Rancho Cucamonga City Council
December 3, 2025

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
10 Johnson, Willdan’s Director of Building and Safety, leads Willdan’s Building & Safety Division from his office in San Bernardino.

Willdan's strength of staffing resources and available in-house disciplines enable us to provide comprehensive services and disciplines for the City's on-call Code Enforcement contract. Willdan’s over 350 staff members are located in 12 engineering offices in California (primarily Los Angeles and Orange counties) —over 1,700 employees in 50 offices nationwide.

Willdan stands out from other providers through our additional resources, availability, high- level oversight, and on- time performance. Our ability to provide additional resources, such as dedicated project management staff, state - of-the-art technology, and specialized expertise, sets us apart from other firms. We also prioritize availability, with an on-site team ready to respond to emergencies and urgent requests.

Our approach to service provision is based on responsiveness, cost -control measures, and practical training programs. We understand the importance of timely and efficient service delivery, and our team is committed to providing quick response times while maintaining cost-effectiveness. We prioritize effective training programs to ensure our staff possesses the necessary skills and knowledge to perform their duties to the highest standards.

3.4.a. Any Litigation
Willdan has no conditions (e.g., bankruptcy, pending litigation, planned office closures, impending merger) that may impede our ability to complete the project. From time to time, Willdan Engineering may have normal litigation in the course of our operations, none of which materially impacts the financials of our company or will impact the performance of this agreement.

3.4.b. Project Experience
Overview
In addition to the references provided below, the following projects demonstrate our ability to provide staff resources for investigations, documentation preparation, enforcement, and resolution of various codified ordinances, building and zoning regulations, nuisance issues, and other laws and stat utes adopted by the jurisdictions. Below is a sample list of municipalities Willdan has served:

Client
Code Enforcement Services
Staff Augmentation
Investigation &
Research
Notices of Violation
Civil & Criminal
Citations
Criminal Complaints
Recordations
Abatement Orders
Building & Grading
Violations
Property Maintenance
& Nuisance Violations
Land Use/Zoning
Violations
Housing & Rental
Inspections
Business License
Enforcement
Mask Enforcement
Vendor Enforcement
Acrisure Arena  
City of Burbank     
City of Cypress        
City of Downey          
City of El Monte        
City of Fullerton            

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
11 Client
Code Enforcement Services
Staff Augmentation
Investigation &
Research
Notices of Violation
Civil & Criminal
Citations
Criminal Complaints
Recordations
Abatement Orders
Building & Grading
Violations
Property Maintenance
& Nuisance Violations
Land Use/Zoning
Violations
Housing & Rental
Inspections
Business License
Enforcement
Mask Enforcement
Vendor Enforcement
City of Grand Terrace       
City of Hawaiian Gardens         
City of Hermosa Beach       
City of Highland        
City of Huntington Beach        
City of Indian Wells        
City of Inglewood  
City of Kerman         
City of La Cañada Flintridge         
City of La Puente          
City of Laguna Beach       
City of Laguna Niguel       
City of Laguna Woods        
City of Long Beach      
City of Manhattan Beach         
City of Maywood      
City of Moreno Valley        
City of Newport Beach       
City of Orange Cove        
City of Rancho Cordova      
City of Rancho Cucamonga       
City of Rancho Palos Verdes       
City of Redlands   
City of Rolling Hills Estates       
City of San Jose     
City of San Juan Capistrano   
City of San Leandro       
City of San Luis Obispo       
City of Santa Cruz     
City of South Gate      
City of South Pasadena      
City of Thousand Oaks      
City of Torrance         

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
12 Client
Code Enforcement Services
Staff Augmentation
Investigation &
Research
Notices of Violation
Civil & Criminal
Citations
Criminal Complaints
Recordations
Abatement Orders
Building & Grading
Violations
Property Maintenance
& Nuisance Violations
Land Use/Zoning
Violations
Housing & Rental
Inspections
Business License
Enforcement
Mask Enforcement
Vendor Enforcement
City of Vernon           
City of Waterford      
City of West Hollywood       
County of San Bernadino      
County of San Diego           
County of Orange           

Five Projects
Below, we have listed five references within the last 5 years so you can verify our ability to serve the City in the code enforcement field. We encourage the City to reach out to the contacts listed below for more information on our previous work.

Projects Timeline Project Scope Team Involved
City of Laguna Woods
24264 El Toro Road
Laguna Woods, CA 92637

Chris Macon, City Manager
(949) 639-0500
[email protected]
2017 - Present  Code Enforcement
Recent projects include:

Staff augmentation providing part-
time staffing, enforcement of
building, zoning, and nuisance-
related issues.

Al Brady
Terry Cox

County of Orange
601 North Ross Street
Santa Ana, CA 92701

Cora Villegas, Code Enforcement
Manager
(714) 667-8851
[email protected]
2017 - Present  Code Enforcement
Recent projects include:

Staff augmentation providing full-
time staffing, enforcement of
building, zoning, and nuisance-
related issues.

Al Brady
Terry Cox

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
13 Projects Timeline Project Scope Team Involved
City of Jurupa Valley
8930 Limonite Ave.

Jurupa Valley, CA 92509

Irwin Salas, Building & Code
Manager
(951) 332-6464 Ext.228
[email protected]

2023 - Present  Code Enforcement
Recent projects include:

Staff augmentation, providing as-
needed code, vendor, and parking
enforcement responsibilities.

Patrick Johnson
Terry Cox
Chauncey
Cummings
Rodrigo Ochoa

City of Redlands
35 Cajon Street, Suite 222
Redlands, CA 92373

Glenn Vargas, Code Enforcement
Supervisor
(909) 335-4737
[email protected]

2023—Present  Code Enforcement
Recent projects include:

Staff augmentation, providing as-
needed code and vendor
enforcement services.

Scott Barber
Terry Cox
Chauncey
Cummings
Rodrigo Ochoa
City of Inglewood
1 Manchester Blvd., 4th Floor,
Inglewood, CA 90301

Jerry Tucker, Code Enforcement
Manager
(310) 412-5590,
[email protected]

2021 - present  Code Enforcement
Recent projects include:

Staff augmentation, providing 5-20
code officers per shift for
vendor/nuisance enforcement at
and around SoFi Stadium and the
Kia Forum.

Our staff provides vendor
enforcement services to the City.

Personnel is mostly focused on the
boardwalk on vendor enforcement
around Sofi Stadium and the Forum
but did provide services to
surrounding areas during
miscellaneous venues. Staff
attempts to educate the general
public on code requirements and
issued notices and citations when
necessary.

Al Brady
Terry Cox

3.4.c. Additional Information
Code Enforcement
Code enforcement services are among the most complex and challenging services that government agencies provide. According to nationwide studies, property values, crime rates, insurance rates, business development, and the sense of community pride can be directly impacted by the successes of a jurisdiction’s code enforcement program. Willdan provides a variety of services in the code field to support code enforcement divisions and assist them in achieving community goals.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
14 Willdan provides the following Code Enforcement Services:
 Illegal street/food vendor enforcement.
 General code compliance, including nuisance, substandard housing, and dangerous buildings enforcement to eliminate blight.
 Inspection services for HUD Section 8 programs.
 Review, study, and analysis of existing programs.
 Development of ordinances and writing of grant proposals.  Neighborhood cleanup and improvement programs.
 Community education programs.
 Development of educational materials.
 Provide project managers and/or supervisors as onsite “employees.”  Provide full-time, part-time, interim, and/or weekend staff as onsite “employees.”  Vehicle abatement and parking enforcement.
 Assist in enforcement, including preparation and participation in prosecution by city and district attorneys.
 The registration and enforcement of vacation rentals.  The regulation of group and/or sober living homes.
 The operation of rental inspection programs.
 Inspection, regulation, and enforcement of marijuana dispensaries and grow houses.

Contract Code Enforcement Services
The project shall consist of Willdan staff coordinating with the City and providing code enforcement staff to the City. Willdan staff shall conduct inspections and re-inspections of code enforcement cases. It will also identify and enforce all violations of the City’s municipal code, ordinances, laws, and all applicable statutes as directed by City personnel. Willdan employees shall issue notifications, letters, and citations when necessary to achieve compliance. Staff will be required to document all complaints received and inspections conducted through photos, notes, and correspondence as determined by City personnel. In addition to the services mentioned above, Willdan employees would provide the following to the City as needed (this is not intended to be a comprehensive list):
 Investigate complaints from the public and staff regarding violations of the municipal codes, ordinances, and standards, specifically regarding dangerous buildings and nuisances.  Proactively engage with residents, property owners, business representatives, and other stakeholders to explain the nature of the violations and encourage voluntary compliance.
 Issue courtesy notices of violation for non-compliance according to applicable codes and regulations.
 Draft “Compliance Orders “and “Notice and Orders” in cases where voluntary compliance not achieved.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
15  Draft and execute inspection warrants in accordance with legal procedures as needed to perform inspections.
 Compile detailed reports for cases necessitating legal action or civil abatement.  Facilitate appeals hearings as necessary to ensure due process.  Conduct follow-up inspections to verify compliance with issued notices.  Provide documentation and testimony for court proceedings, collaborate with legal counsel when required.
 Maintain records of complaints, inspections, violation notices, and all field enforcement activities. Records can be stored in City database if preferred.
 Coordinate with City departments on cases involving nuisances and dangerous buildings to ensure comprehensive enforcement efforts.
 Prepare comprehensive documentation for cost recovery through administrative penalties and liens in accordance with City policies.

The Willdan Advantage
When you partner with Willdan as your professional service provider, you gain access to a team of seasoned code professionals with many years of combined knowledge and experience in neighborhood improvement and revitalization efforts. Our executive team has rehabilitated over thirty-nine neighborhood areas within the municipalities they served, both in the public and private sectors. As a result of their efforts, they have received numerous accolades, including:
 Helen Putnam Award (2 winners)– California League of Cities  Program Implementation (3 winners)– Orange County Chapter of American Planning Association  Program Implementation (3 winners)– California Chapter of the American Planning Association  Program Implementation (2 winners)– National Chapter of the American Planning Association  Excellence in Code Enforcement (3 recipients)– California State Assembly  Neighborhood Revitalization Award (3 recipients) – California State Senate  Merit Award (3 recipients) – United States Congress
 Excellence Award (3 recipients) – United States Senate  Most Innovative Program Award (2 winners) – California Association of Code Enforcement Officers  CACEO Lifetime Achievement Award (2 winners)
Our esteemed team consists of over 120 seasoned code professionals with extensive experience, led by: Project Manager Scott Barber (30 years) and Code Enforcement Manager Terry Cox (27 years). Our roster includes former city managers, code directors, managers, supervisors, senior-level officers, and highly proficient code enforcement officers.

City of Rancho Cucamonga, CA
Contract Code Enforcement Officers for
Weekend Code Enforcement Services
Proposal #25/26-001 for
Project Team3.5

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
16 3.5. Project Team

3.5.a Key Staff
Willdan’s code enforcement management team has over 200 years of experience in code program development and oversight. Our team can perform program assessments and make recommendations to improve code divisions. Our staff members review entire programs and provide analysis of specific program areas such as code databases, revenue collection efforts, policies and procedures, and community- based neighborhood improvement programs. In addition, our team of code enforcement personnel assists jurisdictions with the diffic ult task of maintaining the quality of life for their citizens.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
17 The key staff presented below will commit to the project.

Team Member/Role Licenses/Certifications Service Provided Patrick Johnson, PE, CBO
Principal in Charge
 California Professional Eng., CE#67960
 Arizona Professional Eng., CE#50435
 Colorado Professional Eng., CE#43704
 Nevada Professional Eng., CE#20699
 ICC Plans Examiner
 ICC Building Inspector
 ICC Building Official
 Principal in Charge/
Director of Building &
Safety, Code
Enforcement, and Fire
Services
Al Brady
Deputy Director of
Building and Safety
 PC 832 Certificate, Orange County Sheriff's Academy,
Orange, CA
 Basic Certification, SCACEO - Southern California
Association of Code Officials
 Intermediate Certification, SCACEO - Southern California Association of Code Officials
 Advanced Certification, SCACEO - Southern California
Association of Code Officials
 Supervisory Certification, SCACEO - Southern California Association of Code Officials
 Watershed Management Certificate, EPA -
Environmental Protection Agency, Sacramento, CA
 Building and Safety
Scott Barber
Project Manager
 PC 832 Certificate, Riverside County Sheriff’s Academy, Riverside, CA
 Basic Certification, SCACEO-Southern California
Association of Code Enforcement Officials
 Certified 360 Degree Interpreter, Lominger
 Code Enforcement
Supervisor
 Code Consultant
Terry Cox
Code Enforcement
Division Manager
 PC 832 Certificate - Rio Hondo Community College
 Certified Code Enforcement Officer, CACEO - California Association of Code Enforcement Officials
 Basic Certification, SCACEO - Southern California
Association of Code Enforcement Officials
 Intermediate Certification, CACEO - California
Association of Code Enforcement Officials
 Advanced Certification, CACEO - California Association of Code Enforcement Officials
 Supervisory Certification, CACEO - California Association of Code Enforcement Officials
 Watershed Management Certificate, EPA -
Environmental Protection Agency, Sacramento, CA
 Code Enforcement
Division Manager
 Code Enforcement

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
18 Team Member/Role Licenses/Certifications Service Provided William Torres
Code Enforcement Officer
 FEMA
 PC 832 – Powers of Arrest
 California Association of Code Enforcement Officials
(CACEO): Basic, Intermediate, & Advanced Certifications and Certified Code Enforcement Officer status (CCEO)
 Code Enforcement
Jorge Ruvalcaba
Code Enforcement Officer
 Arrest
 CACEO - Modules I, II, & III
 FAA Part 107 – Drone Pilot
 San Bernardino County Stormwater Inspector
 Code Enforcement
Mark Drew
Code Enforcement Officer
 PC 832 Certificate  Code Enforcement
Christian Alvarez
Code Enforcement Officer
 Course Completion of the Rio Hondo Community
College - Code Enforcement and Administration
Educational Program, Whittier, CA
 PC 832 Certificate
 POST Certification – Public Service
 First Aid - CPR Certification
 Certificate of Completion for Advance Code
Enforcement Officer
 Code Enforcement

3.5.b Resumes
We recognize that the City’s departmental workload fluctuates. Willdan hires professionals in three categories – full-time, modified full-time, and part-time. Part-time staff may work up to 40 hours per week. Our plan review staff have years of municipal experience and are ICC certified in their respective discipline(s) for which they conduct plan review services. In addition, our accessibility review professionals are CASp certified. All services will be provided from our local San Bernardino office, with additional resources employe d company-wide as necessary.

Individual résumés are on the next pages.

19 Patrick Johnson, PE, CBO
Principal in Charge
Patrick Johnson is Director of Willdan’s Building and Safety Division. As the Principal in Charge, Mr. Johnson is responsible for overseeing all Building and Safety services company - wide as well as providing structural plan review. He has attended code enforcement and seismic application seminars and has received his Master of Engineering degree, specializing in structures, from California State Polytechnic University. Mr. Johnson has served as acting Building Official for the cities of Big Bear Lake, Loma Linda, and Ranch o Mirage. He has served as a forensic engineer responsible for justifying probable causes of structural damage caused by expansive soils.

Mr. Johnson is a registered engineer with 25 years of construction and engineering experience. He has specialized in lightweight commercial, industrial, and residential structures. He has plan checked several tilt-up warehouse buildings of up to 2.3 million sq. ft.

In addition to this, numerous structures consisting of braced and moment frames for lateral resistance, prestressed concrete structures, and multi-story buildings of up to six stories in height.

As a Project Manager for Willdan’s On-call Building Official and Building and Safety Services contracts, Mr. Johnson works with City managers to plan, organize, direct, and administer the activities of their Building and Safety Departments, including build ing inspections; inspection of construction; and general rehabilitation or repair of commercial, residential, and industrial properties. He has overseen reviews of building plans, calculations, and specifications for proposed structures; administered Building and Safety code enforcement; and reviewed construction plans to ensure they meet building codes and zoning regulations.

He also oversees inspectors monitoring construction sites to determine whether structures and systems have been installed to meet all construction codes and ordinances for public safety.

Relevant Project Experience
Building Official Services, Cities of Banning, Big Bear Lake, Highland, Loma Linda, March JPA, and Rancho Mirage, CA. Building Official. Responsible for working directly with the City Manager to plan, organize, direct, and administer the activities and operation of the Building and Safety Department, including building inspections, inspection of construction, and the general rehabilitation or repair of commercial, residential, and industrial properties. Oversee the review of building plans, calculations, and specifications for proposed structures. As the administrator of Building and Safety, approve all construction plans to ensure they meet building codes and regulations. Inspect and monitor construction sites to determine if structures and systems are installed to meet all construction codes and ordinances for public safety. Supervise and train staff and evaluate, monitor, and coordinate the work. Oversee staff engaged in the preparation and maintenance of records of plans, inspection processes, letters and reports prepared or used in connection with building inspections; respond to questions from property and building owners; and interpret codes.

EDUCATION
Master of Engineering,
California State
Polytechnic University-
Pomona
BS, Structural
Engineering, University
of Iowa, Iowa City, IA

PROFESSIONAL

CERTIFICATIONS
California Civil Engineer,
CE#67960
Arizona Civil Engineer,
CE#50435
Colorado Civil Engineer,
CE#43704
Nevada Civil Engineer,
CE#20699
ICC Certified Building
Official
ICC Certified Building
Code Official
ICC Building Plans
Examiner
ICC Building Inspector
ICC Building Code
Specialist
Cal OES Safety
Assessment Program
(SAP) Evaluator

25 YEARS OF EXPERIENCE

20 Al Brady
Deputy Director of Building and Safety
Al Brady has over 33 years of experience in the code profession working directly for municipalities and in the private sector. Mr. Brady leads a team of code enforcement professionals who can provide both short and long-term services including management of code enforcement departments. During his career, he has developed and managed numerous code programs in both California and Arizona. He specializes in performing program analysis, establishing policies and procedures, developing and implementing cost recovery programs, civil/administrative citation programs and implementing neighborhood revitalization strategies. Mr. Brady has been recognized by the League of California Cities, the California Chapter of the American Planning Association, California State Assembly, California Senate, US Senate and US Congress for excellence in the field of Code Enforcement.

Relevant Project Experience
Building and Safety Services, Various Agencies, CA. Project Manager/Code Enforcement.

Official/Building Official.
 City of Big Bear Lake
 City of Cudahy
 City of Del Mar
 City of Goleta
 City of Hawaiian Gardens
 City of Highland
 City of La Canada Flintridge
 City of La Puente
 City of Laguna Beach
 City of Laguna Hills
 City of Laguna Woods
 City of La Puente
 City of Manhattan Beach
 City of Orange
 City of Rancho Cordova
 City of Rolling Hills Estates
 City of Solvang
 City of Tustin
 City of Westlake Village
 County of Orange
 County of San Diego
 UC Santa Barbara
 UC Irvine
 Chumash Casino Resort
Building and Safety Services, Cities of Cudahy, La Puente, and Rolling Hills Estates, CA.

Project Manager. Organize, direct, and administer the activities and operation of the Building and Safety Department, including building inspections, inspection of construction, and the general rehabilitation or repair of commercial, residential and industrial properties.

Oversee the review of building plans, calculations and specifications for proposed structures.

As the administrator of Building and Safety, approve all construction plans to ensure they meet building codes and zoning regulations. Inspect and monitor construction sites to determine if structures and systems are installed to meet all construction requirements.

Supervise, train, and evaluate employees; monitor and coordinate work. Oversee staff engaged in the preparation and maintenance of records of plans, inspection processes, letters and reports prepared or used in connection with building inspections; respond to questions from property and building owners; and interpret codes.

County of Riverside, CA. Code Enforcement Official/Director. Managed the Code Enforcement Department for the entire County of Riverside. Assigned to oversee all operations and respond to all citizen concerns, County CEO complaints and Board inquiries; Prepare and monitor the Department's budget including all revenues and e xpenditures.

Prepare regular staff reports for the Board of Supervisor’s regarding ordinance development and/or municipal code revisions. Provide personnel with direction, develop and update the Division's Policy and Procedure manual and verify that staff adheres to all policies established within the Department. Evaluate staff's performance on a regular basis and pursue disciplinary action when appropriate. Interview and hire all personnel. Attend regular staff meetings; meet with civic groups such as the Chamber of Commerce, Board of Realtors, Neighborhood groups and Homeowner's Associations.

EDUCATION
AA, Liberal Arts,
California State
University, Fullerton
BA, Business
Administration,
University of Southern
California, Los Angeles

PROFESSIONAL

CERTIFICATIONS
PC 832 Certificate,
Orange County Sheriff's
Academy, Orange, CA
Basic Certification,
SCACEO - Southern
California Association of
Code Officials
Intermediate
Certification, SCACEO -
Southern California
Association of Code
Officials
Advanced Certification,
SCACEO - Southern
California Association of
Code Officials
Supervisory
Certification, SCACEO -
Southern California
Association of Code
Officials
Watershed
Management
Certificate, EPA -
Environmental
Protection Agency,
Sacramento, CA

AFFILIATIONS
Education Chair,
Southern California
Association of Code
Officials, Santa Ana, CA
Board Member,
California Association of
Code Enforcement
Officials, Sacramento,
CA

33 YEARS OF EXPERIENCE

21 Scott Barber
Project Manager
Mr. Scott Barber brings 30 years of local government experience, creating success through innovation and strategic partnerships, coupled with a fundamental and deeply ingrained understanding that public trust is earned. Mr. Barber has extensive experience in development processes and economic development activities related to business attraction through entitlement and permitting incentives. He has excellent communication skills and presentation skills, combined with solid budgeting and finance experience.

Relevant Project Experience
City of Huntington Beach, CA. Code Enforcement Program Evaluator. Mr. Barber performed a third-party evaluation of the City’s Code Enforcement Program, including a review and suggested updates to the City’s Policy and Procedures Manual, analysis of case processing with both office and field staff, a statistical and trend review of caseloads and case processing techniques, an analysis with recommendations for “right sizing” code enforcement investigative responses based upon staffing and budget resources, as well as an overall program review seeking efficiencies to be added to the Code Enforcement Program. A “Findings Memorandum” with specific program recommendations was the final deliverable.

City of Burbank, CA. Code Enforcement Program Reviewer. Mr. Barber conducted an in- depth review of the City of Burbank's Code Enforcement Program, including onsite evaluation of office and field activities, systems analysis, program alternatives and modernization, resulting in a comprehensive management report and "road map" for bringing about long-term and sustainable change to the program.

City of Ventura, CA. Code Enforcement Program Reviewer. Mr. Barber created a "Findings Memorandum" after conducting an onsite review of office and field functions, all code enforcement documentation and policies, validating information presented by Ventura's staff for City Management and Council approval of program enhancements.

City of Merced, CA. Code Enforcement Program Reviewer. Mr. Barber created a comprehensive Policies and Procedures Manual, along with findings and recommendations for program enhancements, based upon interviews with office, management and field staff, for use by the City's Code Enforcement Task Force. San Mateo Sober Living Civil Case, County of San Mateo, CA. Served as expert witness for the County of San Mateo in defense of a federal civil rights complaint regarding housing discrimination.

Relevant Project Experience - Local Government
City of Riverside, CA. City Manager. The City of Riverside (City) is a full-service, municipal corporation with annual budgets of approximately $1 billion and 2687 FTEs. The City is the 12th largest city in California and has a population of 308,511 citizens in an area of about 80 square miles. The City is unique from many cities in California, as it has its own publicly owned utility (electricity and water) and operates a regional water quality control plant.

Municipal services provided by the City include police, fire, roads, parks, museums, libraries, development services, an airport, and internal service functions in support of operational departments.

EDUCATION
M.B.A., Business,
California Baptist
University, Riverside
B.A., Theater Arts,
University of California,
Riverside CA
8-Hour Training through
National Association of
Hearing Officers - 2016

30 YEARS OF EXPERIENCE

22 City of Riverside, CA. Community Development Department Director. Mr. Barber served as the Community Development Director for the Department, which was formed during Fiscal Year 2005-06 by combining the Planning and Building and Safety Department with the Code Enforcement Division of the Public Works Department. (08/2005-08/2011) Responsibilities and accomplishments include:
 Lead the adoption effort for a new General Plan, Zoning Code, Smart Growth guidelines and implementation matrix for the City’s GP 2025, which won a Southern California Association of Governments “Compass Blueprint” award for excellence.  Completed the reorganization and improvement of the Code Enforcement Division, including the creation of national best practices with the Neglected Property Abatement Team, as well as winning state and national awards for our marketing and outreach programs.

23 John (Terry) Cox
Code Enforcement Division Manager
Mr. Terry Cox is a Code Official with over 25 years of experience in addressing community blight through developing effective neighborhood strategies . He has demonstrated the ability to train, motivate and manage cohesive teams focused on preserving communities .

He is experienced in neighborhood improvement projects, operational management, community relations, consulting and project management.

Relevant Project Experience
County of Orange, Santa Ana, CA. Code Enforcement Manager. Oversaw the day-to- day operations of the Neighborhood Preservation Section with the County of Orange, which includes the training and supervision of both County and contract staff. Worked closely with staff from the Board of Supervisors, CEO’s office, multiple County Departments, and additional outside agencies to coordinate investigations/enforcement activities and communicate findings/results, as well as to provide thorough and effective service to unincorporated islands within the County of Orange. Prepared and provided staff reports, departmental work plans, educational/informational materials and special presentations related to code enforcement. Developed and implemented policies and procedures to improve program efficiency and effectiveness. Coordinated and implemented special projects such as community cleanup days, target area sweeps and community meetings, thus spearheading the community outreach efforts of OC Development Services/OC Public Works. Communicated, both verbally and in writing, with representatives of the District Offices to address potential code-related concerns (Board of Supervisors). Analyzed current Neighborhood Preservation procedures and implemented changes when needed to improve program
efficiency/effectiveness and staff morale (i.e., office hearing scheduling procedures, improved notification process, changes in rotational case assignments, etc.).

Prepared and hosted Neighborhood Preservation bi-weekly meetings to maintain staff awareness of program status, goals and accomplishments, as well as to obtain feedback from staff with regards to improving the program. Reviewed officer prepared notifications to the public and case files submitted for closure to maintain quality assurance, providing staff with assistance and direction when needed.

Researched and organized additional training for members of staff to improve officer awareness and effectiveness. Responsible for annual staff member reviews, coaching up of staff, and disciplinary action towards staff as needed. Responsible for developing and maintaining the annual budget for Neighborhood Preservation, as well as overseeing contract development/operations. Highly involved with the development and implementation of the new Land Management System and the Customer Resource Management online portal now utilized throughout OC Public Works to provide easily accessible online services to stakeholders and visitors.

Anderson Penna, Newport Beach, CA. Senior Code Enforcement Officer. Managed overall contract and day-to-day operations of contract code staff assigned to the County of Orange. Received calls for service and investigated potential zoning, building, grading and general property maintenance code violations. Collected and

EDUCATION
B.S., Business
Management, California
Coast University, Santa
Ana, CA
Business Management,
California State
University, Long Beach
Psychology, Cerritos
Community College

PROFESSIONAL

CERTIFICATIONS
PC 832 Certificate - Rio
Hondo Community
College
Certified Code
Enforcement Officer,
CACEO - California
Association of Code
Enforcement Officials
Basic Certification,
SCACEO - Southern
California Association of
Code Enforcement
Officials
Intermediate
Certification, CACEO -
California Association of
Code Enforcement
Officials
Advanced Certification,
CACEO - California
Association of Code
Enforcement Officials
Supervisory
Certification, CACEO -
California Association of
Code Enforcement
Officials
Watershed
Management
Certificate, EPA -
Environmental
Protection Agency,
Sacramento, CA

24 documented evidence as part of code casework. Issued notices and administrative citations as needed to ensure code compliance. Prepared briefing papers and reports for review by management of the Board of Supervisors. Prepared and carried out inspection and abatement warrants. Planned, prepared and participated in community meetings and clean-up events. Worked closely with County Counsel and the District Attorney’s office to host meetings, carryout civil litigation, and proceed with criminal court filings when voluntary compliance was not obtained.

Willdan, Anaheim, CA. Senior Code Enforcement Officer. Managed overall contract and day-to-day operations of contract code staff assigned to the County of Orange.

Received calls for service and investigated potential zoning, building, grading and general property maintenance code violations. Collected and documented evidence as part of code casework. Issued notices and administrative citations as needed to ensure code compliance. Prepared briefing papers and reports for review by management and the Board of Supervisors. Prepared and carried out inspection and abatement warrants. Planned, prepared and participated in community meetings and clean-up events. Worked closely with County Counsel and the District Attorney’s office to host meetings, carryout civil litigation, and proceed with criminal court filings when voluntary compliance was not obtained. Provided code services to the City of La Canada-Flintridge. Also, prepared community education materials pertaining to code enforcement for the City of Laguna Hills.

City of Anaheim, CA. Code Enforcement Officer II. Conducted field investigations and site surveillance of residential, commercial and industrial properties. Enforced all applicable code provisions, ordinances and statutes; issued infraction and misdemeanor citations for violations regarding zoning, litter, abandoned vehicles, weeds and debris accumulation. Photographed evidence, interviewed potential witnesses and composed letters to ensure remedial action was taken; received complaints from citizens; issued correction notices and performed abatements when necessary. Prepared memos and investigative reports. Responsible for the enforcement of parking violations and illegal street vendor activity.

City of Paramount, CA. Code Enforcement Officer I. Conducted field investigations and site surveillance of residential, commercial and industrial properties. Enforced all applicable code provisions, ordinances and statutes; issued infraction and misdemeanor citations for violations regarding zoning, litter, abandoned vehicles, weeds and debris accumulation. Photographed evidence, interviewed potential witnesses and composed letters to ensure remedial action was taken; received complaints from citizens; issued correction notices and performed abatements when necessary. Prepared memos and investigative reports. Responsible for the enforcement of parking violations and illegal street vendor activity. Also responsible for Public Safety fleet maintenance and supervised the Los Angeles County inmates (trustees) assigned to provide maintenance services at the City’s Public Safety Substation.

25 YEARS OF EXPERIENCE

AFFILIATIONS
Member, California
Association of Code
Enforcement Officials

25 William Torres
Code Enforcement Officer
William Torres has over 6 years of experience as a professional Willdan Engineering code enforcement officer, significantly experienced in municipal code enforcement standards and practices. Mr. Torres has a thorough understanding of investigative and research techniques and procedures. He has a proven track record of resolving a wide range of concerns involving zoning and property maintenance standards. Mr. Torres is available to assist our Southern California clients with code enforcement services.

Relevant Project Experience
Redlands Code Enforcement, CA. Code Enforcement Officer. Mr. Torres was responsible for the enforcement focused on vendor compliance for the City of Redlands, ensuring adherence to local ordinances and public health regulations. He educated street vendors on permitting requirements and issued warnings or citations for non- compliance. He proactively safeguarded community spaces by conducting regular inspections, addressing unauthorized vending, and supporting fair, safe business practices.

Rancho Cucamonga Code Enforcement, CA. Code Enforcement Officer. Mr. Torres was responsible for the enforcement of all municipal code provisions, including unpermitted vendors, nuisance violations and business license violations throughout the City. Our assigned officers must document their findings using investigative techniques to resolve code complaints on behalf of the City.

San Juan Capistrano Code Enforcement, CA. Code Enforcement Officer. Mr. Torres was responsible for code enforcement.

City of Inglewood, CA (Willdan). Code Compliance Officer. Mr. Torres is part of a team of Willdan code enforcement officers who work to ensure safety and compliance at Sofi Stadium, a 298-acre mixed-use development that houses retail, commercial, and office space, a hotel, residential units, and parking. Responsibilities of the code enforcement officers include reviewing the Operation Plan, posting up at the proper locations, obtaining appropriate data from vendors such as social security numbers, California driver’s license information, or any other form of identification, and notifying vendors of the locations where they can conduct business. Assist Police, Sheriffs, and the California Highway Patrol when they are conducting corrective action on violators, receive and log complaints, write incident reports, and take video or pictures of items confiscated and document all action taken. Ensure that businesses and people are in compliance with public health, safety, consumer protection, and business activities, and protect the Sofi community by regulating entities that are breaking laws and ordinances.

City of Fontana, CA (Willdan). Code Enforcement Officer. Mr. Torres was responsible for the enforcement and education of illegal sidewalk vendors and members of the public regarding City Municipal Codes and regulations related to unpermitted sidewalk food vending. Mr.

Torres was also responsible for taking enforcement action against repeat offenders, which included the issuance of notices/citations and confiscation of perishable food/supplies. Mr.

Torres worked closely with City Code Enforcement supervision, City Police Department personnel, and members of Public Works as part of the City’s vendor enforcement task force.

City of Huntington Beach, CA (Willdan). Code Compliance Officer. Mr. Torres received complaints and prepared case files regarding zoning, signs, inoperative vehicles, property

EDUCATION
B.S., Business
Administration,
University of Phoenix, La
Mirada, CA

PROFESSIONAL

CERTIFICATIONS
FEMA
PC 832 – Powers of
Arrest
California Association of
Code Enforcement
Officials (CACEO): Basic,
Intermediate, &
Advanced Certifications
and Certified Code
Enforcement Officer
status (CCEO)
Member, American

6 YEARS OF EXPERIENCE

26 maintenance, and various other municipal code violations. He maintained the integrity of the case files, conducting investigations, collecting evidence, performing research, and conferring with other departments as necessary for the violations. He attempted to achieve compliance through public education, as well as verbal and written warnings. He removed illegal signs from the public right of way, attended meetings, testified in court and administrative hearings, and gave presentations on code-related matters. He assisted in the implementation of the city weed abatement program. He prepared reports, memos, notices of violations, and other materials under strict timelines. He dealt with the public in an effective and professional manner, maintaining prompt and regular attendance. He performed all duties within the context of the City Mission statement and organization.

City of San Marcos, CA. Code Compliance Officer. Mr. Torres enforces municipal codes within the City. He conducts field inspections, and if violations were present, he composes Courtesy Notices, Notices of Violation, Administrative Citations, or Stop Work Notices related to municipal code violation(s). He also prepares reports and tracks case files related to such matters. Mr. Torres maintains detailed record keeping of each case, which includes digital photographs and pertinent information. He interacts with various departments, County, State, and Federal organizations when necessary and maintains a high level of professionalism and customer service.

JAS Pacific, San Bernadino, CA. Code Enforcement Officer. Mr. Torres received complaints and prepared case files for various municipal code violations, including zoning, signs, inoperative vehicles, and property maintenance. He conducted thorough investigations, collected evidence, and collaborated with other departments. He aimed for compliance through public education, warnings, and removal of illegal signs. He attended meetings, testified in court, and presented on code-related topics. Mr. Torres enforced off-Highway Vehicle ordinances, educated riders, issued warnings and citations, and conducted regular patrols in flood control channels and regional parks. He interacted with the public professionally and efficiently while fulfilling his responsibilities.

City of Stanton, CA. Code Enforcement Officer. Mr. Torres conducted inspections of residential and commercial properties and issued notices of violation or citations for safety and zoning infractions. Citations were issued for street sweeping parking violations, and a range of vehicle parking restrictions and prohibitions were enforced; citations were issued as necessary. Business License compliance was rigorously enforced. Illegal sign violations were removed as needed. Reports were prepared regularly. Citizen inquiries, complaints, and requests for service were responded to in a fair, tactful, and firm manner. He identified code sections relevant to potential violations. New cases were opened for violations related to inadequate property maintenance, overgrown vegetation, food vendor infractions, Yard Sale permit enforcement, and visible trash container violations.

27 Jorge Ruvalcaba
Code Enforcement Officer
Jorge Ruvalcaba has 27 years of experience as a seasoned professional with extensive experience in code, vendor, and parking enforcement. A Code Enforcement Officer with a keen eye for regulatory compliance and public safety, ensuring adherence to local ordinances and zoning laws. Ability to uphold community standards while fostering safety, trust, and collaboration. Adept at policy development, team supervision, and conflict resolution, with a strong commitment to public service and integrity.

Relevant Project Experience
City of Moreno Valley, CA. Community Enhancement Officer. Mr. Ruvalcaba currently serves as a Community Enhancement Officer for the City of Moreno Valley, CA, where he leads the City’s Homeless Outreach Team and plays a pivotal role as the Training Officer for all newly hired part-time and full-time code enforcement personnel. In this capacity, he is responsible for mentoring and guiding staff on municipal codes, enforcement protocols, and public engagement practices. Mr. Ruvalcaba manages complex code enforcement cases involving hazardous materials, substandard building conditions, vector control, and both commercial and residential property management issues. He conducts thorough investigations to determine the existence and type of municipal or building code violations, and recommends corrective actions in accordance with City policy. His responsibilities include issuing Notices to Abate, Notices of Violation, Warnings, and Administrative Citations to ensure timely compliance. Additionally, he maintains accurate, detailed records of all complaints, inspections, and enforcement actions, and prepares periodic reports summarizing his enforcement activities to support departmental transparency and accountability.

Los Angeles County Sheriff’s Department, East Los Angeles, CA (East Los Angeles Station).

Parking Enforcement Officer. Mr. Ruvalcaba served as a Parking Enforcement Officer with the Los Angeles County Sheriff's Department at the East Los Angeles Station, where he was responsible for enforcing State, County, and City parking codes to ensure public safety and traffic flow compliance. In this role, he conducted routine patrols to identify and address parking violations, coordinated and facilitated the towing of vehicles in violation, and successfully assisted in the recovery of stolen vehicles. Jorge provided critical support to sworn deputies and other law enforcement personnel by managing traffic control during emergencies, investigations, and community events. He maintained detailed and accurate logs, prepared comprehensive incident and enforcement reports, and contributed to interdepartmental coordination to enhance operational efficiency and public service delivery.

Los Angeles County Sheriff’s Department, Industry, CA (Industry Station ). Community Service Officer. Mr. Ruvalcaba served as a Community Service Officer with the Los Angeles County Sheriff's Department at the Industry Station, where he performed a broad range of law enforcement support duties with professionalism and precision. He conducted investigative work and prepared detailed reports for criminal cases and traffic accidents, managed the retrieval, handling, and booking of evidence in strict adherence t o the California Evidence Code, and acted as a liaison with the courts by managing subpoenas and coordinating with the District Attorney’s Office and deputies. Mr. Ruvalcaba also served as a training officer for new civilian staff, ensuring compliance with department protocols and procedures. In his role as a 911 dispatch operator, he answered both emergency and non- emergency calls, entering service requests into the system with accuracy and urgency. He maintained daily activity logs, supported deputies and fellow personnel in field and station

PROFESSIONAL

CERTIFICATIONS
Arrest
CACEO - Modules I, II, &
III
FAA Part 107 – Drone
Pilot
San Bernardino County
Stormwater Inspector

27 YEARS OF EXPERIENCE

28 operations, and worked collaboratively with city Code Enforcement Officers to ensure community safety and code compliance.

Los Angeles County Sheriff’s Department, Walnut, CA (Walnut-Diamond Bar Station).

Community Service Officer. Jorge Ruvalcaba served as a Community Service Officer with the Los Angeles County Sheriff's Department at the Walnut-Diamond Bar Station, where he played a vital role in supporting law enforcement operations through a range of administrative, investigative, and public safety functions. He conducted detailed investigations and prepared comprehensive reports on criminal cases and traffic accidents, ensuring accuracy and adherence to departmental protocols. Jorge was responsible for the retrieval, proper handling, and booking of evidence in strict compliance with the California Evidence Code. As a designated training officer, he provided instruction and guidance to newly hired civilian staff. He also served as a court liaison, managing subpoena processes and coordinating court appearances with deputies and the District Attorney’s Office. In his role as a 911 dispatch operator, Jorge handled both emergency and non-emergency calls, efficiently dispatching appropriate resources and entering calls for service. Additionally, he maintained daily activity logs, provided critical assistance to deputies and fellow personnel, and collaborated with city code enforcement officers to address community concerns and ensure regulatory compliance.

29 Mark Drew
Code Enforcement Officer
Mark Drew has one years of experience as a Code Enforcement Officer. He provides code enforcement services to municipalities, addressing ordinance violations with professionalism and a calming demeanor. Versed in de-escalation techniques, he effectively handles interactions with agitated individuals while ensuring compliance. He collaborates with City personnel and law enforcement when engaging with unpermitted vendors and offers consistent support to the public, co-workers, and City staff involved in related activities.

Mr. Drew is a problem solver, skilled in identifying and offering solutions to problems . He inspects, evaluates, and documents property for water damage to advise on cleanup processes. He has a professional, proven track record of maintaining his composure in stressful situations. Mr. Drew know how to develop relationship with internal and external partners to meet the needs of clients.

Relevant Project Experience
City of Redlands, CA, Willdan. Code Enforcement Officer. He served as a Code Enforcement Officer focused on vendor compliance for the City of Redlands, ensuring adherence to local ordinances and public health regulations. He educated street vendors on permitting requirements and issued warnings or citations for non-compliance. He proactively safeguarded community spaces by conducting regular inspections, addressing unauthorized vending, and supporting fair, safe business practices.

Roto-Rooter Plumbing & Water Cleanup, Corona, CA. Restoration Specialist Field Coordinator. Responsibility as first contact with residential and commercial customers, advising them on their water damage cleanup needs utilizing specialized equipment .

Evaluated the extent of water damage, explain the cleanup process and provide quote range for the project. Closed the sale, prepare a contract describing the damage, list steps to be completed for cleanup, assist client with submitting an insurance claim. Measured to create a sketch to scale, take moisture readings and photos for effected areas. Coordinated with technicians providing service to the project and continually communicate with property owners on the progress of the project. Worked collaboratively with insurance adjustors to process property damage claims
California Baptist University (CBU), Online and Professional Studies (OPS). Senior Admissions Counselor/Military Education Liaison for Admissions. Recruited, enrolled, and retained between 50 - 80 new online transfer students each semester. Confidently presented CBU’s programs to prospective students, parents and community remotely and in- person groups at outreach events, including new student orientation. Collaborated with faculty, financial aid, and other CBU offices on behalf of student needs . Evaluated transcripts, developed academic schedules, explained financial aid offer and fees to students. Counseled diverse student body on career and degree goals. Served as an advocate for adult students with academics, faculty, international center and financial aid .

Point admissions contact for military veterans for online/hybrid programs

EDUCATION
MA, Organizational
Leadership, California
Baptist University, CA
BA, Business
Administration,
California Baptist
University, CA

PROFESSIONAL

CERTIFICATIONS
PC 832 Arrest
Certificate,
Member American

1 YEARS OF EXPERIENCE

30 Christian Alvarez
Code Enforcement Officer
Christian Alvarez is a code enforcement officer with 26 years of significant experience in handling a full range of municipal code enforcement and compliance duties, and enforcing pertinent codes and ordinances. Mr. Alvarez has a deep familiarity with civil and administrative legal notice requirements and court procedures along with State and Federal regulations relating to grant funding and administration. He has considerable knowledge and a thorough understanding of locally-adopted ordinances, principles and practices of code enforcement and site inspections. He has expertise in investigating complaints and mediating resolutions in a timely and tactful manner, and identifying violations of applicable codes and ordinances. He is skilled in writing technical evaluation report s on regarding inspections. Mr. Alvarez is efficient in assessing critical situations, solving problems, and working effectively within deadlines, and changing work priorities. He is extremely capable of demonstrating good judgment, resourcefulness and self-initiative traits when dealing with property owners, business owners, contractors, contract vendors, the public and municipal officials.

Relevant Project Experience
City of South El Monte, CA. Code Enforcement Officer. Conducting case reviews for City Council inquiries regarding zoning, land use complaints, vehicle abatement, mobile park enforcement programs and other public nuisance code violations. Directing the field operation of the Code Enforcement Division and supervising the tasks assigned to code enforcement officers while assessing the inspection reports. Patrolling assigned area in a City vehicle to identify and evaluate problem areas and ordinance violations and determining effective method to resolve violations. Educating community on City standards in the area of housing, zoning, health & safety and maintaining accurate records of inspections and actions taken. Maintained monitoring system for code enforcement. Investigated reports of violations of ordinances, codes and resolutions. Notifying property owners of violations regarding City codes and ordinances and recommending corrective actions to control the breach considerably.

EDUCATION
Course Completion of
the Rio Hondo
Community College -
Code Enforcement and
Administration
Educational Program,
Whittier, CA

PROFESSIONAL

CERTIFICATIONS
POST Certification –
Public Service
First Aid - CPR
Certification
Certificate of
Completion for Advance
Code Enforcement
Officer Academy,
completed May10,
2019; 40 hours of
instruction
Certificate of
Completion for
Emergency
Management Training
of the Governor’s Office
of Emergency Services
Department, completed
February 28, 2019; 40
hours of instruction

26 YEARS OF EXPERIENCE

City of Rancho Cucamonga, CA
Contract Code Enforcement Officers for
Weekend Code Enforcement Services
Proposal #25/26-001 for
Prospective Officers Must Meet the
Following Minimum Qualifications3.6

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
31 3.6. Prospective Officers Must Meet the Following Minimum Qualifications
• PC832 Certification: Officers must be certified under PC832 (Peace Officer Standards and Training), or an equivalent certification, to issue citations and carry out enforcement duties. • Experience: A minimum of 2 years of experience in code enforcement, law enforcement, or a related field, with a working knowledge of local codes, ordinances, and regulations. • Communication Skills: Officers must possess strong verbal and written communication skills to effectively interact with the public, write reports, and document violations. • Problem-Solving Skills: Officers should have the ability to assess situations and apply appropriate enforcement actions, balancing diplomacy with firm adherence to local codes and regulations. • Physical Fitness: Officers must be physically fit to carry out enforcement duties, including walking, inspecting, and driving for extended periods.

We understand that the City seeks a qualified firm to supplement its Code Enforcement Division by providing on- call personnel who are experienced, certified, and responsive to its evolving needs. Willdan proposes to provide fully trained and PC 832-certified code enforcement professionals—each holding relevant certifications from the California Association of Code Enforcement Officers (CACEO), the International Code Council (ICC), or comparable institutions—who are capable of working collaboratively with City staff and community stakeholders to address a wide range of municipal code violations. Our proposed staff has more than the minimum 2 -year experience, and will be available as needed and can accommodate part-time and full-time scheduling demands, including weekday, evening, and weekend shifts.

Willdan’s assigned personnel will conduct field inspections, respond to complaints, issue notices and citations as appropriate, and maintain detailed documentation of all enforcement activities using the City’s case management systems and forms.

Our officers will address violations related to:

Blight Enforcement: Through field contact with tenants and property owners, efficiently provide guidance to address blighted conditions such as overgrown weeds, trash, debris, inoperable vehicles, and graffiti.

Vendor Enforcement: Education and enforcement of unpermitted vending activity, generation of inspection reports, and issue of Administrative Citations to vendors are specifically related to the enforcement of unpermitted vending ordinances on municipality-owned or controlled property, such as parks, public rights of way (sidewalks), and areas outside the permitted vending spaces.

Sign Enforcement: Ensuring signage, advertisements, and public notices comply with established guidelines and regulations, fostering a well-informed and compliant community.

Rental Housing Enforcement: Assist with the routine and comprehensive inspection of residential rental properties to ensure the overall quality of the unit meets the requirements of the Health and Safety Code and property maintenance guidelines. This includes educating property owner s, managers, and tenants about those requirements.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
32 Our team will be flexible in handling other code enforcement priorities as directed by the City.

Our approach emphasizes voluntary compliance through community education, supported by firm enforcement where necessary. We are committed to upholding the City’s fairness, safety, and accountability values in every interaction. With Willdan’s extensive municipal experience and adaptive service model, the City can expect professional, efficient, and results-oriented code enforcement support tailored to local needs.

City of Rancho Cucamonga, CA
Contract Code Enforcement Officers for
Weekend Code Enforcement Services
Proposal #25/26-001 for
Third-Party /
Subcontractors3.7

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
33 3.7. Third-Party / Subcontractors
Willdan's strength of staffing resources and available in-house disciplines enables us to provide all services and disciplines required for the City's on-call Code Enforcement contract without the use of subconsultants.

City of Rancho Cucamonga, CA
Contract Code Enforcement Officers for
Weekend Code Enforcement Services
Proposal #25/26-001 for
Proposal Response3.8

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
34 3.8. Proposal Response
Willdan has direct experience working with various Cities and Counties in California. Our staff is familiar with the code concepts outlined in the RFP and adapt to assignments quickly. The staff identified in this proposal are able to conduct inspections, collect supporting evidence, and maintain case files while investigating and remediating violations related to nuisances, and vendor enforcement, sign enforcement and rental inspection programs. Our staff will work collaboratively with City staff to support them in all facets of the services requested in this RFP by the City.

Our approach to providing service will be very similar in all facets. Willdan will perform the following:
 Provide experienced staffing familiar with all facets of code enforcement disciplines .  Staff will have PC 832, CACEO/SCC, and, in some cases, ICC certifications.  Staff will receive training to maintain their certifications and stay educated on developments in the profession.
 Willdan will provide our personnel with all necessary equipment to ensure their success as the City requires.
 Personnel will work collaboratively with City personnel to deliver services on schedule and within budget.  Our team will work to educate the public on code requirements and work with the community to achieve voluntary compliance as much as possible.
 Willdan personnel will use notices, citations, and other means of enforcement only when necessary.  The Willdan team will collaborate with the City staff to achieve community goals and ensure the City’s program success.

Scope of Services
Weekend Coverage
Contracted Community Improvement Officers will provide enforcement services on Friday, Saturday, and Sunday.

The work hours for each day may fluctuate based on operational needs, community events, and the volume of complaints received.

Staffing Levels:
 1-2 officers per day: A minimum of one officer will be scheduled for routine weekend enforcement. For periods of higher demand or larger events, two officers will be scheduled to provide adequate coverage.  As Needed for Special Events: The vendor must be prepared to increase staffing levels (beyond two officers) when special events, festivals, or other circumstances occur that may require additional enforcement presence.

Type of Violations
Officers will be tasked with addressing a range of code violations, including but not limited to:
 Noise Violations: Complaints regarding loud parties, construction work outside permissible hours, amplified sound, etc.
 Parking Violations: Illegal parking, parking in restricted or prohibited areas, blocking fire lanes, etc.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
35  Building and Zoning Violations: Unsafe structures, illegal signage, unauthorized businesses, and other zoning infractions.
 Health and Safety Violations: Trash accumulation, illegal dumping, unsanitary conditions, illegal vending, and other issues that threaten public health.
 Public Nuisance Violations: Unauthorized outdoor gatherings, disturbances of the peace, and other nuisance-related complaints.

Enforcement Actions
 Inspection: Officers will perform on-site inspections in response to complaints or as part of proactive enforcement activities to assess code violations.
 Issuance of Citations: Officers will issue citations for violations as per local ordinances. These may include written warnings and fines, depending on the nature of the violation.  Verbal Warnings: For minor violations or in cases where immediate resolution is possible, officers may issue verbal warnings or provide educational information to help resolve the issue without a citation.  Documentation: Officers will maintain detailed and accurate records of inspections, violations observed, citations issued, and outcomes. This includes photographic evidence when necessary.  Vendor Enforcement Protocols: The vendor is responsible for ensuring that officers follow internal enforcement procedures and maintain proper documentation. Officers must adhere to best practices for consistency in enforcing local codes.

Response Times
 Timely Response: Officers must respond to complaints and violations within an acceptable timeframe (typically within 1 to 2 hours, depending on the severity of the violation).  Prioritization: Officers will prioritize enforcement based on the urgency of violations, focusing first on health and safety concerns (e.g., illegal dumping, unsafe structures), followed by less urgent violations like parking or noise complaints.

Vehicle Requirement
 Vehicle Provided by Vendor: The vendor will ensure that officers are provided with vehicles suitable for community improvement and code enforcement activities. These vehicles must be equipped with the necessary safety and communication tools, including:
o Two-way communication devices (e.g., radios or mobile phones) o First-aid kits and other emergency supplies
o Necessary equipment for issuing citations, including citation books and documentation materials  Vehicle Capabilities: The vehicle must be capable of safely transporting officers, their equipment, and any embargoed items or documentation.

Reporting and Documentation
 Daily Activity Reports: Officers will submit daily reports detailing all enforcement activities, including inspections, citations issued, and any follow-up actions required. Reports will be submitted at the end of each shift.
 Weekly Summary Reports: A comprehensive report summarizing enforcement activities, trends in violations, and any recurring issues will be submitted to the contracting agency on a weekly basis.

Contract Code Enforcement Officers for Weekend
Code Enforcement Services

#25/26-001
36 Vendor Responsibilities
The vendor is responsible for:
 Providing Qualified and Trained Officers: Ensuring that all officers are properly trained, certified, and qualified to perform community improvement and code enforcement services.  Providing Vehicles and Equipment: Ensuring that officers are provided with operational vehicles and necessary equipment for enforcement duties, including communication tools, citation books, and safety equipment.
 Flexible Staffing: Maintaining a staff of officers that can provide flexible weekend coverage, adjusting shift times and hours based on demand.
 Supervision: Supervising officers to ensure they comply with contract terms, local regulations, and agency policies.
 Reporting: Ensuring officers complete and submit required reports (daily activity and weekly summary reports) on time.
 Compliance with Procedures: Ensuring officers follow internal enforcement protocols and documentation standards.

Performance Expectations
The contracted Code Enforcement Officers are expected to:
 Timely Enforcement: Provide reliable and timely enforcement of local codes and ordinances during weekends, prioritizing urgent violations and ensuring consistent action.  Professionalism: Maintain a professional and courteous demeanor while interacting with the public, especially in tense or confrontational situations.
 Compliance with Safety Protocols: Follow all safety procedures and local regulations, ensuring personal safety, public safety, and the proper handling of enforcement duties.  Accurate Reporting: Submit accurate and detailed reports of all enforcement actions taken during each shift.
 Legally Justified Actions: Ensure all enforcement actions, including citations, warnings, and other forms of communication, are legally justified and appropriately documented.

Safety and Conduct Standards
 Personal Protective Equipment (PPE): Officers must wear appropriate PPE (e.g., reflective vests, gloves) as required for safety during enforcement activities. Additional safety equipment such as first -aid kits must be provided.
 Professional Conduct: Officers must conduct themselves in a professional manner, adhering to ethical standards and complying with local laws while performing their duties.  Safety Protocols: Officers are expected to carry necessary safety equipment and follow procedures to ensure their personal safety and the safety of others when responding to complaints or enforcement situations.

650 E. Hospitality Lane, Suite 400
San Bernardino, CA 92408-3586
909.386.0200
www.willdan.com

PSA with Professional Liability Insurance (Non-Design) Page 17 Last Revised: 11/12/2020
Attachment A – Sample Waiver of Subrogation
(Sample Only – Not all forms will look identical to this Sample)

PSA with Professional Liability Insurance (Non-Design) Page 18 Last Revised: 11/12/2020
Attachment B – Sample Additional Insured for On-going Projects

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Director of Engineering Services/City Engineer Miguel Sotomayor, Principal Engineer
James Lo, Assistant Engineer
SUBJECT: Consideration of a Request to Summarily Vacate a Portion of Right-of- Way Along East Avenue Related to Project Case No. DRC2020-00438, Located at the Southeast Corner of Banyan Street and East Avenue. (RESOLUTION NO. 2025-095) (CITY)
RECOMMENDATION:

Staff recommends the City Council adopt and authorize the recording of the attached resolution ordering the summary vacation of a portion of right-of-way along East Avenue related to Project Case No. DRC2020-00438.

BACKGROUND:

On June 22, 2021, the Planning Commission approved Case No. DRC2020-00438 for the development of a 2,641 square-foot single family residence with an attached 752 square-foot three (3)-car garage located on the southeast corner of East Avenue and Banyan Street. The Project was conditioned to vacate the excess right-of-way along East Avenue.

East Avenue was originally dedicated with a specific right-of-way alignment intended to accommodate the planned roadway configuration at the time. However, subsequent planning efforts and roadway improvements have resulted in a realignment of East Avenue that no longer corresponds with the original dedication. The current alignment has been constructed in a manner that renders a portion of the previously dedicated portion of the right-of-way unnecessary for public use or future roadway expansion. As such, the original right-of-way dedication is now considered excess and is no longer required to support the existing or planned transportation network in the area.

ANALYSIS:

Section 8334(a) of the California Streets and Highways Code authorizes the City to summarily vacate (by Resolution with no public hearing) vacate excess right-of-way of a street or highway not required for street and highway purposes.

The adoption of the attached resolution would summarily vacate approximately 6,900 square feet of excess right-of-way along East Avenue and will further authorize the City Clerk to record the resolution with the County Recorder’s Office. The excess public right-of-way is currently not being used to accommodate current traffic volumes and is not required for future traffic volumes.

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5 8
Furthermore, it has been determined that no other current or future public uses for the right-of- way are anticipated.

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 – Resolution 2025-095

Vicinity Map
DRC2020‐00438
NOT TO SCALE
Project Site
ATTACHMENT 1

RESOLUTION NO. 2025-095

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO

CUCAMONGA, CALIFORNIA, ORDERING THE SUMMARY VACATION

OF A PORTION OF RIGHT-OF-WAY ALONG THE EAST SIDE OF EAST AVENUE RELATED TO CASE NO. DRC2020-00438
WHEREAS, the City Council of Rancho Cucamonga, California, pursuant to Division 9, Part 3, Chapter 4, Article 1, Section 8334, of the Streets and Highways Code the City Council of the City of Rancho Cucamonga is authorized to summarily vacate excess right-of-way of a street or highway if it is not required for street or highway purposes; and
WHEREAS, Being a portion of East Avenue Shown on Parcel Map No. 5441, in the City of Rancho Cucamonga, County of San Bernardino, per plat recorded in Parcel Map Book 62, pages 21 and 22, records of said county; and
WHEREAS, Section 833 4(a) of the California Streets and Highways Code authorizes the City to summarily vacate (by Resolution with no public hearing) vacate excess right-of-way of a street or highway not required for street and highway purposes; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, as follows:

SECTION 1: That City Council hereby summarily vacates a portion of excess right-of-way as shown on the attached Exhibit “A” and Exhibit “B”.

SECTION 2: That from and after the date the resolution is recorded, said excess street right -of- way no longer constitutes a street or 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. 2025-095 – Page 1 of 1
ATTACHMENT 2

EXHIBIT "A"

LEGAL DESCRIPTION

STREET VACATION
BEING A PORTION OF EAST AVENUE SHOWN ON PARCEL MAP NO. 5441, IN

THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, PER PLAT RECORDED IN PARCEL MAP BOOK 62, PAGES 21 AND 22, RECORDS OF SAID COUNTY, MORE PARTICULARLY DESCRIBED AS FOLLOWS:

BEGINNING AT A POINT BEING THE INTERSECTION OF THE WESTERLY PROLONGATION OF THE SOUTH LINE OF PARCEL 1 OF SAID PARCEL MAP NO. 5441 AND A CURVE, CONCAVE EASTERLY AND HAVING A RADIUS OF 1,440.00 FEET, CONCENTRIC WITH AND DISTANT 56.00 FEET EAST OF THE CENTERLINE OF EAST AVENUE AS SHOWN ON TRACT NO. 76116, PER PLAT RECORDED IN MAP BOOK 291, PAGES 87 THROUGH 93, INCLUSIVE,

RECORDS OF SAID COUNTY, A RADIAL LINE TO SAID POINT BEARS NORTH 85"56'29" EAST, SAID POINT BEING THE BEGINNING OF SAID CURVE CONCAVE EASTERLY AND HAVING A RADIUS OF 1444.00 FEET;
THENCE NORTH ALONG SAID CURVE 106.32 FEET AND THROUGH A CENTRAL ANGLE OF 04'13'07" TO A POINT ON A LINE PARALLEL WITH AND DISTANT 56.00 FEET, MEASURED AT RIGHT ANGLES, EAST OF THE CENTERLINE OF EAST AVENUE AS SHOWN ON SAID TRACT NO. 16116; THENCE NORTH 00O09'36" EAST, ALONG SAID PARALLEL LINE, 43.35 FEET; THENCE NORTH 44"03'57" EAST 20.34 FEET TO A LINE PARALLEL WITH AND DISTANT 42,00 FEET, MEASURED AT RIGHT ANGLES, SOUTH OF THE

CENTERLINE OF BANYAN STREET, BANYAN STREET SHOWN AS SUMMIT AVENUE ON PARCEL MAP NO. 5441, PER PLAT RECORDED IN PARCEL MAP BOOK 62, PAGES 21 AND 22, RECORDS OF SAID COTINTY;
THENCE SOUTH 89O50'OO" EAST, ALONG SAID PARALLEL LINE, 29.78 FEET TO THE WEST LINE OF SAID PARCEL 1;
THENCE SOUTH OOOOq'2|" WEST, ALONG THE WEST LINE OF SAID PARCEL 1, A DISTANCE OF 146,67 FEET TO A POINT BEING THE BEGINNING OF A NON-

TANGENT CURVE, CONCAVE NORTHEASTERLY AND HAVING A RADIUS OF 344.00 FEET, A RADIAL LINE TO SAID POINT BEARS NORTH 75"37'38" EAST; THENCE SOUTH ALONG THE WEST LINE OF SAID PARCEL 1 AND SAID CURVE 17.43 FEET AND THROUGH A CENTRAL ANGLE OF 02"54'10" TO THE SOUTHWEST CORNER OF SAID PARCEL 1;
PAGE 1 OF 2

THENCE SOUTH 89"24'38" WEST, ALONG THE WESTERLY PROLONGATION OF THE SOUTH LINE OF SAID PARCEL 1, A DISTANCE OF 43,93 FEET TO THE POINT OF BEGINNING.

SAID DESCRIPTION CONTAINS 6,990 SQUARE FEET, MORE OR LESS.

ATTACHED HERETO AND MADE A PART HEREOF IS PLAT LABELED
EXHIBIT "B".

ON POINT LAND SURVEYING,INC.

PREPARED BY:

ANTHONY D. LS 8133 M
No, 8133
.12-31-26
PAGE 2 OF 2

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DATE:December 3, 2025
TO:Mayor and Members of the City Council
FROM:Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Robert Neiuber, Senior Human Resources Director
Emily Nielsen, Senior Human Resources Business Partner
SUBJECT: Consideration to Adopt a Resolution Approving a Memorandum of Understanding between the City of Rancho Cucamonga and the Rancho Cucamonga Management Association. (RESOLUTION NO. 2025-099) (CITY)
RECOMMENDATION:

Staff recommends the City Council adopt the attached resolution approving a twenty-four month Memorandum of Understanding (MOU) between the City of Rancho Cucamonga and the Rancho Cucamonga Management Association (RCMA).

BACKGROUND:

The City Council previously approved an eighteen-month Memorandum of Understanding between the City of Rancho Cucamonga and the Rancho Cucamonga Management Association, effective July 1, 2024, to December 31, 2025.

In August 2025, the City and the Rancho Cucamonga Management Association began negotiations to the MOU. After meeting and conferring in good faith, the City and the Rancho Cucamonga Management Association came to a tentative agreement.

ANALYSIS:

The parties agreed to a twenty-four month Memorandum of Understanding and agreed to:
2% cost of living adjustment (COLA) effective the first full pay period of January 2026, a 2% COLA effective the first full pay period of January 2027, and a 2% COLA effective the first full pay period of December 2027.
Adjustments to the minimum and maximum of the salary ranges for all RCMA positions to align with market averages as determined by the salary survey. Adjustments to the minimum and maximum of the salary ranges for the following classification to address salary compaction within the bargaining group:
o8% for Building & Safety Manager
3% increase to the employee’s salary effective the first full pay period of January 2026 for Deputy Director of City Clerk Services, Deputy Director of Library Services, Deputy Director of Animal Services, and Library Services Manager.

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$100 per month increase to Medical ($1,500 per month) effective January 1, 2026; $50 per month increase to Medical ($1,550 per month) effective the first full pay period of December 2026; $50 per month increase to Medical ($1,600 per month) effective the first full pay period of December 2027.
Increase tuition reimbursement to $7,000 per fiscal year. Provide technology reimbursement up to $1,000 per fiscal year. Increase the merit increase for employees that complete their My Action Plan (MAP) to 5% and increase the stipend to $500 for employees that at the top step of their salary range, and not currently on a Performance Improvement Plan. Provide the option for employees to use Personal Leave to cover holiday closure days. Provide 60 hours of sick leave to new employees at the time of hire. Employees will begin accruing additional sick leave at their seventh month of employment. Salary Survey – During the first six months of the MOU, RCMA and the City will work cooperatively to agree on an updated salary survey that may, but is not limited to, include new survey cities, surveyed positions, benchmarking. If RCMA and the City do not reach an agreement by the end of June 2026, the existing survey based on accepted past practice will remain in place. Both parties agree to biweekly meetings during that period to work cooperatively on this matter.

Staff recommends the City Council adopt the attached resolution approving a twenty-four month MOU between the City and the Rancho Cucamonga Management Association. Upon approval of this agreement by the City Council, the MOU would be effective January 1, 2026.

FISCAL IMPACT:

The negotiated twenty-four month MOU has an estimated cost of $561,800.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the Council’s core value of working together cooperatively and respectfully with each other, staff, and all stakeholders.

ATTACHMENTS:

Attachment 1 – Resolution with RCMA Memorandum of Understanding

RESOLUTION NO. 2025-099

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, APPROVING A

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY

OF RANCHO CUCAMONGA AND THE RANCHO

CUCAMONGA MANAGEMENT ASSOCIATION
WHEREAS, representatives of the City of Rancho Cucamonga (City) and the Rancho Cucamonga Management Association have met and conferred pursuant to the provisions of the Meyers-Milias-Brown Act (California Government Code §3500, et seq.) with regard to terms and conditions of employment; and
WHEREAS, representatives of the City and the Rancho Cucamonga Management Association have agreed upon and presented to this City Council a twenty-four month Memorandum of Understanding effective January 1, 2026, to December 31, 2027; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA HEREBY RESOLVES that said Memorandum of Understanding with the Rancho Cucamonga Management Association is hereby approved and the City Manager is hereby authorized to sign said Memorandum of Understanding (Exhibit A) on behalf of the City of Rancho Cucamonga, and the City Clerk to attest thereto.

PASSED, APPROVED, AND ADOPTED this ______ day of ___________, 2025.

ATTACHMENT 1

1 MEMORANDUM OF UNDERSTANDING

CITY OF RANCHO CUCAMONGA
AND

RANCHO CUCAMONGA MANAGEMENT ASSOCIATION

January 1, 2026 – December 31, 2027

2 MEMORANDUM OF UNDERSTANDING (MOU)

BETWEEN THE CITY OF RANCHO CUCAMONGA, CALIFORNIA AND

RANCHO CUCAMONGA MANAGEMENT ASSOCIATION (RCMA)

SECTION 1: EFFECTIVE DATE

The provisions of this MOU are effective upon City Council approval and shall continue for a 24- month period, ending December 31, 2027.

A. Negotiations for Successor
The City and RCMA agree that negotiations for the successor MOU will begin on or before July 15, 2027.

The City and RCMA agree to meet and confer at least twice per month while negotiations are ongoing, unless both parties mutually agree to fewer meetings in a month.

RCMA agrees to take Tentative Agreements reached at the table to their membership for a ratification by their members within 60 days or they expire.

SECTION 2: SALARY SURVEY

During the first six months of the MOU, RCMA and the City will work cooperatively to agree on an updated salary survey that may, but is not limited to, include new survey cities, surveyed positions, benchmarking, and timelines. If RCMA and the City do not reach an agreement by the end of June 2026, the existing survey based on accepted past practice will remain in place.

Both parties agree to biweekly meetings during that period to work cooperatively on this matter.

The City shall conduct a salary survey of labor market cities approximately six months before the start of new labor negotiations for the next MOU. Each year the City will survey a minimum of six ( 6) positions in the bargaining group, including a minimum of one ( 1) from each workgroup, ensuring that all members of the bargaining unit are surveyed over four (4) years.

The rotation for positions surveyed was determined through a randomized lottery draw as follows:

EXISTING SURVEY POSITIONS:

Assistant to the City Manager
Community Affairs Manager
Deputy Dir. Engineering/Deputy City Eng.

Facilities Superintendent
Senior Civil Engineer
Senior Planner
Traffic Engineer

3 MOU Period 1 (2024-2025):

Animal Center Manager
Deputy Director of Finance
Deputy Director of Human Resources
Principal Management Analyst
Senior Executive Assistant
Deputy Director of Engineering
Environmental Programs Manager
Utilities Operations Manager
Community Services Superintendent
Deputy Director of City Clerk Services

MOU Period 2 (2026-2027):

Plan Check and Inspection Manager
Deputy Director of Building and Safety
Chief Information Security Officer
Finance Manager
Risk Manager
Deputy Dir. Engineering/Utility Manager
Economic Development Manager
Public Works Maintenance Manager
Community Services Manager
Deputy Director of Community Services
MOU Period 3:

Deputy Director of Animal Services
Accounting Manager
Deputy Dir. of Innovation and Technology
Procurement Manager
City Planner/Planning Manager
Deputy Director of Public Works
Principal Engineer
Street/Storm Drain Maintenance Supt.

Principal Planner
Deputy Director of Library Services
Library Services Manager

MOU Period 4:

Building and Safety Manager
Veterinarian
Community Improvement Manager
Principal Accountant
Revenue Manager
Deputy Director of Economic Development
Deputy Director of Planning
Park/Landscape Maintenance Supt.

Principal Librarian
Cultural Center Manager

Positions will be surveyed for individual market and internal equity purposes only . There must be a minimum of six comparable agencies in the survey group or results will not be valid and would not be included with the existing survey positions . The information gathered w ill be shared with the group. The group survey for overall market equity comparison will continue to use exiting survey positions to ensure longitudinal validity.

SECTION 3: COST OF LIVING ADJUSTMENT

Effective the first full pay period in January 2026, all RCMA covered employees shall receive a two percent (2%) cost of living adjustment.

Effective the first full pay period in January 2027, all RCMA covered employees shall receive a two percent (2%) cost of living adjustment.

Effective the first full pay period in December 2027 , All RCMA covered employees shall receive a two percent (2%) cost of living adjustment

A. Internal Salary Increase
Effective the first full pay period in January 2026 , the following positions would receive a salary increase within their positions current range after any COLA or salary range adjustments outlined for that same time in the MOU.

3.00% for Deputy Directors of City Clerk Services, Library Services and Animal Services

3.00% for Library Services Manager

4 SECTION 4: SALARY STRUCTURE

All employees will be assigned to salary ranges which are no less than 20% below the control point and no more than 10% above the control point. Actual salary within the range is determined by performance, achievement of goals and objectives, or for recent appointments, growth within the position.

Effective the first full pay period in January 2026, adjustments to the bottom and top of the classification salary ranges will occur as outlined below:

These changes to the salary ranges do not affect employee pay unless an employee is now paid less than the bottom of the range. In that case, the employee would move up to the new bottom of the range. In addition, those currently at top step would see increases in the first full pay period in February per the MOU MAP process.

2.38% Accounting Manager

2.38% Animal Center Manager

0.00% Assistant to the City Manager

10.38% Building and Safety Manager

2.38% Chief Information Security Officer

2.38% City Planner/Planning Manager

2.38% Community Affairs Manager

2.38% Community Improvement Manager

2.38% Community Services Manager

17.20% Community Services Superintendent

2.38% Cultural Center Manager

11.62% Deputy Dir. Of Animal Services

11.62% Deputy Director of City Clerk Services

11.62% Deputy Director of Community Services

11.62% Deputy Director of Building and Safety

11.62% Deputy Director of Economic Development

11.62% Deputy Dir. of Eng./Deputy City Engineer

11.62% Deputy Dir. of Engineering/Utilities & Enviro.

11.62% Deputy Director Engineering

9.36% Deputy Director of Finance

11.62% Deputy Director of Human Resources

11.62% Deputy Dir. of Innovation and Technology

11.62% Deputy Director of Library Services

11.62% Deputy Director of Planning

11.62% Deputy Director of Public Works

2.38% Economic Development Manager

2.38% Environmental Programs Manager

3.76% Facilities Superintendent

2.38% Finance Manager

2.38% Library Services Manager

3.76% Park/Landscape Maintenance Supt

2.38% Plan Check and Inspection Manager

2.38% Principal Accountant

4.21% Principal Engineer

2.38% Principal Librarian

0.00% Principal Management Analyst

14.83% Principal Planner

2.38% Procurement Manager

2.38% Public Works Business Manager

2.38% Public Works Maintenance Manager

2.38% Revenue Manager

2.38% Risk Manager

2.38% Senior Civil Engineer

22.61% Senior Executive Assistant

14.83% Senior Planner

3.76% Street/Storm Drain Maintenance Supt

9.76% Traffic Engineer

2.38% Utilities Operations Manager

11.62% Veterinarian

5 SECTION 5: PROFESSIONAL DEVELOPMENT PLAN AND MERIT INCREASE

Annual performance review s have been replaced with professional development plan s and at least two (2) ongoing coaching check-ins per year.

The City has formed a committee of all bargaining groups who agreed to change. Training as well as handouts will be provided to employees and supervisors to assist with the professional development plan and yearly coaching conversations. The City will review the form(s) and process with this committee at least every three years to assure their usefulness for employees and supervisors.

RCMA employees on or starting a probationary period would be eligible to receive up to five percent (5%) through the term of their probationary period per the Personnel Rules and are then eligible for the merit increase in the next development plan cycle, as long as the probationary period was completed before the end of November (ex. An employee whose probationary period ended in March through November would be eligible for the upcoming February increase. An employee whose probationary period ended December to February would have to wait for the following February for another increase).

Each November, employees and their supervisors will work together to develop the Professional Development Plan which must be completed by the employee and supervisor by the end of the second full week in December of every year.

Plan timeline:
• No later than the first and second week of November – Employee fills out their “My Action Plan.”
• Third and fourth week of November – Employees and Supervisors work together on the Plan, and Supervisors review the plans with their Managers or who their Department determine.
• Remainder of November through second week of December – Supervisors finalize the Plan taking into account any input which their Supervisors provided and go over the Plan with the employee before submittal.

Upon submission of the completed Plan in December (as outlined in the timeline above), employees not at top step are eligible for a merit increase of five percent (5%), but no greater than top step. The change will be reflected in the first full pay period the following February. Employees at the top step of their salary range will be eligible to receive a non- PERSable stipend of $500, paid in conjunction with the check for the first full pay period in February. There is no retroactivity for Plans not timely submitted. Employees on a performance improvement plan as of December will not be eligible for a merit increase or stipend.

SECTION 6: MANAGEMENT BENEFITS

Employees designated as Management are not eligible for overtime pay, or compensatory time for working hours over and above the normal daily work schedule.

Employees shall be entitled to the benefits below:

6 A. Management Leave – Eighty-five (85) hours per fiscal year. Days off must be approved by appropriate supervisor.

B. Life Insurance – The City provides $50,000 base coverage of life insurance for bargaining unit employees. Employees who want to purchase additional life insurance coverage with personal funds may do so at the City’s group rate.

C. Deferred Compensation

457 Plan – Bargaining unit members may contribute to the 457 Plan. The City matches up to 2% of what the employee contributes into their 457 Plan through payroll deductions, into the 401(a) Plan.

Participation in the 457 Plan at two percent (2%) for new bargaining unit members shall be automatic with an opt-out option.

401(a) Plan – The City contributes four percent (4%) of base salary paid into the 401(a) Plan for all RCMA employees.

D. Technology Reimbursement

The City shall provide reimbursement for employee to procure ancillary technology devices and related peripherals in support of their positions up to a maximum of $1,000 per fiscal year amount. Approved devices and peripherals shall be determined by the Human Resources Department.

The City will no longer provide employees a phone stipend or any ancillary technological devices, other than a desktop or laptop computer for his/her workstation as is provided to most City employees for their daily use. Devices procured under the reimbursement program must be made available for work related activities. Reimbursed devices are exclusive to the employee for personal and City related use and may not be transferred to another user within 24 months of being purchased.

SECTION 7: HEALTH INSURANCE

A. Level of Benefit

The City shall provide employee and family health insurance for all full -time continuous salaried employees within the bargaining unit, subject to the limitation that no such monthly funding by the City shall exceed $1,275 per month.

Effective the first full pay period in January 2026, monthly amount will increase to $1,500.

7 Effective the first full pay period in December 2026, monthly amount will increase to $1,550.

Effective the first full pay period in December 2027, monthly amount will increase to $1,600.

B. Use of Accrued Vacation for Above City-Paid Contribution Maximum Health Insurance

Employees who elect a health insurance program with a premium above the City- paid contribution maximum may also elect to use the cash value of redeemed accrued vacation to pay for any above maximum premium. Such use will be on a dollar-for dollar and pre-tax basis. Such election must be made in writing, may cover all or a specified part over the maximum premium, and be effective for one calendar year unless the participant terminates employment with the City during the year (see Appendix A for complete info rmation on this optional benefit). If accrued vacation is insufficient to pay for any above maximum premium, the difference will be deducted from the employee’s net pay. This periodic payout will not be included in the computation of overtime and will not counts towards Vacation Buyback. The parties agree that this position will not be used when bargaining, contemplating, or calculating the health insurance benefit.

C. Cash In-Lieu Payment

Represented employees who wish to waive coverage under a City-paid medical insurance plan, are eligible for this benefit and may opt out of medical insurance, as long as they meet the ACA requirements stated in section C1 and C2.

Employees eligible for this benefit shall receive $300 per month cash -in-lieu payment.

To be eligible, an employee must provide the following:

(1) proof that the employee and all individuals for whom the employee intends to claim a personal exemption deduction for the taxable year or years that begin or end in or with the City’s plan year to which the opt out applies (“tax family”), have or will have minimum essential coverage through another source (other than coverage in the individual market, whether or not obtained through Covered California) for the plan year to which the opt out arrangement applies (“opt out period”); and

(2) the employee must sign an attestation that the employee and his/her tax family have or will have such minimum essential coverage for the opt out period.

An employee must sign an attestation every plan year at open enrollment or within 30 days after the start of the plan year. The opt -out payment cannot be made, and the City will not in fact make payment if the employer knows that the employee or tax family member does not have such alternative coverage, or if conditions in this paragraph are not otherwise satisfied.

8 D. Affordable Care Act Reopener

The Rancho Cucamonga Management Association or City may reopen negotiations on the issue of health insurance benefits to address changes to or the elimination of the ACA and in order to avoid penalties or taxes under the ACA or other statutory scheme that may result from an interpretation of the ACA or other statutory scheme by the Internal Revenue Service or other federal agency (including, but not limited to, a revenue ruling, regulation or other guidance) or state agency, or a ruling by a court of competent jurisdiction. These negotiations will not result in a reduction or increase in the amount the City provides for employee health coverage.

SECTION 8: RETIREE MEDICAL

Subject to the conditions stated below, effective upon a service or disability retirement from City service at or beyond age 55 with 10 consecutive years of City service at the time of retirement, retirees shall be eligible to 100% personally fund, without any City contribution, participation in a group health insurance program(s) which is making group health insurance available to the City's retirees.

It is agreed and acknowledged by the parties to this MOU that no representation is or can be made by the City, that such group retiree health insurance is available, or if available, will remain available for any specific future period of time.

If no such group health insurance is reasonably available, or if the private carrier(s) terminates such coverage as to the retiree group or any individual group member, the City shall have no obligation/duty to self-fund or otherwise provide insurance or replacement insurance.

All premiums for the retiree and/or eligible dependents shall be borne by the retiree. The City shall advance and submit the necessary premiums to the carrier(s), subject to the retiree reimbursing the City not later than 30 calendar days after City payment of the premium. Failure to timely reimburse the City shall result in no further premium payments being made by the City, resulting in termination of insurance coverage.

The City's duty to advance said premiums shall terminate at age 65 of the retiree, regardless of whether or not the retiree is eligible for Medicare. City shall advise the group carrier of the insured's status as a retiree. Coverage eligibility shall then be solely determined by the group insurance carrier(s). It is likely that premium rates for retirees and/or dependents shall be greater than rates for employees. Regardless, retirees shall pay 100% of said rates.

If at any time, it is determined by any group health insurance carrier that the City is prohibited from seeking premium reimbursement from a retiree, City affiliation and retiree enrollment in said group insurance plan shall immediately terminate upon rendering of the

9 insurance carrier's decision. In such case, no retiree shall seek reimbursement from the City for any prior premiums paid by the retiree to the City as and for premium reimbursement.

SECTION 9: VOLUNTARY EMPLOYEE BENEFIT ASSOCIATION (VEBA)

The City has established a Voluntary Employee Benefit Association (VEBA) through the California Government Voluntary Employee Benefit Association to assist employees with planning for future health care expenses. Employees are allowed a onetime election to opt into the plan. Represented employees shall be eligible to participate in the plan according to a schedule negotiated separately from this agreement.

Contributions to the Plan shall be made as City contributions through a salary reduction arrangement. All contributions made on behalf of employees through such salary reduction arrangement are made on a pre-tax basis in accordance with IRS provisions. No Employer contributions are to be made to the plan. At the discretion of the applicable bargaining unit, contributions may be amended once per year provided that such amendment is permitted by IRS regulations and in conformity with the Plan Document.

SECTION 10: DENTAL INSURANCE

The City shall provide a dental insurance plan for all full -time continuous salaried employees and beneficiaries within the bargaining unit.

SECTION 11: OPTICAL INSURANCE

The City shall provide an optical insurance plan for all full -time continuous salaried employees and beneficiaries within the bargaining unit and elected officials.

SECTION 12: FLEXIBLE SPENDING ACCOUNT PLAN UNDER SECTION 125

The City has established a flexible spending account plan managed by a third -party administrator that is open to voluntary participation of members in the bargaining unit. The City agrees to pick up all administrative fees associated with maintaining this program for bargaining unit members (including but not limited to debit card fees).

SECTION 13: RETIREMENT BENEFIT
Unit members who do not meet the definition of “new member” under the California Public Employees’ Pension Reform Act of 2013 (PEPRA) (those unit members shall be referred to as "classic members") are enrolled in either the CalPERS retirement plan commonly referred to as the 2.5% at age 55 retirement plan ("Tier 1" and "Tier 2"), or in the two percent (2%) at age 55 retirement plan ("Tier 3") and shall be provided the benefits as described below:

A. Tier 1 – Employees Hired Before July 3, 2011

10 § 21354.4 2.5% at 55 Full Formula

§ 21574 4th Level 1959 Survivor
§ 20042 1 Yr. Final Compensation

Employees shall pay the full eight percent (8%) of their PERSable compensation towards the CalPERS member contribution.

B. Tier 2 – Employees Hired on or After July 4, 2011

§ 21354 2% @ 55 Full Formula

§ 21574 4th Level 1959 Survivor

§ 20037 3 Yr. Final Compensation

Employees shall pay the full seven percent (7%) of their PERSable compensation towards the CalPERS member contribution.

C. It is understood that all contributions paid by the employee as described in Parts A through B above shall be calculated based upon the full base salary of the employee, plus any additional PERSable compensation.

The City adopted a resolution providing that all employee CalPERS contributions shall be deducted on a pre-tax basis to the extent permitted by law or IRS regulation.

All employee payments of the employer share are done pursuant to Government Code Section 20516(f).

There shall be no sunset date to any provision in Section 13.

D. PEPRA – Employees hired on or After January 1, 2013* The California Public Employees' Pension Reform Act of 2013 (PEPRA) – As it may from time to time exist, the PEPRA shall in its entirety be given full force and effect. Any provision in this MOU which contradicts any provision of the PEPRA shall be deemed null and void, with the contrary PEPRA provision(s) being given full force and effect. Therefore, no provision of PEPRA shall be deemed to impair any provision of this MOU or any MOU, Agreement, Rule or Regulation predating this MOU. PEPRA includes, but is not limited to, the provisions described below:

*Unit members hired on and after January 1, 2013, deemed to be a "new member" as defined in Government Code§ 7522.04, shall individually pay an initial Member CALPERS contribution rate of 50% of the normal cost rate for the Defined Benefit Plan in which said "new member'' is enrolled, rounded to the nearest quarter of one percent (1%), or the current contribution rate of similarly situated employees, whichever is greater.

11 Unit members who are "new members" and miscellaneous employees on and after January 1, 2013, shall be enrolled in the two percent (2%) @ 62 retirement formula (Govt. Code§ 7522.20).

Unit members who are "new members" on and after January 1, 2013, shall have "final compensation" measured by the highest average annual pensionable compensation earned by the member during a period of at least 36 consecutive months (Section 7522.32.), and their retirement benefits shall be calculated based on "pensionable compensation" (Section 7522.10) rather than "compensation earnable" (Section 20636).

E. In addition, the City has adopted the PARS Retirement Enhancement Plan generally described as one-half percent (.5%) at 55 or at 60, depending upon the employee's hire date, for all miscellaneous employees hired on or prior to December 31, 2012. To be eligible, employees must be at least age 56, have 10 years of full-time continuous service and retire from the City. This benefit will be paid to qualified retirees in addition to any CalPERS benefits to which they are entitled.

SECTION 14: BEREAVEMENT LEAVE

When a death occurs in the family of a full-time employee, the employee shall be granted up to 80 hours of bereavement leave with pay. A death certificate or other acceptable evidence may be required by the City Manager or designee before leave is allowed.

Family members are defined as follows: employee's spouse or domestic partner, employee's parents, employee's grandparents, employee's children, son-in-law, daughter- in-law, employee's siblings, or employee's grandchildren, employee's spouse or domestic partner's parents, employee's spouse or domestic partner's grandparents, grandparents- in­law, brother -in-law, sister-in-law, employee's spouse or domestic partner's children, employee's spouses grandchildren, or a blood relative residing with employee. The City Manager or designee shall approve such bereavement leave. (Referenc es to domestic partner refer to registered domestic partners, as defined by California Family Code Section 297.)

Employees are eligible for an additional 40 hours of bereavement leave in addition to the currently provided 80 hours when the bereavement leave is related to the employee’s spouse or domestic partner, employee’s parents, employee’s children, son -in-law, daughter-in-law, or employee’s siblings, employee’s spouse or domestic partner’s parents, employee’s spouse or domestic partner’s children, or a blood relative residing with the employee. An employee who utilizes bereavement leave shall notify their supervisor of the intent to use such leave. In accordance with AB1949, the bereavement leave must be completed within three (3) months of the date of death but need not be taken consecutively.

12 SECTION 15: PERSONAL LEAVE

Employees can use up to 40 hours of accrued sick leave, vacation, management leave or holiday time as personal leave. These 40 hours can be used incrementally (i.e., 1 hour, 1/2 hour) throughout the fiscal year. Use of this time is for situations requiring the employee's attention and needs to be cleared with their supervisor when using this time.

SECTION 16: VACATION

All full-time employees shall, with continuous service, accrue working hours of vacation monthly according to the following schedule.

Length of Service
in Years
Hours Accrued
Per Pay Period
Annual Hours
Accrued
1 3.077 80
2 3.461 90
3 3.846 100
4 4.230 110
5 4.615 120
6-8 5.000 130
9 5.384 140
10 5.769 150
11-13 6.153 160
14 6.538 170
15+ 6.923 180

SECTION 17: VACATION CAP

Vacation shall be capped at 1 ,040 hours. Any hours accrued over 1 ,040 hours will be cashed out using the options below:

▪ Cash
▪ Deferred compensation contributions as allowed by law

The employees make an irrevocable decision before the end of the calendar year and the payment or distribution will occur in April.

SECTION 18: VACATION BUYBACK

Annually, any employee that wants to have the City buy back vacation hours shall make an irrevocable election to do so. The irrevocable election shall be submitted in writing to the City’s Human Resources Department on or before December 15 and shall indic ate the number of hours of vacation that the employee expects to earn in the following

13 calendar year that the employee wants the City to buy back, with a minimum buy back of 20 hours up to a maximum of 160 hours. This buy back shall occur twice annually, in June/July (between the last payday in June and the first payday in July) and December (between the first and second payday of the month), and the employee must indicate the total amount of hours they want paid out in June/July and in December. Regardless of the number of hours requested to be cashed out at either time, the most the City can cash out is the number of hours accrued and available in that calendar year to date. Employees must maintain a minimum of 40 hours of accrued vacation subsequent to any payment of vacation buyback time.

SECTION 19: VACATION ACCRUAL

The City Manager may provide an accrual rate for new Management employees up to the equivalent of a ten-year employee upon hire.

SECTION 20: SICK LEAVE

All full -time employees shall, with continuous service, accrue 120 hours of sick leave annually. New employees begin employment with 60 hours of sick leave. Sick leave accrual (10 hours/month) begins on the first day of the seventh month of employment.

A. Sick Leave Usage

1. For the diagnosis, care, or treatment of an existing health condition or preventative care for an employee, or an employee’s family member. Family member shall include: a child (including a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis), regardless of the child’s age or dependency status; spouse or registered domestic partner; parent (including biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child); grandparent; grandchild; great -grandchild; sibling; or designated person. A designated person means a person identified at the time the employee requests sick leave. Employees may designate one person per 12- month period for paid sick days.

2. To obtain any relief or services related to the employee or a family member, including a designated person, being a victim of a qualifying act of violence, including, but not limited to domestic violence, sexual assault, or stalking including the following with appropriate certification of the need for such services:
a temporary restraining order or restraining order; or other injunctive relief to help ensure the health, safety or welfare of themselves or their children.

3. To seek medical attention for injuries caused by domestic violence, sexual assault, or stalking.

4. To obtain services from a domestic violence shelter, program, or rape crisis center as a result of domestic violence, sexual assault, or stalking.

14 5. To obtain psychological counseling related to an experience of domestic violence, sexual assault, or stalking.

6. To participate in safety planning and take other actions to increase safety from future domestic violence, sexual assault, or stalking, including temporary or permanent relocation.

The above is not an exhaustive list, all other purposes as allowed by applicable law are allowed. References to the employee using sick leave for qualifying acts of violence apply when the employee, the employee’s family member, or the designated person is the victim.

B. Medical Certification

In the event sick leave absences due to personal illness or injury, which exceeds five (5) consecutive workdays, the Department Head or Human Resources may require a physician’s statement indicating the employee’s fitness to return to work.

Should the City suspect that there is an abuse of sick leave by an employee, the City may require that the employee submit to Human Resources a physician’s certification to support the absence.

SECTION 21 : SICK LEAVE BUYBACK AND EARLY RETIREMENT

NOTIFICATION INCENTIVE

If employees within the bargaining unit terminate their City employment after five (5) years of continuous service, the City will buyback 130 hours of sick time if they provide at least two (2) weeks written notice of their intent to separate.

If employees provide early notification of their intent to retire from the City, the City will pay employees for additional accrued sick leave hours in accordance with the schedule below. Notification must be given in writing to Human Resources in the form of an irrevocable letter of resignation with intent to retire:

Notification of at least twelve months
(365 calendar days*) 100 hours additional sick leave buyback Notification of at least six months
(180 calendar days*) 75 hours additional sick leave buyback Notification of at least four months
(120 calendar days*) 50 hours additional sick leave buyback Notification of at least two months
(60 calendar days*) 20 hours additional sick leave buyback

*Employees must have leave available in order to be eligible for the additional buyback. Use of vacation and management leave during the time between the notification and the

15 employee’s retirement date will not be counted toward the required notification periods in the schedule above.

SECTION 22: HOLIDAYS

Employees receive the following 14 holidays. All full time continuous salaried employees shall be compensated at their regular rate for these days:

(1) July 4 Independence Day
(2) First Monday of September Labor Day
(3) November 11 Veteran’s Day
(4) Fourth Thursday of November Thanksgiving Day
(5) Day following Thanksgiving
(6) December 24 Day preceding Christmas
(7) December 25 Christmas Day
(8) January 1 New Year’s Day
(9) Third Monday of January Martin Luther King’s Birthday (10) Third Monday of February President’s Day
(11) Last Monday of May Memorial Day
(12) Three discretionary days may be taken by an employee at his/her convenience subject to approval of the supervisor. Days may not be carried over from one fiscal year to the next.

Whenever a holiday falls on a Sunday, the following Monday shall be observed as a holiday. Whenever a holiday falls on a Friday or Saturday, the preceding Thursday shall be observed as the holiday. When a holiday combination occurs (Thanksgiving, Christmas, etc.) where two (2) consecutive days are holidays and it would result in the City Hall being open to serve the public only two (2) days during the week, only one (1) of the holidays will be observed and the other holiday will become a floating holiday, except as provided during a Holiday Closure pursuant to Section 38. For example, for Thanksgiving, Thursday will be observed as the regular holiday; however, Friday will become a floating holiday to be used at a later date. In the instance of Thanksgiving, Christmas, or New Year’s, employees will have until June 30 to use those floating holidays accrued between Thanksgiving and New Years. Also, those days will not accrue as floating holidays until the actual holiday has occurred. Each year the City will designate which days will be observed and which are floating holidays.

Employees who are eligible to bank a holiday have until June 30 (end of fiscal year) to use the banked holiday earned from July 1 through April 30. Any holiday banked in May and June, employees have until September 30 to use the banked holiday.

16 SECTION 23: HOLIDAY TIME

The City agrees that employees who are assigned to work on a holiday, whether or not their regular shift assignment requires they work that day, are eligible for pay at time and one-half for working that day. This time and one-half may be taken as compensation or put in a compensatory time off bank, (in effect, compensating at double time and one-half).

That rate of compensation is tallied as follows: The 10 hours compensation for the holiday, plus compensation at time and one-half for the hours actually worked. This payment at time and one-half abrogates the employee's right to that holiday.

SECTION 24: HOLIDAY FACILITY CLOSURE

During the term of this MOU, there will be Holiday Facility Closures, certain City facilities may close in conjunction with the Christmas and New Year's holidays.

Closure dates for City facilities shall be determined by the City in order to balance the impact on public services. The City will strive to provide a schedule of Holiday Facility Closures at least six months or more in advance of the closure. During a holiday closure, affected represented employees may take paid leave from holiday, management leave, compensatory time, vacation accruals, personal leave, or use unpaid leave. When holiday closures are implemented by the City, Section 22's provision regarding consecutive holidays shall not apply.

SECTION 25: NATAL AND ADOPTION LEAVE WITHOUT PAY

The City shall provide employees within the bargaining unit up to four (4) months natal and adoption leave for the birth or adoption of a child including the paid leave as outlined below; such leave shall be pursuant to the provisions of the California Pregnancy Disability Act ("PDA"; California Government Code Section 12945), if applicable. The City's PDA policy is incorporated herein by reference. Employees on this leave of absence without pay beyond the four-month period will be responsible for the payment of medical, dental and optical premiums to keep the coverage in force during the leave of absence.

SECTION 26: NATAL AND ADOPTION LEAVE WITH PAY

Employees within the bargaining unit are granted up to 120 hours of natal and adoption leave with pay for the birth or adoption of a child, however, use of the 120 paid hours does not extend any time charged under FMLA or CFRA. Any paid time required beyond this initial 120 hours must be charged to sick leave, vacation, compensatory or floating holiday time.

SECTION 27: WORKERS COMPENSATION LEAVE

Any employee covered herein who is receiving disability payments under the "Workers Compensation Act of California" for on -the-job injuries sustained while engaged in the performance of duties of any such City position, shall receive from the City during the first three (3) months of such disability absence, payments in an amount equal to the

17 difference between the disability payments received under Workers Compensation Act and the employee's full salary. Such payments by the City should be made without any deduction from accrued sick leave benefits. The City's obligation for such payments shall commence on the first day of such disability absence. In the event the employee's disability absence should exceed three (3) months, an employee shall be allowed to supplement the Workers Compensation benefit received under State law with available accrued sick leave, accrued vacation leave or accrued compensatory time. The total number of leave hours, along with the Workers Compensation benefit, shall not exceed the employee's base pay for each day of the leave. For this purpose, accrued leave hours can only be used in one-hour increments.

SECTION 28: MILITARY LEAVE
Employees required to serve military leave will be compensated pursuant to the Military and Veterans Code. To qualify for compensation, the military orders must be submitted to the supervisor prior to their tour of duty and must be attached to the timecard for that pay period.

SECTION 29: MILITARY SERVICE BUY BACK

Employees have the option for military service buy back at the employee's expense.

SECTION 30: BILINGUAL PAY

Bargaining Unit employees who qualify for bilingual pay will be provided such at $75 per month. Each Department Head will determine the number of employees needed to perform translation duties per department, subject to review and approval of the City Manager or designee. Employees who receive bilingual pay are expected to perform translation services for their department and for other City Services should the need arise. An updated list of the employees receiving bilingual pay will be provided every six-months or as changes occur. Bilingual duties will be distributed as equitable as possible.

SECTION 31: TUITION REIMBURSEMENT FOR APPROVED COLLEGE AND

UNIVERSITY COURSES

Reimbursements by the City of the following enumerated college and/or university course expenses shall not exceed $ 7,000 during any fiscal year. Eligibility for said reimbursement in an amount not to exceed $7,000 in any one (1) fiscal year shall be contingent upon a determination by the employee's department head or his designee that all the following conditions precedent exists:

A. Expenses shall be incurred as regards coursework undertaken at a college or university that is licensed/accredited by one (1) of the six (6) regional accreditors involved in higher education accreditation in the United States.

B. The applicant for reimbursement shall represent to Human Resources , documentation prepared by the accredited/licensed college or university which

18 evidences the applicant's receipt of a grade of "C" or "pass" in a pass/fail class. As regards each class for which reimbursement is sought (where an employee is simultaneously enrolled in multiple approved classes and does not receive a "C" or “pass" in any one or more of such classes, the amount of expenses subject to City's reimbursement shall be reduced and/or as appropriate, pro -rated to reflect no reimbursement being made for expenses related to classes where the minimal grade was not received).

C. Eligibility for reimbursement for said expenses shall be confined to either: 1) those courses that in and of themselves consist of curriculum which is predominately related to the development of skills reasonably anticipated by the City to enhance the applicant's job performance (by means of a non -inclusive example only, art classes would not qualify for reimbursement); or 2) where the employee has declared a major that is job-related as set forth in this section C, to those classes which must be completed as a condition precedent to successful completion of the course of study in the selected major.

D. Eligibility for reimbursement upon completion of coursework shall be predicated upon the employee's department head or their designee, making a written determination prior to the affected employee's enrollment in the course(s) for which reimbursement is later sought, that the coursework is offered by an accredited college or university and that the above -described job nexus does exist. The determination of the Department Head or their designee in such regards shall be final.

E. The costs which shall be subject to reimbursement are limited to the following: 1) tuition, 2) books, 3) supplies, 4) parking, and 5) laboratory. In addition to all other conditions precedent to reimbursement set forth in this section, prior to reimbursement being approved, receipts shall be provided to Human Resources and shall evidence each expenditure for which reimbursement is sought.

SECTION 32: REQUIRED CERTIFICATIONS AND RECERTIFICATIONS

The City will pay for the cost of any required certifications or recertification required of employees to maintain their positions. Required certifications must be outlined in an employee’s classification specification. The Department Director, with the approval of the City Manager, can add to but not eliminate certifications and recertifications that Departments will cover the costs for employees to maintain. Any additions by the Department Head must be applied equally to all employees in that classification.

SECTION 33: ENCOURAGING PROFESSIONAL DEVELOPMENT

Promotions are movements to a different classification with a higher pay range.

Bargaining unit employees are encouraged to seek regular performance feedback from their direct supervisors and other Department leadership for professional development and in order to prepare to compete for future promotional opportunities. If a member applies for a promotion to a bargaining unit position and is not selected for an interview

19 or has an interview but is not selected for the job, the employee is encouraged to request feedback from their supervisor as to reasons why they were not selected. The supervisor will work other Department personnel and/or Human Resources to provide a response to the requesting employee within 30 days of the request.

Bargaining unit employees are encouraged to check their City email account regularly for information regarding promotional opportunities.

SECTION 34: RECOVERY OF PROFESSIONAL DEVELOPMENT COSTS

The City may pay the cost of training and certificate programs, up to $10,000, for individual employees that are not required to maintain their positions, with the goal of providing additional development opportunities for employees.

Employees can request that the City pay the cost of such training and certifications. The Department Director and /or Deputy City Manager, with the approval of the City Manager, may approve these requests, subject to budget availability. If an employee req uests participation in a training or certificate program with a registration cost of $2,000 or more, the employee will be required to repay the cost of that training or certificate if they leave City employment within 4 years of the registration for that p rogram. One-quarter of the amount owed is forgiven each year. The employee must sign an agreement indicating that any outstanding amount can be deducted from their final paycheck upon separation if any outstanding amount is due at separation.

This benefit does not pertain to professional conferences related to an employee’s ongoing continuous learning, which are routinely budgeted within a department’s budget.

SECTION 35: TEAM RC WORK APPAREL

The City shall annually provide reimbursement for employee purchased Team RC apparel or safety footwear, in support of their position, up to a maximum of $100. Employees would need to provide receipts for reimbursement (for up to $100 dollars) to their HR Business Partner by May 1 of every fiscal year. The parties are agreeable to move this into a Workday business process as soon as possible.

SECTION 36: CARPOOL PROGRAM

The City has implemented a well-defined, equitable, carpool program that eliminated the previously provided time-off incentive with a financial incentive. The carpool program is open to all full-time regular employees. Participation is voluntary, and employees interested in participating shall file a Rideshare Application Agreement and comply with the requirements of the program. The financial incentive for the program is $2.60 per day for every day that the bargaining unit employee carpools.

20 SECTION 37: 4/10 WORK WEEK

City Hall generally operates on a 4/10 work week, hours 7:00 a.m. to 6:00 p.m., Monday through Thursday. However, different work schedules consisting of various work hours and days may be adopted by individual departments based on departmental need. Remote facilities operate on a 40-hour work week of varying days and times.

SECTION 38: DIRECT DEPOSIT

All new bargaining unit members are required to enroll in direct deposit. Vacation buy backs can be by paper check.

SECTION 39: MANDATORY USE OF MULTI-FACTOR AUTHENTICATION

TECHNOLOGY

The City will require the use of multi-factor authentication technology by employees for access to all City systems including Workday. This would include the placement of such technology on all devices employees use to access City systems including personal cell phones.

SECTION 40: CONFIDENTIAL EMPLOYEES

The City will provide RCMA with a list of specific Confidential Employees whose positions are covered by the Management Employees' bargaining unit. These employees are designated as Confidential Employees due to the work they perform related to employer - employee relations and the access they have to information related to employer - employee relations. The City will update that list when a new confidential employee is hired, or the duties of a current confidential employee changes and they are no longer involved in employer employee relations.

Employees designated as confidential employees may not act as representatives of employee organizations which represent other employees of the City, may not represent employees in discipline or grievance procedures and may not provide information or participate in labor negotiation on behalf of RCMA.

Confidential Employees may be employed in some of the following positions (this list is not exhaustive):

Deputy Director of Finance
Deputy Director of Human Resources
Finance Manager
Principal Accountant
Revenue Manager
Senior Executive Assistant

21 SECTION 41: USE OF BULLETIN BOARDS AND CITY EMAIL SYSTEM

The City will furnish a portion of existing bulletin board space, located in bargaining unit break areas where such bulletin boards currently exist, for RCMA notices. Such space will be no less than 18" x 24". If insufficient bulletin board space exists in a Bargaining Unit work or break area, the RCMA may, after receiving approval in writing from the City, put up a bulletin board not to exceed 18" x 24" depending on available space. RCMA may also distribute notices to covered employees through the City's email system. Bulletin boards and emails shall only be used for the following notices:

• Scheduled RCMA meetings, agenda and minutes.
• Information on RCMA elections and the results.
• Information regarding RCMA social, recreational, and related news bulletins. • Reports of official business of RCMA, including negotiations, reports of committees or the Board of Directors.

City equipment (including City computers, laptops, and tablets), materials, or supplies shall not be used for the preparation, reproduction, or distribution of notices, nor shall such notices be prepared by City employees during their regular work time. Notices that are posted, distributed or placed in an employee's City mailbox shall not be obscene, defamatory, or of a political nature. All notices to be posted must be dated and signed by an authorized representative of RCMA. RCMA agrees to follow the City's E-Mail Policy when sending emails to City employees. RCMA understands that all electronic mail is not confidential, and that the city reserves the right to access and disclose all messages sent over its email system for any purpose in accordance with the City's E-Mail Policy.

SECTION 42: ACCESS TO WORK LOCATIONS

The parties recognize and agree that in order to maintain good employee relations; it is necessary for Labor Relations Representatives and designated Officers and representatives of RCMA to confer with Bargaining Unit employees during working hours.

Therefore, RCMA Labor Relations Representatives, Officers or representatives will be granted access to work locations during regular working hours to investigate and process grievances or appeals. RCMA Labor Relations Representatives or Officers shall be granted access upon obtaining advance authorization from the designated management representative prior to entering a work location and after advising the City at least one (1) business day in advance of the requested access, of the general nature of the business.

The designated management representative may deny access or terminate access to work locations if, in their judgment, it is deemed that the visit would interfere with the efficiency, safety, or security of City operations. The designated management representative shall not unreasonably withhold timely access to work locations. The City shall ensure that there is at all times someone designated who shall have full authority to approve access. If a request is denied, the designated management representative shall establish a mutually agreeable time for access to the employee. RCMA Labor Relations Representatives or Officers granted access to work locations shall limit such visits to a reasonable period of time, taking into consideration the nature of the grievance or appeal. T he City shall not unreasonably interfere with RCMA's access right to work locations and a ny reasonable denial of access shall not be subject to the grievance procedure.

22 SECTION 43: NEW EMPLOYEE ORIENTATION - AB119

City shall provide 30 minutes at a mutually agreeable time during the employee onboarding process for a RCMA representative to meet with a new RCMA covered employee and present benefits of being a member of the union. Onboarding of new employees occurs during the first working day at the start of a new pay period up to 26 times per year. The City will provide a calendar before the start of a new year. The City will provide RCMA with at least 10 days-notice, or as soon as practicable, of onboarding of new RCMA covered employees. A RCMA representative will have up to 30 minutes of uninterrupted time to meet with new RCMA covered employees. Prior to meeting, or in no case later than the meeting time, the City will provide the name and job assignment of the new employee to the RCMA representative. The City will provide designated RCMA representatives with all available information about the employee as required under AB119 within 30 days of the employees start date and the City will provide information on all RCMA covered employees again as required by AB119 at least three (3) times per year.

SECTION 44: USE OF CITY RESOURCES

RCMA may be granted permission to use any City facilities accessible to the general public for meeting purposes, during the regular hours such space is accessible to the public, provided space for such meetings can be made available without interfering with City needs and is otherwise not reserved by any other groups or individuals. RCMA may also be permitted to use the City Council Chambers, during regular business hours, for RCMA meetings, provided the City Council Chambers is not otherwise reserved.

Permission to use City facilities must be obtained by RCMA from the appropriate management representative. RCMA shall be held fully responsible for any damages to, and the security of, any City facilities that are used by RCMA.

SECTION 45: ASSOCIATION RELEASE TIME

When RCMA is formally meeting and conferring with representatives of the City on matters within the scope of representation during regular City business hours, a reasonable number of Officers or other representatives of the RCMA shall be allowed reasonable time off without loss of compensation or other benefits.

1. Such Officers and representatives shall not leave their duty or workstation or assignment without the knowledge of the department head or division manager.

2. Such meetings are subject to scheduling in a manner consistent with operating needs and work schedules.

RCMA Officers or representatives shall be permitted, if requested by an RCMA represented employee, to attend an employee counseling session, which could result in disciplinary action. Such Officers or representatives shall also be permitted, if requested by the Association employee, to be present at an employee disciplinary session.

23 1. Such Officers or representatives shall not leave their duty or workstation or assignment without the knowledge of the department head or division manager.

2. No more than one (1) employee at a time shall be granted release time to represent one (1) employee.

RCMA Officers or representatives of the Association shall be given reasonable time during work hours to investigate, and process specified grievances or complaints arising out of the application of MOU or personnel rules, upon prior permission from their respective department head or division manager.

During the term of the next MOU, RCMA Officers and representatives agree to track their Association release time via the payroll system. The City and RCMA agree to review this usage to determine if limits need to be incorporated into a subsequent MOU.

SECTION 46: RELEASE FOR ALL HANDS MEETING

RCMA shall be allowed four (4) 90-minute periods of release time for all hands meetings per fiscal year, including travel time, during work hours. For the purposes of labor negotiations with the City additional meetings may be requested and may be granted by the Human Resources Director.

SECTION 47: LABOR MANAGEMENT COMMITTEE

The City and RCMA agree to implement quarterly labor/management committee (LMC) meetings to discuss employee relations issues. The LMC will not be authorized to change the MOU or to settle any grievance.

SECTION 48: PRIORITY OF MEMORANDUM OF UNDERSTANDING

This memorandum of understanding between the City and the Rancho Cucamonga Management Association shall take precedent over the Personnel Rules adopted per Resolution 13-065.

24 SECTION 49: ADOPTION OF MOU

This memorandum between the City and the Rancho Cucamonga Management Association was adopted on December 3, 2025.

City of Rancho Cucamonga: Rancho Cucamonga Management Association:

Date: __________________ Date: __________________

______________________ ______________________

Elisa C. Cox Heather Bolton City Manager Deputy Director of Animal Services

______________________ _______________________

Peter Castro Justine Garcia
Deputy City Manager Deputy Director of Engineering Services

______________________ ________________________

Robert Neiuber Chris Le Bere Human Resources Director Building and Safety Manager

_______________________ _________________________
__
Emily Nielsen Marlena Perez
Senior HR Business Partner Principal Engineer

________________________
Theodore Morales
Community Services Superintendent

DATE:December 3, 2025
TO:Mayor and Members of the City Council
FROM:Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager/Fire Chief Robert Neiuber, Senior Human Resources Director
Emily Nielsen, Senior Human Resources Business Partner
SUBJECT: Consideration to Adopt a Resolution Approving a Memorandum of Understanding between the City of Rancho Cucamonga and the Executive Management Employee Group. (RESOLUTION NO. 2025-098) (CITY)
RECOMMENDATION:

Staff recommends the City Council adopt the attached resolution approving an 18-month Memorandum of Understanding (MOU) between the City of Rancho Cucamonga and the Executive Management Employee Group.

BACKGROUND:

The City Council previously approved an 18-month Memorandum of Understanding between the City of Rancho Cucamonga and the Executive Management Employee Group, effective July 1, 2024 to December 31, 2025.

In August 2025, the City and the Executive Management Employee Group began negotiations to the MOU. After meeting and conferring in good faith, the City and the Executive Management Employee Group came to a tentative agreement.

ANALYSIS:

The parties agreed to an 18-month Memorandum of Understanding and agreed to:
2% cost of living adjustment (COLA) effective the first full pay period of January 2026, a 2% COLA effective the first full pay period of December 2026, and 2% COLA effective the first full pay period of June 2027.
Adjustments to the minimum and maximum of the salary ranges for all Executive Management positions to align with market averages as determined by the salary survey. $100 per month increase to Medical ($1,600 per month) effective January 1, 2026; $100 per month increase to Medical ($1,700 per month) effective the first full pay period of December 2026.
Increase the City’s dollar match for deferred compensation to 6% effective January 1, 2027.
Increase tuition reimbursement to $7,000 per year.

3 1
9 4
Increase automobile allowance to $650 per month effective January 1, 2027. Remove replacement cycle language for technology reimbursement from MOU. Replace current executive wellness language to include the option for an annual wellness examination provided and paid for by the City.
Increase merit increase to 5% for employees that complete their My Action Plan, and not currently on a Performance Improvement Plan.
Provide the option for employees to use Personal Leave to cover holiday closure days. Removal of “salary code steps” from salary structure language to provide easier integration with Workday.
Update Salary Survey language and clarified benchmarked positions effective January 1, 2026.
Provide 60 hours of sick leave to new employees at the time of hire. Employees will begin accruing additional sick leave at their seventh month of employment. Salary Survey – During the first six months of the MOU, Executive Management Employee Group and the City will work cooperatively to agree on an updated salary survey that may, but is not limited to, include new survey cities, surveyed positions, benchmarking. If Executive Management Employee Group and the City do not reach an agreement by the end of June 2026, the existing survey based on accepted past practice will remain in place.

Both parties agree to biweekly meetings during that period to work cooperatively on this matter.

Staff recommends the City Council adopt the attached resolution approving an 18-month MOU between the City and the Executive Management Employee Group. Upon approval of this agreement by the City Council, the MOU would be effective January 1, 2026.

FISCAL IMPACT:

The negotiated 18-month MOU has an estimated cost of $377,000.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the Council’s core value of working together cooperatively and respectfully with each other, staff, and all stakeholders.

ATTACHMENTS:

Attachment 1 – Resolution with Executive Management Employee Group Memorandum of Understanding

RESOLUTION NO. 2025-098

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, APPROVING A

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY

OF RANCHO CUCAMONGA AND THE EXECUTIVE

MANAGEMENT EMPLOYEE GROUP
WHEREAS, representatives of the City of Rancho Cucamonga (City) and the Executive Management Employee Group have met and conferred pursuant to the provisions of the Meyers- Milias-Brown Act (California Government Code §3500, et seq.) with regard to terms and conditions of employment; and
WHEREAS, representatives of the City and the Executive Management Employee Group have agreed upon and presented to this City Council a n eighteen -month Memorandum of Understanding effective January 1, 2026, to June 30, 2027; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA HEREBY RESOLVES that said Memorandum of Understanding with the Executive Management Employee Group is hereby approved and the City Manager is hereby authorized to sign said Memorandum of Understanding (Exhibit A) on behalf of the City of Rancho Cucamonga, and the City Clerk to attest thereto.

PASSED, APPROVED, AND ADOPTED this ______ day of ___________, 2025.

ATTACHMENT 1

MEMORANDUM OF UNDERSTANDING

CITY OF RANCHO CUCAMONGA
AND

EXECUTIVE MANAGEMENT EMPLOYEE GROUP
January 1, 2026 – June 30, 2027

1 MEMORANDUM OF UNDERSTANDING (MOU)

BETWEEN THE CITY OF RANCHO CUCAMONGA, CALIFORNIA AND

EXECUTIVE MANAGEMENT EMPLOYEE GROUP
SECTION 1: EFFECTIVE DATE
The provisions of this MOU are effective January 1, 2026, and shall continue for an 18- month period, ending June 30, 2027.

SECTION 2: COST OF LIVING ADJUSTMENT
Effective the first full pay period in January 2026 , all Executive Management Group covered employees will receive a 2% cost of living adjustment.

Effective the first full pay period in December 2026, all Executive Management Group covered employees will receive a 2% cost of living adjustment.

Effective the first full pay period in June 2027, all Executive Management Group covered employees will receive a 2% cost of living adjustment.

SECTION 3: SALARY STRUCTURE AND SALARY SURVEY
Executive Management employees will be assigned to salary ranges, which are no less than 20% below the control point and no more than 15 % above the control point. Actual salary within the range is determined by performance, achievement of goals and objectives, or for recent appointments, growth within the position.

A. In order to prevent compaction issues, the top step of every Executive Management Covered employee's salary range should be a minimum of 5% above the top step of the available salary range of any subordinate employee as determined by the City Manager. Human Resources will review compaction issues each year taking into account any changes in salary ranges due to increases in control points, top steps and cost of living adjustments.

B. Effective the first full pay period in January 2026, adjustments to the bottom and top of the classification salary ranges will occur as outlined below:

2 These changes to the salary ranges do not affect employee pay unless an employee is now paid less than the bottom of the range. In that case, the employee would move up to the new bottom of the range. In addition, those currently at top step would see increases in the first full pay period in February per the MOU MAP process.

C. During the first six months of the MOU, the Executive Management Employee Group (EMG) and the City will work cooperatively to agree on an updated salary survey that may, but is not limited to, include new survey cities, surveyed positions, and benchmarking. If EMG and the City do not reach an agreement by the end of June 2026, the existing survey based on accepted past practice will remain in place. Both parties agree to biweekly meetings during that period to work cooperatively on this matter.

D. All classifications within the Executive Management Group (EMG) that are not surveyed are benchmarked to a surveyed classification. The benchmarking determines the relationship of the position to the market based on the salary survey.

Future classifications may align with an existing benchmark classification, or an additional benchmark classification may be proposed that includes future classifications, as mutually agreed upon by the City and the EMG. If more than half of the survey cities have a comparable position, then benchmarked positions would then be surveyed.

The following positions will be surveyed:

City Clerk Services Director, Community Services Director, Eng ineering Services Director/City Engineer, Finance Director, Human Resources Director, Innovation and Technology Director, Library Director.

The benchmark classifications are outlined below (surveyed positions are underlined and followed by the position(s) benchmarked to the survey position):

Community Services Director – Public Works Services Director

3 Eng Services Director/City Engineer – Building and Safety Services Director, Economic Development Director, Engagement and Special Programs Director, and Planning Director

Human Resources Director – Organizational Development Director

Library Director – Animal Services Director

Example of how benchmarking works:

The City conducts the survey of the positions noted above.

Let’s assume the survey shows the Engineering Services Director/City Engineer is 5% below market.

By using the agreed upon benchmarking, the Building and Safety Services Director, Economic Development Director, Engagement and Special Programs Director, and Planning Director would also be found to be 5% below market.

This information helps the City and bargaining unit understand where these positions that are not surveyed are in relationship to the marketplace. The benchmarking and the survey are for informational purposes only.

SECTION 4: EXECUTIVE BENEFITS

Employees designated as Executive Management are not eligible for overtime pay, or compensatory time for working hours over and above the normal daily work schedule.

Employees so designated shall be entitled to all benefits provided to general employees and the following:

A. Management Leave – One hundred (100) hours per fiscal year. Days off must be approved by appropriate supervisor. In order to compete for talented Executive Staff, the City Manager may provide up to an additional 100 hours of Management Leave to an Executive Management covered employee upon hire. This additional Management Leave must be used within the first three years of the new employee's time with the City. The City does not recognize Management Leave as a property right and does not provide any cash -out provisions should an employee leave City service and still have a positive amount of Management Leave.

B. Life Insurance – Life insurance in the amount of 100% of the annual base salary plus $75,000.

C. Deferred Compensation – The City pays s ix percent (6%) of base salary into a 401A plan for employees . Additional voluntary individual contributions by the employee will be matched dollar for dollar by the City up to a limit of 4% of base salary. The matching amount will increase to 6% effective the first full pay period in January 2027. The total contributions for both City and Employee cannot exceed the maximum annual contributions as determined by the Internal Revenue Service.

4 Deferred Compensation shall be automatic with an opt -out provision for new members. The 457 Plan match is paid into the 401A Plan match.

D. Automotive Allowance – $500 per month if a City vehicle is not provided. The automotive allowance will increase to $650 effective the first full pay period in January 2027.

E. Technology Reimbursement – The City shall provide up to $2 ,000 each fiscal year to be applied to Technology Reimbursement subject to the following conditions:

The City shall provide reimbursement for employee to procure ancillary technology devices and related peripherals in support of their positions up to a maximum of $2,000 per fiscal year amount, employee may receive reimbursement for additional approved expenses in an amount equivalent to any unspent funds remaining from employee’s Technology Benefit from the prior fiscal year. In no event shall any employee receive more than $4,000 total reimbursement for technology devices, and related expenses, in one fiscal year. Approved devices and peripherals shall be determined by the Human Resources Department.

The City will no longer provide employees a phone stipend or any ancillary technological devices, other than a desktop or laptop computer for his/her workstation as is provided to most City employees for their daily use. Devices procured under the reimbursement program must be made available for work related activities. Reimbursed devices are exclusive to the employee for personal and City related use and may not be transferred to another user for 24 months.

F. Health and Wellness – Physical
EMG employees have the option to participate in the Fire District’s annual wellness physicals and testing at the City’s cost. EMG employees will receive notification of these opportunities, and it is the employee’s responsibility to follow -up and schedule their participation if they so choose.

SECTION 5: HEALTH INSURANCE

A. Level of benefit
The City shall provide employee and family health insurance for all represented full-time continuous employees within the bargaining group, subject to the limitation that no such monthly funding by the City shall exceed the following:

$1,600 effective the first full pay period in January 2026. $1,700 effective the first full pay period in December 2026.

B. Cash in-lieu payment
Represented employees who wish to waive medical coverage under a city-paid medical insurance plan, are eligible for this benefit and may opt out of medical insurance, as long as they meet ACA requirements.

Employees eligible for this benefit shall receive $300 per month cash in -lieu payment. To be eligible, an employee must provide the following:

5 (1) proof that the employee and all individuals for whom the employee intends to claim a personal exemption deduction for the taxable year or years that begin or end in or with the City's plan year to which the opt out applies ("tax family"), have or will have minimum essential coverage through another source (other than coverage in the individual market, whether or not obtained through Covered California) for the plan year to which the opt out arrangement applies ("opt out period"); and

(2) the employee must sign an attestation that the employee and his/her tax family have or will have such minimum essential coverage for the opt out period. An employee must provide the attestation every plan year at open enrollment or within 30 days after the start of the plan year. The opt -out payment cannot be made, and the City will not in fact make payment if the employer knows that the employee or tax family member does not have such alternative coverage, or if the conditions in this paragraph are not otherwise satisfied.

C. Affordable Care Act (ACA) Reopener
The City may reopen negotiations on the issue of health insurance benefits to address changes to or the elimination of the ACA and in order to avoid penalties or taxes under the ACA or other statutory scheme that may result from an interpretation of the ACA or other statutory scheme by the Internal Revenue Service or other federal agency (including, but not limited to, a revenue ruling, regulation or other guidance) or state agency, or a ruling by a court of competent jurisdiction. These negotiations will not result in a reduction in the amount the City provides for employee health coverage.

SECTION 6: RETIREE MEDICAL

Subject to the conditions stated below, effective upon a service or disability retirement from City service at or beyond age 55 with 10 consecutive years of City service at the time of retirement, retirees shall be eligible to 100% personally funded without any City contribution, participation in a group health insurance program(s) which is making group health insurance available to the City's retirees and eligible dependent.

It is agreed and acknowledged by the parties to this MOU that no representation is or can be made by the City, that such group retiree health insurance is available, or if available, will remain available for any specific future period of time.

If no such group health insurance is reasonably available, or if the private carrier(s) terminates such coverage as to the retiree group or any individual group member, the City shall have no obligation/duty to self -fund or otherwise provide insurance or replacement insurance. All premiums for the retiree and/or eligible dependents shall be borne by the retiree. The City shall advance and submit the necessary premiums to the carrier(s), subject to the retiree reimbursing the City not later than 30 calendar days after City payment of the premium. Failure to timely reimburse the City shall result in no further premium payments being made by the City, resulting in termination of insurance coverage.

6 The City's duty to advance said premiums shall terminate at age 65 of the retiree, regardless of whether or not the retiree is eligible for Medicare.

City shall advise the group carrier of the insured's status as a retiree or eligible dependent.

Coverage eligibility shall then be solely determined by the group insurance carrier(s).

It is likely that premium rates for retirees and/or dependents shall be greater than rates for employees. Regardless, retirees shall pay 100% of said rates.

If at any time, it is determined by any group health insurance carrier that the City is prohibited from seeking premium reimbursement from a retiree, City affiliation and retiree enrollment in said group insurance plan shall immediately terminate upon rendering of the insurance carrier's decision. In such case, no retiree shall seek reimbursement from the City for any prior premiums paid by the retiree to the City as and for premium reimbursement.

SECTION 7: DENTAL INSURANCE

The City shall provide a dental insurance plan for all full-time continuous salaried employees and their qualifying dependents.

SECTION 8: OPTICAL INSURANCE

The City shall provide an optical insurance plan for all full-time continuous salaried employees and their qualifying dependents.

SECTION 9: IRS SECTION 125 FLEXIBLE SPENDING ACCOUNT PLAN

The City has established an IRS Section 125 Flexible Spending Account Plan managed by a third -party administrator that is open to voluntary participation by members of the bargaining unit. The City agrees to pick up all administrative fees associated with maintaining this program for bargaining unit members (including but not limited to debit card fees.)

SECTION 10: VOLUNTARY EMPLOYEE BENEFIT ASSOCIATION (VEBA)

The City has established a Voluntary Employee Benefit Association (VEBA) through the California Government Voluntary Employee Benefit Association to assist employees with planning for future health care expenses.

Contributions to the Plan shall be made as City contributions through a salary reduction arrangement. All contributions made on behalf of employees through such salary reduction arrangement are made on a pre-tax basis in accordance with IRS provisions. No Employer contributions are to be made to the plan. At the discretion of the Executive Management Group, contributions may be amended once per year provided that such amendment is permitted by IRS regulations and in conformity with the Plan Document.

7 SECTION 11: RETIREMENT BENEFIT

Unit members who do not meet the definition of "new member" under the California Public Employees' Pension Reform Act of 2013 (PEPRA) (those unit members shall be referred to as "classic members") are enrolled in either the CalPERS retirement plan commonly referred to as the 2.5% at age 55 retirement plan ( “Tier 1"), or in the 2% at age 55 retirement plan ("Tier 2") and shall be provided the benefits as described below:

A. Tier 1 - Employees Hired Before July 4, 2011

§ 21354.4 2.5% at 55 Full Formula

§ 21574 4th Level 1959 Survivor

§ 20042 1 Yr. Final Compensation

Employees shall pay the full eight percent (8%) of their PERSable compensation towards the CalPERS member contribution.

B. Tier 2 - Employees Hired on or After July 4, 2011

§ 21354.4 2% at 55 Full Formula

§ 21574 4th Level 1959 Survivor

§ 20042 3 Yr. Final Compensation

Employees shall pay the full seven percent (7%) of their PERSable compensation towards the CalPERS member contribution.

C. It is understood that all contributions paid by the employee as described in Parts A through B above shall be calculated based upon the full base salary of the employee, plus any additional PERSable compensation, The parties agree that to the extent permitted by law, this is special compensation and shall be reported as such pursuant to Title 2 CCR, Section 571(a)(1)(F) as Value of Employer -Paid Member Contributions. The parties also agree that the City has no additional obligation or costs should CalPERS, the State or the IRS determine otherwise.

The City adopted a resolution providing that all employee CalPERS contributions shall be deducted on a pre-tax basis to the extent permitted by law or IRS regulation. All employee payments of the employer share are done pursuant to Government Code Section 20516(f)

There shall be no sunset date to any provision in Section 11.

8 D. PEPRA Employees hired on or after January 1, 2013 * The California Public Employees' Pension Reform Act of 2013 (PEPRA) - As it may from time to time exist, the PEPRA shall in its entirety be given full force and effect. Any provision in this MOU which contradicts any provision of the PEPRA shall be deemed null and void, with the contrary PEPRA provision(s) being given full force and effect. Therefore, no provision of PEPRA shall be deemed to impair any provision of this MOU or any MOU, Agreement, Rule or Regulation predating this MOU. PEPRA includes, but is not limited to, the provisions described below:

*Unit members hired on and after January 1, 2013, deemed to be a "new member" as defined in Government Code § 7522.04, shall individually pay an initial Member CALPERS contribution rate of 50% of the normal cost rate for the Defined Benefit Plan in which said "new member'' is enrolled, rounded to the nearest quarter of one percent ( 1%), or the current contribution rate of similarly situated employees, whichever is greater.

Unit members who are "new members" and miscellaneous employees on and after January 1, 2013, shall be enrolled in the two percent ( 2%) @ 62 retirement formula (Govt. Code§ 7522.20).

Unit members who are "new members" on and after January 1, 2013, shall have "final compensation" measured by the highest average annual pensionable compensation earned by the member during a period of at least 36 consecutive months (Section 7522.32.), and their retirement benefits shall be calculated based on "pensionable compensation" (Section 7522.10) rather than "compensation earnable" (Section 20636).

E. In addition, the City has adopted the PARS Retirement Enhancement Plan generally described as .5% (one -half percent) at 55 or at 60, depending upon the employee's hire date, for all miscellaneous employees hired on or prior to December 31, 2012. To be eligible, employees must be at least age 56, have ten (10) years of full -time continuous service and retire from the City. This benefit will be paid to qualified retirees in addition to any CalPERS benefits to which they are entitled.

9 SECTION 12: VACATION

All full-time employees shall, with continuous service, accrue working hours of vacation monthly according to the following schedule. In order to compete for talented Executive Staff, the City Manager may provide an accrual rate for new Executive Management Group covered employees up to the equivalent of a ten-year employee upon hire. This is important as many experienced candidates have significant time in the public sector and might have to begin at a much lower accrual rate than they receive at their current Agency.

Length of
Service
In Years
Hours
Accrued
Per Pay Period
Annual
Hours
Accrued

1-3

3.846

100
4 4.230 110
5 4.615 120
6-8 5.000 130
9 5.384 140
10 5.769 150
11-13 6.153 160
14 6.538 170
15-19 6.923 180
20+ 7.962 200

SECTION 13: VACATION BUYBACK

Annually, any employee that wants to have the City buy back vacation hours shall make an irrevocable election to do so. The irrevocable election shall be submitted in writing to the City’s Human Resources Department on or before December 15 and shall indicate the number of hours of vacation that the employee expects to earn in the following calendar year that the employee wants the City to buy back, with a minimum buy back of 20 hours up to a maximum of 200 hours. This buy back shall occur twice annually, in June/July (between the last payday in June and the first pay day in July) and December (between the first and second payday of the month), and the employee must indicate the total amount of hours they want paid out in June/July and in December. Regardless of the number of hours requested to be cashed out at either time, the most the City can cash out is the number of hours accrued and available in that calendar year to date. Employees must maintain a minimum of 40 hours of accrued vacation subsequent to any payment of vacation buyback time.

SECTION 14: VACATION CAP

Effective December 2020, and every subsequent December, any employee with more than 1,040 hours of accrued vacation time will have their accrued vacation lowered to 1,040 hours and the cash equivalent of those hours above 1,040 will be deposited into their VEBA

10 account in April of the following year.

Example: Joe has 1,140 hours of accrued vacation in December 2020; his accrued vacation is lowered to 1,040 hours and the cash equivalent of 100 hours of vacation time is transferred to his VEBA account in April 2021.

SECTION 15: HOLIDAYS

Employees receive the following 14 holidays. All full -time continuous salaried employees shall be compensated at their regular rate for these days:

(1) July 4 Independence Day
(2) First Monday of September Labor Day
(3) November 11 Veteran’s Day
(4) Fourth Thursday of November Thanksgiving Day
(5) Day following Thanksgiving
(6) December 24 Day preceding Christmas
(7) December 25 Christmas Day
(8) January 1 New Year’s Day
(9) Third Monday of January Martin Luther King’s Birthday (10) Third Monday of February President’s Day
(11) Last Monday of May Memorial Day
(12) Three discretionary days may be taken by an employee at his/her convenience subject to approval of the supervisor. Days may not be carried over from one fiscal year to the next.

Whenever a holiday falls on a Sunday, the following Monday shall be observed as a holiday.

Whenever a holiday falls on a Friday or Saturday, the preceding Thursday shall be observed as the holiday. When a holiday combination occurs (Thanksgiving, Christmas, etc.) where two (2) consecutive days are holidays and it would result in the City Hall being open to serve the public only two (2) days during the week, only one (1) of the holidays will be observed and the other holiday will become a floating holiday. For example, for Thanksgiving, Thursday will be observed as the regular holiday; however, Friday will become a floating holiday to be used at a later date. For Christmas, Wednesday will be observed as the regular holiday; however, Tuesday (the day preceding Christmas) will become a floating holiday to be used at a later date. In the instance of Thanksgiving, Christmas or New Years, employees will have until June 30 to use those floating holidays accrued between Thanksgiving and New Year’s. Also, those days will not accrue as floating holidays until the actual holiday has occurred. Each year the City will designate which days will be observed and which are floating holidays.

Employees who are eligible to bank a holiday have until June 30 (end of fiscal year) to use the

11 banked holiday earned from July 1 through April 30. Any holiday banked in May and June; employees have until September 30 to use the banked holiday.

SECTION 16: HOLIDAY FACILITY CLOSURE

During the term of this MOU, there will be holiday facility closures, certain City facilities may close in conjunction with the Christmas and New Year's holidays. Closure dates for City facilities shall be determined by the City in order to balance the impact on public services. The City will strive to provide a schedule of Holiday Facility Closures at least six months or more in advance of the closure. During a holiday closure, affected represented employees may take paid leave from holiday, management leave, vacation accruals, personal leave, or use unpaid leave. When holiday closures are implemented by the City, Section 15’s provision regarding consecutive holidays shall not apply.

SECTION 17: BEREAVEMENT LEAVE

When a death occurs in the family of a full-time employee, the employee shall be granted up to 80 hours of bereavement leave with pay. A death certificate or other acceptable evidence may be required by the City Manager or designee before leave is allowed.

Family members are defined as follows: employee's spouse or domestic partner, employee's parents, employee's grandparents, employee's children, employee's siblings, employee's grandchildren, employee's great-grandchildren, employee's great grand-parents, employee's spouse or domestic partner's parents, employee's spouse or domestic partner's grandparents, brother-in-law, sister-in-law, employee's spouse or domestic partner's children, employee's spouses grandchildren, employee's spouse or domestic partner's great-grandchildren, employee's spouse or domestic partner's great- grandparents, or a blood relative residing with employee. The City Manager or designee shall approve such bereavement leave. (References to domestic partner refer to registered domestic partners, as defined by California Family Code Section 297).

Employees are eligible for an additional 40 hours of bereavement leave in addition to the currently provided 80 hours when the bereavement leave is related to the employee’s spouse or domestic partner, employee’s parents, employee’s children, son-in-law, daughter -in-law, or employee’s siblings, employee’s spouse or domestic partner’s parents, employee’s spouse or domestic partner’s children, or a blood relative residing with the employee. An employee who utilizes bereavement leave shall notify their supervisor of the intent to use such leave. In accordance with AB1949, the bereavement leave must be completed within three (3) months of the date of death but need not be taken consecutively.

SECTION 18: PERSONAL LEAVE

Employees can use up to 40 hours of accrued sick leave, vacation, management leave or holiday time as personal leave. These 40 hours can be used incrementally (i.e., 1hour, 1/2 hour) throughout the fiscal year. Use of this time is for situations requiring the employee's attention and needs to be cleared with their supervisor when using this time.

12 SECTION 19: SICK LEAVE

All full-time employees shall, with continuous service, accrue 120 hours of sick leave annually. New employees begin employment with 60 hours of sick leave. Sick leave accrual (10 hours/month) begins on the first day of the seventh month of employment.

A. SICK LEAVE USAGE

1. For the diagnosis, care, or treatment of an existing health condition or preventative care for an employee, or an employee’s family member. Family member shall include: a child (including a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis), regardless of the child’s age or dependency status; spouse or registered domestic partner; parent (including biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child); grandparent; grandchild; great - grandchild; sibling; or designated person. A designated person means a person identified at the time the employee requests sick leave. Employees may designate one person per 12-month period for paid sick days.

2. To obtain any relief or services related to the employee or a family member, including a designated person, being a victim of a qualifying act of violence, including, but not limited to domestic violence, sexual assault, or stalking including the following with appropriate certification of the need for such services: a temporary restraining order or restraining order; or other injunctive relief to help ensure the health, safety or welfare of themselves or their children.

3. To seek medical attention for injuries caused by domestic violence, sexual assault, or stalking.

4. To obtain services from a domestic violence shelter, program, or rape crisis center as a result of domestic violence, sexual assault, or stalking.

5. To obtain psychological counseling related to an experience of domestic violence, sexual assault, or stalking.

6. To participate in safety planning and take other actions to increase safety from future domestic violence, sexual assault, or stalking, including temporary or permanent relocation.

The above is not an exhaustive list, all other purposes as allowed by applicable law are allowed. References to the employee using sick leave for qualifying acts of violence apply when the employee , the employee’s family member , or the designated person is the victim.

Should the City suspect that there is an abuse of sick leave by the employee, the City may require that the employee submit to Human Resources a physician's certificate to support the absence.

13 SECTION 20: SICK LEAVE BUYBACK AND EARLY RETIREMENT NOTIFICATION

INCENTIVE

Employees within the bargaining unit who terminate their city employment, the City will buyback 150 hours of sick time if they provide at least four weeks’ written notice of their intent to separate.

Employees who provide early notification of their intent to retire from the City, will receive additional accrued sick leave hours in accordance with the schedule below (this is not cumulative, depending on the notice provided employees get an additional 100, 75, 50 or 20 hours of sick leave buyback). Notification must be given in writing to Human Resources in the form of an irrevocable letter of resignation with intent to retire.

Notification of at least twelve
months (365 calendar days*) 100 hours additional sick leave buyback ** Notification of at least six months
(180 calendar days*) 75 hours additional sick leave buyback Notification of at least four months
(120 calendar days*) 50 hours additional sick leave buyback Notification of at least two months
(60 calendar days*) 20 hours additional sick leave buyback

*Employees must have leave available in order to be eligible for the additional buyback.

Use of vacation and management leave during the time between the notification and the employee’s retirement date will not be counted toward the required notification periods in the schedule above.

SECTION 21: NATAL AND ADOPTION LEAVE WITHOUT PAY

The City shall provide employees up to four (4) months natal and adoption leave for the birth or adoption of a child including the paid leave as outlined below; such leave shall be pursuant to the provisions of the California Pregnancy Disability Act ("PDA"; California Government Code section 12945), if applicable. The City's PDA policy is incorporated herein by reference. Employees on this leave of absence without pay beyond the four - month period will be responsible for the payment of medical, dental, and optical premiums to keep the coverage in force during the leave of absence.

SECTION 22: NATAL AND ADOPTION LEAVE WITH PAY

Employees within the bargaining unit are granted up to 120 hours of natal and adoption leave with pay for the birth or adoption of a child, however, use of the 120 paid hours does not extend any time charged under FMLA or CFRA. Any paid time required beyond this initial 120 hours must be charged to sick leave, vacation, compensatory or floating holiday time.

14 SECTION 23: WORKERS COMPENSATION LEAVE

Any employee covered herein who is receiving disability payments under the "Workers Compensation Act of California" for on -the-job injuries sustained while engaged in the performance of duties of any such City position, shall receive from the City during the first three (3) months of such disability absence, payments in an amount equal to the difference between the disability payments received under the Workers Compensation Act and the employee's full salary. Such payments by the City should be made without any deduction from accrued sick leave benefits. The City's obligation for such payments shall commence on the first day of such disability absence. In the event the employee's disability absence should exceed three (3) months, an employee shall be allowed to supplement the Workers Compensation benefit received under State law with available accrued sick leave, accrued vacation leave, or accrued compensatory time. The total number of leave hours, along with the Workers Compensation benefit, shall not exceed the employee's base pay for each day of the leave. For this purpose, accrued leave hours can be used in one-hour increments.

SECTION 24: MILITARY LEAVE

Employees required to serve military leave will be compensated pursuant to the Military and Veterans Code. To qualify for compensation the military orders must be submitted to the supervisor prior to their tour of duty and must be attached to the timecard for that pay period.

SECTION 25: MILITARY SERVICE BUY BACK

Employees have the option for military service buy back at the employee's expense.

SECTION 26: TUITION REIMBURSEMENT FOR APPROVED COLLEGE/

UNIVERSITY COURSES

Reimbursements by the City of the following enumerated college and/or university course expenses shall not exceed $7,000 during any fiscal year.

Eligibility for said reimbursement in an amount not to exceed $ 7,000 in any one fiscal year shall be contingent upon a determination by the employee's department head or his designee that all of the following conditions precedent exists:

A. Expenses shall be incurred as regards coursework undertaken at a college or university that is licensed/accredited by the State of California, and Colleges and Universities accredited by any of the six (6) regional higher education accreditors in the United States. The applicant for reimbursement shall present to the Human Resources Department documentation prepared by the accredited/licensed college or university which evidences the applicant's receipt of a grade of "C" or "pass" in a pass/fail class. As r egards each class for which reimbursement is sought (where an employee is simultaneously enrolled in multiple approved classes and does not receive a "C" or "pass" in any one or more of such classes, the amount of expenses subject to City's reimbursement shall be reduced and/or

15 as appropriate, pro -rated to reflect no reimbursement being made for expenses related to classes where the minimal grade was not received).

B. Eligibility for reimbursement for said expenses shall be confined to either: 1) those courses that in and of themselves consist of curriculum which is predominately related to the development of skills reasonably anticipated by the City to enhance the applicant's job performance (by means of a non -inclusive example only, art classes would not qualify for reimbursement); or 2) where the employee has declared a major that is job-related as set forth in this Section C, to those classes which must be completed as a condition precedent to successful completion of the course of study in the selected major.

C. Eligibility for reimbursement upon completion of coursework shall be predicated upon the employee's department head or their designee, making a written determination prior to the affected employee's enrollment in the course(s) for which reimbursement is later sought, that the coursework is offered by an accredited college or university and that the above -described job nexus does exist. The determination of the City Manager or their designee in such regards shall be final.

D. The costs which shall be subject to reimbursement are limited to the following: 1) tuition; 2) books; 3) supplies; 4) parking; and 5) laboratory. In addition to all other conditions precedent to reimbursement set forth in this section, prior to reimbursement being approved, receipts shall be provided to the Human Resources Department and shall evidence each expenditure for which reimbursement is sought.

SECTION 27: CERTIFICATIONS AND RECERTIFICATIONS

The City will pay for the cost of any required certifications or recertification required of employees to maintain their positions. Required certifications must be outlined in an employee's specification classification. Deputy City Managers with the approval of the City Manager can add to but not eliminate certifications and recertifications that Departments will cover the costs for employees to maintain. Any additions by a Deputy City Manager must be applied equally to all employees in that classification.

SECTION 28: RECOVERY OF PROFESSIONAL DEVELOPMENT COSTS

The City may pay the cost of training and certificate programs, up to $10,000, for individual employees that are not required to maintain their positions, with the goal of providing additional development opportunities for employees.

Employees can request that the City pay the cost of such training and certifications. The Department Director and/or Deputy City Manager, with the approval of the City Manager, may approve these requests, subject to budget availability. If an employee requests participation in a training or certificate program with a registration cost of $2,000 or more, the employee will be required to repay the cost of that training or certificate if they leave City employment within 4 years of the registration for that pr ogram. One -quarter of the amount owed is forgiven each year. The employee must sign an agreement indicating that

16 any outstanding amount can be deducted from their final paycheck upon separation any outstanding amount is due at separation.

This benefit does not pertain to professional conferences related to an employee’s ongoing continuous learning, which are routinely budgeted within a department’s budget.

SECTION 29: ANNUAL PERFORMANCE REVIEW MODIFICATION
Annual performance reviews have been replaced with professional development plan and at least 2 ongoing coaching check-ins per year. Training as well as handouts will be provided to employees and supervisors to assist with the professional development plan and yearly coaching conversations. The City will review the form(s) and process with a committee that includes EMG participation at least every three years to assure their usefulness for employees and supervisors.

New EMG employees are eligible to receive a merit increase during their first year with the City and promoted EMG employees are eligible to receive a merit increase during their first six months in their new role. They would then be eligible for the development plan review increase as long as their first -year or six -month anniversary respectively was prior to the end of November (ex. A New employee hired in March through November would be eligible for the upcoming February increase. An employee hired in December to February would have to wait for the following February for another increase).

Each November, employees and their supervisors will work together to develop the Professional Development Plan which must be completed by the employee and supervisor by the end of the second full week in December of every year.

Plan timeline:
• No later than the first and second Week of November – Employee fills out their “My Action Plan.”
• Third and fourth week of November – Employees and Supervisors work together on the Plan, and Supervisors review the plans with their Managers or who their Department determine.
• Remainder of November through second week of December - Supervisors finalize the Plan taking into account any input which their supervisors provided and go over the Plan with the employee before submittal.

Upon submission of the completed Plan in December (as outlined in the timeline above), employees not at top step are eligible for a merit increase of 5%, but no greater than top step. The change will be reflected in the first full pay period the following February.

Employees at the top step of their salary range will be eligible to receive a stipend of $500 (non-PERSable), paid in conjunction with the check from the first full pay period in February. There is no retroactivity for Plans not timely submitted. Employees on a performance improvement plan as of December will not be eligible for a merit increase or stipend.

17 SECTION 30: SEVERANCE

All Executive employees are at -will employees who may be terminated with or without cause, and who have no appeal rights.

Executive employees with over one (1) year of continuous employment with the City from July 1, 2022, who are terminated, will be eligible to receive severance pay of 90 calendar days of their base salary if the terminated employee voluntarily executes a Compromise and Release Agreement, which includes a waiver of all claims against the City and/or challenges to their termination, within ten (10) calendar days of receiving notice of termination.

Executive employees with over five (5) years (60+ months) of continuous employment with the City from July 1, 2022, who are terminated, will be eligible to receive severance pay of 120 calendar days of their base salary if the terminated employee voluntarily executes a Compromise and Release Agreement, which includes a waiver of all claims against the City and/or challenges to their termination, within ten (10) calendar days of receiving notice of termination.

Employees are not required to execute the Compromise and Release Agreement since it is an agreement, and its execution is totally voluntary on the part of the employee. However, it is a condition of receiving the severance pay. The severance pay is consideration for the Agreement.

SECTION 31: SENIOR DEPARTMENT HEAD ADDITIONAL DUTIES PAY

Department Heads who work and provide guidance during the transition of a new Department Head within their Department are eligible to receive $2,600 a year ($100 per pay period) in Senior Department Head additional duties pay for taking on the added responsibilities of assisting the new Department Head while retaining the duties of their current position.

SECTION 32: 4/10 WORK WEEK

City Hall operates on a 4/10 work week, hours 7 :00 a.m. to 6 :00 p.m., Monday through Thursday. Remote facilities operate on a 40-hour work week of varying days and times.

SECTION 33: DIRECT DEPOSIT
All new bargaining unit members are required to enroll in direct deposit. Vacation buyback payouts can be by paper check.

SECTION 34: Bl-LINGUAL PAY
Employees who qualify for bi-lingual pay will be provided $50.00 per month.

18 SECTION 35: TEAM RC APPAREL
The City will provide all bargaining unit members a Team RC shirt at least once per fiscal year at a cost not to exceed $50.

SECTION 36: MANDATORY USE OF MULTI-FACTOR AUTHENTICATION TECHNOLOGY The City will require the use of multi -factor authentication technology by employees for access to all City systems including Workday. This would include the placement of such technology on all devices employees use to access City systems including personal cell phones.

SECTION 37: ADOPTION OF MOU
This memorandum between the City and the Executive Management Group was adopted on December 3, 2025.

For the City of Rancho Cucamonga: For the Executive Management Group:

Date Date

Elisa C. Cox Jennifer Hunt Gracia
City Manager Executive Management Group Representative

Zack Neighbors
Executive Management Group Representative

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Jennifer Nakamura, CNU-A, Planning Director Stacy Lee, Assistant Planner
SUBJECT: Consideration of Second Reading and Adoption of the Following:

ORDINANCE NO. 1049

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, AMENDING CHAPTER 17.100 OF ARTICLE V OF
TITLE 17 OF THE MUNICIPAL CODE TO UPDATE THE

REGULATIONS REGARDING ACCESSORY DWELLING UNITS
(ADUS) AND JUNIOR ACCESSORY DWELLING UNITS (JADUS) IN

COMPLIANCE WITH STATE LAW AND TO ESTABLISH A BONUS

ADU PROGRAM, AND FINDING THE ITEM TO BE EXEMPT FROM

THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA),
PURSUANT TO CEQA GUIDELINES SECTION 15282(H) AND
15061(B)(3)
RECOMMENDATION:

Staff recommends the City Council waive full hearing and adopt Ordinance No. 1049, to amend the regulations regarding Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs) in compliance with State Law and establish a Bonus ADU Program.

BACKGROUND:

The introduction and first reading of the above-entitled Ordinance was conducted at the Regular City Council Meeting of November 19, 2025. Votes at first reading: AYES: Kennedy Hutchison, Scott, Stickler. Absent: Michael.

ANALYSIS:

Please refer to the November 19, 2025 City Council Staff Report.

FISCAL IMPACT:

Please refer to the November 19, 2025 City Council Staff Report.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Please refer to the November 19, 2025 City Council Staff Report.

ATTACHMENTS:

Attachment 1 - Ordinance No. 1049

Ordinance No. 1049 – Page 1 of 11
ATTACHMENT 1
ORDINANCE NO. 1049

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, AMENDING CHAPTER 17.100 OF ARTICLE V OF TITLE 17 OF THE MUNICIPAL CODE TO UPDATE THE REGULATIONS

REGARDING ACCESSORY DWELLING UNITS (ADUS) AND JUNIOR

ACCESSORY DWELLING UNITS (JADUS) IN COMPLIANCE WITH

STATE LAW AND TO ESTABLISH A BONUS ADU PROGRAM, AND

FINDING THE ITEM TO BE EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT (CEQA), PURSUANT TO CEQA
GUIDELINES SECTION 15282(H) AND 15061(B)(3)

A. RECITALS

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

1. The City of Rancho Cucamonga (the “City”), has prepared Municipal Code Amendment, as described in the title of this Ordinance. Hereinafter in this Ordinance, the subject Municipal Code Amendment is referred to as “the amendment.”

2. The City is a municipal corporation, duly organized under the constitution and laws of the State of California.

3. As shown in Exhibit A of this Ordinance, the amendment proposes to amend Chapter

17.100 of Article V of Title 17 of the Municipal Code to update the regulations regarding Accessory Dwelling Units (“ADUs”) and Junior Accessory Dwelling Units (“JADUs”).

4. Portions of the City’s current regulations for ADUs and JADUs require amendment to remain consistent with State Law. Hereinafter in this Ordinance, the subject Municipal Code Amendment is referred to as the “Amendments.”

5. Senate Bill (“SB”) 477, effective March 25, 2024, amended Accessory Dwelling Unit Law (“ADU Law”) (formerly Government Code Sections 65852.2 and 65852.22) (now Chapter 13 of Division 1 of Title 7 of the Government Code), which reorganized ADU Law and has led to references to ADU Law in the Rancho Cucamonga Municipal Code to be no longer applicable.

6. Additionally, the State of California adopted amendments to Government Code Sections 66313, 66314, and 66323, altogether known as SB 1211, effective January 1, 2025, which further amend standards and requirements for ADUs and JADUs.

7. Moreover, Assembly Bill (“AB”) 2533 prohibits the City from denying a permit for an unpermitted ADU or JADU that was constructed before January 1, 2020, unless a finding can be made that correcting the violation is necessary to comply with conditions that would otherwise deem a building substandard under Section 17920.3 of the Health and Safety Code. This law also specifies the City’s obligations to inform the public of this prohibition, the prohibition to require a homeowner to pay impact fees, and the prohibition against penalizing an applicant for having an unpermitted ADU or JADU.

8. On October 22, 2025, the Planning Commission of the City of Rancho Cucamonga conducted a noticed public hearing with respect to the Amendments and, following the

Ordinance No. 1049 – Page 2 of 11
conclusion thereof, adopted Resolution No. 2025- 035 recommending that the City Council of the City of Rancho Cucamonga adopt the Amendments.

9. On November 19, 2025, the City Council of the City of Rancho Cucamonga conducted a noticed public hearing on the Amendments and concluded said hearing on that date.

10. All legal prerequisites prior to the adoption of this Ordinance have occurred.

B. ORDINANCE

The City Council finds the foregoing recitals and their findings to be true and correct and hereby incorporates such recitals and their findings into this Ordinance.

SECTION 1. Findings. Based upon the substantial evidence presented to this Council during the above-referenced public hearing, this Council hereby finds and concludes that the changes proposed to Title 17 (Development Code) in the Amendments are consistent with the Development Code and the General Plan’s goals, policies and implementation programs. Pursuant to Section

17.22.040(C) of the Municipal Code, amendments to the Municipal Code “may be approved only when the [C]ity [C]ouncil finds that the Development Code/zoning map amendment[s] [are] consistent with the [G]eneral [P]lan goals, policies, and implementation programs.” The Amendments are consistent with the following Housing Element program:

• General Plan Housing Goal H -1 strategizes for a diverse community with a broad range of housing types and opportunities to accommodate expected new households.

Specifically, Policy H-1.1 is to encourage the development of wide range of housing options, types, and prices that will enable the City to achieve its share of the Regional Housing Needs Allocation (RHNA); Policy H -1.2 is to recognize the unique characteristics of elderly and disabled households and address their special needs; and Policy H-1.3 is to facilitate the development of ADUs to provide additional housing opportunities pursuant to State law and established zoning regulations. • General Plan Housing Goal H-4 promotes a community with quality, healthy housing, and Policy H-4.2 is to encourage the revitalization and rehabilitation of substandard residential structures.
• General Plan Housing Goal H-5 aims for a city with an efficient process for improving and developing housing. Specifically, Policy H -5.4 is to evaluate and adjust as appropriate residential development standards, regulations, and processing procedures that are determined to constrain housing development, particularly housing opportunities for lower - and moderate-income households and for persons with special needs.

SECTION 2. CEQA. The proposed Amendments (the “Project”) are exempt from or not subject to the requirements of CEQA, pursuant to State CEQA Guidelines Section 15282(h), which establishes a statutory exemption for the adoption of an ordinance regarding second units in a single-family or multifamily residential zone by a city to implement the provisions of Sections 65852.1, Article 2 (commencing with Section 66314) or Article 3 (commencing with Section 66333) of Chapter 13 of Division 1 of Title 7 of the Government Code, as set forth in Section 21080.17 of the Public Resources Code. In addition, the City Council finds that the Ordinance is exempt from further environmental review pursuant to CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility that amendments to the City’s ADU and JADU regulations in accordance with State Law will have a significant effect on the environment.

Ordinance No. 1049 – Page 3 of 11

SECTION 3. Action. The City Council hereby amends Chapter 17.100 (Accessory Dwelling Units and Junior Accessory Dwelling Units) of Article I (In General) of Title 17 (Development Code) of the Rancho Cucamonga Municipal Code in its entirety, to read as shown in Exhibit A of this Ordinance, attached hereto and incorporated herein by this reference. The Amendments have 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”).

SECTION 4. Severability. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of any competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the Ordinance would be subsequently declared invalid or unconstitutional.

SECTION 5. Effect of Ordinance. This Ordinance is intended to supersede any ordinance, resolution, and administrative regulations of the City of Rancho Cucamonga adopted by the City Council in conflict with the terms of this Ordinance.

SECTION 6. Effective Date. This Ordinance shall take effect 30 days after the date of its adoption. The City Clerk is directed to cause this Ordinance to be published and/or posted as required by law.

SECTION 7. 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.

SECTION 8. Submission of Ordinance to HCD. In compliance with Government Code Section 66326, the Planning Director is hereby directed to submit a copy of this Ordinance to the Department of Housing and Community Development within sixty (60) days after adoption.

SECTION 9. 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.

Ordinance No. 1049 – Page 4 of 11
PASSED, APPROVED, AND ADOPTED this 3rd day of December, 2025.

_____________________________
L. Dennis Michael, Mayor
ATTEST:

___________________________________
Kim Sevy, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF RANCHO CUCAMONGA )
I, Kim Sevy, City Clerk of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Ordinance was introduced at a Regular Meeting of the City Council of the City of Rancho Cucamonga held on the 19th day of November 2025, and was passed at a Regular Meeting of the City Council of the City of Rancho Cucamonga held on the 3rd day of December 2025.

AYES:

NOES:

ABSENT:

ABSTAINED:

Executed this 4th day of December 2025, at Rancho Cucamonga, California.

____________________________________
Kim Sevy, City Clerk

Ordinance No. 1049 – Page 5 of 11

EXHIBIT A

Amended Chapter:

Chapter 17.100 (Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs))

“CHAPTER 17.100 ACCESSORY DWELLING UNITS AND JUNIOR ACCESSORY

DWELLING UNITS

Section 17.100.010: Purpose.

Section 17.100.020: Applicability.

Section 17.100.030: Approval required.

Section 17.100.040: General allowances.

Section 17.100.050: Special allowances.

Section 17.100.060: Development standards for Accessory Dwelling Units.

Section 17.100.070: Development standards for Junior Accessory Dwelling Units.

Section 17.100.080: Design standards.

Section 17.100.090: Sales, rental, and occupancy requirements.

Section 17.100.100: Existing nonconforming units.

17.100.010 Purpose.

Accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) are a valuable form of housing in the City. These units meet the City's General Plan housing policies related to the development of a variety of housing options, including ones that serve the unique needs of elderly and disabled households; rehabilitation of deteriorating housing units, providing housing stock accessible to lower- and moderate-income households; and meeting the City's share of regional housing needs.

The purpose of this Chapter is to establish development standards for the construction and operation of ADUs and JADUs on lots zoned to allow single-family or multi-family residential use, including mixed-use zones, in a manner that is consistent with the requirements of State Law.

17.100.020 Applicability.

The provisions of this Chapter apply to all lots that are zoned to allow single-family or multi-family residential use. ADUs shall be deemed to be an accessory single-family residential use consistent with the General Plan and zoning designations for the lot.

ADUs are defined as an attached or detached residential dwelling unit that provides complete, independent living facilities for one or more persons, and is located on a lot with an existing or proposed primary dwelling. It shall include permanent provisions for living, sleeping, eating, cooking, and sanitation on the same parcel as the single-family or multi-family dwelling is, or will be, situated.

JADUs are defined as a unit that is no more than 500 square feet in size and contained entirely within a single-family residence. A JADU may include separate sanitation facilities or may share sanitation facilities with the existing structure.

17.100.030 Approval required.

A. A building permit is required for the construction of ADUs and JADUs, which must satisfy the requirements of the California Building Standards Code, Government Code Title 7 Division 1 Chapter 13, and the Chapter herein.

B. The application shall be approved or denied within 60 days after the City receives the completed application, or in accordance with the deadline required by Government Code

Ordinance No. 1049 – Page 6 of 11
Section 63317, as that section may be amended from time to time.

C. Notwithstanding any other provision of this Chapter to the contrary, no minor exception from any requirement of this Chapter shall be approved, nor shall any application for such a minor exception be accepted for processing.

D. Where a building permit application for an ADU or JADU is submitted with an application for a single-family dwelling or multi- family dwelling that is subject to discretionary review under this Chapter, the ADU or JADU application will be considered separately without discretionary review or public hearing, following the approval of the main dwelling unit(s).

E. Pre-approved ADU plans are available on the City’s website under the Building and Safety Department page. An application for a preapproved detached ADU plan must be approved or denied within 30 days within the current triennial California Building Standards Code rulemaking cycle or a plan that is identical to a plan used in an application for a detached ADU approved within the current triennial California Building Standards Code rulemaking cycle.

17.100.040 General allowances.

There are four categories of ADUs and JADUs in Government Code Section 66323 that are subject to the standards set forth in Title 7 Division 1 Chapter 13 Article 2 of the Government Code. Their applicability depends on whether the ADU or JADU will be locat ed on a lot with a single-family or multi-family dwelling and meets the specific requirements as follows:

A. Category 1: One ADU and one JADU per lot with an existing/proposed single-family dwelling if all of the following conditions apply:

1. The ADU or JADU is within the proposed space of a single- family dwelling or existing space of a single-family dwelling or accessory structure and may include an expansion of not more than 150 square feet beyond the same physical dimensions as the existing accessory structure and shall be limited to ingress and egress only.

2. The space has exterior access from the existing/proposed single-family dwelling.

3. The side and rear setbacks are sufficient for fire and safety.

4. The JADU complies with the requirements of Government Code Section 66333 and with the requirements set forth in Section 17.100.060.

B. Category 2: One detached, new construction ADU for a lot with an existing/proposed single- family dwelling that does not exceed four-foot side and rear yard setbacks if all of the following conditions apply. The ADU may be combined with a JADU as described in subsection (A)(1).

1. The ADU shall be no more than 800 square feet in size.

2. The ADU shall not exceed a height limit of 16 feet unless it is located within a half mile of a major transit stop or a high -quality transit corridor. In which case, the ADU shall not exceed a height limit of 18 feet.

3. An additional two feet are allowed only if necessary to match the roof pitch of the primary dwelling.

4. The ADU shall be subject to four-foot side and rear yard setbacks.

C. Category 3: Multiple ADUs, up to 25 percent of existing multi-family dwelling units, or at least one ADU, with an existing/proposed multi-family dwelling provided that the units are within the portions of existing multi -family dwelling structures that are not used as livable spaces, including, but not limited to, storage rooms, boiler rooms, passageways, attics, basements, or garages, if each unit complies with state building standards for dwellings.

D. Category 4: Multiple ADUs, not to exceed the numbers specified below, located on a lot with an existing/proposed multi-family dwelling but are detached from the multi-family dwelling and are subject to the setback and height requirements in Section 17.100.050. If the existing multi- family dwelling has a side or rear yard setback of less than four feet, the modification of the existing multi-family dwelling shall not be required as a condition of approving the application to construct an ADU that satisfies the requirements of this subsection.

1. On a lot with an existing multi- family dwelling, not more than eight detached ADUs.

However, the number of ADUs allowable pursuant to this clause shall not exceed the

Ordinance No. 1049 – Page 7 of 11
number of existing units on the lot.

2. On a lot with a proposed multi-family dwelling, not more than two detached ADUs.

17.100.050 Special allowances.

Additional ADUs shall be allowed under the following circumstances.

A. Eligibility for an Additional ADU. In all residential zones where ADUs are permitted, an additional ADU may be permitted, if all the following conditions are met:

1. The lot contains an existing or proposed primary, single-family dwelling unit.

2. The lot is a minimum size of 20,000 square feet.

B. Development Standards. The additional ADU shall comply with all applicable development standards for ADUs set forth in Section 17.100.060.

C. Unit Type Flexibility. The additional ADU may either be attached, detached, or a conversion, subject to compliance with the California Building Standards Code.

D. Ministerial Review. Applications for an additional ADU under this section shall be subject to ministerial review and approval, provided that the proposed ADU complies with all applicable standards of this section and any other relevant sections of this Chapter.

17.100.060 Development standards for Accessory Dwelling Units.

Except for applications submitted pursuant to Section 17.100.040, all ADUs shall comply with the following development standards:

A. Code Compliance. ADUs shall be constructed in accordance with the provisions of the latest edition of the California Building Standards Code and other applicable codes adopted by the City unless specifically exempted in this Chapter.

B. Existing Lots and Uses. ADUs shall be permitted if the existing or proposed lot and dwelling meet the following requirements:

1. The lot on which the ADU is proposed to be established shall contain at least one existing permanent dwelling unit or the application for the ADU shall be made concurrently with an application for at least one dwelling unit on the same lot.

2. The zoning regulations for the lot allow for the development of a single-family dwelling or multi-family use.

C. Facilities. The ADU shall have a separate entrance and shall contain kitchen and bathroom facilities separate from those of the main dwelling.

D. Utility Services. The ADU may be metered separately from the main dwelling for gas, electricity, communications, water and sewer services.

E. Fire Sprinklers. ADUs shall not be required to provide fire sprinklers if they are not required for the primary residence. For existing multi-family dwellings, the construction of an ADU shall not trigger a requirement for fire sprinklers to be installed.

F. Size and Height. The size and height of the ADU shall comply with the requirements indicated in Table 17.100.050-1 as follows:

TABLE 17.100.050-1 DEVELOPMENT STANDARDS FOR ACCESSORY DWELLING UNITS Accessory Dwelling
Unit Type Minimum Size Maximum Size (1) Height (2)
Attached 220 sq. ft.
50% of main
dwelling unit or
1,200 sq. ft.,
whichever is less
25 feet
Detached 350 sq. ft. 1,200 sq. ft. 16 feet or 18 feet (3, 4) Table Notes:
(1) The maximum size for ADUs do not include optional accessory structures, such as a garage. (2) ADUs constructed above a garage shall not exceed the height limits of the underlying zone.

Ordinance No. 1049 – Page 8 of 11
(3) ADUs shall not exceed 18 feet in height, or 20 feet to match the roof pitch of the primary structure, when located within a half mile of a major transit stop or high-quality transit corridor. (4) ADUs shall not exceed 18 feet in height when located on a lot with an existing or proposed multi -story, multi-family dwelling.

G. Lot Coverage. ADUs shall conform to the lot coverage requirements for the zone in which it is located, except where the application of the lot coverage requirement would not permit the construction of an 800-square-foot ADU that is at maximum 16 feet in height and at minimum has four-foot side and rear yard setbacks.

H. Setbacks. ADUs shall comply with the following setback requirements:

1. ADUs shall maintain at least a four-foot setback from the side and rear property lines.

2. ADUs shall maintain the front yard setback standard of the underlying zone, unless the front yard setback standard would not permit construction of an 800-square-foot ADU that is at maximum 16 feet in height and at maximum has four-foot side and rear yard setbacks.

3. Notwithstanding the above, no setback shall be required for an ADU that is within an existing structure or within a structure constructed in the same location and dimensions as an existing structure.

I. Parking. In addition to the parking required for the main dwelling (listed in Table 17.64.050- 1), parking for accessory dwelling units shall be provided as follows:

1. Newly constructed, detached ADUs shall provide a minimum of one parking space, unless otherwise exempt. The parking space(s) may be provided as tandem parking, in an enclosed garage, and/or in setback areas.

2. If parking for the ADU is provided in a garage that also provides parking for the main dwelling, the provided space(s) shall be for the exclusive use of the ADU. The space(s) shall be separated from any garage spaces for the main dwelling by a wall or othe r permanent barrier and shall have a separate or independent garage door.

3. ADUs shall utilize the same vehicular access that serves the existing main dwelling, unless the ADU has access from a public alley contiguous to the lot or is located on a corner lot for which secondary access is permitted for parking outside the street si de setback. A vehicular driveway that provides access to required parking shall have a minimum width of 10 feet.

4. When a required garage, carport, or covered parking structure for the main dwelling is converted or demolished in conjunction with the construction of an ADU, replacement of parking spaces that are eliminated by the construction of the ADU shall not be required as long as the ADU remains in use as a legal ADU.

5. Parking shall not be required for an ADU in any of the following instances:
a. Where the ADU is located within a one-half mile walking distance of public transit, such as a bus stop or train station.
b. Where the ADU is located within an architecturally and historically significant district. c. Where the ADU is part of the existing or proposed primary dwelling or an existing accessory structure.
d. When on-street parking permits are required but not offered to the occupant of the ADU.
e. When there is a car share station located within one block of the ADU. f. When a permit application for an ADU is submitted with a permit application to create a new single-family or multi-family dwelling on the same lot, provided that the ADU or the parcel satisfies any other criteria listed in this subdivision.

17.100.070 Development standards for Junior Accessory Dwelling Units.

Except for applications submitted pursuant to Section 17.100.040, all JADUs shall comply with the following development standards:

Ordinance No. 1049 – Page 9 of 11
A. A JADU shall be a minimum of 220 square feet and a maximum of 500 square feet in floor area, not including the floor area of a shared sanitation facility.

B. A JADU shall be contained entirely within the walls of the existing or proposed single- family dwelling, including attached garages or other enclosed uses. Enclosed uses within the dwelling, such as attached garages, are considered a part of the existing or proposed single- family dwelling. Therefore, JADUs are not allowed in accessory structures.

C. An exterior entry apart from the main entrance to the existing or proposed single- family residence shall be provided for the JADU.

D. A JADU may include separate sanitation facilities or may share sanitation facilities with the main dwelling. If shared, the JADU shall have interior entry, separate from the main entrance to the structure, to allow access to the shared sanitation facilities.

E. A JADU shall include an efficiency kitchen, which shall include the following:

1. A cooking facility with appliances.

2. A food preparation counter and storage cabinets that are of reasonable size in relation to the size of the JADU.

F. Additional parking shall not be required for a JADU.

17.100.080 Design standards.

Except for applications submitted pursuant to Section 17.100.040, ADUs and JADUs located in the front yard, adjacent to the main dwelling, and/or visible from the public right -of-way shall comply with the following design standards:

A. Exterior stairs shall not be visible from any public right-of-way, excluding alleys or trails, except those leading from the finished grade to the first floor.

B. The color, material, and texture of the roof shall be substantially the same as the main dwelling.

C. The color, material, and texture of all building walls shall be substantially the same as the main dwelling.

D. Permitted driveways and walkways shall occupy no more than 50 percent of the front yard area, in accordance with Section 17.56.070.

E. Additional design considerations may be necessary for historic resources to prevent adverse impacts on any property that is listed in the California Register of Historical Resources. An ADU or JADU proposed for a property under a Mills Act contract must co mply with all Mills Act guidelines, including conformance to the Secretary of the Interior Standards for the Treatment of Historic Properties. Pursuant to Section 17.18.100, any alteration made for preservation, rehabilitation, restoration, or relocation of historic resources may be made according to the requirements of the latest adopted state historical building code.

17.100.090 Sales, rental, and occupancy requirements.

A. Sales and Separate Conveyance. The sale or separate conveyance of an ADU separate from the main dwelling is prohibited, except when all the following conditions apply:

1. The ADU or primary dwelling was built or developed by a qualified nonprofit corporation.

2. There is an enforceable restriction on the use of the land pursuant to a recorded contract between the qualified buyer and the qualified nonprofit corporation that satisfies all of the requirements specified in Section 402.1 of the Revenue and Taxation Code.

3. The property is held pursuant to a recorded tenancy in common agreement that includes all the following conditions:
a. The agreement allocates to each qualified buyer an undivided, unequal interest in the property based on the size of the dwelling unit that each qualified buyer occupies. b. A repurchase option that requires the qualified buyer to first offer the qualified nonprofit corporation to buy the ADU or main dwelling if the buyer desires to sell or convey the property.

Ordinance No. 1049 – Page 10 of 11
c. A requirement that the qualified buyer occupy the ADU or primary dwelling as the buyer’s principal residence.
d. Affordability restrictions on the sale and conveyance of the ADU or primary dwelling that ensure the ADU and primary dwelling will be preserved for low -income housing for 45 years for owner-occupied housing units and will be sold or resold to a qualified buyer.
e. If the tenancy in common agreement is recorded after December 31, 2021, it shall also include all the following:
i. Delineation of all areas of the property that are for the exclusive use of a cotenant.

Each cotenant shall agree not to claim a right of occupancy to an area delineated for the exclusive use of another cotenant, provided that the latter cotenant’s obligations to each of the other cotenants have been satisfied. ii. Delineation of each cotenant’s responsibility for the costs of taxes, insurance, utilities, general maintenance and repair, improvements, and any other costs, obligations, or liabilities associated with the property. This delineation shall only be binding on the other parties to the agreement, and shall not supersede or obviate the liability, whether joint and several or otherwise, of the parties for any cost, obligation, or liability associated with the property where such liability is otherwise established by law or by agreement with a third party. iii. Procedures for dispute resolution among the parties before resorting to legal action.

4. A grant deed naming the grantor, grantee, and describing the property interests being transferred shall be recorded in the county in which the property is located. A Preliminary Change of Ownership Report shall be filed concurrently with this grant deed pursuant to Section 480.3 of the Revenue and Taxation Code.

5. Notwithstanding Government Code Section 66324, if requested by a utility providing service to the primary dwelling, the ADU has a separate water, sewer, or electrical connection to that utility.

6. Nothing in this section limits the ability of an ADU to be sold or otherwise conveyed separate from the primary dwelling as a condominium. However, it does not imply it is allowed outside of meeting all the conditions in this section.

B. Rental Terms. Any rental of an ADU or JADU shall be for a period exceeding 30 consecutive days.

C. Owner Occupancy for JADUs. The owner must reside in either the remaining portion of the primary dwelling or in the newly created JADU. Owner occupancy shall not be required when the owner is another governmental agency, land trust, or housing organization.

17.100.100 Existing nonconforming units.

A. Notwithstanding any other law, and except as provided in subsection B, the City will not deny a permit for an unpermitted ADU or JADU that was constructed before January 1, 2020, based on the following:

1. The ADU or JADU is in violation of building standards pursuant to Division 13 Part 1.5 Chapter 5 Article 1 of the Health and Safety Code.

2. The ADU or JADU does not comply with Title 7 Division 1 Chapter 13 Article 2 or Article 3 of the Government Code, as applicable, or a local ordinance regulating ADUs or JADUs.

B. Notwithstanding subsection A, the City may deny a permit to an unpermitted ADU or JADU described in subsection A if the local agency finds that a correction of the violation is necessary to comply with the standards identified in Section 17920.3 of the Health and Safety Code.

C. Homeowners may obtain a confidential third-party code inspection from a licensed contractor to determine the unit’s existing condition or potential scope of building improvements prior to

Ordinance No. 1049 – Page 11 of 11
submitting a building permit application.

D. A homeowner applying for a permit for a previously unpermitted ADU or JADU constructed before January 1, 2020, shall not be required to pay impact fees or connection or capacity charges except when utility infrastructure is required to comply with Section 17920.3 of the Health and Safety Code and when the fee is authorized by subdivision (e) of Section 66324 of the Government Code.

E. Subject to compliance with Section 17920.3 of the Health and Safety Code, upon receiving an application to permit a previously unpermitted ADU or JADU constructed before January 1, 2020, an inspector may inspect the unit for compliance with health and safety standards and provide recommendations to comply with code that may be necessary to obtain a permit.

Should the inspector find noncompliance with health and safety standards, the City shall not penalize the applicant for having the unpermitted ADU or JAD U and will approve necessary permits to correct noncompliance with health and safety standards.”

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager-Community Development Jennifer Nakamura, CNU-A, Planning Director
SUBJECT: Consideration of Second Reading and Adoption of the Following:

ORDINANCE NO. 1050

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,

CALIFORNIA, DISSOLVING THE TRAILS ADVISORY COMMITTEE,

APPROVING A MUNICIPAL CODE AMENDMENT TO AMEND
SECTION 12.20.080 OF CHAPTER 12.20 OF TITLE 12 AND
SECTIONS 17.20.020 AND 17.20.040 OF TITLE 17 OF THE

MUNICIPAL CODE TO ELIMINATE REFERENCES TO THE TRAILS

ADVISORY COMMITTEE, AND MAKING A FINDING OF EXEMPTION

FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT
PURSUANT TO SECTIONS 15061(B)(3) AND 15378(B)(5)
RECOMMENDATION:

Staff recommends the City Council waive full reading and adopt Ordinance No. 1050, amending sections 12.20.080, 17.20.020 and 17.20.040 of the Municipal Code to dissolve the Trails Advisory Committee.

BACKGROUND:

The introduction and first reading of the above-entitled Ordinance was conducted at the Regular City Council Meeting of November 19, 2025. Votes at first reading: AYES: Kennedy, Hutchison, Scott, Stickler. ABSENT: Michael.

ANALYSIS:

Please refer to the November 19, 2025, City Council Staff Report.

FISCAL IMPACT:

Please refer to the November 19, 2025, City Council Staff Report.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Please refer to the November 19, 2025, City Council Staff Report.

ATTACHMENTS:

Attachment 1 – Ordinance No. 1050

ATTACHMENT 1
ORDINANCE NO. 1050

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,

CALIFORNIA, DISSOLVING THE TRAILS ADVISORY

COMMITTEE, APPROVING A MUNICIPAL CODE AMENDMENT
TO AMEND SECTION 12.20.080 OF CHAPTER 12.20 OF TITLE
12 AND SECTIONS 17.20.020 AND 17.20.040 OF TITLE 17 OF

THE MUNICIPAL CODE TO ELIMINATE REFERENCES TO THE

TRAILS ADVISORY COMMITTEE, AND MAKING A FINDING OF

EXEMPTION FROM THE CALIFORNIA ENVIRONMENTAL
QUALITY ACT PURSUANT TO SECTION S 15061(B)(3) AND
15378(B)(5)
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 a municipal corporation, duly organized under the constitution and laws of the State of California.

B. Policy H-5.1 of the City of Rancho Cucamonga 2021-2029 Housing Element states that the City will consider new policies, codes and procedures that have the potential to reduce procedural delays, provide information early in the development process regarding development costs, and charge only those fees necessary to adequately carry out needed public services and improvements. Program HE-10 of the City of Rancho Cucamonga 2021- 2029 Housing Element states tha t the City will continue to evaluate and improve the permit processing procedures to facilitate residential development. Additionally, one of the City’s pro- housing designation commitments is to streamline the processing of housing development applications through the reduction in the number of public meetings required.

C. The Trails Advisory Committee is an advisory committee of the City Council of the City of Rancho Cucamonga, subject to the Ralph M. Brown Act (Gov. Code, § 54950), that is tasked with discussing and providing recommendations to the City Council on the development of the City's trail system and trail design standards . Since the establishment of the Committee in 1981, the Committee has also been tasked with review ing and make recommendations to the Planning Commission of the City of Rancho Cucamonga regarding trail locations and the application of trail design standards for development proposals within the City. The Committee, however, has not met in nearly two years.

D. In accordance with Policy H-5.1, Program HE -10 and the City’s pro -housing designation commitments, t he City desires to dissolve the Trails Advisory Committee. The dissolution of the Committee will streamline the City’s processing of housing development applications through the elimination of a public meeting before the Committee and the elimination of duplicate reviews since the City has adopted a trails implementation plan that sets forth the standards for the development of trails by project applicants.

E. Additionally, the City is proposing amendments to the Municipal Code to eliminate references to the Trails Advisory Committee. The City has prepared Municipal Code Amendment DRC2025-00254, as described in the title of this Ordinance, which include amendments to the City’s Development Code. Hereinafter in this Ordinance, the subject Municipal Code Amendment is referred to as the “Amendments”.

Ordinance No. 1050 - Page 2 of 7
F. On October 22, 2025, the Planning Commission of the City of Rancho Cucamonga conducted a noticed continued public hearing with respect to the A mendments and, following the conclusion thereof, adopted Resolution No. 202 5-034 recommending that the City Council of the City of Rancho Cucamonga adopt the Amendments.

G. On ________ ____, 2025, the City Council of the City of Rancho Cucamonga conducted a noticed public hearing on the Amendments and concluded said hearing on that date.

H. All legal prerequisites prior to the adoption of this Ordinance have occurred.

Section 2. Ordinance.

A. Recitals. The City Council finds the foregoing recitals and their findings to be true and correct, and hereby incorporates such recitals and their findings into this Ordinance.

B. Findings.
1) Based upon the substantial evidence presented to this Council during the above-referenced public hearing, this Council hereby finds and concludes that the changes proposed to Title 17 (Development Code) in the Amendments are consistent with the Development Code and the General Plan’s goals, policies and implementation programs. Pursuant to Section

17.22.040(C) of the Municipal Code, amendments to the Municipal Code “may be approved only when the [C]ity [C]ouncil finds that the Development Code/zoning map amendment[s] [are] consistent with the [G]eneral [P]lan goals, policies, and implementation programs.” The Amendments are consistent with the following Housing Element Goal:
a) H-5.1: Development Review Processes. The City will consider new policies, codes and procedures that have the potential to reduce procedural delays, provide information early in the development process regarding development costs, and charge only those fees necessary to adequately carry out needed public services and improvements 2) The Amendments have 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 dissolution of the Trails Advisory Committee and the proposed Amendments (the “Project”) are exempt from or not subject to the requirements of CEQA and the State CEQA Guidelines pursuant to CEQA Guidelines Sections 15061(b)(3) and 15378(b)(5) because it can be seen with certainty that there is no possibility that either the Committee dissolution or the proposed Amendments, eliminating references to the dissolved Trails Advisory Committee within the Municipal Code, will not have a significant effect on the environment , and because the Project constitutes and administrative process of the City and/or organizational and administrative activities of the City that will not result in direct or indirect physical changes in the environment. The City Council has reviewed the administrative record concerning the Committee dissolution and the proposed Amendments and the proposed CEQA determination, and based on its own independent judgment, finds that the Committee dissolution and the Amendments set forth in this Ordinance are not subject to, or exempt from, the requirements of CEQA pursuant to CEQA Guidelines Sections 15061(b)(3) and 15378(b)(5).

D. The City Council hereby dissolves the Trails Advisory Committee effective upon the effective date of this Ordinance.

Ordinance No. 1050 - Page 3 of 7
E. The City Council hereby amends Subsection (B) of Section 12.20.080 (Performance Measures and Implementation) of Chapter 12.20 (Complete Street Program) of Title 12 (Streets, Sidewalks, and Public Places) of the Rancho Cucamonga Municipal Code to read as shown in Exhibit A of this Ordinance, attached hereto and incorporated herein by this reference.

F. The City Council hereby amends Section 17.04.020 (Planning Agency) of Article I (In General) of Title 17 (Development Code) of the Rancho Cucamonga Municipal Code to delete Subsection (C) and renumber Subsections ( D) through (G) to Subsections ( C) through (F), respectively, to read as shown in Exhibit A of this Ordinance, attached hereto and incorporated herein by this reference.

G. The City Council hereby amends Subsection (C)(3) of Section 17.20.040 (Major Design Review) of Chapter 17.20 (Planning Commission Decisions) of Article II (Land Use and Development Procedures) of Title 17 (Devel opment Code) of the Rancho Cucamonga Municipal Code to read as shown in Exhibit A of this Ordinance, attached hereto and incorporated herein by this reference.

Section 3. Severability. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of any competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance.

The City Council hereby declares that it would have passed this Ordinance, and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to wheth er any portion of the Ordinance would be subsequently declared invalid or unconstitutional.

Section 4. Effect of Ordinance. This Ordinance is intended to supersede any ordinance, resolution, and administrative regulations of the City of Rancho Cucamonga adopted by the City Council and the Planning Commission in conflict with the terms of this Ordinance.

Section 5. Effective Date. This Ordinance shall take effect 30 days after the date of its adoption.

The City Clerk is directed to cause this Ordinance to be published and/or posted as required by law.

Section 6. 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 wai ver of any penalty or the penal provisions applicable to any violation thereof.

Section 7. 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.

Ordinance No. 1050 - Page 4 of 7
PASSED, APPROVED, AND ADOPTED this __ day of ________, 2025.

L. Dennis Michael, Mayor

ATTEST:

__________________________
Kim Sevy, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF RANCHO CUCAMONGA )

I, Kim Sevy, City Clerk of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Ordinance was introduced at a Regular Meeting of the City Council of the City of Rancho Cucamonga held on the ____ day of ________, 2025, and was passed at a Regular Meeting of the City Council of the City of Rancho Cucamonga held on the ____ day of ________, 2025.

AYES:

NOES:

ABSENT:

ABSTAINED:

Executed this ____ day of ________, 2025, at Rancho Cucamonga, California.

______________________________________
Kim Sevy, City Clerk

Ordinance No. 1050 - Page 5 of 7

EXHIBIT A

Amendments to Subsection (B) of Section 12.20.080 of Chapter 12.20 of Title 12 of the Rancho Cucamonga Municipal Code

Amended Subsection:

Subsection (B) of Section 12.20.080 (Performance Measures and Implementation)

Subsection 12.20.080(B):

“B. The city shall conduct targeted outreach and encourage public participation in its decisions concerning street design and use. Community input includes the park and recreation commission.”

Amendments to Section 17.04.020 of Article I of Title 17 of the Rancho Cucamonga Municipal Code

Amended Section:

Section 17.04.020 (Planning Agency)

Section 17.04.020:

Ҥ 17.04.020 Planning agency.

Government Code § 65100 requires each jurisdiction to establish a planning agency to carry out the land use and planning functions of the jurisdiction. The functions of the planning agency, as designated by the title, shall be carried out by the following bodies. In the absence of an assignment, the city council shall retain responsibility and authority as the legislative body of the city.

A. Planning director. The planning director, or designee, shall have the responsibility and authority to administer and enforce this title as follows:

1. Application process. Receive and review all applications for development pursuant to this title. Processing includes but is not limited to the certification of completed applications, the establishment of a permanent file, posting of public notices, collec tion of applicable fees, preparation of reports, processing of appeals, and presentation of staff reports to the development review committees, planning commission, historic preservation commission, and city council.

2. Interpretation. Interpret the provisions and advise the public on the requirements of this title.

3. Amendment. Initiate action for amendment of this title where it is determined that such amendment would better implement the general plan goals and objectives and increase its effectiveness and/or improve or clarify the contents of this title.

4. Permit issuance. Issue permits under this title and certify that all such permits are in full conformance with its requirements.

5. Coordination. Refer and coordinate matters related to the administration of this title with other agencies and city departments and provide information on the status of all development permits.

Ordinance No. 1050 - Page 6 of 7

6. Authority. Serve as the administrative zoning body and exercise that authority set forth in Government Code § 65900 et seq.

B. Design review committee. The design review committee is responsible for reviewing the architecture (including material, finish, colors, and trim), site layout, building plotting, landscaping, compatibility with surrounding properties, and, when appropriate, signs, of new development. The committee's emphasis is on quality design in the community as described in the city's general plan and this title. The design review committee consists of two planning commissioners and the planning director (or designee).

C. City manager. The city manager or designee shall oversee the work of the planning director and shall exercise such other powers and duties as are prescribed by state law or local ordinance, or as directed by the city council.

D. Planning commission. Pursuant to Government Code § 65101, and as provided in chapter 2.20, the city has an established planning commission. The planning commission shall have the following land use responsibilities:

1. Hear and decide applications for entitlements as provided in article II (Land Use and Development Procedures).

2. Initiate studies of amendments to this title and make recommendations to the city council for amendments as provided in article II (Land Use and Development Procedures) and in Government Code § 65853.

3. Hear and make recommendations to the city council on applications for zoning amendments, the general plan and amendments thereto, specific plans, prezoning, and other related planning studies.

4. Exercise such other powers and duties as are prescribed by state law or local ordinance, or as directed by the city council.

E. Historic preservation commission. Members of the planning commission are appointed to serve as the city's historic preservation commission. The historic preservation commission is responsible for determining which buildings and/or sites are historic, designating local historic landmarks, and approving alterations to local landmarks.

F. City council. The city council is the legislative body of the city and shall have the following land use responsibilities:

1. Hear and decide appeals of the planning commission.

2. Hear and decide applications for permits and entitlements as listed in article II (Land Use and Development Procedures).

3. Direct planning-related policy amendments and special studies as necessary or desired.

4. Exercise such other powers and duties as are prescribed by state law or local ordinance.”

Ordinance No. 1050 - Page 7 of 7
Amendments to Subsection (C)(3) of Section 17.20.040 of Chapter 17.20 of Article II of Title 17 of the Rancho Cucamonga Municipal Code

Amended Subsection:

Subsection (C)(3) of Section 17.20.040 (Major Design Review)

Subsection 17.20.040(C)(3):

“3. Proposals submitted pursuant to this section may also require review by other necessary committees as applicable.”

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager-Community Development Jennifer Nakamura, CNU-A, Planning Director
Aracely Estrada, Management Analyst I
SUBJECT: Consideration of Second Reading and Adoption of the Following:

ORDINANCE NO. 1051

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, REPEALING ORDINANCE NO. 89 ADOPTING A

DESIGN REVIEW PROCEDURE WHICH ESTABLISHES A DESIGN

REVIEW COMMITTEE AND DESIGN REVIEW CRITERIA
RECOMMENDATION:

Staff recommends the City Council waive full reading and adopt Ordinance No. 1051.

BACKGROUND:

The introduction and first reading of the above-entitled Ordinance was conducted at the Regular Council meeting of November 19, 2025. Votes at first reading: AYES: Kennedy, Hutchison, Scott, Stickler. ABSENT: Michael.

ANALYSIS:

Please refer to the November 19, 2025, City Council staff report.

FISCAL IMPACT:

Please refer to the November 19, 2025, City Council staff report.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Please refer to the November 19, 2025, City Council staff report.

ATTACHMENTS:

Attachment 1 – Ordinance 1051

Ordinance No. 1051 Page 1 of 3
ORDINANCE NO. 1051

AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, REPEALING ORDINANCE NO. 89 ADOPTING A

DESIGN REVIEW PROCEDURE WHICH ESTABLISHES A

DESIGN REVIEW COMMITTEE AND DESIGN REVIEW

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

Section 1. Recitals.

A. In 1979 the City Council of the City Rancho Cucamonga (“City”) adopted Ordinance 89 and the City’s Planning Commission adopted Resolution 79-61, both collectively establishing the Design Review Committee as an advisory body to the Planning Commission and City Council and applicable governing regulations in order to support the implementation of the General Plan.

B. The Design Review Committee is a recommending body with the authority to review architectural and site plan elements as defined by Municipal Code Section 17.04.020.

The Design Review Committee has further been operating under the guidance of established documentation such as Rancho Cucamonga’s 2023 Boards/Commissions/Committees Staff Liaison Handbook.

C. In order to better define the role of the Design Review Committee considering recent changes to State law governing land use and land development procedures, City staff have prepared draft administrative regulations, otherwise referred to as the DRC Bylaws.

Planning Commission Resolution 2025-033 repealed the previous Planning Commission Resolution 79-61.

D. On October 22, 2025, the Planning Commission of the City of Rancho Cucamonga considered the proposed DRC Bylaws, and following the receipt of public comment, adopted Resolution No. 2025-033 approving the DRC Bylaws and repealing Planning Commission Resolution 79-61.

E. The City Council desires to repeal Ordinance No. 89, as the Planning Commission’s adoption of the DRC Bylaws by adoption of Resolution No. 2025-033 now provide the governing regulations for the Design Review Committee.

Section 2. Ordinance.

A. Recitals. The City Council finds the foregoing recitals and their findings to be true and correct, and hereby incorporates such recitals and their findings into this Ordinance.

B. Ordinance No. 89 (An Ordinance of the City of Rancho Cucamonga, California, Adopting a Design Review Procedure Which Establishes a Design Review Committee and Design Review Criteria) is hereby repealed in its entirety.

Attachment 1

Ordinance No. 1051 Page 2 of 3
Section 3. CEQA. Pursuant to the California Environmental Quality Act (“CEQA”) and the City’s local CEQA Guidelines, the City Council finds that adoption of this Ordinance is covered by general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. The City Council finds that there is no possible significant effect directly related to adoption of this Ordinance, therefore no further action is required under CEQA pursuant to Section 15061(b)(3) of the State CEQA Guidelines (14 CCR § 15061(b)(3)).

This is because this Ordinance will result in no potential development that could have an environmental impact.

Section 4.Severability. The City Council declares that, should any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance for any reason be held invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

Section 5.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.

Section 6. Publication. The City Clerk shall certify to the adoption of this Ordinance and shall cause it to be published in the manner required by law.

PASSED, APPROVED, AND ADOPTED this 3rd day of December, 2025.

L. Dennis Michael, Mayor
ATTEST:
__________________________
Kim Sevy, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF RANCHO CUCAMONGA )
I, Kim Sevy, City Clerk of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Ordinance was introduced at a Regular Meeting of the City Council of

Ordinance No. 1051 Page 3 of 3
the City of Rancho Cucamonga held on the 19 th day of November, 2025, and was passed at a Regular Meeting of the City Council of the City of Rancho Cucamonga held on the 3 rd day of December, 2025.

AYES:

NOES:

ABSENT:

ABSTAINED:

Executed this 4th day of December, 2025, at Rancho Cucamonga, California. __________________________
Kim Sevy, City Clerk

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager, Administrative Services Jevin Kaye, Finance Director
Michael Parmer, Engagement and Special Programs Director Zack Neighbors, Building & Safety Director
Jason Welday, Engineering Services Director
Wessley Garcia, Library Director
Maritza Martinez, Public Works Director
Nathan Hunt, Community Services Deputy Director
Daniel Akers, Public Works Deputy Director
Crystal Zuniga, Community Services Superintendent
Darrell Richardson, Management Analyst II
Deborah Allen, Management Analyst I
Brittany Gulley, Management Analyst I
Jonathan Hilton, Management Analyst I
SUBJECT: Public Hearing to Consider Establishing, Repealing, and Amending Certain Service and User Fee Adjustments for Various Departments (Building & Safety, Community Services, Engagement and Special Programs, Engineering Services, Library Services, and Public Works), and Consider a Resolution Approving Such New, Amended, and Repealed Service and User Fees. (RESOLUTION NO. 2025-097) (CITY) RECOMMENDATION:

Staff recommends the City Council take the following actions:

1. Conduct a public hearing on the proposed new, amended, and repealed fees;

2. Adopt a Resolution to establish new fees, repeal outdated fees, and amend certain existing fees for Citywide service and user fees
BACKGROUND:

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

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

3 1
9 5
costs. Additionally, to reduce the number of fees brought before the City Council annually, certain fees are adjusted annually by applying a fee escalator approved by prior resolutions. Further, the City Council has by longstanding practice sought to recover from new development, as close to 100% of actual costs, through fees, as is practical.

This report covers requests for revisions to fees for the following departments: Building & Safety, Community Services, Engagement and Special Programs, Engineering Services, Library Services, and Public Works.

ANALYSIS:

It is necessary for the City to periodically update its user fees to ensure that fees charged are commensurate to the estimated cost of providing individualized services. Fee studies are conducted to justify modifications to fees as needed. For many years the City has (except for Development Impact Fees which represent actual construction costs) used a time (hours of labor) and wages (cost per hour) methodology to ensure it provides accurate cost recovery without exceeding actual costs. The following user fee adjustments are detailed in the first proposed Resolution (Attachment 1):

Building & Safety
The Building and Safety Department is proposing several fee adjustments to promote equity and stronger alignment between fees, project scope, and staff time.

The fire sprinkler fee is being bifurcated for production and tenant improvement projects, with assessments now based on the number of sprinkler heads, systems, or floors in increments of three (3). A new Energy Storage System (ESS) fee category is being introduced to ensure consistent treatment and cost recovery for renewable energy installations. The tile reroof fee is reduced to match the composition reroof rate for equitable treatment among property owners with differing roofing materials. A new retaining wall fee structure introduces a subset fee for walls up to 30 feet, while the 31–100-foot range replaces the previous 1–100-foot range at the same rate.

This update provides a more detailed breakdown that lowers costs for smaller projects while maintaining alignment with staff time requirements. Lastly, two (2) new Egress Lighting fees are introduced to fill a gap in the fee schedule, ensuring equitable and practical cost recovery for new egress lighting systems.

Collectively, these updates ensure that all fees more accurately reflect the resources required for plan review and inspection while maintaining fairness and transparency among stakeholders.

Building & Safety
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
0 2 0 4
Community Services
During the Fiscal Year 2025/26 user fee review process, the Community Services Department reviewed all department fees and conducted a comprehensive analysis of thirty-six (36) existing fees to ensure alignment with operational practices and service delivery standards. As a result of this review, ten (10) fees were recommended for removal, two (2) fees were revised to clarify language and applicability, and five (5) fees were adjusted in value to more accurately reflect the cost of service. The fee removals primarily addressed items that were either obsolete, redundant,

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or no longer operationally supported, including but not limited to the Mobile Dry Erase Whiteboard, Additional Stage Pieces, Ticket Exchange Fee, and Votive with Tealight.

In addition to the recommended removals and revisions, seven (7) new fees were introduced to establish equitable cost recovery for newly implemented or restructured services. Notable additions include the Audio/Visual (AV) Package at Central Park, designed to simplify customer transactions through bundled rental options; the Box Office Setup and Box Office Ticketing Services fees at the Victoria Gardens Cultural Center, developed to improve transparency and ensure cost recovery for labor and administrative resources; and the Choir Riser Rental Fee, implemented to reflect the introduction of new equipment available for public use. Each new fee was developed through an evidence-based evaluation of resource utilization and service demand.

Collectively, these actions reflect the Department’s continued commitment to prudent fiscal management and operational accountability. The recommended modifications ensure that user fees remain consistent with industry standards, support sustainable service delivery, and uphold the overarching objective of maintaining a fair and transparent fee structure responsive to community needs.

Community Services
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
4 1 10 7
Engagement and Special Programs
The Engagement and Special Programs Department is proposing fee updates for the City’s Level 2 (AC) and Level 3 (DC) ChargePoint Electric Vehicle (EV) charging stations. Pricing has not been updated in multiple years and has not kept pace with rising electricity and operational costs.

As part of this update, the City would like to standardize EV charging fees to per kilowatt-hour (kWh) instead of per hour, which aligns with market rate and industry standards.

Staff recommend updating Level 2 pricing from $1.50/hr. to $0.35/kWh and Level 3 pricing from $0.35/kWh to $0.55/kWh. This proposed update includes implementing a uniform Idling Fee of $10.00 per hour, applied after a 25-minute grace period once charging has stopped, and applicable to all locations to encourage timely vehicle movement and ensure full utilization of the chargers by all drivers. The proposed pricing improves transparency and helps to ensure long- term sustainability of the EV program.

Engagement and Special Programs
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
2 0 0 1

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Engineering Services
The Engineering Department is proposing updates to maintain consistency and accuracy within the Master Fee Schedule. The Electric, Telephone, and Cable Television fees under Undergrounding Overhead Utilities were removed and replaced with a statement directing that the applicant shall submit a detailed estimate prepared by a qualified registered engineer in accordance with City Ordinance 1045, following City Council approval of agenda item E1 on September 3, 2025. In addition, a new category for the Non-Residential Affordable Housing Development Impact Fee was added in accordance with Resolution 2021-131 and Ordinance 991, as it had not been previously included in the Master Fee Schedule.

Engineering Services
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
0 0 0 3
Library
The Library Department is proposing to add one (1) Cancellation and Rescheduling Fee for the Exhibition Space under Indoor Facility Rentals at Second Story and Beyond®, and to remove the large room categories and their respective deposit fees from Indoor Facility Rentals, as large rooms are no longer part of the library’s rental offerings following the recent build-out of the space.

Library
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
0 0 9 1
Public Works
The Public Works Department is proposing new fee-based programs to support Urban Forestry operations, along with two existing fee updates for Lien Administration and Lien Release.

Trees within the City are maintained on a grid cycle, with grids established based on Landscape Maintenance District budgets. The Residential Service Request Program will allow residents to request tree pruning outside of the normal grid cycle at the contractor’s rate and the resident’s expense.

Public Works also receives requests from the community to dedicate memorial trees within City parks and landscaped areas. The Memorial Tree Dedication Program, which has been inactive for several years, will be reinstated to formalize the associated fees within the Master Fee Schedule and allow residents to dedicate trees planted by Public Works staff.

The Lien Administration Fee recovers staff time to research delinquent accounts, determine eligibility for assessment, conduct public hearings, and process lien placements through the San Bernardino County Tax Collector and Recorder. The Lien Release Fee covers the cost of releasing liens once debts are paid in full. Both fees were last updated on December 2, 2020, and continue to ensure proper cost recovery for these administrative services.

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Public Works
Number of
Increased Fees
Number of
Reduced Fees
Number of
Removed Fees
Number of
New Fees
2 0 0 13
Employment Cost Index (ECI):

To ensure consistency across all City departments and the Fire District, staff recommends standardizing the language governing annual Employment Cost Index (ECI) adjustments for user fees. The Community Services Department, Library Services Department, and Fire District fee schedules previously referenced that ECI-based fee adjustments would be “rounded up to the nearest whole dollar.” This language has been revised to align with the standardized format used by all other City departments, which specifies that adjustments shall be “rounded to the nearest whole dollar,” ensuring consistency in the fee schedule presentation. Staff further recommends pausing the ECI escalator for the Building & Safety Department’s Solar/photovoltaic up to 15 kW – Residential fee to remain compliant with Assembly Bill 1132’s caps on residential photovoltaic permitting fees.

Effective Date of Fees:

Fees approved through the adoption of the attached Resolution and incorporated into the Master Fee Schedule would be effective January 1, 2026, with the exception of the Community Services Department’s fees, which would take effect on July 1, 2026. As previously approved by City Council, the annual fee adjustments would be effective on the first day of each fiscal year, July 1, as set forth in the fee resolutions, and staff would update the Master Fee Schedule accordingly.

PUBLIC NOTICE:

Pursuant to Government Code Section 65090, this item was advertised fifteen (15) days in advance as a public hearing (1/8-page ad) in the Inland Valley Daily Bulletin newspaper.

FISCAL IMPACT:

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

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This action supports the Council's Core Value of intentionally embracing and anticipating the future by ensuring fees remain aligned with actual costs over time.

ATTACHMENTS:

Attachment 1 - Resolution No. 2025-097

Resolution No. 2025-097 - Page 1 of 7
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RESOLUTION NO. 2025-097

A RESOLUTION OF THE CITY COUNCIL OF RANCHO

CUCAMONGA, CALIFORNIA, ESTABLISHING, REPEALING,

REVISING, AND UPDATING VARIOUS FEES APPLICABLE TO

BUILDING & SAFETY, COMMUNITY SERVICES, ENGAGEMENT
& SPECIAL PROGRAMS, ENGINEERING SERVICES, LIBRARY,

AND PUBLIC WORKS DEPARTMENTS
A Recitals.

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

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

3. On December 3, 2025, City Council of the City of Rancho Cucamonga conducted a duly noticed public hearing on the amendment.

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

B. Resolution.

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

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

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

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

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

SECTION 5: To ensure consistency across all City departments, the language governing annual Employment Cost Index (ECI) adjustments for user fees has been standardized.

Specifically, the Community Services Department, Library Department, and Fire District fee schedules previously referenced adjustments being “rounded up to the nearest whole dollar.” This language has been revised to align with all other City departments, which state that ECI ATTACHMENT 1

Resolution No. 2025-097 - Page 2 of 7
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adjustments shall be “rounded to the nearest whole dollar.” This revision standardizes rounding methodology Citywide. In addition, the ECI escalator for the Building and Safety Department’s Solar/photovoltaic up to 15 kW – Residential fee will be paused to ensure continued compliance with Assembly Bill 1132, which establishes caps on residential photovoltaic permitting fees.

SECTION 6: Building & Safety
a. The City hereby amends Resolutions 23-121, and adopts the following fees for services performed by the Building & Safety department effective January 1, 2026:

Title Summary of Change Current Fee New Fee % Change
Egress Lighting Fee - 0 -
100 Fixtures New Fee. N/A $483 N/A
Egress Lighting Fee - Each
additional 100 Fixtures New Fee. N/A $322 N/A
Energy Storage System New Fee. N/A $233 N/A
Retaining wall - Up to 30
linear ft New Fee. N/A $332 N/A
Retaining Wall – 31-100
linear ft
Fee title adjustment from
“Retaining wall- 1st 100 linear
ft” to “Retaining Wall – 31-100
linear ft”.
$511 N/A N/A
Residential Tile Roof up to
2,000 sq ft Fee Adjustment. $456 $338 -26%
Residential Tile Roof- each
additional 1,000 sq ft Fee Adjustment. $249 $166 -33%
SECTION 7: Community Services Department
a. The City hereby amends Resolutions 2019-092, and 2021-129 effective July 1, 2026, and adopts the following fees which will further have ECI adjustments applied as applicable, for services performed by the Community Services Department:

Title Summary of Change Current Fee New Fee % Change
Audio / Stationary Video
Recording of Performance New Fee. N/A $75 N/A
AV Package New Fee. N/A $75 N/A
Box Office Ticketing
Services New Fee. N/A $185 N/A
Box Office Ticketing
Services Setup New Fee. N/A $110 N/A

Resolution No. 2025-097 - Page 3 of 7
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Choir Risers New Fee. N/A $150 N/A
Marquee - Exclusive Use
and/or Turn Off New Fee. N/A $500 N/A
Ticket Printing Setup New Fee. N/A $75 N/A
Additional Stage Piece
(min. 2) Fee Removal. $25 N/A N/A
Box Office Services Fee Removal. $250 N/A N/A
Marquee- Exclusive Use Fee Removal. $250 N/A N/A
Marquee- Turn off Fee Removal. $75 N/A N/A
Mobile Dry Erase
Whiteboard Fee Removal. $25 N/A N/A
Stage Steps Fee Removal. $25 N/A N/A
Ticket Exchange Fee Fee Removal. $2 N/A N/A
Ticket Reprint Fee Fee Removal. $2 N/A N/A
Uplighting Fee Removal. $59 N/A N/A
Votive with tealight Fee Removal. $0.25 N/A N/A
Marketing E-Newsletter
Inclusion
Fee Adjustment. Changing
fee from “Based on
quantity” to a set rate per
email.
“Based on
quantity” $0.015 N/A
Marquee- Artwork Setup
fee Fee Adjustment. $75 $125 67%
Marquee- Additional slide
added to scheduled
rotation
Fee Adjustment. $35 $50 43%
Ticket Mailing Fee Fee Adjustment. $1.50 $2.50 67%
Ticket Printing Only Fee Adjustment. $75 $55 -27%

Resolution No. 2025-097 - Page 4 of 7
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b. The new fees set forth in section 7a shall be adjusted annually, commencing on July 1, 2026, and each year thereafter, without further action of the City Council, based on the Employment Cost Index for State and Local Government Employees, Total Compensation, during the 12-month period ending on December 31 of the immediately preceding year, as released by the United States Bureau of Labor Statistics and rounded to the nearest whole dollar. If this index is discontinued, a replacement index, as determined by the City Council, shall be utilized.

SECTION 8: Engagement & Special Programs
a. The City hereby amends Resolutions 20-120, and adopts the following fees for services performed by the Engagement & Special Programs department effective January 1, 2026:

Title Summary of Change Current Fee New Fee % Change
EV Charging Station Use
– Level 2 (AC) Charger
Fee
Fee structure changes from an
hourly rate to per-Kwh, which
does not have a percentage
comparison.
$1.50 $0.35 N/A
EV Charging Station Use
- DC Fast Charger Fee Fee Increase. $0.35 $0.55 57%
Idle Fee- in EV parking
stall for more than 60
minutes
Fee Increase. $5 $10 100%
SECTION 9: Engineering Services Department
a. The City hereby amends Resolutions 2014-101, and adopts the following fees performed by the Engineering Services Department effective January 1, 2026:

Title Summary of Change Current Fee New Fee % Change
Electric Fee Adjustment. $398
“Applicant shall
submit detailed
estimate
prepared by a
qualified
registered
engineer.”
N/A
Telephone Fee Adjustment. $74
” Applicant
shall submit
detailed
estimate
prepared by a
qualified
registered
engineer.”
N/A

Resolution No. 2025-097 - Page 5 of 7
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Cable Television Fee Adjustment. $36
“Applicant shall
submit detailed
estimate
prepared by a
qualified
registered
engineer.”
N/A
SECTION 10: Library Department
a. The City hereby adopts the following fees for services provided by the Library Department effective January 1, 2026:

Title Summary of Change Current Fee New Fee % Change
Exhibition Space New Cancellation and
Rescheduling Fee. N/A $75 N/A
Rental Deposit Remove rental deposit fee for
large rooms only. $500 N/A N/A
Large Operating Hours
Remove all group fees
associated with large rooms for
operating hours.
$127-$326 N/A N/A
Large Extended Hours
Remove all group fees
associated with large rooms for
extended.
$164-$422 N/A N/A
SECTION 11: Public Works Department
a. The City hereby adopts the following fees for services performed by the Public Works Department.

Title Summary of Change Current Fee New Fee % Change
Date Palm Prune New Fee. N/A $281.34 N/A
Fan Palm Prune New Fee. N/A $80.38 N/A
Full Service Request
Prune 0 -18 Diametrer
at Standard Height
(DSH)
New Fee. N/A 125.59 N/A
Full Service Request
Prune 19 - 24 DSH New Fee. N/A $155.73 N/A
Full Service Request
Prune 25 - 30 DSH New Fee. N/A $180.86 N/A
Full Service Request
Prune 31 - 36 DSH New Fee. N/A $369.27 N/A

Resolution No. 2025-097 - Page 6 of 7
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Full Service Request
Prune 36+ DSH New Fee. N/A $620.49 N/A
Residential Service
Request Administrative
Costs
New Fee. N/A $53.01 N/A
Tree Dedication - 15
Gallon Administrative
Costs
New Fee. N/A $147.65 N/A
Tree Dedication - 15
Gallon Dedication New Fee. N/A $150.00 N/A
Tree Dedication - 24"
Box Administrative
Costs
New Fee. N/A $242.29 N/A
Tree Dedication - 24"
Box Dedication New Fee. N/A $300.00 N/A
Memorial Placard New Fee. N/A $12.00 N/A
Lien Release Fee Adjustment. $79 $150 90%
Lien Administration Fee Adjustment. $79 $200 153%
SECTION 12: The City Clerk shall certify to the adoption of this Resolution.

Resolution No. 2025-097 - Page 6 of 7
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Resolution No. 2025-097 - Page 5 of 5
PASSED, APPROVED, AND ADOPTED this day of 2025
AYES:

NOES:

ABSENT:

ABSTAINED:
__________________________________
L. Dennis Michael, Mayor
ATTEST:
_____________________________________
Kim Sevy, City Clerk
I, KIM SEVY, CITY CLERK of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Resolution was duly passed, approved and adopted by the City Council of the City of Rancho Cucamonga, California, at a Regular Meeting of said City Council held on the __ 2025.

Executed this ___ day of_______, 2025 at Rancho Cucamonga, California _________________________________
Kim Sevy, City Clerk

DATE: December 3, 2025
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager-Community Development Sean McPherson, AICP, Principal Planner
SUBJECT: Public Hearing to Consider an Appeal of the Planning Commission’s Decision to Approve a Request for Design Review, Minor Exception, and Variance for the Construction of 166 Single-Family Residences Proposed Within an Approved Tract Map on Approximately 70-acres Located Near the Northeast Corner of Etiwanda Avenue and Wilson Avenue in the Low Residential (L) Zone; (Tracts 16072 and 16072-2) This item is Exempt from the Requirements of the California Environmental Quality Act (CEQA) under CEQA Section 15162. Case File Number: Design Review DRC2024-00395, Minor Exception DRC2025-00168, Variance DRC2025-00169. (RESOLUTION NO.
2025-096) (CITY)
RECOMMENDATION:

Staff recommends the City Council deny the appeal and uphold the Planning Commission’s October 22, 2025, approval of Design Review (DRC2024-00395), Minor Exception (DRC2025- 00168) and Variance (DRC2025-00169), for th construction of 166 single-family residences within the previously approved Tract Map (Tracts 16072 and 16072-2).

BACKGROUND:

The project site, located northeast of Etiwanda Avenue and Wilson Avenue, totaling approximately 70 acres comprises Tracts 16072 and 16072-2, which in turn comprise only a portion of a larger 354-lot subdivision approved in 2004 (SUBTT16072). Notably, an Environmental Impact Report was certified by the City on June 16, 2004 in relation to SUBTT16072. The final map for SUBTT16072, which included Tracts 16072 and 16072-2, was approved by the City Council and recorded at the County in 2023. Staff also notes that grading permits were issued in January 2024 which were tied to the 2023 Final Map approval and the earlier 2004 tract map approval. As of the writing of this report, grading activity for the future public streets and building pads for the future homes has already commenced and is nearing completion.

Also in 2024, two developers (Toll Brothers and Lennar Homes) submitted plans for single-family residential housing product to build out SUBTT16072 with the goal of starting construction on the housing product following all necessary grading activity. Toll Brothers proposed to develop 188 single-family residences while Lennar Homes proposed to develop 166 single-family residences within the approved subdivision.

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On October 22, 2025, the Planning Commission held a public hearing to consider Lennar Homes’ development application for the construction of 166 single-family homes. At that meeting, one member of the public who lives in the vicinity of the project area spoke at public comment and raised general concerns regarding placement of walls and rodents. Also, one day prior to the public hearing, on October 21, 2025, staff received a letter from Lozeau-Drury, a firm representing the Supporters Alliance for Environmental Responsibility (SAFER), which challenged staff’s determination that the project was exempt from CEQA and that no further CEQA action was necessary, arguing that a supplemental EIR should be prepared for the project. Specifically, that letter expressed concerns that staff was relying on the original EIR certified in 2004, and asserted, without evidence or supporting documentation, that there have been “changed circumstances, new feasible mitigation measures, and new impacts” within the intervening 21 years. This letter was provided to the Commission prior to the public hearing for their consideration. After taking public testimony and considering the contents of this letter, the Planning Commission deliberated and voted unanimously to approve the subject applications for Lennar Homes.

On November 3, 2025, the City received a timely appeal dated October 29, 2025 from Lozeau- Drury of the Planning Commission approval which is included with this staff report as Attachment

2. ANALYSIS:

Similar to the letter received from Lozeau-Drury prior to the Planning Commission public hearing, the subject appeal letter asserts that a supplemental EIR should be prepared for this project. The letter raises general concerns, with no evidence or supporting documentation, that there have been changed circumstances, new feasible mitigation measures, and new impacts in the intervening 21 years since the original EIR was certified by the City in 2004.

Staff has previously noted that the proposed project for the construction of 166 single-family residences is exempt from further CEQA review pursuant to CEQA Guidelines Section 15162.

For a full discussion on that topic, please reference the Planning Commission staff report and meeting minutes included with this staff report as Attachment 1. The appellant, Lozeau-Drury, on the other hand, asserts, with no evidence or supporting documentation, that there have been changed circumstances, new feasible mitigation measures and new impacts since the EIR was certified in 2004 and that a supplemental EIR is required for this project.

In response to the appellant’s assertion that a Supplemental EIR is required, staff offers the following facts:

1. There have been changed circumstances since the 2004 EIR was certified FACT: There are no changed circumstances since the 2004 EIR was certified which necessitate a supplemental EIR. The proposed project involves the construction of 166 single-family residential units within the previously approved subdivision SUBTT16072 which created 354 single-family residential lots. The current application proposing 166 single-family residential units equates to a design review of the housing product to be located on these previously approved lots. Staff acknowledges that the Design Review application also includes Minor Exceptions and Variances to accommodate deviations from code standards for features and setback encroachments, but these are minor in nature and do not rise to the level of creating additional environmental impacts which had not already been analyzed under the previous EIR. Thus, there have NOT been any changed circumstances since the 2004 EIR which necessitate a Supplemental EIR.

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2. There are new feasible mitigation measures since the 2004 EIR was certified.

FACT: As noted previously, the application proposing 166 single-family residential units equates to a design review of the housing product to be located on these previously approved lots. Staff acknowledges that the Design Review application also includes Minor Exceptions and Variances to accommodate deviations from code standards for features and setback encroachments, but these are minor in nature and do not rise to the level of creating additional environmental impacts which had not already been analyzed under the previous EIR. Staff also notes, relative to mitigation measures, that the applicant has provide updated studies in adherence to the original mitigation monitoring and reporting program and as it relates to the grading permit review. For example, updated biological and cultural monitoring assessments were provided to the City as recent as 2022 and 2023, respectively, prior to the issuance of grading permits in 2024. Thus, as there are no new impacts associated with the proposed project, there are no new feasible mitigation measures since the 2004 EIR which necessitate a Supplemental EIR.

3. There are new impacts since the 2004 EIR was certified.

FACT: As with #2, above, and as the current application equates to a design review of the housing product to be located on these previously approved lots, there are no new impacts since the 2004 EIR was certified that necessitate a Supplemental EIR.

Lastly, and in summary, staff notes that CEQA Guidelines Section 15163 provides that the lead agency may choose to prepare a supplement to an EIR rather than a subsequent EIR if a) any of the conditions described in Section 15162 would require preparation of a subsequent EIR, and b) only minor additions or changes would be necessary to make the previous EIR adequately apply to the project in the changed situation. None of the conditions described in Section 15162 exist which would require the preparation of a subsequent EIR, nor have there been any changed circumstances which necessitate changes to the previously certified EIR.

FISCAL IMPACT:

None.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Denying the appeal and upholding the Planning Commission’s approval of the subject project support the City Council core value of “intentionally embracing and anticipating the future” and “building and preserving a family-oriented atmosphere” by completing construction within a long- vacant and approved subdivision with for-sale units, which will inherently be conducive to families.

ATTACHMENTS:

Attachment 1 – October 22, 2025, Planning Commission Staff Report and Meeting Minutes Attachment 2 – Appeal Letter
Attachment 3 – City Council Resolution

DATE:October 22, 2025
TO:Chairman and Members of the Planning Commission
FROM:Jennifer Nakamura, CNU-A, Planning Director
INITIATED BY:Sean McPherson, AICP, Principal Planner
SUBJECT:DESIGN REVIEW, MINOR EXCEPTION, VARIANCE – VINOVA (LENNAR) - A request for site plan and architectural review of 166 single- family residences within an approved tract map on approximately 70-acres located near the northeast corner of Etiwanda Avenue and Wilson Avenue; (Tracts 16072 and 16072-2). This item is exempt from the requirements of the California Environmental Quality Act (CEQA) under CEQA Section 15162. (Design Review DRC2024-00395, Minor Exception DRC2025- 00168, Variance DRC2025-00169).

RECOMMENDATION:

Staff recommends that the Planning Commission adopted Resolution 2025-036, approving Design Review DRC2024-00395, Variance DRC2025-00169, and Minor Exception DRC2025- 00168 subject to the attached conditions of approval.

BACKGROUND:

The project site is approximately 70 acres within Tracts 16072 and 16072-2, as described in the title of this report. The subdivision was originally approved in 2004 for 354 single family lots at an average density of 2.3 dwelling units per acre. Environmental review for the original entitlement was completed through a certified Environmental Impact Report (EIR) and the project was annexed into the City under Development Agreement DRC2002-00156. The project area has a General Plan land use designation of Traditional Neighborhood and is located within the Low Residential (L) zone.

The tentative map for the project area was approved in 2004, and the final map for all tracts within the project area was recorded in 2023. In 2024, two developers (Toll Brothers and Lennar Homes) submitted plans for single-family residential housing product. Toll Brothers proposed to develop 188 of the approved 354 lots, while Lennar Homes proposed to develop 166 of the approved lots.

The current application represents only Lennar Homes’ portion of the overall project area development. Toll Brothers has submitted separate applications which will be reviewed at a separate public hearing to be noticed at a future date.

Staff also notes that grading permits for the development were issued in January 2024 which were tied to the 2023 Final Map approval grading activity has commenced. Thus, the subject Design Review, Variance and Minor Exception applications are only for the housing product itself and associated features such as the placement of perimeter walls.

ATTACHMENT 1

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ANALYSIS:

Project Overview and Surrounding Context
The applicant proposes the construction of 166 single-family residences on previously approved and previously graded vacant lots.

Figure 1: The project area. Note that the areas illustrated with building footprints represents Lennar Homes’ portion of the development.

The lots illustrated as vacant represent Toll Brothers’ portion of the development. Toll’s portion will be scheduled for a separate public hearing at a later date.

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All streets within the project area were previously approved as public streets and will be maintained as part of the City’s street network. Access to the subdivision will be provided from Wilson Avenue and Etiwanda Avenue through multiple connection points established with the original subdivision approval. The project will maintain non-obstructed vehicular and pedestrian access throughout the neighborhood with no gates or perimeter walls, ensuring a fully connected and accessible community consistent with the General Plan.

The existing Land Use, General Plan, and Zoning Designations for, the project site and the surrounding properties are as follows:

Land Use General Plan Zoning
Site Vacant Traditional Neighborhood Low Residential (L) North Vacant General Open Space and
Facilities
Flood Control/Utility Corridor
(FU/UC)
South CVWD Facility/
Residential
General Open Space and
Facilities Very Low (VL)/Parks (P)
East Vacant Traditional Neighborhood Neighborhood Estates 2 (NE-2)
West Single-Family
Residence Suburban Neighborhood Low Residential (L)
Architecture
For the proposed 166 single-family residences, the applicant has chosen various design themes, including a contemporary farmhouse, contemporary coastal, contemporary vineyard and contemporary prairie architectural theme. Each style integrates varied rooflines, exterior materials and color palettes to create visual diversity while maintaining consistency with the overall subdivision design.