HomeMy WebLinkAbout2025/08/28 - Economic Development Marketing SubCommittee - Agenda Index
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August 28, 2025 – 2:00 P.M.
Economic Development Marketing Subcommittee
Special Meeting
Tri-Communities Conference Room
10500 Civic Center Drive, Rancho Cucamonga, C A 91730-3801
This is the time and place for the general public to address the Economic Development Marketing
Subcommittee on any item listed on the agenda. State law prohibits the Subcommittee from
addressing any item not previously included on the Agenda. The Subcommittee may receive
testimony and set the matter for a subsequent meeting. Comments are to be limited to three (3)
minutes per individual.
C1. Consideration to Receive and File the Economic Development Strategy Annual Progress
Report for 2024-2025. (Verbal Report) (CITY)
D. ADJOURNMENT
I, Linda A. Troyan, MMC, City Clerk Services Director, or my designee, hereby certifies that a true,
accurate copy of the foregoing agenda was posted on August 21, 2025 at least twenty-four (24) 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
City of Rancho Cucamonga
C. ITEM(S) FOR DISCUSSION
A. CALL TO ORDER
A. Roll Call: Kennedy Hutchison
B. PUBLIC COMMUNICATIONS
If you need special assistance or accommodations to participate in this meeting, please contact the City
Clerk Services Department at (909) 774-2023. Notification of 48 hours prior to the meeting will enable the
City to make reasonable arrangements to ensure accessibility.
TO: Economic Development Subcommittee
FROM: Matt Marquez, Economic Development Director
DATE: August 21, 2025
SUBJECT: Economic Development Strategy Annual Progress Report 2024-2025
In October 2023, the City Council adopted a new Economic Development Strategy (EDS)
to guide the City’s economic development activities over a five-year period. This strategy
identifies key goals and outlines specific actions that will serve as a roadmap for City staff
and civic leaders.
On August 28th, Economic Development staff will present to the Subcommittee on the
progress made in the second year of implementing the EDS. The EDS reinforces
connections with PlanRC and its Big Ideas, highlighting that economic development
efforts are a collaborative endeavor across all city departments.
The goals and strategies outlined in the EDS are designed to address several key
objectives: improving health outcomes through economic attainment, growing and
diversifying the local economy, enhancing economic health and long-term fiscal
resilience, and ensuring community vitality. Each strategy includes achievable and
measurable action items that will guide the city’s implementation efforts. These action
items can be executed in various ways over the course of the plan.
A timeline has been assigned for the implementation of each action item. Attached to this
memo is the EDS Annual Progress Report for 2024-2025, which summarizes the
measures taken in year two to continue to advance the EDS.
If you have any questions about the Annual Progress Report or the EDS before the staff
presentation, please feel free to contact me or the City Manager.
Attachment (2):
1) EDS Annual Progress Report 2024-2025
2) Economic Development Strategy
Economic Development Strategy Annual Progress Report | 1
ECONOMIC DEVELOPMENT STRATEGY
ANNUAL PROGRESS REPORT
2024-2025
CITY OF RANCHO CUCAMONGA
2
Economic Development Strategy Annual Progress Report | 3
TABLE OF CONTENTS
Chapter 1
Introduction.....................................................................................................................................................5
About the Economic Development Strategy............................................................................5
Heart of the Matter......................................................................................................................................5
Chapter 2
Economic Development Strategy Implementation............................................................7
Implementation Highlights..................................................................................................................7
Chapter 3
Looking Ahead............................................................................................................................................17
Appendix........................................................................................................................................20
4
Economic Development Strategy Annual Progress Report | 5
Introduction
In the last decade, the Inland Empire has experienced remarkable growth, with increases
in population, employment opportunities, and investment in multiple industries. The
region’s strategic location, between major metro areas and connections to the rest of
the country and the world, has been a key driver of this growth. Rancho Cucamonga,
with its skilled workforce, high-quality built environment, and expanding economy, is a
key player. The Economic Development Strategy (EDS) is a five-year work plan that will
guide and support the City in establishing and sustaining Rancho Cucamonga as the
cultural and economic hub of the Inland Empire. This strategy is not just a plan, but a call
to action for all who contribute to the city’s future success. The following report outlines
the progress made in Year 2 of its implementation.
About the Economic Development Strategy
The EDS, adopted in October 2023, was developed to guide the City’s economic
development activities over a five-year period. The document identifies goals and
strategies that will serve as a road map for City Staff and civic leaders. The EDS primarily
provides direction to the City’s Economic Development Department, but the success of
the EDS depends on the coordination and communication with other City departments,
public agencies, and partner organizations.
The EDS was informed by a review of regional, state, and global trends, as well as a detailed
analysis of the City’s demographic, economic, and market conditions. Although the
nature and extent of future market conditions is unknown, the EDS provides foundational
approaches to economic development in Rancho Cucamonga that will serve the City
during the life of the document.
Sections in the EDS describe the strengths, challenges, and opportunities to grow the
City’s economy; key industries to expand in the City; and the goals, strategies, and actions
of the EDS. The final section of the EDS includes a five-year work plan that organizes
tasks according to a timeline, assigns the City department that will lead the activity, and
identifies assisting partner departments, agencies, or organizations.
Heart of the Matter
The EDS builds on PlanRC, the City’s General Plan, 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 2024-2025 that moved the needle in the ongoing
implementation of the EDS. Implementation highlights for each of the EDS goals are
identified followed by the action items they support.
Implementation Highlights
GOAL 1: GROW AND DIVERSIFY THE CITY’S ECONOMY
San Bernardino County Economic Development Department: Bi-monthly meetings are
held with the San Bernardino County Economic Development Department, serving as an
opportunity to enhance communication and keep the City at the forefront of emerging
opportunities within the County. Additionally, the City was represented at the County’s
exhibitor booth at ICSC Las Vegas, an annual conference for dealmakers and industry
experts, who are driving innovation and evolution in commercial real estate.
Programa Emprendedor@s: The City hosted the second cohort of Programa
Emprendedor@s in partnership with the County of San Bernardino Economic
Development Department, and expanded its collaboration by adding Chaffey College
as a new partner for this cohort. All services were provided at no cost to program
participants. This cohort graduated 32 entrepreneurs.
CHAPTER 2
8
174,695
POPULATION
COUNT
61,806
TOTAL HOUSING
UNITS
102,100
LABOR FORCE (16+)
8.7M
EXISTING RETAIL SF
506
EXISTING BUILDINGS
$108,164
MEDIAN
HOUSEHOLD INCOME
$100,585
AVERAGE DISPOSABLE
INCOME
39.1
YEARS OLD
MEDIAN AGE
$3.24B
TAXABLE SALES
%
$47,751
PER CAPITA INCOME
3.3%
VACANCY
RATE
46.5
SQ. MILES
COMMERCIAL OPPORTUNITY
DEMOGRAPHICS HOTEL INDUSTRY
STRONG RETAIL GROWTH
Economic Development Department | 10500 Civic Center Dr., Rancho Cucamonga, CA 91730
CityofRC.us/EconomicDevelopment ChooseRC@CityofRC.us 1-909-477-2750
Last Update March 2025
905
UNITS ENTITLED
IN 2024
7M
VISITORS
IN 2024
75 %
OCCUPANCY
RATE IN
2024
$151
ADR
400+
OVERNIGHT TRIPS
1.2M
VISIT NIGHTS
1,326
ROOM KEYS
12 HOTELS
$114
RevPAR
SOURCES: ESRI, COSTAR, PLACER.AI
Economic Development Strategy Annual Progress Report | 9
Updated Marketing Collateral: The World Class Community brochure that highlights
the quality of life amenities, points of interest, and historic resources throughout the City
was updated, and the Opportunity Sites booklet was updated to include information
on new development opportunities and updated project information. The At-A-Glance
and Commercial Opportunity marketing materials were updated to reflect the most up-
to-date demographic information available. All materials are posted to the Economic
Development webpage.
Presentations to Real Estate Professionals: The
Economic Development Team works with the
City Manager Team on scheduling presentations
to various groups including the West End Real
Estate Professional, Realty World ALL STARS,
AREAA Inland Empire/SoCal Chapter, to name a
few, presenting information on various quality of
life amenities and projects, development projects,
and hospitality and commercial updates. The
Economic Development Team has piloted the
“ED on the Move” Broker Roadshow, presenting
to different brokerage companies in the City.
Commercial Real Estate Brokers Roundtable: To achieve a greater outcome and
participation in the Commercial Real Estate Brokers Roundtables, a survey was sent
out to all brokers on the Economic Development’s broker distribution list to identify
enhanced collaboration and information sharing, topics of interest, and which day and
time works best for participants. As a response to the survey results, the Roundtables are
held quarterly on Wednesday mornings at City Hall, and the program includes more time
for networking with other attendees as well as periodic presentations from developers of
key projects throughout the City.
Recruiting New Businesses in Targeted Industry Sectors: The EDS describes
industries that are well-positioned to grow and diversify Rancho Cucamonga’s economy.
These include: Advanced Manufacturing, Medical Manufacturing, Food & Beverage
Manufacturing, Finance/Insurance/Real Estate, and Professional and Medical Services.
During year 2 of EDS implementation, new uses within certain target industry sectors
opened for business in the City. To name a few: WestLAND Group Inc.; Aaren Scientific Inc.;
TurboTech Machining; Keller Williams Empire Estates (Mortgage Broker); and Sanctity
Hotel Rancho Cucamonga, Tapestry Collection by Hilton.
Additionally, staff attended conferences
focused on target industry sectors, such as The
Battery Show North America. This provided
an opportunity for a team member to have
access to the latest technologies from battery
manufacturers, explore market innovations,
watch live product demos and join thousands
of professionals at networking receptions. Staff
also attended other conferences including
MD&M West, one of the largest international
marketplaces for medical technology design
and manufacturing.
10
Opportunity Sites: Exploring opportunities for the redevelopment of sites in the City
is ongoing, and takes place in different ways. Staff continues to host Commercial Real
Estate Broker Roundtable discussions; Staff has updated the City’s Opportunity Sites
booklet which is posted on the Department’s webpage; team members regularly meet
with developers interested in doing work in the City; and Staff continues to correspond
with other interested parties to keep them up to date on City news and new development
opportunities. Additionally, Staff continues to attend multiple conferences where they
have the opportunity to share information on available sites. These conferences include,
but are not limited to, ICSC Las Vegas, ICSC Western, the Entertainment Experience
Evolution, and more.
Economic Development Strategy Action Items Supported:
1.1 Grow the City’s Target Industry Sectors
1.1D Recruit new businesses in the City’s target industry sectors.
1.1E Convene working meetings with local business representatives from industries in
the City’s target industries.
1.4 Connect Businesses with Commercial Space Opportunities in the City
1.4C Prepare a “viewbook” promoting a range of commercial space examples available
in the City.
1.4D Market vacant office, retail, and industrial spaces on the City’s website.
1.4E Build relationships with Real Estate Brokers and Site Selection Companies.
1.5 Support the Construction and Redevelopment of Commercial Properties
1.5B Explore opportunities for the redevelopment of sites.
1.5C Solicit feedback from commercial developers.
1.5D Solicit feedback from real estate professionals.
Economic Development Strategy Annual Progress Report | 11
12
GOAL 2: ENHANCE THE QUALITY OF LIFE
Epicenter Master Plan: The City adopted the Epicenter Master Plan (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. Lively retail, food and beverage,
entertainment, hotels, and office uses will work together to bring new activity to the area
surrounding the LoanMart Field and the Rancho Cucamonga Sports Center. The EMP
encourages pedestrian building frontages and other improvements that enhance the
public realm as described in the General Plan and its Big Ideas.
Ongoing Marketing Efforts: Economic Development marketing was enhanced
through story generation and strategic ad placements with a focus on transit-oriented
developments and infrastructure. Selected publications reached target audiences at
the local, regional, and national level including Site Selection magazine, Business View
magazine, and Inland Empire magazine.
Cucamonga Station and the HART District Marketing, Outreach, and Engagement
Efforts: Working in collaboration with the Cucamonga Station Stakeholder Partnership
group, marketing, communications, community outreach and engagement are ongoing
for the promotion of regional transportation and tourism. Additionally, quarterly
meetings are held with the Stakeholder Partners and bi-annual presentations are hosted
for community leaders and stakeholders.
Historic Resources: Marketing materials, like the City’s World Class Community brochure,
feature historic resources in Rancho Cucamonga. These resources are also highlighted in
discussions regarding tourism or when promoting the quality of life and unique offerings
the City has to offer residents, visitors, and businesses.
Economic Development Strategy Action Items Supported:
2.2 Promote and grow the HART District
2.2A Establish and promote the identity of the HART District.
2.2B Convene transportation agencies and providers.
2.3 Host and sponsor community and special events
2.3A Explore opportunities to host or sponsor community events.
2.3B Continue to review permitting, fees, and insurance requirements for community
event hosts and vendors.
2.4 Explore potential locations in the City that may benefit from enhanced revenues
and services
2.4A Identify current and future locations that may benefit from enhanced services.
2.5 Promote the City’s Historic Cultural Resources
2.5A Market historic resources in the City.
Economic Development Strategy Annual Progress Report | 13
GOAL 3: EXPAND RETAIL, ENTERTAINMENT, AND HOSPITALITY
Restaurant and Retail Attraction: The Economic Development Team has worked with
various brokers and company representatives to facilitate the many local gems who
chose Rancho Cucamonga as their first location in the Inland Empire market including:
Season’s 52; Moe’s Southwest Grill; Mendocino Farms; Fogo de Chão; Bacio di Latte;
Sourdough & Co.; Philz Coffee; and Durango Cocina & Rooftop. Hospitality, commercial
and retail establishments include: Sanctity Hotel Rancho Cucamonga, Tapestry Collection
by Hilton; Woof Gang Bakery & Grooming; Ben Bridge Flagship Store; Gorjana Jewelry;
Chanel Fragrance and Beauty; New Balance; and Free People.
Economic Development Strategy Action Items Supported:
3.1 Explore opportunities for retail business recruitment
3.1A Compare the City’s existing retail inventory to the retail businesses the City aims
to attract.
3.3 Attract restaurants to the City that are destination-driven
3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the City.
3.3B Explore options that might be available for restaurants in retail centers.
14
GOAL 4: FOSTER GROWTH OF LOCAL BUSINESSES AND WORKFORCE
Partnerships with Colleges and Universities: The Economic Development Team
continues to work with Chaffey College’s Workforce & Economic Development
Department. This partnership resulted in the College hosting the second cohort of the
Emprendedor@s Program. Additionally, the Team facilitated introductions between the
College and stakeholders including the City’s Community Services Department to explore
future community programming, and PneuDraulics, Inc. and other local manufacturers
resulting in visits to the InTech Center.
Partnerships with Statewide and Regional Organizations: The Economic Development
Team collaborates with the San Bernardino County Workforce Development
Department on business visits, information sharing, and hiring fairs. The team
continues to participate in workforce development committees through LAUNCH
Apprenticeship Network, the Manufacturing Institute, and TeamCalifornia.
Manufacturing Month: Manufacturing Month recognizes the contributions
manufacturers make in our local economy. Economic Development staff hosted a
Manufacturing Month Networking & Tour event at BlueScope Coated Products that
brought together local manufacturers and resource partners. The Team promoted MFG
Day to help address the skills and applicant gaps due to the lack of awareness of career
pathways in manufacturing. The Team also assisted with the promotion of the various
workshops and webinars hosted by the Manufacturing Council of the Inland Empire
(MCIE) and the Manufacturing Institute.
Annual Hiring Fair: The event serves as a dynamic platform where employers and
job seekers can connect directly, facilitating immediate engagement and potential
job placement. Moreover, the hiring fair contributes to reduce unemployment rates,
addressing workforce shortages, and supporting local businesses by ensuring they have
the human resources needed to thrive.
In conjunction with this year’s hiring fair, the Economic Development Department
launched RC Works—a community-focused job board designed to connect local
businesses and organizations with talented job seekers in the City. RC Works supports
the growth of our local economy by making it easier to hire and get hired.
Business Appreciation Month: Every May, the City celebrates Business Appreciation
Month to honor and support the many businesses that call the city home. Throughout the
month, the City and Chamber host a series of weekly events, including a golf tournament,
educational forums, networking opportunities, meet-and-greet sessions, a night of
baseball at a Rancho Cucamonga Quakes game, and a business mixer to conclude the
celebrations.
Business Consulting and Educational Workshops: In collaboration with the Small
Business Development Center (SBDC OCIE) and the Rancho Cucamonga Chamber of
Commerce, the SBDC OCIE provides job training and professional consulting services
to Rancho Cucamonga businesses. In addition, SBDC OCIE also conducts educational
business workshops and seminars focused on entrepreneurship, leadership, and other
topics to the business community.
Economic Development Strategy Annual Progress Report | 15
Economic Development Strategy Action Items Supported:
4.1 Expand Higher Education Institutions in the City
4.1A Strengthen partnerships with local higher education institutions.
4.2 Cultivate local innovation
4.2A Explore partnerships with universities and organizations to support the creation
of incubators and business accelerator programs.
4.2B Host networking events for local businesses and entrepreneurs.
4.3 Provide support for small businesses
4.3A Establish a small business outreach program.
4.3B Connect small businesses with resources and technical assistance.
16
Economic Development Strategy Annual Progress Report | 17
CHAPTER 3
Epicenter Master Plan
Epicenter Green: A recurring monthly Market Night series will begin Summer 2026.
These vibrant evening gatherings are designed to bring the community together in a
relaxed, welcoming atmosphere—featuring local farmers, a diverse array of food trucks,
live entertainment, and a dog-friendly environment. The goal is to create a fun, family-
friendly space where neighbors, visitors, and small businesses can connect, unwind, and
celebrate the spirit of community under the summer sky.
Other Open Space Events/Programs: Currently offering the community a variety of
annual events that thoughtfully activate parking lots and green spaces, transforming them
into vibrant hubs of celebration and connection. Among these signature experiences
is a two-day cultural event honoring the Lunar New Year, bringing rich traditions and
joyful festivities to life. Looking ahead, there is an opportunity to enhance the lineup of
beloved family-friendly events, including community favorites like Spooktacular, Egg
Shellebration, and our 4th of July Spectacular, creating meaningful memories for all
ages throughout the year.
In addition, the City actively supports local nonprofit organizations by providing access
to these shared spaces for events focused on community outreach, fundraising, and
promoting health and wellness initiatives. These partnerships help strengthen collective
impact and foster a sense of unity.
The City plans to invest in a new LED digital display board at the intersection of Jack Benny
Drive and Rochester Avenue. This upgraded signage will significantly enhance visibility,
offering improved readability and a more dynamic platform for sharing community
messaging. Positioned in a high-traffic area, the new display will serve as a vibrant
communication tool—highlighting upcoming events, activities, and important updates—
while strengthening community engagement and awareness in the surrounding area.
Stadium Programming/Concerts: Explore a potential partnership with GOCAL for an
annual signature event. This collaboration envisions a vibrant, multi-day celebration
featuring dynamic headliner concerts, engaging community gatherings, a curated
selection of food vendors, an artisan marketplace showcasing local talent, and the lively
energy of classic carnival rides. The goal is to create an unforgettable experience that
celebrates culture, creativity, and community spirit.
The Quakes: The City is making a significant multi-million dollar investment into the
stadium to align with Major League Baseball (MLB) standards, ensuring it meets the
highest level of readiness for future opportunities. These improvements further position
the stadium as a premier venue while reinforcing the City’s dedication to enriching local
engagement through high-quality, professional-grade facilities.
18
As we continue to cultivate meaningful partnerships, these enhancements highlight our
shared commitment to excellence, and serve as a testament to the elevated experience
we aim to provide for the community. A new 15-year lease agreement was signed, securing
the long-term future of the Rancho Cucamonga Quakes at LoanMart Field.
Sofive Soccer Center: Sofive Soccer Center is excited to share development plans to
expand their recreational offerings on two vacant parcels. In addition to their existing
5-on-5 soccer facilities, they are actively working to introduce complementary pickleball
and paddleball courts. This addition aims to enhance the overall community experience
by providing inclusive, accessible, and engaging recreational options for individuals and
families alike.
Lot Line Adjustment and Surplus Land Act: A lot line adjustment was recorded to change
parcel boundaries for certain properties adjacent to LoanMart Field. Staff has initiated
the Surplus Land Act process for three parcels affected by the lot line adjustment.
Epicenter Master Plan Implementation Playbook: Improvement Concepts
Open Spaces
2J Epicenter Green
Epicenter Master Plan Implementation Playbook: Programming & Operations
Programming
3E Other Open Space Events/Programs
3F Stadium Programming/Concerts
Epicenter Master Plan Implementation Playbook: Existing Uses
Baseball and Softball Fields
4A The Quakes
Sofive Soccer Center
4I 5-on-5 Soccer
Economic Development Strategy Annual Progress Report | 19
CHAPTER 4
Looking Ahead
The Economic Development Department is a driving force behind the economic vitality
of Rancho Cucamonga. Working with other City departments and community partners,
the Economic Development Department is responsible for enabling programs, initiatives,
and partnerships that support and attract businesses, welcome entrepreneurship,
encourage job and workforce expansion, and facilitate investment throughout the city.
The Economic Development Team will continue to implement Year 2-3 actions identified
in the EDS Implementation Plan, and build relationships with the community, businesses,
developers, and potential investors. The City will continue to be forward-thinking in its
programs, services, and long-range planning with the goal of developing a fiscally sound
and sustainable economy for years to come.
20
Economic Development Strategy Annual Progress Report | 21
APPENDIX
Table of Contents
EDS Implementation Plan
Epicenter Master Plan
EDS IMPLEMENTATION PLAN
City of Rancho Cucamonga | Economic Development Strategy 2023 24
Implementation Plan
This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time
periods: 1 year, 2-3 years, and 4-5 years. The work plan also identifies the lead department and assisting
partners.
Action Lead Department Partners Timeline
1. Grow and Diversify the City’s Economy
1.1 Grow the City’s target industry sectors
1.1A Coordinate with San
Bernardino County’s Economic
Development Agency to recruit
new companies.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1
Year
1.1B Coordinate with the
Governor’s Office of Business
and Economic Development
(GO-Biz) to recruit new
companies.
Economic
Development
Division
GO-Biz 1
Year
1.1C Connect new businesses
with resources from the State.
Economic
Development
Division
GO-Biz 1
Year
1.1D Recruit new businesses in
the City’s target industry sectors.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years
1.1E Convene working meetings
with local business
representatives from industries in
the City’s target industries.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years
1.1F Complete a comprehensive
review of the fee structure and
cost of doing business in Rancho
Cucamonga.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years
1.2 Market to businesses the advantages of locating in the City
1.2A Develop materials that
market advantages for locating in
Rancho Cucamonga.
Economic
Development
Division
1
Year
1.2B Continue to regularly
update “Rancho Cucamonga at a
Glance” and “Retail Opportunity”
marketing materials.
Economic
Development
Division
1
Year
City of Rancho Cucamonga | Economic Development Strategy 2023 25
Action Lead Department Partners Timeline
1.2C Develop promotional
materials on the Economic
Development Division webpage
that profiles the City’s access to
nature and community parks.
Economic
Development
Division
Community Services
Department
1
Year
1.2D Implement the Marketing
and Communications Plan.
Economic
Development
Division
Community Services
Department
1
Year
1.3 Recruit and retain international companies
1.3A Connect businesses with
resources through the San
Bernardino County Economic
Development Agency.
Economic
Development
Division
San Bernardino County
Economic Development
Agency
1
Year
1.3B Connect businesses with
resources from State, and
International & Trade Programs.
Economic
Development
Division
GO-Biz 1
Year
1.3C Develop an international
marketing program to attract
foreign businesses.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 4-5 Years
1.4 Connect businesses with commercial space opportunities in the City
1.4A Continue support for the
“Site Selection Assistance”
service in the City and enhance
the promotion of the service.
Economic
Development
Division
1
Year
1.4B Maintain customer service
orientation in the “Site Selection
Assistance” service.
Economic
Development
Division
1
Year
1.4C Prepare a “viewbook”
promoting a range of commercial
space examples available in the
City.
Economic
Development
Division
2-3
Years
1.4D Market vacant office, retail,
and industrial spaces on the
City’s website.
Economic
Development
Division
Planning Division 2-3
Years
1.4E Build relationships with Real
Estate Brokers and Site Selection
Companies.
Economic
Development
Division
Planning Division 2-3
Years
1.5 Support the construction and redevelopment of commercial properties
City of Rancho Cucamonga | Economic Development Strategy 2023 26
Action Lead Department Partners Timeline
1.5A Continue to address small
discrepancies in the development
process as they occur and review
the current development approval
process to remove barriers and
improve efficiency.
Economic
Development
Division
Planning Division 1
Year
1.5B Explore opportunities for the
redevelopment of sites.
Economic
Development
Division
Planning Division 2-3
Years
1.5C Solicit feedback from
commercial developers.
Economic
Development
Division
Planning Division 2-3
Years
1.5D Solicit feedback from real
estate professionals.
Economic
Development
Division
Planning Division 2-3
Years
1.5E Explore potential incentives
for encouraging redevelopment.
Economic
Development
Division
4-5 Years
2. Enhance the Quality of Life
2.1 Establish and promote the City’s Downtown location
2.1A Create an internal
understanding of the City’s
Downtown location.
Planning Division Economic Development
Division
1
Year
2.1B Promote placemaking and
walkability. Planning Division Economic Development
Division
1
Year
2.1C Locate community events
and public art in the Downtown
area.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.1D Update signage promoting
the location of the City’s
Downtown.
Economic
Development
Division
Planning Division, RC
Public Art 4-5 Years
2.2 Promote and grow the HART District
2.2A Establish and promote the
identity of the HART District. Planning Division Economic Development
Division 2-3
Years
City of Rancho Cucamonga | Economic Development Strategy 2023 27
Action Lead Department Partners Timeline
2.2B Convene transportation
agencies and providers. Planning Division
Economic Development
Division, SBCTA,
Metrolink, Brightline
West
2-3
Years
2.2C Develop a specific plan for
the HART District. Planning Division 4-5 Years
2.3 Host and sponsor community and special events
2.3A Explore opportunities to
host or sponsor community
events.
Economic
Development
Division
Community Services
Department 2-3
Years
2.3B Continue to review
permitting, fees, and insurance
requirements for community
event hosts and vendors.
Economic
Development
Division
Community Services
Department, RC Public
Art
2-3
Years
2.4 Explore potential locations in the City that may benefit from enhanced
revenues and services
2.4A Identify current and future
locations that may benefit from
enhanced services.
Economic
Development
Division
Planning Division 2-3
Years
2.4B Explore the potential for
existing revenue sources and
service districts.
Economic
Development
Division
Planning Division 4-5 Years
2.4C Engage local businesses
about the need for public-private
collaboration for business
community improvements.
Economic
Development
Division
Planning Division 4-5 Years
2.5 Promote the City’s historic cultural resources
2.5A Market historic resources in
the City.
Economic
Development
Division
Planning Division 1
Year
2.5B Secure historical status for
qualifying sites. Planning Division Etiwanda Historical
Society 4-5 Years
3. Expand Retail, Entertainment, and Hospitality
3.1 Explore opportunities for retail business recruitment
City of Rancho Cucamonga | Economic Development Strategy 2023 28
Action Lead Department Partners Timeline
3.1A Compare the City’s existing
retail inventory to the retail
businesses the city aims to
attract.
Economic
Development
Division
2-3
Years
3.1B Commission a retail
leakage study.
Economic
Development
Division
4-5 Years
3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City
3.2A Promote and support the
City’s cluster of breweries.
Economic
Development
Division
2-3
Years
3.2B Recruit and support
breweries, wineries, and tasting
rooms.
Economic
Development
Division
2-3
Years
3.3 Attract restaurants to the City that are destination driven
3.3A Retain and recruit a healthy
and diverse mix of restaurants
throughout the city.
Economic
Development
Division
2-3
Years
3.3B Explore options that might
be available for restaurants in
retail centers.
Economic
Development
Division
2-3
Years
3.4 Explore opportunities to expand hospitality in the City
3.4A Explore future hospitality
opportunities in the HART
District.
Economic
Development
Division
4-5 Years
3.4B Identify future hospitality
opportunities around Victoria
Gardens and Civic Center.
Economic
Development
Division
4-5 Years
3.4C Attract boutique, high-end
and luxury hotels.
Economic
Development
Division
4-5 Years
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
City of Rancho Cucamonga | Economic Development Strategy 2023 29
Action Lead Department Partners Timeline
4.1A Strengthen partnerships
with local higher education
institutions.
Economic
Development
Division
Partners: Chaffey
College, University of
Redlands Rancho
Cucamonga Campus
1
Year
4.1B Foster relationships with
nearby colleges and universities.
Economic
Development
Division
Partners: Cal Poly
Pomona, UC Riverside,
and other colleges and
universities
2-3
Years
4.2 Cultivate local innovation
4.2A Explore partnerships with
universities and organizations to
support the creation of incubators
and business accelerator
programs.
Economic
Development
Division
Inland Empire Center
for Entrepreneurship 2-3
Years
4.2B Host networking events for
local businesses and
entrepreneurs.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Inland Empire Center
for Entrepreneurship
2-3
Years
4.3 Provide support for small businesses
4.3A Establish a small business
outreach program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
2-3
Years
4.3B Connect small businesses
with resources and technical
assistance.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce 2-3
Years
4.3C Establish a small business
loan program.
Economic
Development
Division
Rancho Cucamonga
Chamber of Commerce,
Orange County Inland
Empire Small Business
Development Center
(OCIE SBDC)
4-5 Years
4.4 Enhance data collection to track business activity in the City
4.4A Ensure access to state-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
EPICENTER MASTER PLAN
Contents
1 | The Vision in Context.......................2
2 | Focus Area Concepts.....................20
3 | Development Regulations..........46
4 | Implementation Playbook..........62
Epicenter Master Plan
City of Rancho Cucamonga
Adopted | December 2023
CITY OF RANCHO CUCAMONGA | December 2023 | 1
Acknowledgements
A Special Thanks:
This Epicenter Master Plan and the vision, strategies, development standards, and implementation
playbook herein, are a result of a collaborative effort between the City of Rancho Cucamonga’s professional
staff, City Council, Planning Commission, and team of professional consultants.
Specific acknowledgment is given to the following individuals:
City of Rancho Cucamonga
City Council
L. Dennis Michael, Mayor
Lynne B. Kennedy, Mayor Pro Tem
Ryan A. Hutchinson, Council Member
Kristine D. Scott, Council Member
Ashley N. Stickler, Council Member
Planning Commission
Bryan Dopp, Chair
Tony Morales, Vice Chair
Diane Williams, Commissioner
Al Boling, Commissioner
James Daniels, Commissioner
City Staff
John Gillison, City Manager
Elisa Cox, Assistant City Manager
Matt Burris, Deputy City Manager
Julie Sowles, Deputy City Manager
Jennifer Hunt-Gracia, Director of Community
Services
Jason Welday, Director of Engineering
Bill Wittkopf, Director of Public Works
Matt Marquez, Director of Planning and Economic
Development
Jennifer Nakamura, Deputy Planning Director
Katie Distelrath, Deputy Director of Community
Services
Jean Ward, Civic Solutions, Contract Project Manager
Consultant Team
Sargent Town Planning | Urban Planning and
Design Lead, Master Plan Preparation
David Sargent, Senior Principal
Peter VanderWal, Principal, Project Director
Andrew Krizman, Senior Urban Planner & Designer
Michael Mabaquiao, Senior Urban Designer
Javier Ballesteros, Associate, Urban Designer
Studio One Eleven | Urban and
Architectural Design
Michael Bohn, Partner
David Sabunas, Senior Design Director
Matthew Wister, Studio Director
The Lab | Feasibility Analysis
Shaheen Sadeghi, Principal
Roman Ciuni, Project Manager
Chris Bennett, Operations
Fehr & Peers | Traffic & Mobility
Jason Pack, Principal
Delia Votsch, Project Manager
Keyser Marston Associates | Economics
Kevin Engstrom, Senior Principal
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 32
01
1: THE VISION IN CONTEXT
The General Plan envisions the Epicenter Master Plan Area as a fun, active district
which serves as a destination for recreation, entertainment, and gathering. The
General Plan states:
“Opportunities for intensification around the Cucamonga Station and Epicenter
Sports Complex present the high potential for Central South (Community
Planning Area) to evolve into a significant, transit-oriented, mixed-use urban
center and regional employment hub" (General Plan, page 25).
This Plan is intended to implement that vision, ensuring that each new
development, whether in the near term or further in the future, contributes to
that long-term goal. While the Plan Area takes its name and much of its identity
from the Epicenter Sports Complex—see the following pages on Plan Background
& Context—the Epicenter Master Plan Area (or Plan Area) includes all the City-
owned land within the 56-acre Plan Area boundary included on maps throughout
this document (see page 6). This first Chapter covers the following topics:
Plan Background & Context
Leveraging & Connecting to the Context
An Active, Connected Public Realm
Phased & Shared Parking Strategy
Introduction
The Vision
in Context
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 54
Plan Background & Context
Following its incorporation as a City in 1977, Rancho
Cucamonga grew explosively in population. As part
of the City’s strategy for generating civic activity
and a growing sense of community pride, the
City constructed the Epicenter Sports Complex to
attract a minor league ball club. Opened in 1993,
it became the home of the co-branded Rancho
Cucamonga Quakes ball club, attracting large
crowds from throughout the Inland Empire.
Located on Rochester Avenue, in a commercial and
light industrial area south of Foothill Boulevard,
the Epicenter Sports Complex now includes
Quakes Stadium (referred to throughout this Plan
as the Stadium), three softball fields available for
community leagues and tournaments, one little
league baseball field, and a new Sports Center
east of Rochester Ave. These athletic facilities are
surrounded by surface parking lots that are rarely
utilized to capacity, even when the Quakes are
playing. The Epicenter Master Plan Area takes its
name from the Epicenter Sports Complex, but it
now hosts a variety of other uses as well. South
of the softball fields are the Sofive Soccer Center
fields, hosting 5-on-5 and 7-on-7 soccer. On Arrow
Route, the City's Animal Center cares for and finds
new homes for abandoned pets and other animals.
The City recently acquired a vacant parcel on the
corner of Rochester Ave and Arrow Rte for a future,
larger, more public-facing Animal Center expansion
facility.
From 2019 to 2021, the City comprehensively updated
its General Plan, through a process of extensive
community engagement and consultation. Through
that process, creating a complete downtown for this
former bedroom suburb of Los Angeles emerged
as a top-level community priority. A Downtown
Focus Area Plan was included in the new General
Plan (page 102), envisioning and illustrating how
the Epicenter Master Plan Area would become part
of the expanded Downtown Rancho Cucamonga.
Strategies for achieving this included street and
trail improvements to bring the Plan Area within a
pleasant walk, bike ride or short transit ride of Foothill
Boulevard, Victoria Gardens, and Cucamonga Station
just a mile away to the southwest.
In 2022, the City undertook preparation of this
Master Plan to accelerate the vision for Downtown
Rancho Cucamonga and to address two important
challenges of the Plan Area: 1) there is not enough
community activity throughout each day and each
season of the year, and 2) there is not nearly enough
revenue to cover what the City spends maintaining
its 56-acre holdings in the Plan Area. Therefore, this
Master Plan is intended to guide new public and
private investment and development in the Plan
Area to ensure that they enhance and expand the
range of community-serving activities and amenities
and that they generate enough revenue to support
those resources—rather than “privatizing” important
public amenities.
23
3
3 3 2
1
2
4
5 min.
walk
10 min.
walk
5 min.
bike
5 min. electric
bike/scooter
4
7
5
5
6
6
Legend
2
3
4
Planned BRT Stations
Planned Multi-Use Paths
Significant expected housing and mixed-use
development
1 Existing Cucamonga Station (Metrolink) with
planned high-speed rail and bus rapid transit
6
7
5
Transit Priority Street, per General Plan
Victoria Gardens
Bike Priority Street, per General Plan
Planned High Speed Rail StationVictoria Gardens Day Creek Channel Park visionStadium facade Sports CenterPromenade connecting baseball,
softball, and soccer fields (circa 1991)
1: THE VISION IN CONTEXT
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 76
Leveraging & Connecting to the Context
The Epicenter Master Plan Area (see map to
the right) has the potential to capitalize on
its proximity to nearby amenities, synergistic
uses, and multiple major transportation routes
and destinations. The major transportation
routes and destinations were identified on the
previous spread (pages 4 and 5), but the area
immediately surrounding the Plan Area also
presents an interesting mix of constraints and
opportunities for the planned mixed-use sports
and entertainment district. The surrounding
properties are all privately owned and mostly
commercial and industrial in use, suburban
in character, and separated from one another
and from the Plan Area by security fences and
walls. On the surface, that would appear mainly
to present constraints. However, there are clear
opportunities for the owners of those properties
and businesses to derive new customers and
new value from an increasingly popular district
centered on the Epicenter Sports Complex, and
there are relatively straightforward opportunities
to create new connections between several of
those properties and the Plan Area that might
benefit all parties. The Framework, concepts, and
regulations of this Master Plan aim to create and
strengthen ties to these nearby opportunities as
well as more distant ones via transit and bicycle
routes.
Multi-use path; direct
alignment to be determined
Epicenter Master Plan Area
Connectivity opportunities
between the Plan Area and
its context that are explored
throughout this Master Plan
1: THE VISION IN CONTEXT
Arrow Rte
Foothill Blvd
Jack Benny Dr
Da
y
C
r
e
e
k
B
l
v
d
Sebastian Way
M
a
s
i
D
r
Stadium Way
Stadium Way
R
o
c
h
e
s
t
e
r
A
v
e
Stadium
Softball
Softball
Softball
Soccer
Animal Center
Little League
Animal Center Expansion Site
Sports Center
Substation
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 98
A Walkable Framework
The expanded activity and mix of uses envisioned for the
Plan Area must be linked to each other and to the context
with a clear, walkable urban framework. Therefore, this
Master Plan organizes the area into a number of walkable
blocks, defined and interconnected by a network of
streets oriented to pedestrians and bicyclists, and also
accommodating significant amounts of vehicular traffic
and parking. This framework, shown in the diagram above,
will systematically evolve the Plan Area from its current
condition as isolated sports facilities surrounded by surface
parking lots to its envisioned future as a lively sports and
entertainment district. The existing public green—referred
to as Epicenter Green in this Plan—at Rochester Ave and
Stadium Way is to be enhanced as the central public space
and activity hub of the new district.
The Vision
Existing Anchors
This district is unique because of its proximity to
Foothill Boulevard and because of its three major
City assets: the Stadium, Sports Center, and Animal
Center. All three of these anchors will continue to
evolve throughout the lifetime of this Plan. The Sports
Center continually tailors its programming to the
community, the Animal Center aims to expand to
better serve its mission, and the City is seeking to
take better advantage of the Stadium as a year-round
multi-use venue (see page 37). The uses and amenities
described throughout this Master Plan are intended
to complement and leverage these existing, district-
defining anchors.
New, Lively Uses
Within each block, opportunity sites for new
commercial and mixed-use developments are defined
in this Master Plan (see Chapter 2). High-priority
opportunity sites include those facing the Epicenter
Green, facing Stadium Way as it connects the Stadium
to the Sports Center, and facing Rochester Ave and
Jack Benny Drive. Attractive new buildings or similar
facilities and a growing array of lively new uses and
activities along these streets that connect the Plan
Area to the rest of the Downtown are critical to
realizing the community's dream.
Near-Term Activation
Initial possibilities for activation include simply
leasing some of the parking spaces along key street
frontages to vendors who operate outdoor food,
beverage, and retail establishments out of temporary
or low-cost structures and shipping containers. Such
interventions are referred to as “tactical” because they
can be established relatively quickly, have a relatively
low cost, and need not displace many parking
spaces. Near-Term Action Items are identified in the
beginning of Chapter 2.
A Feasible Mix of Uses
Despite the near-term activation possibilities
mentioned above, there is a limit to how many
new food, beverage, and retail establishments
can thrive in the Plan Area without other new
uses and attractions. The Stadium, Sports Center,
and other athletic fields do not routinely attract
enough visitors to support a large number of
restaurants or shops, who must have customers
all day every day to stay in business. Through
economic feasibility study and in consultation
with food, beverage and family entertainment
businesses, the City's design and economic
consultants confirmed that such businesses
are attracted to mixed-use districts where a
significant concentration of residents and
jobs are already present or nearby, to provide
them with a steady supply of "built-in" local
customers—in addition to the visitors attracted
by anchors.
While the Plan Area is currently located in an
employment district, the district is of quite low
intensity in terms of employees per acre and per
day in the vicinity. Significant amounts of new
housing and office space are planned along
Foothill Boulevard less than a half-mile to the
north—many of which are anticipated to be
occupied within the next few years. Therefore,
it is a priority of this Master Plan to provide
multimodal connections to this new housing and
to nearby businesses, and to provide a home for
new jobs and businesses within the Plan Area.
This priority to both host new development and
connect to nearby uses is reflected in the network
described on pages 12–16, the development
concepts illustrated in Chapter 2, and the
standards of Chapter 3.
4
4
4 4
An active district can be initiated in the near-term.Mixed-use places attract a wide range of visitors.
For more on the walkable framework, see an An Active, Connected Public Realm on page 12.For more on Development Concepts, see Chapter 2: Focus Area Concepts on page 20.
1
Legend
1
4
2
3
Walkable Blocks: Potential
Development Sites
Gateway Intersection (see page 16)
The Fault Line Promenade linking
the Epicenter and Sports Center
Potential Pedestrian-Priority
Routes (also accommodating
bikes where possible)
Multi-Modal Internal Streets
Open Spaces
2
3
3
1: THE VISION IN CONTEXT
Plan Area
This diagram illustrates the intent of the plan
framework. The Regulating Plan (Section 3.1)
and associated standards implement this vision.
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
R
o
c
h
e
s
t
e
r
A
v
e
Sebastian Way
V
i
c
t
o
r
y
D
r
Epicenter Green (see page 26 and
Standard EG-1 in Section 3.2)
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 1110
Design Approach
With feasibility in mind, the planning team studied a series of development scenarios for the Plan Area, with
lively retail, food and beverage and entertainment uses on the ground floors and new hotels, offices, and
other supportive uses on upper floors of mixed-use buildings. These uses can be supported by structured
parking for visitors, tenants, customers, and for the ballpark and Sports Center. Potential strengths of this
approach to building new activity and value in the Plan Area—particularly in the context that the new
General Plan provides for the future of this area—include:
Implementation Strategy
In order to jump-start the evolution of the Plan Area from its current condition to a lively mixed-use district,
a strategy of phased improvement and activation is recommended. The City of Rancho Cucamonga is well
known for acting purposefully, rather than waiting for something good to happen.
Mixed-Use Leverages Value
Much of the ground floor area of mixed-use buildings—and
often upper floor areas as well—is devoted to parking, with the
street-facing ground floor spaces reserved for the retail, food and
beverage, and entertainment uses prioritized for the Plan Area.
Mixed-use buildings with offices or hotel rooms above those
lively uses tap the “air rights” of the City’s property to generate
more value and revenue for the City, much of which can be used
to construct new public space and recreational amenities for the
district, and for the community.
Shared Parking is Efficient
In downtowns and other mixed-use districts, parking supplies
can be flexibly shared among various users, reducing the total
number of spaces and associated costs and acreages, freeing
up capital and land for the lively fun uses the community
wants. Given the anticipated mix of uses in the Plan Area,
it is anticipated that the busiest time for restaurants and
entertainment uses would be when there is a game or event
at the stadium, such that a single parking space would
accommodate several stadium visitors who would also be
patrons of one or more of the surrounding businesses during
their visit. The same is expected to be true of families attending
community sporting events. And when large events are not
in session, there will be more than enough parking for all the
businesses.
Supporting the Foothill Blvd Downtown
Environment (see Focus Area 1 on GPU page 102)
As Victoria Gardens has demonstrated over the past 20 years, a
lively, pedestrian-oriented environment with a mix of fun and
useful businesses is a fine amenity and center of community
activity, and also brings in visitors and their spending money
from the surrounding region. It is worth noting that Victoria
Gardens was originally planned as a mixed-use development,
with the large parking blocks surrounding the retail center laid
out for future housing infill. Several of those housing projects
are just now in the planning stages and are anticipated to be
constructed in the next few years. The Plan Area likewise has the
potential to capitalize on nearby residents, as several housing
and mixed-use projects along Foothill Boulevard to the north
of the Plan Area are planned. The Plan Area can complement
and synergize with Victoria Gardens and the rest of Focus Area
1 (General Plan, page 102) to deliver much of the envisioned
“real downtown Rancho Cucamonga” within years, rather than
decades.
1. Recruit Investment and Development
Beginning prior to Master Plan adoption, and continuing
indefinitely, the City should actively recruit businesses to provide
new food and beverage, retail, recreational and entertainment
uses within the District. Initial recruitments will likely be
“tactical” vendors, as described in item 3, below; in later phases
of development, this will also include tenants within ground
floor spaces of new mixed-use buildings.
2. Adopt this Master Plan
This Plan is a flexible framework for organizing the land within
the Plan Area into urban blocks, with a network of beautiful,
comfortable, human-scale public spaces connecting them
and providing valuable new addresses for new uses and
development.
3. Near-Term Action Items
Build and Activate the Hub (see pages 24-33)
As a catalytic public improvement to increase the pace and
quality of business recruitment, the City should improve the
existing park at the main entry to the Stadium and softball
fields, and also Stadium Way as it enters from Rochester.
In this Master Plan, this park is referred to as the "Epicenter
Green." New branded streetscape, signage and landmarks will
signal that this is the hub of an important place and regional
destination. New branding and signage should provide a unified
identity for the Stadium, ballfields, Sports Center, and future
mixed-use district. Improvements to the pedestrian promenade
coming in from the park are also recommended. These public
improvements will provide the area with an impressive new
“front door,” and a new address for the early phases of new
businesses and amenities. Concurrently with the park and
Stadium Way improvements, food trucks and similar “tactical”
(temporary or mobile) food and beverage amenities can be
invited to set up along the edges of existing parking lots that
face into the upgraded park. The City should also increase the
programming of the park, with activities that might include
outdoor movies on a large screen many evenings, a weekly
farmers market or other public market event, periodic or
seasonal street fairs, and other community events. All such
events should be promoted via district signage, online, and print
media.
4. Longer-Term Vision
Build Around the Hub (see pages 36-45)
Through on-going recruitment and requests for development
proposals, the City should actively seek to sell or ground lease
opportunity parcels as defined in the Master Plan. After the
improvement of the Epicenter Green, next phases of catalytic
development could occur on either side of the Green and to the
northeast of Rochester Ave and Stadium Way, as depicted in
Chapter 2.
Recruit tactical vendors
Hotels over active uses leverage value
A Master Plan organizes the effort
Shared parking
The hub to serve as gateway, or “front door”
Pedestrian-oriented environment
Build around the hub
Sports
Center
Ro
c
h
e
s
t
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r
A
v
e
Stadium
The Hub
Stadiu
m
W
a
y
St
a
d
i
u
m
W
a
y
R
o
c
h
e
s
t
e
r
A
v
e
1: THE VISION IN CONTEXT
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 1312
An Active, Connected Public Realm
A Multi-Modal Network
Per the General Plan Toolkit Part 3, it is imperative
that, with new development, a human scale
network of multi-modal streets and public spaces
with active frontages be systematically extended
into large vacant or underutilized sites (General
Plan, page 308). Multiple drives already exist within
the Plan Area, offering access to parking lots and
existing uses, but they should be improved and
fronted to create a vibrant, walkable environment.
New connections and spaces should be introduced
as diagrammed above and described in this section.
The Chapter 3 standards of this Master Plan ensure
that this multi-modal network is implemented over
time with any new development.
1
Multi-Modal Streets
In coordination with wider bike network improvements,
Rochester Ave and Arrow Rte are envisioned to feature
more comfortable and safe bike lanes over time. Also, just
to the east of the Plan Area, Southern California Edison land
is planned to feature a multi-purpose trail, and the General
Plan (Figure M-4, page 157) identifies Jack Benny Dr (and
its continuation to Day Creek Blvd) as a Community Trail.
These routes link to Foothill Blvd, Victoria Gardens, and
beyond. In order to leverage this multi-modal context,
streets within the Plan Area should be made safe for both
cars and cyclists, with wide sidewalks for pedestrians,
shaded by trees. Some portions of streets, such as the
portion of Stadium Way which curves around the Epicenter
Green, can further prioritize pedestrians and cyclists.
Potentially, that curve could be designed as a shared
curbless street which can be closed to traffic for big events.
A safe, comfortable multi-modal street network
Bike lanes could be protected by parked cars.
A multi-modal network offers connections to nearby
bus lines on Milliken Ave and Foothill Blvd.
Medians make streets crossable and beautiful.
Bike lanes could be raised—whether up on the sidewalk or
between sidewalk and street level—for greater safety.
Internal streets in the Plan Area need to prioritize the pedestrian experience. In priority
locations, such as Stadium Way west of Rochester Ave, a curbless design could allow for the
street segment to be temporarily closed to vehicular traffic for special events or game days.
Legend
1
2
3
3
3
Epicenter Green (see page 26 and
Standard EG-1 in Section 3.2)
Gateway Intersection (see page 16)
The Fault Line Promenade linking the
Epicenter and Sports Center
Potential Pedestrian-Priority Routes (also
accommodating bikes where possible)
Multi-Modal Internal Streets
Open Spaces
2
1: THE VISION IN CONTEXT
This diagram illustrates the intent of the plan
framework. The Regulating Plan (Section 3.1)
and associated standards implement this vision.
Arrow Rte
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The Fault Line Promenade
Various existing and potential pedestrian routes, as
diagrammed on page 12, have the opportunity to stitch
the area together and lessen the need to drive between
destinations. Particularly important is the route from
the Sports Center to the Stadium entrance, which could
be branded The Fault Line to complement Epicenter
branding and improve wayfinding. This should become
a beautiful, comfortable promenade forming an
east-west spine through Focus Area North. Its edges
should feature . The first phase of The Fault Line (west
of Rochester Ave) is a key Action Item (see page 29)
intended to bring life to the gateway to the Epicenter.
Open Spaces
Open spaces serve as outdoor rooms for the community and
give an area a sense of place. The Epicenter already has a great
amount of open space, considering the size and number of
ball fields as well as the Epicenter Green. Key to the success of
the area will be leveraging these existing spaces with robust,
creative programming and strategic improvements to make the
spaces more attractive and more flexibly usable.
An elegant promenade shade structure
Flexibly-programmable open space
Gateway hub: Epicenter Green
Sports Center: underutilized landscaped area*
Frame outdoor rooms with new development
Actively utilized open space
Tactical hub of activity, featuring food trucks
Flexible-use edges of streets and open spaces
Along the Epicenter Green, the Fault Line promenade should be lined with tactical uses (see
page 30), gathering, and outdoor dining and be highly connected to the open space.
The promenade along Stadium Way, east of Rochester Ave, can provide extra space to
accommodate bikes and other active means of transportation.
1: THE VISION IN CONTEXT
*Alterations to this area would need to accommodate the needs of the Sports Center Water Quality Management Plan
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Creating a Gateway
The intersection of Rochester Ave and Stadium Way is intended to serve as an impressive new “front
door” to the area. This intersection should visually celebrate one’s arrival at the Epicenter. To announce
the gateway, vertical, tower-like elements could flank the street, or a structure could even span the street.
Paving materials, with distinct colors and patterns, can also draw attention and slow drivers, making the
intersection safer for pedestrians and cyclists. Pedestrian and cyclist crossing should be facilitated, in
order to strengthen the connection between the Sports Center and new development on the east side of
Rochester Ave with the rest of the Plan Area to the west of Rochester Ave. Furthermore, new development
and improvements should enhance all 4 corners of this gateway, as illustrated to the right.
Vertical Monument or Structure
Gateway structure could
include bike storage.
Corner Entry to Active Use Corner Plaza
Attractive Wall/Screen for Substation
1: THE VISION IN CONTEXT
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3
Phased & Shared Parking Strategy
Empty Lot
Opportunities
Overflow surface parking supporting
the first phases of development could
be provided on vacant or under-utilized
land, such as the northwest corner of
Rochester Ave and Arrow Rte (which
will be home to the Animal Center in
the longer term). This is an affordable
and convenient near-term solution.
Making Way for New, Fun Uses
Remaining Lots
At each phase of development, and
especially in the foreseeable future,
many existing surface parking spaces
will remain, along with their solar
collectors. In places where surface
parking is relocated, the solar collectors
can move along with them—whether
to other surface lots or on top of
parking structures. In all cases, parking
should be well screened by liner uses
or landscaping.
Shared Structures
A shared parking structure, ideally
located within Focus Area North (see
Chapter 2), would free up a lot of
valuable land around the hub of the
Plan Area. Parking arrangements could
allow some spaces to be dedicated to
certain users, while other spaces are
available for public use.
Park Once Strategy
Legend
Adjacent privately-owned
parking: potential sharing
opportunities
Near-term parking opportunity
on empty lot (before the Animal
Center expands to this location)
Walkable routes to Epicenter
from parking
The above inventory demonstrates how robust the supply of
parking is in and around the Epicenter. The existing supply,
even with only minimal sharing of parking between uses, easily
accommodates the busiest days of the year—including sold-out
baseball games. In order to accommodate new development
as envisioned by this Master Plan, some lots will need to be
displaced, and the necessary parking demands will need to be
met through more efficient, creative means than a sea of surface
parking. Strategies for phasing and sharing parking should be
formally spelled out through a Parking Management Plan (see
Concept 3C on page 72). Example strategies are described on
the following page.
There is currently an over-supply
of parking in the wider context.
This Master Plan strongly supports
the strategy of coordinating and
negotiating with neighbor properties
to share parking, to the benefit of
all property owners and visitors. A
walkable network connecting all
parking and uses allow visitors to
park once while visiting multiple
destinations in the area.
1: THE VISION IN CONTEXT
Lots A through F are lettered to facilitate referencing. These lot letters
are used in the Playbook spreadsheet to describe possible locations of
new uses, improvements, and programming (see Chapter 4).
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02
A wide variety of development possibilities could accomplish the vision for the
Epicenter Master Plan Area. The range of preferred possibilities, however, varies
by both location and by point in time. For that reason, this Chapter explores
development and improvement concepts through the lens of Focus Areas in
both the near- and long-term. Concepts and priorities are included to describe
and illustrate how each new development, whether in the near term or further in
the future, contributes to the longer-term goal. While this Master Plan applies to
the entire Plan Area, the specific concepts explored here focus on land currently
owned by the City, as it is not known if or when privately held land may be
redeveloped. This Chapter includes the following sections:
Introduction
Focus Area
Concepts
Focus Areas Introduction
Near-Term Action Items: Focus Area North
Longer-Term Vision: Focus Area North
Near-Term Action Items: Focus Area South
Longer-Term Vision: Focus Area South
2: FOCUS AREA CONCEPTS
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Focus Areas
Introduction
Focus Area South
The southern portion of the plan
area features more existing uses
than Focus Area North, including
the Animal Center and Sofive Soccer
Center. Therefore, minimal change
is anticipated in the near term.
Eventually, the Animal Center is
expected to grow—with a new building
at Rochester Ave and Arrow Rte—and
other uses could expand the active
environment envisioned for Focus Area
North.
Focus Area North
Focus Area North features the gateway
to both the Stadium, softball fields, and
the Sports Center, at the intersection
of Rochester Ave and Stadium Way.
As described in Chapter 1, this area is
intended to serve as a hub, and the
existing green—referred to here as
Epicenter Green—can be improved and
utilized as a significant destination. The
open parking lots which fill most of this
focus area offer a relatively blank slate,
which can accommodate new, exciting
activity and development.
This Master Plan identifies and studies two focus areas: Focus Area North and Focus Area South, labeled
above as 1 and 2, respectively. The following pages identify the unique existing conditions and possibilities
associated with each of these focus areas in both the near- and longer-term. They are envisioned to play
slightly different roles, especially in the near-term.
1
2
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2: FOCUS AREA CONCEPTS
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Near-Term Action Items
Focus Area North
Build and Activate the Hub
As discussed in Chapter 1, the Epicenter Green and its context can serve as a hub for the area. In the near
term, it can become a fun and active gateway to both the Stadium, softball fields, and the Sports Center.
Strategic enhancements to the Epicenter Green and its context, along with tactical structures or vehicles
hosting food, beverage, and other commercial uses, can bring life to the area soon. This spread identifies six
Action Items which are intended to create and improve this hub; these Action Items are described on the
following pages.
Alongside these action items, the stadium should feature increased programming to become a more active
year-roung anchor, as discussed in Chapter 1. Programming which requires no significant alterations to the
stadium can be accommodated in the near term, but in the longer term, the stadium could be adapted to
more flexibly host a wider range of events. This is discussed further on page 37.
1
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2: FOCUS AREA CONCEPTS
5
Legend
1
2
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6
7
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4
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Improve the Epicenter Green
Introduce Promenades
Tactical Activation
Manage Parking
Stadium Programming
Improve the Beer Garden
Connect to Sebastian Way (see connection standards in Chapter 3)
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Action Item #1: Improve the Epicenter Green
The park at the southwest corner of Stadium Way and Rochester Ave has the opportunity to serve as an
active public space and front door to the area. Walkable promenades should line its edges, creating an
enjoyable connection between Rochester Ave, nearby parking, and the entry to the baseball fields. The
design of the park itself should flexibly accommodate a wide range of events and programming, from
farmers markets to movies and yoga. New branded streetscape, signage and landmarks will signal that this
is the hub of an important place and regional destination. See Standard EG-1 in Section 3.2 for access and
size requirements.
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Create an open space which can contain furniture and play equipment but remains mostly open and
flexible. Existing trees within the space should be preserved.
Create a central stage to anchor the space and accommodate performances and other events.
Organize sidewalks and promenades (see Action Item #2) to give a clear form to the space and
connect it to the context.
Improve the existing beer garden to better engage Stadium Way, the Epicenter Green, and the entry
to the Epicenter and softball fields (see Action Item #4).
Create a small corner building which marks the gateway to the Epicenter Green at the southwest
corner of Rochester Ave and Stadium Way. This structure could serve various uses in support of
operations and visitors, such as: bike parking, ticketing offices, service storage, and public bathrooms.
Create an iconic structure to shade tactical retail and restaurant uses (see Action Item #3). A large
billboard-like sign and screen could: 1) serve as a branding opportunity visible from Rochester Ave; 2)
screen movies; and 3) live-stream games and events taking place in the Stadium. For movie nights
and certain events, the Epicenter Green could be ticketed or extra revenue could simply be generated
from the additional traffic for the tactical retail and food and beverage establishments.
Approaching the Epicenter Green from Rochester Ave and Stadium Way
Smaller shade structures could also offer shade for walking and gathering along the edges of the space.
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Action Item #2: Introduce Promenades
Promenades and sidewalks play a critical role in the multi-modal public realm network described in
Chapter 1 on pages 12 to 17. Along the south and east edges of the Epicenter Green, a first phase of the
Fault Line (page 14) can be built. Promenades will eventually connect the Epicenter and softball fields to
the Sports Center and ultimately, to the multi-use path in the SCE property. While the overall network
will accommodate cyclists at certain locations, this near-term portion is to be focused on the pedestrian
experience and lined with activity (see Action Item #3). The portion along the southern edge of the
Epicenter Green is to be a direct continuation of the existing promenade between Stadium and softball
field.
2
Minor sidewalks, such as those within the Epicenter Green and along Stadium Way also provide a comfortable route
that can host seating and be lined by tactical retail and food and beverage establishments (see Action Item #3).
Flexibly-programmable open space, activated by tactical structures, such as tents or food trucks.
A place to watch the game and play
A place for strolling, gathering, and visiting tactical dining and retail
A place for community fitness and wellness
Action Item #1 Continued
2: FOCUS AREA CONCEPTS
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Action Item #4: Improve the Beer Garden
The current stadium beer garden near stadium way provides tables and chairs, but it fails to
activate the adjacent public realm. This space should better serve as a dining and drinking terrace
which overlooks and engages the promenade, Stadium Way, and Epicenter Green. Furthermore,
it could be used outside of game days to support activity in this gateway hub area. This can be
achieved by maintaining visibility between the beer garden and other spaces and creating a
more monumental entrance to Stadium Way, while still meeting the Alcoholic Beverage Code.
Furthermore, elements such as shade structures, planted trellises, string lights, and small trees
can bring beauty and shade.
Drinking and dining covered by a trellis and canvas sailsThe existing space, closed off from its surroundings
Structures can provide shade and a sense of enclosure while
maintaining high visibility to the surroundings.
4
Action Item #3:
Tactical Activation
Tactical structures—such as tents, food
trucks, and shipping containers—can
allow food, beverage, and retail uses to
line the public realm during events or
throughout the year. When successful,
such uses can remain as they are
indefinitely or they can become housed
in more permanent spaces within new
development in the future. This activation
could be as simple as food trucks and/or
tents, or the City could build an attractive
shade structure and lease space under
it to retail. The design shown to the left
proposes such a structure lining the
southern portion of Epicenter Green,
allowing retail and food and beverage
establishments to front onto the green.
Shipping containers, food trucks, and airstreams can serve as micro-commercial spaces on any edge of the
Epicenter Green. For example, food trucks could easily park along Stadium Way, lining Epicenter Green.
Shade structures make it easier to host events and temporary uses, such as markets.
3
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Action Item #5:
Connect to Sebastian Way
Several of the parking lots serving the commercial buildings
directly to the north of the Epicenter ballfields extend to the
south edge of those properties, so that a simple opening could
provide access between the Epicenter and those businesses
for pedestrians, bicyclists, and motorists (see Standard C-1 in
Chapter 3). This could provide a flow of potential new customers
for the existing businesses in those buildings, which lack the
exposure that the commercial center to the north has by virtue
of its frontage on Foothill Boulevard. In the longer term, such
connectivity might enable the owners of those buildings to
lease spaces to food and beverage businesses or sports and
entertainment businesses. Additionally, potential parking sharing
or leasing arrangements with these surrounding businesses could
allow them to get more value from their parking lots which are
underutilized in the evenings. A connection to Sebastian Way
would also put the hundreds of planned new housing units along
Foothill Boulevard within a comfortable 5- to 10-minute walk—or
even shorter bike ride—of the amenities of the Plan Area.
In the near-term, such a connection should be made extending
from the improved Epicenter Green, around the outfield of the
Stadium, and up north to Sebastian Way. There are a number
of alternatives regarding the design of this route, depending on
budget and access needs. In the near term, it could be as simple
as an improvement and extension of the existing sidewalk and
drive, or it could be a redesign of the existing drive into a shared
multi-modal way. In either case, this shall be a phased approach
resulting in a full multi-modal way in the long-term.
Action Item #6: Manage Parking
There is currently a surplus of parking in the Plan Area and within adjacent private developments. However,
now is the time for the City to begin monitoring the use of its parking lots in order to inform future shared
parking interventions as the Plan Area is developed. The cost of new parking solutions—such as structured
parking—can limit the development potential of the area, so first phases should take advantage of low-cost,
strategic opportunities that already exist. In the near-term, most existing parking lots will remain—along
with their solar collectors—and can support new tactical uses around the improved Epicenter Green. As
the level of activity and success of the area grows, some overflow parking may be necessary during specific
time periods. First, overflow surface parking supporting the initial phases of development could be provided
on vacant or under-utilized land, such as the northwest corner of Rochester Ave and Arrow Rte (home to
the Animal Center in the longer term). If and when more parking is needed, opportunities exist for sharing
parking with nearby developments, as identified and discussed in Chapter 1 on page 19 and Action Item #5
on page 32. These are affordable and convenient near-term solutions.
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6
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Overflow parking opportunity at Arrow Rte and Rochester Ave
The Plan Area currently has a surplus of parking space.
2: FOCUS AREA CONCEPTS
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Near-Term Strategies
for the Future Animal
Center Lot
Animal-Oriented Use
The empty lot at the northwest corner
of Rochester Ave and Arrow Rte, which
is reserved for a future Animal Center
expansion, could accommodate an interim
animal-related use on a lease that would
expire when the Animal Center is expected
to be built. This would put this location on
the map for pet-owners, paving the way for
the future Animal Center.
Overflow Parking on Existing Land
Remaining vacant land (excluding that
needed for any interim animal-oriented use
per above) could accommodate short-term,
temporary overflow parking in support of
interim uses and new activity in Focus Area
North. If used for parking, the lot shall be
layered with dust-mitigating ground cover,
such as decomposed granite or gravel. The
lot is largely flat, but it shall be graded where
necessary to create a walkable surface.
Support Existing Uses
which Support Vision
Athletics-related uses and the Animal Center
form part of the long-term vision for the
area. Whether they remain as they are now
or evolve over time, these uses should be
supported. However, the automobile-related
use on the private property at Rochester
Ave and Jack Benny Dr does not contribute
to the evolving identity of this area. If its
property owner so chooses, it could be
redeveloped to better complement the other
Plan Area uses.
3
1
2
Minimal Near-Term Change
The southern portion of the plan area features more existing
uses than Focus Area North. Therefore, minimal change is
anticipated in the near term. The empty lot at the northwest
corner of Rochester Ave and Arrow Rte is reserved for a future
Animal Center expansion in the longer term, but it could
accommodate overflow parking and/or an interim animal-
related use in the near term. The existing private property north
of that corner site (see #6 in the above diagram) is not currently
available for redevelopment, but if its property owner so chooses,
it could eventually become a use that better complements the
Epicenter character and other Epicenter uses.
Legend
1
2
3
4
5
6
Future Animal Center Site
Overflow Parking Opportunities
Existing Animal Center
Existing Little League Field
Existing Sofive Soccer Center
Existing Private Property
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Near-Term Action Items:
Focus Area South
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Longer-Term Vision: Focus Area North
An All-Day, Year-Round
Active Environment
The near-term activation described in the previous section
is intended to catalyze a higher concentration of life and
activity around this focus area in the long term. Over time,
existing parking lots can be developed to accommodate
this growing concentration of activity and further enliven
an improved public realm. New buildings can house the
tactical commercial uses and programming that will have
succeeded in the near-term as well as other new uses
which support the identity and life of the area.
Legend
1
2
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Leverage the Stadium
Active Frontages Line the Public Realm
Compatible Supporting Uses
Shared Structured Parking Supply
Extended connection to the east (see
Connection C-8 in Section 3.2)
Connections to adjacent sites (see
connection standards in Chapter 3)
2: FOCUS AREA CONCEPTS
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Tactical Plaza in Sports Center
Landscaped Area (see page 15)
Leverage the Stadium's Value
As discussed in Chapter 1, the City has the opportunity to utilize
the Stadium more consistently throughout the year, bringing
more fun events to the community and attracting more patrons
to businesses in the area. Currently, Minor League Baseball home
games bring significant crowds to the district for just a few
hours on 67 days per year—only about one sixth of days—and
well below 10% of business hours throughout the year. As is the
case with venues across the country, no single tenant or use
can adequately leverage such a significant asset. Furthermore,
no tenant is guaranteed to be permanent, and the stadium can
continue to be an anchor for the area even if tenant(s) change.
Other programming occurs throughout the year, but much of
the calendar remains empty. The City should seek a new operator
specializing in multi-use venues, who can fully leverage the
stadium's value as a controlled-access, ticketable venue through
Entertainment acts like the Savannah Bananas, who
have already visited the Epicenter
LA Times
The Wall Street Journal
The field could be adapted to accommodate soccer—
given its growing popularity—and/or be used as a multi-
sport venue.
Monster trucks and other shows that can operate within
arenas of varying size
programming, marketing, and branding. If necessary, and in coordination with the operator, the City could
renovate the stadium to more effectively and easily accommodate a wide range of programming. Some
programming possibilities are illustrated on this page. In addition to these full-venue options, potions of
the stadium could be rented out for private events such as: graduations, birthdays, weddings, corporate
meetings, and batting cage use.
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Other entertainment options, such as concerts
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Primary Active
Frontages
Primary active frontages line important
portions of streets and open spaces
in the area. They should be filled
with shops and restaurants whose
activity spills out into the public
realm. In particular, businesses and
organizations which make use of the
Epicenter Green are prioritized along
its edges.
Secondary Active Frontages
As in most parts of most cities, there is not enough
demand in the area to fill all frontages with shops and
restaurants. Secondary frontages should still engage the
street with ground floor entries and windows, but they
can include a wider range of uses. In addition to shops
and restaurants, ground floors in secondary frontage
environments include lobbies, amenity spaces, hotels,
fitness-related businesses, other commercial uses, and a
limited amount of well-screened parking.
Activity spills out from ground floors into the public realm.
Active uses occupy ground floor frontages, regardless of upper floor use.
Well-screened parking in secondary locations
Flexible frontages can host shops or offices Lobby and amenity space for offices or hotels
Active Frontages Line
the Public Realm
The area is envisioned as a lively
environment, oriented around athletics
and entertainment, among other
complementary uses. As such, its streets
and open spaces must be lined with active
ground floors which bring life to the public
realm. Primary active frontages include
shops and restaurants, while secondary
active frontages can include a wider range
of uses, as there is not enough market
demand to support shops and restaurants
throughout the plan area. Primary and
secondary active frontages are identified
in Figure 2-1 (above) and described on the
following page.Primary active frontage example
FIGURE 2–1: ACTIVE FRONTAGES
Active Frontages
Primary
Secondary
This Figure serves as a simplified reference for this conceptual Section. The full
regulating plan is included in Section 3.1: Regulation Plan.
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Compatible Supporting Uses
The Stadium, Sports Center, and other existing uses do not routinely attract enough visitors to
support an influx of new restaurants or retail shops, which require customers all day and every
day to stay in business. Such businesses are attracted to mixed-use districts where a significant
concentration of residents and jobs are already present, to provide them with steady supply of “built-
in” local customers. Therefore, uses such as hotels and offices are needed to bring life to the area and
support new, fun businesses, and connections must be made to nearby housing. Any supporting
uses must also include highly active uses on the ground floor, engaging the public realm.
Shared Structured Parking Supply
More efficient parking strategies, through the use of shared parking
arrangements and structured parking, are necessary in order to make
room for new activity in the area. A small amount of new development
could occur without a structure, but a parking structure—or structures—
will help as uses displace existing parking lots. A parking structure
to the northeast of the intersection of Stadium Way and Rochester
Ave is required to have at least 500 parking spaces (see Section 3.2).
For reference, the footprint depicted on page 36 at that location
accommodates 150 spaces per floor. Any other structure in Focus Area
north would need to be calibrated to the intensity of new development.
Example of a shared parking structure with liner buildings
Upper floor offices and hotels support active ground floors and a lively public realm.
Hotels, offices, and other Epicenter-compatible uses support active ground floors and a lively
public realm.
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Animal Center
As the Animal Center continues to advance its mission,
it is in need of a new facility. This facility would host the
public-facing program of the Center, including public
education and training and animals in need of adoption. It
would feature an inviting entry and animals highly visible
from the street to encourage adoptions and community
awareness of the Animal Center. The future building could
take a number of forms, but it could feature one or more
courtyards which serve as play yards. In such a case, the
building would be oriented around the play yards and
form their boundary—rather than fences doing so.
Animal-Related Uses
Other animal-related uses in the area would
both leverage and support the Animal Center.
The Animal Center could collaborate with other
organizations or businesses on programming or
to get the word out regarding vaccination and
adoption events. For example, there are new
businesses which function as a restaurant and
event venue anchored by a dog park. Such a use
could be near Animal Center or anywhere in the
Plan, provided it provides appropriate frontage.
Dog-centric programming and events
Businesses offering pet toys, food, grooming would synergize with the Animal Center.
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Expanding the Active
District
Over time, the active environment envisioned
for Focus Area North could expand southward.
Development potential in this area depends heavily
on the future of the private property, the Little
League field, the future of Sofive Soccer Center, and
the expansion of the Animal Center. If the private
automobile-related use and the Little League field
were to remain, little change would be expected in
this area. However, if they were to be relocated, a
more robust expansion of the athletic- and animal-
related district could occur, potentially with the
support of a new shared parking structure.
Legend
1
2
3
4
5
6
Animal Center Expansion
Animal-Related Use
Private Development Site
Shared Structured Parking:
featuring active ground floor liner space
facing the green to the north and the plaza
to the west
Potential Plaza at South Entry to Fields
New Route through Block:
The Little League field site may remain for
the lifetime of this plan. However, if it were
to be relocated (see 3G on page 72) and this
site were to be redeveloped, a new street
connection would be required per Chapter 3.
1
This Animal Center design by WA features courtyard play areas lined by kennels and other programming.
Way
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2: FOCUS AREA CONCEPTS
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Longer-Term Vision: Focus Area South
Plan Area
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 4544
Sports-Anchored Uses
A sport-anchored use could relate well with the
existing baseball fields and the existing Sofive Soccer
Center. Businesses such as Chicken N Pickle (Pickle
Ball) and Top Golf are essentially food and beverage
establishments which use a sport as a main attraction.
Such a use could be developed on open land, the
Little League field site if it were to relocate, or in
coordination with the Sofive Soccer Center pending
its future needs. Such uses often feature some lesser
active frontages—such as edges of courts or fields—so
they are more appropriate for Focus Area South than
Focus Area North, which requires consistent active
frontage around the gateway hub.
Shared Structured
Parking
Like Focus Area North, more efficient parking
strategies will be needed if this area sees an influx of
new uses which displace existing parking and bring
their own parking needs. It is recommended that a
parking structure be built in Focus Area North first to
support the gateway hub, but an additional shared
structure could be built here in the future. It shall
feature a “future-proof” design—unless such features
would render the project financially infeasible—
meaning that it could easily adapt to accommodate
other uses in the future. Future-proof parking design
elements include flat floors and 10-foot minimum
floor-to-floor heights. Any structure along Jack Benny
Dr, Rochester Ave, and Arrow Rte should feature as
much active ground floor frontage as possible.
Restaurants anchored by pickle ball and open space
Large parking structure with ground floor retail liner
Large shared parking structure with micro-retail liner
Restaurants anchored by pickle ball and open space Retail and restaurants anchored by a surf club
2: FOCUS AREA CONCEPTS
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Buildings line and activate the streets and open spaces per the standards of Chapter 3.
Development site
Parking and athletic fields, courts, or pools are located next to and behind buildings.
Example Sports-Anchored Use Site Plans
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Adjacent Site Adjacent Site
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03
This Chapter establishes development regulations that implement the vision for
the Plan Area described and illustrated in Chapters 1 and 2 and in the General
Plan (see General Plan Focus Area 1 on page 102). This Master Plan is the guiding
regulatory document for the Epicenter Master Plan Area (see Applicability on the
following spread for more). This Chapter includes the following sections:
Introduction
Development
Regulations
3.1: Regulating Plan & Applicability
3.3: Street Standards
3.2: Development Standards
3.4: Allowed Uses
3: DEVELOPMENT REGULATIONS
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 4948
200’100’0’
Regulating Plan
Connection (C-1 through 8)
Primary Active Frontage (FR-1 and B-1)
Secondary Active Frontage (FR-2 and B-2)
Vehicular Access from ROW Allowed (P-1)
Unlined Parking Allowed on All Floors (P-2)
Unlined Parking Allowed on Upper Floors Only
(P-3)
Shared Parking Structure (P-4)
Facade Break (FA-4)
Epicenter Green (EG-1)
Facade Corner Treatment (FA-1 through 3)
3.1: Regulating Plan
& Applicability
FIGURE 3.1: REGULATING PLAN
Stadium Way
Sebastian Way
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3: DEVELOPMENT REGULATIONS
Applicability
This Master Plan is the guiding regulatory document
for the Epicenter Master Plan Area. If the City receives
an application for development that meets the
intent of the Master Plan on any portion of City-
owned sites, the City will initiate a General Plan
amendment and a Zoning Map amendment to
redesignate and rezone the development site to the
appropriate City Corridor High Land Use Designation
and corresponding Corridor 2 (CO2) Zone of the
Rancho Cucamonga Development Code (referred
to herein as "Development Code"). This shall occur at
the time of the application for a subdivision map and
design review of the development application. Where
standards of the CO2 Zone of the Development Code
conflict with the standards of this Master Plan, the
Master Plan standards shall prevail.
Plan Area
How To Use
The Regulating Plan (Figure 3.1)
identifies where the standards in
Sections 3.2 and 3.4 shall apply. The
standards in Section 3.3 vary by street.
Legend
C-1 C-2
P-4
C-5
C-6
C-1
FA-4
C-7
C-4
EG-1
C-4
C-3
C-8
FA-1
FA-1
FA-1
FA-2
FA-3
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5150
Connections
In order to implement a connected multimodal
network, the following standards apply wherever
proposed new development abuts the locations
marked in Figure 3.1, whether on City-owned or
private property. All improvements shall be done
in coordination with affected property owners.
These connection standards implement General
Plan Mobility & Access Standards MA-2, MA-3, and
MA-5 (GP Volume 2, Chapter 4). These standards
also provide more specific, refined direction to
implement the intent of General Plan Figure FA-2
(Focus Area 1: Downtown Rancho Cucamonga, pg.
103). Any new or improved vehicular streets are also
subject to the Street Design Standards of Section
3.3 of this Chapter. These standards include:
C-1 Required Connection. There shall be a new
connection between Stadium Way and
Sebastian Way, accommodating pedestrians,
cyclists, and vehicular traffic.
C-2 Required Connection. There shall be a
new connection between Stadium Way
and the adjacent development to the north,
accommodating pedestrians, cyclists, and
vehicular traffic.
C-3 Required Connection. There shall be a new
connection between Stadium Way and the
development to the south, accommodating
pedestrians, cyclists, and vehicular traffic.
C-4 Required Connection ("The Fault Line,"
page 14). There shall be a new pedestrian
promenade connection from the Stadium and
softball fields to the Sports Center. It shall be
at least 15' in width, in addition to any other
public frontage elements or adjacent roadway
(see the Stadium Way example section on
page 57). Portions of this promenade shall also
accommodate cyclists, pending coordination
with the contextual bike network.
C-5 Required Connection. There shall be a new
connection between Stadium Way and
Arrow Rte, accommodating pedestrians and
cyclists. If the Little League field were to
be redeveloped (if it were accommodated
elsewhere; see also Concept 3G on page 72),
3.2: Development Standards
this route shall also accommodate vehicles. The
resultant blocks to the east and west of this
connection shall be deemed in conformance
with Development Code Chapter 17.138, despite
their large size. However, due to their large size,
additional pedestrian connections through
these blocks are encouraged where possible.
C-6 Required Connection. There shall be a new
connection from the north-south promenade
of the Epicenter complex to the north,
accommodating pedestrians.
C-7 Required Connection. There shall be a new
connection from Victory Drive to the north and/
or northwest, accommodating pedestrians
and vehicular traffic. The exact location of
this connection is flexible, but the long-term
intent of General Plan Figure FA-2 (page 103)
is to connect Victory Drive, Millennium Court,
and Sebastian Way / Masi Drive if and when
the adjacent properties are redeveloped. This
connection could help alleviate gameday traffic
and also function as a backdoor connection for
other modes of transportation, including cyclists
and transit.
C-8 Required Connection. There shall be a new
connection from the Fault Line (see Standard
C-4) to the proposed multi-purpose trail on
Southern California Edison (SCE) property
(see General Plan Figure FA-2, pg. 103),
accommodating pedestrians and cyclists,
pending the approval of SCE.
Building Placement
B-1 Build-To Range and Buildout Percentage.
Buildings shall be placed according to the
standards of Table 3.2. In the Primary Active
Frontage Overlay, parking lots shall be located
behind buildings. In the Secondary Active
Frontage Overlay, parking lots shall be located
behind and adjacent to buildings, subject to
the required buildout percentage. See page 52
for Frontage standards associated with these
overlays.
As stated in the introduction to this chapter (Introduction & Applicability), the following standards
supplement and, where conflicting, supersede the standards applicable to the Corridor 2 (CO2) Form-Based
Zone, as regulated by the Rancho Cucamonga Development Code.
Design Standard 1 Primary Active Frontage Secondary Active Frontage
A Build-To Range (min.–max.)0–12 ft2 8–12 ft
C / D Buildout Percentage (min.)100%4 50%3
K Surface Parking Setback (min.)30 feet min
(behind building)
Set back at least as much as
building on site
Allowed Building Entrance and
Facades Types (located within
Private Frontage Area)
• Shopfront and Gallery,
Arcade, Terrace, and
Recessed Variations5
• Forecourt5
• Shopfront and Gallery,
Arcade, Terrace, and
Recessed Variations5
• Small Front Yard and
Porch, Stoop Variations5
• Forecourt5
Notes:
1. See Figure 3.2: Regulating Plan. for graphic depictions of standards and locations of Primary and Secondary
Active Frontages..
2. The combined width of the Private Frontage Area (see Development Code § 17.130.050) and Sidewalk Zone
(see Section 3.3) shall be 15 feet minimum. For example, the building may have a setback of 0 feet only if the
development site fronts onto a sidewalk or promenade of 15 feet minimum width.
3. Exception: if the proposed development FAR is less than .75, there may not be enough building footprint to line
50% of the frontage length. In this case, the minimum Buildout Percentage is 30%.
4. Exception: If a corner plaza is located at the northeast corner of Rochester Ave and Stadium Way (see Standard
FA-2), Primary Active Frontage shall line that plaza. In other locations, forecourts and plazas may replace up to
30% of the frontage length.
5. See Development Code Chapter 17.132 for standards associated with these types.
TABLE 3.2: DESIGN STANDARDS
FIGURE 3.2: SITE PLAN DIMENSIONS DIAGRAM
D
D
C
K
K
C
Development Site Line
(Property Line)
Private Frontage Area
Building Footprint
Build-To Range (along
a street or open space)
Allowed Parking Area
Curb
A
max.
A
min.
A
min.
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max.
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3: DEVELOPMENT REGULATIONS
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5352
Frontage
The building entrance, building facade, and design
of the private frontage area is subject to the
applicable standards for the CO2 zone found in the
Development Code. Additionally, in order to ensure
that appropriately active private frontages line the
public realm, the following standards apply:
FR-1 Primary Active Frontage. These frontages
shall be highly active and define key locations
in the Plan Area. Ground floor uses within 30
feet of the facade shall be limited to those
identified in Section 3.4, and the design is
subject to the standards of Table 3.2. The
Private Frontage Area shall be designed as an
extension of the Pedestrian Way (see Section
3.3).
FR-2 Secondary Active Frontage. These frontages
host a more flexible range of types and uses—
including any use found under 'Epicenter
General' in Section 3.4. Their design is subject
to the standards of Table 3.2. The Private
Frontage Area in front of unbuilt portions of
the site shall be lined with drought-tolerant
plants, and a low wall in front of parkings lots
is recommended.
Parking & Vehicular Access
Adequate provisions for traffic circulation, parking,
and pedestrian safety shall be provided to the
satisfaction of the planning director and the
city engineer. Proof of adequate parking may
be required at the discretion of the planning
director. In order to ensure that new development
accommodates vehicular access and parking
without compromising the quality of the public
realm, the following standards apply:
P-1 Vehicular Access. Vehicular access is
permitted, but not required, to be taken at this
location. Access along Rochester Ave, Jack
Benny Dr, and Arrow Rte shall be right-in/right-
out only.
P-2 Unlined Structured Parking Allowed on All
Floors. Parking structures may be exposed to
the right-of-way without a liner at this location.
The parking structure facade shall be set back
a minimum five feet from the building facade;
screened with a living wall; and/or designed
with punched openings to simulate habitable
space. The Private Frontage Area in front of
unlined parking structures shall be landscaped
with drought-tolerant plants.
P-3 Unlined Structured Parking Allowed on
Upper Floors Only. On upper floors only (not
the ground floor), parking structures may be
exposed to the right-of-way without a liner
at this location. The parking structure facade
shall be set back a minimum five feet from the
building facade; screened with a living wall;
and/or designed with punched openings to
simulate habitable space. The ground floor and
its private frontage area design is still subject
the applicable standards of this Section and the
Development Code.
P-4 Shared Parking Structure. A parking structure,
accommodating a minimum of 500 stalls,
shall be provided at this approximate location.
If it is to be privately developed, the specific
location and shared stall quantity is subject to a
development agreement with the City.
P-5 Surface Parking. Surface parking is considered
an unbuilt portion of the site and therefore
does not contribute toward the required
buildout percentage. The Private Frontage Area
in front of unbuilt portions of the site shall be
lined with drought-tolerant plants, and a low
wall in front of parkings lots is recommended.
3: DEVELOPMENT REGULATIONS
Facades
With the intent that facades create the beautiful
and functional walls of public outdoor rooms and
streets, the following standards apply:
FA-1 Corner Treatment: Building. The building at
this corner shall help define the gateway to
the Epicenter in a welcoming manner with
a special corner treatment. This shall include
a corner tower, dome, massing, or parapet
element and enhanced transparency into
the building at the corner, in the form of a
prominent entry or set of windows.
FA-2 Corner Treatment: Building or Plaza. Either a
building or a small plaza defined by building(s)
shall help define the gateway to the Epicenter
at this location. If it is a building, this shall
include a corner tower, dome, or parapet
element and enhanced transparency into
the building at the corner, in the form of a
prominent entry or set of windows. If a plaza,
its size shall not exceed 85 feet by 85 feet and
it shall be lined by Primary Active Frontage.
FA-3 Corner Treatment: Screening. A decorative
screen or wall with landscaping and/or a mural
shall line the edge of the electrical substation
at this location.
FA-4 Facade Break. There shall be a minimum of
one facade break measuring at least 30 feet
wide by 30 feet deep along the north edge of
Stadium Way. This facade break may feature
vehicular access to parking within the block.
Epicenter Green
The Epicenter Green and adjacent promenade are
critical elements of the public realm; the following
standards apply:
EG-1 Access and Size. The Epicenter Green and
adjacent Promenade to the south (see
diagram below) may be either publicly or
privately owned and maintained. In either
case, they shall be publicly accessible for at
least 12 hours per day and during regular
opening hours of businesses within the
Epicenter Master Plan Area. The size of the
multi-purpose open space shall be a minimum
of 10,000 square feet—not including any
building footprints, surrounding sidewalks, or
promenades. If made private, more specific
requirements (such as a larger minimum open
space size, if deemed necessary by the City)
shall be identified as part of a development
agreement.
Stadium
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Epicenter Green area, subject to EG-1 above
Promenade, subject to EG-1 above
(see also Standard C-4)
Building Footprint(s), if any, subject to
further design
Sidewalk along Rochester Ave, to remain
publicly accessible at all times; this portion
is to be designed as part of the Fault Line
Promenade (see Standard C-4)
Sidewalk along Stadium Way, to remain
publicly accessible at all times
1
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5554
3.3: Street Design Standards
Street Design Element Interior Street Arrow Route Rochester Avenue
Roadway Width Subject to the required number of lanes per the City Traffic Engineer
Vehicular Lane Width 10 ft preferred; 11 ft
max 11 ft preferred; 12 ft. max
Center Median N/A1 Recommended;
10 ft min
Recommended;
10 ft min
Allowed Bike Facility Classes2 II, III, or IV I, II with buffer, or IV;
IV is preferred
I, II with buffer, or IV;
IV is preferred
Curbside Lane Width 7 ft. min.
Not required;
If introduced:
8 ft. min. with striped
buffer recommended
9 ft. min.3
Landscape/Amenity Area
Width 6 to 10 ft.8 to 15 ft.
Street Trees within the
Landscape/Amenity Area
and/or Curbside Lane
Street trees required;
Street trees shall be regularly spaced;
Spacing: 40 ft. max. o.c.4; 25–35 ft. o.c. recommended
Landscaping within the
Landscape/Amenity Area
(By ground floor use:)
Retail: Individual planters or tree wells with grates recommended
Commercial: Either individual or continuous planters
Pedestrian Way 8 to 15 ft.5
Clear Width for Pedestrians
in the Pedestrian Way 8 ft. min.
Notes:
1. Only recommended where already existing on Stadium Way and Jack Benny Dr, near Rochester Ave.
2. Applicable where bike facilities are improved or introduced.
3. Recommended to accommodate pick-up/drop-off zone(s). Where the Curbside Lane is used for curbside parallel
parking, striped buffers are recommended to demarcate a 7 ft. wide parking lane along the curb.
4. Exception: Spacing may exceed the maximum where conflicting with driveway or utility placement.
5. Exception: The Fault Line Promenade shall be at least 15 feet wide and is exempt from the maximum width (see
Standard C-4 on page 50 and the Stadium Way example section on page 57).
Notes:
1. Private Frontage and Building Entrance and Facade Types are regulated in Section 3.2.
TRAVEL ZONE
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ACCESSORY ZONE SIDEWALK ZONE
LANDSCAPE &
FURNISHING ZONE
PRIVATE
FRONTAGE /
SETBACK ZONE
Vehicular Travel Lanes
Transit Lanes
Dedicated or Shared Bicycle Lanes
Dedicated Turning Lanes
Medians
Curbside Parking
“Bulb-Out”
Sidewalks / Planters
Striped Buers
Parklets1
Transit Platforms
Protected Bicycle
Lanes
Frontage Lanes2
Landscaped
Parkways / Planters
Street Furniture3
Street Lighting /
Signage
Sidewalk Dining
Driveway Entries
Transit Stops
Unobstructed
Pedestrian
Walkway
Sidewalk Dining
Building Entry /
Transition Space
Sidewalk Cafés4
Building Entry
Plaza / Yard
Building
Landscaping
CURBSIDE
LANE
Curbside Parking
Bulb-Out Side-
walks / Planters
Striped Buffers
Parklets
Transit Platforms
Protected Bicycle
Lanes
Frontage Lanes
ROADWAY
Vehicular Travel Lanes
Transit Lanes
Dedicated or Shared Bicycle Lanes
Medians
LANDSCAPE /
AMENITY AREA
Landscaped Park-
ways / Planters
Street Furniture
Street Lighting /
Signage
Sidewalk Dining
Driveway Entries
Transit Stops
Public Frontage
PEDESTRIAN
WAY
Unobstructed
Clear Width
for Pedestri-
ans
Sidewalk Din-
ing
Building Entry
and Transi-
tion Space
PRIVATE
FRONTAGE1
Sidewalk Cafes
Extension of
Pedestrian
Way
Building
Entrance &
Facade Types
Landscaping
TABLE 3.3: STREET DESIGN STANDARDS
FIGURE 3.3: RIGHT-OF-WAY ZONES
This Section applies to all new vehicular connections and improvements to existing streets within the
Plan Area. All vehicular street rights of way shall contain the following elements of public realm anatomy:
Roadway, Landscape/Amenity Area, and Pedestrian Way. A Curbside Lane is also recommended on all
Interior Streets and Rochester Ave. For the purposes of this Plan, Interior Streets include all streets within
the Plan Area other than Rochester Ave and Arrow Rte. The Rancho Cucamonga General Plan describes the
intent of this public realm anatomy, including how it is to be calibrated to the context and ground floor uses
(Plan RC, Volume 4, Chapter 2, Part 1). The public realm anatomy is diagrammed in Figure 3.3, and Table
3.3 establishes associated standards.
3: DEVELOPMENT REGULATIONS
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5756
Example Section: Stadium Way, East of Rochester Avenue
Per Standard C-4, a promenade ("The Fault Line") shall run along the north side of Stadium Way, east of
Rochester Ave. A curbside lane with parallel parking is also recommended along the north curb of the
street. The section below is facing east, showing the public frontage on the north side of the street.
LANDSCAPE
/ AMENITY
AREA
PEDESTRIAN WAY ("THE FAULT LINE")PRIVATE
FRONTAGE
CURBSIDE
LANE
Public Frontage
Example Section: Interior Street
The frontage of interior streets is to be calibrated to the adjacent ground floor use. Here, a wide Curbside
Access Zone features large planters and diagonal parking to support the adjacent businesses. Outdoor
dining and seating fills the Landscape & Furnishing Zone between individual planters.
CURBSIDE LANE CURBSIDE LANEROADWAYL/A
AREA
L/A
AREA
Public Frontage Public Frontage
PEDESTRIAN
WAY
PEDESTRIAN
WAY
3: DEVELOPMENT REGULATIONS
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 5958
Purpose & Applicability
Table 3.4: Allowed Uses establishes the land uses allowed for any new development within the Epicenter
Master Plan Area. This Table overrides the Land Use Standards found in Chapter 17.136 of the Rancho
Cucamonga Development Code. The following standards of the Development Code also apply:
Required Findings for MUP & CUP Approvals
For all uses requiring Minor (MUP) or Conditional (CUP) Use Permits, a review shall be conducted with
the purpose of determining that each such proposed use is, and will continue to be, compatible with
surrounding, existing, or planned uses. This review also has the further purpose of establishing such special
conditions as may be necessary to insure the harmonious integration and compatibility of such uses in the
Epicenter Master Plan Area and with the surrounding area.
To support the review and approval of such uses, the following determinations shall be made and
appropriate conditions applied to ensure:
+That the proposed use will not become a
public nuisance, resulting in illegal drug
activity including sales or possession
thereof, harassment of passersby, gambling,
prostitution, public urination, curfew
violations, theft, assaults, batteries, acts of
vandalism, illegal parking, excessive littering,
noxious smells or fumes, lewd conduct, or
frequent police detention, citations or arrests,
or any other activity declared by the City to
be a public nuisance determined by California
law to be public nuisance.
+That the proposed use will not generate
noxious odors or other similar adverse effects
on surrounding uses. For the purposes of
this requirement, “surrounding uses” shall
include occupants of neighboring buildings,
occupants of other floors within the same
building, and pedestrians passing along the
sidewalk in front of the subject property.
+That any use within the first 30 feet of ground
floors—measured from the Build-To Line—in
the Primary Frontage Overlay, as mapped
in Figure 3.1: Regulating Plan, provides
continuous, highly active frontage that draws
visitors to the area, in conformance with
Design Standard FR-1 in Section 3.2. And
that any such use aligns particularly well with
the envisioned character of the Plan Area, as
described in Chapters 1 and 2.
3.4: Allowed Uses
+The standards in Article V (Specific Use
Requirements) apply to uses allowed in this
chapter.
+Land uses are defined in Chapter 17.32
(Allowed Use Descriptions).
Permit Requirements
A land use is either allowed by right; allowed through issuance of a conditional or minor use permit; or not
permitted. In addition to the requirements for planning permits or entitlements listed herein, other permits
and entitlements may be required prior to establishment of the use (e.g., building permit or permits
required by other agencies). The requirements for planning permits or entitlements identified in Table 3.4:
Allowed Uses include:
+Permitted (P). A land use shown with a “P”
indicates that the land use is permitted
by right in the designated zone, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well state and federal law.
+Minor Use Permit (M). A land use shown
with an “M” indicates that the land use is
permitted in the designated zone upon
issuance of a minor use permit from the
designated approving authority, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well as state and federal law.
+Conditional Use Permit (C). A land use
shown with a “C” indicates that the land use
is permitted in the designated zone upon
issuance of a conditional use permit from the
designated approving authority, subject to
compliance with all applicable provisions of
the Development Code and this Master Plan as
well as state and federal law.
+Not Permitted (N). A land use shown with
an “N” is not allowed in the applicable zone.
Additionally, uses not shown in the table are
not permitted, except as otherwise provided in
this title.
A project that includes two or more categories of land use in the same building or on the same site is
subject to the highest permit level required for any individual use or single component of the project.
+Regulations in § 17.30.020 (Classification of
Land Uses) apply to this chapter.
+That perceived privacy and/or security
requirements of the proposed use will not
lead building users to maintain rarely opened
opaque window coverings on street-facing
windows, nor to routinely utilize rear or side
entries rather than street-facing front doors as
the primary means of access and egress to the
building.
+That the ground floor rooms adjacent to the
street frontage will be occupied during much
of the day and occupied and/or lighted during
most evenings.
+For all retail, restaurant and indoor
recreational uses, display windows shall not
“wall off” views into retail interior spaces, and
the interiors of dining rooms and activity
rooms shall be clearly visible to passing
pedestrians.
+For office, hotel, and other similar uses, front
rooms should include lobbies, waiting areas,
and office spaces in which window blinds are
typically open.
3: DEVELOPMENT REGULATIONS
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 6160
Uses by Category Epicenter General Ground Floors in Primary
Active Frontage Overlay 8
Agricultural and Animal-Related Uses
Animal Keeping, Rancho Cucamonga Animal Shelter P P
Animal Keeping, Other 1 M N
Microscale Agriculture M N
Recreation, Resource Preservation, Open Space, Education, and Public Assembly Uses
Assembly Use M M
Community Center/Civic Use M M
Community Garden C N
Convention Center C C
Indoor Amusement/ Entertainment Facility P P
Indoor Fitness and Sports Facility—Large M M
Indoor Fitness and Sports Facility—Small P P
Library and Museum P P
Outdoor Commercial Recreation P P
Park and Public Plaza M N
Public Safety Facility M N
School, Academic (Private)M C
School, Academic (Public)P P
School, College/University (Private)M C
School, College/University (Public)M C
Schools, Specialized Education and Training/Studio M M
Theaters and Auditoriums P P
Tutoring Center—Large M M
Tutoring Center—Small P P
Utility, Transportation, Public Facility, and Communication Uses
Broadcasting and Recording Studios M M
Parking Facility C N
Transit Facility C C
Utility Facility and Infrastructure—Pipelines 2 P N
Service and Office Uses
Animal Sales and Grooming P C
Banks and Financial Services P N
Business Support Services P N
Check Cashing Business 3 P N
Child Day Care Facility/Center M M
Hotel P P
Kennel, Rancho Cucamonga Animal Center P P
Kennel, Commercial M C
Maintenance and Repair, Small Equipment C N
Massage Establishment 5 P P
Uses by Category Epicenter General Ground Floors in Primary
Active Frontage Overlay 8
Massage Establishment, Ancillary 5 P P
Office, Business and Professional M N
Office, Accessory P N
Pawnshop 3 C N
Personal Services P M
Tattoo Shop 3 M M
Veterinary Facility M M
Retail Uses
Alcoholic Beverage Sales M M
Bar/Nightclub M M
Consignment Store M N
Convenience Store P P
Drive-In and Drive-Through Sales and Service 4 C6 N
EV Showroom and Indoor Sales P M
Grocery Store/Supermarket P C
Hookah Shop M M
Home Improvement Supply Store M N
Liquor Store M M
Mobile Food Vehicles P P
Restaurant, No Liquor Service P P
Restaurant, Beer and Wine P P
Restaurant, Full Liquor Service P P
Retail, Accessory P P
Retail, General P P
Smoke Shop 3 M N
Industrial, Manufacturing, and Processing Uses 7
Maker Space/Accessory Maker Space M M
Microbrewery M M
TABLE 3.4: ALLOWED USES
3: DEVELOPMENT REGULATIONS
Notes:
1. See additional regulations for animal keeping in Title 17 Development Code.
2. Utility facilities and infrastructure involving hazardous or volatile gas and/or liquid pipeline
development require approval of a conditional use permit.
3. See additional regulations for special regulated uses in Title 17 Development Code.
4. See additional regulations for drive-in and drive-through facilities in Title 17 Development Code.
5. Massage establishment permit required. See additional regulations for massage establishments
in Development Code Chapter 5.18.
6. Allowed with a conditional use permit only on sites with frontage on an auto priority street as
defined in the General Plan.
7. See additional regulations for industrial uses in Title 17 Development Code.
8. This applies to the first 30 feet of ground floors—measured from the Build-To Line—in the
Primary Frontage Overlay, as mapped in Figure 3.1: Regulating Plan.
Key:
P Permitted
C Conditional Use Permit
M Minor Use Permit
N Not permitted
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 6362
04
4: IMPLEMENTATION PLAYBOOK
There are many possible combinations of development concepts, improvement
concepts, programming and operations that could help make the Epicenter
Master Plan Area a success. An on-going decision-making process is necessary to
decide what needs to be implemented or encouraged at what time, depending
on the associated benefits and trade-offs. To aid in this decision-making process,
this Chapter provides a working tool—or "Playbook"—for evaluating the impacts
and desired timing of a multitude of ideas. The near-term action items and
longer-term concepts identified in Chapter 2 draw from this Playbook; however,
this Chapter lists a wider range of concepts and tradeoffs as a valuable reference
for decision-making over time. This Chapter includes the following sections:
Introduction
Implementation
Playbook
Understanding the Tool
Playbook Concepts
The Playbook: Improvement Concepts
The Playbook: Development Concepts
The Playbook: Programming & Operations
The Playbook: Existing Uses
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 6564
Category Meaning Symbol
Financial Impact
Generates significant revenue +$$
Generates revenue +$
No/minimal financial impact
Generates new cost -$
Generates significant new cost -$$
Parking Impact
Supplies a significant amount of new parking
(net positive impact)+PP
Supplies new parking
(net positive impact)+P
No/minimal parking impact
Addition to parking need (net negative impact, by
generating additional demand and/or displacing parking)-P
Significant addition to parking need (net negative impact, by
generating additional demand and/or displacing parking)-PP
Priority / Timing
High priority; near-term
Immediate phase to initiate change 1
Medium priority; medium-term 2
Medium priority; long-term
Likely associated with a shared parking structure phase 3
Low priority; long-term
Only if implemented in a notably beneficial form 4
Not a priority
Only if needed to support other concepts
People Draw
Attracts more than 500k visitors per year or is critical to support
a use which draws that many people
Attracts 200k to 500k visitors per year or is critical to support a
use which draws that many people
Attracts up to 200k/year
Contributes to attractive destination but doesn’t draw many
people on its own
Limits the area’s ability to be a specialized destination
VISUAL SCORECARD KEY (FOR PLAYBOOK SPREADSHEET ON FOLLOWING PAGES)
LOCATIONS KEY (FOR PLAYBOOK SPREADSHEET ON FOLLOWING PAGES)
The Playbook spreadsheet identifies the benefits, challenges, potential locations, key strategies, financial
impact, parking impact, priority/timing, and people draw associated with the various concepts. In order to
understand the spreadsheet, an explanation of the symbols and references associated with the potential
locations and “visual scorecard” is necessary.
Many of the development concepts and improvements are recommended to be sited in or near existing
parking lots. For this reason, the parking lots are lettered for easy reference, as shown below.
The “visual scorecard” analyzes impacts using a color-coded system. The intent is to enable the user to
analyze, simultaneously, multiple considerations and trade-offs at a glance. The meaning behind these
colors and symbols is included in the key to the right. This is a working tool, as the impacts of any one
concept are not absolute and will evolve over time with changing market conditions and needs of the City.
Understanding the Tool
4: IMPLEMENTATION PLAYBOOK
Field 1
(Stadium)Field
2
Lot F
Lot D
Lot E
Field
3 Field
4
Lot A
Lot B
Lot C
Field
5
Sofive
Animal
Center
Lot G Lot H Sports
Center
Lot ISubstation
Arrow Rte
Jack Benny Dr
Stadium Way
Stadium Way
Arrow Rte
R
o
c
h
e
s
t
e
r
A
v
e
Sebastian Way
Plan Area
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 6766
Playbook Concepts: Potential Locations Mapped
This plan illustrates possible configurations for some of the many possible concepts included in the Playbook. However, many other
possibilities are labeled over the top of the plan with numbers and letters which correspond to the spreadsheet on the following pages.
1A–I
1A–I
1A–I
2D
2K
2K
2L 2L
2L
2L
2L
2E–G
Arrow Rte
Jack Benny Dr
Sebastian WayM
a
s
i
D
r
Stadium Way
Stadium Way
Arrow Rte
R
o
c
h
e
s
t
e
r
A
v
e
4H
4A–B &
3F
4C–E
& 3E-F 4C–E
& 3E-F
4C–E
& 3E-F
1A–I;
2O–P
1A–J;
2O–P
1D
1J
2I
4J
2J,
3D–E
2A
2B
2C
2C 2B
2B
2O–P
& 3C 2O–P
& 3C
2O–P
& 3C
1A–I
1A–L, 2P
& 3C
3C
3C
3C
3C
3C
3C
3C3C3C
3C
1C
4I
May remain a Little League field
through the life of this Plan.
4: IMPLEMENTATION PLAYBOOK
Plan Area
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 6968
Development Concepts Benefits / Challenges Potential Location(s)Notes / Key Strategies
Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
1A
Food,
Beverage,
and Retail
F
r
e
e
s
t
a
n
d
i
n
g
1
–
2
S
t
o
r
i
e
s
Pad or liner building • Brings activity and fun to the area and
activates key parts of the public realm Lots A, B, C, G, or H 1 • Parking can be accommodated easily with
overflow surface lots (Improvement 2M)+$-P 2
1B
Tactical:
Steelcraft or other small-
footprint structures lining the
public realm
• Activates Epicenter Green and promenade
• Complements gameday and open space
programming
• Draws people (100–250k/year)
Lots A, B, C, or G • Parking can be accommodated easily with
overflow surface lots (2M)+$$-P 1
1C
Activity-anchored:
Chicken ‘N’ Pickle or other
food and beverage anchored
by sport/activity (like Top Golf)
• Draws people (up to 750k/year)
Lot C; south of Lot C; Lots A, B, or G if structured
parking is supplied nearby; could partner with
Soccer Center and fields/courts could be placed
in the existing soccer parking lot (pending other
parking options)
• Large footprint relies on replacing a lot of
parking, so this will likely rely on a shared
parking structure (2O)+$$-PP 3
1D Pet-friendly anchor:
Bark Social or similar with
food and beverage
• Draws people (200–250k/year)
• Oriented primarily toward dog owners and
their dogs, although anyone may enter
Lot C, south of Lot C, or southern portion of Lot
B; Lot G, H or I if structured parking is supplied
nearby
• Large footprint relies on replacing a lot of
parking, so this will likely rely on a shared
parking structure (2O)+$-P 3
1E Ground floor(s) of mixed use
building
• Brings activity and fun to the area and
activates key parts of the public realm Lots A, B, C, G, or H • To be combined with other uses; likely relies
on structured parking (2O)+$-P 3
1F
Other
Com-
mercial
Fitness, wellness, and/or dance
• Brings activity during the day, supporting
businesses at less popular times
• Synergizes with nearby uses (offices, dance
school, etc)
Lots B, C, G, H, or I • Supports Plan Area vision, but not likely be a
predominant use +$-P 4
1G Office
• Supports shared parking supply during non-
business hours (nights and weekends);
• Office uses may be less active than desired for
the district
Lots G, H, or I; potentially A or B in small
quantities
• Likely triggers a need for structured parking,
though could not fund a structure on its own
(2O)+$-PP 4
1H
Hotel
Freestanding:
AC Marriott or similar
• Consistent presence of people throughout
the day = built-in activity and customers
• Brings more visitors from out-of-town
• Supportive of vision, but not a critical use
Lot A, B, or G • Likely triggers a need for structured parking
(2O)
• Requires active ground floor use (1A)
+$-PP 4
1I As part of mixed use project Lot A, B, or G +$-PP 4
1J Animal Center Expansion • Provides public-facing space for Center (4J)Along Arrow Rte, near existing building • Minor parking displacement to be mitigated -$-P 3
1. Lot Letters: This table makes reference to parking lot letters as labeled on the “Locations Key” map on page 64.
The Playbook: Development Concepts
4: IMPLEMENTATION PLAYBOOK
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 7170
Improvement Concepts Benefits / Challenges Potential Location(s)Notes / Key Strategies
Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
2A
Streets
(subject to
appropriate
operational
analyses, as
necessary)
P
r
o
m
e
n
a
d
e
Along Epicenter Green
• Walkable, bikable routes connect key uses to
each other and the wider context
• Connections between shareable parking lots
and potential future structures
Along south and east edges of Epicenter Green • Supports tactical near-term retail (1B)-$1
2B Extension to Sebastian Way Along back of the Stadium outfield • When promenades are improved (2A–B)-$+P 1
2C Along Stadium Way, east of
Rochester Ave, & into SCE
land
Along the north edge of Stadium Way, east of
Rochester Ave, and into SCE land
• Works in combination with intersection
improvements (2D);
• Connects to new shared parking in Lot G (2O)-$$3
2D
R
o
c
h
e
s
t
e
r
A
v
e
Stadium Way Intersection
improvements
• Creates a sense of arrival
• Facilitates pedestrian and bike crossing
between uses and parking supplies
At Rochester Ave and Stadium Way
• In combination with promenades (2A and 2B)
and 2E and 2F
• Especially useful to connect to any parking
structure in Lot G (2O)
-$2
2E Roadway restriping • Calms traffic, provides parking, and improves
bike lanes Throughout Rochester Ave • In coordination with overall vehicular/bike
network and 2E and 2F -$+P 2
2F Sidewalk and public frontage
• Enables development to engage Rochester
• Improves pedestrian connectivity
• Creates a sense of place and enclosure,
despite wide right-of-way
Along Rochester Ave;
Median in alternating left turn lane, set back
from intersections to allow for turn lanes
• In coordination with new building frontage
(1A through 1J) and 2D and 2E
• In coordination with other Rochester Ave
improvements (2D and 2E)
-$$3
2G Wayfinding Program • Promotes the area's identity and facilitates
visitors' navigation
Key gateways to the area, including Rochester
Ave at Stadium Way and Jack Benny Dr
• In coordination with any other street
improvements, especially 2D -$4
2H Arrow Route • General Plan improvements, including
improved bike/pedestrian connectivity Throughout Arrow Rte • Less direct impact on near-term
opportunities; supports Animal Center (4J)-$4
2I New internal street • Completes block network New connections identified in Section 3.3 • Not necessary for near-term opportunities -$4
2J
Open
Spaces
Epicenter Green • Flexibly-programmable anchor space SW corner of Rochester Ave and Stadium Way • Supports tactical near-term retail (1B)-$1
2K Other small plazas • Fun spaces for Sports Center / Sofive users
• Engages adjacent commercial uses
West of Sports Center outdoor courts;
East of Sofive building
• Engages path to SCE property (2B)
• Engages stadium promenade -$3
2L Stadium promenade • Walkable, bikable routes connect key uses to
each other and the wider context Within baseball stadium complex • Supports stadium uses (4A, 4B, and 3F)-$2
2M
Parking
New surface parking • Easy near-term solution NW corner of Rochester and Arrow; on nearby
Freeway-adjacent City land
• Supports overflow parking from the Stadium
and tactical near-term retail (1B)-$+P 1
2N Connections/shuttles to existing
underutilized lots to be shared
• Leverages existing parking with minimal
investment
Adjacent commercial parking; Foothill Crossing
shopping center parking
• Supports overflow parking from the Stadium
and tactical near-term retail (1B)-$+PP 1
2O New shared parking structure • Frees up space for new, exciting uses
• Can be managed and used flexibly over time
Lot G preferred;
Other possibilities: A, B, C and south of C
• Needs pedestrian-friendly links (2A through
2D) to all uses -$$+PP TBD
2P Relocation of solar collectors • Leverages existing asset; provides shade To any other/new parking lot or structure • As needed as parking is relocated -$2
The Playbook: Improvement Concepts
4: IMPLEMENTATION PLAYBOOK
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 7372
Programming & Operations Concepts Benefits / Challenges Potential Location(s)Notes / Key Strategies
Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
3A
Opera-
tions
Current Maintenance &
Management
• Supports athletic facilities, parking, and
Animal Center All City-maintained property • Supports existing operations -$$
3B New Maintenance & Management • As needed for new uses/programming All City-maintained property • As needed for new uses/programming -$
3C Parking Management Plan to
establish a Managed Parking
District
• Increase parking efficiency by facilitating the
sharing of parking
• Leverage parking as a City asset
All parking lots
• In support of current and new parking needs
• Establish Memorandums of Understanding
(MOUs) with property owners for use of
parking areas.
+$+P 1
3D
Program-
ming
Farmers Market • Creates activity and a destination Epicenter Green, parking lots, and/or ground
floor of future parking structure • Supported by improved open space (2J)
• Involves new maintenance & management
costs (2B)
+$-P
3E Other open space events/programs • Creates activity and a destination Epicenter Green or parking lots +$-P 1
3F Stadium Programming/Concerts • Creates activity and a destination Stadium • Involves new maintenance & management
costs (2B)+$-P 1
3G Adaptation/reconfiguration
of softball field(s) to also
accommodate Little League use
• Allows the site of the existing Little League
field to accommodate a new use aligned
with the vision of this Master Plan (see
Development Concepts on page 68)
Softball fields • Requires scheduling coordination between
softball and Little League -$4 2
3H Funding
New dedicated source of revenue,
such as an increased Transient
Occupancy Tax (TOT) and/or EIFD
for the Plan Area
• Provides additional funding that is generated
from and targeted for the Plan Area Applicable to the entire Plan Area +$N/A 2 N/A
The Playbook: Programming & Operations
4: IMPLEMENTATION PLAYBOOK
2. Concept 3G: People draw depends on which use would replace the Little League field.
| EPICENTER MASTER PLAN | CHAPTER CITY OF RANCHO CUCAMONGA | December 2023 | 7574
Existing Uses Benefits / Challenges Potential Location(s)Notes / Key Strategies
Visual Scorecard
Financial
Impact
Parking
Impact
Priority
/ Timing
People
Draw
4A
Baseball
and
Softball
Fields3, 4
F
i
e
l
d
1
(
S
t
a
d
i
u
m
)
:
M
L
B
M
i
n
o
r
L
e
a
g
u
e
The Quakes • Anchors and gives an identity to the area
• Only active 6 months per year
Field 1
• Season is April to September; schedule can be
coordinated with other uses of the stadium
and other parking needs
C
u
m
u
l
a
t
i
v
e
$
1
.
6
m
a
n
n
u
a
l
o
p
e
r
a
t
i
n
g
d
e
f
i
c
i
t
F
u
l
l
y
s
u
p
p
l
i
e
d
b
y
c
u
r
r
e
n
t
l
o
t
s
N
/
A
(
e
x
i
s
t
i
n
g
u
s
e
)
4B Other programming
• Capitalizes on existing resource
• Requires its own maintenance and
management without an operator (for
example, setting up for concerts)
• Not a significant use of the Stadium
(occasional photo shoots; concerts have been
tried)
4C
F
i
e
l
d
s
2
–
4
Major League Softball
(Adult)
• Draws visitors—possible patrons for new
restaurants and retail
• Uses all 3 fields for 29.5 hours/week
• 4 seasons on odd years; 3 seasons on even
years (due to renovations)• Schedules can be coordinated with other uses
of the fields and other parking needs
4D Tournaments • Draws visitors—possible patrons for new
restaurants and retail
• Uses all 3 fields for 15.5 hours/week
• 20–30 tournaments per year
4E
On-Going Rentals • Capitalizes on existing resource
Fields 2, 3, and 5 rented for 7 hours/week (mid-
morning to early afternoon) by a nearby fitness
company
• Not a significant impact as it is a minor use
4F
F
i
e
l
d
5
4G District 71 Little League • Serves Little League District
• The field exists solely for this non-full-time use
Field 5 (baseball field on Arrow)
To investigate possibility of Little League using
Fields 2–4
• Not adjacent to likely near-term phase, but
could be reconfigured or relocated to allow
for future phases
4H Sports
Center All Sports Center programming
• Provides athletic facilities to the community,
including basketball, volleyball, concessions, a
multipurpose room, and pickle ball.
• Bolsters the Plan Area’s role and identity as a
destination for participating in and watching
athletics
• Isolated from the Stadium and adjacent uses
Sports Center facilities • Synergizes with nearby fitness-related uses
4I
Sofive
Soccer
Center
5-on-5 soccer
• A fun athletic use which relates to, but is
distinct from, the other sports uses in the
Plan Area
• Bolsters the Plan Area’s role and identity as a
destination for participating in and watching
athletics
10 existing fields (2 future fields)• Synergizes with nearby sports-related uses
and could complement new related uses
4J Animal Center
• While not related directly to area’s athletic
identity, it is not near priority phases and
provides a needed use for the City
• Provides a small, yet consistent presence of
people throughout the year
Southwest corner of plan area • Could synergize with a use anchored by pet-
friendly space, such as Bark Social (1D)
3. Renovations: Every other year, fields are out of use from November 20 to February 6 (11 weeks) for renovation.
4. Programming and Reconfiguration: See programming and reconfiguration concepts 3F and 3G on page 72.
The Playbook: Existing Uses
4: IMPLEMENTATION PLAYBOOK
| EPICENTER MASTER PLAN | CHAPTER 76
Epicenter Master Plan