HomeMy WebLinkAbout2001/03/21 - Agenda Packet OITY ,O'E
RANCHD: ' L2 ! I,VlONGA
AGENDAS
REDEVELOPMENT AGENCY
FIRE PROTECTION DISTRICT
CITY COUNCIL
REGULAR MEETINGS:
1sT and 3rd Wednesdays, 7:00 p.m.
March 21, 2001
AqencV, Board & City Council Members
William J.'Alexander ......: .........:... Mayor
Diane Williams ...............Mayor Pro Tem
Paul Biane ...............................Member
James V. Curatalo .....................Member
Bob Dutton ..............................Member
Jack Lam .........................City Manager
James L. Markman .............City Attorney
Debra J. Adams .....................City Clerk
ORDER OF BUSINESS
5:30 p.m.
7:00 p.m.
Closed Session .................................. Tapia Conference Room
Regular Redevelopment Agency Meeting ...... Council Chambers
Regular Fire Protection District Meeting... Council Chambers
Regular City Council Meeting ...................... Council Chambers
City Council Agenda
March 21, 2001
All items submitted for the City Council Agenda must be in writing.
The deadline for submitting these items is 6:00 p.m. on Tuesday, one
week prior to the meeting. The City Clerk's Office receives all such
items.
A..~. CALL TO ORDER
1. Roll Call: Alexander_ Biane __
Curatalo Dutton , and Willlares __
B. ANNOUNCEMENTS/PRESENTATIONS
C..~. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City
Council. State law prohibits the City Council from addressing any
issue not previously included on the Agendao The City Council may
receive testimony and set the matter for a subsequent meeting.
Comments are to be limited to five minutes per individual.
D,~. CONSENT CALENDAR
The following Consent Calendar items are expected to be routine and
non-controversial. They will be acted upon by the Council at one time
without discussion. Any item may be removed by a Councilmember
or member of the audience for discussion.
1. Approval of Minutes: January 23, 2001
January 24, 2001
February 7, 2001
2. Approval of Warrants, Register Nos. 2/28/01, 3/7/01 and 3/12/01 and
Payroll ending 2/25/01 for the total amount of $1,883,385.91.
3. Approval to receive and file current investment Schedule as of February
28, 2001.
4. Approval of agreement with LSA Associates, Inc., (CO 01-018) for the
preparation and revision of a Draft Supplemental Environmental Impact
Repod for the Annexation of the Rancho Etiwanda Estates Project
(formerly Crest Planned Development).
5. Approval of Improvement Agreement and Improvement Securities for
DR 00-70, located at the southeast corner of 6th Street and Utica
Avenue, submitted by F & F Simon Rancho Tech, LLC.
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City Council Agenda
March 21, 2001
RESOLUTION NO. 01-052
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT AND IMPROVEMENT
SECURITIES FOR DR 00-70
Approval and execution of construction and maintenance agreement
(CO 01-019) between the City of Rancho Cucamonga and the Southern
California Regional Rail Authority for the Procuremerit and Installation
of a Pedestrian Crossing Automatic Warning System, Flagging/Railroad
Safety Services, Etc. in the amount of $315,440.00 ($286,764.00 plus
10% contingency) to be funded from Account No.
12303035650/1225230-0.
Approval of an agreement (CO 01-020) for replacement of overhead
with underground electrical facilities between the City of Rancho
Cucamonga and Southern California Edison Company for the lower
Hermosa Avenue Storm Drain and Street Widening Improvements -
Phase 1, between 4th and 8th Streets in the City of Rancho Cucamonga.
RESOLUTION NO. 01-053
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING AN AGREEMENT
BETWEEN THE CITY AND THE SOUTHERN
CALIFORNIA EDISON COMPANY FOR THE
REPLACEMENT OF OVERHEAD WITH
UNDERGROUND ELECTRICAL FACILITIES
ALONG HERMOSA AVENUE BETWEEN 4TM
AND 8TM STREETS
Approval of the Release of Real Property Improvement Contract and
Lien Agreement for 12715 Summit Avenue, located on the south side of
Summit Avenue, westerly of Etiwanda Avenue, from William R. and
Dona C. Barnes.
RESOLUTION NO. 01-054
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, RELEASING A REAL
PROPERTY IMPROVEMENT CONTRACT AND
LIEN AGREEMENT FROM WILLIAM R. AND
DONA C. BARNES
Approval of Map, Improvement Agreement, Improvement Security and
ordering the annexation of Landscape Maintenance District No. 4 and
Street Lighting Maintenance District Nos. I and 4 for Tract 16001,
located in Terra Vista planned communities and bounded by Church
Street, Elm Avenue (East) and Spruce Avenue, submitted by LDC
Cougar LLC
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City Council Agenda
March 21, 2001
RESOLUTION NO. 01-055
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING TRACT MAP
NUMBER 16001, IMPROVEMENT
AGREEMENT AND IMPROVEMENT
SECURITY
RESOLUTION NO. 01-056
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ORDERING THE ANNEXATION
OF CERTAIN TERRITORY TO LANDSCAPE
MAINTENANCE DISTRICT NO. 4 AND
STREET LIGHT MAINTENANCE DISTRICT
NOS. 1 AND 4, FOR TRACT 16001
10. Approval of the Resolutions approving and confirming the Engineer's
Reports and setting of Public Hearing for May 16, 2001, to levy the
annual assessments for Fiscal Year2001/2002 for Landscape
Maintenance Districts Nos. 1, 2, 3A, 3B, 4, 5, 6, 7, 8, and 9. No
increase of assessment rate is proposed.
RESOLUTION NO. 01-057
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, FOR APPROVAL OF THE CITY
ENGINEER'S ANNUAL REPORTS FOR
LANDSCAPE MAINTENANCE DISTRICT NOS.
1, 2, 3A, 3B, 4, 5, 6, 7, 8 AND 9. NO
INCREASE OF ASSESSMENT RATE
PROPOSED
RESOLUTION NO. 01-058
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, DECLARING ITS INTENTION TO
LEVY AND COLLECT ASSESSMENTS WITHIN
LANDSCAPE MAINTENANCE DISTRICTS
NOS. 1, 2, 3A, 3B, 4, 5, 6, 7, 8 AND 9 FOR THE
FISCAL YEAR 2001/2002 PURSUANT OT THE
LANDSCAPING AND LIGHTING ACT OF 1972;
AND OFFERING A TIME AND PLACE FOR
HEARING OBJECTIONS THERETO
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City Council Agenda
March 21, 2001
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11. Approval of the Resolutions approving and confirming the Engineer's
Reports and setting of Public Hearing for May 16, 2001, to levy the
Annual Assessments for Fiscal Year 2001/2002 for Street Lighting
Maintenance Districts Nos. 1, 2, 3, 4, 5, 6, 7 and 8. No increase of
assessment rate is proposed.
RESOLUTION NO. 01-059
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, FOR APPROVAL OF THE CITY
ENGINEER'S ANNUAL REPORTS FOR
STREET LIGHTING MAINTENANCE DISTRICT
NOS. 1, 2, 3, 4, , 6, 7 AND 8. NO INCREASE
OF ASSESSMENT RATE PROPOSED
RESOLUTION NO. 01-060
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, DECLARING ITS INTENTION TO
LEVY AND COLLECT ASSESSMENTS WITHIN
STREET LIGHTING MAINTENANCE
DISTRICTS NOS. 1, 2, 3, 4, 5, 6, 5 AND 8 FOR
THE FISCAL YEAR 2001/2001 PURSUANT TO
THE LANDSCAPING AND LIGHTING ACT OF
1972; AND OFFERING A TIME AND PLACE
FOR HEARING OBJECTIONS THERETO
12. Approval of Resolutions confirming the Engineer's reports and setting
of public hearing for May 16, 2001, to levy the annual assessments for
fiscal year 2001/2002 for the Park and Recreation Improvement District
(PD-85). No increase of assessment rate is proposed.
RESOLUTION NO. 01-061
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, FOR APPROVAL OF THE CITY
ENGINEER'S ANNUAL REPORTS FOR THE
PARK AND RECREATION IMPROVEMENT
DISTRICT (PD-85). NO INCREASE OF
ASSESSMENT RATE PROPOSED
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City Council Agenda
March 21, 2001
RESOLUTION NO. 01-062
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, DECLARING ITS INTENTION TO
LEVY AND COLLECT ASSESSMENTS WITHIN
PARK AND RECREATION IMPROVEMENT
DISTRICT (PD-85), FOR THE FISCAL YEAR
2001/2002 PURSUANT TO THE
LANDSCAPING AND LIGHTING ACT OF 1972;
AND OFFERING A TIME AND PLACE FOR
HEARING OBJECTIONS THERETO
13. Approval of Improvement Agreement, Improvement Security and
Ordering the Annexation to Landscape Maintenance District No. 3B and
Street Lighting Maintenance District No. 1 and 6 for Development
Review No. 99-54, located on the south side of 6th Street between
Buffalo Avenue and Richmond Place, submitted by Cabot Industrial
Properties, L.P.
RESOLUTION NO. 01-063
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT AND IMPROVEMENT
SECURITY FOR DEVELOPMENT REVIEW NO.
99-54
RESOLUTION NO. 01-064
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ORDERING THE ANNEXATION
OF CERTAIN TERRITORY TO LANDSCAPE
MAINTENANCE DISTRICT 3B AND STREET
LIGHTING MAINTENANCE DISTRICT NOS. 1
AND 6, FOR DEVELOPMENT REVIEW NO. 99-
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14. Approval of a Resolution adopting the Multi-Hazard Functional Plan as
the updated Emergency Response Operations Plan for the City.
RESOLUTION NO. 01-065
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ADOPTING THE MULTI-
HAZARD FUNCTIONAL PLAN AS THE
UPDATED EMERGENCY RESPONSE
OPERATIONS PLAN IN ACCORDANCE WITH
THE STATE OF CALIFORNIA STANDARIZED
EMERGENCY MANAGEMENT SYSTEM
(SEMS)
15. Approve the purchase and appropriate funds for the purchase of two (2)
trailer-mounted, dieset-powered emergency standby generators.
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City Council Agenda
March 21, 2001
16. Authorization to appropriate $25,000 in Account Number 1001 301
5605 to purchase computers for the implementation of the Tidemark
System in Engineering.
17. Authorization to appropriate $64,000 in Account Number 1001 301
5300 to complete the Tidemark Permit System Software Installation.
CONSENT ORDINANCES
The following Ordinances have had public hearings at the time of first
reading. Second readings are expected to be routine and non-
controversial. The Council will act them upon at one time without
discussion. The City Clerk will read the title. Any item can be
removed for discussion.
No items submitted.
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ADVERTISED PUBLIC HEARINGS
The following items have been advertised and/or posted as public
hearings as required by law. The Chair will open the meeting to
receive public testimony.
CONSIDERATION OF THE DRAFT ANNUAL COMMUNITY
DEVELOPMENT BLOCK GRANT FUNDING ALLOCATIONS FOR
FISCAL YEAR 2001-2002 AND AN AMENDMENT TO THE 2000-2004
CONSOLIDATED PLAN A review of the federally required
Consolidated Plan Annual Action Plan for Fiscal Year 2001-2002,
including the preliminary selection of projects for the CDBG annual
application, based on a new grant afiocation of $1,001,000, and a
proposed amendment to the 2000-2004 Consolidated Plan to address
the design and construction for a new senior center facility, to be
padially funded through the CDBG program.
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT
AGREEMENT 00-04 - AMERICAN BEAUTY DEVELOPMENT CO. - A
request to establish a Development Agreement for the development
project known as the Victoria Arbors on approximately 300.64 acres of
land in the Mixed Use District of the Victoria Community Plan, generally
bounded by Base Line Road to the north, Etiwanda Avenue to the east,
Foothill Boulevard to the south, and Day Creek Channel to the west.
APN: 227-201-04, 13 through 18, 22, 28 through 31, 33, and 36; 227-
161-28, 31, 33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25;
and 227-211.40.
ORDINANCE NO. 655 (first reading)
AN ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, AUTHORIZING THE CITY OF
RANCHO CUCAMONGA TO ENTER INTO
DEVELOPMENT AGREEMENT NO. 00-04,
FOR THE DEVELOPMENT OF VICTORIA
ARBORS ON APPROXIMATELY 300.64
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City Council Agenda
March 21, 2001
ACRES OF LAND IN THE MIXED USE
DISTRICT OF THE VICTORIA COMMUNITY
PLAN, GENERALLY BOUNDED BY BASE LINE
ROAD TO THE NORTH, ETIWANDA AVENUE
TO THE EAST, FOOTHILL BOULEVARD TO
THE SOUTH, AND DAY CREEK CHANNEL TO
THE WEST AS PROVIDED FOR IN SECTION
65864 OF THE CALIFORNIA GOVERNMENT
CODE, FOR REAL PROPERTY DESCRIBED
HEREIN, AND MAKING FINDINGS IN
SUPPORT THEREOF, APN: 227-210-04, 13
THROUGH 18, 22, 28 THROUGH 31, 33, AND
36; 227-161-28, 31, 33, 35, 36, AND 38; 227-
171-08, 11, 12, 20, 22, 23, AND 25; AND 227-
211-40.
APPEAL OF VARIANCE 00-09 - CONCORDIA HOMES - A request to
appeal a decision of the Planning Commission to allow retaining walls
approximately 10 feet in height where a maximum height of 4 feet is
allowed, and slope gradients of approximately 1.5:1 where a maximum
gradient of 2:1 is allowed for 20 existing lots within approved Tract
10035 on 15.7 acres of land in the Low Residential District (2-4 dwelling
units per acre), located on the south side of Camino Predera, south of
Red Hill Country Club Drive - APN: 207-641-01 through 10 and 207-
631-01 through 11. Rebated Files: Development Review 00-47 and
Tree Removal Permit 00-41. CONTINUED FROM MARCH 7, 2001
MEETING,
APPEAL OF ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT
REVIEW 00-47 (TRACT NO. 10035 - CONCQRDIA HOMES - The
appeal of a Planning Commission decision to approve Design Review
of building elevations and detailed site plan for 20 existing lots within
approved Tract 10035 on 15.7 acres of land in the Low Residential
District (2-4 dwelling units per acre), located on the south side of
Camino Predera, south of Red Hill Country Club Drive - APN: 207-
641-01 through 10 and 207-631-01 through 11. Related Files:
Variance 00-09 and Tree Removal Permit 00-41. CONTINUED FROM
MARCH 7, 2001 MEETING.
RESOLUTION NO. 01-048
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, DENYING AN APPEAL OF THE
PLANNING COMMISSION'S DECISION AND
APPROVING A MODIFICATION TO
DEVELOPMENT REVIEW 00-47 FOR THE
DESIGN REVIEW OF BUILDING ELEVATIONS
AND DETAILED SITE PLAN FOR 20
PROPOSED HOMES WITHIN 21 EXISTING
LOTS WITHIN RECORDED TRACT 10035 ON
15.7 ACRES OF LAND IN THE LOW
RESIDENTIAL DISTRICT (2-4 DWELLING
UNITS PER ACRE), LOCATED ON THE
SOUTH SIDE OF CAMINO PREDERA, SOUTH
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City Council Agenda
March 21, 2001
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OF RED HILL COUNTRY CLUB DRIVE - APN:
207-641-01 THROUGH 10 AND 207-631-01
THROUGH 11
RESOLUTION NO. 01-049
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, DENYING AN APPEAL OF A
PLANNING COMMISSION DECISION
APPROVING VARIANCE 00-09 A REQUEST
TO ALLOW RETAINING WALLS
APPROXIMATELY 10 FEET IN HEIGHT
WHERE A MAXIMUM HEIGHT OF 4 FEET IS
ALLOWED, AND SLOPE GRADIENTS OF
APPROXIMATELY 1.5:1 WHERE A MAXIMUM
GRADIENT OF 2:1 IS ALLOWED FOR 20
PROPOSED HOMES ON 21 EXISTING LOTS
WITHIN APPROVED TRACT 10035 ON 15.7
ACRES OF LAND IN THE LOW RESIDENTIAL
DISTRICT (2-4 DWELLING UNITS PER ACRE),
LOCATED ON THE SOUTH SIDE OF CAMINO
PREDERA, SOUTH OF RED HILL COUNTRY
CLUB DRIVE - APN: 207-641-01 THROUGH
10 AND 207-631-01 THROUGH 11
CONSIDERATION OF A RESOLUTION MODIFYING THE
ETIWANDA/SAN SEVAINE AREA MASTER PLAN OF DRAINAGE
REPORT AND THE ADOPTION OF A RESOLUTION ESTABLISHING
UPDATED DRAINAGE IMPROVEMENT FEES FOR DEVELOPMENT
IN THE ETIWANDNSAN SEVAINE LOCAL DRAINAGE AREA
RESOLUTION NO. 01-066
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING MODIFICATION
TO THE ETIWANDNSAN SEVAINE AREA
MASTER PLAN OF DRAINAGE REPORT
RESOLUTION NO. 01-067
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ESTABLISHING UPDATED
DRAINAGE IMPROVEMENT FEES (FOR
CALENDAR YEAR 2001 ) FOR DEVELOPMENT
WITHIN THE ETIWANDNSAN SEVAINE
LOCAL DRAINAGE AREA OF THE CITY OF
RANCHO CUCAMONGA
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City Council Agenda
March 21, 2001
CONSIDERATION OF RESOLUTIONS AUTHORIZING A JOINT
EXERCISE OF POWERS AGREEMENT (CO 01-021) WITH THE
CALIFORNIA STATEWIDE COMMUNITIES DEVELOPMENT
AUTHORITY (CSCDA); AND APPROVING THE ISSUANCE OF
MULTI-FAMILY HOUSING REVENUE BONDS BY CSCDA FOR
HERITAGE POINTE SENIOR HOUSING
RESOLUTION NO. 01-068
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHQ CUCAMONGA,
CALIFORNIA, APPROVING, AUTHORIZING
AND DIRECTING EXECUTION OF AN
AMENDED AND RESTATED JOINT EXERCISE
OF POWERS AGREEMENT RELATING TO
THE CALIFORNIA STATEWIDE
COMMUNITIES DEVELOPMENT AUTHORITY
RESOLUTION NO. 01-069
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING THE ISSUANCE
OF MULTI-FAMILY HOUSING REVENUE
BONDS BY THE CALIFORNIA STATEWIDE
COMMUNITIES DEVELOPMENT AUTHORITY
FOR HERITAGE POINTE SENIOR HOUSING
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The following
requirements.
testimony.
G~ PUBLIC HEARINGS
items have no legal publication or posting
The Chair will open the meeting to receive public
No items submitted.
H.~. CITY MANAGER'S STAFF REPORTS
The following items do not legally require any public testimony,
although the Chair may open the meeting for public input.
No items submitted.
I_. COUNCIL BUSINESS
The following items have been requested by the City Council for
discussion. They are not public hearing items, although the Chair
may open the meeting for public input.
City Council Agenda
March 21, 2001
l0
1. PARK, RECREATION FACILITIES AND COMMUNITY SERVICES
UPDATE
497
J__. IDENTIFICATION OF ITEMS FOR NEXT MEETING
This is the time for City Council to identify the items they wish to
discuss at the next meeting. These items will not be discussed at this
meeting, only identified for the next meeting.
K._:. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City
Council. State law prohibits the city Council from addressing any
issue not previously included on the Agenda. The Council may
receive testimony and set the matter for a subsequent meeting.
Comments are to be limited to five minutes per individual.
ADJOURNMENT
I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, or my
designee, hereby certify that a true, accurate copy of the foregoing
agenda was posted on March 15, 2001, seventy two (72) hours prior to
the meeting per Government Code 54954.2 at 10500 Civic Center
Drive.
January 23,2001
CITY OFRANCHO CUCAMONGA
CITY COUNCILMINUTES
Special Meetinq
A. CALL TO ORDER
A special meeting of the Rancho Cucamonga City Council was held on Tuesday, January 23, 2001 in the
Tri Communities Room of the Civic Center, located at 10500 Civic Center Drive, Rancho Cucamonga,
California. The meeting was called to order at 5:30 p.m. by Mayor William J. Alexander.
Present were Councilmembers: Paul Biane, James Curatalo, Bob Dutton, Diane Williams and Mayor
William J. Alexander.
Also present were: Jack Lam, City Manager; James Markman, City Attorney; and Brad Buller, City
Planner.
B. COMMUNICATIONS FROM THE PUBLIC
No communication was made from the public.
C. ADJOURNMENT
The meeting adjourned at 5:32 p.m. to a closed session for conference with legal counsel - anticipated
~itigati~n-initiati~n~f~itigati~npursuantt~subdivisi~n(c)~fSecti~n54956~9(~necase)` No action was
taken in closed session. The closed session adjourned to January 24, 2001, 10:00 a.m. in the Training
Conference Room of the Civic Center located at 10500 Civic Center Drive, Rancho Cucamonga,
California, for a team building maintenance workshop.
Respectfully submitted,
Approved: *
Debra J. Adams, CMC
City Clerk
Janua~ 24,2001
CITY OF RANCHO CUCAMONGA
CITY COUNCIL MINUTES
Adjourned Meeting
A. CALL TO ORDER
An adjourned meeting of the Rancho Cucamonga City Council was held on Wednesday, January 24,
2001 in the Training Conference Room of the Civic Center, located at 10500 Civic Center Drive, Rancho
Cucamonga, California. The meeting was called to order at 10:00 a.m. by Mayor William J. Alexander.
Present were Councilmembers: Paul Biane, James Curatalc Bob Dutton, Diane Williams, and Mayor
William J. Alexander.
Also present were: Jack Lam, City Manager; Pamela Easter, Deputy City Manager; Linda D. Daniels,
Redevelopment Agency Director; Joe O'Neil, City Engineer; Brad Buller, City Planner; Bill Makshanoff,
Building Official; Larry Temple, Administrative Services Director; Tamara Layne, Finance Officer; Deborah
Clark, Library Director; Kevin McArdle, Community Services Director; Rodney Hoops, Police Chief;
Dennis Michael, Fire Chief; Duane Baker, Assistant to the City Manager; Diane O'Neal, Assistant to the
City Manager; Jenny Haruyama, Management Analyst II; and Debra J. Adams, City Clerk.
B. ITEM OF BUSINESS
1. ANNUAL TEAM BUILDING MAINTENANCE WORKSHOP
The City Council and Department Heads met to discuss goals for the year 2001. (A copy is on file in the
City Clerk's office.)
C. COMMUNICATIONS FROM THE PUBLIC
No communication was made from the public.
The workshop adjourned at 2:25 p.m.
D. ADJOURNMENT
Respectfully submitted,
Approved: *
Debra J. Adams, CMC
City Clerk
February 7, 2001
CITY OF RANCHO CUCAMONGA
CITY COUNCIL CLOSED SESSION MINUTES
A. - CALL TO ORDER
The Rancho Cucamonga City Council held a closed session on Wednesday, February 7, 2001, in the
Tapia Room of the Civic Center located at 10500 Civic Center Drive, Rancho Cucamonga, California.
The meeting was called to order at 5:33 p.m. by Mayor William J. Alexander.
Present were Councilmembers: Paul Biane, James Curatalo, Bob Dutton, Diane Willjams and Mayor
William J. Alexander.
Also present were: Jack Lam, City Manager; Pamela Easter, Deputy City Manager; James Markman,
City Attorney; and Linda D. Daniels, Redevelopment Agency Director.
B. ANNOUNCEMENT OF CLOSED SESSION ITEMS
Mayor Alexander announced the item to be discussed in closed session,
B1. CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION--INITIATION OF
LITIGATION PURSUANT TO SUBDIVISION (c) OF SECTION 54956.9 (ONE CASE). - CITY
C. COMMUNICATIONS FROM THE PUBLIC ON CLOSED SESSION ITEMS
No one was present to comment on the closed session items.
D. CONDUCT OF CLOSED SESSION
Closed session began at 5:35 p.m.
E. RECESS
The closed session adjourned at 6:50 p,m, No action was taken in closed session.
City Council Minutes
February 7, 2001
Page 2
CITY OF RANCHO CUCAMONGA
CITY COUNCIL MINUTES
Reqular Meetinq
A. CALL TO ORDER
A regular meeting of the Rancho Cucamonga City Council was held on Wednesday, February 7, 2001 in
the Council Chambers of the Civic Center located at 10500 Civic Center Drive, Rancho Cucamonga,
California. The meeting was called to order at 7:06 p.m. by Mayor William J. Alexander.
Present were Councilmembers: Paul Biane, James Curatalo, Bob Dutton, Diane Williams and Mayor
William J. Alexander.
Also present were: Jack Lam, City Manager; James Markman, City Manager; Linda D. Daniels,
Redevelopment Agency Director; Kathy Wahlstrom, RDA Analyst; Larry Temple, Administrative Services
Director; Joe Kamrani, Sr. Info Systems Analyst; Sam Davis, Info Systems Specialist; Brad Buller, City
Planner; Brent LeCount, Associate Planner; Bill Makshanoff, Building Official; Joe O'Neil, City Engineer;
Shintu Bose, Deputy City Engineer; Jon Gillespie, Traffic Engineer; Kevin McArdle, Comm unity Services
Director; Dave Moore, Recreation Superintendent; Nettle Nielsen. Recreation Supervisor; Deborah Clark,
Library Director; Captain Rodney Hoops, Rancho Cucamonga Police Department; Chief Dennis Michael,
Rancho Cucamonga Fire Protection District; Jenny Haruyama, Management Analyst I, and Debra J.
Adams, City Clerk.
B. ANNOUNCEMENTS/PRESENTATIONS
B1. Presentation of a Proclamation commending the City's First All-Star Roller Hockey Competition
Participants.
The team members were recognized and certificates handed out.
Mayor Alexander presented the Proclamations to the team.
The coaches thanked the City staff for their organization of this.
B2. Presentation of a Proclamation to the Etiwanda High School Students Against Smoking and
Alcohol (SASA) Club commending them on their efforts to prevent underage tobacco and alcohol use.
The Proclamation was presented to Etiwanda High School for their SASA Program.
Sandy Golden, President of Alcohol Free Kids, talked about the program and where they would like to go
with it. He asked if Mayor Alexander would go with them when they go to the Governor and the President
of the United States if they get invited. He commended Mayor Alexander for his help with their program
and felt he was a man of his word.
The students involved in SASA spoke about it and what they are trying to accomplish.
City Council Minutes
February 7, 2001
Page 3
C. COMMUNICATIONS FROM THE PUBLIC
C1. John Lyons wanted to talk about Southern California Edison and the fact that his mother has polio.
He stated he has emergency equipment in his house and that Edison knows this and is supposed to
notif,/him if there are blackouts. He stated Edison has now told him they will no longer notify him if there
is to be a blackout and asked if the City could look at this problem for him to see what can be done.
D. CONSENT CALENDAR
D1. Approval of Minutes:
December 6, 2000
December 20, 2000
January 3, 2001 (Curatalo absent)
January 17, 2001 (Dutton absent)
D2. Approval of Warrants, Register Nos. 1/10/01, 1/17/01, 1/24/01 and 1/25/01 and Payroll ending
1/4/01, 1/8/01 and 1/31/01 for the total amount of $4,793,173.75.
D3. Approval of Alcoholic Beverage Application for Off-Sale Beer and Wine for 7-Day Market (person-
to-person transfer, existing business), ThanNat Sami Elmassry, Global Management & Development,
12854 Foothill Boulevard.
D4. Approval of the selection of AMS Planning and Research Corporation to conduct a Performing Arts
Center Feasibility Study funded by Forest City Development. ITEM REMOVED FOR DISCUSSION BY
COUNCILMEMBER WILLIAMS.
D5. Approval of a Request for Waiver of Rental Fees for Use of the Epicenter Stadium from the Quakes
Community Foundation for a Youth Baseball Camp on July 18-20, 2001
D6. Approval to appropriate $280,000 in Account No. 1001-305-5300 and $100,000 in Account No.
1001-305-5303 to supplement funding of Contract Services for Engineering Plan Checking.
D7. Approval of a Resolution of the City Council continuing a Disadvantaged Business Enterprise
(DBE) Program for the City of Rancho Cucamonga.
RESOLUTION NO. 01-017
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, CONTINUING A DISADVANTAGED
BUSINESS ENTERPRISE (DBE) PROGRAM FOR THE CITY OF
RANCHO CUCAMONGA
D8. Approval of Improvement Agreement, Improvement Security for 6th Street and Hermosa Avenue
Traffic Signal Construction for DR 99-46, located at the southwest corner of 6th Street and Hermosa
Avenue, submitted by Cabot Industrial Properties, L.P.
RESOLUTION NO, 01-018
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT AND IMPROVEMENT SECURITY FOR CONSTRUCTION
OF TRAFFIC SIGNAL FOR DR 99-46
D9. Approval of Improvement Agreement, Improvement Security and Ordering the Annexation to
Landscape Maintenance District No. 3B and Street Lighting Maintenance District Nos. 1 and 6 for DR
00-08, located on the northwest corner of 4th Street and Santa Anita Avenue, submitted by Vic Chen, a
developer.
City Council Minutes
February 7, 2001
Page 4
RESOLUTION NO. 01-019
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT AND IMPROVEMENT SECURITY FOR DR 00-08
RESOLUTION NO. 01-020
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ORDERING THE ANNEXATION OF
CERTAIN TERRITORY TO LANDSCAPE MAINTENANCE DISTRICT
NO. 3B AND STREET LIGHTING MAINTENANCE DISTRICT NOS. 1
AND 6 FOR DR 00-08
D10. Approval of Map, Improvement Agreement, Improvement Securities, Monumentation Cash
Deposit and Ordering the Annexation to Landscape Maintenance District No. 1 and Street Lighting
Maintenance District Nos. 1 and 2 for Tract Map 16026, located on the west side of Amethyst Street,
north of Valley View Street, submitted by Amethyst Estates, LLC, a California Limited Liability Company.
RESOLUTION NO. 01-021
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT, IMPROVEMENT SECURITIES, MONUMENTATION
CASH DEPOSIT AND TRACT MAP NO. 16026
RESOLUTION NO. 01-022
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ORDERING THE ANNEXATION OF
CERTAIN TERRITORY TO LANDSCAPE MAINTENANCE DISTRICT
NO. 1 AND STREET LIGHTING MAINTENANCE DISTRICT NOS. 1 AND
2 FOR TRACT MAP 16026
D11. Approval of Map, Improvement Agreement, Improvement Security, Monumentation Cash Deposit
and Ordering the Annexation to Landscape Maintenance District No. 2 and Street Lighting Maintenance
District Nos. 1 and 3 for Tract Map No. 16081, located at the southwest corner of Victoria Park Lane and
Day Creek Boulevard.
RESOLUTION NO. 01-023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING IMPROVEMENT
AGREEMENT AND IMPROVEMENT SECURITY AND
MONUMENTATION CASH DEPOSIT FOR TRACT MAP NUMBER 16081
RESOLUTION NO. 01-024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ORDERING THE ANNEXATION OF
CERTAIN TERRITORY TO LANDSCAPE MAINTENANCE DISTRICT
NO. 2 AND STREET LIGHTING MAINTENANCE DISTRICT NOS. 1 AND
3 FOR TRACT MAP NUMBER 16081
D12. Approval to accept the Bids received and award and authorize the execution of the Contract in the
amount of $110,290.54 ($100,284.12 plus 10% contingency) to the apparent low bidder, Premier
Contractors (CO 01-008) for the construction of the Carnelian Street Pavement Rehabilitation from
Vineyard Avenue to 1550 feet north, to be funded from Measure I Funds, Account No. 1-176-303-
5650/1043-176.
City Council Minutes
February 7, 2001
Page 5
D13. Approval to award the Contract for the printing of The Grapevine to Holiday Printing (CO 01-009)
in the amount of $77,517.00 for four issues.
D14. Approval of a Contract between the City of Rancho Cucamonga and the San Bernardino County
Superintendent of Schools Office (CO 01-010) and appropriate funds in the amount of $30,000 for the
Teen Connection Program (Fund 264).
D15. Approval to release remaining bonds on Parcel Map 14022, Tract 13351, Tract 13303 and Tract
13303-2.
D16. Approval to release Labor and Material Bond, Letter of Credit No, SB995039, and accept as
Labor and Material Bond, Letter of Credit No. RP210005 for Improvements for Tract 13812, submitted
by Wealth V. LLC, located west of Etiwanda Avenue, between Summit and Highland.
D17. Approval to accept Improvements, release the Faithful Performance Bond, accept a Maintenance
Bond, and file a Notice of Completion for Improvements for Tract 14380, submitted by General Electric
Capital Corporation, a New York Corporation, located on the northwest corner of Etiwanda and Wilson
Avenues.
RESOLUTION NO. 01-025
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ACCEPTING THE PUBLIC
IMPROVEMENTS FOR TRACT 14380 AND AUTHORIZING THE FILING
OF A NOTICE OF COMPLETION FOR THE WORK
D18. Approval to accept the Banyan Street at Fredericksburg Avenue Traffic Signal and Widening
Improvements, Contract No. 00-051, as complete, release the bonds, and authorize the City Engineer to
file a Notice of Completion and approve the final contract amount of $168, 790.66.
RESOLUTION NO. 01-026
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ACCEPTING THE BANYAN STREET AT
FREDERICKSBURG AVENUE TRAFFIC SIGNAL AND WiDENING
IMPROVEMENTS, CONTRACT NO. 00-051, AND AUTHORIZING THE
FILING OF A NOTICE OF COMPLETION FOR THE WORK
MOTION: Moved by Biane, seconded by Curatalo to approve the staff recommendations in the staff
reports contained within the Consent Calendar with the exception of item D4. Motion carried unanimously
DISCUSSION OF ITEM D4. APPROVAL OF THE SELECTION OF AMS PLANNING AND RESEARCH
CORPORATION TO CONDUCT A PERFORMING ARTS CENTER FEASIBILITY STUDY FUNDED BY
FOREST CITY DEVELOPMENT,
Councilmember Williams stated she removed item 4 for clarification because of the newspaper article that
had been written. She stated the action to be taken toni9ht is to conduct the feasibility study. She felt the
newspaper article stated tonight would be discussion about what the study was to include, and added that
was incorrect. She stated if anyone has information on how the study should be conducted to please
contact Kevin McArdle, Community Services Director.
MOTION: Moved by W~lliams, seconded by Biane to approve item D4. Motion carried unanimously 5-0,
City Council Minutes
February 7, 2001
Page 6
F. ADVERTISED PUBLIC HEARINGS
F1. CONSIDERATION OF APPEAL OF ENVIRONMENTAL ASSESSMENT AND CONDITIONAL USE
PERMIT 99-50 - VANTIGER - An appeal of the Planning Commission's decision to require the
construction of storm drainage improvements on Foothill Boulevard from the existing terminus near
Cornwall Avenue to Etiwanda Avenue for the development of a service station with convenience market,
drive-thru fast food service and a drive-thru self-service car wash on two acres of land located on the
northeast corner of Foothill Boulevard and Etiwanda Avenue in the Community Commercial District
(Subarea 4) of the Foothill Boulevard Specific Plan - APN: 1100-161-002.
Jack Lam, City Manager stated it is requested by the applicant that this be continued to February 21,
2001.
Mayor Alexander opened the meeting for public hearing.
MOTION: Moved by Dutton, seconded by Williams to continue the public hearing to February 21, 2001 to
be held in the Council Chambers located at 10500 Civic Center Drive, Rancho Cucamonga, California.
Motion carried unanimously 5-0.
F2. FOOTHILL BOULEVARD SPECIFIC PLAN AMENDMENT 99-02 - SACRED HEART CHURCH -A
request to amend the Foothill Boulevard Specific Plan to allow churches subject to a Conditional Use
Permit within the Regional Commercial land use designation (Subarea 4) and to increase the allowable
building height for churches. Relation file: Conditional Use Permit 99-56, Tree Removal Permit 00-45,
and Preliminary Application Review 98-12.
Staff report presented by Brent LeCount, Associate Planner.
Mayor Alexander opened the meeting for public hearing. Addressing the City Council was:
Father Steve Porter, Pastor of the Sacred Heart Church, stated he has been working with the City
to develop their church. He talked about being able to move their existing stained glass windows
to the new church and was also able to stay at their existing site. He felt their church would be a
good compliment for the area.
Councilmember Biane stated he supports this project. He felt it was a good improvement.
There being no further response, the public hearing was closed.
Debra J. Adams, City Clerk, read the title of Ordinance No. 652.
ORDINANCE NO. 652 (first reading)
A ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING FOOTHILL BOULEVARD
SPECIFIC PLAN AMENDMENT 99-02, AMENDING THE
DEVELOPMENT CODE, CHAPTER 17.32 FOOTHILL BOULEVARD
DISTRICTS, TO ALLOW CHURCHES SUBJECT TO A CONDITIONAL
USE PERMIT WITHIN THE REGIONAL COMMERCIAL LAND USE
DESIGNATION (SUBAREA 4) AND TO INCREASE THE ALLOWABLE
BUILDING HEIGHT FOR CHURCHES, AND MAKING FINDINGS IN
SUPPORT THEREOF
MOTION: Moved by Dutton, seconded by Curatalo to waive full reading and set second reading of
Ordinance No. 652 forthe February 21, 2001 meeting. Motion carried unanimously 5-0.
City Council Minutes
February 7, 2001
Page ?
G. PUBLIC HEARINGS
G1. CONSIDERATION OF AN ORDINANCE TO ESTABLISH A PRIMA FACIE SPEED LIMIT OF 45
MPH ON CHURCH STREET BETVVEEN MILLIKEN AVENUE AND ROCHESTER AVENUE
Staff report presented by Jon Gillespie, Traffic Engineer.
Mayor Alexander opened the meeting for public hearing.
Steven Ball stated his grandchildren live on this street and stated he was afraid for them. He felt
it should be lower than 45 miles per hour.
Mayor Alexander pointed out there is certain criteria the City uses to come up with the speed limits and
that is how they are established.
Thera being no further response, the public hearing was closed.
Debra J. Adams, City Clerk, read the title of Ordinance No. 653.
ORDINANCE NO. 653 (first reading)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, AMENDING SECTION 10.20.020 OF THE
RANCHO CUCAMONGA MUNICIPAL CODE TO ESTABLISH A PRIMA
FACIE SPEED LIMIT OF 45 MPH ON CHURCH STREET BETVVEEN
MILLIKEN AVENUE AND ROCHESTER AVENUE
MOTION: Moved by Dutton, seconded by Willlares to waive full reading and set second reading of
Ordinance No.653 forthe February 21, 2001 meeting. Motion carried unanimously 5-0.
A recess was taken at 8:16 p.m.
Councilmembers present.
The meeting was called back to order at 8:31 p.m. with all
H. CITY MANAGER'S STAFF REPORTS
H1. REPORT ON ORDINANCE 58
Jack Lam, City Manager, stated it is requested that this item be returned in 30 days after the Chamber of
Commerce has had the opportunity to review it.
H2. REPORT ON STOP SIGNS ON SAPPHIRE AT LEMON AVENUE AND HIGHLAND AVENUE
Staff report presented by Jon Gillespie, Traffic Engineer.
Councilmember Curatalo asked when would the construction traffic would be done in the area.
Jon Gillespie, Traffic Engineer, stated approximately fall of 2002. He stated during the construction, it is
recommended to leave the stop signs until the freeway is completed.
Councilmember Biane asked what the traffic count will be once the freeway is open.
City Council Minutes
February 7, 2001
Page 8
Jon Gillespie, Traffic Engineer, stated between 7 - 8,000.
Mayor Alexander asked if all the stop signs met the guidelines before they were put in.
Jon Gillespie, Traffic Engineer, stated most of the time, but that there are special circumstances
considered.
Mayor Alexander opened the meeting for public hearing. Addressing the City Council were:
Sal Bruguglio, Marble Street, stated the stop signs impact his family and felt the four-way stops
are inconvenient and did not feel they were necessary. He felt speeding was an enforcement
issue and if the study did not warrant them they should not be there. He asked that they be
removed on a trial basis and if problems occur, they could be reinstailed.
Tim Lily, 6430 Corral, felt the stop signs should stay and did not think they were a burden.
Steve Simpkins, Lemon, stated he would like to see the signs remain. He stared it is hard to get
out of his driveway on Sapphire and was concerned about the safety of the kids crossing the
street.
Jeremiah Haywood, Peridot, felt the stop signs should stay because it is hard to cross the street
without them. He stated he is concerned about the safety of the kids because he is a Boy Scout.
Sherry Haywood felt the stop signs should stay because of the safety of the kids crossing the
streets.
John Roble, Sapphire, stated it is hard to get out of his driveway. His son stated if people are not
going too fast, it should not be too hard on the brakes. He also commented they find more dead
animals on the street when there are no stop signs. He supported them staying in.
Chris Kazinski, 6272 Marble, felt if the stop signs are removed now it would be opening the City
up for liability. He asked if there was anyone that signed the petitions would take responsibility if
an accident happened. He asked that the signs stay and then re-evaluate it when the freeway is
completed.
Kathy Schafer, 6295 Celestite, stated she would like to speak for the safety of her older children
driving. She felt the stop signs should stay. He stated it slows people down, but that it really
makes a big difference.
Jane Davidson, Lemon and Sapphire, stated it is noisier when the stop signs are there, but felt
the signs should remain for the safety of the people. She felt the traffic should be enforced.
Howard Morris, 6291 Marble, felt the stop signs should remain even though the traffic study did
not warrant them. He asked that the signs remain.
David Sidel felt the signs should be removed. He felt it would create more pollution and loss of
gasoline. He stated inconvenience was not the issue for him. He did not think there should be
four-way stops at all intersections. He stated he would like a stop sign at Hillside and Vinmar, but
would like the sign at Highland removed.
Stacy Cooper, 6361 Sapphire, stated he is concerned about the safety of the children and people
trying to get out of their driveways. He would like to see the 40 miles per hour speed limit
enforced. He would like to see the stop signs remain.
City Council Minutes
February 7, 2001
Page 9
Angle, student at Alta Loma High School, felt it was dangerous to cross Sapphire. She felt the
stop signs needed to stay in.
Joseph Hannah gave a power point presentation which is on file in the City Clerk's office.
Mayor Alexander asked him where he lives and what was the speed limit on his street.
Mr, Hannah stated he lives on Turquoise and that his speed limit is 25 miles per hour,
Nancy Stamm asked that the Council consider the four-way stop signs be permanent and not
change it after the freeway is built.
Margie Hannah, 5886 Turquoise, talked about a school that has been closed and is now a church
in that area. She felt when people moved there they knew their street was a thoroughfare. She
did not see any problem before the stop signs were put in.
Pat Bordalotta felt the stop signs are the best thing that has happened to this street. He felt
safety of the kids was most important,
Susie Kazinski, 6272 Marble stated it is hard to pull out of the side streets onto Sapphire because
you can't judge the speed coming down the hill. She asked that the signs remain and to consider
safety over convenience.
Alan Thorman, 8323 Lemon stated he wondered when he moved in why there weren't signs
already in place and stated he supports the signs remaining.
Brenda Lafazzio asked that the signs be removed at least at Highland because she felt it was
inconvenient. She stated Lemon and Marble has more traffic at this intersection.
Angela Granite stated she sees a lot of people traveling a double lane down the street, She felt
the stop signs should stay.
John Kirby, Corral Ave., felt it was scary before the signs were put in. He felt the signs were a
relief. He felt it was mostly the people north of the signs that feel they are inconvenient.
Rob Valencia, 5776 Exoder, felt the signs should stay. He felt possibly a traffic light should be
put in to control the traffic. He felt this would be a better way.
Joseph Hannah stated attached to the packages he passed out are petitions signed by people
requesting the removal of the signs. He stated an EMT told him it would decrease their response
time because of the stop signs.
There being no further response, public comments were closed.
Councilmember Curatalo stated he has confidence in the traffic engineer and felt the signs should stay
while the construction continues. He felt once the construction is completed, they could do something
more permanent for the safety of the residents,
Councilmember Willjams felt things should be left as is for now, but in the meantime have something
done after the construction is completed, like possibly a signal.
Councilmember Dutton stated Sapphire creates unique challenges for the City. He stated he spent time
on Sapphire earlier today and saw homes that have driveways where people have to back out. He stated
things will change throughout the construction of the freeway. He felt the signs should stay in for now.
He agreed with Councilmember Willlares that something be done on a permanent basis when the
construction is complete,
City Council Minutes
February 7, 2001
Page ]0
Mayor Alexander stated he agrees with everyone and that things will be monitored as time goes on.
MOTION: Moved by Dutton, seconded by Williams to leave the traffic control devices that are there now,
evaluate signalization for the future as the freeway nears completion. Motion carried unanimously 5-0.
Councilmember Curatalo asked Captain Hoops to monitor this area.
Councilmember Williams asked if someone could check the hedges on the street to be sure they are not
too high for people pulling out of a side street to see around.
Councilmember Dutton stated there is a home adjacent to the freeway that is creating a blind spot.
J. IDENTIFICATION OF ITEMS FOR NEXT MEETING
No items were identified for the next meeting.
K. COMMUNICATIONS FROM THE PUBLIC
K1. Steven Ball brought up the tow rotation the Police Department has within the City. He stated he
would like to bring this up again for discussion at the next meeting.
L. ADJOURNMENT
MOTION: Moved by WHliams, seconded by Biane to recess to closed session to continue discussion of
the items on the closed session agenda, and for the Council not to reconvene. Motion carried
unanimously 5-0. The meeting recessed at 9:50 p.m. No action was taken in closed session,
Respectfully submitted,
Approved: *
Debra J. Adams, CMC
City Clerk
CITY OF RC IFAS (PROD) 03/12/01 C H E C K R E G I S T E R CHECK REGISTER Page
MON, MAR 12, 2001, 2:01 PM --zeqz AHUNSBER--leg: GL JL-=loc: FINANCE--rjobm 27771 #S041 ..... prog: CK200 <l.37>--report id: CKREG---
Check Payee ID, Payee Name Date Check Amount Type Subs Rel To Note
AP00165579 000014
ACTION TRAVEL AGENCY
GRAND TOTALS:
Total Void Machine Written
Total Void Hand Written
Total Machine Written
Total Hand Written
Total Reversals
Total Cancelled Checks
GRAND TOTAL
03/12/01 165.92 MW IP
0.00 Number of Checks Processed: 0
0.00 Number of Checks Processed: 0
165.92 Number of Checks Processed: 1
0.00 Number of Checks Processed: 0
0.00 Number of Checks Processed: 0
0.00 Number of Checks Processed: 0
165.92
CITY OF RC IFAS {PROD) 03/07/01 C H E C K R E G I S T E R CHECK REGISTER Page 1
WED, M~a{ 07, 2001, 10:43 ~M --req: CGONZALE--leg: GL JL--loc: FINANCE---job: 27040 #S053 ..... prog: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165308 006464
COASTAL BUILDING SERVICES INC 03/07/01 30,086.00 MW IP
GRAND TOTALS:
Total Void Machine Written 0.00
Total Void Hand Written 0.00
Total Machine Written 30,086.00
Total Hand Written 0.00
Total Reversals 0.00
Total Cancelled Checks 0.00
G R A N D T O T A L 30,086.00
Nu~er of Checks Processed:
Number of Checks Processed:
Number of Checks Processed:
Number of Checks Processed:
Number of Checks Processed:
Number of Checks Processed:
CITY OF RC IFAS (PROD) 03/07/01 C H E C K R E G I S T E R CHECK REGISTER Page 1
WED, MAR 07, 2001, 2:17 PM --req: MSALAIZ---leg: GL JL--loc: FINkNCE---job: 27152 #S048 ..... pro~: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165309 011716
AP00165310 003597
SALAZAR, SAL
STATE OF CALIFORNIA
GRAND TOTALS:
Total Void Machine Written
Total Void Hand Written
Total Machine Written
Total Hand Written
Total Reversals
Total Cancelled Checks
GRAND TOTAL
03/07/01 750.00 MW IP
03/07/01 6,933.26 MW IP
0.00 Number of Checks Processed: 0
0.00 Nunsher of Checks Processed: 0
7,683.26 Number of Checks Processed: 2
0.00 Number of Checks Processed: 0
0.00 Number of Checks Processed: 0
0.00 Number of Checks Processed: 0
7,683.26
CITY OF RC IFAS (PROD) 03/07/01 C H E C K
WED, ~R 07, 2001, 4:44 PM --req: KFINCHER--leg: GL JL--loc:
Check Payee ID. Payee Name Date
AP00165311 000552
AP00165312 000001
AP00165313 006507
AP00165314 001843
AP00165315 002732
AP00165316 001842
AP00165317 000007
AP00165318 090108
AP00165319 006309
AP00165320 005231
AP00165321 006489
AP00165322 001844
AP00165323 006172
AP00165324 004450
AP00165325 001823
AP00165326 005807
AP00165327 001291
AP00165328 004782
AP00165329 000436
AP00165330 022222
AP00165331 006115
AP00165332 001848
AP00165333 004475
AP00165334 006600
AP00165335 006527
R E G I S T E R CHECK REGISTER Page 1
F1N~3gCE---job: 27247 #S047 ..... prog: CK200 <l.37>--report id: CKREG---
Check Amount Type Subs Rel To Note
A JONTUE, ROSEANN 03/07/01
AA EQUIPMENT RENTALS CO INC 03/07/01
~ PORTABLE RESTROOM CO 03/07/01
ABBATE, JOSEPH 03/07/01
ABC LOCKSMITHS 03/07/01
ABERSOLD PHD, G W 03/07/01
ABLETRONICS 03/07/01
ACE SCREEN/UgD WIN]DOW PEPAIR 03/07/01
~/~SON, RONALD 03/07/01
AEF SYSTEMS CONSULTING INC 03/07/01
AES 03/07/01
ALHSMB 03/07/01
ALTA LOMA CHARTER LINES 03/07/01
~4ERIC~/g LIBRARY ASSOCIATION 03/07/01
ARCH WIRELESS 03/07/01
ARCHITERRA DESIGN GROUP 03/07/01
ARCUS DATA SECURITY 03/07/01
ASBURY EN'gIRONMENTAL SERVICES 03/07/01
ASHWORTH HONEY 03/07/01
ASHWORTH HONEY 03/07/01
AUFBAU CORPORATION 03/07/01
BALDERS, DEBBY 03/07/01
BARNES A/gD NOBLE 03/07/01
BERN ~RIES PROMOTIONAL PRODU 03/07/01
BEYOND.COM 03/07/01
183.60 MW ON
116.48 MW OH
263.00 MW OH
200.00 MW OH
100.62 MW OH
200.00 MW OH
103.05 MW OH
142.18 NS~ OH
2,016.00 ~Sq OH
13,402.50 b~q OH
450.00 MW OH
167.87 MW OH
519.50 MW OH
34.20 ~T~ OH
269.45 ~FW OH
8,151.09 IvM OH
472.00 MW OH
594.84 MW OH
500.00 MW OH A/{
500.00 MW OH AR
13,685.00 MW OH
10.00 MW OH
1,832.97 MW OH
482.81 MW OH
134.00 MW OH
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/07/01 C H E C K R E G I S T E R CHECK REGISTER Page
WED, ~R 07, 2001, 4:44 PM --req: KFINCHER--leg: GL JL--loc: FINANCE---j ob: 27247 #S047 ..... pro~: CKE00 <l.37~--report id: CKREG---
Check Payee ID. Payee Name
Date Check Amount Type Subs Rel To Note
AP00165336 006438 BLACK VOICE NEWS, TEE 03/07/01 71.50 MW OH
AP00165337 006301 BLUE OCE~N SOFTWAP3E INC 03/07/01 1,078.75 MW OH
AP00165338 001746 BOISE CASCADE OFFICE PRODUCTS 03/07/01 39.35 MW OH
AP00165339 001845 BORDER REAL LLC 03/07/01 24.00 MW OH
AP00165340 005859 BREE, CHERYL 03/07/01 50.00 ~q OH
AP00165341 001745 BRISENO, MARIA 03/07/01 130.00 MW OH
AP00165342 004369 BRODART BOOKS 03/07/01 616.84 MW OH
AP00165343 005341 EUCKN3~M~ND ASSOCIATES 03/07/01 3,115.12 MW OH
AP00165344 000576 BULLER, BR3~D 03/07/01 500.00 MW OH
AP00165345 005943 BURGA/q, ~U~RY 03/07/01 324.90 MW OH
AP00165346 006545 CAFE JUSTICE 03/07~01 286.50 ~FW OH
AP00165347 006713 CALIFOP~NIA OVER14IGHT 03/07/01 13.00 ~q OH
AP00165348 006107 CALTAC 03/07/01 27.00 ~F~ OH
AP00165349 004251 CATERINO, JOHN 03/07/01, 70.00 ~ OH
AP00165350 001061 CHAMPION AWARDS ~2gD SPECIkLIE 03/07/01 525.62 MW OH
AP00165351 000488 CHEVRON USA INC 03/07/01 115.92 MW OH
AP00165352 000713 CHICKS SPORTING GOODS INC 03/07/01 66.81 MW OH
AP00165353 001337 CIESLIK, D~NIEL 03/07/01 128.00 ~q OH
AP00165354 000074 CITY RENTALS 03/07/01 193.60 ~ OH
AP00165355 004537 CLASS SOFTWARE SOLUTIONS 03/07/01 12,862.00 ~ OH
AP00165356 006215 CM SCHOOL SUPPLY 03/07/01 346.62 ~q OH
AP00165357 004211 COAST RECRFj~TION INC 03/07/01 2,706.81 MW OH
AP00165358 000643 COMPUTERL~qD 03/07/01 5,078.68 MW OH
AP00165359 001458 CORON~O, LAUREL S. 03/07/01 200.00 MW OH AR
AP00165360 001847 COTTER, DEBBIE 03/07/01 32.00 MW OH
CITY OF RC IFAS (PROD) 03/07/01 C H E C K k E G I S T E R CHECK REGISTER Page 3
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Check Payee ID. Payee Name Date
AP00165361 VOID.CONTIN~U Void - Continued Stub
Check/~nount Type Subs Rel To Note
03/07/01 0.00 VM OH
AP00165362 000085 CUC~4ONGA CO WATER DIST 03/07/01 12,590.21 N~q OH
AP00165363 002512 D A R E ~4ERICA 03/07/01 183.49 ~ OH
AP00165364 000239 D ~ K CONCRETE COMPANY 03/07/01 5,406.16 MW OH
AP00165365 004282 D SEVEN CONSULTING INC 03/07/01 1,000.00 MW OH
AP00165366 000284 DAISY WHEEL RIBBON CO INC 03/07/01 138.56 MW OH
AP00165367 001387 DALY, JASON 03/07/01 139.54 F~q OH
AP00165368 001663 DEMIRJYN DESIGNS 03/07/01 500.00 FSq OH AR
AP00165369 006064 DEPARTMEN~r ISSUE 03/07/01 1,364.89 N~q OH
AP00165370 000107 DETCO 03/07/01 46.07 b~q OH
AP00165371 001841 DIAZ, NICOLE 03/07/01 15.00 MW OH
AP00165372 041069 DICKEY, ~%RTIN 03/07/01 200.00 MW OH
AP00165373 001840 DISARIO, KAREN 03/07/01 30.00 MW OH
AP00165374 004205 DYNAMIC GRAPHICS INC 03/07/01 58.95 MW OH
AP00165375 005137 EMPIRE MOBILE HOME SERVICE 03/07/01 4,393.08 MW OH
AP00165376 000229 EWING IRRIGATION PRODUCTS 03/07/01 541.47 ~q OH
AP00165377 000123 FEDERI~L EXPRESS CORP 03/07/01 21.49 ~q OH
AP00165378 000184 FIELDM~/q ROLAPP ~ ASSOCIATE 03/07/01 3,212.00 MW OH
AP00165379 006556 FINESSE PERSONNEL ASSOCIATES 03/07/01 3,171.98 MW OH
AP00165380 005892 FIRST PLACE TROPHIES 03/07/01 1,826.30 ~F~ OH
AP00165381 006440 FLUORESCO LIGHTING 03/07/01 495.00 N~q OH
AP00165382 006685 FOOTHILL BEVERAGE COMPNAY 03/07/01 35.50 MW OH
AP00165383 041198 FORECAST GROUP LP,THE 03/07/01 168.38 ~F~ OH
AP00165384 006074 FUKUSHI~L~, JUDITH 03/07/01 1,275.00 MW OH
AP00165385 001849 FULLER, LE~/gNA 03/07/01 57.50 MW OH
Void
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/07/01 C E E C K R E G I S T E R CHECK REGISTER Page 4
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Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165386 000936 G E ENERGY RENTALS 03/07/01 1,116.25 MW OH
AP00165387 005928 G E SUPPLY 03/07/01 356.28 MW
AP00165388 004540 GALE GROUP,TEE 03/07/01 172.56 MW OE
AP00165389 001815 GW ENTERPRISE 03/07/01 887.87 MW OH
AP00165390 001835 HACKM3~N, KERRY 03/07/01 24.00 MW OH
AP00165391 005699 HARALAMBOS BEVERAGE COMP~_NY 03/07/01 283.45 MW OH
AP00165392 001838 HARNETIAUX, JIM 03/07/01 60.00 MW OH
AP00165393 006217 RARO ENGINEERING 03/07/01 2,896.00 NW OH
AP00165394 001833 HARTSELL, DI/UqA 03/07/01 50.00 MW ON
AP00165395 001244 HAVEN BUILDING MATERIALS 03/07/01 28.80 MW OH
AP00165396 001831 HILTON NEW ORLE~/qS RIVERSIDE 03/07/01 824.56 MW OH
AP00165387 001831 HILTON NEW ORLF~A/q8 RIVERSIDE 03/07/01 744.56 ~ OH
AP00165398 001831 HILTON NEW ORLEANS RIVERSIDE 03/07/01 744.56 MW OE
AP00165399 001831 HILTON NEW ORLE~/qS RIVERSIDE 03/07/01 520.92 bSq OH
AP00165400 000158 HOLLIDAY ROCK CO INC 03/07/01 3,519.89 MW OH
AP00165401 003633 HOMELESS OUTREACH PRGMS A~ND E 03/07/01 1,024.00 MW ON
AP00165402 001234 EOSE ~ INC 03/07/01 153.03 ~ OH
AP00165403 003634 HOUSE OF RUTH 03/07/01 633.00 MW OH
AP00165404 001717 HP EXPRESS SERVICES 03/07/01 1,899.00 b~q OH
AP00165405 001743 HULS EN'JIRON~EN~fAL MGT LLC 03/07/01 389.29 ~F~ OE
AP00165406 032365 HLrNT, JEKrNIFER 03/07/01 125.00 MW OH
AP00165407 000495 HYDROSCAPE PRODUCTS INC 03/07/01 13.17 MW
AP00165408 004254 IBM CORPORATION 03/07/01 25,498.95 MW OH
AP00185409 004747 INLAND LIBRARY SYSTEM 03/07/01 75.00 ~q ON
AP00165410 003452 INTRAVAIA ROCK AND S~2~D 03/07/01 120.00 MW OH
Payee Name different in Check DE
CITY OF RC IFAS (PROD) 03/07/01 C H E C K ~ E G I S T E R CHECK REGISTER Page 5
WED, ~U~R 07, 2001, 4:44 PM --req: KFINCHER--leg: GL JL--loc: FINANCE---job: 27247 #S047 ..... prog: CK200 <1.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165411 006667 K.E.C. ENGINEERING 03/07/01 392,401.57 MW OH
AP00165412 001836 F3~KUK, ~t~RGIE 03/07/01 53,00 MW OH
AP00165413 001837 Kj~MS, ~RTIN 03/07/01 30.00 MW OR
AP00165414 006595 KERREY, JULES 03/07/01 560.00 ~F~ OH CC
AP00165415 005059 KINKOS COPIES 03/07/01 276.06 MW OH
AP00165416 001834 KNIGET, JOSE 03/07/01 33.00 MW OH
AP00165417 004982 KORANDA CONSTRUCTION 03/07/01 1,998.00 ~ OH
AP00165418 006516 KRUSE, JOanNA 03/07/01 1,200.00 MW OH CC
AP00165419 000088 I~ VOZ 03/07/01 384.00 ~F~ OH
AP00165420 001075 LAB SAFETY SUPPLY INC 03/07/01 492.57 MW OH
AP00165421 005411 LAERDAL MEDICAL CORPORATION 03/07/01 636.40 MW OH
AP00165422 000193 LAIRD CONSTRUCTION CO 03/07/01 500,00 MW ON AR
AP00165423 001664 I~MPE, JAP~RED 03/07/01 128.00 MW OH CC
AP00165424 005199 I~SER LINE 03/07/01 246.18 ~ OH
AP00165425 006619 LASER TECHNOLOGY INC 03/07/01 319.99 MW OH
AP00165426 005468 LEXINGTON TECHNOLOGY INC 03/07/01 1,282.50 MW OR CC
AP00165427 005884 LILBURN CORPORATION 03/07/01 852.50 MW OH
AP00165428 001455 LONGS DRUGS 03/07/01 39.74 MW OH
AP00165429 005662 LOS ANGELES COCA COI~A BTL CO 03/07/01 623.53 ~F~ OH
AP00165430 002448 LUBRICATION ENGINEERS INC 03/07/01 568.64 FSq OH
AP00165431 032126 ~L~RCIA'S VERMICULTURE COMPOST 03/07/01 21.50 MW OH
AP00165432 000549 M3~RIPOSA HORTICULTURAL ENT IN 03/07/01 42,979.04 MW OH
AP00165433 004727 ~RSH3~LL PLUMBING 03/07/01 622.73 MW OH CC
AP00165434 001617 MCLS 03/07/01 50.00 MW OH
AP00165435 001365 MICKEY, BREN~f 03/07/01 658,00 MW OH CC
CITY OF RC IFAS (PROD) 03/07/01 C H E C K R E G I S T E R CHECK REGISTER Page 6
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Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165436 005852 MIDWEST TAPE 03/07/01 237.91 MW OH
AP00165437 001457 MOJABE, ELIZABETH 03/07/01 200.00 MW OH AR
AP00165438 001754 MOORE, DAVE 03/07/01 200.00 MW OH
AP00165439 032233 MOTION MEDIA 03/07/01 1,500.00 ~ OH AR
AP00165440 001020 MOUNTAIN VIEW GLASS ~ MIRRO 03/07/01 816.00 MW OH
AP00165441 000842 MOUNTAIN VIEW S~U~LL ENG REPAI 03/07/01 5.00 MW OH
AP00165442 001830 MUNOS JR, LUIS 03/07/01 200.00 MW OH
AP00165443 001816 NATIONAL NEIGHBORHOOD WATCH 03/07/01 108.86 MW OH
AP00165444 006687 NATIONS RENT 03/07/01 225.47 ~ OH
AP00165445 003600 NIELSEN, NETTIE 03/07/01 125.00 ~F~ OH
AP00165446 005240 ODIN MaETROLOGY 03/07/01 456.93 MW OH
AP00165447 000523 OFFICE DEPOT 03/07/01 3,874.61 ~ OH
AP00165448 000232 O~LNITRI~NS 03/07/01 1,240.50 MW OH
AP00165449 004904 OTT, LAUPj~ 03/07/01 393.25 MW OH CC
AP00165450 000235 OWEN ELECTRIC 03/07/01 72.46 MW OR
AP00165451 005328 OXFORD UNIVERSITY PRESS 03/07/01 258.18 ~ OH
AP00165452 001832 P G M S 03/07/01 150.00 b~q OH
AP00165453 001441 PACIFIC BELL 03/07/01 1,456.16 MW OH
AP00165454 000818 PARAGON BUILDING PRODUCTS INC 03/07/01 303.44 MW OH
AP00165455 004952 PARKER DIRECTORY 03/07/01 71.40 MW OH
AP00165456 005409 PARTS~L~STER INC 03/07/01 403.94 MW OH
AP00165457 003671 PERDUE ~ ASSOCIATES, LEN 03/07/01 11,000.00 MW OH
AP00165458 006205 PETEPdv~N LUMBER 03/07/01 196.45 Mlq OH
AP00165459 006148 PIRON, SHAUN 03/07/01 210.00 ~Sq OH CC
AP00165460 006206 PI~n/qNING CENTER, THE 03/07/01 2,970.32 MW OH
CITY OF RC IFAS (PROD) 03/07/01 C E E C K R E G I S T E R CHECK REGISTER Page 7
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Check Payee ID. Payee Name Date Check ~nount Type Subs Rel To Note
AP00165461 000255 POMA DISTRIBUTING CO 03/07/01 12,095.04
AP00165462 000758 PRAYj%IR DISTRIBUTION INC 03/07/01 57.77 MW
AP00165463 002533 PRENTICE HALL 03/07/01 50.35 MW OH
AP00165464 004335 PUBLIC AGENCY RISK SH/~RING AU 03/07/01 19,874.00 MW OH
AP00165465 002980 R/UgD S FLOOR COVERING 03/07/01 4,037.00 ~ OH
AP00165466 000959 R3~DIO SHACK ACCOLr~rfS RECEIVAB 03/07/01 32.30 ~Sq OH
AP00165467 005914 REXEL CALCON ELECTRICAL SUPPL 03/07/01 12.55 MW
AP00165468 001839 REYNA, DEBORI~H 03/07/01 16.00 MW OH
AP00165469 000443 R~I CONSULTING 03/07/01 1,860.00 MW OH
AP00165470 005618 RICH3~RDS WATSON AND GERSHON 03/07/01 24,443.31 MW OH
AP00165471 000528 RIDGELINE ROOFING 03/07/01 864.00 ~ OH
AP00165472 000276 RIVERSIDE BLUEPRIhTT 03/07/01 358.75 ~ OH
AP00165473 000016 ROTARY CORPOR/~TION 03/07/01 30.08 MW OH
AP00168474 006171 S ~ K ENGINEERS 03/07/01 3,976.46
AP00165475 001292 S AND S ARTS ~aqD CRAFTS 03/07/01 322.07 MW OH
AP00165476 004438 S C A C E O 03/07/01 40.00 MW OH
AP00165477 006770 SAFEWAY SIGN 03/07/01 4,946.42 MW OH
AP00165478 000150 S~_N BER/q COUhrfy 03/07/01 110.00 MW OH
AP00165479 003896 SENECMAL, CAL 03/07/01 243.00 MW OH
AP00165480 001327 SMART AND FINAL 03/07/01 46.82 MW OH
AP00165481 000317 SO CALIF EDISON CO 03/07/01 687.42 ~F~ OH
AP00165482 000317 SO CALIF EDISON CO 03/07/01 2,188.22 MW OH
AP00165483 001856 SOUZA, DEBOR/~ 03/07/01 25.00 MW OH
AP00165484 005722 SPECTRA COMPANY 03/07/01 500.00 MW OH
AP00165485 003093 STATE OF CALIFORNIA 03/07/01 300.00
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/07/01 C E E C K R E G I S T E R CHECK REGISTER Page 8
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Check Payee ID. Payee Name Date Check Amount Type subs Rel To Note
AP00165486 005281 STERICYCLE INC 03/07/01 347.05 MW OH
AP00165487 006131 SUPER PC MEMORY 03/07/01 1,770.98 MW OH
AP00165488 005685 SURE SHRED DOCUMENT DESTRUCTI 03/07/01 294.00 MW OH
AP00165489 004445 T ~ G ROOFING 03/07/01 4,920.00 MW OH
AP00165490 001151 TECHNIC 03/07/01 245.00 MW OH
AP00165491 006159 TECHNOLOGY SERVICES CONSULTIN 03/07/01 11,688.31 MW OH
AP00165492 004569 TEES PLUS 03/07/01 15,285.31 MW OH
AP00165493 001857 L~4ALI, YVONlgE 03/07/01 58.50 ~ OR
AP00165494 003437 UNIFIRST UNIFORM SERVICE 03/07/01 495.64 MW OR
AP00165495 006665 UNION B/UgK OF CALIFORiqIA 03/07/01 43,600.17 MW OH
AP00165496 004558 US GUARDS CO INC 03/07/01 328.50 ~ OH
AP00165497 000992 VAF~NEy, CHUCK 03/07/01 128.97 MW OH
AP00165498 000358 VENDU U VENDING 03/07/01 73.41 MW OH
AP00165499 000137 VERIZON CALIFOR/qIA 03/07/01 2,094.51 MW OR
AP00165500 006661 VERIZON WIRELESS 03/07/01 223.58 MW OH
AP00165501 006721 VESTRA RESOURCES INC 03/07/01 3,310.00 MW OH
AP00165502 000046 VULC~ CAL~T ASPMALT 03/07/01 215.59 MW OH
AP00165503 000213 W/~XIE 03/07/01 1,873.23 MW OH
AP00165504 001858 WESTERN LAND PROPERTIES 03/07/01 112.12 MW OH
AP00165505 000212 WILLDAN ASSOCIATES 03/07/01 5,520.35 MW OH
AP00165506 000509 XEROX CORPORATION 03/07/01 2,156.63 MW OH
AP00165507 000371 ZEE MEDICAL SERVICE 03/07/01 29.30 MW OH
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/07/01 C H E C K R E G I S T E R CHECK REGISTER Page 9
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Check Payee ID. Payee Name Date Check ~raount Type Subs Rel To Note
GRAND TOTALS:
Total Void Machine Written
Total Void Hand Written
Total Machine Written
Total Hand Written
Total Reversals
Total Cancelled Checks
GRAND TOTAL
0.00
0.00
797,885.43
0.00
0.00
0.00
797,885.43
Number of Checks Processed: 1
Number of Checks Processed: 0
Number of Checks Processed: 196
Number of Checks Processed: 0
Number of Checks Processed: 0
Nu~er of Checks Processed: 0
CITY OF RC IFAS (PROD) 03/06/01 C H E C K
TUE, ~LAR 06, 2001, 1:49 PM --req: CGONZALE--leg: GL JL--loc:
Check Payee ID. Payee Name
AP00165091 001781 A A FOOD INC
AP00165092 001334
AP00165093 000014
AP00165094 006309
AP00165095 005231
AP00165096 021861
AP00165097 001785
AP00165098 001326
AP00165099 001803
AP00165100 090126
AP00165101 004450
AP00165102 001780
AP00165103 005807
ABLAC
ACTION TRAVEL AGENCY
AD~4SON, RONALD
AEF SYSTEMS CONSULTING INC
AIR LIQUIDE AMERICA CORPORATI
ALARCON SONS INC
ALB/LNO, STEPH~/qIE
ALBAUGH BUILDERS
ALTA LONL~ SEWING }/qD VACULD4
AMERIC}/q LIBParRY A~SOCIATION
~2qGELICA TEXTILE SERVICES
ARCEITERRA DESIGN GROUP
AP00165104 VOID.CObFflNU Void - Continued Stub
AP00165105 000667
AP00165106 000026
AP00165107 001787
AP00165108 002982
AP00165109 001784
AP00165110 001782
AP00165111 021864
AP00165112 004441
AP00165113 021791
AP00165114 001247
AP00165115 001746
ARROWHEarD CREDIT UNION
ASSOCIATED ENGINEERS
ALrDIO GRJ~PEICS SYSTEMS
BELLO, EUGENE ~ OLGA
BERGEN BRLrNSWIG DRUG COMPANY
BEST BUY CO INC
BI TECE SOFTWARE NATIONAL USE
BLAKE PAPER CO INC
BOISE CASCADE OFFICE PRODUCTS
Date
02/28/01 36.00 ~q OH
02/28/01 308.99 ~Sq OH
02/28/01 135.50 ~q OH
02/28/01 1,152.00 MW OH
02/28/01 660.00 N~q OH
02/28/01 30.98 MW OH
02/28/01 59.94 MW OH
02/28/01 143.50 MW OH
02/28/01 11.14 MW OH
02/28/01 46.00 MW OH
02/28/01 526.81 MW OH
02/28/01 58.93 MW OH
02/28/01 1,152.00 NM OH
02/28/01 0.00 VM OH Void '
02/28/01 9,076.66 ~F~ OH
02/28/01 108.00 MW OH
02/28/01 18.00 MW OH
02/28/01 708.43 MW OH
02/28/01 12.00 MW OH
02/28/01 13.48 MW OH
02/28/01 12.28 MW OH
02/28/01 214.93 MW OH
02/28/01 100.00 MW OH
02/28/01 170.33 b~q OH
02/28/01 18.27 MW OH
R E G I S T E R CHECK REGISTER Page 1
FINANCE---job: 26764 #S045 ..... pro9: CK200 <1.37>--report id: CKREG---
Check Amount Type Subs Rel To Note
CITY OF RC IFAS (PROD) 03/06/01 C H E C K R E G I S T E R ~ CHECK REGISTER Page 2
TUE, ~ 06, 2001, 1:49 PM --req: CGONZj~LE--le~: GL JL--loc: FINANCE---job: 26764 #S045 ..... pro~: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check ~xnount Type Subs Rel To Note
AP00165116 000483 BR3~DEN, CHRISTINA M
AP00165117 001357 BRICKEN AND ASSOCIATES, GORDO
AP00165118 VOID.CONTINUVoid - Continued Stub
AP00165119 VOID.CONTINU Void - Continued Stub
AP00165120 004369
AP00165121 001778
AP00165122 002440
AP00165123 004898
AP00165124 021999
AP00165125 001779
AP00165126 001804
AP00165127 001786
AP00165128 021776
AP00165129 000488
AP00165130 001792
AP00165131 001337
AP00165132 001791
AP00165133 000643
AP00165134 001328
AP00165135 001321
AP00165136 001783
BRODART BOOKS
BUREAU OF BUSINESS PRACTICE
BURRUSO, LISA
BUYERS LABORATORY INC
CARiqELI~q FF~4~LY DENTISTRY
CASCADE PLUMBING
CATHOLIC F~_MILY TREASURES
CENTER GLASS CO NO 2 INC
CHALLENGE DAIRY PRODUCTS INC
CHEVRON USA INC
CHILSON'S MGMNT CONTROLS INC
CIESLIK, DANIEL
COLLINS ELECTRIC
COMPUTERLAND
CONC/~NNON, SHARI
COURT TRUSTEE
CRAITENBERGER, ESTHER
AP00165137 VOID.CONTINU Void - Continued Stub
AP00165138 000085 CUCAMONGA CO WATER DIST
AP00165139 000105 DAN GUERRA~ND ASSOCIATES
AP00165140 001771 DAVEY ROOFING INC
02/28/01 22.75 MW
02/28/01 450.00 MW OH
02/28/01 0.00 VM OH Void
02/28/01 0.00 VM OH Void
02/28/01 7,908.60 MW
02/28/01 171.27
02/28/01 39.60 ~q OH
02/28/01 185.00 MW OH
02/28/01 23.00 MW OH
02/28/01 28.80 ~ OH
02/28/01 23,00 MW OH
02/28/01 27.23 MW OH
02/28/01 12.00 MW OH
02/28/01 23.00 MW OH
02/28/01 64.17 MW OH
02/28/01 128.00 MW OH
02/28/01 47.50 MW OH
02/28/01 830.36 MW OH
02/28/01 149.50 MW OH
02/28/01 318.50 ~q OH
02/28/01 291,60 MW OH
02/28/01 0.00 VM OH Void
02/28/01 8,496.76 ~TW OH
02/28/01 7,385.00 MW OH
02/28/01 154.51 MW OH
CITY OF RC IFAS (PROD) 03/06/01 C H E C K R E G I S T E R ~ CHECK REGISTER Page 3
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check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00168141 001067
AP00165142 001772
AP00165143 004544
AP00165144 004109
AP00165145 006474
AP00168146 006716
AP00168147 003364
AP00165148 005137
AP00165149 005262
AP00165150 041180
AP00165151 001773
AP00165152 005917
AP00165153 006556
AP00165154 006440
AP00165155 001774
AP00165156 001335
AP00165157 001255
AP00165158 001775
AP00165159 000263
AP00165160 001776
AP00165161 000139
AP00165162 000093
AP00165163 000093
AP00165164 004486
AP00165165 001777
DAVID, ROMEO M 02/28/01 2,730.00 MW OE
DESIGN LINE INTERIORS INC 02/28/01 9.80 MW OH
DICK, ERIC 02/28/01 337.50 MW OH
DIRECT EDGE INC 02/28/01 14.18 FSq OH
DOOR HARDWARE SERVICES 02/28/01 3,659.61 MW OH
ECONOMICS PRESS INC, THE 02/28/01 27.27 ~F~ OH
EIGHTH AVE~JE GPjkPHICS 02/28/01 349.16 ~ OH
EMPIRE MOBILE HOME SERVICE 02/28/01 743.75 MW OH
EV/LNS SPORTING GOODS ' 02/28/01 2,247.67 MW
FABRICO 02/28/01 97.50 ~q OH
FACILITY REVENUE FQRUM 02/28/01 495.00 bSq OH
FASTENAL COMP/UqY 02/28/01 100.78 MW OH
FINESSE PERSOKrNEL ASSOCIATES 02/28/01 1,409.20 MW OH
FLUORESCO LIGHTING 02/28/01 2,536.50 MW OH
FOOTHILL MOBILE M~jqOR 02/28/01 100.00 MW OH
FR3UqCHISE TAX BOAPjD 02/28/01 137.23 NSq OH
FRITO LAY INC 02/28/01 286.53 MW OH
G W ~d~NUFACTURING CO INC 02/28/01 196.07 ~Sq OH
GATEWAY 02/28/01 2,972.41
GEORGIA PACIFIC CORPOP~ATION 02/28/01 251.10 MW
GLOBAL COMPLFEER SUPPLIES 02/28/01 134.44 MW
685.00 MW OH
85.00 MW OH
3,005.75 MW OH
110.00 MW OH
GOVEPdqMENT FIN~/qCE OFFICERS A 02/28/01
GOVERNMENT FIN~/qCE OFFICERS A 02/28/01
GUARDI)~N 02/28/01
GWINCO CONSTRUCTION/UqD ENGIN 02/28/01
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/06/01 C E E C K R E G I S T E R ~ CHECK REGISTER Page 4
TL~, MAR 06, 2001, 1:49 PM --req: CGONZALE--leg: GL JL--loc: FINANCE---job: 26764 #S045 ..... prog: CK200 <l.37>--report id: CKREG--~
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165166 004845 HILLSIDE COMMUNITy CHURCH 02/28/01 1,000.00 MW OH
AP00165167 004516 HIRED GUN EXTERMINATING INC 02/28/01 700.00 MW OH
AP00165168 000122 INLA/qD VALLEY DAILY BULLETIN 02/28/01 312,96 MW OH
AP00165169 002315 INLAND WHOLESALE NURSERY 02/28/01 34.93 MW OH
AP00165170 005283 JONES AND MAYER, LAW OFFICES 02/28/01 1,250.00 MW OR
AP00165171 000179 KAISER FOUNDATION HEALTH PLAN 02/28/01 34,112.05 MW OH
AP00165172 004982 KOPj~NDA CONSTRUCTION 02/28/01 1,375.00 MW OH
AP00165173 006516 }(RUSE, JO~/qA 02/28/01 840.00 MW OH
AP00165174 001664 L~24PE, JARRED' 02/28/01 128.00 MW OH
AP00165175 000195 Lj~NCE SOLL ~ LUNG~L~RD 02/28/01 1,500.00 MW OH
AP00165176 000315 LEAGUE OF CALIF CITIES 02/28/01 28.00 MW OH
AP00165177 001008 LOWE'S COMPANIES INC. 02/28/01 316.48 MW OH
AP00165178 001336 LOWER, D~/~LENE 02/28/01 251,00 MW OH
AP00165179 000549 NARIPOSA HORTICULTURAL ENT IN 02/28/01 973.51 MW OH
AP00165180 004032 ME/~NS CO INC, R S 02/28/01 176.47 MW OH
AP00165181 091345 ELMAT INC 02/28/01 125.02 N~q OH
AP00165182 000602 MEYER, PAT 02/28/01 20.00 MW OH
AP00165183 001365 MICKEY, BRENT 02/28/01 660.00 MW OH
AP00165184 001332 N M A DUES C/O BARBARA WHITE 02/28/01 13.85 MW OH
AP00165185 000744 NATIONAL DEFERRED 02/28/01 22,651.80 MW OH
AP00165186 001331 NELSON, SUS/~N 02/28/01 473.00 MW OH
AP00168187 000523 OFFICE DEPOT 02/28/01 1,941.19 MW OH
AP00168188 005403 OFFICE ~ 02/28/01 267.19 MW OH
AP00165189 001330 OR~/qGE, COLTNTy OF 02/28/01 346.67 MW OH
AP00165190 001718 PETE SARTORS MOBILEHOME 02/28/01 4,500.00 MW OH
Payee Name different in Check DB
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/06/01 C H E C K
TUE, MAR 06, 2001, 1:48 PM --req: CGONZALE--le~: GL
Cheek Payee ID. Payee Name Date
AP00165191 001325
AP00165192 000354
AP00165193 006211
AP00165194 006148
AP00165195 000791
AP00165196 003286
AP00165197 001323
AP00165198 000418
AP00165199 000264
AP00165200 006328
AP00165201 004130
AP00165202 005665
AP00165203 001324
AP00165204 001788
AP00165205 000443
AP00165206 005618
AP00168207 000528
AP00165208 000276
AP00165208 001322
AP00165210 001789
AP00165211 004704
AP00165212 011761
AP00165213 001298
AP00165214 001590
AP00165215 000150
R E G I S T E R CHECK REGISTER Pa~e 5
FINANCE---job: 26764 #S045 ..... prog: CK200 <l.37>--report id: CKREG---
Check Amount Type Subs Rel To Note
PETEPJ~A/q, CHERYL 02/28/01
PHOTO NL~_X FILM SUPPLIES CO 02/28/01
PIONEER ST~/qDARD ELECTRONICS 02/28/01
PIRON, S~AUN 02/28/01
PMIDELTA CARE 02/28/01
PRINCIPAL LIFE 02/28/01
QUINT~/qA, ZITA 02/28/01
R M A GROUP 02/28/01
RALPHS GROCERY COMP~/qY ' 02/28/01
R3UqCHO TP3~NSMISSION SERVICE 02/28/01
RBM LOCK~/qD KEY S~RVICE 02/28/01
REGUI~TION COMPLI/~NCE INC 02/28/01
REINH3~°3DTSEN, DEBRA 02/28/01
RENTAJ~ SERVICE CORP 02/28/01
Pa{I CONSULTING 02/28/01
RICH3~RDS WATSON AND GERSHON 02/28/01
RIDGELINE ROOFING 02/28/01
RIVERSIDE BLUEPRINT 02/28/01
RIVERSIDE CO DEPT CHILD SUPPO 02/28/01
ROGERS, PATRICK ATTOPa4Ey AT L 02/28/01
RUSH, CHRIS 02/28/01
RyLAND HOMES 02/28/01
S/~N BERN COUNTy ASSESSORS OFF 02/28/01
SAN BERN COUNTy CHILD SUPPORT 02/28/01
S~ BERN COUNTY 02/28/01
495.00 ~FN OH
307.80 MW OH
177.59 MW OH
162.00 MW OH
1,005.56 MW OH
73,226.05 MW OH
193.00 MW OH
357.50 NF~ OH
65.31 MW OH
1,731.75 MW OH
4.31 MW OH
1,229.35 MW OH
282.50 MW OH
6.00 MW OH
2,685.00 MW OH
41.70 MW OH
3,150.00 MW OH
338.79 MW OH
226.00 MW OH
6.90 MW OH
153.65 MW OH
9.62 MW OH
1,248.00 MW OH
231.00 MW OH
165.00 MW OH
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/06/01 C E E C K R E G I S T E R CHECK REGISTER Page 6
TUE, ~R 06, 2001, 1:49 PM --req: CGONZALE--leg: GL JL--lOC: FIN/~NCE---jOb: 26764 #S045 ..... prog: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check ~Jnount Type Subs Rel To Note
AP00165216 000150
AP00165217 001089
AP00165218 000132
AP00165219 001793
AP00165220 005627
AP00165221 004108
AP00165222 001794
AP00165223 001795
AP00165224 001327
AP00165225 001796
AP00165226 001797
AP00165227 000319
AP00165228 001798
AP00165229 001432
AP00165230 001799
AP00165231 003597
AP00165232 003597
AP00165233 007256
AP00165234 001800
AP00165235 001801
AP00165236 006355
AP00165237 001802
AP00165238 006159
AP00165239 006642
AP00165240 001807
SAN BERN COLTNTy 02/28/01
SAN BERNARDINO, CITY OF 02/28/01
S~/q DIEGO ROTARY BROOM CO INC 02/28/01
SAY, JOE 02/28/01
SCOTT, KATHY 02/28/01
SECURITY FIRE PROTECTION 02/28/01
SELECT PERSONNEL SERVICES 02/28/01
SHARP-RITE TOOL, INC 02/28/01
S~L~RT ~ FINAL . 02/28/01
SMITH CONSTRUCTION 02/28/01
SNIJDERS, LEON 02/28/01
SO CALIF GAS COMP/~NY 02/28/01
SOUTHERN CAL S~U~LL BUSINESS C 02/28/01
SOUTHERN CALIFORNIA EDISON 02/28/01
SPERLING TR3~NSCRIPTION 02/28/01
STATE OF CALIFOR/qIA 02/28/01
STATE OF CALIFOPa~IA 02/28/01
STOFA, JOSEPH 02/28/01
SUBWAY 02/28/01
SL~MIT WIN~DOW & PATIO DOOR JE 02/28/01
SUNGARD BI TECE INC 02/28/01
SYLVAN LEARNING CENTER 02/28/01
TECHNOLOGY SERVICES CONSULTIN 02/28/01
TIDE~RK COMP~PTERS SYSTEMS IN 02/28/01
TRIPLE A BOOKS 02/28/01
20.35 MW OH
735.00 MW OH
1,214.38 NSq OH
44.65 MW OH
78.87 MW OE
178.29 MW OH
45.99 MW OH
15.00 MW OH
1,337.44 MW OH
8.00 ~F~ OH
46.06 MW OH
3,431.15 MW OH
23.00 MW OH
76.52 ~ OH
8.44 MW OH
37,000.00 MW OH
6,709.58 MW OH
25.00 MW OH
46.20 MW OH
19.80 MW OH
31,465.38 ~[~ OH
30.00 MW OH
11,469.61 MW OH
9,000.00 MW OH
6.00 MW OH
Payee Name different in Check DS
CITY OF RC IFAS (PROD) 03/06/01 C E E C K R E G I S T E R CHECK REGISTER Page 7
TUE, MAR 06, 2001, 1:49 PM --req: CGONZALE--leg: GL JL--loc: FINANCE---job: 26764 #S045 ..... prog: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
AP00165241 003388
AP00165242 002958
AP00165243 000919
AP00165244 001808
AP00165245 012044
AP00165246 004558
AP00165247 000137
AP00165248 006661
AP00165249 005870
AP00165250 001329
AP00165251 011908
AP00165252 011817
AP00165253 006637
AP00165254 001809
AP00165255 001810
AP00165256 012658
AP00165257 012048
AP00165258 000212
AP00165259 000509
TRUGREEN LA/qDCARE REGIONS~L
UMPS ARE US ASSOCIATION
UNITED WAY
UNLIMITED POTENTIAL
UPLAND AUTO P~RTS
US GUARDS CO INC
VERIZON CALIFOR/gIA
VERIZON WIRELESS
VLSYSTEMS INC'
VOLM, LISA
WALKERS CUSTOM SHEeTMETAL
o2/28/ol
o2/28/ol
o2/28/ol
o2/28/ol
o2/28/ol
o2/28/ol
02/28/01
02/28/01
· 02/28/01
o2/28/ol
o2/28/o1
WE THE PEOPLE FORMS ~ SVC C 02/28/01
WEST VALLEY MRF LLC 02/28/01
WESTEP~N C}L~PTER ISA 02/28/01
WESTER/g CONTAINER CORP 02/28/01
WHEATON, N~/qDY 02/28/01
WRITTEMORE ENTERPRISES INC 02/28/01
WILLD~/g ASSOCIATES 02/28/01
XEROX CORPORATION 02/28/01
11,416.00 MW OH
1,810.00 MW OH
610.07 MW OH
89.85 ~F~ OH
15.80 MW OH
11,055.89 MW OH
2,851.06 MW OH
223.30 MW OH
2,100.00 ~ OH
112.50 MW OH
68.34 MW ' OH
6.00 ~ OH
4,935.60 MW OH
10.00 MW OH
21,126.48 MW OH
26.32 MW OH
22.99 MW OH
14,408.00 MW OH
8,813.32 MW OH
Payee Name different in Check DB
CITY OF RC IFAS (PROD) 03/06/01 C H E C K R E G I S T E R ~ CHECK REGISTER Page 8
TUE, MAR 06, 2001, 1:49 PM --req: CGONZALE--leg: GL JL--loc: FINANCE---job: 26764 #S045 ..... pro~: CK200 <l.37>--report id: CKREG---
Check Payee ID. Payee Name Date Check Amount Type Subs Rel To Note
GRAND TOTALS:
Total Void Machine Written
Total Void Hand Written
Total Machine Written
Total Hand Written
Total Reversals
Total Cancelled Checks
GRAND TOTAL
0.00
0.00
408,508.44
0.00
0.00
0.00
408,508.44
Number of Checks Processed: 4
Number of Checks Processed: 0
Number of Checks Processed: 165
Number of Checks Processed: 0
Number of Checks Processed: 0
Number of Checks Processed: 0
City of Rancho Cucamonga
Portfolio Management
Portfolio Summary
February 28, 2001
City of Rancho Cucamonga
Par Market Book
Investments Value Value Value
Local Agency Investment Funds 26,475,210.10 26,475,210.10 26,475,210.10
Certificates of Deposit/Neg - Bank 5,325,532,00 5,349,611.33 5.325,532.00
Commercial Paper - Discount 1,000,000,00 985,224.10 985,172.22
Federal Agency Issues - Coupon 81,000,000.00 81,826,841,90 80,959,218.75
Treasury Securities - Coupon 6,000,000.00 6,035,625.00 5,973,437.50
Mortgage Backed Securities 33,742,68 35,084.86 31,357.49
Investments 119,834,484.78 120,707,597.29 119,749,928.06
Cash
Passbook/Checking 11,563,07 11,563.07 11,563.07
(not included in yield calculations)
Total Cash and Investments 119,846,047.85 `120,7'19,'160.36 1 t 9,761,491.13
Total Earnings February 28 Month Ending Fiscal Year To Date
Current Year 610,028.93 4,786,286.39
Average Daily Balance 121,622,586.13 '114,876,369.63
Effective Rate of Return 6.54% 6.26%
% of Days to YTM YTM
Portfolio Term Maturity 360 Equlv. 365 Equlv.
22, 11 I I 6.084 6.169
4,45 365 85 6.923 7,019
0.82 85 21 0,000 0.000
67.61 1,632 991 6,055 6.139
4.99 725 173 5.785 5.865
0.03 8,129 3,192 9.869 10006
100.00% 1,159
683 6,038 6.122
I 1 1.973 2.000
1,159 683 6.038 6.'122
I certity that this report accurately reflects all City pooled investments and is in comformity with the investment policy adopted October 4, 2000. A copy of the investment policy is available in the
Administrative Services Department. The Investment Program herein shown provides suffident cash flow liquidity to meet the next six months estimated expenditures. The month-end market values
were obtained from (IDC)-Interactive Data Corporation pddng service.
The attached Summary of and Investments with
g?e . na n_t se funds.
Fiscal Agents as of the pdor month's end is provided under the City official Investment Policy. The provisions of the individual bond docamenta
CUSIP Investment #
Local Agency Investment Funds
00005
Subtotal and Average
Certificates of Deposit/Neg. - Bank
06050EJG1 1061 BANK OF AMERICA
06050EMS1 1064 BANK OF AMERICA
06050ERH0 1070 NATIONSBANK NA
Subtotal and Average
Commercial Paper - Discount
35075RQN9 t 074
LOCAL AGENCY INVST FUND
25,939,495.81
FOUNTAIN SQUARE
Subtotal and Average
Federal Agency Issues - Coupon
31331RAA3 00988
31331RDX0 00S96
31331RMS1 01002
3133IRMA0 01004
31331 RUG8 01022
31331R065 01036
31331R2Y0 01042
31331R306 01045
31331R4R3 01046
31331R7E9 01052
31331H6E2 1075
3133M2US4 01003
3133M6NE4 01035
3133M7504 01038
3133M86L3 01043
3133M8B78 01044
3133M94J8 01050
3133M9501 01051
3133M~6K3 01053
3133MgCG5 01054
3133MARK7 1059
3133MBHV2 1062
3133MBM46 1067
Run Date: 03/12r2001 - 15:03
5,325,532.00
3,845,882.49
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL FARM CREDIT BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN BANK
City of Rancho Cucamonga
Portfolio Management
Portfolio Details - Investments
February 28, 2001
Purchase
Date Par Value
Market Value
Book Value
26,475,210.10 26,475,210,10 26,475,210.10
26,475,2t0.10 26,475,210.t0 26,475,210.t0
03/15/2000 1.810,532.00 1,811,366,11 1,810,532.00
06/05/2000 2,000,000.00 2,01 t ,643.20 2,600,000.00
08/02/2000 1,515,000.00 1,526,602.02 1,515.000.00
5,325,532.00 5,349,611.33 5,325,532.00
12/27/2000 1,000,000.00 985,224.10 985,172.22
1,000,000.00 9852.24.10 985,172~.2
03/27/1997 2,000,000.00 2,039,059.75 2,000,000.00
07/17/1997 2,000.000.00 2,036,893.92 1,999,375.00
01/07/1998 1 ,GO0,000.00 1,005,387.88 1,000,000+00
01/05/1998 2,000.000+00 2,046,823.73 2,000,000+00
05/27/1998 2,000,000+00 2,006,773.99 1.999,375,00
12/15/1998 2,000,000.00 2,003,799.74 2,000,000,00
03/15/1999 3,000,000.00 3.012,602,69 3,600,000.00
04/07/1999 2,000,000.00 2,001,953.74 1,997,500.00
04/28/1999 4,000,000.00 4,006,407.47 3,997,500.00
06/21/1999 2,000,000.00 2,009,263,92 2,000,000.00
01/24/2001 2,000,000.00 2,016,875.00 2,000,000.00
01/05/1998 1.000.000.00 1,024,687.50 1,000,000+00
12/05/1998 2,000,000.00 2,027,500.00 2,000,000.00
01/21/1999 1,000,000,00 1,012,812.50 1.000,000,00
03/23/1999 3,000,000,00 3,044,062.50 3.000,000.00
04/06/1999 2,000,000.00 2,001,250,00 2,000,000.00
05/17/1999 3,000,000.00 3,099,375.00 2,984,531.25
06/21/1959 2,000,000,00 2,006,875,00 1,999,375.00
05/25/1999 2,000,000.00 2,041,250.00 1,996,875.00
07/13/1999 1.000,000.00 1,004,062, 50 1,000,000.00
03/25/2000 2,000,0Ce.00 2,043,125.00 1,999,687.50
05/25/2000 2,000,000.00 2,072,500.00 1,994,375.00
06/13/2000 1,000,000,00 1,007,187.50 1,000,000,00
Page 2
Stated YTM Days to Maturity
Rate Moody's 360 Maturity Date
6.169 6.084 1
6.084 I
6.560 6.560 14 03/15/2001
7.330 7.330 96 06/05/2001
6.820 6.820 154 05/02/2001
6.923 85
6.280
0.000 21 03/22/2001
0.000 21
6.620
6.240
6.330
6.220
6.290
5,660
5.930
5.850
5.850
6.375
5.730
6.230
5.530
5.510
5.755
6.529 391 03/27/2002
6.162 503 07/17/2(/02
6.243 677 01/07/2003
6.135 676 01/05/2003
6.211 817 05/27/2003
5.582 1.019 12/15/2003
5,849 1,111 03/15/2004
5.805 767 04/07/2003
5.784 1,153 04/27/2004
6.288 477 06/21/2002
5.652 1,425 01/24/2005
6.145 676 01/05/2003
5.454 1,012 12/08/2003
5.435 1,056 01/21/2004
5.676 571 09/23/2002
5.622 1,132 04/05/2004
6.265 1,204 06/17/2004
6.077 477 05/21/2002
6.428 1,215 05/25/2004
5.957 134 07/13/2001
6.910 726 02/25/2003
7.850 1,537 05/15/2005
7.447 652 12/13/2002
Portfolio CITY
CP
PM (PRF_PM2) SymRept V5.02f
CUSIP Investment #
Federal Agency Issues - Coupon
3133MCX34 1076
3134A2PN2 01030
3134A2XJ2 01033
3134A2N20 01037
3134A3NS1 01047
312902E96 1072
312923GH2 1078
31364FG~6 01018
31364GBE8 01032
31364GJM2 01034
31364GTJ8 01039
31364KPT1 1065
31364KR36 1077
Treasury Securities - Coupon
9128275H1 01049
9128275X6 1058
Mortgage Backed Securities
313401~/W7
31360BJ21
38215WX74
36215XZS4
Average
Issuer Balance
FEDERAL HOME LOAN BANK
FEDERAL HOME LOAN MORTG. CORP.
FEDERAL HOME LOAN MORTG. CORP.
FEDERAL HOME LOAN MORTG, CORP.
FEDERAL HOME LOAN MORTG. CORP,
FEDERAL HOME LOAN MORTG. CORP,
FEDERAL HOME LOAN MORTG. CORP.
FEDERA]. NATL MTG ASSN
FEDERAL NATL MTG ASSN
FEDERAL NATL MTG ASSN
FEDERAL NATL MTG ASSN
FEDERAL NATL MTG ASSN
FEDERAL NATL MTG ASSN
Subtotal and Average 79,745,022.32
TREASURY NOTE
TREASURY NOTE
Subtotaland Avemge
5,973~37,50
00071 FEDERAL HOME LOAN MORTG. CORP+
00203 FEDERAL NATL MTG ASSN
00002 GOVERNMENT NATIONAL MORTG ASSN
00069 GOVERNMENT NATIONAL MORTG ASSN
Subtotal and Average 31,739.74
Total Investments and Average 120,861,109,86
City of Rancho Cucamonga
Portfolio Management
Portfolio Details - Investments
February 28, 2001
Purchase
Date Par Value
Market Value
Book Value
01/24/2001 3,000,000.00 3,028.12500 2,997,187,50
08/20/1998 2.000,000.00 2,000,000.00 2.000,C00.00
11/24/1998 2,000,000,00 2,000,000.00 2,000,000.00
01/14/1999 2,000,000.00 2,000,000,00 2,000,000.00
05/04/1999 5,000,000.00 5,004,687.50 5,000,000.00
08/07/2000 2,000,000.00 2,019,887,70 1,997,812.50
02/14/2001 2,000,000.00 2,012,303.77 2,000,000.00
03/16/1998 2,000.000.00 2,047.683.72 2,000,000,00
10/06/1998 2,000.000.00 2,001.155.70 2,000,000.00
12/01/1998 2,C00.000,00 2,000,879.82 2.000,000.00
02/11/1999 4,000,000+00 4,003,151,86 3.996,250.00
06/06/2000 3,000,000,00 3,113,437+50 3,000,000.00
02/05/2001 4,000,000.00 4,025,000+00 3,999,375.00
8t,000,000.00 8t,826,84t.90 80,959218,75
06/09/1999 4,000,000.00 4,003.750.00 3,977,5(X).00
01131/2000 2,000.000.00 2,031.875.00 1.995,937,50
6,000,000.00 6,035,625.00 5,973~,37.50
02/23/1987 2,351.50 2,382.47 2,334.59
06/13/1987 30,986.31 32,295.17 28,623.60
06/23/1986 404.87 407.22 399.30
06/23/1986 0.00 0.00 0,00
33,742.68 35,084.86 31,357.49
1 t 9~34,484.78 t 20,707,597.29 1 t 9,749,928.06
Page 3
Stated YTM Days to Maturity
Rate Moody's 360 Maturity Date
5.760 5.707 1,425 01/24/2005
6.050 5.967 902 06/20/2003
5.790 5,711 998 11/24/2~03
5,600 5,523 684 01/14/2003
5.900 5.819 1,160 03/04/2004
7,050 7.012 524 06/07/2002
6.000 5,918 1,811 02/14/2006
6.125 6.041 809 05/16/2003
5.670 5.592 949 16/06/2003
5.520 5.444 1,005 12/01/2003
5.860 5.801 1,077 02/11/2004
7,875 7.767 1,558 06/06/2005
5.625 5.553 1.253 06/05/2C04
6,055 991
5.250 5.478 91 03/31/2001
6.375 6.396 336 01/31/2002
5,785 173
8,000
8.500
8,500
9.000
8.219 306 01/01/2002
10.018 3,471 09/01/2010
8.778 75 05/16/2001
8.547 0 03/16/2001
9,869 3,t92
6,038 683
CUSIP
Cash Accounts
Investment # Issuer
00180 BANK OF AMERICA
Cash Subtotal and Average Balance
Total Cash and Investments
Average
Balance
76t,476.27
121,622,586.13
City of Rancho Cucamonga
Portfolio Management
Portfolio Details - Cash
February 28, 2001
Purchase
Date Par Value
11,563.07
119,846,047.85
Market Value
11,563.07
1t,563.07
120,719,160.36
Book Value
11,563.07
2.000
Page 4
YTM Days to
360 Maturity
6.038 683
Run Date: 03/12/2001 - 15~03
Portfolio CITY
CP
PM (PRF_PM2) SymRept V5.02f
City of Rancho Cucamonga
Portfolio Management
Investment Activity By Type
February 1,200t through February 28, 2001
CUSIP Investment # Issuer
Local Agency Investment Funds (Monthly Summary)
00005 LOCAL AGENCY INVST FUND
Subtotal 25,975,210.10
Savings/Miscellaneous Accounts (Monthly Summary)
00180 BANK OF AMERICA
Subtotal 789,250.83
Certificates of Deposit/Neg. - Bank
Subtotal 5,325,532.00
Commercial Paper - Discount
89350APU4 1073 TRANSAMERICA CORP
Subtotal 3,95t,834.72
Federal Agency Issues - Coupon
3134AIH45 01000 FEDERAL HOME LOAN MORTG+ CORP,
312923GH2 1078 FEDERAL HOME LOAN MORTG, CORP,
31364FC33 01016 FEDERAL NATL MTG ASSN
31364KR36 1077 FEDERAL NATL MTG ASSN
Subtotal 79,959,843.75
Treasury Securities - Coupon
Subtotal 5,973.437.50
Mortgage Backed Securities
313401W~/7 00071 FEDERAL HOME LOAN MORTG. CORP,
31360BJ21 00203 FEDERAL NATL MTG ASSN
36215WX74 00002 GOVERNMENT NATIONAL MORTG ASSN
Subtotal 32,017.10
Total 122,007,126,00
Beginning Stated Transaction Purchases
Balance Rate Date or Deposits
6.t69 6,5~0,000+00
6,5~0,000.00
2.000 0.00
0.00
6.350 02/28/2001 0.00
0.00
6+320 02J05/2001 0.00
6,000 02/14/2001 2,000,000.00
6.280 02/01/2001 0.00
5,625 02j05/2001 3,999,375,00
5,999,375.00
8,000 02/15/2001 0+00
8.500 02/26/2001 0.00
8.500 02/16/2001 0,CO
0.00
12,499,375.00
Sales/Maturities
or Withdrawals
6,000,000.00
6,000,000.00
777,687.76
777,687.76
2,966,662.50
2,966,662.50
2,000,000.00
0,00
3,000,000.00
0,00
5,000,000.00
254.70
106.35
298.56
659,61
14,745,009.87
Page 5
Ending
Balance
26,415,210.t0
11,563.07
5,325,532.00
985,172.22
80,959,2t8.75
5,973,437.50
3t,357.49
1t9,761,49t.13
Portfolio CITY
CP
PM (PRF_PM3) SymRept V5.02f
City of Rancho Cucamonga
Summary of Cash and Investments with Fiscal Agents
For the Month Ended January 31, 2001
Bond Issue
Assessment District No 93-1
Mad Plaza
Truetee and/or
Payina Acaent
US Bank
Purchase
Account Name Investment Oat~
Imprvmnt Fund First Amedcan Treasury Obligation 8/4/97
Imprvmnt Fund Cash N/A
Reserve Fund First Amedcan Treasury Obligation 814/97
Reserve Fund Cash N/A
Redernp. Fund First Amedcan Treasury Obligation 8/4/97
Redemp. Fund Cash N/A
Maturity
Oats
N/A*
N/A
N/A*
N/A
N/A
NtA
Yield
5.20%
N/A
5.20%
NIA
5.20%
NIA
Cost
value
$ 257,311.00
0.78
242,630.00
13,959.00
0.95
$ 513,901.73
PFA RFDG Rev Bonds series
1999 A (Sr) & 1999 B (Subon:l)
US Bank
Expense Fund First American Treasury Obligation 7/1/99
Cash N/A
Sub Resrv. Fund First Amedcan Treasury Obligation 7/1/99
Cash N/A
Sr. Resrv. Fund First American Treasury Obligation 7/1/99
Cash N/A
Redemption Fund First American Treasury Obligation 7/1/99
Cash N/A
Revenue Fund First American Treasury Obligation 3/2/00
Cash N/A
Residual Fund First American Treasury Obligafjon 1/18/01
Cash N/A
N/A*
N/A
N/A*
N/A
N/A*
NIA
N/A*
NIA
N/A*
N/A
N/A*
N/A
5.20%
N/A
5.20%
N/A
5.20%
N/A
5.20%
N/A
5.20%
N/A
5.20%
N/A
598,266.00
0.60
1,123,915.00
0,92
3,860.00
0.08
191,987.00
0.37
$ 1 I918,029.97
TOTAL CASH AND INVESTMENTS VVITH FISCAL AGENTS
$ 2,4311931.70
* Note: The investments am rn~ney market accounts which have no stated maturity date as they may be liquidated upon demand.
k~finance~Cash with Fiscal Agents.xls
3/12/01 8:25 AM
RA NC HO CUCAMONGA
Planning Department
St Report
DATE:
March 21, 2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Brad Buller, City Planner
BY:
Salvador M. Salazar, AICP, Associate Planner
SUBJECT:
PROFESSIONAL SERV1CES AGREEMENT WITH LSA ASSOCIATES, INC., FOR
THE PREPARATION AND REVISION OF A DRAFT SUPPLEMENTAL
ENVIRONMENTAL IMPACT REPORT FOR THE ANNEXATION OF THE
RANCHO ETIWANDA ESTATES PROJECT (FORMERLY CREST PLANNED
DEVELOPMENT). THE ENVIRONMENTAL IMPACT REPORT WILL BE
FUNDED BY THE DEVELOPER (A. J. RESOURCES).
RECOMMENDATION
Staff recommends that the City Council, through minute action, authorize the Mayor to execute
the Professional Services Agreement awarding the contract to LSA Associates, Inc.
ANALYSIS
The developer (A. J. Resources) is requesting that their project be considered for annexation
into the City of Rancho Cucamonga. In order to comply with the California Environmental
Quality Act (CEQA), the project requires the preparation of a Supplemental Environmental
Impact Report (SEIR). If the project is annexed, the SEIR will require approval from the City of
Rancho Cucamonga City Council. Therefore, for the above-mentioned reasons, the City of
Rancho Cucamonga will be acting as the lead agency for the preparation of the Supplemental
Environmental Impact Report for the project.
Scope of Services: The City of Rancho Cucamonga, acting as the lead agency, will oversee the
consultant work to prepare the revised SEIR. The revised SEIR will analyze the following
actions: Annexation to the City of Rancho Cucamonga, Development Agreement, General
Plan, Land Use and Specific Plan Amendment from Very-Low Residential to Low residential and
an update to the Traffic Impact Analysis.
CITY COUNCIL STAFF REPORT
PROFESSIONAL SERVICES AGREEMENT
March 21, 2001
Page 2
Selected Consultant: LSA Associates, Inc. was the selected consultant because of their
familiarity with the project (LSA prepared the initial study for the project and the SEIR for the
University Planned Development). Additionally, LSA Associates, Inc. was selected because it
was the consultant that could commit to the preparation and completion of the SEIR within a
2.5 month time schedule.
The developer will be required to pay the entire amount ($39,000). The developer submitted to
the City the required $15,000 deposit to begin the preparation of the environmental document.
The developer will be required to pay the remaining balance within 21 days from the approval of
the contract.
Respectfully submitted,
Brad Buller
City Planner
BB:SMS:mlg
Attachments:
Exhibit "A" - Scope of Services
Exhibit "B" - Hourly Billing Rates
Exhibit "C" - Professional Services Agreement
LSA
February 20, 2001
Mr. Brad Buller
Community Development Department, Planning Division
10500 Civic Center Drive
Rancho Cucamonga CA 91730
ots ha br,'
Subject: ConsultantServicestoProvideEnvironmentalDocumentationfortheAnnexationofthe
Rancho Etiwanda Estates (Crest Property)
Dear Brad:
LSA Associates, Inc. (LSA) is pleased to present this proposal to provide environmental services for
the Rancho Etiwanda Estates (Crest Property) for annexation to the City of Rancho Cucamonga. The
attached scope of services presents our strategy for providing an objective assessment of the
potential environmental effects associated with the proposed project to satisfy the City's
environmental requirements.
The County of San Bernardino prepared a supplemental draft EIR (SCH No. 88082915) for the
Rancho Etiwanda Estates project and circulated it for public review on December 13, 2000. The end
of the public review period was January 24, 2001.
Our strategy is to revise the existing draft supplemental EIR for the Rancho Etiwanda Estates project
prepared by Ultrasystems Environmental Incorporated and recirculate the document for a 45-day
public review period. The revisions will include the following:
review the draft supplemental EIR and revise those areas that require clarification;
analyze the City project (the project as proposed to the City ofRancho Cucamonga for
annexation) as the preferred alternative throughout the EIR;
Those areas of the draft supplemental EIR that have been amended or added will be the only
parts of the draft supplemental EIR that will be recirculated. We will not respond to the
comments received during the 45-day public review period on the County supplemental draft
EIR; however, LSA will correct existing deficiencies and buttress discussions were
appropriate;
· LSA will review and incorporate Urban Crossroads updated TIA into the EIR; and
LSA will prepare the draft of the facts, findings and statement of overriding considerations.
According to CEQA Guidelines Section 15088.5(f)(2) "when the EIR is revised only in part and the
lead agency is recirculating only the revised chapters or portions of the EIR, the lead agency may
request that reviewers limit their comments to the revised chapters or portions. The lead agency
need only respond to (i) comments received during the initial circulation period that relate to
chapters or portions of the document that were not revised and recirculated, and (ii) comments
received during the recireulation period that relate to the chapters or portions of the earlier EIR that
were revised and recirculated." We anticipate proceeding under the guidelines of CEQA in the
recirculation of this Draft EIR.
The scope and cost estimate does not include the following:
Responding to comments on the draft supplemental EIR circulated by the County of San
Bemardino;
Revising the graphics provided in the draft supplemental EIR, with the exception of those
existing graphics that are unreadable and incorporating the new project design (this was done
to provide a cost savings and also to cut done on the amount of time it will take to prepare
the screencheck revised draft supplemental EIR); and
Field t~uthing technical studies prepared for the draft supplemental EIR.
We have estimated a total cost of $39,000.00 which includes printing and mailing of the draft and
final versions of the recirculated supplemental EIR. The cost proposal is based on the scope of work
provided. We reserve the right to revise the scope of work and cost estimate after LSA has had a
chance to review the comment letters on the draft supplemental EIR. Any changes to the scope of
work and cost estimate will be agreed upon by the City and LSA prior to work commencing on the
recirculated draft supplemental EIR.
If there are any questions on our scope of work or cost estimate, please do not hesitate to call me at
909-781-9310.
Sincerely,
LSA ASSOCIATES, INC.
Principal
Attachment: Project Schedule
2
Rancho Etiwanda Estates Revised Supplemental EIR Schedule
I I I~eb ~ Mar Apt ~ ~y J ~ur I ~'5
Task Name Start Finish 2sI411111812,51.4111{18125 1 5115(22i29i61 [20(2 131~ 17124 lie
Task 1 Screencheck Draft EIR I Mon 2/26101 Fri 31t6/0t
Prepare SDEIR [ Mon 2/26/01 Fd 3/9/01
SDEIR Submitted to City F Fri 3/9/01 Fd 3/9/01
City Review of SDEIR ~ Mon 3/12/01 Fd 3/16/01
Task 2 Draft EIR Fri 31910t Fri 4/27/01
Finalize DEIR & NOC/NOA Fd 3/9/01 Thu 3/15/01
DEIR Printing/Distribution Thu 3/15/01 Frf 3/16/01
DEIR Public Review Period (45-days) Mon 3/19/01 Fd 4/27/01
Task 3 Final EIR Mon 4/2/0t Fri 5111101
Prepare Mitigation Monitoring Plan Mon 4/2/01 Fri 4/6/01
Prepare Response to Comments Thu 4/12/01 Mon 4/30/01
City Review of Resp. to Comments i Tue 5/1/01 Fri 5/4/01
Prepare FEIR for Public Headngs ~ Mon 5/7/01 Fri 5/11/01
....................... ! ...........
Submit FEIR to City r Fd 5/11/01 Fd 5/11/01
3/9
· 51tl
Date: Revised February 22, 2001
SCHED.MPP [File]
LSA
City
Public Review
Milestone
Summary
LSA Associates, Inc.
HOURLY BILLING RATES - EFFECTIVE AUGUST, 2000~
Job Classificat~n
PRINCIPAL
ASSOCIATE/PROJECT MANAGER
ASSISTANT PROJECT MANAGER
PRINCIPAL INVESTIGATORf PROJECT SCIENTIST
ENVIRONMENTAL ANALYST/ASST. PLANNER/ASST. ENGINEER
FIELD DIRECTOR (ARCHAEOLOGY/PALEONTOLOGY/BIOLOGY)
RESEARCH ASSISTANT/TECHNICIAN
FIELD CREW
GRAPHICS
OFFICE ASSISTANT
WORD PROCESSING
Hourly Rate2
$100-200
$ 75-135
$ 50-85
$ 45-80
$ 30-75
$ 45-75
$ 25-50
$ 20-60
$75
$ 50
$ 70
Revised August, 2000.
The hourly rate for work involving actual expenses in court, giving depositions or similar
expert testimony, will be billed at $250 per hour regardless of job classification.
LSA IN-HOUSE DIRECT EXPENSESError! Bookmark not defined.
Reproduction
Color Reproduction (8.5xl 1)
Color Reproduction (1 lx17)
Mileage
Road
Off-road
Facsimile
Plotting
Diazo Printing
Film (developing billed separately as a direct cost)
Disposable camera and film
Search of Specialized Data Bases
$0.10 per page
$1.00 per page
$3.00 per page
$0.345 per mile
$0.495 per mile
$1.00 per page
$5.00 per linear ft.
$0.20 per sq. ft.
$5.00 per roll
$ I 0.00 per camera
$100.00 per inquiry
PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into this 21st day of March, 2001, between the
City of Rancho Cucamonga, a Municipal Corporation (hereinafter referred to as "CITY") and LSA
Associates, Inc., (hereina~er referred to as "CONSULTANT").
A. Recitals.
1. CONSULTANT has now submitted its proposal for the Preparation of a Supplemental
Environmental Impact Repod, a full, true, and correct copy of which proposal is attached hereto as
Exhibit "A" and by this reference made a part hereof.
2. CITY desires to retain CONSULTANT to perform professional services necessary to
render advice and assistance to CITY, CITY'S Planning Commission, City Council, and staff in the
preparation of Project.
3. CONSULTANT represents that it is qualified to perform such services and is willing to
perform such professional services as hereinafter defined.
NOW, THEREFORE, it is agreed by and between CITY and CONSULTANT as follows:
B. Aqreement.
1. Definitions: The following definitions shall apply to the following terms, except where the
context of this Agreement otherwise requires:
a. Project: The preparation of Supplemental Environmental Impact Report, that
includes in its analysis, amonq other thinqs, the Annexation, Development Aqreement, Tentative
Tract Maps, and General Plan Amendment, and Zone Chancle from Very-Low Residential to Low
Residential described in Exhibit "A" hereto including, but not limited to, the preparation of maps,
surveys, reports and documents; the presentation, both oral and in writing, of such plans, maps,
surveys, reports and documents to CITY as required; and attendance at any and all work sessions,
public hearings, and other meetings conducted by CITY with respect to the project.
Page1
b. Services: Such professional services as are necessary to be performed by
CONSULTANT in order to complete the project.
c. Completion of Project: The date of completion of all phases of the project,
including any and all procedures, development plans, maps, surveys, plan documents, technical
reports, meetings, oral presentations, and attendance by CONSULTANT at public hearings
regarding the adoption of Supplemental Environmental Impact Report as set forth in Schedule 1 of
Exhibit "A" hereto.
2. CONSULTANT aclrees as follows:
a. CONSULTANT shall forthwith undertake and complete the project in accordance
with Exhibits "A" hereto and all in accordance with Federal, State, and City statutes, regulations,
ordinances, and guidelines, all to the reasonable satisfaction of CITY.
b. CONSULTANT shall supply copies of all maps, surveys, reports, plans, and
documents (hereinafter collectively referred to as "documents") including all supplemental technical
documents, as described in Exhibits "A" to CITY within the time specified in Schedule I of
Exhibit "A." Copies of the documents shall be in such numbers as are required by Exhibit "A." CITY
may thereafter review and forward to CONSULTANT comments regarding said documents and
CONSULTANT shall thereafter make such revisions to said documents as are deemed necessary.
CITY shall receive revised documents in such form and in the quantities determined necessary by
CITY. The time limits set forth pursuant to this Section B.2.(b) may be extended upon written
approval of CITY.
c. CONSULTANT shall, at CONSULTANT's sole cost and expense, secure and hire
such other persons as may, in the opinion of CONSULTANT, be necessaryto comply with the terms
of this Agreement. In the event any such other persons are retained by CONSULTANT,
CONSULTANT hereby warrants that such persons shall be fully qualified to perform services
required hereunder. CONSULTANT further agrees that no subcontractor shall be retained by
CONSULTANT except upon the prior written approval of CITY.
Page 2
3. CITY aarees as follows:
a. To pay CONSULTANT a maximum sum of $39,000.00 for the performance of the
services required hereunder. This sum shall cover the cost of all staff time and all other direct and
indirect costs or fees, including the work of employees, consultants, and subcontractors to
CONSULTANT. Payment to CONSULTANT, by CITY, shall be made in accordance with the
schedule set forth below.
b. Payments to CONSULTANT shall be made by CITY in accordance with the
invoices submitted by CONSULTANT, on a monthly basis, and such invoices shall be paid within a
reasonable time after said invoices are received by CITY. All charges shall be in accordance with
CONSULTANT'S proposal either with respect to hourly rates or lump sum amounts for individual
tasks. In no event, however, will said invoices exceed 95 percent of the individual task totals
described in Exhibits "A."
c. CONSULTANT agrees that, in no event, shall CITY be required to pay to
CONSULTANT any sum in excess of 95 percent of the maximum payable hereunder prior to receipt
by CITY of all final documents, together with all supplemental technical documents, as described
herein, acceptable in form and content to CITY. Final payment shall be made no later than 60 days
after presentation of final documents and acceptance thereof by CITY.
d~diti~Ral services: Payments for additional services requested, in writing, by
CITY, and not included in CONSULTANT'S proposal as set forth in Exhibit "B" hereof, shall be paid
on a reimbursement basis in accordance with the fee schedule set forth in said Exhibit "B." Charges
for additional services shall be invoiced on a monthly basis and shall be paid by CITY within a
reasonable time after said invoices are received by CITY.
4. CITY aQrees to provide to CONSULTANT:
a. Information and assistance as set forth in Exhibit "A" hereto.
Page 3
b. Photographically reproducible copies of maps and other information, if available,
which CONSULTANT considers necessary in order to complete the project.
c. Such information as is generally available from CITY files applicable to the project.
d. Assistance, if necessary, in obtaining information from other governmental
agencies and/or private parties. However, it shall be CONSULTANT'S responsibility to make all
initial contact with respect to the gathering of such information.
5. Qwnershil~ of Documents: All documents, data, studies, surveys, drawings, maps,
models, photographs, and reports prepared by CONSULTANT pursuant to this Agreement shall be
considered the properly of CITY and, upon payment for services performed by CONSULTANT, such
documents and other identified materials shall be delivered to CITY by CONSULTANT.
CONSULTANT may, however, make and retain such copies of said documents and materials as
CONSULTANT may desire.
6. Termination: This agreement may be terminated by CITY upon the giving of a written
"Notice of Termination" to CONSULTANT at least 15 days prior to the date of termination specified
in said Notice. In the event this Agreement is so terminated, CONSULTANT shall be compensated
at CQNSULTANT'S applicable hourly rates as set forth in Exhibit "B," on a pro-rata basis with
respect to the percentage of the Project completed as of the date of termination. In no event,
however, shall CONSULTANT receive more than the maximum specified in Paragraph B.3.a.
above. CONSULTANT shall provide to CITY any and all documents, data, studies, surveys,
drawings, maps, models, photographs, and reports, whether in draft or final form, prepared by
CONSULTANT as of the date of termination. CONSULTANT may not terminate this Agreement
except for cause.
Page 4
Notices and Desiqnated Rel~resentatives: Any and all notices, demands, invoices, and written
communications between the parties hereto shall be addressed as set forth in this Paragraph 7.
The below named individuals, furthermore, shall be those persons primarily responsible for the
performance by the parties under this Agreement:
CITY
Brad Buller, City Planner
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
CONSULTANT
LSA Assocaites, Inc.
3403 10th Street, Suite 520
Riverside, CA 92501
Any such notices, demands, invoices, and written communications, by mail, shall be
deemed to have been received by the addressee 48 hours after deposit thereof in the United States
mail, postage prepaid and properly addressed as set forth above.
8. Insurance: The CONSULTANT shall not commence work under this contract until it has
obtained all insurance required hereunder in a company or companies acceptable to CITY nor shall
CONSULTANT allow any subcontractor to commence work on its subcontract until all insurance
required of the subcontractor has been obtained. The CONSULTANT shall take out, and maintain
at all times during the life of this Contract, the following policies of insurance:
a. Compensation Insurance: Before beginning work, the Contractor shall furnish to
the CITY a certificate of insurance as proof that it has taken out full compensation insurance for all
persons whom the CONSULTANT may employ directly or through subcontractors in carrying out the
work specified herein, in accordance with the laws of the State of California. Such insurance shall
be maintained in full force and effect during the period covered by this contract. Further, such policy
Page 5
7--rr
of insurance shall provide that the insurer waives all rights of subrogation against CITY and its
elected officials, officers, employees, and agents.
In accordance with the provisions of Section 3700 of the California Labor Code,
every contractor shall secure the payment of compensation to his employees. CONSULTANT, prior
to commencing work, shall sign and file with the CITY a certification as follows:
"1 am aware of the provisions of Section 3700 of the Labor
Code which require every employer to be insured against
liability for worker's compensation or to undertake self
insurance in accordance with the provisions of that Code; and
I will comply with such provisions before commencing the
performance of work of this contract."
b. For all operations of the CONSULTANT or any subcontractor in performing the
work provided for herein, insurance with the following minimum limits and coverage:
(1) Commercial General Liability (occurrence) - for bodily injury, death, and
property damage for products/completed operations and any and all other activities undertaken by
the CONSULTANT in the performance of this Agreement; or
(2) (Alternative to Commercial General Liability) - Comprehensive, broad-form
General Public Liability (occurrence) - for bodily injury, death, and properly damage arising out of
any activities undertaken by CONSULTANT in the performance of this Agreement.
(3) Comprehensive Automobile Liability (occurrence) - for bodily injury, death,
and properb/damage insuring against all liability arising out of the use of any vehicle.
(4) Professional Errors and Omissions Liability - insuring against all liability
arising out of professional errors and/or omissions, providing protection of at least $1,000,000 for
errors and/or omissions Cmalpractice") of CONSULTANT in the performance of this Agreement.
Such policy may be subject to a deductible or retention in an amount acceptable to CITY and shall
further be subject to the provisions of subsections (2) and (6) of Section B.8.c., below. If a "claims
made" policy is provided, such policy shall be maintained in effect from the date of performance of
Page 6
above, shall:
(1)
writing by CITY;
(2)
work or services on CITY's behalf until three years after the date the work or services are accepted
as completed. Coverage for the post-completion period may be provided by renewal or replacement
of the policy for each of the three years or by a three-year extended reporting period endorsement
which reinstates all limits for the extended reported period. If any such policy and/or policies have a
retroactive date, that date shall be no later than the date of first performance of work or services on
behalf of CITY. Renewal or replacement policies shall not allow for any advancement of such
retroactive date. Each such policy or policies shall include a standard "notice of circumstances"
provision.
(5) Other required insurance, endorsements, or exclusions as required by the
request for proposal.
(6) The policies of insurance required in this Section B.8.b. shall have no less
than the following limits of coverage:
(a) $2,000,000 (two million dollars) for bodily injury or death, and
(b) $1,000,000 (one million dollars) for property damage; or
(c) The total of the limits specified in Subsections (i) and (ii), above, where a
combined single limit is provided.
The policies of insurance required in Subsections (1), (2), and (3) of Section B.8.b.,
Be subject to no deductible amount unless otherwise provided, or approved in
Be issued by an insurance company approved in writing by CITY, which is
admitted and licensed to do business in the State of California and which is rated A or better
according to the most recent A.M. Best Co. Rating Guide;
(3) Name as additional insureds the CITY, its elected officials, officers,
employees, attorneys, and agents, and any other parties, including subcontractors, specified by
CITY to be included;
Page 7
(4) Specify that it acts as primary insurance and that no insurance held or owned
by the designated additional insureds shall be called upon to cover a loss under said policy;
(5) Specify that it applies separately to each insured against whom claim is made
or suit is brought, except with respect to the limits of the insurer's liability;
(6) Contain a clause substantially in the following words:
"It is hereby understood and agreed that this policy may
not be canceled nor the amount of coverage thereof
reduced until thirty (30) days after receipt by CITY of
written notice of such cancellation or reduction of
coverage as evidenced by receipt of a registered letter."
(7) Specify that any failure to comply with reporting or other provisions of the
required policy, including breaches of warranty, shall not affect the coverage required to be
provided;
(8) Specify that the insurer waives all rights of subrogation against any of the
named additional insureds; and
(9) Specify that any and all costs of adjusting and/or defending any claim against
any insured, including court costs and attorneys' fees, shall be paid in addition to and shall not
deplete any policy limits.
(10) Otherwise be in form satisfactory to CITY.
d. Prior to commencing performance under this Agreement, the CONSULTANT shall
furnish the CITY with original endorsements, or copies of each required policy, effecting and
evidencing the insurance coverage required by this Agreement. The endorsements shall be signed
by a person authorized by the insurer(s) to bind coverage on its behalf. All endorsements or policies
shall be received and approved by the CITY before CONSULTANT commences performance. If
performance of this Agreement shall extend beyond one year, CONSULTANT shall provide CITY
with the required policies or endorsements evidencing renewal of the required policies of insurance
prior to the expiration of any required policies of insurance.
Page 8
9. Indemnification: CONSULTANT shall defend, indemnify, and save harmless CITY, its
elected and appointed officials, officers, agents, and employees, from all liability from loss, damage,
or injury to persons or property, including the payment by CONSULTANT of any and all legal costs
and attorneys' fees, in any manner arising out of the acts and/or omissions of CONSULTANT
pursuant to this Agreement, including, but not limited to, all consequential damages, to the
maximum extent permitted by law.
10. Assiqnment: No assignment of this Agreement or of any part or obligation of
performance hereunder shall be made, either in whole or in part, by CONSULTANT without the prior
written consent of CITY.
11. DamaRes: In the event that CONSULTANT fails to submit to CITY the completed
project, together with all documents and supplemental material required hereunder, in public hearing
form, to the reasonable satisfaction of CITY, within the time set forth herein, or as may be extended
by written consent of the parties hereto, CONSULTANT shall pay to CITY, as liquidated damages
and not as a penalty, the sum $0 per day (maximum $0) for each day CONSULTANT is in default,
which sum represents a reasonable endeavor by the parties hereto to estimate a fair compensation
for the foreseeable losses that might result from such a default in performance by CONSULTANT,
and due to the difficulty which would otherwise occur in establishing actual damages resulting from
such default, unless said default is caused by CITY or by acts of God, acts of the public enemy, fire,
floods, epidemics, or quarantine restrictions.
12. Independent Contractor: The parties hereto agree that CONSULTANT and its
employees, officers, and agents are independent contractors under this Agreement and shall not be
construed for any purpose to be employees of CITY.
13. Governinq Law: This Agreement shall be governed by and construed in accordance with
the laws of the State of California.
14. Attornev's Fees: In the event any legal proceeding is instituted to enforce any term or
provision of the Agreement, the prevailing party in said legal proceeding shall be entitled to recover
Page 9
attorneys' fees and costs from the opposing party in an amount determined by the Court to be
reasonable.
15. Entire Aqreement: This Agreement supersedes any and all other agreements, either oral
or in writing, between the parties with respect to the subject matter heroin. Each party to this
Agreement acknowledges that no representation by any party which is not embodied herein nor any
other agreement, statement, or promise not contained in this Agreement shall be valid and binding.
Any modification of this Agreement shall be effective only if it is in writing signed by all parties.
Page lO
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and
year first set forth above:
"CONSULTANT"
LSA Associates, Inc.
By:
Its:
STATE QF CALIFORNIA
COUNTY OF * ) ss.
On , before me, personally
. appeared , personally known to me (or proved to me on the basis
of satisfactory evidence) to be the person whose name is subscribed to the within instrument and
acknowledged to me that he/she executed the same in his/her authorized capacity, and that by
his/her signature on the instrument the person, or the entity upon behalf of which the person acted,
executed the instrument.
WITNESS my hand and official seal.
Page 11
CITY OF RANCHO CUCAMONGA
A Municipal Corporation
By:
Attest:
Approved:
Mayor
CityClerk
City Attorney
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss.
On , before me, *, (Deputy City Clerk) of the City of Rancho
Cucamonga, personally appeared *(Mayor & City Clerk), personally known to me to be the persons
whose names are subscribed to the within instrument and acknowledged to me that they executed
the same in their authorized capacities, and that by their signatures on the instrument, the persons,
or the entity upon behalf of which the persons acted, executed the instrument.
WITNESS my hand and official seal.
Deputy City Clerk
City of Rancho Cucamonga
REV: 3-95
Page 12
ADDENDUM TO PROFESSIONAL SERVICES AGREEMENT
FOR DESIGN SERVICES OF
Addendum #1
Pursuant to the Department of Industrial Relations' Regulations governing the payment of prevailing
wages, the following shall be made a part of the above subject Professional Services Agreement:
Pursuant to California Administrative Code, Title 8, Group 3, Payment of Prevailing Wages
Upon Public Works, updated March 1986, Art 2, "Work Subject to Prevailing Wages," sub-
paragraph (C) "Field Survevincl Projects: Field survey work traditionally covered by collective
bargaining agreements is subject to prevailing wage rates when it is integral to the specific
public work project in the design, pre-construction or construction phase."
Acknowledgment of Receipt
Date
RANCHO
CUCAMONGA
ENGINEERING DEPARTMENT
S /fReport
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Willie Valbuena, Assistant Engineer
APPROVAL OF IMPROVEMENT AGREEMENT AND IMPROVEMENT
SECURITIES FOR DR 00-70, LOCATED AT THE SOUTHEAST
CORNER OF 6TM STREET AND UTICA AVENUE, SUBMITTED BY F & F
SIMON RANCHO TECH LLC
RECOMMENDATION
It is recommended that City Council adopt the attached resolution approving DR 00-70, ,
accepting the subject agreement and securities and authorizing the Mayor and the City
Clerk to sign said agreement.
BACKGROUND/ANALYSIS
DR 00-70, located at the southeast corner of 6th Street and Utica Avenue, in the
Industrial Area Specific Plan (Subarea 18), was approved by the City Planner on
November 1, 2001. This project is for building a new entry on the north side of an
existing building and an addition of mezzanine.
The Developer, F & F Simon Rancho Tech LLC, is submitting an agreement and
securities to guarantee the construction of the public improvements in the following
amounts:
Faithful Performance Bond $422,000.00
Labor and Material Bond: $211,000.00
Copies of the agreement and securities are available in the City Clerk's Office.
Re~spectfully submitted,
Wil~J. O'Neil
City Engineer
WJO:VVV:sc
Attachment
ARROW ROUTE
PROJECT
617.-I STREET
4 TH STREET
CITY OF
ONTARIO
/
CITY OF
RANCHO CUCAMONGA
ENGINEI~ING DIVISION
rr~: D~ 00-70
N
~ VICINITY" PI~P
aESO,UT,ON NO. Oi)-
A RESOLUTION OF THE CITYCOUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING
IMPROVEMENT AGREEMENT AND IMPROVEMENT
SECURITIESFOR DR00-70
WHEREAS, the City Council of the City of Rancho Cucamonga, California, has for
its consideration an Improvement Agreement executed on March 21,2001, by F & F Simon
Rancho Tech LLC as developer, for the improvement of public right-of-way adjacent to the
real property specifically described therein, and generally located at the southeast corner of
6~ Street and Utica Avenue: and
WHEREAS, the installation of such improvements, described in said Improvement
Agreement and subject to the terms thereof, is to be done in conjunction with the
development of said real properly referred to as DR 00-70; and
WHEREAS, said Improvement Agreement is secured and accompanied by good
and sufficient Improvement Securities, which are identified in said Improvement
Agreement.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, HEREBY RESOLVES as follows:
That said Improvement Agreement be and the same is
approved and the Mayor is authorized to execute same on ·
behalf of said City and the City Clerk is authorized to attest
thereto; and
2
That said Improvement Securities are accepted as good
and sufficient, subject to approval as to form and content
thereof by the City Attorney.
RA N C HO
CUCAMONGA
ENGINEERING DEPARTMENT
StaffRe
DATE: March 21, 2001
TO: Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
BY:
Kenneth Fung, Assistant Engineer
SUBJECT:
APPROVAL AND EXECUTION OF CONSTRUCTION AND
MAINTENANCE AGREEMENT BETWEEN THE CITY OF RANCHO
CUCAMONGA AND THE SOUTHERN CALIFORNIA REGIONAL RAIL
AUTHORITY FOR THE PROCUREMENT AND INSTALLATION OF A
PEDESTRIAN CROSSING AUTOMATIC WARNING SYSTEM,
FLAGGING/RAILROAD SAFETY SERVICES, ETC. IN THE AMOUNT OF
$315,440.00 ($286,764.00 PLUS 10% CONTINGENCY) TO BE FUNDED
FROM ACCOUNT NO. 12303035650/1225230-0
RECOMMENDATION:
It is hereby recommended that the City Council approve and execute the Construction
and Maintenance Agreement between the City of Rancho Cucamonga and the
Southern California Regional Rail Authority for the procurement and installation of a
pedestrian crossing automatic warning system, flagging/railroad safety services, etc. in
the amount of $315,440.00 ($286,764.00 plus 10% contingency) from Account No.
12303035650/1225230-0.
BACKGROUND/ANALYSIS:
This agreement defines the construction and maintenance responsibilities for the City's
Metrolink Station Expansion, Phase II Project. As part of this agreement, the Southern
Region Rail Authority (SC.R.RA.) is to provide services, work and equipment to the
train station site. They include:
1) The procurement and installation of a pedestrian crossing automatic warning system
at the crossing between the north and south platforms.
CITY COUNCIL STAFF REPORT
CONSTRUCTION AND MAINTENANCE AGREEMENT WITH SCRRA
March 21, 2001
Page 2
2) Flagging/railroad safety services for the extension of the south platform.
3) Basic platform signage, design support and related signage for the station and new
parking lot.
The City is to reimburse S.C.R.R.A. for their actual costs in completing the above-
mentioned work.
Respectfully submitfed,
William J. O'Neil
City Engineer
WJO:kf
Attachment
~asrn~c p,uua~c
..I
:530 SPAaS .
~EW PARKING 700 SPACES (APPROX,) &
EXTEND SOUTH LOADING PLATYORM
lVIETROLINK STATION EXPANSION, PHASE H
EXPAND PARKING LOT AND EXTEND SOUTH LOADING PLATFORM
RAN
CUCAMONGA
ENGINEERING DEPARTMENT
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Jerry A. Dyer, Associate Engineer ~{2
APPROVAL OF AN AGREEMENT FOR REPLACEMENT OF OVERHEAD WITH
UNDERGROUND ELECTRICAL FACILITIES BETWEEN THE CITY OF RANCHO
CUCAMONGA AND SOUTHERN CALIFORNIA EDISON COMPANY FOR THE
LOWER HERMOSA AVENUE STORM DRAIN AND STREET WIDENING
IMPROVEMENTS - PHASE 1, BETWEEN 4TM AND 8TM STREETS IN THE CITY OF
RANCHO CUCAMONGA
RECOMMENDATION:
Staff recommends that the City Council adopt the attached resolution approving the Agreement for
replacement of overhead with underground electrical facilities between the City and Southern
California Edison Company and authorizing the City Clerk to attest and the Mayor to sign the
agreement, for the Lower Hermosa Storm Drain and Street W~dening Improvements.
BACKGROUND/ANALYSIS:
The Project will construct a master plan storm drain facility in Hermosa Avenue as well as widen the
street and underground the existing overhead facilities from Fourth Street to 350 feet south of
Eighth Street. Southern California Edison Company prepared plans for the placement of the
underground conduit to be used for their existing overheads along Hermosa Avenue, and the plans
were made a part of the City's bid package. The agreement covers the work and costs by the City
and Southern California Edison in removing the existing overhead lines and placing them in the new
underground conduit. A copy of the Agreement is available in the City Clerk's Office.
City Engineer
WJO:JAD
Attachments: Vicinity Map
Resolution
EXHIBIT "A"
SC~~T~ks
IMPROVEMENT
LIMITS
4TH STREET TO
350' SOUTH OF
8TH STREET
N.T.S;
Lower Hermosa Avenue Storm Drain and Street Widening Phase
VICINITY MAP
RESOLUTION NO. f'0/'05'3
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF RANCHO CUCAMONGA, CALIFORNIA,
APPROVING AN AGREEMENT BETWEEN THE
CITY AND THE SOUTHERN CALIFORNIA EDISON
COMPANY FOR THE REPLACEMENT OF
OVERHEAD WITH UNDERGROUND ELECTRICAL
FACILITIES ALONG HERMOSA AVENUE
BETWEEN 4TM AND BTM STREETS
WHEREAS, the City Council of the City of Rancho Cucamonga has for its
consideration an Agreement between the City of Rancho Cucamonga and the
Southern California Edison Company for the replacement of overhead with
underground electrical facilities for the Lower Hermosa Storm Drain and Street
Widening Improvements - Phase 1; and
WHEREAS, the Agreement is for the placement of underground conduit
by the City and for the replacement of the overhead with underground electrical
facilities by Southern California Edison Company along Hermosa Avenue.
NOW, THEREFORE, the City Council of the City of Rancho Cucamonga,
California, hereby resolves that said Agreement for the replacement of the
overhead with underground electrical facilities be hereby approved and the
Mayor is hereby authorized to sign said Agreement on behalf of the City of
Rancho Cucamonga, and the City Clerk to attest thereto.
T HE CITY
0 F
CUCAMONGA
Staff Report
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Vicki Chilicki, Engineering Technician
RELEASE OF A REAL PROPERTY IMPROVEMENT CONTRACT
AND LIEN AGREEMENT FOR 12715 SUMMIT AVENUE, LOCATED
ON THE SOUTH SIDE OF SUMMIT AVENUE, WESTERLY OF
ETIWANDA AVENUE, FROM WILLIAM R. AND DONA C. BARNES
RECOMMENDATION:
It is recommended that the City Council adopt the attached resolution releasing the
Real Property Improvement Contract and Lien Agreements and authorizing the
Mayor to sign said release and the City Clerk to record same.
BACKGROUND/ANALYSIS:
A Real Property Improvement Contract and Lien Agreement was approved by
Council on May 17, 1984, and recorded on May 31, 1984, as Document No.
84-127730 in the office of the County Recorder. San Bernardino County, California.
The agreement was for construction of missing off-site street improvements along
the Summit Avenue frontage of the subject property. Since then, Tract 13812 has
completed the improvements, thus eliminating the need for the Real Property
Improvement Contract and Lien Agreement.
Respectfully Submitted,
Wdliam J. O'Neil
City Engineer
WJO:VC:sc
Attachments
37
RESOLUTION NO. O/'05y
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, RELEASING A REAL
PROPERTY IMPROVEMENT CONTRACT AND LIEN
AGREEMENT FROM WILLIAM R. AND DONA C. BARNES
WHEREAS, the City Council of the City of Rancho Cucamonga adopted Resolution
No. 84-128 accepting a Real Property Improvement Contract and Lien Agreement from
William C. and Dona C. Barnes; and
WHEREAS, said Real Property Improvement Contract and Lien Agreement was
recorded in Official Records of San Bernardino County, California, on May 31, 1984, as
Document No. 84-12770; and
WHEREAS, said Real Property Contract and Lien Agreement is no longer required.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rancho
Cucamonga does hereby release said Real Property Improvement Contract and Lien
Agreement from 12715 Summit Avenue (see attached Exhibit "A") and that the City Clerk
shall cause ReLease of Lien to be recorded in the office of the County Recorder of San
Bernardino County, California.
---SUMMIT
I
D
9.90AC,
,,~
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
RANCHO
CUCAMONGA
ENGINEERING DEPARTMENT
S Repor
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Phillip Verbera, Assistant Engineer
APPROVAL OF MAP, IMPROVEMENT AGREEMENT, IMPROVEMENT
SECURITY AND ORDERING THE ANNEXATION TO LANDSCAPE
MAINTENANCE DISTRICT NO. 4 AND STREET LIGHTING
MAINTENANCE DISTRICT NOS. 1 AND 4 FOR TRACT 16001,
LOCATED IN TERRA VISTA PLANNED COMMUNITIES AND BOUNDED
BY CHURCH STREET, ELM AVENUE (WEST) AND SPRUCE AVENUE,
SUBMI'FI'ED BY LDC COUGAR LLC
RECOMMENDATION
It is recommended that City Council adopt the attached resolutions appreving Tract
16001, accepting the subject agreement and security, ordering' the annexation to
Landscape Maintenance District No. 4 and Street Lighting Maintenance District Nos. 1
and 4 and authorizing the Mayor and the City Clerk to sign said agreement and to cause
said map to record.
BACKGROUND/ANALYSIS
Tract 16001, located and bounded by Church Street, Elm Avenue (east) and Spruce
Avenue with La Mission Park forming the southeasterly boundary, in the Terra Vista
Planned Communities, in a Median-High Residential District. Tract 16001 was
approved by the Planning Commission on November 10, 1999, for the division of 23
acres into ten lots (358 units).
The Developer, LDC Cougar, LLC, is submitting an agreement and security to
guarantee the construction of the off-site improvements in the following amounts:
Faithful Performance Bond
Labor and Material Bond:
Monumentation Security (cash)
$112,000.00
$ 56,000.00
$ 1,860.00
CITY COUNCIL STAFF REPORT
TRACT 16001
March 21,2001
Page 2
Copies of the agreement and security are available in the City Clerk's Office.
Letters of approval have been received from the high school and elementary school
districts and Cucamonga County Water District. C.C, & R.'s have also been approved
by the City Attorney. The Consent and Waiver to Annexation forms signed by the
Developer are on file in the City Clerk's office.
~W~iamJ. O'Neil
City Engineer
WJO:PV:sc
Attachments
t,,
ITE
II
VlCINIIY MAP
I,,I
' CITY OF RANCHO CUCAMONGA
DIVISION
1TEMa ?~- |~, c>c> t
sxamrr:. I
RESOLUTION NO. 6j)/- 0 5 ff
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING TRACT
MAP NUMBER 16001, IMPROVEMENT AGREEMENT, AND
IMPROVEMENT SECURITY
WHEREAS, Tentative Tract Map No. 16001, submitted by LDC Courgar, LLC, and
consisting often (10) lots located in Terra Vista Planned Community and bounded by Church Street,
Elm Avenue (east), Spruce Avenue, and La Mission Park at the southeasterly boundary, was
approved by the Planning Commission of the City of Rancho Cucamonga, on November 10, 1999,
and is in compliance with the State Subdivision Map Act and Local Ordinance No. 28 adopted
pursuant to that Act; and
WHEREAS, Tract Map No. 16001 is the final map'of the division of land approved as shown
on said Tentative Tract Map; and
WHEREAS, all of the requirements established as prerequisite to approval of the final map
by the City Council of said City have now been met by entry into an Improvement Agreement
guaranteed by acceptable Improvement Security by LDC Cougar, LLC, as developer; and
WHEREAS, said Developer submits for approval said Tract Map offering for dedication, for
street, highway and related purposes, the streets and rights of vehicular ingress and egress delineated
thereon.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA
HEREBY RESOLVES, that said Improvement Agreement and said Improvement Security submitted
by said developer be and the same are hereby approved and the Mayor is hereby authorized to sign
said Improvement Agreement on behalf of the City of Rancho Cucamonga, and the City Clerk to
attest; and that the offers for dedication, easements and the final map delineating the same for said
Tract Map No. 16001 is hereby approved and the City Engineer is authorized to present same to the
County Recorder to be filed for record.
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ORDERING THE
ANNEXATION OF CERTAIN TERRITORY TO LANDSCAPE
MAINTENANCE DISTRICT NO. 4 AND STREET LIGHTING
MAINTENANCE DISTRICT NOS. 1 AND 4 FOR TRACT 16001
WHEREAS, the City Council of the City ofRancho Cucamonga, California, has previously
formed a special maintenance district pursuant to the terms of the "Landscaping and Lighting Act of
1972", being Division 15, Part 2 of the Streets and Highways Code of the State of California, said
special maintenance district known and designated as Landscape Maintenance District No. 4, Street
Lighting Maintenance District No. 1 and Street Lighting Maintenance District No. 4 (referred to
collectively as the "Maintenance Districts"); and
WHEREAS, the provisions of Article 2 of Chapter 2 of the "Landscaping and Lighting Act
of 1972" authorize the annexation of additional territory to the Maintenance Districts; and
WHEREAS, such provisions also provide that the requirement for the preparation
resolutions, an assessment engineer's report, notices of public hearing and the right of majority
protest may be waived in writing with the written consent of all of the owners of property within the
territory to be annexed; and
WHEREAS, notwithstanding that such provisions of the 1972 Act related to the annexation
of territory to the Maintenance District, Article XIIID of the Constitution of the State of California
("Article XIIID") establishes certain procedural requirements for the authorization to levy
assessments which apply to the levy of annual assessments for the Maintenance Districts on the
territory proposed to be annexed to such districts; and
WHEREAS, the owners of certain property described in Exhibit A attached hereto and
incorporated herein by this reference have requested that such property (collectively, the "Territory")
be annexed to the Maintenance Districts in order to provide for the levy of annual assessments to
finance the maintenance of certain improvements described in Exhibit B hereto (the
"Improvements"); and
WHEREAS, all of the owners of the Territory have filed with the City Clerk duly executed
forms entitled "Consent And Waiver To Annexation Of Certain Real Property To A Maintenance
District And Approval Of The Levy Of Assessments On Such Real Property" (the "Consent and
Waiver"); and
WHEREAS, by such Consent and Waiver, all of the owners of the Territory have expressly
waived any and all of the procedural requirements as prescribed in the 1972 Act to the annexation of
the Territory to the Maintenance Districts and have expressly consented to the annexation of the
Tenitory to the Maintenance Districts; and
WHEREAS, by such Consent and Waiver, all of the owners of the Territory have also
expressly waived any and all of the procedural requirements as prescribed in the 1972 Act and/or
Article XIIID applicable to the authorization to the levy the proposed annual assessment against the
Territory set forth in Exhibit B attached hemto and incorporated herein by this reference and have
declared support for, consent to and approval of the authorization of levy such proposed annual
assessment set forth in Exhibit C attached hereto; and
RESOLUTION NO.
TR 16001
March 21, 2001
Page 2
WHEREAS, at this time the City Council desires to order the annexation of the Territory to
the Maintenance Districts and to authorize the levy ofarmual assessments against the Territory in
amounts not to exceed the amounts set forth in Exhibit C hereto.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA
HEREBY RESOLVES AS FOLLOWS:
SECTION 1: That the above recitals are all true and correct.
SECTION 2: The City Council hereby finds and determines that:
The annual assessments proposed to be levied on each parcel in the Territory do not
exceed the reasonable cost of the proportional special benefit conferred on each such
parcel from the Improvements.
The proportional special benefit derived by each parcel in the Territory from the
Improvements has been determined in relationship to the entirety of the cost of the
maintenance of the Improvement.
Only special benefits will be assessed on the Territory by the levy of the proposed
annual assessments.
SECTION 3: This legislative body hereby orders the annexation of the Territory to the
Maintenance Districts, approves the financing of the maintenance of the Improvements from the
proceeds of annual assessments to be levied against the Territory and approves and orders the levy of
annual assessments against the Territory in amounts not to exceed the amounts set forth in Exhibit B.
SECTION4: All future proceedings ofthe Maintenance Districts, including the levy ofall
assessments, shall be applicable to the Territory.
Exhibit A
Identification of the Owner and Description of the Property
To Be Annexed
The Owner of the Property is:
LDC Cougar, LLC, a Delaware Limited Liability Company
The legal description of the Property is:
LOTS 1 THROUGH 16, INCLUSIVE AND LETTERED LOTS A, B, C AND D OF
TRACT NO. 13717, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF
SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN
BOOK 246 OF MAPS, PAGES 84 THROUGH 88, INCLUSIVE, IN THE OFFICE
OF THE COUNTY RECORDER OF SAID COUNTY.
The above described parcels are shown on sheet A-2 attached herewith and by this reference
made a part hereof.
EXHIBIT "A-2"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 4
STREET LIGHTING MAINTENANCE DISTRICT NO'S. 1 AND 4
LEGEND
NO SCALE
INDICATES PARKVVAY LOCATIONS OF PROPOSED STREET TREES (134
TOTAL) AND EXISTING STREETLIGHTS (9 EA.-5800 LUMEN AND 11 EA.-9500
LUMEN)
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
EXHIBIT "A-2"
Exhibit B
To
Description of the District Improvements
Fiscal Year 2000/2001
LANDSCAPE MAINTENANCE DISTRICT NO. 4 (TERRA VISTA PLANNED COMMUNITY):
Landscape Maintenance District No. 4 (LMD #4) represents landscape sites throughout the Tetra Vista
Planned Community. These sites are considered to e associated with areas within that district and as such
any benefit derived from the landscape installation can be directly attributed to those parcels within that
district. Because of this, assessments required for this district are charged to those parcels within that
district.
The various sites in Tetra Vista that are maintained by the district consist of parkways, median islands,
street trees, paseos and parks. The 36.23 acres of park consist of Coyote Canyon Park, Milliken Park, West
Greenway Park, Spruce Park and La Mission Park.
STREET LIGHT MAINTENANCE DISTRICT NO. 1 (ARTERIAL STREETS):
Street Light Maintenance District No. 1 (SLD #1) is used to fund the maintenance and/or installation of
street lights and traffic signals located on arterial streets throughout the City. The facilities within this
district, being located on arterial streets, have been determined to benefit the City as a whole on an equal
basis and as such those costs associated with the maintenance and/or installation of the facilities is assigned
to the City-wide district.
The sites maintained by the district consist of street lights on arterial streets and traffic signals on arterial
streets within the rights-of-way or designated easements of streets dedicated to the City.
STREET LIGHT MAINTENANCE DISTRICT NO. 4 (TERRA VISTA PLANNED
COMMUNITY):
Street Light Maintenance District No. 4 (SLD ~4) is used to fund the maintenance and/or installation of
street lights and traffic signals located within the Tetra Vista Planned Community. Generally this area
encompasses the residential area of the City east of Haven Avenue, south of Base Line Road, north of
Foothill Boulevard and west of Rochester Avenue. It has been determined that the facilities in this district
benefit the properties within this area of the City.
The sites maintained by the district consist of street lights on local streets and traffic signals (or a portion
thereof) on local streets within the Tetra Vista Planned Community.
B-1
Exhibit "B" continued
Proposed additions to Work Program (Fiscal Year 2001/2002)
For Project: Tract 16001
Number of Lumps
Street Lights 5800L 9500L 16,000L 22,000L 27,500L
SLD # 1 --- *11 .........
SLD # 4 '9 ............
Landscaping
L4
Community Trail Turf Non-Turf
DGSF SF SF
Trees
EA
134
*Existing items installed with original project
Exhibit C
Proposed Annual Assessment
Fiscal Year 2000/2001
LANDSCAPE MAINTENANCE DISTRICT NO. 4 (TERRA VISTA PLANNED COMMUNITY):
The rate per assessment unit (A.U.) will not be increased in fiscal year 2000/01. The following table
summarizes the assessment rate for Landscape Maintenance District No. 4 (Terra Vista Planned Community):
# of # of Rate Per
Physical Assessment Assessment Assessment
Land Use Type Units Units Factor Units Unit Revenue
Single Family Parcel 1788 1.0 1788 $252.50 $ 451,470.00
Multi-Family Unit 2499 1.0 2499 $222.00 $ 554,778.00
Commemial Acre 199.45 1.0 199.45 $382.99 $ 76,387.36
TOTAL $1,082,635.36
The Proposed Annual Assessment against the Property (Tract 16001 ) is:
358 Units x 1 A.U. Factor x $222.00 Rate Per A.U. = $79,476.00 Annual Assessment
STREET LIGHT MAINTENANCE DISTRICT NO. 1 (ARTERIAL STREETS):
The rate per assessment unit (A.U.) is $17.77 for the fiscal year 2000/01. The 'following table sununadze~ the
assessment rate for Street Light Maintenance District No. 1 (Arterial Streets):
# of # of Rate Per
Physical Physical Assessment Assessment Assessment
I,and Use Unit Type Units tlnlts Factor Units Unit Revenue
Single Parcel 16,956.00 1.00 16,956.00 $17.77 $301,310.00
Family
Multi-
Unit 6,257.00 1.00 6,257.00 $17.77 $111,190.00
Family
Commercial Acre 1,999.52 2.00 3,999.04 $17.77 $71,060.00
TOTAL $483,560.00
The Proposed Annual Assessment against the Property (Tract 16001) is:
358 Units x I A.U. Factor x $17.77 Rate Per A.U. = $6,361.66 Annual Assessment
C-1 5D
Exhibit "C" continued
STREET LIGHT MAINTENANCE DISTRICT NO. 4 (TERRA VISTA PLANNED COMMUNITY):
The rate per assessment unit (A.U.) is $28.96 for the fiscal year 2000/01. The following table summarizes the
assessment rate for Street Light Maintenance District No. 4 (Tetra Vista Planned Community):
# of # of Rate Per
Physical Physical Assessment Assessment Assessment
l,and Use Unit Type Units Units Factor tinits Unit Revenue
Multi-
Unit 2,499.00 .05 1,249.50 $28.96 $36,186.00
Family
Single
Family Parcel 1,786.00 1.00 1,786.00 $28.96 $51,723.00
Commercial Acre 199.45 2.00 398.90 $28.96 $I 1,552.00
TOTAL $99,461.00
The Proposed Annual Assessment against the Property (Tract 16001) is:
358 Units x .05 A.U. Factor x $28.96 Rate Per A.U. = $5,183.84 Annual Assessment
C-2 ~
0 F
CUCAMONGA
S fRe rt
DATE~
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Robert Lemon, Assistant Engineer
APPROVAL OF THE RESOLUTIONS APPROVING AND CONFIRMING
THE ENGINEER'S REPORTS AND SETTING OF PUBLIC HEAR1NG FOR
MAY 16, 2001, TO LEVY THE ANNUAL ASSESSMENTS FOR FISCAL
YEAR 2001/2002 FOR LANDSCAPE MAINTENANCE DISTRICTS NOS. 1, 2,
3A, 3B, 4, 5, 6, 7, 8 AND 9. NO INCREASE OF ASSESSMENT RATE IS
PROPOSED.
RECOMMENDATION
It is recommended that the City Council approve the Engineer's Reports and set the Public
Hearing for May 16, 2001, to levy the annual assessments for Landscape Maintenance District
Nos. 1, 2, 3A, 3B, 4, 5, 6, 7, 8 and 9. It is recommended there be no increase in the assessment
rates in these districts for Fiscal Year 2001/2002. The Engineer's Reports are on file in the City
Clerk's Office.
BACKGROUND/ANALYSIS
It is recommended that assessment rates remain at existing levels for all Landscape Maintenance
Districts for FY 2001/2002. The water conservation efforts implemented within the landscape
maintenance districts continue to help keep costs down, allowing the assessment rates to remain at
the same levels as the rates for FY 2000/01. In many of the districts, back taxes have been paid
with interest and penalties thereby increasing the revenue in those districts. In some districts, an
increase in the amount of landscaped area has caused an increase in the amount of maintenance
and operation costs. However, this cost will be offset by corresponding increases in revenue
received from new developments in the district. In past years, any available prior year carry over
was used to keep assessments below the annual assessment revenue requirements. This offsetting
mechanism still holds true and has allowed the assessment rate to remain constant. The following,
along with reference to the Engineer's Reports, identifies proposed FY 2001/2002 rates.
CITY COUNCIL STAFF REPORT
LANDSCAPE MAINTENANCE DISTRICTS
March 21, 2001
Page 2
Landscape Maintenance District
LMD #1 - General City
LMD #2 - Victoria Planned Community
LMD #3A - Hyssop
LMD #3B - Commercial/Industrial
LMD #4 - Terra Vista Planned Community
LMD #5 - Tot Lot
LMD #6 - Caryn Planned Community
LMD #7 - North Etiwanda
LMD #8 - South Etiwanda
LMD #9 - Lower Etiwanda
Assessment Rate per Assessment Unit
$92.21
$422.00
$413.74
$352.80
$252.50
$113.29
$246.97
$307.05
$151.45
$375.91
Respectfully submitted,,
wilham J. O'Neil
City Engineer
WJO:RL:dlw
Attachments
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 1
(General City)
~ ~ No. 24953
TABLE OF CONTENTS
Fiscal Year 2001/2002 .................................................................
Description of Facilities for LMD #1 .............................................1
LMD #1 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 01/02
The FY 01/02 annual repod for Landscape Maintenance District No. 1 (General City Parkways, Medians,
Parks and Community Trails) is prepared in compliance with the requirements of Article 4, Chapter 1, Part
2, Division 15 of the Streets and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Faci~ties for LMD #1
Landscape Maintenance District No. 1 (LMD #1) represents 33.93 acres of landscape area and 41.88
acres of parks which are located at various sites throughout the City. These sites are not considered to
be associated with any one particular area within the City, but rather benefit the entire City on a broader
scale. As such, the parcels within this district do not represent a distinct district area as do the City's
remaining LMD's. Typically parcels within this district have been annexed upon development
The various sites maintained by the district consist of parkways, median islands, paseos, street trees,
entry monuments, Community Trails and Parks. The 41.88 acres of parks consist of Bear Gulch Park,
East and West Beryl Park, Old Town Park, Church Street Park, Golden Oak Park and the Rancho
Cucamonga Senior Center.
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 22.17
Turf 1.46
Parks 41.88
Community Trails 16.66
Total Area in LMD #1 82,17 Acres
The ground cover, shrubs and turf areas of the various landscape areas and the parks are maintained
under contract by a private landscape maintenance company. The equestrian trails are maintained by
the City's Trails and Application Crew.
LMD #1 Proposed Budget
The majority of the budgeted costs for LMD #1 are for direct maintenance of turf, ground cover and
shrubs and the maintenance of the parks. These functions, along with tree maintenance and certain
irrigation system repair and testing are performed through a Contract Services Agreement the City has
with a private landscape maintenance company. The City's Trails and Application Crew maintains the
equestrian trails within the district. The projected costs to operate and maintain LMD #1 are as follows:
Personnel
Regular Payroll
Overtime Salaries
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Facilities
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
Park Landscape Maintenance
Tree Maintenance
CCWD Manditory Annual Backflow Cert.
Contract Services - Facilities Facilities
Athletic Light Maintenance
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
Outlay/Vehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
Assessment Administration and General Overhead
Total LMD #1 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$49,700.00
$0.00
$4,000.00
$18,470.00
$64,070.00
$17,000.00
$22,440.00
$0.00
$1,000.00
$10,220.00
$154,000.00
$2,630.00
$55,000.00
$439,300.00
$187,000.00
$45,300.00
$4,500.00
$15,000.00
$1,000.00
$0.00
$0.00
$4,340.00
$0.00
$72,170.00
$1,018,460.00
$4,340.00
$6,000.00
$123,540.00
$1,224,510.00
$251,602.00
$972,908.00
2
District Capital Improvements
The capital improvement project outlay consists of the Soccer Field Renovation Project at Bear Gulch
Park.
Capital equipment outlay consists of a portion of the cost for a Vicon Spreader, John Deere tractor and
Calsense irrigation remote.
There is no capital vehicle outlay, building improvement outlay or computer equipment outlay for this
fiscal year.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $92.21 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Assessment Assessment Assessment
Land Use Type Units Unit Factor Units Unit Revenue
Single Family Parcel 7573 1.0 7573 $92.21 $698,306.33
Multi-Family Parcel 5952 0.5 2976 $92.21 $274,416.96
Comm/Ind Parcel 2 1.0 2 $92.21 $184.42
Total $972,907.71
3
Appendix
Landscape Maintenance District Number 1
~ "'~ i !
8th
FISCAL YEAR 2001/2002 ANNEXATIONS
LANDSCAPE MAINTENANCE DISTRICT NO. 1
TR 14162 8/16/00 17 SF
TR 15963 10/4/00 13 SF
HAWTHORNE ST,
~9TH · ~,, ST.
'H4MILT'~N ST.
VICINITY MAP
' CITY OF RANCHO CUCAMONGA
ENG~G DIVISION
~ 'rR, I/-tl
M7
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 2
(Victoria Planned Community)
24953
TABLE OF CONTENTS
Fiscal Year 2001/2002 .................................................................1
Description of Facilities for LMD #2 .............................................I
LMD #2 Proposed Budget ............................................................I
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year
2001/02
The FY 2001/02 annual report for Landscape Maintenance District No. 2 ( Victoria Planned Community)
is prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972).
Description of Faci~ties for LMD#2
Landscape Maintenance District No. 2 (LMD #2) represents landscape sites throughout the Victoria
Planned Community. These sites are associated with areas within Victoria and as such any benefit
derived from the landscape installation can be directly attributed to those parcels within that community.
Because of this, assessments required for this district are charged to those parcels within that planned
community.
The sites maintained by the district consist of parkways, median islands, street trees, paseos, community
trails and parks. The 32.37 acres of parks in Victoria consist of Kenyon Park, Victoria Groves Park,
Vintage Park, Windrows Park and Ellena Park.
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 52.15
Turf 34.64
Parks 32.37
Community Trails 4.51
Total Area in LMD #2
123.67 Acres
The ground cover, shrubs and turf areas of the various landscape areas and the parks are maintained
under contract by a private landscape maintenance company while the equestrian trails are maintained
by the City's Trails and Application Crew.
LMD #2 Proposed Budget
The majority of the budgeted costs for LMD #2 are for the direct maintenance of tuff, ground cover,
shrubs. These functions, along with tree maintenance and certain irrigation system repair and testing are
performed through a Contract Services Agreement the City has with a private landscape maintenance
company. The City's Trails and Application Crew maintains the equestrian trails and the City's Park
Maintenance Crews maintain the parks within the district. The projected costs to operate and maintain
LMD #2 are as follows:
Regular Payroll
Overtime Salaries
Pad-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Facilities
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
Park Landscape Maintenance
Tree Maintenance
CCWD Manditory Annual Backflow Ced,
Contract Services - Facilities
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
OutlayNehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
Assessment Administration and General Overhead
Total LMD #2 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$515,880.00
$0.00
$26,000.00
$193,220.00
$73,600.00
$12,000.00
$22,560.00
$0.00
$1,000.00
$15,140.00
$323,000.00
$1,790.00
$33,000.00
$870,000.00
$7,500.00
$33,550.00
$3,500.00
$10,000.00
$0.00
$0.00
$1,500.00
$0.00
$735,100.00
$1,406,640.00
$1,500.00
$14,000.00
$184,100.00
$2,341,340.00
$136,036.00
$2,205,304.00
District Capital Improvements
There are no capital building improvement, capital vehicle or capital computer equipment outlays
scheduled for this fiscal year.
Capital equipment outlay consists of partial funding for a Vicon spreader, John Deere tractor and
Calsense irrigation remote. Additionally, full funding for miscellaneous small equipment is provided.
Capital project outlay consists of Phase I of a two-phase irrigation retrofit project.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $422.00 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district
# of # of Rate per
Physical Assessment Assessment Assessment
Land Use Type Unit Type Unit Factor Units Unit
Revenue
Single Family Parcel 4708 1.00 4708 $422.00 $1,986,776.00
Multi-Family Parcel 388 1.00 388 $422.00 $163,736.00
Comm/Ind Acre 21.59 2.00 43.18 $422.00 $18,221.96
Vacant Acre 346.63 0.25 86.66 $422.00 $36,570.52
Total $2,205,304.48
Appendix
Landsca, pe, Maintenance District Number 2
I
I
I
,I
i
Arrow Rt
6th S
z:
1
0 I
2 Miles
LEGEND
LMD 2 Parcels
LMD 2 Boundary
City Limits
Created by: Chds Bopko
G, I. S. Division
March 30, 2000
FISCAL YEAR 2000/01 ANNEXATIONS
LANDSCAPE MAINTENANCE DISTRICT NO. 2
TR 15875 3/15/00 Units 72 SF
TR 15947 6/21/00 Units 31 SF
TR 15948 6/21/00 Units 40 SF
AVE.
,/
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II
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Z
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CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
ITEM: 1715947
TITLE: VICINITY MAP
EXHIBIT:
I i~ --( ' : _, _
! L .... i'i_.'~L_[l_[~1 ~.~'!
....... BASE LINE ROAO
TRACT
15948,
CITY OF
RAHCHO CUCAMONGA
ENGINEERING DIVISION
ITEMiZe'5948
TITLF.: VICIHITY MAP
EXHIBIT:
/7/
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 3a
(Hyssop Maintenance District)
Approved:
24953
TABLE OF CONTENTS
Fiscal Year 2001/2002 .................................................................
Description of Facilities for LMD #3a ...........................................1
LMD #3a Proposed Budget ..........................................................I
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 2001/02
The FY 01/02 annual report for Landscape Maintenance District No. 3a (Hyssop Maintenance District) is
prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Street and
Highways Code, State of California (Landscape and Light Act of 1972).
Description of Fac~ities for LMD #3a
Landscape Maintenance District No. 3a (LMD #3a) represents a landscape parkway on Hyssop Drive
south of Sixth Street. The site is associated with an area within that district and as such any benefit
derived from the landscape installation can be directly attributed to those parcels within that district.
Because of this, assessments required for this district are charged to those parcels within that district.
The breakdown of maintained areas is as follows:
Ground Cover and Shrubs
Turf
Total Area in LMD #3a
2001/02
0.14 Acres
0 Acres
0.14 Acres
The ground cover and shrubs areas are maintained under contract by a private landscape maintenance
company.
LMD #3a Proposed Budget
The majority of the budgeted costs for LMD #3a are for the direct maintenance of turf, ground cover and
shrubs. These functions, along with tree maintenance and certain irrigation system repair and testing are
performed through a Contract Services Agreement the City has with a private landscape maintenance
company. The projected costs to operate and maintain LMD #3a are as follows:
Personnel
Regular Payroll
Overtime Salaries
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Vehicle Maintenance and Operations
General Liability
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Landscape Maintenance
Subtotal Operations
Capital Expenditures
OutlayNehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
$0.00
$0.00
$0.00
$0.00
$430.00
$0.00
$0.00
$630.00
$0.00
$210.00
$2,030.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,300.00
$0.00
$0.00
Assessment Administration and General Overhead
Total LMD #3a Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$360.00
$3,660.00
$350.00
$3,310.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $413.74 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of # of Rate Per
Physical Unit Physical Assessment Assessment Assessment
Land Use Type Units Units Units Unit Revenue
Industrial Parcel 8 1.0 8 $413.74 $3,309.92
Appendix
Landscape Maintenance District Number 3A
I
'~' I LMD 3A Parcels
~ ~ \ .... ~
~ ~ ,,h s,', / ~ /'x,J
..,...,.,.., .......,,...,-.,.,,..,--.,.,.,,., ' ~ ~ '' 'i)
i
LMD 3A Boundary :.~
City Limits :,_ -:
-I
FISCAL YEAR 2001/02 ANNEXATIONS
LANDSCAPE MAINTENANCE DISTRICT NO. 3a
No Annexations
Annual Engineer's Report
Fiscal Year 2001 ~2002
City of Rancho Cucamonga
Landscape Maintenance District No. 3b
(Commercial/Industrial Maintenance District)
Approved:
iN~, 24953
TABLE OF CONTENTS
Fiscal Year 2001/2002 .................................................................1
Description of Facilities for LMD #3b ...........................................1
LMD #3b Proposed Budget ..........................................................I
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 01/02
The FY 01/02 annual report for Landscape Maintenance District No. 3b (Commercial/Industrial
Maintenance District) is prepared in compliance with the requirements of Article 4, .Chapter 1, Part 2,
Division 15 of the Streets and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for LMD #3b
Landscape Maintenance District No. 3b (LMD #3b) represents landscape sites throughout the
Commercial/Industrial Maintenance District. These sites are associated with areas within that district and
as such any benefit derived from the landscape installation can be directly attributed to those parcels
within that district. Because of this, assessments required for this district are charged to those parcels
within that district.
The various landscape sites that are maintained by this district consist of median islands, parkways,
street trees, entry monuments, the landscaping within the Metrolink Station and 22.87 acres of the Adult
Sports Park (not including the stadium, parking lots or the maintenance building).
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 9.30
Turf 1.25
Parks 22.87
Total Area in LMD #3b 33.42 Acres
The tuff, ground cover and shrub areas in the median islands, parkways, entry monuments and the
Metrolink Station are maintained under contract by a private landscape maintenance company. The Adult
Sports Park is maintained by City landscape and facility maintenance crews.
LMD# 3b Proposed Budget
The majority of the budgeted costs for LMD #3b are for the direct maintenance of tuff, ground cover and
shrubs. These functions, with the exception of the Adult Sports Park, along with tree maintenance and
certain irrigation system repair and testing are performed through a Contract Services Agreement the City
has with a private landscape maintenance company.
The projected costs to operate and maintain LMD #3b are as follows:
Regular Payroll
Overtime Salaries
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Sports Complex
Facilities
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Hazard Waste Removal
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Landscape Maintenance
Landscape Maintenance - Sports Complex
Landscape Maintenance - Metrolink
Facilities
Tree Maintenance
CCWD Manditory Annual Backflow Cert.
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
OutlayNehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
$138,060.00
$2,500.00
$12,000.00
$52,160.00
$12,800.00
$36,000.00
$1,000.00
$1,800.00
$0.00
$2,000.00
$22,190.00
$0.00
$43,000.00
$3,360.00
$98,180.00
$235,400.00
$41,000.00
$17,500.00
$43,000.00
$35,800.00
$2,500.00
$0.00
$21,750.00
$47,730.00
$0.00
$204,720.00
$595,530.00
$69,480.00
$3,500.00
Assessment Administration and General Overhead
Total LMD #3b Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$59,080.00
$932,310.00
$204,180.00
$728,130.00
District Capital
Improvements
There are no capital building improvement or capital computer equipment outlays scheduled for this fiscal
year.
Capital equipment consists of a portion of a Calsense irrigation remote, Vicon spreader, John Deere
tractor, Range wing mower and a Lazer mower. In addition, an equipment maintenance lift and
miscellaneous small equipment are fully funded.
Capital vehicle outlay consists of a portion of an F-250 pick-up truck and a chipper truck.
Capital project outlay consists of the replacement of irrigation heads on softball fields.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $352.80 for the fiscal year 2000/01
The following table summarizes the assessment rate for the district:
# of Rate Per
Physical # of Physical Assessment Assessment Assessment
Land Use Unit Type Units Units Units Unit Revenue
Comm/Ind Acre 2063.86 1.0 2063.86 $352.80 $728,129.81
Appendix
Landsca, pe Maintenance District Number 3B
Q
0 1 2 Miles
/
//
/
/7ghland Av
/Base Line Rd
/
/
' /'xJ
4th St
LEGEND
LMD 3B Parcels
LMD 3B Boundary
City Limits
Created by: Ch~s Bopko
March30,2000
Fiscal Year 2001/02 Annexations
Landscape Maintenance District No. 3B
CUP 98-17 4/5/00 4.22 Ac
CUP 98-30 10/18/00 0.50 Ac
CUP 99-08 4/5/00 5.10 Ac
CUP 99-10 6/21/00 1.04 Ac
DR 00-06 10/4/00 19.41 Ac
DR 99-15 9/6/00 9.30 Ac
DR 99-32 1/5/00 2.60 Ac
MDR 99-40 2/16/00 6.20 Ac
DR 99-46 5/17/00 17.69 Ac
DR 99-52 4/5/00 13.40 Ac
DR 99-53 5/17/00 5.71 Ac
DR 99-61 12/20/00 5.00 Ac
MDR 99-32 1/5/00 2.19 Ac
MDR 99-46 11/2/00 1.08 Ac
PM 15295 9/6/00 137.78 Ac
PM 15350 7/19/00 20.26 Ac
DR 98-12 3/15/00 2.50 Ac
DR 99-55 12/6/00 48.93 Ac
DR 99-59 5/17/00 7.95 Ac
DR 99-69 6/7/00 1.32 Ac
_)~ >~ _ PROJECT
FOOTHILL BOULEVARD
"~~'/~'~ ITEM: CUP 97-23
CITY OF TITLE: Vicinity Map
RANCHO CUCAMOHGA EXHIBIT:"A"
ENGINEERING DIVISION
VICINITY MAP
CITY HALL
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CITY OF
RANCHO CUCAMONGA
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CITY OF
RANCHO CUCAMONGA
ENGINR. RRING DIVISION
N
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EXHIBIT 'A'
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTP, ICT NO. 3~)
STP, EET LIGHTING MAINTENANCE DISTRICT NOS. I AND (~
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CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
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CITY OF RANCHO CUCAtVIONGA
ENG~G DIVISION
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VICINITY MAP
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EXHIBIT "A'- 2.
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS. ! AND 6
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
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COUNTY OF SAN BEBNABDINO
· STATE OF CALIFORNIA
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~/~"'~,~~ ITEM: DB 99-40
CITY OF TITLE: Vicinity Map
RAHCHO CUCAMOHGA EXHIBIT:'A"
I
ENGINEERING DIV SION
VICINITY MAP
NO SCaLE
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
· STATE OF CALIFOFiNIA
VICINITY MAP
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EXHIBIT "A'
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS. I AND 6
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTII
OR 99-~B
VICINITY MAP
Alg~Ow ~:'OUTE
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CITY OF RAHCHO CUCAMONGA
r-'~ COUNTY OF SAN BERNARDINO
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ASS~,SS~4ENTDIAC~
:LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS. i AND 6
RPN #- ZOq- Zl, Z,-Iq
PRR£EL, 2, PM I&qZ.
CITY OF RANCHO CUCAMONCA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
A
NORTII
11
EXHIBIT 'A"- Z.
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS. I AND 6
~C/VIC CENTER
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. .
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTIt
11
PARCB, 7
PAR~I, e
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH f[ 1 "= 400'
ITEM:
TITLE: Parcel Map 15295
EXHIBIT: Vicinity Map
8th STREET
6th 'q: STREET
4th STREET
VICINITY MAP
N.T.S.
CITY OF
RANCHO CUCAMONGA
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PULLMAN CT. EDISON CT.
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dERSEY
CITY OF
RANCHO CUCAMONGA
ENG]NR~Z~TG DIVISION
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~]~ VICIN[TY MAP N page
VICINITY MAP
· ~ 4th.
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STREET
ONTARIO
VICINITY MAP
NOT TO SCALE
CITY OF
RANCHO CUCAMON.GA
VICINITY MAP
IN
VICINITY MAP C~TY OF RANCHO CUCAMONGA
NOT TO $C/~[
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BER.NARDINO
· STATE OF CALIFORNIA
Annual Engineer's Report
Fiscal Year 2001 ~2002
City of Rancho Cucamonga
Landscape Maintenance District No. 4
(Terra Vista Planned Community)
Approved:
/.Wi'ia~ J. O'Neil,~i~Engjneer
N0. 24953
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for LMD #4 .............................................1
LMD #4 Proposed Budget ............................................................
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 01/02
The FY 01/02 annual report for Landscape Maintenance District No. 4 (Terra Vista Planned Community),
is prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972).
Description of Facilities for LMD ff4
Landscape Maintenance District No. 4 (LMD #4) represents landscape sites throughout the Terra Vista
Planned Community. These sites are considered to be associated with areas within that district and as
such any benefit derived from the landscape installation can be directly attributed to those parcels within
that district. Because of this, assessments required for this district are charged to those parcels within
that district.
The various landscape sites in Terra Vista that are maintained by the district consist of parkways, median
islands, street trees, paseos and parks. The 36.23 acres of park consist of Coyote Canyon Park, Milliken
Park, West Greenway Park, Spruce Park and Mountain View Park. The breakdown of maintained areas
is as follows:
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 10.09
Tuff 6.54
Parks 36.23
Total Area in LMD ~ 52.86 Acres
Ground cover, shrubs and tuff areas that make up the parkways, median islands and paseos are
maintained under contract by a private landscape maintenance company. Parks are maintained by the
City's Park Maintenance Crews.
LMD #4 Proposed Budget
The majority of the budgeted costs for LMD #4 are for direct maintenance of tuff, ground cover and
shrubs and the maintenance of the parks. These functions, along with tree maintenance and certain
irrigation system repair and testing are performed through a Contract Services Agreement the City has
with a private landscape maintenance company. The projected costs to operate and maintain LMD #-4 are
as follows:
$5697500700
$'iT00'0700
$1%oo0700
$21'~7710T00
$63,330700
$'f37000700
$287980700
$:18;100:00
..... $0:00
Emergency
Ofilities
.............. W/~t~i; Utiliti~ ..................
TSl~lS~"EJtilities
EIE, EtiiS"Otilifies
..................... Cbntra~tS~i~,~
P~'~&~i~h""E'~h'd~i~t~""'$27*175~0700
P~'E'~Bscape Maintenance $T67500700
T~M~i~tenance $'1'2775~:~0
C~(~'St"S~- F~ifities $'1'6ZO00700
'Subto~l Operations
*C~i~F~'~'~'~itures
O~tl~/B~il~i~'lm'~rO~'~ts
OEtl~fii~les
O~t~/E~i~'~t
............. O~fl~/C~pUter
~Subto~l Capi~l ~penditures
'O~'~iffil'lmproveme~fP~j~C~
"'$793,210.00
.... $.131;000:00 ..............
$27~0700
$2'5:~;fOTO0
..... $0700
$2t6;250':00
$37:~20T00
$070'0" '
$602,210.00
$83,370.00
$0:'00
$"F'F07960700
$T7589750700
$2947170200
$'1;2957580.00
District Capital Improvements
There are no capital improvement, building improvement or computer equipment outlays for this fiscal
year.
Capital equipment outlay consists of a portion of a Vicon spreader, John Deere tractor, Calsense
irrigation remote, Cushman Tuff Truckster, mower trailer and Cushman trailer. Additionally, full funding is
provided for a utility vehicle.
Capital vehicle outlay consists of a portion of an F-250 pick-up truck and full funding of a crew cab
stakebed truck.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) not be increased in fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of
Physical Unit Physical Assessment Assessment Rate Per
Land Use Type Units Unit Units Assessment Unit
Single Family Parcel 2333 1 2333 $252.50
Multi-Family Unit 2805 1 2805 $222.00
Commercial Acre 218.77 1 218.77 $382.99
Total
Revenue
$589,082.50
$622,710.00
$83,786.72
$1,295,579.22
Appendix
Landsca, pe Maintenance District Number 4
/ I
/
t
Wilson Av
//
/HighlandAv
Base Line Rdrt,~
,I
~
J
Foothill al
A~WRt
8th St
B/aase L 'ne Rd
r~ I
/
/
2 Miles
AnowRt
LEGEND
LMD 4 Parcels
U LMD 4 Boundary
f'xj
4th St
Created by: Chds Bopko
G. I. S. Division
March 30. 2000
Fiscal Year 2001/02 Annexations
Landscape Maintenance District No. 4
CUP 99~25 10/4/2000 14.06 AC
PM 15476 10/4/2000 9.64 AC
TR 16000 7/5/2000 306 MF
CITY OF
RANCHO CUCAMONGA
I~IGIN~..k'r~rNG DIVISION
N
;%-~7:,:.::Z;Z;ZT .L '; ";'~
,,I, {[ F:,,,,,,,r2
IIIIIF, IIII
EXHIBIT "A"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 4
STREET LIGHTING MAINTENANCE DISTRICT NOS. I AND 4
-,%
/
/
!
/
LEGEND
INDICATES PROPOSED STREET LIGHT (9500 LUMENS)
INDICATES PROPOSED LANDSCAPING/IRRIGATION OF EXISTING MEDIAN
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
A-~
No Sca ·
NORTII
EXHIBIT "A'~.~
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 5
(Tot Lot)
J. O'Neil, gineer
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for LMD #5 .............................................1
LMD #5 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year
2001/02
The FY 2001/02 annual report for Landscape Maintenance District No. 5 (Tot Lot) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972)
Description of Faci~ties for LMD #5
Landscape Maintenance District No. 5 (LMD #5) represents a landscaped tot lot, located on the
southwest corner of Andover Place and Bedford Drive. This site is associated with a group of 44 single
family parcels which all have a common usage of the tot lot such that any benefit derived from the
landscaping can be directly attributed to those particular parcels. Because of this, assessment required
for this district is charged to those specific parcels.
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 0.14
Tuff 0
Total Area in LMD #5
0.14 Acres
A private landscape maintenance company maintains the ground cover and shrub areas under contract.
LMD #5 Proposed Budget
The majority of the budgeted costs for LMD #5 are for the direct maintenance of ground cover and
shrubs. These functions, along with tree maintenance and certain irrigation system repair and testing are
performed through a Contract Services Agreement the City has with a private landscape maintenance
company. The projected costs to operate and maintain LMD #5 are as follows:
Personnel
Regular Payroll
Overtime Salaries
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations Landscaping
Vehicle Maintenance and Operations
General Liability
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Landscape Maintenance
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
OutlayNehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
$0.00
$0.00
$0.00
$o.oo
$300.00
$70.00
$0.00
$540.00
$0.00
$260.00
$1,720.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,890.00
$0.00
$0.00
Assessment Administration and General Overhead
$730.00
Total LMD #5 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$3,620.00
$1,365.00
$4,985.00
District Capital Improvements
There are no capital improvements for this fiscal year.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $113.29 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of # of Rate per
PhysicalUnit Physical Assessment Assessment Assessment
Land Use Type Units Unit Factor Units Unit Revenue
Single Family Parcel 44 1 44 $113.29 $4,984.76
Appendix
Landscape Maintenance District Number 5
Hillside Rd!
I
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 5
NODe
4
Annual Engineer's Report
Fiscal Year 2001 ~2002
City of Rancho Cucamonga
Landscape Maintenance District No. 6
(Caryn Planned Community)
Approved:
TABLE OF CONTENTS
Fiscal Year 2001/02 ............................................................: ........
Description of Facilities for LMD #6 .............................................1
LMD #6 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 01/02
The FY 01/02 annual report for Landscape Maintenance District No. 6 (Caryn Planned Community) is
prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for LMD#6
Landscape Maintenance District No. 6 (LMD #6) represents landscape sites throughout the Caryn
Planned Community. These sites are associated with areas within that district and as such any benefit
derived from the landscape installation can be directly attributed to those parcels within that district.
Because of this, assessments required for this district are charged to those parcels within that district.
The various sites maintained by the district consist of parkways, median islands, paseos, street trees, and
Community Trails. The breakdown of maintained areas is as follows:
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 19.53
Turf 4.25
Community Trails 1.50
Total Area 25.28 Acres
The ground cover, shrubs and turf areas that make up the parkways, median islands and paseos are
maintained under contract by a private landscape maintenance company while the Community Trails are
maintained by the City's Trails and Application Crew.
LMD #6 Proposed Budget
The majority of the budgeted costs for LMD #6 are for direct maintenance of turf, ground cover and
shrubs. These functions, along with tree maintenance and certain irrigation system repair and testing are
performed through a Contract Services Agreement the City has with a private landscape maintenance
company. The City's Trails and Application Crew maintains the Community Trails within the district. The
projected costs to operate and maintain LMD #8 are as follows:
Personnel
Regular Payroll
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
Tree Maintenance
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
Outlay/Vehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
$13,160.00
$0.00
$4,870.00
$11,900.00
$2,480.00
$0.00
$100.00
$270.00
$81,800.00
$0.00
$4,970.00
$209,500.00
$24,000.00
$0.00
$0.00
$3,850.00
$0.00
$18,030.00
$335,020.00
$3,850.00
$0.00
Assessment Administration and General Overhead
Total LMD #6 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$29,920.00
$386,820.00
$78,601.00
$308,219.00
District Capital Improvements LMD #6
Capital outlay for equipment consists of a podion of the cost for a John Deere tractor and a Calsense
irrigation remote.
There are no capital building improvement or vehicle outlays for this fiscal year.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $246.97 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Unit Factor Units Unit
Revenue
Single Family Parcel 1248 1.0 1248 $246.97 $308,218.56
Appendix
I
.1
/,v
Arrow Rt
~ 6th StX
Landsc~ap~e Maintenance District Number 6
~land A v
/
0 1
· 4th St
LEGEND
LMD 6 Parcels
LMD 6 Boundary
City Limits
Created by: Chfis Bopko
G. I. S, Division
March 30, 2000
Fiscal Year 2000/2001
Landscape Maintenance District No. 6
No annexations
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 7
(North Etiwanda)
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for LMD #7 .............................................
LMD #7 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 2001/02
The FY 2001/02 annual report for Landscape Maintenance District No. 7 (North Etiwanda) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972).
Description of Faci~ties for LMD #7
Landscape Maintenance District No. 7 (LMD #7) represents landscape sites throughout the Etiwanda
North Area. These sites are associated with areas within that district and as such any benefit derived from
the landscape installation can be directly attributed to those parcels within that district. Because of this,
assessments required for this district are charged to those parcels within that district.
The various sites maintained by the district consist of parkways, median islands, paseos, street trees,
Community Trails and Etiwanda Creek Park.
The breakdown of maintained areas is as follows:
2001/02
Ground Cover and Shrubs 16.60
Turf 3.05
Parks 12.00
Community Trails 6.59
Total Area 38.24 Acres
LMD #7 Proposed Budget
The budgeted costs for LMD #7 are for direct maintenance of turf, ground cover, shrubs and the park.
These functions, except for Etiwanda Creek Park and certain irrigation system repair and testing, are
performed through a Contract Services Agreement the City has with a private landscape maintenance
company. The City's Trails and Application Crew maintains the Community Trails. Etiwanda Creek Park
is maintained by the City's Park Maintenance Crew. The projected costs to operate and maintain LMD #7
are as follows:
Personnel
Regular Payroll
Over Time
Pad-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Trees
Parks
Facilities
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
CCWD Manditory Annual Backflow Ced.
Tree Maintenance
Parks
Facilities
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
Outlay/Vehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
103,760.00
0.00
7,200.00
38,530.00
$30,300.00
$3,000.00
$18,380.00
$4,000.00
$3,620,00
$0.00
$500.00
$610.00
$43,000.00
$3,150.00
$23,100.00
$239,700.00
$3,500.00
$10,950.00
$10,000.00
$9,000.00
$0.00
$0.00
$0.00
$0.00
$149,490.00
$402,810.00
$0.00
Capital Improvement Projects
$5,000.00
Assessment Administration and General Overhead
Total LMD #7 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$41,330.00
$598,630.00
$148,495.00
$450,135.00
District Capital Improvements
The capital improvement outlay consists of a chain link enclosure for an existing container at Etiwanda
Creek Park.
There are no capital building improvement, equipment or vehicle outlays for this fiscal year.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $307.05 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Units Factor Units Unit Revenue
Single Family Parcel 1456 1.00 1456 $307.05 $447,064.80
Comm/Ind Acre 5 2.00 10 $307.05 $3,070.50
Total $450,135.30
Appendix
Landscape Maintenance District Number 7
LMD 7 Parcels
LMD 7 Boundary
City Limits
Created by: Chds Bopko
G I, S. Division
March 30. 2000
Fiscal Year 2001/02 Annexations
Landscape Maintenance District No. 7
TR 14382 12/20/00 38 SF
,, WILSON
·
L:_UMMI
CITY OF
~ C, HI,.AND
LIiIIIIIIIIII ~
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH fi 1" = 1000'
ITEM: Tract 14382
EXHIBIT: Vicinity Map
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 8
(South Etiwanda)
Approved:
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................
Description of Facilities for LMD #8 .............................................1
LMD #8 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 2001/02
The FY 2001/02 Annual report for Landscape Maintenance District No. 8 (South Etiwanda) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for LMD #8
Landscape Maintenance District No. 8 (LMD #8) represents landscape sites throughout the Etiwanda
South Area. These sites are associated with areas within that district and as such any benefit derived
from the landscape installation can be directly attributed to those parcels within that district. Because of
this, assessments required for this district are charged to those parcels within that district.
The various sites maintained by the district consist of parkways, median islands, paseos, street trees and
Community Trails.
The breakdown of maintained are as is as follows:
2001/02
Ground Cover and Shrubs 0.62
Turf 0.14
Total Area 0.76 Acres
LMD #8 Proposed Budget
The budgeted costs for LMD #8 are for direct maintenance of turf, ground cover and shrubs. These
functions, along with tree maintenance and certain irrigation system repair and testing are performed
through a Contract Services Agreement the City has with a private landscape maintenance company. The
Projected costs to operate and maintain LMD #8 are as follows:
Personnel
Regular Payroll
Over Time
Part-time Salaries
Fringe Benefits
Subtotal Pemonnel
Operations
Maintenance and Operations
Landscaping
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
Tree Maintenance
Subtotal Operations
Capital Expenditures
Outlay/Building Improvements
Outlay/Vehicles
Outlay/Equipment
Outlay/Computer
Subtotal Capital Expenditures
Capital Improvement Projects
$0.00
$0.00
$0.00
$0.00
$2,050.00
$1,400.00
$0.00
$0.00
$0.00
$3,230.00
$530.00
$420.00
$14,300.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$21,930.00
$0.00
$0.00
Assessment Administration and General Overhead
Total LMD #8 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$2,670.00
$24,600.00
$1,428.00
$23,172.00
District Capital Improvements
There are no capital improvement items scheduled for LMD #8 for this fiscal year,
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $151.45 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Unit Factor Units Unit
Revenue
Single Family Parcel 153 1.0 153 $151.45 $23,171.85
Appendix
Arrow Rt
8th St
Landsca, pe Maintenance District Number 8
1 0 1
/
/
4th St
LMD 8 Parcels
LMD 8 Boundary
2 Miles Createdby:ch~sBopko
G. I. S. DiviSiOn
March 30, 1999
FISCAL YEAR 2001/02 ANNEXATIONS
LANDSCAPE MAINTENANCE DISTRICT NO. 8
No annexations
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Landscape Maintenance District No. 9
(Lower Etiwanda)
~" Na, 24953
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for LMD #9 .............................................1
LMD #9 Proposed Budget ............................................................1
District Capital Improvements ......................................................3
Assessment Rate Calculation .....................................................3
Appendix ......................................................................................4
Fiscal Year 2001/02
The FY 2001/02 Annual report for Landscape Maintenance District No. 9 (Lower Etiwanda) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972).
Description of Faci~ties LMD #9
Landscape Maintenance District No. 9 (LMD #9) represents landscape sites throughout the Lower
Etiwanda Area. These sites are associated with areas within that district and as such any benefit derived
from the landscape installation can be directly attributed to those parcels within that district. Because of
this, assessments required for this district are charged to those parcels within that district.
The various sites maintained by the district consist of parkways, median islands and street trees.
The breakdown of maintained are as is as follows:
Ground Cover, Shrubs and Tuff
Total Area
2001/02
1.36
1.36 Acres
LMD #9 Proposed Budget
The budgeted costs for LMD #9 are for direct maintenance of tuff, ground cover and shrubs. These
functions, along with tree maintenance and certain irrigation system repair and testing are performed
through a Contract Services Agreement the City has with a private landscape maintenance company. The
Projected costs to operate and maintain LMD #9 are as follows:
Personnel
Regular Payroll
Over Time
Part-time Salaries
Fringe Benefits
Subtotal Personnel
Operations
Maintenance and Operations
Landscaping
Vehicle Maintenance and Operations
General Liability
Emergency & Routine Vehicle Equipment Rental
Equipment Maintenance
Utilities
Water Utilities
Telephone Utilities
Electric Utilities
Contract Services
Parkway & Median Landscape Maintenance
Tree Maintenance
Subtotal Operations
Reserve for Capital Maintenance and Improvements
$0.00
$0.00
$0.00
$0.00
$2,150.00
$0.00
$0.00
$0.00
$0.00
$5,440.00
$0.00
$780.00
$23,100.00
$2,050.00
$0.00
$33,520.00
$58,170.00
Capital Improvement Projects
$0.00
Assessment Administration and General Overhead
Total LMD #8 Expenditure Budget
Assessment Revenue Required
$9,430.00
$101,120.00
$101,120.00
District Capital Improvements
There are no capital improvement items scheduled for LMD #9 for this fiscal year.
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $375,91 for the fiscal year 2001/02.
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Unit Factor Units Unit
Revenue
Single Family Parcel 269 1.0 269 $375.91 $101,119.79
Appendix
:::L ,2"33 BASE LINE
~ FOOTHILL
Boundaries of Landscape Maintenance District No. 9
FISCAL YEAR 2001/02 ANNEXATIONS
LANDSCAPE MAINTENANCE DISTRICT NO. 9
TR 15711-1 6/7/00 97 SF
TR 15711-2 6/7/00 94 SF
TR 15911 9/20/00 55 SF
TR 15912 6/21/00 23 SF
_.L.:''~' J riF:flJllJllJlrlllllll--irTi IIIIiiIll iii I is
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH f[ NTS
ITEM: Tracts 15711-1 and 15711-2
TITLE: Vicinity Map ~
Exhibit A (Continued)
CiTY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-3
<=:: NORTH 1"= 400'
ITEM: Tracts 15711-1 and 15711-2
TITLE: Annexation to SLD #1 and SLD #8
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH fr NTS
ITEM: Tracts 15911 and 15912
TITLE: Vicinity ~a; ]
Exhibit A (Continued)
tt,rN
'r'
NORTH fi 1 ''= 200'
CITY OF
,~.,.,~c.oc,_.,c.,~o,,,,.,,,'~"":
ENGINEER/NG DIVISIONA - 2 TITLE: Annexation to SLD #1
Exhibit A (Continued
co'r 9
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-2
NORTH fF 1 "= 200'
ITEM: Tract 15912
TITLE: Annexation to SLD #1 and SLD #8
RESOLUTION NO..~ lt-'05'7
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, FOR APPROVAL
OF CITY ENG1NEER'S ANNUAL REPORTS FOR
LANDSCAPE MAINTENANCE DISTRICTS NOS. 1, 2, 3A, 3B,
4, 5, 6, 7, 8 AND 9. NO INCREASE OF ASSESSMENT RATE
PROPOSED.
WHEREAS, the City Council of the City of Rancho Cucamonga does hereby resolve
that:
WHEREAS, pursuant to the Landscape and Lighting Act of 1972, the City Engineer is
required to make and file with the City Clerk of the City an annual report in writing for which
assessments are to be levied and collected to pay the costs of the maintenance and/or
improvement of said Landscape Maintenance Districts Nos. 1, 2, 3A, 3B, 4, 5, 6, 7, 8 and 9; and
WHEREAS, the City Engineer has made and filed with the City Clerk of said City a
report in writing as called for under and pursuant to said Act, which as been presented to this
Council for consideration; and
WHEREAS, said Council as duly considered said report and each and every part thereof
and finds that each and every part of said report is sufficient and that said report, nor any part
thereof, requires or should be modified in any respect.
NOW THEREFORE, the City Council of the City of Rancho Cucamonga does hereby
order as follows:
That the Engineer's Estimate of itemized costs and expenses of said work and of the
incidental expenses in connection therewith, contained in said reports be hereby
approved and confirmed.
That the diagrams showing the Assessment District referred to and described in said
report, the boundaries of the subdivisions of land within said Assessment Districts are
hereby approved and confirmed.
That the proposed assessments upon the subdivisions of land in said Assessment
Districts in proportion to the estimated benefit to be received by said subdivision,
respectively, from said work and of the incidental expenses thereof, as contained in
said report is hereby approved and confirmed.
4. That said report shall stand as the City Engineer's Annual Report for the fiscal year
2001/2002 for the subsequent proceedings.
RESOLUTION NO. C} [ -E) 5 ~
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, DECLARING ITS
INTENTION TO LEVY AND COLLECT ASSESSMENTS
WITHIN LANDSCAPE MAINTENANCE DISTRICTS NOS. 1,
2, 3A, 3B, 4, 5, 6, 7, 8 AND 9 FOR THE FISCAL YEAR
2001/2002 PURSUANT TO THE LANDSCAPING AND
LIGHTING ACT OF 1972; AND OFFERING A TIME AND
PLACE FOR HEARING OBJECTIONS THERETO
WHEREAS, the City Council of the City of Rancho Cucamonga, pursuant to the
provisions of the Landscaping and Lighting Act of 1972, being Part 2 of Division 15 of the
SUeets and Highways Code of the State of California, does resolve as follows:
Description of Work
SECTION 1: That the public interest and convenience require and it is the intention of
this City Council to levy and collect assessments within Landscape Maintenance Districts Nos.
1, 2, 3A, 3B, 4, 5, 6, 7, 8 and 9 for the fiscal year 2001/2002 for the maintenance and operation
of those parkways, parks and facilities thereon dedicated for common greenbelt purposes by deed
or recorded subdivision tract map within the boundaries of said Districts. Said maintenance and
operation includes the cost and supervision of landscape maintenance (including repair, removal
or replacement of all or any part of any improvement) in connection with said districts.
Location of Work
SECTION 2: The foregoing described work is to be 'located within the roadway rights-
of-way and easements enumerated in the report of the City Engineer and more particularly
described on maps which are on file in the City Clerk's office, entitled "Assessment Diagrams
Landscape Maintenance Districts Nos. 1, 2, 3A, 3B, 4, 5, 6, 7, 8 and 9."
Description of Assessment Districts
SECTION 3: That the contemplated work, in the opinion of said City Council, is of
more than local or ordinary public benefit, and the said City Council hereby makes the expense
of the work chargeable upon the districts, which said districts, are assessed to pay the costs and
expenses thereof, and which districts are described as follows:
All that certain territory of the City of Rancho Cucamonga included within the exterior
boundary lines shown upon that certain "Map of Landscape Maintenance District No. 1 ', "Map
of Landscape Maintenance District No. 2", "Map of Landscape Maintenance District No. 3A",
"Map of Landscape Maintenance District No. 3B", "Map of Landscape Maintenance District No.
4", "Map of Landscape Maintenance District No. 5", "Map of Landscape Maintenance District
No. 6", "Map of Landscape Maintenance District No. 7", "Map of Landscape Maintenance
CITY COUNCIL RESOLUTION NO.
LANDSCAPE MAINTENANCE DISTRICTS
March 21,2001
Page 2
District No. 8", "Map of Landscape Maintenance District 9", indicating by said boundary lines
the extent of the territory included within each assessment district and which maps are on file in
the office of the City Clerk of said City.
Reference is hereby made to said maps for further, full and more particular description of
said assessment districts, and the said maps so on file shall govern for all details as to the extent
of said assessment districts.
Report of Engineer
SECTION 4: The City Council of said City by Resolution No. approved the
annual report of the City Engineer which report indicates the amount of the proposed
assessments, the district boundaries, assessment zones, and the method of assessment. The
report title "Annual Engineer's Report" is on file in the office of the City Clerk of said City.
Reference to said report is hereby made for all particulars for the amount and extent of the
assessments and for the extent of the work.
Time and Place of Hearing
SECTION 5: Notice is hereby given that a Public Hearing is hereby scheduled in the
Civic Center Council Chambers, 10500 Civic Center Drive, City of Rancho Cucamonga,
California, 91730.
WEDNESDAY, MAY 16, 2001, AT 7:00 P.M.
Any and all persons may appear and show cause why said maintenance and service for the
existing improvements and the proposed improvements should not be done or carried out or why
assessments should not be levied and collected for fiscal year 2001/2002.
Landscaping and Lighting Act of 1972
SECTION 6: All the work herein proposed shall be done and carried through in
pursuance of an act of the legislature of the State of California designated as the Landscaping
and Lighting Act of 1972, being Part 2 of Division 15 of the Streets and Highways Code of the
State of Califomia.
CITY COUNCIL RESOLUTION NO.
LANDSCAPE MAINTENANCE DISTRICTS
March 21,2001
Page 3
Publication of Resolution of Intention
SECTION 7: Published notice shall be made pursuant to Section 6061 of the
Goverment Code. The Mayor shall sign this Resolution and the City Clerk shall attest to the
same, and the City Clerk shall cause the same to be published 10 days before the date set for the
heating, at least once in the Inland Valley Daily Bulletin, a newspaper of general circulation
published in the City of Ontario, California, and circulated in the City of Rancho Cucamonga,
California.
T HE C ITY
OF
CUCAMONGA
SmffRepogt
DATF;
TO:
FROM:
BY:
$UtgFLT:
March 21, 2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
RObert Lemon, Assistant Engineer
APPROVAL OF THE RESOLUTIONS APPROVING AND CONFIRMING
THE ENGINEER'S REPORTS AND SETTING OF PUBLIC HEARING FOR
MAY 16, 2001, TO LEVY THE ANNUAL ASSESSMENTS FOR FISCAL
YEAR 2001/2002 FOR STREET LIGHTING MAINTENANCE DISTRICT
NOS. 1, 2, 3, 4, 5, 6, 7 AND 8. NO INCREASE OF ASSESSMENT RATE IS
PROPOSED.
RECOMMENDATION
It is recommended that the City Council approve the Engineer's Reports and set the Public
Hearing for May 16, 2001, to levy the annual assessments for Street Lighting Maintenance
District Nos. 1, 2, 3, 4, 5, 6, 7 and 8. It is recommended there be no increase in the assessment
rates in these districts for Fiscal Year 2001/2002. The Engineer's Reports are on file in the City
Clerk's Office.
BACKGROUND/ANALYSIS
Below is an itemized analysis on a district-by-district basis. To summarize, the assessment rates
for all eight Street Lighting Maintenance Districts are recommended to remain at existing levels
for the upcoming fiscal year. These assessments cover the actual costs of the districts. The
expenditure budgets in all of the districts have been increased due to recent Southern California
Edison electric rate increases. In January, 2001, the California Public Utilities Commission
(PUC) approved the Emergency Procurement Surcharge, a 90-day rate increase that amounts to
1-cent per kilowatt-hour of electricity used each month. Further actions by the PUC are
anticipated, however the extent to which any actions will affect the street lighting districts is
unknown at this time. The street light budgets for FY 2001/02 assume that the Emergency
Procurement Surcharge will be made permanent and potentially increased, therefore the
expenditure budgets include a 2-cent per kilowatt-hour increase in energy charges for the next
CITY COUNCIL STAFF REPORT
STREET LIGHTING MAINTENANCE DISTRICTS
March 21, 2001
Page 2
fiscal year. In the past, any available prior year carryover has been used to maintain
assessments within the annual assessment revenue requirements. This policy continues for FY
2001/2002 and will allow the assessment rates to remain unchanged. The following, in
conjunction with reference to the Engineer's Reports, identifies proposed FY 2001/2002 rates
which are recommended to remain the same as FY 2000/01 rates.
The assessment rate for each Street Lighting Maintenance District is as follows:
Street Lighting Maintenance District
Assessment Rate per Assessment Unit
SLMD #1 - Arterial
SLMD #2 - General City Local
SLMD #3 - Victoria Planned Community
SLMD #4 - Terra Vista Planned Community
SLMD #5 - Caryn Planned Community
SLMD #6 - Commercial/Industrial
SLMD #7 - North Etiwanda
SLMD #8 - South Etiwanda
$17.77
$39.97
$47.15
$28.96
$34.60
$51.40
$33.32
$193.75'
*This proposed rate is higher than the average lighting district due to a disproportionate number
of street lights to assessment units.
Respectfully submitted,
City Engineer
WJO:RL:dlw
Attachments
Annual Engineer's Report
Fiscal Year 2001 ~2002
City of Rancho Cucamonga
Street Light Maintenance District No. 1
(Arterial Streets)
TABLE OF CONTENTS
Fiscal Year 2001/2002 .................................................................1
Description of Facilities for SLD #1 ..............................................1
SLD #1 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 2001/02 annual report for Street Light Maintenance District No. 1 (Arterial) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972)
Description of Fac~ities for SLD #1
Street Light Maintenance District No. 1 (SLD #1)) is used to fund the maintenance and/or installation of
street lights and traffic signals located on arterial streets throughout the City. The facilities within this
district, being located on arterial streets, have been determined to benefit the City as a whole on an equal
basis and as such those costs associated with the maintenance and/or installation of the facilities is
assigned to the City wide district.
This sites maintained by the district consist of street lights on arterial streets and traffic signals on arterial
streets within the rights-of-way or designated easements of streets dedicated to the City.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon the energizing
of the street lights, those street lights will become a part of the work program of the district.
SLD #f Proposed Budget
The majority of the budgeted operating costs for SLD #1 is for electric utility charges for the street lights
and traffic signals within the district, The projected costs to operate and maintain SLD #1 are as follows:.
Personnel
Regular Payrofi
Fringe Benefits
Subtotal Personnel
$0.00
$0.00
$0.00
Operations
Maintenance and Operations
Equipment Maintenance
Emergency & Regular Vehicle
General Liability
Electric Utilities
Contract Services
Subtotal Operations
Capital Expenditures
$0.00
$920.00
$0.00
$0.00
$389,400.00
$22,000.00
$412,320.00
$0.00
Assessment Administration and General Overhead
Total SLD #1 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$145,140.00
$557,460.00
$25,285.00
$532,175.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $17.77for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
Rate per
Physical Unit # of Physcial Assessment # of Assessment Assessment
Land Use Type Units Unit Factor Unit Unit Revenue
Single Family Parcel 18,894 1.00 18,894 $17.77 $335,746.38
Multi-Family Parcel 6,563 1.00 6,563 $17.77 $116,624.51
Commercial Acre 2,245.47 2.00 4,490.94 $17.77 $79,804.00
Total $532,174.89
Appendix
Street Lighting District Number 1
I
I
I
s!
0 1 2 Miles
I
LEGEND
SLD 1 Parcels
SLD 1 Boundary
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 1
CUP 97-23 9/16/2000 2.17 Ac
CUP 98-17 4/5/2000 4.22 Ac
CUP 98-30 10/18/2000 0.50 Ac
CUP 99-08 4/5/2000 5.10 Ac
CUP 99-10 6/21/2000 1.04 Ac
CUP 99-25 10/4/2000 14.06 Ac
DR 00-06 10/4/2000 19.41 Ac
MDR 99-15 9/6/2000 9.30 Ac
DR 99-32 1/5/2000 2.60 Ac
DR 99-40 2/16/2000 6.20 Ac
DR 99-46 5/17/2000 17.69 Ac
DR 99-52 4/5/2000 13.40 Ac
DR 99-53 5/17/2000 5.71 Ac
DR 99-61 12/20/2000 5.00 Ac
MDR 99-32 1/5/2000 2.19 Ac
MDR 99~,6 11/2/2000 1.08 Ac
PM 15295 9/6/2000 137.78 Ac
PM 15350 7/19/2000 20.26 Ac
PM 15476 10/4/2000 9.64 Ac
TR 14162 8/16/2000 17 SF
TR 14382 12/20/2000 38 SF
TR 15711-1 6/7/2000 97 SF
TR 15711-2 6/7/2000 94 SF
TR 15875 3/15/2000 72 SF
TR 15911 9/20/2000 55 SF
TR 15912 6/21/2000 55 SF
TR 15947 6/21/2000 31 SF
TR 15948 6/21/2000 40 SF
TR 15963 10/4/2000 13 SF
TR 16000 7/5/2000 306 MF
L, PR!JECT
SITE
FOOTHILL BOULEVARD
UJ
,/
"j':"~ ITEM: CUP 97-23
CITY OF TITLE: Vicinity Map
RAHCHO CUCAiMOHGA - EXHIBIT: 'A"
EHGIHEERIHG DIVIS OH
VICINITY MAP
\' C 0 n
CITY HALL
CITY OF
RANCHO CUCAMONGA
.~/../
AA=~POW A~O~ TIr
PROJECT ~ITE /~
'el'&'
CITY OF
RANCHO CUCAMONGA
ENGINE. E]~IG DIVISION
rr~: CUP ~e- ao
~ICINIT~" NAP
EXHIBIT "A"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTR/CT NO. 36
STREET LIGHTING MAINTENANCE DISTPdCT NOS. I AND 6
HIGHlIT
SfI[(T ~'
% '
I [;ICH
It. NO.
TRACT
~,~CHAmlOlO 01. 'j
a{ATH(I
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTII
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NORTH
CITY OF RANCHO CUCA~IONGA
ENGINEEP.,1NG DIVISION
rrgM~
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5
PRo 4e~r. an,~. .......
CITY OF
RANCHO CUCAMONGA
ENGIN~.mRING DIVISXON
VICINITY MAP
vicinity map
FOOTHILL BLVD.
PROPOSED
SITE
ARROW ROUTE
TRUE
NORTH
CITY OF RA!iCHO CUCAMOHGA
COUNTY OF SAN BEFINAi:IDINO
STATE OF CALIFOFINIA
EXHIBIT "A'- 2.
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STF, EET LIGHTING MAIN'~ENANCE DISTR/CT NOS. I AND 6
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTll
~ PALO AL~O ' st. · '"
ST
B,U. S4
CITY OF RAtiCHO CUCAMOHGA
COUNTY OF SAN BERHARDINO
STATE OF CALIFORNIA
I I
4THS'rREET
/
/
/
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/
/
/
/
1
CITY OF ~
RAHCHOCUCAMOHGA ~
0 ;;;
EHGINEERING DIVISI N
ITEM: DR 99-40
TITLE: Vicinity Map
EXHIBIT: "A"
VICINITY MAP
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fro
LL
CITY OF RAHCHO CUCAMONGA
:":!"'~:~" '!COUNTY OF SAN BERNARDINO
. STATE OF CALIFORNIA
VICINITY MAP
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CITY OF
RANCHO CUCAMONGA
EXHIBIT
ASSESSMENT DIAGRA~I
LANDSCAPE MAINTENANCE D[STI~ICT NO. 3B
STP~EET LIGHTING MAINTENANCE DISTRICT NOS. I AND
~TREEI' TR~S le E~4.
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
A
NORTil
DR 99-~
VICINITY MAP
7 T/-4ST',~::~'~
6 T/-./S~#
e "'!"~'~" CITY OF RANCHO CUCAMONGA
~'~. COUNTY OF SAN BERNARDINO
~ STATE OF CALIFORNIA
/--//
EXHIBIT
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTIUCT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS. ! AND 6
Par.'f
I~PN ~ ZOq- ?..i,?..- Iq
PRR£EL 2- P,~ IBQZ-
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
A
NORTII
EXHIBIT 'A'- Z-
ASSESSMENT DIAGI~Vl
LANDSCAPE MArNTENANCE DISTI~ICT NO. 3B
STP~ET LIGHTING MAI'NTENANCE DISTEiCT NOS. I AND 6
(AVEJ
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTII
' .....:i'i'2::i"]"":i" ...... ..........
PARCELl
pARCI. m
11
iT'r
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
· fi
NORTH 1 "= 400'
ITEM:
TITLE: Parcel Map 1:5295
EXHIBIT: Vicinity Map
8th
~th
STREET
STREET
4th'
STREET
VICINITY MAP
N.T.S.
CITY OF
RANCliO CUCAMONGA
i~NGIN'R. RRING DIVISION
N
V/C/H/T>' HAP
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IIIIIIIIIIIIIIIIIIIIIIIIIr !LLtJI, IIIi!I~tLIIJl
.,,= _ _ _
VICINITY MAP
. CITY OF RANCHO CUCAMONGA
ENGINEERING DIVISION
~ ~0CA'T~ON [V~.AF~
~ 'TR, I~/-IGZ
/~7
WILSON
H GHLAND
NORTH 1~ 1" = 1000'
ITEM: Tract 14382
EXHIBIT: Vicinity Map
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH ~ NTS
ITEM: Tracts 15711-1 and 15711-2
TITLE: Vicinity Map ~d
Exhibit A (Continued)
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-3
~ NORTH 1 "= 400'
ITEM: Tracts 15711-1 and 15711-2
TITLE: Annexation to SLD #1 and SLD #8
"WC~OmA
,_---~11, .
II
II
II
II
Av[.
· , 51LVrRI)E~y
- SUGAR
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Cl'l"a' (,)1,' i(ANCIIU CUCAB'IrON(;A
COUNTY UI" ,.'SAN IJEI(NAI(DINrO
,.'.'.S'I'ATI:; Olr CALII,'UIJ. NIA
· La u
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH 1] NTS
ITEM: Tracts 15911 and 15912
TITLE: Vicinity
Exhibit A (Continued)
t..o-r 5" ~ co'r (s
/ON 2z'l- lq/- /& ,tho,,j tZ?- Iql- II
NORTH 1~ 1 "= 200'
CITY OF
ENGINEERING DIVISION A - 2 TITLE: Annexation to SLD #1
Exhibit A (Continued :
cot 9
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-2
NORTH ~ 1 "= 200'
ITEM: Tract 15912
TITLE: Annexation to SLD #1 and SLD #8
0
uJ
::5"" ~--~ ~'~ r-~
BASE LINE ROAD
15947 ":
Z
LUI
CITY OF
RAHCHO CUCAMONGA
ENGINEERING DIVISION
ITEM: TT15947
TITLE: VICINITY MAP
EXHIBIT:
LU
BASE LINE ROAD
TRACT
15948;
CITY OF
RAHCHO CUCAMONGA
ENGINEERING DIVISION
ITEM: TTI5948
TITLE: VICIHITY MAP
EXHIBIT:
/?/
EXHIBIT "A"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTR~ICT NO. 4
STREET LIGHTING MAINTENANCE DISTRiCT NOS. I AND 4
,/
\
/
/
/
LEGEND
INDICATES PROPOSED STREET LIGHT (9500 LUMENS)
INDICATES PROPOSED LANDSCAPING/IRR/GATION OF EXISTING MEDIAN
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORN|A
A-~
No Scale.
NORTII
EXHIBIT "A .~P..j~
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 2
(Local Streets)
~dliam J. O'Ne"~,~it; Engineer
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for SLD #2 ..............................................1
SLD #2 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 01/02 report for Street Light Maintenance District No. 2 (Local Streets) is prepared in compliance
with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways Code, State
of California (Landscape and Light Act of 1972)
Description of Facilities for SLD #2
Street Light Maintenance District No. 2 (SLD #2) is used to fund the maintenance and/or installation of
street lights and traffic signals located on local streets throughout the City but excluding those areas
already in a local maintenance district. Generally this area encompasses the residential area of the City
west of Haven Avenue, It has been determined that the facilities in this district benefit this area of the
City.
This sites maintained by the district consist of street lights on local streets and traffic signals (or a portion
thereof)on local streets generally west of Haven Avenue.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #2 Proposed Budget
The majority of the budgeted operating costs for SLD #2 is for etectric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #2 are as follows:
Personnel
Regular Payroll $0.00
Fringe Benefits $0.00
Subtotal Personnel
Operations
Maintenance and Operations $0.00
Equipment Maintenance $0.00
Contract Services $0.00
Emergency &Regular Vehicle $0.00
General Liability $0.00
Electric Utilities $199,300.00
Subtotal Operations
$0.00
$199,300.00
Assessment Administration and General Overhead
Total SLD #2 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$50,340.00
$249,640.00
$18,882.00
$268,522.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $39.97 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of Rate per
Physical # of Physical Assessment Assessment Assessment
Land Use Unit Type Units Unit Factor Units Unit
Revenue
Single Family Parcel 6680 1 6680 $39.97 $266,999.60
Commercial Acre 19.05 1 19.05 $79.94 $1,522.86
Total $268,522.46
Appendix
Street Lighting District No. 2
Line Rd
4th St
Wilson A v
/'
/ighland Av
=/Base Line Rd
LEGEND
Arrow Rt
SLD 2 Parcels
SLD 2 Boundary
Cre,lt~d by; Ch~s Bopko
G, I, S, Division
March 30, 2000
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 2
TR 14162 8/16/2000 17 SF
TR 15963 10/4/2000 13 SF
VICINITY MAP
' CITY OF RANCHO CUCAMONGA
ENG~G DIVISION
%
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 3
(Victoria Planned Community)
TABLE OF CONTENTS
Fiscal Year 2001/02
Description of Facilities for SLD #3 ..............................................
SLD #3 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 2001/02 annual report for Street Light Maintenance District No. 3 (Victoria Planned Community) is
prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for SLD #3
Street Light Maintenance District No. 3 (SLD #3) is used to fund the maintenance and/or installation of
street lights and traffic signals located within the Victoria Planned Community. Generally this area
encompasses the area of the City east of Deer Creek Channel, south of Highland Avenue, north of Base
Line Road, and west of Etiwanda Avenue. It has been determined that the facilities in this district benefit
the properties within this area of the City.
This sites maintained by the district consist of streetlights on local streets and traffic signals (or a portion
thereof) on local streets within the Victoria Planned Community.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #3 Proposed Budget
The majority of the budgeted operating costs for SLD #3 are for electric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #3 are as follows:
Personnel
Regular Payroll $0.00
Fringe Benefits $0.00
Operations
Maintenance and Operations
Equipment Maintenance
Contract Services
Emergency & Regular Vehicle
General Liability
Electric Utilities
Subtotal Personnel
Subtotal Operations
$10,600.00
$0.00
$0.00
$0.00
$0.00
$188,450.00
$0.00
$199,050.00
Assessment Administration and General Overhead
Total SLD #3 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$43,420.00
$242,470.00
$4,780.00
$247,250.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $47.15 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of # of Rate per
Physical Physical Assessment Assessment Asssessment
Land Use Unit type Units Unit Factor Units Unit Revenue
Single Family Parcel 4708 1.0 4708 $47.15 $221,982.20
Multi-Family Parcel 388 1.0 388 $47.15 $18,294.20
Commerciat Acre 73.96 2.0 147.92 $47.15 $6,974.43
Total $247,250.83
Appendix
8th St _
Street Lighting District Number 3
Arrow Rt
LEGEND
i'x,J
SLD 3 Parcels
SLD 3 Boundary
City Limits
4th St
0 1 2 Miles
March30,2OOO
Fiscal Year 2001/02 Annexations
Lighting Maintenance District No. 3
TR 15875 3/15/2000 72 SF
TR 15947 6/21/2000 31 SF
TR 15948 6/21/2000 40 SF
.._._-II
II
~ll
.~1
II
II
II
II
II
~,11
~11
II
c~lI
il
El
Ii
Ij
II
Jr
II
Ii
II
lINE ROAD
C, tIURCH S1R[[T
FOOTIll[ L .
/,,
CJ'I'V (.)J,' I/,AIMCIIU CUCZAIYI(JH(.;A
COUNTY UA,' BAN IH~A~,NARUJNO
,~'I'ATI:; 01,' CAL, II,'UII. NIA
0
0
BASE LINE ROAD
15947 ~
uJi
CITY OF
RAHCHO CUCAMOHGA
ENGINEERING DIVISION
ITEM: TT15947
TITLE: VICINITY MAP
EXHIBIT:
w .......... S_ ~
rFF,
//iI
BASE UNE ROAD
TRACT
15948
IIII
CITY OF
RAHCHO CUCAMONGA
EHGIHEERIHG DIVISION
ITEM: TT15946
TITLE: VICIHITY MAP
EXHIBIT:
/7/
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 4
(Terra Vista Planned Community)
~ilh~am J. O'Neil, C2/Engineer
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................
Description of Facilities for SLD #4 ..............................................1
SLD #4 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 01/02 annual report for Street Light Maintenance District No. 4 (Terra Vista Planned Community)
is prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for SLD
Street Light Maintenance District No. 4 (SLD #4) is used to fund the maintenance and/or installation of
street lights and traffic signals located within the Terra Vista Planned Community. Generally this area
encompasses the residential area of the City east of Haven Avenue, south of Base Line Road, north of
Foothill Boulevard and west of Rochester Avenue. It has been determined that the facilities in this district
benefit the properties within this area of the City.
This sites maintained by the district consist of street lights on local streets and traffic signals (or a portion
thereof ) on local streets within the Terra Vista Planned Community.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #4 Proposed Budget
The majority of the budgeted operating costs for SLD #4 is for electric utility charges for the street lights
and traffic signats within the district. The projected costs to operate and maintain SLD #4 are as follows:
Personnel
Regular Payroll $0.00
Part-Time $0.00
Fringe Benefits $0.00
Subtotal Personnel
$0.00
Operations
Maintenance and Operations $48,780.00
Equipment Maintenance $2,560.00
Contract Services $44,000.00
Emergency & Routine Vehicle Rental $2,000.00
General Liability $0.00
Electric Utilities $70,800.00
Subtotal Operations
Capital Expenditures
Equipment
Vehicles
Subtotal Capital Expenditures
$0.00
$0.00
$168,140.00
$0.00
Assessment Administration and General Overhead
Total SLD ~ Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$25,750.00
$193,890.00
$73,097.00
$120,793.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $28.96 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of Rate per
Physcial Unit # of Physcial Assessment Assessment Assessment
Land Use Type Units Unit Factor Units Unit Revenue
Multi-Family Unit 2805 0.5 1403 $28.96 $40,616.40
Single Family Parcel 2331 1.0 2331 $28.96 $67,505.76
Commercial Acre 218.77 2.0 437.54 $28.96 $12,671.16
Total $120,793.32
Appendix
Street Lighting District Number 4
i ,/
,,,/
/
...... Arrow RI
LEGEND
f-\j
Fiscal Year 2001/2002 Annexations
Lighting Maintenance District No. 4
CUP 99-25 10/4/2000 14.06 Ac
PM 15476 10/4/2000 9.64 Ac
TR 16000 7~5~2000 306 MF
4
. , .. pRodeCr.atze ......
CITY OF
RANCHO CUCAMONGA
ENGII~.EKING DIVIHION
n~: CUP
j~
iiiiiiiiiiiiiiiiiitllllllr iUIJ,I, IIIiIL~IlIL
EXHIBIT "A"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 4
STREET LIGHTING MAINTENANCE DISTRICT NOS. I AND 4
LEGEND
INDICATES PROPOSED STREET LIGHT (9500 LUMENS)
INDICATES PROPOSED LANDSCAPING/IRRIGATION OF EXISTING MEDIAN
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
No Scale.
A
NORTII
EXHIBIT
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 5
(Caryn Community)
Approved: ,/VV~. O'~lei, ~C~gineer
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................
Description of Facilities for SLD #5 ..............................................1
SLD #5 Proposed Budget .............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 01/02 annual report for Street Light Maintenance District No. 5 (Caryn Planned Community) is
prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for SLD #5
Street Light Maintenance District No. 5 (SLD #5) is used to fund the maintenance and/or installation of
street lights and traffic signals located within the Caryn Planned Community. Generally this area
encompasses the area of the City east of Milliken Avenue, south of Banyan Street, north of Highland
Avenue and west of Rochester Avenue. It has been determined that the facilities in this district benefit
the properties within this area of the City.
This sites maintained by the district consist of street lights on local streets and traffic signal (or a portion
thereof) on local street within the Caryn Planned Community.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #5 Proposed Budget
The majority of the budgeted operating costs for SLD #5 are for electric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #5 are as follows:
Personnel
Regular Payroll $0.00
Fringe Benefits $0.00
Subtotal Personnel
$0.00
Operations
Maintenance and Operations $0.00
Equipment Maintenance $0.00
Contract Services $0.00
Emergency &Regular Vehicle $0.00
General Liability $0.00
Electric Utilities $45,700.00
Subtotal Operations
$45,700.00
Assessment Administration and General Overhead
Total SLD #5 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$10,160.00
$55,860.00
$12,679.00
$43,181.UU
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $34.60 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
Land Use
# of # of Rate per
Physical Physical Assessment Assessment Assessment
Unit Type Units Unit Factor Units Unit
Revenue
Single Family Parcel
1248 1 1248
$34.60 $43,180.80
2
Appendix
Hillside
19th Srt
Arrow Rt
Street Lighting District Number 5
/
/
SLD 5 Parcels
SLD 5 Boundary
City Limits
4fh St
~ ~ ~ O
0 1 2 Miles
Created by: Chds Bopko
G. I, S. Division
March 30, 2000
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 5
None
4
Annual Engineer's Report
Fiscal Year 2001 ~2002
City of Rancho Cucamonga
Street Light Maintenance District No. 6
(Commercial/Industrial)
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for SLD #6 ..............................................1
SLD #6 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 01/02 annual report for Street Light Maintenance District No. 6 (Commercial/Industrial) is
prepared in compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets
and Highways Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for SLD #6
Street Light Maintenance District No. 6 (SLD #6) is used to fund the maintenance and/or installation of
street lights and traffic signals located on commercial and industrial streets throughout the City but
excluding those areas already in a local maintenance district. Generally this area encompasses the
industrial area of the City south of Foothill Boulevard. It has been determined that the facilities in this
district benefit the properties within this area of the City.
This sites maintained by the district consist of street lights on industrial or commercial streets and traffic
signals (or a portion thereof) on industrial or commercial streets generally south of Foothill Boulevard,
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #6 Proposed Budget
The majority of the budgeted operating costs for SLD #6 is for electric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #6 are as follows:
Personnel
Regular Payroll $0.00
Fringe Benefits $0.00
Subtotal Personnel
Operations
Maintenance and Operations $5,000.00
Equipment Maintenance $2,280.00
Contract Services $50,000.00
Emergency & Routine Vehicle Rental $500.00
General Liability $0.00
Electric Utilities $52,500.00
Subtotal Operations
Capital Expenditures
$0.00
$110,280.00
$0.00
Assessment Administration and General Overhead
Total SLD #6 Expenditure Budget
Prior Year District Carryover
Assessment Revenue Required
$10,490.00
$120,770.00
$20,920.00
$99,850.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $51.40
The following table summarizes the assessment rate for the district:
# of
Physical Unit # of Physical Assessement Assessment
Land Use type Units Unit Factor Units
Comm/Ind Acre 1942.61 1 1942.61
for the fiscal year 2001/02
Rate per
Assessment
Unit Revenue
$51.40 $99,850.15
2
Appendix
FoothillBI ~ / ~ o ~ a ~
Street Lighting
nI
U
! 0
Number 6
4th St
LEGEND
I"X ! City Limits
0
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 6
CUP 97-23 9/16/00 2.17 Ac
CUP 98-17 4/5/00 4.22 Ac
CUP 98-30 10/18/00 0.50 Ac
CUP 99-08 4/5/00 5,10 Ac
CUP 99-10 6/21/00 1.04 Ac
DR 00-06 10/4/00 19.41 Ac
MDR 99-15 9/6/00 9,30 Ac
DR 99-32 1/5/00 2.60 Ac
DR 99-40 2/16/00 6.20 Ac
DR 99-46 5/17/00 17.69 Ac
DR 99-52 4/5/00 13.40 Ac
DR 99-53 5/17/00 5.71 Ac
DR 99-61 12/20/00 5.00 Ac
MDR 99-32 1/5/00 2.19 Ac
MDR 99-46 11/2/00 1.08 Ac
PM 15295 9/6/00 137.78 Ac
PM 15350 7/19/00 20.26 Ac
DR 98-12 3/15/00 2.50 Ac
DR 99-55 12/6/00 48.93 Ac
DR 99-59 5/17/00 7.95 Ac
DR 99-69 6/7/00 1.32 Ac
PROJECT
FC)OTHILL BOULEVAP, D
,W
,~: CiTY OF ""'~"~ ITEM: cur 97-23
TITLE: Vicinity MaP
RAHCHO CUCAMOHGA EXHIBIT: "A"
ENGINEERING DIVISION
VICINITY MAP
'A" CITY HALL
n,,u~ q6-
CITY OF
RANCHO CUCAMONGA
h'QOTItI~ 8~
A~OW N~OE/Te
.+
PROJECT SITe
'exN ~'Z
CITY OF
RANCHO CUCAMONGA
ENGIN~.~NG DIVISION
rr~: Cl/P ~a- 80
N
VICINITY NAP
EXHIBIT "A"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTPJCT NO. 91~
STREET LIGHTING MAINTENANCE DISTRICT NOS. I AND 6
_[
I[ll![I
AHIU[
r~,51TE '
,,9',4PILL TON' ,57;'f'EE T
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTII
NORT!I
CITY OF RA_NCHO CUCA~VIONGA
ENG~G DIVISION
TrrnE: Ct~e qq- !o
/~5
VICINITY MAP
vicinity map
FOOTHILL BLVD.
PROPOSED
ARROW ROUTE
TRUE
NORTH
CITY OF RA!tCHO CUCAMOHGA
COUNTY OF SAN BERNARDINO
· STATE OF CALIFORNIA
EXHIBIT "A"- Z.
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STP, EET LIGHTING MAINTENANCE DISTRICT NOS. I AND 6
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTll
M/}R; qq-l.5
CITY OF BANCHO CUCAMOItGA
COUNTY OF SAN BEBNABDINO
· STATE OF CALIFORNIA
4TH STRFFT
/
/
-/
/
/
P~b'~ECT
/
1
Zs/"~",'~'~~ ITEM: DB 9940
CITY OF TITLE: Vicinity Map
RANCHO CUCAMOHGA EXHIBIT:"A"
0
ENGINEERING DIVISI N
VICINITY MAP
NO SCA/,~
4
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
· STATE OF CALIFORNIA
VICINITY MAP
ROUTE ARROW
· · .'4TH
-
STREET
SAN BERNARDINO ' FRWY'
CITY OF
RANCHO CUCAMON.GA
EXHIBIT "A'
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STKEET LIGHTING MAINTENANCE DISTRICT NOS. I AND 6
f
~., COURT
z~ I {,,,._
~ 7th S'rREI~
,5' T~ EE T
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
A
NORTII
VICINITY MAP
6 T/-/ST/;LL I'
t
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
EJ(HIB~T:'A. ' '
ASSESSMENT Di~G~
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NOS.
RPN ~ 2.Oq- Zi, L-Iq
PRRP, EL 9...
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
NORTII
NBfe qq-~2.-
11
EXHIBIT "A" - Z
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTPdCT NO. 3B
STP, EET LIGHTING MAINTENANCE DISTPJCT NOS. I AND 6
* ClVIC CENTER
/o&71
Pot. 5
(AVE)
DRIVE:
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
~k
NORTil
NIDP, "lq-gb
pAqCB, 8
pA/ICELII
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH 1 "= 400' .
ITEM:
TITLE: Parcel Map 15295
EXHIBIT: Vicinity Map
8th STREET
6th '~ STREET
4th STREET
VICINITY MAP
N.T.S.
CITY OF
RANCHO CUCAMONGA
I.,NGINv, k~RING DIVISION
P,4f CEL Pl,,fPIS~60
V/C/N/T}"
~/~C CENTER DR.
ARROW ROUTE
26TH ST.
PULLMAN CT. EDISON CT.
SITE
FULTON CT. o BELL CT.
JERSEY BLVrJ.
CITY OF
RANCH0 CUCAMONGA
ENG~G DIVISION
DR 9n-12
N
~x~mm .C' //
·
AR
17
i
CITY OF RANCHO CUCAMONGA A
ENGINEERING DIVISION N
VICINITY MAP
I
title;
p*-,ge //~',y
VICINITY MAP
ONTARIO
VICINITY MAP
NOT TO SCALE
CITY OF
RANCHO CUCAMONGA
VICINITY MAP
VICINITY MAP C~TY OF RANCHO CUCAMONGA
NOT TO ~C~L.C
bP, qq- G~
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
· STATE OF CALIFORNIA
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 7
(North Etiwanda)
Approved:
liam J. O'Neil -'ngineer
/
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for SLD #7 ..............................................1
SLD #7 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year 01/02
The FY 01/02 annual report for Street Light Maintenance District No. 7 (South Etiwanda) ~s prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972}.
Description of Facilities for SLD #7
Street Light Maintenance District No. 7 (SLD #7) is used to fund the maintenance and/or installation of
street lights and traffic signals located on local streets in what is termed the North Etiwanda area of the
City. Generally this area encompasses the area of the City east of Day Creek Channel and north of
Highland Avenue within the incorporated area of the city. It has been determined that the facilities in this
district benefit the properties within this area of the City.
The sites maintained by the district consist of street lights on local streets and traffic signals (or a portion
thereof) on local street within the North Etiwanda area.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #7 Proposed Budget
The majority of the budgeted operating costs for SLD #7 is for electric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #7 are as follows:
Personnel
Operations
Regular Payroll $0.00
Fringe Benefits $0.00
Subtotal Personnel $0.00
Maintenance and Operations $200.00
Equipment Maintenance $140.00
Contract Services $0.00
Emergency &Regular Vehicle $0.00
General Liability $0.00
Electric Utilities $13,700.00
Subtotal Operations
$14,040.00
Assessment Administration and General Overhead
Total SLD #7 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$11,010.00
$25,050.00
$23,797.00
$48,847.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $33.32 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
# of Rate per
Physical Unit # of Physical Assessment Assessment Assessment
Land Use Type Units Unit Factor Unit Unit
Single Family Parcel 1456 1 1456 $33.32
Comm/I nd Acre 5 2 10 $33.32
Total
Revenue
$48,513.92
$333.20
$48,847.12
2
Appendix
Hilts;de Rd
Arrow Rt
Street Lighting District Number 7
0 1 2 Miles
/
/
Hl9hland Av
4th St
Foothill
Arrow Rf
LEGEND
SLD 7 Parcels
SLD 7 Boundary
Created by: Chds Bopko
G. I. S. Division
March 30, 2000
Fiscal Year 2001/02 Annexations
Street Light Maintenance District No. 7
TR 14382 12/20/00 38 SF
4
WILSON
.UMMI
CITY OF
H GHLAND
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH fi 1" = 1000'
ITEM: Tract 14382
EXHIBIT: Vicinity Mar
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
Street Light Maintenance District No. 8
(South Etiwanda)
Approved: ~illi>am J. O'Neil,~Engineer
No, 24953
TABLE OF CONTENTS
Fiscal Year 2001/02 .....................................................................1
Description of Facilities for SLD #8 ..............................................1
SLD #8 Proposed Budget ............................................................2
Assessment Rate Calculation .....................................................2
Appendix ......................................................................................3
Fiscal Year
2001/02
The FY 01/02 annual report for Street Light Maintenance District No. 8 (North Etiwanda) is prepared in
compliance with the requirements of Article 4, Chapter 1, Part 2, Division 15 of the Streets and Highways
Code, State of California (Landscape and Light Act of 1972)
Description of Facilities for SLD #8
Street Light Maintenance District No. 8 (SLD #8) is used to fund the maintenance and/or installation of
street lights and traffic signals located on local streets in what is termed the South Etiwanda area of the
City. Generally this area encompasses the area of the City east of Etiwanda avenue, north of Foothill
Boulevard and south of Highland Avenue within the incorporated area of the City. It has been determined
that the facilities in this district benefit the properties within this area of the City.
The sites maintained by the district consist of street lights on local streets and traffic signals (or a portion
thereof) on local street within the South Etiwanda area.
Typically, street lights are installed by private development as a condition of a development project's
approval. Traffic signals can be installed by development or as a City capital improvement project.
Historically, the installation of street lights and traffic signals has not been funded with Street Light District
funds, however, this is permitted under the Landscape and Lighting Act of 1972.
Any new street lights in areas to be maintained by the District, will become part of the active work
program at such time as these new areas are annexed into the District. The normal process will be the
dedication of the areas to the City, at which time a sufficient non-refundable deposit will be made by the
developer to the City. This deposit will provide for costs of energizing and six months of ordinary and
usual maintenance operation and servicing of the street lights in each development at the time of initial
operation of the lighting system. The costs will be based on the number and type of street lights and
based on Southern California Edison Company's rate for street lights. Immediately upon energization of
the street lights, those street lights will become a part of the work program of the district.
SLD #8 Proposed Budget
The majority of the budgeted operating costs for SLD #8 is for electric utility charges for the street lights
and traffic signals within the district. The projected costs to operate and maintain SLD #8 are as follows:
Personnel
Operations
Regular Payrail $0.00
Fringe Benefits $0.00
Subtotal Personnel
Maintenance and Operations
Equipment Maintenance
Contract Services
Emergency & Regular Vehicle
General Liability
Electric Utilities
Subtotal Operations
$500.00
$0.00
$0.00
$0.00
$0.00
$3,420.00
$0.00
$3,920.00
Assessment Administration and General Overhead
Total SLD #8 Expenditure Budget
Prior Year Deficit Recovery
Assessment Revenue Required
$7,060.00
$10,980.00
$56,833.00
$67,813.00
Assessment Rate Calculation
It is recommended that the rate per assessment unit (A.U.) remain at $193.75 for the fiscal year 2001/02
The following table summarizes the assessment rate for the district:
Rate per
Physical Unit # of Physical Assessment Unit #of Assessment Assessment
Land Use type Units Factor Unit Unit Revenue
Single Family Parcel 350 1 350 $193.75 $67,812.50
2
Appendix
Hillside Rd
Arrow Rt
Street Lighting District Number 8
1 0 1 2 Miles
4th St
Foothill BI
Arrow Rt
F'
LEGEND
O SLD 8 Parcels
~ SLD 8 Boundary
N City Limits
Created by: Chris Bopko
G. I. S Division
March 30, 2000
FISCAL YEAR 2001/02 ANNEXATIONS
STREET LIGHT MAINTENANCE DISTRICT NO 8
TR 15711-1 97 SF
TR 15711-2 94 SF
TR 15911 9/20/2000 55 SF
TR 15912 6/21/2000 23 SF
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH 1~ bITS
ITEM: Tracts 15711-1 and 15711-2
TITLE: Vicinity Map
Exhibit A (Continued)
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH 1 ''= 400'
A-3
ITEM: Tracts 15711-1 and 15711-2
TITLE: Annexation to SLD #1 and SLD #8
U LJ
CITY OF
RANCH0 CUCAMONGA
ENGrNEEPdNG DIVISION
I'
II!-
NORTH 'rr NTs
ITEM: Tracts 15911 and 15912
TITLE: Vicinity M/y /
Exhibit A (Continued)
COT ~
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-2
NORTH ff 1 ''= 200'
'~: ~-";'~' ' 7
TITLE: Annexation to SLD #1 ~
Exhibit A (Continued
CaT 9
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
A-2
NORTH fi 1 ''= 200'
ITEM: Tract 15912
TITLE: Annexation to SLD #1 and SLD #8
SOLUTIO 0/-057
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, FOR APPROVAL
OF CITY ENGINEER'S ANNUAL REPORTS FOR STREET
LIGHTiNG MAINTENANCE DISTRICTS NOS. 1, 2, 3, 4, 5, 6, 7
AND 8. NO INCREASE OF ASSESSMENT RATE PROPOSED.
WHEREAS, the City Council of the City of Rancho Cucamonga does hereby resolve
that:
WHEREAS, pursuant to the Landscape and Lighting Act of 1972, the City Engineer is
required to make and file with the City Clerk of the City an annual report in writing for which
assessments are to be levied and collected to pay the costs of the maintenance and/or
improvement of said Street Lighting Maintenance Districts Nos. 1, 2, 3, 4, 5, 6, 7 and 8; and
WHEREAS, the City Engineer has made and filed with the City Clerk of said City a
report in writing as called for under and pursuant to said Act, which as been presented to this
Council for consideration; and
WHEREAS, said Council as duly considered said report and each and every part thereof
and finds that each and every part of said report is sufficient and that said report, nor any part
thereof, requires or should be modified in any respect.
NOW THEREFORE, the City Council of the City of Rancho Cucamonga does hereby
order as follows:
That the Engineer's Estimate of itemized costs and expenses of said work and of the
incidental expenses in connection therewith, contained in said reports be hereby
approved and confirmed.
That the diagrams showing the Assessment District referred to and described in said
report, the boundaries of the subdivisions of land within said Assessment Districts are
hereby approved and confirmed.
That the proposed assessments upon the subdivisions of land in said Assessment
Districts in proportion to the estimated benefit to be received by said subdivision,
respectively, from said work and of the incidental expenses thereof, as contained in
said report is hereby approved and confirmed.
4. That said report shall stand as the City Engineer's Annual Report for the fiscal year
2001/2002 for the subsequent proceedings.
RESOLUTION NO. ~/-, 0 ~
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, DECLARING ITS
INTENTION TO LEVY AND COLLECT ASSESSMENTS
WITHIN STREET LIGHTING MAINTENANCE DISTRICTS
NOS. 1, 2, 3, 4, 5, 6, 7 AND 8 FOR THE FISCAL YEAR
2001/2002 PURSUANT TO THE LANDSCAPING AND
LIGHTING ACT OF 1972; AND OFFERING A TIME AND
PLACE FOR HEARING OBJECTIONS THERETO
WHEREAS, the City Council of the City of Rancho Cucamonga, pursuant to the
provisions of the Landscaping and Lighting Act of 1972, being Part 2 of Division 15 of the
Streets and Highways Code of the State of California, does resolve as follows:
Description of Work
SECTION 1: That the public interest and convenience require and it is the intention of
this City Council to levy and collect assessments within Street Lighting Maintenance Districts
Nos. 1, 2, 3, 4, 5, 6, 7 and 8 for the fiscal year 2001/2002 for the maintenance and operation of
those street lights, traffic signals and facilities thereon dedicated for contmon purposes by deed
or recorded subdivision tract map within the boundaries of said Districts. Said maintenance and
operation includes the cost and supervision of street lighting maimenance (including repair,
removal or replacement of all or any part of any improvement providing for illumination of the
subject area) in connection with said districts.
Location of Work
SECTION 2: The foregoing described work is to be located within the roadway rights-
of-way and easements enumerated in the report of the City Engineer and more particularly
described on maps which are on file in the City Clerk's office, emitled "Assessment Diagrams
Street Lighting Maintenance Districts Nos. 1, 2, 3, 4, 5, 6, 7 and 8."
Description of Assessment Districts
SECTION 3: That the comemplated work, in the opinion of said City Council, is of
more than local or ordinary public benefit, and the said City Council hereby makes the expense
of the work chargeable upon the districts, which said districts, are assessed to pay the costs and
expenses thereof, and which districts are described as follows:
All that certain territory of the City of Rancho Cucamonga included within the exterior
boundary lines shown upon that certain "Map of Street Lighting Maintenance District No. 1",
"Map of Street Lighting Maintenance District No. 2", "Map of Street Lighting Maimenance
District No. 3", "Map of Street Lighting Maintenance District No. 4", "Map of Street Lighting
Maintenance District No. 5", "Map of Street Lighting Maintenance District No. 6", "Map of
CITY COUNCIL RESOLUTION NO.
STREET LIGHTiNG MAiNTENANCE DISTRICTS
March 21,2001
Page 2
Street Lighting Maintenance District No. 7", "Map of Street Lighting Maintenance District No.
8', indicating by said boundary lines the extent of the territory included within each assessment
district and which maps are on file in the office of the City Clerk of said City.
Reference is hereby made to said maps for further, full and more particular description of
said assessment districts, and the said maps so on file shall govern for all details as to the extent
of said assessment districts.
Report of Engineer
SECTION 4: The City Council of said City by Resolution No. approved the
annual report of the City Engineer which report indicates the amount of the proposed
assessments, the district boundaries, assessment zones, and the method of assessment. The
report title "Annual Engineer's Report" is on file in the office of the City Clerk of said City.
Reference to said report is hereby made for all particulars for the amount and extent of the
assessments and for the extent of the work.
Time and Place of Hearing
SECTION 5: Notice is hereby given that a Public Hearing is hereby scheduled in the
Civic Center Council Chambers, 10500 Civic Center Drive, City of Rancho Cucamonga,
California, 91730.
WEDNESDAY, MAY 16, 2001, AT 7:00 P.M.
Any and all persons may appear and show cause why said maintenance and seryice for the
existing improvements and the proposed improvements should not be done or carried out or why
assessments should not be levied and collected for fiscal year 2001/2002.
Landscaping and Lighting Act of 1972
SECTION 6: All the work herein proposed shall be done and carried through in
pursuance of an act of the legislature of the State of California designated as the Landscaping
and Lighting Act of 1972, being Part 2 of Division 15 of the Streets and Highways Code of the
State of Califomia.
Publication of Resolution of Intention
SECTION 7: Published notice shall be made pursuant to Section 6061 of the
Government Code. The Mayor shall sign this Resolution and the City Clerk shall attest to the
same, and the City Clerk shall cause the same to be published 10 days before the date set for the
hearing, at least once in the Inland Valley Daily Bulletin, a newspaper of general circulation
published in the City of Ontario, California, and circulated in the City of Rancho Cucamonga,
California.
THE CITY OF
I~ANCIIO CUCAMONGA
Shelf Report
DATE:
TO:
FROM:
BY:
March 21, 2001
Mayor and Members of the City Council
Jack Lain, AICP, City Manager
William J. O'Neil, City Engineer
Robert Lemon, Assistant Engineer
APPROVAL OF THE RESOLUTIONS APPROVING AND CONFIRMING
THE ENGINEER'S REPORTS AND SETTING OF PUBLIC HEARING FOR
MAY 16, 2001, TO LEVY THE ANNUAL ASSESSMENTS FOR FISCAL
YEAR 2001/2002 FOR THE PARK AND RECREATION IMPROVEMENT
DISTRICT (PD-85). NO INCREASE OF ASSESSMENT RATE IS
PROPOSED.
RECOMMENDATION
It is recommended that the City Council approve the Engineer's Reports and set the Public
Hearing for May 16, 2001, to levy the annual assessments for the Park and Recreation'
Improvement District (PD-85). It is recommended there be no increase in the assessment rates in
these districts for Fiscal Year 2001/2002. The Engineer's Reports are on file in the City Clerk's
Office.
BACKGROUND/ANALYSIS
This Park and Recreation Improvement District was created to provide funds to finance the cost
of construction, maintenance, operation and debt payment of Heritage Community Park and Red
Hill Community Park. Heritage Community Park is a 40-acre facility located on the southwest
comer of Hillside Road and Beryl Street. Red Hill Community Park is a 42-acre facility and is
located on the southwest comer of Base Line Road and Vineyard Avenue. The district boundary
includes all of the City of Rancho Cucamonga with the general exception of land east of the Deer
Creek Channel and the Victoria and Terra Vista Planned Communities.
Pursuant to the Landscape and Lighting Act of 1972, each year the City Council must adopt
resolutions, giving approval of the Engineer's Report and declaring its intention to levy and
collect assessments for the upcoming fiscal year. It is recommended that the assessment rates in
CITY COUNCIL STAFF REPORT
PARK AND RECREATION IMPROVEMENT DISTRICT
March 21, 2001
Page 2
PD-85 remain at existing levels for Fiscal Year 2001/2002. Assessments for PD-85 will be
levied according to the following schedule:
Definition
Assessment per Parcel
Single Family Residential
Less than 1.50 acres
1.51 acres to 3.50
3.51 acres to 7.00 acres
7.01 acres to 14.00 acres
14.01 acres to 25.00 acres
25.01 acres and larger
$52.00
$26.00
$78.00
$182.00
$364.00
$728.00
$1,300.00
Respectfully submitted,
Willia~nfj'."~O,Neil
City Engineer
WJO:RL:dlw
Attachments
Annual Engineer's Report
Fiscal Year 2001/2002
City of Rancho Cucamonga
PARKS AND RECREATION IMPROVEMENT
DISTRICT NO. PD-85
Approved:
TABLE OF CONTENTS
Authority for Report .....................................................................1
Findings
District Analysis .....................................................................2
Estimate of Work .....................................................................2
Method of Spread ........................................................................3
Projected 2001/02 Assessments ..................................................5
Appendix ......................................................................................6
City of Rancho Cucamonga
Annual Report
PD-85
Fiscal Year 2001/2002
AUTHORITY FOR REPORT
This report for the 2001/2002 fiscal year is prepared pursuant to the order of the City Council of the City of
Rancho Cucamonga and in compliance with the requirements of Article 4, Chapter 1, Landscape and Lighting
Act of 1972, being Division 15, Section 22500 of the Streets and Highways code. Provisions for this annual
assessment are included in Chapter 3 of the Landscape and Lighting Act of 1972.
The purpose of this report is to set forth findings and the assessment analysis for the annual levy of
assessments for the Parks and Recreation Improvement District No. PD-85 thereafter referred to as "the
District". This District, using direct benefit assessments, has been created to provide funds to finance the cost
of construction, maintenance, operation and debt payment of Heritage Community Park and Red Hill
Community Park in the City of Rancho Cucamonga.
FINDINGS
Section 22573, Landscape and Lighting Act of 1972, requires assessments to be levied according to benefit
rather than according to assessed value. The section states:
"The net amount to be assessed upon lands within an assessment district may be
apportioned by any formula or method which fairly distributes the net amount among all
assessable lots or parcels in proportion to the estimated benefits to be received by each such
lot or parcel from the improvements."
The means of determining whether or not a parcel win benefit from the improvements is contained in the
Improvement Act of 1911 (Division 7, commencing with Section 5000 of the Streets and Highways Code,
State of California).
The 1972 Act also provides for the classification of various areas within an assessment district into benefit
areas where, by reason of variations in the nature, location, and extent of the improvements, the various areas
will receive differing degrees of all territory receiving substantially the same degree of benefit from the
improvements and may consist of contiguous or noncontiguous areas.
As the assessments are levied on the basis of benefit, they are considered a user's fee, not a tax; and,
therefore, are not governed by Article XIIIA. Properties owned by public agencies, such as a city, county,
state, or the federal government are not assessable without the approval of the particular agency and,
normally, are not assessed. Certain other parcels used for railroad mainline right-of-way, public utility
transmission right-of-way, and common areas are also exempt from assessment.
The assessment for mobile home parks will be based upon underlying lot acreage.
DISTRICT ANALYSIS
A. Improvement District Boundary
The improvement district includes all of the City of Rancho Cucamonga with the general exception of
land east of Deer Creek Channel and the Victoria, Caryn & Terra Vista Planned Communities.
All parcels of real property affected are more particularly described in maps prepared in accordance
with Section 327 of the Revenue and Taxation Code, which are on file in the office of the San
Bernardino County Assessor in the Hall of Records, 172 West Third Street, San Bernardino,
California and which are hereby made a part hereof by reference.
District Name
City of Rancho Cucamonga Parks and Recreation Improvement District No. PD - 85.
Facilities
The existing works of improvement are generally described as follows:
1.The construction of Heritage Community Park including, but not limited to, grading,
planting, irrigation, onsite roads, sidewalks, parking lots, lighting, restrooms, equestrian
facilities, playground equipment, picnic facilities, athletic facilities, and walking, jogging and
equestrian trails.
2.The construction of Red Hill Community Park including, but not limited to, grading, planting,
irrigation, onsite roads, sidewalks, parking lots, lighting, waterscape, restrooms, senior citizen
facilities, playground equipment, picnic facilities, major lighted athletic facilities, jogging trail,
underground storm drain system, and adjacent public street improvements.
The assessment rate for the 00/01 FY is $52.00; this rate will not increase for the 2001/02 FY. It is
estimated that this assessment rate will cover the districts maintenance and operation expenses for
the 2001/02 FY.
ESTIMATE OF WORK
The Landscaping and Lighting Act of 1972 permits carrying forward surpluses or recovering deficits in
subsequent fiscal years. Costs for the district will be reviewed annually. Any surplus credited against
assessment or any deficits shall be included in the assessment for the following fiscal year.
METHOD OFSPREAD
The Landscaping and Lighting Act of 1972 indicates that assessments may be apportioned by any formula or
method which fairly distributes costs among all lots or parcels within the District in proportion to the estimated
benefit received.
A. Definitions
The District is divided into three categories for the purpose of determining the assessments as follows:
CATEGORY A - includes parcels based on the number of existing residential units within certain ranges
of parcel size.
CATEGORY B - includes all parcels not defined in Category A or Category C.
CATEGORY C - includes exempt parcels. Exempt parcels were discovered by searching the County
Assessor's computer tapes for those parcels that are listed as exempt by the Assessor or which have
an assessed value of less than $500. In conducting the search, several parcels were included as
exempt that show parcel sizes in excess of 1.5 acres and type codes of, for example, residential or
agriculture. These parcels were added back into the rolls and assessed.
Formula
The assessment formula is based on actual land use information contained in the current San
Bernardino Assessor's computer files and Assessor's parcel maps.
Category A:
All parcels containing existing residential dwelling units and meeting the following conditions.
Parcel Size Range
Dwelling Units/Parcel
Less than 1.5 Acres and
1.51 to 3.5 Acres and
3.51 to 7.0 Acres and
7.01 to 14.0 acres and
14.01 to 25.0 acres and
25.01 acres & larger
1 or more dwelling units
2 or more dwelling units
4 or more dwelling units
8 or more dwelling units
15 or more dwelling units
26 or more dwelling units
Category A is based on the number of existing residential units. The actual assessment for Bond Debt Service
per existing residential dwelling unit may decrease each year as more residential units are built within the
improvement district. Maintenance costs, however, are expected to increase annually and will somewhat offset
the anticipated decrease in assessments due to new development.
Category B: All parcels not defined in Category A or Category C.
Category C: All exempt pamels as defined below:
2.
3.
4.
5.
6.
7.
All properties currently tax exempt;
All public ownership;
Railroad mainline rights-of-way
Major utility transmission rights-of-way;
Mineral rights;
Pamels so small they currently cannot be built upon;
All normally assessable parcels within an assessed valuation of less than $500 and 1.5 acres
or less; and,
C. Summary of Preliminary Assessment Amounts
Category A:
The preliminary estimated assessment rate, which will be eved dur ng fiscal year 2001/02, is $52.00
per dwelling unit for those parcels in Category A. Category A parcels containing more than one
residential dwelling unit will be assessed for an amount equal to $52.00 times the number of dwelling
units.
CategOry B:
The assessment, which may be levied for parcels within Category B during fiscal year2001/02, shall be
according to the following schedule:
Definition
less than 1.50 acres
1.51 acres to 3~50 acres
3.51 acres to 7.0 acres
7.01 acres to 14.0 acres
14.01 acres to 25.0 acres
25.0i acres & larger
Assessrnent per Parcel
$26.00
$78.00
$182.00
$364.00
$728.00
$1,300.00
Proposed Maintenance Budget:
Regular Payroll
Overtime Payroll
Part Time Salaries
Fringe Benefits
Subtotah
Vehicle Maintenance & Operations
Maintenance & Operations - Landscaping
Maintenance & Operations - Facilities
Equipment Maintenance
Computer Software Maintenance
Capital Expenditures
Capital OutlayNehides
Capital Outlay/Equipment
Capital Outlay/Building
Emergency & Routine Vehicle & Equip. Rental
General Liability
Contract Services - Landscaping
Contract Services - Trees
Contract Services - Facilities
Water Utilities
Electric Utilities
Telephone Utilities
Assessment Admin. and General Overhead
Debt Service
Gross Revenue Required
Less: 00/01 Carryover
Assessment Revenue Required:
Subtotal:
Subtotal:
$323,430.00
$2,500.00
$10,400.00
$119,880.00
$11,390.00
$106,300.00
$20,000.00
$32,380.00
$0.00
$0.00
$5,800.00
$0.00
$4,000.00
$0.00
$17,800.00
$10,000.00
$19,000.00
$108,150.00
$121,280.00
$4,200.00
$261,720.00
$670,000.00
$456,210.00
$460,300.00
$931,720.00
$1,848,230.00
$124,196.00
$1,724,034.00
Category C:
The assessment shall be $0.00 for Category C parcels.
PROJECTED 2001/2002 ASSESSMENTS:
Single Family Parcels
Multi-Family Parcels
Less than 1.50 Acres (1182 Parcels)
1.5 Acres to 3.50 Acres (417 Parcels)
3.51 Acres to 7.0 Acres (203 Parcels)
7.01 Acres to 14.0 Acres (123 Parcels)
14.01 Acres to 25.0 Acres (41 Parcels)
25.01 Acres or larger (22 Parcels)
Number of
Units
23,113
6,314
1,083
394
196
112
50
17
31,279
Assessment
Ra~
$52.00
$52.00
$26.00
$78.00
$182.00
$364.00
$728.00
$1,300.00
Assessment
$1,201,876.00
$328,328.00
$28,158.00
$30,732.00
$35,672.00
$40,768.00
$36,400.00
$22,100.00
$1,724,034.00
Appendix
Foothill
Park and Recreation District 85-PD-R
Arrow
8th St
/./Base Une Rd
/
//
/
/
Foothill BI
Arrow Rt
I 0 I 2 Miles
LEGEND
85-PD-R Parcels
85-PD-R Boundary
Created by: Chris Bopko
G, I, S. Division
March 30, t999
FISCAL YEAR 2001/02 ANNEXATIONS
PARKS AND RECREATION DISTRICT - PD-85
CUP 98-30 10/18/00 0.50 AC
DR 00-06 10/4/00 19.41 AC
DR 99-32 1/5/00 2.60 AC
DR 99-46 5/17/00 17.69 AC
DR 99-52 4/5/00 13.40 AC
PM 15295 9/6/00 137.78 AC
PM 15350 7/19/00 20.26 AC
TR 14162 8/16/00 17.00 SF
TR 15963 10/4/00 13.00 SF
POoTHI~ 8~
N
C~TY OF rrm~:
RANCHO CUCAMONGA Trr~,m-. V/C/N/r)" NAP
ENGIN~.ERING DIVISION
VICINITY MAP
vicinity map
FOOTHILL BLVD.
PROPOSED
SITE
ARROW ROUTE
TRUE
NORTH
BR~ oo- Gee
...;!:~./.. CITY OF RANCHO CUCAMOHGA
COUNTY OF SAN BERNARDINO
,.., :~ · STATE OF CALIFORNIA
P,4LO ALTo · st, . ': '~
CHIIRCH
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
VICINITY MAP
NO SCALE
4 T/.-/ST"~""'~'T
LL
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
'..1
,4 , STATE OF CALIFORNIA
VICINITY MAP
ROUTE ARROW
STREET 'i
SAN BERNARDINO ' FRWY '
CITY OF
RANCHO CUCAMONGA
CITY OF
RANCHO CUCAMONGA
ENGINEERING DIVISION
NORTH fr 1 "= 400'
ITEM:
TITLE: Parcel Map 15295
EXHIBIT: Vicinity Map
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RESOLUTION NO. ~)/-O(a [
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, FOR APPROVAL
OF CITY ENG1NEER'S ANNUAL REPORTS FOR PARK AND
RECREATION IMPROVEMENT DISTRICT (PD-85). NO
INCREASE OF ASSESSMENT RATE PROPOSED.
WHEREAS, the City Council of the City of Rancho Cucamonga does hereby resolve
that:
WHEREAS, pursuant to the Landscape and Lighting Act of 1972, the City Engineer is
required to make and file with the City Clerk of the City an annual report in writing for which
assessments are to be levied and collected to pay the costs of the maintenance and/or
improvement of said Park and Recreation Improvement District (PD-85); and
WHEREAS, the City Engineer has made and filed with the City Clerk of said City a
report in writing as called for under and pursuant to said Act, which as been presented to this
Council for consideration; and
WHEREAS, said Council as duly considered said report and each and every part thereof
and finds that each and every part of said report is sufficient and that said report, nor any part
thereof, requires or shotrid be modified in any respect.
NOW THEREFORE, the City Council of the City of Rancho Cucamonga does hereby
order as follows:
That the Engineer's Estimate of itemized costs and expenses of said work and of the
incidental expenses in connection therewith, contained in said reports be hereby
approved and confirmed.
That the diagrams showing the Assessment District referred to and described in said
report, the boundaries of the subdivisions of land within said Assessment Districts are
hereby approved and confirmed.
That the proposed assessments upon the subdivisions of land in said Assessment
Districts in proportion to the estimated benefit to be received by said subdivision,
respectively, from said work and of the incidental expenses thereof, as contained in
said report is hereby approved and confirmed.
4. That said report shall stand as the City Engineer's Annual Report for the fiscal year
2001/2002 for the subsequent proceedings.
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, DECLARING ITS
INTENTION TO LEVY AND COLLECT ASSESSMENTS
WITHIN PARK AND RECREATION IMPROVEMENT
DISTRICT (PDo85), FOR THE FISCAL YEAR 2001/2002
PURSUANT TO THE LANDSCAPING AND LIGHTING ACT
OF 1972; AND OFFERING A TIME AND PLACE FOR
HEARING OBJECTIONS THERETO
WHEREAS, the City Council of the City of Rancho Cucamonga, pursuant to the
provisions of the Landscaping and Lighting Act of 1972, being Part 2 of Division 15 of the
Streets and Highways Code of the State of California, does resolve as follows:
Description of Work
SECTION 1: That the public interest and convenience require and it is the intention of
this City Council to levy and collect assessments within Park and Recreation Improvement
District (PD-85) for the fiscal year 2001/2002 for the maintenance and operation and debt service
payment of Red Hill Community Park and Heritage Commtmity Park thereon dedicated for
common park purposes by deed or recorded subdivision tract map within the boundaries of said
Districts. Said maintenance and operation includes the cost and supervision of landscape
maintenance (including repair, removal or replacement of all or any part of any improvement) in
connection with said district.
Location of Work
SECTION 2: The foregoing described work is to be located within the Red Hill
Community Park and Heritage Community Park enumerated in the report of the City Engineer
and described on maps which are on file in the City Clerk's office, entitled "Assessment
Diagram Park and Recreation Improvement District (PD-85y'
Description of Assessment Districts
SECTION 3: That the contemplated work, in the opinion of said City Council, is of
more than local or ordinary public benefit, and the said City Council hereby makes the expense
of the work chargeable upon the districts, which said districts, are assessed to pay the costs and
expenses thereof, and which districts are described as follows:
All that certain territory of the City of Rancho Cucamonga included within the exterior
boundary lines shown upon that certain "Map of Park and Recreation Improvement District (PD-
85), indicating by said boundary lines the extent of the territory included within said assessment
district and which maps are on file in the office of the City Clerk of said City.
CITY COUNCIL RESOLUTION NO.
PARK AND RECREATION IMPROVEMENT DISTRICT
March 21, 2001
Page 2
Reference is hereby made to said map for further, full and more particular description of
said assessment district, and the said map so on file shall govern for all details as to the extent of
said assessment district.
Report of Engineer
SECTION 4: The City Council of said City by Resolution No. approved the
annual report of the City Engineer which report indicates the amount of the proposed
assessments, the district boundaries, assessment zones, and the method of assessment. The
report title "Annual Engineer's Report" is on file in the office of the City Clerk of said City.
Reference to said report is hereby made for all particulars for the amount and extent of the
assessments and for the extent of the work.
Time and Place of HearlaSt
SECTION 5: Notice is hereby given that a Public Hearing is hereby scheduled in the
Civic Center Council Chambers, 10500 Civic Center Drive, City of Rancho Cucamonga,
California, 91730.
WEDNESDAy, MAY 16, 2001, AT 7:00 P.M.
Any and all persons may appear and show cause why said maintenance and service for the
existing improvements and the proposed improvements should not be done or carried out or why
assessments should not be levied and collected for fiscal year 2001/2002. Protests must be in
writing and must contain a description of the property in which each signer thereof is interested,
sufficient to identify the same, and must be delivered to the Ci.ty Clerk of said City prior to the
time set for the hearing, and no other protests or objections will be considered. If the signer of
any protest is not shown upon the last equalized assessment roll such protest must contain or be
accompanied by written evidence that such signer is the owner of the property so described.
Landscapin~ and Lighting Act of 1972
SECTION 6: All the work herein proposed shall be done and carried through in
pursuance of an act of the legislature of the State of California designated as the Landscaping
and Lighting Act of 1972, being Part 2 of Division 15 of the Streets and Highways Code of the
State of California.
CITY COUNCIL RESOLUTION NO.
PARK AND RECREATION IMPROVEMENT DISTRICT
March 21, 2001
Page 3
Publication of Resolution of Intention
SECTION 7: Published notice shall be made pursuant to Section 6061 of the
Government Code. The Mayor shall sign this Resolution and the City Clerk shall attest to the
same, and the City Clerk shall cause the same to be published 10 days before the date set for the
hearing, at least once in the Inland Valley Daily Bulletin, a newspaper of general circulation
published in the City of Ontario, California, and circulated in the City of Rancho Cucamonga,
California.
RANCH O CUCAMONGA
~.~I~(~
s Repo
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21, 2001
Mayorand members ofthe City Council
Jack Lam, AICP, CityManager
William J. O'Neil, City Engineer
Phillip Verbera, Assistant Engineer
APPROVAL OF IMPROVEMENT AGREEMENT, IMPROVEMENT
SECURITY AND ORDERING THE ANNEXATION TO LANDSCAPE
MAINTENANCE DISTRICT NO. 3B AND STREET LIGHTING
MAINTENANCE DISTRICT NOS. I AND 6 FOR DEVELOPMENT
REVIEW NO. 99-54, LOCATED ON THE SOUTH SIDE OF 6TM STREET
BETWEEN BUFFALO AVENUE AND RICHMOND PLACE, SUBMITTED
BY CABOT INDUSTRIAL PROPERTIES, LP.
RECOMMENDATION
It is recommended that City Council adopt the attached resolutions for Development
Review No. 99-54 accepting the subject agreement and security, ordering the
annexation to Landscape Maintenance District No. 3b and Street Lighting Maintenance
District Nos. 1 and 6 and authorizing the Mayor and the City Clerk to sign said
agreement and to cause said map to record.
BACKGROUND/ANALYSIS
Development Review No. 99-54, located on south side of 6th Street between Buffalo
Avenue and Richmond Place, in the General Industrial District (Subarea 11) of the
Industrial Area Specific Plan, was approved by the Planning Commission on January
26, 2000, for the development of three industrial building on 14 acres of land.
The Developer, Cabot Industrial Properties, L.P., is submitting an agreement and
security to guarantee the construction of the off-site improvements in the following
amounts:
Faithful Performance Bond
Labor and Material Bond:
$47,000.00
$23,500.00
CITY COUNCIL STAFF REPORT
DR 99-54
March 21, 2001
Page 2
Copies of the agreement and security are available in the City Clerk's Office,
Letters of approval have been received from the Cucamonga County Water District.
The Consent and Waiver to Annexation forms signed by the Developer are on file in the
City Clerk's office.
Respectfully submitted,
William J. O'Neil
City Engineer
WJO:PV:sc
Attachments
MISSION PARK
4TH
CITY OF RANCItO CUCAMONGA
ENGINE~EqG DIVISION
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING
IMPROVEMENT AGREEMENT AND IMPROVEMENT
SECURITY FOR DEVELOPMENT REVIEW NO. 99-54
WHEREAS, the City Council of the City of Rancho Cucamonga, Califomia, has for its
consideration an Improvement Agreement by Cabot Industrial Properties, L.P. as developer, for the
improvement of public fight-of-way ad'acent to the real property specifically described therein, and
generally located on the south side of~~ Street between Buffalo Avenue and RIchmond Place; and
WHEREAS, the installation of such improvements, described in said Improvement
Agreement and subject to the terms thereof, is to be done in conjunction with the development of
said real property referred to as Development Review No. 99-54; and
WHEREAS, said Improvement Agreement is secured and accompanied by good and
sufficient Improvement Security, which is identified in said Improvement Agreement.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, HEREBY RESOLVES as follows:
That said Improvement Agreement be and the same is approved
and the Mayor is authorized to execute same on behalf of said City
and the City Clerk is authorized to attest thereto; and
2
That said Improvement Security is accepted as good and
sufficient, subject to approval as to form and content thereof by
the City Attorney.
RESOLUTIO rqo. E> (- 0 6 c/
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ORDERING THE
ANNEXATION OF CERTAIN TERRITORY TO LANDSCAPE
MAINTENANCE DISTRICT NO. 3B AND STREET LIGHTING
MAINTENANCE DISTRICT NOS. I AND 6 FOR
DEVELOPMENT REVIEW NO. 99-54
WHEREAS, the City Council of the City ofRancho Cucamonga, California, has previously
formed a special maintenance district pursuant to the terms of the "Landscaping and Lighting Act of
1972", being Division 15, Part 2 of the Streets and Highways Code of the State of Califomia, said
special maintenance district known and designated as Landscape Maintenance District No. 3b, Street
Lighting Maintenance District No. 1 and Street Lighting Maintenance District No. 6 (referred to
collectively as the "Maintenance Districts"); and
WHEREAS, the provisions of Article 2 of Chapter 2 of the "Landscaping and Lighting Act
of 1972" authorize the annexation of additional territory to the Maintenance Districts; and
WHEREAS, such provisions also provide that the requirement for the preparation
resolutions, an assessment engineer's report, notices of public hearing and the right of majority
protest may be waived in writing with the written consent of all of the owners of property within the
territory to be annexed; and
WHEREAS, notwithstanding that such provisions of the 1972 Act related to the annexation
of territory to the Maintenance District, Article XIIID of the Constitution of the State of California
("Article XIIID") establishes certain procedural requirements for the authorization to levy
assessments which apply to the levy of annual assessments for the Maintenance Districts on the
territory proposed to be annexed to such districts; and
WHEREAS, the owners of certain property described in Exhibit A attachedhereto and
incorporated herein by this reference have requested that such property (collectively, the "Territory")
be annexed to the Maintenance Districts in order to provide for the levy of annual assessments to
finance the maintenance of certain improvements described in Exhibit B hereto (the
"Improvements"); and
WHEREAS, all of the owners of the Territory have filed with the City Clerk duly executed
forms entitled "Consent And Waiver To Annexation Of Certain Real Property To A Maintenance
District And Approval Of The Levy Of Assessments On Such Real Property" (the "Consent and
Waiver"); and
WHEREAS, by such Consent and Waiver, all of the owners of the Territory have expressly
waived any and all of the procedural requirements as prescribed in the 1972 Act to the annexation of
the Territory to the Maintenance Districts and have expressly consented to the annexation of the
Territory to the Maintenance Districts; and
WHEREAS, by such Consent and Waiver, all of the owners of the Territory have also
expressly waived any and all of the procedural requirements as prescribed in the 1972 Act and/or
Article XIIID applicable to the authorization to the levy the proposed annual assessment against the
Territory set forth in Exhibit B attached hereto and incorporated herein by this reference and have
declared support for, consent to and approval of the authorization of levy such proposed annual
assessment set forth in Exhibit C attached hereto; and
7z
RESOLUTION NO.
DR 99-54
March 21,2001
Page 2
WHEREAS, at this time the .City Council desires to order the annexation of the Territory to
the Maintenance Districts and to authorize the levy of annual assessments against the Territory in
amounts not to exceed the amounts set forth in Exhibit C hereto.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA
HEREBY RESOLVES AS FOLLOWS:
SECTION 1: That the above recitals are all true and correct.
SECTION 2: The City Council hereby f'mds and determines that:
The annual assessments proposed to be levied on each parcel in the Territory do not
exceed the reasonable cost of the proportional special benefit conferred on each such
parcel from the Improvements.
The proportional special benefit derived by each parcel in the Territory from the
Improvements has been determined in relationship to the entirety of the cost of the
maintenance of the Improvement.
Only special benefits will be assessed on the Territory by the levy of the proposed
annual assessments.
SECTION 3: This legislative body hereby orders the annexation of the Territory to the
Maintenance Districts, approves the financing of the maintenance of the Improvements from the
proceeds of annual assessments to be levied against the Territory and approves and orders the levy of
annual assessments against the Territory in amounts not to exceed the amounts set forth in Exhibit B.
SECTION4: All future proceedings ofthe Maintenance Districts, including the levy ofall
assessments, shall be applicable to the Territory.
Exhibit A
Identification of the Owner and Description of the Property
To Be Annexed
The Owner of the Property is:
Cabot Industrial Properties, L.P.
The legal description of the Property is:
ALL OF PARCELS 21 THROUGH 26 INCLUSIVE. OF PARCEL MAP NO. 11671, IN
THE CITY OF RANCHO CUCAMONGA. COUNIY OF SAN BERNARDINO. STATE OF
CALIFORNIA, AS PER PLAT RECOROED IN BOOK 143 'OF PARCEL MAPS, PAGES
41 TO 46, INCLUSIVE. IN THE OFRCE OF THE COUNTY RECORDER OF SAID
COUNTY. AS AMENDED BY CERTIRCATE OF CORRECTION. RECORDED JANUARY 21,
1992 AS INSTRUMENT NO. 92-022126, MORE PARTICULARLY DESCRIBED AS
FOLLOWS: . ·
BEGINNING AT THE SOUTHWESTERLY CORNER OF PARCEL 21 AS SHOWN ON SAID
PARCEL MAP NO. 11671, SAID CORNER ALSO BEING ON THE EASTERLY RIGHT OF
WAY OF RICHMOND PLACE. 56 FEET WIDE. AS SHOWN ON SAID MAP, THENCE
ALONG SAID EASTERLY RIGHT OF WAY. NORTH 00'34'45' EAST 255.59 FEET TO
THE BEGINNING OF A TANGENT CURVE, CONCAVE WESTERLY AND HAVING A RADIUS
OF 783.00 FEE'T; THENCE NORTHWESTERLY ALONG SAID CURVE THROUGH A CENTRAL
ANGLE OF 12'05'19' AN ARC DISTANCE OF 165.20 FEET; THENCE CONTINUING.ALONG
SAID EASTERLY RIGHT OF WAY. NORTH 11'30'54' WEST 264.04 FEET TO THE
BEGINNING OF A TANGENT CURVE, CONCAVE EASTERLY AND RAVING A RADIUS OF
367.00 FEET THENCE NORTHERLY ALONG SAID CURVE THROUGH A CENTRAL ANGLE
OF 11'36 21' AN ARC DISTANCE OF 74.34 FEET; THENCE CONTINUING ALONG SAID
EASTERLY RIGHT OF WAY NORTH 00'05'47' EAST 176.00 FEET TO THE BEGINNING OF
A TANGENT CURVE. CONCAVE SOUTHEASTERLY AND HAVING AL RADIUS OF 24.00 FEET;
THENCE NORTHEASTERLY ALONG SAID CURVE THROUGH A .CENTRAL ANGLE OF 90'00'00"
AN ARC DISTANCE OF 37.70' FEET TO 50UTHERLY RIGHT:OF-WAY OF SIXTH STREET,
60 FEET WIDE (HALF STREET), AS SHOWN ON SAID MAP, THENCE ALONG SAID
SOUTHERLY RIGHT OF WAY 50UTH 89'54'13' EAST 137.60 FEET TO THE BEGINNING Og
A TANGENT CURVE CONCAVE NORTHWESTERLY AND RAVING ,~: RADIUS OF 610.00 FEET;
THENCE NORTHEASTERLY ALONG SAID CURVE THROUGH A CENTRAL ANGLE OF 59'01'17"
AN ARC DISTANCE OF 415.44 FEET TO THE BEGINNING OF 'A REVERSE CURVE, CONCAVE
SOUTHERLY AND RAVING A RADIUS OF 24.00 FEET, A RADIAL LINE THROUGH SAID
BEGINNING OF REVERSE CURVE BEARS SOUTH 38'55'30" EAST, THENCE SOUTHEASTERE
ALONG SAID CURVE THROUGH A CENTRAL ANGLE OF 83'1B'10" AN ARC DISTANCE
OF 34.89 FEET TO THE WESTERLY RIGHT OF WAY OF BUFFALO AVENUE. 50 FEET
WIDE (HALF STREET). AS SHOWN ON SAJD MAP. THENCE ALONG SAID WESTERLY
RIGHT OF WAY, SOUTH 45'37'20" EAST 4.33 FEET TO THE BEGINNING OF A TANGENT
CURVE. CONCAVE SOUTHWESTERLY AND RAVING A RADIUS OF 250.00 FEET; THENCE
SOUTHEASTERLY ALONG .SAJD CURVE THROUGH A CENTRAL ANGLE '0F-.46'12'05" AN ARC
DISTANCE OF 201.59 FEET; THENCE CONTINUING ALONG SAID WESTERLY RIGHT OF
WAY SOUTH 00'34'45" WEST 887.56 FEET TO THE SOUTHEAST CORNER OF
PARCEL 22, AS SHOWN ON SAID MAP; THENCE ALONG THE SOUTHERLY LINES
OF PARCELS 22 AND 21, NORTH 89'25'15' WEST 574.00 FEET TO THE POINT
OF BEGINNING.
The above-described parcels are shown on sheet A-2 attached herewith and by this reference
made a part hereof.
75
EXHIBIT "A-2"
ASSESSMENT DIAGRAM
LANDSCAPE MAINTENANCE DISTRICT NO. 3B
STREET LIGHTING MAINTENANCE DISTRICT NO'S. 1 AND 6
N
NO SCALE
4TH
INDICATES PARK~VAY LOCATIONS OF PROPOSED STREET TREES (62 TOTAL
AND EXISTING STREETLIGHTS (2 EA.-5800 LUMEN LUMEN)
CITY OF RANCHO CUCAMONGA
COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
EXHIBIT "A-2"
Exhibit B
To
Description of the District Improvements
Fiscal Year 2000/2001
LANDSCAPE MAINTENANCE DISTRICT NO. 3B (COMMERCIAL/INDUSTRIAL):
Landscape Maintenance District No. 3b (LMD #3b) represents landscape sites throughout the
Commercial/Industrial Maintenance District. These sites are associated with areas within that
district and as such any benefit derived from the landscape installation can be directly attributed to
those parcels within that district. Because of this, assessments required for this district are charged
to those parcels within that district.
The various landscape sites that are maintained by this district consist of median islands,
parkways, street trees, entry monuments, the landscaping within the Metrolink Station and 22.87
acres of the Adult Sports Park (not including the stadium, parking lots or the maintenance
building.
STREET LIGHT MAINTENANCE DISTRICT NO. 1 (ARTERIAL STREETS):
Street Light Maintenance District No. 1 (SLD # 1 ) is used to fund the maintenance and/or installation
of street lights and traffic signals located on arterial streets throughout the City. The facilities within
this district, being located on arterial streets, have been determined to benefit the City as a whole on
an equal basis and as such those costs associated with the maintenance and/or installation of the
facilities is assigned to the City-wide district.
The sites maintained by the district consist of street lights on arterial streets and traffic signals on
arterial streets within the rights-of-way or designated easements of streets dedicated to the City.
STREET LIGHT MAINTENANCE DISTRICT NO. 6 (COMMERCIAL/INDUSTRIAL):
Street Light Maintenance District No. 6 (SLD #6) is used to fund the maintenance and/or installation
of street lights and traffic signals located on commercial and industrial streets throughout the City
but excluding those areas already in a local maintenance district. Generally this area encompasses
the industrial area of the City south of Foothill Boulevard. It has been determined that the facilities
in this district benefit the properties within this area of the City.
The sites maintained by the district consist of street lights on industrial or commercial streets and
traffic signals (or a portion thereof) on industrial or commercial streets generally south of Foothill
Boulevard.
77
Exhibit "B" continued
Proposed additions to Work Program (Fiscal Year 2001/2002)
For Project: DR 99-54
Number of Lamps
Street Lights 5800L 9500L 16,000L 22,000L 27,500L
SLD # 1 ...............
SLD # 6 2 ............
Community Trail Turf Non-Tuff Trees
Landscaping DGSF SF SF EA
L3B
...... 62
*Existing items installed with original project
Exhibit C
Proposed Annual Assessment
Fiscal Year 2000/2001
LANDSCAPE MAINTENANCE DISTRICT NO. 3B (COMMERCIAL/INDUSTRIAL):
The rate per assessment unit (A.U.) is $352.80 for the fiscal year 2000/01. The following table
summarizes the assessment rate for Landscape Maintenance District No. 3 b (Commercial/Industrial):
# of # of Rate Per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Units Factor Units Unit
Revenue
Command Acre 1849.01 1.0 1849.01 $352.80 $652,330.73
The Proposed Annual Assessment against the Property (DR 99-54) is:
13.7 Acres x 1 A.U. Factor x $352.80 Rate Per A.U. = $4,833.36 Annual Assessment
STREET LIGHT MAINTENANCE DISTRICT NO. 1 (ARTERIAL STREETS):
The rate per assessment unit (A.U.) is $17.77 for the fiscal year 2000/01. The following table
summarizes the assessment rate for Street Light Maintenance District No. 1 (Arterial Streets):
# of # of Rate Per
Physical Physical Assessment Assessment Assessment
Land Use Unit Type Units Units Factor Units Unit
Revenue
Single Parcel 16,956.00 1.00 16,956.00 $17.77 $301,310.00
Family
Multi- Unit 6,257.00 1.00 6,257.00 $17.77 $111,190.00
Family
Commercial Acre 1,999.52 2.00 1,999.52 $17.77 $ 71,060.00
The Proposed Annual Assessment against the Property (DR 99-54) is:
13.7 Acres x 1 A.U. Factor x $17.77 Rate Per A.U. = $243.45 Annual Assessment
Exhibit "C" continued
STREET LIGHT MAINTENANCE DISTRICT NO. 6 (COMMERCIAL/INDUSTRIAL):
The rate per assessment unit (A.U.) is $51.40 for the fiscal year 2000/01. The following table
summarizes the assessment rate for Street Light Maintenance District No. 6 (Commercial/Industrial):
Land Use
Command
# of # of Rate Per
Physical Physical Assessment Assessment Assessment
Unit Type Units Units Factor Units Unit
Revenue
Acre 1,716.63 1.00 1,716.63 $51.40 $88,235.00
The Proposed Annual Assessment against the Property (DR 99-54) is:
13.7 Acres x 1 A.U. Factor x $51.40 Rate Per A.U. = $704.18 Annual Assessment
C-2
THE CITY OF
RANCHO CIICAHONGA
Staff Report
DATE:
TO:
FROM:
BY:
SUBJECT:
Mamh 21,2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
L. Dennis Michael, Fire Chief
Alicia Rodriguez, Emergency Preparedness Coordinator
APPROVAL OF A RESOLUTION ADOPTING THE MULTI-HAZARD
FUNCTIONAL PLAN AS THE UPDATED EMERGENCY RESPONSE
OPERATIONS PLAN FOR THE CITY
RECOMMENDATION
Approval of a Resolution adopting the Multi-Hazard Functional Plan as the updated
Emergency Response Operations Plan for the City in accordance with the State of
California Standardized Emergency Management System (SEMS).
BACKGROUND
As a result of the 1991 East Bay Hills fire in Oakland, state law was changed to
create a standardized system for managing and responding to multi-agency and
multi-jurisdiction emergencies. That new law created SEMS. SEMS is intended to
facilitate the flow of information within and between governmental and operational
levels and to improve the coordination among all responding agencies. The City
manages and coordinates the overall emergency response and recovery operations
within our jurisdiction and the County of San Bernardino serves as the lead for our
operational area to help coordinate regional and multi-jurisdiction responses.
In May 1980, the City established the City's Disaster Council, which sets the
guidelines for the preparation of plans for the protection of persons and property
within the City in the event of disaster emergencies. The Multi-Hazard Functional
Plan must be consistent with the guidelines that have been established by SEMS.
The Multi-Hazard Functional Plan was last reviewed and approved by City Council
on October 15, 1997. The attached plan has been updated and consistent with
SEMS. This planning document will help City staff respond to extraordinary
emergency situations associated with natural and man-made disasters,
technological incidents, terrorist acts, etc. The plan focuses on potential large-scale
Page 2
March 21, 2001
APPROVAL OF A RESOLUTION ADOPTING THE MULTI-HAZARD FUNCTIONAL PLANAS THE
UPDATED EMERGENCY RESPONSE OPERATIONS PLANFOR THE CffY
disasters that can generate unique situations requiring unusual responses. Such
disasters pose major threats to life and property and can impact the well being of
large numbers of people. The proposed plan does not apply to the normal day-to-
day emergencies like high winds or street flooding and it does not affect the well-
established procedures used to deal with these incidents.
The proposed plan is organized into three parts as follows:
Part One
This is the basic plan, which provides overall organizational and operational concepts
for responding to vadous types of identified hazards that may impact the City.
Part Two
This establishes the policies and procedures and assigns responsibilities to ensure
effective management of emergency operations under SEMS. This part provides
information on the City's emergency management structure and how the Emergency
Operations Center (EOC) is activated.
PartThree
This includes appendices, lists of resources, and standard operating procedures.
The various sections of the Multi-Hazard Functional Plan will be updated and
reviewed annually with each department responsible for their appropriate sections.
The Emergency Preparedness Coordinator will oversee the updates and will
coordinate an annual review of the plan each November.
The proposed Multi-Hazard Functional Plan meets our local requirements for having
an effective plan for disaster response coordination and it meets the state standards
set by SEMS. Staff recommends the approval of the attached resolution and Multi-
Hazard Functional Plan.
Respectfully submitted,
L. Dennis Michael
Fire Chief
Attachments: ,1 - Resolution 2 - Multi-Hazard Functional Plan
3 - City Ordinance
SOL IONNO. Of'O 5'
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ADOPTING THE
MULTI-HAZARD FUNCTIONAL PLAN AS THE UPDATED
EMERGENCY RESPONSE OPERATIONS PLAN IN
ACCORDANCE WITH THE STATE OF CALIFORNIA
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
(SEMS)
W~-IEREAS, several major earthquake faults cross San Beraardino County with the
potential for large magnitude earthquakes; and
WHEREAS, because of our location there is the potential for natural or man made
disaster affecting the region fxom wild land fires, floods or hazardous materials spills; and
WHEREAS, Rancho Cucamonga Municipal Code Chapter 2.36 defines and sets the
guidelines for the preparation of plans for the protection of persons and property within the City in the
event of disaster emergencies; and
WHEREAS, the loss of life and property can be greatly reduced if appropriate disaster
preparedness measmes and planning are taken before, during, and after a disaster emergency; and
WHEREAS, greater efficiency, planning, responsive and effectiveness can be achieved
by joining the efforts of the City and the county of San Bemardino together in an emergency situation. The
State of California has adopted Standardized Emergency Management System (SEMS) regulations in rifle
19, Division 2 of the State's Code of Regulations which state that all local governments within San
Beraardino County shall be organized into a single Operational Area; and
WHEREAS, the Rancho Cucamonga City council has recograzed the Disaster Council as
the mayor, councilmembers, Director and Assistant Director of Emergency Services, public safety C"aiefs,
and representatives of civic, business, labor, veterans, professional and/ur other organizations having
official emergency responsibilities to serve as an advisory board to the City's Emergency Management
Organization; and
WHEREAS, an approved City of Rancho Cucamonga Multi-Hazard Functional Plan has
been on file with the State of California Governor's Office of Emergency Services; and
WHEREAS, the City Council has carefully considered the matter at their regularly
scheduled meeting of March 21, 2001.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY
OF RANCHO CUCAMONGA DOES FIND AND DETERMINE AS FOLLOWS:
SECTION 1. The City Council approves the updated Multi-Hazard Functional Plan
of the City of Rancho Cucamonga.
SECTION 2. The City Council hereby authorizes the Mayor to evidence the City
Council's approval of the. updated Multi-Hazard-Functional Plan by his signature on tho-transmittal letter
accompanying the submission of the multi-Hazard Functional Plan to the State Office of Emergency
Services.
SECTION 3. The City Clerk shall certify passage and adoption of this Resolution.
CITY o1.'
RANCHO
CUCAMONGA
SEMS Multi-Hazard Functional Plan
March 21, 2001
SEMS Multihazard Functional Plan
ACKNOWLEDGMENTS
This plan is based upon a prototype model developed in the San Bernardino County Operational Area
Coordinating Council. The members committed significant time and effort to create a plan that integrates the
State's Standardized Emergency Management System while meeting the requirements of FEMA's planning
guidance.
We extend our sincere appreciation to them for their wisdom and hard work. These emergency managers are:
Duane Baker, City of Rancho Cucamonga
Dave Blevins, City of Rancho Cucamonga
Robert Comoran, Rancho Cucamonga Fire Protection District
Jon Gillespie, City of Rancho Cucamonga
Kelley Larson, City of Rancho Cucamonga
David Lau, San Bemardino County Sheriff Department
David Moore, City of Rancho Cucamonga
Alicia Roddguez, City of Rancho Cucamonga
Joe Sanchez, City of Rancho Cucamonga
The Committee recognizes and appreciates those who provided information and matedais that were adapted
into this SEMS MHFP and those who participated in the review process.
The recommendations and suggestions included in this document are intended to improve emergency
preparedness, response and recovery. The elements do not necessarily reflect the views and policies of the
individual constituent jurisdictions of the SEMS MHFP committee and do not guarantee the safety of any
individual, structure or facility in an emergency situation. Neither the members of the SEMS MHFP committee
nor their employing jurisdiction assumes liability for any injury, death or property damage which occurs in
connection with any emergency response.
FOREWORD
This SEMS Multihazard Functional Plan (MHFP) addresses the City of Rancho Cucamonga's planned
response to extraordinary emergency situations associated with natural disasters, technological incidents, and
national secudty emergencies. The plan does not address normal day-to-day emergencies or the well
established and routine procedures used in coping with such emergencies. Instead, the operational concepts
reflected in this plan focus on potential large-scale disasters that can generate unique situations requiring
unusual emergency responses.
This plan is a preparedness document-designed to be read, understood, and exercised pdor to an
emergency. It is designed to include the City of Rancho Cucamonga as part of the California Standardized
Emergency Management System (SEMS). (CPG-f2)
Each element of the emergency management organization is responsible for assuring the preparation and
Cify of Rancho Cucamonga Introduction - 2
03/08/2001
SEMS Multihazard Functional Plan
maintenance of appropriate and current Standard Operating Procedures (SOPs)/Departmental Emergency
Operating Procedures (EOPs), resource lists and checklists that detail how assigned responsibilities are
performed to support SEMS MH FP implementation and to ensure successful response dudng a major disaster.
(CPG-32/105) Such SOPslEePs should include the specific emergency authorities that designated officials
and their successors can assume dudng emergency situations. (CPG-51)
ASSUMPTIONS (CPG-18):
The City of Rancho Cucamonga is primarily responsible for emergency actions and will commit
all available resources to save lives, minimize injury to persons, and minimize damage to
property and protect the environment.
The City of Rancho Cucamonga will utilize SEMS in emergency response operations.
_ TheDirect~r~fEmergencyServiceswi~ic~~rdinatetheCity~sdisasterresp~nseinc~nf~rmance
with its Emergency Services Ordinance.
_ TheCitYofRanchoCucamongawillparticipateintheSanBemardinoCountyOperationalArea.
(SEMS-3)
The resources of the City of Rancho Cucamonga will be made available to local agencies,
special districts, and citizens to cope with disasters affecting this area.
The City will commit its resoumes to a reasonable degree before requesting mutual aid
assistance.
Mutual aid assistance will be requested when disaster relief requirements exceed the City's
ability to meet them.
EMERGENCY MANAGEMENT GOALS(cPG. :
Provide effective life safety measures, reduce property loss, and protect environment.
Provide for the rapid resumption of impacted businesses and community services.
Provide accurate documentation and records required for cost recovery efforts.
ORGANIZATION OF THE SEMS MHFP (CPG-9):
Part One - Basic Plan. Overall organizational and operational concepts relative to response
and recovery, as well as an overview of potential hazards. Intended audience EOC
Management Team and City's Emergency Preparedness Planning Team.
Part Two - Emergency Organization Functions. Description of the emergency response
organization and emergency action checklists. Intended audience--EOC staff.
CiO~ of Rancho Cucamonga Introduction - 3
03/08/2001
SEMS Multihazard Functional Plan
Part Three - Supporting and legal documents to the SEMS MHFP. Intended audience--All
elements of the SEMS staff.
ACTIVATION OF THE SEMS MHFP:
On the order of the official designated by the City of Rancho Cucamonga's Ordinance No. 104
provided that the existence or threatened existence of a Local Emergency has been proclaimed
in accordance with the ordinance.
_ When the Governor has proclaimed a State of Emergency in an area including this jurisdiction.
_ Automatically on the proclamation of a State of War Emergency as defined in California
Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code).
_ A Presidential declaration of a National Emergency.
_ Automatically on receipt of an attack warning or the observation of a nuclear detonation.
HAZARDOUS MATERIALS:
The Rancho Cucamonga County Fire Department is designated as the Administering Agency for hazardous
materials for the City of Rancho Cucamonga. (Reference: California Health and Safety Code: Chapter
6.95.) This SEMS MHFP complies with and relies on the City's hazardous materials response plan as required
by NRT 1 -A. (CPG-8/f6b/f6d/41/59/93/fO3/f40/f62/176/207/228/250)
APPROVAL AND PROMULGATION:
This SEMS MHFP will be reviewed by all departments/agencies assigned a pdmary function in the Emergency
Responsibilities Matrix (Part Two, Management Section). Upon completion of review and wdtten concurrence
by these departments/agencies, the SEMS MHFP will be submitted to the State Office of Emergency Services
for review and then to the City Council for review and approval. Upon concurrence by the City Council, the
plan will be officially adopted and promulgated. (CPG-42)
TRAINING, EXERCISING, AND MAINTENANCE OF SEMS MHFP:
The Rancho Cucamonga Fire District's Emergency Preparedness Coordinator is responsible for coordination
and scheduling of training and exercising of this plan. The City of Rancho Cucamonga's Emergency
Preparedness Planning Team (EPPT) will conduct regular exercises of this plan to train all necessary City staff
in the proper response to disaster situations.
An exercise is a simulation of a series of emergencies for identified hazards affecting the City. During these
exercises, emergency response organizations are required to respond as though a real emergency had
occurred. The public will be made aware of these exercises through normal media communications.
The SEMS MHFP will be reviewed annually to ensure that plan elements are valid and current. (CPG-46)
Each responsible organization or agency will review and upgrade its podion of the SEMS MHFP and/or modify
City of Rancho Cucamonga Introduction -4
03/08/2001
SEMS Multihazard Functional Plan
its SOP/EOP as required based on identified deficiencies experienced in drills, exercises or actual
occurrences. (CPG-44) Changes in govemment structure and emergency response organizations will also be
considered in the SEMS MHFP revisions.
The EPPT is responsible for making revisions to the SEMS MHFPlan that will enhance the conduct of response
and recovery operations. (CPG-43) The Emergency Preparedness Coordinator will prepare, coordinate,
publish and distribute any necessary changes to the plan to all City departments and other agencies as shown
on the distdbufion list on page 8 of this SEMS MHFP. (CPG-45)
A contracted City Attorney will also review documents that provide the lega~ basis for emergency planning to
ensure conformance to SEMS requirements and recommend modifications as necessary. (SEMS-I)
Ci(y of Rancho Cucamonga Introduction - 5
03/08/2001
SEMS Multihazard Functional Plan
Approval Date: March 21, 2001
LETTER OF PROMULGATION tcPs- )
TO: OFFICIALS, EMPLOYEES, AND CITIZENS OF CITY OF RANCHO CUCAMONGA
The preservation of life and property is an inherent responsibility of local, state, and federal government. The
City of Rancho Cucamonga has prepared this SEMS Multi hazard Functional Plan (MHFP) to ensure the most
effective and economical allocation of resources for the maximum benefit and protection of the civilian
population in time of emergency.
While no plan can prevent death and destruction, good plans carried out by knowledgeable and well-trained
personnel can and will minimize losses. This plan establishes the emergency organization, assigns tasks,
specifies policies and general procedures, and provides for coordination of planning efforts of the vadous
emergency staff and service elements ufilizing the Standardized Emergency Management System (SEMS).
The objective of this plan is to incorporate and coordinate all the facilities and personnel of the City into an
efficient organization capable of responding to any emergency.
This SEMS Multi hazard Functional Plan is an extension of the California Emergency Plan. It will be reviewed
and exercised periodically and revised as necessary to meet changing conditions.
The City Council gives its full support to this plan and urges all officials, employees, and citizens, individually
and collectively, to do their share in the total emergency effort of the City of Rancho Cucamonga.
Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management
System by the City of Rancho Cucamonga. (SEMS-2) This SEMS MHFP will become effective on approval by
the City Council.
Mayor, City of Rancho Cucamonga
City of Rancho Cucamonga Introduction - 6
03/08/2001
SEMS Multihazard Functional Plan
Date
RECORD OF REVISIONS
Section Page Numbers Entered By
City of Rancho Cucamonga Introduction - 7
03/08/2001
SEMS Multihazard Functional Plan
DISTRIBUTION LIST (CPG- O)
DEPARTMENTS/AGENCIES RECEIVING
COPIES OF THE SEMS MHFP:
NO. OF COPIES
Govemor's OES, Southem Region
San Bemardino County Operational Area
Mayor/City Council
City Manager (Director of Emergency Services)
Administrative Services Director
Community Services
Library Director
Community Development Director
Engineering Division
Planning Division
Building & Safety Division
Redevelopment Agency
Public Works Division
San Bemardino County Sheriff (Rancho Cucamonga Station)
Rancho Cucamonga Fire District
City's Emergency Operations Center
Cucamonga County Water District
2
1
5
1
1
1
1
1
1
1
1
1
1
1
2
5
1
City of Rancho Cucamonga Introduction - 8
03/08/2001
SEMS Multihazard Functional Plan
SIGNED CONCURRENCE BY PRINCIPAL DEPARTMENTS/AGENCIES
(CPG-2)
The (dept./agency) concurs with the City of Rancho Cucamonga's SEMS
Multi hazard Functional Plan. As needed, revisions will be submitted to the Emergency Preparedness
Coordinator.
Signed
(Name) (Title)
(Department/Agency)
The
Multi hazard Functional Plan.
Coordinator.
(dept,/agency) concurs with the City of Rancho Cucamonga's SEMS
As needed, revisions will be submitted to the Emergency Preparedness
Signed
(Name) (Title)
(Department/Agency)
The (dept./agency) concurs with the City of Rancho Cucamonga's SEMS
Multi hazard Functional Plan. As needed, revisions will be submitted to the Emergency Preparedness
Coordinator.
Signed
(Name) (Title)
(Department/Agency)
City of Rancho Cucamonga Introduction - 9
03/08/2001
SEMS Multihazard Functional Plan
The
Multi hazard Functional Plan.
Coordinator.
(dept./agency) concurs with the City of Rancho Cucamonga's SEMS
As needed, revisions will be submitted to the Emergency Preparedness
Signed
(Name) (Title)
(DepadmentJAgency)
The
Multi hazard Functional Plan.
Coordinator.
(dept./agency) concurs with the City of Rancho Cucamonga's SEMS
As needed, revisions will be submitted to the Emergency Preparedness
Signed
(Name) (Title)
(DepartmentJAgency)
The (dept./agency) concurs with the City of Rancho Cucamonga's SEMS
Multi hazard Functional Plan. As needed, revisions will be submitted to the Emergency Preparedness
Coordinator.
Signed
(Name) (Title)
(DepadmentJAgency)
City of Rancho Cucamonga Introduction - 10
03/08/2001
SEMS Multihazard Functional Plan
CONTENTS OF PLAN (CPG-5)
PAGE NO.
Acknowledgments .......................................................................................................................................Intro - 2
Foreword .....................................................................................................................................................Intro - 3
Letter of Promulgation .................................................................................................................................Intro - 6
Record of Revisions ....................................................................................................................................Intro - 7
Distribution List ............................................................................................................................................Intro - 8
Signed Concurrence by Principal Departments/Agencies ............................................................................Intro - 9
PART ONE
Section One, Basic Plan .................................................................................................................................One-3
Section Two, Authorities and References .....................................................................................................One-13
Section Three, Hazard Mitigation .................................................................................................................One-17
Section Four, Mutual Aid ..............................................................................................................................One-21
Section Five, Threat Summary and Assessments ........................................................................................One-28
PART TWO
Management Section ........................................................................................................................................M-1
Operations Section .............................................................................................................................................0-1
Planning/Intelligence Section ..............................................................................................................................P-1
Logistics Section ................................................................................................................................................L-1
Finance/Administration Section ..........................................................................................................................F-1
PARTTHREE
Section One -
Section Two -
Section Three -
Section Four-
Section Five -
Section Six -
Section Seven-
Section Eight -
Section Nine -
Section Ten -
Definitions
Legal Documents
Forms
Management Section Support Documentation
Operations Section Support Documentation
Planning/Intelligence Section Support Documentation
Logistics Section Support Documentation
Finance/Administration Section Support Documentation
SEMS
Resources
Note: Items identified with a (CPG41) (Civil Preparedness Guide) following must remain in this plan as it
complies with the Federal CPG 1-8A crosswalk.
All items identified with a (SEMS41) following must remain in this plan as it complies with the SEMS
cross walk.
City of Rancho Cucamonga Introduction - 11
03/08/2001
SEMS Multi-Hazard Functional Plan
PART ONE
SECTION ONE
BASIC PLAN CONTENTS
Page
SECTION ONE, BASIC PLAN ................................................................................One-4
Purpose ..................................................................................................................One-4
Authorities and References .....................................................................................One-4
Preparedness Elements ..........................................................................................One-4
Concept of Operations .............................................................................................One-4
Preparedness Phase .......................................................................................One-5
Increased Readiness ..............................................................................One-5
Emergency Response Phase ..........................................................................One-6
Pre-Emergency ........................................................................................One-6
Emergency Response .............................................................................One-6
Sustained Emergency ..............................................................................One~7
Recovery Phase ..............................................................................................One-7
Mitigation Phase ..............................................................................................One-7
Peacetime Emergencies ..................................................................................One-8
Level I--Decentralized Coordination and Direction
Level II--Centralized Coordination and Decentralized Direction
Level Ill--Centralized Coordination and Direction
National Security Emergencies ........................................................................One-8
Hazard Identification and Analysis ...........................................................................One-9
Standardized Emergency Management System (SEMS) ........................................One-9
Field Response Level ......................................................................................One-9
Local Government Level ..................................................................................One-9
Operational Area ............................................................................................One-10
Regional .........................................................................................................One-11
State ..............................................................................................................One-11
Federal Emergency Management ..........................................................................One-11
Continuity of Government ......................................................................................One-11
Public Awareness and Education ..........................................................................One-12
Training and Exercises ..........................................................................................One-12
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SEMS Multi-Hazard Functional Plan
Alerting and Warning .............................................................................................One-12
Alerting and Warning Systems ..............................................................................One-13
Emergency Conditions and Warning Actions ........................................................One-13
SECTION TWO, AUTHORITIES AND REFERENCES .........................................One-26
General ..................................................................................................................One-26
Emergency Proclamations .....................................................................................One-26
Local Emergency ...........................................................................................One-26
State of Emergency .......................................................................................One-27
State of War Emergency ...............................................................................One-28
Authorities ..............................................................................................................One-28
Federal ..........................................................................................................One-28
State ..............................................................................................................One-28
Local ..............................................................................................................One-29
References ............................................................................................................One-29
SECTION THREE, HAZARD MITIGATION ...........................................................One-30
Purpose .................................................................................................................One-30
Authorities and References ...................................................................................One-30
General ..................................................................................................................One-30
Implementation ......................................................................................................One-31
Concept of Operations ...........................................................................................One-32
Responsibilities ......................................................................................................One-32
SECTION FOUR, MUTUAL AID ............................................................................One-33
Introduction ............................................................................................................One-33
Mutual Aid System .................................................................................................One-33
Mutual Aid Regions ................................................................................................One-33
Mutual Aid Coordinators ........................................................................................One-34
Participation of Volunteer and Private Agencies ...................................................One-34
Emergency Facilities Used for Mutual Aid .............................................................One-35
Policies and Procedures ........................................................................................One-35
Authorities and References ...................................................................................One-36
Mutual Aid Agreements .................................................................................One-36
Chart 1 - Mutual Aid Systems Flow Chart ..............................................One-37
Chart 2 - Mutual Aid Coordinators Flow Chart .......................................One-38
Chart 3 - State Mutual Aid Regions Map ...............................................One-39
SECTION FIVE, THREAT SUMMARY AND ASSESSMENTS ..............................One-41
City Maps ..........................................................................................One-43
Threat Assessment 1 - Major Earthquake ................................................One-44
Threat Assessment 1A - Urban Flooding ................................................One-53
Threat Assessment 2 - Hazardous Material Incident ..................................One-56
Threat Assessment 3 - Wild Land Fire ....................................................One-60
Threat Assessment 4 - Transportation: Major Air Crash ................................One-62
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SEMS Multi-Hazard Functional Plan
Threat Assessment 4A -Transportation: Train Derailment ............................. One-65
Threat Assessment 4B -Transportation: Truck Incident ................................ One-66
Threat Assessment 4C -Transportation: Metro Line Incident ........................ One-66
Threat Assessment 5- Civil Unrest ...............................................................One-68
Threat Assessment 6- National Security Emergency ................................... One-69
Threat Assessment 7- Terrorism .........................................................One-73
Note: Items identified with a (CPG4) (Civil Preparedness Guide) following must
remain in this plan as it complies with the Federal CPG I-8A crosswalk.
All items identified with a (SEMS4~) following must remain in this plan as it complies
with the SEMS crosswalk.
01/08/2001
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SEMS Multi-Hazard Functional Plan
BASIC PLAN
PURPOSE
The Basic Plan addresses the City's planned response to emergencies associated with
natural disasters and technological incidents--including both peacetime and wartime
nuclear defense operations. It provides an overview of operational concepts, identifies
components of the City's emergency management organization within the Standardized
Emergency Management System (SEMS), and describes the overall responsibilities of the
federal, state and county entities and the City for protecting life and property and assuring
the overall well-being of the population.
AUTHORITIES AND REFERENCES
Disaster response and recovery operations will be conducted as outlined in Concept of
Operations, and in accordance with the enabling legislation, plans, and agreements listed
in Part One, Section Two--Authorities and References.
PREPAREDNESS ELEMENTS
The City will place emphasis on: emergency planning; training of full time, auxiliary and
reserve personnel; public awareness and education; and assuring the adequacy and
availability of sufficient resources to cope with emergencies. Emphasis will also be placed
on mitigation measures to reduce losses from disasters, including the development and
enforcement of appropriate land use, design and construction regulations (see Part One,
Section Threc Hazard Mitigation).
CONCEPT OF OPERATIONS (CPG-20)
Operations during peacetime and national security emergencies involve a full spectrum of
activities from a minor incident, to a major earthquake, to a nuclear detonation. There are
a number of similarities in operational concepts for peacetime and national security
emergencies. Some emergencies will be preceded by a build-up or warning period,
providing sufficient time to warn the population and implement mitigation measures
designed to reduce loss of life and property damage. Other emergencies occur with little or
no advance warning, thus requiring immediate activation of the emergency operations plan
and commitment of resources. All agencies must be prepared to respond promptly and
effectively to any foreseeable emergency, including the provision and utilization of mutual
aid (see Part One, Section Four--Mutual Aid).
Emergency management activities during peacetime and national security emergencies
are often associated with the four emergency management phases indicated below. (CPG-
19) However, not every disaster necessarily includes all indicated phases.
01/08/2001
City of Rancho Cucarnonga
Part One - 4
SEMS Multi-Hazard Functional Plan
Preparedness Phase
The preparedness phase involves activities taken in advance of an emergency. These
activities develop operational capabilities and effective responses to a disaster. These
actions might include mitigation activities, emergency/disaster planning, training and
exercises and public education. Those identified in this plan as having either a primary or
support mission relative to response and recovery should prepare Standard Operating
Procedures (SOPs)/Departmental Emergency Operating Procedures (EOPs) and
checklists detailing personnel assignments, policies, notification rosters, and resource lists.
Personnel should be acquainted with these SOPs/EOPs and checklists through aeriodic
training in the activation and execution procedures.
Increased Readiness
The receipt of a warning or the observation that an emergency situation is imminent or
likely to occur soon will initiate increased readiness actions. Actions to be accomplished
include, but are not necessarily limited to (CPG-48):
· Review and update of emergency plans, SOPs/EOPs, and resources listings.
· Dissemination of accurate and timely emergency public information.
· Accelerated training of permanent and auxiliary staff.
· Inspection of critical facilities.
· Recruitment of additional staff and Disaster Services Workers.
· Mobilization of resources
· Testing warning and communications systems.
Response Phase
Pre-Emergency
When a disaster is inevitable, actions are precautionary and emphasize protection of life.
Typical responses might be:
· Evacuation of threatened populations to safe areas.
· Advising threatened populations of the emergency and apprising them of safety
measures to be implemented.
· Advising the San Bernardino County Operational Area of the emergency.
· Identifying the need for mutual aid and requesting such through the San Bemardino
County Operational Area.
· Proclamation of a Local Emergency by local authorities.
Emergency Response
During this phase, emphasis is placed on saving lives and property, control of the situation
and minimizing effects of the disaster. Immediate response is accomplished within the
affected area by local government agencies and segments of the private sector.
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SEMS Multi-Hazard Functional Plan
One of the following conditions will apply to the City during this phase: · The situation can be controlled without mutual aid assistance from outside the City.
· Evacuation of portions of the City is required due to uncontrollable immediate and
ensuing threats.
· Mutual aid from outside the City is required.
· The City is either minimally impacted, or not impacted at all, and is requested to
provide mutual aid to other jurisdictions.
The emergency management organization
following operations:
will give priority to the
· Dissemination of accurate and timely emergency public information and warning to
the public.
· Situation analysis.
· Resource allocation and control.
· Evacuation and rescue operations.
· Medical care operations.
· Coroner operations.
· Care and shelter operations.
· Access and perimeter control.
· Public health operations.
· Restoration of vital services and utilities.
When local resources are committed to the maximum and additional resources are
required; requests for mutual aid will be initiated through the San Bernardino County
Operational Area. Fire and law enforcement agencies will request or render mutual aid
directly through established channels. The appropriate local official must authorize any
action, which involves financial outlay by the jurisdiction, or a request for military
assistance. If required, State Office of Emergency Services (OES) may coordinate the
establishment of one or more Disaster Support Areas (DSAs) where resources and
supplies can be received, stockpiled, allocated, and dispatched to support operations in the
affected area(s).
Depending on the severity of the emergency, a Local Emergency may be proclaimed, the
local Emergency Operating Center (EOC) may be activated, and San Bernardino County
Operational Area will be advised. The State OES Director may request a gubernatorial
proclamation of a State of Emergency. Should a State of Emergency be proclaimed, state
agencies will, to the extent possible, respond to requests for assistance. These activities
will be coordinated with the State OES Director.
State OES may also activate the State Operations Center (SOC) in Sacramento to support
State OES Regions, state agencies and other entities in the affected areas and to ensure
the effectiveness of the state's SEMS. The State Regional EOC (REOC) in Los Alamitos,
or an alternate location, will support the San Bernardino County Operational Area.
If the Governor requests and receives a Presidential declaration of an Emergency or a
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01/08/2001
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Major Disaster under Public Law 93-288, he will appoint a State Coordinating Officer
(SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and
control state and federal recovery efforts in supporting local operations. All emergency
response efforts and initial recovery support will be coordinated by the REOC.
Sustained Emergency
In addition to continuing life and property protection operations, mass care, relocation,
registration of displaced persons, and damage assessment operations will be initiated.'
Recovery Phase
As soon as possible, the State OES Director, operating through the SCO, will bring
together representatives of federal, state, county, and city agencies, as well as
representatives of the American Red Cross, to coordinate the implementation of assistance
programs and establishment of support priorities. Disaster Application Centers (DACs)
may also be established, providing a "one-stop" service to initiate the process of receiving
federal, state and local recovery assistance.
The recovery period has major objectives, which may overlap, including: · Reinstatement of family autonomy.
· Provision of essential public services.
· Permanent restoration of private and public property.
· Identification of residual hazards.
· Plans to mitigate future hazards.
· Recovery of costs associated with response and recovery efforts.
Mitigation Phase
Mitigation efforts occur both before and following disaster events. Post-disaster mitigation
is part of the recovery process. Eliminating or reducing the impact of hazards, which exist
within the City and are a threat to life and property, are parts of the mitigation efforts.
Mitigation tools include:
· Local ordinances and statutes (zoning ordinance, building codes and enforcement,
etc. ).
· Structural measures.
· Tax levee or abatements.
· Public information and community relations.
· Land use planning.
· Professional training.
Peacetime Emergencies
The type and magnitude of the emergency will dictate the City's partial or total response to
01/08/2001
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SEMS Multi-Hazard Functional Plan
natural disasters or technological incidents. Generally, response to a major peacetime
emergency situation will progress from local, to county, to state, to federal involvement.
For planning purposes, State OES has established three levels of emergency response to
peacetime emergencies, which are based on the severity of the situation and the
availability of local resources. (Note: These levels do not directly correlate with the four
classifications of nuclear power emergencies.)
Level One--Decentralized Coordination and Direction
A minor to moderate incident wherein local resources are adequate and available. A
Local Emergency may or may not be proclaimed. The City EOC may or may not be
activated. Off-duty personnel may be recalled.
Level Two--Centralized Coordination and Decentralized Direction
A moderate to severe emergency wherein local resoumes are not adequate and mutual
aid may be required on a regional or even statewide basis. Key management level
personnel from the principal involved agencies will co-locate in a central location to
provide jurisdictional or multi-jurisdictional coordination. The EOC should be activated.
Off-duty personnel may be recalled. A Local Emergency will be proclaimed and a
State of Emergency may be proclaimed.
Level Three--Centralized Coordination and Direction
A major local or regional disaster wherein resources in or near the impacted area are
overwhelmed and extensive state and/or federal resources are required. A Local
Emergency and a State of Emergency will be proclaimed and a Presidential Declaration
of an Emergency or Major Disaster will be requested. All response and early recovery
activities will be directed from the EOC. All off-duty personnel will be recalled.
Specific operational concepts, to include the emergency response actions of the various
elements of the Standardized Emergency Management System, are reflected in Part Two
of this Plan.
National Security Emergencies
National security emergencies may range from minor inconveniences such as food and
petroleum shortages to a worst-case scenario involving an attack on the United States
utilizing nuclear weapons. Protective measures to be employed in the event of a
threatened or actual attack on the United States include:
In-place protection.
Spontaneous evacuation by an informed citizenry may be considered a viable option
within the context of this plan.
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HAZARD IDENTIFICATION AND ANAL YSIS
A hazard analysis has indicated that the City may be at risk to certain incidents and to
national security emergencies. These hazards are identified in Part One, Section Fivo
Threat Assessments, which also provide general and specific information on their
possible impact on the jurisdiction.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
In an emergency, governmental response is an extraordinary extension of responsibility
and action, coupled with normal day-to-day activity. Normal governmental duties will be
maintained, with emergency operations carried out by those agencies assigned specific
emergency functions. The Standardized Emergency Management System (SEMS) has
been adopted by the City of Rancho Cucamonga for managing response to multi-agency
and multi-jurisdiction emergencies and to facilitate communications and coordination
between all levels of the system and among all responding agencies. Chapter 1 of Division
2 of Title 19 of the California Code of Regulations establishes the standard response
structure and basic protocols to be used in emergency response and recovery. (CPG-55)
Fully activated, the SEMS consists of five levels: field response, local govemment,
operational areas (countywide), OES Mutual Aid Regions, and state government. Field
Response Level
The field response level is where emergency response personnel and resources, under the
command of an appropriate authority, carry out tactical decisions and activities in direct
response to an incident or threat. SEMS regulations require the use of the Incident
Command System (ICS) at the field response level of an incident. The ICS field functions
to be used for emergency management are command, operations, planning/intelligence,
Iogistics, and finance/administration.
Local Government Level (CPG-55)
Local governments include cities, counties, and special districts. Local governments
manage and coordinate the overall emergency response and recovery activities within their
jurisdiction. Local governments are required to use SEMS when their emergency
operations center is activated or a local emergency is proclaimed in order to be eligible for
state funding of response-related personnel costs. In SEMS, the local government
emergency management organization and its relationship to the field response level may
vary depending upon factors related to geographical size, population, function and
complexity. Local governmental levels shall provide the following functions: management,
operations, planning/intelligence, Iogistics, and finance/administration. Local jurisdictions
are responsible for overall direction of personnel and equipment provided for emergency
operations through mutual aid (Govemment Code Section 8618). Additional details relative
to the organization and responsibilities of the SEMS elements at each of the levels are
provided in Part Two, Management System.
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SEMS Multi-Hazard Functional Plan
Operational Area
Under SEMS, the operational area is defined in the Emergency Services Act as an
intermediate level of the state's emergency services organization consisting of a county
and all political subdivisions within the county area. Political subdivisions include cities, a
city and county, counties, district or other local governmental agency, or public agency as
authorized by law. The operational area is responsible for:
· Coordinating information, resources and priorities among local governments within the
operational area,
· Coordinating information, resources and priorities between the regional level and the
local government level, and
SEMS regulations specify that all local governments within a county geographic area be
organized into a single operational area and that the county board of supervisors is
responsible for its establishment. The San Bernardino County Fire Department is the lead
agency for the San Bernardino County Operational Area, which includes the City of
Rancho Cucamonga. All local governments should cooperate in organizing an effective
operational area, but the operational area authority and responsibility is not affected by the
nonparticipation of any local government.
Activation of the Operational Araa during a State of Emergency or a Local Emergency is
required by SEMS regulations under the following conditions:
1)
A local government within the operational araa has activated its EOC and
requested activation of the operational area EOC to support their emergency
operations.
2) Two or mora cities within the operational area have proclaimed a local emergency.
3) The county and one or more cities have proclaimed a local emergency.
4)
A city, city and county, or county has requested a governor's proclamation of a state
of emergency, as defined in the Government Code Section 8558(b),
5)
The governor for the county or two or more cities within the operational area
proclaims a state of emergency.
6)
The operational area is requesting resources from outside its boundaries. This does
not include resources used in normal day-to-day operations, which are obtained
through existing mutual aid agraements.
7)
The operational area has raceived rasource raquests from outside its boundaries.
This does not include rasources used in normal day-to-day operations, which ara
obtained through existing mutual aid agraements.
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If the San Bernardino County Operational Area is activated, the Sheriff of San Bernard ino
County will be the Director of Emergency Operations (Operational Area Coordinator) for
the San Bernardino County Operational Area and will have the overall responsibility for
coordinating and supporting emergency operations within the county. The Area
Coordinator and supporting staff will constitute the Operational Area Emergency
Management Staff. The County of San Bernardino EOC will fulfill the role of Operational
Area EOC.
Regional
Because of its size and geography, the state has been divided into six mutual aid regions.
The purpose of a mutual aid region is to provide for the more effective application and
coordination of mutual aid and other emergency related activities.
State OES has also established three Administrative Regions (Coastal, Inland and
Southern). These Administrative Regions are the means by which State OES maintains
day-to-day contact with emergency services organizations at local, county and private
sector organizations.
In SEMS, the regional level manages and coordinates information and resources among
operational areas within the mutual aid region and also between the operational areas and
the state level. The regional level also coordinates overall state agency support for
emergency response activities within the region.
State
The state level of SEMS manages state resources in response to the emergency needs of
the other levels and coordinates mutual aid among the mutual aid regions and between the
regional level and state level. The state level also serves as the coordination and
communication link between the state and the federal disaster response system.
FEDERAL EMERGENCY MANAGEMENT
The Federal Emergency Management Agency (FEMA) serves as the main federal
government contact during emergencies, major disasters and national security
emergencies.
CONTINUITY OF GOVERNMENT
A major disaster or national security emergency could result in the death or injury of key
government officials and/or the partial or complete destruction of established seats of
government, and public and private records essential to continued operations of
government. Government at all levels is responsible for providing continuity of effective
leadership, authority and adequate direction of emergency and recovery operations. The
California Government Code Section 8643(b) and the Constitution of California provide the
authority for state and local government to reconstitute itself in the event incumbents are
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unable to serve. Pad two; Management Section prevides complete details on the
Continuity of Government Pregram in California.
PUBLIC AWARENESS AND EDUCATION
The public's response to any emergency is based on an understanding of the nature of the
emergency, the potential hazards, the likely response of emergency services and
knowledge of what individuals and groups should do to increase their chances of survival
and recovery.
Public awareness and education prior to any emergency are crucial to successful public
information efforts during and after the emergency. The pre-disaster awareness and
education programs must be viewed as equal in importance to all other preparations for
emergencies and receive an adequate level of planning. These programs must be
coordinated among local, state and federal officials to ensure their contribution to
emergency preparedness and response operations. Emergency Public Information
procedures are addressed in Part Two, Management Section.
TRAINING AND EXERCISES
Training and exemises are essential at all levels of government to make emergency
operations personnel operationally ready. All emergency plans should include provision for
training.
The objective is to train and educate public officials, emergency response personnel and
the public. The best method for training staff to manage emergency operations is threugh
exercises.
Exereises are conducted on a regular basis to maintain the readiness of operational
procedures. Exereises provide personnel with an opportunity to become thoroughly
familiar with the procedures, facilities and systems that will actually be used in emergency
situations. There are several forms of exercises:
· Tabletop exercises previde a convenient and low-cost method designed to evaluate
policy, plans and precedures and resolve coordination and responsibilities. Such
exercises are a good way to see if policies and precedures exist to handle certain
issues.
· Functional exercises are designed to test and evaluate the capability of an individual
function such as evacuation, medical, communications or public information.
· Full-scale exercises simulate an actual emergency. They typically involve complete
emergency management staff and are designed to evaluate the operational capability
of the emergency management system,
ALERTING AND WARNING
Warning is the process of alerting governmental forces and the general public to the threat
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of imminent extraordinary danger. Dependent upon the nature of the threat and the
population group at risk, warning can originate at any level of government.
Success in saving lives and property is dependent upon timely dissemination of warning
and emergency information to persons in threatened areas. Local government is
responsible for warning the populace of the jurisdiction. Government officials accomplish
this using warning devices located within the community or mounted on official vehicles.
The warning devices are normally activated from a point staffed 24 hours a day.
There are various mechanical systems in place, described below, whereby an alert or
warning may originate or be disseminated. Following the description of the systems is an
explanation of the "Emergency Conditions and Warning Actions" through which these
system may be accessed. (CPG-97)
FEDERAL ALERTING AND WARNING SYSTEMS
EBS Emergency Broadcast System (to be converted to the Emergency Alerting System
[EAS] in the near future)
The Emergency Broadcast System (EBS) is designed for the broadcast media to
disseminate emergency public information. This system enables the President, and
federal, state and local governments to communicate with the general public through
commercial broadcast stations.
This system uses the facilities and pemonnel of the broadcast industry on a volunteer
basis. EBS is operated by the broadcast industry according to established and approved
EBS plans, standard operating procedures and within the rules and regulations of the
Federal Communications Commission (FCC). FCC rules and regulations require all
participating stations with an EBS operating area to broadcast a common program. Each
broadcast station volunteers to participate in EBS and agrees to comply with established
rules and regulations of the FCC.
EBS can be accessed at federal, state, and local levels to transmit essential information to
the public. Message priorities under Part 73.922(a) of the FCC's rules are as follows:
· Priority One Presidential Messages (carried live)
· Priority Two EBS Operational (Local) Area Programming
· Priority Three State Programming
· Priority Four National Programming and News
Presidential messages, national programming and news will be routed over established
network facilities of the broadcast industry. State programming will originate from the state
operations center and will be transmitted through the state using the state's CLERS
VHF/UHF radio relay stations.
The FCC has established committees of broadcast industry personnel at each
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SEMS Multi-Hazard Functional Plan
governmental level to develop EBS plans. These include:
· Federal
· State
· Local
the EBS Advisory Committee
State Emergency Communications Committee
Operational Area Emergency Communications Committee
NAWAS National Warning System
NAWAS is a dedicated wire-line system that provides two-way voice communications
between federal warning center, state warning points and local warning points. If the
situation ever presents itself, NAWAS is a nationwide system developed to send warnings
of impending attack throughout the nation. The system may be activated from two federal
facilities that are staffed 24 hours daily: the National Warning Center (North American Air
Defense Command, Colorado Springs) and the Alternate National Warning Center (Olney,
Maryland).
During major peacetime emergencies, state agencies may use portions of NAWAS
augmented by state and local systems. Each state has a warning point that controls the
NAWAS connection within the state. See State Level CALWAS for more information.
Tests
NAWAS is tested three times daily at unscheduled times. The state warning point, OES
acknowledges the test for California. If OES does not respond, the alternate, CHP, will
acknowledge the test. Immediately following the national test, the state NAWAS test is
conducted.
Sign als (For informational purposes only--this warning system is no longer used in
the City of Rancho Cucamonga.)
Attention or Alert
The Attention or Alert signal is a three to five-minute steady tone on sirens, horns or
other devices. This signal means: "An emergency situation exists or is imminent.
Listen to your local or area radio or television station for essential information."
Attack Warning Signal
The Attack Warning signal, a three to five-minute wavering tone on sirens or a sedes
of short blasts on horns or other devices, are repeated as often as NAWAS instructs
or as local government authorities deem necessary,
The Attack Warning signal indicates that an actual attack against this country has
been detected. This signal is used for the initial attack warning and subsequent
attack warnings. THIS SIGNAL WILL BE USED FOR NO OTHER PURPOSE AND
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WILL HAVE NO OTHER MEANING. Everyone should immediately protect himself
and listen to the area EBS station for instructions,
NWS National Weather Service
The National Weather Service transmits continuous weather information on 162.40,
162.475, and 162.55 MHZ frequencies. Weather Service severe weather broadcast is
preceded with a 1,050 MHZ tone that activates weather monitor receivers equipped with
decoders. The Weather Service can also access NAWAS to announce severe weather
information.
STATE ALERTING AND WARNING SYSTEMS
CALWAS California Warning System
CALWAS is the state portions of NAWAS that extends to communications and dispatch
centers throughout the state. The State Office of Emergency Services headquarters ties
into the federal system through the Warning Center in Sacramento. Circuits then extend to
county warning points. The California Highway Patrol headquarters in Sacramento is the
state's alternate warning point. Both state and federal circuits are monitored 24 hours a
day at the Warning Center, the alternate point and each of the local warning points.
Counties not on this system will receive warning through other means (normally over the
California Law Enforcement Telecommunications System [CLETS]).
Immediately following the NAWAS test through the Warning Center, the state conducts the
CALWAS test. On alternate Wednesdays, the alternate state warning point, CHP,
conducts a test at 10:00 a.m. local time.
Backup systems for CALWAS includes:
CESFRS
· CESRS
· CLEMARS
· CLERS
· CLETS
California Emergency Services Fire Radio System
California Emergency Services Radio System
California Law Enforcement Mutual Aid Radio System
California Law Enforcement Radio System
California Law Enforcement Telecommunications System
CESI=RS California Emergency Services Fire Radio System
CESFRS is the statewide communications network, available to all fire agencies. The
three available channels have been designated Fire White #1, #2 and #3. White #1 is
authorized for base station and mobile operations. White #2 and White #3 are for mobile
and portable use only. All three white channels are designated by the Federal
Communications Commission as "Inter-system" channels and are intended solely for inter-
agency fire operations, i.e. mutual aid. White #2 and White #3 are intended for on-scene
use only.
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CESRS California Emergency Services Radio System
CESRS serves as an emergency communications system for OES and county emergency
services organizations. The system assists in the dissemination of warning information
and to support disaster and emergency operations. The system may be used on a day-to-
day basis for administrative emergency services business. Statewide communications are
provided through a number of microwaves interconnected mountain top relays. It operates
under appropriate FCC rules and regulations and is administered by the State of California
through the Office of Emergency Services. See the "California Emergency Services Radio
System, Plan and Licensing Guide," July 1990, written by OES Telecommunications
Division for more information.
CLEMARS California Law Enforcement Mutual Aid Radio System
CLEMARS was established to provide common police radio frequencies for use statewide
by state and local law enforcement agencies during periods of man-made or natural
disasters or other emergencies where inter-agency coordination is required. It operates
under appropriate FCC rules and regulations and is administered by the State of California
through the Office of Emergency Services.
Participation in CLEMARS is open to all California Law Enforcement agencies, which are
eligible to operate on radio frequencies authorized by the FCC for the Police Radio
Service. In addition, the agency's political subdivision must be a signatory to the California
Disaster and Civil Defense Master Mutual Aid Agreement and have developed a mutual aid
response capability with trained personnel who will respond when requested by their
operational area or regional mutual aid coordinator to provide required assistance.
The system establishes four priorities for use:
I. Emergency Operations of law enforcement agencies, pdmadly mutual aid activities.
II. Emergency or urgent operations of above, involving a single agency.
III. Special event control activities, generally of a pre-planned nature and generally
involving joint participation of two or more agencies; or two or more police divisions,
stations of CHP, etc. Drills, rehearsals, command post exercises and like activities
shall be considered as Priority III activities.
IV. When no traffic of a higher priority classification is in progress, agencies
participating in CLEMARS may utilize the frequency for local communications as a
secondary means of communication.
The Regional Law Enforcement Coordinator is responsible for coordination of use of the
system within the Mutual Aid Region. The City of Rancho Cucamonga participates in
CLEMARS, and is licensed for mobile and base station communications.
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CLERS California Law Enforcement Radio System (Intercity Radio)
CLERS is a microwave interconnected radio repeater system with statewide coverage. it
may also have been referred to locally as Intercity Radio. This system was designed for
use by law enforcement agencies for point-to-point communications and to provide a
backup warning system to all counties in the state. OES provides and maintains the
statewide repeater system and microwave network for use by law enforcement agencies.
System users are responsible for providing their own base station equipment and obtaining
proper licensing from the FCC. CLERS participation is voluntary, and many agencies no
longer maintain the equipment. The Telecommunications Bureau of OES is the contact for
CLERS. The City of Rancho Cucamonga does not participate in CLERS.
CLETS California Law Enforcement Telecommunications System
CLETS is a high-speed message switching system that became operational in 1970.
CLETS provides law enforcement and criminal justice agencies access to various data
bases and the ability to transmit and receive point-to-point administrative messages to
other agencies within California or via the National Law Enforcement Telecommunications
System (NLETS) to other states and Canada. Broadcast messages can be transmitted
intrastate to participating agencies in the Group Bulletin Network and to regions nationwide
via NLETS. CLETS has direct interface with the FBI-NCIC, NLETS, DMV, Oregon and
Nevada. The State provides the computer hardware, switching center personnel,
administrative personnel, and the circuitry to one point in each county. The local agencies
provide the circuitry and equipment that link them to their county termination point. A
number of agencies have message switching computer (MSC) systems and computer
aided dispatch (CAD) systems that directly connect to CLETS. Many of these systems
have mobile data terminals (MDT's) which allow an officer in the field to inquire directly into
various systems. The CLETS terminal in the City of Rancho Cucamonga is housed at the
Police Department. The CLETS Information Manual is located in the Police Department's
Dispatch Center. The County of San Bernardino provides the local interface, known as
JDIC (Justice Data Interface Controller).
EBS Emergency Broadcast System
Each state has been divided into a number of EBS operational areas, consisting of one or
more counties within radio reception range of EBS stations serving the area. Califomia has
thirty EBS Operational Areas (OA). Almost all AM-FM and TV broadcast stations have
national defense emergency authorizations and several of these are protected from fallout.
The purpose of EBS in California is to provide warning, emergency information, guidance,
instructions and news of a manmade or natural threat to the public safety, health and
welfare.
One primary station in each OA assumes the function of the Common Program Control
Broadcast Station forthe OA. it is called the CPCS-1 station. Ifforany reason a CPCS-1
is unable to carry out this responsibility, either primary or alternate broadcast stations
assigned as CPCS locations, will be activated in descending order. CPCS assignments
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SEMS Multi-Hazard Functional Plan
are made by the FCC, not the State or local governments. OAs are urged to develop EBS
systems that employ a system whereby the local OES feeds all the radio stations
simultaneously and not just the CPCS-1 station.
See the Federal EBS description for Program Priorities. Message priorities are as follows:
Priority One immediate and positive action without delay is required to save lives.
Priority Two Actions required for the protection of property and instructions to the
public requiring expedient dissemination.
Priority Three Information to the public and all others.
(Reference: State EBS Operations Plan, Emergency Broadcast System, March 1987.)
EDIS Emergency Digital Information System
The EDIS provides local, state and federal agencies with a direct computer link to the news
media and other agencies during emergencies. EDIS supplements existing emergency
public information systems such as the Emergency Broadcast System. By combining
existing data Input Networks with a digital radio Distribution System, EDIS gives authorized
agencies a direct data link to the news media and other agencies.
The main purpose of EDIS is to distribute official information to the public during
emergencies. However, a system that is not used day-to-day will not be used with
confidence during an emergency. Therefore, certain non-emergency uses of EDIS are
permitted so long as they do not interfere with more urgent transmissions.
EDIS may be used to transmit information in the following categories, listed in priority
order:
FLASH Alerts and warning of immediate life-safety value to members of the public.
NEWS Information of immediate benefit to the public. Releases in this category may
include reports of unusual natural, social or technological events; notices of government
activities requiring specific action by members of the public; road and traffic information
and instructions for those affected by an emergency.
INFO Advisory messages for coordination between government and the news
media. Topics might include times and locations of news briefings, schedules for media
tours of emergency scenes, "pool coverage" arrangements, and airspace restrictions.
TEST Transmissions to verify operation of equipment and for training of originating
personnel.
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Senders of EDIS messages should bear in mind that almost anyone could obtain the
equipment to receive EDIS messages. Confidential or sensitive information should never
be transmitted over EDIS.
OASIS Operational Area Satellite Information System
The OASIS project, funded under the Earthquake Hazards Reduction Act of 1986, was
established to create the most robust communications system possible using leased
transponder space from commercial satellite operators. The result is the establishment of
a system that allows virtually un-interruptible communication between state, regional and
operational area level EOCs.
OASIS is a system that consists of a communications satellite, multiple remote sites and a
hub.
The satellite is in a stationary or geo-synchronous orbit above the earth's equator. A high
frequency (HF) radio system and a satellite communications network were constructed to
link all 58 counties with State OES and other state agencies for disaster communications
as well as day-to-day traffic. The system, which uses technology similar to cellular
telephones, has 60 channels. When a user picks up the line, the system automatically
searches for the best available channel.
The equipment necessary for the remote sites includes a six-foot diameter dish antenna
using Very Small Aperture Terminal or VSAT technology. These sites were originally set
up by OES and are capable of conducting six simultaneous voice conversations and one
data channel at a rate of 9600 baud.
The final component is the hub. The hub is a large external dish antenna and a network
control station that is managed by OES personnel. The hub provides access control for
the system and can control up to 800 remote stations. OES personnel will use the hub to
define the network, detect trouble and serve as an emergency alert network for other OES
personnel.
OPERATIONAL AREA ALERTING, NOTIFICATION AND WARNING
SYSTEMS
CUBE Caltech/U.S. Geological Survey Broadcast of Earthquakes
The CUBE system is the product of a cooperative effort between the California Institute of
Technology and the United States Geological Survey. Earthquake data is collected at
Caltech Seismological Laboratory in Pasadena and is reduced to provide earthquake time,
location and magnitude. This information is then transmitted to a commercial paging
system where it is broadcast to government and private sector subscribers' paging units.
These pagers may be carried by personnel or connected to a personal computer that
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receives the information and displays it on a map. The CUBE project offers the following
capabilities to government:
· Automatically provides near real-time locations and magnitudes of earthquakes;
· Automatically provides estimates of the distribution of ground shaking following
significant earthquakes, and;
· Warns of imminent ground shaking in the seconds following an earthquake, but before
waves actually reach sites that may be damaged.
Subscribers within San Bernardino County government include emergency management
personnel from the following departments: CAO, Sheriff, Fire and Public Works.
Computers are located in each of the following locations: County/Operational Area EOC,
Fire and Public Works Departmental Operations Centers. La Verne Fire/Police Dispatch
Center has pager assigned to them.
EBS Emergency Broadcast System
Emergency information is broadcast directly through the South Coast Air Quality
Management District (SCAQMD) transmitters (primarily used for broadcasting smog alerts)
to all broadcasters in San Bernardino County simultaneously and also to others who by law
must monitor this frequency (school districts and businesses with more than 100
employees). A decoder is also available to alert that an emergency broadcast is about to
be transmitted to eliminate the need for constant monitoring of the frequency.
Examples of emergencies identified by San Bernardino County Operational Area which
may warrant either immediate or delayed response under EBS by the broadcast industry
are earthquake, serious fires, heavy rains and flooding, widespread power failures, severe
industrial accidents and hazardous matedal accidents. The context of any emergency
broadcast transmitted on EBS should be of concern to a significant segment of the
population of San Bemardino County.
Any one of the following parties can authorize EBS activation: (CPG-99)
· Sheriff of San Bernardino County or designate
· Chairman of the San Bernardino County Board of Supervisors or designate
· Mayor or designate
· Chief of Police or designate
· Authorized public official of the incorporated cities of San Bernardino County
· Authorized representative of the National Oceanic and Atmosphere Administration
(NOAA)
The Sheriff of San Bernardino County, while not the originator of the EBS material, is
responsible for the content and authenticity of the information broadcast over the local
EBS. Local broadcast stations have the right to edit or use any or all of an EBS broadcast.
Any jurisdiction may make separate programming arrangements with any broadcast
station independent of the EBS. (See Part Threo Operations for Draft EBS lEAS] Plan
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for San Bernardino County, May 26, 1995).
ENN Emergency News Network
The San Bernardino County ENN is a communications protocol that incorporates voice,
data and video transmissions. It has been developed to provide direct access from local
government agencies to media and corporate organizations for the immediate
dissemination of emergency information.
Printed "text" information messages may be transmitted through any available Justice Data
Interface Controller (JDIC) terminal directly to the commercial broadcast media and other
public subscribers. The Statewide Emergency Digital Information Service (EDIS) is used
as the pathway for ENN messages and is monitored by local, state and national media.
Local EBS voice and video broadcasts are accomplished at the San Bernardino County
Operational Area Emergency Operations Center facility. (See Part Three---Operations
for ENN Administrative Policy.)
LOCAL ALERTING AND WARNING SYSTEMS (See Part Threo
Operations/Alerting and Warning for Procedures)
(CPG-96) The does NOT maintain siren systems.
Cable TV
The City has no agreement with and cable to provide the public with alerting and
notification of various disaster situations. The city's cable channel 3 Mark Cable will scroll
emergency information on the City's channel, or provide live announcements. AI this time
there is no provision to scroll alert information across all TV channels. This system includes
break into all TVs that are a part of this cable system. This includes a "leader" that will
scroll across any 'iV station that is turned on directing viewers to tune to their local cable
channel for more information.
Emergency Broadcast System (EBS
The San Bernardino County Fire Department administers the EBS. Activation of the San
Bernardino County EBS shall be for emergency events and conditions of concern to a
significant segment of the population of San Bernardino County. The message must be a
voice message, it may be prerecorded and it must originate from the County's
Communications Center.
Electronic News Network (ENN)
The ENN is a subset of the EBS. It is a digital format that allows messages to be sent via
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the State of California's EDIS system. The media, schools, large business and anyone
who monitors the AQMD channels will receive the digital message. It is less restrictive
than an EBS broadcast and can be originated by any agency with access to a JDIC
terminal. It allows for routine or test messages, in addition to emergency messages.
Radio
The City of Rancho Cucamonga has agreements with several radio stations to provide the
public with alert and notification of various disaster situations. A complete listing is in the
Management Section (PIO Section) of this plan.
Other warning systems utilized by the City of Rancho Cucamonga include mobile
emergency vehicle sirens and loudspeakers, helicopters using PA systems, local TV and
radio and door-to-door notification by Neighborhood Watch Block Captains and law
enforcement volunteers, explorers and reserve deputies/officers
EMERGENCY CONDITIONS AND WARNING ACTIONS
Methods of warning state and local governments of specific emergency conditions are
described below:
Earthquake
Earthquakes occur without warning. OES could receive notification of an earthquake as
well as subsequent information, including damage reports, from various sources, such as:
· University of California Seismological Observatory, Berkeley
· California Institute of Technology, Pasadena
· Water Resources Department
· OES Regional Offices
· Local Governments
· Federal/State Agencies
· Honolulu Observatory
This information may be received through NAWAS, radio, Teletype and/or telephone and
would be further disseminated as appropriate using any or all of these means. The State
Warning Center has a seismic alarm system that activates during earthquakes, prompting
duty personnel to investigate the disturbance.
Earthquake Advisories
(Reference: California Earthquake Advisory Plan, Oct. 1990, Section 3. Procedures on
the advisory can be found in Sections 6 and 7 of this document.)
Earthquake Advisories are statements by OES regarding scientific assessment that, within
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SEMS Multi-Hazard Functional Plan
a specified period (usually 3-5 days) there is an enhanced likelihood for damaging
earthquakes to occur in areas designated in the Advisory. Advisories are not formal
predictions and are issued following earthquakes in which there is concern about
subsequent damaging earthquakes. The basis of the advisories is existing knowledge of
the seismic history and potential of the area under consideration.
Local Government
Upon notification of an Earthquake Advisory from OES, local government should:
disseminate information to key personnel, ensure the readiness of systems essential to
emergency operations; implement protective and mitigate actions; provide guidance to
the public on appropriate precautionary actions.
Notification Process
The Office of Emergency Services will notify State agencies, local governments and
designated Federal agencies of all Earthquake Advisories through a
telecommunications and radio fan-out process.
The method of contact to State agencies, local governments and Federal agencies will
vary depending upon the availability of communications. Systems to be used may
include The California Warning System (CALWAS), the California Law Enforcement
Telecommunications System (CLETS), the California Emergency Services Radio
System (CESRS), FAX and commercial telephone service.
OES WILL FOLLOW A FOUR-STEP PROCESS IN ISSUING AND
CANCELING ADVISORIES:
1. Information regarding additional seismic activity will be disseminated in the form of
an Earthquake Advisory. The Advisory will include information on the background
of the Advisory, the areas included in the Advisory and the period of time in which
the Advisory is in effect. The Earthquake Advisory will be issued to jurisdictions
determined to be located within the area of enhanced risk. Advisories are
usually issued for a 3-5 day period. OES will keep local governments advised of
any updates on the situation, as they become available.
In most instances, the notification of the issuance of an Earthquake Advisorywill be
to the affected counties via CLETS, followed by an announcement over CALWAS.
It is the responsibility of county offices that receive the Advisory to forward the
information immediately to all cities within the county and county emergency
services coordinators. City offices that receive the Advisory should, in turn, forward
the information to the city emergency services coordinator.
2. Following the issuance of the Earthquake Advisory to jurisdictions within the area of
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SEMS Multi-Hazard Functional Plan
enhanced risk; OES will issue a Notice of Earthquake Advisory to State
departments, specified Federal agencies and all other counties in the State.
The Notice of Earthquake Advisory is issued for informational purposes. No specific
actions are recommended to jurisdictions receiving this notice, except at the
discretion of local officials. It will be disseminated via the same telecommunications
systems as the Earthquake Advisory.
OES will inform the news media and public of an Earthquake Advisory by the issue
of an Earthquake Advisory News Release.
At the end of the period specified in the initial Advisory, OES will issue an End of
Earthquake Advisory Period message. This cancellation message will be issued
over the same telecommunications systems as were used to initially issue the
Advisory and Notice of Advisory to State agencies, local government, specified
Federal agencies, the news media and the public. An Advisory may be extended if
scientific assessments continue to indicate reasons for such a continuation.
(See Part Three--Operations/Alerting and Warning for sample mitigation checklists for
local governments in responding to an Advisory issued by OES.)
Earthquake Prediction (short-term)
The short-term Earthquake Prediction Response Plan provides direction and guidance to
State agencies for responding to (1) a prediction that an earthquake may occurwithin a few
hours to a few days or (2) issuance of an Advisory regarding an increase likelihood that a
damaging earthquake may occur. When implemented, the actions recommended within
this Plan will result in increased operational readiness and preparedness of Stage agencies
to deal effectively with a short-term earthquake prediction and with the predicted
earthquake, should it occur.
Formal predictions include specific identification of expected magnitude, location, time and
likelihood of occurrence (i.e., probability), that have been rigorously reviewed and
confirmed by the Califomia Earthquake Prediction Evaluation Council (CEPEC). (See
California short-term Earthquake Prediction Response Plan, Oct., 1990.)
Fire
The affected area through the Operational Area normally issues initial warnings of major
conflagrations and/or OES Regional Fire Coordinator, using whatever means of
communications are appropriate and available. Requests for mutual aid follow the same
channels.
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Rood
A flood emergency is normally preceded by a buildup period that permits marshaling of
forces as required to combat the emergency. During the buildup period, OES cooperates
with the National Weather Service and the State Department of Water Resources by
relaying pertinent weather information and river bulletins to local government officials in the
affected areas. OES receives this information over selected circuits and relays it to OES
Regions through the OES private line Teletype system and to law enforcement agencies
via CLETS.
Flood Stages and Bulletins
During periods of potential flooding in Southern California, the National Weather Service,
San Bernardino, will issue the appropriate bulletins typically from Oxnard. After receiving
these messages, the state Warning Center transmits these messages immediately on
CLETS to local governments in areas that are likely to be affected.
Hazardous Materials
Potential hazardous materials situations are identified during the planning phase by the
San Bernardino County Fire Department. Area Plans address in detail the specifics for
hazardous materials planning for the local area. (Reference: California Health and
Safety Code: Chapter 6.95)
The responsible party or the responding agency makes initial notifications of an incident to
the California Warning Center in Sacramento at 800~852-7550 as soon as the incident
occurs. The Warning Center then makes notifications to various state agencies and the
regional duty officer.
Severe Weather Warning
These include severe weather bulletins and statements relating to special weather
conditions. National Weather Service offices in California issue bulletins when severe
weather is imminent. By agreement, the National Weather Service office issues the
bulletin and transmits the information to the state Warning Center on the National Weather
Service Teletype circuit. The Warning Center, in turn, relays the information to the affected
areas. (See Part Threc Operations/NWS for NWS Issuance's.)
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PART ONE
Section Two
Authorities and References
GENERAL (CPG-13)
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the
Government Code), hereafter referred to as the Act, provides the basic authorities for
conducting emergency operations following a proclamation of Local Emergency, State of
Emergency or State of War Emergency by the Governor and/or appropriate local
authorities, consistent with the provisions of the Act.
The Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of
Division 2 of Title 19 of the California Code of Regulations), hereafter referred to as SEMS,
establishes the SEMS to provide an effective response to multi-agency and multi-
jurisdiction emergencies in California. SEMS is based on the Incident Command System
(ICS) adapted from the system originally developed by the Firefighting Resources of
California Organized for Potential Emergencies (FIRESCOPE) program. SEMS
incorporates the use of ICS, the Master Mutual Aid Agreement and existing mutual aid
systems, the Operational Area concept, multi-agency or inter-agency coordination and
OASIS.
The California Emergency Plan, which is promulgated by the Governor, is published in
accordance with the Act and provides overall statewide authorities and responsibilities, and
describes the functions and operations of government at all levels during extraordinary
emergencies, including wartime. Section 8568 of the Act states, in part, that "the State
Emergency Plan shall be in effect in each political subdivision of the state, and the
governing body of each political subdivision shall take such action as may be necessary to
carry out the provisions thereof". Local emergency plans are, therefore, considered to be
extensions of the California Emergency Plan. The 1990 California Emergency Plan is
generally compatible with SEMS but will be updated.
The California Civil and Government Codes contain several references to liability release
(Good Samaritan Act) for those providing emergency services. These references are
contained in Part Threc Legal Documents.
EMERGENCY PROCLAMATIONS
Local Emergency (CPG-14)
A Local Emergency may be proclaimed by the City Council or by the Disaster Council as
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SEMS Multi-Hazard Functional Plan
specified by ordinance adopted by the City Council. A Local Emergency proclaimed by the
City Mayor must be ratified by the City Council within seven days. The governing body
must review the need to continue the proclamation at least every fourteen days until the
'Local Emergency is terminated. The Local Emergency must be terminated by resolution
as soon as conditions warrant. Proclamations are normally made when there is an actual
incident or threat of disaster or extreme peril to the safety of persons and property within
the city, caused by natural or man-made situations,
The proclamation of a Local Emergency provides the governing body with the legal
authority to:
· If necessary, request that the Governor proclaim a State of Emergency.
· Promulgate or suspend orders and regulations necessary to provide for the protection
of life and property, including issuing orders or regulations imposing a curfew within
designated boundaries.
Exercise full power to provide mutual aid to any affected area in accordance with local
ordinances, resolutions, emergency plans, or agreements.
· Request state agencies and other jurisdictions to provide mutual aid.
· Require the emergency services of any local official or employee.
· Requisition necessary personnel and materials from any local department or agency.
· Obtain vital supplies and equipment and, if required, immediately commandeer the
same for public use.
· Impose penalties for violation of lawful orders.
· Conduct emergency operations without incurring legal liability for performance, or
failure of performance. (Note: Article 17 of the Emergency Services Act provides for
certain privileges and immunities.)
State of Emergency
The Governor may proclaim a State of Emergency when:
· Conditions of disaster or extreme peril exist which threaten the safety of persons and
property within the state caused by natural or man-made incidents.
· He is requested to do so by local authorities.
· He finds that local authority is inadequate to cope with the emergency.
· Whenever the Governor proclaims a State of Emergency:
· Mutual aid shall be rendered in accordance with approved emergency plans when the
need arises in any county, city and county, or city for outside assistance.
· The Governor shall, to the extent he deems necessary, have the right to exercise all
police power vested in the state by the Constitution and the laws of the State of
California within the designated area.
· Jurisdictions may command the aid of citizens as deemed necessary to cope with an
emergency.
· The Governor may suspend the provisions of orders, rules or regulations of any state
agency; and any regulatory statute or statute prescribing the procedure for conducting
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SEMS Multi-Hazard Functional Plan
state business.
The Governor may commandeer or make use of any private property or personnel
other than the media) in carrying out the responsibilities of his office.
The Governor may promulgate, issue and enforce orders and regulations deemed
necessary.
State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War
Emergency exists, all provisions associated with a State of Emergency apply, plus:
All state agencies and political subdivisions are required to comply with the lawful orders
and regulations of the Governor which are made or given within the limits of his authority
as provided for in the Emergency Services Act.
AUTHORITIES
The following provides emergency authorities for conducting and/or supporting emergency
operations:
Federal
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law
93-288, as amended).
Federal Civil Defense Act of 1950 (Public Law 920), as amended.
NRT-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review
Guide (Environmental Protection Agency's National Response Team).
State
· Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of
Division 2 of Title 19 of the California Code of Regulations) and (Government Code
Section 8607(a).
· Standardized Emergency Management System (SEMS) Guidelines.
· California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the
Government Code).
· "Good Samaritan" Liability (see Part Threo Legal Documents).
· California Emergency Plan.
· California Natural Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the
Government Code).
· California Hazardous Materials Incident Contingency Plan.
· California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and
25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through
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25610, dealing with hazardous materials.
· Orders and Regulations which may be Selectively Promulgated by the Governor
during a State of Emergency (see Part Three--Legal Documents).
· Orders and Regulations Promulgated by the Governor to Take Effect upon the
Existence of a State of War Emergency (see Part Threc Legal Documents).
· California Master Mutual Aid Agreement (see Part Three Legal Documents).
Local (see Part Threc Legal Documents)
Emergency Services Ordinance No. adopted
by the City Council.
Resolution
adopting the Master Mutual Aid Agreement adopted
Resolution
Service Workers adopted
Resolution No.
adopted
adopting Worker's Compensation Benefits for Disaster
adopting the SEMS Multi hazard Functional Plan
REFERENCES
· Federal Response Plan (FEMA).
· Disaster Assistance Procedure Manual (State OES).
· California Emergency Resources Management Plan.
· California Master Mutual Aid Agreement.
· California Law Enforcement Mutual Aid Plan.
· California Fire and Rescue Operations Plan.
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PART ONE
Section Three
Hazard Mitigation
PURPOSE
This section establishes actions, policies and procedures for implementing Section 409
(Minimum Standards for Public and Private Structures) of the Robert T. Stafford Disaster
Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended), and
following a Presidential declared Emergency or Major Disaster. It also assigns hazard
mitigation responsibilities to various elements of federal, state, and local governments in
California.
AUTHORITIES AND REFERENCES
Activities enumerated in this enclosure will be conducted in accordance with the enabling
legislation, plans, and agreements listed in Part One, Section Two--Authorities and
References.
GENERAL
Hazard mitigation is defined as any action taken to reduce or eliminate the long-term risk to
human life and property from natural hazards. Section 409 of Public Law 93-288 requires,
as a condition to receiving federal disaster aid, which repairs and reconstruction be done in
accordance with applicable codes, specifications, and standards. It also requires that the
state or local government recipients of federal aid evaluate the natural hazards of the area
in which the aid is to be used, and take action to mitigate them, including safe land use and
construction practices.
To be effective, hazard mitigation actions must be taken in advance of a disaster. After
disaster strikes, mitigation opportunities exist only during recovery, and even those
opportunities is limited by the absence of advance planning. Nevertheless, the immediate
post-disaster period does present special opportunities for mitigation. Section 409 deals
with the opportunities presented in a current disasterto mitigate potential hardship and loss
resulting from future disasters. Thus, hazard mitigation is a continuing year-round effort
and activity in which all local communities and state agencies are encouraged to prepare
hazard mitigation plans that identify ways to reduce damage caused by disasters. Hazard
mitigation includes such activities as:
· Improving structures and facilities at risk.
· Identifying hazard-prone areas and developing standards for prohibited or restricted
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SEMS Multi-Hazard Functional Plan
use.
· Recovery and relief from loss, including insurance.
· Providing hazard warning and protecting the population.
Following a presidential disaster declaration, the Hazard Mitigation Grant Program (HMGP)
is activated. The HMGP is authorized by Section 404. The program's purpose is to fund
projects which are cost-effective and which substantially reduce the risk of future damage,
hardship, loss or suffering resulting from a major natural disaster. Grants are available to
eligible applicants in the declared areas only.
The HMGP fund is based upon a 15 percent share of the Federal Emergency Management
Agency (FEMA) estimate of all Damage Survey Reports (DSRs) for public assistance work
performed, and Individual Assistance costs. The federal contribution can be up to 75
percent of the cost of the hazard mitigation project approved for funding, with applicants
providing match funding through a combination of either state, local or private sources.
HMGP funds cannot be used as the sole match for other federally funded programs.
Section 404 funding may not be used to fund any mitigation project that might be eligible
under Public Assistance or other federal programs, although it might be used to
complement or enhance mitigation funded under Individual or Public Assistance. By
regulation Section 404 funding is the funding of last resort.
IMPLEMENTATION
Following each presidential declared Emergency or Major Disaster, the Regional Director
of the Federal Emergency Management Agency (FEMA) and the Governor execute a
document called the Federal/State Agreement. This agreement includes appropriate
provisions for hazard mitigation. Under the "typical paragraph" set out to serve this
purpose, the State agrees to:
· Evaluate or have the applicant evaluate specific natural hazards in the disaster area,
and make appropriate recommendations to mitigate them.
· Follow up with applicants to ensure that the appropriate hazard mitigation actions are
taken.
· Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans
are developed and submitted to the FEMA Regional Director for concurrence.
· Review and update as necessary disaster mitigation portions of emergency plans.
A hazard mitigation officer is appointed forthe state and local applicant. These individuals
will constitute the hazard mitigation survey team, which will:
· Identify significant hazards in the affected areas, giving priority to disaster-related
hazards.
· Evaluate impacts of these hazards and recommends mitigation measures.
The hazard mitigation survey team uses information from Damage Survey Reports (DSRs)
and visits selected sites where significant damage has occurred. The state and local
representatives on the hazard mitigation survey team are responsible for ensuring that
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SEMS Multi-Hazard Functional Plan
there is adequate consultation among interested federal, state, and local parties.
The hazard mitigation survey team also prepares a hazard mitigation plan that is submitted
to the FEMA Regional Directorthrough the Governor's authorized representative within 180
days after a presidential declaration. The objectives of the plan are to:
Recommend hazard mitigation measures for local, state, and federal agencies.
Establish short and long-term planning frameworks for implementation of hazard
mitigation efforts.
CONCEPT OF OPERATIONS
Each applicant is expected to use its resources and capabilities as necessary to perform
emergency work, such as debris removal or emergency measures to save lives, or to
protect public health and safety, or to protect property, before requesting assistance from
state or federal government. Local, state, and federal preliminary damage assessments
are used to identify major hazards and opportunities for hazard mitigation activities prior to
a declaration of Major Disaster or Emergency. Damage survey reports shall include
identification of hazards and shall recommend mitigation measures to be incorporated into
the repair work.
The federal/state hazard mitigation survey team shall review applicable land use
regulations, construction standards, and other appropriate hazard mitigation measures.
Utilizing information from preliminary damage assessments, DSRs, and all other pertinent
information, the team shall visit the sites of significant damage and shall evaluate all
hazards at those sites. For each identified significant hazard the team shall include
appropriate hazard mitigation recommendations.
In cases where no plans for hazard mitigation exist or are inadequate, the team shall report
its findings and make recommendations to develop, improve or maintain hazard mitigation
plans. Existing local and state hazard mitigation plans shall be updated and new ones
developed as deemed necessary. Technical advice and assistance will be sought from
federal, state and local agencies in developing new plans or updating existing plans to
mitigate hazards identified.
The hazard mitigation survey team shall make recommendations on any needs for new
mapping or re-mapping of high hazard areas.
RESPONSIBILITIES
A set procedure has been established for hazard mitigation following a disaster, to avoid
similar disasters in the future. Hazard mitigation measures include avoidance, reduction
and land use regulations.
The FEMA Regional Director is responsible for hazard mitigation actions under the terms of
the Federal/State Agreement. The Regional Director shall provide overall leadership with
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SEMS Multi-Hazard Functional Plan
respect to the general administration of Section 409 to ensure that the ultimate benefits to
be gained through effective hazard mitigation programs are not diminished. The Regional
Director also provides technical advice and assistance.
State and local governments will be encouraged to adopt safe land use practices and
construction standards. A representative of the Office of Emergency Services (OES) will
be appointed by the Governor and will be responsible for state ~erformance of hazard
mitigation activities under the Federal/State Agreement.
The applicant's authorized representative, appointed locally, ~s responsible for local
performance of hazard mitigation measures under the terms of the Federal/State
Agreement. The applicant's authorized representative shall, to the extent of legal authority,
implement and enforce land use regulations and safe construction practices which are
agreed upon as conditions for FEMA grants or loans. Each city and county is charged with
implementing and enforcing its own hazard mitigation measures.
Local Government Responsibilities
The key responsibilities of local governments are to:
· Participate in the process of evaluating hazards and adoption of appropriate hazard
mitigation measures, including land use and construction standards.
· Appoint a Local Hazard Mitigation Officer, if appropriate.
· Participate on Hazard Mitigation Survey Teams and Inter-agency Hazard Mitigation
Teams, as appropriate.
· Participate in the development and implementation of section ,~O~)-'..,plans or plan
updates, as appropriate.
· Coordinate and monitor the implementation of local hazard mitigation measures.
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PART ONE
Section Four
Mutual Aid
INTRODUCTION
The foundation of California's emergency planning and response is a statewide mutual aid
system which is designed to ensure that adequate resources, facilities and other support is
provided to jurisdictions whenever their own resources prove to be inadequate to cope with
a given situation(s). The basis for the system is the California Disaster and Civil Defense
Master Mutual Aid Agreement (see Part Threo Legal Documents), as provided for in the
California Emergency Services Act. This Agreement was developed in 1950 and has been
adopted by the state, all 58 counties and most incorporated cities in the State of Califomia.
The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction
retains control of its own facilities, personnel and resources, but may also receive or render
assistance to other jurisdictions within the state. State government is obligated to provide
available resources to assist local jurisdictions in emergencies. It is the responsibility of the
local jurisdiction to negotiate, coordinate and prepare mutual aid agreements. (CPG-112)
Mutual aid agreements exist in law enforcement, fire services, medical and public works
and are currently in progress for emergency managers (EMMA).
MUTUAL AID SYSTEM (CPG-23)
A statewide mutual aid system, operating within the framework of the Master Mutual Aid
Agreement, allows for the progressive mobilization of resources to and from emergency
response agencies, local governments, operational areas, regions and state with the intent
to provide requesting agencies with adequate resources. (CPG-132) The general flow of
mutual aid resource requests and resources within mutual aid systems are depicted in the
diagram in Chart 1.
The statewide mutual aid system includes several discipline-specific mutual aid systems,
such as fire and rescue, law, medical and public works. The adoption of SEMS does not
alter existing mutual aid systems. These systems work through local government,
operational area; regional and state levels consistent with SEMS.
Mutual aid may also be obtained from other states. Interstate mutual aid may be obtained
through direct state-to-state contacts, pursuant to interstate agreements and compacts, or
may be coordinated through federal agencies.
MUTUAL AID REGIONS
The Governor establishes mutual aid regions under the Emergency Services Act. Six
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mutual aid regions numbered I-VI have been established within California. The is within
Region I which is divided into two Regions for Law Enforcement Mutual Aid--Regions I and
Region IA. Each mutual aid region consists of designated counties. Region I is in the OES
Southern Administrative Region. (See Chart 3)
MUTUAL AID COORDINATORS
To facilitate mutual aid, discipline-specific mutual aid systems work through designated
mutual aid coordinators at the operational area, regional and state levels. The basic role of
a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of
resources from within the coordinator's geographic area of responsibility and pass on
untilled requests to the next level.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems
are handled through the emergency services mutual aid system by emergency
management staff at the local government, operational area, regional and state levels.
The flow of resource requests and information among mutual aid coordinators is illustrated
in Chart 2.
Mutual aid coordinators may function from an EOC, their normal departmental location or
other locations depending on the circumstances. Some incidents require mutual aid but do
not necessitate activation of the affected local government or operational area EOCs
because of the incident's limited impacts. In such cases, mutual aid coordinators typically
handle requests from their normal work location. When EOCs are activated, all activated
discipline-specific mutual aid systems should establish coordination and communications
with the EOCs:
· When an operational area EOC is activated, operational area mutual aid system
representatives should be at the operational area EOC to facilitate coordination and
information flow.
· When an OES regional EOC (REOC) is activated, regional mutual aid coordinators
should have representatives in the REOC unless it is mutually agreed that effective
coordination can be accomplished through telecommunications. State agencies
may be requested to send representatives to the REOC to assist OES regional staff
in handling mutual aid requests for disciplines or functions that do not have
designated mutual aid coordinators.
· When the State Operations Center (SOC) is activated, state agencies with mutual
aid coordination responsibilities will be requested to send representatives to the
SOC.
Mutual aid system representatives at an EOC may be located in various functional
elements (sections, branches, groups or units) or serve as an agency representative,
depending on how the EOC is organized and the extent to which it is activated.
PARTICIPATION OF VOLUNTEER AND PRIVATE
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AGENCIES
Volunteer agencies and private agencies may participate in the mutual aid system along
with governmental agencies. For example, the disaster medical mutual aid system relies
heavily on private sector involvement for medical/health resources. Some volunteer
agencies such as the American Red Cross, Salvation Army and others are an essential
element of the statewide emergency response to meet the needs of disaster victims.
Volunteer agencies mobilize volunteers and other resources through their own systems.
They also may identify resource needs that are not met within their own systems that would
be requested through the mutual aid system. Volunteer agencies with extensive
involvement in the emergency response should be represented in EOCs.
Some private agencies have established mutual aid arrangements to assist other private
agencies within their functional area. For example, electric and gas utilities have mutual
aid agreements within their industry and established procedures for coordinating with
governmental EOCs. In some functional areas, services are provided by a mix of special
district, municipal and private agencies. Mutual aid arrangements may include both
governmental and private agencies.
Liaison should be established between activated EOCs and private agencies involved in a
response. Where there is a need for extensive coordination and information exchange,
private agencies should be represented in activated EOCs at the appropriate SEMS level.
EMERGENCY FACILITIES USED FOR MUTUAL AID
Incoming mutual aid resources may be received and processed at several types of facilities
including marshaling areas, mobilization centers and incident facilities. Each type of facility
is described briefly below.
· Marshaling Area: Defined in the Federal Response Plan as an area used for the
complete assemblage of personnel and other resources prior to their being sent
directly to the disaster affected area. Marshaling areas may be established in other
states for a catastrophic California earthquake.
· Mobilization Center: Off-incident location at which emergency service personnel
and equipment are temporarily located pending assignment, release or
reassignment. For major area-wide disasters, mobilization centers may be located
in or on the periphery of the disaster area.
· Incident Facilities/Staging Areas: Incoming resources may be sent to staging
areas, other incident facilities or directly to an incident, depending on the
circumstances. Staging areas are temporary locations at an incident where
personnel and equipment are kept while awaiting tactical assignments.
POLICIES AND PROCEDURES
· Mutual aid resources will be provided and utilized in accordance with the California
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SEMS Multi-Hazard Functional Plan
Master Mutual Aid Agreement.
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the
county, operational area or mutual aid regional level.
Because different radio frequencies are in use among most agencies, local agencies
should provide incoming mutual aid forces with portable radios having local
frequencies.
The City of Rancho Cucamonga will make mutual aid requests through the San
Bernardino County Operational Area EOC in Rialto. Requests should specify, at a
minimum:
· Number and type of personnel needed.
· Type and amount of equipment needed.
· Reporting time and location.
· Authority to who forces should report.
· Access routes.
· Estimated duration of operations.
· Risks and hazards.
AUTHORITIES AND REFERENCES
Mutual aid assistance may be provided under one or more of the following authorities:
· California Master Mutual Aid Agraement.
· California Fira and Rescue Emergency Plan.
· California Law Enforcement Mutual Aid Plan.
· Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288,
as amended)--provides federal support to state and local disaster activities.
MUTUAL AID AGREEMENTS (CPG-24)
WITH FOR DATE
State of California Master Mutual Aid (Part Three, Legal Documents) 12/02/77
San Bernardino County Inter-Agency Cooperation in
05/01/88
Operational Area
Major Natural and man-made Disasters
Southern California Public Works Mutual Aid (Part Three,
Cities and Counties Legal Documents)
(Statewide)
State of California Emergency Managers Mutual Aid (Part Three,
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Chart 1
MUTUAL AID SYSTEM FLOW CHART
STATE
REGION
Manages state resources in response to emergency needs
of other organizational levels and serves as the
communications link between the state and federal disaster
response system.
Manages and coordinates information and resources
among operations areas in the regions.
Six Mutual aid Regions - to provide for mutual aid
coordination - Mutual Aid Region I
Three Administrative Regions - to provide administrative
oversight to the Mutual Aid Regions - Southern Region
OPERATIONAL
AREA
The county and all political subdivisions within the county.
It is an intermediate level of the state's emergency services
organization.
· Coordinates information, resources and priorities
among local governments
· Serves as coordinator and communication link between
local governments and OES region.
LOCAL
GOVERNMENT
Cities, counties and special districts responsible for
managing and coordinating overall emergency
response and recovery activities within their
jurisdictions.
FIELD
Persons involved in direct tactical response to an
incident or threat. SEMS requires use of ICS at the
field response level.
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Chart 2
MUTUAL AID COORDINATORS FLOW CHART
Discinline-sDecffic Mutual Aid Systems
SEMS Emergency Fire & Rescue Law Disaster Other
,LEVEL Services System Enforcement Medical/ Systems
System Health System as developed
STATE
REGIONAL
OPERATIONAL
AREA
LOCAL
GOVERNMENT
OES
Director
I
Chief,
Fire &
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Fire &
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Law
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Coordinator
Law
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Law
Enforcement
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Enforcement
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MedicaU
Health
Coordinator
Disaster
Medical/
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Medmal
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Functional
Coordinator
Functional
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Functional
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Functional
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Resource Requests
Infomlation Flow &
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Cify of Rancho Cucamonga
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OES
CALIFORNIA
Mutual Aid and
Administrative
Regions
Inland
Region
Coastal
Region
i
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PART ONE
Section Five
Threat Assessment
THREAT SUMMARY
This section of the Basic Plan (Part One) consists of a series of threat summaries based
on the results of the's hazard analysis. This hazard analysis study was conducted
November 2000 by the Emergency Preparedness Planning Team (CPG-6) The
purpose is to describe the area at risk and the anticipated nature of the situation, which
could result should the event threaten or occur. For further details, refer to the Safety
Element of the City's General Plan.
· Geographic Characteristics, population at risk to each identified hazard, and potential
hazard considerations on which the plan is based (CPG-15): The City of Rancho
Cucamonga is located within San Bernardino County (west end), Region IV, Southern
Administrative Region of State Office of Emergency Services. It has a residential
population of 120,000 and a day time population of 95,000.The City is bordered on the
north by the San Gabriel Mountains, on the east by the city of Fontana; on the west by
the city of Upland, and on the south by the city of Ontario. The City of Rancho
Cucamonga consists of 34 square miles and is approximately 80% residential and 20%
commercial/industrial. Rancho Cucamonga has five school districts with a total of 29
public school sites. Industries include both companies with hazardous material
components and non-threatening commercial. We have no general hospital in Rancho
Cucamonga. Here are 14 emergency care centers.
· An earthquake could impact either segments of or the total population.
· The City has major industry and faces the potential for hazardous materials incidents
from the stationary hazardous materials users as well as transportation accidents,
pipeline ruptures, and illegal dumping.)
· The entire City is not subject to dam failure. (CPG-229)
· The southeaster portion of the city may be subject to flooding, due to flash flooding,
urban flooding (storm drain failure/infrastructure breakdown), river channel overflow,
downstream flooding, etc.). (CPG-229/230)
· A transportation incident such as a major air crash, train derailment or trucking incident
could impact areas within the City.
· A civil unrest incident could impact areas within the entire City.
The entire San Bernardino basin is considered as a risk area for a nuclear event or act
of terrorism; therefore both sheltering and evacuation should be considered. Neither
the City nor the County of San Bernardino has the capability to plan for the organized
evacuation of the basin; therefore, the extent of planning at this time is restricted to
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SEMS Multi-Hazard Functional Plan
assisting and expediting spontaneous evacuation. (CPG-226) In the increased
readiness stage, expedient shelters will be utilized as appropriate and information will
be provided to the public, as the City no longer maintains public fallout shelters. (CPG-
7/85/172/242/243/244/245/248)
Any single incident or a combination of events could require evacuation and/or sheltering of
the population. (CPG-17~208)
The City does not have its own fire department, but relies on the Rancho Cucamonga Fire
Protection District for provision of this service. The City contracts with the San Bernardino
County Sheriff Department for police services. The City also contract for its city attorney
services and relies on local volunteer organization RACES for assistance in emergency
communications and other necessary emergency services.).
During the response phase, San Bernardino County Sheriff's Station is the coordination
and communication point and the access to the San Bernardino County Operational Area.
The following threat assessments identify and summarize the hazards that could impact
the City Of Rancho Cucamonga
Threat Assessment 1
Major Earthquake
Attachment 1 Fault Map
Attachment 2 Liquefaction Map
Attachment 3 Modified Mercalli Scale
Threat Assessment 2
Hazardous Materials
Attachments -- as identified by the City
Threat Assessment 3
Wild Land Fire
Threat Assessment 4
Transportation
Major Air Crash
Attachment 1 Map of Airport Locations
Train Derailment
Attachments -- as identified by the City
Trucking Incident
Attachments -- as identified by the City
Metro-Line Incident
Attachments -- as identified by the City
Threat Assessment 5
Civil Unrest
Threat Assessment 6
National Security Emergency
Threat Assessment 7
Terrorism
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City of Rancho Cucamonga and Surrounding Area
SEMS Multi-Hazard Functional Plan
Part One, Section Five
Threat Assessments
MAJOR EARTHQUAKE
GENERAL SITUATION
While many natural and man-made hazards have the potential to impact the city of Rancho
Cucamonga on a relatively frequent basis, the event with the greatest potential for loss of
life, property and economic damages in the City is an earthquake. This generalization is
true for most cities in southern California and is due to the fact that earthquakes impact
regions of significant a real extent, trigger many secondary effects such as landslides, fires
and hazardous materials releases, and can overwhelm the ability of local jurisdictions to
respond.
The City Of Rancho Cucamonga is in the vicinity of several known active and potentially
active earthquake faults including the San Andreas, the San Jacinto, Whittier-Elsinore, and
the Newport-lnglewood (see Attachment '1, map). New faults within the region are
continuously being discovered. Scientists have identified almost 100 faults in the San
Bernardino area known to be capable of a magnitude 6.0 or greater earthquake. The
January 17, 1994 magnitude 6.7 Northridge Earthquake (thrust fault), which produced
severe ground motions, caused 57 deaths, 9,253 injuries and left over 20,000 displaced.
Scientists have stated that such devastating shaking should be considered the norm near
any large thrust earthquake.
Recent reports from scientists of the U.S. Geological Survey and the Southern California
Earthquake Center say that the San Bernardino Area could expect one earthquake every
year of magnitude 5.0 or more for the foreseeable future.
There is little doubt that Rancho Cucamonga will experience strong seismic shaking in the
future. Several of the nearby faults have the potential to generate large earthquakes that
would be felt in the City. The level of shaking that might occur can be estimated by first
assuming that the maximum credible earthquake for a fault could occur at its nearest
approach to the City. The ground response, developed from measurements of past
earthquakes, can then be used to estimate expected bedrock accelerations. The heights
acceleration expected beneath the City is estimated at 75% of gravity adjacent to
Cucamonga fault as a result of a maximum credible 6.5 earthquake.
A major earthquake occurring in or near this jurisdiction may cause many deaths and
casualties, extensive property damage, fires and hazardous material spills and other
ensuing hazards. The effects could be aggravated by after shocks and by the secondary
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SEMS Multi-Hazard Functional Plan
affects of fire, hazardous material/chemical accidents and possible failure of the waterways
and dams. The time of day and season of the year would have a profound effect on the
number of dead and injured and the amount of property damage sustained. Such an
earthquake would be catastrophic in its affect upon the population and could exceed the
response capabilities of the individual cities, San Bemardino County Operational Area and
the State of California Emergency Services. Damage control and disaster relief support
would be required from other local governmental and private organizations, and from the
state and federal governments.
Extensive searoh and rescue operations would be required to assist trapped or injured
persons. Injured or displaced persons could require emergency medical care, food and
temporary shelter. Identification and burial of many dead persons would pose difficult
problems; public health would be a major concern. Mass evacuation may be essential to
save lives, particularly in areas downwind from hazardous material releases. Many families
would be separated particularly if the earthquake should occur during working hours, and a
personal inquiry or Iocator system could be essential to maintain morale. Emergency
operations could be seriously hampered by the loss of communications and damage to
transportation routes within, and to and from, the disaster area and by the disruption of
public utilities and services.
The economic impact on the City of Rancho Cucamonga from a major earthquake would
be considerable in terms of loss of employment and loss of tax base. Also, a major
earthquake could cause serious damage and/or outage of computer facilities. The loss of
such facilities could curtail or seriously disrupt the operations of banks, insurance
companies and other elements of the financial community. In turn, this could affect the
ability of local government, business and the population to make payments and purchases.
SPECIFIC SITUATION
The potential hazards that the City of Rancho Cucamonga may face in an earthquake
include the following:
Ground Shaking
The most significant earthquake action in terms of potential structural damage and loss of
life is ground shaking. Ground shaking is the movement of the earth's surface in response
to a seismic event. The magnitude of the earthquake, distance from the epicenter and
characteristics of surface geology determine the intensity of the ground shaking and the
resultant damages. This hazard is the primary cause of the collapse of buildings and other
structures.
It is generally understood that an earthquake does not in itself present a seismic hazard,
but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the
significance of an earthquake's ground shaking action is directly related to the density and
type of buildings and number of people exposed to its effect.
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Liquefaction
Many areas may have buildings destroyed or unusable due to the phenomenon of
liquefaction (see Attachment 2). Liquefaction is a phenomenon involving the loss of shear
strength of a soil. The shear strength loss results from the increase of poor water pressure
caused by the rearrangement of soil particles induced by shaking or vibration. Liquefaction
has been observed in many earthquakes, usually in soft, poorly graded granular materials
(i.e., loose sands), with high water tables. Liquefaction usually occurs in the soil during or
shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy
fluid. Buried tanks may float to the surface and objects above the liquefaction strata may
sink. Pipelines passing through liquefaction materials typically sustain a relatively large
number of breaks in an earthquake.
DAMAGE TO VITAL PUBLIC SERVICES, SYSTEMS AND FACILITIES
Bed Loss in Hospitals
Several of the acute care hospitals in San Bernardino County are expected to be lost due
to structural damage. This will impair the number of beds available and create the need for
several field hospitals. The Department as to the availability of beds and transfer of
patients will control most of the subscribing hospitals to the San Bernardino County
Department of Health.
Although a percentage of the remaining beds could be made available by discharging or
transferr ng non-emergency patients, it will probably be necessary to receive an immediate
influx of emergency medical aid and/or export some of the seriously injured to out-of-
county facilities.
Communications
Telephone systems will be affected by system failure, overloads, and loss and of electrical
power and possible failure of some alternate power systems. Immediately after the event
numerous failures will occur coupled with saturation overloads. This may disable up to
100% of the telephone system for an undetermined period of time. In light of the expected
situation, emergency planners should not plan on the use of telephone systems for the first
few days after the event.
Radio systems are expected to be 40 to 75% effective; microwave systems, 30% effective
or less.
Dam and Flood Control Channels
Because of the current design and construction practices and ongoing programs of review
and modification, catastrophic dam failure is considered unlikely. Many flood control
channels are expected to suffer damage. Pumping stations in coastal communities are
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SEMS Multi-Hazard Functional Plan
expected to fail due to liquefaction.
Electrical Power
Major power plants are expected to sustain some damage due to liquefaction and the
intensity of the earthquake. Up to 60% of the system load may be interrupted immediately
following the initial shock. According to representatives of Southern California Edison
Company, the electrical power will not be rerouted and will be lost for an undefined period
of time. Much of the imported power is expected to be lost. In some areas of greatest
shaking it should be anticipated that some of the distribution lines, underground and
surface, will be damaged. Much of the affected area may have service restored in days;
damaged areas with underground distribution may require a longertime. Loss of Southern
California Edison transmission lines is possible.
Fire Operations
Although total collapse of fire stations are not expected, possible disruption of utilities,
twisted doors and loss of power can create major problems. Numerous fires due to
disruption of power and natural gas networks can be expected. Many connections to major
water sources may be out and storage facilities would have to be relied on; water supply
could vary from little or none too inadequate. First response from fire personnel is
expected to be assessment of the area to establish what is needed to determine response
and recovery needs. Operationsmaytakedaysbecauseofthedisruptionoftransportation
routes for fire department personnel and equipment. The City of Rancho Cucamonga uses
the Rancho Cucamonga Fire Protection District for fire services and can expect the
equipment located in the City at the time of the event to be available for the City
Secondary responses by the Fire Service after assessment will be placed upon diversion of
resources to accomplish search and rescue of trapped persons. Major problems the Fire
Service should expect are loss of power and water, jammed doors, restricted mobility due
to debris, possible loss of primary dispatch capability and delays in reaching maximum
effectiveness due to personnel shortages.
Highways and Bridges
Damage to freeway systems is expected to be major. Any inner surface transportation
routes could be subject to delays and detours. A major portion of surface streets in the
vicinity of freeways will be blocked due to collapsed overpasses. Many surface streets in
the older central business districts will be blocked by debris from buildings, falling electrical
wires and pavement damage.
Natural Gas
Damage to natural gas facilities will consist primarily of (a) some isolated breaks in major
transmission lines, and (b) innumerable breaks in mains and individual service connections
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SEMS Multi-Hazard Functional Plan
within the distribution systems, particularly in the areas of intense ground shaking. These
many leaks in the distribution system will affect a major portion of the urban areas,
resulting in a loss of service for extended periods. Fires should be expected at the sites of
a small percentage of ruptures both in the transmission lines and the distribution system.
Transmission pipelines serving the general basin area are most vulnerable to damage.
Petroleum Fuels
Most major pipelines cross the San Andreas Fault, and pipeline breakage is expected.
Although refineries located on poor soil may be damaged, all of the major oil refineries in
the region are likely to survive. Older pipelines in this area are located in areas of poor soil
stability. There is a possibility of fire where pipeline failures occur. Priorities will have to be
established to assure adequate fuel for emergency crews. Ruptures of numerous lines
due to fault breaks on the Newport-lnglewood are most likely. Fire is a serious threat if
leaking products are ignited. All the oil refineries in the San Bernardino area are subjectto
earthquake damage. Some harbor water areas will be covered with leaking 3etroleum
products due to pipe damage; this can create a serious fire problem.
Railroads
It is expected that 21 of the 59 route segments serving the Southem California region could
be unavailable for post earthquake service; the 21 segments include all major connections
with the north. The post earthquake capacity to serve both the San Bernardino and
Orange County areas would be very small--probably no more than 5 trains a day. This is
a dramatic loss from the 120 to 140 trains per day that can currently enter the area. Many
railroad bridges are susceptible to damage because of age, design and construction.
Some lines could be blocked because of damage to freeway overpass structures.
Sanitation Systems
Many of the waste water treatment facilities could be out of service from 4 to 6 months
depending on the damage caused by the severity of intensity and liquefaction. There is a
limited volume of storage available in the waste water treatment plants; if the treatment
train cannot be restored before storage is exceeded, the waste water will require discharge
with emergency chlorinating to reduce health hazards. Overflow of sewage through
manholes and from ponds can be expected due to breakage in mains and loss of power.
As a result, there will be a danger of excessive collection of explosive gas in sewer mains,
and flow of untreated sewage in some street gutters. Many house sewer connections will
break and plug.
Water Supply
Two of the three major aqueducts serving Southern California are expected to be out of
service from 3 to 6 months following the event; only the Colorado River Aqueduct is
expected to remain in service. This indicates the imported water supply to San Bemardino
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PaH One-48
SEMS Multi-Hazard Functional Plan
County may be only partial for a 3 to 6 months period. Several ruptures are anticipated
along the water pipelines in the County. Anticipated damage to reservoir outlet works
could take weeks to repair. The majority of water wells are expected to be disabled by loss
of electricity and the lack of backup power sources. In addition, shear forces could render
about a third of the wells inoperative for an indefinite period.
Water availability and distribution for needed life support, to treat the sick and injured and
for fire suppression activities is of MAJOR concern to each community.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
Attachments:
I. Fault Map (CPG-16a)
II. Liquefaction Potential
III. Modified Mercalli Intensity Scale
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City of
Rancho Cucamonga
Fault Map
SEMS Multi-Hazard Functional Plan
Modified Mercalli Intensity Scale
I. Not felt. Marginal and long-period effects of large earthquakes.
II. Felt by persons at rest, on upper floors, or favorably placed.
III. Felt indoors. Hanging objects swing. Vibration like passing of light trucks. Duration
estimated. May not be recognized as an earthquake.
IV.
Hanging objects swing. Vibration like passing of heavy trucks; or sensation of a jolt like a
heavy ball striking the walls. Standing motor cars rock. Windows, doors rattle. Glasses
clink. Crockery clashes. in the upper range of IV, wooden walls and frames creak.
Felt outdoors; direction estimated. Sleepers wakened. Liquids disturbed, some spilled.
Small unstable objects displaced or upset. Doors swing, close, open. Shutters, pictures
move. Pendulum clocks stop, start and change rate.
VI.
Felt by all. Many frightened and run outdoors. Persons walk unsteadily. Windows, dishes,
glassware broken. Knickknacks, books, etc. off shelves. Pictures off walls. Fumiture
moved or overturned. Weak plaster and masonry D cracked. Small bells dng (church,
school). Trees, bushes shaken (visibly or heard to rustle).
VII.
Difficult to stand. Noticed by drivers of motor cars. Hanging objects quiver. Furniture
broken. Damage to masonry D, including cracks. Weak chimneys broken at roof line. Fall
of plaster, loose bricks, stones, tiles, cornices (also unbraced parapets and architectural
ornaments). Some cracks in masonry C. Waves on ponds; water turbid with mud. Small
slides and caring in along sand or gravel banks. Large bells ring. Concrete irrigation
ditches damaged.
Steering of motor cars affected. Damage to masonry C; partial collapse. Some damage to
masonry B; none to masonry A. Fall of stucco and some masonry walls, Twisting, fall of
chimneys, factory stacks, monuments, towers and elevated tanks. Frame house moved on
foundations if not bolted down; loose panel walls thrown out. Decayed piling broken off.
Branches broken from trees. Changes in flow or temperature of springs and wells. Cracks
in wet ground and on steep slopes.
IX.
General panic. Masonry D destroyed; masonry C heavily damaged, sometimes with
complete collapse; masonry B seriously damaged. (General damage to foundations.)
Frame structures, if not bolted, shifted off foundations. Conspicuous cracks in ground. In
alleviated areas, sand and mud ejected, earthquake fountains, san craters.
Most masonry and frame structures destroyed with their foundations. Some well-built
wooden structures and bddges destroyed. Serious damage to dams, dikes,
embankments. Large landslides. Water thrown on banks of canals, rivers, lakes, etc.
Sand and mud shifted horizontally on beaches and flat land. Rails bent slightly.
XI. Rails bent greatly. Underground pipelines completely out of service.
xII. Damage neady total. Large rock masses displaced. Lines of sight and level distorted.
Objects thrown into the air.
Part One - 51
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Definition of Masonry A, B, C, D:
· Masonry A: Good workmanship, mortar, and design; reinforced, especially laterally,
and bound together by using steel, concrete, etc.; designed to resist lateral forces.
· Masonry B: Good workmanship and mortar; reinforced, but not designed in detail to
resist lateral forces.
· Masonry C: Ordinary workmanship and mortar; no extreme weaknesses like failing
to tie in at corners, but neither reinforced nor designed against horizontal forces.
· Masonry D: Weak materials, such as adobe; poor mortar; low standards of
workmanship; weak horizontally.
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SEMS Multi-Hazard Functional Plan
Urban Flooding
General Situation
Portions of the City of Rancho Cucamonga are prone to urban flooding, also sometimes
referred to as "ponding", due to debris accumulation on storm drains and in flood control
channels and basins, over burdened pumping stations and aged drainage systems. Low-
lying areas of the City are particularly susceptible to urban flooding.
Thera ara four (4) flood control channels in the City. These channels are at Cucamonga
Creek, Deer Creek, Day Creek, and Etiwanda Creek. These channels have been designed
to serve during storms of up to a 200 year magnitude. However, some of the older streets
in the City do not have storm drains, and these streets serve as water carriers during
storms
Specific Situation
The following areas are considered at risk due to urban flooding;
· Carnelian Ave., from RHCCD to 19 Straet.
· Beryl Ave., 19th Street to Banyan.
· Hellman Ave., Foothill Blvd to 4th Street in Ontario
· Hermosa Ave, Church to 19th St.
· Ramona Ave., at Foothill BI.
· Ramona Ave. at Baseline Road to SPRR.
The problem araas ara considerad to be a hazard only to their specific location, especially
for motorists trying to across the City in an east/west direction or those traveling
north/south, as these avenues are natural washes. Extreme danger exists for pedestrians
(students) with even a small amount of water traveling south. Homes in the area may also
be threatened.
Health hazards could present themselves to residential dwelling and businesses in the
affected areas if proper flood clean-up actions are not conducted immediately.
Contamination due to flooded sewage systems pose the greatest risk to health and safety
of persons in the affected areas.
Emergency Readiness Stages
Flooding in the identified risk areas can occur rapid or slowly depending on the heaviness
and severity of rainfall. Water run off from the foothills of the San Gabriel Mountains
influence the severity of flood ing that takes place in Rancho Cucamonga. Flooding may be
experienced in Rancho Cucamonga from runoff even it is not raining in the City.
Emergency Preparedness will be based on four stages of response actions.
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SEMS Multi-Hazard Functional Plan
· Stage I -- (Watch) Light to moderate rain for indefinite period. All field units (Public
Works, Police, Fire, etc.) are to review their procedures for flood incidents.
· Stage ~- Moderate to heavy rain expected for next four to six hours. Public information
on location of sand bags and sand will be made available at specific locations and
distributed to appropriate departments and sites.
· Stage III - (Advisory) Continuation of heavy rain over next four to twelve hours.
Identified risk areas should be closed to traffic. Public information to be distributed to
residents and businesses in affected areas.
· Stage IV- Safety/Health threat to private property and persons. Areas should be
evacuated should flooding constitute a safety or health hazard.
Evacuation Routes
It is expected that most streets will remain open. Should it become necessary, evacuations
should be easy if it is done eady enough. If flooding is already occurring, greater difficulty
will be experienced due to the velocity of the current on North/South streets and the
pooling of water at intersections. In some cases or circumstances, assistance may be
provided to the public in sandbagging to protect private property.
Hazardous Materials Incident
GENERAL SITUATION
The City of Rancho Cucamonga has prepared a Safety Element to the General Plan that
provides an encompassing overview of the City's industrial locations and the potential
involvement of hazardous material incidents. Coupling the database of potentially
hazardous locations with other elements of the plan provides an analysis and planning tool
that should prove most beneficial.
Hazardous materials are any substance or combination of substances, which because of
quantity, concentration, or characteristics may cause or significantly contribute to an
increase in death or serious injury, or pose substantial hazards to humans and/or the
environment. The production and use of these hazardous materials is a part ofour society
over which local governments have little control.
Hazardous material incidents differ from other emergency response situations because of
the wide diversity of causative factors and the pervasiveness of the potential threat.
Circumstances such as the prevailing wind and geographic features in the vicinity of
emergency incidents are relevant factors that may greatly increase the hazardous chemical
dangers. Incidents may occur at fixed facilities where, most likely, the occupants have filed
site-specific emergency response contingency and evacuation plans. However incidents
may also occur at any place along any land, water or air transportation routes, and (in
event of vessel mishaps, aircraft accidents, misuse of agricultural chemicals and illegal
dumping) may occur in unpredictable areas, relatively inaccessible by ground
transportation.
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SEMS Multi-Hazard Functional Plan
In the vast majority of hazardous material incidents are handled prior to their becoming a
major disaster. Nevertheless, the emergency organization needs to be flexible and
evolutionary in its response to a developing incident. This plan is designed to
accommodate both the large number of relatively routine minor spill incidents and the truly
catastrophic hazardous material disaster.
The increasing volume and variety of hazardous materials that are generated stored, or
transported within the City of Rancho Cucamonga is a problem of great concern to public
officials and the community. A major HAZMAT accident and/or spill could endanger the
health and safety of untold numbers of men, women and children who may be within a mile
of the accident scene. A number of freight trains crisscross through the City hauling
various types of hazardous and explosive materials including chlodne gas and LPG natural
gas. Several fixed site industrial firms require potentially hazardous materials to operate
their businesses. In addition there are numerous underground pipelines, which carry
flammable and hazardous liquids. Finally, commercial aidiners fly over the City en route to
the San Bernardino International Airport, which significantly increases the potential disaster
threat.
SPECIFIC SITUATION
The release of a hazardous material to the environment could cause a multitude of
problems. The significance of the problems to the environment, property, or human health
is dependent on the type location, and quantity of the material released. Although
hazardous material incident can happen almost anywhere, certain areas of the city are at a
higher risk. The city has major highways and railways that are frequently used for
transporting hazardous materials. Various chemicals and pesticides are stored within the
City Limits.
Releases of explosive and highly ~ammable materials can cause fatalities and injuries,
necessitating large-scale evacuations, and destroying millions of dollars worth of property.
Extensive search and rescue operations may be required to assist trapped or injured
persons. Emergency medical care, decontamination, food, and temporary shelter may
require by injured or displaced persons. Public health would be of great concern.
The threat of a major hazardous material incident in the City of Rancho Cucamonga exists
from four different sources. These are commercial vehicle, rail and air transportation;
pipeline; fixed facility; and clandestine dumping.
Tra~sportation
The City Of Rancho Cucamonga is located in the out fringe of a major metropolitan area,
and therefore, contains major transportation routes, such as interstate 10, 15, 210 as well
as a railroads.
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SEMS Multi-Hazard Functional Plan
The City does not contain a large number of manufacturing operations so its greatest risk
exposure would come from transportation of material through and around the city.
There are two railroad train lines transverse the central perimeters of the City.. Although
the odds of occurrence are less for a railroad HAZMAT incident, the severity is greater
because of the numerous rail tanker cars involved and the potential for chemicals and
explosive substances being mixed together.
Fixed Facility (See Map/Attachment f)
The second most likely serious hazmat threat exists from an accidental spill and/or incident
at one of the estimated 100 known facilities that manufacture, warehouse, and process
toxic chemicals and/or generate hazardous waste materials within or next to City
boundaries. Although there are numerous facilities involved with hazardous materials they
are less of a threat due to required plant contingency and evacuation plans. Also, the
Waters Bill (AB 2185), effective January 1,1987, strengthens previous emergency plans by
levying heavy fines on violators who fail to supply plans and requiring industrial firms to
disclose the types of chemicals being manufactured, used, and stocked (right to know law).
Clandestine Dumping
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous
waste on public or private property. As the costs and restrictions increase for legitimate
hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous
materials will increase proportionately.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan. Refer to San Bernardino County Fire
Department's Plan for specific information. Appropriate facility listings and maps are
contained in that plan. (CPG-16b/d)
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SEMS Multi-Hazard Functional Plan
HAZARDOUS MATERIAL INCIDENT
GENERAL SITUATION
Hazardous materials are any substance or combination of substances, which because of
quantity, concentration, or characteristics may cause or significantly contribute to an
increase in death or serious injury, or pose substantial hazards to humans and/or the
environment, The production and use of these hazardous materials is a part of our society
over which local governments have little control.
Releases of explosive, caustic and ~ammable materials have caused injuries and deaths
and necessitated large-scale evacuations. Toxic chemicals in gaseous and liquid form
have caused injuries among emergency response personnel as well as passersby. When
toxic materials have entered either surface, ground or reservoir water supplies, serious
health effects have resulted. Releases of hazardous chemicals can be especially
damaging when they occur in highly populated areas or along transportation routes used
simultaneously by commuters and hazardous materials haulers.
SPECIFIC SITUATION
A hazardous chemical release in the City of Rancho Cucamonga would most likely involve
either transportation of chemicals by railroad or truck, use of chemicals at a business, or
illegal dumping of chemical waste.
TRANSPORTATION ACCIDENTS
Chemicals are often transported through the City of Rancho Cucamonga on two rail lines,
Santa Fe and Southern Pacific, and on two surface street truck mutes. Arrow Highway
traverses east west through the southern part of town. Foothill Boulevard traverses east
west through the northern part oftown. Foothill Boulevard is heavily used because the210
Freeway ends and most of that freeway traffic continues onto Foothill Boulevard.
BUSINESS USER ACCIDENTS
There are several businesses that have large amounts of hazardous materials, but the City
has mostly a large share of "small industrial" or "Manufacturing" Zones scattered
throughout the City. The City is also home to a number of smaller chemical users such as
school laboratories and department stores with supplies of pool chemicals, etc.
CLANDESTINE DUMPING
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous
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waste on public or private property. As the costs and restrictions increase for legitimate
hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous
materials will increase proportionately.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan. Refer to your jurisdiction's Administering
Agency Plan for specific information. Appropriate facility listings and maps are contained in
that plan. (CPG-16b/d)
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Ci_ty of
Rancho Cucamonga
Wild Fire Interface Area
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SEMS Multi-Hazard Functional Plan
WILDFIRES
GENERAL SITUATIONS
With the City of Rancho Cucamonga nestled at the base of the San Bernardino Mountains,
wildfire is an over present danger. As the moisture content of the vegetation decreases in
the hot, dry or windy weather, the danger increases.
The undeveloped, wild land areas are generally found to the north of the city and north of
the city of Etiwanda. The mountainous area of wild land extends for one mile north of front
Line Road, gradually sloping terrain is found east of Haven to the eastern city boundary
and north of Highland Ave. Much of the Etiwanda area is currently under development.
Fire suppression activities are shared by three agencies. The Rancho Cucamonga Fire
Protection District, California Division of Forestry (CDF) and the United States Forest
Service (USFS) all would be on the scene for any fire within this wild land area.
SPECIAL SITUATIONS
During normal wind patters, any wildfire would react in concert with the normally prevailing
winds and topography to advance in a northerly direction. From September to March,
there is a reversed wind pattern on an intermittent basis. These winds are known, as
"Santa Ana Winds" Santa Ana winds are high velocity, dry winds from the north. A wild
land fire during a Santa Ana wind would usually be expected to go into the developed area
of the fire district. A wildfire situation of this type would greatly tax the fire districts ability to
control the situation.
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City of Rancho Cucamonga
Air Traffic Routes
SEMS Multi-Hazard Functional Plan
TRANSPORTATION: MAJOR AIR CRASH
GENERAL SITUATION
A major air crash that occurs in a heavily populated residential area can result in
considerable loss of life and property. The impact of a disabled aircraft as it strikes the
ground creates the likely potential for multiple explosions, resulting in intense fires.
Regardless of where the crash occurs, the resulting explosions and fires have the potential
to cause injuries, fatalities and the destruction of property at and adjacent to the impact
point. The time of day when the crash occurs may have a profound affect on the number
of dead and injured. Damage assessment and disaster relief efforts associated with an air
crash incident will require support from other local governments, private organizations and
in certain instances from the state and federal governments.
It can be expected that few, if any, airline passengers will survive a major air crash. The
intense fires, until controlled, will limit search and rescue operations. Police barricades will
be needed to block off the affected area. The crowds of onlookers and media personnel
will have to be controlled. Injured or displaced persons will require emergency medical
care, food and temporary shelter. Many families maybe separated, particulady ifthe crash
occurs during working hours; and a Iocator system should be established at a location
convenient to the public. Investigators from the National Transportation and Safety Board
and the San Bernardino County Coroners Office will have short-term jurisdiction overthe
crash area and investigations will be completed before the area is released for clean up.
The clean-up operation may consist of the removal of large debris; clearing of roadways,
demolishing unsafe structures and towing of demolished vehicles.
It can be anticipated that the mental health needs of survivors and the surrounding
residents will greatly increase due to the trauma associated with such a catastrophe. A
coordinated response team, comprised of mental health professionals, should take a
proactive approach toward identifying and addressing mental health needs stemming from
any traumatic disaster.
It is impossible to totally prepare, either physically or psychologically, for the aftermath of a
major air crash. However, since Southern California has become one of the nation's most
overcrowded airspace, air crash incidents are no longer a probability but a reality.
Therefore, air crash incidents must be included among other potential disasters.
SPECIFIC SITUATION
The City of Rancho Cucamonga is located in the southeast portion of San Bernardino
County. The City is comprised of residential, commercial and industrial areas. The City
contains major freeway systems such as the Interstate 10, 60, and Highway 15. Aircraft
originating and departing from a number of airports located in Southern California heavily
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occupies the skies above the City of Rancho Cucamonga. FAA has ranked Ontario
International Airport as one of the top ten most dangerous airports in the nation. Reasons
for this are many and are generally unrelated to the quality of air traffic control personnel
and equipment. The current number of arrivals and departures (154,000 in 1993) is
expected to greatly increase over the next few years, resulting from planned construction of
an east terminal and additional runway. ONT recently ranked third in California for its
volume of freight traffic. 6.15 million passengers and over 375,000 tons of cargo fly into or
out of OIA annually. General aviation traffic from nearby airports in Upland, La Verne,
Chino and Rialto increases the possibility of a mid-air collision. Aircraft approaching or
departing ONT are likely to encounter jets from other major airports at higher elevations.
Areas near the airport include dense concentrations of people such as travelers in
terminals and workers at sites such as Lockheed Aircraft and General Electric Co. Limited
ingress and egress exits at many sites.
It should be noted that air transportation accidents carry the potential to become hazardous
material accidents.
Effects of a mid-air crash over the city of Rancho Cucamonga would include road closures,
fires, and numerous fatalities/casualties. Local medical resources, including mutual aid
emergency medical personnel and facilities, may be overwhelmed.
The airports nearest to the city of Rancho Cucamonga which handle the greatest amount
of air traffic are as follows:
The Ontario Airpod--It is ranked 46th busiest airport nationally in terms of air traffic and is
experiencing a 3 percent growth rate, which is projected to continue.
The San Bernardino International Airport (LAX)--It is the fourth busiest airport in the
wodd and has experienced a four- percent airtraffic growth rate. Planes arrive and depart
at a rate of one per minute.
The John Wayne Airport--It is ranked tenth nationally in terms of air traffic and has
experienced a six per cent growth increase in 1993,
The Burbank Airport--It is ranked 53rd busiest airport nationally in terms of air traffic and
has experienced a 9.4 percent growth rate since 1993. Also, airport hours of operation are
restricted to 7:00 AM to 10:00 PM.
The Long Beach Airport--It is ranked the 12th busiest airport nationally in terms of air
traffic and is experiencing a 0.5 percent decrease in the rate of traffic. Planes arrive and
depart at a rate of 1.5 every two minutes.
Brackett Air Field in the City of Rancho Cucamonga and Cable Airport in the City of
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Upland are the nearest private airports in the area.
Airoraft flying over the City of Rancho Cucamonga are located in the San Bernardino
Terminal Control Area (TCA). The TCA is aimpace restricted to large, commemial airliners.
Each TCA has an established maximum and minimum altitude in which a large aimraft
must travel. Smaller aimraft desiring to transit the TCA may do so by obtaining Air Traffic
Control clearance. The airoraft may then proceed to transit when traffic conditions permit.
Airoraft departing from other than LAX, whose route of flight would penetrate the TCA, are
required to give this information to Air Traffic Control on appropriate frequencies. Pilots
operating small aimraft often rely on geographical landmarks, rather than charts, to indicate
their locations. If a pilot is unfamiliar with the geographical landmarks of the Southern
California basin, he/she may misinterpret a particular land mark and inadvertently enter the
restricted TCA airspace. This misunderstanding may result in a mid-air collision.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
Attachment 1 - Map of Airport Locations
TRAIN DERAILMENT
GENERAL SITUATION
A major train derailment that occurs in a heavily populated industrial area can result in
considerable loss of life and property. As a train leaves its track, there is no longer any
control as to the direction it will travel. Potential hazards could be overturned rail cars,
direct impact into an industrial building or entering into normal street traffic.
Each of these hazards encompasses many threats, such as a hazardous materials
incident, fire, severe damage to either adjacent buildings or vehicles and loss of life of
those in either adjacent buildings or vehicles and pedestrians.
SPECIFIC SITUATION
The City of Rancho Cucamonga is served by four railroads, operating several miles of
railroad lines within the City. Three are transcontinental systems: Union Pacific, Southern
Pacific and Santa Fe. The fourth, the San Bernardino Junction Railroad, provides an intra-
city belt system. Thus, virtually every industry and business is on a direct transcontinental
rail line. Metro-Link is a passenger line that comes through on a daily basis.
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EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
TRUCKING INCIDENT
GENERAL SITUATION
A major truck incident that occurs in a heavily populated industrial area or residential area
can result in considerable loss of life and property. When a truck is involved in an
accident, there is no longer control as to the direction the truck will travel. Potential
hazards could be overturned tank trailers, direct impact either into a residence or industrial
building, or entering into the normal flow of traffic.
Each of these hazards encompasses many threats, such as hazardous materials incident,
fire, severe damage to either adjacent buildings or vehicles, and loss of life of pedestrians
or those in either the adjacent buildings or vehicles.
SPECIFIC SITUATION
The City of Rancho Cucamonga is located within the southeast section of San Bernardino
County. It is served by major freeways; truck routes and contains major truck terminal
operations located within the City.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
METRO RAIL INCIDENT
GENERAL SITUATION
The Metro Rail system is part of a multi modal transportation system developed by the San
Bernardino County Transportation Authority (LACTA). The Metropolitan Transportation
Authority (MTA) operates the line.
The Metro Rail system consists of:
· Rail transit lines
Metro Blue Line - operates in and through the cities of San Bernardino, Compton,
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Carson and Long Beach. Estimated ridership--28,000-35,000 on a typical workday,
growing to 50,000 by the year 2000.
Metro Red Line - the train will run underground from downtown San Bernardino west
along the Wilshire Corridor and eventually continue into the North Hollywood area. It
is still currently under construction and only a small portion is open.
Metro Green Line - operates in and through the cities of Norwalk, Downey,
South Gate, Paramount, San Bernardino, Hawthorne, Inglewood and El Segundo.
· MetroLink - Commuter train network which connects long-distance commuters from
outlying communities to through Rancho Cucamonga into Union Station in downtown
San Bernardino.
An emergency condition begins when an LACTA employee becomes aware of the
condition and makes the necessary notification. The employee will contact Central Control
and will remain on-scene until a Rail Transit Operations Supervisor (RTOS) arrives or until
released by Central Control. Depending on the magnitude of the situation, the RTOS will
act as the On-Scene Coordinator forthe emergency response agencies orwill release the
train (if a train is involved) and handle any information needs relating to the situation.
Once everyone is safe and anyone needing medical attention is attended to, the first
priority for the RTOS is to restore normal rail service. The RTOS will ask that power be
restored if it has been removed and that the tracks are cleared of all vehicles and
equipment. In a major incident the RTOS will work closely with the emergency response
agencies to give any support or information needed. If one track can be cleared it is a
priority to get that track open to service so that some train service can resume. The RTOS
will remain on-scene until the incident scene is released by the appropriate response
agency.
NOTE: Evacuation of passengers from the trains, except in a dire emergency, must be
with the Rail Controller's approval. The RTOS will monitor and remain in constant radio
contact with the Rail Control Center at all times. Actual rescue of victims is the
responsibility of the local Fire Department. On occasion, however, they may require
assistance from transit system personnel equipment. This assistance shall be provided as
requested. It is recognized that certain operations, such as lifting train cars and removing
pinned victims, require specialized equipment and should only be done by trained LACTA
personnel. Effective liaison between the Fire and/or Law Enforcement personnel in charge
and the Accident Investigation Team is vital to avoid situations, which may further
endanger personnel or result in excessive damage to equipment.
The LACTA considers the following accidents/incidents as being major:
· Death.
· Collision of a train with a maintenance vehicle or alighting personnel from a train
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that requires medical attention.
· Mainline or yard derailments.
· Any accident/incident that requires evacuation of personnel.
· Fire or explosion on a train or Metro Rail Line facility or construction site.
· Collision between trains.
· Collision between trains and track or wayside equipment.
· Accident/incident involving a runaway train resulting in damage or injury.
· Accident/incident involving Mainline Interlocking.
· Chemical spills or uncontrolled release of a compressed gas or hazardous
Materials.
· Industrial injuries occurring at a Metro Rail Line Facility or construction site.
There are off-system hazards which may impact the system, including facilities that store or
process hazardous materials, high voltage lines, petroleum pipelines and natural gas
mains,
SPECIFIC SITUATION
The Metro-link Line runs through the City of Rancho Cucamonga. EMERGENCY
RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
CIVIL UNREST
GENERAL SITUATION
The spontaneous disruption of normal, orderly conduct and activities in urban areas, or
outbreak of rioting or violence that is of a large nature is referred to as civil unrest. Civil
unrest can be spurred by specific events, such as large sporting events or criminal tdals, or
can be the result of long-term disfavor with authority. Civil unrest is usually noted by the
fact that normal on-duty police and safety forces cannot adequately deal with the situation
until additional resources can be acquired. This is the time period when civil unrest can
grow to large proportions.
Threat to law enforcement and safety personnel can be severe and bold in nature.
Securing of essential facilities and services is necessary. Looting and fires can take place
as a result of perceived or actual non-intervention by authorities.
SPECIFIC SITUATION
The City of Rancho Cucamonga has faced civil unrest in various forms since the Watts
Riots of 1964. The 1992 Rodney King verdicts caused the most widespread rioting in
recent history. The entire City, consisting of residential, industrial and commercial
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properties, is vulnerable to the effects of civil unrest.
The Cities of Ontario, Upland, and border the city of Rancho Cucamonga. Transportation
routes used for normal traffic movements (streets, freeways, rail, etc.) are vulnerable and
can also facilitate the movement of potential rioters.
EMERGENCY RESPONSE ACTIONS
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan,
NATIONAL SECURITY EMERGENCY
GENERAL SITUATION
As a result of the recent restructuring of the Soviet Union, the likelihood of nuclear war is
significantly reduced. Therefore, identifying likely targets in the event of a nuclear war is
not pertinent. However, terrorist activities and radiological materials accidents are still
likely. Terrorist activities could result in nuclear weapons being detonated.
The following is provided for information and planning purposes:
Air Burst
An air burst, by definition, is when a nuclear weapon is detonated and the fireball does
not touch the surface of the earth. Usually, the weapon is set to detonate at a height of
between 5,000 and 15,000 feet. Air bursts are generally selected for their capability to
generate high over-pressure and shock effect over large areas, as well as to ignite fires
for great distances. Neither radiation nor radioactive fallout is considered to be a
significant factor in the event of an air burst.
Surface Burst
A nuclear detonation is considered to is a surface burst when the fireball generated
touches the surface of the earth. Surface bursts could include water bursts, under-
water bursts and underground bursts.
Surface bursts produce large amounts of radioactive fallout. Therefore, some targets
may be selected not only for the purpose of destroying facilities, but to also use the
downwind fallout to prevent access or restrict movement in large geographical areas.
Detonation of a nuclear bomb can produce various damaging effects. Included are
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SEMS Multi-Hazard Functional Plan
blast and over-pressure, intense heat and light, nuclear radiation (fission and fusion),
electromagnetic pulse, and for surface bursts, radioactive fallout.
Blast
When the weapon is detonated, a tremendous pressure is developed. This over-
pressure rapidly expands outward in all directions, creating extremely high winds. The
expansion continues until the over-pressure is reduced to normal pressure. The rapid
outward expansion of air creates a vacuum that must equalize. The winds then reverse
to the opposite direction and continue until the air pressure is equalized. Damage and
injury are caused not only by the outward expansion phase of the wind and pressure,
but also in the opposite direction when the air is rushing back to fill the vacuum. It is
believed that an ordinary California home would be destroyed at about 1.5 to 2 psi,
often 2 to 5 miles from the detonation.
NOTE: Over-pressure is rated in pounds per square inch (psi). Normal pressure at
sea level is 14.7 pounds per square inch. Therefore, if the pressure is increased to
15.7 psi, the over-pressure would be 1 psi.
Thermal Radiation
A burst of intense light and heat. This phenomenon can initiate fires as well as produce
casualties. A one-megaton explosion can produce flash-blindness up to 13 miles on a
clear day or 53 miles on a clear night. Thermal radiation can cause skin and retinal
burns many miles from the point of detonation. A one-megaton explosion can cause
first-degree burns at distances of approximately 7 miles, second-degree burns at
approximately 6 miles, and third- degree burns at approximately 5 miles from ground
zero. Detonation of a single thermonuclear weapon could cause many thousands of
burn casualties.
Initial Radiation
Defined as that radiation emitted during the first minute after detonation, it is comprised
of gamma rays and neutrons. For large yield weapons, the range of the initial radiation
is less than that of the lethal blast and thermal radiation effects. However, with respect
to small yield weapons, the initial radiation may be the lethal effect with the greatest
range.
Fallout
Produced by surface debris drawn into and irradiated by the fireball, then rising into the
atmosphere and eventually returning to earth. When a nuclear detonation occurs,
fission products and induced radioactive material from the weapon casing and debris
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that was pulled up into the fireball returns to earth as fallout. A source of ionizing
radiation, fallout may be deposited miles from the point of detonation and thus affect
people otherwise safe from the other effects of the weapon. The radiation danger
associated with fallout decreases as the radioactive material decays. Decay rates
range from several minutes to several years.
Electromagnetic Pulse (EMP)
Intense electric and magnetic fields that can damage unprotected electronic equipment.
This effect is most pronounced in high altitude bursts (above 100,000). Surface bursts
typically produce significant EMP up to the 1 psi over-pressure range, while airbursts
produce somewhat less. No evidence exists suggesting that EMP produce harmful
effects in humans.
EMERGENCY RESPONSE ACTIONS
Response activities to the nuclear materials threat will consist of in-place protection
measures, relocation and spontaneous evacuation.
The population at risk is approximately 120,000. The City has insufficient fallout shelter
spaces for its residents. The fallout shelter identification program is no longer maintained
and utilized within the State of California.
Emergency response actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
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TERRORISM
GENERAL SITUATION
Terrorism is defined as the use of fear for intimidation, usually for political goals. Terrorism
is a crime where the threat of violence is often as effective as the commission of the violent
act itself. Terrorism affects us through fear, physical injuries, economic losses,
psychological trauma, and erosion of faith in government. Terrorism is not an ideology.
Terrorism is a strategy used by individuals or groups to achieve their political goals.
Terrorists espouse a wide range of causes. They can be for or against almost any issue,
religious belief, political position, or group of people of one national origin or another.
Because of the tremendous variety of causes supported by terrorist and the wide variety of
potential targets, there is no place that is truly safe from terrorism. Throughout California
there is nearly limitless number of targets, depending on the perspective of the terrorists.
Some of these targets include: abortion clinics, religious facilities, government offices,
public places (such as shopping centers), schools, power plants, refineries, utility
infrastructures, water storage facilities, dams, private homes, prominent individuals,
financial institutions and other businesses.
SPECIFIC SITUATIONS
To conduct a threat assessment for a particular City, the planner must consider a great
variety of situations:
· What groups might exist or operate with in the City of Rancho Cucamonga?
· What are the obvious structural targets? Government (i.e. City Hall, County Court
Building, Heritage Hospital, etc.) Religious (Temples, Mosques, Large Churches, etc.
Racial or of a specific national origin. Business, Public Infrastructure (i.e. City Hall,
Parks and Public Works Yards, streets, bridges, etc.
· What are some of the significant dates or a particular terrorist group?
· Who are the potential personal targets?
· What special events are held that might be a terrorist target?
Conventions or meetings
Newsworthy trials
Epicenter Stadium
Religious or Ethnic Festivals (i.e. Founders Day, Grape Harvest Festival)
EMERGENCY READINESS STAGES
Because a terrorist attack is generally sudden and without any prior warning, there are no
stages of Emergency Readiness.
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EMERGENCY RESPONSE ACTIONS
Emergency Response Actions applicable to all common hazards are presented in the
Checklist Actions in Part Two of this Plan.
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PART TWO
MANAGEMENT SECTION
CONTENTS
Page
GENERAL SECTION ..................................................................................................M-3
Purpose .......................................................................................................................M-3
Overview ......................................................................................................................M-3
Objectives ....................................................................................................................M-3
Concept of Operations .................................................................................................M-3
Level One--Decentralized Coordination and Direction .....................................M-4
Level Two--Centralized Coordination - Decentralized Direction .......................M-4
Level Three--Centralized Coordination and Direction ......................................M-4
Organization and Responsibilities ................................................................................M-4
City of Rancho Cucamonga's Emergency Management Organization ..................M-4
San Bernardino County Operational Area Emergency Management OrganizationM-5
Mutual Aid Region Emergency Management Organization ...................................M-6
State Emergency Management Organization .......................................................M-6
Chart 1--City of Rancho Cucamonga's Emergency Organization Matdx .........M-7
Chart 2--San Bernardino County Operational Area Organization Matrix ..........M-9
Chart 3--San Bernardino County Operational Area Channel of Coordination .....M-10
Chart 4--State of California Emergency Organization Matrix .........................M-11
CONTINUITY OF GOVERNMENT SECTION ...........................................................M-12
Lines of Succession ...................................................................................................M-13
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) SECTION ..... M-17
General ......................................................................................................................M-18
Local Government Level in SEMS .............................................................................M-18
SEMS Requirements for Local Governments ............................................................M-18
City of Rancho Cucamonga's Responsibilities under SEMS .....................................M-19
SEMS EOC Organization ...........................................................................................M-19
EOC Action Plans ......................................................................................................M-20
Multi-Agency or Inter-Agency Coordination at the Local Government Level ..............M-21
Coordination with the Field Response Level ..............................................................M-22
Coordination with San Bernardino County Operational Area Level ...........................M-22
Special District Involvement .......................................................................................M-22
Coordination with Volunteer and Private Agencies ....................................................M-23
EMERGENCY OPERATIONS CENTER SECTION ..................................................M-24
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EOC Location and Description ...................................................................................M-25
Displays .....................................................................................................................M-25
Communications ........................................................................................................M-26
EOC Management .....................................................................................................M-26
EOC Diagram ..................................................................................................M-27
Map---EOC/Altemate EOC Locations .............................................................M-28
EOC Activation Policy ................................................................................................M-29
Local Government EOC Staffing Guide .....................................................................M-31
CITY OF RANCHO CUCAMONGA'S DAY-TO-DAY ORGANIZATION CHART ...... M-32
SEMS ORGANIZATION CHART ..............................................................................M43
SEMS RESPONSIBILITIES CHART .........................................................................M-34
MANAGEMENT SECTION ORGANIZATION CHART ..............................................M-35
MANAGEMENT SECTION STAFF ...........................................................................M-36
MANAGEMENT SECTION POSITION CHECKLISTS
EOC Director ...................................................................................................M-38
Public Information Officer ................................................................................M-47
Liaison Officer .................................................................................................M-56
Agency Representative ...................................................................................M-62
Safety Officer ..................................................................................................M-67
Security Officer ................................................................................................M-72
EOC Coordinator .............................................................................................M-77
*City Council ....................................................................................................M-83
*Legal Advisor/Officer (On Contract) ...............................................................M-86
Note:
Items identified with a (CPG-#)) Civil Preparedness Guide) following must
remain in this plan as it complies with the Federal CPG 1-8A crosswalk.
All items identified with a (SEMS-#) following must remain in this plan as it
complies with the SEMS crosswalk.
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MANAGEMENT SECTION
GENERAL
PURPOSE
This section establishes policies and procedures and assigns responsibilities to ensure the
effective management of emergency operations under the Standardized Emergency
Management System (SEMS). It provides information on the City of Rancho Cucamonga's
emergency management structure and how the emergency management team is activated.
OVERVIEW
Management is responsible for overall emergency policy and coordination through the joint
efforts of governmental agencies and private organizations.
OBJECTIVES
The overall objective of emergency management is to ensure the effective management of
response forces and resources in preparing for and responding to situations associated
with natural disasters, technological incidents and national security emergencies. To carry
out its responsibilities, the Management Section will accomplish the following objectives
during a disaster/emergency:
Overall management and coordination of emergency response and
recovery operations, including on-scene incident management as
required.
· Coordinate and liaison with appropriate federal, state and other local
government agencies, as well as applicable segments of private sector
entities and volunteer agencies.
· Establish priorities and resolve any conflicting demands for support.
· Prepare and disseminate emergency public information to inform, alert
and warn the public.
· Disseminate damage information and other essential data.
CONCEPT OF OPERATIONS
The Management Section will operate under the following policies during
disaster/emergency as the situation dictates:
· The Standardized Emergency Management System (SEMS) will be
followed.
a
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SEMS Multi-Hazard Functional Plan
All existing city and departmental operating procedures will be adhered to
unless modified by the City Council or EOC Director.
All on-duty personnel are expected to remain on duty until properly
relieved of duty. Off-duty personnel will be expected to return to work in
accordance with all departmental standard operating procedures.
While in a disaster mode, operational periods will be 12 hours for the
duration of the event. Operational periods will normally change at 7:00
a.m. and 7:00 p.m. Operational periods should be event driven.
City emergency response and recovery operations will be managed in one of three modes,
depending on the magnitude of the emergency.
Level Onc Decentralized Coordination and Direction
A minor to moderate incident wherein local resources are adequate and available. A Local
Emergency may or may not be proclaimed. The City EOC may or may not be activated.
Off-duty personnel may be recalled. Department Operation Centers (DOC) may or may not
be activated
Level Two--Centralized Coordination and Decentralized Direction
A moderate to severe emergency wherein local resources are not adequate and mutual aid
may be required on a regional or even statewide basis. Key management level personnel
from the principal involved agencies will co-locate in a central location to provide
jurisdictional or multi-jurisdictional coordination. The EOC should be activated. Off-duty
personnel may be recalled. A Local Emergency will be proclaimed and a State of
Emergency may be proclaimed.
Level Threc Centralized Coordination and Direction
A major local or regional disaster wherein resources in or near the impacted area are
overwhelmed and extensive state and/or federal resources are required. A Local
Emergency and a State of Emergency will be proclaimed and a Presidential Declaration of
an Emergency or Major Disaster will be requested. All response and early recovery
activities will be conducted from the EOC. All off-duty personnel will be recalled.
EMERGENCY MANAGEMENT ORGANIZATION AND
RESPONSIBILITIES
City of Rancho Cucamonga's Emergency Management Organization
The City of Rancho Cucamonga operates under the Standardized Emergency
Management System (SEMS) which is discussed in detail under SEMS in this Section. The
City of Rancho Cucamonga's Emergency Management Organization (including emergency
response and recovery) will be directed by the City Manager who serves as the Director of
City of Rancho Cucamonga Management Section - M-4
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SEMS Multi-Hazard Functional Plan
Emergency Services/EOC Director. The Director of Emergency Services is responsible to
the City Council and Disaster Council per Ordinance No. 104 of the City of Rancho
Cucamonga's Municipal Code. The Director of Emergency Services is responsible for
implementing the SEMS Multi-Hazard Functional Plan (MHFP). (CPG-28) While serving as
the Director of Emergency Services during an actual emergency/disaster, this position will
be referred to as the EOC Director (Management Section).
The Director of Emergency Services/EOC Director is supported by the Emergency
Management Organization and has overell responsibility for:
· Organizing, staffing and operating the Emergency Operations Center
(EOC).
· Operating communications and warning systems.
· Providing information and guidance to the public.
· Maintaining information on the status of resources, services, and
operations.
· Directing overall operations.
· Obtaining support for the City of Rancho Cucamonga and providing
support to other jurisdictions as required.
· Identifying and analyzing potential hazards and recommending
appropriate countermeasures.
· Collecting, evaluating and disseminating damage assessment and other
essential information.
· Providing status and other reports to the San Bernardino County
Operational Area via the Rialto - San Bernardino County Operational Area
EOC.
San Bernardino County Operational Area Emergency Management
If the San Bernardino County Operational Area is activated, the Fire Chief of San
Bernardino County designated by County Ordinance will function as the Operational Area
Coordinator and will have the overall responsibility for coordinating and supporting
emergency operations within the County. The Operational Area will also be the focal point
for information transfer and support requests by cities within the County. The Operational
Area Coordinator and supporting staff will constitute the Operational Area Emergency
Management Staff. The Operational Area Staff will submit all requests for support that
cannot be obtained within the county, and other relevant information, to OES Mutual Aid
Region IV. The San Bernardino County Operational Area Organization Matrix is contained
in Chart 2.
The City of Rancho Cucamonga requests all mutual aid through the San Bernardino
County EOC/Operational Area via the Rialto, San Bernardino County Command and
Control EOC. The San Bernardino County Operational Area then requests law, public
works, emergency managers or other mutual aid through its regular channels. Fire mutual
City of Rancho Cucamonga Management Section - M-5
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SEMS Multi-Hazard Functional Plan
aid is coordinated through the Ontario Police Communications Division (Ontario Dispatch)
during wide-scale incident. The Fire Department Incident Commander or his liaison will
request mutual aid during local emergencies.
Mutual Aid Region Emergency Management
The City of Rancho Cucamonga is within OES Mutual Aid Region IV and the OES Southem
Administrative Region. The pdmary mission of Southem Region's emergency management
organization is to support Operational Area response and recovery operations and to
coordinate non-law and non-fire Mutual Aid Regional response and recovery operations
through the Regional EOC (REOC). The OES Region Office may also serve as a Disaster
Support Area (DSA) when necessary.
State Emergency Management
The Governor, through State OES and its Mutual Aid Regions, will coordinate statewide
operations to include the provision of mutual aid and other support to local jurisdictions and
the redirection of essential supplies and other resources as required. The OES Director
assisted by State agency directors and their staffs and identified volunteer agency staff will
constitute the State emergency management staff.
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SEMS Multi-Hazard Functional Plan
Chart I
CITY OF RANCHO CUCAMONGA'S
EMERGENCY ORGANIZATION MATRIX
(CPG-29/30; SEMS-5)
FUNCTIONAL RESPONSIBILITIES OF LOCAL DEPARTMENTS/AGENCIES
P = Primary Responsibility x = Support Role
Depadmen~Agency
_City Council p
City Manager/Administrator p
City Attorney X
City Clerk X
Building Div.
Management
Operations
P
JPlanning/
Intelligence
X
X
Logistics
Finance/
Administration
RecoveW
X
Community Services
Public Works - Engineering
Finance/Treasury
Fire
Police
Redevelopment Agency
Community Services
Personnel/Human
Resources
P
P
P
X
X
P
X
X
P
P
P X
X
P
X
Ci(y of Rancho Cucamonga Management Section - M-7
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SEMS Multi-Hazard Functional Plan
Public Works P
Purchasing
Schools
Utilities P
Volunteer Agencies
X
X
X
P
P
X
X
X
Animal Control/SBCO X
Coroner/SBCO X
X
Medical/Health Serv./SBCO
Social Services/SBCO
P
X
X
City of Rancho Cucamonga Management Section - M-8
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SEMS Multi-Hazard Functional Plan
Chart 2
SAN BERNARDINO COUNTY
OPERATIONAL AREA
ORGANIZATION MATRIX
CiCg of Rancho Cucamonga Management Section - M-9
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SEMS Multi-Hazard Functional Plan
Chart 3
SAN BERNARDINO COUNTY
OPERATIONAL AREA
CHANNEL OF COORDINATION
(SEMS-6)
Field Level Response ~
CITY OF RANCHO
CUCAMONGA'S EOC
10500 Civic Center Drive
(Basement)
Rialto, San Bernardino Cty.
Fire Dispatch
San Bernardino County
Operational Area EOC
California Office of
Emergency Services
Southern Region
California Office of
Emergency Services
City of Rancho Cucamonga Management Section - M-I O
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Chart 4
STATE OF CALIFORNIA EMERGENCY
ORGANIZATION MATRIX
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SEMS Multi-Hazard Functional Plan
CONTINUITY OF GOVERNMENT
PURPOSE
A major disaster or an enemy attack could result in great loss of life and property, including
the death or injury of key government officials. At the same time, there could be partial or
complete destruction of established seats of government, and the destruction of public and
private records essential to continued operations of government and industry.
In the aftermath of a major disaster, law and order must be preserved and essential
government services must be maintained. Civil government best accomplishes this. To
this end, it is particularly essential that local units of government continue to function.
Applicable portions of the California Government Code and the State Constitution (cited in
the next paragraphs) provide authority for the continuity and preservation of state and local
government.
RESPONSIBILITIES
Government at all levels is responsible for providing continuous, effective leadership and
authority under all aspects of emergency services operations (preparedness, response,
recovery, and mitigation). Under California's concept of mutual aid, local officials remain in
control of their jurisdiction's emergency operations while others may provide additional
resources upon request. A key aspect of this control is to be able to communicate official
requests, situation reports, and emergency information throughout any disaster a
community might face.
PRESERVATION OF LOCAL GOVERNMENT
Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the
Government Code) provides the authority, as well as the procedures to be employed; to
ensure continued functioning of political subdivisions within the State of California.
Generally, Article 15 permits the appointment of up to three standby officers for each
member of the governing body, and up to three standby officers for the chief executive, if
not a member of the governing body. Article 15 provides for the succession of officers who
head departments responsible for maintaining law and order, or in furnishing public
services relating to health and safety.
Article 15 also outlines procedures to assure continued functioning of political subdivisions
in the event the governing body, including standby officers, is unavailable to serve.
The Emergency Services Act provides for the preservation of city government in the event
of a peacetime or national security emergency.
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LINES OF SUCCESSION FOR OFFICIALS CHARGED WITH
DISCHARGING EMERGENCY RESPONSIBILITIES
The first step in assuring continuity of government is to have personnel who are authodzed
and prepared to carry out emergency actions for government in the event of a natural,
technological, or national security disaster.
Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to
designate and appoint three standby officers for each member of the governing body and
for the chief executive, if not a member of the governing body. Standby officers may be
residents or officers of a political subdivision other than that to which they are appointed.
Standby officers take the same oath as regular officers and are designated Number 1,2, or
3 as the case may be.
Should the director be unavailable or unable to serve, the positions listed below, in order,
shall act as the Director of Emergency Services.
Should these positions be unavailable or unable to serve, the individuals who hold
permanent appointments to the following positions in the city will automatically serve as
acting director in the order shown. The individual who serves as acting director shall have
the authority and powers of the Director, and will serve until the Director is again able to
serve, or until a successor has been appointed by the City Council. (CPG-52)
· First Alternate: Deputy City Manager
· Second Alternate:
City Engineer
· Third Alternate: Fire Chief
Notification of any successor changes shall be made through the established chain of
command. (CPG-53)
Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to
provide for the succession of officers (department heads) having duties related to law and
order and/or health and safety. (See Lines of Succession list for city departments at
the end of this Section.)
Article 15, Section 8644 of the Emergency Services Act establishes a method for
reconstituting the governing body. It authorizes that, should all members, including all
standbys be unavailable, temporary officers shall be appointed as follows:
· By the chairman of the board of the county in which the political
subdivision is located, or
· By the chairman of the board of any other county within 150 miles (nearest
and most populated down to farthest and least populated), or
· By the mayor of any city within 150 miles (nearest and most populated
down to farthest and least populated).
Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies
City of Rancho Cucamonga Management Section - M-13
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SEMS Multi-Hazard Functional Plan
to convene as soon as possible whenever a State of War Emergency, State of Emergency,
or Local Emergency exists, and at a place not necessarily within the political subdivision.
Article 15, Section 8643 Emergency Services Act describes the duties of a governing body
during emergencies as follows:
· Ascertain the damage to the jurisdiction and its personnel and property.
· Reconstitute itself and any subdivisions.
· Perform functions in preserving law and order and furnishing local
services.
TEMPORARY CITY SEAT
Section 23600 of the California Government Code provides among other things:
· The City Council shall designate alternative city seats, which may be
located outside city boundaries.
· Real property cannot be purchased for this purpose.
· A resolution designating the alternate city seats must be filed with the
Secretary of State.
· Additional sites may be designated subsequent to the original site
designations if circumstances warrant.
In the event the primary location is not usable because of emergency conditions, the
temporary seat of city government will be as follows:
· 1 st Alternate: Senior Center - 9791 Arrow Route
· 2nd Alternate: North Parking Lot - City Hall 10500 Civic
Center Drive.
· 3rd Alternate: Lunch Room (City Yard) - 9153 Ninth Street
EMERGENCY OPERA TIONS CENTER (EOC)
The City EOC is located at 10500 Civic Center Drive (Police - Lower Level).
PRESERVATION OF VITAL RECORDS
In the City of Rancho Cucamonga, the following individuals are responsible for the
preservation of vital records:
· City Clerk
· Contract City Attorney
Vital records are defined as those records that are essential to:
· Protect and preserve the rights and interests of individuals, governments,
corporations and other entities. Examples include vital statistics, land and
City of Rancho Cucamonga Management Section - M-14
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SEMS Multi-Hazard Functional Plan
tax records, license registers, and articles of incorporation.
Conduct emergency response and recovery operations. Records of this
type include utility system maps, locations of emergency supplies and
equipment, emergency operations plans and procedures, personnel
rosters, etc.
Reestablish normal governmental functions and protect the rights and
interests of government. Constitutions and charters. Statutes and
ordinances, court records, official proceedings and financial records would
be included here. (CPG-IIO)
Vital records of the City of Rancho Cucamonga are routinely stored in City Hall located at
10500 Civic Center Drive
Record depositories should be located well away from potential danger zones and/or
housed in facilities designed to withstand blast, fire, water, and other destructive forces.
Such action will ensure that constitutions and charters, statutes and ordinances, court
records, official proceedings, and financial records would be available following any
disaster.
Each department within the city shall identify, maintain and protect its own essential
records.
REFERENCES
Judicial System, Article VI, Section 1,4, 5, and 10, of the Constitution of California.
Local Government, Article XI, of the Constitution of California.
Preservation of Local Government, Article 15 of the California Emergency Services Act
(Chapter 7 of Division 1 of Title 2 of the Government Code).
Temporary County Seats, Section 23600, Article 1 of Chapter 4 of Division 1 of Title 3 of
the Government Code.
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CONTINUITY OF GOVERNMENT
LINES OF SUCCESSION (CPG-21/22/50)
SERVICE/DEPARTMENT
City Manager
Fire
Police
Building & Safety
City Clerk
Economic Development
Community Services
PIO -Incident Driven*
TITLE/POSITION
City Manager
Deputy City Manager
Assistant to City Manager
1. Fire Chief
2. Deputy Chief
3. Training Officer
Police Chief
Lieutenant-Administrative
Lieutenant-Operations
Chief Building Official
Plan Check ManagedBuilding
Plan Check ManagedFire
City Clerk
Deputy City Clerk
Administrative Secretary
Redevelopment Director
Senior Redevelopment Analyst
City Planner
Community Services Director
Recreation Superintendent
Management Analyst III
Assistant to City Manager
Assistant to City Manager
Incident Commander
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MANAGEMENT SYSTEM (SEMS)
GENERAL
The Standardized Emergency Management System (SEMS) is the system required by
Government Code Section 8607(a) for managing response to multi-agency and multi-
jurisdiction emergencies in California. SEMS consists of five organizational levels, which
are activated as necessary: field response, local government, operational area, regional
and state.
SEMS incorporates the use of the Incident Command System (ICS); the Master Mutual Aid
Agreement and existing mutual aid systems, the Operational Area Concept, the
Operational Area Satellite Information System (OASIS) and multi-agency or inter-agency
coordination. Local governments must use SEMS to be eligible for funding of their
personnel-related costs under state disaster assistance programs.
LOCAL GOVERNMENT LEVEL IN SEMS
Local government is one of the five levels of SEMS. The basic role of a local government is
to manage and coordinate the overall emergency response and recovery activities within its
jurisdiction.
A local government under SEMS is a city, county, city and county, school district, or special
district. Special districts under SEMS are units of local government (other than a city,
county, or city and county) with authority or responsibility to own, operate or maintain a
project (as defined in California Code of Regulations 2g00(s) for purposes of natural
disaster assistance). This may include a joint power authority established under Section
6500 et seq. of the Code.
Cities are responsible for emergency response within their boundaries, although some
cities contract for some municipal services from other agencies.
Special districts are primarily responsible in emergencies for restoration of services that
they normally provide. They may also be responsible for safety of people at their facilities
or on their property and for warning of hazards from their facilities or operations. Some
special districts may assist other local governments in the emergency response.
All local governments are responsible for coordinating with other local governments, the
field response level and the operational area. Local governments are also responsible for
providing mutual aid within their capabilities.
SEMS REQUIREMENTS FOR LOCAL GOVERNMENTS
The City of Rancho Cucamonga will comply with SEMS regulations in order to be eligible
for state funding of response-related personnel costs and will:
1)
Use SEMS when
· A local emergency is declared or proclaimed, or
City of Rancho Cucamonga Management Section - M-17
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SEMS Multi-Hazard Functional Plan
2)
3)
4)
5)
The local government EOC is activated.
Establish coordination and communications with Incident Commanders either
· Through departmental operating centers (DOCs) to the EOC, when
activated, or
· Directly to the EOC, when activated.
Use existing mutual aid systems for coordinating fire and law enforcement
resources.
Establish coordination and communications between the City of Rancho
Cucamonga's EOC when activated, and any state or local emergency response
agency having jurisdiction at an incident within the city's boundaries.
Use multi-agency or inter-agency coordination to facilitate decisions for overall local
government level emergency response activities.
The requirement to use SEMS includes:
· Fulfilling the management and coordination role of local government, and
· Providing for the five essential SEMS functions of management, operations,
planning/intelligence, Iogistics and finance/administration.
City of Rancho Cucamonga
03/05/2001
CITY OF RANCHO CUCAMONGA'S RESPONSIBILITIES
UNDER SEMS
The development of SEMS will be a cooperative effort of all departments and agencies
within the City of Rancho Cucamonga with an emergency response role. The Emergency
Preparedness Coordinator has the lead staff responsibility for SEMS development and
planning with responsibilities for:
Communicating information within the City of Rancho Cucamonga on
SEMS requirements and guidelines.
Coordinating SEMS development among departments and agencies.
Identification of all departments and agencies involved in field level
response.
Identification of departments and agencies with department operations
center (DOCs).
Coordinating with other local governments, the operational area and
volunteer and private agencies on development of SEMS.
Incorporating SEMS into the City of Rancho Cucamonga's Multi-hazard
Functional Plan and procedures.
Incorporating SEMS into the City of Rancho Cucamonga's emergency
Management Section - M-18
SEMS Multi-Hazard Functional Plan
ordinances, agreements, memorandum of understandings, etc. (SEMS-1)
· Identification of special districts that operate or provide services within the
boundaries of the City of Rancho Cucamonga. The emergency role of
these special districts should be determined and provisions made for
coordination during emergencies.
· Identification of local volunteer and private agencies that have an
emergency response role. Contacts should be made to develop
arrangements for coordination in emergencies.
The City of Rancho Cucamonga will participate in the San Bernardino County Operational
Area organization and system for coordination and communication within the operational
area. (SEMS-3)
All local government staff who may participate in emergencies in the EOC, in department
operations centers (DOCs) or at the field level must receive appropriate SEMS training as
required by SEMS regulations. New personnel should be trained as they are hired. The
Emergency Preparedness Coordinator is responsible for documenting SEMS training in the
City of Rancho Cucamonga. (See Training Documentation, Part Three--SEMS.)
Local governments should develop an exercise program that provides periodic exemises
for EOC and DOC personnel under SEMS.
SEMS EOC ORGANIZATION
SEMS regulations require local governments to provide for five functions: management,
operations, planning/intelligence, Iogistics and finance/administration. These functions are
the basis for structuring the EOC organization.
· Management
· Operations
· Planning/Intelligence
· Logistics
· Finance/Administration
Responsible for overall emergency policy and
coordination through the joint efforts of governmental
agencies and private organizations.
Responsible for coordinating all jurisdictional
operations in support of the emergency response
through implementation of the local government's
EOC Action Plan.
Responsible for collecting, evaluating and
disseminating information; developing the City of
Rancho Cucamonga's EOC Action Plan and After-
Action Report in coordination with other functions;
and maintaining documentation.
Responsible for providing facilities, services,
personnel, equipment and materials.
Responsible for financial activities and other
administrative aspects.
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SEMS Multi-Hazard Functional Plan
The EOC organization should include representatives from special districts, volunteer
agencies, and private agencies with significant response roles.
Organization Rexibility--Modular Organization
The five essential SEMS functions will be established as "sections" within the EOC and all
other functions will be organized as branches, groups or units within sections. The types of
activated functions and their relationship to one another will depend upon the size and
nature of the incident. Only those functional elements that are required to meet current
objectives will be activated. Those functions that are needed but not staffed will be the
responsibility of the next higher element in the organization.
Management of Personnel Hierarchy of Command and Span-of-
Control
The position title "coordinator" refers to the lead person of each organizational element in
the EOC. The term coordinator is used because the role of EOC elements is to coordinate.
Each activated function will have a person in charge of it, but a supervisor may be in
charge of more than one functional element. Every individual will have a supervisor and
each supervisor will be responsible for no more than seven employees, with the ideal span-
of-control being three to five persons.
Coordinators for Operations, Planning/Intelligence, Logistics and Finance/Administration
constitute the EOC General Staff. The EOC Director and General Staff function as the
EOC management team. The General Staff are responsible for:
· Overseeing the internal functioning of their section, and
· Interacting with each other, the EOC Director, and other entities within the
EOC to ensure the effective functioning of the EOC organization.
EOC ACTION PLANS
At local, operational area, regional and state levels, the use of EOC action plans provide
designated personnel with knowledge of the objectives to be achieved and the steps
required for achievement. Action plans not only provide direction, but they also serve to
provide a basis for measuring achievement of objectives and overall system performance.
Action planning is an important management tool that involves:
· A process for identifying ~riorities and objectives for emergency response
or recovery efforts.
· Documentation of the priorities and objectives, the tasks and personnel
assignments associated with meeting them.
The action planning process should involve the EOC Director and General Staff along with
other EOC elements, special district representatives and other agency representatives, as
needed. The Emergency Preparedness Coordinator and the Disaster Planning Steering
Committee are responsible for development of the action plan and for facilitation of action
City of Ran ch o Cu cam onga Man agem en t Section - M-20
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SEMS Multi-Hazard Functional Plan
planning meetings.
Action plans are developed for a specified operational period that may range from a few
hours to 12 hours. The operational period is determined by first establishing a set of
priority actions that need to be performed. A reasonable time frame is then established for
accomplishing those actions. The action plans need not be complex, but should be
sufficiently detailed to guide EOC elements in implementing the priority actions. Guidelines
for developing action plans and example action plan formats are contained in Part Threo
Planning/Intelligence/Action Planning.
MULTI-AGENCY OR INTER-AGENCY COORDINATION AT THE
LOCAL GOVERNMENT LEVEL (SEMS-7)
Multi-agency or inter-agency coordination is important for:
· Establishing priorities for response.
· Allocating critical resoumes.
· Developing strategies for handling multi-agency response problems.
· Sharing information.
· Facilitating communications.
Multi-agency or Inter-agency Coordination in the EOC
· Emergency response is coordinated at the EOC through:
· Representatives from the City of Rancho Cucamonga's departments and
agencies
· Representatives from outside agencies including special districts,
volunteer agencies and private organizations
· Coordination with agencies not represented in the EOC may be accomplished
through various methods of communications.
· Involvement in the EOC action planning process is essential for effective
emergency management.
Multi-agency or Inter-agency Coordination Group
· May be established formally.
· Should develop consensus on priorities, resource allocation and response
strategies.
· Maybe function within the EOC, at another location or through conference calls--
but ought to remain in contact with the EOC.
· EOC Action Plan should incorporate group priorities and objectives.
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Group objectives should be implemented through the EOC.
City of Rancho Cucamonga may participate with other local governments and
agencies in a multi-agency coordination group organized by another local
government, operational area or regional level.
COORDINATION WITH THE FIELD RESPONSE LEVEL
Coordination among SEMS levels is clearly necessary for effective emergency response.
In a major emergency, the City of Rancho Cucamonga's EOC may be activated to
coordinate the overall response while the Incident Command System is used by field
responders. Incident Commanders may report to department operations centers (DOCs)
which in turn will coordinate with the EOC. In some situations, Incident Commanders may
report directly to the City's EOC, usually to their counterpart in the Operations Section.
When the EOC is directly overseeing Incident Command teams, the EOC is operating in a
centralized coordination and direction mode. (CPG-55)
It is also possible (in certain situations) for Area Commands to be established between the
Incident Command teams and the EOC. During a major citywide disaster, the city may be
divided into areas, with an Area Command overseeing the Incident Command teams within
each area.
Another scenario for EOC-Area Command interaction would be the occurrence of several
similar type incidents located in close proximity but in different jurisdictions. A Unified Area
Command may be established to oversee Incident Commands operating in general
proximity to each other. The Unified Area Command would coordinate with activated local
government EOCs.
COORDINATION WITH SAN BERNARDINO COUNTY
OPERATIONAL AREA LEVEL
Coordination and communications should be established between activated local
government EOCs and the operational area. For the City of Rancho Cucamonga, this
channel is through the Rialto, San Bernardino County Fire EOC .San Bernardino County
Operational Area will direct the most heavily impacted cities to coordinate and
communicate directly with the County/Operational Area EOC.
San Bemardino County will use an Operational Area Multi-Agency Coordination System
(MACS) concept when developing response and recovery operations. When and where
possible, the County will include jurisdictional representatives in planning for jurisdictional
support.
SPECIAL DISTRICT INVOLVEMENT
Special districts are defined as local governments in SEMS, The emergency response role
of special districts is generally focused on normal services, During disasters, some types of
special districts will be more extensively involved in the emergency response by assisting
other local governments,
City of Rancho Cucamonga Management Section - M-22
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Coordination and communications should be established among special districts that are
involved in emergency response, other local governments and the operational area.
This may be accomplished in vadous ways depending on the local situation. Relationships
among special districts, cities, county government and the operational area are complicated
by overlapping boundaries and by the multiplicity of special districts. Special districts need
to work with the local governments in their service areas to determine how best to establish
coordination and communications in emergencies.
When a special district, such as the vadous school districts, which are wholly contained
within the city, the school districts should have a liaison representative at the city EOC and
direct communications should be established between the special district EOC and the city
EOC. An exception may occur when there are many special districts within the city.
Typically, special district boundaries cross municipal boundary lines. A special district may
serve several cities and county unincorporated areas. Some special districts serve more
than one county. In such a situation, the special district may wish to provide a liaison
representative to the Operational Area EOC to facilitate coordination and communication
with the various entities it serves.
When there are many special districts within a city, it may not be feasible forthe city EOC
to accommodate representatives from all special districts during area-wide disasters. In
such cases, the city should work with the special districts to develop alternate ways of
establishing coordination and communications.
COORDINATION WITH VOLUNTEER AND PRIVATE AGENCIES
City EOC will generally be a focal point for coordination of response activities with many non-
governmental agencies. The City of Rancho Cucamonga's EOC should establish
communication with private and volunteer agencies providing services with the city. (This
responsibility is under the Logistics Section of the EOC.
Agencies that play key roles in the response should have representatives at the EOC. If an
agency supports several functions and has only one representative at the EOC, the agency
representative should be located at the Iogistics area. if an agency is supporting one function
only, its representative may be located with that functional element. Some agencies may have
several personnel participating in functional elements in the EOC. For example, American Red
Cross personnel may be part of the staffing for the Care and Shelter element of the EOC.
Agencies that have countywide response roles and cannot respond to numerous city EOCs
should be represented at the operational area level.
Cities served by a large number of private and volunteer agencies may not be able to
accommodate representatives in the EOC from all agencies that have important response
roles. Cities should develop alternate means of communicating with these agencies when
liaison representation is not practical.
Coordination with volunteer and private agencies that do not have representatives at the EOC
may be accomplished through telecommunications, liaison with community councils that
represent several agencies or involvement of agencies in special multi-agency groups on
specific issues.
City of Rancho Cucamonga Management Section - M-23
03/05/2001
SEMS Multi-Hazard Functional Plan
CITY OF RANCHO CUCAMONGA'S
EMERGENCY OPERATIONS CENTER
(EOC)
Day-to-day operations are conducted from departments and agencies that are widely
dispersed throughout the City. An EOC is a location from which centralized emergency
management can be performed during a major emergency or disaster. This facilitates a
coordinated response by the Director of Emergency Services; Emergency Management
Staff and representatives from organizations who are assigned emergency management
responsibilities. The level of EOC staffing will vary with the specific emergency situation.
An EOC provides a central location of authority and information, and allows forface-to-face
coordination among personnel who must make emergency decisions. The following
functions are performed in the City of Rancho Cucamonga's EOC:
· Managing and coordinating emergency operations.
· Receiving and disseminating warning information.
· Developing emergency policies and procedures.
· Collecting intelligence from, and disseminating information to, the various
EOC representatives, and, as appropriate, to County and State agencies,
military, and federal agencies.
· Preparing intelligence/information summaries, situation reports,
operational reports, and other reports as required.
· Maintaining general and specific maps, information display boards, and
other data pertaining to emergency operations.
· Continuing analysis and evaluation of all data pertaining to emergency
operations.
· Controlling and coordinating, within established policy, the operational and
Iogistical support of departmental resources committed to the emergency.
· Maintaining contact and coordination with support DOCs, other local
government EOCs, and the San Bernardino County Operational Area.
· Providing emergency information and instructions to the public, making
official releases to the news media and the scheduling of press
conferences as necessary.
City of Rancho Cucamonga Management Section - M-24
03/05/2001
SEMS Multi-Hazard Functional Plan
EOC LOCATION AND DESCRIPTION
DESCRIPTION: --- the EOC is located at 10500 Civic Center Drive, in the lower level
classroom of the police station. It consists of a Management, Operation, Planning,
Logistics, and Finance Sections. When the EOC is fully activated, it fills 4 rooms in the
police station. The lower level classroom contains the Operations Section,
Planning/intelligence Section, and radio consoles to all field units. The traffic offices on the
lower level are set up with special phone hook-up and is meant to house the Logistics
Section. Depending on the severity of the incident, Logistics and Finance may be staffed
with one or two people in the classroom, On the Plaza Level, the conference room is
designated forthe Management Section and Policy Group. The records room is set aside
for the PIO staff. All media interviews and/or press conferences will be held in the police
station reception room or City Council Chambers. Emergency power is provided by a
diesel generator located in the lower level of City Hall. The emergency fuel reserve is
sufficient for about 72 hours. Re-supply of emergency fuel will be handled by the facilities
maintenance personnel and must be brought in 5-gallon cans. Power will provide lighting
panel, selected wall circuits, telephones, and radios. The EOC has the capacity to house
and feed stafffor48 consecutive hours. On-site services include kitchen, bathrooms, food,
medical supplies, water, and sleeping cots as parts of the CERT cache (Closet at southeast
comer of Council Chambers).
The Alternate EOC is located at the Senior Community Center located at 9791 Arrow
Hwy.). The alternate EOC will be activated only when the primary EOC is damaged,
inaccessible, and/or evacuation of EOC staff members becomes necessary. (CPG-73)
When the use of an alternate EOC becomes necessary, those occupying the primary EOC
will be asked to relocate to the alternate EOC site. If the primary EOC is unusable before
its activation, staff members will be asked to report to the alternate EOC site.
The Logistics Section will arrange for relocation of EOC staff members to the alternate
EOC. (CPG-76) The EOC Director will transfer direction and control authority from the
primary EOC to an alternate EOC when necessary. (CPG-77) All Section Coordinators will
advise their emergency response field forces of the transition to the alternate EOC. (CPG-
78)
The operational capabilities of the alternate EOC will be similar to those of the primary
EOC, however, limitations are inherited. There are only 7 outside priority telephone lines,
and there are no radio base stations designated for the alternate EOC. Personnel must
bring and use Hand Held radios. The Recreation Center does have a base station fortheir
use day to day. It is located behind the receptionist desk in the lobby. There is a back-up
generator that is housed at the Yard, which must be brought to the sight and connected to
the electrical box located in the hall storage area. There is a map board installed on the
wall of the mission room that can be used along with hand held radios
DISPLAYS
Because the EOCs major purpose is accumulating and sharing information to ensure
coordinated and timely emergency response, status boards for tracking emergency
activities will be made available for use in both the primary and alternate EOC. All EOC
City of Rancho Cucamonga Management Section - M-25
03/05/2001
SEMS Multi-Hazard Functional Plan
sections must maintain display devices so that other sections can quickly comprehend what
actions have been taken, what resources are available, and to track the damage in the city
resulting from the disaster. The Planning/Intelligence Section is responsible for
coordinating display of information. All display charts, boards, and materials are to be
readily available in the dedicated EOC.
At the onset of any disaster, a significant events log should also be compiled for the
duration of the emergency situation. Key disaster related information will be recorded in
the log; i.e., casualty information, health concerns, property damage, fire status, size of risk
area, scope of the hazard to the public, number of evacuees, etc. The posting of the
significant event log is the responsibility of the Planning/Intelligence Section. (CPG-69)
COMMUNICATIONS
Communications are provided in the EOC and include a stand-alone duplicate 800 MHz
System. It contains it's own generator housed in the underground parking structure and
dedicated UPS housed in the electrical room just inside the underground parking structure
near the generator. Facilities has the responsibility for the maintenance and operations of
this system. The Fire Communications Technician is also aware and trained to work with
this system. This system is only for the base stations for each department and agency in
the classroom of the police department, including CCWD and San Bemardino County's 800
M Hz. System for the police department. Communications workstations will be continuously
staffed during emergency by City Hall staff. The Logistics Section of the EOC is
responsible for communication.
A duplicate telephone console was installed in the EOC to handle calls coming in from the
main switchboard of City hall, after regular work hours. This will also assure the operator
that the console has the most updated information on the emergency from status boards
and EOC personnel.
EOC MANAGEMENT
The EOC and alternate EOC facility management is the responsibility of the Emergency
Preparedness Coordinator and includes maintaining the operational readiness of the
temporary and alternate EOC. (CPG-60/61/74)
Positions assigned to the EOC will advise/brief city decision makers of the emergency
situation and recommend actions to protect the public, i.e., alerting and warning the public,
evacuation of risk area, activation of shelters, request for State/Federal assistance, etc.
(CPG-83)
Emergency Notification and Scheduling Procedures are contained in Part Three---
Management/Emergency Notification and Scheduling. (CPG-64)
The Director of Emergency Services/EOC Director/City Manager (hereafter referred to as
the EOC Director) will have the primary responsibility for ensuring that the City Council is
kept apprised of the situation and will bring all major policy issues to the Council for review
and decision.
City of Rancho Cucamonga Management Section - M-26
03/05/2001
SEMS Multi-Hazard Functional Plan
CITY OF RANCHO CUCAMONGA
EOC DIAGRAM
City of Rancho Cucamonga Management Section - M-27
03/05/2001
SEMS Multi-Hazard Functional Plan
CITY OF RANCHO CUCAMONGA
MAP--EOC/ALTERNATE EOC LOCATIONS (CPG-58)
City of Rancho Cucamonga Management Section - M-28
03/05/2001
SEMS Multi-Hazard Functional Plan
CITY OF RANCHO CUCAMONGA'S
EOC ACTIVATION POLICY
Activation of the local government level means that at least one local government official
implements SEMS as appropriate to the scope of the emergency and the local
government's role in response to the emergency.
The local government level is activated when field response agencies need support.
The local official(s) implementing SEMS may function from the EOC or from other locations
depending on the situation. Activated EOC may be partially or fully staffed to meet the
demands of the situation.
The San Bernardino County Operational Area should be notified when the City of Rancho
Cucamonga's EOC is activated.
WHEN TO
ACTIVATE:
A significant earthquake causing damage in the City or neighboring
jurisdictions.
An uncontrolled release or failure of the San Antonio Dam.
An impending or declared "State of War Emergency".
An emergency situation that has occurred or might occur of such a
magnitude that it will require a large commitment of resources from two or
more City Departments over an extended period of time. Examples
include a major hazardous material incident, civil disturbance, aircraft
disaster, high rise structure fire or severe weather conditions.
WHO CAN ACTIVATE:
The following individuals, either acting as the EOC Director or on behalf of the EOC
Director, or their appointed representatives (as referenced in Part TwosManagement--
Continuity of Government Lines of Succession) are authorized to activate the EOC:
· City Manager
· Deputy City Manager
· Emergency Preparedness Coordinator/Safety Officer
· Fire Chief
Police Chief
Director of Public Works
City of Rancho Cucamonga Management Section - M-29
03/05/2001
SEMS Multi-Hazard Functional Plan
HOW TO A CTIVA TE:
· Contact the Communications Center.
· Identify yourself and provide a callback confirmation phone number if
requested.
· Designate personnel- EmerctencV Preparedness Coordinator to activate
the EOC.
· Briefly describe the emergency/disaster situation causing this request.
· Request EOC "Level One, Two or Three" Activation. (See Staffing Guide
p. M-33)
· Request notification of EOC team.
Ci~g of Rancho Cucamonga Management Section - M-30
03/05/2001
SEMS Multi-Hazard Functional Plan
LOCAL GOVERNMENT EOC STAFFING
GUIDE (CPG-65)
Event/Situation
Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
Severe Weather Issuance (see Part Three
Operations/NWS)
Significant incidents involving 2 or more
departments
Earthquake Advisory/Prediction Level One
Earthquake with damage reported
Earthquake Advisory/Prediction Level Two or
Three
Major wind or rain storm
Two or more large incidents involving 2 or
more departments
_Wildfire affecting developed area
Major scheduled event
Severe hazardous materials incident involving
large-scale or possible large-scale
evacuations
Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
Major city or regional emergency--multiple
departments with heavy resource involvement
Earthquake with damage
Unusual occurrences with severe potential
impacts on the health and safety of the public
and/or environment
Activation
Level
Minimum Staffing
One (1-10 Team Members)
EOC Director
Other Designees
Note: May be limited to Department
Operations Center activation.
Two (11-15 Team Members)
EOC Director
Three
Section Coordinators, Branches
and Units as appropriate to situation
Liaison/Agency representatives as
appropriate
All EOC Positions (18+)
Cify of Rancho Cucamonga Management Section - M-31
03/05/2001
SEMS Multi-Hazard Functional Plan
CITY OF RANCHO CUCAMONGA
CITY COUNCIL
Administrative
Services
Dept.
Finance
Officer
CITY C[~I'Y
CITY CITY CLERK MANAGER
TREASURER (Records Mngr.) (RDA Exec. Dir.) ATTORNEY
Law
Enforcement
(Contract)
I
Bldg. & Engineering/
Public Planning
Safety Works/
Maint.
Fire
Protection
Redevelopment
I
Community
Library Services
Dept.
City of Rancho Cucamonga Management Section - M-32
03/05/2001
SEMS Multi-Hazard Functional Plan
SEMS ORGANIZATION CHART (CPG-27/62)
EOC DIRECTOR
MANAGEMENT
Liaison Officer-
Policy Group -
EOC Coordinator
Safety Officer
Public Information
Legal Advisor
OPERATIONS
--Fire
--Law Enforcement
--Coroner
--Medical/Health
Care & Shelter
Public Works
Building & Safety
Field Units
I
PLANNING/
INTELLIGENCE
--Situation Status
--Documentation
--Damage Assessment
--Advance Planning
--Recovery Planning
--Demobilization
--Technical Specialist
LOGISTICS
--Resources
--Information Systems
--Communications
--Computer
Systems
--Transportation
--Personnel
--Facilities
--Procurement
I
FINANCE/
ADMINISTRATION
---Cost Recovery Documentation
--Time--Compensation/Claims--Cost Analysis
City of Rancho Cucamonga Management Section - M-33
03/05/2001
SEMS Multi-Hazard Functional Plan
ISEMS EOC RESPONSIBILITIES CHART (SEMS-4/5)
EOC
DIRECTOR
I I I I
Operations Fire Planning/ PlanningGen. Svcs.LOgiStiCS Finance Finance/
Bldg. & Pub. Works Auditor
Section Law Intelligence safety Human Section Attorney Administration
Enforcement
Public Section Library Res. Section
Recreation
Works
Responsibilities:
EOC Director (Management Section)
Responsible for overall emergency management policy and coordination through the joint
efforts of governmental agencies and private organizations. The EOC Director will either
activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city's EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; developing the city's
EOC Action Plan in coordination with other sections; initiating and preparation of the city's
After-Action Report and maintaining documentation.
Logistics Section
These support units are responsible for providing communications, facilities, services,
personnel, equipment, supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
City of Rancho Cucamonga Management Section - M-34
03/05/2001
SEMS Multi-Hazard Functional Plan
MANAGEMENT SECTION ORGANIZATION CHART
CITY COUNCIL
EOC DIRECTOR
MANAGEMENT SECTION
COORDINATOR
Liaison Officer
(ARC, School Dists, San
Antonio Hosp. etc.)
Agency Rep
Emer. Services
Coordinator
Safety Officer
(Police)
City Attorney
Department Directors
Public Information Officer
City of Rancho Cucamonga Management Section - M-35
03/05/2001
SEMS Multi hazard Functional Plan
MANAGEMENT SECTION STAFF (CPG-63)
The Management role is filled by the EOC Director and is the position that is established at
every EOC activation to coordinate EOC operations. (CPG-81) The City Manager will fill
this position while serving as the Director of Emergency Services during an
emergency/disaster. The Deputy City Manager shall serve as first alternate and the Fire
Chief shall serve as second alternate to the Director of Emergency Services. (CPG-49)
The EOC Director, the General Staff (Section Coordinators), the EOC Coordinator and
others as designated make up the EOC Management Team. The team is responsible for
advising the EOC Director on policy matters. They also assist the EOC Director in the
development of overall strategy and tactics to mitigate the incident and rules, regulations,
proclamations and orders. The Management Section also includes certain stafffunctions
required to support the Management function.
Public Information Officer
· Liaison Officer
Agency Representative
· Safety Officer
· Security Officer
EOC Coordinator (Emergency Services Coordinator)
· City Council*
Public Information Officer
The Public Information Officer (PIO) ensures that information support is provided on
request; that information released is consistent, accurate and timely and appropriate
information is provided to all required agencies and the media.
After receiving a briefing from the EOC Director, the PIO will establish an area for the
media away from the EOC (Police Reception Area). (CPG-191) The PIO will provide news
releases, answer questions the media may have and arrange for tours or photo
opportunities of the incident. The PIO will coordinate all information releases and media
contacts with the EOC Director. (CPG-190)
Liaison Officer
The Liaison Officer serves as the point of contact for Agency Representatives from
assisting organizations and agencies outside our city government structure. The Liaison
Officer aids in coordinating the efforts of these outside agencies to reduce the risk of their
operating independently. This ensures each agency is doing what it does best and
maximizes the effectiveness of available resources. Any state and/or federal emergency
official should make contact with the Liaison Officer to ensure continuity of operations.
(CPG-56) The Assistant to the City Manager will fill this position.
City of Rancho Cucamonga Management Section - M-36
03/05/2001
SEMS Multi hazard Functional Plan
The Liaison Officer also serves as the multi-agency or inter-agency representative for the
City of Rancho Cucamonga to coordinate the response efforts. (CPG-107) Multi-agency or
inter-agency coordination is defined as the participation of agencies and disciplines
involved at any level of the SEMS organization working together in a coordinated effort to
facilitate decisions for overall emergency response activities, including the sharing of critical
resources and the prioritization of incidents.
Agency Representative
A representative from another agency assigned to the EOC and able to speak for his/her
agency within established limits.
Safety Officer
The Safety Officer is responsible for identifying and mitigating safety hazards and situations
of potential City liability during EOC operations and ensuring a safe working environment in
the EOC. The City's Risk Manager Coordinator may fill this position
Security Officer
The Security Officer is responsible for security of all EOC facilities and personnel access.
A Police Department Volunteer may fill this position.
EOC Coordinator (Emergency Services Coordinator)
The EOC Coordinator facilitates the overall functioning of the EOC, coordinates with other
agencies and SEMS levels, and serves as a resource to the EOC Director. The city's
Emergency Preparedness Coordinator fills this position.
Policy Group
The Policy Group is responsible for advising and assisting the Emergency Services Director
with policy and emergency/disaster mitigation issues. This Group consists of all City
Department Heads.
City Council
Proclaim and/or ratify a local emergency, approve emergency orders and serve as City
Officials.
Legal Advisor/Officer
The Legal Advisor is the City Attorney and provides legal advice to the EOC Director in all
legal matters relative to the emergency and assists in the proclamation of an emergency.
City of Rancho Cucatnonga Management Section - M-3 7
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
MANAGEMENT
EOC DIRECTOR
PRIMARY:
ALTERNATE:
SUPERVISOR:
City Manager
Deputy City Manager
City Council
GENERAL DUTIES:
· Serve as the Director of Emergency Services for the City of Rancho Cucamonga.
· Make executive decisions based on policies of the City Council.
· Develop and issue rules, regulations, proclamations and orders.
· Establish the appropriate level of organization, and continuously monitor the
effectiveness of that organization. Make changes as required.
· Be prepared to form additional branches/groups/units as dictated by the situation.
· Exercise overall management responsibility for the coordination of the response
efforts within the affected area. In conjunction with the General Staff, set
priorities for response efforts, and ensure that all agency actions are
accomplished within the priorities established.
· Ensure that multi-agency or inter-agency coordination is accomplished effectively
within the EQC.
YOUR RESPONSIBILITY:
Overall management of the City of Rancho Cucamonga's emergency response and
recovery effort.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
City of Rancho Cucamonga Management Section - M-38
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Activation- J Date Time
Determine the operational status and appropriate level
of activation based on situation as known.
I As appropriate, respond to the EOC.
Mobilize .appropriate personnel for initial activation of
the EOC. (See Part Three--Management/
Emergency Scheduling and Notification.)
Activate an alternate EOC as required. When there is
damage to the primary EOC sufficient to render it
unusable, the Senior Center is the first alternate and
the North Parking Lot at City Hall is the second
alternate EOC location.
Obtain briefing from whatever sources are available.
Position Start-Up Actions
Review your position responsibilities.
Identify yourself as the EOC Director by putting on the
vest with your title. Print your name on the EOC
organizational chart next to your assignment.
Direct the implementation of the City of Rancho
Cucamonga's SEMS Multi-hazard Functional Plan.
Confirm level of EOC activation and ensure that EOC
positions and ICS field positions are filled as needed.
Notify the San Bernardino County Operational Area
that the City EOC is activated via E-Team or Net RIMS
(Internet); (See Part Three--Management/San
City of Rancho Cucamonga Management Section - M-39
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Information Reporting Procedures.)
Assign staff to initiate check-in procedures. (See Part
Three--Forms for sample.)
Ensure that the EOC Organization and staffing chart is
posted and that arriving team members are assigned
by name. (See Part Threo Forms for sample.)
Ensure that EOC is properly set up and ready for
operations.
Appoint and ensure that Section Coordinators
(General Staff) are in place as soon as possible and
are staffing their respective sections.
· Operations Section Coordinator
· Planning/Intelligence Section Coordinator
· Logistics Section Coordinator
· Finance/Administration Section Coordinator
Ensure that the Management Section is staffed as
soon as possible at the level needed.
· Public Information Officer
· Liaison Officer
· Safety Officer
· Security Officer
· EOC Coordinator
Request additional personnel to maintain a 24-hour
operation as required.
Brief incoming Section personnel prior to their
assuming their duties. Briefings should include:
Current situation assessment.
· Identification of specific job responsibilities.
· Identification of co-workers within the job
function and/or geographical assignment.
· Availability of communications.
· Location of work area.
· Identification of eating and sleeping
arrangements as appropriate.
City of Rancho Cucamonga Management Section - M-40
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
supplies, services and personnel.
· Identification of operational period work shifts.
Prepare work objectives for Section staff, brief staff
and make staff assignments.
Open and maintain a position log.
Using activity log (see sample, Part Three---Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
Ensure that all Management Team meetings, General
Staff meetings and policy decisions are documented
(may assign scibe).
Ensure that telephone, radio and data communications
with other facilities are established and tested.
Ensure that all departments account for personnel and
work assignments.
Confirm the delegation of authority. Obtain any
guidance or direction as necessary.
Determine appropriate delegation of purchasing
authority to the Purchasing Unit of the
Finance/Administration Section.
Schedule the first planning meeting.
Confer with Operations Section Coordinator and other
General Staff to determine what representation is
needed at the EOC from other agencies.
City of Rancho Cucamonga Management Section - M-41
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Ensure that the field agency representatives have
been assigned to other facilities as necessary.
Determine need and establish, if necessary, a deputy
director position.
Establish the frequency of briefing sessions.
Based on the situation as known or forecast,
determine likely future Management Section needs.
Think ahead and anticipate situations and problems
before they occur.
Request additional resources through the appropriate
Logistics Section Unit.
General Operational Duties
Carry out responsibilities of your Section not currently
staffed.
Make a list of key issues currently facing your Section
to be accomplished within the next operational period.
Ensure that all your Section logs and files are
maintained.
Monitor your Section activities and adjust Section
organization as appropriate.
Resolve problems that arise in conducting your
Section and EOC responsibilities.
Anticipate potential situation changes, such as severe
aftershocks, in all Section and EOC planning. Develop
a backup plan for all plans and procedures requiring
off-site communications.
Conduct periodic briefings for your Section. Ensure
that all organizational elements are aware of priorities.
City of Rancho Cucamonga Management Section - M-42
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that all your Section personnel and equipment
time records and a record of expendable materials
used are provided to the Time Unit and Cost Analysis
Unit of the Finance/Administration Section at the end
of each operational pedod. (See Part Threc .corms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Section/Position Operational Duties
Carry out responsibilities of all other Sections not
currently staffed.
Assess situation, work in progress, resources and
estimate incident duration.
Set up EOC planning meeting schedule with all
Section Coordinators.
Develop overall strategy with the Section
Coordinators.
Ensure that Sections are carrying out their principle
duties:
Implementing operational objectives per the
EOC Action Plan.
· Preparing action plans and status reports.
· Providing adequate facility and operational
support.
· Providing administrative and fiscal record-
keeping and support.
Develop and issue appropriate rules, regulations,
proclamations and orders.
Initiate Emergency Proclamations as needed (see
Part Threc Legal Documents)
City of Rancho Cucamonga Management Section - M-43
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Establish City Hall hours of operation.
Conduct periodic briefing sessions with the entire EOC
Management Team to update the overall situation.
Set priorities for restoration of city services.
Hold action planning meeting of section and branch
coordinators, agency representatives (as required)
and key staff. The activities to be covered in an action
planning meeting are:
· Provide briefings on current and
forecasted situation and major reportable
incidents within affected Operational
Area.
Obtain any additional information from
other sources on the current situation
assessment.
Review availability and status of ordered,
en route or staged resources.
Establish with staff the next Operational
Period for which the EOC Action Plan
should be developed.
Define priority actions to be
accomplished or undertaken within the
next Operational Period in light of the
known and forecasted situation and
status of available resources.
Establish assignments for available and
incoming resources based on current
and forecast situation and established
priorities.
Determine need for additional resources.
Establish specific responsibilities for
ordering.
Discuss and resolve any internal
coordination issues.
Ensure that staff is clear on the EOC
Action Plan. Have pertinent elements
City of Rancho Cucamonga Management Section - M-44
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
necessary.
Establish time for next action planning
meeting.
Approve and authorize the implementation of the EOC
Action Plan developed and prepared by the Planning/
Intelligence Section and EOC Management Team.
In conjunction with the Public Information Officer,
coordinate and conduct news conferences and review
media releases as required. Establish procedure for
information releases affecting inter-agency
coordination.
Authorize PIO to release information to the media and
to access EBS as needed through appropriate
channels.
Monitor performance of EOC personnel for signs of
stress or under-performance; initiate Critical Incident
Stress debriefing as appropriate in coordination with
Personnel Unit of the Logistics Section.
In conjunction with the Safety Officer, establish and
maintain a safe working environment.
Ensure that proper security of the EOC is maintained
at all times.
Ensure that the Liaison Officer is providing for and
maintaining positive and effective inter-agency
coordination.
Establish and maintain contacts with adjacent
jurisdictions/agencies and with other organizational
levels as appropriate.
Monitor section level activities to assure that all
appropriate actions are being taken.
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
City of Rancho Cucamonga Management Section - M-45
03/05/2001
SEMS Multi hazard Functional Plan EOC Director
Deactivation
Authorize deactivation of sections, branches or units
when they are no longer required.
Notify San Bemardino County Operational Area via
the San Bemardino County Sheriffs Station EOC or
Watch Commander, adjacent facilities and other EOCs
as necessary of planned time for deactivation.
Ensure that any open actions not yet completed will be
taken care of after deactivation.
Ensure that all required forms or reports are
completed prior to deactivation.
Be prepared to provide input to the After-Action
Report.
Deactivate the EOC and close out logs when
emergency situation no longer requires activation.
Proclaim termination of the emergency and proceed
with recovery operations.
City of Rancho Cucamonga Management Section - M-46
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
MANAGEtVlENT
PUBLIC INFORMATION
OFFICER
PRIMARY:
ALTERNATE:
SUPERVISOR:
Assistant to Ci~f Manager
Incident Driver~
EOC Director
GENERAL DUTIES:
· Serve as the dissemination point for all medi~ releases within the affected area.
Other agencies wishing to release information to the public should coordinate
through the Public Information function.
· Coordinate as necessary to ensure that the public within the affected area
receives complete, accurate, timely, and consistent information about lifesaving
procedures, health preservation instructions, emergency status and other
information, and relief programs and services. (CPG-201)
· Review and coordinate all related informalion releases.
· Maintain a relationship with the media repnasentatives and hold periodic press
conferences as required.
YOUR RESPONSIBILITY:
Ensure that information support is provided on request; that information released is
consistent, accurate, and timely and that appropriete information is provided to all required
agencies.
READ ENTIRE CHECKLIST ~TART-UP AND
AT
City of Rancho Cucamonga Management Section - M-4 7
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
Action Taken: Time/Date/Comments
Start-Up Actions
I
I
I
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the PIO. Print your name on the
EOC organization chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what other in the organization do.
Open and maintain a position log.
Determine 24-hour staffing requirements and request
additional support as required.
Determine the need for group or unit establishment.
Make required personnel assignments as staff arrives
at the EOC.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Ci(y of Rancho Cucamonga Management Section - M-48
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
I
Using activity log (see sample, Part Three--Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
Decision justification and documentation
Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
City of Rancho Cucamonga Management Section - M-49
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that your personnel and equipment time
records and a record of expendable materials used
are provided to your Section Coordinator at the end of
each operational period, {See Part Three--Forms.)
Brief your relief at shift-change time, Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
Secure guidance from the EOC Director regarding the
release of available information.
Keep the EOC Director advised of all unusual requests
for information and of all major critical or unfavorable
media comments. Provide an estimate of the impact
and severity and make recommendations as
appropriate.
I Coordinate all media events with the EOC Director.
Ensure that all departments, agencies and response
organizations in the jurisdiction are aware that they
must coordinate release of emergency information
through the PIO and that all press releases must be
cleared with the EOC Director before releasing
information to the media. (CPG-192)
Establish a Media Information Center at a site away
from the EOC, Command Post and incident for media
use and dissemination of information. Provide
necessary workspace, materials, telephones and
staffing. Announce safe access routes to Media
Information Center for media.
City of Rancho Cucamonga Management Section - M-50
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
Schedule and post times and locations of news
briefings in the EOC, Media Information Center and
other appropriate areas.
Prepare and provide approved information to the
media. Post news releases in the EOC, Media
Information Center and other appropriate areas.
Develop an information release program.
Interact with other branches/groups/units to provide
and obtain information relative to public information
operations.
Coordinate with the Situation Status Unit of the
Planning/Intelligence Section and define areas of
special interest for public information action. Identify
means for securing the information as it is developed.
Maintain an up-to-date picture of the situation for
presentation to media.
Obtain, process, and summarize information in a form
usable in presentations.
Provide periodic briefings and press releases about
the disaster situation throughout the affected areas.
Refer media representatives to incident level PIO for
specific information.
As required, periodically prepare briefings for the
jurisdiction executives or elected officials.
Respond to information requests from the EOC
Director and EOC Management Team.
Ensure that a rumor control function is established as
necessary, and has the means for identifying false or
erroneous information. Develop procedure to be used
to squelch such information. (CPG-204)
Provide sufficient staffing and telephones to efficiently
handle incoming media and public calls and to gather
status information.
City of Rancho Cucamonga Management Section - M-51
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
Consider establishing and staffing a hot line to answer
inquiries from the public. (CPG-204)
Prepare, update and distribute to the public a Disaster
Assistance Information Directory containing locations
to obtain food, shelter, supplies, health services, etc.
(See Part Three--Management/PlO for sample.)
Prepare a briefing sheet to be distributed to all
employees at the beginning of each shift so they can
answer questions from the public, such as shelter
locations, water distribution sites, DACs, etc. (See
Part Threo Management/PlO for sample.)
Broadcast emergency information/updates on local
Cable Channel three (3) either through the message
board or live taping of Mayor or EOC Director.
Arrange for meetings between media and city officials
or incident personnel.
Provide escort service to the media and VIPs; arrange
for tours and photo opportunities when available staff
and time permit. Coordinate VIP tours with Liaison
Officer and the City Council.
Assist in making arrangements with adjacent
jurisdictions for media visits.
Determine which radio and 'IV stations are
operational. (See Part Three --Management/PlO.)
(CPG-199)
Determine requirements for support to the emergency
public information function at other EOC levels.
Monitor broadcast media, and use information to
develop follow-up news releases and rumor control.
When federal emergency response teams respond,
coordinate activities through the San Bernardino
County Operational Area to ensure coordination of
local, state and federal public information activities.
(CPG-193)
City of Rancho Cucamonga Management Section - M-52
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Officer
Ensure that announcements, information and
materials are translated and prepared for special
populations (non-English speaking; non-readers;
eldedy; the headrig, sight and mobility impaired; etc.).
(CPG-195)
Prepare materials that describe the health risks
associated with each hazard, the appropriate self-help
or first aid actions and other appropriate survival
measures. (CPG-194)
Prepare instructions for people who must evacuate
from a high-risk area, including the following
information for each threat: evacuation routes;
suggestions on types and quantities of clothing, food,
medical items, etc. the evacuees should bring; location
of shelters. (CPG-196)
During periods of increased national readiness, or in
time of need, prepare materials that address national
security survival tips. (CPG-206)
Issue timely and consistent advisories and instructions
for life safety, health and assistance: · What to do and why.
· What not to do and why.
· Hazardous areas and structures to stay
away from.
· Evacuation routes, instructions and
arrangements for persons without
transportation or special needs (non-
ambulatory, sight-impaired, etc.).
· Location of mass care shelters, first aid
stations, food and water distribution
points, etc.
· Location where volunteers can register
and be given assignments.
· Street and freeway overpass conditions,
congested areas to avoid and alternate
routes to take.
Ci(y of Rancho Cucamonga Management Section - M-53
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information O.fficer
health officials pertaining to dead bodies,
potable water, human waste and spoiled
food disposal.
Weather hazards when appropriate.
Public information hotline numbers.
Status of Local Proclamation, Govemor's
Proclamation or Presidential Declaration.
Local, state and federal assistance
available; locations and times to apply.
Disaster Application Center (DAC)
locations, opening dates and times.
How and where people can obtain
information about relatives/friends in the
emergency/disaster area. (Coordinate
with Red Cross on the release of this
information .) (CPG-197/f98/202/203)
Issue other information pertaining to the
emergency/disaster (acts of heroism, historical
property damaged or destroyed, prominence of those
injured or killed, other human interest stories)
Through the Los Angles County Operational Area,
coordinate with state, federal or private sector
agencies to get technical information (health risks,
weather, etc.) for release to the public and media.
(CPG-205)
Ensure file copies are maintained of all information
released.
Provide copies of all releases to the EOC Director.
Prepare final news releases and advise media
representatives of points-of-contact for follow-up
stories.
City of Rancho Cucamonga Management Section - M-54
03/05/2001
SEMS Multi-Hazard Functional Plan Public Information Q.f~cer
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required when you leave.
Deactivate the Emergency Public Information position
and close out logs when authorized by the EOC
Director,
Leave forwarding phone number where you can be
reached.
SUPPORTING DOCUMENTS FOR THE PIO FUNCTION ARE CONTAINED IN PART
THREE--MANAGEMENT/PIO.
City of Rancho Cucamonga Management Section - M-55
03/05/2001
SEMS Multihazard Functional Plan Liaison Q.f~cer
MANAGEMENT
LIAISON OFFICER
PRIMARY:
ALTERNATE:
SUPERVISOR:
Deputy City Manager
Assistant to City Manager
EOC Director
GENERAL DUTIES:
· Coordinate with Agency Representatives assigned to the EOC and handle
requests from other agencies for sending liaison personnel to other EOC.
· Function as a central location for incoming Agency Representatives, provide
workspace and arrange for support as necessary.
· Interact with other sections and branches/groups/units within the EOC to obtain
information, assist in coordination and ensure the proper flow of information.
· Ensure that all developed guidelines, directives, actions plans and appropriate
situation information is disseminated to Agency Representatives.
YOUR RESPONSIBILITY:
Serve as the point of contact for Agency Representatives from assisting organizations and
agencies outside the city government structure; aid in coordinating the efforts of these
outside agencies to reduce the risk of their operating independently. Any state and/or
federal emergency official should make contact with the Liaison Officer to ensure continuity
of operations.
Multi-agency or inter-agency coordination is defined as the participation of agencies and
disciplines involved at any level of the SEMS organization working together in a
coordinated effort to facilitate decisions for overall emergency response activities, including
the sharing of critical resources and the prioritization of incidents.
City of Rancho Cucamonga Management Section - M-56
03/05/2001
SEMS Multihazard Functional Plan Liaison Officer
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
Start-Up Actions
I
I
I
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Liaison Officer. Print your
name on the EOC organization chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what other in the organization do.
Open and maintain a position log.
Determine 24-hour staffing requirements and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
City of Rancho Cucamonga Management Section - M-57
03/05/2001
SEMS Multihazard Functional Plan Liaison Officer
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster, Document:
· Messages received
· Action taken
Decision justification and documentation
Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Ci(V of Rancho Cucamonga Management Section - M-58
03/05/2001
SEMS Multihazard Functional Plan Liaison Officer
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that your personnel and equipment time
records and a record of expendable materials used
are provided to your Section Coordinator at the end of
each operational period. (See Part Threc Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
~ Arrange and coordinate VIP tours with PIO, Legislative
Liaison and City Council members.
~ Contact all on-site Agency Representatives. Make sure:
· They have signed into the EOC.
· They understand their assigned function.
· They know their work location.
· They understand EOC organization and
floor plan (provide both).
Determine if outside liaison is required with other
agencies such as:
· Local/county/state/federal agencies
· Schools
· Volunteer organizations
· Private sector organizations
· Utilities not already represented.
Ci(y of Rancho Cucamonga Management Section - M-59
03/05/2001
SEMS Multihazard Functional Plan Liaison Officer
Determine status and resource needs and availability
of other agencies.
Brief Agency Representatives on current situation,
priorities and EOC Action Plan.
Request Agency Representatives contact their
agency, determine level of activation of agency
facilities, and obtain any intelligence or situation
information that may be useful to the EOC.
Notify and coordinate with adjacent jurisdictions on
facilities and/or dangerous releases, which may
impose risk across boundaries. (CPG-31)
Respond to requests for liaison personnel from other
agencies.
Act as liaison with state or federal emergency
response officials and appropriate city personnel.
(CPG-56)
Determine if there are any communication problems in
contacting outside agencies. Provide information to
the Information Systems Branch of the Logistics
Section.
Know the working location for any Agency
Representative assigned directly to a branch/group/
unit
Compile list of Agency Representatives (agency,
name, and EOC phone) and make available to all
Section and Branch/Group/Unit Coordinators.
Respond to requests from sections and
branches/groups/units for Agency information. Direct
requesters to appropriate Agency Representatives.
Provide periodic update briefings to Agency
Representatives as necessary.
City of Rancho Cucamonga Management Section - M-60
03/05/2001
SEMS Multihazard Functional Plan Liaison Officer
Deactivation
Release Agency Representatives no longer required in
the EOC after coordination with the EOC Director and
rest of the General Staff.
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required when you leave.
Deactivate the Liaison Officer position and close out
logs when authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-6I
03/05/2001
SEMS Multihazard Functional Plan Agency Representative
MANAGEMENT
AGENCY REPRESENTATIVE
PRIMARY:
ALTERNATE:
SUPERVISOR:
School District Reps
Vacant
Liaison Officer
YOUR RESPONSIBILITY:
As an individual assigned to the EOC from another agency, the Agency Representative
should be able to speak for his/her agency within established limits.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
Start-Up Actions
I
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
Report to the Liaison Officer if that position has been
activated. If not activated, report to the EOC Director.
Obtain a briefing on the situation.
Unpack any kit materials you may have brought with
you and set up your assigned work station.
Ci(V of Rancho Cucamonga Management Section ~ M-62
03/05/2001
SEMS Multihazard Functional Plan Agency Representative
Obtain EOC organization chart, floor plan and
telephone listings. Review the locations and general
duties of all sections and branches/groups/units that
have been activated.
Review your position responsibilities.
Identify yourself as an Agency Representative. Print
your name on the EOC organizational chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Establish communications link(s) with home agency. If
unable to communicate, notify the Information
Systems Branch of the Logistics Section.
If necessary, clarify your decision making authority
with the agency.
Open and maintain a position log.
Determine 24-hour staffing requirements and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threc Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
City of Rancho Cucamonga Management Section - M-63
03/05/2001
SEMS Multihazard Functional Plan Agency Representative
Action taken
Decision justification and documentation
Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the Liaison Officer advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
City of Rancho Cucamonga Management Section - M-64
03/05/2001
SEMS Multihazard Functional Plan Agency Representative
I
I
Ensure that your personnel and equipment time
records and a record of expendable materials used
are provided to the Liaison Officer at the end of each
operational period. (See Part Three--Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
Obtain current situation briefing from person you are
relieving or from the Liaison Officer..
Contact EOC sections or branches/groups/units
appropriate to your responsibility, and advise them of
your presence and assigned work location.
If relocating to work directly with a functional branch/
group/unit, advise Liaison Officer of your location.
Facilitate requests for support or information that you
agency can provide.
Keep up to date on the general status of resources
and activity associated with your agency.
Provide appropriate situation information to the
Situation Status Unit of the Planning/Intelligence
Section.
Represent your agency at planning meetings as
appropriate. Be prepared to provide update briefings
about your agency's activities and priorities at these
meetings.
Inform your agency periodically on jurisdiction/EOC
priorities and actions that may be of interest.
City of Rancho Cucamonga Management Section - M-65
03/05/2001
SEMS Multihazard Functional Plan Agency Representative
Deactivation
Coordinate deactivation with Liaison Officer. Ensure
your agency's representation is no longer needed prior
to leaving.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-66
03/05/2001
SEMS Multihazard Functional Plan Safety Officer
MANAGEMENT
SAFETY OFFICER
PRIMARY:
ALTERNATE:
SUPERVISOR:
Risk Management Coordinator
Administrative Services Manager
EOC Director
GENERAL DUTIES:
· Ensure that all facilities used in support of EOC operations has safe operating
conditions.
· Monitor all EOC and related facility activities to ensure that they are being
conducted in as safe a manner as possible under the circumstances which exist.
· Stop or modify all unsafe operations.
YOUR RESPONSIBILITY:
identify and mitigate safety hazards and situations of potential City liability during EOC
operations and ensure a safe working environment in the EOC.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
Start-Up Actions
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
City of Rancho Cucamonga Management Section - M-67
03/05/2001
SEMS Multihazard Functional Plan Safety Officer
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up
a necessary.
I Review your position responsibilities.
Identify yourself as the Safety Officer. Print your name
on the EOC organizational chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
I Open and maintain a position log.
Determine 24-hour staffing requirements and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threc Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
City of Rancho Cucamonga Management Section - M-68
03/05/2001
SEMS Multihazard Functional Plan Safety Q[~cer
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that your personnel and equipment time
records and a record of expendable materials used
are provided to the Liaison Officer at the end of each
operational period. (See Part Threo Forms.)
City of Rancho Cucamonga Management Section - M-69
03/05/2001
SEMS Multihazard Functional Plan Safety Q.fficer
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
Advise EOC Security Officer of your function. Secure
information regarding emergency conditions.
Tour the entire facility area and determine the scope of
on-going operations.
Evaluate conditions and advise the EOC Director of
any conditions and actions which might result in
liability - e.g. oversights, improper response actions,
etc.
Coordinate with the Personnel Unit of the Logistics
Section to ensure that training for personnel includes
safety and hazard awareness and is in compliance
with OSHA requirements.
Study the facility to learn the location of all fire
extinguishers, fire hoses and emergency pull stations.
Be familiar with particularly hazardous conditions in
the facility.
Ensure that the EOC location is free from
environmental threats (i.e. radiation exposure, air
purity, water potability, etc.). (CPG-80)
If the events which caused activation is an earthquake,
provide guidance regarding actions to be taken in
preparation for aftershocks.
Coordinate with Security to obtain assistance for any
special safety requirements.
I Keep the EOC Director advised of safety conditions.
City of Rancho Cucamonga Management Section - M-70
03/05/2001
SEMS Multihazard Functional Plan Safety Officer
Coordinate with Compensation/Claims Unit of the
Finance/Administration Section on any personal injury
claims or records preparation as necessary for proper
case evaluation and closure.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Safety Officer position and close out
logs when authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-71
03/05/2001
SEMS Multihazard Functional Plan EOC Security Officer
MANAGEMENT
EOC SECURITY OFFICER
PRIMARY:
Police Volunteer
ALTERNATE:
SUPERVISOR:
Deputy Sheriff
EOC Director
GENERAL DUTIES:
· Provide twenty-four hour a day security for EOC facilities.
· Control personnel access to facilities in accordance with policies established by
the EOC Director.
YOUR RESPONSIBILITY:
Security of all EOC facilities and personnel access.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
Start-Up Actions
I
CHECKLIST ACTIONS
I Check in upon arrival at the EOC.
I Report to the EOC Director.
Ci(F of Rancho Cucamonga Management Section - M-72
03/05/2001
SEMS Multihazard Functional Plan EOC Security Officer
Obtain a briefing on the situation.
Determine your personal operating location and set up
a necessary.
Review your position responsibilities.
Identify yourself as the EOC Security Officer. Print
your name on the EOC organizational chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Open and maintain a position log.
Determine 24-hour staffing requirements and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threc Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel time on duty and
assignments
City of Rancho Cucamonga Management Section - M-73
03/05/2001
SEMS Multihazard Functional Plan EOC Security Officer
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that your personnel and equipment time
records and a record of expendable materials used
are provided to the Liaison Officer at the end of each
operational period. (See Part Three--Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
City of Rancho Cucamonga Management Section - M- 74
03/05/2001
SEMS Multihazard Functional Plan EOC Security Officer
Position Operational Duties
Determine current security requirements and establish
staffing as needed.
Determine needs for special communications. Make
needs known to the Information Systems Branch of
the Logistics Section.
Complete a radio or communications check with all on-
duty security personnel as appropriate.
Establish or relocate security positions as dictated by
the situation.
Determine needs for special access facilities.
Consider need for vehicle traffic control plan. Develop
if required.
Assist in any EOC evacuation.
Assist in sealing off any danger areas. Provide access
control as required.
As requested, provide security for any EOC critical
facilities, supplies or materials,
Provide executive security as appropriate or required.
Provide security input and recommendations as
appropriate to conditions to EOC Director.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
City of Rancho Cucamonga Management Section - M- 75
03/05/2001
SEMS Multihazard Functional Plan EOC Security Officer
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Security Officer position and close out
logs when authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-76
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
MANAGEMENT
EOC COORDINATOR
PRIMARY:
Emergency Preparedness Coordinator
ALTERNATE:
SUPERVISOR:
Emergency Preparedness Specialist
EOC Director
GENERAL DUTIES:
· Coordinate Emergency Operations Center (EOC) internal management systems.
· Liaison with outside public jurisdictions and internal departments.
· Assist and serve as an advisor to the EOC Director and General Staff as needed.
· Provide information and guidance to the EOC Management Team. (CPG-107)
· Maintain contact with the San Bernardino County Operational Area EOC Liaison
Officer.
· Serve (temporary assignment) as a Section Coordinator if assigned by the EOC
Director
· Coordinate all visits to the EOC.
YOUR RESPONSIBILITY:
Facilitate the overall functioning of the EOC, coordinate with other agencies and SEMS
levels and serve as a resource to the EOC Director.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
City of Rancho Cucamonga Management Section - M- 77
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
Action Taken: Time/Date/Comments
Start-Up Actions
I
I
I
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
Report to the EOC Director.
Receive incident briefing from the EOC Director.
Determine your personal operating location and set up
a necessary.
Review your position responsibilities.
Identify yourself as the EOC Coordinator. Print your
name on the EOC organizational chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Open and maintain a position log.
Assess emergency impacts and provide advice to the
EOC Director as to the extent of EOC activation.
Assist the EOC Director in filling needed workstation
assignments.
Provide assistance and information to Section
Coordinators as required.
Determine 24-hour staffing requirements and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit.
City of Rancho Cucamonga Management Section - M-78
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
Based on the situation as known or forecast determine
likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threo Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
Decision justification and documentation
Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
City of Rancho Cucamonga Management Section - M-79
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Ensure that your personnel and equipment time
records are provided to your Section Coordinator at
the end of each operational period. (See Part
Three--Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
Assist the General Staff and the EOC Director in
developing an overall strategy, including:
· Assess the situation
· Define the problem
· Establish priorities
· Detemrine the need for evacuation
· Estimate the incident duration
· Determine if there is a need to make an
"Emergency Proclamation"
Advise the EOC Director about proclamations,
emergency ordinances and other legal documents
required by the City Council and the EOC Director.
City of Rancho Cucamonga Management Section - M-80
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
Assist the Planning/Intelligence Section in the
development, continuous updating, and execution of
the EOC Action Plan.
Ensure efficient operating procedures within the EOC.
Assist any function in addressing any issues that
might arise.
Monitor performance of EOC personnel for signs of
stress or under-performance; advise EOC Director o f
condition.
Ensure that all documentation is being properly
maintained by EOC personnel.
Facilitate and attend periodic briefing sessions
conducted by the EOC Director.
Advise the EOC Director of any issues that need to be
addressed and of any responsibilities that need to be
assigned.
Liaison with other agencies (Operational Area, State
and FEMA) as assigned. Ensure that all notifications
are made to the Los Angeles County Operational
Area. As necessary, verify that requests for
assistance have been addressed or forwarded to the
State Regional EOC>
Ensure that all necessary communications have been
established.
Coordinate and monitor all EOC visitations. (See Part
Three - ManagementJEOC for EOC Visitor Control
Procedures.)
Coordinate all EOC functions with neighboring
jurisdictions, the Los Angeles County Operational Area
and other support and response organizations.
I Assist in shift change issues.
City of Rancho Cucamonga Management Section - M-8I
03/05/2001
SEMS Multihazard Functional Plan EOC Coordinator
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the EOC Coordinator position and close
out logs when authorized by the EOC Director,
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-82
03/05/2001
SEMS Multihazard Functional Plan
Optional
MANAGEMENT
City Council
CITY COUNCIL *
PRIMARY:
ALTERNATE:
SUPERVISOR:
Mayor and City Council Members
Mayor Pro-Tem and City Council Members
Electorate
GENERAL DUTIES:
· Proclaim and/or ratify a local emergency
· Establish executive level policies for management of emergency.
· Ensure that the EOC Director has clear policy direction.
· Obtain briefings from EOC Director and provide information to the public and
media.
· Support a multi-agency disaster response.
· Host and accompany VIPs and government officials on tours of the
emergency/disaster.
YOUR RESPONSIBILITY:
Proclaim and/or ratify a local emergency, approve emergency orders and serve as City
Official.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
City of Rancho Cucamonga
03/05/2001
CHECKLIST ACTIONS
Management Section - M-83
SEMS Multihazard Functional Plan Ci(y Council
Check in at the EOC Policy/Management Room.
Receive incident briefing from the EOC Director.
Call emergency meetings of the City council to
proclaim and/or ratify a local emergency and approve
emergency orders as needed.
· Three (3) members of the City council are needed
for an official quorum.
· Emergency proclamations must be ratified within
seven (7) days.
· Approve extraordinary expenditure requirements
as necessary.
Review, at least every 14 days, the need for
continuing the Local Emergency and proclaim the
termination of the Local Emergency as conditions
warrant.
In consultation with the EOC Director and General
Staff, develop temporary emergency policies for
managing the strategic aspects of the emergency.
Confirm the release of official statements.
Upon request of PIO or Liaison Officer, host and
accompany VI P's and governmental officials on tours
of the emergency/disaster area. Coordinate all tours
with Public Information Officer (PIO)
Provide interviews to the media as arranged by the
PIO.
Refer all requests for emergency information to the
EOC Director or Public Information Officer.
Serve on and coordinate activities of the Disaster
Council
City of Rancho Cucamonga Management Section - M-84
03/05/2001
SEMS Multihazard Functional Plan City Council
I
Using activity log (see sample, Part Three Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
Decision justification and documentation
Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
NOTE: Councfi members should refrain from direct involvement with
City or joint City/County/State Emergency Operations Center (EOC)
activities. Council members wi~ be provided information updates
through the EOC Director.
City of Rancho Cucamonga Management Section - M-85
03/05/2001
SEMS Multi-Hazard Functional Plan Legal Advisor/Officer
Optional
MANAGEMENT
LEGAL ADVISOR/OFFICER
PRIMARY:
ALTERNATE:
SUPERVISOR:
On Contract
To be Appointed
EOC Director
GENERAL DUTIES:
Prepare proclamations, emergency ordinances and other legal documents and
provide legal services as required.
Maintain legal information, records and reports relative to the emergency.
Commence legal proceedings as needed.
Participate as a member of the EOC Management Team when requested by EOC
Director.
YOUR RESPONSIBILITY:
Act as the City Attorney, provide legal advice to the EOC Director in all legal matters and
provide interpretation and direction relative to the emergency and assist in the proclamation
of an emergency.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
City of Rancho Cucamonga Management Section - M-86
03/05/2001
SEMS Multi-Hazard Functional Plan Legal Advisor/Officer
Start-up Actions
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Legal Advisor/Officer. Print
your name on the EOC organizational chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Open and maintain a position log.
Request additional resources through the appropriate
Logistics Section Unit.
Based on the situation as known or forecast determine
likely future needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
City of Rancho Cucamonga Management Section - M-87
03/05/2001
SEMS Multi-Hazard Functional Plan Legal Advisor/O[ficer
· Requests filled
EOC personnel time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by State
OES and FEMA.
General Operational Duties
Keep up to date on the situation and resources
associated with your Branch/Unit/Position. Maintain
current status reports and displays.
Keep the EOC Director advised of your status and
activity and on any problem areas that now need or
will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for
all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and
forward to your Section Coordinator.
Monitor your position activities and adjust staffing and
organization to meet current needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
City of Rancho Cucamonga Management Section - M-88
03/05/2001
SEMS Multi-Hazard Functional Plan Legal Advisor/Officer
Ensure that your personnel and equipment time
records are provided to your Section Coordinator at
the end of each operational period. (See Part
Threc Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Position Operational Duties
Prepare proclamations, emergency ordinances and
other legal documents required by the City Council
and the EOC Director.
Develop rules, regulations and laws required for the
acquisition and/or control of critical resources.
Develop emergency ordinances and regulations to
provide a legal basis for evacuation and/or population
control.
Commence civil and criminal proceedings as
necessary and appropriate to implement and enforce
emergency actions.
Advise the EOC Director on areas of legal
responsibility and identify potential liabilities.
Advise the City Council, EOC Director and
management personnel of the legality and/or legal
implications of contemplated emergency actions
and/or policies.
Prepare documents relative to the demolition of
hazardous structures or conditions.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
City of Rancho Cucamonga Management Section - M-89
03/05/2001
SEMS Multi-Hazard Functional Plan Legal Advisor/Officer
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Legal Advisor/Officer position and close
out logs when authorized by the EOC Director,
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Management Section - M-90
03/05/2001
SEMS Multi-Hazard Functional Plan
PART TWO
OPERATIONS SECTION
CONTENTS
GENERAL SECTION ..................................................................................................0-2
Purpose .......................................................................................................................0-2
Overview ......................................................................................................................0-2
Objectives ....................................................................................................................0-2
Concept of Operations .................................................................................................0-2
Organization and Responsibilities ................................................................................0-3
S~ction Activation Procedures .....................................................................................0-3
SEMS ORGANIZATION CHART ................................................................................0-4
SEMS RESPONSIBILITIES CHART ...........................................................................0-5
OPERATIONS SECTION ORGANIZATION CHART .................................................. O-6
OPERATIONS SECTION STAFF ................................................................................O-7
OPERATIONS SECTION POSITION CHECKLISTS .................................................. 0-9
Operations Section Coordinator ........................................................................0-9
Fire Branch (L.A. Co. Fire Contract) ...............................................................O-17
Law Branch .....................................................................................................0-24
Coroner Unit ....................................................................................................0-36
Medical/Health Branch ....................................................................................0-43
Care and Shelter Branch .................................................................................O-51
Public Works Branch .......................................................................................0-62
Building & Safety Unit .....................................................................................0-69
Note:
Items identified with a (CPG-~) (Civil Preparedness Guide) following must
remain in this plan as it complies with the Federal CPG 1-8A crosswalk.
All items identified with a (SEMS-~) following must remain in this plan as it
complies with the SEMS crosswalk.
City of Rancho Cucatnonga Operations Section - 0-1
03/08/2001
SEMS Multi-Hazard Functional Plan
OPERATIONS SECTION
GENERAL
PURPOSE
To enhance the capability of the City of Rancho Cucamonga to respond to emergencies
by carrying out coordinated tactical operations based upon the EOC Action Plan. It is
the policy of this Section that the priorities of responses are to be:
· Protect life and property.
· Carry out objectives of the EOC Action Plan.
· Ensure coordinated incident response.
· Cooperate with other sections of the city's emergency response team.
OVERVIEW
The Operations Section's primary responsibility is to manage the tactical operation of
various response elements involved in the disaster/emergency. These elements may
include:
· Fire/Rescue/Hazardous Materials
· Law/Coroner
· Medical/Health
· Care and Shelter
· Public Works
· Building and Safety
OBJECTIVES
The Operations Section is responsible for coordination of all response elements applied
to the disaster/emergency. The Operations Section carries out the objectives of the
EOC Action Plan and requests additional resources as needed.
CONCEPT OF OPERATIONS
The Operations Section will operate under
disaster/emergency as the situation dictates:
the following policies during a
· The Standardized Emergency Management System (SEMS) will be followed.
· All existing city and departmental operating procedures will be adhered to unless
modified by the City Council.
City of Rancho Cucamonga Operations Section - 0-2
03/08/2001
SEMS Multi-Hazard Functional Plan
All on-duty personnel are expected to remain on duty until properly relieved of duty.
Off-duty personnel will be expected to return to work in accordance with Standard
Operating Procedures.
While in a disaster mode, operational periods will be 12 hours for the duration of the
event. Operational periods will normally change at 7:00 a.m. and 7:00 p.m.
Operational periods should be event driven.
ORGANIZATION AND RESPONSIBILITIES
The Operations Section's primary responsibilities in a disaster/emergency are to:
· Manage tactical operations.
· Assist in the development of the Operations Section portion of the EOC Action Plan.
· Request resources needed to implement the Operations Section's tactics as a part
of the EOC Action Plan development.
SECTION ACTIVATION PROCEDURES
All Sections Chiefs, the EOC Director and/or the Emergency Preparedness Coordinator
are authorized to activate the Operations Section.
When to Activate
The Operations Section may be activated when the City's Emergency Operations
Center (EOC) is activated or upon the order of the EOC Director or designee.
Where to Report
The EOC is located at 10510 Civic Center Drive - Lower Level
When to Report
see Part Three - Emergency Operating Schedule
City of Rancho Cucamonga Operations Section - 0-3
03/08/2001
SEMS Multi-Hazard Functional Plan
SEMS ORGANIZATION CHART (CPG-27/62)
EOC DIRECTOR
MANAGEMENT
* Liaison Officer--
--EOC Coordinator
--Safety Officer
--Public Information *
--Legal Advisor/Officer
I I I
OPERATIONS ** PLANNING/ LOGISTICS
INTELLIGENCE
-Fire *Situation Status -Resources
-Law Enforcement -Documentation -Information Systems
-Coroner -Damage Assessment -Communications
-Medical / Health *** -Advance Planning -Computer Systems
-Care & Shelter -Recovery Planning -Transportation
-Public Works -Demobilization -Personnel
-Utilities Unit -Technical Specialist -Facilities
-Building & Safety
Field Units
(ICS)
FINANCE/
ADMINISTRATION
-Cost Recovery Documentation
-Time-Purchasing-Compensation/Claims-Cost Analysis
City of Rancho Cucamonga Operations Section - 0-4
03/08/2001
SEMS Multi-Hazard Functional Plan
SEMS EOC RESPONSIBILITIES CHART (SEMS-4/5)
EOC
DIRECTOR
I
Operations Fire Planning/ Planning Gen. Svce. Logistics Finance Finance/
Section Law Intelligence Bldg. & Pub. Works Section Auditor Administration
Safety Human Res. Attorney
Enforcement Section Section
Public Library Recreation
Works
Responsibilities:
EOC Director (Management Section)
Responsible for overall emergency management policy and coordination through the
joint efforts of governmental agencies and private organizations. The EOC Director will
either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city's EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; developing the
city's EOC Action Plan in coordination with other sections; initiating and preparation of
the city's After-Action Report and maintaining documentation.
Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment,
supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
City of Rancho Cucamonga Operations Section - 0-5
03/08/2001
SEMS Multi-Hazard Functional Plan
FINANCE / ADMINISTRATION SECTION
ORGANIZATION CHART
I
OPERATIONS
COORDINATOR
EOC DIRECTOR
PLANNING/
INTELLIGENCE
LOGISTICS
FINANCE/ADMIN.
Fire Branch
Law Branch
Medical/Health
Branch
Care & Shelter
Branch
Public Works
Branch
Cit~ of Rancho Cucamonga Operations Section - 0-6
03/08/2001
SEMS Multi-Hazard Functional Plan
OPERATIONS SECTION STAFF (CPG-63)
The Operations Section Coordinator will determine, based on present and projected
requirements, the need for establishing specific and/or specialized branches/units. The
following branches/units may be established as the need arises:
· Fire Branch
· Law Branch
· Medical/Health Branch
Care and Shelter Branch
· Public Works Branch
The Operations Section Coordinator may activate additional units as necessary to fulfill
an expanded role.
Operations Section Coordinator/Disaster Manager
The Operations Section Coordinator, a member of the EOC Director's General Staff, is
responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the City's EOC Action Plan and for coordinating all
requests for mutual aid and other operational resources. The Coordinator is
responsible for:
· Understanding the current situation.
· Predicting probable resource needs.
· Preparing alternative strategies for procurement and resources management.
Fire Branch
The Fire Branch is responsible for coordinating personnel, equipment and resources
committed to the fire, field medical, search and rescue and hazardous materials
elements of the incident.
Law Branch
The Law Branch is responsible for alerting and warning the public, coordinating
evacuations, enforcing laws and emergency orders, establishing safe traffic routes,
ensuring that security is provided at incident facilities, ensuring access control to
damaged areas, ordering and coordinating appropriate mutual aid resources and
assuming responsibility for the Coroner function in the absence of the San Bernardino
County Coroner.
City of Rancho Cucatnonga Operations Section - O- 7
03/08/2001
SEMS Multi-Hazard Functional Plan
Medical/Health Branch
The Medical/Health Branch is a liaison position and will coordinate with San Bernardino
County Operational Area for appropriate medical/health response and is responsible for
managing personnel, equipment and resources to provide the best patient care possible
and coordinating the provision of public health and sanitation.
Care and Shelter Branch
The Care and Shelter Branch is responsible for providing care and shelter for disaster
victims and will coordinate efforts with the American Red Cross and other volunteer
agencies.
Public Works Branch
The Public Works Branch is responsible for coordinating all Public Works operations;
maintaining public facilities, surviving utilities and services, as well as restoring those
that are damaged or destroyed; assisting other functions with traffic issues, search and
rescue, transportation, etc. as needed.
Building and Safety Unit
The Building and Safety Unit is responsible for the evaluation of all city-owned and
private structures damaged in an incident.
City of Rancho Cucamonga Operations Section - 0-8
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
OPERATIONS
OPERATIONS SECTION
COORDINATOR
PRIMARY:
ALTERNATE:
SUPERVISOR:
Incident Driven
Appointed by the Director
EOC Director
GENERAL DUTIES:
Ensure that the Operations Section function is carried out, including the coordination
of response for Fire, Law, Medical/Health, Care and Shelter, Public Works and
Building and Safety.
· Establish and maintain staging areas for incoming resources.
· Develop and ensure that the EOC Action Plan's operational objectives are carried
out.
· Establish the appropriate level of organization within the Section, and continuously
monitor the effectiveness of that organization. Make changes as required.
· Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
· Report to the EOC Director on all matters pertaining to Section activities.
YOUR RESPONSIBILITY:
Coordinate all jurisdictional operations in support of the emergency response through
implementation of the City's EOC Action Plan and coordinate all requests for mutual aid
and other operational resources.
City of Rancho Cucamonga Operations Section - 0-9
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Section Start-Up Actions
Check in upon arrival at the EOC.
I Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section workstation, including maps and
status boards. Use your EOC Section materials and
on-site supplies.
Review your position responsibilities.
Identify yourself as the Operations Section Chief.
Print your name on the EOC organization chart next to
your assignment.
Clarify any issues you may have regarding your
authority and assignment and what others in the
organization do.
Review organization in place at the EOC. Know
where to go for information or support.
Determine if other Section staffs are at the EOC.
Confirm that all key Operations Section personnel or
alternates are in the EOC or have been notified.
Recall the required staff members necessary for the
emergency.
Activate organizational elements within your Section
as needed and designate leaders for each element or
combination of elements.
City of Rancho Cucamonga Operations Section - O-I 0
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
Fire Branch
· Law Branch
· Medical/Health Branch
· Care and Shelter Branch
· Public Works Branch
Building and Safety Unit
Request additional personnel for the Section to
maintain a 24-hour operation as required.
Brief incoming Section personnel prior to their
assuming their duties. Briefings should include: · Current situation assessment.
· Identification of specific job responsibilities.
· Identification of co-workers within the job
function and/or geographical assignment.
· Availability of communications.
· Location of work area.
· Identification of eating and sleeping
arrangements as appropriate.
· Procedural instructions for obtaining
additional supplies, services and personnel.
· Identification of operational period work
shifts.
Inform the EOC Director and General Staff when your
Section is fully operational.
Open and maintain Section logs.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
City of Rancho Cucamonga Operations Section - 0-11
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
Review responsibilities of branches/groups/units in
your Section. Develop plan for carrying out all
responsibilities.
Prepare work objectives for Section staff and make
staff assignments.
Meet with other activated Section Coordinators.
From the Situation Status Unit of the Planning/
Intelligence Section, obtain and review major incident
reports and additional field operational information that
may pertain to or affect your Section operations.
Provide information to appropriate branches/units.
Based on the situation as known or forecast,
determine likely future Operations Section needs.
Think ahead and anticipate situations and problems
before they occur.
Request additional resources through the Logistics
Section Unit or established ordering procedures, as
needed.
General Operational Duties
Carry out responsibilities of the Operations Section
branches/groups/units that are not currently staffed.
Evaluate the need for Critical Incident Stress
Debriefing for all affected personnel, victims and
bystanders. Arrange debriefings through the
Personnel Unit of the Logistics Section.
Make a list of key issues currently facing your Section
to be accomplished within the next operational period.
City of Rancho Cucamonga Operations Section - 0-12
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
Keep up to date on situation and resources associated
with your Section. Maintain current status and
displays at all times.
Brief the EOC Director on major problem areas that
need or will require solutions.
Provide situation and resources information to the
Situation Status Unit of the Planning/Intelligence
Section on a periodic basis or as the situation
requires.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Determine status of transportation system into and
within the affected area in coordination with the
Transportation Unit of the Logistics Section. Find out
present priorities and estimated times for restoration of
the disaster route system. Provide information to
appropriate Branches/Units.
Ensure that your Section logs and files are maintained.
Monitor your Section activities and adjust Section
organization as appropriate.
Ensure internal coordination between branch/group/
unit leaders.
Update status information with other sections as
appropriate.
Resolve problems that arise in conducting your
Section responsibilities.
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Conduct periodic briefings for your Section. Ensure
that all organizational elements are aware of priorities.
City of Rancho Cucamonga Operations Section - 0-13
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
I
I
I
I
I
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Make sure that all contacts with the media are fully
coordinated first with the Public Information Officer
(PIO).
Participate in the EOC Director's action planning
meetings.
Ensure that all your Section personnel and equipment
time records and record of expendable materials used
are provided to the Time and Cost Analysis Units of
the Finance/Administration Section at the end of each
operational period. (See Part Three - Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Section Operational Duties
Establish field communications with affected areas.
Evaluate the field conditions associated with the
disaster/emergency and coordinate with the Situation
Status Unit of the Planning/Intelligence Section.
Determine the need to evacuate and issue evacuation
orders. (CPG-209)
Determine the need for In-Place Sheltering and issue
notification orders. (CPG-236) (See Part Threo
OperationslShelter-ln-Place.)
In coordination with the Situation Status Unit of the
Planning/Intelligence Section, designate primary and
alternate evacuation mutes for each incident. (CPG-
210)
Display on maps the primary and alternate evacuation
routes, which have been determined for the incident.
(CPG-211)
City of Rancho Cucamonga Operations Section - 0-14
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
Identify, establish and maintain staging areas for
Operations-related equipment and personnel.
Direct Operations Branch/Unit Coordinators to
maintain up-to-date Incident Charts, Incident Reports
and Branch/Unit specific maps. Ensure that only
ACTIVE, ESSENTIAL information is depicted on the
charts and maps. All Branch/Unit related items of
interest should be recorded on an Incident Report.
Provide copies of the daily Incident Report to the
Documentation Unit of the Planning/Intelligence
Section at end of each operational period.
Coordinate the activities of all departments and
agencies involved in the operations.
Determine resources committed and resource needs.
Receive, evaluate and disseminate information relative
to the Operations of the disaster/emergency.
Provide all relevant emergency information to the
Public Information Officer.
Conduct periodic Operations Section briefings and
work to reach consensus for forthcoming operational
periods.
Work closely with the Planning/Intelligence Section
Coordinator in the development of the EOC Action
Plan. (See Part Three Planning/Intelligence/
Action Planning.)
Work closely with each Branch/Unit leader to ensure
Operations Section objectives as defined in the current
EOC Action Plan are being addressed.
Ensure that intelligence information from Branch/Unit
leaders is made available to the Planning/Intelligence
Section.
Ensure that unusual weather occurrences within the
jurisdiction are reported to the National Weather
Service (NWS). (See Part Three OperationslNWS.)
City of Rancho Cucamonga Operations Section - 0-15
03/08/2001
SEMS Multihazard Functional Plan Operations Section Coordinator
Coordinate with the Facilities and Procurement Units
of the Logistics Section on animal care issues.
Ensure that all fiscal and administrative requirements
are coordinated through the Finance/Administration
Section, i,e., and notification of any emergency
expenditure.
Review suggested list of resources to be released and
initiate recommendations for their release. Notify the
Resources Unit of the Logistics Section.
Deactivation
Authorize deactivation of organizational elements
within your Section when they are no longer required.
Ensure that any open actions are handled by your
Section or transferred to other EOC elements as
appropriate.
Ensure that any required forms or reports are
completed prior to your release and departure
Be prepared to provide input to the After-Action
Report.
Deactivate your Section and close out logs when
authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - O-I 6
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
OPERATIONS
FIRE BRANCH
( Contract Service )
PRIMARY:
A L TERNA TE:
Rancho Cucamonga Fire District
Appointed by Fire District
SUPERVISOR: Operations Section Coordinator
The City of Rancho Cucamonga contracts with the Rancho Cucamonga Fire Protection
District for Fire Protection Services, including fire, rescue and hazardous materials.
The District Fire Stations serving the City of Rancho Cucamonga are located at:
Address
Station 171 - 6627 Amethyst
Station 172 - 9612 San Bernardino
Station 173 - 12158 Baseline Rd
Station 174 -t '1297 Jersey
Station 175 - 11108 Banyan
Phone
(909) 919-2910
(909) 919-2920
(909) 919-2930
(909) 9t 9-2940
(909) 919-2950
In the event of a major emergency, the Fire Department may not be able to allocate
personnel to the City of Rancho Cucamonga EOC an may coordinate response from
their Department Operating Center (DOC). Designated "staging" locations are:
Heritage Community Park 5546 Beryl Street
Red Hill Community Park 7484 Vineyard Ave.
City of Rancho Cucamonga Operations Section - 0-17
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
GENERAL DUTIES:
· Evaluate and process requests for fire and rescue resources
· Evaluate and process requests or reports of hazardous materials spills or releases
· Coordinate fire and rescue operations between the City of Rancho Cucamonga and
jurisdictional fire and rescue provider. (CPG-138)
· Coordinate hazardous materials incidents between the City of Rancho Cucamonga
and jurisdictional hazardous materials services provided.
· Maintain communications with the "west end" Fire and Rescue Services.
· Assist and serve as an advisor to the Operations Section Coordinator as needed.
· Coordinate mobilization and transportation of all city resources through the Logistics
Section.
YOUR RESPONSIBILITY:
Provide for the timely and adequate response to fire and rescue requests and
hazardous materials spills or releases. Priorities of importance are:
· Protection of life
· Protection of the environment
, Protection of property and equipment
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
In a contract city, this checklist may pose potential issues as opposed
to serving as a functional checklist.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Clef of Rancho Cucamonga Operations Section - 0-18
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Fire Branch Coordinator. Print
your name on the EOC organization chart next to your
assignment.
Ensure that all required supplies are available and
equipment is working properly (phones, radios, forms,
lists, maps, etc.).
Ascertain if Fire Department personnel with EOC
assignments have been notified that the EOC has
been activated.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/intelligence Section
through the Operations Section.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
City of Rancho Cucamonga Operations Section - 0-19
03/08,/2001
SEMS MultiHazard Functional Plan Coroner Unit
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part ThreesForms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Ensure that the Safety/Damage Assessment plan is
being carried out by field units. (See Part Three -
Operations/Safety/Damage Assessment.)
Obtain regular briefings from field command post(s) or
DOC.
Maintain contact with established DOCs and
work/control/dispatch centers to coordinate resources
and response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EOC Operations Branch. (CPG-f09)
City of Rancho Cucaraonga Operations Section - 0-20
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special. requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy,
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Threc Forms.)
City of Rancho Cucamonga Operations Section - 0-21
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
I
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Establish communications with jurisdictional fire and
rescue provider.
Coordinate requests for fire and rescue services with
jurisdictional fire and rescue provider.
Through the Personnel and Procurement units of the
Logistics Section, provide personnel and equipment
assistance to jurisdictional fire and rescue provider
when possible.
Determine need to evacuate public as situation
dictates--account for wind direction and fire or
explosion if applicable. Coordinate with Law Branch
for evacuations.
Request activation of evacuation centers or mass care
shelters when need is indicated through Care and
Shelter Branch.
Coordinate employee operations at emergency
incidents when jurisdictional fire and rescue services
are unavailable.
Obtain the Fire Department priorities based on the
nature and severity of the disaster. (CPG-133)
Alert all emergency responders to the dangers
associated with hazardous materials and fire. (CPG-
135)
Coordinate emergency medical care and
transportation to appropriate facilities, utilizing County
resources and private providers. (CPG-136)
Assist in dissemination of warning to the public.
(CPG-137)
CiO~ of Rancho Cucamonga Operations Section - 0-22
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
I Assist in search and rescue operations. (CPG-138)
Coordinate with the San Bernardino County
Operational Area for fire protection and safety
assessment of shelters. (CPG-134)
Provide support for radiation monitoring and
decontamination operations. (CPG-139/175) (See
Part Three~perations/Radiological Protection
Procedures.)
Coordinate firefighting water supplies with the Pubtic
Works Branch. Obtain status of water system and
report to field Incident Commander or Command Post.
Implement the Radiological Protection Procedures as
needed. (See Part Three---Operations/Radiological
Protection Procedures.)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Fire Branch position and close out logs
when authorized by the Operations Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-23
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
OPERATIONS
LAW BRANCH
PRIMARY: Contract with San Bernardino County
Sheriffs Department
ALTERNATE: Appointed by the Police Chief
SUPERVISOR: Operations Section Coordinator
The City of Rancho Cucamonga is linked to the San Bernardino County Operational
Area through the local contact Sheriffs Station located at:
Rancho Cucamonga Civic Center
10500 Civic Center Drive
Rancho Cucamonga, CA
(909) 477-2800
Designated "staging" areas are:
Epicenter and Sports Complex
Milliken Park
Satellite offices are located at:
6331 Haven Ave
7365 Carnelian
8798 19th Street
10808 Foothill #125
(909) 476-3771
(909) 476-3712
(909) 476-3663
(909) 476-3672
8408 Rochester
7699 Milliken Ave
City of Rancho Cucamonga Operations Section - 0-24
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
GENERAL DUTIES:
· Coordinate movement and evacuation operations during the disaster.
· Alert and notify the public of the pending or existing emergency. (CPG-122)
· Activate any public warning systems. (CPG-98)
· Coordinate all law enforcement and traffic control operations during the disaster.
· Ensure the provision of security at incident facilities.
· Coordinate incoming law enforcement mutual aid resources during the emergency.
· Coordinate and assume responsibility as necessary for Coroner Operations.
YOUR RESPONSIBILITY:
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders,
establish safe traffic routes, ensure that security is provided at incident facilities, ensure
access control to damaged areas, order and coordinate appropriate mutual aid
resources and assume responsibility for the Coroner function in the absence of the San
Bernardino County Coroner. (CPG-94/121/129/130) Necessary units or groups may
be activated as needed to carry out these functions.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
In a contract city, this checklist may pose potential issues as opposed
to serving as a functional checklist.
Action Taken: Time/Date/Comments CH ECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Determine your personal operating location and set up
as necessary.
City of Rancho Cucamonga Operations Section - 0-25
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Law Branch Coordinator. Print
your name on the EOC organization chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threo Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
City of Rancho Cucamonga Operations Section - 0-26
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Obtain regular briefings from field command post(s) or
DOC.
Ensure that the Safety/Damage Assessment Plan is
being carried out by field units. (See Part Three -
Operations/Safety/Damage Assessment.)
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
City of Rancho Cucamonga Operations Section - 0-27
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Directors action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three--Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known,
Branch/Unit Operational Duties
Branch/Unit Operational Duties are organized into categories: Mobilization, Initial
Response, AlertingRVarning, Evacuation, Security, Other and Additional Actions
in Response to Hazardous Materials, Air Crash or Flooding.
Ensure that all on-duty Law Enforcement and Public
Safety personnel have been alerted and notified of the
current situation.
Establish that all on-duty Law Enforcement and Public
Safety personnel have been notified of call-back status
(when they should report) in accordance with current
department emergency procedures.
City of Rancho Cucamonga Operations Section - 0-28
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Ensure that Law Enforcement and Public Safety
personnel have completed status checks on
equipment, facilities, and operational capabilities.
Alter normal patrol procedures to accommodate the
emergency situation.
Initial Response
I
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/Intelligence Section
through the Operations Section.
Notify Walnut - San Bernardino County Sheriffs
Station EOC or Watch Commander of status.
Coordinate with the appropriate units of the Logistics
Section for supplies, equipment, personnel, and
transportation for field operations.
Establish a multi-purpose staging area as required.
Maintain contact with established DOCs and
work/control/dispatch centers to coordinate resources
and response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuating status,
radiation levels, chemical exposure, etc.) to the
appropriate EOC Operations Branch. (CPG-f09)
Alerting/Warning of Public (See Part Three - Operations/Alerting and
Warning)
Designate area to be warned and/or evacuated.
City of Rancho Cucamonga Operations Section - 0-29
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Develop the warning/evacuation message to be
delivered. At a minimum the message should include:
· Nature of the emergency and exact threat to the
public
· Threat areas
· Time available for evacuation
· Evacuation routes
· Location of evacuee assistance center
· Radio stations carrying instructions and details
Coordinate all emergency warning and messages with
the EOC Director and the PIO. Consider following
dissemination methods: (CP6-96)
· Notifying police units to use loudspeakers and
sirens to announce warning messages.
· Determining if helicopters are available and/or
appropriate for announcing warnings.
· Using cable TV, local radio stations or local low-
power radio stations to deliver warning or
emergency messages upon approval of the EOC
Director.
o
Using the Emergency Broadcast System (EBS) for
local radio and television delivery of warnings.
(See Part Three - Operations/EBS Plan.)
Using explorers, volunteers, reserves and other
city personnel as necessary to help with warnings.
Request through the Logistics Section.
Ensure that dispatch notifies special facilities requiring
warning and/or notification (i.e. hospitals, schools,
government facilities, special industries, etc.). (CPG-
100)
Warn all non-English speaking and hearing impaired
persons of the emergency situation/hazard by: (CP6-
101)
· Using bilingual employees whenever possible.
· Translating all warnings, written and spoken, into
appropriate languages.
· Contacting media outlets (radio/television) that
serve the languages you need.
City of Rancho Cucamonga Operations Section - 0-30
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
· Utilizing TDD machines and 9-1-1 translation
services to contact the deaf.
· Using pre-identified lists of disabled and hearing-
impaired persons for individual contact.
Check vacated areas to ensure that all people have
received warnings.
Evacuation
Implement the evacuation portion of the EOC Action
Plan.
Establish emergency traffic routes in coordination with
the Public Works Branch, utilizing the County
Operational Area Disaster Route Priority Plan. (See
Part Three-- Operations/Disaster Route Priority Plan.)
Coordinate with the Public Works Branch traffic
engineering to determine capacity and safety of
evacuation routes and time to complete evacuation.
(CPG-212)
Ensure that evacuation routes do not pass through
hazard zones.
Identify alternate evacuation routes where necessary.
Through field unit requests, identify persons/facilities
that have special evacuation requirements; i.e.
disabled, hospitalized, elderly, institutionalized,
incarcerated etc. Check status. Evacuate if
necessary. Coordinate with the Transportation Unit of
the Logistics Section for transportation. (CPG-
33/224)
Consider use of city vehicles if threat is imminent.
Coordinate use of city vehicles (trucks, vans, etc.) with
the Transportation Unit of the Logistics Section.
Encourage the use of private vehicles if possible.
(CPG-215)
City of Rancho Cucatnonga Operations Section - 0-31
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Establish evacuation assembly points.
Coordinate the evacuation of hazardous areas with
neighboring jurisdictions and other affected agencies.
Coordinate with Care and Shelter Branch to open
evacuation centers.
Establish traffic control points and provide traffic
control for evacuation and perimeter control for
affected areas. (CPG-125)
Place towing services on stand-by to assist disabled
vehicles on evacuation routes. (CPG-221)
Monitor status of warning and evacuation processes.
Coordinate with the Operations - Public Works Branch
to obtain necessary barricades and signs.
Security
Enforce curfew and other emergency orders, as
identified in the EOC Action Plan.
Request mutual aid assistance through the Walnut -
San Bernardino County Sheriff's Station EOC or
Watch Commander.
Coordinate security in the affected areas to protect
public and private property. (CPG-126)
Coordinate security for critical facilities and resources.
(CPG-124)
Coordinate with the Public Works Branch for street
closures and board up of buildings.
Coordinate law enforcement and crowd control
services at mass care and evacuation centers.
127)
(CPG-
City of Rancho Cucatnonga Operations Section - 0-32
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Provide information to the PIO on matters relative to
public safety.
Ensure that detained inmates are protected from
potential hazards. Ensure adequate security, and
relocate if necessary. (CPG-123)
Consider vehicle security and parking issues at
incident facilities and coordinate security if necessary.
(CPG- 128/223)
Develop procedures for safe re-entry into evacuated
areas. (CPG-225)
Other
Coordinate with appropriate animal care agencies and
the Facilities and Procurement Units of the Logistic
Section. Take required animal control measures as
necessary.
If requested, assist the County Coroner with removal
and disposition of the dead.
Activate the EOC Coroner Unit if the Coroner is
needed and the County cannot provide service.
Additional Actions in Response to Hazardous Materials Incidents
Ensure that all personnel remain upwind or upstream
of the incident site. This may require repositioning of
personnel and equipment as conditions change.
Notify appropriate local, state, and federal hazard
response agencies.
Consider wind direction and other weather conditions.
Contact the Situation Status Unit of the Planning/
intelligence Section for updates.
Assist with the needs at the Unified Command Post as
requested.
City of Rancho Cucamonga Operations Section - 0-33
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
I
Assist in efforts to identify spilled substances,
including locating shipping papers and placards, and
contacting as required: County Health, State OES,
shipper, manufacturer, CHEMTREC, etc
Additional Actions in Response to a Major Air Crash
Notify the Federal Aviation Agency or appropriate
military command.
Request temporary flight restrictions.
Additional Actions in Response to Flooding
Notify all units in and near inundation areas of flood
arrival time.
~ Direct mobile units to warn public to move to higher
ground immediately. Continue warning as long as
needed.
Coordinate with PIO to notify radio stations to
broadcast warnings.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Law Branch position and close out logs
when authorized by the Operations Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-34
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
OPERATIONS
CITY OF RANCHO CUCAMONGA
(Police Beat Map)
City of Rancho Cucamonga Operations Section - 0-35
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
OPERATIONS
LAW BRANCH
CORONER UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Chief Medical Examiner-Coroner
San Bernardino County
SBSO - Rancho Cucamonga
Law Branch Coordinator
GENERAL DUTIES:
· Assume responsibility in the event the County Coroner cannot meet the needs of the
City in a disaster.
Coordinate resources for collection, identification and disposition of deceased
persons and human tissue. Select qualified personnel to staff temporary morgue
sites. Identify mass burial sites. Establish and maintain records of fatalities. (CPG-
158)
· Request the County Operational Area to activate the Emergency Mortuary
Response Plan as necessary to supplement Coroner Operations. Assist as needed.
YOUR RESPONSIBILITY:
The County of San Bernardino Chief Medical Examiner-Coroner has Coroner
responsibilities in the City of Rancho Cucamonga. In a wide-scale disaster within San
Bernardino County, it may be several hours or days before the dead can be collected
and processed by the Department of the Chief Medical Examiner-Coroner. Law
Enforcement has the ultimate responsibility for carrying out this function if the County
Coroner cannot respond. Additional material regarding coroner operations is included
in Part Three--Operations/Coroner. You may also be called upon to assist the County
City of Rancho Cucamonga Operations Section - 0-36
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Coroner in coordinating the Emergency Mortuary Response Plan if the County Coroner
is not available. (CPG-157/159)
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Law Branch Coordinator and obtain a
briefing.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Coroner Unit Coordinator. Print
your name on the EOC organization chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
City of Rancho Cucamonga Operations Section - 0-37
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Ensure that all your incoming Branch/Unit personnel
are fully bdefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threo Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Obtain regular briefings from field command post(s) or
DOC.
Keep the Law Branch Coordinator advised of your
Branch/Unit status and activity and on any problem
areas that now need or will require solutions.
City of Rancho Cucamonga Operations Section - 0-38
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Pad Three--Forms.)
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
City of Rancho Cucamonga Operations Section - 0-39
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Branch/Unit Operational Duties
Ensure that Coroner notification has been made to the
San Bernardino County Operational Area, via the
Walnut-San Bernardino County Sheriffs Station EOC
or Watch Commander. Determine the expected time
of arrival.
Coordinate the removal and disposition of the dead if
requested by the County Coroner.
Continually attempt to contact the County Coroner to
advise of condition and needs. Return control of
function as soon as possible to that office.
Establish temporary morgue facilities.
Coordinate with local morticians for assistance.
Coordinate with the Procurement and Transportation
Units of the Logistics Section to arrange for cold
storage locations and transportation for temporary
body storage.
Coordinate with the Pmcurement Unit of the Logistics
Section for procurement of body bags, tags, gloves,
masks, stretchers and other support items.
Coordinate with Public Works and Fire Branches on
removal procedures for bodies within unstable or
hazardous structures.
Advise all personnel involved in body recovery
operations of the specific documentation
requirements. Refer to supplemental documents in
Part Threo Operations/Coroner.
Ensure that assigned personnel and volunteers are
monitored for stress, morale or psychological
problems related to body recovery operations.
Consider changing shifts at 6 hours if involved in body
recovery.
City of Rancho Cucamonga Operations Section - 0-40
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
I
I
I
Arrange for Critical Incident Stress Debriefing for all
personnel involved in coroner operations through the
Personnel Unit of the Logistics Section.
Maintain list of known dead. Maintain a log of body
recovery operations to be provided to the County
Coroner as requested or upon conclusion of the
emergency.
Provide assistance to the County Coroner in the
identification of remains if requested.
Notify next of kin as advised by the Coroner.
Provide data on casualty counts to the San Bernardino
County Operational Area via the Walnut - San
Bernardino County Shedff's Station EOC or Watch
Commander.
In a hazardous materials incident, determine if special
body handling procedures will be required to avoid
contamination.
Be prepared to relocate morgue facilities if they are
located in flood-prone or dam inundation areas.
Assist and coordinate the reburial of any coffins that
may be washed to the surface of inundated
cemeteries.
Maintain contact with established DOCs and
work/control/dispatch centers to coordinate resources
and response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EOC Operations Branch. (CPG-109)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
City of Rancho Cucamonga Operations Section - 0-41
03/08/2001
SEMS MultiHazard Functional Plan Coroner Unit
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Coroner Unit position and close out
logs when authorized by the Operations Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-42
03/08/2001
SEMS Multihazard Functional Plan MedicaFl-lealth Branch
OPERATIONS
MEDICAL/HEALTH BRANCH
PRIMARY:
ALTERNATE:
San Bernardino County Health
Department
EMS Coordinator (RCFD)
SUPERVISOR:
Operations Section Coordinator
Due to the lack of resources of the City of Rancho Cucamonga in this function, the City
must rely on San Bernardino County. In the event of a major disaster, there may be an
extended period of time before the County service can be provided. As resources
allow, the Medical/Health Branch will coordinate the appropriate actions until the County
responds.
The San Bernardino County Department of Health Services in coordination with the
private hospitals designated as Casualty Collection Points (CCP) sites is responsible for
assigning medical staff to CCPs. (See Part Three--Operations for CCP information.)
(CPG-148)
GENERAL DUTIES:
· Monitor and coordinate all tactical operations of triage, emergency medical care and
treatment of the sick and injured resulting from the incident.
· Assess medical casualties and needs.
· Coordinate resources and communication with medical/health care facilities and
transportation companies for the evacuation and continual patient care consistent
with the EOC Action Plan.
· Coordinate preventive health services and other health-related activities and advise
on general sanitation matters.
CiO~ of Rancho Cucamonga Operations Section - 0-43
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
YOUR RESPONSIBILITY:
Manage personnel, equipment and resources to provide the best patient care possible
consistent with the EOC Action Plan. Coordinate the provision of public health and
sanitation consistent with the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
In this jurisdiction, this checklist may pose potential issues as
opposed to serving as a functional checklist.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Medical/Health Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Ensure that all required supplies are available and
equipment is working properly (phone, radios, forms,
lists, maps, etc.).
Clarify any issues regarding your authority and
assignment and what others in the organization do.
City of Rancho Cucamonga Operations Section - 0-4¥
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Ensure that a status check on equipment, facilities and
operational capabilities has been completed.
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/Intelligence Section
through the Operations Section.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threc Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
City of Rancho Cucamonga Operations Section - 0-45
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Obtain regular briefings from field command post(s) or
DOC.
Maintain contact with established DOCs and
work/control/dispatch centers to coordinate resources
and response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EOC Operations Branch. (CPG-109)
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide pedodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
City of Rancho Cucamonga Operations Section - 0-46
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
Determine and anticipate your support needs and
forward to your Section Coordinator.
I Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities,
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy,
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Access County medical/health response by contacting
the San Bernardino County Operational Area via the
Walnut - San Bernardino County Sheriff's Station EOC
or Watch Commander.
Arrange for emergency medical support and hospital
care for disaster victims during and after an incident.
(CPG-145)
Determine number and location of casualties that
require hospitalization.
City of Rancho Cucatnonga Operations Section - 047
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
Identify hospitals, nursing homes and other facilities
that could be expanded into emergency treatment
centers for disaster victims and inform the San
Bernardino County Operational Area EOC via the
Walnut - San Bernardino County Sheriffs Station EOC
or Watch Commander. (CPG-147)
In the event of an evacuation, coordinate with the Law
Branch to reduce the patient population in hospitals,
nursing homes and other care facilities.
Provide continued medical care for patients who
cannot be moved when hospitals, nursing homes and
other health caro facilities are evacuated. (CPG-146)
In conjunction with the Shelter Branch, establish and
staff medical care stations at shelter facilities. (CPG-
143)
Establish and operate first aid stations for emergency
workers as appropriate to the incident. (CPG-142)
Coordinate with the Personnel Unit of the Logistics
Section to obtain additional health/medical personnel.
(CPG-149)
In conjunction with the Transportation Unit of the
Logistics Section, coordinate transportation and care
of injured persons to treatment area. (CPG-152)
Provide information on the disaster routes established
within the EOC Action Plan to local hospitals, health
care facilities, ambulance companies, etc.
Provide to the PIO the locations of shelters, first aid
facilities, Casualty Collection Points (CCPs), public
health hazards and mitigation procedures and other
information for press release.
In conjunction with the Situation Status Unit of the
Planning/intelligence Section, establish a patient
tracking system. (CPG-155)
Protect sources of potable water and sanitary sewage
systems from effects of potential hazards. (CPG-167)
Ci~2 of Rancho Cucamonga Operations Section - 048
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
Identify sources of contamination dangerous to the
health of the community and post as needed.
Coordinate inspection of health hazards in damaged
buildings.
Coordinate with the San Bernardino County
Operational Area in developing procedures to
distribute medications to shelters or treatment areas
as needed. (CPG-f44)
Coordinate with the San Bernardino County
Operational Area in appropriate disease prevention
measures, i.e., inoculation, water purification, pest
control, inspection of foodstuffs and other
consumables, etc. (CPG-14f)
Coordinate local medical staff with National Disaster
Medical System (NDMS) responders. (CPG-154)
Additional Actions in Response to Flooding and/or Dam Failure
[ I Identify facilities subject to flooding and prepare to
move people from facilities.
Additional Actions in Response to Hazardous Material Incidents
Identify patients and notify hospitals if contaminated or
exposed patients are involved.
I
Implement the Radiological Protection Procedures as
needed. (See Part Threc Operations/Radiological
Protection Procedures.) (CPG-160-61)
Deactivation
I
I
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
City of Rancho Cucamonga Operations Section - 0-49
03/08/2001
SEMS Multihazard Functional Plan Medical/Health Branch
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Coroner Unit position and close out
logs when authorized by the Operations Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-50
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
OPERATIONS
CARE AND SHELTER UNIT
PRIMARY:
Recreation Superintendent
ALTERNATE:
Comm. Serv. Mgmt. Analyst III
SUPERVISOR:
Operations Section Coordinator
The City of Rancho Cucamonga is within the jurisdiction of the Inland Valley
Chapter of the American Red Cross.
American Red Cross - Inland Valley Chapter
209 East "1" Street
Ontario, CA 91764
(909) 986-6651
The five school districts within the City's geographical boundary approved an agreement
with the Inland Valley Chapter of the American Red Cross on August 16, 1988 which
authorizes the Red Cross to use high school and intermediate school buildings,
grounds, and equipment for mass care shelters required in the conduct of Red Cross
Disaster Services activities, and cooperates with the Red Cross for such purposes.
The following locations have been designated by the City of Rancho Cucamonga as
primary locations to serve as care/shelter operation centers and volunteer coordinating
sites: See "Care and Sheltering Plan" Attachment "A" (Part Three - Supporting
Documentation)
The following locations have been designated as additional/alternate locations for
care/shelter operation centers:
Senior Center 9791 Arrow Rte.
Lions West Community Center 9161 Baseline Road
Red Hill Community Park 7484 Vineyard Ave.
City of Rancho Cucamonga Operations Section - 0-51
03/08/2001
SEMS MultiHazard Functional Plan
Branch
Care and Shelter
The Care and Shelter Branch shall ensure that plans are in place to open and operate
evacuation centers and mass care facilities until, and if, the American Red Cross
assumes responsibility. Thereafter, the Care and Shelter Branch will work closely with
and support the American Red Cross and any other volunteer services agencies
providing assistance to disaster victims. (CPG-231)
The San Bernardino County Department of Public Social Services and San Bernardino
County Health Departments have the Operational Area responsibility for Care and
Shelter.
POTENTIAL SHELTER SITES
Potential shelter facilities should:
· Be pre-identified as potential sites with Site Surveys completed. (See Part Threo
Operations/Care and Shelter)
In conjunction with the Rancho Cucamonga Chapter, American Red Cross, have
permission and Memos of Understanding secured for shelter usage.
In conjunction with the American Red Cross, have procedures for the following
inspections and access, both during regular and after hour use, before a shelter is
established.
· Structural safety inspection arranged with local Building Department.
· OSHA safety inspection for safety of shelters and workers.
· Facility Walk-Through Survey prior to use (to protect owner and user against
damage claims).
Examples of suitable potential shelter sites:
· City-owned facilities such as community centers, recreational facilities or
auditoriums.
· Churches and other privately owned facilities.
· School multi-purpose buildings and gymnasiums.
· Convention Centers.
Care and Shelter Branch should coordinate with the American Red Cross in identifying
potential sites. Potential shelters should have the following and meet all Americans with
Disabilities Act (ADA) requirements:
· An open space suitable for cots, tables, etc.
, Sanitation and hygiene facilities, as available.
See Part Threo Operations/Care and Shelter for City of Rancho Cucamonga pre-
identified shelter sites.
CiO~ of Rancho Cucamonga Operations Section - 0-52
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
Depending upon the scope of the emergency, additional shelter sites may need to be
obtained and/or existing shelters upgraded. All suitable buildings, other than those
used for other emergency functions, may be used for sheltering. (CPG-232)
Community centers and other city-owned facilities have become the most preferred
facilities for shelter operations as they are public facilities and can usually accommodate
large numbers of people. Churches are also appropriate as they are often large and
have kitchen facilities on the premises. Because it is important that a community return
to normal activities as soon after a disaster as possible, schools should be used in
shelter operations only when other resources are unavailable.
See Part Three--Operations/Care and Shelter for legislation regarding use of
buildings as shelters these include Memorandum of Understanding between the
California Public School Districts and the Local Chapter of the American Red
Cross.
GENERAL DUTIES:
· Identify the care and shelter needs of the community.
· Coordinate with the American Red Cross and other emergency welfare agencies to
identify, set up, staff and maintain evacuation centers and mass care facilities for
disaster victims.
· Via the media, encourage residents to go to the shelter nearest their residence.
YOUR RESPONSIBILITY:
Provide care and shelter for disaster victims and coordinate efforts with the American
Red Cross and other volunteer agencies.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
City of Rancho Cucamonga Operations Section - 0-53
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Care and Shelter Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Ensure that all required supplies are available and
equipment is working properly (phone, radios, forms,
lists, maps, etc.).
Ascertain if all key Care and Shelter personnel are in
the EOC or have been notified.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Ensure that all Care and Shelter personnel have
completed a status check on equipment, facilities and
operational capabilities.
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/Intelligence Section
through the Operations Section.
City of Rancho Cucamonga Operations Section - 0-54
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threo Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
I
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
I
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
City of Rancho Cucamonga Operations Section - 0-55
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
Ensure that the Safety/Damage Assessment plan is
being carried out by field units. (See Part Three -
OPerations/Safety/Damage Assessment.)
Obtain regular briefings from field command post(s) or
DOC.
Maintain contact with established DOCs and work/
control/dispatch centers to coordinate resources and
response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EQC Operations Branch. (CPG-f09)
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
City ofRancho Cucamonga
03/08/2001 Operations Section - 0-56
SEMS MultiHazard Functional Plan Care and Shelter
Branch
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
If need is established, contact Rancho Cucamonga
Chapter of the American Red Cross and request an
ARC liaison for the City of Rancho Cucamonga's
EOC. (The Los Angeles Chapter of the American Red
Cross will arrange for a liaison at the Operational Area
EOC that may satisfy local government needs.)
Identify the care and shelter needs of the community,
in coordination with the other Operations Branches.
Determine the need for an evacuation center or mass
care shelter.
The Rancho Cucamonga Chapter of the American
Red Cross should be contacted when considering
opening a mass care facility.
Identify and prioritize which designated mass care
facilities will be needed and if they are functional.
City of Rancho Cucamonga Operations Section - 0-57
03/08/2001
SEMS MultiHazard Functional Plan
Branch
Care and Shelter
Ensure that Building & Safety has inspected each
shelter site prior to occupancy following an earthquake
and after each significant after shock. (CP6-249)
If evacuation is ordered, in conjunction with the
American Red Cross if available, open evacuation
centers in low risk areas and inform public of locations
(CPG-236/241)
In conjunction with the American Red Cross, manage
care and shelter activities (staffing, registration,
shelter, feeding, pertinent evacuee information, etc.)
(CPG-841240) (See Part Three-- Operations/Care
and Shelter for documents.)
Ensure shelter management teams are organized and
facilities are ready for occupancy, meeting all health,
safety and ADA standards, in conjunction with the
American Red Cross. (CP6-237/238)
Coordinate with the Personnel Unit of the Logistics
Section to contact volunteer agencies and recall city
staff to assist with mass care functions including basic
first aid, shelter and feeding of evacuees and
sanitation needs.
Coordinate with the San Bernardino County
Operational Area Care and Shelter Unit for sheltering
of residential care and special needs populations.
(CPG-234)
Provide and maintain shelter and feeding areas that
are free from contamination and meet all health, safety
and ADA standards. (CP6-247)
Coordinate with the Rancho Cucamonga Chapter of
the American Red Cross and other volunteer agencies
for emergency mass feeding operations. (CPG-239)
Coordinate with the San Bernardino County
Operational Area Care and Shelter Unit, the American
Red Cross, other volunteer organizations and private
sector if mass feeding or other support is required at
spontaneous shelter sites, e.g. in parks, schools, etc.
City of Rancho Cucamonga Operations Section - 0-58
03/08/2001
SEMS MultiHazard Functional Plan Care and Shelter
Branch
t I
Coordinate with the Information Systems Branch of the
Logistic Sections to provide communications where
needed to link mass care facilities, the EOC and other
key facilities.
Coordinate with the Procurement and Facilities Units
of the Logistics Section the care of shelters' animals.
Coordinate with the Transportation Unit of the
Logistics Section the transportation needs of shelters.
Ensure shelter managers make periodic activity
reports to the EOC including requests for delivery of
equipment and supplies, any city expenditures,
damages, casualties and numbers and types of
persons sheltered. The reporting period will be
determined by the Operations Section. (See Part
Threc Operations/Care and Shelter.)
Assist the American Red Cross to ensure adequate
food supplies, equipment and other supplies to
operate mass care facilities. Coordinate procurement
and distribution through the Red Cross or the
Procurement Unit of the Logistics Section if requested
by Red Cross. (CPG-235/238)
Coordinate with the Facilities Unit of the Logistics
Section in the evacuation and relocation or'shelter-in-
place of any mass care facilities, which may be
threatened by any hazardous condition, (CPG-246)
Coordinate with the American Red Cress in the
opening, relocating and closing of shelter operations.
Also coordinate the above with adjacent communities
if needed. (CPG-222)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
City of Rancho Cucamonga Operations Section - 0-59
03/08/2001
SEMS MultiHazard Functional Plan
Branch Care and Shelter
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Care and Shelter Branch position and
close out logs when authorized by the Operations
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City ofRancho Cucamonga
03/08/2001 Operations Section - 0-60
SEMS MultiHazard Functional Plan Care and Shelter
Branch
I-
City of Rancho Cucamonga Operations Section - 0-61
03/08/2001
SEMS Multihazard Functional Plan Public Works Branch
OPERATIONS
PUBLIC WORKS BRANCH
PRIMARY:
ALTERNATE:
SUPERVISOR:
Public Works Maintenance Manager
Parks Maintenance Supervisor
Operations Section Coordinator
GENERAL DUTIES:
Receive and process all field resource requests for Public Works resources,
Coordinate those requests internally and externally as necessary to make sure there
are no duplicate orders.
· Coordinate with the Logistics Section on the acquisition of all resources and support
supplies, materials and equipment.
Determine the need for and location of general staging areas for unassigned
resources. Coordinate with the Facilities Unit of the Logistics Section and participate
in any action planning meetings pertaining to the establishment of additional
locations.
· Prioritize the allocation of resources to individual incidents. Monitor resource
assignments. Make adjustments to assignments based on requirements.
YOUR RESPONSIBILITY:
Coordinate all Public Works operations; maintain public facilities, surviving utilities and
services, as well as restore those that are damaged or destroyed; assist other functions
with traffic issues, search and rescue, transportation, etc. as needed.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
City of Rancho Cucamonga Operations Section - 0-62
03/08/2001
SEMS Multihazard Functional Plan Public Works Branch
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Pubtic Works Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Ensure that all required supplies are available and
equipment is working properly (phone, radios, forms,
lists, maps, etc.).
Ascertain if all key Pubtic Works personnel are in the
EOC or have been notified.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Ensure that all on-duty Pubtic Works personnel have
been alerted and notified of the current situation..
Ensure that all Public Works personnel have been
notified of call-back status (when they should report),
in accordance with current department emergency
procedures.
City of Rancho Cucamonga Operations Section - 0-63
03/08/2001
SEMS Multihazard Functional Plan
Public Works Branch
Ensure that all Public Works personnel have
completed status check on equipment, facilities and
operational capabilities.
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/Intelligence Section
through the Operations Section.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Threo Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
Messages received
Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
~ Develop a plan for your Branch/Unit operations and
City of Rancho Cucamonga Operations Section - 0-64
03/08/2001
SEMS Multihazard Functional Plan Public ~Forks Branch
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Ensure that the Safety/Damage Assessment plan is
being carried out by field units. (See Part Three -
Operations/Safety/Damage Assessment.)
Obtain regular briefings from field command post(s) or
DOC.
Maintain contact with established DOCs and work/
control/dispatch centers to coordinate resources and
response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EOC Operations Branch. (CPG-109)
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
City of Rancho Cucamonga Operations Section - 0-65
03/08/2001
SEMS Multihazard Functional Plan Public Works Branch
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Receive and process all requests for Public Works
resources.
Maintain back-up power in the EOC. (CPG-164)
Assure that all emergency equipment has been moved
from unsafe areas.
Mobilize personnel, heavy equipment and vehicles to
designated general staging areas.
Obtain Public Works resources through the Logistics
Section, utilizing mutual aid process when appropriate.
City of Rancho Cucaraonga Operations Section - 0-66
03/08/2001
SEMS Multihazard Functional Plan
Public Works Branch
Allocate available resources based on requests and
EOC priorities.
Determine priorities for identifying, inspecting and
designating hazardous structures to be demolished.
(CP G- f 70)
Ensure that sources of potable water and sanitary
sewage systems are available and protected from
potential hazards. (CPG-167)
Develop priorities and coordinate with utility
companies for restoration of utilities to critical and
essential facilities. (CPG-168)
In coordination with the San Bernardino County
Department of Public Works, determine status of the
Disaster Routes and other transportation routes into
and within the affected area. Determine present
priorities and estimated times for restoration. Clear
and reopen Disaster Routes on a priority basis. (See
Part Three--Operations/Disaster Route Priority
Plan.)
Coordinate with the Law Branch to ensure the safety
of evacuation routes following a devastating event.
(CPG-174/214)
Coordinate with the Procurement Unit of the Logistics
Section for sanitation service during an emergency.
(CPG-169)
Support clean up and recovery operations during
disaster events. (CPG-113)
Clear debris from waterways to prevent flooding.
Drain flooded areas, as needed. (CPG-113/171)
Develop a debris removal plan to facilitate city clean-
up operations, which addresses:
· Identification of agencies such as the County
Sanitation Districts of Los Angeles and
coordination of the debris removal process.
City of Rancho Cucaraonga Operations Section - 0-67
03/08/2001
SEMS Multihazard Functional Plan
Public Works Branch
(consider fee waivers, modification of landfill
operating hours, and public concerns)
· Cooperation with various waste management
regulatory agencies to address associated debris
removal problems.
· Identification and establishment of debris collection
sites.
· Evaluation of potential recycling of debris.
· Prioritization and completion of the debris removal
process. (CPG-163)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Pubtic Works Branch position and close
out logs when authorized by the Operations Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-68
03/08/2001
SEMS Multi-hazard Funaional Plan Building and Safety Unit
OPERATIONS
PUBLIC WORKS BRANCH
Building and Safety Unit
PRIMARY:
ALTERNATE:
SUPERVISOR:
Sr. Building Inspector
Building Inspector
Operations Section Coordinator
GENERAL DUTIES:
· Begin the immediate inspection for re-occupancy of key city facilities by departments
responsible for emergency response and recovery.
· Provide the engineering support as requested for other Operations Section
Branches; Coordinate with City CERT Teams.
· Coordinate investigation and safety assessment of damage to buildings, structures
and property within the City for the purpose of:
· Identifying life-threatening hazardous conditions for immediate abatement.
· Inspecting and identifying buildings and property for re-occupancy and posting
and declaring unsafe conditions.
· Determining the cost and percentage of damage to all buildings, structures and
properties.
· Provide safety assessment information and statistics to the Damage Assessment
Unit of the Planning/intelligence Section.
· Impose emergency building regulations as determined from performance of
structures.
City of Rancho Cucamonga Operations Section - 0-69
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Coordinate investigation of building code performance. Determine the extent of
damage to buildings and structures and develop recommendations for building code
changes.
YOUR RESPONSIBILITY:
Evaluate all city-owned and private structures that may have been damaged in an
incident. The Building Official in the City of Rancho Cucamonga is the ultimate authority
in determining whether or not a building is inhabitable or safely accessible, and those
orders will be enforced by local law enforcement.
In a large incident, the need for outside resources to accomplish building inspection will
be required. This branch handles the coordination of such incoming resources.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Operations Section Coordinator and
obtain a briefing.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or
DOC, if activated, prior to assuming EOC assignment
and brief the Operations Section Coordinator.
Identify yourself as the Building and Safety Unit
Leader Coordinator. Print your name on the EOC
organization chart next to your assignment.
Ensure that all required supplies are available and
equipment is working propedy (phone, radios, forms,
lists, maps, etc.).
City of Rancho Cucamonga Operations Section - O-70
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Ascertain if all key Building and Safety Department
personnel are in the EOC or have been notified.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Ensure that all on-duty Building and Safety personnel
have been alerted and notified of the current situation.
Ensure that all off-duty Building and Safety personnel
have been notified of call-back status (when they
should report), in accordance with current department
emergency procedures.
Ensure that all Building and Safety personnel have
completed status check on equipment, facilities and
operational capabilities.
Ensure that field units begin safety/damage
assessment survey of critical facilities and report
status information to the Planning/Intelligence Section
through the Operations Section.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the Logistics
Section or established ordering procedures, as
needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
City of Rancho Cucamonga Operations Section - 0-71
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Using activity log (see sample, Part Three Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Ensure that the Safety/Damage Assessment plan is
being carried out by field units. (See Part Three -
Operations/Safety/Damage Assessment.)
Obtain regular briefings from field command post(s) or
DOC.
Maintain contact with established DOCs and work/
control/dispatch centers to coordinate resources and
response personnel. (CPG-106)
Direct field units to report pertinent information
(casualties, damage observations, evacuation status,
radiation levels, chemical exposures, etc.) to the
appropriate EOC Operations Branch. (CPG-109)
City of Rancho Cucamonga Operations Section - O-72
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Keep the Operations Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known,
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
City of Rancho Cucamonga Operations Section - 0-73
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safe~y Unit
I
Brief your relief at shift-change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Coordinate with San Bernardino County Building and
Safety regarding local jurisdictional needs.
Activate the Operational Area Safety/Damage
Assessment Plan. (See Part Threo Operations/
Safety/Damage Assessment.) It should include
inspection of the following critical facilities (priority)
and other facilities: (CPG-173)
· EOC/DOCs
· Police stations
Fire stations
· *Hospitals
· *Congregate care facilities (including private
schools, convalescent care facilities, board and
care facilities, day care centers, etc.)
*Public schools
Public Works facilities
Potential HazMat facilities, including gas stations
Designated shelters
Unreinforced masonry buildings
Concrete tilt-up buildings
Multi-story structures---commercial, industrial and
residential
*Mobile homes/modular structures
Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction
of State or County inspectors. These agencies may
exercise their jurisdictional authority to inspect these
facilities. As a practical matter, there are very few
State inspectors available, and they may not be able
to respond in a timely manner during the initial stages
of the emergency/disaster.
City of Rancho Cucamonga Operations Section - O-74
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safay Unit
Use a throe-phase approach to inspection based upon
existing disaster intelligence:
· General Aroa Survey of structuros
· ATC-20 Rapid Inspection
· ATC-20 Detailed Inspection
(See Part Threc Operations/Safety/Damage
Assessment.)
Be prepared to start over due to aftershocks.
After completion of the safety/damage survey, develop
a preliminary estimate of the need for mutual aid
assistance.
Assess the need and establish contacts for requesting
or providing mutual aid assistance.
Alert and stage safety assessment teams as needed.
Implement procedures for posting of building
occupancy safety status using ATC-20 guidelines.
Activate data tracking system to document and report
safety assessment information and forward to the
Damage Assessment Unit of the Planning/Intelligence
Section.
Arrange for necessary communications equipment
from the Information Systems Branch of the Logistics
Section and distribute to all field personnel (e.g.,
radios, cellular phones, etc.)
Brief all personnel on Department Emergency
Operating Procedures and assignments.
Assess the need to require potentially unsafe
structures to be vacated.
Provide structural evaluation of mass care and shelter
facilities to the Shelter Branch.
CiO~ of Rancho Cucamonga Operations Section - O-75
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Provide public school inspection reports to the state
Architect. (Note: *we inspect and list our schools as
shelters to cover our own needs and to see that they
have a preliminary inspection done early.)
Consider establishing an area field site to direct and
coordinate safety assessment and inspection teams.
Coordinate with the Public Works Branch on
immediate post-event issues (i.e., debris removal,
demolition, fences, etc.)
Provide policy recommendations to appropriate city
officials for:
· Emergency Building and Safety ordinances.
· Expediting plan checking and permit issuance on
damaged buildings.
Coordinate with the PIO to establish public information
and assistance hotlines.
Consider using 24-hour inspection call-in lines to take
damage reports and requests for safety inspections.
Direct field personnel to advise property owners and
tenants that multiple inspections of damage property
will be required by various assisting agencies,
including American Red Cross; FEMA; State OES;
local Building and Safety; insurance carriers and other
local, state and federal agencies. (See Part Three--
Operations/Safety/Damage Assessment.)
If needed, request police escort of safety assessment
and inspection personnel.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
City of Rancho Cucamonga Operations Section - 0-76
03/08/2001
SEMS Multi-hazard Functional Plan Building and Safety Unit
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Building and Safety Unit position and
close out logs when authorized by the Operations
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Operations Section - 0-77
03/08/2001
SEMS Multi-Hazard Functional Plan
PART TWO
PLANNING/INTELLIGENCE SECTION
CONTENTS
GENERAL SECTION Page
.................................................................................................. P-2
Purpose .......................................................................................................................P-2
Overview ......................................................................................................................P-2
Objectives ..............................................................................................................P-2
Concept of Operat ons .................................................................................................P-3
Identification of Risks ........................................................................................P-4
Sect on Act vat on Procedures .....................................................................................P-4
Action Planning .........................................................................................P-4
nc dent Act on Pans (F e d Level) ....................................................................P-5
Action Planning at SEMS EOC Level ................................................................P-6
After Action Reports ..........................................................................................P-7
Coordination ................................................................................................................P-8
SEMS ORGANIZATION CHART ................................................................................P-9
SEMS RESPONSIBILITIES CHART .........................................................................p,l0
PLANNING/INTELLIGENCE SECTION ORGANIZATION CHART .......................... P~I l
PLANNING/INTELLIGENCE SECTION STAFF .......................................................P-12
PLANNING/INTELLIGENCE SECTION POSITION CHECKLISTS .......................... P-14
Planning/Intelligence Section Coordinator ......................................................P-14
Situation Status Unit ............................................................................P-22
Documentat on Un t and Data Entry ................................................................P-29
Safety/Damage Assessment Unit ....................... P-35
Advance Planning Unit .........................................................................P-40
Recovery Planning Unit .................................................P-46
Demobilization Unit ..................
......................................................................................... P-52
Note: Items identified with a (CPG-f¢) (Civil Preparedness Guide) following must remain
in this plan as it complies with the Federal CPG 1-SA crosswalk.
All items identified with a (SEMS4) following must remain in this plan as it
complies with the SEMS crosswalk.
City of Rancho Cucamonga Planning/Intelligence Section - P-1
10/24/2000
SEMS Multi-Hazard Functional Plan
PLANNING/INTELLIGENCE SECTION
GENERAL
PURPOSE
To enhance the capability of the City of Rancho Cucamonga to respond to emergencies
by planning application and coordination of available resources. It is the policy of this
section that the priorities of responses are to be:
· Protect life and property.
. Provide planning and direction for the emergency operations and optimize the
management of resources.
· Provide support to the other sections of the City's emergency response team.
e At the earliest possible opportunity restore essential services and systems.
OVERVIEW
The Planning/Intelligence Section's primary responsibility is to collect, evaluate, display
and disseminate incident information and status of resources. This Section functions as
the primary support for decision-making to the overell emergency organization. This
Section also provides anticipatory appraisals and develops plans necessary to cope
with changing field events. During a disaster/emergency, other department heads will
advise the Planning/Intelligence Coordinator on various courses of action from their
departmental level perspective.
OBJECTIVES
The Planning/Intelligence Section ensures that safety/damage assessment information
is compiled, assembled and reported in an expeditious manner to the various EOC
sections, City departments and the San Bernardino County Operational Area in Rialto.
The Planning/Intelligence Section is also responsible for the detailed recording
(Documentation Unit) of the entire response effort and the preservation of these records
during and following the disaster. The Planning/Intelligence Section will accomplish the
following specific objectives during a disaster/emergency:
· Collect initial situation and safety/damage assessment information.
City of Rancho Cucamonga Planning/Intelligence Section - P-2
10/24/2000
SEMS Multi-Hazard Functional Plan
Display situation and operational information in the Emergency Operations Center
(EOC) using maps and visual aids.
Disseminate intelligence information to the EOC Director, EOC Coordinator, Public
Information Officer, General Staff and the San Bernardino County Operational Area
via the Rialto - San Bernardino County Fire EOC.
Conduct mapping and recording operations.
Prepare summary safety/damage assessment reports for dissemination to other
sections, City departments, State OES, FEMA and the San Bernardino County
Operational Area in Rialto.
Prepare required reports identifying the extent of damage and financial losses.
Determine the City's post-event condition.
Provide Planning/Intelligence support to other sections.
Ensure accurate recording and documentation of the incident.
Prepare the City's EOC Action Plan.
Prepare the City's After-Action Report.
Prepare a post-disaster recovery plan.
Maintain proper and accurate documentation of all actions taken to ensure that all
required records are preserved for future use and State OES and FEMA filing
requirements.
Acquire technical experts for special interest topics or special technical knowledge
subjects.
CONCEPT OF OPERATIONS
The Planning/Intelligence Section will operate under the following policies during a
disaster/emergency as the situation dictates:
· The Standardized Emergency Management System (SEMS) will be followed.
· All existing City and departmental operating procedures will be adhered to unless
modified by the City Council or EOC Director.
City of Rancho Cucamonga Planning/Intelligence Section - P-3
10/24/2000
SEMS Multi-Hazard Functional Plan
All on-duty personnel are expected to remain on duty until properly relieved of duty.
Off-duty personnel will be expected to return to work in accordance with
Departmental Emergency Response Manuals and Standard Operating Procedures.
While in a disaster mode, operational periods will be 12 hours for the duration of the
event. Operational pedods will normally change at 7:00 a.m. and 7:00 p.m.
Operational periods should be event driven.
IDENTIFICATION OF RISKS
As part of the City's general plan, the public safety element identifies safety risks
throughout the City related to:
· Safety and Public Opinion
· Goals for Public Safety
· Fire Protection
· Geologic Hazards
· Crime Prevention
· Utilities
· Transportation
· Disaster Planning
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Planning/Intelligence Section.
When to Activate
The Planning/Intelligence Section may be activated when the City's Emergency
Operations Center (EOC) is activated or upon the order of the EOC Director.
Where to Report
The EOC is located at the Basement- 10500 Civic Center Drive.
When to Report
See City policy (PART ONE)
ACTION PLANNING
Action plans are an essential part of SEMS at all levels.
management tool involving two essential items:
City of Rancho Cucamonga
10/24/2000
Action planning is an effective
Planning/Intelligence Section - P-4
SEMS Multi-HaZard Functional Plan
· A process to identify objectives, priorities and assignments related to emergency
response or recovery actions.
· Plans which document the priorities, objectives, tasks and personnel assignments
associated with meeting the objectives.
There are two kinds of action plans--Incident Action Plans and EOC Action Plans.
EOC Action Plans (known as action plans) should focus on jurisdictional related issues.
The format and content for action plans at the Incident level and at EOC levels will vary.
The process for developing action plans is quite similar for all SEMS levels.
Incident Action Plans (Field Level)
At the field level, action plans developed for use at incidents are called Incident Action
Plans (lAP). Incident Action Plans are required for each operational period. (An
operational period is the length of time scheduled for the execution of a given set of
operational actions as specified in the lAP.) Incident Action Plans may be either verbal
or written.
Written Incident Action Plans are recommended for:
· Any multi-agency and multi-jurisdictional incident.
· Complex incidents.
· Long-term incidents when operational periods would span across shift changes.
Special forms are used within ICS to record information for written Incident Action
Plans. These forms should be used whenever possible. The format for an Incident
Action Plan will generally include the following elements:
Incident objectives and priorities (overall, what do we want to achieve?).
Primary and alternative strategies (as appropriate) to achieve incident objectives.
(What are the ways in which we can achieve the objectives? How do the strategies
compare in safety, speed, environmental impact, cost, etc.? Is current resource
availability a limiting or dictating factor in strategy selection?)
Tactics appropriate to the selected strategy. (Given a selected strategy, what are
the specific tactics necessary to implement the strategy?)
· The kinds and number of resources to be assigned (determined by the tactics to be
used).
· The operations organization necessary for the selected strategy and tactics (can
include describing the incident geographically or functionally).
City of Rancho Cucamonga Planning/Intelligence Section - P-5
10/24/2000
SEMS Multi-Hazard Functional Plan
· Overall support organization including Iogistical, planning and finance/administration
functions.
· A communications plan.
· Safety messages.
· Other supporting documentation needed, e.g. an incident map showing access, key
facilities, etc.; a medical support plan, etc.
Action Planning at SEMS EOC Levels
Action planning at all EOC levels, like that of the field level, is based around the use of
an operational period. The length of the operational period for the EOC is determined
by first establishing a set of objectives and priority actions that need to be performed
and then establishing a reasonable time frame for accomplishing those actions.
Generally, the actions requiring the longest time period will define the length of the
operational period.
Typically, operational periods at the beginning of an emergency are short, sometimes
only a few hours. As the emergency progresses, operational periods may be longer,
but should not exceed twenty-four hours. Operational periods should not be confused
with staffing patterns or shift change periods. They may be the same, but need not be,
The initial EOC Action Plan may be a verbal plan put together in the first hour after EOC
activations. It is usually done by the EOC Director in concert with the General Staff.
Once the EOC is fully activated, EOC Action Plans should be written.
EOC Action Plans should not be complex or create a time-consuming process. The
format may vary somewhat within the several EOC SEMS levels, but the EOC Action
Plan should generally cover the following elements:
· Listing of objectives to be accomplished (should be measurable).
· Statement of current priorities related to objectives.
· Statement of strategy to achieve the objectives. (Identify if there is more than one
way to accomplish the objective, and which way is preferred.)
· Assignments and actions necessary to implement the strategy.
· Operational period designation--the time frame necessary to accomplish the
actions.
City of Rancho Cucamonga Planning/Intelligence Section - P-6
10/24/2000
. SEMS Multi-Hazard Functional Plan
Organizational elements to be activated to support the assignments. (Also, later
EOC Action Plans may list organizational elements that will be activated during or at
the end of the period.)
· Logistical or other technical support required.
Focus of the EOC Action Plan
The primary focus of the EOC Action Plan should be on jurisdictional issues. The plan
sets overall objectives for the jurisdiction and may establish the priorities as determined
by the jurisdictional authority. It can also include mission assignments to departments,
provide policy and cost constraints, inter-agency considerations, etc. Properly
prepared, the EOC Action Plan becomes an essential input to developing departmental
action plans.
The Action Planning Process (EOC and Incident) and guidance materials are in
Part Three--PlanningllntelligencelAction Planning.
After-Action Reports
The completion of After-Action Reports is a part of the required SEMS reporting
process. The Emergency Services Act, Section 8607(f) mandates that the State Office
of Emergency Services (OES) in cooperation with involved state and local agencies,
complete an After-Action Report within 120 days after each declared disaster.
Section 2450(a) of the SEMS Regulations states that .... "Any city, city and county, or
county declaring a local emergency for which the governor proclaims a state of
emergency, and any state agency responding to that emergency shall complete and
transmit an After-Action Report to OES within ninety (90) days of the close of the
incident period as specified in the California Code of Regulations, section 2900(j)."
Use of After-Action Reports
After-Action Reports are made available to all interested public safety and emergency
management organizations and serve the following important functions:
· A source for documentation of response activities.
· Identification of problems/successes during emergency operations.
· Analysis of the effectiveness of the components of SEMS.
· Describe and define a plan of action for implementation of improvements,
City of Rancho Cucamonga Planning/Intelligence Section - P-7
10/24/2000
SEMS Multi-Hazard Functional Plan
The SEMS approach to the use of After-Action Reports emphasizes the improvement of
emergency management at all levels. The After-Action Report provides a vehicle for
not only documenting system improvements, but also can, if desired, provide a work
plan for how these improvements can be implemented.
It may be useful to coordinate the After-Action Report process when multiple
agencies/jurisdictions are involved in the same emergency. Jurisdictions are
encouraged to work together in the development of After-Action Reports when
appropriate and feasible. For example, an operational area may take the lead in
coordinating the development of an After-Action Report which involves several
jurisdictions. If appropriate, jurisdictional reports may become part of an overall
operational area report.
Processes for developing After-Action Reports are contained in Part Three
Planning/Intelligence/After Action Reports.
COORDINATION
Coordination is required in passing on information to and cooperating with other units
and elements of the emergency organization. The dissemination of information,
establishment of priorities and distribution of resources cannot be done by any one
person--and probably not by any one agency or department; a concerted effort on the
part of many individuals in many agencies or departments will be required.
City of Rancho Cucamonga Planning/Intelligence Section - P-8
10/24/2000
SEMS Multi-Hazard Functional Plan
OPERATIONS **
-Fire
-Law Enforcement
-Coroner
-Medical / Health ***
-Care & Shelter
-Public Works
-Building & Safety
Field Units
(ICS)
EOC DIRECTOR
MANAGEMENT
* Liaison Officer--
Agency Reps--
--EOC Coordinator
--Safety Officer
---Security Officer
--Public Information *
--Legal Advisor/Officer
PLANNING/
INTELLIGENCE
-Situation Status
-Documentation
-Damage Assessment
-Advance Planning
-Recovery Planning
-Demobilization
-Technical Specialist
I I
LOGISTICS FINANCE/
ADMINISTRATION
I I
-Resources -Cost Recovery
-Information Systems Documentation
-Communications -Time
-Computer Systems -Purchasing
-Transportation -CompensatioNClaims
-Personnel -Cost Analysis
-Facilities
May be organized as a section or branch.
** If all elements are activated, a deputy will be
appointed to provide a manageable span of
control.
*** Normally coordinated by County, but a local
coordinator may be designated if needed.
.... Contract service/liaison position. (identify
contract services in your organization.)
City of Rancho Cucamonga Planning/Intelligence Section - P-9
10/24/2000
SEMS Multi-Hazard Functional Plan
SEMS EOC RESPONSIBILITIES CHART (SEMS-4/5)
EOC
DIRECTOR
Operations Fire Planning/ Planning Gen, Svcs,
Section Law Intelligence Bldg. & Pub. Works
Enforcement Section Safety Human Res,
Public Library Recreation
Works
Logistics Finance Finance/
Section Auditor Administration
Attorney Section
Responsibilities:
EOC Director (Management Section)
Responsible for overall emergency management policy and coordination through the
joint efforts of governmental agencies and private organizations. The EOC Director will
either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the City's EOC Action Plan.
Planning/Intelligence Section
Responsible for:
· Collecting, evaluating and disseminating information.
· Developing the City's EOC Action Plan in coordination with other sections.
· Initiating and preparation of the City's After-Action Report.
· Maintaining documentation.
Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment,
supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
City of Rancho Cucamonga Planning/Intelligence Section - P-10
10/24/2000
SEMS Multi-Hazard Functional Plan
PLANNING/INTELLIGENCE SECTION
ORGANIZATION CHART
OPERATIONS
COORDINATOR
EOC DIRECTOR
PLANNING/ LOGISTICS
INTELLIGENCE
COORDINATOR
FINANCE/
ADMINISTRATION
Situation Status Unit
(Police or Public Works)
Documentation Unit
(Econ. Development)
un,t
Advance Planning Unit
(Planning Division)
Recovery Planning Unit
(Econ. Development)
Demobilization Unit
(Finance)
Technical Specialist
(Finance)
City of Rancho Cucamonga Planning/Intelligence Section - P-11
10/24/2000
SEMS Multi-Hazard Functional Plan
PLANNING/INTELLIGENCE SECTION STAFF (CPG-63)
The Economic Redevelopment Director will fill the position of Planning/Intelligence
Section Coordinator.
The Planning/Intelligence Section Coordinator will determine, based on present and
projected requirements, the need for establishing specific and/or specialized
branches/groups/units. The following may be established as the need arises:
· Situation Status Unit
· Documentation Unit
· Damage Assessment Unit
· Advance Planning Unit
· Recovery Planning Unit
· Demobilization Unit
· Technical Specialist
The Planning/Intelligence Section Coordinator may activate additional branches/greups/
units as necessary to fulfill an expanded role.
Planning/Intelligence Section Coordinator
The Planning/Intelligence Section Coordinator, a member of the EOC Director's General
Staff, is responsible for the collection, evaluation, forecasting, dissemination and use of
information about the development of the incident and status of resources. Information
is needed to:
· Understand the current situation.
· Predict probable course of incident events.
· Prepare alternative strategies for the incident.
Situation Status Unit
The Situation Status Unit is responsible for the collection and organization of incident
status and situation information. The Unit is also responsible for the evaluation,
analysis and display of information for use by EOC staff.
Documentation Unit
The Documentation Unit is responsible for initiating and preparing the City's EOC Action
Plans and After-Action Reports; maintaining accurate and complete incident files;
establishing and operating an EOC Message Center; providing copying services to EOC
personnel and preserving incident files for legal, analytical and historical purposes.
City of Rancho Cucamonga Planning/Intelligence Section -P-12
10/24/2000
SEMS Multi-Hazard Functional Plan
Damage Assessment Unit
The Damage Assessment Unit is responsible for maintaining detailed records of
safety/damage assessment information and supporting the documentation process.
Advance Planning Unit
The Advance Planning Unit is responsible for developing reports and recommendations
for future time periods and for preparing reports and briefings for use in strategy and/or
planning meetings.
Recovery Planning Unit
The Recovery Unit is responsible for ensuring that the City receives all emergency
assistance and disaster recovery costs for which it is eligible. The Unit is also
responsible for all initial recovery operations and for preparing the EOC organization for
transition to a recovery operations organization to restore the City to pre-disaster
condition as quickly and effectively as possible.
Demobilization Unit
The Demobilization Unit is responsible for preparing a Demobilization Plan to ensure an
orderly, safe and cost-effective release of personnel and equipment.
Technical Specialist
Technical Specialists are advisors with special skills needed to support a field or
function not addressed elsewhere or by any other discipline. Technical Specialists
(which may or may not be an employee of a public or private agency) may report to the
Planning/Intelligence Section Coordinator; may function within an existing unit such as
the Situation Status Unit; form a separate unit if required or be teassigned to other parts
of the organization, i.e. Operations, Logistics, or Finance/Administration.
City of Rancho Cucamonga Planning/Intelligence Section - P-I 3
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
PLANNING /INTELLIGENCE
PLANNING/INTELLIGENCE
SECTION COORDINATOR
PRIMARY:
ALTERNATE:
SUPERVISOR:
Fire Investigator
Appointed by Fire Branch Coord.
EOC Director
GENERAL DUTIES:
, Ensure that the Planning/Intelligence function is performed consistent with SEMS
Guidelines, including:
· Collecting, analyzing and displaying situation information.
· Preparing periodic situation reports.
· Initiating and documenting the City's Action Plan and After-Action Report.
· Advance planning.
· Planning for demobilization.
· Providing Geographic Information Services and other technical support
services to the various organizational elements within the EOC.
· Establish the appropriate level of organization within the Section, and continuously
monitor the effectiveness of that organization. Make changes as required.
· Be prepared to form additional branches/groups/units as dictated by the situation.
· Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
· Report to the EOC Director on all matters pertaining to Section activities.
City of Rancho Cucamonga Planning/Intelligence Section - P-14
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
YOUR RESPONSIBILITY:
Collect, evaluate, forecast, formulate, disseminate and use of information about the
development of the incident and status of resources.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Section Start-Up Actions
Check in upon arrival at the EOC.
I Report to the EOC Director.
I Obtain a briefing on the situation.
Set up your Section work station, including maps and
status boards. Use your EOC Section materials and
on-site supplies.
I Review your position responsibilities.
Identify yourself as the Planning / Intelligence Section
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues.you may have regarding your
authority and assignment and what others in the
organization do.
Review organization in place at the EOC. Know
where to go for information or support.
Determine if other Section staff are at the EOC.
City of Rancho Cucamonga Planning/Intelligence Section - P-15
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
Confirm that all key Planning/Intelligence Section
personnel or alternates are in the EOC or have been
notified. Recall the required staff members necessary
for the emergency.
Activate organizational elements within your Section
as needed and designate leaders for each element or
combination of elements.
· Situation Status Unit
n Documentation Unit
n Damage Assessment Unit
· Advance Planning Unit
· Recovery Planning Unit
· Demobilization Unit
· Technical Specialist
Request additional personnel for the Section to
maintain a 24-hour operation as required.
Brief incoming Section personnel prior to their
assuming their duties. Briefings should include: · Current situation assessment.
· Identification of specific job responsibilities.
· Identification of co-workers within the job
function and/or geographical assignment.
· Availability of communications.
· Location of work area.
· Identification of eating and sleeping
arrangements as appropriate.
· Procedural instructions for obtaining
additional supplies, services and personnel.
· Identification of operational period work
shifts.
Inform the EOC Director and General Staff when your
Section is fully operational.
Open and maintain Section logs.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
City of Rancho Cucamonga Planning/Intelligence Section - P-I 6
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
Review responsibilities of branches/groups/units in
your Section. Develop plan for carrying out all
responsibilities.
Prepare work objectives for Section staff and make
staff assignments.
Meet with other activated Section Coordinators.
Review major incident reports and additional field
operational information that may pertain to or affect
Section operations.
Obtain and review major incident reports and other
reports from adjacent areas that have arrived at the
EOC.
Direct the Situation Status Unit leader to initiate
collection and display of significant disaster events.
Direct the Documentation Unit leader to initiate
collection and display of disaster information.
Based on the situation as known or forecast,
determine likely future Planning/Intelligence Section
needs.
Think ahead and anticipate situations and problems
before they occur.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
City of Rancho Cucamonga Planning/Intelligence Section - P-17
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
General Operational Duties
Carry out responsibilities of the Planning/Intelligence
Section branches/groups/units that are not currently
staffed.
Evaluate the need for Critical Incident Stress
Debriefing for all affected personnel, victims and
bystanders. Arrange debrie~ngs through the
Personnel Unit of the Logistics Section.
Make a list of key issues currently facing your Section
to be accomplished within the next operational period.
Keep up to date on situation and resources associated
with your Section. Maintain current status and
displays at all times.
Brief the EOC Director on major problem areas that
need or will require solutions.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Determine status of transportation system into and
within the affected area in coordination with the
Transportation Unit of the Logistics Section. Find out
present priorities and estimated times for restoration of
the disaster route system. Provide information to
appropriate Branches/Units.
Ensure that your Section logs and files are maintained.
Monitor your Section activities and adjust Section
organization as appropriate.
Ensure internal coordination between branch / group /
unit leaders.
Update status information with other sections as
appropriate.
City of Rancho Cucatnonga Planning/Intelligence Section - P-IS
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
Resolve problems that arise in conducting your
Section responsibilities.
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Conduct periodic briefings for your Section. Ensure
that all organizational elements are aware of priorities.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Make sure that all contacts with the media are fully
coordinated first with the Public Information Officer
(PIO).
Participate in the EQC Director's action planning
meetings.
Ensure that all your Section personnel and equipment
time records and record of expendable materials used
are provided to the Time and cost Analysis Units of
Finance/Administration Section at the end of each
operational pedod. (See part Three-Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Section Operational Duties
I
Assess the impact of the disaster/emergency on the
City of Rancho Cucamonga, including the initial
safety/damage assessment by field units.
Develop situation analysis information on the impact of
the emergency from the following sources:
· Rancho Cucamonga Fire Department
· Rancho Cucamonga Police Department
· Rancho Cucamonga Public Works Department
City of Rancho Cucamonga Planning/Intelligence Section - P-I 9
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
· Rancho Cucamonga Community Services
Department
· Rancho Cucamonga Unified School District
· Foothill Transit
· Red Cross, Rancho Cucamonga Chapter
Disaster Communications Services (DOS)
Media (Radio and Television)
Ensure that pertinent disaste~emergency information
is disseminated through appropriate channels to
response personnel, City EOC section staff, City
departments, San Bernardino County Operational
Area via the Walnut - San Bernardino County Sheriffs
Station EOC or Watch Commander and the public.
(CPG-70)
Review and approve reconnaissance, City status and
safety/damage assessment reports for transmission by
the Situation Status Unit to the San Bernardino County
Operational Area in Rialto.
Working with the EOC Management Team and the
Documentation Unit, prepare an EOC Action Plan to
identify priorities and objectives. (See Part Three
Planning/Intelligence/Action Planning,)
Assemble information on alternative strategies.
Identify the need for use of special resources.
Initiate the EOC Action Plan development for the
current and forthcoming operational periods.
Direct the coordination of periodic disaster and
strategy plans briefings to the EOC Director and
General Staff, including analysis and forecast of
incident potential.
Ensure coordination of collection and dissemination of
disaster information and intelligence with other
sections.
City of Rancho Cucatnonga Planning/Intelligence Section - P-20
10/24/2000
SEMS Multihazard Plan Planning/Intelligence Section Coordinator
Begin planning for recovery. Refer to Part Two,
Recovery Section (to be developed).
Deactivation
Authorize deactivation of organizational elements
within your Section when they are no longer required.
Ensure that any open actions are handled by your
Section or transferred to other EOC elements as
appropriate.
Ensure that any required forms or reports are
completed prior to your release and departure
Be prepared to provide input to the After-Action
Report.
Deactivate your Section and close out logs when
authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section - P-21
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
PLANNING /INTELLIGENCE
SITUATION STATUS UNIT
PRIMARY:
ALTERNATE:
GIS Supervisor
GIS Tech.
SUPERVISOR:
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Collect, organize and analyze situation information from EOC sources.
· Provide current situation assessments based on analysis of information received
from a variety of sources and reports.
· Develop situation reports for dissemination to Planning/Intelligence Section
Coordinator, EOC Director and other section coordinators to initiate the action
planning process.
· Transmit approved reports to the San Bernardino County Operational Area via the
Walnut - San Bernardino County Sheriffs Station EOC or Watch Commander.
· Develop and maintain current maps and other displays (locations and types of
incidents).
· Assess, verify and prioritize situation information into situation intelligence briefings
and situation status reports.
· Seek from any verifiable source available information which may be useful in the
development of current situation assessments of the affected area.
City of Rancho Cucamonga Planning/Intelligence Section - P-22
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
Evaluate the content of all incoming field situation and major incident reports.
Provide incoming intelligence information directly to appropriate EOC Sections,
summarize and provide current information on central maps and displays.
Monitor and ensure the orderly flow of disaster intelligence information within the
EOC.
YOUR RESPONSIBILITY:
Collect and organize incident status and situation information and evaluate, analyze and
display information for use by EOC staff.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Situation Status Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
City of Rancho Cucamonga Planning/Intelligence Section- P-23
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional personnel for the Section to
maintain a 24-hour operation as required.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Direct the Documentation Unit leader to initiate
collection and display of disaster information.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
City of Rancho Cucaraonga Planning/Intelligence Section - P-24
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
I
I
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Planning/Intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
City of Rancho Cucamonga Planning/Intelligence Section - P-25
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
I
I
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three--Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Direct the collection, organization and display of status
of disaster events according to the format that the
Documentation Unit is utilizing, including: (CPG-
721155)
· Location and nature of the disaster/emergency.
· Special hazards.
· Number of injured persons.
· Number of deceased persons.
· Road closures and disaster routes.
· Structural property damage (estimated dollar
value).
· Personal property damage (estimated dollar
value).
· City of Rancho Cucamonga resources
committed to the disaster/emergency.
· City of Rancho Cucamonga resources
available.
· Assistance provided by outside agencies and
resources committed.
· Shelters, type, location and number of people
that can be accommodated.
Prepare and maintain EOC displays.
Post to the significant events log casualty information,
health concerns, property damage, fire status, size of
risk area, scope of the hazard to the public, number of
evacuees, etc. (CPG-69)
City of Rancho Cucamonga Planning/Intelligence Section - P-26
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
I
Develop sources of information and assist the
Planning/Intelligence Section Coordinator in collecting,
organizing and analyzing data from the following:
· Management Team
Operations Section
Logistics Section
· Finance/Administration Section
Provide for an authentication process in case of
conflicting status reports on events. (CPG-7'I)
Meet with the Planning/Intelligence Section
Coordinator and the EOC Director to determine needs
for planning meetings and briefings. Determine if
there are any special information needs.
Meet with the PIO to determine best methods for
exchanging information and providing the PIO with
Situation Status Unit information.
Provide information to the PIO for use in developing
media and other briefings.
Establish and maintain an open file of situation reports
and major incident reports for review by other
sections/units.
Determine weather conditions--current and upcoming.
Keep up-to-date weather information posted.
Identify potential problem areas along evacuation
routes; i.e., weight restrictions, narrow bridges, road
sections susceptible to secondary effects of an
incident, etc. (CPG-213)
In coordination with the Operations Section, estimate
the number of people who will require transportation
out of the risk areas. Coordinate with the
Transportation Unit of the Logistics Section on
transportation methods. (CPG-217)
As needed, develop methods for countering potential
impediments (physical barrier, time, lack of
transportation resources, etc.) to evacuation. (GPG-
220)
City of Rancho Cucamonga Planning/Intelligence Section - P-27
10/24/2000
SEMS Multihazard Functional Plan Situation Status Unit
Provide resource and situation status information in
response to specific requests.
Prepare an evaluation of the disaster situation and a
forecast on the potential course of the disaster
event(s) at periodic intervals or upon request of the
Planning/Intelligence Section Coordinator.
Prepare required Operational Area reports. Obtain
approval from the Planning/Intelligence Section
Coordinator and transmit to the San Bernardino
County Operational Area via the Walnut - San
Bernardino County Sheriffs Station EOC or Watch
Commander.
Prepare written situation reports at periodic intervals at
the direction of the Planning/Intelligence Section
Coordinator.
During a radiological incident, activate the Radiological
Protection Procedures as needed for reporting and
documentation. (Part Threo Operations/
Radiological Protection) (CPG-178/181 )
Deactivation
Ensure that any required forms or reports are
completed prior to your release and departure
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate your Section and close out logs when
authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section - P-28
10/24/2000
SEMS Multihazard Functional Plan Documentation Unit
PLANNING /INTELLIGENCE
DOCUMENTATION UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Build. & Safety- Public Serv. Tech.
Build. & Safety - Public Serv. Tech.
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Maintain an accurate and complete record of significant disaster events.
· Assist other parts of the EOC organization in setting up and maintaining files,
journals and special reports.
· Collect and organize all written forms, logs, journals and reports at completion of
each shift from all sections.
· Establish and operate a Message Center at the EOC, and assign appropriate
internal and external message routing.
· Provide documentation and copying services to EOC staff.
· Maintain and preserve disaster/emergency files for legal, analytical and historical
purposes.
· Compile, copy and distribute the EOC Action Plans as directed by the Section
Coordinators.
· Compile, copy and distribute the After-Action Report with input from other
sections/units.
City of Rancho Cucamonga Planning/Intelligence Section - P-29
10/24/2000
SEMS Multihazard Functional Plan Documentation Unit
YOUR RESPONSIBILITY:
Compile and distribute the City's EOC Action Plans and After-Action Reports; maintain
accurate and complete incident files; establish and operate an EOC Message Center;
provide copying services to EOC personnel and preserve incident files for legal,
analytical and historical purposes.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Situation Status UnitJBranch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
City of Ranch~ Cucamonga Planning/Intelligence Section - P-30
10/24/2000
SEMS Multihazard Functional Plan Documentation Unit
Request additional resources through the appropriate
Logistics Section Unit, as needed. Obtain necessary
equipment and supplies (forms, paper, pens, date/time
stamp, copy machine, computer software, etc.).
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
, Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
I
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
I
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
I
Keep the Planning/Intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
City of Rancho Cueamonga Planning/Intelligence Section - P-31
10/24/2000
SEMS Multihazard Functional Plan Documentation Unit
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three--Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Ci(y of Rancho Cucamonga Planning/Intelligence Section - P-32
10/24/2000
SEMS Multihazard Functional P!an Documentation Unit
Branch/Unit Operational Duties
I
Meet with the Planning/Intelligence Section
Coordinator to determine what EOC materials should
be maintained for official records.
I
Contact other EQC sections and units and inform them
of the requirement to maintain official records. Assist
them as necessary in setting up a file records system.
Coordinate documentation with the Situation Status
Unit.
Following planning meetings, assist in the preparation
of any written action plans or procedures.
Ensure that the EOC Action Plans and After-Action
Report are compiled, approved, copied and distributed
to EOC Sections and Units. (See Part Three--
Planning/Intelligence/Action Planning and After
Action Reports.)
Ensure distribution and use of message center forms
to capture a written record of actions requiring
application of resources, requests for resources or
other directions/information requiring use of the
message center form.
Ensure the development of a filing system to collect,
log and compile copies of message center forms
according to procedures approved by the Planning/
Intelligence Section Coordinator.
Identify and establish a "runner" support system for
collecting, duplicating journals, logs and message
center forms throughout the EOC.
Establish copying service and respond to authorized
copying requests.
Establish a system for collecting all section and unit
journal/logs at completion of each operational period.
City of Rancho Cucamonga Planning/Intelligence Section - P-33
10/24/2000
SEMS Multihazard Functional Plan Documentation Unit
Per odically collect, maintain and store messages,
records, reports, logs, journals and forms submitted by
all sections and units for the official record.
Prepare an overview of the documented disaster
events at periodic intervals or upon request from the
Planning/Intelligence Section Coordinator.
Deactivation
Ensure that any required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Documentation Unit and close out logs
when authorized by the Planning/Intelligence Section
Coordinator or the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section -P-34
10/24/2000
SEMS Multi-hazard Functional Plan Damage Assessment Unit
PLANNING /INTELLIGENCE
DAMAGE ASSESSMENT UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Build. & Safety- Public Serv. Tech.
PST - Building and Safety
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Collect safety/damage assessment information from the Operations Section and
other verifiable sources and prepare appropriate reports.
· Provide safety/damage assessment information to the Planning/Intelligence Section
Coordinator.
· Coordinate with the Building and Safety Branch of the Operations Section for
exchange of information.
· Coordinate with San Bernardino County Public Works representative when assigned
to the City.
· Utilize the San Bernardino County Operational Area safety/damage assessment
procedures and forms (see Part Threc Operations/Safety/Damage
Assessment).
YOUR RESPONSIBILITY:
Maintain detailed records of safety/damage assessment information and support the
documentation process.
City of Rancho Cucamonga Planning/Intelligence Section - P-3 5
10/24/2000
SEMS Multi-hazard Functional Plan Damage Assessment Unit
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Damage Assessment Unit/
Branch Leader. Print your name on the EQC
organization chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24~hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
City of Rancho Cucamonga Planning/Intelligence Section - P-36
10/24/2000
SEMS Multi-hazard Functional Plan Damage Assessment Unit
I
I
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Planning/intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
City of Raneho Cucamonga Planning/Intelligence Section - P-37
10/24/2000
SEMS Multi-hazard Functional Plan Damage Assessment Unit
I
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part ThreFForms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
I
Coordinate collection of safety/damage assessment
information with the Building and Safety Unit of the
Operations Section (see Part Three--Operations/
Safety/Damage Assessment).
I
Prepare safety/damage assessment information and
provide to the Planning/Intelligence Section
Coordinator for approval.
City of Rancho Cucantonga Planning/Intelligence Section - P-38
10/24/2000
SEMS Multi-hazard Functional Plan
Damage Assessment Unit
Collect, record and total the type, location and
estimate value of damage.
Document those structures requiring immediate
demolition to ensure the public safety through
inspection records, videos, photographs, etc.
Provide documentation to Legal Advisor/Officer on
those structures which may need to be demolished in
the interest of public safety.
Coordinate with the Amedcan Red Cross, utility
companies and other sources for additional
safety/damage assessment information.
Coordinate with all Operations branches (Police, Fire,
Public Works, Medical/Health,) for possible information
on damage to structures.
Provide final safety/damage assessment reports to the
Documentation Unit.
Deactivation
Ensure that any required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Damage Assessment Unit and close
out logs when authorized by the Planning/intelligence
Section Coordinator or the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section - P-39
10/24/2000
SEMS Multihazard Functional Plan Advance Planning Branch
PLANNING /INTELLIGENCE
ADVANCE PLANNING BRANCH
PRIMARY:
ALTERNATE:
SUPERVISOR:
City Planner (Redevelopment)
Tech n ician (Redevelopment)
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Develop issues and requirements related to a time period, normally 36 to 72 hours in
advance.
· Prepare special reports and briefings as necessary for use in strategy and/or
planning meetings.
· Monitor action planning activity to determine the shift in operational objectives from
response to recovery.
YOUR RESPONSIBILITY:
Develop reports and recommendations for future time periods and prepare reports and
briefings for use in strategy and/or planning meetings.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
City of Rancho Cucamonga Planning/Intelligence Section - P-40
10/24/2000
SEMS Multihazard Functional Plan Advance Planning Branch
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Advance Planning Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
City of Rancho Cucamonga Planning/Intelligence Section - P-4I
10/24/2000
SEMS Multihazard Functional Plan
Advance Planning Branch
Using activity log (see sample, Pad Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Planning/Intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
City of Rancho Cucamonga Planning/Intelligence Section - P-42
10/24/2000
SEMS Multihazard Functional Plan Advance Planning Branch
I
I
I
I
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
(See Pad Three--Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Obtain current briefing on the operational situation
from the Situation Status Unit. Determine best
estimate of duration of the situation from available
information.
Determine current priorities and policies from the
Planning/Intelligence Section Coordinator and EOC
Director.
City of Rancho Cucamonga Planning/Intelligence Section -P43
10/24/2000
SEMS Multihazard Functional Plan Advance Planning Branch
In coordination with other EOC sections, develop
written forecasts for future time periods as requested.
These should include any or all of the following:
· Best estimate of likely situation in 36 to 72
hours given current direction and policy.
· Determine top priorities for actions and
resources. (See Part ThreesPlanning/
Intelligence/Advance Planning Reports.)
· Identify any recommended changes to EOC
policy, organization or procedures to better
address the possible situation.
· Identify any issues and constraints that should
be addressed now in light of the probable
situation in 36-72 hours.
Provide reports to the Planning/Intelligence Section
Coordinator and/or EOC Director and others as
directed.
Develop specific recommendations on areas and
issues which will require continuing and/or expanded
City involvement.
Periodically evaluate the operational situation and
assist the Planning/Intelligence Section staff in making
recommendations on priority response and recovery
actions.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Advance Planning Unit and close out
logs when authorized by the Planning/Intelligence
Section Coordinator or the EOC Director.
City of Rancho Cucamonga Planning/Intelligence Section - P-44
10/24/2000
SEMS Multihazard Functional Plan Advance Planning Branch
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section - P-45
10/24/2000
SEMS Multihazard Functional Plan Recovery Planning Unit
PLANNING /INTELLIGENCE
RECOVERY PLANNING UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Purchasing Division (Finance)
Appointed by the Finance Director
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Ensure that the City of Rancho Cucamonga receives all emergency assistance and
disaster recovery costs for which it is eligible.
· Ensure that the City of Rancho Cucamonga is prepared to participate jointly with
FEMA, State OES, San Bernardino County Operational Area and non-profit
organizations to expedite disaster assistance for individuals, families, businesses,
public entities and others entitled to disaster assistance.
· Ensure that required and/or approved mitigation measures are carried out.
· Consider taking advantage of disaster-caused opportunities to correct past poor
land-use practices, while ensuring that legal safeguards for property owners and the
jurisdiction are observed.
YOUR RESPONSIBILITY:
Ensure that the City receives all emergency assistance and disaster recovery costs for
which it is eligible; conduct all initial recovery operations and prepare the EOC
organization for transition to a recovery operations organization to restore the City to
pre-disaster conditions as quickly and effectively as possible. (See Part Two, Recovery
Section--to be developed.)
City of Rancho Cucamonga Planning/Intelligence Section - P-46
10/24/2000
SEMS Multihazard Functional Plan Recovery Planning Unit
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Recovery Planning Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
City of Rancho Cucamonga Planning/Intelligence Section - P-47
10/24/2000
SEMS Multihazard Functional Plan Recovery Planning Unit
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Planning/Intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
City of Rancho Cucamonga Planning/Intelligence Section - P-48
10/24/2000
SEMS Multihazard Functional Plan Recovery Planning Unit
I
I
I
I
I
I
I
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three--Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
I I Identify issues to be prioritized by the EOC Director on
restoration of services to the City.
City of Rancho Cucamonga Planning/Intelligence Section - P-49
10/24/2000
SEMS Multihazard Functional Plan
Recovery Planning Unit
Be alert for opportunities to implement actions to
alleviate/remedy previous zoning practices that have
caused incompatible land uses.
Maintain contact with San Bernardino County
Operational Area and State OES and FEMA sources
for advice and assistance in obtaining maximum
eligible funds for disaster costs.
In coordination with the ButTding and Safety Unit the
Operations Section, establish criteria for temporary
entry of "posted" buildings so owners/occupants may
retrieve business/personal property (see Part Three--
Forms for sample Waiver of Liability).
In coordination with the Building and Safety Unit of the
Operations Section, establish criteria for re-occupancy
of "posted" buildings. Posting includes, as a minimum,
the categories of "Inspected", "Restricted Access" and
"Unsafe" (see samples, Part Threc Forms).
In coordination with Building and Safety Unit of the
Operations Section, establish criteria for emergency
demolition of buildings/structures that are considered
to be an immediate and major danger to the
population or adjacent structures. Ensure that
homeowners' and business owners' rights are
considered to the fullest extent and that arrangements
are made for appropriate hearings, if at all possible.
Ensure that buildings considered for demolition that
come under "Historical Building" classification follow
the special review process.
With Section Coordinators, develop a plan for initial
recovery operations.
Prepare the EOC organization for transition to
Recovery Operations (see Part Two, Recovery
Section--to be developed).
City of Rancho Cucamonga Planning/Intelligence Section - P-50
10/24/2000
SEMS Multihazard Functional Plan
Recovery Planning Unit
Deactivation
I
I
I
I
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Recovery Planning Unit position and
close out logs when authorized by the Planning/
Intelligence Section Coordinator or the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Planning/Intelligence Section - P-51
10/24/2000
SEMS Multihazard Functional Plan Demobilization Unit
PLANNING ! INTELLIGENCE
DEMOBILIZATION UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Payroll (Finance)
Appointed by Finance Director
Planning/Intelligence Section
Coordinator
GENERAL DUTIES:
· Provide assistance to the Planning/Intelligence Section Coordinator and EOC
Director in planning for the EOC demobilization.
· Develop demobilization strategy and plan with Section Coordinators.
· Prepare written demobilization plan or procedures for all responding departments
and agencies if necessary.
· Follow through on the implementation of the plan and monitor its operation.
YOUR RESPONSIBILITY:
Prepare a Demobilization Plan to ensure the orderly, safe and cost-effective release of
personnel and equipment.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
City of Rancho Cucamonga Planning/Intelligence Section - P-52
10/24/2000
SEMS Multihazard Functional Plan Demobilization Unit
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Demobilization Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
iS opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
City of Rancho Cucamonga Planning/Intelligence Section - P-53
10/24/2000
SEMS Multihazard Functional Plan Demobilization Unit
I
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Planning/Intelligence Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
City of Rancho Cucamonga Planning/Intelligence Section - P-54
10/24/2000
SEMS Multihazard Functional Plan Demobilization Unit
I
I
I
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three--Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Coordinate with the field level Demobilization Unit
Leader.
Review the organization and current staffing to
determine the likely size and extent of demobilization
effort.
City of Rancho Cucamonga Planning/Intelligence Section - P-55
10/24/2000
SEMS Multihazard Functional Plan Demobilization Unit
Request the General Staff to assess long-term staffing
needs within their sections and provide listing of
positions and personnel for release by priority.
Coordinate with the Agency Representatives to
determine:
· Agencies not requiring formal demobilization.
· Personal rest and safety needs.
· Coordination procedures with cooperating/assisting
agencies.
Evaluate Iogistics and transportation capabilities to
support the demobilization effort.
I Prepare a Demobilization Plan to include the following:
· Release plan strategies and general information.
· Priorities for release (according to agency and kind
and type of resource).
· Phase over or transfer of authorities.
· Completion and submittal of all required
documentation.
Obtain approval of the Plan from the EOC Director.
Ensure that all sections and branches/groups/units
understand their specific demobilization
responsibilities.
Supervise execution of the Demobilization Plan.
Brief Planning/Intelligence Section Coordinator on
demobilization progress.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
City of Rancho Cucamonga Planning/Intelligence Section - P-56
10/24/2000
SEMS Multihazard Functional Plan DemobiliZation Unit
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Demobilization Unit position and close
out logs when authorized by the Planning/Intelligence
Section Coordinator or the EOC Director.
Leave forwarding phone number where you can be
reached.
Ci(F of Rancho Cucamonga Planning/Intelligence Section - P-57
10/24/2000
SEMS Multi-Hazard Functional Plan
PART TWO
LOGISTICS SECTION
CONTENTS
GENERAL SECTION ..................................................................................................L-2
Purpose .......................................................................................................................L-2
Overview ......................................................................................................................L-2
Objectives ....................................................................................................................L-2
Concept of Operations .................................................................................................L-3
Section Activation Procedures .....................................................................................L-4
SEMS ORGANIZATION CHART ................................................................................L-5
SEMS EOC RESPONSIBILITIES CHART ..................................................................L-6
LOGISTICS SECTION ORGANIZATION CHART ......................................................L-7
LOGISTICS SECTION STAFF ....................................................................................L-8
LOGISTICS SECTION POSITION CHECKLISTS .....................................................L-10
Logistics Section Coordinator .........................................................................L-10
Resources Unit ...............................................................................................L-18
Information Systems Branch ...........................................................................L-23
Communications Unit ......................................................................................L-28
Computer Unit ................................................................................................L-33
Transportation Unit ..........................................................................................L-38
Personnel Unit .................................................................................................L-44
Procurement Unit (Purchasing Unit- Finance Section) ....................................L-51
Equipment/Facilities Unit .................................................................................L-59
Note: Items identified with a (CPG-~) (Civil Preparedness Guide) following must
remain in this plan as it complies with the Federal CPG 1-8A crosswalk.
All items identified with a (SEMS-~) following must remain in this plan as it
complies with the SEMS crosswalk.
01/17/2001
City of Rancho Cucamonga
Logistics Section - L - 1
SEMS Multi-Hazard Functional Plan
LOGISTICS SECTION
GENERAL
PURPOSE
To enhance the capability of the City of Rancho Cucamonga to respond to emergencies
by establishing Iogistics protocols in managing personnel and equipment. It is the policy
of this section that the priorities of responses are to be:
· Protect life and property.
· Provide operational and Iogistical support for emergency response personnel and
optimize the utilization of resources. (CPG-79)
· Provide support to the other sections of the City's emergency response team.
· Support the restoration of essential services and systems.
OVERVIEW
The Logistics Section's primary responsibility is to ensure the acquisition transportat on
and mobilization of resources to support the response effort at the disasier sites, public
shelters, EOCs, etc. (CPG-36). This Section provides all necessary personnel, supplies
and equipment procuremerit support. Methods for obtaining and using facilities,
equipment, supplies, services and other resources to support emergency response at
all operational sites during emergency/disaster conditions will be the same as that used
during normal operations unless authorized by the EOC Director or emergency orders
of the City Council. (CPG-37)
OBJECTIVES
The Logistics Section ensures that all other sections are supported for the duration of
the incident. Any personnel, equipment, supplies or services required by the other
sections will be ordered through the Logistics Section.
The Logistics Section will accomplish the following specific objectives during a
disaster/emergency:
OI/17/2001 Zogistics Section - L - 2
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
· Collect information from other sections to determine needs and prepare for expected
operations.
Coordinate provision of Iogistical support with the EOC Director.
· Prepare required reports identifying the activities performed by the Logistics Section.
· Determine the City's Iogistical support needs and plan for both immediate and long-
term requirements.
· Maintain proper and accurate documentation of all actions taken and all items
procured to ensure that all required records are preserved for future use and State
OES and FEMA filing requirements.
CONCEPT OF OPERATIONS
The Logistics Section will operate under
disaster/emergency as the situation dictates:
the following policies during a
· The Standardized Emergency Management System (SEMS) will be followed.
· All existing City and departmental operating procedures will be adhered to unless
modified by the City Council or EOC Director.
All on-duty personnel are expected to remain on duty until properly relieved of duty.
Off-duty personnel will be expected to return to work in accordance with
departmental memorandum of understanding (MOU) and/or Standard Operating
Procedure (SOP).
While in a disaster mode, operational periods will be 12 hours for the duration of the
event. Operational periods will normally change at 7:00 a.m. and 7:00 p.m.
Operational periods should be event driven.
Available and accessible resoumes from neighboring jurisdictions, military
installations, the state and federal levels of government, the private sector and
volunteer organizations will be accessed through the City's own resources and
private sector resources. Non-fire and non-law mutual aid will be accessed through
the San Bernardino County Operational Area via the Rialto - San Bernardino County
Fire EOC.
SECTION ACTIVATION PROCEDURES
The EOC Director and/or previously listed personnel are authorized to activate the
Logistics Section.
01/17/2001
City of Rancho Cucamonga
Logistics Section - L - 3
SEMS Multi-Hazard Functional Plan
When to Activate
The Logistics Section may be activated when the City's Emergency Operations Center
(EOC) is activated or upon the order of the EOC Director.
Where to Report
The EOC is located at 10500 Civic Center Dr. (Police Dept. Briefing Room).
When to Report
Refer to Activation Policy and Standard Operating Procedures. (See Part III)
01/17/2001
City of Rancho Cucamonga Zogistics Section - L - 4
SEMS Multi-Hazard Functional Plan
I EOC DIRECTOR I
MANAGEMENT
* Liaison Officer--
I I
OPERATIONS ** PLANNING/
INTELLIGENCE
I I
-Fire -Situation Status
-Law Enforcement -Documentation
-Coroner -Damage Assessment
-Medical / Health *** -Advance Planning
-Care & Shelter -Recovery Planning
-Public Works -Demobilization
-Utilities Unit -Technical Specialist
-Building & Safety
Field Units
(ICS)
--EOC Coordinator
--Safety Officer
--Public Information *
--Legal Advisor/Officer
I I
LOGISTICS FINANCE/
ADMINISTRATION
I I
-Resources -Cost Recovery
-information Systems Documentation
-Communications -Time
-Computer Systems -Purchasing
-Transportation -CompensatioNClaims
-Personnel -Cost Analysis
-Facilities
May be organized as a section or branch.
If all elements are activated, a deputy will be
appointed to provide a manageable span of
contml.
Normally coordinated by County, but a local
coordinator may be designated if needed.
Contract service/liaison position. (Identify
contract services in your organization.)
OI/17/2001
City of Rancho Cucamonga
Logistics Section - L - 5
SEMS Multi-Hazard Functional Plan
SEMS EOC RESPONSIBILITIES CHART (SEMS-4/5)
EOC
DIRECTOR
I
Operations Fire Planning/ Planning Gen. Svce. Logistics Finance Finance/
Section Law Intelligence Bldg. & Pub. Works Section Auditor Administration
Safety Human Res.
Enforcement Section Attomey
Public Library Recreation Section
Works
Responsibilities:
EOC Director (Management Section)
Responsible for overall emergency management policy and coordination through the
joint efforts of governmental agencies and private organizations. The EOC Director will
either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the City's EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; developing the
City's EOC Action Plan in coordination with other sections; initiating and preparation of
the City's After-Action Report and maintaining documentation.
Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment,
supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
OI/17/2001 Logistics Section - Z - 6
City of Rancho Cucatnonga
SEMS Multi-Hazard Functional Plan
LOGISTICS SECTION ORGANIZATION CHART
EOC DIRECTOR I
I I I I
OPERATIONS PLANNING/ LOGISTICS FINANCE/ADMIN.
COORDINATOR INTELLIGENCE
Resource Tracking
To be assigned
Information Systems
Branch
Kad Cox - Radio
TransporLation Unit
Public Works
Personnel Unit
Mary Kuhn
Procurement Unit
Joan Kruse
Purchasing Agent
Facilities Unit
Dale Catron
Facilities Supervisor
OI/17/2001
City of Rancho Cucamonga
Logistics Section - L - 7
SEMS Multi-Hazard Functional Plan
LOGISTICS SECTION STAFF
The Public Works Superintendent will fill the position of Logistics Section Coordinator.
The Logistics Section Coordinator will determine, based on present and projected
requirements, the need for establishing specific and/or specialized units. The following
units may be established as the need arises:
· Resources Unit
· Information Systems Branch
· Communications Unit
· Computer Systems Unit
· Transportation Unit
· Personnel Unit
· Procurement Unit
· Facilities Unit
The Logistics Section Coordinator may activate additional units as necessary to fulfill an
expanded role,
Logistics Section Coordinator
The Logistics Section Coordinator, a member of the EOC Director's General Staff, is
responsible for supporting the response effort and the acquisition, transportation and
mobilization of resources. Information is needed to:
Understand the current situation.
Predict probable resource needs.
Prepare alternative strategies for procurement and resources management.
Resources Unit
The Resources Unit is responsible for maintaining detailed tracking records of
resources allocation and use (resources already in place, resources requested but not
yet on scene and estimates of future resource needs) for maintaining logs and invoices
OIl17/2001 Logistics Section - Z - 8
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
to support the documentation process and for resources information displays in the
EOC. It cooperates closely with the Operations Section (to determine resources
currently in place and resources needed) and with the Planning/Intelligence Section (to
provide resources information to the EOC Action Plan).
Information Systems Branch
The Information Systems Branch is responsible for managing all radio, data, and
telephone needs of the EOC staff.
Transportation Unit
The Transportation Unit is responsible for transportation of emergency personnel,
equipment and supplies and for coordinating the Disaster Route Priority Plan.
Personnel Unit
The Personnel Unit is responsible for obtaining, coordinating and allocating all non-fire
and non-law enforcement mutual aid personnel support requests received, for
registering volunteers as Disaster Services Workers and for managing EOC personnel
issues and requests.
Procurement Unit
The Procurement Unit is responsible for obtaining all non-fire and non-law enforcement
mutual aid materials, equipment and supplies to support emergency operations and
arranging for delivery of those resources.
Facilities Unit
The Facilities Unit is responsible for ensuring that adequate facilities are provided for
the response effort, including securing access to the facility and providing staff,
furniture, supplies and materials necessary to configure the facility in a manner
adequate to accomplish the mission.
01/17/2001
City of Rancho Cucamonga
Logistics Section - L - 9
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
LOGISTICS
LOGISTICS SECTION
COORDINATOR
PRIMARY:
ALTERNATE:
SUPERVISOR:
Public Works Superintendent
Maintenance Supervisor
EOC Director
GENERAL DUTIES:
· Ensure the Iogistics function is carried out consistent with SEMS guidelines,
including:
· Resources management and tracking.
· Managing all radio, data and telephone needs of the EOC.
· Coordinating transportation needs and issues and the Disaster Route
Priority Plan.
· Managing personnel issues and registering volunteers as Disaster Services
Workers.
· Obtaining all materials, equipment and supplies to support emergency
operations.
· Coordinating management of facilities used during disaster response and
recovery.
· Establish the appropriate level of organization within the Section, and continuously
monitor the effectiveness of that organization. Make changes as required.
· Be prepared to form additional branches/groups/units as dictated by the situation.
· Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
· Coordinate the provision of Iogistical support for the EOC.
01/17/2001
City of Rancho Cucamonga
Logistics Section - L - 10
3EMS Multi-Hazard Functional Plan LOgiStiCS Section Coordinator
· Report to the EOC Director on all matters pertaining to Section activities.
YOUR RESPONSIBILITY:
Support the response effort and oversee the acquisition, transportation and mobilization
of resources.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Section Start-Up Actions
Check in upon arrival at the EOC.
Report to the EOC Director.
] Obtain a briefing on the situation.
Set up your Section work station, including maps and
status boards. Use your EOC Section materials and
on-site supplies.
Review your position responsibilities.
Identify yourself as the Logistics Section Coordinator.
Print your name on the EOC organization chart next to
your assignment.
Clarify any issues you may have regarding your
authority and assignment and what others in the
organization do.
Review organization in place at the EOC. Know
where to go for information or support.
I Determine if other Section staff are at the EOC.
01/17/2001 Logistics Section - L - 11
City of Ranci~o Cucamonga
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
Confirm that all key Logistics Section personnel or
alternates are in the EOC or have been notified.
Recall the required staff members necessary for the
emergency.
Activate organizational elements within your Section
as needed and designate leaders for each element or
combination of elements.
· Resource Tracking Unit
· Information Systems Branch
· Transportation Unit
· Personnel Unit
· Procurement Unit
· Facilities Unit
Request additional personnel for the Section to
maintain a 24-hour operation as required.
Brief incoming Section personnel prior to their
assuming their duties. Briefings should include:
· Current situation assessment.
· Identification of specific job
responsibilities.
· Identification of co-workers within the
job function and/or geographical
assignment.
· Availability of communications.
· Location of work area.
· Identification of eating and sleeping
arrangements as appropriate.
· Procedural instructions for obtaining
additional supplies, services and
personnel.
· Identification of operational period work
shifts.
Inform the EOC Director and General Staff when your
Section is fully operational.
Open and maintain Section logs.
01/17/2001 Logistics Section - L - 12
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
Review responsibilities of branches/groups/units in
your Section. Develop plan for carrying out all
responsibilities.
Prepare work objectives for Section staff and make
staff assignments.
Meet with other activated Section Coordinators.
From the Planning/Intelligence Section Coordinator,
obtain and review major incident reports and additional
field operational information that may pertain to or
affect your Section operations. Provide information to
appropriate branches/units.
Based on the situation as known or forecast,
determine likely future Logistics Section needs.
Think ahead and anticipate situations and problems
before they occur.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
01/17/2001 Logistics Section - L - 13
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
General Operational Duties
Carry out responsibilities of the Logistics Section
branches/groups/units that are not currently staffed.
Evaluate the need for Critical Incident Stress
Debriefing for all affected personnel, victims and
bystanders. Arrange debriefings through the
Personnel Unit of the Logistics Section.
Make a list of key issues currently facing your Section
to be accomplished within the next operational period.
Keep up to date on situation and resources associated
with your Section. Maintain current status and
displays at all times.
Brief the EOC Director on major problem areas that
need or will require solutions.
Provide situation and resources information to the
Planning/intelligence Section on a periodic basis or as
the situation requires.
Provide briefing to the General Staff on operating
procedure for use of telephone, data and radio
systems.
From Planning/Intelligence Section and field sourues,
determine status of transportation system into and
within the affected area. Find out present priorities
and estimated times for restoration of the disaster
route system. Provide information to other Sections.
I Ensure that your Section logs and files are maintained.
Monitor your Section activities and adjust Section
organization as appropriate.
Ensure internal coordination between branch / group /
unit leaders.
OIl17/2001 Logistics Section - L - 14
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
Update status information with other sections as
appropriate.
Resolve problems that arise in conducting your
Section responsibilities.
Anticipate potential situation changes, such as severe
aftershocks, in all Section planning. Develop a backup
plan for all plans and procedures requiring off-site
communications.
Conduct periodic briefings for your Section. Ensure
that all organizational elements are aware of priorities.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Make sure that all contacts with the media are fully
coordinated first with the Public Information Officer
(PIO).
Participate in the EOC Director's action planning
meetings.
Ensure that all your Section personnel and equipment
time records and a record of expendable materials
used are provided to the Time Unit and Cost Analysis
Unit of the Finance/Administration Section at the end
of each operational period. (See Part Threo
Forms.)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Section Operational Duties
Meet with Finance/Administration Section Coordinator
and review financial and administration support needs
and procedures. Determine level of purchasing
authority to be delegated to Logistics Section.
01/17/2001 Logistics Section - L - 15
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Logistics Section Coordinator
Following action planning meetings, ensure that orders
for additional resources necessary to meet known or
expected demands have been placed and are being
coordinated within the EOC and field units.
Keep the San Bernardino County Operational Area
Logistics Coordinator apprised of overall situation and
status of resource requests via the Rialto - San
Bernardino County Fire EOC.
Deactivation
Authorize deactivation of organizational elements
within your Section when they are no longer required.
Ensure that any open actions are handled by your
Section or transferred to other EOC elements as
appropriate.
Ensure that any required forms or reports are
completed prior to your release and departure
Be prepared to provide input to the After-Action
Report.
Deactivate your Section and close out logs when
authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
01/17/2001 Logistics Section - L - 16
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Resources Unit
LOGISTICS
RESOURCES UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Recreation Superintendent
Management Analyst III (Community
Services)
Logistics Section Coordinator
GENERAL DUTIES:
· Prepare and maintain displays, charts and lists which reflect the current status and
location of controlled resources, transportation and support vehicles.
· Establish a resources reporting system for field and EOC units.
· Prepare and process resource status change information.
· Provide information to assist the Situation Status and Documentation Units of the
Planning/Intelligence Section in strategy planning and briefing presentations.
YOUR RESPONSIBILITY:
Maintain detailed tracking records of resoumes allocation and use (resources already in
place, resources requested but not yet on scene and estimates of future resource
needs); logs and invoices to support the documentation process and resoumes
information displays in the EOC. Cooperate closely with the Operations Section (to
determine resources currently in place and resoumes needed) and with the
Planning/Intelligence Section (to provide resources information to the EOC Action Plan).
01/17/2001 Logistics Section - L - 17
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Resources Unit
READ ENTIRE CHECKLIST AT START-UP
AND
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
· I Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Resources Unit/Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
L
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
OI/17/2001 Logistics Section - Z - 18
Ci~g of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Resources Unit
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
Assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
I
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
I
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
I
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
I
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
01/17/2001 Logistics Section - L - 19
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Resources Unit
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Develop a system to track resources deployed for
disaster response. (CPG-116)
Establish a reporting procedure for resources at
specified locations.
01/17/2001 Logistics Section - L - 20
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Resources Unit
Direct the collection, organization and display status of
incident resources to include allocation, deployment
and staging areas.
Maintain a master list of all resources reported.
Provide for an authentication system in case of
conflicting resources status reports.
Provide a resources overview and summary
information to the Situation Status Unit of the
Planning/Intelligence Section as requested and written
status reports on resources allocations as requested
by the Section Coordinators.
Assist in strategy planning based on the evaluation of
the resources allocation, resources enroute and
projected resources shortfalls.
Ensure that available resources are not overlooked by
the Operations Section staff.
Make recommendations to the Logistics Section
Coordinator of resources that are not deployed or
should be deactivated.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Resources Unit position and close out
logs when authorized by the Finance/Administration
Section Coordinator or EOC Director.
01/17/2001 Logistics Section - L - 21
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Information Systems Branch
LOGISTICS
INFORMATION SYSTEMS
COMMUNICATIONS
BRANCH
PRIMARY:
ALTERNATE:
SUPERVISOR:
Information Systems Manager
Sr. Info. Systems Tech.
Logistics Section Coordinator
GENERAL DUTIES:
Notify support agencies and oversee the installation, activation and maintenance of
all radio, data and telephone communications services inside of the EOC and
between the EOC and outside agencies.
Determine the appropriate placement of all radio transmitting equipment brought to
the EOC to support operations. Approve all radio frequencies to minimize
inte~erence conditions.
· Provide necessary communication system operators, and ensure effective
continuous 24-hour operation of all communications services.
· Make special assignment of radio, data and telephone services as directed by the
EOC Director.
01/17/2001 Logistics Section - L - 22
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Information Systems Branch
YOUR RESPONSIBILITY:
Manage all data, and telephone needs of the EOC staff. (CPG-87)
READ ENTIRE CHECKLIST AT START-UP
AND
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Information Systems Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
01/17/2001 Logistics Section - L - 23
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Information Systems Branch
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
O1/I 7/2001 Logistics Section - L - 24
CiO~ of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Information Systems Branch
I
I
I
I
Establish operating procedure for use of telephone,
radio and data systems and provide to other units.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
(See Pad Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
01/17/2001 Logistics Section - Z - 25
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Information Systems Branch
Branch/Unit Operational Duties
Coordinate with all sections and branches/
groups/units on operating procedures for use of
telephone, data and radio systems. Receive any
priorities or special requests.
Monitor operational effectiveness of EOC
communications systems. Obtain additional
communications capability as needed.
Coordinate frequency and network activities with San
Bernardino County Operational Area.
Provide communications briefings as requested at
action planning meetings.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Information Systems Unit position and
close out logs when authorized by the Logistics
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
OI/17/2001 Logistics Section - L - 26
City of Rancho Cucamonga
SEMS Multi-HaZard Functional Plan
Information Systems Branch-
Computer Unit
LOGISTICS
COMMUNICATIONS UNIT
PRIMARY:
Communications Technician
ALTERNATE:
SUPERVISOR:
Maintenance Worker (RACES)
Information Systems Branch
Coordinator
YOUR RESPONSIBILITY:
Manage all radio, data and telephone needs of the EOC staff.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/CommentsCHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Information Systems Branch
Coordinator.
01/17/2001 Logistics Section - L - 2 7
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
I
I
I
I
Information Systems Branch-
Computer Unit
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Communications Unit Leader.
Print your name on the EOC organization chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
01/17/2001 Logistics Section - L - 28
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Information Systems Branch Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure for use of telephone,
radio and data systems and provide to the Information
Systems Branch Coordinator.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
01/17/2001 Logistics Section - L - 29
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
I
I
I
I
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Meet with section and branch/group/unit coordinators
and provide a briefing on EOC on-site and external
communications needs, capabilities and restrictions
and operating procedures for the use of telephones
and radio systems.
Coordinate all communications activities. (CPG-87)
Establish a primary and alternate system for
communications. Link with utilities and contracting
and cooperating agencies to establish
communications as soon as possible. (CPG-88)
01/17/2001 Logistics Section - L - 30
Ci(F of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
Coordinate with all operational units and the EOC to
establish a communications plan to minimize
communication issues that includes radio, data and
telephone needs utilizing established communications,
the private sector, amateur radio and volunteers.
(CPG-90)
Coordinate with volunteer and private sector
organizations to supplement communications needs.
(CPG-89)
Establish a plan to ensure staffing and repair of
communications equipment. (CPG-91)
Protect equipment from weather, after shocks,
electromagnetic pulse, etc. (CPG-92)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Communications Unit position and
close out logs when authorized by the Logistics
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
OIl17/2001
City of Rancho Cucamonga
Logistics Section - L - 31
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
LOGISTICS
COMPUTER UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Information Systems Tech.
Computer Programmer
Information Systems Branch
Coordinator
YOUR RESPONSIBILITY:
Establish and manage all necessary computer support to the EOC staff and field units.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT
Action Taken: Time/Date/CommentsCHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Information Systems Branch
Coordinator.
01/17/2001 Logistics Section - Z - 32
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
I
I
Information Systems Branch-
Computer Unit
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Computer Unit Leader. Print
your name on the EOC organization chart next to your
assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, P, art Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
01/17/2001 Logistics Section - L - 33
CiO~ of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Information Systems Branch Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
01/17/2001 Logistics Section - L - 34
Ci(V of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
I
Information Systems Branch-
Computer Unit
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Directors action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Coordinate needed telephone data lines with the
Communications Unit.
I Support activities for restoration of computer services.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
OIl17/2001 Logistics Section - L - 35
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Information Systems Branch-
Computer Unit
Deactivate the Computer Unit and close out logs when
authorized by the Logistics Section Coordinator or
EOC Director.
Leave forwarding phone number where you can be
reached.
01/17/2001
Ci(y of Rancho Cucamonga
Logistics Section - L - 36
SEMS Multi-Ha~ard Functional Plan Transportation Unit
LOGISTICS
TRANSPORTATION UNIT
PRIMARY:
ALTERNATE:
Fleet Manager (Public Works)
Watch Commander
SUPERVISOR: Logistics Section Coordinator
GENERAL DUTIES:
· Coordinate the transportation of emergency personnel and resources within the City
by all available means.
· Coordinate all public transportation resources. (CPG-218)
YOUR RESPONSIBILITY:
Transportation of emergency personnel, equipment and supplies and coordinate the
Disaster Route Priority Plan.
READ ENTIRE CHECKLIST AT START-UP
AND
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
01/17/2001 Logistics Section - L - 3 7
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Transportation Unit
Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as the Transportation Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
01/17/2001 Logistics Section - L - 38
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Transportation Unit
EOC personnel, time on duty and
assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support offield operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
01/17/2001 Logistics Section - L - 39
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Transportation Unit
I
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Coordinate with the Planning/Intelligence and
Operations Sections to determine which disasters
routes are available for emergency use. (See Part
Three--Operations/Disaster Route Priority Plan.)
Coordinate use of disaster routes with the Operations
Section.
Coordinate with other sections and
branches/groups/units to identify transportation
priorities.
Establish a transportation plan for movement of:
Personnel, supplies and equipment to the EOC,
field units, shelters and Casualty Collection Points
(COPs). (CPG-216)
Individuals to medical facilities. (CPG-152)
· Emergency workers and volunteers to and from
risk area. (CPG-219)
01/17/2001 Zogistics Section - 15 - 40
Ci(y of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Transportation Unit
Coordinate with the Operations Section on the
movement of disabled and elderly persons. (CPG-
33)
Coordinate transportation of animals as required.
Coordinate with local transportation agencies and
schools to establish availability of resources for use in
evacuations and other operations as needed.
As reports are received from field units and EOC
sections and as sufficient information develops,
analyze the situation and anticipate transportation
requirements.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Transportation Branch/Unit and close
out logs when authorized by the Logistics Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
OI/17/2001 Logistics Section - L - 41
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Personnel Unit
LOGISTICS
Resources Unit
PRIMARY:
ALTERNATE:
SUPERVISOR:
Recreations Superintendent
Comm. Serv. Mgmt. Analyst II
Logistics Section Coordinator
GENERAL DUTIES:
Coordinate all personnel support requests received at or within the EOC, including
any category of personnel support requested from the EOC functional elements or
from City response elements in the field.
· Identify sources and maintain an inventory of personnel support and volunteer
resources. Request personnel resources from those agencies as needed.
· Ensure that all Disaster Service Workers and volunteers are registered and
integrated into the emergency response system.
· Assign personnel within the EOC as needs are identified.
Coordinate emergency management mutual aid (EMMA) as necessary through the
San Bernardino County Operational Area via the Rialto - San Bernardino County
Fire EQC.
YOUR RESPONSIBILITY:
Obtain, coordinate and allocate all non-fire and non-law enforcement mutual aid
personnel support requests received; register volunteers as Disaster Services Workers
and manage EOC personnel issues and requests.
01/17/2001 Logistics Section - L - 42
City of Rancho Cucamonga
SEMS Multi-HaZard Functional Plan Personnel Unit
READ ENTIRE CHECKLIST AT START-UP
AND
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as the Personnel UnifJBranch Leader.
Print your name on the EOC organization chad next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
01/17/2001 Logistics Section - L - 43
City of Rancho Cucaraonga
SEMS Multi-Hazard Functional Plan Personnel Unit
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
Assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
01/17/2001 Logistics Section - L - 44
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Personnd Unit
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator.
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Receive and process all incoming requests for
personnel support. Identify number of personnel,
special qualifications or training, location where
needed and person to report to upon arrival. Secure
an estimated time of arrival for relay back to the
requesting agency.
01/17/2001 Logistics Section - L - 45
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Personnel Unit
Develop a system for tracking personnel/volunteers
processed by the Unit. Maintain sign in/out logs.
Control must be established for the accountability of
personnel used in the response effort.
Personnel/volunteers relieved from assignments will
be processed through the Demobilization Unit.
Maintain information regarding:
· Personnel/volunteers processed.
· Personnel/volunteers allocated and assigned by
agency/location.
· Personnel/volunteers on standby.
· Special personnel requests by category not filled.
Ensure training of assigned response staff and
volunteers to perform emergency functions.
Coordinate with Safety Officer to ensure that training
for personnel includes safety and hazard awareness
and is in compliance with OSHA requirements. (CPG-
114)
Obtain crisis counseling for emergency workers.
(CPG-156)
Coordinate feeding, shelter and care of personnel,
employees' families and volunteers with the
Procuremerit and Facilities Unit.
Establish a plan for childcare for City employees as
needed. Coordinate with Facilities Unit for suitable
facilities.
Assist and support employees and their families who
are also disaster victims.
Develop a plan for communicating with those agencies
having personnel resources capable of meeting
special needs.
Coordinate with the San Bernardino County
Operational Area for additional personnel needs via
the Rialto - San Bernardino County Fire EOC.
Ensure the recruitment, registration, mobilization and
assignment of volunteers.
01/17/2001 Zogistics Section - L - 46
City of Rancho Cucamonga
SEMS Multi-Hagard Functional Plan Personnel Unit
Establish Disaster Service Worker and Volunteer
registration and interview locations. Assign staff to
accomplish these functions.
I Issue ID cards to Disaster Service Workers.
Coordinate transportation of personnel and volunteers
with the Transportation Unit.
If the need for a call for volunteem is anticipated,
coordinate with the PIO and provide the specific
content of any broadcast item desired.
Keep the PIO advised of the volunteer situation. If the
system is saturated with volunteers, advise the PIO of
that condition and take steps to reduce or redirect the
response.
Ensure the organization, management, coordination
and channeling of the services of individual citizens
and volunteer groups during and following the
emergency. (CPG-86)
Obtain health/medical personnel, e.g., nurses' aides,
paramedics, Red Cross personnel and other trained
volunteers to meet health/medical needs. (CPG-149)
Request technical expertise resources not available
within the jurisdiction (hazardous materials,
environmental impact, structural analysis, geotechnical
information, etc.)through established channels,
mutual aid channels or the San Bernardino County
Operational Area via the Rialto - San Bernardino
County Fire EOC. (CPG-40)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
O1/I 7/2001 Logistics Section - L - 47
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Personnel Unit
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Personnel Unit and close out logs when
authorized by the Logistics Section Coordinator or
EOC Director.
Leave forwarding phone number where you can be
reached.
OIl17/2001 Logistics Section - L - 48
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
LOGISTICS
PROCUREMENT/PURCHASING
UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Purchasing Manager
Appointed by the Finance Director
Logistics Section Coordinator
GENERAL DUTIES:
Coordinate and oversee the procurement, allocation and distribution of resources
not normally obtained through existing mutual aid sources, such as food, potable
water, petroleum fuels, heavy and special equipment and other supplies and
consumables. (CPG-111 )
· Provide supplies for the EOC, field operations and other necessary facilities.
· Determine if the required items exist within the City supply system.
· Determine the appropriate supply houses, vendors or contractors who can supply
the item, product or commodity if City stocks do not exist.
Purchase items within limits of delegated authority from Finance/Administration
Section. Coordinate with the Finance/Administration Section on actions necessary
to purchase or contract for items exceeding delegated authority.
· Arrange for the delivery of the items requisitioned, contracted for or purchased.
01/17/2001 Logistics Section - L - 49
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
· Maintain records to ensure a complete accounting of supplies procured and monies
expended.
· Support activities for restoration of disrupted services and utilities.
YOUR RESPONSIBILITY:
Obtain all non-fire and non-law enforcement mutual aid material, equipment and
supplies to support emergency operations and arrange for delivery of those resources.
PROCUREMENT POLICY:
The procurement of resources will follow the priority outlined below:
Resources within the City inventory (City-owned).
Other sources that may be obtained without direct cost to the City.
Resources that may be leased/purchased within spending authorizations.
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/CommentsCHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
01/17/2001 Logistics Section - L - 50
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
Identify yourself as the Procurement Unit/Branch
Leader. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Obtain additional resoumes, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur,
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
Assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
01/17/2001 Logistics Section - L - 51
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
01/17/2001 Logistics Section - Z - 52
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Meet and coordinate activities with
Finance/Administration Coordinator and determine
purchasing authority to be delegated to Procurement
Unit. Review emergency purchasing and contracting
procedures.
Review, verify and process requests from other
sections fOF Fesources.
I Maintain information regarding;
· Resources readily available.
· Resources Fequests.
· Status of shipments.
· Priority resource requirements.
· Shortfalls.
Coordinate with other branches/groups/units as
appropriate on resources requests received from
operations forces to ensure there is no duplication of
effort or requisition.
Determine if needed resources are available from City
stocks, mutual aid sources or other sources. Arrange
for delivery if available.
Determine availability and cost of resources from
private vendors.
Issue purchase orders for needed items within dollar
limits of authority delegated to Unit.
OI/17/2001 Logistics Section - Z - 53
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Procurement Unit
Notify Finance/Administration Coordinator of
procurement needs that exceed delegated authority.
Obtain needed authorizations and paperwork.
If contracts are needed for procuring resources,
request that the Purchasing Unit of the
Finance/Administration Section develop necessary
agreements.
Arrange for delivery of procured resources.
Coordinate with Transportation and Facilities Units.
Identify to the Logistics Section Coordinator any
significant resource request(s) which cannot be met
through local action. Suggest alternative methods to
solve the problem if possible.
Establish contact with the appropriate Operations
Section Branches and Red Cross representatives(s)
and discuss the food and potable water situation with
regard to mass care shelters and mass feeding
locations. Coordinate actions.
Establish a plan for field and EOC feeding operations.
Coordinate with Operations Section to avoid
duplication. (See Part Threo Logistics/Feeding
Operations.) (CPG-239)
Be prepared to provide veterinary care and feeding of
animals. (See Part Three~Logistics/Animal Care.)
Assemble resource documents which will allow for
agency, vendor and contractor contacts; e.g.,
telephone listings, procurament catalogs, directories
and supply locations. (CPG-39)
Continually update communications availability
information with the Information Systems Branch.
Revise contact methods with suppliers as improved
communications become available.
Review the situation reports as they are received.
Determine/anticipate support requirements. Verify
information where questions exist.
OI/17/2001 Logistics Section - L - 54
Ci(V of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
Procurement Unit
Begin disaster documentation and record tracking of
disaster-related requests for expenditures of
equipment, supplies, personnel, funds, etc.
Provide updated reports on resource status to
Resources Unit.
Identify and maintain a list of available and accessible
equipment and supplies to support response and
recovery efforts. (CPG-39/115/166)
Arrange for storage, maintenance and replenishment
or replacement of equipment and materials. (CPG-38)
Provide and coordinate with Operations Section the
allocation and distribution of utilities, fuel, water, food,
other consumables and essential supplies to all
disaster operation facilities, including mass care
shelters. (CPG-165)
Procure and arrange for basic sanitation and health
needs at mass care facilities (toilets, showers, etc.) as
requested by Operations Section.
Support activities for restoration of utilities to critical
facilities.
Procure and coordinate water resources for
consumption, sanitation and firefighting,
Coordinate resources with relief agencies (American
Red Cross, etc.)
Obtain and coordinate necessary medical supplies
and equipment for special needs persons. (CPG-33)
Obtain necessary protective respiratory devices,
clothing, equipment and antidotes for personnel
performing assigned tasks in hazardous radiological
and/or chemical environments. (CPG-I 17)
Ensure the organization, management, coordination
and channeling of donations of goods from individual
citizens and volunteer groups during and following the
disaste~emergency. (CPG-86)
01/17/2001
City of Rancho Cucamonga
Logistics Section - L - 55
SEMS Multi-Hazard Functional Plan
Procurement Unit
identify supply sources to augment and/or satisfy
expanded medical needs during emergency
operations. (CPG-150)
In coordination with Operations Section and San
Bernardino County Operational Area, maintain
essential medical supplies in designated Casualty
Collection Points (CCPs). (CPG-151)
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Procurement Unit position and close
out logs when authorized by the Logistics Section
Coordinator or EQC Director.
Leave forwarding phone number where you can be
reached.
O1/I 7/2001 Logistics Section - Z - 56
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Facilities Unit
LOGISTICS
EQUIPMENT/FACILITIES UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Recreation Superintendent
Comm. Serv. Mgmt. Analyst III
Logistics Section Coordinator
GENERAL DUTIES:
· Coordinate and oversee the management of and support to the EOC and other
essential facilities and sites used during disaster operations.
· Coordinate with other EOC branches/groups/units for support required for facilities.
· Support activities for restoration of disrupted services and utilities to facilities.
· Coordinate with Finance/Administration Section on any claims or fiscal matters
relating to facilities' operations.
· Close out each facility when no longer needed.
YOUR RESPONSIBILITY:
Ensure that adequate facilities are provided for the response effort, including securing
access to the facility and providing staff, furniture, supplies and materials necessary to
configure the facility in a manner adequate to accomplish the mission.
01/17/2001 Logistics Section - L - 57
City of Rancho Cucamonga
SEMS Multi-HaZard Functional Plan Facilities Unit
READ ENTIRE CHECKLIST AT START-UP
AND BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments
CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Logistics Section Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
aS Recessary.
I Review your position responsibilities.
Identify yourself as the Facilities Unit/Branch Leader.
Print your name on the EOC organization chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
O]/I 7/2001 Logistics Section - L - 58
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Facilities Unit
Think ahead and anticipate situations and problems
before they occur,
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and
Assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator advised of
your Branch/Unit status and activity and on any
problem areas that now need or will require solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Review situation reports as they are received. Verify
information where questions exist.
01/17/2001 Logistics Section - L - 59
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Facilities Unit
I
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Maintain information in the Unit regarding:
Facilities opened and operating.
· Facility managers.
· Supplies and equipment at the various locations.
· Specific operations and capabilities of each
location.
O1/I 7/2001 Logistics Section - Z - 60
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan Facilities Unit
As the requirement for emergency-use facilities is
identified, coordinate the acquisition of required space
to include any use permit, agreement or restriction
negotiations required.
In coordination with the Operations Section, provide
support to facilities used for disaster response and
recovery operations; i.e., staging areas, shelters,
disaster application centers (DACs), etc. (CPG-35)
identify communications requirements to the
Information Systems Branch.
Identify equipment, material and supply needs to the
Procurement Unit.
Identify personnel needs to the Personnel Unit.
Identify transportation requirements to the
Transportation Unit. Coordinate evacuation schedules
and identify locations involved.
Identify security requirements to the Law Branch of the
Operations Section.
Monitor the actions at each facility activated and
provide additional support requested in accordance
with Unit capabilities and priorities established.
Account for personnel, equipment, supplies and
materials provided to each facility.
Coordinate the receipt of incoming resources to
facilities.
Ensure that operational capabilities are maintained at
facilities.
Oversee the distribution of utilities, fuel, water, food,
other consumables and essential supplies to all
disaster operation facilities.
Ensure that basic sanitation and health needs at mass
care facilities (toilets, showers, etc.) are met.
01/17/2001 Logistics Section - L - 61
City of Rancho Cucamonga
SEMS Multi-HaZard Functional Plan Facilities Unit
Ensure that access and other related assistance for
residential care and special needs persons are
provided in facilities.
Provide facilities for sheltering essential workers,
employees' families and volunteers. (CPG-233)
Be prepared to provide facilities for animal boarding as
required. (See Part Threo Logistics/Animal Care.)
Coordinate water resources for consumption,
sanitation and firefighting at all facilities.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Facilities Unit position and close out
logs when authorized by the Logistics Section
Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
O1/I 7/2001 Logistics Section - L - 62
City of Rancho Cucamonga
SEMS Multi-Hazard Functional Plan
PART TWO
FINANCE/ADMINISTRATION SECTION
CONTENTS
Page
GENERAL SECTION ...................................................................................................F-2
Purpose .......................................................................................................................F-2
Overview ...............................................................................................................F-2
Objectives ....................................................................................................................F-2
Concept of Operations ..........................................................................................F-4
Section Activation Procedures .....................................................................................F-5
SEMS ORGANIZATION CHART ................................................................................F-7
SEMS EOC RESPONSIBILITIES CHART ..................................................................F-8
FINANCE/ADMINISTRATION SECTION ORGANIZATION CHART ......................... F-9
FINANCE/ADMINISTRATION SECTION STAFF .....................................................F-10
FINANCE/ADMINISTRATION SECTION POSITION CHECKLISTS ........................ F-12
Finance/Administration Section Coordinator ...................................................F-12
Cost Recovery Documentation Unit ................................................................F-20
Time Unit ................................ . ........
Purchasing Unit (Logistics Section) ..........2 ......: ......2:....:22...2:22...2:22:..2::2:.2;22:2.;2 F-26
F-32
Compensation/Claims Unit ..............................................................................F-37
Cost Analysis Unit ...........................................................................................F-43
Note: Items identified with a (CPG-~) (Civil Preparedness Guide) following must
remain in this plan as it complies with the Federal CPG 1-8A crosswalk.
All items identified with a (SEMS-~) following must remain in this plan as it
complies with the SEMS crosswalk.
City of Rancho Cucamonga Finance/Administration Section - F-I
10/24/2000
SEMS Multihazard Functional Plan
FINANCE/ADMINISTRATION SECTION
GENERAL
PURPOSE
To enhance the capability of the City of Rancho Cucamonga to respond to emergencies
by providing financial support and coordination to City emergency operations and
coordinating the recovery of costs as allowed by Federal and State law. It is the policy
of this section that the priorities are to be:
· Protect life and property.
· Provide continuity of financial support to the City and community.
· Cooperate with the other sections of the City's emergency response team,
· Documentation of City costs and recovery of those costs as allowable.
· Maintain a positive image for the City in its dealings with the community.
OVERVIEW
The Finance/Administration Section's primary responsibility is to maintain to the greatest
extent possible the financial systems necessary to keep the City functioning during a
disaster/emergency. These systems include:
· Payroll
· Payments
· Revenue collection
· Claim processing
· Cost recovery documentation
The Section also supervises the negotiation and administration of vendor and supply
contracts and procedures.
The extent of the disaster/emergency will determine the extent to which the Finance/
Administration Section will mobilize. In a low-level emergency, only part of the section
will mobilize. In a wide-spread disaster that damages communications and systems,
the entire section will mobilize.
City of Rancho Cucamonga Finance/Administration Section - F-2
10/24/2000
SEMS Multihazard Functional Plan
OBJECTIVES
The Finance/Administration Section acts in a support role in all disasters/emergencies
to ensure that all required records are preserved for future use and State OES and
FEMA filing requirements through maintenance of proper and accurate documentation
of all actions taken. Depending on the type of emergency, the San Bernardino County
Fire, Rancho Cucamonga Police or Public Works departments will have the principal
role in directing the City's overall response efforts. To carry out its responsibilities, the
Finance/Administration Section will accomplish the following objectives during a
disaster/emergency:
A. For all disasters/emergencies:
Notify the other sections and City departments that the Disaster
Accounting System is to be used for the disaster/emergency.
Determine the extent to which the City's computer systems are
accessible and/or usable.
m
Determine if the City's bank can continue handling financial
transactions.
m
Maintain, as best possible, the financial continuity of the City
(payroll, payments and revenue collection).
Disseminate information about the Disaster Accounting System to
other sections and departments as necessary.
Upon declaration of a disaster by the State and/or Federal
Governments, coordinate with disaster agencies to initiate the
recovery process of City costs.
Coordinate with the other sections and departments the collection
and documentation of costs pertaining to the disaster/emergency.
Coordinate with the disaster assistance agencies for the required
inspections, documentation, audits and other necessary work in
order to recover COSTS.
B. For disasters/emergencies where the City's computer systems and bank are
accessible and usable:
City of Rancho Cucamonga Finance//ldministration Section - F-3
10/24/2000
SEMS Multihazard Functional Plan
Inform the other sections and City departments that the payroll and
payments processing will be handled on a "business-as-usual" basis
except that the Disaster Accounting System will be used for disaster/
emergency-related costs.
2. Continue with objectives A.5. through A.8. above.
C. For disasters/emergencies where the City's computer systems and/or bank are
either inaccessible or unusable for a short period of time; i.e., less than one
week:
Inform the other sections and City departments that payroll and
payments will be on hold for a short time and that processing will
continue on a normal basis as of a specified date.
2. Continue with objectives A.4. through A.8. above.
D. For disasters/emergencies where the City's computer and/or bank systems are
either inaccessible or unusable for an extended period of time; i.e., one week
or more:
Inform the other sections and City departments that disaster
accounting procedures will be necessary for the next payroll and all
critical payments.
2. Activate other Finance/Administration Section Units as necessary.
3. Continue with objectives A.4. through A.8. above.
CONCEPT OF OPERATIONS
The Finance/Administration Section will operate under the following policies during a
disaster/emergency as the situation dictates:
· The Standardized Emergency Management System (SEMS) will be followed.
· All existing City and departmental fiscal operating procedures will be adhered to
unless modified by City Council or EOC Director. (CPG-34)
· For disasters/emergencies that leave the accounting systems accessible and
usable, normal working hours will be retained for all but the Cost Recovery
Documentation Unit. This unit will function on the schedule determined necessary to
perform its objectives.
City of Rancho Cucamonga Finance/Administration Section - F-4
10/24/2000
SEMS Multihazard Functional Plan
For disasters/emergencies that render the accounting systems either inaccessible or
unusable for any period of time, appropriate personnel in the activated units will be
on an operational period determined by the Finance/Administration Section
Coordinator. This may be a period of 12 hours. If so, then these periods will
normally change at 7:00 a.m. and 7:00 p.m.
SECTION ACTIVATION PROCEDURES
Authorization
The EOC Director is authorized to activate the Finance/Administration Section for
response to a disaster/emergency,
When to Activate
The Finance/Administration Section will be activated whenever the EOC Director
determines that the City of Rancho Cucamonga is involved or may soon be involved in
a disaster/emergency that will require a Finance/Administration response. The
Finance/Administration Section's Cost Recovery Documentation Unit may continue to
function when the EOC is not activated.
In all cases the Cost Recovery Documentation Unit will be activated. Other units will be
activated only as conditions necessitate. Invariably, these other conditions will mean
that the EOC will also be activated.
The Finance/Administration Section Coordinator will activate the various units of the
Finance/Administration Section as the disaster/emergency situation develops. All units
may be placed on an alert basis when there is warning of an impending or developing
disaster/emergency.
In the event of a major, widespread disaster/emergency that disrupts normal
communication channels, all units in the Finance/Administration Section are to assume
activation and are to report to their assigned emergency location.
Where to Report
The location to which Finance/Administration Section personnel will report depends on
whether their unit is activated and the severity of the disaster/emergency. These
conditions are:
· Level One - EOC Activated.
All personnel will report to City's EOC. Instructions will
Finance/Administration Section Coordinator as necessary.
be given by the
City of Rancho Cucamonga Finance/Administration Section - F-5
10/24/2000
SEMS Multihazard Functional Plan
Level One - EOC Activated - Non-business hours - City Haft Closed
All personnel to be contacted and instructed as to reporting location.
Level Two/Three - EOC activated but normal communications and
accounting systems accessible and usable
· Finance/Administration Section Coordinator and head of Cost Recovery
Documentation Unit report to their assigned emergency location and
communicate with other units as necessary.
· Other units report to normal work site unless instructed otherwise.
Level Two/Three - EOC activated but normal communications and
accounting systems either inaccessible and/or unusable
· All Finance/Administration Section Units report to their assigned
emergency location.
Location of the EOC
The EOC is located at the Police Department Briefing Room - 10500 Civic Center Dr.
When to Report
Refer to Standard Operating Procedure (See Part III)
City of Rancho Cucamonga Finance/Administration Section - F-6
10/24/2000
SEMS Multihazard Functional Plan
SEMS ORGANIZATION CHART (CPG-27/62)
EOC DIRECTOR
MANAGEMENT
* Liaison Officer--
I I
OPERATIONS ** PLANNING/
INTELLIGENCE
I I
-Fire -Situatjon Status
-Law Enforcement -Documentation
-Coroner -Damage Assessment
-Medical / Health *** -Advance Planning
-Care & Shelter -Recovery Planning
-Public Works -Demobilization
-Utilities Unit -Technical Specialist
-Building & Safety
Field Units
(ICS)
--EOC Coordinator
bSafety Officer
--Public Information *
bLegal Advisor/Officer
LOGISTICS FINANCE/
ADMINISTRATION
I t
-Resources -Cost Recovery
-Information Systems Documentation
-Communications -Time
-Computer Systems -Purchasing
-Transportation -Compensation/Claims
-Personnel -Cost Analysis
-Facilities
May be organized as a section or branch.
If all elements are activated, a deputy will be
appointed to provide a manageable span of
control.
Normally coordinated by County, but a local
coordinator may be designated if needed.
Contract service/liaison position. (Identity
contract services in your organization.)
City of Rancho Cucatnonga Finance/Administration Section - F-7
10/24/2000
SEMS Multihazard Functional Plan
SEMS EOC RESPONSIBILITIES CHART (SEMS-4/5)
EOC
DIRECTOR
I
I
Operations Fire Planning/ Planning Gen. Svce, LogiStiCS Finance Finance/
Section Law Intelligence Bldg. & Pub. Works Section Auditor Administration
Safety Human Res. Attomey
Enforcement Section Library Recreation Section
Public
Works
Responsibilities:
EOC Director (Management Section)
Responsible for overall emergency management policy and coordination through the
joint efforts of governmental agencies and private organizations. The EOC Director will
either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the City's EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating, and disseminating information; developing the
City's EOC Action Plan in coordination with other functions; initiating the City's After-
Action Report and maintaining documentation.
Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment,
supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects, including:
· Activate and maintain Disaster Accounting System.
· Provide financial resources necessary for recovery.
· Maintain payroll and payments.
· Investigate and process claims.
· Coordinate documentation for cost recovery.
City of Rancho Cucamonga Finance/Administration Section - F-8
10/24/2000
SEMS Multihazard Functional Plan
· Work with disaster agencies on cost recovery.
City of Rancho Cucamonga Finance/Administration Section - F-9
10/24/2000
SEMS Multihazard Functional Plan
FINANCE / ADMINISTRATION SECTION
ORGANIZATION CHART
I I
OPERATIONS PLANNING/
INTELLIGENCE
EOC DIRECTOR I
LOGISTICS
FINANCE/ADMIN.
Alternates:
Sharon Leonard ............. --
Alex Ahumada
COSt Recovery
Documentation Unit
Ann Hunsburger
Alex Ahumada
Time Unit
Lirio Rosa
Purchasing Unit
Joan Kruse
Compensation/Claims Unit
Bridget Tate
Risk Management Analyst
Cost Analysis Unit
Sharon Leonard
City of Rancho Cucamonga Finance/Administration Section - F-I 0
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
FINANCE/ADMINISTRATION SECTION STAFF (CPG-63)
The Finance Director will fill the position of Finance/Administration Section Coordinator.
The Accounting Manager shall serve as first alternate and the Purchasing Manager as
second alternate to the Finance/Administration Section Coordinator. The Coordinator
also may be designated by the EOC Director.
The Finance/Administration Section Coordinator will determine, based on present and
projected requirements, the need for establishing specific and/or specialized
branches/groups/units. In certain of the functional areas such as procuremerit, a
functional unit need not be established if only one person would work in the unit. In that
case, the normal procurement officer would be assigned rather than designating a unit.
The following may be established as the need arises:
· Cost Recovery Documentation Unit
· Time Unit
· Purchasing Unit
· Compensation/Claims Unit
· Cost Analysis Unit
The Finance/Administration Section Coordinator may activate
branches/groups/units to fulfill an expanded role if necessary.
additional
Finance/Administration Section Coordinator
The Finance/Administration Section Coordinator supervises the financial support,
response and recovery for the disaster/emergency; ensures that the payroll and
revenue collection process continues and activates the Disaster Accounting System.
Cost Recovery Documentation Unit
The Cost Recovery Documentation Unit should be activated at the onset of any
disaster/emergency and is responsible for maintaining the Disaster Accounting
System and procedures to capture and document costs relating to a
disaster/emergency in coordination with other sections and departments. The Unit also
acts as liaison with the disaster assistance agencies and coordinates the recovery of
costs as allowed by law. Maintenance of records in such a manner that will pass audit
is also an extremely important task of this Unit. Accurate and timely documentation
is essential to financial recovery.
City of Rancho Cucamonga Finance/Administration Section - F-11
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
Time Unit
The Time Unit is responsible for tracking hours worked by paid personnel, volunteers,
contract labor, mutual aid and all others and ensuring that dally personnel time
recording documents are prepared and compliance to agency's time policy is being met.
The Time Unit is responsible for ensuring that time and equipment use records identify
scope of work and site-specific work location consistent with initial safety/damage
assessment records, sites and Damage Survey Reports (DSRs).
Personnel time and equipment use records should be collected and processed for each
operational period as necessary. Records must be verified, checked for accuracy and
posted according to existing policy. Excess hours worked must also be determined and
separate logs maintained. Time and equipment use records must be compiled in
appropriate format for cost recovery purposes.
Purchasing Unit
The Purchasing Unit is responsible for administering all financial matters pertaining to
purchases, vendor contracts, leases, fiscal agreements and tracking expenditures. The
Purchasing Unit is responsible for identifying sources of equipment, preparation and
signing equipment rental agreements, and processing all administrative paperwork
associated with equipment rental and supply contracts, including incoming and outgoing
mutual aid resources. The Purchasing Unit is also responsible for ensuring that all
records identify scope of work and site-specific work location.
Compensation/Claims Unit
The Compensation/Claims Unit is responsible for managing the investigation and
compensation of physical injuries and property damage claims involving the City of
Rancho Cucamonga arising out of an emergency/disaster, including completing all
forms required by worker's compensations programs and local agencies, maintaining a
file of injuries and illnesses associated with the incident and for providing investigative
support of claims and for issuing checks upon settlement of claims.
Cost Analysis Unit
The Cost Analysis Unit is responsible for providing cost analysis data for the incident to
help the planning and recovery efforts. The Unit must ensure that all pieces of
equipment and personnel that require payment are properly identified; obtain and record
all cost data; analyze and prepare estimates of incident costs and maintain accurate
records of incident costs.
The Cost Analysis Unit will be increasingly tasked to support the planning function in
terms of cost estimates of resources used. The Unit must maintain accurate information
on the actual costs for the use of all assigned resources.
City of Rancho Cucamonga Finance/Administration Section - F-12
10/24/2000
SSMS ~t. ttih.zard Pta. Finance/Administration Section Coordinator
FINANCE / ADMINISTRATION
FINANCE / ADMINISTRATION
SECTION COORDINATOR
PRIMARY:
ALTERNATE:
SUPERVISOR:
Finance Officer
Budget Analyst
EOC Director
GENERAL DUTIES:
· Ensure that the Finance/Administration function is performed consistent
with SEMS Guidelines, including:
· implementing a Disaster Accounting System. (See Part Three Finance/
Administration for sample.)
· Maintaining financial records of the emergency.
· Tracking and recording of all agency staff time.
Processing purchase orders and contracts in coordination with Logistics
Section.
· Processing worker's compensation claims received at the EOC.
· Handling travel and expense claims.
· Providing administrative support to the EOC.
Supervise the Finance/Administration Section staff.
Establish the appropriate level of organization within the Section, and continuously
monitor the effectiveness of that organization. Make changes as required.
Be prepared to form additional branches/groups/units as dictated by the situation.
Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
City of Rancho Cucamonga Finance/Administration Section - F-13
10/24/2000
SEMS MultihaZard Plan Finance/Administration Section Coordinator
O
Ensure that the Section is supporting other EOC sections consistent with priorities
established in the EOC Action Plan.
Keep the EOC Director updated on all significant financial developments.
YOUR RESPONSIBILITY:
Supervise the financial support, response and recovery for the disaster/emergency;
ensure that the payroll and revenue collection process continues and activate the
Disaster Accounting System.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments
Section Start-Up Actions
I
I
I
I
CHECKLIST ACTIONS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section work station, including maps and
status boards. Use your EOC Section materials and
on-site supplies.
Review your position responsibilities.
Identify yourself as the Finance / Administration
Section Coordinator by printing your name on the EOC
organization chart next to your assignment.
Clarify any issues you may have regarding your
authority and assignment and what others in the
organization do.
Review organization in place at the EOC. Know
where to go for information or support.
City of Rancho Cucamonga Finance/Administration Section - F-I4
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
Determine if other Section staff are at the EOC.
Confirm that all key Finance/Administration Section
personnel or alternates are in the EOC or have been
notified. Recall the required staff members necessary
for the emergency.
Activate organizational elements within your Section
as needed and designate leaders for each element or
combination of elements.
· Cost Recovery Documentation Unit
· Time Unit
· Purchasing Unit
· Compensation and Claims Unit
· Cost Analysis Unit
Request additional personnel for the Section to
maintain a 24-hour operation as required.
Brief incoming Section personnel prior to their
assuming their duties. Briefings should include: · Current situation assessment.
· Identification of specific job responsibilities.
· Identification of co-workers within the job
function and/or geographical assignment.
· Availability of communications.
· Location of work area.
· Identification of eating and sleeping
arrangements as appropriate.
· Procedural instructions for obtaining
additional supplies, services and personnel.
· Identification of operational period work
shifts.
Inform the EOC Director and General Staff when your
Section is fully operational.
Open and maintain Section logs.
Using activity log (see sample, Part Three -Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
City of Rancho Cucamonga Finance/Administration Section - F-15
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
Review responsibilities of branches/groups/units in
your Section. Develop plan for carrying out all
responsibilities.
Prepare work objectives for Section staff and make
staff assignments.
Meet with other activated Section Coordinators.
From the Planning/Intelligence Section Coordinator,
obtain and review major incident reports and additional
field operational information that may pertain to or
affect your Section operations. Provide information to
appropriate branches/units.
Based on the situation as known or forecast,
determine likely future Finance/Administration Section
needs.
Think ahead and anticipate situations and problems
before they occur.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
General Operational Duties
~ Carry out responsibilities of the Finance/
Administration Section branches/groups/units that are
not currently staffed.
City of Rancho Cucamonga Finance/Administration Section - F-16
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
Evaluate the need for Critical Incident Stress
Debriefing for all affected personnel, victims and
bystanders. Arrange debriefings through the
Personnel Unit of the Logistics Section.
Make a list of key issues currently facing your Section
to be accomplished within the next operational period.
Keep up to date on situation and resources associated
with your Section. Maintain current status and
displays at all times.
Brief the EOC Director on major problem areas that
need or will require solutions.
Provide situation and resources information to the
Planning/Intelligence Section on a periodic basis or as
the situation requires.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, data and radio systems. Make any
priorities or special requests known.
Determine status of transportation system into and
within the affected area in coordination with the
Transportation Unit of the Logistics Section. Find out
present priorities and estimated times for restoration of
the disaster route system. Provide information to
appropriate Branches/Units.
Ensure that your Section logs and files are maintained.
Monitor your Section activities and adjust Section
organization as appropriate.
Ensure internal coordination between branch / group /
unit leaders.
Update status information with other sections as
appropriate.
Resolve problems that arise in conducting your
Section responsibilities.
City of Rancho Cucamonga Finance/Administration Section - F-17
10/24/2000
SEMS Mutti, azara etan Finance/Administration Section Coordinator
Anticipate potential situation changes, such as severe
after shocks, in all Section planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Conduct periodic briefings for your Section. Ensure
that all organizational elements are aware of priorities.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Make sure that all contacts with the media are fully
coordinated first with the Public Information Officer
(PIO).
Participate in the EQC Director's action planning
meetings.
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Section Operational Duties
Authorize use of the Disaster Accounting System.
(See Part Three-Finance/Administration)
Ensure that the payroll process continues.
Ensure that the revenue collection process continues.
Collect your Section personnel and equipment time
records and record of expendable materials used and
provide copies to the Time and Cost Analysis Units at
the end of each operational period. (See Part Three-
Forms)
Ensure that all personnel and equipment time records
and record of expendable materials used are received
from other Sections and submitted to the Time and
Cost Analysis Units at the end of each operational
period.
City of Rancho Cucamonga Finance/Administration Section - F-18
10/24/2000
SEMS Multihazard Plan Finance/Administration Section Coordinator
Organize, manage, coordinate and channel the
donations of money received during and following the
emergency from individual citizens and volunteer
groups. (CPG-86)
Coordinate with the Cost Analysis Unit to make
recommendations for cost savings to the General
Staff.
Meet with assisting and cooperating agency
representatives as required.
Provide input in all planning sessions on finance and
cost analysis matters.
Ensure that all obligation documents initiated during
the emergency/disaster are properly prepared and
completed.
Keep the General Staff apprised of overall financial
situation.
Deactivation
Authorize deactivation of organizational elements
within your Section when they are no longer required.
Ensure that any open actions are handled by your
Section or transferred to other EOC elements as
appropriate.
Ensure that any required forms or reports are
completed prior to your release and departure
Be prepared to provide input to the After-Action
Report.
Deactivate your Section and close out logs when
authorized by the EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucatnonga Finance/Administration Section - F-19
10/24/2000
SEMS Multihazard Functional Plan Cost Recovery Documentation Unit
FINANCE / ADMINISTRATION
COST RECOVERY
DOCUMENTATION UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Finance Officer
Budget Analyst
Finance/Administration Section
Coordinator
GENERAL DUTIES:
· Document information for reimbursement from the state and federal governments.
· Activate and maintain Disaster Accounting System. (See Part Three-
Finance/Administration)
· Coordinate documentation of costs with other sections and departments.
· Coordinate cost recovery with disaster assistance agencies.
YOUR RESPONSIBILITY:
Maintain the Disaster Accounting System and procedures to capture and document
costs relating to a disaster/emergency in coordination with other sections and
departments; act as liaison with the disaster assistance agencies and coordinate the
recovery of costs as allowed by law and maintain records in such a manner that will
pass audit. The Cost Recovery Documentation Unit should be activated at the onset of
any disaster/emergency. Accurate and timely documentation is essential to financial
recovery.
City of Rancho Cucamonga Finance/Administration Section - F-20
10/24/2000
SEMS Multihazard Functional Plan Cost Recovery Documentation Unit
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Finance/Administration Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
aS necessary.
Review your position responsibilities.
Identify yourself as the Cost Recovery Documentation
Unit/Branch Coordinator. Print your name on the EOC
organization chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
City of Rancho Cucamonga FinanceZ,~dministration Section - F-2I
10/'24/2000
SEMS Multihazard Functional Plan COSt Recovery Documentation Unit
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Finance/Administration Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Ci(F of Rancho Cucamonga Finance/Administration Section - F-22
10/24/2000
SEMS Multihazard Functional Plan COSt Recovery Documentation Unit
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Directors action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
I
Activate and maintain the Disaster Accounting System
and procedures to capture and document costs
relating to a disaster/emergency in coordination with
other sections and departments. (See Part Three-
Finance/Administration)
City of Rancho Cucamonga Finance/Administration Section - F-23
10/24/2000
SEMS Multihazard Functional plan COSt Recovery Documentation Unit
Inform all sections and departments that the Disaster
Accounting System is to be used.
Coordinate cost documentation and make decisions
on costs codes and items to be tracked by the
Disaster Accounting System.
Act as liaison with the disaster assistance agencies
and coordinate the recovery of costs as allowed by
law.
Prepare all required state and federal documentation
as necessary to recover all allowable disaster costs.
Coordinate with the Documentation Unit of the
Planning/Intelligence Section.
Provide analyses, summaries and estimates of costs
for the Finance/Administration Section Coordinator,
EOC Director and the San Bernardino County
Operational Area as required.
Work with EOC sections and appropriate departments
to collect all required documentation.
Receive and allocate payments.
Organize and prepare records for final audit.
Prepare recommendations as necessary.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
City of Rancho Cucamonga Finance/Administration Section - F-24
10/24/2000
SEMS Multihazard Functional Plan
Cost Recovery Documentation Unit
Deactivate the Cost Recovery Documentation Unit
position and close out logs when authorized by the
Finance/Administration Section Coordinator or EOC
Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Finance/Administration Section - F-25
10/24/2000
SEMS Multihazard Functional Plan Time Unit
FINANCE / ADMINISTRATION
TIME UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Personnel Coordinator
Personnel Clerk
Finance/Administration Section
Coordinator
GENERAL DUTIES:
· Track, record and report staff time for all personnel/volunteers working at the
emergency/disaster.
· Establish and maintain a file for all personnel working at the emergency/disaster.
· Ensure that daily personnel time recording documents are prepared and are in
compliance with specific City, OES and FEMA time recording policies.
· Track, record and repor~ equipment use and time.
YOUR RESPONSIBILITY:
Track hours worked by paid personnel, volunteers, contract labor, mutual aid and all
others and ensure that daily personnel time recording documents are prepared and
compliance to agency's time policy is being met. Ensure that time and equipment use
records identify scope of work and site-specific work location consistent with initial
safety/damage assessment records, sites and Damage Survey Reports (DSRs).
Personnel time and equipment use records should be collected and processed for each
operational period as necessary. Records must be verified, checked for accuracy and
posted according to existing policy. Excess hours worked must also be determined and
City of Rancho Cucamonga Finance/Administration Section - F-26
10/24/2000
SEMS Multihazard Functional Plan
Time Unit
separate logs maintained. Time and equipment use records must be compiled in
appropriate format for cost recovery purposes.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Finance/Administration Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
I Review your position responsibilities.
Identify yourself as Time Unit/Branch Coordinator.
Print your name on the EOC organization chart next to
your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
City of Rancho Cucamonga Finance/Administration Section - F-27
10/24/2000
SEMS Multihazard Functional Plan Time Unit
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
. Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Open and maintain Section logs.
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Finance/Administration Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
City of Rancho Cucamonga Finance/Administration Section - F-28
10/24/2000
SEMS Multihazard Functional Plan Time Unit
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational pedod.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Ci~ of Rancho Cucamonga Finance/Administration Section - F-29
10/24/2000
SEMS Multihazard Functional Plan Time Unit
Branch/Unit Operational Duties- PERSONNEL TIME
RECORDER
Determine specific requirements for the time recording
function.
Initiate, gather, or update a time report from all
applicable personnel assigned to the
emergency/disaster for each operational period. (See
Part Three-Forms.)
Ensure that all records identify scope of work and site-
specific work location.
Post personnel travel and work hours, assignment to a
specific incident (location by address when possible),
transfers, promotions, specific pay provisions, and
terminations to personnel time documents.
Ensure that daily personnel time recording documents
are accurate and prepared in compliance with City
policy.
Ensure that all employee identification information is
verified to be correct on the time report.
Ensure that time reports are signed.
Maintain separate logs for overtime hours.
Establish and maintain a file for employee time
records within the first operational period for each
person.
Maintain records security.
Close out time documents prior to personnel leaving
emergency assignment.
Keep records on each shift (Twelve-hour shifts
recommended).
City of Rancho Cucamonga Finance/,4dministration Section - F-30
70/24/2000
SEMS Multihazard Functional Plan Time Unit
Coordinate with the Personnel Unit of the Logistics
Section.
Operational Duties- EQUIPMENT TIME RECORDER
Assist sections and branches/groups/units in
establishing a system for collecting equipment time
reports.
Ensure that all records identify scope of work and site-
specific work location. (See Part Three-Forms.)
Establish and maintain a file of time reports on owned,
rented, donated and mutual aid equipment (including
charges for fuel, parts, services and operators).
I Maintain records security.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Time Unit position and close out logs
when authorized by the Finance/Administration
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Finance/Administration Section - F-3i
10/24/2000
SEMS Multihazard Functional Plan Purchasing Unit
FINANCE SECTION
PURCHASING UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Purchasing Manager
Appointed by Finance Director
Finance/Administration Section
Coordinator
GENERAL DUTIES:
· Identify sources for equipment, expendable materials and resources.
· Manage all equipment rental agreements.
· Initiate vendor contracts associated with EOC activities within purchase authority
limits established by City Council or EOC Director.
Process all administrative paperwork associated with equipment rental and supply
contracts.
YOUR RESPONSIBILITY:
Administration of all financial matters pertaining to purchases, vendor contracts, leases,
fiscal agreements and tracking expenditures. Identify sources of expendable materials
and equipment, prepare and sign equipment rental agreements, and process all
administrative paperwork associated with equipment rental and supply contracts,
including incoming and outgoing mutual aid resources. Ensure that all records identify
scope of work and site-specific work location.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT.
City of Rancho Cucamonga Finance/Administration Section - F-32
10/24/2000
SEMS Multihazard Functional Plan Purchasing Unit
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Finance/Administration Section
Coordinator,
Obtain a briefing on the situation. o
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as Purchasing Unit/Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
Think ahead and anticipate situations and problems
before they occur,
City of Rancho Cucamonga Finance/Administration Section - F-33
10/24/2000
SEMS Multihazard Functional Plan Purchasing Unit
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Finance/Administration Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are received. Verify
information where questions exist.
City of Rancho Cucamonga Finance/Administration Section - F-34
10/24/2000
SEMS Multihazard Functional Plan Purchasing Unit
I
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy;
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Contact appropriate branch/group/unit leaders on
needs and any special procedures.
I Review/prepare EOC purchasing procedures.
Prepare and sign contracts as needed within
established contracting authority.
City of Rancho Cucamonga Finance/Administration Section - F-35
10/24/2000
SEMS Multihazard Functional Plan Purchasing Unit
Establish contracts and agreements with supply
vendors.
Ensure that all records identify scope of work and site-
specific locations.
Ensure that a system is in place which meets City's
property management requirements. Ensure proper
accounting for all new property.
Interpret contracts/agreements and resolve claims or
disputes within delegated authority.
Coordinate with Compensations/Claims Unit on
procedures for handling claims,
I Finalize all agreements and contracts.
Complete final processing and send documents for
payment.
Verify cost data in pre-established vendor contracts
with Cost Analysis Unit.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Purchasing Unit position and close out
logs when authorized by the Finance/Administration
Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Finance/Administration Section - F-36
10/24/2000
SEMS MultihaZard Functional Plan Compensation/Claims Unit
FINANCE / ADMINISTRATION
COMPENSATION/CLAIMS UNIT
PRIMARY:
ALTERNATE:
SUPERVISOR:
Personnel Coordinator
Personnel Clerk
Finance/Administration Section
Coordinator
GENERAL DUTIES:
Accept as agent for the City of Rancho Cucamonga claims resulting from an
emergency/disaster.
· Collects information for all forms required by Workers Compensation and local
agencies.
Maintain a file of injuries and illness associated with the personnel activity at the
EOC and maintains a file of written witness statements on injuries.
· Manage and direct all compensation for injury specialists and claims specialists
assigned to the emergency/disaster.
· Provide investigative support in areas of claims for bodily injury and property
damage compensation presented to the City of Rancho Cucamonga.
YOUR RESPONSIBILITY:
Manage the investigation and compensation of physical injuries and property damage
claims involving the City of Rancho Cucamonga arising out of an emergency/disaster,
including completing all forms required by worker's compensations programs and local
agencies, maintaining a file of injuries and illnesses associated with the incident,
providing investigative support of claims and issuing checks upon settlement of claims.
City of Rancho Cucamonga Financef Administration Section - F-37
10/24/2000
SEMS Multihazard Functional Plan Compensation/Claims Unit
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
I Check in upon arrival at the EOC.
Report to the Finance/Administration Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as Compensation/Claims Unit/Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed.
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
City of Rancho Cucamonga Finance/Administration Section - F-38
10/24/2000
SEMS Multihazard Functional Plan Compensation/Claims Unit
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Finance/Administration Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
City of Rancho Cucamonga Finance/Administration Section - F-39
10/24/2000
SEMS Multihazard Functional Plan Compensation/Claims Unit
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Director's action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
I
Coordinate with the Safety Officer, Liaison Officer,
Agency Representatives, Personnel Unit of the
Logistics Section and ICS Field Level
Compensation/Claims Unit Leader.
City of Rancho Cucamonga Finance/,4dministration Section - F-40
10/24/2000
SEMS Multihazard Functional Plan Compensation/Claims Unit
Maintain a log of all injuries occurring during the
disaster/emergency.
Develop and maintain a log of potential and existing
claims.
Prepare claims relative to damage to City property and
notify and file the claims with insurers.
Periodically review all logs and forms produced by Unit
to ensure:
· Work is complete
· Entries are accurate and timely
· Work is in compliance with City of Rancho
Cucamonga requirements and policies.
Determine if there is a need for Compensation-for-
Injury and Claims Specialists and order personnel as
needed.
Ensure that all Compensation-for-Injury and Claims
logs and forms are complete and routed to the
appropriate department for post-EOC processing.
Ensure the investigation of all accidents, if possible.
Ensure that the Personnel Unit of the Logistics Section
completes claims for any injured personnel or
volunteers working at the emergency.
Provide report of injuries and coordinate with the
Safety Officer for mitigation of hazards.
Obtain all witness statements pertaining to claims and
review for completeness.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
City of Rancho Cucamonga Finance/Administration Section - F-4I
10/24/2000
SEMS Multihazard Functional Plan Compensation/Claims Unit
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Compensation/Claims Unit position and
close out logs when authorized by the
Finance/Administration Section Coordinator or EOC
Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Finance/Administration Section - F-42
10/24/2000
SEMS Multi-hazard Functional Plan Cost Analysis Unit
FINANCE / ADMINISTRATION
COST ANALYSIS UNIT
PRIMARY:
Finance Officer
ALTERNATE:
Budget Analyst
SUPERVISOR:
Finance/Administration Section
Coordinator
GENERAL DUTIES:
· Provide all cost analysis activity associated with EOC operation.
· Obtain and record all cost data for the emergency/disaster.
· Ensure the proper identification of all equipment and personnel requiring payment.
· Analyze and prepare estimates of EOC costs.
· Maintain accurate record of EOC costs.
YOUR RESPONSIBILITY:
Provide cost analysis data for the incident to help the planning and recovery efforts.
Ensure that all pieces of equipment and personnel that require payment are properly
identified; obtain and record all cost data; analyze and prepare estimates of incident
costs and maintain accurate records of incident costs.
The Cost Analysis Unit will be increasingly tasked to support the planning function in
terms of cost estimates of resources used. The Unit must maintain accurate information
on the actual costs for the use of all assigned resources.
City of Rancho Cucamonga Finance/Administration Section - F-43
10/24/2000
SEMS Multi-hazard Functional Plan Cost Analysis Unit
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT.
Action Taken: Time/Date/Comments CHECKLIST ACTIONS
Branch/Unit Start-Up Actions
Check in upon arrival at the EOC.
Report to the Finance/Administration Section
Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up
as necessary.
Review your position responsibilities.
Identify yourself as Compensation/Claims Unit/Branch
Coordinator. Print your name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your authority and
assignment and what others in the organization do.
Activate elements of your Branch/Unit, establish work
area, assign duties and ensure Branch/Unit journal/log
is opened.
Determine 24-hour staffing requirement and request
additional support as required.
Request additional resources through the appropriate
Logistics Section Unit, as needed.
Ensure that all your incoming Branch/Unit personnel
are fully briefed,
Based on the situation as known or forecast,
determine likely future Branch/Unit needs.
City ofRancho Cucamonga
10/24/2000
Finance/~4dministration Section - F-44
SEM8 Multi-hazard Functional Plan Cost ,4nalysis Unit
Think ahead and anticipate situations and problems
before they occur.
Using activity log (see sample, Part Three-Forms),
maintain all required records and documentation to
support the After-Action Report and the history of the
emergency/disaster. Document:
· Messages received
· Action taken
· Decision justification and documentation
· Requests filled
· EOC personnel, time on duty and assignments
Precise information is essential to meet
requirements for possible reimbursement by the
State OES and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and
support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources
associated with your Branch/Unit. Maintain current
status reports and displays.
Keep the Finance/Administration Section Coordinator
advised of your Branch/Unit status and activity and on
any problem areas that now need or will require
solutions.
Provide periodic situation or status reports to your
Section Coordinator for updating information to the
Planning/Intelligence Section.
Establish operating procedure with the Information
Systems Branch of the Logistics Section for use of
telephone, radio and data systems. Make any
priorities or special requests known.
Ci(y of Rancho Cucamonga Finance/4dministration Section - F-45
10/24/2000
SEMS Multi-hazard Functional Plan
Cost Analysis Unit
Review situation reports as they are received. Verify
information where questions exist.
Anticipate potential situation changes, such as severe
aftershocks, in all Branch/Unit planning. Develop a
backup plan for all plans and procedures requiring off-
site communications.
Determine and anticipate your support needs and
forward to your Section Coordinator
Conduct periodic briefings for your Branch/Unit.
Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing
and organization as appropriate to meet current
needs.
Use face-to-face communication in the EOC whenever
possible and document decisions and policy.
Refer all media contacts to your Section Coordinator.
Be prepared to participate in the EOC Directors action
planning meetings and policy decisions if requested.
Ensure that all your Branch/Unit personnel and
equipment time records and record of expendable
materials used are provided to your Section
Coordinator at the end of each operational period.
(See Part Three-Forms)
Brief your relief at shift change time. Ensure that in-
progress activities are identified and follow-up
requirements are known.
Branch/Unit Operational Duties
Collect and record all cost data. (See Part Three-
Forms.)
Maintain a fiscal record of all expenditures related to
he emergency/disaster.
City of Rancho Cucamonga Finance/Administration Section - F-46
10/24/2000
SEMS Multi-hazard Functional Plan Cost Analysis Unit
Prepare and provide periodic cost summaries for the
Finance/Administration Section Coordinator and the
EOC Director.
Maintain cumulative emergency/disaster cost records.
Ensure that all financial obligation documents are
accurately prepared.
Prepare resources-use cost estimates.
Maintain accurate information on the actual cost for
the use of all assigned resources.
With the Time Unit, ensure that all pieces of
equipment under contract and dedicated personnel
are properly identified.
Ensure that all EQC sections maintain proper
supporting records and documentation to support
claims.
Make recommendations for cost savings to the
Finance/Administration Section Coordinator.
Deactivation
Ensure that all required forms or reports are
completed prior to your release and departure.
Be prepared to provide input to the After-Action
Report.
Determine what follow-up to your assignment might be
required before you leave.
Deactivate the Cost Analysis Unit position and close
out logs when authorized by the Finance/
Administration Section Coordinator or EOC Director.
Leave forwarding phone number where you can be
reached.
City of Rancho Cucamonga Finance/Administration Section - F-47
10/24/2000
Supporting Documentation to Part Three--Definitions/
Multihazard Functional Plan Acronyms
LIST OF ACRONYMS AND ABBREVIATIONS (cpe-47)
A&E
AC
ADA
AQMD
ARC
ASCS
ARES
Architecture and Engineering
Area Command
Americans with Disabilities Act
Air Quality Management Distdct
American Red Cross
U.S. Agricultural Stabilization and Conservation Services
Amateur Radio Emergency Services
BLM
BOR
BPA
Bureau of Land Management
Bureau of Reclamation
Blanket Purchasing Agreements
CofS
CAA
CALDAP
CalTmns
CALWAS
CAN
CAO
CAT
CAV
CCA
CCC
CCP
CD
CDBG
CDC
CDF
CDL
CDRG
CEM
CEO
CEP
CEPEC
CEPPO
CEQA
CERCLA
CESA
CESFRS
CESRS
Chief of Staff
Clean Air Act
California Disaster Assistance Program
California Depadment of Transportation
California Warning System
Community Alert Network
Chief Administrative Office(r)
Crisis Action Team
Community Assistance Visit
Comprehensive Cooperative Agreement
California Conservation Corps
Casualty Collection Points
Civil Defense
Community Development Block Grant
Centers for Disease Control, U .S. Public Health Service
California Department of Forestry
Community Disaster Loan
Catastrophic Disaster Response Group
Comprehensive Emergency Management
Chief Executive Officer
Comprehensive Emergency Planning
California Earthquake Prediction Evaluation Council
Chemical Emergency Preparedness and Prevention Office
California Environmental Quality Act
Comprehensive Environmental Response Compensation and Liability
Act
California Emergency Services Association
California Emergency Service Fire Radio System
California Emergency Services Radio System
City of Rancho Cucamonga
01/18/2001
Supporting Documentation to
Multihazard Functional Plan
Part Three--Definitions/
Acronyms
CFR
CHP
CLEMARS
CLERS
CLETS
COE
COG
CPG
CPI
CWA
Code of Federal Regulations
California Highway Patrol
California Law Enforcement Mutual Aid Radio System
California Law Enforcement Radio System
California Law Enforcement Tele-communications System
Corps of Engineers (US Army)
Continuity of Government
Civil Preparedness Guide
Consumer Price Index
Clean Water Act
DA
DAC
DAE
DAP
DCS
DFCO
DFO
DHA
DHHS
DLS
DMIS
DOB
DOC
DOD
DOE
DOL
DOT
DP
DPIG
DRM
DRO
DSA
DSA
DSR
DUA
DWI
DWR
Damage Assessment
Disaster Application Center
Disaster Assistance Employee
Disaster Assistance Programs
Disaster Communications Service
Deputy Federal Coordinating Officer
Disaster Field Office
Disaster Housing Assistance
Department of Health and Human Services
Disaster Legal Services
Disaster Management Information System
Duplication of Benefits
Department Operations Center
Department of Defense
Depadment of Energy
Department of Labor
Department of Transportation
Disaster Preparedness
Disaster Preparedness Improvement Grant
Disaster Recovery Manager
Disaster Recovery Operations
Disaster Support Area
Division of the State Architect (California)
Damage Survey Report
Disaster Unemployment Assistance
Disaster Welfare Inquiry
California Department of Water Resources
EAS
EBS
ED
EDD
EDIS
Emergency Alert System
Emergency Broadcast System
United States Department of Education
Employment Development Department
Emergency Digital Information System
City of Rancho Cucamonga
01/18/2001
Supporting Documentation to
Multihazard Functional Plan
Part Three--Definitions/
Acronyms
EEls
EEO
EIR
EMA
EMI
EMMA
EMP
EMSA
EMS
EMT
ENN
EOB
EOC
EOP
EOP
EPA
EPI
EPIC
ER
ERT
ESA
ESA
ESC
ESC
ESF
EST
Essential Elements of Information
Equal Employment Opportunity
Environmental Impact Review
Emergency Management Assistance
Emergency Management Institute
Emergency Managers Mutual Aid
Electromagnetic Pulse
Emergency Medical Services Authority
Emergency Medical Services
Emergency Medical Technician
Emergency News Network
Emergency Operations Bureau (L.A. County Sheriff s Dept.)
Emergency Operations Center
Emergency Operating Procedures
Emergency Operations Plan
Environmental Protection Agency
Emergency Public Information
Emergency Public Information Center
Emergency Relief Program
Emergency Response Team
California Emergency Services Act
Endangered Species Act
Earthquake Service Center
Emergency Services Coordinator
Emergency Suppod Functions
Emergency Support Team
FA
FAA
FAS
FAST
FAX
FBI
FCC
FCO
FEMA
FFY
FHWA
FIA
FIPS
FIRESCOPE
FrnHA
FONSI
FPM
Fire Administration (office symbol)
Federal Aviation Administration
Federal Aid System Road
Federal Agency Support Team
Facsimile
Federal Bureau of Investigation
Federal Communications Commission
Federal Coordinating Officer
Federal Emergency Management Agency
Federal Fiscal Year
Federal Highway Administration
Federal Insurance Administration
Number Same as Project Application Number
Firefighting Resources of Calif. Organized for Potential Emergencies
Farmers Home Administration
Finding of No Significant Number
Flood Plain Management
City of Rancho Cucamonga
01/18/2001
Supporting Documentation to Pan Three--Definitions/
Multihazard Functional Plan Acronyms
FRERP
FIB
Federal Radiological Emergency Response Plan
Franchise Tax board (State of California)
GAR
GIS
GSA
Govemor's Authorized Representative
Geographic Information System
General Services Administration
Haz Mit
HAZMAT
HEW
HM
HMC
HMDA
HMGP
HMO
HMT
HUD
Hazard Mitigation (Safety measures taken in advance to lessen future
damage)
Hazardous Materials
U.S. Department of Health, Education and Welfare
Hazard Mitigation
Hazard Mitigation Coordinator
Hazard Mitigation and Disaster Assistance
Hazard Mitigation Grant Program
Hazard Mitigation Officer
Hazard Mitigation Team
Housing and Urban Development Program
IA
IA/O
IC
ICC
ICP
ICS
IFG
IFGP
IG
IRS
IRMS
Individual Assistance
Individual Assistance/Officer
Incident Commander
Interstate Commerce Commission
Incident Command Post
Incident Command System
Individual and Family Grant Program (State of California program)
Individual and Family Grant Program
Inspector General
U.S. Internal Revenue Service
Information Resources Management Service
JIC
JDIC
JPA
JPIC
JIS
Joint Information Center
Justice Data Interface Controller
Joint Powers Agreement
Joint Public Information Center
Joint Information System
LACDA
LACTA
LGAC
Los Angeles County Drainage Area
Los Angeles County Transportation Authority
Local Government Advisory Committee
MACS Multi-Agency Coordination System
MARAC Mutual Aid Regional Advisory Committee
MARS U.S. Army Military Affiliate Radio System
MASF Mobile Aero-medical Staging Facility
City of Rancho Cucamonga
01/18/2001
Supporting Documentation to
Multihazard Functional Plan
Part Three--Definitions/
Acronyms
MC
MCR
MHFP
MOA
MOU
MRA
MRE
MSA
MTA
Mobilization Center
Military Communications Representative
Multihazard Functional Planning
Memorandum of Agreement
Memorandum of Understanding
Mortgage and Rental Assistance Program
Meals Ready to Eat
Multi-Purpose Staging Area
Metropolitan Transit Authority
NAWAS
NCCEM
NCS
NCSP
NCSRM
NDAA
NDEA
NDMS
NECC
NEIS
NEST
NETC
NFA
NFDA
NFIP
NHC
NHPA
NIFCC
NOAA
NOI
NRC
NRT
NTC
NVOAD
NWS
National
National
National
National
Warning System
Coordinating Council on Emergency Management
Communications System
Communications Support System
National Communications System Regional Manager
California Natural Disaster Assistance Act
National Defense Education Act
National Disaster Medical System
National Emergency Coordination Center (FEMA)
National Earthquake Information Service
Nuclear Emergency Search Team
National Emergency Training Center
National Fire Academy
National Funera; Directors Association
National Flood insurance Program
National Hurricane Center
National Historic Preservation Act
National Interagency Fire Coordination Center, U .S. Forest Service
National Oceanic and Atmospheric Administration
Notice of Interest
Nuclear Regulatory Commission
National Response Team
National Teleregistration Center
National Voluntary Organizations Active in Disaster
National Weather Service
OA
OASIS
OES
OFA
OMB
OPA
OPM
OSA
Operational Area
Operational Area Satellite Information System
Office of Emergency Services
Other Federal Agencies
Office of Management and Budget (Federal)
Oil Pollution Act
Office of Personnel Management
California Office of the State Architect
City of Rancho Cucatnonga
01/18/2001
Supporting Documentation to
Multihazard Functional Plan
Part Three--Definitions/
Acronyms
OSC
OSHA
OSTP
PA
PAO
PA
PA/O
PA#
PBX
PDA
PDH
PDS
PFT
PIO
PL
PNP
PSI
PSR
PUC
On-Scene Coordinator
Occupational Safety and Health Administration
Office of Science Technology Policy
Public Affairs
Public Affairs Officer
Public Assistance
Public Assistance Officer
Project Application Number
Pdvate Branch Exchange
Preliminar,/Damage Assessment
Packaged Disaster Hospital
Professional Development Sedes
Permanent Full-Time Employee
Public Information Officer
Public Law - U.S. Public Law 93-288, Federal Disaster Relief Act of 1974
Private Nonprofit Organization
Pounds per Square Inch
Personal Service Radio
California Public Utilities Commission
RACES
RADEF
RCP
RD
REACT
REC
REOC
RM
RO
RRT
RTOS
Radio Amateur Civil Emergency Services
Radiological Defense
Regional Oil and Hazardous Substances Pollution Contingency Plan
Regional Director (FEMA)
Radio Emergency Associated Communication Team
Regional Emergency Coordinator
Regional Emergency Operations Center
Radiological Monitor
Radiological Officer
Regional Response Team
Rail Transit Operations Supervisor
SA
SAP
SAR
SARA
SAST
SBA
SCAQMD
SCESA
SCO
SEMO
SEMS
SF
Salvation Army
State Assistance Program
Search and Rescue
Superfund Amendment Reauthorization Act (Title Ill)
California State Agency Support Team
Small Business Administration
South Coast Air Quality Management District
Southern California Emergency Services Association
State Coordinating Officer
State Emergency Management Office
Standardized Emergency Management System
Standard Form
City of Rancho Cucamonga
01/18/2001
Supporting Documentation to
Multihazard Functional Plan
SHMO
SHPO
SITREP
SLPS
SOC
SOP
STO
Subgrantee
TH
TSCA
USACE
USAR
USDA
USFA
USGS
VA
VSAT
VOAD
State Hazard Mitigation Officer
State Histodc Preservation Officer
Situation Repod
State and Local Programs and Support Directorate (FEMA)
State Operations Center
Standard Operating Procedure
State Training Officer
An eligible applicant in Federally declared disasters
Temporary Housing
Toxic Substances Control Act
United States Army Corps of Engineers
Urban Search and Rescue
U.S. Department of Agriculture
United States Fire Administration
United States Geological Survey
Veterans Administration
Very Small Aperture Terminal
Volunteer Organizations Active in Disaster
Part Three--Definitions/
Acronytns
City of Rancho Cucarnonga
01/18/2001
Supporang Documentation to Part Three---Definiaonx/
Multihazard Funcaonal Plan Glossary of Terms
GLOSSARY OF TERMS (CPG-47)
This Glossary contains definitions of terms commonly used in the Standardized
Emergency Management System (SEMS).
A
Advance Element of the Emergency Response Team (ERT-A): The portion of the
Emergency Response Team (ERT) which is the first group deployed to the field to respond to a
disaster incident.
Action Plan: "Action Plan" means the plan prepared in the EOC containing the emergency
response objectives of that SEMS level reflecting overall priorities and supporting activities for a
designated period. The plan is shared with supporting agencies.
Activate: At a minimum, a designated official of the emergency response agency that
implements SEMS as appropriate to the scope of the emergency and the agency's role in
response to the emergency.
Aerial Reconnaissance: An aerial assessment of the damaged area which includes gathering
information on the level and extent of damage and identifying potential hazardous areas for on-
site inspections.
After Action Report: A report covedng response actions, application of SEMS, modifications to
plans and procedures, training need, and recovery activities. After action reports are required
under SEMS after any emergency which requires a declaration of an emergency. Reports are
required within 90 days.
Agency: An agency is a division of government with specific function, or a non-governmental
organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance.
In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident
mitigation), or assisting and/or cooperating (providing resources and/or assistance). (See
Assisting, Cooperating Agency and Multi-agency.)
Agency Assistance: Grants for projects or planning activities, loans, and all other forms of
financial or technical assistance provided by the Agency.
Agency Dispatch: The agency or jurisdictional facility from which resources are allocated to
incidents.
Agency Executive or Administrator: Chief executive officer (or designee) of the agency or
jurisdiction that has responsibility for the incident.
Agency Representative: An individual assigned to an incident or to an EOC from an assisting
or cooperating agency who has delegated authority to make decisions on matters affecting that
agency's participation at the incident or at the EOC. Agency Representatives report to the
Liaison Officer at the incident, or to the Liaison Coordinator at SEMS EOC levels.
Ci(F Of Rancho Cucamonga Glossat>, of Tetras - page I Glossary of Terms
01/18/2001
Supporting Documentaaon to Pan ThrerDefinia'ons/
MultihaZard Funcaonal Plan Glossary of Terms
Air Operations Branch Director: The person primarily responsible for preparing and
implementing the air operations portion of the Incident Action Plan. Also responsible for
providing Iogistical support to helicopters operating on the incident.
Allocated Resources: Resources dispatched to an incident.
American Red Cross: A quasi-governmental volunteer agency that provides disaster relief to
individuals and families.
Area Command: An organization established to: 1) oversee the management of multiple
incidents that are each being handled by an Incident Command System organization; or 2) to
oversee the management of a very large incident that has multiple Incident Management Teams
assigned to it. Area Command has the responsibility to set overall strategy and priorities
allocate critical resources based on priorities, ensure that incidents are properly managed, and
ensure that objectives are met and strategies followed.
Assigned Resources: Resources checked in and assigned work tasks on an incident.
Assignments: Tasks given to resources to perform within a given operational period, based
upon tactical objectives in the Incident or EOC Action Plan.
Assistant: Title for subordinates of the Command Staff positions at the Field SEMS level. The
title indicates a level of technical capability, qualifications, and responsibility subordinate to the
primary positions. Assistants may also be used to supervise unit activities at camps.
Assisting Agency: An agency directly contributing tactical or service resources to another
agency.
Available Resources: Incident-based resources which are available for immediate assignment.
B
Base: The location at an incident at which primary Iogistics functions for an incident are
coordinated and administered. There is only one Base per incident. (incident name or other
designator will be added to the term "Base.") The Incident Command Post may be collocated
with the Base.
Base Flood: A term used in the National Flood Insurance Program to indicate the minimum
size flood to be used by a community as a basis for its floodplain management regulations;
presently required by regulation to be that flood which has a one-percent chance of being
equaled or exceeded in any given year, also known as a lO0-year flood or one-percent chance
flood.
Base Flood Elevation (BFE): The elevation for which there is a one-percent chance in any
given year that flood levels will equal or exceed it. The BFE is determined by statistical analysis
for each local area and designated on the Flood Insurance Rate Map. It is also known as the
100-Year Flood.
CiC; Of Rancho Cucamonga Glossary of Terms
Glossary of Term~ -page 2
01/18/2001
Supporang Documentan'on to
Multihazard Functional Plan
Part ThrerDe~niaonx/
Glossary of Terms
Branch: The organizational level at the SEMS Field Level having functional or geographic
responsibility for major parts of incident operations. The Branch level is organizationally
between Section and Division/Group in the Operations Section, and between Section and Units
in the Logistics Section. Branches are identified by the use of Roman Numerals or by functional
name (e.g., medical, security, etc.). Branches area also used in the same sequences at the
SEMS EOC Levels.
Branch Director: The ICS title for individuals responsible for supervision of a Branch at the
Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.
C
Cache: A pre-determined complement of tools, equipment and/or supplies stored in a
designated location, available for incident use.
California Emergency Council: The official advisory body to the Governor on all matters
pertaining to statewide emergency preparedness.
Camp: A geographical site, within the general incident area, separate from the Incident Base,
equipped and staffed to provide sleeping, food, water, and sanitary services to the incident
personnel.
Care and Shelter: A phase of operations that meets the food, clothing, and shelter needs of
people on a mass care basis.
Casualty Collection Points (CCP): A location within a jurisdiction which is used for the
assembly, tdage (sorting), medical stabilization, and subsequent evacuation of casualties. It
may be used for the receipt of incoming medical resources (doctors, nurses, supplies, etc.
Preferably the site should include or be adjacent to an open area suitable for use as a helicopter
pad.
Catastrophic Disaster: Although thee is no commonly accepted definition of a catastrophic
disaster the term implies an event or incident which produces severe and widespread damages
of such a magnitude as to result in the requirement for significant resources from outside the
affected area to provide the necessary response.
Catastrophic Disaster Response Group (CDRG): The national-level group of representatives
from the Federal department and agencies under the Plan. The CDRG serves as a centralized
coordinating group which supports the on-scene Federal response and recovery efforts. Its
members have access to the appropriate policy-makers in their respective parent organizations
to facilitate decisions on problems and policy issues.
Chain of Command: A series of management positions in order of authority.
Check-in: The process whereby resources first report to an incident or into an EOC/Check-in
locations at the SEMS Field level include: Incident Command Post (Resources Unit), Incident
Base, Camps, Staging Areas, Helibases, Hellspots, and Division Supervisors (for direct line
assignments).
Cit~ Of Rancho Cucamonga Glossary of Terms
Glossary of Terms - page ]
01/18/2001
Supporllng Documentation to
Multiha:ard Functional Plan
Part Thre~Definitions/
Glossat>. of Terms
checklist: A list of actions taken by an element of the emergency organization in response to a
particular event or situation.
Civil Air Patrol: A civilian auxiliary of the United Stated Air Force which provides personnel,
services, and equipment for specified missions in support of state and local emergency
operations.
Civil Disorder: Any incident intended to disrupt community affairs that requires police
intervention to maintain public safety including riots and mass demonstrations as well as terrorist
attacks.
Civil Preparedness Guidance (CPG): A series of FEMA Policy documents.
Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or
agency specific codes are used when utilizing Clear Text.
Code of Federal Regulations (CFR): "49 CFR" refers to Title 49, the primary volume regarding
hazmat transportation regulations.
Command: The act of directing, and/or controlling resources at an incident by virtue of explicit
legal, agency, or delegated authority. May also refer to the Incident Commander.
Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the SEMS Field level consists of the Information
Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander.
They may have an assistant or assistant s, as needed. These functions may also be found at
the EOC levels in SEMS. At the EOC, they would report to the EOC Director but may be
designated as Coordinators. At EOCs, the functions may also be established as Sections, or
Branches to accommodate subsequent expansion.
Communications Unit: An organizational unit in the Logistics Section responsible for providing
communication services at an incident or an EOC. A communications Unit may also be a facility
(e.g. a trailer or mobile van) used to provide the major part of an Incident Communications
Center.
Community Right-to-Know: Legislation requiring the communicating of chemical formation to
local agencies or the public.
Compact: Formal working agreements among agencies to obtain mutual aid.
Compensation UnitJClaims Unit: Functional unit within the Finance/Administration Section
responsible for financial concerns resulting from property damage, injuries or fatalities at the
incident or within an EOC.
Complex: Two or more individual incidents located in the same general area which are
assigned to a single Incident Commander or to a Unified Command.
Comprehensive Emergency Management (CEM): An integrated approach to the
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management of emergency programs and activities for all four emergency phases (mitigation,
preparedness, response, and recovery), for all types of emergencies and disaster (natural,
manmade, and attack), and for all levels of government (local, State, and Federal) and the
private sector.
Computerized Hazard Identification Program (CHIP): Part of FEMA's Integrated Emergency
Management System, this evaluation program identifies the hazards posing the greatest threat
to State and local governments and the capabilities of existing programs to respond (formerly
referred to as Hazard Identification and Capability Assessment).
Continuity of Government (COG): All measures that may be taken to ensure the continuity of
essential functions of governments in the event of emergency conditions, including line-of-
succession for key decision makers.
Contingency Plan: A sub or supporting plan which deals with one specific type of emergency,
its probable effect on the jurisdiction, and the actions necessary to offset these effects.
Cooperating Agency: An agency supplying assistance other than direct tactical or support
functions or resources to the incident control effort (e.g., Amedcan Red Cross telephone
company, etc.).
Coordination: The process of systematically analyzing a situation, developing relevant
information, and informing appropriate command authority of viable alternatives for selection of
the most effective combination of available resources to meet specific objectives. The
coordination process (which can be either intra- or inter-agency) does not involve dispatch
actions. However, personnel responsible for coordination may perform command or dispatch
functions within the limits established by specific agency delegations, procedures, legal
authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility that is used for the coordination of
agency or jurisdictional resources in support of one or more incidents.
Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated
costs related to incidents. Cost sharing agreements are normally written but may also be verbal
between authorized agency or jurisdictional representatives at the incident.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking
costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
CPG 1-5: Objectives for Local Emergency Management, prepared by FEMA. Describes and
explains functional objectives that represent a comprehensive and integrated emergency
management program.
CPG 1-8: Guide for Development of State and Local Emergency Operations Plans,
prepared by FEMA.
CPG 1-8a: Guide for the Review of State and Local Emergency Operations Plans,
prepared by FEMA. Provides FEMA staff with a standard instrument for assessing EOPs that
are developed to satisfy the eligibility requirement to receive Emergency Management
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Assistance (EMA) funding. Also called the "crosswalk" checklist.
CPG 1-35: Hazard Identification, Capability Assessment, and Multi-Year Development
Plan for local govemments, prepared by FEMA. A planning tool to guide local jurisdictions
through a logical sequence for identifying hazards, assessing capabilities, setting priorities, and
scheduling activities to improve capability over time.
D
Damage Assessment: The process utilized to determine the magnitude of damage and the
unmet needs of individuals, businesses, the public sector, and the community caused by a
disaster or emergency event.
Dam Failure: Part or complete collapse of a dam causing downstream flooding.
Declaration: The formal action by the President to make a State eligible for major disaster or
emergency assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance
Act, PL 3-288, as amended (the Stafford Act).
Declaration Process: When a disaster strikes, local authorities and individuals request help
from private relief organizations and their State government, which give all assistance possible.
If assistance is beyond their capability, the Govemor requests a Presidential declaration of a
major disaster or an emergency.
Delegation of Authority: A statement provided to the Incident Commander by the Agency
Executive delegating authority and assigning responsibility. the Delegation of Authority can
include objectives, priorities, expectations, constraints and other considerations or guidelines as
needed. Many agencies require written Delegation of Authority to be given to Incident
Commanders prior to their assuming command on larger incidents.
Demobilization Unit: Functional unit within the Planning Section responsible for assuring
orderly, safe and efficient demobilization of incident or EOC assigned resources.
Department Operations Center: A EOC used by a distinct discipline, such as fire, medical,
hazardous material, or a unit, such as Department of Public Works, Department of Health or
local water district. Department operations centers may be used at all SEMS levels above the
field response level depending upon the impacts of the emergency.
Deputy Incident Commander (Section Chief or Branch Director): A fully qualified individual
who, in the absence of a superior, could be delegated the authority to manage a functional
operation or perform a specific task. In some cases, a Deputy could act as relief for a superior
and therefore must be fully qualified in the position. Deputies may also be found as necessary
at all SEMS EOC levels.
Designated Area: Any emergency or major disaster-affected portion of a State that has been
determined eligible for Federal assistance.
Designation: The action by the Associate Director, SLPSD, to determine the type of assistance
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to be authorized under the Stafford Act for a particular declaration; and the action by the FEMA
Regional director to determine specifically what counties, or county equivalents, are eligible for
such assistance.
Direction and Control (Emergency Management): The provision of overall operational control
and/or coordination of emergency operations at each level of the Statewide Emergency
Organization, whether it be the actual direction of field forces or the coordination of joint efforts
of govemmental and private agencies in supporting such operations.
Disaster: A sudden calamitous emergency event bringing great damage loss or destruction.
Disaster Application Center: Afacilityjointly established by the Federal and State
Coordinating Officers within or adjacent to an disaster impacted area to provide disaster victims
a "one-stop" service in meeting their emergency representatives of local, state, and federal
governmental agencies, private service organizations and certain representatives of the private
sector.
Disaster Assistance Program: A program that provides state funding or reimbursement for
local government response related personnel costs incurred in response to an incident as
defined in Section 2402 (i).
Disaster Field Office: A central facility established by the Federal Coordinating Office within or
immediately adjacent to disaster impacted areas to be utilized as a point of coordination and
control for state and federal governmental efforts to support disaster relief and recovery
operations.
Disaster Preparedness Improvement Grant Program (DPIG): Authorized under Section 201
of the Stafford Act. Annual matching awards are provided to Stated to improve or update their
disaster assistance plans and capabilities.
Disaster Recovery Manager (DRM): The person appointed to exercise the authority of a
Regional Director for a particular emergency or disaster.
Disaster Service Worker: Includes public employees and any unregistered person impressed
into service during a State of War emergency, a State of emergency, or a Local Emergency by a
person having authority to command the aid of citizens in the execution of his duties. It does not
include any member registered as an active fire fighting member of any regularly organized
volunteer fire department, having official recognition, and full or partial support of the county, city,
town or district in which such fire department is located,
Disaster Support Area (DSA): A predesignated facility anticipated to be at the periphery of a
disaster area, where disaster relief resources (manpower and material) can be received,
accommodated or stockpiled, allocated, and dispatched into the disaster area. A separate
portion of the area may be used for receipt and emergency treatment of casualty evacuees
arriving via short-range modes of transportation (air and ground) and for the subsequent
movement of casualties by heavy, long-rang aircraft, to adequate medical care facilities.
Disaster Welfare Inquiry (DWI): A service that provides health and welfare reports about
relatives and certain other individuals believed to be in a disaster area and when the disaster
caused dislocation or disruption of normal communications facilities precludes normal
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communications.
Dispatch: The implementation of a command decision to move a resource or resources from
one place to another.
Dispatch Center: A facility from which resources are assigned to an incident.
Division: Division are used to divide an incident into geographical areas of operation. Divisions
area identified by alphabetic characters for horizontal applications and, often, by numbers when
used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally
between Branches and Units.
Division or Group Supervisor: The position title for individuals responsible for command of a
Division or Group at an Incident. At EOC level, the title is Division Coordinator.
Documentation Unit: Functional unit within the Planning Section responsible for collecting,
recording and safeguarding all documents relevant to an incident or within an EOC.
Dose: Accumulated or total exposure to gamma radiation, commonly expressed in REM.
Dosimeter: An instrument for measuring and registering total accumulated exposure to gamma
radiation.
E
Earthquake Advisory: A statement issued by the State of California Office of Emergency
Services (OES), usually following a medium-sized earthquake, regarding scientific opinion that
there is an enhanced likelihood for additional seismic activity within a specified period (usually
three to five days).
Economic Stabilization: The intended result of governmental use of direct and indirect
controls to maintain and stabilize the nation"s economy during emergency conditions. Direct
controls include such actions as the setting or freezing of wages, prices, and rents or the direct
rationing of goods. Indirect controls can be put into effect by government through use of
monetary, credit, tax, or other policy measures.
Emergency: A condition of disaster or of extreme peril to the safety of persons and property
caused by such conditions as air pollution, fire, flood, hazardous material incident, storm,
epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or
disease, the Governor"s warning of an earthquake or volcanic prediction, or an earthquake or
other conditions, other than conditions resulting from a labor controversy.
Emergency Broadcast System: A system that enables the President and federal, state, and
local governments to communicate through commercial radio and television broadcast stations
with the general public in the event of a disaster.
Emergency Management (Direction and Control): The provision of overall operational control
and/or coordination of emergency operations at each level of the Statewide Emergency
Organization, whether it be the actual direction of field forces or the coordination of joint efforts
of governmental and private agencies in supporting such operations.
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Emergency Management Coordinator: The individual within each jurisdiction that is delegated
the day to day responsibility for the development and maintenance of all emergency
management coordination efforts.
Emergency Management Director (Emergency Services Director): The individual within
each political subdivision that has overall responsibility for jurisdiction emergency management
coordination efforts.
Emergency Medical Services: Treatment of casualties necessary to maintain their vital signs
prior to treatment at a medical center.
Emergency Medical Technician (EMT): A health-care specialist with particular skills and
knowledge in pre-hospital emergency medicine.
Emergency Operations: Those actions taken during the emergency period to protect life and
property, care for the people affected, and temporarily restore essential community services.
Emergency Operations Center (EOC): A location from which centralized emergency
management can be performed. EOC facilities am established by an agency or jurisdiction to
coordinate the overall agency or jurisdictional response and support to an emergency.
Emergency Operations Plan: The plan that each jurisdiction has and maintains for responding
to appropriate hazards.
Emergency Period: A period which begins with the recognition of an existing, developing, or
impending situation that poses a potential threat to a community. It includes the warning (where
applicable) and impact phase and continues until immediate and ensuing effects of the disaster
no longer constitute a hazard to life or threat to property.
Emergency Plans: Those official and approved documents which describe principles, policies,
concepts of operations, methods and procedures to be applied in carrying out emergency
operations or rendering mutual aid during emergencies. These plans include such elements as
continuity of government, emergency functions of govemmental agencies, mobilization and
application of resources, mutual aid, and public information.
Emergency Public Information (EPI): Information disseminated to the public by official
sources dudng an emergency, using broadcast and print media. EPI includes: (1) instructions
on survival and health preservation actions to take (what to do, what not to do, evacuation
procedures, etc.), (2) status information on the disaster situation (number of deaths, injuries,
property damage, etc.), and (3) other useful information (state/federal assistance available).
Emergency Public Information System: The network of information officers and their staffs
who operate from EPICs (Centers) at all levels of government within the state. The system also
includes the news media through which emergency information is released to the public.
Emergency Response Agency: Any organization responding to an emergency, whether in the
field, at the scene of an incident, or to an EOC, in response to an emergency, or providing
mutual aid support to such an organization.
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Emergency Response Personnel: Personnel involved with an agency"s response to an
emergency.
EOC Action Plan: The plan developed at SEMS EOC levels which contains objectives, actions
to be taken, assignments and supporting information for the next operational period.
Essential Facilities: Facilities that are essential for maintaining the health, safety, and overall
well-being of the public following a disaster (e.g., hospitals, police and fire department buildings,
utility facilities, etc.). May also include buildings that have been designated for use as mass care
facilities (e.g., schools, churches, etc.).
Evacuee: An individual who moves or is moved from a hazard area to a less hazardous area
with anticipation of return when the hazard abates.
Event: A planned, non-emergency activity. ICS can be used as the management system for a
wide range of events, e.g., parades, concerts or sporting events.
Exercise: Maneuver or simulated emergency condition involving planning, preparation, and
execution; carried out for the purpose of testing, evaluating, planning, developing, training,
and/or demonstrating emergency management systems and individual components and
capabilities, to identify areas of strength and weakness for improvement of an emergency
operations plan (EOP).
Exercise Scenario: Background detail (domestic, international, political, military) against which
an exercise is conducted.
Expedient Shelter: Any shelter constructed in an emergency or cdsis period on a "crash basis"
by individuals, single families, or small groups of families.
F
Facilities Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS
Field Response Level that provides fixed facilities for the incident. these facilities may include
the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.
Federal Agency (Federal Definition): Any department, independent establishment,
government corporation, or other agency of the executive branch of the federal government,
including the United States Postal Service, but not including the American Red Cross.
Federal Coordinating Officer (FCO): The person appointed by the President to coordinate
federal assistance following an emergency or major disaster declaration.
Federal Disaster Assistance: Provides in-kind and monetary assistance to disaster victims,
state, or local government by federal agencies under the provision of the Federal Disaster Relief
Act and other statutory authodties of federal agencies.
Federal Disaster Relief Act: Public Law 93-288, as amended, that gives the President broad
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powers to supplement the efforts and available resources of state and local governments in
carrying out their responsibilities to alleviate suffering and damage resulting from major
(peacetime) disasters.
Federal Emergency Management Agency: This agency was created in 1979 to provide a
single point of accountability for all Federal activities related to disaster mitigation and
emergency preparedness, response, and recovery.
Federal Hazard Mitigation Officer (FHMO): The FEMA employee responsible for representing
the agency for each declaration in carrying out the overall responsibilities for hazard mitigation
and for Subpart M, including coordinating post-disaster hazard mitigation actions with other
agencies of government at all levels.
Federal Insurance Administration (FIA): the government unit, a part of FEMA, that
administers the National Flood Insurance Program.
FEMA-State Agreement: A formal legal document between FEMA and the affected State
stating the understandings, commitments, and binding conditions for assistance applicable as
the result of the major disaster or emergency declared by the President. It is signed by the
FEMA Regional director, or designee, and the Governor.
Field Coordination Center: A temporary facility established by the Office of Emergency
Services within or adjacent to areas affected by a disaster. It functions under the operational
control of the OES mutual aid regional manager and is supported by mobile communications
and personnel provided by OES and other state agencies.
Field Operations Guide: A pocket-size manual of instructions on the application of the Incident
Command System.
Finance/Administration Section: One of the five primary functions found at all SEMS levels
which is responsible for all costs and financial considerations. At the incident the Section can
include the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.
Flood Hazard Boundary Map (FHBM): the official map of a community that shows the
boundaries of the flood plain and special flood hazard areas that have been designated. It is
prepared by FEMA, using the best flood data available at the time a community enters the
emergency phase of the NFIP. It is superseded by the FIRM after a more detailed study has
been completed.
Flood Insurance: The insurance coverage provided under the National Flood Insurance
Program.
Flood Insurance Rate Map (FIRM): The official map of a community prepared by FEMA, which
shows the base flood elevation, along with the special hazard areas and the dsk premium zones.
the study is funded by FEMA and is based on detailed surveys and analysis of the site-specific
hydrologic characteristics.
Food Unit: Functional unit within the Service Branch of the Logistics Section responsible for
providing meals for incident and EOC personnel.
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Function: In ICS, function refers to the five major activities in the ICS, i.e., Command,
Operations, Planning, Logistics and Finance/Administration. The same five functions also are
found at all SEMS EOC levels. At the EOC, the term Management replaces Command. The
term function is also used when describing the activity involved, e.g., "the planning function."
Functional Element: Refers to a part of the incident, EOC or DOC organization such as
section, branch, group or unit.
G
General Staff: The group of management personnel reporting to the Incident Commander or to
the EOC Director. They may each have a deputy, as needed. At the Field SEMS level, the
General Staff consists of:
Operations Section Chief
Planning/Intelligence Section Chief
Logistics Section Chief
Finance/Administration Section Chief
Generic ICS: Refers to the description of ICS that is generally applicable to any kind of incident
or event.
Ground Support Unit: Functional unit within the Support Branch of the Logistics Section at the
SEMS Field Response Level that is responsible for the fueling, maintaining and repairing of
vehicles, and the transportation of personnel and supplies.
Group: Groups are established to divide the incident into functional areas of operation. Groups
are composed of resources assembled to perform a special function not necessadly within a
single geographic division. (See Division.) Groups are located between Branches (when
activated) and Resources in the Operations Section.
H
Hazard: Any source of danger or element of risk to people or property.
Hazard Area: A geographically defined area in which a specific hazard presents a potential
threat to life and property.
Hazardous Material: A substance or combination of substances which, because of quantity,
concentration, physical chemical, radiological, explosive, or infectious characteristics, poses a
substantial presents or potential danger to humans or the environment. Generally, such
materials are classed as explosives and blasting agents, ~ammable and nonflammable gases,
combustible liquids, ~ammable liquids and solids, oxidizers, poisons, disease-causing agents,
radioactive materials, corrosive materials, and other materials including hazardous wastes.
Hazardous Material Incident (Stationary): Any uncontrolled release of material capable of
posing a risk to health, safety, and property. Areas at risk include facilities that produce,
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process, or store hazardous materials well as all sites that treat, store, and dispose of hazardous
material.
Hazardous Material Incident (Transportation): Any spill during transport of material that is
potentially a risk to health and safety
Hazard Mitigation: An cost effective measure that will reduce the potential for damage to a
facility from a disaster event.
Hazard Mitigation Assistance Program: Authorized under Section 404 of the Stafford Act.
Provided funding for hazard mitigation projects that are cost effective and complement existing
post-disaster mitigation programs and activities by providing funding for beneficial mitigation
measures that are not funded through other programs.
Hazard Mitigation Plan: The plan resulting from a systematic evaluation of the nature and
extent of vulnerability to the effects of natural hazards present in society that includes the actions
needed to minimize future vulnerability to hazards.
Helibase: The main location for parking, fueling, maintenance, and loading of helicopters
operating in support of an incident. It is usually located at or near the incident base.
Hellspot: Any designated location where a helicopter can safely take off and land. Some
hellspots may be used for loading of supplies, equipment, or personnel.
Hierarchy of Command: (See Chain of Command)
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires
action by emergency response personnel to prevent or minimize loss of life or damage to
properly and/or natural resources.
Incident Action Plan: The plan developed at the field response level which contains objectives
reflecting the overall incident strategy and specific tactical actions and supporting information for
the next operational period. The plan may be oral or written.
Incident Base: Location at the incident where the pdmary Iogistics functions are coordinated
and administered. (Incident name or other designator will be added to the term "Base.") the
Incident Command Post may be collocated with the Base. There is only one Base per incident.
Incident Commander: The individual responsible for the command of all function at the field
response level.
Incident Command Post (ICP): The location at which the primary command functions are
executed. The ICP may be collocated with the incident base or other incident facilities.
Incident Command System (ICS): The nationally used standardized on-scene emergency
management concept specifically designed to allow its user(s) to adopt an integrated
organizational structure equal to the complexity and demands of single or multiple incidents
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without being hindered by jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and communications operating within a common
organizational structure, with responsibility for the management of resources to effectively
accomplish stated objectives pertinent to an incident.
Incident Communication Center: The location of the Communications Unit and the Message
Center.
Incident Management Team: The Incident commander and appropriate General and
Command Staff personnel assigned to an incident.
Incident Objectives: Statements of guidance and direction necessary for the selection of
appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on
realistic expectations of what can be accomplished when all allocated resources have been
effectively deployed. Incident objectives must be achievable and measurable, yet flexible
enough to allow for strategic and tactical alternatives.
Individual Assistance (IA): Supplementary Federal assistance provided under the Stafford Act
to individuals and families adversely affected by a major disaster or an emergency. Such
assistance may be provided directly by the Federal Government or through State or local
governments or disaster relief organizations.
Information Officer: A member of the Command Staff responsible for interfacing with the
public and media or with other agencies requiring information directly from the incident. There is
only one Information Officer per incident. The Information Officer may have assistants. This
position is also referred to as Public Affairs or Public Information Officer in some disciplines. At
SEMS EOC levels, the information f~Jnction may be established as a Coordinator or as a section
or branch reporting directly to the EOC Director.
Initial Action: The Actions taken by resources which are the first to arrive at an incident.
Initial Response: Resources initially committed to an incident.
Integrated Emergency Management System (IEMS): Strategy for implementing emergency
management activities which builds upon those functions common to preparedness for any type
of occurrence and provides for special requirements of individual emergency situations. Seeks
function based plan annexes that can be adapted to varied hazard events.
Intermediate-Term Prediction: A prediction of an earthquake that is expected within a period
of a few weeks to a few years.
J
Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction at an incident
related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority
at an incident can be political/geographical (e.g., special district city, county, state or federal
boundary lines), or functional (e.g., police department, health department, etc.) (See Multi-
jurisdiction.)
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Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific
geographical area, or a mandated function.
L
Landing Zone: (See Hellspot)
Leader: The ICS title for an individual responsible for a functional unit, task forces, or teams.
Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for
coordinating with representatives from cooperating and assisting agencies. At SEMS EOC
levels, the function may be done by a Coordinator and/or within a Section or Branch reporting
directly to the EOC Director.
Lifelines: A general term including all systems for storing, treating, and distributing fuel,
communications, water, sewage, and electricity.
Life-Safety: Refers to the joint consideration of both the life and physical well-being of
individuals.
Local Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril
to the safety of persons and property within the territorial limits of a county, city and county, or
city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or
other conditions, other than conditions resulting from a labor controversy, which conditions are
or are likely to be beyond the control of the services, personnel, equipment, and facilities of that
political subdivision and required the combined forces of political subdivisions to combat.
Local Government: Means local agencies defined in Govemment Code 8680.2 and special
district as defined in California Code of Regulations, Title 19 Division 2, Chapter 5,
NDAA,2900(y).
Local Government Advisory Committee (LGAC): Committees established by the Director of
OES to provide a forum for the exchange of information among the cities and counties of a
Mutual Aid region. The LGAC may develop a consensus of action and policy among local
emergency managers on issues, policies, and programs of concern to local governments, and if
necessary bdng such concerns to the attention of OES Executive Management.
Logistics Section: One of the five primary functions found at all SEMS levels. The Section
responsible for providing facilities, services and materials for the incident or at an EOC.
Long-Term Earthquake Potential: No specific time frame. Can refer to decades, centuries or
millennia.
Long-Term Prediction: A prediction of an earthquake that is expected within a few years up to
a few decades.
M
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Major Disaster: Any hurricane, tornado, storm, flood, high-water, wind-driven water, tidal wave,
tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm,, drought, fire,
explosions, or other catastrophe in any part of the United States which, in the determination of
the President, causes damage of sufficient sevedty and magnitude to warrant major disaster
assistance under the Federal Disaster Relief Act, above and beyond emergency services by the
Federal Government, to supplement the efforts and available resources of States, local
governments, and disaster relief organizations in alleviating the damage, loss, hardship, or
suffering caused thereby.
Management by Objectives: In SEMS field and EOC levels, this is a top-down management
activity which involves a three-step process to achieve the desired goal. The steps are:
establishing the objectives, selection of appropriate strategy(s) to achieve the objectives; and the
direction or assignments associated with the selected strategy.
Marshaling Area: An area used for the completed mobilization and assemblage of personnel
and resources prior to their being sent directly to the disaster affected area. Marshaling Areas
area utilized particularly for disasters outside of the continental United States.
Mass Care Facility: A location where temporary services are provided to disaster victims
during an emergency which may include lodging, food, clothing, registration, welfare inquiry, first
aid, and essential social services.
Master Mutual Aid Agreement: An agreement entered into by and between the State of
Califomia, its various departments and agencies, and the various political subdivision, municipal
corporations, and other public agencies of the State of California to assist each other by
providing resources during an emergency. Mutual aid occurs when two or more parties agree to
furnish resources and facilities and to render services to each other to prevent and combat any
type of disaster or emergency.
Media: All means of providing information and instructions to the public, including radio,
television, and newspapers.
Medical Unit: Functional unit within the Service Branch of the Logistics Section at SEMS Field
levels responsible for the development of the Medical Emergency Plan, and for providing
emergency medical treatment of incident personnel.
Message Center: The Message Center is part of the Incident or EOC Communications Center
is collocated or placed adjacent to it. It receives, records, and routes information to appropriate
locations at an incident or within an EOC.
Mitigation: Pre-event planning and actions which aim to lessen the effects of potential disaster.
(See also Comprehensive Emergency Management).
Mobilization: The process and procedures used by all organizations federal, state and local for
activating, assembling, and transporting all resources that have been requested to respond to or
support an incident.
Mobilization Center: An off-incident location at which emergency service personnel and
equipment area temporarily located pending assignment to incidents, release, or reassignment.
City Of Rancho Cucamonga Glossary of Ferms
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Multiha:ard Functional Plan Glossary of Terms
Medical Self-Help: The medical treatment provided for the sick and injured by citizens and
emergency forces in the absence of professional care.
Multi-Agency Coordination: The functions and activities of representatives of involved
agencies and/or jurisdictions who make decisions regarding the priodtizing of incidents and the
sharing and allocations of critical resources.
Multi-Agency Coordination System (MACS): The combination of personnel, facilities,
equipment, procedures and communications integrated into a common system. When activated,
MACS has the responsibility for coordination of assisting agency resources and support in a
multi-agency or multi-jurisdiction environment. A MAC Group functions within the MACS. MACS
organizations are used within the California Fire Services.
Multi-Agency Incident: An incident where one or more agencies assist a judsdictional agency
or agencies. The incident may be managed under single or unified command.
Multi-jurisdiction Incident: An incident requidng action from multiple agencies that have a
statutory responsibility for incident mitigation. In ICS these incidents will be managed under
Unified Command.
Multi-purpose Staging Area (MSA): A predesignated location such as a County/District
Fairgrounds having a large parking areas and shelter for equipment and operator, which
provides a base for coordinated localized emergency operations, a rally point for mutual aid
coming into an area, and a site for post-disaster population support and recovery or emergency.
Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they
agree to assist one another upon request, by furnishing personnel and equipment.
Mutual Aid Coordinator: An individual at local government, operational area, region or state
level that is responsible to coordinate the process of requesting, obtaining, processing and using
mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid
system.
Mutual Aid Region: A mutual aid region is a subdivision of state OES established to assist in
the coordination of mutual aid and other emergency operations within a geographical area of the
state, consisting of two or more county (operational) areas.
Mutual Aid Staging Area: A temporary facility established by the State Office of Emergency
Services within, or adjacent to, affected areas. It may be supported by mobile communications
and personnel provided by field or headquarters staff from state agencies, as well as personnel
from local jurisdictions throughout the state.
N
National Emergency Training Center (NETC): FEMA"s campus in Emmitsburg, Maryland,
composed of the United States Fire Administration (USFA) and the Emergency Management
Institute (EMI).
National Flood Insurance Program (NFIP): The Federal program, created by an act of
Cit~ Of Rancho Cucamonga Glossary of Te~s - page l 7 Glossary of Terms
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Mulahazard Funcaonal Plan Glossary of Terms
Congress in 1968, that makes flood insurance available in communities that enact satisfactory
floodplain management regulations.
National Warning System: The federal portion of the civil defense warning system, used to
disseminate warning and other emergency information from the warning centers or regions to
warning points in each state.
Nuclear Incident (Fixed Facility): Any occurrence at a nuclear power plant resulting in a
potential or actual release of radioactive matedal in sufficient quantity which threatens the health
and safety of nearby populations.
O
Office of Emergency Services: The Governor"s Office of Emergency Services.
One Hundred (100)-Year Flood: The flood elevation that has a one-percent chance of being
equaled or exceeded in any given year. It is also known as the base flood elevation.
Operational Area: An intermediate level of the state emergency organization, consisting of a
county and all political subdivisions within the county area.
Operational Area Coordinator: The individual within the operational area responsible for a
specific function such as law enforcement, coroner"s services, or emergency medical services.
Operational Area Satellite Information System (OASIS): A statewide emergency
management system based on the operational area concept. An operational area is defined in
law (Section 8559, California Government Code) as an organization ( not a jurisdiction) whose
boundaries are those of a county. This organization is not necessarily a county government; it
could be several cities, or a city and a county, a county government or several county
governments, willing to undertake to coordinate the flow of mutual aid and information within the
defined area. The operational area concept is the backbone of the statewide emergency
management system.
Operational Period: The period of time scheduled for execution of a given set of operation
actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various
lengths, although usually not over 24 hours.
Operations Section: One of the five primary functions found at all SEMS levels. The Section
responsible for all tactical operations at the incident, or for the coordination of operational
activities at an EOC. The Operations Section at the SEMS Field Response Level can include
Branches, Divisions and/or Groups, Task Forces, Team, Single Resources and Staging Areas.
At the EOC levels, the Operations Section would contain Branches or Divisions as necessary
because of span of control considerations.
Out-of-Service Resources: Resources assigned to an incident but unable to respond for
mechanical, rest, or personnel reasons.
P
City Of Rancho Cucamonga Glossary of Term3 -page 18 Glossary of Terms
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Multlhazard Functional Plan Glossary of Terms
Plan: As used by OES, a document which describes the broad, overall jurisdictional response
to potential extraordinary emergencies or disasters.
Planning Meeting: A meeting held as needed throughout the duration of an incident to select
specific strategies and tactics for incident control operations and for service and support
planning. On larger incidents, the planning meeting is a major element in the development of
the Incident Action Plan. Planning meetings are also an essential activity at all SEMS EOC
levels.
Planning Section: (Also referred to as Planning/intelligence). One of the five primary functions
found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of
information related to the incident or an emergency, and for the preparation and documentation
of Incident or EOC Action Plans The section also maintains information on the current and
forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field
Response level, the Section will include the Situation, Resource, Documentation and
Demobilization Units, as well as Technical Specialists. Other units may be added at the EOC
level.
Planning Zone: A subdivision of a county consisting of: 1 ) a city; 2) a city and its sphere of
influence in adjacent unincorporated areas; 3) a portion of the unincorporated area of a county;
4) a military installation; 5) a state facility such as a correctional institution. Zoning simplifies the
process of collecting and compiling data according to geographical location.
Political Subdivision: Includes any city, city and county, county, district, or other local
governmental agency or public agency authorized by law.
Procurement Unit: Functional unit within the Finance/Administration Section responsible for
financial matters involving vendor contracts.
Public Assistance (PA): Supplementary Federal assistance provided under the Stafford Act to
State and local governments or certain private, nonprofit organizations other than assistance for
the direct benefit of individuals and families.
Public Information Officer: The individual at field or EOC level that has been delegated the
authority to prepare public information releases and to interact with the media. Duties will vary
depending upon the agency and SEMS level.
R
Radio Amateur Civil Emergency Services (RACES): An emergency services designed to
make efficient use of skilled radio amateurs throughout the state in accordance with approved
civil defense communications plans. Operators are registered with an OES agency to provide
emergency communications support.
Radiological Protection: The organized effort, through warning, detection, and preventive and
remedial measures, to minimize the effect of nuclear radiation on people and resources.
Radiological Officer: (RO) An individual assigned to a Emergency Management Staff who is
responsible for radiological protection operations. The RO is the principal advisor to the
Director/Coordinator and other officials on matters pertaining to radiological protection
Ci~ Of Rancho Cucamonga Glossary of Terms
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Mul~ha:ard Funcaonal Plan Glossary of Terms
operations.
Radiological Monitor: An individual trained to measure, record, and report radiation exposure
and exposure rates; provide limited field guidance on radiation hazards associated with
operations to which he is assigned; and perform operator"s checks and maintenance on
radiological instrument.
Reception Area: An area which, through a hazard analysis and related preparedness planning,
is predesignated to receive and care for (or provide basic needs for ) persons displaced from a
hazard area.
Recorders: Individuals within ICS or EOC organizational units who are responsible for
recording information. Recorders may be found in Planning, Logistics and
Finance/Administration Units.
Recovery: Activities traditionally associated with providing Federal supplemental disaster
recovery assistance under a Presidential major disaster declaration. These activities usually
begin within days after the event and continue after the response activities cease. Recovery
includes individual and public assistance programs which provide temporary housing assistance,
grants and loans to eligible individuals and government entities to recovery from the effects of a
disaster.
Regional Director (RD): A director of a regional office of FEMA, or his/her designated
representative. As used in the Stafford Act, Regional Director also means the Disaster
Recovery Manager who has been appointed to exercise the authority of the regional Director for
a particular emergency or major disaster.
Regional Emergency Operations Center (REOC): Facilities found at State OES
Administrative Regions. REOCS are used to coordinate information and resources among
operational areas and between the operational areas and the state level.
Relocatees: An individual who is relocated from a hazard area to a low risk area with the
possibility of not returning.
Remedial Movement: The post-attack or post-event movement of people to better protected
facilities or less hazardous areas.
Remedial Operations: Actions taken after the onset of an emergency situation to offset or
alleviate its effects.
Reporting Locations: Specific locations or facilities where incoming resources can check-in at
the incident. (See Check-in)
Rescue Group: Two or more rescue teams responding as a unified group under supervision of
a designated group leader.
Rescue Team: Four or more personnel organized to work as a unit. One member is
designated team leader.
Ci~F Of Rancho Cucaraonga Glossary of Ter~ - page 20 Glossary of Terms
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Part ThrecDefiniO'ons/
Glossary of Terms
Resources: Personnel and equipment available, or potentially available, for assignment to
incidents or to EOCs. Resources area described by kind and type, and may be used in tactical
support or supervisory capacities at an incident or at EOCs.
Resources Unit: Functional unit within the Planning Section at the SEMS Field Response level
responsible for recording the status of resources committed to the incident. The Unit also
evaluates resources currently committed to the incident, the impact that additional responding
resources will have on the incident, and anticipated resources needs.
Response: Activities to address the immediate and short-term effects of an emergency or
disaster Response includes immediate actions to save lives, protect property and meet basic
human needs. Based on the requirements of the situation, response assistance will be provided
to an affected State under the Federal Response Plan using a partial activation of selected ESS
or full activation of all ESS to meet the needs of the situation.
S
Safety Officer: A member of the Command Staff at the incident or within an EOC responsible
for monitoring and assessing safety hazards or unsafe situations, and for developing measures
for ensuring personnel safety. The Safety Officer may have assistants.
Search: Systematic investigation of area or premises to determine the presence and/or location
of persons entrapped, injured, iramobilized, or missing.
Search Dog Team: A skilled dog handler with one or more dogs trained especially for finding
persons entrapped sufficiently to preclude detection by sight or sound. (NOTE: Search dogs are
usually owned by their handler.)
Section: That organization level with responsibility for a major functional area of the incident or
at an EOC, e.g., Operations, Planning, Logistics, Administration/Finance.
Section Chief: The ICS title for individuals responsible for command of functional sections:
Operations, Planning/Intelligence, Logistics and Administration/Finance. At the EOC level, the
position title will be Section Coordinator.
Self-Help: A concept describing self-reliance and sufficiency within an adverse environment
and limited or nor external assistance.
Sensitive Facilities: Facilities in reception areas that will not normally be used as lodging
facilities for relocatees. The facilities area either considered unsuitable or are required for
essential activities (food establishments, fire stations, banks, radio stations, etc.). However, if
any of these facilities provide adequate protection against radioactive fallout, they may be used
as fallout shelter.
Service: An organization assigned to perform a specific function during an emergency. It may
be one department or agency if only that organization is assigned to perform the function, or it
may be comprised of two or more normally independent organizations grouped together to
increase operational control and efficiency during the emergency.
Service Branch: A Branch within the Logistics Section responsible for service activities at the
City Of Rancho Cucamonga Glossary of Terms - page 21 Glossary of Terms
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MultihaZard Functional Plan Glossary of Terms
incident Includes the Communications, Medical and Food Units.
Shelter Complex: A geographic grouping of facilities to be used for fallout shelter when such
an arrangement serves planning, administrative, an/or operation purposes. Normally, a complex
will include a maximum of 25 individual shelter facilities, within a diameter of about 2 mile.
Shelter Manager: An individual who provides for the internal organization, administration, and
operation of a shelter facility.
Short-Term Prediction: A prediction of an earthquake that is expected within a few hours to a
few weeks. The short-term-prediction can be further described as follows:
Alert-Three days to a few weeks
Imminent Alert--Now to three days
Single Resource: An individual, a piece of equipment and its personnel complement, or a crew
or team of individuals with an identified work supervisor that can be used on an incident.
Situation Unit: Functional unit within the Planning Section responsible for the collection,
organization and analysis of incident status information, and for analysis of the situation as it
progresses. Reports to the Planning Section Chief.
Span of Control: The supervisory ratio maintained within an ICS or EOC organization. A span
of control of five-positions reporting to one supervisor is considered optimum.
Special District: A unit of local govemment (other than a city, county, or city and county) with
authority or responsibility to own, operate or maintain a project (as defined in California Code of
Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint
powers authority established under section 6500 et seq. of the Code.
Stafford Act: Robert T. Stafford disaster Relief and Emergency Assistance Act, PL 100-707,
signed into law November 23, 1988; amended the Disaster Relief Act of 1974, PL 93-288.
Staging Areas: Staging Areas are locations set up at an incident where resources can be
placed while awaiting a tactical assignment. Staging Areas are managed by the Operations
Section.
Staging Area Managers: Individuals within ICS organizational units that are assigned special
managerial responsibilities at Staging Areas. (Also Camp Manager.)
Standard Operating Procedures (SOPs): A set of instructions having the force of a directlye,
covering those features of operations which lend themselves to a definite or standardized
procedure. Standard operating procedures support an annex by indicating in detail how a
particular task will be carried out.
Standardized Emergency Management System (SEMS): A system required by Califomia
Government Code for managing response to multi-agency and multi-jurisdiction emergencies in
California. SEMS consists of five organizational levels which are activated as necessary: Field
Response, Local Government, Operation Area, Region, State.
State Agency: Any department, division, independent establishment, or agency of executive
City Of Rancho Cucamonga Glossary of Terms
Glossary of Terms -page 22
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Multihazard Functional Plan Glossary of Terms
branch of the state government.
State Coordinating Officer (SCO): The person appointed by the Governor to act for the State
in cooperation with the Federal Coordinating Officer.
State Emergency Organization: The agencies, board, and commissions of the executive
branch of state government and affiliated private sector organizations.
State Emergency Plan: The State of California Emergency Plan as approved by the Governor.
State of Emergency: The duly proclaimed existence of conditions of disaster or of extreme
peril to the safety of persons and property within the state caused by such conditions as air
pollution, fire, flood, storm, epidemic, riot, or eadhquake or other conditions, other than
conditions, resulting from a labor controversy, or conditions causing a "state of war emergency',
which conditions by reason of magnitude, are or are likely to be beyond the control of the
services, personnel, equipment, and facilities of any single county, city and county, or city and
require the combined forces of a mutual aid region or regions to combat.
State of War Emergency: The condition which exists immediately, with or without a
proclamation thereof by the Governor, whenever the state or nation is directly attacked by an
enemy of the United States, or upon the receipt by the state of a warning from the federal
government that such an enemy attack is probable or imminent.
State Operations Center (SOC): An EOC facility operated by the Governor"s Office of
Emergency Services at the state level in SEMS.
Stay-Put: A resident in a hazardous or potentially hazardous area who refuses to relocate
during a directed relocation, or who is too ill or infirm to be evacuated.
Strategy: The general plan or direction selected to accomplish incident or EOC objectives.
Supply Unit: Functional unit within the Support Branch of the Logistics Section responsible for
ordering equipment and supplies required for incident operations.
Support Branch: A Branch within the Logistics Section responsible for providing personnel,
equipment and supplies to support incident operations. Includes the Supply, Facilities and
Ground Support Units.
Support Resources: Non-tactical resources under the supervision of the Logistics, Planning,
Finance/Administration Sections or the Command Staff.
Supporting Materials: Refers to the several attachments that may be included with an Incident
Action Plan, e.g., communications plan, map, safety plan, traffic plan, and medical plan.
T
Tactical Direction: Direction given by the Operations Section Chief at the SEMS Field level
which includes the tactics appropriate for the selected strategy, the selection and assignment of
resources, tactics implementation, and performance monitoring for each operational period.
City Of Rancho Cucamonga Glossary of Terms
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Task Force: A combination of single resources assembled for a particular tactical need with
common communications and a leaders.
Team: (See Single Resource.)
Technical Specialists: Personnel with special skills that can be used anywhere within the ICS
or EOC organization.
Technological Hazard: Includes a range of hazards emanating from the manufacture,
transportation, and use of such substances as radioactive materials, chemicals, explosives,
~ammables, agricultural pesticides, herbicides and disease agents; oil spills on land, coastal
waters or inland water systems; and debris from space.
The Petris Bill #1841: As a result of the lessons leamed from the disasters in Northern
California, the State of California passed into law in September of 1992 the Petris Bill. This
legislation directs the Office of Emergency Services to implement the use of the ICS and MACS
throughout the State by no later than December 1, 1996.
Time Unit: Functional unit within the Finance/Administration Section responsible for recording
time for incident or EOC personnel and hired equipment.
Tort: An act that harms another. It occurs when a person commits an act, without right and as
a result another is harmed.
Traffic Control Points (TCP): Places along movement routes that are manned by emergency
personnel to direct and control the flow of traffic.
Triage: A process of priority sorting sick and injured people on the basis of urgency and type of
condition presented so that they can be routed to appropriate medical facilities.
Tsunami: Also called a seismic sea wave. It is a large oceanic wave generated by
earthquakes, submarine volcanic eruptions, or large submarine landslides in which sudden
forces are applied to the water mass. The fastest tsunami waves can move at speeds of
hundreds of miles per hour in the open ocean However, as the waves enter shallower waters in
coastal area, wave velocity decreases and wave height can increase to 100 feet or more on
impact at the shore line.
Type: Refers to resource capability. A Type I resources provides a greater overall capability
due to power, size, capacity, etc., than would be found in a Type 2 resources. Resource typing
provides managers with additional information in selecting the best resource for the task.
U
Unified Area Command: A Unified Area Command is established when incidents under an
Area Command area multi-jurisdictional. (See Area Command and Unified Command.
Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies
with responsibility for the incident, either geographical or functional, to manage an incident by
CitV Of Rancho Cucamonga Glossary of Term~ -page 24 Glossary of Terms
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Multihazard Functional Plan Glossary of Terms
establishing a common set of incident objectives and strategies. This is accomplished without
losing or abdicating agency authority, responsibility or accountability.
Unit: An organizational element having functional responsibility. Units are commonly used in
incident Planing Logistics, or Finance/Administration Section and can be used in operations for
some applications. Units are also found in EOC organizations.
Unity of Command: The concept by which each person within an organization reports to one
and only one designated person.
Urban Fire: Any instance of uncontrolled burning which results in structural damage to
residential, commercial, industrial, institutional, or other properties in developed areas.
Urban Rescue: The complex process in which trained personnel use specialized equipment to
locate and extricate victims trapped in collapsed buildings, and the mobilization and
management of such personnel and equipment.
V
Volunteers: Individuals who make themselves available for assignment dudng an emergency.
These people may or may not have particular skills needed during emergencies and may or may
not be part of a previously organized group.
W
Wildfire: Any instance of uncontrolled burning in grasslands, brush, or woodlands.
Winter Storm (Severe): This includes ice storms, bliy;ards, and extreme cold. The National
Weather service characterizes blizzards as combinations of winds in excess of 35 mph with
considerable failing or blowing snow, frequently reducing visibility to 0.25 miles or less.
Cit~ Of Rancho Cucamonga Glossary of Terms
Glossary. of Terms - page 25
01/18/2001
Multi Hazard Functional Plan Part Three
Rancho Cucamonga
Care and Shelter Plan
Purpose
This plan describes the organizational and operational policies and procedures required
to meet the care and shelter needs of people on a mass basis during and
emergency/disaster incident, technological incident, or in times of a national security
emergency. The plan specified the public and private organizations that have a duty to
provide care and shelter under emergency/disaster circumstances. The roles and
responsibilities of the American Red Cross (ARC), the lead agency; the San Bernardino
County Social Services Group (SSG); the City of Rancho Cucamonga Emergency
Management Organization; as well as the other agencies which are a functional part of
care and shelter operations are addressed in this plan.
Scope
The scope of this plan establishes a process of care and shelter for the City of Rancho
Cucamonga. Sheltering is to be accomplished as close as safely feasible to the
emergency/disaster incident without regard to,the political subdivisions.
Objectives
The American Red Cross is the leading non-governmental agency involved in disaster
relief. It has established this role largely through the concept that is the heart of this
plan: PREPAREDNESS. The Inland Valley Chapter of the ARC is staffed mainly by
trained volunteers, and have arrangements with local governments for quick conversion
of public facilities such as schools, and auditoriums into relief centers. They maintain
stockpiles of basic sheltering equipment. Other supplies are donated or purchased at
the time of a disaster. The ARC is supplemented by the Community Services
Department and other agencies, is will:
· Provide shelter and other basic necessities of life, on a mass care basis, to persons
unable to provide for themselves as result of an emergency/disaster.
· Provide and inquiry service to reunite separated families or respond to inquiries from
relatives and friends outside the affected areas.
· Assure an orderly transition from mass care, to separate family living, to postdisaster
recovery.
The Community Services Department, possibly supplemented by ARC, is to:
· Prepared for occupancy and operations of shelter in the event of a National Security
emergency.
· Organize and manage shelters during enemy attack.
Operations
The ARC is mandated by Federal Law 36-USC-3, reaffirmed in Public Law 93-288
(Federal Disaster Relief Act of 1974), and amended by Public Law 100-700 (Robert T.
Stafford Disaster Relief Act) to provide disaster relief in peacetime. The Community
Services Department is designated as the Care Shelter Coordinator for the general
public within the City of Rancho Cucamonga by the City of Rancho Cucamonga Multi-
Hazard Functional Plan (MHFP).
City of Rancho Cucamonga
01/18/2001
Multi Hazard Functional Plan Part Three
Regardless of the agency responsible or the specific personnel involved, the selection of
the shelters, the opening procedures, and the operation and management of each
shelter shall be in accordance with the ARC Disaster Services Regulation 3031-Mass
Care-Preparedness and Operations.
At the time of an emergency/disaster the following steps need to be take to activate the
Shelter Plan:
1. Notification Procedures - The Care and Sheltering Coordinator, the Emergency
Preparedness Division shall be notified by the Incident Commander, Duty Officer, or
the EOC as to the need for shelters.
2. Shelter(s) are selected according to the nature, size, and location of the incident.
Shelters shall, whenever feasible, meet all ADA (Americans with Disabilities Act)
requirements. A list of pre-approved Red Cross shelters is found in attachment "A".
3. If the need for shelters exceed the immediate capability of the ARC to open and
man, the ARC will notify the City of Rancho Cucamonga EOC Coordinator of the
need to activate the trained manger list.
4. Shelters are opened according to the appropriate ARC guidelines.
5. Communications are established- this includes telephone, emergency dispatch, radio
(public agency or private, such as RACES).
6. Appropriate reports to the City of Rancho Cucamonga EOC as to the status of each
shelter and the need for additional help or shelters will be communicated through the
ARC Liaison Officer to the City of Rancho Cucamonga EOC Liaison Officer in the
Management Section of the EOC.
7. Appropriate requests to EOC Operations-Care and Sheltering Branch may be made
for materials, supplies or other resources.
The operations of any ARC designated emergency/disaster shelter shall include the
provision of the following:
· Emergency lodging for disaster victims in public or private buildings
· Food and other necessities
· Public and Behavioral Health Counseling
· Registration and inquiry services
· Information concerning rehabilitation or replacement of permanent housing,
relocation to interim housing, general disaster relief
· Communications with the EOC for information updates and Iogistic needs
· Referrals concerning animal sheltering, which will be handled according Public
Health Plan
There are certain key responsibilities that must be undertaken in order for the shelter to
operate efficiently and effectively. The most important of which are the following:
Dormitory Management--set up sleeping areas, assign residents to sleeping areas,
coordinate with Logistics for cots, blankets and comfort kits, if available.
Other Client SeNices--organize and administer play areas, recreation,
transportation, and other services when shelter stays are long; identify residents
needing additional services and collaborate with public and private sectors to meet
such needs
City of Rancho Cucatnonga
01/18/2001
Multi Hazard Functional Plan Part Three
· Logisfics--provide support for the use of the facility, unsure the safety, security, and
sanitation for the shelter; procure, store, and distribute supplies and equipment at the
shelter; work with representatives for the facility to ensure the building is used
properly.
· Paid and Volunteer Staff Recruitment and Placement--recruit, place and support
staff assigned to the shelter; provide opportunities for shelter resident to participate
as volunteers in the shelter.
Activation
The activation procedures shall follow the criteria established for the City of Rancho
Cucamonga:
· The nature and scope of the incident shall dictate action consistent with
predetermined response levels.
· Requirements per SEMS Regulations,
Departmental Resl~onsibilities
The Community Services Department has the lead responsibility for Care and Shelter as
stipulated earlier in this document. The EOC will be staffed by this person(s) to
coordinate shelter efforts in an emergency/disaster situation. There are, however, a
variety of tasks that will be performed by several City Of Rancho Cucamonga
depadments. These duties are over and above the use of all City of Rancho
Cucamonga employees as disaster relief employees. Most of the Departments will
perform familiar duties as their daily responsibilities:
· Sheriff--law enforcement and security for the shelters
· Fire District--EOC set-up and operation, coordination of emergency communications
(RACES), maintain and operate radio dispatch for all aspects of emergency/disaster
· County Public Health--man shelters for public health issues, investigate and
evaluate environmental concerns.
· ARC--inspect and certify shelter(s) location(s) for use.
Resources
The resources necessary for a shelter(s) will vary according to the size of the facility and
number of disaster victims to be sheltered. People are the first resources necessary for
any shelter. The County SSG will maintain a team of trained Shelter Managers to be
available for use when the ARC cannot supply sufficient personnel to open the needed
shelters for a specific incident. Community Services Representative in the EOC shall
maintain communications with the ARC and other community based organizations and
volunteers. The Care and Sheltering Branch Coordinator shall communicate the specific
needs for the shelter(s), which are operating or are being opened.
Whenever possible resources shall be identified and, in some cases, stockpiled as part
of the preparations phase of the planning process. The location of resources available
for an emergency/disaster, especially those stock piled in the outlying areas, shall be
listed on Attachment "B".
City of Rancho Cucamonga
01/18/2001
Emergency Resources Directory
AERIAL PHOTOGRAPHERS
Airborne Systems
1891 Betmor Lane, Anaheim,
(714) 646-8677
92805-6701
Denri Photography
(213) 335-7819 or (213) 335-4983
O.E.S. (Office of Emergency Services) Southern Administrative Region
Los Alamitos
(310) 796-2900
Pictorial Sciences
($300 Initial Cost of Aircraft plus $30 per exposure)
(909) 888-5795 or (909) 889-8247 or 882-4708
AIR AMBULANCES
*All "air-ambulance" requests shall be coordinated through COM CENTER
L.A. County Hospital
U.S.C. Medical Center - (213) 221-4114
1200 N. State Street, L.A. 90033, Room 1354
Five (5) ALS Fire Department helicopters, 4-5 patient capacity
Three (3) ALS Sheriffs helicopters, 2-3 patient capacity, One (1) BLS
Everything has two (2) paramedics.
Life Flight
2801 Atlantic Ave., Long Beach 90801
(213) 426-0378
(800) 222-3456 or (213) 595-HELP
Flying emergency room, RN and flight nurse, ability to carry two (2) stretchers or one
neo-natal isolette.
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 1
Emergency Resources Directory
Med Air
1001 N. Tustin Ave,
Santa Ana, CA 92705
(714) 953-3335 or 9714) 960-0113
UCLA- Medical Center
9213) 206-6042 or 1-800-MED-STAR
Mercy-Transmedical
9400 Baseline Ave.
Rancho Cucamonga, CA
(909) 983-9642
Mercy Air
8190 Mango Ave., Fontana
(909) 357-9006
San Bernardino County Hospital
780 E. Gilbert, San Bernardino
(909) 387-8111 or (909) 287-8010
Landing facilities.
Brackett Field
1615 Mc Kinley Ave., La Verne
(909) 593-1395
Cable Airport
1749 W. 13th Street, Upland
(909) 982-6021
March AFB Airport Terminal
(909) 855-2913
Chino Airport
7000 Merrill Ave., Chino
(909) 597-3910
AIRPORTS
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 2
Emergency Resources Directory
Ontario International Airport
210 S. Vineyard Ave., Ontario
(909) 988-2700
A.D.T.
1280 Palmrita Ave.
Riverside, CA 92507
(909) 787-0420
A.P.I.
362 E. 4th Street
Pomona, CA 91766
(909) 629-3893
Mijac Alarm
10777Civic Center Drive
Rancho Cucamonga, CA 91730
(909) 982-7612
Preferred Security
1301 S. Auto Center Dr.
Ontario, CA 91761
(909) 988-0588
Southwest Alarm Services
P.O. Box 1133
Upland, CA
(909) 987-8936
ALARM COMPANIES
AMBULANCES
American Medical Response (AMR)
7925 Center Ave.
Rancho Cucamonga, CA
(909) 94801714
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 3
Emergency Resources Directory
Crippen Ambulance Service
234 E. Badillo
Covina, CA
(818) 967-3974 or (818) 599-2343
Medic - 1 Emergency Ambulance Service
120 W. Bonita
San Dimas, CA
(909) 592-6202
MercyAmbulance Service
8190 mango Ave
Fontana, CA 92335
(909) 986-1184
Goodhew
1044 E. La Cadena Dr.
Rivemide, CA 92507
(909) 784-5555
Care Line Ambulance Service
7925 Center Ave.
Rancho Cucamonga, CA 91729
(909) 948-1714
ANIMALS- ATTACK DOGS
Fontana Police Department
(909) 350-7740
Three (3) attack, one (1) search and rescue
Montclair Police Department
(909) 621-5873
Ontario Police Department
(909) 988-6481
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 4
Emergency Resources Directory
Pomona Police Department
(909) 620-2155
San Bernardino County Sheriff
(909) 387-8313 or Rancho Cucamonga Sub- Station
ANIMAL CONTROL
Pomona Valley Humane Society
500 Humane Way
Pomona, CA
(909) 623-9777
Rancho Cucamonga Animal Control
11788 Arrow Rte.
Rancho Cucamonga, CA
(909) 466-7387 or 1-800-472-5609
Upland Animal Control
860 E. 15 Street
Upland, CA
(909) 982-3844
Competitive Trailers
8832 Ramona
Bellflower, CA
(213) 634-2006
G & F Horse Trailer
1640 S. Bon View
Ontario, CA
(909) 947-7513
Goods Western Store
4845 S. Durfee
Pico Rivera, CA
(213) 699-0951
ANIMAL TRANSPORTATION
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 5
Emergency Resources Directory
Alta Loma Riding Club (ALRC)- Animal Evacuation/Rescue Team Volunteers
P.O. Box 116
AIta Loma, CA 91701
(909) 987-9725 or (909) 941-9836
APPARATUS/AUTO REPAIR AND PARTS
A & R Tire Service
9820 foothill Blvd.
Rancho Cucamonga, CA 91730
(909) 987-8473
Auto Parts Co.
205 n. Hershey Street
Pomona, CA 91767
(909) 623-1251
Battery Network
955 Borra Place
Escondido, CA 92029
(800) 327-0814
Citrus Motors Ontario
Ontario Auto Center
P.O. Box 4270
Ontario, CA 91761-8970
(909) 390-0930
County Radiator Service
125 N. Pixley Street
Orange, CA 92666
(714) 771-3191
Enterprise Chevrolet
1079 W. Foothill Blvd.
Upland, CA 91786
(909) 985-2866
Fleet-Pride
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 6
Emergency Resources Directory
17010 s, Main
Gardena, CA 90248
(909) 823-3200
Fontana Radiator Service
17635 Armw
Fontana, CA 92334
(909)822-8737
Foothill Auto Body
9777 Foothill Blvd.
Rancho Cucamonga, CA 91730
(909) 987-4609
Interstate Batteries
P.O. Box1222
Alta Loma, CA 91701
(909)982-1137
Napa Auto Pads
11710 Pacific Ave.
Fontana, CA 92337-0699
(9909)360-0985
Rotolo Chevrolet
16666 FoothillBIvd.
Fontana, CA 92335
(909)822-1111
Los Angeles Freightliner
1031 E. Holt BI.
Ontario, CA 91761
(909) 988-5511
Haaker Equipment Company
3505 Pomona BI
Pomona, CA
(909) 598-2706
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 7
Emergency Resources Directory
American La France
1640 MimWay
Rialto, CA 92376
(909)874-1010
Crown Coach
2428 East 12th Street
Los Angeles, CA 90021
(213) 489-5152
Franklin Truck Parts
6925 Bandini Blvd.
City of Commerce, CA 90040
(213) 726-1034
Trans-Ford
10150 Cher~ Ave.
Fontana, CA
(909)829-8801
Cummings Engines
161 E. Valley
Rialto, CA
(909) 877-0433
KME Fire Apparatus
2831 E. Philadelphia
Ontario, CA
(909) 923-2220
APPLIANCE SERVICES
A & A Appliance Services
9223 Archibald Ave. Unit C
Rancho Cucamonga, CA 91730
(909) 989-8233
BGS Community Appliance
10062 Foothill Blvd.
Rancho Cucamonga, CA
(909) 987-2277
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 8
Emergency Resources Directory
Best Buy
11098 Foothill BIrd.
Rancho Cucamonga, CA 91730
(909) 989-9149
Foothill Lawnmower
8133 Foothill BIrd.
Rancho Cucamonga, CA 91730
(909) 982-1863
AQUATICS
Los Angeles County Sheriffs Office Underwater Rescue
Available through Walnut LASO (909) 595-2264
AUTOMOBILES AND TRANSPORTATION
Claremont Accura
601 Claremont Center Drive
Claremont, CA
(909) 628-2872
Thorson Oldsmobile Buick
15 Auto Center Drive
Pomona, CA
(909) 623-2431
Rancho Valley Chevrolet
1 Rio Rancho Dr.
Pomona, CA
(909) 6204446
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 9
Emergency Resources Directory
M.K.Smith Chevrolet
12845 Central Ave.
Chino, CA
(909) 628-8961
Richard Hibbard Chevrolet
191 S. Indian Hill BI.
Claremont, CA
(909) 624-4541
Montclair Crysler Plymouth
5200 Holt BI.
Montclair, CA
(909) 625-2886
Dynamic Mitsubishi
8 Rio Rancho
Pomona, CA
(909) 620-1288
Person Ford
2855 Foothill BI
La Verne, CA
(909) 593-7411
Pomona Valley Toyota
2570 S. Gamy Ave.
Pomona, CA
(909)591-1851
AUTOMOBILE PARTS AND REPAIR
Auto Restorations Inc.
8605 Utica Ave.
Cucamonga, CA
(909) 980-7421
Pacific West Transmissions
13752 Seminole Dr.
Chino, CA 91710
(909) 628-5916
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 10
Emergency Resources Directory
Filter Engineering
1499 Pomona Rd.
Corona, CA 92882-1714
(909) 7375690
Empire Speed & Tack
9996 Cherry Ave.
Fontana, CA 92335
(909) 350-0402
Drew Carriage Co.
5540 Brooks
Montclair, CA 91763
9909) 988-855
Pomona Truck & Auto
200 N. Clark
Pomona, CA
(909) 622-1367
California Supply
155 W. Commercial Street
Pomona, CA
(909) 623-3151
F & H Tire
540 E. Holt
Pomona, CA
(909) 629-3044
Hydraulic Controls
2857 Pomona BL..
Pomona, CA
(909) 869-7600
Lawson Products
135 S. La Salle Dept.2689
Chicago, IL 60674-2689
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 11
Emergency Resources Directory
M K Battery Co.
4811 Van Buren Bl..
Riverside, CA
(909) 359-0204
Los Angeles Freightliner
1031 E. HoltAv.
Ontario, CA 91761
(909) 988-5511
Dieterich International
1184 E. Holt BIvd.
Pomona, CA
(909) 620-1965
Haaker Equipment Company
3505 Pomona BI.
Pomona, CA
(909) 598-2706
U S Auto Glass Center
485 W. Holt
Pomona, CA
(909) 623-2157
NAPA Auto Parts
517 w. Holt
Ontario, CA
(909) 986-3877
Valley Chevrolet
1 Rio Rancho Rd.
Pomona, CA
(909) 620-4446 or (909) 861-5912
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 12
Emergency Resources Directory
HCS Cutler
2200 Valley BI
Pomona, CA
(909) 629-5253
BAGS-BURLAP/PLASTIC
Pelasnal International Inc.
208 N. Daybreak Dr.
Walnut, CA
(909) 595-7122
BACKHOES/BULLDOZERS
Action Rentals
16190 Valley Blvd.
Fontana, CA 92335
(909) 822-1222 or (909) 946-2476
Higgins Underground, Inc
10202 Bewer Creek ct.
Alta Loma, CA
(909) 987-1652 or (909) 989-5431
GKN Rentals
7070 Archibald Ave.
Alta Loma, CA 91701
(909) 989-7911 or (909) 356-7368
G. Williams Backhoe Service
9988 Almond
Rancho Cucamonga, CA 91730
(909) 987-2820
Lee and Stires Co.
634 Palmetto
Ontario, CA 91761
(909) 983-0557 or (909) 944-3192 or (909) 628-2817
Rancho Cucamonga Fire District
Of/17/2001 Resource List - Page 13
Emergency Resources Directory
U.S. Rentals
9135 Sierra Ave.
Fontana, CA 92335
(909) 829-4881
Western Sales and Rentals
14635 Valley BI.
Fontana, CA 92335
(909) 822-8008
BARRICADES
Hi-Way Safety Inc.
13310 5th Ave.
Chino, CA
(909) 591-1781
Barricade & Flasher Rental Company
127 N. Acacia
San Dimas, CA
(909) 599-7998
Action Barricade
5041 Arrow Hwy
Montclair, CA
(909) 625-1288
City of Rancho Cucamonga Public Works
Streets/Sanitation Division
(909) 477-2700 ext.4100
Traffic Specialties, Inc.
2640 La Cadena Dr.
Colton, CA
(800) 237-9404 or 783-2630
Rancho Cucamonga Fire District
O]/I 7/2001 Resource List - Page 14
Emergency Resources Directory
Bill's Bees
1801 W. Ninth Street
Upland, CA
(909) 981-2727
Obun Murphy
(909) 982-4557
Bee Removers
(909) 626-2929
Gene Waggoner
(909) 350-8726
BEE CATCHERS
BURN CENTERS
Alisa Ann Ruch California Burn Center
20944 Sherman Way #115
Canoga Park, CA
(818) 883-7700
L.A. County - USC Medical Center
1200 N State Street
Los Angeles, CA
(213) 226-7996
Brotman Memorial
3828 Hugh Ave.
Culver City, CA 90230
(213) e36-7000
(213) 221-4114 if patient is to be transported by helicopter
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 15
Emergency Resources Directory
Sherman Oaks Hospital
4929 Van Nuys BI.
Sherman Oaks, CA 91403
(818) 907-4580
(213) 981-5422
Torrance Memorial
3330 Lomita
Torrance, CA 90505
(213) 325-9110 or (213) 530-5110
U.C. Irvine
101 City Drive South
Orange, CA 92668
(714) 634-5705 or (714) 634-5434
San Bernardino County Medical Center
780 E. Gilbert
San Bernardino, CA 92404
(909) 383-3142
BUS LINES
Crown Coach Corp.
13799 Monte Vista
Chino, CA
(909) 591-0567
Dynamic Excursions
1526 W. Eighth Street
Upland, CA
(909) 981-4185
Inland Empire Charters
9567 8th Street
Cucamonga, CA
(909) 466-4191
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 16
Emergency Resources Directory
Greyhound Bus Lines
888 S. Indian Hill BI
Claremont, CA
(909) 624-4564
RTD
425 S. Main Street
Los Angeles, CA
(800) 621-7828
Shalimar Tours
1621 E. Cedar Street
Ontario, CA
(909) 923-1100
American Canvas
5630 Holt Blvd.
Montclair, CA
(909) 984-4115
Custom Canvas Co.
5482 Arrow Hwy.
Montclair, CA
(909) 981-7179
CANVAS
CERT Resources
CERT Coordinator
Kelley Larson, Emergency Preparedness Specialist
(909) 477-2770 ext. 3008
Pager (909) 207-5242
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 17
Emergency Resources Directory
CATERING COMPANIES
Caf~ Calato
9640 Center Ave.
Rancho Cucamonga, CA
(909) 948-3671
Caf~ Justice
8303 Haven
Rancho Cucamonga, CA 91729
(909) 481 7333
Empire Caterers
Ontario. CA
800-993-6747
CHEMICAL EMERGENCIES
Chemtrec
9800) 424-9300
Pesticides Emergency Hotline
(coo) 845-7633
Kodak
(716) 722-5151
Will advise on proper treatment for splashed or ingested Kodak Photographic chemicals
L.A. County Poison Information Center
1925 Wilshire Blvd.
Los Angeles, CA 90057
(213) 484-5151
UCI Medical Center Poison Control
101-CiW Drive South
Orange, CA 92668
(714)634-5988
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 18
Emergency Resources Directory
Tox-Center
18300 Roscoe BI.
Northridge, CA 91328
(213) 885-9888 or (213) 993-4333
CHEMICAL SUPPLY COMPANIES
Mathisen
10685 Central Ave.
Montclair, CA
(909) 626-7515
Safe Cleaning Products
8754 Helms Ave.
Cucamonga, CA
(909) 945-1754
CHLORINE AND CHLORINATION
Jones Chemicals Inc.
970 W. 190th Street #560
Torrance, CA
(310) 523-2130
C Kits--Chem Lab
Ontario, CA
(909) 983-9912
Cucamonga County Water District Treatment Plant
North end of Etiwanda Ave
(909) 987-2591
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 19
Emergency Resources Directory
COMMUNICATIONS REPAIR
Airtouch Cellular
P. O. Box 19603
I~ine, CA
(800)851-9815
L A Cellular
21108 Ventura BI.
Woodland Hills, CA
(213) 728-7177
Action Communications
9311 Jersey Ave #G
Rancho Cucamonga, CA
(909) 941-7351
MaComCo
1235 e. Francis Street #M
Ontario, CA
(909) 947-2799
Motorola Communications and Electronic
1700IowaAve.#190
Rivemide, CA
(909)781-7600
COMPRESSED GAS
Big 3 Industries
12550 Arrow Hwy.
Rancho Cucamonga, CA
(909) 989-5562 or (909) 987-2503
(909) 899-4600 or (909) 899-4650
Airgas
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 20
Emergency Resources Directory
9950 Fourth Street
Rancho Cucamonga, CA 91730
(909) 381-1736
Parsons Airgas
1340 Mission
Pomona, CA
(909) 629-5031
COMPUTERS (HARDWARE & SOFTWARE)
California Computer Schools
1655 N. Mountain Ave. ste.114
Upland, Ca 91784
(909) 981-6331
Net 10 Technologies
9108 Pittsburg Ave.
Rancho Cucamonga, CA 91730
(909) 980-0235
Computer Service & Sales
2220 Eastridge Ave. Ste. H
Riverside, CA 92507
(909) 656-4226
Computer-land
1335 N. Foothill Blvd.
Upland, CA 91786
(909) 946-4774
Fire Information Support Services
23772 Hobart Bay
Dana Point, CA 92629-4408
(949) 661-3369
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 2i
Emergency Resources Directory
Fire Inspector Testing Software
1905 Clydesdale Way
Petaluma, CA 94954
(701) 781-3487
Micro Age Computer Mart
1144 Diamond Bar. Blvd.
Diamond Bar, CA 91765-2204
(909) 861-7505
CONSTRUCTION COMPANIES
AGS (Associated General Contractors
1908 S, Business Center Dr. Ste. 107
San Bernardino, CA 92408
(909) 885-7519
Macadee Electronics Construction
14771 Cherry CR..
Chino, CA
(909) 597-8348
Mountain View Builders
P.O. Box 1061
Chino, CA
(909) 91708
Laird Construction
9460 Lucas Ranch Rd.
Cucamonga, CA
(909) 989-5596 or (909) 989-8012 or (909) 621-3184
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 22
Emergency Resources Directory
CONTRACTOR SUPPLIES
Coast Electric
5109 W. Holt BI.
Montclair, CA
(909) 624-9061
Matt's Hardware
8810 Archibald Ave.
Rancho Cucamonga, CA 91731
(909) 987-4343
Harcourt Brace Company
6277 Sea Harbor Dr.
Orlando, FL 32807
(800) 545-2522
Roblee Carpet
23130 Westwood St.
Grand Terrace, CA 92313
(909) 783-6631
Southern Counties Lubricants
1825 W. Collins
Orange, CA 92863
(714) 516-7300
C & E Lumber
2692 N Towne
Pomona, Ca
(909)626-8213
American Material Handling
7049 Montova PI.
Rancho Cucamonga, CA 91701
(909) 944-9812
Baseline True Value
8635 Baseline Rd.
Rancho Cucamonga, CA 91730
(909)987-6217
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 23
Emergency Resources Directory
S.M. Hoyt Lumber
325 E. Holt B.
Ontario, CA
(909) 986-2721
Bill & Wags
1516 S. Bon View Ave.
Ontario, CA 91761
(909) 923-6100
Soco Air Conditioning
6892 Carnelian
Alta Loma, CA 91701
(909) 944-1340
Southern California Crane Services
17760 Rowland Street
City of Industry, CA 91748
(626) 913-7913
Bragg Crane Service
13188 Dahilia
Fontana, CA
(909) 350- 3738
Vista Paint Corp.
2020 Orangethorpe Ave.
Fullerton, CA 92831-5327
(714) 680-3800
Assured Plan Services
10311 6th Street
Rancho Cucamonga, CA
(909) 989-8762
American Hi-Lift Corporation
1387 Center Street
Riverside, CA 92507
CRANES
Rancho Cucamonga Fire District
O]/I 7/2001 Resource List - Page 24
Emergency Resources Directory
Overhead Product Inc.
9804 Crescent Center Dr
Rancho Cucamonga, CA
(909) 481-1010
Bragg Crane Service
13188 Dahila
Fontana, CA
(909) 350-3738
Craig Crane Service
Rancho Cucamonga, CA
(909) 989-9846
Crane Rental Service
13701 Santa Ana Ave.
Fontana, CA
(909) 997-3100
Owl Crane 7 Rigging Co.
1171 Cherry Ave.
Fontana, CA
(909) 823-0695
Saylor
6278 Quartz
Alta Loma, CA
(909) 987-0664
DIKING MATERIAL
Haven Building Supplies
9393 Haven Ave.
Rancho Cucamonga, CA 91730
(909) 989-1889 or 685-9166 (Owner)
Holliday Rock Company
2192 W. Foothill BI.
Upland, CA 91786
(909) 982-1553
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 25
Emergency Resources Directory
Pacific Rock
1337 Bowen
Upland, CA 91786
(909) 985-7283
Upland City Yards
1370 N Benson
Upland, CA
(909) 931-4230
DISASTER AGENCIES
San Bernardino County Operational Area
1743 Miro Way
Rialto, CA 92376
(909) 356-3998
American Red Cross - Inland Valley Chapter
209 East "l" Street
Ontario, CA 91764
(909) 986-6651 or 207-1825
Salvation Army
1399 E. Foothill BIrd.
Rancho Cucamonga, CA
(909) 949-3885
California Conservation Corps.
(909) 594-4206
ELECTRICAL/REPAIR/MAINTENANCE/SUPPLIES
Conley°s Hardware
4346 Mission BI.
Pomona, CA
(909) 629-8966
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 26
Emergency Resources Directory
G P Electric
1200 Price Street
Pomona, CA
(909) 865-2291
Owen Electric
8889 Archibald Ave.
Rancho Cucamonga, CA
(909) 987-7782
Independent Electronics
9613 Arrow Rte. Ste. F
Rancho Cucamonga, CA 91730
(909) 987-8743
Royal Wholesale Electric
10096 6th Street
Rancho Cucamonga, CA
(909) 944-6899
Pomona Wholesale Electronic
2120 S. Reservoir
Pomona, CA
(909) 591-8100
Mar Vac Dow Electronic
4747 Holt BI.
Montclair, Ca
(909) 398-1272
Newark Electronics
6809 Magnolia
Riverside, CA
(800) 588-5808
Owen Electrical Supply
8889 Archibald Ave.
Rancho Cucamonga, CA 91730
(909) 987-7782
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 27
Emergency Resources Directory
RDP Electronic Supply, Inc.
167 San Lorenzo
Pomona, CA
(909) 622-1015
ELEVATOR REPAIR
Elite Elevator Co.
908 N. Cataract Ave.
San Dimas, CA
888-720-2722
KONE
1485 Spruce Street #E
Riverside, CA
(909) 682-5305
Ottis Elevator Company
711 E. Ball Road
Anaheim, CA
(714) 758-9593 or (800)233-6847
4 West
650 E. Valley Blvd.
Colton, CA 92324
(909) 824-0024
O-Rings and Things
14546 Hawthorne
EQUIPMENT & TOOLS
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 28
Emergency Resources Directory
Fontana, CA 92335
(909) 357-7110
Cutters Edge
1435 Manzanita Dr.
Julian, CA 72036-1179
(760) 765-0597
A-AEquipment
10611Ramona
Montclair, CA
(909)626-8586
Alta Loma Sewing & Vacuum
7232 Archibald ave.
Alta Loma, CA 90101
(909) 980-2776
W.W. Grainger
1500 E. First Street
Pomona, CA
(909) 623-0746
Steven's Foothill Rentals
7070 Archibald
Rancho Cucamonga, CA
(909) 989-1711
City Rentals
1035 N. Vineyard
Ontario, CA
(909) 984-2448
Stinky Inc
5095 state Street
Ontario, Ca
(909) 628-5288 or (909) 984-4017
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 29
Emergency Resources Directory
Broco Inc
2824 N. Locust Ave.
Rialto, CA
(909) 350-0580 or (909) 204-4438
Golden State Explosives
P. O. Box 607
Fontana, CA
(909) 829-1322
EXPLOSIVES
FENCING
Fence Craft of Upland
1780 W. Foothill BIvd.
Upland, CA
(909) 981-7095
Valley Cities Fence
2269 Hamner Ave
Norco, CA
(909) 785-1145
All Cities Fence Co.
1552 S. Vineyard
Ontario, CA
(909) 628-4768
FILM PROCESSING
*A & K Photography
7890 Haven Ave, Ste 13A
Rancho Cucamonga, CA 91730
(909) 944-3123
Alta Fire Equipment
6256 Revere Ave
FIRE EQUIPMENT
Rancho Cucamonga Fire District
Oi/17/2001 Resource List - Page 30
Emergency Resources Directory
Alta Loma, CA
(909) 987-1959
Barklow's Fire Truck Parts
4192 Pickwick Dr.
Concord, CA 94521
(800) 696-9119
Diamondback Fire & Rescue
41743 Enterprise Circle North #105B
Temecula, CA 92590
(909) 506-6338
Front Line Industries
716 S. Euclid Ave.
Ontario. CA
(909) 460-3024
Qualitiy Foam Service
8813 Beechwood Dr.
Alta Loma, CA
(909) 980-2145
Fire Maintenance Company
7734 Garden Grove BI.
Westminister, CA 92683
(877) 988-3473
Global Fire & Safety, Inc.
2601 Adeline St. #150
Oakland, CA 94607
(510) 834-2323
Golden Oil
1822-A E. Alosta Ave. Ste.273
Glendora, CA 91740
(818) 919-0933
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 31
Emergency Resources Directory
Hose-Man, Inc.
5397 N. irwindale Ave.
Im, indale, CA 91706-2025
(626) 960-5091
LN Curtis & Sons
1800 Peralta St.
Oakland, CA 94607-1603
(510) 839-5111
Ontario Fire Co.
2732 Parco
Ontario, CA
(909) 947-0755
A to Z Fire Protection Co.
2845 S. Workman Mill Rd..
Whittier, CA
(310) 692-2820
KME Fire Apparatus
//////Jarupa Ave.
Ontario, CA 91761
(909) 923-2220
Special T Fire Equipment
1894 Commerce Center West Ste. 104
San Bernardino, CA 92408
(909) 363-0147
FIRST AID SUPPLIES
Emergency Medical Products
1711 Paramount Ct.
Waukesha, WI 53186
(800) 558-1511
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 32
Emergency Resources Directory
EMS Personnel Fund
California EMS Authority
1930 9~ Street Ste. 100
Sacramento, CA 95814-7043
(916) 323-9875
Inland Surgical Supplies
436 N. Central Ave.
Upland, CA
(909) 946-4449
Unique Creations
1101 E. Holt Blvd.
Ontario, CA 91764
(909) 986-0662
Zee Medical Service
1145 W. Ninth Street
Upland, CA
(909) 982-1387
Chino Police Department
(909) 591-9881
Siltron Illumination Inc.
7915 Center Ave
Cucamonga, CA
(909) 946-5056
FLOOD LIGHTS
FOOD AND FOOD SUPPLIES, BULK
In-N-Out Burgers
13502 E. Virginia Ave
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 33
Emergency Resources Directory
Baldwin Park, CA
(818) 338-5587
Scott Brothers Dairy
12000 East End
Chino, CA
(909) 628-8516
Rancho Cucamonga City Yards
Ninth and Hellman
Rancho Cucamonga, Ca 91730
(909) 477-2700 ext. 4100
Amerigas Propane
16800 S. Main St.
Gardena, CA 90248-3122
(213) 321-2998
Cardlock Fuel Systems
1825 W. Collins
Orange, CA 92863
(800) 441-1215
FUEL
Compress Air Specialties
1340 Simpson Circle
Anaheim, CA 92806-5531
(714) 991-8800
RCFPD Operations
6623 Amethyst Ave.
Rancho Cucamonga, CA
(909) 919-2900
Rancho Cucamonga Fire District
OIl17/2001 Resource List - Page 34
Emergency Resources Directory
Mathison Oil Co
P.O. Box 2355
Montclair, CA
(909) 626-7515
Southern Counties Oil Co
142 S. San Antonio
Pomona, CA
(714)744-7140
76 Truck Stop
(909) 983-1784
Nagcoglass
(909) 985-6519
Mountain View Glass
9745 Foothill Bivd.
Rancho Cucamonga, CA
(909) 980-2307
Apostle Glass & Mirror
1440 N. Benson
Upland, CA
8t" Avenue Graphics
10326 Alta Loma Drive
Rancho Cucamonga, CA 91701
(909) 989-8233
American Business Forms
701 Texas Street
GLASS
GRAPHICS
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 35
Emergency Resources Directory
Redlands, CA 92374-3035
(909) 793-5233
Alpha Graphics
90007 Arrow Rt. #260
Rancho Cucamonga, CA
(909) 987-7988
Faust Printing
8656 Utica Ave. Ste. 100
Rancho Cucamonga, CA 91730
(909) 980-1577
Riverside Blueprint
280 E. 5th Street
San Bernardino, CA
(909) 381-6535
Alpert's Printing
10722 Arrow Rte. Unit 102
Rancho Cucamonga, CA 91730
(909) 945-3550
HAZARDOUS MATERIAL - CLEAN UP
West End Hazardous Material Unit 501
(JPA)
Contact through Fire Dispatch
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 36
Emergency Resources Directory
All Waste
1635 W. Gaylord
Long Beach, CA
(310) 595-1000
AAA Western Sanitation
550 N. Glenoaks BI.
San Fernando, CA 91358
(800) 244-5450
Chancellor & Ogden Inc.
800 West 15th Street
Long Beach, CA 90813
(213) 432-8461
Crosby & Overton Inc.
1620 west 16th Street
Long Beach, CA 90813
9213) 432-5445
Containerized Chemical Disposal, Inc.
10680 Silicon Ave.
Montclair, CA
(909) 625-6645
Erickson Inc.
255 Parr BI.
Richmond, CA 94801
(415) 235-1393
Environmental Health Services
San Bernardino County
Haz Mat Emergency Response Team
(909) 387-4631
(800) 338-6974 spill reporting
Findly Chemical DisposalInc.
10720 Redwood Ave.
Fontana, CA
(909)823-3939
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 37
Emergency Resources Directory
Advanced Environmental
13841 Roswell Ave #A
Chino, CA
(909) 590-4229
Chemical Waste Management Inc.
570 La Cadena Drive #2-J
Riverside, Ca
(909) 782-8375
Consolidated Waste Industries
10680 Silicon Ave.
Montclair, CA
(909) 625-6645
Goddard's Pumping Service
25091 5th street
San Bernardino, CA 92410
(909) 888-5911
It Corporation
336 west Anaheim Street
Wilmington, CA 90744
(213) 830-1720 or (800) 262-1900
Stinky Inc.
5095 State Street
Ontario, CA 91761
(909) 628-5288 or 984-4017
HAZARDOUS MATERIALS - RESOURCES
Air Quality Management District
21865 East Coplay Dr.
Diamond Bar, CA
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 38
Emergency Resources Directory
(909) 396-2000
Chemtrec
(800) 424-9300
Department of Energy
(916) 654-3925
Department of Fish and Game
(916) 445-0045 or (213) 620-4700
(310) 590-5132
Department of Health Services Immediate Cleanup
(800) 852-7550 O.E.S.
Environment Protection Agency (EPA)
(415) 744-1500
(415) 744-2000 Spill Notification
National Response Center
(800) 424-8802
Nuclear regulatory Commission
(301) 492-7000
9510) 975- 0200 Hot Line or (301) 351-0550
Toxic Information Hotline
(415) 821-5338
A.A. Equipment Rentals
10611 Ramona Ave.
Montclair, CA
(909) 626-8586
City Rental
HEAVY EQUIPMENT
Rancho Cttcamonga Fire District
OIl17/2001 Resource List - Page 39
Emergency Resources Directory
1035 N. Vineyard
Ontario, CA
(909) 984-2448
Wol~nbarger, Olin F. Inc,
5675 Francis Ave.
Chino, CA
(909) 627-7481
HOSPITALS
Chino Community Hospital
5451 Walnut Ave
Chino, CA
(909) 464-8600 Emer. Room 464-8660
Loma Linda University
Bado and Anderson Roads
Loma Linda, CA
(909)796-7311
Ontario Community
550 N. Monterey Ave.
Ontario, CA
(909) 984-2201
Pomona Valley Medical Center
1798 N. Garey
Pomona, CA
(909) 865-9600
San Antonio Community
999 San Berna~ino Rd
Upland, CA
(909)985-2811
Los Angeles County - U.S.C. Medical Center
1200 N State Street
Los Angeles, CA
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 40
Emergency Resources Directory
(213) 221-4114
Allied Heavy Moving Inc.
2678 Lilac
Bloomington, CA
(909) 877-9393
HOUSE MOVERS
Aimas International
13461 12th Street
Chino, CA
(909) 628-8971 or (213) 946-4591
Cen-Cal Heavy Moving Inc.
1598 W. 2nd Street
Pomona, CA
(909) 623-7111
Younger Bros. House Moving
3770 Placentia
Riverside, CA
(909) 684-7261 or (909) 788-0291
Ontario Ice & Cold Storage
541 E. Emporia
Ontario, CA
(909) 984-4111
Chino Ice
3640 Francis
Chino, CA
ICE
Rancho Cucamonga Fire District
O]/I 7/2001 Resource List - Page 41
Emergency Resources Directory
(909) 628-2105
LOCKSMITH
RBM Lock & Key
1945 E. Fourth St
Ontario, CA
(909) 980-3448
A Houdini Lock & Safe
Rancho Cucamonga, CA
800-9893755
ABC Lock
9684 Foothill Blvd.
Rancho Cucamonga, CA
(909) 987-2557
Bennock Lock & Safe
9670 Central
Montclair, CA
(909) 626-8319
Slim's
1442 west Holt Ave.
Ontario, CA
(909) 983-2609
Tri-City Lock and Key
9648 Hampshire
Rancho Cucamonga, CA
(909)989-7088
Van Gaalen Lock & Key
9336 Foothill Blvd.
Rancho Cucamonga, CA 91730
(909) 481-481-6200
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 42
Emergency Resources Directory
A-Able
8131 Foothill BI.
Rancho Cucamonga, CA
(909) 987-9803
California Building Materials
2042 S. Grove. Ave
Ontario, CA
(909) 947-0277
Cherokee Wood Products
1400 E. Arrow
Upland, CA
(909) 920-5430
Rugg Lumber
120 S. Euclid
Upland, Ca
(909) 982-8857
S.M. Hoyt
7110 Archibald
Rancho Cucamonga, CA
(909) 989-8554
Woodworkers Supply Inc.
5604 Alameda PI.
Albuquerque, NM 87113
(800) 645-9292
Daily Bulletin
LUMBER
MEDIA (News Print)
Rancho Cucamonga Fire District
· 01/17/2001 Resource List - Page 43
Emergency Resources Directory
212 East "B" Street
Ontario, CA 91764
(909) 983-3511
Highlander
8645 Baseline
Rancho Cucamonga, CA 91730
(909) 980-4828
Rancho Today
8540 Amhibald Ave.
Rancho Cucamonga, CA
(909)980-6397
The Sun
8285 Sierra
Suite 109
Fontana, CA 92335
(909) 822-1137
MORTUARIES
Pomona Valley Mortuary
575 N. Towne
Pomona, CA
(909) 623-6563
Adams Funeral Home
1240 S. Garey
Pomona, CA
(909) 623-2665
Forest Lawn Memorial
21300 E. Via Verde
Covina, CA
(818) 599-1236
Cremation Society of California
Los Angeles Area
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 44
Emergency Resources Directory
(213) 527-5213
Todd Memorial Chapel
570 N. Garey
Pomona, CA
(909) 622-1217
NEWS MEDIA
Inland Valley Daily Bulletin
2041 E. 4th Street
Ontario, CA
(909) 987-6397
La Voz
685 W. Mission
Pomona. CA
(909) 629-2292
KCBS - Channel 2
(213) 460-3000
(213) 460-3316 or (213) 460-3437 - News Room
KNBC - Channel 4
(618) 840-3418 or (818) 840-3425 for Local news
KTLA - Channel 5
(213) 460-5500
(213) 460-5501 News Room
KABC - Channel 7
(213) 644-7777 General Information
(310) 557-5811 News Room
KCAL - Channel 9
(213) 467-9999
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 45
Emergency Resources Directory
FOX - Channel 11
(213) 462-7111
(213) 856-1236
KCOP - Channel 13
(213) 851-1000 General Information
(213) 850-2222, Ext 409 or419 News Room
KFWB - 980 AM (Radio)
(213) 462-5292 General Information
(213) 462-6053 News Room
KNX - 1070 AM (Radio)
(213) 460-3000 General Information
(213) 460-3343 News Room
(323) 460-3275
KCAL- 1410 (Spanish Radio)
(909) 884-5844
Inland News (Radio)
(909) 369-8300
KFRG - 95.1
(909) 825-0441
KOLA - 99.9
(909) 793-3094
OFFICE SUPPLIES/FURNITURE
Patton Sales
P.O. box 273
Ontario, CA 91762
(909) 988-0661
Burtronics Business Systems
216 S. Arrowhead
San Bernardino, CA 92408
(909) 885-7576
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 46
Emergency Resources Directory
Business Specialties
2651 Irvine ave. Ste. 120
Costa Mesa, CA 92627
(949) 642-ee84
Furnituremax/Office Max
11070 Foothill Blvd.
Rancho Cucamonga, CA
(909) 481-7850 or 484-3024
Blake Paper Co.
8625 Baseline Rd.
Rancho Cucamonga, CA
(909) 98-0766
Daisy Wheel Ribbon Co.
3325 E. Shelby street
Ontario, CA 91764-4872
(909) 989-5585
Paper Direct
1025 E. Woodmen Rd.
Colorado Springs, CO 80920
(800) 272-7377
Seal Furniture
17330 Brookhurst Street #300
fountain Valley, CA 92708
(714) 965-4646
Bates Pest Control
340 S. East End
Pomona, CA
(909) 623-6698
All Pest Control
PEST CONTROL
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 47
Emergency Resources Directory
Rancho Cucamonga, CA
(909) 941-9999
Orkin Exterminating Co
Rancho Cucamonga, CA
(909) 987-6040
Dewey Pest Control
Ontario, CA
(909) 629-3742
Terminix International
1170 Price
Pomona, CA
(909) 622-1055 or (909) 622-6877
PIPELINE OPERATORS
All American Pipeline/Celeron
(800) 322-7473
Santa Fe Pipeline
2319 S. Riverside Ave
Bloomington, CA
(909) 877-2373
Southern California Edison
Pipeline Operations
2500 E. Victoria St.
Compton, CA
(310) 430-7935 or (909) 521-2600
Southern California Gas Co.
5566 Arrow Hey
Montclair, CA
(909) 592-1799
PLUMBERS AND PLUMBING SUPPLIES
Ray May Plumbing
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 48
Emergency Resources Directory
8938 Monte Vista
Montclair, Ca
(909) 984-3760
AAAAction Backflow
6355 MayberW Ave.
Alta Loma, CA 91737
(909)989-7691
Ewing Irrigation Products
433 Borrego Ct
San Dimas, CA
(909) 599-0515
Marson Tuff & Irrigation
153 E. Arrow
San Dimas, CA
(909) 592-2041
Roto Rooter SVC & Plumbing
319 Union Ave.
Pomona, CA
(909)397-0567
VaI-Lee Pipe
950 W. Second
Pomona, CA
(909) 622-1084
Bouchey"s Plumbing
280 N Vista PI
Upland, CA
(909) 946-5404
Bernell Hydraulics Inc
8810 Etiwanda
PUMP MAINTENANCE
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 49
Emergency Resources Directory
Rancho Cucamonga, CA
(909) 899-1751
General Pump Service
159 N Acacia
San Dimas, CA
(909) 599-9606
Tri County Pump Company
241 S. Arrowhead
San Bernardino, CA
(909) 888-7706
Southern Pacific
(909) 877-4471
Santa Fe
(909) 884-211 ext. 359 or 241
RAIL ROADS
R.AoC.E.S.- EMERGENCY COMMUNICATIONS
Rancho Cucamonga Auxiliary Communications Systems (RACES)
Karl Cox (Coordinator)
(909) 987-5495
(909) 919-2900 ext. 3075
Mel Matthys (Chief Radio Officer)
(909) 987-6747
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 50
Emergency Resources Directory
San Bernardino County R.A.C.E.S.
(909) 356-3937
Bill Hillinger (Coordinator)
(909 356-3933
Rod McGierre (Chief Radio Officer)
(909) 337-1194
Emergency Radio Response System
Chuck Hill (Coordinator)
(909) 987-1097
Salvation Army Radio Team
Jack Peterson
(909) 989-4559
Tony Stevens
(909) 628-2843
RADIO REPAIR
Karl Cox
8095 Hillside,
Alta Loma, CA
(909) 919-2900 ext. 3075
San Bernardino County Radio Division
(909) 356-3900
Abletronics (supplies only)
(909) 987-7606
Alert Communications Co.
1228 E. Main Street
Alhambra, CA 91801
(626) 576-7477
Action Communications
9311 Jersey Ave #G
Rancho Cucamonga, CA
(909) 941-7351
Rancho Cucamonga Fire District
OIl17/2001 Resource List - Page 51
Emergency Resources Directory
Independent Electronics
(909) 987-8743
Com Ser Co.
(909) 684-2080
Dial Communications
(909) 989-3775
Newark Electronics (supplies only)
(909) 980-2105
Verison Cellular
(909) 948-2427
PageNet
(909) 390-7243
RAILROADS
Metrolink
(800) 371 5465 Customer Service
(213) 259-6300 Emergency
Santa Fe Railway
(800) 285-2164
(800) 333-2383 Police Department
(708) 995-6728 Signal Problems
Southern Pacific
(aoo) 892-1283
9090 783-3035 police department
RECORDS RECOVERY
Vital Link
1260 E. Locust Street #302
Ontario, CA
(909) 947-3999
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 52
Emergency Resources Directory
Chino Food Lockers
13150 6th Street
Chino, CA
(909 628-2113
G & R Refrigeration
9360 7u~ Street Ste. C
Rancho Cucamonga, CA 91730
(909) 984-5601
K.H. Metals & Supply
2727 Main Street
Riverside, CA
(909) 683-3787
Chino Ready Mix
5150 Schaefer
Chino, CA
(909) 628-3469 or (909) 628-4028
REFRIGERATED VANS
ROPES
SAND & GRAVEL
SCHOOL DIRECTORY
ALTA LOMA SCHOOL DISTRICT - ALL TRADITIONAL
Superintendent: Dr. Sharon McHolland
Contacts: Joe Massam - District Emergency Prep Coordinator (Home 989-5880)
Gary Chamberlain - Dir., M&O (Home 591-1196)
Russ Marxmiller - (Home 621-5658) (Pager - 207-1672)
Dan Warden - (Home 946-4097)
9340 Baseline Road, Suite F, Rancho Cucamonga, CA 91701
Mailing Address: Post Office Box 370, Rancho Cucamonga, CA 91701
484-5151 FAX: 484-5175
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 53
Emergency Resources Directory
SCHOOLS
PHONE#
484-5000
Alta Loma Elementary School
Principal: Mrs. Cynthia Hall
7085 Amethyst St., R.C. 91701
Custodian-Ron Trejo
941-1055(h)
Hermosa Elementary School
Principal: Arcila Alcman
10133 Wilson Street, R.C. 91701
Custodian-Raul Trejo
484-5040
899-5916(h)
Deer Canyon Elementary School 484-5030
Principal: Mr Richard Pahlin 989-2617(h)
10225 Hamilton Street, R.C. 91701
Custodian - Tony Velasquez
Jasper Elementary School
Principal: IMr. Steve Thomas
6881 Jasper Street, R.C. 91701
Custodian - Jim Baker
484-5050
989-3588
Carnelian Elementary School 484-5010
Principal: Mrs. Mary Ann Burke 982-6384(h)
7105 Carnelian Street, R.C. 91701
Custodian - Ignacio Padilia 920-0170(h)
STUDENTS
690
690
800
615
725
TEACHERS
32
34
39
28
35
Stork Elementary School
Principal: Mrs Gail Tangeman
5646 Jasper Street, R.C. 91701
Custodian - Armando Olivas
Victoria Groves Elementary School
Principal: Joan Sanders
10950 Emerson, R.C. 91701
Custodian - Jerry Adams
484-5060
945-5320(h)
484-5070
626-7548(h)
987-6172(h)
895
855
39
36
AIta Loma Junior High School 484-5100
84O
39
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 54
Emergency Resources Directory
Principal: Judy Neiuber
9000 Lemon Street, R.C. 91701
Custodian - Jim Hawkes
24 hour number for the school
985-6669(h)
987-2765(h)
484-5105
Vineyard Junior High School
Principal: Steve Thomas
6440 Mayberry Avenue, R.C. 91701
Custodian - Steve Amaon
484-5120 940 38
945-2046(h)
619-249-4206(h)
Banyan Elementary School
Principal: Evelyn Colmel
10900 Mirador Drive, R.C. 91737
Custodian: John Knight
484-5080 980 35
877-5118(h)
CENTRAL SCHOOL DISTRICT - ALL TRADITIONAL
Superintendent: Ms. Sonya Yates, ED.D (909-944-6912)
Contacts: Merle Bauer - Dir. M&O (Home 982-3704)(Pager 399-7480) Ingrid Vogel Asst. Principal - (Home 987-5169)
Merle Bauer is the contact for all schools - no head custodian contact
10601 Church Street, Suite 112, Rancho Cucamonga, CA 91730
989-8541 FAX: 941-1732
SCHOOLS PHONE#
Central Elementary School 987-2541
Principal: Kevin Vaughn
7955 Archibald Avenue, R.C. 91730
STUDENTS TEACHERS
751 25
Coyote Canyon Elementary School
Principal: Melanie Sowa
7889 Elm Avenue, R.C. 91730
980-4743
948-8392(home)
835 28
Bear Gulch Elementary School 989-9396
786 40
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 55
Emergency Resources Directory
Principal: Paul Taylor 625-7432(home)
8355 Bear Gulch Place, R.C. 91730
Dona Merced Elementary School 980-1600
Principal: Laura Banta 780-4358(home)
10333 Palo Alto. R.C. 91730
900
27
Valley Vista Elementary School
Principal: Susan Kohn
7727 Valley Vista, R.C. 91730
981-8697
989-3596(home)
764
26
Cucamonga Middle School
Principal: Jeff Koenig
7611 Hellman, R.C. 91730
987-1788
987-7299(home)
1230
66
Ruth Musser Middle School
Principal: David Soden
10789 Terra Vista, R.C. 91730
980-1230
985-3304(home)
1265
33
CUCAMONGA SCHOOL DISTRICT - ALL TRADITIONAL
Superintendent: Dr. Michael Ramos
Contacts: James Ballard - Dir., M&O (987-8942 ext. 242)
8776 Archibald Avenue, Rancho Cucamonga, CA 91730
987-8942 FAX: 980-3628
SCHOOLS PHONE#
Cucamonga Elementary School 980-1318
Principal: Edward del Castillo 946-5682(home)
Custodian: Art Cornejo 983.4133
Night Custodian: Greg Thomas 984-5327
8677 Archibald Avenue, R.Co 91730
STUDENTS
776
TEACHERS
31
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 56
Emergency Resources Directory
Rancho Cucamonga Middle School 980-0969
Principal: Bruce La Vallee
Custodian: Mario Rios No phone
Night Custodian: Gilbert Gonzalez 987-1583
10022 Feren Street, R.C. 91730
1000
36
Los Amigos Elementary School
Principal: Pamela Wright
Custodian: Tony Zacarias
Night Custodian: Victor Salinas
8498 9th Street, R.C. 91730
982-8387
987-3152(home)
824-0566
948-8855
716
32
The Ontario Center School
Principal: Janet Dutton
Custodian: Abel Salazar
Night Custodian: Tom Summers
835 North Center, Ontario 91764
948-3044
355-7586
941-1771
676
33
ETIWANDA SCHOOL DISTRICT - ALL TRADITIONAL
Superintendent: John Golden
Contacts: Steve Escher- Director M&O (Home 987-6638)
Jessie Velasques - Head Custodian (Home 989-5446)
Don Bailey - Lead Maintenance (Home - 983-6938)
6061 East Avenue, Rancho Cucamonga, CA 91739
Mailing Address: Post Office Box 248, Rancho Cucamonga, CA
484-5151 FAX: 484-5155
SCHOOLS PHONE#
STUDENTS
838
Windrows Elementary School 899-2641
Principal: Rick von Kleist 794-7928(home)
6855 Victoria Park Lane, R.C. 91739
91739
TEACHERS
31
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 57
Emergency Resources Directory
Summit Intermediate School
Principal: Sylvia Kordich
5959 East Avenue, R.C. 91739
899-1704 1820
824-6859(home)
Caryn Elementary School 941-9551
Principal: Kathy Sommer
F~Pq~ .~i~rr~ ~r~t I nnp, R C. q17r11
Etiwanda Intermediate School 899-1701
Principal: Donna LaRochelle 987-4110(home)
6924 Etiwanda Avenue, R.C. 91739
Carleton P. Lightfoot School
Principal: Terri Embleton
6989 Kenyon Way, R.C. 91701
702
1634
47
35
47
989-6120 702 35
753
974
930
Terra Vista Elementary 945-5715
Principal: Sharon Cole 823-4621 (home)
7497 Mountain View Dr., R.C. 91730
West Heritage Elementary 899-1199
Principal: Sherri Carmen
13690 Constitution Way, Fontana 92336
East Heritage Elementary 823-5696
Principal: Darlene Carlmark
14250 East Constitution Way, Fontana 92336
35
38
35
CHAFFEY JOINT UNION HIGH SCHOOL DISTRICT - ALL TRADITIONAL
Superintendent: Barry Cadwallader
Contacts: Dan Magnusen - Dir., M&O (Home 989-5270)
John Grow- Director/Facilities (Home - 949-1918)
211 West Fifth Street, Ontario, CA 91762
988-8511 FAX: 467-5177
SCHOOLS PHONE#
STUDENTS TEACHERS
Alta Loma High School
Principal: Bill Beltrands
8800 Baseline Road, R.C. 91701
Asst. Principal: Frank DiCrasto
989-5511
310-947-6459(home)
892-1343(home)
2850 140
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 58
Emergency Resources Directory
Custodian: Luis Garcia
984-4343(home)
Eitwanda High School 899-2531
Principal: Joe Kolmel 946-9463(home)
13500 Victoria, R.C. 91739
Asst. Principal: Dennis O Connell 923-7080(home)
Custodian: Richard Sanchez 988-9280(home)
3419
146
Rancho Cucamonga High School
Principal: Fred Contreras
11801 Lark Drive, R.C. 91737
Ops. Manager: Joanne Cadwallader
Custodian: Mark Kabish
899-2531 2900
626-332-1732(home)
980-0988(home)
944-4897(home)
150
CHAFFEY COMMUNITY COLLEGE DISTRICT
President: Jerry Young
Contacts: Steve Menzel - VP Admin. Services 941-2174 (Emergency coordinator
Bruce Cook - Director of Maintenance 941-2637 (Pager: 395-1454)
5885 Haven Avenue, Rancho Cucamonga, CA 91737
987-1737
Campus Police - Evenings/VVeekends 989-9633
Children's Center 987-7065 (980-7433)
Sharleen Smith, Director
A & A Plumbing
2032 S. Plum Ave.
Ontario, CA
(909) 984-5343
O'Brian Plumbing
7147 Amethyst
Alta Loma, CA
(909) 988-9300
SEWER EQUIPMENT
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 59
Emergency Resources Directory
One Day Instant Signs
5688 Holt
Montclair, CA
(909) 621-1062
SIGNS
A-2-Z Signs Done Right
1777 W. Arrow Hwy.
Upland, CA 91786
(909) 949-0720
Central City Signs
8729 Monroe Court
Rancho Cucamonga, CA
(909) 91730
(909) 941-1938
Federal Signal Corp.
2645 Federal Signal Dr.
University Park, iL 60466
(708) 534-3400
Shift Calendars
829 N. Glendora Ave.
Covina, Ca 91724
(626) 967-9021
Sign Crafter
8009 Archibald Ave.
Rancho Cucamonga, CA 91730
(909) 944-1340
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 60
Emergency Resources Directory
TEMPORARY BUILDINGS/TENTS
E Z Up International
5525 Gilbraiter
Ontario, CA
(909) 466-8333
International EZ up
2273 La Crosse Ave.
Riverside, Ca
(909) 426-0060
Mobil Modular
770 Mc Grath
Corona, CA
(909) 735-8600 or (310) 921-1361 or (213) 233-1181
TOILETS
A-Co Sanitation
800-244-5450
Waste Management
877-767-8653
Superior Toilets
Bloomington, CA
(909) 877-5603 or (800) 654-5843
TOW TRUCKS
Al's Towing
5570 W. Mission Blvd.
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 61
Emergency Resources Directory
Ontario, CA
(909) 982-1711
A & A Towing
415 E. Commercial
Pomona, CA
(909) 629-0110
Bill and Wags
1516 S. Bon View
Ontario, CA
(909) 923-6100
Dietz towing
1300 E. Holt blvd.
Ontario, CA
(909) 986-2703
Certified Automotive Group
8160 Mesa Dr
Rancho Cucamonga, CA
(909) 989-1970
High Country Towing
1820 W. 11 Street
Upland, CA
800-705-0993
Mr. T's Towing
8776 Helms Ave.
Rancho Cucamonga, CA
(909) 481-1135
Steve's Towing
9311 Jersey Blvd.
Rancho Cucamonga, CA 91730
(909) 980-3255
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 62
Emergency Resources Directory
GKN Rentals
1690 Foothill Blvd.
Upland, CA
(909) 985-9856
TRACTOR SERVICES
TRANSPORTATION (TAXIS)
Laid law Transit
1455 W. Ninth Street
Upland, CA
(909) 946-5544
Omni-Trans (Dial-a-ride)
1165 E. Belmont
Ontario, CA
(909) 947-9292
Valley Connection (Dial-a-ride)
(909) 620-9820
TRIAGE TEAMS
Loma Linda University
I.C.E.M.A.
(909) 888-7511
Pomona Valley Medical Health Center
1798 N. Garey
Pomona, CA
Contact ER Supervisor
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 63
Emergency Resources Directory
San Antonio Community Hospital
(909) 985-2811
Contact ER Supervisor
UNDERWATER RESCUE
Ontario Fire Department
(909) 9864579
San Bernardino County Sheriffs Office Underwater Rescue
9909) 356-3942
Scuba Duba Dive
2126 Reseda
Reseda, CA 91335
(818) 8814545
UNIFORMS
Cadet Uniform Service
11113 Penmse Street
Sun Valley, CA 91352-8030
(818)767-8030
Class One Public Safety Products
2348 N. Sterling Ave. Ste. 110
San Bernardino, CA 92404
(909) 882-0519
ForestrySuppliers
205 Rankin St.
Jackson, MS 39284-8397
Greenwood's Uniforms
115 S. E. Street
San Bernardino, CA 92401
(909) 885-0755
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 64
Emergency Resources Directory
Industrial Shoe Company
1421 E. First Street
Santa Ana, CA 92701
(714) 796-1976
West End Uniforms
4650 Arrow Hwy
Montclair, CA
(909) 621-7444
UTILITIES
Cucamonga County Water District
10440 Ashford Street
(909) 987-2591
Metropolitan Water District
700 N. Moreno
La Verne, CA
(909) 593-7474
General Telephone Company
(800) 821-2585 or (805) 372-6489
(e00) 483-4000
Southern California Edison
(909) 986-5861
(800) 422-4133 Cable locating
Southern California Gas Company
(909) 592-1799 or (800) 422-4133
Monte VistaWaterDistrict
10575CentralAve.
Montclair, Ca
(909) 624-0035
Southern California Water Company
321 Yale Ave.
Claremont, CA
(909) 626-1601
Rancho Cucamonga Fire District
OI/17/2001 Resource List - Page 65
Emergency Resources Directory
Chino Basin Municipal Water District
8555 Archibald Ave.
Rancho Cucamonga, CA
(909) 987-1712
(909) 947-4131 Water Treatment Plant
VETERINARIANS
Emergency Pet Clinic of Pomona Valley
8980 Benson Ave.
Montclair, CA
(909) 981-1051
Victoria Animal Hospital
11438 Kenyan way Suite #A
Rancho Cucamonga, CA 91730
(909) 944-8944
Alta Rancho Pet
8677 19th Street
Alta Loma, CA
(909) 980-3575
Terra Vista Animal Hospital
10598 Baseline Rd. #F
Rancho Cucamonga, CA
(909) 989-3999
Intec Video Systems, Inc.
23301 Vista Grande
Eaguna Hills, CA 92653
(800) 469-3254
VIDEO
Rancho Cucamonga Fire District
OI/I 7/2001 Resource List - Page 66
Emergency Resources Directory
Audio Graphics Systems
2010 Lynx PI.
Ontario, CA 91761
(909)673-0070
C & K Video Technology
9613 Arrow Rte.
Bldg. 3 Ste. G
Rancho Cucamonga, CA 91730
(909) 466-7620
Entertainment Plus
192 S. 1 st Ave.
Upland, CA 91786
(909) 985-5052
WATER
Arrowhead Mountain Spring
5772 Jurupa
Ontario, Ca
(909) 460-0775
Drinking - U.S.Army Corps of Engineers (Los Angeles District)
(213) 894-3440
Sparklets Drinking Water
4548 Azusa Canyon Rd...
Irwindale, CA
(818) 599-6859 or (800) 492-8377
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 67
Emergency Resources Directory
WASTE DISPOSAL
APS Marketing (Chemical & Radio Active)
10311 6~
Cucamonga, CA
(909)989-8762
Nottingham Company
3150 Maxson
El Monte, CA
(818) 641-1530
City of Rancho Cucamonga
Refuse Collection
(909) 477-2700
Western Wastelndustries
13793 Redwood Ave.
Chino, Ca
(909)591-1714
WATER (FILTRATION)
Environmental Physics of California
303 E. Holt
Ontario, CA
(909)984-6320
FontanaWater Company
9909)822-2201
Multi-pure Purifiers & Filters
Claremont, CA
(909) 624-8261
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 68
Emergency Resources Directory
Pure-water Enterprise
13141 Central
Chino, CA
(909) 591-4499
Rayne Water Conditioning Systems
1081 E. Cypress
Covina, CA
(626) 966-7521
Sunbright Water Co.
1428 N. Gardenia
Ontario, CA
(909) 983-9919
National Weather Service
11440 w. Bernardo Ct. #230
Rancho Bernardo, CA 92127
(800) 240-3022
(619) 675-8700
FAX 619-675-8712
Continental Weather Service Inc.
(909) 988-0051
WEATHER
WELDING
A Ray's Wrought Iron
9405 Hellman
Rancho Cucamonga, CA
(909) 989-5981
Rancho Cucamonga Fire District
O1/I 7/2001 Resource List - Page 69
Emergency Resources Directory
Castellini Welding
8705 9th Street
Rancho Cucamonga, CA
(909) 981037
Hernandez Wrought Iron
10730 Grand Ave.
Ontario, CA
(909) 627-1716
All Welding
9155 Archibald #107
Rancho Cucamonga, CA 91730
(909) 948-1535
M & M Welding
8720 8th Street
Rancho Cucamonga, CA
(909) 981-6601 or 981-1139
Mike's Welding
5977 Klusman Ave.
Alta Loma, Ca
(909) 989-7192
Precision Welding
550 W. California
Ontario, CA
(909) 986-9605
Rancho Cucamonga Fire District
01/17/2001 Resource List - Page 70
Supporting Documentation to E. O. C. - Activation Procedure
Multi Hazard Functional Plan
PART THREE
E.O.C.
ACTIVATION PROCEDURE
ACTIVATION CRITERIA:
The EOC shall be activated when an extraordinary event or the threat to life and
property involving a widespread population and geographic are of the City becomes
beyond the immediate City capabilities, or where either partial or full activation of the
EOC for centralized management and coordination would be advantageous.
REQUEST PROCEDURE:
The on-site Incident Commander (Police, Public Works, and/or Fire) where in his
opinion the situation is or could become beyond his capability to handle at the local
level, and he believes that the incident could be better managed and coordinated from
a centralized location, he will request activation of the EOC through the Dispatch Center
to the highest duty supervisor within his department.
AUTHORIZATION PROCEDURE:
The City Administrator or the highest on duty supervisor from the affected agency
(Police, Public Works, or Rancho Cucamonga Fire) has the authority to activate the
EOC. This can be a partial or full activation.
Full Activation
· A full activation of the EOC may be automatic or initiated by the City
Administrator or the highest on duty supervisor in the concerned department.
· Automatic activation of the EOC will be initiated when an earthquake of 5.0 or
greater occurs in a 50 mile radius of the City of Rancho Cucamonga, a 6.0
earthquake occurs within the four (4) county areas of San Bernardino, San
Bernardino, Orange, and/or Riverside, where the City of Rancho Cucamonga
may have suffered serious damage, or where the City Personnel may be
seriously impacted.
· In a full activation, the Emergency Operations Director (City Administrator), or if
City of Rancho Cucamonga
01/23/2001
Supporting Documentation to
Multi Hazard Functional Plan
E.O. C. - Activation Procedu re
he is not available, on the Deputy Directors (Assistant City Administrator or
Alternate) will be notified immediately. A call out by the Emergency
Preparedness Coordinator of assigned EOC personnel will be initiated.
Partial Activation
· A partial activation of the EOC does not require all departments and personnel to
respond to the EOC. The affected agency or agencies may open the EOC for
better management of the incident. The supervisor authorizing the partial
activation of the EOC will notify his/her department Director and initiate a call out
of the personnel he/she needs in the EOC. The affected agency supervisor will
notify any other city agency he/she needs to assist him/her in the EOC with the
incident. After being request to assist in the EQC, the assisting agencies will
notify their own personnel to respond to the EOC. Under partial activation, the
activation will become the Commanding or Managing group. In all cases
whether a full or partial activation, the PLANNING/INTELLIGENCE and
FINANCE Section Coordinators will be notified so that these Section Members
can respond.
ALERTING PROCEDURE:
In a full Activation of the EOC, the Emergency Preparedness Coordinator (207-9089)
will have the responsibility of notifying personnel on the ALERT LIST to respond to the
EOC. The ALERT LIST can be found in PART THREE of the City Multi Hazard
Functional Plan.
In partial activation of the EOC, personnel needed to respond to the EOC will be
notified by the Emergency Preparedness Coordinator (207-9089) as requested by the
activating agency.
City of Rancho Cucamonga
01/23/2001
Multi- Hazard Functional Plan Part Three
Emergency Purchase Procedure
Purpose
To control and expedite the issuance of all purchase orders in an extreme emergency in order to
ensure the preservation of life and properly and to prevent delays in work that may vitally affect the
health or safety of citizens or employees. To clearly establish guidelines for exemptions from the
formal bidding process.
Scope
This procedure applies to all purchase orders.
Policy
Extreme emergency is defined as a catastrophic natural disaster such as a large magnitude
earthquake, 100 year flood, civil unrest, etc., which would alter normal communications and require
activation of the EOC on a city-wide basis.
1. Emergency purchases will be approved only when requested by authorized employees.
2. During as extreme emergency, The Purchasing Agent or designee shall be stationed at the
EOC - Finance Section. If situation allows, the Purchasing agent or designee will also be
stationed in purchasing office.
3. For emergency purposes, the using department shall contact the purchasing agent or
designee at the EOC, advising what the emergency is, request a purchase order number,
and proceed with procurement. The reserved number shall be logged and a purchase
order issued at earliest possible date.
4. Because many vendors in the City have agreed to provide equipment and supplies in an
emergency, it is vital that requestor document all procurements at time of receipt of same
from vendor. This can be done on a sheet of paper and turned in to the Purchasing Agent
or designee at the EOC at earliest possible date. Or by using a Purchasing Authorization
form.
Bland purchase orders shall be handwritten in the event of a power outage. Purchase
Agent or designee shall log all issued purchase order. A supply of purchase orders and
logs will be kept at EOC and made available for emergency use by Purchasing agent or
designee.
Vendor shall provide delivery slip for all procurernents/materials to using department.
Using department shall forward to Purchasing with the requisition and an explanation
City of Rancho Cucamonga
01/23/2001
Multi- Hazard Functional Plan Pan Three
justifying the emergency purchase. All invoices shall be mailed or brought directly to City
Finance Department, Attention: Accounts Payable. A supply of these forms will be kept at
the EOC and made available to using departments.
7. Requisitions covering confirmed emergency purchases would be delivered to the
purchasing Division within three working days of order placed.
8. Memorandum of explanation justifying the need and/or circumstances fro the emergency
purchase must accompany all emergency requisitions. Any emergency requisition not
accompanied by a memo of justification will be returned to originating department and thus
will not be immediately processed further for payment.
9. The emergency purchases of unbudgeted capital outlay items must be approved by the
Administrative services Director or designee.
10. All conditions shall apply as outlined in the Emergency Purchases Procedure
City of Rancho Cucamonga
01/23/2001
EMERGENC~; SCHEDULING AND NOTIFICATION
City Personnel
PURPOSE
The purpose of this plan is to provide guidance to All Personnel in preparing for,
responding to, and recovering from the effects of civil disturbance and/or disasters, which
may impact the City of Rancho Cucamonga either directly or indirectly. This plan is NOT
intended to provide the department with specific tactical or operational procedures
In the event of a major disaster, civil unrest, rioting, terrorist act, and/or at the direction of
an Incident Commander, this Emergency Scheduling Plan will be put into effect. In the
event of an earthquake, or other sudden disaster, scheduling will be put into effect
automatically. In the case of a pre-planned event that involves a police or fire tactical
planning and alert phases, the Emergency Scheduling Plan will be put into the mobilization
phase. This will be done by the incident commander, or highest ranking on-duty official.
The following is covered in this document:
· How notification is carried out.
· What shifts and assignments are automatic.
· How shifts are changed.
· How "release" notification is given.
It is important that all employees and supervisors are aware of their position in the
scheduling plan, especially in the case of assignment changes. Emergency Scheduling is
based upon regular position assignment, not individuals. These assignments may be
changed as an incident develops, or as needs are assessed. Emergency assignments
allow employees to know when to respond during disaster operations and minimize the
amount of phone calls necessary. This policy does not affect the handling of day-to-day
operations. These will be handled by on-duty units, mutual aid, and/or limited call-out of off-
duty personnel.
If employees are unable to report to their regular facility or alternate staging area, they are
encouraged to report to the closest local jurisdiction to register as a "Disaster Services
Worker". All employees are declared to be Disaster Services Workers by Section 3100 of
Chapter 8 of Division 4 of Title 1 of the Government Code.
The Fire Chief employs and controls all personnel and equipment of the Rancho
Cucamonga Fire Protection District as well as available reserve, auxiliary and
supplementary resources, under established procedures.
Notification:
The Incident Commander (Battalion Chief ) is the 24 hour point of contact forwamings and
Emergency Scheduling/Notification - 1
emergency notification of District and City EOC staff. The on-duty Incident Commander is
responsible for communicating the need to activate this plan with the Police and Fire
Chiefs, the Public Works Director, and City Manager. In their absence, the highest ranking
on-duty official is authorized to activate this plan. Notification of necessary staff is shown in
the attached chart.
Shift Assignments/Changes:
Shifts are changed at the listed 12 hour intervals until the Emergency Scheduling Plan is
deactivated
Mobilization:
The mission of the Police Department, should civil disorder occur, is to deploy in a timely
manner all available personnel to protect life and property. Dependent upon intelligence
information, the aforementioned procedure and following staff assignments shall be
implemented.
Deactivation:
Deactivation is called for by the EOC Director, Fire Chief, or Police Chief.
Emergency Scheduling/Notification - 2
CITY OF RANCHO CUCAMONGA EMERGENCY PLAN
COMMAND PERSONNEL TEAM-NOTIFIED BY ON DUTY WATCH COMMANDER
Title Assignment Responsible for
City Manager
Notifying:
City Council
Director of
Emergency Services
Emergency Shift
SHIFT A
Chief Of Police
Patrol Division Commander (Ops
Lt)
Administrative Support Services
Commander (A drain. L t)
EOC Po~cy Group
Dept. Operations
EOC Operations
SHIFT B
SHIFT A
SHIFT B
Patrol Sgt. (Watch Commander)
~trol Sgt. (Watch Commander)
Field Inc. Command
Station Command
SHIFT A
SHIFT A
Records Manager Station Support
EOC PERSONNEL TEAM - NOTIFIED BY EPC
CITY MANAGER/ASSIST CITY
MANAGER
CITY DEPARTMENT HEADS
(Policy Group)
FIRE DOC
DISASTER COMMUNICATIONS
TEAM
Director of
Emergency Services
EOC Positions
Fire Branch Coord.
Kad Cox
RECORDS STAFF
Administration Staff
Departmental Staff
Appropriate Staff
RACES
Per Dept Policy
SHIFT A & B
SHIFT A & B
SHIFTA & B
SHIFT A & B
Emergency Scheduling/Notification - 3
0RDINAi~CE N0. 104
A~ ORDIN/LNr= OF THE CITY COUNCIL OF THE CITY
OF RANCHO CUCAHONGA, CALIFORNIA, RELATING TO
ErtERGENCY ORGAFiZATION AND FUNCTIONS
The City Council of the City of Ranthe Cucamonga does ordain as
follows:
Section 1: Purposes
The declared purposes of this ordinance are to provide for the
preparation and carryinS out of plans for the protection of persons and
property within this Cit~ in the event of an emergency; the direction of
the emerSency er~anization; and the coordination of the emergency func-
tiona of this City kvith all other public agencies, corporations, organi-
zaciona, and affected private persons.
Section 2: Definition
the safety of persons and property within this City caused by such
conditions as air pollution, fire, flood, storm, epidemic, riot, or
earthquake, or other conditions, including conditions resulting from war
or imminent threat of war, but other than conditions resulting from a
labor controversy, ~htch conditions are or are likely to be beyond the
control of the services, personnel. equipment, and facilities of this
City, requiring the combined forces of other political subdivisions to
Section 3: Disaster Council Membership
The Panthe Cucamonga Disaster COuncil is hereby created and shall
consist of the following:
(a) The Hayor, who shall be Chairman.
(b) A Council member, shall be Vice-Chairman.
(c) The Director and ASsistant Director of Emergency Services.
(d) Such chiefs of emergency services as are provided for in
emergency plan of this City, adopted pursuant to this erda-
(e) Such representatives of civic, business, labor, veterans,
professional, or other organizations having an of[tclal
emergency responsibility, as may be appointed by the Director
with the advic~ and consent of the City Council.
Section &: Disaster Council Powers and Duties
It shall be the dot-/of the Ranthe Cucamonga Disaster Council and
it iS hereby empowered, co develop and reco~nend for adoption by the
City Council, emergency and mutual aid plans and agreements and such
ordinances and resolutions and rules and regulations as are necessary to
implement such plans and agreements. The Disaster Council shall meet
upon call of the Chairman or, in his absence from the City or inability
to call such meeting, upon call of the Vice-Chairman.
Section 5: Director and Assistant Director of Emergency Services
(a)
There is hereby crated the Office of Director of Emergency
Services. The Cit~ ~-:Ser shall he the Director of Emergency
Services.
(b) There is hereby created the Office of Assistant Director of
Emergency Services, who shall be appointed by the Director.
Section 6: Po~ers and Duties of the Director and Assistant
Dire:coT of Emergency Services
(a) The Director is hereby e~poWered to:
(1)
Request the City Council co proclaim the existence or
threatened existence of a "local emergency" if the City
Council is imsexsion, or Co issue such proclamazion if
the City Council is not in session. ~henever a local
emergency is proclahned by the Director, the City Council
shall cake action ro ratify the proclamation within seven
(7) days thereafter or the proclamation shall have no
furzher force or effect.
(2)
when, in the opinion of the Director, the locally avail-
(3)
Control and direct the effort of the energency organiza-
tion of this City for the accomplishment of the purposes
(4)
Direct cooperation betvest and coordination of ;errices
and staff of the Emergency Organization of this City: and
resolve questions of author%ty and responsibility thac
(6)
as herein provided, the proclamation of a "state of
emergency" by ~he Governor or the Direczor of the State
Office of Emergency Services, or the existence of a
To make and issue ~ules and regulations on utters
reasemably related to the protection of life and
propetiT as affected by such emergency; provided,
ho~wer, such rules and regulations must be confined
at tim earliest practicable time by the City Council.
(ix)
To obtain vital supplies, equipment, and such other
properties found lacking and needed for the protection
of life and property and co bind the City for the
fair value thereof, and, if required innediacely, to
commandeer the same for ~ublic use.
(itl)~o require exer~ency services of any City employee
and, in the event of the proclamation of a "state of
emergency" is the County in vhich this City is
to coneand the aid of as many citizens of this tomunity
as ha deeas necessary in zhe execution of his duties;
such persons shall be entitled to all privileges,
benefits, and i~nunities as are provided by state
lag for registered disaster service ~orkers.
(iv) To requisicion necessar~ personnel or material of
any City department or agency; and
(v) To execute all of his ordinar~ pc~ers as City ,~naSer,
all of the special powers conferred upon him by this
ordinance or by resolution or e~ergency plan pursuant
here~o adopted by uhe City Council, all povers con-
ferred npon him by any stacu~e, by any..agree~enc
approved by ~he Ct~y Council, and by any ocher
lav~ul authority.
(b) The DIrector of emergency services shall designate the order
of succession r~ chac office, co ~ake effect im the event the
Director is unavailable co attend meetings and ocherv~se
perform his duclesdurin~ane~nergency. Such order of succession
shall be approvnd by the City Council.
(c) The Assistant Director shall, under ~he supervision of ~he
Director and ~r~h the assistance of enerSency service chiefs,
develop emergenc~ plans and manage the emergency programs of
this City; and shall have such other po~ers and duties as ~ay
he assigned by ~he Director.
Section 7: EmerSencv ~r~aniza[lon
A~l officers and employees of this City, together vith those volunteer
forces enrolled ~o aid them during an emergency, and all groups, orSantza-
~ions, and persons ~no may by agreement or operation of law, including
persons impressed into service under the provisions of Section 6 of this
ordinance, be charSod ~ith duties incident to the protection of life and
property in this Ci~/durin8 such emergency, shall constitute ~he emergency
organization of the City of Rancho Cucamonga.
Seccion g: Emergency Plan
The Rancho Cucamonga Disaster Council shall be responsible for ~he
development of the City of gancho CuremooSe Emergency Plan, ghich plan
shall provide for the effective mobilization of all of the resources of
this City, both public and private, to meet any condition constituting a
local emergency, state of emergency, or state of vat emergency; and
shall provide for the organization, povers and duties, services, and
staff o~ the emergency organization. Such p~an shall cake effect upon
adoption by resolution o~ the City Council.
Section 9: ExPenditures
Ic shall be a misdemnancr for any person, during an emergency,
(a) ~illfully obstruct, hinder, or delay any member oe the emergency
organization in the enforcement of any la~ul rule or regulation
issued pursuant to this ordinance, or in the performance of
any duty imposed upon him by virtue of this ordinance.
(h) Do any act forbidden by any lavful rule or regula:~on issued
pursuant to this ordinance, if such act is of such a nature as
to give or be likely to give assistance to the enemy or to
imperil ~he lives or proper~/of inhabitants of this City, or
co prevent, hinder, or delay the defense or protection thereof.
~ear, carry, or display, ~ichouc authority, any means of
identification specified by the emergency agency of the Stare.
(o)
Section 11: Severability
If anF provision of this ordinance or the application thereof-to
any person or circumstance is held invalid, such invalidicy shall aoc
af[ect other provisions or applications, and ~o this and the provisions
of this ordinance are declared to be severable.
Section 12:
The ~ayor shall sign this ordinance and the Ci~/Clerk shall attest
to the same, and the City Clerk shall cause the same to be published
vithin fifteen (15) days after its passage, at least once in The Daily
Report, a newspaper of general circulation, published in the City of
Ontario and circulated in the tit7 of Rancho Cucamcnga.
PASSED, AFPROVED and ADOPTED this 21st day of .~ay, 1980.
AYES: Frost, HikeIs, Palombo, Bridge, Schlosser
NOES: None
ABSENT: None
Phil~ p D. Schlosser, .~ayor
ATTEST:
....
laure~ M. Wasserman, Clty Clerk
~ANCHO
CUCAMONGA
ENC, INEEI~INC, DEPADTHENT
Memorandum
DAIS.:
TO:.
FROM:
BY:
S~R,IECF:
March 21, 2001
Dale B. CatTon, City Facilities Supervisor
CITY COUNCIL AGENDA ITEM D-IS - APPROVE THE PURCHASE AND
APPROPRIATE FUNDS FOR THE PURCHASE OF TWO (2) TRAILER-
MOUNTED, DIESEL-POWERED EMERGENCy STANDBy GENERATORS
The subject title should be modified to include:
TO BE FUNDED t~lj~tgFI-ACCOUNT NO. 1001303-5603.
RAN
:'~:
H 0
CUCAMONGA
ENGINEE~ING DEPARTMENT
St3ffReport
DATE:
TO:.
FROM:
BY:
SUBJECT:
March 21, 2001
Mayor and Members of the City Council
Jack Lain, AICP
William J. O'Neil, City Engineer
Dale B. Catton, City Facilities Supervisor
APPROVE THE pURCHASE AND APPROPRIATE FUNDS FOR THE PURCHASE
OF TWO (2) TRAILER-MOUNTED, DIESEL-POWERED EMERGENCY STANDBY
GENERATORS
RECOMMENDATION
It is recommended that the City Council approve the purchase and appropriate funds in the amount of
$120,000 for the purchase of two (2) trailer-mounted, diesel-powered emergency standby generators.
BACKGROUND/ANALYSIS
Due to the current energy crisis, and the continuing need to support city operations in the event of a power
outage or major emergency, it has been determined that two additional generators are necessary to keep
critical buildings functioning. Currently, stationary generators are in place at the Civic Center (one for back
up power to the buildings and one for back up power for the radio system) one at the Animal Shelter, and one
at the Stadium. The City also has two portable generators, one dedicated for use at the Corporate Yard (the
Departmental Operations Center for Public Works) and one at the Senior Center, for the City's backup
Emergency Operations Center. Additional generators are needed to support operations at the Library, Lions
East/West and the RC Family Sports Center, in the event that they would be used as shelters, communication
centers, or command centers in the event of emergency or long duration power outage.
Staff has reviewed the options available and using trailer-mounted diesel-powered generators provides the
most flexibility since the generators can be quickly located where needed not only during power outages
exceeding one hour, but also during emergency operations. Quotes were solicited and received and
Associated Power, Inc., of Wilmington, California was the lowest bid. Quotes are attached.
Respectfully submitted,
City Engineer
WJO:DC:ju
P. O. Box 1212, Wilmington, CA, 90748
~,llilmington
FAX TRANSMITTAL
FAX//
DATE
pHONE
TOTAL NUMBER OF PAGES (INCLUDING THIS PAGE):
FAX// (310) 518-0993 PHONE.# 1310) :335-3161
We are pleased to quote the following MQ WhisperWatt generator:
engine mfg. , engine model
t(~o ~ net ea.
Plus applicable tax
F.O,B. WBmington. CA. Permits or installation, if required, .,-".re nnt included.
Quotation is good for 30 days. Terms are net on invoice.
IWeb site: hRp://www.assocpower.com
Lights & Light Towers (Maxi-Lite4). MQ WhisperWatt Genel"a'T~ors' St Welders
Load Banks. Airman Air Compressors, Cables, Pow.~4 Boxes
Feb ZZ O| O~:tOp
FAX
COVER
SHEET
O~EH ELECTRIC
FROM
19091944-6910
OWEN
ELECTRIC
p.l
COMPANY
THE CITY OF RANCHO CUCAMONGA
DATE
2/22~1
AI'I'N
BRIAN VAN FOSSON
Generator Quote
MESSAGE
DCA-220SSK WHISPERWATT 220-195 KW I~'/3~I STANDBY RATED KOMATSU ENGINE
TRAILER MOUNTED. INCLUDES 250 GAL FUEL CELL TOOL BOX SURGE BRAKES
PRICE PER UNIT $62,176.00 NET30
NUMBER OF PAGES
FROM
T~ Owen
FAX 909-944-6910
PHONE 909-987-7782
Page:
U/~ed 82a20R/LNGETHORPZ AVE.
Rentals BUEN~ P~, c~ 9o~21
714-521-5602
Remit To;
UNITED RENTALS
PO BOX 51701
LOS ANGELES, CA 900516001
Fmm~l/AJl EqldFme~ Rm~mM
i0500 CIVIC CE~r6R DR
' ' ~CHO CU~NGA, CA 9 [~3d:~
m , m
2 9999999 CC: 999-999~ 57557.12
MISCEL~EOUS B~K I~ENTORY EQUIPMENT
((MQ ~WER WHISPERWATT GEN~TOR))
, MODEL~=DCA-220SSK (220KVA)
ST~DBY O~PUT= (194KW)
PRIME OUTPUT = (176KW)
EQUIPMENT SALE QUOTE
Invoice ~..- 16286481
Invoice date 2~33/01
.Q~ote date,.
JoDLoC ..... SAME
jab No .....
Ordered By.-. BRI3%N VANFOSSEN
Written by.. UR135FP
Terms ....... Net 30 Days
Amount
115114.24
Sub-total: 115114.24
Tax: 8633.57
Estimated Total: 123747,81
RA NC HO
I~UIhDING AND
C U CA M ONGA
c~AFETY
Staff Report
DATE: March 21,2001
TO:
FROM:
SUBJECT:
Mayor and Members of City Council
Jack Lam, AICP, City Manager
Bill Makshanoff, Building and Safety Official
AUTHORIZATION TO APPROPRIATE $25,000 IN ACCOUNT NUMBER
1001- 301- 5605 TO PURCHASE COMPUTERS FOR THE
IMPLEMENTATION OF THE TIDEMARK SYSTEM IN ENGINEERING
RECOMMENDATION:
It is recommended that the City Council by minute action authorize an appropriation in
the amount of $25,000 into account number 1001-3-1-5605 to fund the purchase of two
computers and printers for Engineering. This action will provide the necessary
hardware to complete the installation of the Tidemark System in Engineering. The
appropriation will be funded from the Development Fee Reserve established in FY
2000/2001.
BACKGROUND:
The Engineering component of Tidemark Systems is the final segment of the program.
With the purchase of this equipment Engineering will be able to meet their anticipated
May 2001 date to complete automation of the permit process in Community
Development.
Respectfully submitted,
William N. Makshanoff '~
Building and Safety Official
WNM:Ic
RAN CHO
CUCAMONGA
BUILDING AND SAFETY
Staff Report
DATE:
TO:
FROM:
SUBJECT:
Mamh 21,2001
Mayor and Members of City Council
Jack Lam, AICP, City Manager
Bill Makshanoff, Building and Safety Official
AUTHORIZATION TO APPROPRIATE $64,000 IN ACCOUNT NUMBER
1001 301 5300 TO COMPLETE THE TIDEMARK PERMIT SYSTEM
SOFTWARE INSTALLATION
RECOMMENDATION:
It is recommended that the City Council by minute action authorize an appropriation in
the amount of $64,000 into account number 1001 301 5300. This appropriation will
provide the necessary funds to complete the contract in FY 2000/2001 with AEF Corp.
for consulting services. The appropriation will be funded from the Development Fee
Reserve established in FY 2000/2001.
BACKGROUND:
AEF Corp has provided consulting services including contract management and report
writing. Their services have been instrumental in the successful implementation of the
Tidemark Permit System.
Respectfully submitted,
William N. Makshanoff
Building and Safety Official
WNM:Ic
H CITY OF
I~ANCHO CUCAMONGA
Staff Report
DATE:
March 21, 2001
TO:
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM:
Brad Buller, City Planner
BY:
SUBJECT:
Tom Grahn, AICP, Associate Planner
CONSIDERATION OF THE DRAFT ANNUAL COMMUNITY
DEVELOPMENT BLOCK GRANT FUNDING ALLOCATIONS FOR
FISCAL YEAR 2001-2002 AND AN AMENDMENT TO THE 2000- 2004
CONSOLIDATED PLAN - A review of the federally required Consolidated
Plan Annual Action Plan for Fiscal Year 2001-2002, including the
preliminary selection of projects for the CDBG annual application, based
on a new grant allocation of $1,001,000, and a proposed amendment to
the 2000-2004 Consolidated Plan to address the design and construction
for a new senior center facility, to be partially funded through the CDBG
program.
RECOMMENDATION
That the City Council conduct a public hearing and take public testimony regarding the
application for funding and direct staff to prepare the final Consolidated Plan Annual
Action Plan, and an amendment to the Consolidated Plan, to be brought back for
adoption at a subsequent City Council meeting.
BACKGROUND
Community Development Block Grant ("CDBG") funds are provided by the U.S.
Department of Housing and Urban Development CHUD") to cities and counties based
on a formula that considers the community's population, extent of poverty, and age of
the housing stock. Based upon this formula, the City expects to receive a grant
allocation of $1,001,000, an increase of $41,000, or 4.27% over current program year
funding. The current year funding was increased by $1,000, representing a 0.1%
increase from the prior year.
CITY COUNCIL STAFF REPORT
2001-2002 ANNUAL ACTION PLAN (CDBG)
March 21, 2001
Page 2
CDBG regulations require that at least 70% of all funds be directed to activities that
benefit low- and moderate-income persons. Of the activities proposed for the 2001-
2002 program year, 93% will benefit low- and moderate-income persons.
To be eligible for funding, activities must meet one of the two primary goals of the
CDBG program:
1. The development of viable, urban communities, including decent housing and a
suitable living environment; and
2. The expansion of economic opportunities, principally for persons of low- and
moderate-income.
Home Improvement Proqram: The City's Home Improvement Program has been in
existence since 1990. The program currently offers deferred payment loans of up to
$25,000 and grants of up to $5,000 for low-income, owner-occupied, single family and
mobile homes. Since the program's inception, we have received an overwhelming
number of requests for assistance from both the single-family and mobile home
community. Additionally, Oldtimers Foundation Home Maintenance Program provides
minor and emergency repair grants to seniors, low- and low-moderate income, and
owneFoccupied households.
Capital Improvement: The following Capital Improvement projects are recommended for
the 2001-2002 program year:
Calle Vejar from Avenida Leon to Hellman Avenue, and Avenida Leon from
Arrow Route to Calle Vejar - The design of project improvements to include the
preparation of plans, specifications, and estimates. The design will remove the
existing pavement, construct new pavement over aggregate base, install
streetlights, curbs, gutters, sidewalks, ramps for disabled, and street trees.
When completed, the project will facilitate better drainage of the street and right-
of-way.
· Sidewalk Grinding - Involves the grinding and repair and/or replacement of
displaced sidewalks in qualified target neighborhoods.
· Wheelchair Ramps - Retrofitting of existing curbs to accommodate handicapped
persons.
CITY COUNCIL STAFF REPORT
2001-2002 ANNUAL ACTION PLAN (CDBG)
March 21,2001
Page 3
Capital Facilities: The following Capital Facility improvement projects are recommended
for the 2001-2002 program year:
· New Senior Center Design & Construction - This is a multi-year project that
includes funding for both design and construction activities. This activity will
begin the design process that will provide a conceptual master plan that can be
used to plan and promote the facility. Additionally, funds will be will be provided
to bank for the future construction of the senior center.
· Old Town Park Handicap Accessibility - This project will provide the renovation
of the existing Old Town Park for Americans with Disabilities Act ("ADA")
compliance. Improvements will include tot lot equipment replacement and
installation of resilient surfacing to allow for use by physically challenged
individuals, in addition to any restroom refurbishment determined necessary,
signage, and provisions for an accessible route. Old Town Park is located on the
south side of Feron Boulevard, west of Hermosa Avenue.
Historic preservation: The preservation and historic restoration of the Isle House:
Remaining activities include selective demolition and modifications to secure the
structure from the environment and halt the physical effects of deterioration on the
structure's exterior. Historic restoration will include: rehabilitation, framing, repairing
exterior siding, painting, dry wall, plumbing and electrical. This is a multi-year program
and will be completed through a cooperative effort between the City and the Etiwanda
Historical Society.
Public Service: Federal regulations allow communities to use up to 15% of their annual
grant allocation to fund public service activities. The recommended funding of public
service activities maintains the current Subrecipients and funding levels. No new public
service providers are recommended for funding. The amount recommended for the
2001-2002 program year is $111,702.28, or 11.2% of the grant. Programs
recommended for funding meet the priority of assisting in immediate health and safety
needs or address a special need identified in the Consolidated Plan. These programs
include assistance such as: food, shelter, youth-at-risk senior services, and graffiti
removal.
AMENDMENT TO THE 2000-2004 CONSOLIDATED PLAN
Staff is proposing the establishment of a program to evaluate the development of a new
Senior Center and provide funding to assist in its construction (see Program 10.5,
Activity 10.5.1 ). The proposed project would require multi-year funding for both design
and construction activities. This activity will initially provide $150,000 to begin the
CITY COUNCIL STAFF REPORT
2001-2002 ANNUAL ACTION PLAN (CDBG)
March 21,2001
Page 4
design process that will provide a conceptual master plan that can be used to plan and
promote the new Senior Center facility. Additionally, $169,394.13 will be banked to
assist funding of future construction activities. At this time, the Senior Center project is
estimated to cost $5 million.
The 2000-2004 Consolidated Plan was appreved by the City Council on May 3, 2000.
The Consolidated Plan established a program for expansion and construction activities
at the current Senior Center, but not for the development of a new Senior Center.
Community Services and Community Development staff are proposing the amendment
to address the growing needs of the senior population.
In accordance with the Consolidated Plan Citizen Participation Plan, the requested
change meets the criteria for an amendment to the Consolidated Plan. The City is
required to provide public notice and allow a 30-day public review period before the
amendment's consideration. A public notice was published on February 21, 2001, in
the Inland Valley Daily Bulletin, concerning the amendment-
CORRESPONDENCE
Notice of the public hearing and proposed funding allocations was published one month
prior to the meeting on February 21, 2001, in the Inland Valley Daily Bulletin as a one-
eighth page display ad. Notice was also published in the La Voz newspaper on
February 22, 2001 as a display ad.
Respectfully submitted,
Brad Buller
City Planner
BB:TG/Is
Attachments:
Exhibit "A" - FY 2001-2002 CDBG Applications
Exhibit "B" - FY 2001-2002 CDBG Funding Recommendations
Exhibit "C" - FY 2001-2002 Draft Annual Action Plan
DRAFT
March 13, 2001 (5:18PM)
AGENCY/PROJECT TITLE
ADMINISTRATION
Program Administration
CAPITAL iMPROVEMENT pROGRAM
Calle Vejar
Sidewalk Grinding
Wheelchair Ramps
Old Town Park
New RCSC
New RCSC
Sidewalk Study
Isle House
(Design)
(Design)
(Construction Bank)
Subtotal
FY 2001-2002 CDBG APPLICATION~
$155,000.00 Inc. 100o/o 1570.206(a)(1) ~NH14.1'~ Y
$35,000.00 100% 570.201(c) 570.208(a)(1) LMA NH 10.1 N
$24,000.00 Inc. 100% 570.201(c) 570.208(a)(1) LMA NH 10.1 y Cilywideprogram.
$24,000.00 Inc, 100% 570.201(c) 570.208(a)(2)LMC NH12.1 y City~deprogram.
$180,000.00 - 100% 570.201(C) 570.208(a)(1) LMA NH 12.2 N
$150,000.00 - 100% 570.201(c) 570.208(a)(2)LMC -(SN9.1) N
$100,000.00 100% 570.201(c) 570.208(a)(2)LMC -(SNn.1) N
$9,000.00 100% 570.201(c) 570.208(a)(1) LMA NH 10,1 N
$100,000.00 100% 570.201(d) 570.208(b)(2)SB NH 13.1 y Historic Preservation
$622,000.00
$250,000.00
HOME iMPROVEMENT PROGRAM
Home Improvement Program
Oldtimers Foundation - Home Improvement $10,000.00
Subtotal $260,000.00 · ':~:.
PUBLIC SERVICES PROGRAMS : .':, . -~:.~:~,~i:~'..,,
Graffiti Removal $22,000.00
Fair Housing $15,897,00
LandlordrTenant $14,125.00
HOPE $8,800.00
Foothill Family Shelter $4,000.00
House of Ruth $9,130.00
Pomona Valley Council of Churches - SOVA $11,000.00
YWCA - Y-Teen $8,500.00
YMCA / West End Kids Club $7,000.00
Your Own Club $5,000.00
Inc. 100% 570.201(e) 570.208(a)(1) LMA NH 16,2
Inc. 6% 570.205(c) 570.208(a)(2) LMC NH 11.1
inc. 9% 570.201 (e) 570.208(a)(2) LMC NH 11.1
Inc. 4,9% 570.201(e) 570.208(a)(2) LMC HMLS 7.1, Y
NH 11.1
inc. 2.1% 570.201(e) 570.208(a)(2)LMC HMLS7.1, Y
NH 11.1
· inc. 5% 570.201(e) 570.208(a)(2) LMC HMLS 7.1, Y
NH 11.1
Inc. 7.7% 570.201 (e) 570.208(a)(2) LMC HMLS 7.1, Y
NH 11.1
Inc. 49,9% 570.201(e) 570.208(a)(2) LMC NH 11.1 Y
Inc. 7.3% 570,201 (e) 570.208(a)(2) LMC NH 11.1 Y
33.3% 570.201 (e) 570.208(a)(2) LMC NH 11.1 Y
y Funding Subs an a y increased in FY 99/00.
PI receipts total $22,130.25.
y Minor hon~ repair program,
y Target area graffiti removal.
y Affirmatively furlher fair housing.
y Mediation, referral, & education.
Referral, support, and educationa~ services for
the homeless and economically disadvantaged·
Short-term shelter and supporl to homeless
families,
Assist battered worr~n with shelter, education,
and self-sufficiency programs.
En,Ergency food assistance,
After-school activities to avoid heagh-
threatening behaviors+
After-school recreation program·
After-school recreation program.
Exhibit "A" - Page 1
DRAFT
AGENCY/PROJECT TITLE
RC Community Services - Senior Citizen
Services
RC Library - Back to Basics
Oldtimers Foundation - Senior Nutrition
Dove Enterprises
YMCA - Senior Transportation
A Baby Isn't Trash Foundation
Computers For Kids Foundation
Campfire Boys & Girls
project Sister
Subtotal
TOTAL
FY 01/02 CDBG Entitlement
Estimated funds available for reprogramming from prior years
Total Available for the 2001/2002 program Year
AMOUNT (NCIDEC$ %PROGRAM EL(GIBILITYCODE NATIONALOBJECTIVE MEETSACP FUNDED COMMENTS
REQUESTED AMT BUDGET OBJECTIVE PRIOR
$10,000.00 Inc. 100% 570.201(e) 570.208(a)(2)LMC SNg.1, y Seniorcitizenprograrnsandparkinglease.
NH 11.1
$10,000.00 17.6% 570.201(e) 570.208(a)(2) LMC NH 11.1 y Acti,.~tynewlyfundedin99100. Adultandyouth
reading programs+
$25,555.00 inc. .14.9% 570.201(e) 570.208(a)(2)LMC SNg.1 y Activ~tynewlyfundedin98/99. Sen~ornutrition
Ior Congregate and home delive~J,
$83,000.00 56.9% 570.201 (e) 570.208(a)(2) LMC NH 11.1 N vocational education services,
$15,000.00 60% 570.201(e) 570.208(a)(2)LMC NH11.1 N providecomputersoflware&hardwareto
disadvantaged y~Jth.
$14,000.00 - 55.3% 570,201(e) 570.208(a)(2)LMC NH11.1 N EducationandawarenesstopreventYoung
mothers from dur~ping their babies in the trash.
$25.000.00 16.1% 570.201(e) 570.208(a)(2)LMC NH11.1 N provldescomputersystemsandinstrdctional
-- soflware to s~cio-disadvantaged kids.
6,700.00 50% 570.201 (e) 570.208(a)(2) LMC NH 11.1 N Summer day camp program to develop skills,
and gain confidence.
$9,700.00 52.7% 570.201(e) 570.208(a)(2)LMC HMLST.1, N Sexualassaultandviolenceprevention
NH 11.1 program.
$1,001,000.00
~;32,868.622
$1,033,868.62
I Inc = ~ncrease; Dec = Decrease; - = No Change; HA = Housing Affordability; HMLS = Homeless; SN = Special Needs; NH = Non-Housing Community Development Needs; CP Objectives are based upon
the 2000-2004 Consolidated Plan. ·
2 Admin = $491.95, Fair Housing = $20.63, HOPE = $471.00, Oldtimers = $24.t4, Com Serv = $766.17, Rancheria = $26,733.09, Metrolink Lift = $4,290.00, and Back to Basics = $71.64, totals $32,868.62.
Exhibit "A" - Page 2
March 13, 2001 (5:18PM) FY 2001-2002 - CDBG FUNDING RECOMMENDATIONS
- - PRiOR YEaR ' REpROGRAM FY 01-02 PROPOSED FY 01-02 RECOI~MENDATION -- REASON
PROJECT TITLE FY 99-00 FY 00-01 FY 01-02
, AppROVEO APPROVED REQUESTED FUNDING PUNDS ALLOCATION TOTAL ALLOCATION
ALLOCATION ALLOCATION ALLOCATION; , ,_ ~ ·
ADMINISTRATION $155,000.00 I$155 000 00 ~ Y~ZS - Continue required program
Program Administration . 5140.000.00 i$145,712.75 I$155,000.00 I $0.00 I $0.00 I , , . ..
CAPITAL IMPROVEMENT pROGRAM J ~
oa,,s veiar <Des,9. I ' L -""T $35.000.00' $0.00 $35.000.00 $35.000.00 yES_Fu.de,.b,.program.
RCSC Landscaping (Design/Construction) ,~30,000.00 ' $0.00 I S30,000.00 ]" · $0V0~' $30,000.00 YES - Use at existing RCSC,
csc pans, on ena a.on(OBa,9., $76,630.09$0.00$0.00S0.00$0.00$0.00;:
RCSC Expansion Renovation (Construction) $71,796.50 $0.00 $0.00 $0.00 $0,00 $0.00
Sidewalk Grinding $25.000.00 $22,000.00 $24,000.00 $13,718.46 $0.00 $10,281.54 $24,000.00
Wheelchair Ramps $21,290.00 $22,000.00 $24,000.00 $2016.79 $0.00 $21,983.21 $24,000.00
Old Town Park $180,000.00 $0.00 $0.00 $180,000.00 $180,0~)0.00
NewRCSC (Design) $150,000.00 $0.00 $0.00 $150,000.00 $150.0~0.01
NeWRCSC (Construction) _ $150,000.00 $144,492.54 $17,868.62 $7,032.97 $169,394.1:
Sidewalk Study _ $9,000.00 $0.00 $0.00 $0.00 $0.00
Isle House $100.000.00 - $100,000.00 $46,308.96 $20,000.00 $70,000.00 $131,308.96
Subtotal ' · ' - $672,000.00 $236,~36.75 $.3~,868.62 $474,297.72 $743,703.09
HOME IMPROVEMENT PROGRAM Home Improvement Program
Oldtimers Foundation - Home Maintenance
Subtotal
PUBLIC SERVICES pROGRAMS
Graffiti Remova~
IFHMB - Fair Housing
IFHMB - Landlord/Tenant
HOPE
Foothill Family Shelter
House of Ruth
pomona Valley Coundl of Churches (SOVA)
YWCA Y-Teen
YMCA I West End Kids Club
Your Own Club
RC Community Services - Senior programs
RC Library - Back to Basics
Oldtimers Foundation - Senior Nutrition
Dove Enterprises
YMCA - Senior Transportation
A Baby Isn'tTrash Foundation
Computers For Kids Foundation
Campfire Boys & Gids
Project Sister
FY 01/02 Entitlement Grant
Public Service Cap = 15%
Administration Cap = 20%
s325.000.00,325,000.60 $220.000.00 ,143, 8.43
$1o.ooo -I- o7 ,'$o.o i: '
260 000 00 $403 ~3 43
. J ....... I"'~0~'~' $143,643.43I $~0', ~ ~ · , , ·
I .............. · ................ '~;;'
S2~' .i::':: ,:x' Sz'; c~.:'~.5 ..... ~2 c~%~ :.~ ..... F;2LYo' Yj' ...... ~ :~ o:> S' ~ 2:~2 :~
S~2,CZC.0.~' S'2.:;..72; (..~ ~'[! ~H~2 0" 5:) C: 59 03 S'2 C';.Z;.)': S'2 000.00
$10,000.00 $9,977.00 $1~,125.00 $0.00 $0.00 $10,000.00 $ic,000.00
$6,400.00 $6,400.00 $8,800.00 $0.00 $0.00 $6,400.00 $6,400.00
$3,000.00 $3,000.00 $4,000.00 $0.00 $0.00 $3,000.00 $3,000.00
$7,600.00 $7,600.00 $9,130.00 $0.00 $0.00 $7,600.00 $7,600.00
$7,000.00 $7,000.00 $11,000.0O $0.00 $0.00 $7,000.00 $7,000.00
$7,000.00 $7,000.00 $8,500.00 $0.00 $0.00 $7,000.00 $7,~00.00
$6,000.00 $6,000.00 $7,000.00 $0.00 $0,00 $6,000.00 $6,000.00
$5,000.00 $5,000.00 $5,000.00 $0.00 $0.00 $5,000.00 $5,000.00
$5000.00 $5,000.00 $10,000.00 $0.00 $0.00 $10,000.00 $10,000.00
$10,000.00 $10,000.00 $10,000.00 $0.00 $0.00 $10,000.00 $10~000.00
$8,500.00 $8,500.00 $25,555.00 $0.00 $0.00 $8,500.00 $8,~00.00
_ $83,000.00 $0.00 $0.00 $0.00 $0.00
_ $15,000.00 $0.00 $0.00 $0.00 $0.00
_ $14,000.00 $0.00 $0.00 $0.00 $0.00
_ $25,000.00 $0.00 $0.00 $0.00 $0.00
_ $6,700.00 $0.00 $0.00 $0.00 $0.00
_ $9,700.00 $0.00 $0.00 $0.0O $0.00
Subtotal ' - ,; .'c~ ;';/:~:, ~:~ .,x.::~R~ $304,407.00 $2,797.72 $0.00 $11t,702.28 $t14,500.00
TOT~: ,' ,=~ :~ (TL ~27{~'~" $1,39¢,407.00 $382,977.90 $32,868.62 $1,001,0000.00 $1,4t~,~6.52
~ -; - , ,: ...
$1,001,000.00
$111,702.28 / $1,001,000 = 11.2% ($147,319.53 Maximum)
$155,000.00 / $1,001,000 = 15.5% ($196,426.05 Maximum)
YES - Continue eligible program
YES - Continue eligibTe program
YES - Fund eligible program.
YES- Fund proposed program.
YES - Fund proposed program.
NO - Insuffident funds
YES - Fund eligible program.
:::::::::::::::::::::
tES - Continue eligible program
YES - Continue required program
YES - Continue eligible progcam
YES - Conlinue eligit~e program
YES - COntinue eligibta program
YES - Continue etigible program
YES - Continue eligible program
YES - Continue eligible program
YES - Continue eligible program
YES - Continue eligible program
YES - COntinue eliglcie program
YES - Continue eligible program
YES - Continue eligible program
NO - Insufficient funds.
NO - Insufficient funds.
No - Extremely incomplete application,
not abta to contact applicant.
NO - insufficient funds.
NO - insufficient funds.
NO - Insufficient funds+
Exhibit "B"
CITY OF RANCHO CUCAMONGA
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
2001-2002 ANNUAL ACTION PLAN
(July 1, 2001, to June 30, 2002)
~t II
Draft
March 21, 2001
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
TABLE OF CONTENTS
APPLICATION FOR FEDERAL ASSISTANCE (SF424) ............................................................................ 1
INTRODUCT N ........................................................................................................................2
O
RESOURCES AVAILABLE RC S ............................................................................................... 2
........... 2
FEDERAL RESOU E ..........................................................................................................
OTHER RESOURCES .............................................................................................................43
LEVERAGING AND MATCHING FUNDS .....................................................................................
4
ACTIVITIES TO BE UNDER ........................................................................................................
AFFORDABLE HOUSING ......................................................................................... 4
...... 4
OBJECTI .........................................................................................
2 ....... - ..............................................5
3 ...................................... - .......................................6
OBJECT E 4 .....................................................................................................
"' 8
OBJ CTI ..................................................................................................
................................................................ 10
HOMELESS .........................................................................................................................
OBJECTIVE 7 ..................................................................................................
· 'LAN ............................................ 11
HOMEL ............................... 11
SPECIAL NE S ..................................................................................................................
OBJECTIVE 8 .......................................................................................................... 12
OBJECTIVE 9 .......................................................................................................... 12
SPECIAL NEEDS ANNUAL PLAN ...........................................................................................
NON-HOUSING COMMUNITY DEVELOPMENT NEEDS ............................................................. 13
13
OBJECTIVE 10 ........................................................................................................15
OBJECTIVE 11 ........................................................................................................17
OBJECTIVE 12 ............................................................... .........................................18
OBJECTIVE 13 ........................................................................................................
18
OBJECTIVE 14 ...............................................: ........................................................19
OBJECTIVE 15 ........................................................................................................
19
OBJECTIVE 16 ........................................................................................................
............................................................................................................................. 20
OT"ER °oM,cDEvELopMEN
AFFIR::TIVELY FURTHERING FAIR HOUSING ......................................................................
OBSTACLES TO MEETING UNDER SERVED NEEDS ............................................................... 23
ACTIONS TO FOSTER AND MAINTAIN AFFORDABLE HOUSING ............................................... 23
ACTIONS TO REMOVE BARRIERS TO AFFORDABLE HOUSING ............................................... 23
ACTIONS TO EVALUATE AND REDUCE LEAD BASED PAINT HAZARDS .................................... 23
ACTIONS TO REDUCE THE NUMBER OF POVERTY LEVEL FAMILIES ....................................... 23
ACTIONS TO DEVELOP INSTITUTIONAL STRUCTURE AND ENHANCE COORDINATION .............. 24
24
PUBLIC HOUSING IMPROVEMENTS ....................................................................................... 24
MONITORING ...........................................................................................7 ........~ ..................
25
CITIZEN PARTICIPATION ..................................................................................................................
APPENDIX "A" - EXECUTIVE SUMMARY ........................................................................................... A-1
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
FY 2000-2001 CONSOLIDATED PLAN ANNUAL ACTION PLAN .............................................A-1
AppENDIX "B"- EXECUTIVE SUMMARY ...........................................................................................~'~
ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING ...................................................................'
APPENDIX "C" - SUMMARY OF AFFORDABLE HOUSING 5-YEAR AND 1 -YEAR GOALS ........................ C-1
ApPE.D,x "o"- A AO.MENTS .................................................................................
SUPPORTING MAPS: PROPOSED PROJECTS, POINTS OF INTEREST, CENSUS U ,
LOW/MOD INCOME, ETHNICITY, AND UNEMPLOYMENT ........................................................ D-1
SUPPORTING FORMS: FUNDING SOURCES, CONTINUUM OF CARE, GAPS ANALYSIS, SPECIAL
NEEDS/NON-HOMELESS, HOUSING NEEDS, AND COMMUNITY NEEDS ................................. D-1
LISTING OF PROPOSED PROJECTS ..................................................................................... D-1
CERTIFICATIONS ................................................................................................................D-1
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
APPLICATION FOR FEDERAL ASSISTANCE (FORM SF424)
The Application for Federal Assistance will be inserted into the final report.
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
INTRODUCTION
The Annual Action Plan provides a plan of investment and an outline of activities expected to
be undertaken during the 2001-2002 program year. The report identifies local objectives and pdodty
needs identified to implement the primary objective of the Community Development Block Grant
("CDBG") program, which is the development of viable urban communities by providing decent
housing, suitable living environment, and expanded economic opportunities, principally for low-and
moderate-income persons.
RESOURCES AVAILABLE
· FEDERAL RESOURCES
Community Development Block Grant
CDBG funds are the primary federal funds available to the City during the program year. The
Citys grant allocation available for fiscal year 2001-2002 is expected to be $1,001,000, which is
$41,000 more than fiscal year 2000-2001. CDBG funds reprogrammed from previous years total
$32,868.62, providing $1,033,868.62 available for funding program activities. The sum of all CDBG
funds available totals $1,416,846.52, which includes $382,977.90 in prior year program funds. The
City does not expect to receive any program income during the 2001-2002 program year.
San Bemardino County Housing Authority
The San Bernardino County Housing Authority serves as the local housing authority for the
region. The Agency currently operates 170 Section 8 housing units and 16 public housing units
located within the City. Sources of funds available to City residents through the Housing Authodty
are primarily limited to Section 8, Comprehensive Grant Improvement, and the Public Housing
programs.
County of San Bernardino, Department of Economic and Community Development
The County receives federal funds to implement the HOME Consortlure, which the City
joined in July 1995. In 1999 the City renewed their commitment to the HOME Consortium by signing
a 3-year Cooperation Agreement covering the time period from October 1,1999, to September 30,
2002. The County operates four programs through the HOME Consortium that include the HOME
Homeownership Assistance Program ("HAP"), HOME Tenant Based Assistance ("TBA') Program,
HOME Rental propertyAcquisition and Rehabilitation Program, and the HOME Community Housing
Development Organization Program. The County allocation for these programs total $4,239,000
and includes funds for program administration. These programs are all available to City residents
on a first-come first-serve basis through the City's participation in the County HOME Consortium.
The Homeownership Assistance, Tenant Based Assistance, and Rental propertyAcquisition
and Rehabilitation programs are discussed under specific activities in the Consolidated Plan. The
Community Housing Development Organization ("CHDO") Set-Aside program is not identified and
therefore warrants further discussion.
2
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
The CHDO program is funded through a mandatory Set-Aside from the County HOME
Consortium and provides funds for affordable housing that is developed, sponsored, or owned by
non-profits that have been certified as CHDO's. The CHDO program functions as a source of
funding for a variety of projects including new construction and rehabilitation of residential
structures. Funds are not targeted to a specific area or project type within the County; however,
recipient income cannot exceed 80% of the County medium family income. HOME funds are
available to eligible residents citywide on a first-come first-serve basis through the Citys participation
in the County HOME Consortium, with approximately $1,715,000 allocated to this program.
· OTHER RESOURCES
City of Rancho Cucamonga Redevelopment Agency
State law requires redevelopment agencies to set aside at least 20% of tax increment
revenue for increasing and improving the communitys supply of low- and moderate-income housing.
Between July 1, 2000, and June 30, 2005, approximately $39 million will be generated by tax
increment for affordable housing. The tax increment allocation to the 20 Percent Set-Aside dudrig
the reporting period is projected to be $6,291,871. The Agency's tax increment has been pledged
against several on-going projects, and therefore, there is little unobligated funding available.
In July 1996, the Redevelopment Agency approved the sale of tax allocation bonds to
provide permanent financing for two community based non-profit organizations, Southern Califomia
Housing Development Corporation ("SCHDC") and Northtown Housing Development Corporation
("NHDC"). On September 1,1996, Tax Allocation Bonds in the amount of $37.66 million were sold.
Proceeds of the bonds will be allocated in the following manner:
A pledge agreement through the year 2025 was signed with SCHDC where $3.9 million will
be provided annually for debt services and project reserves. Beginning year 6, if the
provision of Redevelopmerit Law that a Ilows for the acquisition of existing units with Housing
Set-Aside funds has been extended beyond its current sunset, this $790,000 of the annual
pledge will be deposited into a "Future Project Reserves" fund for use in acquiring additional
apartment complexes within the Project Area. If a program is not developed, the funds will
be available for any Redevelopment Agency housing program.
A pledge agreement through the year 2025 was signed with NHDC where $1.5 million was
paid to NHDC on June 30, 1996, and again on December 30, 1996. An additional $5 million
in net bond proceeds were also paid to the NHDC. These bond proceeds will be used to
complete a portion of the capital improvement plan for the Northtown neighborhood that
includes continuing the development of infill housing on vacant lots, acquisition and
rehabilitation of existing absentee-owned housing. The annual pledge amount will be $1.4
million through the year 2025.
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
LEVERAGING AND MATCHING FUNDS
The primary source of fund leveraging will occur in conjunction with activities carried out
through Redevelopment Agency 20 Percent Set-Aside funds. This is accomplished through
public/private partnerships with non-profit housing development corporations such as the NHDC and
the SCHDC. Other potential sources for leveraging include HOME funds and Low-Income Housing
Tax Credits.
ACTIVITIES TO BE UNDERTAKEN
· AFFORDABLE HOUSING
OBJECTIVE 1:
CONSERVATION OF THE EXISTING SINGLE-FAMILY AND MULTIPLE-
FAMILY AFFORDABLE HOUSING STOCK.
Program 1.1:
Acquisition of existing multi-family units to be held for future affordable
housing stock.
Activity 1.1.1:
This activity includes the acquisition of restricted, and previously unrestricted,
at-risk units. The SCHDC, with pledge assistance from the Redevelopment
Agency 20 Percent Set-Aside funds obtained replacement financing for
several complexes within the City. The SCHDC owns and manages the
complexes, and the Redevelopment Agency monitors the affordability
covenants checking quarterly to ensure units are rented according to the
agreement and the occupants comply with established income categories.
Lead Agency: The SCHDC, with funding assistance by the City of Rancho Cucamonga
Redevelopment Agency.
Geographic Location: Activities will primarily occur in the Redevelopment target area, however,
units maybe acquired citywide.
Resources: Bonds issued by the Redevelopment Agency and a loan from the Califomia Housing
Finance Authority CCHFA") were used to provide long-term replacement financing for 4 SCHDC
affordable housing complexes. A 1996-97 Redevelopment Agency tax allocation bond issue
provided approximately $30 million for replacement financing. An annual pledge of $3.9 million of
Agency Housing funds provides bond debt service and project reserve funds.
Accomplishments and Time Frame: There are currently a total of 4 apartment complexes,
containing 1,096 total units with 504 held as affordable. The complexes include: Sycamore Springs
Apartments (96 of 240 units), Mountainside Apartments (192 of 384 units), Monterey Village
Apartments (112 of 224 units), and Rancho Verde Village Apartments (104 of 248 units), Monterey
Village and Mountainside Apartments were acquired in FY 95-96 and Sycamore Spdngs and
Rancho Verde Apartments were acquired in FY 96-97. The SCHDC is actively pursuing additional
units and expects to obtain between 50 and 150 units, with 50% held as affordable, during the
program year.
4
Program 1.2:
Activity 1.2.1:
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Acquisition and rehabilitation of existing single-family homes.
The NHDC anticipates acquiring up to 3 homes for rehabilitation during the
program year. The NHDC is the owner/developer of the rehabilitated lots;
however, these lots are purchased with assistance from the Redevelopment
Agency. This program is also pad of the NHDC's First-Time Home Buyer
program where newly constructed and/or rehabilitated single-family homes
are available to low- and moderate-income home buyers in the Northtown
neighborhood. (See Objective 4, Program 4.3, Activity 4.3.1 .)
Lead Agency: The NHDC.
Geographic Location: The Northtown target neighborhood.
Resources: NHDC leveraged Redevelopment Agency 20 Percent Set-Aside funds and private
financing.
Accomplishments and Time Frame: By June 30, 2002, up to 3 homes will be rehabilitated and
leased for two years to a household with an income up to 60% of the area median family income.
OBJECTIVE 2:
Program 2.1:
Activity 2.1.1:
IMPROVE ACCESS TO AFFORDABLE HOUSING FOR ALL LOW- AND
MODERATE-iNCOME HOUSEHOLDS, WITH EMPHASIS ON the
PRODUCTION OF LARGER (3+ BEDROOM) RENTAL UNITS.
Construction of affordable multi-family units.
There are no activities proposed under this program during the 2001-2002
program year.
Program 2.2:
Construction of single-family infill development in low-and moderate-
income neighborhoods.
Activity 2.2.1:
The NHDC has obtained 6 lots for the construction of new homes on in~ll lots
within the Northtown target neighborhood. The homes will be available to
families with incomes between 80% and 90% of the area median income.
The NHDC is the owner/developer of the infill lots; however, these lots are
purchased with assistance from the Redevelopment Agency. This program
is also part of the NHDC's First-Time Home Buyer program where newly
constructed and/or rehabilitated single-family homes are available to low-
and moderate-income home buyers in the Northtown neighborhood. (See
Objective 4, Program 4.3, Activity 4.3.1.) Due to the inability to obtain
additional vacant lots this activity may not continue for the duration of the
Consolidated Plan.
Lead Agency: The NHDC.
Geographic Location: The Northtown target neighborhood.
5
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Resources: The NHDC leveraged Redevelopment Agency 20 Percent Set-Aside funds with
subsidies from the Affordable Housing Program and permanent first-mortgages from Home Loan
Bank of San Francisco.
Accomplishments and Time Frame: By June 30, 2002, complete the construction of 6 new
homes.
OBJECTIVE 3:
PROVIDE DIRECT RENTER ASSISTANCE TO LOW- AND MODERATE-
INCOME HOUSEHOLDS IN ORDER TO OBTAIN OR RETAIN
PERMANENT HOUSING.
Program 3.1:
Support applications by the Housing Authority of San Bernardino
County for future Section 8 and public housing assistance.
Activity 3.1.1:
The Housing Authority routinely requests assistance from the City when
applying for Section 8 Housing Certificates and Vouchers for public housing
assistance. The City will continue to support these applications. The agency
currently operates 6,257 Section 8 units of which 170 are located within the
City. The agency also operates 16 public housing units and rents them to
qualified households at affordable rates.
Lead Agency: County of San Bernardino, Housing Authority.
Geographic Location: These programs are available citywide.
Resources: Federal Housing and Urban Development funds.
Accomplishments and Time Frame: Annually support 170 Section 8 and 16 public housing
applications.
Program 3.2: Participate in the County HOME Consortium Tenant Based Assistance
(TBA) program.
Activity 3.2.1:
The Tenant Based Assistance ("TBA") program is offered through the County
HOME Consortlure and is available to eligible residents. The County has
designed the program to provide assistance not only to those who meet
federal preferences, but also to those who met a "special need." The County
targets monthly rental assistance to eligible households that include a
disabled family member, and they place a pdority on providing security
deposit assistance to families experiencing "temporary' housing situations
where the temporary housing or shelter is either not suitable or not available
as permanent housing.
Lead Agency: County of San Bernardino, Department of Economic and Community Development,
HOME Consodium.
6
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Geographic Location: Available to eligible residents citywide.
Resources: HOME funds are available on a first-come first-serve basis through the Citys
participation in the County HOME Consortlure, with approximately $600,000 allocated to this
program. This includes $400,000 in monthly rental assistance and $200,000 in security deposit
assistance.
Accomplishments and Time Frame: Approximately 6 households should receive assistance by
June 30, 2002. The City will work with the County HOME Consortlure to publicize this program in
Rancho Cucamonga.
OBJECTIVE 4:
INCREASE HOUSING OPPORTUNITIES FOR LOW- AND MODERATE-
INCOME HOME OWNERSHIP, PARTICULARLYTHROUGH HOMEBUYER
ASSISTANCE.
Program 4.1:
Administer a City sponsored Home Buyer Program.
Activity 4.1.1:
The Redevelopment Agency is administering a Home Buyer program using
down payment assistance loans. The loan is 10% of the purchase pdce up
to a maximum of $16,000.00. The loan is forgiven if the buyer remains in the
unit for 30 years.
Lead Agency: City of Rancho Cucamonga Redevelopment Agency.
Geographic Location: This program is available to eligible residents citywide.
Resources: Redevelopment Agency Set-Aside funds: $150,000.
Accomplishments and Time Frame: By June 30, 2002, assist a maximum of 5 homebuyers.
Program 4.2:
~Participate--in the County HOME consodium Homeownership
Assistance Program (HAP) for eligible first-time homebuyers.
Activity 4.2.1:
The COunty of San Bemardino operates the Homeownership Assistance
Program ("HAP") in which households earning less than 80% of the median
family income may receive assistance in the purchase of a first home. The
HAP provides a silent second trust deed program for low-income
homebuyers.
Lead Agency: County of San Bernardino, Department of Economic and Community Development,
HOME Consortium.
Geographic Location: This program is available to eligible residents citywide.
Resources: HOME funds are available on a first-come first-serve basis through the Citys
participation in the County HOME Consortium, with approximately $1,000,000 allocated to this
program.
7
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Accomplishments and Time Frame: Approximately 4 households should receive assistance by
June 30, 2002. The City will work with the County HOME Consortlure to publicize this program in
Rancho Cucamonga.
Program 4.3:
NHDC First-Time Home Buyer Program.
Activity 4.3.1:
The NHDC's First Time Home Buyer Program provides newly constructed
and/or rehabilitated single-family homes to low- and moderate-income
homebuyers in the Northtown neighborhood, NHDC plans to complete the
construction of 6 new homes (see Affordable Housing, Objective 2, Program
2.1, Activity 2.1.1 ), as well as the rehabilitation of 3 homes (see Affordable
Housing, Objective 1, Pro. gram 1.2, Activity 1.2.1) to provide the homes
available for this program. The newly constructed homes are typically sold to
income-eligible homebuyers earning between 80% and 90% of the area
median family income. The rehabilitated homes are leased for a two-year
period at affordable rents to families earning up to 60% of the area median
family income. At the end of the two year lease period, the tenant will be
offered a purchase option if they have demonstrated the ability to properly
maintain and pay for the home and can arrange financing for an affordable
first mortgage.
Lead Agency: The NHDC.
Geographic Location: The Northtown target neighborhood.
Resources: The NHDC received a pledge amount from the Redevelopment Agency that they are
able to use accordingly to meet the goals of their affordable housing program.
Accomplishments and Time Frame: By June 30, 2002, the sale or lease of 9 newly constructed or
rehabilitated homes.
OBJECTIVE 5.'
REHABILITATION OF THE EXISTING HOUSING STOCK WITH
EMPHASIS ON OWNER-OCCUPIED HOUSING.
Program 5.1:
Provide moderate rehabilitation of owner occupied, single-family and
mobile homes for extremely low-, low-, and moderate-income
homeowners.
Activity 5.1.1:
The City has an existing moderate rehabilitation Home Improvement
Program available to eligible owner-occupied households, those earning less
than 80% of the area median family income. The program offers deferred
payment loans of up to $25,000 and grants of up to $5,000, including
emergency repair grants. The City runs this as a full service program and
not only lends the money, but secures contractors, oversees the work, and
maintains administration of the grants and loans rather than farming this
work out to the bank or homeowner. While this method requires additional
8
Community Development a/ock Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
staff time, it is done to provide a high level of customer service and ensure
both consistent and efficient results.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: This program is available to eligible residents citywide.
Resources: CDBG funds: $393,643.43 (includes $143,643.43 in prioryearfunding 0fthis activity).
Accomplishments and Time Frame: By June 30, 2002, provide assistance to 40 households with
incomes below 80% of the area median family income.
Program 5.2:
Participate in the County HOME Consortium Rental Rehabilitation
Program.
Activity 5.2.1:
This is a program is available to residents of local projects through the
County HOME Consortium. HOME funds are available for low interest loans
to acquire and/or rehabilitate existing rental property in exchange for
affordable rental units. Funds may be used for moderate rehabilitation
efforts, with a maximum allowed of up to $25,000 per unit. The HOME
assisted units will be subject to specific rent limits, and be available to low-
and very-low income residents. This program also provides funding forthe
refinancing and rehabilitation of multi-family units.
Lead Agency: County of San Bernardino, Department of Economic and Community Development,
HOME Consodium.
Geographic Location: This program is available to eligible residents citywide.
Resources: HOME funds are available on a first-come first-serve basis through the City's
- . participation in the-County~-!OME-Consortiumi-with approximatel~$500,000-allocated to this
program.
Accomplishments and Time Frame: No known units are proposed for assistance dudng the 2001 -
2002 program year. The City will work with the County HOME Consodium to publicize this program
in Rancho Cucamonga.
OBJECTIVE 6:
IMPROVE LIVING CONDITIONS FOR LOW- AND MODERATE-INCOME
HOUSEHOLDS.
Program 6.1:
Support applications of the Housing Authority for their Annual
Comprehensive Grant to improve living conditions for public housing
residents,
Activity 6.1.1:
Each year the City has certified consistency of the Housing Authodtys
Comprehensive Grant program with the Consolidated Plan. The City will
continue to do so for the Comprehensive Plan.
9
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Lead Agency: County of San Bernardino, Housing Authority.
Geographic Location: This program will benefit residents citywide.
Resources: Federal Comprehensive Grant funds.
Accomplishments and Time Frame: Annually support 16 public housing applications.
· HOMELESS
OBJECTIVE 7:
ASSIST HOMELESS INDIVIDUALS, FAMILIES, AND PERSONS WITH
SPECIAL NEEDS, AND THOSE AT-RISK OF HOMELESSNESS.
Program 7.1:
Continue to support of local homeless facilities and services.
Activity 7.1.1:
The City currently provides assistance to a vadety of organizations that
provide immediate assistance, advocacy, and short-term shelter. The City
will continue to address priority needs, and will continue to evaluate the
provision of transitional shelter assistance. These agencies include:
Homeless Outreach, Proqrams, and Education ("HOPE"): This agency provides assistance to
individuals and families who are or are at-risk of homelessness and include such services as
advocacy, education, shelter vouchers, and referrals. HOPE is located at 213 Nodh Fern Avenue,
Ontario, CA 91762.
Foothill Family Shelter: Foothill Family Shelter operates a 90-day transitional shelter for homeless
families with children. Support services are provided to enable families to obtain independence and
permanent housing. They are located at 167 North Third Avenue and at 230 and 238 North San
Antonio Avenue in Upland, CA 91786.
House of Ruth: House of Ruth provides shelter, programs, education, and opportunities for safe,
self-sufficient, healthy living for battered women and their children who are at-risk of homelessness.
Services provided include 24-hour emergency safe shelter for up to 30 days, 24-hour cdsis
intervention hotline, 24-hour emergency transportation, outreach offices, and children programs.
House of Ruth is located in Claremont, at P.O. Box 457, Claremont, CA 91711.
Pomona Valley Council of Churches - West End Hunqer Proqram ("SOVA"): SOVA offers a 5-day
food supply (15 meals) for all members of a household. SOVA helps families maintain their health
and avoid homelessness by providing emergency food assistance and support services. The PVCC
offers the West End Hunger Program from offices located at 635 South Taylor Avenue, Ontario, CA
91761.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: The benefits of this program occur citywide.
10
Community Development Block Grant 2001-2002 Annual Action P/an
City of Rancho Cucamonga
Resources: CDBG funds: · HOPE: $6,400.
· Foothill Family Shelter: $3,000.
· House of Ruth: $7,600.
· SOVA: $7,000.
Accomplishments and Time Frame: By June 30, 2002, assist the following: · HOPE - 150 persons.
· Foothill Family Shelter - 6 families.
House of Ruth - 1,600 persons.
· SOVA- 1,280 persons.
HOMELESS ANNUAL PLAN
The City's goal is to develop a comprehensive homeless assistance plan that provides a
continuum of care with the purpose of ultimately assisting individuals in obtaining and retaining
permanent housing. As the first priority in the plan, the City intends to continue funding those
agencies that are able to provide the first line of defense in providing outreach and advocacy in
assisting individuals and families who are homeless or at-risk of homelessness. These activities
include the support of emergency shelter, shelter vouchers, food distribution, advocacy, and referral
services. The City will continue to fund landlord/tenant activities as a means of assisting those who
are at-risk of homelessness in keeping their homes. Additional assistance will be encouraged for
those agencies that provide longer-term transitional shelter and assist in the transition to permanent
housing opportunities.
· SPECIAL NEEDS
OBJECTIVE 8:
Program 8.1:
PROVIDE NECESSARY REHABILITATION SERVICES TO SPECIAL
NEEDS POPULATIONS WITH EMPHASIS ON ASSISTING THE ELDERLY
AND FRAIL ELDERLY.
Provide minor and emergency rehabilitation services to eligible
households with emphasis on assistance to low- and moderate-income
seniors.
Activity 8.1.1:
This program will complement the City's Home Improvement Program by
providing minor rehabilitation and emergency assistance to low- and
moderate-income residents and senior citizen households whose income
falls below 80% of the area median family income. Permitted home repairs
include minor plumbing, electrical, carpentry, and roof repairs. Residents
who are owner occupants are eligible to receive two visits, up to $100 per
-visit,- and in 'emergency situations, the allowance of a one-time material
charge for up to $250. The agency is located at 8572 Sierra Avenue,
Fontana, CA 92335.
Lead Agency: City of Rancho Cucamonga Planning Division.
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Community Development Block Grant 200%2002 Annual Action Plan
City of Rancho Cucarnonga
Geographic Location: This program is available to eligible residents citywide.
Resources: CDBG funds: $10,000.
Accomplishments and Time Frame: By June 30, 2002, Oldtimers Foundation will assist 70 low-
and moderate-income households.
OBJECTIVE 9:
SUPPORT SERVICE PROVIDERS ASSISTING SPECIAL NEEDS
POPULATIONS.
Program 9.1:
Support special need services in areas where there are significant
under-served needs.
Activity 9.1.1:
Develop and enhance senior citizen classes and activities in the focus areas
of physical fitness, recreational and educational development, mental health,
and emotional well being. To meet additional parking needs forthe facility,
the City entered into a 5-year lease to utilize the parking lot of an adjacent
facility. In return for the use of the parking facility the City will provide
monthly rent, maintenance, and improvements to the parking area. The use
of this parking lot is cdtical to the padicipation of senior citizen residents
utilizing Senior Center programs.
Lead Agency: City ot~ Rancho Cucamonga Community Services Department.
Geographic Location: Rancho Cucamonga Senior Center, 9791 Arrow Route.
Resources: CDBG funds: $10,000.
Accomplishments and Time Frame: By June 30, 2002, to have assisted 550 persons through
these activities.
· SPECIAL NEEDS ANNUAL PLAN
Objectives 8 and 9, as stated above, identify actions the City intends to take over the next
program year to address the needs of persons who are not homeless, but have special needs.
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Community Development Block Grant 2001-2002 Annual Aclion Plan
City of Rancho Cucamonga
NON-HOUSING COMMUNITY DEVELOPMENT NEEDS
OBJECTIVE 10:
PROVIDE IMPROVEMENTS TO PUBLIC AREAS AND PUBLIC
FACILITIES TO ENHANCE LIVING ENVIRONMENTS, IMPROVE THE
QUALITY OF LIFE IN LOW- AND MODERATE-INCOME
NEIGHBORHOODS, AND FOR LOWER INCOME INDIVIDUALS,
SENIORS, AND THE HANDICAPPED.
Program 10.1:
Complete all necessary infrastructure and sidewalk improvements in
qualified target areas.
Activity 10.1.1: The City will fund the following public improvement projects:
Calle Veiar from Avenida Leon to Hellman Avenue, and Avenida Leon from Arrow Route to Calle
Veiar: The design of project improvements to include the preparation of plans, specifications, and
estimates. The design will remove the existing pavement, construct new pavement over aggregate
base, install streetlights, curbs, gutters, sidewalks, ramps for disabled, and street trees. When
completed project will facilitate better drainage of the street and right-of-way.
Sidewalk Grindine and RePlacement in Identified Tareet Neiehborhoods: Involves the grinding,
repair, or replacement of sidewalks that are displaced and/or inaccessible.
Lead Agency: City of Rancho Cucamonga Engineedng Division.
Geographic Location: Calle Vejar, between Avenida Leon and Hellman Avenue, is located in CT
21, BG 2. Sidewalk Grinding efforts may be carried out in all eligible neighborhoods including CT
21, BG 2, 3, 6, & 7; CT 20.01, BG 4.
Resources: CDBG funds: · Calle Vejar: $35,000.
· Sidewalk Grinding: $24,000.
Accomplishments and Time Frame: By June 30, 2002, complete the design of improvements for
Calle Vejar, and replace approximately 3,960 square feet of sidewalk.
Program 10.2:
Complete rehabilitation improvements to the Senior Center, including
expansion, interior rehabilitation, project landscaping, and handicap
improvements.
Activity 10.2.1:
Funding of rehabilitation improvements to the Senior Center has been
reprogrammed to Program 10.5, Activity 10.5.1 forthe construction of a new
Senior Center facility.
Improvements to the existing Senior Center were initially funded during the
1998-1999 and 1999~2000 program years. Proposed improvements
included: remodel the Mission Room, enclose the west patio and add an
emergency handicap exit ramp, and modify the entry corridor to allow public
13
Community Development Block Grant 2001-2002 Annua/ Action P/an
City of Rancho Cucamonga
access from the new parking lot. In addition, the kitchen facility is out of
compliance with the Americans with Disabilities Act and minor renovations to
provide accessibility, and code compliance modifications will be provided.
Landscape improvements to the existing Senior Center were funded during
the 1999-2000 program year. Proposed improvements will include the
design of landscape and irrigation improvements. None of the allocated
funds have been expended, and no new funds have been allocated to this
program. Proposed landscape improvements of the Senior Center will occur
dudng the 2001-2002 program year.
Program 10.3: Develop a Fire Safety Awareness Program.
Activity 10.3.1:
There are no activities proposed under this program during the 2001-2002
program year.
Program 10.4:
Evaluate the development of a new community/recreation facility in
either the Southwest Cucamonga or Northtown target neighborhoods,
Activity 10.4.1:
There are no activities proposed under this program during the 2001-2002
program year.
Program 10.5:
Evaluate the development of a new Senior Center and provide funding
to assist in its construction.
Activity 10.5.1:
This is a multi-year project that includes funding for both design and
construction activities. This activity will begin the design process that will
provide a conceptual master plan that can be used to plan and promote the
new Senior Center facility. Additionally, funds will be banked to bank for
future construction activities.
Lead Agency: City of Rancho Cucamonga Engineering Division.
Geographic Location: Citywide as the project will study an appropriate location for the new Senior
Center.
Resources: CDBG funds:
· New Senior Center (Design): $150,000.00
· New Senior Center (Construction): $169,394.13 (including $144,492.54 reprogrammed from
FY 00/01, Senior Center expansion design and construction, Accts. 1135 & 1184,
$17,868.62 reprogrammed from FY 00/01, Administration, Acct. 1228 ($491.95), Fair
Housing, Acct. 1229 ($20.63), HOPE, Acct. 1031 ($471.00), Oldtimers Foundation Home
Maintenance, Acct. 1033 ($24.14), Senior Citizen Services, Acct. 1110 ($766.17), Rancheda
Drive, Acct. 1216 ($11,733.09), Metrolink Lift, Acct. 1217 ($4,290.00), and Back to Basics,
Acct. 1218 ($71.64), and $7,032.97 in new funds).
Accomplishments and Time Frame: By June 30, 2002, complete the design process for the
14
Community Development Block Grant 2001-2002 Annual Action Plan
Cib/ of Rancho Cucamonga
development of a conceptual master plan for construction of a new Senior Center facility.
OBJECTIVE 11:
ASSIST LOCAL PUBLIC AND NON-PROFIT SERVICE AGENCIES THAT
IMPROVE THE QUALITY OF LIFE FOR LOW- AND MODERATE-INCOME
PERSONS AND THOSE WITH SPECIAL NEEDS.
Program 11.1:
Assist public service agencies that support groups in the highest
priority categories including: fair housing counseling, landlord-tenant
mediation, homeless and food assistance, emergency shelters,
domestic violence shelters, and senior, youth-at-risk, and literacy
programs.
Activity 11.1.1: The City will continue to fund public service agencies that include:
Fair HousinG: The City contracts with the Inland Mediation Board for Fair Housing services that
include education, counseling, mediation, and legal referral. Inland Fair Housing and Mediation
Board is located at 1005 Begonia Avenue, Ontario, CA 91762.
Landlord Tenant Mediation: The City contracts with Inland Mediation Board for Landlord/Tenant
dispute mediation services. Inland Fair Housing and Mediation Board is located at 1005 Begonia
Avenue, Ontario, CA 91762.
House of Ruth: House of Ruth provides shelter, programs, education, and opportunities for safe,
self-sufficient, healthy living for battered women and their children who are at-dsk of homelessness.
Services provided include 24-hour emergency safe shelter for up to 30 days, 24-hour cdsis
intervention hotline, 24-hour emergency transportation, outreach offices, and children programs.
House of Ruth is located in Claremont, at P.O. Box 457, Claremont, CA 91711.
Pomona Valley Council of Churches - West End Hunqer Proqram ("SOVA"): SOVA offers a 5-day
food supply (15 meals) for all members of a household. SOVA helps families maintain their health
and avoid homelessness by providing emergency food assistance and support services. The PVCC
offers the West End Hunger Program from offices located at 635 South Taylor Avenue, Ontado, CA
91761.
YVVCA - Y-Teen: Provide personal development and societal betterment after-school activities to
low- and low-moderate income youth at-risk in a nurturing environment as alternatives and
diversions from health threatening and risk-taking behaviors. This program is run at the Alta Loma
Junior High located at 9000 Lemon Street. YWCA of the West End is located at 600 North Park
Avenue, Pomona, CA 91768.
YMCA - West End Kids Club: Offered to students from low-income families attending Bear Gulch
School. This activity provides an after-school recreational program. West End YMCA is located at
9017 Arrow Route, Rancho Cucamonga, CA 91730.
YMCA - Your Own Club: The program is run at the Old Town Park and the Villa Del Norte
community room and targeted to the Northtown neighborhood in CT 21, BG 6 & 7. The program is
designed to provide at-risk middle school aged youth with fun, educationally enriching and
15
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
challenging value-based after school alternatives in a safe and enjoyable environment. Rancho
Cucamonga Family YMCA, a branch of the West End YMCA, is located at 10970 Arrow Route, Suite
106, Rancho Cucamonga, CA 91730.
Oldtimers Foundation - Senior Nutrition Proqram: The nutrition program is run from the Senior
Center in which 22,500 hot meals would be provided at the RC Senior Center and 16,250 meals
prepared for home delivery. Oldtimers Foundation is located at 8572 Sierra Avenue, Fontana, CA
92335.
Rancho Cucamonqa Public Library - Back To Basics: The Back to Basic program trains volunteer
tutors to work with 7 to 12-year old children identified by school personnel as at-risk (challenged
economically and educationally) and who are reading and writing below their grade levels. The
Rancho Cucamonga Public Library is located at 7368 Archibald Avenue, Rancho Cucamonga, CA
91730.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: The benefits of this program occur citywide.
Resources: CDBG funds: · Fair Housing: $12,000.
· Landlord/Tenant Mediation: $10,000
· House of Ruth: $7,600.
· SOVA: $7,000.
· YWCA: $7,000.
· YMCA - West End Kids Club: $6,000.
· YMCA - Your Own Club: $5,000.
· Oldtimers Foundation - Senior Nutrition: $8,500. ·
· Back To Basics: $10,000.
Accomplishments and Time Frame: By June 30, 2002, assist the following: · Fair Housing - 388 persons.
· Landlord/Tenant - 228 households.
· House of Ruth - 1,600 persons.
· SOVA - 1,258 persons.
· YWCA - 60 youth.
· YMCA - West End Kids Club - 95 youth.
· YMCA - Your Own Club - 40 youth.
· Oldtimers Foundation - Senior Nutrition - 570 seniors.
· Back To Basics - 132 persons.
16
1l '
OBJECTIVE 12:
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
ENSURE ACCESSIBILITY TO ALL PUBLIC FACILITIES AND
STRUCTURES.
Program 12.1:
Installation of handicap wheelchair ramps at all curb returns.
Activity 12.1.1:
This program involves the retro~tting of existing curbs to accommodate
disabled individuals.
Lead Agency: City of Rancho Cucamonga Engineering Division.
Geographic Location: The benefits of this program occur citywide.
Resources: CDBG funds: $24,000 (includes $2,016.79 in prior year funding of this activity).
Accomplishments and Time Frame: By June 30, 2002, provide approximately 2,880 square feet of
curbing for handicap ramps.
Program 12.2:
Complete handicap accessibility requirements at other eligible public
recreation facilities, including Old Town Park.
Activity 12.2.1:
This project will provide the ranovation of the existing Old Town Park for
Americans with Disabilities Act ("ADA") compliance. Improvements will
include tot lot equipment replacement and installation of resilient surfacing to
allow for use by physically challenged individuals, in addition to any restroom
refurbishmerit determined necessary, signage, and provisions for an
accessible mute. Old Town Park is located on the south side of Femn
Boulevard, west of Hermosa Avenue.
Lead Agency: City of Rancho Cucamonga Engineering Division.
-Geographic Location:, OId-'l:own-P-ark-is located in-CT-21 ,-BG 6. ---
Resources: CDBG funds: $180,000.
Accomplishments and Time Frame: By June 30, 2002, complete improvements for compliance
with ADA requirements.
17
OBJECTIVE 13:
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
THE RESTORATION AND PRESERVATION OF PROPERTIES OF SOCIAL
VALUE FOR HISTORIC, ARCHITECTURAL, AND AESTHETIC REASONS.
Program 13.1:
The rehabilitation of significant historic structures, with primary
emphasis on residential assistance.
Activity '13.1.1:
The City previously funded the restoration and historic preservation of the
Isle House during the 1998-1999 and 1999-2000 program years. Remaining
activities include selective demolition and modifications to secure the
structure from the environment and halt the physical effects of deterioration
on the structure's extedor. Historic restoration will include: rehabilitation,
framing, repairing extedor siding, painting dry walling, plumbing and
electrical. This is a multi-year program and will be completed through a
cooperative effort between the City and the Etiwanda Historical Society.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: The Isle House was previously located at the nodhwest corner of Highland
Avenue and Etiwanda Avenue, within the right-of-way for the future Foothill Freeway, which is
currently under construction. The structure was moved to its permanent site and foundation and site
improvements were completed during the 2000-2001 program year. The Isle House is located at
7086 Etiwanda Avenue.
Resourcesi CDBG funds: $131,308.96 (including $46,308.96 in prior year funds, $15,000.00
reprogrammed from FY 99/00, Rancheda Drive, Acct. 1216, and $70,000.00 in new funds).
Accomplishments and Time Frame: By June 30, 2002, complete all administrative and program
management oversight to ensure efficient and effective use of CDBG funds.
OBJECTIVE 14:
PROVIDE THE NECESSARY PLANNING AND ADMINISTRATIVE
CAP~ACI-TY TO IMPLEMENT-T-HE--CDBG PROGRAM AND THE
CONSOLIDATED PLAN.
Program 14.1:
Provide forthe necessary planning and administrative activities of the
CDBG program.
Activity 14.1.1:
Includes administration of the CDBG program, the completion of program
applications and performance reports, research and analysis, target area
studies, historic preservation evaluations, and housing documents.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: The benefits of this program occur citywide.
Resources: CDBG funds: $155,000.00.
Accomplishments and Time Frame: By June 30, 2002, complete all administrative and program
18
Communitj/ Development Block Grant 2001-2002 Annual Action Plan
Cily of Rancho Cucarnonga
management oversight to ensure efficient and effective use of CDBG funds.
OBJECTIVE 15:
ALLEVIATE PHYSICAL AND RELATED ECONOMIC DISTRESS
THROUGH THE STIMULATION OF PRIVATE INVESTMENT AND
COMMUNITY REVITALIZATION IN IDENTIFIED TARGET
NEIGHBORHOODS.
Program 15.1:
Support housing and Community Development activities that stimulate
economic development.
Activity 15.1.1:
Review and Evaluation of Foothill Boulevard. Foothill Boulevard, west of
Haven Avenue is older with mixed uses and appears to be reaching stages
of economic distress, while the area east of Haven Avenue has pdmadly new
development and vacant land. The concern is with revitalization of the older
areas and planning land use to ensure effective and balanced growth along
Foothill Boulevard. The City has formed a task force to review the planning
and land use issues along Foothill Boulevard.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: Approximately 6 miles from Grove Avenue to East Avenue.
Resources: City General Fund.
Accomplishments and Time Frame: By June 30, 2002, continue an analysis of Foothill Boulevard
with recommendations regarding revitalization and land use.
OBJECTIVE 16:
REVITALIZE AND UPGRADE HOUSING CONDITIONS; PREVENT AND
ELIMINATE BLIGHT AND BLIGHTING INFLUENCES; AND ELIMINATE
CONDITIONS DETRIMENTAL TO THE PUBLIC HEALTH, SAFETY, AND
WELFARE.
Program 16.1:
Continue improvements to residential energy efficiency, lead-based
paint hazard reduction, and code enforcement through the City's Home
Improvement Program.
Activity 16.1.1:
The City currently funds a Home Improvement Program in which, through the
course of that activity, the rehabilitation improvements mentioned previously
would be completed. A separate activity will not be developed.
Lead Agency: City of Rancho Cucamonga Planning Division.
Geographic Location: The benefits of this program occur citywide.
Resources: CDBG funds.
Accomplishments and Time Frame: Activity accomplishments occur through the Home
19
Community Development Block Grant 2001-2002 AnnusI Action P/an
City of Rancho Cucamong8
Improvement Program. (See Obiective 5, Program 5.1, Activity 5.1.1 .)
Program 16.2: Continue funding the Graffiti Removal Program.
Activity 16.2.1:
City crews operate in lower income target neighborhoods to remove incidents
of graffiti.
Lead Agency: City of Rancho Cucamonga Engineering Division.
Geographic Location: Available in all eligible target neighborhoods including CT 21, BG 2, 3, 6,
and 7, and CT 20.01, BG 4.
Resources: CDBG funds: $22,000 (includes $2,797.72 in prior year funding of this activity).
Accomplishments and Time Frame: By June 30 2002, remove approximately 14,999 square feet
of graffiti. '
OTHER ACTIONS
· ECONOMIC DEVELOPMENT
The Redevelopment Agency Implementation Plan for 2000-2005 includes a section on
"Commercial/Industrial Economic Enhancement Programs." The objective of that program is to
strengthen the economic environment of the commercial/Industrial sector of the Redevelopment
project area. This is accomplished through a variety of programs designed to address the needs of
Rancho Cucamonga's existing businesses, to attract new businesses to the City, and provide long-
term employment to strengthen and compliment the economy of the City.
Economic development goals focus on job creation, improving the quality of life to residents
and businesses, increasing the City's tax base, and providing opportunities for public and private
partnerships, includiog_pdyate investmerLtjn_tbecommunity._Economic,devP. Inpment activities focus
on two basic efforts: business retention and business attraction. Currently, the Redevelopment
Agency has successfully implemented a variety of marketing and promotion strategies suggested in
the strategic plan that have leveraged the community's attributes as well as establishing a positive
business related image. Through a comprehensive plan of advertisement campaigns, direct mail of
newsletters, site selection information, trade shows, publishing editorials, press releases, and
Internet web page, the City has managed to receive local, regional, and even national recognition.
Despite this success and recognition, the Redevelopment Agency continues to work to attract
businesses that fit the general business environment of the City and achieve a greater presence in
the area. The City will continue with these economic development efforts during the 2001-2002
program year.
The Redevelopment Agency's marketing and promotion efforts have significantly affected
employment, expansion, and the local tax base. From 1994-1999, more that 47 companies
expanded and/or relocated as a result of the Agency's marketing and promotion efforts.
Simultaneously, these companies increased their employment opportunities and created additional
economic activity. Although the City's success in economic development is not a direct result of the
20
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Agency's marketing and promotional efforts, the Agency has managed to facilitate that growth.
Apart from the specifics of the Economic Development strategy, the Agency assists
companies through participation in the following programs. The Inland Empire Small Business
Development Center ("SBDC"), which offers a variety of resources to improve business operation
including, business consulting, seminars and workshops, information resources, procurement
assistance, environmental assistance, and a variety of other programs. The California Statewide
Communities Development Authority (California Communities) specializes in issuing tax-exempt
financing for public agencies and eligible private agencies for industrial, housing, non-profit and
other tax-exempt facilities. These programs assist local agencies to achieve economic, financial,
and social goals.
The California Association for Local Economic Development ("CALED") awarded the
Redevelopment Agency its "CALED 1998 Award of Excellence" for the economic strategies of the
Implementation Plan. And, the California Redevelopment Association ("CRA") awarded the
Redevelopmerit Agency its "2000 CRA Award of Excellence" in recognition of the projects and
programs that made an exemplary contribution to the redevelopment process and resulted in the
betterment of their community.
· AFFIRMATIVELY FURTHERING FAIR HOUSING
In 1984, the City began contracting with the Inland Fair Housing and Mediation Board
("IFHMB") to provide for the education and enforcement of state and federal housing laws for all
residents who request assistance. Having the IFHMB administer the Fair Housing Program assures
that there are no impediments to fair housing choices. The IFHMB provides public education,
mediation, counseling, testing, and legal referral services to promote fair housing.
In May 1996, the City completed a five-year Fair Housing Impediments Analysis (a summary
of the Impediments Analysis is attached as Appendix "B"). The Fair Housing Impediments Analysis
will be updated during the 2001-2002 program year. The Fair Housing Impediments Analysis
established the following strategies as areas where the contracted Fair Housing provider should
intensify program efforts.
1. Educate rental property owners and managers on their responsibilities under fair housing
laws including educational course, newsletters, and workshops.
2. Target the renting population through an ongoing fair housing educational program
including public workshops, high school student/parent groups, and adult education.
The IFHMB provides quarterly Fair Housing newsletters that are circulated to apartment
owners and renters throughout San Bernardino County, and specifically within the City of Rancho
Cucamonga. They also conduct Fair Housing workshops to educate the public on their
responsibilities under Fair Housing laws.
Under the Home Mortgage Disclosure Act, monitor lending practices of major lenders
within the City. Track the same lenders Community Reinvestment commitment to
improve the City's housing.
The I FHMB monitors the lending activities of vadous banking institutions in the community by
21
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
tracking lending practices to different ethnic groups and census tracts. The analysis of lending
activity is submitted in compliance with the City's Fair Housing Impediments Analysis allowing foran
analysis of each banking institution's activity.
4. Accomplish media outreach by feature articles and paid ads in local newspapers, radio
announcements used for public spots, regular periodic radio programs in Spanish, and
providing information to the Community Billboard, in addition to live interviews provided
in certain communities.
The media outreach program for the dissemination of Fair Housing information is
accomplished through airtime on the following radio and television stations: KDiF, KVCR, KNSE,
KMIA, KWRN, KWRM, KXSB, and KXRS.
5. Network with both federal and state Fair Housing Departments and other related
services to assist the complainant.
6. Network with the Association of Realtors and the Apartment Rental Owners Association
as technical advisor.
Outreach brochures regarding Fair Housing issues and upcoming workshops are provided to
community agencies located within the City.
7. Mediate/reconcile complaints of discrimination. Assist complainants in filing charges
with enforcement agencies.
The Fair Housing program assists low- and low-moderate income persons regarding
complaints that require counseling. These complaints include issues of race, color, national origin,
familial status, religion, sex, marital status, and disabili.ty.
8. PromOte April as fair housing month with government municipalities, housing industry,
and the general public.
' ' The City works With the IFHMB to promote April as "F~ir Rousing Month."
9. Monitor newspapers for classified advertising that is written in such a way as to
discriminate against certain groups in housing.
10. Make recommendations to local governments and review components of any local
housing related plan.
11. Provide assistance and network with the County of San Bemardino Housing Authority for
the Section 8 certificate and voucher program.
The IFHMB conducts these activities on an ongoing basis.
Fair Housing education is provided as a major component of the program with a goal of
providing the knowledge of what is Fair Housing to all partners of the housing industry. Fair Housing
outreach is provided through radio programming, mass media, brochures, and the IFHMB web site
(httP://hometown.aol.com/inmedbd/index.html). Fair housing enforcement is provided through the
process of mediation through the IFHMB or related enforcement agency. And finally, Fair Housing
testing is used as a tool to gather evidence of discrimination. The Fair Housing program attempts to
22
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
accomplish the primary objectives of the City's Fair Housing Impediments Analysis by providing for
the education, counseling, mediation, testing, and legal referral of Fair Housing issues within the
community.
· OBSTACLES TO MEETING UNDER-SERVED NEEDS
The primary obstacle identified toward meeting under-served needs is a lack of available
resources. This obstacle is and will continue to be an issue. The best way to address this matter is
to combine efforts and resoumes and tap new funding sourues. The City is stdving to form
public/private partnerships as well as seeking out new sources of funding, such as HOME funds to
better leverage available funding.
· ACTIONS TO FOSTER AND MAINTAIN ,,6J=FORDABLE HOUSING
A majority of the objectives and actions identified as part of this Annual Action Plan are
specifically aimed at increasing and maintaining the Citys existing affordable housing stock.
Activities such as new construction, conservation of at-risk units, and preservation of existing units
are all striving to increase the affordable housing stock.
· ACTIONS TO REMOVE BARRIERS TO AFFORDABLE HOUSING
There were no significant barriers to affordable housing identified that would need to be
revised or amended. All regulations and policies currently in-place are necessary in order to
maintain the public health, safety, and welfare.
· ACTIONS TO EVALUATE AND REDUCE LEAD-BASED PAINT HAZARDS
In Conjunction with the Home Improvement Program, the City will continue to implement
federal requirements concerning lead-based paint reductions. HUD requires that for any program
utilizing CDBG funds, all owners, and/or tenants be notified in writing about the dangers of lead-
_based paint..Units constructed priOEtO 1978, WhiCh are occupied by children under the age of
seven, are inspected for defective paint surfaces. If a child residing in the home has an elevated
blood lead level, then defective chewable surfaces will be treated and lead abated. It is also
recommended that housing rehabilitation efforts carried out by the Redevelopment Agency also
follow the same guidelines.
· ACTIONS TO REDUCE THE NUMBER OF POVERTY LEVEL FAMILIES
The City has relatively little control over the many factors that may affect the determination of
an individual's income level. The primary activity that may be utilized by the City is the support of
public service agencies that incorporate job training and life development skills into their programs,
which includes most of the agencies currently receiving CDBG funding. Most of the activities funded
by the City, particularly those related to non-housing community development, act indirectly to
increase economic development in the City. The City, through its CDBG contract activities, complies
with Section 3 requirements encouraging the employment of local low-income individuals.
From a housing perspective, all of the priorities, objectives, and programs aimed at
23
Community Development Block Grant 2001~2002 Annual Action Plan
City of Rancho Cucarnonga
increasing affordable housing also increase the stock of housing available to those in the lowest
income categories.
· ACTIONS TO DEVELOP INSTITUTIONAL STRUCTURE AND ENHANCE COORDINATION
The Consolidated Plan evaluated gaps in the institutional structure and actions that might be
taken to strengthen the system. It was determined that one main action that can be taken toward
this is increasing expedise of staff and City Council, which in turn will increase the CDBG program
efficiency and effectiveness. Increased contact and coordination among City depadments will also
contribute to the CDBG program's effectiveness.
The City will continue to encourage direct contact between itself and the Public Housing
Agency and other service providers operating in the region. Most of the coordination efforts in the
west end are tied to funding resources and the type of service provided.
· PUBLIC HOUSING IMPROVEMENTS
Each year the City reviews the Annual Comprehensive Grant application submitted by the
Housing Authority whereby the City must certify consistency of the activities with the goals and
objectives of the Consolidated Plan.
· MONITORING
Monitoring serves as an effective tool to ensure that federal funds are spent in a manner
consistent with the CDBG National Objectives and that the programs and projects are achieving
stated goals. The following outlines basic monitoring requirements that are followed in the
implementation of the CDBG program.
Standards Utilized for Review · Is the program meeting intended objectives?
· Is the. agency capable_o[tracking and/or documenting necessary benefit information and
carrying out the responsibilities of its program consistent with federal requirements?
· Is appropdate and accurate documentation submitted in a timely manner?.
Monitorinq Procedures
Construction Projects - All construction projects are expected to comply with federal labor
and precurement procedures as well as the various affirmative action and equal opportunity
requirements required by various federal and state laws. To ensure this end, CDBG staff developed
a Procurement and Contract Compliance Manual that outlines the various procedures and steps
required as pad of contract management. The CDBG coordinator oversees and reviews contract
preparation at each step from bid preparation, contract document preparation, pre-construction
meetings, and ongoing project inspections.
SubrecipientAgencies - All Subrecipient agencies must sign a contract with the City in which
the various scope of work, time line, and documentation requirements are outlined. On a monthly
basis, each Subrecipient must submit detailed information regarding the number, ethnicity, and
income level of individuals bene~ting with CDBG funds. Quaderly summary reports are required of
24
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
some agencies in which further information is provided on activities accomplished in that quarter.
The City conducts an on-site inspection of each agency at least once a year, preferably toward the
end of the funding cycle.
CITIZEN PARTICIPATION
The preparation of a representative and useful Annual Action Plan is the result of an
effective citizen participation process. The City of Rancho Cucamonga encourages and solicits the
participation of its residents in accordance with the provisions of its Citizen Participation Plan. The
following steps were taken to ensure adequate public participation.
A public notice of available funds and soliciting project applications was published on
October 23, 2000, in the Inland Valley Daily Bulletin newspaper. Copies of the notice
were also mailed to approximately 47 individuals and organizations. Copies of the notice
were posted at City Hall, City Library, Senior Center, and Lion's Center.
A public notice regarding the availability of the draft 2001-2002 Annual Action Plan and
notice of the public hearing was published on February 21, 2001, in the Inland Valley
Daily Bulletin and February 22, 2001, in the La Voz newspapers, providing for a 30-day
review period. Letters indicating document availability were mailed to surrounding
jurisdictions, the County of San Bemardino, and the Housing Authority of San
Bernardino County. Copies of the notice were posted at City Hall, Rancho Cucamonga
Senior Center, Lion's Park Community Center, and the Rancho Cucamonga Public
Library.
25
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
APPENDIX "A" - EXECUTIVE SUMMARY
FY 2000-2001 CONSOLIDATED PLAN ANNUAL ACTION PLAN
· PURPOSE OF THE CONSOLIDATED PLAN
The Consolidated Plan is a comprehensive 5-year strategy that addresses the use of federal
grant/entitlement funds, such as CDBG funds, for the purpose of meeting the goal of providing
decent housing, suitable living environment, and expanded economic opportunities principally for
persons of low- and moderate-income.
· PURPOSE OF THE ANNUAL ACTION PLAN
The Annual Action Plan identifies specific projects consistent with the Consolidated Plan 5-
year strategy listing the projects, programs, and resources that will be utilized dudng the program
year. During fiscal year 2001-2002, the City will receive $1,001,000 in new CDBG funds, and
reprogram $32,868.62 from previous program years, providing $1,033,868.62 available for funding
program activities. The sum of all CDBG funds available total $1,416,846.52, which includes
$382,977.90 in prior year program funds. These funds will be used to support the following housing
and community development activities.
Project Name
CDBG Administration
Calle Vejar
RCSC Landscaping (Des)
Sidewalk Grinding
Wheelchair Ramps
Old Town Park
New RCSC (Design)
New RCSC (Const.)
Isle House
Implementing Agency I Prior Year /
Reprogram
Administration
Rancho Cucamonga Planning Division I $0.00
Subtotal $0.00
Capital Improvement Prolects
Rancho Cucamonga Engineering Division $0.00
Rancho Cucamonga Engineering Division $30,000.00
Rancho Cucamonga Engineering Division $13,718.46
_Rancho Cucamonga Engineering Division_ ___$2,0.1 6.7_9
Randno Cucamonga Engineering Division $0.00
Randno Cucamonga Engineering Division $0.00
Randno Cucamonga Engineering Division $162,361.16
Rancho Cucamonga Planning Division $61.308.96
Subtotal $269,406.37
Home Improvement Program
$143,643.43
$0.00
$143,643.43
Randno Cucamonga Planning Division
Oldtimers FoundaUon
Subtotal
Public Services
Randno Cucamonga Engineering Division
Inland Mediation Board
Inland Mediation Board
HOPE
FY 2001/2002 ~ Total Available
Allocation
$155,000.00 I $155,000.00
$155,000.00 $155,000.00
$35,000.00 $35,000.00
$0.00 $30,000.00
$10,281.54 $24,000.00
_$21,983.21 __$24,000.00
$180,000.00 $180,000.00
$150,000.00 $150,000.00
$7,032.97 $169,394.13
$70,000.00 $131,308.96
$474,297.72 $743,703.09
$250,000.00 $393,643.43
$10,000.00 $10,000.00
$260,000.00 $403,643.43
Graffiti Removal $2,797.72 $19,202.28 $22,000.00
Fair Housing $0.00 $12,000.00 $12,000.00
Landlord/Tenant $0.00 $10,000.00 $10,000.00
Outreach Center $0.00 $6,400.00 $6,400.00
A-1
Project Name
Emergency Shelter
Emergency Shelter
Food Distribution
Y-Teen Program
Youth Activity
Youth Activity
Senior Programs
Food Distribution
Back to Basics
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
Implementing Agency Prior Year I F':Y 200'1/2002 Total Available
Reprogram AJIocation
Foothill Family Shelter $0.00 $3,000.00 $3,000.00
House of Ruth $0.00 $7,600.00 $7,600.00
SOVA $0.00 $7,000.00 $7,000.00
YWCA $0.00 $7,000.00 $7,000.00
YMCA - West End Kids Club $0.00 $6,000.00 $6,000.00
YMCA - Your Own Club $0.00 $5,000.00 $5,000.00
Rancho Cucamonga Community Services $0.00 $10,000.00 $10,000.00
Oldtimers Foundation $0.00 $8,500.00 $8,500.00
Rancho Cucamonga Public Library $0.00 $10,000.00 $10,000.00
Subtotal $2,797.72 $1'11,702.28 $11~1,500.00
TOTAL $415,846.52 $1,001,000.00 $'1,416,846.52
A-2
Community Developmenl Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
APPENDIX "B" - EXECUTIVE SUMMARY
ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING
A literature search was conducted in several areas; housing discrimination, City of Rancho
Cucamonga Housing Element, the Grantee Performance Report 1994-1995, federal and state fair
housing laws, area demographics, national, state and local housing policies, public housing, 1990
census data, historical racial housing problems in renting and real estate purchases, zoning and
discrimination correlation.
Surveys were used to accumulate the database. These surveys were formulated to gather
information on housing d scrimination, fair housing knowledge, quality of the present housing and
other information that could help housing policy makers to identify problem areas.
1. Home Mortgage Disclosure Act ("HMDA") data was requested from eight lenders.
2. Eight lenders showed activity within the City.
3. Interviews were completed with tenants, property management, owners, and Realtors.
4. CDBG Citystaff, CountyYofSan Bemardino Housing Authority, California Department of
Fair Employment, and the HUD Fair Housing Division contributed additional information
and statistical data.
FINDINGS
The data compilation identified the following major findings:
1. Discrimination Issues
· Lack of understanding fair housing laws/differential treatment.
· Unequal terms/differential treatment.
· Buyer refusal.
· Lenders HMDA data tracking.
· Tracking lender's housing loans.
2. Housing Issues
· Affordable housing (both rental and for purchase).
· Neighborhood safety.
· Housing and rental deterioration in neighborhoods.
· Transportation.
· Good schools.
FAIR HOUSING ACTION PLAN
The following plan of action outlines strategies reflecting the survey findings. Workable
objectives have been identified in Rancho Cucamonga's Impediments to Fair Housing. The City's
contracted Fair Housing provider needs to intensity efforts in the following areas:
1. Educate rental properly owners and managers on their responsibilities under the fair
housing laws:
· Educational courses.
· Newsletters.
· Workshops.
B-1
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
2. Target the renting population through an ongoing fair housing educational program:
· Public workshops.
· High school students/parents group.
· Adult education.
3. Under the Home Mortgage Disclosure Act, monitor lending practices of major lenders
within the City. Track the same lenders Community Reinvestment commitment to
improve the City's housing.
4. Accomplish media outreach by:
· Feature articles and paid ads in local newspapers.
· Radio announcements used for public spots.
· Regular periodic radio programs in Spanish.
Provide information to the Community Billboard, in addition to live interviews
provided in certain communities.
5. Network with both federal and state Fair Housing Departments and other related
services to assist the complainant.
6. Network with the Association of Realtors and the Apartment Rental Owners Association
as technical advisor.
7. Mediate and reconcile complaints of discrimination.
8. Assist complainants in filing charges with enforcement agencies.
9. Promote April as fair housing month with government municipalities, housing industry,
and the general public.
10. Monitor newspapers for classified advertising that is written in such a way as to
discriminate against certain groups in housing.
11. Make recommendations to local governments and review components of any local
housing related plan.
12. Provide assistance and network with the County of San Bemardino Housing Authority for
the Section 8 certificate and voucher program.
CITY PROGRAM
The City retains the responsibility of establishing the direction, providing a yeady monitor and
evaluating the performance of these vadous functions.
Maintenance and preservation of housing rehabilitation of the Citys substandard
housing.
· Aggressive marketing of rehabilitation money to rental and homeowners.
· Housing task force to identify areas needing property revitalization.
B-2
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
APPENDIX "C" - SUMMARY OF AFFORDABLE HOUSING 5-YEAR AND 1 -YEAR GOALS
5-Year 80-01
Goal Goal
Program
00-0t 01-02
Actual Goal
1,1 MF 200 50- 50-
150 150
1,2 SF 8 4 3
2.1 MF 100 0 0
2.2 SF 15 5 6
3.1' 170 170 170
3.2 30 6 6
4.1 150 30 5
4.2 20 4 4
4.3 8 8 9
5.1 200 40
5,2 5 0
6.1' 16 16
* These figures are ROt cumulative.
40
0
16
PY
01-02
Actual,
FY F'f
02-03 02-03
Goal Actual
Availability
Affordability
Preservation
03-04 03-04
Goal Actual
FY
04-05 Total
Goal Goal.
Total
Actual
HOUSING AFFORDABILITY
OBJECTIVE 1: CONSERVATION OF THE EXISTING SINGLE-FAMILY AND MULTIPLE-
FAMILY AFFORDABLE HOUSING STOCK.
Program 1.1: Acquisition of existing multiple-family units to be held for future affordable
housing.
Program 1.2: _ AcquisitioB and rehabilitation of existing single-family homes.
OBJECTIVE 2:
Program 2.1:
Program 2.2:
IMPROVE ACCESS TO AFFORDABLE HOUSING FOR ALL LOW- AND
MODERATE-INCOME HOUSEHOLDS, WITH EMPHASIS ON THE
PRODUCTION OF LARGER (3+ BEDROOM) RENTAL UNITS.
Construction of affordable multi-family units.
Construction of single-family infill development in low- and moderate-income
neighborhoods.
OBJECTIVE 3:
Program 3.1:
Program 3.2:
PROVIDE DIRECT RENTER ASSISTANCE TO LOW- AND MODERATE-
INCOME HOUSEHOLDS IN ORDER TO OBTAIN OR RETAIN
PERMANENT HOUSING.
Support applications by the Housing Authority of San Bernardino County for
Section 8 and public housing assistance.
Participate in the County HOME Consortium Tenant Based Assistance (TBA)
program.
OBJECTIVE 4:
Program 4.1:
Program 4.2:
Program 4.3:
OBJECTIVE 5:
Program 5.1:
Program 5.2:
OBJECTIVE 6:
Program 6.1:
Community Development Block Grant 2001-2002 Annual Action Plan
City of Rancho Cucamonga
INCREASE HOUSING OPPORTUNITIES FOR LOW- AND MODERATE-
INCOME HOME OWNERSHIP, PARTICULARLY THROUGH HOMEBUYER
ASSISTANCE.
Administer a City sponsored Home Buyer Program.
Participate in the County HOME Consodium Homeownership Assistance
Program (HAP) for eligible first-time homebuyers.
NHDC First-Time Home Buyer program.
REHABILITATION OF THE EXISTING HOUSING STOCK WITH
EMPHASIS ON OWNER-OCCUPIED HOUSING.
Provide moderate rehabilitation of owner occupied, single-family and mobile
homes for extremely low-, low-, and moderate-income homeowners.
Participate in the County HOME Consodium Rental Rehabilitation Program.
IMPROVE LIVING CONDITIONS FOR LOW- AND MODERATE-INCOME
HOUSEHOLDS.
Suppod applications of the Housing Authority for their annual
Comprehensive Grant to improve living conditions for public housing
residents.
C-2
Communi~ Development B/ock Grant 2001-2002 Annual Action P/an
City of Rancho Cucamonga
A~PENDIX °'D" -ATTAGHMENTS
SUPPORTING MAPS: PI~OPOSED PROJECTS, POINTS OF INTEREST, CENSUS BOUNDARIES, LOW-MOD
INCOME, ETHNICITY, AND UNEMPLOYMENT
SUPPORTING FORMS: FUNDING SOURCES, CONTINUUM OF CARE GAPS ANALYSIS, SPECIAL
NEEDS/NON-HOMELESS, HOUSING NEEDS~ AND COMMUNITY NEEDS
LISTING OF PROPOSED PROJECTS
CERTIFICATIONS
D-1
Are You Aware?
Less than ] in every 3 sexual
assaults is reported to law enforcement otticials.*
1 in 2 sexu~ assault x4ctims is
under age 18 and 1 in 6 is under the age of ] 2.*
A woman is raped cverv 2
minutes in the United States.*
Sexual assault is a violent
crime affecting all ages, races, cultures
and economic cIasses.
6 out of ]0 sexual assaults
occurred in the survivor's home or at the
home of a friend, relative or neighbor.*
68% of sexual assaults are
committed by people the survivors/viStas know.*
Rape survivors need help
to cope with the physical, emotionaI, social
and legal crises arising from their assault.
* U.S. Department of Justice
We've provided the wallet card below to serve
as a reminder of our crisis HOTLINE as well
as basic sexual assault prevention techniques.
SEXUAL ASSAULI CRISIS
& PREVENTION SERVICES
(q09} 62{~-HELP (4357)
(626) 966-4~55
(800) 656 HOPE
24-Hours / 7 days
:v:,,~..v pl ojectsistel .llrg
The Project SISTER
Solution
In the early 1970% a series of
violent assaults against women occured on
college campuses in Claremont. Since there
were no local services to aid sexual assault
sulvivors, a group of Claremont women joined
together to fill that alarming need. They began
operating a 24 hour rape crisis hotline out of
their homes.
In 1972, their vision and
compassion resulted in the incorporation of a
non-profit organization thev named Project
S1STER (an acronym for Sisters In Service To
End Rape). Since then, Project SISTER has
grown to annua]ly serve nearly 24,000 adults
and children in a 700 square miIe area fiom
the East San Gabriel and Pomona Valleys to
Western San Bernardino County communities.
Our Mission .,---
Project SISTER is dedicated
to reducing the trauma and
incidence of sexual assault in
the communities we serve by
helping survivors return to
healthy, productive lives and
educating the communities we
serve about the nature and
causes of sexual violence.
MT BALDY
AZUSA
GLENDORA HEIGHTS
IRWINDALE
SAN DIMAS ALTA LOMA
CLAREMONT ETIWANDA
LA VERNE UPLAND
BALDWIN PARK
RANCHO
BASSETT COVINA
CUCAMONGA
WEST COVINA POMONA
VALINDA MONTCLAIR
LOS ANGELES FONTANA
COUNTY
WALNUT GUASTI
LA PUENTE ONTARIO
INDUSTRY
SAN BERNARDINO
HACIENDA ROWLAND COUNTY
HEIGHTS HEIGHTS
WHITTIER CHINO
DIAMOND BAR CHINO HILLS
Ile)a
SEXUAL ASSAULT CRISIS
& PREVENtiON SERVICES
Serving the East San Gabriel Valley, l%mona
Valley and Western San Bernardino County
HOTLINE NUMBERS
(909) 626 HELP (4357)
(626) 966 4155
(800) 656-HOPE
OFFICE
(909) 623 ~1619
(626) 915 2535
MAILING ADDRESS
gO. Box 1390
Claremont, CA 92711
wx~%,.projectsister.org
{ A United ~Vay Agency
SEXUAL ASSAULT CRISIS
& PREVENTION SERVICES
You're not alone.
It wasn't your fault.
We're here to help.
Sexual Assault Crisis
Services
We offer crisis services to adults and children
who have been sexually assaulted and their
~amiiies. These crisis senAces are free of
charge unless otherwise noted:
24-hour HOTLINE ~
Callers receive immediate, confidential
crisis assistance from specialIy trained
volunteer advocates by calling 909 626-HELP
(909 626 4357) or (626) 966 4155.
information and Referrid
Our HOTLINE volunteers also provide
complete information about medical
attention, reporting the assault and other
important details. Thev also refer ca]Iers to
additional appropriate agencies and senzices.
Advocate Support Pr%~ranl --
Volunteer Advocates are available to support
and advise sexuaI assault survivc~rs at the bus
pital, police station, and court appearances.
Counseling Services
Therapists and peer counselors are
available to provide counseling to survivors
and their families during tlne crucial first
few weeks after an assault. Counseling
services are aiso available to those who are
deaIing with past sexual assault or abuse.
We can pievide leterrals to long term
counsehng as well. Fees ale based on each
individual's ability to pay.
Suppllrt Crlutps ~ Because
tire support of peers is sn important in the
sexual assault aod abuse beaImg pnlcess, we
otter specialized support gloups tot buth
adult and teen rape and incest sul"vivors.
Sexual Assault Prevention
Services
Our prevention progrants are designed to help
people understand the nature of sexual assault
and its myths, plus instruct individuals in how
to protect themselves against an assailant.
These programs are available to anyone in our
semce area and can be scheduled by calling
the Project Sister office.
Tcen/Ybung Adult Education --
Teens, ages 16 19, are 3 1/2 times mum likely
than the general population to he vjctims of
rape, attempted rape or sexual assault (U.S.
Depamnent of Justice, 1996). We help combat
the social causes of this alarming trend by
providing prevention programs to local junior
and senior high-school classes, as weI] as
college sororities, f~aternities and other groups,
Comnnmity Education --
When Iike minded individuals focus their
collective energies to solve a problem,
the results can be astounding. Since our
education program informs thousands of
members of local clubs, chulch ~oups and
organizations about sexual assault and flow to
help reduce its incidence, our connnunjty as a
whole also benefits.
Teen Parents' Edltcation --
Teen parents often lack the maturitv so critical
to coping with the responsibilitv of ~alsing
childlen. By helping teen palcuts learn
effective parentlug skills, we're helping to
prevent child abuse. Our skilled educators
pro~qde th4s important selvice at local high
schools and teen-parent programs.
Child-Abuse Education ~
Many children can be saved trom years of
emotional and physical trauma if theil teachers,
parents and other sendee professionals recog
nize the sights of child abuse. Programs that
increase awareness among varic~us community
and professional groups are provided. This
awareness and intervention education helps
reduce child abuse in our community.
Senior Citizens' Education
One of the nrost trag4c and under-publicized
crmres, sexual assault against senio~ citizens, is
increasing in Southern Cahtvrnia. We're
working to make our se~Mce area a safer place
for the elderly by pro%dding sexual assault
awareness and prevention programs to local
senior citizens' centers and organizations.
Awalcncss/Sclf Dt~lense &
Protection ~ People who are aware of their
surroundings and ad assertiveIv ale less likely
to become an assailant's lalget. Awareness
and self protection plugsants are designed to
teach women how to recognize a potential
assault befol e it threatens tinera physicalIy and
lnow to protect theuYelves if they are assaulted.
HowYou Can Help Fight
Sexual Assault
[] I'm interested in becoming a HOTLINE
Volunteen
[] I'd like a Project SISTER representative
to speak at nry club, school or organization.
[] I'd like information about upcoming
Awareness/Self-Defense classes
Address
City
Zip Code
Phone Number (__3
Detach and mail this reply card to:
Project SISTER
120. Box 1390
Claremont, CA 9~711
ThankYou.
Put change in your waIlet in case
need to calI for a ride home.
Recognize the early signs of a plltcnlial
assault.
Examine yuur surroundjng, s constant
and, calefu]ly.
Verbalize your resistance loudly
E xhjbit confidence in potentially
threatenring situations.
Never assLnl~e sexual assault
happen to you.
T ravel in gloups whenever p{ ssible
FILE No.3~2 03/15 '01 PM 08:57 ID:RANCHO CUCI::I10NGA YMCA
FAX:909 481 6425 PA(tE ~
YMCA
We build strong kids,
strong families, strong communities
M~rch 15, 2001
Larry J -. Hondonon, AiCI:
Principal planner
City ofRancho Cucsmonga
~,land Delivered)
Re: 2001 - 2002 CDBG Application for Senior Transportation program
Dear Lorry:
warn in question when we started this program, but wo see that the need is very greet ~er the service. We are
providing this much needed servxce et no cost to the rider, end it ires been delgrmincd that we cannot charge
t~ tn~uran~e end Department of Transportation requirements being too bu~d~some. We have been able to
determine, thtouSh our rider regietrstion forms, that they are in the moderate low vo very low-income levels.
The total number of tiders registered with us is at 136 and the ages of out dears ran$e from 55 ~o 92. The riders
use o~ service when they need it.
We are asking the City of Rancho Cucamongs to help us with operating co~ts to allow for this rapid expansion,
This will allow for more tide6. Other requests we are r~ctiving are thr: weekend tides to the center, Dr,
appointments, more grucery shopping end even social outings. Oar priority is still the hot m~al program and
meeting that neea first and foremost. We ar~ doimt ~ grocery-shopping trip hi-monthly now, which is b~commg
just keep up with the tides. please note that this doesn't inclade administrative paperwork, we ere absorbing
that internally. In en effort to expllMn j~lSt how this program. has grovn~, below is a yearly eompm'iaon, which
we feel is directly related to the increase in the number of rides. Driver time and f~el costs ar~ the primmy
areas, then would be maintenance,
NUMBE~ OF
3,392 7~t41
1999 200~0 2001,
personnel- Driver onlY '~,134 14,000 $16,702
O~her 5,964 5,339 6,380
Fuel 1,300 2,746 4,000
Tre, ining 0 0 600
Total Costs 15,398 22,085 27,682
'Cost per ride $4,M $3,01
Rancho C,l:am,nga Family YMCA .
10970 Am,w Roule ......
FILE No.342 03/15 '01 PH 05:51) ID:R~qNCHD CUCCd'IONG~q YrlC, Pm
F~X:909 48~, 6425
We calculated the city at 60% based upon the identified funding sources we feel we can provide.
We do not see the need for another van, this year. We ar~ able to shift administrative paper work time offof the
driver and o8 to another person. We have applied for a Cal Trans FTA 53 l0 grant for annthe' bus and radio to
supplemoat the program for Drs., shopping and ow-rfIow senior comer ~ps as a pan of the futur~ phase 2
expansion of th~ program (refer to the city agreemet~t thr future expansion). We will not h~r on the outcome of
this application before June, and if we are averdad, it will be next Jan. before it will be placed in service.
Enclosed is some additional information to clarify our requesl for funding for our Senior Tnmsportation
Program.
1. We monitor our daily trips to the nantar following is a sut~mary.
1999 (Feb - Dec.), we provided 3,392 r~de~
2000 (]an. - D~.), we provided 7,341 rides.
This equates t~ · 116% into'ease in one year.
2001 (Jan & l%b) - wc are already up 389 tides ova' 2000 whi=h is a 50% increase in just the
first 2 months of this year, and we must take into consideration inclement weather conditions
~n_J.d we were out of service for a total of 6 days for maint. and repairs during this same time.
2. Ourtotslridership rosterhas 136 participants. We receive calls from these parttcjpanta based uP°n their
sche~iules. We noted in part 4, that we had 30 riders, and this year 40, upon investigation, that is our
flder attendance on an averaged w~kly basis. It is a combination of regular tid~'s and e variety of
others. We offer both one-way tides and round trip rides all on any day of the week and schedule,
3. Our mutes are fairly well established4 we are increasing our riders along those routes.
4. The miles driven have increased by approximately 500 when compared to the same
period as last year, we cannot escortaSh if this is strictly due to route expansion or all of the
road construction and detours.
5. What is more significant is the driving time involved to get everyone to and from the center. The rides
tell the true stoW. Because an increase jn the amount of riviera sii~ni~cantlY a~fects the stoppin~ and
startin6 times per mute. We are currently hacking an increase in driving hours to be approximately ~-
additional hours a week over I~st year, in just the first 2 months of the year, This equates to
approxirnatel}' 5 rain. more per new ride, A~ this increment it does not seem significant, but when you
calculate the entire picture...222 new rides x 5.5 minutes per = 1200 or 20 extra hours per month, which
seems to be following true to the actual drivini] time of our driver,
| appreciate your' s and Tom' s ~f~or~ to help us elari~ our need for assistance, We want to thank yo- for letting
us provide you wiJh the additional ba0k up information, it really helps fill in the blanks. This is a prod-am with
major growth potential and need, es]~iaiJy in light of aJl the new senior complexes comin[~ into the eiVy. We
can now say timt the program does serve a documented need and would appreoiate any funding assistance
possible.
t~
Diaans L. Lee-Mi hal
Executive D4recter
Winter 2001 ]
The Project SISTER Winter News
I
Board of Directors
Cathe Ford
President
Gall Ehrlich, J.D.
Vice President
Sharon Avant
Secretary
Stephen W. Graeber
Treasurer
Christopher Aidworth
Sally Holguin Fallon
Brian Hunt, J.D.
Debbi NcFall
Kimberly Plater
John Poreroy
Yulanda Davis-Quarrie
Staff
Unda Shestock, M.B.A., F'I.S.
Execub~,e Director
r4artha Abea
Developreent Assodato
Theresa Borunda
Direct Services Coordinator
Maria Dornena, ivi.S.w., L.C.S.W.
Sexual k~sau/t Counselor
Carolyn Dominguez
Administrative/~ssistont
Nancy Farrar, H.S., M.F.T.
Sexual Assault Counselor
Lynda Hatbert, N1.S., M.F.T.
Clitoral Services Coordinator
Nancy Poitou, Ivi.A., M.F.T.
Sexual Assault Counselor
Jeanne Roy, M.A., M.F.T.
Education & Outreach
Coordinator
Eleanor Duncan, M.S.
Project Coordinator
Kim Wright
Business f4anager
Evelyn Stone
Secretary
Jackie Justice
Group Facilitator
RosaIra Guzman
PrevenHon Specialist/
Group Fac//itator
Bernadeth Lazaga Dillon
Prevention Education Specialist
Newsletter Editor:
Project SISTER Sexual/a ssault Crisis and Prevention Services
Healing the Heart
- Jeanne Roy, M.A., M.ET.
Even though to others the trial was over and things seenled to appear normal, I
still struggle. - Author and survivor, Donna J. Ferres from "Undying Will."
lt's easier to think of myself as a liar than to admit that these things really hap-
pened to me. - A male survivor
There's much written about the impact of sexual trauma and the fact that
survivors of sexual assault or other trauma are able to "heal" from their
experience - to perhaps reduce the impact of the trauma and return to
healthy, productive lives. Thankfully. there are many books written on
the subject (a few are listed after this article) that point in the direction of "how
to" actually enter the healing process. One thing that is clear: One must make a
conscious choice, a decision to move toward a deeper understanding of what has
happened and how to go on. Recovery from trauma is a process that may never
be complete but a journey that one must begin. This article hopes to provide a
better understanding of that journey - one that doesn't minimize the unique indi-
vidual feelings and reactions that each survivor faces. The hope is that this article
also acknowledges and recognizes the incredible courage it takes to walk into the
realm of true healing - to face the pain that threatens to overwhelm. This is not
an easy journey or one that needs to be done alone.
The lifetime prevalence of rape against women in the United States is generally
thought to be somewhere between 14% and 20%. This does not include other
acts of sexual assaults. Rape and sexual assault rates for men are between 5% and
10% of all sexual assault victims. Because of the shame and secrecy associated
with being a victim of rape or sexual assault in
many cultures, it is likely that some victims/
survivors do not identify themselves, thus the
rates are generally believed to be much higher.
This staggering figure represents not only needed
healing on the part of the actual survivor, but on
the survivor's "circle" as well - family, friends,
partners and others - who are also impacted by
the attack on their loved one. Neighborhoods,
towns. cities - society in general - are also af-
fected by the knowledge that they are in the midst
of potential violence to themselves or a loved one.
INSIDE THIS ISSUE
Healing the Heart ..................Page 1
From the Director .................Page 2
Advocate Recognition ............ Page 2
Annual Report ......................Page 3
Project SISTER Column ......... Page 4
New Advocales Training ......... Page 4
Welcome New Advocates ......... Page 4
Healing the Heart, Continued ._ Page 5
Books about Recovery ........... Page 6
Wish List ............................Page 6
Mark your Calendars ............ Page 6
Project SISTER'S Supporters... Page 7
I i (Conanue on page 5) ~
Page 2 Project SISTER Sexual Assault Crisis and Prevention Services
From the Director... Linda Shestock
I am pleased to write that VAWA, the Violence Against Women Act, was passed on October 28,
2000 by the U.S. Congress. It is H.R. 3244 now known as the "Victims of Trafficking and Violence
Prevention Act of 2000." It reauthorized the Violence Against Women Act of 1994 and "VAWA's"
grant programs through 2005. This allows for continued funding for services for women who have been
victims of domestic violence, sexual assault and stalking. The new act also addresses trafficking in per-
sons including sex trafficking. slavery, "forced labor" and cyberstalking - creating or enhancing laws
against these actions of violence that are perpetrated primarily against women. Project SISTER has
been a recipient of VAWA funds through the California Govemor's Office of Criminal Justice Planning
(OCJP) since its enactment in 1994. They help to support the critical services to those who have been
victims of sexual violence.
While we have experienced a 32% decrease in rapes and sexual assaults nationally since 1993
(according to the U.S. Department of Justice; most between 1993-1995), since 1996 the trend has re-
versed. As other violent crimes have fallen, completed and attempted rapes and sexual assaults have
gone up by 21% since 1996. As recently reported by the U.S. Department of Justice, the increase in
rape in 1999 has bucked the national trend which showed total violent crime dropping by 10% across
the nation. Rape is the most underreported violent crime. It is estimated that 28.3% of rapes were re-
ported to police in 1999, down from 31.6% in 1998. In Project SISTER'S service area of the East San
Gabriel Valley and Inland Valley, the California and FBI Crime Index for 1999 reports 342 Forcible
Rapes. This is a 6% increase over 1998 in this area. Attempted rapes, sexual assaults, or child sexual
abuse are not included in these numbers.
These numbers continue to be alarming. The reauthorization of VAWA funds for the next five
years is of some consolation to agencies and programs that serve survivors of sexual violence.
i ct ocat Recogniti e
Judi Hartrand has been an advocate for Project SISTER since March 1998. Whether
she is lending support to a caller on Project SISTER'S 24-hour HOTLINE or accom-
panying a survivor to the hospital, Judi is constantly aware of the vital role that an ad-
vocate plays in the lives of sexual assault survivors.
At age sixty, Judi sometimes wonders if she can still relate to the younger sexual as-
~ sault survivors. Surprisingly, she discovered that often being older than the survivors
',, .)c\/ she helps and comforts is not at all a problem. She believes that her experience teach-
ing sixth grade students for several years, and raising four daughters and a son, must
have prepared her in becoming a more compassionate and understanding volunteer advocate.
Judi wishes she had more time to be involved with Project SISTER'S activities and to become better ac-
quainted with all of Project SISTER'S wonderful advocates. However, teaching piano and vocal lessons to
her private students as well as volunteering in her church activities and spending time with her grandchil-
dren keeps her busy all the time.
Judi was raised in Idaho and graduated from the University of Utah in Salt Lake City with a degree in Edu-
cation and minor in both music and fine arts. She has been married for 38 years. They have 5 children and
6 grandchildren. Project SISTER is deeply grateful to Judi for her ability to care for and empower those
who have survived sexual assault, their families and friends.
Page 3 ]
I PROJECT SISTER ANNUAL REPORT FOR 1999-2000 I
Figure 1. Crisis Intervention Services
Total Number of Unduplicated Persons Served Figure 3. Revenues & Public Support
F h 150
0o
Total: 185
Total: 37
Total:
1,837
[] Hotline Calls
[] Hospital/Court/Police Accompaniment
[] Individual Counseling (895 Hours Total)
· Group Counseling (298 Hours Total)
Figure 2. Prevention & Outreach Services
Total Number of Unduplicated Persons Served
10% 4% 1%
34% 51 '/o j
[] Federal, State & Local Government
Grants
= Total: $ 269,622
[] Donations from Individuals,
Organizations & Private Foundations
= Total: $181,370
[] Unltea way
= Total: $ 50,252
[] Fund Raising
= Total: $19,322
[] Program Service Fees & Miscellaneous
= Total: $ 5,490
Figure 4. Expenses
14,000-" 13 125
11,522 :~ 12% 1%
8,000 ~ ·
6:000
4 000'~'!' '::: :. ~ "
. 2,4 :'~-! . [] Program Services
2,00 = Total: $ 390~64
~.~. s. · ~... ~.,,. ~, .... S..-D.~.. ".a. ' .... = Total: $ 54,404
Total Crisis Intervention Services: 2,209 [] Fundraising
Total Prevention & Outreach Services: 33,072 = Total: $ 3,765
Page 4 Project SISTER Sexual Assault Crisis and Prevention Services
Project SISTER Column
Dear Lynda,
TL was recently discovered that my daughter was mo-
lested by the boyfriend of my sister. The family has
been torn apart and my daughter has had difficulty pre-
paring for her testimony in court, She is unable to talk
about the molest without crying and curling up in a ball.
As her father, my heart aches every time I see this, ]
get angry and T want to stop her tears. Is this the right
· thing to do, How do ] help her?
Heavy Heart
Dear Heavy Heart,
· To see one's child in pain and feel helpless is one of the
most difficult positions for a parent. For her emotional
well-being, she needs to cry and express the secret. But
she also needs to know that her protectors, which is
how children view parents, are angry and will fight for
her. When expressing your anger, be sure to make it
clear you are angry at the perpetrator and not angry at
her. This is important because she was no doubt told
that if she told people, they will be angry at her and that
she would cause pain/suffering to the family. One of
the best ways to make the direction of your anger clear
is by using "T' statements. Simply say, "I am angry
about what happened to you or that I couldn't protect
you." Let her cry, hold her, and cry with her. This will
begin the healing for both of you.
Dear Lynda,
r4y partner was assaulted last year, As a couple this has
impacted us greatly. I want to be there for her, but
emotionally, T'm also drained. Are there support groups
for partners of survivors?
Getting tired
Dear Getting Tired,
Yes, Project STSTER has support groups for significant
others. Call our office to register. An assault impacts
the entire family. The emotional strain of being suppor-
tive with no emotional outlet can result in anxiety as
well as depression for the supportive partner. Your re-
sponse is normal, and like your partner, you need emo-
tional support.
Lynda Harbert is a licensed
Marriage & Family Thera-
pist and is currently the
Clinical Coordinator for Pro-
ject SISTER. She conducts
individual, couple and fam-
ily sessions in our W, Co-
vina and Whittier offices·
Come Join Our Wonderfu~s.~
~eam of Volunteer
Join our talented and dedicated team of volun-
teer Advocates! Advocates answer the 24-hour
hotline, accompany survivors to the hospital and
provide critical support for survivors of sexual
assault, their families and friends. No prior
experience is needed. Bring your good listening
skills, empathy and desire to learn. Training
includes crisis intervention techniques, sexual
assault awareness education, legal and resource
advocacy. Volunteers will receive 40 hours of
instruction, which will cover social, medical,
legal, and emotional aspects of rape, sexual
assaults and child sexual abuse.
The next volunteer training begins on Thursday,
February 22, 2001 to March 31, 2001. If you
want to make a difference in someone's life,
please call Theresa Borunda at the Project SIS-
TER'S office (909) 623-1619 or (626) 915-2535.
HOTLINE Numbers:
(909) 626-HELP (4357)
(626) 966-4155
CONGRATULAI'[ONS TO OUR NEW
ADVOCATES?
Project SZSTER would like to congratulate our
new advocates for completing the Fall 2000 ad-
vocate training course· Thank you for your
time, dedication, and commitment to making a
difference!
Misty Allen
Maria Herrera
Regina Radogna
Stacy Gonzalez
3ennifer Novis
Heidi Bugl
Heidemarie Kaiser
Mystraly Taylor
Amy DeLorenzo
Nisaa Kirtman
lanet Boykin
Blake Howard
Kathryn Reuter
Christina Guzman
Elizabeth Pasimio
Page 5
As you can imagine, "healing" is something that must be addressed on many levels for individuals and societies to
truly recover. This article addresses individual recoveryof the survivor.
The psychological effects of sexual assault are wide and varied, but generally include:
· Fear · Depression · Difficulty with relationships · Substance Overuse or Abuse
· Amxiety . Low self-esteem * Difficulty at work & social functions · Post Traumatic Stress Disorder
· Anger * Physical S3~qptoms · Sexual Difficulties (PTSD)
Recent Studies of rape victims suggest that symptoms of PTSD, a mental health diagnosis that is made when a stress-
ful event produces an enduring (more than 30 days) negative psychological state, are very common right after the as-
sault and decrease in frequency over time. In general, a diagnosis of PTSD is considered when the person is:
· Continually re-experiencing the traumatic event (flashbacks, nightmares, re-living the event).
· Experiencing emotional "numbing" and extreme avoidance of trauma-related reminders (including thoughts, feel-
ings, conversations, people, places, etc. )
· Experiencing extreme hyper-arousal ( jumpiness, irritability, sleep disturbance or concentration difficulties).
It appears that the reliving of the event is the first to fade over time, and the other symptoms are more long lasting.
According to modern trauma theory, these symptoms have a biological purpose and are not seen as dysfunctional.
The purpose of the symptoms is to help the person process the traumatic stress to the point that it can eventually be
accommodated, that is, the person has discovered a way to live with the trauma as part of their experience. The
trauma is not something the person will "get over," just as one does not "get over" the loss of a significant loved one
to death. Hopefully, a person learns to live with these losses and continue on in their life. Time then is important to
healing, but not the only important factor.
Another important factor is the ability to call on internal resources and coping strategies in the face of overwhelming
stress. It is understandable that a person would be thrown off balance, psychologically speaking, after an extreme
trauma. But, what are these resources we need and how does one go about accessing them?
There are three that are most relevant to the individual's response to trauma:
· A strong sense of personal identity. This involves an awareness of one's own needs, perspectives, rights and
goals.
· Strong boundaries. A person with strong boundaries has a clear sense of identity, can handle interpersonal rela-
tionships well, is assertive in the face of victimization and is effective at seeking help.
· Affect regulation. This involves a person's ability to tolerate extreme, negative emotions over a long period of
time and to be able to modulate these negative emotions through self-soothing, positive self-talk, placing events in
perspective and healthy self-distraction.
These are skills that are learned in relatively healthy childhood environments, where a child is encouraged to learn
healthy ways to deal with "normal" obstacles and frustrations. If a child grows up in emotionally overwhelming cir-
cumstances, these skills are much harder to learn. The child then develops strategies of avoidance, instead of healthy
coping. As adults then, the strategies must be taught and practiced in order to help achieve psychological balance.
A safe, supportive therapeutic environment can be helpful - one in which the therapy proceeds at a pace that respects
the individual's unique pattern of internal resources. It is also important to talk about the traumatic experience, as
many times as it takes, to assist the survivor in healing. Avoiding discussion of the sexual assault only prolongs the
pain and imbalance. In a therapeutic setting, such as the one prov!ded by Project SISTER's Counseling Services. the
therapist is able to add perspective and assist the survivor with coping strategies as the need arises.
To schedule a counseling appointment with Project SISTER, call (909) 623-1619 or (626) 915-2535.
"Healing the heart" is not only possible, but also a natural instinct.
IPage6
Project SISTER Sexual Assault Crisis and Prevention Services[
Books about Recovery:
·
·
·
Mark Your Calendars!
February
Art workshops for survivors of sexual assaults
and child sexual assaults will be held at Cal
Poly Pomona Downtown Arts Center. For work-
shop dates, please call Project SISTER at (909)
623-1619 or (626) 915-2335 or Cat Poly Down
town Arts Center at (909) 469-0080
9 Cat Poly Univ., Pomona is proud to present Eve
Ensler~s Obie Award-winning play "The Vagina
Monologues' at the University Theater. For
ticket sale infom~ation, please call (909) 869-
3064. Proceeds from the production will benefit
Project SISTER.
Women's Self-Defense at Washington ParL
Pomona (11:00-3:00 p.m.)
Spring Advocate Training Begins.
Contact Theresa @ (909) 623-1619
Recovery by Helen Benedict and Susan Brison
If you are Raped: What Every Woman Needs to Know by Kathryn M. Johnson
Telling: A Memoir of Rape and Recovery by Patricia Weaver Francisco
Victitns No Longer: Men Recovering from Incest and Other Sexual Child Abuse by Mike Lew
All of these titles and more am available or can be ordered at Amazon.com and local bookstores.
17
22
March
11 Health Fair at West Coyinn Plaza. sponsored by
Citrus Valley Health Partners (11 a.m.-5 p.m.)
13 Women~s Self-Defense Part I at Project
SISTER office. Pomona (6:00-8:00 p.m.)
20 Women's Self-Defense Part I1 at Project
SISTER office, Pomona (6:00-8:00 p.m.)
23 Senior Self- Defense Class at West Covina
Sen ior Center (9:15-11: 15 a.m .)
30 Senior Self-Defense Class at West Coyinn
Sen ior Center (9:15-11: 15 a.m.)
April Sexual Assault Awareness Month
Project SISTER in collaboration with Cal Poly
Pomona Downtown Art Center will be hosting
an art exhibit show of sexual assault survivors
paintings (See box for mor~ information)
7 Project SISTER will have an information booth
at Ontario Mills ( l0 a.m.- 9:30 p.m.)
7 Women's Self-Defense Class Part I & Part II
at Project SISTER office, Pomona (9 a.m.-I p.m.)
14 Project SISTER will have an information booth
at West Coyinn Plaza (1 0:00 a.m.-3:00 p.m.)
18 Sexual Assault Conference (See box for more info. I
21 Children (6-12) Self-Defense at Project SISTER
office, Pomona (10 a.m.-12 noon)
22 Project SISTER will be honoring retired California
Supreme Court Justice Armand Arabian at
Kellogg House. Cal Poly Pomona. Program
3 5 p.m.
Note: Registration is required for all self-defense classes.
Project SISTER'S Wish List
Imprinted Table Cloth for Health Fairs
Display Boards for Health Fairs
4 New Chairs for the library
Easel Pad/Flip Chart (27 x 34)
Copying Paper (white & bright neon colors)
Our Sincerest Gratitude to the
following people for their
Generous Donation to
Project SISTER'S Open House!
, Mercedes Barba
E1 Meson Restaurant
· Chris Clark
Souplantation &
Sweet Tomatoes
· Ismael Flores
Villa Tepeyac Restaurant
· Jan Yolanda Pearson
Southern Temptation
Catering
A great time was enjoyed by all!
Project SISTER
In Collaboration with
Cal Poly Pomona Downtown Art Center
Will be Hosting an AH Exhibit Show of
Sexual Assault and Child Sexual Abuse Survivors
Drawings in Pastel
] Workshops: Starts in February Show Date: April
; Location: Cal Poly Downtown Art Center, Pomona
For more information, please call Project SISTER at:
(909) 623-1619 or (626) 915-2535
Or
Cal Poly Pomona Downtown Art Center at:
(909) 469-0080
3rd Annual Sexual Assault Conference
"Hidden Survivors of Sexual Assault:
The Role of the Health Care Prorider"
In Conjunction with Pmnona Valley Hospital
Medical Center
Date: April 18, 2001 Location: Pomona Valley
Time: 8:30 a.m. - 12:45 p.m. Hospital Medical Center
For further information, please call Project SISTER at:
(909) 623-1619 or (626) 915-2535
Page 7 I
PRO3ECT SISTER GRATEFULLY ACKNOWLEDGES THE CONTRJBUT]ONS OF Zl"S MANY SUPPORTERS
October 01, 2000 - December 31, 2000
Gold Donor
California Community Foundation
The Sence Foundation
Marleen Borba Dan'as
Presidents Circle
Barbara Johnson
Patron
Marguerite Hardisty
So. Cal. Screen Printing Inc.
Benefactor
Christanne Miller
Cheryl Mitchell & Arthur Robinson
Associate
Alicia's Restaurant, Inc.
Eileen Ansari
Robert & Susan Cave
Claremont Church of Religious
Science
Dr. L. Frankel, Corporate
Coaching International
Maria Garcia
Kiwanis Club of Walnut Valley
Margaret Mathies & Ed Copeland
Amanda Mendoza
Jane O'Donnell
Gene & Carol Olson
George & Sharon Orff
Tonoa Purifoy
Barbara Rowe
Sherry Rutherford
The Sanford Foundation
Laraine Turk
Mary Westphal
Friend
Margaret Carothers
Judy Davis
Candice Falk
Joanne Gray George
Donna Hupp
Agnes Jackson
Verona Jackson
Monigue Levell
Stacy Marteeny-Haus
Michael & Agnes McGaha
Maryellen Picktell
Dion & Megan ScottKakures
Soroptimist lnt'l of Azusa
Glendora
Patricia Smiley
Roberta Smith
Barbara VanEck
Barbara Way
Supporter
Misty Allen
Alliance for the Mentally I11
Sharon Avant
Betty Bernhard
Eleanor Brown
William Brundige
Hans & Barbara Bugl
Heidi Bugl
Nita Patel
Julia Coleman
David Dalton
Anne Davenport
Geri Deschene
Betty DiCarlo
Mike Doyle
Roxanne Gomez
Yajayra Gonzales
Elma Hand
Cheryl Holsey
Aruna Karnik
Julie Knie Fish
Steve Lustro
Melissa Mancarusso
Charlene McComas
Beth Mika
Lisa Nelson
Larry & Alice Oglesby
Gary Olsen
Judy Perez
Kathi Renman
Mabel Saldate
Beverly Scales
Judy Stafford
Sue Ton
Patricia Willjams
Rhonda Willjams
Elaine Zukle
Kenna Lou O'Reilly
A Special Thanks to all of Project
SISTER'S "A Day at the Races"
Fundraising Supporters!
· Citrus Valley Health
Partners
· Pall Medical
· Dayco Graphics
· Pomona Valley Hospital
Medical Center
· Foothill Independent Bank
· Kaiser Pern~anente Baldwin
Park Medical Center
· The Califomia Wellness
Foundation
· Glendora Chevrolet
· Inland Express
· Romano's Macaroni Grill
(Monrovia)
· Starbucks Coffee (Walnut)
· Krispy Kreme Doughnuts
(Ontario)
· The City of Diamond Bar
· Pomona Police Officer's
Association
· Diana Sahagun &
Paul Sangster
· Johnny's Famous
Hamburgers
· Dale Camegie Training
· K-Mart
· Reinberger Printwerks~ Inc
· Sharon Hamilton Defense
Programs
· Barbara McClellan Century
21 Citrus Realty
· Tony Daher
· Foothill Beverage Corn-
pany Pomona, CA
· The Claremont Club
· Disneyland
· Yulanda Davis-Quarrie
· Debbie McFall
· Jeanne Roy
· Cookie Lee Fashion
Jewelry
· National Cash Advance,
Pomona
· Virgil Records
· Molina Medical Center
· Taylor Made Chocolates
· Essentials Day Spa and
Salon, Claremont
· In-N-Out Burger
Company Store
· Chamber of Commerce
West Covina
· Mario Del Fante Florist
· Wal-Mart & Sam's Club
· Wickes Furniture,
Pomona
· Candle Light Pavilion
· Tutti Mangia, Claremont
· Walters Physical
Therapy, Claremont
· Rancho Cucamonga
Quakes
· Rublos Baja Grill
· TGI Friday's
· Los Angeles Zoo
· Souplantation & Sweet
Tomatoes
· Sees Candies
· Glen Ivy Hot Springs
Spas
· Raging Waters
· Tower Records
· Cathe Ford
· Linda Shestock
· Dave & Buster's,
Ontario
· Sandra Okeda
· Sharon Cruise, C.M.T.
Upland
Thank you for making this event
a great success!
PROJECT SISTER IS FUNDED IN PART BY THE STATE OF CAI_ZFORNIA OFFICE OF CRIMINAL 3US'
TICE PLANNING, MT. BALDY UNITED WAY AND THE CITIES OF CHINO~ CLAREMONT~
DIAMOND BAR, GLENDORA, LA PUENTE, MONTCLAZR, POMONA,
SAN DTMASt WALNUT AND WEST COVINA.
tt
SEXUAL ASSAULT CRISIS
& PREVENTION SERVICES
P. O. Box 1390
Claremont, CA 91711
Return Service Requested
Business Office:
Fax Number:
24 Hour Hotline:
(909) 623-1619
(626) 915-2535
(909) 622-8389
(909) 626-HELP (4357)
(626) 966-4155
Website: www.projectsister.org
MAKE A DIFFERENCE!
SUPPORT PROJECT SISTER
Services we provide .....
SEXUAL ASSAULT CRISIS
· 24 hour HOT-LINE
Immediate confidential crisis assistance
from trained volunteer advocates.
· Accompaniment/Advocacy
Volunteers available to support and
advise survivors at the hospital, police
station and court appearances.
· Information and Referral
]nformation about medical attention or
reporting an assault and referral to appro-
priate agencies.
· Counseling Services
Counselors are available for survivors
and their families.
· Support Groups
Support groups for adult and teen survi-
vors of sexual assault and childhood
molestation, families and significant
others of survivors of sexual assault and
child sexual abuse.
Non Profit Org.
U.S. Postage
PAID
Claremont, CA
Permit No. 2
W
I
N
T
E
R
2
0
0
1
SEXUAL ASSAULT
OUTREACH & PREVENTION
· Community Education Programs
Educational programs are provided for local
service clubs, church groups and other profes-
sional organizations.
· Senior Citizen Education
Rape awareness and prevention programs are
provided to local senior citizen centers and
organizations.
· Teen/Young Adult Education
Rape prevention programs for junior and
senior high schools as well as colleges.
· Child Abuse Education
Programs for local preschool and elementary
school teachers and parents on how to develop
awareness skills.
· Awareness/Self Protection Education
Instructors teach groups of women personal
safety skills to protect themselves against sexual
assault.
I would like to help survivors of sexual assault and abuse and their families and become a part of
Project SISTER's important work with the community to reduce the incidents of sexual violence.
Enclosed is my contribution for:
__$2,500 __ $1,000 ~$500 ~ $250 __$100 __$50 $25 Other
Gold Donor President's Patron Benefactor Associate Friend Supporter
[] Check Enclosed HPlease charge my: []MasterCard l~Visa []America Express
Account Number Expiration
Signature
Name:
Address:
City, State, Zip:
[] My Employer will match my git~. Employer
Project SISTER
RO. Box 1390
Claremont, CA 91711
SEXUAL ASSAULT CRISrS
& ~f~EVENTION SERVICES
Thank you for your generous support on behalf
of Project SISTER
YOUR DONATION WILL PROVIDE:
$2,500 ..........3 months of crisis hotline service
$1,000 .........10 weeks of support group counseling
$ 500 ..........sexual assault prevention training to 1,000 students
$ 250 ..........3monthsofcommunityeducationmaterials
$ 100 ..........training for one volunteer advocate
$ 50 ..........self protection training to a disabled senior citizen
$ 25 ..........a kit & a hospitalized survivor
BEING
SAFE
Protecting yourself,
Your family,
And your home.
SEXUAL ASSAULT CRISIS
& PREVENTION S~RVICES
If you have been s~cually
assaulted, please call our
24-hour hotline.
(909) 626~HELP (4357)
(626) 966 4155
(800) 656-HOPE (4673)
www. projectsister.org
Provided with the assistance of the
Claremont Police Officer's Association
Project Sister, Sexual Assault Crisis & Prevention Services
P.O. Box 1390, Claremont CA 91711
Hotline Numbers: (909) 626-HELP or (626) 966-4155
This booklet describes ways you can protect yourself against personal and
property crimes. It suggests techniques which are easy to remember and
use, and which may be effective in increasing your personal safety and the
security of your property at home, work and while out in your community.
MISSION:
Project Sister Sexual Assault Crisis and Prevention Services is dedicated to
reducing the trauma and incidence of sexual assault in the communities we
serve by helping survivors return to healthy, productive lives and educating
the communities we serve about the nature and causes of sexual violence.
SEXLL~.L ASSAULT CRISIS
& PREVENTION SERVICES
Project Sister
Hotline Numbers
(909) 626-ItELP (4357)
OF
(626) 966-4155
BEING SAFE was developed by the Rape Treatment Center (RTC) at Santa
Monica Hospital Medical Center in Californiall~1981
2
INDEX
1. Title Page
2. Project Sister Hotline Numbers
3. Index
4. Increasing the security of your home
5. House Keys/When you are away from home
6. When you return home
7. If you are at home and you suspect someone is trying to break in
8. Telephone calls
9. If there is a stranger at the door
10. Added protection around the home
11. Making your neighborhood safer
12. Walking
13. If you are being followed while walking
14. Driving your car
15. Parking your car/Returning to your car
16. Car trouble on the road/If you are being followed while driving
17. Using public transportation
18. Safety at work
19. Biking, jogging, and other outdoor activities
20. Face to face confrontations and assaults
21. If you are sexually assaulted
22.Door and window security/wood doors
23. Door locks
24. Sliding windows, double hung windows, casement or crank windows, and
Louvre windows
25. Heavy duty screens/Ornamental grillwork
INCREASING THE SECURITY OF YOUR HOME
Use good locks on all exterior doors and windows in your home. The
Door and Window Security section at the end of this booklet describes
and illustrates locks that offer the most protection for different types of
windows and doors.
· Install apeephole or wide-angle viewer in the doors at all entrances so
you can see who is outside without opening the door. A short chain
between the door and the jamb is not a safe substitute because it can be
easily broken or pulled out.
· Remove or trim shrubbery that hides doors and windows so that
neighbors or passersby will be able to see someone trying to break into
your home.
· Light the outside of your home brightly to discourage prowling or
loitering. Use outside floodlights or spotlights for all entryways,
pathways, stairwells, and laundry, trash, and parking areas. Connect
outside lights to a timing device or a light sensitive switch so that the
lights go on automatically (whether or not you are at home) and stay on
during all the hours it is dark. To conserve energy, use the lowest watt
bulbs that will provide adequate light for your area.
· Install smoke alarms in all bedrooms and hallways for protection against
fire.
Have your residence security-inspected by the police.
Make a decision about installing a burglar alarm system after you
consider such factors as the cost, who will hear it, and the likelihood of
false alarms.
A trained guard dog, not just a friendly pet, offers additional protection.
4
HOUSE KEYS
Give a duplicate house key to a trusted friend or neighbor in case you are
ever locked out. Do not hide house keys in mailboxes, in planters, under
door mats, or in other places where they might be found easily.
Do not put any personal identification (I.D.) on key rings.
Be able to separate your car key fi*om all of your other keys. You can
purchase a detachable ring for this purpose. Leave only your car ignition
key with the car when it has to be valet-parked, serviced, or repaired.
If you lose the keys to your home, change the cylinders in your lock
immediately.
WHEN YOU ARE AWAY FROM HOME
Use timing devices to turn on inside lights, radios, and/or TV to give the
appearance that someone is at home.
Setting timers to go on and off at different hours in different rooms also
is a good idea.
WHEN YOU RETURN HOME
· Have your door key in your hand when approaching your entryway.
· At night, keep car headlights on and car doors locked until you can check
your garage or parking area. Look around before you get out of the car.
· If you are driven home, ask the driver to wait until you are safely inside.
· Do not go into your home if anything seems unusual, such as an open
door, a broken or missing screen, or lights on or off in a room.
> Go immediately to a place where you can call the police.
> Do not go into your home until it is safe to do so.
6
IF YOU ARE AT HOME AND YOU SUSPECT SOMEONE
IS TRYING TO BREAK IN
dial
911
If possible, leave the house immediately. If necessary, escape by a
window or back door.
· Call the POLICE.
If confronted by the intruder:
> Try remaining calm and confident as possible.
> Consider your own and your family's well-being the highest
priority.
> Choose the strategy (e.g. negotiating, fleeing, screaming, fighting)
that seems safest and most effective relative to the situation that
you are in.
> Remember the single most effective weapon is your own
judgement.
TELEPHONE CALLS
· Don't give ANY information to "wrong number" callers. Ask, "What
number are you calling?"
Check the references of any person calling you seeking information
about you for a survey, credit check, or subscription drive. Call the
person' s agency and verify the identity and intent of the call.
· Never reveal to a stranger you are home alone and feeling unwell.
· If you receive threatening or harassing calls:
Place the receiver down immediately (hang up). Do not say
anything. The caller wants emotional response: do not give one.
If the calls continue, notify the police and the telephone
company. If you keep a record of the date, time, and content of
each call, you will aid the authorities in identifying the caller.
8
IF THERE IS A STRANGER AT YOUR DOOR
· Never indicate that you are home alone. As you go to the door, yell
out 'Tll get it..." Use a name of your choice, if you wish.
· Use your peephole or wide-angle viewer.
Don't open the door to anyone you do not know without first verifying
that person's identity. This includes police, repair or delivery persons,
salespersons, and political charity volunteers.
Ask to see identification. Cards can be slipped under the door.
If you have any doubts about the person, call the company or
agency the person claims to represent and check the person's
identity and purpose.
Don't open the door to a stranger requesting help or use of your
telephone (even for emergency automobile assistance). Offer to make
the calls yourself while the person waits outside.
If a package is being delivered, ask the parcel be left outside the door.
Signature receipt slips can be slipped under the door; wait thirty minutes
before opening the door to pick up the package, unless you are sure the
delivery person has left.
· Never let a stranger into a security entrance. This includes someone
asking to leave a package or a note for a neighbor.
9
ADDED PROTECTION AROUND THE HOME
· Put only your first initial and last name on mailboxes and building
directories. Consider listing a fictitious roommate if you live alone.
· List only your first initials and last name in the telephone book. Do not
list your address.
Engrave all your valuable property. Your local police department may
loan you an engraver for this purpose. Keep a record of the serial
numbers on valuable equipment. Photograph other valuables. Keep
photographs and records of serial numbers separate from your other
valuables at home or in a safety deposit box.
· Before moving into a new residence, change the cylinders on all good
locks and replace all inadequate locks.
· Always lock your door, even if you leave your home for just a few
minutes.
· Keep blinds, shades and drapes closed, especially at night.
· Have phone numbers foi' emergencies, such as police, fire, and paramedic
services, on every telephone in the house.
10
MAKING YOUR NEIGHBORHOOD SAFER
· Get to know your neighbors and discuss your safety concerns and ideas.
Join or start a "Neighborhood Watch" program as a method of
organizing a network of people interested in working together to improve
neighborhood safety. Neighbors watching out for each other can
decrease prowling, loitering, and burglary by being alert and observant,
recording license plate numbers and descriptions of suspicious persons,
and reporting this information to the police. Neighbors can also work
cooperatively to increase the use of effective security measures, such as
good lighting on streets and around buildings.
Exchange work and vacation schedules with a trusted neighbor so that
you can keep an eye on each other's homes.
· Get several neighbors to install deadbolt locks and alarm systems at
the same time. There may be significant cost savings to all of you.
Get on a "buddy buzzer system" with your neighbor. If a fire or
burglary occurs, the alarm will sound in both of your homes or
apartments. You or your neighbor can call the police or fire department.
· Never tell a stranger or a non-trusted person that a neighbor lives alone,
is ill, or is not at home...
· Report immediately any non-working street lamps to the utility
Company.
11
WALKING
· Plan and use the safest and most direct route to your destination.
· Choose well-lighted streets and avoid routes that pass by vacant lots,
alleys, or construction sites.
· Become familiar with stores that stay open late, as well as police and fire
department locations.
· Never hitchhike.
· Look confident and purposeful.
· Stay alert to your surroundings.
· Walk facing traffic so that you can see approaching cars.
· Walk near the curbside of the sidewalk except ira car pulls up.
· Always bring change with you for cab fare, bus fare, or telephone calls
in case you decide not to walk.
· Keep some money separate from your wallet or purse for emergencies.
· Consider carrying a shriek alarm. Use it to attract attention and
summon help if you feel you are in danger. Shriek alarms are more
effective than whistles because they make a much louder noise and you
can set them off more easily. If you want to use this device for
protection, you must carry it in your hand (not in your purse or pocket)
so that you can use it immediately, even if you are caught off guard by a
potential assailant.
· Have your car or house key IN HAND before you get to your vehicle or
home.
12
IF YOU ARE BEING FOLLOWED WHILE WALKING
If you are being followed by someone in a car:
~ Turn around and run or walk quickly in the opposite direction.
~ Try to obtain the license plate number and a description of the car.
If you are being followed by someone who is walking:
Immediately cross the street and go in the opposite direction.
Get over the fear of being embarrassed, or thought "strange".
Walk towards a place where there are likely to be other people.
If you choose to run, run as fast as you are able and scream
"FIRE!" It gets the most immediate response.
Call the police or get someone else to call for you.
13
DRIVING YOUR CAR
· Keep your car in good running order. Avoid preventable breakdowns.
· Plan your route in advance (particularly on unfamiliar trips), and have
enough gas and money to get you there and back.
· Drive with all your car doors locked.
· Keep the windows rolled up whenever possible. For ventilation,
remember that the driver's side window can be rolled up most quickly if
you should need to do so.
· Keep your wallet, purse, and valuab, les out of sight while driving. Do no
leave them on the seat next to you.
· Never pick up hitchhikers.
· Try car-pooling or sharing rides with others you know. You will save
money and also have a ready-made source of potential help if difficulties
come up.
· Always keep change witIt yott for cab fare, bus fare, or telephone calls in
case your car breaks do~vn.
· If you see another motorist in trouble, do notstop. As you drive by,
signal to the motorist that you are going to get help. Then, go to a
telephone and call the police for assistance.
14
PARKING YOUR CAR
· Park in areas that are well-lighted and will STILL be well-lighted when
you return.
· Look around before you get out of the car.
· Keep valuables and packages locked in the trunk.
· Always lock your car doors, no matter how soon you plan on returning.
· Exercise extra caution and alertness when using underground and
enclosed parking garages.
RETURNING TO YOUR CAR
· Have your car door key IN HAND before you get to your car.
· Be aware of occupied cars around you.
· If you are carrying packages, try to keep one hand free, even if it means
making an extra trip.
· Look inside your car before you unlock the door and get in.
15
CAR TROUBLE ON THE ROAD
· If you can, steer to a safe, well-lighted and well-traveled area.
· Put on emergency rashers and parking brakes.
· Put out flares and tie handkerchief or a white cloth to your antenna.
· Raise your hood.
· Wait inside your car with the doors locked and windows closed until the
police or someone they or you have called arrives to assist you.
· If a pedestrian or motorist offers to help: > Do not get out of the car.
> Roll down your window slightly and ask the person to help by
calling the police or tow service for you.
IF YOU ARE BEING FOLLOWED
· Drive to the nearest police or fire station and honk your horn. Or, drive
to an open gas station or business where you can safely call the police.
· If no "safe" areas are near, honk the horn in rapid, short blasts and turn
on your emergency rashers.
· Try to obtain the license plate number and a description of the car
following you.
· DO NOT drive home or pull over to the side of the street or into a
driveway. You could be trapped!
16
USING PUBLIC TRANSPORTATION
· Locate convenient, well-lighted and frequently utilized bus stops.
· DO NOT wait alone at a bus stop if you can join other people at a nearby
stop.
· Stand behind the bus waiting bench.
· Know where you are going and how to get back.
· When boarding the bus, choose a seat near the driver.
· If you are verbally or physically harassed while you are riding the bus,
attract the attention of the driver and other passengers by talking loudly
or screaming. Report the incident to the bus driver immediately.
· Be alert to who gets off the bus with you. Trust your instincts. If you
feel uncomfortable, walk DIRECTLY to a place where there are other
people. ~
17
SAFETY AT WORK
· Work with your employer to improve safety in and around the work
place.
· Place purses, wallets, and other valuable items out of sight. If possible,
keep them in a locked area, such as a closet, safe, or drawer.
· Be discreet; don't advertise your social life or vacation plans, or those of
your fellow employees.
· Park in well-patrolled and well-lighted areas.
· If you leave work late at night or at odd hours, walk with a group or ask
a fellow employee or security guard to accompany you to your car.
· Wear appropriate employee identification.
· Check the identification of anyone you do not know who claims to have
the right to perform repairs, remove company equipment or other
property, enter an area reserved for employees, or obtain confidential
information. If you have any doubts about the person, contact your
supervisor immediately.
· If you notice suspicious:persons or vehicles, request a police officer
check or notify internal company security personnel. Trust your
instincts. Never hesitate to report anything that makes you suspicious.
· Be confident and professional when you deal with the public.
18
BIKING, JOGGING, & OTHER OUTDOOR ACTIVITIES
Biking, jogging, roller-skating and other outdoor exercises enhance self-
confidence and physical fitness. If participating in these activities takes you
out of the immediate vicinity of your home, then:
· Choose a route in advance that is safe and well populated.
· Vary your route and schedule so that your behavior is not predictable.
· Avoid pursuing these outdoor activities at night.
· Know businesses that are open and locations of police and fire stations.
· Keep your equipment in good repair and if appropriate, carry the
necessary tools for emergencies.
· Consider carrying a shriek alarm.
19
FACE TO FACE CONFRONTATIONS AND ASSAULTS
Be physically and psychologically prepared to defend yourself. Start now
by taking an inventory of your personal skills and resources. Think about
how you usually react in crisis and stress situations. What is your style? Do
you fight? run? cry? freeze? Think about whether you want to learn to
respond differently. Think through various strategies. Talk with other
people about ways to handle confrontations and rehearse alternatives. By
preparing in this way, you will have many more options to choose from if
you are ever in a high-risk situation.
There is no one right way to respond to a confrontation. Every situation is
different. The best response depends on a combination of many factors, such
as the location of the encounter, characteristics of the assailant, the presence
of weapons, and your personal resources.
Your single most effective weapon is your own judgment. Therefore, you
should develop confidence and competence for good decision-making in all
situations. Sometimes a confident mind-set and an assertive attitude will
deter a potential assailant.
· When faced with danger, trust yourself. Stay as calm as possible. Think
rationally, without panic. Evaluate your resources and options.
There are many strategies for resistance and self-protection that are
effective in assault situations. Rely on your own judgment to choose
what you think are the best responses:
Non-resistance to prevent physical violence
Negotiating
Stalling for time
Distracting or diverting the assailant, then fleeing
Verbal assertivehess
2O
Screaming to attract attention and help from people nearby
Physically resisting and fighting off the attacker
Keep assessing the situation as it is happening. If the first strategy you
choose does not work, try another option. Observe as much as you can
about the identity, clothing, and behavior of the assailant. This
information will be useful to you later in making a police report.
IF YOU ARE SEXUALLY ASSAULTED
Get to a safe place.
Call the police immediately. The sooner you make a report, the greater
the chances the assailant will be apprehended.
Do not shower, bathe, douche, or destroy any of the clothing you were
wearing at the time of the assault. Do not disturb anything in the area
where the assault occurred. It is important to preserve all physical
evidence.
Go to a hospital emergency department for medical care. Even if you
do not think you have any physical injuries, you should still be examined.
You also need to be evaluated for the risks of pregnancy and venereal
disease.
Call a friend or family member to be with you.
Write down as much as. you can remember about the circumstances of
the assault and the identity of the assailant.
Seek the counseling services and assistance of a rape treatment center or
a crisis center. They can help you deal with the consequences of the
assault.
21
DOOR AND WINDOW SECURITY
Doors and windows left unlocked or inadequately secured provide easy
access to a home. Many crimes that are committed in the home, such as
burglary, robbery, and rape, happen as a result of a break-in. They are
crimes of opportunity. Criminals are far less likely to enter your home if
access is difficult, visible, noisy, and takes time. Therefore, window locks
are a good deterrent. Locks used in conjunction with other security
measures, such as good lighting and alarm systems, provide even
greater protection.
WOOD DOORS
Use solid core wood doors because they are more difficult to break than
hollow core wood doors. An all-wood solid core door is stronger, but
more expensive than a solid particle door. A wood door must be at least
13/8 inches thick and preferably 1¼ inches thick.
· If the door swings out to open, use "fixed" rather than "removable" pin
hinges.
Additional protection for a door that swings out to open can be obtained by
removing the middle screw in both sides of the door's top hinge plate,
drilling ¼ inch holes where the screws were, and inserting a ¼ inch diameter
steel pin snuggly into the hole that goes into the door frame. This pin should
extend out about ½ inch from the hinge plate. It will go into the hole in the
hinge plate on the opposite side when the door is closed. Repeat these steps
with the bottom hinge. If the screws in the hinge plate cannot be removed
(e.g., they are stuck or the door needs them for support), drill separate sets of
holes near the top and bottom of the door for the steel pins.
22
DOOR LOCKS
Do not use "lock in knob dead latch" locks. These locks offer little or no
security.
Use "deadbolt" locks with a rotating cylinder on all doors. The deadbolt
should be one inch thick and have a "throw" of one inch. Many
companies make good deadbolt locks. Ask a locksmith for suggestions
as to the type that would be best for your home.
If there is a window in the door, or within 40 inches of it then it is necessary
to use a "double cylinder" deadbolt. This type of lock requires a key to open
from both sides. You cannot open it by breaking a window and reaching in
with a hand or stick. A key retaining feature can be obtained with this lock
for fire safety. Note: Double cylinder deadbolts have the added advantage
that a burglar has to leave the same way he got in. He cannot use that door
to take out your TV.
A deadbolt lock that can only be locked and unlocked from inside
provides added protection when someone is at home, since it carmot be
picked from outside. This type of lock can come with or without a key.
The strike plates that come with most locks often do not provide adequate
protection. An effective strike plate is one that is several inches long and
secured to the doorframe with at least 1½ inch screws.
· In older homes, be sure the door jam is solid and that the strike plate is
not attached to rotted wood.
23
SLIDING DOORS AND WINDOWS
Sliding doors and windows can be broken into by lifting them up and out of
their tracks. To prevent this type of break-in, drill a hole through the top of
the window frame. Then insert a steel pin or a nail. For added protection,
anti-sliding wooden slats or steel blocks that can be easily released from the
inside may be used at the base of these windows.
DOUBLE HUNG WINDOWS
Double hung windows open and close vertically. They usually have
standard locking devices that can easily be pried open from outside. To lock
windows that you use, drill a downward sloping hole into the top of the
lower window through and into the bottom of the upper window. Then
insert a steel nail or pin as illustrated above. If you do not use the window, it
can be nailed or screwed shut. Windows located in bedrooms should always
be kept in working order in case of fire.
CASEMENT OR CRANK WINDOWS
Casement windows can be locked closed by using an "L" bracket screwed to
the lower part of the window. Insert a removable steel pin into the sill to
keep the window from being pried open. The crank handle can also be
removed for added protection.
LOUVRE WINDOWS
Louvre windows are difficult to secure. If possible, they should be removed
and replaced by solid panes of glass or another type of window. If Louvre
windows cannot be replaced, use epoxy glue to secure each pane of glass to
the window frame. For additional protection, drill a hole through the
movable mechanism and into the window frame. Insert a pin or nail.
24
HEAVY DUTY SCREEN
Heavy duty security screen can be used to protect vulnerable areas, such as
glass windows in doors. Install the screen with one way screws to make
removal of the screen from the outside more difficult.
ORNAMENTAL GRILLWORK
Ornamental grillwork can be used to protect windows that are particularly
vulnerable and easily accessible. To insure fire safety, use an inside release
mechanism that is approved by your fire department so you can remove the
grill in an emergency.
25
HOME SECURITY INFORMATION FORM
(Keep this by your telephone)
Police
Fire
Ambulance
Dial 911
Non-Emergency Police Phone Number
My home address is:
The nearest street intersection is:
A neighbor to contact is:
Mother person to contact is:
My doctor is Dr.
Nalne
Nallle
Name
at
Phone #
Phone #
Phone #
The Better Business Bureau phone number is:
The electricity company phone number is:
The gas/oil companv phone number is:
The water company phone number is:
Emergency Number
Emergency Number
Emergency Number
Emergency Number
Other important information or phone numbers (allergies, people to contact,
directions to my house, etc.):
Project Sister Sexual Assault Crisis and Pre~'ention Service
24 Hour Hotline
(909) 626-HELP or (626) 966-4155
fIOME SECURITY SURVEY
Before you read this handbook, survey
your home with the checklist provided
below. Every "no" check mark shows a
weak point that may help a burglar. As
you eliminate the "no" checks, you
improve your protection.
Please go through this list carefully and
systematically. If you have security
weaknesses, read this handbook to find
out how to correct them.
Remember, this checklist only points out
your weak areas. You are not protected
until these are corrected. Complying with
these suggestions will not, of course, make
your property burglar proof, but it will
certainly improve your protection.
SAFE PRACTICES
Yes No
1. Do you keep a list of
all valuable property?
[][]
2. Do you have a list of
serial numbers of your
watches, cameras,
typewriters, and
similar items?
[][]
3. Do you have a des-
cription of other
valuable property that
does not have a number?
[][]
4. Do you avoid
unnecessary display
or publicity of your
valuables?
[][]
5. Do you keep cash and [
other valuables in the bank?
][]
YES NO
Do you plan so that
you do not have to
hide a "key" under the
door mat or other vicinity?
[][]
Have you told your
family what to do if
they discover a burglar
breaking into the house?
[][]
Have you told your
family to leave the
house undisturbed and
call the sheriff or police if
they discover a burglary
has been committed?
[][]
9. Are your trees and
shrubs trimmed to
eliminate hiding places?
[---][]
10. Are your lights
installed around the
perimeter of your house?
[][]
11. Is your house
illuminated and
easily visible from the
street during all hours
of the day?
[][]
12. Do ygu have
emergency telephone
numbers listed on your
phone?
[][]
13. Do you have a [ ]
security closet with
a solid core door,
pinned hinges, and dead bolt?
[ ]
When You Go On A Trio
1. Do you arrange for
neighbors or friends
to pick up papers,
mail, packages?
2. Do you notify a trusted
neighbor that you
will be out of town?
3. Do you notify your
police/sheriff?
(They provide vacation
checks of homes in
some jurisdictions)
4. Do you leave some
shades up or curtains
open so the house
doesn't look deserted?
5. Do you arrange to keep
your lawn maintained?
6. Do you have timing
devices for your lamps?
Doors and Entry Areas
7. Are your exterior doors
of solid core construction?
8. Do entry doors have a
wide-angle viewer?
9. Are your door locks
secure from being opened
if a burglar breaks out
glass or a panel of light
wood?
YES
[ ]
[ ]
[ ]
[ ]
NO
[ ]
[ ]
[ ]
][]
][]
][]
][]
[].[]
10.
Do exterior doors have
cylinder-type deadbolt
locks with at least a
one-inch throw and
beveled cylinder guard?
11. Do the doors without
cylinder locks have a
heavy bolt or some
similar secure device
that can be operated
only from the inside?
12. Can all of your doors
(basement, porch,
french, balcony) be
securely locked?
13. Do your basement
doors have locks that
allow you to isolate
that part of your house?
14. Are your locks all in[
good repair?
15. Are the door strike
plates installed with
three-inch screws?
16. Do you know [
everyone who has a
key to your house?
(Or are there some still
in possession from previous
owners and friends?)
17. Do all outswinging
doors have the
hinges pinned or have
removable pins?
YES
[ ]
NO*
[ ]
[ ]
[ I
[ ]
[ ]
[ ]
[ ]
18. Are entry areas
unobstructed by
shrubbery and other
d6cor to permit
maximum visibility?
19. Does the porch light
have a minimum 60-
watt bulb?
20. Do sliding doors have
an auxiliary lock that
locks both the door
panels together or active
side to the frame?
21. Is the garage door
secured with a padlock,
hasp or other good
auxiliary lock?
22. Do you lock your
garage door at night?
23. Do you lock your
garage door when
you are away from
home?
24. Do you lock your car
and take the keys out
even when it is parked
in your garage?
WINDOWS
25. Are all windows
equipped with auxiliary
key locks or pinned?
YES
[ ]
[ I
[ ]
[ ]
[ ]
[ ]
[ ]
YES
[ ]
NO
[ ]
[ ]
[ ]
[ ]
[ ]
[ ]
NO
YES
26.
Are you as careful of [ ]
basement and second
floor windows as you
are of those on the first floor?
27. Are your window locks [ ]
properly and securely
mounted?
28. Do you keep your [ ]
windows locked when
they are shut?
29. Do you use locks that [ ]
allow you to lock a
window that is partly
open?
30. In high hazard locations, [ ]
do you use bars or
ornamental grilles?
31. Do you have good,
secure locks on garage
windows?
NO
32. Do you have windows [ ]
covered with curtains?
[ ]
[ ]
[ ]
[ ]
[][]
[ ]
If you would like professional advice and
assistance in a thorough home security
inspection, call your local law
enforcement agency. To keep your guard
up, take a critical look at your home
security every three to four months. Do
not become lax - crime prevention is a
continuous process.
Project Sister, Sexual Assault Crisis
& Prevention Services 9/99
Facts about Fraudulent Telemarketing
It is estimated that there are 14,000 illegal telemarketing operations .in the United States,
and that consumers lose at least $40 billion annually to fraudulent telemarketers. Unlike
most other crimes, telemarketing and mail fraud requires victim participation. We are all
potential targets because age, race, gender, religion, education and income don't limit
fraud. However, a survey conducted by the American Association of Retired Persons
(AARP) revealed that over 50% of telemarketing fraud victims are age 50 or older. All
consumers, particularly seniors, need to understand that fraudulent telemarketers are
hardened criminals whose sole purpose is to take their victims' life savings.
The best way to protect yourself is to know the differences between legitimate offers and
fraudulent ones. Below are examples of telemarketing SCAMS and the FACTS that are
associated with each type.
SCAM:
FACT:
You received a call or postcards telling you you've won a prize but the
caller/company is asking payment for processing or administrative fees.
Legitimate sweepstakes or prize offers don't ask for payment because it's illegal.
SCAM:
FACT:
The caller says you have to take the offer immediately or you'll miss the
opportunity.
Legitimate companies don't pressure people to act without time to look into the
offer.
SCAM:
FACT:
SCAM:
FACT:
The caller refuses to send you written information before you commit to
anything.
Legitimate companies are always glad to send information about what they are
offering.
The caller claims that you can make a huge profit in an investment with little or
no risk.
All investments are risky and legitimate companies must tell consumers about
the possible risk involved
SCAM:
FACT:
SCAM:
FACT:
The caller is asking for donations but he/she refuses to tell you how the money is
used and how you can verify the charity and what it does.
Legitimate charities are willing to explain what and where the contributions are
used. They also tell the consumers who they can check with to confirm their
legitimacy.
The caller/company asks for cash.
Legitimate companies don't ask for cash, but con artists do.
hard to trace.
They want to be
SCAM:
FACT:
SCAM:
FACT:
SCAM:
FACT:
SCAM:
FACT:
The caller asks for your social security number.
Legitimate companies only ask for social security number when you are
applying for a credit card or when they need to check your credit report.
The caller asks for your credit card and bank account numbers, or other financial
information when you're not buying or paying for anything with these accounts.
Legitimate companies only ask for financial information to bill or debit your
account after you have made a purchase.
The company continues to call you even after you've asked not to be called.
Legitimate companies will take "no" for an answer and will take you off their
calling lists.
The company offers to get you a loan, a credit, a credit card, or to "repair" your
bad credit if you pay an up front fee.
Legitimate lenders and credit card issuers do not demand payment in advance.
Also, no one can get bad information removed from a credit file if it is accurate.
Charities can be checked out by
writing or calling:
Philanthropic Advisory Service
Cotmcil of Better Business Bureaus
4200 Wilson Boulevard
Arlington, VA 22203 - 1804
(703) 276 - 0100
National Charities Information Bureau
19 Union Square West
New York, NY 10003 - 3395
(212) 929 - 6300
Unfamiliar organizations can be
check out by writing or calling:
National Consumers League
1701 K Street, N.W., Suite 1200
Washington, D.C. 20006
(202) 835 -3323
California Department of Justice
Consumer Service Information
Complaints
(800) 952 - 5225
National Fraud Information Center (800) 952 - 5225
THE CITY
!
I~ANCHO
OF
CUCAHONGA
Staff Report
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21,2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Brad Buller, City Planner
Nancy Fong, AICP, Senior Planner
CONSIDERATION OF ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT
AGREEMENT 00-04 - AMERICAN BEAUTY DEVELOPMENT CO. - A request to
establish a Development Agreement for the development project known as the
Victoria Arbors on approximately 300.64 acres of land in the Mixed Use Distdct of the
Victoria Community Plan, generally bounded by Base Line Road to the north,
Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day Creek
Channel to the west-APN: 227-201-04, 13 through 18, 22, 28 through 31,33, and
36; 227-161-28, 31,33, 35, 36, and 38; 227-171-08, 11,12, 20, 22, 23, and 25; 227-
21140.
RECOMMENDATION
The Planning Commission recommends that the City Council approve the Development Agreement
through the adoption of the attached Ordinance.
BACKGROUND
On December 20, 2000, the City Council approved the land use changes (General Plan Amendment
98-02, Victoria Community Plan Amendment 98-02 and Etiwanda Specific Plan Amendment 98-02)
for the above-described project. As a follow up to the land use changes, the applicant has
submitted a Development Agreement, a Development Review for the Victoria Arbors Master Plan, a
TentativeParce~Map~andaTentativeTractMap~t~faci~itatethedeve~~pment~ftheirpr~ject. On
February 28, and continued to March 7, 2001, the Planning Commission reviewed the Development
Agreement and recommended approval as well as approving the related Master Plan and
Subdivision. The Planning Commission staff report and minutes of the hearings are attached for
reference as Exhibit "A."
PLANNING COMMISSION STAFF REPORT
DA 00-04 - AMERICAN BEAUTY DEVELOPMENT
March 21, 2001
Page 2
ANALYSIS
The Planning Commission conducted throe workshops on January 10, January 24, and February
14,2001, to review the Development Agreement and the related Victoria Arbors Master Plan and
the Subdivision. The Commission supported the proposed DevelopmentAgreement because it will
be beneficial to both the City and the applicant. The benefits for the City include assurance that the
major stroets such as Day Creek Boulevard, Base Line Road, Church Stroet, Victoria Park Lane,
and amenities to the community such as open space, parks, and a school will be built. In this case,
the City will further get assurance that the applicant will sell approximately 55 acres to the City,
which will facilitate the development of the Regional Center. In turn, the City assures that the
applicant can develop and complete their project according to the approved Master Plan for a longer
period of time than a normal tentative tract map. The Commission supported the development
concept but directed the applicant to address the identified technical and design issues. The
applicant worked diligently to revise their development concept in addressing the buffedng issue, the
need for providing exceptional housing design and innovative house plotting design. Acopyofthe
colored Victoria Arbors Master Plan is attached for Council roference.
At the February 28, 2001 public hearing, the Planning Commission received input from the public. A
resident, Mr. John Lyons, commented that he did not have enough time to review the development
proposal. Representatives from the adjacent Filippi Winery requested clarification on whether the
winery is part of the Master Plan and the buffering of the winery. A representative from the adjacent
banquet facility at the "Temple" site raised the issue of nuisance problems from off-road vehicles on
the applicant's site, which has negatively affected his business. A representative from the Etiwanda
School District commented that they would be working with the developer in mitigating the school
impact and look forward to building the elementary school. At the hearing, the Planning
Commission commented that because of the recent changes to the Master Plan and the conditions
of approval, they felt that they needed additional time to review the changes. The Commission also
commented that there were issues raised by the adjacent property or business owners that needed
clarification. The Commission then continued the public hearing to March 7, 2001.
At the Mamh 7th hearing, the Planning Commission received a completed Master Plan that
incorporated the changes noted at the provious meeting. Staff clarified that the winery is not part of
the Master plan but is mentioned so that development adjacent to the winery will take the
operational winery into consideration. Staff also clarified that the required 20-foot landscape buffer
will be by placed in perpetuity by deed rostriction. In addition, buyers of lots that have the 20-foot
landscape buffer will be provided with a written notice of the purpose and restrictions of the buffer.
With rogard to the nuisance problem from the off-road vehicles, the applicant agroed to post
sufficient signs within the site so that the Police could issue citations as needed. A representative
from the Etiwanda School District reiterated the school impact issue. When the public input was
completed, the Planning Commission unanimously approved the Master Plan, the Subdivision and
recommended approval of the Development Agreement. The approval of the Master Plan and the
Subdivision are contingent upon adoption of the Development Agreement.
ENVIRONMENTALASSESSMENT
An Environmental Impact Report (EIR) for the land use amendments associated with Victoda Arbors
was certified as adequate and complete on July 7, 1999. Subsequently, an addendure to the EIR,
PLANNING COMMISSION STAFF REPORT
DA 00-04 - AMERICAN BEAUTY DEVELOPMENT
March 21,2001
Page 3
along with a Statement of Findings and Overriding Considerations was adopted on December 20,
2000 for approving the rand use changes. An addendum to the EIR for the Development Agreement
has been prepared which determined that there are no more impacts that have not been identified in
the EIR. A copy of the Addendum is attached to the report as Exhibit "B."
CORRESPONDENCE
This item was advertised as a public hearing in the Inland Valley Daily Bulletin newspaper, the
property was posted with three, 4-foot by 8-foot public hearing signs, and notices were mailed to all
property owners within a 1,000 foot radius of the project site. In addition, key community
representatives and residents of the Victoria Planned Community and the Etiwanda Community
have been sent notices of this public hearing.
City Planner
BB:NF\Is
Attachments: Exhibit "A" - February 28, 2001, Planning Commission Staff report and Planning
Commission Minutes for February 28 and Draft Minutes for March 7, 2001
Exhibit "B" - Addendum to Final EIR for Victoria Arbors Project
Ordinance for Development Agreement 00-04
THE CITY OF
~ANCHO CUCAMONGA
Staff Report
DATE:
February 28, 2001
TO:
Chairman and Members of the Planning Commission
FROM:
Brad Buller, City Planner
BY:
SUBJECT:
Nancy Fong, AICP, Senior Planner
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT AGREEMENT 00-04 -
AMERICAN BEAUTY DEVELOPMENT CO. - A request to establish a Development
Agreement for the development project known as the Victoria Arbors on
approximately 300.64 acres of land in the Mixed Use District of the Victoria
Community Plan, generally bounded by Base Line Road to the north, Etiwanda
Avenue to the east, Foothill Boulevard to the south, and Day Creek Channel to the
west - APN: 227-201-04, 13 through 18, 22, 28 through 31,33, and 36; 227-161-28,
31,33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; 227-211-40.
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 01-04 -
AMERICAN BEAUTY DEVELOPMENT CO. - A request to establish a residential
Master Plan for a development project known as the Victoria Arbors for
approximately 300.64 acres of land, in the Mixed Use District of the Victoda
Community Plan, generally bounded by Base Line Road to the north, Etiwanda
Avenue to the east, Foothill Boulevard to the south, and Day Creek Channel to the
west - APN: 227-201-04, 13 through 18, 22, 28 through 31,33, and 36; 227-161-28,
31, 33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; 227-011-40.
ENVIRONMENTAL ASSESSMENT AND TENTATIV. E PARCEL MAP 15641 -
AMERICAN BEAUTY DEVELOPMENT CO. - A request to subdivide approximately
300.64 acres into 35 lots for financing purpose for a mixed use development project
known as the Victoria Arbors, generally bounded by Base Line Road to the north,
Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day Creek
Channel to the west-APN: 227-201-04, 13 through 18, 22, 28 through 31,33, and
36; 227-161-28, 31,33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; and
227-211-40.
ENVIRONMENTAL ASSESSMENT AND TENTATIVE TRACT MAP 15974 -
AMERICAN BEAUTY DEVELOPMENT CO. - A residential subdivision of 554 single
family lots and including a 10-acre parcel for a school and approximately 17.33 acres
of park and open space on approximately 190 acres of land, within a development
project known as the Victoria Arbors, in the Mixed Use District of the Victoria
Community Plan, generally bounded by Base Line Road to the north, Etiwanda
'EXHIBIT "A"
135
PLANNING COMMISSION STAFF REPORT
DA 00-04, DR 01-04, TPM 15641, TTM 15974 - AMERICAN BEAUTY DEVELOPMENT
February 28, 2001
Page 2
Avenue to the east, future Church Street to the south, and Day Creek Channel to the
west-APN: 227-161-28, 31, 33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23,
and 25; and 227-211-40.
BACKGROUND: Last November, the Planning Commission recommended approval of the related
land use changes (General Plan Amendment 98-02, Victoria Community Plan Amendment 98-02
and Etiwanda Specific Plan Amendment 98-02) to the City Council. On December 19, 2000, the
City Council approved the land use changes. As a follow up to the land use changes, the applicant
submitted the above applications for the next level of review for the Victoria Arbors project. They are
requesting approval of the Development Agreement, Development Review for the Victoda Arbors
Master Plan, a Tentative Parcel Map, and a Tentative Tract Map. Staff has been working closely
with the applicant by meeting weekly with their team to assist them in preparing a plan that best
meets the City's requirements. The applicant has been very cooperative and accommodating. The
project schedule, however, is very aggressive. The Planning Commission has conducted three
workshops with the applicant to review their development proposal on January 10, January 24, and
February 14, 2001. Minutes of the workshops are attached for reference and as Exhibit "A."
PROJECT AND SITE DESCRIPTION:
A. Surroundinq Land Use:
North of Base Line Road
South of Foothill Boulevard -
East of Etiwanda Avenue
West of Day Creek Channel-
Existing single-family homes, commercial center, and
undeveloped/vacant land.
Undeveloped/vacant lands
Undeveloped/vacant lands
Utility corridor and single-family homes (the Rochester Tract)
B. General Plan Desiqnations:
Project Site
North of Base Line Road
South of Foothill Boulevard -
East of Etiwanda Avenue
West of Day Creek Channel-
Mixed UseNictoria Community Plan
Low-Medium Residential (4-8 dwelling units per acre), and
Medium Residential (8-14 dwelling units per acre) of the
Victoda Community Plan
Regionally Related Commercial of Victoda Community Plan
Low-Medium Residential (4-8 dwelling units per acre) and
Office Park/Etiwanda Specific Plan
Flood Control, Utility Corridor, and Low-Medium Residential
(4-8 dwelling units per acre)
Site Characteristics: The project site is part of a larger Victoria master planned community.
The site is undeveloped and generally fiat and slopes to the south. It contains low growing
vegetation. South of Base Line Road on the project site is a drainage channel and outlet with
an associated drainage basin. A 1.4-acre wetland is associated with the drainage.
PLANNING COMMISSION STAFF REPORT
DA 00-04, DR 01-04, TPM 15641, TTM 15974 -AMERICAN BEAUTY DEVELOPMENT
February 28, 2001
Page 3
ANALYSIS: This section of the report will summarize and analyze the individual entitlement
applications as it relates to the Victoria Arbors project.
Development Aqreement 00-04: A Development Agreement is a contract between the City
and the applicant. A Development Agreement is beneficial to both the City and the applicant.
The benefits for the City include assurance that the major streets such as Day Creek
Boulevard, Base Line Road, Church Street, Victoria Park Lane, and amenities to the
community such as open space, parks, and a school will be built. In this case, the City will
further get assurance that the applicant will sell approximately 55 acres to the City, which will
facilitate the developmentof the regional center. In turn, the City assures that the applicant
can develop and complete their project according to the approved Master Plan for a longer
period of time than a normal tentative tract map. Subsequent projects such as Development
Reviews for house products or commercial development within the Master Plan are still
subject to the City's normal discretionary review process. The City Attorney is in the process
of reviewing the Development Agreement and will forward the final version for the
Commission's review at the meeting.
Victoria Arbors Master Plan - DR 01-04: Theproposedprojectiswithinthelastvillageofthe
Victoria Community Plan. A condition of approval for changing the land use for this village to a
Mixed Use Zone last December requires that the applicant create a Master Plan with the
submittal of a subdivision map. The master plan entitled "Victoria Arbors MasterPlan"serves
as a zoning code for guiding development within the project area. The document establishes
an overall land use arrangement under a Mixed Use zone and a design theme that creates a
unique identityforthe Arbors Village. It contains site planning, streetscapes, communityentry
design, architectural and house plotting standards and guidelines supplemented by colorful
pictures that illustrate the design concepts. There is language in the master plan that requires
master planning for any commercial development adjacent to the existing winery property.
The master plan also shows special village features such as an elementary school, a
neighborhood park, greenway buffering and paseos.
At the January 24th workshop, the applicant presented the concept of the Master Plan to the
Planning Commission, and again on February 14th, the Planning Commission conducted a
second design review workshop on the master plan. The Commission suppoded the concept
and the format of the master plan document. The Commission directed the applicant to
continue to work with staff in fine-tuning the text and the graphics in the document to ensure
that the vision of creating an up-scale, high quality, and unique residential village, is carded
throughout the plan. A condition of approval requiring the final version including all the
document refinements be reviewed and approved by City Planner has been included.
Tentative Parcel Map15641: The Tentative Parcel Map is intended to create large parcels for
the purposes of financing, create parcels that follow the Master Plan Land Use and Circulation
pattern, and create parcels that will be sold to the City under the terms of the Development
Agreement.
Tentative Tract Map 15974: The applicant also proposes a residential subdivision of 554
single family lots and a phasing plan as shown in Exhibit "D." On January 10th, the Planning
Commission conducted a design review workshop on the Tentative Tract Map and the phasing
plan. The subdivision design and phasing plan complies with the Victoria Arbors Master Plan
PLANNING COMMISSION STAFF REPORT
DA 00°04, DR 01-04, TPM 15641,TTM 15974 - AMERICAN BEAUTY DEVELOPMENT
February 28,2001
Page 4
and all applicable City policies and regulations. The proposed maps do provide altemative
development layouts for several "not a pad" parcels that are within the project area. Staff has
placed conditions of approval for the necessary public improvements for each phase of
development. AconditionofapprovalhasalsobeenplacedtoensurethecomPletionofthe
proposed park prior to issuance of building permits for more than 50 percent of the total lots.
G. Technicel Review Committee: Staff conducted a combined Technicel Review and Grading
Committee review on January 24, 2001. AII special requirements pertaining to the Tentative
Tract Map, Tentative Parcel Map and the Master Plan are included in the attached Resolutions
of Approval, and all standard requirements have been identified in the Standard Conditions of
Approval.
H. Trails Committee: The Trails Committee reviewed the proposed trail and greenway system
within the Victoda Arbors Village at their January 24th meeting. The Committee supported the
proposed trail system and made recommendations to improve the design. Their
recommendations have been incorporated into the Master Plan document or placed as
conditions of approval.
I. Park and Recreation Commission: The Park and Recreation Commission has participated in
the review of the location of the park during the review of the land use change. At their
October 19, 2000, meeting, the Park and Recreation Commission reviewed and
recommended approval of the location of the park with the condition that the design be subject
to their review. The applicant has continued to work with the Park Development staff to
accomplish this.
J. Environmental Assessment: An Environmental Impact Review (EIR) for the land use
amendments associated with Victoria Arbors was certified as adequate and complete on July
7, 1999. An addendure to the EIR, along with a Statement of Findings and Overriding
Considerations was adopted on December 20, 2000. An Initial Study was prepared to address
the specific mitigation and environmental impacts of the Development Agreement, the Master
Plan, the Tentative Parcel Map and the Tentative Tract Map. According to the CityAttorney, a
Mitigated Negative Declaration is not necessary because the certified Final EIR covere the
proposed project and that there are no more impacts which have not been identified in the
EIR. Based on Section 15183 of the California Environmental Quality Act, an addendure to
the EIR would suffice. The City's environmental consultant has modified the environmental
information as an addendure to the EIR, which is attached to the report as Exhibit "F."
Therefore, the issuance of a Mitigated Negative Declaration and a Notice of Determination are
not required.
CORRESPONDENCE: This item was advertised as a public hearing in the Inland Valley Daily
Bulletin newspaper, the property was posted with three, 4-foot by S-foot public hearing signs, and
notices were mailed to all property owners within a 1,000 foot radius of the project site.
PLANNING COMMISSION STAFF REPORT
DA 00-04, DR 01-04, TPM 15641, TTM 15974 -AMERICAN BEAUTY DEVELOPMENT
February 28, 2001
Page 5
RECOMMENDATION: StaffrecommendsthePlanningCommissionrecommendapprovalofthe
Development Agreement to the City Council through the adoption of the attached Resolution, and
staff recommends the Planning Commission approve Development Review 91-04 for the Master
Plan, Tentative Parcel Map 15641 and Tentative Tract 15974 through the adoption of the attached
Resolutions with Conditions.
Respectfully submitted,
Brad Buller
City Planner
BB:NF\Is
Attachments:
Exhibit "A" - January 10, and 24, 2001, Approved Planning Commission Workshop
Minutes and February 14, 2001, Draft Planning Commission Workshops Minutes
Exhibit "B" - Tentative Parcel Map 15641
Exhibit "C" - Tentative Tract Map 15794
Exhibit "D" - Tentative Tract 15974 Phasing Plan
Exhibit "E" - Victoria Arbors Master Plan/Draft
Exhibit "F" - Addendure to Final EIR for Victoria Arbors Project
Resolution of Approval Recommending Approval for Development Agreement 00-04
Resolution of Approval for Master Plan Development Review 01-04
Resolution of Approval for Tentative Parcel Map 15641
Resolution of Approval for Tentative Tract Map 15974
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT AGREEMENT 00-04 - AMERICAN
BEAUTY DEVELOPMENT CO. - A request to establish a Development Agreement for the
development project known as the Victoda Arbors on approximately 300.64 acres of land in the
Mixed Use Distdct of the Victoda Community Plan, generally bounded by Base Line Road to the
north, Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day Creek Channel to
the west - APN: 227-201-04, 13 through 18, 22, 28 through 31,33, and 36; 227-161-28, 31, 33,
35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; and 227-211-40. (Continued from
February 14, 2001 .)
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 01-04 - AMERICAN
BEAUTY DEVELOPMENT CO. - A request to establish a residential Master Plan for a
development project known as the Victoda Arbors for approximately 300.64 acres offand, in the
Mixed Use Distdct of the Victoda Community Plan, generally bounded by Base Line Road to the
north, Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day Creek Channel to
the west -APN: 227-201-04, 13 through 18, 22, 28 through 31, 33, and 36; 227-161-28, 31, 33,
35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; and 227-211-40. (Continued from
February 14, 2001 .)
ENVIRONMENTAL ASSESSMENT AND TENTATIVE PARCEL MAP 15641 - AMERICAN
BEAUTY DEVELOPMENT CO. - A request to subdivide approximately 300.64 acres into 35 lots
for financing purposes for a mixed use development project known as the Victoda Arbors,
generally bounded by Base Line Road to the north, Etiwanda Avenue to the east, FoothiM
Boulevard to the south, and DayCreekChanneltothewest-APN: 227-201-04, 13 through18,
22, 28 through 31, 33, and 36; 227-161-28, 31,33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22,
23, and 25; and 227-211-40. (Continued from February 14, 2001.)
ENVIRONMENTAL ASSESSMENT AND TENTATIVE TRACT MAP 15974 - AMERICAN
BEAUTY DEVELOPMENT CO. - A residential subdivision of 554 single family lots and including
a 10-acre parcel for a school and approximately 17.33 acres of park and open space on
approximately 190 acres of land, within a development project known as the Victoria Arbors, in
the Mixed Use Distdct of the Victoda Community Plan, generally bounded by Base Line Road to
the north, Etiwanda Avenue to the east, future Church Street to the south, and Day Creek
Channel to the west - APN: 227-161-28, 31, 33, 35, 36, and 38; 227-171-08, 11, 12, 20, 22, 23,
and 25; and 227-211-40. (Continued from February 14, 2001 .)
Nancy Fong, Senior Planner, presented the staff report. She stated the City Attorney reviewed and
accepted the Deve op[0~t'A;greement anda copy with'the'F.h~nges shown was in front of the
Commissioners. She said the changes relate to the timing of the validation of the Tentative Tract
Map and the Master Plan and the terms that ensure the sale of the 55 acres to the City. She
indicated staff added some conditions to the Development Agreement and those changes were
detailed on the revised Exhibit "G" before the Commissioners. (Changes relate to providing fiber
optic conduit and requiring City Engineer approval of the Master Infrastructure Allocation,
Infrastructure Cost Estimate and Cost Sharing Agreement.) Ms. Fong stated a copy of the revised
Master Plan was also provided to the Commission that clarified wording in vadous areas. She
suggested changes to the resolution for approval of the Development Review to require the Final
Master Plan and Architectural Guidelines be submitted to the City Planner for review and approval
pdor to City Council approval of the Development Agreement.
Brad Buller, City Planner, observed that the applicant had agreed to move up the conditions to an
eadier time.
Ms. Fong suggested modifying Planning Condition 6 to provide that mid-block trail opening designs
be approved by the City Planner and City Engineer. She indicated that Planning Condition 10 a and
10 b could be removed, as they have been resolved. She suggested changing Planning Condition
Planning Commission Minutes
-7-
February 28, 2001
10 g to move the trail between Lots 172 and 173 to the west subject to City Planner review and
approval.
Chairman McNiel asked for cladfication on the trail.
Mr. Buller indicated that the last plan proposed bringing the trail out at the intersection of Day Creek
Boulevard and Church Street, in an activity canter, so staff preferred that it be moved to the west and
staff and the applicant are still working on the details.
Ms. Fong suggested a modification to Planning Condition 17 e to provide for a minimum square
footage for pdvate open space of 7 percent of the gross floor area of the house product, rather than
10 percant.
Chairman McNiel asked why that change was recommended.
Mr. Buller stated staff heard the Commissioners say they want the neighborhood to be unique and
the Commissioners agreed that porches, courtyards, balconies, trellis work, etc. would be used to
bring a sense of activity to the front yard. He said staff suggested a 10 percant minimum and the
applicant presented a case where 5 percent would work. He stated staff and the applicant wanted to
work on it through design, rather than mandating a figure; therefore, 7 percent seemed a reasonable
compromise. He felt it may be a burden to try to force in 200 square feet on a lot.
Chairman McNiel asked for clarification that 7 percent would be the minimum.
Ms. Fong confirmed that was correct and stated that more could be required through design review.
Mr. Buller observed that the Master Plan calls for a minimum depth of 8 feet, so it will be usable
space.
Ms. Fong recommended Condition 17 g be changed to provide alternative garages for 65 percent of
the houses with a reduction possible to 55 percent if the front-on garages are treated with
enhancements. She observed that the Master Plan depicts approximately 65 percent and staff
agreed that would be sufficient.
Mr. Buller noted that an exhibit was presented to the Planning Commission at a workshop to show
alternative garage locations and access and the Planning Commission conceptually agreed that was
acceptable.
Ms. Fong indicated the requirement for fiber-optic cable installation could be deleted because it is
required under the Development Agreement. She also suggested that the final list of permitted and
conditionally permitted uses be submitted to the City Planner for review and approval prior to City
Council approval of the Development Agreement. She proposed adding two conditions to the
resolutions for the Development Agreement and the Tentative Tract to require the developer to
provide written notices to prospective buyers of the required 20-foot landscape buffer with a non-
buildable deed restriction and the future Regional Center with the notice format to be approved by
the City Planner,
Mr. Bullet stated that the properties surrounding the winery will have a deed restriction regarding the
landscape buffer but the City was asking the developer to further disclose it to prospective buyers
and indicate that the landscaping is to be maintained.
Ms. Fong suggested that a condition be added to the Parcel Map resolution to indicate that approval
would not be effective until the ordinance approving the Development Agreement becomes effective.
Planning Commission Minutes
February 28, 2001
Dan Coleman, Principal Planner, observed that the City typically requires a developer to supply 50
copies of approved Master Plans for City staff to work from to implement the Master Plan and he
asked that a condition be added to that effect.
Commissioner Stewart noted that there had been substantial changes from what was in the odginal
agenda packet, and she asked if the changes are now final.
Ms. Fong believed so. She said staff met with the applicant and reviewed changes and they agreed
the proposed changes are better for the Master Plan document and the project.
Mr. Bullet stated staff feels comfortable because the developer has made a commitment that any
issues will be resolved before the Development Agreement goes to the City Council in March.
Chairman McNiel opened the public headng.
John Mordsette, American Beauty Development Company, 16830 Ventura Boulevard, ff401, stated
that staff had worked very hard to get the project before the Planning Commission this evening. He
felt the plan is superior and unique to the City of Rancho Cucamonga and will dovetail very well with
the proposed mall. He thought they had satisfactorily concluded all of the issues and he anticipated
that all the agreed-upon changes would be made prior to City Council approval of the Development
Agreement.
Bob Lacoss, PDS West, 31271 Paseo Serrano, San Juan Capistrano, gave a brief overview of the
project, showing the key elements including the trail system and paseos going into the village green
and town square in the Regional Mall. He said that most of the residential lots are within % mile of
the school and park and there are paseos connecting them to those features. He showed a
proposed pedestrian oriented island with a 10-foot walkway through the center, which will be
conducive to street fairs, etc. He proposed 15-foot by 14-foot paved areas interspersed with lawn
areas to be used for setting up booths and larger areas of lawn to accommodate street-fair type
activities. He felt that would green the area up and give a significant amount of hardscape for
maintenance purposes. He indicated arbors are proposed at either end of Arbor Lane.
Commissioner Mannedno asked if the issue of possible abrogation of the wetlands was dead.
Mr. Buller stated the applicant believes they have made a good faith effort to address all agencies
an_d_ gotten the pe_.rmits for the wetlands to stay. He said the City is looking for ways to address that
issue to eliminate it, which would provide another 1 + acre of parkland.
Commissioner Mannerino asked if the Development Agreement provides flexibility for that change if
the opportunity arises.
Dan James, Senior Civil Engineer, stated the Engineering Division placed a condition on the
Tentative Tract to eliminate the wetlands. He said if the developer is unable to eliminate the
wetlands, the developer is responsible to obtain all necessary permits and return the design of the
walkways, fencing, bridges, landscaping, etc. to the Design Review Committee.
Commissioner Tolstoy noted the Commissioners had a memorandum before them regarding grass
areas.
Mr. Buller stated there have been various proposals for how to treat the landscaping for the median
island which goes to the future mall site and the winery. He said there are a lot of options and the
City Engineer has indicated he would like final design approval regarding the ground surface
material. He noted staff was not asking the Commission to approve a final design and staff has
determined there should be a strong identification of arbor elements and trees in a pattem to
Planning Commission Minutes
-9-
February 28, 2001
accentuate the lane in a north/south direction and provide an opportunity for programming of the
median.
Commissioner Tolstoy felt that if the median is to be used for public uses, he hoped the City
Council's directlye regarding lawns be closely looked at because it would be a much more functional
area with lawn rather than ground cover. He said that pedestrians would kill ground cover and the
area could not be used for booths.
Peter Pitassi, Architect, 8439 White Oak Avenue, Rancho Cucamonga, stated he was representing
the Filippi Winery, the tenants of the winery parcel. He reported they have been in on-going
discussions with the Redevelopment Agency to purchase the property and currently have a long-term
lease. He indicated they were excited about the winery theme for the plan. He stated they had
quickly gone through the proposed Master Plan. He noted the winery is a working winery, which is
not totally consistent with residential uses. He was concerned that the document seems to indicate
that the Mixed Use Village Center Commercial designation will apply to the winery site. He said that
Ms. Fong had indicated the winery would be classified as Community Facility but there were no
descriptive uses to say that winery, wine operations, or agricultural operations would be permitted
there. He remarked that Ms. Fong indicated a revised copy had been given to the Commissioners,
but he had not seen it. He stated they are concerned that the winery and ancillary uses, such as
food service, be allowed. He thought the landscape buffer had originally been wider. He did not
think a 20-foot landscape buffer will be sufficient to address the physical differences between a
producing winery and a single family home. He asked the City to revisit the buffer to avoid future
conflicts of use. He wanted to be sure that the architectural guidelines do not apply to the winery
property. He said that Ms. Fong stated she had modified the document to indicate it will not apply to
the winery. He noted there is a prohibition of bell tower roofs and fiberglass shingles and said that
the City had just re-roofed the winery with fiberglass shingles. He felt that when the winery expands,
there may be a need to look at a continuation of agradan materials. He observed the Master Plan
includes a description of landscape requirements along Base Line Road calling for liquid amber and
Canary Island Palm and the winery was concerned regarding visibility. He asked for flexibility to
allow avenues of visibility for the retail aspect. He wanted to be sure the winery property retains
access to some public way for sewer and drainage purposes. He noted there is a public street which
extends to the southeast comer of the winery property but it appears to have a gap between the
edge of the dght of way and the actual property line.
Gino Filippi, 12467 Base Line Road, Rancho Cucamonga, stated they are taking a lot of input from
the design charettes in the direction they are going with the future of the winery through phases if
they should purchase the property.
John Lyons, 11984 Dorset, Rancho Cucamonga, felt the Commission should postpone action and
hold a new public headng. He noted that it was Ash Wednesday and he felt many people could not
attend because of the holiday. He said there had been a workshop and he noted there is now a new
document. He felt the neighborhood should receive new notices. He remarked he was involved in
both the Victoria and Terra Vista Community Plans. He stated that the Victoda area was placed in a
flood control area dght after being built and they all had to buy flood insurance for about 10 years.
He said wood fences all blew down in his tract and residents were faced with higher homeowners
insurance costs. He stated that when Tetra Vista was built, it did not have the same problems that
Victoda had. He stated the developer does not plan on building this planned community. He said
that when the Victoria Plan was submitted, the City was told that many things would be provided, but
they were not. He said the biggest promise to the residents was that sales tax generated from
commercial development would take care of the City forever. He felt the commercial should be built
before more residential is built. He thought that the community should be built to be energy sufficient
with solar panels or other generating equipment. He thought it should be the best plan possible.
Richard Hellman, 7576 Etiwanda, Rancho Cucamonga, stated he represented Gardens, LLC, who
purchased the temple property. He said they have refurbished it and feel it is one of the finest
Planning Commission Minutes
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February 28, 2001
wedding reception facilities in Southern California. He was concerned that the property currently
owned by American Beauty is being used as a dump and recreational playground with general
loitering. He observed that the berms in the area known as the wetlands have been almost totally
destroyed by the 20 to 30 off-road motorcyclists that converge there every weekend. He said they
come onto his property and trash is dumped all over the area. He was concerned that Amedcan
Beauty has not done anything to protect the property. He asked that it be fenced or something done
to end the influx of people destroying the environment. He reported they are also causing him to
lose business because of the noise that he cannot sell outdoor weddings. He said there is no
signage from Amedcan Beauty to restdct dumping or off-road vehicles; therafore, the Police cannot
enforce City ordinances without proper signage. He indicated he would like to know what will be
located on the 27 acres south of his property and how it will be buffered.
Doug Claflen, Business Services Administrator, Etiwanda School District, Rancho Cucamonga,
stated they have worked in conjunction with Amedcan Beauty over the months. He said they are
encouraged to see the school site moved away from the Base Line area into a more residential
community. He felt the school and park sites are a nice combination and it would facilitate joint use
of the school site by the City and the park site by the school. He said they always have a letter of
opposition until a developer completes a mitigation agreement with the school. He commented they
are having ongoing discussions with American Beauty, but an agreement has not yet been reached.
He indicated American Beauty used a standard stock plan to save plans and architectural fees for
the site. He said it is a duplication of a school they built in Fontana and there could be modifications
as to the building layout. He expressed concern that they have the ability to have access from
Victoria Park Lane to give them full access across the property and to eliminate stacking of cars on
the residential and main streets. He noted there had been some items brought up with regards to
the wetlands and the general use of the area right now and he reported that school districts must
have proposed sites approved by the Department of Toxic Substance Control. He said that if there
are substantial problems relating to agricultural or other waste products dumped in the area, the
school would need assistance from the developer to clean up the site pdor to its being designated as
a school site, as the schools do not have unlimited funds.
Hearing no further testimony, Chairman McNiel closed the public headng.
Ms. Fong stated the winery was included as part of the Master Plan so that future commercial
development adjacent to the winery would take the winery into consideration. She reported she
added a winery with retail sales, wine tasting, banquet facilities, etc. as conditionally permitted uses
__under the Community Facilities District to make sure the uses in the winery will continue to be
allowed.
Commissioner Stewart if the banquet facility use would also include a restaurant facility.
Ms. Fong replied it would.
Commissioner Tolstoy felt it should specifically list restaurants.
Ms. Fong agreed it could be added in.
Commissioner Mannerino recalled that a Conditional Use Permit had been granted to allow them to
crush 500 tons of grape. He asked if there would be-specific reference to the continuation of that
use.
Ms. Fong replied affirmatively.
Commissioner Macias asked if it should include a listing of the results of the charettes, which Mr.
Filippi has said they have adopted as their vision.
Planning Commission Minutes
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February 28, 2001
Mr. Bullet observed that the charettes covered a whole range of uses. He suggested that not all
uses mentioned in the charettes be accepted.
Commissioner Macias suggested that the vision of Mr. Filippi be included if possible.
Mr. Buller stated the City has not seen anything from the winery. He indicated staff took into account
that the 14-acre site owned by the Redevelopment Agency has a tenant with a Conditional Use
Permit for a variety of activities. He said in the eady part of processing this application, there were
discussions regarding buffering and Amedcan Beauty showed the buffedrig to be primarily on the
14-acre site. He indicated staff felt that was unfair and it was decided that it would be fair to split the
buffer between the sites, so 20 feet of the original 40-foot buffer will be on the American Beauty side.
He suggested that if it is determined a 40-foot buffer is needed, the other 20 feet could be on the
14-acre side. He said the amount of buffering needed depends on what type of use goes in that
area. He felt it may not be necessary to have a 40-foot wide buffer. He noted the winery property
originally showed a vineyard on the south side of the winery property, and that would provide a
natural buffer. He said that on the tract layout before the Commission, they tried to minimize the
number of lots and tried to put a street adjacent to the winery site in order to create as great a buffer
as possible. He stated that where it was ultimately determined there had to be some use, it was felt
that it would be best to put in a 20-foot dedicated restrictive land for landscaping on the private side
rather than a common open space. He said they also required an 8-foot wail. He reported that is
what was also required by the Griffith project at 4th Street and Archibald where an office/industrial
business center was allowed on Archibald Avenue abutting a single family development. He said
that development put in a higher wall.
Ms. Fong noted that the draft Victoda Arbors Master Plan was modified so that the winery would not
have to follow the Architectural Guidelines.
Mr. Buller confirmed that the Redevelopment Agency recently installed an asphalt shingle roof on the
winery. He observed that the City Council recently approved an Ordinance regarding roofing and it
allows an exception to allow asphalt shingle for historic or architectural styles which dictate that
asphalt shingles would be the dght choice. He said it was not staffs intent to allow asphalt shingles
in the single-family neighborhood.
Ms. Fong observed that Mr. Pitassi raised a cencero regarding landscaping along Base Line Road.
She did not believe it would affect the winery because the winery is unique and the building is
located too close to the street to put in a lot of landscaping. She indicated there might be some
landscaping further east if vineyards are moved from where they are now located.
Commissioner Tolstoy agreed that it would not be appropriate to plant trees that would shade the
vineyards.
Regarding the preservation of access to the winery, Ms. Fong said there is a pedestrian trail to the
south and Amedcan Beauty is to come up with a design. She said the 20-foot buffer strip could
logically have an access point preserved. Regarding the dumping and off-road vehicle use, she
indicated the matter should be referred back to John Morrisette from Amedcan Beauty to address
those problems. She said staff would certainly work with them so they can properly post the site to
prohibit off-road vehicle use and loitering. She thought they should also think about fencing the
property.
Mr. Buller stated that if the applicant posts the site, the City would have the ability to go on site and
police it.
Chairman McNiel did not think fencing would be a realistic option because he felt it would not deter
the off-road motorcycle people.
Planning Commission Minutes
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February 28, 2001
Mr. Buller commented the applicant has been working with the school district. He said the Mitigation
Monitoring Program included in the Environmental Impact Report covers the negotiation that needs
to occur between the developer and the school district. He stated the developer has committed to
working diligently to address all issues pdor to the City Council meeting.
Chairman McNiel questioned when the Development Agreement will be considered by the City
Council.
Mr. Bullet replied that it is tentatively scheduled for March 21.
Chairman McNiel thought mitigatio~ agreements with the school districts are normally in place before
the projects are considered by the Planning Commission.
Mr, Bullerrespondedthatthelawshavebeenchangingoverthelastyearorso. HesaidtheCityhas
always said that schools are an essential service to our community and staff will do whatever it can
to be sure there are adequate schools with each project that comes in. He said the mitigation which
was conditioned through the Environmental Impact Report is consistent with past actions of the City.
Kevin Ennis, Assistant City Attorney, stated the City would be sure it was accomplished prior to
approval of the Development Agreement. He said there was a proposition approved by voters in last
fall's elections which modified the law in terms of the ability of cities to impose additional mitigation
beyond the state fees in a school context. He said they had been alerted to that this aftemoon and
will look into it and will do everything the City legally can on this issue. Mr. Ennis said that the law
used to allow a city to impose additional school impact mitigations beyond the state required state
fees but the proposition on the November ballot impacted that arrangement and he had not had a
chance to analyze the full extent of that impact.
Chairman McNiel asked if the City would be in any jeopardy by approving the Tentative Tract tonight.
Mr. Ennis responded negatively because the Tentative Tract Map approval would not be effective
until the Development Agreement is in effect and the Development Agreement will not be acted upon
until the issue is resolved. He said the other approvals are also contingent upon the Development
Agreement being approved.
Commissioner Mannedno asked if staff was suggesting a change to the winery access before the
matter goes before the City Council.
Ms, Fong replied that she was not suggesting a change, but had merely responded to Mr. Pitassi's
request for an opportunity to have the access available.
Chairman McNiel asked if an easement is required on the American Beauty property.
Mr. James stated it would be in the City dght of way and will be maintained within a Landscape
Maintenance District. He said they could work with American Beauty for a sewer hook up or water.
Chairman McNiel reopened the public headng.
Mr. Pitassi asked who would be the owner of the lot .......
Ms, Fong responded the City would.
Mr. Pitassi said that would be fine.
Chairman McNiel again closed the public hearing.
Planning Commission Minutes
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February 28, 2001
Commissioner Tolstoy noted that the school district indicated a desire to have the ability to have
ingress/egress on Victoria Loop. He did not think that is a good idea because there are no lots
accessing Victoria Loop and he felt it will be a speedway. He thought it could be used as an
emergency outlet only.
Chairman McNiel noted the plan for the school is only conceptual. He thought the plan could be
developed so that access could be created to the rest of the site without utilizing Victoria Loop.
Commissioner Mannerino noted that the school distdct did not ask for the access, only mentioned
they would like to have the ability to request it.
Chairman McNiel observed that a lot of new information was presented to them this evening. He felt
the Commission should continue the matter for two weeks to allow time for items to be more
thoroughly analyzed and to allow the Commissioners time to absorb what was presented.
Commissioner Macias concurred. He felt that would also give the winery people more time to review
the document. He said it is one of the biggest projects going through the City.
Chairman McNiel felt it would still be possible to forward the matter to the City Council on March 21.
He thought continuing the project would also give staff an opportunity to respond to the issues.
Commissioner Tolstoy agreed. He wanted to make sure the existing winery, the commercial center,
and the Amedcan Beauty project will dovetail well. He felt the winery could comment further.
Chairman McNiel stated it is a huge project and he did not want to miss an opportunity. He felt staff
had done an excellent job under a lot of pressure. He thought it will be a fine project.
Commissioner Stewart agreed. She felt substantial changes had been proposed and she thought all
concerned should have an opportunity to look at it.
Mr. Buller stated staff could bring back revised resolutions but he said staff felt the issues have been
analyzed. He acknowledged that the Commission was looking at some items for the first time and
had not had an opportunity to review. He pointed out that the Council report is due out of his office
on March 14, the date of the next Planning Commission meeting and he asked if the Commissioners
would consider a special meeting, perhaps in conjunction with the Design Review Committee
meeting on March 6.
Commissioner Stewart did not oppose a special meeting.
Commissioner Mannerino stated he would like the special meeting to be limited to the issues which
were newly raised this evening. He said he hoped there are not 400 people in the audience
discussing whether the project should be built.
Commissioner Mannerino asked if it was realistic for staff to be ready to recommend approval of the
Development Agreement on March 21.
Mr. Ennis felt it would be possible within a day or two to have an answer to the legal question. He
said that if the answer requires an agreement, that may be difficult depending on how close the
developer and the school district are in reaching agreement.
Commissioner Mannerino stated he had wondered whether it makes sense to push things through if
the Development Agreement will not be ready for action.
Mr. Buller stated the developer is the one asking for clarification of this condition on the Development
Agreement. He felt staff could recommend approval on all other items.
Planning Commission Minutes
February 28, 2001
Commissioner Mannedno noted that everyone will have an opportunity to voice their concerns the
night of the City Council meeting when eveP/thing has to be approved.
Mr. Coleman reported that there was one Consent Calendar item plus six projects to be reviewed at
the Design Review Committee on March 6.
Mr. Buller suggested that the meeting could be continued to Wednesday, March 7 and held in the
Rains Room or Td-Communities Room.
Chairman McNiel felt it would be prudent to continue the project. He felt it is a good project. He said
the Commissioners were inundated with a lot of information that was new this evening. He remarked
that he understood the winery's concerns with t~ying to make sure they are not encumbered with
American Beauty's development standards on their project. He reopened the public headng.
Motion: Moved by Stewart, seconded by Macias, to continue Development agreement 00-04,
Development Review 01-04 Parcel Map 15641, and Tentative Tract 15974 to 7:00 p.m. on
Wednesday, March 07, 2001, in the Rains Room. Motion carded by the following vote:
AYES: MACIAS, MANNERINO, MCNIEL, STEWART, TOLSTOY
NOES: NONE
ABSENT: NONE - carded
PUBLIC COMMENTS
There were no public comments at this time.
ADJOURNMENT
Motion: Moved by Macias, seconded by Tolstoy, carded 5-0, to adjoum. The Planning Commission
adjourned at 9:25 p.m. to 7:00 p.m. on March 7, 2001.
Respectfully submitted,
Brad Buller
Secretary
Planning Commission Minutes
-15-
February 28, 2001
DRAFT- FOR DISCUSSION ONLY
CITY OF RANCHO CUCAMONGA
PLANNING COMMISSION MINUTES
Adjourned Meeting
March 7, 2001
Chairman McNiel called the Adjourned Meeting of the City of Rancho Cucamonga Planning
Commission to order at 7:00 p.m. The meeting was held in the Rains Room at Rancho Cucamonga
Civic Center, 10500 Civic Center Drive, Rancho Cucamonga, California. Chairman McNiel then led
in the pledge of allegiance.
ROLL CALL
COMMISSIONERS: PRESENT: Rich Macias, John Mannerino, Larry McNiel, Pam Stewart,
Peter Tolstoy
ABSENT: None
STAFFPRESENT:
Brad Buller, City Planner; Craig Fox, Assistant City Attorney; Nancy Fong,
Senior Planner; Dan James, Senior Civil Engineer; Lois Schrader, Planning
Secretary
ANNOUNCEMENTS
Chairman McNiel announced that this is a special adjourned meeting called for the purpose of
clarifying the remaining issues from the last regular Planning Commission meeting held on February
28th for the American Beauty - Victoria Arbors project as they relate to the Development Agreement,
the Design Review Master Plan, the Tentative Parcel Map, and the Tentative Tract Map.
PUBLIC HEARINGS
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT AGREEMENT 00-04 - AMERICAN
BEAUTY DEVELOPMENT CO. - A request to establish a Development Agreement for the
development project known as the Victoria Arbors on approximately 300.64 acres of land in the
Mixed Use District of the Victoria Community Plan, generally bounded by Base Line Road to the
north, Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day Creek Channel to the
west- APN: 227-201-04, 13 through 18, 22, 26 through 31,33, and 36; 227-161-28, 31,33, 35, 36,
and 38; 227-171-08, 11, 12, 20, 22, 23, and 25; and 227-211-40. (Continued from February 28,
2001 .)
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 01-04 - AMERICAN BEAUTY
DEVELOPMENT CO. - A request to establish a residential Master Plan for a development project
known as the Victoria Arbors for approximately 300.64 acres of land, in the Mixed Use Distdct of the
Victoria Community Plan, generally bounded by Base Line Road to the north, Etiwanda Avenue to
the east, Foothill Boulevard to the south, and Day Creek Channel to the west - APN: 227-201-04,
13 through 18, 22, 28 through 31, 33, and 36; 227-161-28, 31,33, 35, 36, and 38; 227-171-08, 11,
12, 20, 22, 23, and 25; and 227-211-40. (Continued from February28, 2001.)
DRAFT- FOR DISCUSSION ONLY
ENVIRONMENTAL ASSESSMENT AND TENTATIVE PARCEL MAP 15641 -AMERICAN BEAUTY
DEVELOPMENT CO. - A request to subdivide approximately 300.64 acres into 35 lots forfinancing
purposes for a mixed use development project known as the Victoria Arbors, generally bounded by
Base Line Road to the north, Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day
Creek Channel to the west - APN: 227-201-04, 13 through 18, 22, 28 through 31, 33, and 36;
227-161-28, 31, 33, 35, 36, and 36; 227-171-08, 11, 12, 20, 22, 23, and 25; and 227-211-40.
(Continued from February 28, 2001 .)
ENVIRONMENTAL ASSESSMENT AN D TENTATIVE TRACT MAP 15974 - AMERICAN BEAUTY
DEVELOPMENT CO. - A residential subdivision of 555 single family lots and including a 10-acre
parcel for a school and approximately 17.33 acres of park and open space on approximately 190
acres of land, within a development project known as the Victoda Arbors, in the Mixed Use Distdct of
the Victoria Community Plan, generally bounded by Base Line Road to the north, Etiwanda Avenue
to the east, future Church Street to the south, and Day Creek Channel to the west -
APN: 227-161-28, 31,33, 35, 36, and 38; 227-171-08, 11,12, 20, 22, 23, and 25; and 227-211-40.
(Continued from February 28, 2001 .)
Nancy Fong, Senior Planner gave an oral update on the proposed changes and clarifications made
in the resolutions of approval. She noted that the Commissioners had been given copies of the
revised resolutions. She also noted that a final draft copyof the Master Plan had been delivered to
her today and that she has reviewed it in which all the changes and clean up issues have been
incorporated. She stressed that the changes are minor and that this document is now available for
the Commissioner's review. She indicated that the applicant provided in the Master Plan a new
illustration of how access to the winery will be accomplished. She noted that it depicts a trail leading
up to the point of access and a driveway access if needed as well as an entry desjgn.
Bob Lacoss, PDS West, 31271 Paseo Serrano, San Juan Capistrano, presented a new elevation
illustration depicting a 7-8 foot wall adjoined to a required 20-foot landscape buffer in addition to the
minimum 15-foot required usable backyard area behind the homes. He reviewed an entry design
pointing out that the character of the winery including a trellis over the pedestrian area.
Ms. Fong emphasized that the zoning for the winery follows the Victoria Community Plan which is
High Density Residential. She added that the Master Plan is like a subdocument to the Community
Plan that applies to the Master Plan boundary. She noted that the General Plan Update would
address the changes of the winery zoning based upon the General Plan Task Force
recommendations.
Commissioner Tolstoy asked if she was aware of what the zoning would be called.
Brad Buller, City Planner, answered that it would be a mixed-use designation with definitive
language that explains the value of the winery, and how the Master Plan came about with the winery
being the key feature.
PC Adjourned Minutes
-2- March 7, 2001
DRAFT- FOR DISCUSSION ONLY
Ms. Fong noted that a definition of the winery has been added to the Master Plan which
manufacturing, blending, processing and bottling, retail sales and wine tasting.
Commissioner Tolstoy suggested the word "crushing" be added.
Ms. Fong thought "processing" would include "pressing or crushing."
Commissioner Mannerino interjected that there is also an agricultural element that should be
included.
Commissioner Tolstoy asked how the language would apply if the winery wanted to engage in
catering.
Ms. Fong added that "banquet facilities" has been included in the language of the Community
Facilities designation.
Commissioner Stewart asked if the "banquet facilities" description would cover the possibility of a
restaurant operation at the winery.
Ms. Fong stated that it does. She also noted that the lotling of the streetscape along Etiwanda
Avenue, which is part of the Etiwanda Specific Plan, should be included in the Master Plan.
Commissioner Stewart asked if the homeowners would own the landscape buffer.
Ms. Fong replied that the homeowners own and maintain the landscape buffer and anything on it.
Commissioner Tolstoy asked if any provision is included, in the event a homeowner cuts down a
tree on the buffer.
Ms. Fong reported that at the time of their deposit on a lot, the prospective homeowners will be
asked to sign a disclaimer that states they are aware of the restrictions for the landscape buffer.
She added that the Master Plan also has strong language and graphics that indicate that this is a
landscape buffer so that in the event someone comes to the Planning Counter requesting a tree
removal permit, staff will be able to point out to the homeowner the text and graphics prohibiting
them from doing that.
Mr. Buller added that there is an inherent problem with enforcing restrictions in someone's backyard.
He added that if the homeowner chooses to cut down trees on their own, they suffer the detriment
because the vegetation is there for their benefit to help screen and buffer the use next to them. He
said it is possible that they may do that, but they only hurt themselves, it is more for them than for
the property north of them, i.e. the winery.
Commissioner Stewart asked what would happen if the wall should fall down, who would have to
take care of that and if the homeowner owns the wall.
PC Adjourned Minutes
-3- March 7, 2001
DRAFT- FOR DISCUSSION ONLY
Mr. Buller replied that it depends; the wall could be a shared property line wall.
Commissioner Mannerino asked who holds the easement and who is the beneficiary.
Mr. Buller clarified that it is a deed restriction, not an easement. He commented that it would be a
difficult enfomement issue if someone cuts down the trees in that area.
Commissioner Tolstoy agreed.
Chairman McNiel opened the public hearing.
Mr. Lacoss displayed a new illustration depicting a change in the arbor design, which replaces the
concrete base with stacked stone. He pointed out that the new plan shows this change occurring
along Church Street.
Peter Pitassi, 8439 White Oak Avenue, Rancho Cucamonga, stated that he represents Filipi Winery
and that they are excited about the theme of the Master Plan and that they appreciate the
Commission's concern and looking out for the winery and perpetuating its use. He also expressed
appreciation to Bred Buller and Dan Shine for taking the time to carl them and address their
concerns and providing them with the new data as it became available. He asked for clarification
about the zoning of the winery property not being in the Master Plan but that there is language in the
Master Plan about the use of the winery and the site. He indicated that he is still confused about
this issue. He added that they feel that what has been proposed regarding the buffering is
acceptable but that they still have concems about the enforcement and maintenance of the buffering
and if Planning Staff will actually be aware of these restrictions years from now when requests for
permits come to the planning counter. He also asked if there would be any title problems with the
buffering when a homeowner tries to sell the property. Mr. Pitassi inquired about the landscaping
provided by the developer on the slopes and what will occur if the trees break in the wind. He asked
that everyone be reminded for the record that the winery is a working operation and not just a retail
sales business and that operations take place during different times of the day and that the
operation is more intense at varying times of the year and that those uses may not be coexistent
with single family detached homes. He added that they are aware that efforts have been made to
mitigate that factor and that they will do their best to do their part.
Joey Filipi expressed concern that in some cases the block wall may be on a joint property line. He
suggested the wall be on the homeowner's property line and that would address the issue of falling
walls. He also asked that the winery be able to use the south access easement for future sewage.
He also inquired if when the street improvements and the sewer lines for the project are put in if they
could "stub up" for the winery so that when it is time for the winery property to be developed they can
hookupatthatpointonthepropertyline. Healsoaskedforclarificationastowhethertheblockwall
along the south border of the winery will run east to west and if the wall along the east side of the
winery will run north to south.
Chairman McNiel stated that he believed the "stub up" could be done as a cooperative effort.
John Morrisette, American Beauty Development Company, 16830 Ventura Boulevard #401, replied
PC Adjourned Minutes
-4- March 7, 2001
DRAFT- FOR DISCUSSION ONLY
that a manhole would be put in at that point and the connection would be made there.
Bob Lacoss pointed out the walls indicated on the illustration of the project noting their placement in
relation to the winery. He also confirmed that the walls would run in the direction noted by Mr. Filipi.
John Morrisette stated that the wall is on the developer's side of the property line and they will be
maintained by the homeowners.
Mr. Buller noted that there is a condition on the tract map that requires masonry perimeter block wall
around all of the residential development.
Chairman McNiel asked Mr. Pitassi if his question regarding the co-mingling of language in the
Master Plan document and the Victoria Community Plan had been answered and if the language is
binding.
Creig Fox, Assistant City Attomey, explained that when the two documents are read together, there
is not an inconsistency between them. He added that the two documents would not bind what
occurs on the winery property because the winery is subject to its own approvals and existing
obligations. He noted that it is his understanding that staff has done a good job making sure that the
two documents interplay appropriately.
Pete Pitassi indicated that they would review the final document and that from the explanation it
appears to answer the question.
Doug Clafiin, Business Services Administrator, Etiwanda School District, P.O. Box 248, stated that
they are eager to develop the school site and that they have consulted with their architect and their
school consultant. He noted that they work with the developer and they either enter into a mitigation
agreement or come in and pay their fees as required by the State and the school district. He noted
that the mitigation agreement would make it easier to finance the school mitigation. He recollected
that Commissioner Tolstoy had mentioned at the last meeting that he would not like to see an
entrance off Victoria Park Lane. Mr. Clafin however, again requested that the Commission consider
the possibility so that they can have maximum flexibility in meeting the fire authority requirements
and to meet all access requirements. He noted that they do not want to impact the community and
they would like to leave the possibility open as they go in to review the final design of the school.
Chairman McNiel asked if what they have presented is the final design of the school.
Mr. Clafin replied that it is not, and that is why they would like to have the option to access off
Victoria Park Lane so that they can come back to the City with that possibility.
Chairman McNiel asked Mr. Buller if they could leave secondary access off Victoria Park Lane or
any other street as a possibility.
Dan James, Senior Civil Engineer, replied that the possibility of access has not been prohibited
there, which can be evaluated at the time the project application comes in.
PC Adjourned Minutes
-5- Mamh 7, 2001
DRAFT- FOR DISCUSSION ONLY
Chairman McNiel closed the public hearing.
Commissioner Mannerino asked if there was a way if the City could handle the areas covered under
the deed restriction in the same way the City handles weed abatement: the homeowner is
responsible for keeping the weeds down and if they do not, the City comes in, removes the weeds,
and then charges the homeowner for the cost of the abatement and if left un paid, becomes a lien on
the properly similar to a property tax bill.
Mr. Buller replied that anything is possible, but is it reasonable for the City to get involved in that. He
remarked that it goes back to the premise as to why that landscaping is there in the first place. He
stated that if we as a City really wanted to have full control of that area then the entire
buffedlandscape area should be put into a public maintenance situation. He strongly stated that he
did not recommend that suggestion. He added that it is one thing to do weed abatement on
someone's vacant lot, but an entirely different situation to do it in someone's backyard.
Commissioner Tolstoy asked how that would relate to the "Green Lawn Ordinance," that relates to
front yards. He commented that sinco the slope would be in the line of sight for the homeowners,
they would want to keep it nice.
Mr. Buller concurred.
Chairman McNiel added that along with the documents that go along with any purchase of property,
something could be included that notifies the homeowner of the purpose of the buffer/deed
restricted area so that they are at least advised. He agreed with staff that it might be best to not
approach the issue from a code enforcement standpoint, that it is not really a public safety issue, but
more of a nuisance issue and that it might be better to approach it from the standpoint of it being a
benefit to the homeowner who purchases the property.
Motion: Moved by Mannerino, seconded by Tolstoy, to recommend approval of Development
Agreement 00-04 and to forward the agreement to City Council and to approve as amended
Development Review 01-04, Tentative Parcel Map 15641, and Tentative Tract Map 15974. Motion
carried by the following vote:
AYES: MACIAS, MANNERINO, MCNIEL, STEWART, TOLSTOY
NOES: NONE
ABSENT: NONE - carried
PC Adjourned Minutes
-6- March 7, 2001
DRAFT- FOR DISCUSSION ONLY
NEW BUSINESS
No new items of business were presented to the Commission.
PUBLIC COMMENTS
No additional comments were made.
ADJOURNMENT
The Planning Commission adjourned at 7:30 p.m.
Respectfully submitted,
Brad Buller
Secretary
PC Adjourned Minutes
-7-
March 7, 2001
mxtial study/addendum
victoria arbors village
city of rancho cucamonga
san bemardino county, california
LSA Project No. CRG130
prepared for:
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, California 91730
(909) 477-2750
prepared by:
LSA Associates, Inc.
3403 10m Street, Suite 520
Riverside, California 92501
(909) 781-9310
EXHIBIT "B"
LSA
February 21, 2000
TABLE OF CONTENTS
Page
1.0
INTRODUCTION ....................................................... 1-1
1.l
1.2
1.3
1.4
1.5
PURPOSE AND SCOPE ............................................ 1-1
PREVIOUS ENVIRONMENTAL DOCUMENTATION .................. 1-1
FINDiNGS OF THIS iNITIAL STUDY/ADDENDUM .................... 1-2
EXISTiNG DOCUMENTS TO BE iNCORPORATED BY REFERENCE ..... 1-4
CONTACT PERSON .............................................. 1-4
2.0
PROJECT DESCRIPTION ................................................. 2-1
2.1 PROJECT SITE SETTiNG .......................................... 2-1
2.2 PROPOSED DISCRETIONARY ACTIONS ............................ 2-1
2.3 PROJECT DESCRIPTION .......................................... 2-3
2.4 EXISTING CONDITIONS .......................................... 2-8
3.0
INITIAL STUDY ........................................................ 3-1
3.1 ENVIRONMENTAL CHECKLIST FORM ............................. 3 - 1
3.2 RESPONSES TO QUESTIONS iNCLUDED iN THE
ENVIRONMENTAL CHECKLIST .................................. 3-13
4.0
LIST OF PREPARERS/REFERENCES/PERSONS AND ORGANIZATIONS
CONTACTED .......................................................... 4-1
LIST OF FIGURES
Figure 2.1:
Figure 2.2A:
Figure 2.2B:
Figure 2.2C:
Figure 2.2D:
Regional/Project Location ........................................... 2-2
TT15974 Key Map ................................................ 24
TT15974 ........................................................ 2-5
TT15974 ........................................................ 2-6
TT15974 ........................................................ 2-7
LIST OF TABLES
Table 2.A: Tentative Tract 15974, Proposed Land Use ............................. 2-3
Table 3.A: Water and Wastewater Generation ................................... 3-48
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i
LSA ASSOCIATES, INC.
VICTORIA ARBORS VILLAGE
INITIAL STUI)Y/ADDENDUM
1.0 INTRODUCTION
1.1 PURPOSE AND SCOPE
This Initial Study/Addendum is an addendum to the previously certified Final Environmental Impact
Report (Final EIR) (State Clearinghouse No. 98041137) certified by the City ofRancho Cucamonga
on July 7, 1999 for the Victoria Arbors Village. These documents, together with all other technical
studies and environmental documents incorporated by reference herein, serve as the environmental
review of the proposed project, as required pursuant to the provisions of the California
Environmental Quality Act (CEQA), Public Resources Code Section 21000 et seq., and the State and
local CEQA Guidelines.
Pursuant to the provisions of CEQA and the State and local CEQA Guidelines, the City of Rancho
Cucamonga is the Lead Agency, and is charged with the responsibility of deciding whether or not to
approve the proposed project (modifications to the Victoria Arbors Village project as set forth in
Section 2.3). As part of the decision making process, the City is required to review and consider the
potential environmental effects that could result from the modification of project analyzed in the
previously certified EIR.
1.2 PREVIOUS ENVIRONMENTAL DOCUMENTATION
On July 7, 1999, the Rancho Cucamonga City Council certified the Final EIR for the Victoria Arbors
Village project. The Final EIR addressed potential impacts associated with the conversion of 64.3
acres of multi-family to single family residential; 58.76 acres of regional related office commercial to
single family residential, medium density residential, and high density residential; 18.74 acres of
open space and lakes to residential; and 13.28 acres of multi_family residential to a school-park; 2.9
acres of community facilities to single family residential, and 8.44 of low-medium density residential
to low density single family residential in the Victoria Community Plan area. Approximately 26
acres of office/professional were proposed to be converted to single family residential in the
Etiwanda Specific Plan. Because the City did not approve the Victoria Arbors Village project, no
change in on-site zoning occurred. Zoning for the project site remained that which existed prior to
preparation of the Final EIR.
While the City did not approve the project, it certified as accurate, adequate, and complete the Final
Ell>, which provided environmental evaluation of the impacts associated with the Victoria Arbors
Village project. At that time, the City did not adopt Facts and Findings and a Statement of
Overriding Considerations. The Final EIR identified significant and unavoidable adverse impacts
that would result from the implementation of the Victoria Arbors Village project and/or its
alternatives. Operational emissions of the proposed project would have resulted in total emissions of
2,034 lbs./day of CO, 153 lbs./day of ROC, 326 lbs./day of NOx, 36 lbs./day of SOx, and 47 lbs./day
of PM}0. Emission levels of CO, ROC, and NOx would have exceeded SCAQMD thresholds for
long-term operations. Even after implementation of the mitigation measures identified in the Final
Ell>,, it was not guaranteed that the emissions would be reduced to below the significance thresholds.
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LSA ASSOCIATES, INC,
Therefore, the project's impact on air quality during daily operations would have remained significant
and unavoidable.
Victoria Arbors Village Initial Study/Addendum
Subsequent to the 1999 certification of the Final EIR, an application was made to the City for an
amendment to the City's General Plan, Victoria Community Plan, and Etiwanda Specific Plan. This
application requested changes in land use designations from residential and regional retail uses to
mixed uses. An Addendure to the Victoria Arbors Village Final EIR was prepared to address
potential impacts associated with the rezoning of the project site from residential and regional
commercial uses to a "mixed use" designation. In instances where the modifications of a previously
approved project are minor and/or non-significant, a Lead Agency may prepare an addendum (CEQA
Guidelines Sections 15162 and 15164). The Addendum did not identify any new impacts or
significantly increased impacts resulting from the rezoning of the project site. The addendum was
certified as adequate on December 20, 2000. The City approved the proposed changes to land use
designations on December 20, 2000.
The City Council adopted Statements of Facts and Findings and Overriding Considerations for the
Victoria Arbors Village project on December 20, 2000. These Findings found the economic, social
or other benefits of the Victoria Arbors Village project and its alternatives Outweighed the significant
and unavoidable impacts identified in the Final EIR. In making this finding, the Council balanced
the benefits of the Project and its alternatives against its unavoidable impacts and has indicated its
willingness to accept those adverse impacts.
1.3 FINDINGS OF THIS INITIAL STUD Y/ADDENDUM
Pursuant to CEQA, the State CEQA Guidelines, and the City's local CEQA Guidelines, this Initial
Study/Addendum has been prepared in order to determine whether development of the Victoria
Arbors Village project (proposed project) will result in a change in circumstances, new impacts, or
new information of substantial importance requiring the preparation of a subsequent or supplemental
EIR.
This addendum reviews any new information of substantial importance that was not known and
could not have been known with exercise of reasonable diligence at the time the Final EIR was
certified. It further examines whether, as a result of any changes or any new information,
preparation of a subsequent or supplemental EIR is required. This examination includes an analysis
of the provisions of Section 21166 of CEQA and Section 15164 of the State CEQA Guidelines and
their applicability to the proposed project. The focus of the examination is on whether the Final EIR
adequately addresses the impacts associated with development of the proposed project.
Pursuant to CEQA, the State CEQA Guidelines, and the City's CEQA Guidelines, the City's
environmental review of the proposed project is limited to examining the environmental effects
associated with the changes between the previously certified Final EIR and the potential impacts
which may result from implementation of the proposed project. This focus is due to the fact that the
Final EIR has already addressed the environmental impacts associated with development of the
proposed project and that the Raneho Cucamonga City Council certified that the Final EIR was
adequate and met the provisions of CEQA.
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LSA ASSOCIATES. INC
Use of an Addendure to a Previously Certified E1R
Section 15164 of the State CEQA Guidelines states that an Addendum to an EIR shall be prepared "if
some changes or additions are necessary, but none of the conditions described in Section 15162
calling for preparation of a subsequent EIR have occurred." Section 15162 of the State CEQA
Guidelines identifies the conditions that require preparation of a subsequent EIR. A proposed change
in a project will require preparation of a subsequent EIR if:
1. The change in the project is substantial.
Substantial changes in the project are those that would require maj or revisions of the
previous EIR due to the involvement of new significant environmental effects, or if a
substantial increase in the severity of previously identified significant effects has occurred.
2. The circumstances under which the project is undertaken have substantially changed.
Substantial changes in circumstances are those defined as those that would require major
revisions of the previous EIR in order to describe and analyze new significant environmental
effects, or any changes that would cause a substantial increase in the severity of the
previously identified significant effects.
New information of substantial importance, which was not known and could have not been
known with the exercise of reasonable diligence at the time the previous EIR was certified,
shows.'
The project will have one or more significant effects not discussed in the previous
EIR;
The significant effects previously examined will be substantially more severe than
identified in the previous EIR;
Mitigation measures or alternatives previously found not to be feasible would in fact
be feasible, and would substantially reduce one or more significant effects of the
project, but the project proponent declines to adopt the mitigation measures or
alternatives; or
Mitigation measures or alternatives that are considerably different from those
analyzed in the previous EIR would substantially reduce one or more significant
effects on the environment, but the project proponent declines to adopt the mitigation
measures or alternatives.
If none of the above conditions are met, the City is not permitted to require preparation of a
subsequent EIR. Rather, the City may require preparation of a Mitigated Negative Declaration or an
Addendum, or the City may decide that no further environmental documentation is necessary.
This Initial Study/Addendum has evaluated each of the issues addressed in the Final EIR, as well as
each of the issues contained in the checklist presented in Section 3.0 of this document. Based on this
analysis and the information contained herein, there is no evidence that the proposed project requires
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LSA ASSOCIATES, INC.
major changes to the Final EIR Comparison of the previous project with the proposed project, as
described in Section 2.3 of this document, indicates that there are no new significant environmental
impacts associated with implementation of the proposed project.
This Initial Study/Addendum relies on use of an Environmental Checklist Form (Form), as suggested
in Section 15063 (d)(3) of the State CEQA Guidelines. The Form is used:
To evaluate whether or not there are any new or more severe significant environmental
effects associated with implementation of the proposed project; and
To review whether there is new information or circumstances that would require preparation
of additional environmental documentation in the form of a subsequent or supplemental EIR,
or if an Addendum is appropriate.
Section 3.0 of this document contains the Checklist Form and explains the basis for each response to
the questions on the Form.
1.4 EXISTING DOCUMENTS TO BE INCORPORATED BY REFERENCE
Section 15150 of the State CEQA Guidelines permits an environmental document to incorporate by
reference other documents that provide relevant data.
The documents outlined in this section are hereby incorporated by reference, and the pertinent
material is summarized throughout this Initial Study/Addendum, where that information is relevant
to the analysis of impacts of the project. Any document incorporated by reference are available for
review at City of Rancho Cucamonga, Planning Department.
· City ofRancho Cucamonga General Plan, Amended October 26, 1988
Final Environmental Impact Report Victoria Arbors Village SCH No. 98041137, LSA
Associates, Inc., May 20, 1999.
Addendum for the Victoria Arbors Village Project (SCH No. 98041137), LSA Associates,
Inc., December 20, 2000.
1.5 CONTACT PERSON
The Lead Agency for the Initial Study/Addendum for the Victoria Arbors Village project is the City
of Rancho Cucamonga. Any questions about the preparation of this Initial Study/Addendum, its
assumptions, or its conclusions should be referred to the following:
Nancy Fong, AICP
Senior Planner
City of Rancho Cucamonga
10500 Civic Center Drive
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LSA ASSOCIATES, INC.
Rancho Cucamonga, CA 91730
Tel: (909) 477-2750
2.0 PROJECT DESCRIPTION
2.1 PROJECT SITE SETTING
The proposed project consists of approval of Tentative Tract 15974 (TT15974) within the City of
Rancho Cucamonga, its accompanying Development Agreement, and Parcel Map 15641. The
project site is located within the limits of the Victoria Arbors Village, which itself is located in the
eastern portion of the City (Figure 2.1). Base Line Road forms the northem boundary while Foothill
Boulevard and Interstate 15 (1-15) form the southem boundary. An active Edison utility easement
runs in a north-south direction parallel and adjacent to the east side of Day Creek Channel forming
the westerly boundary. Etiwanda Avenue forms the easternmost boundary. Regional access to the
site is provided via interchanges with 1-15 at Base Line Road and Foothill Boulevard. The project
lies within the boundaries of the Victoria Community Plan.
The project site is largely undeveloped, but is surrounded by pockets of development, which are not a
part of the project site. These developments include the Filippi Winery, a historic landmark owned
by the City, and two houses with associated buildings immediately east of the winery. A small,
1950s era Craftsman Style home is located at the southeast comer of the intersection of Victoria Park
Lane and Base Line Road. South of these structures on Etiwanda Avenue is the Nichiren Shoshu
Buddhist Temple and 1950s ranch house located on the northwest comer of Church Street and
Etiwanda Avenue near the 1-15 freeway. At the noaheast comer of the project site is tract of new
homes in the process of being developed.
2.2 PROPOSED DISCRETIONARYACTIONS
The proposed project requires the following approvals by the City of Rancho Cucamonga:
Approval of Tentative Tract 15974
· Approval of the Development Agreement for TT 15974
· Approval of Parcel Map 15641.
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2-1
MAP LEGEND
L~Boundary of PreviouslyApproved
Victoria Arbors Village Project/
Parcel Map 15641 Boundary
~15974 Boundary
LSA
LSA Associates, Inc.
0' 500' 1,000'
Figure 2.1
TT15974
Initial Study/Mitigated Negative Declaration
Regional/Project Location
LSA ASSOCIATES,1NC,
2.3 PROJECT DESCRIPTION
As previously stated, the proposed project consists of the approval of TT 15974 and its accompanying
Development Agreement. Specifically, the proposed project includes the construction of 554 single-
family residential units, required roadway improvements, and the installation ofnecessaxy utility
infrastructure. The project proposes a reduction in the number of dwelling units (by 172 units) from
that permitted under the approved Addendum. In addition, the project includes 11.89 acres of
commercial acreage (the previously approved Addendum included 8.71 acres of commercial
acreage), which when developed under a floor to area ratio (FAR) of 0.25, will yield 129,482 square
feet of commercial uses. This increase in commercial acreage will increase the amount of
commercial space permitted within the limits of TT15974 by 34,630 square feet beyond that
identified in the approved Addendure. The proposed TT15974 includes a 10.67-acre school site.
Though 2.85 acres of demonstration vineyards approved in the Addendure have been eliminated from
TT15974, the proposed project provides approximately 10.71 acres of park space, 1.59 acres of
wetland park, as well as a system of trails. Approval of Parcel Map 15641 will result in the creation
of 35 parcels within the limits of the previously approved Victoria Arbors Village project.
The proposed land use plan is illustrated in Figures 2.2A through 2.2D. Proposed on-site uses are
summarized in Table 2.A. Because TT15974 consists ofaportion of the larger Victoria Arbors
Village project area, Table 2.A compares land use proposed under TT 15974 and that approved under
the Addendure for the area within the limits of TT15974 only.
Table 2.A - Tentative Tract 15974, Proposed Land Use
DUs or Approved
Sq. Ft. under Change
Phase Land Use Acres~ Density/FAR Proposed Addendum (DUs/SF)
Residential
8 Low (2-4) 8.39 3 du/acre 22 26 - 4
1,4,5 Low/Medium (4-8) 55.67 6 du/acre 210 298 - 90
2 Low/Medium (4-8) 19.19 6 du/acre 81 119 ~ 38
3 Low/Medium (4-8) 29.67 6 du/acre 118 160 - 42
6 Low/Medium (4-8) 17.59 6 du/acre 70 75 - 5
7 Low/Medium (4-8) 12.00 6 du/acre 53 48 + 5
142.51 554 726 - 172
Commercial
1 Village Commercial 11.89 0.25 FAR 129,482 94,852
Other
7 School 10.67 10.6
7 Wetland Park 1.59 1.5
7 Park 10.71 7.5
TOTAL 177.10 554 DU and 129,482 sq. feet
Note: 1 Gross Acreage
+ 34,630
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2-3
II
Source: SR Consultants, 1/23/01.
2/.$/OI(CRGI30/IS-MND)
LSA
No Scale
Figure 2.2A
/~
TT15974
Key Map
TENTATIVE TRACT NO. 15974
TENTATIVE 7R. ACT NO. 15974
LSA ASSOCIATES, INC
2.4 EXISTING CONDITIONS
T~e Final EIR and Addendum included a summary of existing on-site conditions. Conditions within
the limits of the project site have not substantially changed subsequent to certification of the EIR
(July 7, 1999) and approval of the Addendum for the Victoria Arbors Village project (December 20,
2000).
The Form and accompanying evaluation of the responses provide the information and analysis upon
which the City ofRaneho Cucamonga may make its determination that no subsequent EIR may be
required for the project.
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3.0 INITIAL STUDY
3.1 ENVIRONMENTAL CHECKLIST FORM
The following pages contain the Environmental Checklist Form (Form) for the proposed project.
The Form is marked with findings as to the environmental effects of the project. A checked box in
columns i, 2, or 3 shall require additional environmental analysis in the form of a supplemental or
subsequent EIR. A checked box in columns 4, 5, or 6 shall require preparation of a mitigated
negative declaration, a negative declaration, or an addendum.
As explained in Section 1.0, this analysis has been undertaken, pursuant to the provisions of CEQA,
to provide the City ofRancho Cucamonga with the factual basis for determining, based on the
information available, the form of environmental documentation the project warrants. The basis for
each of the findings listed in the attached Form is explained in Section 3.2, Environmental Analysis
and Explanation of Checklist Responses.
ENVIRONMENTAL CHECKLIST FORM
Project Title: Victoria Arbors Village Addendum
Lead Agency Name and Address: CityofRanchoCucamonga
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Contact Person and Phone Number: Nancy Fong, AICP (909) 477-2750
Project Location: The project site is located within the limits of the Victoria Arbors
Village, which itself is located in the eastern portion of the City. Base Line Road forms the
northern boundary while Foothill Boulevard and Interstate 15 (I-15) form the southern
boundary. An active Edison utility easement and Etiwanda Avenue form the western and
eastern boundaries, respectively.
Project Sponsor's Name and Address: American Beauty Development Company
16830 Venmra Boulevard, Suite 401
Encino, California 91436
General Plan Designation: Mixed Use (MU)
Zoning: Mixed Use (MU)
Description of the Project (Describe the whole action involved, including but not limited to
later phases of the project, and any secondary, support or off-site features necessary for its
implementation. Attach additional sheets if necessary.):
The proposed project includes 554 residential lots, required roadway improvements, and the
installation of necessary utility infrastructure (approval of Development Agreement).
Additionally, the project includes 11.89 acres of commercial acreage, which when developed
under a floor to area ratio (FAR) of 0.25, will yield 129,482 square feet of commercial uses.
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LSA ASSOCIATES, INC
Approximately 22.97 acres within the limits of TT 15974 have been designated for school
and park uses.
Surrounding Land Uses and Setting (Briefly describe the project's surrounding):
North: Residential, commercial and community facilities, as well as pockets of vacant land.
South: Vacant
East: Residential development, the Nichiren Shoshu Buddhist Temple and a 1950s ranch
house.
West: Day Creek Channel and a SCE utility easement.
10.
Public Agencies Whose Approval is Required (e.g., permits, financing approval or
participation agreement). The following list is not exhaustive, and contains the approvals
and permits that may be necessary based on the best available data at the time the Initial
Study was prepared.
City ofRancho Cucamonga Planning Commission
City of Rancho Cucamonga City Council.
Determination: (To Be Completed by the Lead Agency)
On the basis of this initial evaluation:
[]
[]
The City finds that the proposed project COULD NOT have a significant effect on the
environment, and a NEGATIVE DECLARATION will be prepared.
The City finds that although the proposed project could have a significant effect on the
environment, there will not be a significant effect in this case because the mitigation
measures described on an attached sheet have been added to the project. A NEGATIVE
DECLARATION will be prepared.
[] The City finds the proposed project May have a significant effect(s) on the environment, but
at least one effect 1) has been adequately analyzed in an earlier document pursuant to
applicable legal standards, and 2) has been addressed by mitigation measures based on the
earlier analysis as described on attached sheets, if the effect is a potentially significant
impact or potentially significant unless mitigated an ENVIRONMENTAL IMPACT
REPORT is required, but it must analyze only the effects that remain to addressed.
[] The City finds that changes to the project or the circumstances under which the project
would be undertaken require major revisions to the previous EIR in order to make the
previous EIR adequately apply to the proposed project in accordance with Public Resources
Code Section 21166 and CEQA Guidelines Section 15163. Thus, a SUBSEQUENT EIR
shall be prepared.
[] The City finds that changes to the project or the circumstances under which the project
would be undertaken require only minor revision to the previous EIR in order to make the
previous EIR adequately apply to the proposed project in accordance with Public Resources
Code Section 21166 and CEQA Guidelines Section 15163. Thus, a SUPPLEMENTAL EIR
shall be prepared.
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LSA ASSOCIATES, INC.
The City finds that the significant effects that would result from the proposed project have
been addressed in an earlier EIR, and that none of the determinations set forth in Public
Resources Code Section 21166 and State CEQA Guidelines Section 15162 can be
established. Thus, an ADDENDUM to the University/Crest Supplemental EIR shall be
prepared.
Signature Date
Title Agency
Evaluation of Environmental Impacts
This Initial Study/Addendum uses an Environmental Checklist Form (Form) to.compare the anticipated
environmental effects of the project with those disclosed in the previous Ell>, and to review whether any
of the conditions set forth in Section 15162 of the State CEQA Guidelines requiring preparation of a
subsequent EIR are met. The Form is used to review the potential environmental effects of the proposed
project for each of the following areas:
Aesthetics
Agricultural Resources
Air Quality
Biological Resources
Cultural Resources
Geology/Soils
Hazards and Hazardous Materials
Hydrology/Water Quality
Land Use/Planning
Mineral Resources
Noise
Populationatousing
Public Services
Recreation
TmnsportationrFraffic
Utilities/Sernce Systems
Mandatory Findings of Significance.
This Initial Study/Addendum is based on an Environmental Checklist Form, as suggested in Section
15063 (d)(3) of the State CEQA Guidelines. The Form includes a checklist to indicate whether the
conditions set forth in Section 15162 of the State CEQA Guidelines that would require a subsequent or
supplemental EIR are met, and whether there are new significant impacts resulting from the project.
The Form is found in Section 3.0 of this Initial Study/Addendum. It contains a series of questions about
the project for each of the areas. Following the Checklist Form in Section 3.2 is an explanation for each
answer on the Form.
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There are six possible responses to each of the questions included on the Form:
Substantial Change in Project Requiring Major Revision of Previous EIR. This response is used
when the project has changed to such an extent that major revisions of the previous EIR are
required due to the involvement of new significant environmental effects or an increase in the
severity of the previously identified significant effects.
Substantial Change in Circumstances under which Project is Undertaken Requiring Major
Revision of Previous EIR. This response is used when the circumstances under which the
project is undertaken have changed to such an extent that major revisions of the previous EIR
are required because such changes would result in the project having new significant
environmental effects or would substantially increase the severity of the previously identified
significant effects.
New Information of Substantial Importance Showing New or Greater Significant Effects Than
Identified in Previous EIR. This response is used when new information of substantial
importance, which was not known and could not have been known with the exercise of
reasonable diligence at the time the previous EIR was certified in, shows that the project would
have a new significant environmental effect or more severe significant effect than identified in
the previous EIR.
New Information of Substantial Importance Showing Ability to Substantially Reduce Significant
Impacts Identified in Previous EIR. This response is used when new information of substanfial
importance, which was not known and could not have been known with the exercise of
reasonable diligence at the time the previous EIR was certified as complete, shows:
The significant environmental effects of the project could be substantially reduced
through imposition of mitigation measures or alternatives that although previously
found to be infeasible are in fact now feasible, but the project proponent declines to
adopt them; or
The significant environmental effects of the project could be substantially reduced
through imposition ofrnitigation measures or altematives that are considerably different
from those analyzed in the previous EIR, but the project proponent declines to adopt
them.
Less Than Significant Impact/No Changes or Circumstances and No New Information That
Would Require the Preparation of a Subsequent or Supplemental EIR. This response is used
when 1) the potential impact of the project is determined to be below known or measurabie
thresholds of significance and would not require mitigation, or 2) there are no changes in the
project or circumstances and no new information that would require the preparation of a
subsequent or supplemental EIR pursuant to Public Resources Code Section 21166 and Section
15162 of the State CEQA Guidelines.
No Impact. This response is used when the proposed project does not have any measurable
environmental impact.
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The Form and accompanying evaluation of the responses provide the information and analysis upon
which the City of Rancho Cucamonga may make its determination that no subsequent EIR may be
required for the project.
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ENVIRONMENTAL ANALYSIS CHECKLIST
ISSUES:
1. AESTHETICS -- Would the project:
a) Have a substantial adverse effect on a scenic
vista?
b) Substantially damage scenic resources,
including, but not limited to, trees, rock
outcroppings, and historic buildings within a
state scenic highway?
c) Substantially degrade the existing visual
character or quality of the site and its
surroundings?
d) Create a new source of substantial light or glare
which would adversely affect day or nighttime
views in the area?
2. AGRICULTURE RESOURCES: In determining
whether impacts to agricultural resources are
significant environmental effects, lead agencies may
refer to the California Agricultural Land Evaluation
and Site Assessment Model (1997) prepared by the
California Dept. of Conservation as an optional model
to use in assessing impacts on agriculture and
farmland. Would the project:
a) Convert Prime Farmland, Unique Farmland, or
Farmland of Statewide Importance (Farmland),
as shown on the maps prepared pursuant to the
Farmland Mapping and Monitoring Program of
the California Resources Agency, to non-
agdcultural use?
b) Conflict with existing zoning for agricultural use
or a Williamson Act contract?
c) lnvolve other changes in the existing
environment which, due to their location or
nature, could result in conversion of Fannland,
to non-agricultural use?
3. AIR QUALITY -- Where available, the significance
criteria established by the applicable air quality
management or air pollution control district may be
relied upon to make the following determinations.
Would the project:
a) Conflict with or obstruct implementation of the
applicable air quality plan?
b) Violate any air quality standard or contribute
substantially to an existing or projected air
quality violation?
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ISSUES:
c) Result in a cumulatively considerable net
increase of any criteria pollutant for which the
project region is non-attainment under an
applicable federal or state ambient air quality
standard (including releasing emissions which
exceed quantitative thresholds for ozone
precursors)?
d) Expose sensitive mceptors to substantial
pollutant concentrations?
e) Create objectionable odors affecting a substantial
number of people?
4. BIOLOGICAL RESOURCES ~- Would the project:
a) Have a substantial adverse effect, either directly
or through habitat modifications, on any species
identified as a candidate, sensitive, or special
status species in local or regional plans, policies,
or regulations, or by the California Department
of Fish and Game or U.S. Fish and Wildlife
Service?
b) Have a substantial adverse effect on any riparian
habitat or other sensitive natural community
identified in local or regional plans, policies,
regulations or by the California Department of
Fish and Game or US Fish and Wildlife Service?
c) Have a substantial adverse effect on federally
protected wetlands as defined by Section 404 of
the Clean Water Act (including, but not limited
to, marsh, vernal pool, coastal, etc.) through
direct removal, filling, hydrological interruption,
or other means?
d) Interfere substantially with the movement of any
native resident or migratory fish or wildlife
species or with established native resident or
migratory wildlife corridors, or impede the use of
native wildlife nursery sites?
e) Conflict with any local policies or ordinances
protecting biological resources, such as a tree
preservation policy or ordinance?
f) Conflict with the provisions of an adopted
Habitat Conservation Plan, Natural Community
Conservation Plan, or other apprnved local,
regional, or state habitat conservation plan?
5. CULTURAL RESOURCES -- Would the project:
a) Cause a substantial adverse change in the
significance of a historical resource as defined in
§15064.5?
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ISSUES:
b) Cause a substantial adverse change in the
significance of an archaeological resource
pursuant to §15064.57
c) Directly or indirectly destroy a unique []
paleontological resource or site or unique
geologic feature7
d) Disturb any human remains, including those []
interred outside of formal cemeteries?
6. GEOLOGY AND SOILS -- Would the project:
a) Expose people or structures to potential
substantial adverse effects, including the risk of
loss, injury, or death involving:
i) Rupture of a known earthquake fault, as []
delineated on the most recant Alquist-Pfiolo
Earthquake Fault Zoning Map issued by the
State Geologist for the area or based on other
substantial evidence of a known fault? Refer to
Division of Mines and Geology Special
Publication 42.
ii) Strong seismic ground shaking? []
iii) Seismic-related ground failure, including []
liquefaction7
iv) Landslides? []
b) Result in substantial soil erosion or the loss of []
topsoil?
c) Be located on a geologic unit or soil that is []
unstable, or that would become unstable as a
result of the project, and potentially result in on-
or off-site landslide, lateral spreading,
subsidence, liquefaction or collapse?
d) Be located on expansive soil, as defined in Table []
18-1 -B of the Uniform Building Code (1994),
creating substantial risks to life or property?
e) Have soils incapable of adequately supporting []
the use of septic tanks or alternative waste water
disposal systems where sewers are not available
for the disposal of waste water?
7. HAZARDS AND HAZARDOUS MATERIALS -
Would the project:
a) Create a significant hazard to the public or the []
environment through the routine transport, use,
or disposal of hazardous materials?
b) Create a significant hazard to the public or the []
environment through reasonably foreseeable
upset and accident conditions involving the
release of hazardous materials into the
environment?
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ISSUES:
c) Emit hazardous emissions or handle hazardous
or acutely hazardous materials, substances, or
waste within one-quarter mile of an existing or
proposed school?
d) Be located on a site which is included on a list of
hazardous materials sites compiled pursuant to
Government Code Section 65962.5 and, as a
result, would it create a significant hazard to the
public or the environment?
e) For a project located within an airport land use
plan or, where such a plan has not been adopted,
within two miles of a public airport or public use
airport, would the project result in a safety
hazard for people residing or working in the
project area?
f) For a project within the vicinity of a private
airstrip, would the project result in a safety
hazard for people residing or working in the
project area?
g) Impair implementation of or physically interfere
with an adopted emergency response plan or
emergency evacuation plan?
h) Expose people or structures to a significant risk
of loss, injury or death involving wildland fires,
including where wildlands are adjacent to
urbanized areas or where residences are
intermixed with wildlands?
HYDROLOGY AND WATER QUALITY '-
Would the project:
a) Violate any water quality standards or waste
discharge requirements?
b) Substantially deplete groundwater supplies or
interfere substantially with g~oundwater recharge
such that there would bca net deficit in aquifcr
volume or a lowering of the local groundwater
table level (e.g., the production rate ofpre-
existing nearby wells would drop to a level
which would not support existing land uses or
planned uses for which permits have been
granted)?
c) Substantially alter the existing drainage pattern
of the site or area, including through the
altcrafion of the course of a stream or river, in a
manner which would result in substantial erosion
or siltation on- or off site?
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ISSUES:
d) Substantially alter the existing drainage pattern
of the site or area, including through the
alteration of the course of a sh'eam or river, or
substantially increase the rate or amount of
surface runoff in a manner which would result in
flooding on- or off-site?
e) Create or contribute runoff water which would
exceed the capacity of existing or planned
stormwater drainage systems or provide
substantial additional sources of polluted runoff?
f) Otherwise substantially degrade water quality?
g) Place housing within a 100-year flood hazard
area as mapped on a federal Flood Hazard
Boundary or Flood Insurance Rate Map or other
flood hazard delineation map?
h) Place within a 100-year flood hazard area
structures which would impede or redirect flood
flows?
i) Expose people or structures to a significant risk
of loss, injury or death involving flooding,
including flooding as a result of the failure of a
levee or dam7
Inundation by seiche, tsunami, or mudflow?
j)
9. LAND USE AND PLANNING - Would the project:
a) Physically divide an established community?.
b) Conflict with any applicable land use plan,
policy, or regulation of an agency with
jurisdiction over the project (including, but not
limited to the general plan, specific plan, local
coastal program, or zoning ordinance) adopted
for the purpose of avoiding or mitigating an
environmental effect?
c) Conflict with any applicable habitat conservation
plan or natural community conservation plan?
10. MINERAL RESOURCES -- Would the project:
a) Result in the loss of availability of a known
mineral resource that would be of value to the
region and the residents of the state?
b) Result in the loss of availability of a locally-
important mineral resource recovery site
delineated on a local general plan, specific plan
or other land use plan?
11. NOISE - Would the project result in:
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ISSUES:
a) Exposure of persons to or generation of noise
levels in excess of standards established in the
local general plan or noise ordinance, or
applicable standards of other agencies?
b) Exposure of persons to or generation of
excessive groundborne vibration or groundborne
noise levels?
c) A substantial permanent increase in ambient
noise levels in the project vicinity above levels
existing without the project?
d) A substantial tcrnporary or periodic increase in
ambient noise levels in the project vicinity above
levels existing without the project?
e) For a project located within an airport land use
plan or, where such a plan has not been adopted,
within two miles of a public airport or public use
airport, would the project expose people residing
or working in the project area to excessive noise
levels?
f) For a project within the vicinity of a private
airstrip, would the project expose people residing
or working in the project area to excessive noise
levels?
12. POPULATION AND HOUSING -- Would the
project:
a) Induce substantial population growth in an area,
either directly (for example, by proposing new
homes and businesses) or indirectly (for
example, through extension of roads or other
infrastructure)?
b) Displace substantial numbers of existing
housing, necessitating the construction of
replacement housing elsewhere?
c) Displace substantial numbers of people,
necessitating the construction of replacement
housing elsewhere?
13. PUBLIC SERVICES
a) Would the project result in substantial adverse
physical impacts associated with the provision of
new or physically altered gnvemmental facilities,
need for new or physically altered governmental
facilities, the construction of which could cause
significant environmental impacts, in order to
maintain acceptable service ratios, response
times or other performance objectives for any of
the public services:
i) Fire protection?
ii) Police protection?
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ISSUES:
iii) Schools?
iv) Parks?
v) Other public facilities?
14. RECREATION-
a) Would the project increase the use of existing
neighborhood and regional parks or other
recreational facilities such that substantial
physical deterioration of the facility would occur
or be accelerated?
b) Does the project include recreational facilities or
require the construction or expansion of
recreational facilities which might have an
adverse physical effect on the environment?
15. TRANSPORTATIONFFRAFFIC -- Would the
project:
a) Cause an increase in traffic which is substantial
in relation to the existing traffic load and
capacity of the street system (i.e., result in a
substantial increase in either the number of
vehicle trips, the volume to capacity ratio on
roads, or congestion at intersections)?
b) Exceed, either individually or cumulatively, a
level ofsarvice standard established by the
county congestion management agency for
designated roads or highways?
c) Result in a change in air traffic paRems,
including either an increase in traffic levels or a
change in location that results in substantial
safety risks?
d) Substantially increase hazards due to a design
feature (e.g., sharp curves or dangerous
intersections) or incompatible uses (e.g., farm
equipment)?
e) Result in inadequate emergency access?
f) Result in inadequate parking capacity?
g) Conflict with adopted policies, plans, or
programs supporting alternative transportation
(e.g., bus turnouts, bicycle racks)?
16. UTILITIES AND SERVICE SYSTEMS - Would
the project:
a) Exceed wastewater trcaffnent requirements of the
applicable Regional Water Quality Control
Board?
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ISSUES:
b) Require or result in the construction of new
water or wastewater treatment facilities or
expansion of existing facilities, the construction
of which could cause significant environmental
effects?
c) Require or result in the construction of new
storm water drainage facilities or expansion of
existing facilities, the construction of which
could cause significant environmental effects?
d) Have sufficient water supplies available to serve
the project from existing entitlements and
resources, or are new or expanded entitlements
needed?
e) Result in a determination by the wastewater
treatment provider which serves or may serve the
project that it has adequate capacity to serve the
project's projected demand in addition to the
provider's existing commitments?
f) Be served by a landfill with sufficient permitted
capacity to accommodate the project's solid
waste disposal needs?
g) Comply with federal, state, and local statutes and
regulations related to solid waste?
17. MANDATORY FINDINGS OF SIGNIFICANCE
a). POTENTIAL TO DEGRADE: Does the project have
the potential to degrade the quality of the
environment, substanlially reduce the habitat of a fish
or wildlife species, cause a fish or wildlife population
to drop below serf-sustaining levels, threaten to
eliminate a plmat or animal commuraty, reduce the
number or restrict the range of a ram or endangered
plant or animal or eliminate imporator examples of the
major periods of Califomia history or prehismry?
b). CUMULATIVE IMPACTS: Does the project have
impacts that are individually limi ted, but cumulatively
considerable? CCumulatively considerable" means
that the incremental effects of a project are
annsidemble when viewed in connection with the
effects of past pmjects, the effects of other current
projects, and the effects of probable rumre projects)?
c) ADVERSE IMPACTS ON HUMANS: Does
the project have environmental effects which
will cause substantial adverse effects on human
beings, either directly or indirectly?
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ISSUES:
18. EARLIER ANALYSES
Earlier analyses may be used where, pursuant to the tiering, program E[R, or other CEQA process, one or more effects have been
adequately analyzed in an earlier EIR or Negative Declaration (Section 15063(c)(3)(D).)
Final Environmental Impact Report for the Victoria Arbors Village Project (SCH No. 98041137), LSA Associates,
Inc., May 20, 1999.
Addendure for the Victoria Arbors Village Project (SCH No. 98041137), LSA Associates, Inc., December 20, 2000.
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3.2 RESPONSES TO QUESTIONS INCLUDED IN THE ENVIRONMENTAL CHECKLIST
1. Aesthetics. Would the Project...
a) Have a substantial adverse effea on a scenic vista?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. The Victoria Arbors Village EIR (Final EIR) identified impacts associated with
development of the project site with a variety of residential, commercial, and community serving
uses. Potential impacts to local viewscapes and/or scenic resources would be no greater than that
identified in the Final EIR and Addendum. Mitigation measures included in the Final EIR reduced
aesthetic/visual resource impacts resulting from the development of the Victoria Arbors Village
project to below a level of significance. Approval and implementation of TT15974 will not alter this
assessment. These mitigation measures will remain in force; therefore, potential impacts to scenic
vistas from implementation of the proposed project will be reduced to below a level of significance
and no further mitigation is required.
Substantially damage scenic resources, including, but not limited to, trees, rock
outcroppings, and historic buildings within a state scenic highway?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. While the site is surrounded by pockets of development, it is largely undeveloped. The
project site consists of abandoned vineyards, eucalyptus windrows, native and non-native vegetation,
and a concrete water channel located in the central portion of the site. The Final EIR included
mitigation measures, which reduced aesthetic/visual resource impacts to a less than significant level.
These mitigation measures will remain in force. Therefore, potential impacts to scenic vistas
resulting from approval and implementation of TT15974 for the proposed project will reduce
impacts to a less than significant level.
Would the project substantially degrade the existing visual character or quality of the site
and its surroundings ?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. The Final EIR included mitigation measures, which reduce potential impacts to
aesthetic/visual resources to below a level of significance. Implementation of the proposed project
would generally result in the same level of development envisioned in the Final EIR. In addition,
approval of TT15974 will not alter this assessment; therefore, potential aesthetic/visual resource
impacts would not exceed that identified in the Final EIR.
Would the project create a new source of substantial light or glare which would adversely
affect day or nighttime views in the area?
Less than Significant Impact/No New Information or Changed Circumstances requiring Preparation
of an EIR. Approval and implementation of TT15974 will not alter the original assessment from the
Final EIR and Addendure. The Final EIR states, "the Design Review Process for commercial
establishments, high density housing, and public places shall ensure that no significant light or glare
impact shall result from the proposed project." Adherence to mitigation included in the Final EIR
will reduce potential impacts associated with this issue to a less than significant level and no further
mitigation is required.
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Mitigation Measures from the Final EIR
The Final EIR included the following mitigation measures:
4.6.1A New buildings within 100 feet of future Day Creek Boulevard and Etiwanda Avenue shall be
restricted to 35 feet in height to protect the view corridor of the mountains for motorists traveling
north.
4.6.1B Noise walls along future Day Creek Boulevard, Etiwanda Avenue, Base Line Road, Foothill
Boulevard, and Church Street shall be no more than 8 feet tall to avoid a sense of"visual enclosure"
for these Scenic Corridors, and should be set back an adequate distance to allow landscaping on the
road side of the sound wall. This requirement shall be attached as a condition of approval by the
City Planning Department prior to approval of any development bordering future Day Creek
Boulevard, Et:'na-~ A "'% Base Line Road, Foothill Boulevard, and Church Street.
4.6.1C Landscape requirements shall be established for the far southern end of the project site to
screen new development from the view of moturists along 1-15 looking north. However, this
landscaping should also allow views north towards the mountains, using the view corridor provided
by the future Day Creek Boulevard and Etiwanda Avenue. The City Planning Department shall
address such landscaping as a condition of approval for any development in the area of I-15.
4.6.2A The Design Review process for commercial establishments, high density housing, and public
places shall ensure that no significant light or glare impacts shall result from the proposed project.
Specific issues to be evaluated at the time of design review shall include the following: proposed
exterior lighting and landscaping of parking areas to reduce visible lighting from outside these areas;
use of shielding on exterior lights to focus light onto the ground; and, proposed architectural
materials to ensure that reflective materials are minimized.
4.6.2B The developer shall account for the loss of the aesthetic benefit of the lakes by providing a
new focal point concept within residential area to be submitted for Design Review. The focal point
concept could include an open space trail system linkage to the winery site and commercial areas to
the south by an open space corridor, and incorporate such features as fountains, large gazebos, public
art, public furniture, and/or increased open space/trails systems.
4.6.3A Provisions shall be made to account for protection of viewsheds and plant palette plans
shown in the Victoria Community Plan for major intersections along future Day Creek Boulevard,
Victoria Park Lane (Victoria Loop), and Church Street. Such provisions may include the following:
building setbacks within the project site; varied allowable heights with lower heights nearest the
interchanges; clustering of buildings; and, landscaping to complement the viewshed. These issues
shall be addressed by the City Planning Department as recommendations for the Design Review
process at the time of developing conditions of approval for any projects within the proposed project
corridor.
4.6.3C The Community Design Criteria Part II of the Victoria Community Plan shall be amended
immediately following project approval to address new uses proposed as part of the project.
However, as part of this amendment, some requirements shall be included to reduce visual impacts
of new development by inclusion of landscaping near major roads that matches those proposed by
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the Plan. For example, trees shall be planted along the site's property lines and along roadways to
screen new development from view. Within the site and adjacent to major east-west corridors, the
City shall designate areas for landscaping, ensuring that land adjacent to the roads is planted with
low-growing vegetation to maintain a degree of visual open space on the project site.
4.6.3D The parkway on the east side of future Day Creek Boulevard shall be widened ~ to 25
feet to provide a multi-use trail from Base Line Road south to terminate at the City's adult sports
complex. Specific design of the trail shall be determined by the City at the time development plans
are submitted for review and approval for any development proposals adjacent to future Day Creek
Boulevard. The specific design shall tie in with the City's Day Creek Boulevard Master Plan design.
The trail shall be designed to connect to planned and existing trail systems in the Etiwanda North
Specific Plan and shall connect the residential areas noah and south of Base Line to the regional
commercial areas adjacent to Interstate 15.
Adherence to these mitigation measures reduced potential impacts aesthetic/visual resource impacts
to below a level of significance.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in new significant impacts or increase the
degree of impacts identified in the Final EIR. No new and/or refined mitigation measures are
required for issues related to aesthetics and/or visual resources.
/lddendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined
that there are no new significant environmental impacts resulting from implementation of the
proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Stady/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
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The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
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Agricultural Resources. Would the Project...
Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance
(Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and
Monitoring Program of the California Resources Agency, to non-agricultural use?
No Impact. The project site is not currently utilized for agricultural production and is not viewed as
an agricultural resource. The Final E1R did not identify impacts related to the conversion of
agricultural land to non-agricultural uses. The proposed project envisions development of the project
site with residential, and commercial uses. Approval and implementation of TY15974 will not alter
this assessment; therefore, no impact associated with this issue will occur.
b) Conflict with existing zoning for agricultural use, or a Williamson Act contract?
No Impact. The site is not zoned for agricultural use, nor is it subject to a Williamson Act contract.
No impact related to this issue will occur.
c)
Would the project involve other changes in the existing environment, which due to their
location or nature, could result in conversion of farmland to non-agricultural use?
No Impact. The project site is not currently used for agricultural production. Development of the
project site as proposed will not result in the conversion of farmland to non-agricultural uses;
therefore, no impact associated with this issue will occur.
Mitigation Measures from the Final EIR
The Final EIR did not include mitigation measures related to agricultural resources because no
significant impacts were identified.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in any new significant impacts. Therefore, no
new and/or refined mitigation measures are required for issues related to agricultural resources.
~lddendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. Comparison of the proposed project with the previous project indicates that there
are no new significant environmental impacts resulting from implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
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This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final E1R was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
3. Air Quality. Would the Project...
WouM the project conflict with or obstruct implementation of the applicable air quality
plan?
No Impact. Approval and implementation of TT15974 will allow for development of 554 dwelling
units and 129,482 square feet of commemial uses. The Addendum approved the development of 726
dwelling units and 94,852 square feet of commercial uses. The decrease of dwelling units and
increase of commercial development at the proposed project will not significantly alter the type and
intensity of permitted uses within the project site; therefore, significant impacts in excess of that
identified in the Final EIR will not occur.
Would the project violate any air quality standard or contribute substantially to an existing
or projected air quality violation?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. The Final EIR concluded that even with implementation of mitigation measures, air
quality impacts resulting from development of the Victoria Arbors Village project remained
significant and unavoidable. The South Coast Air Quality Management District (SCAQMD) has
established thresholds for potentially significant air quality impacts based on primary land use (Table
6-2, CEQA Air Quality Handbook, SCAQMD, 1993). The threshold for residential use ranges from
166 units for single family housing to 612 units for a retirement community. The project is
consistent with the Final EIR and Addendure; therefore, the air quality impacts will not be greater
than was originally analyzed.
Would the projea result in a cumulatively considerable net increase of any criteria
pollutant for which the project region is non-attainment under an applicable federal or
state ambient air quality standard (including releasing emissions which exceed
quantitative thresholds for ozone precursors) ?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. Development of the project site will result in short-term increases in dust and
construction equipment exhaust emissions and long-term regional increases in mobile and stationary
source emissions. The Final EIR identified measures which would reduce air quality impacts
resulting from development of the previous project. Development of the proposed project will not
alter the type and intensity of permitted uses within the project site. No increase in the amount of
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operational and/or construction emissions beyond that estimated in previous environmental
documents will occur. Therefore, no impact related to this issue will occur.
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d) Would the project expose sensitive receptors to substantial pollutant concentrations?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. Development of the proposed project will not alter the type and intensity of permitted
uses within the project site. No increase in the amount of operational and/or construction emissions
beyond that estimated in previous environmental documents will occur. The Final EIR identified
measures which would reduce air quality impacts resulting from development of the previous
project. The proposed project will not result in impacts which were not identified and addressed in
the previous environmental documents. Therefore, no impact related to this issue will occur.
e) Would the project create objectionable odors affecting a substantial number of people ?
No Impact. The Victoria Arbors Village project envisions development of residential and
commercial uses within the project site. The proposed project would not generate new odors, in and
of itself; however, short-term odor impacts (i.e., diesel fumes, asphalt paving) associated with project
construction may occur during construction. These fumes would dissipate quickly, and do not pose a
potentially significant odor impact. Commercial and residential uses will be required to adhere to
standards which ensure the sanitary and timely disposal of solid waste. Odors associated with these
uses would quickly dissipate and would not adversely affect adjacent properties or persons.
Development of the proposed project will not result in the creation of objectionable odors beyond
that identified in previous environmental documents. No impact associated with this issue will
OCCur.
Mitigation Measures from the Final EIR
4.3.1A The Construction Contractor shall select the construction equipment used on-site based on
low emission factors and high energy efficiency. The Construction Contractor shall ensure that
construction grading plans include a statement that all construction equipment will be tuned and
maintained in accordance with the manufacturer's specifications.
4.3.1B The Construction Contractor shall utilize electric or diesel-powered equipment in lieu of
gasoline-powered engines where feasible.
4.3.1C The Construction Contractor shall ensure that construction Fading plans include a statement
that work crews will shut off equipment when not in use. During smog season (May through
October), the overall length of the construction period should be extended, thereby decreasing the
size of the area prepared each day, to minimize vehicles and equipment operating at the same time.
4.3.1D The Construction Contractor shall time the construction activities so as to not interfere with
peak hour traffic and minimize obstruction of through traffic lanes adjacent to the site; if necessary, a
flagperson shall be retained to maintain safety adjacent to existing roadways.
4.3.1E The Construction Contractor shall support and encourage fidesharing and transit incentives
for the construction crew.
4.3.1F Dust generated by the development activities shall be retained on site and keep to a minimum
by following the dust control measures listed below.
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During clearing, grading, earth moving, excavation, or transportation of cut or fill materials,
water trucks or sprinkler systems shall be used to prevent dust from leaving the site and to
create a crust after each day's activities cease.
During construction, water trucks or sprinkler systems shall be used to keep all areas of
vehicle movement damp enough to prevent dust from leaving the site. At a minimum, this
would include wetting down such areas in the later morning and after work is completed for
the day, and whenever wind exceeds 15 miles per hour.
After clearing, grading, earth moving, or excavation is completed, the entire area of disturbed
soil shall be treated immediately by pickup of the soil until the area is paved or otherwise
developed so that dust generation will not occur.
Soil stockpiled for more than two days shall be covered, kept moist, or treated with soil
binders to prevent dust generation.
Tmcks transporting soil, sand, cut or fill materials and/or construction debris to or from the
site shall be harped from the point of origin.
4.3.1H The Construction Contractor shall utilize as much as possible precoated/natural colored
building materials, water-based or low-VOC coating, and coating transfer or spray equipment with
high transfer efficiency, such as high volume low pressure CHVLP) spray method, or manual coatings
application such as paint brush, hand roller, trowel, spatula, dauber, rag, or sponge.
4.3.2A The project shall comply with Title 24 of the California Code of Regulations established by
the Energy Commission regarding energy conservation standards. The project applicant shall
incorporate the following in building plans:
· Planting trees to provide shade and shadow to building;
· Solar or low-emission water heaters shall be used with combined space/water heater unit;
· Refrigerator with vacuum power insulation;
Double-pained glass or window treatment for energy conservation shall be used in all
exterior windows; and
· Energy-efficient low-sodium parking lot lights shall be used.
4.3.3A Use of transportation demand measures (TDM) such as preferential parking for
vanpooling/carpooling, subsidy for transit pass or vanpooling/carpooling, flextime work schedule,
bike racks, lockers, showers, and onsite cafeteria shall be incorporated in the design of the
commercial land uses.
4.3.3B The project proponent shall determine with the City and the electrical purveyor if it is
feasible to pre-wire houses for electrical charges for EV cars and/or optic-fibers for home offices. If
feasible, install EV charges and/or optic-fibers per the electrical purveyor's direction prior to
Certificate of Occupancy.
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4.3.3C Install EV chargers or alternative fuel stations (natural gas) for community wide use at key
commercial and public location(s) such as park and ride lots, Metrolink stations, and commercial
centers.
4.3.3D The developer shall contract with a mitigation monitor to assure compliance and
implementation with the mitigation monitoring program.
4.3.3E The developer shall install bicycle trails per the City's General Bikeways Plan.
Refitned Projea Mitigation Measures
Implementation of the Development Agreement for the proposed project will not result in any new
significant impacts. Therefore, no new and/or refined mitigation measures are required for air
quality issues.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. Comparison of the previous project with the proposed project indicates that them
are no new significant environmental impacts resulting from implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
Them is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would mquim major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has an_al~yzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final E1R. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Find EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
Biological Resources. Would the projec~..
Have a substantial adverse effect, either directly or through habitat modifications, on any
species identified as a candidate, sensitive, or special status species in local or regional
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plans, policies, or regulations, or by the California Department of Fish and Game or U.S.
Fish and Wildlife Service?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. Development of the proposed project would reduce the number of residential units and
increase the amount of commercial acreage within the limits of TT15974. While habitat on site is
substantially degraded, the project site is located within an area proposed by the U.S. Fish and
Wildlife Service (USFWS) as "critical" habitat for the endangered San Bernardino kangaroo rat
(Dipodomys merriamiparvus) (SBKR). Neither the SBKR or other threatened, or endangered
species have been detected on-site. Potential impacts associated with the loss of this degraded
habitat, which is devoid of SBKR or other threatened, or endangered species, would be less than
significant.
Have substantial adverse effect on any riparian habitat or other sensitive community
identified in local or reglonal plans, policies, regulations or by the California Department
of Fish and Game or U.S. Fish and Wildlife Service?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. Development of the proposed project would require the removal of existing on-site
biological resources from the project site, thereby substantially diminishing habitat for wildlife or
plants.
Development of TT15974, and the elimination of coastal sage scrub from the project site would
substantially diminish habitat for wildlife or plants. The coastal sage scrub is not considered to be
"pristine" or of high quality; this conclusion has been reached because portions of the site had been
disturbed in the past by clearing, it is fairly monotypic, being dominated primarily by a single
species (Cal' rnia buckwheat), and it does not support
therefore,~oa significant impact. While the Final EIR threatened or endangered species, and would,
included mitigation to purchase and preserve
off-site lands to compensate for the loss of on-site coastal sage scrub, the City found that the loss of
this resource would not result in a significant environmental impact, acting as the Lead Agency for
the project, has made the determination that because of its poor quality, the coastal sage scrub
present on 'site Bid not warrant preservation; therefore, mitigation measures included in the Final EIR
are not required. The City's e 'o on December 20, 2000, which amended the Victoria Community
Plan Amendment (OrdinanceSfound that the loss of his resource would not result in a
significant environmental impact; therefore, no mitigation is required.
c)
Have a substantial adverse effect on federally protected wetlands as defined by Section 404
of the Clean Water Act (including, but not limited to, marsh, vernal pool, coastal, etc.)
Through direct removal, filling hydrological interruption, or other means?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. The proposed project would result in the loss of 0.4 acre of the 1.4 acres of mixed willow
series on the site. The entire 1.4 acres qualifies as wetlands as defined for purposes of the Federal
Clean Water Act. The loss of the 0.4 acre of mixed willow series/wetland would substantially
diminish habitat for wildlife and plants and is, therefore, considered to be a significant impact. The
following permits have been obtained by the project the applicant:
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Section 404 - U.S. Army Corps of Engineers (Corps) authorization under Nationwide
Permit (NI~FP) 26
A Section 404 permit is required from the U.S. Army Corps of Engineers (Corps) for impacts
on jurisdictional waters of the U.S. This permit was issued to the developer by the Corps on
November 10, 1998. The expiration date has been set at February 11, 2002 for all Pre-
Construction Notices (PCNs) submitted on or before March 9, 2000 (the project PCN was
submitted September 11, 1998). If the authorized activity is initiated or is under contract to
commence prior to February 11, 2002, one additional year will be given to complete the
activity under the present terms and conditions of the nationwide permit (Federal Register
Volume 65, No. 47, issued Thursday, March 9, 2000, pp. 12818 and contimed by Jack
Easton [phone conversation October 23, 2000 with Antal Szijj]).
Section 401 - California Regional Water Quality Control Board (Santa Ana Region)
waiver of waste discharge and water quality certification
The certification was applied for on August 10, 1999 and the certification was issued on
October 25, 1999. There is no expiration date for this permit.
Section 1603 - California Depa rtm en t of Fish an d Game (CDFG) agreem en t regarding
stream alteration
The permit was applied for on January 28, 2000 and the permit was issued on March 7, 2000.
The project was authorized without a Streambed Alteration Agreement, due to expiration of
the CDFG 30-day review period. There is no expiration date for this authorization.
Interfere substantially with the movement of any native resident or migratory fish or
wildlife species or with established native resident or migratory wildlife corridors, or
impede the use of native wildlife nursery sites?
No Impact. Because of the relatively uniform topography of the project site and because linkages to
adjacent habitat are limited by existing barriers, wildlife movement within the limits of the project
site is largely limited to localized and daily movements. Barriers to wildlife movement include
major roadways (Base Line Road on the north, Foothill Boulevard on the south, Etiwanda Avenue on
the east), I-15 on the southeast, and Day Creek Channel (located immediately adjacent to the western
site boundary.)
Implementation of the proposed project will decease the number of dwelling units and increase the
amount of commercial acreage within the limits of TT15974. The Final EIR concluded that
implementation of the Victoria Arbors Village project (of which TT15974 is a component) would not
substantially interfere with the movement of a resident or migratory wildlife species. Therefore,
potential impacts relating to this issue which may result from development of TT15974 will not
occur.
Conflict with any local policies or ordinances protecting biological resources, such as tree
preservation policy or ordinance?
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No Impact. The Final EIR concluded that implementation of the Victoria Arbors Village project (of
which TT 15974 is a component) did not conflict with any local policies or ordinances protecting
biological resources. Therefore, no impact related to this issue will occur.
Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community
Conservation Plan, or other approved local, regional or state habitat conservation plan?
No Impact. The Victoria Arbors Village project (of which TT15974 is a component) is not located
within an adopted habitat conservation plan, natural community conservation plan, or other approved
local, regional or state habitat conservation plan. No impacts associated with this issue will occur.
Mitigation Measures from the Final EIR
Adherence to mitigation included in the Final EIR will reduce potential impacts associated with this
issue to a less than significant level.
4.7.3C Participate in off-site mitigation bank (i.e., Team Artredo) to provide compensation for the
loss of 0.4 acres of mixed willow series.
Refined Project Mitigation Measures
Implementation of the Victoria Arbors Village project will not result in any new significant impacts.
Therefore, no new and/or refined mitigation measures are required for issues related to biological
resources.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. Comparison of the previous project with the proposed project indicates that there
are no new significant environmental impacts resulting from implementation of the Victoria Arbors
Village project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Stody/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final E1R was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
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No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
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5. Cultural Resources. Would the Project...
Cause a substantial adverse change in the significance of a historical resource as defined
in §15064.5?
Less than Significant Impact~o New Information or Changed Circumstances Requiring Preparation
of an EIR. A cultural resource assessment was prepared to assess potential impacts associated with
development of the Victoria Arbors Village project and was included in the Final Err. This
assessment included a records search, literature review, and a pedestrian field survey. No historic
building or structure, archeological, and/or cultural resource was identified within the limits of the
project site. Approval of TT 15974 will not alter this assessment. While the cultural assessment did
not identify on-site cultural, archaeological, or paleontological resources, the Final EIr identified the
potential presence of subsurface archeological/paleontological/historic resources on site. The Final
EIR includes mitigation measures 4.8.1 which states:
In the event a cultural resource is uncovered during the course of the project, ground
disturbing activities in the vicinity of the ~nd should be redirected until the nature and extent
of the ~nd can be evaluated by a qualified archaeologist.
Adherence to this mitigation will reduce potential impacts associated with this issue to a less than
significant level.
Cause a substantial adverse change in the significance of an archaeological resource
pursuant to §15064.5?
No Impact. Please refer to Response 5(a).
c)
Directly or indirectly destroy a unique paleontological resource or site or unique geologic
feature?
No Impact. Please refer to Response 5(a).
d) Disturb any human remains, including those interred outside of formal cemeteries ?
Less than Significant Impact/No New Information or Changed Circumstances Requiring Preparation
of an EIR. While, the cultural assessment prepared for the Victoria Arbors Village EIr did not
identify human remains on site, the Final EIr identified their potential presence within the project
site. Adherence to mitigation included in the Final EIr will reduce potential impacts associated with
this issue to a less than significant level.
Mitigation Measures from the Final EIR
4.8.1
If human remains are encountered, the San Bernardino County Coroner must be notified
within 24 hours. If the Coroner determines that the burial is not historic, but prehistoric, the
Native American Heritage Commission must be contacted to determine the most likely
descendant (MLD) for the area. The MLD may become involved in the disposition of the
burial.
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Refined Project Mitigation Measures
Implementation of the Development Agreement for the proposed project will not result in any new
significant impacts. Therefore, no new and/or refined mitigation measures are required for air
quality issues.
Addendure Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. Comparison of the previous project with the proposed project indicates that there
are no new significant environmental impacts resulting from implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
6. Geology and Soils. Would the Project...
Expose people or structures to potential substantial adverse effects, including the risk of
loss, injury, or death involving:
Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo
Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other
substantial evidence of a known fault? Refer to Division of Mines and Geology Special
Publication 42.
No Impact. The project site is located approximately 1.5 miles from the Red Hill Fault,
approximately 2.6 miles from the Cucamonga Fault, 9.0 miles from the San Jacinto Fault, and 12.0
miles from the San Andreas Fault. Because no on-site earthquake faults have been identified, no
impact associated with this issue will occur.
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ii) Strong seismic ground shaking?
No Impact. Like most of southern California, the project site will be subject to future ground
shaking resulting from movement on local and/or regional faults. Structures and facilities within the
project site will be designed and constructed in accordance with requirements of the latest edition of
the Uniform Building Code CUBC) for Seismic Zone 4. Adherence to these requirements will reduce
potential impacts associated with this issue to a less than significant level.
lii) Seismic-related ground failure, including liquefaction?
No Impact. Liquefaction occurs when loose, unconsolidated, water laden soils are subject to
shaking, causing the soils to lose cohesion. The possibility of liquefaction occurring at a project site
is dependent upon the occurrence of a significant earthquake in the vicinity, sufficient groundwater
(within 40 feet of the ground surface) to cause high pore pressures, and on the grain size, plasticity,
relative density, and confining pressures of the soil at the project site. The Final EIR did not identify
any on-site liquefaction-related impact; therefore, development of the proposed project will not
result in impacts related to this issue.
iv) Landslides?
No Impact. The project site is relatively flat, sloping generally to the south. As stated in the Final
Draft EIR, "...The only portion of the City of Rancho Cucamonga subject to significant landslide or
slope failures is in the northwest comer of the City near the foothills. The project site is located
approximately 4 miles south of the foothills." Therefore, no impact related to this issue will occur.
b) Would the project result in substantial soil erosion or the loss of topsoil?
No Impact. Implementation of the proposed project would result in the modification of the existing
on-site topography to accommodate residential and commercial uses, and community facilities. The
Final EIR did not identify impacts associated with soil erosion or the loss of topsoil. The amount of
residential development permitted under the proposed project would decrease from that identified in
the FinaLEl;R and the Addendum. The. !o~ation a~d exte__nt of_~ny~r_eqt~ired _l.a. ndform modification
would approximate that required for implementation of the previously certified project. Therefore,
potential soil erosion impacts and/or impact associated with the loss of topsoil will not exceed that
identified in the Final EIR.
c)
Would the project be located on a geologic unit or soil that is unstable, or that would
become unstable as a result of the project, and potentially result in on- or off-site
landslide, lateral spreading, subsidence, liquefaction or collapse?
No Impact. Please refer to responses 6a (iii) and 6a (iv). The proposed project does not involve the
extraction of subsurface liquids. The proposed project will alter the geologic/seismic environment of
the project site by adding residential and commercial structures in a seismically active region of
Southern California; however, potential landslide, liquefaction, lateral spreading, or subsidence
impacts will be no greater than that identified in the Final EIR.
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Would the project be located on expansive soil, as defined in Table 18-1-B of the Uniform
Building Code (1994), creating substantial risks to life or property?
No Impact. As stated in the Final EIR, the project site is underlain by the Tujunga soil series,
"...which has a very low expansive potential." No impact associated with this issue will occur.
Would the project have soils incapable of adequately supporting the use of septic tanks or
alternative waste water disposal systems where sewers are not available for the disposal of
waste water?
No Impact. The site is not currently served by sanitary sewers. Sanitary sewer service will be
provided by Cucamonga County Water District (CCWD). Wastewater flows will be conveyed to
facilities operated by the Inland Empire Utilities Agency (IEUA). Implementation of the proposed
project will not alter the planned method of wastewater disposal. Because the proposed project will
not utilize septic or alternative methods of wastewater disposal, no impact associated with this issue
will occur.
Mitigation Measures from the Final EIR
The Final EIR did not include mitigation measures for issues related to geology and soils because
these issues were identified as less than significant.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in any new significant impacts. Therefore, no
new end/or refined mitigation measures are required for issues related to geology and soils.
,4ddendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major chenges to the Final
E1R are required. Comparison of the previous project with the proposed project indicates that there
are no new significant environmental impacts resulting from implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significent effect may occur that was not reported in the Final EIR. Based on the
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information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
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7. Hazards and Hazardous Materials. WouM the ProjecL..
Create a significant hazard to the public or the environment through the routine transport,
use, or disposal of hazardous materials?
No lmpact. Implementationoftheproposedprojectpermitsdevelopmentofmixedresidentialand
commercial uses throughout the project site. Although, commercial outlets sell paints, petroleum
products, compressed gases, solvents, pesticides, and cleaning supplies, the routine transport,
storage, and sale of these substances is not anticipated to create a significant hazar~l to the public or
environment beyond that identified in the Final EIF,.
Would the project create a significant hazard to the public or the environment through
reasonably foreseeable upset and accident conditions involving the release of hazardous
materials into the environment?
No Impact. The proposed project would not expose persons to hazardous substances beyond those
routinely utilized within homes and commercial outlets. Implementation of the proposed project will
not substantially increase the quantities of hazardous materials transported or stored within the limits
of the project site. The proposed project will not significantly increase the potential for the
accidental release of hazardous materials into the environment; therefore, potential impacts
associated with this issue will not exceed that identified in the Final EIR
c)
Would the project emit hazardous emissions or handle hazardous or acutely hazardous
materials, substances, or waste within one-quarter mile o fan existing or proposed school?
Less than Significant Impact. The previously certified Victoria Arbors Village E1R included an
elementary school site. Though reduced slightly in size, this elementary school site remains a
component of the TT15974. The proposed elementary school site does not lie within 0.25 mile of a
hazardous material producer or user; therefore, impact associated with this issue will not occur.
~Fould the project be located on a site which is included on a list of hazardous materials
sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it
create a significant hazard to the public or the environment?
No Impact. There are no hazardous materials on-site. Therefore, no impact associated with this
issue will occur.
e)
FFould the project be located within an airport land use plan or, where such a plan has not
been adopted, within two miles of a public airport or public use airport, would the project
result in a safety hazard for people residing or working in the project area?
No Impact. The project site is located approximately 4.5 miles northeast of Ontario International
Airport, 8.0 miles west of Rialto Municipal Airport, and 9.0 miles east of Cable Airport (Upland).
Development of TT15974 will not result in a safety hazard for persons residing or working within
the project site. No impact associated with this issue will occur.
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Would the project be located within the vicinity of a private airstrip, would the project
result in a safety hazard for people residing or working in the project area?
No Impact. Please refer to Response 7(e).
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Would the project impair implementation of or physically interfere with an adopted
emergency response plan or emergency evacuation plan?
No Impact. Implementation of TT15974 will increase traffic on local and regional roadway
networks. The amount of residential and commercial development permitted within the project site
will not increase beyond that identified in the Final EIR, and development of the project site has been
assumed during preparation of local planning documents; therefore, potential impacts associated
with this issue would not exceed that recognized in previous environmental/planning documents.
Developer(s) of the project site will be required to design, construct, and maintain structures,
roadways, and facilities to comply with applicable local, regional, State and/or federal requirements
related to emergency access and evacuation plans. Construction activities which may temporarily
restrict access will be required to implement adequate and applicable measures to facilitate the
passage of persons and vehicles through the project site. Adherence to these measures will reduce
potential impacts related to this issue to a less than significant level.
Would the project expose people or structures to a significant risk of loss, injury or death
involving wildland fires, including where wildlands are adjacent to urbanized areas or
where residences are intermixed with wildlands ?
No Impact. The project site is currently vegetated with a variety of weeds, annual grasses, shrubs,
abandoned vineyards, and other plant material. This vegetation will be removed to allow for the
construction of homes, and commercial sites. All new construction will comply with applicable
standards of the Uniform Fire Code and regulations of the Rancho Cucamonga Fire District (RCFD);
therefore, no impact will occur.
Mitigation Measures from the Final EIR
The Final EJR did not include mitigation measures related to hazards and/or hazardous materials
because no significant impacts related to hazards and/or hazardous materials are identified.
Refined Project Mitigation Measures
Implementation of the prop~ied projedi will not result in new significant imbacts or increase the degree
of impacts identi fled in the Final EIR. No new and/or refined mitigation measures are required for issues
related to hazards and/or hazardous materials.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined that
there are no new significant environmental impacts resulting from implementation of proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
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No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether there
is new information that was not available at the time the Final EIR were certified that may indicate that
a new significant effect may occur that was not reported in the Final EIR. Based on the information and
analysis above, there is no substantial new information that there will be new, significant impacts
requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects identified
in the Final EIR.
h) Hydrology and Water Quality. Would the Project...
a) Violate any water quality standards or waste discharge requirements?
No Impact. Development within the project will adhere to applicable provisions of the National
Pollutant Discharge Elimination System (NrPDES) permit as required by the California Regional
Water Quality Control Board (RWQCB), Santa Ana Region. Development of TT15974 will not
substantially alter type or scale of uses within the limits of proposed project. Adherence to
applicable requirements of the NPDES permit will reduce potential impacts associated with this issue
to a less than significant impact.
Substantially deplete groundwater supplies or interfere substantially with groundwater
recharge such that there would be a net deftFit in aquifer volume or a lowering of the local
groundwater table level (~g., the production rate of pre-existing nearby wells would drop
to a level which would not support existing land uses or planned uses for which permits
have been granted)?
No Impact. Development within the limits of TT15974 envisions a reduction in the number of
dwelling units from that identified in the Final EIR and/or Addendum. No increase in the amount of
water required to service the project site or the amount of impermeable surfaces is anticipated.
Therefore, development of the project site will not result in impacts related to groundwater supply
and/or recharge beyond that identified in the Final E1R.
c)
Substantially alter the existing drainage pattern of the site or area, including through the
alteration of the course of a stream or river, in a manner which would result in substantial
erosion or siltation on- or off-site?
No Impact. Development of TT15974 envisions a reduction in the number of dwelling units from
that proposed in the Final EIR and/or Addendum. Changes to the number, location, and/or
configuration of dwelling units will not substantially alter drainage patterns beyond that identified in
previous environmental documents. No impact associated with this issue will occur.
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Substantially alter the existing drainage pattern of the site or area, including through the
alteration of the course of a stream or river, or substantially increase the rate or amount of
surface runoff in a manner, which would result in fiooding on- or off-site?
No Impact. On-site storm water facilities will be designed, installed, and maintained to adequately
handle the ultimate drainage anticipated for the area. Development of TT15974 will not
substantially modify the configuration of residential and commercial areas, from that identified in the
Final EIR and/or Addendum. Therefore, no impact associated with this issue will occur.
e)
Create or contribute runoff water which would exceed the capacity of existing or planned
storm water drainage systems or provide substantial additional sources of polluted runofj?.
No Impact. The proposed project would reduce the number of dwelling units, while increasing the
amount of commercial space from that identified in the Final EIR and/or Addendum. No significant
increase in the amount of impermeable surfaces is anticipated. Development of the proposed project
will not create or contribute runoff in excess of that identified in the Final EIR. Development of
TT15974 will adhere to applicable provisions of the NPDES permit as required by the RWQCB. No
impact beyond that addressed in the Final EIR will occur.
J9 Otherwise substantially degrade water quality?
No Impact. Implementation TT15974 will not alter the type of proposed on-site uses from that
envisioned in the Final EIR and/or Addendum. Development within the project site will adhere to
applicable provisions of the NPDES permit as required by the RWQCB. No impact beyond that
addressed in the Final EIR will occur.
Place housing within a l O0-year fiood hazard area as mapped on a federal Flood Hazard
Boundary or Flood Insurance Rate Map or other flood hazard delineation map?
No Impact. The project site is not located within a 100-year flood hazard area. No impact associated
with this issue will occur.
h) Place within a 100-yearfiood hazard area structures which would impede or redirect fiood
flows?
No Impact. The project site is not within a 100-year flood hazard area. No impact will occur.
Expose people or structures to a significant risk of loss, injury or death involving flooding,
including flooding as a result of the failure of a levee or dam?
No Impact. Development of TT15974 includes the installation of on-site storm water facilities.
These facilities will be designed, installed, and maintained to adequately handle the ultimate
drainage anticipated for the area. The proposed project would reduce the number of dwelling units,
while increasing the amount of commercial space from that identified in the Final EIR and
Addendum. These modifications would not increase risks from flood related events beyond that
identified in the Final EIR and Addendum.
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j) Be subject to inundation by seiche, tsunami, or mud flow?
No Impact. The project site is not located adjacent to coastal waters or large, contained, bodies of
water. Therefore, impacts resulting from either a tsunami or seiche will not occur. The project site
is relatively flat, sloping generally to the south. The proposed project would reduce the number of
dwelling units, while increasing the amount of commercial space from that identified in the Final
EIR and Addendum. Previous environmental documents did not identify significant impacts related
to seiche, tsunami, or mudflow hazards. Development within the limits of TT15974 are not
substantially altered as to increase potential seiche, tsunami, or mudflow impacts beyond that
identified in the Final EIR and Addendum. No impact with this issue will occur.
Mitigation Measures from the Final EIR
The Final EIR did not include mitigation measures related to hazards and/or hazardous materials
because no significant impacts related to hazards and/or hazardous materials are identified.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in new significant impacts or increase the degree
of impacts identified in the Final EIR. No new and/or refined mitigation measures are required for issues
related to hazards and/or hazardous materials.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined that
there are no new significant environmental impacts resulting from implementation of proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether there
is new information that was not available at the time the Final E1R were certified that may indicate that
a new significant effect may occur that was not reported in the Final EIR. Based on the information and
analysis above, there is no substantial new information that there will be new, significant impacts
requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects identified
in the Final EIR.
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9) Land Use and Planning. Would the ProjecL..
a) Physically divide an established community?
No Impact. The project site is currently vacant. Implementation of TT15974 will not physically
divide an established community; therefore, no impact related to this issue will occur.
Conflict with any applicable land useplan, policy, or regulation of an agency with
jurisdiction over the project (including, but not limited to the general plan, specific plan,
or zoning ordinance) adopted for the purpose of avoiding or mitigating an environmental
effect?
No Impact. The Final EIR identified impacts associated with the modification of land use
designations to approximately 192 acres within the Victoria Community Plan and the Etiwanda
Specific Plan. TT15974 is implementing the changes already approved with the amendments to the
Victoria Community Plan and is also implementing the approved Victoria Arbors Village Plan.
The underlying land use established by the City would permit the development of residential,
commercial, community facility, and recreational uses, which transition smoothly from lower
intensity to higher intensity uses. The approval and implementation of TT15974 will not
significantly alter the scale, intensity, or location of on-site uses from that identified in the Final EIR
and Addendum; therefore, potential impacts associated with this issue will be less than significant
and no further mitigation is required.
c)
Conflict with any applicable habitat conservation plan or natural community conservation
plan?
No Impact. The project site is not located within a habitat conservation plan urea or a natural
community conservation plan area; therefore, no impact associated with this issue will occur.
Mitigation Measures from the Final EIR
In order to mitigate impacts related to incompatibilities of adjacent land uses, the Final E1R included
the following mitigation measures:
4.1.6A Lots within the Victoria Arbors Village project with backyurds that abut upon commercial or
office/professional uses shall be set back 60 feet from the common property line. Homes on lots
whose side yurds abut commercial or office/profession uses shall be set back 30 feet from the
common property line. The City determines that the requirement of an additional 20 feet landscape buffer with a non-
buildable deed restriction in perpetuity will mitigate the incompatible land use.
4.1.6B The number of windows which look onto commemial or office/professional uses shall be
minimized. Windows which look upon these uses shall be double paned. Window insulation shall
be sufficient to ensure interior noise levels to 45 dB CNEL.
4.1.6C An 8-foot slump block wall shall be constructed along the common property line which
sepurates the residential and non-residential use. The base of the wall shall be planted with a 16-foot
wide buffer (8 feet of landscaping on each side of the wall). Landscaping materials shall be
reviewed and approved by the Planning Director.
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4.1.6D The CC & Rs for any residential unit abutting upon a non-residential use shall disclose the
presence of the adjacent non-residential use and, to the extent possible describe the potential
nuisances which might be generated by the non-residential use.
4.1.6E No residential or non-residential use shall generate noise, odors, or unnecessary light, glare
or shadow beyond the property line of said use.
4.1.6F A 20-foot landscape r-a ~'~ ' .... a~:"--tV' .... :'"~ buffer shall be provided on the north
side of Church Street between Etiwanda Avenue and Day Creek Boulevard. Landscaping materials
shall contain a variety of species used to buffer traffic noise and light and glare from potential
commercial uses south of Church Street. The landscape design shall be reviewed and approved by
the Planning Director.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
El;P, are required. Comparison of the previous project with the project as described in Section 2.3 of this
document indicates that there are no new significant environmental impacts resulting from
implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Stody/Addendum has analyzed all available relevant information to determine whether there
is new information that was not available at the time the Final EIR was certified that may indicate that
a new significant effect may occur that was not reported in the Final EIR. Based on the information and
analysis above, there is no substantial new information that there will be new, significant impacts
requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
10. Mineral Resources. Would the Project..
Result in the loss of availability of a known mineral resource that would be of value to the
region and the residents of the state?
No Impact. The project site does not contain any extractable resource; therefore, implementation of
proposed project will not result in the loss of availability of a known mineral resource. No impact
related to this issue will occur.
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Result in the loss of availability of a locally-important mineral resource recovery site
delineated on a local general plan, specific plan or other land use plan?
No Impact. The City's General Plan does not identify any aggregate extraction areas within the
limits of the project site. The closest mapped Surface Mining and Reclamation Act resource area is
located over 2.0 miles northwest of the project site. No impact associated with this issue will occur.
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Mitigation Measures from the Final EIR
The Final EIR did not include mitigation measures related to mineral resources because no
significant impacts to mineral resources will occur.
Refitned Project Mitigation Measures
Implementation of the proposed project will not will not result in new significant impacts or increase
the degree of impacts identified in the Final E1R. No new and/or refined mitigation measures are
required for issues related to mineral resources.
,4ddendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
E1R are required. A comparison of the previous project with the proposed project has determined
that there are no new significant environmental impacts resulting from implementation of proposed
project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final El/( were certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible altematives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
11. Noise. ttzould the Project...
Result in exposure of persons to or generation of noise levels in excess of standards
established in the local general plan or noise ordinance, or applicable standards of other
agencies?
Less than Significant Impact/No New information or Changed Circumstances requiring Preparation
of an EIR. The Final EIR identified potential noise impacts associated with development of the
proposed project and provided mitigation measures to reduce the significance of these impacts.
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Short-Term Construction-Related Impacts
Noise levels from grading and other construction activities for the proposed project may range up to
85 dBA at the closest residences to the northeast of the project site north of Base Line Road or to the
east of Etiwanda Avenue for very limited times when construction occurs near them. Construction-
related noise impacts would be potentially significant; however, with implementation of mitigation
measures identified, the impact would be reduced to less than significant.
Long-Term Traffic Noise Impacts
Increases in noise levels could result from project-related traffic on access roads leading to the
project site. Project-related long-term vehicular trip increases would be 36,134 daily. The
incremental project-related traffic noise level increases would be less than 3 dBA, except along
Church Street between Rochester Avenue end future Day Creek Boulevard, where the increase would
be 4.2 dBA but no sensitive uses exist currently in this area. No significant traffic noise impacts on
off-site sensitive uses are anticipated. However, proposed on-site residential uses would potentially
be exposed to traffic noise levels exceeding the 60 dBA Ldn standard recommended for residential
uses. Implementation of mitigation measures would be required to reduce such an impact to less than
significant.
The applicable noise standards governing the project site are the criteria in the City's Noise Element
and Development Code.
Approval and implementation of TT15974 will not alter this assessment. Adherence to mitigation
included in the Final EIR and Addendum will reduce potential impacts associated with this issue to a
less than significant level.
Result in exposure of persons to or generation of excessive ground borne vibration or
ground borne noise levels?
Less than Significant Impact/No New information or Changed Circumstances requiring Preparation
o. fan EIR. The Final EIR identified potential impacts associated with ground borne noise levels from
construction of the proposed project and provided mitigatioh measures to reduce the significance of
these impacts. Excavation, grading, and building erection on site during construction of TT15974
would result in short-term noise impacts. Ambient noise levels during construction would be higher
than the existing ambient noise levels in the project area today, but would no longer occur once
construction of the project is complete. Approval of TT15974 will not alter this assessment.
Adherence to mitigation included in the Final EIR will reduce potential impacts associated with this
issue to a less than significant level.
c)
Result in a substantial permanent increase in ambient noise levels in the project vicinity
above levels existing without the project?
No Impact. Increases in ambient noise levels for the proposed project are temporary in nature and
would not result in a permanent increase in ambient noise levels in the project vicinity. No impact
would occur.
Result in a substantial temporary or periodic increase in ambient noise levels in the
project vicinity above levels existing without the project?
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Less than Significant Impact/No New information or Changed Circumstances requiring Preparation
of an EIR. Please refer to response t l(a).
If located within an airport land use plan or, where such a plan has not been adopted,
within two miles of a public airport or public use airport, expose people residing or
working in the project area to excessive noise levels?
No Impact. The proposed project site is located approximately 3 miles noaheast of Ontario
International Airport, 7 miles west of Rialto Municipal Airport, and 8 miles northeast of Cable
Airport CLipland). Development of TT15974 will not alter the type or scale of permitted uses within
the project site. No impact with this issue will occur.
If within the vicinity of a private airstrip, expose people residing or working in the project
area to excessive noise levels?
No Impact. Please refer to response 1 l(e).
Mitigation Measures from the Final EIR
4.4.1A During all project site excavation and grading on-site, the project contractors shall equip all
construction equipment, fixed or mobile, with properly operating and maintained mufflers consistent
with manufacturers standards.
4.4.1B The project contractor shall place all stationary construction equipment so that emitted noise
is directed away from sensitive receptors to the east of the site.
4.4.1C The construction contractor shall locate equipment staging in areas that will create the
greatest distance between construction-related noise sources and noise sensitive receptors to the east
of the site during all project construction.
4.4.1D During all project site construction, the construction contractor shall limit all construction-
related activities that would result in high noise levels to betwean the hours of 6:30 a.m. and 8:00
p.m. Monday through Saturday, unless such construction activities do not result in noise levels
exceeding 45 dBA at residences to the east of the site. No construction shall be allowed on Sundays
and public holidays.
4.4.2A Noise studies shall be required to be submitted to the City for review and approval prior to
final map approval for residential units proposed within the following areas:
Within 341 feet of the centerline of Base Line Road between future Day Creek Boulevard
and Victoria Park Lane.
Within 397 feet of the centerline of Base Line Road between Victoria Park Lane and
Etiwanda Avenue.
Within 58 feet of the centerline of Church Street between Rochester Avenue and future Day
Creek Boulevard.
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Within 125 feet of the centerline of Church Street between future Day Creek Boulevard and
Etiwanda Avenue.
Within 272 feet of the centerline of future Day Creek Boulevard between Base Line Road
and Church Street.
Mitigation such as setback, concrete block wall, or earthen berm or their combination along the
property line, proper building orientation, building facade upgrade, double-pained windows, and/or
mechanical ventilation shall be provided.
Adherence to these mitigation measures reduced potential impacts from noise to below a level of
significance.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in new significant impacts or increase the
degree of impacts identified in the Final EIR. No new and/or refined mitigation measures are
required for issues related to noise.
Addendure Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined
that there are no new significant environmental impacts resulting from implementation of the
proposed project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible altematives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
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1.2. Population and Housing. WouM the Project...
Induce substantial population growth in an area, either directly (for example, by
proposing new homes and businesses) or indirectly (for example, through extension of
roads or other infrastructure) ?
No Impact. No significant impact related to this issue was identified under any previous
environmental documentation for the project site. The proposed project envisions the construction of
554 single-family dwelling units. Based on an average of 3.01 persons per dwelling units, these 554
units would generate a population increase of 1,668 persons. The number of dwelling units proposed
is reduced from that approved under the Final E1R and Addendure; therefore, development of the
project site as envisioned in TT15974 would not significantly induce growth beyond that anticipated
by the City. No impact related to this issue will occur.
b)
Displace substantial numbers of existing housing or people, necessitating the construction
of replacement housing elsewhere?
No Impact. No residential structures are located on-site. No impacts related to this issue will occur.
c)
Displace substantial numbers of people, necessitating the construction of replacement
housing elsewhere?
No Impact. Please refer to Response 12(b).
Mitigation Measures from the Final EIR
The Final EIR did not include mitigation measures related to population/housing issues because no
significant impacts related to population/housing will occur.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in new significant impacts or increase the
degree of impacts identified in the Final EIR. No new and/or refined mitigation measures are
required for issues related to population/housing issues.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined
that there are no new significant environmental impacts resulting from implementation of proposed
project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
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No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR were certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring maj or revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
H Public Services: FFouldtheproject...
Result in substantial adverse physical impacts associated with the provision of new or
physically altered governmental facilities, need for new or physically altered governmental
facilities, the construction of which would cause significant environmental impacts, in
order to maintain acceptable service ratios, response times or other performance
objectives for any of the public services:
Fire protection?
Less than Significant Impact/No New information or Changed Circumstances requiring Preparation
of an EIR. As compared to the Final EIR and Addendum, the proposed project will reduce the
number of dwelling units and increase the amount of commercial acreage wittfm the limits of
TT15974 by approximately 3.18 acres. As identified in Final EIR, development associated with the
Victoria Arbors Village would increase the demand for fire protection in the area and would require
additional staffing and facilities to accommodate growth. While the number of dwelling units is
reduced, demand for fire protection services will be similar to that identified in the Final EIR.
Implemerit~tion of mitigation included in the Final EIR would reduce impacts associated with this
issue to a less than significant level.
ii) Police protection ?
Less than Significant Impact/No New information or Changed Circumstances requiring Preparation
of an EIR. As compared to the Final EIR and Addendum, the proposed project will reduce the
number of dwelling units and increase the amount of commercial acreage within limits of TT 15974.
As identified in Final EIR, development associated with the Victoria Arbors Village would increase
the demand for police protection in the area and would require additional staffing and facilities to
accommodate growth. While the number of dwelling units is reduced by 172 units (offset by an
increase in commercial space), demand for police protection services will be similar to that identified
in the Final EIR. Implementation of mitigatinn included in the Final EIR would reduce impacts
associated with this issue to a less than significant level.
iii) Schools?
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Less than Significant Impact/No Changes or New Information Requiring Preparation of an EIR. As
identified in the Final EIR, development associated with build-out of the Victoria Arbors Village
project will increase demand on local school facilities. Because the number of units envisioned in
TT15974 is reduced from that proposed for the same area in the Final E1R, the demand for school
services and facilities will be proportionally reduced from that identified in the Final EIR.
ImplementatiOn of mitigation measures included in the Final EIR will reduce the proposed project's
impact on school facilities.
iv) Parks ?
No Impact. Please refer to Responses t4 (a) and (b).
v) Other Public Facilities
No Impact. Development of the proposed project would reduce the number of residential units and
increase the amount of commercial acreage within the limits of TT 15974; therefore, no increase in
the demand for library, medical, or social services will take place. No additional maintenance burden
of public facilities is anticipated. Therefore, no impact associated with this issue will occur.
Mitigation Measures from Final EIR
The following mitigation measures directly correspond to the numbered impact statements in the
impact analysis discussion:
Schools:
4.5.1A The developer shall be required to execute an agreement with Etiwanda School District and
Chaffey Joint Union High School District to provide adequate mitigation. Such an agreement shall
be executed prior to Planning Commission approval for any residential project within the General
Plan Amendment area. Actual implementation of the agreement by the payment of fees, dedication
of sites or other mitigation will take place as building permits are obtained ~ C trY
4.S.IB In the event that the developer declines to execute a mitigation agreement, the City shall
require full mitigation as a condition of approval. Full mitigation shall be accomplished by means of
a requirement to form a Mello-Roos Community Facilities district for school facilities. In order to
reduce the burden on the future homeowners, it is possible to structure the community facilities
district such that some of the s ecial taxes would be prepaid by the develo er. -r/.-~ CtTY'
R
Police:
4.5.3A As stated in the General Requirements and Approvals for the Police Department for the City,
a signed consent and waiver form to join and/or form the Law Enfomement Community Facilities
District shall be filed with City Engineering prior to final map approval or the issuance of building
permits, whichever occurs first for any projects within the project area between Base Line Road and
1-15. Formation costs shall be borne by the developer.
Fire:
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4.5.4A The developer shall join the Mello-Roos Community Facilities District to provide fire
protection services to the site.
4.5.4B The developer shall install automated fire sprinkler systems in commercial, industrial, and
multi-family residential units in accordance with Rancho Cucamonga Fire Protection District
Ordinance No. 15 and Rancho Cucamonga Fire Protection District Ordinance No. 22.
Refined Project Mitigation Measures
Implementation of the proposed project will not result in new significant impacts or increase the
degree of impacts identified in the Final EIR. Therefore, no new and/or refined mitigation measures
are required for issues related to public services issues.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. A comparison of the previous project with the proposed project has determined
that there are no new significant environmental impacts resulting from implementation of proposed
project.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR were certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
14.
Parks and Recreation
Would the project increase the use of existing neighborhood and regional parks or other
recreational facilities such that substantial physical deterioration of the facility would
occur or be accelerated?
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No lmpact. DevelopmentofTT15974withinaportionofthelargerVictoriaArborsVillageproject
area would result in the construction and occupation of 554 dwelling units. Based on a factor of 3.01
persons per dwelling unit, this level of development would increase the City's population by 1,668
persons.
The City requires 5 acres of active park space per every 1,000 residents; therefore, the population
resulting from development of TT15974 will require the provision of 8.34 (1.668 x 5) acres of active
park space. The proposed project provides 10.71 acres of park and trail space. Because the proposed
project provides park space in excess of that required, no impact associated with this issue will occur.
Does the project include recreational facilities or require the construction or expansion of
recreational facilities which might have an adverse physical effect on the environment?
No Impact. Development of TT15974 will increase the population of the City by 1,668 persons. To
meet the City's active park space requirement, the proposed project will be required to provide 8.31
acres of active park space. Impacts related to the development of park space were addressed in the
Final EIR. The dedication and/or development of park space within the limits of the proposed
project would not result in impacts beyond that identified in the Final EIR.
Mitigation Measures from Final EIR
The mitigation measures Final EIR have been satisfied by the design of the proposed project.
Refined Project Mitigation Measures
The implementation of the proposed project will not result in significant impacts, not identified in the
Final EIR. Therefore, no new and/or refined mitigation measures are required for issues related to
public services issues.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis and information, there is no evidence that major changes to the Final
EIR are required. Comparison of the previous project with the project as described in the final EIR
of this document indicates that there are increased environmental impacts resulting from
implementation of the Victoria Arbors Village Addendum. However, with refinement and
implementation of new mitigation measures, these impacts can be mitigated to a less than significant
level.
No Substantial Change in Circumstances Requiring Major EIR Revisions
There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
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No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to deterrmne whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiring major revisions of the Final E1R. Impacts associated with parks and
recreation are mitigated to a level of less than significant.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible altematives to the project that must be considered
to substantially reduce one or more of the significant effects identified in the Final EIR.
15. Transportation/Traffic. Would the Project..
Cause an increase in traffic which is substantial in relation to the existing traffic load and
capacity of the street system (i.e., result in a substantial increase in either the number of
vehicle trips, the volume to capacity ratio on roads, or congestion at intersections)?
Less than Significant Impact/No Changes or New Information Requiring Preparation of an EIR. The
proposed project would result in the construction of 554 residential units and 129,482 square feet of
commercial uses. When compared to the Addendum, implementation of TT 15974 would result in
the construction of 172 fewer residential units and 34,630 more square feet of commercial space.
While traffic associated with the proposed project would increase traffic volumes beyond that which
currently exist, the amount of traffic resulting from the project is no greater than that anticipated for
the certified EIR and Addendum.
Exceed, either individually or cumulatively, a level of service standard established by the
county congestion management agency for designated roads or highways?
No Iinpact. No significant increase in the number of vehicle trips, volume to capacity ratios, or
congestion on local roadways is anticipated as a result of development of the project site (as
entitled). Therefore, impacts to level of service standards will be no greater then identified in the
Final EIR.
Result in a change in air traffic patterns, including either an increase in traffic levels or a
change in location that results in substantial safety risks?
No Impact. TF15974 does not include an air transportation component, nor will the proposed project
affect operations at any local air facility; therefore, no impact related to this issue will occur.
Substantially increase hazards due to a design feature (e.g., sharp curves or dangerous
intersections) or incompatible uses (e.g.,farm equipment)?
No Impact. Development of the Victoria Arbors Village project will not significantly increase the
type or scale of perrmtted uses within the project site, and will not increase hazards from
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LSA ASSOCIATES, INC
incompatible uses or design features. Adherence to mitigation measures included in the Final EIR
and applicable City standards will preclude impacts related to this issue.
e) Result in inadequate emergency access?
Less than Significant Impact/No Changes or New Information Requiring Preparation of an EIR.
Development of the project site proposes 554 residential units and 129,482 square feet of commercial
space permitted within the limits of the project site. Compliance with applicable emergency access
requirements of the San Bemardino County Fire Department (SBCFD), San Bemardino County
Sheriff's's Department (SBSD), and/or the City of Rancho Cucamonga will ensure that emergency
response to the site will not be hampered. Approval and implementation of TT15974 will not result
in inadequate emergency access, therefore, no impact beyond that identified in the Final Ell>, will
octtit.
J9 Result in inadequate parking capacity?
No Impact. Development of the project site as proposed will not significantly alter the type or scale
of permitted uses within the project site. The Final EIR did not identify any significant impact
associated with the provision of parking. Parking for commercial uses and community facilities will
be provided per City of Rancho Cucamonga standards. Approval of TT15974 will not alter the
previous assessment, therefore, no impact beyond that identified in the EIR will occur.
Conflict with adopted policies, plans, or programs supporting alternative transportation
(e.g., bus turnouts, bicycle racks)?
No Impact. TT15974 does not significantly alter the scale or intensity of uses from that identified in
the Final EIR and Addendum. Development within the project site will be subject to applicable City
policies, which support the provisions of altemative methods of transportation; therefore, no impact
related to this issue will occur.
Mitigation Measures from the Final EIR
Adherence to mitigation measures included in the Final EIR will reduce potential impacts associated
with this issue to a less than significant level.
4.2.1A The project proponent shall contribute a traffic fee in accordance with the City's adopted
traffic fee program for backbone infrastructure (Transportation Department Impact Fee Ordinance
No. 445) as the project's fair share contribution to additional circulation improvements identified as
necessary to maintain an acceptable level of service as identified in a Traffic Impact Analysis.
Applicant shall make a fair share contribution to traffic as determined by the City Engineer. These
additional circulation improvements shall consist of the following:
Haven Avenue/Foothill Boulevard - By 2015, the addition of a northbound fight turn lane.
Milliken Avenue/Foothill Boulevard - By project opening, the addition of a third eastbound
through lane. By 2015, further improvements will include the addition of a third westbound
through lane and a northbound right turn lane.
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Day Creek Boulevard/Foothill Boulevard - By project opening, the addition of a
westbound free right turn lane.
Victoria Park Lane/Base Line Road - By project opening, the addition of an eastbound
fight turn lane. By 2015, further improvements will include the addition of a southbound
right tim lane and a second westbound left turn lane.
Etiwanda Avenuefl[lighland Avenue - By 2015, the addition of a northbound right turn lane
and a southbound fight turn lane.
Etiwanda Avenue/Victoria Street - By 2015, signalization.
Etiwanda Avenue/Base Line Road - By 2015, modification of signal timing to provide a
cycle length of less than 130 seconds.
Etiwanda Avenue/Church Street-Miller Avenue - By project opening, signalization. By
2015, further improvements will include the addition of a northbound left turn lane, a
northbound right turn lane, a southbound left turn lane, a southbound fight turn lane, an
eastbound left turn lane, an eastbound right turn lane, a westbound left turn lane, and a
westbound fight turn lane.
Etiwanda Avenue/Foothill Boulevard - By 2015, the addition of a northbound through
lane, a northbound flee right turn lane, and a southbound through lane.
Etiwanda Avenue/Arrow Route - By project opening, the addition of a northbound through
lane. By 2015, further improvements include the addition of a second northbound left turn
lane, a third northbound through lane, a second southbound through lane, and a second
eastbound left turn lane.
Etiwanda Avenue/San Bernardino Avenue - By 2015, the addition of a third northbound
through lane and a third southbound through lane.
East Avenue/Base Line Road - By 2015, the addition of a northbound left turn lane, an
eastbound right turn lane, and a westbound right turn lane.
Cherry Avenue/Base Line Road - By project opening, the addition of a second eastbound
through lane. By 2015, further improvements include the addition of a second northbound
left turn lane, a second northbound through lane, a southbound fight turn lane, and an
eastbound right turn lane.
1-15 Southbound Ramps/Base Line Road - By project opening, the addition of a
westbound flee fight turn lane and a second westbound left turn lane. By 2015, further
improvements include the addition of a second southbound right turn lane.
1-15 Northbound Ramps/Base Line Road - By project opening, the addition of a second
eastbound left and the conversion of the northbound fight turn lane to a free right turn lane
and the addition of a second northbound left turn lane. By 2015, further improvements
include the addition of a second northbound right turn lane and a third westbound through
lane.
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4.2.2 The project shall contribute on a fair-share basis to the cost of providing the following
freeway lane additions:
SR-30 Eastbound
LA County Line to 1-15 - addition of two lanes
I-15 to Alder Avenue - addition of one lane
SR-30 Westbound
LA County line to 1-15 - addition of two lane
I-15 to Alder Avenue - addition of one lane
1-10 Eastbound
LA County line to Euclid Avenue - addition of four lanes
Euclid Avenue to Vineyard Avenue - addition of three lanes
Vineyard Avenue to Archibald Avenue - addition of two lanes
Archibald Avenue to Milliken Avenue - addition of three lanes
Milliken Avenue to I-15 - addition of four lanes
1-15 to Citrus Avenue - addition of two lanes
I-I0 Westbound
LA County line to Monte Vista - addition of three lanes
Monte Vista to Milliken Avenue - addition of two lanes
Milliken Avenue to I-15 - addition of three lanes
1-15 to Citrus Avenue - addition of two lanes
1-15 Noahbound
Jurupa Avenue to I-10 - addition of one lane
I-10 to Cherry Avenue - addition of two lanes
Cherry Avenue to Sierra Avenue - addition of one lane
1-15 Southbound
Sierra Avenue to Jurupa Avenue - addition of one lane
Refined Project Mitigation Measures
Implementation of the proposed project will not result in any new significant impacts. Therefore, no
new and/or refined mitigation measures axe required for issues transportation related issues.
Addendum Determinations
Major EIR Revisions Not Required
Based on the foregoing analysis an .d information, there is no evidence that major changes to the Final
EIR axe required. Comparison of the previous project with the project as described in Section 2.3 of
this document indicates that there are no new significant environmental impacts resulting from
implementation of the proposed project.
No Substantial Change in Circumstances Requiring Major E1R Revisions
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There is no information in the record or otherwise available that indicates that there are substantial
changes in circumstances that would require major changes to the Final EIR.
No New Information Showing Greater Significant Effects than in Final EIR
This Initial Study/Addendum has analyzed all available relevant information to determine whether
there is new information that was not available at the time the Final EIR was certified that may
indicate that a new significant effect may occur that was not reported in the Final EIR. Based on the
information and analysis above, there is no substantial new information that there will be new,
significant impacts requiting major revisions of the Final EIR.
No New Information Showing Ability to Reduce Significant Effects in the Final EIR
The analysis above shows that there are no feasible alternatives to the project or additional mitigation
measures that must be considered to substantially reduce one or more of the significant effects
identified in the Final EIR.
16. Utilities and Service Systems. Would the Project..
Exceed wastewater treatment requirements of the applicable Regional Water Quality
Control Board?
No Impact. Approval and implementation ofTT15974 will not alter the type or scale of water uses
within the project site. Consequently, the quality of the wastewater generated will not change from
previous analysis in the Final EIR and Addendum. Therefore, no impact will occur.
Require or result in the construction of new water or wastewater treatment facilities or
expansion of existing facilities, the construction of which could cause significant
environmental effects?
No Impact.--The-City of-Rancho Cucamonga is served by the IEUA for treatment and disposal of
commercial and industrial wastewater. IEUA provides primary and secondary sewage treatment and
reclamation, and maintains and operates sewer collection systems. IEUA operates three regional
sewage treatment facilities. The closest of these is Regional Plant 1 (RP-1) in the City of Ontario.
This facility currently treats approximately 34 million gallons per day, but has a capacity to treat 44
million gallons per day upon final expansion of the facility.
Regional Plan CRP-4), also operated by IEUA, is located on Etiwanda Avenue to the east of the
project site between San Bernardino Avenue and Arrow Highway. This new plant was operational in
February 1998 and is processing about 7 million gallons of effluent per day. Either of these facilities
could serve the project site dependent on project phasing; however, RP-1 would be the most likely
treatment facility. Approval end implementation of TT15974 would not alter the previous
assessment of the Final EIR or Addendure; therefore, no impact is anticipated.
Table 3.A - Water and Wastewater Generation
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TT15974 Water Wastewater
Residential 468,449 gaFday 205,900 gal/day
Commercial 15,926 gaFday 22,600 gal/day
Total 484,375 gal/day 228,500 gal/day
Notes: Generation Factors for Water: Low Density Residential 2.36 gpm/acre, Low/
Medium Density 2.48 gpm/acre, Commercial 0.93 gpm/day.
Source: Cucamonga County Water District Water Master Plan Update, Boyle
Engineering Corp., October 1993.
Generation Factors for Wastewater: Low Density Residential 0.00078 regal/acre,
Low/Medium Density Residehtial 0.00162 mgd/acre, Commercial 0.0019 gpm/day.
Source: Cucamonga County Water District Sewer System Master Plan Update,
Boyle Engineering Corp., August i 993.
c)
Require or result in the construction of new storm water drainage facilities or expansion
of existing facilities, the construction of which could cause significant environmental
effects ?
No Impact. Approval and implementation of TT15974 will not alter the type or scale of uses
previously analyzed in the Final EIR and Addendure for the Victoria Arbors Village project site.
Construction and/or expansion of storm water drainage facilities beyond that identified in the Final
EIR is not required. The study for final design of these systems, to determine size and location, will
be a condition of development. Therefore, impacts greater than those identified in the Final EIR will
not occur.
Have sufficient water supplies available to serve the project from existing entitlements and
resources, or are new or expanded entitlements needed?
No Impact. Water would be supplied to the project site by the Cucamonga County Water District .
(CCWD). CCWD is a member of the Inland Empire Utility Agency, which in turn is a member
agency of the Metropolitan Water District of Southern Califomia (MWD). The City of Rancho
Cucamonga receives a majority of its water from well water obtained from the Chino Groundwater
Basin and tunnel water (Cucamonga, Day and Deer Canyons). The MWD_treatment plant and
reservoir on Foothill Boulevard treats MWD and ttmnel water for use in Rancho Cucamonga.
Implementation of TT15974 will not alter the type or scale of uses within the project site. Therefore,
no increase in the demand for water supply or delivery facilities will occur. Therefore, impacts
greater than those identified in the Final EIR will not occur.
e)
Result in a determination by the wastewater treatment provider, which serves or may serve
the project that it has adequate capacity to serve the project's projected demand in addition
to the provider's existing commitments?
No Impact. Approval and implementation of TT15974 will not alter the type or scale of uses within
the project site and would not result in increased sewer flows or increased pressure on existing or
planned wastewater treatment facilities by more than 4.14 percent over the previous project.
Construction and/or expansion of wastewater treatment facilities will not be required as a result
TT15974. Therefore, no impact related to this issue will occur.
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Be served by a landfill with sufficient permitted capacity to accommodate the project's
solid waste disposal needs?
No Impact. Trash disposal service in the City ofRancho Cucamonga is provided by three separate
collection services. Trash is currently disposed of at the Mid-Valley Refuse Site located 0.5 mile
north of Highland Avenue and 0.25 mile east of Sierra Avenue in the City of Rialto. The Mid-Valley
Landfill is permitted to ultimately accept 40 million tons of solid waste, an amount which is not
expected to be reached until 2038. Development of TT15974 will not significantly impact current
operations or the expected lifetime of this landfill. Therefore, approval of TT15974 will not alter any
previous assessment in the Final EIR or Addendum. No impact related to this issue will occur.
g) Comply with federal, state, and local statutes and regulations related to solid waste?
No bnpact. The transport and disposal of solid waste generated by the proposed project will be
conducted in accordance with all applicable local, state, and federal solid waste standards as well as
provisions/programs related to recycling. No impact related to this issue is anticipated.
17. Mandatory Findings of Significance
Does the project have the potential to degrade the quality of the environment,
substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife
population to drop below self-sustaining levels, threaten to eliminate a plant or animal
community, reduce the number or restrict the range of a rare or endangered plant or
animal or eliminate important examples of the major periods of California history or
prehistory?
Less than Significant Impact~o Changes or New Information Requiring Preparation of an EIR.
Based on the biological studies conducted during preparation of the Final Eli{, no rare, threatened, or
endangered species was detected within the limits of the project site. Approval and implementation
of the TT15974 will not significantly alter the type or scale of uses from that identified in the Final
EIR and Addendure. While the proposed project would result in the loss of potential habitat for rare,
threatened, or endangered species, potential impacts associated with the loss of this habitat would be
no greater than that identified in the Final EIR. Adherence to biological mitigation measures
provided in the Final EIR will reduce any impacts to a less than significant level.
No historic building or structure, archeological, and/or cultural resource were identified within the
limits of the project site. While, the cultural assessment prepared for the Victoria Arbors Village
EIR did not identify on-site cultural, archaeological, or paleontological resoumes, the Final EIR
identified the potential presence of subsurface archaeological, paleontological, and historic resources
on-site. Adherence to mitigation measures included in the Final EIR would reduce potential impacts
associated with cultural, historic, or paleontological resources to a significance level equal to that
identified in the Final EIR.
Does the project have impacts that are individually limited, but cumulatively considerable?
("Cumulatively considerable" means that the incremental effects of a project are
considerable when viewed in connection with the effects of past projects, the effects of
other current projects, and the effects of probable future projects) ?
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No Impact. Cumulative impacts associated with development of the project site have been
previously identified in the Final EIR and include:
Traffic: The traffic analysis examines project impacts on the forecast year 2015
traffic conditions within the project study area. As such, the analysis considers the
contribution of project traffic and resulting impacts on cumulative traffic conditions
at intersections and on freeways in the project vicinity. Implementation of identified
mitigation measures will off-set the project's cumulative contribution to potential
cumulative traffic impacts.
Air Quality: The cumulative study area for air quality impacts encompasses the
Basin, which is designated non-attainment for ozone, PMsc, and carbon monoxide.
Operational etnissions associated with the proposed project in conjunction with
build out of the City's General Plan, will result in significant, cumulative air quality
impact with the Basin. Emissions of NOx and ROC from construction of the
proposed project would cumulatively contribute to regional ozone formation.
Because the Basin is a nonattainment zone for ozone, this is a significant air quality
impact. Emissions of CO and fugitive dust from construction activity would result in
mostly localized air quality locations would add to the project related localized air
quality impacts.
Biology: It is concluded that the proposed project will result in cumulative impacts
to biological resources in the region through the loss of coastal sage scrub/alluvial
fan scrub, potential habitat for sensitive species, and potential habitat linkage
values. The degree or magnitude of the cumulative impacts is basically speculative
as habitat values of the site are currently low while other values are potential and
would require other land management actions in order to be realized.
Approval of TT15974 will not significantly alter the type or scale of permitted uses within the
project site. Implementation of TT15974 will not result in cumulative impacts greater than that
identified in the Final EIR. Therefore, no impact associated with this issue will occur.
c) Does the project have environmental effects which will cause substantial adverse effects
on human beings, either directly or indirectly?
No Impact. Potential impacts associated with development of the Victoria Arbors Village have been
identified and (where necessary) mitigated for in the Final EIR. Approval and implementation of
TT15974 will not alter this assessment. Development of TT15974 will not result in direct or indirect
impacts greater than that identified in the Final Ell{; therefore, no impact associated with this issue
will occur.
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4.0 LIST OF PREPARERS/REFERENCES/PERSONS
AND ORGANIZATIONS CONTACTED
4.1 LIST OF PREPARERS
This document was prepared under the direct management of the City of Rancho Cucamonga as
Lead Agency for the proposed project, and reflects the independent judgemerit and position
regarding the environmental consequences of the proposed project. The Lead Agency was assisted
by the following outside consultant(s):
City of Rancho Cucamonga
Nancy Fong, AICP, Senior Planner
Lead Consultant
LSA Associates, Inc. (LSA)
Environmental/Planning Consultants
Lynn Calvert-Hayes, AICP, Associate/Project Manager
Carl Winter, Environmental Analysis
Karen Jordan, Environmental Analysis
Elsa Brewer, Word Processing
David Cisneros, Graphics Technician
Jennifer Jeppesen, Production
4.2
; -
REFERENCES
Final Envirbnmental Impact Report.for the Victoria Arbors Village Project (SCH No,
98041137), LSA Associates, Inc., May 20, 1999.
Cucamonga County Water District Water Master Plan Update, Boyle Engineering
Corporation, October 1993.
Cucamonga County Water District Sewer Master Plan Update, Boylc Engineering
Corporation, August 1993.
2/21/OlC:\W1NNT~Temporary Interact Filcs\OLK2Xlnitial Study.wpd
4-1
ORDINANCE NO. ~ 5~
AN ORDINANCE Of THE CITY Of RANCHO CUCAMONGA, CALIFORNIA
APPROVING DEVELOPMENT AGREEMENT NO. 00-04, A
DEVELOPMENT AGREEMENT BETWEEN THE CITY OF RANCNO
CUCAMONGA AND THE AMERICAN BEAUTY DEVELOPMENT CO. FOR
THE DEVELOPMENT OF VICTORIA ARBORS ON APPROXIMATELY
300.64 ACRES OF LAND IN THE MIXED USE DISTRICT OF THE
VICTORIA COMMUNITY PLAN, CONSISTING OF 555 SINGLE FAMILY
LOTS, A PARK, A SCHOOL, OPEN SPACE AREA, COMMERCIAL AND
MULTI-FAMILY ZONED LAND, GENERALLY BOUNDED BY BASE LINE
ROAD, ETIWANDA AVENUE, DAY CREEK CHANNEL AND FOOTHILL
BOULEVARD, AS PROVIDED FOR IN SECTION 65864 OF THE
CALIFORNIA GOVERNMENT CODE, FOR REAL PROPERTY DESCRIBED
HEREIN, AND MAKING FINDINGS IN SUPPORT THEREOF - APN: 227-
210-04, 13 THROUGH 18, 22, 28 THROUGH 31, 33, AND 36; 227-161-28,
31, 33, 35, 36, AND 38; 227-171-08, 11, 12, 20, 22, 23, AND 25; AND 227-
211-40.
A. Recitals.
(i) Califomia Government Code Section 65864 now provides, in pertinent part, as follows:
"The Legislature finds and declares that:
a) The lack of certainty in the approval of development projects can result in a waste
.of resources, escalate the cost of housing and other developments to the consumer, and discourage
~nvestment in and commitment to comprehensive planning which would make maximum efficient
utilization of resources at the least economic cost to the public.
b) Assurance to the applicant for a development project that upon approval of the
project, the applicant may proceed with the project in accordance with existing policies, rules and
regulations, and subject to conditions of approval, will strengthen the public planning process,
encourage private participation in comprehensive planning, and reduce the economic costs of
development."
(ii) Califomia Government Code Section 65865 provides. in pertinent part, as follows:
"Any city... may enter into a Development Agreement with any person having a legal
or equitable interest in real property for the development of such property as provided in this
article..."
(iii) Califomia Government Code Section 65865.2 provides, in part, as follows:
"A Development Agreement shall specify the duration of the Agreement, the
permitted uses of the property, the density of intensity of use, the maximum height and size of
proposed buildings, and provisions for reservation or dedication of land for public purposes. The
Development Agreement may include conditions, terms, restrictions, and requirements for
subsequent discretionary actions, provided that such conditions, terms, restrictions, and
requirements fordiscretionaryactions shall notpreventdevelopment of the land forthe uses and to
the density of intensity of development set forth in the Agreement..."
CITY COUNCIL ORDINANCE NO.
AMERICAN BEAUTY DEVELOPMENT CO - VICTORIA ARBORS
March 21, 2001
Page 2
(iv) "Attached to this Ordinance, marked as Exhibit "A" and incorporated herein by this
reference is proposed Development Agreement 00-04, concerning property generally bounded by
Base Line Road to the north, Etiwanda Avenue to the east, Foothill Boulevard to the south, and Day
Creek Channel to the west, and as legally described in the attached Development Agreement.
Hereinafter in this Ordinance, the Development Agreement attached hereto as Exhibit "A" is referred
to as the "Development Agreement."
(v) On February 28 and March 7, 2001, the Planning Commission of the City of Rancho
Cucamonga held duly noticed headngs conceming the Development Agreement 00-04,
Development Review 01-04 for Victoria Arbors Master Plan, Tentative Tract Map 15974 and
Tentativ~ Parcel Map 15641 and concluded said headngs on that date. The Planning Commission
recommended approval of Development Agreement 00-04 and approved Development Review
01--04, Tentative Tract Map 15974 and Tentative Parcel Map 15641 through adoption of its
Resolutions.
(vi) On March 21 2001, the City Council of the City of Rancho Cucamonga held a duly
noticed headng concerning the Development Agreement 00-04.
(vii) All legal prerequisites prior to the adoption of this Ordinance have occurred.
B. Ordinance.
NOW, THEREFORE, the City Council of the City of Rancho Cucamonga does hereby find,
determine, and ordain as follows:
SECTION 1: This Council hereby specifically finds that all of the facts set forth in the Recitals,
Part A, of this Ordinance are true and correct.
SECTION 2: Prior to the adoption of this Ordinance, this Council has reviewed the Addendum
to the EIR prepared for the Development Agreement, and determined that the Addendure to the E IR
is in compliance with the California Envjronmental Quality Act of 1970, as amended, and the
Guidelines promulgated thereunder.
SECTION 3: Based upon substantial evidence presented dudng the above-reference public
headngs on March 21,2001 nc uding written and oral staff reports, together with public testimony
this Council hereby specifically finds as follows:
a) The location, design, and proposes uses set forth in this Development Agreement are
compatible with the character of existing development in the vicinity.
b) The Development Agreement conforms to the General Plan of the City of Rancho
Cucemonga.
SECTION 4: It is expressly found that the public necessity, general welfare, and good zoning
practice require the approval of the Development Agreement.
SECTION 5: This Council hereby approves Development Agreement 00-04, attached hereto
as Exhibit "A".
CItY COUNCIL ORDINANCE NO,
AMERICAN BEAUTY DEVELOPMENT CO - VICTORIA ARBORS
March 21, 2001
Page 3
SECTION 6: The Mayorshall sign this Ordinance and the City Clerk shall cause the same to
be published with 15 days after its passage at least once in the Inland Valley Daily Bulletin, a
newspaper of general circulation published in the City of Ontado, Califomia, and circulated in the
City of Rancho Cucemonga, Califomia,
TABLE OF CONTENTS
Page
Section I. DEFINITIONS ........................................ 6
Section II. BENEFITS TO CITY ................................... 7
Section III. PROJECT DEVELOPMENT ................................ 8
A. Permitted Uses ....................................... 8
B. Rules, Regulations and Official Policies ............. 8
1. Applicable Rules .................................... 8
2. Conflicting Enactments ............................. 9
3. Setbacks, Design Guidelines, Landscape
Guidelines and Park Improvements ................ 9
C. Future Approvals .................................... 10
D. Permitted Fees ...................................... 10
E. Permitted Conditions ................................ 11
F. Term of Map(s) and Other Project Approvals .......... 11
G. Timing of Development ............................... 11
H.' Moratorium ......................... ~'. ............... 12
I. Vesting of Owner's Rights ........................... 12
J. Infrastructure Capacity ............................. 13
K. Infrastructure Phasing Flexibility .................. 13
L. Development Agreement/Project Approvals ............. 14
Section IV. COOPERATION/IMPLEMENTATION ........................ 14
A. Further Assurances~ Covenant to Sign Documents ...... 14
B. Public Financing of Improvements .................... 14
1. General Parameters ................................ 15
C. Cost Sharing ........................................ 16
1. Cost Sharing Methodology .......................... 16
2. Funding Sources/Reimbursement for Master
Infrastructure Improvements Beyond Project
Allocable Share ................................ 17
D. Processing During Third Party Litigation ............ 18
E. State, Federal or Case Law .......................... 19
F. Other Governmental Bodies ........................... 19
G. Defense of Agreement ................................ 19
H. Design/Development Standards ........................ 19
I. Day Creek Channel ................................... 20
J. Condemnation ........................................ 20
K. Improvement.Plans ................................... 21
L. Foothill Storm Drain ................................ 21
M. Landscape Areas ..................................... 21
N. Closing of Escrow on 55 Acre Exclusion .............. 21
Section V. GENERAL PROVISIONS ................................ 22
A. Covenants Run with the Land ......................... 22
B. Transfers and Assignments ........................... 23
1. Right to Assign ................................... 23
2. Liabilities Upon Transfer ......................... 23
C. Mortgagee Protection ................................ 24
D. Statement of Compliance ............................. 26
E. Default ............................................. 26
F. Annual Review ....................................... 27
G. Default by City ..................................... 28
32294/744272V12
N.
Section VI.
Legal Action ........................................ 28
Waiver; Remedies Cumulative ......................... 29
Future Litigation Expenses .......................... 30
1. Payment to Prevailing Party ....................... 30
2. Scope of Fees ..................................... 30
Term ................................................ 31
Permitted Delays; S~persedure by Subsequent Laws .... 33
1. Permitted Delays .................................. 33
2. Supersedure by Subsequent Laws .................... 33
Amendment of Agreement .............................. 34
Operating Memoranda ................................. 34
MISCELLANEOUS ..................................... 35
B.
C.
D.
E.
F.
G.
H.
I.
J.
K.
Negation of Partnership ............................. 35
No Third Party Beneficiary .......................... 35
Entire Agreement .................................... 35
Severability ........................................ 36
Construction of Agreement ........................... 36
Section Headings .................................... 36
Applicable Law ...................................... 37
Notices ..... ~ ....................................... 37
Time is of the Essence .............................. 38
Limitation of Liability ............................. 38
Recordation ......................................... 38
32294/744272v12 iii 03/13/01
DEVELOPMENT AGREEMENT
BY AND BETWEEN TRE CITY OF RANCHO CUCAMONGA
AND CUCAMONGA 220, L.P.
THIS DEVELOPMENT AGREEMENT ("Agreement") is made and
entered into as of this day of , 2001, by and
between the CITY OF RANCHO CUCAMONGA, a municipal corporation
and general law city (~'City"), and CUCAMONGA 220, L.P., a
California limited partnership (~'Owner") .
WITNESSETH:
A. The lack of certainty in the approval of
development projects can result in a waste of resources,
escalate the cost of housing and other development, and
discourage investment in and commitment to comprehensive
planning which would make maximum efficient utilization of
resources at the least economic cost to the public.
B. California Government Code Sections 65864-65869.5
(the "Development Agreement Statute") were therefore enacted
authorizing a municipality to enter into binding development
agreements with persons having legal or equitable interests in
real property.
C. Owner has a legal or equitable interest in
certain real property located in City more particularly
described in Exhibit "A" attached hereto and incorporated herein
by this reference (the "Property"). For purposes of this
Agreement, the Property shall not include the approximately 55
acres currently controlled by Owner generally south of the
proposed extension of Church Street and east of the proposed
32294/744272v12 1 03/13/01
extension of Day Creek Boulevard ("55 Acre Exclusion") that is
contemplated to be sold to the Rancho Cucamonga Redevelopment
Agency (~Agency").
D. Subject to the provisions of the "Project
Approvals" (as defined below), Owner's project will constitute
approximately 246 acres that will be developed as depicted on
the illustrative plan attached hereto as Exhibit ~B" (the
"Project").
E. The Project is located within an approximately
440 acre area that 'includes the Property and that isundergoing
a master planning process (the "Master Planning Process"). The
Master Planning Process includes amendments to the relevant
sections of City's General Plan (the ~General Plan"), the
Victoria Community Plan (the ~Victoria Community Plan"), and the
Etiwanda Specific Plan (the ~Etiwanda Specific Plan"). The
Victoria Lakes Section of the Victoria Community Plan has been
renamed Victoria Arbors with certain other modifications. The
City Council and Planning Commission approved the Conceptual
Plan ("Conceptual Plan") on July 19, 2000. The amendments to
the General Plan, the Victoria Community Plan and the Etiwanda
Specific Plan were approved on , 2000. Owner and City
agree that future non-substantive amendments to the General
Plan, Victoria Community Plah, and Etiwanda Specific Plan may be
necessary to continue to maintain consistency and appropriate
cross-references between and among the documents.
32294/744272v12 2 03/13/01
F. One key objective of the Master Planning Process
is the development of a regional commercial center, including a
regional mall and related uses on land adjacent to the Project
(~Regional Commercial Center"), including the 55 Acre Exclusion.
The Regional Commercial Center, including the 55 Acre Exclusion
is depicted in the attached Exhibit ~'C."
G. On July 9, 1999, the City Council (the
"CoUncil"), after making appropriate findings, certified a Final
Environmental Impact Report entitled pursuant to the
provisions of the California Environmental Quality Act, such
Final Environmental Impact Report being more specifically
identified as EIR No. State Clearinghouse No. (the
"EIR"). On , the City Council adopted an
addendum to the previously certified EIR with regard to the
Project Approvals and this Development Agreement.
H. Concurrently with adoption of the Ordinance
approving this Agreement, the City has approved Tentative Tract
Map No. __ with Conditions of Approval ("Tentative Map"), and
the Victoria Arbors Master Plan ("Master Plan"). A depiction of
the Tentative Map is attached hereto and incorporated herein as
Exhibit "D." (Collectively, the General Plan Amendment No.
Victoria Community Plan Amendment No. VCP-98-01, Etiwanda
Specific Plan Amendment No. ESPA 98-01, the Tentative Map, and
the Master Plan are hereinafter referred to as the ~'Project
Approvals".) In addition to the Project Approvals, Owner shall
process and City shall approve and cause to be recorded a
tentative commercial subdivision parcel map only which shall
offer for dedication necessary easements for public rights-of-
way and related infrastructure but shall not require
infrastructure improvements. The large lot parcel map shall be
recorded prior to close of escrow on the 55 Acre Exclusion.
I. Development of the Project will further the
comprehensive planning objectives contained within City's
General Plan, as amended, the Victoria Community Plan, as
amended, the Etiwanda Specific Plan, as amended and will result
in public benefits, including, among others, the following:
1. Fulfilling long-term economic and social
goals for City and the community;
2. Providing fiscal benefits to City's General
Fund;
3. Providing both short-term construction
employment and long-term permanent employment within City;
4. Financing and constructing significant
infrastructure improvements that will serve the region and the
community;
5. Phasing the construction of public
infrastructure improvements with private development;
6. Providing housing which will help to satisfy
City's obligation to meet City's share of regional housing
needs;
7. Enhancing City's active and passive
recreational elements;
8. Significantly enhance the possibility that
the goals of the Master Planning Process will be realized,
including the development of a Regional Commercial Center,
site that will substantially benefit the
including a mall
community;
9.
Facilitating the development of an
elementary school site within the Project; and,
10. Facilitating the development of a 7.5 acre
park within the Project.
J. The Parties have entered into this Agreement
based in part on the Owner's intent to sell and the City
Redevelopment Agency's (~Agency") intent to buy the 55 Acre
Exclusion for use as an integral part of the Regional Commercial
Center. Owner is selling the 55 Acre Exclusion to Agency
pursuant to that certain Purchase and Sale Agreement (~Purchase
and Sale Agreement"), dated , 2001.
K. For the reasons recited herein, City has
determined that the Project is a development for which a
development agreement is appropriate under the Development
Agreement Statute.
L. The Council has determined that this Agreement is
consistent with the General Plan, the Victoria Community Plan
the Etiwanda Specific Plan and the Master Plan and specifically
has determined that this Agreement is fair, just and reasonable,
and City has concluded that the economic interests of its
citizens and the public health, safety and welfare will be best
served by entering into this Agreement.
M. The Planning Commission of City (the "Planning
Commission") held duly noticed public hearings on this Agreement
on __, 2001.
N. The Council, after a duly noticed hearing,
adopted Ordinance No.
approving this Agreement, which
ordinance will become effective on
(the "Effective
Date").
NOW, THEREFORE, with reference to the foregoing
recitals and in consideration of the mutual promises,
obligations and covenants herein contained, the parties hereto
agree as follows:
SECTION I.
DEFINITIONS. The following terms shall have the
meanings defined for such terms in the Sections set forth below:
Term Section
Additional Property
Agency
Agreement
Anchor tenant
Annexation Notice
Applicable Interest Rate
Applicable Rules
Benefited Properties
City
Conceptual Plan
Council
Development Agreement Statute
Effective Date
EIR
Etiwanda Specific Plan
55 Acre Exclusion
Financing Mechanism
Section IV.K.
Recital J
Introduction
Section V.K.
Section IV.K.
Section IV.C.I.c.2.
Section III.B.1.
Section IV.C.1.
Introduction
Recital E
Recital G
Recital E
Recital N
Recital G
Recital E
Recital C
Section IV.B
Future Approvals Section III.C.
General Plan Recital E
IFD Section IV.B.
Infrastructure Cost Estimate Section IV.C.1.
Breakdown
Infrastructure Phasing Plan Section II
Master Infrastructure Section IV.C.1.
Improvements
Master Infrastructure Percentage Section IV.C.1.
Allocation
Master Plan Recital H
Master Planning Process Recital E
Ministerial Approvals Section IV.Do
Mortgagee Section V.C.
North Project Section V.K.
Notice of Non-Compliance Section V.F.
Owner Introduction
Planning Commission Recital M
Project Recital D
Project Approvals Recital H
Property Recital C
Purchase and Sale Agreement Recital J
Regional Commercial Center Recital F
Related Parties Section VI.J.
South Project Section V.K.
Subsequent Rules Section III.B.2.
Tentative Map Recital H
Term Section V.K.
Vested Rights Section III.Io
Victoria Community Plan Recital E
SECTION II. BENEFITS TO CITY.
In consideration of the
benefits resulting from this Project, including, but not limited
to, increasing the likelihood of development of the Regional
Commercial Center as a result of the proposed sale of the 55
Acre Exclusion to the Agency, the significant infrastructure
improvements that Owner will be contributing to and in
accordance with the infrastructure phasing plan (the
~Infrastructure Phasing Plan") set forth in the attached Exhibit
'~E," and the benefit to the community that the development of
32294/744272v12 7
the Project represents, all of which will provide a significant
overall benefit to City, City has agreed to enter into this
Agreement.
SECTION III. PROJECT DEVELOPMENT.
A. Permitted Uses. The parties hereby agree that, for
the term of this Agreement, the permitted uses, the density and
intensity of use, the maximum height and size of proposed
buildings, provisions for reservation or dedication of land for
public purposes and location of public improvements, shall be
those set forth in this Agreement, the Project Approvals and the
~Applicable Rules" (as hereinafter defined).
B. Rules, Regulations and Official Policies.
1. Applicable Rules. The parties hereby agree that,
for the term of this Agreement, the rules, regulations and
official policies governing permitted uses, governing density,
and governing design, improvement and specifications applicable
to development of the Property shall be those rules, regulations
and official policies in force at the time of the Effective
Date, including, without limitation, the Project Approvals
(collectively, the ~Applicable Rules"). Notwithstanding the
foregoing, nothing in this Agreement shall preclude City from
applying changes occurring from time to time in the Uniform
Building Code, Uniform Electrical Code, Uniform Fire Code,
Uniform Mechanical Code, or Uniform Plumbing Code, provided that
such changes are generally applicable to all property in City.
Prior to the Effective Date, City and Owner shall
use reasonable efforts to identify two identical sets of the
Applicable Rules, one set for City and one set for Owner, so
that if it becomes necessary in the future to refer to any of
the Applicable Rules, there will be a common set of the
Applicable Rules available to both parties.
2. Conflicting Enactments. Any change in the
Applicable Rules, including, without limitation, any change in
any applicable general, community plan, area or specific plan,
zoning, subdivision rule or regulation, adopted or becoming
effective after the Effective Date, including, without
limitation, any such change by means of an ordinance,
initiative, resolution, policy, order or moratorium, initiated
or instituted for any reason whatsoever and adopted by the
Council, the Planning Commission or any other board, agency,
commission or department of City, or any officer or employee
thereof, or by the electorate, as the case may be, which would,
absent this Agreement, otherwise be applicable to the Property
and which would conflict in any way with or be more restrictive
than the Applicable Rules (~Subsequent Rules~), shall not be
applied by City to the Property. Owner may give City written
notice of its election to have any Subsequent Rule applied to
the Property, in which case such Subsequent Rule shall be deemed
to be an Applicable Rule.
3. Setbacks, Design Guidelines, Landscape Guidelines
and Park Improvements. The front, side, and rear setbacks for
all dwelling units and commercial structures shall be consistent
with the Applicable Rules. Design guidelines, landscape
guidelines and park improvements shall conform to the Applicable
Rules.
C. Future Approvals. Any development of the Property
shall require all discretionary approvals required by the
Applicable Rules (collectively, the '~Future Approvals"). Upon
granting of any of the Future Approvals, as they may be amended
from time to time, they shall become part of the Applicable
Rules, and Owner shall have a
defined under California law,
virtue of this Agreement.
~vested right", as that term is
in and to such Future Approvals by
D. Permitted Fees. Except as otherwise provided in this
Agreement, and specifically excluding fees set by entities not
controlled by City that are collected by City, City shall only
charge and impose those fees and exactions, including, without
limitation, dedications and any other fee or tax (including
excise, construction or any other tax) relating to development
or the privilege of developing, which are in effect on a City-
wide basis as of the Effective Date. Owner shall only be
responsible for payment of those development fees listed in the
attached Exhibit ~F" to be calculated as indicated therein.
This Section shall not be construed to limit the authority of
City to charge normal and customary application, processing, and
permit fees for land use approvals, building permits and other
similar permits, which fees are designed to reimburse City's
expenses attributable to such application, processing and
permitting and are in force and effect on a City-wide basis at
such time as said approvals and permits are granted by City.
E. Permitted Conditions. Provided Owner's applications
for any Future Approvals are consistent with this Agreement and
the Applicable Rules, City shall grant in a timely manner the
Future Approvals in accordance with the Applicable Rules and
authorize development of the Property for the uses and to the
density of the Project described herein. City shall only have
the right to impose conditions consistent with those conditions
indicated on the attached Exhibit ~G," which include the
Conditions of Approval for the Tentative Map and any applicable
EIR Mitigation Measures as set forth in Exhibit G, in approving
subsequent tentative subdivision maps.
F. Term of Map(s) and Other Project Approvals. Pursuant
to California Government Code Sections 66452.6(a) and 65863.9,
the term of any subdivision or parcel map that may be processed
on all or any portion of the Property and the term of each of
the Project Approvals shall be extended for a period of time
through the scheduled termination date of this Agreement as set
forth in Section V.K below.
G. Timing of Development. Because the .California Supreme
Court held in Pardee Construction Co. v. City of Camarillo, 37
Cal.3d 465 (i984), that the failure of the parties therein to
provide for the timing of development resulted in a later-
adopted initiative restricting the timing of development to
prevail over the parties' agreement, it is the parties' intent
to cure that deficiency by acknowledging and providing that,
subject to infrastructure phasing requirements that are set
forth in the Infrastructure Phasing Plan, Owner shall have the
right (without obligation) to develop the Property in such order
and at such rate and at such times as Owner deems appropriate
within the exercise of its subjective business judgment.
H. Moratorium. No City-imposed moratorium or other
limitation (whether relating to the rate, timing or sequencing
of the development or construction of all or any part of the
Property, whether imposed by ordinance, initiative, resolution,
policy, order or otherwise, and whether enacted by the Council,
an agency of City, the electorate, or otherwise) affecting
parcel or subdivision maps (whether tentative, vesting tentative
or final), building permits, occupancy certificates or other
entitlements to use or service (including, without limitation,
water and sewer) approved, issued or granted within City, or
portions of City, shall apply to the Property to the extent such
moratorium or other limitation is in conflict with this
Agreement; provided, however, the provisions of this Section
shall not affect City's compliance with moratoria or other
limitations mandated by other governmental agencies or court-
imposed moratoria or other limitations.
I. Vesting of Owner's Rights. The rights and
entitlements granted to Owner pursuant to this Agreement shall
be and constitute "vested rights" or the equivalent of '~vested
32294/744272v12 12
03/13/01
rights", as that term is defined under California law applicable
to the development of land or property and the right of a public
entity to regulate or control such development of land or
property, including, without limitation, vested rights in and to
building permits and certificates of occupancy.
J. Infrastructure Capacity. Subject to Owner's
installation of infrastructure in accordance with the
requirements of the Project Approvals and the Infrastructure
Phasing Plan, City hereby acknowledges that it will have
sufficient capacity in its infrastructure and services,
including, without limitation, traffic circulation, storm
drainage, flood control, and sanitation service to accommodate
the Project. To the extent that City renders such services or
provides such utilities, City hereby agrees that it will serve
the Project and that there shall be no restriction on hookups or
service for the Project, except for reasons beyond City's
control.
K. Infrastructure Phasing Flexibility. Notwithstanding
the provisions of the Infrastructure Phasing Plan or the
provisions of any of the Project Approvals, Owner and City
recognize that economic and market conditions may necessitate
changing the order in which the infrastructure covered by the
Infrastructure Phasing Plan is constructed. Therefore, City and
Owner hereby agree that should it become necessary or desirable
to develop any portion of the Project's infrastructure in an
order that varies from the order set forth in the Infrastructure
Phasing Plan, Owner and City shall collaborate in good faith and
City shall permit any reasonable variation requested by Owner so
long as the variation continues to ensure adequate
infrastructure consistent with the Phasing Plan. The City
Manager shall have the authority to grant variations pursuant to
this section.
L. Development Agreement/Project Approvals. In the event
of any inconsistency between any Project Approval and this
Agreement, the provisions of this Agreement shall control.
SECTION IV. COOPERATION/IMPLEMENTATION.
A. Further Assurances; Covenant to Sign Documents. Each
party shall take all actions and do all things, and execute,
with acknowledgment or affidavit, if required, any and all
documents and writings, that may be necessary or proper to
achieve the purposes and objectives of this Agreement.
B. Public Financing of Improvements. Owner may, from
time to time, request City to establish one or more assessment
and/or community facilities districts and/or integrated
financing districts (~IFD") and/or to adopt one or more
development fees (pursuant to the provisions of Government Code
Section 66000, et seq.) and/or enter into a reimbursement
agreement pursuant to the IFD or the Government Code to finance
infrastructure, public facilities and/or fees (~Financing
Mechanism") that may be required in connection with the
development of the Project. City agrees to sponsor and
diligently implement such Financing Mechanism, subject to all
applicable legal requirements.
efforts to implement such requests
and federal law and subject to the
1. General Parameters.
a) Upon written request of the City,
City agrees to use its best
subject to applicable state
following:
Owner will
advance amounts necessary to pay all costs and expenses of City
to evaluate and structure any Financing Mechanism solely for the
benefit of Owner's Property, to the end that City will not be
obligated to pay any costs related to the formation or
implementation of any Financing Mechanism from its own general
funds. City staff will meet with the Owner to establish a
preliminary budget for such costs, and will confer with Owner
from time to time as to any necessary modifications to that
budget.
b) Any Financing Mechanism will provide for the
reimbursement to Owner of any advances by Owner described in
subparagraph a above, and any other costs incurred by Owner that
are related to the Financing Mechanism, such as the costs of
legal counsel, special tax consultants, engineers, etc. Owner
agrees to promptly submit to City a detailed accounting of all
such other costs incurred by Owner at such time as Owner makes
application for reimbursement.
c) City shall consult with Owner prior to
engaging any consultant (including bond counsel, underwriters,
appraisers, market absorption analysts, financial advisors,
special tax consultant, assessment engineer and other
consultants deemed necessary to accomplish any financing) and
Owner shall be allowed an opportunity to provide input on each
proposed consultant.
C. Cost Sharing.
1. Cost Sharing Methodology. In connection with
Owner's development of the Project, Owner will be required by
the Project Approvals to construct infrastructure improvements
containing supplemental size, capacity, number and/or length
(~Master Infrastructure Improvements") that will serve other
properties in the vicinity of the Property, including the
Regional Commercial Center ('~Benefited Properties"). City has,
with Owner's concurrence, identified Master Infrastructure
Improvements and estimated Master Infrastructure Improvement
costs for which the Property and the Benefited Properties will.
be responsible as set forth in the ~'Infrastructure Cost Estimate
Breakdown" attached hereto as Exhibit ~H" and incorporated
herein by reference. In addition, City has, with Owner's
concurrence, determined a percentage allocation reflecting the
percentage of the Master Infrastructure Improvements for which
the Property and.the Benefited Properties are responsible as set
forth in the "Master Infrastructure Percentage Allocation"
attached hereto as Exhibit ~I" and incorporated herein by
reference. City and Owner hereby agree that the ~'Infrastructure
Cost Estimate Breakdown" and the '~Master Infrastructure
Percentage Allocation" constitute the basis by which cost
sharing is determined. City hereby agrees that it will, (a)
upon Owner's reasonable request and (b) on its own initiative
periodically, review and update the ~Infrastructure Cost
Estimate Breakdown" in order to ensure that-the costs reflected
therein are sufficient to cover the costs to construct the
Master Infrastructure Improvements.
2. Funding Sources/Reimbursement for Master
Infrastructure Improvements Beyond Project Allocable Share. The
City acknowledges the obligations undertaken by the Agency in
the Purchase and Sale Agreement, including in particular
paragraphs 31 and 32. In addition, the City acknowledges that
Owner may install Master Infrastructure Improvements or other
improvements that benefit surrounding properties. In
consideration thereof, the City agrees to establish, subject to
all applicable legal requirements, fee district(s),
reimbursement agreement(s), or other appropriate Financing
Mechanism(s) for the collection of appropriate fees or similar
funding to fund infrastructure installed by Owner. Such
Financing Mechanisms shall be applied to the Outparcels (as
defined in the Purchase and Sale Agreement) and any other
properties determined by the City to benefit from infrastructure
installed by Owner. Such Financing Mechanisms shall ensure
adequate funds to complete the infrastructure necessary to
service the Project and, if necessary, to supplement bond
proceeds resulting from the Community Facilities District
process, if any, as such process is contemplated in agreements
between the City, Agency and Owner. Any funds collected by the
City pursuant to this section shall be paid to Agency, if the
Agency has advanced funds pursuant to its Special Tax Commitment
(as defined in the Purchase and Sale Agreement) to build
infrastructure, or to Owner to the extent Owner has advanced
such funds. To the extent Agency and Owner have both advanced
funds, each party shall be reimbursed on a pro rata basis.
D. Processing During Third Party Litigation. The filing
of any third party lawsuit(s) against City or Owner relating to
this Agreement, the Project Approvals or to other development
issues affecting the Property shall not delay or stop the
development, processing or construction of the Project, approval
of the Future Approvals, or issuance of '~Ministerial Approvals"
(as hereinafter defined), unless the third party obtains a court
order preventing the activity. City shall not stipulate to the
issuance of any such order. For purposes of this Agreement the
term ~Ministerial Approvals" shall be defined to mean approvals
requiring the determination of conformance with the Applicable
Rules, including, without limitation, site plans, design review,
development plans, land use plans, grading plans, improvement
plans, building plans and specifications, and ministerial
issuance of one or more final maps, zoning clearances, grading
permits, improvement permits, wall permits, building permits,
lot line adjustments, encroachment permits, conditional and
temporary use permits, certificates of use and occupancy and
approvals and entitlements and related matters as may be
necessary for the completion of the development of the Property.
32294/744272v12 18
E. State, Federal or Case Law. Where any state, federal
or case law allows City to exercise any discretion or take any
act with respect to that law, City shall, in an expeditious and
timely manner, at the earliest possible time, (a) exercise its
discretion in such a way as to be consistent with, and carry out
the terms of, this Agreement and (b) take such other actions as
may be necessary to carry out in good faith the terms of this
Agreement.
F. Other Governmental Bodies. To the extent that City,
the Council, Planning Commission or any other City agency
constitutes and sits as any other board or agency, it shall not
take any action that conflicts with City's obligations under
this Agreement.
G. Defense of Agreement. City shall take all actions
which are necessary or advisable to uphold the validity and
enforceability of this Agreement. If this Agreement is
adjudicated or determined to be invalid or unenforceable, City
agrees, subject to all legal requirements, to consider
modifications to this Agreement to render it valid and
enforceable to the extent permitted by applicable law.
H. Design/Development Standards. Notwithstanding the
provisions of the Applicable Rules, the following
design/development standards shall apply to the Project:
1. This Agreement shall grant owner the vested right
to develop the Project consistent with the Project Approvals.
2. With regard to Planning Areas # and #
depicted on Exhibit ~'B", Owner shall have the right to develop
the Planning Areas consistent with a land-use designation which
allows 5-10 single family detached dwelling units per acre.
However, the City shall not reduce the density in Planning Areas
#__ and #__ below the number of units that could be placed in'
these Planning Areas assuming lot sizes of 53 feet by 100 feet.
3. The Project shall be subject to design review,
consistent with the Master Plan. As part of the design review
process, the City shall not require larger lots nor allow less
units than those allowed pursuant to this Agreement, including
Exhibit "D."
4. Easements dedicated for pedestrian use shall be
permitted to include easements for underground drainage, water,
sewer, gas, electricity, telephone, cable and other utilities
and facilities so long as they do not unreasonably interfere
with pedestrian use; and
I. Day Creek Channel. City shall diligently and in good
faith support negotiations with the County Flood Control
District to provide the absolute right for the Project to
connect with Day Creek Channel without creating any
detention/retention basin.
J. Condemnation. If necessary, and subject to all
applicable legal requirements, including holding of a public
hearing for purposes of consideration of a resolution of
necessity, City shall use its power of eminent domain to, or
otherwise acquire, including but not limited to, necessary
offsite rights-of-way and easement areas required for
construction of roads,
offsite infrastructure
Project Approval.
grading, temporary detention basins and
to serve the Project consistent with
K. Improvement Plans. City shall help coordinate and
expedite improvement plans through the California Department of
Transportation and other State or Federal agencies, as required.
L. Foothill Storm Drain. If necessary, and subject to
all applicable legal requirements, including holding of a public
hearing for purposes of consideration of a resolution of
necessity, City shall use its power of eminent domain to, or
otherwise acquire, necessary easements, rights of entry other
legal authorization to facilitate the installation of a storm
drain or temporary detention basin south of Foothill.
M. Landscape Areas. City or City landscaping and
lighting or similar district shall assume ownership and
maintenance of open space areas within the Project. To the
extent reasonably necessary, the Project shall annex into R.C.
Landscape District Number 2 to pay its fair share of costs
associated with maintenance of the open space areas. The
Project's initial share per residential parcel share shall be
$422/year.
N. Closing of. Escrow on 55 Acre Exclusion.
1. The sale of the 55 Acre Exclusion to Agency shall
not close until: (1) Owner has received all of the Project
Approvals and approval of this Development Agreement; and, (2)
the 90 day statute of limitation applicable to legal challenges
to the Project Approvals and this Agreement has run, or, to the
extent legal challenge(s) have been filed, all litigation has
been finally resolved to the satisfaction of Owner.
2. If the 55 Acre Exclusion is not conveyed to the
Agency on or before January 1, 2002, and the parties do not
mutually agree to extend the January 1, 2002 date, this
Agreement shall be deemed terminated and of no further force or
effect; provided, however, such termination shall not affect any
right or duty arising from any Project Approvals or Future
Approvals; and provided, further, however, in no event shall
this Agreement be deemed terminated if the sole reason for the
failure of the 55 Acre Exclusion to be conveyed to the Agency is
the Agency's being in default under the Purchase and Sale
Agreement whereby Owner agrees to convey title to the 55 Acre
Exclusion to the Agency. In addition, (a) the issuance of any
bonds under any Financing Mechanism that would affect the 55
Acre Exclusion shall be conditioned upon (and may be concurrent
with) the date the 55 Acre Exclusion is transferred to the
Agency and (b) no building permit shall be issued to Owner until
the earlier of (i) January 1, 2002 or (ii) the date the 55 Acre
Exclusion is transferred to the Agency.
SECTION V. GENERAL PROVISIONS.
A. Covenants Run with the Land. All of the provisions,
agreements, rights, powers, standards, terms, covenants and
32294/744272v12 2 2 03/13/01
obligations contained in this Agreement shall be binding upon
the parties and their respective heirs, successors (by merger,
reorganization, consolidation or otherwise) and assigns,
devisees, administrators, representatives, lessees, and all
other persons acquiring the Property, or any portion thereof, or
any interest therein, whether by operation of law or in any
manner whatsoever, and shall inure to the benefit of the parties
and their respective heirs, successors and assigns. All of the
provisions of this Agreement shall constitute covenants running
with the land.
B. Transfers and Assignments.
1. Right to Assign. Owner shall have the right to
sell, assign or transfer all or portions of the real property
comprising the Property to any person at any time during the
term of this Agreement.
2. Liabilities Upon Transfer. Upon the delegation
of all duties and obligations and the sale, transfer or
assignment of all or any portion of the Property, Owner shall be
released from its obligations under this Agreement with respect
to the Property, or portion thereof, so transferred arising
subsequent to the effective date of such transfer if (i) Owner
has provided to City ten days' written notice of such transfer
and (ii) the transferee has agreed in writing to be subject to
all of the provisions hereof applicable to the portion of the
Property so transferred. Upon any transfer of any portion of
the Property and the express assumption of Owner's obligations
under this Agreement by such transferee, City agrees to look
solely to the transferee for compliance by such transferee with
the provisions of this Agreement as such provisions relate to
the portion of the Property acquired by such transferee. A
default by any transferee shall only affect that portion of the
Property owned by such transferee and shall not cancel or
diminish in any way Owner's rights hereunder with respect to any
portion of the Property not owned by such transferee. The
transferee shall be responsible for the reporting and annual
review requirements relating to the portion of the Property
owned by such transferee, and any amendment to this Agreement
between City and a transferee shall only affect the portion of
the Property owned by such transferee.
C. Mortgagee Protection. The parties hereto agree that
this Agreement shall not prevent or limit Owner, in any manner,
atlOwner's sole discretion, from encumbering the Property or any
portion thereof or any improvement thereon by any mortgage, deed
of trust or other security device securing financing with
respect to the Property. City acknowledges that the lender(s)
providing such financing may require certain Agreement
interpretations and modifications and agrees upon request, from
time to time, to meet with Owner and representatives of such
lender(s) to negotiate in good faith any such request for
interpretation or modification. City will not unreasonably
withhold its consent to any such requested interpretation or
modification provided such interpretation or modification is
consistent with the intent and purposes of this Agreement. Any
mortgagee of a mortgage or a beneficiary of a deed of trust
(~Mortgagee") of the Property shall be entitled to the following
rights and privileges:
1. Neither entering into this Agreement nor a breach
of this Agreement shall defeat, render invalid, diminish, or
impair the lien of any mortgage or deed of trust on the Property
made in good faith and for value.
2. If City timely receives a request from a
Mortgagee requesting a copy of any notice of default given to
Owner under the terms of this Agreement, City shall provide a
copy of that notice to the Mortgagee within ten days of sending
the notice of default to Owner. The Mortgagee shall have the
right, but not the obligation, to cure the default during the
remaining cure period allowed such party under this Agreement.
3. Any Mortgagee who comes into possession of the
Property, or any part thereof, pursuant to foreclosure of the
mortgage or deed of trust, or deed in lieu of such foreclosure,
shall take the Property, or part thereof, subject to the terms
of this Agreement; provided, however, in no event shall such
Mortgagee be liable for any defaults or monetary obligations of
Owner arising prior to acquisition of title to the Property by
such Mortgagee, except that any such Mortgagee or its successors
or assigns shall not be entitled to a building permit or
occupancy certificate until all delinquent and current fees and
other monetary obligations due under this Agreement for the
32294/744272v12 25 03/13/01
Property, or portion thereof, acquired by such Mortgagee have
been paid to City.
D. Statement of Compliance. Within thirty days following
any written request which either City or Owner may make from
time to time, the other shall execute and deliver to the
requesting party a statement certifying that to the
City's/Agency's knowledge: (1) this Agreement is unmodified and
in full force and effect or, if there have been modifications
hereto, that this Agreement is in full force and effect, as
modified, and stating the date and nature of such modifications;
(2) there are no current uncured defaults under this Agreement
or specifying the dates and nature of any such defaults; and (3)
any other reasonable information requested. The failure to
deliver such statement within such time shall be conclusive upon
the party which fails to deliver such statement that this
Agreement is in full force and effect without modification and
that there are no uncured defaults in the performance of the
requesting party. The City Manager shall be authorized to
execute any such statement.
E. Default. Failure by City or Owner to perform any term
or provision of this Agreement for a period of thirty days from
the receipt of written notice thereof from the other shall
constitute a default under this Agreement, subject to extensions
of time by mutual consent in writing. Said notice shall specify
in detail the nature of the alleged default and the manner in
which said default may be satisfactorily cured. If the nature
of the alleged default is such that it cannot reasonably be
cured within such 30-day period, the commencement of the cure
within such time period and the diligent prosecution to
completion of the cure shall be deemed a cure within such
period.
Subject to the foregoing, after notice and expiration
of the 30-day period without cure, the notifying party, at its
option, may'institute legal proceedings pursuant to this
Agreement and/or give notice of intent to terminate this
Agreement pursuant to Government Code Section 65868. Following
such notice of intent to terminate, the matter shall be
scheduled for consideration and review by the Council within
thirty calendar days in the manner set forth in Government Code
Sections 65867 and 65868. Following consideration of the
evidence presented in said review before the Council and a
determination that a default exists, the party alleging the
default by the other party may give written notice of
termination of this Agreement to the other party.
F. Annual Review. Pursuant to Government Code Section
65865.1, throughout the term of this Agreement, good faith
compliance with the terms of this Agreement by Owner shall be
reviewed by the Planning Commission at the regularly scheduled
Planning Commission meeting next following each annual
anniversary of the Effective Date.
review, City reasonably determines,
evidence presented at such meeting,
If as a result of such
on the basis of substantial
that Owner has not complied
32294/744272v12 2 7
in good faith with the terms and conditions hereof, City shall
provide written notice thereof (~Notice of Non-Compliance"),
stating in specific detail and specific reasons for such
finding. After City delivers the Notice of Non-Compliance,
Owner shall have the right to cure such non-compliance as
provided in Section V.E. above. In the event that Owner does
not timely cure the non-compliance after a Notice of Non-
Compliance is delivered by City or, if during the period which
Owner must cure such default, Owner ceases to make reasonable
efforts to effect such cure, City may proceed to terminate this
Agreement on ten days' prior written notice to Owner in
accordance with the termination procedure set forth in Section
V.E. above.
G. Default by City. In the event City defaults (as
defined in Section V.E. herein) under the terms of this
Agreement, Owner shall have all rights and remedies provided
herein or under applicable law, including the specific
performance of this Agreement.
H. LegalAction. Any party may, in addition to any other
rights orremedies, institute legal action to cure, correct or
remedy any default, enforce any covenant or agreement herein,
enjoin any threatened or attempted violation hereof, or enforce
by specific performance the obligations and rights of the
parties hereto.
Pursuant to Code of Civil Procedure Section 638, et
seq., all legal actions shall be heard by a referee who shall be
32294/744272v12 28
a retired judge from either the San Bernardino County Superior
Court, the California Court of Appeal, the United States
District Court or the United States Court of Appeals, provided
that the selected referee shall have experience in resolving
land use and real property disputes. Owner and City shall agree
upon a single referee who shall then try all issues, whether of
fact or law, and report a finding and judgment thereon and issue
all legal and equitable relief appropriate under the
circumstances of the controversy before such referee. If Owner
and City are unable to agree on a referee within ten days of a
written request to do so by either party hereto, either party
may seek to have one appointed pursuant to Code of Civil
Procedure Section 640. The cost of such proceeding shall
initially be borne equally by the parties. Any referee selected
pursuant to this Section V.H. shall be considered a temporary
judge appointed pursuant to Article 6, Section 21 of the
California Constitution.
I. Waiver; Remedies Cumulative. Failure by City or Owner
to insist upon the strict performance of any of the provisions
of this Agreement, irrespective of the length of time for which
such failure continues, shall not constitute a waiver of the
right to demand strict compliance with this Agreement in the
future. No waiver by City or Owner of a default or breach of
any other party shall be effective or binding upon it unless
made in writing, and no such waiver shall be implied from any
omission by City or Owner to take any action with respect to
32294/744272v12 2 9
03/13/01
such default or breach. No express written waiver of any
defaults or breach shall affect any other default or breach, or
cover any other period of time, other than any default or breach
and/or period of time specified in such express waiver. One or
more written waivers of a default or breach under any provision
of this Agreement shall not be a waiver of any subsequent
default or breach, and the performance of the same or any other
term or provision contained in this Agreement. Subject to
notice of default and opportunity to cure under Section V.E.,
all of the remedies permitted or available under this Agreement,
at law or in equity, shall be cumulative and alternative, and
invocation of any such right or remedy shall not constitute a
waiver or election of remedies with respect to any other
permitted or available right or remedy.
J. Future Litigation Expenses.
1. Payment to Prevailing Party. If City or Owner
brings an action or proceeding (including, without limitation,
any motion, order to show cause, cross-complaint, counterclaim,
or third-party claim) by reason of defaults, breaches, tortious
acts, or otherwise arising out of this Agreement, the prevailing
party in such action or proceeding shall be entitled to its
costs and expenses of suit including, but not limited to,
reasonable attorneys' fees and expert witness fees.
2. Scope of Fees. Attorneys' fees under this
Section shall include attorneys' fees on any appeal and, in
addition, a party entitled to attorneys' fees shall be entitled
to all other reasonable costs and expenses incurred in
connection with such action. In addition to the foregoing award
of attorneys' fees to the prevailing party, the prevailing party
in any lawsuit shall be entitled to its attorneys' fees incurred
in any post-judgment proceedings to collect or enforce the
judgment. This provision is separate and several and shall
survive the merger of this Agreement into any judgment on this
Agreement.
K. Term.
this Agreement
Unless the ~Term" (as hereinafter defined) of
is otherwise terminated, modified or extended by
circumstances set forth in this Agreement or by mutual consent
of the parties, the duration of this Development Agreement (the
~Term") shall be as follows:
(a) With respect to that portion of the Project lying
northerly of Church Street (as depicted in the Master Plan
(the ~North Project")), the Term shall be from the
Effective Date until the tenth anniversary of the Effective
Date; and
(b) With respect to that portion of the Project lying
southerly of Church Street (the ~South Project"), the Term
shall be from the Effective Date until the earlier of (i)
the fifteenth anniversary of the Effective Date or (ii) ten
(10) years following the opening of the first ~anchor
tenant" in the Regional Commerce Center. For purposes of
this Agreement, the term ~anchor tenant" shall be defined
to mean a tenant in the Regional Commerce Center with floor
area of at least 50,000 square feet.
Upon the expiration of the applicable Terms for the North and
South Projects, if Owner has not then performed construction
work on one or more legal lots located in the South or the North
Projects pursuant to a building permit or permits issued by
City, this Agreement shall be deemed terminated with respect to
those lots in the South and North Projects upon which
construction work has not then been performed; provided,
however, such termination shall not affect any right or duty
arising from any Project Approvals or Future Approvals with
respect to those lots. As to any lot in the South Project
and/or North Project, other than a for sale residential lot, on
which construction work has been performed prior to the
expiration of the applicable Term, the provisions of this
Agreement shall continue to apply until the earlier of (i) this
Agreement being amended or terminated by the parties hereto or
their respective successors or assigns or (ii) 10 years
following the expiration of the South Project Term. For the
foregoing purposes, construction work shall not include
preparation of plans, engineering work or grading.
This Agreement shall impose no obligations with
respect to any single family residential lot and such lot shall
be released from any obligations pursuant to this Agreement,
without the execution or recordation of any further document,
32294/744272v12 3 2
when a certificate of occupancy has been issued for the
building(s) on the lot.
L. Permitted Delays; Supersedure by Subsequent Laws.
1. Permitted Delays. In addition to any specific
provisions of this Agreement, performance of obligations
hereunder shall be excused and the Term of this Agreement shall
be similarly extended during any period of delay caused at any
time by reason of: acts of God such as floods, earthquakes,
fires, or similar catastrophes; wars, riots or similar
hostilities; strikes and other labor difficulties beyond the
party's control (including the party's employment force); the
enactment of new laws or restrictions imposed or mandated by
other governmental or quasi-governmental entities preventing
this Agreement from being implemented; litigation involving this
Agreement, the Project Approvals, the Future Approvals or the
Ministerial Approvals, which directly or indirectly delays any
activity contemplated hereunder, delay in the issuance of bonds
or formation of the CFD or other Financing Mechanism; or other
causes beyond the party's control. City and Owner shall
promptly notify the other party of any delay hereunder as soon
as possible after the same has been ascertained.
2. Supersedure by Subsequent Laws. If any federal
or state law, made or enacted after the Effective Date prevents
or precludes compliance with one or more provisions of this
Agreement, then the provisions of this Agreement shall, to the
extent feasible, be modified or suspended as may be necessary to
32294/744272V12 B3
comply with such new law. Immediately after enactment or
promulgation of any such new law, City and Owner shall meet and
confer in good faith to determine the feasibility of any such
modification or suspension based on the effect such modification
or suspension would have on the purposes and intent of this
Agreement. Owner and/or City shall have the right to challenge
the new law preventing compliance with the terms of this
Agreement, and in the event such challenge is successful, this
Agreement shall remain unmodified and in full force and effect.
At Owner's sole option, the term of this Agreement may be
extended for the duration of the period during which such new
law precludes compliance with the provisions of this Agreement.
M. Amendment of Agreement. This Agreement may be amended
from time to time by mutual consent of the parties to this
Agreement, in accordance with the provisions of Government Code
Sections 65867 and 65868.
N. Operating Memoranda. The provisions of this Agreement
require a close degree of cooperation between City and Owner and
the refinements and further development of the Project may
demonstrate that clarifications are appropriate with respect to
the details of performance of City and Owner. If and when, from
time to time, during the term of this Agreement, City and Owner
agree that such clarifications are necessary or appropriate,
they shall effectuate such clarifications through operating
memoranda approved by City and Owner, which, after execution,
shall be attached hereto. No such operating memoranda shall
32294/744272v12 34
constitute an amendment to this Agreement requiring public
notice or hearing. The City Attorney and City Manager shall be
authorized to make the determination whether a requested
clarification may be effectuated pursuant to this Section or
whether the requested clarification is of such a character to
constitute an amendment hereof pursuant to Section V.M. The
City Manager may execute any operating memoranda hereunder
without Council action.
SECTION VI. MISCELLANEOUS.
A. Negation of Partnership. The Project constitutes
private development, neither City nor Owner is acting as the
agent of the other in any respect hereunder, and City and Owner
are independent entities with respect to the terms and
conditions of this Agreement. None of the terms or provisions
of this Agreement shall be deemed to create a partnership
between or among the parties in the businesses of Owner, the
affairs of City, or otherwise, nor shall it cause them to be
considered joint venturers or members of any joint enterprise.
B. No Third Party Beneficiary. This Agreement is not
intended, nor shall it be construed, to create any third-party
beneficiary rights in any person who is not a party, unless
expressly otherwise provided.
C. Entire Agreement. This Agreement sets forth and
contains the entire understanding and agreement of the parties,
and there are no oral or written representations, understandings
or ancillary covenants, undertakings or agreements which are not
32294/744272v12 B 5
contained or expressly referred to herein. No testimony or
evidence of any such representations, understandings or
covenants shall be admissible in any proceeding of any kind or
nature to interpret or determine the terms or conditions of this
Agreement.
D. Severability. Invalidation of any of the provisions
contained in this Agreement, or of the application thereof to
any person, by judgment or court order shall in no way affect
any of the other provisions hereof or the application thereof to
any other person or circumstance, and the same shall remain in
full force and effect, unless enforcement of this Agreement, as
so invalidated, would be unreasonable or inequitable under all
the circumstances or would frustrate the purposes of this
Agreement and the rights and obligations of the parties hereto.
E. Construction of Agreement. The provisions of this
Agreement and the Exhibits hereto shall be construed as a whole
according to their common meaning and not strictly for or
against Owner or City and consistent with the provisions hereof,
in order to achieve the objectives and purposes. Wherever
required by the context, the singular shall include the plural
and vice versa, and the masculine gender shall include the
feminine or neuter genders, or vice versa.
F. Section Headings. All section headings and
subheadings are inserted for convenience only and shall not
affect any construction or interpretation of this Agreement.
32294/744272v12 B 6
G. Applicable Law. This Agreement shall be construed and
enforced in accordance with the laws of the State of California.
H. Notices. Any notice shall be in writing and given by
delivering the same in person or by sending the same by
registered, or certified mail, return receipt requested, with
postage prepaid, by overnight delivery, or by facsimile to the
respective mailing addresses, as follows:
City:
City of Rancho Cucamonga
10500 Civic Center Drive,
Box 807
Rancho Cucamonga, CA 91729-0807
Attention: City Manager
Facsimile: (909) 477-2849
Copy to:
Richards, Watson & Gershon
Attorneys at Law
Number One Civic Center Circle
P. O. Box 1059
Brea, CA 92822-1059
Attention: James L. Markman, Esq.
Facsimile: (714) 990-6230
Owner:
Cucamonga 220, L.P.
C/o American Beauty Development Co.
16830 Ventura Boulevard, Suite 401
Encino, CA 91436
Attention: Daniel Shine
Facsimile: (818) 981-4821
Copy to: Cox, Castle & Nicholson LLP
2049 Century Park East, 28th Floor
Los Angeles, CA 90067
Attention: Ronald I. Silverman, Esq.
Facsimile: (310) 277-7889
Either City or Owner may change its mailing address at any time
by giving written notice of such change to the other in the
manner provided herein at least ten days prior to the date such
32294/744272v12 3 7
change is effected. All notices under this Agreement shall be
deemed given, received, made or communicated on the earlier of
the date personal delivery is effected or on the delivery date
or attempted delivery date shown on the return receipt, air bill
or facsimile.
I. Time is of the Essence. Time is of the essence of
this Agreement and of each and every term and condition hereof.
J. Limitation of Liability. City hereby acknowledges and
agrees that Owner's obligations under this Agreement are solely
those of Cucamonga 220, L.P. and in no event shall any present,
past or future officer, director, shareholder, employee,
partner, affiliate, manager, representative or agent of Owner
(~Related Parties") have any personal liability, directly or
indirectly, under this Agreement and recourse shall not be
available against Owner or any Related Party in connection with
this Agreement or any other document or instrument heretofore or
hereafter executed in connection with this Agreement. The
limitations of liability provided in this Section are in
addition to, and not in limitation of, any limitation on
liability applicable to Owner or any Related Party provided by
law or in any other contract, agreement or instrument.
K. Recordation. In order to comply with
Section 65868.5 of the Government Code, the parties do hereby
direct the City Clerk to record a copy of this Agreement against
the Property with the County Recorder of San Bernardino County
within ten (10) days after the Effective Date.
32294/744272v12 3 8
this Agreement
~City"
IN WITNESS WHEREOF, Owner and City have executed
as of the date first hereinabove written.
CITY OF RANCHO CUCAMONGA,
a municipal corporation
By:
Mayor
ATTEST:
City Clerk
Approved as to Form:
By:
City Attorney
~Owner"
CUCi~MONGA 220, L.P.,
California limited
partnership
a
By: INTERSTATE 15-220
R_ANCHO CUC~LMONGA) AIP,
L.P., a California limited partnership general partner
By: Avanti Properties
Group, J.V., a
Florida joint
venture, as general
partner
By: Avanti Development
Corporation, a
Florida corporation, as principal
managing venturer
Name:
Title:
STATE OF CALIFORNIA )
)
COUNTY OF )
ss.
On , 19__, before me, the undersigned,
a Notary Public in and for said County and State, personally
appeared ,
personally known to me (or proved to me on the basis of
satisfactory evidence) to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that
he/she/they executed the same in his/her/their authorized
capacity(ies), and that by his/her/their signature(s) on the
instrument the person(s), or the entity upon behalf of which the
person(s) acted, executed the within instrument.
WITNESS my hand and official seal.
Notary Public
STATE OF CALIFORNIA )
)
COUNTY OF )
ss.
On , 19__, before me, the undersigned,
a Notary Public in and for said County and State, personally
appeared ,
personally known to me (or proved to me on the basis of
satisfactory evidence) to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that
he/she/they executed the same in his/her/their authorized
capacity(ies), and that by his/her/their signature(s) on the
instrument the person(s), or the entity upon behalf of which the
person(s) acted, executed the within instrument.
WITNESS my hand and official seal.
Notary Public
RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:
Cox, Castle & Nicholson LLP
2049 Century Park East, 28th Floor
Los Angeles, CA 90067
Attn: Ronald I. Silverman, Esq.
RECORDING FEES
GOVERNMENT CODE
City Clerk
Space ~]DOve Line For Recorder's Use Only)
EXEMPT DUE TO
SECTION 27383
DEVELOPMENT AGREEMENT
BY AND BETWEEN THE CITY OF R3LNCHO CUCAMONGA
~ CUCA!MONGA 220, L.P.
DEVELOPMENT AGREEMENT EXHIBITS
EXHIBIT "A"
LEGAL DESCRIPTION OF LANDS OWNED BY AMERICAN BEAUTY DEVELOPMENT
COMPANY AND VESTED TO CUCAMONGA 220, LP, A CALIFORNIA LIMITED PARTNERSHIP
AS DESCRIBED 1N A TITLE POLICY, ORDER #7200072A, PURCHASED FROM CHICAGO
TITLE.
DESCRIBED MORE FULLY AS:
BEING A SUBDIVISION OF PORTIONS OF ETIWANDA COLONY LANDS, IN THE CITY OF
RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER
MAP RECORDED IN BOOK 2, PAGE 24 OF MAPS, RECORDS OF SAID COUNTY, PORTIONS OF
ETIWANDA CACTUS ACRES, IN SAID CITY, COUNTY, AND STATE, AS PER MAP RECORDED
IN BOOK 19, PAGE 63 OF SAID MAPS FILED IN BOOK 1, PAGE 1 OF PARCEL MAP RECORDS
OF SAID COUNTY AND A PORTION OF SECTION 5, TOWNSHIP 1 SOUTH, RANGE 6 WEST,
SAN BERNARDINO MERIDIAN, IN SAID CITY, COUNTY, AND STATE.
PARCEL 1: THRU 18
DESCRIPTION
PARCEL 1:
THOSE PORTIONS OF LOTS 3, 4, 5, 6, 11, 12, 13 AND 14 IN BLOCK "S" OF ETIWANDA
COLONY LANDS, IN THE COUNTY IF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER
MAP RECORDED IN BOOK 2 PAGE 24 OF MAPS, IN THE OFFICES OF THE COUNTY
RECORDER OF SAID COUNTY, TOGETHER WITH THAT PORTION OF PARCEL 2 OF PARCEL
MAP NO. 1 AS PER MAP RECORDED IN BOOK 1 PAGE I OF PARCEL MAPS, IN THE OFFICE
OF THE COUNTY RECORDER OF SAID COUNTY, DESCRIBED AS PARCELS 1, 2, AND 3 IN
DEED TO B.D.Z. INVESTORS, RECORDED MAY 31, 1978 IN BOOK 9443 PAGE 976 OF
OFFICIAL RECORDS.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN PARCEL MAP 7966, AS PER MAP
RECORDED IN BOOK 86 PAGES 1 TO 3, INCLUSIVE OF PARCEL MAPS, IN THE OFFICE OF
THE COUNTY RECORDER OF SAID COUNTY.
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGES 51 TO 55 INCLUSiVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 2:
PARCEL NO. 3 OF PARCEL MAP NO. 1, IN THE CITY OF RANCHO CUCAMONGA, COUNTY
OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 1 PAGE 1
OF PARCEL MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN THE EAST ONE-HALF OF THE
WEST ONE-HALF OF SECTION 5, TOWNSHIP 1 SOUTH, RANGE 6 WEST, SAN BERNARDINO
MERIDIAN.
EXHIBIT "A" Page 2
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGES 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 3:
LOTS 11 TO 20 INCLUSIVE, BLOCK I; LOTS 1 TO 20, INCLUSIVE, BLOCK 2; LOTS 11 TO 18,
INCLUSIVE BLOCK 8; THAT PORTION OF LOT "A" LYING NORTHERLY OF AND ADJACENT
TO LOTS "B" AND "C" AND LOT 11 BLOCK 1 AND LOTS 10 AND 11 BLOCK 2; THAT
PORTION OF LOT "B' LYING ADJACENT TO LOTS 11 TO 20, INCLUSIVE, BLOCK 1 AND
LOTS 1 TO I0, INCLUSIVE, BLOCK 2; THAT PORTION OF LOT "C" LYING EASTERLY OF AND
ADJACENT TO LOTS 11 TO 20, INCLUSIVE, BLOCK 2 AND LOTS 11 TO 20 BLOCK 8; ALL IN
ETIWANDA CACTUS ACRES, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN
BERNARDINO, STATE OF CALIFORNIA AS PER MAP RECORDED IN BOOK 19 PAGE 63 OF
MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN THE WESTERLY 330 FEET OF SAID
BLOCK 1.
ALSO EXCEPTING THEREFROM ANY PORTION LYING WITHIN THE WESTERLY 360 FEET
OF SAID LOT "A".
ALSO EXCEPTING THEREFROM ANY PORTION LYING WITHIN THE EASTERLY 3.1. FEET OF
SAID LOT "C".
ALSO EXCEPTING THEREFROM THE EASTERLY 3.1. FEET LYING SOUTH OF THE
NORTHERLY 15 FEET OF THAT PORTION OF SAID LOT "A" LYING NORTHERLY OF AND
ADJACENT TO SAID LOT "C".
ALSO EXCEPT FROM SAID LOT "A' THAT PORTION INCLUDED WITHIN THE LINES OF THE
LAND DESCRIBED AS PARCEL 2 IN THE DEED TO SOUTHERN CALIFORNIA EDISON
COMPANY, A CORPORATION, RECORDED JUNE 5, 1973 IN BOOK 8197, PAGE 27 OF
OFFICIAL RECORDS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
ALSO EXCEPTING THEREFROM ANY PORTION LYING WITHIN FOOTH/LL BOULEVARD
CONVEYED TO THE STATE OF CALIFORNIA FOR THE WIDENING OF FOOTHILL
BOULEVARD.
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGES 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 4:
LOTS 19 AND 20, BLOCK 8, ETIWANDA CACTUS ACRES, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP
RECORDED IN BOOK 19 PAGE 63 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF
SAID COUNTY.
EXHIBIT "A" Page 3
EXCEPTING THEREFROM ANY PORTION LYING WITHIN FOOTHILL BOULEVARD
CONVEYED TO THE STATE OF CALIFORNIA FOR THE WIDENING OF FOOTHILL
BOULEVARD.
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGES 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 5:
THOSE PORTIONS OF ETIWANDA CACTUS ACRES, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAD
RECORDED 1N BOOK 19 PAGE 63 OF MAPS, IN THE OFFICE OF TNE COUNTY RECORDER OF
SAID COUNTY, DESCRIBED AS PARCELS 1, 2, AND 3 IN DEED TO FOOT}fiLL ASSOCIATES
RECORDED FEBRUARY 9, 1982 AS INSTRUMENT NO. 82-026007 OF OFFICIAL RECORDS.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN PARCEL MAP 7966, AS PER MAP
RECORDED IN BOOK 86 PAGES 1 TO 3, INCUSIVE, OF PARCEL MAPS, IN THE OFFICE OF
THE COUNTY RECORDER OF SAID COUNTY.
ALSO EXCEPTING THEREFROM THAT PORTION OF THE EAST ONE-HALF OF THE
SOUTHWEST ONE-QUARTER OF THE SOUTHEAST ONE-QUARTER OF SECTION 5,
TOWNSHIP 1 SOUTH, RANGE 6 WEST, SAN BERNARDINO MERIDIAN, IN THE CITY OF
RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA,
ACCORDING TO THE OFFICIAL PLAT THEREOF, AS IN BOOK 7275 PAGE 734 OF OFFICIAL
RECORDS OF SAID COUNTY, LYING NORTHWESTERLY OF THE FOLLOWING DESCRIBED
LINE:
COMMENCING AT A THREE-QUARTER INCH IRON PIPE MARKING THE SOUTHEAST
CORNER OF SAID SECTION; THENCE ALONG THE SOUTH LINE OF SAID SECTION, NORTH
89 DEGREES 55 MINUTES 06 SECONDS WEST 2551.30 FEET; THENCE NORTH 44 DEGREES 47
MINUTES 32 SECONDS EAST 628.66 FEET; THENCE AT RIGHT ANGLES, NORTH 45 DEGREES
12 MINUTES 28 SECONDS WEST 328.10 FEET TO THE TRUE POINT OF BEGINNING, SAID
POINT BEING THE BEGINNING OF A NON-TANGENT CURVE CONCAVE NORTWESTERLY
AND HAVING A RADIUS OF 2000 FEET; THENCE, COURSE "A"., NORTHEASTERLY ALONG
SAID CURVE FROM A TANGENT BEARING NORTH 69 DEGREES 30 MINUTES 00 SECONDS
EAST THROUGH A CENTRAL ANGLE OF 11 DEGREES 40 MINUTES 35 SECONDS, A
DISTANCE OF 407.58 FEET; THENCE, COURSE "B" NORTH 57 DEGREES 49 MINUTES 25
SECONDS EAST 10.37 FEET TO THE BEGINNING OF A TANGENT CURVE CONCAVE
NORTWESTERLY WITH A RADIUS OF 1800 FEET; THENCE COURSE "C" NORTHEASTERLY
ALONG SAID CURVE, THROUGH A CENTRAL ANGLE OF 13 DEGREES 58 MINUTES 01
SECONDS A DISTANCE OF 438.78 FEET; THENCE, A COURSE "D" NORTH 43 DEGREES 51
MINUTES 24 SECONDS EAST TO THE NORTH LINE OF SAID EAST ONE-HALF OF THE
SOUTHWEST ONE-QUARTER OF THE SOUTHEAST ONE-QUARTER OF SECTION 5.
ALSO EXCEPTING THEREFROM THAT PORTION MORE PARTICULARLY DESCRIBED AS
PARCEL 44A.1 IN THE DEED TO CSM & C EXPANSION, A CALIFORNIA LIMITED LIABILITY
COMPANY, RECORDED JANUARY 30, 1997 AS INSTRUMENT NO. 97-033091 OF OFFICIAL
RECORDS, IN SAID OFFICE OF THE COUNTY RECORDER.
EXHIBIT "A" Page 4
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGES 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY. AND FILED SEPTEMBER 7, 1979 IN BOOK 38 PAGE 53 OF
RECORDS OF SURVEYS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
PARCEL 6:
LOTS 11 TO 20 INCUSIVE, BLOCK 7, AND THE WEST ONE-HALF OF LOT "B" ADJOINING
SAID LOTS ON THE EAST, OF ETIWANDA, CACTUS ACRES, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP
RECORDED IN BOOK 19 PAGE 63 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF
SAID COUNTY.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN FOOTHILL BOULEVARD
CONVEYED TO THE STATE OF CALIFORNIA FOR THE WIDENING OF FOOTHEL
BOULEVARD.
ALSO EXCEPTING ANY PORTION LYING WITHIN THE WEST 330 FEET OF SAID BLOCK 7.
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982, IN BOOK 47
PAGES 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 7:
LOTS I TO 10 INCLUSIVE, BLOCK 8, AND THE EAST ONE-HALF OF LOT "B" ADJOINING
SAID LOTS ON THE WEST, OF ETIWANDA, CACTUS ACRES, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP
RECORDER IN BOOK 19 PAGE 63 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF
SAID COUNTY.
EXCEPTING THEREFROM ANY PORTION LYING WITHIN FOOTHILL BOULEVARD
CONVEYED TO THE STATE OF CALIFORNIA FOR THE WIDENING OF FOOTHILL
BOULEVARD.
SAID LAND IS SHOWN ON RECORD OF SURVEY FILED DECEMBER 10, 1982 IN BOOK 47
PAGE 51 TO 55 INCLUSIVE OF RECORD OF SURVEYS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY.
PARCEL 8:
LOTS 1 TO 10 INCLUSIVE, BLOCK 3; LOTS 1 TO 10 INCLUSIVE, BLOCK 9; THE EASTERLY 3.1
FEET OF LOT "C" AND THAT PORTION OF LOT "A", LYING BETWEEN THE NORTHERLY
PROLONGATION OF THE EASTERLY LINE OF SAID LOT 1, BLOCK 3 AND THE NORTHERLY
PROLONGATION OF THE WESTERLY LINE OF SAID EASTERLY 3.1 FEET OF LOT "C", ALL
OF ETIWANDA CACTUS ACRES IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN
BERNARDINO, STATE OF CALIFORNIA, AS RECORDED IN BOOK 19, PAGE 63 OF MAPS IN
THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
EXHIBIT "A" Page 5
EXCEPTING THEREFROM THE NORTHERLY 15 FEET OF SAID LOT "A".
ALSO EXCEPTING THEREFROM THE SOUTHERLY 20 FEET OF SAID LOT 1, BLOCK 9 AND
THE SOUTHERLY 20 FEET OF LOT "C" AS CONVEYED TO THE STATE OF CALIFORNIA BY
DEED RECORDED MARCH 11, 1930, IN BOOK 594, PAGE 292, OF THE OFFICIAL RECORDS IN
THE OFFICE OF THE COUNTY RECORDER.
PARCEL 9:
LOTS 11 TO 20 INCLUSIVE, BLOCK 3; LOTS 11 TO 20 INCLUSIVE, BLOCK 9; THE EASTERLY
3.1 FEET OF LOT "C' AND THAT PORTION OF LOT "A", ALL OF ETIWANDA CACTUS ACRES
IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF
CALIFORNIA, AS RECORDED IN BOOK 19, PAGE 63 OF MAPS IN THE OFFICE OF THE
COUNTY RECORDER OF SAID COUNTY, LYING WITHIN THE WESTERLY 330.00 FEET OF
THE EAST ONE-HALF OF THE WEST ONE-HALF OF SECTION 5, TOWNSHIP 1 SOUTH,
RANGE 6 WEST, SAN BERNARDINO BASE MERIDIAN.
EXCEPTING THEREFROM THAT PORTION OF THE NORTHERLY 15 FEET OF SAID LOT "A".
ALSO EXCEPTING THEREFROM THE SOUTHERLY 20 FEET OF SAID LOT 20, BLOCK 9 AS
CONVEYED TO THE STATE OF CALIFORNIA BY DEED RECORDED MARCH 1 I, 1930, IN
BOOK 594, PAGE 292, OF THE OFFICIAL RECORDS IN THE OFFICE OF THE COUNTY
RECORDER.
PARCEL 10:
THAT PORTION OF PARCEL 2 OF PARCEL MAP NO. 1, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARD1NO, STATE OF CALIFORNIA, AS SHOWN BY
MAP ON FILE IN BOOK l, PAGE l, OF PARCEL MAPS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY, LYING WITHIN THE WESTERLY 330.00 FEET OF THE EAST
HALF OF THE WEST HALF OF SECTION 5, TOWNSHIP I SOUTH, RANGE 6 WEST, SAN
BERNARDINO MERIDIAN, ACCORDING TO THE OFFICIAL PLAT THEREON.
PARCEL 11:
THAT PORTION OF PARCEL 3 OF PARCEL MAP NO. 1, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS SHOWN BY
MAP ON FILE IN BOOK 1, PAGE 1 OF PARCEL MAPS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY, LYING WITHIN THE WESTERLY 330.00 FEET OF THE EAST
HALF OF THE WEST HALF OF SECTION 5, TOWNSHIP 1 SOUTH, RANGE 6 WEST, SAN
BERNARD1NO MERIDIAN, ACCORDING TO THE OFFICIAL PLAT THEREOF.
PARCEL 12:
THAT PORTION OF THE NORTH 15 FEET OF LOT "A" SHOWN ON THE MAP OF ETIWANDA
CACTUS ACRES, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO,
STATE OF CALIFORNIA, ON FILE IN BOOK 19, PAGE 63 OF MAPS, IN THE OFFICE OF THE
COUNTY RECORDER OF SAID COUNTY, LYING WITHIN THE WESTERLY 330.00 FEET OF
EXHIBIT "A" Page 6
THE EAST HALF OF THE WEST HALF OF SECTION 5, TOWNSHIP 1 SOUTH, RANGE 6 WEST,
SAN BERNARDINO MERIDIAN, ACCORDING TO THE OFFICIAL PLAT THEREOF.
PARCEL 13:
THAT PORTION OF PARCEL 2 OF APRCEL MAP NO. 1, IN THE CITY OF RANCHO
CUCAMONGA COUNTY OF SAN BEKNARDINO, STATE OF CALIFORNIA, AS SHOWN BY
MAP ON FILE IN BOOK 1, PAGE 1 OF PARCEL MAPS, IN THE OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY, LYING WESTERLY OF A LINE THAT IS WITH AND DISTANT
330.00 FEET EASTERLY, MEASURED AT RIGHT ANGLES FROM THE WEST LINE OF THE
EAST HALF OF THE WEST HALF OF SECTION 5, TOWNSHIP 1 SOUTH RANGE 6 WEST, SAN
BERNARDINO MERIDIAN, ACCORDING TO THE OFFICIAL PLAT THEREOF.
EXCEPT THERFEROM THE EASTERLY 330.00 FEET.
ALSO EXCEPT THEREFROM ALL LIRANIUM, THORIUM AND OTHER FISSIONABLE
MATERIALS, ALL OIL, GAS, PETROLEUM, ASPHALTUM AND OTHER HYDROCARBON
SUBSTANCES, AND OTHER MINERALS AND MINERAL ORES OF EVERY KIND AND
CHARACTER, WHETHER SIMILAR TO THESE HEREIN SPECIFIED OR NOT, WITHIN OR
UNDERLYING, OR WHICH MAY BE PRODUCED FROM SAID LAND, TOGETHER WITH THE
RIGHT TO USE THAT PORTION ONLY OF SAID LAND WHICH UNDERLIES A PLANE
PARALLEL TO AND 500 FEET BELOW THE PRESENT SURFACE OF SAID LAND, FOR THE
PURPOSE OF PROSPECTING FOR, DEVELOPING AND/OR EXTRACTING SAID URANIUM,
THORIUM AND OTHER FISSIONABLE MATERIALS, OIL, GAS, PETROLEUM, ASPHALTUM,
AND OTHER MINERAL OR HYDROCARBON SUBSTANCES FROM SAID LAND, WITHOUT,
HOWEVER, THE RIGHT OF SURFACE ENTRY OR TO USE SAID LAND OR ANY PORTION
THEREOF TO SAID DEPTH OF 500 FEET FRO ANY PURPOSE WHATSOEVER, AS RESERVED
BY SOUTHERN SURPLUS REALTY CO., A CALIFORNIA CORPORATION, IN THE DEED
RECORDED DECEMBER 8, 1982 AS INSTRUENT NO. 82-244151 OF OFFICIAL RECORDS, IN
SAID OFFICE OF THE COUNTY RECORDER.
PARCEL 14:
THAT PORTION OF PARCEL 3 OF PARCEL MAP NO. 1, IN THE CITY OF RANCHO
CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS SHOWN BY
MAP ON FILE IN BOOK 1, PAGE 1 OF PARCEL MAPS, IN SAID OFFICE OF THE COUNTY
RECORDER OF SAID COUNTY, LYING WITHTN THE EAST HALF OF THE WEST HALF OF
SECTION 5, TOWNSHIP 1, SOUTH, RANGE 6 WEST, SAN BERNARDINO MERIDIAN,
ACCORDING TO THE OFFICIAL PLAT THEREOF.
EXCEPT THEREFROM THE WESTERLY 330.00 FEET.
ALSO EXCEPT THEREFROM THAT PORTION INCLUDED WITHIN THE LINES OF THE LAND
DESCRIBED IN THE DEED TO FOOTHlLL ASSOCIATES, A CALIFORNIA GENERAL
PARTNERSHIP, RECORDER FEBRUARY 28, 1984 AS INSTRUMENT NO. 84-046247 OF
OFFCIAL RECORDS, IN SAID OFFICE OF THE COUNTY RECORDER.
ALSO EXCEPT THEREFROM ANY PORTION INCLUDED WITHIN THE EXTERIOR
BOUNDARIES OF PARCEL MAP NO. 7966, AS SHOWN BY MAP ON FILE IN BOOK 86, PAGES 1
THROUGH 3, INCLUSIVE, OF PARCEL MAPS, IN SAID OFFICE OF THE COUNTY RECORDER.
EXHIBIT"A" Page 7
ALSO EXCEPT THEREFROM ALL URANIUM, THORIUM AND OTHER FISSIONABLE
MATERIALS, ALL OIL, GAS, PETROLEUM, ASPHALTUM AND OTHER HYDROCARBON
SUBSTANCES, AND OTHER MINERALS AND MINERAL ORES OF EVERY KIND AND
CHARACTER, WHETHER SIMILAR TO THESE HEREli SPECIFIED OR NOT, WITHIN OR
UNDERLYllG, OR WHICH MAY BE PRODUCED FROM SAID LAND, TOGETHER WITH THE
RIGHT TO USE THAT PORTION OF SAID LAND WHICH UNDERLIES A PLANE PARALLEL TO
AND 500 FEET FOR ANY PURPOSE WHATSOVER, AS RESERVED BY SOUTHERN SURPLUS
REALTY CO., A CALIFORNIA CORPORATION, Ii THE DEED RECORDED DECEMBER 8, 1982
AS llSTRUMENT NO. 82-244151 OF OFFICIAL RECORDS, Ii SAID OFFICE OF THE COUNTY
RECORDER.
PARCEL 15:
THAT PORTION OF THE NORTH 15 FEET OF THE EAST 2675 FEET OF LOT "A" AS SHOWN
ON THE MAP OF ETIWANDA CACTUS ACRES, Ii THE CITY OF RANCHO CUCAMONGA,
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, ON FILE Ii BOOK 19, PAGE 63 OF
MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY, LYllG WITHIN THE
EAST HALF OF THE WEST HALF OF SECTION 5, TOWNSHIP 1 SOUTH, RANGE 6 WEST, SAN
BERNARDINO MERIDIAN, ACCORDllG TO THE OFFICIAL PLAT THEREOF.
EXCEPT THEREFROM THAT PORTION LYllG EASTERLY OF THE SOUTHERLY
PROLONGATION OF THE EASTERLY LINE OF PARCEL 3 OF PARCEL MAP NO. 1, AS SHOWN
BY MAP ON FILE IN BOOK 1, PAGE 1 OF PARCEL MAPS, Ii THE OFFICE OF THE COUNTY
RECORDER.
ALSO EXCEPT THEREFROM THE WESTERLY 330.00 FEET.
ALSO EXCEPT THEREFROM THAT PORTION llCLUDED WITHIN THE LINES OF THE LAND
DESCRIBED Ii THE DEED TO FOOTHlLL ASSOCIATES, A CALIFORNIA GENERAL
PARTNERSHIP, RECORDED FEBRUARY 28, 1984 AS INSTRUMENT NO. 84-046247 OF
OFFICIAL RECORDS, Ii SAID OFFICE OF THE COUNTY RECORDER.
ALSO EXCEPT THEREFROM ANY PORTION llCLUDED WITHIN THE EXTERIOR
BOUNDARIES OF PARCEL MAP NO. 7966, AS SHOWN BY MAP ON FILE IN BOOK 86, PAGES 1
THROUGH 3, INCLUSIVE, OF PARCEL MAPS, IN SAID OFFICE OF THE COUNTY RECORDER.
ALSO EXCEPT THEREFROM ALL URANIUM, THOR1UM AND OTHER FISSIONABLE
MATERIALS, ALL OIL, GAS, PETROLEUM, ASPHALTUM AND OTHER HYDROCARBON
SUBSTANCES, AND OTHER MINERALS AND MINERAL ORES OF EVERY KIND AND
CHARACTER, WHETHER SIMILAR TO THESE HEREll SPECIFIED OR NOT, WITHIN OR
UNDERLYllG, OR WHICH MAY BE PRODUCED FROM SAID LAND, TOGETHER WITH THE
RIGHT TO USE THAT PORTION ONLY OF SAID LAND WHICH UNDERLIES A PLANE
PARALLEL TO AND 500 FEET BELOW THE PRESENT SURFACE OF SAID LAND, FOR THE
PURPOSE OF PROSPECTING FOR, DEVELOPllG AND/OR EXTRACTllG SAID URANIUM,
THORIUM AND OTHER FISSIONABLE MATERIALS, OIL, GAS, PETROLEUM, ASPAHTUM,
AND OTHER MINERAL OR HYDROCARBON SUBSTANCES FROM SAID LAND, WITHOUT,
HOWEVER, THE RIGHT OF SURFACE ENTRY OR TO USE SAID LAND OR ANY PORTION
THEREOF TO SAID DEPTH OF 500 FEET FOR ANY PURPOSE WHATSOEVER, AS RESERVED
BY SOUTHERN SURPLUS REALTY CO., A CALIFORNIA CORPORATION, Ii THE DEED
EXHIBIT "A" Page
RECORDED DECEMBER 8, 1982 AS INSTRUMENT NO. 82-244151 OF OFFICIAL RECORDS, IN
SAID OFFICE OF THE COUNTY RECORDER.
PARCEL 16:
LOTS 3, 6 AND 7 OF BLOCK "X", TOGETHER WITH THE WEST 40.00 FEET OF LOT 2
OF SAID BLOCK "X", BOTH OF ETIWANDA COLONY LANDS, RECORDED IN BOOK
2, PAGE 24 OF MAPS, RECORDS OF THE COUNTY RECORDER OF SAN BERNARDINO
COUNTY, TOGETHER WITH BLOCK 6 AND LOTS A AND G OF ETIWANDA CACTUS
ACRES, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE
OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 19, PAGE 63 OF MAPS IN THE OFFICE
OF THE COUNTY RECORDER OF SAID COUNTY, STATE OF CALIFORNIA.
EXCEPTING THAT PORTION LYING WEST OF A LINE THAT IS PARALLEL AND
CONCENTRIC WITH AND 52.00 FEET EASTERLY AND SOUTHEASTERLY, MEASURED AT
RIGHT ANGLES, OF THE FOLLOWING DESCRIBED LINE:
BEGINNING AT THE NORTHEAST CORNER OF THE LAND SHOWN ON PARCEL MAP NO.
7966 RECORDE IN BOOK 86, PAGE 1 THROUGH 3, INCLLUSIVE, OF PARCEL MAPS,
RECORDS OF SAN BERNARDINO COUNTY, STATE OF CALIFORNIA, SAID CORNER BEING
THE CENTERLINE INTERSECTION OF MILLER AVENUE AND VICTORIA LOOP, AS SHOWN
ON SAID PARCEWL MAP; THENCE SOUTHERLY ALONG THE MOST EASTERLY LINE OF
SAID LAND, SOUTH 00007'34,' WEST, 1065.16 FEET TO THE BEGINNING OF A TANGENT
CURVE CONCAVE NORTHWESTERLY AND HAVING A RADIUS OF 800.00 FEET; THENCE
SOUTHERLY ALONG SAID CURVE THROUGH A CENTRAL ANGLE OF 37°54'24'', 529.28
FEET.
ALSO EXCEPTING THEREFROM THAT CERTAIN PARCEL OF LAND DESCRIBED IN THE
DEED TO FRANK BENETIC AND IVANKA BENETIC PER DEED RECORDED JULY 11,1973 IN
BOOK 8222, PAGE 478 OF OFFICIAL RECORDS, RECORDS OF SAID COUNTY, STATE OF
CALIFORNIA.
ALSO EXCEPTING THEREFROM ALL LAND LYING SOUTHEASTERLY OF THE
NORTHWESTERLY LINE OF THOSE CERTAIN PARCELS OF LAND DESCRIBED IN DEEDS TO
THE STATE OF CALIFORNIA PER DEEDS RECORDED OCTOBER 17, 1972 IN BOOK 8042,
PAGE 213, AND RECORDED OCTOBER 25, 1972 IN BOOK 8047, PAGE 173, AND RECORDED
OCTOBER 25, 1974 IN BOOK 8544, PAGE 796, ALL OF OFFICIAAL RECORDS, RECORDS OF
SAID COUNTY.
ALSO EXCEPTING THEREFROM THAT PORTION OF SAID LOT 3 IN BLOCK "X" OF
ETIWANDA COLONY LANDS LYING EAST OF THE EAST LINE OF SAID LOT "G" OF
ETIWANDA CACTUS ACRES.
PARCEL 17:
LOT 3 IN BLOCK "X" ACCORDING TO THE PRELIMINARY MAP OF THE ET1WANDA
COLONY LANDS, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARD/NO,
STATE OF CALIFORNIA, AS SHOWN BY MAP ON FILE IN BOOK 2, PAGE 24 OF MAPS, IN THE
OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
EXHIBIT "A" Page 9
EXCEPTING THEREFROM THAT PORTION LYING WITHIN THE EXTERIOR BOUNDARIES OF
ETIWANDA CACTUS ACRES, AS SHOWN BY MAP ON FILE IN BOOK 19, PAGE 63 OF MAPS,
1N SAID OFFICE OF THE COUNTY RECORDER.
PARCEL 18:
THE SOUTH HALF OF LOTS 9 AND 10 IN BLOCKS AS SHOWN ON THE PRELIMINARY MAP.
OF THE ETIWANDA COLONY LANDS, IN THE CITY OF RANCHO CUCAMONGA, COUNTY OF
SAN BERNARDINO, STATE OF CALIFORNIA, AS SHOWN BY MAP ON FILE IN BOOK 2, PAGE
24 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.
EXCEPTING THOSE LANDS LYING SOUTH OF THE CENTERLINE ALIGNMENT OF CHURCH
STREET, EAST OF THE CENTERLINE OF DAY CREEK BOULEVARD, AND NORTH OF THE
CENTERLINE OF FOOTHILL BOULEVARD AS SHOWN ON TENTATIVE TRACT 15974.
AS SHOWN ON THE UNRECORDED PARCEL MAP 15641 (ATTACHED AND LABELED
EXHIBIT A-l), AS LOTS 20 THRU 26.
Jl
I1__
1
EXHIBIT B
Project Illustrative Plan
~ 3 Single
; ~ Family
4-6/Acre
Sh~gle Family
4-6/Acre
SingLe Family
4-10/Acre
10
Mixed use
Single Family
11
Mixed use
Single Family
4-6/Acre
EXHIBIT C
Regional Commercial Center
EXHIBIT 'D '
TENTATIVE TP, ACT NO, 15~74
~/ n/v P./w
1
EXHIBIT 'D '
T~IT,417VE 1R4CT ~
TENTATIVE TRACT NO. 15974
2
EXHIBIT 'D'
7~fi'A77VE]R4CTMAP
TENTATIVE TRACT NO. 15~74
a
.
· ~.m ~m .~:m__". _". m
"' .:.' ~.. 4,.~' . m '~. '=
: V,,,,,:,m,~,~.,.__:__~_,~,___..J' t',:~.~Lj,','m"l, ,~mWT."'..a,m~.., '",,.. ? "'
.. .o .,.. m ~ ...~.' ,.. ,.',~',-~,:m .m. i'~mi .~.. ,,.,
"' 7:"' ~;-r:,=; :.,.h .;.,...,.'-, .,",~:'~ '".',-:~: "--'-'.-v...- -'.. - ·
,..-.,,,....: ....". ......,:'.:,~,, ':~.:=-..~.,-.-,':,;.
·: F- - ,~..~1':,._..-,:- .., · .,m::-'-'" .r, .~: ..,; = ~' .,. '; :. '.., --, ...,'
= !~ '.. ~.-..... =.-. =......-.,z.:.~ ~.._-'...'...!-.'. ~' ~ ;: i: ~ :~. i ~'-=-.'..,
i ;':::::::::::::::::::::::::::::: ' -.. ,. , =-- i :-' ;E,-.: . '-i.,,', .-.- ~.z_..',:. -."
:.i '!~,..-:..:.-.i=_=~..i..~:j,.iE..:..,.-':; i -*--,..'-;L-:.-,',--..>.j:...i..t.....z..:,...:~:.~..=.
F....'' '~ ....r~ , ' .', , t .. .
't.. ) ~'.--', '-.:..', .,,f;,:;~':- :=' ~'--.." "'-".-:'. ::.'.""""T'L.'T"TT':'
· [ ~'i:.l~i~!~': ....., ~.,\ / ...... , .,,....."~":
.'.....~.r......._.r=~.~::...=....:,,-~:'...:.....:::..-~..: .....,..,".....
::.. ~...'..'..;?--..';i~'=:"T.:".'. .'-.:.........~
), .,.: . .... ;( ' .. .
! r = ei '.t' . ....
m ') "" · ";*"' .;- ~.. ' ,.,,. , . -
,t ~ m ' '
m ..
'....=...........,=
3
EXHIBIT 'D '
TENTATIVE 7RACT NO. 15974
4
NOT
A
PART
NOT
A
PART
A
PART
J
Y
::I
..... /
This Exhibit only illustrates the phasing of lots development. The phasing
of public improvements shall be in accordance with the conditions of
approval contained in Planning Commission Resolution No. 01-25
SCHOOL
NOT
A
PART
PART
il
iI
SHEET NO,
1
EXHIBIT "F"
DEVELOPMENT FEES
The only Development Impact Fees that are to be paid in conjunction with the
development of the Property are as follows:
BEAUTIFICATION FEES
For each single family structure and multi-family structure or in a hotel, motel or
dormitory, 20 cents per square foot of gross building area under roof (excluding
balconies, patios, courtyards, and porches), or two hundred dollars per each dwelling
unit, whichever is the greater total sum.
For each addition to a dwelling unit in a single family condominium, apartment, duplex,
or multi-dwelling structure, or in a hotel, or dormitory, which addition consists of 650
square feet or more under roof, or which addition creates an additional dwelling unit, 20
cents per square foot of gross building area under roof, or two hundred dollars per each
dwelling unit, whichever is the greater total sum,
For each trailer space, two hundred dollars with no additional sum for any directly
accessory structure.
ETIWANDA/SAN SEVAINE DRAINAGE FEES
The drainage fees listed below are calculated on a "per net acre" basis and are
applicable only to that portion of the Property lying within the San Sevaine Drainage
Area (more specifically, the portion of the Property lying within approximately 500 feet of
the centerline of Etiwanda Ave.)
Regional Mainline Fee - $7,800.00
Master Plan Fee - $22,700.00
TRANSPORTATION DEVELOPMENT FEES
The project shall not be regulated or participate in Ordinance No. 445 for City wide fees
for transportation facilities.
UNDERGROUNDING OVERHEAD UTILITIES
· Electricel
· Telephone
· Cable TV
$128.00 Unit Amount/linear Foot
$ 75.00 Unit Amount/Linear Foot
$10.00 Unit Amount/Linear Foot
TRAFFIC INPACT ANALYSIS
Base Line Road at Cherry Avenue
Base Line Road at Southbound 1-15 Freeway on/off ramps
Base line Road at Northbound I-15 Freeway on/off ramps
Total Fair Share Cost of Traffic Circulation Improvements
$ 56,218.00
$185,897.00
$116.773.00
$358,888.00
EXHIBIT "G"
CONDITIONS
All conditions of approval for the Victoria Arbors Master Plan DR 91-04 as
contained in Planning Commission Resolution No. 01-23 shall apply and
incorporated herein by reference.
All condition of approval for the Tentative Parcel Map 15641 as contained
in Planning Commission Resolution No. 01-24 shall apply and
incorporated herein by reference.
All condition of approval for the Tentative Tract Map 15974 as contained
in Planning Commission Resolution No. 01-25 shall apply and
incorporated herein by reference.
Summary of Impacts and Mitigation contained in the Final EIR entitled
"Final Environmental Impact Report Victoria Village SCH No. 98041137"
and as modified by the Addendum to the EIR for Tentative Tract Map
15974 and Tentative Parcel Map 15641 shall apply.
Provide conduit for future fiber optic use on all streets required for this
project as follows: Day Creek Boulevard, Base Line Road, Victoria Loop,
Church Street, and Foothill Boulevard shall each have (4) 2-inch conduits,
(1) 3-inch conduit, and (1) 4-inch conduit.
All other streets shall have (1) 3-inch conduit.
Master Infrastructure Allocation, Infrastructure, Cost Estimate and Cost
Sharing Agreement shall be subjected to the final CFD Report and as
approved by City Engineer.
INFRASTRUCTURE COST ESTIMATE BREAKDOWN
PHASED ESTIMATE (PHASES 1A, 1B, 1C, 2A, 2B)
JANUARY 25, 2001
IMPROVEMENT CO~T8
FOOTHILL BOUI._PVARD ................................................................................... $ 1.567.689
DAy CREEK BOULEVARD
DAYCREEKCHANNELTOFOOTHILLBOULEVARD ......................................... $ 1.330,806
FOOTHILL BOULEVARD TO VICTORIA MALL LOOP .......................................... $ 844,265
VICTORIA MALL LCOP TO CHURDH STREET .................................................. $ 2.048,815
CHURCH STREET TO BASELINE ROAD .......................................................... $ 2.210.040
SUBTOTAL $ 22.560,612
10% CONTINGENCY $ 2,206,061
GRAND TOTAL i 24,816,673
$ $ 101,460 $ $ $ 281,030 $ . $ $ $
$ 8,404,511 $10:588,883 $ 2.207,942 $ 1,47b,748 $1,460,445 $ 220,566 $ 26,296 $ 98.366 $ 330,9t7
DATE
DATE
DATE
Master Infrastructure Allocation, Infrastructure, Cost Estimate and Cost
Sharing Agreement shall be subjected to the final CFD Report and as
approved by City Engineer.
MDS CONSULTING EXHIBIT "H" G:I4661001CESTICFD MULTIPLE PHASED 1-25-2001 ,xls
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, 1B, 1C, 2A, 2B)
FOOTHILL BOULEVARD
STREET IMPROVEMENTS W/O DCB
STREET IMPROVEMENTS(FEE CREDIT) W/O DCB
STREET IMPROVEMENTS E/O DCB
48 INCH
8 INCH
10 INCH
12 INCH
GRAND TOTAL
LF
1,180 $
935 $
035 $
1,070 $
600 $
2.138 $
1,258 $
3,398 $
363
363
147
25
$ 428,340 $ - $ 214,170 $ 214,170 $ $
$ $ -$ .$ $ $
5(>% 23%
$ 339,405 $ 169,703 $ - $ 78,063 $ $
$ $ -$ .$ $ $
35.10% 35.37% 15.50% 5.10%
$ 157,290 $ 55,2~ $ 55,833 $ 24,380 $ 8, t48 $
$ 15.000 $ - $ 15,000 $ $
24% 22% 41%
$ 81,244 $ 19,499 $ 17,874 $ 33,310 $ $
$ 56,610 $ 13.~6 $ t2,454 $ 23,210 $ $
$ 339,800 $ 81,552 $ 74,756 $ 139,318 $ $
$ 150,000 $ 37,500 $ 37,500 $ 75,000 $ $
$ 1,963,0bl $ 471,876 $ 539A10 $ 760;q7 $ 10,665 $
$ $ $
$ $ $
$ $ $
$ $ $
5.20% 0.95% 0.27% 1.01%
8, t79 $ 1,494 $ 425 $ 1,589
$ $ $
$ $ $
$ $ $
$ $ $
$
8,179 ~ 1,494 S 425 $ 1,589
327 $ 60 $ 17 $ 64
-S ,$ -$
1,227 $ 224 $ 64 $ 238
-$ .$ -$
1,554 $ 284 $ 81 $ 302
9,~33 $ 1,T/8 $ 505 $ 1,890
973 $ t78 $ 51 $ 189
10,706 $ 1,956 $ 666 $ 2,080
CFD MULTIPLE PHASED 1-25-2001 .xts
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, 1B, 1C, 2A, 2B)
JANUARY 25, 2001
DAY CREEK BOULEVARD LF
DAY CREEK CHANNEL TO FOOTHILL BOULEVARD
EARTHEN CHANNEL WI STRUCTURES 2,385 $
PCC CENTER GUTTER eWIDE 2,385 $
STORM DRAIN IMPROVEMENTS 7 x 9 BOX 2,385 $
SEWER IMPROVEMENTS 15 INCH 397 $
$
SUBTOTAL
0.95% 0.27% 1.01%
12,462 $ 3,542 $ 13,249
$ $
$ $ $
$ $ $
'35.10% 35.37% 15.50% 5.18% 5.20%
550 $ 1,311,750 $ 460,424 $ 463,~o6 $ 203,321 $ 67,949 $ 66,211 $
50%
48 $ 19, G56 $ 9,528 $ 9,528 $ - $ $ $
$ - . $ $ $
S 1,330,806 $ 469,952 $ ~13,494 $ 2~3,321 $ 67,949
$ 1,832.969 $ 647,023 $ 651,90S $ 280,307 $ 93,677 $ 94.039 $ t7,180 $ 4,883 $ 18,265
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, 15, 1C, 2A, 25)
DAY CRE~K BOULEVARD
FOOTHILL BOULEVARD TO VICTORIA MALL LOOP
STREET IMFROVEMENTS (FRONTAGE)
STREET IMPROVEMENTS (FEE CRED]T)
STORM DRAtN IMPROVEMENTS
96 INCH
15 iNCH
12 iNCH
GRANDTOTAL
LF
715 $
715 $
715 $
7t5 $
715 $
715 $
249 $
158 $
365 $
54 $
45 S
100 $
I $ 150,000 $
$ $
$
50%
178,035 $ 89,018 $ 89,015 $ $ $ $ $ $
112,970 $ 56,485 $ 56,485 $ $ $ $ $ $
35.10% 35.37% 15.50% 5.18% 5.20% 0.S5% 0.27% 1.01%
260,975 $ 91,602 $ 92.307 $ 40,451 $ 13.519 $ 13,571 $ 2,479 $ 70~5 $ 2,636
38,6t0 $ 19,305 $ 19,305 $ $ $ $ $ $
32.175 $ 16,068 $ 16,088 $ $ $ $ $ $
71,5(30 $ 35,750 $ 35,750 $ $ $ $ $ $
50%
150,000 $ 75,000 $ 75,000 $ $ $ $ $ $
$ $ $ $ $ $ - $ - $ -
844,26~ $ 383,247 $ 383,952 S 40,451 $ 13,5t9 $ 13,571 $ 2,479 $ 705 $ 2,636
28,079 $ 12,484 $ 12,512 $ 1,618 $ 541 $ 543 $ 99 $ 28 $ 100
1,4t6 $ 708 $ 708 $ $ $ $ $ $
93.415 $ 40,875 $ 40,980 $ 6,068 $ 2.028 $ 2,G36 $ 372 $ 106 $ 395
4.410 $ 2,205 $ 2,205 $ $ $ $ - $ - $ -
127,320 $ 56,272 $ 56,406 $ 7,686 $ 2,569 $ 2,578 $ 471 $ 134 $ 501
$ 971,585 $ 438,519 $ 440,357 $ 48,137 $ 16,08'F $ 16,14g $ 2,950 $ 839 S 3,137
$ 97,158 $ 43,S52 $ 44,036 $ 4,514 $ 1,609 $ 1,615 $ 2S5 $ 84 $ 31~4
$ 1,068,743 $ 483,471 $ 484,393 $ 52,951 $ 17,696 $ 17,764 $ 3,?~5 $ 922 $ 3,45O
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES IA, 1B, 1C, 2A, 2B)
JANUARY 25, 2001
DAY CREEK BOULEVARD
VICTORIA MALL LOOP TO CHURCH STREET
STRELtF IMPROVEMENTS (FRONTAGE)
STREET IMPROVEMENTS (FEE CREDIT)
STORM DRAIN IMPROVEMENTS
STORM DRAIN IMPROVEMENTS
SEWER IMPROVEMENTS
WATER IMPROVEMENTS
DRY UTILITIES
TRAFFIC SIGNAL AT MAIN MALL ST.
TRAFFIC SIGNAL AT CHURCH STREET
SUBTOTAL
CITY PLAN CHECK & INSPECTION
DISTRICT PLAN CHECK & INSPECTION
CIVIL t SURVEY FEES
OTHER CONSULTANT FEES
SUBTOTAL
TOTAL
10% CONTINGENCY
42 INCH
48 INCH
15 INCH
12 INCH
GRAND TOTAL
LF
249 $
158 $
2,420 $
2,420 $
1,985 $ 110 $
435 $ 147 $
2,420 $ 54 $
2,420 $ 45 $
2,420 $ 100 $
$
50% .50%
602,580 $ 301,290 $ 301,2S0 $ $ $
382.360 $ 191,180 $ 191,180 $ $ $
35+10% 35.37% 15.50% 5,18% 5.20%
218.350 $ 76,641 $ 77,230 $ 33,844 $ 11,311 $ 11,354
63,945 $ 22,445 $ 22,617 $ 9,911 $ 3,312 $ 3,;~25
130,680 $ 65,340 $ 65,340 $ $ $
108.~00 $ 54,450 $ 54,450 $ $ $
242.03) $ 121,000 $ 121,000 $ $ $
150,000 $ 75,000 $ 75,000 $ $ $
15(:).0CO $ 75.000 $ 75,0C0 $ $ $
2,048,815 $ 9~2,346 $ 933,108 $ 43o156 $ 14,923 $ 14,679
62,689 $ 29,662 $ 29,693 $ 1,750 $ 585 $ 587
4,792 $ 2,396 $ 2,3~6 $ - $ - $ -
226,Q22 $ 106,702 $ 106,816 $ 6,563 $ 2,193 $ 2,202
.__ 12,849 $ 6,425_$ _,_ 6,425 $ - $ - $ -
306,353 $ 145,115 $ 145,329 $ 8,314 $ 2,TT8 S 2,789
2,355,1'68 $ 1,127,530 $ 1,128,437 $ 5?,,069 $ 11,401 $ 17,468
235,517 $ .... 1~12j~753 $ 112,844 $ ~5,2~07 $ 1,740 $ 1,747
2,690,684 $ 1,240,283 $ 1,241,281 $ 51,276 $ 19,141 $ 19,215
$ $
$ $
0.05% 0,27% 1,01%
2,074 $ 5S(:] $ 2,2C5
607 $ 173 $ 646
$ $
$ $
$ $
$ $
2,682 $ 762 $ 2,851
107 $ 30 $ 114
402 $ 114 $ 428
910 $ 145 $ 542
3,191 $ 907 $ 3,393
3,510 $ 998 $ 3,732
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES IA, 1 B, 1C, 2A, 2B)
JANUARY 25, 2001
ylCTORIA PARK LANE
BASELINE ROAD TO CHURCH STREET
STREET IMPROVEMENTS (FRONTAGE)
STREET IMPROVEMENTS (FEE CREDIT)
STORM DRAIN IMPROVEMENTS
STORM DRAIN IMPROVEMENTS
SEWER IMPROVEMENTS
WATER IMPROVEMENTS
DRy UTILITIES
DISTRICT PLAN CHECK & INSPECTION
C~VlL I SURVEY FEES
OTHER CONSULTANT FEES
GRAND TOTAL
iNCH
36 INCH
48 INCH
8 INCH
15 INCH
10 INCH
183 $
15~ $
365 $
90 $
147 $
2,560 $
2,560 $
560 $
625 $
750 $
1,870 $ 25 $
05 545
2,560 $ 38 $
2.560 $ 100 $
1 $ f50,000 $
$ $
$
20% 80%
468,480 $ 93,696 $ 374,784
404,480 $ 80,896 $ 323,584
35. t0% 35.37=~
204,400 $ 71,744 $ 72,296
3510% 35.37%
56,250 $ 19,744 $ 19,8,96
110,250 $ 38,698 $ 38,995
20% 60%
46,750 $ 9,350 $ 28,050
$ $ -
97,280 $ 19,456 $ 58,368
256,000 $ 51,200 $ 153,600
t.79us0 s 444.7~4'~
2,278,032 $ 663,568 $ 1~43,060
$
$
$ 31,682
15.50%
$ 8,719
S 17,089
$
$
$
$
$
$ 5}',490
$ 2,3G)
$ 8,623
$ 10,923
$ 68,413
$ 6,841
$ 75,254
5.18%
10.588
5.18%
2,914
5,711
19,213
769
-
2,882
-
$
$
10,629 $
5.20%
5,733 $
$
$
$
$
$
$
771 $
2,893 $
- $ $
- $ $
0.95% 0.27% 1.01%
1,942 $ 552 $ 2,064
0.95% 0.27% 1.01%
534 $ 152 $ 568
1,047 $ 298 $ 1,114
20%
9,350 $ $
- $ $
19,456 $ $
51,200 $ $
1,341 $ 40 $ 150
576 $ - S
4,849 $ 150 $ 562
3005 -$ -
7,966 $ 190 $ 712
22,951 $ 120,596 $ t,i92 S 4,458
2,295 $ 12060 $ 119 $ 446
2S,246 $ 132,656 $ 1,8tl $ 4,904
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, 10, 1C, 2A, 20)
DAY CREEK BOULEVARD
CHURCH 01REET TO BASELINE ROAD
STREET IMPROVEMENTS (FRONTAGE)
STREET IMPROVEMENTS (FEE CREDIT)
GRAND TOTAL
42 INCH
2-96 INCH
12 INCH
15 INCH
12 INCH
2,380 $ 249 $ 592,6L~O $
2,380 $ 158 $ 376,040 $
500 $ 110 $ 55,a00 $
1,045 $ 730 $ 762,850 $
5cx~ $ 44 $ 22.0(x) $
1,045 $ 54 $ 56,430 $
2,380 $ 45 $ 107,100 $
2,380 $ 100 $ 238,C00 $
$ $ $
$ 2,210.040 $
$ 3,711 $
$ 2s5.806 $
$ 9,687 $.
$ 380,~64 $
$ 2,590,704 $
$ 250,070 $
$ 2,849,774 $
67.23%
$ 252,812
35.1(3% 35.37%
19,3(35 $ 19,454
35.10% 35.37%
267.760 $ 269,620
375,769 $ 1,074.821
32.77%
$ $ $ 194,202 $ $ $
$ $ $ 123,228 $ $ $
15.50% 5.18% 5.20% 0.95% 0.27% 1.01%
$ 8.525 $ 2,849 $ 2,86~ $ 523 $ 149 $
15.5~% 5.18% 520% 0.95% 0.27% 1.01%
$ 1t8,242 $ 39,516 $ 39,6~8 $ 7,247 $ 2,060 $ 7,705
32.77%
$ $ $ 7,:~39 $ $ $
$ $ $ 18,492 $ $ $
$ - $ - $ 35,097 $ $ $
$ $ $ 77,993 $ $ $
$ _-_ $ $ $ $ $
$ 165,938 $ E~,466 $ 638,716 $ 10,170 $ 2,891 $ 10,813
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, tB, tC, 2A, 2B)
VICTORIA MALL LOOP
CHURCH STREET TO DAY CREEK BOULEVARD
STREET IMPROVEMENTS
STORM DRAIN IMPROVEMENTS
SEWER IMPROVEMENTS
WATER IMPROVEMEhrF8
DRY UTJLITiES
SUBTOTAL
CITY PLAN CHECK & INSPECTION
DISllRICT PLAN CHECK & INSPECTION
CJVIL / SURVEY FFFS
OTHER CONSULTANT FE~S
GRAND TOTAL
LF
4,310 $ 270
2,200 $ 216
2,110 $ 365
4,310 $ 25
4,310 $ 45
4,310 $ 100
$
82%
1,163,7~0 $ 954,234
35.10%
452,000 $ 162,162
35.10%
770,150 $ 270,323
82%
107,750 $ 88,355
193,950 $ 159,0~9
431,0Q0 $ 353,420
$
3,128,550 S 1,g~7,533
S5,834 $ 55,469
6,034 $ 4,948
404,633 $ 245,117
tl,637 $ 9,542
518,138 S 315.076
3.64~,688 $ 2.382,609
364,669 $ 230,261
4,011,356 $ 2,532,869
18%
$ $ 209,466 $ $
35.37% 15.50°/o 5.18% 5.20%
163,409 $ 71.610 $ 23,932 $ 24,(~24 $
35,37% 15.5~% 5. t8% 5.2~%
272,402 $ 119,373 $ 39,894 $ 4D,048 $
18%
$ $ 19,395 $ $
$ $ 34,911 $ $
$ $ 77,580 $ $
$ $ $ $
435,811 $ 190,983 S 405,11"/ $ 64,072 $
17,432 $ 7~639 $ t0,932 $ 2,563 $
$ $ 1,Ge6 $ $
65,372 $ 28,647 $ 49,140 $ 9,6ti $
$ $ 2,095 $ $
82,804 S 36,287 S 63,252 S 12,174 S
518,616 $ 22T,2/0 $ 468,429 $ T6,245 S
51,862 $ 22,727 $ 46,843 $ 7,625 $
570,477 $ 249,997 $ 516,272 $ 83,870 $
$ $
4,389 $ 1,247 $ 4,666
0+95% 0+27% 1.01%
7,316 $ 2,079 $ 7,779
$ $
$ $
11,~'05 $ 3,327 $ 12,445
468 $ 133 $ 498
$ $
1,756 $ 499 $ 1,867
2,224 $ 632 $ 2,364
13,929 $ 3,959 $ 14,809
1393 $ 396 $ 1481
15,322 $ 4,355 $ 16,290
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, IB, IC, 2A, 2B)
CHURCH STREET
ETIWANDA AVENUE TO VICTORIA PARK LANE
STREET IMPROVEMENTS (FRONTAGE)
STREET IMPROVEMENTS (FEE CREDIT)
STORM DRAIN IMPROVEMNTS
SEWER IMPROVEMENTS
WATER IMPROVEMENTS
DRY UTILITIES
TRANSITION
TRARcIC SIGNAL AT VTCTORIA PARK LANE
SUBTOTAL
CI~'Y PLAN CHECK& INSPECTION
DISTRICT PLAN CHECK & INSPECTION
CIVIL / SURVEY F;;::S
OTHER CONSULTANT FEES
SUBTOTAL
TOTAL
10% CONTINGENCY
36INCH
8INCH
12 INCH
GRAND TOTN,
LF
U
1,470 $ 144 $
1,470 $ 158 $
6005 82 $
1,470 $ 25 $
1,470 $ 45 $
1,470 $ 100 $
4O05 60 $
1 $ |50,000 $
$ $
$
50% 50%
232,:260 $ $ 116,13D $ $ 1t6,130
35,10% 35,37% t5.50% 5.18%
49,260 $ 17,269 $ 17,402 $ 7,626 $ 2,549
36,750 $ $ 18,375 $ $ 18,375
66, t50 $ $ 33,075 $ $ 33,075
147,~(X3 $ $ 73,500 $ $ 73,500
50% ,50%
24,000 $ $ 12,000 $ $ 12,0C0
50% 50%
150,000 $ $ 75,000 $ $ 75,(300
$ $ $ S
917,040 $ t7,269 S 45t,322 $ 1,626 $ 436,469
$ 26,686 $ 691 $ 13,CF~5 $ 3C5 $ 12,461
$ 2,058 $ - $ 1,029 $ - $ 1,029
$ 93,0~6 $ 2,,~0 $ 45,423 $ 1,144 $ 43,195
$ 6,179 $ - $ 3,090 $ - $ 3,(~0
$ 1,044,969 $ 20,550 $ 513,919 $ 9,075 $ 496,243
$ .10~,~_7_. ~ 2,~5 s 51,392. s 907.$_. 49,624
$ 1,149,466 $ 22,605 $ 565,311 $ 9,982 $ 545,8E8
$ $ $ $
$ $ $ $
5,:20% 0,95% 0.27%
$ 2,558 $ 467 $ 133 $
$ $ $ $
$ $ $ $
$ $ $ $
497
$ $ $ $
$ $ $ $
$ 2,558 $ 467 $ 133 S 497
$ 102 $ 19 $ 5 $ 20
$ 384 $ 70 $ 2O $ 75
$ 3,349 $ 612 $ 114 $ 850
MDS CONSULTINg
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES tA, 1B, 1C, 2A, 2B)
CHURCH STREET
VICTORIA PARK LANE TO DAY CREEK BOULEVARD
STREET IMPROVEMENTS (FRONTAGE)
S1REET IMPROVEMENTS (FEE CREDIT)
STORM DRAIN IMPROVEMENTS
STORM DRAIN IMPROVEMENTS
SE~NE'R IMPROVEMENTS
WATER IMPROVEMENTS
DRY UTILITIES
SUBTOTAL
CITY PLAN CHECK & INSPECTION
DISTRICT PLAN CHECK & INSPECTION
CIVIL I SURVEY FEES
OTHER CONSULTANT FEES
SUBTOTAl.
TOTAL
10% CONTINGENCY
36 INCH
48 INCH
8 INCH
12 INCH
GRAND TOTAL
LF
2,660 $ 176
2,660 $ 94
03 90
1,200 $ 147 $
2,660 $ 25 $
2,660 $ 45 $
2,660 $ 100 $
$ $
$
234,080 $ $ $
125,020 $ $ $
3~,37% 15.50% 5.18% 5.20%
$ $ $
62,393 $ 27,342 $ 9,138 $ 9,173
33,250 $ $ $
59,850 $ $ $
133,0CO $ $ $
$ 3 $
647,593 $ 27,342 $ 9,138 $ 9,173
16,8r~0 $ 1,094 $ 366 $ 3~7
1,8625 -$ -$
T/,189 $ 4,101 $ 1,371 $ 1,376
3,591 $ - $ - $ -
98,502 S 5,195 S 1,736 $ 1,743
74,709 $ 3,254 $ 1,0~7 $__. 1,092
821,804 $ 35,791 $ 11,961 $ 12,007
$ $
$
0.S5% D.27% 1,0t%
$ $
1,676 $ 476 $ 1,782
$ $
$ $
$ $
1,676 $ 476 $ 1,782
67 $ 19 $ 71
"1,994 S 567 S 2,120
199 $ 57 $ 212
2,194 $ 623 $ 2,332
INFRASTRUCTURE COST ESTIMATE
BREAKDOWNPHASED ESTIMATE (PHASES 1A, 1B, 1C, 2A, 2B)
CHURCH 3TREET LF
DAY CREEK BOULEVARD TO EXISTING CHURCH STREET
STREET IMPROVEMENTS(FRONTAGE)
STREET IMPROVEMENTS (FEE CREDIT)
STORM DRAIN IMPROVEMENTS 2-96 INCH
SEWER IMPROVEMENTS 8 INCH
WATER IMPROVEMENTS 12 INCH
DRY UTILITIES
TRANSITION
SUBTOTAL
CrP( PLAN CHECK & INSPECTION
DISTRICT PLAN CHECK & INSPECTION
CIVIL I SURVEY FE~S
OTHER CONSULTANT PE~S
SUBTOTAL
SUBTOTAL
GRAND TOTAL
$ 63,879 $
$ 2,422 $
$ 257,711 $
$ 6,042 $
$ 330,053 $
1.730 $ 235 $ 406,550 $ $
1,730 $ 94 $ 162,620 $ $
35,10%
1,360 $ 730 $ 992,800 $ 348,473 $
0%
1,730 $ 25 $ 43,250 $ $
0%
1,730 $ 45 $ 7'7,8r~0 $ $
1,730 $ 100 $ t73,000 $ $
0%
700 $ 50 $ ~5,000 $
$ $ : $
$ 1.89t.070 $ ~48,473
13.939
52.271
$ 2,221,123 $
35,369 1.15 $ 40,674 $
35,389 1.t5 $ 40,674 $
25,286 2.30 $ 58.158 $
$ 236,063 $ 42.896
$ 2,696,692 $ 471,866
1(X)%
406.550 $ $ $ $ $
162,620 $ $ $ $ $ $
35.3P/= 15.50% 5.18% 5.20% 0.95% 0,27% 1,01%
351,153 $ 153,884 $ 51.427 $ 51,626 $ 9,432 $ 2.68t $ 10.027
100%
43,250 $ $ $ $ $ $
100%
77,850 $ $ S $ $ $
173~C00 $ $ $ $ $ $
100%
$ 35,000 $ $ $ $ $ $
$ $ ..T $ - $ $ $ T $
$ '"t,249,423 $ 153,~4 $ ~'~427 S '51,626 $ 9,432 $ 2,681 $ 10,027
$ 38,213 $ 6,155 $ 2,057 $ 2,065 $ 377 $ 107 $ 401
$ 2,422 $ - $ - $ - $ - $ ' $
$ 161,464 $ 23.Q83 $ 7,714 $ 7.744 $ 1,415 $ 402 $ 1,5434
$ 6.042 $ - $ - $ - $ ' $ ' $
$ 14,387 $ 6,305 $ 2,107 $ 2.115 $ ~86 $ 110 $ 411
$ 40,674 S $ $ $ $ $
58.157,80 $ $ $ $ $ $
$ 157,078 $ 18,943 $ 6,331 $ 6,3r~5 $ 1:161 $ 330 $ 1,234
$ 1,727.860 $ 208,369 $ 69,636 $ 69,904 $ 12,771 $ 3,630 $ 13,578
MB~CONSULTIN6
.eXHIBIT 'H'
MASTER INFRASTRUCTURE COST PERCENTAGE ALLOCIATION ESTIMATE
PHASED ESTIMATE (PHASES 1A, IB, 1C, 2A, 2B)
JANUARY 25, 2001
1,687,689 S 3~,~ S 427~7 S ~7,451 S 8,1~ S 8,173 S 1,494 S 425 S 1,~ S
1,:330,8~6 $ 469,952 $ 473,494 $ 203,321 S 67,949 $ 68,211 $ 12,462 $ 3,542 S 13,249 $
844,26~ $ 383,247 $ 383,952 $ 40~451 $ 13,519 $ 13,571 $ 2,479 $ 768 $ 2,636 $
1,793,890 $ 444,784 $ 1.129,573 S 57,4~(~ $ 102.13 $ 19,287 $ 113,530 $ 1,681 $ 3.768 $
3,128,5r=0 $ 1,987~S33 $ 435,811 $ 190,983 $ 405,177 $ 64.072 $ 11,705 $ 3,327 $ 12,445 $
917,040 $ 17,269 $ 451,322 $ 7,626 $ 436,469 $ 2,685 S 467 $ 133 $ 497 $
1,346,800 $ 647,116 $ 647,593 $ 27,342 $ 9,168 $ 9.173 $ 1,676 $ 476 $ 1,782 $
1,891,070 $ 348,473 $ t2.49,423 $ 168,884 $ 51,427 $ 51,626 $ 9,432 $ 2,681 $ 10,027 $
SUBTOTAL $ 19,392,095 $ S,5/8~31 S ~,272,726 S ~,~15,776 $ 1,1(~1,501 $ 1,1½:4,971~$ 180,840 $ 20,132 $ 75.307 $
SUBTOTAL $ 22,560,612
10% CONTINGENCY $ 2,268,(]61
GRAND TOTAL $ 24,816,673
$ 8,404,511 $10,588,883 S 2,20~;~42 S 1,478,748 Sl,460,445 $220,_566 $ 26,296 S 98,366 $
t55,968
15,627
3,706
11,613
5,267
17,497
699
2,305
14,098
25,625
259,612
7,844
358
916
412.21
330,917
MDS CONSULTING
Master Infrastructure Allocation, Infrastructure, Cost Estimate and Cost
Sharing Agreement shaft be subjected to the final CFD Report and as
approved by City Engineer.
EXHIBIT "1"
G:I4661001CESTICFD MULTIPLE PHASED 1-25-2001 .xis
THE
RANCHO
CITY OF
CUCAFIONGA
Staff Report
DATE:
March 21,2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Brad Buller, City Planner
BY:
Brent Le Count, AICP, Associate Planner
SUBJECT:
APPEALOFVARIANCE 00-09 - CONCORDIA HOMES - An appeal of a Planning
Commission decision to approve a request to allow retaining walls approximately 10
feet in height where a maximum height of 4 feet is allowed, and slope gradients of
approximately 1.5:1 where a maximum gradient of 2:1 is allowed for 20 existing lots
within approved Tract 10035 on 15.7 acres of land in the Low Residential District (2-
4 dwelling units per acre), located on the south side of Camino Predera, south of
Red Hill Country Club Drive- APN: 207-641-01 through 10 and 207-631-01 through
11. Related Files: Development Review 00-47 and Tree Removal Permit 00-41.
APPEAL OF ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW
00-47 (TRACT NO. 10035) - CONCORDIA HOMES - An appeal of a Planning
Commission decision to approve the Design Review of building elevations and
detailed site plan for 20 existing lots within approved Tract 10035 on 15.7 acres of
land in the Low Residential District (2-4 dwelling units per acre), located on the south
side of Camino Predera, south of Red Hill Country Club Drive - APN: 207-641-01
through 10 and 207-631-01 through 11. Related Files: Variance 00-09 and Tree
Removal Permit 00-41.
BACKGROUND:
The City Council reviewed the subject appeal on March 7, 2001. The developer presented a revised
development scheme whereby the homes on Lots 4 and 5 could be lowered substantially below the
level of Camino Predera to address view impacts raised by the appellants. The City Council
continued the public hearing to provide staff time to review the feasibility of the developer's proposal
and prepare a revised resolution that would modify the Planning Commission's approval to do so.
Staff has reviewed the revised development concept and finds that it is feasible and within the
project scope as approved by the Planning Commission. Resolutions for the Development Review
and Variance appeals are attached for Councils review.
CITY COUNCIL STAFF REPORT
DEVELOPMENT REVIEW 00-47 AND VARIANCE 00-09 APPEAL - CONCORDIA HOMES
March 21,2001
Page 2
CORRESPONDENCE:
This item was advedised as a public hearing in the Inland Valley Daily Bulletin newspaper, the
property was posted, and notices were mailed to all property owners within a 300-foot radius of the
project site. The public hearing was continued on March 7, 2001 to March 21,2001.
Respectfully submitted,
Brad Buller
City Planner
Attachments:
Exhibit "A" - Applicant's Letter dated March 7, 2001
Exhibit "B" - City Council Staff Report Dated March 7, 2001
Exhibit "C" - Appellants letter dated March 8, 2001
Resolution to Deny Appeal and Modify Approval of Development Review 00-47
Resolution to Deny Appeal for Variance 00-09
March 7, 2001
Honorable Mayor and City Councilmembers
Appeal of Planning Commission Approval of DR 00-47 and Variance 00-09
We have performed a quick study that shows that it is feasible to lower Lots 4 and 5. This
design seems to address the primary concem of the Massey's and we hope will be
acceptable to them. This appears to have about the same slope area as the prior design.
These design appears to reduce the amount of retaining walls in comparison to the prior
design. We have not been able to complete a review of a suggestion to use split level
homes on the lots that access Camino Predera. We wish to continue to review this option
and if it is feasible, to work with staff on the design of these homes. We request that the
following approval and guideline be incorporated in a resolution.
Lots 4 and 5 shall be lowered and have access off of the private drive. Slopes to
accommodate this may be as steep as 1.5:1 and walls may be necessary up to
10 feet in height. Detailed review to be done by engineering and planning staff
during development plan review.
Homes on lots 1,2,3, 18, 19 and 20 may be revised to be split level (garage
and living space at street level with one floor below) at the developers discretion.
Exteriors and project grading shall be subject-to staff approval and shall be of the
same nature and character of the elevations approved by Planning Commission.
Heights and building envelopes shall comply with the project CC&R's and the
Hillside Ordinance.
West Sixth Street, Suite 110, Ontario, Ca 91762
909-988-9000, ex1329 909-988-5122fax
THE CITY OF
RANCHO CUCAMONGA
DATE: March 7, 2001
TO:
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Brad Buller, City Planner
BY:
Brent Le Count, AICP, Associate Planner
SUBJECT:
APPEAL OFVARIANCE 00-09 - CONCORDIA HOMES -An appeal of a Planning
Commission decision to approve a request to allow retaining walls approximately 10
feet in height where a maximum height of 4 feet is allowed, and slope gradients of
approximately 1.5:1 where a maximum gradient of 2.'1 is allowed for 20 existing lots
within approved Tract 10035 on 15.7 acres of land in the Low Residential District (2-
4 dwelling units per acre), located on the south side of Camino Predera, south of
Red Hill Country Club Drive - APN: 207-641-01 through 10 and 207-631-01 through
11. Related Files: Development Review 00-47 and Tree Removal Permit 00-41.
APPEAL OF ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW
00-47 (TRACT NO. 10035) - CONCORDIA HOMES - An appeal of a Planning
Commission decision to approve the Design Review of building elevations and
detailed site plan for 20 existing lots within approved Tract 10035 on 15.7 acres of
land in the Low Residential District (2-4 dwelling units per acre), located on the south
side of Camino Predera, south of Red Hill Country Club Drive -APN: 207-641-01
through 10 and 207-631-01 through 11. Related Files: Variance 00-09 and Tree
Removal Permit 00-41.
RECOMMENDATION:
Staff recommends that the City Council deny the appeal filed in opposition to the project and uphold
the decision of the Planning Commission approving the development review and variance
applications.
BACKGROUND:
The Planning Commission reviewed the subject development review and variance applications on
January 10, 2001 and January 24, 2001. The January 10th meeting was continued to allow staff
time to obtain and review Covenants, Conditions, and Restrictions (CC&R's) for Tract 10035 (the
subject tract) due to public testimony claiming the project violated view preservation provisions of the
CC&R's. Staff reviewed the CC&R's and found that the view preservation provisions restrict homes
to a height of 24 feet above the mid-point of the curb line elevation. The plans for the project were
CITY COUNCIL STAFF REPORT
DEVELOPMENT REVIEW 00-47 AND VARIANCE 00-09 APPEAL - CONCORDIA HOMES
March 7, 2001
Page 2
found to be in compliance with this restdction, contrary to public testimony. The Planning
Commission approved the subject development review and variance applications at their January
24th meeting by a vote of 4 to 1. Commissioner Tolstoy voted against the project, stating that he had
a concern for the maintenance of the large slope areas proposed. It should be noted that the
applicant, Concordia Homes, intends to establish a Homeowners Association that will handle
maintenance of the slope areas. Furthermore, the entire site is one large sloped area, whether the
slopes are left in their existing condition or graded per the applicant's development proposal, they
will still have to be maintained once homes are built. The manufactured slopes are what allow this
development to locate most of the homes below or barely above the existing curb elevation, thus
maximizing view preservation.
Lynn and Renee Massey filed the subject appeal in a timely fashion on February 5, 2001.
ANALYSIS:
The Massey's pose the following points in their appeal:
"The elevation of homes does not follow the original elevation of the filed plans in 1987.
Those plans call for the view of lots nodh of the development not to be unreasonably
obstructed ."
Response: The question of the 1987 project is moot because the approval has expired. Staff has
reviewed the Conditions of Approval for Tentative Tract 10035 appreved in 1987 as well as the
Conditions of Approval and conceptual plans for "Design Review for Tract 10035" approved by the
Planning Commission in January of 1987. There are no Conditions of Approval that pertain to view
preservation. Review of the 1987 conceptual plans indicates a split-level home design; however, all
of the homes in the project were designed to take direct access off of Camino Predera, and those
plotted across the street from the Massey"s ranged in height from approximately 18 to 24 feet above
the Camino Predera curb line (see Exhibit "B"). While a home with a roofline that is 18 feet above
the curb line would technically be lower than the 24-foot high homes proposed by Concordia, the
homes proposed in4 987 were plotted much closer-to the street,-which places greater building mass
closer to the Massey"s.
"'The new Concordia Home plans are now 25 feet higher and will obstruct the total view of our
property toward the valley."
Response: It is assumed that the Massey's are referdng to the previous 1987 approval. As noted
above, the 1987 approval had homes across from the Massey's property that ranged in height from
18 to 24 feet above the curb line. The current request by Concordia proposes homes up to 24 feet
above the curb line consistent with the CC&R's for the tract; therefore, the difference in home
elevation between the current proposal and the previous 1987 approval ranges from zero to six feet.
All of the homes in the 1987 approval were higher than the existing curb line by 18 to 24 feet;
whereas, the current proposal only 8 of the 20 homes plotted such that the rooflines are above or
slightly above (four feet) the existing curb line. It is also significant that the Massey's home, and all
homes along the north side of Camino Pradera are elevated above the street which further
diminishes any view impact. When the project is considered as a whole the current proposal far
exceeds the 1987 project in terms of view preservation.
3. "The old plans were for split-level homes with part of the home cut into the slope of the
property. This would keep with the consistency of the existing homes on the street."
CITY COUNCIL STAFF REPORT
DEVELOPMENT REVIEW 0047 AND VARIANCE 00-09 APPEAL - CONCORDIA HOMES
March 7, 2001
Page 3
Response: The appellant is correct, the home plans associated with the 1987 approval were of a
split-level design and this certainly would be consistent with the existing homes along this stretch of
Camino Predera (see Exhibit "B"). The currently proposed homes also have split-level foundations;
however, the range of elevation split is approximately 3 feet compared to the 1987 approval, which
has splits of 9 to 10 feet. The virtue of the greater split is not view preservation, but reduction in the
amount of grading necessary to accommodate the homes. While the current proposal has far less
foundation splits than the 1987 approval and involves more grading, the end result is that 12 of the
20 homes are plotted such that the reofiines are below, very near or slightly above (four feet) the
existing curb line. Again, when taken as a whole, the current proposal far exceeds the 1987 project
in terms of view preservation.
"The new Concordia homes will be a traditional two-story style, which is not consistent with the
current adjacent neighborhood ."
Response: The currently proposed homes are all two-story and they do have traditional styles. The
home design was subject to substantial negotiation through the design review process. The
Planning Commission and the Design Review Committee were not willing to accept anything less
than the best home design because these homes will be visible from so many different directions.
There are essentially no elevations that will be "hidden" as with typical fiat land tract homes. The
Commission and Design Review Committee wanted the homes to appear to be custom built rather
than have a tract home appearance. They wanted all sides of the homes to have the same level of
architectural quality. Concordia's proposed homes exhibit true 360-degree architectural quality, so
much so that it is difficult to tell which is the front or rear of a given home (the garage door is the only
clue). There is substantial color and material variation, that combined with the vadety of
architectural styles fosters, a custom appearance. There are two-story homes in the neighborhood.
"The elevations in the drawings given to me by Concordia Homes are not correct or
misleading. The height of the homes on lots 2 - 4 is not correct; the elevations on the drawing
of the same lot on the same drawing are different with top and side views."
Response: The-appellant provided a clarification of this item regarding Concordia's sight line plans
for Lots 2 and 3, which are directly across the street from the Massey's. Staff has rechecked these
plans in light of the appellant's comments and finds that in almost all cases, the plans are accurate
and correct; however, there is one discrepancy. The sight line section for Lot 2 on Sheet 7B shows
the home foundation approximately 10 feet lower than the plan indicates. In this case, the plan is
correct and the sight line section is wrong. The information on Sheet 7B was not presented to the
Design Review Committee nor the Planning Commission. Staff found the view-shed analysis that
shows the front (north view) of the homes relative to the Camino Predera curb line as viewed from
the north to be more useful to analyze view impacts of the project, and this was the exhibit relied
upon for Design Review Committee and Planning Commission review of the project. This view-shed
analysis has been reviewed and accurately reflects the project.
"If these drawings are wrong and misleading, what other aspects of the submitted plans to
Planning Commission and staff are wrong and misleading?"
Response: The applicant has fully cooperated with the City to provide a set of development
plans that accurately and comprehensively portray this project. An exhaustive view impact analysis
was performed to clearly show what views would and would not be impacted. The plans were
reviewed by City staff, the City's Civil Engineering consultant, and the Grading Committee. With the
exception of the above item regarding a sight line cross section for one lot, the plans are accurate.
CITY COUNCIL STAFF REPORT
DEVELOPMENT REVIEW 0047 AND VARIANCE 00-09 APPEAL - CONCORDIA HOMES
March 7, 2001
Page 4
The appellant also claims that the project alters the CC&R's for the tract. As stated previously, the
CC&R's view provision limits homes to 24 feet above the curb line, and the Concordia Homes
proposal fully conforms with this limitation.
ALTERNATIVES:
In light of the one error in the plans as noted above under item 5, the City Council may wish to
request that the Planning Commission review the project again with this item corrected. Staff is of
the opinion that the issue is minor; that other exhibits within the development package accurately
reflect the view shed impacts related to the project. The Design Review Committee and the
Planning Commission relied upon these plans, not the one with the error, for their deliberation and
decision.
CORRESPONDENCE:
This item was advertised as a public headng in the Inland Valley Daily Bulletin newspaper, the
property was posted, and notices were mailed to all property owners within a 300-foot radius of the
project site.
Respectfully submitted,
Brad Buller
City Planner
Attachments: Exhibit "A" - Appellant's Letter dated February 5, 2001
Exhibit "B" - Excerpts from previously approved Development Review
Exhibit "C" - Planning Commission Staff Report dated January 24, 2001
- · Exhibit "D" - Planning Commission Resolution 01-10 Exhibit "E" - Planning Commission Resolution 01-11
Exhibit"F"-Planning Commission Minutes dated January 10, 2001
January 24, 2001
Resolution to Deny Appeal for Development Review 0047
Resolution to Deny Appeal for Vadance 00-09
and
H. Lynn Massey and Renee A. Massey
8088 Camino Predera
RanchQ Cucamonga, CA 91730-1900
909-981-6499
02-05-2001
Rancho Cucamonga City Counsel,
Please consider this to be an official appeal to alter the development of
Concordia homes on tract 10035. There are a few reasons I feel it should
be changed, they are as follows: R~: V~.~,.,~-- <~c>-o~
1. The elevation of the homes does not follow the original elevation of
the filed plans in 1987. Those plans call for the view of the lots north
of the development not to be unreasonably obstructed.
2. The new Concordia Homes plans are now 25 feet higher and will
obstruct the total view of our property toward the valley.
3. The old plans were for split-level homes with part of the home cut into
the slop of the property. This would keep with the consistency of the
existing homes on the street.
4. The new Concordia Homes will be a traditional two-story style, which
is not consistent with the current adjacent neighborhood.
5. The elevations in the drawings given to me by Concordia Homes are
not correct or mis-leading. The height of homes on lots 2-4 is not
correct. The elevations on the drawings of the same lot on the same
drawing are different with top and side views.
If these drawings are wrong and mis-leading what other aspects of
the submitted plans to planning commission and staff, are wrong and
misleading.
Please review this information. I feel the original plans elevation should be
followed as not to unreasonably obstruct our view with this new
development. The CC&R's were drawn upon the original plans and
allowed for view preservation. The new builder has been allowed to alter
the scope and frameworks of the plans thus altering the CC&Rs.
Renee A. Massey ~'~~
"~ ~,~ ,,
TOTAL 'P~I~ t~.~
I~fF.[IV[O
H L ~SSEY
RECE:[VED: 2-15-1; 2:4OPM; 90g 949 9564
FROM: PRIMERICA FINRNCIAL SERUICES
Feb. 15 2001 05:53PM P2
Mr. Le Count
Here are the figures we am making reference about,
Lot 3
Drawing 7A; Boyle Engineera for Concordia Homes:
1348'
1368' (12' higher than actual)
I362' (8' higher than actual)
Foundation
Line of sight elevations
Balcony elevation
Actual elevations:
Line of sight
Foundation elevation
Balcony elevation
Lot 2
1356' (8088 Camino Predera)
1350' (8088 Camino Predera)
1350' (8088 Camino Predera)
Drawing 7B; Boyle Engineers for Concordia Homee:
Foundation 1348' (Same as lot 3 even though it's 10' higher)
1358' (Per summary elevation sheet; Concordia Homes)
1358' (8088 Camlno Predera; 8' higher than other drawing)
Foundation
Line of sight
Roof Line
Actual elevations:
Line of sight
Foundation elevation
Balcony elevation
1364' (8' higherthan actual)
374' (9' lower than summary sheet)
t356' (8088 Carnino Predera)
1350' (8088 Camino Predera)
1350' (8088 Camino Predera)
The drawings are be ng review by our attorney. We got these drawings from Concerdia
Homes on ~2-~-0~), j couid meet wit~t you ~dday the i(~~ in the ahem con but i know
you are dosed. The next time I can meet you is Tuesday morning st 8:00am, Let me
know when we cart meet.
Thank you for your time
";F* . ~ [Z]P'IEZ]EZ]F'L ~ -
Staff Report
DATE:
TO:
January 24, 2001
Chairman and Members of the Planning Commission
FROM:
Brad Buller, City Planner
BY:
SUBJECT:
Brent Le Count, AICP, Associate Planner
VARIANCE 00-09 - CONCORDIA HOMES - A request to allow retaining walls
approximately 10 feet in height where a maximum height of 4 feet is allowed, and
slope gradients of approximately 1.5:1 where a maximum gradient of 2:1 is allowed
for 20 existing lots within approved Tract 10035 on 15.7 acres of land in the Low
Residential District (2-4 dwelling units per acre), located on the south side of Camino
Predera, south of Red Hill Country Club Drive - APN: 207-641-01 through 10 and
207-631-01 through 11. Related Files: Development Review 00-47 and Tree
Removal Permit 00-41.
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 00-47 (TRACT
NO. 10035) - CONCORDIA HOMES - The Design Review of building elevations
and detailed site plan for 20 existing lots within approved Tract 10035 on 15.7 acres
of land in the Low Residential District (2-4 dwelling units per acre), located on the
south side of Camino Predera, south of Red Hill Country Club Drive -
APN: 207-641-01 through 10 and 207-631-01 through 11. Related Files: Variance
00-09 and Tree Removal Permit 00-41.
feet to 41 feet BELOW the 24-foot maximum height limit.
BACKG ROUND: These items were continued from the January 10, 2001, meeting to provide
staff the time to obtain and review Covenants, Conditions, and Restrictions (CC&Rs) for Tract
10035. This was as a result of testimony from property owners that the CC&Rs include view
preservation provisions that they believe are contrary to the development proposal. A copy of
the CC&Rs is attached.
ANALYSIS: The CC&Rs contain view obstruction provisions (see Article II, Section 2.04).
This section states, "the maximum roof height of Lots 1 to 21, inclusive, shall not exceed
twenty-four (24) feet above top of curb at the center of the lot." The proposed grading and
home design have been analyzed in light of this restriction. All homes except for those on
Lots 19 and20 are in conformance with the 24-foot height limit. The homes on Lots 19 and 20
were found to be a mere 3 to 4 inches above the maximum height limit. The applicant has
revised the grading and plotting of homes on Lots 19 and 20 to lower the homes 6 inches to
comply with the 24-foot height limit.' Note that twelve of the twenty homes are designed to be
/
PLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47-Concordia Homes
January 24,2001
Page 2
The issue of view preservation was a major item of discussion during the Planning
Commission Workshop and the Design Review meetings on the project. The project design
and grading has undergone numerous significant changes in response to staff comments and
neighborhood concerns regarding sight lines. Upon completion of the Design Review
process, it was determined that the applicant had done an exemplary job of preserving views
wherever possible. This is exemplified in light of the 24-foot maximum height limit established
by the CC&Rs, as a majority of the lots are so far below this limit. Although the City has no
authority to enforce private CC&Rs, staff believes that the project, as redesigned, fully
complies with the CC&Rs.
CORRESPONDENCE: The Variance was advertised as a public hearing for the January 10, 2001,
Planning Commission meeting in the Inland Valley Daily Bulletin newspaper, the property was
posted, and notices were mailed to all property owners within a 300-foot radius of the project site. At
the January 10, 2001, meeting, the Planning Commission continued the public hearing for two
weeks. Staff received a follow-up letter from a resident in opposition to the project and also
attached is a letter provided to the Commission at the last meeting because it was received too late
to be included with the January 10, 2001, staff report (Exhibit "C").
RECOMMENDATION: Staff recommends approval of Development Review 00-47, Variance 00-09,
and Tree Removal Permit 00-41 through adoption of the attached Resolutions of Approval with
Conditions and with issuance of a Mitigated Negative Declaration.
City Planner
BB:BLC\ma
Attachments: Exhibit "A" - Covenants, Conditions, and Restrictions for Tract 10035
Exhibit "B" - Compliance Matrix
Exhibit "C" - Letter of Opposition received January 16, 2001
Exhibit "D" - Planning Commission Staff Report dated January 10, 2001
Resolution of Approval for Variance 00-09
Resolution of Approval for'Design Review 00-47
WMEN RECORDED MAIL TO:
Rancho Associates, Ltd.
P.O. Box 7000-311
Rancho Cuoamonqa, CA
91701
TABI~ OF CONTENTS OF
DECLARATION OF COVENANTS, CONDITIONS AND
RESTRICTIONS AND RESERVATION OF EASEMENTS
FOR TRACT NO. 10035
CITY OF RANCHO CUCAMONGA,
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA
ARTICLE I
ARTICLE II
DEFINITIONS
1.01 Committee
1.02 Close of Escrow
1.03 Declarant
1.04 Declaration
3.05 Dwelling Unit
1.06 Family
1.07 Improvement
1.08 Lot
1.09 Mortgage
1.10 Mortgagee
1.11 Owner
1.12 Person
1.13 Projects
1.14 Record or Filed
1.15 Street
USE RESTRICTJONS
2.01 Single Family Residence
2.02 Buildings
2.03 Signs
~.04 View Obstructions
2.05 Temporary Buildings
2.06 Nuisance
2.07 Antennae
2.08 Animal and Insect Restriction
2.09 Vehicles
2.10 Business or Commercial Activity
-i-
1
1
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
4
4
5
5
5
5
6
ARTICLE III
ARTICLE IV
ARTICLE V
ARTICLE VI
ARTICLE VII
3.11 Trauh
2.iZ No Nazardous Activities
2.13 }|o Mining end Dr/llinq~
2.14 Further Subdivision
2.]5 Water and 8ew-r Hystem~
2.16 Drainage
2.17 Solar D, srgy Instnliation~
· Fa~EME~TS ~ND
3.01 Utility Easements
3.02 Acches to Slopes and Drainage Way~
3.03 Slope Maintenance
3.04 Sight Lines
LA~ ~ TENANCE
DS
4.01 installation of LandscaPing
4.02 Exterior Maintenance an~ Repair;
Owner's Obll~3tions
ARC~TECTU~L AND ~NDSCAPING CO~I~
5.01 Member= of Committee
5.02 Meetings of the Committee
5.03 No Waiver of Future Approvals
5.04 Compensation of Member~
5.05 C~.-',-ection of Defects
5.06 Non-LiabilitY of Committee
Members
5.07 Variance
N AND~E
6.01 Termination and Amendment
6.02 SeverabilitY
~N AND RIGHTS
MIS~E~N~
8.01 Enforcement
8.02 Costs and Attorneys Fees
8.03 No Representations or Warranties
8.04 Constructive Notice and
Acceptance
8.05 insurance Obligations of Owners
8.06 Notices
8
8
9
9
10
10
11
11
11
11
12
12
13
13
13
14
14
15
15
15
15
-li-
88-291661
DECLARATION OF COVENANTS, CONDITIONS AND
RESTRICTIONS AND RESERVATION OF EASEMENTS
FOR TRACT NO. 10035
CITY OF RANClIO CUCA~IONGA~
~T. LQE__SA~L~Ef{~ARDINO' STATE ~_~A~I[9~t{IA
THIS DECLARATION ia made by Rancho Associatsn, Ltd., a
C~llfornta genera.]- partnership heroinafter referred to as
,,Declarant."
pREAMZ~:
A. DecInfant is the Owner of certain real property
(,,project") located in the City of Rancho Cucamonge, county of
San Bernardino, State of California, more particularly described
as follows:
Lots I thru 38, inclusive, of Tract No. 10035,
located in the City of Rancho Cucamonga, County of
San Bernardino, State of California, as per map
recorded in Book 1';9 of maps, pages 33, 34 and 35,
reccrd~ Of Said County.
B. Declarant will convey the project, subject to certain
protective covenants, conditions, restrictions and easements
heZelnafter set forth.
C. Declarant hereby declares that all of the project shall
be held, sold and conveyed subject to the following covenants,
conditions, .~=~strictions and easements, all and each of which
p~so~e of enhancing and perfecting the value,
are for the .
desirability, and attractiveness of the project, in furtherance
of a general plan for the protection of the Pro9oct,
poftlo~ thereof. All, and each of, these covenants, conditions,
restrictions and easements of this Declaration are hereby
imposed as equitable servitudes upon the project, shall run with
the project, and shall be binding on all parties having or
acquiring any rights, title or interest in the project or any
part thereof, and their successors and assigns.
ARTICLE I
Section 1,01 ,,~nm~teq" shall mean the single
architectural and landscaping committee formed pursuant to
Article V hereof.
~_q_t_lP31_~,OZ. ,,.C_l~s_e_.Qf E~croW" shall mean the date on
which a ~eed conveying any Lot is recorded in the Office of the
San Bernardleo County Recorder.
-1-
88-291661
~e_c_~!on 1.03. "DeclA~r~l~" shall mean Rancho Associates,
~td., a California gen~s~ partnershiP, its successors, and any
person to which it shall h=ve assigned any rights hereunder by
an expressed written assignment.
~lon ~-O~. ,,p~l~r_~10Jl" shall mean this instrument ~s
it may be amond~d from tim~ to time.
on a ~t and ~mign~d an
din 1
occupancy ag a residence by a
~ect~' .~" shall mean (1) a group of natural
~e~ns related to each other by blood ov legally related to
each other by ~arriaqe or adoption, or (2) a group of not more
than six (6) persons not all $o related, inclusive of their
domestic seaants, who maintain ·commen household in a Dwelling
Unit-
~~. .~ro~" mh~ll mean all structures and
appurtenances thereto of every type and kind, including but not
limited to buildings, outbuildings, walkways, bicycle trails,
sprinkler pip,~J, SaraSeas c~rperts~ roads, driveways, parking
landscaping items, fences, screening walls, retaining
areas, stairs~ decks, landscaping, hedges, windbreaks,
wallsin s lanted trees and shrubs, poles, signs, exterior air
pecti~bQ8- ,,~,, shall mean any residential plot of land
shown upo~ an~' recorded subdivision map or recorded parcel map
of the project which is subject to this Declaration.
~tio~01. ,,~ort~a~" shall mean any mortgage or deed of
trust or other conveyance of a ~t to secure the performance
an obligation. which will be recnnve~vd u~on
such perfo~ance. The te~ "Deed of'T~s~" or ,'Trust Deed" when
used heroin shall be synonymous with the te~ ,,Mortgage-"
S~on 1.10- ,,~a~ee" shall mean a person to whom a
Mortgage is made and snell include the beneficiary of a Deed
or shall mean a person who mortgages his or it~
Trust~ "Mortq~g "
property to another (t.e., the maker of a Mortgag"S, and shall
include the Trust~r of a Deed of Trust- The te~ ~Trustor" shall
be synon~ous with the term ,,Moz,.~agor", and the term
,,~eneflciary" shall be syncnymous with the term ,,Mortgagee".
including Declarant, holding simple interest of record
any ~t which is a part of the Project including sellers under
exacutory contracts of 5ale but excluding those having such
interest merely as security for the performance of an
obligation. For purposes of Article II onlV, unless the context
Otherwise requires, "Owner" shall also inc] ,e the family,
guests, invitees, licensees and lessees of
-2-
88-291{;61
~_~c~ion 1.12. ,'r_~r~ign" shall mean a natural individual, a
corporation or any other entity with the legal right to hold
title to real property.
~tlon 1~- "Pro~_q~" Bhall mean that certain real
property described in paragraph A of the preamble to thin
Declaration.
~ion 1.14. ,'iL~Gord" or "fll~" shall m;~2i' with respect
to any document. the recordation or filing of document in
the Office of the County Recorder of San BernardJoe County,
Stars of California.
~. "~ree~" shall mean any street or other
thoroughfare# shown on any recorded subdivision map or parcel
map of the project.
The foregoing definitions shall be applicable
to this Declaration and also to any Declaration of Amendment,
unless otherwise expressly provided, recorded pursuant to the
provisions of this Declaration.
ARTICLE II
All real property within the project shall be
held, used and enjoyed subject to the following limitations and
restrictions, subject to the exemptions of Declatent set forth
heroin:
~ect~en 2.01. ~inqle ~milv ReSidence. Each Lot shall have
DweYi~n~ 'Omit constructed thezeun whicl~ shall bc used as a
residence for a single Family and for no other purpose-
Section 2.02- Buildin~s. No Dwelling Unit shall De
erects3, altered, placed, or permitted to remain in any Lot
other than one detached Dwelling Unit designed to accommodate no
more than a single fa~.~ily and its servants and occasional
guests, plus a garage and fencing and such other improvements as
are necessary or customarily incident to a single Family
Dwelling Unit. Notwithsta.~ding the foregoing, an accessory
structure (i.e., gazeDo, cabana, etc.) may be erected with the
express written consenZ of the Committee formed pursuant to
Article V of this Declaration. Anything contained in this
section to the contrary notwithstanding, no accessory structure
may be placed on the Lot until Owner obtains all permits and
complies with all governmental laws, including, but not limited
to, the setback requirements required by zoning ordiHance(s).
In addition to the foregoing, the precise
design and placement of all ~tructures on all Lots with the
Project shall be subject to approval by the Design Service
-3-
88-291661
Committee of the City of Rancho Cucamonge prior to the issuance
of building permits.
· ~Lq~). No sign, pc.tar, billboard,
~~devico or other display of ~ny kind shall b~
displayed to the public v~ew on any portLob of the project or
any Lo~e without the prior written consent of the Committec,
except one s~gn ~or each Dwelling Unit, oC not more then six
square feet, advertising the property for sale or rent, or
except signs, regardless of size, used by Declari~nt, its
successors or assigns, for directional or information purposes
or to advertise the project during the construction and sale
period. All signs or billboards and the conditions promulgated
for the regulation thereof shall conform to the requirements of
all applicable governmental ordinances.
~3tf_tl9~ 2,04. ~~_~031~- SUb~e~t tO the exemption
of Declarant as set forth in this Declaration, no vegetation,
improvement, or other obstructions shall be planted,
constructed, or maintained on any Lot in such location or of
such height as to upreasonablY obstruct the view from any other
Lot in the project- Each Owner of a Lot shall be responsible for
the periodic trimming and pruning Of all hedges shrubs and trees
located on his Lot, so as to not unreasonably obstruct the view
from adjacent Lots. In the event of a dispute betueen Owners as
to the obstruction of view from a Lot, such dispute shall be
submitted to the Committee, whose decisions on such matter shall
be binding· Any such obstruction shall. upon request of th~
Committee, be removed or otherwise altered to the. satisfaction
of the Committee, by the Owner of the Lot upon which said
obstruction is located. In the event that any Owner shall fail
to remove or otherwise alter any such obstructS-on tn aCCO~ddHCe
with the requests of th~ Cc~:uittee, the Committee or its duly
~,~h~_i-~d-apnointees-or agents, upon fifteen (15) days prior
have the
~[~;n'notio~ to the Owner of the affected Lot, shall
right to correct such condition, ,ad enter upon such Owner's Lot
for the purpose of doing r.o, and such Owner shall promptly
reimburse the Committee of the cost thereof. Such cost shall be
recoverable ~Y the Committee in the same manner as set forth in
Article IV of this Declaration. For purposes of this section
2.04, an Owner's "view" shall be deemed to exclude any li]~e of
sight from such Owner's Lot which intersects or traverses any
neighboring Lot which is of equal or greater elevation at the
time the grading and initlal construction of Improvements On the
project is completed by Declatent. Each Owner, by accepting a
deed to a Lot, hereby acknowledges that ~he line of sight from
t~t~ in the project at the time such Lots were originally
cleared for sale to the public by Declarant may be subject to
subsequent cbstruction as a result of ~uture construction or
plantlegs by Declarant or by other Owners pursuant ~o plans and
specifications spproved by the Committee in accordance wi~h this
Section 2.04 and Artfclo V of this Declaration- The maximum
· 88--291f 1
roof height of ~ots 1 to 21 inclusive shall not exceed
twehty-four (24) feet :hove tcp of curb at the center of thn
lot.
~.~C3~II_L-(L~. Tempo~ILY_~MII~Lk~q8- SubSoct to tho di
provisions of Article vII of tfhis oeclaratioh, no outbull ng,
'b~sement, ten~, privy, shack, shed or other temporary building
or i~provement~ of any kind ~ha~l be placed upon any poTLion of
~he project either temporarily or penaanentlY. lie
trailer, camper, motor home~ boah or recreation vehicle ~hall be
used as a residence in the Pro~ect, cither temporeallY or
permanently. Notwl~hstanding the foregoing, an accessory . .
structure (i.e., gazcbo, cabana, etc.) ~ay be' erected with the
express written consent of the Committee formed pursuant to
~rticle V of the Declaration. Anything contained In this
~ection to the contrary notwithstandina, no accessory st=uctute
m3y be placed on the ~t until Owner obtains all permits and
complies with all governmental laws, including, bu~ no~ limiLed
to, the setback requirements required by zoning ordinam~ce(s).
~~. ~D~O. No ~t shall be uqed 'in such
manner a~ to obstruct cr in=effete unreasonably with the
residential uses of other ~ts, nor in such manner as to
unreasonably annoy the occupants of ~elling Unlt~ located on
other ~ts by unreasonab~o noises, offensivo odors, noxious or
offensive trade or activ~ty. or othe~lse-
~~. ~nn~e. No exterior r~dio antenna, C.B.
antenna, television antenna~ satellite dish, pole or u~her
antenna of any type uhall be erected or maintained on any
A master antenna or cablevision antenna may be provided for the
use of all Owners, ~nd Declaran~ may grant eauement5 for such
purposes.
Section 2.08. Animal and Insect Restriction. No livestock,
reptiles. insects, poultry or other animals of any kind shall be
raised, bred or kept on any ~t, except domestic do~s,
fish, birds and other household pete may be ke~ on
provided that they are not kept, bred or maintained for
commercial purposes or In unreasonable quantities. A5 used in
thi~ Declaration, .unreasonable quantities" ~hall oreinariXy
mean more than three (3) pets per Dwellinq ~nl~. provided,
however, that the Committee may determine that a reasonable
number in any instance may be more or less. The Committee shall
have the right to p~onl~t msin=en~nce of any animal which in
ltu opinion constltute~ a nuisance to any other Owner. Animals
belonging to Owners, occupants or their licensees, tenants or
inviteus within the pro~ect must be either kept within an
n~closure, or enclosed patio or on a leash being held by a
Per~on capable of controlling the animal. Furthermore, any
Owner shall be ab~olutelV liable to each and all remaining
Owners, their tam~lies, auest~. tenant~ nn,J tnvltee~, for
animals brought or kept 6pon the pro~ec~ by an Owner or b~
members of his family, his tenants or his guests.
-5-
~_e~C~tj~B_~' ~IL~L~- No trailer, trailer coach, camp
trailer, motor home, recreational vehlcle, truck, camper, or
boat shall be kept or maintained anywhere on the project,
including without limitation, any Street (public or private), in
ouch manner a~ to be visible from a neiqhboring Lot, unloea
screened in a deoignated sideyard behind fencing approved by the
Architectural Committee. |1~ vnhicle or Dear shall be
constructed or repaired upon any Lot or Street (public or
private) in sucl~ a manner as to be visible from any Lot. No
inoperable vehicle shall be stored or allowed to remain on any
Lot or Street (public or private) in such a manner as to be
visible from any other Lot. Vehicles owned, operated or within
the control of any Owner shall be parked in the garage of such
Owner, tn the extent of the space available therein, and each
Owner shall ensure that hie garage is maintained so as to be
capable of accommodating at least two (2) full-sized
automobiles. Notwithstanding the foregoing, these restrictions
shall not be interpreted in such manner so as to permit any
activity which would be contrary to any ordinance of the City of
Rancho Cucamonga.
Section 2.10. Busir;ess or Commercial ActivitY. No part of
the project shall e~r be used or caused to be user. or allowed
for any
or authorized in any way, directly or indirectly,
business, commercial, m3nufacturing, mercantile, storing,
rending or other such non-residential purposes; except
Declarant, its successors or assigns, may use any portion of the
Project owned by Declarant for model home sites, display and
sales office during the construction and sales period in
accordance with this Declaration, and except professional and
administrative occupations without external evidence thereof,
for so long as such occupations are in confommance with local
governmental ordinances and are merely incidental to the use of
the Dwelling Unit as a single Family residential home. Each
Owner may rent or lease the Dwelling Unit on his Lot by means of
a written l~a~ ~r ".'."~ ~ ~'~'~ ~ the restric~%nnq
of this Declaration. The terms of any such lease or rental
agreement shall be subject in all respectq to the provisions of
this Declaration, and any failure by the lessee of such Dwelling
Unit to comply with the terms of this Declaration shall
constitute a default under the lease or rental agreement.
~c~g~h~l- Trash. No rubbish, trash Or garbage or other
waste material shall be kept or permitted upon any Lot, except
in sanitary containers located in appropriate areas screened and
concealed from view, and no odor shall be permitted to arise
thorsimon. so as to render the Project, or any portion thereof,
unsanitary, uns~.ghtly, offensive or detrimental to any other
property in the vicinity thereof or to its occupants- Trash
containers shall be exposed to the view of neighboring Lots only
when set out for a ~easonable per~od of time (not to exceed
twelve (12) hours before and after scheduled trash collection
houko~. There shall be no exterior fires whatsoever except
barbecue fires contained within receptacles therefor and fire
m
8B- 1661
pits in the enclosed yards designed in such a manner that they
do not create s fire hazard. No clothing or household fabrics
shall be hung, dried or aired in such a way In the project as to
be visible to Other property in the project, and 7o lee,bet,
graes~ shred, or tree clippings or plent waste, metals, bulk
materials, scrap, refurq or trash shall be kept stored or
~llowed to accumulate on any portion of the project except
within an enclosed structure or appropriately screened from
View.
$e~t3a~- ~gH~t{~lL~_q~s A~Xi]~I~. No activitle~ shall
be conducted on any Lot, and no improvements shall be
c~nstzucted on any Lot which are or might be unsafe or hazardous
to any person or property.
SeCtleD 2.13. Me MlqiDq and Drilling. No portion of the
project shall be used for the purpose of mining, quarrying,
drilling, boring, or exploring for or removing water, oil, gas,
or other hydrocarbons, minerals, rocks, stones, gravel o) earth.
No gravel or earth shall be exported from any lot in the project
so leo4 as any other Lot in the project has a need for grovel or
earth.
· Section 2.14. F.~rther Subdivisio~- No Owner shall furuher
subdivide Or partition his Lot; providedt however, that th]s
provision shall not be construed to limit the right of sn owner
(1) to rent or lease all of his Lot by means of a written lease
Or rental agreement subject to the restrictions of this
Declaration, so long as the Lot is not leased for transient or
hotel purposes; (2) to sell his Lot; Or (3) trans'er Or sell his
l~3t to more than one person to be held by them as tenants in
common, joint tenants, tenants by the entirety or as community
property. Terms of any such rental or lease agreement shall be
s,lh~ct tn all respects to the provisions of this Declaration,
. , ..... ~. v.,~ ~ ~m~!V with the
and any failure by the lessee u~
terms of this Declaration shall constitute a default under the
lease.
Section 3.15. w__a~r and Sewer Systems- No individual water
supply syqtem, water softener ~ystem or sewage disposal system
shall be permitted on any Lot unless such system is designed,
located, constructed and equipped in accordance with the
requirement, standards and recommendations of any applicable
water district and any applicable governmental health authority
having Jurisdiction.
~_e.q~lon L_I_~. Draina_g~. There shall be no interference
with or obstruction of the establishel surface drainage pattern
over any Lot within the Project, unless an adequate alternative
provision is made for proper drainage and is first approved in
writing by the committee- Any alteration of the established
drainage pattern must at all times comply with all applicable
local governmental ordinances. For the purpose hereof,
,'established" drainage is defined as the drainage which exists
-7-
at the time the overall grading of any Lot is completed by
Declatent, or that which is shown on any plans approved by the
Committee. Each Owner shall maintain, repair and replace ~nd
k~ep free from debris or ob~t~uctione the drainage system and
devices, if any, located on hie Lot.
~ection 2.17- ~91/~r E]39~gLI/]~M' The Committee
shall approve trio plans slid specifications for the installation
oi residential (including swimming pools) solar systems,
provided that the Committee determines that such plans and
specifications demonstrate the exercise of reasonable measures
to minimize the potential adverse aesthetic impact of the
installation on other portions of the project- The Committee
shall promulgate reasonable standards and guidelines 8gainst
wl~lch to examine any such plans and specifications, in
accordance with Article V of the Declaration. Notwithstanding
the foregoing, any such Committee approval shall have no effect
upon the enforceabilitY of any other use restriction in the
Declaration-
ARTICLE III
FASEMENTS AND_ENCROACHM~NT$
Section 3,n~. Uti____litv Easements. Each Owner agrees, by the
acueptance of his d~ed, that his Lot is granted subject to
easements for utility installations and maintenance. Easements
for installation and maintenance of utilities and drainage
facilities are reserved as shown on any recorded subdivision Map
of the Project. Within these easements, no structure, planting
or Other material shall be placed or permitted to remain which
may damage or interfere with the installation and maintenance of
utilities and drainage facilities- The utility easement areas
of each Lot and all Improvements in it ~ha]] h~
~ontinuously Dy the Owner of such Lot, except for those
Improvements for which a public authority or utility company is
re~ponsible.
~_ection 3.0~. AC~es==~_to SloPes and D~aina~e ~ays. Each
Owner agrees for himself and his successors in interest, by the
acceptance of his deed, to permit free access by Owners of other
Lots to slopes or drainage ways, if any, located on his Lot,
which slopes Or drainage ways affect said other LDts, when such
aceass is essential for the maintenance of permanent
stabilization On such slopes or for the maintenance of said
drainage ways for the protection or use of said other Lots.
~ctiqD_3_~91. SloPe Mainte.~a~ce. The slop~ areas, if any,
of each Lot and all Improvements in them shall be maintained
continuously by the Owner of the Lot, except for those
Improvements for which a public authority or utility company is
responsible.
-8-
~lgh~lO~' No fence wall, hedge, or shrub
to
planting
and six feet above the Street shall be placed or permitted
remain on any corner Lot within the triangular area formed by
the Street property lit~es and a line connecting them at points
twenty-five (25) feet from the intersection of the Street.
or in the case of a rounded property corner from the
intersection of the Street property lines extended as if the
Streets intersected. The sane sight-line limltationr: shall
apply to any I~t within ten (1O) feet from the intersection of
Street property line with the edge Of driveway or alley
pavement- No trees shall be permitted to remain within such
distance o:~ such intersections unless the foliage line is
maintained at sufficient height to prevent obstruction of the
sight lines.
I CE
NTENANC_~E
I~_EDS_E_CA? E,
. Within ninety
S~-~D'~' theeclose of escrow for the sale of Lot ~ith a
~O) days after
Dwelling Unit thereon in the project from Declatent to a
purchaser, the Owner shall plant lawns or otherwise landscape
the front yard and side yard in a neat and attractive condition,
a e lan approved in writing by the
in accordance with a landsc P P s Declarat4On Within
to Article V ' ' of a Lot
committee pursuant of thi sale
(1~) months after close of escrow for the
twelve [~4elling Unit thereon in the project from Declarant to a
his rear yard, and thereafter maintain the ]andscap..ng.of his
rear yard in a neat and attractive condition, in accordance with
a landscape plan approved in writing by the Committee pursuan~
is not completed within the time-frame above mentioned,
Declatent or the Committee may enter on to such Lot and carry
out landscaping plans approved by the Committee at the expense
nf the Owner of such Lot. Said plan shall provide for
landscaping sufficien~ to prevent drainage or flow of water from
said Owner's Lot onto any adjacent Lot. All vegetation on the
Lots shall be irrigatef and fertilized regularlY- Each Owner
a Lot shall cut, prune, irrigate and maintain regularly the
landscaping thereon, including a permanent irrigation system.
In the event of a failure of an Owner to comply with any of the
foregoing requirements (which failure shall be regarded as a
nuisance), the Committee or its duly authorized appointees or
agents shall so notify the Owner and direct such Owner to do
whatever work is necessary to secure compliance wit. this
Section. If within thirty (30) days after such Owner's receipt
of said written notice, the Owner's Lot still does not conform
to the requirements of this Section, the Committee or its duly
~uthori~ed app~intec~ or agcn~ ~ha!l have the right e!thor to
seek any remedies at law or in equity which it may have or to
enter upon the rffendlng Lot and remove weeds, rubbish or other
materials and do all things necessary to place such Lot in
-9-
88-29'166t
g
compliance with this Section, inclu,%ing the Installation,
irrigation and fertllizauion of vegetation and Other
landscaping. The Committee sllall b~ve the right to order such
work to be ~ccompllshed by any third party nt any time sfter
sending notice to such Owner. The Commltte- shall have the
right to commence an action at law sgainet any ~uch Owner to
recover the cent o£ such work. Tntere~t el~sll accrue on st~ch
delinquent amounts 8t the rate'o[ ten percept (~0%) p lr annln~
fzam ~nd ~fter expiration of such thirty (30) day period, ~n~
any Judgment in favor of the C~mmittee shall include all cost
suit and reasonable attorneys~ fsee.
sec.~o~ ~.02. gxterlor ~aJ~.t_~n~D_"ca_and Ranair; Own~r~
~liq~%~ions. No Imgrovements anthers wi~hl~ the project shall
be petitted to fDll into disrepair, an~ .ach improvement shall
at all times be kcttt in good condition and repair. In the
that any Owner shall psmit any Improvement, which is the
responsibility of such Owner to maintain, to fall into disrepair
so as to create a dangerous, unsafe, unsightly or unattractive
condition, the Committee upon fifteen (15) days prior written
notice to the Owner of such property, sh~l have the right to
correct such condition, and to enter upon such Owner's ~t for
the purpose of doing so, and such Owner shall promptly reimburse
the Committee for the cost thereof. Such cost shall be
recoverable by the Committee in the same manner as set forth In
Section 4.01 of this Article. The Owner of the offending Lot
shall be personally liable, and his ~t may be ~ubject to a
mechanic;s lien, ~or all costs ard expenses incurred by the
Committee in taking such corrective acts, plus all costs
incurred in collecting the amounts due. Each Owner shall pay
all ~mounts due for such work with ten (10) days after receipt
of written demand therefor.
A~TICLE V
ARC~ITECTU~ AND ~NDSCAPING CO~ITT.K~
~ec~igp 5.01. ~embers of Committee- The Architectural and
~ndscape Committee, sometimes referred to in this Declaration
as the ,,Committ-e", shall consist of representatives of
Declarant whose business address is P.O. Box 7000-311, Rancho
Cucamo~ga, California 91701. peclarant shall have the
unrestricted rigl~t to appoint and remove a majority o~ the
members of the Committee and to fill any vacancy of such
majority of the members of the Committee and to [1~1 any vacancy
of such majority until the ,,turnover date" which shall be the
date on which -[ther (I) ninety percent (90%) of the Lots
subject t~ this Declaration have been sold and the deeds
racerdeS ("Close of Escrow"), or (2) five years following the
date of issuance of the Final Subdivision public Report for the
Project, whichevez' occurs earlier. Deuiarunt may at any time
assign in writing such powers of removal and appointment to any
developer of l,oh~ ].ntLe ~roj~ct, s~bJect to ~h fer~
conditions as Declarant may impose. Commencing one (1) year from
the date of Close of Escrow for the sale of tBe first ~t i~ the
-10-
pro~ect to a purchaser (other than a developer) from Declarant,
the Owners of a majority o~ the Lot~ (excluding Lot owned b~
Declatent) shall have the po~.,er to appoint in writing on,~
member to the Committee, until the turnover date. Thereafter,
the Owners of a ma3oritY of the Lots (including Lots o~ned by
Declatent) shall have, th~ power to appoint and remove ell of the
members of the Committee. Members Of the Committee aPPointed to
the Committee by Declarant need~nOt be residents bf the project
but all other members of the Committee:must be full'time
reSi~en~S:;Of:the'ProJeCt-
Section 5-O~. Meetings of the Com~ittee. o t
e
shall meet from time'to time as necessary to p ies
hereunder- T~e committee may from time to time, by resolution
unanimously adopted in writing, designate a Com;uittee
Representative (who may, but need not, be one of its members) to
take any action or perform any duties for and on b~half of the
Committee, except the granting of variances pursuant to Section
5.08 hereof. In the absence of such designation, the vote or
the written consent of a majority of the Committee taken without
a meeting shall constitute an act of the Committee.
2~ction 5.03. ~q~wat~er o~_~ ~r~__Ap~roY~l~-~ The approval
of the Committee to any proposals or plans and specifications or
drawings for any work done or proposed or in connection with any
other -~tter requiring the approval and consent of the Committee
sha~l not be deemed to constitute a waiver of any right to
withhold approval or consent as to any similar proposals, plans
and specifications, drawings or matter whatever subsequently or
additionally submitted for approval or consent.
~ection 5,04. Compensation of Members- The members of the
other than reimDursement for expenses actually incurred by them
in the performance of their duties hereunder.
Section 5.05. C3Crec~ion of Defects- Inspection of work
and correction of defects therein shall proceed as follows:
(a) The Committee Or its duly authorized
representative may at any time inspect any Improvement for which
approval of plans is required nnder this Article V: provided,
however, that the Committee's right of inspection of
Improvements for which plans have been submitted and approved
shall terminate sixty (60) days after such work Of Improvement
shall have been completed and the respective Owner shall
given written notice to the Committee of such completion. The
Committee's rights of inspection shall not terminate pursuant to
this paragraph in the event that plans for the work of
Improvement have not previou-e-lY been submitted to and approved
by the Committee. If, as a result of such inspection, the
Committee finds that such improveme~lt was done without Obtaining
approval of the plans therefor or was no'~ done in substantial
compliance with the plans approved by the Committee, it ~hall
-11-
88--291C 31
notify the Owner in writing of failure to comply with this
Article V within sixty (60) days from the inspection, ~PecifYiwlg
the particulars of noncompliance. The Committee shall have the
authority to requlre the Owner to take such action s~ may be
necessary to remedy the noncompliance.
(b) Xf upon tht expiration of sixty ~60)
days from the date of such notification, the Owner shall have
failed to remedy such noncompliance, the Committee shall
determine the e~timated cost of correcting or removing the same,
and the Committee, at its option, may record a notice of
noncompliance in the Office of the County Recorder of San
Bernardino ~nd may peacefully remedy the noncompliance, and the
Owner shall reimburse the Committee, upon demand, for all
expenses incurred in connection therewith. If such expenses are
not promptly repaid by the O'vner to the Committee, then the
Committee shall have all rights at law or in equity to collect
such. expenses, in accordance with the provisions of Section 4.01
of this Declaration.
(c) If for any reason the Committee fail~ to
notify the Owner of any noncompliance with previously submitted
and approved plans within sixty (60) days after receipt of said
written notice of completion from the Owner, the Improvement
shall be deemed to be in accordance with said approved plans.
Section. 5.06. Non-LiabilitY of Committee Members. Neither
Declarant, the Committee nor any member thereof, nor their duly
authorized representative shall be liable to any Owner for any
loss, damage or injury arising out of or in any way connected
with the performance of the Committee's duties hereunder, unless
due to ~ne wiii~l misconduct or bad faith of the Committee The
Committee shall review and approve or disapprove all pidu~
submitted to it for any proposed Improvement, alteration or
addition, on the basis of-satisfaction of the Committee with the
grading plan, location of the Improvements on the Lot, the
finished ground elevation ~he color scheme, finish, designs,
proportions, architecture, shape, height, style and
sp~roprieteness of proposed Impruvements to views from adjoining
Lots, the materials used therein, the kinds, pitch or type of
roof proposed to be placed thereon, the planting landscaping,
size, height or location of vegetation on a Lot, or On the basis
of aesthetic considerations and the overall benefit or detriment
which would result to the immediate vicinity ~nd the project
generally. The Committee shall take into consideration the
aesthetic aspects of the architectural designs, placement of
buildings, landscaping, color schemes, exterior finishes a~d
materials and similar features, but shall not be responsible for
reviewing, not shall its approval Of any plans or design be
deemed approval of, any plan or design from the standpoint of
structural safety or conromance with building or otner codes.
Sec.~j~on $.07. V_~r~l~l~~. The committee may authorize
variances from compliance with any Of the architectural
-12-
88-291 1
provisions of this Declarnhion, including without limitation
restrictions upon height, size, floor arsa or placement of
structures, or similar restrictions when circumstances such es
topographY, natural Obstructions, hardship, aesthetic or
environmental consideration may require. Such vsriances must
evidenced in writing, must be signed by at least a majority of
and shall become effective upon recerdation in the
the Com~ittee County Recorder cI ~an Bernardinc. IZ such
Office of the
variances are granted, no violation of the covenants, conditions
end restrictions contained in this Declaration shall b- deemed
to have occurred with respect to the metter for which the
variance was granted. The granting of such a variance shall not
operate to waive any of the terms and provisions of this
Declaration for any purpose except as to the particular property
and particular provision hereof covered by the variance, not
shall it affect in any way the Owner's obligation to comply with
all governlental laws and regulations affecting the use of his
Lot, including but not limited to zoning ordinances and Lot
setback lines or requirements imposed by any governmental
authority-
ARTICLE VI
~TJ_Q/L_)aX~ENDMENT AND SEVERABILIT/
· Section 6.01. Termjal~tlon and Amendment. All the
covenants, conditions, and restrictions contained in this
Declaration shall run with the Project and shall be binding on,
and enforceable by, all Owners for a period of time extending
until December 31, 2023, and thereafter said covenants,
conditions and restrictions shall automatically be extended for
succe~sive periods of ten (10) years, unless, by a written
instrument signed by the owners of seventy-five percent (75%) of
the bo~s at ally time and recorded in the O£~ice of the
Bernardino County Recorder, the owners determine to revoke or
change in whole or In part this Declaration, subject to the
provisions Of Article VII of this Declaration.
~_e..~ja~0JL~.02' ~. invalidalien of any one of the
e~sement&j co,,enants, conditions or restrictions of this
Declaratio~ by Judgment or court order shall not affect any
other provi~ions shall remain in full force and effect.
ARTICLE VII
Fa~PTION AND RIGHTS OF
Nothing in this Declaration shall limit the
right of Declarant to complete construction of improvements on
the project or to alter the foregoing, Or to construct such
additional Improvements as Declarant deems advisable prior to
the completion and the sale by Declatent, of all of the Lot~ in
the project. Such rights shall include, but shal~ not be
limited to, erecting, construc~ing, and maintaining on any
portion of the project owned by Declarant such structures and
88-.291 1
displays as may be reasonably necessary for the conduct of its
business of completlnq the work and disposing of the same by
pale, lease, or etherwise. Declatent specifically r~serve~ the
right to use any upsold Lots on the project for models and
offices, and further reserves the right to rent any u[~sold
Lots. This Declaration shall not limit the right of Declatent
at any time prior to acquisition of title to a Lot by a
purchaser from Declariat to establish on the Lot additional
easements, reservations and rights-of-waY for itself, utility
companies, or other as may from time to time be reasonably
necessary for the property development and diBp3sal of the
project- Declatent reserves the right to alter its construction
plans and designs as it deems appropriate. Declatent further
reserves the right to alter floor plane, styles, quality,
and cost of Dweiling Units owned by Dec1sr-~.nt in the project
without first ~eeking the approval o£ the Committee. Declatent
may further Bubd].vlde any Lot owned by Declarant. The rights of
Declatent hereunder may be assigned by Declatent to any
successor to all or part of Declarant's Interest in the
project The provisions of this Article shall not be altered or
terminals/without the prior written consent of Declatent fo so
long as amly Lots in the project remain unsold- ARTICLE ViII
~EOU$
~9~Stion 8.01. ~nforce~ent. Breach of any of the easements,
coveannte, conditions, or restrictions centsines in this
Declaration and thu continuatiers Of any such breech may be
enJnined abeted, Or remedied by appropriate legal or equitable
proceedi~gs by an Owner, by the committee (or member thereof),
by the city of Rancho Cucamonga, or by Declatent' provided,
provided herein shall be deemed nut to be in violation of any
provision of this Declaration. It is hereby agreed that
recovery of damages at law for any breach of the provisions of
this Declaration would not be an adequate remedy. Breach of any
easements, coven=nts, conditions, or restrictions contained in
this Declaration shall not defeat or render invalid the lien of
say recorded ~ortgage, or any part thereof, made in good faith
and for value as to any Lot of the project; but ~uch easements,
covenants, conditions, and restrictions shall be binding and
effective against any owner of 8 Lot or Lots whose title thereto
is acquired by foreclosure, trustee's sole or otherwise.
COstS 8g~ AttorneYs [~- If an action is
Section 8,02. '
instituted in a court of competent Jurisdiction to enforce any
of the covenants, conditions, restrictions, or easements
contained in this O?claration, the party agelast whom the
Judgment decree, order# or declaration is entered shall, and
agrees to, pay all costs of suit and a ~easonable attorney's
fee, such as may be established by said court.
-14-
88-2 1661
s ctlo...0 . ' x or implied.
representations or
have been given or made by Declatent, or its agen~;s or empio~ee~
in connection with the project or any portion of the project
dealing with its physical condition, zoning, compliance w~th
applidebl~ lays, purpose for intended use, nor in conneCt[on
with the subdiv[sion, sales operation, or use of the projecL
except as specifically and expressly sot forth in this
Declaration and except as may be filed by Dcclarah~ from time to
time with the California Departvent o~ Real Entate or w%th any
other governmental authority.
,. . . ~ structive Notice and AcceK:~D~' Every ,,
ta
or interest in or 'o Y vel deemed to have consented and
does and shall be conclusi Y '
agreed to the reasonableness and binding effect of every
limitation, restriction, easement,reservation, condition add
covenant contained heroin, whether or not any reference to
Declaration is contained in the instrument by which such person
acquired an interest in the project, or any portion thereof.
~sction 8.05. ~ns~rance 0blidati93~-~ OWners. Each Owner
shell be solely responsible for insuring a~l o~ hfs Dwelling
Units, including without limitation the structural portions of
such Dwelaing Units, against loss or damage by fire or other
casualty- Each Owner shall also be solely responsible for
obtaining adequate comprehensive public liability insurance,
including medical payments and malicious mischief, insuring
against liability for brdily injury, death and property damage
arising from his activities on his Lot.
;-~-otIQn =.C~. ~s~t~ces. AsV notice Dermitted or required to
be delivered as provided herein'shall be'in wr}tZng anu may bu
delivered either personally or by mail- If delivery is made by
mall, it shall be deemed to have been delivered forty-eight (48)
hours after a copy of the same has been deposited in the United
States mail, postage prepaid, addressed to any person at the
address given by such person to the Committee for the purpose of
servi~e oz such notice, or to the residence of such person if no
address has been given to the Committee, such address may be
changed from time to time by notice in writing to the Committee-
clara ' has executed this Declaration as of this ~ ..day
~, 1988.
of ~'4
RANCHO ASSOCIATES, Ltd., a
-15-
STATE OF CALIFORNIA )
)
COUNTY OF SAN BERNARDINO )
88-291 1
on this 29thday of August , 19ca, before ;:is the understgn~'d
a notary~,,511c In and '~i~"~El~'State~ persocially appeared
Kenneth F. LeBsy, Attorney-in-Fact of Rancho Associates, Ltd.,
a California general p-rtnership, known to me to be t.h~ person
who executed the within Instrument on behalf of the partnership
therein nsmed, and he acknowledged to me that such Psrtncrshjp
executed the same, and also known to be the persen whose name
is subscribed to the within Instrument as Attori$ey-in-Fact
Of Rancho Associates Ltd., and acknowledged to me that he
subscribed the name o£ Rancho Associates, Ltd., thereto as a
partnership and |lie own name as Attorney-in-Fact.
WiTNES~u~$~
hand
Signs ,
I/mlmmmemm
Concordia's Alta Vista Tr 10035, DR 00-47
Rancho Cucamonga
ot Number Plan Type
Curb at Approximate
Centerline of Lot
Prepared by John Snell with assistance from Joe Long of Boyle Engineers
and Kent Wu, Architect
1/16/01
Maximum Roof Line
Elevation Per
CCR's
Finish Floor
Elevation at
Garage Entrance
Maximum
House Height
measured
from Garage Roof Line
Finished Floor Elevation
Over/Under
M~H~i~I~tm
1 2R DN 1371.00 1395.00 1368.75 26.08 1394.63 (0.17) BELOW
2 3R DN 1361.20 1385.20 1358.25 25.25 1383.50 (1.70) BELOW
3 3R DN 1351.50 1375.50 1348,70 25.25 1373.95 (1.55) BELOW
4 2R DN 1343.40 1367.40 1340,10 26.08 1366.18 (1.22) BELOW
5 3R DN 1338,75 1362.75 1336.00 25.25 1361.25 (1.50) BELOW
6 3R UP 1335.90 1359.90 1293.50 25.25 1318.75 (41.15) BELOW
7 1 UP 1332.50 1356.50 1294.53 28.50 1323.03 (33.47) BELOW
8 2R UP 1331.50 1355.50 1296.50 29.33 1325.83 (29.67) BELOW
9 1 UP 1329.50 1353.50 1295.00 28.50 1323.50 (30.00) BELOW
10 2R UP 1327.60 1351.60 1291.40 29.33 1320.73 (30.87) BELOW
11 1 UP 1325.40 1349.40 1285.38 28.50 1313.88 (35.52) BELOW
12 2R UP 1322.90 1346.90 1283.50 29.33 1312.83 (34.07) _BELOW
13 3 UP 1320.90 1344.90 1284.50 28.50 1313.00 (31.90) BELOW
14 2R UP 1318.70 1342.70 1286.00 29.33 1315.33 (27.37) BELOW
15 1R UP 1315.90 1339.90 1292.33 28.50 1320.83 (19.07) BELOW
16 3 UP 1312.80 1336.80 1296.61 28.50 1325.11 (11.69) BELOW
17 2 UP 1306.50 1330.50 1292.66 29.33 1321.99 (8.51) BELOW
18 1 DN 1298.90 1322.90 1296.00 25.58 1321.58 (1.32) BELOW
19' 1 DN 1295.20 1319.20 1293.50 25.58 1319.08 (0.12) BELOW
20** 3R DN 1293.00 1317.00 1291.50 25.25 1316.75 (0.25) BELOW
Curb elevation calculated by Boyle Engineers based on existing topographic map.
Maximum roof line per CC&R's based on Section 2.04, last sentence which states maximum height of 24 feet above top of curb
House height based on current design and architect accurately calculating elements. These differ from initial submittal due to a more
accurate calculation at this time.
*Lot 19 was lowered 0.50 feet by moving back 5 feet.
**Lot 20 was lowered 0.50 feet by increasing the drive slope by 1.67%.
Thursday, January 11, 2001
Plamlng Commission
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga CA 91730
Re: Variance 00-09 (Tract No. 10035- Concordia Homes)
Dear Commissioners:
Following the continued hearing last evening on this matter, I'm
compelled to urge you again to consider not allowing the placement of
two-story, high-roofline homes on lots 1-5 of this tract. Surely a better
result for all adjacent property owners would be to build a style of home
on these lots more in keeping with the terrain--single main storyy, with a
lower floor down the slope. This was done for many homes on Red Hill
Cormtry Club Drive, as well as for the Red Hill Condos which adjoin the
development to the West to not intrude into neighbors' sight lines.
If you do not move to require low-profile homes on these lots, it appears
we have litde de£ense available to us except purchase of Lot 1 from
Concordia-as Commissioner Marmerino suggested at the hearing. For
us, it would be a real financial challenge, having to spend $175,000 for a
lot we'd need to develop ourselves in order to recover.
Thank you for your consideration.
SinCere '~l ~/~
January 8, 2001
Brent Le Count, AICP
City of Rancho Cucamonga
P. O. Box 807
Rancho Cucamonga, CA 91729-0807
Re:
Variance 00-09 (Tract 10035); Environmental Assessment and
Development Review 00-47 - Concordia Homes
Dear Brent:
This is as a follow-up to previous discussions with you, John Snell of Concordia
Homes and a neighborhood meeting with adjacent property owners the end of
last week at our home. It is our understanding the project submittal is seeking
approval of 20 production homes and a variance from the City's Hillside Grading
Ordinance requirements to facilitate the proposed development. As a result of
this activity, we are requesting Planning Commission consideration and favorable
determination of the following at the January 10, 2001, Public Hearing for the
referenced project:
· Street Tree Deletion: We are requesting that the street trees (Albizia J.
'Rosea'/Silk Tree) shown on the project Conceptual Landscape Plan for
Camino Predera be deleted from the plan. We are asking that this area be
planted with low growing Xeriscape materials more in keeping with the
existing hillside contour of this street.
· Slol~e and Yard Tree Replacement: We are requesting that the Platanus
Acerifolia 'Bloodhound'/London Plane and Schinus Molle/California Pepper
trees shown on the Conceptual Landscape Plan be replaced with low growing
trees or shrubs that will reduce canopy impact for existing views enjoyed by
adjacent property owners in the area.
· Grading Study OI3tions Review: We are requesting that the developer modify
the project to incorporate Grading Study Phase 1 - Lots 1 Through 5 Option 3
that they prepared and provided to adjacent property owners before our
recent neighborhood meeting. This Option 3 will provide for the following pad
grade changes: Lot 3 reduced to 39.2' below top of curb; Lot 4 reduced to 35'
below top of curb; and Lot 5 reduced to 44' below top of curb. The
homeowner living in the existing residence located at the Southwest corner of
Red Hill Country Club and Camino Predera continues to express his concerns
about the impact of development of Lot 1 on his property. He has requested
that careful consideration be given to reducing the profile of the home
contemplated for construction on Lot 1. We are sensitive to his continuing
concern, as he has lived in his home before the original custom lot
subdivision was approved by the City.
· Pad Grade and Building HeiGht Certification: The project developer has
prepared and provided various exhibits that depict conceptual grade and
related line-of-sight illustrations for residents impacted by the proposed
project development. We are requesting that the developer provide adjacent
property owners with section exhibits that clearly depict the project pad grade
and top of residential structures in relationship to Camino Predera top of curb.
As we discussed at our neighborhood meeting, we are looking forward to
development of quality homes for what we believe is the last good opportunity to
develop on Red Hill. As you will recall, the tract in question is part of what was
originally a custom lot subdivision that was adversely affected by an economic
downturn some years back. A component of this subdivision is Conditions
Covenants and Restrictions (CC&R's) that were recorded with the original tract.
These CC&R's provide for architectural and landscape design review by the
property owners and provide for consideration of view preservation and
protection for the property owners in the original tract. While we are supportive
of a quality development endeavor, we want to ensure that the CC&R provisions
pertinent to the referenced project review are respected as part of consideration
and deliberation for any approval action contemplated by the City.
Thank you for your continuing courteous and professional assistance with this
matter of considerable importance to the adjacent property owners. We also
want to acknowledge the courtesy and cooperation also extended by John Snell
on behalf of Concordia Homes with this process. We believe that this
cooperative spirit will result in a project approval that all adjacent residents can
and will support. Please feel free to contact me at your earliest opportunity
should you have any questions or need of additional information concerning this
matter.
Sincerely,
Charles J. Buquet
Cc: John Snell, Concordia Homes
THE CITY OF
~Z~ANCi10 CUCA~IONGA
Staff Report
DATE:
TO:
January 10, 2001
Chairman and Members of the Planning Commission
FROM:
BY:
SUBJECT:
Brad Buller, City Planner
Brent Le Count, AICP, Associate Planner
VARIANCE 00-09 - CONCORDIA HOMES - A request to allow retaining walls
approximately ten feet in height where a maximum height of 4 feet is allowed, and
slope gradients of approximately 1.5:1 where a maximum gradient of 2:1 is allowed
for 20 existing lots within approved Tract 10035 on 15.7 acres of land in the Low
Residential District (2-4 dwelling units per acre), located on the south side of Camino
Predera south of Red Hill Country Club Drive - APN: 207-641-01 through 10 and
207-631-01 through 11. Related Files: Development Review 00.447 and Tree
Removal Permit 00.41.
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 00.47 (TRACT
NO. 10035) - CONCORDIA HOMES - The Design Review of building elevations
and detailed site plan for 20 existing lots within approved Tract 10035 on 15.7 acres
of land in the Low Residential District (2-4 dwelling units per acre), located on the
. south side of Camino Predera south of Red Hill Country Club Drive -
APN: 207-641-01 through 10 and 207-631-01 through 11. Related Files: Variance
00-09 and Tree Removal Permit 00.41.
pROJECT AND SITE DESCRIPTION:
Surroundinq Land Use and Zoninq:
North Vacant land and single-family homes; Low Residential (2 to 4 dwelling units per
acre)
South- Abandoned Pacific Electric Railway right-of-way, vacant land, and Foothill
Boulevard; Low Residential (2 to 4 dwelling units per acre) and Office and Public
land use districts of the Foothill Boulevard Specific Plan
East - Single-family homes; Low Residential (2 to 4 dwelling units per acre)
West - Single-family homes; Low Residential (2 to 4 dwelling units per acre)
General Plan Desiqnations:
Project Site - Low Residential (2 to 4 dwelling units per acre)
North Low Residential (2 to 4 dwelling units per acre)
South - Community Trail within former Pacific Electric Railway corridor
East Low Residential (2 to 4 dwelling units per acre)
West - Low Residential (2 to 4 dwelling units per acre)
pLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47 - Concordia Homes
January 10, 2001
Page 2
C. Site Characteristics: The project site has steep grades ranging from approximately 8 percent
to 32 percent; hence, is subject to the Hillside Development regulations. The current Hillside
Development regulations prohibit development of land in excess of 30 percent gradient but the
site was subdivided prior to adoption of these regulations. All of the lots within the tract have
frontage on Camino Predera to the north and all but five back onto the Pacific Electric Railway
railroad right-of-way that will eventually accommodate a regional multi-purpose trail.
BACKGROUND: Final Tract Map 10035 was recorded in 1985. That portion of the subdivision on
the south side of Camino Predera contained 21 lots. The applicant proposes to reduce the number
of lots to 20. A condition of approval requires a lot line adjustment process to accomplish the
reduction in lots.
This site has been the subject of several Planning Commission workshops with different developers.
The proposed project was presented in a Planning Commission Workshop on February 23, 2000
(Exhibit "M"). At the most recent workshop, the Commission provided the following direction:
A. It is recognized that steep slopes and high retaining walls are necessary to accommodate
the development given the steep terrain on the site; however, reduce retaining wall height
as much as possible. The developer showed the Commission retaining walls as high as
15 feet at the workshop. The current plans include 10-foot high retaining walls.
B. Mitigate the appearance of high retaining walls by use of creative landscaping.
C. Include a one-story home plan.
D. Preserve views for existing homeowners to the degree possible. It is acceptable to have
no street trees along Camino Predera if that would help preserve views for existing homes.
E. The Commission is willing to accept a minimal (3 foot) step in the home foundations so
long as the overall quality of the project is commensurate with the eventual home values
given the prime view location.
.ANALYSIS:
General: The homes are tastefully designed and include 3 feet of elevation difference in the
foundations to accommodate the terrain. Three home plans are proposed, each with 3 to 4
elevation types. The homes range in size from 2,759 square feet to 3,359 square feet. The
homes are all two story with hip style roofs to preserve views. The homes have been
designed to appear as though they are custom homes as opposed to typical tract homes. The
homes exhibit true 360-degree architectural quality so much so that it is difficult, to tell the
difference between front and rear elevations except for garage doors.
The project will have a minor impact on views of the valley for existing homeowners on
Camino Predera. The applicant has provided view-shed cross sections to show these view
impacts. The project will also impact views of the site from the south because of the
substantial number of trees that are to be removed and because of the visual prominence of
the site. The homes on Lots I through 5, 16, and 17 will have 6- to 7-foot high sound wails
along the top of the slope in their rear yard areas. The bottom 3 feet of these walls is
proposed to be decorative masonry with the remainder constructed of glass panels to preserve
PLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47-Conco~ia Homes
January 10,2001
Page 3
views, These sound walls will provide a barrier between the future homeowner's useable rear
yard area and the remaining slope area beyond which may result in property maintenance
issues. Staff supports the developer's proposal that a homeowner's association be
established to maintain these slope areas.
Desfan Review Committee: The project was reviewed by the Design Review Committee on
October 3, 2000 (McNiel, Stewart, Coleman). The Committee requested that the project be
revised to reduce retaining wall height, lower pad grades as much as possible, and provide a
custom home appearance with high quality360 degree architecture. The revised plans were
reviewed again by the Committee on November 14, 2000, (McNiel, Stewart, Coleman) and the
Committee requested further architectural refinement of the homes. The project was reviewed
again on December 5, 2000, (McNiel, Stewart, Coleman) and the Committee recommended
approval. The Committee believes that the developer has exceeded all of the Planning
Commission's design expectations. Refer to the attached Design Review Action Agendas for
further details (Exhibit "L").
Technical Review Committee: The Technical and Grading Review Committees reviewed the
project and recommended approval subject to the conditions outlined in the attached
Resolution of Approval.
Variance: A Variance is necessary to allow development of the site as proposed with retaining
walls as high as 10 to 11 feet and slopes as steep as 1.5:1 (1 foot of vertical rise per 1.5 feet
of horizontal run or 66 percent slope). The Variance is necessary due to the steepness of the
site and the shape of the existing lots. The Variance is also necessary to lower house pad
grades to preserve views for existing homeowners to the degree possible along Camino
Predera. In many areas, the site is in excess of 30 percent natural slope falling directly away
from the street. This means that for a given area of 30 percent slope, the terrain must be
more than doubled in steepness to accommodate a reasonably flat area for placement of a
home, yard, and driveway. The alternative would be to either use drastically raised
foundations on top of a pier system or stepped foundations. In either case, the amount of
vertical foundation change in a typical 80 foot deep home built on a 30 percent slope would be
approximately 24 feet. This would still not include any flat area for driveways or yard areas. It
would be an unnecessary physical hardship if a developer were required to provide this
degree of vertical step in home foundations due to the extreme cost involved. Furthermore,
the resulting homes would be difficult to market with such extreme changes in foundation
elevation. The steephess and overall topography of the site are also exceptional
circumstances not applicable to a majority of other properties in the Low Residential District.
Strict or literal interpretation of the requirement for 2:1 slopes and 4-foot high retaining walls
would deprive the applicant of privileges enjoyed by owners of other properties in this district
who are able to develop their properties with reasonable and normal grading and home
construction techniques. This would not constitute a granting of special privilege because the
site is not proposed to be developed with overly large homes or excessive density but instead
with reasonably sized single-family homes. Specialized slope stabilization methods,
specialized wall construction with walls that can accommodate landscaping on their surfaces,
decorative block, and intensified landscaping offset any potential detriment to public health,
safety, or welfare.
PLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47-Conco~ia Homes
January 10,2001
Page 4
Tree Removal Permit: The site contains 32 mature Eucalyptus trees, a row of Silk Oak trees
along the railroad right-of-way, 1 Coast Live Oak, 1 California Pepper, and I Brazilian Pepper,
which will be removed to accommodate the proposed project. An Arborist Report was
prepared by Jim Borer (dated June 29, 2000) for the project to assess the number, condition,
and value of the existing trees. The report found that while the trees offer an appealing
common canopy, none of the specimens are individually outstanding or unique. Many of the
trees are extremely mature and represent a clear risk of shedding large limbs during heavy
winds. The Silk Oak trees are planted too close to one another and are stunted in size and
form from their natural disposition to grow. The trees do provide an aesthetic resource, as
they are visible from Foothill Boulevard. Tree replacement with project landscaping will in time
provide a similarly aesthetic resource and if anything, will enhance natural aesthetics because
of the large number of trees and HOA maintenance and upkeep of the trees.
F. Environmental Assessment: There are potential impacts related to noise, geological hazards,
tree removal, and air quality. The site is subject to noise from Foothill Boulevard traffic. A
noise study was conducted which establishes minimum solid wall heights for certain lots and
upgrading window installation to mitigate traffic noise. The site falls within the City's Red Hill
Fault Zone so a Geotechnical and Fault investigation was required for the project. The study
found that development of the site as proposed is feasible if certain construction and grading
design techniques are used. The City required independent third party review of the
Geotechnical Study and this review confirmed the findings and recommended mitigation as
being accurate and adequate. There are several trees on the site, which will be removed to
accommodate the project. While the trees do offer some aesthetic value, none of them are of
exceptional quality and project landscaping will mitigate their removal, Finally, there may be
air quality impacts during grading of the site. There is a series of mitigation measures derived
from Air Quality Management District requirements, which will reduce air quality impacts to
less than significant. With the recommended mitigation measures, all potential environmental
impacts are reduced to a level of less than significant. If the Planning Commission concurs,
issuance of a Mitigated Negative Declaration is in order.
G. Neighborhood Meeting: The applicant conducted a neighborhood meeting on December 18,
2000, and 12 surrounding homeowners were in attendance. The primary concerns were as
follows:
None of the homes should take access off of Camino Predera. This will increase traffic
in the neighborhood. Why are there any driveways on Camino Predera and why are
they so steep?
Camino Predera provides the only public street access to the site. These are existing
lots of record; no subdivision request is before the Planning Commission. The homes
will generate some increase in local traffic but this will net be in excess of the per home
traffic generated by the existing homes. Only 9 out of 20 lots are proposed with
driveways on Camino Predera. A majority of the lots will take access off of one common
drive, This is a unique design solution, which allows the majority of homes to be located
well below the level of Camino Predera, thus preserving views for the existing
homeowners. The five lots at the western end of the site as well as the three lots at the
eastern end cannot be reasonably accessed from this common driveway without
provision of substantial grading and retaining walls (as high as 21 feet). This would be
inconsistent with the intent of the Hillside Ordinance to reduce grading as much as
PLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47-Concordia Homes
Janua~ 10,2001
Page 5
possible. The driveways off of Camino Predera are as steep as 15 pement to allow the
pads to be as low as possible to preserve views to the degree possible.
2. Why can't the site take access off of another street?
The only available public street access for the site is off of Camino Predera. This is
consistent with the intent of the original subdivision. It would be unreasonable to require
the developer to extend San Bemardino Road westerly due to grade differential,
separate property ownerships, and bridges that would be required overthe flood control
channel and rail corridor. Again, this is moot because the tract was already recorded
and the application only deals with the design review of the homes.
3. Are the existing trees going to be removed?
Yes, there is no reasonable way te develop the lots without removing the existing trees.
While the trees offer some aesthetic value, this will be more than offset by project
landscaping.
4. Is the building height in conformance with the Hillside Standards?
Yes, the homes are well within the 30-foot building envelope established by the Hillside
Development Standards. The project is also in conformance with side yard setbacks.
Can the street trees along Camino Predera be relocated further down slope to preserve
existing views?
Yes, in fact, this issue was discussed at the Planning Commission Workshop and it was
decided that this would make sense for preserving views. A condition of approval will
require that there be no street trees along Camino Predera.
Where will all the coyotes and rabbits go when the project is developed? Will someone
trap the animals for relocation?
The project will displace the wildlife that may currently inhabit the site just as the existing
homes displaced wildlife when they were built. There is undeveloped land to the west
and south where animals may move to. The site is not indicated as supporting habitat
for any sensitive or endangered species. The developer is encouraged to provide the
concerned homeowners with a schedule for when the site will be cleared and grubbed so
that the homeowners may initiate any trapping and relocation efforts they feel is
necessary. The applicant has verbally agreed to permit entrance to the site for such
trapping efforts.
7. What's the price range for these homes?
According to Concordia, the homes will start at approximately $350,000.
8. When will construction start?
According to Concordia, grading will begin towards the first part of summer 2001 with
home construction in fall of 2001.
353
PLANNING COMMISSION STAFF REPORT
VA 00-09, DR 00-47- Concordia Homes
JanuaW 10,2001
Page 6
9. Will there be a homeowners' association?
Yes, a homeowners' association will be necessary to ensure maintenance of the
common driveway as well as maintenance of the large slope areas.
10. Is the grading "balanced" for the site?
No, the site will require 15,000 to 30,000 cubic yards of fill material to be imported.
CORRESPONDENCE: The Variance was advertised as a public hearing in the Inland Valley Daily
Bulletin newspaper, the property was posted, and notices were mailed to all property owners within a
300-foot radius of the project site. On January 2, 2001, staff received one letter from a resident in
opposition to the project (Exhibit "O").
RECOMMENDATION: Staff recommends approval of Development Review 00-47, Variance 00-09,
and Tree Removal Permit 00-41 through adoption of the attached Resolutions of Approval with
Conditions and with issuance of a Mitigated Negative Declaration.
City Planner
BB:BLC\Is
Attachments:
Exhibit "A"
Exhibit "B"
Exhibit "C"
Exhibit "D"
Exhibit "E"
Exhibit "F"
Exhibit "G"
Exhibit "H"
Exhibit "1"
Exhibit "J"
Exhibit "K"
Exhibit "L"
Exhibit "M"
Exhibit "N"
Site Utilization Map
Grading Plan
Grading Cross Section
Landscape Plan
Elevations
Profile Looking South
Profile Looking North
Viewshed Analysis
Lot Cross Sections
Building Envelopes
Variance Justification Letter
Design Review Committee Action Agendas dated
November 14, and December 5, 2000
Pre-Application Review Minutes dated February 23, 2000
Initial Study
Exhibit "O" - Opposition letter from resident received on January 2, 2001
Resolution of Approval for Variance 00-09
Resolution of Approval for Design Review 00-47
October 3,
SITE UTILIZA~ON MAP
ALTA LOMA ESTATES
oo-+1
INDEX MAP
SCALE: 1" = 200'
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TFIACT NO. 1003~
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PRECISE PLOT AND GRADING PLAI',
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NOTF, C~CONSlItUC'TION
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"I'FIACT NO. 10035
PRECISE PLOT AND GRADING PLAN
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NOTF-CR~
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TRACT NO. 10035
PRECISE PLOT AND GRADING PLAN
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CONCORDIA'S ALTA VISTA
t
DE~GNREVIEWSt.ieMrTTN_
CITY Of RANCHO CUCAMONGA
'tRACT NO. 10035
PRECISE PLOT AND GRADING pLAI~
LOTS= 4 THROUGH 6
CONCORDIA'S ALTA VISTA
SECTION B-B
SECTION D--D
8C, AL~
CITY OF RANCHO CUCAIdONCA
TRACT NO. 10(:)35
CROSS SECTIONIS
AND DETAILS
CONCORDIA'S ALTA VISTA
I +DO 2+00 3+00 4+00
Station
5+00
6+00
128(
7+00
8+00 9+00 10+00 11+00
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CROSSSEC'I1ON8
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8EC']ION
SCALE,
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Station
LOT 2
SECT1ON
1350 I.____
LOT 5
SECT'ION
1 +00
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3+00 4+00
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LOT91,2AND5
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TRACT NO. 1(:)035
CROSS SEC"RON8
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CONCORDIA'8 ALTA VISTI
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1300
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1280
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SECTION
LOT 16
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SECTION
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'I"RAC"F NO. 100,_t5
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l
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DETAILS
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~AL SECTON8
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,I
PROPOSED PLANTING LEGEND
CONCOR~A'S
ALTA VISTA
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ALTA VISTA
ELEVATIqNS
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TRACT NO, 10035
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1+00 2+00
1260 --
0+00
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TRACT NO. 10085
CRO~ 8ECllON8
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ALTA LOMA ESTAll~8
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\
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LOT 10
8EC'T1ON
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CI}Y 0f RANCHO CUCAk~0NGA
TRACT NO. 1OG35
CROSS SEC'T1ONS
'Ile0UGHI'D!VIDUALLO'T'8
ALTA LOMA EBTATE8
'~,--= ~
1300 --
1280 --
1340 --
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0+00 1+00 2+00
0+00 1+00 2+00
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3+00
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8~TION
LOT ~
SEC~ON
1320 --
1300 --
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0+00
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LOT 20
SEC~ON
CITY OF R,~NCH0 CUCAMONGA
TRACT NO. 10085
CROSSSEC"RON8
"I~i~3iXI41,1DIVE~ALLOT8
ALTA LOMA ESTATE8
' ~____ =~
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19-00
CITY OF RANCHO CUCAMONCA
TRACT NO. 10035
CBO~SSEC'~ONS~
L~Y '~BOUGH ALL LOTS
October 24, 2000
OF SOUTHERN CALIFORNIA
Brent LeCount, Associate Planner
Planning Department
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, Ca 91729
RE: DR 00-47, Lots 1 through 21 of Tract 10036, Variance request for wall height and
slope gradient in Hillside Development Area
Dear Brent,
Please find with this letter our completed applications, a check for $871.00, and reduced
copies of our grading plan with retaining walls in excess of 4 feet high called out and
slopes that are over a 2:1 ratio labeled as such. This project is the remainder of a
subdivision of 38 lots that was recorded in May of 1981. This site, like most of the
Redhill area, is subject to development under the Hillside Development Regulations.
Because of the shape of our lots, the topography of the site and our surroundings the strict
application of the Hillside Development Regulations would deprive our property the
privileges enjoyed by other properties in the area which are also under the Hillside
Development Regulations. The granting of this variance will enable this site to develop to
the same extent as others have enjoyed in this same vicinity. The granting of this variance
will enable the development of this property for single family development for which the
current zoning is intended. We have incorporated some design features to offset or
mitigate the potential negative impact the granting of this variance might allow.
The proposal for development that we have submitted reflects a reduction of one lot,
resulting in 20 single family homes. This reduction was made to minimize the slopes and
walls that will be required for this development, despite the fact that the final map has
been recorded and a fight for the development of 21 lots exists. The shape of our project
along with the topography create a hardship unique to this project in the immediate area.
The area, depth and width of the lots exceed the minimum standards of the zoning
ordinance. The elevation differential of the site is over 90 feet from our highest point to
the lowest. We have followed the recommendations in the Hillside Development
Regulations in the design of our proposal. We have sloped the yards to follow the
existing topography. We have introduced steps in our buildings that also follow the
existing terrain. We are also proposing to give up one of our lots to minimize the grading
and walls. To the extent possible we have aligned our roof lines to follow the slope of the
ground. We have also attempted to break up our roof lines. Despite all of these efforts,
we still have areas where we are proposing slopes as steep as 1.5: 1 and walls in excess of
3 feet up to 11 feet in two locations. It is our goal to build homes that are comparable to
1131 West Sixth Street · Suite 110 · Ontario, Ca 91762 · Tel (909) 988-9000 · Fax (909) 988-5122
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those in the area and to have building pads of similar shape and size. The granting of this
variance will allow us to meet this goal and allow us to build our lots and homes to the
same character that are typical of those in the area.
All of our walls over 4 feet in height will be made of attractive block systems that use
earth tone colors and a rough surface, "splitface". We will also be incorporating irrigation
and planting at intervals of 4 feet vertically on the wall. When mature, the majority of the
wall will be covered with plants. Our slopes will also be planted with a combination of
ground cover, bushes and trees. This will not only provide for an attractive slope, but will
also provide the surface stability necessary for the long term maintenance of the slopes.
All slopes over 2:1 will be maintained by the Home Owners Association that we will be
establishing for this project.
It should be noted that the granting of this variance will allow this property, that has
remained undeveloped for so many years, to be completed in character with the rest of
the area. This variance will not constitute a grant of special privileges with the limitations
upon other properties in this vicinity and zone.
:
Cliff OF RANCHO CUCAMONGA
'T'P,A~(:~T NO. 10035
I=FL=(::BE PLOT AND (YlADING PLAN
PHABE1-LO'TS:111-ROUG"I6
CONCORDIA'5 ALTA VI,..~TA
CITY OF RANCHO CUCAMONGA
'I'FIACT N(:). 10(:)35
PPL=(:~.S~PLOTAk()GP, ADINGPLAN
PHASE1-LO'I'S:Tll'F~:)UGHI~
CONCORDIA'8 ALTA VlB'T,e
t
IJ
Cl~{ OF RANCHO CUCAMONGA
TRACT NO. 10035
Ff~ECBEPt,OT~Gi;IADe~ipLAN
PHASE1-LO'I~13TI--ROUOHt7
CONCORDIA'S ALTA VISTA
CI1Y OF RANCH0 CUCAMONGA
'rFIACT NO. 10035
Ff~ PLOT AND ~OI:iADiNG PLAN
pHABEI-LO"rS18TF~21
CX:)NCOFIDIA'S ALTA VISTA
7:45 p.m.
DESIGN REVIEW COMMENTS
Brent Le Count October 3, 2000
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 00-47 (TRACT NO. 10035) -
CONCORDIA HOMES - The Design Review of building elevations and detailed site plan for 21
existing lots within approved Tract 10035 on 15.7 acres of land in the Low Residential Distdct (2 to 4
dwelling units per acre), located on the south side of Camino Pradera south of Red Hill Country Club
Ddve - APN: 07-641-01 through 10, 207-631-01 through 11.
Desjan Parametem: The project site has steep grades ranging from approximately 8% to 32%;
hence, is subject to the Hillside Development regulations. The current Hillside Development
regulations prohibit development of land in excess of 30% gradient but the site was subdivided pdor
to adoption of these regulations. All of the lots within the tract have frontage on Camino Predera to
the north and all but five back onto an old railroad right of way that will eventually accommodate a
trail.
The project will impact views of the valley for existing homeowners on Camino Predera. The
applicant has provided view-shed cross sections to show these view impacts. The project will also
impact views of the site from the south because of the substantial number of trees that are to be
removed and because of the visual prominence of the site. The homes on lots I through 5, 16 and
17 will have 6 to 7-foot high sound walls along the top of the slope in their rear yard areas. The
bottom three feet of these walls is proposed to be decorative masonry with the remainder
constructed of glass panels to preserve views. These sound walls will provide a barder between the
future homeowner's useable rear yard area and the remaining slope area beyond which may result
in property maintenance issues. Staff supports the developer's proposal that a homeowners
association be established to maintain these slope areas.
The homes are tastefully designed and include 3 feet of elevation difference in the foundations to
accommodate the terrein. While this is not neariy enough to truly "fit" the terrain, it is the most
foundation stepping the applicant is willing to provide. Three home plans are proposed, each with
three to four elevation types. The homes range in size from 2,759 square feet to 3,359 square feet.
The homes are all two story with hip style roofs to preserve views. There is less than dramatic
differentiation from home to home, especially for side and rear elevations.
Pre-ADplication Review: The project was subject to two workshops with the Planning Commission
....... '(~'~ ~acl~cl ~ii;iu~). At ~tl~'e m'0~t~'e~t ~ork~h~l~ th~'Com"rfiis~i~i'"p'i'd~icl~d' th~ f011dwi~ ........
direction:
It is recognized that steep slopes and high retaining walls are necessary to accommodate
the development given the steep terrain on the site. However, reduce retaining wall height as
much as possible. The developer showed the Commission retaining walls as high as 15 feet
at the workshop. The current plans include retaining walls as high as 22 feet.
2. Mitigate the appearance of high retaining walls by use of creative landscaping.
3. Include a one-story home plan.
Preserve views for existing homeowners to the degree possible. It is acceptable to have no
street trees along Camino Predera if that would help preserve views for existing homes.
given the prime view location.
, ofc
The Commission is willing to accept a minimal (three foot) step in the home foundations so
long as the overall quality of the project is commensurate with the eventual home values
DRC COMMENTS
DR 00-47 - CONCORDIA HOMES
October 3, 2000
Page 2
Staff Comments: The following comments are intended to provide an outline for Committee
discussion.
Major Issues: The following broad design issues will be the focus of Committee discussion
regarding this project.
1. Grading: The grading design for the project includes two altematives: 1 ) off-site grading
within the Pacific Electdc Trail railroad corridor along the south of the site, and 2) on-site
grading. The proposed off-site grading within the rail corridor appears to respect the
minimum of 70 feet needed to accommodate the trail design and future rail of the Pacific
Electdc Trail corridor (see Sections on Sheet 6). Under the off-site grading alternative, the
retaining wall will be 6 feet high. Under the on-site grading alternative, the retaining wall will
have to be up to 17 feet high. Both alternatives include substantially high retaining walls on-
site up to 22 feet high. It is staff's opinion that the alternative with no off-site grading will
have substantial visual impacts as it results in two very high retaining walls in close proximity
to one another, visible from Foothill Boulevard. On the other hand, the developer will have to
provide a viable means for long term maintenance of the off-site slope/wall area within the
rail right-of-way for the other alternative. The high retaining walls are proposed to be of a
"Loefelstien" type crib wall. This is a type of wall that has a slight slope to it and has pockets
that can be planted with vines or other plants. The developer used this type of wall for Tract
14207 on Beryl Avenue, south of Heritage Park. The wall is now built and landscaped and
looks better than a traditional retaining wall. A Variance will be necessary to allow the high
walls as the maximum 4-foot height allowed retaining wall height per the Hillside
Development regulations is 4 feet. The developer had shown conceptual plans to the
Planning Commission at workshops that included a slope stabilization technology referred to
as "geo-grid." This has been dropped from the project as the slopes have been reduced
from a 1:1 to 1.5:1 slope gradient. However, the Hillside Development regulations allow a
maximum slope grade of 2:1; therefore, a Variance is required for the steeper 1.5:1 slope.
Further, under the off-site grading alternative, slopes must be maintained by the
Homeowners Association. No Variance application has been filed as of this date; hence,
staff has not fully analyzed the proposal.
2. View Impacts: Lower the pad elevations for lots 16 through 21 to preserve views from
existing uphill neighbors, as much as possible, or use 1 -story homes. The developer claims
that there is insufficient room to accommodate single story home plans given the size of the
lots and the amount of grading required.
3. Architecture: Provide stronger 360 degree architecture because the homes will be visually
prominent from all angles. Upgrade the side and rear elevations of the homes to have the
similar level of architectural detail and quality as the fronts including; increased use of
corbels, window treatments (shutters, pot shelves, keystones, and divided light), trim, stone
or brick wainscoting, and column treatments.
DRC COMMENTS
DR 00-47 - CONCORDIA HOMES
October 3, 2000
Page 3
Secondary Issues: Once all of the major issues have been addressed, and time permitting, the
Committee will discuss the following secondary design issues.
The "loefelstien" walls should be planted with a hardy vine or shrub that will eventually
completely cover the walls and irrigated accordingly. The down slope side of the high
retaining walls should also be well landscaped to soften the walls. Provide low maintenance
landscape plant materials for the slope areas. Provide railroad tie steps or similar means to
facilitate maintenance. Home sites with rear yard sound walls such as lots 1 through 5, 16,
and 17 will have to have some form of gate or wall opening to permit slope maintenance.
Provide cascading vines or similar plant types along the top of retaining walls and train them
to cascade down over walls.
All manufactured slopes shall have a natural or "contoured" look as opposed to a harsh,
angular look.
Slope drainage features shall have a naturalized, dry streambed appearance through the
use of dver rock application.
Provide landscape planters around the base of the homes where possible to soften their
appearance and reduce visible bulk.
Policv Issues: The following items are a matter of Planning Commission policy and should be
incorporated into the project design without discussion.
All walls shall be decorative masonry (split faced block - both sides) with decorative masonry
caps. No wood fencing shall be permitted (even between homes) given the visual
prominence of the development. All pilasters shall have river rock or similar treatment on all
sides.
All river~ock-treatmentshallbe-natural river-rockasopposedlomanufactured-veneer- Other
rock treatment, such as slate, may be of a manufactured product.
3. Provide a minimum of 15 feet of usable rear yard depth at the rear of all homes.
Provide additional landscaping (additional trees, large sized trees and shrubs) along the
south down slope side of the homes to screen down slope elevations.
Staff Recommendation: Staff recommends that the project be revised and brought back for further
review.
Desiqn Review Committee Action:
Members Present: Larry McNiel, Pare Stewart, Dan Coleman
Staff Planner: Brent Le Count
DRC COMMENTS
DR 00-47 - CONCORDIA HOMES
October 3, 2000
Page 4
The Committee requested that the project be redesigned and brought back for further review subject
to staff's comments and the following additional comments:
The Committee is in favor of using variation in slope gradient in order to reduce the height of
the 22-foot high retaining wall.
Lower the pad elevations on Lots 16 and 17 by utilizing the sewer access easement as
access similar to lots to the west.
Lower the pad elevation/home elevation of Lot 18 by providing longer, steeper driveway.
Significantly upgrade the architectural design of the homes to provide 360-degree
architecture and greater differentiation from home-to-home. Homes should have a custom
look as opposed to tract home appearance. Provide a mix of architectural styles. Provide
divided light windows throughout. Provide second story balconies on rear elevations. Use
upgraded building materials (stone, brick, etc.) on all elevations.
DESIGN REVIEVV COMMENTS
7:30 p.m.
Brent Le Count
November 14, 2000
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 00-47 (TRACT NO. 100351
- CONCORDIA HOMES - The Design Review of building elevations and detailed site plan for
21 existing lots within approved Tract 10035 on 15.7 acres of land in the Low Residential District
(2 to 4 dwelling units per acre), located on the south side of Camino Pradera south of Red Hill
Country Club Drive - APN: 207-641-01 through 10, 207-631-01 through 11.
BackGround: The Committee reviewed the project on October 3, 2000 and requested that the
project be revised and brought back for further review. The Committee had the following
comments:
The Committee is in favor of using variation in slope gradient in order to reduce the
height of the 22-foot high retaining wall.
The applicant was able to reduce the height of the 22-foot high retaining wall down to
10.5 feet by utilizing a variable slope gradient and by introducing retaining wall terraces
on the slopes. The current wall configuration is a lO-foot wall along the south edge of
the site (within the rail road right-of-way), a lO.5-foot high wall along the mid portion of
the site (previously 22 feet high), and scattered segments of 2- to 6-foot high retaining
walls throughout the slopes. The grading has also been contoured to have a more
natural, rounded appearance.
Lower the pad elevations on Lots 16 and 17 by utilizing the sewer access easement as
access similar to lots to the west.
The project has been revised to lower the pad elevations for Lots 16 and 17
substantially. The homes on these lots will now utilize the sewer easement as suggested
by the Committee.
3. -Lower the pad elevation/home elevation of Lot 18 by providing longer, steeper driveway.
The driveway has been steepenned to approximately 9 percent grade and the garage
sits about a foot below the level of Camino Predera. The Hillside Development
Ordinance allows a maximum driveway grade of 20 percent, which would allow the
garage to be lowered an additional 3 feet.
Significantly upgrade the architectural design of the homes to provide 360-degree
architecture and greater differentiation from home-to-home. Homes should have a
custom look as opposed to tract home appearance. Provide a mix of architectural
styles. Provide divided light windows throughout. Provide second-story
balconies on rear elevations. Use upgraded building materials (stone, brick, etc.)
on all elevations.
The revised architecture has been minimally upgraded with some window
treatment (shutters and pot shelves on some windows), some rear wall change of
plane, and the use of an occasional second story balcony. Staff is of the opinion
that substantially more enhancement is necessary to provide true 360-degree
architectural quality, as there are still substantial areas of blank stucco walls. The
homes still have a very tract-like appearance. There is substantial room to provide
greater differentiation from home-to-home (custom appearance) by changing
architectural styles, use of divided light windows, and material upgrades. Upgrade
DRC COMMENTS
DR 00-47 - CONCORDIA HOMES
November 14, 2000
Page 2
the side and rear elevations of the homes to have the similar level of architectural
detail and quality as the fronts. The rear elevation of the Plan 3 homes comes
closest to the desired level of detailing. With the addition of upgraded building
materials and divided light windows the rear elevation of Plan 3 serves as a good
example for the remaining plan side and rear elevation treatment.
Outstandina Secondary Issues: The following issues have not been addressed in the revised
plans but staff is of the opinion that they can be conditions of approval once an acceptable level
of architectural design is achieved:
Reduce the elevation of the pad for Lot 18 by increasing the driveway grade to the
maximum grade allowed, 20 percent if possible.
2~
The "loefelstien" walls should be planted with a hardy vine or Shrub that will eventually
completely cover the walls and irrigated accordingly. The down slope side of the high
retaining walls should also be well landscaped to soften the walls. Provide low
maintenance landscape plant materials for the slope areas. Provide railroad tie steps or
similar means to facilitate maintenance. Home sites with rear yard sound walls such as
Lots 1 through 5, 16, and 17 will have to have some form of gate or wall opening to
permit slope maintenance.
Provide cascading vines or similar plant types along the top of retaining walls and train
them to cascade down over walls.
The manufactured slopes on Lots 1,2, and 3 shall have a natural or "contoured" look as
opposed to a harsh, angular look.
Slope drainage features shall have a naturalized, dry streambed appearance through the
use of river rock application.
Provide landscape planters around the base of the homes where possible to soften their
appearance and reduce visible bulk.
Policy Issues: The following items are a matter of Planning Commission policy and should be
incorporated into the project design without discussion:
All walls shall be decorative masonry (split faced block - both sides) with decorative
masonry caps. No wood fencing shall be permitted (even between homes) given the
visual prominence of the development. All pilasters shall have river rock or similar
treatment on all sides.
All river rock treatment shall be natural river rock as opposed to manufactured veneer.
Other rock treatment, such as slate, may be of a manufactured product.
3. Provide a minimum of 15 feet of usable rear yard depth at the rear of all homes.
Provide additional landscaping (additional trees, large sized trees, and shrubs) along the
south/down slope side of the homes to screen downslope elevations.
Staff Recommendation: Staff recommends that the project be revised in light of the above
comments, especially related to home design, and brought back for further review.
DRC COMMENTS
DR 00-47- CONCORDIA HOMES
November14,2000
Page 3
Desiqn Review Committee Action:
Members Present: Larry McNiel, Pam Stewart, Dan Coleman
Staff Planner: Brent Le Count
The Committee was in favor of the revised grading concept but directed the applicant to revise
the architectural design of the homes to provide better 360 degree architecture, more variation
from home to home (a custom appearance). The rear elevation of Plan 3C-U is a good example
of how rear elevations should be designed. Avoid several homes of the same plan type
adjacent to one another. The applicant agreed to restudy the design.
DESIGN REVIEW COMMENTS
8:30 p.m.
Brent Le Count
December 5, 2000
ENVIRONMENTALASSESSMENT AND DEVELOPMENT REVIEW 00-47 (TRACT NO. 10035)-
CONCORDIA HOMES- The Design Review of building elevations and detailed site plan for
21 existing lots within approved Tract 10035 on 15.7 acres of land in the Low Residential District
(2 to 4 dwelling units per acre), located on the south side of Camino Pradera south of Red Hill
Country Club Drive- APN: 207-641-01 through 10, 207-631-01 through 11.
Note: No comments provided for this project. Plans to be provided at meeting.
Desiqn Review Committee Action:
Members Present: Larry McNiel, Rich Macias, Dan Coleman
Staff Planner: Brent Le Count
The Committee reviewed the revised plans and recommended approval subject to the following:
1. The brick veneer on the left elevation of the Plan 3 home shall terminate near the support
column by providing a furred out feature for the veneer to die into.
2. The wood siding may be removed from the Plan 2 home at the discretion of the applicant.
3. Avoid use of wood siding on chimneys. Chimneys shall either be stuccoed or covered with
stone veneer.
4. Any slope drain devices that are visible from surrounding streets or property shall have a
naturalized appearance which may include use of river rock to evoke a dry stream bed
appearance and colored concrete to visually blend with surrounding landscaping.
CITY OF RANCHO CUCAMONGA
PLANNING COMMISSION MINUTES
Adjoumed Meeting
February 23, 2000
Chairman McNiel called the Adjourned Meeting of the City of Rancho Cucamonga Planning
Commission to order at 7:35 p.m. The meeting was held in the Rains Room at Rancho Cucamonga
Civic Center, 10500 Civic Center Ddve, Rancho Cucamonga, Califomia.
ROLL CALL
COMMISSIONERS: PRESENT:
John Mannedno, Larry McNiel, Pam Stewart
ABSENT: Rich Macias, Peter Tolstoy
STAFF pRESENT: Brad Buller, City Planner; Dan James, Senior Civil Engineer; Brent Le Count,
Associate Planner
NEW BUSINESS
A. pRE-APPLICATION REVIEW 00-02 - CONCORDIA HOMES - Review of grading concepts
for21 lots within approved Tentative Tract 10035 on 15.7 acres of land in the Low Residential
District (2--4 dwelling units per acre), located on Camino Predera south of Red Hill Country
Club Ddve - APN: 207-641-01 through 10 and 207-631-01 through 11. Related File:
pre-Application Review 99-04.
Brad Buller, City Planner, reviewed the purpose and basic procedures of the pre-application review.
John Snell, Vice President, Concordia Homes, introduced himself to the Commission and reviewed
the project. He stated that Concordia is now in escrow on the property and needs to decide whether
or not to purchase the property. He indicated the purpose of this second meeting was to ascertain
whether the Commission would be willing to accept the grading and home design concepts. He
explained the grading will include up to a 15 foot high retaining wall along the south property line,
15 foot high Loffelstein walls (which are similar to cdb walls and allow some amount of landscaping
on the wall surface), and one-to-one slopes in the southwest comer area. He said the one-to-one
slopes will be stabilized with a synthetic material called geo-gdd and they will work with the City's
engineering staff to demonstrate structural viability of the slope stabilization method. He reported
it will be used to remedy the slope failures at the Pacific golf course and said that is an example of
how capable the method is. Mr. Snell recognized the C!ty's concern for ensuring a high level of
aesthetic appeal with substantial landscaping and high quality home design. He also recognized
neighborhood issues, primarily view preservation and he thought the proposed design minimizes
view blockage to the degree possible. He felt the homes will have tasteful design and reported they
will step with the pads 2 to 5 feet.
Brent Le Count, Associate Planner, reviewed staffs concerns. He indicated that he and Mr. Snell
had visited a Concordia project now under construction in Monterey Park that utilizes the geo-gdd
slope stabilization method. He said that the one-to-one slopes appeared sparsely landscaped with
few trees, and that this style of slope landscaping would not be consistent with the City's Hillside
Ordinance. He also said that Mr. Snell has assured staff that so long as trees no larger than 15
gallon are used, Concordia can plant as many trees as are required (minimum 1 tree per 150 square
feet of slope area). Mr. Le Count reviewed the other issues assodated with the project: design; view
blockage, high retaining walls, visual impacts to Foothill Boulevard traffic, and steep driveway slopes.
Commissioner Stewart said that the developer still needs to satisfy staff and the CommissiOn that
the geo-grid system is viable. She expressed concerns about preserving views as much as possible
and recognized that neighbors may have concerns. She preferred the 15 foot high retaining wall be
lowered as much as possible and said it should be designed to be as visually pleasing as possible.
She felt the 20% driveway grade is acceptable because it allows several of the lots to have homes
set far below street level which will preserve views. Commissioner Stewart liked the architectural
design of the homes but felt a one story home plan should be included.
Commissioner Mannedno stated he is open to the use of the geo-grid but that the developer would
have to resolve viability issues. He acknowledged that the City does not have a view preservation
ordinance but he felt the developer should preserve existing views as much as possible. He thought
not having street trees would be acceptable to that end. He indicated he would like to see some sod
of Route 66 mural or other historic feature included on the high retaining wall along the south
properly line. Commissioner Mannerino liked the home design and recognized that an avant-garde
engineering solution is necessary for grading of the site (geo-grid).
Chairman McNiel said that the high Loffelstein walls can be obscured with vine planting. He
indicated he is in favor of the project. He agreed with Commissioner Mannedno that the developer
should give due consideration to view preservation even though the City does not have a view
preservation ordinance. He suggested clustering of street trees. He was not in favor of using the
high retaining wall along the south property line for Route 66 features. He thought the project
appears workable and he supported going forward with it. He concluded by stating that the overall
quality of the project should reflect the eventual home prices the developer will be able to charge.
Brad Buller, City Planner, summarized the Commission's concams and comments that the project
appears to be viable and the site constraints necessitate a unique style of grading and landscaping
to make the lots developable..
PUBLIC COMMENTS
Chuck Buquet, neighbor on the north side of Camino Predera was present. He indicated that he
looks forward to implementation of the project, and thought it will rid the neighborhood of an
attractive nuisance. He felt the project is an opportunity for a high quality development.
ADJOURNMENT
The Planning Commission adjourned at 8:10 p.m.
Respectfully submitted,
Secretary
PC Adjourned Minutes
-2-
February 23, 2000
City o! Ranci:o Cucamonga
planning Division
(909) 477-2750
ENVIRONMENTAL
INFORMATION FORM
· (Part I - Initial Study)
The purpose Of this 'f0rr~'iS to inf6~;rn'the':'City:;6f th~'baSic'.Coml~0'nents bf the:"p:i;0posed
guidelines; ~e California Environmen~l Quali~ Act; and the Ci~'s Rules and PrOcedures
to Implement CE~. '1~ is im'p'0~t that the i~'formation;'requested in this application be
GENERAL INFORMATION:
INCOMPLETE APPLICATIONS t44LL NOT BE PROCESSED. Please note that it is the responsibility of the applicant to ensure
that the application is complete at the b}ne of submittal; City staff will not be available to perform work required to provide missing
information.
Application Number for the project to which this form pertains:
ProjectT~tle: 'CONCORDIA'S ALTA VISTA, Lots 1 - 21, Tract fl10035
Name & Address of pngject owner(s): CONCORD'IA HOME
1131 W. 6th Street, Rancho Cucamonga
CA91729
Name & Address of developer or preject sponsbn
Ditto
Contact Person & Address:
John Snell, PE
ExecutiveV.P. Planning and Engineering
1131W. 6th Str. Rancho Cucamonga CA 91729
TelephoneNumben (909) 988-9000 6, w~- q~?q
Name & Address of person preparing this form (if different from above):
Sophie Chen
TelephoneNumben ( 909 ) 988-9000 ext. 303
N ....' 'C ...........
PROJECT INFORMATION & DESCRIPTION:
Information indicated by astedsk (') is not required of non-constmcfon CUP'S unless otherwise requested by sta~
· I) Provide a full scale (8-1/'2 x 11) copy of the USGS Quadrant Sheet(s) which includes the project site, and indicate the
site boundaries.
Provide a set of color photographs which show mpresentab've views into the site from the north, south, east and west;
views into and from the site from the primary access points which aerie the site; and representative views of significant
features from the site. Include a map showing location of each photograph.
3) Project Location (describe):
4) Assessors Parcel Numbers 'attach additional sheet if necessary):
'5) Gross Site Area (ac/sq. ft.):
· 6) Net'Site Area (total site size minus area of public streets & proposed dedications):
7) Describe any proposed general plan amendment or zone change which would affect the project site (attach additional sheet
if necessalT:
8) Include a desc~ption of all permits which will be necessary from the City of Rancho Cucamonga and other governmental
agencies in order to fully implement the project:
INITSTDI.WPD - 4/96
9)
Descrfbe the physical setting of the site as it exists before the project including information on topography, soll stability, plants
and animals, mature trees, trails and reads, drainage couraes, and scenic aspects. Descdbe any existing structures on site
(including age and condition) and the use of the structures. Attach photographs Of signitTcant features described. In addition,
site all sources of information (i. e., geological and/or hydralogic studies, biotic and archeological surveys, traffic studies):
The project slopes--steeply to the south and is covered with
grasses & weeds, Trees exist on the south and west edges of the
properties, we have submitted an arborist report on'these.
There are slopes existing at the south property line along the
railroad right of way, we are working with metrolink to regrade
this slope.
Io)
Desc~be the known cultural and/or historfcal aspects of lhe site. Site all sources of fnforrnation (books, published reports and
oral histoO/):
N/A
11) Descdbe any noise sources and their levels that now affect the site (aircraft, roadway noise, etc.) and how they will affect
proposed uses:
N/A
Descn'be me proposed project ~ ~ta~ ~ should provide an a~quate descn~tion of the site ~ te~s of ulf~ate use which
will result from ffie prosed project. Indicate if them aro proposed phases for development, the extent of development to occur
wHh each phase, and the an~aled complet~n of each ~c~men~ A~ach additional sheet(s) ~ necessa~:
Grade 20 ~ots and build 20 homes on 21 existing lots,
1:0 lots will have direct access to Camino Predera and 10 lots
will have access off of a common drive. All lots are set below
the street and the homes step down from Camino Predera. Care has
been give to the preservation of reviews of existing owners by
grouping street trees along vacant areas, walls and oversteepened
slopes have been reduced from previous submittals.
13)
Describe the surrounding properties, including information on plants and animals and any cultugl. historical. or scenic aspects.
Indicate the type of land use (residential, commercial, etc.), intensify of land use (one-family, apartment houses. shops,
department stores, etc.) and scale of development (height, frontage, setback, rear yard, etc.):
Vacant and underused commercial property to the south and single
family residential to the east, north and south.
14) VW// the proposed project change the pattem, scale or character of the surrounding general area of the project?
NO
INITSTO 1 .WPO -' 4/96
Page
15) Indicate the type of short-lerm and long-term noise to be generated, including soume and amount, How will these noise levels
affect adjacent properties and on-site uses. What methods of sound proofing are proposed?
Only noise will be during site grading. All equipment .to~ have
mufflers that function and all work to be done during allowable
hours as approved by the city.
.16) lndicatepmposedremovalsand/orreplacementsofmalureorscenictrees:
see attached arborist report.
17) Indicate any bodies of water (including domestic water supplies) into which the site drains: N / A
18)
Indicate expected amount of water usage. (See Attachment A for usage estimates). For further clarification, please contact
the Cucamonga County Water District at 987-2591.
a. Residential(gal/day) 12,000 gal/daypeakuse(gal/Day) 24,000 ga!/day
b. Commercial/Ind. (ga~/day/ac)
Peak use (gaf/min/ac)
19)
Indicate proposed method of sewage disposal __ Septic Tank X S6wer. If septic tanks are proposed, attach
percolation tests. If discharge to a sanitaO, sewage system is p~oposed indicate expected daily sewage generation: (See
Attachment A for usage estimates). For further clan'~callon, please contact the Cucamonga County Waler Dist~ct at 987-2591.
5,400 gal/day
a. Residential (gallday)
b. Commeroia~nd. (gab'day/ac)
RESIDENTIAL PROJECTS:
20) Numberofrosidentialunits:
Detached (indicate range of parcel sizes, minimum lot size and maximum lot size:
21 existing lots to be adjusted to 20 lots and one common lot
for drive way. Lot sizes from 12,878 sf. (0.30 acres) to
28,048 sf. (0.64 acres).
AttaGhed (indicate whether units am rental or for sale units):
21) Anticipated range of sale prices and/or rents:
Sale Price(s) $ 320,000
Rent (per month)
~eci~numberofbedmoms~ unHtype:
plan I - 2,759 sf.
plan 2 - 3,030 sf.
plan 3 - 3,359 sf.
380,000
3 bed rm, 1
4 bed rm~
5 bed rm~ 1
loft/option bed rm.
1 den/option bed rm.
den/option bed rm.
23) Indicate anticipated household size by unit type: 2 to 6 members not by house type.
24) Indicate the expected number of school children who will be residing within the project: Contact the appropriate School
Districts as shown in Attachment B:
a. Elementary: 15
b. Junior High: 15
c. Senior High 30
COMMERCIAL, INDUSTRIAL AND INSTITUTIONAL PROJECTS
25) Descdbe~peofuse(s) andmajorfunction(s)ofcommeroial, industdalorinstitutionaluses:
26) Total floor area of commercial, indust~al, or institutional uses by type:
INITSTD1 .WPD - 4~96 Page 6
27) Indicate hours doperation:
28) Numberof employees:
Totah
Maximum Shift:
77me of Maximum
29) Pr~vide breakd~wn ~f anticipatedj~b c~assi~cati~ns~ inc~uding wage and sa~ary ranges. as we~~ as an indicati~n ~f the rate
of hire for each classification (attach additional sheet if necessatT):
30) Estimation of the numberof workers to be hired that currently reside in the City:
'31) For commercial and industrial uses only, indicate the source, ~,pe and amount of alrpollution emissions. (Data should be
verified through the South Coast Air Quality Management District, at (818) 572-6283):
ALL PROJECTS
32) Have the w~ter~ sewer~ ~re~ and ~d conIrc~ agencies serving the project been c~ntacted t~ determ~ne their abi~ity t~ pmvide
adequate service to Ihe proposed project? If so, please indicate their response.
33) In the known history of this property, has there been any use, storage, or discharge of hazardous and/or toxic maten.ats?
Examples of hazardous and/or toxic materials include, but are not limited to PCB's; radioactive subatances; pesticidea and
herbicides; fuels, oils, solvents, and other flarnmable liquids and gases. Also note underground storage of any of the above.
Please list the materials and descn'be their use, storage, and/or discharge on the property, as well as the dates of use, if
known.
No
34) Wi~~ the prop~sed pro~ect inv~~ve the temp~rary ~r ~~ng.tenn use~ st~rage ~r di~charge ~f hazard~us and/~r t~xic
materials, including but not limited to those examples listed above ? If yes, provide an inventory of all such materials to be
used and proposed method of disposaL The location of such uses, along wllh the storage and shipment areas, aha~ be
shown and labeled on the application plans.
No
I hereby certify that the statements furnished above and in the attached exhibits present the data and information required for
adequate evaluation of this project to the best of my ability, that the facts, statements, and information presented are true and
correct tot he best of my knowledge and belief. I further understand that additional information may be required to be submitted
before an adequate evaluation can be made by the City of Rancho Cucamonga.
Date: Aug. 4, 2000 Signature: ~eJ~John Snell PE.
Title: tive V.P. Planning; Enginnering
INITS'rD1 .WPD * 4~96 Page 8,
City of Rancho Cucamonga
ENVIRONMENTAL CHECKLIST FORM
INITIAL STUDY PART II
BACKGROUND
1. Project File: Development Review 00-47
2. Related Files: Variance 00-09, Tree Removal Permit 00-41
Description of Project: DEVELOPMENT REVIEW 00-47 (TRACT NO. 10035) -
CONCORDIA HOMES - The Design Review of building elevations and detailed Site Plan
for 20 existing lots within approved Tract 10035 on 15.7 acres of land in the Low
Residential District (2 to 4 dwelling units per acre), located on the south side of Camino
Pradera south of Red Hill Country Club Drive- APN: 207-641-01 through 10, 207-631-01
through 11.
Project Sponsor's Name and Address:
Concordia Homes of Southern California
1131 North Sixth Street
Rancho Cucamonga, CA 91729
General Plan Designation: Low Residential (2 to 4 dwelling units per acre)
Zoning:
Low Residential (2 to 4 dwelling units per acre). The site is subject to the
Hillside Development Standards because the existing grade exceeds 8 percent
slope.
Surrounding Land Uses and Setting:
North - Vacant land and single-family homes; Low Residential (2 to 4 dwelling units per
acre).
South- Abandoned railroad right-of-way, vacant land, and Foothill Boulevard; Low
Residential (2 to 4 dwelling units per acre) and Office and Public land use
districts of the Foothill Boulevard Specific Plan.
East - Single-family homes; Low Residential (2 to 4 dwelling units per acre).
West - Single-family homes; Low Residential (2 to 4 dwelling units per acre).
Lead Agency Name and Address:
City of Rancho Cucamonga
Planning Division
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Contact Person and Phone Number:
Brent Le Count, Associate Planner
(909) 477-2750
10. Other agencies whose approval is required: None.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 2
ENVIRONMENTAL FACTORS POTENTIALLY AFFECTED
The environmental factors checked below would be potentially affected by this project, involving
at least one impact that is "Potentially Significant Impact," "Potentially Significant Impact Unless
Mitigation Incorporated," or "Less Than Significant Impact" as indicated by the checklist on the
following pages.
(v') Transportation/Circulation
( ) Land Use and'Planning ('/) Biological Resources ( ) Public Services
( ) Population and Housing ( ) Energy and Mineral Resources (,/) Utilities and Service Systems
(,/) Geological Problems ('/) Aesthetics
('/) Water (¢) Hazards ( ) Cultural Resources
(v') Air Quality (v') Noise ( ) Recreation
(v'} Mandatory Findings of Significance
DETERMINATION
On the basis of this initial evaluation:
(¢)
I find that although the proposed project could have a significant effect on the
environment, there will not be a significant effect in this case because the
mitigation measures described on an attached sheet have been added to the
project, or agreed to, by the applicant. A MITIGATED NEGATIVE DECLARATION
will be prepared~
Signed:
Associate Planner
December 13, 2000
EVALUATION OF ENVIRONMENTAL IMPACTS
Pursuant to Section 15063 of the California Environmental Quality Act Guidelines, an
explanation is required for all "Potentially Significant Impact," "Potentially Significant Impact
Unless Mitigation Incorporated," and "Less Than Significant Impact" answers, including a'
discussion of ways to mitigate the significant effects identified.
Issues and Supporting Information Sources:
LAND USE AND PLANNING. Would the proposal.'
a) Conflict with general plan designation or zoning?
b) Conflict with applicable environmental plans or
policies adopted by agencies with jurisdiction
over the project?
() () () (v)
() () ()
Initial Study for
DR 00-47 - Concordia Homes
City of Rancho Cucamonga
Page 3
c)
d)
Be incompatible with existing land use in the () () () (,/)
vicinity?
() () () (,/)
Disrupt or divide the physical arrangement of an
established community?
Comments:
a-d) The project site is located along the south and east sides of Camino Predera on the
landform known as Red Hill. The lots are recorded lots of record. The homes are
designed in conformance with the Hillside Development Standards. A Variance has
been requested to allow slopes as steep as 1.5:1 where a maximum steephess of
2:1 is allowed and retaining walls approximately 10 feet in height where a maximum
of 4 feet in height is allowed. No increase in density or plan amendment is
proposed; therefore, no impacts will result from the project.
Issues and Supporting Information Sources:
2. POPULATION AND HOUSNG. Would the proposal:
a) Cumulatively exceed official regional or local
population projections?
b) Induce substantial growth in an area either
directly or indirectly (e.g., through projects in an
undeveloped area or extension of major
infrastructure)?
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mitigation Significant NO
() ()
() ()
c) Displace existing housing, especially affordable () ()
housing?
(,/)
(v')
Comments:
a-b) The project consists of building single-family homes on existing lots of record. No
increase in density or plan amendment is proposed; therefore, the project will not
result in a change in population projections.
c) The site is currently vacant so no existing housing will be displaced by the project.
Issues and Supporting Information Sources:
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mitigation Significant NO
GEOLOGIC PROBLEMS. Would the proposal result in or
expose people to potential impacts involving:
a) Fault rupture? ( ) (,/) ( ) (v')
b) Seismic ground shaking? ( ) (,/) ( ) ( )
c) Seismic ground failure, including liquefaction? ( ) (,/) ( ) ( )
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 4
Issues and Supporting Information Sources:
d) Seiche hazards? .
e) Landslides or mudflows?
f) Erosion, changes in topography, or unstable soil
conditions from excavation, grading, or fill?
g) Subsidence of the land?
h) Expansive soils?
i) Unique geologic or physical features?
Potentially
Significant
Impact
Potentially
Significant
Impact Less
Unless Tha~
Mitigation Significant
IncorporatedImpact
)
(v)
No
(¢)
(¢)
()
Comments:
a-e,gH} The site is located within a City adopted Special Studies Zone for fault rupture hazard.
A Geotechnical Investigation was performed for the project site by GeoSoils, Inc. (dated
July 26, 2000). The report includes review of previous studies conducted by the RMA
Group (prepared in 1998), and Gary Rasmusen and Associates (prepared in 1997).
The report concludes that the site is suitable for the proposed development from a
geotechnical and geologic viewpoint provided that the recommendations presented
in the report are incorporated into the design and construction phases of site
development. The GeoSoils, Inc. study was reviewed by an independent registered
geologist, RGS Geosciences, that validates the findings of the study.
f)
The topography will be altered to accommodate the project as the site is currently
vacant. Grading will be done in accordance with a Grading Plan approved by the
City Engineer and in compliance with the recommendations of the GeoSoils, Inc
Geotechnical Investigation dated July 26, 2000 (which indicates that slope
stability is adequate). With mitigation, the impact is not considered significant.
The site has slopes up to 30 percent in steepness and is located on the southeast
side of the landform known locally as Red Hill. The site topography will be modified
to accommodate construction of the homes but the basic sloping trend of the site
from north to south will be maintained.
Issues and Supporting Information Sources:
4. WATER. Will the proposal result in:
a)
Changes in absorption rates, drainage patterns,
or the rate and amount of surface water runoff?
b)
Exposure of people or property to water related
hazards such as flooding?
Potentially
Significant
impact Less
PotentiallyUnless Than
SignificantMitigation Significant NO
() () (¢) ()
() (
( ) (v)
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 5
Issues and Supporting Information Sources:
c) Discharge into surface water or other alteration of
surface water quality (e.g., temperature,
dissolved oxygen, or turbidity)?
d) Changes in the amount of surface water in any
water body?
e) Changes in currents, or the course or direction of
water movements?
Potentially
Significant
Impact
()
()
()
Potentially
Sigrgficant
Impact Less
Unless Than
Mitigation Significant No
Incorporaled ~mpact Impact
( ) ( )
()
()
(,/')
f) Change in the quantity of ground waters, either ()
through direct additions or withdrawals, or
through interception of an aquifer by cuts or
excavations, or through substantial loss of
groundwater recharge capability?
g) Altered direction or rate of flow of groundwater? (
h) Impacts to groundwater quality? (
i) Substantial reduction in the amount of (
groundwater otherwise available for public water
supplies?
()
()
()
()
(v')
(v')
( )
Comments;
a)
The project will cause changes in absorption rates, drainage patterns, and the rate
and amount of surface water runoff due to the amount of new hardscape proposed
on a site which is currently devoid of structures. A Hydrology Report was prepared
for the project by Boyle Engineering Corporation, which indicates that the general
drainage patterns for the project will emulate the existing drainage patterns and
points of discharge. The flows will be conveyed to existing facilities, which have
been designed to handle the flows and must be approved by the City Engineer prior
to issuance of grading permits. The impact is not considered significant.
b-e) The project site is not located near a body of water. The applicant has 9rovided a
drainage study showing how stormwater runoff will be conveyed.
f-i)
The project will not interfere with groundwater management practices in the area
because the site is not used for groundwater recharge.
Significant
impact Less
Potentially Unless Than
Significant Mitiga~jon Significant No
Impact Incorporated IrnDact In'pact
Issues and Supporting Information Sources:
AIR QUALITY. Would the proposal.'
a) Violate any air quality standard or contribute to an ( ) (,/) ( ) ( )
existing or projected air quality violation?
b) Expose sensitive receptors to pollutants? ( ) (-/) ( ) ( )
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 6
Issues and Supporting Information Sources: Potentially
Significant
c) Alter air movement, moisture, or temperature, or ( )
cause any change in climate?
d) Create objectionable odors? ( )
Potentially
Significant
impact Less
Unless Than
Mitigation Significant NO
( ) ( ) (-')
() ()
Comments:
a-b)
Potential impacts to air quality are consistent with the Public Health and Safety
Super-Element within the Rancho Cucamonga General Plan. While the homes
anticipated by the project are not expected to have air quality impacts; during
construction, there is the possibility that fugitive dust will be generated from grading
the site.
Sources of emissions during this phase include exhaust emissions from construction
vehicles and equipment and fugitive dust generated as a result of construction
vehicles and equipment traveling over exposed surfaces. NO× and PM~o levels may
be exceeded during this phase; however, with implementation of the following
mitigation measures, impacts will be reduced to less-than-significant levels.
1. The site shall be treated with water or other soil-stabilizing agent
(approved by SCAQMD and RWQCB) daily to reduce PM~0 emissions, in
accordance with SCAQMD Rule 403.
Camino Predera shall be swept according to a schedule established by
the City to reduce PM~o emissions associated with vehicle tracking of soil
off-site. Timing may vary depending upon time of year of construction.
Grading operations shall be suspended when wind speeds exceed
25 mph to minimize PM~0 emissions from the site during such episodes.
Chemical soil stabilizers (approved by SCAQMD and RWQCB) shall be
applied to all inactive construction areas that remain inactive for 96 hours
or more to reduce PMm emissions.
m
The construction contractor shall select the construction equipment used
on-site based on low-emission factors and high-energy efficiency. The
construction contractor shall ensure the construction grading plans
include a statement that all construction equipment will be tuned and
maintained in accordance with the manufacturer's specifications.
The construction contractor shall utilize electric or clean alternative
fuel-powered equipment where feasible.
The construction contractor shall ensure that construction-grading plans
include a statement that work crews will shut off equipment when not in
use.
Initial Study for
DR 00-47 - Concordia Homes
City of Rancho Cucamonga
Page 7
The construction contractor shall ensure that all bare ground surfaces
will be sprayed with water or other acceptable dust palliatives to minimize
wind erosion and fugitive dust emissions.
c-d) The proposed project is the construction of 20 single-family homes on existing lots of
record. The homes anticipated by the project will not generate emissions that could
cause climatic changes or objectionable odors.
Issues and Supporting Information Sources:
TRANSPORTATION/CIRCULATION. Would the
proposal result in:
a) Increased vehicle trips or traffic congestion?
b) Hazards to safety from design features (e.g.,
sharp curves or dangerous intersections) or
incompatible uses (e.g., farm equipment)?
c) inadequate emergency access or access to
nearby uses?
d) Insufficient parking capacity on-site or off-site?
e) Hazards or barriers for pedestrians or bicyclists?
f) Conflicts with adopted policies supporting
alternative transportation (e.g., bus turnouts,
bicycle racks)?
g) Rail or air traffic impacts?
Potentially
Signi~cant
Impact Less
Potentially Unless Than
Significant Mitigation Significant NO
( ) (/)
()
(v')
()
()
()
() (
()
(/)
()
(v')
(,/)
(-/)
(v')
Comments:
a) The project will increase the number of vehicle trips with development of single-
family homes since the site is currently vacant; however, the project does not
propose development of the site with a density in excess of that provided for by the
Development Code and the General Plan, There is no impact,
b-d)
Access to the site is provided by Camino Predera. This street allows full access
without impeding the through traffic. There is a common driveway proposed to take
access to the homes off of Camino Predera. The driveway terminus will be finished
with a hammerhead to allow access for emergency vehicles; however, the driveway
is very steep at certain points, which will prevent emergency vehicles from entering
the site. As mitigation, each of the homes shall be installed with fire sprinklers.
e-f) The proposed development will not cause a hazard or barrier to pedestrians or
cyclists because adequate points of ingress/egress have been provided.
d) Located approximately 3 miles northerly of the Ontario Airport, the site is offset north
of the flight path and will not be dangerous to users or aircraft.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 8
Issues and Supporting Information Sources:
BIOLOGICAL RESOURCES. Would the proposal
result in impacts to:
Potentially
Significant
Impact
Significant
Impact Less
Unless Than
Incorporated Impact
NO
a)
b)
Endangered, threatened, or rare species or their
habitats (including, but not limited to: plants, fish,
insects, animals, and birds)?
Locally designated species (e.g., heritage trees,
eucalyptus windrow, etc.)?
Locally designated natural communities (e.g.,
eucalyptus grove, sage scrub habitat, etc.)?
Wetland habitat (e.g., marsh, riparian, and vernal
pool)?
Wildlife dispersal or migration corridors?
()
() () (¢)
(¢) () ()
() () (¢)
() () (¢)
() () (¢)
Comments:
a, d-e) The project proposes development of 20 single-family homes on approximately 16
acres of land. The surrounding area is vacant home sites and developed with
single-family homes to the north, east, and west, and abandoned railroad
right-of-way to the south. The site is located on the southeastern slope of Red
Hill, which is essentially built out with single-family homes. There is no wetland
habitat on or in the vicinity of the site; and because of the development in the
area, no wildlife corridors exist. The site is not identified on maps as potential
habitat for any rare or endangered species of plant or animal.
b &c)
The-site-contains 3~mature Eucalyptus-trees,-a row oLSilk Oak-trees along the
railroad right-of-way, one each Coast Live Oak, California Pepper, and Brazilian
Pepper, which will be removed to accommodate the proposed project. An
Arborist Report was prepared by Jim Borer (dated June 29, 2000) for the project
to assess the number, condition, and value of the existing trees. The report
found that while the trees offer an appealing common canopy, none of the
specimens are individually outstanding or unique. Many of the trees are
extremely mature and represent a clear risk of shedding large limbs during heavy
winds. The Silk Oak trees are planted too close to one another and are stunted
in size and form from their natural disposition to grow. The trees do provide an
aesthetic resource as they are visible from Foothill Boulevard. Tree replacement
with project landscaping will in time provide a similarly aesthetic resource.
Those trees removed to accommodate the project, which meet the criteria
for Heritage Trees, shall be replaced at a ratio of one to one with the largest
nursery grown trees available and incorporated into the project
landscaping. It is not necessary to match the species of the existing trees.
With mitigation, the impact is not considered significant.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 9
Issues and Supporting Information Sources:
ENERGY AND MINERAL RESOURCES. Would the
proposal:
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mitigation Significant No
a) Conflict with adopted energy conservation plans?
b) Use non-renewable resources in a wasteful and
inefficient manner?
(¢)
c)
Result in the loss of availability of a known'
mineral resource that would be of future value to
the region and the residents of the State?
(v')
Comments:
a-b) The project will be required to conform to applicable City standards for energy
conservation.
c)
The site is not designated by State Aggregate Resources Area according to the City
General Plan, Figure IV-2 AND Table IV-1 .nt of Mines and Geology; therefore, there
is no impact.
Issues and Supporting Information Sources:
9. HAZARDS. Would the proposal involve:
a)
A risk of accidental explosion or release of
hazardous substances (including, but not limited
to: oil, pesticides, chemicals, or radiation)?
b) Possible interference with an emergency
response plan or emergency evacuation plan?
c) The creation of any health hazard or potential
health hazard?
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mitigation Significant NO
() (¢)
() (¢)
()
d) Exposure of people to existing sources of
potential health hazards?
e) Increased fire hazard in areas with flammable
brush, grass, or trees?
() () (¢)
(¢) () ()
Comments:
a-d) There is no evidence of previous commercial or industrial uses. No evidence of
discarded drums, containers, or hazardous wastes was observed. There was no
indication of underground storage tanks or illegal dumping of refuse on-site.
e) The site is not indicated to be in a high fire hazard area, but because of the upslope
orientation of the homes, specialized construction methods will be required during
Initial Study for
DR 00-47 - Concordia Homes
City of Rancho Cucamonga
Page 10
plan check to reduce fire potential. The homes shall be installed with fire
sprinklers to mitigate lack of emergency vehicle access due to the steep
common driveway. The impact is not considered significant.
10.
Issues and Supporting Information Sources:
NOISE. Will the proposal result in:
a) Increases in existing noise levels?
b) Exposure of people to severe noise levels?
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mi3igation Significant NO
() (v) () ()
() () () (/)
Comments:
a)
The proposed project may produce noticeable project-related noise during grading
and construction. The following measures are provided to mitigate the short-term
noise impacts:
Construction or grading shall not take place between the hours of 8:00 p.m.
and 6:30 a.m. on weekdays, including Saturday, or at any time on Sunday or a
national holiday.
Construction or grading noise levels shall not exceed 65 dBA, plus the limits
specified in Development Code Section 17.02.120-D, as measured at the
property line. Weekly, the developer shall monitor noise levels, monitoring as
specified in Development Code Section 17.02.120. Monitoring at other times
may be required by the Planning Division. Developer shall report their findings
to the Planning Division within 24 hours; however, if noise levels exceed the
above standards, then the Developer shall immediately notify the Planning
Division. If noise levels exceed the above standards, then construction
activities shall be reduced in intensity to-a level of compliance with above
noise standards or halted.
b)
The site is subject to traffic noise from Foothill Boulevard. A noise study was
prepared for the project by Gordon-Bricken and Associates (dated August 23, 2000),
which indicates that 6 to 8-foot high noise barriers will be necessary for Lots 1
through 5 and 16 and 17. The report also suggests barriers for Lots 18 through 20 to
avoid future occupant complaints (though not technically necessary). The report also
recommends window upgrades for certain homes to mitigate interior noise levels.
The project is-designed with clear acrylic sound barriers in conformance with the
recommendations of the Gordon Bricken study. The project shall comply with all
recommendations of the noise study prepared by Gordon Bricken, dated
August 23, 2000, including noise barriers and window upgrades.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 11
11.
Issues and Supporting Information Sources:
PUBLIC SERVICES. Would the proposal have an
effect upon or result in a need for new or altered
government services in any of the following areas:
Potentially
Signiecant
Impact Less
Potentially Unless Than
Significant Mitigation Significant NO
a) Fire protection? ( ) ( ) ( ) (,/)
b) Police protection? ( ) ( ) ( ) (,/)
c) Schools? ( ) ( ) ( ) ('/)
d) Maintenance of public facilities, including roads? ( ) ( ) ( )
e) Other governmental services? ( ) ( ) ( ) (v')
Comments:
a-e)
Fire Protection - The project site, located on the south and east sides of Camino
Predera, would be served by a fire station located on the north side of San
Bernardino Road, west of Archibald Avenue. The homes are required to be installed
with fire sprinklers. Standard Conditions of Approval from the Uniform Building and
Fire Codes will be placed on the project so no impacts to fire services will occur.
Police protection - Police protection for the area is provided under a contract with the
County Sheriff's Department. Additional police protection is not required, as no
residential homes are proposed for development at this time.
Schools - The Central School District serves the subject site. The homes are
proposed to be built on existing lots of record and school impact fees will be paid at
the time of building permit issuance.
Parks - The proposed project will result in the construction of 20 new single-family
homes on existing lots of record, and will not generate a substantial number of new
people to the area; therefore, the project will not adversely impact local parks or
recreational opportunities.
Public Facilities - The proposed project will not significantly increase traffic on
adjacent streets and it is consistent with the Development Code, which designates
the area as Low Residential (2 to 4 dwelling units per acre) with suspected future
traffic after development.
12,
Issues and Supporting Information Sources: Potentially
Significant
UTILITIES AND SERVICE SYSTEMS. Would the
proposal result in a need for new systems or supplies
or substantial alterations to the following utilities:
a) Power or natural gas? ( )
Potentially
Significant
Impam Less
Unless Than
Mitigation Significant
() ()
No
(v')
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 12
Issues and Supporting Information Sources: Potentially
Significant
Impact
b) Communication systems? ( )
c) Local or regional water treatment or distribution ( )
facilities?
Potentially
Significant
Impact Less
Unless Than
Mitigation Significant
() ()
() ()
No
Impact
d) Sewer or septic tanks?
e) Storm water drainage?
f) Solid waste disposal?
g) Local or regional water supplies?
() () ()
() () ()
() () ()
() () () (v)
Comments:
a-g)
The project will use existing gas, electrical, and communication systems. Solid
waste disposal will be provided by the current City contracted hauler who disposes
the refuse at a permitted landfill. The project will increase demand upon storm drain
systems due to the increased runoff from new hardscape proposed on the currently
vacant site. Storm drain improvements will be constructed to direct drainage to
existing facilities located south of the site, and will not result in substantial alterations
to the master plan of storm drainage. The impact is not considered significant since
it can be mitigated by providing proper stormwater drainage per the City Engineer.
13.
Issues and Supporting Information Sources:
AESTHETICS. Would the proposal:
Potentially
Significant
Impact Less
Potentially Unless Than
Significant Mitigatjon Significant NO
a) Affect a scenic vista or scenic highway? ( ) ( ) (,/) ( )
b) Have a demonstrable negative aesthetic effect? ( ) ( ) ( ) (,/)
c) Create light or glare? ( ) ( ) (,/) ( )
Comments:
a-b) The project will be visually prominent relative to Foothill Boulevard. The design of
the grading, landscaping, and home architecture are subject to review by the City's
Design and Grading Review Committees to ensure compliance with community
design policies. The homes have been designed to appear as large custom houses
consistent with the character of the Red Hill area. The proposed project will blend
with current and proposed surrounding development.
c)
The project will create new light and glare with future development of single-family
homes; however, the site has been identified as a residential site so future light will
not significantly affect sensitive receptors such as other residential development in
the area.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 13
Issues and Supporting Information Sources:
14. CULTURAL RESOURCES. Would the proposah
a) Disturb Paleontological resources?
() () () (v)
b) Disturb archaeological resources?
( ) ( ) ( ) (~')
c) Affect historical or cultural resources?
() () () (v)
d) Have the potential to cause a physical change,
which would affect unique ethnic cultural values?
() () ()
e) Restrict existing religious or sacred uses within
the potential impact area?
() (~) () ()
Commalira:
a-e) The site is approximately 15.7 acres. There are no known cultural or historic
resources on the property. The Red Hill area, in general, was inhabited by native
Indians; however, due to the severe topography of the site, it is highly unlikely that
any habitation actually occurred here. The site is currently vacant and undeveloped
with eucalyptus and silk oak trees on-site. In the event that cultural resources are
discovered during grading and site construction, the contractor shall contact the
property owner and the San Bernardino County Museum for proper recovery or
documentation.
15.
Issues and Supporting Information Sources:
RECREATION. Would the proposal.'
a) Increase the demand for neighborhood
regional parks or other recreational facilities?
b) Affect existing recreational opportunities?
Potentially
Significant
Impact Less
PotentiaJly Unless Than
Significant Mitigafion Significant NO
or () () () (v)
() () () (v)
Comments:
a) The developer of the project will be required to pay park development fees as a
condition of approval. The impact is not considered significant.
b)
The proposed project will be constructed on vacant land, which is designated low
residential. Surrounding and adjacent land are also designated residential and are
either currently developed or vacant to be developed.
Initial Study for City of Rancho Cucamonga
DR 00-47 - Concordia Homes Page 14
16.
Issues and Supporting Information Sources:
MANDATORY FINDINGS OF SIGNIFICANCE.
a) Potential to degrade: Does the project have the ( ) ( ) ( ) (/)
potential to degrade the quality of the
environment, substantially reduce the habitat of a
fish or wildlife species, cause a fish or wildlife
population to drop below self-sustaining levels,
threaten to eliminate a plant or animal
community, reduce the number or restrict the
range of a rare or endangered plant or animal, or
eliminate important examples of the major
periods of California history or prehistory?
b) Short term: Does the project have the potential ( ) (v') ( ) ( )
to achieve short-term, to the disadvantage of
long-term, environmental goals? (A short-term
impact on the environment is one which occurs in
a relatively brief, definitive period of time. Long-
term impacts will endure well into the future.)
c) Cumulative: Does the project have impacts that ( ) ( ) (v') ( )
are individually limited, but cumulatively
considerable? ("Cumulatively considerable"
means that the incremental effects of a project
are considerable when viewed in connection with
the effects of past projects, the effects of other
current projects, and the effects of probable
future projects.)
d) Substantial adverse: Does the project have () () () (,/)
environmental effects, which will cause
substantial adverse effects on human beings,
either directly or indirectly?
Comments:
a) The Initial Study did not identify any significant adverse impacts to biological
resources,
b)
The construction activities on the 15.7-acre site could generate fugitive dust during
site grading. The contractor will be required to minimize dust generation through
water applications per the City's Standard Conditions of Approval. Additional
mitigation measures presented in Section 5 of this Initial Study will reduce impacts to
less than significant. Noise associated with site construction will not result in a
significant impact given the small size of the site and the short-term nature of the
construction activity. Roadway noise will be mitigated by providing noise barriers
and specialized sound attenuating windows.
DEC-19-00 85:06PM FR0~CONCORDIA H0~S OF SOUTHERN CALIFORNIA 9099885122 T-370 P.001/001 F-320
Inrdsl Study for
DR 00-47 - Concordia Homes
City of Rancho Cucamonge
Page 15
c)
Cumulative effects of a residential subdivision in fie Low Rml Distr. i~ were
ide,lified in a previous environmental document. /~opmpriete analysis and
mitigation measures were developed ~ adoption of the General Plan. No
additional mitig~ion measures beyond these and those proposed in this Initial S~jdy
. am required,
d)
b, onslm~ort of 20 slngle-farriy homes . w~l[ not cause subsl~ii~a; adverse effects on
humans, either direb-'tly or indireclly, The Initial Study did not identify any Impacts
that would h~ve 8 potentially significant effect to the environment thai cannot be
mitigated to a level of Inslgnffican~e,
EARLIER ANALYSES
Eadier analyses may be used where, pursuant to the tiering, program EIR, or other CEQA
process, one or more effects have been adequately ~malyzed in an eaffier EIR or Negative
Declaration per See, lion 1506~(c)(3)(D). The effects identified above for this project were within
the scope of and adequately analyzed in the foHowfng earlier document(S} pumuant t~
applicable legal standards, ~ such effects were addressed by rnitigation measures based on
the earlier analysis.. The following earlier analyses were utilized in completing this Initial Study
and are erasable for review In the City of P~ncho GuGernonga, Planning Division offices, 1050~
Civic Center Drive (che~k all ~ apply):
{,t) General Ran
(Certified Apdl 6, 1981)
(v') lVlaster Environmentld ~ for the 1989 General Ran Update
(SC. J4 e~8O.P, O115, ce~lfiad January 4, 198s)
APPUCANT CERTIRCATION
I carltry that I am the epf~icant for the project described in thi6 Initial Study. I ~knowledge that I
have read this Inilifd Study and the proposed mitigation rm~__.sures. Further, I have revised the
project plans or proposals and/or hereby agree to the proposed mitigation rne_~=ures to avoid
the effects or mitigate the eftads to a polm where dearly no signffic~nt environmental eftre;Is
would occur.
Dear Mr. Le Count l~ ~' C ~
· .l&, 0
Our names are H. Lynn and Renee Massey. We live at 8088 C mo .....
Predera in Rancho Cucamonga. We're writing to you to expressclOtaF RANCliO
concerns with the prope~ development of Concordia Homes on the 15.7
acres in that area. Our desire is not to stop this development but to protect
our rights with the prope~ we own. Please review our concerns and
respond to us in a timely fashion. We are working on a tight time schedule
and need to have your wri~en response before the Janua~ 10t" meeting.
The issues are as follows:
1. The fair market value of our home will drop. We paid a premium for the
city views our prope~ provides. With the building of these 5 new homes
our view will be redu~d by more than 80%. Our home was $32,000 more
than similar homes because of the view. We believe the elevation of the
new homes should be lowered to maintain the views and added prope~y
value.
2. There could be a "breach of privacy" issue with 5 additional homes
being built across the street. Our front door will be in dire~ view of 5
homes all ~thin 100 ya~s, compared to none now.
3. The additional traffic of 5 new homes across from us as well as the
building of 15 other new homes using the street to access the new
prope~ies is a concern. The street has a ve~ pronoun~d turn with a
steep slope, 10° or more, and people misjudge the speed. It's logical that
with more traffic, there's a greater chan~ of an accident. With 20 more
new families using this street, the increase of accidents are bound to
happen. There is no other a~ss to this new area provided but there are
three other possible entries to the new area.
4. There are fire safe~ issues to be ~nsidered. The environmental
checklist form initial study pa~ II, completed by you states that the entrance
to the site is a con~rn. The study states that the driveway is ve~ steep at
~ain points and the emergency access might be inadequate. It also
states that if the builder puts sprinklers into the homes the lack of ac~ss
will not be an issue. If the sprinkler system fails (which could happen) our
home could be put in jeopardy if firefighting equipment can't get to a
burning structure.
Thank you for your assistance in this matter.
H. Lynn
VARIANCE 00-09 (TRACT NO. 10035) - CONCORDIA HOMES - A request to allow retaining
walls approximately 10 feet in height where a maximum height of 4 feet is allowed, and slope
gradients of approximately 1,5: 1, where a maximum gradient of 2:1 is allowed for 20 existing
lots within appmved Tract 10035 on 15.7 acres of land in the Low Residential District (2-4
dwelling units per acre), located on the south side of Camino Predera south of Red Hill Country
Club Ddve - APN: 207-641-01 through 10 and 207-631-01 through 11. Related
files: Development Review 00-47 and Tree Removal Permit 00-41.
NEW BUSINESS
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW00-47 (TRACT NO. 10035)
- CONCORDIA HOMES - The Design Review of building elevations and detailed site plan for
20 existing lots within approved Tract 10035 on 15.7 acres of land in the Low Residential
Distdct (2-4 dwelling units per acre), located on the south side of Camino Predera south of Red
Hill Country Club Drive -APN: 207-641-01 through 10 and 207-631-01 through 11. Related
files: Variance 00-09 and Tree Removal Permit 00-41. Staff has prepared a Mitigated Negative
Declaration of environmental impacts for consideration.
Brent Le Count, Associate Planner, gave the staff report. He noted that a change had been made in
the Resolution of Approval found on Page F & G 99, number 11. He stated the reworded condition
should read 'q'he homes shall be installed with fire sprinklers to mitigate the length of the common
driveway." He mentioned that correspondence was received from several residents, Paul Gomez,
Gloda Romero, Wallace and Charlotte Schultz, and Renee Massey citing issues of view obstruction,
slope alternatives, water run-off, the removal of trees, and the possible endangerment of the local
wildlife.
Chairman McNiel opened the public hearing.
John Snell, Concordia Homes, 1131 West 6th Street, Ontado, complimented staff for their
assistance. He commented that this project has evolved through many changes and that numerous
options were considered. He mentioned that he understands that the project is a balance between
the intent of the Grading Ordinance, preserve views, technical issues, steep grades, retaining walls
and landscaping and that they tded to minimize the impact of the project. He appreciated the
compliment in regard to the architectural design. He stated that following the neighborhood meeting,
suggestions were Drought u~d'th~ engineer has completedsome early studies regarding slopes,
preserving views, wall height and estimated costs. He noted that the Planning Conditions call for
street trees but the conditions from Transportation call for street trees and sidewalks. He
commented that they would work with staff on conflicting conditions and that he presumed the
special conditions would prevail. He indicated the existing sidewalks would remain and that they will
repair any damaged sidewalks.
Renee Massey, 8088 Camino Predera, Rancho Cucamonga, stated she lives across from Lot 3 and
that Lots 1-5 are in the line of sight of her home. She noted that she moved to the Red Hill area
because of the attractive views and that the original CC&Rs for her area addressed the issue of
views. She noted that she attended the Neighborhood Meeting and that John Snell agreed to draw
optional plans to address the issue of a blocked view. She reported that she is in favor of Option ~f3.
Chuck Buquet, 8725 Predera Court, Rancho Cucamonga, stated that he lives across from Lot 15.
He reported that he met with staff and Mr. Snell and his engineer. He indicated that he is not in
opposition of the development, but that he feels the development should be compatible with the
neighborhood. He reported that the original approval in 1985 was for a custom subdivision and that
now it is a tract and the slopes have been revised. He commented that he understands that these
P~nning Commission Minutes
January 10, 2001
slope issues can be difficult to deal with and that the developer has shown a good effort. He noted
that the neighbors have made good comments about the development and that the CC&Rs are an
important factor and that they include some protection for the buyers and some provisions for design
review, landscape review and they apply to this development. He added that the correspondence
documents were provided to Mr. Snell after the neighborhood meeting. He noted that a vadance
request cannot be a special privilege and that there are 5 criteria that must be satisfied by the
vadance request. He indicated that he assumes all 5 findings were actually made. He asked that
the Rosea Silk trees shown on the plans should be deleted and that there should be no street trees
on that street. He added that they would like low growing shrubs and Xedscape should be used in
the rear yards. He also asked that the developer not use certain varieties because if they are tall
with large canopies it would defeat the purpose of dropping the pad elevations of the homes because
the foliage would create a view blockage. He indicated Mr. Snell provided 3 Options to address the
view blockage issue. Mr. Buquet favors dropping Lots 3, 4, & 5 to the area where the lower pdvate
drive is located. He also suggested adjusting the Pad grades and building heights and he asked
what the actual pad elevations would be for each of the lots.
Vince Elefante, 7966 Camino Predera, Rancho Cucamonga, indicated that his view is impacted the
most overthe other residents but that he did express concem about the blocked view and he voiced
his concern that the entrance to the homes will cause traffic impact on the neighborhood.
Wallace Schultz, 8513 Red Hill Country Club Drive, Rancho Cucamonga, reiterated his cencems
about the blocked views, the blocky design of the proposed homes, the high roof lines of the
proposed homes, and the possible adverse affect on his property value. He noted that he supports
development but he believes the CC&Rs prevents him from building a second floor and that he
would appreciate the same consideration from the developer.
Shir/ey O'Morrow, 8547 Calle Carabe, Rancho Cucamonga, stated she is concamed about the loss
of trees, the possible shooting of coyotes and the access for the abandoned rail trail.
Tom Snedeker, 7949 Camino Predera, Rancho Cucamonga, voiced his concern about the wall
shown in the plans and how that would affect floor central.
Donald O'Morrow, 8547 Calle Carabe, Rancho Cucamonga, noted that the storm drain currently has
3 feet of water in it, which runs 30 mph. He reported that water percolates into the drain off the
property all year round and that this development may be hampered by the drainage situation
because the water flows right through the lots. He also voiced concern about 1 O0 year old trees that
are slated to be removed from the property.
Ray Keeley, 8837 Calle Cor~zon, Rancho Cucamonga, said that the City seems to be building on
every bare piece of land and that allowing this development changes the pleasant aspects of the
Red Hill area. He cited issues of view, tree removal, trail access, and the stripping of wildlife. He
added that he did not receive notice of the project and that he only lives one street away from the
proposed project.
Mr. Snell asked staff to respond to the issue of the trees and the trail. He responded to the residents
by indicating that he does not believe it is up to the City to become involved with the CC&Rs, but that
we do acknowledge them. He noted that the plans submitted are consistent and that they plan to
move ahead to plan check with them as they are. He reported that the traffic issues have been
addressed because the street designed for the project have been reviewed by staff and they are
acceptable. He noted that they do not intend to shoot, kill, or poison coyotes. He indicated that
since they will not begin the development for several months, the City may trap or remove animals if
they desire. He added that the drainage issue has been accounted for because there is a storm
drain at the east end of the project and the drainage should not be a major issue.
Planning Commission Minutes
-10-
January 10, 2001
Commissioner Tolstoy asked if staff or the Design Review Committee had asked the developer to
use single-story designs.
Commissioner Stewart reported that single-story designs are not feasible on this project and that
they had come to that conclusion following 2 Preliminary Design Review Workshops and 3 Design
Reviews following that.
Joe Long, Boyle Engineedng presented 3 altematives to address the view issue. He reported that
Alternative #1 is the least costly and the net result is that Lots 3,4,&5 are pushed down 3-3 ~ feet.
Alternative #2 pushes down Lots 3 &4 approximately 9 feet. He noted that Altemative #3 is the most
drastic grading, the most costly, and because of the excessive high wall, is the least desirable. It
creates a common ddve for Lots 5-17 and drops the homes 38 feet from the current design and
would result in a 37-foot retaining wall. He added that Mr. Buquet submitted his own idea, which
would swing the extension of the common ddve further up the slope, but he noted that it has some of
the same issues as the other options but would lessen the wall height to 20 feet.
Chairman McNiel clarified the impact on the height of the proposed wall and summarized them:
Alternative #1 has a 15-foot wall, Alternative #2 has a 15-foot wall, AIteroative ~ has a 37-foot wall
and the Altemative #4 (Buquet Plan) has a 25-foot wall.
Commissioner Mannerino asked if the homeowners had seen all of the alternatives with exception to
AItemative ~rf-4 (Buquet Plan).
Mr. Long replied affirmatively.
Chairman McNiel asked if AItemative #3 is a cdb style wall.
Mr. Long said that it is.
Chairman McNiel asked what the degree of angle is on Alternative ff-.3.
Mr. Long said the slope is 1:32 foot slope but with the planting boxes it comes back to about 25:1,
straight up and down.
Chairman McNiel asked how a wall that high would be maintained.
Mr. Long replied with a very Iong-ladder-(tongue in cheek).
Mr. Snell stated that the impacts of the grading and the proposed alternative wall would be too great
to consider and that he felt sure the City would not approve a 37-foot wall. He said that now he has
had a chance to review these alternatives, he would elect to go with the plans that they have already
submitted.
Mr. Buller asked Brent Le Count to respond to the issues of the trees.
Mr. Le Count indicated that 200 trees are to be removed and that the Landscape Plan includes more
than that to be put in place that more than mitigates the loss of the existing treeS. He noted that
most of the trees, although old, are not of special quality and an arbodst recommended they be
removed with replacements as recommended.
Mr. Bulier reported that the City, in cooperation with our neighbodng cities, will be constructing a
multi-purpose trail using the abandoned rail route which will eventually connect us with our
neighboring cities via this trail. He noted that there is a provision for a light rail system in the future.
Planning Commission Minutes
-11- January 10,2001
He added that the trail is in the Master Plan but it is not required to be built by the developer or at the
same time as this proposed development.
Commissioner Mannedno noted that Mr. Buquet eluded to CC&Rs recorded against this property and
asked if there are any restrictions for height and view that may be impacted by this development. He
asked that if we have reviewed the CC&Rs if only for informational purposes even though the City
has no jurisdiction over CC&Rs.
Mr. Le Count said that he had not seen any CC&Rs.
Mr. Buller noted that although the City gives consideration to their restrictions, but it is not the City's
responsibility to enforce them.
Kevin Ennis, Assistant City Attorney, clarified the matter and stated that the City has no jurisdiction to
enforce CC&Rs but that the City may take into account existing legal arrangements regarding the
property, however, even if the CC&Rs cleady preclude 2-story homes, the City does not need to use
its power to effectuate those pdvate agreements. The Commission can chose or not chose to be
guided by their provisions. You are not required to enforce them. He added that the Resolution of
Approval for the Vadance does have a section which outlines sufficient facts and findings made for
the Vadance found on Page F&G-63 of the agenda packet.
Commissioner Mannedno indicated that he is opposed to the project at this time after considering
counsel's comments. He noted that he is not opposed because of the issues of diminishing the
view, the removal of the trees and the diminishing wildlife, but that at this time he is opposed to the
project until they have the opportunity to consider the CC&Rs. He added that if the CC&Rs pertain to
the tract in question and if the developer is aware of CC&Rs, and that the Commission knows they
exist, and if in fact the height of the proposed homes violate the CC&Rs, and the Commission can
consider them, then the Commission should be aware of what they say. He noted that if there is no
way to avoid the CC&Rs restrictions then the owners are free to take dvil action. He indicated that
the other concerns previously mentioned are hollow and ingenuous.
Chairman McNiel stated that he had not seen the CC&Rs but that he did not believe the homes are
greater in height than homes already built.
Commissioner Mannedno indicated that he would be surprised if the CC&Rs have truly been violated
by the design of this project, however, if someone alleges that CC&Rs on the property in question
have been violated, then he wants to see them to determine is the statement is true or false. He
strongly encouraged that the CC&Rs be reviewed.
Chairman McNiel stated that tonight was the first time anyone has mentioned CC&Rs that might
apply to the project being built.
Commissioner Mannerino emphasized the point that the developer has acknowledged the existence
of CC&Rs, which apply to his tract. He indicated that perhaps the developer had not been totally
forthright in Design Review about telling staff about their existence. He noted that he would be
surprised if in fact those CC&Rs limit the height of these homes.
Commissioner Stewart agreed.
Mr. Ennis noted that one of the required findings for the Design Review is in the Resolution of
Approval for the vadanca states 'q'hat the granting of the Vadance will not be detrimental to the
public health, safety, or welfare or materially injurious to properties or improvements in the vicinity."
He added that the Commissioners should take the CC&Rs into account if they should desire to do
so, but that it is not the Cify's job to enforce them, that is a private matter.
Planning Commission Minutes
-12- Janua~ 10,2001
Commissioner Mannerino stated that he would rather not deny the project but would move to
continue the headng until the Commission can confirm the existence of the CC&Rs, determine if they
actually apply to this project, and confirm any resthctions that may be in the CC&Rs.
Commissioner Stewart agreed.
Mr. Buller recommended the public hearing be re-opened so that it can be continued and ask Mr.
Snell how available the CC&Rs would be for the Commissioner's review.
Chairman McNiel re-opened the public hearing and Mr. Snell came forward.
Mr. Snell stated that he has a copy of the CC&Rs in his office and that he can forward a copy to the
Commissioners tomorrow.
Commissioner Mannedno clarified his position by stating that he was not suggesting the developer
was trying to conceal facts. But the dudng the course of the hearing, facts are sometimes disclosed
and the purpose of the hearing is to hear the relevant facts.
Mr. Buller recommended the CC&Rs be delivered to the City tomorrow and that copies can be
provided to any interested parties and the item be continued to the January 24th meeting to allow
staff the opportunity to evaluate the CC&Rs.
Commissioner Tolstoy stated that he finds the architectural design of the homes acceptable and that
there is no view ordinance in the City and no one likes to lose a view and the Planning Commission
tdes to preserve views if feasible. CC&Rs are not our business; it is a civil matter, he agreed that
they should know what they say. Commissioner Tolstoy continued stating he would not vote in favor
because of the excessive slopes and that crib wails do not work well in floods. He noted that he has
never seen a cdb wall in a desert area that grows and are not viable in this situation. He also felt
that steep slopes are not managed prepedy, and forthose reasons he would vote no on the project.
Mr. Snell dadfled and said that the walls are not crib walls, they are dosed cell walls.
Chairman McNiel interjected that the crib walls were part of the alternative wall plans, which were
open to discussion. The reason the slopes were treated that way was to lower the homes to get the
homes to a lower view level.
Commissionef'T~lstoy ~it~r~t~d:i~i~t"he~f~l~ the slope management presented is not acceptable.
Chairman McNiel stated that he did not feel the CC&Rs are their problem. He commented that the
design team worked hard and that the project as presented is acceptable. He noted that this is a
difficult piece of property and the developer made exceptional efforts to bring the project to this point.
He said he would approve it fight now but he added that Alternative #3 is not acceptable.
Motion: Moved by Mannedno, seconded by Stewart to continue Variance 00-09 and Environmental
Assessment and Development Review 00-47 (Tract 10035) to the January24, 2001 meeting to allow
staff the opportunity to review the CC&Rs. Motion carried by the following vote:
AYES: MANNERINO, MCNIEL, STEWART, TOLSTOY
NOES: NONE
ABSENT: MACIAS, - carried
The Planning Commission recessed from 9:20 p.m. to 9:25 p.m.
Planning Commission Minutes
-13-
January 10, 2001
~IVIuL;,~, ,. ~ an~Rd bV Mannerino, seconded by Macias, to adopt the resolution approvn
Use Permit 00-49. ]wuu,~,, .. ~ --;=d bv the following vote:
AYES: MACIAS, MANNERINO, NIL,~,."'..STEWART, TOLSTOY
NOES: NONE
ABSENT: NONE - carried ~
VARIANCE 00-09 (TRACT NO. 10035) - CONCORDIA HOMES - A request to allow retaining
walls approximately 10 feet in height where a maximum height of 4 feet is allowed, and slope
gradients of approximately 1.5:1, where a maximum gradient of 2:1 is allowed for 20 existing
lots within approved Tract 10035 on 15.7 acres of land in the Low Residential Distdct (2-4
dwelling units per acre), located on the south side of Camino Predera south of Red Hill Country
Club Drive - APN: 207-641-01 through 10 and 207-631-01 through 11, Related
files: Development Review 00-47 and Tree Removal Permit 00-41. (Continued from January
10, 2001)
NEW BUSINESS
ENVIRONMENTAL ASSESSMENT AND DEVELOPMENT REVIEW 00-47 (TRACT NO.
10035) - CONCORDIA HOMES - The Design Review of building elevations and detailed site
plan for 20 existing lots within approved Tract 10035 on 15.7 acres of land in the Low
Residential District (2-4 dwelling units per acre), located on the south side of Camino Predera
south of Red Hill Country Club Drive- APN: 207-641-01 through 10 and 207-631-01 through
11. Related files: Variance 00-09 and Tree Removal Permit 00-41. (Continued from January
10, 2001)
Brent Le Count, Associate Planner, presented the staff report.
Chairman McNiel indicated the public hearing remained open.
John Snell, Concordia Homes, 1131 West 6th Street, Ontado, thanked the Planning Commission for
the continuance. He said they had gotten the CC&Rs to staff immediately. He noted that the
spreadsheet in the staff report (Exhibit "B") shows compliance with the CC&Rs and he showed an
exhibit of the house plotting which illustrated the chart.
Renee Massey, 8088 Camino Predera, Rancho Cucamonga, stated her properly is located across
the street from Lots 1 through 5. She said that the Fire Protection District Technical Review
comments dated September 30, 2000, state that the project is located in a high fire hazard area, but
the Initial Study indicates the site is not indicated to be in a high fire hazard area. She stated that
the Initial Study references a report from Gary Rasmussen and Associates prepared in 1997 but the
GeoSoils, Inc. study states that the Rasmussen report was prepared in 1987. She said the
Commission approved the CC&Rs in 1988 and she believed the Commission originally requested
single story homes because of the CC&Rs. She noted that Commissioner Stewart had indicated it
had been determined that single story homes were not feasible. She hoped the determination was
not based on cost and felt the builder could modify its plans to build single story homes. Mrs.
Massey stated that she had been told by staff that a variance had never before been granted for a
10-foot retaining wall and that such a variance could not be granted unless there are unusual
circumstances or the lots are unusually small. She did not see any special circumstances or reason
to grant a variance. She noted that the Hillside Ordinance calls for slopes to be as gentle as
possible and not manmade. She felt the 2:1 slope is substantial and observed a gradient of 1.5:1
would increase the grade even more. She said staff could not recall such a request having been
granted in the past. Mrs. Massey observed that she and her husband had gone on record at the
previous meeting to request Option 3 offered by Concordia Homes but had never been consulted on
Planning Commission Minutes -4- January 24, 2001
a fourth option. She stated that Mr. Snell had indicated none of the options was feasible. She
withdrew her previous suppor~ of the project and asked that the project be denied because it does
not reflect the type of homes in character with the community, is not in keeping with the CC&Rs,
requests variances which have not previously been approved by the Commission, and is at odds
with the Hillside Ordinance. She agreed with staff's comment that a portion of the homes are below
the level of the street, but said that there are no homes opposite those lots and the upper five and
the lower five homes will obstruct the view from existing homes. She said they would exercise their
right to seek civil action against all parties involved if the project were approved.
Lynn Massey, 8088 Camino Predera, Rancho Cucamonga, thanked the Commission for allowing
him to present his concerns. He thought the facts presented were misleading. He showed a picture
of h is house and indicated that the level of sight from his front door and his balcony is equal or within
6 inches. He felt the line-of-site drawings were misleading because they show two different
elevations for his house. He stated his view of the valley and city lights will be obstructed by homes
on Lots 2 through 5. He felt that 75 percent of his view will be obstructed and that he will lose all of
his view when trees are grown by the new homeowners. He read from two advertising flyers from
Concordia Homes from other communities and several real estate advertisements which highlighted
a view as one of their selling features. Mr. Massey stated the community is semi-custom homes
with the majority being split level or single story. He thought the Commission originally requested
single story homes but staff felt Concordia's proposal for two-story homes was feasible. He believed
the properly is better suited for split-level homes and that property values may not be increased
because the new homes are not congruent with the community. He indicated that if the Commission
approved the plan, it may be encouraging a civil matter between a voter, taxpayer, and citizen
toward an entity that can't vote or pay taxes and is not in the community.
Chuck Buquet, 8725 Predera Court, Rancho Cucamonga, stated his is one of the homeowners who
spoke at the last meeting regarding CC&R issues and sensitivity to the fact that it was previously a
custom lot subdivision which is now being transitioned to a production lot development, He agreed
with the Massey's comments and noted that the variance is needed to enable the project to move
forward. He stated that variances are granted only when there are overwhelming reasons and
specific findings must be made. He felt there should be a reliance on the requirements and
ordinances. He said he had seen some bad projects which have not made it this far. He asked that
the Commission carefully weigh the granting of a variance to facilitate development on the last good
spot on Red Hill to ensure that what is built is consistent with the neighborhood and the rural
topography of the area. He appreciated that alternatives had been presented. He said he and a lot
of other residents spent a lot of time attending meetings amongst themselves and with the
developer and City staff reviewing options which were then stated to be infeasible. He explained he
had not seen the staff reports and his only question was what the recommended conditions are. He
appreciated that Concordia had made a considerable investment, but said he plans to be there for a
long time and he hopes it is a win/win scenario. He felt it is important to keep a balance between
view capture and view hoarding and he asked for careful evaluation of the impacts that will occur
with a proposed two-story product sitting on a pad created for a two-story product rather than a split
level product which currently exists in the area.
Mr. Snell felt that most of the comments had been add ressed more than adequately by staff and had
been discussed at the previous meeting. He said the house and elevations on Mr. Massey's house
appeared to have different elevations because the engineer drew the section through the house
where that view would be from. He said at one position he was over the garage and at the other, he
was at ground level.
Hearing no further testimony, Chairman McNiel closed the public hearing.
Commissioner Mannedno asked staff to review the supporting findings for the retaining wall for the
Planning Commission Minutes
-5-
January 24, 2001
benefit of the audience.
Mr. Le Count stated the site has slopes in excess of 30 percent. He indicated a site with 30 percent
slope could not be developed under current standards; however this is an existing subdivided
property and the only way to achieve development of the site is to have some slopes as steep as
1.5:1 and some retaining walls as high as 10 feet.
Commissioner Mannerino stated that would be true regardless of the height of the houses being
built on the property.
Mr. Le Count confirmed that was correct.
Chairman McNiel stated there have been proposals for this particular property for almost as long as
he has been on the Commission. He observed several projects have come and gone and they were
not built because the timing was not right or the product turned out to be not doable. He said if
nothing is ever built there at all, he would not be unhappy and noted he also lives on Red Hill. He
noted a comment had been made that the character of the community of Red Hill might be damaged
because of these houses. He observed that there are two tracts of houses that defy any simulation
of character and there are houses of every conceivable amhitecture style, size, and configuration
and various lot sizes from large to small. He did not think there is a "Red Hill character" and it is an
eclectic community. He thought Concordia had gone a long way in an effort to satisfy the wants and
desires of the neighbors in the community. He noted the bulk of the houses are below street level.
He said they are not small houses and he did not think they would negatively effect anyone's
property values. He observed the Commission needs to deal with whether or not the project is
approvable. He noted that if civil action is taken elsewhere, it is not the Commission's concern. He
expressed support for the project.
Commissioner Mannerino said it is a tough situation because it is a tough property. He indicated he
knows a number of the people who spoke this evening and earlier. He noted it is a tract which was
approved in 1985 and the developer purchased the property with an expectation of being able to
build on the property. He said the Commission was not considering the approval of a tract map. He
believed it was unfair to say that view is not important to the Commission. He felt view is important
but it is not within the Commission's jurisdiction to ensure it unless there are conditions elsewhere
such as in the CC&Rs. He observed it had been his suggestion that the matter be continued so that
the CC&Rs could be reviewed. He said staff and the Commissioners had reviewed them and the
project is within the stated height as modified by Concordia. He said there is a reasonableness
standard set forth in Section 2.04 with regard to view obstruction and that standard sets a maximum
roof height on these lots at 24 feet. He did not feel it was the intent of the drafters of the CC&Rs to
make that at the discretion of the Planning Commission and it is a contractual relationship among
the people who buy into the tract. He understood that the variance for the wall is necessary
regardless of the height of the homes. He thought that if the Commission finds the variance is
inappropriate, that would take away the developer's right to build on a recorded tract map. He was
reluctant to support the project because he understood the concerns raised regarding obstructing
the view which they thought would always be there, but he saw no legal reason to deny the project.
Commissioner Stewart agreed with the comments made by both Chairman McNiel and
Commissioner Mannerino. She noted that Section 2.04 of the CC&Rs also stated in part that each
owner by accepting lots in the project may be subject to subsequent obstruction as a result of future
construction or plantings. She felt the developer had done everything possible to look at resolving
view issues, traffic issues, planning issues, wall issues, etc. presented by citizens, staff, and
Commission members. She noted there had been two workshops and three Design Review
Committee meetings. She said there have been other developers on the same property and each
time elaborate geo grid patterns for berming sections. She felt everything had been done to get a
Planning Commission Minutes
-6-
January 24, 2001
good quality development for the neighborhood. She noted there is 360 degree architecture and the
homes had been redesigned in many areas including retaining walls. Based upon what she had
seen and reviewing the CC&Rs, she supported the project.
Commissioner Macias stated he had not been at the last meeting but he listened to the tape and
reviewed the minutes and the CC&Rs and had also been involved early in the design review
process. He did not feel the variance request is unreasonable and is no different from variances
which are routinely approved. He felt the issue is view shed and it is hard because people want to
hold on to what they have with respect to surrounding undeveloped land. He felt that approving this
project would not be inconsistent with how those issues have been dealt with in the past. He
supported the project and moved approval.
Commissioner Tolstoy stated he heard a lot of talk about the CC&Rs at the last meeting. He said he
had reviewed the CC&Rs and did not feel this project violates them in any way. He felt the
architecture will add value to the neighborhood but said he could not support the project because of
the treatment of the slope area adjoining the old railroad right of way. He acknowledged he is not an
engineer but said he has witnessed a number of slope failures in other cities. He thought the slope
area will be a problem for the owners to maintain and thought it could have been designed better in
that respect. He said he would vote against the project only because of that issue.
Motion: Moved by Macias, seconded by Stewart to issue a Negative Declaration and adopt the
resolutions appreving Variance 00-09 and Development Review 00-47. Motion carded by the
following vote:
AYES: MACIAS, MANNERINO, MCNIEL, STEWART
NOES: TOLSTOY
ABSENT: NONE - carried
--. 'm City Planner denial of a sign permit request for additional signage for the Target store in
Te~,_ Vista Town Center- APN: 1077-421-068 and a portion of 087. Related file: Conditional
Use Pu,_qit 99-40.
Debra Meier, Cont~ "t Planner, presented the staff report.
Chairman McNiel askedit ~:'~ff supports the alternative location for the Pharmacy sign.
Brad Buller, City Planner, respc,.'ded affirmatively. He noted that staff was looking to the
Commission for interpretation. He sa..~ that staff is aware that any time such signs are approved,
requests from other stores with secondary, "ntrances may follow.. However, he observed that Target
is a major tenant and the sign fits architectui~ '~r on the building.
Chairman McNiel invited public comment. "'-- . ..
David Randolph, Pacific Neon Company, 1576 Silica Avenue~ qacramento, expressed appreciation
to Ms. Meier for working with them on alternative locations. Heb~_."rved the sign will be set back 28
feet from the front of the building and will be blocked significantly bi~,-~:~id that Target felt a sign in
that location is better than none. He stated the Garden Center is reallye- .'marate building with its
own entrance and he suggested it be considered a minor tenant with Target-._2ing a major tenant
with the Target sign as the primary sign and the Pharmacy sign as the second~, ~ign.
Commissioner Macias felt that was essentially what staff had suggested. ......
Planning Commission Minutes
-7- January 24, 2001
H. Lynn and Renee Massey
8088 Camino Predera
Rancho Cucamonga, CA 91730
909-981-6499
March 8, 2001
Jack Lam
City Manager
City of Rancho Cucamonga
10500 Civic Center Dr.
Rancho Cucamonga, CA 91729
t'!AR 7,2
Dear Mr. Lam,
Please accept our apology for not having the time to meet with you before
the City Council meeting the other night. We hope we were clear with our
stated objectives.
We were pleased that Concordia Homes is exploring the options presented
to Council and Renee and I just prior to the Council meeting, but we remain
guarded. We have been trying in good faith to work with the developer
since December 18th (notice from Concordia Homes), but they couldn't find
a feasible plan. After a number of phone conversations and a meeting with
their engineer between the notice and January 10th, it is remarkable that
the option we had requested back then will not create the 37ft wall after all,
but a 5-1 Oft, wall instead. We are now hopeful that we are moving toward
resolving this situation and feel that the council has been very helpful in
that regard.
Our concern is still valid and we await the amended plan revisions from
Concordia Homes. We want to move to resolve this situation as soon as
we can. With that being said, we again remain guarded until more
information is presented. Thank you for your time with this matter and for
letting us talk to you. If you have any questions please call us at the
number above.
Sincerely,
~ |1 H. L'Ea~~ndRenee Massey
6--,9/>1C~.
RESOLUTION NO. 6/' D ~ ~
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, DENYING AN APPEAL OF THE PLANNING
COMMISSION'S DECISION AND APPROVING A MODIFICATION TO
DEVELOPMENT REVIEW 00-47 FOR THE DESIGN REVIEW OF BUILDING
ELEVATIONS AND DETAILED SITE PLAN FOR 20 PROPOSED HOMES
WITHIN 21 EXISTING LOTS WITHIN RECORDED TRACT 10035 ON 15.7
ACRES OF LAND IN THE LOW RESIDENTIAL DISTRICT (2-4 DWELLING
UNITS PER ACRE), LOCATED ON THE SOUTH SIDE OF CAMINO
PREDERA, SOUTH OF RED HILL COUNTRY CLUB DRIVE -
APN: 207-641-01 THROUGH 10 AND 207-631-01 THROUGH 11.
A. Recitals.
1. Concordia Homes filed an application forthe approval of Development ReviewOO-47, as
described in the title of this Resolution. Hereinafter in this Resolution, the subject Development
Review request is referred to as "the application."
2. On January 10, and continued to January 24, 2001, the Planning Commission of the City
of Rancho Cucamonga conducted a meeting on Development Review 00-47 to allow time for
analysis of the tract Covenants, Conditions, and Restrictions.
3. On the 24th day of January, 2001, the Planning Commission of the City of Rancho
Cucamonga conducted a meeting on the application and concluded said meeting on that date.
4. The decision represented by said Planning Commission Resolution was appealed in a
timely manner to this Council.
5. On the March 7, and continued to March 21,2001, the City Council of the City of Rancho
Cucamonga conducted a public hearing on the application and continued the public hearing to
provide staff time to prepare revised resolution to address view impacts.
6. All legal prerequisites prior to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, it is hereby found, determined, and resolved by the City Council of the
City of Rancho Cucamonga as follows:
1. This Council hereby specifically finds that all of the facts set forth in the Recitals, Part "A,"
of this Resolution are true and correct.
2. Based upon the substantial evidence presented to this Council during the above-
referenced meetings on March 7, and March 21,2001, including, but not limited to, written and oral
staff reports, the minutes of the above-referenced Planning Commission meeting, and the contents
of Planning Commission Resolution No. 01-11, and together with public testimony, this Council
hereby specifically finds as follows:
CITY COUNCIL RESOLUTION NO.
APPEAL OF DEVELOPMENT REVIEW 0047 - CONCORDIA HOMES
March 21, 2001
Page 2
a. The application applies to property located along the south side of Camino Predera
with a street frontage of 3,300 feet and lot depth of 260 feet and is presently vacant; and
b. The property to the north of the subject site is vacant and developed with
single-family homes, the property to the south consists of vacant land and abandoned rail corridor
(future regional multi-purpose trail), the property to the east is developed with single-family homes,
and the property to the west is vacant and developed with condominiums; and
c. The potential environmental impacts related to air quality, tree removal, noise, and
geological hazards can be mitigated to a level of less than significant through compliance with the
recommended environmental mitigation measures; and
d. The proposed homes are of very high architectural design qualitywith 360-degree
enhancement; and
e. The project is designed with a majority of the homes set well below the level of the
street, thereby preserving existing views far beyond what is typically achieved elsewhere in the City;
and
f. The design includes a sophisticated retaining wall system that allows landscaping
to be planted on the surface of walls, intensified slope landscaping, and decorative block walls that
will enhance the visual quality of the project; and
g. The project is designed to be consistent with all requirements of the Hillside
Development Regulations with the exception of slope gradient and retaining wall height forwhich a
Variance application has been requested; and
h. The project will enhance the surrounding area by virtue of high quality home and
landscaping design that exceeds that of the area; and
i. The project fosters provident use and development of existing lots of record; and
appearance.
The grading design includes rounded slopes to provide a softer, more natural
3. Based upon the substantial evidence presented to this Council dudng the above-
referenced public hearings on March 7, 2001 and March 21, 2001, including, but not limited to,
written and oral staff reports, the minutes of the above-referenced Planning Commission meetings,
the contents of Planning Commission Resolution No. 01-11, and together with public testimony, this
Council hereby specifically finds as follows with reference to points raised by the appellant and by
the project developer:
a. The proposed project differs from the design associated with the Design Review for
Tract 10035 approved by the Planning Commission in 1987, but this previous approval has since
expired and has no bearing on the current project; and
b. The home design associated with the Design Review for Tract 10035 approved by
the Planning Commission in 1987 is of a split level concept, however the design would not have
substantially preserved views for the appellant, and would have far greater overall view impacts for
the neighborhood than would occur with the current project application; and
CItY COUNCIL RESOLUTION NO.
APPEAL Of DEVELOPMENT REVIEW 0047 - CONCORDIA HOMES
March 21, 2001
Page 3
c. The proposed homes will be no higher than 24 feet above the mid-point of the curb
line of Camino Predera, consistent with the view obstructions section of the Covenants, Conditions,
and Restriction for Tract 10035; and
d. A majority of the homes will be located below, very near, or nominally above the
curb line of Camino Predera; thus maximizing view preservation for a majodty of the existing
neighborhood and future home sites on the north side of Camino Predera, far in excess of what
would be achieved via conformance with tract CC&R's; and
e. The project will enhance the surrounding area by virtue of high quality home and
landscaping design that exceeds that of the area; and
f. The conceptual plans submitted for review by the Design Review Committee and
Planning Commission have been found to accurately reflect the existing conditions in the area and
the proposed project design with the exception of one sight line cross section shown on Sheet 7B
which, while included in the overall set of exhibits, was not relied upon during Design Review
meetings nor the Planning Commission hearings; and
g. The developer, Concordia Homes, has presented a revised development scheme
whereby the homes on Lots 4 and 5 can be substantially lowered relative to Camino Predera and
the existing surrounding homes to address view impact concerns raised by the appellants.
4. Based upon the substantial evidence presented to this Council during the above-
referenced public hearings on March 7, 2001 and March 21,2001, and upon the specific findings of
fact set forth in paragraphs 1, 2, and 3 above, this Council hereby specifically finds as follows:
a. That the proposed project is consistent with the objectives of the General Plan in
that it includes high quality residential design appropriate to the site and neighborhood;
b. That the proposed design is in accord with the objectives of the Development Code
' and {he purpose~ ~f the district in which the site is located in that it is responsive to the
environmental resources of the site, promotes development that preserves views to the degree
possible for existing homes, and minimizes the impact of grading through the creative use of
landscaping and specialized retaining wall construction;
c. That the proposed design is in compliance with each of the applicable provisions of
the Development Code;
d. That the proposed design, together with the conditions applicable thereto, will not
be detrimental to the public health, safety, or welfare or materially injurious to properties or
improvements in the vicinity in that it minimizes potential fire, seismic, and flood related hazards.
5. Based upon the findings and conclusions set forth in paragraphs 1, 2, 3, and 4 above,
this Council hereby denies the appeal, upholds the action of the Planning Commission, and
approves the application subject to all Conditions of Approval contained in the attached Planning
Commission Resolution No. 01-11 and the attached Standard Conditions incorporated herein bythis
reference and the additional conditions as noted below.
CITY COUNCIL RESOLUTION NO.
APPEAL OF DEVELOPMENT REVIEW 0047 - CONCORDIA HOMES
March 21,2001
Page 4
Conditions:
1)
The homes on Lots 4 and 5 shall be lowered in substantial conformance
with the preliminary drawings shown to the City Council at the March 7,
2001 meeting to the satisfaction of the City Planner. It is recognized that
this will entail an extension of the 10ofoot high retaining wall and some
additional 1.5:1 slope area.
2)
Homes on Lots 1, 2, 3, 18, 19, and 20 may be revised to be split level
(garage and living space at street level with one floor below) at the
developers discretion if this will enhance existing views. The design of the
homes and the project grading shall be substantially similar to the nature
and character approved by the Planning Commission and subject to review
and approval of the City Planner. Building height and envelopes shall
comply with the CC&R's for Tract 10035 and the Hillside Ordinance.
6. This Council hereby provides notice to John Snell and Lynn and Renee Massey that the
time within which judicial review of the decision represented by this Resolution must be sought is
governed by the provisions of California Code of Civil Procedure Section 1094.6.
7. The City Clerk of the City of Rancho Cucamonga is hereby directed to: (a) certify to the
adoption of this Resolution, and (b) forthwith transmit a certified copy of this Resolution, by certified
mail, return-receipt requested, to John Snell of Concordia Homes and Lynn and Renee Massey, at
the addresses identified in City records.
RESOLUTION NO. 01-11
A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING DEVELOPMENT
REVIEW NO. 00-47, THE DESIGN REVIEW OF BUILDING ELEVATIONS
AND DETAILED SITE PLAN FOR 20 LOTS WITHIN APPROVED TRACT
10035 ON 15.7 ACRES OF LAND IN THE LOW RESIDENTIAL DISTRICT (2-4
DWELLING UNITS PER ACRE), LOCATED ON THE SOUTH SIDE OF
CAMINO PREDERA, SOUTH OF RED HILL COUNTRY CLUB DRIVE, AND
MAKING FINDINGS IN SUPPORT THEREOF - APN: 207-641-01 THROUGH
10 AND 207-631-01 THROUGH 11
A. Recitals.
1. Concordia Homes filed an application for the approval of Development Review 00-47, as
described in the title of this Resolution. Hereina~er in this Resolution, the subject Development
Review request is referred to as "the application."
2. On January 10, and continued to January 24, 2001, the Planning Commission of the City
of Rancho Cucamonga conducted a meeting on the application and concluded said meeting on that
date.
3. All legal prerequisites prior to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, it is hereby found, determined, and resolved by the Planning Commission
of the City of Rancho Cucamonga as follows:
1. This Commission hereby specifically finds that all of the facts set forth in the Recitals,
Part A, of this Resolution are true and correct.
2. Based upon the substantial evidence presented to this Commission dudng the above-
referenced meeting on January 10, and January 24, 2001, including wdtten and oral staff reports,
this Commission hereby specifically finds as follows:
a. The application applies to property located along the south side of Camino Predera
with a street frontage of 3,300 feet and lot depth of 260 feet and is presently vacant; and
b. The property to the north of the subject site is vacant and developed with single
family homes, the property to the south consists of vacant land and abandoned rail corridor (future
regional multi-purpose trail), the property to the east is developed with single family homes, and the
property to the west is vacant and developed with condominiums; and
c. The potential environmental impacts related to air quality, tree removal, noise, and
geological hazards can be mitigated to a level of less than significant through compliance with the
recommended environmental mitigation measures; and
d. The proposed homes are of very high amhitecturel design quality with 360-degree
enhancement; and
PLANNING COMMISSION RESOLUTION NO. 01-11
DR 00-47 - CONCORDIA HOMES
Janua~ 24,2001
Page 2
e. The project is designed with a majority of the homes set well below the level of the
street thereby preserving existing views far beyond what is typically achieved elsewhere in the City;
and
f. The design includes a sophisticated retaining wall system that allows landscaping to
be planted on the surface of walls, intensified slope landscaping, and decorative block walls thatwill
enhance the visual quality of the project; and
g. The project is designed to be consistent with all requirements of the Hillside
Development Regulations with the exception of slope gradient and retaining wall height for which a
Vadance application has been requested; and
h. The project will enhance the surrounding area by virtue of high quality home and
landscaping design that exceeds that of the area; and
i. The project fosters provident use and development of existing lots of record; and
appearance.
The grading design includes rounded slopes to provide a softer, more natural
3. Based upon the substantial evidence presented to this Commission during the above-
referenced meeting and upon the specific findings of facts set forth in paragraphs I and 2 above, this
Commission hereby finds and concludes as follows:
a. The proposed project is consistent with the objectives of the General Plan; and
b. The proposed use is in accord with the objectives of the Development Code and the
purposes of the distdct in which the site is located; and
c. The proposed use is in compliance with each of the applicable provisions of the
Development Code; and
d. The proposed use, together with the conditions applicable thereto, will not be
detrimental to the public health, safety, or welfare or materially injurious to properties or
improvements in the vicinity.
4. Based upon the facts and information contained in the proposed Mitigated Negative
Declaration, together with all wdtten and oral reports included for the environmental assessment for
the appiicafion, the Planning Commission finds that there is no substantial evidence that the project
will have a significant effect upon the environment and adopts a Mitigated Negative Declaration and
Monitoring Program attached hereto, and incorporated herain by this reference, based upon the
findings as follows:
a. That the Mitigated Negative Declaration has been prepared in compliance with the
California Environmental Quality Act of 1970, as amended, and the State CEQA guidelines
promulgated thereunder; that said Mitigated Negative Declaration and the Initial Study prepared
therefore reflect the independent judgment of the Planning Commission; and, further, this
Commission has reviewed and considered the information contained in said Mitigated Negative
Declaration with regard to the application.
PLANNING COMMISSION RESOLUTION NO. 01-11
DR 00-47 - CONCORDIA HOMES
January 24, 2001
Page 3
b. Although the Mitigated Negative Declaration identifies certain significant
environmental effects that will result if the project is approved, all significant effects have been
reduced to an acceptable level by imposition of mitigation measures on the project, which are listed
below as conditions of approval.
c. Pursuant to the provisions of Section 753.5(c) of Title 14 of the California Code of
Regulations, the Planning Commission finds as follows: In considering the record as a whole, the
Initial Study and Mitigated Negative Declaration for the project, there is no evidence that the
proposed project will have potential for an adverse impact upon wildlife resources orthe habitat upon
which wildlife depends. Further, based upon the substantial evidence contained jn the Mitigated
Negative Declaration, the staff reports and exhibits, and the information provided to the Planning
Commission during the public headng, the Planning Commission hereby rebuts the presumption of
adverse effect as set forth in Section 753,5(c-l-d) of Title 14 of the California Code of Regulations.
5. Based upon the findings and conclusions set forth in paragraphs 1, 2, 3, and 4 above,
this Commission hereby approves the application subject to each and every condition set forth below
and in the Standard Conditions, attached hereto and incorporated herein by this reference.
Planninq Division
1)
Approval is hereby granted for Tree Removal Permit 00-41 subject to
replacement of the trees with the largest available nursery grown trees
at a ratio of one to one to the satisfaction of the City Planner.
2)
All walls shall be decorative masonry (split faced block - both sides)
with decorative masonry caps. No wood fencing shall be permitted
(even between homes) given the visual prominence of the
development. All pilasters shall have river rock or similar treatment on
all sides.
3)
All river rock treatment shall be natural river rock as opposed to
manufactured veneer. Other rock treatment, such as slate, may be of a
manufactured product.
4) Provide a minimum of 15 feet of usable rear yard depth at the rear of all
homes.
5)
Provide additional landscaping (additional trees, large sized trees and
shrubs) along the south/downslope side of the homes to screen
downslope elevations.
6)
The street trees and trees planted near the Camino Predera frontage
shall be relocated down slope to preserve valley views for the existing
homes to the north.
7)
The "loefelstien" walls shall be planted with a hardy vine or shrub that
will eventually completely cover the walls and shall be irrigated
accordingly.
PLANNING COMMISSION RESOLUTION NO. 01-11
DR 00-47 - CONCORDIA HOMES
January 24,2001
Page 4
8) The down slope side of the high retaining walls shall be well
landscaped to soften the appearance of the walls.
9) Provide low maintenance landscape plant materials for the slope areas.
Previde railread tie steps or similar means to facilitate maintenance.
10) Previde cascading vines or similar plant types along the top of retaining
walls and trein them to cascade down over walls.
11) All manufactured slopes shall have a naturel or "contoured" look as
opposed to a harsh, angular look.
12)
Slope down drain features shall have a naturalized, dry streambed
appearance through the use of dyer reck application. The dyer reck
shall be applied to convey a meandering appearance. The area
approximately 1 foot on either side of the center line of the down drains
may be left as exposed concrete to facilitate water flow and
maintenance.
13) Previde landscape planters around the base of the homes where
possible to enhance their visual appearance.
14)
The bdck veneer on the left elevation of the Plan 3 home shall
terminate near the support column by previding a furred out feature for
the veneer to die into.
15) The wood siding may be removed from the Plan 2 home at the
discretion of the applicant.
16)
17)
Avoid use of wood siding on chimneys. Chimneys shall either be
covered with stucco or covered with stone veneer.
Naturalize the riprap outlet to have a dry dverbed like appearance.
18) The developer shall obtain permission frem SANBAG for offsite grading
along the south boundary.
19)
The developer shall cleady demonstrate the grading technique for the
site pdor to issuance of a Grading Permit to the satisfaction of the City
Planner and City Engineer. Of concem is how the site will be graded
without disturbing the neighboring preperties to the east and west.
EnQineedn~ Division
1)
Existing imprevement per Tract 10035 shall be protected in place,
replaced, or upgraded to current City Standard.
2) The common drive aisle access shall have a reciprocal access
easement granted to each lot.
PLANNING COMMISSION RESOLUTION NO. 01-11
DR 00-47 - CONCORDIA HOMES
January24,2001
Page 5
3)
A Homeowner's Association shall be formed and Covenants,
Conditions, and Restrictions shall be prepared to provide for
assessments for maintenance of slopes and common areas.
4) Process a lot line adjustment for the new lot configurations. The lot line
adjustments shall be recorded pdor to issuance of building permits.
Environmental Mitifiation
1)
2)
3)
4)
6)
7)
8)
9)
10)
The project design and construction shall be in compliance with the
recommendations of the GeoSoils, Inc Geotechnical Investigation dated
July 26, 2000.
The site shall be treated with water or other soil stabilizing agent, in
accordance with SCAQMD Rule 403.
Camino Predera shall be swept according to a schedule established by
the City to reduce PM10 emissions associated with construction
vehicles tracking of soil off-site.
Grading operations shall be suspended when wind speeds exceed
25 mph to minimize PM~o emissions.
Chemical soil stabilizers (approved by SCAQMD and RWQCB) shall be
applied to all inactive construction areas that remain inactive for 96
hours.
The construction contractor shall select the construction equipment
used on-site based on low-emission factors and high-energy efficiency.
The construction contractor shall ensure the construction grading plans
include a statement that .all construction_equipment will-be tuned and
maintained in accordance with the manufacturer's specifications.
The construction contractor shall utilize electric or clean altemative fuel
powered equipment where feasible.
The construction contractor shall ensure that construction-grading
plans include a statement that work crews will shut off equipment when
not in use.
The construction contractor shall ensure that all bare ground surfaces
will be sprayed with water or other acceptable dust palliatives to
minimize wind erosion and fugitive dust emissions.
Heritage trees which are removed shall be raplaced at a ratio of one to
one with the largest nursery grown stock available. Location and
species to be approved by the Planning Division.
The homes shall be installed with fire sprinklers to mitigate the length of
the common driveway.
PLANNING COMMISSION RESOLUTION NO. 01-11
DR 00-47- CONCORDIA HOMES
January 24,2001
Page 6
12)
Construction or grading shall not take place between the hours of
8:00 p.m. and 6:30 a.m. on weekdays, including Saturday, or at any
time on Sunday or a national holiday.
13)
Construction or grading noise levels shall not exceed 65 dBA, plus the
limits specified in Development Code Section 17.02.120-D, as
measured at the property line. Weekly, the developer shall monitor
noise levels, monitoring as specified in Development Code Section
17.02.120. Monitoring at other times may be required by the Planning
Division. Developer shall report their findings to the Planning Division
within 24 hours; however, if noise levels exceed the above standards,
then the Developer shall immediately notify the Planning Division. If
noise levels exceed the above standards, then construction activities
shall be reduced in intensity to a level of compliance with above noise
standards or halted.
14)
The project shall comply with all recommendations of the noise study
prepared by Gordon Bdcken, dated August 23, 2000, including noise
barriers and window upgrades.
6. The Secretary to this Commission shall certify to the adoption of this Resolution.
APPROVED AND ADOPTED THIS 24TH DAY OF JANUARY 2001.
PLANNING COMMISSION OF THE CITY OF RANCHO CUCAMONGA
T iel, Chairman
I, Brad Buller, Secretary of the Planning Commission of the City of Rancho Cucamonga, do hereby
certify that the foregoing Resolution was duly and regularly introduced, passed, and adopted by the
Planning Commission of the City of Rancho Cucemonga, at a regular meeting of the Planning
Commission held on the 24th day of January 2001, by the following vote-to-wit:
AYES:
NOES:
COMMISSIONERS:
COMMISSIONERS:
MACIAS, MANNERINO, MCNIEL, STEWART
TOLSTOY
ABSENT: COMMISSIONERS: NONE
City of Rancho Cucamonga
MITIGATION MONITORING
PROGRAM
Project File No.: Development Review 00-47
This Mitigation Monitoring Program (MMP) has been prepared for use in implementing the mitigation
measures identified in the Mitigated Negative Declaration forthe above-listed project. This program
has been prepared in compliance with State law to ensure that adopted mitigation measures are
implemented (Section 21081.6 of the Public Resources Code).
Program Components - This MMP contains the following elements:
Conditions of approval that act as impact mitigation measures are recorded with the action
and the procedure necessary to ensure compliance. The mitigation measure conditions of
approval are contained in the adopted Resolution of Approval for the project.
A procedure of compliance and verification has been outlined for each action necessary. This
procedure designates who will take action, what action will be taken and when, and to whom
and when compliance will be reported.
The MMP has been designed to provide focused, yet flexible guidelines. As monitoring
progresses, changes to compliance procedures may be necessary based upon
recommendations by those responsible for the program.
Program Management - The MMP will be in place through all phases of the project. The project
planner, assigned by the City Planner, shall coordinate enforcement of the MMP. The project
planner oversees the MMP and reviews the Reporting Forms to ensure they are filled out correctly
and proper action is taken on each mitigation. Each City department shall ensure compliance of the
conditions (mitigation) that relate to that department. ._
Procedures - The following steps will be followed by the City of Rancho Cucamonga.
A fee covering all costs and expenses, including any consultants' fees, incurred by the City in
performing monitoring or reporting programs shall be charged to the applicant.
A MMP Reporting Form will be prepared for each potentially significant impact and its
corresponding mitigation measure identified in the Mitigation Monitoring Checklist, attached
hereto. This procedure designates who will take action, what action will be taken and when,
and to whom and when compliance will be reported. All monitoring and reporting
documentation will be kept in the project file with the department having the original authority
for processing the project. Reports will be available from the City upon request at the following
address:
City of Rancho Cucamonga - Lead Agency
Planning Division
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Mitigation Monitoring Program
Development Review 00-47
Page 2
Appropriate specialists will be retained if technical expertise beyond the City staff's is needed,
· as determined by the project planner or responsible City department, to monitor specific
mitigation activities and provide appropriate written approvals to the project planner.
The project planner or responsible City department will approve, by signature and date, the
completion of each action item that was identified on the MMP Reporting Form. After each
measure is verified for compliance, no further action is required for the specific phase of
development.
All MMP Reporting Forms for an impact issue requiring no further monitoring will be signed off
as completed by the project planner or responsible City department at the bottom of the MMP
Reporting Form.
Unanticipated circumstances may arise requiring the refinement or addition of mitigation
measures. The project planner is responsible for approving any such refinements or additions.
An MMP Reporting Form will be completed by the project planner or responsible City
department and a copy provided to the appropriate design, construction, or operational
personnel.
The project planner or responsible City department has the authority to stop the work of
construction contractors if compliance with any aspects of the MMP is not occurring after
written notification has been issued. The project planner or responsible City department also
has the authority to hold certificates of occupancies if compliance with a mitigation measure
attached hereto is not occurring. The project planner or responsible City department has the
authority to hold issuance of a business license until all mitigation measures are implemented.
Any conditions (mitigation) that require monitoring after project completion shall be the
responsibility of the City of Rancho Cucamonga Community Development Department. The
Department shall require the applicant to post any necessary funds (or other forms of
guarantee) with the City. These funds shall be used by the City to retain consultants and/or
pay foFCity-staff-time to monitor and report on the mitigation measure for the required period
of time.
In those instances requiring long-term project monitoring, the applicant shall provide the City
with a plan for monitoring the mitigation activities at the project site and reporting the
monitoring results to the City. Said plan shall identify the reporter as an individual qualified to
know whether the particular mitigation measure has been implemented. The
monitoring/reporting plan shall conform to the City's MMP and shall be approved by the
Community Development Director prior to the issuance of building permits.
MITIGATION MONITORING CHECKLIST (INITIAL STUDY PART III)
Project File No.: DR 00-47 Applicant: Concordia Homes
Initial Study Prepared by: Brent Le Count Date: December 14, 2000
Mitigation Measures No. /
Implementing Action
Geologic Problems
The project design and construction shall be in
compliance with the recommendations of the GeeSoils,
Inc Geetechnical Investigation dated July 26, 2000
Air Quality
The site shall be treated with water or other soil
stabilizing agent, in accordance with SCAQMD Rule 403.
Camino Predera shall be swept according to a schedule
established by the City to reduce PM~o emissions
associated with vehicle tracking of soil off-site.
Grading operations shall be suspended when wind
speeds exceed 25 mph to minimize PM~o emissions.
Chemical soil stabilizers (approved by SCAQMD and
RWQCB) shall be applied to all inactive construction
areas that remain inactive for 96 hours.
The construction contractor shall select the construction
equipment used on-site based on low-emission factors
and high-energy efficiency. The construction contractor
shall ensure the construction grading plans include a
statement that all construction equipment will be tuned
and maintained in accordance with the manufacturer's
specifications.
Responsible Monitoring Timing of Method of Verified
for Monitoring Frequency Verification Verification Date/Initials
The construction contractor shall ensure that
construction-grading plans include a statement that work
crews will shut off equipment when net in use.
CP/CE/BO B/C Ongoing NC
CP/BO B/C Ongoing A
CP/BO B/C Ongoing A
CP/BO B/C During high A
winds
CP/BO B/C Ongoing A
CP/BO/CE B/C Ongoing A/C
The construction contractor shall utilize electric or clean CP/BO
alternative fuel powered equipment where feasible.
CP/BO/CE
B/C Ongoing A
B Plan Check C
Sanctions for
Non-Compliance
2,3,4
4
4
4
4
1 4
4
2
Mitigation Measures No. /
Implementing Action
The construction contractor shall ensure that all bare
ground surfaces will be sprayed with water or other
acceptable dust palliatives to minimize wind erosion and
fugitive dust emissions.
Biological Resources
Heritage trees shall be replaced at a ratio of one to one.
Location and species to approved by the Planning
Division.
Hazards
The homes shall be installed with fire sprinklers to
mitigate lack of emergency vehicle access due to the
steep common driveway
Noise
Construction or grading shaft not take place between the
hours of 8:00 p.m. and 6:30 a.m. on weekdays, including
Saturday, or at any time on Sunday or a national holiday.
Construction or grading noise levels shall not exceed
65 dBA, plus the limits specified in Development Code
Section 17.02.120-D, as measured at the property line.
Weekly, the developer shall monitor noise levels,
monitoring as specified in Development Code Section
17.02.120. Monitoring at other times may be required by
the Planning Division. Developer shall report their
findings to the Planning Division within 24 hours;
however, if noise levels exceed the above standards,
then the Developer shall immediately notify the Planning
Division. If noise levels exceed the above standards,
then construction activities shall be reduced in intensity to
a level of compliance with above noise standards or
halted.
The project shall comply with all recommendations of the
noise study prepared by Gordon Bricken, dated August
23, 2000, including noise barriers and window upgrades.
Responsible
for Monitoring
CP/BO
~CP
BO/FC
! BO/CP
BO/CP
C~BO~E
Monitoring
Frequency
B/C
B/C
B/D
C
C
B/C/D
Timing of
Verification
Ongoing
Ongoing
Prior to
occupancy
Ongoing
Ongoing
Ongoing
Method of
Verification
A
A/C
A/C
A
D
AJO/D
Verified
Date/initials
Sanctions for
Non-Compliance
2/4
2/3
4
2,3,4
Key to Checklist Abbreviations
Responsible Person
CDD - Community Development Director
CP - City Planner or designee
CE - City Engineer or designee
BO - Building Official or designee
PO - Police Captain or designee
FC - Fire Chief or designee
Monitoring Frequency
A ~ With Each New Development
B - Pdor To Construction
C - Throughout Construction
D - On Completion
E - Operating
Method of Vedf!cation
A - On-site inspection
B - Other Agency Permit / Approval
C - Plan Check
D - Separate Submittal (Reports / Studies / Plans)
Sa~nctions
I - Withhold Recordation of Final Map
2 - Withhold Grading or Building Permit
3 - Withhold Certificate of Occupancy
4 - Stop Work Order
5 - Retain Deposit or Bonds
6 - Revoke CUP
COMMUNITY DEVELOPMENT
DEPARTMENT
STANDARD CONDITIONS
PROJECT #:
SUBJECT:
APPLICANT:
LOCATION:
Development Review 00-47
Single Family Tract
Concordia Homes
South side of Camino Predera, south of Red Hill Country Club Drive
ALL OF THE FOLLOWING CONDITIONS APPLY TO YOUR PROJECT.
APPLICANT SHALL CONTACT THE PLANNING DIVISION, (909) 477-2750,
COMPLIANCE WITH THE FOLLOWING CONDITIONS:
A. General Requirements
FOR
The applicant shall agree to defend at his sole expense any action brought against the City, its
agents, officers, or employees, because of the issuance of such approval, or in the alternative, to
relinquish such approval. The applicant shall reimburse the City, its agents, officers, or
employees, for any Court costs and attorney's fees which the City, its agents, officers, or
employees may be required by a court to pay as a result of such action. The City may, at its sole
discretion, participate at its own expense in the defense of any such action but such participation
shall not relieve applicant of his obligations under this condition.
A copy of the signed Resolution of Approval and all Standard Conditions, shall be included in
legible form on the grading plans, building and construction plans, and landscape and irrigation
plans submitted for plan check.
B. Time Limits
1. Development/Design Review approval shall expire if building permits are not issued or approved
use has not commenced within 5 years from the date of approval. No extensions are allowed.
C. Site Development
The site shalJ be developed and maintained in accordance with the approved plans which include
site plans, architectural elevations, exterior materials and colors, landscaping, sign program, and
grading on file in the Planning Division, the conditions contained herein, and the Development
Code regulations.
2. Prior to any use of the project site or business activity being commenced thereon, all Conditions
of Approval shall be completed to the satisfaction of the City Planner.
Completion Date
/ /
/ /
/ /
~ /
~ /
SC-12-00 I
Project No, DR00-47
Completion Date
3. Occupancy of the facilities shall not commence until such time as all Uniform Building Code and L__I__
State Fire Marshal regulations have been complied with. Prior to occupancy, plans shall be
submitted to the Rancho Cucamonga Fire Protection District and the Building and Safety Division
to show compliance. The buildings shall be inspected for compliance prior to occupancy.
4. Revised site plans and building elevations incorporating all Conditions of Approval shall be __/__/__
submitted for City Planner review and approval prior to the issuance of building permits.
5. All site, grading, landscape, irrigation, and street improvement plans shall be coordinated for / /
consistency prior to issuance of any permits (such as grading, tree removal, encroachment,
building, etc.} or prior to final map approval in the case of a custom lot subdivision, or appreved
use has commended, whichever comes first.
6. Approval of this request shall not waive compliance with all sections of the Development Code, __J /
all other applicable City Ordinances, and applicable Community or Specific Plans in effect at the
time of building permit issuance.
7. All ground-mounted utility appurtenances such as transformers, AC condensers, etc., shall be / /
located out of public view and adequately screened through the use of a combination of concrete
or masonry walls, berming, and/or landscaping to the satisfaction of the City Planner. For single
family residential developments, transformers shall be placed in underground vaults.
8. All parkways, open areas, and landscaping shall be permanently maintained by the property / /
owner, homeowners' association, or other means acceptable to the City. Proof of this landscape
maintenance shall be submitted for City Planner and City Engineer review and approved prior to
the issuance of building permits.
9. On corner side yards, provide minimum 5-foot setback between walls/fences and sidewalk.
10. All walls shall be decorative masonry.
11. Where rock cobble is used, it shall be real river rock. Other stone veneers may be manufactured
products.
/ /
/ /
/ /
D. Parking and Vehicular Access (indicate details on building plans)
The Covenants, Conditions and Restrictions shall restrict the storage of recreational vehicles on
this site unless they are the principal source of transportation for the owner and prohibit parking
on interior cimulation aisles other than in designated visitor parking areas.
/ /
E. Landscaping
A detailed landscape and irrigation plan, including slope planting and model home landscaping in
the case of residential development, shall be prepared by a licensed landscape architect and
submitted for City Planner review and approval prior to the issuance of building permits or prior
final map approval in the case of a custom lot subdivision.
All private slopes of 5 feet or more in vertical height and of 5:1 or greater slope, but less than 2:1
slope, shall be, at minimum, irrigated and landscaped with appropriate ground cover for erosion
control. Slope planting required by this section shall include a permanent irrigation system to be
installed by the developer prior to occupancy.
All private slopes in excess of 5 feet, but less than 8 feet in vertical height and of 2:1 or greater
slope shall be landscaped and irrigated for erosion control and to soften their appearance as
follows: one 15-gallon or larger size tree per each 150 sq. ft. of slope area, 1-gallon or larger size
shrub per each 100 sq. ft. of slope area, and appropriate ground cover. In addition, slope banks
in excess of 8 feet in vertical height and 2:1 or greater slope shall also include one 5-gallon or
larger size tree per each 250 sq. ft. of slope area. Trees and shrubs shall be planted in
staggered clusters to soften and vary slope plane. Slope planting required by this section shall
include a permanent irrigation system to be installed by the developer prior to occupancy.
SC-12-00
2
Project No, DR00-47
CornDretion Date
For single family residential development, all slope planting and irrigation shall be continuously __/__/__
maintained in a healthy and thriving condition by the developer until each individual unit is sold
and occupied by the buyer. Prior to releasing occupancy for those units, an inspection shall be
conducted by the Planning Division to determine that they are in satisfactory condition.
5. Front yard and corner side yard landscaping and irrigation shall be required per the Development
Code. This requirement shall be in addition to the required street trees and slope planting.
/_ /
The final design of the perimeter parkways, walls, landscaping, and sidewalks shall be included
in the required landscape plans and shall be subject to City Planner review and approval and
coordinated for consistency with any parkway landscaping plan which may be required by the
Engineering Division.
//~
7. All walls shall be provided with decorative treatment. If located in public maintenance areas, the
design shall be coordinated with the Engineering Division.
/ /
Tree maintenance criteria shall be developed and submitted for City Planner review and approval
prior to issuance of building permits. These criteria shall encourage the natural growth
characteristics of the selected tree species.
/ /
9. Landscaping and irrigation shall be designed to conserve water through the principles of
Xeriscape as defined in Chapter 19.16 of the Rancho Cucamonga Municipal Code.
/_ /
F. Environmental
The developer shall provide each prospective buyer written notice of the City Adopted Special
Studies Zone for the Red Hill Fault, in a standard format as determined by the City Planner, prior
to accepting a cash deposit on any property.
/. /
A final acoustical report shall be submitted for City Planner review and approval prior to the
issuance of building permits. The final report shall discuss the level of interior noise attenuation
to below 45 CNEL, the building materials and construction techniques provided, and if
appropriate, verify the adequacy of the mitigation measures. The building plans will be checked
for conformance with the mitigation measures contained in the final report.
__J /
Mitigation measures are required for the project. The applicant is responsible for the cost of
implementing said measures, including monitoring and reporting. Applicant shall be required to
post cash, letter of credit, or other forms of guarantee acceptable to the City Planner in the
amount of $719 prior to the issuance of building permits, guaranteeing satisfactory performance
and completion of all mitigation measures. These funds may be used by the City to retain
consultants and/or pay for City staff time to monitor and report on the mitigation measures.
Failure to complete all actions required by the approved environmental documents shall be
considered grounds for forfeit.
/ /
G. Other Agencies
The applicant shall contact the U.S. Postal Service to determine the appropriate type and location
of mail boxes. Multi-family residential developments shall provide a solid overhead structure for
mail boxes with adequate lighting. The final location of the mail boxes and the design of the
overhead structure shall be subject to City Planner review and approval prior to the issuance of
building permits.
/ /
SC-12-00
3
Project No. DR00-47
Completion Date
APPLICANT SHALL CONTACT THE BUILDING AND SAFETY DIVISION, (909) 477-2710,
FOR COMPLIANCE WITH THE FOLLOWING CONDITIONS:
H. General Requirements
1. Submit five complete sets of plans including the following:
~/ /
a. Site/Plot Plan;
b. Foundation Plan;
c. Floor Plan;
d. Ceiling and Roof Framing Plan;
e. Electrical Plans (2 sets, detached) including the size of the main switch, number and size of
service entrance conductors, panel schedules, and single line diagrams;
Plumbing and Sewer Plans, including isometrics, underground diagrams, water and waste
diagram, sewer or septic system location, fixture units, gas piping, and heating and air
conditioning; and
g. Planning Division Project Number (i.e., TT #, CUP #, DR #, etc.) clearly identified on the
outside of all plans.
2. Submit two sets of structural calculations, energy conservation calculations, and a soils report.
Architect's/Engineer's stamp and "wet" signature are required prior to plan check submittal.
3. Separate permits are required for fencing and/or walls.
__/ ./
4. Contractors must show proof of State and City licenses and Workers' Compensation coverage to
the City prior to permit issuance.
/ /
I. Site Development
Plans shall be submitted for plan check and approved prior to construction. All plans shall be
marked with the project file number (i.e., CUP 98-01). The applicant shall comply with the latest
adopted Uniform Building Code, Uniform Mechanical Code, Uniform Plumbing Code, National
Electric Code, Title 24 Accessibility requirements, and all other applicable codes, ordinances, and
regulations in effect at the time of permit application. Please contact the Building and Safety
Division for availability of the Code Adoption Ordinance and applicable handouts.
/ /
Prior to issuance of building permits for a new residential dwelling unit(s) or major addition to
existing unit(s), the applicant shall pay development fees at the established rate. Such fees may
include, but are not limited to: City Beautification Fee, Park Fee, Drainage Fee, Transportation
Development Fee, Permit and Plan Checking Fees, and School Fees. Applicant shall provide a
copy of the school fees receipt to the Building and Safety Division prior to permit issuance.
3. Street addresses shall be provided by the Building Official, after tract/parcel map recordation and
prior to issuance of building permits.
I___1
For projects using septic tank facilities, written certification of acceptability, including all
supportive information, shall be obtained from the San Bernardino County Department of
Environmental Health and submitted to the Building Official prior to the issuance of Septic Tank
Permits, and prior to issuance of building permits.
Construction activity shall not occur between the hours of 8:00 p.m. and 6:30 a.m. Monday
through Saturday, with no construction on Sunday or holidays.
/ /
I.__1
SC-12-00
4
Project No. DR00-47
Completion Date
J. New Structures
1. Provide compliance with the Uniform Building Code for the property line clearances considering
use, area, and fire-resistiveness.
//~
2. Provide compliance with the Uniform Building Code for required occupancy separation(s).
/__/
3. Roofing material shall be installed per the manufacturer's "high wind" instructions.
/ /
/ /
/ /
/ /
K. Grading
Grading of the subject property shall be in accordance with the Uniform Building Code, City
Grading Standards, and accepted grading practices. The final grading plan shall be in
substantial conformance with the approved grading plan.
2. A soils report shall be prepared by a qualified engineer licensed by the State of California to
perform such work.
3. A geological report shall be prepared by a qualified engineer or geologist and submitted at the
time of application for grading plan check.
4. The final grading plans shall be completed and approved prior to issuance of building permits.
/___/
A separate grading plan check submittal is required for all new construction projects and for
existing buildings where improvements being proposed will generate 50 cubic yards or more of
combined cut and fill. The Grading Plan shall be prepared, stamped, and signed by a California
Registered Civil Engineer.
/__/
APPLICANT SHALL CONTACT THE ENGINEERING DIVISION, (909) 477-2740, FOR
COMPLIANCE WITH THE FOLLOWING CONDITIONS:
L. Dedication and Vehicular Access
A maintenance agreement shall also be granted from each lot to the adjacent lot through the
CC&Rs.
__/ /
M. Street Improvements
1. All public improvements (interior streets, drainage facilities, community trails, paseos, landscaped
areas, etc.) shown on the plans and/or tentative map shall be constructed to City Standards.
Interior street improvements shall include, but are not limited to, curb and gutter, AC pavement,
drive approaches, sidewalks, street lights, and street trees.
2. Construct the following perimeter street improvements including, but not limited to:
Street Name
Camino Predera
Curb & A.C.
Gutter Pvmt
Side- Drive
walk A~r.
X
Street
Lights
Street Comm
Trees Trail
X
Median
Island
3. Improvement Plans and Construction:
Street improvement plans, including street trees, street lights, and intersection safety lights
on future signal poles, and traffic signal plans shaft be prepared by a registered Civil
Engineer and shall be submitted to and approved by the City Engineer. Security shall be
posted and an agreement executed to the satisfaction of the City Engineer and the City
Attorney guaranteeing completion of the public and/or private street improvements, prior to
final map approval or the issuance of building permits, whichever occurs first.
SC-12-00
5
Project No. DR00-47
Completion Date
Prior to any work being performed in public right-of-way, fees shall be paid and a construction __/__ __
permit shall be obtained from the City Engineer's Office in addition to any other permits
required.
c. Pavement striping, marking, traffic signing, street name signing, traffic signal conduit, and
interconnect conduit shall be installed to the satisfaction of the City Engineer.
d. Handicapped access ramps shall be installed on all corners of intersections per City
Standards or as directed by the City Engineer.
Existing City roads requiring construction shall remain open to traffic at all times with
adequate detours during construction. Street or lane closure permits are required. A cash
deposit shall be provided to cover the cost of grading and paving, which shall be refunded
upon completion of the construction to the satisfaction of the City Engineer.
f. Street names shall be approved by the City Planner prior to submittal for first plan check.
Intersection line of sight designs shall be reviewed by the City Engineer for conformance with
adopted policy. On collector or larger streets, lines of sight shall be plotted for all project
intersections, including driveways. Local residential street intersections and commercial or
industrial driveways may have lines of sight plotted as required.
/
/
/
/ /
N. Public Maintenance Areas
A signed consent and waiver form to join and/or form the appropriate Landscape and Lighting
Districts shall be filed with the City Engineer prior to final map approval or issuance of building
permits whichever occurs first. Formation costs shall be borne by the developer.
/ /
O. Utilities
Provide separate utility services to each pamel including sanitary sewerage system, water, gas,
electric power, telephone, and cable TV (all underground) in accordance with the Utility
Standards. Easements shall be provided as required.
The developer shall be responsible for the relocation of existing utilities as necessary.
Water and sewer plans shall be designed and constructed to meet the requirements of the
-Cucamonga County Water District (CCWD), Rancho Cucamonga Fire Protection District, and the
Environmental Health Department of the County of San Bernardinc. A letter of compliance from
the CCWD is required prior to final map approval or issuance of permits, whichever occurs first.
Such letter must have been issued by the water district within 90 days prior to final map approval
in the case of subdivision or prior to the issuance of permits in the case of all other residential
projects.
P. General Requirements and Approvals
1. Permits shall be obtained from the following agencies for work within their right-of-way: SANBAG
for all Railroad corridor grading.
/ /
A non-refundable deposit shall be paid to the City, covering the estimated operating costs for all
new street lights for the first six months of operation, prior to final map approval or prior to
building permit issuance if no map is involved.
/ /
SC-12-00
6
Project No, DR00-47
Completion Date
APPLICANT SHALL CONTACT THE FIRE PREVENTION/NEW CONSTRUCTION UNIT,
(909) 477-2730, FOR COMPLIANCE WITH THE FOLLOWING CONDITIONS:
Q. General Fire Protection Conditions
1. Mello Roos Community Facilities District requirements shall apply to this project. The developer L__/__
shall commence, participate in, and consummate or cause to be commenced, participated in, or
consummated, a Mello-Roos Community Facilities District (CFD) for the Rancho Cucamonga Fire
Protection District to finance construction and/or maintenance of a fire station to serve the
development. The CFD shall be formed by the District and the developer by the time recordation
of the final map occurs.
2. Fire flow requirement shall be: / /
1750 gallons per minute, Per '97 UFC Appendix Ill-A, 5, (b) (Table).
-OR
X A fire flow shall be conducted by the builder/developer and witnessed by fire department
personnel prior to water plan approval.
X For the purpose of final acceptance, an additional fire flow test of the on-site hydrants
shall be conducted by the builder/developer and witnessed by fire department personnel
after construction and prior to occupancy.
3. Fire hydrants are required. All required public or on-site fire hydrants shall be installed, flushed, / /
and operable prior to delivery of any combustible building materials on site (i.e., lumber, roofing
materials, etc.). Hydrants flushing shall be witnessed by fire department personnel.
4. Existing fire hydrant locations shall be provided prior to water plan approval. Required hydrants, /__J
if any, will be determined by the Fire District. Fire District standards require a 6-inch riser with a
4-inch and a 2-1/2-inch outlet. Substandard hydrants shall be upgraded to meet this standard.
Contact the Fire Safety Division for specifications on approved brands and model numbers.
5. Hydrant reflective markers (blue dots) shall be required for all hydrants and installed prior to final
inspection.
___/ /
6. An automatic fire extinguishing system(s) will be required as noted below: ~ /
X Per Rancho Cucamonga Fire Protection District Ordinance 15.
X Other: To mitiaate access.
7. Note: Special sprinkler densities are required for such hazardous operations as woodworking,
plastics manufacturing, spray painting, flammable liquids storage, high piled stock, etc. Contact
the Fire Safety Division to determine if the sprinkler system is adequate for proposed operations.
8. Roadways within project shall comply with the Fire District's fire lane standards, as noted: /.__/__
9. X All roadways per Rancho Cucamonga Fire Protection District Ordinance 32.
10. Fire department access shall be amended to facilitate emergency apparatus.
/ /
11. All trees and shrubs planted in any median shall be kept trimmed to a minimum of 14 feet, 6 / /
inches from the ground up, so as not to impede fire apparatus.
12. Fire District fee(s), plus a $1 per "plan page" microfilm fee will be due to the Rancho Cucamonga L__/__
Fire Protection District as follows:
X $132 for Single Family Residential Tract (per phase).
**Note: Separate plan check fees for Tenant Improvement work, fire protection systems
(sprinklers, hood systems, alarms, etc.) and/or any consultant reviews will be assessed upon
submittal of plans.
SC-12-00 7
13.
14.
Project No. DRO0-47
Completion Date
Plans shall be submitted and approved prior to construction in accordance with 1997 UBC, UFC, __/__/__
UPC, UMC, and RCFD Standards 32 and 15 and 1996 NEC.
Project is located in a high fire hazard area and is subject to special wildland/urban interface
hazard mitigation requirements. Such requirements may include requirements related to
vegetation management plans, special construction enhancements, emergency access, water
supply, automatic fire extinguishing systems, and other special requirements. AN EXTRA SET
OF PLANS IS REQUIRED TO BE SUBMITTED TO THE BUILDING AND SAFETY
DEPARTMENT AT THE TIME OF BUILDING PLAN SUBMITTAL. THE BUILDING AND
SAFETY DEPARTMENT COORDINATES ALL PLAN SUBMITTALS AND WILL FORWARD
THE EXTRA SET TO THE FIRE PREVENTION NEW CONSTRUCTION UNIT FOR FIRE PLAN
REVIEW. if you have any questions regarding your plan review in fire, please contact the Fire
Prevention New Construction Unit located in the Building and Safety Department at
(909) 477-2730.
/ /
SC-12-00 8
RE OLUT,ON NO. 0 r f 7
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, DENYING AN APPEAL OF A PLANNING
COMMISSION DECISION APPROVING VARIANCE 00-09 A REQUEST TO
ALLOW RETAINING WALLS APPROXIMATELY 10 FEET IN HEIGHT
WHERE A MAXIMUM HEIGHT OF 4 FEET IS ALLOWED, AND SLOPE
GRADIENTS OF APPROXIMATELY 1.5:1 WHERE A MAXIMUM GRADIENT
OF 2:1 IS ALLOWED FOR 20 PROPOSED HOMES ON 21 EXISTING LOTS
WITHIN APPROVED TRACT 10035 ON 15.7 ACRES OF LAND IN THE
LOW RESIDENTIAL DISTRICT (2-4 DWELLING UNITS PER ACRE),
LOCATED ON THE SOUTH SIDE OF CAMINO PREDERA, SOUTH OF RED
HILL COUNTRY CLUB DRIVE - APN: 207-641-01 THROUGH
10 AND 207-631-01 THROUGH 11.
A. Recitals.
1. Concordia Homes filed an application for the approval of Variance 00-09, as described in
the title of this Resolution. Hereina~er in this Resolution, the subject Variance request is referred to
as "the application."
2. On the January 10 and continued to January 24, 2001, to allow time for analysis of tract
Covenants, Conditions, and Restrictions, the Planning Commission of the City of Rancho
Cucamonga conducted duly noticed public hearing on Vadance 00-09.
3. On the 24th day of January 2001, the Planning Commission of the City of Rancho
Cucamonga conducted a public hearing on the application and concluded said headng on that date.
4. The decision represented by said Planning Commission Resolution was appealed in a
timely manner to this Council.
5. On the March 7, and continued to March 21, 2001, to provide staff time to prepare a
revised resolution to address view impacts, the City Council of the City of Rancho Cucamonga
conducted a public hearing on the application and concluded said hearing on that date.
6. All legal prerequisites prior to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, it is hereby found, determined, and resolved by the City Council of the
City of Rancho Cucamonga as follows:
1. This Council hereby specifically finds that all of the facts set forth in the Recitals, Part "A,"
of this Resolution are true and correct.
2. Based upon the substantial evidence presented to this Council during the above-
referenced public hearings on March 7, 2001, and March 21, 2001 including, but not limited to,
written and oral staff reports, the minutes of the above-referenced Planning Commission meeting,
and the contents of Planning Commission Resolution No. 01-10, and together with public testimony,
this Council hereby specifically finds as follows:
CITY COUNCIL RESOLUTION NO.
APPEAL OF VARIANCE 00-09 - CONCORDIA HOMES
March 21,2001
Page 2
a. The application applies to property located along the south side of Camino Predera
with a street frontage of 3,300 feet and lot depth of 260 feet and is presently vacant; and
b. The property to the north of the subject site is vacant and developed with single-
family homes, the property to the south consists of vacant land and abandoned rail corridor (future
regional multi-purpose trail), the property to the east is developed with single-family homes, and the
propeN to the west is vacant and developed with condominiums; and
c. Absolute compliance with the maximum slope gradients and retaining wall heights
per the Hillside Development Regulations would cause a physical hardship for the property owner
due to the steepness and topography of the site, as well as the size and shape of the existing lots of
record; and
d. There are exceptional circumstances, such as shape and size of lots which limit
development alternatives given the extreme 30 percent existing natural slope and a grade difference
of over 110 feet, applicable to the subject property that do not apply to a majority of other properties
in the Low Residential Distdct which have much lesser slopes and less drastic topography; and
e. Strict interpretation of the maximum slope gradient and retaining wall height would
deprive the property owner of development privileges enjoyed by other properties in the Low
Residential District which are able to take full development potential with normal and reasonable
grading and construction practices; and
f. The Variance will not constitute a grant of special privilege, as it accommodates
reasonable and provident use of the land with homes of reasonable size in conformance with the
density provisions of the district; and
g. Specialized and sophisticated grading and construction methods as well as
intensified landscaping will prevent any detdmental affects to the public health, safety, or welfare.
h. Retaining walls are necessary to lower house pad grades to minimize impact upon
view shed of existing homes to the north.
3. Based upon the substantial evidence presented to this Council during the above-
referenced public hearings on March 7, 2001, and March 21, 2001, including, but not limited to,
written and oral staff reports, the minutes of the above-referenced Planning Commission meeting,
the contents of Planning Commission Resolution No. 01-10, and together with public testimony, this
Council hereby specifically finds as follows with reference to points raised by the appellant and by
the project developer:
a. The increase in retaining wall height and slope gradient are necessary in order to
locate a majority of the proposed homes below, very near, or nominally above the curb line for
Camino Predera, thus maximizing view preservation for a majority of the existing neighborhood
including future homes on the north side of Camino Predera; and
b. The appellant did not present any information that would refute any of the findings
established by the Planning Commission in their decision to grant approval of the subject Variance
application; and
CITY COUNCIL RESOLUTION NO.
APPEAL OF VARIANCE 00-09 - CONCORDIA HOMES
March 21, 2001
Page 3
c. The developer, Concordia Homes, has presented a revised development scheme
whereby the homes on Lots 4 and 5 can be substantially lowered relative to Camino Predera and
the existing surrounding homes to address view impact concerns raised by the appellants.
4. Based upon the substantial evidence presented to this Council during the above-
referenced public headngs on March 7, and March 21,2001, and upon the specific findings of fact
set forth in paragraphs 1, 2, and 3 above, this Council hereby specifically finds as follows:
a. That strict or literal interpretation and enforcement of the specified regulations
would result in practical difficulty or unnecessary physical hardship inconsistent with the objectives
of the Development Code.
b. That there are exceptional or extraordinary circumstances or conditions applicable
to the property involved or to the intended use of the property that do not apply generally to other
properties in the same district.
c. That strict or literal interpretation and enforcement of the specified regulation would
deprive the applicant of privileges enjoyed by the owners of other properties in the same district.
d. That the granting of the Variance will not constitute a grant of special pdvilege
inconsistent with the limitations on other properties classified in the same district.
e. That the granting of the Variance will not be detrimental to the public health, safety,
or welfare or materially injurious to properties or improvements in the vicinity.
5. Based upon the findings and conclusions set forth in paragraphs 1, 2, 3, and 4 above,
this Council hereby denies the appeal, upholds the action of the Planning Commission, and
approves the application subject to all Conditions of Approval contained in Planning Commission
Resolution No. 01-10, attached hereto.
6. This Council hereby provides notice to John Snell and Lynn and Renee Massey that the
time within which judicial review of the decision represented by this Resolution must be sought in
governed by the provisions of California Code of Civil Procedure Section 1094.6.
7. The City Clerk of the City of Rancho Cucamonga is hereby directed to: (a) certify to the
adoption of this Resolution, and (b) forthwith transmit a certified copy of this Resolution, by certified
mail, return-receipt requested, to John Snell of Concordia Homes and Lynn and Renee Massey, at
the addresses identified in City records.
RESOLUTION NO. 01-10
A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING VARIANCE NO. 00-09
TO ALLOW RETAINING WALLS APPROXIMATELY 10 FEET IN HEIGHT
WHERE A MAXIMUM OF 4 FEET IS ALLOWED, AND SLOPE GRADIENTS
OF APPROXIMATELY 1.5:1 WHERE A MAXIMUM GRADIENT OF 2:1 IS
ALLOWED FOR 20 LOTS WITHIN APPROVED TRACT 10035 ON 15.7
ACRES OF LAND IN THE LOW RESIDENTIAL DISTRICT (2-4 DWELLING
UNITS PER ACRE), LOCATED ON THE SOUTH SIDE OF CAMINO
PREDERA, SOUTH OF RED HILL COUNTRY CLUB DRIVE, AND MAKING
FINDINGS IN SUPPORTTHEREOF -APN: 207-641-01 THROUGH 10AND
207-631-01 THROUGH 11
A. Recitals.
1. Concordia Homes filed an application for the issuance of Vadance No. 00-09 as
descdbed in the title of this Resolution. Hereinafter in this Resolution, the subject Vadance request
is referred to as "the application."
2. On January 10, and continued to January 24, 2001, the Planning Commission of the City
of Rancho Cucamonga conducted a duly noticed public hearing on the application and concluded
said headng on that date.
3. All legal prerequisites pdor to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, it is hereby found, determined, and resolved by the Planning Commission
of the City of Rancho Cucamonga as follows:
1. This Commission hereby specifically finds that all of the facts set forth in the Recitals,
Pad A, of this Resolution are true and correct.
2. Based upon the substantial evidence presented to this Commission during the above-
referenced public hearing on January 10, and January 24, 2001, including written and oral staff
reports, together with public testimony, this Commission hereby specifically finds as follows:
a. The application applies to property located along the south side of Camino Predere
with a street frontage of 3,300 feet and lot depth of 260 feet and is presently vacant; and
b. The property to the north of the subject site is vacant and developed with single
family homes, the properly to the south consists of vacant land and abandoned rail corridor (future
regional multi-purpose trail). the property to the east is developed with single family homes, and the
property to the west is vacant and developed with condominiums; and
c. Absolute compliance with the maximum slope gradients and retaining wall heights
per the Hillside Development Regulations would cause a physical hardship for the property owner
due to the steephess and topography of the site as well as the size and shape of the existing lots of
record; and
PLANNING COMMISSION RESOLUTION NO. 01-10
VA 00-09 CONCORDIA HOMES
JANUARY 24, 2001
Page 2
d. There are exceptional circumstances applicable to the subject property that do not
apply to a majodty of other properties in the Low Residential Disthct which have much lesser slopes
and less drastic topography; and
e. Stdct interpretation of the maximum slope gradient and retaining wall height would
depdve the property owner of development privileges enjoyed by other properties in the Low
Residential Distdct which are able to take full development potential with normal and reasonable
grading and construction practices; and
f. The Variance will not constitute a grant of special privilege as it accommodates
reasonable and provident use of the land with homes of reasonable size in cenformance with the
density provisions of the district; and
g. Specialized and sophisticated grading and construction methods as well as
intensified landscaping will prevent any detrimental affects to the public health, safety, or welfare.
h. Retaining walls are necessary to lower house pad grades to minimize impact upon
viewshed of existing homes to the north,
3. Based upon the substantial evidence presented to this Commission dudng the above-
referenced public headng and upon the specific findings of facts set forth in paragraphs I and 2
above, this Commission hereby finds and concludes as follows:
a. That strict or literal interpretation and enforcement of the specified regulations
would result in practical difficulty or unnecessary physical hardship inconsistent with the objectives of
the Development Code,
b. That there are excepfional or extraordinary circumstances or conditions applicable
to the property involved or to the intended use of the property that do not apply generally to other
properties in the same district.
c. That sthct or literal interpretation and enforcement of the specified regulation would
depdve the applicant of privileges enjoyed by the owners of other properties in the same district.
d. That the granting of the Vadance will not constitute a grant of special privilege
inconsistent with the limitations on other properties classified in the same district.
e. That the granting of the Variance will not be detrimental to the public health, safety,
or welfare or materially injurious to properties or improvements in the vicinity.
4. Based upon the findings and conclusions set forth in paragraphs 1,2, and 3 above, this
Commission hereby approves the application.
5. The Secretary to this Commission shall certify to the adoption of this Resolufion.
APPROVED AND ADOPTED THIS 24TH DAY OF JANUARY 2001
PLANNING COMMISSION OF THE CITY OF RANCHO CUCAMONGA
PLANNING COMMISSION RESOLUTION NO. 01-10
Page 3
I, Brad Buller, Secretary of the Planning Commission of the City of Rancho Cucamonga, do hereby
certi~ that the foregoing Resolution was duly and regularly introduced, passed, and adopted by the
Planning Commission of the City of Rancho Cucamonga, at a regular meeting of the Planning
Commission held on the 24th day of January 2001, by the following vote-to-wit:
AYES: COMMISSIONERS: MACIAS, MANNERINO, MCNIEL, STEWART
NOES: COMMISSIONERS: TOLSTOY
ABSENT: COMMISSIONERS: NONE
RAN Clio C UCAM O NGA
[]
ENGINEERING DI~PARTFIENT
S'affReport
DATE:
TO:
FROM:
SUBJECT:
March 21,2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William J. O'Neil, City Engineer
Adoption of Modification of Etiwanda/San Sevaine Master Plan of
Drainage and Modification of Drainage Fees
RECOMMENDATION:
Staff recommends the City Council adopt a Resolution modifying the Etiwanda/San
Sevaine Area Master Plan of Drainage Report, and a Resolution establishing updated
drainage improvement fees for development in the Etiwanda/San Sevaine Local
Drainage Area.
BACKGROUND:
Due to the physical characteristics of the Etiwanda area south of the Rte 30 freeway
corridor, extensive drainage improvements have been necessary to allow for the
development of that area to occur. In 1989 the Etiwanda/San Sevaine Area Master
Plan of Drainage Report was adopted to identify those drainage requirements for that
area. As a result of that Master Plan study, drainage fees for Etiwanda were
established at $8,900 per acre.
For welt over 10 years property owners and developers with an interest in the area have
been attempting to form financing mechanisms to fund the necessary drainage
improvements that would permit development to occur. All attempts toward funding the
infrastructure had failed until 1999 when Pacific Communities, a developer in that area,
requested a CFD be formed to assist in the funding of its required drainage
improvements. The formation of the CFD was successful, however, although certain
drainage facilities Pacific Communities constructed did protect its project, the extension
of those facilities provided a benefit to other properties. This "oversizing" of the facilities
is eligible for reimbursement from the Etiwanda drainage fee program. The Subdivision
Map Act does require the developer constructing oversized facilities be reimbursed for
CITY COUNCIL STAFF REPORT
ETIWANDNSAN SEVAINE MASTER PLAN OF DRAINAGE
March 21, 2001
Page 2
this effort. Under the Subdivision Map Act and City Ordinance it is the City's
responsibility to insure there is a mechanism in place to provide for this reimbursement.
Pacific Communities believes the current drainage fee rate of $8,900, established in
1989, does not reflect the current cost of constructing the facilities within this portion of
Etiwanda, and this fee should be increased to reflect those current costs. Keeping the
fee at the lower level restricts the revenue generated and, as such, the funds available
for the oversizing reimbursement.
Pacific Communities requested the City increase that fee. As a result of its review, the
City found the drainage fee should be increased for only that portion of the Etiwanda
area bounded by Base Line Road on the north and Foothill Boulevard on the south.
Staff has determined, based on increases in construction costs since 1989 as well as
modifications to the required infrastructure since that Master Plan adoption, the increase
in the Master Plan fee to a level of $22,700 per net acre is justified. The Master Plan of
Drainage requires this fee be reviewed and adjusted annually by construction costs
changes as reported in the Engineering New Record Index.
This fee would continue to be a condition of development within that area. Existing
residences and business would not be subject to that fee unless those properties were
to redevelop at some future date. The existing drainage fee of $7,800 for the regional
Etiwanda/San Sevaine channel system will remain in effect.
An interim detention basin has been constructed by Pacific Communities in conjunction
with its development. Costs of interim facilities are not eligible for reimbursement by
drainage fees. However, this detention basin will be utilized by other properties as they
develop. Therefore, the City will be administering a developer-to-developer
reimbursement agreement between Pacific Communities and future development
tributary to this basin in the amount of $5,000 per acre. This agreement allows Pacific
Communities to recoup its costs of providing the basin for the other properties.
Respectfully Submitted,
William J. O'Neil
City Engineer
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CITY OF
RANCHO CUCAMONGA
Tr~,~qz Etiwanda Dr;,inaue Area Rnun~
ENGII~.EKING DIVISION
RESOLUTION NO, 01- 0
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, APPROVING
MODIFICATION TO THE ETIWANDA/SAN SEVAINE AREA
MASTER PLAN OF DRAINAGE REPORT
WHEREAS, the City Council of the City ofRancho Cucamonga recognizes that the public,
health and safety requires that adequate flood control and drainage facilities accompany additional
land development; and
WHEREAS, to adequately provide guidance to developers and property owners, in the
EtiwandaJSan Sevaine drainage area the City Council adopted the "Etiwanda/San Sevaine Area
Master Plan of Drainage" on February I, 1989; and
WHEREAS, as development plans change and resulting developer requirements change it
becomes necessary to continually review and adjust said "Etiwanda/San Sevaine Area Master Plan of
Drainage" to best reflect the current relationship between new development, the needed facilities and
the existing infrastructure.
NOW, THEREFORE, the City Council of the City Of Rancho Cucamonga, California,
hereby resolves and approves modification to the "Etiwanda/San Sevaine Area Master Plan of
Drainage" dated March 2001.
MODIFICATION TO THE ETIWANDA/SAN
SEVAINE AREA MASTER PLAN OF DRAINAGE
REPORT
MARCH 2001
I. Background and Purpose of Report
On February 1, 1989, the City adopted the Etiwanda/San Sevaine Area Master Plan of
Drainage Report ("Master Plan"). The purpose of the Master plan was to: (i) identify
regional, master plan, and local drainage facilities which are necessary to serve future
development within the Etiwanda area of the City of Rancho Cucamonga ("City")
tributary to the Etiwanda and San Sevaine creeks, (ii) determine the cost of implementing
the drainage facilities, and (iii) determine a fair and equitable distribution of costs on an
acreage basis so that development fees can be established for this area to adequately fund
such costs. Shortly a~er the adoption of the Master Plan, the City adopted Resolution
No. 89-359 that served to incorporate minor adjustments to the Master Plan and
established a drainage policy to provide more specific guidance to property owners
desiring to develop within such area ("Drainage Policy"). At that time the drainage fee
established for master plan facilities in the upper Etiwanda area was $8,900 per net acre
and this fee has not changed since its inception. Under the Drainage Policy, master plan
fees collected from time-to-time are placed into a single master plan drainage fund.
The purpose of this report is to update the "Etiwanda/San Sevaine Area Master Plan of
Drainage Report" to take into account certain changes that have occurred since that report
was adopted as it relates to master plan drainage facilities within the upper Etiwanda
Area. The area within the artached map (identified as Exhibit A) lies within the southern
portion of the upper Etiwanda area drainage area. For purposes of this Report, the area
within Exhibit A shall be referred to as "Middle Etiwanda". Certain design alternatives
have been implemented under the Master Plan with respect to the Drainage
Improvements that cause such Drainage Improvements to function as a stand-alone
system serve and benefit the area within Middle Etiwanda. As such, it is necessary to
establish a separate benefit area for Middle Etiwanda so as to provide a better matching
of the costs and benefits conferred by the Drainage Improvements.
It is the City's intent that the cost of the Drainage Improvements be shared among the
various beneficiaries of such improvements. This Report determines the appropriate
master plan storm drain fee for Middle Etiwanda based on the cost of the Drainage
Improvements and the area benefiting from such improvements. Government Code
Section 66000 requires that a city establish a reasonable relationship or "nexus" between
a development project or class of development projects, and the public improvements for
which a development impact fee is charged. To meet the requirements of Government
Code Section 66000, the following items must be addressed:
Identify the purpose of the fee;
Identify the use to which the fee will be put;
Determine how there is a reasonable relationship between the fee's use and the type of
development project on which the fee is imposed (i.e., a "type" nexus); and
Determine how there is a reasonable relationship between the need for the public
facility and the type of development project on which the fee is imposed (i.e., a
"burden" nexus). In addition, when a city imposes a fee as a condition of
development approval, it must determine how there is a reasonable relationship
between the amount of the fee and the cost of the public facility or portion of that
facility attributable to the development on which the fee is imposed.
lI. Description of Drainage Improvements and Cost Estimates
The location and reach of the Drainage Improvements are identified in Exhibit A. The
improvements consist of mainline pipe size diameters ranging from 54 inches to 120
inches.
The cost estimates of Drainage Improvements included within this Report (and attached
as Exhibit B) in the amount of $5,260,000 include design costs, engineering, inspection,
right-of-way acquisition, easements, construction costs related to trenching, piping,
bedding, installing and backfilling, contingency, and City administration costs associated
with monitoring and updating this fee program, includinF. but not limited to, trenching
final maps, collecting the fee, and revising the cost estimates to ensure adequacy of this
fee program.
IlI. Area of Benefit
The area of benefit CAOB") related to the Drainage Improvements is identified on a map
in Exhibit A. The assessor parcel numbers and acreage within this AOB are also
enclosed in Exhibit A. The establishment of the AOB is based on the following criteria:
· Storm drain runoff generally flows from noah to south given the topography of the
San Bernardino Mountains and the location of Middle Etiwanda.
Pursuant to the Master Plan, storm drain runoff arising from the northern side of
Middle Etiwanda (or noah of Base Line Road) drains into existing master plan lines
or will drain into future master plan lines to be constructed in this area which in turn
will flow to the Etiwanda channel.
Storm drain runoff arising from the west side of Middle Etiwanda a (or west of
Etiwanda Avenue on the noah side of Interstate 15 and west of Interstate 15 south of
Miller Avenue) naturally flow in a southwesterly direction away from the AOB due
to the topography and grade of this area and drain into existing master plan lines or
will drain into future master plan lines to be constructed within this area.
Storm drain runoff arising from the east side of Middle Etiwanda (or east of East
Avenue) naturally flow in a southeasterly direction away from the AOB and into the
City of Fontana's jurisdictional boundaries.
Storm drain runoff arising from within the Middle Etiwanda will drain into the
Drainage Improvements, which in turn will drain into the regional facilities serving
Etiwanda Channel.
IV. Development within the Area of Benefit
Property within the AOB has development approvals ranging from specific plan
designation to final mapped property. Additionally, the AOB also includes existing
residences and commercial businesses as well as unimproved vacant land. Since the
installation of other Drainage Improvements will serve to protect the land within Middle
Eliwands and its ultimate development (including existing residences and business), it is
reasonable to conclude that the benefits conferred to such land within this area should be
allocated on an acreage bases.
V. Master Plan Drainage Fee Methodolog~
The steps or methodology used to develop the updated master plan drainage fee that will
apply to Middle Etiwanda is as follows:
Step '1: Determine the total construction cost of the Drainage Improvements.
Step 2: Determine the net acreage within Middle Etiwanda by multiplying the
gross acreage per assessor parcel maps by 70%. A net acre is defined as property
exclusive of public streets and public lands.
Step 3: Divide the amount in Step 1 by the total net acreage determined in Step 2
to determine the updated master plan drainage fee that would apply to future
development within Middle Etiwanda.
VI. Recommendations
1. The City of Rancho Cucamonga should adopt this modification to the "Etiwanda/San
Sevaine Area Master Plan of Drainage Report". Existing drainage fees should be
modified by resolution to reflect the modifications presented in this report. In addition,
50% of annual drainage fee revenue derived from this drainage area should be set aside
and made available for reimbursement.
2. The drainage fees in this modification area should be adjusted annually by the
Engineering News Record's (ENR) index for the Los Angeles area.
3. All other requirements and policies previously set forth in the "Etiwanda/San Sevaine
Area Master Plan of Drainage Report" and the "Etiwanda/San Sevaine Area Drainage
Policy" should remain in effect for this modification area. Requirements set forth in this
report shall supersede the "Etiwanda/San Sevaine Area Master Plan of Drainage Report"
adopted in 1989, where applicable for the area of modification.
RESOLUTION NO. D{ ' O 6 7
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ESTABLISHING
UPDATED DRAINAGE IMPROVEMENT FEES (FOR
CALENDAR YEAR 2001) FOR DEVELOPMENT WITHIN THE
ETIWANDA/SAN SEVAINE LOCAL DRAINAGE AREA OF
THE CITY OF RANCHO CUCAMONGA
WHEREAS, the City council of the City of Rancho Cucamonga has adopted Ordinance
No. 402 creating and establishing the authority for imposing and charging an
Etiwanda/San Sevaine Area Drainage Improvement Fee; and
WHEREAS, a master plan of drainage study of the impacts of contemplated future
development on existing public facilities in the Etiwanda/San Sevaine Local Drainage
Area, along with an analysis of the need for new development was conducted, and said
study set forth the relationship between new development, the needed facilities, and the
estimated costs of those improvements. The study, entitled "Etiwanda/San Sevaine Area
Master Plan of Drainage", was prepared by BSI Consultants, Inc., dated February 1989,
and was adopted on February 1, 1989; and
WHEREAS, said study was subsequently modified March 21, 2001, to better reflect the
current relationship between new development, the needed facilities and the existing
infrastructure, and the estimated costs of those improvements; and
WHEREAS, an annual revie~v of the "Etiwanda/San Sevaine Area Master Plan of
Drainage" is required along with the review and adjustment of said drainage
improvement fees; and
WHEREAS, the "Etiwanda/San Sevaine Area Master Plan of Drainage" and subsequent
modifications and the "Etiwanda/San Sevaine Area Drainage Fees Adjustment - March
21, 2001", was available for public inspection and review fourteen (14) days prior to this
public hearing; and
WHEREAS, the City Council finds as follows:
A. The purpose of this fee is to finance drainage facilities to reduce the impacts of
flooding caused by new development, within the "EtiwandaJSan Sevaine Area Master
Plan of Drainage", and subsequent modifications;
B. The drainage fees collected pursuant to this resolution shall be used to finance
only the public facilities described or identified in the "Etiwanda/San Sevaine Area
Master Plan of Drainage", and subsequent modifications;
C. After considering the study and analysis prepared by BSI Consultants, Inc.,
entitled "Etiwanda/San Sevaine Area Master Plan of Drainage", and the testimony
CITY COUNCIL RESOLUTION NO.
ETIWANDA/SAN SEVAINE DRAINAGE FEES
March 21, 2001
Page 2
received at a public hearing on February 1, 1989, the Council approved said study on
February 1, 1989, and after considering subsequent approved modifications to said study,
Council further finds that the new development in the EtiwandaJSan Sevaine Local
Drainage Area will generate additional flood hazards within the impacted areas as
described in said modifications to the "EtiwandaJSan Sevaine Area Master Plan of
Drainage", and will contribute to the degradation of the public health and safety in that
EtiwandajSan Sevaine Local Drainage Area;
D. There is a need in this described impact area for drainage facilities which have not
been constructed or have been constructed, but new development has not contributed its
fair share towards these facility costs and said facilities have been called for or are
consistent with the City's Public Health and Safety Element of its General Plan;
E. The facts and evidence presented establish that there is a reasonable relationship
between the need for the described public facilities and the impacts on development for
which the corresponding fee is charged, and, also there is a reasonable relationship
between the fee's use and the type of development for which the fee is charged, as these
reasonable relationships or nexus are in more detail described in the study and
modification to said study referred to above;
F. The cost estimates set forth in the "Etiwanda/San Sevaine Area Drainage Fees
Adjustment - March 21, 2001" are reasonable cost estimates for constructing these
facilities, and the fees expected to be generated by new development will not exceed the
total of these costs.
NOW, THEREFORE, the City Council of the City of Rancho Cucamonga does hereby
resolve that:
1. Definitions. For purposes of this resolution:
(b)
"Benefit area" is that property which is generally tributary to
that particular drainage facility.
"Net area" is the net of the area of the entire parcel, after
exclusion of the area of all public street and highway rights-of-
way and public lands, with respect to which a Building Permit is
issued.
2. A drainage improvement fee shall be assessed upon approval of a tentative
map, a parcel map, the waiver of a parcel map, director reviews, site approval,
location and development plan, conditional use permit, or the issuance of a
building permit for development in the EtiwandaJSan Sevaine Local Drainage
Area and shall be paid either prior to the recording of a subdivision map, a parcel
map, the waiver of a parcel map or the issuance of a building permit, whichever
occurs first, in the benefit area depicted and described in the "EtiwandaJSan
CITY COUNCIL RESOLUTION NO.
ETIWANDA/SAN SEVAINE DRAINAGE FEES
March 21, 2001
Page 3
Sevaine Area Master Plan of Drainage". When fees are collected upon the
issuance of a building permit, the amount of the fee and the area for which the fee
shall be considered paid shall be determined by the Building Official. When fees
am collected prior to the recording of a final or parcel map, the amount of the fee
and the area for which the fee shall be considered paid shall be determined by the
City Engineer. In either case, the Building Official or the City Engineer shall
determine if the development lies within this benefit area. the type of
development and the corresponding fee to be charged in accordance with this
resolution.
3. Fee. The fee structure shall apply to all development in the benefit area as
identified in the modification to the "Etiwanda/San Sevaine Area Master Plan of
Drainage" adopted March 21, 2001, and shall be based on the following schedule:
Master Plan Fee
Modified Area ...........................................................$22,700 per net acre
All other fees relative to the "Etiwanda/San Sevaine Area Master Plan of
Drainage" remain unchanged.
4. Funds. Fees collected shall be placed into a separate fund designated for
the construction of the applicable drainage facility.
5. Use of Fee. The fee shall be solely used to pay (1) for the described
public facilities to be constructed by the City; (2) for reimbursing the City for the
development's fair share of those capital improvements already constructed by the
City; or (3) to reimburse other developers who have constructed public facilities
described in the "Etiwanda/San Sevaine Area Master Plan of Drainage", where
those facilities were beyond that needed to mitigate the impacts of the other
developers' project or projects.
6. Fee Review. The City Council shall review and adjust this fee to
determine whether the fee amounts are masonably related to the impacts of
developments and whether the described public facilities are still needed. This
fee shall be adjusted on January 1 of each year by the Engineering News Record
Construction Cost Index of January 1 of that year in proportion to a base index of
5771 (Januaryl, 1989). Upon review, the Engineering Department shall report its
findings to the City Council at a noticed public hearing and recommend any
adjustment to this fee or other action as may be needed.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ESTABLISHING
UPDATED DRAINAGE IMPROVEMENT FEES (FOR CALENDAR
YEAR 2001) FOR DEVELOPMENT WITHIN THE ETIWANDA/SAN
SEVAINE LOCAL DRAINAGE AREA OF THE CITY OF RANCHO
CUCAMONGA
WHEREAS, the City Council of the City of Rancho Cucamonga has adopted Ordinance No.
402 creating and establishing the authority for imposing and charging an EtiwandWSan Sevaine Area
Drainage Improvement Fee; and
WHEREAS, a master plan of drainage study of the impacts of contemplated future
development on existing public facilities in the Etiwanda/San Sevaine Local Drainage Area, along
with an analysis of the need for new development was conducted, and said study set forth the
relationship between new development, the needed facilities, and the estimated costs of those
improvements. The study, entitled "EtiwandaJSan Sevaine Area Master Plan of Drainage", was
prepared by BSI Consultants, Inc., is dated February 1989, and was adopted on February 1, 1989;
and
WHEREAS, said study was subsequently modified by the "Middle Etiwanda Modification to
the Etiwanda/San Sevaine Area Master Plan of Drainage", adopted March 21,2001, to better reflect
the current relationship between new development, the needed facilities and the existing
infrastructure, and the estimated costs of those improvements; and
WHEREAS, an annual review of the "Etiwanda/San Sevaine Area Master Plan of Drainage"
is required along with the review and adjustment of said drainage improvement fees; and
WHEREAS, the EtiwandaJSan Sevaine Area Master Plan of Drainage", the "Middle
Etiwanda Modification to the Etiwanda/San Sevaine Area Drainage Fees Adjustment - March 21,
2001 ", was available for public inspection and review fourteen (14) days prior to this public heating;
and
WHEREAS, the City Council finds as follows:
The purpose of this fee is to finance drainage facilities to reduce the impacts of flooding
caused by new development, within the "EtiwandaJSan Sevaine Area Master Plan of
Drainage" and subsequent modifications;
The drainage fees collected pursuant to this resolution shall be used to finance only the
public facilities described or identified in the "EtiwandaJSan Sevaine Area Master Plan
of Drainage", and subsequent modification.
Etiwanda/San Sevaine Area Master Plan of Drainage
March 21, 2001
The City has been requested by a developer to consider the increase in drainage fees in a
certain portion of the Etiwanda area. That area identified in a modification to the
"Etiwanda/San Sevaine Area Master Plan of Drainage Report" encompasses the area
bounded by Base Line Road to the north, Etiwanda Avenue and Interstate 15 to the west,
Foothill Boulevard to the south and East Avenue to the east. This area is referred to as
the Middle Etiwanda area. The following are the results of that review and analysis.
The review and analysis consisted of the following steps.
A review of impact to the areas of Etiwanda outside the Middle Etiwanda area
was performed. This determined whether this modification would add an
additional burden to those outside areas both in terms of an increase in required
facilities and also an increase in the drainage fee - should that drainage fee ever
be adjusted to a current value. Exhibit __ details that review. The result of that
review showed this modification will have a net reduction of over $2.5M in
required infrastructure. However, along with this reduction comes a reduction of
231 net acres (that net acreage within the Middle Etiwanda area - a net acre is that
area exclusive of public rights-of-way). Using the methodology and dollars from
the 1989 report, in effect this modification has no change in the fee amount
calculated.
Facilities in
1989 study
(1989 dollars)
Cost of Facilities $2,0323,450
Net acres 2,271
Cost per net acre $8,949
Remaining Reduction in
facilities cost of
attributed to facilities
outside areas (1989 dollars)
(1989 dollars)
$1,7790,250 $2,533,200
1,988
$8,948
Reduction in
net acres
attributed to
outside areas
(70%)
283
2. The next step was a review of specifically that area within the Middle E~wanda
area. First was an estimate of the master plan drainage facilities within that area.
Using construction costs of the various size pipes and related facilities such as
manholes, catch basins, laterals, etc., design, survey, soils, fees and permits, and
an estimated easement cost, the total cost of the facilities within said boundary
was estimated at $5,260,000 (2001 dollars).
3. Next was a detailed analysis of the net acreage that would be applied to this area.
In the "EtiwandaJSan Sevaine Area Master Plan of Drainage Report" it was
suggested a net factor of 70% of gross acreage be used to arrive at the net acreage.
This was estimated on the Etiwanda and San Sevaine areas as a whole. Based on
1989 projects it was felt this was an overall average of that total area. Certain
areas of the region had extensive public and utility rights-of-way such as
Interstate 15 and Edison corridors. In reviewing the Middle Etiwanda area it was
found due to the extensive freeway corridor through the area as well as the density
of the zoning, a lower net factor would apply. More streets within the area, along
with the freeway and a utility corridor allowed for an overall net factor equal to
57% for the Middle Etiwanda area - this versus an overall net factor of 70% for
all of Etiwanda and San Sevaine.
Finally a cost per net acre was determined by dividing the $5,260,000 by 231.40
net acres (405 gross acres x 57%). This cost per net acre equals $22,731.20 (or
$22,700).
The reasons for the increase from the $8,900 to $22,700 are due both to the reduction in
the net acreage factor from 70% down to 57% and also an increase in the facilities cost
due to inflation over the past 12 years and a general increase in the cost estimate for those
facilities. Because some of the facilities have actually been constructed we were able to
utilize those costs in arriving at a more current estimate. The 1989 estimate for these
facilities was $2.5M. Right-of-Way costs and utility relocation costs totaling
approximately $1M was underestimated in the 1989 report bringing 1989 costs up to
$3.5M. The 1989 report also underestimated the soft costs bringing an estimated
facilities cost approaching $4M. Using an inflation factor of 1.225 (the ENR Index
increase from 1989) brings a 2001 estimate at $4.9M, close to the new $5.2M estimate -
an estimate partially based on actually construction costs.
Summary:
The City has an existing Drainage Policy currently in place. The implementation of the
modified master plan report and fee shall be consistent with the Drainage Policy.
The master plan drainage fee of $8,900 per net acre is updated to $22,700 per net acre.
All other applicable Secondary Regional and Regional fees remain in effect.
The master plan drainage fee of $22,700 per net acre shall be reviewed and increased
annually on January 1 based on the Engineering News Record Index for Los Angeles.
The City may periodically review the adequacy of the master plan drainage fee
established in this and other adopted reports, which would include, but not necessarily be
limited to, changes in the cost of drainage improvements and applicable benefit areas.
Existing residences and businesses within South Etiwanda are not subject to the master
plan drainage fee unless such parcels meet the fee requirement set forth in the
"Etiwanda/San Sevaine Area Master Plan of Drainage Report" and/or subsequent
modifications to said report.
The City shall establish a separate fund designated as "Middle Etiwanda Master Plan
Drainage Fund" to budget and account for monies collected in association with this fee.
RA NC H O CU CA MONGA
REDEVELOPMENT AGENCY
St3ffRe rt
DATE: March 21, 2001
TO:
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM:
Linda D. Daniels, Redevelopment Director
BY:
Cathy D. Wahlstrom, Redevelopment Analyst
SUBJECT:
APPROVAL OF RESOLUTIONS AUTHORIZING A JOINT EXERCISE OF
POWERS AGREEMENT WITH THE CALIFORNIA STATEWIDE
COMMUNITIES DEVELOPMENT AUTHORITY (CSCDA); AND
APPROVING THE ISSUANCE OF MULTIFAMILY HOUSING REVENUE
BONDS BY CSCDA FOR HERITAGE POINTE SENIOR HOUSING
RECOMMENDATION
Approve attached resolutions approving, authorizing and directing execution of an
amendment and restated Joint Exercise of Powers agreement relating to CSCDA; and
approving the issuance of housing revenue bonds by CSCDA for Heritage Pointe Senior
Housing.
ANALYSIS
On February 7th 2001, the Redevelopment Agency approved an affordable housing
agreement between Southern California Housing Development Corporation (SCHDC)
for the development of Heritage Pointe, a 49- unit affordable senior housing project on
Malvern Avenue in the City of Rancho Cucamonga. The project's financing plan
includes tax credits, bond proceeds and private mortgage funds.
The attached resolutions authorize the Agency to apply for membership of CSCDA and
approves CSCDA to issue bonds for the development of Heritage Pointe Senior
Housing. The CSCDA is a Joint Exercise of Powers Authority established in 1988 and
authorized to assist in the financing of multi-family housing facilities. The financing
proposed includes the issuance of housing revenue bonds by the CSCDA in an amount
not to exceed$4M. Neither the City nor the Agency incurs any obligation for the debt,
but under federal tax rules, the City must approve the financing. The developer,
SCHDC, will be the obligee of the bond debt and all costs of issuance. Redevelopment
TEFRA
Page 2 of 2
housing funds, pledged to SCHDC in a 1994 agreement, as amended, will be used to
pay the annual debt service on the bonds (an annual amount not to exceed $400,000).
No additional appropriations are proposed for this project.
The City is required to conduct a TEFRA (Tax and Equity Fiscal Responsibility Act)
public hearing on the proposed bond financing. Therefore, although the CSCDA will be
the issuer of the tax-exempt revenue bonds for the borrower, the financing cannot
proceed without the City, as the governmental entity having jurisdiction over the site,
approving CSCDA's issuance of indebtedness.
Approving the financing at this time will provide SCHDC the opportunity to receive an
allocation of private activity bonds in 2001. Approving the financing is not an approval
of the project and does not diminish the Agency's discretion with respect to other
required approvals for the project itself,
Respectfully submitted,
Linda Daniels, Redevelopment Director
Cw/SoCal/jpa.sr. doc
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RESOLUTION NO. O l' D(a 8
RESOLUTION APPROVING, AUTHORIZING AND DIRECTING
EXECUTION OF AN AMENDED AND RESTATED JOINT EXERCISE OF
POWERS AGREEMENT RELATING TO THE CALIFORNIA
STATEWIDE COMMUNITIES DEVELOPMENT AUTHORITY
WHEREAS, the City of Rancho Cucamonga, California (the "City"), has
expressed an interest in participating in the economic development fmancing programs (the
"Programs") in conjunction with the parties to that certain Amended and Restated Joint Exercise
of Powers Agreement Relating to the California Statewide Communities Development Authority,
dated as of June 1, 1988 (the "Agreement"); and
and
WHEREAS, there is now before this City Council the form of the Agreement;
WHEREAS, the City proposes to participate in the Programs and desires that
certain projects to be located within the City be financed pursuant to the Programs and it is in the
public interest and for the public benefit that the City do so; and
WHEREAS, the Agreement has been filed with the City, and the members of the
City Council of the City, with the assistance of its staff, have reviewed said document;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF Rancho Cucamonga AS FOLLOWS:
Section 1. The Agreement is hereby approved and the Mayor or the City
Manager or designee thereof is hereby authorized and directed to execute said document, with
such changes, insertions and omissions as may be approved by said Mayor or City Manager, and
the City Clerk or such Clerk' s designee is hereby authorized and directed to affix the City 's seal
to said document and to attest thereto.
Section 2. The Mayor, the City Manager, the City Clerk and all other proper
officers and officials of the City are hereby authorized and directed to execute such other
agreements, documents and certificates, and to perform such other acts and deeds, as may be
necessary or convenient to effect the purposes of this Resolution and the transactions herein
authorized.
DOCSSFl:510275.1
Section 3. The City Clerk of the City shall forward a certified copy of this
Resolution and an originally executed Agreement to:
Ana Marie del Rio, Esq.
Orrick, Herrington & Sutcliffe LLP
Old Federal Reserve Bank Building
400 Sansome Street
San Francisco, California 94111
Section 4. This resolution shall take effect immediately upon its passage.
ADOPTED by the City Council of the City of Rancho Cucamonga at a regular
meeting of said Council held on the 21st day of Mamh, 2001, by the following vote:
AYES:
NOES:
ABSENT:
ATTEST:
Mayor
City Clerk
DOCSSFI:510275.1 2
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA APPROVING THE ISSUANCE OF MULTIFAMILY
HOUSING REVENUE BONDS BY THE CALIFORNIA STATEWIDE
COMMUNITIES DEVELOPMENT AUTHORITY FOR HERITAGE
POINTE SENIOR HOUSING
WHEREAS, the California Statewide Communities Development Authority (the
"Authority") is authorized pursuant to the provisions of California Government Code
Section 6500 et seq. and the terms of an Amended and Restated Joint Exercise of Powers
Agreement, dated as of June 1, 1988 (the "Agreement"), among certain local agencies
throughout the State of California, including the City of Rancho Cucamonga (the "City"), to
issue revenue bonds in accordance with Chapter 7 of Part 5 of Division 31 of the California
Health and Safety Code for the purpose of financing multifamily rental housing projects; and
WHEREAS, Malvern Housing Parmers, LP (collectively, with any related entity,
the "Borrower") has requested that the Authority issue multifamily housing revenues bonds in an
aggregate principal amount not to exceed $4,000,000 (the "Bonds") for the purpose of providing
f'mancing for the acquisition, construction and development of an approximately 49-unit senior
residential rental project located at Malvern Avenue and Salina Street in Rancho Cucamonga,
California and generally known as Heritage Pointe Senior Housing; and
WHEREAS, the Bonds or a portion thereof will be "private activity bonds" for
purposes of the Internal Revenue Code of 1986 (the "Code"); and
WHEREAS, pursuant to Section 147(f) of the Code, prior to their issuance,
private activity bonds are required to be approved by the "applicable elected representative" of
the governmental units on whose behalf such bonds are expected to be issued and by a
governmental unit having jurisdiction over the entire area in which any facility financed by such
bonds is to be located, after a public hearing held following reasonable public notice; and
WHEREAS, the members of this City Council (this "Council") are the applicable
elected representatives of the City; and
WHEREAS, there has been published, at least 14 days prior to the date hereof, in
a newspaper of general circulation within the City, a notice that a public hearing regarding the
Bonds would be held on the date hereof; and
WHEREAS, such public hearing was conducted on said date by the City Council,
at which time an opportunity was provided to interested parties to present arguments both for and
against the issuance of the Bonds; and
DOCSSFl:510275.1
WHEREAS, it is intended that this resolution shall constitute the approval of the
issuance of the Bonds required by Section 147(f) of the Code and Section 9 of the Agreement;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF Rancho Cucamonga AS FOLLOWS:
Section 1. The above recitals are true and correct.
Section 2. The Council hereby approves the issuance of the Bonds by the
Authority. It is the purpose and intent of the Council that this resolution constitute approval of
the Bonds for the purposes of (a)Section 147(f) of the Code by the applicable elected
representative of the governmental unit having jurisdiction over the area in which the project is
located, in accordance with said Section 147(f), and Co) Section 9 of the Agreement.
Section 3. The officers of the City are hereby authorized and directed, jointly
and severally, to do any and all things and to execute and deliver any and all documents that they
deem necessary or advisable in order to carry out, give effect to and comply with the terms and
intent of this resolution and the fmancing approved hereby.
Section 4. The City Clerk of the City shall forward a certified copy of this
Resolution and a copy of the affidavit of publication of the hearing notice to:
Ana Marie del Rio, Esq.
Orrick, Herrington & Sutcliffe LLP
Old Federal Reserve Bank Building
400 Sansome Street
San Francisco, California 94111
Section 5. This resolution shall take effect immediately upon its passage.
DOCSSFl:510275.1
2
ADOPTED by the City Council of the City of Rancho Cucamonga at a regular
meeting of said Council held on the 21st day of March, 2001, by the following vote:
AYES:
NOES:
ABSENT:
ATTEST:
Mayor
CityClerk
DOCSSFl:510275.1 3
RANCHO
COMMUNITY
C U CA M O N GA
~EI~VICES
Staff Report
TO:
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM:
Kevin McArdle, Community Services Director
Joe O'Neil, City Engineer
BY:
DATE:
SUBJECT:
Karen McGuire-Emery, Senior Park Planner
Paula Pachon, Management Analyst III
March 21,2001
Parks, Recreation Facilities and Community Services Update
BACKGROUND
In accordance with the City's Council's request to become more informed about park and
recreation facility issues, programs, projects and events, this report is provided to highlight
pertinent issues, projects and programs occurring in both the Community Services Department
and the Park Design/Development and Maintenance Sections of Engineering.
A. PARKS AND FACILITIES UPDATE
La Mission Park:
The park site construction has been delayed by the rain.
West Beryl Park:
· Installed five transient protection boards to protect against irrigation controller damage
caused by electrical surge.
Church Street Park:
· Rain is continuing to cause a delay in the soccer field renovation.
Sports Complex:
All batting practice equipment was checked and repaired for the California Angels workout.
The workouts went well and everyone was impressed with the facility. In fact, the Angels
now want to hold additional workouts at the Epicenter.
CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21,2001
B. COMMUNITY SERVICES UPDATE
Seniors:
A St. Patrick's Day Celebration was held at the Senior Center on Friday, March 16th. This
special day for the 'wearin' of the green' included favorite Irish songs and dances performed
by the Gypsy Ensemble as well as delicious refreshments.
The next meeting of the Senior Advisory Committee will be held on March 24, 2001 at 9:00
a.m. at the Senior Center. The Committee continues to work on obtaining funding for a new
Senior Center for our community. Two members of the Committee recently accompanied a
City delegation to meet with our State legislators in Sacramento to present the need for a
new Senior Center.
The 12th Annual Golden Follies Talent Showcase will be held on March 31st starting at 2:00
p.m. at the Montclair Senior Citizen Center. This senior talent show features individuals and
groups representing the cities of Chino, Montclair, Ontario, Rancho Cucamonga and Upland
performing song, dance, instrumental and novelty acts. The Center's Line Dance Class and
a singing duet will represent our City at the event. Tickets for the showcase are now on sale
at the Senior Center for $2.00 per ticket.
The 7th Annual Senior Fine Art Show will be held at the Senior Center on Saturday, April 7th
from 10:00 a.m. until 5:00 p.m. This is a non-juried art competition featuring high quality
oil/acrylic, watercolor/pastel, mixed media, sculpture, photography and graphite.
Participation in the show is open to all seniors age 50 and over. The show includes art
works, demonstrations, refreshments and entertainment.
Join us at the Senior Center on Thursday, April 19th at 10:00 a.m. for our annual Spring Fling
special event. The festivities will include musical entertainment, refreshment and fun and
games. This event will be co-sponsored by the VIP Club.
A 4-week seminar on How to Add 30 Years to Your Life is currently being offered at the
Senior Center. The series will conclude on March 29th. Noted behavioralist and humorist, Dr.
Bill Abersold, is conducting these valuable presentations.
The Center's popular Line Dance Class has added another weekly session beginning in
March, This brings the number of line dancing classes offered each week at the Center to
three.
The Center's Hospitality Dinners continue to be offered on Wednesday evenings each
month. Newcomers to the Center receive a free pizza dinner and learn about the programs
and services provided at the Senior Center. In addition, the dinner provides an opportunity
for seniors to meet staff and make new friends. Pizzas are provided compliments of Papa
John's Pizza.
· New sensors were installed in the front lobby doom at the Senior Center allowing for a more
convenient, safe, automatic opening of the doom.
-2-
CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21, 2001
· The VIP Club recently purchased a new lectern for the Senior Center.
The VIP Club will hold their annual Parking Lot Sale at the Senior Center on Saturday, April
18TM from 7:00-11:00 a.m. Lots of bargains and hidden treasurers can be found at this sale.
This is a fundrasing event for the VIP Club.
Human Services:
A unique Gas Pumping Program to assist seniors 60 and over was introduced by the Senior
Advisory Committee at nine Rancho Cucamonga service stations a year ago. Sinca its
inception, the program has been administered through the Senior Center with over 200
seniors participating.
AARP Tax PreDarers will be available to assist seniors and low-income residents of Rancho
Cucamonga prepare their tax returns. This year appointments will be available on both
Mondays and Fridays. This service will be available through April 13th.
The County of San Bernardino, Department of Public Health is presenting a free 6-week
workshop on Living a Healthy Life and Managing Your Health. The presentations will be
provided through April 6th,
· The Arthritis Foundation is sponsoring a free 7-week lecture on Fibromyalgia. The series
will conclude on April 3rd.
Trips and Tours:
Carlsbad Flower Field, April 14, 2001. Nestled high on a hillside overlooking the Pacific
Ocean, the flower fields at Carlsbad Rancho bloom annually into a 50-acre rainbow of bright
ranunculus flowers. Participants can stroll leisurely through the fields, shop, or mine for
gemstones. This trip has something for everyone. (Seats still available.)
Balboa Park and Old Town San Diego, April 21,2001. Enjoy as many as 12 museums and
some of the most beautiful gardens in Southern California. After visiting the museums
participants will visit Old Town San Diego to enjoy the sights, shop and have lunch (on your
own). Cost is $26 per person. Trip departs at 8:00 a.m. and returns at 6:00 p.m. (Seats still
available. )
Bell Gardens and Bates Nut Farm, May 5, 2001. Join us as we tour a 115-acre working
farm and enjoy a hayride. After visiting the farm participants will then go to Bates Nut Farm
for shopping. (Seats still available.)
Strawbern/Festival, May 19, 2001. What better way to spend a May afternoon than at the
Strawberry Festival in Oxnard. Enjoy fabulous food, wine, arts and crafts, fantastic musical
entertainment and of course, strawberries prepared every way you can imagine. Cost is
$28 per person. Trip departs at 9:30 a.m. and returns at 6:00 p.m.
°3-
CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21, 2001
Newport Harbor Cruise, June 23, 2001. Join us for a cruise of beautiful Newport Harbor and
have lunch the Tale of the Whale Restaurant. Cost is $45 per person. Trip departs at 10:15
a.m. and returns at 4:00 p.m. (Seats still available.)
Volunteer Services:
The Citywide Volunteer Recognition Program will be held on April 29th at 2:00 p.m. at the
Ontario Doubletree Hotel. Staff is involved in arranging numerous details of the event.
· The table below summarizes Departmental volunteer usage for the month of January 2001.
MONTH: January 2001
YEARTO DATE
# #
Volunteers # of Hours $ Value* Volunteers # of Hours $ Value*
Admin 5 10 $140 5 10 $140
Sports 66 353 $4,942 66 353 $4,942
Senior a 51 213 $2,982 51 213 $2,982
Services
Special 7 14 $196 7 14 $196
Events
Youth 15 85 $1,190 15 85 $1,190
Programs
144 675 $9,450 144 675 $9,450
*Dollar value based on $14.00 per hour.
Teens:
The teen Valentine Dance took place on February 16th at Lions West Community Center.
The event provided an evening to remember for youngsters in 6th through 10th grade.
Students from Cucamonga Middle School planned and decorated for the dance. Over 200
teens attended the fun-filled evening.
The homework study room located in the RC Family Sports Center will open on March 5th.
The room has 2 computers with Internet access available for teens to be able to do research
and complete homework assignments.
Youth Activities:
The new Mobile Recreation program, dubbed Fun on the Run, is scheduled to start in late
March. Staff for the program is in the final stages of being hired, supplies are being ordered
and outside touches to the mobile trailer are being completed. Once the Library Bookmobile
-4-
CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21, 2001
is ready for service in mid-April, the Mobile Recreation program will join the Library in
bringing exciting new programs to the community.
Grants:
The Youth Enrichment Services (YES) grant staff will be implementing along with the
Playschool instructors the grant's safety curriculums. The Rancho Cucamonga Fire District
staff will train and assist Playschool instructors in implementing their Risk Watch Safety
program that consists of curriculum in fire safety, poison control, safety belts, helmets and
drowning safety. Information pertaining to these components of the curriculum will also be
provided to the participant's parents.
The grant is nearing completion of the first resource center, located at the Mulberry
Center. Staff is currently purchasing resource material, computers, software and
furnishings for the Mulberry site. Staff is also working with Library staff to finalize their
services for the resource center.
The Teen Connection grant agreement has been signed between the Office of San
Bernardino County Superintendent of Schools and the City. Staff is currently recruiting
personnel for the grant. Final planning by staff to implement the program into the high
schools is near completion.
· Staff is in the process of preparing the final report for the Kids Plate grant.
The Grapevine:
· The spring 2001 issue of The Grapevine was disseminated to residents at the beginning of
March. This issued featured the upcoming Mobile Recreation program on the cover.
Youth Sports:
· The table below summarizes youth sports activities for the reporting period:
Track &Field 200 6-15/boys &girls N/A
Basketball Camp 60 6-13/boys & girls N/A
Roller Hockey 198 6-15/boys &girls 23
Basketball 950 6-15/boys &girls 122
IVMMA Basketball 160 8-1 O/boys 16
SCMAF Basketball 120 8-1 O/boys 12
Pee Wee Basketball 264 3-5/boys & girls 22
Pee Wee Soccer 360 3-5/boys & girls 36
Track Meet 300 5-15/boys &girls N/A
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CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21, 2001
Non-Profit Sports Organizations:
Bi-annually, the Community Services Department, through the Sports Advisory Committee
allocates sport fields for non-profit organized youth sport leagues throughout the City. For
the period of February/March 2001, 419 teams; 72,840 participants; and 81,756 spectators
were accommodated through this process.
RC Family Sports Center:
Activities at the Sports Center for the reporting period are summarized in the table below:
Basketball 120 Adult/Males 10
3-on-3 Basketball 35 Adult/Males 7
Racquetball 12 Adult/Males N/A
The table below provides drop-in/open play participation at the Center for the reporting
period:
Adult Basketball 1,014
Youth Basketball 1,289
Adult Racquetball 454
Youth Racquetball 66
Adult Volleyball 74
Youth Volleyball 36
Adult Sports:
The table below summarizes adult sports activities for the reporting period:
".,::
Softball 2, 144 Adult/Males 134
Flag Football 244 Adult/Males 14
Soccer 688 Adult Males &Females 43
Tennis 38 Adult Males &Females N/A
The table below summarizes the number of softball tournaments at the Rancho Cucamonga
Epicenter and Sports Complex between February-July, 2001:
February 3
March 5
April 4
May 4
June 5
July 4
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CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21, 2001
The Sports Advisory Committee will meet next on April 11th at 7:00 p.m. at the Civic Center.
Field request materials for the 2001 FallNVinter (August l-January 31) season are due at
this meeting.
Community Wide Special Events:
The Special Events Division and the Youth Division within the Department are working with
the County of San Bernardino on their 2® Annual Family Celebration that will take place on
March 31st at Guasti Park from 9:00 a.m. until 3:00 p.m. The County will be providing free
entertainment, food, games and information for parents and their children. Our Department
will be providing one of the informational booths, promoting the various programs offered
through the City.
. Although there were no City wide sponsored special events scheduled during the reporting
period, programming for our spring/summer events is currently underway. These events
include: Kids Fest (April 14th), Cinco de Mayo (May 5th), 4th Of July Fireworks Spectacular
(July 4th), Movies and Concerts in the Park (July-August). This year's line-up of community
wide special events looks like an exciting one!
The Kids Fest spring celebration will be held on April 14th from 10:00 a.m. until 2:00 p.m. at
Red Hill Community Park. This year's celebration will feature a great fun zone, game booths
with prizes, crafts, a visit from Peter Cotton Tail and a free bag of candy for all children in
attendance.
Performing Arts:
A professional youth theater production of Annie will be offered for youngsters ages 8-18
this summer. A call for auditions has been set for June 16th at 10:00 a.m. at the Alta Loma
High School Theater. Individuals cast in the show will pay a $50 participation fee to be a part
of this exciting event.
Park Facilities:
· The table below provides information on park reservations for the month of March through
mid-April 2001:
Red Hill 845 7 Resident 7 32.5
Community Park 0 Non-Resident
Heritage Community 300 3 Resident 3 15
Park 0 Non-Resident
Hermosa Park 130 4 Resident 4 19
0 Non-Resident
Coyote Canyon Park 50 1 Resident 1 5
0 Non-Resident
Civic Center 300 I Resident I 9
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CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21,2001
Courtyard 0 Non-Resident
Red Hill 1,345 3 Resident 3 12
Amphitheater 0 Non-Resident
Total 2,970 19 Resident 19 92.5
Heritage Park Equestrian Center:
· Equestrian Center usage for the months of March/April 2001 is shown in the table below:
March 8th
March 10th
March 11 th
March 18th
Alta Loma Riding Club
Little League
Alta Loma Riding Club
Rising Stars of Equestrian
Therapy
4-H March 19th
Alta Loma Riding Club March 20th
Citizen Patrol March 24th
Alta Loma Riding Club April 5th
Rising Stars of Equestrian April 7th
Therapy
4-H April 16th
Board Meeting/7pm-10pm
Opening Day/7am-3pm
Play Day Horse Show/Sam-5pm
Dressage Show/8am-5pm
General Meeting/7pm-9pm
General Meeting/Tpm-10pro
Training/8am-5pm
Board Meeting/7pm-10pro
Easter Play Day/Sam-5pm
General Meeting/7pm-9pm
Park and Recreation Commission:
The following items were discussed at the Commission's February 15, 2001 meeting:
City Council updates.
Update and establishment of future agenda items for the Senior Advisory Committee.
Update and establishment of future agenda items for the Spods Advisory Committee.
Consideration and discussion regarding waiver of the March 15, 2001, Park and
Recreation Commission meeting.
Discussion regarding possible uses of Fund 20 budget for Fiscal Year 2001-2002,
> Review of Senior Center brochure.
Commission Sub-Committee Reports: o.*. General Plan Update
**** Community Foundation
*:. Trails, Sports and Senior Advisory Committees.
· The March 15, 2001 Commission meeting was cancelled to allow Commission members
and staff the opportunity to attend the annual CPRS Conference in Sacramento.
Rancho Cucamonga Community Foundation:
· The following items were discussed at the Foundation's February 13, 2001 meeting:
Sub-Committee Reports:
o;. Grant Programs
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CITY COUNCIL
PARKS, RECREATION FACILITIES AND COMMUNITY SERVICES UPDATE
MARCH 21,2001
***o Possible Funding Sources.
Discussion regarding the Community Foundation's 2001 Gala to be held on
November 3, 2001.
Discussion regarding preliminary plans for a Community Foundation workshop.
Review of Board Member recruitment brochure.
· The following items were discussed at the Foundation's March 13, 2001 meeting:
Request for donation in the amount of $150 from the Etiwanda Historical Society for a
Mother's Day Tea to be held on May 5, 2001, at the Chaffey Garcia House.
Consideration of providing sponsorship funding for the Community Services
Department's production of Annie.
Discussion concerning the Founder's Gala to be held on November 3, 2001.
Community Services Director
Joe O'Neil
City Engineer
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RANCHO
CUCAMONGA
Staff Report
DATE:
TO:
FROM:
BY:
SUBJECT:
March 21,2001
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
William Jo O'Neil, City Engineer
Jon A. Gillespie, Traffic Engineer
APPROVE THE PURCHASE AND APPROPRIATE FUNDS FOR THE PURCHASE
OF BATTERY BACK-UP POWER UNITS FOR 94 TRAFFIC SIGNALS TO BE
FUNDED FROM ACCOUNT NOS. 1001303-5300 AND 101303-5603
RECOMMENDATION:
It is recommended that the City Council authorize an appropriation in the amount of $535,000, to be
funded from Account Nos. 1001303-5300 and 101303-5603, and direct staff to replace the red
incandescent signal lamps with LED type lamps at 69 intersections, and approve the installation of
battery back-up power units at 94 City owned and maintained traffic signals.
BACKGROUND/ANALYSIS:
Whenever there is a power outage, either planed or unplanned, the affected traffic signals cease to
operate. This results in a "blacked-out" condition. This blacked-out signal condition is covered by
the California Vehicle Code, which requires all drivers to treat blacked-out signals as all-way stops.
However, many drivers do not know this law, or simply choose to ignore the law. Also, if the power
outage occurs after dark, the presence of a blacked-out traffic signal may not be readily apparent to
a driver. When these power outages occur during regular working hours, they divert Police and City
crews away from their primary responsibilities.
In response to this situation, staff recommends that the City purchase and install battery back-up
power units. In order for battery back-up power units to work, the signals must be equipped with
LED type signal lamps. A typical incandescent lamp for a 12-inch diameter red signal light requires
150 watts of power. However, an LED type signal lamp requires only 15 watts of power. LED type
lamps are required when using battery back-up power since they use less power than incandescent
type lamps.
CITY COUNCIL STAFF REPORT
RE: THE PURCHASE OF BATTERY BACK-UP POWER UNITS FOR 94 TRAFFIC SIGNALS
March 21, 2001
Page 2
The City is currently responsible for the maintenance of 94 traffic signals. (This does not include the
30 State owned and maintained traffic signals on Foothill Boulevard and 19~h Street.) Of these 94
City maintained traffic signals, 25 have been equipped with LED lamps for the red signals, and 69
have incandescent type lamps. (The 69 signals with incandescent lamps are older signals. Newer
signals are equipped with LED technology). The 69 traffic signals with incandescent type lamps will
need to be upgraded with LED type lamps. Each intersection has between 12 to 16 vehicle
indications, and the cost to upgrade each vehicle indication is $100. Therefore, the cost to upgrade
69 intersections with LED type lamps is $110, 400. The cost to install battery back-up power is
approximately $4,000 per intersection. Therefore, the total project cost to upgrade 69 intersections
with LED lamps and to install battery back-up power at 94 signals, plus 10% contingency is
$535,000.
Based on City staffs research, we have determined the following regarding battery back-up power
systems for traffic signals:
Battery back-up power systems for traffic signals is a new technology. The first battery back-up
power systems were installed about 4 years ago, and many improvements have been made
since these first units were installed.
2. Theirs airs only 4 widely known manufacturers of battery back-up power systems.
Only two companies manufacture units that will operate in red flash or full operation. These two
companies are Clary Corporation and Myers. The other two companies will only operate signals
in red flash, and cannot be upgraded to full operation.
4. All of the manufacturers systems are designed to fit into an existing signal cabinet.
m
Traffic signals equipped with battery power back-up units will be able to flash red for up to 6 to 8
hours during electrical blackouts. Since the rolling power outages are planned to last for only 60
to 90 minutes, the battery back-up systems will allow for continuous traffic control, and improved
traffic safety.
City staff recommends that the City purchase the battery back-up power units directly from the
manufacturer in order to avoid any cost mark ups, and to insure that the warranty is entered into
directly with the manufacturer. The contract for the installation of the battery back-up power
equipment will be awarded based on the competitive bidding process.
7. The demand for battery back-up power systems is rising rapidly in California, and will likely
result in a shortage of these units in the near term.
CITY COUNCIL STAFF REPORT
RE: THE PURCHASE OF BATTERY BACK-UP POWER UNITS FOR 94 TRAFFIC SIGNALS
March 21,2001
Page 3
CONCLUSION:
Based on the information obtained by staff, Clary Corporation has the most reliable and
technologically advanced battery back-up power system. Their proprietary batteries have been
designed for military use, and have been thoreughly field tested. The Clary units have also been
appreved for use by Caltrans. Another important factor is the flexibility of the system to operate in
either red flash or full traffic actuated operation. In the future, the City may decide to convert the
yellow, green and pedestrian indications at all City owned and maintained signals with LED lamps.
Then, only the Clary battery back-up power units will allow the City to operate traffic signals in full
traffic actuated operation during power outages~ City staff is recommending the purchase of Clary
battery back-up power units based on the company's reputation for reliability, the operational
flexibility, and the long term experience of Clary in providing battery power systems for the United
States Military.
Based on our present level of knowledge regarding currently available products, we recommend the
purchase and installation of the Clary battery back-up power units. The Ctary units include a 2 year
warranty, and have an expected life on 5 years. The actual life of the batteries depends on the
number of times that the batteries are required to provide back-up power, and the load. The Clary
battery systems automatically recharge after the power comes back on. In addition, the City will
assume the maintenance obligations necessary to keep the units in good working order.
Respectfully submitted,
Wi~Ne~il~Z~ (~
City Engineer