70 PLANRC 2040 • CITY OF RANCHO CUCAMONGA 71
VOLUME 2 • CHAPTER 1: LAND USE & COMMUNITY CHARACTER
SUBURBAN NEIGHBORHOOD -
MODERATE
Purpose & Intent
To maintain and enhance the character of suburban neighborhoods of single family detached, single family attached, and multifamily housing.
Attached housing, such as duplexes, triplexes, quadplexes, and townhomes, should be in house-form buildings.
Land Use & Development Intensity
Uses are primarily low-medium and medium density residential. Limited context-sensitive neighborhood commercial uses may be allowed in select locations to provide goods and services for daily needs and community gathering spots and as part of mixed-use buildings and projects.
Civic uses, such as fire stations, schools, and churches are allowed provided such uses are oriented toward serving the needs of the neighborhoods. (Note: The land use designation is implemented by the LM, MH, MH-TV, H Zones)
+ Residential Density: Max. 30 units/acre
+ Non-Residential Intensity: Max. 0.3 FAR
Built Form & Character
Neighborhoods are suburban in character. Building setbacks are short with the facades forming the outdoor spaces of the public realm. Buildings with non-residential ground floors are set near or at the sidewalk to support such activities as outdoor dining and provide clear views into shopfronts.
Multifamily, neighborhood-serving commercial and mixed-use buildings are compatible in size, scale and character with existing houses in the neighborhood. Building heights are up to 5 stories.
Streetscapes provide safe and comfortable environments for bicyclists and pedestrians with continuous sidewalks, large shade trees and native landscaping.
Access & Connectivity
Street networks provide relatively low vehicular interconnectivity and are generally internalized. Nonetheless, pedestrian and bike connections are provided to major streets, trails, and neighborhood-serving uses and amenities.
Parks & Open Space
Open space is in the form of neighborhood parks for active and passive recreational use for all ages and other small open spaces such as plazas and squares at mixed-use and commercial areas. On-site neighborhood amenities are required for large neighborhood projects.
Suburban Neighborhood - Moderate
Front stoops provide semi-private
spaces along neighborhood streets
Internal greens and courtyards provide
open space for residents
ALTA LOMA
RED HILL
CUCAMONGA
CENTRAL
SOUTH SOUTHEAST
EASTSIDE
ETIWANDA
CENTRAL
NORTH
This page is not part of the Amendment
DATE: October 21, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager / Fire Chief Matt Marquez, Economic Development Director
Tanya Spiegel, Deputy Director of Economic Development
SUBJECT: Consideration to Receive and File the Economic Development Strategy Annual Progress Report for 2025-2026. (CITY)
RECOMMENDATION:
Staff recommends the City Council receive and file the Economic Development Strategy Annual Progress Report for 2025-2026.
BACKGROUND:
In the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in multiple industries. The region’s strategic location, between major metro areas and connections to the rest of the country and the world, has been a key driver of this growth. Rancho Cucamonga, with its skilled workforce, high quality-built environment, and expanding economy, is a key player. The Economic Development Strategy (EDS), adopted in October of 2023, is a five-year work plan which guides and supports the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire. This strategy is not just a plan, but a call to action for all who contribute to the City’s future success.
The EDS identifies goals and strategies that serve as a roadmap for City staff and civic leaders.
The EDS primarily provides direction to the City’s Economic Development Department, but the success of the EDS depends on coordination and communication with other City departments, public agencies, and partner organizations. The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document.
Sections in the EDS describe the strengths, challenges, and opportunities to grow the City’s economy; key industries to expand in the city; and the goals, strategies, and actions of the EDS.
The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations.
ANALYSIS:
The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021.
The General Plan lays out a series of strategies to chart a path towards building a 21st century
world-class community that is grounded in the foundational core values of Health, Equity, and Stewardship. The vision of PlanRC is to create a city for people, a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. The EDS is intended to fortify linkages with PlanRC and its Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals identified in the EDS are as follows:
1. Grow and Diversify the City’s Economy
2. Enhance the Quality of Life
3. Expand Retail, Entertainment, and Hospitality
4. Foster Growth of Local Businesses & Workforce
These goals and corresponding strategies identified in the EDS were designed to address specific economic development objectives and ensure community vitality so that high-quality public services and amenities can continue to be provided.
Achievable and measurable action items were designed to serve as a guide for the City over the life of the Strategy. The EDS was designed to be fluid and reviewed annually to determine if there is a change in priorities or if resources need to be shifted. The strategies and action items in the EDS can be implemented in a variety of ways and in a series of actions over its five-year life.
To maintain alignment with the EDS Implementation Plan, the Annual Progress Report highlights several notable accomplishments in 2025–2026. These include but are not limited to:
• Continued expansion of the City's entrepreneurial and small-business support ecosystem • New business attraction across targeted industry sectors • Strengthened regional and global partnerships
• Expanded marketing and communications initiatives
• Coordinated efforts advancing the Epicenter Master Plan Collectively, these efforts demonstrate ongoing progress toward growing and diversifying the local economy, enhancing quality of life, expanding retail and hospitality offerings, and supporting workforce and business development.
The Annual Progress Report was presented to the Economic Development Subcommittee on September 16, 2026, and the Planning Commission on September 23, 2026.
FISCAL IMPACT:
None.
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
As part of the implementation of the City’s General Plan, this item supports the City Council’s vision of creating an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.
ATTACHMENTS:
Attachment 1 – Economic Development Strategy Annual Progress Report 2025-2026 Attachment 2 – Economic Development Strategy
Economic Development Strategy Annual Progress Report | 1
ECONOMIC DEVELOPMENT STRATEGY
ANNUAL PROGRESS REPORT
2025-2026
CITY OF RANCHO CUCAMONGA
ATTACHMENT 1 Page 82229
2
Economic Development Strategy Annual Progress Report | 3
TABLE OF CONTENTS
Chapter 1
Introduction......................................................................................................................................................5 About the Economic Development Strategy............................................................................5 Heart of the Matter......................................................................................................................................5 Chapter 2
Economic Development Strategy Implementation ............................................................7 Implementation Highlights...................................................................................................................7 Chapter 3
Epicenter Master Plan.............................................................................................................................17 Chapter 4
Looking Ahead..............................................................................................................................................19 Appendix..........................................................................................................................................21
4
Economic Development Strategy Annual Progress Report | 5 Introduction
In the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in multiple industries. The region’s strategic location, between major metro areas and connections to the rest of the country and the world, has been a key driver of this growth. Rancho Cucamonga, with its skilled workforce, high-quality built environment, and expanding economy, is a key player.
The Economic Development Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire. This strategy is not just a plan, but a call to action for all who contribute to the City’s future success. The following report outlines the progress made in Year 3 of its implementation.
About the Economic Development Strategy
The EDS, adopted in October 2023, was developed to guide the City’s economic development activities over a five-year period. The document identifies goals and strategies that will serve as a road map for City Staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Department, but the success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations.
The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document.
Sections in the EDS describe the strengths, challenges, and opportunities to grow the City’s economy; key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting partner departments, agencies, or organizations.
Heart of the Matter
The EDS builds on PlanRC, the City’s General Plan, which was adopted on December 15, 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st-century world-class community that is grounded in the foundational core values of Health, Equity, and Stewardship. The vision of PlanRC is to create a city for people—a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of PlanRC, the City will develop to be more welcoming and accessible to both residents and visitors.
CHAPTER 1
6 To meet the vision and core values of PlanRC, five Big Ideas were identified:
1. Design for People First: Focus should be on people and development must be human scale and inviting;
2. Provide Connectivity and Accessibility: Provide a range of travel options including new opportunities for walking, bicycling and transit;
3. Create Destinations: Places to congregate, gather, and socialize;
4. Establish Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire: A downtown area, or several major activity centers, with varied cultural opportunities and public art; and
5. Address Environmental Justice: Everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution.
The EDS is intended to fortify linkages with PlanRC and its Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified were designed to address specific economic development objectives: improve health outcomes through economic attainment, grow and diversify the local economy, build economic health and long-term fiscal resiliency, and ensure community vitality so that it can continue to provide high-quality public services and amenities.
Within each of the strategies, achievable and measurable action items were designed to serve as a guide for the City over the life of the Plan. The City will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making it a special place to live, work, and thrive. Meanwhile, the EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted.
Victoria Gardens Metrolink Rancho Cucamonga Train Station San Antonio Regional Hospital Center of Aging
Economic Development Strategy Annual Progress Report | 7 Economic Development Strategy
Implementation
The strategies and action items in the EDS can be implemented in a variety of ways and in a series of actions over the five-year life of the Plan. Each action item was assigned a start date for implementation, with the understanding that efforts would be continuous throughout the five-year Plan. The following highlights of the strategies summarize various measures taken in Fiscal Year 2025-2026 that significantly advanced the ongoing implementation of the EDS and the action items they support.
Implementation Highlights
GOAL 1: GROW AND DIVERSIFY THE CITY’S ECONOMY
Programa Emprendedor@s: The City hosted the third cohort of Programa Emprendedor@s in partnership with the County of San Bernardino Economic Development Department and Chaffey College. All services were provided at no cost to program participants.
This cohort graduated 32 entrepreneurs. The program reflects the City’s ongoing commitment to fostering a strong entrepreneurial ecosystem by providing aspiring and existing business owners with the education, resources, and support needed to launch and grow successful businesses. By investing in local entrepreneurs, the City continues to strengthen its small business community and promote long-term economic vitality throughout Rancho Cucamonga.
CHAPTER 2
Emprendedor@s Program 3rd Cohort Graduates
8 San Bernardino County Economic Development Department: Bi-monthly meetings are held with the San Bernardino County Economic Development Department, providing an opportunity to strengthen communication, coordinate regional initiatives, and keep the City at the forefront of emerging economic development opportunities. Through this partnership, the City’s Economic Development Team participated in the Incheon Free Economic Zone (IFEZ) Trade Delegation Visit and attended the Consumer Electronics Show (CES) alongside the County’s Economic Development team, meeting with international companies to explore global partnerships and position the City and region as a competitive destination for investment, innovation, and high-tech industry growth.
The City was also represented at the County’s exhibitor booth during ICSC Las Vegas, the premier commercial real estate conference, where staff engaged with developers, brokers, retailers, and investors to promote Rancho Cucamonga and strengthen regional business attraction efforts.
Updated Marketing Collateral: The World Class Community brochure was updated to showcase the City’s quality-of-life amenities, points of interest, and historic resources. New focus area sheets were also developed to highlight development opportunities and provide project information for the Foothill Boulevard Corridor, Epicenter Master Plan, HART District, and Cucamonga Town Center. Additionally, the At-A-Glance and Commercial Opportunity marketing materials were refreshed with the latest available demographic data. All materials and resources are posted to the Economic Development webpage.
Presentations to Real Estate Professionals: The Economic Development Team works with the City Manager Team on scheduling presentations to various groups, presenting information on various quality-of-life amenities and projects, development projects, and hospitality and commercial updates.
2026 Consumer Electronics Show
Economic Development Strategy Annual Progress Report | 9 Staff at an ACRE SoCal event
Commercial Real Estate Brokers Roundtable: The Economic Development Team continues to host Commercial Real Estate Broker Roundtables to enhance the City’s collaboration and information sharing with local real estate professionals. The roundtables provided a forum where real estate brokers connect with City Staff and provide insights to the real estate market. Additionally, the City became a sponsor of ACRE SoCal (the Association of Corporate Real Estate Executives of Southern California), expanding its engagement with corporate real estate executives, site selectors, developers, investors, and commercial real estate professionals. Through participation in ACRE programming and networking events, the City increased regional awareness of Rancho Cucamonga’s commercial opportunity sites, strengthened industry relationships, and supported ongoing business attraction efforts.
Recruiting New Businesses in Targeted Industry Sectors: The EDS describes industries that are well-positioned to grow and diversify Rancho Cucamonga’s economy, including Advanced Manufacturing, Medical Manufacturing, Food & Beverage Manufacturing, Finance/Insurance/Real Estate, and Professional and Medical Services. During the third year of EDS implementation, several new businesses aligned with these target sectors established operations in the City, including the San Antonio Regional Hospital Center of Aging, New World Medical, Pulsar Products, Inc., Tompkins Industries, Inc., LCF Labs, and The Brewmill.
Additionally, staff attended conferences focused on target industry sectors, such as the Consumer Electronics Show, providing valuable insights into emerging technologies, advanced manufacturing, and business-to-business opportunities. Staff also represented Rancho Cucamonga as part of the California delegation at the SelectUSA Investment Summit, organized by the Governor’s Office of Business and Economic Development (GO-Biz). As the nation’s premier event for promoting foreign direct investment, the summit connects investors, companies, economic development organizations, and industry leaders, helping position Rancho Cucamonga for future investment opportunities.
10 Opportunity Sites: Exploring opportunities for the redevelopment of sites in the City is ongoing and takes place in different ways. Staff continues to host Commercial Real Estate Broker Roundtable discussions; team members regularly meet with developers interested in pursuing projects in the City; and Staff continues to correspond with other interested parties to keep them up to date on City news and new development opportunities.
Additionally, Staff continues to attend multiple conferences and events where they have the opportunity to share information on available sites. These conferences and events include, but are not limited to, ICSC Las Vegas, ICSC Western, ACRE SoCal, the Entertainment Experience Evolution, and more.
Economic Development Strategy Action Items Supported:
1.1 Grow the City’s Target Industry Sectors
1.1D Recruit new businesses in the City’s target industry sectors.
1.1E Convene working meetings with local business representatives from industries in the City’s target industries.
1.4 Connect Businesses with Commercial Space Opportunities in the City
1.4C Prepare a “viewbook” promoting a range of commercial space examples available in the City.
1.4D Market vacant office, retail, and industrial spaces on the City’s website.
1.4E Build relationships with Real Estate Brokers and Site Selection Companies.
1.5 Support the Construction and Redevelopment of Commercial Properties
1.5B Explore opportunities for the redevelopment of sites.
1.5C Solicit feedback from commercial developers.
1.5D Solicit feedback from real estate professionals.
Commercial Real Estate Brokers Roundtable
Economic Development Strategy Annual Progress Report | 11 Vocational Improvement Program, Inc.
12 GOAL 2: ENHANCE THE QUALITY OF LIFE
Ongoing Marketing Efforts: Economic Development enhanced its marketing efforts through strategic storytelling and targeted advertising that showcased Rancho Cucamonga’s strategic planning initiatives, transit-oriented development opportunities, and infrastructure investments. Features in local, regional, and national publications, including Site Selection Magazine, Business View Magazine, and Inland Empire Magazine, helped promote the City’s competitive advantages to developers, investors, site selectors, and business leaders.
Rancho Cucamonga 50th Anniversary: As the City approaches its 50th anniversary in 2027, the Economic Development Team has begun collaborating with the Community Services Department and Community Affairs Network to plan marketing, community engagement initiatives, programs, and experiences that celebrate the City’s history, foster community pride, and showcase Rancho Cucamonga as it looks toward the future.
Cucamonga Station and the HART District Marketing, Outreach, and Engagement Efforts: Working in collaboration with the Cucamonga Station Stakeholder Partnership group, marketing, communications, community outreach, and engagement are ongoing for the promotion of regional transportation and tourism. Additionally, quarterly meetings are held with the Stakeholder Partners and bi-annual presentations are hosted for community leaders and stakeholders.
Promoting Historic Resources: Economic Development continues to incorporate the City’s historic resources into marketing materials, including the World Class Community brochure and other promotional publications that showcase Rancho Cucamonga’s unique character, quality of life, and tourism assets.
As part of the Route 66 Centennial Celebration,
staff expanded marketing efforts highlighting
the City’s historic Route 66 corridor (Foothill
Boulevard). Promotional materials, business
outreach, and tourism messaging have
emphasized locally owned businesses, historic
sites, and cultural attractions that contribute
to the corridor’s identity. Staff also coordinated
activations and partnerships supporting
the Centennial celebration, helping create
opportunities for residents and visitors to
experience Rancho Cucamonga’s history while
increasing visibility for businesses along the corridor. These efforts support heritage tourism, encourage local spending, and further position Rancho Cucamonga as a destination where history, culture, and economic vitality intersect.
Economic Development Strategy Action Items Supported:
2.2 Promote and grow the HART District
2.2A Establish and promote the identity of the HART District.
2.2B Convene transportation agencies and providers.
2.3 Host and sponsor community and special events
2.3A Explore opportunities to host or sponsor community events.
2.3B Continue to review permitting, fees, and insurance requirements for community event hosts and vendors.
Economic Development Strategy Annual Progress Report | 13
2.4 Explore potential locations in the City that may benefit from enhanced revenues and services
2.4A Identify current and future locations that may benefit from enhanced services.
2.5 Promote the City’s Historic Cultural Resources
2.5A Market historic resources in the City.
GOAL 3: EXPAND RETAIL, ENTERTAINMENT, AND HOSPITALITY
Restaurant and Retail Attraction: The Economic Development Team has worked with various brokers and company representatives to facilitate the many local gems who chose Rancho Cucamonga including: Marugame Udon, Vallarta Supermarkets, Savers, Coffeecito, Country Kitchen, Cassidy’s Corner, Ariat, Ebisu Life Store, Qamaria Yemeni Coffee Co., and The Brewmill.
Economic Development Strategy Action Items Supported:
3.1 Explore opportunities for retail business recruitment
3.1A Compare the City’s existing retail inventory to the retail businesses the City aims to attract.
3.3 Attract restaurants to the City that are destination-driven
3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the City.
3.3B Explore options that might be available for restaurants in retail centers.
Fogo de Chão
14 GOAL 4: FOSTER GROWTH OF LOCAL BUSINESSES AND WORKFORCE Strengthening Educational, Regional, and Statewide Partnerships: The Economic Development Team continues to strengthen partnerships with educational institutions and regional organizations to support business growth, workforce development, and entrepreneurship. In collaboration with Chaffey College’s Workforce & Economic Development Department, the College hosted the third cohort of the Emprendedor@s Program, providing aspiring entrepreneurs with valuable business training and resources.
The team also works closely with the San Bernardino County Economic Development and Workforce Development Departments on business outreach, information sharing, and hiring fairs, while maintaining active participation in organizations such as the California Association for Local Economic Development (CALED), TeamCalifornia, and the Governor’s Office of Business and Economic Development (GO-Biz) to advance regional collaboration and statewide economic development initiatives.
Business Appreciation Month: Every May, the City celebrates Business Appreciation Month to honor and support the many businesses that call the city home. Throughout the month, the City and Chamber host a series of weekly events, including a night of baseball at a Rancho Cucamonga Quakes game, educational forums, networking opportunities, a golf tournament, and a business mixer to conclude the celebrations.
Annual Hiring Fair: The City of Rancho
Cucamonga’s Annual Hiring Fair is
a signature workforce development
initiative that connects local employers
with qualified job seekers. The event serves
as a dynamic platform where employers
and job seekers can connect directly,
facilitating immediate engagement
and potential job placement. Moreover,
the hiring fair contributes to reduce
unemployment rates, addressing
workforce shortages, and supporting local
businesses by ensuring they have the
human resources needed to thrive.
Manufacturing Month: Manufacturing
Month recognizes the contributions
manufacturers make in our local economy.
The Team promoted MFG Day to help address the skills and applicant gaps due to the lack of awareness of career pathways in manufacturing. The Team also assisted with the promotion of the various workshops and webinars hosted by the Manufacturing Council of the Inland Empire (MCIE) and the Manufacturing Institute.
Business Consulting and Educational Workshops: In collaboration with the Small Business Development Center (SBDC OCIE) and the Rancho Cucamonga Chamber of Commerce, the SBDC OCIE provides job training and professional consulting services to Rancho Cucamonga businesses. In addition, SBDC OCIE also conducts educational business workshops and seminars focused on entrepreneurship, leadership, and other topics for the business community.
Annual Hiring Fair
Economic Development Strategy Annual Progress Report | 15 Business Licensing Data Enhancement: The Economic Development Team initiated enhancements to the City’s business licensing program to strengthen the collection and analysis of local business activity data. The initiative supports Business Retention and Expansion (BRE) efforts by providing insights into industry sectors, employment, workforce demand, and investment activity, while strengthening market analysis and informing targeted business attraction, retail recruitment, and commercial corridor strategies in conjunction with tools such as Placer.ai and CoStar.
Local Business Survey: The City developed a short survey for local businesses to participate in to help better understand the opportunities and challenges facing our business community.
As the City continues to experience growth and evolving market conditions, direct feedback from local businesses is essential to aligning programs, refining services, and ensuring that economic development efforts remain responsive, effective, and forward-looking.
Economic Development Strategy Action Items Supported:
4.1 Expand Higher Education Institutions in the City
4.1A Foster relationships with nearby colleges and universities.
4.2 Cultivate local innovation
4.2A Explore partnerships with universities and organizations to support the creation of incubators and business accelerator programs.
4.2B Host networking events for local businesses and entrepreneurs.
4.3 Provide support for small businesses
4.3A Establish a small business outreach program.
4.3B Connect small businesses with resources and technical assistance.
4.4 Enhance data collection to track business activity in the City
4.4A Use the business licensing program to facilitate the collection of employment and other data about local companies.
4.4B Develop an annual or biannual local business survey.
Graphics Factory
16 Victoria Gardens Cultural Center Bank of America Imagination Courtyard
Economic Development Strategy Annual Progress Report | 17 CHAPTER 3
Epicenter Master Plan
Phase 1 Development: Staff is developing
a Request for Qualifications (RFQ) inviting
interested and experienced developers
and development teams to submit
a statement of qualifications for the
development of three opportunity sites
within the Epicenter Master Plan Areas.
These sites, highlighted below, represent
an opportunity for intensification and
catalytic development around a Minor
League Baseball Stadium to create highintensity development that generates significant new value for the community.
Other Open Space Events/Programs:
The City offers a diverse range of annual
events that transform parking lots and
green spaces into vibrant community
hubs. These gatherings foster celebration
and connection among residents. Among
these signature experiences is a two-day cultural event honoring the Lunar New Year, bringing rich traditions and joyful festivities to life. Looking ahead, there is an opportunity to enhance the lineup of beloved family-friendly events, including community favorites like Spooktacular, Egg Shellebration, and our 4th of July Fireworks Spectacular. These events are designed to create meaningful memories for all ages year-round.
Starting in Fall 2026, a Market Night series is anticipated. These lively evenings will be crafted to foster connection in a welcoming, relaxed setting—showcasing local farmers, a variety of food trucks, live entertainment, and a dog-friendly atmosphere. The aim is to create a fun, family-friendly space where neighbors, visitors, and small businesses can mingle, unwind, and celebrate community spirit.
The City actively supports local nonprofit organizations. Through partnerships, nonprofits gain access to shared spaces for events that promote community outreach, fundraising, and health and wellness initiatives. Additionally, the City currently maintains a recurring rental agreement with Heritage Farmers Market for locally sourced food and artisan wares at the RC Sports Center, further encouraging community engagement.
The Quakes: The City completed significant stadium improvements to meet Major League Baseball facility standards, reinforcing its commitment to retaining professional baseball in Rancho Cucamonga. The venue also entered a new chapter with its transition to Morongo Field at The Epicenter, reflecting a new naming-rights partnership while continuing its longstanding role as a premier destination for sports, recreation, and community gatherings. These investments support ongoing economic activity, visitor spending, and the City’s vision for the Epicenter district.
18 As we continue to cultivate meaningful partnerships, these enhancements highlight our shared commitment to excellence and serve as a testament to the elevated experience we aim to provide for the community. A long-term lease agreement is in place with Diamond Baseball Holdings (DBH), securing the future of the Rancho Cucamonga Quakes at Morongo Field at the Epicenter.
Sofive Soccer Center: Sofive Soccer Center’s plans to expand their recreational offerings on two vacant parcels were shared via last year’s report. In addition to their existing 5-on-5 soccer facilities, they are actively working toward introducing a complementary amenity— pickleball and paddleball courts. This addition aims to enhance the overall community experience by providing inclusive, accessible, and engaging recreational options for individuals and families alike. The project is in the plan review stage.
Epicenter Master Plan Implementation Playbook: Improvement Concepts Open Spaces
2J Epicenter Green
Epicenter Master Plan Implementation Playbook: Programming & Operations Programming
3E Other Open Space Events/Programs
Epicenter Master Plan Implementation Playbook: Existing Uses Baseball and Softball Fields
4A The Quakes
Sofive Soccer Center
4I 5-on-5 Soccer
Epicenter
Economic Development Strategy Annual Progress Report | 19 CHAPTER 4
Looking Ahead
The Economic Development Department serves as a catalyst for Rancho Cucamonga’s continued economic vitality. In collaboration with City departments, businesses, educational institutions, and regional partners, the Department advances programs, initiatives, and strategic partnerships that support business growth, foster entrepreneurship, expand employment opportunities, and encourage investment throughout the community.
Looking ahead, the Economic Development Team will continue implementing the goals and strategies outlined in the Economic Development Strategy (EDS) Implementation Plan while strengthening relationships with residents, businesses, developers, and prospective investors.
Through proactive planning, innovative programs, and collaborative partnerships, the City remains committed to building a resilient and fiscally sustainable economy that enhances quality of life and positions Rancho Cucamonga for long-term success. These efforts directly support the City Council’s mission to “Continuously ensure and advance the quality of life for the community through inclusive decision-making” and advance its vision to “create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.” Together, these guiding principles reinforce the City’s commitment to fostering an inclusive and prosperous economic environment where businesses, residents, and the broader community can succeed and thrive.
Victoria Gardens
20 Sanctity Hotel Tapestry Collection by Hilton
Economic Development Strategy Annual Progress Report | 21
APPENDIX
Table of Contents
EDS Implementation Plan
Epicenter Master Plan
EDS IMPLEMENTATION
PLAN
City of Rancho Cucamonga | Economic Development Strategy 2023 24 Implementation Plan
This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time periods: 1 year, 2-3 years, and 4-5 years. The work plan also identifies the lead department and assisting partners.
Action Lead Department Partners Timeline
1. Grow and Diversify the City’s Economy
1.1 Grow the City’s target industry sectors
1.1A Coordinate with San
Bernardino County’s Economic
Development Agency to recruit
new companies.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year
1.1B Coordinate with the
Governor’s Office of Business
and Economic Development
(GO-Biz) to recruit new
companies.
Economic
Development
Division
GO-Biz 1
Year
1.1C Connect new businesses
with resources from the State.
Economic
Development
Division
GO-Biz 1
Year
1.1D Recruit new businesses in
the City’s target industry sectors.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.1E Convene working meetings
with local business
representatives from industries in
the City’s target industries.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.1F Complete a comprehensive
review of the fee structure and
cost of doing business in Rancho
Cucamonga.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.2 Market to businesses the advantages of locating in the City
1.2A Develop materials that
market advantages for locating in
Rancho Cucamonga.
Economic
Development
Division
1 Year
1.2B Continue to regularly
update “Rancho Cucamonga at a
Glance” and “Retail Opportunity”
marketing materials.
Economic
Development
Division
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 25 Action Lead Department Partners Timeline
1.2C Develop promotional
materials on the Economic
Development Division webpage
that profiles the City’s access to
nature and community parks.
Economic
Development
Division
Community Services
Department
1 Year
1.2D Implement the Marketing
and Communications Plan.
Economic
Development
Division
Community Services
Department
1 Year
1.3 Recruit and retain international companies
1.3A Connect businesses with
resources through the San
Bernardino County Economic
Development Agency.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year
1.3B Connect businesses with
resources from State, and
International & Trade Programs.
Economic
Development
Division
GO-Biz 1
Year
1.3C Develop an international
marketing program to attract
foreign businesses.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 4-5 Years
1.4 Connect businesses with commercial space opportunities in the City
1.4A Continue support for the
“Site Selection Assistance”
service in the City and enhance
the promotion of the service.
Economic
Development
Division
1 Year
1.4B Maintain customer service
orientation in the “Site Selection
Assistance” service.
Economic
Development
Division
1 Year
1.4C Prepare a “viewbook”
promoting a range of commercial
space examples available in the
City.
Economic
Development
Division
2-3
Years
1.4D Market vacant office, retail,
and industrial spaces on the
City’s website.
Economic
Development
Division
Planning Division 2-3
Years
1.4E Build relationships with Real
Estate Brokers and Site Selection
Companies.
Economic
Development
Division
Planning Division 2-3
Years
1.5 Support the construction and redevelopment of commercial properties
City of Rancho Cucamonga | Economic Development Strategy 2023 26 Action Lead Department Partners Timeline
1.5A Continue to address small
discrepancies in the development
process as they occur and review
the current development approval
process to remove barriers and
improve efficiency.
Economic
Development
Division
Planning Division 1
Year
1.5B Explore opportunities for the
redevelopment of sites.
Economic
Development
Division
Planning Division 2-3
Years
1.5C Solicit feedback from
commercial developers.
Economic
Development
Division
Planning Division 2-3
Years
1.5D Solicit feedback from real
estate professionals.
Economic
Development
Division
Planning Division 2-3
Years
1.5E Explore potential incentives
for encouraging redevelopment.
Economic
Development
Division
4-5 Years
2. Enhance the Quality of Life
2.1 Establish and promote the City’s Downtown location
2.1A Create an internal
understanding of the City’s
Downtown location.
Planning Division Economic Development
Division
1 Year
2.1B Promote placemaking and
walkability. Planning Division Economic Development Division 1 Year
2.1C Locate community events
and public art in the Downtown
area.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.1D Update signage promoting
the location of the City’s
Downtown.
Economic
Development
Division
Planning Division, RC
Public Art 4-5 Years
2.2 Promote and grow the HART District
2.2A Establish and promote the
identity of the HART District. Planning Division Economic Development Division 2-3
Years
City of Rancho Cucamonga | Economic Development Strategy 2023 27 Action Lead Department Partners Timeline
2.2B Convene transportation
agencies and providers. Planning Division
Economic Development
Division, SBCTA,
Metrolink, Brightline
West
2-3
Years
2.2C Develop a specific plan for
the HART District. Planning Division 4-5 Years
2.3 Host and sponsor community and special events
2.3A Explore opportunities to
host or sponsor community
events.
Economic
Development
Division
Community Services
Department
2-3
Years
2.3B Continue to review
permitting, fees, and insurance
requirements for community
event hosts and vendors.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.4 Explore potential locations in the City that may benefit from enhanced revenues and services
2.4A Identify current and future
locations that may benefit from
enhanced services.
Economic
Development
Division
Planning Division 2-3
Years
2.4B Explore the potential for
existing revenue sources and
service districts.
Economic
Development
Division
Planning Division 4-5 Years
2.4C Engage local businesses
about the need for public-private
collaboration for business
community improvements.
Economic
Development
Division
Planning Division 4-5 Years
2.5 Promote the City’s historic cultural resources
2.5A Market historic resources in
the City.
Economic
Development
Division
Planning Division 1
Year
2.5B Secure historical status for
qualifying sites. Planning Division Etiwanda Historical Society 4-5 Years
3. Expand Retail, Entertainment, and Hospitality
3.1 Explore opportunities for retail business recruitment
City of Rancho Cucamonga | Economic Development Strategy 2023 28 Action Lead Department Partners Timeline
3.1A Compare the City’s existing
retail inventory to the retail
businesses the city aims to
attract.
Economic
Development
Division
2-3
Years
3.1B Commission a retail
leakage study.
Economic
Development
Division
4-5 Years
3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City
3.2A Promote and support the
City’s cluster of breweries.
Economic
Development
Division
2-3
Years
3.2B Recruit and support
breweries, wineries, and tasting
rooms.
Economic
Development
Division
2-3
Years
3.3 Attract restaurants to the City that are destination driven
3.3A Retain and recruit a healthy
and diverse mix of restaurants
throughout the city.
Economic
Development
Division
2-3
Years
3.3B Explore options that might
be available for restaurants in
retail centers.
Economic
Development
Division
2-3
Years
3.4 Explore opportunities to expand hospitality in the City
3.4A Explore future hospitality
opportunities in the HART
District.
Economic
Development
Division
4-5 Years
3.4B Identify future hospitality
opportunities around Victoria
Gardens and Civic Center.
Economic
Development
Division
4-5 Years
3.4C Attract boutique, high-end
and luxury hotels.
Economic
Development
Division
4-5 Years
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
City of Rancho Cucamonga | Economic Development Strategy 2023 29 Action Lead Department Partners Timeline
4.1A Strengthen partnerships
with local higher education
institutions.
Economic
Development
Division
Partners: Chaffey
College, University of
Redlands Rancho
Cucamonga Campus
1 Year
4.1B Foster relationships with
nearby colleges and universities.
Economic
Development
Division
Partners: Cal Poly
Pomona, UC Riverside,
and other colleges and
universities
2-3
Years
4.2 Cultivate local innovation
4.2A Explore partnerships with
universities and organizations to
support the creation of incubators
and business accelerator
programs.
Economic
Development
Division
Inland Empire Center
for Entrepreneurship
2-3
Years
4.2B Host networking events for
local businesses and
entrepreneurs.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Inland Empire Center
for Entrepreneurship
2-3
Years
4.3 Provide support for small businesses
4.3A Establish a small business
outreach program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
2-3
Years
4.3B Connect small businesses
with resources and technical
assistance.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
4.3C Establish a small business
loan program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
4-5 Years
4.4 Enhance data collection to track business activity in the City
4.4A Ensure access to state-ofthe-art telecommunications.
Economic
Development
Division
Public Works
Department
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 30 Action Lead Department Partners Timeline
4.4B Use the business licensing
program to facilitate the collection
of employment and other data
about local companies.
Economic
Development
Division
2-3
Years
4.4C Develop an annual or
biannual local business survey.
Economic
Development
Division
2-3
Years
4.5 Connect students, job seekers, and employers with workforce development opportunities
4.5A Explore hosting or
connecting students and job
seekers with industry-specific
events.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Manufacturers’ Council
of the Inland Empire
(MCIE)
1 Year
4.5B Connect employers with the
San Bernardino County
Workforce Development Board.
Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year
4.5C Create stronger links
between local employers,
education and service providers,
and residents.
Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year
EPICENTER MASTER PLAN
Contents
1 | The Vision in Context.......................2
2 | Focus Area Concepts.....................20
3 | Development Regulations..........46
4 | Implementation Playbook..........62
Epicenter Master Plan
City of Rancho Cucamonga
Adopted | December 2023
CITY OF RANCHO CUCAMONGA | December 2023 | 1
Acknowledgements
A Special Thanks:
This Epicenter Master Plan and the vision, strategies, development standards, and implementation playbook herein, are a result of a collaborative effort between the City of Rancho Cucamonga’s professional staff, City Council, Planning Commission, and team of professional consultants.
Specific acknowledgment is given to the following individuals:
City of Rancho Cucamonga
City Council
L. Dennis Michael, Mayor
Lynne B. Kennedy, Mayor Pro Tem
Ryan A. Hutchinson, Council Member
Kristine D. Scott, Council Member
Ashley N. Stickler, Council Member
Planning Commission
Bryan Dopp, Chair
Tony Morales, Vice Chair
Diane Williams, Commissioner
Al Boling, Commissioner
James Daniels, Commissioner
City Staff
John Gillison, City Manager
Elisa Cox, Assistant City Manager
Matt Burris, Deputy City Manager
Julie Sowles, Deputy City Manager
Jennifer Hunt-Gracia, Director of Community
Services
Jason Welday, Director of Engineering
Bill Wittkopf, Director of Public Works
Matt Marquez, Director of Planning and Economic
Development
Jennifer Nakamura, Deputy Planning Director
Katie Distelrath, Deputy Director of Community
Services
Jean Ward, Civic Solutions, Contract Project Manager
Consultant Team
Sargent Town Planning | Urban Planning and
Design Lead, Master Plan Preparation
David Sargent, Senior Principal
Peter VanderWal, Principal, Project Director
Andrew Krizman, Senior Urban Planner & Designer
Michael Mabaquiao, Senior Urban Designer
Javier Ballesteros, Associate, Urban Designer
Studio One Eleven | Urban and
Architectural Design
Michael Bohn, Partner
David Sabunas, Senior Design Director
Matthew Wister, Studio Director
The Lab | Feasibility Analysis
Shaheen Sadeghi, Principal
Roman Ciuni, Project Manager
Chris Bennett, Operations
Fehr & Peers | Traffic & Mobility
Jason Pack, Principal
Delia Votsch, Project Manager
Keyser Marston Associates | Economics
Kevin Engstrom, Senior Principal
2 01
| EPICENTER MASTER PLAN | CHAPTER 1: THE VISION IN CONTEXT CITY OF RANCHO CUCAMONGA | December 2023 | 3 The General Plan envisions the Epicenter Master Plan Area as a fun, active district which serves as a destination for recreation, entertainment, and gathering. The General Plan states:
“Opportunities for intensification around the Cucamonga Station and Epicenter Sports Complex present the high potential for Central South (Community Planning Area) to evolve into a significant, transit-oriented, mixed-use urban center and regional employment hub" (General Plan, page 25).
This Plan is intended to implement that vision, ensuring that each new development, whether in the near term or further in the future, contributes to that long-term goal. While the Plan Area takes its name and much of its identity from the Epicenter Sports Complex—see the following pages on Plan Background & Context—the Epicenter Master Plan Area (or Plan Area) includes all the Cityowned land within the 56-acre Plan Area boundary included on maps throughout this document (see page 6). This first Chapter covers the following topics:
Plan Background & Context
Leveraging & Connecting to the Context
An Active, Connected Public Realm
Phased & Shared Parking Strategy
Introduction
The Vision
in Context
4 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5 Plan Background & Context
Following its incorporation as a City in 1977, Rancho
Cucamonga grew explosively in population. As part
of the City’s strategy for generating civic activity
and a growing sense of community pride, the
City constructed the Epicenter Sports Complex to
attract a minor league ball club. Opened in 1993,
it became the home of the co-branded Rancho
Cucamonga Quakes ball club, attracting large
crowds from throughout the Inland Empire.
Located on Rochester Avenue, in a commercial and
light industrial area south of Foothill Boulevard,
the Epicenter Sports Complex now includes
Quakes Stadium (referred to throughout this Plan
as the Stadium), three softball fields available for
community leagues and tournaments, one little
league baseball field, and a new Sports Center
east of Rochester Ave. These athletic facilities are
surrounded by surface parking lots that are rarely
utilized to capacity, even when the Quakes are
playing. The Epicenter Master Plan Area takes its
name from the Epicenter Sports Complex, but it
now hosts a variety of other uses as well. South
of the softball fields are the Sofive Soccer Center
fields, hosting 5-on-5 and 7-on-7 soccer. On Arrow
Route, the City's Animal Center cares for and finds
new homes for abandoned pets and other animals.
The City recently acquired a vacant parcel on the
corner of Rochester Ave and Arrow Rte for a future,
larger, more public-facing Animal Center expansion
facility.
From 2019 to 2021, the City comprehensively updated
its General Plan, through a process of extensive
community engagement and consultation. Through
that process, creating a complete downtown for this
former bedroom suburb of Los Angeles emerged
as a top-level community priority. A Downtown
Focus Area Plan was included in the new General
Plan (page 102), envisioning and illustrating how
the Epicenter Master Plan Area would become part
of the expanded Downtown Rancho Cucamonga.
Strategies for achieving this included street and
trail improvements to bring the Plan Area within a
pleasant walk, bike ride or short transit ride of Foothill Boulevard, Victoria Gardens, and Cucamonga Station
just a mile away to the southwest.
In 2022, the City undertook preparation of this
Master Plan to accelerate the vision for Downtown
Rancho Cucamonga and to address two important
challenges of the Plan Area: 1) there is not enough
community activity throughout each day and each
season of the year, and 2) there is not nearly enough
revenue to cover what the City spends maintaining
its 56-acre holdings in the Plan Area. Therefore, this
Master Plan is intended to guide new public and
private investment and development in the Plan
Area to ensure that they enhance and expand the
range of community-serving activities and amenities
and that they generate enough revenue to support
those resources—rather than “privatizing” important
public amenities.
2 3
3 3 3
2 1
2 4
5 min.
walk
10 min.
walk
5 min.
bike
5 min. electric
bike/scooter
4 7
5 5
6 6
Legend
2 3
4 Planned BRT Stations
Planned Multi-Use Paths
Significant expected housing and mixed-use
development
1 Existing Cucamonga Station (Metrolink) with
planned high-speed rail and bus rapid transit
6 7
5 Transit Priority Street, per General Plan
Victoria Gardens
Bike Priority Street, per General Plan
Victoria Gardens Stadium facade Promenade connecting baseball, Planned High Speed Rail Station Day Creek Channel Park vision Sports Center softball, and soccer fields (circa 1991)
1: THE VISION IN CONTEXT Page 86222
6 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 7 Leveraging & Connecting to the Context
The Epicenter Master Plan Area (see map to
the right) has the potential to capitalize on
its proximity to nearby amenities, synergistic
uses, and multiple major transportation routes
and destinations. The major transportation
routes and destinations were identified on the
previous spread (pages 4 and 5), but the area
immediately surrounding the Plan Area also
presents an interesting mix of constraints and
opportunities for the planned mixed-use sports
and entertainment district. The surrounding
properties are all privately owned and mostly
commercial and industrial in use, suburban
in character, and separated from one another
and from the Plan Area by security fences and
walls. On the surface, that would appear mainly
to present constraints. However, there are clear
opportunities for the owners of those properties
and businesses to derive new customers and
new value from an increasingly popular district
centered on the Epicenter Sports Complex, and
there are relatively straightforward opportunities
to create new connections between several of
those properties and the Plan Area that might
benefit all parties. The Framework, concepts, and
regulations of this Master Plan aim to create and
strengthen ties to these nearby opportunities as
well as more distant ones via transit and bicycle
routes.
Multi-use path; direct
alignment to be determined
Epicenter Master Plan Area
Connectivity opportunities
between the Plan Area and
its context that are explored
throughout this Master Plan
1: THE VISION IN CONTEXT
Arrow Rte
Foothill Blvd
Jack Benny Dr
Day Creek Blvd
Sebastian Way
Masi Dr
Stadium Way
Stadium Way
Rochester Ave
Stadium
Softball
Softball
Softball
Soccer
Animal
Center
Little
League
Animal
Center
Expansion
Site
Sports
Center
Substation
8 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 9 A Walkable Framework
The expanded activity and mix of uses envisioned for the Plan Area must be linked to each other and to the context with a clear, walkable urban framework. Therefore, this Master Plan organizes the area into a number of walkable blocks, defined and interconnected by a network of
streets oriented to pedestrians and bicyclists, and also accommodating significant amounts of vehicular traffic
and parking. This framework, shown in the diagram above, will systematically evolve the Plan Area from its current condition as isolated sports facilities surrounded by surface parking lots to its envisioned future as a lively sports and entertainment district. The existing public green—referred to as Epicenter Green in this Plan—at Rochester Ave and Stadium Way is to be enhanced as the central public space and activity hub of the new district.
The Vision
Existing Anchors
This district is unique because of its proximity to
Foothill Boulevard and because of its three major
City assets: the Stadium, Sports Center, and Animal
Center. All three of these anchors will continue to
evolve throughout the lifetime of this Plan. The Sports Center continually tailors its programming to the
community, the Animal Center aims to expand to
better serve its mission, and the City is seeking to
take better advantage of the Stadium as a year-round
multi-use venue (see page 37). The uses and amenities
described throughout this Master Plan are intended
to complement and leverage these existing, districtdefining anchors.
New, Lively Uses
Within each block, opportunity sites for new
commercial and mixed-use developments are defined
in this Master Plan (see Chapter 2). High-priority
opportunity sites include those facing the Epicenter
Green, facing Stadium Way as it connects the Stadium
to the Sports Center, and facing Rochester Ave and
Jack Benny Drive. Attractive new buildings or similar
facilities and a growing array of lively new uses and
activities along these streets that connect the Plan
Area to the rest of the Downtown are critical to
realizing the community's dream.
Near-Term Activation
Initial possibilities for activation include simply
leasing some of the parking spaces along key street
frontages to vendors who operate outdoor food,
beverage, and retail establishments out of temporary
or low-cost structures and shipping containers. Such
interventions are referred to as “tactical” because they can be established relatively quickly, have a relatively low cost, and need not displace many parking
spaces. Near-Term Action Items are identified in the
beginning of Chapter 2.
A Feasible Mix of Uses
Despite the near-term activation possibilities
mentioned above, there is a limit to how many
new food, beverage, and retail establishments
can thrive in the Plan Area without other new
uses and attractions. The Stadium, Sports Center,
and other athletic fields do not routinely attract
enough visitors to support a large number of
restaurants or shops, who must have customers
all day every day to stay in business. Through
economic feasibility study and in consultation
with food, beverage and family entertainment
businesses, the City's design and economic
consultants confirmed that such businesses
are attracted to mixed-use districts where a
significant concentration of residents and
jobs are already present or nearby, to provide
them with a steady supply of "built-in" local
customers—in addition to the visitors attracted
by anchors.
While the Plan Area is currently located in an
employment district, the district is of quite low
intensity in terms of employees per acre and per
day in the vicinity. Significant amounts of new
housing and office space are planned along
Foothill Boulevard less than a half-mile to the
north—many of which are anticipated to be
occupied within the next few years. Therefore,
it is a priority of this Master Plan to provide
multimodal connections to this new housing and
to nearby businesses, and to provide a home for
new jobs and businesses within the Plan Area.
This priority to both host new development and
connect to nearby uses is reflected in the network
described on pages 12–16, the development
concepts illustrated in Chapter 2, and the
standards of Chapter 3.
4 4
4 4
An active district can be initiated in the near-term. Mixed-use places attract a wide range of visitors.
For more on the walkable framework, see an An Active, Connected Public Realm on page 12. For more on Development Concepts, see Chapter 2: Focus Area Concepts on page 20. 1 Legend
1 4
2 3
Walkable Blocks: Potential
Development Sites
Gateway Intersection (see page 16)
The Fault Line Promenade linking
the Epicenter and Sports Center
Potential Pedestrian-Priority
Routes (also accommodating
bikes where possible)
Multi-Modal Internal Streets
Open Spaces
2 3
3 1: THE VISION IN CONTEXT
Plan Area
This diagram illustrates the intent of the plan
framework. The Regulating Plan (Section 3.1)
and associated standards implement this vision.
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
Rochester Ave
Sebastian Way
Victory Dr
Epicenter Green (see page 26 and
Standard EG-1 in Section 3.2)
10 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 11 Design Approach
With feasibility in mind, the planning team studied a series of development scenarios for the Plan Area, with lively retail, food and beverage and entertainment uses on the ground floors and new hotels, offices, and other supportive uses on upper floors of mixed-use buildings. These uses can be supported by structured parking for visitors, tenants, customers, and for the ballpark and Sports Center. Potential strengths of this approach to building new activity and value in the Plan Area—particularly in the context that the new General Plan provides for the future of this area—include:
Implementation Strategy
In order to jump-start the evolution of the Plan Area from its current condition to a lively mixed-use district, a strategy of phased improvement and activation is recommended. The City of Rancho Cucamonga is well known for acting purposefully, rather than waiting for something good to happen.
Mixed-Use Leverages Value
Much of the ground floor area of mixed-use buildings—and often upper floor areas as well—is devoted to parking, with the street-facing ground floor spaces reserved for the retail, food and beverage, and entertainment uses prioritized for the Plan Area.
Mixed-use buildings with offices or hotel rooms above those lively uses tap the “air rights” of the City’s property to generate more value and revenue for the City, much of which can be used to construct new public space and recreational amenities for the district, and for the community.
Shared Parking is Efficient
In downtowns and other mixed-use districts, parking supplies can be flexibly shared among various users, reducing the total number of spaces and associated costs and acreages, freeing up capital and land for the lively fun uses the community wants. Given the anticipated mix of uses in the Plan Area, it is anticipated that the busiest time for restaurants and entertainment uses would be when there is a game or event at the stadium, such that a single parking space would
accommodate several stadium visitors who would also be
patrons of one or more of the surrounding businesses during their visit. The same is expected to be true of families attending community sporting events. And when large events are not in session, there will be more than enough parking for all the businesses.
Supporting the Foothill Blvd Downtown
Environment (see Focus Area 1 on GPU page 102)
As Victoria Gardens has demonstrated over the past 20 years, a lively, pedestrian-oriented environment with a mix of fun and useful businesses is a fine amenity and center of community activity, and also brings in visitors and their spending money from the surrounding region. It is worth noting that Victoria Gardens was originally planned as a mixed-use development, with the large parking blocks surrounding the retail center laid out for future housing infill. Several of those housing projects are just now in the planning stages and are anticipated to be constructed in the next few years. The Plan Area likewise has the potential to capitalize on nearby residents, as several housing and mixed-use projects along Foothill Boulevard to the north of the Plan Area are planned. The Plan Area can complement and synergize with Victoria Gardens and the rest of Focus Area 1 (General Plan, page 102) to deliver much of the envisioned “real downtown Rancho Cucamonga” within years, rather than decades.
1. Recruit Investment and Development
Beginning prior to Master Plan adoption, and continuing indefinitely, the City should actively recruit businesses to provide new food and beverage, retail, recreational and entertainment uses within the District. Initial recruitments will likely be “tactical” vendors, as described in item 3, below; in later phases of development, this will also include tenants within ground floor spaces of new mixed-use buildings.
2. Adopt this Master Plan
This Plan is a flexible framework for organizing the land within the Plan Area into urban blocks, with a network of beautiful, comfortable, human-scale public spaces connecting them
and providing valuable new addresses for new uses and
development.
3. Near-Term Action Items
Build and Activate the Hub (see pages 24-33)
As a catalytic public improvement to increase the pace and quality of business recruitment, the City should improve the existing park at the main entry to the Stadium and softball fields, and also Stadium Way as it enters from Rochester.
In this Master Plan, this park is referred to as the "Epicenter Green." New branded streetscape, signage and landmarks will signal that this is the hub of an important place and regional destination. New branding and signage should provide a unified identity for the Stadium, ballfields, Sports Center, and future mixed-use district. Improvements to the pedestrian promenade coming in from the park are also recommended. These public improvements will provide the area with an impressive new “front door,” and a new address for the early phases of new businesses and amenities. Concurrently with the park and Stadium Way improvements, food trucks and similar “tactical” (temporary or mobile) food and beverage amenities can be invited to set up along the edges of existing parking lots that face into the upgraded park. The City should also increase the programming of the park, with activities that might include outdoor movies on a large screen many evenings, a weekly farmers market or other public market event, periodic or seasonal street fairs, and other community events. All such events should be promoted via district signage, online, and print media.
4. Longer-Term Vision
Build Around the Hub (see pages 36-45)
Through on-going recruitment and requests for development proposals, the City should actively seek to sell or ground lease opportunity parcels as defined in the Master Plan. After the improvement of the Epicenter Green, next phases of catalytic development could occur on either side of the Green and to the northeast of Rochester Ave and Stadium Way, as depicted in Chapter 2.
Recruit tactical vendors
Hotels over active uses leverage value
A Master Plan organizes the effort
Shared parking
The hub to serve as gateway, or “front door”
Pedestrian-oriented environment
Build around the hub
Sports
Center
Stadium Rochester Ave
The Hub
Stadium Way
Stadium Way
Rochester Ave
1: THE VISION IN CONTEXT Page 865
12 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 13 An Active, Connected Public Realm
A Multi-Modal Network
Per the General Plan Toolkit Part 3, it is imperative
that, with new development, a human scale
network of multi-modal streets and public spaces
with active frontages be systematically extended
into large vacant or underutilized sites (General
Plan, page 308). Multiple drives already exist within
the Plan Area, offering access to parking lots and
existing uses, but they should be improved and
fronted to create a vibrant, walkable environment.
New connections and spaces should be introduced
as diagrammed above and described in this section.
The Chapter 3 standards of this Master Plan ensure
that this multi-modal network is implemented over
time with any new development.
1 Multi-Modal Streets
In coordination with wider bike network improvements,
Rochester Ave and Arrow Rte are envisioned to feature
more comfortable and safe bike lanes over time. Also, just to the east of the Plan Area, Southern California Edison land is planned to feature a multi-purpose trail, and the General Plan (Figure M-4, page 157) identifies Jack Benny Dr (and its continuation to Day Creek Blvd) as a Community Trail.
These routes link to Foothill Blvd, Victoria Gardens, and beyond. In order to leverage this multi-modal context,
streets within the Plan Area should be made safe for both cars and cyclists, with wide sidewalks for pedestrians, shaded by trees. Some portions of streets, such as the
portion of Stadium Way which curves around the Epicenter Green, can further prioritize pedestrians and cyclists.
Potentially, that curve could be designed as a shared
curbless street which can be closed to traffic for big events.
A safe, comfortable multi-modal street network
Bike lanes could be protected by parked cars.
A multi-modal network offers connections to nearby
bus lines on Milliken Ave and Foothill Blvd.
Medians make streets crossable and beautiful.
Bike lanes could be raised—whether up on the sidewalk or between sidewalk and street level—for greater safety.
Internal streets in the Plan Area need to prioritize the pedestrian experience. In priority locations, such as Stadium Way west of Rochester Ave, a curbless design could allow for the street segment to be temporarily closed to vehicular traffic for special events or game days.
Legend
1 2
3 3
3 Epicenter Green (see page 26 and
Standard EG-1 in Section 3.2)
Gateway Intersection (see page 16)
The Fault Line Promenade linking the
Epicenter and Sports Center
Potential Pedestrian-Priority Routes (also
accommodating bikes where possible)
Multi-Modal Internal Streets
Open Spaces
2 1: THE VISION IN CONTEXT
This diagram illustrates the intent of the plan
framework. The Regulating Plan (Section 3.1)
and associated standards implement this vision.
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
Rochester Ave
Sebastian Way
Victory Dr
Plan Area
14 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 15 The Fault Line Promenade
Various existing and potential pedestrian routes, as
diagrammed on page 12, have the opportunity to stitch
the area together and lessen the need to drive between
destinations. Particularly important is the route from
the Sports Center to the Stadium entrance, which could
be branded The Fault Line to complement Epicenter
branding and improve wayfinding. This should become
a beautiful, comfortable promenade forming an
east-west spine through Focus Area North. Its edges
should feature . The first phase of The Fault Line (west of Rochester Ave) is a key Action Item (see page 29)
intended to bring life to the gateway to the Epicenter.
Open Spaces
Open spaces serve as outdoor rooms for the community and give an area a sense of place. The Epicenter already has a great amount of open space, considering the size and number of ball fields as well as the Epicenter Green. Key to the success of the area will be leveraging these existing spaces with robust, creative programming and strategic improvements to make the spaces more attractive and more flexibly usable.
An elegant promenade shade structure
Flexibly-programmable open space
Gateway hub: Epicenter Green
Sports Center: underutilized landscaped area*
Frame outdoor rooms with new development
Actively utilized open space
Tactical hub of activity, featuring food trucks
Flexible-use edges of streets and open spaces
Along the Epicenter Green, the Fault Line promenade should be lined with tactical uses (see page 30), gathering, and outdoor dining and be highly connected to the open space.
The promenade along Stadium Way, east of Rochester Ave, can provide extra space to accommodate bikes and other active means of transportation. 1: THE VISION IN CONTEXT
*Alterations to this area would need to accommodate the needs of the Sports Center Water Quality Management Plan
16 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 17 Creating a Gateway
The intersection of Rochester Ave and Stadium Way is intended to serve as an impressive new “front door” to the area. This intersection should visually celebrate one’s arrival at the Epicenter. To announce the gateway, vertical, tower-like elements could flank the street, or a structure could even span the street.
Paving materials, with distinct colors and patterns, can also draw attention and slow drivers, making the intersection safer for pedestrians and cyclists. Pedestrian and cyclist crossing should be facilitated, in order to strengthen the connection between the Sports Center and new development on the east side of Rochester Ave with the rest of the Plan Area to the west of Rochester Ave. Furthermore, new development and improvements should enhance all 4 corners of this gateway, as illustrated to the right.
Vertical Monument or Structure
Gateway structure could
include bike storage.
Corner Entry to Active Use Corner Plaza
Attractive Wall/Screen for Substation
1: THE VISION IN CONTEXT Page 868
18 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 19 1 4
4 1
1 1
2 3 3
3 Phased & Shared Parking Strategy
Empty Lot
Opportunities
Overflow surface parking supporting
the first phases of development could
be provided on vacant or under-utilized
land, such as the northwest corner of
Rochester Ave and Arrow Rte (which
will be home to the Animal Center in
the longer term). This is an affordable
and convenient near-term solution.
Making Way for New, Fun Uses
Remaining Lots
At each phase of development, and
especially in the foreseeable future,
many existing surface parking spaces
will remain, along with their solar
collectors. In places where surface
parking is relocated, the solar collectors
can move along with them—whether
to other surface lots or on top of
parking structures. In all cases, parking
should be well screened by liner uses
or landscaping.
Shared Structures
A shared parking structure, ideally
located within Focus Area North (see
Chapter 2), would free up a lot of
valuable land around the hub of the
Plan Area. Parking arrangements could
allow some spaces to be dedicated to
certain users, while other spaces are
available for public use.
Park Once Strategy
Legend
Adjacent privately-owned
parking: potential sharing
opportunities
Near-term parking opportunity
on empty lot (before the Animal
Center expands to this location)
Walkable routes to Epicenter
from parking
The above inventory demonstrates how robust the supply of parking is in and around the Epicenter. The existing supply, even with only minimal sharing of parking between uses, easily accommodates the busiest days of the year—including sold-out baseball games. In order to accommodate new development as envisioned by this Master Plan, some lots will need to be displaced, and the necessary parking demands will need to be met through more efficient, creative means than a sea of surface parking. Strategies for phasing and sharing parking should be formally spelled out through a Parking Management Plan (see Concept 3C on page 72). Example strategies are described on the following page.
There is currently an over-supply
of parking in the wider context.
This Master Plan strongly supports
the strategy of coordinating and
negotiating with neighbor properties
to share parking, to the benefit of
all property owners and visitors. A
walkable network connecting all
parking and uses allow visitors to
park once while visiting multiple
destinations in the area.
1: THE VISION IN CONTEXT
Lots A through F are lettered to facilitate referencing. These lot letters are used in the Playbook spreadsheet to describe possible locations of new uses, improvements, and programming (see Chapter 4).
Arrow Rte
Rochester Ave
Plan Area
20 02
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 21 A wide variety of development possibilities could accomplish the vision for the Epicenter Master Plan Area. The range of preferred possibilities, however, varies by both location and by point in time. For that reason, this Chapter explores development and improvement concepts through the lens of Focus Areas in both the near- and long-term. Concepts and priorities are included to describe and illustrate how each new development, whether in the near term or further in the future, contributes to the longer-term goal. While this Master Plan applies to the entire Plan Area, the specific concepts explored here focus on land currently owned by the City, as it is not known if or when privately held land may be redeveloped. This Chapter includes the following sections:
Introduction
Focus Area
Concepts
Focus Areas Introduction
Near-Term Action Items: Focus Area North
Longer-Term Vision: Focus Area North
Near-Term Action Items: Focus Area South
Longer-Term Vision: Focus Area South
2: FOCUS AREA CONCEPTS Page 8700
22 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 23 Focus Areas
Introduction
Focus Area South
The southern portion of the plan
area features more existing uses
than Focus Area North, including
the Animal Center and Sofive Soccer
Center. Therefore, minimal change
is anticipated in the near term.
Eventually, the Animal Center is
expected to grow—with a new building
at Rochester Ave and Arrow Rte—and
other uses could expand the active
environment envisioned for Focus Area
North.
Focus Area North
Focus Area North features the gateway
to both the Stadium, softball fields, and
the Sports Center, at the intersection
of Rochester Ave and Stadium Way.
As described in Chapter 1, this area is
intended to serve as a hub, and the
existing green—referred to here as
Epicenter Green—can be improved and
utilized as a significant destination. The
open parking lots which fill most of this
focus area offer a relatively blank slate,
which can accommodate new, exciting
activity and development.
This Master Plan identifies and studies two focus areas: Focus Area North and Focus Area South, labeled above as 1 and 2, respectively. The following pages identify the unique existing conditions and possibilities associated with each of these focus areas in both the near- and longer-term. They are envisioned to play slightly different roles, especially in the near-term.
1 2
1 2
2: FOCUS AREA CONCEPTS
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
Rochester Ave
Sebastian Way
Victory Dr
Plan Area
24 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 25 Near-Term Action Items
Focus Area North
Build and Activate the Hub
As discussed in Chapter 1, the Epicenter Green and its context can serve as a hub for the area. In the near term, it can become a fun and active gateway to both the Stadium, softball fields, and the Sports Center.
Strategic enhancements to the Epicenter Green and its context, along with tactical structures or vehicles hosting food, beverage, and other commercial uses, can bring life to the area soon. This spread identifies six Action Items which are intended to create and improve this hub; these Action Items are described on the following pages.
Alongside these action items, the stadium should feature increased programming to become a more active year-roung anchor, as discussed in Chapter 1. Programming which requires no significant alterations to the stadium can be accommodated in the near term, but in the longer term, the stadium could be adapted to more flexibly host a wider range of events. This is discussed further on page 37. 1 1
3 3
4 4
6 6
6 6
5 5
6 2
2 2 2
3 2: FOCUS AREA CONCEPTS
5 Legend
1 2
3 6
7 7
4 5
Improve the Epicenter Green
Introduce Promenades
Tactical Activation
Manage Parking
Stadium Programming
Improve the Beer Garden
Connect to Sebastian Way (see connection standards in Chapter 3) Stadium Way
Rochester Ave
Stadium Way
Stadium Way
Rochester Ave
Jack Benny Dr
Sebastian Way
Plan Area
26 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 27 Action Item #1: Improve the Epicenter Green
The park at the southwest corner of Stadium Way and Rochester Ave has the opportunity to serve as an active public space and front door to the area. Walkable promenades should line its edges, creating an enjoyable connection between Rochester Ave, nearby parking, and the entry to the baseball fields. The design of the park itself should flexibly accommodate a wide range of events and programming, from farmers markets to movies and yoga. New branded streetscape, signage and landmarks will signal that this is the hub of an important place and regional destination. See Standard EG-1 in Section 3.2 for access and size requirements.
1 A
A
A
B
C
F
F
E
C
E
C
C
C
D
C
D
B
Create an open space which can contain furniture and play equipment but remains mostly open and flexible. Existing trees within the space should be preserved.
Create a central stage to anchor the space and accommodate performances and other events.
Organize sidewalks and promenades (see Action Item #2) to give a clear form to the space and connect it to the context.
Improve the existing beer garden to better engage Stadium Way, the Epicenter Green, and the entry to the Epicenter and softball fields (see Action Item #4).
Create a small corner building which marks the gateway to the Epicenter Green at the southwest corner of Rochester Ave and Stadium Way. This structure could serve various uses in support of operations and visitors, such as: bike parking, ticketing offices, service storage, and public bathrooms.
Create an iconic structure to shade tactical retail and restaurant uses (see Action Item #3). A large billboard-like sign and screen could: 1) serve as a branding opportunity visible from Rochester Ave; 2) screen movies; and 3) live-stream games and events taking place in the Stadium. For movie nights and certain events, the Epicenter Green could be ticketed or extra revenue could simply be generated from the additional traffic for the tactical retail and food and beverage establishments.
Approaching the Epicenter Green from Rochester Ave and Stadium Way Smaller shade structures could also offer shade for walking and gathering along the edges of the space.
Stadium Way
Stadium Way
Rochester Ave
Rochester Ave
E
D
2: FOCUS AREA CONCEPTS Page 87333
28 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 29 Action Item #2: Introduce Promenades
Promenades and sidewalks play a critical role in the multi-modal public realm network described in Chapter 1 on pages 12 to 17. Along the south and east edges of the Epicenter Green, a first phase of the Fault Line (page 14) can be built. Promenades will eventually connect the Epicenter and softball fields to the Sports Center and ultimately, to the multi-use path in the SCE property. While the overall network will accommodate cyclists at certain locations, this near-term portion is to be focused on the pedestrian experience and lined with activity (see Action Item #3). The portion along the southern edge of the Epicenter Green is to be a direct continuation of the existing promenade between Stadium and softball field.
2 Minor sidewalks, such as those within the Epicenter Green and along Stadium Way also provide a comfortable route that can host seating and be lined by tactical retail and food and beverage establishments (see Action Item #3).
Flexibly-programmable open space, activated by tactical structures, such as tents or food trucks.
A place to watch the game and play
A place for strolling, gathering, and visiting tactical dining and retail A place for community fitness and wellness
Action Item #1 Continued
2: FOCUS AREA CONCEPTS Page 87444
30 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 31 Action Item #4: Improve the Beer Garden
The current stadium beer garden near stadium way provides tables and chairs, but it fails to activate the adjacent public realm. This space should better serve as a dining and drinking terrace which overlooks and engages the promenade, Stadium Way, and Epicenter Green. Furthermore, it could be used outside of game days to support activity in this gateway hub area. This can be achieved by maintaining visibility between the beer garden and other spaces and creating a more monumental entrance to Stadium Way, while still meeting the Alcoholic Beverage Code.
Furthermore, elements such as shade structures, planted trellises, string lights, and small trees can bring beauty and shade.
The existing space, closed off from its surroundings Drinking and dining covered by a trellis and canvas sails Structures can provide shade and a sense of enclosure while maintaining high visibility to the surroundings.
4 Action Item #3:
Tactical Activation
Tactical structures—such as tents, food
trucks, and shipping containers—can
allow food, beverage, and retail uses to
line the public realm during events or
throughout the year. When successful,
such uses can remain as they are
indefinitely or they can become housed
in more permanent spaces within new
development in the future. This activation
could be as simple as food trucks and/or
tents, or the City could build an attractive
shade structure and lease space under
it to retail. The design shown to the left
proposes such a structure lining the
southern portion of Epicenter Green,
allowing retail and food and beverage
establishments to front onto the green.
Shipping containers, food trucks, and airstreams can serve as micro-commercial spaces on any edge of the Epicenter Green. For example, food trucks could easily park along Stadium Way, lining Epicenter Green.
Shade structures make it easier to host events and temporary uses, such as markets. 3 2: FOCUS AREA CONCEPTS Page 875
32 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 33 Action Item #5:
Connect to Sebastian Way
Several of the parking lots serving the commercial buildings directly to the north of the Epicenter ballfields extend to the south edge of those properties, so that a simple opening could provide access between the Epicenter and those businesses for pedestrians, bicyclists, and motorists (see Standard C-1 in Chapter 3). This could provide a flow of potential new customers for the existing businesses in those buildings, which lack the exposure that the commercial center to the north has by virtue of its frontage on Foothill Boulevard. In the longer term, such connectivity might enable the owners of those buildings to lease spaces to food and beverage businesses or sports and entertainment businesses. Additionally, potential parking sharing or leasing arrangements with these surrounding businesses could allow them to get more value from their parking lots which are underutilized in the evenings. A connection to Sebastian Way would also put the hundreds of planned new housing units along Foothill Boulevard within a comfortable 5- to 10-minute walk—or even shorter bike ride—of the amenities of the Plan Area.
In the near-term, such a connection should be made extending from the improved Epicenter Green, around the outfield of the Stadium, and up north to Sebastian Way. There are a number of alternatives regarding the design of this route, depending on budget and access needs. In the near term, it could be as simple as an improvement and extension of the existing sidewalk and drive, or it could be a redesign of the existing drive into a shared multi-modal way. In either case, this shall be a phased approach resulting in a full multi-modal way in the long-term.
Action Item #6: Manage Parking
There is currently a surplus of parking in the Plan Area and within adjacent private developments. However, now is the time for the City to begin monitoring the use of its parking lots in order to inform future shared parking interventions as the Plan Area is developed. The cost of new parking solutions—such as structured parking—can limit the development potential of the area, so first phases should take advantage of low-cost, strategic opportunities that already exist. In the near-term, most existing parking lots will remain—along with their solar collectors—and can support new tactical uses around the improved Epicenter Green. As the level of activity and success of the area grows, some overflow parking may be necessary during specific time periods. First, overflow surface parking supporting the initial phases of development could be provided on vacant or under-utilized land, such as the northwest corner of Rochester Ave and Arrow Rte (home to the Animal Center in the longer term). If and when more parking is needed, opportunities exist for sharing parking with nearby developments, as identified and discussed in Chapter 1 on page 19 and Action Item #5 on page 32. These are affordable and convenient near-term solutions.
Arrow Rte
Rochester Ave
Sebastian Way
Epicenter
Green
Beer
Garden
Stadium
Commercial
to North
Stadium Way
Epicenter
Green
Rochester Ave
Future Housing
and Mixed-Use
N
N
Stadium Commercial Uses
and Under-Utilized
Parking
Masi Dr
Sebastian Way
Foothill Blvd
Stadium Way
Linking the heart of the Plan Area to Sebastian Way creates a synergistic connection with many nearby uses. 6 5
Overflow parking opportunity at Arrow Rte and Rochester Ave The Plan Area currently has a surplus of parking space. 2: FOCUS AREA CONCEPTS Page 876
34 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 35 5 3
4 1
2 6
Near-Term Strategies
for the Future Animal
Center Lot
Animal-Oriented Use
The empty lot at the northwest corner
of Rochester Ave and Arrow Rte, which
is reserved for a future Animal Center
expansion, could accommodate an interim
animal-related use on a lease that would
expire when the Animal Center is expected
to be built. This would put this location on
the map for pet-owners, paving the way for
the future Animal Center.
Overflow Parking on Existing Land
Remaining vacant land (excluding that
needed for any interim animal-oriented use
per above) could accommodate short-term,
temporary overflow parking in support of
interim uses and new activity in Focus Area
North. If used for parking, the lot shall be
layered with dust-mitigating ground cover,
such as decomposed granite or gravel. The
lot is largely flat, but it shall be graded where
necessary to create a walkable surface.
Support Existing Uses
which Support Vision
Athletics-related uses and the Animal Center
form part of the long-term vision for the
area. Whether they remain as they are now
or evolve over time, these uses should be
supported. However, the automobile-related
use on the private property at Rochester
Ave and Jack Benny Dr does not contribute
to the evolving identity of this area. If its
property owner so chooses, it could be
redeveloped to better complement the other
Plan Area uses.
3 1
2 Minimal Near-Term Change
The southern portion of the plan area features more existing uses than Focus Area North. Therefore, minimal change is anticipated in the near term. The empty lot at the northwest corner of Rochester Ave and Arrow Rte is reserved for a future Animal Center expansion in the longer term, but it could accommodate overflow parking and/or an interim animalrelated use in the near term. The existing private property north of that corner site (see #6 in the above diagram) is not currently available for redevelopment, but if its property owner so chooses, it could eventually become a use that better complements the Epicenter character and other Epicenter uses.
Legend
1 2
3 4
5 6
Future Animal Center Site
Overflow Parking Opportunities
Existing Animal Center
Existing Little League Field
Existing Sofive Soccer Center
Existing Private Property
Way Stadium
Rochester Ave
Jack Benny Dr
Arrow Rte
Victory Dr
2: FOCUS AREA CONCEPTS
Near-Term Action Items:
Focus Area South
Plan Area
36 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 37 Longer-Term Vision: Focus Area North
An All-Day, Year-Round
Active Environment
The near-term activation described in the previous section is intended to catalyze a higher concentration of life and activity around this focus area in the long term. Over time, existing parking lots can be developed to accommodate
this growing concentration of activity and further enliven an improved public realm. New buildings can house the
tactical commercial uses and programming that will have succeeded in the near-term as well as other new uses
which support the identity and life of the area.
Legend
1 2
4 4
2 2
1 4
3 3
3 2
3 4
6 7
7 7
Leverage the Stadium
Active Frontages Line the Public Realm
Compatible Supporting Uses
Shared Structured Parking Supply
Extended connection to the east (see
Connection C-8 in Section 3.2)
Connections to adjacent sites (see
connection standards in Chapter 3)
2: FOCUS AREA CONCEPTS
5 5
6 6
Tactical Plaza in Sports Center
Landscaped Area (see page 15)
Leverage the Stadium's Value
As discussed in Chapter 1, the City has the opportunity to utilize the Stadium more consistently throughout the year, bringing more fun events to the community and attracting more patrons to businesses in the area. Currently, Minor League Baseball home games bring significant crowds to the district for just a few hours on 67 days per year—only about one sixth of days—and well below 10% of business hours throughout the year. As is the case with venues across the country, no single tenant or use can adequately leverage such a significant asset. Furthermore, no tenant is guaranteed to be permanent, and the stadium can continue to be an anchor for the area even if tenant(s) change.
Other programming occurs throughout the year, but much of the calendar remains empty. The City should seek a new operator specializing in multi-use venues, who can fully leverage the stadium's value as a controlled-access, ticketable venue through Entertainment acts like the Savannah Bananas, who
have already visited the Epicenter
LA Times
The Wall Street Journal
The field could be adapted to accommodate soccer—
given its growing popularity—and/or be used as a multisport venue.
Monster trucks and other shows that can operate within
arenas of varying size
programming, marketing, and branding. If necessary, and in coordination with the operator, the City could renovate the stadium to more effectively and easily accommodate a wide range of programming. Some programming possibilities are illustrated on this page. In addition to these full-venue options, potions of the stadium could be rented out for private events such as: graduations, birthdays, weddings, corporate meetings, and batting cage use.
1 Other entertainment options, such as concerts
Stadium Way
Stadium Way
Rochester Ave
Jack Benny Dr
Sebastian Way
Plan Area
38 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 39 Primary Active
Frontages
Primary active frontages line important
portions of streets and open spaces
in the area. They should be filled
with shops and restaurants whose
activity spills out into the public
realm. In particular, businesses and
organizations which make use of the
Epicenter Green are prioritized along
its edges.
Secondary Active Frontages
As in most parts of most cities, there is not enough
demand in the area to fill all frontages with shops and restaurants. Secondary frontages should still engage the street with ground floor entries and windows, but they
can include a wider range of uses. In addition to shops and restaurants, ground floors in secondary frontage
environments include lobbies, amenity spaces, hotels,
fitness-related businesses, other commercial uses, and a limited amount of well-screened parking.
Activity spills out from ground floors into the public realm.
Active uses occupy ground floor frontages, regardless of upper floor use.
Well-screened parking in secondary locations
Flexible frontages can host shops or offices Lobby and amenity space for offices or hotels Active Frontages Line
the Public Realm
The area is envisioned as a lively
environment, oriented around athletics
and entertainment, among other
complementary uses. As such, its streets
and open spaces must be lined with active
ground floors which bring life to the public
realm. Primary active frontages include
shops and restaurants, while secondary
active frontages can include a wider range
of uses, as there is not enough market
demand to support shops and restaurants
throughout the plan area. Primary and
secondary active frontages are identified
in Figure 2-1 (above) and described on the
Primary active frontage example following page.
FIGURE 2–1: ACTIVE FRONTAGES
Active Frontages
Primary
Secondary
This Figure serves as a simplified reference for this conceptual Section. The full regulating plan is included in Section 3.1: Regulation Plan. 2 2: FOCUS AREA CONCEPTS
Stadium Way
Stadium Way
Rochester Ave
Jack Benny Dr
40 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 41 Compatible Supporting Uses
The Stadium, Sports Center, and other existing uses do not routinely attract enough visitors to support an influx of new restaurants or retail shops, which require customers all day and every day to stay in business. Such businesses are attracted to mixed-use districts where a significant concentration of residents and jobs are already present, to provide them with steady supply of “builtin” local customers. Therefore, uses such as hotels and offices are needed to bring life to the area and support new, fun businesses, and connections must be made to nearby housing. Any supporting uses must also include highly active uses on the ground floor, engaging the public realm.
Shared Structured Parking Supply
More efficient parking strategies, through the use of shared parking arrangements and structured parking, are necessary in order to make room for new activity in the area. A small amount of new development could occur without a structure, but a parking structure—or structures— will help as uses displace existing parking lots. A parking structure to the northeast of the intersection of Stadium Way and Rochester Ave is required to have at least 500 parking spaces (see Section 3.2).
For reference, the footprint depicted on page 36 at that location accommodates 150 spaces per floor. Any other structure in Focus Area north would need to be calibrated to the intensity of new development.
Example of a shared parking structure with liner buildings Upper floor offices and hotels support active ground floors and a lively public realm.
Hotels, offices, and other Epicenter-compatible uses support active ground floors and a lively public realm.
4 3
2: FOCUS AREA CONCEPTS Page 8800
42 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 43 Animal Center
As the Animal Center continues to advance its mission,
it is in need of a new facility. This facility would host the public-facing program of the Center, including public
education and training and animals in need of adoption. It would feature an inviting entry and animals highly visible from the street to encourage adoptions and community
awareness of the Animal Center. The future building could take a number of forms, but it could feature one or more courtyards which serve as play yards. In such a case, the building would be oriented around the play yards and
form their boundary—rather than fences doing so.
Animal-Related Uses
Other animal-related uses in the area would
both leverage and support the Animal Center.
The Animal Center could collaborate with other
organizations or businesses on programming or
to get the word out regarding vaccination and
adoption events. For example, there are new
businesses which function as a restaurant and
event venue anchored by a dog park. Such a use
could be near Animal Center or anywhere in the
Plan, provided it provides appropriate frontage.
Dog-centric programming and events
Businesses offering pet toys, food, grooming would synergize with the Animal Center. 2 1
2 5
3 4
5 Expanding the Active
District
Over time, the active environment envisioned
for Focus Area North could expand southward.
Development potential in this area depends heavily
on the future of the private property, the Little
League field, the future of Sofive Soccer Center, and
the expansion of the Animal Center. If the private
automobile-related use and the Little League field
were to remain, little change would be expected in
this area. However, if they were to be relocated, a
more robust expansion of the athletic- and animalrelated district could occur, potentially with the support of a new shared parking structure.
Legend
1 2
3 4
5 6
Animal Center Expansion
Animal-Related Use
Private Development Site
Shared Structured Parking:
featuring active ground floor liner space
facing the green to the north and the plaza
to the west
Potential Plaza at South Entry to Fields
New Route through Block:
The Little League field site may remain for
the lifetime of this plan. However, if it were
to be relocated (see 3G on page 72) and this
site were to be redeveloped, a new street
connection would be required per Chapter 3.
1 This Animal Center design by WA features courtyard play areas lined by kennels and other programming.
Way Stadium
Rochester Ave
Jack Benny Dr
Arrow Rte
Victory Dr
2: FOCUS AREA CONCEPTS
6 Longer-Term Vision: Focus Area South
Plan Area
44 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 45 Sports-Anchored Uses
A sport-anchored use could relate well with the
existing baseball fields and the existing Sofive Soccer Center. Businesses such as Chicken N Pickle (Pickle
Ball) and Top Golf are essentially food and beverage
establishments which use a sport as a main attraction.
Such a use could be developed on open land, the
Little League field site if it were to relocate, or in
coordination with the Sofive Soccer Center pending
its future needs. Such uses often feature some lesser
active frontages—such as edges of courts or fields—so
they are more appropriate for Focus Area South than
Focus Area North, which requires consistent active
frontage around the gateway hub.
Shared Structured
Parking
Like Focus Area North, more efficient parking
strategies will be needed if this area sees an influx of new uses which displace existing parking and bring
their own parking needs. It is recommended that a
parking structure be built in Focus Area North first to support the gateway hub, but an additional shared
structure could be built here in the future. It shall
feature a “future-proof” design—unless such features
would render the project financially infeasible—
meaning that it could easily adapt to accommodate
other uses in the future. Future-proof parking design
elements include flat floors and 10-foot minimum
floor-to-floor heights. Any structure along Jack Benny
Dr, Rochester Ave, and Arrow Rte should feature as
much active ground floor frontage as possible.
Restaurants anchored by pickle ball and open space
Large parking structure with ground floor retail liner
Large shared parking structure with micro-retail liner
Restaurants anchored by pickle ball and open space Retail and restaurants anchored by a surf club 2: FOCUS AREA CONCEPTS
1 1
1 1
1 1 1
2 2
2 2
2 Buildings line and activate the streets and open spaces per the standards of Chapter 3.
Development site
Parking and athletic fields, courts, or pools are located next to and behind buildings.
Example Sports-Anchored Use Site Plans
Street
Street
Open Space
Adjacent Site Adjacent Site
Adjacent Site
Adjacent Site
Street
Street
Street
46 03
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 47 This Chapter establishes development regulations that implement the vision for the Plan Area described and illustrated in Chapters 1 and 2 and in the General Plan (see General Plan Focus Area 1 on page 102). This Master Plan is the guiding regulatory document for the Epicenter Master Plan Area (see Applicability on the following spread for more). This Chapter includes the following sections:
Introduction
Development
Regulations
3.1: Regulating Plan & Applicability
3.3: Street Standards
3.2: Development Standards
3.4: Allowed Uses
3: DEVELOPMENT REGULATIONS Page 88333
48 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 49 0’ 100’ 200’
Regulating Plan
Connection (C-1 through 8)
Primary Active Frontage (FR-1 and B-1)
Secondary Active Frontage (FR-2 and B-2)
Vehicular Access from ROW Allowed (P-1)
Unlined Parking Allowed on All Floors (P-2)
Unlined Parking Allowed on Upper Floors Only
(P-3)
Shared Parking Structure (P-4)
Facade Break (FA-4)
Epicenter Green (EG-1)
Facade Corner Treatment (FA-1 through 3)
3.1: Regulating Plan
& Applicability
FIGURE 3.1: REGULATING PLAN
Stadium Way
Sebastian Way
Stadium Way
Rochester Ave
Jack Benny Dr
SCE Property
Arrow Rte
3: DEVELOPMENT REGULATIONS
Applicability
This Master Plan is the guiding regulatory document
for the Epicenter Master Plan Area. If the City receives an application for development that meets the
intent of the Master Plan on any portion of Cityowned sites, the City will initiate a General Plan amendment and a Zoning Map amendment to
redesignate and rezone the development site to the
appropriate City Corridor High Land Use Designation
and corresponding Corridor 2 (CO2) Zone of the
Rancho Cucamonga Development Code (referred
to herein as "Development Code"). This shall occur at
the time of the application for a subdivision map and
design review of the development application. Where
standards of the CO2 Zone of the Development Code
conflict with the standards of this Master Plan, the
Master Plan standards shall prevail.
Plan Area
How To Use
The Regulating Plan (Figure 3.1)
identifies where the standards in
Sections 3.2 and 3.4 shall apply. The
standards in Section 3.3 vary by street.
Legend
C-1 C-2
P-4
C-5
C-6
C-1
FA-4
C-7
C-4
EG-1
C-4
C-3
C-8
FA-1
FA-1
FA-1
FA-2
FA-3
50 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 51 Connections
In order to implement a connected multimodal
network, the following standards apply wherever
proposed new development abuts the locations
marked in Figure 3.1, whether on City-owned or
private property. All improvements shall be done
in coordination with affected property owners.
These connection standards implement General
Plan Mobility & Access Standards MA-2, MA-3, and
MA-5 (GP Volume 2, Chapter 4). These standards
also provide more specific, refined direction to
implement the intent of General Plan Figure FA-2
(Focus Area 1: Downtown Rancho Cucamonga, pg.
103). Any new or improved vehicular streets are also
subject to the Street Design Standards of Section
3.3 of this Chapter. These standards include:
C-1 Required Connection. There shall be a new
connection between Stadium Way and
Sebastian Way, accommodating pedestrians,
cyclists, and vehicular traffic.
C-2 Required Connection. There shall be a
new connection between Stadium Way
and the adjacent development to the north,
accommodating pedestrians, cyclists, and
vehicular traffic.
C-3 Required Connection. There shall be a new
connection between Stadium Way and the
development to the south, accommodating
pedestrians, cyclists, and vehicular traffic.
C-4 Required Connection ("The Fault Line,"
page 14). There shall be a new pedestrian
promenade connection from the Stadium and
softball fields to the Sports Center. It shall be
at least 15' in width, in addition to any other
public frontage elements or adjacent roadway
(see the Stadium Way example section on
page 57). Portions of this promenade shall also
accommodate cyclists, pending coordination
with the contextual bike network.
C-5 Required Connection. There shall be a new
connection between Stadium Way and
Arrow Rte, accommodating pedestrians and
cyclists. If the Little League field were to
be redeveloped (if it were accommodated
elsewhere; see also Concept 3G on page 72),
3.2: Development Standards
this route shall also accommodate vehicles. The
resultant blocks to the east and west of this
connection shall be deemed in conformance
with Development Code Chapter 17.138, despite
their large size. However, due to their large size,
additional pedestrian connections through
these blocks are encouraged where possible.
C-6 Required Connection. There shall be a new
connection from the north-south promenade
of the Epicenter complex to the north,
accommodating pedestrians.
C-7 Required Connection. There shall be a new
connection from Victory Drive to the north and/
or northwest, accommodating pedestrians
and vehicular traffic. The exact location of
this connection is flexible, but the long-term
intent of General Plan Figure FA-2 (page 103)
is to connect Victory Drive, Millennium Court,
and Sebastian Way / Masi Drive if and when
the adjacent properties are redeveloped. This
connection could help alleviate gameday traffic
and also function as a backdoor connection for
other modes of transportation, including cyclists
and transit.
C-8 Required Connection. There shall be a new
connection from the Fault Line (see Standard
C-4) to the proposed multi-purpose trail on
Southern California Edison (SCE) property
(see General Plan Figure FA-2, pg. 103),
accommodating pedestrians and cyclists,
pending the approval of SCE.
Building Placement
B-1 Build-To Range and Buildout Percentage.
Buildings shall be placed according to the
standards of Table 3.2. In the Primary Active
Frontage Overlay, parking lots shall be located
behind buildings. In the Secondary Active
Frontage Overlay, parking lots shall be located
behind and adjacent to buildings, subject to
the required buildout percentage. See page 52
for Frontage standards associated with these
overlays.
As stated in the introduction to this chapter (Introduction & Applicability), the following standards supplement and, where conflicting, supersede the standards applicable to the Corridor 2 (CO2) Form-Based Zone, as regulated by the Rancho Cucamonga Development Code.
Design Standard 1 Primary Active Frontage Secondary Active Frontage A Build-To Range (min.–max.) 0–12 ft2 8–12 ft
C / D Buildout Percentage (min.) 100%4 50%3
K Surface Parking Setback (min.) 30 feet min
(behind building)
Set back at least as much as
building on site
Allowed Building Entrance and
Facades Types (located within
Private Frontage Area)
• Shopfront and Gallery,
Arcade, Terrace, and
Recessed Variations5
• Forecourt5
• Shopfront and Gallery,
Arcade, Terrace, and
Recessed Variations5
• Small Front Yard and
Porch, Stoop Variations5
• Forecourt5
Notes:
1. See Figure 3.2: Regulating Plan. for graphic depictions of standards and locations of Primary and Secondary Active Frontages..
2. The combined width of the Private Frontage Area (see Development Code § 17.130.050) and Sidewalk Zone (see Section 3.3) shall be 15 feet minimum. For example, the building may have a setback of 0 feet only if the development site fronts onto a sidewalk or promenade of 15 feet minimum width.
3. Exception: if the proposed development FAR is less than .75, there may not be enough building footprint to line 50% of the frontage length. In this case, the minimum Buildout Percentage is 30%.
4. Exception: If a corner plaza is located at the northeast corner of Rochester Ave and Stadium Way (see Standard FA-2), Primary Active Frontage shall line that plaza. In other locations, forecourts and plazas may replace up to 30% of the frontage length.
5. See Development Code Chapter 17.132 for standards associated with these types.
TABLE 3.2: DESIGN STANDARDS
FIGURE 3.2: SITE PLAN DIMENSIONS DIAGRAM
D
D
C
K
K
C
Development Site Line
(Property Line)
Private Frontage Area
Building Footprint
Build-To Range (along
a street or open space)
Allowed Parking Area
Curb
A
max.
A
min.
A
min.
A
max.
Secondary Active FrontageSecondary Active Frontage
Primary Active Frontage Primary Active Frontage
3: DEVELOPMENT REGULATIONS Page 885
52 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 53 Frontage
The building entrance, building facade, and design
of the private frontage area is subject to the
applicable standards for the CO2 zone found in the
Development Code. Additionally, in order to ensure
that appropriately active private frontages line the
public realm, the following standards apply:
FR-1 Primary Active Frontage. These frontages
shall be highly active and define key locations
in the Plan Area. Ground floor uses within 30
feet of the facade shall be limited to those
identified in Section 3.4, and the design is
subject to the standards of Table 3.2. The
Private Frontage Area shall be designed as an
extension of the Pedestrian Way (see Section
3.3).
FR-2 Secondary Active Frontage. These frontages
host a more flexible range of types and uses—
including any use found under 'Epicenter
General' in Section 3.4. Their design is subject
to the standards of Table 3.2. The Private
Frontage Area in front of unbuilt portions of
the site shall be lined with drought-tolerant
plants, and a low wall in front of parkings lots
is recommended.
Parking & Vehicular Access
Adequate provisions for traffic circulation, parking,
and pedestrian safety shall be provided to the
satisfaction of the planning director and the
city engineer. Proof of adequate parking may
be required at the discretion of the planning
director. In order to ensure that new development
accommodates vehicular access and parking
without compromising the quality of the public
realm, the following standards apply:
P-1 Vehicular Access. Vehicular access is
permitted, but not required, to be taken at this
location. Access along Rochester Ave, Jack
Benny Dr, and Arrow Rte shall be right-in/rightout only.
P-2 Unlined Structured Parking Allowed on All
Floors. Parking structures may be exposed to
the right-of-way without a liner at this location.
The parking structure facade shall be set back
a minimum five feet from the building facade;
screened with a living wall; and/or designed
with punched openings to simulate habitable
space. The Private Frontage Area in front of
unlined parking structures shall be landscaped
with drought-tolerant plants.
P-3 Unlined Structured Parking Allowed on
Upper Floors Only. On upper floors only (not
the ground floor), parking structures may be
exposed to the right-of-way without a liner
at this location. The parking structure facade
shall be set back a minimum five feet from the
building facade; screened with a living wall;
and/or designed with punched openings to
simulate habitable space. The ground floor and
its private frontage area design is still subject
the applicable standards of this Section and the
Development Code.
P-4 Shared Parking Structure. A parking structure,
accommodating a minimum of 500 stalls,
shall be provided at this approximate location.
If it is to be privately developed, the specific
location and shared stall quantity is subject to a
development agreement with the City.
P-5 Surface Parking. Surface parking is considered
an unbuilt portion of the site and therefore
does not contribute toward the required
buildout percentage. The Private Frontage Area
in front of unbuilt portions of the site shall be
lined with drought-tolerant plants, and a low
wall in front of parkings lots is recommended.
3: DEVELOPMENT REGULATIONS
Facades
With the intent that facades create the beautiful
and functional walls of public outdoor rooms and
streets, the following standards apply:
FA-1 Corner Treatment: Building. The building at
this corner shall help define the gateway to
the Epicenter in a welcoming manner with
a special corner treatment. This shall include
a corner tower, dome, massing, or parapet
element and enhanced transparency into
the building at the corner, in the form of a
prominent entry or set of windows.
FA-2 Corner Treatment: Building or Plaza. Either a
building or a small plaza defined by building(s)
shall help define the gateway to the Epicenter
at this location. If it is a building, this shall
include a corner tower, dome, or parapet
element and enhanced transparency into
the building at the corner, in the form of a
prominent entry or set of windows. If a plaza,
its size shall not exceed 85 feet by 85 feet and
it shall be lined by Primary Active Frontage.
FA-3 Corner Treatment: Screening. A decorative
screen or wall with landscaping and/or a mural
shall line the edge of the electrical substation
at this location.
FA-4 Facade Break. There shall be a minimum of
one facade break measuring at least 30 feet
wide by 30 feet deep along the north edge of
Stadium Way. This facade break may feature
vehicular access to parking within the block.
Epicenter Green
The Epicenter Green and adjacent promenade are
critical elements of the public realm; the following
standards apply:
EG-1 Access and Size. The Epicenter Green and
adjacent Promenade to the south (see
diagram below) may be either publicly or
privately owned and maintained. In either
case, they shall be publicly accessible for at
least 12 hours per day and during regular
opening hours of businesses within the
Epicenter Master Plan Area. The size of the
multi-purpose open space shall be a minimum
of 10,000 square feet—not including any
building footprints, surrounding sidewalks, or
promenades. If made private, more specific
requirements (such as a larger minimum open
space size, if deemed necessary by the City)
shall be identified as part of a development
agreement.
Stadium Way
Rochester Ave
1 2
2 3
3 4
4 Epicenter Green area, subject to EG-1 above
Promenade, subject to EG-1 above
(see also Standard C-4)
Building Footprint(s), if any, subject to
further design
Sidewalk along Rochester Ave, to remain
publicly accessible at all times; this portion
is to be designed as part of the Fault Line
Promenade (see Standard C-4)
Sidewalk along Stadium Way, to remain
publicly accessible at all times
1
54 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 55
3.3: Street Design Standards
Street Design Element Interior Street Arrow Route Rochester Avenue Roadway Width Subject to the required number of lanes per the City Traffic Engineer Vehicular Lane Width 10 ft preferred; 11 ft
max 11 ft preferred; 12 ft. max
Center Median N/A1 Recommended;
10 ft min
Recommended;
10 ft min
Allowed Bike Facility Classes2 II, III, or IV I, II with buffer, or IV; IV is preferred
I, II with buffer, or IV;
IV is preferred
Curbside Lane Width 7 ft. min.
Not required;
If introduced:
8 ft. min. with striped
buffer recommended
9 ft. min.3
Landscape/Amenity Area
Width 6 to 10 ft. 8 to 15 ft.
Street Trees within the
Landscape/Amenity Area
and/or Curbside Lane
Street trees required;
Street trees shall be regularly spaced;
Spacing: 40 ft. max. o.c.4; 25–35 ft. o.c. recommended
Landscaping within the
Landscape/Amenity Area
(By ground floor use:)
Retail: Individual planters or tree wells with grates recommended Commercial: Either individual or continuous planters
Pedestrian Way 8 to 15 ft.5
Clear Width for Pedestrians
in the Pedestrian Way 8 ft. min.
Notes:
1. Only recommended where already existing on Stadium Way and Jack Benny Dr, near Rochester Ave.
2. Applicable where bike facilities are improved or introduced.
3. Recommended to accommodate pick-up/drop-off zone(s). Where the Curbside Lane is used for curbside parallel parking, striped buffers are recommended to demarcate a 7 ft. wide parking lane along the curb.
4. Exception: Spacing may exceed the maximum where conflicting with driveway or utility placement.
5. Exception: The Fault Line Promenade shall be at least 15 feet wide and is exempt from the maximum width (see Standard C-4 on page 50 and the Stadium Way example section on page 57).
Notes:
1. Private Frontage and Building Entrance and Facade Types are regulated in Section 3.2.
TRAVEL ZONE
PRIVATE PROPERTY LINE / PUBLIC R.O.W
CURB
ACCESSORY ZONE SIDEWALK ZONE
LANDSCAPE &
FURNISHING ZONE
PRIVATE
FRONTAGE /
SETBACK ZONE
Vehicular Travel Lanes
Transit Lanes
Dedicated or Shared Bicycle Lanes
Dedicated Turning Lanes
Medians
Curbside Parking
“Bulb-Out”
Sidewalks / Planters
Striped Buffers
Parklets1
Transit Platforms
Protected Bicycle
Lanes
Frontage Lanes2
Landscaped
Parkways / Planters
Street Furniture3
Street Lighting /
Signage
Sidewalk Dining
Driveway Entries
Transit Stops
Unobstructed
Pedestrian
Walkway
Sidewalk Dining
Building Entry /
Transition Space
Sidewalk Cafés4
Building Entry
Plaza / Yard
Building
Landscaping
CURBSIDE
LANE
Curbside Parking
Bulb-Out Sidewalks / Planters
Striped Buffers
Parklets
Transit Platforms
Protected Bicycle
Lanes
Frontage Lanes
ROADWAY
Vehicular Travel Lanes
Transit Lanes
Dedicated or Shared Bicycle Lanes
Medians
LANDSCAPE /
AMENITY AREA
Landscaped Parkways / Planters
Street Furniture
Street Lighting /
Signage
Sidewalk Dining
Driveway Entries
Transit Stops
Public Frontage
PEDESTRIAN
WAY
Unobstructed
Clear Width
for Pedestrians
Sidewalk Dining
Building Entry
and Transition Space
PRIVATE
FRONTAGE1
Sidewalk Cafes
Extension of
Pedestrian
Way
Building
Entrance &
Facade Types
Landscaping
TABLE 3.3: STREET DESIGN STANDARDS
FIGURE 3.3: RIGHT-OF-WAY ZONES
This Section applies to all new vehicular connections and improvements to existing streets within the Plan Area. All vehicular street rights of way shall contain the following elements of public realm anatomy:
Roadway, Landscape/Amenity Area, and Pedestrian Way. A Curbside Lane is also recommended on all Interior Streets and Rochester Ave. For the purposes of this Plan, Interior Streets include all streets within the Plan Area other than Rochester Ave and Arrow Rte. The Rancho Cucamonga General Plan describes the intent of this public realm anatomy, including how it is to be calibrated to the context and ground floor uses (Plan RC, Volume 4, Chapter 2, Part 1). The public realm anatomy is diagrammed in Figure 3.3, and Table
3.3 establishes associated standards.
3: DEVELOPMENT REGULATIONS Page 887
56 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 57 Example Section: Stadium Way, East of Rochester Avenue
Per Standard C-4, a promenade ("The Fault Line") shall run along the north side of Stadium Way, east of Rochester Ave. A curbside lane with parallel parking is also recommended along the north curb of the street. The section below is facing east, showing the public frontage on the north side of the street.
LANDSCAPE
/ AMENITY
AREA
PEDESTRIAN WAY ("THE FAULT LINE") PRIVATE
FRONTAGE
CURBSIDE
LANE
Public Frontage
Example Section: Interior Street
The frontage of interior streets is to be calibrated to the adjacent ground floor use. Here, a wide Curbside Access Zone features large planters and diagonal parking to support the adjacent businesses. Outdoor dining and seating fills the Landscape & Furnishing Zone between individual planters.
CURBSIDE LANE ROADWAY CURBSIDE LANE L/A
AREA
L/A
AREA
Public Frontage Public Frontage
PEDESTRIAN
WAY
PEDESTRIAN
WAY
3: DEVELOPMENT REGULATIONS Page 888
58 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 59 Purpose & Applicability
Table 3.4: Allowed Uses establishes the land uses allowed for any new development within the Epicenter Master Plan Area. This Table overrides the Land Use Standards found in Chapter 17.136 of the Rancho Cucamonga Development Code. The following standards of the Development Code also apply:
Required Findings for MUP & CUP Approvals
For all uses requiring Minor (MUP) or Conditional (CUP) Use Permits, a review shall be conducted with the purpose of determining that each such proposed use is, and will continue to be, compatible with surrounding, existing, or planned uses. This review also has the further purpose of establishing such special conditions as may be necessary to insure the harmonious integration and compatibility of such uses in the Epicenter Master Plan Area and with the surrounding area.
To support the review and approval of such uses, the following determinations shall be made and appropriate conditions applied to ensure:
+ That the proposed use will not become a
public nuisance, resulting in illegal drug
activity including sales or possession
thereof, harassment of passersby, gambling,
prostitution, public urination, curfew
violations, theft, assaults, batteries, acts of
vandalism, illegal parking, excessive littering,
noxious smells or fumes, lewd conduct, or
frequent police detention, citations or arrests,
or any other activity declared by the City to
be a public nuisance determined by California
law to be public nuisance.
+ That the proposed use will not generate
noxious odors or other similar adverse effects
on surrounding uses. For the purposes of
this requirement, “surrounding uses” shall
include occupants of neighboring buildings,
occupants of other floors within the same
building, and pedestrians passing along the
sidewalk in front of the subject property.
+ That any use within the first 30 feet of ground
floors—measured from the Build-To Line—in
the Primary Frontage Overlay, as mapped
in Figure 3.1: Regulating Plan, provides
continuous, highly active frontage that draws
visitors to the area, in conformance with
Design Standard FR-1 in Section 3.2. And
that any such use aligns particularly well with
the envisioned character of the Plan Area, as
described in Chapters 1 and 2.
3.4: Allowed Uses
+ The standards in Article V (Specific Use
Requirements) apply to uses allowed in this
chapter.
+ Land uses are defined in Chapter 17.32
(Allowed Use Descriptions).
Permit Requirements
A land use is either allowed by right; allowed through issuance of a conditional or minor use permit; or not permitted. In addition to the requirements for planning permits or entitlements listed herein, other permits and entitlements may be required prior to establishment of the use (e.g., building permit or permits required by other agencies). The requirements for planning permits or entitlements identified in Table 3.4:
Allowed Uses include:
+ Permitted (P). A land use shown with a “P”
indicates that the land use is permitted
by right in the designated zone, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well state and federal law.
+ Minor Use Permit (M). A land use shown
with an “M” indicates that the land use is
permitted in the designated zone upon
issuance of a minor use permit from the
designated approving authority, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well as state and federal law.
+ Conditional Use Permit (C). A land use
shown with a “C” indicates that the land use
is permitted in the designated zone upon
issuance of a conditional use permit from the
designated approving authority, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well as state and federal law.
+ Not Permitted (N). A land use shown with
an “N” is not allowed in the applicable zone.
Additionally, uses not shown in the table are
not permitted, except as otherwise provided in
this title.
A project that includes two or more categories of land use in the same building or on the same site is subject to the highest permit level required for any individual use or single component of the project. + Regulations in § 17.30.020 (Classification of
Land Uses) apply to this chapter.
+ That perceived privacy and/or security
requirements of the proposed use will not
lead building users to maintain rarely opened
opaque window coverings on street-facing
windows, nor to routinely utilize rear or side
entries rather than street-facing front doors as
the primary means of access and egress to the
building.
+ That the ground floor rooms adjacent to the
street frontage will be occupied during much
of the day and occupied and/or lighted during
most evenings.
+ For all retail, restaurant and indoor
recreational uses, display windows shall not
“wall off” views into retail interior spaces, and
the interiors of dining rooms and activity
rooms shall be clearly visible to passing
pedestrians.
+ For office, hotel, and other similar uses, front
rooms should include lobbies, waiting areas,
and office spaces in which window blinds are
typically open.
3: DEVELOPMENT REGULATIONS Page 889
60 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 61 Uses by Category Epicenter General Ground Floors in Primary Active Frontage Overlay 8
Agricultural and Animal-Related Uses
Animal Keeping, Rancho Cucamonga Animal Shelter P P
Animal Keeping, Other 1 M N
Microscale Agriculture M N
Recreation, Resource Preservation, Open Space, Education, and Public Assembly Uses Assembly Use M M
Community Center/Civic Use M M
Community Garden C N
Convention Center C C
Indoor Amusement/ Entertainment Facility P P
Indoor Fitness and Sports Facility—Large M M
Indoor Fitness and Sports Facility—Small P P
Library and Museum P P
Outdoor Commercial Recreation P P
Park and Public Plaza M N
Public Safety Facility M N
School, Academic (Private) M C
School, Academic (Public) P P
School, College/University (Private) M C
School, College/University (Public) M C
Schools, Specialized Education and Training/Studio M M
Theaters and Auditoriums P P
Tutoring Center—Large M M
Tutoring Center—Small P P
Utility, Transportation, Public Facility, and Communication Uses Broadcasting and Recording Studios M M
Parking Facility C N
Transit Facility C C
Utility Facility and Infrastructure—Pipelines 2 P N
Service and Office Uses
Animal Sales and Grooming P C
Banks and Financial Services P N
Business Support Services P N
Check Cashing Business 3 P N
Child Day Care Facility/Center M M
Hotel P P
Kennel, Rancho Cucamonga Animal Center P P
Kennel, Commercial M C
Maintenance and Repair, Small Equipment C N
Massage Establishment 5 P P
Uses by Category Epicenter General Ground Floors in Primary Active Frontage Overlay 8
Massage Establishment, Ancillary 5 P P
Office, Business and Professional M N
Office, Accessory P N
Pawnshop 3 C N
Personal Services P M
Tattoo Shop 3 M M
Veterinary Facility M M
Retail Uses
Alcoholic Beverage Sales M M
Bar/Nightclub M M
Consignment Store M N
Convenience Store P P
Drive-In and Drive-Through Sales and Service 4 C6 N
EV Showroom and Indoor Sales P M
Grocery Store/Supermarket P C
Hookah Shop M M
Home Improvement Supply Store M N
Liquor Store M M
Mobile Food Vehicles P P
Restaurant, No Liquor Service P P
Restaurant, Beer and Wine P P
Restaurant, Full Liquor Service P P
Retail, Accessory P P
Retail, General P P
Smoke Shop 3 M N
Industrial, Manufacturing, and Processing Uses 7
Maker Space/Accessory Maker Space M M
Microbrewery M M
TABLE 3.4: ALLOWED USES
3: DEVELOPMENT REGULATIONS
Notes:
1. See additional regulations for animal keeping in Title 17 Development Code.
2. Utility facilities and infrastructure involving hazardous or volatile gas and/or liquid pipeline development require approval of a conditional use permit.
3. See additional regulations for special regulated uses in Title 17 Development Code.
4. See additional regulations for drive-in and drive-through facilities in Title 17 Development Code.
5. Massage establishment permit required. See additional regulations for massage establishments in Development Code Chapter 5.18.
6. Allowed with a conditional use permit only on sites with frontage on an auto priority street as defined in the General Plan.
7. See additional regulations for industrial uses in Title 17 Development Code.
8. This applies to the first 30 feet of ground floors—measured from the Build-To Line—in the Primary Frontage Overlay, as mapped in Figure 3.1: Regulating Plan.
Key:
P Permitted
C Conditional Use Permit
M Minor Use Permit
N Not permitted
62 04
| EPICENTER MASTER PLAN | CHAPTER 4: IMPLEMENTATION PLAYBOOK CITY OF RANCHO CUCAMONGA | December 2023 | 63 There are many possible combinations of development concepts, improvement concepts, programming and operations that could help make the Epicenter Master Plan Area a success. An on-going decision-making process is necessary to decide what needs to be implemented or encouraged at what time, depending on the associated benefits and trade-offs. To aid in this decision-making process, this Chapter provides a working tool—or "Playbook"—for evaluating the impacts and desired timing of a multitude of ideas. The near-term action items and longer-term concepts identified in Chapter 2 draw from this Playbook; however, this Chapter lists a wider range of concepts and tradeoffs as a valuable reference for decision-making over time. This Chapter includes the following sections:
Introduction
Implementation
Playbook
Understanding the Tool
Playbook Concepts
The Playbook: Improvement Concepts
The Playbook: Development Concepts
The Playbook: Programming & Operations
The Playbook: Existing Uses
64 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 65 Category Meaning Symbol
Financial Impact
Generates significant revenue +$$
Generates revenue +$
No/minimal financial impact
Generates new cost -$
Generates significant new cost -$$
Parking Impact
Supplies a significant amount of new parking
(net positive impact) +PP
Supplies new parking
(net positive impact) +P
No/minimal parking impact
Addition to parking need (net negative impact, by
generating additional demand and/or displacing parking) -P Significant addition to parking need (net negative impact, by generating additional demand and/or displacing parking) -PP Priority / Timing
High priority; near-term
Immediate phase to initiate change 1
Medium priority; medium-term 2
Medium priority; long-term
Likely associated with a shared parking structure phase 3 Low priority; long-term
Only if implemented in a notably beneficial form 4
Not a priority
Only if needed to support other concepts
People Draw
Attracts more than 500k visitors per year or is critical to support a use which draws that many people
Attracts 200k to 500k visitors per year or is critical to support a use which draws that many people
Attracts up to 200k/year
Contributes to attractive destination but doesn’t draw many people on its own
Limits the area’s ability to be a specialized destination
VISUAL SCORECARD KEY (FOR PLAYBOOK SPREADSHEET ON FOLLOWING PAGES)
LOCATIONS KEY (FOR PLAYBOOK SPREADSHEET ON FOLLOWING PAGES) The Playbook spreadsheet identifies the benefits, challenges, potential locations, key strategies, financial impact, parking impact, priority/timing, and people draw associated with the various concepts. In order to understand the spreadsheet, an explanation of the symbols and references associated with the potential locations and “visual scorecard” is necessary.
Many of the development concepts and improvements are recommended to be sited in or near existing parking lots. For this reason, the parking lots are lettered for easy reference, as shown below.
The “visual scorecard” analyzes impacts using a color-coded system. The intent is to enable the user to analyze, simultaneously, multiple considerations and trade-offs at a glance. The meaning behind these colors and symbols is included in the key to the right. This is a working tool, as the impacts of any one concept are not absolute and will evolve over time with changing market conditions and needs of the City.
Understanding the Tool
4: IMPLEMENTATION PLAYBOOK
Field 1
(Stadium) Field
2 Lot F
Lot D
Lot E
Field
3 Field
4 Lot A
Lot B
Lot C
Field
5 Sofive
Animal
Center
Lot G Lot H
Sports
Center
Substation Lot I
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
Rochester Ave
Sebastian Way
Plan Area
66 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 67 Playbook Concepts: Potential Locations Mapped
This plan illustrates possible configurations for some of the many possible concepts included in the Playbook. However, many other possibilities are labeled over the top of the plan with numbers and letters which correspond to the spreadsheet on the following pages. 1A–I
1A–I
1A–I
2D
2K
2K
2L
2L
2L
2L
2L
2E–G
Arrow Rte
Jack Benny Dr
Sebastian Way
Masi
Dr
Stadium Way
Stadium Way
Arrow Rte
Rochester Ave
4H
4A–B &
3F
4C–E
& 3E-F 4C–E
& 3E-F
4C–E
& 3E-F
1A–I;
2O–P
1A–J;
2O–P
1D
1J
2I
4J
2J,
3D–E
2A
2B
2C
2C 2B
2B
2O–P
& 3C 2O–P
& 3C
2O–P
& 3C
1A–I
1A–L, 2P
& 3C
3C
3C
3C
3C
3C
3C
3C 3C 3C
3C
1C
4I
May remain a Little League field
through the life of this Plan.
4: IMPLEMENTATION PLAYBOOK
Plan Area
68 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 69 Development Concepts Benefits / Challenges Potential Location(s) Notes / Key Strategies Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
1A
Food,
Beverage,
and Retail
Freestanding 1–2 Stories
Pad or liner building • Brings activity and fun to the area and activates key parts of the public realm Lots A, B, C, G, or H 1 • Parking can be accommodated easily with overflow surface lots (Improvement 2M) +$ -P 2
1B
Tactical:
Steelcraft or other smallfootprint structures lining the public realm
• Activates Epicenter Green and promenade
• Complements gameday and open space
programming
• Draws people (100–250k/year)
Lots A, B, C, or G • Parking can be accommodated easily with overflow surface lots (2M) +$$ -P 1
1C
Activity-anchored:
Chicken ‘N’ Pickle or other
food and beverage anchored
by sport/activity (like Top Golf)
• Draws people (up to 750k/year)
Lot C; south of Lot C; Lots A, B, or G if structured
parking is supplied nearby; could partner with
Soccer Center and fields/courts could be placed
in the existing soccer parking lot (pending other
parking options)
• Large footprint relies on replacing a lot of
parking, so this will likely rely on a shared
parking structure (2O) +$$ -PP 3
1D
Pet-friendly anchor:
Bark Social or similar with
food and beverage
• Draws people (200–250k/year)
• Oriented primarily toward dog owners and
their dogs, although anyone may enter
Lot C, south of Lot C, or southern portion of Lot
B; Lot G, H or I if structured parking is supplied
nearby
• Large footprint relies on replacing a lot of
parking, so this will likely rely on a shared
parking structure (2O) +$ -P 3
1E Ground floor(s) of mixed use
building
• Brings activity and fun to the area and
activates key parts of the public realm Lots A, B, C, G, or H • To be combined with other uses; likely relies on structured parking (2O) +$ -P 3 1F
Other
Commercial
Fitness, wellness, and/or dance
• Brings activity during the day, supporting
businesses at less popular times
• Synergizes with nearby uses (offices, dance
school, etc)
Lots B, C, G, H, or I • Supports Plan Area vision, but not likely be a predominant use +$ -P 4
1G Office
• Supports shared parking supply during nonbusiness hours (nights and weekends); • Office uses may be less active than desired for
the district
Lots G, H, or I; potentially A or B in small
quantities
• Likely triggers a need for structured parking,
though could not fund a structure on its own
(2O) +$ -PP 4
1H
Hotel
Freestanding:
AC Marriott or similar
• Consistent presence of people throughout
the day = built-in activity and customers
• Brings more visitors from out-of-town
• Supportive of vision, but not a critical use
Lot A, B, or G • Likely triggers a need for structured parking (2O)
• Requires active ground floor use (1A)
+$ -PP 4
1I As part of mixed use project Lot A, B, or G +$ -PP 4 1J Animal Center Expansion • Provides public-facing space for Center (4J) Along Arrow Rte, near existing building • Minor parking displacement to be mitigated -$ -P 3
1. Lot Letters: This table makes reference to parking lot letters as labeled on the “Locations Key” map on page 64.
The Playbook: Development Concepts
4: IMPLEMENTATION PLAYBOOK Page 89444
70 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 71 Improvement Concepts Benefits / Challenges Potential Location(s) Notes / Key Strategies Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
2A
Streets
(subject to
appropriate
operational
analyses, as
necessary)
Promenade
Along Epicenter Green
• Walkable, bikable routes connect key uses to
each other and the wider context
• Connections between shareable parking lots
and potential future structures
Along south and east edges of Epicenter Green • Supports tactical near-term retail (1B) -$ 1 2B Extension to Sebastian Way Along back of the Stadium outfield • When promenades are improved (2A–B) -$ +P 1 2C
Along Stadium Way, east of
Rochester Ave, & into SCE
land
Along the north edge of Stadium Way, east of
Rochester Ave, and into SCE land
• Works in combination with intersection
improvements (2D);
• Connects to new shared parking in Lot G (2O) -$$ 3
2D
Rochester Ave
Stadium Way Intersection
improvements
• Creates a sense of arrival
• Facilitates pedestrian and bike crossing
between uses and parking supplies
At Rochester Ave and Stadium Way
• In combination with promenades (2A and 2B)
and 2E and 2F
• Especially useful to connect to any parking
structure in Lot G (2O)
-$ 2
2E Roadway restriping • Calms traffic, provides parking, and improves bike lanes Throughout Rochester Ave • In coordination with overall vehicular/bike network and 2E and 2F -$ +P 2 2F Sidewalk and public frontage
• Enables development to engage Rochester
• Improves pedestrian connectivity
• Creates a sense of place and enclosure,
despite wide right-of-way
Along Rochester Ave;
Median in alternating left turn lane, set back
from intersections to allow for turn lanes
• In coordination with new building frontage
(1A through 1J) and 2D and 2E
• In coordination with other Rochester Ave
improvements (2D and 2E)
-$$ 3
2G Wayfinding Program • Promotes the area's identity and facilitates visitors' navigation
Key gateways to the area, including Rochester
Ave at Stadium Way and Jack Benny Dr
• In coordination with any other street
improvements, especially 2D -$ 4
2H Arrow Route • General Plan improvements, including
improved bike/pedestrian connectivity Throughout Arrow Rte • Less direct impact on near-term opportunities; supports Animal Center (4J) -$ 4 2I New internal street • Completes block network New connections identified in Section 3.3 • Not necessary for near-term opportunities -$ 4 2J
Open
Spaces
Epicenter Green • Flexibly-programmable anchor space SW corner of Rochester Ave and Stadium Way • Supports tactical near-term retail (1B) -$ 1 2K Other small plazas • Fun spaces for Sports Center / Sofive users • Engages adjacent commercial uses
West of Sports Center outdoor courts;
East of Sofive building
• Engages path to SCE property (2B)
• Engages stadium promenade -$ 3
2L Stadium promenade • Walkable, bikable routes connect key uses to each other and the wider context Within baseball stadium complex • Supports stadium uses (4A, 4B, and 3F) -$ 2 2M
Parking
New surface parking • Easy near-term solution NW corner of Rochester and Arrow; on nearby Freeway-adjacent City land
• Supports overflow parking from the Stadium
and tactical near-term retail (1B) -$ +P 1
2N Connections/shuttles to existing
underutilized lots to be shared
• Leverages existing parking with minimal
investment
Adjacent commercial parking; Foothill Crossing
shopping center parking
• Supports overflow parking from the Stadium
and tactical near-term retail (1B) -$ +PP 1
2O New shared parking structure • Frees up space for new, exciting uses • Can be managed and used flexibly over time
Lot G preferred;
Other possibilities: A, B, C and south of C
• Needs pedestrian-friendly links (2A through
2D) to all uses -$$ +PP TBD
2P Relocation of solar collectors • Leverages existing asset; provides shade To any other/new parking lot or structure • As needed as parking is relocated -$ 2 The Playbook: Improvement Concepts
4: IMPLEMENTATION PLAYBOOK Page 895
72 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 73 Programming & Operations Concepts Benefits / Challenges Potential Location(s) Notes / Key Strategies Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
3A
Operations
Current Maintenance &
Management
• Supports athletic facilities, parking, and
Animal Center All City-maintained property • Supports existing operations -$$ 3B New Maintenance & Management • As needed for new uses/programming All City-maintained property • As needed for new uses/programming -$ 3C
Parking Management Plan to
establish a Managed Parking
District
• Increase parking efficiency by facilitating the
sharing of parking
• Leverage parking as a City asset
All parking lots
• In support of current and new parking needs
• Establish Memorandums of Understanding
(MOUs) with property owners for use of
parking areas.
+$ +P 1
3D
Programming
Farmers Market • Creates activity and a destination Epicenter Green, parking lots, and/or ground floor of future parking structure • Supported by improved open space (2J) • Involves new maintenance & management
costs (2B)
+$ -P
3E Other open space events/programs • Creates activity and a destination Epicenter Green or parking lots +$ -P 1 3F Stadium Programming/Concerts • Creates activity and a destination Stadium • Involves new maintenance & management costs (2B) +$ -P 1
3G
Adaptation/reconfiguration
of softball field(s) to also
accommodate Little League use
• Allows the site of the existing Little League
field to accommodate a new use aligned
with the vision of this Master Plan (see
Development Concepts on page 68)
Softball fields • Requires scheduling coordination between softball and Little League -$ 4 2
3H Funding
New dedicated source of revenue,
such as an increased Transient
Occupancy Tax (TOT) and/or EIFD
for the Plan Area
• Provides additional funding that is generated
from and targeted for the Plan Area Applicable to the entire Plan Area +$ N/A 2 N/A The Playbook: Programming & Operations
4: IMPLEMENTATION PLAYBOOK
2. Concept 3G: People draw depends on which use would replace the Little League field.
74 | EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 75 Existing Uses Benefits / Challenges Potential Location(s) Notes / Key Strategies Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
4A
Baseball
and
Softball
Fields3, 4
Field 1 (Stadium):
MLB Minor League
The Quakes • Anchors and gives an identity to the area
• Only active 6 months per year
Field 1
• Season is April to September; schedule can be
coordinated with other uses of the stadium
and other parking needs
Cumulative $1.6m annual operating deficit
Fully supplied by current lots
N/A (existing use)
4B Other programming
• Capitalizes on existing resource
• Requires its own maintenance and
management without an operator (for
example, setting up for concerts)
• Not a significant use of the Stadium
(occasional photo shoots; concerts have been
tried)
4C
Fields 2–4
Major League Softball
(Adult)
• Draws visitors—possible patrons for new
restaurants and retail
• Uses all 3 fields for 29.5 hours/week
• 4 seasons on odd years; 3 seasons on even
years (due to renovations) • Schedules can be coordinated with other uses of the fields and other parking needs
4D Tournaments • Draws visitors—possible patrons for new restaurants and retail
• Uses all 3 fields for 15.5 hours/week
• 20–30 tournaments per year
4E
On-Going Rentals • Capitalizes on existing resource
Fields 2, 3, and 5 rented for 7 hours/week (midmorning to early afternoon) by a nearby fitness company
• Not a significant impact as it is a minor use
4F
Field 5
4G District 71 Little League • Serves Little League District • The field exists solely for this non-full-time use
Field 5 (baseball field on Arrow)
To investigate possibility of Little League using
Fields 2–4
• Not adjacent to likely near-term phase, but
could be reconfigured or relocated to allow
for future phases
4H Sports
Center All Sports Center programming
• Provides athletic facilities to the community,
including basketball, volleyball, concessions, a
multipurpose room, and pickle ball.
• Bolsters the Plan Area’s role and identity as a
destination for participating in and watching
athletics
• Isolated from the Stadium and adjacent uses
Sports Center facilities • Synergizes with nearby fitness-related uses 4I
Sofive
Soccer
Center
5-on-5 soccer
• A fun athletic use which relates to, but is
distinct from, the other sports uses in the
Plan Area
• Bolsters the Plan Area’s role and identity as a
destination for participating in and watching
athletics
10 existing fields (2 future fields) • Synergizes with nearby sports-related uses and could complement new related uses
4J Animal Center
• While not related directly to area’s athletic
identity, it is not near priority phases and
provides a needed use for the City
• Provides a small, yet consistent presence of
people throughout the year
Southwest corner of plan area • Could synergize with a use anchored by petfriendly space, such as Bark Social (1D)
3. Renovations: Every other year, fields are out of use from November 20 to February 6 (11 weeks) for renovation.
4. Programming and Reconfiguration: See programming and reconfiguration concepts 3F and 3G on page 72.
The Playbook: Existing Uses
4: IMPLEMENTATION PLAYBOOK Page 897
76 | EPICENTER MASTER PLAN | CHAPTER
Epicenter Master Plan
City of Rancho Cucamonga | Economic Development Strategic Plan | 1 ATTACHMENT 2 Page 899
City of Rancho Cucamonga | Economic Development Strategy 2023 2 Table of Contents
1. Introduction 3
1.1 About the Economic Development Strategy 3
1.2 Heart of the Matter 3
2. Strengths, Opportunities, Challenges 4
2.1 Strengths 4
2.2 Challenges 5
2.3 Opportunities 6
3. Target Industries 9
3.1 Advanced Manufacturing 10
3.2 Medical Manufacturing 10
3.3 Food and Beverage Manufacturing 11
3.4 Finance, Insurance, and Real Estate 11
3.5 Professional and Medical Services 12
4. Goals and Strategies 13
4.1 Grow and Diversify the City’s Economy 14
4.2 Enhance the Quality of Life 17
4.3 Expand Retail, Entertainment, and Hospitality 19
4.4 Foster Growth of Local Businesses and Workforce 20
5. Looking Ahead 23
6. Implementation Plan 24
7. Appendix 31
7.1 Background Report 32
City of Rancho Cucamonga | Economic Development Strategy 2023 3 Introduction
In the last decade, the Inland Empire has experienced remarkable growth, experiencing increases in population, employment opportunities, and investment in manufacturing, logistics, and other industries. The region is strategically located between major metro areas and connected to the rest of the country and the world by several highways, railways, Ontario International Airport and the nearby Ports of Los Angeles and Long Beach. Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its skilled workforce, high-quality-built environment, and expanding economy. The Economic Development Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire.
About the Economic Development Strategy
The EDS will guide the City’s economic development activities over the next five years. The document identifies goals and strategies that will serve as a road map for City staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Division, but the success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations.
The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document.
The following sections describe the strengths, challenges, and opportunities to grow the City’s economy; key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations.
Heart of the Matter
The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is to create a city for people – a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of PlanRC, the city will develop to be more welcoming and accessible to both residents and visitors.
To meet the vision and core values of PlanRC, five Big Ideas were identified:
• Design for People First: focus should be on people and development must be human scale and inviting;
• Provide Connectivity and Accessibility: provide a range of travel options including new opportunities for walking, bicycling and transit;
• Create Destinations: places to congregate, gather, and socialize; • Cultural and Economic Hub of the Inland Empire: a downtown area, or several major activity centers, with varied cultural opportunities and public art; and • Address Environmental Justice: everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution.
The EDS is intended to fortify linkages with PlanRC and the Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified have been designed to address specific economic development objectives: improve health outcomes
City of Rancho Cucamonga | Economic Development Strategy 2023 4 through economic attainment, grow the local economy, diversify the local economy, build economic health and long-term fiscal resiliency, and ensure community vitality so that it can continue to provide high-quality public services and amenities.
Within each of the strategies are achievable and measurable action items designed to serve as a guide for the City over the next five years. The EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho Cucamonga will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making Rancho Cucamonga a special place to live, work, and thrive.
Strengths, Opportunities, Challenges
This section identifies the City’s strengths, challenges, and opportunities to strengthen the City’s economy.
Strengths
High-quality transportation access. Rancho Cucamonga is located next to major highways, rail transit, and air transport options. Interstate 10 and Interstate 15 are located along the borders of the City, and State Highway 210 and Foothill Boulevard (Historic Route 66) run through the center of Rancho Cucamonga.
These highways provide access to shipping routes to the north and east of the County and access to the Ports of Los Angeles and Long Beach. The nearby Ontario International Airport (ONT) is a growing passenger and logistics hub. In recent years, Ontario International Airport has been one of the fastestgrowing airports in the country. The San Bernardino International Airport is also expanding its services and now has regular passenger service for the first time, and Los Angeles International Airport (LAX) and John Wayne Airport (SNA) are a reasonable distance from the city to be a potential option for travelers to the area. The City also has a Metrolink rail station that runs directly to Downtown Los Angeles, and there are plans to build a high-speed rail line that will connect Rancho Cucamonga to Las Vegas. Additionally, the City has access to two Class I railroads, Union Pacific and BNSF, which have continued to improve this level of service for freight shipping across the country.
Located near major population and employment centers. The City of Rancho Cucamonga is an hour’s drive from Los Angeles and Orange County, and an hour and a half from San Diego. Proximity to these areas allows for access to major consumer markets, workforce talent, and complimentary businesses across industry sectors.
Proximity to complementary manufacturing businesses and skilled talent in the local region. San Bernardino County has a concentration of workers with specialized talents and a one-of-a-kind training facility, the InTech Center, located in the neighboring City of Fontana that specializes in building skills that are desirable to manufacturing companies in various sectors. The County contains many complimentary businesses to manufacturing. Warehousing and distribution centers are an example of complementary businesses that have grown significantly in the local region. Manufacturers in Rancho Cucamonga benefit from the City’s proximity to customer distribution centers.
Well-educated residents. In addition to workers with specialized, manufacturing-related skills, companies in Rancho Cucamonga have access to highly educated workers. Residents in Rancho Cucamonga are particularly well-educated compared to the rest of the local region. In 2021, 37 percent of Rancho Cucamonga residents held a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall. Educated residents and workers are attractive to companies with skilled worker needs and retail businesses looking for high-income customer bases.
High resident incomes. Incomes in Rancho Cucamonga are high compared to the region. The median income in Rancho Cucamonga is approximately $95,000, compared to approximately $70,300 for San Bernardino County.
City of Rancho Cucamonga | Economic Development Strategy 2023 5 Access to education opportunities that complement key industries in Rancho Cucamonga. Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. These schools have been valuable for Rancho Cucamonga employers to gain access to interns and apprentices.
Companies in Rancho Cucamonga can also draw talent from other nearby higher education institutions such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area. Many of these schools offer vocational training and industry-specific programs that complement the expanding sectors in the area such as advanced manufacturing and aerospace. For example, Cal Poly Pomona’s Department of Aerospace Engineering provides a hands-on engineering program to ready students for working in the aerospace industry.
Quality amenities and built environment. The City has a high-quality built environment. The City’s roads are well maintained and are well landscaped on major corridors. The City’s de facto core, Victoria Gardens, provides a pedestrian-friendly, and urban design-rich experience for local and regional shoppers. The City is growing and attracting quality talent because of the high quality of life in the City.
Quality master planned neighborhoods. Rancho Cucamonga has several comprehensively designed communities that feature quality housing stock and amenities.
Attractive and productive weather. The warm climate and mild winters in Rancho Cucamonga are attractive to residents but also benefit manufacturers due to the relatively few weather-related closure days for companies. Additionally, the mild weather on the Southern California coast makes the nearby Ports of Los Angeles and Long Beach more efficient relative to ports along the northern and eastern U.S. coasts.
Affordable real estate. Land costs in Rancho Cucamonga are relatively affordable compared to the Los Angeles Metro region and coastal communities in Southern California. Low land costs are attractive to companies for reducing costs, and attainably priced housing allows companies to recruit workers that can live in or near the City.
Strong performing commercial real estate. Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County.
World class public safety improves trust, desirability and attractiveness of the Community or City.
Public safety plays a critical role in supporting economic growth and vitality by enhancing the desirability of the City as a place to live and locate a business. It also has a direct impact on the levels of community trust and creating safe places to gather and socialize. The Rancho Cucamonga Police Department, Rancho Cucamonga Fire District, Animal Services Department and Community Improvement Division provide critical services to the public including law enforcement, fire and emergency services, animal control, care, and adoption services along with community and property maintenance and improvement. The Public Safety Workgroup works to maintain a safe, enjoyable and prosperous community making the city a top choice for residents, visitors and businesses.
Challenges
Lack of downtown/city core identity. The City currently lacks a strong identity for its downtown. The City’s General Plan explores “the potential of the area around Victoria Gardens and the Epicenter to become the ‘real downtown’ of Rancho Cucamonga.”
Potential retail spending leakage. According to data from the California Department of Tax and Fee Administration, Rancho Cucamonga lags behind San Bernardino County on taxable sales per household for certain retail categories such as clothing apparel, automotive-related products and services, health and personal care stores, and other miscellaneous retail. This suggests that residents in Rancho Cucamonga may be traveling outside the City to make certain purchases.
Shifting trend in retail due to online shopping. Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce. However, while increased online sales have reduced the
City of Rancho Cucamonga | Economic Development Strategy 2023 6 demand for in-store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms. Over the last two years, the COVID-19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term impacts from COVID-19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping.
Lack of population densities to attract higher-end retailers. Rancho Cucamonga is a strong fit for many retailers due in part to the City’s high incomes. However, certain retailers are partial to areas with higher concentrated population densities. High-end coffee businesses, grocers, and full-service restaurants often seek to locate in areas with high population densities with access to at least 200,000 people within a one to three-mile radius, which is typically achieved in highly populated city downtowns.
Mismatch between resident worker talent and city employment opportunities. Rancho Cucamonga has a skilled workforce, most of which commute outside the city for work. An estimated 85 percent of resident workers commute to nearby communities or Downtown Los Angeles, San Bernardino, or Orange County (PlanRC Existing Conditions Report, 2020).
Diminishing supply of vacant land. Beginning in the 1990s and continuing through the 2010s, Rancho Cucamonga experienced strong demand for new development on vacant or sparsely utilized sites. The availability of large tracts of land spurred the development of master planned residential communities, which characterized much of the community’s growth. This has led to diminishing opportunities for new largescale projects. A similar dynamic has occurred with commercial and industrial land as many of the most attractive sites with access to rail and highway infrastructure have been developed.
Pressure for less employment-dense uses like logistics. The logistics boom in the Inland Empire also created demand for warehouse and distribution space in Rancho Cucamonga. Businesses in this industry have been able to pay higher land costs for desirable sites. While this type of investment may be attractive to individual landowners, it generates less employment and synergy with other businesses compared to other industrial activities.
Older parts of the city have limited access to amenities. Like many communities, Rancho Cucamonga has experienced uneven development and investment across the city. Older neighborhoods within Rancho Cucamonga, including those in the south and southeast portions of the city, have seen less recent investment in amenities by the private sector.
Opportunities
Leverage transportation infrastructure projects to build a thriving HART District. The City’s General Plan envisions the HART District as an intense, mixed-use area. Within the District, the Cucamonga Station is positioned to be a major transit hub connecting regional and high-speed rail lines. The HART District has strong potential to become a thriving new district in the city that attracts new talent and employers to the City.
Attract high-wage and high-skill jobs that match City resident population. Many Rancho Cucamonga residents commute outside the city for work. As Rancho Cucamonga grows as an employment center, the City may be able to retain more residents to work at companies in the City.
Complimenting entertainment and hospitality options along Fourth Street and the I-10 Freeway. At the southern border of the city limits, there is a cluster of entertainment facilities including the Ontario Mills Mall, the Toyota Arena, Dave & Buster’s, and Topgolf. Additionally, there are several hotels concentrated along the I-10 and adjacent to the Ontario International Airport.
Expand entertainment options unique to Rancho Cucamonga. The City’s General Plan stresses the desire of the community for “more fun places to go, more things to do, and more ways to get there.” Residents and visitors want places to congregate, gather, and socialize in lively centers, shopping areas, and arts, culture, and entertainment venues.
City of Rancho Cucamonga | Economic Development Strategy 2023 7 Build a vibrant downtown. Through the City’s community engagement process for the City’s recently updated General Plan, the community expressed a desire for creating vibrant activity nodes and a “real downtown.”
Capture more resident retail spending. Rancho Cucamonga is currently a regional retail destination, but residents may be traveling outside the city for certain purchases. The City could capture more of its residents’ purchases by attracting more retail businesses that match residents’ needs.
Leverage and grow international food manufacturing. Rancho Cucamonga’s specialization in food manufacturing and access to the Ports of Los Angeles and Long Beach and Ontario International Airport could position the city to attract additional international food manufacturing companies. Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma.
Leverage and grow the aerospace industry. Southern California has a large concentration of aerospace businesses, which is particularly concentrated in Orange County and Los Angeles County. San Bernardino County also has a fast-growing aerospace sector with nearly 300 aerospace-related manufacturers and several aerospace international companies based in Korea, China, Japan, Britain, France, and Switzerland.
Rancho Cucamonga is home to several aerospace-related companies including Air Components Inc, Hartwell Corporation, Gentex, General Micro Systems, and Pneudraulics Inc.
Attract businesses in emerging green technology sectors such as electric vehicle-related manufacturing. California is striving toward increasing the number of electric vehicles in the State. By 2035, most new cars and light trucks sold in California will be zero-emission vehicles, including plug-in hybrid electric vehicles.
1 As the most populous and wealthy U.S. state, California’s push toward electric vehicles will likely spur significant growth in this sector. Rancho Cucamonga is well positioned to leverage its location and concentrated advanced manufacturing sector to take advantage of the growth in electric vehicle-related manufacturing. Rancho Cucamonga is located near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and companies in Rancho Cucamonga have access to electric vehicle talent from companies like Tesla and Ford. Additionally, Rancho Cucamonga is near areas such as Mountain Pass, CA, which are rich with rare earth minerals that are necessary for electric vehicle production. Water supply technology is another emerging sector that Rancho Cucamonga could leverage.
Water security has been a growing concern in California for decades, and the State has moved towards measures and major investments to increase water supply security. The development and manufacturing of water supply technologies is an emerging sector with immediate relevance in Southern California.
Rancho Cucamonga is already home to a leading company developing technology equipment for water treatment plants, Biwater, an international company based in the UK that moved operations from Los Angeles County to Rancho Cucamonga because of proximity to their vendors and to industries that support their operations.2 There are several water supply technology programs offered at local colleges including San Bernardino Valley College, and Los Angeles Trade-Technical College.
Grow an expanding healthcare sector. Health care and social assistance currently account for a significant portion of the City’s employment at approximately 10 percent of the City’s total jobs. While the concentration of health care and social assistance jobs is somewhat lower compared to San Bernardino County and the overall State of California, the sector is growing faster in Rancho Cucamonga than in the County or the State.
Leverage strong sector in local and regional household serving office-based industries. The City’s concentrated professional services industry contains many offices that provide legal, tax, and design services to the local and regional community. Many of these types of services require a physical presence to serve customers and are more likely to be resilient to shifts to online platforms and telecommuting.
Rancho Cucamonga is well-positioned to grow as a hub for these types of office-based services based on the presence of high quality attainably priced residential options. 1 https://ww2.arb.ca.gov/news/california-moves-accelerate-100-new-zero-emission-vehicle-sales-2035 2 https://siteselection.com/issues/2022/sep/the-world-finds-a-home-in-san-bernardino-county.cfm
City of Rancho Cucamonga | Economic Development Strategy 2023 8 Expand professional and technical services that complement the City’s manufacturing sectors.
Professional service companies with offices in Rancho Cucamonga such as CDM Smith and Atlas Testing Laboratories complement the advanced manufacturing sector in the City. Rancho Cucamonga could attract more companies that offer engineering, marketing, and other complementary services to the City’s manufacturing businesses.
City of Rancho Cucamonga | Economic Development Strategy 2023 9 Target Industries
The City is committed to attracting and retaining high quality jobs to grow and diversify Rancho Cucamonga’s economy and to reduce residents commuting outside the City. This is best accomplished by targeting industries in the City that have a unique advantage to growing. Target industries that are wellpositioned to grow and diversify Rancho Cucamonga’s economy include:
• Advanced Manufacturing
• Medical Manufacturing
• Food and Beverage Manufacturing
• Finance, Insurance and Real Estate
• Professional and Medical Services
These target industries were identified based on their employment size, growth, and concentration in the City and on the size and performance of the sectors in the larger region. The target industries are sectors that are not only strong in Rancho Cucamonga but are also strong industries in the Inland Empire that the City can leverage and build on. The EDS provides a special focus on growing and supporting the target industries sectors. Tailored strategies are included to leverage the City’s unique strengths in these industries.
The following is a table summarizing the target industry sectors based on the location quotient.
Industry
Rancho
Cucamonga
Jobs
Share of
Rancho
Cucamonga
Jobs
Rancho
Cucamonga/San
Bernardino
County LQ1
Manufacturing Industries
Advanced Manufacturing 1,974 3.2% 2.7
Medical Manufacturing 1,955 3.2% 5.8
Food and Beverage Manufacturing 1,398 2.3% 1.3
Office Industries
Finance, Insurance, and Real Estate 5,789 9.4% 3.3
Professional Services2 2,707 4.4% 2.7
Source: Data Axel, 2022; QCEW, 2021.
Note:
1 Location Quotient (LQ) is a measure of how concentrated an industry is relative to a larger geography.
The LQ shown here represents the concentration of jobs in the City compared to San Bernardino County. A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. 2 Health services jobs are not included in the data shown here. Medical service jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth.
City of Rancho Cucamonga | Economic Development Strategy 2023 10 Advanced Manufacturing
Advanced manufacturing is characterized by manufacturing activity involving innovative technologies and requiring skilled workers with technical knowledge and training. Advanced manufacturers span industries that include the production of aerospace equipment, medical devices, and computer
components.
In Rancho Cucamonga, there are approximately 2,000
advanced manufacturing jobs in the City (excluding medical manufacturing jobs, which is included as its own target industry sector in the EDS).
Aerospace and electric vehicles are among the advanced
manufacturing industries with opportunities to grow in the City. The manufacturing of electric vehicles could be well suited to Rancho Cucamonga due to the City’s location near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and the City’s proximity to areas that are rich with rare earth minerals. Rancho Cucamonga is
already home to several aerospace manufacturing
companies, the largest of which include Air Components Inc, Hartwell Corporation, and Pneudraulics Inc. Among
electronic manufacturers, the City’s largest employers
include Arlon Electronic Materials, Celco-Pacific Division, and VPG Transducers.
Top Advanced Manufacturers in Rancho Cucamonga3
• Consolidated Precision Products
• Pneudraulics Inc.
• Arlon Electronic Materials
Medical Manufacturing
In Southern California, pharmaceutical manufacturing forms a significant share of the region’s economy with the largest concentrations of employment in Orange County and Los Angeles County. Medical manufacturing can generally be considered advanced manufacturing, but on its own, it represents a significant number of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga and is highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Amphastar Pharmaceuticals is the City’s largest medical manufacturer and one of the City’s largest employers. Other significant employers include medical device and surgical instrument manufacturers such as Comar, Eagle Labs, and Mediflex Inc. The concentrated presence of medical manufacturing in the City indicates the likelihood of a local business ecosystem involving complementary businesses and educated talent that could be leveraged for future growth in this sector. 3 Based on employment size provided by Data Axel (2022).
Aerospace in the Region
Southern California is home to most of the
State’s advanced manufacturing companies.
Los Angeles County accounts for half of
California’s aircraft, engine, and parts
manufacturing industry establishments, and
Orange County follows with nearly a quarter
of total establishments. San Bernardino
County accounts for the third largest
concentration of firms in the State, containing
approximately seven percent of firms.
In San Bernardino County several aerospace
companies have found success, attributing
their companies’ achievements to the
County’s business friendliness, competitive
cost structure and logistics network, and
presence of skilled engineers from nearby
universities. Favorable year-round weather
for flying and access to a workforce
specialized in aerospace also makes
Southern California and San Bernardino
County attractive to aerospace companies.
City of Rancho Cucamonga | Economic Development Strategy 2023 11 Top Medical Manufacturers in Rancho Cucamonga
• Amphastar Pharmaceuticals Inc
• Comar
• Eagle Labs
Food and Beverage Manufacturing
Los Angeles and Orange County are major centers for food and beverage manufacturing in California, and in San Bernardino County there are over 300 food and beverage manufacturing companies. Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s manufacturing sector that contains about 1,400 jobs and is concentrated in the City relative to San Bernardino County, which itself contains a large amount of activity in the sector.
Frito Lay Inc., Coca-Cola Bottling Co, Cerenzia Foods Inc, and Evolution Fresh are among the City’s largest food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that employ a significant number of workers in the city. This sector also includes several breweries that provide the added benefit for creating a sense of place in the community and potential regional destination in Rancho Cucamonga. While there is currently some wine-related production in the City, Rancho Cucamonga has a history of winemaking, and the growth of wineries in the City could complement the City’s growth of breweries.
Top Food and Beverage Manufacturers in Rancho Cucamonga • Frito Lay Inc.
• Coca-Cola Bottling Co
• Nongshim USA
Finance, Insurance, and Real Estate
Rancho Cucamonga has a high concentration of the region’s finance, insurance, and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Insurance-related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium-sized insurance broker firms.
In addition to several national banking branches, a large portion of the finance-related companies in Rancho Cucamonga are small mortgage lenders, portfolio management, and investment firms. Among real estaterelated firms, most in the city are medium to small offices of real estate agents and brokers.
Top Finance, Insurance, and Real Estate Companies in Rancho Cucamonga • Inland Empire Health Plan
• First American Title
• CorVel Corporation
City of Rancho Cucamonga | Economic Development Strategy 2023 12 Professional and Medical Services
Professional service firms range from engineering and design companies to legal and accounting firms.
Rancho Cucamonga has approximately 2,700 professional service jobs, which accounts for five percent of total employment. Rancho Cucamonga represents a hub for professional services in the region. The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. Large professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community. Medical service jobs are part of a significant and expanding healthcare and social assistance sector in the City and include offices of physicians, dentists, and other healthcare professionals.4 Top companies in Rancho Cucamonga
• CDM Smith
• Atlas Testing Laboratories
• Advanced Office
Attracting and retaining the target industries will have many benefits to the City and the region. These benefits are identified in the figure below.
4 Health services jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth.
City of Rancho Cucamonga | Economic Development Strategy 2023 13 Goals and Strategies
The ultimate goal of the EDS is to help establish Rancho Cucamonga as the cultural and economic hub of the Inland Empire. To accomplish this, the EDS establishes four
guiding goals, which include:
1. Grow and Diversify the City’s Economy
2. Enhance the Quality of Life
3. Expand Retail, Entertainment, and Hospitality
4. Foster Growth of Local Businesses and Workforce
These goals organize the EDS’s strategies, which provide more specific guidance to the City through a series of actions.
The ultimate goal of the EDS is to
help establish Rancho
Cucamonga as the cultural and
economic hub of the Inland
Empire.
City of Rancho Cucamonga | Economic Development Strategy 2023 14
1. Grow and Diversify the City’s Economy
1.1 Grow the City’s target industry sectors
The target industry sectors in Rancho Cucamonga include those that employ a significant number of workers, are highly concentrated in the City, and are well-positioned to grow and increase the value of sectors that lead the City’s economy. The target industry sectors include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance, and real estate; and professional services.
Action 1.1A Coordinate with San Bernardino County’s Economic Development Agency to recruit new companies. San Bernadino County’s Economic Development Agency assists companies with locating within the County. Coordinate with the County to help match employers with strategic locations in Rancho Cucamonga.
Action 1.1B Coordinate with the Governor’s Office of Business and Economic Development (GO-Biz) to recruit new companies. GO-Biz provides consultation services to business owners including site selection at no cost. Coordinate with GO-Biz to help match employers with strategic locations in Rancho Cucamonga.
Action 1.1C Connect new businesses with resources from the State. The State of California offers resources such as tax credits to businesses that want to locate in California or stay and grow in California. Promote available resources to businesses as part of efforts to recruit businesses to the City.
Action 1.1D Recruit new businesses in the City’s target industry sectors. Work internally and with partners to identify companies in the target industries that are wellmatched for Rancho Cucamonga and engage in outreach to these businesses.
Action 1.1E Convene working meetings with local business representatives from industries in the City’s target industries. Use meetings to foster relationships between the Economic Development Division and peer companies to learn about challenges and opportunities to support target industry businesses in the City.
Action 1.1F Complete a comprehensive review of the fee structure and cost of doing business in Rancho Cucamonga. Compare Rancho Cucamonga’s fees and development process to peer and competitor cities to ensure the City’s competitive position is maintained.
1.2 Market to businesses the advantages of locating in the City Rancho Cucamonga is an ideal location for many businesses. The advantages of locating in the City should be clearly defined and available to employers looking to start or relocate their business.
Action 1.2A Develop materials that market advantages for locating in Rancho Cucamonga. Rancho Cucamonga has many attractive qualities for businesses such as access to high-quality transportation, skilled and educated talent, and educational opportunities. The City also features a high quality built environment, attractive master planned neighborhoods, and a diverse housing stock. Making materials will provide a special focus on the City’s target industry sectors when crafting promotional materials to aid in business recruitment.
Action 1.2B Continue to regularly update “Rancho Cucamonga at a Glance” and “Retail Opportunity” marketing materials. The City currently publishes documents that promote the City’s demographics as they related to economic vibrancy. Continue to update these materials regularly and make them available on the Economic Development Division’s webpage.
City of Rancho Cucamonga | Economic Development Strategy 2023 15 Action 1.2C Develop promotional materials on the Economic Development Division webpage that profiles the City’s access to recreational and community parks and cultural amenities. Rancho Cucamonga has access to scenic nature and outdoor recreational spaces such as the North Etiwanda Preserve, Etiwanda Falls Trail, San Bernardino National Forest, hillside open spaces, multipurpose trails, and equestrian trails in addition to cultural landmarks such as the Sam and Alfreda Maloof Foundation for Arts and Crafts, Cucamonga Service Station, and the Chaffey-Garcia House. Develop marketing materials that promote the City’s access to nature and outdoor recreation and cultural amenities. Also include information that informs businesses and residents about environmental policies and initiatives, future new green space, and outdoor recreational infrastructure.
Action 1.2D Implement the Marketing and Communications Plan. The Economic Development Division has completed a Strategic Marketing and Communications Plan that complements the Economic Development Strategy. The Marketing and Communications Plan further strengthens the economic development function for the City of Rancho Cucamonga.
1.3 Recruit and retain international companies
Rancho Cucamonga is an attractive location for international manufacturing companies for many reasons including the City’s proximity to the Ports of Los Angeles and Long Beach and the City’s access to highways that allows convenient shipping around the U.S. and to Canada and Mexico.
Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma. Additionally, several international aerospace companies are based in San Bernardino County.
Action 1.3A Connect businesses with resources through the San Bernardino County Economic Development Agency. The County offers services to inform businesses about opportunities to expand markets on a global scale and attract investment from abroad.
Action 1.3B Connect businesses with resources from State, and International & Trade programs. GO-Biz manages international business programs such as the California STEP program, which offers financial assistance to eligible California small businesses pursuing export sales in foreign markets.
Action 1.3C Develop an international marketing program to attract foreign businesses.
Create an international marketing program that includes training events for local businesses, City staff, and other stakeholders to engage with foreign companies.
The marketing program will provide a special focus on the City’s target industries.
1.4 Connect businesses with commercial space opportunities in the City Rancho Cucamonga’s Economic Development staff currently assists businesses with the process of finding a suitable location in the City. Additional efforts to attract and assist companies considering relocating to Rancho Cucamonga may increase the number of businesses locating in the City.
Action 1.4A Continue support for the “Site Selection Assistance” service in the City and enhance the promotion of the service. Assign site selection assistance to specific staff members and include brief bios of the staff that are involved with site selection to foster the feeling of a personal experience.
Action 1.4B Maintain customer service orientation in the “Site Selection Assistance” service. The City will allocate resources to provide customized and attentive services to requests for location assistance in the City.
City of Rancho Cucamonga | Economic Development Strategy 2023 16 Action 1.4C Prepare a “viewbook” promoting a range of commercial space examples available in the City. Create a viewbook that highlights a selection of high quality available commercial space in the City and how the City’s quality of life can contribute to opportunities and benefits for business owners and employees in terms of the local business environment and lifestyle. Ensure the viewbook is provided online and as a printout.
Action 1.4D Market vacant office, retail, and industrial spaces on the City’s website.
Provide a comprehensive inventory of vacant commercial spaces on the City’s Economic Development Division webpage. City staff will benchmark efforts against competitor cities.
Action 1.4E Build relationships with Real Estate Brokers and Site Selection Companies.
Continue to work with the commercial brokerage community and site selection companies to identify trends, conflicts, and development opportunities. Work with the local brokerage community to actively market and identify users for infill redevelopment sites and development projects throughout the City.
1.5 Support the construction and redevelopment of commercial properties Office, retail, and industrial real estate markets in Rancho Cucamonga have performed well in recent years and are competitive compared to the local region. Help facilitate building and redevelopment in the City to ensure it does not impede attracting and retaining businesses.
Action 1.5A Continue to address small discrepancies in the development process as they occur and review the current development approval process to remove barriers and improve efficiency. Designate specific duties to department staff to coordinate with other city departments to resolve challenges as they occur and develop an internal report recommending systemic changes.
Action 1.5B Explore opportunities for the redevelopment of sites. Identify vacant and underused properties for potential redevelopment and conduct outreach to property owners to explore conversion and redevelopment opportunities.
Coordinate with action items focused on key sectors. These efforts will support the City’s ongoing General Plan and Zoning Code updates as needed.
Action 1.5C Solicit feedback from commercial developers. Convene a group of local commercial real estate developers to promote the City’s goals for real estate development and to learn more about challenges and opportunities for developing properties in the City.
Action 1.5D Solicit feedback from real estate professionals. Convene a group of local real estate professionals to educate the broker community on the City’s vision, and enhance collaboration and information sharing.
Action 1.5E Explore potential incentives for encouraging redevelopment. Explore financial incentives such as tax abatement programs and nonfinancial incentives such as permit streamlining to encourage property owners to redevelop vacant and underused properties.
City of Rancho Cucamonga | Economic Development Strategy 2023 17
2. Enhance the Quality of Life
2.1 Establish and promote the City’s Downtown
location
The City’s General Plan explores “the potential of the
area around Victoria Gardens and the Epicenter to
become the ‘real downtown’ of Rancho Cucamonga.”
While the General Plan focuses on physical changes and
infrastructure, other efforts can help establish the City’s Downtown identity such as branding and coordinating
community events in the Downtown.
Action 2.1A Create an internal understanding of
the City’s Downtown location.
Develop and circulate an internal
memo describing the approximate
location of the City’s Downtown.
Action 2.1B Promote placemaking and
walkability. Encourage pedestrian,
building frontage, and other
improvements that enhance the public
realm as described in the City’s
General Plan.
Action 2.1C Locate community events and
public art in the Downtown area.
Explore locations for community events
to occur in the City’s Downtown.
Consider relocating existing events to a
location in the City’s Downtown. Work
with RC Public Art to explore options
for adding public art to the Downtown
area. The RC Public Art Plan calls for
prioritizing key areas in the City, such
as the Downtown, to locate murals and
mosaics. The RC Public Art Plan also
includes strategies for creating an art
walk program and commissioning
public works of art, which could be
located in the Downtown.
Action 2.1D Update signage promoting the
location of the City’s Downtown.
Commission the creation of signage
that communicates the location of the
City’s Downtown.
2.2 Promote and grow the HART District
The City’s General Plan envisions the HART District as an intense, mixed-use regional transit hub with a dynamic mix of housing, employment, and supporting commercial development. Within the District, Cucamonga Station will connect travelers with Brightline West’s high-speed rail line, an underground loop to the Ontario International Airport, bus rapid transit, expanded Metrolink connections, and other transit options.
Cucamonga Station
The planned Cucamonga Station will be
located in the City’s HART District and serve
as a regional transit hub. The Station will
connect several transit systems including:
⦁ Brightline West high-speed rail
⦁ Bus Rapid Transit (BRT) and local bus
service provided by Omnitrans
⦁ A tunnel to Ontario International Airport
⦁ Taxis and Ride-Share services
⦁ 6th Street bicycle track
High-Speed Rail (Brightline West)
Brightline West, a 218-mile privately funded
high-speed rail system, will connect Las
Vegas and Rancho Cucamonga with the
Cucamonga Station serving as the Greater
Los Angeles terminal. From the terminal in
Rancho Cucamonga, passengers will be
able to transfer from Brightline West to the
Rancho Cucamonga Metrolink Station.
Trains will travel at an expected 186 miles
per hour and feature amenities such as
Wi-Fi, food and beverages, checked
luggage, and hotel check-in services.
Connection to Ontario International Airport
In 2022, service commenced on a shuttle
service, ONT Connect, which takes
passengers from the Rancho Cucamonga
Metrolink Station to the Ontario International
Airport. In the future, a 2.8-mile tunnel is
planned to connect from Cucamonga Station
to Terminal 2 and Terminal 4 at Ontario
International Airport.
City of Rancho Cucamonga | Economic Development Strategy 2023 18 Action 2.2A Establish and promote the identity of the HART District. Create messaging to include in promotional materials and business recruitment efforts that describe the future improvements in the HART District and the advantages of living and working in the District such as its proximity to Cucamonga Station, which connects Rancho Cucamonga to the surrounding region through Metrolink and the forthcoming highspeed rail line and to the world via its connection to the Ontario International Airport. Conduct outreach to property owners within the HART District informing them of the HART District’s boundaries and future improvements in the area.
Action 2.2B Convene transportation agencies and providers. Organize meetings with transportation agencies and providers to discuss future transportation improvements and future development in the HART District.
Action 2.2C Develop a specific plan for the HART District. Coordinate the process for creating a specific plan that will guide the growth of the HART District.
2.3 Host and sponsor community and special events
Community events can contribute to the vibrancy and sense of place in a community. They can also attract visitors and serve as a low barrier to entry for new retailers and food vendors. Strengthen and expand events and opportunities for community members, businesses, and visitors to engage with local businesses.
Action 2.3A Explore opportunities to host or sponsor community events. Explore opportunities to host or organize events that highlight the history and culture of Rancho Cucamonga, and that have the potential to become iconic representations of the City. Examples include outdoor recreational activities such as community bike events and running events (5Ks, 10Ks, and marathons), in addition to familyfun and entertainment events that feature or combine live music, food trucks, mobile vendors, classic cars, theatre, and art.
Action 2.3B Continue to review permitting, fees, and insurance requirements for community event hosts and vendors. Review City requirements to ensure they are not a barrier for hosts and vendors.
2.4 Explore potential locations in the City that may benefit from enhanced revenues and services
Evaluate sections in the City that can benefit from investments and improvements made that will generate a greater economic benefit for the community, develop new employment opportunities, and contribute to the City’s quality of life.
Action 2.4A Identify current and future locations that may benefit from enhanced services. Explore locations that could benefit from enhanced services and future areas of growth in the City.
Action 2.4B Explore the potential for existing revenue sources and service districts.
Analyze revenue sources and identify new funding opportunities.
Action 2.4C Engage local businesses about the need for public-private collaboration for business community improvements. Collaborate with local businesses and property owners to encourage renewed investment, where it makes the most sense, with consideration for the environment and quality of life of surrounding neighborhoods.
2.5 Promote the City’s historic cultural resources
The City’s General Plan expresses a commitment to recognizing, protecting, and maintaining Rancho Cucamonga’s past. Historical monuments can serve as a visitor attraction and contribute to the sense of place, authenticity, and culture in a community.
City of Rancho Cucamonga | Economic Development Strategy 2023 19 Action 2.5A Market historic resources in the City. Integrate historical monuments and cultural resources in marketing materials and explore collaborations with community events.
Action 2.5B Secure historical status for qualifying sites. As part of the City’s recent General Plan update, the City identified several historical sites across the City. Secure National Register of Historic Places and California Register of Historical Resources status for historical sites and monuments identified by the City that qualify for these historical designations.
3. Expand Retail, Entertainment, and Hospitality
3.1 Explore opportunities for retail business recruitment Rancho Cucamonga has a strong retail sector. Restaurant and food and beverage sales perform particularly well in Rancho Cucamonga compared to San Bernardino County overall. However, Rancho Cucamonga is less competitive relative to the County in certain retail categories such as clothing apparel, automotive-related products and services, health and personal care stores, and other miscellaneous retail.
Action 3.1A Compare the City’s existing retail inventory to the retail businesses the City aims to attract. Individual retailers have specific site location requirements such as the size and quality of spaces for lease. Review existing retail inventory to determine the ability of existing spaces to satisfy size and quality requirements for retailers.
Action 3.1B Commission a retail leakage study. Residents in Rancho Cucamonga are traveling outside the City to make certain purchases. Commission a retail leakage study to determine which types of retail Rancho Cucamonga residents typically purchase outside the City and should be targeted for recruitment.
3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City Clusters of breweries, wineries, and tasting rooms can serve as a regional destination that brings visitors to a City. Rancho Cucamonga currently has several breweries concentrated in the center of the City, south of Foothill Blvd and northwest of the HART District. These breweries form a part of the City’s concentration of food and beverage manufacturers and benefit from the City’s specialization in this sector.
Action 3.2A Promote and support the City’s cluster of breweries. Create an identity for the area where the City’s breweries are clustered. Engage local breweries and connect them with events to vendor and sponsor in Rancho Cucamonga.
Action 3.2B Recruit and support breweries, wineries, and tasting rooms. Identify breweries, wineries, and tasting rooms, and perform outreach to recruit new businesses to Rancho Cucamonga.
3.3 Attract restaurants to the City that are destination driven Rancho Cucamonga’s restaurant base serves our residents, the local workforce and visitors to the City. Identify entrepreneurs elsewhere in Southern California that already operate restaurants, and successful local restaurant owners looking to reposition or expand upon their existing operations.
Action 3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the City. Work with restaurant owners and operators to identify and develop sites for new sit-down restaurants that create a sense of place.
Action 3.3B Explore options that might be available for restaurants in retail centers.
Identify existing commercial property centers to create more attainable restaurant opportunities.
City of Rancho Cucamonga | Economic Development Strategy 2023 20
3.4 Explore opportunities to expand hospitality in the City The City continues to leverage the hospitality demand for business and leisure travelers. The nearby Ontario International Airport has been expanding flight services, and the City is located along several freeways and local and regional attractions.
Action 3.4A Explore future hospitality opportunities in the HART District. The HART District is positioned to be a major regional transportation hub, including a highspeed rail line to Las Vegas. the tunnel to Ontario International Airport, and bus rapid transit. The HART District is also located near freeway access and entertainment options to the north in the City’s Downtown and south along Fourth Street.
Action 3.4B Identify future hospitality opportunities around Victoria Gardens and Civic Center. The City will identify sites that may be suitable for the development of a new hotel property around Victoria Gardens and Civic Center.
Action 3.4C Attract boutique, high-end and luxury hotels. Review the development code and identify updates that can facilitate boutique, high-end and luxury hotel developments in the City.
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. Residents and employers in the City also have access to several other colleges and universities such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area.
Action 4.1A Strengthen partnerships with local higher education institutions. Establish regular meetings with workforce development staff at Chaffey College, The University of Redlands Rancho Cucamonga Campus, and other educational organizations to explore opportunities to collaborate on workforce development.
Use meetings to explore opportunities to connect students with learning and employment opportunities in the City with a particular focus on the City’s target industries sectors.
Action 4.1B Foster relationships with nearby colleges and universities. Build a working relationship with other colleges and universities such as Cal Poly Pomona and UC Riverside to explore opportunities to collaborate on workforce development and potential satellite expansions in Rancho Cucamonga.
4.2 Cultivate local innovation
Startups and innovative local companies can create new ideas and spur economic growth in a community. Young and bootstrapped companies can benefit from Rancho Cucamonga’s lower land and living costs compared to more costly nearby metro areas and coastal cities. The relatively smaller population and employment base size in Rancho Cucamonga also offers more visibility in the community for growing companies than in large metro areas.
Action 4.2A Explore partnerships with universities and organizations to support the creation of incubators and business accelerator programs. Identify partners in the region interested in establishing incubators and business accelerators in Rancho Cucamonga.
Action 4.2B Host networking events for local businesses and entrepreneurs. Assist in creating a vibrant entrepreneurial ecosystem by connecting entrepreneurs with each other. Explore opportunities to host or co-host existing events with partners.
Consider resources that the City can leverage such as facilities to host events.
City of Rancho Cucamonga | Economic Development Strategy 2023 21
4.3 Provide support for small businesses
Most businesses in Rancho Cucamonga are small businesses with 10 or fewer employees. The City can foster local culture and economic growth by supporting locally grown businesses that are unique to Rancho Cucamonga.
Action 4.3A Establish a small business outreach program. Continue to partner with the Rancho Cucamonga Chamber of Commerce and the Orange County Inland Empire Small Business Development Center to conduct regular outreach to small businesses.
Action 4.3B Connect small businesses with resources and technical assistance. Provide resources on the Economic Development Division webpage for small businesses such as a guide to opening a business in Rancho Cucamonga and contact information for Economic Development staff who can provide individual support.
Provide links to external resources such as USA.gov and the Orange County Inland Empire Small Business Development Center for tools for starting a business, and include information about available federal, state, and private loans and grants for small businesses.
Action 4.3C Establish a small business loan program. Establish a loan fund for existing and new small businesses that do not have access to other loan and grant programs.
Explore opportunities to collaborate with organizations interested in funding small local businesses.
4.4 Enhance data collection to track business activity in the City Data on local business activity is helpful for understanding trends and challenges and opportunities for business growth in the City.
Action 4.4A Ensure access to state-of-the-art telecommunications. Establish regular monitoring of access to telecommunications, such as internet quality, in the City and emerging technologies available in comparable communities to ensure the City stays competitive regarding access to quality telecommunication services.
Action 4.4B Use the business licensing program to facilitate the collection of employment and other data about local companies. This data will be used to improve understanding of the number of businesses relocating and expanding within City limits.
Action 4.4C Develop an annual or biannual local business survey. Develop a short survey that will solicit information about challenges and opportunities from local businesses operating in the City.
4.5 Connect students, job seekers, and employers with workforce development opportunities
The City can help facilitate employment pipelines by connecting students, workers, and employers with resources and events that provide networking and training opportunities. These initiatives support the business attraction efforts and create a future workforce pipeline.
Action 4.5A Explore hosting or connecting students and job seekers with industryspecific events. Explore opportunities to host or connect workers with events related to the City’s target industries. Some examples may include events regularly organized by the Manufacturers’ Council of the Inland Empire (MCIE) or Manufacturing Day by the Manufacturing Institute, which aims to introduce students to learning opportunities and to connect job seekers with manufacturing employers.
City of Rancho Cucamonga | Economic Development Strategy 2023 22 Action 4.5B Connect employers with the San Bernardino County Workforce Development Board. The County offers support to employers for hiring new employees and training, including on-the-job training, which the County may cover a portion of the funding. Market the available support from the County to existing and potential new businesses.
Action 4.5C Create stronger links between local employers, education and service providers, and residents. Develop partnerships to facilitate increased communication and collaboration between service providers and employers.
City of Rancho Cucamonga | Economic Development Strategy 2023 23 Looking Ahead
Over the past 40 years, the City of Rancho Cucamonga has grown into the premier city in the Inland Empire, featuring a skilled workforce, strong manufacturing sector, high quality housing stock and growing officebased sectors. The City’s success is in large part due to its adherence to high standards regarding the quality of new development and public spaces, and reinforcing a strong sense of place.
Serving as a blueprint for the future and complementing the General Plan, the EDS will advance the longterm vision of making Rancho Cucamonga the cultural and economic hub of the Inland Empire.
The aspirational goals set in this EDS position the City for long-term success. Achieving these results requires an ongoing commitment from all levels of City government and community members. Building upon that foundation, longer-range goals include:
• Strengthen the City’s sense of identity and character by creating places where people want to be and improving their ability to move around;
• Develop a civic and economic culture that provides entrepreneurs and business owners access to resources needed to start up and stay in business;
• Create an urban fabric of accessible community gathering spaces and active building fronts; • Grow the arts, cultural, and creative industries cluster to provide social value to residents, while helping with job creation and prosperity in our local economy; • Create a cluster of eatertainment (eateries and entertainment) opportunities that connect the HART District, Epicenter and Victoria Gardens;
• Establish the City as a place of opportunity with a vibrant base of creative businesses, cultural institutions, entertainment venues, and homegrown talent; • Build a strong economy that maximizes opportunities for business and employment growth, innovation and partnership; and
• Grow new businesses that provide an increasing number and diversity of employment opportunities compatible within a mixed-use, transit-oriented employment district environment.
Rancho Cucamonga is suited for economic growth and investment. As the City moves forward in its innovative programs, services and long-range goals, the city will continue to be equally forward thinking in a strategic approach to all future development and investment.
City of Rancho Cucamonga | Economic Development Strategy 2023 24 Implementation Plan
This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time periods: 1 year, 2-3 years, and 4-5 years. The work plan also identifies the lead department and assisting partners.
Action Lead Department Partners Timeline
1. Grow and Diversify the City’s Economy
1.1 Grow the City’s target industry sectors
1.1A Coordinate with San
Bernardino County’s Economic
Development Agency to recruit
new companies.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year
1.1B Coordinate with the
Governor’s Office of Business
and Economic Development
(GO-Biz) to recruit new
companies.
Economic
Development
Division
GO-Biz 1
Year
1.1C Connect new businesses
with resources from the State.
Economic
Development
Division
GO-Biz 1
Year
1.1D Recruit new businesses in
the City’s target industry sectors.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.1E Convene working meetings
with local business
representatives from industries in
the City’s target industries.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.1F Complete a comprehensive
review of the fee structure and
cost of doing business in Rancho
Cucamonga.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
1.2 Market to businesses the advantages of locating in the City
1.2A Develop materials that
market advantages for locating in
Rancho Cucamonga.
Economic
Development
Division
1 Year
1.2B Continue to regularly
update “Rancho Cucamonga at a
Glance” and “Retail Opportunity”
marketing materials.
Economic
Development
Division
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 25 Action Lead Department Partners Timeline
1.2C Develop promotional
materials on the Economic
Development Division webpage
that profiles the City’s access to
nature and community parks.
Economic
Development
Division
Community Services
Department
1 Year
1.2D Implement the Marketing
and Communications Plan.
Economic
Development
Division
Community Services
Department
1 Year
1.3 Recruit and retain international companies
1.3A Connect businesses with
resources through the San
Bernardino County Economic
Development Agency.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1 Year
1.3B Connect businesses with
resources from State, and
International & Trade Programs.
Economic
Development
Division
GO-Biz 1
Year
1.3C Develop an international
marketing program to attract
foreign businesses.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 4-5 Years
1.4 Connect businesses with commercial space opportunities in the City
1.4A Continue support for the
“Site Selection Assistance”
service in the City and enhance
the promotion of the service.
Economic
Development
Division
1 Year
1.4B Maintain customer service
orientation in the “Site Selection
Assistance” service.
Economic
Development
Division
1 Year
1.4C Prepare a “viewbook”
promoting a range of commercial
space examples available in the
City.
Economic
Development
Division
2-3
Years
1.4D Market vacant office, retail,
and industrial spaces on the
City’s website.
Economic
Development
Division
Planning Division 2-3
Years
1.4E Build relationships with Real
Estate Brokers and Site Selection
Companies.
Economic
Development
Division
Planning Division 2-3
Years
1.5 Support the construction and redevelopment of commercial properties
City of Rancho Cucamonga | Economic Development Strategy 2023 26 Action Lead Department Partners Timeline
1.5A Continue to address small
discrepancies in the development
process as they occur and review
the current development approval
process to remove barriers and
improve efficiency.
Economic
Development
Division
Planning Division 1
Year
1.5B Explore opportunities for the
redevelopment of sites.
Economic
Development
Division
Planning Division 2-3
Years
1.5C Solicit feedback from
commercial developers.
Economic
Development
Division
Planning Division 2-3
Years
1.5D Solicit feedback from real
estate professionals.
Economic
Development
Division
Planning Division 2-3
Years
1.5E Explore potential incentives
for encouraging redevelopment.
Economic
Development
Division
4-5 Years
2. Enhance the Quality of Life
2.1 Establish and promote the City’s Downtown location
2.1A Create an internal
understanding of the City’s
Downtown location.
Planning Division Economic Development
Division
1 Year
2.1B Promote placemaking and
walkability. Planning Division Economic Development Division 1 Year
2.1C Locate community events
and public art in the Downtown
area.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.1D Update signage promoting
the location of the City’s
Downtown.
Economic
Development
Division
Planning Division, RC
Public Art 4-5 Years
2.2 Promote and grow the HART District
2.2A Establish and promote the
identity of the HART District. Planning Division Economic Development Division 2-3
Years
City of Rancho Cucamonga | Economic Development Strategy 2023 27 Action Lead Department Partners Timeline
2.2B Convene transportation
agencies and providers. Planning Division
Economic Development
Division, SBCTA,
Metrolink, Brightline
West
2-3
Years
2.2C Develop a specific plan for
the HART District. Planning Division 4-5 Years
2.3 Host and sponsor community and special events
2.3A Explore opportunities to
host or sponsor community
events.
Economic
Development
Division
Community Services
Department
2-3
Years
2.3B Continue to review
permitting, fees, and insurance
requirements for community
event hosts and vendors.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.4 Explore potential locations in the City that may benefit from enhanced revenues and services
2.4A Identify current and future
locations that may benefit from
enhanced services.
Economic
Development
Division
Planning Division 2-3
Years
2.4B Explore the potential for
existing revenue sources and
service districts.
Economic
Development
Division
Planning Division 4-5 Years
2.4C Engage local businesses
about the need for public-private
collaboration for business
community improvements.
Economic
Development
Division
Planning Division 4-5 Years
2.5 Promote the City’s historic cultural resources
2.5A Market historic resources in
the City.
Economic
Development
Division
Planning Division 1
Year
2.5B Secure historical status for
qualifying sites. Planning Division Etiwanda Historical Society 4-5 Years
3. Expand Retail, Entertainment, and Hospitality
3.1 Explore opportunities for retail business recruitment
City of Rancho Cucamonga | Economic Development Strategy 2023 28 Action Lead Department Partners Timeline
3.1A Compare the City’s existing
retail inventory to the retail
businesses the city aims to
attract.
Economic
Development
Division
2-3
Years
3.1B Commission a retail
leakage study.
Economic
Development
Division
4-5 Years
3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City
3.2A Promote and support the
City’s cluster of breweries.
Economic
Development
Division
2-3
Years
3.2B Recruit and support
breweries, wineries, and tasting
rooms.
Economic
Development
Division
2-3
Years
3.3 Attract restaurants to the City that are destination driven
3.3A Retain and recruit a healthy
and diverse mix of restaurants
throughout the city.
Economic
Development
Division
2-3
Years
3.3B Explore options that might
be available for restaurants in
retail centers.
Economic
Development
Division
2-3
Years
3.4 Explore opportunities to expand hospitality in the City
3.4A Explore future hospitality
opportunities in the HART
District.
Economic
Development
Division
4-5 Years
3.4B Identify future hospitality
opportunities around Victoria
Gardens and Civic Center.
Economic
Development
Division
4-5 Years
3.4C Attract boutique, high-end
and luxury hotels.
Economic
Development
Division
4-5 Years
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
City of Rancho Cucamonga | Economic Development Strategy 2023 29 Action Lead Department Partners Timeline
4.1A Strengthen partnerships
with local higher education
institutions.
Economic
Development
Division
Partners: Chaffey
College, University of
Redlands Rancho
Cucamonga Campus
1 Year
4.1B Foster relationships with
nearby colleges and universities.
Economic
Development
Division
Partners: Cal Poly
Pomona, UC Riverside,
and other colleges and
universities
2-3
Years
4.2 Cultivate local innovation
4.2A Explore partnerships with
universities and organizations to
support the creation of incubators
and business accelerator
programs.
Economic
Development
Division
Inland Empire Center
for Entrepreneurship
2-3
Years
4.2B Host networking events for
local businesses and
entrepreneurs.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Inland Empire Center
for Entrepreneurship
2-3
Years
4.3 Provide support for small businesses
4.3A Establish a small business
outreach program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
2-3
Years
4.3B Connect small businesses
with resources and technical
assistance.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce
2-3
Years
4.3C Establish a small business
loan program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
4-5 Years
4.4 Enhance data collection to track business activity in the City
4.4A Ensure access to state-ofthe-art telecommunications.
Economic
Development
Division
Public Works
Department
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 30 Action Lead Department Partners Timeline
4.4B Use the business licensing
program to facilitate the collection
of employment and other data
about local companies.
Economic
Development
Division
2-3
Years
4.4C Develop an annual or
biannual local business survey.
Economic
Development
Division
2-3
Years
4.5 Connect students, job seekers, and employers with workforce development opportunities
4.5A Explore hosting or
connecting students and job
seekers with industry-specific
events.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Manufacturers’ Council
of the Inland Empire
(MCIE)
1 Year
4.5B Connect employers with the
San Bernardino County
Workforce Development Board.
Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year
4.5C Create stronger links
between local employers,
education and service providers,
and residents.
Economic
Development
Division
San Bernardino County
Workforce
Development Board
1 Year
City of Rancho Cucamonga | Economic Development Strategy 2023 31
APPENDIX
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City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1 Introduction
This report describes the findings and analysis of the City of Rancho Cucamonga’s economic and market conditions. The findings inform the Economic Development Strategic Plan (EDSP) and will provide relevant insights on economic development and marketing opportunities in the City.
Key Findings
• Rancho Cucamonga’s population grew by 8.2 percent from 2010 to 2021, which is similar to the rate of growth in San Bernardino County.
• Residents of Rancho Cucamonga are more educated compared to the local region. 37 percent of residents hold a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall.
• The population in Rancho Cucamonga is generally older compared to nearby cities. The median age is 36.9 in Rancho Cucamonga and 33.8 in San Bernardino County. • Incomes in Rancho Cucamonga are among the highest in the region. The median income in Rancho Cucamonga is approximately $95,000 compared to approximately $70,300 for San Bernardino County.
• Rancho Cucamonga has a moderately large employment base with 71,845 total jobs. • Employment in Rancho Cucamonga has grown slower compared to nearby cities and San Bernardino County. Between 2011 and 2019, employment in Rancho Cucamonga grew by 15 percent compared to 22 percent in the County.
• Most businesses in Rancho Cucamonga are small firms with 10 or fewer employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees. • Rancho Cucamonga’s largest industry is manufacturing. There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. • The fastest-growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. This industry accounts for 7.7 percent of the City’s total employment. • Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are growing sectors in the County that are concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region.
• Specialized industries that are well-positioned to grow and diversify Rancho Cucamonga’s economy include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services. • Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more attainable priced compared to the Los Angeles Metro Area and the State of California overall.
• Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County.
• Restaurant and food and beverage sales are stronger in Rancho Cucamonga compared to the County.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 2 • Rancho Cucamonga is a highly attractive and competitive City compared to its neighbors. Key indicators show Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. From a regional perspective, Riverside and Fontana may be the most competitive with Rancho Cucamonga for attracting residents and employers. Redlands and Eastvale may also be competitive with Rancho Cucamonga for attracting highly skilled workers.
Demographic and Household Conditions
This section describes the characteristics of Rancho Cucamonga’s population using data from the most recent American Community Survey (ACS 2021, 5-year Estimate) and HUD’s Comprehensive Housing Affordability Strategy (CHAS, 2019). The analysis compares Rancho Cucamonga with neighboring cities1 and San Bernardino County, as well as comparable Southern California jurisdictions,2 to provide a relative measure of conditions in Rancho Cucamonga.
Population and Households
Rancho Cucamonga has a population of 173,946 residents and 56,380 households. The City’s population is slightly smaller than nearby Ontario (175,223) but has 5,000 more households. Table 1 shows how the number of residents and households in Rancho Cucamonga’s population compares relative to neighboring cities and Table 2 shows how the City compares to other comparable Southern California jurisdictions.
Figures 1 and 2 display population growth in Rancho Cucamonga and the neighboring cities and other Southern California jurisdictions. Since 2010 Rancho Cucamonga’s population has grown by 8.2 percent, which is similar to the San Bernardino County growth rate of 8.3 percent. Eastvale, which was incorporated in 2010, has grown in population by nearly 40 percent since 2010. Irvine, which was identified in 2020 by the U.S. Census as the 10th fastest-growing city in the country, experienced a major population increase of nearly 50 percent since 2010.
1 Neighboring cities include the cities of Eastvale, Fontana, Ontario, Riverside, Redlands, and San Bernardino. 2 Comparable Southern California jurisdictions includes the cities of Irvine and Pasadena, and Los Angeles County.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 3 Table 1: Total Population and Households, Neighboring Cities and San Bernardino County, 2021.
Population Households
Riverside 314,858 88,340
San Bernardino 220,821 61,680
Fontana 208,087 55,307
Ontario 175,223 51,068
Rancho Cucamonga 173,946 56,380
Redlands 72,649 25,273
Eastvale 68,539 16,713
San Bernardino County 2,171,071 651,743
Source: ACS, 5-Year Est, 2021.
Table 2: Total Population and Households, Comparable Southern California Jurisdictions, 2021.
Population Households
Irvine 297,868 107,166
Rancho Cucamonga 173,946 56,380
Pasadena 138,771 55,191
Los Angeles County 10,019,635 3,342,811
Source: ACS, 5-Year Est, 2021.
Figure 1: Population Growth, Neighboring Cities and San Bernardino County, 2010 to 2021 Source: ACS, 5-Year Est. 2010, 2021.
39.5%
9.8% 8.3% 8.2% 6.1% 5.6% 5.5% 4.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
Eastvale Fontana San
Bernardino
County
Rancho
Cucamonga
Ontario San
Bernardino
Redlands Riverside
Population Growth
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 4 Figure 2: Population Growth, Comparable Southern California Jurisdictions, 2010 to 2021 Source: ACS, 5-Year Est. 2010, 2021
Race and Ethnicity
Tables 3 and 4 show the share of racial and ethnic groups in Rancho Cucamonga compared to neighboring cities and comparable Southern California jurisdictions. The City’s racial and ethnic composition is fairly similar to its neighboring communities. However, Rancho Cucamonga has a relatively higher percent nonHispanic White and non-Hispanic Asian populations and a lower Hispanic population than most neighboring cities. Compared to other Southern California jurisdictions, Rancho Cucamonga has a somewhat lower percentage of Non-Hispanic Asian population.
Table 3: Percentages of Race and Ethnicity, Neighboring Cities and San Bernardino County, 2021 NonHispanic
White
Hispanic/
Latino
Non-Hispanic
Black/African
American
NonHispanic
Asian
Other Race/
Ethnicity
Rancho Cucamonga 34% 38% 9% 14% 5%
Eastvale 22% 39% 7% 28% 4%
Fontana 13% 68% 8% 7% 3%
Ontario 15% 70% 5% 7% 3%
Redlands 44% 37% 6% 8% 5%
Riverside 28% 55% 5% 8% 4%
San Bernardino 14% 68% 12% 4% 3%
San Bernardino County 27% 55% 8% 7% 4%
Source: ACS, 5-Year Est. 2021.
49.6%
8.2%
2.7% 1.7%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Irvine Rancho Cucamonga Los Angeles County Pasadena
Population Growth
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 5 Table 4: Percentages of Race and Ethnicity, Comparable Southern California Jurisdictions, 2021 NonHispanic
White
Hispanic/
Latino
Non-Hispanic
Black/African
American
NonHispanic
Asian
Other Race/
Ethnicity
Rancho Cucamonga 34% 38% 9% 14% 5%
Irvine 37% 12% 2% 43% 6%
Pasadena 34% 36% 8% 18% 5%
Los Angeles County 25% 49% 8% 15% 4%
Source: ACS, 5-Year Est. 2021.
Educational Attainment
Tables 5 and 6 show the educational attainment in Rancho Cucamonga compared to neighboring cities and other Southern California jurisdictions. Figures 3 and 4 display the percentage of the population with a bachelor’s degree or higher. Rancho Cucamonga residents are well-educated. 37 percent of residents have a bachelor’s degree or higher, which is a higher share than most neighboring communities and lower than Redlands and Eastvale. When compared to other jurisdictions in Southern California, Rancho Cucamonga’s educational attainment is higher than Los Angeles County and less than the rates of a bachelor’s degree or higher in Irvine and Pasadena.
Table 5: Percentages of Educational Attainment, Neighboring Cities and San Bernardino County, 2021
High School
Degree or
Less
Some
College
Bachelor's
Degree
Advanced
Degree
Rancho Cucamonga 27% 36% 23% 14%
Eastvale 29% 30% 29% 12%
Fontana 51% 30% 15% 5%
Redlands 29% 27% 22% 21%
Riverside 45% 31% 14% 10%
Ontario 51% 31% 14% 5%
San Bernardino 61% 27% 9% 4%
San Bernardino County 46% 32% 14% 8%
Note: Data universe includes the total population of 25 years or older.
Source: ACS, 5-Year Est. 2021.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 6 Table 6: Percentages of Educational Attainment, Comparable Southern California Jurisdictions, 2021
High School
Degree or
Less
Some
College
Bachelor's
Degree
Advanced
Degree
Rancho Cucamonga 27% 36% 23% 14%
Irvine 11% 20% 38% 31%
Pasadena 25% 22% 28% 25%
Los Angeles County 40% 26% 22% 12%
Note: Data universe includes the total population of 25 years or older.
Source: ACS, 5-Year Est. 2021.
Figure 3: Percentages of Bachelor’s Degree or Higher, Neighboring Cities and San Bernardino County, 2021 Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD.
Source: ACS, 5-Year Est. 2021.
Figure 4: Percentages of Bachelor’s Degree or Higher, Comparable Southern California Jurisdictions, 2021 Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD.
Source: ACS, 5-Year Est. 2021.
44% 41%
37%
24% 22% 20% 19%
13%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Redlands Eastvale Rancho
Cucamonga
Riverside San
Bernardino
County
Fontana Ontario San
Bernardino
Share of Population 25 years
or Older
69%
53%
37% 34%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Irvine Pasadena Rancho Cucamonga Los Angeles County
Share of Population 25
years or Older
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 7 Age
Figures 5 and 6 show the median age in Rancho Cucamonga compared to the neighboring cities and other Southern California jurisdictions. Figures 7 and 8 display the age distribution for each jurisdiction.
Compared to nearby communities, Rancho Cucamonga has the highest median age at 36.9 years. When compared to other jurisdictions in Southern California, the City’s median age is similar to Los Angeles County but less than Pasadena.
Compared to neighboring communities, Rancho Cucamonga has an older distribution of ages, with 40 percent of the population above the age of 45. When compared to comparable Southern California communities, Los Angeles County and Pasadena have a similar share of residents over the age of 45 as Rancho Cucamonga.
Figure 5: Median Age, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 6: Median Age, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
36.9 35.5
34.2 33.8
32.6 32 31.9 31.3
28.0 29.0
30.0 31.0
32.0 33.0
34.0 35.0
36.0 37.0
38.0 Rancho
Cucamonga
Redlands Eastvale San
Bernardino
County
Ontario Fontana Riverside San
Bernardino
Median Age
39.1 37.0 36.9
33.8 30.0
32.0 34.0
36.0 38.0
40.0 Pasadena Los Angeles County Rancho Cucamonga Irvine Median Age
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 8 Figure 7: Percentages of Age Distribution, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 8: Percentages of Age Distribution, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
Income
Figures 9 and 10 show the median income in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Figures 11 and 12 break down the percentages of households by income in each jurisdiction. Figures 13 and 14 further organize the households into income categories as defined by the HUD Area Median Family Income (HAMFI).
At $97,046, Rancho Cucamonga’s median household income is higher compared to neighboring cities and San Bernardino County. Only Eastvale has a higher median income of $141,827. When compared to other comparable jurisdictions in Southern California, Rancho Cucamonga’s median income is higher than Los Angeles County’s median income of $76,367 but lower than Irvine’s median income of $114,027. The 23% 30% 29% 26% 23% 24% 28% 26%
9%
9% 11% 11% 11% 14% 11% 10%
28%
30% 29% 31% 28% 29% 30% 28%
28%
23% 22% 23% 24% 22% 21% 24%
13% 8% 8% 10% 14% 11% 9% 12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Population
Under 18 18 to 24 25 to 44 45 to 64 65 and older
23% 22% 18% 22%
9% 12%
7% 9%
28% 32%
34% 30%
28% 23%
25% 25%
13% 10% 16% 14%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Population
Under 18 18 to 24 25 to 44 45 to 64 65 and older
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 9 percentages of households by income generally corroborate the median income findings. 36 percent of households in the City earn over $125,000 annually and 62 percent earn over $75,000. 12 percent of Rancho Cucamonga’s households earn less than $30,000 annually. Eastvale and Irvine have the higher percentage of households earning over $125,000. However, while Eastvale has the smallest percentage of households earning less than $30,000 (5 percent), Irvine’s is higher than several jurisdictions, including Rancho Cucamonga, at 16 percent of households earning less than $30,000 annually.
When using the HAMFI-defined income categories, Rancho Cucamonga has 63 percent of households in the above moderate-income category and 16 percent of households in the very low-income category.
Compared to surrounding communities and San Bernardino County, only Eastvale has a higher percentage of households in the above moderate-income category. When compared to other comparable jurisdictions in Southern California however, Rancho Cucamonga has the highest percentage of households in the above moderate-income category. All other jurisdictions have fewer than 50 percent of households in the above moderate-income category.
Figure 9: Median Household Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 10: Median Income, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
$141,827
$97,046 $87,184 $83,468 $76,755 $71,908 $70,287
$55,372
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
Eastvale Rancho
Cucamonga
Redlands Fontana Riverside Ontario San
Bernardino
County
San
Bernardino
Median Income
$114,027
$97,046 $89,661
$76,367
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Irvine Rancho Cucamonga Pasadena LA County
Median Income
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 10 Figure 11: Percentages of Households by Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 12: Percentages of Households by Income, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
12% 5%
14% 17% 16% 18% 27% 19%
10%
6%
11% 14% 12% 14%
19%
15% 15%
11%
19%
21%
16% 17%
19%
18%
26%
20%
27%
27%
25%
24%
22%
24%
36%
57%
29% 22%
31% 27%
13%
23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Households
Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More
12% 16% 19% 20%
10% 8%
15% 11% 9% 14%
14%
15%
26%
19%
21%
22%
36% 46% 36% 29%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Households
Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 11 Figure 13: Percentages of Households by Income Category, Neighboring Cities and San Bernardino County, 2019 Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019.
Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI Figure 14: Percentages of Households by Income Category, Comparable Southern California Jurisdictions, 2019 Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019.
Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI Household Characteristics
Figures 15 and 16 show the average household size in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Tables 7 and 8 break down the households 16% 10%
22% 24% 22% 25%
40%
27%
12%
11%
18% 20% 14% 17%
21%
18% 8%
8%
12% 13%
10%
11%
10%
11%
63% 72%
48% 43%
53% 47%
28%
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Share of Total Households
Very low-income Low-income Moderate-income Above moderate-income 16%
26% 30% 37% 12%
14% 15%
19%
8%
11% 10%
10%
63%
49% 46%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Share of Total Households
Very low-income Low-income Moderate-income Above moderate-income
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 12 in the jurisdictions by type of living arrangement. Figures 17 and 18 display the percentages of households by tenure in all jurisdictions.
Rancho Cucamonga has a relatively small household size when compared to the neighboring cities, with only Riverside having a smaller average household size. However, when compared with other comparable Southern California jurisdictions, Rancho Cucamonga’s average household size is larger than in Los Angeles County, Pasadena, and Irvine.
Rancho Cucamonga’s largest category of household type is families without children at 41 percent, followed by families with children at 36 percent. This differs from most of the neighboring cities and San Bernardino County where families with children comprise a larger percentage of households than families without children. The only other outlier is Redlands, which has 1 percentage point more families without children, notably Redlands also has a significantly higher percentage of single-person households. Compared to other comparable jurisdictions in Southern California, Rancho Cucamonga has a similar percentage of families with children as Irvine.
Most households in Rancho Cucamonga own their home, which is the case for San Bernardino County and nearly all of the neighboring cities, except for San Bernardino. Compared to other comparable Southern California communities, most households rent their home in Los Angeles County, Irvine, and Pasadena.
Figure 15: Average Household Size, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 16: Average Household Size, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
4.1 3.8
3.42 3.41 3.38 3.26 3.03 2.77
0 0.5
1 1.5
2 2.5
3 3.5
4 4.5
Eastvale Fontana Ontario San
Bernardino
Redlands San
Bernardino
County
Rancho
Cucamonga
Riverside
Average Household Size
3.03 2.9 2.7 2.5
0 0.5
1 1.5
2 2.5
3 3.5
Rancho Cucamonga LA County Irvine Pasdena
Average Household Size
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 13 Table 7: Percentage of Households by Type, Neighboring Cities and San Bernardino County, 2021
Families with
Children
Families
without
Children
Single-Person
Household
Other NonFamily
Household
Rancho Cucamonga 36% 41% 19% 4%
Eastvale 58% 33% 7% 3%
Fontana 52% 34% 11% 3%
Ontario 43% 36% 16% 5%
Redlands 33% 34% 25% 8%
Riverside 40% 33% 19% 8%
San Bernardino 45% 30% 19% 6%
San Bernardino County 41% 36% 18% 5%
Source: ACS, 5-Year Est. 2021.
Table 8: Percentage of Households by Type, Comparable Southern California Jurisdictions, 2021
Families with
Children
Families
without
Children
Single-Person
Household
Other NonFamily
Household
Rancho Cucamonga 36% 41% 19% 4%
Irvine 34% 31% 23% 12%
Pasadena 24% 33% 34% 10%
Los Angeles County 32% 34% 26% 8%
Source: ACS, 5-Year Est. 2021.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 14 Figure 17: Percentage of Households by Tenure, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021.
Figure 18: Percentage of Households by Tenure, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021.
Employment and Firms
This section describes total employment in Rancho Cucamonga relative to neighboring cities, San Bernardino County, and comparable Southern California jurisdictions using data from the U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD) program. The section also describes the total number of firms, the size of firms, and the largest private employers in Rancho Cucamonga using data from Data Axel.
63%
79%
66%
55% 59% 56% 49%
60%
37%
21%
34%
45% 41% 44% 51%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Rancho
Cucamonga
Eastvale Fontana Ontario Redlands Riverside San
Bernardino
San
Bernardino
County
Household Tenure
Owner Occupied Renter Occupied
63%
44% 42% 46%
37%
56% 58% 54%
0%
20%
40%
60%
80%
100%
Rancho Cucamonga Irvine Pasadena Los Angeles County
Household Tenure
Owner Occupied Renter Occupied
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 15 Rancho Cucamonga has approximately 71,845 jobs, and the City’s employment base is smaller than the neighboring cities of Riverside, Ontario, and San Bernardino (Table 9), and when compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s employment is also less than in Irvine and Pasadena (Table 10).
Table 11 shows that between 2011 to 2019, Rancho Cucamonga experienced a 15% increase in total jobs.
Rancho Cucamonga’s job growth outpaced Riverside and San Bernardino, but Eastvale, Ontario, Redlands, and Fontana experienced a higher rate of growth during this period. From 2011 to 2019, Rancho Cucamonga grew much faster than Pasadena but less than Irvine.
Table 9: Total Employment, Neighboring Cities and San Bernardino County 2011 and 2019 2011 2019
Riverside 128,236 146,033
Ontario 87,077 117,080
San Bernardino 94,509 103,888
Rancho Cucamonga 62,463 71,845
Fontana 42,898 53,640
Redlands 26,025 33,696
Eastvale 4,874 14,486
San Bernardino County 570,622 703,024
Source: U.S. Census Bureau, LEHD, 2011, 2019.
Table 10: Total Employment, Southern California Comparable Jurisdictions, 2011 to 2019 2011 2019
Irvine 206,493 257,836
Pasadena 94,001 98,366
Rancho Cucamonga 62,463 71,845
Source: U.S. Census Bureau, LEHD, 2011, 2019.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 16 Table 11: Employment Growth, Neighboring Cities and San Bernardino County 2011 to 2019 Change 2011 to 2019
Net New Jobs % Change
Eastvale 9,612 197%
Ontario 30,003 34%
Redlands 7,671 29%
Fontana 10,742 25%
Rancho Cucamonga 9,382 15%
Riverside 17,797 14%
San Bernardino 9,379 10%
San Bernardino County 132,402 23%
Source: U.S. Census Bureau, LEHD, 2011, 2019.
Table 12: Employment Growth, Southern California Comparable Jurisdictions Change 2011 to 2019
Net New Jobs % Change
Irvine 51,343 25%
Rancho Cucamonga 9,382 15%
Pasadena 4,365 5%
Table 13 shows the number of firms by industry in Rancho Cucamonga. The largest number of firms in Rancho Cucamonga are in the health care and social assistance, retail trade, and professional and technical services industries. The health care and social assistance industry has the most firms with 760.
Many of these firms are small offices of physicians, densities, mental health professionals, and nursing care facilities.
Figure 19 displays the range of firm sizes in Rancho Cucamonga. Most businesses in Rancho Cucamonga are small businesses with fewer than 10 employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees.
The number of firms with one to four employees (2,387) is significantly higher than all other firm categories.
As the number of employees increase per firm in Rancho Cucamonga, the number of firms with employees decreases. Rancho Cucamonga has three firms with 1,000 to 4,999 employees, which include Inland Empire Health Plan, Amphastar Pharmaceuticals, and Chaffey College.
Table 14 shows Rancho Cucamonga’s largest private employers. Inland Empire Health Plan is the City’s largest employer with an estimated 2,005 employees. Amphastar Pharmaceuticals follows as the second largest employer with an estimated 1,761 employees. Frito Lay, Bass Pro Shops, and Walmart are the next largest private employers in Rancho Cucamonga.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 17 Table 13: Rancho Cucamonga Firms by Industry, 2022
NAICS Industry Category Firms Percent
62 Health Care and Social Assistance 760 15.4%
44-45 Retail Trade 587 11.9%
54 Professional and Technical Services 511 10.3%
81 Other Services (except Public Administration) 469 9.5% 23 Construction 400 8.1%
72 Accommodation and Food Services 385 7.8%
52 Finance and Insurance 278 5.6%
31-33 Manufacturing 267 5.4%
42 Wholesale Trade 225 4.6%
53 Real Estate and Rental and Leasing 213 4.3%
56 Administration and Waste Management 194 3.9%
61 Educational Services 128 2.6%
48-49 Transportation and Warehousing 89 1.8%
71 Arts, Entertainment, and Recreation 83 1.7%
51 Information 74 1.5%
92 Public Administration 57 1.2%
11 Agriculture and Forestry 8 0.2%
55 Management of Companies 5 0.1%
22 Utilities 3 0.1%
N/A 206 4.2%
Total 4,942
Source: Data Axle, 2022.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 18 Figure 19: Rancho Cucamonga Firms by Size, 2022
Source: Data Axle, 2022.
Table 14: Rancho Cucamonga Largest Private Employers, 2022 Firm
Number of
Employees Percent
Inland Empire Health Plan 2,005 3.3%
Amphastar Pharmaceuticals 1,761 2.9%
Frito Lay 600 1.0%
Bass Pro Shops 500 0.8%
Walmart 435 0.7%
C & C Organization1 400 0.6%
Coca-Cola Bottling Co 400 0.6%
Arctic Mechanical 390 0.6%
Macy's 380 0.6%
Adecco 360 0.6%
Bradshaw Home Inc 350 0.6%
Superior Electric 350 0.6%
1 Parent company to Cask 'n Cleaver Steakhouse
Source: Data Axle, 2022.
2,387
1,156
547
333
155 68 15 4 3
274
0 500
1,000
1,500
2,000
2,500
3,000
1 to 4 5 to 9 10 to 19 20 to 49 50 to 99 100 to
249
250 to
499
500 to
999
1000 to
4,999
Unknown
Share of Total Firms
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 19 Industry Sectors
This section describes the relative size, rate of growth, and concentration of employment in industry sectors in Rancho Cucamonga compared to San Bernardino County and the State of California.
Table 15 and Figure 20 show that Rancho Cucamonga’s greatest share of employment is in manufacturing.
There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. Rancho Cucamonga’s next largest industry is accommodation and food services (7,801 jobs), followed by retail trade (7,562 jobs) and health care and social assistance (6,974 jobs).
Table 16 shows that the fastest-growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. Construction also grew significantly, increasing by more than double (108 percent). Figure 21 shows that Rancho Cucamonga’s finance and insurance industry and the construction industry grew outpaced San Bernardino County and the State. The City also marginally outpaced the County and the State in growth in the health care and social assistance industry.
Table 17 and Figure 22 show the 2019 location quotient of Rancho Cucamonga relative to San Bernardino County and the location quotient of San Bernardino County to the State of California. A location quotient is a metric that provides a measure of how concentrated an industry is in an area.1 A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. The highest location quotient for Rancho Cucamonga to San Bernardino County is for finance and insurance (3.4), which means that finance and insurance jobs are much more concentrated in Rancho Cucamonga than in the County overall. Additional concentrated industries in Rancho Cucamonga include manufacturing, construction, utilities, real estate, professional and technical services, and accommodation and food services. 1 The location quotient is the ratio of an area’s distribution of employment by industry in comparison to the distribution of the reference area.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 20 Table 15: Employment by Industry, 2019
NAICS Industry Category
Rancho
Cucamonga
San Bernardino
County State of CA
Jobs Share Jobs Share Jobs Share
31-33 Manufacturing 8,901 12.4% 54,233 7.7% 1,262,092 8.1% 72 Accommodation and Food
Services 7,801 10.9% 58,147 8.3% 1,398,882 8.9%
44-45 Retail Trade 7,562 10.5% 77,499 11.0% 1,450,919 9.3% 62 Health Care and Social
Assistance 6,974 9.7% 107,941 15.4% 2,173,287 13.9%
23 Construction 5,875 8.2% 37,870 5.4% 846,103 5.4%
61 Educational Services 5,610 7.8% 61,005 8.7% 1,362,968 8.7% 52 Finance and Insurance 5,545 7.7% 15,920 2.3% 518,531 3.3% 56 Administrative and Waste
Management 5,474 7.6% 52,091 7.4% 988,261 6.3%
42 Wholesale Trade 4,550 6.3% 42,779 6.1% 661,106 4.2%
54 Professional and Technical
Services 3,364 4.7% 22,935 3.3% 1,266,358 8.1%
48-49 Transportation and Warehousing 2,873 4.0% 82,856 11.8% 624,664 4.0% 81 Other Services (except Public
Admin) 1,958 2.7% 18,365 2.6% 491,737 3.1%
92 Public Administration 1,600 2.2% 33,688 4.8% 716,257 4.6% 53 Real Estate and Rental and
Leasing 1,373 1.9% 8,923 1.3% 273,969 1.8%
55 Management of Companies 702 1.0% 6,635 0.9% 263,485 1.7% 22 Utilities 695 1.0% 4,493 0.6% 106,183 0.7%
71 Arts, Entertainment, and
Recreation 497 0.7% 10,141 1.4% 318,793 2.0%
51 Information 278 0.4% 4,652 0.7% 596,798 3.8%
11 Agriculture and Forestry 213 0.3% 2,050 0.3% 304,112 1.9% 99 N/A 0 0.0% 801 0.1% 18,786 0.1%
Total Employment 71,845 703,024 15,643,291
Source: U.S. Census Bureau, LEHD, 2019.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 21 Figure 20: Top Rancho Cucamonga Industry Sectors by Employment, 2019 Source: U.S. Census Bureau, LEHD, 2019.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Manufacturing Accommodation
and Food
Services
Retail Trade Health Care and
Social
Assistance
Construction Educational
Services
Finance and
Insurance
% Total Employment
Rancho Cucamonga San Bernardino County State of CA
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 22 Table 16: Percent Employment Growth by Industry, 2011 to 2019 NAICS Industry Category Rancho
Cucamonga
San Bernardino
County State of CA
52 Finance and Insurance 150% 10% 1%
23 Construction 108% 62% 66%
92 Public Administration 49% -1% -3%
62 Health Care and Social Assistance 47% 44% 41%
11 Agriculture and Forestry 43% -8% 5%
71 Arts, Entertainment, and Recreation 38% 8% 17%
42 Wholesale Trade 35% 29% 3%
72 Accommodation and Food Services 31% 27% 29%
54 Professional and Technical Services 31% 11% 23%
53 Real Estate and Rental and Leasing 23% 27% 17%
61 Educational Services 16% 9% 7%
31-33 Manufacturing 10% 18% 4%
55 Management of Companies 4% -1% 24%
81 Other Services (except Public Admin) 1% -28% -26%
48-49 Transportation and Warehousing -5% 94% 46%
44-45 Retail Trade -12% 2% 4%
22 Utilities -40% -18% 1%
56 Administrative and Waste Management -41% 27% 27%
51 Information -46% -17% 44%
99 N/A -100% 30% -28%
Source: U.S. Census Bureau, LEHD, 2011, 2019.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 23 Figure 21: Select Fastest Growing Large Industry Sectors, 2019 Source: U.S. Census Bureau, LEHD, 2011, 2019.
0%
20%
40%
60%
80%
100%
120%
140%
160%
Finance and
Insurance
Construction Health Care and
Social
Assistance
Wholesale
Trade
Accommodation
and Food
Services
Professional
and Technical
Services
% Employment Growth 2011 to 2019
Rancho Cucamonga San Bernardino County State of CA
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 24 Table 17: Location Quotient, 2019
NAICS Industry Category
Rancho
Cucamonga/San
Bernardino County
San Bernardino
County/State of
CA
52 Finance and Insurance 3.4 0.7
31-33 Manufacturing 1.6 1.0
23 Construction 1.5 1.0
22 Utilities 1.5 0.9
53 Real Estate and Rental and Leasing 1.5 0.7
54 Professional and Technical Services 1.4 0.4
72 Accommodation and Food Services 1.3 0.9
81 Other Services (except Public Admin) 1.0 0.8
42 Wholesale Trade 1.0 1.4
55 Management of Companies 1.0 0.6
56 Administration and Waste Management 1.0 1.2
11 Agriculture and Forestry 1.0 0.1
44-45 Retail Trade 1.0 1.2
61 Educational Services 0.9 1.0
62 Health Care and Social Assistance 0.6 1.1
51 Information 0.6 0.2
71 Arts, Entertainment, and Recreation 0.5 0.7
92 Public Administration 0.5 1.0
48-49 Transportation and Warehousing 0.3 3.0
Source: U.S. Census Bureau, LEHD, 2019.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 25 Figure 22: Most Concentrated Industries, 2019
Source: U.S. Census Bureau, LEHD, 2019.
Industry Sectors Summary
Figures 23 to 25 combine location quotient, employment growth, and employment size by industry sector into one display. Figure 23 shows the size of industry sectors in the City and whether they are growing and concentrated in Rancho Cucamonga. In the figure, the finance and insurance sector stands out from the other industries. Finance and insurance is a moderately sized sector in terms of employment and is highly concentrated and growing quickly in the City. Other concentrated and growing industries in Rancho Cucamonga include manufacturing, real estate, professional and technical services, accommodations and food services, and construction.
Figure 24 shows the size of industry sectors in San Bernardino County and whether they are growing and concentrated in the County. Transportation and warehousing is highly concentrated and growing rapidly in the County. This contrasts significantly with Rancho Cucamonga, as Figure 23 shows, transportation and warehousing is not concentrated in the City and employment has shrunk somewhat since 2011. Health care and social assistance, which is a relatively large and fast-growing industry in Rancho Cucamonga and the County, is somewhat concentrated in the County but not very concentrated in the City.
Figure 25 shows the size of industry sectors in San Bernardino County and whether they are growing in the County and how concentrated they are in Rancho Cucamonga. This figure demonstrates which industries may represent opportunities for growth in Rancho Cucamonga. Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are all growing sectors in the County that are also concentrated in Rancho Cucamonga. Construction jobs, which are growing particularly fast in the County are also notably concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region.
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 Finance and
Insurance
Manufacturing Construction Utilities Real Estate Professional and Technical
Services
Accommodation
and Food
Services
Location Quotient
Rancho Cucamonga/San Bernardino County San Bernardino County/State of CA
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 26 Figure 23: Industries by Concentration in Rancho Cucamonga and Growth in Rancho Cucamonga, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector.
Source: U.S. Census Bureau, LEHD, 2011, 2019.
Agriculture and Forestry
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation and Warehousing
Information
Finance and Insurance
Real Estate and Rental and
Leasing
Professional and
Technical Services Management of
Companies
Administrative and Waste
Management
Educational Services Health Care and Social Assistance
Arts, Entertainment,
and Recreation
Other Services (except Accommodation and Food Services
Public Admin)
Public Administration
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
-100% -50% 0% 50% 100% 150% 200%
LQ Rancho Cucamonga/San Bernardino County
Rancho Cucamonga Employment Growth 2011-2019
Growing in the City & Concentrated in the City
Declining in the City & Not
Concentrated in the City
Growing in the City & Not
Concentrated in the City
Declining in the City &
Concentrated in the City
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 27 Figure 24: Industries by Concentration in San Bernardino County and Growth in San Bernardino County, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector.
Source: U.S. Census Bureau, LEHD, 2011, 2019.
Agriculture and Forestry
Utilities Construction
Manufacturing
Wholesale
Trade
Retail Trade
Transportation and
Warehousing
Information
Finance and Insurance
Real Estate
Professional and Technical Services
Management of Companies
Administrative and Waste Management
Educational
Services
Health Care and Social Assistance
Arts, Entertainment, and Recreation
Other Services (except Public Admin) Accommodation and Food Services Public Administration
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
-150% -100% -50% 0% 50% 100% 150% LQ San Bernardino County/ State of CA San Bernardino County Employment Growth 2011-2019
Declining in the County &
Concentrated in the County
Growing in the County & Not
Concentrated in the County
Growing in the County & Concentrated in the County
Declining in the County & Not
Concentrated in the County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 28 Figure 25: Industries by Concentration in Rancho Cucamonga and Growth in San Bernardino County, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector.
Source: U.S. Census Bureau, LEHD, 2011, 2019.
Agriculture and Forestry
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation and
Warehousing
Information
Finance and Insurance
Real Estate
Professional and Technical
Management of Companies Services
Administrative and Waste Management
Educational Services
Health Care and Social Assistance
Arts, Entertainment, and Recreation
Accommodation and Food Services
Other Services (except Public Admin)
Public Administration
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 -150% -100% -50% 0% 50% 100% 150%
LQ Rancho Cucamonga/ San Bernardino County
San Bernardino County Employment Growth 2011-2019
Growing in the County &
Concentrated in the City
Declining in the County &
Not Concentrated in the City Growing in the County & Not Concentrated in the City
Declining in the County &
Concentrated in the City
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 29 Market Analysis
This section describes the current and historic performance of residential and commercial land uses in Rancho Cucamonga. The analysis relies on data from online real estate platforms Redfin and Zillow and data from the private real estate data source CoStar.
Residential Market
Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more moderately priced compared to Greater Los Angeles and the State of California overall. Figure 26 shows that home prices are much higher in Rancho Cucamonga compared to San Bernardino County and less than the neighboring Los Angeles Metro Area and the State. Among nearby cities, Rancho Cucamonga has the second highest home prices following Eastvale and higher home prices than Ontario, Fontana, Redlands, Riverside, and San Bernardino (Figure 27). Compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s home prices are much less than in Irvine and Pasadena (Figure 28).
Monthly rents are higher in Rancho Cucamonga compared to San Bernardino County, but somewhat on par with the Greater Los Angeles Area (Figure 29). Among neighboring cities, rents in Rancho Cucamonga are higher than in Redlands, Ontario, Riverside, and San Bernardino, but Rancho Cucamonga rents are lower than in Eastvale and Fontana (Figure 30). The City of Irvine has much higher rents than Rancho Cucamonga, but rents in Rancho Cucamonga are similar to those in Pasadena (Figure 31).
Figure 26: Median Home Sales Price, 2012 to 2022
Source: Redfin, December 2022.
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$200K
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$400K
$500K
$600K
$700K
$800K
$900K
$1,000K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Los Angeles Metro Area
State of California
Rancho Cucamonga
San Bernardino County
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 30 Figure 27: Median Home Sales Price, Neighboring Cities, 2012 to 2022 Source: Redfin, December 2022.
Figure 28: Median Home Sales Price, Comparable Southern California Jurisdictions, 2012 to 2022 Source: Redfin, December 2022.
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$100K
$200K
$300K
$400K
$500K
$600K
$700K
$800K
$900K
$1,000K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Eastvale
Rancho Cucamonga
Ontario
Fontana
Redlands
Riverside
San Bernardino
$0K
$200K
$400K
$600K
$800K
$1,000K
$1,200K
$1,400K
$1,600K
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Median Sales Price (Nominal Dollars)
Irvine
Pasadena
Rancho Cucamonga
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 31 Figure 29: Average Monthly Rent, 2015 to 2022
Source: Zillow, November 2022.
Figure 30: Average Monthly Rent, Neighboring Cities, 2015 to 2022 Source: Zillow, November 2022.
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
$2,200
$2,400
$2,600
$2,800
$3,000
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Los Angeles Metro
Rancho Cucamonga
San Bernardino County
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Eastvale
Fontana
Rancho Cucamonga
Riverside
Ontario
Redlands
San Bernardino
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 32 Figure 31: Average Monthly Rent, Comparable Southern California Jurisdictions, 2015 to 2022 Source: Zillow, November 2022.
Commercial Land Use Market
National Trends Retail and COVID-19
Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce. However, while increased online sales have reduced the demand for in-store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms.
Over the last two years, the COVID-19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term recovery from COVID-19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping.1
Commercial Land Use Trends
Rancho Cucamonga has approximately 5.2 million square feet of office space, 8.5 million square feet of retail space, and 40.9 million square feet of industrial space. The City’s office, retail, and industrial space account for a significant proportion of total space in San Bernardino County. Of the County’s total commercial space, Rancho Cucamonga accounts for 13 percent of total office space, 9 percent of total retail space, and 9 percent of total industrial space.
Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher compared to the County, and vacancies are on par or lower 1https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consumer-business/us-cb-covid-recession-2020.pdf $1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2015 2016 2017 2018 2019 2020 2021 2022
Monthly Rent (Nominal Dollars)
Irvine
Pasadena
Rancho Cucamonga
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 33 than in the County. Figures 32 and 33 also demonstrate the strong performance of Rancho Cucamonga’s commercial land uses. Since 2010, rents for all commercial land uses have increased and vacancies have decreased. However, during this period, only industrial space has increased by a notable amount in the City. From 2010 to 2022, office space increased by one percent and retail space increased by 4 percent, while industrial space increased by 16 percent (Table 19).
Table 18: Commercial Land Use Summary, 2022
Building Sf. Building Sf. %
of County
Average
Monthly Rent Vacancy %
Office
Rancho Cucamonga 5,263,228 13% $2.17 5.4%
San Bernardino County 40,114,155 100% $1.93 5.5%
Retail
Rancho Cucamonga 8,492,590 9% $1.99 4.4%
San Bernardino County 95,932,505 100% $1.68 6.5%
Industrial
Rancho Cucamonga 40,896,511 9% $1.35 1.6%
San Bernardino County 449,628,749 100% $1.30 1.7%
Source: CoStar, 2022.
Table 19: Commercial Land Use Net Increase, 2010 to 2022 Rancho Cucamonga San Bernardino County
Number Percent Number Percent
Building Sf.
Office 28,022 1% 990,728 3%
Retail 293,676 4% 6,129,416 7%
Industrial 5,744,197 16% 127,330,102 40%
Average Monthly Rent
Office $0.57 36% $0.39 25%
Retail $0.36 22% $0.36 27%
Industrial $0.97 255% $0.94 261%
Vacancy
Office -16.9% -76% -9.1% -62%
Retail -3.4% -44% -2.6% -29%
Industrial -5.1% -76% -7.7% -82%
CoStar, 2022.
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 34 Figure 32: Rancho Cucamonga Commercial Land Use Rents, 2010 to 2022 Source: CoStar, 2022.
Figure 33: Rancho Cucamonga Commercial Land Use Vacancy, 2010 to 2022 Source: CoStar, 2022.
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Average Monthly Rent
Office
Retail
Industrial
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Vacancy Percent
Office
Retail
Industrial
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 35 Figure 34: Rancho Cucamonga Commercial Land Use Building Sf., 2010 to 2022 Source: CoStar, 2022.
Target Industry Sectors
The previous sections in this memo describe employment trends in Rancho Cucamonga using broadly defined categories, such as manufacturing and retail trade. This section examines subsets of those categories that more specifically define the type of employment in Rancho Cucamonga. More detailed categories were examined to identify specialized industries that are well-positioned to grow and diversify the City’s economy. This section also describes leading private sector employers for these target industries in the City.
The specialized industry sectors in Rancho Cucamonga were defined as those that employ a significant number of workers and are highly concentrated in the City. The specialized industries identified in this analysis include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services.
Advanced Manufacturing
Advanced manufacturing is characterized by manufacturing activity involving technology innovation and requiring skilled workers with technical knowledge and training. Advanced manufacturers span industries that include the production of aerospace equipment, medical devices, and computer components. In Rancho Cucamonga, there are approximately 2,000 advanced manufacturing jobs in the city (excluding medical manufacturing jobs). Among the largest aerospace manufacturing companies in the City include Air Components Inc, Hartwell Corporation, and Pneudraulics Inc. Among electronic manufacturers, the City’s largest employers include Arlon Electronic Materials, Celco-Pacific Division, Mercury United Electronics Inc, and VPG Transducers.
Medical Manufacturing
Medical manufacturing could be considered part of the advanced manufacturing industry category, but on its own, it represents a sizeable portion of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga. 0 5
10 15
20 25
30 35
40 45
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Building sf. (Millions)
Office
Retail
Industrial
City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 36 Medical Manufacturing is also highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Most of the medical manufacturing jobs in Rancho Cucamonga are with the firm Amphastar Pharmaceuticals, which is one of the City’s largest employers (Table 14). Other significant employers include medical device and surgical instrument manufacturers such as Comar, Mediflex Inc, and Eagle Labs.
Food and Beverage Manufacturing
Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s overall manufacturing sector that contains about 1,400 jobs and is somewhat concentrated relative to San Bernardino County.
Frito Lays, Coca-Cola, Cerenzia Foods Inc, and Evolution Fresh are among the City’s largest food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that also employ a significant number of workers in the City. This sector also includes several breweries that provide the added benefit of being an attractive amenity and potential regional destination in Rancho Cucamonga.
Finance, Insurance, and Real Estate
Rancho Cucamonga contains a high concentration of the local region’s finance, insurance and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Insurance-related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium-sized insurance broker firms. In addition to several national banking branches, a large portion of the finance-related companies in Rancho Cucamonga are small mortgage lenders, portfolio management and investment firms.
Among real estate-related firms, most in the City are medium to small offices of real estate agents and brokers.
Professional Services
Professional service firms range from engineering and design companies to legal and accounting firms.
The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. Large professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community.