Agenda packet, first session — Upland City Council, April 28, 2025 (part 3 of 4)

MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are typically lawful, whereas impediments to fair housing choice are usually unlawful.The City's 2021-2029 Housing E/ement describes the following constraints on housing development due to local policies:

Development Fees:The City, like other California communities, charges fees to cover the cost of processing development applications and to finance the construction of adequate public facilities,water and sanitation treatment, and other infrastructure needed to support new residential developments. After the passage of Proposition 13 and its limitation on local government property tax revenues, local governments have faced increased difficulty in providing and financing appropriate public services and facilities to serve residents. One of the main consequences of Proposition 13 has been the shift in funding for new infrastructure from general tax revenues to development impact fees and improvement requirements imposed on developers.

Development impact fees add to the cost of residential development; however, they can be a cost-effective mechanism for financing the new infrastructure (e.g.,water, sewer, roads) required to support new development.The fees allow for the consolidation of infrastructure projects when it is more cost-effective to do so and, by law, must be linked to the actual impact of the specific project. Additionally, in the case of Upland, fees per unit for high- density residential are lower than fees per unit for low density residential. Overall,the City's fees are not excessive and do not constitute unreasonable constraints on the production of multifamily housing.

Permitting Processes:The City permit processing times are comparable or faster than other communities in the area. Upland's development review process does not represent a constraint that is significant, although additional staff resources could help expedite project approvals. Since 2016, the City has retained contract staff to supplement City staff, to maintain efficient entitlement processing, Additionally, contractors have been utilized for planning entitlements, and building and safety plan checks. Regulatory requirements including additional environmental assessments, requirements of state laws such as SB 18 and/or AB 52, and water quality management plan requirements (all federal, state, and regional requirements) have added to the processing time and cost of development in all cities, not just in Upland.
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MA-45 Non-Housing Community Development Assets
Introduction
During the implementation of the 2025-2030 Strategic Plan, the City will use CDBG funds to address these needs and provide a suitable living environment for low- and moderate- income individuals.

Economic Development Market Analysis
Table 46- Business Activity
Business Activity by Sector Number of Number Share of Share Jobs less Workers of Jobs Workers of Jobs Workers Agriculture, Mining,Oil &Gas 215 153 0.5% 0.7% 0.1% Arts, Entertainment, 2,509 2,617 6.4% 11.1% 4.7% Accommodations
Construction 2,951 2,040 7.5% 8.7% 1.2%
Education and Health Care Services 820 7,607 2.1% 32.4% 30.3% Finance, Insurance, and Real Estate 4,806 1,452 12.3% 6.2% -6.1% Information 3,042 203 7.8% 0.9% -6.9% Manufacturing 752 1,164 1.9% 5.0% 3.0% Other Services 2,385 924 6.1% 3.9% -2.1% Professional, Scientific, Management 4,013 2,886 10.2% 12.3% 2.0% Public Administration 9,861 0 25.1% 0.0% -25.1% Retail Trade 3,598 3,415 9.2% 14.5% 5.4% Transportation and Warehousing 2,371 376 6.0% 1.6% -4.4% WholesaleTrade 1,907 671 4.9% 2.9% -2.0% Total 39,230 23,508 1 1 0
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) 118

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Table 47- Labor Force
Labor Force Statistics Number of People
Total Population in the Civilian Labor Force 41,354 Civilian Employed Population 16 years and over 41,314 Unemployment Rate 5.0%
Unemployment Rate for Ages 16-24 9.2%
Unemployment Rate for Ages 25-65 4.9%
Data Source: 2016-2020 ACS
Table 48—Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 15,377
Farming, fisheries, and forestry occupations 34
Service 7,257
Sales and office 9,283
Construction, extraction, maintenance, and repair 1,502 Production,transportation, and material moving 5,014 Data Source: 2016-2020 ACS
Table 49-Travel Time
TravelTime to Work People Percent
<30 Minutes 20,267 57%
30-59 Minutes 10,139 29%
60 or More Minutes 5,129 14%
Total 35,535 1
Data Source: 2016-2020 ACS
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Table 50- Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force Not in Labor Civilian Unemployed Force
Employed
Less than high school graduate 2,596 140 1,007 High school graduate (includes 6,671 469 2,156 equivalency) _
Some college or associate's degree _ 11,936 521 3,114 Bachelor's degree or higher 11,697 503 2,081 Data Source: 2016-2020 ACS
Table 51- Educational Attainment by Age
Educational Attainment by Age Age in years
18-24 25-34 35-44 45-65 65+
Less than 9th grade 66 193 330 785 678 9th to 12th grade, no diploma 402 458 573 1,264 885 High school graduate, GED, or 2,633 2,973 1,738 4,116 2,512 alternative
Some college, no degree 3,163 3,332 2,060 5,436 2,878 Associate's degree 512 1,230 955 2,077 1107 Bachelor's degree 816 2,915 1,651 4,078 1,956 Graduate or professional degree 34 1212 1369 2,553 1,515 Data Source: 2016-2020 ACS
Table 52- Median Earnings in the Past 12 Months by Educational Attainment Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $44,798
High school graduate (includes equivalency) $23,200
Some college or associate's degree $36,637
Bachelor's degree $44,830
Graduate or professional degree $51,009
Data Source: 2016-2020 ACS
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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to 2020 Longitudinal Employer Household Dynamics (LEND) data, the top four major private employment sectors by number of jobs were Education and Health Care Services (10,651 jobs), Retail Trade (3,678 jobs), Arts, Entertainment, Accommodations (3,040 jobs), and Construction (2,246 jobs).

Figure 24-Top Industry Sectors By Jobs

TOP INDUSTRY SECTORS BY JOB
PROFESSIONAL, SCIENTIFIC, MANAGEMENT 1,$33
4,013
CONSTRUCTION 2509
ARTS, ENTERTAINMENT, ACCOMMODATIONS 3? 3459$
RETAIL TRADE 3,67 $Q6
EDUCATION AND HEALTH CARE SERVICES $ C,651
■JOBS WORKERS
Data Source:ACS 2016-20205-Year Estimates, 2020 Longitudinal Employer and Household Dynamics
Describe the workforce and infrastructure needs of the business community.

The business community in Upland relies largely on a skilled workforce. Employers across all sectors, and especially those for which facilities in Upland are a destination location or part of a larger logistics chain such as transportation and warehousing, depend on well- functioning roads and transportation system.

The City's Five-Year Economic Development Annual Action Plan engagement process found 60 percent of residents responding to the survey felt job training and education in Upland was insufficient. Respondents said training or education would be most helpful in the sectors that follow higher education, business and finance, the trades (carpentry or plumbing), high-tech, and healthcare. Most respondents supported City incentives to attract new businesses and indicated that the main barriers to economic growth are City rules/regulations, high costs/fees, and lack of desirable space. 121

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Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

During the next five years multiple new mixed-income rental and homeownership opportunities will come to market in Upland. These projects will build density in the downtown core and increase demand for local amenities.Towns on First, the development on the northwest corner of First Avenue in the historic downtown will feature 32 for-sale townhomes, including five affordable units.The Magnolia and Euclid Villas are expected to create 174 rental units affordable to households with up to 80 percent AMI.The 80 units at Euclid Villas will be restricted to residents aged 62 and older.

Two highly anticipated non-housing economic development projects are the Bullwinkle Family Fun Center, and a new Dutch Bros Coffee location.The Bullwinkle Family Fun Center is a complete remodel of regional classic built in 1972, just north of the 1-10 freeway.The 12-acre Center includes a new 22,675 square foot addition, improvements to facades and parking, a new canopy for the go kart track, and added amenities.The Bullwinkle Family Fun Center will be a destination location for regional family fun seekers and provide fun and entertainment to Upland residents.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Almost 70 percent of Upland's population aged 18-64 has some post-secondary education, 34 percent of whom have a bachelor's degree or higher. Generally, the skills and education of the current workforce correspond to the employment opportunities in the City.Table 46 indicated that there are more workers than jobs in the following industry sectors: Finance, Insurance, and Real Estate, Information, Manufacturing, Other Services, Professional, Scientific, Management, Public Administration, Retail Trade, Transportation and Warehousing, and WholesaleTrade. Most of the working population in Upland travels less than 30 minutes to work.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations.

Describe how these efforts will support the jurisdiction's Consolidated P/anCon Plan.

The San Bernardino Workforce Development Board (WDB) and local Small business Development Center (SBDC) support employers and workers seeking training and employment.The San Bernardino County Workforce Development Board (WDB) provides oversight of Workforce Investment Act (WIA) funded programs.The Workforce Investment Board operates a one-stop career center, satellite, and mobile offices that serve job seekers 122

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aged 18 and over, andYouth Opportunity Centers that serve people aged 16 to 21.The SBDC at California State University San Bernardino County has been contracted to retain and attract businesses to Upland. SBDC offers a variety of services to support small businesses including: business counseling, workshops and training, market research, access to resources, and technical assistance.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No.The City does not participate in the development and execution of a CEDS.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City prepared a Five-Year Economic Development Annual Action Plan in 2020.The Plan resulted in the five strategy recommendations that follow: 1) Develop along the 210 California State Highway and the 1-10 Corridors; 2) Improve infrastructure; 3) Develop historic downtown; 4) Support industry growth and expansion; and 5) Elevate City image locally and regionally. Strategies two and three are well-aligned with the goals of this Consolidated Plan to improve infrastructure and expand economic opportunity for low- income residents and small businesses.

Discussion
In the spring of 2020, unemployment rates in the United States reached the highest levels since the U.S. Bureau of Labor Statistics (BLS) began recording this data. According to the BLS, national unemployment rates reached 23.5 percent in May 2020. Unemployment rates remained at historically high levels for nearly six months. As of December 2023, unemployment rates had declined to 3.9 percent in the City and 4.8 percent in San Bernardino County. In 2019, prior to the pandemic, the unemployment rate in Upland was

2.7 percent, and the County was 3.5 percent.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration") Concentrations of households with housing problems are defined as 10 percent over the rate at which housing problems occur throughout the City as a whole, based on CHAS 2016- 2020 data. Citywide, 15 percent of households have multiple housing problems, thus the threshold for concentration is 25 percent. Map 8 illustrates areas in the center of the City where there is a concentration of household experience housing problems.

Are there any areas in the jurisdiction where racial or ethnic minorities or low- income families are concentrated? (include a definition of "concentration") Low-income is recognized as up to 50 percent AMI and racial and ethnic minorities are defined as individuals identifying as Hispanic or Latino of any race, Asian, Black/ African American,Two or more races, Some other race, American Indian or Alaska Native, Native Hawaiian or Pacific Islander. Concentrations are defined as areas where these populations exceed the citywide rate by at least 10 percent. Citywide, 22 percent of households have low-income, establishing a concentration threshold of 32 percent. Similarly, 63 percent of households identify as racial or ethnic minorities, setting a concentration threshold of 73 percent. Map 9 illustrates where there are areas of concentration for both of these indicators. Some of these areas overlap with areas where there is a concentration of households with multiple housing problems.

What are the characteristics of the market in these areas/neighborhoods? As the analysis above indicates there are high concentrations of racial or ethnic minorities, and low-income households with multiple housing problems in these neighborhoods.

Notably these three concentrations are cooccurring in the south corner of the City.This is indicative of a high rate of need for housing assistance in these areas.

Are there any community assets in these areas/neighborhoods? Yes.The City's 2021-2029 Housing E/ementsummarizes the following assets in the City:
- Educational Opportunity: Greatschools.org is a nonprofit organization that rates schools across the country.The Great Schools Summary Rating calculation is based on four ratings: the Student Progress Rating or Academic Progress Rating, College Readiness Rating, Equity Rating, andTest Score Rating. Ratings at the lower end of the scale (1-4) signal that the school is "below average;' 5-6 is "average;' and 7-10 is "above average" The schools in Upland are primarily above average, with most scores being between 7 and 9.
- Economic Opportunity:According to theTCAC Opportunity Maps,the majority of the City has high economic opportunity scores. Additionally, HUD has developed a 124

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series of indices for fair housing analyses to assist cities in identifying disparities in access to opportunity. Compared to the region, Upland scores higher in the proximity to jobs index (which measures the accessibility of neighborhoods to all job locations within a region) and labor market index (which measures the relative intensity of labor market engagement and human capital using employment levels, labor force participation, and education attainment).
- Transportation Opportunities. Upland residents enjoy superior access to transportation infrastructure, which includes the Upland Metrolink Station; the Montclair Metrolink station (just west of the City boundary); proximity to both a local airport (Cable Airport) and an International airport (Ontario Airport); two major freeways (Interstates 10 and 210); OmniTrans buses running throughout the San Bernardino Valley; and the Pacific Electric trail,which runs east-west through the City and provides transportation access for cyclists and pedestrians. CDBG funds have supported the improvement of the Pacific Electric trail.

Are there other strategic opportunities in any of these areas? The City will continue to collaborate with state and county agencies and surrounding communities to ensure services and programs are delivered in a cost-effective manner and provide assistance to those who are most in need. Additionally, through Capital Improvement Planning, the City will identify and infrastructure and facility needs and sources of funding.
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Map 8-Concentration Of Households With Multiple Housing Problems f •
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Map 9-Concentration Of Households With Low-Income
Low-Income Concentration, City of Upland
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Data Source: 2016-2020 CHAS &ACS
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Map 10-Concentration Of Racial And Ethnic Minorities
Concentration of Racial or Ethnic Minorities
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Data Source: 2016-2020 ACS
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MA-60 Broadband Needs
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

All residences and small businesses in Upland have access to fixed and mobile broadband.

Internet Service Providers (ISP) self-report to the Federal Communications Commission on broadband availability throughout the County. Over 90 percent of respondents to the Community Needs Survey report have reliable access to internet. Fixed broadband goes to homes and small businesses using fiber, cable, DSL, satellite, and fixed wireless technology. Mobile broadband is stationary coverage outdoors and mobile in-vehicle coverage.The FCC National Broadband Map shows, as of June 2023, that fixed internet access is available at six different download/ upload speeds ranging from 0.2/0.2 Mbps to 1000/100 Mbps and mobile access is available at the three fastest download/ upload rates available 4G 5/1 Mbps, 5G-NR 7/1 Mbps, and 5G-NR 35/3 Mbps.

The FCC's Affordable Connective Plan (ACP) that offered financial assistance to help households with low-income afford access to the internet has been discontinued. This program was available to new applicants from 2021 through February 2024.As of December 2023, 9,466, households in Upland subscribed to this program. The state offers the California LifeLine program, which offers discounted home and cell phone services to eligible households. A discounted phone line may defray all household costs, reducing the impact of the cost of an internet service provider. A high level of need for affordable broadband is indicated in Upland.

Figure 25-Community Need For Internet Reliability

RELIABLE HOME

INTERNET
cc 20cc 40`c 60`, 805c 100`.c

YES MAYBE NO
Data Source: Community Needs Survey
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Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

According to the FCC there are 10 active fixed internet providers in Upland. Charter Communications,Viasat, Inc., Space Exploration Technologies Corp., and Hughes Network Systems, LLC reach at least 80 percent of residences in the City.There are four active mobile internet providers.The primary mobile internet providers are Verizon Communications Inc., T-Mobile USA, Inc., and AT&T Inc.
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MA-65 Hazard Mitigation
Describe the jurisdiction's increased natural hazard risks associated with climate change.

As part of the City's General Plan the City developed a Climate Annual Action Plan, which identifies emissions sources, projects future emissions and provides recommended strategies to reduce emissions in compliance with State Green House Gas reduction efforts.

Describe the vulnerability of housing occupied by low- and moderate-income households to these risks.

Low- and moderate-income households, along with special needs populations, face significant vulnerabilities to climate-related hazards. The housing of these residents is frequently in poorer condition, making it more susceptible to harsh weather conditions like extreme heat. Additionally, elderly residents are particularly at higher risk during extreme weather events, such as heatwaves. Most respondents to the Community Needs Survey identify as being somewhat prepared in the event of a natural disaster.

Figure 26-Community Need For Disaster Preparedness

DISASTER PREPAREDNESS
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100°% ■EXTREMELY PREPARED ■SOMEWHAT PREPARED
SOMEWHAT U NPREPARE❑ EXTREMELY U NPREPARE❑
Data Source: Community Needs Survey
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Strategic Plan
SP-05 Overview
The Strategic Plan is a guide for the City to establish housing, community, and economic development priorities, strategies, and goals for investment of its CDBG allocation from HUD over the next five years, from July 1, 2025, to June 30, 2030.The priority needs and goals established in this Strategic Plan are based on the Needs Assessment and Market Analysis of this Consolidated Plan.

The priority needs listed below are established as part of this Strategic Plan. - Affordable housing
- Improved infrastructure
- Equal access to housing opportunities
- Public services for residents, including those with special needs and who are experiencing homelessness.
- Improved public facilities.
- Economic opportunity for low-income residents and small businesses These priority needs are addressed by four goals as shown in the table below.

Table 53- Strategic Plan Summary
Goal Name Needs Addressed CDBG Funding Goal Outcome Indicator Goal 1: Expand Affordable $450,000 -Homeowner housing rehab: 45 access to affordable housing households assisted housing -Public service activities for
low/mod-income benefit: 45
households assisted
Goal 2: Improved public $1,200,000 Public facility or infrastructure Improve public infrastructure; activities other than Low/Mod- infrastructure and Improved public Income Housing 2,500 persons facilities facilities assisted
Goal 3: Provide Public services for $450,000 -Public service activities other public services, residents, than low/mod-income housing including homeless including those activities
services with special needs 2,500 persons assisted and those without -Homelessness prevention: 300
a house. persons assisted
Goal 4: Foster Economic $300,000 -10 businesses assisted economic opportunity for -15 jobs created/retained development low-income
opportunity residents and
small businesses
Goal 5: Planning & Comply with $600,000 Other: 5 years admin, including fair federal CDBG
housing regulations
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SP-10 Geographic Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Investment in infrastructure improvements and public facilities will primarily be in areas with a concentration of at least 51 percent low- and moderate-income population and presumed populations, such as those over the age of 62,with disabilities, and experiencing or at risk of experiencing homelessness. Housing assistance will be available to income- qualified households citywide.

The City utilizes HUD regulations for verification of income in accordance with Title 24 Code of Federal Regulations Part 5. Required income documentation may include items such as tax records, income statements, benefit statements, and verification of assets. For those programs that benefit Upland residents only, residency documentation may include items such as a driver's license, utility bill, and lease agreement. 133

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SP-25 Priority Needs
Table 54— Priority Needs Summary

1. Affordable Priority Level High
housing Extremely Low
Income Levels Low
Moderate
Population FamilyTypes N/A
Homeless N/A
Non-homeless Special N/A
Needs
Geographies Citywide
Affected
Associated Expand access to affordable housing.

Goals CDBG Planning &Admin, including fair housing CHAS data shows that housing cost burden is the
housing problem that impacts most households in
Upland with incomes at or below 80 percent AMI.

Renter households are more impacted than
homeowner households.The impact of the high cost
of housing is exacerbated when a household is
overcrowded and has a low- and/or fixed income
due to age or ability.
- 64 percent of households carry a housing
cost burden that exceeds 30 percent of their
income (Table 9).
- Of those households, 66 percent are renters,
and 34 percent are homeowners (Table 9).
- Almost 10 percent of households live in
crowded or overcrowded conditions.
- 65 percent of elderly households
Description experiencing a cost burden of 30 to 50
percent of income are homeowners,while 59
percent of the same subpopulation with a
housing cost burden over 54 percent of
income are homeowners (Table 11 andTable
12).
- Nine percent of the noninstitutionalized
population, regardless of income, age 18 to
64 have a disability which may impact their
earning potential (ACS 2020 5-Year
Estimates).

CHAS data also shows that housing stock in Upland
is old. Maintaining housing is costly, especially if
maintenance has been deferred. Older properties
face unique issues such as the potential for presence
of lead-based paint and other hazards.
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- 57 percent of housing in Upland was
constructed at or before 1979,the year that
lead-based paint was outlawed (Table 26).
- 30 percent of housing in the City was
constructed between 1980 and 2000 and may
be over 40 years old (Table 26).

Preservation of the physical and functional integrity
of existing housing units occupied by low- and
moderate-income households is a cost-effective way
to invest limited resources to retain existing housing
units that are already affordable to low- and
moderate-income households in the community.

Expanding the stock of affordable housing by
supporting the construction of affordable units,
Relative Basis homebuyer and rental assistance programs are also effective ways to make housing more affordable to
households.

Affordable housing was rated as a high priority need
based on the demand for service reported by the
City's Emergency Repair Program staff and
responses to the Needs Assessment Survey and the
Stakeholder Survey.

2. Improved Priority Level High
infrastructure
Income Levels N/A
FamilyTypes N/A
Population
Homeless N/A
Non-Homeless Non-housing Community
Special Needs Development
Geographies Low- and moderate-income census tracts
Affected
Associated Improve public infrastructure and facilities.

Goals CDBG Planning &Admin, including fair housing Public infrastructure can be understood as
government or nonprofit owned and operated
Description systems open to the public, such as roads, sidewalks, streetlights, and water and drainage. On-
going assessment of the City's public infrastructure
indicated the level of in need for improvement.

The results of the Needs Assessment Survey, input
received during the Community Meeting, and the
Relative Basis City's on-going assessment of critical infrastructure indicates roads, sidewalks, high speed internet and
other infrastructure improvements are highly
needed.

Priority Level High
Population Income Levels Extremely Low
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3. Equal access to Low
housing Moderate
opportunities Middle
Large Families
FamilyTypes Families with children
Elderly
Homeless N/A
Persons with Mental
Disabilities
Non-homeless Special Persons with physical
Needs disabilities
Persons with Development
Disabilities
Other
Geographies Citywide
Affected
Associated Provide access to fair housing services Goals CDBG Planning &Admin, including fair housing HUD mandates that all recipients of federal housing
and community development assistance, such as
CDBG,take actions to affirmatively further fair
Description housing choice within their communities.The City will certify its compliance with HUD's requirement to
affirmatively further fair housing choice in each
Annual Action Plan requesting an annual allocation
of CDBG funds.

Affirmatively furthering fair housing choice by
Relative Basis ensuring equal access to housing opportunities is a Priority Need high priority for HUD and the City. In accordance with HUD requirements,this priority will be
addressed using CDBG funds.

4. Public services Priority Level High
for residents, Extremely Low
including those Income Levels Low
Moderate
with special Elderly
needs and who FamilyTypes Families with Children
are Population Chronic Homelessness
experiencing or Mentally III
Homeless Chronic Substance Abuse
are at-risk of Veterans
experiencing UnaccompaniedYouth
homelessness. Non-homeless Special Frail Elderly Needs
Geographies
Affected Citywide
Associated Provide public services, including homeless services Goals CDBG Planning &Admin, including fair housing 136

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Households with low- and moderate-incomes, living
below the poverty line, and experiencing or at-risk of
falling into homelessness are most in need of public
services to defray the cost of living and ameliorate
the impacts of poverty. CHAS 2015-2020 data show
37 percent of households in Upland have incomes at
or below 80 percent AMI (Table 8).ACS data for the
same time period shows 11 percent of the
Description population of Upland is living below the poverty level, accounting for 8,635 residents. Of residents
living below the poverty level 28 percent are
children under the age of 18 and 11 percent are
elderly aged 65 and over.The 2024 PIT counted 4,255
people experiencing homelessness in San
Bernardino County. Of those people, 37 were living
unsheltered and 59 were living in transitional
housing in Upland.

Consistent with the results of the Needs Assessment
and Market Analysis sections of this plan, including
the results of the Community Needs and Stakeholder
Relative Basis Surveys,the provision of a wide range of public services for Households with low- and moderate-
incomes, living below the poverty line, and
experiencing or at-risk of falling into homelessness
is a high priority.

5. Improved Priority Level Low
public facilities. Income Levels
Family Types
Population Homeless
Non-Homeless Low- and moderate-income
Special Needs census tract block/groups.

Geographies
Affected Citywide
Associated Improve public infrastructure and facilities.

Goals CDBG Planning &Admin, including fair housing Public facilities can be understood as government or
nonprofit owned and operated structure open to the
Description public, such as public schools, libraries, recreational facilities, parks, and playgrounds.The need for
improvement to public facilities is assessed on-
going.

The results of the Needs Assessment Survey, input
received during the Community Meeting, and the
Relative Basis City's on-going assessment of critical facilities Priority Need indicates parks and recreation facilities,youth and childcare centers are most in need of improvements,
but overall improvements to public facilities are a
relatively low need. _
Priority Level Low
Population Income Levels Extremely Low
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6. Economic Low
opportunity for Moderate
low-income FamilyType
residents and Homeless
small Non-homeless Special Non-housing Community businesses Needs Development
Geographies Citywide
Affected
Associated Expand economic development opportunities.

Goals CDBG Planning &Admin, including fair housing To address unemployment and underemployment in
the community and continue the commercial
activation of Upland's historic downtown the City
supports the development and expansion of
qualified small local businesses through the
provision of financial assistance and façade
Description improvement. to create low- and moderate-income local jobs.This approach fulfills several needs in the
community, including addressing employment
opportunities, supporting business to update aged
and dilapidated commercial buildings, offering a
wide range of products and services to residents and
in creating the sales tax base.

Economic opportunity was ranked as a relatively low
Relative Basis priority based on responses to the Needs Assessment Survey and the Stakeholder Survey and
the success of the City's façade improvement
program in downtown.

In establishing five-year priorities for assistance, the City has taken several concerns into consideration:
- Those categories of extremely low-, low- and moderate-income households most in need of housing and community development assistance;
- Which activities will best meet the needs of those identified households; and - The extent of federal and other resources available to address these needs.

Based on input received through the outreach and consultation process, priority needs for expenditure of CDBG funds have all been designated as high or low.

The City will implement projects in each Annual Action Plan that address the Priority Needs.

Pursuant to CDBG regulations, projects must meet one of three national objectives set forth by HUD: (1) Benefit low- and moderate-income households, (2) Aid in the elimination/ prevention of slum and blight, or (3) Meet an urgent need (catastrophic events). 138

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SP-30 Influence of Market Conditions
Table 55— Influence of Market Conditions
Affordable Market Characteristics that will influence the use of funds available for Housing Type housing type
Tenant Based The City does not receive direct allocation of HOME funds.The Upland Rental Assistance Housing Authority voluntarily turned over its HUD Section 8 housing (TBRA) vouchers to the Housing Authority of San Bernardino County in 2018.

TBRA for Non- The City does not receive direct allocation of HOME funds.The Upland Homeless Special Housing Authority voluntarily turned over its HUD Section 8 housing Needs vouchers to the Housing Authority of San Bernardino County in 2018.

New Unit The City supports bringing new affordable housing units online through Production its Homebuyer Assistance Program.The Program is funded by the City and state resources. Per unit assistance can reach $90,000.The City may leverage HUD funds to develop new affordable rental housing if the per unit cost is at or below$150,000.

Rehabilitation Rehabilitation of existing housing units occupied by low- and moderate- income households is the most cost-effective approach to maintaining the current stock of affordable housing.The City runs Emergency Repair and Housing Improvement programs for qualified households.

Acquisition, Acquisition together with rehabilitation is a relatively cost-effective including approach to maintaining and expanding the stock of affordable housing in preservation the City.The City may leverage HUD funds to support this type of development.
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SP-35 Anticipated Resources
Introduction
During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City anticipates investing an estimated $3 million in CDBG funds to support the goals of this Strategic Plan.The annual allocations are subject to federal appropriations and changes in demographic data used in HUD's formulas for the program.The City's fiscal year 2025Annua/ Action P/an will outline how use of the annual CDBG allocations will be used to address the priority needs and achieve the goals defined in the Strategic Plan.The City received approximately $19,000 in program income during Program Year (PY) 2024. It is anticipated the City receive program income in PY 2025 but the amount is variable.

Table 56-Anticipated Resources
Expected Amount Available for 5-Years
Expected
Amount Narrative
Program Uses of Funds Available
Annual Program PriorYear Total: Description Allocation: Income: Resources: Remainder of
Con Plan
Acquisition
Admin and Planning Based on 2024
Economic FY allocation
CDBG Development $600,000 $0 $0 $600,000 $2,400,000 from HUD.

Housing Steady annual
Public funding is
Improvements anticipated.

Public Services
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Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied.

The City is expected to receive CDBG funding, which can be leveraged with other sources of funding to support maintenance and expansion of affordable housing and community development. Given the limited size of the CDBG annual allocations, the City may consider pursuing new Section 108 loans within the five-year Consolidated Plan period to support large-scale public improvements, housing, or economic development projects.

Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local, and private resources, including but not limited to those listed below.

Federal Resources
- Continuum of Care (CoC) Program
- HUD Veterans Affairs Supportive Housing (HUD-VASH) - Supportive Housing for the Elderly (Section 202)
- Supportive Housing for Persons with Disabilities (Section 811) - Housing Opportunities for Persons with AIDS (HOPWA) - YouthBuild
- Federal Low-Income Housing Tax Credit Program
- Project Based Housing Choice Vouchers
- Department ofTransportation, Energy, and Highway Administration Grants State Resources
- Low-Income Housing Tax Credit Program
- Tax-Exempt Bond Financing
- Permanent Local Housing Allocation
- Building Equity and Growth in Neighborhoods Program (BEGIN) - CalHome Program
- Multifamily Housing Program (MHP)
- Homekey
- CalHFA Single and Multi-Family Program
- Mental Health Service Act (MHSA) Funding
- Affordable Housing and Sustainable Communities Program - Housing Related Parks Grant
- Prop 47 Board of State & Community Corrections
- Justice Assistance Grant (JAG) Program
- Homeless Emergency Aid Program (HEAP)
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Local Resources
- San Bernardino County Homeless Partnership (SBCHP)
- Housing Authority of San Bernardino County (HACSB) - California Home Finance Agency
- San Bernardino County Continuum of Care
- Low- and Moderate-Income Housing Asset Fund (Successor Housing Agency) - Upland Housing Fund
Private Resources
- Federal Home Loan Bank,Affordable Housing Program
- Community Reinvestment Act Programs
- United Way
- Private Contributions
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City contributed land to the assemblage of property for the Towns on First Project described above.There is no City-owned land available for development to address the needs identified in the Consolidated Plan at this time. 142

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SP-40 Institutional Delivery Structure
Table 57 provides an overview of how the City will carry out its Consolidated Plan including private industry, nonprofit organizations, and public institutions.

Table 57- Institutional Delivery Structure
Responsible Entity Responsible Entity Role Geographic Area Type Served
Economic
Development
Homelessness
Non-homeless
special needs
Upland Government Ownership Jurisdiction
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Housing Authority of Ownership
the County of San PHA Public Housing Region
Bernardino Rental
Assess the Strengths and Gaps in the Institutional Delivery System The institutional delivery system in Upland is highly functioning and collaborative, particularly the relationship between local government and the nonprofit sector comprised of a network of capable nonprofit organizations that are delivering a full range of services to residents. A strong Development Services Department anchors the administration of HUD grant programs and the housing, community, and economic development activities implemented by the City.
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Availability of services targeted to homeless persons and persons with HIV and mainstream services
Table 58- Homeless Prevention Services Summary
Homelessness Prevention Available in the Targeted to Targeted to People Services Community Homeless with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach X X
Services
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X X
Employment and X
Employment Training
Healthcare X
HIV/AIDS X X
Life Skills X
Mental Health Counseling X X
Transportation X X
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth)
There are multiple pathways to access the services available to Upland households experiencing or at risk of experiencing homelessness. Recipients of HUD CoC and state HHAP funds, as well as privately funded organizations, work to expand access to mainstream and targeted resources to those experiencing and at risk of experiencing homelessness. 2-1-1 Inland SoCal works to match households to appropriate services and uses the Coordinated Entry System (CES) system to triage needs, which includes 144

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characteristics such as chronically homeless households, families with children, veterans and their families, and unaccompanied youth.

Historically, the City has expended the maximum allowable amount of its CDBG allocation on public services for the community. These services are available to households experiencing or at risk of experiencing homelessness.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

The City has a long record of successful partnerships with public and private sector entities.

The delivery system for the HUD grant programs is no exception. Communication and cooperation between the City Development Services Department and the partner agencies and organizations that administer activities is strong. City staff work closely with the other organizations to improve regulatory compliance, monitoring,cooperation and partnerships among agencies, and the technical capacity of organizations involved in project delivery.

However, the gaps in the service delivery system are:
- Inadequate funding to provide the level of services needed for long term assistance for clients on fixed or limited income, and
- While there is ongoing coordination across different agencies regional stakeholders have expressed that there is room for improvement.

The City is not a direct recipient of Emergency Solutions Grant (ESG) funds. Most of the HUD funding to address homelessness is available through SBCHP.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

To address the lack of resources necessary to fully address the needs of special needs populations and people experiencing homelessness, the City will continue to allocate the maximum allowable amount of CDBG funds to public services. Additionally, the City will collaborate with its nonprofit service provider partners and the Police Department to leverage limited resources.
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SP-45 Goals Summary
Table 59—Goals Summary
Time Geographic Needs CDBG Goal
Goal Name Category Funding Outcome
Period Area Addressed
($) Indicator
Goal 1:

Improve Non-housing Public facility
2025— Improved or
public Community Citywide 1,200,000
2030 public facilities infrastructure
infrastructure Development
and facilities activities
other than
Low/Mod-
Description: Improve public infrastructure to benefit low- and moderate-income Income people or those presumed under HUD regulations to be low- and moderate-income Housing such as, but not limited to, elderly people and disabled adults. 2,500 persons assisted
Goal 2: Access to
Expand access 2025— Affordable Homeowner to affordable 2030 Housing Citywide affordable 450,000 housing housing rehab: 45
housing
households
assisted
Description: Preservation of existing affordable housing stock occupied by low- and moderate-income households through rehabilitation assistance; creation of new affordable housing units; and homebuyer assistance.

Public services Public service
for residents, activities
including those other than
Goal 3: Non-Housing with special low/mod- Provide public 2025— Community needs and who
services for 2030 Development Citywide are 450,000 income housing
residents. Homeless experiencing or activities are at-risk of 2,500 persons
experiencing assisted
homelessness. Homeless
Description: Provide residents with appropriate public services to support the prevention:
wellbeing of Upland households with low- and moderate-income, living below the 300 persons Federal Poverty Level, and who are experiencing or at risk homelessness. assisted Economic Direct
Goal 4: Foster opportunity for financial
Non-housing
economic 2025— low-income assistance to
Community Citywide 300,000
development 2030 residents and for profits opportunity Development small
business: 10
businesses businesses
Preserve and strengthen economic opportunity through activities to incentivize the assisted creation and retention of jobs for low-and moderate- income residents and a facade -15 jobs program to improve the appearance of businesses and enhance the commercial created/ appeal of the historic downtown core. retained 146

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Time Geographic Needs CDBG Goal
Goal Name Category Funding Outcome
Period Area Addressed
($) Indicator
Affordable
housing;
Improved
infrastructure;
Ensure equal
access to
housing
opportunities;
Public services
for residents,
Goal 5: including those
Planning and with special
admin, 2025— Program N/A needs and who 600,000 including fair 2030 Amin. are
housing experiencing or Other: 5 years
at risk of
experiencing
homelessness;
Improved
public facilities;
Economic
opportunity for
low-income
residents and
small
businesses
Description:These funds will be used to comply with federal statutes and regulations pertaining to the CDBG Program.Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services.

Estimate the number of extremely low-income, low-income, and moderate- income families to whom the jurisdiction will provide affordable housing as defined by HOME 91 .215(b)(2)
The City is not a direct recipient of HOME funds and does not anticipate leveraging state HOME funds over the next five-years.
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SP-50 Public Housing Accessibility and Involvement
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The HACSB is not subject to a 504 Voluntary Compliance Agreement.

Activities to Increase Resident Involvement
HACSB encourages residents to be actively involved in the community and in the management of public housing developments through resident councils and numerous opportunities for feedback, such as community meetings and surveys. HACSB encourages qualified public housing participants to pursue self-sufficiency and homeownership. In the Family Self-Sufficiency program HACSB staff work with participants to establish a five-year plan to become independent of government assistance. As family income increases the so does the amount of rent they contribute.The incremental increase in rent is deposited into an escrow account that becomes available to the family upon completion of the program or for eligible expenses during the term of the program. Since 2000, 266 families have become homeowners through the Housing Authority's Homeownership Assistance Program, which provides mortgage assistance to working families for up to 15 years, and families with disabilities for up to 30 years.

Is the public housing agency designated as troubled under 24 CFR part 902? No.

Plan to remove the `troubled' designation.

Not applicable. HACSB is considered a high preforming PHA. 148

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SP-55 Barriers to Affordable Housing
Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land, and availability of monetary resources. Barriers to affordable housing differ from impediments to fair housing choice in that barriers are typically lawful and impediments to fair housing choice are usually unlawful.

The City's 2021-2029 Housing Element describes the following constraints on housing development due to local policies:

Development Fees:The City, like other California communities, charges fees to cover the cost of processing development applications and to finance the construction of adequate public facilities,water and sanitation treatment, and other infrastructure needed to support new residential developments. After the passage of Proposition 13 and its limitation on local governments' property tax revenues, local governments have faced increased difficulty in providing and financing appropriate public services and facilities to serve residents. One of the main consequences of Proposition 13 has been the shift in funding of new infrastructure from general tax revenues to development impact fees and improvement requirements imposed on developers.

Since 2016,the City has retained contract staff to supplement City staff to maintain efficient entitlement processing. Additionally, the City has utilized contractors for planning entitlements, and building and safety plan checks. Regulations to include additional environmental assessments, requirements of state laws such as SB 18 and/or AB 52, and water quality management plan requirements (all federal,state,and regional requirements) have added to the processing time and cost of development in all cities, not just in Upland. 149

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Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City's Housing Element describes the goals, policies, programs, and objectives to address the City's housing needs for the 2021-2029 planning period.The Plan addresses the issues of new housing production, rehabilitation, conservation, and assistance for current and future Upland residents.The goals, policies, and programs are listed below.

Goal: Upland's Neighborhoods. Strong and healthy neighborhoods with well-maintained housing, ample public services, open space, and infrastructure that provide a quality place to live.

Policies supporting this goal include:
- Housing Quality. Promote the repair, improvement, and rehabilitation of single- family housing, multiple-family housing, and mobile homes to enhance the quality of life and improve and maintain property values.
- Historic Character. Support the maintenance and preservation of the City's historic districts, historic homes, buffers, and other neighborhood features of local significance that lend identity to the community.
- Neighborhood Improvement. Encourage maintenance, and upgrading of neighborhoods through property maintenance codes, graffiti abatement, high quality infill housing, and replacement of deteriorated infrastructure. - Neighborhood Amenities. Maintain a variety of distinctive amenities in Upland (e.g., landscape,trees, urban design, parks) that provide and enhance the beauty, identity, and form of the City's Districts and residential neighborhoods. - Neighborhood Preservation. Maintain lower-density residential designations in established low-density residential areas unless conversion to another use is encouraged by the General Plan land use plan and policies.

Programs supporting this goal include:
- HOME Improvement. The HOME Improvement Program provides loans of up to $90,000 to lower income households for repair work to single-family owner- occupied homes.
- Emergency Repairs for Homeowners. The Emergency Repairs Program for Upland Homeowners Program provides a grant of up to $10,000 for emergency repairs.The grant is eligible for very low-income homeowners of single-family homes, condominiums, and mobile homes.
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- Rental Acquisition and Rehabilitation. The Rental Acquisition and Rehabilitation Program (RARP) is designed to assist lower income tenants(whose combined family income does not exceed 80% of the County median income) by providing Upland landlords with loans to acquire multi-family units and rehabilitate their multi-family properties.
- Multi-Family Rental Rehabilitation Program. The Multi-Family Rental Rehabilitation Program (MFRRP) is designed to assist low to moderate income (LMI) tenants (i.e., tenants with combined family income that does not exceed 80% of the County median income) by providing Upland landlords of multi-family apartments (eight- units or less)with grants to make energy efficiency improvements to units occupied by LMI tenants.

Goal: Upland's Housing Supply. A diverse supply of housing that is designed, built, and located in a manner that is consistent with the City's land use, zoning, circulation, and open space goals.

Policies supporting this goal include:
- Housing Growth. Direct new housing growth into strategic locations that strengthen the City's economy, maximize existing and planned infrastructure, and foster the use and development of transit and multimodal transportation. These areas include Historic Downtown, Foothill Boulevard, Southeast Quadrant, and College Heights. - Housing Diversity. Provide high-quality housing in a range of types, densities, and unit sizes that meet the housing needs of residents of all income levels and household types. This includes single- and multiple-family housing, senior developments, mixed-use projects, and transit-oriented developments. - Housing Design. Require adherence to design standards with respect to site planning, materials and colors, building treatments, landscaping, open space, parking, and environmentally sustainable design practices that adhere to standards set in general plan and design guidelines.
- Housing Incentives. Facilitate the development of a mix of prices, types, and affordability of housing products through the implementation of flexible standards, efficient permitting process, and other assistance.
- Natural Environment. In meeting housing needs, preserve important natural features of Upland's environment, including hillsides and viewsheds, historic resources, habitat, landscaped amenities, and other distinctive features. 151

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Programs supporting this goal include:
- Adequate Sites to Accommodate Regional Housing Needs. The sites analysis presented in the City's 2021-2029 Housing Element indicates that relatively little vacant land suitable for residential development remains in Upland.Therefore, most future residential development — especially higher-density housing to facilitate affordable housing —will occur on properties that have previously been used for non-residential purposes but are now underutilized and ripe for residential redevelopment.To address the current shortfall in capacity for potential housing development, the City will process zoning amendments to fully accommodate the City's remaining housing need.
- Specific Plans. Upland has developed Specific Plans to guide development of key areas in the community according to smart growth principles.These include the creation and restoration of diverse, walkable, compact, vibrant, mixed-use communities composed of the same program components as conventional development but assembled in a more integrated fashion.These include housing, workplaces, shops, entertainment, schools, parks, and civic facilities essential to the daily lives of the residents, all within easy walking distance.The intent is to design complete neighborhoods that are coherent, visually attractive, and integrated.

Specific Plans with remaining development capacity include the Enclave, Villa Serena, and Sycamore Hills.
- Reduce Potential Constraints to Housing Development. Housing cost is affected by the time required for review and approval as well as the perception of development approval certainty. While the development review process in Upland is not considered to create unreasonable constraints to new housing, the City will process an amendment to the Zoning Ordinance to eliminate use permit (AUP or CUP) requirements on residential development and establish objective development and design standards for projects that are eligible for ministerial review. In addition, the garage requirement will be eliminated for multi-family development. - Accessory Dwelling Units. The Upland Municipal Code allows accessory dwelling units (ADUs) in all residential zones. Encouraging the development of ADUs is one of several ways to increase housing production in the City.This activity will include conducting an assessment that will be looking at ADU capacity within the City, and preparation of pre-approved ADU plans to reduce the cost to property owners.This activity will provide sample floor plans, useful videos, a list of local regulations, and a cost calculator to assist homeowners in developing ADUs for low-income households.These tools will encourage and assist in developing ADUs in Upland. 152

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- Neighborhood Improvements. Adequate public facilities are essential for a complete community.These services provide a high quality of life for residents and workforce, improve property values, and increase City revenues that are available to fund and expand City services.This includes the improvement and maintenance of libraries, sewer system, school services, drainage and water system, police and fire, parks and recreational facilities, private recreation facilities required for new residential development, and other services.To ensure these needs are met, the City prepares a capital improvement program on an annual basis to identify and prioritize the improvements needed. Some services are directly tied to specific plan areas, others to private developments, and some benefit the entire community. The City will review neighborhood improvement needs on an annual basis and continue to make infrastructure and service improvements that further the City Council's vision through the annual budget process.

Goal: Housing Assistance. Opportunities for lower- and moderate- income residents and households with special needs to rent, purchase, or maintain adequate housing in the community.

Policies supporting this goal include:
- Rental Assistance. Continue to support the San Bernardino County Housing Authority's efforts to provide rental assistance for individuals and families earning lower incomes and the modernization and maintenance of existing affordable housing.
- Homebuyer Assistance. Support and increase opportunities for residents and Upland employees to achieve homeownership through the provision of financial or regulatory assistance where feasible.
- Special Needs. Address the housing needs of seniors, families with children, individuals with disabilities, people experiencing homelessness, and others with special needs through proactive strategies aimed at housing production and assistance programs.
- Collaborative Partners. Work collaboratively with nonprofit, for-profit, and faith- based organizations in the community to address the housing and supportive services of residents and those with special housing needs. - Affordable Housing Preservation. Support the maintenance, rehabilitation, and continued long-term preservation of publicly subsidized rental housing affordable to lower-income and special needs households.
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- Mobile Homes. Preserve the long-term affordability, condition, quality, and viability of mobile home parks in the community through rent stabilization and proactive maintenance and repair of units.
- Fair Housing. Promote equal and fair housing opportunities for residents from all walks of life to allow for adequate choice to purchase or rent a home or live in a neighborhood that is best suited to their individual needs.

Programs supporting this goal include:
- Homeownership Assistance. The Housing Division provides low-interest FTHB loans, as funds are available, to help individuals and families who wish to purchase a home but are unable to qualify and/or do not have the necessary down payment.

This program is designed to help persons who would not otherwise achieve the American dream of owning their own home.
- Rental Housing Assistance. The Housing Authority of San Bernardino County is responsible for implementing the Section 8 rental assistance program. Under this program, the Housing Authority extends rental subsidies to very-low-income households who spend more than 30% of their gross income on housing. - Acquisition of Existing Units for Affordable Housing.. The Housing Division oversees the management of 255 City-owned dwelling units that are generally contained within three apartment complexes: Magnolia Colony, Sunset Ridge, andThe Village.

A majority of the 255 units are designated for up to low-income households.

Magnolia Colony was constructed in 1960 and consists of 37 fourplexes on individual lots.The City owns 18 of the fourplexes that were purchased in the early 2000's with Low- and Moderate-Income Housing Funds (LMIHF) and are restricted to up to low- income households. Seven of the fourplexes are owned by a private nonprofit organization, which provides transitional housing and 11 are market rate properties individually owned by private parties. Through this program, the City will acquire the remaining 11 fourplexes to add to the City's affordable housing portfolio. - Housing Incentives. Upland implements a toolkit of incentives to facilitate the construction of affordable and market rate housing. These include a Density Bonus Ordinance, a minor modification and variance process, and lot consolidation efforts.

Financial assistance may also be provided, subject to availability. - Mobile Home Rent Stabilization. The City's Mobile Home Rent Ordinance is intended to protect occupants from unreasonable rent increases while still recognizing the need for park owners to receive a reasonable return on investment, and increase rents at a rate sufficient for covering the costs of repairs, maintenance, insurance, 154

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upkeep, and amenities. Under the Mobile Home Rent Ordinance, the annual rent increase is indexed to the Consumer Price Index.
- Affordable Housing at Risk of Conversion to Market Rate. The City periodically monitors its affordable housing projects to determine properties at risk of conversion.A total of 176 lower-income rental units are at risk of conversion by 2031.

In 2022, and each year thereafter, City staff will contact property owners to discuss options for extending affordability covenants for units at risk of conversion and will also notify qualified entities if a project is proposed for conversion. - Homeless Services and Facilities. The City seeks to proactively address the needs of the homeless population by encouraging production of emergency shelters, transitional housing, supportive housing, and single-room-occupancy units. - Administrative Capacity. The dissolution of Redevelopment Agencies and loss of funding has required many cities to look for ways to activate the nonprofit sector and seek to collaborate and leverage resources to address community needs.The City has many active nonprofit organizations to address local needs. As the City continues to realign resources, augmenting its administrative capacity is a key concern.The City will leverage available resources through annual outreach and coordination with local nonprofit organizations to maximize the benefits to lower- income households and persons with special needs.
- Housing for People with Disabilities or other Special Needs.The City encourages the provision of housing to serve the needs of persons with disabilities or other special needs, including residential care facilities, senior housing, transitional housing and supportive housing, and employee housing.
- Affirmatively Furthering Fair Housing. Upland implements programs to promote fair housing opportunities for all persons, regardless of protected status. As an entitlement jurisdiction, Upland prepares an Analysis of Impediments to Fair Housing Choice (Al) to periodically identify constraints or obstacles to fair housing opportunity.The City also contracts with the Inland Fair Housing and Mediation Board (IHFMB) to provide fair housing services that affirmatively further fair housing.
- Housing Outreach and Information. The City shall provide information about housing assistance,fair housing, housing resources,and housing programs through a wide variety of outreach methods.
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- Housing Mobility. The City will strive to increase opportunities and promote housing mobility; specifically, the City will strive to improve housing mobility and options north of Foothill Boulevard. To promote housing mobility in relatively higher- income and lower density areas, the City will employ a variety of strategies to achieve the development of 150 units throughout the entirety of the planning period. - Place-Based Improvements in South Upland. Develop and continue programs and strategies to create place-based improvements through investments in the public right of way. The City will continue to prioritize CDBG funding in south Upland, communities south of Foothill Boulevard, and low-resource areas of the City, as well as annually work with the City Council to prioritize other funding sources in these areas.
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SP-60 Homelessness Strategy
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City is committed to being a place where all are welcome,where people are supported, and where everyone has an opportunity to thrive. The City coordinates with County partners, including the SBCHP, local businesses, community faith groups, and nonprofit partners to engage the homeless population. In alignment with national and regional strategies,the City plans to use CDBG funds to support local service providers programs to prevent homelessness and to preserve and expand the supply of affordable housing in Upland for low- and moderate-income residents.

On January 25, 2024,the San Bernardino County 2024 PIT Count recorded 37 homeless and unsheltered individuals in Upland, which accounts for just over one percent of the unsheltered homeless population in the County.Although the City does not receive a direct Emergency Solutions Grant (ESG) award, the City can use its CDBG funds and other resources to fund emergency shelter, housing navigation, outreach, case management, rapid re-housing, and short term to medium term rental assistance, for organizations that serve the unsheltered community.

Addressing the emergency and transitional housing needs of homeless persons The San Bernardino County 2024 PIT count on January 25, 2024, recorded 59 individuals in Upland that were homeless and living in transitional housing, which accounts for five percent of the total sheltered homeless population in San Bernardino County.

Foothill Family Shelter (FFS) manages 20 transitional family housing units across four properties in Upland. For over forty years, FFS has provided transitional housing and walk- in services, such as food, diapers, and hygiene products to low-income and homeless families in Upland. FSS implements a 120-day, a one-year, and an extended Housing Program. Of the 20 housing units in Upland, eight are dedicated to the extended housing program, while the remaining units serve families enrolled in the two other programs.

Although the City does not receive ESG funds, it plans to use CDBG funds and other resources to eliminate and shorten periods of homelessness, which may include emergency shelter and transitional housing.
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To successfully transition from being homeless to stably housed, individuals and families need access to housing that they can reasonably afford.The City will leverage CDBG funds, earned revenue, and competitive sources of funding to expand the supply of affordable housing.The City will explore opportunities to continue providing public service grants to organizations that support extremely low- and low-income households that are at risk of housing instability.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education, or youth needs.

The City does not receive ESG funds. Residents at risk of homelessness may be eligible for rental and/or utility assistance from a County funded homelessness assistance provider.

Historically, the City has awarded CDBG funds to food banks and food security programs.

Programs such as these defray the cost of living, potentially increasing households' funds available for rent.
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SP-65 Lead based paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards.

The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches.This strategy requires the City to implement programs that protect children living in older housing from lead hazards.

The City housing stock is nearly an even mix of units constructed before (57 percent) and (43 percent) after 1979. Lead-based paint hazards are a concern because the use of lead- based paint was outlawed until 1979. Only those units constructed prior to January 1, 1978, are presumed to have the potential to contain lead-based paint. In these units, the best way to have reasonable assurance that lead-based paint hazards are not present is to have the painted surfaces tested.

To reduce lead-based paint hazards, the City takes the following actions:
- Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978. - Educate residents on the health hazards of lead-based paint through brochures and encourage screening children for elevated blood-lead levels. - Disseminate brochures about lead hazards through the City's residential rehabilitation activities.

How are the actions listed above related to the extent of lead poisoning and hazards?
Over time through testing and abatement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children. This will prompt homeowners, landlords, and parents of young children to proactively address unsafe housing conditions in pre-1978 units where children may potentially be exposed to lead-based paint hazards.

How are the actions listed above integrated into housing policies and procedures?
In accordance with federal regulation, the City has established policies regarding the identification of lead-based paint (LBP) hazards. Housing built prior to 1978 must undergo lead-based paint testing prior to receiving funding for rehabilitation. If deteriorated lead- based paint surfaces are found, they must be stabilized during the rehabilitation of the property. As required, abatement must be performed by a certified lead-based paint assessor prior to the issuance of the Notice of Completion.The Citywill continue to maintain 159

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policies and procedures to increase access to housing without LBP hazards. CDBG and HOME funding is not provided until it is determined that properties are free of LBP hazards. 160

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SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty- Level Families.

Poverty continues to be a significant challenge in Upland. According to the 2016-2020 ACS, there are 8,653 residents (11 percent of the population) living below the Federal Poverty Level. Of these residents, 2,432 (28 percent) are children under the age of 18.

To meaningfully address this challenge, each of the goals included in the Strategic Plan supports activities to promote the availability of affordable housing and the provision of essential services that directly benefit low- and moderate-income residents. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address these goals over the next five years.This strategy will emphasize using CDBG funds to help individuals and families rise out of poverty to long-term self- sufficiency.

The implementation of CDBG activities to achieve the goals established in this Strategic Plan will help to reduce the number of poverty-level families by supporting:
- Activities that expand access to housing that is affordable to low- and moderate- income households.
- A continuum of housing and public service programs to prevent and eliminate homelessness.
- Housing preservation programs that ensure low-income households have a safe, decent, and appropriate place to live.
- Public services for low-and moderate-income residents, including those with special needs
- Economic opportunity for business that will employ low- and moderate-income residents.

In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs, such as Earned Income Tax Credit and Head Start, offer a pathway out of poverty for families who are ready to pursue employment and educational opportunities. In California, the primary programs that assist families in poverty are CaIWORKS, CalFresh (formerly food stamps) and Medi-Cal.Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition, and transportation. Other services are available to assist persons suffering from substance abuse, domestic violence, and mental illness. 161

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How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit low- and moderate-income residents to reduce the number of poverty-level families.
- Improve public infrastructure and facilities
- Expand access to affordable housing
- Provide fair housing services
- Provide public services
- Foster economic opportunity
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SP-80 Monitoring
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.

To ensure that CDBG funds are used efficiently and in compliance with applicable regulations, the City provides technical assistance to all subrecipients and monitors subrecipients throughout the program year.

Technical Assistance
To enhance compliance with federal program regulations, the City provides an annual Notice of Funding Availability (NOFA) workshop to review the Plan goals, program requirements and available resources. Subsequent to the approval of the Annual Action Plan, a mandatory subrecipient workshop is held to review program regulations in detail, to provide useful forms and resources for documenting compliance, and to review the City's compliance procedures and requirements. Individualized technical assistance is provided on an as-needed basis throughout a program year.

Activity Monitoring
All activities are monitored, beginning with a detailed application review to assess eligibility, alignment with a National Objective, and consistency with Plan goals.This review also examines the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries, and the likelihood of compliance with other federal requirements.

Subrecipients are required to submit an audit and supporting documentation to demonstrate their capacity. Any findings noted in the audit are reviewed with the applicant.

Eligible applications are then considered for funding. Once funded, desk monitoring includes an ongoing review of required quarterly performance reports. For CDBG public service activities, on-site monitoring is conducted once every two years, or more frequently as needed to ensure compliance. Fiscal and programmatic review of the subrecipient's activities assess subrecipient compliance. Areas routinely reviewed include overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Following the monitoring visit, a written report is provided outlining the results of the review, identifying any findings of non- compliance, and detailing required corrective action. Subrecipients normally have 30 days to provide the City with corrective actions taken to address any noted findings.

Individualized technical assistance is provided as soon as compliance concerns are identified. For CDBG capital projects, monitoring also includes compliance with Regulatory Agreement requirements.
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Annual Action Plan
AP-15 Expected Resources
Annual allocations are subject to federal appropriations and changes in demographic data used in HUD's formulas for the programs.The funding amounts in the 2025-2026Annual Action Plan are estimates, as Congress has not yet passed HUD's FY25 appropriation, and the timing of its approval remains uncertain.When the City receives its annual allocation, - if CDBG funds are less than anticipated, the difference will be divided evenly among all projects, following the Public Service and Planning and Administration caps; and - If the CDBG funds are more than anticipated, the difference will be rolled over and not appropriated to a project.

During the five-year period of the Consolidated Plan from July 1, 2025, to June 30, 2030, the City of anticipates investing an estimated $3 million in CDBG funds to support the goals of the Strategic Plan.The City received approximately $19,000 in program income during Program Year (PY) 2024. It is anticipated the City receive program income in PY 2025 but the amount is variable. Any program income will be added to the Senior Center project.

CDBG funds are subject to spending restrictions. Planning and administrative costs are capped at 20 percent of the total grant, plus program income that is received during the program year. For Public Services activities, the total amount of CDBG funds that may be obligated must not exceed 15 percent of the annual grant allocation, plus 15 percent of the program income received in the prior program year. Any unappropriated CDBG funds and program income from a given year may be allocated to capital improvement activities.

Table 60- Expected Resources-PY 2025-26
Expected Amount Available Narrative
Program Uses of Funds Annual Program PriorYear Total: Description Allocation: Income: I Resources:

Acquisition Based on
Admin and 2024 FY
Planning allocation
Economic from HUD.

CDBG Development $600,000 $0 $600,000 $600,000 Steady Housing annual
Public funding is
Improvements anticipated.

Public Services
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.

The extent of need in Upland far exceeds the available funding from CDBG. Most activities into which these funds are invested will leverage a variety of additional sources including, but not limited to, public and private grants, capital development and general funds, public financing, and private donations. The City may pursue state sources, such as HOME, CaIHOME, and ESG programs.The City encourages the use of Low-Income Housing Tax Credits to fund construction, substantial rehabilitation, or acquisition or affordable housing.

CDBG funds are not subject to federal matching requirements.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City will not use any publicly owned land or property located within the jurisdiction to address the needs identified in this plan.

Discussion
The City shares overall responsibility for meeting the priority needs identified in the Strategic Plan with many other organizations and is solely responsible for using CPD entitlement funds to address the needs of low- and moderate-income residents. 165

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AP-20/ AP-23 Annual Goals and Objectives
Table 61-Goals and Objectives
Goal Name Start- Category Geographic Needs CDBG Goal Outcome End Area Addressed Funding Indicator
($)
Goal 1: 2025- Non-Housing Citywide Improved 150,000 Public Improve 2026 Community public infrastructure Public Development infrastructure activities other Infrastructure than Low/Mod-
and Facilities Income
Housing: 150
persons assisted
Goal 2: 2025- Affordable Citywide Preserve the 100,000 Homeowner Expand access 2026 Housing supply of Housing to Affordable affordable Rehabilitated: 32 Housing housing Households
Assisted
Goal 3: Public 2025- Non-Housing Citywide Public 90,000 -Public service Services for 2026 Community services to activities other low-income Development; low-income than families, Homeless residents Low/Moderate including Income Housing
homeless Benefit: 1,274
services Persons
Assisted
-Homelessness
prevention: 57
persons assisted
Goal 4: Foster 2025- Non-Housing Citywide Economic 140,000 -Direct Financial Economic 2026 Community opportunity Assistance for Development Development for low- profits to
Opportunity income businesses: 2
residents and
small
businesses
Goal 5: CDBG 2025- Program Citywide Comply with 120,000 Other: 1 year Admin, 2026 Admin federal CDBG
including fair regulations
housing
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Table 62-Goal Descriptions
Goal 1 Improve Public Infrastructure and Facilities
Description Improve public infrastructure to benefit low-and moderate-income people or those presumed under HUD regulations to be low-and-moderate income such as, but no limited to elderly people and disabled adults.

Goal 2 Expand access to Affordable Housing
Description Preservation of existing affordable housing stock occupied by low-and moderate-income households through rehabilitation assistance; creation of new affordable housing units; and homebuyer assistance.

Goal 3 Provide Public Services for residents
Description Provide residents with appropriate public services to support the wellbeing of Upland households with low-and moderate- income, living below the poverty line, and who are experiencing or at risk of falling into homelessness.

Goal 4 Foster Economic Development Opportunity
Description Preserve and strengthen economic opportunity through activities to incentivize the creation and retention of jobs for low-and moderate-income residents and a façade program to improve the appearance of businesses and enhance the commercial appeal of the historic downtown core.

Goal 5 CDBG Admin, including fair housing
Description Administration to comply with federal statutes and regulations pertaining to the CDBG Program.Affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services.
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AP-35 Projects
To address the high priority needs identified in the Strategic Plan to the 2025-2030 Consolidated P/an, the City will invest CDBG funds in projects that preserve affordable housing, provide fair housing services, provide public services to low-income residents, prevent homelessness, and improve businesses.Together, these projects will address the housing, community, and economic development needs of Upland residents.

Table 63- Project Information
Project Goals-Consolidated Plan PY 2025 26
Total Activities Funded
Improve Public Infrastructure & Facilities $140,000
Expand access to Affordable Housing $100,000
Provide Public Services for residents $90,000
Foster Economic Opportunity $140,000
CDBG Administration, including fair $120,000
housing
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.

As grant resources become increasingly scarce, it is important for the City to determine areas and population segments with the greatest level of need for a particular program or activity and to be able to invest federal, state, and local resources in high leverage opportunities where data suggests that the City will be able to maximize the impact of every dollar.

The 2025-2030 Consolidated Plan is a roadmap to guide the City's housing, community, and economic development investments during the next five years. All investments of HUD funding are used to address the priority needs listed in the City's five-year Consolidated Plan.

The limited funding resources continue to provide challenges to fully address the level of need identified in the Consolidated Plan.
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AP-38 Project Summary
Project Summary Information
Table 64- Project Summary
1 Project Name Improve Public Infrastructure and facilities Target Area Citywide
Goals Supported Improve Public Infrastructure
Needs Addressed Improved infrastructure activities Funding _ CDBG: $150,000
Description Improve public infrastructure and facilities to benefit low- and moderate-income people or those presumed under
HUD regulations to be low-and-moderate income such as,
but no limited to elderly people and disabled adults.

Target Date 6/30/2026
Estimate the number and type It is anticipated 150 low-to moderate-income persons will of families that will benefit be assisted.
from the proposed activities
Location Description Citywide
Planned Activities Improve senior center and other improvements 2 Project Name Expand access to Affordable Housing Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Preserve the supply of affordable housing opportunities Funding CDBG: $100,000
Description Preservation of the quality of existing affordable housing stock occupied by low-moderate income households
Target Date 6/30/2026
Estimate the number and type It is anticipated 32 low-to moderate-income households will of families that will benefit be assisted.
from the proposed activities
Location Description Citywide
Planned Activities _ Multi-Family Residential Rehabilitation 3 Project Name Provide Public Services for Residents Target Area Citywide
Goals Supported Provide public services for residents Needs Addressed Provide public services to low-income residents, including those with special needs, and who are experiencing or are at-risk of experiencing homelessness.

Funding CDBG: $90,000
Description Provide residents with appropriate public services to support the wellbeing of Upland households with low-and moderate- income, living below the poverty line, and who are experiencing or at risk of falling into homelessness.

Target Date 6/30/2026
Estimate the number and type It is anticipated that 1,274 low-to moderate-income persons of families that will benefit will benefit from public service activities and other housing from the proposed activities benefit and 57 persons will be assisted by homelessness prevention.

Location Description Citywide
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Planned Activities PY 2025-26 Public Service Activities: Foothill Family Shelter — Stepping Stones Housing Program; Inland Valley Hope
Partners— Food Security Program; Pacific Lifeline—Women's Program —Case Management; St. Joseph Church — His
Hands Food Pantry; Upland Police Department— Upland
Homeless Outreach & Prevention (U.H.O.P.E.);Anthesis
Services— BLOOM Learning Labs;Assistance League of
Foothill Communities—Operation School Bell; Inland Valley Recovery Services— Bus Pass Program;Ovation School for
the Performing Arts— Performance Arts Program; Pacific
Community Center-Community Resource Enhancement;
Sunrise Church — Upland Campus— Upland Peace Center
Food Distribution
4 Project Name Foster Economic Development Opportunity Target Area Citywide
Goals Supported Economic Opportunity
Needs Addressed Strengthening economic opportunity through businesses Funding CDBG: $140,000
Description Preserve and strengthen economic opportunity through activities to incentivize the creation and retention of jobs for low-and moderate-income residents.

Target Date 6/30/2026
Estimate the number and type It is anticipated that direct financial assistance will be of families that will benefit provided to two for profits to businesses.. from the proposed activities
Location Description Citywide
Planned Activities Direct financial assistance
5 _ Project Name CDBG Admin, including fair housing Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Improved infrastructure and public facilities; preserve the supply of affordable housing; ensure equal access to
housing opportunities; provide public services to low-
income residents; including those with special needs and who are experiencing homelessness; and economic
opportunity for low-income residents and small businesses.

Funding CDBG: $120,000
Description Administration to comply with federal statutes and regulations pertaining to the CDBG Program.

Target Date 6/30/2026
Estimate the type and goal for Program Administration the proposed activities
Location Description City of Upland, 460 North Euclid Avenue, Upland,CA 91786 Planned Activities Administrative Services of the CDBG Program. Inland Fair Housing Mediation Board (IFHMB)- Fair Housing and
Landlord/Tenant Services.
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AP- 50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low- income and minority concentration) where assistance will be directed.

The City has not established specific target areas in which to focus the investment of CDBG funds. For the 2025-26 Program Year, the City will invest 100 percent of non-administrative funds to directly benefit low-and moderate-income individuals throughout the City.

Infrastructure improvements and public facilities will be focused on areas with a concentration of residents with low- and moderate-incomes or sites that serve a presumed group. Housing assistance will be made available to income-qualified households throughout the City.

Table 65-Geographic Distribution
Target Area Percentage of Funds
Citywide 100%
Rationale for the priorities for allocating investments geographically HUD allows CDBG grantees to implement certain activities, such as initial construction or expansion of community facilities and infrastructure that benefit certain neighborhoods, but not the entire City, provided the service area for the facility or infrastructure is primarily residential, and where at least 51 percent of residents are low- and moderate-income.

It is the City's intent to fund activities in the areas and for the populations most directly affected by the needs of low-income residents and those with other special needs.Where appropriate the Annual Action Plan will direct investment to an area benefit neighborhood.

The area benefit category is the most used national objective for activities benefiting a residential neighborhood. An area benefit activity is one that benefits all residents,where at least 51 percent are low- and moderate-income. Public infrastructure improvements are an area benefit activity when they are in a predominantly low- and moderate-income neighborhood.
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AP-55 Affordable Housing
The 2025-2030 Strategic Plan provides the framework for investing CDBG funds in Upland.

Expanded access to affordable housing is a goal identified in the Strategic Plan that will be addressed by the City's Emergency Repair project,which will provide grants up to $20,000 to income-eligible homeowners to repair their homes.

Below is a summary of the City's planned actions in the coming year.

Table 66-One Year Goals for Affordable Housing by Support Requirement OneYear Goals for the Number of Households
to be Supported
Homeless 0
Non-Homeless 14
Special-Needs 0
Total 14
Table 67-OneYear Goals for Affordable Housing by SupportType OneYear Goals for the Number of Households
SupportedThrough
Rental Assistance 0
The Production of New Units 5
Rehab of Existing Units 9
Acquisition of Existing Units 0
Total 14
Discussion
Upland residents have a significant need for high quality and affordable housing. In Program Year 2025-2026, the City anticipates assisting nine homeowner households to rehabilitate their homes and five households to acquire their first home.This assistance will be provided to eligible households with low- to moderate-incomes. 172

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AP- 60 Public Housing
Upland is served by the HASBC.The Housing Authority provides tenant- and project-based Housing Choice Vouchers (HCV) in Upland. As of December 2024, HACSB administered 7,508 tenant- and 1,129 project-based HCVs.Throughout Upland, there were a total of 562 of all types of housing vouchers in use. Los Olivos, a former public housing complex,which converted to a Rental Assistance Demonstration project in 2022, accounts for 98 of the HVCs. No HACSB owned public housing is located in Upland.

Actions planned during the next year to address the needs of public housing.

The City supports HACSB efforts to provide housing assistance for eligible low-income households. Public housing needs are addressed by HACSB. HACSB programs include the following:
- Tenant-Based Voucher Rental Assistance
- Term-Limited Lease Assistance
- Streamlined Lease Assistance
- Project-Based Voucher
- Pilot Homeless
- Public/Affordable Housing
HACSB also administers Special Purpose Voucher Programs, such as the Continuum of Care- Shelter Plus Care Grants,Veterans Assistance Supportive Housing (VASH), Housing for Persons with AIDS, Family Unification, Mainstream Voucher, and Emergency Housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership.

To encourage public housing residents to become more involved in the management of public housing units, HACSB has developed a Resident Advisory Board (RAB) made up of participants from its Term-Limited Lease Assistance Program, Project Based Voucher Program, VASH, and the Tenant-Based Voucher Program. The RAB is responsible for discussing critical issues, including policy changes, outreach efforts, and messaging strategies that impact residents and program participants.

The HACSB offers several ongoing programs to help residents become more involved in management and participate in homeownership. HACSB offers a Family Self-Sufficiency (FSS) program for its residents,which allows participants to save a portion of their income in escrow toward the family's departure from subsidized housing. Residents in the FSS program and HACSBTerm-Limited Lease Assistance program have access to employment services through the HACSB Family Empowerment Services Department.The Department assigns families to a coach that assists the family with creating and implementing an IndividualTraining and Services Plan focused on educational and career goals. HACSB also 173

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administers a successful Homeownership Assistance Program. Through this program, eligible families participating in the Housing Choice Voucher(HCV) program can utilize their HCV financial assistance to purchase a home.

If the Public Housing Authority (PHA) is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.

Not applicable. HACSB is considered a High Performing Public Housing Authority (PHA).

HACSB is well-positioned to maintain and expand the supply of affordable housing units in the Upland through its partnerships with the State of California, San Bernardino County Department of Community Development and Housing, other cities, and Housing Partners affiliated to the Housing Authority.
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AP- 65 Homeless and Other Special Needs Activities
The City of Upland places a high priority on assisting households experiencing or at risk of experiencing homelessness, and households with other non-homeless special needs.The City strives to meet these needs through the expanded access to affordable housing and public service goals and associated activities.The City does not receive a direct allocation of ESG funds from HUD. It will consider applying for state ESG.

The 2025 PIT Count was conducted on January 23, 2025, and the report was not available at the time this document was prepared. According to the results of the January 25, 2024, PIT Count, in San Bernardino County approximately 3,055 individuals were unsheltered, an increase of 79 persons (2.6%) from 2023.To address incidences of homelessness in Upland and prevent extremely low-income families from becoming homeless, the City supports programs that work to prevent homelessness or rapidly connect unsheltered individuals with housing and supportive services. Of the 3,055 total number unsheltered persons identified, 37 were counted in Upland, an increase of 5 persons (17%) from 2023.The 2024 PIT Count for sheltered individuals was 1,200, a decrease of 19 (1.6%). There were 59 sheltered persons identified in Upland, an increase of 11 persons (23%) from 2023.

Analysis of available data and consultation with organizations providing services for special needs populations revealed a need for a range of services including but not limited to those concerned with disabled adults. CDBG PY 2025-26 will support a public service activity delivered by Anthesis Services-BLOOM Labs, using unique educational models to provide social skill and vocational training, in integrated settings that model specific community and work environments for disabled adults.The City's Emergency Repair Program provides grants for accessibility improvements to disabled adults, seniors, and retired veterans with mobility impairments.

Describe the jurisdiction's one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

Preventing and ending homelessness is a HUD priority addressed nationally through coordination of regional strategies and carried out locally by government agencies and a wide variety of community-based organizations and faith-based groups. Consistent with this approach, the City supports the efforts of San Bernardino County Continuum of Care (CoC) and its member organizations that address homelessness. In alignment with this strategy, the City will use CDBG funds and local funds to support local service providers with programs that include reaching out to homeless persons, especially those who are unhoused, to assess their needs and connect them with appropriate resources.

In PY 2025-26 the City will provide CDBG funding to Upland Homeless Outreach Prevention and Education (U-HOPE) to provide street outreach services in Upland. This activity is 175

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associated with the one-year goal to provide public services to qualified Upland residents in need, including those experiencing homelessness.

Addressing the emergency shelter and transitional housing needs of homeless persons
In PY 2025-26 the City will allocate funds to U-HOPE, the Foothill Family Shelter's Stepping Stone Program, and Pacific Lifeline's Women's Case Management Program. These programs provide emergency, transitional and supportive case management services to connect households with the resources they need.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
To support the City's goal of providing public services during PY 2025-26, CDBG resources will be directed to Inland Valley Hope Partner, St. Joseph Church, and the Assistance Leage Foothill Communities to provide food and school supply assistance. These types of assistance defray essential costs of living, allowing households to direct more of their income toward rent.This, in turn, helps to prevent homelessness and makes permeant housing more affordable until households can fully sustain the full financial responsibility.

Additional efforts are underway at the regional level to shorten the period that individuals and families experience homelessness, and to prevent individuals and families who were recently homeless from becoming homeless again. 2-1-1 regularly works with public service agencies to analyze the resources and funding being used to operate transitional housing programs and consider how these resources could be used more in alignment with the best practices (i.e., rapid re-housing and permanent housing) for ending homelessness.

Many transitional housing providers are working to end homelessness, to evaluate strategies to lower program threshold requirements, and improve outcomes including shorter shelter stays and more rapid transitions to permanent housing. 176

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Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are:
being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The County in collaboration with the CoC maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corrections, Foster Care, and the Mental Health systems.The City supports the CoC's advocacy for development of consistent policy implementation by hospital administrators for best practices, such as recuperative care, and co-location of health services near affordable housing developments. 177

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

The City's 2021-2029 Housing Element describes the following constraints on housing development due to local policies:

Development Fees:The City of Upland, like other California communities, charges fees to cover the cost of processing development applications and to finance the construction of adequate public facilities,water and sanitation treatment, and other infrastructure needed to support new residential developments. After the passage of Proposition 13 and its limitation on local governments' property tax revenues, local governments have faced increased difficulty in providing and financing appropriate public services and facilities to serve residents. One of the main consequences of Proposition 13 has been the shift in funding of new infrastructure from general tax revenues to development impact fees and improvement requirements imposed on developers.

Development impact fees add to the cost of residential development; however, they can be a cost-effective mechanism for financing the new infrastructure (e.g.,water, sewer, roads) required to support new development.The fees allow for the consolidation of infrastructure projects when it is more cost-effective to do so and, by law, must be linked to the actual impact of the specific project. Additionally, in the case of Upland, fees per unit for high- density residential are lower than fees per unit for low-density residential. Overall,the City's fees are not excessive and do not constitute unreasonable constraints on the production of multifamily housing.

Permitting_Processes:The City's permit processing times are similar or faster than other communities in the area. Upland's development review process does not represent a constraint that is significant, although additional staff resources would enable staff to process projects more quickly. Since 2016, the City has retained contract staff to supplement City staff to maintain efficient entitlement processing and has also utilized contractors for planning entitlements and building and safety plan checks. Regulations to include additional environmental assessments, requirements of state laws such as SB 18 and/or AB 52, and water quality management plan requirements (all federal, state, and regional requirements) have added to the processing time and cost of development in all cities, not just in Upland.
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Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.

The City's Housing Element describes the goals, policies, programs, and objectives to address the City's housing needs for the 2021-2029 planning period.The Plan addresses the issues of new housing production, rehabilitation, conservation, and assistance for current and future Upland residents.The goals, policies, and programs are listed below.

Goal: Upland's Neighborhoods. Strong and healthy neighborhoods with well-maintained housing, ample public services, open space, and infrastructure that provide a quality place to live.

Policies supporting this goal include:
- Housing Quality: Promote the repair, improvement, and rehabilitation of single- family housing, multiple-family housing, and mobile homes, to enhance the quality of life and improve and maintain property values.
- Historic Character: Support the maintenance and preservation of the City's historic districts, historic homes, buffers, and other neighborhood features of local significance that lend identity to the community.
- Neighborhood Improvement: Encourage maintenance, and upgrading of neighborhoods through property maintenance codes, graffiti abatement, high quality infill housing, and replacement of deteriorated infrastructure. - Neighborhood Amenities: Maintain a variety of distinctive amenities in Upland (landscape, trees, urban design, parks, etc.) that provide and enhance the beauty, identity, and form of the City's Districts and residential neighborhoods.

Neighborhood Preservation: Maintain lower-density residential designations in established low-density residential areas unless conversion to another use is encouraged by the General Plan land use plan and policies.

Programs supporting this goal include:
- HOME Improvement: The HOME Improvement Program provides loans of up to $90,000 to lower income households for repair work to single-family owner- occupied homes.
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- Emergency Repairs for Homeowners. The Emergency Repairs Program for Upland Homeowners Program provides a grant of up to $10,000 for emergency repairs.The grant is eligible for very low-income homeowners of single-family homes, condominiums, and mobile homes.
- Rental Acquisition and Rehabilitation. The Rental Acquisition and Rehabilitation Program (RARP) is designed to assist lower income tenants — whose combined family income does not exceed 80% of the County median income — by providing Upland landlords with loans to acquire multi-family units and rehabilitate their multi-family properties.
- Multi-Family Rental Rehabilitation Program. The Multi-Family Rental Rehabilitation Program (MFRRP) is designed to assist low- to moderate-income (LMI) tenants (i.e., tenant's whose combined family income does not exceed 80% of the County median income) by providing Upland landlords of multi-family apartments (eight units or less)with grants to make energy efficiency improvements to units occupied by LMI tenants.

Goal: Upland's Housing Supply. A diverse supply of housing that is designed, built, and located in a manner that is consistent with the City's land use,zoning, circulation, and open space goals.

Policies supporting this goal include:
- Housing Growth: Direct new housing growth into strategic locations that strengthen the City's economy, maximize existing and planned infrastructure, and foster the use and development of transit and multimodal transportation. These areas include Historic Downtown, Foothill Boulevard, Southeast Quadrant, and College Heights. - Housing Diversity: Provide high-quality housing in a range of types, densities, and unit sizes that meet the housing needs of residents of all income levels and household types. This includes single- and multiple-family housing, senior developments, mixed-use projects, and transit-oriented developments. - Housing Design: Require adherence to design standards with respect to site planning, materials and colors, building treatments, landscaping, open space, parking, and environmentally sustainable design practices that adhere to standards set in general plan and design guidelines.
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- Housing Incentives: Facilitate the development of a mix of prices, types, and affordability of housing products through the implementation of flexible standards, efficient permitting process, and other assistance.
- Natural Environment: In meeting housing needs, preserve important natural features of Upland's environment, including hillsides and viewsheds, historic resources, habitat, landscaped amenities, and other distinctive features.

Programs supporting this goal include:
- Adequate Sites to Accommodate Regional Housing Needs: The sites analysis presented in the City's 2021-2029 Housing Element indicates that relatively little vacant land suitable for residential development remains in Upland. Therefore, most future residential development — especially higher-density housing to facilitate affordable housing —will occur on properties that have previously been used for non-residential purposes but are now underutilized and ripe for residential redevelopment.To address the current shortfall in capacity for potential housing development, the City will process zoning amendments to fully accommodate the City's remaining housing need.
- Specific Plans: Upland has developed Specific Plans to guide development of key areas in the community according to smart growth principles.These include the creation and restoration of diverse, walkable, compact, vibrant, mixed-use communities composed of the same program components as conventional development but assembled in a more integrated fashion.These include housing, workplaces, shops, entertainment, schools, parks, and civic facilities essential to the daily lives of the residents, all within easy walking distance.The intent is to design complete neighborhoods that are coherent, visually attractive, and integrated.

Specific Plans with remaining development capacity include the Enclave, Villa Serena, and Sycamore Hills.
- Reduce Potential Constraints to Housing Development: Housing cost is affected by the time required for review and approval, as well as the perception of development approval certainty. While the development review process in Upland is not considered to create unreasonable constraints to new housing, the City will process an amendment to the Zoning Ordinance to eliminate use permit (AUP or CUP) requirements on residential development and establish objective development and design standards for projects that are eligible for ministerial review. In addition, the garage requirement will be eliminated for multi-family development. 181

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- Accessory Dwelling Units. The Upland Municipal Code allows accessory dwelling units (ADUs) in all residential zones. Encouraging the development of ADUs is one of several ways to increase housing production in the City.This activity will include conducting an assessment that will be looking at ADU capacity within the City, and preparation of pre-approved ADU plans to reduce the cost to property owners.This activity will provide sample floor plans, useful videos, a list of local regulations, and a cost calculator to assist homeowners in developing ADUs for low-income households.These tools will encourage and assist in developing ADUs in Upland. - Neighborhood Improvements. Adequate public facilities are essential for a complete community.These services provide a high quality of life for residents and workforce, improve property values, and increase City revenues that are available to fund and expand City services.This includes the improvement and maintenance of libraries, sewer system, school services, drainage and water system, police and fire, parks and recreational facilities, private recreation facilities required for new residential development, and other services.To ensure these needs are met, the City prepares a capital improvement program on an annual basis to identify and prioritize the improvements needed. Some services are directly tied to Specific Plan areas, others to private developments, and some benefit the entire community. The City will review neighborhood improvement needs on an annual basis and continue to make such infrastructure and service improvements that further the vision of the City Council through the annual budget process.

Goal: Housing Assistance. Opportunities for lower- and moderate- income residents and households with special needs to rent, purchase, or maintain adequate housing in the community.

Policies supporting this goal include:
- Rental Assistance; Continue to support the San Bernardino County Housing Authority's efforts to provide rental assistance for individuals and families earning lower incomes, and the modernization and maintenance of existing affordable housing.
- Homebuyer Assistance: Support and increase opportunities for residents and Upland employees to achieve homeownership through the provision of financial or regulatory assistance where feasible.
- Special Needs: Address the special housing needs of seniors,families with children, persons with disabilities, individuals experiencing homelessness, and others with special needs, through proactive strategies aimed at housing production and assistance.
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- Collaborative Partners: Work collaboratively with nonprofit, for-profit, and faith- based organizations in the community to address the housing and supportive services of residents, and those with special housing needs. - Affordable Housing Preservation: Support the maintenance, rehabilitation, and continued long-term preservation of publicly subsidized rental housing affordable to lower-income and special needs households.
- Mobile Homes: Preserve the long-term affordability, condition, quality, and viability of mobile home parks in the community through rent stabilization and proactive maintenance and repair of units.
- Fair Housing. Promote equal and fair housing opportunities for residents from all walks of life to allow for adequate choice to purchase or rent a home or live in a neighborhood that is best suited to their individual needs.

Programs supporting this goal include:
- Homeownership Assistance: The Housing Division provides low-interest FTHB loans, as funds are available, to help individuals and families who wish to purchase a home but are unable to qualify and/or do not have the necessary down payment.

This program is designed to help persons who would not otherwise achieve the American dream of owning their own home.
- Rental Housing Assistance: The Housing Authority of San Bernardino County is responsible for implementing the Section 8 rental assistance program. Under this program, the Housing Authority extends rental subsidies to very-low-income households who spend more than 30% of their gross income on housing. - Acquisition of Existing Units for Affordable Housinq:The Housing Division oversees the management of 255 City-owned dwelling units which are generally contained within three apartment complexes: Magnolia Colony, Sunset Ridge, andThe Village.

A majority of 255 units are designated for up to low-income households. Magnolia Colony was constructed in 1960 and consists of 37 fourplexes on individual lots.The City owns 18 of the fourplexes,which were purchased in the early 2000's with Low- and Moderate-Income Housing Funds (LMIHF) and are restricted to up to low- income households. Seven of the fourplexes are owned by a private nonprofit that provides transitional housing and 11 are market rate properties that are individually owned by private parties.Through this program, the City will acquire the remaining 11 fourplexes to add to the City's affordable housing portfolio. 183

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- Housing Incentives: Upland implements a toolkit of incentives to facilitate the construction of affordable and market rate housing. These include a Density Bonus Ordinance, a minor modification and variance process, and lot consolidation efforts.

Financial assistance may also be provided subject to availability. - Mobile Home Rent Stabilization: The City's Mobile Home Rent Ordinance is intended to protect occupants from unreasonable rent increases while still recognizing the need for park owners to receive a reasonable return on investment and increase rents at a rate sufficient for covering the costs of repairs, maintenance, insurance, upkeep, and amenities. Under the Mobile Home Rent Ordinance, the annual rent increase is indexed to the Consumer Price Index.
- Affordable Housing at Risk of Conversion to Market Rate: The City periodically monitors its affordable housing projects to determine properties at risk of conversion.A total of 176 lower-income rental units are at risk of conversion by 2031.

In 2022 and each year thereafter, City staff will contact property owners to discuss options for extending affordability covenants for units at risk of conversion and will also notify qualified entities if a project is proposed for conversion. - Homeless Services and Facilities: The City seeks to proactively address the needs of the homeless population by encouraging production of emergency shelters, transitional housing, supportive housing, and single-room-occupancy units. - Administrative Capacity: The dissolution of Redevelopment Agencies and loss of funding has required many cities to look for ways to activate the nonprofit sector and seek to collaborate and leverage resources to address community needs.The City has many active nonprofit organizations to address local needs. As the City continues to realign resources, augmenting its administrative capacity is a key concern.The City will leverage available resources through annual outreach and coordination with local nonprofit organizations to maximize the benefits to lower- income households and persons with special needs.
- Housing for People with Disabilities or other Special Needs: The City encourages the provision of housing to serve the needs of persons with disabilities or other special needs, including residential care facilities, senior housing, transitional housing and supportive housing, and employee housing.
- Affirmatively Furthering Fair Housing: Upland implements programs to promote fair housing opportunities for all persons, regardless of protected status. As an entitlement jurisdiction, Upland prepares an Analysis of Impediments to Fair 184

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Housing Choice (Al) to periodically identify constraints or obstacles to fair housing opportunity. The City also contracts with the Inland Fair Housing and Mediation Board (IHFMB) to provide fair housing services that affirmatively further fair housing.
- Housing Outreach and Information: The City shall provide information about housing assistance,fair housing, housing resources,and housing programs through a wide variety of outreach methods.
- Housing Mobility:The City will strive to increase opportunities and promote housing mobility. Specifically, the City will strive to improve housing mobility and options north of Foothill Boulevard.To promote housing mobility in relatively higher income and lower density areas, the City will employ a variety of strategies to achieve the development of 150 units throughout the entirety of the planning period. - Place-Based Improvements in South Upland: Develop and continue programs and strategies to create place-based improvements through investments in the public right of way. The City will continue to prioritize CDBG funding in south Upland, communities south of Foothill Boulevard, and low-resource areas of the City, as well as annually work with the City Council to prioritize other funding sources in these areas.
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AP-85 Other Actions
In the implementation of the 2025-26Annual Action Plan (AAP), the City will invest CDBG resources to address obstacles to meeting underserved needs, reduce the number of poverty-level families, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

Actions planned to address obstacles to meeting underserved needs.

The primary obstacles to meeting the underserved needs of low- and moderate-income people include lack of funding from federal, state, and other local sources, the high cost of housing that is not affordable to low-income people, and the lack of availability of home improvement financing in the private lending industry.To address these obstacles, the City is investing CDBG funds through the 2025-26Annual Action Plan in projects that provide public and housing preservation services to low- and moderate-income people.To address underserved needs, the City is allocating 100 percent of its non-administrative CDBG investments for Program Year 2025-26 to projects and activities that benefit low- and moderate-income people.

Actions planned to foster and maintain affordable housing.

In the implementation of the 2025-26Annual Action Plan,the City will invest CDBG funds to preserve and maintain affordable housing through the City's Emergency Repair Program that will provide grants to low- income owners of single-family housing units in need of immediate or urgent repairs to the home.

Actions planned to reduce lead-based paint hazards.

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

Actions planned to reduce the number of poverty-level families.

The implementation of CDBG activities meeting the goals established in the Strategic Plan and this Annual Action Plan will help reduce the number of poverty-level families by supporting:
- Activities that expand access to housing that is affordable to low- and moderate- income households.
- A continuum of housing and public service programs to prevent and eliminate homelessness.
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- Housing preservation programs that ensure low-income households have a safe, decent, and appropriate place to live.
- Public services for low-and moderate-income residents including those with special needs
- Economic opportunity for business that will employ low- and moderate-income residents.

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

Actions planned to develop institutional structure.

The institutional delivery system in Upland is highly functioning and collaborative, particularly the relationship between local government and the nonprofit sector, which is comprised of a network of capable organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs, housing, and community and economic development activities that are implemented by the City support to enhance the institutional structure. The City will collaborate interdepartmentally, with residents, and with nonprofit agencies receiving CDBG funds through the 2025-26 Annual Action Plan to ensure the needs of low-and-moderate-income residents are met as envisioned within the 2025-2030 Consolidated Plan- Strategic Plan.

Actions planned to enhance coordination between public and private housing and social service agencies.

Communication and cooperation between the City Development Services Department and the partner agencies and organizations that administer activities is strong. City staff continues to work closely with the other organizations to improve regulatory compliance, monitoring, cooperation and partnerships among agencies and technical capacity of organizations involved in project delivery.

To enhance coordination between public and private housing and social service agencies, the City will continue consulting with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate-income residents in upland—particularly the CDBG low- and moderate- income areas.
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AP- 90 Program Specific Requirements
In the implementation of programs and activities under the 2025-26AnnualAction Plan,the City will follow all HUD regulations concerning the use of program income, forms of investment, and overall low-and-moderate-income benefit for the CDBG program.

Community Development Block Grant Program (CDBG) Reference 24 CFR 91 .220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in Table 64. Table 68 identifies program income that is available for use that is included in projects to be carried out.

Table 68-CDBG Requirements

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

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

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

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

5.The amount of income from float-funded activities 0 Total Program Income: $0
Table 69-Other CDBG Requirements

1.The amount of urgent need activities 0

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

3. Overall benefit period 2025, 2026, 2027
Discussion
In the implementation of programs and activities under the 2025-26AnnualAction Plan,the City will adhere to regulations set forth by the Community Planning and Development(CPD) agency within HUD.
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4��a �p19� CITY UPLAND
�5, _�� "The City of Gracious Living"
C,,tIFOB,S
'• Stanfrkrctill
DATE: April 28,2025
TO: MAYOR AND CITY COUNCIL
FROM: MICHAEL BLAY,CITY MANAGER
PREPARED BY:STEPHEN PARKER,CPA,ASSISTANT CITY MANAGER

STACI SULLIVAN,FINANCE MANAGER
SUBJECT: CONSIDER APPROVAL OF A RESOLUTION ADOPTING THE MASTER FEE SCHEDULE RECOMMENDED ACTION:

It is recommended that the City Council approve a Resolution adopting the Master Fee Schedule and amending citywide fees to cover the cost of services; and authorize the City Manager to adjust citywide user fees based on the January year-to-year increases in the local Consumer Price Index.

GOAL STATEMENT
The proposed action supports the City's goal of providing fiscal stewardship for the City of Upland.

BACKGROUND
On May 23,2022,the City Council approved Resolution No. 6658 adopting the Master Fee Schedule and directing the City Manager to return to Council within the next five years with a comprehensive Cost Allocation Plan and User Fee Study update. In the interim years,City Council authorized the City Manager to adjust Citywide user fees based on the January year-to-year increases in the local Consumer Price Index.

On August 14,2023,the City Council approved Resolution No. 6742 adopting a Master Fee Schedule.

The City's "Master Fee Schedule" combines listings of City fees into a single document. Periodic publication of a revised Master Fee Schedule is recommended to: 1)maintain appropriate recovery ratios of service costs; 2) add or delete fees for service; and/or 3)incorporate pre-existing fees and charges that have not previously been included in the published Fee Schedule.

California law permits local government agencies to recover the full cost of providing user-related services from those who receive the benefit of the service.User fee-related services are those services where the customer is identifiable, the service is measurable, and the service can be withheld for non-payment. Full cost is defined as including both direct and indirect costs(overhead)of the service.

The objective of establishing a user fee is to recover all or part of the cost of providing a requested service from those who benefit directly, so as to limit or avoid subsidizing the service through use of General Fund revenue. However, recovery of full cost is not always feasible,or advisable. In some cases,the City Council may decide to reduce costs rather than increase fees and/or continue some level of General Fund subsidy. Further,cities may not set user fees at higher than the cost of providing the service.

ISSUES AND ANALYSIS
The attached Master Fee Schedule incorporates a comprehensive study completed by each department in conjunction with the City's consultant Willdan Financial Services.

In compliance with City and/or State regulations several fees will remain the same despite the cost of providing the service increasing. Fees such as Civil Subpoenas, Subpoena Appearance, and Notary Fee will not go up as they are regulated by the state. Additionally,other fees are staying the same as last year,including the fees in the City Clerk's Office and Library Division.

A major modification of the fee schedule with this proposed action is that fees under the Development Services Department were updated from a per square-foot fee structure to a valuation-based approach. In addition,new fees

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were added in Recreation,Police,Planning,Economic Development,and Building. Other added fees were a result of new services being offered,as well as inclusion of other fines and user fees into the Master Fee Schedule.

In accordance with Government Code Section 66016(a), notice of the meeting to discuss potential increases in fees was sent at least 14 days in advance to all interested parties who had filed a written request for notice of the meeting on new or increased fees for service charges.

ENVIRONMENTAL DETERMINATION
The proposed action is not subject to the California Environmental Quality Act(CEQA). Section 15378 of the CEQA Guidelines defines a project subject to CEQA. The proposed action is not included within the definition of a"project" and thus is exempt.

FISCAL IMPACTS
The changes to the fees are intended to more accurately recover the cost of providing the service, and therefore, any revenue will have a budget-balancing effect.

ALTERNATIVES
Provide alternative direction to staff.

CEQA:Not a Project.

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

UPLAND, CALIFORNIA ADOPTING THE MASTER FEE

SCHEDULE AND AMENDING CITYWIDE FEES FOR THE COST

OF SERVICES
WHEREAS, California law permits local government agencies to recover the full cost of providing user-related services from those who receive the benefit of the service; and
WHEREAS, California law requires that user-related fees for City services not exceed the estimated cost of providing the service for which the fee is levied and that no fee or service charge or increase in an existing fee or charge to which the fee or service charge levied without the opportunity for the public to make oral or written comment at a regularly scheduled meeting of the City Council; and WHEREAS, fees set forth in the attached Master Fee Schedule and its exhibits do not exceed the estimated cost of the City providing services for which the fees are levied; and
WHEREAS, the Upland Municipal Code permits the City Council to establish the fees and charges provided herein by resolution; and WHEREAS, a copy of the Master Fee Schedule is on file in the City Clerk's office, the Upland Public Library, posted on the City's website, and has been made available for public review in accordance with State law; and NOW, THEREFORE, the City Council hereby finds, determines and resolves, as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. The attached Master Fee Schedule for Services and its various exhibits are herewith approved and adopted as the fees for various citywide regulatory activities and services.

Section 3. The City Finance Division shall be responsible for determining if any updates to this Master Fee Schedule are necessary and shall also be responsible for bringing such proposed updates to the City Council as needed.

Section 4. This Resolution shall prevail over any existing resolution in the event of a conflict.

Section 5. Compliance with California Environmental Quality Act. The City Council finds that this Resolution is not subject to the California Environmental Quality Act ("CEQA") pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has

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Resolution No.

Page 2 ends

no potential for resulting in physical change to the environment, directly or indirectly. Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 6. Certification. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 7. Severability. If any section, subsection, subdivision, sentence, or clause or phrase in this Resolution or any part thereof is for any reason held to be unconstitutional, invalid or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Resolution or any part thereof. The City Council hereby declares that it would have adopted each section irrespective of the fact that any one or more subsections, subdivisions, sentences, clauses, or phrases are declared unconstitutional, invalid, or ineffective.

Section 8. Effective Date. The fees adopted in this Resolution shall become effective on July 1, 2025 and shall remain in effect until repealed or amended.

PASSED, APPROVED AND ADOPTED this 28th day of April, 2025.

Bill Velto, Mayor
I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 28th day of April, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

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User Fee Study
W'wI LLD AN

FINANCIAL SERVICES

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TABLE OF CONTENTS

TABLE OF CONTENTS
Executive Summary 1
User Fee Background 2
Background 2
California User Fee History 2
Additional Policy Considerations 3
Study Objective 4
Scope of the Study 4
Aim of the Report 1
Project Approach and Methodology 2
Conceptual Approach 2
Fully Burdened Hourly Rates 2
Summary Steps of the Study 3
Allowable Costs 3
Methodology 4
Quality Control/Quality Assurance 4
Reasons for cost increases/decreases over current fees 4 City Staff Contributions 5
Upland User Fees 6
Cost Recovery 6
Subsidization 6
Impact on Demand (Elasticity) 7
Summary 7
City Clerk 8
Analysis 8
Finance 9
Analysis 9
Library 10
Analysis 10
Animal Services 11
�WILLDAN i Comprehensive User Fee Study
F.^ °• =E°° Page 369 of 458

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Analysis 11
Recreation 12
Analysis 12
Police 13
Analysis 13
Code Enforcement 14
Analysis 14
Planning 15
Analysis 15
Economic Development/Housing 16
Analysis 16
Building 17
Analysis 17
Development, Engineering,Traffic 19
Analysis 19
Water 20
Analysis 20
Sewer 21
Analysis 21
Appendix A—Total Allowable Cost to be Recovered 22 Appendix B—Fully Burdened Hourly Rates 23
Appendix C—Cost Recovery Analysis 29
�WILLDAN ii Comprehensive User Fee Study
F.^ °• =E°° Page 370 of 458

Executive Summary
The City of Upland engaged Willdan Financial Services (Willdan)to determine the full costs incurred by the City to support the various activities for which the City charges user fees. Due to the complexity and the breadth of performing a comprehensive review of fees, Willdan employed a variety of fee methodologies to identify the full costs of individual fee and program activities. This report and the appendices herein identify 100% full cost recovery for City services and the recommended level of recovery as determined through discussion with departmental staff.

The reality of the local government fee environment is that significant increases to achieve 100% cost recovery can often not be feasible, desirable, or appropriate depending on policy direction —particularly in a single year. The recommended fees identified herein are either at or less than full cost recovery.

WILLDAN 1 Comprehensive User Fee Study

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a,m
User Fee Background
Background
As part of a general cost recovery strategy,local governments adopt user fees to fund programs and services that provide limited or no direct benefit to the community as a whole. As cities struggle to maintain levels of service and variability of demand, they have become increasingly aware of subsidies provided by the General Fund and have implemented cost-recovery targets. To the extent that governments use general tax monies to provide individuals with private benefits, and not require them to pay the full cost of the service(and,therefore, receive a subsidy),the government is limiting funds that may be available to provide other community-wide benefits. In effect, the government is using community funds to pay for private benefit. Unlike most revenue sources, cities have more control over the level of user fees they charge to recover costs, or the subsidies they can institute.

Fees in California are required to conform to the statutory requirements of the California Constitution, Proposition 218, and the California Code of Regulations. The Code also requires that the City Council adopt fees by either ordinance or resolution, and that any fees in excess of the estimated total cost of rendering the related services must be approved by a popular vote of two-thirds of those electors voting because the charge would be considered a tax and not a fee.

California User Fee History
Before Proposition 13,California cities were less concerned with potential subsidies and recovering the cost of their services from individual fee payers. In times of fiscal shortages, cities simply raised property taxes, which funded everything from police and recreation to development-related services. However, this situation changed with the passage of Proposition 13 in 1978.

Proposition 13 established the era of revenue limitation in California local government. In subsequent years, the state saw a series of additional limitations to local government revenues. Proposition 4 (1979) defined the difference between a tax and a fee: a fee can be no greater than the cost of providing the service; and Proposition 218 (1996) further limited the imposition of taxes for certain classes of fees. As a result, cities were required to secure a supermajority vote in order to enact or increase taxes.Since the public continues to resist efforts to raise local government taxes, cities have little control and very few successful options for new revenues. Compounding this limitation, the State of California took a series of actions in the 1990's and 2000's to improve the State's fiscal situation—at the expense of local governments.As an example, in 2004-05, the Educational Revenue Augmentation Funds ("ERAF") take-away of property taxes and the reduction of Vehicle License Fees have severely reduced local tax revenues.

In addition, on November 2, 2010, California voters approved Proposition 26, the "Stop Hidden Taxes Initiative", which is aimed at defining "regulatory fees" as a special tax rather than a fee, thus requiring approval by two-thirds vote of local voters. These regulatory fees are typically intended to mitigate the societal and environmental impacts of a business or person's activities. Proposition 26 contains seven categories of exceptions. The vast majority of fees that cities would seek to adopt will most likely fall into one or more of these exemptions.

WILLDAIN 2 Comprehensive User Fee Study

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Additional Policy Considerations
The recent trend for municipalities is to update their fee schedules to reflect the actual costs of certain public services primarily benefitting users. User Fees recover costs associated with the provision of specific services benefiting the user,thereby reducing the use of General Fund monies for such purposes.

In addition to collecting the direct cost of labor and materials associated with processing and administering user services, it is common for local governments to recover support costs. Support costs are those costs relating to a local government's central service departments that are properly allocable to the local government's operating departments. Central services support cost allocations were incorporated using the resulting indirect overhead percentages determined through the Cost Allocation Plan. This plan was developed prior to the User Fee study to determine the burden placed upon central services by the operating departments in order to allocate a proportionate share of central service cost.

As labor effort and costs associated with the provision of services fluctuate over time, a significant element in the development of any fee schedule is that it has the flexibility to remain current. Therefore, it is recommended that the City include an inflationary factor in the resolution adopting the fee schedule to allow the City Council, by resolution, to annually increase or decrease the fees.

The City may employ many different inflationary factors. The most commonly used inflator is some form of the Consumer Price Index (CPI) as it is widely well known and accepted. A similar inflator is the implicit price deflator for GDP, which is much like the CPI except that while the CPI is based on the same "basket" of goods and services every year, the price deflators' "basket" can change year to year. Since the primary factor for the cost of a City's services is usually the costs of the personnel involved, tying an inflationary factor that connects more directly to the personnel costs can be suitable if there is a clear method, or current practice of obtaining said factor.

Each City should use an inflator that they believe works the best for their specific situation and needs. It is also recommended that the City perform this internal review annually with a comprehensive review of services and fees performed every three to five years,which would include adding or removing fees for any new or eliminated programs/services, as well as updating the underlying cost and personnel data.

WILLDAIN 3 Comprehensive User Fee Study

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a,m
Study Objective
As the City of Upland seeks to efficiently manage limited resources and adequately respond to increased service demands, it needs a variety of tools. These tools provide assurance that the City has the best information and the best resources available to make sound decisions, fairly and legitimately set fees, maintain compliance with state law and local policies, and meet the needs of the City administration and its constituency. Given the limitations on raising revenue in local government, the City recognizes that a User Fee Study is a very cost-effective way to understand the total cost of services and identify potential fee deficiencies. Essentially, a User Fee is a payment for a requested service provided by a local government that primarily benefits an individual or group.

The total cost of each service included in this analysis is based on the full cost of providing City services, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. This study determines the full cost recovery fee for the City to provide each service; however, each fee is set at the City's discretion, up to 100%of the total cost, as specified in this report.

The principal goal of the study was to help the City determine the full cost of the services that the City provides. In addition, Willdan established a series of additional objectives including:
• Developing a rational basis for setting fees
• Identifying subsidy amount, if applicable, of each fee in the model • Ensuring compliance with State law
• Developing an updatable and comprehensive list of fees • Maintaining accordance with City policies and goals The study results will help the City better understand its true costs of providing services and may serve as a basis for making informed policy decisions regarding the most appropriate fees, if any, to collect from individuals and organizations that require individualized services from the City.

Scope of the Study
The scope of this study encompasses a review and calculation of the user fees charged by the following Upland departments and fee groups:
• City Clerk • Planning
• Finance • Economic Development/Housing
• Library • Building
• Animal Services • Development, Engineering,Traffic • Recreation • Water
• Police • Sewer
• Code Enforcement
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The study involved the identification of existing and potential new fees, fee schedule restructuring, data collection and analysis, orientation and consultation, quality control, communication and presentations, and calculation of individual service costs (fees) or program cost recovery levels.

Aim of the Report
The User Fee Study focused on the cost of City services, as City staff currently provides them at existing, known, or reasonably anticipated service and staff levels. This report provides a summary of the study results, and a general description of the approach and methods Willdan and City staff used to determine the recommended fee schedule. The report is not intended to document all of the numerous discussions throughout the process, nor is it intended to provide influential dissertation on the qualities of the utilized tools, techniques, or other approaches.

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Project Approach and Methodology
Conceptual Approach
The basic concept of a User Fee Study is to determine the "reasonable cost" of each service provided by the City for which it charges a user fee.The full cost of providing a service may not necessarily become the City's fee, but it serves as the objective basis as to the maximum amount that may be collected.

The standard fee limitation established in California law for property-related (non-discretionary)fees is the "estimated, reasonable cost" principle. In order to maintain compliance with the letter and spirit of this standard, every component of the fee study process included a related review. The use of budget figures, time estimates, and improvement valuation clearly indicates reliance upon estimates for some data.

Fully Burdened Hourly Rates
The total cost of each service included in this analysis is primarily based on the Fully Burdened Hourly Rates (FBHRs)that were determined for City personnel directly involved in providing services.The FBHRs include not only personnel salary and benefits, but also any costs that are reasonably ascribable to personnel.The cost elements that are included in the calculation of fully burdened rates are:
• Salaries& benefits of personnel involved
• Operating costs applicable to fee operations
• Departmental support, supervision, and administration overhead • Internal Service Costs charged to each department
• Indirect City-wide overhead costs
An important factor in determining the fully burdened rate is in the calculation of productive hours for personnel. This calculation takes the available workable hours in a year of 2,080 and adjusts this figure to account for calculated or anticipated hours' employees are involved in non-billable activities such as paid vacation,sick leave,emergency leave, holidays,and other considerations as necessary. Dividing the full cost by the number of productive hours provides the FBHR.

The FBHRs are then used in conjunction with time estimates, when appropriate, to calculate a fees' cost based on the personnel and the amount of their time that is involved in providing each service.

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Summary Steps of the Study
The methodology to evaluate most User Fee levels is straightforward and simple in concept.The following list provides a summary of the study process steps:

Data Analysis Building Cost Layers Set Fees
Department Interviews Direct Services Define the Full Cost of Services
Time Estimates Indirect Services Set Cost Recovery Policy Labor Costs Department Overhead
Cost Allocation Plan City-Wide Overhead
Allowable Costs
This report identifies three types of costs that, when combined, constitute the fully burdened cost of a service (Appendix A). Costs are defined as
direct labor, including salary and benefits,
departmental overhead costs,and the City's
central services overhead, where Central Services
departmental and central service overhead Overheaerhea costs constitute support costs. These cost
types are defined as follows:

Direct Labor(Personnel Costs): The Departmental
• Overhead
costs related to staff salaries for
time spent directly on fee-related
services. Personnel Costs
• Departmental Overhead: A
[Salary&Benefits)
proportional allocation of
departmental overhead costs, including operation costs such as supplies and materials that are necessary for the department to function.
• Central Services Overhead: These costs, represent services provided by those Central Services Departments whose primary function is to support other City departments. The calculations utilized the de minimums rate of 10% proscribed by 2 CFR Part 200 Cost Principles for use in organizations that do not have a cost allocation plan.
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Methodology
The two methods of analysis for calculating fees used in this report are the:

Case Study Method (Standard Unit Cost Build-Up Approach): This approach estimates the actual labor and material costs associated with providing a unit of service to a single user.This analysis is suitable when City staff time requirements do not vary dramatically for a service, or for special projects where the time and cost requirements are easy to identify at the project's outset. Further, the method is effective in instances when a staff member from one department assists on an application, service or permit for another department on an as-needed basis. Costs are estimated based upon interviews with City staff regarding the time typically spent on tasks, a review of available records,and a time and materials analysis.

Programmatic Approach: In some instances,the underlying data is not available or varies widely, leaving a standard unit cost build-up approach impractical. In addition, market factors and policy concerns (as opposed to actual costs)tend to influence fee levels more than other types of services. Willdan employed a different methodology where appropriate to fit the programs' needs and goals. Typical programmatic approach cases are facility use fees, penalties, and instances where a program cost is divided over the user base to obtain a per applicant cost for shared cost services.

Quality Control/Quality Assurance
All study components are interrelated, thus flawed data at any step in the process will cause the ultimate results to be inconsistent and unsound. The elements of our Quality Control process for User Fee calculations include:
• Involvement of knowledgeable City staff
• Clear instructions and guidance to City staff
• Reasonableness tests and validation
• Normalcy/expectation ranges
• FTE balancing
• Internal and external reviews
• Cross-checking
Reasons for cost increases/decreases over current fees Within the fee tables in Appendix C, the differences are identified between the full costs calculated through the study and the fee levels currently in effect. The reasons for differences between the two can arise from a number of possible factors including:
• Previous fee levels may have been set at levels less than full cost intentionally, based on policy decisions
• Staffing levels and the positions that complete fee and service activity may vary from when the previous costs were calculated
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• Personnel and materials costs could have increased at levels that differed from any inflationary factors used to increase fees since the last study
• Costs that this study has identified as part of the full cost of services may not have been accounted for in a previous study
o Departmental overhead and administration costs
o Information Technology, Fleet, and Building Maintenance support costs o Indirect overhead from central service support
• Changes in processes and procedures within a department, or the City as a whole City Staff Contributions
As part of the study process, Willdan received tremendous support and cooperation from City staff, which contributed and reviewed a variety of components to the study, including:
• Budget and other cost data
• Staffing structures
• Fee and service structures, organization, and descriptions • Direct and indirect work hours (billable/non-billable) • Time estimates to complete work tasks
• Frequency and current fee levels
• Review of draft results and other documentation
A User Fee Study requires significant involvement of the managers and line staff from the departments— on top of their existing workloads and competing priorities. The contributions from City staff were critical to this study. We would like to express our appreciation to the City and its staff for their assistance, professionalism, positive attitudes, helpful suggestions, responsiveness, and overall cooperation.

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Upland User Fees
Cost Recovery
The cost recovery models, by department/division fee type,are presented in detail in Appendix C. Full cost recovery is determined by summing the estimated amount of time each position (in increments of minutes or hours) spends to render a service. Time estimates for each service rendered were predominately determined by Willdan and City Staff through a time and materials survey conducted for each department/division fee included in the study.The resulting cost recovery amount represents the total cost of providing each service.The City's current fee being charged for each service, if applicable, is provided in this section, as well, for reference.

It is important to note that the time and materials survey used to determine the amount of time each employee spends assisting in the provision of the services listed on the fee schedule is essential in identifying the total cost of providing each service. Specifically, in providing services, a number of employees are often involved in various aspects of the process, spending anywhere from a few minutes to several hours on the service.

The principal goal of this study was to identify the cost of City services, to provide information to help the City make informed decisions regarding the actual fee levels and charges. The responsibility to determine the final fee levels is a complicated task. City staff must consider many issues in formulating recommendations, and the City Council must consider those same issues and more in making the final decisions.

City staff assumes the responsibility to develop specific fee level recommendations to present to the City Council. Unfortunately,there are no hard and fast rules to guide the City, since many of the considerations are based on the unique characteristics of the City of Upland, and administrative and political discretion.

However, in setting the level of full cost recovery for each fee, one should consider whether the service solely benefits one end user or the general community.

Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. The general standard is that individuals (or groups) who receive a wholly private benefit should pay 100% of the full cost of the services. In contrast, services that are simply public benefit should be funded entirely by the general fund's tax dollars. Unfortunately, for the decision makers, many services fall into the range between these two extremes. The graphic on the following page illustrates the potential decision basis.

Further complicating the decision, opponents of fees often assert that the activities subject to the fees provide economic, cultural, "quality of life," or other community benefits that exceed the costs to the City.

It is recommended the City consider such factors during its deliberations regarding appropriate fee levels.

Of course, subsidization can be an effective public policy tool since it can be used to reduce fees to encourage certain activities (such as compliance inspections to ensure public safety) or allow some people to be able to afford to receive services they otherwise could not at the full cost. In addition, subsidies can WILLDAIN 6 Comprehensive User Fee Study

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be an appropriate and justifiable action, such as to allow citizens to rightfully access services, without burdensome costs.

Despite the intent, it is important for the City and public to understand that subsidies must be covered by another revenue source, such as the General Fund.Therefore,the general taxpayer will potentially help to fund private benefits, and/or other City services will not receive funds that are otherwise directed to cover subsidies.

Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services(higher fees)will eventually curtail the demand for the services; whereas lower fees may spark an incentive to utilize the services and encourage certain actions. Either of these conditions may be a desirable effect to the City. However, the level of the fees that would cause demand changes is largely unknown. The cost of service study did not attempt to evaluate the economic or behavioral impacts of higher or lower fees; nevertheless, the City should consider the potential impacts of these issues when deciding on fee levels.

Summary
If the City's principal goal of this study were to maximize revenues from user fees, Willdan would recommend setting user fees at 100%of the full cost identified in this study. However,we understand that revenue enhancement is not the only goal of a cost of service study, and sometimes full-cost recovery is not needed, desired, or appropriate. Other City and departmental goals, City Council priorities, policy initiatives, past experience, implementation issues, and other internal and external factors may influence staff recommendations and City Council decisions. City staff has reviewed the full costs and identified the "recommended fee levels" for consideration by City Council. The attached appendices exhibit these unit fees individually.

The preceding sections provide background for each department or division and the results of this study's analysis of their fees. For the full list of each fee and their analysis, refer to Appendix C of this report.

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City Clerk
The City Clerk's Office prepares Council meeting agendas and minutes, assists other departments with submission of staff reports and support documentation,advertises legal notices relating to Council agendas and other City issues, maintains advisory commissions' records and the City seal, and attests all City documents. As filing officer, the City Clerk oversees the filing requirements of the Fair Political Practices Commission, manages the City Conflict of Interest Code, and maintains the Upland Municipal Code and Zoning Code. The City Clerk's Office serves as the information center for City Hall and is responsible for all official City records such as ordinances, resolutions,deeds,agreements,and formal bid contracts.The office also coordinates the records management program for all City departments.

Analysis
Willdan individually reviewed the services associated with the City Clerk's Office.The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of services in City Clerk fees relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and pro-rata share of departmental costs, including indirect costs for City Central Services.

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Finance
The Finance Division provides a comprehensive financial accounting and reporting system that meets the information requirements of its users, and complies with all applicable laws and regulations, including Generally Accepted Accounting Principles (GAAP). In advising City officials on the City's financial position and condition,the Division provides timely financial information necessary for decision-making, and assists City staff in implementing and developing appropriate internal controls and financial systems.

Analysis
Willdan individually reviewed the services associated with the Finance Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of services in Finance fees relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and pro-rata share of departmental costs, including indirect costs for City Central Services.

Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. This analysis has shown that the costs associated with Finance are generally greater than the amounts charged for a majority of fees. It is recommended that the City set Finance fees at the levels detailed in Appendix C. As a result, there would be:
• an increase to the Business License Application and Solicitor's ID Badge fees; • the credit card convenience fee would decrease by .02%; • 8 fees would remain as currently set, and;
• the average estimated fee increase would be around 7%.

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Library
The Upland Public Library provides services to assist the community in obtaining information that meets their personal, educational, and recreational needs. The Library serves as a learning and cultural resource center for all residents and businesses. The Library provides reference services that include periodicals, audiovisual, and youth services. Staff answer reference questions, selects materials, maintains collections, and assists the public in the use of the library. Other activities include acquiring and cataloging library materials in all formats, maintaining bibliographic databases for public access, processing library materials for public use, and preserving the collections in good physical condition.

Analysis
No analysis was made of the Library fees and are recommended to remain as currently set.

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Animal Services
The City of Upland Animal Services is committed to providing top-notch service for the animals in the community.

Analysis
Willdan individually reviewed the services associated with Animal Services.The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of services in Animal Services fees relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and pro-rata share of departmental costs, including indirect costs for City Central Services.

Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. This analysis has shown that the costs associated with Animal Services are not in line with the cost of providing service. For fees that are set by the third-party vendor,the suggested fee is listed as set by vendor. The suggested fees in Appendix C were set to set impound fees at a lower rate and to establish an animal boarding fee at$20 per day. As a result,there would be:
• Adoption, microchipping, and vaccination fees are set by third party vendor; • an increase to 1 fee which is the Animal Boarding fee; • 3 impound fees and Lost Dog Tag would decrease;
• 22 fees would remain as currently set, and;
• the average fee change would be a decrease of around 12%.

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Recreation
The Recreation and Community Services Division is committed to creating community through people, parks, programs,and events.The purpose is to provide unique opportunities which enrich the quality of life for Upland residents by promoting, health and wellness, inclusion, and human development; offer leisure activities which continually reflect the desires and evolving trends of our richly diverse community; to maintain clean,safe,and accessible recreation facilities thus enhancing the desirability of the City as a place to live; strengthen community image.

Analysis
Willdan individually reviewed the services and programs associated with the Recreation Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of most Recreation programs encompassed facility rentals and other recreation services. The fee for use for government owned facilities and property can be set discretionally by the City, typically based on past usage characteristics, policy goals, and surrounding jurisdiction comparison. The cost of capital acquisition, maintenance, repair, and upgrade to the City and subsequently the public is offset through rental or use fees. As such these fees should be set using the knowledge of activity use for the facilities, policy desires of the City, and market factors when desirable. It is generally accepted that some Recreation programs provide a measure of public benefit to the residents and City as a whole, and as such is it common for services to bear significant subsidies. In addition, cities generally want to ensure that their programs and services remain affordable to the community at large, and that the programs remain competitive with surrounding jurisdictions. The analysis included a cost recovery analysis for Recreation as a whole and it was determined to be about 20%. The suggested fees detailed in Appendix C would result in:
• An increase for 2 fees for Premier Baseball and Softball field usage; • 3 new fees, Baldy View Dog Park and Basketball Court Rentals, will be added, and; • The remaining fees would remain as currently set.

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Police
The mission of the Upland Police Department is to maintain public order following established ethical and constitutional guidelines in partnership with the community. The established guidelines enable the Department to provide a safe and peaceful environment for community members.

Analysis
Willdan individually reviewed the services and programs associated with the Police Department.The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The services included in Police are a mixture of fines and user fees. Fines are set to deter the listed activities, and the analysis of the user fees relied primarily upon a standard unit cost build-up approach,whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that current fees are currently subsiding the cost of service.The suggested fees in Appendix C were set to limit any fee increase to 50%or the full cost(whichever is less) based on the full cost calculation.As a result,there would be:
• an increase to 19 fees;
• 4 fees would decrease;
• 13 fees would remain as currently set;
• the average estimated fee change would be an increase of around 12%, and; • For the Parking Citation Bail schedule:
o an increase to 11 penalties;
o 4 penalties would decrease, and;
o the remaining penalties in the Parking Citation Bail Schedule would remain as currently set.

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Code Enforcement
The Code Enforcement Unit is responsible for maintaining the City's motto, "The City of Gracious Living." Code Enforcement Officers are 133 tasked with the responsibility of protecting property values and eliminating blight through the enforcement of the City's Municipal Code. A Analysis
Willdan individually reviewed the services and programs associated with Code Enforcement. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The services included in Code Enforcement are a mixture of citations and user fees. Citations can be set to deter the listed activities, and the analysis of the user fees relied primarily upon a standard unit cost build- up approach. There are no recommended changes to the fee schedule other than setting the Non- Refundable Administrative Fee at full cost, which increases the fee from $110 to $210. Citations listed are listed at$0.

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Planning
The Planning Division of the City's Development Services Department is primarily responsible for developing and maintaining the City's General Plan (a comprehensive plan for growth and development) as required by state law; developing specific plans, neighborhood plans, master plans, and special studies as needed; and participating in regional transportation and land use plans. In addition, the division is responsible for maintaining the zoning ordinance and map; processing development applications as part of the "one-stop permit" center; providing customer assistance; conducting development review; reviewing improvement plans, building permits, and business licenses for compliance with City regulations; enforcing the zoning and subdivision codes; and completing special projects as needed. The division also carries out environmental reviews as required by the California Environmental Quality Act (CEQA) and provides environmental data and information on current State requirements to City departments and the public. As the community grows,the Planning Division assists the City in maintaining its quality of life by meeting the needs for long-range land use, circulation, and public facilities. In doing this, the division provides a professional level of development services support to the public,applicants,City departments,Airport Land Use Committee, Planning Commission, and the City Council. The Upland General Plan is the official document used by the City's decision-makers and citizens to guide the long-range development of land and the conservation of resources in Upland. It is the key document with which all other City ordinances and policies must be consistent. It is the City's "blueprint" for the future and provides the bridge between the community's values and development decisions to be made by the City. The Planning Division is also responsible for processing new development applications.The processing of new development applications includes the review of preliminary plans, holding hearings for the public review and comment on proposals, and overseeing the implementation of development to ensure that it is constructed in accordance with all City requirements.

Analysis
Willdan individually reviewed the services and programs associated with the Planning Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Planning Services relied primarily upon a standard unit cost build-up approach,whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that flat rate fees are currently both set below and above the full cost of providing the service. The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result,there would be:
• an increase to 54 fees;
• 10 fees would decrease;
• 3 new fees will be added;
• 22 fees would remain as currently set, and;
• the average estimated fee increase would be around 33%.

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Economic Development / Housing
The Economic Development Division is responsible for developing and administering fiscally sound programs to stimulate economic activity and enhance City revenues. The Economic Development Division will implement the goals and objectives as stated within the adopted 5-year Economic Development Action Plan. A main activity is business attraction, retention, and expansion by promoting and assisting primary commercial districts in a manner that benefits the residents and general community. Economic Development is also responsible for management and administration of City-owned properties.

Analysis
Willdan individually reviewed the services and programs associated with the Economic Development Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Economic Development Services relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged,whether the current fee is recovering the costs associated with the requested service.The analysis found that flat rate fees were mostly set below the full cost of providing the service.The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result,there would be:
• an increase to 9 fees;
• 1 fee would decrease;
• 3 new fees will be added;
• 7 fees would remain as currently set, and;
• the average estimated fee increase would be around 18%.

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Building
The Building Division ensures that the physical development of structures complies with building codes.

This is accomplished by reviewing plans prior to construction and performing inspections during the construction process. The Building Division also reviews soil conditions, construction methods, and materials to ensure the health and safety of building occupants. The Division also conducts occupancy inspections for new businesses seeking establishment within the City.The mission of the Division is to make sure buildings and sites in Upland are safe and habitable structures where people can live, work, and play.

In cooperation with the Planning and Engineering Divisions, and other agencies,our obligation is to enforce the intent of legally established codes and regulations without unnecessary impact on owners, builders, and designers. We strive to be proactive, creative, helpful, and responsive with an emphatic understanding of customer needs. We encourage willing compliance through the promotion of public awareness and administer regulations in a thorough,fair, and unbiased manner.The Building Division is responsible for the adoption and enforcement of the California Building Code, California Residential Code, California Electrical Code, California Plumbing Code, 104 California Mechanical Code, California Energy Code, California Green Building Standards Code and other State and Federal Construction Standards referenced in these state codes. Enforcement of the minimum construction provisions cited in these model codes and referenced standards will establish requirements to safeguard the public health, safety, and general welfare of our residents. This is accomplished through structural strength, means of egress facilities, stability, sanitation, adequate lighting and ventilation, energy conservation, and the safety of life and property from fire and other hazards attributed to the building environment. Other areas of consideration for construction standards include safety provisions for fire fighters and emergency responders during emergency operations.

Analysis
Willdan individually reviewed the services and programs associated with the Building Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Building services relied primarily upon a standard unit cost build-up approach (except for fees related to the Building Permit program), whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and pro-rata share of departmental costs, including indirect costs for City Central Services. The analysis found that services are currently set below the full cost of providing them. The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result,there would be:
• an increase to 48 fees;
• 18 fees would decrease;
• 2 fees would remain as currently set;
• 92 new fees would be added, and;
• the average estimated fee increase would be around 1%for flat fees.

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For building permit fees, the City currently utilizes a square footage-based fee structure that determines the fee amount based on the total square footage and type of construction for each permit. Staff and Willdan are recommending that the City convert to the use of a valuation-based approach to calculating building permit fees. This method is an industry standard that is widely used by other jurisdictions to calculate building permit fees. Conceptually,the valuation approach is based upon the understanding that, the larger and more complex a project is, the more time and effort that is required to provide plan check and inspection services.The 1997 Uniform Building Code provided the initial recommended building permit fees based on valuation including a tiered structure to account for increasing economies of scale as project sizes get larger so that the cost and effort involved with providing service decreases as the project size increases.The original tiers have been adjusted for inflation and local conditions in our analysis. Historical development projects and annual valuation were used to establish an annual estimate of project volume that the City receives to calculate an average multiplier that recovers the cost of service per dollar of project valuation.The average cost recovery multiplier determined for the building permit was .0200 and .0130 for plan check. Put another way for every dollar of project valuation it was determined that the City should recover$.02 in cost for the Building Permit.

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Development, Engineering, Traffic
The Engineering Division provides the planning, design, bidding, construction management, and inspection for all City-sponsored improvement projects within the public right-of-way.

Analysis
Willdan individually reviewed the services and programs associated with Development, Engineering, and Traffic. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Development, Engineering,Traffic Services relied primarily upon a standard unit cost build- up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that most current fee levels are subsidizing the cost of service. The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result,there would be:
• an increase to 45 fees;
• 6 fees would decrease;
• 3 fees would change to a flat fee from an Actual or Consultant Cost fee; • 3 fees would remain as currently set, and;
• the average estimated fee increase would be around 28%for flat service fees.

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Water
The Water Division produces, treats, stores, and distributes adequate supplies of safe, wholesome water for consumption and fire fighting in the most efficient and cost-effective way possible. It is responsible for maintaining water quality that continues to meet State and Federal Drinking Water Standards, and in most cases, produces water that is treated to a higher degree than required. The Water Division has also established an asset protection and management plan to ensure infrastructure is effectively renewed, replaced,and maintained.Additional assignments of the Water Division are asset maintenance for the City's sewer infrastructure; this includes cleaning, customer service, proactive maintenance and emergency response maintenance.

Analysis
No analysis was made of the Water fees and are recommended to remain as currently set except an increase to the Turn-Off Water 8AM—4:30PM and Turn-On Reconnection Fee 8AM—4:30PM from $60 to$75.

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Sewer
The Sewer Division is responsible for providing sewage collection and disposal for residents and businesses.

The Division is responsible for the beneficial use of the City's sewer system at an equitable cost. This includes the planning, administration, and identification of rehabilitation and CIP projects. Staff conducts CCTV camera inspection, administers lining projects for rehabilitation, and inspects sewer construction and maintenance projects. Additional responsibilities of the Sewer Division include the implementation of a comprehensive program for storm water pollution control to reduce, prevent, and eliminate the contamination of surface and ground water. The Sewer Division works closely with its wastewater treatment purveyor, Inland Empire Utilities Agency (IEUA) on various issues pertaining to wastewater disposal, including all costs associated with the wastewater treatment. The City pays IEUA for the acquisition, construction, maintenance, and operation of facilities within the regional sewer system.These costs include costs for wastewater treatment, reuse, and disposal of treated effluent, based on the City's pro-rata share of all net audited costs incurred by IEUA in the maintenance and operation of its regional sewage program. The Sewer Division is responsible for the administration of the City's Storm Water Program, including the development of management plans to capture storm water surface runoff for groundwater recharge. Compliance with the State's requirements for the management and operation of sewer collection systems including regular updates to the Sewer System Management Plan, are of utmost importance.This includes the regular update of sewer modeling for hydraulic evaluation (shared with other Public Works Divisions)and project identification for the inclusion in the CIP.The Division's activities include applying for grants to fund pertinent projects when available,as well as the implementation of the Recycled Water Program.

Analysis
No analysis was made of the Sewer fees and are recommended to remain as currently set.

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Appendix A - Total Allowable Cost to be Recovered
Below are the total department costs for those departments included in the fee study. However, only a percentage of the total cost is realized as staff does not just work on services related to User Fees, but also works on an array of other City functions during the operational hours of the City. The amounts listed below will not reconcile to City budgets as costs that should not be included in overhead for personnel in the application of determining fully burdened hourly rates were excluded. Examples of these costs are capital, debt, monetary transfers, passthrough contract costs, and any other costs that are charged directly to the service requestor.

City of Upland - User Fee
Overhead Rate Calculations
Department ISF Cost
Operations& Department Allocated Overhead Allocation Department Total Personnel Administration Overhead% Charges % Overhead% 101:ACCOUNTING SERVICES 798,281 441,969 55% 685,370 86% 0% 101:CITY ADMINISTRATION 331,830 164,200 49% 139,450 42% 0% 101:CITY CLERK 263,810 68,110 26% 145,230 55% 0% 101:COMMUNITY SERVICES 1,275,280 840,613 66% 922,450 72% 14% 101:DEVELOPMENT SERVICES 1,262,300 974,470 77% 725,750 57% 14% 101:HUMAN RESOURCES 342,350 167,420 49% 192,960 56% 0% 101:POLICE 19,101,041 2,891,400 15% 7,692,560 40% 10% 101:PUBLIC WORKS 2,114,290 1,393,470 66% 163,470 8% 13% 201:HOUSING FUND 788,790 45,060 6% 383,550 49% 6% 640:WATER UTILITY 4,977,204 2,446,250 49% 1,342,030 27% 7% 641:SOLID WASTE UTILITY 637,960 298,006 47% 129,110 20% 4% 645:SEWER UTILITY 1,824,515 954,375 52% 557,130 31% 7% 752:FLEET MANAGEMENT 339,470 103,000 30% 89,910 26% 0% 753:INFORMATION SYSTEMS 554,887 412,920 74% 170,390 31% 0% 754:BUILDING MAINT&OPERATIONS 642,869 631,500 98% 133,400 21% 0% fWILLDAN 22 Comprehensive User Fee Study

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Appendix B — Fully Burdened Hourly Rates
Below are fully burdened hourly rates (FBHR's) of staff positions that provide for the services detailed in Appendix C.The FBHR's were used to determine the full cost of each service.They include the salary and benefit costs for each position as well as all applicable overhead amounts for each position as determined by the department they are assigned to. Refer previously to Appendix A for identifying the percentage overheads for each department. For any user fee service request that is outside the scope of the fees detailed in Appendix C,or for services for which there is no fee currently set,the City can notify and charge up to the full cost of the personnel,third party, or material cost involved to the service requestor.

City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
101: ACCOUNTING SERVICES Acct-Accountant II $141.47 101: ACCOUNTING SERVICES Acct-Accounting Supervisor $237.75 101: ACCOUNTING SERVICES Acct-Accounting Technician $134.96 101: ACCOUNTING SERVICES Acct-Assistant City Manager $476.63 101: ACCOUNTING SERVICES Acct-Budget Coordinator $180.95 101: ACCOUNTING SERVICES Acct-Business License Inspector $146.01 101: ACCOUNTING SERVICES Acct-Customer Service Specialist I $109.64 101: ACCOUNTING SERVICES Acct-Customer Service Specialist II $122.41 101: ACCOUNTING SERVICES Acct-Executive Assistant I $163.30 101: ACCOUNTING SERVICES Acct-Finance Manager $271.07 101: ACCOUNTING SERVICES Acct-Payroll Technician $130.78 101: ACCOUNTING SERVICES Acct-Senior Accountant $173.11 101: ACCOUNTING SERVICES Acct-Senior Accounting Technician $149.39 101: ACCOUNTING SERVICES Acct-Senior Customer Service Specialist $148.44 101: ACCOUNTING SERVICES Acct-Utility Billing&Customer Service Supervisor $205.25 101: CITY ADMINISTRATION Admin-Assistant City Manager $378.40 101: CITY ADMINISTRATION Admin-City Manager $454.50 101: CITY ADMINISTRATION Admin-Communications Information Specialist $40.44 754: BUILDING MAINT&OPERATIONS Bldg Maint-Facilities Coordinator $109.67 754: BUILDING MAINT&OPERATIONS Bldg Maint-Facilities Technician $119.66 754: BUILDING MAINT&OPERATIONS Bldg Maint-Operations Supervisor $155.36 101: CITY CLERK Clerk-City Clerk $231.82
101: CITY CLERK Clerk-Deputy City Clerk $119.45 101: CITY CLERK Clerk-Senior Administrative Assistant $101.28 101: COMMUNITY SERVICES CS-Assistant City Manager $536.88 101: COMMUNITY SERVICES CS-Recreation and Community Services Supervisor $217.18 101: COMMUNITY SERVICES CS-Recreation Coordinator $173.96 101: COMMUNITY SERVICES CS-Senior Administrative Assistant $157.95 101: DEVELOPMENT SERVICES DS-Administrative Assistant $128.67 101: DEVELOPMENT SERVICES DS-Associate Engineer $228.42 W-
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City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
101: DEVELOPMENT SERVICES DS-Associate Planner $173.96 101: DEVELOPMENT SERVICES DS-Budget Specialist $151.76 101: DEVELOPMENT SERVICES DS-Building Inspector II $189.63 101: DEVELOPMENT SERVICES DS-Building Official $265.67 101: DEVELOPMENT SERVICES DS-Development Services Director $441.32 101: DEVELOPMENT SERVICES DS-Development Services Specialist $169.65 101: DEVELOPMENT SERVICES DS-Development Services Technician II $162.35 101: DEVELOPMENT SERVICES DS-Economic Development Coordinator $223.57 101: DEVELOPMENT SERVICES DS-Engineering Technician $173.01 101: DEVELOPMENT SERVICES DS-Housing Manager $307.63 101: DEVELOPMENT SERVICES DS-Management Analyst II $193.53 101: DEVELOPMENT SERVICES DS-Planning Manager $316.22 101: DEVELOPMENT SERVICES DS-Plans Examiner $185.66 101: DEVELOPMENT SERVICES DS-Principal Engineer $316.44 101: DEVELOPMENT SERVICES DS-Senior Building Inspector $220.21 101: DEVELOPMENT SERVICES DS-Senior Planner $243.43 752: FLEET MANAGEMENT Fleet-Budget Specialist $105.24 752: FLEET MANAGEMENT Fleet-Equipment Mechanic $85.52 752: FLEET MANAGEMENT Fleet-Lead Equipment Mechanic $103.97 752: FLEET MANAGEMENT Fleet-Operations Manager $173.37 752: FLEET MANAGEMENT Fleet-Operations Supervisor $111.27 201: HOUSING FUND Fund 201-Housing Coordinator $143.86 201: HOUSING FUND Fund 201-Housing Manager $189.22 101: HUMAN RESOURCES HR-Assistant City Manager $405.59 101: HUMAN RESOURCES HR-Deputy Director of Human Resources/Risk Management $285.91 101: HUMAN RESOURCES HR-Human Resources Analyst II $160.22 101: HUMAN RESOURCES HR-Human Resources Technician $123.37 101: HUMAN RESOURCES HR-Office Assistant $97.04 753: INFORMATION SYSTEMS IS-Assistant City Manager $405.31 753: INFORMATION SYSTEMS IS-Executive Assistant I $138.87 753: INFORMATION SYSTEMS IS-IT Manager $253.97 753: INFORMATION SYSTEMS IS-IT Specialist $126.78 101: POLICE Police-Animal Services Officer $87.89 101: POLICE Police-Animal Services Supervisor $112.01 101: POLICE Police-Background Investigator $114.47 101: POLICE Police-Budget Specialist $94.80 101: POLICE Police-Code Enforcement Officer $87.15 101: POLICE Police-Communications Information Specialist $36.18 101: POLICE Police-Crime and Intelligence Analyst $140.53 101: POLICE Police-Crime Prevention-Community Outreach Specialist $103.91 101: POLICE Police-Customer Service Specialist I $77.86 101: POLICE Police-Customer Service Specialist II $86.93 101: POLICE Police-Forensic Technician $83.31 101: POLICE Police-Park Ranger $77.41 101: POLICE Police-Parking Control Aide $82.90 WILLDAN 24 Comprehensive User Fee Study
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City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
101: POLICE Police-Police Captain $369.76 101: POLICE Police-Police Chief $427.75 101: POLICE Police-Police Civilian Investigator $117.31 101: POLICE Police-Police Corporal $182.15 101: POLICE Police-Police Detective $215.77 101: POLICE Police-Police Dispatch Supervisor $129.44 101: POLICE Police-Police Dispatcher II $86.23 101: POLICE Police-Police Lieutenant $332.95 101: POLICE Police-Police Officer $159.11 101: POLICE Police-Police Records Supervisor $111.28 101: POLICE Police-Police Records Technician II $86.89 101: POLICE Police-Police Sergeant $245.81 101: POLICE Police-Police Service Technician $89.17 101: POLICE Police-Property and Evidence Clerk $85.72 101: POLICE Police-Senior Administrative Assistant $104.89 101: POLICE Police-Senior Customer Service Specialist $105.42 101: POLICE Police-Senior Police Records Technician $90.84 101: POLICE Police-Utility Billing&Customer Service Supervisor $145.76 101: PUBLIC WORKS PW-Administrative Assistant $102.11 101: PUBLIC WORKS PW-Associate Engineer $199.10 101: PUBLIC WORKS PW-Budget Specialist $132.13 101: PUBLIC WORKS PW-Cross Connection Control Technician $136.71 101: PUBLIC WORKS PW-Engineering Manager $266.30 101: PUBLIC WORKS PW-Maintenance Coordinator $125.14 101: PUBLIC WORKS PW-Maintenance Worker II $94.45 101: PUBLIC WORKS PW-Management Analyst II $154.89 101: PUBLIC WORKS PW-Operations Manager $217.66 101: PUBLIC WORKS PW-Operations Supervisor $156.44 101: PUBLIC WORKS PW-Public Works Director $318.92 101: PUBLIC WORKS PW-Public Works Inspector II $140.46 101: PUBLIC WORKS PW-Senior Administrative Assistant $120.22 101: PUBLIC WORKS PW-Senior Engineer $215.17 101: PUBLIC WORKS PW-Utility Worker II-Sewer $131.29 645: SEWER UTILITY Sewer-Accountant II $115.05 645: SEWER UTILITY Sewer-Accounting Supervisor $193.34 645: SEWER UTILITY Sewer-Accounting Technician $109.30 645: SEWER UTILITY Sewer-Administrative Assistant $101.73 645: SEWER UTILITY Sewer-Assistant City Manager $387.61 645: SEWER UTILITY Sewer-Associate Engineer $165.86 645: SEWER UTILITY Sewer-Budget Coordinator $147.15 645: SEWER UTILITY Sewer-Budget Specialist $131.64 645: SEWER UTILITY Sewer-Business License Inspector $118.74 645: SEWER UTILITY Sewer-City Clerk $251.43 645: SEWER UTILITY Sewer-City Manager $465.56 645: SEWER UTILITY Sewer-City Treasurer $40.36 'WIWI 25 Comprehensive User Fee Study
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City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
645: SEWER UTILITY Sewer-Communications Information Specialist $41.43 645: SEWER UTILITY Sewer-Customer Service Specialist I $89.16 645: SEWER UTILITY Sewer-Customer Service Specialist II $99.55 645: SEWER UTILITY Sewer-Deputy City Clerk $129.56 645: SEWER UTILITY Sewer-Deputy Director of Human Resources/Risk Management $273.24 645: SEWER UTILITY Sewer-Engineering Manager $265.32 645: SEWER UTILITY Sewer-Engineering Technician $127.16 645: SEWER UTILITY Sewer-Environmental Compliance Inspector II $116.43 645: SEWER UTILITY Sewer-Environmental Compliance Program Manager $232.58 645: SEWER UTILITY Sewer-Executive Assistant I $132.80 645: SEWER UTILITY Sewer-Executive Assistant to the CM $187.44 645: SEWER UTILITY Sewer-Finance Manager $220.44 645: SEWER UTILITY Sewer-Human Resources Analyst II $156.60 645: SEWER UTILITY Sewer-Human Resources Technician $117.91 645: SEWER UTILITY Sewer-Maintenance Worker II $97.54 645: SEWER UTILITY Sewer-Management Analyst II $154.32 645: SEWER UTILITY Sewer-Office Assistant $92.74 645: SEWER UTILITY Sewer-Operations Manager $216.86 645: SEWER UTILITY Sewer-Operations Supervisor $128.42 645: SEWER UTILITY Sewer-Payroll Technician $106.35 645: SEWER UTILITY Sewer-Principal Engineer $232.58 645: SEWER UTILITY Sewer-Public Works Director $317.75 645: SEWER UTILITY Sewer-Regulatory Compliance Specialist $149.42 645: SEWER UTILITY Sewer-Senior Accountant $140.78 645: SEWER UTILITY Sewer-Senior Accounting Technician $121.49 645: SEWER UTILITY Sewer-Senior Administrative Assistant $117.79 645: SEWER UTILITY Sewer-Senior Customer Service Specialist $120.72 645: SEWER UTILITY Sewer-Senior Engineer $214.38 645: SEWER UTILITY Sewer-Utilities Manager $231.71 645: SEWER UTILITY Sewer-Utilities Supervisor-Sewer/Storm Drain $181.19 645: SEWER UTILITY Sewer-Utility Billing&Customer Service Supervisor $166.92 645: SEWER UTILITY Sewer-Utility Worker II-Sewer $121.82 641: SOLID WASTE UTILITY Solid Waste-Accountant II $101.86 641: SOLID WASTE UTILITY Solid Waste-Accounting Supervisor $171.18 641: SOLID WASTE UTILITY Solid Waste-Accounting Technician $94.73 641: SOLID WASTE UTILITY Solid Waste-Administrative Assistant $90.07 641: SOLID WASTE UTILITY Solid Waste-Assistant City Manager $343.17 641: SOLID WASTE UTILITY Solid Waste-Budget Coordinator $130.28 641: SOLID WASTE UTILITY Solid Waste-Budget Specialist $116.55 641: SOLID WASTE UTILITY Solid Waste-Business License Inspector $105.12 641: SOLID WASTE UTILITY Solid Waste-City Clerk $222.60 641: SOLID WASTE UTILITY Solid Waste-City Manager $412.17 641: SOLID WASTE UTILITY Solid Waste-City Treasurer $35.74 641: SOLID WASTE UTILITY Solid Waste-Communications Information Specialist $36.68 641: SOLID WASTE UTILITY Solid Waste-Customer Service Specialist I $78.94 'WIWI 26 Comprehensive User Fee Study
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City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
641: SOLID WASTE UTILITY Solid Waste-Customer Service Specialist II $87.31 641: SOLID WASTE UTILITY Solid Waste-Deputy Director of Human Resources/Risk Manageme $241.91 641: SOLID WASTE UTILITY Solid Waste-Executive Assistant I $117.58 641: SOLID WASTE UTILITY Solid Waste-Executive Assistant to the CM $165.95 641: SOLID WASTE UTILITY Solid Waste-Finance Manager $195.16 641: SOLID WASTE UTILITY Solid Waste-Human Resources Technician $104.39 641: SOLID WASTE UTILITY Solid Waste-Management Analyst II $120.82 641: SOLID WASTE UTILITY Solid Waste-Office Assistant $82.11 641: SOLID WASTE UTILITY Solid Waste-Operations Supervisor $113.70 641: SOLID WASTE UTILITY Solid Waste-Payroll Technician $94.16 641: SOLID WASTE UTILITY Solid Waste-Public Works Director $281.31 641: SOLID WASTE UTILITY Solid Waste-Senior Accountant $124.63 641: SOLID WASTE UTILITY Solid Waste-Senior Accounting Technician $107.56 641: SOLID WASTE UTILITY Solid Waste-Senior Administrative Assistant $106.04 641: SOLID WASTE UTILITY Solid Waste-Senior Customer Service Specialist $106.87 641: SOLID WASTE UTILITY Solid Waste-Utility Billing&Customer Service Supervisor $147.78 640: WATER UTILITY Water-Accountant II $110.96 640: WATER UTILITY Water-Accounting Supervisor $186.47 640: WATER UTILITY Water-Accounting Technician $105.73 640: WATER UTILITY Water-Administrative Assistant $98.11 640: WATER UTILITY Water-Assistant City Manager $373.82 640: WATER UTILITY Water-Associate Engineer $161.48 640: WATER UTILITY Water-Budget Coordinator $141.92 640: WATER UTILITY Water-Budget Specialist $126.96 640: WATER UTILITY Water-Business License Inspector $114.51 640: WATER UTILITY Water-Chief Water Treatment Operator $202.41 640: WATER UTILITY Water-City Clerk $242.48 640: WATER UTILITY Water-City Manager $448.99 640: WATER UTILITY Water-City Treasurer $38.93 640: WATER UTILITY Water-Communications Information Specialist $39.95 640: WATER UTILITY Water-Cross Connection Control Technician $131.36 640: WATER UTILITY Water-Customer Service Specialist I $85.99 640: WATER UTILITY Water-Customer Service Specialist II $95.11 640: WATER UTILITY Water-Deputy City Clerk $124.95 640: WATER UTILITY Water-Deputy Director of Human Resources/Risk Management $263.51 640: WATER UTILITY Water-Engineering Manager $255.88 640: WATER UTILITY Water-Engineering Technician $122.64 640: WATER UTILITY Water-Environmental Compliance Program Manager $224.30 640: WATER UTILITY Water-Executive Assistant I $128.08 640: WATER UTILITY Water-Executive Assistant to the CM $180.77 640: WATER UTILITY Water-Finance Manager $212.60 640: WATER UTILITY Water-Human Resources Analyst II $151.03 640: WATER UTILITY Water-Human Resources Technician $113.71 640: WATER UTILITY Water-Lead Utility Worker-Water $130.00 640: WATER UTILITY Water-Lead Water Meter Technician $125.81 'WIWI 27 Comprehensive User Fee Study
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City of Upland - User Fee
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Position Hourly Rate
640: WATER UTILITY Water-Lead Water Treatment Operator $143.55 640: WATER UTILITY Water-Maintenance Worker II $89.79 640: WATER UTILITY Water-Management Analyst II $148.83 640: WATER UTILITY Water-Office Assistant $89.44 640: WATER UTILITY Water-Operations Manager $209.14 640: WATER UTILITY Water-Operations Supervisor $123.85 640: WATER UTILITY Water-Payroll Technician $102.57 640: WATER UTILITY Water-Principal Engineer $224.30 640: WATER UTILITY Water-Public Works Director $306.44 640: WATER UTILITY Water-Public Works Inspector II $134.96 640: WATER UTILITY Water-Regulatory Compliance Specialist $144.10 640: WATER UTILITY Water-Senior Accountant $135.77 640: WATER UTILITY Water-Senior Accounting Technician $117.17 640: WATER UTILITY Water-Senior Administrative Assistant $113.92 640: WATER UTILITY Water-Senior Customer Service Specialist $116.42 640: WATER UTILITY Water-Senior Engineer $206.75 640: WATER UTILITY Water-Utilities Manager $223.46 640: WATER UTILITY Water-Utilities Supervisor $170.86 640: WATER UTILITY Water-Utility Billing&Customer Service Supervisor $160.98 640: WATER UTILITY Water-Utility Worker II-Water $107.05 640: WATER UTILITY Water-Water Meter Technician $100.80 640: WATER UTILITY Water-Water Treatment Operator II $135.59 Fully Burdened
Department Position Hourly Rate
Contract
101: PUBLIC WORKS Interim Public Works Director $198.43 640: WATER UTILITY Utilities Manager $145.02 101: DEVELOPMENT SERVICES Permit Technician/Building $79.60 101: DEVELOPMENT SERVICES Permit Technician/Building $96.66 101: DEVELOPMENT SERVICES Plans Examiner(Sr. Plan Chek Engineer)/Building $150.20 101: DEVELOPMENT SERVICES Building Official/Building $164.90 101: DEVELOPMENT SERVICES Rehab. Program Administrator/Housing& Economic Development $136.46 101: DEVELOPMENT SERVICES Weed Abatement Coordinator/Housing/Weed Abatement $73.92 101: DEVELOPMENT SERVICES Project Planner/Planning $181.95 Attorney $355.00
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a,m
Appendix C — Cost Recovery Analysis
The following tables provide the results of the analysis, resulting full cost recovery amount, and recommended fees. For fees in which the full cost, existing fee and suggested fee is listed as "NA", the amount or percentage was not calculable based on cost data or variable fee structure. This is most common when either the current or the suggested fee includes a variable component that is not comparable on a one to one basis, a full cost was not calculated (for penalties,fines, and facility use), or when there is not a current fee amount to compare against.

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City Clerk
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee 0 1 Photocopies $0.25 Each $1.94 87% $0.25 $0.00 2 Political Reform Act Reports and Statements $0.10 Each NA NA $0.10 $0.00 3 Notary Fee $15.00 Each Set by state NA NA $15.00 $0.00 4 _Loan Reconveyance $320.00 $680.28 53% $320.00 $0.00 5 Request for Copies
6 Flash drive $7.50 for PRA requests that are $33.76 78% $7.50 $0.00 too large to email
7 Request for Appearance/Records
Based on info provided by
8 Request for Records(Subpoena-records) $15.00 Each $104.70 86% $15.00 $0.00 the courts
Based on info provided by
9 Subpoena-Appearance-City Employee $150.00 Per Day NA NA $150.00 $0.00 the courts
10 Subpoena-Appearance-Peace Officers $275.00 Per Day NA NA $275.00 $0.00 30 Page 404 of 458

Administrative Services-Finance
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 1 Business License:

Add 20%overhead when
2 License Application $16.00 Each provided HDL charge to $20.05 0% $20.00 $4.00 City
3 State CASp Fee $4.00 Each per AB 1379 NA NA $4.00 $0.00 4 Lien/Assessment Filing Fee $84.00 Each plus County Cost $205.25 59% $84.00 $0.00 5 Lien Release Fee $22.00 Each plus County Cost $51.31 57% $22.00 $0.00 6 Assessment correction fee $41.00 Each plus County Cost $102.63 60% $41.00 $0.00 Add 20%overhead when
7 Solicitor's Identification Badge-for 30 days $11.00 Each provided HDL charge to $146.01 83% $25.00 $14.00 City
8 Return Check Charge-1st Occurrence $25.00 Each NA NA $25.00 $0.00 9 Return Check Charge-2nd Occurrence $35.00 Each NA NA $35.00 $0.00 10 FTB License Program Cost $10.00 each NA NA $10.00 $0.00 11 Yard Sale Permit $9.00 Each $27.41 67% $9.00 $0.00 12 Credit Card Convenience Fee 2.15% 2.13% 0% 2.13% $0.00 31 Page 405 of 458

Library
# Fee Description Current Fee/Charge Unit Full Cost Subsidy% Suggested Fee Fee A 1 Overdue Fines:
2 All books(unless specified on this schedule) $0.00 Day(after 3 week loan) NA NA $0.00 $0.00 3 Audio-visual materials $0.00 Day(after 1 week loan) NA NA $0.00 $0.00 4 DVD $0.00 Day(after 1 week loan) NA NA $0.00 $0.00 5 Replacement Costs:

All materials(unless specified on this Retail Price+$5.00 $5+ Retail Price of o Retail Price+$5.00 6 schedule) Processing Fee Item material 0% Processing Fee $0.00 7 Other fees:
8 Obituary requests $20.00 Item $20.00 0% $20.00 $0.00 9 Historic photograph request $45.00 Item $45.00 0% $45.00 $0.00 10 Replacement charge for Library Card $2.00 Item $2.00 0% $2.00 $0.00 11 Replacement charge for Item Barcodes $2.50 Item $2.50 0% $2.50 $0.00 _ Up to replacement cost
Up to replacement cost of
12 Damaged library materials fee Each NA NA of item+$5.00 $0.00 item
_ processing fee
13 Photocopy Request(includes 1st page) $0.15 Each $0.15 0% $0.15 $0.00 Black&White
14 Photocopy Request(includes 1st page) $0.75 Each $0.75 0% Color $0.75 $0.00
32 Page 406 of 458

Animal Services
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A I
1 Animal Control Fees:
2 Animal License(1 Year):
3 Altered $24.00 Each NA NA $24.00 $0.00 4 Unaltered $50.00 Each NA NA $50.00 $0.00 5 'Altered-Senior rate(65 yrs.and over) $10.00 Each $21.97 54% I$10.00 $0.00 6 Animal License(2 Year):
7 Altered $48.00 Each NA NA $48.00 $0.00 8 Unaltered $100.00 Each NA NA $100.00 $0.00 9 ,Altered-Senior rate(65 yrs.and over) $20.00 Each $21.97 9% 1$20.00 $0.00 10 Animal License(3 Year):
11 Altered $72.00 Each NA NA I$72.00 $0.00 12 Unaltered $150.00 Each NA NA $150.00 _ $0.00 13 Altered-Senior rate(65 yrs.and over) $30.00 Each NA NA $30.00 $0.00 14 Microchipping of dogs-Resident Set by Vendor Each NA NA Set by Vendor $0.00 15 Microchipping of dogs-Non-resident Set by Vendor Each NA NA Set by Vendor $0.00 16 Lost Dog Tag $18.25 Per household $21.97 18% $18.00 -$0.25 /address
17 Vaccinations* Set by Vendor Each NA NA Set by Vendor $0.00 18 Animal Late Registration** $40.00 Each NA NA $40.00 $0.00 19 Adoption Fees:
20 Dog-Mixed breed/Purebred(includes spay/neutering fee) Set by Vendor Each NA NA Set by Vendor $0.00 21 Cat-Mixed breed/Purebred(includes spay/neutering fee) Set by Vendor Each NA NA Set by Vendor _$0.00 22 Senior Rate
23 Dog-Mixed Breed/Purebred(includes spay/neutering fee) Set by Vendor Each NA NA Set by Vendor $0.00 24 Cat-Mixed Breed/Purebred(includes spay/neutering fee) Set by Vendor Each NA NA Set by Vendor $0.00 25 Adoption Amendments Set by Vendor Each NA NA Set by Vendor $0.00 26 Veteran Rate
27 Dog-Mixed Breed/Purebred(includes spay/neutering fee) Set by Vendor Each $185.10 NA Set by Vendor $0.00 28 Cat-Mixed Breed/Purebred(includes spay/neutering fee) Set by Vendor Each $185.10 NA Set by Vendor $0.00 29 Impounds and Releases:(Altered)
30 1st time $110.00 Per household $70.04 7% /address $65.00 -$45.00
31 2nd time $110.00 Per household $70.04 7% _ /address $65.00 -$45.00 Per household
32 3rd time+ $110.00 Includes penalty $70.04 NA-Penalty $65.00 -$45.00 /address
33 Page 407 of 458

Animal Services
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 33 Impounds and Releases:(Unaltered)1
37 Owner Initiated Impound NA Each $70.04 NA-Penalty NA $0.00 Fee is in addition to
impound/release fees for animals
38 Animal Boarding NA Per day kept at the shelter waiting for NA NA $20.00 $20.00 owners to reclaim them. No
other Animal Boarding services
are provided.
39 Animal pickup and disposal $50.00 Each $61.69 19% $50.00 $0.00 (*)Subject to sales tax.
(**)This is a penalty,not a fee.
(1)This fee is comprised of a state mandated portion based on CA Food/Agric Code 30804.7 and 31751.7(eff.01/01/00),an unaltered fee base and a CA Gov't allowed unaltered fee. 34 Page 408 of 458

Recreation
# Fee Description Current Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 1 Trips and Excursions Actual Cost+12% 14% NA Actual Cost+12% $0.00 _ Admin Fee Admin Fee
Actual Cost+30% Actual Cost+30% $0.00
2 Recreation Contract Classes 80% NA Admin Fee Admin Fee
3 Upland Community Foundation Skate Park $150.00 Per Hour(5 Hr Min) NA NA $150.00 $0.00 4 Baldy View Dog Park New per hour minimum 5 hours NA NA $150.00 NA 5 Sports Fields:
6 Field or Park Site Permits $10.00 Each Request _ $86.98 89% $10.00 $0.00 7 Sports Fields key deposit $100.00 Deposit NA NA $100.00 $0.00 8 Sports Fields(CBSOs) $3.00 Per Hour,Per Field NA NA $3.00 $0.00 9 Sports Fields(Non-Resident Youth Sports Organizations) $15.00 Per Hour,Per Field NA NA $15.00 $0.00 Sports Fields(Private Reservations or For-Profit Sports 10 $30.00 Per Hour,Per Field NA NA $30.00 $0.00 Organizations)
11 Basketball Court Rental
12-7CBSOs New per hour/per court NA NA $4.00 NA 13 Non-resident,Private,Adult Sports Reservations New per hour/per court NA NA $20.00 NA 14 Sports Field Lights:
15 Softball&Baseball Fields(CBSOs) $4.00 Per Hour NA NA $4.00 $0.00 Softball&Baseball Fields(Non-Resident Youth Sports
16 $20.00 Per Hour NA NA $20.00 $0.00 Organizations)
Softball&Baseball Fields(Private Reservations or For-Profit 17 $20.00 Per Hour NA NA $20.00 $0.00 Sports Organizations) _
18 Cabrillo Park Soccer Complex-North Side(CBSOs) $2.75 Per Hour NA NA $2.75 $0.00 Cabrillo Park Soccer Complex-North Side (Non-Resident Youth 19 $25.00 Per Hour NA NA $25.00 $0.00 Sports Organizations)
Cabrillo Park Soccer Complex-North Side(Private Reservations 20 $25.00 Per Hour NA NA $25.00 $0.00 or For-Profit Sports Organizations)
21 Cabrillo Park Soccer Complex-South Side(CBSOs) $5.00 Per Hour NA NA $5.00 $0.00 Cabrillo Park Soccer Complex-South Side(Non-Resident Youth 22 $25.00 Per Hour NA NA $25.00 $0.00 Sports Organizations)
Cabrillo Park Soccer Complex-South Side(Private Reservations 23 $25.00 Per Hour NA NA $25.00 $0.00 or For-Profit Sports Organizations)
24 Premier Baseball Field $100.00 Per Hour min 4 hrs NA NA $150.00 $50.00 25 Premier Softball Field $100.00 Per Hour min 4 hrs NA NA $150.00 $50.00 35 Page 409 of 458

Recreation
# Fee Description Current Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 26 Park Facility Usage Fee:
27 Atwood Kitchen&Picnic Area(includes stage)* $40.00 Per hour(4 hour min) NA NA $40.00 $0.00 28 Greenbelt Picnic Area $30.00 Per hour(4 hour min) NA NA $30.00 $0.00 29 Sheltered Gazebos* $30.00 Per hour(4 hour min) NA NA $30.00 $0.00 30 All Other Picnic Facilities* $15.00 Per hour(4 hour min) NA NA $15.00 $0.00 31 Park Monitor Fee* $45.00 Per hour $75.88 41% $45.00 $0.00 32 Bouncer and Specialized Entertainment Equipment Permit Fee $30.00 Each Request NA NA $30.00 $0.00 33 Non-Upland Resident $30.00 Each Request NA NA $30.00 $0.00 34 Park Security Deposit:
35 ,1-50 people $50.00 Deposit NA NA $50.00 $0.00 36 51-100 people $100.00 Deposit NA NA $100.00 $0.00 37 100+people $200.00 Deposit NA NA $200.00 $0.00 38 (*)Plus Security deposit
39 Gibson Senior Center Dining Room Rental:
40 CBSOs and UUSD See Facility Rentals NA NA See Facility Rentals $0.00 41 Upland Residents or Businesses See Facility Rentals NA NA See Facility Rentals $0.00 42 Non-Resident or For-Profit Organizations See Facility Rentals NA NA See Facility Rentals $0.00 43 Gibson Senior Center Arts&Crafts Room or Game Room Rental:
44 CBSOs and UUSD See Facility Rentals NA NA See Facility Rentals $0.00 45 Upland Residents or Businesses See Facility Rentals NA NA See Facility Rentals $0.00 46 Non-Resident or For-Profit Organizations See Facility Rentals NA NA See Facility Rentals $0.00 36 Page 410 of 458

Recreation
# Fee Description Current Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 47 (*)Plus Security deposit
48 Magnolia Recreation Center Room Rental(North or South Hall):
49 CBSOs and UUSD See Facility Rentals NA NA See Facility Rentals $0.00 50 Upland Residents or Businesses See Facility Rentals NA NA See Facility Rentals $0.00 51 Non-Resident or For-Profit Organizations See Facility Rentals NA NA See Facility Rentals $0.00 52 Landecena Community Building-Main Room
1 53 CBSOs and UUSD See Facility Rentals NA NA See Facility Rentals $0.00 54 Upland Residents or Businesses See Facility Rentals NA NA See Facility Rentals $0.00 55 Non-Resident or For-Profit Organizations See Facility Rentals NA NA See Facility Rentals $0.00 56 Landecena Community Building-Room A
57 CBSOs and UUSD See Facility Rentals NA NA See Facility Rentals $0.00 58 Upland Residents or Businesses See Facility Rentals NA NA See Facility Rentals $0.00 59 Non-Resident or For-Profit Organizations See Facility Rentals NA NA See Facility Rentals $0.00 60 Facility&Park Rental Fees/Deposits:
61 Facility Rental Application Fee $10.00 Each Request $86.98 89% $10.00 $0.00 62 Administration Fee(Required if Alcohol is to be Served) $50.00 Each Request $123.18 59% $50.00 $0.00 only when alcohol is
63 Security Deposit $500.00 Refundable NA NA $500.00 $0.00 present
64 Damage Deposit-Facilities $500.00 Refundable NA NA $500.00 $0.00 65 Special Services Fee** $100.00 Each Request $236.92 58% $100.00 $0.00 66 Change Fee $10.00 Each Request $43.49 77% $10.00 $0.00 67 Facility Cancellation Fee*** $100.00 Each Request NA NA $100.00 $0.00 68 Passports:
69 Passport Photos $12.00 2 Photos $23.61 49% $12.00 $0.00 70 Passport Acceptance Fee $35.00 Each includes postage $74.46 53% $35.00 $0.00 I Current Postage
71 Overnight Postage Current Postage Rate Each NA NA $0.00 Rate
37 Page 411 of 458

Recreation
# Fee Description Current Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 72 Andrew Carnegie Library and Cultural Center:

See Recreation See Recreation
73 Great Room Rental Rate NA NA $0.00 Facility Rentals Facility Rentals
74 Downstairs Conference Room * $50.00 Flat fee NA NA $50.00 $0.00 75 West Courtyard* $200.00 Flat fee NA NA $200.00 $0.00 76 Special Service Fee $100.00 Hour $236.92 58% $100.00 $0.00 77 Site Supervisor Fee $45.00 Per hour $70.08 36% $45.00 $0.00 78 Damage Deposit $500.00 Refundable NA NA $500.00 $0.00 (*)The downstairs conference room and/or West Courtyard must be rented in conjunction with the Great Room (**)Landecena/Senior Center
(***)If cancelled,in person,at least two weeks before event. 38 Page 412 of 458

Recreation Division Facility Rentals
Minimum 4 hour Rental
Veteran's Veteran's
Carnegie-Great Carnegie-Great Gibson- Gibson- Gibson- Gibson- Magnolia-North Magnolia-North Magnolia-South Magnolia-South Magnolia- Magnolia- Landecena-Main Landecena-Main Monument- Monument- Room Room Dining Hall Dining Hall Arts/Crafts Arts/Crafts Hall Hall Hall Hall Courtyard Courtyard Hall Hall Courtyard Courtyard Each Each Each Each Each Each Each Each Each Each Each Each Each Each Each Each lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I lst4 Add'I 1st4 Add'I hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour hours hour Current Suggested Fee Current Suggested Fee Current Suggested Fee Current Suggested Fee Current Suggested Fee Current Suggested Fee Current Suggested Fee Current Suggested Fee Fee/Charge gg Fee/Charge gg Fee/Charge Fee/Charge gg Fee/Charge gg Fee/Charge gg Fee/Charge gg Fee/Charge gg Free Free Free Free Free Free Free Free Free Free Free Free $ 100 $ 60 $ 100 $ 60 N/A N/A N/A N/A $ 75 $ 20 $ 75 $ 20 $ 50 $ 15 $ 50 $ 15 Free Free $ 75 $ 15 $ 75 $ 15 Free Free $ 300 $120 $ 300 $120 $ 250 $ 40 $ 250 $ 40 $ 225 $ 40 $ 225 $ 40 $ 60 $ 15 $ 60 $ 15 $ 250 $ 40 $ 250 $ 40 $ 60 $ 15 $ 60 $ 15 $ 500 $150 $ 500 $150 $ 300 $ 40 $ 300 $ 40 $ 275 $ 40 $ 275 $ 40 $ 120 $ 30 $ 120 $ 30 $ 300 $ 40 $ 300 $ 40 $ 120 $ 30 $ 120 $ 30 Group Definitions:

Facility Use
Group 1 Internal
-City of Upland sponsored and co-sponsored classes,events,and programs,and governmental agencies serving Upland residents.

Group 2 Upland Community Based Organizations(CBOs)and Upland Unified School District -CBO:A 501(c)(3)organization indicating status as an Upland based non-profit on their Articles of Incorporation.A copy of their articles of incorporation shall be submitted as a condition of an organization receiving classification in this group.Organizations must be in good standing with all state and federal agencies.

Group 3 Upland Residents or Businesses
Group 4 Non-Resident or For-Profit Organizations
Athletic Facility Use
Group 1 Internal and UUSD
-City of Upland sponsored and co-sponsored classes,events,and programs,and governmental agencies serving Upland residents,and Upland Unified School District.

Group 2 Upland Community Based Sports Organizations(CBSOs). -CBSO:A 501(c)(3)youth organizations comprised of at least 75%overall Upland residents conducting activities open to the general public and offered to all youth in the community(recreational leagues).

Group 3 Non-Resident Youth Sports Organizations
-Youth organizations holding activities not offered to all youth in the community with closed or invitation-only signups,who accept participants on their ability to play(travel/club teams) Group 4 Private Reservations or For-Profit Sports Organizations Facility Rental Fees/Deposits: Current Amount Suggested Amount Site Supervisor $45 per hr $45 per hr
Special Services $100 $100
Damage Deposit $250 refundable $500 refundable Administration fee if serving
alcohol $50 $50
Security Deposit $500 refundable $500 refundable Cancellation Fee $100 $100
39 Page 413 of 458

Police
Current
# •Fee Description Fee/Charge Unit _Notes Full Cost Subsidy% Suggested Fee Fee 0 1 Alarm Fees:
2 Alarm Permit:
3 Residential $78.00 Each NA NA $78.00 $0.00 4 Commercial $78.00 Each NA NA $78.00 $0.00 5 No Permit Fine $25.00 Each NA NA $25.00 $0.00 6 Renewal $10.00 Each NA NA $10.00 $0.00 7 False Alarms:
8 1st time $0.00 Per response $177.08 100% $0.00 $0.00 9 2nd time $68.00 Per response $200.88 63% $75.00 $7.00 10 3rd time $150.00 Per response $229.58 4% $220.00 $70.00 11 4th time $230.00 Per response $257.58 3% $250.00 $20.00 12 5th time + $250.00 Per response $264.58 2% $260.00 $10.00 13 False 9-1-1 Calls $270.00 Each $169.90 6% $160.00 -$110.00 14 Crime &Traffic Report $20.00 Each $57.90 48% $30.00 $10.00 15 DUI Charges $20.00 Each NA NA $20.00 $0.00 16 Blood/Alcohol analysis $200.00 Each NA NA $200.00 $0.00 17 ABC Letter $38.00 Each $34.96 3% $34.00 -$4.00 18 Party Fee $145.00 Each NA NA $145.00 $0.00 19 Booking Fee (Recovery) $186.00 Each NA NA $186.00 $0.00 20 Civil Subpoenas $275.00 Each GC 68097.2 NA NA $275.00 $0.00 21 Carry Concealed Weapon:
22 New Permit $248.00 Each $385.39 4% $370.00 $122.00 23 Renewal Permit $173.00 Each $275.93 9% $250.00 $77.00 25 Conduct Letter $31.00 Each $55.64 28% $40.00 $9.00 26 Bicycle License- 1 year $11.00 Each $20.06 50% $10.00 -$1.00 27 Bicycle License - Renewal/Transfer $5.00 Each $10.03 25% $7.50 $2.50 28 Vehicle Impound Release $270.00 Each $448.37 33% $300.00 $30.00 29 Administrative Tow Hearing $60.00 Each $162.26 45% $90.00 $30.00 40 Page 414 of 458

Police
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee 0 30 Vehicle Storage Fee
31 Car/Motorcycle $55.00 Per day, per vehicle $122.47 35% $80.00 $25.00 32 Motor home or larger $104.00 Per day, per vehicle $148.99 13% $130.00 $26.00 33 Vehicle Repossession Fee $15.00 Each VC 41612 $79.46 81% $15.00 $0.00 34 Subpoena Duces Tecum $37.00 $81.42 39% $50.00 $13.00 35 Photographs-Small $60.00 Each $96.16 6% $90.00 $30.00 36 Photographs- Enlarged $60.00 Each $96.16 6% $90.00 $30.00 37 Photos (CD/DVD) $80.00 Each $96.16 6% $90.00 $10.00 38 Vehicle Parking Violations:
39 Citation Sign Off(Non-Resident) $25.00 Each $30.00 0% $30.00 $5.00 40 Citation Sign Off(Resident) $20.00 Each $29.31 15% $25.00 $5.00 Citation Sign Off Handicap Parking(Non-
41 $25.00 Each VC 22507.8 (a) $29.31 15% $25.00 $0.00 Resident)
Citation Sign Off Handicap Parking
42 $25.00 Each VC 22507.8 (a) $29.31 15% $25.00 $0.00 (Resident)
43 Duplicate Citations $30.00 Each $20.06 0% $20.00 -$10.00 41 Page 415 of 458

Parking Citation Bail Schedule
Passenger Commercial
Current Fee/Charge Current Fee/Charge Vehicle Vehicle Passenger Commercial # Fee Description Passenger Vehicle Unit Commercial Vehicle Unit Notes Full Cost Subsidy% Suggested Fee Suggested Fee Fee A Fee A 1 UMC Bail Schedule: I I I 2 Commercial Vehicle in Residential District $0.00 I Each $75.00 I Each IUMC 10.08.150A NA NA $0.00 $100.00 '$0.00 '$25.00 3 Commercial Vehicle in Commercial District over 4 Hours $0.00 Each $75.00 Each UMC 10.08.150E NA NA $0.00 $100.00 $0.00 $25.00 4 Vehicle on Street over 72 hours $50.00 Each $75.00 Each UMC 10.36.050 NA NA $56.00 $75.00 $6.00 $0.00 5 Violation of Sign Posted/Curb Marking $50.00 Each $75.00 Each UMC 10.40.010 NA NA $50.00 $75.00 $0.00 $0.00 6 City Park-Designated Area Only $50.00 Each $75.00 Each UMC 10.40.090 NA NA $50.00 $75.00 $0.00 $0.00 7 Alley Parking Prohibited $50.00 Each $75.00 Each UMC 10.40.100 NA NA $50.00 $75.00 $0.00 $0.00 _ 8 Not Connected for Electric Charging Purposes $75.00 Each $100.00 Each UMC 10.40.180 NA NA $75.00 $100.00 $0.00 $0.00 9 Permit Parking Only $50.00 Each $75.00 Each UMC 10.44.050 NA NA $50.00 $75.00 $0.00 $0.00 _ 10 2 Hour Parking Only $50.00 Each $75.00 Each NA NA $50.00 $75.00 $0.00 $0.00 11 Stop/Stand/Park at Red Curb $50.00 Each $75.00 Each UMC 10.48.030 NA NA $50.00 $75.00 $0.00 $0.00 12 Commercial Vehicle/Equipment on Private Property or $50.00 Each $75.00 Each UMC 8.12.020C NA NA $0.00 $100.00 -$50.00 $25.00 Residential District
13 Unpaved Parking $50.00 Each $75.00 Each UMC 8.12.020F NA NA $50.00 $75.00 $0.00 $0.00 14 Inoperative Vehicle on Private Property $150.00 Each $150.00 Each UMC 8.12.020G NA NA $50.00 $150.00 -$100.00 $0.00 15 Late Penalty $40.00 Each $40.00 Each NA NA $50.00 $50.00 $10.00 $10.00 16 CA State Bail Schedule:

Vehicle Code
17 High School Parking $50.00 Each $75.00 Each 21113(a) NA NA $50.00 $75.00 $0.00 $0.00 Vehicle Code
18 On or Across Sidewalk $50.00 Each $75.00 Each 22500(f) NA NA $50.00 $75.00 $0.00 $0.00 Vehicle Code
19 Designated Fire Lane $50.00 Each $75.00 Each NA NA $100.00 $100.00 $50.00 $25.00 22500.1
Vehicle Code
20 Right Wheels over 18"from Right Curb $50.00 Each $75.00 Each 22502(a) NA NA $50.00 $75.00 $0.00 $0.00 Vehicle Code
21 Designated Disable Space $400.00 Each $400.00 Each NA NA $400.00 $400.00 $0.00 $0.00 22507.8(a)
22 Stop/Park within 15'of Fire Hydrant $50.00 Each $75.00 Each Vehicle Code NA NA $75.00 $75.00 $25.00 $0.00 22514
Vehicle Code
23 Blocking a Driveway $50.00 Each $75.00 Each 22500€ NA NA $50.00 $75.00 $0.00 $0.00 24 Display of Vehicle License Plate $125.00 Each $135.00 Each Vehicle Code 5200 NA NA $100.00 $135.00 -$25.00 $0.00 25 Registration Tabs Required $125.00 Each $135.00 Each Vehicle Code NA NA $100.00 $135.00 -$25.00 $0.00 5204(a)
26 Parking Within 20'of Marked/Unmarked Crosswalks $77.50 each $77.50 each AB 413 NA NA $77.50 $77.50 $0.00 $0.00 27 All Other Violation $50.00 Each $75.00 Each NA NA $50.00 $75.00 $0.00 $0.00 28 Late Penalty $40.00 Each $40.00 Each NA NA $50.00 $50.00 $10.00 $10.00 29 Late Penalty(Designated Disable Space) $150.00 Each $150.00 Each NA NA $150.00 $150.00 $0.00 $0.00 42 Page 416 of 458

Code Enforcement
Current
# Fee Description Fee/Charge Unit Full Cost Subsidy% Suggested Fee Fee 0 1 Administrative Citation Fee:
2 Electronic Citation $0.00 Each NA NA $0.00 $0.00 3 Manual Citation $0.00 Each NA NA $0.00 $0.00 4 Communication Fee $0.00 Each NA NA $0.00 $0.00 5 Administrative Hearing Fee:
6 Administrative Process/Request Fee $0.00 Each NA NA $0.00 — $0.00 Not to exceed per
7 Hearing Officer Actual Cost NA NA Actual Cost $0.00 hour
8 Non-Refundable Administrative Fee $110.00 Each $210.17 100% $210.00 $100.00 9 Collection Fees:
10 Franchise Tax Board -SSN $0.00 Per SSN NA NA $0.00 $0.00 11 Credit/Debit Card transaction Fee charged to the Citee $0.00 Each NA NA $0.00 $0.00 12 Credit/Debit Chargeback Fee charged to Citee $0.00 Each NA NA $0.00 $0.00 13 Fee for Payment Plan Initiated by Citee $0.00 Each NA NA $0.00 $0.00 43 Page 417 of 458

Planning
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 1 Adult Businesses _
2 Adult Business-Conditional Use Permit $7,480.00 Each $9,304.62 0% $9,300.00 $1,820.00 3 Adult Business Extension of Amortization $8,530.00 Each $10,769.35 0% $10,760.00 $2,230.00 4 Accessory Dwelling Unit(ADU) Permit $860.00 Each $1,161.60 0% $1,160.00 $300.00 5 Airport Land Use Committee Review $3,450.00 Each $5,091.13 0% $5,090.00 $1,640.00 6 Annexation Request(applicant requested) $10,590.00 Each $17,313.60 8% $15,880.00 $5,290.00 7 Appeals to Planning Commission:
8 Public Hearing item $4,630.00 Each $6,190.87 0% $6,190.00 $1,560.00 9 _ Public Hearing Item(SFR) $3,290.00 Each $3,920.55 0% $3,920.00 $630.00 10 Appeals to City Council:
11 Public Hearing Item $5,360.00 Each $6,480.74 0% $6,480.00 $1,120.00 J 12 Public Hearing Item(SFR) $3,660.00 Each $4,036.46 0% $4,030.00 $370.00 13 Bonds and Documents:
14 Bond Agreements(Deposit Per consultamts Est.) Deposit Varies Each NA NA Deposit Varies $0.00 15 Covenants and Easements $2,760.00 Each _ $3,434.89 0% $3,430.00 $670.00 16 Contract Review $2,810.00 Each $5,278.00 20% $4,210.00 $1,400.00 17 _Conditional Use Permits:
18 _ Conditional Use Permit or Modification $4,860.00 Each $7,224.21 0% $7,220.00 $2,360.00 19 Continuation of Public Hearing:
20 Renotice Required $2,130.00 Each $1,837.30 0% $1,830.00 -$300.00 21 No Renotice Required $1,820.00 Each $1,740.53 0% $1,740.00 -$80.00 22 Development Agreement Deposit Varies Each NA NA Deposit Varies $0.00 23 Environmental:
24 Environmental Infill Exemption Review $870.00 Each $1,491.21 13% $1,300.00 $430.00 25 Negative Declaration Preparation $3,290.00 Each $8,316.36 41% $4,930.00 $1,640.00 26 Mitigated Negative Declaration Preparation Deposit$5,000 Each plus 120%of consultant NA NA Deposit$5,000 $0.00 to$10,000 costs to$10,000
$10,000 Initial plus 120%of consultant $10,000 Initial 27 Environmental Impact Report(Deposit$10,000) Initial Deposit NA NA $0.00 Deposit costs Deposit
28 General Plan Amendment $6,340.00 Each $9,459.22 0% $9,450.00 $3,110.00 44 Page 418 of 458

Planning
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 29 Historic Structures:

Historic Preservation does
30 Designation to Local Register(SFR) $0.00 Each NA NA $0.00 $0.00 not require a fee in order
to encourage property
owners to designate their
31 Designation to Local Register(Comm/Ind) $0.00 Each structures. NA NA $0.00 $0.00 32 Minor Alteration(SFR) $100.00 Each NA NA $100.00 $0.00 33 Minor Alteration(Comm/Ind) $200.00 Each NA NA $200.00 $0.00 34 Major Alteration(SFR) $200.00 Each NA NA $200.00 $0.00 35 Major Alteration(Comm/Ind) $400.00 Each NA NA $400.00 $0.00 36 Partial Demolition(SFR) $210.00 Each NA NA $210.00 $0.00 37 Partial Demolition(Comm/Ind) $420.00 Each NA NA $420.00 $0.00 38 Complete Demolition(SFR) $2,280.00 Each $3,369.81 0% $3,360.00 $1,080.00 39 Complete Demolition(Comm/Ind) $3,140.00 Each $4,555.84 0% $4,550.00 $1,410.00 40 Mills Act $1,450.00 Each $1,107.08 1% $1,100.00 -$350.00 41 Noticing
42 Notice of Filing Sign Deposit $1,000.00 Each $1,000.00 0% $1,000.00 $0.00 43 _ Public Hearing Fee $1,070.00 Each Legal Ad in Daily Buletin $1,000.00 0% $1,000.00 -$70.00 44_Specific Plan
45 Specific Plan $10,230.00 Each $17,158.60 11% $15,340.00 $5,110.00 46 Specific Plan Amendmnent $4,340.00 Each $7,448.01 13% $6,510.00 $2,170.00 47 _ Street Vacation $6,130.00 Each $9,654.63 5% $9,190.00 $3,060.00 48 _Subdivisions:
49 Tentative Parcel Map $7,180.00 Each $9,800.47 0% $9,800.00 $2,620.00 50 Tentative Parcel Map-SB 9 Urban Lot Split $1,420.00 Each $1,949.05 0% $1,940.00 $520.00 51 Tentative Tract Map $8,770.00 Each $11,933.39 0% $11,930.00 $3,160.00 52 Tentative Tract Map Addressing $490.00 Each $401.45 0% $400.00 -$90.00 53 Lot Line Adjustment $1,700.00 Each $2,511.40 0% $2,510.00 $810.00 54 Lot Merger $1,700.00 Each $2,511.40 0% $2,510.00 $810.00 55 Subdivision:Reversion to Acreage $5,400.00 Each $7,825.44 0% $7,820.00 $2,420.00 56 Underground Utilities Waiver $3,400.00 Each $4,958.62 0% $4,950.00 $1,550.00 45 Page 419 of 458

Planning
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 57 Variance: _
58 First Request $4,830.00 Each $5,918.97 0% $5,910.00 $1,080.00 59 Each Additional(w/same applic.) $1,680.00 Each $2,398.79 0% $2,390.00 $710.00 60 Request for Single Family Home $2,310.00 Each $3,175.77 0% $3,170.00 $860.00 61 Zone Change $6,620.00 Each $9,798.77 0% $9,790.00 $3,170.00 62 Zone Code Text Amendment $7,430.00 Each $12,141.29 8% $11,140.00 $3,710.00 63 Administrative Determination:
64 Administrative Use Permit(AUP) New Development $8,580.00 Each $5,772.40 0% $5,770.00 -$2,810.00 65 Administrative Use Permit(AUP)Complex $3,630.00 Each $4,409.67 0% $4,400.00 $770.00 66 Administrative Use Permit(AUP) Minor $810.00 Each $1,076.40 1% $1,070.00 $260.00 67 Administrative Use Permit(AUP) Short Term Rental $680.00 Each $956.36 1% $950.00 $270.00 68 Administrative Use Permit(AUP) Home Occupation $510.00 Each $624.29 1% $620.00 $110.00 69 Preliminary Review $2,320.00 One Review $3,279.01 0% $3,270.00 $950.00 70 Massage Operator Permit $1,060.00 Each $1,743.01 9% $1,590.00 $530.00 71 Housemoving Permit $6,120.00 Each $9,226.06 0% $9,180.00 $3,060.00 72 Sidewalk Vending-Private Property $480.00 Each $644.43 1% $640.00 $160.00 73 Minor Adjustment $640.00 Each $999.02 4% $960.00 $320.00 74 Time Extension $800.00 Each $946.78 1% $940.00 $140.00 75 Similarity of Use Review $1,120.00 Each $1,761.36 5% $1,680.00 $560.00 76 Change of Use New Each $1,076.40 1% $1,070.00 NA 77 Zoning Clearance $230.00 Each $166.04 4% $160.00 -$70.00 78 Home Occupations $230.00 Each $166.04 4% $160.00 -$70.00 79 Zoning Verification/Rebuild Letters $480.00 Each $506.03 1% $500.00 $20.00 80 Reasonable Accomodations $0.00 Each NA NA $0.00 $0.00 81 Design Review:

DR-Administrative Determination/Minor Design
82 $800.00 Each $1,563.34 23% $1,200.00 $400.00 Review
83 Architectural Plans $1,310.00 Each $1,982.60 1% $1,960.00 $650.00 84 Landscape/Lighting Plans $1,620.00 Each $2,313.01 0% $2,310.00 $690.00 85 Master Sign Program Review $1,640.00 Each $1,607.66 0% $1,600.00 -$40.00 86 Sign Design Review $670.00 Each $382.66 1% $380.00 -$290.00 _ 87 Downtown A-Frame Sign New Each $43.49 8% $40.00 NA 88 SB 9-Two Unit Project $1,180.00 Each $1,667.63 0% $1,660.00 $480.00 46 Page 420 of 458

Planning
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 89 Site Plan Review: _
90 Site Plan: Project Review $4,370.00 First Review $7,342.90 11% $6,550.00 $2,180.00 91 Small Wireless Facilities
92 Small Wireless Facilities Permit-Up to 5 sites $500.00 Each Batch FAA established Fee NA NA $500.00 $0.00 93 Each Additional site-6 or more($100 per site) $100.00 Each additional FAA established Fee NA NA $100.00 $0.00 New Pole to support one or more small wireless
94 $1,000.00 Each FAA established Fee NA NA $1,000.00 $0.00 facility
95 Recurring annual fee for right-of-way access $270.00 Each FAA established Fee NA NA $270.00 $0.00 96 Special Event Permit:
97 Regular $320.00 Each $1,078.98 70% $320.00 $0.00 98 Non-Profit Community Organization $100.00 Each NA NA $100.00 $0.00 99 Special Event Vender Fee(up to 2 days,each day, $10.00 Each vendor,each day, Maintain flat fee for non NA NA $10.00 $0.00 each vendor) up to 2 consecutive days profits. Maintain flat fee for vendors at a special
100 Special Event Vender Fee(3 plus days, each day, $20.00 Each vendor,3 or more event as minimal staff time NA NA $20.00 $0.00 each vendor) consecutive days is spent. 101 Film Permit(No Street Closure) $1,160.00 Each $1,327.28 1% $1,320.00 $160.00 102 Temporary Sign Permit
103 Real Estate/Subdivision/Construction signs $600.00 Each $703.34 0% $700.00 $100.00 Each New Sign Max 8-
104 Sales Promotion/Community Activity Signs $230.00 $294.24 1% $290.00 $60.00 weeks/quarter
105 Temporary Use Permit
106 Temporary Use Permit-Regular $860.00 Each $1,186.54 1% $1,180.00 $320.00 107 Temporary Use Permit-POD $60.00 Each $1,447.48 94% $90.00 $30.00 108 Plan Check
109 Landscape/Irrigation Plan Check New Each $173.96 2% $170.00 NA The applicant is responsible for all costs incurred by the City including supplies,equipment and the fully burdened rate of staff involved.A deposit may be required,as determined by the Development Services Director,for complex projects,negotiations or use of third party vendors. These deposit fees are determined by third party vendor contracts,invoicing by contract employees and projects that are major or complex in nature,that exceed the billable staff rate to complete. The amounts will be varied based on the scope of the project. Only true cost is Per an amendment to the Master Fee Schedule in Resolution No.5929 adopted by the City Council on June 8,2009,additional fees may be required to cover the total cost of application/permit processing incurred by the City. These fees cover the hourly wages and benefits of the employees involved in providing the service,supervision,overhead,equipment,and any third party costs incurred by the City
47 Page 421 of 458

Economic Development/Housing
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee 0 1 Lease Agreements $3,200.00 Each +staff cost at hourly rates NA NA $3,200.00 $0.00 2 Lease/DDA/OPA Amendments $2,100.00 Each +staff cost at hourly rates _ NA NA $2,100.00 $0.00 3 Disposition Development Agreements $5,300.00 Each +staff cost at hourly rates _ NA NA $5,300.00 $0.00 4 Owner Participation Agreement $5,300.00 Each +staff cost at hourly rates NA NA $5,300.00 $0.00 5 Letter Agreement/License Amendment $299.00 Each $428.51 2% $420.00 $121.00 6 License Agreement $670.00 Each $1,342.44 26% $1,000.00 $330.00 7 Memorandum of Understanding $3,210.00 Each +staff cost at hourly rates NA NA $3,210.00 $0.00 8 Loan Reconveyances $200.00 Each $554.28 46% $300.00 $100.00 9 Release of Agreements-Documents $507.00 Each $1,816.82 58% $760.00 $253.00 10 Right of Entry Agreements $325.00 Each $557.47 14% $480.00 $155.00 11 Rent Rate Analysis $189.00 Each +actual cost $389.79 28% $280.00 $91.00 12 Mobile home rent review New Each $1,629.82 1% $1,620.00 NA 13 Engineering Review of Legal Description At cost Each NA NA At cost $0.00 14 Appraisal Review At cost Each NA NA At cost $0.00 15 Subordination $242.00 Each $449.82 20% $360.00 $118.00 16 Regulatory Agreement $3,200.00 Deposit +staff cost at hourly rates NA NA $5,000.00 $1,800.00 17 OTHER INSPECTION FEES
18 Weed Abatement Inspection/Assessment-Notice to $115.00 $161.39 1% $160.00 $45.00 Comply
Weed Abatement Inspection/Assessment-Notice to Plus additional hourly cost for over 4 19 Abate $440.00 hrs $430.45 0% $430.00 -$10.00 20 Warrant request New $147.84 5% $140.00 NA 21 Abatement supervision New $390.28 0% $390.00 NA The applicant is responsible for all costs incurred by the City including supplies,equipment and the fully burdened rate of staff involved.A deposit may be required,as determined by the Development Services Director,for complex projects,negotiations or use of third party vendors. These deposit fees are determined by third party vendor contracts,invoicing by contract employees and projects that are major or complex in nature,that exceed the billable staff rate to complete. The amounts will be varied based on the scope of the project.Only true cost is billed to the applicant and any overage in deposit is refunded after completion of the project.
48 Page 422 of 458

Building
Current
# Fee Description Fee/Charge Unit 11, Total Cost Subsidy% Suggested Fee Fee 0 1 Building Plan Check Fees Hourly or Percentage:

Minimum fee,or 65%of total permit
2 Plan check fee $183.00 fees or hourly rate based on fully $200.95 0% 200.00 $17.00 burdened rate of staff involved,
whichever is higher
Additional Plan Review(required by changes,additions or revisions to 3 approved plans) $183.00 Minimum $200.95 0% 200.00 $17.00 4 Accessibility Review New $150.88 1% 150.00 NA 5 Energy Review New $150.88 1% 150.00 NA 6 Review of Geotechnical Reports Submitted with Plans or Separate New per hour $75.78 8% 70.00 NA 7 Electrical Review New $75.78 8% 70.00 NA 8 Mechanical Review New $75.78 8% 70.00 NA 9 Plumbing Review New $75.78 8% 70.00 NA 10 Residential Remodel to Existing Structure New per hour $227.33 3% 220.00 NA 11 Non-Residential Remodel/Tenant Improvement to Existing Structure New per hour $290.92 0% 290.00 NA 12 Mechanical,Plumbing and/or Electrical Plan Review Additional Hourly New per hour $228.34 4% 220.00 NA 25%of plan check fee and covers 25%of Plan
13 Tract Repeats Single Family Residence Attached or Detached New looking at orientation of building,site NA NA NA Check Fee
drainiage,egress.
14 Building Permit Fees
15 Building Permit Issuance Fee $357.00 Each $81.17 1% 80.00 -$277.00 16 Tract Repeats
17 Single Family Dwelling Attached or Detached Full Permit Fee New full fee based per valuation NA NA Valuation NA Based
18 Miscellaneous Building Permit Fees
Each+Orig.Permit Fee or as
19 Reinstatement of Expired Permit $523.00 $288.28 3% 280.00 -$243.00 modified by Building Official
20 Temporary Certificate of Occupancy $457.00 Each+Orig.Permit Fee or as $360.87 0% 360.00 -$97.00 modified by Building Official
21 Building Inspection Fees
22 Building Inspection Fee New Each $184.19 2% 180.00 NA 23 Building Re-inspection Fee New Each $220.89 0% 220.00 NA 24 Inspections outside of normal business hours $459.00 Maximum 4 Hours $443.13 1% 440.00 -$19.00 25 Certificate of Inspection Business License Issuance Inspection $220.00 Each $220.15 0% 220.00 $0.00 49 Page 423 of 458

Building
I -
Current
# Fee Description Fee/Charge Unit Notes Total Cost Subsidy% Suggested Fee Fee 4 26 Patio Permit Fees:
27 Patio Building Permit Issuance Fee New Each $81.17 1% 80.00 NA 28 Lattice Alum/Wood 100 Sq Ft Per City Standard(no plan check fee) $459.00 Each $506.30 1% 500.00 $41.00 30 Sold Alum/Wood 100 Sq Ft Per City Standard(no plan check fee) $618.00 Each $666.04 1% 660.00 $42.00 32 Solid Alum/Wood Enclosure 100 Sq Ft Per City Standard(no plan $756.00 Each $805.27 1% 800.00 $44.00 check fee)
34 Remodel/Alteration Permit Fees:
35 Kitchen Remodel(Residential)Per City Standard $538.00 Each $611.22 0% 610.00 $72.00 36 Bathroom Remodel(Residential)Per City Standard $459.00 Each $531.11 0% 530.00 $71.00 37 Reroofing Permit Fees
38 Reroof Permit Issuance Fee New Each $81.17 1% 80.00 NA 39 Reroof up to 2,000 square feet New Each $271.90 1% 270.00 NA 40 Reroof 2,001 to 5,000 square feet New Each $290.25 0% 290.00 NA 41 Reroof 5,001 to 10,000 square feet New Each $435.03 1% 430.00 NA 42 Reroof over 10,001 square feet New Each $634.85 1% 630.00 NA 43 Pool and Spa Permit Fees
44 Pool or Spa Permit Issuance Fee New Each $81.17 1% 80.00 NA 45 Residential Pool Conventional(gunite) 1,000 Sq Ft New Each $1,058.85 1% 1,050.00 NA 47 Residential Spa Conventional(gunite) $454.00 Each $506.30 1% 500.00 $46.00 48 Residential Portable Pool or Spa above grade $385.00 Each $420.49 0% 420.00 $35.00 49 Non-Residential Pool Conventional(gunite) New Each $1,058.85 1% 1,050.00 NA 50 Non-Residential Spa Conventional(gunite) New Each $656.50 1% 650.00 NA 51 Non-Residential Pool or Spa Above Grade New Each $506.30 1% 500.00 NA 52 Wall Permit Fees
53 Wall Permit Issuance Fee New Each $81.17 1% 80.00 NA Free-standing block wall per City Standard up to 6 feet high&up to 54 New Each $629.23 1% 620.00 NA 100 LF
Free-standing block wall per City Standard up to 6 feet high over 100 55 LF New per additional 10 ft over 100 $88.52 10% 80.00 NA 56 Retaining wall per City Standard up to 6 feet high&up to 100 LF New Each $754.39 1% 750.00 NA 57 Retaining wall per City Standard up to 6 feet high over 100 LF New per additional 10 ft over 100 $113.55 3% 110.00 NA 58 Combined retaining and free-standing wall per City Standard up to 100 New Each LF $691.81 0% 690.00 NA
Combined retaining and free-standing wall per City Standard over 100 59 LF New per additional 10 ft over 100 $101.04 1% 100.00 NA 50 Page 424 of 458

Building
T V
Current
# Fee Description Fee/Charge Unit Note Total Cost Subsidy% Suggested Fee Fee 4 60 Other Permit Fees
61 Other Permit Issuance Fee New Each $81.17 1% 80.00 NA 62 Demolition(Per Structure) $319.00 Each $604.41 22% 470.00 $151.00 63 Soft Demo of Non-Bearing Walls New Each $264.55 2% 260.00 NA 64 Cell Tower(Flat fee plan check and permit) $2,582.00 Each $2,630.62 0% 2,630.00 $48.00 65 Cell Antenea attached to Building New Each $327.02 2% 320.00 NA 66 Combination Permit Issuance Fee $133.00 Each $135.29 4% 130.00 -$3.00 67 General Plan Update Fee 7% %of Building Permit Fee 6% 0% 6% -1% 68 Penalty for Not Obtaining a Permit 150%of the NA NA 150%of the $0.00 Permit Fee Permit Fee
69 Window Change 1-5 New Each $288.46 3% 280.00 NA 70 Window Change Out each additional after first 5 New Each $53.56 7% 50.00 NA 71 New Sign All Types(First 3 signs) New Each $264.55 2% 260.00 NA 72 New Sign All Types(each additional sign) New Each $113.55 3% 110.00 NA 73 New Sign All Types with Electrical(First 3 signs) New Each $454.21 1% 450.00 NA 74 New Sign All Types with Electrical(each additional sign) New Each $214.59 2% 210.00 NA 75 Stucco/siding existing building up to 5000 square feet New Each $577.36 1% 570.00 NA 76 Stucco/siding existing building>-5001 square feet New Each $1,154.71 0% 1,150.00 NA 77 Re-drywall interior of an existing building up to 5,000 square feet New Each $502.48 0% 500.00 NA 78 Re-drywall interior of an existing building>5,000 square feet New Each $1,029.76 1% 1,020.00 NA Review of Alternate Methods and Material,Modification Request(4 79 New Each $727.34 1% 720.00 NA Hour Minimum)
Review of Alternate Methods and Material-Modification Request 80 New Each $152.91 2% 150.00 NA (Each Additional Hour or Fraction)
81 Photovoltaic System(PV)0-10 Kilo Volt Amperes(KVA) New Each $458.26 2% 450.00 NA 82 Photovoltaic System(PV)10.1-50 Kilo Volt Amperes(KVA) New Each $778.04 1% 770.00 NA 83 Photovoltaic System 50.1 and greater Kilo Volt Amperes(KVA) New Each $1,512.39 0% 1,510.00 NA 84 Miscellaneous/Other Permit not Covered Elsewhere New Hourly $177.26 4% 170.00 NA 85 Pre-approved ADU plans New Each $412.96 1% 410.00 NA 86 Pre-approved ADU plan Template Review New Each $200.61 0% 200.00 NA 87 ELECTRICAL PERMIT FEES
88 Electrical Permit Issuance Fee $147.00 Each $81.17 1% 80.00 -$67.00 89 Electrical Supplemental Permit Issuance Fee $133.00 Each $54.12 8% 50.00 -$83.00 Electrical Fixtures(outlets,switches,lights,fans)first 10 in any 90 New Each $54.12 8% 50.00 NA combination
Electrical Fixtures(outlets,switches,lights,fans)each additional after 91 first 10 New Each $4.06 1% 4.00 NA 51 Page 425 of 458

Building
.

Current
# Fee Description Fee/Charge Unit Notes Total Cost Subsidy% Suggested Fee Fee A '
92 Temporary Power-Service Equipment/Sub Panels 0-200Amperes New Each $314.61 1% 310.00 NA 93 Temporary Power-Service Equipment/Sub Panels over 200 Amperes New Each $428.17 2% 420.00 NA New and Upgrade to Service Equipment/Sub panels-0 up to 200 94 New Each $389.71 2% 380.00 NA Amperes
New and Upgrade to Service Equipment/Sub Panels-201 up to 400 95 New Each $465.72 1% 460.00 NA Amperes
New and Upgrade to Service Equipment/Sub Panels-401 up to 800 96 New Each $654.48 1% 650.00 NA Amperes
97 New and Upgrade to Service Equipment/Sub Panels over 800 Amperes New Each $806.49 1% 800.00 NA 98 New and Upgrade to Service Equipment/Sub Panels over 600 Volts New Each $931.43 0% 930.00 NA 99 Each Branch Circuit Breaker 120 Volts Single Phase _ New Each $61.00 2% 60.00 NA 100 Each Branch Circuit Breaker 240 Volts Single Phase New Each $76.00 8% 70.00 NA 101 Each Branch Circuit Breaker any Voltage 3 Phase _ New Each $86.04 7% 80.00 NA 102 Each Electric Sign Per Transformer New Each $114.56 4% 110.00 NA 103 Each Motion Picture Projector New Each $152.00 1% 150.00 NA 104 Generators 0-100 KVA New Each $327.02 2% 320.00 NA 105 Generators over 100 KVA New Each $415.65 1% 410.00 NA 106 Transformers less than 112.5 KVA New Each $327.02 2% 320.00 NA 107 Transformers 112.5 KVA or Greater New Each $390.61 0% 390.00 NA 108 Electrical Vehicle Charger-Single Family Residence New Each $163.51 2% 160.00 NA 109 Electrical Vehicle Charging Equipment-Multi-Family Dwelling New Each $365.80 2% 360.00 NA 110 Electrical Vehicle Charging Equipment-Commercial,Non-Residential New Each $518.93 2% 510.00 NA Electric Vehicle Charging Equipment:Level 3,D.C.Fast Charger, 111 New Each $656.28 1% 650.00 NA Induction Charger
112 Other items not covered elsewhere(residential and non-residential) New Each $177.26 4% 170.00 NA i
113 Up to and including 1 Horsepower $46.00 Each $57.05 _ 12% 50.00 $4.00 114 Over 1 and not over 10 Horsepower $139.00 Each $87.05 8% 80.00 -$59.00 115 Over 10 and not over 50 Horsepower $208.00 Each $165.53 3% 160.00 -$48.00 116 Over 50 and not over 100 Horsepower $277.00 Each $229.13 4% 220.00 -$57.00 117 Over 100 Horsepower $417.00 Each $305.13 2% 300.00 -$117.00 118 MECHANICAL PERMIT FEES
119 Mechanical Permit Issuance Fee $147.00 Each $81.17 1% 80.00 -$67.00 120 Supplemental Mechanical Issuance Permit Fee $94.00 Each $67.64 11% 60.00 -$34.00 121 Forced air or gravity type furnace or burner,including ducts and vents $139.00 Each $164.52 3% 160.00 $21.00 attached to such appliance,up to and including 100,00Btu/h 52 Page 426 of 458

Building
1 Current
# Fee Description Fee/Charge Unit Note I Total Cost Subsidy% Suggested Fee Fee n 122 Forced-air or gravity-type furnace or burner over 100,000 Btu/h $139.00 Each $164.52 3% 160.00 $21.00 123 Floor furnace,including vent $139.00 Each $164.52 3% 160.00 $21.00 124 Suspended heater,recessed wall heater or floor-mounted unit heater $139.00 Each $164.52 3% 160.00 $21.00 125 Replacement of each appliance vent installed and not included in an $91.00 Each $106.45 6% 100.00 $9.00 appliance permit
Repair,alteration,or addition to each heating appliance,refrigeration 126 unit,cooling unit,absorption,or evaporative cooling system,including $91.00 Each $106.45 6% 100.00 $9.00 installation of controls regulated by this Code
127 Boiler or compressor to and including three horsepower,or each $91.00 Each $106.45 6% 100.00 $9.00 absorption system to and including 100,00 Btu/h
Boiler or compressor over 3 horsepower to and including 15 128 horsepower,or each absorption system over 100,000 Btu/h to and $115.00 Each $132.25 2% 130.00 $15.00 including 500,000 Btu/h
Boiler or compressor over 15 horsepower to and including 30 129 horsepower,or each absorption system over 500,000 Btu/h to and $115.00 Each $132.25 2% 130.00 $15.00 including 1,000,000 Btu/h
Boiler or compressor over 30 horsepower to and including 50 130 horsepower,or for each absorption system over 1,000,000 Btu/h and $183.00 Each $207.08 3% 200.00 $17.00 including 1,750,000 Btu/h
Boiler or refrigeration compressor over 50 horsepower,or each 131 $208.00 Each $232.11 1% 230.00 $22.00 absorption system over 1,750,000
132 Air handling unit to and including 10,000 cubic feet per minute, $91.00 Each $106.45 6% 100.00 $9.00 including ducts attached thereto
133 Air-handling unit over 10,000 cfm $91.00 Each $106.45 6% 100.00 $9.00 134 Evaporative cooler other than portable type $46.00 Each $51.64 3% 50.00 $4.00 135 Ventilation fan connected to a single duct $22.00 Each $25.82 23% 20.00 -$2.00 136 Ventilation system which is not a portion of any heating or air- $91.00 Each $106.45 6% 100.00 $9.00 conditioning system authorized by a permit
137 Installation of a hood which is served by mechanical exhaust,including $277.00 Each $327.02 2% 320.00 $43.00 ducts for such hood
138 Additional Hood system commercial New Each $289.58 3% 280.00 NA 139 Domestic-type incinerator $139.00 Each $164.52 3% 160.00 $21.00 140 Commercial or industrial-type incinerator $277.00 Each $327.02 2% 320.00 $43.00 Appliance or price of equipment regulated by this code but not classed 141 in other appliance categories,or for which no other fee is listed in this $139.00 Each $139.60 7% 130.00 -$9.00 Code
142 Valance box with ducts or duct system New Each $139.60 7% 130.00 NA 143 Addition or extension of duct to a register(supply or return)from New Each $102.05 2% 100.00 NA existing
144 Smoke Detectors in ducts/Fire/Smoke Dampers New Each $102.05 2% 100.00 NA 53 Page 427 of 458

Building
Current
# Fee Description Fee/Charge Unit Notes Total Cost Subsidy% Suggested Fee Fee A 145 Dual Package Heating and Air Conditioning Unit 0-15 HP(0-3 ton) New Each $327.02 2% 320.00 NA 146 Dual Package Heating and Air Conditioning Unit 15.1-35 HP(3.1-7 ton) New Each $377.09 2% 370.00 NA 147 Dual Package Heating and Air Conditioning Unit 35.1-70 HP(7.1-15 New Each $427.15 2% 420.00 NA ton)
148 Dual Package Heating and Air Conditioning Unit over 70.1 HP(over New Each $477.22 2% 470.00 NA

15.1 ton)
149 Other Items/Equipment not Covered Elsewhere(Residential and non- New Each Residential) $202.07 1% 200.00 NA 150 PLUMBING PERMIT FEES
151 Plumbing Permit Issuance Fee $147.00 Each $81.17 1% 80.00 -$67.00 152 Supplemental Plumbing Issuance Permit Fee $94.00 Each $67.64 11% 60.00 -$34.00 Plumbing fixture or trap or set of fixtures on one trap(including water, 153 $33.00 Each $43.52 8% 40.00 $7.00 draining piping and backflow protection)
154 Building sewer repair,replacement,new or addition $115.00 Each $138.48 6% 130.00 $15.00 155 Rainwater systems $277.00 Each,per drain $327.02 2% 320.00 $43.00 156 Private sewage disposal system $277.00 Each system $327.02 2% 320.00 $43.00 157 Water heater and/or vent $91.00 Each $102.05 2% 100.00 $9.00 158 Gas piping system of 1 to 4 outlets $91.00 Each $102.05 2% 100.00 $9.00 159 Gas piping system of 5 or more outlets $46.00 Each $57.05 12% 50.00 $4.00 Industrial waste pre-treatment interceptor,including its trap and 160 vents,except kitchen type grease interceptor functioning as fixture $277.00 Each $327.02 2% 320.00 $43.00 trap
161 Installation,alteration or repair of water piping and/or water treating $277.00 Each 320.00 equipment $327.02 2% $43.00 162 Repair or alteration of drainage or vent piping $139.00 Each $164.52 3% 160.00 $21.00 163 Lawn sprinkler system on any one meter including backflow protection $139.00 Each $164.52 3% 160.00 $21.00 devices therefore
Vacuum breakers or backflow protection devices on tanks,vats,etc., 164 or for installation on unprotected plumbing fixtures including $139.00 Each $164.52 3% 160.00 $21.00 necessary water piping 1-5
Vacuum breakers or backflow protection devices on tanks,vats,etc., 165 or for installation on unprotected plumbing fixtures including $91.00 Each $102.05 2% 100.00 $9.00 necessary water piping 6 or more
Vacuum breakers or backflow protection devices on tanks,vats,etc., 166 or for installation on unprotected plumbing fixtures including $91.00 Each $102.05 2% 100.00 $9.00 necessary water piping over 2"
167 Sewer Cap New Each $72.05 3% 70.00 NA 168 Earthquake shut off valve New Each $57.05 12% 50.00 NA 169 On-site Sewer Manhole New Each $89.53 11% 80.00 NA 54 Page 428 of 458

Building
Current
# Fee Description Fee/Charge Unit Notes Total Cost Subsidy% Suggested Fee Fee 4 170 Grease and Sand Interceptor,Including Vent New Each $102.05 2% 100.00 NA 171 Water Piping or Re-pipe per Unit New Each $139.49 7% 130.00 NA 172 Installation of Water Service,Alteration,Replacement or Repair New Each $102.05 2% 100.00 NA 173 Sewer Ejector New Each $89.53 11% 80.00 NA Other Items/Fixtures not Covered Elsewhere(Residential and Non- 174 New Each $72.05 3% 70.00 NA Residential)
55 Page 429 of 458

Building Permit Fee
Includes Processing, Plan Check, and Permit
Minimum Suggested Base Suggested
Value Maximum Value Rate Plus$$ For every 0 2,000 380.00 0.00 100.00
2,001 25,000 380.00 33.74 1,000.00
25,001 50,000 1,155.99 36.33 1,000.00
50,001 100,000 2,064.23 24.77 1,000.00
100,001 500,000 3,302.73 18.58 1,000.00
500,001 1,000,000 10,733.78 11.56 1,000.00 1,000,001 and over 16,513.49 7.71 1,000.00
Cost Recovery Level = 100%
Building Permit Fees
Minimum Suggested Base Suggested
Value Maximum Value Rate Plus$$ For every 0 2,000 180.00 0.00 100.00
2,001 25,000 180.00 22.64 1,000.00
25,001 50,000 700.60 22.02 1,000.00
50,001 100,000 1,251.05 15.01 1,000.00
100,001 500,000 2,001.65 11.26 1,000.00
500,001 1,000,000 6,505.32 7.01 1,000.00
1,000,001 and over 10,008.18 4.67 1,000.00
Building Plan Check Fees
Minimum Suggested Base Suggested
Value Maximum Value Rate Plus$$ For every 0 2,000 200.00 0.00 100.00
2,001 25,000 200.00 11.10 1,000.00
25,001 50,000 455.39 14.31 1,000.00
50,001 100,000 813.18 9.76 1,000.00
100,001 500,000 1,301.07 7.32 1,000.00
500,001 1,000,000 4,228.46 4.55 1,000.00
1,000,001 and over 6,505.32 3.04 1,000.00
56 Page 430 of 458

Development, Engineering,Traffic
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A 1 Public Improvement Plan Check Fees $4,990.00 First two sheets $6,318.04 0% $6,310.00 $1,320.00 2 Final Tract Map or Parcel Map $5,010.00 Each $6,363.56 0% $6,360.00 $1,350.00 Erosion Control &Other Improvement,
3 On-Site Utility, Demo, Horizontal Control, $4,680.00 First two sheets $5,922.50 0% $5,920.00 $1,240.00 Traffic Control
4 Precise Grading Plan - Residential $3,950.00 First two sheets $5,039.70 0% $5,030.00 $1,080.00 Commercial/Industrial Precise Grading
5 $4,520.00 First two sheets $5,638.66 0% $5,630.00 $1,110.00 Plan Check Fee _
Rough Grading Plan Check Residential &
6 $3,270.00 First two sheets $4,223.36 0% $4,220.00 $950.00 Commercial
7 Landscape Private Plan Check Fee $2,220.00 Minimum fee, plus $2,851.08 0% $2,850.00 $630.00 8 Landscape Public Plan Check Fee $2,220.00 Each $2,851.08 0% $2,850.00 $630.00 9 Composite Utility Plans $1,340.00 per sheet $1,686.55 0% $1,680.00 $340.00 10 As-Built Plan $1,490.00 Minimum fee $1,902.81 0% $1,900.00 $410.00 11 Revisions $1,160.00 Minimum fee $1,480.94 0% $1,480.00 $320.00 Certificate of Correction, Dedications,
12 $1,160.00 Each + Pass-thru Fees $1,517.39 0% $1,510.00 $350.00 Easements and Grants
13 Miscellaneous Permits- Inspection Fee Includes drive approaches, sewer laterals, etc.:
14 'No Plan Check $210.00 Each $297.47 3% $290.00 $80.00 15 With required plan check $170.00 Each $215.17 2% $210.00 $40.00 16 Lot Line Adjustment/Parcel Merger $1,960.00 Each $2,538.44 0% $2,530.00 $570.00 Required for each
17 Public Works Inspection Deposit permit based on the complexity of the
project.
18 Public Works Inspection (Regular Time) $170.00 per hour $165.76 3% $160.00 -$10.00 per hour, 2 hour
19 Public Works Inspection (Over Time) $250.00 $235.99 3% $230.00 -$20.00 minimum
Pass-thru Actual
20 Legal Description -Checking Fee Per description $1,370.11 1% $1,350.00 NA Costs+ 10%
57 Page 431 of 458

Development, Engineering,Traffic
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee 0 21 Priority Plan Checking and Extra Plan checks:

Plan checking fees quoted above cover three plan check reviews. An additional plan check review fee, 22 required for the additional review of the project,will be charged based on time and material. 23 Transportation
Each, plus PW
24 Full Lane Closure Permit $220.00 $748.84 56% $330.00 $110.00 Inspector Time _ _
Each, plus PW
25 Partial Lane Closure Permit $500.00 $416.61 2% $410.00 -$90.00 _ Inspector time
26 PW Traffic Control Inspection (RT) $170.00 Per hour $165.76 3% $160.00 -$10.00 27 PW Traffic Control Inspection (OT) $250.00 _ Per hour, 2 hr min $235.99 3% $230.00 -$20.00 28 Stop Sign Warrant Study (Actual Consultant cost+ Each $328.92 1% $325.00 NA Consultant Cost) 10%
Actual Pass-Thru
29 Speed Survey Per location $328.92 1% $325.00 NA Cost+ 10% _
30 Reports
31 Hydrology $1,690.00 Minimum fee $2,161.23 0% $2,160.00 $470.00 32 Soils $1,170.00 Minimum fee $1,486.17 0% $1,480.00 $310.00 33 WQMP $1,860.00 Minimum fee $2,369.00 0% $2,360.00 $500.00 34 SWPPP $1,220.00 Minimum fee $1,528.33 1% $1,520.00 $300.00 Minimum fee, plus
additional City
35 CC&Rs $1,160.00 Attorney Fees and $1,472.48 0% $1,470.00 $310.00 Consultant pass-thru
costs
Minimum fee, plus '
36 Traffic Studies $1,840.00 additional consultant $2,498.67 0% $2,490.00 $650.00 costs
58 Page 432 of 458

Development, Engineering,Traffic
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee 0 Miscellaneous Reports &Technical
37 $1,840.00 Minimum fee $2,334.21 0% $2,330.00 $490.00 Documents
38 Street/Alley Vacation $1,160.00 per application $1,517.39 0% $1,510.00 $350.00 39 Street Dedication $1,160.00 per application $1,486.17 0% $1,480.00 $320.00 40 Agreements
Minimum fee, plus
41 Bond Calculation Review $780.00 Plan Check reviewers $1,006.29 1% $1,000.00 $220.00 hourly rate
Minimum fee, plus
Plan Check reviewers
42 Miscellaneous Agreements $1,270.00 $1,614.06 0% $1,610.00 $340.00 hourly rate & City
Attorney fees
Declaration of Covenant for Parkway Minimum fee plus 43 $1,410.00 Plan Check reviewers $1,780.45 0% $1,780.00 $370.00 Landscape Maintenance
hourly rate
Minimum fee, plus
Plan Check reviewers
Minimum Fee, plus
hourly rate & City
44 Encroachment License Agreement $1,350.00 Pass Thru Actual $1,771.15 0% $1,770.00 $420.00 Attorney rate for
additional plan Cost+ 10%
checks
45 Reimbursement Agreement $1,170.00 Each $1,570.77 0% $1,570.00 $400.00 59 Page 433 of 458

Development, Engineering,Traffic
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A Each, plus 15%
additional of outside
46 Outside City Utility Service Agreement $2,120.00 $2,744.55 0% $2,740.00 $620.00 agency and/or
consultant costs
47 Development Impact Fee Deferral Agreement (no fee charged to encourage development) 48 Deferral Agreement $0.00 Per agreement, plus $509.44 2% $500.00 $500.00 49 Deferral Tracking, Preparing Demands for $0.00 Per lot $294.28 15% $250.00 $250.00 Payment& Partial Reconveyances per lot
50 Waste Management Plan
51 Remodel less than 1,000 sf $280.00 Minimum fee $348.07 2% $340.00 $60.00 52 Remodel more than 1,000 sf $410.00 Minimum fee $509.44 2% $500.00 $90.00 53 New Construction 1,000-3,000 sf SFR $410.00 Minimum fee $509.44 2% $500.00 $90.00 54 New Construction 3,000+sf SFR $410.00 Minimum fee $509.44 2% $500.00 $90.00 55 New Construction Commercial & $580.00 Per 1,000 sf $724.61 1% $720.00 $140.00 Industrial ($10,000 Max)
56 Miscellaneous
fee is actual cost
57 Engineering Record Research Request $140.00 Deposit based on time $194.09 2% $190.00 $50.00 spent
58 Utility Research Request $230.00 Per hour $301.67 1% $300.00 $70.00 59 Composite Utility Plan $2,050.00 Minimum fee $2,635.91 0% $2,630.00 $580.00 60 Parking Permit Decal- Residential Only $50.00 Each $102.33 51% $50.00 $0.00 (Includes 5 Decals)
61 Parking Permit Decal- Residential Only $10.00 Each $59.07 83% $10.00 $0.00 Individual Decal
60 Page 434 of 458

Development, Engineering,Traffic
Current
# Fee Description Fee/Charge Unit Notes Full Cost Subsidy% Suggested Fee Fee A I
Applicant/Developer Technical Meetings
62 $142.00 Minimum fee $331.23 37% $210.00 $68.00 at request of Applicant/Developer:
63 Principal Engineer - $250.00 Per hour $316.44 2% $310.00 $60.00 64 Associate Engineer $210.00 Per hour $199.10 5% $190.00 -$20.00 65 Assistant Engineer $170.00 Per hour $215.17 2% $210.00 $40.00 66 Engineering Technician $110.00 Per hour $173.01 8% $160.00 $50.00 Actual Pass-thru Actual Pass-
67 Consultant Fees NA NA $0.00 Costs thru Costs
The applicant is responsible for all costs incurred by the City including supplies, equipment and the fully burdened rate of staff involved.A deposit may be required, as determined by the Public Works Director,for complex projects, negotiations or use of third party vendors. These deposit fees are determined by third 61 Page 435 of 458

Water
.
# Fee Description Current Fee/Charge Unit Suggested Fee Fee 0 1 Customer Service Fees
•
2 Turn-On Water:
3 8AM -4:30PM $75.00 Each $75.00 $0.00 4 After 4:30PM $150.00 Each $150.00 $0.00 5 Turn-Off Water: i
6 8AM -4:30PM $60.00 Each $75.00 $15.00 •
7 After 4:30PM $150.00 Each $150.00 $0.00 8 NOTE:Turn-On &Turn-off will be done typically within a 6 hour window from the time of the request. 9 Emergency Turn-Off:*
10 After 4:30PM $150.00 Each $150.00 $0.00 11 Emergency: After hours, homeowner or current resident calls and requests that water be turned off. 12 Deposit (Refundable):
13 Commercial 2 month average Bi-monthly bill 2 month average $0.00 14 Delinquent Notice $15.75 Each $15.75 $0.00 15 Lock Off Fee $40.00 Each $40.00 $0.00 16 Turn-On Reconnection Fee:
17 8AM -4:30PM $60.00 Each $75.00 $15.00 18 After 4:30PM $150.00 Each $150.00 $0.00 62 Page 436 of 458

Water
.
# Fee Description Current Fee/Charge Unit Suggested Fee Fee 0 19 1 Re-read Meter(Customer Request):
20 1 Free per calendar year $41.00 Each; after 1 re-read $41.00 $0.00 21 48-Hour Notice (Tagging) $25.00 Each tag $25.00 $0.00 Minimum each
22 Service Stop Damage/Replacement $347.00 $347.00 $0.00 service
23 Broken Lock $148.00 Each $148.00 $0.00 24 Broken Clam Shell Lock $148.00 Each $148.00 $0.00 25 Meter Tampering Repair $253.00 Each occurrence $253.00 $0.00 26 !Meter Tampering Penalty $500.00 Each occurrence $500.00 $0.00 27 Meter Abandonment $2,646.00 Each $2,646.00 i$0.00 28 Water Sample (Special Customer Request) $131.00 Each $131.00 $0.00 29 Fire Flow Test $281.00 Each $281.00 $0.00 30 Pressure Test (Customer Request) $51.00 Each $51.00 $0.00 31 Service Stop Exercising $51.00 Each $51.00 $0.00 32 Annual Backflow Test Notification and Processing $17.00 Each $17.00 $0.00 33 Residential Backflow Inspection Fee $25.00 Each $25.00 $0.00 34 Commercial Backflow Inspection Fee $35.00 Each $35.00 $0.00 63 Page 437 of 458

Water
# Fee Description Current Fee/Charge Unit Suggested Fee Fee 0 135 Units Served Charge (Bi-Monthly cycle)
36 1 Unit $0.00 per unit/billing cycle $0.00 $0.00 37 2 or more Units $1.30 per unit/billing cycle $1.30 $0.00 38 Jumper Charge:
39 1"jumper (5/8", 3/4" & 1" meters) $112.00 Each $112.00 $0.00 40 1.5"jumper(1.5" meter) $112.00 Each $112.00 $0.00 41 2"jumper (2" meter) $112.00 Each $112.00 $0.00 42 Temporary Meter Charge (Jumper- Bi-Monthly cycle) 43 1"jumper (5/8", 3/4" & 1" meters) $236.00 per unit/billing cycle $236.00 $0.00 44 1.5"jumper(1.5" meter) $472.00 Each $472.00 $0.00 - 45 2"jumper(2" meter) $755.00 Each $755.00 $0.00 46 (*) 50% "Senior(Age 65+) Low-Income Discount" to be applied.

See Engineering/ See Engineering/
47 Plan check Development Fee Per page $0.00 Schedule Development Fee Schedule
48 Water Main Connection:
49 Front Footage Fee $48.00 Per front foot $48.00 $0.00 50 Deduction for"double frontage" "Feet" ONLY 51 Meter Box $177.00 Each $177.00 $0.00 Actual Material
Actual Material Costs+2
Costs+2 Months
52 Hydrant Meter Deposit Each Months Average Service $0.00 Average Service
Charge Charge
53 Hydrant Monthly Service Charge $190.00 Monthly $190.00 $0.00 64 Page 438 of 458

Water
I
# Fee Description Current Fee/Charge Unit Suggested Fee Fee 0 �54 Meter Installation for New Development:
55 5/8 inch meter $371.00 Each $371.00 $0.00 56 3/4 inch meter $421.00 Each $421.00 $0.00 57 1 inch meter $496.00 Each $496.00 $0.00 58 1 - 1/2 inch meter $1,206.00 Each $1,206.00 $0.00 59 2 inch meter $1,412.00 Each $1,412.00 $0.00 60 2 inch turbine meter(special) $1,798.00 Each $1,798.00 $0.00 61 2" meter compound $2,766.00 Each $2,766.00 $0.00 62 3" meter compound $3,162.00 Each $3,162.00 $0.00 63 4" meter compound $4,584.00 Each $4,584.00 $0.00 The applicant is responsible for all costs incurred by the City including supplies, equipment and the fully burdened rate of staff involved.A deposit may be required, as determined by the Public Works Director,for complex projects, negotiations or use of third party vendors. These deposit fees are determined by third party vendor contracts and projects that are major or complex in nature, that exceed the billable staff rate to complete. The amounts will be varied based on the scope of the project. Only true cost is billed to the applicant and any overage in deposit is refunded after completion of the project.
65 Page 439 of 458

Sewer
# Fee Description Current Fee/Charge Unit Notes Suggested Fee Fee A 1 Non-domestic Wastewater Discharge Permit
2 Permit Fees
3 Categorical &Significant Noncat. NA Each permit/year IEUA issued NA $0.00 4 Major Users $296.00 Each permit/year $296.00 $0.00 5 Minor Users $263.00 Each permit/year 1/4 of fee paid quarterly $263.00 $0.00 6 Zero Dischargers $263.00 Each permit/year $263.00 $0.00 7 Inspection Fees
8 Major User Inspection $177.00 Each Inspection _ $177.00 $0.00 9 Minor User Inspection $158.00 Each Inspection $158.00 $0.00 10 Zero Dischargers $103.00 Each Inspection $103.00 $0.00 11 Other Non-Domestic Discharges $166.00 Each permit/year $166.00 $0.00 12 Storm Water Regulation (NPDES) Inspection $353.00 Various $67.67 as an Add-on Fee $353.00 $0.00 13 Sampling Fee $215.00 Each sampling event $215.00 $0.00 14 _Other Fees
15 Sewer Dye Test(Customer Requested) $349.00 Each $349.00 $0.00 16 Delinquent Notice $15.75 Each $15.75 $0.00 17 Sewer Permit Fees
Pass-through fee if City Pass-through fee if City 18 Sewer Line TV Inspection Charges requests work on behalf Per person/hour requests work on behalf $0.00 of customer of customer
19 Sewer Call-out with backhoe or Loader $640.00 per event _ $640.00 $0.00 20 Sewer Call-out with Vaccum Truck $1,398.00 per event $1,398.00 $0.00 21 Sewer Call-out Backhoe/Loader and Vacuum Truck $1,508.00 per event $1,508.00 $0.00 22 Sewer/Connection Fees:

Determined by Public Determined by Public
23 Sewer Connection Fee Each request $0.00 Works Director Works Director
Subject to change, based Subject to change, based 24 Sewer Development Impact Fee on resolutions set by city Each request on resolutions set by city $0.00 council council
66 Page 440 of 458

Sewer
# Fee Description Current Fee/Charge Unit Notes Suggested Fee Fee A 25 Regional Sewer Capacity- New Construction/Improvement Pass-Through from
26 Residential Units $8,132.00 Per dwelling unit Inland Empire Utilities $8,132.00 $0.00 Agency
27 Commercial Units:

Category I-(Motel, hotel, recreation,amusement,fast Pass-Through from 28 food, restaurant,office, retail, bar,tavern, market w/o $361.06 Per fixture unit Inland Empire Utilities $361.06 $0.00 butcher shop) Agency
Pass-Through from
Category II -(Market w/butcher shop, bakery,
29 $879.07 Per fixture unit Inland Empire Utilities $879.07 $0.00 mortuary)
Agency
Pass-Through from
Category III-(Convalescent home, hospital, health spa,
30 $1,447.50 Per fixture unit Inland Empire Utilities $1,447.50 $0.00 full-service restaurant)
Agency
Pass-Through from
31 Category IV-(Laundromat, Laundry, Dry Cleaners) $2,032.19 Per fixture unit Inland Empire Utilities $2,032.19 $0.00 Agency
Pass-Through from
32 Category V-(Carwash) $3,992.81 Per fixture unit Inland Empire Utilities $3,992.81 $0.00 Agency
Pass-Through from
33 Category VI-(Church,school, public facilities) $512.32 Per fixture unit Inland Empire Utilities $512.32 $0.00 Agency
Pass-Through from
34 Category VII-(Health spa w/o pool, Laundromat) $1,264.53 Per fixture unit Inland Empire Utilities $1,264.53 $0.00 Agency
67 Page 441 of 458

Sewer
# Fee Description Current Fee/Charge Unit Notes Suggested Fee Fee A 35 Industrial Units:

Pass-Through from
36 Domestic Waste $8,132.00 Calc'd EDU Units Inland Empire Utilities $8,132.00 $0.00 Agency
Pass-Through from
37 Non-Domestic Waste $602.58 Per fixture unit Inland Empire Utilities $602.58 $0.00 _ Agency
38 Industrial Units:
39 Domestic Waste $1,305.00 Calc'd EDU Units Set by City DIF $1,305.00 $0.00 40 Non-Domestic Waste $97.00 Per fixture unit Set by City DIF $97.00 $0.00 Categorical&Significant Noncategorical permitting activity(and fee)is provided by the Inland Empire Utilities Agency(IEUA). Fee for this service is absorbed through the City's Pass-through fees collected and paid to Inland Empire Utilities Agency Vacuum breakers or backflow protection devices on tanks, vats, etc., or for installation on unprotected plumbing fixtures including necessary water piping 1-4 68 Page 442 of 458

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27368 Via Industria,Suite 200
Temecula,California 92590-4856
800.755.6864 I Fax:888.326.6864
951.587.3500 I Fax:951.587.3510
www.willdan.com

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Background
.. . .. , _
• The City's "Master Fee Schedule" combines listings of City fees into a single document. • Periodic revisions are recommended in order to:
• Maintain appropriate recovery ratios of service costs; • Add or delete fees for service; and/or
• Incorporate pre-existing fees and charges that have not previously been included in the published Fee Schedule.

Page 44 ends

Upland City CouncilApril 28, 2025

Upland City Council
April 28, 2025