustavo Suarez
Timeline of project delivery:
The contract has been currently serviced by Mariposa landscapes since 2006.
Safety • Teamwork • Quality • Integrity 8
4. Inland Empire Health Plan {2024-present)
Scope of Work: Campus Landscape Maintenance Program Services Tree maintenance, turf maintenance, weed pest and disease control, Fertilization, Ground Cover maintenance, aerification, hard pruning, watering, mulching/ ground cover, shrub maintenance, vine maintenance, annual color, irrigation equipment and operations, repairs, cleanup & waste disposal, gopher control, paved area weed control
Key Team Members:
Area Manager - Roberto Perez
Account Manager - Dirk Bennet
Timeline of project delivery:
The contract has been currently serviced by Mariposa landscapes since 2024.
5. City of Corona {2023-present)
Scope of Work: Cajalco and 1-15 Interchange Landscape Maintenance Services Rebid, NIB 23-0SlAS General landscape maintenance including fertilization , pruning, tree trimming, s hrubs, vines and groundcover, weed control and plant disease, mowing, edging, maintain and repair irr igation system, general clean- up, removal of leaves, trash, and other debris, maintain hardscape, including DG and rockscape areas
Key Team Members:
Area Manager - Roberto Perez
Account Manager - Gustavo Suarez
Timeline of project delivery:
The contract has been currently serviced by Mariposa landscapes since 2023.
These are the 5 projects that Mariposa has been servicing with similar scope of work.
Our attached reference provides additional information, and additional information i s available upon request.
Why Choose Mariposa Landscapes?
• Award-Winning Excellence: A proven track record with over 95 industry recognitions for innovative and high- quality landscaping projects.
• Comprehensive Expertise: From public parks and commercial landscapes to large-scale restoration projects, we have the expertise to handle a wide variety of landscaping needs. • Sustainability Leadership: Implementing drought-resistant designs and sustainable practices that protect natural resources while enhancing aesthetic value. • Client-Centered Approach: A commitment to understanding and exceeding our clients' expectations with tailored, results -driven solutions.
Additional Information
Mariposa Landscapes, Inc. has been transforming outdoor spaces with expertise and innovation since 1977. What began as a small operation in Rosemead, California, has grown into one of the most trusted names in landscaping across Southern California and Arizona. Today, we proudly employ over 800 dedicated professionals, including Certified Arborists, Pest Control Advisors, Certified lrrigators, and Landscape Technicians .
Our Core Values
Our success is driven by a set of core values that underpin every aspect of our operations:
• Safety: Ensuring the well-being of our team and clients on every project. • Teamwork: Collaborating with clients and stakeholders to achieve shared goals. • Quality: Setting the highest standards for every service we provide. • Integrity: Building trust through transparency, accountability, and ethical practices.
With over 45 years of experience, Mariposa is
renowned for excellence in Landscape Construction,
Maintenance, Tree Care, Irrigation, and Drought -
Tolerant Conversions. Our portfolio reflects a rich
history of award-winning projects - more than 100
recognitions to date - demonstrating our unwavering
commitment to quality and craftsmanship. As a fully
licensed company in both California and Arizona, we
carry $100 million in bonding capacity and maintain
large insurance coverage, including $10 million in
general liability and $1 million in workers'
compensation, ensuring our clients' peace of mind on
every project.
At Mariposa, we are more than a landscaping company - we are stewards of the environment.
Sustainability is at the heart of everything we do, from implementing water -saving irrigation systems to promoting native plant restoration and integrating environmentally friendly practices into every project.
Our approach is guided by a deep understanding of Southern California and Arizona's unique ecosystems, allowing us to create outdoor spaces that are as functional and beautiful as they are sustainable. We take pride in enhancing landscapes while contributing to the well -being of the communities we serve.
�q Safety• Teamwork• Quality• Integrity 9
Safety• Teamwork• Quality• Integrity 10
Key Facts at a Glance
With strategically loc ated offices across Southern Californi a and Arizona, Mariposa Lands capes delivers exceptional landscape solutions using advanced equipment , innovative technologies, and a skilled t eam, transforming landscapes and enriching communities with every project .
The following table provides a complete ov erview of Maripo sa Landscapes, Inc., highlighting our relevant information, areas of expertise, and operational capabilities :
Company Mariposa Landscapes, Inc. Awards Over 95 awards for project excellence Founded 1977 Primary
Services
Landscape construction, maintenance,
tree care, irrigation, and drought tolerant
conversions
Address 6232 Santos Diaz St, Irwindale, CA
91702
Service Areas Southern California and Arizona
Telephone (626) 960-0196 Office
Locations
1) HQ: Irwindale, CA
2) Orange County: Santa Ana, CA
3) San Bernardino County: Fontana, CA
4) Riverside County: Chino, CA
5) LA South Bay: Gardena, CA
6) North LA. & Ventura: Somis, CA
7) Palm Springs: Bermuda Dunes, CA
8) San Diego County: Oceanside, CA
9) Arizona: Glendale, AZ
10) Arizona: Phoenix, AZ
Fax (626) 960-8477
Employees Over 800 employees
Licensed In California + Arizona
Insurance $1M workers' compensation, $10M
general
Bonding $100 million
•
•
California Contractor License
592268 C27, A, D49/C61, C31
Tree Work - Line Clearance
Proposal Contact: Eduardo Salmeron
Eduardo.salmeron@mariposa- ca.com
(626) 210-9310
Organizations, Current and Past Memberships
• CACM (California Association of Community Managers)
• CAI Orange County (Community Association Institute)
• CAI Los Angeles (Community Associations Institute)
• CAI Greater Inland Empire (Community Association
Institute)
• CAI Coachella Valley (Community Association Institute) • ASA (American Subcontractors Association)
• BIA Southern California (Building Industry Association) • BIA Orange County (Building Industry Association)
• BOMA IE (Building Owners and Managers Association)
• CLCA (California Landscape Contractors Association)
• ISA (International Society of Arboriculture)
• CAPCA (California Association of Pest Control Advisors)
Safety• Teamwork• Quality• Integrity 11
Site Preparation & Grading
Native Plant Restoration
Park Construction
Tree, Shrub & Ground
Cover Planting
Playground Construction
Irrigation Systems Installation
Park Construction
Athletic Field Construction
Drainage System Setup
Our Services
Mariposa offers a full spectrum of landscaping services, blending expertise, innovation, and sustainability to meet each client's unique needs. Below is an overview of our capabilities .
Landscape Maintenance
Maintaining vibrant landscapes requires strategic care and attention to detail. Our services encompass large-scale mowing, efficient irrigation, eco- friendly pest control, and year -round fertilization to support plant health and ecosystem vitality. Additional offerings include athletic turf maintenance, detailed baseball field preparation, porter services, and parking lot sweeping to ensure a clean and professional appearance. We focus on creating sustainable landscapes that thrive in all seasons .
• Turf Management
• Integrated Pest
Management
• Athletic Turf Maintenance
• Parking Lot Sweeping
• Color Design
• Irrigation Management
• Seasonal Planting &
Enhancements
• Porter Services
• Clean-up and Debris Removal
Tree Care
Our certified arborists provide expert tree management, including trimming, removal, stump grinding, and disease treatment. Utilizing advanced GIS tree mapping, we offer tailored growth and maintenance programs for urban forests and individual trees alike. These services not only ensure the safety and health of trees but also enhance their contribution to the environment and aesthetics of any property. By integrating technology and expertise, we help preserve the natural canopy, ensuring long- term sustainability for both urban and rural spaces.
• Tree Trimming & Pruning
• Hazardous Tree Removal
• Stump Grinding &
Disposal
• Tree Disease & Pest
Treatment
• On-site Diagnosis
• Long-term Tree Care
• GIS Tree Mapping & Asset
Management
• Tree Planting
Landscape Construction
We transform outdoor spaces into functional, visually stunning environments. From site preparation, grading, and drainage to strategic planting and native plant rehabilitation, we focus on integrating aesthetics with sustainability. Our portfolio includes durable parks, playgrounds, and athletic fields designed for both community engagement and environmental balance .
Safety• Teamwork• Quality• Integrity 12
•
•
•
Plant Selection
Mulching and Ground
Cover Application
Drip Irrigation Installation
Hardscape Integration
Custom Concrete Features
Water Features
Monuments
Overhead Structures
Installation
•
Masonry
Stonework
Low-voltage Lighting
Irrigation Retrofits
Modern irrigation systems are key to sustainable water management. Our retrofit solutions include weather-responsive controllers, high- efficiency sprinklers, and precision drip irrigation systems. These upgrades ensure optimized water use, reduced runoff, and compliance with regulatory requirements, all while delivering significant cost savings. We also provide system performance monitoring and proactive maintenance to maximize efficiency and extend system lifespan.
• Irrigation System Upgrades
• Zone Adjustments
• Real-Time Monitoring
• System Performance
Assessments
• Leak Detection & Repair
• Drip Irrigation Installation
• Compliance with Water
Regulations
Drought-Tolerant Conversions
As water conservation becomes increasingly important, our drought-tolerant landscape conversion s help clients adapt effectively . By incorporating native plants, soil enhancements, drip irrigation, and functional hardscape features like pathways and seating, we create s ustainable, low -maintenance landscapes that reduce water usage and improve environmental outcomes. These eco-friendly designs also enhance property value and promote biodiversity , contributing to a greener community.
Hardscape Construction
Hardscapes play a vital role in enhancing landscape functionality and aesthetics. Our services include custom concrete work, masonry, stonework, flagstone, and tile in stallations. We focu s on integrating these elements seamlessly into existing landscapes, ensuring durability and timeless appeal.
Complementing these are drainage systems, overhead structures, water features, and low-voltage lighting, creating safe and inviting outdoor spaces with a unique visual appeal.
At Mariposa Landsca pes, our commitment extends beyond delivering services; we aim to craft environments that l eave la sting impression s. From sustainable designs to innovative technologies, our work r eflects a blend of functionality, beauty, and environmental responsibility. With every project, we strive to exceed expectations, creating landscapes that serve as vibrant spaces for communities to thrive.
Safety• Teamwork• Quality• Integrity 13
Core Objectives
• Consistency: Deliver uniform, high-quality results across all projects and service areas. • Proactive Problem-Solving: Address potential issues early to prevent disruptions. • Client Satisfaction: Build trust by meeting deadlines and maintaining transparency. • Continuous Improvement: Refine processes based on feedback and data to enhance future performance.
Implementation Process
Irrigation Reports
an Irrigation Inspection Report. This report includes
Quality Control Program
At Mariposa Landscapes, Inc., quality control is not just a process, it's a philosophy. Rooted in the principle of "Plan your work and work your plan," our Quality Control Program is designed to ensure every project exceeds client expectations. We proactively manage quality and systematically address issues, we free up our clients' representatives - such as Public Works Inspectors or Property Managers - so they can focus on higher priorities. This approach fosters a positive working relationship and ensures consistent, high - quality results.
Key Components of the Quality Control Program
Our Quality Control Program is built on a foundation of structured processes and proactive management, ensuring every aspect of our work meets the highest standards. The following components outline how we maintain excellence at every stage of the project.
Quality Control Aspect How It Ensures Excellence
Work-in-Process
Inspections
Account Managers conduct initial and ongoing inspections of work tasks to ensure compliance with quality standards. Non-conformances are logged and addressed immediately.
Systematic Problem
Resolution
Issues are contained and corrected promptly, with solutions that include repair, replacement, or rework. Completed work is re-inspected to prevent recurrence.
Management
Monitoring
Supervisors oversee operations to ensure adherence to quality plans, leveraging structured problem-solving methods and enhanced process controls.
Client Feedback
Integration
Regular communication with clients ensures alignment on quality expectations and facilitates continuous improvement.
14 Safety• Teamwork• Quality• Integrity
Advanced Tools and Technology
Our team leverages cutting- edge tools and technologies to enhance the efficiency and effectiveness of our Quality Control Program.
• Digital Inspection Checklists streamline the reporting process, allowing for real-time tracking and immediate feedback on service performance. These checklists ensure that quality standards are consistently upheld and any issues are promptly addressed. • GIS Mapping Systems provide precise asset inventories, enabling accurate management of trees, irrigation systems, and other landscape elements. By visualizing and analyzing these as sets, Mariposa ensures optimized resource allocation and improved service outcomes.
Our quality control philosophy focuses on preemptive action and systematic improvement, ensuring issues are addressed efficiently and resolved through structured processes . This approach is exemplified in our Sample Inspection Form and Inspection Action Items Form, which document inspections, corrective actions, and follow -up measures to maintain the highest standards .
Li.� Mariposa Landscapes, Inc.
�� ,m,«tiono""�SP,:_�ON EVALUATION FORM
Mar HAccovntMar11 � JobNurr,ber:f ------------------------------------ 1
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8 T!..l'ftexb.lfe,no&ir,/bareare;n
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Mariposa landscapes, Inc.
-.-/)� ACCOUNT MANAGER IN,:,:,ECTION ACTION ITEMS
Resolutfon
ACTION ITEMS Dato
•.
10. Maripo 5J /lccounl Manager Signaluie/DatC! Client Reprewntative !lignatme/0,.)te
15 Safety • Teamwork • Quality • Integrity
3.5. Project Team
Key personnel for this contract
Rb t P A M Ft
Experience & Credentials
With over 25 years of experience, Roberto Perez is an expert in large-scale public works landscape maintenance. His background as a public works inspector provides him with valuable insight into regulatory compliance, quality control, and efficiency improvements in municipal and commercial landscaping projects .
Robert has been with the company for about 3 years. Before that, he was with various city within southern California, specializing in managing landscape contracts.
Robert, has been managing similar works for many years. A more current notable work includes with the City of Rancho Cucamonga, Chino Hills, Fontana, Moreno Valley, San Bernardino County, Riverside County, Etc .
• Graduate of the Pacific Southwest Maintenance Management School • MSAC Irrigation Design and Plant ID Certificate
• Leadership Academy Certificate, Cal Poly Pomona
• Calsense 3000 Certified
Ongoing Training
• Continuous OSHA safety training
• Qualified Applicator License - In Process
• Cal State Fullerton Water Auditor- In Process
16 Safety• Teamwork• Quality• Integrity
Dirk Bennet Acco t Mana
Experience & Credentials
With over 11 years of experience, Dirk Bennett will be the person in-charge and responsible for project m anagement, communication with foreman, field supervisor and primary contact with the City of Rancho Cucamonga. He is experience in conducting and overseeing Public Works , Commercial and Residential landscape maintenance work. With a vast experience in all aspects of Landscape maintenance
Dirk has been with the company for about 3.5 years.
Dirk has been managing the City of Rancho Cucamonga contract(s) for Mariposa Landscapes . His ext ensive experience with scheduling and understanding of the City's needs has proven him to be a reliable lead .
• Qualified Applicators License, Cat B, #145235
• Horticulture and Turf Grass Management certificate, Mt. San Jacinto College.
• Safe Work Zone, trained.
• CPR and Safety trained.
• OSHA 10 Hour - Construction Safety
• Recycled Water Site Supervisor Certified, Inland Empire Utilities Agency
Ongoing Training
• Horticulture, arboriculture Turf Management certificate, Mt. San Jacinto Colleg e/ San Antonio College.
• Integrated Pest Management continuation training.
• Weathertrack - Hydropoint controller management Company safety training • Qualified Pesticide Applicators continuation training. • Cal Sense controller management Company safety training Block flow prevention and maintenance training
3.6. Staffing Levels
Safety• Teamwork• Quality• Integrity 17
The Schedule IV for estimated minimum labor hours has been submitted separately on Planetbids.
The labor hours do not indicate the maximum labor that we will provide. We are anticipating providing labor as necessary to get the work done.
Extra Work projects will be assigned to additional staff and not from the proposed routine staff members.
3.7. Third Party/ Subcontractors
Mariposa Landscapes Inc. will not use any subcontractors for this contract.
�\j Safety• Teamwork• Quality• Integrity 18
3.8. Proposal Response
Safety• Teamwork• Quality• Integrity 19
Mariposa Landscapes will deliver consistent, high- quality landscape maintenance across the 2 assigned parks in Rancho Cucamonga. Our staffing plan and daily operations are structured to meet all contractual requirements while providing additional value where needed. Staffing will differ slightly depending on the service level.
Crew Deployment:
• Detail Crew (2 personnel):
o Handles planter maintenance, edging, trimming shrubs and groundcover, trash pickup, hardscape cleaning and restroom maintenance.
o Crew floats between properties daily based on rotation schedule and seasonal needs. • Mowing Crew (2 personnel):
o Responsible for turf areas at both parks.
o Equipped with two 72" mulching mowers to maintain weekly mowing cycles per service level requirements.
o Crew rotates across designated properties Monday through Friday to meet weekly schedule requirements.
• Irrigation Technician (1 Personnel)
o Responsible for irrigation maintenance throughout both parks specified for this contract. • Spray Technician (1 Personnel)
o Responsible for any annual chemical application as required per service level.
Safety• Teamwork• Quality• Integrity 20
Workplan and Approach
The schedule outlined below is subject to change and requires approval from the designated representatives . Any adjustments will be made to align with operational requirements. At the commencement of the contract, our Project Manager will submit the annual schedule, and a monthly report will be provided at the start of each month for the representatives. Below are some of the key services proposed, which are not limited to the following list of tasks that Mariposa is responsible for. This will also differ depending on the Service level awarded.
Weekly Average
Monday Tuesday Wednesday Thursday I Friday
Weed Removal X X X X X
Litter Removal X X X X X
Irrigation System Inspection X X X X X
Turf Mowing, Edging, Trimming X X X X X
Disease, Herbicide, Pest Control
X - - -
-
Pruning, Trimming X X X X X
Fertilize Grass, Plants -
- - - -
Mulching
-
- - -
-
Yearly Average
; , I�, I ,I., 1 ; r
,Jan , Feb,, .;f.Mar ,: Apr ·1 May [1u � 1
Jul
'
Aug • Sep 'Oct ·', Nov : Dec
Weed Removal WK WK WK WK WK WK WK WK WK WK WK WK
Litter Removal WK WK WK WK WK WK WK WK WK WK WK WK
Irrigation System
Inspection
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
Lawn Mowing,
Edging,
Trimming
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
WK
Herbicide, Pest
Control
X
X
X
X
Pruning MO MO MO MO MO MO MO MO MO MO MO MO
Fertilize Turf
X
X
Mulching AN AN AN AN AN AN AN AN AN AN AN AN
*AS= as needed *MO= monthly *WK= weekly *Bl= Biweekly *DY= Daily *2X/DY = 2 times a day
Project Specific Equipment
Mariposa Landscapes Inc. is proud to maintain a modern fleet, consisting of the latest models of vehicles and equipment, including all the essential tools needed to fulfill our contract work. Our fleet is under five years old and is meticulously maintained by our in -house mechanics. Notably, we offer large- capacity mowing equipment , a unique advantage that sets us apart from most competitors.
To ensure reliable service, we employ a full team of skilled mechanics, and we maintain an extensive inventory of backup equipment, which allows us to consistently adhere to our project schedules.
Each of our crew trucks is fully equipped with all necessary hand tools for landscape maintenance, along with a First Aid kit, water, and clear instructions in the event of an accident. Our mechanics are strategically stationed within 30 to 60 minutes of each project site, ensuring rapid response times. In addition, we have backup equipment available for deployment within one hour, further reinforcing our ability to maintain schedule continuity.
We are confident that the equipment detailed in our proposal will prov ide comprehensive coverage and surpass the city's established standards. Our commitment to excellence is demonstrated through our meticulous selection of resources and skilled personnel. Mariposa Landscape Inc. is dedicated to ensuring that every aspect of our work exemplifies the highest quality, reflecting both our expertise and our commitment to delivering superior results. We believe that our approach will not only meet but exceed the expectations set forth, showcasing our dedication to excellence and reinforcing our reputation for exceptional service.
Anticipated Equipment
Regular Vehicles
Periodic Vehicles
QTY Vehicles QTY Vehicles
1 Truck Chevy 2500HD, Dbl Cab, Landscape body 1
1 Truck Chevy 3500HD, Single Cab, Spray
Truck
Truck Toyota Tacoma w/lrrigation Setup
Regular Equipment
Periodic Equipment
QTY Equipment QTY Equipment
1 Trailer 82" x 16", GVWR 7000, Mow Crew TBD
1 Trimmer String (Weedeater)
1 Blower backpack
1 Hedge Trimmer 51" Long Staff
2 Mower 72in, Recycler
1 Edger Stick Type
1 Truck and Tools Equipment
�'fj Safety• Teamwork • Quality • Integrity 21
Labor Tot.:il
$300.00
$0.00
$0.Ol
S0.00
lrrii;::.:1\i,:in p.-,rb - l'TW,c. p.rt::s
2.00 1.00
EA $99.00
EA $17.00
LS $25.00
$196D0
$2.IDO
$0.00
$0.00
Extra Work Pricing
When a customer desires additional work or an emergency arises where work above and beyond the contract scope becomes necessary, there must be some mechanism to quickly communicate and agree upon the cost. Many times, situations arise where it is difficult to come up with a cost ahead of time. We solve that issue with the following:
Our process is designed to ensure
clarity and professionalism, founded
on the principles of Simplicity,
Transparency, Honesty, and No
P O S A Proposal
1 _._N :: �. ,- •' :,. ' :. 1 " c. Not to Extced Pricing E.-"-""'...,•,.,.• .,.... --------------- , Th:- fclra11tng...,'OrilIs bid.1t 'ti� afliom..ao..�ttmcnt of lnd..e.irt.il P.cl.11Loo!;a.:i.l1d�g,Nllon�br: j M.nrlten:lnce PROJECTINF-ORM,,_.;.AT,;.;l,f'-0-,,N,--.,,.-,,--,,-----------, Surprises.
C&mt/Ptoject: 5.,3mp1e(Eent �J'.(Jje_� N�JTlo!! I
Job t�.:imo: ��pl-�JC1b_Name- lt�.1ti<Jn i:tepai!_ I
Job Addte:ss: 123 tint Str�t,Anywl1t!1t:, CA 90001
935 JJ:I 123.£67
935 .,1 7�91011
I
Jab Oe.s.uiption: Tnis is .:idescriptioir of thewarl.pto,"kled.Tw.! detcriptX!n will h.:t.'(! Coough infa�tian losh:iw wher-eecadty lhtiwCrkis to be dooe1 wh.1t r. to be d=u,ti .,nd when it wi!Jbe,:omplt!le!d .
If an issue arises that alters the scope
TheinforfT\,3tian below U .,n estimate whkb mlnt be :ipprn-.�by tm customer prior to st..,rtmg '#Jd. /tis., of the original estimate, we will
revise the proposal accordingly and
resubmit it for client approval. The
updated proposal will include clear
explanations and supporting
documentation, such as photos.
Work will not proceed until the client
has reviewed and approved the
revised scope and associated costs,
ensuring full agreement before
..Not to UCM-d" pricingp,Opas:il. Th�Cfore, fin.:il•hilm,gwiDbe less th.1n Oreqwl ta thU pr-tiposedpricing.
LABOR
Cla:s:iificrtian OJROate lkturtvAmc R•l/01 Houn TOTAL 1/21/10-li $.96.91 A.c� $0.00
$0.00
L;:it1dsc.1pcOpct.:rtil'\; tngi,�il)r $0.00
�niatTr� Trimmer $0.00
Tr�Trffl\mei $0.00
$0.00 TrC'<G!! tount.biicflon
$0.00
$0.00
$300.00
sirno
moving forward. MATERIAL/SU B5/0TH�R' 1�•�•!.._,,;""'""I Oe!UiDtion of Materi� S�b�rtithO·rh,,fmrt,dump, etc,)
[quipmcnt Tot.:il
Quantity Uhit Unit Cost
$0.00
TOTAL
TOTALS Moteri•I/Su�I/Othe, Total
Note: Upon bilfmg. C.apit!s af.1ll purdi.nes of tn.lle1i.ah, Llbor Total $ cquipm�t rent.1h,sub::ontr.1dat irl\'lke:s,,lo.l�utl>.!l\. [quipment Tot.11 S $255.00
300.00
will b�submitled with tlr.! billing irl'lo'oX:.e. MMerial/Subs/Othcr Tot;:il $ 255.00 15� Markup on M.neriaVSubs/Othet Tot.:il_,S_ _,.1,..,s..,.25,..
Tot.ii Not·TO·h:tccd Propos;,l(ost S 59.3.2:i
Submitted, Accepted,
H.lrncaf Prop,:uer
Til3e of Propa!aer
tfo1ne of C.uslOrtY.:!I ApplO\'mg
litk! of Ctatorm, AµprovLns
Safety• Teamwork• Quality• Integrity 22
4-Step Pricing Process
The sample proposal to the right
pertains to an irrigation-related
project, where multiple valves
require replacement due to damage
sustained in an auto accident.
Core Elements
- Plant Identification
- Sod Installation
- Irrigation Identification
1.1O - Lateral Repair and Head Adjustment
Landscape Maintenance Elements
3.01 - Written General Comprehension
3.02 - Pruning
3.03 - 21" Mower
3.04 - Intermediate Walk-Behind Mower
3.05 - Aerator
3.06 - Edger & Trimmer
3.07 - Riding Mower
3.08 - Pesticides
3.09 - Fertilizer
3.1O - Power Blower
Irrigation Elements
4.01 - Irrigation General Comprehension
4.02 - Irrigation Plan Reading
4.03 - Lateral Installation
4.04 - Mainline Installation
4.05 - Valve Repair
4.06 - Valve Wiring
4.07 - Pipe Installation Equipment
1.14 - Chainsaw
Continual Employee Training
The Certified Landscape Technician Test is widely regarded as one of the most challenging exams across any industry. It is a timed, hands-on field test that covers a wide range of skills and disciplines essential for landscape work. Three certifications can be earned through this test: Certified Landscape Technician in Landscape, Maintenance, and Irrigation. Each category has its own specific modules, but all candidates must pass a core set of 13 modules. Employees at Mariposa not only maintain their current CLT skills but are also continuously working to expand their knowledge and pursue further certifications.
�lj Safety• Teamwork• Quality• Integrity 23
Safety• Teamwork• Quality• Integrity 24
Safety
Employee safety is our highest priority. At Mariposa Landscapes, we have implemented thorough and continuous safety training for all our employees. We have specially designed intensive training programs for new and onboarding employees that include both on- site training and classroom sessions.
Furthermore, all employees are required to participate in ongoing training sessions to prevent accidents, ensure the safe handling of equipment, and develop their judgment in anticipating hazards before they occur. Additionally, on new sites or sites new to the employees, a supervisor conducts site- specific risk prevention training focusing on the most frequent hazards and risks known to the site and region.
Employee Training & Supervision
Figure 1: Employee Troining Held On-site
Our safety program is built on thorough employee training and supervision, with the main objective to ensure a safe work environment through well-prepared personnel.
Training begins within the first 3 days of employment,
following a structured agenda that covers orientation,
safety basics, equipment and chemical safety, and
practical training and review. This initial training covers the use of equipment, chemicals, supplys, and protective gear. To maintain high safety standards, ongoing training is provided weekly and bi-monthly, ensuring all employees stay up-to-date with the latest safety protocols.
Training in the Use of Supplies, Chemicals and Equipment We divide this training session into the following modules:
Supplies & Chemicals Equipment
Safety Basics All exposed employees receive
training on chemical safety
fundamentals, including hazard
identification, labeling systems,
proper storage, and interpreting
Safety Data Sheets to understand
chemical properties and risks.
Familiarization This training covers the proper use
of equipment, including chainsaws,
hedge trimmers, edgers, blowers,
mowers, and trailers, with an
overview of each machine's
functions, common uses, and
associated risks.
Safe Handling Comprehensive guidelines are
established for safely handling
herbicides, pesticides, fertilizers,
and cleaning agents. Employees are
trained on safe mixing, application,
storage, correct application rates,
and the importance of proper
ventilation.
Operational
Safety
This session covers the safe
operation of equipment, including
start-up, shutdown, proper use,
and safety checks. It focuses on
recognizing and avoiding hazards
like chainsaw kickback, trimmer
debris, and mower rollover risks.
Emergency Training includes protocols for spills,
leaks and exposure incidents so
employees can act quickly and
mitigate risks in a timely manner.
Maintenance &
Inspection
In this module we cover instruction
on routine and maintenance tasks,
such as sharpening blades,
changing oil and inspecting and
recognizing wear and tear.
Figure 2: Training on the Use of Supplies, Chemicals and Equipment
Safety• Teamwork• Quality• Integrity 25
All of our training and safety sessions are led by our highly qualified supervisors or safety coordinators who have been previously trained in safe and correct operating procedures and are determined by competent management. All trainers have undergone certification from recognized agencies such as the California Department of Pesticide Regulation and the American Heart Association. Trainers are selected based on their expertise and ability to communicate effectively .
Protective Equipment
Our PPE program includes detailed instructions on the types of protective equipment required for various tasks, as well as proper usage techniques and maintenance procedures to ensure equipment stays effective. We follow strict internal protective equipment protocols and conduct regular unannounced site inspection to verify that all PPE is in good condition and worn properly. All employees must wear the appropriate PPE pictured below and in the following page. Workers wear appropriate PPEs as needed, where job safety requires it .
Ongoing Training
Ongoing and continuous training are of great importance to our company. We hold weekly meetings designed to keep employees updated on specific seasonal hazards (for instance, when we have noticed an increase in snake sightings), new equipment, site- specific risks or updated safety practices regarding chemicals or equipment used. Our supervisors hold regular evaluations to reinforce safety protocols and accident prevention but also to improve performance.
Aside from our weekly meetings, we hold bi-monthly long-format sessions which last from 2- 3 hours and provide insights, feedback and learnings from new job sites and new site challenges. In these sessions, new materials and chemicals are being discussed and introduced to the team. Equipment training courses are often held separately or in smaller groups. Supervisors and trainers conduct daily inspections to identify and reduce potential hazards, ensuring compliance with safety procedures . Their checklists cover proper PPE usage and protocols, equipment condition, chemical storage, and work zone setup. All findings and learnings are then discussed in our bi -monthly meeting and focus on areas where improvements can be made. Employees are encouraged to provide feedback on safety practices, helping to identify new hazards and refine training programs .
Safety• Teamwork• Quality• Integrity 26
MARlPOSA LANDSCAPES lNC.
MAINTENANCE DIVISION - PPE (PERSONAL PROiE.CTIVE EQUIPMENT) REQUIREMENTS
Safety Work
SaFety Hearing Work
5afel',' Work Safeti,•
Boots
Vest
No!e: T1M PPE1,'h,,tm(od here i5 for yoc1r .,;;i/f1!.1/, fa1/ure fO (of.low t/1et;,E, .-.e171.1Jren;1e11(-5 could /em-/ to ir1/1uy and/or d.isdpli'!wry a,c:tioH, l�:, fo mid including te,·rr.,in;,i/,irrn. * Optia,11al Eq1L1ipme1111t
Safety• Teamwork• Quality• Integrity 27
The key points of its strategy to achieve this are:
• Minimize waste by evaluating operations and ensuring they are as efficient as possible. • Minimize toxic emissions through the selection and use of its fleet and equipment. • Actively promote recycling both internally and amongst its customers and suppliers. • Meet or exceed all the environmental legislation that relates to the Company. • Adhere to all local codes and ordinances regarding water conservation.
Green Initiative
Mariposa Landscapes, Inc. is dedicated to implementing environmentally sustainable practices and energy conservation measures. We operate a comprehensive recycling program for green waste and paper products, which is enforced at both our local offices and all job sites.
Our company currently uses hybrid vehicles and is actively researching and pursuing the adoption of hybrid equipment for use on our contracts. We are committed to being as environmentally responsible as possible and are continuously expanding our operations to meet this goal.
Mariposa Landscapes has earned certification from the American Green Zone Alliance under the Sustainable Land Care Certification (Electric Equipment). This certification ensures we are at the forefront of industry advancements, selecting cost-effective solutions with the latest commercial -grade electric small equipment.
We colla borate closely with clients to optimize water usage wherever possible. With hundreds of ET "Smart" Controller installations over the years, we are proficient in assessing properties for water -saving opportunities, providing tailored solutions, and programming these advanced irrigation devices for maximum efficiency.
Beyond these initiatives, we remain committed to leading the industry in minimizing environmental impact and advancing sustainable practices .
Integrated Pest Management Program
Safety• Teamwork• Quality• Integrity 28
Integrated pest management (1PM) is an
ecosystem-based strategy that focuses on
long-term prevention of pests or their
damage through a combination of
techniques such as biological control,
habitat manipulation, modification of
cultural practices, and use of resistant
varieties. Pesticides are used only after
monitoring indicates they are needed
according to established guidelines, and
treatments are made with the goal of
removing only the target organism. Pest
control materials are selected and applied in
a manner that minimizes risks to human
health, beneficial and non-target organisms,
and the environment.
Biological Control Biological control is the use of natural enemies -predators, parasites, pathogens, and competitors -to control pests and their damage. Though Mariposa does not introduce any beneficial organisms into the environment, we do identify and encourage their presence.
Cultural Controls Cultural controls are practices that reduce pest establishment, reproduction, dispersal, and survival. For example, changing irrigation practices can reduce pest problems, since too much water can increase root disease and weeds.
Mechanical & Physical
Controls
Mechanical and physical controls kill a pest directly or make the environment unsuitable for it. Traps for rodents are examples of mechanical control. Physical controls include mulches for weed management, steam sterilization of the soil for disease management, or barriers such as screens to keep birds or insects
out.
Chemical Controls Chemical control is the use of pesticides. Mariposa Landscapes uses pesticides only when needed and in combination with other approaches for more effective, long-term control. Also, pesticides are selected and applied in a way that minimizes their possible harm to people and the environment . With 1PM we use the most selective pesticide that will do the job and be the safest for other organisms and for air, soil, and water quality.
Job Start Up
-
Notice to
Proceed
�0-Day
Job Start Evaluation
60-Day
Evaluation
90-Day
Evaluation
Contract Execution and Official Notice to Proceed
For new contracts, we need a signed commitment before purchasing trucks and equipment. Startups within 30 days may face supply chain delays, so we prefer a 60 to 90-day lead time. During this period, we may have meetings with the client to introduce the team and review the schedule. We also use this time to prepare area maps, take measurements, and order necessary materials like fertilizer, weed control products, and other supplies.
Job Start
On the first day of the project, our crews will be equipped with detailed maps, task lists, and an initial schedule. Our management team is actively involved in logistics at this stage. We also conduct a thorough inspection of the irrigation systems with our technicians. If any issues, such as broken or inoperative components, are identified, we will create a detailed list of required repairs, including pricing and a completion schedule for the customer.
30-Day Evaluation
At the 30-day mark, we will hold a special evaluation meeting with the customer. This meeting addresses aspects of the project that may not have been fully outlined in the scope or specifications, such as customized timelines, work sequences, and specific site needs. We will review the progress so far, identify successes, and discuss any areas requiring adjustment. The customer will receive an action plan with clear timelines for any necessary changes, along with an updated irrigation system inspection. 60-Day Evaluation
By the 60-day point, we expect operations to be running smoothly and in line with expectations. We will conduct a customer survey to assess their experience with the proposal process, the transition to operations, and overall job performance. Our goal is to achieve the highest satisfaction score possible and ensure complete customer satisfaction.
90-Day Evaluation
At the 90- day mark, the customer will receive a survey with a single question: "Would you recommend Mariposa Landscapes to other customers right now?" Our goal is to receive an enthusiastic "Yes" response, confirming their satisfaction and confidence in our services . �ij Safety• Teamwork• Quality• Integrity 29
'--.../
Exhibit C
City of Rancho Cucamonga - Non-Construction Procurement Bid Results for Project Request for Proposal (RFP) #25/26-005 for Landscape and Irrigation Maintenance for PD 85 Parks (Request for Proposal (RFP) #25/26-005 for Landscape and Irrigation Maintenance for PD 85 Parks) Issued on 04/21/2025
Bid Due on June 11, 2025 9:00 AM (PDT)
Exported on 07/29/2025
Line Totals (Unit Price * Quantity)
Item Section Description Unit of Measure Quantity Mariposa Landscapes Inc. 1 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Pest Control LS per Mon 1 $405.00 2 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 $135.00 3 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 384980 $3,926.80 4 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Turf Maintenance SF per Mon 1197900 $6,588.45 5 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 $135.00 6 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 $135.00 7 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 $675.00 8 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Playground Maintenance LS per Mon 1 $135.00 9 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 $135.00 10 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Lake Maintenance LS per Mon 1 $135.00 11 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 $428.00 12 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 $135.00 13 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Litter Control LS per Mon 1 $135.00 14 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Containers LS per Mon 1 $135.00 15 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Bin Enclosures LS per Mon 1 $135.00 16 Service Level "B" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Graffiti Removal LS per Mon 1 $135.00 Subtotal $13,508.25
$359.00
$120.00
$5,831.60
$3,598.06
$120.00
$120.00
$599.00
$120.00
$120.00
$390.00
$120.00
$120.00
$120.00
$120.00
$120.00
$11,977.65
$323.00
$108.00
$3,118.34
$5,270.76
$108.00
$108.00
$539.00
$108.00
$108.00
$108.00
$334.00
$108.00
$108.00
$108.00
$108.00
$108.00
$10,773.10
$287.00
$96.00
$4,720.82
$2,866.25
$96.00
$96.00
$478.00
$96.00
$96.00
$242.00
$96.00
$96.00
$96.00
$96.00
$96.00
$9,554.06
$254.00
$85.00
$2,463.87
$4,192.65
$85.00
$85.00
$424.00
$85.00
$85.00
$85.00
$211.00
$85.00
$85.00
$85.00
$85.00
$85.00
$8,480.52
$226.00
$75.00
$3,702.60
$2,256.41
$75.00
$75.00
$376.00
$75.00
$75.00
$211.00
$75.00
$75.00
$75.00
$75.00
$75.00
$7,522.01
$17.00
$45.00
$130.00
$17.00
$40.00
$45.00
$85.00
$379.00
$4,250.00
17 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Pest Control LS per Mon 1 18 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 19 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 925650 20 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Turf Maintenance SF per Mon 609840 21 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 22 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 23 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 24 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Playground Maintenance LS per Mon 1 25 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 26 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 27 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 28 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Litter Control LS per Mon 1 29 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Containers LS per Mon 1 30 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Bin Enclosures LS per Mon 1 31 Service Level "B" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Graffiti Removal LS per Mon 1 Subtotal
32 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Pest Control LS per Mon 1 33 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 34 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 384980 35 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Turf Maintenance SF per Mon 1197900 36 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 37 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 38 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 39 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Playground Maintenance LS per Mon 1 40 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 41 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Lake Maintenance LS per Mon 1 42 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 43 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 44 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Litter Control LS per Mon 1 45 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Containers LS per Mon 1 46 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Bin Enclosures LS per Mon 1 47 Service Level "C" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Graffiti Removal LS per Mon 1 Subtotal
48 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Pest Control LS per Mon 1 49 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 50 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 925650 51 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Turf Maintenance SF per Mon 609840 52 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 53 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 54 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 55 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Playground Maintenance LS per Mon 1 56 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 57 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 58 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 59 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Litter Control LS per Mon 1 60 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Containers LS per Mon 1 61 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Bin Enclosures LS per Mon 1 62 Service Level "C" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Graffiti Removal LS per Mon 1 Subtotal
63 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Pest Control LS per Mon 1 64 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 65 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 384980 66 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Turf Maintenance SF per Mon 1197900 67 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 68 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 69 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 70 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Playground Maintenance LS per Mon 1 71 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 72 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Features Maintenance - Lake Maintenance LS per Mon 1 73 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 74 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 75 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Litter Control LS per Mon 1 76 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Containers LS per Mon 1 77 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Trash Bin Enclosures LS per Mon 1 78 Service Level "D" per Schedule I for Routine Maintenance at Red Hill Park Debris Management - Graffiti Removal LS per Mon 1 Subtotal
79 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Pest Control LS per Mon 1 80 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Tree Maintenance LS per Mon 1 81 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Shrub, Groundcover, Vine and Mulch Maintenance SF per Mon 925650 82 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Turf Maintenance SF per Mon 609840 83 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Hardscape Maintenance Including Sweeping LS per Mon 1 84 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Landscaping Maintenance - Decomposed Granite Surfacing LS per Mon 1 85 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Irrigation System Maintenance per Section 900-2.1.2 LS per Mon 1 86 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Playground Maintenance LS per Mon 1 87 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Features Maintenance - Picnic Area Maintenance LS per Mon 1 88 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Restroom Building Maintenance LS per Mon 1 89 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Structures Maintenance - Drinking Fountain Maintenance LS per Mon 1 90 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Litter Control LS per Mon 1 91 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Containers LS per Mon 1 92 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Trash Bin Enclosures LS per Mon 1 93 Service Level "D" per Schedule I for Routine Maintenance at Heritage Park Debris Management - Graffiti Removal LS per Mon 1 Subtotal
94 Extra Work Schedule - Planting Plant One (1) Gallon Tree and Stake Unit Cost 1 95 Extra Work Schedule - Planting Plant Five (5) Gallon Tree and Stake Unit Cost 1 96 Extra Work Schedule - Planting Plant Fifteen (15) Gallon Tree and Stake Unit Cost 1 97 Extra Work Schedule - Planting Plant One (1) Gallon Shrub Unit Cost 1 98 Extra Work Schedule - Planting Plant Five (5) Gallon Shrub Unit Cost 1 99 Extra Work Schedule - Planting Plant One (1) Flat Groundcover Unit Cost 1 100 Extra Work Schedule - Planting Plant and Grade One (1) Cubic Yard of Mulch Unit Cost 1 Subtotal
101 Extra Work Schedule - Sports Field Renovations Soccer Field Renovation LS 1
102 Extra Work Schedule - Sports Field Renovations Softball Field Renovation (No Turf in infield) LS 1 $3,950.00 103 Extra Work Schedule - Sports Field Renovations Baseball Field Renovation, 60' Field LS 1 $1,650.00 104 Extra Work Schedule - Sports Field Renovations Baseball Field Renovation, 90' Field LS 1 $5,150.00 Subtotal $15,000.00
105 Extra Work Schedule - Hourly Labor Rates General Laborer Hour 1 $49.00 106 Extra Work Schedule - Hourly Labor Rates Skilled Laborer Hour 1 $56.00 107 Extra Work Schedule - Hourly Labor Rates Irrigation Repair Technician Hour 1 $75.00 108 Extra Work Schedule - Hourly Labor Rates Licensed or Certified Chemical Applicator Hour 1 $65.00 Subtotal $245.00
Total $77,439.59
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Peter Castro, Deputy City Manager, Administrative Services Jevin Kaye, Finance Director
Rick Flinchum, Deputy Finance Director
SUBJECT: Consideration of Amendment No. 001 to the Professional Services Agreement with OpenGov, Inc. for Budget Management Software Services (CO #2024-224) to Renew the Contract for One (1) Additional Year in an Amount not to Exceed $360,258.30. (CITY)
RECOMMENDATION:
Staff recommends the City Council approve Amendment No. 001 to the Professional Services Agreement, CO #2024-224 with OpenGov, Inc. for Budget Management Software Services for the Finance Department.
BACKGROUND:
On December 18, 2024, the City Council approved CO #2024-224, approving a one-year contract with OpenGov, Inc. for budgetary management and development software to serve as the City’s primary budgeting platform. At the time, the City engaged in a one-year contract with two options to renew for two (2) separate one-year terms.
After utilizing the platform for the development of the current Fiscal Year 2025/26 budget, the City and the Finance Department have opted to extend the contract with OpenGov, Inc. for an additional year in support of the upcoming budget development process for Fiscal Year 2026/27.
ANALYSIS:
The original contract approved on December 18, 2024, included Year 1 platform costs and implementation services of $215,890.35. With implementation now complete, this amendment covers only Year 2 platform costs of $144,367.95. The revised contract total for Years 1 and 2 is $360,258.30, reflecting the full scope of services.
FISCAL IMPACT:
The Fiscal Year 2025/26 Adopted Budget for the City includes sufficient funding for the fees associated with the continuation of the contract for budget management software services.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
The approval of this contract extension supports the City Council’s core value of providing and nurturing a high quality of life for all by demonstrating the prudent and collaborative management of the City’s budget and ensuring transparent presentation of the budget on an annual basis.
ATTACHMENTS:
Attachment 1 – Amendment No. 001 to CO #2024-224, Renewing the Contract for One (1) Additional Year in an amount not to exceed $360,258.30.
Amendment No. 001
To
Professional Services Agreement (CO #2024-224)
Between
OpenGov, Inc. (hereinafter “Consultant”)
And
City of Rancho Cucamonga (hereinafter the “City”)
THIS AMENDMENT NO. 001 TO PROFESSIONAL SERIVCES AGREEMENT (CO #2024-224), made as of September 16, 2025 and effective as of December 18, 2025 (hereinafter the “First Amendment”), is entered into between the CITY OF RANCHO CUCAMONGA (hereinafter the “City”), and OPENGOV, INC (hereinafter the “Consultant”). The CITY and CONSULTANT may be referred to collectively as the “Parties.”
WHEREAS, CITY and OPENGOV, INC. (hereinafter “PFMAM”) entered into an Agreement for Professional Services, dated December 18, 2024 (the “Original Agreement”), whereby OpenGov, Inc. provides budget management software services to CITY; and
WHEREAS, the Existing Agreement by its terms expires on December 17, 2025; and
WHEREAS, the Parties now desire to enter into this First Amendment to extend the term of the Existing Agreement; and
WHEREAS, the Existing Agreement, as amended by First Amendment, is referred to herein as the “Agreement.”
NOW, THEREFORE, CITY and CONSULTANT, in consideration of the premises and mutual covenants herein contained, and intending to be legally bound, hereby agree as follows:
1. Paragraph 2 of the Agreement is hereby amended and restated in its entirety to read as follows:
2. Term of Agreement: Unless sooner terminated, extended as provided herein, or otherwise indicated in an applicable Order Form, the term of this agreement shall be two (2) years effective December 18, 2024. Consultant shall not commence to perform any of the Services until given written notice to proceed, and then, only to the extent of such notification. The City’s request that the Consultant not proceed shall not be considered a breach of the Consultant’s duty to provide the services under this agreement. Following ATTACHMENT 1
the term of the contract, the City Manager may authorize renewal of this Agreement for up to one (1), additional, one-year term.
2. Paragraph 3 of the Agreement is hereby amended and restated in its entirety to read as follows:
3. Compensation. City shall compensate Consultant as set forth in the Consultant’s Order Form, attached hereto as “Exhibit A”, unless otherwise agreed upon in writing, provided however, that full, total, and complete amount payable to Consultant shall not exceed $360,258.30 (Three-Hundred Sixty Thousand Two-Hundred and Fifty Eight Dollars and Thirty Cents). City agrees to pay invoices within 30 days. Invoices are deemed received when Consultant emails them to City’s designated billing contact.
Obligations to pay fees are non-cancelable, and payments are non-refundable. City sha ll
not withhold any federal, state, or other taxes. The parties further agree that compensation may be adjusted in accordance with Section 1.2 to reflect any agreed-upon changes to the Scope of Work (“Additional Work”). City shall compensate Consultant for any Additional Work as set forth in Exhibit B.
3. Except as provided herein, all provisions of the Existing Agreement shall remain in full force and effect.
[Remainder of Page Intentionally Left Blank]
IN WITNESS WHEREOF, the Parties hereto have caused this Second Amendment to be executed by their authorized representatives as of the date set forth in the first paragraph of this Second Amendment. CITY OF RANCHO CUCAMONGA By: Name: Title: OPENGOV, INC. By: Name: Title:
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Peter Castro, Deputy City Manager – Administrative Services Jevin Kaye, Finance Director
Rick Flinchum, Deputy Finance Director
SUBJECT: Consideration of Amendment No. 2 to the Professional Services Agreement with Eide Bailly, LLP for an Amount Not to Exceed $425,000 to Continue to Provide Accounting and Financial Consulting Services and Authorize a Transfer of Appropriation in the Amount of $425,000. (CITY)
RECOMMENDATION:
Staff Recommends the City Council approve Amendment No. 2 of Contract Number 2025-026 with Eide Bailly, LLP for an amount not to exceed $425,000 to continue to provide accounting and financial consulting services and Authorize a Transfer of Appropriation in the Amount of $425,000 BACKGROUND:
Over the last two years, the City’s Finance Department has experienced significant turnover of high-level staff, and to date, the Department still has two vacancies in the Senior Accountant position and a vacancy in the Principal Accountant position. Since Eide Bailly, LLP began working with the City in March of 2025, they have assisted the City in building core, foundational practices to implement in the Finance Department (i.e. monthly check lists, year-end checklists, policy analysis) and have also helped the City complete bank reconciliations, book fixed assets into Workday, assisted in preparing for the annual audit and have made recommendations on how to improve financial operations.
ANALYSIS:
On March 5, 2025, the City entered into a contract with Eide Bailly, LLP, to provide the Finance Department with Accounting and Financial Consulting Services. On July 16, 2025 (Item No. D21), the City Council approved Amendment No. 1 of Contract No. 2025-026 for Eide Bailly to continue to provide accounting and financial consulting services to prepare for the City’s annual audit.
Since that time, the Accounting Division within the Finance Department has experienced additional vacancies, along with the expectation of three new accounting staff starting before the end of October 2025. Amendment No. 2 of this contract will ensure Eide Bailly continues to assist with year-end audit preparation and successfully onboard the new accounting staff through the end of the current fiscal year.
3 0
3 5
FISCAL IMPACT:
Staff recommends that the City Council approve Amendment No. 2 with Eide Bailly, LLP for a total not-to-exceed $425,000. It is also recommended that a transfer of appropriation be completed in the amount of $425,000 in realized savings from the Sheriff’s Contract (Schedule A) to the Finance Department to support the contract amendment. These credits are received by the City during contract billings and recognizing them results in a net-zero impact to the General Fund for this action.
Fund G/L Account Description Amount Increase/Decrease
General
Fund
F001|CC206|SC2106 Finance
Contract
Services
$425,000 Increase
General
Fund
F001|CC701|SC2106|P0035|A0184 Police
Contract
Services
Sheriff’s
Contract
($425,000) Decrease
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
The approval of this item supports the City Council’s core value of providing and nurturing a high quality of life for all by demonstrating the active, prudent fiscal management of the City’s financial resources in order to support the various services the City provides to all Rancho Cucamonga stakeholders
ATTACHMENTS:
Attachment 1 – Amendment No. 2
eidebailly.com
10681 Foothill Blvd., Ste. 300 | Rancho Cucamonga, CA 91730-3831 | T 909.466.4410 | F 909.466.4431 | EOE 1 September 2, 2025
Jevin Kaye, Finance Director
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, CA. 91730
Dear Mr. Kaye,
Thank you for giving Eide Bailly the opportunity to provide continued services to the City. Pursuant to our Agreement for professional services dated March 10, 2025, we have prepared this amendment to our Agreement to increase the compensation set forth in Section 3.1 of the Agreement. The fee for this amendment is $425,000 bringing the Agreement total to $695,000.
The terms and definitions used herein are those set forth in the Agreement.
There shall be no change to the Scope of Work.
This Amendment and the Agreement contain the entire agreement between the Parties w ith respect to the
subject matter hereof, and they supersede all prior or contemporaneous agreements in connection with the subject matter. Nothing in this Amendment relieves the Consultant of its obligation to perform as required by the Agreement or any previous Addendums or Amendments unless expressly stated herein. No modification of this Amendment or the Agreement shall be binding unless executed in writing by the Parties hereto. Except as expressly modified herein, the terms and provisions of the Original Agreement remain in full force and effect.
This Amendment and other actions and documents related to th e original Agreement may be executed in any number of counterparts, each of which when executed and delivered will for all purposes be deemed to be an original, and all of which taken together will constitute one and the same document. The counterparts of this Amendment and all other actions and documents executed in connection herewith may be executed and delivered by facsimile or other electronic signature by any of the parties to any other party and the receiving party may rely on the receipt of such document so executed and delivered by facsimile or other electronic means as if the original had been received. The parties agree that the electronic signature of a party to this Amendment and any other actions and documents related to the original Agreement, shall be as valid as an original signature of such party and shall be effective to bind such party to this Amendment. The parties agree that any electronically signed document (including this Amendment) shall be deemed (i) to be “written” or “in writing,” (ii) to have been signed and (iii) to constitute a record established and maintained in the ordinary course of business and an original written record when printed from electronic files.
ATTACHMENT 1
2 For fiscal years subsequent to the one ending June 30, 2025, Eide Bailly will increase its rates by 3.5%.
Accordingly, our fees will be invoiced on an hourly basis pursuant to the chart below.
EB Staff Hourly Rate Hourly Rate*
Partner
Director
Senior Manager
$383
$361
$328
$396
$374
$339
Manager
Supervisor
$274
$243
$284
$251
Senior Associate $208 $215
Staff Associate $164 $170
*effective July 1, 2025
Services are
expected to be performed remotely. Where an on-site visit seems warranted, we will make every effort to accommodate it.
It is expected that the City accepts responsibility for the results of the services being provided and agrees to perform the following functions in connection with this engagement:
Make all management decisions and perform all management functions, Designate a
competent individual to oversee the services,
Evaluate
the adequacy and results of the services performed,
Acce
pt responsibility for the results of the services, and
Establish and maintain internal controls, including monitoring ongoing activiti es.
Sincere
ly,
Dr. Bradford Rockabrand, CPA
Partner
*************************************************************** RESPONSE:
This letter correctly sets forth our understanding.
Acknowledged and agreed on behalf of City of Rancho Cucamonga by:
Name: _______________________________________________________________ Title: ________________________________________________________________ Date: ________________________________________________________________
DATE:September 16, 2025
TO:Mayor and Members of the City Council
President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Maritza Martinez, Public Works Services Director Mike McCliman, Fire Chief
Andy Miller, Facilities Superintendent
Mark Medina, Management Analyst I
SUBJECT: Consideration of Amendment No. 3 to Contract No. 2022-069 with Able Building Maintenance (ABM) for Window Cleaning Services in an Amount Not to Exceed $130,000 for City and Fire District Facilities for FY 2025/26. (CITY/FIRE)
RECOMMENDATION:
Staff recommends the City Council and Fire Board of Directors approve Amendment No. 3 to Contract No. 2022-069 with Able Building Maintenance extending the term of the contract to June 30, 2026, in an amount not to exceed $130,000 for City and Fire District facilities during FY 2025/26.
BACKGROUND:
On June 1, 2022, the City Council and Fire Board of Directors accepted the bids received for window cleaning services and awarded Contract No. 2022-069 to Able Building Maintenance. The contract has an option to renew in one year increments up to a total contract term of seven years ending June 30, 2029. With the third year coming to an end, staff is requesting the City Council and Board of Directors renew Contract No. 2022-069 with Able Building Maintenance for an additional year for window cleaning services with an annual not to exceed amount of $130,000.
ANALYSIS:
Able Building Maintenance has submitted a Letter of Intent expressing their desire to continue providing window cleaning services for the City and Fire District during FY 2025/26 with no rate increase. Able Building Maintenance has been competitive, responsive and continues to provide great service to the City and Fire District. If approved, Amendment 3 to Contract No. 2022-069 will extend the term of the contract to June 30, 2026 with no rate increase to the service provided.
A copy of this agreement is available in the City Clerk’s Office.
FISCAL IMPACT:
The approved FY 2025/26 Budget includes sufficient funding for window cleaning services in several contract services line items.
The contract spending limit of $130,000 includes a contingency for unforeseen extra work.
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COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
This item addresses the City Council’s core value of promoting and enhancing a safe and healthy community for all by ensuring the City and Fire District facilities are properly maintained.
ATTACHMENTS:
Attachment 1 – Letter of Intent and Rate Sheet
14201 Franklin Avenue, Tustin, CA 92780
September 5, 2025
Andrea Bauer
Management Analyst I
Public Works Services Department City of Rancho Cucamonga 8794 Lion Street
Rancho Cucamonga, CA 91730
RE: City of Rancho Cucamonga Window Cleaning Services Contract
Dear Ms. Bauer,
This letter is to notify the City of Rancho Cucamonga of ABM’s intent to continue providing window cleaning services for the Rancho Cucamonga Portfolio for the fiscal year starting on July 1, 2025, and ending on June 30, 2026.
ABM does not foresee any increases in pricing for this contract through June 30, 2026 and will honor the attached pricing sheet for this fiscal year.
Please feel free to contact me at (714) 878 -6667 or via email at [email protected], Jonathan Barrales at (925) 941-7512 or via email at [email protected], or to contact Jennifer Duran at (909) 641-2563 or via email at [email protected] should you have any questions or concerns.
Best Regards,
Michael Keegan
Regional Director
ATTACHMENT 1
Vendor: Able Building Maintenance Contract No: CO 2022‐069 Project: Window Cleaning Services for Various City Facilities Subject: Pricing for July 1, 2025 through June 30, 2026
Item No. Bldg/Site Frequency Annual Periods Periodic Price Annual Price
City Hall
Cleaning interior Glass and Sills (less Cupola and Main 1 Entrance) Semi Annual 2 $ 693.00 $ 1,386.00
Cleaning Exterior Glass and sills (less Cupola and Main 2 Entrance Quarterly 4 $ 693.00 $ 2,772.00
3 Cleaning Interior Main Entrance Façade and doors Bi Monthly 6 $ 198.00 $ 1,188.00 4 Cleaning Exterior Main Entrance Façade and doors Bi Monthly 6 $ 198.00 $ 1,188.00 5 Cleaning Interior Cupola Semi Annual 2 $ 149.00 $ 298.00 6 Cleaning Exterior Cupola Semi Annual 2 $ 149.00 $ 298.00 $ 7,130.00
Public Safety
7 Cleaning Interior Glass and Sills Quarterly 4 $ 693.00 $ 2,772.00 8 Cleaning Exterior Glass and Sill Quarterly 4 $ 693.00 $ 2,772.00 $ 5,544.00
Victoria Gardens Cultural Center
Cleaning Interior Glass and Sills (less Cupola and Main 9 Entrance) Semi Annual 2 $ 1,386.00 $ 2,772.00
Cleaning Exterior Glass and Sill (less Cupola and Main
10 Entrance) Bi Monthly 6 $ 693.00 $ 4,158.00
11 Cleaning Interior Main Entrance Façade and Doors Monthly 12 $ 396.00 $ 4,752.00 12 Cleaning Exterior Main Entrance Façade and doors Monthly 12 $ 396.00 $ 4,752.00 13 Cleaning Interior Cupola Semi Annual 2 $ 149.00 $ 298.00 14 Cleaning Exterior Cupola Semi Annual 2 $ 149.00 $ 298.00 $ 17,030.00
Victoria Gardens Public Safety
15 Cleaning Interior Glass and Sills Semi Annual 2 $ 149.00 $ 298.00 16 Cleaning Exterior Glass and Sills Bi Monthly 6 $ 149.00 $ 894.00 $ 1,192.00
Central Park/Community Centers
17 Cleaning Int. Glass Incl. Entry Arch and Partisans Bi Monthly 6 $ 1,648.00 $ 9,888.00 18 Cleaning Exterior Glass and Sills Monthly 12 $ 1,052.00 $ 12,624.00 $ 22,512.00
Epicenter/Sports Complex
Cleaning exterior concourse (includes all 3 levels of 19 Epicenter & Exterior concessions) Monthly 12 $ 396.00 $ 4,752.00
Cleaning interior concourse (includes 5 interior arches, 20 gift shop and interior concessions) 29 $ 198.00 $ 5,742.00 21 Cleaning interior stadium (includes exterior side of suites) 29 $ 198.00 $ 5,742.00 $ 16,236.00
Archibald Library
22 Cleaning Int. Glass Incl. Entry Arch Semi Annual 2 $ 693.00 $ 1,386.00 23 Cleaning Exterior Glass and Sills Quarterly 4 $ 693.00 $ 2,772.00 $ 4,158.00
Lions Center ‐ East
24 Cleaning Interior Glass and Sills Quarterly 4 $ 149.00 $ 596.00 25 Cleaning Exterior Glass and Sills Bi Monthly 6 $ 149.00 $ 894.00 $ 1,490.00
Vendor: Able Building Maintenance Contract No: CO 2022‐069 Project: Window Cleaning Services for Various City Facilities Subject: Pricing for July 1, 2025 through June 30, 2026
Item No. Bldg/Site Frequency Annual Periods Periodic Price Annual Price
Lions Center ‐ West
26 Cleaning Interior Glass and Sills Quarterly 4 $ 149.00 $ 596.00 27 Cleaning Exterior Glass and Sills Bi Monthly 6 $ 149.00 $ 894.00 $ 1,490.00
RC Family Resource Center
28 Cleaning Interior Glass and Sills Bi Monthly 6 $ 149.00 $ 894.00 29 Cleaning Exterior Glass and Sills Bi Monthly 6 $ 149.00 $ 894.00 $ 1,788.00
9th Street Corporate Yard
30 Cleaning Interior Glass and Sills Quarterly 4 $ 100.00 $ 400.00 31 Cleaning Exterior Glass and Sills Quarterly 4 $ 100.00 $ 400.00 $ 800.00
Animal Care and Adoption Center
32 Cleaning Interior Glass and Sills Quarterly 4 $ 297.00 $ 1,188.00 33 Cleaning Exterior Glass and Sills Quarterly 4 $ 297.00 $ 1,188.00 $ 2,376.00
Public Works Services Administration Building
34 Cleaning Interior Glass and Sills Quarterly 4 $ 396.00 $ 1,584.00 35 Cleaning Exterior Glass and Sills Quarterly 4 $ 396.00 $ 1,584.00 $ 3,168.00
RC Sports Center
36 Cleaning of the Exterior Windows Semi Annual 2 $ 693.00 $ 1,386.00 37 Cleaning of the Interior Windows Annual 1 $ 693.00 $ 693.00 38 Cleaning of the Interior Partition Glass Quarterly 4 $ 149.00 $ 596.00 $ 2,675.00
Fire Station 8
39 Cleaning Interior Glass and Sills Quarterly 4 $ 382.95 $ 1,531.80 40 Cleaning Exterior Glass and Sills Quarterly 4 $ 538.20 $ 2,152.80 $3,684.60
Service Calls ‐ Outside the basic services
1a Service Call Cleaning (interior) 1b Service Call Cleaning (exterior) Per Man‐hour Per Man‐hour
39 Regular Working Hours Per Man‐hour $ 149.00
40 After Hours Per Man‐hour $ 149.00
41 Holiday Hours Per Man‐hour $ 149.00
$ 91,273.60
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Director of Engineering/City Engineer Miguel Sotomayor, Principal Engineer
Ulises Benavente, Associate Engineer
SUBJECT: Consideration of a Request to Summarily Vacate Non-Vehicular Access Rights along Arrow Route and Summarily Vacate a portion of a Service and Emergency Access Easement of Tract Map 16909, Located at the Southwest Corner of Haven Avenue and Arrow Route. (RESOLUTION NO. 2025-073) (RESOLUTION NO. 2025-074) (CITY)
RECOMMENDATION:
Staff recommends the City Council adopt and authorize the recording of the attached resolutions ordering the summary vacation of non-vehicular access rights along Arrow Route and summary vacation of a portion of a service and emergency access easement of Tract Map 16909.
BACKGROUND:
On December 19, 2007, City Council approved the final map for Tract 16909. At the time the map was recorded, a non-vehicular access easement and a service and emergency access easement were dedicated to the City.
On June 22, 2022, the Planning Commission approved Case No. DRC2021-00200 for the development of a mixed-use development comprised of 248 apartments and 23,750 square feet of commercial space on a vacant site located at the southwest corner of Haven Avenue and Arrow Route. The project was conditioned to vacate the existing non-vehicular access rights along Arrow Route, and it was determined that the location of the emergency access easement along the project site was not going to be utilized with the new layout of the new development.
ANALYSIS:
Section 8333(c) of the California Streets and Highways Code authorizes the City to summarily vacate (by Resolution with no public hearing) a public service easement that has been superseded by relocation or determined to be excess, and there are no other public utilities located within the easement.
The adoption of the attached resolutions will authorize the summary vacation of the non-vehicular access rights and the service and emergency access easement in accordance with the provisions of the California Streets and Highways Code and will further authorize the City Clerk to record the resolution with the County Recorder’s Office. This action is necessary to clear title and remove restrictions that would otherwise conflict with the proposed site layout and access improvements anticipated as part of the development.
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FISCAL IMPACT:
No fiscal impact.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item addresses the City Council’s vision to build on our success as a world class community, to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive through the construction of high-quality public improvements.
ATTACHMENTS:
Attachment 1 – Vicinity Map
Attachment 2 – Tract Map 16909
Attachment 3 – Resolution 2025-073
Attachment 4 – Resolution 2025-074
ATTACHMENT #1
Case No. DRC2021-00200
Vicinity Map
NOT TO SCALE
ATTACHMENT #3
RESOLUTION NO. 2025-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ORDERING THE SUMMARY VACATION
OF NON-VEHICULAR ACCESS RIGHTS ALONG ARROW ROUTE OF
TRACT 16909.
WHEREAS, the City Council of the City of Rancho Cucamonga, California, pursuant to Division 9, Part 3, Chapter 4, of the Streets and highways Code, may summarily vacate an easement under certain conditions specified therein; and
WHEREAS, certain non-vehicular access restrictions governing along Arrow Route in the City of Rancho Cucamonga were dedicated as shown on the map of Tract 16909, filed in Book 331, pages 50 to 53 inclusive of Maps in the Office of the County Recorder of San Bernardino County; and
WHEREAS, Section 8333(c) of the California Streets and Highways Code authorizes the City to summarily vacate (by Resolution with no public hearing) a public service easement that has been superseded by relocation or determined to be excess and there are no other public utilities located within the easement; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, as follows:
SECTION 1: That the City Council of the City of Rancho Cucamonga hereby summarily vacates non- vehicular access restrictions applicable to Arrow Route within said Tract 16909.
SECTION 2: That from and after the date the resolution is recorded, said non-vehicular access restriction as described and depicted more particularly on EXHIBIT “A” and shown on EXHIBIT “B” no longer constitutes a public easement.
SECTION 3: That the City Clerk shall cause a certified copy of this resolution to be recorded in the office of the County Recorder of San Bernardino County, California.
SECTION 4: That the City Clerk shall certify to the passage and adoption of this resolution, and it shall thereupon take effect and be in force.
PASSED, APPROVED, AND ADOPTED this day of 2025.
Resolution No. 2025-XXX – Page 1 of 1
ATTACHMENT #4
RESOLUTION NO. 2025-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ORDERING THE SUMMARY VACATION
OF A PORTION OF A SERVICE AND EMERGENCY ACCESS
EASEMENT OF TRACT 16909
WHEREAS, the City Council of the City of Rancho Cucamonga, California, pursuant to Division 9, Part 3, Chapter 4, of the Streets and highways Code, may summarily vacate an easement under certain conditions specified therein; and
WHEREAS, certain service and emergency access easement in the City of Rancho Cucamonga were dedicated as shown on the map of Tract 16909, filed in Book 331, pages 50 to 53 inclusive of Maps in the Office of the County Recorder of San Bernardino County; and
WHEREAS, Section 8333(c) of the California Streets and Highways Code authorizes the City to summarily vacate (by Resolution with no public hearing) a public service easement that has been superseded by relocation or determined to be excess and there are no other public utilities located within the easement; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, as follows:
SECTION 1: That the City Council of the City of Rancho Cucamonga hereby summarily vacates a portion of a service and emergency access easement within said Tract 16909.
SECTION 2: That from and after the date the resolution is recorded, said service and emergency access easement as described and depicted more particularly on EXHIBIT “A” and shown on EXHIBIT “B” no longer constitutes a public easement.
SECTION 3: That the City Clerk shall cause a certified copy of this resolution to be recorded in the office of the County Recorder of San Bernardino County, California.
SECTION 4: That the City Clerk shall certify to the passage and adoption of this resolution, and it shall thereupon take effect and be in force.
PASSED, APPROVED, AND ADOPTED this day of 2025.
Resolution No. 2025-XXX – Page 1 of 1
EXHIBIT “A”
LEGAL DESCRIPTION
SERVICE AND EMERGENCY ACCESS EASEMENT
TO BE QUITCLAIMED
LOCATED WITHIN LOTS 2 AND 3 OF TRACT MAP NO. 16909 AS FILED IN BOOK 331, PAGES 50 THROUGH 53, OF TRACT MAPS, AND WITHIN PARCEL "C" OF LOT LINE ADJUSTMENT NUMBER 688 RECORDED AS INSTRUMENT NO. 2011-0341451 IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS:
SAID EASEMENT IS IDENTIFIED AS "A" AND "H" ON SAID TRACT MAP AND AS "1", "2C" AND "8" ON SAID
LOT LINE ADJUSTMENT, SAID EASEMENT SIDELINES ARE TO TERMINATE ON THE SOUTH LINE OF SAID LOT 3 AND THE SOUTH LINE OF SAID PARCEL "C".
CONTAINING 1.65 ACRES OR 71,886 SQUARE FEET, MORE OR LESS.
SEE EXHIBIT "B" ATTACHED HERETO AND MADE A PART THEREOF.
Prepared under my supervision
Armando D. DuPont, L.S. 7780
May 24, 2023
(PER LLA NO. 688INST. NO. 2011-0341451 REC.08/12/2011)PARCEL "C" ROYEVRUSDNALDESNECILtnoPuD.DodnamrASTATEOFCALIFORNIAL.S. 7780Date Signed:05/24/2023 NOTE
EXHIBIT "B"
LEGENDBASIS OF BEARINGS
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Michael Parmer, Engagement and Special Programs Director Erika Lewis-Huntley, Management Analyst III
SUBJECT: Consideration to Receive and File the Summary of the Public Safety Response to 2024 Holiday Lights Display and Consideration of a Resolution Temporarily Closing Portions of Thoroughbred and Jennet Streets, West of Sapphire Street and East of Turquoise Avenue, and a Portion of Turquoise Avenue Between Jennet and Thoroughbred Streets, to Pedestrian Traffic During the Area’s 2025 Holiday Light Display. (RESOLUTION NO. 2025-075) (CITY)
RECOMMENDATION:
Staff recommends the City Council adopt Resolution No. 2025-075, temporarily closing portions of Thoroughbred and Jennet Streets, west of Sapphire Street and east of Turquoise Avenue, and a portion of Turquoise Avenue between Jennet and Thoroughbred Streets, to pedestrian traffic during the area’s Holiday Light Display for the 2025 holiday season.
BACKGROUND:
For more than 20 years, the residents of Thoroughbred and Jennet Streets have created a visual display of lights during the weeks leading up to Christmas. With the advent of social media, the light displays now attract visitors from all over Southern California. Over the last 13 years, the Holiday Lights Display, and the overwhelming crowds it attracts, created substantial public safety concerns as well as significant impacts on the quality of life for area residents who are not part of the Holiday Lights Display.
Although the City provides police and traffic support to manage the crowds and minimize impacts on adjacent neighborhoods, the City has always made it clear that it is not an official City- sponsored event. The large crowds create significant public safety and community concerns.
Multiple departments are impacted; the Police, Engineering Services, and Public Works Services Departments along with the City Manager’s Office collaborate each year to provide a high level of specialty services to mitigate these impacts and elevate the safety of the residents and visitors, which is quite costly. Plans are reviewed internally and with the community each year in an effort to adapt to the ever-growing event.
Key findings from past years include:
Thoroughbred and Jennet Streets and Turquoise Avenue are narrow, two-lane residential streets with no sidewalks and are not intended to handle substantial amounts of vehicular or pedestrian traffic.
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Traffic counts demonstrate a startling number of pedestrians and vehicles which creates a dangerous situation for pedestrians and motorists.
Pedestrians, including children, are routinely observed traversing back and forth across the street in between vehicles. At the same time, drivers are distracted by the holiday displays. Residents in the surrounding neighborhoods experience significant inconveniences from the large volume of visitors such as illegal parking, blocking driveways, litter and human excrement in their yards, vandalism, trespassing, noise and the extreme delays in ingress and egress into their residential neighborhoods.
In 2017, in response to these critical public safety concerns, and with Rancho Cucamonga Police Department’s (RCPD) recommendation, the City transitioned the Holiday Light Display into a Drive-Thru Only experience by limiting pedestrian traffic during certain peak times due to unsafe conditions that have been observed in the past.
ANALYSIS:
Since 2017, RCPD has successfully implemented the Drive-Thru Only Ordinance. The Drive-Thru Only Ordinance, which restricts pedestrian access, was implemented for the entire holiday season last year, from December 6-24 to minimize large crowds. RCPD and City staff have continued to receive positive comments regarding the Drive-Thru Only Ordinance and how it has improved conditions in the areas surrounding Thoroughbred and Jennet Streets.
In comparing vehicular traffic between the 2023 and 2024 holiday season, traffic decreased 8.4% overall for the Holiday Light corridor, putting it on par with the 2022 holiday season for traffic.
Hillside Road decreased 2%, Carnelian Street decreased 8%, and Sapphire Street decreased 12%. In comparing 2020 to 2024 traffic, traffic levels have increased slightly by 3.2%.
During the months leading up to the holiday season, RCPD and the City’s Community Affairs Network (CAN) Team executed a comprehensive communications strategy to educate the public for the upcoming holiday season. Efforts included information mailings, video announcements and social media posts. Electronic message board signage was strategically placed in the area announcing the pedestrian restrictions. The City’s Holiday Lights webpage received 53,146 unique views and the total social media impressions for December 2024 were 38,713. December 2023 had similar unique views at 53,322; however, total social media impressions were far below at 17,934. This was below December 2020 (77,009 unique views), but well above December 2019 (33,400 unique views). Total social media impressions for December 2021 were 30,256.
RCPD also worked the City’s Department of Innovation and Technology (DoIT) to again deploy the online event registration portal, allowing residents within the affected area to register their parties/get-togethers so their guests could be allowed through the City-staffed check-in areas.
During the 2024 holiday season, residents within the affected area registered 183 parties/get- togethers. This was a decrease of last year’s 215 parties/get-togethers. The largest party had 29 guests, with an average party size of approximately 10 guests, similar to last year’s average of 9 guests.
Overall, approximately half of the people who showed up to the staffed checkpoint site on foot were turned away as they were not there to visit a resident in the restricted area or on a registered resident’s list. Additionally, there were frequent nightly stops from RCPD, often occurring at the
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City staffed checkpoint, to address a multitude of issues including violations from adults and children not wearing seatbelts, failure to yield or stop at designated barriers, various vehicle infractions, suspected intoxications, children running into the roadway, among others.
Additionally, there were several incidents with illegal golf carts on roadways shuttling people to houses located within the restricted area. Queues of vehicles regularly exceeded two (2) to three (3) hours or more on any given date in multiple directions.
For 2025, staff is again recommending that residents who wish to host parties or events, register the party or gathering through the portal. Residents can identify guests in advance using the portal and their guests will need to check-in and verify their name has been registered. For residents who do not wish to register their guests, they will still be able to hold parties or family gatherings; however, guests will need to be verified by the homeowner upon arrival at the checkpoint. Upon verification, guests will be permitted to enter the holiday light display area by foot. Guests will only be allowed to go directly to, and from, the house where the party is located.
The Drive-Thru Only Ordinance has proven to be an effective strategy in reducing the unsafe conditions and the negative impacts on the surrounding area residents. As visitation to the holiday lights event continues to increase, it is as important as ever to maintain established City procedure to reduce or minimize adverse interactions between pedestrians and vehicles. In light of the increased visitation, it is recommended to continue to implement the Drive Thru Ordinance and minimize days where vehicles and pedestrians can mix in an unregulated fashion. For the 2025 holiday season, it is recommended the Drive Thru Ordinance be implemented from December 5 to December 24, 2025. It is recommended the City Council adopt the attached Resolution establishing Drive-Thru Only on the dates identified above for the 2025 holiday season.
FISCAL IMPACT:
RCPD incurred a total of $175,000 in personnel costs in order to staff the Holiday Light Display for the 2024 holiday season. For the 2025 holiday season, RCPD has budgeted $175,000 in personnel costs and $3,600 in operations and maintenance for a total budgeted amount of $178,600. Additionally, the City has $13,000 budgeted for message board rentals in street maintenance (CC318).
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
The City’s response to the Holiday Light Display is consistent with the City Council’s core value of promoting and enhancing a safe and healthy community for all.
ATTACHMENTS:
Attachment 1 – Resolution No. 2025-075
Resolution No. 2025-XXX - Page 1 of 4
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RESOLUTION NO. 2025-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA TEMPORARILY CLOSING PORTIONS OF
THOROUGHBRED AND JENNET STREETS, WEST OF SAPPHIRE
STREET AND EAST OF TURQUOISE AVENUE, AND A PORTION OF
TURQUOISE AVENUE BETWEEN JENNET AND THOROUGHBRED
STREETS, TO PEDESTRIAN TRAFFIC DURING THE AREA’S HOLIDAY
LIGHT DISPLAY, AND MAKING FINDINGS IN SUPPORT THEREOF
A. Recitals
1. The elaborate display of holiday lights and decorations by residents of Thoroughbred and Jennet Streets, west of Sapphire Street and east of Turquoise Avenue, and Turquoise Avenue between Thoroughbred and Jennet Streets, during the month of December (the “Holiday Light Display”) is an example of the community’s holiday spirit, hard work, and creativity, which has grown over the last thirty years into one of the largest holiday light displays in Southern California, drawing viewers from across the region.
2. In recent years, however, the popularity of the Holiday Light Display has led to a surge in vehicular and pedestrian traffic, particularly on and around portions of Thoroughbred and Jennet Streets, and Turquoise Avenue, resulting in a variety of negative impacts that threaten the health, safety, and welfare of members of the public.
3. At the regularly scheduled City Council meeting on September 16, 2025, the City Council received evidence concerning the negative impacts and dangerous conditions created by the Holiday Light Display prior to the adoption of this Resolution.
4. All legal prerequisites to the adoption of this Resolution have occurred.
B. Resolution
NOW THEREFORE, the Rancho Cucamonga City Council does hereby find, determine, conclude, and resolve as follows:
1. Based on evidence presented to the City Council at the above-referenced meeting on September 16, 2025, the City Council finds as follows:
a. All facts set forth in Part A, Recitals, of this Resolution are true and correct.
b. Thoroughbred and Jennet Streets, and Turquoise Avenue are narrow, two-lane, residential streets with no sidewalks, which are not intended to handle substantial amounts of vehicular or pedestrian traffic. c. An estimated 5,000 to 10,000 vehicles travel through these streets each day during the busiest periods of the Holiday Light Display, in addition to pedestrians who park in neighboring communities and walk into the area.
Resolution No. 2025-XXX - Page 2 of 4
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d. Traffic during the Holiday Light Display has increased to where the average wait time to enter can reach approximately two hours, followed by an additional hour and a half to travel through the streets. On busy evenings, traffic can back up to the 210 Freeway, approximately one mile away.
e. Large trucks, hot rods, and tour buses, which are normally uncommon on Thoroughbred and Jennet Streets, and Turquoise Avenue, have been increasingly common in the area during the Holiday Lights Display, which creates additional dangers for pedestrians because they tend to take up larger portions of the road and require additional skill and attention to safely maneuver. f. The exceedingly high number of vehicles and presence of larger- than-normal vehicles in the area results in noise and air pollution to pedestrians and surrounding residents.
g. Traffic and safety problems are exacerbated by the large volume of pedestrians in the street, causing vehicles to slow, stop, or idle to avoid collisions. At any one time, as many as 5,000 pedestrians are in the roadway. h. Due to the absence of sidewalks on Thoroughbred and Jennet Streets, and Turquoise Avenue, pedestrians mainly travel in the roadway, which creates a danger both to pedestrians and those traveling in vehicles. i. Pedestrians have been routinely observed traversing back and forth across the street to view the holiday displays. At the same time, drivers are distracted by the holiday displays. With drivers and pedestrians both distracted, the potential for an accident involving a pedestrian substantially increases. j. The Holiday Light Display attracts many families with young children to the area. In some instances, children have been observed wandering unsupervised.
Children are therefore at increased risk of being hit by a vehicle while walking in the street. k. Pedestrians frequently visit the Holiday Light Display expecting to find public restrooms. As no public restrooms are located nearby, pedestrians have been identified using nearby horse trails and dark residential areas to urinate, defecate, and discard hazardous waste.
l. The Chief of Police and Fire Chief have determined that, due to increased vehicle and pedestrian traffic during the Holiday Light Display and limited street capacity, emergency personnel might not be able to safely and timely respond to potential emergencies in the surrounding community.
m. The negative impacts and dangerous conditions created by the Holiday Light Display would be mitigated if the affected portions of Thoroughbred and Jennet Streets, and Turquoise Avenue were temporarily closed to pedestrian traffic during the Holiday Light Display. In the absence of pedestrians, vehicular traffic flow would improve, and emergency vehicles would have improved access because they could pass
Resolution No. 2025-XXX - Page 3 of 4
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on either side of the one-way vehicular traffic. Furthermore, potential accidents involving vehicles and pedestrians would be reduced.
n. Vehicle Code Section 21101(e) authorizes the City, to act by resolution, to temporarily close a portion of any street for celebrations, parades, local special events, and other purposes when, in the opinion of the City Council, the closing is necessary for the safety and protection of persons who are to use that portion of the street during the temporary closing.
o. The Holiday Light Display, although not City sponsored, constitutes a local special event for the purposes of Vehicle Code Section 21101(e).
2. Based on the facts set forth in the preceding Section 1 of this Resolution and all available information, the City Council hereby finds that the temporary closure of portions of Thoroughbred and Jennet Streets, and Turquoise Avenue to pedestrian traffic, except for residents of the homes within the affected area and their guests, during the Holiday Light Display is necessary for the safety and protection of persons who are to use the streets during the Holiday Light Display.
3. Based on the finding made in the preceding Section 2 of this Resolution and pursuant to California Vehicle Code Section 21101(e), the City Council hereby closes those portions of Thoroughbred and Jennet Streets west of Sapphire Street and east of Turquoise Avenue and Turquoise Avenue between Jennet and Thoroughbred Streets (as identified on Exhibit A, attached hereto and incorporated herein by this reference) to all pedestrian traffic except for residents of the homes on the affected streets and their guests from 5:00 p.m. to 11:00 p.m. from December 5 to December 24, 2025.
4. The Chief of Police, in consultation with the City Engineer or designee, shall erect, or cause to be erected and maintained, sufficient temporary signs, barriers, and other temporary traffic control devices, to preclude pedestrians from traversing those portions of Thoroughbred and Jennet Streets as shown on Exhibit A, except to residents, during the closure period.
5. The Chief of Police, City Engineer, and City Manager may adjust closure days and hours based on traffic, weather, public health, or other conditions which impact public safety.
6. The City Manager is further authorized to establish procedures to verify exceptions for residents of the homes on the affected streets and their guests from 5:00 p.m. to 11:00 p.m. from December 5 to December 24, 2025.
7. This resolution is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines Section 15301(c), existing facilities.
Thoroughbred and Jennet streets and Turquoise Avenue are existing streets and the proposed temporary closure of those streets during the Holiday Light Display constitutes a minor change in their operation. The temporary street closure will only affect a portion of Thoroughbred and Jennet streets between Sapphire Street and Turquoise Avenue and Turquoise Avenue between Jennet and Thoroughbred streets during a select number of
Resolution No. 2025-XXX - Page 4 of 4
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days and for a limited period of time between 5:00 p.m. and 11:00 p.m. Residents of the affected portions of the streets will continue to have access to their homes at all times and the streets will continue to be accessible by car. Due to the significant vehicular and pedestrian traffic impacts during the Holiday Light Display, the temporary closure is anticipated to reduce an existing significant traffic and safety impact in a portion of the City.
8. The City Clerk shall certify to the adoption of this Resolution PASSED, APPROVED, AND ADOPTED this 16th day of September 2025.
DATE:September 16, 2025
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Robert Neiuber, Senior Human Resources Director
SUBJECT: Consideration to Adopt Resolutions Approving Updating the Fiscal Year 2025-2026 City Salary Schedules for RCCEA and RCMA. (RESOLUTION NO. 2025-072) (CITY)
RECOMMENDATION:
Staff recommends the City Council adopt resolutions approving updated Fiscal Year 2025-2026 City salary schedules for RCCEA and RCMA.
BACKGROUND:
The City Council traditionally adopts salary resolutions biannually for classifications employed by the City of Rancho Cucamonga. These resolutions are updated to reflect changes in salaries, additions and deletions of classifications, changes in job titles, and other terms of employment.
Occasionally, off-cycle adjustments may be required to address other topics, including but not limited to difficulties in recruitment and retention and meeting State and Federal requirements.
ANALYSIS:
Several of the lower paid professional/supervisory position’s (exempt positions) salary ranges for Rancho Cucamonga City Employee Association (RCCEA) covered positions and one Rancho Cucamonga City Management (RCMA) Association covered position are currently reduced because California Labor Code 515 requires that exempt positions be paid at least twice the minimum wage.
While all employees in these classifications are currently paid at least twice the minimum wage, The City has been looking to establish salary ranges where most of the salary range is above twice the minimum wage for these positions. This provides a greater range of salaries when hiring and helps assures the positions would remain exempt.
The proposed change affect 14 positions in which there are currently 20 employees. This does not immediately increase anyone’s salary, rather it increases the salary ranges. Employees would become eligible for moving up in the range until eligible per their Memorandums of Understanding.
These changes assure that most of the salary ranges for these positions meet the requirements of an exempt position’s salary in accordance with the California Labor Code 515.
The City met and conferred with RCCEA and RCMA and they are in agreement with these changes.
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Proposed increases to the bottom and top of the salary ranges:
Percent
RCCEA Covered Positions Increase
Class Title to ranges
Executive Assistant II# 8.0%
Animal Care Supervisor# 5.5%
Librarian II# 4.0%
Senior Community Improvement
Officer#
2.0%
Senior Procurement Technician# 1.0%
Senior Public Services Technician# 1.0%
Human Resources Business Partner# 18.5%
Accountant# 2.5%
Assistant Planner# 1.0%
Senior Animal Services Officer# 9.5%
Senior Animal Care Supervisor# 9.5%
Senior Veterinary Technician 9.5%
Senior Librarian# 6.0%
RCMA Covered Position
Senior Executive Assistant 8.0%
The attached resolution adopts the changes as outlined above.
All other salary schedules, classifications, job titles, and other terms of employment remain the same.
Staff recommends that the City Council approve the resolutions updating the fiscal year 2025- 2026 City salary schedules for RCCEA and RCMA.
FISCAL IMPACT:
The fiscal impact of the adjustments to the RCCEA and RCMA salary schedules are estimated at $26,000 for the FY 2025-2026 budget. These additional costs would be accounted for in the mid- year budget adjustments.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
This item addresses the City’s vision to build on our success as a world-class community, and create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.
ATTACHMENTS:
Attachment 1 – Resolution 2025-072 – RCCEA and RCMA City Salary Schedules
RESOLUTION NO. 2025-072
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING UPDATED
RANCHO CUCAMONGA CITY EMPLOYEE ASSOCIATION AND
RANCHO CUCAMONGA MANAGEMENT ASSOCIATION FISCAL
YEAR 2025-2026 SALARY SCHEDULES
W
HEREAS, the City Council of the City of Rancho Cucamonga has determined that it is necessary for the efficient operation and management of the City that policies be established prescribing salary ranges, benefits and holidays and other policies for employees of t he City of Rancho Cucamonga; and
W
HEREAS, the City Council of the City of Rancho Cucamonga has previously adopted salary resolutions establishing salary ranges, benefits and other terms of employment for employees of the City of Rancho Cucamonga; and
W
HEREAS, the City Council of the City of Rancho Cucamonga recognizes that it is necessary from time to time to amend the salary resolution to accommodate changes in position titles, classifications salary ranges, benefits and other terms of employment; and N
OW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rancho Cucamonga, California to approve the attached salary schedules for job classifications within Rancho Cucamonga City Employee Association and Rancho Cucamonga Management Association (Exhibit A-B).
PASSED, APPROVED, AND ADOPTED this ______ day of ___________, 2025.
ATTACHMENT 1
RCCEA COVERED EMPLOYEES IN THE
SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
Monthly Pay Ranges Effective September 22, 2025
Resolution No. 2025-072
Step Amount Step Amount Step Amount
Account Clerk 4375 3,357$ 4415 4, 099$ 4435 4, 527$ Account Technician 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Accountant# 3470 5,390$ 3510 6, 579$ 3530 7, 270$
Accounts Payable Supervisor# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Administrative Assistant 4369 3,256$ 4409 3, 976$ 4429 4, 394$ Animal Behavior Specialist 4388 3,580$ 4428 4, 372$ 4448 4, 830$ Animal Care Attendant 4349 2,949$ 4389 3, 599$ 4409 3, 976$ Animal Care Supervisor# 3465 5,258$ 3505 6, 419$ 3525 7, 091$ Animal Caretaker 4378 3,407$ 4418 4, 158$ 4438 4, 594$ Animal Rescue Specialist 4388 3,580$ 4428 4, 372$ 4448 4, 830$ Animal Services Dispatcher 4369 3,256$ 4409 3, 976$ 4429 4, 394$ Animal Services Officer I 4421 4,221$ 4461 5, 153$ 4481 5, 694$ Animal Services Officer II 4441 4,663$ 4481 5, 694$ 4501 6, 291$ Artistic Producer - Mainstreet Theatre Company 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Assistant Engineer# 3504 6,384$ 3544 7, 794$ 3564 8, 613$ Assistant Planner# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Associate Engineer# 3534 7,416$ 3574 9, 053$ 3594 10, 003 $ Associate Planner# 3487 5,867$ 3527 7, 163$ 3547 7, 912$ Box Office Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Budget Analyst# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Building Inspection Supervisor#2 3504 6,384$ 3544 7, 794$ 3564 8, 613$ Building Inspector I2 4444 4,733$ 4484 5, 777$ 4504 6, 384$ Building Inspector II2 4464 5,229$ 4504 6, 384$ 4524 7, 055$ Business License Clerk 4378 3,407$ 4418 4, 158$ 4438 4, 594$ Business License Inspector 4418 4,158$ 4458 5, 077$ 4478 5, 609$ Business License Program Coordinator 4432 4,461$ 4472 5, 441$ 4492 6, 014$ Business License Program Supervisor# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Business License Technician 4408 3,957$ 4448 4, 830$ 4468 5, 337$ City Clerk Records Management Analyst# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Community Affairs Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Community Affairs Officer# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Community Affairs Senior Coordinator# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Community Affairs Specialist 4350 2,961$ 4390 3, 615$ 4410 3, 996$ Community Affairs Technician 4437 4,574$ 4477 5, 581$ 4497 6, 166$ Community Development Technician I 4413 4,054$ 4453 4, 951$ 4473 5, 471$ Community Development Technician II 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Community Improvement Supervisor#2 3504 6,384$ 3544 7, 794$ 3564 8, 613$ Community Improvement Officer I 4421 4,221$ 4461 5, 153$ 4481 5, 694$ Community Improvement Officer II 4441 4,663$ 4481 5, 694$ 4501 6, 291$ Community Programs Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Community Programs Specialist 4437 4,574$ 4477 5, 581$ 4497 6, 166$ Community Services Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Community Services Project Coordinator# 3500 6,258$ 3540 7, 642$ 3560 8, 441$ Community Services Specialist 4350 2,961$ 4390 3, 615$ 4410 3, 996$ Community Services Supervisor# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Community Services Technician 4437 4,574$ 4477 5, 581$ 4497 6, 166$ Community Theater Producer 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Class Title Minimum Control Point Maximum
Rancho Cucamonga City Employees Association
Salary Schedule
September 22, 2025
Exhibit A
RCCEA COVERED EMPLOYEES IN THE
SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
Monthly Pay Ranges Effective September 22, 2025
Resolution No. 2025-072
Class Title Minimum Control Point Maximum
Customer Care Assistant 4369 3,256$ 4409 3, 976$ 4429 4, 394$ Customer Service Representative 4378 3,407$ 4418 4, 158$ 4438 4, 594$ Customer Service Specialist I - Utilities 4413 4,054$ 4453 4, 951$ 4473 5, 471$ Customer Service Specialist II - Utilities 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Customer Service Specialist III - Utilities 4443 4,710$ 4483 5, 751$ 4503 6, 353$ Engineering Aide 4421 4,221$ 4461 5, 153$ 4481 5, 694$ Engineering Technician 4451 4,901$ 4491 5, 985$ 4511 6, 611$ Environmental Programs Coordinator# 3503 6,353$ 3543 7, 758$ 3563 8, 571$ Environmental Programs Inspector2 4464 5,229$ 4504 6, 384$ 4524 7, 055$ Event & Rental Services Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Executive Assistant II# 3460 5,128$ 3500 6, 258$ 3520 6, 916$ Executive Assistant1 4394 3,690$ 4464 5, 229$ 4484 5, 777$ Fleet Supervisor#2 3488 5,893$ 3528 7, 195$ 3548 7, 953$ Front of House Coordinator 4450 4,879$ 4490 5, 955$ 4510 6, 579$ Fund Development Coordinator# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ GIS Analyst# 3505 6,419$ 3545 7, 834$ 3565 8, 654$
GIS Specialist 4456 5,027$ 4496 6, 136$ 4516 6, 779$ GIS Supervisor# 3535 7,454$ 3575 9, 096$ 3595 10, 052 $ GIS Technician 4436 4,547$ 4476 5, 552$ 4496 6, 136$ Human Resources Business Partner# 3470 5,390$ 3520 6, 916$ 3530 7, 270$ Human Resources Clerk 4389 3,599$ 4429 4, 394$ 4449 4, 853$ Human Resources Technician 4420 4,199$ 4460 5, 128$ 4480 5, 664$ Information Technology Analyst I# 3505 6,419$ 3545 7, 834$ 3565 8, 654$ Information Technology Analyst II# 3520 6,916$ 3560 8, 441$ 3580 9, 325$ Information Technology Specialist I 4456 5,027$ 4496 6, 136$ 4516 6, 779$ Information Technology Specialist II 4471 5,417$ 4511 6, 611$ 4531 7, 306$ Information Tech Operations Supvr.# 3535 7,454$ 3575 9, 096$ 3595 10, 052 $ Information Technology Technician 4411 4,015$ 4451 4, 901$ 4471 5, 417$ Lead Park Ranger 4421 4,221$ 4461 5, 153$ 4481 5, 694$ Lead Veterinary Assistant 4406 3,917$ 4446 4, 782$ 4466 5, 283$ Librarian I 4435 4,527$ 4475 5, 526$ 4495 6, 105$
Librarian II# 3465 5,258$ 3505 6, 419$ 3525 7, 091$ Library Assistant I 4373 3,320$ 4413 4, 054$ 4433 4, 481$ Library Assistant II 4414 4,077$ 4454 4, 977$ 4474 5, 498$ Library Clerk 4356 3,053$ 4396 3, 726$ 4416 4, 116$ Library Technician 4393 3,670$ 4433 4, 481$ 4453 4, 951$ Maintenance Supervisor#2 3488 5,893$ 3528 7, 195$ 3548 7, 953$ Management Aide 4440 4,641$ 4480 5, 664$ 4500 6, 258$ Management Analyst I# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Management Analyst II# 3498 6,197$ 3538 7, 567$ 3558 8, 359$ Management Analyst III# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Office Services Clerk 4369 3,256$ 4409 3, 976$ 4429 4, 394$ Patron & Events Supervisor# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Parking & Business License Supervisor# 3503 6,353$ 3543 7, 758$ 3563 8, 571$ Payroll Supervisor# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Planning Specialist 4443 4,710$ 4483 5, 751$ 4503 6, 353$ Planning Technician 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Plans Examiner I 4474 5,498$ 4514 6, 712$ 4534 7, 416$ Rancho Cucamonga City Employees Association
Salary Schedule
September 22, 2025
RCCEA COVERED EMPLOYEES IN THE
SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
Monthly Pay Ranges Effective September 22, 2025
Resolution No. 2025-072
Class Title Minimum Control Point Maximum
Plans Examiner II# 3488 5,893$ 3528 7, 195$ 3548 7, 953$ Procurement Business Partner 4411 4,015$ 4451 4, 901$ 4471 5, 417$ Procurement Clerk 4374 3,340$ 4414 4, 077$ 4434 4, 505$ Public Services Technician I 4413 4,054$ 4453 4, 951$ 4473 5, 471$ Public Services Technician II 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Public Services Technician III 4443 4,710$ 4483 5, 751$ 4503 6, 353$ Public Works Inspector I2 4444 4,733$ 4484 5, 777$ 4504 6, 384$ Public Works Inspector II2 4464 5,229$ 4504 6, 384$ 4524 7, 055$ Records Clerk 4358 3,082$ 4398 3, 764$ 4418 4, 158$ Records Coordinator 4386 3,543$ 4426 4, 328$ 4446 4, 782$ Risk Management Coordinator# 3470 5,390$ 3510 6, 579$ 3530 7, 270$ Safety Officer# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Senior Account Clerk 4395 3,708$ 4435 4, 527$ 4455 5, 001$ Senior Account Technician 4446 4,782$ 4486 5, 838$ 4506 6, 450$ Senior Accountant# 3498 6,197$ 3538 7, 567$ 3558 8, 359$ Senior Animal Care Supervisor# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Senior Animal Services Officer# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Senior Building Inspector#2 3484 5,777$ 3524 7, 055$ 3544 7, 794$ Senior Business License Clerk 4398 3,764$ 4438 4, 594$ 4458 5, 077$ Senior Community Improvement Officer# 3465 5,258$ 3505 6, 419$ 3525 7, 091$ Senior Electrician # 3485 5,809$ 3525 7, 091$ 3545 7, 834$ Sr Environmental Compliance Inspector 4485 5,809$ 4526 7, 125$ 4546 7, 874$ Senior GIS Analyst # 3520 6,916$ 3560 8, 441$ 3580 9, 325$ Sr Human Resources Business Partner# 3498 6,197$ 3538 7, 567$ 3558 8, 359$ Senior Information Technology Analyst# 3535 7,454$ 3575 9, 096$ 3595 10, 052 $ Senior Information Technology Specialist# 3493 6,046$ 3533 7, 381$ 3553 8, 153$ Senior Librarian# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Senior Park Planner# 3500 6,258$ 3540 7, 642$ 3560 8, 441$ Senior Parking Enforcement Officer# 3459 5,102$ 3499 6, 229$ 3519 6, 883$ Senior Plans Examiner# 3503 6,353$ 3543 7, 758$ 3563 8, 571$ Senior Procurement Technician# 3465 5,258$ 3505 6, 419$ 3525 7, 091$ Senior Public Services Technician# 3465 5,258$ 3505 6, 419$ 3525 7, 091$ Senior Risk Management Analyst# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Senior Veterinary Technician# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Special Districts Analyst# 3498 6,197$ 3538 7, 567$ 3558 8, 359$ Supervising Public Works Inspector#2 3494 6,074$ 3534 7, 416$ 3554 8, 193$ Supervising Traffic Systems Specialist#2 3502 6,321$ 3542 7, 718$ 3562 8, 526$ Theater Production Coordinator 4460 5,128$ 4500 6, 258$ 4520 6, 916$ Theater Production Supervisor# 3480 5,664$ 3520 6, 916$ 3540 7, 642$ Theatre Technician III 4423 4,263$ 4463 5, 204$ 4483 5, 751$ Utilities Operation Supervisor# 3515 6,745$ 3555 8, 233$ 3575 9, 096$ Utility Marker 4464 5,229$ 4504 6, 384$ 4524 7, 055$ Veterinary Assistant 4407 3,936$ 4447 4, 806$ 4467 5, 308$ Veterinary Technician 4437 4,574$ 4477 5, 581$ 4497 6, 166$ Rancho Cucamonga City Employees Association
Salary Schedule
September 22, 2025
RCCEA COVERED EMPLOYEES IN THE
SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
Monthly Pay Ranges Effective September 22, 2025
Resolution No. 2025-072
Class Title Minimum Control Point Maximum
2. Refer to MOU for provision of boot allowance.
# Denotes Supervisory/Professional Class. Per City Policy, Exempt positions will be hired at a minimum of Step #3482, $5,723
1. When acting as Clerk to Commissions $50 paid per night or weekend day meeting. Compensatory time off can be substituted in lieu of $50 at the option of the employee.
Rancho Cucamonga City Employees Association
Salary Schedule
September 22, 2025
Minimum Control Point Maximum
Step Amount Step Amount Step Amount
Accounting Manager 2525 $7,055 2565 $8,611 2585 $9,514
Animal Center Manager 2506 $6,418 2546 $7,835 2566 $8,655 Assistant to the City Manager 2590 $9,756 2630 $11,908 2650 $13,159 Building & Safety Manager 2533 $7,343 2577 $9,143 2597 $10,101 Chief Information Security Officer 2552 $8,042 2592 $9,853 2612 $10,886 City Planner/Planning Manager 2583 $9,421 2623 $11,499 2643 $12,706 Community Affairs Manager 2565 $8,611 2605 $10,514 2625 $11,615 Community Improvement Manager 2533 $7,343 2577 $9,143 2597 $10,101 Community Services Manager 2506 $6,418 2546 $7,835 2566 $8,655 Community Services Superintendent 2536 $7,453 2576 $9,097 2596 $10,051 Cultural Center Manager 2536 $7,453 2576 $9,097 2596 $10,051 Deputy Director of Animal Services 2566 $8,655 2610 $10,779 2630 $11,908 Deputy Director of Building and Safety 2580 $9,279 2624 $11,558 2644 $12,771 Deputy Director of City Clerk Services 2543 $7,718 2587 $9,610 2607 $10,616 Deputy Director of Community Services 2598 $10,151 2642 $12,643 2662 $13,971 Deputy Director of Economic Development 2598 $10,151 2642 $12,643 2662 $13,971 Deputy Dir. Engineering/Deputy City Eng. 2604 $10,461 2648 $13,027 2668 $14,395 Deputy Dir. Engineering/Utility Manager 2604 $10,461 2648 $13,027 2668 $14,395 Deputy Director of Engineering 2598 $10,151 2642 $12,643 2662 $13,971 Deputy Director of Finance 2604 $10,461 2648 $13,027 2668 $14,395 Deputy Director of Human Resources 2598 $10,151 2642 $12,643 2662 $13,971 Deputy Dir. of Innovation and Technology 2566 $8,655 2610 $10,779 2630 $11,908 Deputy Director of Library Services 2580 $9,279 2624 $11,558 2644 $12,771 Deputy Director of Planning 2598 $10,151 2642 $12,643 2662 $13,971 Deputy Director of Public Works 2598 $10,151 2642 $12,643 2662 $13,971 Economic Development Manager 2539 $7,566 2583 $9,421 2603 $10,409 Environmental Programs Manager 2539 $7,566 2583 $9,421 2603 $10,409 Facilities Superintendent 2536 $7,453 2576 $9,097 2596 $10,051 Finance Manager 2559 $8,358 2599 $10,203 2619 $11,275
Library Services Manager 2506 $6,418 2550 $7,991 2570 $8,830 Park/Landscape Maintenance Supt 2536 $7,453 2576 $9,097 2596 $10,051 Plan Check & Inspection Manager 2533 $7,343 2573 $8,962 2593 $9,903 Principal Accountant 2532 $7,306 2576 $9,097 2596 $10,051 Principal Engineer 2588 $9,658 2628 $11,791 2648 $13,027 Principal Librarian 2495 $6,075 2535 $7,416 2555 $8,192 Principal Management Analyst 2543 $7,718 2583 $9,421 2603 $10,409 Principal Planner 2543 $7,718 2583 $9,421 2603 $10,409
Procurement Manager 2530 $7,234 2574 $9,008 2594 $9,952 Public Works Maintenance Manager 2566 $8,655 2606 $10,565 2626 $11,672 Public Works Business Manager 2566 $8,655 2606 $10,565 2626 $11,672 Revenue Manager 2532 $7,306 2572 $8,917 2592 $9,853
Risk Manager 2559 $8,358 2599 $10,203 2619 $11,275
Senior Civil Engineer 2579 $9,236 2619 $11,275 2639 $12,456 Senior Executive Assistant 2484 $5,749 2524 $7,020 2544 $7,756 Senior Planner 2523 $6,984 2563 $8,527 2583 $9,421
Street/Storm Drain Maintenance Supt 2536 $7,453 2576 $9,097 2596 $10,051 Traffic Engineer 2579 $9,236 2619 $11,275 2639 $12,456
Utilities Operations/Project Manager 2524 $7,020 2564 $8,570 2584 $9,468 Veterinarian 2609 $10,723 2649 $13,093 2669 $14,467
Class Title
Monthly Pay Ranges Effective September 22, 2025
Resolution No. 2025-072
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
RANCHO CUCAMONGA MANAGEMENT ASSOCIATION
Ra
ncho Cucamonga Management Association
Salary Schedule
September 22, 2025
Exhibit B
DATE:September 16, 2025
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Jennifer Nakamura, CNU-A, Planning Director Claudia Vargas, Associate Planner
SUBJECT: Consideration of Second Reading and Adoption of the Following:
ORDINANCE NO. 1046
AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING ZONING MAP AMENDMENT DRC2025-
00141, A REQUEST TO AMEND THE ZONING MAP DESIGNATION
FOR TRACTS 16072, 16072-1, 16072-2, AND 16072-3, TOTALING APPROXIMATELY 150.79 ACRES, TO CHANGE THE ZONING
DESIGNATION FROM NEIGHBORHOOD ESTATE 2 (NE-2) TO LOW
RESIDENTIAL (L), AND ENSURE CONSISTENCY WITH THE
CONFIGURATION AND DEVELOPMENT STANDARDS OF AN
EXISTING 359 LOT SINGLE-FAMILY RESIDENTIAL SUBDIVISION, IN
A MANNER CONSISTENT WITH THE GENERAL PLAN LAND USE
DESIGNATION OF TRADITIONAL NEIGHBORHOOD, AND FINDING
AN EXEMPTION FROM CEQA UNDER SECTION 15061(B)(3) OF THE
CEQA GUIDELINES
RECOMMENDATION:
Staff recommends the City Council waive full reading and adopt Ordinance No. 1046.
BACKGROUND:
The introduction and first reading of the above-entitled Ordinance was conducted at the Regular Council meeting of September 3rd, 2025. Votes at first reading: AYES: Hutchison, Scott, Stickler, Michael and Kennedy.
ANALYSIS:
Please refer to the September 3rd, 2025, City Council staff report.
FISCAL IMPACT:
Please refer to the September 3rd, 2025, City Council staff report.
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:
Please refer to the September 3rd, 2025, City Council staff report.
ATTACHMENTS:
Attachment 1 – Ordinance No. 1046
1 ORDINANCE NO. 1046
AN ORDINANCE OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING ZONING MAP
AMENDMENT DRC2025-00141, A REQUEST TO AMEND
THE ZONING MAP DESIGNATION FOR TRACTS 16072,
16072-1, 16072- 2, AND 16072- 3, TOTALING
APPROXIMATELY 150.79 ACRES , TO CHANGE THE
ZONING DESIGNATION FROM NEIGHBORHOOD ESTATE
2 (NE -2) TO LOW RESIDENTIAL (L), AND ENSURE
CONSISTENCY WITH THE CONFIGURATION AND
DEVELOPMENT STANDARDS OF AN EXISTING 359 LOT
SINGLE-FAMILY RESIDENTIAL SUBDIVISION, IN A
MANNER CONSISTENT WITH THE GENERAL PLAN
LAND USE DESI GNATION OF TRADITIONAL
NEIGHBORHOOD, AND FINDING AN EXEMPTION FROM
CEQA UNDER SECTION 15061(B)(3) OF THE CEQA
GUIDELINES
The City Council of the City of Rancho Cucamonga does ordain as follows:
SECTION 1. Recitals.
A. The City of Rancho Cucamonga (the “City”) is proposi ng to amend the official Zoning Map to change the zoning designation for Tracts 16072, 16072-1, 16072- 2, and 16072-3, which collectively comprise approximately 150.79 acres. These tracts are located within the northeastern portion of the City and were previously subdivided into 359 parcels for single- family residential development. The Final Maps for these tracts were recorded between August and December of 2023.
B. The City has prepared Zoning Map Amendment DRC2025-00141, as described in the title of this Ordinance, to implement the zone changes . Hereinafter in this Ordinance, the subject Zoning Map Amendment is referred to as the “application” or “Amendment.”
C. The City is a municipal corporation, duly organized under the constitution and laws of the State of California.
D. The Amendment changes the zoning designation of the subject tracts from Neighborhood Estate 2 (NE -2) to Low Residential (L) to better align with the original subdivision configuration and applicable General Plan Land use designation of Traditional Neighborhood.
E. On July 23, 2025, the Planning Commission of the City of Rancho Cucamonga conducted a noticed continued public hearing with respect to the Amendment and, following the conclusion thereof, adopted Resolution No. 25-018 recommending that the City Council of the City of Rancho Cucamonga adopt said Amendment.
ATTACHMENT 1
2 F. On September 3rd, 2025, the City Council of the City of Rancho Cucamonga conducted a noticed public hearing on the amendment and concluded said hearing on that date.
G. All legal prerequisites to the adoption of this Ordinance have occurred.
SECTION 2. Ordinance.
The City Council of the City of Rancho Cucamonga does ordain as follows:
A. Recitals. The City Council hereby specifically finds that all of the facts s et forth in the Recitals, Section 1, of this Ordinance are true and correct.
B. Findings.
1) Based upon the substantial evidence presented to this Council during the above-reference public hearing, this Council hereby finds and concludes that the proposed Amendment is in conformance with the General Plan goals, policies, and implementation programs. The existing General Plan Land Use Map designation for the subject parcels is Traditional Neighborhood, which allows up to 8 dwelling units per acre.
The proposed Low Residential (L) zoning allows up to 6 dwelling units per acre and is an appropriate im plementing zone. The Amendment restores consistency between the Zoning Map and the 359- lot subdivision approved in 2004 and recorded in 2023. The Amendment provides development standard more appropriate to the configuration of the approved Final Maps and support implementation of the General Plan’s housing goals. 2) The Amendment will not be detrimental to the public health, safety, or welfare, or materially injurious to properties or improvements in the vicinity. The Amendment assigns the zoning designation of Low Residential (L), which most closely reflects the development standard under which the subdivision was originally approved in 2004 under the now retired Etiwanda North Specific Plan. No construction or physical modification are proposed under this action, and future developments will be reviewed under a separate application in accordance with current City processes. 3) The Amendment has been processed, including, but not limited to, public notice, in the time and manner prescribed by State and local law, including the California Environmental Quality Act (“CEQA”).
C. CEQA. The City finds that the Amendment is exempt from environmental review pursuant to Section 15061(b) (3) of the State CEQA Guidelines, which states that where it can be seen with certainty that there is no possibility the activity may have a significant effect on the environment, the activity is not subject to CEQA. The application is for a Zoning Map Amendment only and does not authorize any physical development.
The proposed zoning change aligns with the existing subdivision of 359 lots approved in 2004 and is consistent with the current General Plan land use designation of Traditional Neighborhood. Therefore, the application will not have any specific impacts on the environment.
3 D. Approval of Zoning Map Amendment DRC2025-00141. Based on the findings set forth in this Ordinance and the totality of the administrative record before it, the City Council hereby approves Zoning Map Amendment DRC2025-00141 as set forth in Exhibit A attached hereto and incorporated herein by reference.
E. Zoning Map Amendment . The City Council hereby amends the official Zoning Map reflecting the amendments set forth in Exhibit A.
F. Severability. The City Council declares that, should any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance for any reason is held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such dec ision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance, and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.
G. Enforcement. Neither the adoption of this Ordinance nor the repeal of any other Ordinance of this City shall in any manner affect the prosecution for violations of ordinances, which violations were committed prior to the effective date hereof, nor be construed as a waiver of any penalty or the penal provisions applicable to any violation thereof.
H. Effective Date. This Ordinance shall be in full force and effective thirty (30) days after its adoption and shall be published or posted as required by law.
I. Publication. The City Clerk shall certify to the adoption of this Ordinance and shall cause it to be published in the manner required by law.
J. Nothing in this Ordinance is intended to conflict with the City’s approvals of the Final Maps for Tract s 16072,16072-1, 16072- 2, and 16072- 3. Such maps are intended to be consistent with the Amendment adopted under this Ordinance.
APPROVED AND ADOPTED THIS 23rd DAY OF SEPTEMBER 2025.
CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA
BY:
L. Dennis Michael, Mayor
4 I, Kim Sevy, City Clerk of the City of Rancho Cucamonga, do hereby certify that the foregoing Ordinance was introduced at a regular meeting of the City Council held on the 23rd day of September, 2025, by the following vote-to-wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ATTEST:
City Clerk of the City of Rancho Cucamonga
Exhibit A
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Matt Marquez, Economic Development Director Flavio Nunez, Management Analyst II
SUBJECT: Public Hearing for Consideration to Approve the Community Development Block Grant (CDBG) Program Year 2024-2025
Consolidated Annual Performance and Evaluation Report (CAPER). (CITY)
RECOMMENDATION:
Staff recommends that the City Council approve the Community Development Block Grant (CDBG) Program Year 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER) and authorize the City Manager or their designee to submit the Report to the U.S.
Department of Housing and Urban Development (HUD).
BACKGROUND:
HUD requires the City to prepare and submit a CAPER to describe the City’s and its subrecipients’ progress in meeting the goals established in the Program Year 2024-2025 Annual Action Plan.
The CAPER was prepared and made available per the HUD required 15-day public review and comment period. Staff placed a notice in the Daily Bulletin newspaper on August 28, 2025, announcing the start of the 15-day period as September 1, 2025, and concluding with the public hearing before the City Council on September 16, 2025.
ANALYSIS:
On August 28, 2025, the City published a notice informing the general public that the CAPER would be available for review and comment from September 1, 2025, through September 16, 2025. The public was informed of the opportunity to provide oral and/or written comments on the CAPER and to date, no public comments have been received. Additionally, the CDBG Citizen Participation Plan (CPP) requires that a public hearing be held to receive comments from interested parties regarding the CAPER. This public hearing addresses the CDBG CPP requirement. For the 2024-2025 Program Year, the City received $1,042,138 of CDBG funds from HUD. The City also programmed $369,278 in prior year unspent funds for a total budget of $1,411,416. Together with other federal, state, and local investments, HUD resources allowed the City and its partners to address the high priority needs identified in the 2020-2024 Consolidated Plan.
The accomplishments for the 2024-2025 Program Year include, but are not limited to, implementation of various public service programs such as senior services, fair housing services, housing rehabilitation and homeless prevention programs. A more detailed explanation of these accomplishments can be found in the CAPER.
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All activities funded during the program year are listed in Table 1, including the amount of CDBG funds allocated to the activity and the amount spent during the program year. Table 2 provides the accomplishment goal and actual accomplishments as of June 30, 2025.
Strategic Plan Goal / Activity Source Allocation
Spent
through
6/30/25
Percent
Spent
1. Fair Housing Services
IFHMB - Fair Housing Services CDBG $20,000.00 $20,000.00 100.0% Subtotal $20,000.00 $20,000.00 100.0%
2. Public Services
RC: Bringing Healthy Homes CDBG $17,000.00 $17,000.00 100.0% RC: CASA CDBG $12,000.00 $11,499.96 95.8%
RC: Senior Wellness Scholarship
Program CDBG $15,177.00 $13,892.96 91.5%
RC: Graffiti Removal Program CDBG $15,000.00 $2,628.74 17.5% NHCD: Senior Meal/Activities
Program CDBG $16,378.00 $16,341.17 99.8%
NHCD: Kids Meal/Activities Program CDBG $15,177.00 $14,941.24 98.5% Impact SoCal: Homeless
Prevention/Rapid Rehousing
Program CDBG $20,234.00 $20,234.00 100.0%
ALFC: Operation School Bell
(withdrew) CDBG $15,177.00 $0.00 0%
FFS: Housing and Food Security
Program CDBG $15,177.00 $15,177.00 100.0%
IVHP: Food Security / Family
Stabilization Program CDBG $15,000.00 $15,000.00 100.0% Subtotal $156,320.00 $126,715.07 81.1%
3. Affordable Housing
Preservation
RC: Home Improvement Program CDBG $488,000.00 $343,947.13 70.5% Subtotal $488,000.00 $343,947.13 70.5%
4. Public Facilities and
Infrastructure Improvements
RC: Sidewalk Grinding and
Wheelchair Ramps project CDBG $45,700.00 $45,700.00 100.0% RC: Concrete Rehabilitation Project CDBG $512,969.00 $436,980.18 85.2% Subtotal $558,669.00 $482,680.18 86.4%
5. Planning and Administration
CDBG Program Administration CDBG $188,427.00 $188,427.00 100.0% Subtotal $188,427.00 $188,427.00 100.0%
Total $1,411,416.00 $1,161,769.38 82.3%
NOTE: The actual goals figure represents the number of unduplicated persons assisted. Some received multiple or ongoing services throughout the year, such as the clientele for the meals program.
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FISCAL IMPACT:
While there is no fiscal impact to the City’s General Fund, failure to submit the CAPER to HUD could result in losing CDBG grant funding. The costs related to the development and submission of this report are absorbed by the administration funds set aside from the grant dollars.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
Approval of the CAPER is required by HUD to continue receiving CDBG funding which supports the City Council’s Core Value of promoting and enhancing a safe and healthy community for all.
ATTACHMENTS:
Attachment 1 – Draft 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER)
Consolidated
Annual Performance
& Evaluation Report
PY 2024-2025
Draft
September 16, 2025
City - 2 - 2021 Annual Action Plan
City of Rancho Cucamonga i 2024-2025 CAPER
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City of Rancho Cucamonga ii 2024-2025 CAPER
Table of Contents
Table of Contents........................................................................................................................................ii Version History...........................................................................................................................................iii Evaluation of Performance..........................................................................................................................1 CR-05 - Goals and Outcomes.................................................................................................................1 CR-10 - Racial and Ethnic composition of families assisted .....................................................................7 CR-15 - Resources and Investments 91.520(a).......................................................................................8 CR-20 - Affordable Housing 91.520(b)..................................................................................................11 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ..............................14 CR-30 - Public Housing 91.220(h); 91.320(j) ........................................................................................17 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) .................................................................................19 CR-40 - Monitoring 91.220 and 91.230 ................................................................................................25 CR-45 - CDBG 91.520(c) .....................................................................................................................27 Tables
Table 1 - Accomplishments – Program Year & Strategic Plan to Date .........................................................2 Table 2 - Assistance to Racial and Ethnic Population by Source of Funds ...................................................7 Table 3 - Resources Made Available...........................................................................................................8 Table 4 - Identify the geographic distribution and location of investments....................................................8 Table 5 - Number of Households ..............................................................................................................11 Table 6 - Number of Households Supported .............................................................................................11 Table 7 - Number of Households Served ..................................................................................................12
City of Rancho Cucamonga iii 2024-2025 CAPER
Version History
No. Summary of Changes
Published Draft for Public Comment: 9/01/25 Sent to HUD for Approval: 9/26/25 Conducted Public Hearing: 9/16/25 Approved by HUD: TBD1 Original 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER).
City of Rancho Cucamonga 1 2024-2025 CAPER
Evaluation of Performance
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER) is the City of Rancho Cucamonga’s report to the U.S. Department of Housing and Urban Development (HUD) describing the use of federal Community Development Block Grant (CDBG) funds. The CDBG program provides a wide range of eligible activities that provide decent housing, suitable living environments and expanded economic opportunities for low- and moderate-income persons.
The five-year Consolidated Plan establishes priorities and goals used to guide decisions about the specific projects and activities that receive CDBG funding every year in the Annual Action Plan. The City implements some projects and activities directly and awards funds to non-profit or public organizations that implement programs in furtherance of the Consolidated Plan goals.
This CAPER provides the City’s progress report for the fifth Program Year of the 2020-2024 Consolidated Plan, covering the period from July 1, 2024, to June 30, 2025. For the 2024-2025 Program Year, the City received $1,042,138 of CDBG funds from HUD. In addition, the City reprogramed $682,624 in prior year resources for a total 2024-2025 PY CDBG budget of $1,724,762. Together with other federal, state and local investments, HUD resources allowed the City and its partners to address the high priority needs identified in the 2020-2024 Consolidated Plan.
Table 1 provides a summary of the five-year goals, one-year goals, and one-year accomplishments for the period ending June 30, 2025, arranged by each of the Strategic Plan Goals included in the 2020-2024 Strategic Plan of the Consolidated Plan.
City of Rancho Cucamonga 2 2024-2025 CAPER
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Table 1 - Accomplishments – Program Year & Strategic Plan to Date 5-Year Strategic Plan 2024-2025 Program Year 5
Goal Category 24-25
Amount Indicator Unit of
Measure Expected Actual Percent
Complete Expected Actual Percent
Complete
Fair Housing
Services
Affordable
Housing $20,000
Public service activities
other than low-mod
income housing benefit
Persons
Assisted 2,000 1,537 77% 192 102 53%
Public service activities
other than low-mod
income housing benefit
Persons
Assisted 5,000 5,581 112% 1,745 541 31%
Homeless Person
Overnight Shelter
Persons
Assisted 0 910 91,000% 180 136 76%Public Services
Non-Housing
Community
Development
$156,320
Homelessness
Prevention
Persons
Assisted 0 74 7,400% 20 31 155%
Affordable
Housing
Preservation
Affordable
Housing $850,105 Homeowner Housing
Rehabilitated
Household
Housing
Units
100 55 55% 20 16 80%
Public Facilities
and Infrastructure
Improvements
Non-Housing
Community
Development
$509,910
Public facility or
infrastructure activities
other than low-mod
income housing benefit
Persons
Assisted 25,000 67,636 271% 3,000 3,091 103%
Program Planning
and
Administration
Other $188,427 Other Other 5 5 100% 1 1 100%
City of Rancho Cucamonga 3 2024-2025 CAPER
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
Each of the housing, public service, and capital improvement activities receiving CDBG funds in the City’s Action Plan address specific high priority needs identified in the 2020-2024 Consolidated Plan. Table 1 on the previous page provides a summary of the City’s accomplishments and the one- and five-year goals of the 2024-2025 Action Plan and the 2020-2024 Consolidated Plan, respectively, as of June 30, 2025.
Based on the information in Table 1, the City and its housing and community development partners made progress towards each of the goals included in the 2024-2025 Action Plan.
The 2024-2025 Action Plan addressed each of the high priority needs identified in the 2020-2024 Consolidated Plan. The program accomplishments for each category are discussed below:
Fair Housing Services: Inland Fair Housing and Mediation Board provided 102 Rancho Cucamonga residents with fair housing and landlord-tenant mediation services. Public Services: Nine (9) 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 123 elderly individuals, homeless shelter services for 136 resident, nutritional health services to 367 people, recreational activities to 128 seniors, and rental assistance for 31 residents. Affordable Housing Preservation: The City’s Home Improvement Program completed 16 housing rehabilitations for low- and moderate-income homeowners to address deficient housing conditions.
Public Facilities and Infrastructure Improvements: The City awarded and commenced construction of its Concrete Rehabilitation Project during the 2024-2025 program year. The project is scheduled to be completed during the first quarter of the 2025-2026 program year.
Once completed, the project will assist 16,330 people (ADA Improvements).
Each of the activities that were underway during the 2024-2025 Program Year are listed in Figure 1 on the following page, including the amount of CDBG funds allocated to the activity and the amount spent as of June 30, 2025. Figure 2 provides the numeric accomplishment goal for each activity and the level of accomplishment as of June 30, 2025.
City of Rancho Cucamonga 4 2024-2025 CAPER
Figure 1 - Use of CDBG Funds
Strategic Plan Goal / Activity Source Allocation Spent through 6/30/25 Percent Spent
1. Fair Housing Services
IFHMB - Fair Housing Services CDBG $20,000.00 $19,999.94 99.9% Subtotal $20,000.00 $19,999.94 99.9%
2. Public Services
RC: Bringing Healthy Homes CDBG $17,000.00 $17,000.00 100.0% RC: CASA CDBG $12,000.00 $11,499.96 95.8%
RC: Senior Wellness Scholarship
Program CDBG $15,177.00 $13,892.96 91.5%
RC: Graffiti Removal Program CDBG $15,000.00 $2,628.74 17.5% ALFC: Operation School Bell CDBG $15,177.00 $0.00 0.0%
NHCD: Senior Meal/Activities
Program CDBG $16,378.00 $16,341.17 99.8%
NHCD: Kids Meal/Activities
Program CDBG $15,177.00 $14,941.24 98.4%
Impact SoCal: Homeless
Prevention/Rapid Rehousing
Program CDBG $20,234.00 $20,234.00 100.0%
FFS: Housing and Food Security
Program CDBG $15,177.00 $15,177.00 100.0%
IVHP: Food Security/Family
Stabilization Program CDBG $15,000.00 $15,000.00 100.0% Subtotal $156,320.00 $126,715.07 81.1%
3. Affordable Housing Preservation
RC: Housing Improvement
Program CDBG $850,105.00 $343,947.13 40.5%
Subtotal $850,105.00 $343,947.13 40.5%
4. Public Facilities and
Infrastructure Improvements
RC: Sidewalk Grinding and
Wheelchair Ramps project CDBG $45,700.00 $45,700.00 100.0% RC: Concrete Rehabilitation
Project CDBG $464,210.00 $436,980.18 94.1%
Subtotal $509,910.00 $482,680.18 94.7%
5. Planning and Administration
CDBG Program Administration CDBG $188,427.00 $153,111.07 81.3% Subtotal $188,427.00 $153,111.07 81.3%
Total $1,724,762.00 $1,126,453.39 65.3%
City of Rancho Cucamonga 5 2024-2025 CAPER
Figure 2 - Program Year Accomplishments by Strategic Plan Goal Strategic Plan Goal / Activity Unit of
Measure Expected Actual
1. Fair Housing Services
IFHMB - Fair Housing Services People 192 102
2. Public Services
RC: Bringing Healthy Homes People 200 146
RC: CASA People 45 20
RC: Senior Wellness Scholarship Program People 105 128
RC: Graffiti Removal Program People 1,000 1,341
ALFC: Operation School Bell People 120 0
NHCD: Senior Meal/Activities Program People 142 123
NHCD: Kids Meal/Activities Program People 33 46
Impact SoCal: Homeless Prevention/Rapid
Rehousing Program People 20 31
FFS: Housing and Food Security Program People 180 136
IVHP: Food Security/Family Stabilization Program People 100 78
3. Affordable Housing Preservation
RC: Home Improvement Program Household
Housing Unit 20 16
4. Public Facilities and Infrastructure Improvements
RC: Sidewalk Grinding and Wheelchair Ramps
project People 1,000 3,091
RC: Concrete Rehabilitation Project People 1,000 0
5. Planning and Administration
CDBG Program Administration N/A N/A N/A
NOTE: The actual goals figure represents the number of unduplicated persons assisted. Some received multiple or ongoing services throughout the year, such as the clientele for the food bank program. Construction of Public Facilities and Infrastructure Improvements such as the Concrete Rehabilitation Project is anticipated to be completed during the first quarter of the 2025-2026 PY. Therefore, this project will be reported as “complete” in the 2025-2026 CAPER.
City of Rancho Cucamonga 6 2024-2025 CAPER
COVID-19 Allocations
In response to the COVID-19 pandemic, Congress passed the Coronavirus Aid, Relief, and Economic Securities (CARES) Act and it was signed into law on March 27, 2020, authorizing $2.2 trillion for a variety of measures to prevent, prepare for, and respond to the COVID-19 pandemic. Under the CARES Act, HUD provided special allocations of CDBG funds to the City. In total, the City received $1,591,323 of CDBG-CV funds to prevent, prepare for, and respond to the COVID-19 pandemic.
CDBG-CV funds must be fully spent by June 24, 2026. As of the date of this report, the City has fully drawn down on their full allocation of CDBG-CV funds. Each of the CDBG-CV activities approved by the City Council are summarized in Figures 3 and 4 on the following pages.
Figure 3 - Use of CDBG-CV Funds
Strategic Plan Goal / Activity Source Allocation Spent through 6/30/25
Percent
Spent
1. COVID-19 Response
Emergency Housing Assistance CDBG-CV $932,823.00 $932,823.00 100.0% Small Business Assistance CDBG-CV
& CDBG $855,507.00 $838,833.00** 98.1%
Microenterprise Assistance CDBG $131,000.00* $131,000.00 100.0%
Total $1,919,330.00 $1,902,656.00 99.1%
NOTE: All activities are from the 2019-2020 CDBG-CV Action Plan amendments. * $2,993 was reallocated from Small Business Assistance to Microenterprise Assistance via a Minor Amendment to the 2021-2022 AAP.
**Balance of funds in the amount of $16,674 were from CDBG funds, which were reallocated via a Minor/Substantial Amendment during the 2024-2025 PY.
Figure 4 - Program Year Accomplishments for COVID-19 Funds Strategic Plan Goal / Activity Unit of
Measure Expected Actual
1. COVID-19 Response
Emergency Housing Assistance Persons 139 455
Small Business Assistance* Jobs 38 0*
Microenterprise Assistance Businesses 11 10
NOTE: All activities are from the 2019-2020 CDBG-CV Action Plan amendments. *A total of 36 businesses were assisted.
City of Rancho Cucamonga 7 2024-2025 CAPER
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
Table 2 - Assistance to Racial and Ethnic Population by Source of Funds *Note: The data in this table is supplied by HUD’s database and reports from the Inland Fair Housing and Mediation Board. The figures in this table represent the sum of the reported number of people, families, households, or housing units reported during the Program Year, without regard to the number of people in each family, household or housing unit.
Narrative
Table 2 provides an aggregate of race and ethnicity data for the combined number of people, families, households, or housing units served during the Program Year based on accomplishment data from all CDBG activities reported in HUD’s Integrated Disbursement and Information System (IDIS).
CDBG
White 406
Black or African American 146
Asian 59
American Indian or Alaskan Native 14
Native Hawaiian or Other Pacific Islander 4
Other Multi-Racial 197
Total 826
Hispanic 383
Non-Hispanic 443
City of Rancho Cucamonga 8 2024-2025 CAPER
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Table 3 - Resources Made Available
Source of Funds Resources Made
Available
Amount Expended
During Program Year
CDBG* $1,724,762.00 $1,126,453.39
NOTE: This table generated by HUD’s database provides the resources made available in the 2024-2025 Action Plan and the total CDBG expenditures during the 2024-2025 Program Year. The amount expended may include prior year activities that were completed during the 2024- 2025 Program Year.
Narrative
The 2024-2025 HUD formula grant resources allocated in the Action Plan for the implementation of projects are identified in Table 3. The total CDBG resources allocated in the 2024-2025 Action Plan includes $1,724,762 of CDBG funds (includes prior year resources). Together with other federal, state, and local investments, these resources allowed the City and its partners to address the high priority needs identified in the 2020-2024 Consolidated Plan.
Under the CARES Act, HUD provided special allocations of CDBG funds to the City. In total, the City received $1,591,323 of CDBG-CV funds to prevent, prepare for, and respond to the COVID-19 pandemic.
Identify the geographic distribution and location of investments Table 4 - Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative
Description
Citywide 97% 61% All other activities
CDBG Eligible 3% 2% BHH, CASA, and
Graffiti
Narrative
During the 2024-2025 Program Year, the City allocated 100 percent of its non-administrative CDBG funds to projects and activities that benefit low- and moderate-income persons throughout the City.
It is important to note that due to the nature of certain public service activities such as Graffiti Removal, CASA, and the Brining Healthy Home, those are generally limited to the eligible low- and moderate-income areas, while most other public services are available citywide.
City of Rancho Cucamonga 9 2024-2025 CAPER
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
To address housing and community development needs in the City, CDBG entitlement grants are used to leverage a variety of funding resources to maximize the effectiveness of available funds. The CDBG public service activities leveraged private, state, and other federal funds to deliver services for low- and moderate-income people.
During the program year, the City did not identify and did not use any publicly owned land or property located within the jurisdiction to address the needs identified in the Consolidated Plan. The City does not currently own land or property that is suitable for use in addressing the needs identified in the Consolidated Plan. Additional leveraging opportunities include, but are not limited to, those listed below.
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 Roomkey
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
City of Rancho Cucamonga 10 2024-2025 CAPER
Justice Assistance Grant (JAG) Program
Homeless Emergency Aid Program (HEAP)
Project Roomkey
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 CDBG regulations do not require a match contribution; however, the City encourages its awarded departments and agencies to leverage the CDBG funding to further aid in the assistance provided to its residents.
City of Rancho Cucamonga 11 2024-2025 CAPER
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate- income, and middle-income persons served.
Table 5 - Number of Households
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to
be provided affordable housing units 40 47
Number of Special-Needs households to
be provided affordable housing units 0 0
Total 40 47
Table 6 - Number of Households Supported
One-Year Goal Actual
Number of households supported through
Rental Assistance 20 31
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 20 16
Number of households supported through
Acquisition of Existing Units 0 0
Total 40 47
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
As the City’s housing stock ages, a growing percentage of housing units may need rehabilitation to allow them to remain safe and habitable. The situation is of particular concern for low- and moderate- income homeowners who are generally not in a financial position to properly maintain their homes.
As such, preservation of affordable housing was identified as a high priority need in the 2020-2024 Consolidated Plan and Strategic Plan goals were established to provide the framework necessary to invest CDBG funds to address affordable housing needs including the rehabilitation of existing homes.
Tables 5 and 6 indicate the number of households supported with affordable housing assistance through the CDBG program during the 2024-2025 Program Year.
Affordable housing renovations are typically multi-year projects and are subject to the ability to secure funding from various sources. Often, the ability to meet the anticipated goals is dictated by various factors that can create disparities between goals and actual outcomes such as: funding availability,
City of Rancho Cucamonga 12 2024-2025 CAPER
rising costs of raw materials, timing, and project schedules. Unexpected challenges are commonly encountered during the repair phase of the project which causes delays that impact project delivery.
In addition, the City continues to address affordable housing needs via its participation in the HOME Consortium and through fair housing services to ensure equal access to housing opportunities for low- and moderate-income people.
Discuss how these outcomes will impact future annual action plans.
The 2020-2024 Consolidated Plan identified a high priority need to preserve the supply to affordable housing. During the 2024-2025 Program Year, the City invested CDBG funds in the rehabilitation of 16 owner-occupied housing units. In addition, the City currently has multiple households that have been approved under the Home Improvement Program and are currently in different stages of the construction process (i.e., preparation of Work Write Ups, out to bid or under construction). All current projects are anticipated to be completed during the 2025-2026 program year.
In addition, during the 2024-2025 program year, the City awarded CDBG funds to Impact Southern California who was able to provide rental assistance to 31 unduplicated residents.
In future Action Plans, the City anticipates continuing to invest CDBG funds to address the rehabilitation of existing substandard housing. As community needs change the City may need to undertake additional activities to best achieve the City's ability to meet its affordable housing goals. All future Annual Action Plans will provide additional information on any on-going affordable housing activities and the City will continue to assess and determine affordable housing needs that best utilize available funding sources.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Table 7 - Number of Households Served
Number of Households Served CDBG Actual
Extremely Low-income 3
Low-income 16
Moderate-income 28
Total 47
Narrative Information
The 2020-2024 Consolidated Plan identified a high priority need to preserve the supply of affordable owner-occupied housing. To preserve housing that is already affordable to low- and moderate- income homeowners, the City’s Home Improvement Program provided financial assistance to 16 households during the 2024-2025 PY. The 16 households served included three (3) extremely low- income households, six (6) low-income households and seven (7) moderate-income households.
City of Rancho Cucamonga 13 2024-2025 CAPER
The City’s collaboration with Impact Southern California provided financial assistance for rental and rental arrear payments to prevent homelessness and/or rapidly rehousing 31 unduplicated residents during the 2024-2025 PY. The 31 households served included zero (0) extremely low-income households, 10 low-income households and 21 moderate-income households.
To address what HUD defines as “worst case housing need” the City provided funds in the 2024- 2025 Action Plan for the preservation of the physical and functional integrity of existing housing units occupied by low- and extremely low-income residents who would otherwise continue to live in substandard housing because they were not in the financial position to properly maintain their home.
This includes attempts to meet the needs of persons with disabilities by making necessary improvements which aid the mobility of the elderly and physically disabled such as shower units with seats, handrails, ramping and reconstructing doorways.
Addressing substandard housing conditions through housing preservation activities is a cost-effective way to invest limited resources to retain housing units that are already affordable to low- and moderate-income residents and ensure all economic segments of the community have the opportunity to live in decent housing.
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e);
91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The most recent San Bernardino County Point-In-Time Homeless Count (PIT Count) conducted in 2025 revealed that on any given night in San Bernardino County, approximately 3,837 people are homeless, down from 4,255 counted in a prior effort undertaken in 2024. This includes 1,201 people in shelters and 2,636 people without shelter. In Rancho Cucamonga 113 people were counted who did not have shelter and 7 people counted who were sheltered, for a total of 120 homeless residents.
To reach out to unsheltered homeless persons and assess their individual needs for the purpose of connecting them with available emergency shelter and transitional housing resources, the City, through its Sheriff’s Homeless Outreach and Proactive Enforcement (HOPE) Team provided information and referrals – primarily to the San Bernardino County Continuum of Care (CoC), United Way 2-1-1, and the organizations receiving CDBG funds for homelessness prevention activities.
During the 2024-2025 Program Year, the City awarded three (3) contracts to non-profit organizations using CDBG funds totaling $50,411 to meet its specific objectives to provide public services that prevent and eliminate homelessness.
Foothill Family Shelter: Housing and Food Security (136 residents served). Impact Southern California: Homeless Prevention/Rapid Rehousing Program (31 residents served). Inland Valley Hope Partners: Food Security/Family Stabilization Program (78 residents served, specifically with rental assistance)
Additionally, the City’s partnership with the San Bernardino County CoC and Sheriff’s Homeless Outreach and Proactive Enforcement (HOPE) team provides intensive, field-based engagement services and support that meets clients and their families where they live. As a result, the City has been able to leverage its partnerships with the County agencies to bolster its homeless outreach.
Addressing the emergency shelter and transitional housing needs of homeless persons To address the emergency shelter and transitional housing needs of homeless persons, the City continues to support the Foothill Family Shelter program that provides transitional housing, counseling, and case management to individuals experiencing homelessness as well as families at risk of homelessness. During the Program Year, Foothill Family Shelter served 136 unduplicated persons via its Housing and Food Security program.
Helping low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The COVID-19 pandemic resulted in significant business closures and other disruptions that put the City’s residents at risk of losing their housing. To help low-income individuals and families avoid becoming homeless, the City supported Inland Valley Hope Partners’ Food Security and Family Stabilization program which provided 78 unduplicated persons with a five-day food supply. More specifically, these services assisted in minimizing these individual’s food costs thereby enabling them to utilize their limited resources on other key necessities such as housing, childcare, and transportation.
Furthermore, the City also supported Impact Southern California’s Homeless Prevention/Rapid Rehousing Program which provided assistance to 31 unduplicated persons. The programs provided services that included eviction prevention strategies (case management, tenant rights counseling, one-time payments of rent due, etc.), homeless prevention/rapid rehousing strategies (housing search, case management, landlord-tenant negotiations, etc.) and homeless diversion counseling (short-term services and one-time financial assistance).
SB 1152 requires hospitals to develop a written homeless patient discharging planning policy that coordinates services and referrals with regional social services agencies, medical care and county behavioral services.
Inadequate discharge planning and coordination contributes to homelessness in situations where people are released from public institutions or public systems of care without having an appropriate mainstream or supportive housing option available upon discharge from an institutional setting. Public institutions such as jails, hospitals, treatment facilities, mental health facilities, youth facilities, and foster care homes are central to limiting the creation of newly homeless persons upon discharge.
In California, discharge coordination and planning are largely unregulated unless county or municipal ordinances provide rules preventing public institutions from discharging people into homelessness. One of the goals included in the San Bernardino Ten Year Strategy to End Homelessness is to formalize protocols and improve the coordination of discharge planning among key institutional systems of care and supervision.
The goal calls for the CoC to close the “front door” to homelessness so that new people do not find themselves living in the community without the social and economic support necessary to access and maintain themselves in a safe environment.
The City coordinated with the CoC and other subrecipients receiving CDBG funds to ensure that its HUD- funded programs are targeted, to the greatest extent feasible, to address the discharge of persons from publicly funded institutions or systems of care so that these individuals and families have access to public services and affordable housing opportunities necessary to prevent homelessness. The City will continue to explore additional ways to prevent and address homelessness caused by discharge from public institutions.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
To address the needs of homeless families, families with children, veterans and their families, the City provided $50,411 of CDBG funds for public service programs through three (3) contracts with non-profit organizations. These programs help individuals and families achieve stability through a housing first approach.
Each of these programs provides tailored counseling and case management services to people at risk of homelessness. During the 2024-2025 program year, Foothill Family Shelter served 136 unduplicated people through its 120-Day Stepping Stones project. Additionally, Impact Southern California served 31 unduplicated people through its Homeless Prevention/Rapid Rehousing program and Inland Valley Hope Partners served 78 unduplicated people through its Food Security/Family Stabilization Program. When paired with financial counseling, career coaching, and other available case management services, the City’s non- profit partners make certain that individuals and families have the tools necessary to succeed.
Additionally, the City’s partnership with the San Bernardino County CoC and Sheriff’s Homeless Outreach and Proactive Enforcement (HOPE) team provides intensive, field-based engagement services and support that meets clients and their families where they live. As a result, the City has been able to leverage its partnerships with the County agencies to bolster its homeless outreach.
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
There are no public housing developments in the City. The data presented below is for the Housing Authority of the County of San Bernardino (HACSB) and the narrative questions address the needs for the entire County, with specific references to the City.
According to the 2022 Annual Report, the HACSB has one (1) Public Housing unit remaining. All public housing programs consist of Housing Choice and Project-Based Housing Choice Vouchers administered by the HACSB. The HACSB administered a total of 10,461 Housing Choice Vouchers combined. Of those, approximately 404 or 3.9 percent of all vouchers in San Bernardino County were utilized by low-income Rancho Cucamonga residents. HACSB monitors all units to ensure they are in adequate condition, meeting the Section 8 Housing Quality Standards (HQS).
To enhance the quality of HUD Public Housing units, HACSB continued to work towards converting existing HUD Public Housing units under HACSB’s management and control to Section 8 units as part of HUD’s Rental Assistance Demonstration (RAD) program. HACSB had converted its entire original portfolio of public housing under RAD by the end of 2019. Subsequently in May 2022, HACSB finalized its conversion of all RAD units with the 98-unit Los Olivos development in Upland (FY 2023 Moving to Work Annual Plan, HACSB). Additionally, HACSB purchased Northport Apartments in the City of Victorville, which delivered 29 affordable units. The site provided 29 project-based voucher units (Proposed FY 2025 Moving to Work Annual Plan, HACSB).
During the 2024-2025 program year, the HACSB panned to add 103 new Public Housing units through Restore- Rebuild at Valencia Grive Phase II development. Construction of these units is expected to be complete during the summer of 2025. The 103 units are expected to come online as Public Housing in 2025. Thereafter, they will be converted to Project-Based Voucher (PBV) units through the RAD program (Proposed FY 2026 Moving to Work Annual Plan, HACSB).
HACSB continues to maintain and expand the supply of affordable housing units in the City and throughout the County through its partnerships with the State of California and San Bernardino County Department of Community Development and Housing. As the largest provider of affordable housing in San Bernardino County, HACSB assists approximately 27,800 people, most of whom are seniors, individuals with disabilities, veterans, and children. As of January 1, 2025, more than 11,500 families are served through housing assistance payments made to landlords on behalf of the families. Other families reside in units owned and managed by HACSB. These programs provide a critical safety net for families in the County.
Due to rising rents and low vacancy rates in San Bernardino County, HACSB has been working with HUD to expand its Local Payment Standards Moving to Work (MTW) initiative to allow HACSB to be more adaptable to changing market rents. In 2023, HACSB modified their Local Payment Standards MTW Initiative to allow them to make mid-year changes to their Local Payment Standards for MTW vouchers. With these changes, if market rents shifted suddenly and dramatically, HACSB would have been able to adjust their Local Payment Standards to adapt to the current market. Through the Local Payment Standards initiative, 1,942 families have leased units that would have been out of reach under traditional program regulations, and leasing in areas of opportunity increased by 17.6% (Proposed FY 2026 Moving to Work Annual Plan, HACSB).
HACSB developed a MTW initiative that allowed HACSB to create temporary financial incentive programs for
landlords who enter into a lease with a new Housing Choice Voucher (HCV) participant, as well as create a damage mitigation program to help offset the cost of tenant-caused damages. The first step was HACSB’s Landlord Signing Bonus, which provided an incentive payment of $1,000 to landlords for each unit newly leased to a HACSB MTW voucher program participant. During the 2022-2023 program year, HACSB was able to pay $895,193 to landlords through the Landlord Signing Bonus program (HACSB Annual Report 2022).
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
HACSB encourages residents to be actively involved in the community and in the management of public housing developments through resident councils and numerous opportunities for feedback such as community meetings and surveys. HACSB and the City also actively encourage and promote public housing residents to explore homeownership opportunities and programs through HACSB’s Homeownership Assistance Program (HAP) targeted at current residents. HACSB also encourages and supports residents in participating in homebuyer counseling programs and recommends residents use the family self-sufficiency escrow account to save money towards homeownership. Under the Family Self-Sufficiency (FSS) Program, participants develop a five-year training and service plan that outlines the steps to become employed, increase their earnings, and become independent of government assistance. Upon graduation of the FSS Program, graduates are allowed to use the escrow account funds towards homeownership. In 2022, the program served 140 households and had seven (7) households graduated with over $92,000 in escrow savings. It is reported that current participants have accrued approximately $200,000 in escrow savings. The savings were reportedly used for paying down payments to purchase a home, build a small business, pay for education, and other self-sufficiency activities (HACSB 2022 Annual Report).
Under the Housing Authority’s HAP program, families are provided mortgage assistance for up to 15 years for working families and up to 30 years for disabled families. A total of 276 clients have become homeowners through the program since 2000 (FY 2026 MTW Plan).
In addition, the City provided several resources on services for foreclosure prevention and counseling.
Actions taken to provide assistance to troubled PHAs
Not applicable. The HACSB is designated as a High Performing Public Housing Agency.
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken 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. 91.220 (j); 91.320 (i)
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 the City continue to be 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 2020-2024 Consolidated Plan included strategies that invested a significant portion of CDBG funds for the rehabilitation of 100 affordable owner-occupied housing units during the five-year planning period. Although the City no longer has access to Redevelopment Housing Set-Aside funds, the City continued to leverage its CDBG funds to attract private and other available public resources.
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 affordable 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 included but were not limited to:
Continued efforts 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 Assistance (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.
Development of procedures to monitor the development of vacant and nonvacant sites in the sites inventory and ensure that adequate sites were available to meet the remaining Regional Housing Needs Allocation (RHNA) by income category throughout the 6th cycle planning period.
Explored a system that established target densities by land use district and an in-lieu fee system that requires developers to pay a fee if the proposed project fell below the targeted densities. Developed incentives and tools to facilitate ADU construction that included:
oFee waivers or reductions beyond State requirement;
oPre-approved site/floor plans;
oWebsite information on resources and technical assistance; and oGuidance handbook for property owners looking to construct Accessory Dwelling Units (ADUs).
Provided fee underwriting, fee deferral, public improvements, and/or permit fast-tracking for housing affordable to lower income households, prioritizing projects that included units affordable to extremely low-income households.
Continued to evaluate and improve the permit processing procedures to facilitate residential development.
Continued to study the feasibility of an inclusionary housing ordinance. Updated 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. Updated the Development Code to incorporate the new density bonus provisions which allowed 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 included but were not limited to:
Construction of ADUs provide for 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 sanitation 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 complied 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 was 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 assisted in the development of affordable housing opportunities in accordance with Government Code § 65915-65918. These provisions allowed 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 functioned by allowing a reduction in development standards in exchange for the development of affordable housing units. Regulatory concessions act as incentives, which included 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.
The City’s Community Development home page provided links to an online permit center, development fees, the development code, and other development information at https://www.cityofrc.us/community-development.
The following were steps the City took 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 - Incorporated new polices, codes, and procedures that reduced procedural delays, provided information early in the development process regarding development costs, and charged only those fees necessary to adequately carry out needed public services and improvements.
Fee Schedule - Reviewed and updated 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 - Facilitated 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 - Evaluated and adjusted residential development standards, regulations, and processing procedures that were determined to constrain housing development, particularly housing opportunities for lower and moderate-income households and for persons with special needs.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) 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 continued to invest CDBG funds through the 2024-2025 Action Plan in projects that provided assistance to low- and moderate-income homeowners for home improvements, projects that provided public and neighborhood services to low- and moderate-income people and projects that prevented homelessness.
To address underserved needs, the City allocated 100 percent of its non-administrative CDBG investments for Program Year 2024-2025 to projects and activities that benefit low- and moderate-income people.
The City used its CDBG funds to leverage appropriate state, local, and private resources secured by each non-profit organization providing public services. In addition, the City will seek to leverage other sources of federal, state, and local resources to compliment CDBG funds to meet the underserved needs in the community.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) 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 rehabilitation of housing units built prior to January 1, 1978, included a lead-based paint testing and risk assessment process. When lead-based paint was identified, the City ensured that developers and contractors incorporated safe work practices, interim controls, and depending on the level of assistance, abated the lead-based paint as part of the scope of work to effectively reduce lead-based paint hazards to children in accordance with federal regulations. During the 2024-2025 program year, the City assisted 16 household with the rehabilitation of their home. Of these 16 households, nine (9) were built prior to 1978. Of these nine (9) properties, three (3) were exempt (subject to senior housing), three (3) utilized interim controls as the construction costs were between $5,000 - $25,000, and three (3) resulted in the full abatement of LBP hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) During the 2024-2025 program year, the City supported the following strategies and actions to reduce the number of poverty-level families:
Supported housing preservation programs that ensure low- and moderate-income households have a safe, decent, and appropriate place to live;
Supported public services through various non-profits funded by CDBG that serve the community’s youth, seniors, families, and residents with special needs; and Supported a continuum of housing and public service programs to prevent and eliminate homelessness.
In addition to these local efforts, mainstream state and federal resources also contributed to reducing the number of individuals and families in poverty. Federal programs, such as the Earned Income Tax Credit and Head Start, provide pathways 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 provided individuals 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 were available to assist persons suffering from substance abuse, domestic violence and mental illness.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The institutional delivery system in the City is best represented through the collaboration between local government and an outstanding set of non-profit organizations that carry out a diverse array of public service programs to enrich the lives of residents. These relationships are collaborative-each organization partnering with the next to ensure that all City residents have the support necessary to lead fulfilling lives.
Affordable housing preservation activities were carried out by the Economic Development Department in partnership with housing contractors. Guided by the Strategic Plan, public service activities are carried out by non-profit organizations and City Departments to serve low- and moderate-income residents. The Economic Development Department works with the Public Works and Engineering Services Departments on
city-owned public facilities and infrastructure improvements to ensure their projects are delivered on time, within budget, and in compliance with all federal, state, and local regulations.
Through technical assistance and the annual Notice of Funding Availability (NOFA) process last winter, the City continued to develop and expand local institutional structure by strengthening existing partnerships and leveraging the experience of organizations that previously have not participated in locally-administered federal programs to expand the number of program offerings available to residents.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
To enhance coordination between public and private housing and social service agencies, the City invested CDBG funds and 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 the City.
Representatives of the City participated in the San Bernardino HOME Consortium. Additionally, City staff regularly participated in neighborhood meetings during the program year to coordinate the efforts of local organizations that worked in neighborhoods to address poverty through direct community engagement.
Identify actions taken to overcome the effects of any impediments identified in the jurisdiction’s analysis of impediments to fair housing choice. 91.520(a) Activities implemented during the 2024-2025 Program Year followed the recommendations of the Analysis of Impediments to Fair Housing Choice that was adopted by the City Council on April 15, 2020. For the 2020- 2024 planning period, there is one (1) impediment to fair housing choice summarized below.
Discrimination Against Persons with Disabilities: According to data from the City’s contracted fair housing service provider, the number of fair housing discrimination complaints on the basis of disability accounted for 62 percent of all complaints. The next two (2) closest discrimination complaint types include age and sex, each accounting for 10 percent of all complaints. Throughout the region, the state, and nationally, disability- related complaints are the leading basis of discrimination cited by residents, accounting for approximately two-thirds of all complaints in some jurisdictions, demonstrating a lack of understanding and sensitivity of the fair housing rights of persons with disabilities who experience difficulties when requesting reasonable accommodations or modifications. In particular, persons with cognitive disabilities experience significantly more problems with these accommodations.
The Analysis of Impediments to Fair Housing Choice included the following recommendations specific to the City:
Work with the City’s fair housing services provider, continue to invest in landlord and tenant counseling and mediation services, facilitate educational opportunities for landlords and tenants to provide information concerning the law as it pertains to reasonable accommodations and modifications.
For the 2024-2025 Program Year, the City contracted with the Inland Fair Housing and Mediation Board (IFHMB) to provide fair housing education and general housing services to the City’s residents to prevent incidences of housing discrimination. Implementation of the 2020-2024 Fair Housing Plan
recommendations during the Program Year was principally undertaken by IFHMB, with the participation of the City’s Economic Development Department. IFHMB provided online fair housing training during the 2024-2025 Program Year. The training was related to recognizing and reporting housing discrimination. The training was conducted via Zoom.
Social media continues to be the platform to promote IFHMB’s programs and services.
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements To ensure that CDBG funds are used efficiently and in compliance with applicable regulations, the City provided technical assistance to all subrecipients at the beginning of the program year and monitored subrecipients throughout the program year via desktop monitoring of reimbursement requests and quarterly performance reports.
Technical Assistance
To enhance compliance with federal program regulations, the City made technical assistance available to prospective applicants to review the Consolidated Plan goals, program requirements, and available resources with potential applicants. Subsequent to the approval of the Annual Action Plan, a mandatory subrecipient workshop was held in June 2024 to review program regulations in detail, to provide useful forms and resources for documenting compliance, and to review the City’s compliance procedures and requirements. Additionally, individualized technical assistance was provided on an as-needed basis during the Program Year.
Activity Monitoring
All activities were monitored, beginning with a detailed review upon receipt of an application to determine eligibility, conformance with a National Objective and conformance with an Action Plan goal. This review also examined the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries and likelihood of compliance with other federal requirements such as the National Environmental Policy Act, the System for Award Management (SAM) debarment list, prevailing wage, Minority and Women Business Enterprise, Section 3, and federal acquisition and relocation regulations, as applicable.
Subrecipients were required to submit an audit and other documentation to establish their capacity, and any findings noted in the audit were reviewed with the applicant. Eligible applicants were then considered for funding.
The City reviewed quarterly performance reports and invoices throughout the year as part of its desk monitoring.
During the 2024-2025 Program Year, the City completed its annual risk assessment to determine which CDBG public service activities to monitor to verify compliance. These monitorings were completed during the first two (2) quarters of the 2024-2025 Program Year. These reviews included both a fiscal and programmatic review of the subrecipient’s activities. The reviews determined if each subrecipient complied with the program regulations and City contract. Areas of review included overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Following the remote monitoring, a written report was prepared, delineating the results of the review and any findings of non-compliance and the required corrective action. Subrecipients were given approximately 14 days to provide the City with corrective actions taken to address any noted findings.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
In accordance with the City’s adopted Citizen Participation Plan, a public notice was published in the Inland Valley Daily Bulletin on August 29, 2025, notifying the public of the availability of the Consolidated Annual Performance and Evaluation Report (CAPER) for a 15-day public review and comment period. A copy of the public notice is included in Appendix A.
The draft CAPER was available from September 1, 2025, to September 16, 2025, on the City’s website.
Physical copies were also available at City Hall in the City Clerk’s Office and Economic Development Department, first floor lobby, and Paul A. Biane Library. Residents were encouraged to review the CAPER and provide any written comments by mail to Flavio Nuñez, Management Analyst II, or via email to [email protected]. A summary of any written comments received during the public review and comment period are included in the CAPER submission to HUD as Appendix A.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The 2024-2025 Program Year was the fifth year of the 2020-2024 Consolidated Plan. The City made progress toward its five-year and one-year goals for this reporting period and did not change its program objectives or the projects and activities that utilized CDBG funds. The 2024-2025 projects that were able to continue were successful and therefore, no changes are anticipated to be made for the City’s future objectives.
CDBG funded activities contributed significantly to the City’s progress toward meeting the high priority needs identified in the Consolidated Plan. As shown in Table 1 on page 2 of this document, CDBG funds are contributing to all Strategic Plan goals including Fair Housing Services, Public Services, Affordable Housing Preservation and Public Facilities and Infrastructure Improvements.
DATE: September 16, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Michael Parmer, Engagement and Special Programs Director Hope Velarde, Management Analyst II
SUBJECT: Designation of Voting Delegates and Alternates for the League of California Cities Annual Business Meeting. (CITY)
RECOMMENDATION:
Staff recommends the City Council designate a voting Delegate and Alternates for the Annual Business Meeting of the 2025 League of California Cities (Cal Cities) Annual Conference.
BACKGROUND:
Cal Cities 2025 Annual Conference is scheduled for October 8-10, 2025 in Long Beach California.
An essential part of the Annual Conference is the Annual Business Meeting during the General Assembly on Friday, October 10. At this meeting, the Cal Cities membership considers and takes action on various resolutions that establish Cal Cities policy on municipal issues of statewide importance.
In order to vote at the Annual Business Meeting, the City Council must designate one (1) voting delegate and appoint up to two (2) alternate voting delegates, one of whom may vote in the event the designated voting delegate is unable to serve in that capacity. According to Cal Cities bylaws, the voting delegate and the two alternate delegates must be designated by an official vote of the City Council.
ANALYSIS:
The designated voting delegate and alternates must be registered to attend the conference. Only one (1) voting card will be provided for use by either the voting delegate or the alternates. The task of voting at the Annual Business Meeting cannot be transferred to any other city official beyond the designated voting delegate and alternates. Voting delegates may either be an elected or appointed official. Once the voting delegates are appointed, the names of each delegate will be submitted to the Cal Cities website by Wednesday, September 24, 2025.
3 0
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The chart below details the recent designated voting delegates and alternates for the Cal Cities Annual Business Meeting for years 2021, 2022, 2023, and 2024:
Cal Cities Annual
Business Meeting Year Designated Voting Delegate Designated Alternate 2021 Mayor Pro Tem Lynne Kennedy Councilmember Kristine Scott 2022 Mayor Pro Tem Lynne Kennedy Councilmember Kristine Scott 2023 Mayor Pro Tem Lynne Kennedy Councilmember Kristine Scott and Mayor L. Dennis Michael
2024 Mayor Pro Tem Lynne Kennedy Councilmember Kristine Scott FISCAL IMPACT:
None.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
Actively participating in the policy-making process during the General Assembly supports the City Council’s Core Values of intentionally embracing and anticipating our future and relentless pursuit of improvement.
ATTACHMENTS:
Attachment 1 - Voting Delegate Letter
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org
DATE: Wednesday, July 16, 2025
TO: Mayors, Council Members, City Clerks, and City Managers
RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Oct. 8-10, 2025 Long Beach Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.
Taking place on Oct. 10, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.
To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.
Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.
Following council action, please submit your city’s delegates through the online submission portal by Wed., Sept. 24. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.
Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.
Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.
Council Action Advised by September 24, 2025
ATTACHMENT 1
For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.
Please view Cal Cities’ event and meeting policy in advance of the conference.
Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.
Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
The voting delegate desk, located in the conference registration area of the Long Beach Convention Center in Long Beach, will be open at the following times: Wednesday, Oct. 8, 8:00 a.m.-6:00 p.m. and Thursday, Oct. 9, 7:30 a.m.-4:00 p.m. On Friday, Oct. 10, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.
The voting procedures that will be used at the conference are attached to this memo.
Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.
Once again, thank you for submitting your voting delegate and alternates by Wednesday, Sept. 24. If you have questions, please contact Zach Seals at [email protected].
A
ttachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org
General Assembly Voting Guidelines
1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.
2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.
3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.
4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.
5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.
6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.
7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.