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Home My WebLink About2024/09/17 - Adjourned Regular Meeting Agenda PacketCITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 1 Mayor L. Dennis Michael Mayor Pro Tem Lynne B. Kennedy Members of the City Council: Ryan A. Hutchison Kristine D. Scott Ashley Stickler CITY OF RANCHO CUCAMONGA ADJOURNED REGULAR MEETING AGENDA September 17, 2024 10500 Civic Center Drive Rancho Cucamonga, CA 91730 FIRE PROTECTION DISTRICT BOARD – CITY COUNCIL HOUSING SUCCESSOR AGENCY- SUCCESSOR AGENCY – PUBLIC FINANCE AUTHORITY CLOSED SESSION ADJOURNED REGULAR MEETINGS TAPIA CONFERENCE ROOM COUNCIL CHAMBERS 4:30 P.M. 7:00 P.M. The City Council meets regularly on the first and third Wednesday of the month at 7:00 p.m. in the Council Chambers located at 10500 Civic Center Drive. It is the intent to conclude the meeting by 10:00 p.m. unless extended by the concurrence of the City Council. Agendas, minutes, and recordings of meetings can be found at https://www.cityofrc.us/your-government/city-council-agendas or by contacting the City Clerk Services Department at 909-774-2023. Live Broadcast available on Channel 3 (RCTV-3). For City Council Rules of Decorum refer to Resolution No. 2023-086. Any documents distributed to a majority of the City Council regarding any item on this agenda after distribution of the agenda packet will be made available in the City Clerk Services Department during normal business hours at City Hall located at 10500 Civic Center Drive, Rancho Cucamonga, CA 91730. In addition, such documents will be posted on the City’s website at https://www.cityofrc.us/your-government/city-council-agendas. CLOSED SESSION – 4:30 P.M. TAPIA CONFERENCE ROOM ROLL CALL: Mayor Michael Mayor Pro Tem Kennedy Council Members Hutchison, Scott and Stickler A.ANNOUNCEMENT OF CLOSED SESSION ITEM(S) B.PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S) C.CITY MANAGER ANNOUNCEMENTS CITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 2 D. CONDUCT OF CLOSED SESSION D1. CONFERENCE WITH LABOR NEGOTIATORS JENIFER PHILLIPS, DIRECTOR OF HUMAN RESOURCES, MATT BURRIS, DEPUTY CITY MANAGER/ECONOMIC AND COMMUNITY DEVELOPMENT AND JULIE SOWLES, DEPUTY CITY MANAGER/CIVIC AND CULTURAL SERVICES; PER GOVERNMENT CODE SECTION 54954.2 REGARDING LABOR NEGOTIATIONS WITH THE RANCHO CUCAMONGA CITY EMPLOYEES’ ASSOCIATION (RCCEA). (CITY) D2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PER GOVERNMENT CODE SECTION 54957 (TITLE: CITY MANAGER) E. RECESS CITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 3 ADJOURNED REGULAR MEETING – 7:00 P.M. COUNCIL CHAMBERS PLEDGE OF ALLEGIANCE ROLL CALL: Mayor Michael Mayor Pro Tem Kennedy Council Members Hutchison, Scott and Stickler A.AMENDMENTS TO THE AGENDA B.ANNOUNCEMENTS / PRESENTATIONS B1. Presentation of a Proclamation Declaring September 2024 as Senior Center Month. B2. Presentation of a Proclamation to the Church of Jesus Christ of Latter-Day Saints Declaring September 14, 2024 as National Day of Service. B3. Announcement of the Rancho Cucamonga Fire Protection District Joining the San Bernardino County’s Rescue Task Force Team 6. C.PUBLIC COMMUNICATIONS This is the time and place for the general public to address the Fire Protection District, Housing Successor Agency, Successor Agency, Public Financing Authority Board, and City Council on any item listed or not listed on the agenda. State law prohibits us from addressing any issue not on the Agenda. Testimony may be received and referred to staff or scheduled for a future meeting. Comments are to be limited to three (3) minutes per individual. All communications are to be addressed directly to the Fire Board, Agencies, Successor Agency, Authority Board, or City Council not to the members of the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and speaker, disorderly or boisterous conduct that disturbs, disrupts, or otherwise impedes the orderly conduct of the meeting. For more information, refer to the City Council Rules of Decorum and Order (Resolution No. 2023-086) located in the back of the Council Chambers. The public communications period will not exceed one hour prior to the commencement of the business portion of the agenda. During this one hour period, all those who wish to speak on a topic contained in the business portion of the agenda will be given priority, and no further speaker cards for these business items (with the exception of public hearing items) will be accepted once the business portion of the agenda commences. Any other public communications which have not concluded during this one hour period may resume after the regular business portion of the agenda has been completed. --- --- --- CITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 4 CONSENT CALENDARS: The following Consent Calendar items are expected to be routine and noncontroversial. They will be acted upon without discussion unless an item is removed by Council Member for discussion. Members of the City Council also sit as the Fire Board, Housing Successor Agency, Successor Agency, and Public Finance Authority and may act on the consent calendar for those bodies as part of a single motion with the City Council consent calendar. D.CONSENT CALENDAR D1. Consideration of Meeting Minutes for Regular Meetings of September 4, 2024. D2. Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,400,641.96 and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California Gas Company) in the Total Amount of $5,399,838.12 Dated August 26, 2024 Through September 10, 2024. (CITY/FIRE) D3. Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern California Gas Company in the Total Amount of $12,454.54 Dated August 26, 2024, Through September 10, 2024. (CITY/FIRE) D4. Consideration of an Appropriation in the Amount of $120,000 from the Animal Center Impact Fee (125) for the Animal Center’s Office Reconfiguration Project. (CITY) D5. Consideration of Composition Purchase Agreement with Tony Lucca and Keaton Simons for Commission and Professional Production of an Original Song in an Amount Not to Exceed $25,000. (CITY) D6. Consideration to Accept the Pedestrian and Bicycle Safety Program Grant Revenue in the Amount of $200,000, Funded by the National Highway Traffic Safety Administration (NHSTA) and Administered by the California Office of Traffic Safety (OTS) for Federal Fiscal Year 2025; and Authorization to Appropriate $200,000 From the Federal Grant Fund (Fund 275) for Approved Grant Expenses. (CITY) D7. Consideration to Approve Professional Services Agreements for Network Support from Triden Group and Sidepath Inc., not to Exceed the Amount of $150,000. (CITY) D8. Consideration of a Professional Services Agreement with the Rancho Cucamonga Chamber of Commerce for Economic Development Services in the Amount of $60,000. (CITY) D9. Consideration of Amendment No. 14 to the Agreement with Pacific Utility Installation, Inc. (CO19-085) in the Amount of $130,000 for Electrical Cabling and Preventative Security Measures and Appropriations Totaling $209,780 from the Municipal Utility Fund. (CITY) D10. Consideration of a Resolution Adopting the Measure I Five-Year Capital Projects Needs Analysis Covering Fiscal Years 2025/26 Through 2029/30. (RESOLUTION NO. 2024-092) (CITY) D11. Consideration of Resolution Authorizing the Attestation of Veracity for the Rancho Cucamonga Municipal Utility 2023 Power Source Disclosure Annual Report and Power Content Label. (RESOLUTION NO. 2024-093) (CITY) D12. Consideration to Approve a Resolution Adopting an Amendment to the Rancho Cucamonga Management Association Salary Schedule for Fiscal Year 2024-2025. (Resolution No. 2024-094); and, Consideration to Approve a Resolution Adopting a Side Letter Agreement Between the City of Rancho Cucamonga and the Executive Management Group. (RESOLUTION NO. 2024-094 AND RESOLUTION NO. 2024-095) (CITY) E.CONSENT CALENDAR ORDINANCE(S) - SECOND READING/ADOPTION 6 12 36 38 40 47 50 70 91 93 104 112 CITY COUNCIL VISION STATEMENT “Our Vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.” Page 5 F.ADMINISTRATIVE HEARING ITEM(S) F1. Discussion and Action to Introduce, Waive Reading of, and Adopt by a Four-fifths Vote, Interim Urgency Ordinance No. 1030, to be Read by Title Only, and Waive Further Reading, Prohibiting Home Experience Sharing Uses, and Declaring the Urgency Thereof, and Adopting Finding Pursuant to the California Environmental Quality Act (CEQA) in Connection Therewith. (INTERIM URGENCY ORDINANCE NO. 1030) (CITY) G.ADVERTISED PUBLIC HEARINGS ITEM(S) - CITY/FIRE DISTRICT H.CITY MANAGER'S STAFF REPORT(S) H1. Consideration to Receive and File the Economic Development Strategy Annual Progress Report for 2023. (CITY) I.COUNCIL BUSINESS I1. COUNCIL ANNOUNCEMENTS (Comments to be limited to three minutes per Council Member.) I2. INTERAGENCY UPDATES (Update by the City Council to the community on the meetings that were attended.) J.CITY ATTORNEY ITEMS K.IDENTIFICATION OF ITEMS FOR NEXT MEETING L.ADJOURNMENT CERTIFICATION I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda was posted at least seventy-two (72) hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California and on the City's website. LINDA A. TROYAN, MMC CITY CLERK SERVICES DIRECTOR If you need special assistance or accommodations to participate in this meeting, please contact the City Clerk's office at (909) 774-2023. Notification of 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired. 119 126 The time when a person is closest to perfection National Senior Center Month Rancho Cucamonga Fire District Joins San Bernardino County’s Rescue Task Force Team 6 EARTHQUAKES HURRICANES TYPHOONS MUDSLI DES FLOODS DAM FAI LURES HAZARDOUS MATERI ALS TERRORISM California Regional Urban Search and Rescue (US&R) The California Regional Urban Search and Rescue (US&R) involves the location, rescue (extrication), and initial medical stabilization of victims trapped in confined spaces. Structural collapse is most often the cause of victims being trapped, but victims may also be trapped in transportation accidents, mines and collapsed trenches. Urban search and rescue is considered a “multi-hazard” dis cipline , as it may be needed for a variety of emergencies or disasters, including: CA RESCUE TASKFORCE On 6/11/24 the San Bernardino County Board of Supervisors approved the MOA for Chino, Ontario, and Rancho Cucamonga, San Bernardino County Fire Departments to form an Office of Emergency Services CA -RTF-6. The California Regional Urban Search and Rescue Task Forces are teams of individuals comprised of firefighters, engineers, medical professionals, Haz Mat Technicians/Specialists, canine/handler teams and emergency managers with highly specialized training in urban search and rescue environments, and which serve as a resource for disaster response at local and state levels. Rancho Cucamonga Fire District’s Requirements & Expectations The current agreement with San Bernardino County states RCFD will onboard six Urban Search and Rescue members to join CA-RTF -6. Internal interviews have already been held and we have selected our six members to represent the Rancho Cucamonga Fire District. Rescue Task Force Team 6 Details TEAMS 30 Personnel Required for Deployement betrween the four cooperating agencies Participate in four mandatory quarterly drills RTF6 will be the 13 th te am in California Self -Sufficient for 24 Hours (San Bernardino County will supply equipment & PPE) BENEFITS Implementing an CA -RTF -6 in our region will allow for our members to be deployed to significant incidents throughout the state, gaining valuable experience. If a local disaster were to occur in our operational area or within the City of Ranc ho Cuc amonga, the s e individuals will be we ll e quippe d to fill the leadership roles and responsibilities required. CA-RTF -6 strengthens our entire operational area through training and e quipme nt available in our re gion. QUESTIONS? *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 1 of 6 September 4, 2024 CITY OF RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR AGENCY, PUBLIC FINANCE AUTHORITY AND CITY COUNCIL REGULAR MEETINGS MINUTES The City Council of the City of Rancho Cucamonga held a Closed Session on Wednesday, September 4, 2024, in the Tapia Conference Room at the Civic Center, 10500 Civic Center Drive, Rancho Cucamonga, California. Mayor Pro Tem Kennedy called the meeting to order at 5:00 PM. Present were Council Members: Ryan Hutchison, Kristine Scott, Ashley Stickler and Mayor Pro Tem Lynne Kennedy. Absent: Mayor L. Dennis Michael. Also present were: John Gillison, City Manager; Elisa Cox, Assistant City Manager; Nicholas Ghirelli, City Attorney; Matt Burris, Deputy City Manager/Economic and Community Development and Julie Sowles, Deputy City Manager/Civic and Cultural Services. A. ANNOUNCEMENT OF CLOSED SESSION ITEM(S) B. PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S) C. CITY MANAGER ANNOUNCEMENTS D. CONDUCT OF CLOSED SESSION D1. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION PURSUANT TO PARAGRAPH (1) OF SUBDIVISION (D) OF SECTION 54956.9, NAME OF CASE: LUIS CETINA V. STEPHANIE SHEA, SAN BERNARDINO COUNTY REGISTRAR OF VOTERS; JANICE REYNOLDS, RANCHO CUCAMONGA CITY CLERK, SAN BERNARDINO SUPERIOR COURT CASE NO. CIVRS 2400698. (CITY) D2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION 54956.8 FOR A UTILITY EASEMENT GENERALLY LOCATED WITHIN THE PUBLIC RIGHT-OF-WAY OF ROCHESTER AVENUE BETWEEN 8TH STREET AND JERSEY BOULEVARD, JERSEY BOULEVARD BETWEEN ROCHESTER AVENUE AND WHITE OAK AVENUE, AND WHITE OAK AVENUE SOUTH OF JERSEY BOULEVARD; NEGOTIATING PARTIES: JOHN GILLISON, CITY MANAGER, REPRESENTING THE CITY OF RANCHO CUCAMONGA; SARAH WATERSON, PRESIDENT, REPRESENTING DESERTXPRESS ENTERPRISES, LLC, DBA BRIGHTLINE WEST; AND JENNIFER FARLEY, SENIOR SPECIALIST, REAL ESTATE AND FACILITIES, REPRESENTING SOUTHERN CALIFORNIA EDISON; UNDER NEGOTIATION: PRICE AND TERMS OF PAYMENT. (CITY) D3. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION PURSUANT TO PARAGRAPH (1) OF SUBDIVISION (D) OF GOVERNMENT CODE SECTION 54956.9; NAME OF CASE: CITY OF RANCHO CUCAMONGA V. DR LANDMARK, INC.; POWER MEDIC TECHNOLOGIES, INC.; HOFER PROPERTIES, LLC; AND DOES 1 THROUGH 5 INCLUSIVE, SBSC CASE NO. CIVDS 1904713. (CITY) E. RECESS The closed session recessed at 6:09 p.m. Page 6 *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 2 of 6 REGULAR MEETING – 7:00 PM CALL TO ORDER – COUNCIL CHAMBERS The Regular meetings of the Rancho Cucamonga Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority, and the City of Rancho Cucamonga City Council were held on September 04, 2024, in the Council Chambers at City Hall, located at 10500 Civic Center Drive, Rancho Cucamonga, California. Mayor Pro Tem Kennedy called the meeting to order at 7:00 PM. Present were Council Members: Ryan Hutchison, Kristine Scott, Ashley Stickler and Mayor Pro Tem Lynne Kennedy. Absent: Mayor L. Dennis Michael. Also present were: John Gillison, City Manager; Nicholas Ghirelli, City Attorney; and Linda A. Troyan, MMC, City Clerk Services Director. Mayor Pro Tem Kennedy announced that due to technical difficulties there would be no live streaming or video display and roll call votes would be conducted by the City Clerk for all action items on the agenda. Council Member Hutchison led the Pledge of Allegiance. A. AMENDMENTS TO THE AGENDA City Clerk Services Director Troyan announced there were no amendments to the agenda. Council Member Stickler announced she will pull item D7 from the Consent Calendar for discussion. B. ANNOUNCEMENTS / PRESENTATIONS None. C. PUBLIC COMMUNICATIONS Daniel Gulbranson, resident of Big Bear Lake, spoke about politics, corruption in Big Bear Lake, School Districts, the Federal Government and provided related articles. Phillip E. Walker spoke about a short film named Hapless Revenge, the importance of observing Juneteenth as a holiday and invited the Mayor and City Council to attend an upcoming Indigenous Film Retreat on October 14, 2024. D. CONSENT CALENDAR Mayor Pro Tem Kennedy announced Council Member Stickler requested item D7 be pulled for discussion. D1. Consideration of Meeting Minutes for Regular Meetings of August 21, 2024. D2. Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,435,416.10 and City and Fire District Weekly Check Registers (No Checks Issued to Southern California Gas Company) in the Total Amount of $13,205,840.86 Dated August 12, 2024, Through August 25, 2024. (CITY/FIRE) D3. Consideration to Approve a Single-Source Procurement and Execute a Contract with ASSI Security for the Purchase of Equipment and Phase II of the Security Access Control Page 7 *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 3 of 6 System Upgrade Project at Various City and Fire District Facilities in an Amount Not to Exceed $466,294 and Appropriate $62,100 from the Fire Protection Capital Fund Balance. (CITY/FIRE) D4. Consideration to Approve a Single-Source Procurement of Traffic Signal Cabinets, Controllers, and Related Equipment from Econolite Control Products of Anaheim, California, in an Amount Not to Exceed $330,830 for Fiscal Year 2024/25. (CITY) D5. Consideration to Approve an Agreement for Backup Cloud Services from Amazon Web Services, Inc. Not to Exceed the Amount of $137,000. (CITY) D6. Consideration to Approve an Amendment to a Special Services Agreement between the City of Rancho Cucamonga and Liebert Cassidy Whitmore, a Professional Law Corporation. (CITY) D7. Consideration to Determine the Almond Street Extension Project is Categorically Exempt Under the California Environmental Quality Act (CEQA) per Section 15168 – Program Environmental Impact Report (EIR), Section 15301 – Existing Facilities, and Section 15303 – New Construction or Conversion of Small Structures. (CITY) (PULLED FOR DISCUSSION) D8. Consideration of a Resolution Waiving the Collection of Certain Inspection, Permit, and Special Services Fees for Fiscal Year 2024-25. (RESOLUTION NO. FD 2024-023) (FIRE) D9. Consideration to Order the Annexation to Landscape Maintenance District No. 1 Related to Case No. DRC2023-00055 (Project), Located at 7153 Amethyst Avenue. This Project Has Been Determined by Staff to Be Exempt from the California Environment Quality Act (CEQA) Pursuant to CEQA Guidelines Section 15303 and 15305, New Construction or Conversion of Small Structures and Minor Alterations in Land Use Limitations. (RESOLUTION NO. 2024-091) (CITY) D10. Consideration to Receive and File the Summary of the Public Safety Response to 2023 Holiday Lights Display and Consideration of a Resolution Temporarily Closing Portions of Thoroughbred and Jennet Streets, West of Sapphire Street and East of Turquoise Avenue, and a Portion of Turquoise Avenue Between Jennet and Thoroughbred Streets, to Pedestrian Traffic During the Area’s 2024 Holiday Light Display. (RESOLUTION NO. 2024- 090) (CITY) MOTION: Moved by Council Member Scott, seconded by Council Member Stickler, to approve Consent Calendar Items D1 through D10, excluding item D7, which was pulled for discussion. Motion carried 4-0-1. Absent: Mayor Michael. Page 8 *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 4 of 6 D7. Consideration to Determine the Almond Street Extension Project is Categorically Exempt Under the California Environmental Quality Act (CEQA) per Section 15168 – Program Environmental Impact Report (EIR), Section 15301 – Existing Facilities, and Section 15303 – New Construction or Conversion of Small Structures. (CITY) City Manager Gillison introduced Mike McCliman, Fire Chief, and Jason Welday, City Engineer, who provided a verbal report for item D7. A PowerPoint consisting of two slides was provided to the City Council and made available to the public. Fire Chief McCliman provided the background stating that the project goes back to the original General Plan of the City and an evacuation study is included in the most recent General Plan. He noted the Fire District has identified the project area to be adjacent to a very high Fire Hazard zone in the Emergency Operations Plan, the Wildlife Mitigation Plan and in the Community Wildland Protection Plan. Chief McCliman affirmed that the only intent that the Fire District has is to try to create something that they believe is a safe thoroughfare for emergency vehicles and also an evacuation route for residents. He noted that the Fire District cares about the citizens that live in that community, and want to provide the most effective and safe means for them to get out of the area in case of an emergency. City Engineer Welday outlined previous General Plan maps pictured in the PowerPoint slides and noted that although staff has been planning for decades, staff is currently working on the CEQA process, the environmental process and once they get past this process, then they will go into design. Lastly, he informed staff’s intent is to make sure that they have all the information they need and at this point in time, it is to make sure that the design addresses the needs both environmentally as well as operationally for the Fire District and Police Department. Council Member Stickler thanked Fire Chief McCliman and City Engineer Welday and requested residents be given an opportunity to share their concerns through a community meeting before the design phase. Fire Chief McCliman clarified that the intent is to make sure the design works for everyone and will welcome community input at future community meetings. Council discussion ensued on community outreach, evacuation assessments, access points for emergency vehicles, number of residents affected in the area, emergency response times and public safety. MOTION: Moved by Council Member Stickler, seconded by Council Member Hutchison, to approve item D7, approving the Almond Street Extension Project is categorically exempt under the California Environmental Quality Act (CEQA) per Section 15168 – Program Environmental Impact Report (EIR), Section 15301 – Existing Facilities, and Section 15303 – New Construction or Conversion of Small Structures. Motion carried 4-0-1. Absent: Mayor Michael. E. CONSENT CALENDAR ORDINANCE(S) - SECOND READING/ADOPTION None. F. ADMINISTRATIVE HEARING ITEM(S) None. Page 9 *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 5 of 6 G. ADVERTISED PUBLIC HEARINGS ITEM(S) - CITY/FIRE DISTRICT Mayor Pro Tem Kennedy announced items G1 through G3 would be heard and acted upon concurrently. G1. Public Hearing to Approve the Community Development Block Grant (CDBG) Program Year 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER). (CITY) G2. Public Hearing to Approve the Draft Substantial Amendment to the 2020 -2021, 2022-2023, and 2024-2025 Annual Action Plans for the Community Development Block Grant (CDBG) Program. (CITY) G3. Public Hearing to Approve the Draft Amendment to the Citizen Participation Plan (CPP) for the Community Development Block (CDBG) Program. (CITY) City Manager Gillison introduced Flavio Nunez, Management Analyst II, who provided a verbal report for items G1 through G3. Mayor Pro Tem Kennedy opened the Public Hearings for items G1 through G3. There were no public communications. Mayor Pro Tem Kennedy closed the Public Hearings. MOTION: Moved by Council Member Stickler, seconded by Council Member Scott, to approve Staff’s recommendation for items G1: to approve the Community Development Block Grant (CDBG) Program Year 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER); G2: to approve the Draft Substantial Amendment to the 2020-2021, 2022-2023, and 2024-2025 Annual Action Plans for the Community Development Block Grant (CDBG) Program and G3: to approve the Draft Amendment to the Citizen Participation Plan (CPP) for the Community Development Block (CDBG) Program. Motion carried 4-0-1. Absent: Mayor Michael. H. CITY MANAGER'S STAFF REPORT(S) None. I. COUNCIL BUSINESS I1. COUNCIL ANNOUNCEMENTS None. I2. INTERAGENCY UPDATES None. J. CITY ATTORNEY ITEMS City Attorney Ghirelli announced that Council Member Stickler recused herself for item D1 of the Closed Session as she is a party in the lawsuit and that there was no reportable action taken during Closed Session held earlier that evening. Page 10 *DRAFT* September 4, 2024 | Fire Protection District, Housing Successor Agency, Successor Agency, Public Finance Authority and City Council Regular Meetings Minutes City of Rancho Cucamonga | Page 6 of 6 K. IDENTIFICATION OF ITEMS FOR NEXT MEETING None. L. ADJOURNMENT – Adjourned to Tuesday, September 17, 2024, at 7:00 p.m. Mayor Pro Tem Kennedy adjourned the meeting at 7:36 p.m. to Tuesday, September 17, 2024, at 7:00 p.m. Approved: Linda A. Troyan, MMC City Clerk Services Director Page 11 DATE:September 17, 2024 TO:Mayor and Members of the City Council President and Members of the Board of Directors FROM:John R. Gillison, City Manager INITIATED BY:Tori Roberts, Interim Finance Director Veronica Lopez, Accounts Payable Supervisor SUBJECT:Consideration to Approve City and Fire District Bi-Weekly Payroll in the Total Amount of $2,400,641.96 and City and Fire District Weekly Check Registers (Excluding Checks Issued to Southern California Gas Company) in the Total Amount of $5,399,838.12 Dated August 26, 2024 Through September 10, 2024. (CITY/FIRE) RECOMMENDATION: Staff recommends City Council/Board of Directors of the Fire Protection District approve payment of demands as presented. Bi-weekly payroll is $1,286,448.77 and $1,114,193.19 for the City and the Fire District, respectively. Weekly check register amounts are $4,783,311.00 and $616,527.12 for the City and the Fire District, respectively. BACKGROUND: N/A ANALYSIS: N/A FISCAL IMPACT: Adequate budgeted funds are available for the payment of demands per the attached listing. COUNCIL MISSION / VISION / GOAL(S) ADDRESSED: N/A ATTACHMENTS: Attachment 1 - Weekly Check Register Page 12 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 1 of 23 Company: City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Successor Agency to the Redevelopment Agency of the City of Rancho Cucamonga Payment Date On or After: 08/26/2024 Payment Date On or Before: 09/10/2024 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Ccs Orange County Janitorial Inc: 08/28/2024 City of Rancho Cucamonga 447303 08/28/2024 Ccs Orange County Janitorial Inc 7,290.30 0 7,290.30 Supplier Payment: The Sign Shop: 08/28/2024 City of Rancho Cucamonga 447373 08/28/2024 The Sign Shop 409.45 0 409.45 Supplier Payment: Mission Reprographics: 08/28/2024 City of Rancho Cucamonga 447338 08/28/2024 Mission Reprographics 341.14 0 341.14 Supplier Payment: Scott Dreier: 08/28/2024 City of Rancho Cucamonga 447360 08/28/2024 Scott Dreier 1,440.00 0 1,440.00 Supplier Payment: Westrux International Inc: 08/28/2024 City of Rancho Cucamonga 447389 08/28/2024 Westrux International Inc 42.77 0 42.77 Supplier Payment: Alta Vista Mobile Home Park: 08/28/2024 City of Rancho Cucamonga 447278 08/28/2024 Alta Vista Mobile Home Park 288.60 0 288.60 Supplier Payment: Occupational Health Centers Of Ca: 08/28/2024 City of Rancho Cucamonga 447346 08/28/2024 Occupational Health Centers Of Ca 4,365.00 0 4,365.00 Supplier Payment: Scott Johnson: 08/28/2024 City of Rancho Cucamonga 447361 08/28/2024 Scott Johnson 740.00 0 740.00 Supplier Payment: Burrtec Waste Industries Inc: 08/28/2024 City of Rancho Cucamonga 447294 08/28/2024 Burrtec Waste Industries Inc 5,472.40 0 5,472.40 Supplier Payment: Barbara'S Answering Service: 08/28/2024 City of Rancho Cucamonga 447284 08/28/2024 Barbara'S Answering Service 552.00 0 552.00 Supplier Payment: Little Bear Productions: 08/28/2024 City of Rancho Cucamonga 447332 08/28/2024 Little Bear Productions 4,200.00 0 4,200.00 Supplier Payment: Calif Department Of Transportation: 08/28/2024 City of Rancho Cucamonga 447296 08/28/2024 Calif Department Of Transportation 13,611.54 0 13,611.54 Supplier Payment: National Cng & Fleet Service: 08/28/2024 City of Rancho Cucamonga 447343 08/28/2024 National Cng & Fleet Service 1,500.00 0 1,500.00 Supplier Payment: Gonzalez Party & Event Rentals Inc: 08/28/2024 City of Rancho Cucamonga 447316 08/28/2024 Gonzalez Party & Event Rentals Inc 550.00 0 550.00 Supplier Payment: Diamond Environmental Services: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Diamond Environmental Services 1,132.22 0 1,132.22 Supplier Payment: K-K Woodworking: 08/28/2024 City of Rancho Cucamonga 447329 08/28/2024 K-K Woodworking 21.53 0 21.53 Supplier Payment: Boot Barn Inc: 08/28/2024 City of Rancho Cucamonga 447289 08/28/2024 Boot Barn Inc 8,448.28 0 8,448.28 ATTACHMENT 1 Page 13 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 2 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Vulcan Materials Company: 08/28/2024 City of Rancho Cucamonga 447386 08/28/2024 Vulcan Materials Company 468.67 0 468.67 Supplier Payment: Mmasc: 08/28/2024 City of Rancho Cucamonga 447339 08/28/2024 Mmasc 550.00 0 550.00 Supplier Payment: Damon Marks Llc: 08/28/2024 City of Rancho Cucamonga 447310 08/28/2024 Damon Marks Llc 4,250.00 0 4,250.00 Supplier Payment: Bibliotheca Llc: 08/28/2024 City of Rancho Cucamonga 447286 08/28/2024 Bibliotheca Llc 15,504.00 0 15,504.00 Supplier Payment: Cameron-Daniel Pc: 08/28/2024 City of Rancho Cucamonga 447301 08/28/2024 Cameron-Daniel Pc 2,646.35 0 2,646.35 Supplier Payment: Hr Green Pacific Inc: 08/28/2024 City of Rancho Cucamonga 447324 08/28/2024 Hr Green Pacific Inc 1,622.32 0 1,622.32 Supplier Payment: Backflow Parts Usa: 08/28/2024 City of Rancho Cucamonga 447283 08/28/2024 Backflow Parts Usa 4,182.46 0 4,182.46 Supplier Payment: Brightly Software Inc: 08/28/2024 City of Rancho Cucamonga 447292 08/28/2024 Brightly Software Inc 1,689.00 0 1,689.00 Supplier Payment: Musicland: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Musicland 693.00 0 693.00 Supplier Payment: Calif City Management Foundation: 08/28/2024 City of Rancho Cucamonga 447295 08/28/2024 Calif City Management Foundation 400.00 0 400.00 Supplier Payment: Data Ticket Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Data Ticket Inc 4,324.58 0 4,324.58 Supplier Payment: Magellan Advisors Llc: 08/28/2024 City of Rancho Cucamonga 447333 08/28/2024 Magellan Advisors Llc 4,000.00 0 4,000.00 Supplier Payment: Airgas Usa Llc: 08/28/2024 Rancho Cucamonga Fire Protection District 447274 08/28/2024 Airgas Usa Llc 0 754.21 754.21 Supplier Payment: Vortex Industries Llc: 08/28/2024 City of Rancho Cucamonga 447385 08/28/2024 Vortex Industries Llc 1,910.00 0 1,910.00 Supplier Payment: Psa Print Group: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Psa Print Group 48.50 0 48.50 Supplier Payment: Victor Medical Company: 08/28/2024 City of Rancho Cucamonga 447383 08/28/2024 Victor Medical Company 515.12 0 515.12 Supplier Payment: Onward Engineering: 08/28/2024 City of Rancho Cucamonga 447348 08/28/2024 Onward Engineering 3,575.00 0 3,575.00 Supplier Payment: Vista Paint: 08/28/2024 City of Rancho Cucamonga 447384 08/28/2024 Vista Paint 193.95 0 193.95 Supplier Payment: Airgas Usa Llc: 08/28/2024 City of Rancho Cucamonga 447273 08/28/2024 Airgas Usa Llc 1,534.33 0 1,534.33 Page 14 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 3 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Calif Intergovernmental Risk Authority: 08/28/2024 Rancho Cucamonga Fire Protection District 447298 08/28/2024 Calif Intergovernmental Risk Authority 0 48,338.91 48,338.91 Supplier Payment: Cummins Sales & Service: 08/28/2024 Rancho Cucamonga Fire Protection District 447309 08/28/2024 Cummins Sales & Service 0 1,062.99 1,062.99 Supplier Payment: Rancho Cucamonga Chamber Of Commerce: 08/28/2024 City of Rancho Cucamonga 447354 08/28/2024 Rancho Cucamonga Chamber Of Commerce 20.00 0 20.00 Supplier Payment: Laishan Mui Ito: 08/28/2024 City of Rancho Cucamonga 447330 08/28/2024 Laishan Mui Ito 1,425.80 0 1,425.80 Supplier Payment: Red Wing Business Advantage Account: 08/28/2024 City of Rancho Cucamonga 447357 08/28/2024 Red Wing Business Advantage Account 3,261.57 0 3,261.57 Supplier Payment: Graybar Electric Company Inc: 08/28/2024 City of Rancho Cucamonga 447320 08/28/2024 Graybar Electric Company Inc 8,392.50 0 8,392.50 Supplier Payment: Bound Tree Medical Llc: 08/28/2024 Rancho Cucamonga Fire Protection District 447290 08/28/2024 Bound Tree Medical Llc 0 206.46 206.46 Supplier Payment: Robert Wollenzier: 08/28/2024 City of Rancho Cucamonga 447359 08/28/2024 Robert Wollenzier 1,500.00 0 1,500.00 Supplier Payment: Kinetic Lighting Inc: 08/28/2024 City of Rancho Cucamonga 447328 08/28/2024 Kinetic Lighting Inc 255.12 0 255.12 Supplier Payment: Odp Business Solutions Llc: 08/28/2024 City of Rancho Cucamonga 447347 08/28/2024 Odp Business Solutions Llc 724.30 0 724.30 Supplier Payment: Amg & Associates Inc: 08/28/2024 Rancho Cucamonga Fire Protection District 08/28/2024 Amg & Associates Inc 0 61,664.79 61,664.79 Supplier Payment: Toro Towing: 08/28/2024 City of Rancho Cucamonga 447376 08/28/2024 Toro Towing 500.00 0 500.00 Supplier Payment: Mesa Energy Systems Inc: 08/28/2024 City of Rancho Cucamonga 447336 08/28/2024 Mesa Energy Systems Inc 21,970.34 0 21,970.34 Supplier Payment: Best Outdoor Power Inland Llc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Best Outdoor Power Inland Llc 849.92 0 849.92 Supplier Payment: Pacific Utility Installation Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Pacific Utility Installation Inc 81,834.48 0 81,834.48 Supplier Payment: Municipal Equipment Maintenance Association: 08/28/2024 City of Rancho Cucamonga 447340 08/28/2024 Municipal Equipment Maintenance Association 275.00 0 275.00 Supplier Payment: Brinks Incorporated: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Brinks Incorporated 906.33 0 906.33 Page 15 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 4 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Precision Aerial Services Inc: 08/28/2024 City of Rancho Cucamonga 447352 08/28/2024 Precision Aerial Services Inc 4,827.83 0 4,827.83 Supplier Payment: Mwi Animal Health: 08/28/2024 City of Rancho Cucamonga 447341 08/28/2024 Mwi Animal Health 1,843.70 0 1,843.70 Supplier Payment: Experian: 08/28/2024 City of Rancho Cucamonga 447314 08/28/2024 Experian 100.00 0 100.00 Supplier Payment: Winzer Corporation: 08/28/2024 Rancho Cucamonga Fire Protection District 447392 08/28/2024 Winzer Corporation 0 1,344.90 1,344.90 Supplier Payment: Casa Volante Estates: 08/28/2024 City of Rancho Cucamonga 447302 08/28/2024 Casa Volante Estates 400.00 0 400.00 Supplier Payment: Raul'S Auto Trim Inc: 08/28/2024 City of Rancho Cucamonga 447356 08/28/2024 Raul'S Auto Trim Inc 575.00 0 575.00 Supplier Payment: Occupational Health Centers Of Ca: 08/28/2024 Rancho Cucamonga Fire Protection District 447345 08/28/2024 Occupational Health Centers Of Ca 0 349.39 349.39 Supplier Payment: Department Of Justice: 08/28/2024 City of Rancho Cucamonga 447311 08/28/2024 Department Of Justice 2,422.00 0 2,422.00 Supplier Payment: Nearmap Us Inc: 08/28/2024 City of Rancho Cucamonga 447344 08/28/2024 Nearmap Us Inc 28,970.00 0 28,970.00 Supplier Payment: Calif Underground Fac Safe Excavation Board: 08/28/2024 City of Rancho Cucamonga 447299 08/28/2024 Calif Underground Fac Safe Excavation Board 56.32 0 56.32 Supplier Payment: Husky Boy Corporation: 08/28/2024 City of Rancho Cucamonga 447325 08/28/2024 Husky Boy Corporation 2,800.00 0 2,800.00 Supplier Payment: Mariposa Landscapes Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Mariposa Landscapes Inc 19,387.63 0 19,387.63 Supplier Payment: Velocity Truck Centers: 08/28/2024 Rancho Cucamonga Fire Protection District 447378 08/28/2024 Velocity Truck Centers 0 89.09 89.09 Supplier Payment: Confire Jpa: 08/28/2024 Rancho Cucamonga Fire Protection District 08/28/2024 Confire Jpa 0 273,238.95 273,238.95 Supplier Payment: Grainger: 08/28/2024 City of Rancho Cucamonga 447318 08/28/2024 Grainger 80.14 0 80.14 Supplier Payment: Assi Security: 08/28/2024 Rancho Cucamonga Fire Protection District 08/28/2024 Assi Security 0 16,915.00 16,915.00 Page 16 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 5 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Esi Acquisition Inc: 08/28/2024 Rancho Cucamonga Fire Protection District 447313 08/28/2024 Esi Acquisition Inc 0 29,200.50 29,200.50 Supplier Payment: Aufbau Corporation: 08/28/2024 City of Rancho Cucamonga 447281 08/28/2024 Aufbau Corporation 16,931.00 0 16,931.00 Supplier Payment: Champion Fire Systems Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Champion Fire Systems Inc 2,814.38 0 2,814.38 Supplier Payment: Ventek International: 08/28/2024 City of Rancho Cucamonga 447379 08/28/2024 Ventek International 2,070.00 0 2,070.00 Supplier Payment: Mcfadden-Dale Hardware: 08/28/2024 City of Rancho Cucamonga 447335 08/28/2024 Mcfadden-Dale Hardware 793.44 0 793.44 Supplier Payment: Alta Rancho Pet & Bird Hospital: 08/28/2024 City of Rancho Cucamonga 447277 08/28/2024 Alta Rancho Pet & Bird Hospital 200.00 0 200.00 Supplier Payment: Alta Laguna Mobile Home Park - Ca Llc: 08/28/2024 City of Rancho Cucamonga 447276 08/28/2024 Alta Laguna Mobile Home Park - Ca Llc 400.00 0 400.00 Supplier Payment: Shoeteria Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Shoeteria Inc 706.19 0 706.19 Supplier Payment: Southern California Assoc Of Governments: 08/28/2024 City of Rancho Cucamonga 447367 08/28/2024 Southern California Assoc Of Governments 23,519.00 0 23,519.00 Supplier Payment: Waxie Sanitary Supply: 08/28/2024 City of Rancho Cucamonga 447387 08/28/2024 Waxie Sanitary Supply 348.95 0 348.95 Supplier Payment: Merrimac Petroleum Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Merrimac Petroleum Inc 33,095.08 0 33,095.08 Supplier Payment: Delta Dental Of California: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Delta Dental Of California 97,765.41 0 97,765.41 Supplier Payment: Brodart Co: 08/28/2024 City of Rancho Cucamonga 447293 08/28/2024 Brodart Co 5,652.60 0 5,652.60 Supplier Payment: Bmc Software Inc: 08/28/2024 City of Rancho Cucamonga 447287 08/28/2024 Bmc Software Inc 17,186.88 0 17,186.88 Supplier Payment: Dawson Productions Llc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Dawson Productions Llc 7,812.50 0 7,812.50 Supplier Payment: Autolift Services Inc: 08/28/2024 City of Rancho Cucamonga 447282 08/28/2024 Autolift Services Inc 487.50 0 487.50 Supplier Payment: Cucamonga Valley Water District: 08/28/2024 City of Rancho Cucamonga 447308 08/28/2024 Cucamonga Valley Water District 4,481.23 0 4,481.23 Supplier Payment: Verizon Business: 08/28/2024 City of Rancho Cucamonga 447381 08/28/2024 Verizon Business 6,274.25 0 6,274.25 Supplier Payment: Liebert Cassidy Whitmore: 08/28/2024 City of Rancho Cucamonga 447331 08/28/2024 Liebert Cassidy Whitmore 124.50 0 124.50 Supplier Payment: Hometown America - Ramona Villa Mhp: 08/28/2024 City of Rancho Cucamonga 447323 08/28/2024 Hometown America - Ramona Villa Mhp 300.00 0 300.00 Page 17 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 6 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Allstar Fire Equipment Inc: 08/28/2024 Rancho Cucamonga Fire Protection District 08/28/2024 Allstar Fire Equipment Inc 0 23,467.95 23,467.95 Supplier Payment: Victoria Animal Hospital: 08/28/2024 City of Rancho Cucamonga 447382 08/28/2024 Victoria Animal Hospital 400.00 0 400.00 Supplier Payment: Brightview Landscape Services Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Brightview Landscape Services Inc 24,741.31 0 24,741.31 Supplier Payment: Terra Vista Animal Hospital: 08/28/2024 City of Rancho Cucamonga 447371 08/28/2024 Terra Vista Animal Hospital 200.00 0 200.00 Supplier Payment: Absolute Security International Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Absolute Security International Inc 25,125.62 0 25,125.62 Supplier Payment: Tirehub Llc: 08/28/2024 City of Rancho Cucamonga 447375 08/28/2024 Tirehub Llc 307.25 0 307.25 Supplier Payment: Zoetis Us Llc: 08/28/2024 City of Rancho Cucamonga 447393 08/28/2024 Zoetis Us Llc 188.35 0 188.35 Supplier Payment: White Cap Lp: 08/28/2024 City of Rancho Cucamonga 447390 08/28/2024 White Cap Lp 565.55 0 565.55 Supplier Payment: Able Building Maintenance: 08/28/2024 City of Rancho Cucamonga 447269 08/28/2024 Able Building Maintenance 7,342.00 0 7,342.00 Supplier Payment: Braun Blaising & Wynne Pc: 08/28/2024 City of Rancho Cucamonga 447291 08/28/2024 Braun Blaising & Wynne Pc 313.01 0 313.01 Supplier Payment: Advance Auto Parts: 08/28/2024 Rancho Cucamonga Fire Protection District 447271 08/28/2024 Advance Auto Parts 0 218.67 218.67 Supplier Payment: Cambridge Seven Associates Inc: 08/28/2024 City of Rancho Cucamonga 447300 08/28/2024 Cambridge Seven Associates Inc 26,814.56 0 26,814.56 Supplier Payment: Graphics Factory Printing Inc: 08/28/2024 City of Rancho Cucamonga 447319 08/28/2024 Graphics Factory Printing Inc 1,535.44 0 1,535.44 Supplier Payment: Tirehub Llc: 08/28/2024 Rancho Cucamonga Fire Protection District 447374 08/28/2024 Tirehub Llc 0 1,429.45 1,429.45 Supplier Payment: Golden State Risk Management Authority: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Golden State Risk Management Authority 150,212.00 0 150,212.00 Supplier Payment: Dlr Group Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Dlr Group Inc 8,900.00 0 8,900.00 Supplier Payment: Fun Service: 08/28/2024 City of Rancho Cucamonga 447315 08/28/2024 Fun Service 2,762.50 0 2,762.50 Page 18 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 7 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Enterprise Rent-A- Car: 08/28/2024 Rancho Cucamonga Fire Protection District 447312 08/28/2024 Enterprise Rent-A-Car 0 2,212.58 2,212.58 Supplier Payment: Alma Arocho: 08/28/2024 City of Rancho Cucamonga 447275 08/28/2024 Alma Arocho 1,574.40 0 1,574.40 Supplier Payment: City of Colton: 08/28/2024 City of Rancho Cucamonga 447307 08/28/2024 City of Colton 100.00 0 100.00 Supplier Payment: Government Finance Officers Assoc: 08/28/2024 City of Rancho Cucamonga 447317 08/28/2024 Government Finance Officers Assoc 150.00 0 150.00 Supplier Payment: Base Line Animal Hospital: 08/28/2024 City of Rancho Cucamonga 447285 08/28/2024 Base Line Animal Hospital 400.00 0 400.00 Supplier Payment: Minuteman Press: 08/28/2024 City of Rancho Cucamonga 447337 08/28/2024 Minuteman Press 2,314.28 0 2,314.28 Supplier Payment: Bmi: 08/28/2024 City of Rancho Cucamonga 447288 08/28/2024 Bmi 1,735.00 0 1,735.00 Supplier Payment: Richards Watson & Gershon: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Richards Watson & Gershon 31,673.45 0 31,673.45 Supplier Payment: Zoobean Inc: 08/28/2024 City of Rancho Cucamonga 447394 08/28/2024 Zoobean Inc 3,981.40 0 3,981.40 Supplier Payment: Advanced Chemical Transport Inc: 08/28/2024 City of Rancho Cucamonga 447272 08/28/2024 Advanced Chemical Transport Inc 772.00 0 772.00 Supplier Payment: Wilbur-Ellis Company: 08/28/2024 City of Rancho Cucamonga 447391 08/28/2024 Wilbur-Ellis Company 226.79 0 226.79 Supplier Payment: Stanley Pest Control: 08/28/2024 City of Rancho Cucamonga 447370 08/28/2024 Stanley Pest Control 2,900.00 0 2,900.00 Supplier Payment: The Kindred Corporation: 08/28/2024 City of Rancho Cucamonga 447372 08/28/2024 The Kindred Corporation 2,161.38 0 2,161.38 Supplier Payment: Quadient Finance Usa Inc: 08/28/2024 City of Rancho Cucamonga 447353 08/28/2024 Quadient Finance Usa Inc 5,007.85 0 5,007.85 Supplier Payment: Valsoft Corporation Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Valsoft Corporation Inc 12,438.00 0 12,438.00 Supplier Payment: International Line Builders Inc: 08/28/2024 City of Rancho Cucamonga 447326 08/28/2024 International Line Builders Inc 59,964.87 0 59,964.87 Supplier Payment: Holliday Rock Co Inc: 08/28/2024 City of Rancho Cucamonga 447322 08/28/2024 Holliday Rock Co Inc 2,580.62 0 2,580.62 Supplier Payment: Bernell Hydraulics Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Bernell Hydraulics Inc 307.09 0 307.09 Supplier Payment: Re Astoria 2 Llc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Re Astoria 2 Llc 107,077.53 0 107,077.53 Supplier Payment: Rancho Smog Center: 08/28/2024 City of Rancho Cucamonga 447355 08/28/2024 Rancho Smog Center 49.95 0 49.95 Page 19 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 8 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Myers Tire Supply Company: 08/28/2024 City of Rancho Cucamonga 447342 08/28/2024 Myers Tire Supply Company 77.07 0 77.07 Supplier Payment: Assi Security: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Assi Security 76,038.97 0 76,038.97 Supplier Payment: Shred Pros: 08/28/2024 City of Rancho Cucamonga 447363 08/28/2024 Shred Pros 135.00 0 135.00 Supplier Payment: Cintas Corporation: 08/28/2024 City of Rancho Cucamonga 447306 08/28/2024 Cintas Corporation 959.40 0 959.40 Supplier Payment: Rha Landscape Architects-Planners Inc: 08/28/2024 City of Rancho Cucamonga 447358 08/28/2024 Rha Landscape Architects- Planners Inc 6,311.62 0 6,311.62 Supplier Payment: Center Stage Artists Inc: 08/28/2024 City of Rancho Cucamonga 447304 08/28/2024 Center Stage Artists Inc 1,100.00 0 1,100.00 Supplier Payment: Gentry General Engineering Inc: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Gentry General Engineering Inc 25,000.08 0 25,000.08 Supplier Payment: Solarwinds Inc: 08/28/2024 City of Rancho Cucamonga 447366 08/28/2024 Solarwinds Inc 23,287.00 0 23,287.00 Supplier Payment: Veritext: 08/28/2024 City of Rancho Cucamonga 447380 08/28/2024 Veritext 3,444.80 0 3,444.80 Supplier Payment: Calif Government Veba / Rancho Cucamonga: 08/28/2024 Rancho Cucamonga Fire Protection District 08/28/2024 Calif Government Veba / Rancho Cucamonga 0 27,944.19 27,944.19 Supplier Payment: Hi-Line Electric Company: 08/28/2024 City of Rancho Cucamonga 447321 08/28/2024 Hi-Line Electric Company 246.14 0 246.14 Supplier Payment: Chaparral Heights Mobile Home Park: 08/28/2024 City of Rancho Cucamonga 447305 08/28/2024 Chaparral Heights Mobile Home Park 200.00 0 200.00 Supplier Payment: Intervet Inc: 08/28/2024 City of Rancho Cucamonga 447327 08/28/2024 Intervet Inc 5,861.60 0 5,861.60 Supplier Payment: Secretary Of State: 08/28/2024 City of Rancho Cucamonga 447362 08/28/2024 Secretary Of State 40.00 0 40.00 Supplier Payment: Paymentus Corporation: 08/28/2024 City of Rancho Cucamonga 447350 08/28/2024 Paymentus Corporation 1,147.00 0 1,147.00 Supplier Payment: Calif Intergovernmental Risk Authority: 08/28/2024 City of Rancho Cucamonga 447297 08/28/2024 Calif Intergovernmental Risk Authority 73,855.09 0 73,855.09 Supplier Payment: Amtech Elevator Services: 08/28/2024 City of Rancho Cucamonga 447279 08/28/2024 Amtech Elevator Services 21,385.20 0 21,385.20 Supplier Payment: Postal Perfect: 08/28/2024 City of Rancho Cucamonga 447351 08/28/2024 Postal Perfect 180.00 0 180.00 Page 20 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 9 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Transwest Truck Center Llc: 08/28/2024 Rancho Cucamonga Fire Protection District 447377 08/28/2024 Transwest Truck Center Llc 0 502.40 502.40 Supplier Payment: Sovic Creative: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Sovic Creative 500.00 0 500.00 Supplier Payment: Mc Avoy & Markham: 08/28/2024 City of Rancho Cucamonga 447334 08/28/2024 Mc Avoy & Markham 173,380.53 0 173,380.53 Supplier Payment: West Coast Arborists Inc: 08/28/2024 City of Rancho Cucamonga 447388 08/28/2024 West Coast Arborists Inc 16,920.20 0 16,920.20 Supplier Payment: San Bernardino County: 08/28/2024 City of Rancho Cucamonga 08/28/2024 San Bernardino County 27.00 0 27.00 Supplier Payment: Advance Auto Parts: 08/28/2024 City of Rancho Cucamonga 447270 08/28/2024 Advance Auto Parts 18.64 0 18.64 Supplier Payment: Delta Dental Insurance Company: 08/28/2024 City of Rancho Cucamonga 08/28/2024 Delta Dental Insurance Company 1,758.48 0 1,758.48 Supplier Payment: Am-Tec Total Security Inc: 08/28/2024 City of Rancho Cucamonga 447280 08/28/2024 Am-Tec Total Security Inc 8,462.67 0 8,462.67 Supplier Payment: Pars: 08/28/2024 City of Rancho Cucamonga 447349 08/28/2024 Pars 3,500.00 0 3,500.00 Supplier Payment: Standard Insurance Company - Remit-To: Standard Premium: 08/28/2024 City of Rancho Cucamonga 447369 08/28/2024 Standard Insurance Company 14,470.99 0 14,470.99 Supplier Payment: Southern California Edison - Remit-To: RCMU: 08/28/2024 City of Rancho Cucamonga 447368 08/28/2024 Southern California Edison 4,848.09 0 4,848.09 Supplier Payment: Inland Overhead Door Company: 09/04/2024 City of Rancho Cucamonga 447467 09/04/2024 Inland Overhead Door Company 5,425.00 0 5,425.00 Supplier Payment: Johnny Allen Tennis Academy: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Johnny Allen Tennis Academy 3,173.40 0 3,173.40 Supplier Payment: Bordin Semmer Llp: 09/04/2024 City of Rancho Cucamonga 447433 09/04/2024 Bordin Semmer Llp 360.00 0 360.00 Supplier Payment: Bon Air Inc: 09/04/2024 City of Rancho Cucamonga 447432 09/04/2024 Bon Air Inc 365,239.16 0 365,239.16 Supplier Payment: National Utility Locators Llc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 National Utility Locators Llc 7,875.00 0 7,875.00 Supplier Payment: Inland Valley Dance Academy: 09/04/2024 City of Rancho Cucamonga 447468 09/04/2024 Inland Valley Dance Academy 180.00 0 180.00 Supplier Payment: Social Vocational Services: 09/04/2024 City of Rancho Cucamonga 447510 09/04/2024 Social Vocational Services 3,168.00 0 3,168.00 Page 21 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 10 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Federal Signal Corporation: 09/04/2024 Rancho Cucamonga Fire Protection District 447452 09/04/2024 Federal Signal Corporation 0 870.06 870.06 Supplier Payment: Climatec Llc: 09/04/2024 City of Rancho Cucamonga 447438 09/04/2024 Climatec Llc 3,082.67 0 3,082.67 Supplier Payment: Ivanti Inc: 09/04/2024 City of Rancho Cucamonga 447470 09/04/2024 Ivanti Inc 29,880.00 0 29,880.00 Supplier Payment: Graves & King Llp: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Graves & King Llp 7,973.56 0 7,973.56 Supplier Payment: Idexx Distribution Inc: 09/04/2024 City of Rancho Cucamonga 447466 09/04/2024 Idexx Distribution Inc 197.86 0 197.86 Supplier Payment: Hose-Man Inc: 09/04/2024 City of Rancho Cucamonga 447465 09/04/2024 Hose-Man Inc 126.55 0 126.55 Supplier Payment: Employment Development Dept: 09/04/2024 City of Rancho Cucamonga 447449 09/04/2024 Employment Development Dept 16,761.00 0 16,761.00 Supplier Payment: San Bernardino County Sheriffs Dept: 09/04/2024 City of Rancho Cucamonga 447504 09/04/2024 San Bernardino County Sheriffs Dept 580.23 0 580.23 Supplier Payment: Wenger Corporation: 09/04/2024 City of Rancho Cucamonga 447527 09/04/2024 Wenger Corporation 29,862.55 0 29,862.55 Supplier Payment: Vulcan Materials Company: 09/04/2024 City of Rancho Cucamonga 447524 09/04/2024 Vulcan Materials Company 169.68 0 169.68 Supplier Payment: Karen Clark: 09/04/2024 City of Rancho Cucamonga 447475 09/04/2024 Karen Clark 1,008.00 0 1,008.00 Supplier Payment: Auto & Rv Specialists Inc: 09/04/2024 City of Rancho Cucamonga 447431 09/04/2024 Auto & Rv Specialists Inc 55.30 0 55.30 Supplier Payment: Westrux International Inc: 09/04/2024 Rancho Cucamonga Fire Protection District 447528 09/04/2024 Westrux International Inc 0 47.31 47.31 Supplier Payment: California Natural Resources Agency: 09/04/2024 City of Rancho Cucamonga 447436 09/04/2024 California Natural Resources Agency 6,580.50 0 6,580.50 Supplier Payment: James Hubbert: 09/04/2024 City of Rancho Cucamonga 447472 09/04/2024 James Hubbert 318.00 0 318.00 Supplier Payment: Fire Apparatus Solutions: 09/04/2024 Rancho Cucamonga Fire Protection District 447453 09/04/2024 Fire Apparatus Solutions 0 2,625.69 2,625.69 Supplier Payment: Theresa Lee Consulting Llc: 09/04/2024 City of Rancho Cucamonga 447516 09/04/2024 Theresa Lee Consulting Llc 19,656.25 0 19,656.25 Supplier Payment: Jon's Flags & Poles, Inc: 09/04/2024 City of Rancho Cucamonga 447473 09/04/2024 Jon's Flags & Poles, Inc 1,294.13 0 1,294.13 Page 22 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 11 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Elecnor Belco Electric Inc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Elecnor Belco Electric Inc 513.96 0 513.96 Supplier Payment: Esri: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Esri 170,000.00 0 170,000.00 Supplier Payment: Hill'S Pet Nutrition Sales Inc: 09/04/2024 City of Rancho Cucamonga 447462 09/04/2024 Hill'S Pet Nutrition Sales Inc 1,477.64 0 1,477.64 Supplier Payment: Airgas Usa Llc: 09/04/2024 City of Rancho Cucamonga 447429 09/04/2024 Airgas Usa Llc 34.10 0 34.10 Supplier Payment: Jorry Keith: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Jorry Keith 510.00 0 510.00 Supplier Payment: Only Cremations For Pets Inc: 09/04/2024 City of Rancho Cucamonga 447495 09/04/2024 Only Cremations For Pets Inc 1,595.00 0 1,595.00 Supplier Payment: Lead Tech Environmental: 09/04/2024 City of Rancho Cucamonga 447479 09/04/2024 Lead Tech Environmental 795.00 0 795.00 Supplier Payment: Waxie Sanitary Supply: 09/04/2024 Rancho Cucamonga Fire Protection District 447526 09/04/2024 Waxie Sanitary Supply 0 11,662.92 11,662.92 Supplier Payment: Saitech Inc: 09/04/2024 City of Rancho Cucamonga 447502 09/04/2024 Saitech Inc 48,295.30 0 48,295.30 Supplier Payment: Dawn Triche Bisek: 09/04/2024 City of Rancho Cucamonga 447446 09/04/2024 Dawn Triche Bisek 216.00 0 216.00 Supplier Payment: Graybar Electric Company Inc: 09/04/2024 City of Rancho Cucamonga 447461 09/04/2024 Graybar Electric Company Inc 481.64 0 481.64 Supplier Payment: Vista Paint: 09/04/2024 City of Rancho Cucamonga 447523 09/04/2024 Vista Paint 1,118.41 0 1,118.41 Supplier Payment: Us Postal Service: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Us Postal Service 350.00 0 350.00 Supplier Payment: Software House International Inc: 09/04/2024 City of Rancho Cucamonga 447511 09/04/2024 Software House International Inc 81,727.56 0 81,727.56 Supplier Payment: San Bernardino County: 09/04/2024 City of Rancho Cucamonga 09/04/2024 San Bernardino County 17.00 0 17.00 Supplier Payment: C V W D: 09/04/2024 City of Rancho Cucamonga 447444 09/04/2024 C V W D 851.62 0 851.62 Supplier Payment: Karolyn Bast: 09/04/2024 City of Rancho Cucamonga 447476 09/04/2024 Karolyn Bast 324.00 0 324.00 Supplier Payment: C P Generator Inc: 09/04/2024 City of Rancho Cucamonga 447442 09/04/2024 C P Generator Inc 172.40 0 172.40 Supplier Payment: Odp Business Solutions Llc: 09/04/2024 City of Rancho Cucamonga 447493 09/04/2024 Odp Business Solutions Llc 5,544.70 0 5,544.70 Supplier Payment: PublicInput: 09/04/2024 City of Rancho Cucamonga 447497 09/04/2024 PublicInput 37,773.00 0 37,773.00 Page 23 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 12 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Ups: 09/04/2024 City of Rancho Cucamonga 447520 09/04/2024 Ups 73.84 0 73.84 Supplier Payment: Kinetic Lighting Inc: 09/04/2024 City of Rancho Cucamonga 447477 09/04/2024 Kinetic Lighting Inc 19,679.46 0 19,679.46 Supplier Payment: Factory Motor Parts: 09/04/2024 Rancho Cucamonga Fire Protection District 447451 09/04/2024 Factory Motor Parts 0 510.26 510.26 Supplier Payment: Carol Jean Bourland: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Carol Jean Bourland 360.00 0 360.00 Supplier Payment: Robert Morales: 09/04/2024 City of Rancho Cucamonga 447500 09/04/2024 Robert Morales 364.00 0 364.00 Supplier Payment: Just Say So Llc: 09/04/2024 City of Rancho Cucamonga 447474 09/04/2024 Just Say So Llc 3,000.00 0 3,000.00 Supplier Payment: Ginger Dollarhide: 09/04/2024 City of Rancho Cucamonga 447458 09/04/2024 Ginger Dollarhide 357.00 0 357.00 Supplier Payment: Stotz Equipment: 09/04/2024 City of Rancho Cucamonga 447513 09/04/2024 Stotz Equipment 1,870.17 0 1,870.17 Supplier Payment: Mesa Energy Systems Inc: 09/04/2024 City of Rancho Cucamonga 447486 09/04/2024 Mesa Energy Systems Inc 165.00 0 165.00 Supplier Payment: Scott Mcleod Plumbing Inc: 09/04/2024 City of Rancho Cucamonga 447505 09/04/2024 Scott Mcleod Plumbing Inc 7,414.06 0 7,414.06 Supplier Payment: Hampton Living: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Hampton Living 565.80 0 565.80 Supplier Payment: Lakeview Consulting LLC: 09/04/2024 City of Rancho Cucamonga 447478 09/04/2024 Lakeview Consulting LLC 32,650.00 0 32,650.00 Supplier Payment: Roy Allan Slurry Seal Inc: 09/04/2024 City of Rancho Cucamonga 447501 09/04/2024 Roy Allan Slurry Seal Inc 307,246.01 0 307,246.01 Supplier Payment: Ida Tyus: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Ida Tyus 547.20 0 547.20 Supplier Payment: Liebert Cassidy Whitmore: 09/04/2024 City of Rancho Cucamonga 447481 09/04/2024 Liebert Cassidy Whitmore 2,522.50 0 2,522.50 Supplier Payment: Bound Tree Medical Llc: 09/04/2024 Rancho Cucamonga Fire Protection District 447434 09/04/2024 Bound Tree Medical Llc 0 9,337.62 9,337.62 Supplier Payment: C V W D: 09/04/2024 Rancho Cucamonga Fire Protection District 447443 09/04/2024 C V W D 0 1,638.62 1,638.62 Supplier Payment: Daniel A Moisa: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Daniel A Moisa 957.60 0 957.60 Page 24 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 13 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: White Cap Lp: 09/04/2024 City of Rancho Cucamonga 447529 09/04/2024 White Cap Lp 58.50 0 58.50 Supplier Payment: Montgomery Hardware Co: 09/04/2024 City of Rancho Cucamonga 447488 09/04/2024 Montgomery Hardware Co 36.64 0 36.64 Supplier Payment: Life-Assist Inc: 09/04/2024 Rancho Cucamonga Fire Protection District 09/04/2024 Life-Assist Inc 0 6,397.14 6,397.14 Supplier Payment: Dependable Break Room Solutions Inc: 09/04/2024 City of Rancho Cucamonga 447447 09/04/2024 Dependable Break Room Solutions Inc 85.66 0 85.66 Supplier Payment: Bureau Of Reclamation: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Bureau Of Reclamation 1,098.63 0 1,098.63 Supplier Payment: National Association of School Resource Officers: 09/04/2024 City of Rancho Cucamonga 447490 09/04/2024 National Association of School Resource Officers 500.00 0 500.00 Supplier Payment: Pro Sales Group Inc: 09/04/2024 City of Rancho Cucamonga 447496 09/04/2024 Pro Sales Group Inc 558.59 0 558.59 Supplier Payment: Frontier Comm: 09/04/2024 City of Rancho Cucamonga 447455 09/04/2024 Frontier Comm 3,930.51 0 3,930.51 Supplier Payment: Michelle Maxwell: 09/04/2024 City of Rancho Cucamonga 447487 09/04/2024 Michelle Maxwell 24.00 0 24.00 Supplier Payment: Music Tree: 09/04/2024 City of Rancho Cucamonga 447489 09/04/2024 Music Tree 972.00 0 972.00 Supplier Payment: Mark Christopher Auto Center Inc: 09/04/2024 City of Rancho Cucamonga 447484 09/04/2024 Mark Christopher Auto Center Inc 514.93 0 514.93 Supplier Payment: Level 3 Communications Llc: 09/04/2024 City of Rancho Cucamonga 447480 09/04/2024 Level 3 Communications Llc 4,030.66 0 4,030.66 Supplier Payment: Collins & Collins Llp: 09/04/2024 City of Rancho Cucamonga 447440 09/04/2024 Collins & Collins Llp 16,498.74 0 16,498.74 Supplier Payment: Qingfeng Deng: 09/04/2024 City of Rancho Cucamonga 447498 09/04/2024 Qingfeng Deng 486.00 0 486.00 Supplier Payment: Gateway Pet Cemetery & Crematory: 09/04/2024 City of Rancho Cucamonga 447457 09/04/2024 Gateway Pet Cemetery & Crematory 590.00 0 590.00 Supplier Payment: Jade Michael Anne Sigurdson: 09/04/2024 City of Rancho Cucamonga 447471 09/04/2024 Jade Michael Anne Sigurdson 855.00 0 855.00 Supplier Payment: Grainger: 09/04/2024 City of Rancho Cucamonga 447459 09/04/2024 Grainger 1,272.60 0 1,272.60 Supplier Payment: San Bernardino County Dept Of Public Health: 09/04/2024 Rancho Cucamonga Fire Protection District 447503 09/04/2024 San Bernardino County Dept Of Public Health 0 1,550.00 1,550.00 Supplier Payment: Waxie Sanitary Supply: 09/04/2024 City of Rancho Cucamonga 447525 09/04/2024 Waxie Sanitary Supply 2,543.59 0 2,543.59 Page 25 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 14 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Tryfytt: 09/04/2024 City of Rancho Cucamonga 447518 09/04/2024 Tryfytt 534.10 0 534.10 Supplier Payment: Lozano Smith Llp: 09/04/2024 City of Rancho Cucamonga 447482 09/04/2024 Lozano Smith Llp 436.21 0 436.21 Supplier Payment: Vendnovation Llc: 09/04/2024 Rancho Cucamonga Fire Protection District 447521 09/04/2024 Vendnovation Llc 0 5,200.00 5,200.00 Supplier Payment: Advance Auto Parts: 09/04/2024 City of Rancho Cucamonga 447428 09/04/2024 Advance Auto Parts 130.55 0 130.55 Supplier Payment: Shred Pros: 09/04/2024 Rancho Cucamonga Fire Protection District 447507 09/04/2024 Shred Pros 0 68.00 68.00 Supplier Payment: Swrcb: 09/04/2024 City of Rancho Cucamonga 447514 09/04/2024 Swrcb 2,985.00 0 2,985.00 Supplier Payment: Maria Elena Alvarez: 09/04/2024 City of Rancho Cucamonga 447483 09/04/2024 Maria Elena Alvarez 378.00 0 378.00 Supplier Payment: Alma Arocho: 09/04/2024 City of Rancho Cucamonga 447430 09/04/2024 Alma Arocho 1,291.20 0 1,291.20 Supplier Payment: Express Brake Supply Inc: 09/04/2024 City of Rancho Cucamonga 447450 09/04/2024 Express Brake Supply Inc 107.28 0 107.28 Supplier Payment: Convergint Technologies Llc: 09/04/2024 City of Rancho Cucamonga 447441 09/04/2024 Convergint Technologies Llc 23,045.00 0 23,045.00 Supplier Payment: Hi-Way Safety Inc: 09/04/2024 City of Rancho Cucamonga 447463 09/04/2024 Hi-Way Safety Inc 9,836.88 0 9,836.88 Supplier Payment: Coast Fitness Repair Shop: 09/04/2024 City of Rancho Cucamonga 447439 09/04/2024 Coast Fitness Repair Shop 1,996.52 0 1,996.52 Supplier Payment: Rancho Cucamonga Town Square: 09/04/2024 City of Rancho Cucamonga 447499 09/04/2024 Rancho Cucamonga Town Square 38,681.42 0 38,681.42 Supplier Payment: Uc Regents: 09/04/2024 City of Rancho Cucamonga 447519 09/04/2024 Uc Regents 615.00 0 615.00 Supplier Payment: Napa Auto Parts: 09/04/2024 Rancho Cucamonga Fire Protection District 09/04/2024 Napa Auto Parts 0 546.17 546.17 Supplier Payment: Diane Carty: 09/04/2024 City of Rancho Cucamonga 447448 09/04/2024 Diane Carty 120.00 0 120.00 Supplier Payment: National Cng & Fleet Service: 09/04/2024 City of Rancho Cucamonga 447491 09/04/2024 National Cng & Fleet Service 750.00 0 750.00 Supplier Payment: First Aid 2000: 09/04/2024 City of Rancho Cucamonga 447454 09/04/2024 First Aid 2000 4,453.39 0 4,453.39 Page 26 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 15 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Wilson Fiallos: 09/04/2024 City of Rancho Cucamonga 447530 09/04/2024 Wilson Fiallos 2,025.00 0 2,025.00 Supplier Payment: Promotions Tees & More: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Promotions Tees & More 780.90 0 780.90 Supplier Payment: Bauer Compressors Inc: 09/04/2024 Rancho Cucamonga Fire Protection District 09/04/2024 Bauer Compressors Inc 0 9,074.07 9,074.07 Supplier Payment: Graphics Factory Printing Inc: 09/04/2024 City of Rancho Cucamonga 447460 09/04/2024 Graphics Factory Printing Inc 2,004.15 0 2,004.15 Supplier Payment: Bernell Hydraulics Inc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Bernell Hydraulics Inc 805.42 0 805.42 Supplier Payment: Sylvia A Trujillo: 09/04/2024 City of Rancho Cucamonga 447515 09/04/2024 Sylvia A Trujillo 2,154.00 0 2,154.00 Supplier Payment: Data Ticket Inc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Data Ticket Inc 200.00 0 200.00 Supplier Payment: Siteone Landscape Supply Llc: 09/04/2024 City of Rancho Cucamonga 447508 09/04/2024 Siteone Landscape Supply Llc 5,633.27 0 5,633.27 Supplier Payment: Mediwaste Disposal Llc: 09/04/2024 City of Rancho Cucamonga 447485 09/04/2024 Mediwaste Disposal Llc 40.95 0 40.95 Supplier Payment: Advance Auto Parts: 09/04/2024 Rancho Cucamonga Fire Protection District 447427 09/04/2024 Advance Auto Parts 0 184.52 184.52 Supplier Payment: Polaris Education Foundation: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Polaris Education Foundation 855.00 0 855.00 Supplier Payment: Valverde Stage Productions Inc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Valverde Stage Productions Inc 53,714.00 0 53,714.00 Supplier Payment: 4Hooves Large Animal Services Llc: 09/04/2024 Rancho Cucamonga Fire Protection District 447425 09/04/2024 4Hooves Large Animal Services Llc 0 18,000.00 18,000.00 Supplier Payment: South Coast Aqmd: 09/04/2024 Rancho Cucamonga Fire Protection District 447512 09/04/2024 South Coast Aqmd 0 1,359.20 1,359.20 Supplier Payment: Rhonda Quinn: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Rhonda Quinn 579.60 0 579.60 Supplier Payment: Omega Environmental Services Llc: 09/04/2024 City of Rancho Cucamonga 447494 09/04/2024 Omega Environmental Services Llc 8,205.00 0 8,205.00 Supplier Payment: Abound Food Care: 09/04/2024 City of Rancho Cucamonga 447426 09/04/2024 Abound Food Care 2,419.23 0 2,419.23 Page 27 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 16 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Dance Terrific: 09/04/2024 City of Rancho Cucamonga 447445 09/04/2024 Dance Terrific 762.30 0 762.30 Supplier Payment: Shred Pros: 09/04/2024 City of Rancho Cucamonga 447506 09/04/2024 Shred Pros 65.00 0 65.00 Supplier Payment: Fuel Serv: 09/04/2024 City of Rancho Cucamonga 447456 09/04/2024 Fuel Serv 985.90 0 985.90 Supplier Payment: Inland Valley Repertory Theatre: 09/04/2024 City of Rancho Cucamonga 447469 09/04/2024 Inland Valley Repertory Theatre 27,671.63 0 27,671.63 Supplier Payment: Veritext: 09/04/2024 City of Rancho Cucamonga 447522 09/04/2024 Veritext 1,055.50 0 1,055.50 Supplier Payment: Torti Gallas & Partners Inc: 09/04/2024 City of Rancho Cucamonga 447517 09/04/2024 Torti Gallas & Partners Inc 6,800.63 0 6,800.63 Supplier Payment: New Color Silk Screen: 09/04/2024 City of Rancho Cucamonga 447492 09/04/2024 New Color Silk Screen 28.02 0 28.02 Supplier Payment: Holliday Rock Co Inc: 09/04/2024 City of Rancho Cucamonga 447464 09/04/2024 Holliday Rock Co Inc 3,655.98 0 3,655.98 Supplier Payment: Citrus Motors Ontario Inc: 09/04/2024 City of Rancho Cucamonga 447437 09/04/2024 Citrus Motors Ontario Inc 17,072.28 0 17,072.28 Supplier Payment: Hci Environmental & Engineering Svc: 09/04/2024 City of Rancho Cucamonga 09/04/2024 Hci Environmental & Engineering Svc 1,359.13 0 1,359.13 Supplier Payment: Calif Intergovernmental Risk Authority: 09/04/2024 City of Rancho Cucamonga 447435 09/04/2024 Calif Intergovernmental Risk Authority 38,073.97 0 38,073.97 Supplier Payment: Stanley Pest Control: 09/10/2024 City of Rancho Cucamonga 447613 09/10/2024 Stanley Pest Control 2,540.00 0 2,540.00 Supplier Payment: Rincon Consultants Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Rincon Consultants Inc 27,561.86 0 27,561.86 Supplier Payment: 360 Deep Cleaning Llc: 09/10/2024 Rancho Cucamonga Fire Protection District 09/10/2024 360 Deep Cleaning Llc 0 8,830.00 8,830.00 Supplier Payment: The Sign Shop: 09/10/2024 City of Rancho Cucamonga 447616 09/10/2024 The Sign Shop 533.36 0 533.36 Supplier Payment: Collaborative Solutions Llc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Collaborative Solutions Llc 6,675.95 0 6,675.95 Supplier Payment: Towill Inc: 09/10/2024 City of Rancho Cucamonga 447621 09/10/2024 Towill Inc 17,553.00 0 17,553.00 Supplier Payment: Mesa Energy Systems Inc: 09/10/2024 City of Rancho Cucamonga 447587 09/10/2024 Mesa Energy Systems Inc 109,899.05 0 109,899.05 Supplier Payment: Lowes Companies Inc: 09/10/2024 City of Rancho Cucamonga 447580 09/10/2024 Lowes Companies Inc 6,321.67 0 6,321.67 Page 28 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 17 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Coast Recreation Inc: 09/10/2024 City of Rancho Cucamonga 447559 09/10/2024 Coast Recreation Inc 3,245.21 0 3,245.21 Supplier Payment: Porac: 09/10/2024 City of Rancho Cucamonga 447597 09/10/2024 Porac 120.00 0 120.00 Supplier Payment: Calif Underground Fac Safe Excavation Board: 09/10/2024 City of Rancho Cucamonga 447557 09/10/2024 Calif Underground Fac Safe Excavation Board 56.32 0 56.32 Supplier Payment: Marc Little: 09/10/2024 City of Rancho Cucamonga 447583 09/10/2024 Marc Little 816.00 0 816.00 Supplier Payment: San Bernardino County Registrar Of Voters: 09/10/2024 City of Rancho Cucamonga 447603 09/10/2024 San Bernardino County Registrar Of Voters 303.78 0 303.78 Supplier Payment: Onward Engineering: 09/10/2024 City of Rancho Cucamonga 447595 09/10/2024 Onward Engineering 16,907.50 0 16,907.50 Supplier Payment: Napa Auto Parts: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Napa Auto Parts 22.87 0 22.87 Supplier Payment: Life-Assist Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 09/10/2024 Life-Assist Inc 0 3,702.28 3,702.28 Supplier Payment: Sun Badge Co: 09/10/2024 Rancho Cucamonga Fire Protection District 447614 09/10/2024 Sun Badge Co 0 1,608.21 1,608.21 Supplier Payment: Pioneer Manufacturing Company: 09/10/2024 City of Rancho Cucamonga 447596 09/10/2024 Pioneer Manufacturing Company 6,433.42 0 6,433.42 Supplier Payment: Helix Environmental Planning Inc: 09/10/2024 City of Rancho Cucamonga 447568 09/10/2024 Helix Environmental Planning Inc 9,512.25 0 9,512.25 Supplier Payment: Kingdom Calibrations Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447574 09/10/2024 Kingdom Calibrations Inc 0 2,968.89 2,968.89 Supplier Payment: Napa Auto Parts: 09/10/2024 Rancho Cucamonga Fire Protection District 09/10/2024 Napa Auto Parts 0 1,335.14 1,335.14 Supplier Payment: Unity Courier Service Inc: 09/10/2024 City of Rancho Cucamonga 447624 09/10/2024 Unity Courier Service Inc 1,424.25 0 1,424.25 Supplier Payment: Verizon Business: 09/10/2024 City of Rancho Cucamonga 447629 09/10/2024 Verizon Business 43.87 0 43.87 Supplier Payment: Convergint Technologies Llc: 09/10/2024 City of Rancho Cucamonga 447561 09/10/2024 Convergint Technologies Llc 80,786.35 0 80,786.35 Supplier Payment: Vca California Veterinary Specialists: 09/10/2024 City of Rancho Cucamonga 447627 09/10/2024 Vca California Veterinary Specialists 179.35 0 179.35 Page 29 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 18 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Civic Solutions Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Civic Solutions Inc 9,808.75 0 9,808.75 Supplier Payment: Veterinary Anesthesia Support: 09/10/2024 City of Rancho Cucamonga 447632 09/10/2024 Veterinary Anesthesia Support 1,011.00 0 1,011.00 Supplier Payment: Vca Central Animal Hospital: 09/10/2024 City of Rancho Cucamonga 447628 09/10/2024 Vca Central Animal Hospital 421.24 0 421.24 Supplier Payment: Environment Planning Dvmt Solutions: 09/10/2024 City of Rancho Cucamonga 447564 09/10/2024 Environment Planning Dvmt Solutions 3,387.50 0 3,387.50 Supplier Payment: Ninyo & Moore: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Ninyo & Moore 21,077.50 0 21,077.50 Supplier Payment: Mariposa Landscapes Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Mariposa Landscapes Inc 83,656.00 0 83,656.00 Supplier Payment: Colts Landscape Inc: 09/10/2024 City of Rancho Cucamonga 447560 09/10/2024 Colts Landscape Inc 6,165.80 0 6,165.80 Supplier Payment: Odp Business Solutions Llc: 09/10/2024 Rancho Cucamonga Fire Protection District 447593 09/10/2024 Odp Business Solutions Llc 0 284.20 284.20 Supplier Payment: South Coast Aqmd: 09/10/2024 City of Rancho Cucamonga 447610 09/10/2024 South Coast Aqmd 2,505.08 0 2,505.08 Supplier Payment: Hoffman Strategy Group Llc: 09/10/2024 City of Rancho Cucamonga 447569 09/10/2024 Hoffman Strategy Group Llc 6,250.00 0 6,250.00 Supplier Payment: Torti Gallas & Partners Inc: 09/10/2024 City of Rancho Cucamonga 447620 09/10/2024 Torti Gallas & Partners Inc 9,033.55 0 9,033.55 Supplier Payment: Black Box Safety Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447555 09/10/2024 Black Box Safety Inc 0 4,248.41 4,248.41 Supplier Payment: Little Bear Productions: 09/10/2024 City of Rancho Cucamonga 447579 09/10/2024 Little Bear Productions 6,395.00 0 6,395.00 Supplier Payment: Nv5 Inc: 09/10/2024 City of Rancho Cucamonga 447591 09/10/2024 Nv5 Inc 13,803.50 0 13,803.50 Supplier Payment: Sound Image Inc: 09/10/2024 City of Rancho Cucamonga 447609 09/10/2024 Sound Image Inc 1,179.23 0 1,179.23 Supplier Payment: Dunn-Edwards Corporation: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Dunn-Edwards Corporation 207.85 0 207.85 Supplier Payment: Absolute Security International Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Absolute Security International Inc 8,291.31 0 8,291.31 Supplier Payment: Mcmaster-Carr Supply Company: 09/10/2024 City of Rancho Cucamonga 447585 09/10/2024 Mcmaster-Carr Supply Company 73.28 0 73.28 Page 30 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 19 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Verizon Wireless - La: 09/10/2024 Rancho Cucamonga Fire Protection District 447631 09/10/2024 Verizon Wireless - La 0 4,874.84 4,874.84 Supplier Payment: Ontario Spay & Neuter Inc: 09/10/2024 City of Rancho Cucamonga 447594 09/10/2024 Ontario Spay & Neuter Inc 6,488.00 0 6,488.00 Supplier Payment: Siteone Landscape Supply Llc: 09/10/2024 City of Rancho Cucamonga 447607 09/10/2024 Siteone Landscape Supply Llc 6,880.40 0 6,880.40 Supplier Payment: Mcfadden-Dale Hardware: 09/10/2024 City of Rancho Cucamonga 447584 09/10/2024 Mcfadden-Dale Hardware 189.01 0 189.01 Supplier Payment: Ninyo & Moore: 09/10/2024 Rancho Cucamonga Fire Protection District 09/10/2024 Ninyo & Moore 0 6,933.00 6,933.00 Supplier Payment: Mdg Associates Inc: 09/10/2024 City of Rancho Cucamonga 447586 09/10/2024 Mdg Associates Inc 28,008.83 0 28,008.83 Supplier Payment: Lilburn Corporation: 09/10/2024 City of Rancho Cucamonga 447578 09/10/2024 Lilburn Corporation 708.75 0 708.75 Supplier Payment: Leighton Consulting Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447576 09/10/2024 Leighton Consulting Inc 0 445.50 445.50 Supplier Payment: Advanced Utility Systems Corp: 09/10/2024 City of Rancho Cucamonga 447547 09/10/2024 Advanced Utility Systems Corp 52,133.33 0 52,133.33 Supplier Payment: Idexx Distribution Inc: 09/10/2024 City of Rancho Cucamonga 447570 09/10/2024 Idexx Distribution Inc 1,672.49 0 1,672.49 Supplier Payment: Fehr & Peers: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Fehr & Peers 12,572.50 0 12,572.50 Supplier Payment: Quiq Incorporated: 09/10/2024 City of Rancho Cucamonga 447599 09/10/2024 Quiq Incorporated 10,000.00 0 10,000.00 Supplier Payment: Toro Towing: 09/10/2024 City of Rancho Cucamonga 447619 09/10/2024 Toro Towing 300.00 0 300.00 Supplier Payment: Shred Pros: 09/10/2024 City of Rancho Cucamonga 447606 09/10/2024 Shred Pros 135.00 0 135.00 Supplier Payment: Manuel E Pilonieta: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Manuel E Pilonieta 334.80 0 334.80 Supplier Payment: Porac Legal Defense Fund: 09/10/2024 City of Rancho Cucamonga 447598 09/10/2024 Porac Legal Defense Fund 240.00 0 240.00 Supplier Payment: Underground Service Alert/Sc: 09/10/2024 City of Rancho Cucamonga 447623 09/10/2024 Underground Service Alert/Sc 289.35 0 289.35 Supplier Payment: Abound Food Care: 09/10/2024 City of Rancho Cucamonga 447545 09/10/2024 Abound Food Care 3,231.07 0 3,231.07 Page 31 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 20 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Animal Health Diagnostic Center: 09/10/2024 City of Rancho Cucamonga 447550 09/10/2024 Animal Health Diagnostic Center 126.00 0 126.00 Supplier Payment: Psa Print Group: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Psa Print Group 48.50 0 48.50 Supplier Payment: Sharon Ott: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Sharon Ott 1,474.80 0 1,474.80 Supplier Payment: Westbound Communications Inc: 09/10/2024 City of Rancho Cucamonga 447636 09/10/2024 Westbound Communications Inc 9,079.68 0 9,079.68 Supplier Payment: Merrimac Petroleum Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Merrimac Petroleum Inc 63,939.50 0 63,939.50 Supplier Payment: Thompson Building Materials: 09/10/2024 City of Rancho Cucamonga 447617 09/10/2024 Thompson Building Materials 914.37 0 914.37 Supplier Payment: Wilbur-Ellis Company: 09/10/2024 City of Rancho Cucamonga 447637 09/10/2024 Wilbur-Ellis Company 20.62 0 20.62 Supplier Payment: Itron Inc: 09/10/2024 City of Rancho Cucamonga 447571 09/10/2024 Itron Inc 11,113.92 0 11,113.92 Supplier Payment: Adapt Consulting Inc: 09/10/2024 City of Rancho Cucamonga 447546 09/10/2024 Adapt Consulting Inc 1,525.00 0 1,525.00 Supplier Payment: Base Line Animal Hospital: 09/10/2024 City of Rancho Cucamonga 447554 09/10/2024 Base Line Animal Hospital 200.00 0 200.00 Supplier Payment: Us Department Of Energy: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Us Department Of Energy 9,995.03 0 9,995.03 Supplier Payment: Cameron Welding: 09/10/2024 City of Rancho Cucamonga 447558 09/10/2024 Cameron Welding 125.08 0 125.08 Supplier Payment: Granicus Llc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Granicus Llc 22,592.06 0 22,592.06 Supplier Payment: Xibitz Inc: 09/10/2024 City of Rancho Cucamonga 447638 09/10/2024 Xibitz Inc 294,396.09 0 294,396.09 Supplier Payment: DPrep Inc: 09/10/2024 City of Rancho Cucamonga 447563 09/10/2024 DPrep Inc 695.00 0 695.00 Supplier Payment: Firefighters' Safety Center Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447566 09/10/2024 Firefighters' Safety Center Inc 0 8,051.19 8,051.19 Supplier Payment: Kaiser Foundation Health Plan Inc: 09/10/2024 City of Rancho Cucamonga 447573 09/10/2024 Kaiser Foundation Health Plan Inc 265,558.35 0 265,558.35 Supplier Payment: Odp Business Solutions Llc: 09/10/2024 City of Rancho Cucamonga 447592 09/10/2024 Odp Business Solutions Llc 144.46 0 144.46 Supplier Payment: Scl: 09/10/2024 Rancho Cucamonga Fire Protection District 447605 09/10/2024 Scl 0 9,904.53 9,904.53 Page 32 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 21 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Ars Billiards Inc: 09/10/2024 City of Rancho Cucamonga 447552 09/10/2024 Ars Billiards Inc 2,050.00 0 2,050.00 Supplier Payment: Lakeview Consulting LLC: 09/10/2024 City of Rancho Cucamonga 447575 09/10/2024 Lakeview Consulting LLC 19,150.00 0 19,150.00 Supplier Payment: Rialto Animal Hospital: 09/10/2024 City of Rancho Cucamonga 447601 09/10/2024 Rialto Animal Hospital 200.00 0 200.00 Supplier Payment: The Kindred Corporation: 09/10/2024 City of Rancho Cucamonga 447615 09/10/2024 The Kindred Corporation 2,578.00 0 2,578.00 Supplier Payment: Sargent Town Planning Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Sargent Town Planning Inc 5,300.00 0 5,300.00 Supplier Payment: Ups: 09/10/2024 City of Rancho Cucamonga 447625 09/10/2024 Ups 190.15 0 190.15 Supplier Payment: Victor Medical Company: 09/10/2024 City of Rancho Cucamonga 447634 09/10/2024 Victor Medical Company 2,792.23 0 2,792.23 Supplier Payment: Fuel Serv: 09/10/2024 City of Rancho Cucamonga 447567 09/10/2024 Fuel Serv 1,711.04 0 1,711.04 Supplier Payment: Verizon Wireless - La: 09/10/2024 City of Rancho Cucamonga 447630 09/10/2024 Verizon Wireless - La 3,183.42 0 3,183.42 Supplier Payment: Mwi Animal Health: 09/10/2024 City of Rancho Cucamonga 447589 09/10/2024 Mwi Animal Health 2,853.07 0 2,853.07 Supplier Payment: California Ppe Recon Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447556 09/10/2024 California Ppe Recon Inc 0 2,161.07 2,161.07 Supplier Payment: Motive Energy Llc: 09/10/2024 City of Rancho Cucamonga 447588 09/10/2024 Motive Energy Llc 2,325.78 0 2,325.78 Supplier Payment: Victoria Animal Hospital: 09/10/2024 City of Rancho Cucamonga 447633 09/10/2024 Victoria Animal Hospital 200.00 0 200.00 Supplier Payment: San Bernardino County Fire District: 09/10/2024 City of Rancho Cucamonga 447602 09/10/2024 San Bernardino County Fire District 692.00 0 692.00 Supplier Payment: Thomson Reuters - West: 09/10/2024 City of Rancho Cucamonga 447618 09/10/2024 Thomson Reuters - West 387.00 0 387.00 Supplier Payment: Upsco Powersafe Systems Inc: 09/10/2024 City of Rancho Cucamonga 447626 09/10/2024 Upsco Powersafe Systems Inc 17,640.00 0 17,640.00 Supplier Payment: Nick Barbieri Trucking Llc: 09/10/2024 City of Rancho Cucamonga 447590 09/10/2024 Nick Barbieri Trucking Llc 1,543.30 0 1,543.30 Supplier Payment: Abc Locksmiths Inc: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Abc Locksmiths Inc 3,300.34 0 3,300.34 Supplier Payment: David S Mason Inc: 09/10/2024 City of Rancho Cucamonga 447562 09/10/2024 David S Mason Inc 10,541.54 0 10,541.54 Supplier Payment: Placeworks: 09/10/2024 City of Rancho Cucamonga 09/10/2024 Placeworks 1,325.88 0 1,325.88 Page 33 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 22 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Ascent Environmental Inc: 09/10/2024 City of Rancho Cucamonga 447553 09/10/2024 Ascent Environmental Inc 37,954.69 0 37,954.69 Supplier Payment: Socal Gas - Remit-To: Yard - Socal Gas: 09/10/2024 City of Rancho Cucamonga 447608 09/10/2024 Socal Gas 1,459.53 0 1,459.53 Supplier Payment: Stabilizer Solutions Inc: 09/10/2024 City of Rancho Cucamonga 447612 09/10/2024 Stabilizer Solutions Inc 1,414.23 0 1,414.23 Supplier Payment: Lowes Companies Inc: 09/10/2024 Rancho Cucamonga Fire Protection District 447581 09/10/2024 Lowes Companies Inc 0 240.48 240.48 Supplier Payment: Rapid Diesel Repair Llc: 09/10/2024 City of Rancho Cucamonga 447600 09/10/2024 Rapid Diesel Repair Llc 1,554.39 0 1,554.39 Supplier Payment: Allied Universal Security Services: 09/10/2024 City of Rancho Cucamonga 447549 09/10/2024 Allied Universal Security Services 8,462.00 0 8,462.00 Supplier Payment: Lifeloc Technologies Inc: 09/10/2024 City of Rancho Cucamonga 447577 09/10/2024 Lifeloc Technologies Inc 153.71 0 153.71 Supplier Payment: Main Street Signs: 09/10/2024 City of Rancho Cucamonga 447582 09/10/2024 Main Street Signs 97.82 0 97.82 Supplier Payment: Waxie Sanitary Supply: 09/10/2024 City of Rancho Cucamonga 447635 09/10/2024 Waxie Sanitary Supply 6,408.06 0 6,408.06 Supplier Payment: Archibald Pet Hospital: 09/10/2024 City of Rancho Cucamonga 447551 09/10/2024 Archibald Pet Hospital 1,000.00 0 1,000.00 Supplier Payment: Federal Signal Corporation: 09/10/2024 Rancho Cucamonga Fire Protection District 447565 09/10/2024 Federal Signal Corporation 0 430.88 430.88 Supplier Payment: Airgas Usa Llc: 09/10/2024 Rancho Cucamonga Fire Protection District 447548 09/10/2024 Airgas Usa Llc 0 648.27 648.27 Supplier Payment: Triple Decker Enterprises Inc: 09/10/2024 City of Rancho Cucamonga 447622 09/10/2024 Triple Decker Enterprises Inc 642.00 0 642.00 Supplier Payment: John Valenzuela: 09/10/2024 Rancho Cucamonga Fire Protection District 447572 09/10/2024 John Valenzuela 0 400.00 400.00 Supplier Payment: San Bernardino Cty Fire Protection Dist: 09/10/2024 City of Rancho Cucamonga 447604 09/10/2024 San Bernardino Cty Fire Protection Dist 2,829.00 0 2,829.00 Supplier Payment: Southern California Edison - Remit-To: RCMU: 09/10/2024 City of Rancho Cucamonga 447611 09/10/2024 Southern California Edison 414.45 0 414.45 Supplier Payment: Southern California Edison: 09/10/2024 City of Rancho Cucamonga 447642 09/10/2024 Southern California Edison 209,838.05 0 209,838.05 Page 34 Council Meeting Check Register - without SoCal Gas 09:19 AM 09/11/2024 Page 23 of 23 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: C V W D: 09/10/2024 City of Rancho Cucamonga 447639 09/10/2024 C V W D 179,080.81 0 179,080.81 Supplier Payment: Frontier Comm: 09/10/2024 Rancho Cucamonga Fire Protection District 447641 09/10/2024 Frontier Comm 0 1,448.22 1,448.22 Supplier Payment: Frontier Comm: 09/10/2024 City of Rancho Cucamonga 447640 09/10/2024 Frontier Comm 4,972.43 0 4,972.43 4,783,311.00 616,527.12 5,399,838.12 Page 35 DATE:September 17, 2024 TO:Mayor and Members of the City Council President and Members of the Board of Directors FROM:John R. Gillison, City Manager INITIATED BY:Tori Roberts, Interim Finance Director Veronica Lopez, Accounts Payable Supervisor SUBJECT:Consideration to Approve City and Fire District Weekly Check Registers for Checks Issued to Southern California Gas Company in the Total Amount of $12,454.54 Dated August 26, 2024, Through September 10, 2024. (CITY/FIRE) RECOMMENDATION: Staff recommends City Council/Board of Directors of the Fire Protection District approve payment of demands as presented. Weekly check register amounts are $11,792.35 and $662.19 for the City and the Fire District, respectively. BACKGROUND: N/A ANALYSIS: N/A FISCAL IMPACT: Adequate budgeted funds are available for the payment of demands per the attached listing. COUNCIL MISSION / VISION / GOAL(S) ADDRESSED: N/A ATTACHMENTS: Attachment 1 - Weekly Check Register Page 36 Council Meeting Check Register - SoCal Gas 09:35 AM 09/11/2024 Page 1 of 1 Company: City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Successor Agency to the Redevelopment Agency of the City of Rancho Cucamonga Payment Date On or After: 08/26/2024 Payment Date On or Before: 09/10/2024 Supplier Payment Company Check Number Check Date Supplier Name City of Rancho Cucamonga Rancho Cucamonga Fire Protection District Payment Amount for Reporting Transaction Supplier Payment: Socal Gas: 08/28/2024 City of Rancho Cucamonga 447365 08/28/2024 Socal Gas 11,776.57 0 11,776.57 Supplier Payment: Socal Gas: 08/28/2024 Rancho Cucamonga Fire Protection District 447364 08/28/2024 Socal Gas 0 662.19 662.19 Supplier Payment: Socal Gas: 09/04/2024 City of Rancho Cucamonga 447509 09/04/2024 Socal Gas 15.78 0 15.78 11,792.35 662.19 12,454.54 ATTACHMENT 1 Page 37 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Veronica Fincher, Animal Services Director SUBJECT:Consideration of an Appropriation in the Amount of $120,000 from the Animal Center Impact Fee (125) for the Animal Center’s Office Reconfiguration Project. (CITY) RECOMMENDATION: Staff recommends the City Council authorize the appropriation of funds in the amount of $120,000 from the Animal Center Impact Fee to complete the Animal Center Office Reconfiguration Project. BACKGROUND: In 2017, the Animal Center completed the first phase of an Animal Center makeover project. The first phase included infrastructure and cosmetic updates to the dog kennel and lobby areas. To stay within budget, the second phase was postponed to a later date. The second phase included renovating the staff office spaces and replacing the flooring in the veterinary rooms, animal intake area, and the adjacent hallway. In Fiscal Year 23/24, Major Projects Program (MPP) projects were approved for phase two. The flooring project in the animal areas was completed. However, the need for workspaces changed and the estimated cost for a construction project were higher than anticipated. Animal Center staff reviewed the scope of the office project and determined the goals to increase the number of workspaces and improve workflow could be met by reconfiguring the existing office spaces with new furniture and updating the paint, and flooring. The timeline to complete the project was pushed back. Therefore, the funds for the office reconfiguration project need to be appropriated in Fiscal Year 24/25 for spending. ANALYSIS: The office reconfiguration project was originally budgeted at $200,000 from the Animal Center Impact Fee. By reducing the scope of the project, the new budget is anticipated at $120,000. •New Furniture from GM Business Interiors - $70,000. •Tenant improvement cost including flooring, paint, and labor - $40,000. •Contingency - $10,000. Total project cost - $120,000. Page 38 Page 2 2 5 1 2 FISCAL IMPACT: Total fiscal impact is $120,000 from the Animal Center Impact Fee. For accounting purposes, staff recommends $120,000 should be appropriated from the Animal Center Impact Fee F125|CC104|SC7003|PID--2132-125 and recognized in Fiscal Year 24/25 in F001|CC104|7000|SC7002|PID-2132-125 (Capital Outlay-Equipment) for spending. COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item advances the City Council’s core values of intentionally embracing and anticipating our future and the relentless pursuit of improvement. ATTACHMENTS: N/A Page 39 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:John R. Gillison, City Manager Elisa C. Cox, Assistant City Manager Tanya Spiegel, Economic Development Manager SUBJECT:Consideration of Composition Purchase Agreement with Tony Lucca and Keaton Simons for Commission and Professional Production of an Original Song in an Amount Not to Exceed $25,000. (CITY) RECOMMENDATION: Staff recommends the City Council approve a Composition Purchase Agreement with Composers Tony Lucca and Keaton Simons, for the commission, development, and professional production of an original composition and custom song in the amount to not exceed $25,000. BACKGROUND: The City would like to commission an original song in anticipation of the City’s 50th Anniversary of Incorporation for use in marketing, outreach, and events that will highlight the recognition of this significant milestone. The original song will be utilized at/in City events, programs, videos, social media posts, and throughout the community. ANALYSIS: The cost to commission the Artists, and the development and professional production of a custom song is $18,000. The Agreement includes funding for in-person performances by the Artists at $1,500 per artist plus travel expenses. Staff is recommending that the Agreement be made with Tony Lucca and Keaton Simons for the development of an original composition and the professional production of a custom song in anticipation for the celebratory elements of the City’s 50th Anniversary of Incorporation. The Agreement term is one (1) year. Agreement for additional in-person performances to continue to build community outreach can be renewable up to three (3) years. FISCAL IMPACT: The City’s Fiscal Year 2024/25 Budget contains funding for this special project in F001-CC301- SC2106 (General Fund-Economic & Community Development-Contract Services: Professional Services). Future fiscal year renewal(s) will be incorporated as part of the annual budget process. Page 40 Page 2 2 5 4 0 COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s Core Values of providing and nurturing a high quality of life for all, building and preserving a family-oriented atmosphere, and intentionally embracing and anticipating the future. It also addresses the Vision and Goals of the General Plan by establishing Rancho Cucamonga as the cultural and economic hub of the Inland Empire. ATTACHMENTS: Attachment 1 - Agreement Page 41 Page 1 of 5 COMPOSITION PURCHASE AGREEMENT This Title-Composition Purchase Agreement (“Agreement”) is made and entered into on September 10, 2024 (“Effective Date”) by and between the City of Rancho Cucamonga, a municipal corporation (“City”) and the undersigned individuals (“Composers”). The City and Composers hereby agree to the following terms and conditions: 1. Parties and Purchase. a. Composers are engaged in the business of songwriting and music production. b. City is a municipal corporation within the State of California. c. City hereby agrees to commission from Composers the development of an original music/lyrical composition and professional production of an original song as a work made for hire, prepared in accordance with the specifications identified and described in Exhibit “A” attached hereto and incorporated by reference herein (the “Title”), together with any and intellectual property and proprietary rights related thereto including all rights to use all or portions of the Title, reproductions, and copies thereof, and Composers’ waivers set forth herein. 2. Composer Services and Compensation. City agrees to pay Composers as follows: (i) $18,000.00 for the Title, plus various formats (ringtones, instrumental, etc.) together with any and intellectual property and proprietary rights related thereto, and Composers’ waivers set forth herein; (ii) $1,500.00 per Composer, per event plus travel expenses to retain Composer(s) for future, in-person performance(s). Full band option available and will be quoted at the time of request. Total compensation to be paid to Composers shall be the ALL-INCLUSIVE, NOT-TO-EXCEED AMOUNT OF $25,000.00. Payment terms are $4,500.00 (25%) due via wire transfer at the signing of this Agreement, $9,000.00 (50%) via wire transfer upon delivery of the Title at the internal listening milestone per timeline, and $4,500.00 (25%) upon delivery of all final digital format files of the Title to City’s designated representatives, and acceptance by the City. Composers shall bear all risk of loss of the Title prior to City’s acceptance and final payment. Agreement for additional in-person performances can be renewable to a maximum of three (3) years from the date of this Agreement. Composers will be solely responsible for all costs and expenses of preparing the Title and its recording, including composition, arrangement, orchestration, copying and delivery of the complete Title recording, and any related costs. The fee payable under this Section 2 has been set in contemplation of Composers’ sole responsibility for the foregoing expenses. 3. Assignment of Intellectual Property Interests. Composers agree that the Title has been specially ordered or commissioned by City and accordingly the Title will be a “work made for hire” (as defined in the Copyright Act of 1976); and that City will be considered the author of the Title for all purposes (except that Composers will receive credit for the Title as required by law), and City will be the owner of all of the rights comprised in the undivided copyright (and all renewals and extensions thereof) in and to the Title and of any and all other rights in the Title, including patents and trademarks. Without limiting the generality of the foregoing, Composers expressly acknowledge and agree that City will be and remain the sole owner of all rights of every kind and character whatsoever throughout the universe, whether or not those rights are now existing or come into existence hereafter, and whether or not the rights are now known, recognized, or contemplated. Composers are, however, entitled to performance royalties to the extent the music is played publicly. In the event that the Title is not deemed a work made for hire by a court, then this Composition Agreement shall be construed such that Composers shall be deemed to grant and assign to City licensing rights of the Title, including the right to broadcast the composition in any arena they deem appropriate. Artists, as a matter of course, retain all publishing rights, as well as commercial distribution rights to the composition, with the understanding that any and all releases will be of a good faith, mutually beneficial nature to both parties. ATTACHMENT 1 Page 42 ARTIST AGREEMENT Page 2 of 5 Without limiting the foregoing, by virtue of its ownership of the Title, City will have the exclusive right throughout the universe and in perpetuity, in City’s sole discretion: to use and exploit any and all of the rights in the Title; to change, edit, or transpose the Title, or to add or take away lyrics, or to add additional music; to publicly perform the Title, and to advertise and publicize the Title. Any and all third-party additions requiring adjustments to the writer/publisher splits will be mutually agreed upon and negotiated in good faith prior to any public/commercial release of the edited song. 4. Composer’s Warranty and Indemnity. Composers warrant and represents that: (i) the Title is original, one of a kind, and is solely the product of Composers’ own creative efforts; (ii) neither the Title nor City’s ownership, use or display, infringes, or will infringe, any patent, copyright, trademark, trade name, or other intellectual property or proprietary right of any person or entity; (iii) until accepted by the City, Composers are the sole creators of the Title including any and all intellectual property and proprietary rights related thereto; (iv) Composers have not entered into any agreement with any third party that would affect or restrict Composers’ ability to enter into this Agreement or to convey sole ownership of the Title and all intellectual property and proprietary rights to the City; (v) the Title shall be delivered to City free and clear of any lien, encumbrance, or claim of ownership by any third party; and, (vi) Composers are fully authorized under all state, federal, and international laws, statutes and regulations, to enter this Agreement and to forever convey complete ownership of the Title to the City, including any and all intellectual property and proprietary rights related thereto. To the fullest extent permitted by law, Composers shall indemnify, defend and hold the City, its elected officials, officers employees, agents, and volunteers (“Indemnitees”) harmless from and against any and all costs, claims, liens, losses, liabilities, and expenses of any kind (including, but not limited to, reasonable attorneys' fees) arising out of or related to (i) any breach by Composers of this Agreement; (ii) the acts, omissions or willful misconduct of Composers or Composers’ contractors or agents in the performance of this Agreement, including transportation, delivery, and/or installation or any other services; and (iii) any and all claims, suits, actions, or proceedings alleging that City’s use, possession, reproduction, sale, or display of the Title or any image of the Title infringes any copyright, patent, or other intellectual property or proprietary right under any state, federal, or international law, statute, or regulation. 5. Delivery. The Composers will provide digital transfer of all related format files of Title to designated city representative. The Composer shall orchestrate, arrange, assume the responsibility for, and bear all costs associated with, all required transfer and delivery of digital files. The Composers are anticipated to deliver the Title to the City before January 16, 2025. 6. Inspection. At the time of delivery, the City will confirm all files have transferred properly and undamaged. Composers shall provide assistance if digital transfer is unable to occur at no cost to the City. 7. Insurance; Risk of Loss. All risk of loss, injury, damage, theft, and/or destruction of the Title will be borne by Composers until acceptance and final payment by the City. Composers waive all rights of subrogation against the City, its elected officials, officers, employees, and agents. 8. License to Use Title. Upon City’s acceptance of the Title and all related rights conveyed herein, Composers, as a matter of course, retain all publishing rights, as well as commercial distribution rights to the composition, with the understanding that any and all releases will be of a good faith, mutually beneficial nature to both parties without further agreement or compensation to City. 9. Publicity. Composer forever grants the City all rights to use and/or publish without compensation Composers’ name, likeness, and biographical information, for purposes of promoting, advertising, and/or attributing creation of the Title. In connection with Composers’ grant of the foregoing rights, and to the fullest extent permitted by law, Composers waive and releases, in advance, the City, its elected officials, officers, employees, and agents, from any and all claims, liabilities, damages, and/or losses of any kind. Page 43 ARTIST AGREEMENT Page 3 of 5 10. Binding on Successors. This Agreement is binding upon Composers’ heirs, successors, licensees, agents and assigns. 11. Governing Law and Venue. This Agreement is governed by the laws of the State of California. Venue for any legal action arising out of this Agreement shall be the Superior Court of the County of San Bernardino or the U.S. District Court, Central District, State of California, without regard for conflicts of law principles. 12. Conflicts. in the event of any conflict between this Agreement and the attached Exhibit(s), the terms of this Agreement shall control. 13. Entire Agreement; Modification. This Agreement represents the entire and integrated agreement between City and Composers, and replaces and supersedes all other negotiations, understandings, promises, and agreements, whether oral or written. No promise or representation not expressly set forth herein shall be binding or have any force or effect. This Agreement may only be modified in writing signed by the City’s authorized representative and Composers. NOW, WHEREFORE, this Agreement is entered as of the Effective Date set forth above. Composer (signature) (print name) (date) Composer (signature) (print name) (date) City ________________ (signature) (print name) (date) Page 44 ARTIST AGREEMENT Page 4 of 5 EXHIBIT A Scope of Work and Title Timeline Creative Writing and Professional Production of an Original Custom Song The Custom Song creative process begins with an on -line Zoom consultation with a designated City Project Team. This will consist of a Q&A wherein we look at the subject at hand through the creative lens in search of a inspiring jumping off point with everyone weighing in on which musical direction might be best to head. From there, Tony and Keaton get to work on the actual writing and recording of the Custom Song itself. A series of check -ins can be scheduled as we continue to discuss the style, direction and scope of the composition. Once a completion date is set for the final recording, a second Zoom call is set up with the City Project Team, to serve as an internal reveal/listening party. Generally, this is when music files are exchanged and the City takes delivery of their original work. As well, it has been discussed that Tony and Keaton agree to publicly attaching themselves to the Custom Song as part of a promotional campaign through the use of their respective social media platforms. This is also included in the fee currently being discussed. However, any and all public appearances, performances and in -person press requirements will entail additional compensation. (i.e. performance fees, travel and accommodation stipends, per diems, e tc.) Custom song: $18,000 (does not include in-person performances) Including instrumental, ringtone & other formats identified Custom song project will be invoiced at the following milestones: Upon Acceptance of Agreement 25% Upon Conclusion of Song Listening Reveal 50% Upon Delivery of all Music files/formats 25% Solo Acoustic in-person performance rates: $1,500/each performer, per show plus travel & accommodations In-Person Performances will be Invoiced for Payment to be received at Performance (TBD) Full Band rates: Dependent on size and scope of performance (# of musicians, backline needs, etc.); can be quoted on an as needed basis. TIMELINE PROJECT TIMELINE August / September On-line Zoom Creative meeting w/Lucca & Simons Page 45 ARTIST AGREEMENT Page 5 of 5 Aug - Oct 2024 Creative Process Throughout process Capture videos/pictures of creative process for video of creation / potential music video TBD Series of Check-Ins (as needed) October / November Identification of any In-Person Performances desired October / November Completion Date Identified Fall/Winter Recording / Professional Production of Song Fall/Winter Zoom “Reveal/Listening Party” Date Identified January 2025 Digital File Transfers of Final Composition 2025 State of the City April/May Launch Song Page 46 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Matt Burris, Deputy City Manager of Community Development Jason Welday, Director of Engineering Services/City Engineer Justine Garcia, Deputy Director of Engineering Services Clarence de Guzman, Management Analyst II SUBJECT:Consideration to Accept the Pedestrian and Bicycle Safety Program Grant Revenue in the Amount of $200,000, Funded by the National Highway Traffic Safety Administration (NHSTA) and Administered by the California Office of Traffic Safety (OTS) for Federal Fiscal Year 2025; and Authorization to Appropriate $200,000 From the Federal Grant Fund (Fund 275) for Approved Grant Expenses. (CITY) RECOMMENDATION: Staff recommends the City Council: 1. Accept grant revenue in the amount of $200,000 awarded by the National Highway Traffic Safety Administration (NHTSA) through the California Office of Traffic Safety (OTS) under the Federal Fiscal Year 2025 Pedestrian and Bicycle Safety Program; and 2. Authorize the appropriation of $200,000 for implementation of grant program objectives and deliverables. BACKGROUND: In January 2024, the City submitted a grant application to the California Office of Traffic Safety (OTS) Grant Program, which is funded by the National Highway Traffic Safety Administration (NHTSA). The overarching goal of the annual program is to improve safety for all roadway users and prevent serious injury or death resulting from motor vehicle crashes. Through the City’s Safe Routes to School (SRTS) Program in the Engineering Services Department, City staff applied under one (1) of the required OTS Priority Program Areas, the Pedestrian and Bicycle Safety Program (Project). Pedestrians and bicyclists are some of the most vulnerable roadway users every time they are out on the road. In the City, this may be exacerbated by the particularly large number of schools distributed across its 40-square mile area, along with the high levels of pass-through vehicular traffic from nearby urban centers. Safety concerns from parents have also led to increased driving to and from local schools, further aggravating traffic congestion around school neighborhoods and discouraging active mobility choices such as walking and bicycling. The City’s SRTS Program is designed to increase the physical activity of schoolchildren by encouraging walking and bicycling, and creating safer, connected routes for students to get to and from school. It serves to enhance schoolchildren’s health and well-being, ease traffic Page 47 Page 2 2 5 3 3 congestion near schools, and improve air quality and overall quality of life by making it easier and safer for families to choose active modes of transportation when traveling to and from school. The City’s proposed OTS grant Project includes the implementation of SRTS best-practice strategies to improve safety of pedestrians and bicyclists and reduce collisions involving these roadway users. These strategies include educational outreach, targeted trainings such as bicycle rodeos, community events, presentations, and creating Suggested Walking and Bicycling Routes to School Maps for all 31 public elementary and middle schools in the City. In July 2024, OTS notified the City, pending final agreement execution, that it has been awarded $200,000 to implement its proposed Project. As a pass-thru grant program from NHTSA, the grant term follows a federal fiscal year, with Project implementation expected to begin in October 2024 and completed in September 2025. A copy of the agreement for Grant No. PS25051 is on file with the City Clerk office. ANALYSIS: While the City has recently completed its Active Transportation Plan (Connect RC) and engaged all five (5) school districts in several public meetings and events to solicit feedback about their specific transportation needs and issues, there are still internal capacity concerns at the school level, including an overall desire to rejuvenate SRTS programming and to better equip schools with tools that will help them successfully champion their respective SRTS programs. The proposed grant Project will help address these concerns by supporting overall SRTS operations, providing funding to purchase pedestrian and bicycle safety equipment for communitywide distribution, and facilitating the use of a technical consultant to create comprehensive and user- oriented Suggested Walking and Bicycling Routes to School Maps for all public elementary and middle schools in the City. These objectives align consistently with the City’s General Plan (PlanRC) in supporting the City to “create places where people want to be and can thrive; places that people will find vibrant, welcoming, and inclusive, connected by safe, comfortable streets for all users.” PlanRC places the utmost importance on safety for all modes of travel in the City. One of the key areas referenced in PlanRC relates to managing and minimizing collisions, especially those that involve vulnerable users such as pedestrians and bicyclists, and prioritizing the reduction of these incidents. OTS implements a Safe System Approach into all its programs, acknowledging that crashes will happen, and that traffic safety is a proactive, shared responsibility. The City’s proposed Project will implement SRTS best-practice strategies designed to help reduce crashes involving pedestrians and bicyclists. They will include robust community engagement, safety trainings and presentations, and enhancing each school’s SRTS toolkit (i.e., school-specific mapping) to improve pedestrian and bicycle safety in their neighborhoods. Furthermore, the impacts of these strategies extend far beyond roadway safety alone. Less vehicles on the road translate to reduced greenhouse gas emissions and improved air quality conditions, increased physical activity leads to reduced rates of obesity and chronic diseases, and a better understanding of how to facilitate safer active modes of travel further reduces dependence on automobiles for short- range trips within the City and effectively promotes active transportation. FISCAL IMPACT: Grant funding has been approved in the amount of $200,000 in federal funding. No matching contributions are required. Staff requests that the City Council accept the grant and approve the following appropriation necessary to receive the grant funds and budget the related expenses: Page 48 Page 3 2 5 3 3 Revenues: Account No.Funding Source Description Amount F275 CC303 RC5100 GR-000069 Federal Grants Fund (F275) Grant Income - Federal $200,000.00 TOTAL REVENUES:$200,000.00 Expenditures: Account No.Funding Source Description Amount F275 CC303 SC2106 GR-000069 Federal Grants Fund (F275) Grant Expenditures – Contract Services $200,000.00 TOTAL EXPENDITURES:$200,000.00 The City will be reimbursed from grant funds when invoices for eligible expenses are submitted to the grant administrator throughout the duration of the grant period. COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s core value of promoting and enhancing a safe and healthy community for all, as well as intentionally embracing and anticipating our future. It also incorporates working together cooperatively and respectfully with each other, staff, and all stakeholders. ATTACHMENTS: None. Page 49 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Shelly Munson, Director of Innovation and Technology Lilyan Villarreal, Deputy Director of Innovation and Technology Tanya Trieu-Bui, Management Analyst I SUBJECT:Consideration to Approve Professional Services Agreements for Network Support from Triden Group and Sidepath Inc., not to Exceed the Amount of $150,000. (CITY) RECOMMENDATION: Staff recommends the City Council approve agreements with Triden Group and Sidepath Inc. to provide professional services for a one-year term with a not-to-exceed spending limit of $150,000. BACKGROUND: The City Council has authorized multiple projects to replace and upgrade critical information technology infrastructure including the City’s data network, data centers, and cybersecurity resources. The City’s modern IT infrastructure runs on a combination of different operating systems and services that need to be continually maintained to ensure performance and security. To keep pace with the demands of these duties, DoIT enlists professional service partners who are certified to support the City’s network and system components and are versed in the configuration and methodologies the City has implemented with the current infrastructure. These partners provide a critical resource to incrementally add services to our data centers as well as providing escalation with exigent patching and updates to address identified security vulnerabilities. ANALYSIS: Triden Group and Sidepath, Inc. provide network services, design, architecture, and support for the City and Fire District’s network and maintenance which includes LAN, WAN, Firewall, and Wireless. Both vendors have a proven track record of working on city network systems. They also provide additional after-hours support for urgent matters. Their intimate knowledge of our network design requires a reliable and trustworthy partner that comply with our cybersecurity standards and to support our continuity of operations. Staff recommends approvals for professional services agreements with Triden Group and Sidepath, Inc. not to exceed $150,000 per year. All agreements are on-file with the City Clerk’s Office and supporting documentation is on-file with DoIT. Page 50 Page 2 2 5 3 6 FISCAL IMPACT: Funding was included in the Fiscal Year 2024/2025 Adopted Budget and therefore no additional funds are requested. Fiscal Year 2024/25 Adopted Budget: General Fund F001-CC209-SC2106 Contract Services $150,000 COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s Core Value of intentionally embracing and anticipating our future. ATTACHMENTS: Attachment 1: Triden Group PSA Attachment 2: Sidepath, Inc. Amendment 002 Page 51 PSA with Professional Liability Insurance (Non-Design) Page 1 Last Revised: 11/12/2020 AGREEMENT FOR PROFESSIONAL SERVICES THIS AGREEMENT is made and entered into this 4th day of September, 2024, by and between the City of Rancho Cucamonga, a municipal corporation (“City”) and Triden Group, a Technology Consulting Company (“Consultant”). RECITALS A. City has heretofore issued its request for proposals to perform the following professional services: Network Support and Maintenance (“the Project”). B. Consultant has submitted a proposal to perform the professional services described in Recital “A”, above, necessary to complete the Project. C. City desires to engage Consultant to complete the Project in the manner set forth and more fully described herein. D. Consultant represents that it is fully qualified and licensed under the laws of the State of California to perform the services contemplated by this Agreement in a good and professional manner. AGREEMENT NOW, THEREFORE, in consideration of performance by the parties of the mutual promises, covenants, and conditions herein contained, the parties hereto agree as follows: 1. Consultant’s Services. 1.1 Scope and Level of Services. Subject to the terms and conditions set forth in this Agreement, City hereby engages Consultant to perform all technical and professional services described in Recitals “A” and “B” above, including, but not limited to Network Support and Maintenance, all as more fully set forth in the Consultant’s proposal, dated 8/28/2024 and entitled “Scope of Work”, attached hereto as Exhibit “A”, and incorporated by reference herein. The nature, scope, and level of the services required to be performed by Consultant are set forth in the Scope of Work and are referred to herein as “the Services.” In the event of any inconsistencies between the Scope of Work and this Agreement, the terms and provisions of this Agreement shall control. 1.2 Revisions to Scope of Work. Upon request of the City, the Consultant will promptly meet with City staff to discuss any revisions to the Project desired by the City. Consultant agrees that the Scope of Work may be amended based upon said meetings, and, by amendment to this Agreement, the parties may agree on a revision or revisions to Consultant’s compensation based thereon. A revision pursuant to this Section ATTACHMENT 1 Page 52 PSA with Professional Liability Insurance (Non-Design) Page 2 Last Revised: 11/12/2020 that does not increase the total cost payable to Consultant by more than ten percent (10%) of the total compensation specified in Section 3, may be approved in writing by City’s City Manager without amendment. 1.3 Time for Performance. Consultant shall perform all services under this Agreement in a timely, regular basis consistent with industry standards for professional skill and care, and in accordance with any schedule of performance set forth in the Scope of Work, or as set forth in a “Schedule of Performance”, if such Schedule is attached hereto as Exhibit “NA”. 1.4 Standard of Care. As a material inducement to City to enter into this Agreement, Consultant hereby represents that it has the experience necessary to undertake the services to be provided. In light of such status and experience, Consultant hereby covenants that it shall follow the customary professional standards in performing the Services. 1.5 Familiarity with Services. By executing this Agreement, Consultant represents that, to the extent required by the standard of practice, Consultant (a) has investigated and considered the scope of services to be performed, (b) has carefully considered how the services should be performed, and (c) understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. Consultant represents that Consultant, to the extent required by the standard of practice, has investigated any areas of work, as applicable, and is reasonably acquainted with the conditions therein. Should Consultant discover any latent or unknown conditions, which will materially affect the performance of services, Consultant shall immediately inform City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the City Representative. 2. Term of Agreement. The term of this Agreement shall be one (1) year and shall become effective as of the date of the mutual execution by way of both parties signature (the “Effective Date”). No work shall be conducted; service or goods will not be provided until this Agreement has been executed and above requirements have been fulfilled. Parties to this Agreement shall have the option to renew in one (1) year increments to a total of three (3) years, unless sooner terminated as provided in Section 14 herein. Options to renew are contingent upon the City Manager’s approval, subject to pricing review, and in accordance with all Terms and Conditions stated herein unless otherwise provided in writing by the City. 3. Compensation. 3.1 Compensation. City shall compensate Consultant as set forth in Exhibit A, provided, however, that full, total and complete amount payable to Consultant shall not exceed $100,000.00 (One Hundred Thousand Dollars), including all out of pocket expenses, unless additional compensation is approved by the City Council. City shall not Page 53 PSA with Professional Liability Insurance (Non-Design) Page 3 Last Revised: 11/12/2020 withhold any federal, state or other taxes, or other deductions. However, City shall withhold not more than ten percent (10%) of any invoice amount pending receipt of any deliverables reflected in such invoice. Under no circumstance shall Consultant be entitled to compensation for services not yet satisfactorily performed. The parties further agree that compensation may be adjusted in accordance with Section 1.2 to reflect subsequent changes to the Scope of Services. City shall compensate Consultant for any authorized extra services as set forth in Exhibit A. 4. Method of Payment. 4.1 Invoices. Consultant shall submit to City monthly invoices for the Services performed pursuant to this Agreement. The invoices shall describe in detail the Services rendered during the period and shall separately describe any authorized extra services. Any invoice claiming compensation for extra services shall include appropriate documentation of prior authorization of such services. All invoices shall be remitted to the City of Rancho Cucamonga, California. 4.2 City shall review such invoices and notify Consultant in writing within ten (10) business days of any disputed amounts. 4.3 City shall pay all undisputed portions of the invoice within thirty (30) calendar days after receipt of the invoice up to the not-to-exceed amounts set forth in Section 3. 4.4 All records, invoices, time cards, cost control sheets and other records maintained by Consultant relating to services hereunder shall be available for review and audit by the City. 5. Representatives. 5.1 City Representative. For the purposes of this Agreement, the contract administrator and City’s representative shall be Michael Scott, or such other person as designated in writing by the City (“City Representative”). It shall be Consultant’s responsibility to assure that the City Representative is kept informed of the progress of the performance of the services, and Consultant shall refer any decisions that must be made by City to the City Representative. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the City Representative. 5.2 Consultant Representative. For the purposes of this Agreement, Michael Voelker is hereby designated as the principal and representative of Consultant authorized to act in its behalf with respect to the services specified herein and make all decisions in connection therewith (“Consultant’s Representative”). It is expressly understood that the experience, knowledge, capability and reputation of the Consultant’s Representative were a substantial inducement for City to enter into this Agreement. Therefore, the Consultant’s Representative shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to Page 54 PSA with Professional Liability Insurance (Non-Design) Page 4 Last Revised: 11/12/2020 personally supervise the services hereunder. Consultant may not change the Responsible Principal without the prior written approval of City. 6. Consultant’s Personnel. 6.1 All Services shall be performed by Consultant or under Consultant’s direct supervision, and all personnel shall possess the qualifications, permits, and licenses required by State and local law to perform such Services, including, without limitation, a City business license as required by the City’s Municipal Code. 6.2 Consultant shall be solely responsible for the satisfactory work performance of all personnel engaged in performing the Services and compliance with the standard of care set forth in Section 1.4. 6.3 Consultant shall be responsible for payment of all employees’ and subcontractors’ wages and benefits, and shall comply with all requirements pertaining to employer’s liability, workers’ compensation, unemployment insurance, and Social Security. By its execution of this Agreement, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code that 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 agrees to comply with such provisions before commencing the performance of the Services. 6.4 Consultant shall indemnify, defend and hold harmless City and its elected officials, officers and employees, servants, designated volunteers, and agents serving as independent contractors in the role of city or agency officials, from any and all liability, damages, claims, costs and expenses of any nature to the extent arising from Consultant’s violations of personnel practices and/or any violation of the California Labor Code. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section 6. 7. Ownership of Work Product. 7.1 Ownership. All documents, ideas, concepts, electronic files, drawings, photographs and any and all other writings, including drafts thereof, prepared, created or provided by Consultant in the course of performing the Services, including any and all intellectual and proprietary rights arising from the creation of the same (collectively, “Work Product”), are considered to be “works made for hire” for the benefit of the City. Upon payment being made, and provided Consultant is not in breach of this Agreement, all Work Product shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Basic survey notes, sketches, charts, computations and similar data prepared or obtained by Consultant under this Agreement shall, upon request, be made available to City. None of the Work Product shall be the subject of any common law or statutory copyright or copyright application by Consultant. In the event of the return of any of the Work Product to Consultant or its representative, Consultant shall Page 55 PSA with Professional Liability Insurance (Non-Design) Page 5 Last Revised: 11/12/2020 be responsible for its safe return to City. Under no circumstances shall Consultant fail to deliver any draft or final designs, plans, drawings, reports or specifications to City upon written demand by City for their delivery, notwithstanding any disputes between Consultant and City concerning payment, performance of the contract, or otherwise. This covenant shall survive the termination of this Agreement. City’s reuse of the Work Product for any purpose other than the Project, shall be at City’s sole risk. 7.2. Assignment of Intellectual Property Interests: Upon execution of this Agreement and to the extent not otherwise conveyed to City by Section 7.1, above, the Consultant shall be deemed to grant and assign to City, and shall require all of its subcontractors to assign to City, all ownership rights, and all common law and statutory copyrights, trademarks, and other intellectual and proprietary property rights relating to the Work Product and the Project itself, and Consultant shall disclaim and retain no rights whatsoever as to any of the Work Product, to the maximum extent permitted by law. City shall be entitled to utilize the Work Product for any and all purposes, including but not limited to constructing, using, maintaining, altering, adding to, restoring, rebuilding and publicizing the Project or any aspect of the Project. 7.3 Title to Intellectual Property. Consultant warrants and represents that it has secured all necessary licenses, consents or approvals to use any instrumentality, thing or component as to which any intellectual property right exists, including computer software, used in the rendering of the Services and the production of the Work Product and/or materials produced under this Agreement, and that City has full legal title to and the right to reproduce any of the Work Product. Consultant shall defend, indemnify and hold City, and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of city officials, harmless from any loss, claim or liability in any way related to a claim that City’s use is violating federal, state or local laws, or any contractual provisions, relating to trade names, licenses, franchises, patents or other means of protecting intellectual property rights and/or interests in products or inventions. Consultant shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked documents, materials, software, equipment, devices or processes used or incorporated in the Services and materials produced under this Agreement. In the event City’s use of any of the Work Product is held to constitute an infringement and any use thereof is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using the Work Product by suspension of any injunction or by procuring a license or licenses for City; or (b) modify the Work Product so that it becomes non-infringing. This covenant shall survive the termination of this Agreement. 8. Status as Independent Contractor. Consultant is, and shall at all times remain as to City, a wholly independent contractor. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act as an agent of City. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its officers, agents or employees are in any manner employees of City. Consultant shall pay all required taxes on amounts paid Page 56 PSA with Professional Liability Insurance (Non-Design) Page 6 Last Revised: 11/12/2020 to Consultant under this Agreement, and to defend, indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Consultant shall fully comply with the workers’ compensation law regarding Consultant and Consultant’s employees. 9. Confidentiality. Consultant may have access to financial, accounting, statistical, and personnel data of individuals and City employees. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are confidential and shall not be disclosed by Consultant without prior written authorization by City. City shall grant such authorization if applicable law requires disclosure. All City data shall be returned to City upon the termination of this Agreement. Consultant’s covenant under this section shall survive the termination of this Agreement. This provision shall not apply to information in whatever form that is in the public domain, nor shall it restrict the Consultant from giving notices required by law or complying with an order to provide information or data when such an order is issued by a court, administrative agency or other legitimate authority, or if disclosure is otherwise permitted by law and reasonably necessary for the Consultant to defend itself from any legal action or claim. 10. Conflict of Interest. 10.1 Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the Services, or which would conflict in any manner with the performance of the Services. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest, which would conflict in any manner with the performance of the Services. Consultant shall not accept any employment or representation during the term of this Agreement which is or may likely make Consultant “financially interested” (as provided in California Government Code §§1090 and 87100) in any decision made by City on any matter in connection with which Consultant has been retained. 10.2 Consultant further represents that it has not employed or retained any person or entity, other than a bona fide employee working exclusively for Consultant, to solicit or obtain this Agreement. Consultant has not paid or agreed to pay any person or entity, other than a bona fide employee working exclusively for Consultant, any fee, commission, gift, percentage, or any other consideration contingent upon the execution of this Agreement. Upon any breach or violation of this warranty, City shall have the right, at its sole and absolute discretion, to terminate this Agreement without further liability, or to deduct from any sums payable to Consultant hereunder the full amount or value of any such fee, commission, percentage or gift. 10.3 Consultant has no knowledge that any officer or employee of City has any interest, whether contractual, noncontractual, financial, proprietary, or otherwise, in this transaction or in the business of Consultant, and that if any such interest comes to the knowledge of Consultant at any time during the term of this Agreement, Consultant Page 57 PSA with Professional Liability Insurance (Non-Design) Page 7 Last Revised: 11/12/2020 shall immediately make a complete, written disclosure of such interest to City, even if such interest would not be deemed a prohibited “conflict of interest” under applicable laws as described in subsection 10.1. 11. Indemnification. 11.1 Professional Services. In connection with its professional services, the Consultant shall defend, hold harmless and indemnify City, and its elected officials, officers, employees, servants, volunteers, and agents serving as independent contractors in the role of city or agency officials, (collectively, “Indemnitees”), with respect to any and all damages, liabilities, losses, reasonable defense costs or expenses (collectively, “Claims”), including but not limited to liability for death or injury to any person and injury to any property, to the extent the same out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant or any of its officers, employees, subcontractors, consultants, or agents in the performance of its professional services under this Agreement. Consultant shall reimburse all reasonable defense costs and expenses, including actual attorney’s fees and experts’ costs incurred in connection with such defense. 11.2 Other Indemnities. In connection with all Claims not covered by Section 11.1, the Consultant shall defend, hold harmless and indemnify the Indemnitees with respect to any and all Claims including but not limited to Claims relating to death or injury to any person and injury to any property, which arise out of, pertain to, or relate to the non-professional acts, omissions, activities or operations of Consultant or any of its officers, employees, subcontractors, consultants, or agents in the performance of this Agreement. Consultant shall defend Indemnitees in any action or actions filed in connection with any such Claims with counsel of City’s choice, and shall pay all costs and expenses, including actual attorney’s fees and experts’ costs incurred in connection with such defense. 11.3 Nonwaiver of Rights. Indemnitees do not, and shall not, waive any rights that they may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement. 11.4 Waiver of Right of Subrogation. Except as otherwise expressly provided in this Agreement, Consultant, on behalf of itself and all parties claiming under or through it, hereby waives all rights of subrogation against the Indemnitees, while acting within the scope of their duties, from all claims, losses and liabilities arising out of or incident to activities or operations performed by or on behalf of the Consultant. 11.5 Survival. The provisions of this Section 11 shall survive the termination of the Agreement and are in addition to any other rights or remedies which Indemnitees may have under the law. Payment is not required as a condition precedent to an Indemnitee’s right to recover under this indemnity provision, and an entry of judgment against Consultant shall be conclusive in favor of the Indemnitee’s right to recover under this indemnity provision. Page 58 PSA with Professional Liability Insurance (Non-Design) Page 8 Last Revised: 11/12/2020 12. Insurance. 12.1 Liability Insurance. Consultant shall procure and maintain in full force and effect for the duration of this Agreement, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the services hereunder by Consultant, and/or its agents, representatives, employees and subcontractors. 12.2 Minimum Scope of Insurance. Unless otherwise approved by City, coverage shall be at least as broad as: (1) Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001). (2) Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto). (3) Worker’s Compensation insurance as required by the State of California, and Employer’s Liability Insurance. (4) Professional Liability insurance in a form approved by the City, having an extended reporting period of not less than three (3) years; or Professional Liability insurance shall be maintained for a period of three (3) years after completion of the Services which shall, during the entire three (3) year period, provide protection against claims of professional negligence arising out of Consultant’s performance of the Services and otherwise complying with all applicable provisions of this Section 13. Either policy shall be endorsed to include contractual liability to the extent insurable. 12.3 Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) Commercial General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage. Commercial General Liability Insurance with a general aggregate limit shall apply separately to this Agreement or the general limit shall be twice the required occurrence limit. (2) Automobile Liability: $2,000,000 per accident for bodily injury and property damage. (3) Employer’s Liability: $1,000,000 per accident and in the aggregate for bodily injury or disease and Workers’ Compensation Insurance in the amount required by law. Page 59 PSA with Professional Liability Insurance (Non-Design) Page 9 Last Revised: 11/12/2020 (4) Professional Liability: $1,000,000 per claim/aggregate. 12.4 Deductibles and Self-Insured Retentions. Any deductibles or self- insured retentions must be declared to and approved by the City. 12.5 Other Insurance Provisions. (1) The commercial general liability and automobile liability policies are to contain the following provisions on a separate additionally insured endorsement naming the City, its officers, officials, employees, designated volunteers and agents serving as independent contractors in the role of city or agency officials, are to be covered as additional insureds as respects: liability arising out of activities performed by or on behalf of Consultant; products and completed operations of Consultant; premises owned, occupied or used by Consultant; and/or automobiles owned, leased, hired or borrowed by Consultant. The coverage shall contain no limitations on the scope of protection afforded to City, its officers, officials, employees, designated volunteers or agents serving as independent contractors in the role of City or agency officials which are not also limitations applicable to the named insured. (2) For any claims related to this Agreement, Consultant’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, designated volunteers and agents serving as independent contractors in the role of city or agency officials. Any insurance or self-insurance maintained by City, their officers, officials, employees, designated volunteers or agents serving as independent contractors in the role of city or agency officials shall be excess of Consultant’s insurance and shall not contribute with it. (3) Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. (4) Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled except after 30 days prior written notice by first class mail has been given to City (ten (10) days prior written notice for non- payment of premium). Consultant shall provide thirty (30) days written notice to City prior to implementation of a reduction of limits or material change of insurance coverage as specified herein. Page 60 PSA with Professional Liability Insurance (Non-Design) Page 10 Last Revised: 11/12/2020 (5) Each insurance policy, required by this clause shall expressly waive the insurer’s right of subrogation against City and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of city or agency officials. (6) 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:VII or better according to the most recent A.M. Best Co. Rating Guide. (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 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. (9) Other required insurance, endorsements, or exclusions as required by the City in any request for proposals applicable to this Agreement. 12.6 Evidence of coverage. Prior to commencing performance under this Agreement, the Consultant shall furnish the City with certificates and 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. 13. Cooperation. In the event any claim or action is brought against City relating to Consultant’s performance or services rendered under this Agreement, Consultant shall render any reasonable assistance and cooperation that City might require. City shall compensate Consultant for any litigation support services in an amount to be agreed upon by the parties. 14. Termination. City shall have the right to terminate this Agreement at any time for any or no reason on not less than ten (10) days prior written notice to Consultant. In the event City exercises its right to terminate this Agreement, City shall pay Consultant for any services satisfactorily rendered prior to the effective date of the Page 61 PSA with Professional Liability Insurance (Non-Design) Page 11 Last Revised: 11/12/2020 termination, provided Consultant is not then in breach of this Agreement. Consultant shall have no other claim against City by reason of such termination, including any claim for compensation. City may terminate for cause following a default remaining uncured more than five (5) business days after service of a notice to cure on the breaching party. Consultant may terminate this Agreement for cause upon giving the City ten (10) business days prior written notice for any of the following: (1) uncured breach by the City of any material term of this Agreement, including but not limited to Payment Terms; (2) material changes in the conditions under which this Agreement was entered into, coupled with the failure of the parties to reach accord on the fees and charges for any Additional Services required because of such changes. 15. Notices. Any notices, bills, invoices, or reports authorized or required by this Agreement shall be in writing and shall be deemed received on (a) the day of delivery if delivered by hand or overnight courier service during Consultant’s and City’s regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses set forth in this section, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section. All notices shall be addressed as follows: If to City: City of Rancho Cucamonga Attn: Michael Scott (DoIT) 10500 Civic Center Drive Rancho Cucamonga, CA 91730 If to Consultant: Paul Edge, Principal 9823 Pacific Heights Blvd San Diego, CA 92121 16. Non-Discrimination and Equal Employment Opportunity. In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation. Consultant will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation. 17. Assignment and Subcontracting. Consultant shall not assign or transfer any interest in this Agreement or subcontract the performance of any of Consultant’s obligations hereunder without City’s prior written consent. Except as provided herein, any attempt by Consultant to so assign, transfer, or subcontract any rights, duties, or obligations arising hereunder shall be null, void and of no effect. Page 62 PSA with Professional Liability Insurance (Non-Design) Page 12 Last Revised: 11/12/2020 18 Compliance with Laws. Consultant shall comply with all applicable federal, state and local laws, ordinances, codes and regulations in force at the time Consultant performs the Services. 19. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Consultant constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Consultant, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default. 20. Attorney’s Fees. In the event that either party to this Agreement shall commence any legal action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party in such action or proceeding shall be entitled to recover its costs of suit, including reasonable attorney’s fees and costs of experts. 21. Exhibits; Precedence. All documents referenced as exhibits in this Agreement are hereby incorporated in this Agreement. In the event of any material discrepancy between the express provisions of this Agreement and the provisions of any document incorporated herein by reference, the provisions of this Agreement shall prevail. 22. Applicable Law and Venue. The validity, interpretation, and performance of this Agreement shall be controlled by and construed under the laws of the State of California. Venue for any action relating to this Agreement shall be in the San Bernardino County Superior Court. 23. Construction. In the event of any asserted ambiguity in, or dispute regarding the interpretation of any matter herein, the interpretation of this Agreement shall not be resolved by any rules of interpretation providing for interpretation against the party who causes the uncertainty to exist or against the party who drafted the Agreement or who drafted that portion of the Agreement. 24. Entire Agreement. This Agreement consists of this document, and any other documents, attachments and/or exhibits referenced herein and attached hereto, each of which is incorporated herein by such reference, and the same represents the entire and integrated agreement between Consultant and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement. IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above. Page 63 PSA with Professional Liability Insurance (Non-Design) Page 13 Last Revised: 11/12/2020 Consultant Name: Triden Group By: ______________________________ Name Date ______________________________ Title City of Rancho Cucamonga By:________________________________ Name Date _________________________________ Title By: ______________________________ Name Date ______________________________ Title City of Rancho Cucamonga By:________________________________ Name Date _________________________________ Title (two signatures required if corporation) Approval ____ Buyer II, Purchasing ____ Alternate, Risk Management Coordinator Page 64 PSA with Professional Liability Insurance (Non-Design) Page 14 Last Revised: 11/12/2020 Scope of Work Prepared for: City of Rancho Cucamonga 10500 Civic Center Drive Rancho Cucamonga, CA 91730 Network Support and Maintenance September 5, 2024 Prepared by: Paul Edge (858) 467-5420 Paul.edge@tridengroup.com Exhibit - A Page 65 PSA with Professional Liability Insurance (Non-Design) Page 15 Last Revised: 11/12/2020 Project Summary: This Statement of Work outlines the service agreement between Triden Group and City of Rancho Cucamonga. (“Rancho Cucamonga”). Rancho Cucamonga has engaged Triden Group to provide Network Services, Design, Architecture and to support Rancho Cucamonga’s Network and Maintenance which include Rancho Cucamonga’s (LAN, WAN, Firewall and Wireless). All Terms and Conditions of this Scope of Work are governed by the Professional Services Agreement (PSA) executed by Rancho Cucamonga and Triden Group dated TBD. The network services will include: • Sr. Network Resource/s • Time and Material Billing • Design • Architecture • Implementation • Break-Fix Issues Staffing Location Address City of Rancho Cucamonga (Various Locations within the City) In Scope: Normal 8-5 business hours are expected Monday – Friday (Rancho Cucamonga) After hour 5 P.M. PST change windows will be scheduled accordingly and billed hourly. Engineer Services will have over 10+ years’ experience in the following areas: - Cisco WAN - Cisco LAN - Wide Area Network (Metro) and VPN Networks – (Direct Fiber) - Carrier for Wide Area Network - Cisco Wi-Fi - Provide Best Practices with each new deployment and troubleshooting procedures Out of Scope Any task that is not defined as “In Scope” is out of scope, including but not limited to the following: Page 66 PSA with Professional Liability Insurance (Non-Design) Page 16 Last Revised: 11/12/2020 • Troubleshoot applications and functionalities of the application Rancho Cucamonga Responsibilities • Rancho Cucamonga will provide Triden Group with physical access to facility as necessary to perform the work. • Rancho Cucamonga will provide Triden Group with remote administrative access to systems as necessary to perform the work and approved by Rancho Cucamonga. • Rancho Cucamonga will provide Triden Group with adequate workspace as necessary to perform the work Project Assumptions • Work will be performed both on-site and remotely as necessary to increase efficiency or as dictated by the city of Rancho Cucamonga Change Control Management • Any changes that would have an impact the business operation will be communicated to Rancho Cucamonga before proceeding • Any unforeseen changes that are required for the completion of specific work break down will be discussed with Rancho Cucamonga. Triden Group will approach as best- effort and a Change Request will be created as necessary if additional hours and work effort are required. Pricing Total: Not to Exceed $235.00 per hour Hours worked will be invoiced on a monthly basis. Communication Organization Contact Information Roles Triden Group Paul Edge (858) 467-5420 paul.edge@tridengroup.com Project Owner Rancho Cucamonga Michael Scott (909) 774-2546 michael.scott@cityofrc.us Project Owner Page 67 PSA with Professional Liability Insurance (Non-Design) Page 17 Last Revised: 11/12/2020 Payments and Terms • All payments are due within 30 days upon receive of invoice and per Rancho Cucamonga and Triden Group PSA. Project Acceptance • By signing below, Rancho Cucamonga has acknowledged and agreed to all scope of work, payment terms, responsibilities, and assumptions • Upon signature by Rancho Cucamonga, Triden Group will begin the scheduling of the staff Augmentation resource or resources as applicable • This SOW is only valid if signed within 30 days from the proposed date Organization Representative Signature Date Triden Group Paul Edge Rancho Cucamonga Michael Scott Page 68 Last Revised: 11/27/2018 Page 1 of 1 AMENDMENT NO. 002 to Professional Services Agreement (CO #2023-148) between Side Path (hereinafter “Contractor”) and City of Rancho Cucamonga (hereinafter the “City”) This Amendment No. 002 will serve to amend the Professional Services Agreement (hereinafter “Agreement”), CO# 2023-148, to incorporate the following: Modification to Contract Section Compensation 3:1: Whereas currently states "total and complete amount payable to Contractor shall not exceed $49,990.00 (Forty-Nine Thousand, Nine Hundred and Ninety dollars)", to now state "total and complete amount payable to Consultant shall not exceed $99,990.00 (Nintey-Nine Thousand, Nine Hundred and Ninety dollars) Term of Agreement: Unless sooner terminated or extended as provided herein, the term of this Agreement shall be one (1) year, become effective as of the date of mutual execution (the "Effective Date"). Consultant shall not commence to perform any of the Services until given written notice to proceed, and then, only to the extent of such notification. All other Terms and Conditions of the original Agreement CO#2023-148, will remain in full effect. IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Amendment by way of signature by both parties and on the date indicated below. Please return two (2) original signed copies to the City no later than Thursday, September 5, 2024. The City will process both copies for signature and provide Contractor with one (1) fully executed copy of the Amendment. Side Path By: ______________________________ Name Date ______________________________ Title City of Rancho Cucamonga By: _________________________________ Name Date _________________________________ Title By: ______________________________ Name Date ______________________________ Title By: _________________________________ Name Date _________________________________ Title (two signatures required if corporation) Docusign Envelope ID: B05A340D-18A6-48A9-82A1-DEC05E7F82EC Director of Operations 9/4/2024 President 9/4/2024 ATTACHMENT 2 Page 69 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Elisa Cox, Assistant City Manager Matt Marquez, Director of Planning and Economic Development Tanya Spiegel, Economic Development Manager SUBJECT:Consideration of a Professional Services Agreement with the Rancho Cucamonga Chamber of Commerce for Economic Development Services in the Amount of $60,000. (CITY) RECOMMENDATION: Staff recommends that the City Council approve a Professional Services Agreement with the Rancho Cucamonga Chamber of Commerce for economic development services in the amount of $60,000. BACKGROUND: Since June 1999, the City of Rancho Cucamonga (“City”) has contracted with the Rancho Cucamonga Chamber of Commerce (“Chamber”) to provide a variety of services and programs in furtherance of the economic development goals of the community. This has included hosting programs and events to encourage business and economic development in the community, furthering the City’s business-friendly goals, and disseminating business-related materials and information. Over the years, the scope of services has changed from time-to-time as new opportunities have come up and existing programs and services were re-evaluated. Over the last year, the City has worked with the Chamber to update the scope of services to better align resources with current and emergent economic development needs and trends. While key services and programs provided by the Chamber will remain the same, the Chamber is proposing new services and programs to enhance support for the City’s ongoing economic development efforts. ANALYSIS: As previously noted, the City of Rancho Cucamonga has historically contracted with the Rancho Cucamonga Chamber of Commerce to provide services related to promoting businesses and enhancing economic development. Staff is recommending that a single-source award be made to the Rancho Cucamonga Chamber of Commerce for the City’s economic development efforts detailed in Exhibit A (scope of service) in the attached Agreement and as summarized below. Page 70 Page 2 2 5 2 2 Chamber of Commerce’s scope of services will include: •The Chamber will provide General Economic Development Services including but not limited to Membership within the Chamber; cooperatively working with the City on marketing the region and providing relocation information to prospective businesses interested in locating their business in Rancho Cucamonga; and continue to respond to business inquiries and offer support in terms of education and representation to the business community. •The Chamber will continue to visit local Rancho Cucamonga businesses through business visits. Chamber Board Members, Ambassadors and Staff will walk and visit service providers, manufacturers, and other businesses located in various shopping or business centers. Business resource information will be provided to the businesses including resources and information from the Rancho Cucamonga Chamber of Commerce, City of Rancho Cucamonga, City Departments and Resource Partners. •The Chamber will continue to provide meeting, and workspace for the City's Small Business Development Center’s Representative for meetings, workshops and phone conversations. •The Chamber will host events and programs throughout the year including the Annual ShopRC Awards and Installation Dinner; Annual Vintners Celebration; Business Connection Network Meetings; Monthly Innovation Forums; Public Safety Recognition; Annual Golf Tournament (Spring Swing); Business Activities (Grand Opening/Ribbon Cutting Ceremonies, Business Mixers, New Member Receptions and Chamber Board Meetings); and the ShopRC Program. •The Chamber will work with City of Rancho Cucamonga on the annual Rancho Cucamonga State of the City event. •The Chamber will collaborate with the City’s Economic Development Department for the Annual Hiring Fair and Manufacturing Month. •The Chamber will continue to partner with the City and the Inland Empire Small Business Development Center for focused business educational workshops on entrepreneurship, leadership, and other topics of interest to the business community. The term of this Agreement is valid for one (1) year, from, July 1, 2024, through June 30, 2025, and will renew on an annual basis automatically unless terminated by either party upon a thirty (30) day written notice by June 1st. Notice is to be received no later than May 1st. The City recognizes that the Rancho Cucamonga Chamber of Commerce continues to provide valuable services which support the business community and encourage economic development across the city. The City/Chamber partnership is essential in our efforts to address the needs and interests of our local businesses. FISCAL IMPACT: The City’s fiscal year 2024/25 budget allocates funding for the Chamber of Commerce’s scope of services in 10011001-5300 (General Fund, Contract Services). Economic Development services will be provided on an annual basis for $60,000 each year for this Professional Services Agreement. Page 71 Page 3 2 5 2 2 COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s Core Values of “Providing and nurturing a high quality of life for all”, “Intentionally embracing and anticipating the future”, and “Equitable prosperity for all” by ensuring that Rancho Cucamonga’s vibrant economy ensures prosperity and opportunities now and in the future. It also addresses the Vision and Goals of the General Plan by establishing Rancho Cucamonga as the cultural and economic hub of the Inland Empire. ATTACHMENTS: Attachment 1 - Exhibit A: Rancho Cucamonga Chamber of Commerce PSA Page 72 17 September ATTACHMENT 1 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Page 87 Page 88 Page 89 Page 90 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer Trina Valdez, Utilities Operations Supervisor SUBJECT:Consideration of Amendment No. 14 to the Agreement with Pacific Utility Installation, Inc. (CO19-085) in the Amount of $130,000 for Electrical Cabling and Preventative Security Measures and Appropriations Totaling $209,780 from the Municipal Utility Fund. (CITY) RECOMMENDATION: Staff recommends the City Council: 1) Approve Amendment No. 14 authorizing an increase in the amount of $130,000 to the Agreement with Pacific Utility Installation, Inc. (CO19-085) and appropriate funds in the amount of $130,000 to account number F705CC304SC2106 (Contract Services/Electric Utility) from the Municipal Utility Fund (Fund 705); and 2) Appropriate funds totaling $209,780 from the Municipal Utility Fund (Fund 705) as outlined in the fiscal impact section below. BACKGROUND: In 2019, the City of Rancho Cucamonga and Pacific Utility Installation, Inc. entered into an Agreement (CO19-085) to provide installation, operation, maintenance and emergency support for the Rancho Cucamonga Municipal Utility (RCMU) electrical infrastructure and distribution system. ANALYSIS: Two existing industrial developments currently served by RCMU located at 12434 Fourth Street and 12400 Arrow Route have requested that RCMU provide a service upgrade to the existing building’s transformer and electrical service cable in order to accommodate a larger size load due to a change in use of the existing buildings. To serve these developments safely, the installation of new equipment and minor service extensions are needed to complete the interconnection to RCMU’s existing infrastructure. The improvements will be paid for by the applicants. Additionally, during the last few months, RCMU experienced some cable theft at some of its newly added underground vaults in its service area. As a preventative security measure, RCMU requested Pacific Utility Installation, Inc. (PUI) assist with the installation of specialized designed security bolts which were purchased and added as an extra layer of security and will help deter future vandalism or theft. Maintenance inspections and scans of the primary underground Page 91 Page 2 2 5 3 5 structures (vaults, PME switches, transformers and pull boxes) were also completed at the same time as a preventative maintenance measure to ensure the structures were in good working condition. These additional expenses were not anticipated in the existing Fiscal Year budget. FISCAL IMPACT: Staff anticipates receiving funding up to $79,780 from the Applicants for the scope of work under the proposed amendment. Expenditures and revenue for this work have not been included the Fiscal Year 2024/25 Adopted Budget, therefore, an appropriation is needed in the following amounts: Account No.Funding Source Description Amount F705CC304SC2106 Municipal Utility Fund (Fund 705) Contract Services/Electric Utility $130,000 F705CC000RC4401 Municipal Utility Fund (Fund 705) Reimbursement from Applicant $79,780 COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s vision for the City by ensuring the construction and maintenance of high-quality public improvements that promote a world class community. ATTACHMENTS: None. Page 92 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer Justine Garcia, Deputy Director of Engineering Services SUBJECT:Consideration of a Resolution Adopting the Measure I Five-Year Capital Projects Needs Analysis Covering Fiscal Years 2025/26 Through 2029/30. (RESOLUTION NO. 2024-092) (CITY) RECOMMENDATION: Staff recommends the City Council adopt the attached resolution approving the Measure I Five- Year Capital Project Needs Analysis covering Fiscal Years 2025/26 through 2029/30. BACKGROUND: Measure 1 2010-2040 Strategic Plan (Plan), the county-wide transportation sales tax program approved by voters, requires each local jurisdiction receiving revenue from the Valley Major Street and Freeway Interchange Programs to annually adopt and update a Five-Year Capital Project Needs Analysis (CPNA) which outlines the specific projects upon which Measure I Valley Major Street and Freeway Interchange Program funds will be expended. ANALYSIS: Staff has prepared the Five-Year CPNA for consideration by the City Council for adoption. Upon adoption, the CPNA will be kept on file with the San Bernardino County Transportation Authority (SBCTA) for informational purposes. The CPNA consists of a list of eligible capital improvement projects, along with their anticipated costs that have been or are expected to be constructed during the upcoming five years. Upon completion of a project in the Plan, the City may seek reimbursement for the Measure I share of the project costs based on the availability of funds allocated to the City. Funds are allocated to the City by the SBCTA Board of Directors on an annual basis and roll- over if not fully expended. The CPNA includes two widening projects and traffic signal improvements at seven locations. FISCAL IMPACT: Approval of this item will meet SBCTA Five-Year CPNA requirements allowing the City to seek reimbursement of eligible expenses in line with SBCTA policy. COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council' s vision for the City by ensuring the construction of high- quality public improvement that promote a world class community. ATTACHMENTS: Attachment 1 - CPNA Resolution Page 93 Resolution No. 2024-XXX – Page 1 of 1 RESOLUTION NO. 2024-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, ADOPTING THE MEASURE I FIVE-YEAR CAPITAL PROJECT NEEDS ANALYSIS FOR FISCAL YEARS 2025/26 THROUGH 2029/30 WHEREAS, San Bernardino County voters approved passage of Measure I in November 2004, authorizing the San Bernardino County Transportation Authority to impose a one-half of one percent retail transactions and use tax applicable in the incorporated and unincorporated territory of the County of San Bernardino; and WHEREAS, revenue from the tax can only be used for transportation improvement and traffic management programs authorized in the Expenditure Plan set forth in Ordinance No. 04-01 of the Authority; and WHEREAS, the Strategic Plan requires each local jurisdiction applying for revenue from certain Measure I Programs to annually adopt and update a Five-Year Capital Project Needs Analysis; and NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, that the Measure I Five-Year Capital Project Needs Analysis for Fiscal Years 2025/26 through 2029/30, attached to this resolution as Exhibit A, is hereby adopted. PASSED, APPROVED, AND ADOPTED this day of 202X. Page 94 Nexus Project Cost 10,567,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$165,000.00 Fund Type:MSI Arterial $ 117,650.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 47,350.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$740,541.00 Fund Type:MSI Arterial $ 528,007.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 212,534.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$62,355.00 Fund Type:MSI Arterial $ 44,451.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 17,657.00 $ - $ - $ - $ - $ - $ - MI LOCAL ST $ 247.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$3,518,918.00 Fund Type:MSI Arterial $ 2,508,990.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 999,610.00 $ - $ - $ - $ - $ - $ - MI LOCAL ST $ 10,318.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Wilson Avenue from East Avenue to Wardman Bullock - Widen from 0 to 4 Lanes Current Total Project Cost Estimate: $7,434,218.00 Total Measure I Request: $3,199,098.00 (Summation of Measure I) Comments: 2026-2030 CPNA Template - Proj 1 Page 95 Nexus Project Cost 554,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$16,640.00 Fund Type:MSI Arterial $ 11,864.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 471.00 $ - $ - $ - $ - $ - $ - MI LOCAL ST $ 4,305.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$395,701.00 Fund Type:MSI Arterial $ 282,135.00 $ - $ - $ - $ - $ - $ - MI LOCAL ST $ 113,566.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $412,341.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Widen Victoria Avenue from Etiwanda High School to I-15 Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $293,999.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 2 Page 96 Nexus Project Cost 481,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$13,750.00 Fund Type:MSI Arterial $ 9,804.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 3,946.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$724,987.00 Fund Type:MSI Arterial $ 516,916.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 208,071.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $738,737.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of Rochester Avenue and Jersey Boulevard Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $526,720.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 3 Page 97 Nexus Project Cost 481,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$13,750.00 Fund Type:MSI Arterial $ 9,804.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 3,946.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$724,987.00 Fund Type:MSI Arterial $ 516,916.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 208,071.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $738,737.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of Milliken Avenue and 5th Street Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $526,720.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 4 Page 98 Nexus Project Cost 481,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$13,750.00 Fund Type:MSI Arterial $ 9,804.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 3,946.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$724,987.00 Fund Type:MSI Arterial $ 516,916.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 208,071.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $738,737.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of East Avenue and Miller Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $526,720.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 5 Page 99 Nexus Project Cost 539,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$12,271.00 Fund Type:MSI Arterial $ 8,749.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 3,522.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$588,026.00 Fund Type:MSI Arterial $ 419,263.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 168,763.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $600,297.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of Carnelian Street and Banyan Street Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $428,012.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 6 Page 100 Nexus Project Cost 539,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$7,920.00 Fund Type:MSI Arterial $ 5,647.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 2,273.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$588,026.00 Fund Type:MSI Arterial $ 419,263.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 168,763.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $595,946.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of 6th Street and Utica Avenue Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $424,910.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 7 Page 101 Nexus Project Cost 481,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$13,750.00 Fund Type:MSI Arterial $ 9,804.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 3,946.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$724,987.00 Fund Type:MSI Arterial $ 516,916.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 208,071.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $738,737.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of 6th Street and Rochester Avenue Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $526,720.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 8 Page 102 Nexus Project Cost 617,000$ Dev. Loan?No 5-Year Advance?No Public Share:71.3% Dev. Share:28.70% Project Information Phase Funding PRIOR* FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FUTURE PA&ED Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - PS&E Total Cost:$45,891.00 Fund Type:MSI Arterial $ 32,720.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 13,171.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - ROW Total Cost:$0.00 Fund Type:MSI Arterial $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - CONST Total Cost:$1,036,819.00 Fund Type:MSI Arterial $ 739,253.00 $ - $ - $ - $ - $ - $ - DEV FEE $ 297,566.00 $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - - Select Fund - $ - $ - $ - $ - $ - $ - $ - Other: ______ $ - $ - $ - $ - $ - $ - $ - $1,081,710.00 Capital Project Needs Analysis City of Rancho Cucamonga Valley Arterial Sub-Program Construct a Traffic Signal at the Intersection of 6th Street and Hellman Avenue Current Total Project Cost Estimate: Comments: *Prior should identify any expenses incurred in prior years that have not yet been reimbursed by SBCTA including anticipated FY 2023/2024 expenses. Total Measure I Request: $771,973.00 (Summation of Measure I) 2026-2030 CPNA Template - Proj 9 Page 103 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Jason C. Welday, Director of Engineering Services/City Engineer Trina Valdez, Utilities Operations Supervisor SUBJECT:Consideration of Resolution Authorizing the Attestation of Veracity for the Rancho Cucamonga Municipal Utility 2023 Power Source Disclosure Annual Report and Power Content Label. (RESOLUTION NO. 2024-093) (CITY) RECOMMENDATION: Staff recommends the City Council adopt the attached resolution authorizing the attestation of veracity for the Rancho Cucamonga Municipal Utility (RCMU) 2023 Power Source Disclosure Annual Report and Power Content Label. BACKGROUND: In 1997, the California Legislature adopted Senate Bill 1305, Article 5, amended by Assembly Bill 162 (2009), requiring retail suppliers of electricity to disclose sources of energy being used to the California Energy Commission (CEC) and to consumers in the form of the Power Source Disclosure Annual Report and Annual Power Content Label. The legislation also requires that the information used to calculate the Power Content Label for each calendar year be independently audited. In lieu of an independent audit and verification, an authorized agent of the City may submit to the CEC, under penalty of perjury, an attestation confirming the accuracy of the report. The CEC requires that the submission of the attestation be approved by the City Council at a public meeting. ANALYSIS: RCMU submitted the 2023 Power Source Disclosure Annual Report and Power Content Label (PCL) to the CEC on June 3, 2024, including the staff attestation, and provided the required information to its customers by posting the 2023 Power Content Label on the City’s website (https://www.CityofRC.us/RCMU). Approval of the attached resolution satisfies the statutory requirement for approval by the City Council. In 2023, RCMU’s total power procurements and generation for retail sales came from three (3) sources: 27.3% of power was renewable procurements (solar), 3.7% was large hydroelectric, and 69% was unspecified power. Unspecified power refers to electricity that has been purchased through open market transactions and is not traceable to a specific generation source. Additionally, 16,000-megawatt hours (MWhs) of Unbundled Renewable Energy Credits (RECs) were also purchased and retired in 2023. REC’s represent renewable generation that was not Page 104 Page 2 2 5 1 4 delivered to serve retail sales. RECs are purchased because a portion of the requirements qualifies under the state’s Renewable Portfolio Standard Regulation. Lastly, because RECs are no longer incorporated into the Eligible Renewable category of the PCL, this contributes to the variance between RCMU’s PCL percentage and its Renewable Portfolio Standard percentage. As RCMU continues to move forward in increasing its procurement of renewable energy, RCMU will seek renewable energy opportunities both regionally and locally. This power source diversity will allow RCMU to be more reliable and resilient by supporting renewable generation projects, as well as supporting goals addressed in the City’s Climate Action Plan, including the reduction in Greenhouse Gas emissions and the transition of the power grid to renewable sources. FISCAL IMPACT: None. COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: This item addresses the City Council’s vision by ensuring compliance with state regulations and building on our success as a world class and sustainable community. ATTACHMENTS: Attachment 1 – 2023 PSD Report Attachment 2 – Resolution Page 105 Version: April 2024 CONTACT INFORMATION 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT For the Year Ending December 31, 2023 RETAIL SUPPLIER NAME City of Rancho Cucamonga ELECTRICITY PORTFOLIO NAME Retail suppliers are required to use the posted template and are not allowed to make edits to this format. Please complete all requested information. GENERAL INSTRUCTIONS NAME Fred Lyn TITLE Deputy Director of Engineering - Utilities MAILING ADDRESS 10500 Civic Center Drive CITY, STATE, ZIP Rancho Cucamonga, CA 91730 PHONE (909)774-4035 EMAIL fred.lyn@cityofrc.us If you have questions, contact Power Source Disclosure (PSD) staff at PSDprogram@energy.ca.gov or (916) 639-0573. NOTE: Information submitted in this report is not automatically held confidential. If your company wishes the information submitted to be considered confidential an authorized representative must submit an application for confidential designation (CEC-13), which can be found on the California Energy Commissions's website at https://www.energy.ca.gov/about/divisions-and-offices/chief-counsels-office. WEBSITE URL FOR PCL POSTING https://www.cityofrc.us/rcmu Submit the Annual Report and signed Attestation in PDF format with the Excel version of the Annual Report to PSDprogram@energy.ca.gov. Remember to complete the Retail Supplier Name, Electricity Portfolio Name, and contact information above, and submit separate reports and attestations for each additional portfolio if multiple were offered in the previous year. ATTACHMENT 1 Page 106 Version: April 2024 107,509 33,306 74,203 - - - 33,306 31,759 0.2954 DIRECTLY DELIVERED RENEWABLES Facility Name Fuel Type State or Province WREGIS ID RPS ID N/A EIA ID Gross MWh Procured MWh Resold Net MWh Procured Adjusted Net MWh Procured GHG Emissions Factor (in MT CO2e/MWh) GHG Emissions (in MT CO2e)N/A Antelope Expansion 3B Solar CA W11436 64096A 62674 11,400 11,400 11,400 - - RE Astoria 2 Solar CA W4931 62691A 59977 16,329 16,329 16,329 - - City of Rancho Cucamonga - City Hall Solar CA W4859 63210A P222 99 99 99 - - City of Rancho Cucamonga - Animal Center Shelte Solar CA W5017 63221A P223 429 429 429 - - City of Rancho Cucamonga - Epicenter Solar CA W5425 63220A P224 1,003 1,003 1,003 - - City of Rancho Cucamonga - Fire Station 173 Solar CA W12547 64972A P378 109 109 109 - - - - #N/A - - #N/A - - #N/A FIRMED-AND-SHAPED IMPORTS Facility Name Fuel Type State or Province WREGIS ID RPS ID EIA ID of REC Source EIA ID of Substitute Power Gross MWh Procured MWh Resold Net MWh Procured Adjusted Net MWh Procured GHG Emissions Factor (in MT CO2e/MWh) GHG Emissions (in MT CO2e) Eligible for Grandfathered Emissions? - - #N/A - - #N/A - - #N/A - - #N/A - - #N/A SPECIFIED NON-RENEWABLE PROCUREMENTS Facility Name Fuel Type State or Province N/A N/A N/A EIA ID Gross MWh Procured MWh Resold Net MWh Procured Adjusted Net MWh Procured GHG Emissions Factor (in MT CO2e/MWh) GHG Emissions (in MT CO2e)N/A Boulder Canyon Project Large hydro NV 466 3,937 3,937 3,937 - - - - #N/A - - #N/A - - #N/A - - #N/A - - #N/A - - #N/A - - #N/A - - #N/A PROCUREMENTS FROM ASSET-CONTROLLING SUPPLIERS Facility Name Fuel Type N/A N/A N/A N/A EIA ID Gross MWh Procured MWh Resold Net MWh Procured Adjusted Net MWh Procured GHG Emissions Factor (in MT CO2e/MWh) GHG Emissions (in MT CO2e)N/A - #N/A - #N/A - #N/A - #N/A END USES OTHER THAN RETAIL SALES MWh GHG Emissions Intensity (in MT CO2e/MWh) Net Specified Natural Gas Net Specified Coal & Other Fossil Fuels Net Specified Nuclear, Large Hydro, Renewables, and ACS Power GHG Emissions (excludes grandfathered emissions) Retail Sales (MWh) Net Specified Procurement (MWh) Unspecified Power (MWh) Procurement to be adjusted 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT SCHEDULE 1: PROCUREMENTS AND RETAIL SALES For the Year Ending December 31, 2023 City of Rancho Cucamonga (ELECTRICITY PORTFOLIO NAME) Instructions: Enter information about power procurements underlying this electricity portfolio for which your company is filing the Annual Report. Insert additional rows as needed. All fields in white should be filled out. Fields in grey auto-populate as needed and should not be filled out. For EIA IDs for unspecified power or specified system mixes from asset-controlling suppliers, enter "Unspecified Power", "BPA", or "Tacoma Power" as applicable. For specified procurements of ACS power, use the ACS Procurement Calculator to calculate the resource breakdown comprising the ACS system mix. Procurements of unspecified power must not be entered as line items below; unspecified power will be calculated automatically in cell N9. Unbundled RECs must not be entered on Schedule 1; these products must be entered on Schedule 2. At the bottom portion of the schedule, provide the other electricity end-uses that are not retail sales including, but not limited to transmission and distribution losses or municipal street lighting. Amounts should be in megawatt-hours. Page 107 Version: April 2024 16,000 RETIRED UNBUNDLED RECS Facility Name Fuel Type State or Province RPS ID Total Retired (in MWh) Colorado Highlands Wind Wind CO 61229 16000 Total Retired Unbundled RECs 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT SCHEDULE 2: RETIRED UNBUNDLED RECS For the Year Ending December 31, 2023 City of Rancho Cucamonga (ELECTRICITY PORTFOLIO NAME) INSTRUCTIONS: Enter information about retired unbundled RECs associated with this electricity portfolio. Insert additional rows as needed. All fields in white should be filled out. Fields in grey auto-populate as needed and should not be filled out. Page 108 Version: April 2024 Adjusted Net Procured (MWh) Percent of Total Retail Sales Renewable Procurements 29,369 27.3% Biomass & Biowaste - 0.0% Geothermal - 0.0% Eligible Hydroelectric - 0.0% Solar 29,369 27.3% Wind - 0.0% Coal - 0.0% Large Hydroelectric 3,937 3.7% Natural gas - 0.0% Nuclear - 0.0% Other - 0.0% Unspecified Power 74,203 69.0% Total 107,509 100.0% 107,509 651 14.9% Total Retail Sales (MWh) GHG Emissions Intensity (converted to lbs CO2e/MWh) Percentage of Retail Sales Covered by Retired Unbundled RECs 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT SCHEDULE 3: POWER CONTENT LABEL DATA For the Year Ending December 31, 2023 City of Rancho Cucamonga (ELECTRICITY PORTFOLIO NAME) Instructions: No data input is needed on this schedule. Retail suppliers should use these auto-populated calculations to fill out their Power Content Labels. Page 109 Version: April 2024 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT ATTESTATION FORM For the Year Ending December 31, 2023 City of Rancho Cucamonga (ELECTRICITY PORTFOLIO NAME) I, Fred Lyn, Deputy Director of Engineering - Utilities, declare under penalty of perjury, that the statements contained in this report including Schedules 1, 2 and 3 are true and correct and that I, as an authorized agent of City of Rancho Cucamonga, have authority to submit this report on the company's behalf. I further declare that the megawatt-hours claimed as specified purchases as shown in these Schedules were, to the best of my knowledge, sold once and only once to retail customers. Name: Fred Lyn Representing (Retail Supplier): City of Rancho Cucamonga Signature: Dated: 6/3/2024 Executed at: Rancho Cucamonga Page 110 RESOLUTION NO. 24-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, AUTHORIZING THE ATTESTATION OF VERACITY FOR THE RANCHO CUCAMONGA MUNICIPAL UTILITY 2023 POWER SOURCE DISCLOSURE ANNUAL REPORT AND POWER CONTENT LABEL WHEREAS, the Rancho Cucamonga Municipal Utility (RCMU) is a publicly-owned utility in the state of California and is therefore subject to Senate Bill 1305, as amended by Assembly Bill 162, requiring retail suppliers of electricity to disclose sources of energy being used to the California Energy Commission (CEC) and to consumers in the form of the Power Source Disclosure Annual Report and the Annual Power Content Label; and WHEREAS, the 2023 Power Source Disclosure Annual Report and Annual Power Content Label has been submitted to the CEC, and the Annual Power Content Label has been posted on the City’s website for customers to review; and WHEREAS, the 2023 Power Source Disclosure Annual Report includes an attestation from an authorized agent of the City, under penalty of perjury, confirming the accuracy of the information provided. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY RESOLVES, Section 1.: The City Council hereby certifies the 2023 Power Source Disclosure Program Report and Annual Power Content Label. Section 2.: The City Clerk shall certify to the adoption of this Resolution. Section 3.: This Resolution shall take effect immediately upon its adoption. PASSED, APPROVED, AND ADOPTED this 17th day of September 2024. ATTACHMENT 2 Page 111 No DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Robert Neiuber, Senior Human Resources Director Emily Nielsen, Senior Human Resources Business Partner SUBJECT:Consideration to Approve a Resolution Adopting an Amendment to the Rancho Cucamonga Management Association Salary Schedule for Fiscal Year 2024-2025. (Resolution No. 2024-094); and, Consideration to Approve a Resolution Adopting a Side Letter Agreement Between the City of Rancho Cucamonga and the Executive Management Group (RESOLUTION NO. 2024-094 AND RESOLUTION NO. 2024-095) (CITY) RECOMMENDATION: Staff recommends the City Council approve the attached resolutions adopting an amendment to the Rancho Cucamonga Management Association salary schedule for Fiscal Year 2024-2025 and approving a Side Letter Agreement Between the City of Rancho Cucamonga and the Executive Management Group. BACKGROUND: The City Council traditionally adopts salary resolutions biannually for classifications employed by the City of Rancho Cucamonga. These resolutions are updated to reflect changes in salaries, additions and deletions in classifications, changes in job titles, and other terms of employment. Occasionally, off-cycle adjustments may be required to address other topics, including unusual market circumstances that impact external equity. Equity reviews and adjustments are warranted if significant discrepancies exist between a position's salary and the prevailing salaries of comparable positions in other organizations within the same geographic area. Difficulties in recruitment and retention support the need for equity adjustments. ANALYSIS: The Animal Services Department continues to be a leader in animal welfare and has a complex operation that cares for thousands of homeless pets received annually. As part of this welfare, the Department has a comprehensive veterinary program to serve animals housed at the Animal Center, which is experiencing an increase in their animal intake. The Veterinarian position plays a critical role in this program. Without this position, the staff is unable to perform the full scope of medical care and assistance needed to the animals at the Animal Center. The Veterinarian position has previously struggled with recruitment and retention efforts due to competitive market pressures for this type of skilled worker. To ensure external equity with Page 112 Page 2 2 5 4 5 agencies competing for talent in the same labor market and to attract and retain a high-quality workforce, an updated salary survey with labor market cities was conducted. This comparison found that increasing the Veterinarian salary range by 15% would place this position below average of our survey cities and above average other agencies with a Veterinarian classification. Staff recommends the Veterinarian classification receive a 15% salary increase. In addition, staff is recommending a temporary suspension via a side letter agreement of the compaction issues that this increase could cause with the Animal Services Director position. All other salary schedules, classifications, job titles, and other terms of employment remain the same. Staff recommends the City Council approve the attached resolutions adopting an amendment to the Rancho Cucamonga Management Association salary schedule and approving a Side Letter Agreement Between the City of Rancho Cucamonga and the Executive Management Group. FISCAL IMPACT: Depending on where an employee is hired in the salary range, the fiscal impact of the equity adjustment to the Veterinarian classification could be up to $23,676 annually. COUNCIL MISSION / VISION / GOAL(S) ADDRESSED: This item addresses the City Council’s Vision to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community. ATTACHMENTS: Attachment 1 – Resolution No. 2024-094 Exhibit A – Rancho Cucamonga Management Association Salary Schedule Attachment 2 – Resolution No. 2024-095 Attachment 3 - EMG Side Letter Agreement Page 113 RESOLUTION NO. 2024-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING A RESOLUTION ADOPTING AN AMMENDMENT TO THE RANCHO CUCAMONGA MANAGEMENT ASSOCIATION SALARY SCHEDULE FOR THE FISCAL YEAR 2024-2025. WHEREAS, the City Council of the City of Rancho Cucamonga has determined that it is necessary for the efficient operation and management of the City that policies be established prescribing salary ranges, benefits and holidays and other policies for employees of the City of Rancho Cucamonga; and WHEREAS, the City Council of the City of Rancho Cucamonga has previously adopted salary resolutions establishing salary ranges, benefits and other terms of employment for employees of the City of Rancho Cucamonga; and WHEREAS, the City Council of the City of Rancho Cucamonga recognizes that it is necessary from time to time to amend the salary resolution to accommodate changes in position titles, classifications salary ranges, benefits and other terms of employment; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rancho Cucamonga, California to approve the attached salary schedule for the Rancho Cucamonga Management Association for fiscal year 2024-2025 (Exhibit A). PASSED, APPROVED, AND ADOPTED this 17th day of September, 2024. ATTACHMENT 1 Page 114 Minimum Control Point Maximum Class Title Step Amount Step Amount Step Amount Accounting Manager 2525 $6,917 2565 $8,443 2585 $9,328 Animal Center Manager 2506 $6,292 2546 $7,682 2566 $8,485 Assistant to the City Manager 2590 $9,565 2630 $11,675 2650 $12,901 Building & Safety Manager 2533 $7,199 2573 $8,786 2593 $9,708 Chief Information Security Officer 2552 $7,885 2592 $9,659 2612 $10,672 City Planner/Planning Manager 2583 $9,236 2623 $11,273 2643 $12,457 Community Affairs Manager 2565 $8,443 2605 $10,308 2625 $11,387 Community Improvement Manager 2533 $7,199 2573 $8,786 2593 $9,708 Community Services Manager 2506 $6,292 2546 $7,682 2566 $8,485 Community Services Superintendent 2536 $7,307 2576 $8,919 2596 $9,854 Cultural Center Manager 2536 $7,307 2576 $8,919 2596 $9,854 Deputy Director of Animal Services 2566 $8,485 2606 $10,358 2630 $11,675 Deputy Director of Building and Safety 2580 $9,097 2620 $11,107 2644 $12,521 Deputy Director of City Clerk Services 2543 $7,566 2583 $9,236 2607 $10,408 Deputy Director of Community Services 2598 $9,952 2638 $12,151 2662 $13,697 Deputy Director of Economic Development 2598 $9,952 2638 $12,151 2662 $13,697 Deputy Dir. Engineering/Deputy City Eng.2604 $10,256 2644 $12,521 2668 $14,113 Deputy Dir. Engineering/Utility Manager 2604 $10,256 2644 $12,521 2668 $14,113 Deputy Director of Engineering 2598 $9,952 2638 $12,151 2662 $13,697 Deputy Director of Finance 2604 $10,256 2644 $12,521 2668 $14,113 Deputy Director of Human Resources 2598 $9,952 2638 $12,151 2662 $13,697 Deputy Dir. of Innovation and Technology 2566 $8,485 2606 $10,358 2630 $11,675 Deputy Director of Library Services 2580 $9,097 2620 $11,107 2644 $12,521 Deputy Director of Planning 2598 $9,952 2638 $12,151 2662 $13,697 Deputy Director of Public Works 2598 $9,952 2638 $12,151 2662 $13,697 Economic Development Manager 2539 $7,417 2579 $9,055 2599 $10,003 Environmental Programs Manager 2539 $7,417 2579 $9,055 2599 $10,003 Facilities Superintendent 2536 $7,307 2576 $8,919 2596 $9,854 Finance Manager 2559 $8,194 2599 $10,003 2619 $11,054 Library Services Manager 2506 $6,292 2546 $7,682 2566 $8,485 Park/Landscape Maintenance Supt 2536 $7,307 2576 $8,919 2596 $9,854 Plan Check & Inspection Manager 2533 $7,199 2573 $8,786 2593 $9,708 Principal Accountant 2532 $7,162 2572 $8,742 2592 $9,659 Principal Engineer 2588 $9,469 2628 $11,560 2648 $12,771 Principal Librarian 2495 $5,956 2535 $7,271 2555 $8,031 Principal Management Analyst 2543 $7,566 2583 $9,236 2603 $10,205 Monthly Pay Ranges Effective September 23, 2024 Resolution No. 2024-XXX ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES RANCHO CUCAMONGA MANAGEMENT ASSOCIATION Rancho Cucamonga Management Association Salary Schedule September 23, 2024 Exhibit A Page 115 Minimum Control Point Maximum Monthly Pay Ranges Effective September 23, 2024 Resolution No. 2024-XXX ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES RANCHO CUCAMONGA MANAGEMENT ASSOCIATION Principal Planner 2543 $7,566 2583 $9,236 2603 $10,205 Procurement Manager 2530 $7,092 2570 $8,657 2590 $9,565 Public Works Maintenance Manager 2566 $8,485 2606 $10,358 2626 $11,443 Revenue Manager 2532 $7,162 2572 $8,742 2592 $9,659 Risk Manager 2559 $8,194 2599 $10,003 2619 $11,054 Senior Civil Engineer 2579 $9,055 2619 $11,054 2639 $12,211 Senior Executive Assistant 2468 $5,206 2508 $6,355 2528 $7,020 Senior Planner 2523 $6,847 2563 $8,360 2583 $9,236 Street/Storm Drain Maintenance Supt 2536 $7,307 2576 $8,919 2596 $9,854 Traffic Engineer 2579 $9,055 2619 $11,054 2639 $12,211 Utilities Operations/Project Manager 2524 $6,882 2564 $8,402 2584 $9,282 Veterinarian 2609 $10,513 2649 $12,837 2669 $14,184 Rancho Cucamonga Management Association Salary Schedule September 23, 2024 Page 116 RESOLUTION NO. 2024-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING A SIDE LETTER OF AGREEMENT BETWEEN THE CITY OF RANCHO CUCAMONGA AND THE EXECUTIVE MANAGEMENT GROUP WHEREAS, representatives of the City of Rancho Cucamonga (City) and Executive Management Group (EMG) representatives have met and conferred pursuant to the provisions of the Meyers-Milias-Brown Act (California Government Code § 3500, et seq.) with regard to terms and conditions of employment; and WHEREAS, representatives of the City and EMG representatives have agreed upon and presented to this City Council Side Letter Agreements (See attached Side Letter Agreements 2). NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA HEREBY RESOLVES that said Side Letter Agreement with EMG is hereby approved and the City Manager is hereby authorized to sign said Side Letter Agreements on behalf of the City of Rancho Cucamonga, and the City Clerk to attest thereto. PASSED, APPROVED, AND ADOPTED this 17th day of September 2024. ATTACHMENT 2 Page 117 SIDE LETTER OF AGREEMENT BETWEEN THE CITY OF RANCHO CUCAMONGA AND THE EXECUTIVE MANAGEMENT EMPLOYEE GROUP The City of Rancho Cucamonga ("City") and the Executive Management Employee Group (collectively, the "Parties") entered into a Memorandum of Understanding ("MOU") that commenced on July 1, 2024, and expires on December 31, 2025. The Parties met and conferred in good faith in September 2024. The Animal Services Department continues to be a leader in animal welfare and has a complex operation that cares for thousands of homeless pets received annually. As part of this welfare, the Department has a comprehensive veterinary program to serve animals housed at the Animal Center, which is experiencing an increase in their animal intake. The Veterinarian position plays a critical role in this program. Without this position, the staff is unable to perform the full scope of medical care and assistance needed to the animals at the Animal Center. There is an organizational need to hire a well-qualified veterinarian for the City. This will necessitate a modification to the Veterinarian position salary, the only position in the City requiring a Doctor of Veterinary Medicine (DVM) or Veterinary M.D. (VMD) designation. To expedite that process the City proposes the following change to the current Executive Management Group MOU during its current term. During the term of the current Executive Management Group MOU the Executive Management Group (EMG) and the City of Rancho Cucamonga (City) agree that Section 3 Salary Structure subsection A related to compaction issues is suspended for the Animal Services Director position in relation to the Veterinarian position. This is not a determination related to subordination of the Veterinarian position. This does not in any way affect the equity study on the Animal Services, Building and Safety, and Public Works Directors to be completed by December 31, 2024. This Side Letter of Agreement shall be incorporated into the MOU. The MOU shall remain in full force and effect except to the extent modified by this Side Letter of Agreement. This Side Letter of Agreement shall not be effective until ratified by the City Council and approved by the Executive Management Employee Group. For the City of Rancho Cucamonga For the Executive Management Employee Group ___________________________________ ________________________________________ John Gillison Jennifer Hunt-Gracia City Manager Executive Management Group Representative ________________________________________ Zack Neighbors Executive Management Group Representative ATTACHMENT 3 Page 118 Page 1 of 1 REVISION: Attached is a revised Staff Report for item D12 on the Consent Calendar that removes Resolution 2024-095 and highlights a change to reflect that the Animal Services Director salary range would increase by 3.5% per the compaction wording under the Salary Structure language in the Executive Management Group Memorandum of Understanding. The side letter agreement and the corresponding resolution that were previously part of this agenda item have been removed. RECOMMENDATION: Staff recommends that the City Council approve the attached resolution adopting an amendment to the Rancho Cucamonga Management Association salary schedule for Fiscal Year 2024-2025. ATTACHMENTS: Attachment 1 – Revised Staff Report DATE: September 17, 2024 TO: John R. Gillison, City Manager FROM: Robert Neiuber, Senior Human Resources Director BY: Emily Nielsen, Senior Human Resources Business Partner SUBJECT: Consideration to Approve a Resolution Adopting a Side Letter Agreement Between the City of Rancho Cucamonga and the Executive Management Group. (RESOLUTION NO. 2024-094 AND RESOLUTION NO. 2024-095) (CITY) MEMORANDUM Human Services Department Corrected Staff Report Memo: 9/17/2024 Item D12 Consent Calendar No DATE: TO: FROM: INITIATED BY: SUBJECT: September 17, 2024 Mayor and Members of the City Council John R. Gillison, City Manager Robert Neiuber, Senior Human Resources Director Emily Nielsen, Senior Human Resources Business Partner Consideration Approve a Resolution Adopting an Amendment to the Rancho Cucamonga Management Association Salary Schedule for Fiscal Year 2024-2025. (Resolution No. 2024-094) (CITY) RECOMMENDATION: Staff recommends that the City Council approve the attached resolution adopting an amendment to the Rancho Cucamonga Management Association salary schedule for Fiscal Year 2024-2025. BACKGROUND: The City Council traditionally adopts salary resolutions biannually for classifications employed by the City of Rancho Cucamonga. These resolutions are updated to reflect changes in salaries, additions and deletions in classifications, changes in job titles, and other terms of employment. Occasionally, off-cycle adjustments may be required to address other topics, including unusual market circumstances that impact external equity. Equity reviews and adjustments are warranted if significant discrepancies exist between a position's salary and the prevailing salaries of comparable positions in other organizations within the same geographic area. Difficulties in recruitment and retention support the need for equity adjustments. ANALYSIS: The Animal Services Department continues to be a leader in animal welfare and has a complex operation that cares for thousands of homeless pets received annually. As part of this welfare, the Department has a comprehensive veterinary program to serve animals housed at the Animal Center, which is experiencing an increase in their animal intake. The Veterinarian position plays a critical role in this program. Without this position, the staff is unable to perform the full scope of medical care and assistance needed to the animals at the Animal Center. The Veterinarian position has previously struggled with recruitment and retention efforts due to competitive market pressures for this type of skilled worker. To ensure external equity with agencies competing for talent in the same labor market and to attract and retain a high-quality workforce, an updated salary survey with labor market cities was conducted. This comparison found that increasing the Veterinarian salary range by 15% would place this position below average of our survey cities and above average other agencies with a Veterinarian classification. Staff recommends the Veterinarian classification receive a 15% salary increase. In addition, the Page 2 Executive Management Group (EMG) Memorandum of Understanding (MOU) states, “In order to prevent compaction issues, the top step of every Executive Management Covered employee's salary range should be a minimum of 5% above the top step of the available salary range of any subordinate employee…” The increase to the Veterinarian position would necessitate under the current EMG MOU a 3.5% increase to the Animal Services Director (ASD) salary range. The Animal Services Director positions new salary range would be: Minimum step 1611 - $10,506 Control Point step 1661 - $13,482 Maximum Step 1681 - $14,896 All other salary schedules, classifications, job titles, and other terms of employment remain the same. Staff recommends the City Council approve the attached resolution adopting an amendment to the Rancho Cucamonga Management Association salary schedule for the Veterinarian position, which also increases the Animal Services Director position by 3.5%. FISCAL IMPACT: Depending on where an employee is hired in the salary range, the fiscal impact of the equity adjustment to the Veterinarian classification could be up to $23,676 annually. The increase to the Animal Services Director position would result in an additional $3250 for FY 24-25, $8,370 for FY 25-26 and $9,200 for FY 26-27. COUNCIL MISSION / VISION / GOAL(S) ADDRESSED: This item addresses the City Council’s Vision to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community. ATTACHMENTS: Attachment 1 – Resolution No. 2024-094 Exhibit A – Rancho Cucamonga Management Association Salary Schedule Page 1 of 2 DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Carrie Rios, Community Improvement Manager SUBJECT:Discussion and Action to Introduce, Waive Reading of, and Adopt by a Four-fifths Vote, Interim Urgency Ordinance No. 1030, to be Read by Title Only, and Waive Further Reading, Prohibiting Home Experience Sharing Uses, and Declaring the Urgency Thereof, and Adopting Finding Pursuant to the California Environmental Quality Act (CEQA) in Connection Therewith. (INTERIM URGENCY ORDINANCE NO. 1030) (CITY) RECOMMENDATION: Staff Recommends the City Council adopt Interim Urgency Ordinance No. 1030, prohibiting Home Experience Sharing Uses for a period of 45 days. BACKGROUND: Home experience sharing has surged in popularity in the last two years, offering travelers as well as event planners unique lodging options many of which include amenities such as pools, putting greens, playgrounds, and spacious yards. While these features enhance guest experiences and benefit the local economy, the rapid growth has raised several concerns, including safety, maintenance, and impacts on local neighborhoods as quiet, single-family residences are transformed into part-time event spaces. Recent observations in Rancho Cucamonga have highlighted problems such as inadequate maintenance of amenities, increased noise and traffic, and disturbances and confrontations in residential areas from the use of these spaces. These issues require immediate attention to protect community well-being and ensure effective management of these properties that does not impact either the guest experience or immediate neighbors. Under Government Code Section 65858, cities can adopt a temporary ordinance to address issues related to new uses while exploring long-term solutions. This ordinance can remain in effect for up to 45 days and may be extended for up to 10 months and 15 days, with a possible additional one-year extension. ANALYSIS: Properties with amenities like pools, putting greens, and playgrounds face significant challenges in maintaining safety and proper upkeep. Pools need rigorous management to prevent accidents and meet health standards, while playgrounds must be regularly inspected to ensure they are safe for children. Putting greens or driving ranges used occasionally may become a nuisance when used regularly by large groups. Inconsistent oversight can lead to safety hazards and lower guest satisfaction. Page 119 Page 2 of 2 2 1 4 4 The influx of home experience sharing properties has also led to increased noise, traffic, and disruptions in some neighborhoods, impacting the quality of life for residents and straining community resources. Events taking place all week long, on holidays, late into the evening, and early in the day all have significant neighborhood impacts when the events become regular occurrences. Addressing these impacts is crucial for maintaining neighborhood harmony and ensuring that the benefits of home experience sharing do not come at the expense of community well-being. The City is committed to embracing the benefits of home experience sharing but recognizes the need for more time to research and develop regulations that balance both sides. Current regulations are insufficient for managing the diverse range of amenities being offered. A temporary moratorium will allow the City to develop comprehensive and fair regulations that address safety, maintenance, and community integration, ensuring that home experience sharing can coexist with the needs of local residents. FISCAL IMPACT: None. COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: Implementing the interim urgency ordinance aligns with several City Council core values, including, providing and nurturing a high quality of life for all residents, promoting and enhancing a safe and healthy community, embracing and preparing for future developments, and cooperating respectfully with all stakeholders. ATTACHMENTS: Attachment 1 – Interim Urgency Ordinance Page 120 Interim Urgency Ordinance No. 1030 - Page 1 of 5 5 0 5 5 INTERIM URGENCY ORDINANCE NO. 1030 AN INTERIM URGENCY ZONING ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, ENACTED PRUSUANT TO GOVERNMENT CODE SECTION 65858 ESTABLISHING A MORATORIUM ON THE GRANTING OF ANY ZONING APPROVAL, HOME OCCUPATION PERMIT, OR OTHER PERMIT, LICENSE, OR LAND USE ENTITLEMENT FOR USING REAL PROPERTIES ZONED AND/OR DEVELOPED FOR RESIDENTIAL USE IN THE CITY OF RANCHO CUCMAONGA FOR HOME EXPERIENCE SHARING THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA DOES HEREBY ORDAIN AS FOLLOWS: SECTION 1. Legislative Findings. A. The Rancho Cucamonga Development Code (as set forth in Title 17 of the Rancho Cucamonga Municipal Code) establishes different “base zones” applicable to real properties within the City of Rancho Cucamonga in an effort to classify, regulate, designate, and distribute the uses of lands and buildings with the City. Pursuant to Section 17.26.020 of the Rancho Cucamonga Municipal Code, these base zones include (i) Residential Zones; (ii) Form-Based Zones; (iii) Industrial Zones; (iv) Open Space Zones; and (v) Special Purpose Zones. B. Section 17.30.030 and Table 17.30.030-1 of the Rancho Cucamonga Municipal Code list uses within each base zone that are either permitted, permitted with a Minor Use Permit, conditionally permitted, or not permitted. Moreover, Section 17.30.020.C of the Rancho Cucamonga Municipal Code explicitly provides that “Land uses that are not listed in the zone tables are not allowed, except as otherwise provided in this title.” C. Approved principal uses of residentially zoned properties are designed to be “residential uses” as described in Section 17.32.020 of the Rancho Cucamonga Municipal Code – and the use of residentially zoned properties for non-residential uses is limited in an effort to ensure that such uses and/or activities do not impact the overall quality and character of the residential neighborhood. D. Over the past several years, the rental of residential properties for periods of thirty (30) days or less (“Short-Term Rentals”) has surged in popularity. While providing a financial advantage to property owners and simultaneously providing an affordable way to visit the City, Short-Term Rentals also create or contribute to a number of adverse impacts upon a residential neighborhood – including, but not limited to, disturbances of the peace resulting from parties and other late-night activities, illegally parked vehicles, and a lack of adequate parking. After careful consideration of the benefits and adverse impacts of Short-Term Rentals, the City Council of the City of Rancho Cucamonga adopted Ordinance 969, adding Chapter 8.34 and amending Title 17 of the Rancho Cucamonga Municipal Code to establish regulations applicable to Short-Term Rentals. E. Another use that has been surging in popularity is the rental of recreational amenities (e.g., swimming pools; playgrounds; barbeques and grills; pickleball courts, tennis courts, and other sports areas; and other exterior portions of real properties) separate and apart from the rental of the residential dwelling – a use that is commonly known as “Home Experience Sharing”. Recreational amenities as part of a Home Experience Sharing are generally rented by ATTACHMENT 1 Page 121 Interim Urgency Ordinance No. 1030 - Page 2 of 5 5 0 5 5 the hour, however, are generally rented for multiple hours at a time – and some property owners provide “monthly passes” allowing for extended hours throughout the month. Moreover, Home Experience Sharing is often used for hosting parties and other social events resulting in large gatherings of non-residents within residential properties. Similar to Short-Term Rentals, the rapid growth of Home Experience Sharing also creates or contributes to a number of adverse impacts upon residential neighborhoods – including, but not limited to, increased noise, disorderly conduct, and lack of adequate off-street parking for residents, which, in turn, would result in potential conflicts between Home Sharing Experience guests and neighbors – and an increased expenditure of City resources in responding to complaints. Additionally, Home Experience Sharing raises health and safety concerns as there are currently no regulations pertaining to minimum standards for maintenance of the recreational amenities, sanitation facilities (especially since the recreational facilities are not rented in conjunction with a residential building), insurance coverage to cover accidents or injuries suffered by these social guests. F. Home Experience Sharing is not defined within the Rancho Cucamonga Municipal Code, nor is it a designated use listed in Section 17.30.030 and Table 17.30.030-1 of the Rancho Cucamonga Municipal Code. G. Although the City allows for some temporary activities and land uses to be conducted on private residential properties, such activities and uses must be temporary. Section 17.140.020 of the Rancho Cucamonga Municipal Code defines a temporary use to be “a use established for a fixed period of time with the intent to discontinue such use upon the expiration of the time period.” H. The City has established development standards only for the temporary uses as listed in Chapter 17.104 of the Rancho Cucamonga Municipal Code to ensure the health, safety, and general welfare of the community – but these would not be adequate for the long-term use of residential properties for Home Experience Sharing. I. Home Experience Sharing would also not be an allowed “Home Occupation” for which a Home Occupation Permit could be issued within the City of Rancho Cucamonga, because Home Occupations must be conducted within a residential dwelling or an accessory building – and be subordinate and/or accessory to the residential use of the property. By their very nature, Home Experience Sharing is conducted, primarily, on exterior portions of the property. J. The City’s Community Improvement Division has confirmed through listings on Home Experience Sharing sites (e.g., Swimply.com) that recreational amenities are, in fact, being rented in the City of Rancho Cucamonga as part of Home Experience Sharing. K. Based upon the foregoing adverse impacts and concerns raised by Home Experience Sharing, the lack of adequate safeguards to protect the health, safety, and welfare of the guests participating in the Home Experience Sharing and neighboring residential neighborhood, and the current use of residential properties within the City of Rancho Cucamonga for Home Experience Sharing, the City Council therefore finds there is a current and immediate threat to the public health, safety, and welfare, and that a moratorium is necessary. L. The City Council finds that the time provided by the moratorium will allow for a comprehensive analysis on how best to regulate Home Experience Sharing to minimize or eliminate the adverse impacts upon the health, safety, and welfare of not only the property owner who is providing the Home Experience Sharing, but also the guests and the surrounding neighborhood. The City Council further finds that the moratorium will allow time to evaluate the Page 122 Interim Urgency Ordinance No. 1030 - Page 3 of 5 5 0 5 5 General Plan, the Development Code, and the Zoning map – and determine appropriate zones in which Home Experience Sharing could be conducted and create adequate safeguards under which Home Experience Sharing could be conducted in a manner where adverse impacts are negated or minimized. SECTION 2. Authority. Pursuant to Government Code Section 65858, the City Council may adopt, as an urgency measure, an interim ordinance that prohibits any uses that may be in conflict with a contemplated zoning proposal that the City Council is considering, studying, or intending to study within a reasonable period of time. SECTION 3. Urgency Findings. The City Council finds and determines that there is an immediate threat to the public health, safety, and welfare, and that the approval of any zoning approval, home occupation permit, or other permit or land use entitlement for Home Sharing Experiences would constitute an immediate threat to the public health, safety, and welfare. As described in Section 1, the Staff Report accompanying this Urgency Ordinance, and other evidence in the record, Home Sharing Experiences could threaten the health, safety, and welfare of the community through adverse impacts that include, but are not limited to, increased noise, disturbances of the peace and disorderly conduct, and lack of required parking, without adequate safeguards in place to address minimum standards for maintenance of the recreational amenities, sanitation facilities (especially since the recreational facilities are not rented in conjunction with a residential building), and insurance coverage to cover accidents or injuries suffered by these social guests. To preserve the public health, safety, and welfare, the City Council finds that it is necessary that this Interim Urgency Ordinance take effect immediately pursuant to Government Code Sections 65858, 36934, and 36937 to prevent such harm. SECTION 4. Moratorium Established. A.Definitions. For purposes of this Interim Urgency Ordinance, the following terms shall be defined as set forth herein: “Home Sharing Experience” shall mean the rental or lease of a recreational amenity, or recreational amenities located on real property zoned and/or developed for residential use within the City of Rancho Cucamonga, separate from or otherwise not in conjunction with the rental of a residential dwelling unit. “Recreational amenity” or “recreational amenities” shall include any swimming pool, barbeque, grill, pickleball court, basketball court, tennis court, playground, yard area, or other portion of a residentially zoned and/or developed property that is designed or used for recreational activities. Page 123 Interim Urgency Ordinance No. 1030 - Page 4 of 5 5 0 5 5 B.Moratorium. Based on the facts and findings set forth in Sections 1 through 3 of this Interim Urgency Ordinance, and notwithstanding any other ordinance or provision of the Rancho Cucamonga Municipal Code, the City Council hereby establishes a moratorium providing for the following: 1. Home Experience Sharing, as defined in Section 4.A, above, is unlawful and a public nuisance in all zones within the City during the term of the moratorium established herein or any extension thereof. 2. No Home Experience Sharing activities shall be established or continued, if previously established, in any zone within the City. 3. No application for zoning approval, home occupation permit, or other permit, license, or land use entitlement shall be approved during the term of the moratorium established herein or any extension thereof. SECTION 5. Enforcement. The provision of this Interim Urgency Ordinance shall be enforceable pursuant to the general enforcement provisions in Title 1 of the Rancho Cucamonga Municipal Code. SECTION 6. CEQA Findings. The City Council hereby finds that it can be seen with certainty, that there is no possibility that the adoption of this Interim Urgency Ordinance may have a significant effect on the environment, because the Interim Urgency Ordinance will impose a temporary moratorium on the granting of any zoning approval, home occupation permit, or other permit, license, or land use entitlement for Home Experience Sharing in the City in order to protect the public health, safety, and general welfare, and will thereby serve to avoid potentially significant environmental impacts during the term of the moratorium and any extensions thereof. It is therefore not subject to the California Environmental Quality Act review pursuant to Title 14, Chapter 3, Section 15061(b)(3) of the California Code of Regulations. SECTION 7. Severability. If any section, subsection, subdivision, paragraph, sentence, clause, or phrase of this Interim Urgency Ordinance or its application to any person or circumstances, if for any reason held to be invalid or unenforceable by a court of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or enforceability of the remaining sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases of this Interim Urgency Ordinance, or its application to any other person or circumstance. The City Council hereby declares that it would have adopted each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof, irrespective of the fact that nay one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases hereof be declared invalid or unenforceable. Page 124 Interim Urgency Ordinance No. 1030 - Page 5 of 5 5 0 5 5 SECTION 8. Effective Date; Approval and Extension of Ordinance. This Interim Urgency Ordinance, being adopted as an urgency measure for the immediate protection of the public health, safety, and welfare, containing a declaration of the facts constituting the urgency, and passed by a minimum four-fifths (4/5) vote of the City Council, shall take effect immediately upon its adoption and shall continue in effect for a period of not longer than forty-five (45) days. After notice pursuant to Government Code Section 65090 and a public hearing, the City Council may extend the effectiveness of this Interim Urgency Ordinance as provided in Government Code Section 65858. SECTION 9. Publication. The City Clerk shall certify to the passage and adoption of this Interim Urgency Ordinance and shall cause its publication in accordance with applicable law. PASSED, APPROVED, AND ADOPTED this_____________________, 2024. Page 125 Interim Urgency Ordinance Prohibiting Home Experience Sharing City Council Administrative Hearing September 17, 2024 INTRODUCTION Recommendation for Interim Urgency Ordinance No. 1030 • Staff Recommendation: Adopt Interim Urgency Ordinance No. 1030 • Purpose: Prohibit Home Experience Sharing Uses for 45 days • Need for Further Research: Allows time to develop clear and concise regulations that protect neighborhoods while balancing the demand for rentable amenities. This will help manage their use and prevent uncontrolled growth while we develop these guidelines. HOME EXPERIENCE SHARING BACKGROUND •Popularity Surge: Major growth in the last 2 years-Became popular during the pandemic when recreation facilities were closed. •Unique Offerings: Amenities that attract guests, large family gatherings, and parties such as: Pools, Putting Greens, Tennis Courts, Pickleball Courts, Playgrounds, Basketball Courts and Barbeques. •The City of Rancho Cucamonga has large properties in certain areas (D1 & D4) that often feature more amenities due to the greater space. As a result, the city has a notable concentration of these existing facilities. 1.(SWIMPLY.COM): DAILY AND HOURLY RENTALS 2.(PEACHY.CO): DAILY AND HOURLY RENTALS 3.(GETMYBOAT.COM): SOME LISTINGS INCLUDE POOLS 4.(GOLFNOW.COM): TEE TIMES AND GREENS AVAILABLE FOR BOOKING 5.(GOLFLINK.COM): SOME GREENS AVAILABLE FOR RENT 6.(BOOKMYGOLF.COM): GREENS AND TEE TIMES AVAILABLE FOR RENTAL 1.(PICKLEBALLBOOKING.COM): HOURLY AND DAILY RENTALS 2.(PLAYPICKLEBALL.COM): COURT RENTALS AND SCHEDULING 3.(PICKLEBALLCENTRAL.COM): SOME FACILITIES AVAILABLE FOR RENT 4.(PLAYYOURCOURT.COM): BOOK COURTS BY THE HOUR 5.(TENNISBOOKER.COM): COURT RENTALS BY THE HOUR 6.(TENNISPOINT.COM): SOME LISTINGS INCLUDE FACILITY RENTALS 1.(PARKSMART.COM): SOME LISTINGS FOR PLAYGROUND RENTALS 2.(EVENTUP.COM): PLAYGROUND AND EVENT SPACE RENTALS 3.(THEKNOT.COM): LISTINGS MAY INCLUDE PLAYGROUND FACILITIES 1.POOLS/GOLF PICKLEBALL/TENNIS COURTS PLAYGROUNDS HOW PEOPLE ARE BOOKING-PLATFORMS “QUOTES… COMMUNITY IMPACT AND IMMEDIATE CONCERNS •Noise: Disruptive noise from large gatherings and activities •Traffic: Increased congestion from guest arrivals and departures •Trash and Refuse Management: Challenges associated with large groups of people generating significant waste. •Poor Maintenance: Insufficient upkeep of amenities •Safety/ Health Concerns: Risks associated with unregulated facilities; private pools have different regulations than public pools. •Confrontations: Disputes between guests and residents Regulatory Actions in California Cities Researching California’s Approach -Cities with Regulations: 1.Los Angeles: Moratorium on certain pool rentals 2.Palm Springs: Temporary moratorium on new permits affecting amenities 3.Beverly Hills: Stringent regulations on pool rentals 4.Santa Monica: Moratorium on new permits for certain rentals 5.Laguna Beach: Regulations affecting amenities like pools Purpose of Moratoriums: Address neighborhood impact, safety, and noise Why a Moratorium •Research Time: Crucial for developing effective regulations •Safety and Maintenance: Ensures proper oversight of amenities •Community Protection: Addresses noise, traffic, trash & refuse, Good Regulation Research Time Safety Community Protection Recommendation Staff recommends that the City Council Adopt the attached Interim Urgency Ordinance No. 1030 prohibiting Home Experience Sharing Uses for 45 days DATE:September 17, 2024 TO:Mayor and Members of the City Council FROM:John R. Gillison, City Manager INITIATED BY:Matt Marquez, Director of Planning & Economic Development SUBJECT:Consideration to Receive and File the Economic Development Strategy Annual Progress Report for 2023. (CITY) RECOMMENDATION: Staff recommends that the City Council receive and file the Economic Development Strategy Annual Progress Report for 2023. BACKGROUND: In the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in multiple industries. The region’s strategic location, between major metro areas and connections to the rest of the country and the world, has been a key driver of this growth. Rancho Cucamonga, with its skilled workforce, high- quality-built environment, and expanding economy, is a key player. The Economic Development Strategy (EDS), adopted in October of 2023, is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire. This strategy is not just a plan, but a call to action for all who contribute to the City’s future success. The EDS was developed to guide the City’s economic development activities over a five-year period. The document identifies goals and strategies that will serve as a roadmap for City staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Division, but success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations. The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document and beyond. Sections in the EDS describe the strengths, challenges, and opportunities to grow the City’s economy; key industries to expand in the city; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the city department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations. Page 126 Page 2 2 5 4 8 ANALYSIS: The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of Health, Equity, and Stewardship. The vision of PlanRC is to create a city for people—a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of PlanRC, the City will develop to be more welcoming and accessible to both residents and visitors. To meet the vision and core values of PlanRC, five Big Ideas were identified: 1.Design for People First – Focus should be on people and development must be human scale and inviting. 2.Provide Connectivity and Accessibility – Provide a range of travel options including new opportunities for walking, bicycling and transit. 3.Create Destinations – Places to congregate, gather and socialize. 4.Establish Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire – A downtown area, or several major activity centers, with varied cultural opportunities and public art. 5.Address Environmental Justice – Everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution. The EDS is intended to fortify linkages with PlanRC and its Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals identified in the EDS are as follows: 1. Grow and Diversify the City’s Economy 2. Enhance the Quality of Life 3. Expand Retail, Entertainment, and Hospitality 4. Foster Growth of Local Businesses & Workforce These goals and corresponding strategies identified in the EDS were designed to address specific economic development objectives and ensure community vitality so that it can continue to provide high-quality public services and amenities. Achievable and measurable action items were designed to serve as a guide for the City over the life of the Plan. The EDS is meant to be fluid and reviewed annually to determine if there is a change in priorities or if resources need to be shifted. The strategies and action items in the EDS can be implemented in a variety of ways and in a series of actions over the five-year life of the plan. Each action item was assigned a timeline for implementation, and the subject Annual Progress Report provides a summary of wide-ranging measures undertaken in 2023 that moved Page 127 Page 3 2 5 4 8 the needle in implementing the EDS in the first year since its adoption. Implementation highlights for each of the EDS goals are identified in the Annual Progress Report followed by the action items they support. As mentioned earlier in this report, action items were assigned a timeline for implementation and can be referenced in the EDS (Exhibit A to this staff report). This Progress Report will focus on those action items with a one-year timeline. Embracing the opportunity for flexibility in the Progress Report’s format, it has been developed in an easy-to-read format that allows it to also serve as a report card to the residents of Rancho Cucamonga on the City’s progress in implementing the EDS. The Annual Progress Report was presented to the Economic Development Subcommittee on August 19, 2024 and Planning Commission on September 11, 2024. FISCAL IMPACT: None COUNCIL MISSION / VISION / VALUE(S) ADDRESSED: As part of the implementation of the General Plan, this item supports the City Council’s vision of creating an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community. ATTACHMENTS: Attachment 1 - Economic Development Strategy Annual Progress Report 2023 & Appendix Page 128 5 0 4 0 EXHIBIT A Due to file size, this attachment can be accessed through the following link: Economic Development Strategy Annual Progress Report 2023 Page 129 Economic Development Strategy Annual Progress Report | 1 ECONOMIC DEVELOPMENT STRATEGY ANNUAL PROGRESS REPORT 2023 CITY OF RANCHO CUCAMONGA ITEM H1 - ATTACHMENT 2 TABLE OF CONTENTS Chapter 1 Introduction.....................................................................................................................................................5 About the Economic Development Strategy............................................................................5 Heart of the Matter......................................................................................................................................5 Chapter 2 Economic Development Strategy Implementation............................................................7 Implementation Highlights..................................................................................................................7 Chapter 3 Looking Ahead............................................................................................................................................19 Appendix........................................................................................................................................20 Economic Development Strategy Annual Progress Report | 3 4 Economic Development Strategy Annual Progress Report | 5 Introduction In the last decade, the Inland Empire has experienced remarkable growth, with increases in population, employment opportunities, and investment in multiple industries. The region’s strategic location, between major metro areas and connections to the rest of the country and the world, has been a key driver of this growth. Rancho Cucamonga, with its skilled workforce, high-quality-built environment, and expanding economy, is a key player. The Economic Development Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire. This strategy is not just a plan, but a call to action for all who contribute to the City’s future success. About the Economic Development Strategy The EDS was developed to guide the City’s economic development activities over a five- year period. The document identifies goals and strategies that will serve as a road map for City Staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Division, but the success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations. The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document. Sections in the EDS describe the strengths, challenges, and opportunities to grow the City’s economy; key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations. Heart of the Matter The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of Health, Equity, and Stewardship. The vision of PlanRC is to create a city for people—a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of PlanRC, the City will develop to be more welcoming and accessible to both residents and visitors. CHAPTER 1 6 To meet the vision and core values of PlanRC, five Big Ideas were identified: 1. Design for People First: Focus should be on people and development must be human scale and inviting; 2. Provide Connectivity and Accessibility: Provide a range of travel options including new opportunities for walking, bicycling and transit; 3. Create Destinations: places to congregate, gather, and socialize; 4. Establish Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire: A downtown area, or several major activity centers, with varied cultural opportunities and public art; and 5. Address Environmental Justice: Everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution. The EDS is intended to fortify linkages with PlanRC and its Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified were designed to address specific economic development objectives: improve health outcomes through economic attainment, grow and diversify the local economy, build economic health and long-term fiscal resiliency, and ensure community vitality so that it can continue to provide high-quality public services and amenities. Within each of the strategies, achievable and measurable action items were designed to serve as a guide for the City over the life of the Plan. The City will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making it a special place to live, work, and thrive. Meanwhile, the EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. Economic Development Strategy Annual Progress Report | 7 Economic Development Strategy Implementation The strategies and action items in the EDS can be implemented in a variety of ways and in a series of actions over the five-year life of the plan. Each action item was assigned a timeline for implementation, and the following highlights provide a summary of wide- ranging measures undertaken in 2023 that moved the needle in implementing the EDS. Implementation highlights for each of the EDS goals are identified followed by the action items they support. Action items were assigned a timeline for implementation and can be referenced in the EDS or in the Appendix. This progress report will focus on those action items with a one-year timeline. Implementation Highlights GOAL 1: GROW AND DIVERSIFY THE CITY’S ECONOMY San Bernardino County Economic Development Department: Bi-monthly meetings were established with the San Bernardino County Economic Development Department. This collaboration enhanced communication, keeping the City at the forefront of emerging opportunities within the County. Key accomplishments include an editorial in Globe Street highlighting new infrastructure and retail projects in the City. Additionally, the City was represented at the County’s exhibitor booth at ICSC Las Vegas, an annual conference for commercial real estate professionals. Programa Emprendedor@s: The City launched its first cohort of Programa Emprendedor@s in partnership with the County of San Bernardino Economic Development Department, an eight-week entrepreneurship academy that educates, motivates, empowers, and develops the leadership skills and business acumen of Spanish-speaking entrepreneurs (Emprendedor@s). All services were provided at no cost and are available to program participants. The county-wide program accepted 32 applicants, including 7 from Rancho Cucamonga. 30 students graduated the program, achieving a 93.7% graduation rate, significantly higher than the 46.4% graduation rate of similar programs in other jurisdictions. Among the graduates, one business has joined the Rancho Cucamonga Chamber of Commerce and is a member of the Inland Empire Hispanic Business Alliance. CHAPTER 2 8 Economic Development Strategy Annual Progress Report | 9 Governor’s Office of Business and Economic Development (GO-Biz): Economic Development Team established a connection with the Inland Empire Regional Business Development Specialist for (GO-Biz). As a result, Staff received and evaluated Request for Information (RFI) opportunities from companies looking to locate or expand in California. Staff will continue to evaluate and respond to these opportunities when appropriate. State and County Resources: A one (1) page information sheet with local, state and federal resources was created to distribute to new businesses. Information on State resources was distributed to all new businesses through a welcome email and a welcome packet in partnership with the Rancho Cucamonga Chamber of Commerce. Additonally, information was made available at business engagement events, on the Economic Development webpage, the monthly Economic & Community Development e-newsletter, the City’s LinkedIn and Economic Development’s Facebook and X accounts. New and Updated Marketing Collateral: The World Class Community brochure is a new marketing collateral piece developed to market the advantages of locating in the City. It features the City’s cultural and entertainment amenities as well as the desired industries such as retail, dining, lodging, breweries, wineries and tasting rooms. Moreover, the opportunity sites booklet and information card, both existing collateral materials, were also updated. World Class Community Brochure: A World Class Community brochure was developed to highlight the quality of life amenities offered in the City. Recreational opportunities and cultural experiences are featured in the brochure to compliment demographic data provided in other promotional materials. Hard copies of the brochure are included in information packets distributed at various business and community engagement events. The brochure enhances the vision of the General Plan and is a useful tool in attracting businesses and families. The digital version of this brochure can be found on the Economic Development webpage. At-A-Glance and Retail Opportunity Marketing Collateral: The At-A-Glance and Retail Opportunity marketing materials were updated to reflect the most up to date demographic information available. These are updated at minimum once a year or as needed, and are available on the Economic Development webpage. Marketing and Communications Plan: Economic Development marketing was enhanced through story generation and placement in publications that reach target audiences at the local, regional, and national level including Site Selection magazine, Connect CRE, and Route Fifty. Efforts were further enhanced with increased advertising through strategic ad placements in Inland Empire magazine, Urban Land magazine, and 10 Site Selection magazine. Site Selection Assistance: A site selection form was created and is available on the Economic Development webpage for site selection assistance requests. A site selection activity log to track requests was established and has been utilized since the beginning of 2024. Software tools, such as, CoStar, PlacerAi, Urban3, Retail Lease Trac, and GIS Zoning maps, are used to provide the most accurate response to site selection requests. Staff responded to site selection requests within two business days. To date, 12 formal requests have been made in 2024 (7 in review by requester, 4 are shortlisted, and 1 request is closed). Customer Service: The Planning & Economic Development Department established expectations for professional practice that included “The ASAP Approach - Dealing with Difficult Situations” and “The 5 W’s Rule - Delivering World Class Service.” They provide Staff guidelines for delivering effective customer service. Development Review Process: Planning & Economic Development Staff regularly evaluate the alignment between the General Plan, Economic Development Strategy and Development Code in an effort to address development process discrepancies. Recently, the Planning team took the lead on revisiting and revising pieces of the City’s development review process. Previously, the process was front-loaded, meaning Staff reviewing applications were doing so for both completeness and to identify technical issues or discrepancies. At the same time, Staff was also developing draft conditions of approval. Generally, each review must be completed within 30 days under the Permit Streamlining Act. Often, because so much was expected of Staff over a 30-day period, it was challenging to finish reviewing an application in a timely manner. Since the different components of reviewing an application were bundled together, multiple rounds of review were conducted, which led to lengthier project application reviews. This led to external complaints from applicants and internal complaints from Staff. In response, the Planning team led an effort to update the approach to reviewing entitlement applications. Tweaks were made to the process, including separating initial review for application completeness from the review for technical compliance and the development of conditions. A completeness review includes Staff comparing the submittal package to an application checklist to ensure each document requested by the City is included. This is different from having to review a submittal package for completeness and for any technical issues (deviations from the development code, for example), while also developing draft conditions of approval. Staff can now provide feedback on the completeness of applications within 15-30 days (per submittal). The technical portion of the review then follows. These changes are relatively new, but the Planning team has already received positive feedback from applicants. Over time, Staff anticipates being able to quantify the difference these changes have made to application processing times. Flowcharts/handouts are also under development to outline the review process for the public. It is important to note that these changes may not apply to all projects, as some are required to be processed under different sets of rules, such as the Housing Accountability Act. Quarterly Commercial Real Estate Brokers Roundtable: A quarterly commercial real estate brokers roundtable was established to enhance the City’s collaboration and information sharing with local real estate professionals. A total of four (4) roundtables were held featuring various guest speakers and a range of topics including the City’s vision for future growth. The roundtables provided a forum where real estate brokers could connect with City Staff and provide insights to the real estate market. Economic Development Strategy Annual Progress Report | 11 12 Economic Development Strategy Action Items Supported: 1.1 Grow the City’s Target Industry Sectors 1.1A Coordinate with San Bernardino County’s Economic Development Department to recruit new companies. 1.1B Coordinate with GO-Biz to recruit new companies. 1.1C Connect new businesses with resources from the State. 1.2 Market to Businesses the Advantages of Locating in the City 1.2A Develop materials that market advantages for locating in Rancho Cucamonga. 1.2B Continue to regularly update “Rancho Cucamonga At-A-Glance” and “Retail Opportunity” marketing materials. 1.2C Develop promotional materials on the Economic Development webpage that profiles the City’s access to nature and community parks. 1.2D Implement the Marketing and Communication Plan. 1.3 Recruit and Retain International Companies 1.3A Connect businesses with resources through the San Bernardino County Economic Development Department. 1.3B Connect businesses with resources from State, and International & Trade Programs. 1.4 Connect Businesses with Commercial Space Opportunities in the City 1.4A Continue support for the “Site Selection Assistance” service in the City and enhance the promotion of the service. 1.4B Maintain customer service orientation in the “Site Selection Assistance” service. 1.5 Support the Construction and Redevelopment of Commercial Properties 1.5A Continue to address small discrepancies in the development process as they occur and review the current development approval process to remove barriers and improve efficiency. 1.5D Solicit feedback from real estate professionals. Economic Development Strategy Annual Progress Report | 13 GOAL 2: ENHANCE THE QUALITY OF LIFE City’s Downtown Location: An internal memo was distributed to Staff establishing an understanding of the City’s downtown location. Epicenter Master Plan: The City adopted the Epicenter Masterplan (EMP) in December 2023, establishing a vision for the area as a fun, active district which will serve as a destination for recreation, entertainment, and gathering. The EMP encourages pedestrian building frontages and other improvements that enhance the public realm as described in the General Plan and its Big Ideas, including designing for people first, providing connectivity and accessibility, creating destinations and establishing Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire. World Class Community Brochure: A World Class Community brochure was developed to highlight the quality of life amenities offered in the City including marketing various points of interests and historic resources. The General Plan acknowledges and respects the City’s history serving as a foundation for future growth. The World Class Community brochure pays homage to the City’s identity as a wine valley both from the past to present moment. Enhancing the Public Realm: To successfully achieve the City’s vision and uphold the core values identified by the community, the General Plan was designed around strengthening Rancho Cucamonga’s sense of identity and character by creating places where people want to be and improving their ability to move around. The overarching strategy is one of human-scaled design, with buildings and outdoor spaces oriented towards people connected by safe and comfortable streets, pathways, and trails that provide equitable access. To encourage pedestrian, building frontage, and other improvements that enhance the public realm, the General Plan includes Five Big Ideas as mentioned earlier in this report. 1. Design for People First 2. Provide Connectivity and Accessibility 3. Create Destinations 4. Establish Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire 5. Address Environmental Justice Conceptual rendering of Stadium Way Conceptual rendering of promenade 14 Staff ensures these Big Ideas, and corresponding General Plan polices and form-based code regulations, are considered and implemented as part of the design process in the following ways: • Meetings with Property Owners, Builders, & Developers: Conversations start by telling the story of the Big Ideas, why they were developed, what they mean, and how they help to set the tone for the development of the built environment. • General Plan Goals & Policies: The General Plan is full of goals and polices crafted to help improve and enhance the public realm. For example, Goal MA-2 is Access for All—a safe, efficient, accessible, and equitable transportation system that serves the mobility needs of all users. Related policies include requiring connectivity and accessibility to a mix of land uses that meets residents’ daily needs within walking distance and enhancing sidewalks to create a high-quality pedestrian environment. • General Plan Placemaking Toolkit: This is a set of implementation tools intended as a guide for the City, property owners, and developers, to help ensure that each new increment of private and public investment in Rancho Cucamonga contributes to the making of great places of strong and enduring value. It clearly describes, diagrams, and illustrates the types of development patterns, forms, and strategies that will result in human-scale, pedestrian oriented places that achieve the community’s vision as presented in the General Plan. • Form-Based Code (FBC): The General Plan is the document that provides an overall vision, policy direction, and implementation strategy to support future development in Rancho Cucamonga. It organizes the City into districts, centers, corridors, and neighborhoods, with an overall vision for greater walkability centered around nodes of activity. The FBC implements the General Plan’s vision and policy direction for key areas of the city. It establishes place-based regulations for certain areas of Rancho Cucamonga. Projects subject to the FBC are required to design project(s) consistent with its regulations. FBCs utilize the intended form and character of a neighborhood rather than use the organizing framework of the code. FBCs address the relationship between building facades and the public realm (i.e., sidewalk, street), the form and mass of buildings in relation to one another, and the scale and types of buildings and blocks. While FBCs focus on an intended physical form, they also regulate use by allowing a mix of appropriate land uses chosen to ensure compatibility among different contexts and the intended physical form of the area. FBCs transform commercial corridors and centers into vibrant, mixed-use areas where residents can live, work, and play within close walking distance. Economic Development Strategy Action Items Supported: 2.1 Establish and Promote the City’s Downtown Location 2.1A Create an internal understanding of the City’s Downtown location. 2.1B Promote placemaking and walkability. 2.5 Promote the City’s Historic Cultural Resources 2.5A Market historic resources in the City. Economic Development Strategy Annual Progress Report | 15 16 GOAL 4: FOSTER GROWTH OF LOCAL BUSINESSES AND WORKFORCE Partnerships with Local Higher Education Institutions: The Economic Development Team established a relationship with the Workforce and Economic Development Department at Chaffey College resulting in various accomplishments including: • A partnership to market Startitup, a mobile platform to cultivate business startups and upskill solo entrepreneurs; • An introduction to LAUNCH Apprenticeship Network, an intermediary and education provider for businesses adopting the apprenticeship model; • Consideration of Chaffey College’s partnership in the City’s 2nd cohort of the Emprendedor@s program; • Attendance at the Chaffey College InTech Center’s employer open house where attendees learned how the InTech Center could provide businesses with a reliable employee pipeline and tailored training solutions. Access to Telecommunications: Information on Rancho Broadband was marketed to businesses and site selectors through direct mail pieces, the monthly Economic & Community Development e-newsletter, and the City’s welcome packet. Hiring Fair: Over the last three years Economic Development Team has hosted a hiring fair to enhance the economic vitality and resiliency of the community. The event serves as a dynamic platform where employers and job seekers can connect directly, facilitating immediate engagement and potential job placement. Moreover, the hiring fair contributes to reducing unemployment rates, addressing workforce shortages, and supporting local businesses by ensuring they have the human resources needed to thrive. Hiring Fair accomplishments this past year include: • Participation of 200+ job seekers and 24 businesses; • Participation from the Employment Development Department (EDD) and America’s Job Center of California (AJCC); • Access to a computer lab for on-site application online submission; • Access to private areas for on-site interviews; • Secured future collaboration of the Rancho Cucamonga Chamber of Commerce to augment program offerings; • Future expansion of the program to include the trade professions including but not limited to auto mechanics, roofers, electricians, HVAC, hairstylists and barbers; • Inclusion of high school aged job seekers; GOAL 3: EXPAND RETAIL, ENTERTAINMENT, AND HOSPITALITY The implementation plan in the EDS identifies action items to be completed in years 2-3 and years 4-5 of the 5-year plan. This report focuses on progress made for year 1. Updates for Goal 3 will be provided in subsequent annual reports. Economic Development Strategy Annual Progress Report | 17 San Bernardino County Workforce Development Department: The City’s Economic Development Division and the County’s Workforce Development Department have partnered to address large-scale workforce reductions. This involves bringing in other partners, such as the State and non-profit organizations, and meeting with businesses to develop a plan to assist the affected employees. In addition, the County’s Workforce Development Department was invited to participate in Business Appreciation Month events to educate businesses on the availability of workforce resources. Local Employers, Service Providers and Residents: The Economic Development Team meets with the San Bernardino County Workforce Development Department, Employment Development Department (EDD), America’s Job Center of California (AJCC), LAUNCH Apprenticeship Network, Rancho Cucamonga Chamber of Commerce, local businesses, and educational institutions in the region on a regular basis to gather resources and information on hiring needs and opportunities. Economic Development Strategy Action Items Supported: 4.1 Expand Higher Education Institutions in the City 4.1A Strengthen partnerships with local higher education institutions. 4.4 Enhance Data Collection to Track Business Activity in the City 4.4A Ensure access to state-of-the-art telecommunications. 4.5 Connect students, job seekers, and employers with workforce development opportunities 4.5A Explore hosting or connecting students and job seekers with industry-specific events. 4.5B Connect employers with the San Bernardino County Workforce Development Department. 4.5C Create stronger links between local employers, education and service providers, and residents. 18 Economic Development Strategy Annual Progress Report | 19 CHAPTER 3 Looking Ahead The aspirational goals of the EDS position the City for long-term success. It fortifies the linkages between PlanRC and the Big Ideas. Year 1 accomplishments further support the implementation of the General Plan’s Land Use & Community Character specifically: Goal LC-3 Fiscally Sustainable. A fiscally sound and sustainable City. LC-3.7 Developing our Economy. Actively promote and encourage opportunities for local economic development, education, housing, locally hiring, internships and employment from cradle to career so as to increase resident retention, improve and grow a strong local economy, achieve a positive jobs-housing match; retain critical educational resources and human capital, reduce regional commuting, gas consumption and greenhouse gas emissions and ensure equitable opportunities for all residents of the City and region to thrive. To that end, the Economic Development Team will continue to implement Year 2-3 actions identified in the EDS implementation plan. The City will continue to be forward thinking in its programs, services and long-rage planning with the goal of developing a fiscally sound and sustainable economy for years to come. 20 APPENDIX Table of Contents Economic Development Strategy Inland Empire Magazine June 2023 Ad Site Selection Magazine September 2023 Article Connect CRE TOD October 2023 Article Site Selection Magazine March 2024 Advertorial Route Fifty April 2024 Article ECONOMIC DEVELOPMENTSTRATEGY City of Rancho Cucamonga | Economic Development Strategic Plan | 1 City of Rancho Cucamonga | Economic Development Strategy 2023 2 Table of Contents 1. Introduction 3 1.1 About the Economic Development Strategy 3 1.2 Heart of the Matter 3 2. Strengths, Opportunities, Challenges 4 2.1 Strengths 4 2.2 Challenges 5 2.3 Opportunities 6 3. Target Industries 9 3.1 Advanced Manufacturing 10 3.2 Medical Manufacturing 10 3.3 Food and Beverage Manufacturing 11 3.4 Finance, Insurance, and Real Estate 11 3.5 Professional and Medical Services 12 4. Goals and Strategies 13 4.1 Grow and Diversify the City’s Economy 14 4.2 Enhance the Quality of Life 17 4.3 Expand Retail, Entertainment, and Hospitality 19 4.4 Foster Growth of Local Businesses and Workforce 20 5. Looking Ahead 23 6. Implementation Plan 24 7. Appendix 31 7.1 Background Report 32 City of Rancho Cucamonga | Economic Development Strategy 2023 3 Introduction In the last decade, the Inland Empire has experienced remarkable growth, experiencing increases in population, employment opportunities, and investment in manufacturing, logistics, and other industries. The region is strategically located between major metro areas and connected to the rest of the country and the world by several highways, railways, Ontario International Airport and the nearby Ports of Los Angeles and Long Beach. Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its skilled workforce, high-quality-built environment, and expanding economy. The Economic Development Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining Rancho Cucamonga as the cultural and economic hub of the Inland Empire. About the Economic Development Strategy The EDS will guide the City’s economic development activities over the next five years. The document identifies goals and strategies that will serve as a road map for City staff and civic leaders. The EDS primarily provides direction to the City’s Economic Development Division, but the success of the EDS depends on the coordination and communication with other City departments, public agencies, and partner organizations. The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of the City’s demographic, economic, and market conditions. Although the nature and extent of future market conditions is unknown, the EDS provides foundational approaches to economic development in Rancho Cucamonga that will serve the City during the life of the document. The following sections describe the strengths, challenges, and opportunities to grow th e City’s economy; key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City department that will lead the activity, and identifies assisting potential partner departments, agencies, or organizations. Heart of the Matter The EDS builds on PlanRC, the City’s General Plan, that was adopted on December 15, 2021. The General Plan lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is to create a city for people – a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets. Through the implementation of PlanRC, the city will develop to be more welcoming and accessible to both residents and visitors. To meet the vision and core values of PlanRC, five Big Ideas were identifie d: • Design for People First: focus should be on people and development must be human scale and inviting; • Provide Connectivity and Accessibility: provide a range of travel options including new opportunities for walking, bicycling and transit; • Create Destinations: places to congregate, gather, and socialize; • Cultural and Economic Hub of the Inland Empire : a downtown area, or several major activity centers, with varied cultural opportunities and public art; and • Address Environmental Justice: everyone in the city has a fair and just opportunity to thrive and no one, especially those with the least means, shoulders the additional health burdens of environmental degradation and pollution. The EDS is intended to fortify linkages with PlanRC and the Big Ideas, to emphasize that economic development activities are shared across all departments in the City. The goals and strategies identified have been designed to address specific economic development objectives: improve health outcomes City of Rancho Cucamonga | Economic Development Strategy 2023 4 through economic attainment, grow the local economy, diversify the local economy, build economic health and long-term fiscal resiliency, and ensure community vitality so that it can cont inue to provide high-quality public services and amenities. Within each of the strategies are achievable and measurable action items designed to serve as a guide for the City over the next five years. The EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho Cucamonga will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making Rancho Cucamonga a special place to live, work, and thrive. Strengths, Opportunities, Challenges This section identifies the City’s strengths, challenges, and opportunities to strengthen the City’s economy. Strengths High-quality transportation access. Rancho Cucamonga is located next to major highways, rail transit, and air transport options. Interstate 10 and Interstate 15 are located along the borders of the City, and State Highway 210 and Foothill Boulevard (Historic Route 66) run through the center of Rancho Cucamonga. These highways provide access to shipping routes to the north and east of the County and access to the Ports of Los Angeles and Long Beach. The nearby Ontario International Airport (ONT) is a growing passenger and logistics hub. In recent years, Ontario International Airport has been one of the fastest- growing airports in the country. The San Bernardino International Airport is also expanding its services and now has regular passenger service for the first time, and Los Angeles International Airport (LAX) and John Wayne Airport (SNA) are a reasonable distance from the city to be a potential option for travelers to the area. The City also has a Metrolink rail station that runs directly to Downtown Los Angeles, and there are plans to build a high-speed rail line that will connect Rancho Cucamonga to Las Vegas. Additionally, the City has access to two Class I railroads, Union Pacific and BNSF, which have continued to improve this level of service for freight shipping across the country. Located near major population and employment centers. The City of Rancho Cucamonga is an hour’s drive from Los Angeles and Orange County, and an hour and a half from San Diego. Proximity to these areas allows for access to major consumer markets, workforce talent, and complimentary businesses across industry sectors. Proximity to complementary manufacturing businesses and skilled talent in the local region. San Bernardino County has a concentration of workers with specialized talents and a one-of-a-kind training facility, the InTech Center, located in the neighboring City of Fontana that specializes in build ing skills that are desirable to manufacturing companies in various sectors. The County contains many complimentary businesses to manufacturing. Warehousing and distribution centers are an example of complementary businesses that have grown significantly in the local region. Manufacturers in Rancho Cucamonga benefit from the City’s proximity to customer distribution centers. Well-educated residents. In addition to workers with specialized, manufacturing-related skills, companies in Rancho Cucamonga have access to highly educated workers. Residents in Rancho Cucamonga are particularly well-educated compared to the rest of the local region. In 2021, 37 percent of Rancho Cucamonga residents held a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall. Educated residents and workers are attractive to companies with skilled worker needs and retail businesses looking for high-income customer bases. High resident incomes. Incomes in Rancho Cucamonga are high compared to the region. The median income in Rancho Cucamonga is approximately $95,000, compared to approximately $70,300 for San Bernardino County. City of Rancho Cucamonga | Economic Development Strategy 2023 5 Access to education opportunities that complement key industries in Rancho Cucamonga. Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. These schools have been valuable for Rancho Cucamonga employers to gain access to interns and apprentices. Companies in Rancho Cucamonga can also draw talent from other nearby higher education institutions such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area. Many of these schools offer vocational training and industry-specific programs that complement the expanding sectors in the area such as advanced manufacturing and aerospace. For example, Cal Poly Pomona’s Department of Aerospace Engineering provides a hands-on engineering program to ready students for working in the aerospace industry. Quality amenities and built environment. The City has a high-quality built environment. The City’s roads are well maintained and are well landscaped on major corridors. The City’s de facto core, Victoria Gardens, provides a pedestrian-friendly, and urban design-rich experience for local and regional shoppers. The City is growing and attracting quality talent because of the high quality of life in the City. Quality master planned neighborhoods. Rancho Cucamonga has several comprehensively designed communities that feature quality housing stock and amenities. Attractive and productive weather. The warm climate and mild winters in Rancho Cucamonga are attractive to residents but also benefit manufacturers due to the relatively few weather-related closure days for companies. Additionally, the mild weather on the Southern California coast makes the nearby Ports of Los Angeles and Long Beach more efficient relative to ports along the northern and eastern U.S. coasts. Affordable real estate. Land costs in Rancho Cucamonga are relatively affordable compared to the Los Angeles Metro region and coastal communities in Southern California. Low land cost s are attractive to companies for reducing costs, and attainably priced housing allows companies to recruit workers that can live in or near the City. Strong performing commercial real estate. Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County. World class public safety improves trust, desirability and attractiveness of the Community or City. Public safety plays a critical role in supporting economic growth and vitality by enhancing the desirability of the City as a place to live and locate a business. It also has a direct impact on the levels of community trust and creating safe places to gather and socialize. The Rancho Cucamonga Police Department, Rancho Cucamonga Fire District, Animal Services Department and Community Improvement Division provide critical services to the public including law enforcement, fire and emergency services, animal c ontrol, care, and adoption services along with community and property maintenance and improvement. The Public Safety Workgroup works to maintain a safe, enjoyable and prosperous community making the city a top choice for residents, visitors and businesses. Challenges Lack of downtown/city core identity . The City currently lacks a strong identity for its downtown. The City’s General Plan explores “the potential of the area around Victoria Gardens and the Epicenter to become the ‘real downtown’ of Rancho Cucamonga.” Potential retail spending leakage. According to data from the California Department of Tax and Fee Administration, Rancho Cucamonga lags behind San Bernardino County on taxable sales per household for certain retail categories such as clothing apparel, automotive-related products and services, health and personal care stores, and other miscellaneous retail. This suggests that residents in Rancho Cucamonga may be traveling outside the City to make certain purchases. Shifting trend in retail due to online shopping. Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce. However, while increased online sales have reduced the City of Rancho Cucamonga | Economic Development Strategy 2023 6 demand for in-store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms. Over the last two years, the COVID-19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term impacts from COVID-19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping. Lack of population densities to attract higher-end retailers. Rancho Cucamonga is a strong fit for many retailers due in part to the City’s high incomes. However, certain retailers are partial to areas with high er concentrated population densities. High-end coffee businesses, grocers, and full-service restaurants often seek to locate in areas with high population densities with access to at least 200,000 people within a one to three-mile radius, which is typically achieved in highly populated city downtowns. Mismatch between resident worker talent and city employment opportunities. Rancho Cucamonga has a skilled workforce, most of which commute outside the city for work. An estimated 85 percent of resident workers commute to nearby communities or Downtown Los Angeles, San Bernardino, or Orange County (PlanRC Existing Conditions Report, 2020). Diminishing supply of vacant land. Beginning in the 1990s and continuing through the 2010s, Rancho Cucamonga experienced strong demand for new development on vacant or sparsely utilized sites . The availability of large tracts of land spurred the development of master planned residential communities , which characterized much of the community’s growth. This has led to diminishing opportunities for new large- scale projects. A similar dynamic has occurred with commercial and industrial land as many of the most attractive sites with access to rail and highway infrastructure have been developed. Pressure for less employment-dense uses like logistics. The logistics boom in the Inland Empire also created demand for warehouse and distribution space in Rancho Cucamonga. Businesses in this industry have been able to pay higher land costs for desirable sites. While this type of investment may be attractive to individual landowners, it generates less employment and synergy with other businesses compared to other industrial activities. Older parts of the city have limited access to amenities. Like many communities, Rancho Cucamonga has experienced uneven development and investment across the city. Older neighborhoods within Rancho Cucamonga, including those in the south and southeast portions of the city, have seen less recent investment in amenities by the private sector. Opportunities Leverage transportation infrastructure projects to build a thriving HART District . The City’s General Plan envisions the HART District as an intense, mixed-use area. Within the District, the Cucamonga Station is positioned to be a major transit hub connecting regional and high-speed rail lines. The HART District has strong potential to become a thriving new district in the city that attracts new talent and employers to the City. Attract high-wage and high-skill jobs that match City resident population. Many Rancho Cucamonga residents commute outside the city for work. As Rancho Cucamonga grows as an employment center, the City may be able to retain more residents to work at companies in the City. Complimenting entertainment and hospitality options along Fourth Street and the I-10 Freeway. At the southern border of the city limits, there is a cluster of entertainment facilities including the Ontario Mills Mall, the Toyota Arena, Dave & Buster’s, and Topgolf. Additionally, there are several hotels concentrated along the I-10 and adjacent to the Ontario International Airport. Expand entertainment options unique to Rancho Cucamonga. The City’s General Plan stresses the desire of the community for “more fun places to go, more things to do, and more ways to get there.” Residents and visitors want places to congregate, gather, and socialize in lively centers, shopping areas, and arts, culture, and entertainment venues. City of Rancho Cucamonga | Economic Development Strategy 2023 7 Build a vibrant downtown. Through the City’s community engagement process for the City’s recently updated General Plan, the community expressed a desire for creating vibrant activity nodes and a “real downtown.” Capture more resident retail spending. Rancho Cucamonga is currently a regional retail destination, but residents may be traveling outside the city for certain purchases. The City could capture more of its residents’ purchases by attracting more retail businesses that match residents’ needs. Leverage and grow international food manufacturing. Rancho Cucamonga’s specialization in food manufacturing and access to the Ports of Los Angeles and Long B each and Ontario International Airport could position the city to attract additional international food manufacturing companies. Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma. Leverage and grow the aerospace industry. Southern California has a large concentration of aerospace businesses, which is particularly concentrated in Orange County and Los Angeles County. San Bernardino County also has a fast-growing aerospace sector with nearly 300 aerospace-related manufacturers and several aerospace international companies based in Korea, China, Japan, Britain, France, and Switzerland. Rancho Cucamonga is home to several aerospace-related companies including Air Components Inc, Hartwell Corporation, Gentex, General Micro Systems, and Pneudraulics Inc. Attract businesses in emerging green technology sectors such as electric vehicle-related manufacturing. California is striving toward increasing the number of electric vehicles in the State. By 2035, most new cars and light trucks sold in California will be zero-emission vehicles, including plug-in hybrid electric vehicles.1 As the most populous and wealthy U.S. state, California’s push toward electric vehicles will likely spur significant growth in this sector. Rancho Cucamonga is well positioned to leverage its location and concentrated advanced manufacturing sector to take advantage of the growth in electric vehicle-related manufacturing. Rancho Cucamonga is located near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and companies in Rancho Cucamonga have access to electric vehicle talent from companies like Tesla and Ford. Additionally, Rancho Cucamonga is near areas such as Mountain Pass, CA, which are rich with rare earth minerals that are necessary for electric vehicle production. Water supply technology is another emerging sector that Rancho Cucamonga could leverage. Water security has been a growing concern in Califor nia for decades, and the State has moved towards measures and major investments to increase water supply security. The development and manufacturing of water supply technologies is an emerging sector with immediate relevance in Southern California. Rancho Cucamonga is already home to a leading company developing technology equipment for water treatment plants, Biwater, an international company based in the UK that moved operations from Los Angeles County to Rancho Cucamonga because of proximity to their vendors and to industries that support their operations.2 There are several water supply technology programs offered at local colleges including San Bernardino Valley College, and Los Angeles Trade-Technical College. Grow an expanding healthcare sector. Health care and social assistance currently account for a significant portion of the City’s employment at approximately 10 percent of the City’s total jobs. While the concentration of health care and social assistance jobs is somewhat lower compared to San Ber nardino County and the overall State of California, the sector is growing faster in Rancho Cucamonga than in the County or the State. Leverage strong sector in local and regional household serving office-based industries. The City’s concentrated professional services industry contains many offices that provide legal, tax, and design services to the local and regional community. Many of these types of services require a physical presence to serve customers and are more likely to be resilient to shifts to online platforms and telecommuting. Rancho Cucamonga is well-positioned to grow as a hub for these types of office-based services based on the presence of high quality attainably priced residential options. 1 https://ww2.arb.ca.gov/news/california-moves-accelerate-100-new-zero-emission-vehicle-sales-2035 2 https://siteselection.com/issues/2022/sep/the-world-finds-a-home-in-san-bernardino-county.cfm City of Rancho Cucamonga | Economic Development Strategy 2023 8 Expand professional and technical services that complement the City’s manufacturing sectors. Professional service companies with offices in Rancho Cucamonga such as CDM Smith and Atlas Testing Laboratories complement the advanced manufacturing sector in the City. Rancho Cucamonga could attract more companies that offer engineering, marketing, and other complementary services to the City’s manufacturing businesses. City of Rancho Cucamonga | Economic Development Strategy 2023 9 Target Industries The City is committed to attracting and retaining high quality jobs to grow and diversify Rancho Cucamonga’s economy and to reduce residents commuting outside the City. This is best accomplished by targeting industries in the City that have a unique advantage to growing. Target industries that are well- positioned to grow and diversify Rancho Cucamonga’s economy include: • Advanced Manufacturing • Medical Manufacturing • Food and Beverage Manufacturing • Finance, Insurance and Real Estate • Professional and Medical Services These target industries were identified based on their employment size, growth, and concentration in the City and on the size and performance of the sectors in the larger region. The target industries are sectors that are not only strong in Rancho Cucamonga but are also strong industr ies in the Inland Empire that the City can leverage and build on. The EDS provides a special focus on growing and supporting the target industries sectors. Tailored strategies are included to leverage the City’s unique strengths in the se industries. The following is a table summarizing the target industry sectors based on the location quotient. Industry Rancho Cucamonga Jobs Share of Rancho Cucamonga Jobs Rancho Cucamonga/San Bernardino County LQ1 Manufacturing Industries Advanced Manufacturing 1,974 3.2% 2.7 Medical Manufacturing 1,955 3.2% 5.8 Food and Beverage Manufacturing 1,398 2.3% 1.3 Office Industries Finance, Insurance, and Real Estate 5,789 9.4% 3.3 Professional Services2 2,707 4.4% 2.7 Source: Data Axel, 2022; QCEW, 2021. Note: 1 Location Quotient (LQ) is a measure of how concentrated an industry is relative to a larger geography . The LQ shown here represents the concentration of jobs in the City compared to San Bernardino County. A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. 2 Health services jobs are not included in the data shown here. Medical service jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth. City of Rancho Cucamonga | Economic Development Strategy 2023 10 Advanced Manufacturing Advanced manufacturing is characterized by manufacturing activity involving innovative technologies and requiring skilled workers with technical knowledge and training. Advanced manufacturers span industries that include the production of aerospace equipment, medical devices, and computer components. In Rancho Cucamonga, there are approximately 2,000 advanced manufacturing jobs in the City (excluding medical manufacturing jobs, which is included as its own target industry sector in the EDS). Aerospace and electric vehicles are among the advanced manufacturing industries with opportunities to grow in the City. The manufacturing of electric vehicles could be well suited to Rancho Cucamonga due to the City’s location near complimentary electric vehicle businesses in Los Angeles, Irvine, and San Diego, and the City’s proximity to areas that are rich with rare earth minerals. Rancho Cucamonga is already home to several aerospace manufacturing companies, the largest of which include Air Components Inc, Hartwell Corporation, and Pneudraulics Inc. Among electronic manufacturers, the City’s largest employers include Arlon Electronic Materials, Celco-Pacific Division, and VPG Transducers. Top Advanced Manufacturers in Rancho Cucamonga3 • Consolidated Precision Products • Pneudraulics Inc. • Arlon Electronic Materials Medical Manufacturing In Southern California, pharmaceutical manufacturing forms a significant share of the region’s economy with the largest concentrations of employment in Orange County and Los Angeles County. Medical manufacturing can generally be considered advanced manufacturing, but on its own, it represents a significant number of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga and is highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Amphastar Pharmaceuticals is the City’s largest medical manufacturer and one of the City’s largest employers. Other significant employers include medical device and surgical instrument manufacturers such as Comar, Eagle Labs, and Mediflex Inc. The concentrated presence of medical manufacturing in the City indicates the likelihood of a local business ecosystem involving complementary businesses and educated talent that could be leveraged for future growth in this sector. 3 Based on employment size provided by Data Axel (2022). Aerospace in the Region Southern California is home to most of the State’s advanced manufacturing companies. Los Angeles County accounts for half of California’s aircraft, engine, and parts manufacturing industry establishments, and Orange County follows with nearly a quarter of total establishments. San Bernardino County accounts for the third largest concentration of firms in the State, containing approximately seven percent of firms. In San Bernardino County several aerospace companies have found success, attributing their companies’ achievements to the County’s business friendliness, competitive cost structure and logistics network, and presence of skilled engineers from nearby universities. Favorable year-round weather for flying and access to a workforce specialized in aerospace also makes Southern California and San Bernardino County attractive to aerospace companies. City of Rancho Cucamonga | Economic Development Strategy 2023 11 Top Medical Manufacturers in Rancho Cucamonga • Amphastar Pharmaceuticals Inc • Comar • Eagle Labs Food and Beverage Manufacturing Los Angeles and Orange County are major centers for food and beverage manufacturing in California, and in San Bernardino County there are over 300 food and beverage manufacturing companies. Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s manufacturing sector that contains about 1,400 jobs and is concentrated in the City relative to San Bernardino County, which itself contains a large amount of activity in the sector. Frito Lay Inc., Coca-Cola Bottling Co, Cerenzia Foods Inc, and Evolution Fresh are among the City’s largest food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that employ a significant number of workers in the city. This sector also includes several breweries that provide the added benefit for creating a sense of place in the community and potential regional destination in Rancho Cucamonga. While there is currently some wine-related production in the City, Rancho Cucamonga has a history of winemaking, and the growth of wineries in the City could complement the City’s growth of breweries. Top Food and Beverage Manufacturers in Rancho Cucamonga • Frito Lay Inc. • Coca-Cola Bottling Co • Nongshim USA Finance, Insurance, and Real Estate Rancho Cucamonga has a high concentration of the region’s finance, insurance, and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Insurance-related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium -sized insurance broker firms. In addition to several national banking branches, a large portion of the finance-related companies in Rancho Cucamonga are small mortgage lenders, portfolio management, and investment firms. Among real estate- related firms, most in the city are medium to small offices of real estate agents and brokers. Top Finance, Insurance, and Real Estate Companies in Rancho Cucamonga • Inland Empire Health Plan • First American Title • CorVel Corporation City of Rancho Cucamonga | Economic Development Strategy 2023 12 Professional and Medical Services Professional service firms range from engineering and design companies to legal and accounting firms. Rancho Cucamonga has approximately 2,700 professional service jobs, which accounts for five percent of total employment. Rancho Cucamonga represents a hub for professional services in the region. The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. Large professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community. Medical service jobs are part of a significant and expanding healthcare and social assistance sector in the City and include offices of physicians, dentists, and other healthcare professionals.4 Top companies in Rancho Cucamonga • CDM Smith • Atlas Testing Laboratories • Advanced Office Attracting and retaining the target industries will have many benefits to the City and the region. These benefits are identified in the figure below. 4 Health services jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho Cucamonga and the City is committed to expanding this growth. City of Rancho Cucamonga | Economic Development Strategy 2023 13 Goals and Strategies The ultimate goal of the EDS is to help establish Rancho Cucamonga as the cultural and economic hub of the Inland Empire. To accomplish this, the EDS establishes four guiding goals, which include: 1. Grow and Diversify the City’s Economy 2. Enhance the Quality of Life 3. Expand Retail, Entertainment, and Hospitality 4. Foster Growth of Local Businesses and Workforce These goals organize the EDS’s strategies, which provide more specific guidance to the City through a series of actions. The ultimate goal of the EDS is to help establish Rancho Cucamonga as the cultural and economic hub of the Inland Empire. City of Rancho Cucamonga | Economic Development Strategy 2023 14 1. Grow and Diversify the City’s Economy 1.1 Grow the City’s target industry sectors The target industry sectors in Rancho Cucamonga include those that employ a significant number of workers, are highly concentrated in the City, and are well-positioned to grow and increase the value of sectors that lead the City’s economy. The target industry sectors include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance, and real estate; and professional services. Action 1.1A Coordinate with San Bernardino County’s Economic Development Agency to recruit new companies. San Bernadino County’s Economic Development Agency assists companies with locating within the County. Coordinate with the County to help match employers with strategic locations in Rancho Cucamonga. Action 1.1B Coordinate with the Governor’s Office of Business and Economic Development (GO-Biz) to recruit new companies. GO-Biz provides consultation services to business owners including site selection at no cost. Coordinate with GO-Biz to help match employers with strategic locations in Rancho Cucamonga. Action 1.1C Connect new businesses with resources from the State. The State of California offers resources such as tax credits to businesses that want to locate in California or stay and grow in California. Promote available resources to businesses as part of efforts to recruit businesses to the City. Action 1.1D Recruit new businesses in the City’s target industry sectors. Work internally and with partners to identify companies in the target industries that are well- matched for Rancho Cucamonga and engage in outreach to these businesses. Action 1.1E Convene working meetings with local business representatives from industries in the City’s target industries. Use meetings to foster relationships between the Economic Development Division and peer companies to learn about challenges and opportunities to support target industry businesses in the City. Action 1.1F Complete a comprehensive review of the fee structure and cost of doing business in Rancho Cucamonga. Compare Rancho Cucamonga’s fees and development process to peer and competitor cities to ensure the City’s competitive position is maintained. 1.2 Market to businesses the advantages of locating in the City Rancho Cucamonga is an ideal location for many businesses. The advantages of locating in the City should be clearly defined and available to employers looking to start or relocate their business. Action 1.2A Develop materials that market advantages for locating in Rancho Cucamonga. Rancho Cucamonga has many attractive qualities for businesses such as access to high-quality transportation, skilled and educated talent, and educational opportunities. The City also features a high quality built environment, attractive master planned neighborhoods, and a diverse housing stock. Making materials will provide a special focus on the City’s target industry sectors when crafting promotional materials to aid in business recruitment. Action 1.2B Continue to regularly update “Rancho Cucamonga at a Glance” and “Retail Opportunity” marketing materials. The City currently publishes documents that promote the City’s demographics as they related to economic vibrancy. Continue to update these materials regularly and make them available on the Economic Development Division’s webpage. City of Rancho Cucamonga | Economic Development Strategy 2023 15 Action 1.2C Develop promotional materials on the Economic Development Division webpage that profiles the City’s access to recreational and community parks and cultural amenities. Rancho Cucamonga has access to scenic nature and outdoor recreational spaces such as the North Etiwanda Preserve, Etiwanda Falls Trail, San Bernardino National Forest, hillside open spaces, multipurpose trails, and equestrian trails in addition to cultural landmarks such as the Sam and Alfreda Maloof Foundation for Arts and Crafts, Cucamonga Service Station, and the Chaffey-Garcia House. Develop marketing materials that promote the City’s access to nature and outdoor recreation and cultural amenities. Also include information that informs businesses and residents about environmental policies and initiatives, future new green space, and outdoor recreational infrastructure. Action 1.2D Implement the Marketing and Communications Plan. The Economic Development Division has completed a Strategic Marketing and Communications Plan that complements the Economic Development Strategy. The Marketing and Communications Plan further strengthens the economic development function for the City of Rancho Cucamonga. 1.3 Recruit and retain international companies Rancho Cucamonga is an attractive location for international manufacturing companies for many reasons including the City’s proximity to the Ports of Los Angeles and Long Beach and the City’s access to highways that allows convenient shipping around the U.S. and to Canada and Mexico. Two of Rancho Cucamonga’s largest food manufacturing firms, Mizkan America and Nongshim USA are international companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based, global food company, Gruma. Additionally, several international aerospace companies are based in San Bernardino County. Action 1.3A Connect businesses with resources through the San Bernardino County Economic Development Agency. The County offers services to inform businesses about opportunities to expand markets on a global scale and attract investment from abroad. Action 1.3B Connect businesses with resources from State, and International & Trade programs. GO-Biz manages international business programs such as the California STEP program, which offers financial assistance to eligible California small businesses pursuing export sales in foreign markets. Action 1.3C Develop an international marketing program to attract foreign businesses. Create an international marketing program that includes training events for local businesses, City staff, and other stakeholders to engage with foreign companies. The marketing program will provide a special focus on the City’s target industries. 1.4 Connect businesses with commercial space opportunities in the City Rancho Cucamonga’s Economic Development staff currently assists businesses with the process of finding a suitable location in the City. Additional efforts to attract and assist companies considering relocating to Rancho Cucamonga may increase the number of businesses locating in the City. Action 1.4A Continue support for the “Site Selection Assistance” service in the City and enhance the promotion of the service. Assign site selection assistance to specific staff members and include brief bios of the staff that are involved with site selection to foster the feeling of a personal experience. Action 1.4B Maintain customer service orientation in the “Site Selection Assistance” service. The City will allocate resources to provide customized and attentive services to requests for location assistance in the City. City of Rancho Cucamonga | Economic Development Strategy 2023 16 Action 1.4C Prepare a “viewbook” promoting a range of commercial space examples available in the City. Create a viewbook that highlights a selection of high quality available commercial space in the City and how the City’s quality of life can contribute to opportunities and benefits for business owners and employees in terms of the local business environment and lifestyle. Ensure the viewbook is provided online and as a printout. Action 1.4D Market vacant office, retail, and industrial spaces on the City’s website. Provide a comprehensive inventory of vacant commercial spaces on the City’s Economic Development Division webpage. City staff will benchmark efforts against competitor cities. Action 1.4E Build relationships with Real Estate Brokers and Site Selection Companies. Continue to work with the commercial brokerage community and site selection companies to identify trends, conflicts, and development opportunities. Work with the local brokerage community to actively market and identify users for infill redevelopment sites and development projects throughout the City. 1.5 Support the construction and redevelopment of commercial properties Office, retail, and industrial real estate markets in Rancho Cucamonga have performed well in recent years and are competitive compared to the local region. Help facilitate building and redevelopment in the City to ensure it does not impede attracting and retaining businesses. Action 1.5A Continue to address small discrepancies in the development process as they occur and review the current development approval process to remove barriers and improve efficiency. Designate specific duties to department staff to coordinate with other city departments to resolve challenges as they occur and develop an internal report recommending systemic changes. Action 1.5B Explore opportunities for the redevelopment of sites. Identify vacant and underused properties for potential redevelopment and conduct outreach to property owners to explore conversion and redevelopment opportunities. Coordinate with action items focused on key sectors. These efforts will support the City’s ongoing General Plan and Zoning Code updates as needed. Action 1.5C Solicit feedback from commercial developers. Convene a group of local commercial real estate developers to promote the City’s goals for real estate development and to learn more about challenges and opportunities for developing properties in the City. Action 1.5D Solicit feedback from real estate professionals. Convene a group of local real estate professionals to educate the broker community on the City’s vision, and enhance collaboration and information sharing. Action 1.5E Explore potential incentives for encouraging redevelopment. Explore financial incentives such as tax abatement programs and nonfinancial incentives such as permit streamlining to encourage property owners to redevelop vacant and underused properties. City of Rancho Cucamonga | Economic Development Strategy 2023 17 2. Enhance the Quality of Life 2.1 Establish and promote the City’s Downtown location The City’s General Plan explores “the potential of the area around Victoria Gardens and the Epicenter to become the ‘real downtown’ of Rancho Cucamonga.” While the General Plan focuses on physical changes and infrastructure, other efforts can help establish the City’s Downtown identity such as branding and coordinating community events in the Downtown. Action 2.1A Create an internal understanding of the City’s Downtown location. Develop and circulate an internal memo describing the approximate location of the City’s Downtown. Action 2.1B Promote placemaking and walkability. Encourage pedestrian, building frontage, and other improvements that enhance the public realm as described in the City’s General Plan. Action 2.1C Locate community events and public art in the Downtown area. Explore locations for community events to occur in the City’s Downtown. Consider relocating existing events to a location in the City’s Downtown. Work with RC Public Art to explore options for adding public art to the Downtown area. The RC Public Art Plan calls for prioritizing key areas in the City, such as the Downtown, to locate murals and mosaics. The RC Public Art Plan also includes strategies for creating an art walk program and commissioning public works of art, which could be located in the Downtown. Action 2.1D Update signage promoting the location of the City’s Downtown. Commission the creation of signage that communicates the location of the City’s Downtown. 2.2 Promote and grow the HART District The City’s General Plan envisions the HART District as an intense, mixed-use regional transit hub with a dynamic mix of housing, employment, and supporting commercial development. Within the District, Cucamonga Station will connect travelers with Brightline West’s high-speed rail line, an underground loop to the Ontario International Airport, bus rapid transit, expanded Metrolink connections, and other transit options. Cucamonga Station The planned Cucamonga Station will be located in the City’s HART District and serve as a regional transit hub. The Station will connect several transit systems including: ⦁ Brightline West high-speed rail ⦁ Bus Rapid Transit (BRT) and local bus service provided by Omnitrans ⦁ A tunnel to Ontario International Airport ⦁ Taxis and Ride-Share services ⦁ 6th Street bicycle track High-Speed Rail (Brightline West) Brightline West, a 218-mile privately funded high-speed rail system, will connect Las Vegas and Rancho Cucamonga with the Cucamonga Station serving as the Greater Los Angeles terminal. From the terminal in Rancho Cucamonga, passengers will be able to transfer from Brightline West to the Rancho Cucamonga Metrolink Station. Trains will travel at an expected 186 miles per hour and feature amenities such as Wi-Fi, food and beverages, checked luggage, and hotel check-in services. Connection to Ontario International Airport In 2022, service commenced on a shuttle service, ONT Connect, which takes passengers from the Rancho Cucamonga Metrolink Station to the Ontario International Airport. In the future, a 2.8-mile tunnel is planned to connect from Cucamonga Station to Terminal 2 and Terminal 4 at Ontario International Airport. City of Rancho Cucamonga | Economic Development Strategy 2023 18 Action 2.2A Establish and promote the identity of the HART District. Create messaging to include in promotional materials and business recruitment efforts that describe the future improvements in the HART District and the advantages of living and working in the District such as its proximity to Cucamonga Station, which connects Rancho Cucamonga to the surrounding region through Metrolink and the forthcoming high- speed rail line and to the world via its connection to the Ontario International Airport. Conduct outreach to property owners within the HART District informing them of the HART District’s boundaries and future improvements in the area. Action 2.2B Convene transportation agencies and providers. Organize meetings with transportation agencies and providers to discuss future transportation improvements and future development in the HART District. Action 2.2C Develop a specific plan for the HART District. Coordinate the process for creating a specific plan that will guide the growth of the HART District. 2.3 Host and sponsor community and special events Community events can contribute to the vibrancy and sense of place in a community. They can also attract visitors and serve as a low barrier to entry for new retailers and food vendors. Strengthen and expand events and opportunities for community members, businesses, and visitors to engage with local businesses. Action 2.3A Explore opportunities to host or sponsor community events. Explore opportunities to host or organize events that highlight the history and culture of Rancho Cucamonga, and that have the potential to become iconic representations of the City. Examples include outdoor recreational activities such as community bike events and running events (5Ks, 10Ks, and marathons), in addition to family- fun and entertainment events that feature or combine live music, food trucks, mobile vendors, classic cars, theatre, and art. Action 2.3B Continue to review permitting, fees, and insurance requirements for community event hosts and vendors. Review City requirements to ensure they are not a barrier for hosts and vendors. 2.4 Explore potential locations in the City that may benefit from enhanced revenues and services Evaluate sections in the City that can benefit from investments and improvements made that will generate a greater economic benefit for the community, develop new employment opportunities, and contribute to the City’s quality of life. Action 2.4A Identify current and future locations that may benefit from enhanced services. Explore locations that could benefit from enhanced services and future areas of growth in the City. Action 2.4B Explore the potential for existing revenue sources and service districts. Analyze revenue sources and identify new funding opportunities. Action 2.4C Engage local businesses about the need for public-private collaboration for business community improvements. Collaborate with local businesses and property owners to encourage renewed investment, where it makes the most sense, with consideration for the environment and quality of life of surrounding neighborhoods. 2.5 Promote the City’s historic cultural resources The City’s General Plan expresses a commitment to recognizing, protecting, and maintaining Rancho Cucamonga’s past. Historical monuments can serve as a visitor attraction and contribute to the sense of place, authenticity, and culture in a community. City of Rancho Cucamonga | Economic Development Strategy 2023 19 Action 2.5A Market historic resources in the City. Integrate historical monuments and cultural resources in marketing materials and explore collaborations with community events. Action 2.5B Secure historical status for qualifying sites. As part of the City’s recent General Plan update, the City identified several historical sites across the City. Secure National Register of Historic Places and California Register of Historical Resources status for historical sites and monuments identified by the City that qualify for these historical designations. 3. Expand Retail, Entertainment, and Hospitality 3.1 Explore opportunities for retail business recruitment Rancho Cucamonga has a strong retail sector. Restaurant and food and beverage sales perform particularly well in Rancho Cucamonga compared to San Bernardino County overall. However, Rancho Cucamonga is less competitive relative to the County in certain retail categories such as clothing apparel, automotive-related products and services, health and personal care stores, and other miscellaneous retail. Action 3.1A Compare the City’s existing retail inventory to the retail businesses the City aims to attract. Individual retailers have specific site location requirements such as the size and quality of spaces for lease. Review existing retail inventory to determine the ability of existing spaces to satisfy size and quality requirements for retailers. Action 3.1B Commission a retail leakage study. Residents in Rancho Cucamonga are traveling outside the City to make certain purchases. Commission a retail leakage study to determine which types of retail Rancho Cucamonga residents typically purchase outside the City and should be targeted for recruitment. 3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City Clusters of breweries, wineries, and tasting rooms can serve as a regional destination that brings visitors to a City. Rancho Cucamonga currently has several breweries concentrated in the center of the City, south of Foothill Blvd and northwest of the HART District. These breweries form a part of the City’s concentration of food and beverage manufacturers and benefit from the City’s specialization in this sector. Action 3.2A Promote and support the City’s cluster of breweries. Create an identity for the area where the City’s breweries are clustered. Engage local breweries and connect them with events to vendor and sponsor in Rancho Cucamonga. Action 3.2B Recruit and support breweries, wineries, and tasting rooms. Identify breweries, wineries, and tasting rooms, and perform outreach to recruit new businesses to Rancho Cucamonga. 3.3 Attract restaurants to the City that are destination driven Rancho Cucamonga’s restaurant base serves our residents, the local workforce and visitors to the City. Identify entrepreneurs elsewhere in Southern California that already operate restaurants, and successful local restaurant owners looking to reposition or expand upon their existing operations. Action 3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the City. Work with restaurant owners and operators to identify and develop sites for new sit-down restaurants that create a sense of place. Action 3.3B Explore options that might be available for restaurants in retail centers. Identify existing commercial property centers to create more attainable restaurant opportunities. City of Rancho Cucamonga | Economic Development Strategy 2023 20 3.4 Explore opportunities to expand hospitality in the City The City continues to leverage the hospitality demand for business and leisure travelers. The nearby Ontario International Airport has been expanding flight services, and the City is located along several freeways and local and regional attractions. Action 3.4A Explore future hospitality opportunities in the HART District. The HART District is positioned to be a major regional transportation hub, including a high- speed rail line to Las Vegas. the tunnel to Ontario International Airport, and bus rapid transit. The HART District is also located near freeway access and entertainment options to the north in the City’s Downtown and south along Fourth Street. Action 3.4B Identify future hospitality opportunities around Victoria Gardens and Civic Center. The City will identify sites that may be suitable for the development of a new hotel property around Victoria Gardens and Civic Center. Action 3.4C Attract boutique, high-end and luxury hotels. Review the development code and identify updates that can facilitate boutique, high-end and luxury hotel developments in the City. 4. Foster Growth of Local Businesses and Workforce 4.1 Expand higher education institutions in the City Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. Residents and employers in the City also have access to several other colleges and universities such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical schools in the area. Action 4.1A Strengthen partnerships with local higher education institutions. Establish regular meetings with workforce development staff at Chaffey College, The University of Redlands Rancho Cucamonga Campus, and other educational organizations to explore opportunities to collaborate on workforce development. Use meetings to explore opportunities to connect students with learning and employment opportunities in the City with a particular focus on the City’s target industries sectors. Action 4.1B Foster relationships with nearby colleges and universities. Build a working relationship with other colleges and universities such as Cal Poly Pomona and UC Riverside to explore opportunities to collaborate on workforce development and potential satellite expansions in Rancho Cucamonga. 4.2 Cultivate local innovation Startups and innovative local companies can create new ideas and spur economic growth in a community. Young and bootstrapped companies can benefit from Rancho Cucamonga’s lower land and living costs compared to more costly nearby metro areas and coastal cities. The relatively smaller population and employment base size in Rancho Cucamonga also offers more visibility in the community for growing companies than in large metro areas. Action 4.2A Explore partnerships with universities and organizations to support the creation of incubators and business accelerator programs. Identify partners in the region interested in establishing incubators and business accelerators in Rancho Cucamonga. Action 4.2B Host networking events for local businesses and entrepreneurs . Assist in creating a vibrant entrepreneurial ecosystem by connecting entrepreneurs with each other. Explore opportunities to host or co-host existing events with partners. Consider resources that the City can leverage such as facilities to host events. City of Rancho Cucamonga | Economic Development Strategy 2023 21 4.3 Provide support for small businesses Most businesses in Rancho Cucamonga are small businesses with 10 or fewer employees. The City can foster local culture and economic growth by supporting locally grown businesses that are unique to Rancho Cucamonga. Action 4.3A Establish a small business outreach program. Continue to partner with the Rancho Cucamonga Chamber of Commerce and the Orange County Inland Empire Small Business Development Center to conduct regular outreach to small businesses. Action 4.3B Connect small businesses with resources and technical assistance. Provide resources on the Economic Development Division webpage for small businesses such as a guide to opening a business in Rancho Cucamonga and contact information for Economic Development staff who can provide individual support. Provide links to external resources such as USA.gov and the Orange County Inland Empire Small Business Development Center for tools for starting a business, and include information about available federal, state, and private loans and grants for small businesses. Action 4.3C Establish a small business loan program. Establish a loan fund for existing and new small businesses that do not have access to other loan and gra nt programs. Explore opportunities to collaborate with organizations interested in funding small local businesses. 4.4 Enhance data collection to track business activity in the City Data on local business activity is helpful for understanding trends and challe nges and opportunities for business growth in the City. Action 4.4A Ensure access to state-of-the-art telecommunications. Establish regular monitoring of access to telecommunications, such as internet quality, in the City and emerging technologies available in comparable communities to ensure the City stays competitive regarding access to quality telecommunication services. Action 4.4B Use the business licensing program to facilitate the collection of employment and other data about local companies. This data will be used to improve understanding of the number of businesses relocating and expanding within City limits. Action 4.4C Develop an annual or biannual local business survey. Develop a short survey that will solicit information about challenges and opportunities from local businesses operating in the City. 4.5 Connect students, job seekers, and employers with workforce development opportunities The City can help facilitate employment pipelines by connecting students , workers, and employers with resources and events that provide networking and training opportunities. These initiatives support the business attraction efforts and create a future workforce pipeline. Action 4.5A Explore hosting or connecting students and job seekers with industry- specific events. Explore opportunities to host or connect workers with events related to the City’s target industries. Some examples may include events regularly organized by the Manufacturers’ Council of the Inland Empire (MCIE) or Manufacturing Day by the Manufacturing Institute, which aims to introduce students to learning opportunities and to connect job seekers with manufacturing employers. City of Rancho Cucamonga | Economic Development Strategy 2023 22 Action 4.5B Connect employers with the San Bernardino County Workforce Development Board. The County offers support to employers for hiring new employees and training, including on-the-job training, which the County may cover a portion of the funding. Market the available support from the County to existing and potential new businesses. Action 4.5C Create stronger links between local employers, education and service providers, and residents. Develop partnerships to facilitate increased communication and collaboration between service providers and employers. City of Rancho Cucamonga | Economic Development Strategy 2023 23 Looking Ahead Over the past 40 years, the City of Rancho Cucamonga has grown into the premier city in the Inland Empire, featuring a skilled workforce, strong manufacturing sector, high quality housing stock and growing office - based sectors. The City’s success is in large part due to its adherence to high standards regarding the quality of new development and public spaces, and reinforcing a strong sense of place. Serving as a blueprint for the future and complementing the General Plan, the EDS will advance the long - term vision of making Rancho Cucamonga the cultural and economic hub of the Inland Empire. The aspirational goals set in this EDS position the City for long -term success. Achieving these results requires an ongoing commitment from all levels of City government and community members. Building upon that foundation, longer-range goals include: • Strengthen the City’s sense of identity and character by creating places where people want to be and improving their ability to move around; • Develop a civic and economic culture that provides entrepreneurs and business owners access to resources needed to start up and stay in business; • Create an urban fabric of accessible community gathering spaces and active building fronts; • Grow the arts, cultural, and creative industries cluster to provide social value to residents, while helping with job creation and prosperity in our local economy; • Create a cluster of eatertainment (eateries and entertainment) opportunities that connect the HART District, Epicenter and Victoria Gardens; • Establish the City as a place of opportunity with a vibrant base of creative businesses, cultural institutions, entertainment venues, and homegrown talent; • Build a strong economy that maximizes opportunities for business and employment growth, innovation and partnership; and • Grow new businesses that provide an increasing number and diversity of employment opportunities compatible within a mixed-use, transit-oriented employment district environment. Rancho Cucamonga is suited for economic growth and investment. As the City moves forward in its innovative programs, services and long-range goals, the city will continue to be equally forward thinking in a strategic approach to all future development and investment. City of Rancho Cucamonga | Economic Development Strategy 2023 24 Implementation Plan This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time periods: 1 year, 2-3 years, and 4-5 years. The work plan also identifies the lead department and assisting partners. Action Lead Department Partners Timeline 1. Grow and Diversify the City’s Economy 1.1 Grow the City’s target industry sectors 1.1A Coordinate with San Bernardino County’s Economic Development Agency to recruit new companies. Economic Development Division San Bernardino County Economic Development Agency 1 Year 1.1B Coordinate with the Governor’s Office of Business and Economic Development (GO-Biz) to recruit new companies. Economic Development Division GO-Biz 1 Year 1.1C Connect new businesses with resources from the State. Economic Development Division GO-Biz 1 Year 1.1D Recruit new businesses in the City’s target industry sectors. Economic Development Division Rancho Cucamonga Chamber of Commerce 2-3 Years 1.1E Convene working meetings with local business representatives from industries in the City’s target industries. Economic Development Division Rancho Cucamonga Chamber of Commerce 2-3 Years 1.1F Complete a comprehensive review of the fee structure and cost of doing business in Rancho Cucamonga. Economic Development Division Rancho Cucamonga Chamber of Commerce 2-3 Years 1.2 Market to businesses the advantages of locating in the City 1.2A Develop materials that market advantages for locating in Rancho Cucamonga. Economic Development Division 1 Year 1.2B Continue to regularly update “Rancho Cucamonga at a Glance” and “Retail Opportunity” marketing materials. Economic Development Division 1 Year City of Rancho Cucamonga | Economic Development Strategy 2023 25 Action Lead Department Partners Timeline 1.2C Develop promotional materials on the Economic Development Division webpage that profiles the City’s access to nature and community parks. Economic Development Division Community Services Department 1 Year 1.2D Implement the Marketing and Communications Plan. Economic Development Division Community Services Department 1 Year 1.3 Recruit and retain international companies 1.3A Connect businesses with resources through the San Bernardino County Economic Development Agency. Economic Development Division San Bernardino County Economic Development Agency 1 Year 1.3B Connect businesses with resources from State, and International & Trade Programs. Economic Development Division GO-Biz 1 Year 1.3C Develop an international marketing program to attract foreign businesses. Economic Development Division Rancho Cucamonga Chamber of Commerce 4-5 Years 1.4 Connect businesses with commercial space opportunities in the City 1.4A Continue support for the “Site Selection Assistance” service in the City and enhance the promotion of the service. Economic Development Division 1 Year 1.4B Maintain customer service orientation in the “Site Selection Assistance” service. Economic Development Division 1 Year 1.4C Prepare a “viewbook” promoting a range of commercial space examples available in the City. Economic Development Division 2-3 Years 1.4D Market vacant office, retail, and industrial spaces on the City’s website. Economic Development Division Planning Division 2-3 Years 1.4E Build relationships with Real Estate Brokers and Site Selection Companies. Economic Development Division Planning Division 2-3 Years 1.5 Support the construction and redevelopment of commercial properties City of Rancho Cucamonga | Economic Development Strategy 2023 26 Action Lead Department Partners Timeline 1.5A Continue to address small discrepancies in the development process as they occur and review the current development approval process to remove barriers and improve efficiency. Economic Development Division Planning Division 1 Year 1.5B Explore opportunities for the redevelopment of sites. Economic Development Division Planning Division 2-3 Years 1.5C Solicit feedback from commercial developers. Economic Development Division Planning Division 2-3 Years 1.5D Solicit feedback from real estate professionals. Economic Development Division Planning Division 2-3 Years 1.5E Explore potential incentives for encouraging redevelopment. Economic Development Division 4-5 Years 2. Enhance the Quality of Life 2.1 Establish and promote the City’s Downtown location 2.1A Create an internal understanding of the City’s Downtown location. Planning Division Economic Development Division 1 Year 2.1B Promote placemaking and walkability. Planning Division Economic Development Division 1 Year 2.1C Locate community events and public art in the Downtown area. Economic Development Division Community Services Department, RC Public Art 2-3 Years 2.1D Update signage promoting the location of the City’s Downtown. Economic Development Division Planning Division, RC Public Art 4-5 Years 2.2 Promote and grow the HART District 2.2A Establish and promote the identity of the HART District. Planning Division Economic Development Division 2-3 Years City of Rancho Cucamonga | Economic Development Strategy 2023 27 Action Lead Department Partners Timeline 2.2B Convene transportation agencies and providers. Planning Division Economic Development Division, SBCTA, Metrolink, Brightline West 2-3 Years 2.2C Develop a specific plan for the HART District. Planning Division 4-5 Years 2.3 Host and sponsor community and special events 2.3A Explore opportunities to host or sponsor community events. Economic Development Division Community Services Department 2-3 Years 2.3B Continue to review permitting, fees, and insurance requirements for community event hosts and vendors. Economic Development Division Community Services Department, RC Public Art 2-3 Years 2.4 Explore potential locations in the City that may benefit from enhanced revenues and services 2.4A Identify current and future locations that may benefit from enhanced services. Economic Development Division Planning Division 2-3 Years 2.4B Explore the potential for existing revenue sources and service districts. Economic Development Division Planning Division 4-5 Years 2.4C Engage local businesses about the need for public-private collaboration for business community improvements. Economic Development Division Planning Division 4-5 Years 2.5 Promote the City’s historic cultural resources 2.5A Market historic resources in the City. Economic Development Division Planning Division 1 Year 2.5B Secure historical status for qualifying sites. Planning Division Etiwanda Historical Society 4-5 Years 3. Expand Retail, Entertainment, and Hospitality 3.1 Explore opportunities for retail business recruitment City of Rancho Cucamonga | Economic Development Strategy 2023 28 Action Lead Department Partners Timeline 3.1A Compare the City’s existing retail inventory to the retail businesses the city aims to attract. Economic Development Division 2-3 Years 3.1B Commission a retail leakage study. Economic Development Division 4-5 Years 3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City 3.2A Promote and support the City’s cluster of breweries. Economic Development Division 2-3 Years 3.2B Recruit and support breweries, wineries, and tasting rooms. Economic Development Division 2-3 Years 3.3 Attract restaurants to the City that are destination driven 3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the city. Economic Development Division 2-3 Years 3.3B Explore options that might be available for restaurants in retail centers. Economic Development Division 2-3 Years 3.4 Explore opportunities to expand hospitality in the City 3.4A Explore future hospitality opportunities in the HART District. Economic Development Division 4-5 Years 3.4B Identify future hospitality opportunities around Victoria Gardens and Civic Center. Economic Development Division 4-5 Years 3.4C Attract boutique, high-end and luxury hotels. Economic Development Division 4-5 Years 4. Foster Growth of Local Businesses and Workforce 4.1 Expand higher education institutions in the City City of Rancho Cucamonga | Economic Development Strategy 2023 29 Action Lead Department Partners Timeline 4.1A Strengthen partnerships with local higher education institutions. Economic Development Division Partners: Chaffey College, University of Redlands Rancho Cucamonga Campus 1 Year 4.1B Foster relationships with nearby colleges and universities. Economic Development Division Partners: Cal Poly Pomona, UC Riverside, and other colleges and universities 2-3 Years 4.2 Cultivate local innovation 4.2A Explore partnerships with universities and organizations to support the creation of incubators and business accelerator programs. Economic Development Division Inland Empire Center for Entrepreneurship 2-3 Years 4.2B Host networking events for local businesses and entrepreneurs. Economic Development Division Rancho Cucamonga Chamber of Commerce, Inland Empire Center for Entrepreneurship 2-3 Years 4.3 Provide support for small businesses 4.3A Establish a small business outreach program. Economic Development Division Rancho Cucamonga Chamber of Commerce, Orange County Inland Empire Small Business Development Center (OCIE SBDC) 2-3 Years 4.3B Connect small businesses with resources and technical assistance. Economic Development Division Rancho Cucamonga Chamber of Commerce 2-3 Years 4.3C Establish a small business loan program. Economic Development Division Rancho Cucamonga Chamber of Commerce, Orange County Inland Empire Small Business Development Center (OCIE SBDC) 4-5 Years 4.4 Enhance data collection to track business activity in the City 4.4A Ensure access to state-of- the-art telecommunications. Economic Development Division Public Works Department 1 Year City of Rancho Cucamonga | Economic Development Strategy 2023 30 Action Lead Department Partners Timeline 4.4B Use the business licensing program to facilitate the collection of employment and other data about local companies. Economic Development Division 2-3 Years 4.4C Develop an annual or biannual local business survey. Economic Development Division 2-3 Years 4.5 Connect students, job seekers, and employers with workforce development opportunities 4.5A Explore hosting or connecting students and job seekers with industry-specific events. Economic Development Division Rancho Cucamonga Chamber of Commerce, Manufacturers’ Council of the Inland Empire (MCIE) 1 Year 4.5B Connect employers with the San Bernardino County Workforce Development Board. Economic Development Division San Bernardino County Workforce Development Board 1 Year 4.5C Create stronger links between local employers, education and service providers, and residents. Economic Development Division San Bernardino County Workforce Development Board 1 Year City of Rancho Cucamonga | Economic Development Strategy 2023 31 APPENDIX [Intentionally left blank] City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1 City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 1 Introduction This report describes the findings and analysis of the City of Rancho Cucamonga’s economic and market conditions. The findings inform the Economic Development Strategic Plan (EDSP) and will provide relevant insights on economic development and marketing opportunities in the City. Key Findings • Rancho Cucamonga’s population grew by 8.2 percent from 2010 to 2021, which is similar to the rate of growth in San Bernardino County. • Residents of Rancho Cucamonga are more educated compared to the local region. 37 percent of residents hold a bachelor’s degree or higher compared to 22 percent of residents in San Bernardino County overall. • The population in Rancho Cucamonga is generally older compared to nearby cities. The median age is 36.9 in Rancho Cucamonga and 33.8 in San Bernardino County. • Incomes in Rancho Cucamonga are among the highest in the region. The median income in Rancho Cucamonga is approximately $95,000 compared to approximately $70,300 for San Bernardino County. • Rancho Cucamonga has a moderately large employment base with 71,845 total jobs. • Employment in Rancho Cucamonga has grown slower compared to nearby cities and San Bernardino County. Between 2011 and 2019, employment in Rancho Cucamonga grew by 15 percent compared to 22 percent in the County. • Most businesses in Rancho Cucamonga are small firms with 10 or fewer employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees. • Rancho Cucamonga’s largest industry is manufacturing. There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. • The fastest-growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. This industry accounts for 7.7 percent of the City’s total employment. • Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are growing sectors in the County that are concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region. • Specialized industries that are well-positioned to grow and diversify Rancho Cucamonga’s economy include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services. • Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more attainable priced compared to the Los Angeles Metro Area and the State of California overall. • Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher than the County’s, and vacancies are on par or lower than in the County. • Restaurant and food and beverage sales are stronger in Rancho Cucamonga compared to the County. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 2 • Rancho Cucamonga is a highly attractive and competitive City compared to its neighbors. Key indicators show Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. From a regional perspective, Riverside and Fontana may be the most competitive with Rancho Cucamonga for attracting residents and employers. Redlands and Eastvale may also be competitive with Rancho Cucamonga for attracting highly skilled workers. Demographic and Household Conditions This section describes the characteristics of Rancho Cucamonga’s population using data from the most recent American Community Survey (ACS 2021, 5-year Estimate) and HUD’s Comprehensive Housing Affordability Strategy (CHAS, 2019). The analysis compares Rancho Cucamonga with neighboring cities 1 and San Bernardino County, as well as comparable Southern California jurisdictions,2 to provide a relative measure of conditions in Rancho Cucamonga. Population and Households Rancho Cucamonga has a population of 173,946 residents and 56,380 households. The City’s population is slightly smaller than nearby Ontario (175,223) but has 5,000 more households. Table 1 shows how the number of residents and households in Rancho Cucamonga’s population compares relative to neighboring cities and Table 2 shows how the City compares to other comparable Southern California jurisdictions. Figures 1 and 2 display population growth in Rancho Cucamonga and the neighboring cities and other Southern California jurisdictions. Since 2010 Rancho Cucamonga’s population has grown by 8.2 percent, which is similar to the San Bernardino County growth rate of 8.3 percent. Eastvale, which was incorporated in 2010, has grown in population by nearly 40 percent since 2010. Irvine, which was identified in 2020 by the U.S. Census as the 10th fastest-growing city in the country, experienced a major population increase of nearly 50 percent since 2010. 1 Neighboring cities include the cities of Eastvale, Fontana, Ontario, Riverside, Redlands, and San Bernardino. 2 Comparable Southern California jurisdictions includes the cities of Irvine and Pasadena, and Los Angeles County. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 3 Table 1: Total Population and Households, Neighboring Cities and San Bernardino County, 2021. Population Households Riverside 314,858 88,340 San Bernardino 220,821 61,680 Fontana 208,087 55,307 Ontario 175,223 51,068 Rancho Cucamonga 173,946 56,380 Redlands 72,649 25,273 Eastvale 68,539 16,713 San Bernardino County 2,171,071 651,743 Source: ACS, 5-Year Est, 2021. Table 2: Total Population and Households, Comparable Southern California Jurisdictions, 2021. Population Households Irvine 297,868 107,166 Rancho Cucamonga 173,946 56,380 Pasadena 138,771 55,191 Los Angeles County 10,019,635 3,342,811 Source: ACS, 5-Year Est, 2021. Figure 1: Population Growth, Neighboring Cities and San Bernardino County, 2010 to 2021 Source: ACS, 5-Year Est. 2010, 2021. 39.5% 9.8%8.3%8.2%6.1%5.6%5.5%4.8% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% Eastvale Fontana San Bernardino County Rancho Cucamonga Ontario San Bernardino Redlands Riverside Po p u l a t i o n G r o w t h City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 4 Figure 2: Population Growth, Comparable Southern California Jurisdictions, 2010 to 2021 Source: ACS, 5-Year Est. 2010, 2021 Race and Ethnicity Tables 3 and 4 show the share of racial and ethnic groups in Rancho Cucamonga compared to neighboring cities and comparable Southern California jurisdictions. The City’s racial and ethnic composition is fairly similar to its neighboring communities. However, Rancho Cucamonga has a relatively higher percent non- Hispanic White and non-Hispanic Asian populations and a lower Hispanic population than most neighboring cities. Compared to other Southern California jurisdictions, Rancho Cucamonga has a somewhat lower percentage of Non-Hispanic Asian population. Table 3: Percentages of Race and Ethnicity, Neighboring Cities and San Bernardino County, 2021 Non- Hispanic White Hispanic/ Latino Non-Hispanic Black/African American Non- Hispanic Asian Other Race/ Ethnicity Rancho Cucamonga 34% 38% 9% 14% 5% Eastvale 22% 39% 7% 28% 4% Fontana 13% 68% 8% 7% 3% Ontario 15% 70% 5% 7% 3% Redlands 44% 37% 6% 8% 5% Riverside 28% 55% 5% 8% 4% San Bernardino 14% 68% 12% 4% 3% San Bernardino County 27% 55% 8% 7% 4% Source: ACS, 5-Year Est. 2021. 49.6% 8.2%2.7%1.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Irvine Rancho Cucamonga Los Angeles County Pasadena Po p u l a t i o n G r o w t h City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 5 Table 4: Percentages of Race and Ethnicity, Comparable Southern California Jurisdictions, 2021 Non- Hispanic White Hispanic/ Latino Non-Hispanic Black/African American Non- Hispanic Asian Other Race/ Ethnicity Rancho Cucamonga 34% 38% 9% 14% 5% Irvine 37% 12% 2% 43% 6% Pasadena 34% 36% 8% 18% 5% Los Angeles County 25% 49% 8% 15% 4% Source: ACS, 5-Year Est. 2021. Educational Attainment Tables 5 and 6 show the educational attainment in Rancho Cucamonga compared to neighboring cities and other Southern California jurisdictions. Figures 3 and 4 display the percentage of the population with a bachelor’s degree or higher. Rancho Cucamonga residents are well-educated. 37 percent of residents have a bachelor’s degree or higher, which is a higher share than most neighboring communities and lower than Redlands and Eastvale. When compared to other jurisdictions in Southern California, Rancho Cucamonga’s educational attainment is higher than Los Angeles County and less than the rates of a bachelor’s degree or higher in Irvine and Pasadena. Table 5: Percentages of Educational Attainment, Neighboring Cities and San Bernardino County, 2021 High School Degree or Less Some College Bachelor's Degree Advanced Degree Rancho Cucamonga 27% 36% 23% 14% Eastvale 29% 30% 29% 12% Fontana 51% 30% 15% 5% Redlands 29% 27% 22% 21% Riverside 45% 31% 14% 10% Ontario 51% 31% 14% 5% San Bernardino 61% 27% 9% 4% San Bernardino County 46% 32% 14% 8% Note: Data universe includes the total population of 25 years or older. Source: ACS, 5-Year Est. 2021. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 6 Table 6: Percentages of Educational Attainment, Comparable Southern California Jurisdictions, 2021 High School Degree or Less Some College Bachelor's Degree Advanced Degree Rancho Cucamonga 27% 36% 23% 14% Irvine 11% 20% 38% 31% Pasadena 25% 22% 28% 25% Los Angeles County 40% 26% 22% 12% Note: Data universe includes the total population of 25 years or older. Source: ACS, 5-Year Est. 2021. Figure 3: Percentages of Bachelor’s Degree or Higher, Neighboring Cities and San Bernardino County, 2021 Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD. Source: ACS, 5-Year Est. 2021. Figure 4: Percentages of Bachelor’s Degree or Higher, Comparable Southern California Jurisdictions, 2021 Note: Data universe includes the total population of 25 years or older. Data represents those who have earned a bachelor’s or an advanced degree such as a master’s or a PhD. Source: ACS, 5-Year Est. 2021. 44%41%37% 24%22%20%19% 13% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Redlands Eastvale Rancho Cucamonga Riverside San Bernardino County Fontana Ontario San Bernardino Sh a r e o f P o p u l a t i o n 2 5 y e a r s or O l d e r 69% 53% 37%34% 0% 10% 20% 30% 40% 50% 60% 70% 80% Irvine Pasadena Rancho Cucamonga Los Angeles County Sh a r e o f P o p u l a t i o n 2 5 ye a r s o r O l d e r City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 7 Age Figures 5 and 6 show the median age in Rancho Cucamonga compared to the neighboring cities and other Southern California jurisdictions. Figures 7 and 8 display the age distribution for each jurisdiction. Compared to nearby communities, Rancho Cucamonga has the highest median age at 36.9 years. When compared to other jurisdictions in Southern California, the City’s median age is similar to Los Angeles County but less than Pasadena. Compared to neighboring communities, Rancho Cucamonga has an older distribution of ages, with 40 percent of the population above the age of 45. When compared to comparable Southern California communities, Los Angeles County and Pasadena have a similar share of residents over the age of 45 as Rancho Cucamonga. Figure 5: Median Age, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 6: Median Age, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. 36.9 35.5 34.2 33.8 32.6 32 31.9 31.3 28.0 29.0 30.0 31.0 32.0 33.0 34.0 35.0 36.0 37.0 38.0 Rancho Cucamonga Redlands Eastvale San Bernardino County Ontario Fontana Riverside San Bernardino Me d i a n A g e 39.1 37.0 36.9 33.8 30.0 32.0 34.0 36.0 38.0 40.0 Pasadena Los Angeles County Rancho Cucamonga Irvine Me d i a n A g e City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 8 Figure 7: Percentages of Age Distribution, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 8: Percentages of Age Distribution, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. Income Figures 9 and 10 show the median income in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Figures 11 and 12 break down the percentages of households by income in each jurisdiction. Figures 13 and 14 further organize the households into income categories as defined by the HUD Area Median Family Income (HAMFI). At $97,046, Rancho Cucamonga’s median household income is higher compared to neighboring cities and San Bernardino County. Only Eastvale has a higher median income of $141,827. When compared to other comparable jurisdictions in Southern California, Rancho Cucamonga’s median income is higher than Los Angeles County’s median income of $76,367 but lower than Irvine’s median income of $114,027. The 23%30%29%26%23%24%28%26% 9%9%11%11%11%14%11%10% 28% 30%29%31%28%29%30%28% 28%23%22%23%24%22%21%24% 13%8%8%10%14%11%9%12% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Eastvale Fontana Ontario Redlands Riverside San Bernardino San Bernardino County Sh a r e o f T o t a l P o p u l a t i o n Under 18 18 to 24 25 to 44 45 to 64 65 and older 23%22%18%22% 9%12%7%9% 28%32% 34%30% 28%23%25%25% 13%10%16%14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Irvine Pasadena Los Angeles County Sh a r e o f T o t a l P o p u l a t i o n Under 18 18 to 24 25 to 44 45 to 64 65 and older City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 9 percentages of households by income generally corroborate the median income findings. 36 percent of households in the City earn over $125,000 annually and 62 percent earn over $75,000. 12 percent of Rancho Cucamonga’s households earn less than $30,000 annually. Eastvale and Irvine have the higher percentage of households earning over $125,000. However, while Eastvale has the smallest percentage of households earning less than $30,000 (5 percent), Irvine’s is higher than several jurisdictions, including Rancho Cucamonga, at 16 percent of households earning less than $30,000 annually. When using the HAMFI-defined income categories, Rancho Cucamonga has 63 percent of households in the above moderate-income category and 16 percent of households in the very low-income category. Compared to surrounding communities and San Bernardino County, only Eastvale has a higher percentage of households in the above moderate-income category. When compared to other comparable jurisdictions in Southern California however, Rancho Cucamonga has the highest percentage of households in the above moderate-income category. All other jurisdictions have fewer than 50 percent of households in the above moderate-income category. Figure 9: Median Household Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 10: Median Income, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. $141,827 $97,046 $87,184 $83,468 $76,755 $71,908 $70,287 $55,372 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 Eastvale Rancho Cucamonga Redlands Fontana Riverside Ontario San Bernardino County San Bernardino Me d i a n I n c o m e $114,027 $97,046 $89,661 $76,367 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 Irvine Rancho Cucamonga Pasadena LA County Me d i a n I n c o m e City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 10 Figure 11: Percentages of Households by Income, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 12: Percentages of Households by Income, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. 12%5%14%17%16%18%27%19% 10% 6% 11%14%12%14% 19% 15%15% 11% 19%21%16%17% 19% 18% 26% 20% 27% 27% 25%24% 22% 24% 36% 57% 29%22%31%27% 13%23% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Eastvale Fontana Ontario Redlands Riverside San Bernardino San Bernardino County Sh a r e o f T o t a l H o u s e h o l d s Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More 12%16%19%20%10%8%9%14%15%11%14%15% 26%19% 21%22% 36%46%36%29% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Irvine Pasadena Los Angeles County Sh a r e o f T o t a l H o u s e h o l d s Less than $30,000 $30,000 to $49,999 $50,000 to $74,999 $75,000 to $124,999 $125,000 or More City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 11 Figure 13: Percentages of Households by Income Category, Neighboring Cities and San Bernardino County, 2019 Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019. Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI Figure 14: Percentages of Households by Income Category, Comparable Southern California Jurisdictions, 2019 Source: HUD, Comprehensive Housing Affordability Strategy, 5-Year Est. 2019. Notes: Very low-income is defined as <=50% HAMFI, low-income is >50% to <=80% HAMFI, moderate-income is >80% to <=100% HAMFI, above moderate-income is >100% HAMFI Household Characteristics Figures 15 and 16 show the average household size in Rancho Cucamonga compared to the neighboring cities and other comparable Southern California jurisdictions. Tables 7 and 8 break down the households 16%10%22%24%22%25% 40%27% 12% 11% 18%20%14%17% 21% 18%8% 8% 12%13% 10%11% 10% 11% 63%72% 48%43%53%47% 28% 44% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Eastvale Fontana Ontario Redlands Riverside San Bernardino San Bernardino County Sh a r e o f T o t a l H o u s e h o l d s Very low-income Low-income Moderate-income Above moderate-income 16%26%30%37%12% 14%15% 19% 8% 11%10% 10% 63% 49%46%35% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Irvine Pasadena Los Angeles County Sh a r e o f T o t a l H o u s e h o l d s Very low-income Low-income Moderate-income Above moderate-income City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 12 in the jurisdictions by type of living arrangement. Figures 17 and 18 display the percentages of households by tenure in all jurisdictions. Rancho Cucamonga has a relatively small household size when compared to the neighboring cities, with only Riverside having a smaller average household size. However, when compared with other comparable Southern California jurisdictions, Rancho Cucamonga’s average household size is larger than in Los Angeles County, Pasadena, and Irvine. Rancho Cucamonga’s largest category of household type is families without children at 41 percent, followed by families with children at 36 percent. This differs from most of the neighboring cities and San Bernardino County where families with children comprise a larger percentage of households than families without children. The only other outlier is Redlands, which has 1 percentage point more families without children, notably Redlands also has a significantly higher percentage of single-person households. Compared to other comparable jurisdictions in Southern California, Rancho Cucamonga has a similar percentage of families with children as Irvine. Most households in Rancho Cucamonga own their home, which is the case for San Bernardino County and nearly all of the neighboring cities, except for San Bernardino. Compared to other comparable Southern California communities, most households rent their home in Los Angeles County, Irvine, and Pasadena. Figure 15: Average Household Size, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 16: Average Household Size, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. 4.1 3.8 3.42 3.41 3.38 3.26 3.03 2.77 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Eastvale Fontana Ontario San Bernardino Redlands San Bernardino County Rancho Cucamonga Riverside Av e r a g e H o u s e h o l d S i z e 3.03 2.9 2.7 2.5 0 0.5 1 1.5 2 2.5 3 3.5 Rancho Cucamonga LA County Irvine Pasdena Av e r a g e H o u s e h o l d S i z e City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 13 Table 7: Percentage of Households by Type, Neighboring Cities and San Bernardino County, 2021 Families with Children Families without Children Single-Person Household Other Non- Family Household Rancho Cucamonga 36% 41% 19% 4% Eastvale 58% 33% 7% 3% Fontana 52% 34% 11% 3% Ontario 43% 36% 16% 5% Redlands 33% 34% 25% 8% Riverside 40% 33% 19% 8% San Bernardino 45% 30% 19% 6% San Bernardino County 41% 36% 18% 5% Source: ACS, 5-Year Est. 2021. Table 8: Percentage of Households by Type, Comparable Southern California Jurisdictions, 2021 Families with Children Families without Children Single-Person Household Other Non- Family Household Rancho Cucamonga 36% 41% 19% 4% Irvine 34% 31% 23% 12% Pasadena 24% 33% 34% 10% Los Angeles County 32% 34% 26% 8% Source: ACS, 5-Year Est. 2021. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 14 Figure 17: Percentage of Households by Tenure, Neighboring Cities and San Bernardino County, 2021 Source: ACS, 5-Year Est. 2021. Figure 18: Percentage of Households by Tenure, Comparable Southern California Jurisdictions, 2021 Source: ACS, 5-Year Est. 2021. Employment and Firms This section describes total employment in Rancho Cucamonga relative to neighboring cities, San Bernardino County, and comparable Southern California jurisdictions using data from the U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD) program. The section also describes the total number of firms, the size of firms, and the largest private employers in Rancho Cucamonga using data from Data Axel. 63% 79% 66%55%59%56%49%60% 37% 21% 34%45%41%44%51%40% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rancho Cucamonga Eastvale Fontana Ontario Redlands Riverside San Bernardino San Bernardino County Ho u s e h o l d T e n u r e Owner Occupied Renter Occupied 63% 44%42%46% 37% 56%58%54% 0% 20% 40% 60% 80% 100% Rancho Cucamonga Irvine Pasadena Los Angeles County Ho u s e h o l d T e n u r e Owner Occupied Renter Occupied City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 15 Rancho Cucamonga has approximately 71,845 jobs, and the City’s employment base is smaller than the neighboring cities of Riverside, Ontario, and San Bernardino (Table 9), and when compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s employment is also less than in Irvine and Pasadena (Table 10). Table 11 shows that between 2011 to 2019, Rancho Cucamonga experienced a 15% increase in total jobs. Rancho Cucamonga’s job growth outpaced Riverside and San Bernardino, but Eastvale, Ontario, Redlands, and Fontana experienced a higher rate of growth during this period. From 2011 to 2019, Rancho Cucamonga grew much faster than Pasadena but less than Irvine. Table 9: Total Employment, Neighboring Cities and San Bernardino County 2011 and 2019 2011 2019 Riverside 128,236 146,033 Ontario 87,077 117,080 San Bernardino 94,509 103,888 Rancho Cucamonga 62,463 71,845 Fontana 42,898 53,640 Redlands 26,025 33,696 Eastvale 4,874 14,486 San Bernardino County 570,622 703,024 Source: U.S. Census Bureau, LEHD, 2011, 2019. Table 10: Total Employment, Southern California Comparable Jurisdictions, 2011 to 2019 2011 2019 Irvine 206,493 257,836 Pasadena 94,001 98,366 Rancho Cucamonga 62,463 71,845 Source: U.S. Census Bureau, LEHD, 2011, 2019. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 16 Table 11: Employment Growth, Neighboring Cities and San Bernardino County 2011 to 2019 Change 2011 to 2019 Net New Jobs % Change Eastvale 9,612 197% Ontario 30,003 34% Redlands 7,671 29% Fontana 10,742 25% Rancho Cucamonga 9,382 15% Riverside 17,797 14% San Bernardino 9,379 10% San Bernardino County 132,402 23% Source: U.S. Census Bureau, LEHD, 2011, 2019. Table 12: Employment Growth, Southern California Comparable Jurisdictions Change 2011 to 2019 Net New Jobs % Change Irvine 51,343 25% Rancho Cucamonga 9,382 15% Pasadena 4,365 5% Table 13 shows the number of firms by industry in Rancho Cucamonga. The largest number of firms in Rancho Cucamonga are in the health care and social assistance, retail trade, and professional and technical services industries. The health care and social assistance industry has the most firms with 760. Many of these firms are small offices of physicians, densities, mental health professionals, and nursing care facilities. Figure 19 displays the range of firm sizes in Rancho Cucamonga. Most businesses in Rancho Cucamonga are small businesses with fewer than 10 employees. There are an estimated 2,387 businesses with 1 to 4 employees, and 1,156 businesses with 5 to 10 employees. The number of firms with one to four employees (2,387) is significantly higher than all other firm categories. As the number of employees increase per firm in Rancho Cucamonga, the number of firms with employees decreases. Rancho Cucamonga has three firms with 1,000 to 4,999 employees, which include Inland Empire Health Plan, Amphastar Pharmaceuticals, and Chaffey College. Table 14 shows Rancho Cucamonga’s largest private employers. Inland Empire Health Plan is the City’s largest employer with an estimated 2,005 employees. Amphastar Pharmaceuticals follows as the second largest employer with an estimated 1,761 employees. Frito Lay, Bass Pro Shops, and Walmart are the next largest private employers in Rancho Cucamonga. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 17 Table 13: Rancho Cucamonga Firms by Industry, 2022 NAICS Industry Category Firms Percent 62 Health Care and Social Assistance 760 15.4% 44-45 Retail Trade 587 11.9% 54 Professional and Technical Services 511 10.3% 81 Other Services (except Public Administration) 469 9.5% 23 Construction 400 8.1% 72 Accommodation and Food Services 385 7.8% 52 Finance and Insurance 278 5.6% 31-33 Manufacturing 267 5.4% 42 Wholesale Trade 225 4.6% 53 Real Estate and Rental and Leasing 213 4.3% 56 Administration and Waste Management 194 3.9% 61 Educational Services 128 2.6% 48-49 Transportation and Warehousing 89 1.8% 71 Arts, Entertainment, and Recreation 83 1.7% 51 Information 74 1.5% 92 Public Administration 57 1.2% 11 Agriculture and Forestry 8 0.2% 55 Management of Companies 5 0.1% 22 Utilities 3 0.1% N/A 206 4.2% Total 4,942 Source: Data Axle, 2022. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 18 Figure 19: Rancho Cucamonga Firms by Size, 2022 Source: Data Axle, 2022. Table 14: Rancho Cucamonga Largest Private Employers, 2022 Firm Number of Employees Percent Inland Empire Health Plan 2,005 3.3% Amphastar Pharmaceuticals 1,761 2.9% Frito Lay 600 1.0% Bass Pro Shops 500 0.8% Walmart 435 0.7% C & C Organization1 400 0.6% Coca-Cola Bottling Co 400 0.6% Arctic Mechanical 390 0.6% Macy's 380 0.6% Adecco 360 0.6% Bradshaw Home Inc 350 0.6% Superior Electric 350 0.6% 1 Parent company to Cask 'n Cleaver Steakhouse Source: Data Axle, 2022. 2,387 1,156 547 333 155 68 15 4 3 274 0 500 1,000 1,500 2,000 2,500 3,000 1 to 4 5 to 9 10 to 19 20 to 49 50 to 99 100 to 249 250 to 499 500 to 999 1000 to 4,999 Unknown Sh a r e o f T o t a l F i r m s City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 19 Industry Sectors This section describes the relative size, rate of growth, and concentration of employment in industry sectors in Rancho Cucamonga compared to San Bernardino County and the State of California. Table 15 and Figure 20 show that Rancho Cucamonga’s greatest share of employment is in manufacturing. There are approximately 8,900 manufacturing jobs in Rancho Cucamonga, which account for 12.4 percent of the City’s total jobs. Rancho Cucamonga’s next largest industry is accommodation and food services (7,801 jobs), followed by retail trade (7,562 jobs) and health care and social assistance (6,974 jobs). Table 16 shows that the fastest-growing industry in Rancho Cucamonga is finance and insurance, which grew by 150 percent from 2011 to 2019. Construction also grew significantly, increasing by more than double (108 percent). Figure 21 shows that Rancho Cucamonga’s finance and insurance industry and the construction industry grew outpaced San Bernardino County and the State. The City also marginally outpaced the County and the State in growth in the health care and social assistance industry. Table 17 and Figure 22 show the 2019 location quotient of Rancho Cucamonga relative to San Bernardino County and the location quotient of San Bernardino County to the State of California. A location quotient is a metric that provides a measure of how concentrated an industry is in an area.1 A location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient of less than 1.0 means an industry is not concentrated in an area. The highest location quotient for Rancho Cucamonga to San Bernardino County is for finance and insurance (3.4), which means that finance and insurance jobs are much more concentrated in Rancho Cucamonga than in the County overall. Additional concentrated industries in Rancho Cucamonga include manufacturing, construction, utilities, real estate, professional and technical services, and accommodation and food services. 1 The location quotient is the ratio of an area’s distribution of employment by industry in comparison to the distribution of the reference area. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 20 Table 15: Employment by Industry, 2019 NAICS Industry Category Rancho Cucamonga San Bernardino County State of CA Jobs Share Jobs Share Jobs Share 31-33 Manufacturing 8,901 12.4% 54,233 7.7% 1,262,092 8.1% 72 Accommodation and Food Services 7,801 10.9% 58,147 8.3% 1,398,882 8.9% 44-45 Retail Trade 7,562 10.5% 77,499 11.0% 1,450,919 9.3% 62 Health Care and Social Assistance 6,974 9.7% 107,941 15.4% 2,173,287 13.9% 23 Construction 5,875 8.2% 37,870 5.4% 846,103 5.4% 61 Educational Services 5,610 7.8% 61,005 8.7% 1,362,968 8.7% 52 Finance and Insurance 5,545 7.7% 15,920 2.3% 518,531 3.3% 56 Administrative and Waste Management 5,474 7.6% 52,091 7.4% 988,261 6.3% 42 Wholesale Trade 4,550 6.3% 42,779 6.1% 661,106 4.2% 54 Professional and Technical Services 3,364 4.7% 22,935 3.3% 1,266,358 8.1% 48-49 Transportation and Warehousing 2,873 4.0% 82,856 11.8% 624,664 4.0% 81 Other Services (except Public Admin) 1,958 2.7% 18,365 2.6% 491,737 3.1% 92 Public Administration 1,600 2.2% 33,688 4.8% 716,257 4.6% 53 Real Estate and Rental and Leasing 1,373 1.9% 8,923 1.3% 273,969 1.8% 55 Management of Companies 702 1.0% 6,635 0.9% 263,485 1.7% 22 Utilities 695 1.0% 4,493 0.6% 106,183 0.7% 71 Arts, Entertainment, and Recreation 497 0.7% 10,141 1.4% 318,793 2.0% 51 Information 278 0.4% 4,652 0.7% 596,798 3.8% 11 Agriculture and Forestry 213 0.3% 2,050 0.3% 304,112 1.9% 99 N/A 0 0.0% 801 0.1% 18,786 0.1% Total Employment 71,845 703,024 15,643,291 Source: U.S. Census Bureau, LEHD, 2019. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 21 Figure 20: Top Rancho Cucamonga Industry Sectors by Employment, 2019 Source: U.S. Census Bureau, LEHD, 2019. 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Manufacturing Accommodation and Food Services Retail Trade Health Care and Social Assistance Construction Educational Services Finance and Insurance % T o t a l E m p l o y m e n t Rancho Cucamonga San Bernardino County State of CA City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 22 Table 16: Percent Employment Growth by Industry, 2011 to 2019 NAICS Industry Category Rancho Cucamonga San Bernardino County State of CA 52 Finance and Insurance 150% 10% 1% 23 Construction 108% 62% 66% 92 Public Administration 49% -1% -3% 62 Health Care and Social Assistance 47% 44% 41% 11 Agriculture and Forestry 43% -8% 5% 71 Arts, Entertainment, and Recreation 38% 8% 17% 42 Wholesale Trade 35% 29% 3% 72 Accommodation and Food Services 31% 27% 29% 54 Professional and Technical Services 31% 11% 23% 53 Real Estate and Rental and Leasing 23% 27% 17% 61 Educational Services 16% 9% 7% 31-33 Manufacturing 10% 18% 4% 55 Management of Companies 4% -1% 24% 81 Other Services (except Public Admin) 1% -28% -26% 48-49 Transportation and Warehousing -5% 94% 46% 44-45 Retail Trade -12% 2% 4% 22 Utilities -40% -18% 1% 56 Administrative and Waste Management -41% 27% 27% 51 Information -46% -17% 44% 99 N/A -100% 30% -28% Source: U.S. Census Bureau, LEHD, 2011, 2019. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 23 Figure 21: Select Fastest Growing Large Industry Sectors, 2019 Source: U.S. Census Bureau, LEHD, 2011, 2019. 0% 20% 40% 60% 80% 100% 120% 140% 160% Finance and Insurance Construction Health Care and Social Assistance Wholesale Trade Accommodation and Food Services Professional and Technical Services % E m p l o y m e n t G r o w t h 2 0 1 1 t o 2 0 1 9 Rancho Cucamonga San Bernardino County State of CA City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 24 Table 17: Location Quotient, 2019 NAICS Industry Category Rancho Cucamonga/San Bernardino County San Bernardino County/State of CA 52 Finance and Insurance 3.4 0.7 31-33 Manufacturing 1.6 1.0 23 Construction 1.5 1.0 22 Utilities 1.5 0.9 53 Real Estate and Rental and Leasing 1.5 0.7 54 Professional and Technical Services 1.4 0.4 72 Accommodation and Food Services 1.3 0.9 81 Other Services (except Public Admin) 1.0 0.8 42 Wholesale Trade 1.0 1.4 55 Management of Companies 1.0 0.6 56 Administration and Waste Management 1.0 1.2 11 Agriculture and Forestry 1.0 0.1 44-45 Retail Trade 1.0 1.2 61 Educational Services 0.9 1.0 62 Health Care and Social Assistance 0.6 1.1 51 Information 0.6 0.2 71 Arts, Entertainment, and Recreation 0.5 0.7 92 Public Administration 0.5 1.0 48-49 Transportation and Warehousing 0.3 3.0 Source: U.S. Census Bureau, LEHD, 2019. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 25 Figure 22: Most Concentrated Industries, 2019 Source: U.S. Census Bureau, LEHD, 2019. Industry Sectors Summary Figures 23 to 25 combine location quotient, employment growth, and employment size by industry sector into one display. Figure 23 shows the size of industry sectors in the City and whether they are growing and concentrated in Rancho Cucamonga. In the figure, the finance and insurance sector stands out from the other industries. Finance and insurance is a moderately sized sector in terms of employment and is highly concentrated and growing quickly in the City. Other concentrated and growing industries in Rancho Cucamonga include manufacturing, real estate, professional and technical services, accommodations and food services, and construction. Figure 24 shows the size of industry sectors in San Bernardino County and whether they are growing and concentrated in the County. Transportation and warehousing is highly concentrated and growing rapidly in the County. This contrasts significantly with Rancho Cucamonga, as Figure 23 shows, transportation and warehousing is not concentrated in the City and employment has shrunk somewhat since 2011. Health care and social assistance, which is a relatively large and fast-growing industry in Rancho Cucamonga and the County, is somewhat concentrated in the County but not very concentrated in the City. Figure 25 shows the size of industry sectors in San Bernardino County and whether they are growing in the County and how concentrated they are in Rancho Cucamonga. This figure demonstrates which industries may represent opportunities for growth in Rancho Cucamonga. Finance and insurance, manufacturing, professional and technical services, real estate, accommodation and food services are all growing sectors in the County that are also concentrated in Rancho Cucamonga. Construction jobs, which are growing particularly fast in the County are also notably concentrated in Rancho Cucamonga. Rancho Cucamonga may be well positioned to attract and grow these industries that are expanding in the local region. 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 Finance and Insurance Manufacturing Construction Utilities Real Estate Professional and Technical Services Accommodation and Food Services Lo c a t i o n Q u o t i e n t Rancho Cucamonga/San Bernardino County San Bernardino County/State of CA City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 26 Figure 23: Industries by Concentration in Rancho Cucamonga and Growth in Rancho Cucamonga, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector. Source: U.S. Census Bureau, LEHD, 2011, 2019. Agriculture and Forestry Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Information Finance and Insurance Real Estate and Rental and Leasing Professional and Technical ServicesManagement of Companies Administrative and Waste Management Educational Services Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food ServicesOther Services (except Public Admin) Public Administration 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 -100%-50%0%50%100%150%200% LQ R a n c h o C u c a m o n g a / S a n B e r n a r d i n o C o u n t y Rancho Cucamonga Employment Growth 2011-2019 Growing in the City & Concentrated in the City Declining in the City & Not Concentrated in the City Growing in the City & Not Concentrated in the City Declining in the City & Concentrated in the City City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 27 Figure 24: Industries by Concentration in San Bernardino County and Growth in San Bernardino County, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector. Source: U.S. Census Bureau, LEHD, 2011, 2019. Agriculture and Forestry Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Information Finance and Insurance Real Estate Professional and Technical Services Management of Companies Administrative and Waste Management Educational Services Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food ServicesOther Services (except Public Admin) Public Administration 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 -150%-100%-50%0%50%100%150% LQ S a n B e r n a r d i n o C o u n t y / S t a t e o f C A San Bernardino County Employment Growth 2011-2019 Declining in the County & Concentrated in the County Growing in the County & Not Concentrated in the County Growing in the County & Concentrated in the County Declining in the County & Not Concentrated in the County City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 28 Figure 25: Industries by Concentration in Rancho Cucamonga and Growth in San Bernardino County, 2011-2019 Note: The size of the dot reflects the number of jobs per industry sector. Source: U.S. Census Bureau, LEHD, 2011, 2019. Agriculture and Forestry Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Information Finance and Insurance Real Estate Professional and Technical ServicesManagement of Companies Administrative and Waste Management Educational Services Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food Services Other Services (except Public Admin) Public Administration 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 -150%-100%-50%0%50%100%150% LQ R a n c h o C u c a m o n g a / S a n B e r n a r d i n o C o u n t y San Bernardino County Employment Growth 2011-2019 Growing in the County & Concentrated in the City Declining in the County & Not Concentrated in the City Growing in the County & Not Concentrated in the City Declining in the County & Concentrated in the City City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 29 Market Analysis This section describes the current and historic performance of residential and commercial land uses in Rancho Cucamonga. The analysis relies on data from online real estate platforms Redfin and Zillow and data from the private real estate data source CoStar. Residential Market Rancho Cucamonga’s home prices are relatively high compared to prices in the local region but are more moderately priced compared to Greater Los Angeles and the State of California overall. Figure 26 shows that home prices are much higher in Rancho Cucamonga compared to San Bernardino County and less than the neighboring Los Angeles Metro Area and the State. Among nearby cities, Rancho Cucamonga has the second highest home prices following Eastvale and higher home prices than Ontario, Fontana, Redlands, Riverside, and San Bernardino (Figure 27). Compared to other comparable Southern California jurisdictions, Rancho Cucamonga’s home prices are much less than in Irvine and Pasadena (Figure 28). Monthly rents are higher in Rancho Cucamonga compared to San Bernardino County, but somewhat on par with the Greater Los Angeles Area (Figure 29). Among neighboring cities, rents in Rancho Cucamonga are higher than in Redlands, Ontario, Riverside, and San Bernardino, but Rancho Cucamonga rents are lower than in Eastvale and Fontana (Figure 30). The City of Irvine has much higher rents than Rancho Cucamonga, but rents in Rancho Cucamonga are similar to those in Pasadena (Figure 31). Figure 26: Median Home Sales Price, 2012 to 2022 Source: Redfin, December 2022. $0K $100K $200K $300K $400K $500K $600K $700K $800K $900K $1,000K 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Me d i a n S a l e s P r i c e ( N o m i n a l D o l l a r s ) Los Angeles Metro Area State of California Rancho Cucamonga San Bernardino County City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 30 Figure 27: Median Home Sales Price, Neighboring Cities, 2012 to 2022 Source: Redfin, December 2022. Figure 28: Median Home Sales Price, Comparable Southern California Jurisdictions, 2012 to 2022 Source: Redfin, December 2022. $0K $100K $200K $300K $400K $500K $600K $700K $800K $900K $1,000K 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Me d i a n S a l e s P r i c e ( N o m i n a l D o l l a r s ) Eastvale Rancho Cucamonga Ontario Fontana Redlands Riverside San Bernardino $0K $200K $400K $600K $800K $1,000K $1,200K $1,400K $1,600K 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Me d i a n S a l e s P r i c e ( N o m i n a l D o l l a r s ) Irvine Pasadena Rancho Cucamonga City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 31 Figure 29: Average Monthly Rent, 2015 to 2022 Source: Zillow, November 2022. Figure 30: Average Monthly Rent, Neighboring Cities, 2015 to 2022 Source: Zillow, November 2022. $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $2,200 $2,400 $2,600 $2,800 $3,000 2015 2016 2017 2018 2019 2020 2021 2022 Mo n t h l y R e n t ( N o m i n a l D o l l a r s ) Los Angeles Metro Rancho Cucamonga San Bernardino County $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 2015 2016 2017 2018 2019 2020 2021 2022 Mo n t h l y R e n t ( N o m i n a l D o l l a r s ) Eastvale Fontana Rancho Cucamonga Riverside Ontario Redlands San Bernardino City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 32 Figure 31: Average Monthly Rent, Comparable Southern California Jurisdictions, 2015 to 2022 Source: Zillow, November 2022. Commercial Land Use Market National Trends Retail and COVID-19 Rancho Cucamonga’s local retail market is influenced by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in large part due to the growth of e-commerce. However, while increased online sales have reduced the demand for in-store sales, there has been an increased demand for experiential retail such as restaurants, bars, and gyms. Over the last two years, the COVID-19 pandemic disrupted brick and mortar retail stores of all types and accelerated the shift in demand for online sales of physical goods. While the details of the long-term recovery from COVID-19 for the retail market are uncertain, the market will likely rebound while perhaps also changing to accommodate new trends enabled by new technologies and consumer expectations regarding convenience such as contactless shopping.1 Commercial Land Use Trends Rancho Cucamonga has approximately 5.2 million square feet of office space, 8.5 million square feet of retail space, and 40.9 million square feet of industrial space. The City’s office, retail, and industrial space account for a significant proportion of total space in San Bernardino County. Of the County’s total commercial space, Rancho Cucamonga accounts for 13 percent of total office space, 9 percent of total retail space, and 9 percent of total industrial space. Rancho Cucamonga’s commercial land uses are performing better than in the County overall. The City’s office, retail, and industrial rents are higher compared to the County, and vacancies are on par or lower 1https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consumer-business/us-cb-covid-recession-2020.pdf $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 2015 2016 2017 2018 2019 2020 2021 2022 Mo n t h l y R e n t ( N o m i n a l D o l l a r s ) Irvine Pasadena Rancho Cucamonga City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 33 than in the County. Figures 32 and 33 also demonstrate the strong performance of Rancho Cucamonga’s commercial land uses. Since 2010, rents for all commercial land uses have increased and vacancies have decreased. However, during this period, only industrial space has increased by a notable amount in the City. From 2010 to 2022, office space increased by one percent and retail space increased by 4 percent, while industrial space increased by 16 percent (Table 19). Table 18: Commercial Land Use Summary, 2022 Building Sf. Building Sf. % of County Average Monthly Rent Vacancy % Office Rancho Cucamonga 5,263,228 13% $2.17 5.4% San Bernardino County 40,114,155 100% $1.93 5.5% Retail Rancho Cucamonga 8,492,590 9% $1.99 4.4% San Bernardino County 95,932,505 100% $1.68 6.5% Industrial Rancho Cucamonga 40,896,511 9% $1.35 1.6% San Bernardino County 449,628,749 100% $1.30 1.7% Source: CoStar, 2022. Table 19: Commercial Land Use Net Increase, 2010 to 2022 Rancho Cucamonga San Bernardino County Number Percent Number Percent Building Sf. Office 28,022 1% 990,728 3% Retail 293,676 4% 6,129,416 7% Industrial 5,744,197 16% 127,330,102 40% Average Monthly Rent Office $0.57 36% $0.39 25% Retail $0.36 22% $0.36 27% Industrial $0.97 255% $0.94 261% Vacancy Office -16.9% -76% -9.1% -62% Retail -3.4% -44% -2.6% -29% Industrial -5.1% -76% -7.7% -82% CoStar, 2022. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 34 Figure 32: Rancho Cucamonga Commercial Land Use Rents, 2010 to 2022 Source: CoStar, 2022. Figure 33: Rancho Cucamonga Commercial Land Use Vacancy, 2010 to 2022 Source: CoStar, 2022. $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Av e r a g e M o n t h l y R e n t Office Retail Industrial 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Va c a n c y P e r c e n t Office Retail Industrial City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 35 Figure 34: Rancho Cucamonga Commercial Land Use Building Sf., 2010 to 2022 Source: CoStar, 2022. Target Industry Sectors The previous sections in this memo describe employment trends in Rancho Cucamonga using broadly defined categories, such as manufacturing and retail trade. This section examines subsets of those categories that more specifically define the type of employment in Rancho Cucamonga. More detailed categories were examined to identify specialized industries that are well-positioned to grow and diversify the City’s economy. This section also describes leading private sector employers for these target industries in the City. The specialized industry sectors in Rancho Cucamonga were defined as those that employ a significant number of workers and are highly concentrated in the City. The specialized industries identified in this analysis include advanced manufacturing; medical manufacturing; food and beverage manufacturing; finance, insurance and real estate, and professional services. Advanced Manufacturing Advanced manufacturing is characterized by manufacturing activity involving technology innovation and requiring skilled workers with technical knowledge and training. Advanced manufacturers span industries that include the production of aerospace equipment, medical devices, and computer components. In Rancho Cucamonga, there are approximately 2,000 advanced manufacturing jobs in the city (excluding medical manufacturing jobs). Among the largest aerospace manufacturing companies in the City include Air Components Inc, Hartwell Corporation, and Pneudraulics Inc. Among electronic manufacturers, the City’s largest employers include Arlon Electronic Materials, Celco-Pacific Division, Mercury United Electronics Inc, and VPG Transducers. Medical Manufacturing Medical manufacturing could be considered part of the advanced manufacturing industry category, but on its own, it represents a sizeable portion of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga. 0 5 10 15 20 25 30 35 40 45 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Bu i l d i n g s f . ( M i l l i o n s ) Office Retail Industrial City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 36 Medical Manufacturing is also highly concentrated in the City relative to San Bernardino County. The industry involves the production of medical equipment and medicine. Most of the medical manufacturing jobs in Rancho Cucamonga are with the firm Amphastar Pharmaceuticals, which is one of the City’s largest employers (Table 14). Other significant employers include medical device and surgical instrument manufacturers such as Comar, Mediflex Inc, and Eagle Labs. Food and Beverage Manufacturing Food and beverage manufacturing is a unique segment of Rancho Cucamonga’s overall manufacturing sector that contains about 1,400 jobs and is somewhat concentrated relative to San Bernardino County. Frito Lays, Coca-Cola, Cerenzia Foods Inc, and Evolution Fresh are among the City’s largest food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international manufacturers that also employ a significant number of workers in the City. This sector also includes several breweries that provide the added benefit of being an attractive amenity and potential regional destination in Rancho Cucamonga. Finance, Insurance, and Real Estate Rancho Cucamonga contains a high concentration of the local region’s finance, insurance and real estate industry (sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the City that account for 9.4 percent of total employment. Insurance-related activity accounts for about half of the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers such as First American Title and CorVel Corporation, and in small to medium-sized insurance broker firms. In addition to several national banking branches, a large portion of the finance-related companies in Rancho Cucamonga are small mortgage lenders, portfolio management and investment firms. Among real estate-related firms, most in the City are medium to small offices of real estate agents and brokers. Professional Services Professional service firms range from engineering and design companies to legal and accounting firms. The professional service industry complements other target industries such as advanced manufacturing through related research and administrative activity. Large professional service employers in the City include aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho Cucamonga’s professional services industry also consists of several small, local offices that provide legal, tax, and design services that serve the local and regional community. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 37 Table 20: Target Industry Sectors Summary, 2021 Industry Rancho Cucamonga Jobs Share of Rancho Cucamonga Jobs Rancho Cucamonga/San Bernardino County LQ Manufacturing Industries Advanced Manufacturing 1,974 3.2% 2.7 Medical Manufacturing 1,955 3.2% 5.8 Food and Beverage Manufacturing 1,398 2.3% 1.3 Office Industries Finance, Insurance, and Real Estate 5,789 9.4% 3.3 Professional Services 2,707 4.4% 2.7 Source: Data Axel, 2022; QCEW, 2021. Comparable Market Areas This section summarizes the analysis of neighboring communities and comparable Southern California jurisdictions to determine how Rancho Cucamonga might compete for retention and attraction of employers and service providers across land uses and industry sectors. Table 21 summarizes key demographic and employment characteristics for Rancho Cucamonga and neighboring cities discussed in previous sections of the memo, and Table 22 shows these key characteristics indexed to Rancho Cucamonga’s characteristics. Table 22 shows that Riverside, San Bernardino, and Ontario are larger than Rancho Cucamonga in population and total employment but have less educated residents with lower incomes. Fontana while having a larger resident population than Rancho Cucamonga has a smaller employment base. Fontana like Riverside, San Bernardino, and Ontario also has less educated residents and with lower incomes than Rancho Cucamonga. Redlands and Eastvale have smaller populations and employment bases than Rancho Cucamonga, but their residents are generally more educated and Eastvale’s residents have higher incomes. Redland and Eastvale have also experienced faster job growth from 2011 to 2019 than Rancho Cucamonga. Tables 21 and 22 show that Rancho Cucamonga is highly competitive compared to its neighboring cities. Rancho Cucamonga is balanced well by a relatively large employment base, highly educated residents, and residents with high incomes. Among the neighboring cities, Riverside and Fontana may be generally the most competitive with Rancho Cucamonga for attracting residents and employers. Riverside has a larger employment base and somewhat lower incomes of residents. While the share of residents with a bachelor's degree or higher is relatively low in Redlands, it is the highest among the neighboring cities with a larger employment base than Rancho Cucamonga. Fontana’s employment base is somewhat smaller than Rancho Cucamonga’s, but Fontana is adding jobs at a more significant rate. Fontana’s resident incomes are also only somewhat lower, but the concentration of highly educated residents is much lower than in Rancho Cucamonga. The cities of Redlands and Eastvale may be competitive with Rancho Cucamonga for attracting highly skilled workers, although the small employment base in both cities may disadvantage them. Tables 23 and 24 show Rancho Cucamonga compared to Irvine and Pasadena. Rancho Cucamonga is currently less comparable to these cities than to its neighboring cities but still shares some notable characteristics. Irvine has a larger and faster growing resident population and employment base than City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 38 Rancho Cucamonga, and Irvine has a higher concentration of highly educated residents and higher incomes. Irvine’s employment base is also currently structured somewhat differently compared to Rancho Cucamonga. While Irvine also has a sizable manufacturing sector (13 percent of total jobs), 1 the city’s largest sector is in professional, scientific and technical services, which accounts for 17 percent of total jobs compared to approximately 5 percent of jobs in Rancho Cucamonga (Table 15). However, Rancho Cucamonga has an expanding professional, scientific and technical services industry, and like Irvine has high access to education and an airport.2 Compared to Irvine, Rancho Cucamonga currently shares more in common with Pasadena. Incomes are slightly higher in Rancho Cucamonga than in Pasadena, and while Pasadena has a larger employment base, it is not growing as fast as Rancho Cucamonga. However, there is a larger share of higher-educated residents in Pasadena relative to Rancho Cucamonga. Like Irvine and Rancho Cucamonga, Pasadena has high access to higher education institutions and is relatively close to an airport (Burbank Airport). Table 21: Neighboring Cities Attributes Summary Total Population (2021) Population Growth (2010-2021) Bachelor's Degree or Higher (2021) Median Income (2021) Total Employment (2019) Job Growth (2011-2019) Rancho Cucamonga 173,946 8.2% 37% $97,046 62,463 15% Riverside 314,858 4.8% 24% $76,755 128,236 14% San Bernardino 220,821 5.6% 22% $55,372 94,509 10% Fontana 208,087 9.8% 20% $83,468 53,640 25% Ontario 175,223 6.1% 19% $71,908 87,077 34% Redlands 72,649 5.5% 44% $87,184 26,025 29% Eastvale 68,539 39.5% 41% $141,827 14,486 197% 1 U.S. Census Bureau, LEHD 2019. 2 The City of Irvine is home to the University of California Irvine and is located near John Wayne Airport. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 39 Table 22: Neighboring Cities Indexed to Rancho Cucamonga Total Population (2021) Population Growth (2010-2021) Bachelor's Degree or Higher (2021) Median Income (2021) Total Employment (2019) Job Growth (2011-2019) Rancho Cucamonga 100% 100% 100% 100% 100% 100% Riverside 181% 58% 65% 79% 205% 92% San Bernardino 127% 68% 60% 57% 151% 66% Fontana 120% 120% 53% 86% 86% 167% Ontario 101% 74% 51% 74% 139% 229% Redlands 42% 67% 120% 90% 42% 196% Eastvale 39% 482% 113% 146% 23% 1313% Table 23: Southern California Comparable Cities Attributes Summary Total Population (2021) Population Growth (2010-2021) Bachelor's Degree or Higher (2021) Median Income (2021) Total Employment (2019) Job Growth (2011-2019) Rancho Cucamonga 173,946 8.2% 37% $97,046 62,463 15% Irvine 297,868 49.6% 69% $114,027 257,836 25% Pasadena 138,771 1.7% 53% $89,661 98,366 5% Table 24: Southern California Comparable Cities Indexed to Rancho Cucamonga Total Population (2021) Population Growth (2010-2021) Bachelor's Degree or Higher (2021) Median Income (2021) Total Employment (2019) Employment Growth (2011-2019) Rancho Cucamonga 100% 100% 100% 100% 100% 100% Irvine 171% 606% 188% 117% 413% 166% Pasadena 80% 21% 146% 92% 157% 31% City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 40 Retail Analysis This section describes retail spending trends in Rancho Cucamonga and reviews categories of retail businesses and their potential “fit” for Rancho Cucamonga. Restaurant and food and beverage sales are stronger in Rancho Cucamonga compared to the County overall. In 2021, estimated taxable sales per household for food services and driving and food and beverage services were higher in Rancho Cucamonga than in San Bernardino County. The City also had stronger sales in home furnishing and appliances and about the same performance of sales for general merchandise. Sales were stronger in several categories in the County compared to Rancho Cucamonga including apparel, automotive-related parts and services, and other retail. Figure 35: Taxable Sales per Household, 2021 Source: ACS, 5-Year Est, 2021; California Department of Tax and Fee Administration, 2021. Retail Fit Analysis This section reviews a select group of retail categories and the likelihood of businesses locating in Rancho Cucamonga based on the location preferences of the businesses. • Grocery Stores. Rancho Cucamonga is currently a strong fit for grocery stores specializing in products from Central and South America (Table 25). Northgate Market and Cardenas Market both target areas to locate with highly concentrated Hispanic and Latino populations. A large share of Rancho Cucamonga’s population identifies as Hispanic or Latino (Tables 3 and 4). The City is only a moderate fit for higher-end grocery stores such as Gelson’s and Whole Foods. These businesses typically prefer locations with higher population densities. $- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 Ta x a b l e S a l e s P e r H o u s e h o l d Rancho Cucamonga San Bernardino County City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 41 • Restaurants. Rancho Cucamonga is currently a strong fit for fast casual and mid-tier full-service restaurants but may have trouble attracting high-end full-service restaurants (Table 26). The relatively high incomes in Rancho Cucamonga are an attractive quality for restaurant businesses, and the City’s concentration of college-educated residents is particularly preferable to fast casual restaurants. High-end full-service restaurants generally prefer to locate near areas with strong office and hotel activity, and in areas with higher population density than currently in Rancho Cucamonga. • Coffee Shops. Coffee shops in general prefer to locate in areas with high morning and daytime populations and areas with college-educated residents (Table 27). Rancho has a well-educated, relatively wealthy population, which is attractive for coffee businesses. Among the types of coffee shops, Rancho Cucamonga is a fit for mid-tier coffee shops (Table 25). Examples of these types of coffee shops include Dutch Bros. Coffee and Peet's Coffee & Tea. Higher-tier coffee businesses such as Blue Bottle Coffee, Philz, and Verve, prefer to locate in areas with higher population densities than found in Rancho Cucamonga such as Downtown Santa Monica and Downtown Pasadena, where some of these businesses are currently located. • Breweries. High to mid-tier breweries are likely to locate in Rancho Cucamonga (Table 28). The City’s demographics are generally a good fit, including the preferred age range for some breweries, which is between 34 to 54 years. However, some breweries may prefer locations with higher population densities than currently in Rancho Cucamonga. Table 25: Retail Fit Grocery Stores Summary Category Rancho Cucamonga Existing Fit Example Businesses Sf. Size Requirements Min. Population Within 1-3 Miles Avg. Household Income High-End Moderate Gelson's Markets, Bristol Farms, Whole Foods Market 20,000 - 60,000 200,000 $75,000 Targeted Strong Northgate Market, Cardenas Market - - Retail Lease Trac, 2022. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 42 Table 26: Retail Fit Restaurants Summary Category Rancho Cucamonga Existing Fit Example Businesses Sf. Size Requirements Min. Population Within 1-3 Miles Avg. Household Income High-End Full-Service Moderate Morton's Steakhouse, Il Fornaio, Ocean Prime Seafood Steaks & Cocktails, Truluck's, Nick's Restaurants, Meat On Ocean, Mastro's Steakhouse 3,000 - 11,000 200,000 $75,000 Mid-Tier Full-Service Strong Mixt, Breakfast Republic, The Boiling Crab, Bonefish Grill, Eureka!, Wood Ranch BBQ & Grill, Sage Plant Based Bistro & Brewery 2,000 - 6,500 35,000 $75,000 Fast Casual Strong Cava Grill, Einstein Bros., Noah's Bagels, Le Pain de Quotidien, Lemonade, Mendocino Farms, Salt and Straw, Tender Greens, Umami Burger 1,000 - 4,500 - $60,000 Retail Lease Trac, 2022. Table 27: Retail Fit Coffee Shops Summary Category Rancho Cucamonga Existing Fit Example Businesses Sf. Size Requirements Min. Population Within 1-3 Miles Avg. Household Income Top-Tier Moderate Blue Bottle Coffee, Philz Coffee, Verve Coffee Roasters, Intelligentsia 1,500 - 2,500 200,000 $60,000 Mid-Tier Strong Dutch Bros. Coffee, Peet's Coffee & Tea, Better Buzz Coffee, Urth Caffe 800 - 2,500 20,000 - 100,000 $50,000 Retail Lease Trac, 2022. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 43 Table 28: Retail Fit Breweries Summary Category Rancho Cucamonga Existing Fit Example Businesses Sf. Size Requirements Min. Population Within 1-3 Miles Avg. Household Income Mid-Tier Strong Voodoo Brewing Co., Granite City Food & Brewery, Board & Brew, BJ's Restaurant & Brewhouse 5,000 - 8,000 150,000 $60,000 Retail Lease Trac, 2022. City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 44 Appendix Table A-1: Target Industry Definitions NAICS Industry Rancho Cucamonga Employment (2021) Food and Beverage Manufacturing 1,398 3118 Bakeries and Tortilla Manufacturing 82 3119 Other Food Manufacturing 145 3121 Beverage Manufacturing 458 4244 Grocery and Related Product Merchant Wholesalers 713 Medical Manufacturing 1,955 3254 Pharmaceutical and Medicine Manufacturing 1,771 3391 Medical Equipment and Supplies Manufacturing 91 4242 Drugs and Druggists' Sundries Merchant Wholesalers 25 423450 Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers 68 Advanced Manufacturing 1,974 3241 Petroleum and Coal Products Manufacturing 13 3252 Resin, Synthetic Rubber, and Artificial and Synthetic Fibers/Filaments Manufacturing 62 3259 Other Chemical Product and Preparation Manufacturing 29 3271 Clay Product and Refractory Manufacturing 4 3311 Iron and Steel Mills and Ferroalloy Manufacturing 120 3313 Alumina and Aluminum Production and Processing 34 3315 Foundries 180 3331 Agriculture, Construction, and Mining Machinery Manufacturing 21 3332 Industrial Machinery Manufacturing 119 3333 Commercial and Service Industry Machinery Manufacturing 438 3336 Engine, Turbine, and Power Transmission Equipment Manufacturing 8 3339 Other General Purpose Machinery Manufacturing 23 3344 Semiconductor and Other Electronic Component Manufacturing 228 3345 Navigational, Measuring, Electromedical, and Control Instruments Manufacturing 48 3363 Motor Vehicle Parts Manufacturing 46 3364 Aerospace Product and Parts Manufacturing 227 3369 Other Transportation Equipment Manufacturing 10 3399 Other Miscellaneous Manufacturing 364 City of Rancho Cucamonga | Economic Development Strategic Plan | Background Report 2023 45 NAICS Industry Rancho Cucamonga Employment (2021) Finance, Insurance, and Real Estate 6,389 5241 Insurance Carriers 2,110 5242 Agencies, Brokerages, and Other Insurance Related Activities 776 5221 Depository Credit Intermediation 448 5222 Nondepository Credit Intermediation 516 5223 Activities Related to Credit Intermediation 29 5231 Securities and Commodity Contracts Intermediation and Brokerage 4 5239 Other Financial Investment Activities 244 5259 Other Investment Pools and Funds 10 5311 Lessors of Real Estate 199 5312 Offices of Real Estate Agents and Brokers 1,392 5313 Activities Related to Real Estate 61 Professional Services 2,707 5411 Legal Services 683 5412 Accounting, Tax Preparation, Bookkeeping, and Payroll Services 533 5413 Architectural, Engineering, and Related Services 937 5414 Specialized Design Services 103 5418 Advertising, Public Relations, and Related Services 451 Source: Data Axel, 2022. INLAND EMPIRE MAGAZINE JUNE 2023 “Our vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by building on our foundation and success as a world class community.”CityofRC.us WOMEN IN RC Janette Love FRESH PEACHES BIKINIS I started my business out of my home in 1979 by accident. After sewing matching swimsuit outfits for my daughter and I with no intentions of starting a business, the neighborhood orders started to come in. I received community support and today we are one of the largest swimwear stores in the country with handmade bikinis designed by a woman for all women. Denise Perez-McCain CALLE OCHO CUBAN CAFECITO Calle Ocho is the extension of my family. I wanted to bring culture and diversity to Rancho Cucamonga and create an environment where people could connect through food and coffee. We pride ourselves in making coffee from cafeteras just like we do at home. Jill Klee HAMMER AND STAIN-SOCAL RC is where I call home and I love being able to provide a fun, entertaining experience for my community. Our goal is for our customers to have a place to unwind, relax and enjoy some quality time with friends. Are you interested in Owning It in Rancho Cucamonga? Choose RC today! 1-909-477-2750 | ChooseRC@CityofRC.us SITE SELECTION MAGAZINE SEPTEMBER 2023 ARTICLE CONNECT CRE TOD OCTOBER 2023 ARTICLE SITE SELECTION MAGAZINE MARCH 2024 ADVERTORIAL The Inland Empire is the nation’s 12th largest metropolitan area and is expected to continue to grow twice as fast as the rest of Southern California over the next 25 years. Since 2019, the Inland Empire has contributed 20% of California’s job growth, adding more jobs than any other region. According to California Department of Finance projections, the region will grow by more than 20 percent, increasing in population by almost 970,000. This translates to San Bernardino and Riverside counties adding roughly the equivalent of the population of Austin, Texas, the 10th-largest metropolitan area in the U.S., to the region’s current 4.73 million base. Given this influx of residents and accompanying businesses, having a transportation infrastructure to support local, national, and global mobility is critical to ensuring smooth movement of people and goods throughout the Inland Empire. With a long history of planning for the future, the City of Rancho Cucamonga recognized the expansive population growth on the horizon and began planning multiple transformative developments in housing, retail, transportation, and office to optimally support current and prospective business growth in the region. A cornerstone of the City’s recent General Plan is the HART District, a new transit-oriented, mixed-use housing, retail, and commercial district designed to be a key economic catalyst in the region, creating a lifestyle and commerce hub unlike any other in the Inland Empire. “The HART District and the adjacent Arena District in Ontario will make this area a ‘hot spot’ destination for business, entertainment, and living,” said City of Rancho Cucamonga Mayor L. Dennis Michael. “With more than 2,500 units of housing, and an additional several million square feet of non-residential retail, office, hospitality and manufacturing space being developed, the HART District area will be the largest transit-oriented city center and urban neighborhood in the entire Inland Empire.” As a true transit-oriented development, HART District includes Cucamonga Station, a multi- modal transportation hub that will connect the first high-speed rail station in the U.S. directly to air, bus, and local passenger rail service. Cucamonga Station currently provides service through Metrolink rail that connects San Bernardino County to downtown Los Angeles, Omnitrans buses, and ONT Connect, which provides shuttle service seven days a week to Ontario International Airport. New services will include Brightline West, a 218-mile, fully electric high-speed passenger rail system connecting Las Vegas and Southern California; Omnitrans’ West Valley Connector Bus Rapid Transit that will serve some of the most densely populated surrounding communities; and an underground tunnel to the airport — all coming online ahead of the Los Angeles 2028 Summer Olympics. “Cucamonga Station and the HART District are key drivers in a bigger vision, creating a positive economic development ripple effect for the Southern California region,” added Mayor Michael. “As a result of our long-term investments, we are seeing more companies choose to locate their business in Rancho Cucamonga, including new industry sectors such as medical, high-tech, and advanced manufacturing, which are very exciting.” Rancho Cucamonga’s Transit-Oriented Development Opens Next Frontier for Southern California Business We are seeing more companies choose to locate their business in Rancho Cucamonga.” — L. Dennis Michael, Mayor of Rancho Cucamonga ROUTE FIFTY APRIL 2024 ARTICLE 3 tips for short-term land-use planning By John R. Gillison APRIL 19, 2024 COMMENTARY | As populations grow and real estate requirements change, cities or counties should regularly evaluate their mix of land use designations so they get the kind of development they can live with long term. Like most cities, Rancho Cucamonga, California, has a detailed, 20-year general plan that establishes a common ground for making decisions about the future. But because of the community’s evolving needs, values or long-term issues, such as climate change, health and wellness or land use, that plan is regularly reviewed. One of the most important elements in the general plan is land use designation, which specifies the type, intensity and distribution of land used for a variety of public and private purposes, such as housing, business, industry, open space, education, public buildings and waste disposal facilities. Proper land use is critical because it shapes other significant planning decisions involving transportation, electricity, water demand and more. As populations grow and real estate development requirements change, cities or counties must regularly evaluate their mix of land use designations to properly classify and distinguish the various land uses needed within their jurisdiction and allowable by code. This evaluation and its impact on land use planning directs how, where and what kind of development may occur. Plotting the distribution of these designations is referred to a land use map, controls or table. Based on my experience with the decades-long evolution of the land use table for Rancho Cucamonga, there are three principles that jurisdictions should consider as they make their hort-term development decisions. 1. Avoid Pursuing “Hot Markets” This consideration may be the toughest to follow because cities and counties are constantly presented with opportunities to entertain new commercial real estate, or CRE, developments in emerging property types. For example, in the last 20 years, the digital economy has spurred a huge new sector that features cell phone towers, data centers and server farms. On the surface, given the increasing connectivity in the world, growing 5G communication infrastructure and rapid proliferation of artificial intelligence, the temptation to “jump on the bandwagon” and rezone portions of a jurisdiction to accommodate development in this space may seem like a great idea. However, there are other considerations, such as a lack of suitable land and labor as well as high energy costs driven by the massive amounts of electricity required to power and climate-control equipment that may tilt the scales against this sector being a good fit. Another example can be resurgent traditional CRE sectors, such as industrial, which experienced a strong rebound in 2023 after considerable slowing during COVID lockdowns. Strong consumer spending and increasing nearshoring (i.e., placing manufacturing or operations close to or in the U.S.) drove construction of logistics facilities and warehouses and led to high occupancy and rent rates. On the surface, logistics may seem a good opportunity. However, a recent Los Angeles Times article paints a different picture of this sector with data indicating some shrinkage for the first time in years. Ultimately, all of these data points must be considered, and, in the case of Rancho Cucamonga, city leadership held the course outlined in the city’s general plan and adhered to its current levels of land use for logistics. Given that different uses of land should be strategically assessed and prioritized based on their capability to generate sales tax revenue to pay for city services, jurisdictions must carefully evaluate new opportunities of this kind and use the research and due diligence conducted in writing their current general plan to provide guidance on whether to act on them. 2. Look Forward, Not Back It can be easy for agencies to look at past general plans and economic development approaches as a baseline or touchstone for how to proceed with future land use planning. If a city or county has a lot of industrial, office, hospitality or other CRE sector, the temptation may be to rely on their “bread and butter” and not take advantage of other opportunities that present themselves. Here, cities and counties must perform deep analysis on their community needs and market conditions to make decisions on, for example, the need for more senior living housing to address an aging population or flex industrial space to balance long-term warehousing. Analysis will also show whether their jurisdiction can invest the necessary capital to build the tech infrastructure required for advanced manufacturing or digital sectors or if they should repurpose office space that has been impacted by telecommuting. The list goes on. Over three decades spanning numerous city councils, the leadership of Rancho Cucamonga created a vision for and eventually developed of a large retail complex, a multimodal transit-oriented facility and multifamily housing to accommodate the expanding regional population. Along the way, certain areas of the city’s land use table had to be rezoned so the city could move on from its industrial heritage to more office, retail and mixed-use development. 3. Balance Property Types While it may seem straightforward to point out the need to diversify an agency’s land use table to mitigate risk if a particular property type underperforms due to market conditions, many cities and counties tend to devote too much land to certain types of development based on perceived opportunities, running the risk of neglecting their own general plan in doing so. Because the real estate market is cyclical by nature, cities and counties are best served by balancing all the property types in their land use table. Each jurisdiction is unique, so there’s no general rule of thumb for what percentages to assign to different property types. Conclusion As cities evolve their land use table, leaders must remain in close communication with members of the local commercial and residential real estate community, including developers, construction companies, brokers and industry influencers. With quarterly or semi-annual meetings with local CRE brokers, for example, agency leaders can get essential feedback in understanding market trends and other impacts that will affect city planning and rezoning. From an economic development standpoint, it’s important that the real estate community knows the city’s long-range plans so that its members can adjust for opportunities or changes, as necessary. Ideally, city leadership will act in collaboration with the real estate decision-makers to drive development and leasing that serves the mutual interests of both business and government. Land-use planning and sticking to a long-range vision will have its challenges. However, by moderating which property types are permitted, keeping a future-looking eye to the community’s needs and balancing property types, cities and counties can optimally position themselves for growth in whatever forms it takes. John R. Gillison has been the city manager of Rancho Cucamonga, California, for more than 10 years. He has more than 30 years in the public sector in five different agencies, two different counties, full service and contract cities, charter and general law, with populations ranging in size from 15,000 to nearly 185,000 in population City Council September 17, 2024 Economic Development Division Annual Progress Report Economic Development Strategy Adoption of the EDS Economic Development is the creation of wealth through which community benefits are realized and the development of great places that attract and retain residents, visitors, businesses and talent. Economic Development PlanRC Big Ideas: Design for People First Provide Connectivity and Accessibility Create Destinations Establish Rancho Cucamonga as the Cultural and Economic Hub of the Inland Empire Address Environmental Justice Implementation Highlights Grow and Diversify the City’s Economy •Updated collateral material •Quarterly commercial real estate brokers roundtables •Review of the Development Review Process •Bi-monthly meetings with the San Bernardino County Economic Development Department Goal 1 Marketing Collateral Folders Distributed 200+Attendees to Commercial Brokers Roundtables 107 Grow and Diversify the City’s Economy •Eight-week entrepreneurship academy for Spanish speaking entrepreneurs Goal 1 Emprendedor@s Applicants accepted 32 Graduation rate 93.7% To Date1 Business joined Rancho Cucamonga Chamber of Commerce and the Inland Empire Hispanic Alliance To Date 1 Business took advantage of business license waiver Enhance the Quality of Life •City's Downtown Location •World Class Community Brochure •Enhancing the Public Realm Goal 2 Enhance the Quality of Life •The City adopted the Epicenter Master Plan (EMP) in December 2023 •Established a vision for the area as fun, active district •EMP includes a tangible Playbook that establishes development concepts, improvement concepts, programming and operations to make the area a success Goal 2 Epicenter Master Plan Expand Retail, Entertainment and Hospitality •Action items for Goal 3 are to be completed in years 2-3 and years 4-5. Updates to Goal 3 will be provided in subsequent annual reports •Retail Fit Analysis establishments attained Goal 3 Foster Growth of Local Businesses and Workforce •Access to telecommunications •Partnership with San Bernardino County Workforce Development Department to address large-scale workforce reductions •Engagement with agencies such as the Employment Development Department, LAUNCH Apprenticeship Network, Chaffey College and the Rancho Cucamonga Chamber of Commerce Goal 4 Foster Growth of Local Businesses and Workforce •Established a relationship with Chaffey College’s Workforce and Economic Development Department resulting in various accomplishments including: •Marketing of Startitup, a mobile platform designed to cultivate business startups and upskill solo entrepreneurs •Participation in the City’s 2nd Emprendedor@s cohort •Consideration of a pilot mentorship program •An introduction to LAUNCH Apprenticeship Network, an intermediary and education provider for businesses adopting the apprenticeship model Goal 4 Partnership with Chaffey College Foster Growth of Local Businesses and Workforce •Held the 3rd annual hiring fair convening employers and job seekers in various industries •Access to computer lab for on-site application online submission, private areas for on-site interviews Goal 4 Hiring Fair 200+ Job seekers 24 Business participants Looking Ahead Looking Ahead Years 2 -3 Small Business Development Center Business consulting meetings 164 Jobs created 17 First-time business consulting meetings 144 Attendees at the Business Appreciation Mixer 150 Tickets given to RC Businesses for Business Appreciation Night at the Quakes 244 Business Appreciation Month Thank you Economic Development Strategy Annual Progress Report Economic Development Division