HomeMy WebLinkAbout2017/03/01 - Agenda PacketCITY OF RANCHO CUCAMONGA
AGENDAS
FIRE PROTECTION DISTRICT BOARD — HOUSING SUCCESSOR AGENCY —
SUCCESSOR AGENCY — PUBLIC FINANCING AUTHORITY - CITY COUNCIL
WEDNESDAY, MARCH 1,2017
REGULAR MEETINGS: 1st 3rd Wednesdays - 7:00 P.M.
ORDER OF BUSINESS:
CLOSED SESSION Tapia Conference Room
REGULAR MEETINGS Council Chambers
MEMBERS:
MAYOR
MAYOR PRO TEM
COUNCIL MEMBERS
L. Dennis Michael
Lynne B. Kennedy
William Alexander
Sam Spagnolo
Diane Williams
5:00 P.M.
7:00 P.M.
CITY MANAGER
CITY ATTORNEY
CITY CLERK
CITY TREASURER
John R. Gillison
James L. Markman
Janice C. Reynolds
James C. Frost
Rancho Cucamonga City Council Mission Statement
♦ Make decisions, and be perceived as making decisions, for the general welfare of the community.
♦ Always work to improve existing services and develop policies to meet the expected as well as anticipated needs of the
community.
♦ Work together cooperatively to respect all persons and their ideas in order to develop and maintain the trust of the
community.
♦ Reflect the community's desires and priorities by assuring that decisions accurately reflect the community's interests by
fairly translating public feedback into public policy.
♦ Enhance the quality of life of all Rancho Cucamonga residents through the continued pursuit of excellence and
commitment to the City's core values and goals.
♦ Set the vision for the community for the future.
♦ Have a professional, objective, and respectful relationship with each other in order to more effectively address the
challenges of the future.
INFORMATION FOR THE PUBLIC
-NC:hio alCAMONGA
TO ADDRESS THE FIRE BOARD, HOUSING SUCCESSOR AGENCY, SUCCESSOR AGENCY,
PUBLIC FINANCING AUTHORITY AND CITY COUNCIL
The Fire Board, Housing Successor Agency, Successor Agency, Public Financing Authority and City Council
encourage free expression of all points of view. To allow all persons to speak, given the length of the Agenda,
please keep your remarks brief. If others have already expressed your position, you may simply indicate that you
agree with a previous speaker. If appropriate, a spokesperson may present the views of your entire group. To
encourage all views and promote courtesy to others, the audience should refrain from clapping, booing or shouts
of approval or disagreement from the audience.
The public may address the Fire Board, Housing Successor Agency, Successor Agency, Public Financing Authority
and City Council by filling out a speaker card and submitting it to the City Clerk. The speaker cards are located on
the wall at the back of the Chambers, at the front desk behind the staff table and at the City Clerk's desk. Any
handouts for the Fire Board, Successor Agency, Public Financing Authority or City Council should be given to the
City Clerk for distribution.
During "Public Communications," your name will be called to speak on any item listed or not listed on the agenda
in the order in which it was received. The "Public Communications" period will not exceed one hour prior to the
commencement of the business portion of the agenda. During this one hour period, all those who wish to speak on
a topic contained in the business portion of the agenda will be given priority, and no further speaker cards for these
business items (with the exception of public hearing items) will be accepted once the business portion of the agenda
commences. Any other "Public Communications" which have not concluded during this one-hour period may
resume after the regular business portion of the agenda has been completed. Comments are to be limited to five
minutes per individual or less, as deemed necessary by the Chair, depending upon the number of individuals
desiring to speak.
If you are present to speak on an "Advertised Public Hearing" or on an "Administrative Hearing" Item(s), your name
will be called when that item is being discussed, in the order in which it was received. Comments are to be limited
to five minutes per individual or less, as deemed necessary by the Chair, depending upon the number of individuals
desiring to speak.
AGENDA BACK-UP MATERIALS
Staff reports and back-up materials for agenda items are available for review at the City Clerk's counter, the City's
Public Libraries and on the City's website. A complete copy of the agenda is also available at the desk located
behind the staff table during the Council meeting.
LIVE BROADCAST
Fire Board, Housing Successor Agency, Successor Agency, Public Financing Authority and City Council meetings
are broadcast live on Channel 3 for those with cable television access. Meetings are rebroadcast on the second
and fourth Wednesdays of each month at 11:00 a.m. and 7:00 p.m. Streaming Video on Demand is available on
the City's website at www.cityofrc.us/cityhall/council/videos.asp.
The Fire Board, Successor Agency, Public Financing Authority and City Council meet regularly on the first and third
Wednesday of the month at 7:00 p.m. in the Council Chambers located at 10500 Civic Center Drive.
Members of the City Council also sit as the Fire Board, Housing Successor Agency, Successor Agency, and
Public Financing Authority.
Copies of the agendas and minutes can be found @ www.citvofrc.us
If you need special assistance or accommodations to participate in this meeting, please
contact the City Clerk's office at (909) 477-2700. Notification of 48 hours prior to the
meeting will enable the City to make reasonable arrangements to ensure accessibility.
Listening devices are available for the hearing impaired.
Please silence all cell phones and devices while the meeting is in session.
CITY OF RANCHO CUCAMONGA
MARCH 1, 2017
FIRE PROTECTION DISTRICT, SUCCESSOR AGENCY, HOUSING SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
5:00 P.M. — CLOSED SESSION
CALL TO ORDER — TAPIA CONFERENCE ROOM
Roll CaII:
Mayor Michael
Mayor Pro Tem Kennedy
Council Members Alexander, Spagnolo and Williams
CLOSED SESSION CALLED TO ORDER AS THE CITY COUNCIL.
A. ANNOUNCEMENT OF CLOSED SESSION ITEM(S)
1
B. PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEM(S)
C. CITY MANAGER ANNOUNCEMENTS
(No DISCUSSION OR ACTION WILL OCCUR)
D. CONDUCT OF CLOSED SESSION — TAPIA CONFERENCE ROOM
D1.
EXISTING LITIGATION; GOVERNMENT CODE 54956.9. — SOUTHERN CALIFORNIA EDISON
COMPANY, A CALIFORNIA CORPORATION, PLAINTIFF, VS. THE COMMUNITY ASSOCIATION AT
CORNERSTONE, A CALIFORNIA NONPROFIT MUTUAL BENEFIT CORPORATION; SOUTHERN
CALIFORNIA GAS COMPANY, A CALIFORNIA CORPORATION; SOUTHERN CALIFORNIA GAS
COMPANY, A CALIFORNIA CORPORATION, AS SUCCESSOR IN INTEREST TO SOUTHERN
COUNTIES GAS COMPANY OF CALIFORNIA; CITY OF RANCHO CUCAMONGA; DOES 1 THROUGH
100, INCLUSIVE; AND ALL PERSONS UNKNOWN CLAIMING ANY TITLE OR INTEREST IN OR TO
THE PROPERTY DESCRIBED HEREIN, DEFENDANTS. — CASE NO: CIVDS1621-605 — COMPLAINT
IN EMINENT DOMAIN COMPLAINT. — CITY
D2. CONFERENCE WITH LABOR NEGOTIATOR ROBERT NEIUBER, HUMAN RESOURCES DIRECTOR
PER GOVERNMENT CODE SECTION 54954.2 REGARDING LABOR NEGOTIATIONS WITH THE
EXECUTIVE MANAGEMENT EMPLOYEE GROUP, RANCHO CUCAMONGA CITY EMPLOYEES
ASSOCIATION, TEAMSTERS LOCAL 1932, FIRE MANAGEMENT EMPLOYEE GROUP, RANCHO
CUCAMONGA FIREFIGHTERS LOCAL 2274, AND FIRE SUPPORT SERVICES ASSOCIATION. —
CITY
D3. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION PURSUANT TO GOVERNMENT
CODE SECTION 54956.9(A) — SOUTHWEST VOTERS REGISTRATION EDUCATION PROJECT AND
LOUISA OLLAGUE V. CITY OF RANCHO CUCAMONGA; CASE NO. CIVRS 1603632. — CITY
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MARCH 1, 2017
FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
D4. CONFERENCE WITH PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION 54956.8
FOR PROPERTY GENERALLY LOCATED AT BASE LINE ROAD AND DAY CREEK (APN#: 1089-031-
36-0000); NEGOTIATING PARTIES JOHN GILLISON, CITY MANAGER, CITY OF RANCHO
CUCAMONGA AND STEVE PONTELL, PRESIDENT AND CEO, NATIONAL COMMUNITY
RENAISSANCE; REGARDING PRICE AND TERMS. — HOUSING SUCCESSOR AGENCY
E. RECESS
CLOSED SESSION TO RECESS TO THE REGULAR FIRE PROTECTION DISTRICT, HOUSING
SUCCESSOR AGENCY, SUCCESSOR AGENCY, PUBLIC FINANCING AUTHORITY, AND CITY COUNCIL
MEETINGS AT 7:00 P.M. IN THE COUNCIL CHAMBERS AT CITY HALL, LOCATED AT 10500 CIVIC
CENTER DRIVE, RANCHO CUCAMONGA, CALIFORNIA.
REGULAR MEETING
CALL TO ORDER — 7:00 P.M.
COUNCIL CHAMBERS
THE REGULAR MEETINGS OF THE FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY,
SUCCESSOR AGENCY, PUBLIC FINANCING AUTHORITY, AND CITY COUNCIL WILL BE CALLED TO
ORDER. IT IS THE INTENT TO CONCLUDE THE MEETINGS BY 10:00 P.M., UNLESS EXTENDED BY
CONCURRENCE OF THE FIRE BOARD, AGENCIES, AUTHORITY BOARD AND COUNCIL.
Pledge of Allegiance
Roll Call:
Mayor Michael
Mayor Pro Tem Kennedy
Council Members Alexander, Spagnolo and Williams
A. ANNOUNCEMENT / PRESENTATIONS
Al. Proclamation declaring the City of Rancho Cucamonga as a Healthy RC Compassionate
Community.
A2. Proclamation declaring March as National Nutrition Month and March 8th as Registered Dietitian
Nutritionist Day.
B. PUBLIC COMMUNICATIONS
This is the time and place for the general public to address the Fire Protection District, Housing
Successor Agency, Successor Agency, Public Financing Authority Board, and City Council on any
item listed or not listed on the agenda. State law prohibits the Fire Protection District, Housing Successor
Agency, Successor Agency, Public Financing Authority Board, and City Council from addressing any issue not
previously included on the Agenda. The Fire Protection District, Housing Successor Agency, Successor
Agency, Public Financing Authority Board, and City Council may receive testimony and set the matter for a
subsequent meeting.
Comments are to be limited to five minutes per individual or less, as deemed necessary by the Mayor,
depending upon the number of individuals desiring to speak. All communications are to be addressed
directly to the Fire Board, Agencies, Successor Agency, Authority Board, or City Council not to the members
of the audience. This is a professional business meeting and courtesy and decorum are expected. Please
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MARCH 1, 2017
FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
refrain from any debate between audience and speaker, making loud noises, or engaging in any activity which
might be disruptive to the decorum of the meeting.
The public communications period will not exceed one hour prior to the commencement of the
business portion of the agenda. During this one hour period, all those who wish to speak on a topic
contained in the business portion of the agenda will be given priority, and no further speaker cards for these
business items (with the exception of public hearing items) will be accepted once the business portion of the
agenda commences. Any other public communications which have not concluded during this one hour period
may resume after the regular business portion of the agenda has been completed.
CONSENT CALENDARS:
The following Consent Calendar items are expected to be routine and non -controversial. They
will be acted upon by the Fire Board/Housing Successor Agency/Successor Agency/Authority
Board/Council at one time without discussion. Any item may be removed by a Fire
Board/Housing Successor Agency/Successor Agency/Authority Board/Council Member for
discussion.
C. CONSENT CALENDAR — FIRE PROTECTION DISTRICT
01.
Consideration to approve Minutes of: January 23, 2017 (Special Meeting)
February 15, 2017 (Regular Meeting)
C2. Consideration to approve Check Register dated February 7, 2017 through February 20, 2017 for the
total of $233,108.56.
C3. Consideration of approval to purchase a new fire station alerting system and miscellaneous related
equipment, in the amount of $521,539.03, from Westnet, of Huntington beach, California, in
accordance with a piggyback opportunity on the Houston Galveston Area Council ("HGACBuy")
Contract No. EC07-16, and authorize a 5% contingency in the amount of $26,077.00.
D. CONSENT CALENDAR — HOUSING SUCCESSOR AGENCY
D1. Consideration to approve Minutes of: February 15, 2017 (Regular Meeting)
E. CONSENT CALENDAR — SUCCESSOR AGENCY
El. Consideration to approve Minutes of: February 15, 2017 (Regular Meeting)
F. CONSENT CALENDAR — PUBLIC FINANCING AUTHORITY
F1. Consideration to approve Minutes of: February 15, 2017 (Regular Meeting)
G. CONSENT CALENDAR — CITY COUNCIL
G1. Consideration to approve Minutes of:
January 23, 2017 (Special Meeting)
February 15, 2017 (Regular Meeting)
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MARCH 1, 2017
FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
G2. Consideration to approve Check Register and payroll dated February 7, 2017 through February 20, 13
2017 for the total of $6,739,701.79.
G3. Consideration to approve plans and specifications and authorize the advertising of the "Notice Inviting
Bids" for the construction of the Hellman Avenue and 8th Street Widening, Traffic Signal and At -Grade
Improvements at the Metrolink Tracks, located north of 8th street at SANBAG Mile Post 98.2 and
SCRRA Mile Post 39.59 (RR).
G4. Consideration to authorize the City Clerk to release Maintenance Guarantee Bond No. 08712143M in
the amount of $6,627.37, for the FY 2014-2015 Sidewalk Improvements for Bus Stops at Various
Locations, Contract No.15-106.
G5. Consideration to accept the Housing Element Annual Progress Report for 2016 and direct staff to
submit to the Governor's Office of Planning and Research (OPR) and the California Department of
Housing and Community Development (HCD).
G6. Consideration of approval of Public Convenience or Necessity DRC2016-01038 — Sprouts Farmers
Market — A request for a Public Convenience or Necessity (PCN) determination for alcoholic beverage
sales for off-site consumption (Type 20 Off -Sale Beer and Wine) for a grocery store (Sprouts Farmers
Market) located in the Neighborhood Commercial (NC) District at 6753 Carnelian Street — APN: 0202-
541-62. This project is categorically exempt from the requirements of the California Environmental
Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15301 (Class 1 Exemption — Existing
Facilities).
RESOLUTION NO. 17-023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA,
APPROVING A DETERMINATION OF PUBLIC CONVENIENCE OR NECESSITY DRC2016-01038
FOR ALCOHOLIC BEVERAGE SALES FOR OFF-SITE CONSUMPTION (TYPE -20 OFF -SALE BEER
AND WINE) FOR A GROCERY STORE (SPROUTS FARMERS MARKET) LOCATED IN THE
NEIGHBORHOOD COMMERCIAL (NC) DISTRICT AT 6753 CARNELIAN STREET - APN: 0202-541-
62.
G7. Consideration to approve acceptance of the LMD-4R Park Lighting Retrofit Final Phase Project,
Contract No. 16-214 as complete; release the Faithful Performance Bond; accept the Maintenance
Bond; approve a resolution authorizing the Public Works Services Director to file a Notice of
Completion; authorize the release of the Labor and Materials Bond six months after acceptance;
release the retention 35 days after acceptance and approve the final contract amount of $73,690.
RESOLUTION NO. 17-024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA,
ACCEPTING THE LMD-4R PARK LIGHTING RETROFIT FINAL PHASE PRJECT, CONTRACT NO.
16-214 AND AUTHORIZE THE FILING OF A NOTICE OF COMPLETION FOR THE WORK.
H. CONSENT ORDINANCES
No items
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MARCH 1, 2017
FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
I. ADMINISTRATIVE HEARING ITEM
11. Consideration to adopt Urgency Ordinance No. 901, reauthorizing the City's Public, Educational,
and Governmental access support fee and conduct 1st reading of Ordinance No. 902,
reauthorizing and readopting the City's Public, Educational, and Governmental access support
fee.
ORDINANCE NO. 901
AN URGENCY ORDINANCE OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA,
REAUTHORIZING THE CITY'S PUBLIC, EDUCATIONAL, AND GOVERNMENTAL ACCESS
SUPPORT FEE.
ORDINANCE NO. 902
AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, REAUTHORIZING
AND READOPTING THE CITY'S PUBLIC, EDUCATIONAL, AND GOVERNMENTAL ACCESS
SUPPORT FEE.
12. Consideration to adopt the Healthy RC Evaluation Plan: A Roadmap for Promoting Health, Equity,
and Sustainable Change in Rancho Cucamonga.
J. ADVERTISED PUBLIC HEARINGS
CITY COUNCIL
J1. Consideration to approve Development Agreement Amendment DRC2017-00101, an amendment to
Development Agreement DRC2014-00610 between the City of Rancho Cucamonga and 7418
Archibald, LLC, to remove a statement providing for subordination of the Development Agreement to
deeds of trust or liens securing financing of the project, and ancillary modifications, for the purpose of
providing a senior housing project in accordance with the Senior Housing Overlay Zoning District
(SHOZD), which includes the development of a 24,641 square foot, 60 -unit, senior apartment complex
on 2.25 acres of land located on the west side of Archibald Avenue, south of Base Line Road; APN:
020803158 and conduct 1St reading of Ordinance No. 903. The City Council adopted a Negative
Declaration of environmental impacts for this project on June 3, 2015. The California Environmental
Quality Act provides that no further environmental review of Negative Declaration is required for
subsequent projects or minor revisions to projects within the scope of a previous Negative Declaration.
ORDINANCE NO. 903
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA,
APPROVING AN AMENDMENT TO DEVELOPMENT AGREEMENT DRC2014-00610 BETWEEN
THE CITY OF RANCHO CUCAMONGA AND 7418 ARCHIBALD, LLC, TO REMOVE A STATEMENT
PROVIDING FOR SUBORDINATION OF THE DEVELOPMENT AGREEMENT TO DEEDS OF
TRUST OR LIENS SECURING FINANCING OF THE PROJECT AND ANCILLARY MODIFICATIONS,
FOR THE PURPOSE OF PROVIDING A SENIOR HOUSING PROJECT IN ACCORDANCE WITH
THE SENIOR HOUSING OVERLAY ZONING DISTRICT (SHOZD), WHICH INCLUDES THE
DEVELOPMENT OF A 24,641 SQUARE FOOT, 60 -UNIT SENIOR APARTMENT COMPLEX ON 2.25
ACRES OF LAND LOCATED ON THE WEST SIDE OF ARCHIBALD AVENUE, SOUTH OF BASE
LINE ROAD, AS PROVIDED FOR IN SECTION 65864 OF THE CALIFORNIA GOVERNMENT CODE,
FOR REAL PROPERTY DESCRIBED HEREIN, AND MAKING FINDINGS IN SUPPORT THEREOF,
APN: 0208-031-58 AND 0208-031-59.
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MARCH 1, 2017
FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL AGENDA
K. CITY MANAGER'S STAFF REPORTS
CITY COUNCIL
No items
L. COUNCIL BUSINESS
The following items have been requested by the City Council for discussion.
L1. INTER -AGENCY UPDATES (Update by the City Council to the community on the meetings that
were attended.)
L2. COUNCIL ANNOUNCEMENTS (Comments to be limited to three minutes per Council Member.)
M. IDENTIFICATION OF ITEMS FOR NEXT MEETING
N. ADJOURNMENT
CERTIFICATION
I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my
designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda
was posted on February 23, 2017, seventy-two (72) hours prior to the meeting per Government Code
54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California, and on the City's website.
Linda A. Troyan, MMC
City Clerk Services Director
City of Rancho Cucamonga
Page 6 of 6
January 23, 2017
CITY OF RANCHO CUCAMONGA
CITY COUNCIL AND FIRE PROTECTION DISTRICT SPECIAL MEETING MINUTES
CALL TO ORDER Pi
A special meeting of the Rancho Cucamonga City Council was held on Monday, January 23, 2017, in
Celebration Hall at the Rancho Cucamonga Cultural Center located at 12505 Cultural Center Drive,
Rancho Cucamonga, California. Mayor L. Dennis Michael called the meeting to order at 9:13 a.m.
Present were Councilmembers: Bill Alexander, Diane Williams, Sam Spagnolo, Mayor Pro Tem Lynne
Kennedy and Mayor L. Dennis Michael.
Also present were: John Gillison, City Manager; Elisa Cox, Deputy City Manager/Civic and Cultural
Services; Lori Sassoon, Deputy City Manager/Administrative Services; Jeff Bloom, Deputy City
Manager/Community and Economic Development; and Linda Troyan, City Clerk Services Director.
Dr. Bill Mathis, facilitator, was also present.
Councilmember Alexander led the Pledge of Allegiance.
PUBLIC COMMUNICATIONS
No communication was made from the public.
ITEM(S) OF BUSINESS
1 DISCUSSION, CONSIDERATION AND ADOPTION OF CITY COUNCIL GOALS AND
CONSENSUS BUILDING — Dr. Bill Mathis, Facilitator
Dr. Bill Mathis, Facilitator, led the discussion with Council on the following:
Major Topics for 2017 (Healthy RC Program, Economic Development Overview, Vision for RC)
How did we do in 2016? (Top Projects/Programs? Opportunities for further Growth)
Following discussion, each Member of the City Council, provided the following accomplishments they
were most proud of in the City.
2016 Accomplishments:
Councilmember Alexander Healthy RC (seniors/low income)
Traffic Improvement
Councilmember Williams Cultural Center Library 2nd floor (family oriented)
Healthy RC
Economic Development
Sports Center
DRAFT
January 23, 20171 City Council and Fire Protection District Special Meeting Minutes
City of Rancho Cucamonga 1 Page 1 of 3
Mayor Pro Tem Kennedy
Councilmember Spagnolo
Mayor Michael
The Future:
Strong leadership (staff/previous Councils)
Mixed Use/Economic Development
Sustainability (Central Park)
Expansion
Past — vision and strong leadership
Foresight to purchase Property for Animal Center
Senior Center — Wellness Center (high quality programs)
Tech - open/Dashboard
Active Shooter Program
Innovation — risk — good leadership
Following discussion pertaining to major accomplishments, Council outlined the following future
matters:
Animal Shelter (no kill)
Loss of Government funding/awards
Additional parks
Continue to improve technology
Future Vision — Affordability — TOD
Development — higher density/transportation/benefits/future funding
Loss of Department Directors/staff
Affordable workforce properties
Development growth - $$=Quality of Life
Public wants no taxes (previous ballot measures failed)
Expansion of Ontario Airport
New ways = $$$
Next, the following topics were discussed:
Lessons Learned from recent Elections? (unresolved local Issues, image of Council - why
important; moving into district governance)
City Manager Gillison reported on staff capacity for projects, how new economic development is
different, and including young people in government/Internships)
Recess: The meeting recessed at 12:15 a.m. for lunch.
Reconvene: The meeting reconvened at 1:45 p.m.
Present were Councilmembers: Bill Alexander, Lynne Kennedy, Diane Williams, Mayor Pro Tem Sam
Spagnolo and Mayor L. Dennis Michael.
Also present were: John Gillison, City Manager; Elisa Cox, Deputy City Manager/Civic and Cultural
Services; Lori Sassoon, Deputy City Manager/Administrative Services; Jeff Bloom, Deputy City
Manager/Community and Economic Development; Candyce Burnett, Planning Director; Michele Keith,
Community Services Director; Mike Costello, Fire Chief; Robert Karatsu, Interim, Library Director;
Jason Welday, Director of Engineering Services; Police Chief Danielle Boldt; Trang Huynh, Interim
Building and Safety Services Director; Bill Wittkopf, Public Works Services Director; Veronica Fincher,
Animal Services Director; Tamara Layne, Finance Director; Robert Neiuber, Human Resources
January 23, 2017 1 City Council and Fire Protection District Special Meeting Minutes
City of Rancho Cucamonga 1 Page 2 of 3
Director; Fabian Villenas, Principal Management Analyst; Erika Lewis -Huntley, Management Analyst
II; Francie Palmer, Communications Manager and Linda Troyan, City Clerk Services Director.
Dr. Mathis provided a brief overview of the morning session.
City Manager Gillison gave a financial overview for 2017.
Department Directors addressed the proposed 2017 Council goals and the current status of prior year
goals that were included with the Staff Report.
Council thanked Staff for their hard work and for the update and future plans.
ADJOURNMENT
The meeting adjourned at 3:02 p.m.
Respectfully submitted,
Linda A. Troyan, MMC
City Clerk Services Director
Approved: *****************
January 23, 2017 1 City Council and Fire Protection District Special Meeting Minutes
City of Rancho Cucamonga 1 Page 3 of 3
DRAFT
FEBRUARY 15, 2017
CITY OF RANCHO CUCAMONGA
CLOSED SESSION, FIRE PROTECTION DISTRICT, HOUSING SUCCESSOR AGENCY, SUCCESSOR
AGENCY, PUBLIC FINANCING AUTHORITY AND CITY COUNCIL REGULAR MEETINGS MINUTES
5:00 P.M. - CLOSED SESSION
CALL TO ORDER - TAPIA CONFERENCE ROOM
The City of Rancho Cucamonga City Council held a closed session on Wednesday, February 15, 2017 in the
Tapia Conference Room at the Civic Center, 10500 Civic Center Drive, Rancho Cucamonga, California. Mayor
Michael called the meeting to order at 5:00 p.m.
Present were Council Members: Bill Alexander, Sam Spagnolo, Diane Williams and Mayor Pro Tem Lynne
Kennedy and Mayor L. Dennis Michael.
Also present were: John Gillison, City Manager; James L. Markman, City Attorney; Lori Sassoon, Deputy City
Manager/Administrative Services; Elisa Cox, Deputy City Manager/Cultural & Civic Services; and Jeff Bloom,
Deputy City Manager/Economic and Community Development.
B. PUBLIC COMMUNICATIONS ON CLOSED SESSION ITEMS)
No public communications were made.
No discussion or actions were taken.
D. CONDUCT OF CLOSED SESSION - TAPIA CONFERENCE ROOM
D1. EXISTING LITIGATION; GOVERNMENT CODE 54956.9. — SOUTHERN CALIFORNIA EDISON
COMPANY, A CALIFORNIA CORPORATION, PLAINTIFF, VS. THE COMMUNITY
ASSOCIATION AT CORNERSTONE, A CALIFORNIA NONPROFIT MUTUAL BENEFIT
CORPORATION; SOUTHERN CALIFORNIA GAS COMPANY, A CALIFORNIA
CORPORATION; SOUTHERN CALIFORNIA GAS COMPANY, A CALIFORNIA
CORPORATION, AS SUCCESSOR IN INTEREST TO SOUTHERN COUNTIES GAS
COMPANY OF CALIFORNIA; CITY OF RANCHO CUCAMONGA; DOES 1 THROUGH 100,
INCLUSIVE; AND ALL PERSONS UNKNOWN CLAIMING ANY TITLE OR INTEREST IN OR TO
THE PROPERTY DESCRIBED HEREIN, DEFENDANTS. — CASE NO: CIVDS1621-605 —
COMPLAINT IN EMINENT DOMAIN COMPLAINT. — CITY
D2. CONFERENCE WITH LABOR NEGOTIATOR ROBERT NEIUBER, HUMAN RESOURCES
DIRECTOR PER GOVERNMENT CODE SECTION 54954.2 REGARDING LABOR
NEGOTIATIONS WITH THE EXECUTIVE MANAGEMENT EMPLOYEE GROUP, RANCHO
CUCAMONGA CITY EMPLOYEES ASSOCIATION, TEAMSTERS LOCAL 1932, FIRE
MANAGEMENT EMPLOYEE GROUP, RANCHO CUCAMONGA FIREFIGHTERS LOCAL 2274,
AND FIRE SUPPORT SERVICES ASSOCIATION. — CITY
February 15, 2017 I Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga Page 1 of 7
DRAFT
D3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE
SECTION 54956.8 FOR PROPERTY GENERALLY LOCATED AT 7418 ARCHIBALD AVENUE,
RANCHO CUCAMONGA, CA 91730; NEGOTIATING PARTIES: FABIAN VILLENAS,
PRINCIPAL MANAGEMENT ANALYST, TOM GRAHN, ASSOCIATE PLANNER
REPRESENTING THE SUCCESSOR AGENCY AND 7418 ARCHIBALD LLC; UNDER
NEGOTIATION: TERMS OF PAYMENT — SUCCESSOR AGENCY
E. RECESS
The closed session recessed at 6:44 p.m.
REGULAR MEETING - 7:00 P.M.
CALL TO ORDER - COUNCIL CHAMBERS
The regular meetings of the Rancho Cucamonga Fire Protection District, Housing Successor Agency, Successor
Agency, Public Financing Authority and the City of Rancho Cucamonga City Council were held on February 15,
2017 in the Council Chambers at City Hall, located at 10500 Civic Center Drive, Rancho Cucamonga, California.
Mayor Michael called the meeting to order at 7:00 p.m.
Present were Council Members: Bill Alexander, Sam Spagnolo, Diane Williams and Mayor Pro Tem Lynne
Kennedy and Mayor Michael.
Also present were: John Gillison, City Manager; James L. Markman, City Attorney; Linda A. Troyan, City Clerk
Services Director and Shirr'l Griffin, Office Specialist II.
Mayor Pro Tem Kennedy led the Pledge of Allegiance.
A. ANNOUNCEMENTS/PRESENTATIONS
Al. Recognition of Los Amigos Elementary School for inspiring the students, teachers and community to
raise over $7,000 through their "Pennies for Paws" campaign which was donated to the RC Animal
Care and Adoption Center for the medical expenses needed to save a beautiful black lab named Bart.
Veronica Fincher, Animal Services Director and Victoria Impett, DVM, Veterinarian introduced Sharon Linville,
M.Ed., Vice -Principal, the "Pennies for Paws" Program Coordinator and students representing Los Amigos
Elementary School. Each shared their perspective and the efforts that they made to contribute to save a
beautiful black lab named Bart.
The Mayor and Members of the City Council presented a Plaque of Recognition to Los Amigos Elementary
School students and thanked them for showing compassion during Bart's time of need.
A2. Recognition of the Inland Empire Economic Partnership's (IEEP) Annual Award recipients serving
Rancho Cucamonga.
The Mayor and Members of the City Council, presented Certificates of Recognition to Inland Empire Economic
Partnership's (IEEP) Annual Award recipients serving Rancho Cucamonga. The following individuals were
recognized for their contributions to the community:
• President's Award - Supervisor Janice Rutherford, San Bernardino County
• Larry Sharp Inland Empire Leader of the Year - Al Arguello, Bank of America
• Business of the Year — Mark Olson, Vice -President and General Manager, Gerdau
February 15, 2017 I Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 2 of 7
DRAFT
B. PUBLIC COMMUNICATIONS
B1. Janet Walton offered a prayer.
B2. Ernie Braunwalder, President of Rancho Cucamonga Chamber of Commerce, invited everyone to attend
the State of the City on February 23, 2017.
B3. Diane Gunther spoke on being a compassionate City and provided a flyer for a "Toward Oneness" event.
B4. Lauryn Dove, Etiwanda High School student, spoke on security, equal opportunity and resident protection.
B5. Council Member Spagnolo spoke on behalf of Sons of Italy West End Lodge 2127, noting that the lodge
paid for the two flag poles at City Hall in addition to many monetary and non -monetary donations over
the years.
CONSENT CALENDARS
C. CONSENT CALENDAR - FIRE PROTECTION DISTRICT
C1. Consideration to approve Minutes of: February 1, 2017 (Regular Meeting)
C2. Consideration to approve Check Register dated January 24, 2017 through February 6, 2017 and
Electronic Debit Register for the month of January 2017 for the total of $1,660,874.61.
C3. Consideration to receive and file current Investment Schedule as of January 31, 2017.
MOTION: Moved by Board Member Spagnolo, seconded by Board Member Alexander, to approve Consent
Calendar Items C1. through C3. Motion carried unanimously, 5-0.
D. CONSENT CALENDAR - HOUSING SUCCESSOR AGENCY
D1. Consideration to approve Minutes of: February 1, 2017 (Regular Meeting)
D2. Consideration to authorize the City Manager to Sign Certificate of Compliance No. 2016-00006
on behalf of City for Lot Merger at City Owned Property at 7418 and 7422 Archibald Avenue.
MOTION: Moved by Agency Member Alexander, seconded by Vice -Chair Kennedy, to approve Consent Calendar
Items D1 and D2. Motion carried unanimously, 5-0.
E. CONSENT CALENDAR - SUCCESSOR AGENCY
E1. Consideration to approve Minutes of: February 1, 2017 (Regular Meeting)
MOTION: Moved by Agency Member Williams, seconded by Agency Member Spagnolo, to approve Consent
Calendar Item E1. Motion carried unanimously, 5-0.
F. CONSENT CALENDAR - PUBLIC FINANCING AUTHORITY
F1. Consideration to approve Minutes of: February 1, 2017 (Regular Meeting)
MOTION: Moved by Vice -Chair Kennedy, seconded by Agency Member Williams, to approve Consent Calendar
Item F1. Motion carried unanimously, 5-0.
February 15, 2017 I Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 3 of 7
DRAFT
G. CONSENT CALENDAR - CITY COUNCIL
G1. Consideration to approve Minutes of:
January 25, 2017 (Special Meeting)
February 1, 2017 (Regular Meeting)
G2. Consideration to approve Check Register and payroll dated January 24, 2017 through February
6, 2017 and Electronic Debit Register for the month of January 2017 for the total of $6,802,433.63.
G3. Consideration to receive and file current Investment Schedule as of January 31, 2017.
G4.
Consideration to accept the Paul Biane Library second floor tenant improvements project, Contract
No. 15-225 as complete, approve final contract amount of $2,195,450.22, authorize the release
and acceptance of project related bonds, and authorize the City Engineer to file a notice of
completion.
RESOLUTION NO. 17-017
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ACCEPTING THE PAUL BIANE LIBRARY SECOND FLOOR TENANT
IMPROVEMENTS PROJECT, CONTRACT NO. 15-225 AND AUTHORIZING THE FILING OF A
NOTICE OF COMPLETION FOR THE WORK
G5. Consideration for approval to award and authorize the execution of a Professional Services
Agreement in the amount of $55,000 with KOA Corporation of Ontario, CA, and authorize the
expenditure of a 10% contingency in the amount of $5,500 for the traffic signal design services
for installation of four (4) traffic signals at various locations.
G6. Consideration to accept the bids received and award and authorize the execution of the contract
in the amount of $157,400, to the lowest responsive bidder, Elecnor Belco Electric, Inc., and
authorize the expenditure of a 10% contingency in the amount of $15,740, for the installation of
traffic signal video detection at fifteen locations.
G7. Consideration to approve the City of Rancho Cucamonga Municipal Utility 10 -year energy
efficiency portfolio plan as required by Assembly Bill 2021 (AB 2021).
G8. Consideration to approve and authorize an increase to Professional Services Agreement
(CO#12-075) to International Line Builders, Inc. in the amount of $302,787, and authorize the
expenditure of a 10% contingency in the amount of $30,279 for line extension improvements for
the Rancho Cucamonga Municipal Utility, and to approve an appropriation in the amount of
$133,066 from Rancho Cucamonga municipal utility fund.
G9. Consideration to approve and authorize an increase to Professional Services Agreement
(CO#14-008) to Pacific Utility Installation in the amount of $324,107, and authorize the
expenditure of a 10% contingency in the amount of $32,411 for line extension improvements for
the Rancho Cucamonga Municipal Utility, and to approve an appropriation in the amount of
$306,948 from the Rancho Cucamonga municipal utility fund.
G10. Consideration of acceptance of public improvements constructed in conjunction with the
development of Tract 18034 located at the southwest corner of Chickasaw Road and East Avenue
by RC PROJ1, LLC; authorization to file a Notice of Completion; the release of the Faithful
Performance Bond; acceptance of a Maintenance Bond; and authorization to release the
Maintenance Bond after due process.
February 15, 20171 Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 4 of 7
DRAFT
RESOLUTION NO. 17-018
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ACCEPTING THE PUBLIC IMPROVEMENTS FOR TRACT 18034 AND
AUTHORIZING THE FILING OF A NOTICE OF COMPLETION FOR THE WORK
G11. Consideration of approval of parcel map, improvement agreement, improvement securities,
monumentation cash deposit, and ordering the annexation to Landscape Maintenance District
No. 2 and Street Light Maintenance District Nos. 1 and 3 for Parcel Map No. 19637, located at
northwest corner of Base Line Road and Day Creek Boulevard, submitted by WLPX Day Creek,
LLC, a Delaware Limited Liability Company.
RESOLUTION NO. 17-019
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, APPROVING THE PARCEL MAP, IMPROVEMENT AGREEMENT,
IMPROVEMENT SECURITIES, AND MONUMENTATION CASH DEPOSIT FOR PARCEL MAP
NO. 19637
RESOLUTION NO. 17-020
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ORDERING THE ANNEXATION OF CERTAIN TERRITORY TO VICTORIA
NEIGHBORHOOD PARKS AND LANDSCAPE MAINTENANCE DISTRICT (LMD 2) FOR
PARCEL MAP NO. 19637
RESOLUTION NO. 17-021
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ORDERING THE ANNEXATION OF CERTAIN TERRITORY TO STREET LIGHT
MAINTENANCE DISTRICT NO. 1 (ARTERIAL STREETS) FOR PARCEL MAP NO. 19637
RESOLUTION NO. 17-022
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, ORDERING THE ANNEXATION OF CERTAIN TERRITORY TO STREET LIGHT
MAINTENANCE DISTRICT NO. 3 (VICTORIA PLANNED COMMUNITY) FOR PARCEL MAP
NO. 19637
G12. Consideration to approve Amendment 001 to the existing agreement with CalAmp Radio Satellite
Integrators, Inc., CO# 16-014, for automated vehicle location services.
MOTION: Moved by Council Member Alexander, seconded by Council Member Williams, to approve Consent
Calendar Items G1 through G12 with the exception of Items G4, G5, and G6. Motion carried unanimously, 5-0.
Items G4, G5 and G6 were pulled for discussion by Mayor Pro Tem Kennedy.
G4.
Consideration to accept the Paul Biane Library second floor tenant improvements project, Contract No.
15-225 as complete, approve final contract amount of $2,195,450.22, authorize the release and
acceptance of project related bonds, and authorize the City Engineer to file a notice of completion.
RESOLUTION NO. 17-017
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA,
ACCEPTING THE PAUL BIANE LIBRARY SECOND FLOOR TENANT IMPROVEMENTS PROJECT,
CONTRACT NO. 15-225 AND AUTHORIZING THE FILING OF A NOTICE OF COMPLETION FOR THE
WORK
G5. Consideration for approval to award and authorize the execution of a Professional Services Agreement
in the amount of $55,000 with KOA Corporation of Ontario, CA, and authorize the expenditure of a 10%
contingency in the amount of $5,500 for the traffic signal design services for installation of four (4) traffic
signals at various locations.
February 15, 2017 1 Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 5 of 7
DRAFT
G6. Consideration to accept the bids received and award and authorize the execution of the contract in the
amount of $157,400, to the lowest responsive bidder, Elecnor Belco Electric, Inc., and authorize the
expenditure of a 10% contingency in the amount of $15,740, for the installation of traffic signal video
detection at fifteen locations.
Mayor Pro Tem Kennedy questioned traffic signals and inquired if staff can identify the funding source in the
Fiscal Impact section of an agenda Staff Report.
City Manager Gillison responded to Mayor Pro Tem Kennedy's concern addressing the long term goals of traffic
signals and indicated that staff will also include the funding source in Staff Reports.
MOTION: Moved by Mayor Pro Tem Kennedy, seconded by Council Member Williams, to approve Consent
Calendar Items G4, G5, and G6. Motion carried unanimously, 5-0.
H. CONSENT ORDINANCES
No items
I. ADMINISTRATIVE HEARING ITEM
No items
J. ADVERTISED PUBLIC HEARINGS
CITY COUNCIL
No items
K. CITY MANAGER'S STAFF REPORTS
CITY COUNCIL
K1. Receive Midyear Budget Update Report.
John Gillison, City Manager, introduced Tamara Layne, Finance Director, who gave the Staff Report.
Mayor Michael thanked staff for their work in preparing the Midyear Budget Update Report.
L. COUNCIL BUSINESS
L1. INTER -AGENCY UPDATES (Update by the City Council to the community on the meetings that
were attended.)
None.
L2. COUNCIL ANNOUNCEMENTS (Comments to be limited to three minutes per Council Member.)
None.
February 15, 20171 Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 6 of 7
DRAFT
M. IDENTIFICATION OF ITEMS FOR NEXT MEETING
None.
N. ADJOURNMENT
Mayor Michael adjourned the meeting at 7:46 p.m.
Approved: ***********************
Respectfully submitted,
Linda A. Troyan, MMC
City Clerk Services Director
February 15, 20171 Fire Protection District, Housing Successor Agency, Successor Agency,
Public Financing Authority and City Council Regular Meetings Minutes
City of Rancho Cucamonga 1 Page 7 of 7
03.01.17 City Council Meeting
Item Al: Healthy RC Compassionate Community
(Presentation Video Duration 02:08)
RANCHO
CUCAMONGA
CALIFORNIA
Proclama tion
WHEREAS, Compassionate Communities is a global movement that brings
people together to build and promote healthy, equitable, and resilient communities; and
WHEREAS, Compassionate Communities empowers children, families, and
communities to be compassionate members of society; and
WHEREAS, the City of Rancho Cucamonga is committed to creating a framework of
compassion as the fundamental principle guiding Healthy RC and the City; and
WHEREAS, the City of Rancho Cucamonga is known for its leadership and
innovation in the continuing effort to promote the values of equity and respect for all
people; and
WHEREAS, the City of Rancho Cucamonga will promote compassion through
educational efforts and deliberate actions; and
WHEREAS, numerous Rancho Cucamonga residents, City employees, and Rancho
Cucamonga -based groups, businesses, non profits, and community organizations have
shared examples of compassionate action in our community and have pledged to
demonstrate compassion; and
NOW, THEREFORE, BE IT PROCLAIMED, that the City Council of the City of
Rancho Cucamonga does hereby declare the City of Rancho Cucamonga a Compassionate
Community that aspires to be compassionate, promote year-round activities in which our
citizens, government, and institutions work together to embrace and apply compassionate
solutions, and encourage community service to meet the needs of our families, friends,
communities, and neighbors.
IN WITNESS WHEREOF, the City Council of the City of Rancho Cucamonga,
California, have hereunto set their hand and caused the seal of the City of Rancho
Cucamonga to be affixed this 1st day of March, 2017.
L. Dennis Micha
Mayor
Lynne B. Kennedy
Mayor Pro Tem
Sam S' Arnol/
Council Me ': er
Diane Williams Willi J. Alexander
Council Member Council Member
RANCHO
CUCAMONGA
CALIFORNIA
Proclamation
WHEREAS, the City of Rancho Cucamonga is committed to the health and overall
enrichment of our community; and
WHEREAS, food is the substance by which life is sustained; and
WHEREAS, the type, quality, and amount offood that individuals consume each day
plays a vital role in their overall health and physical fitness; and
WHEREAS, there is a need for continuing nutrition education and a wide -scale
effort to enhance healthy eating practices; and
WHEREAS, Registered Dietitian Nutritionists are the food and nutrition experts who
can translate the science of nutrition into practical solutions for healthy living; and
WHEREAS, Registered Dietitian Nutritionists have degrees in nutrition, dietetics,
public health or a related field from well-respected, accredited colleges and universities,
completed an internship and passed an examination; and
WHEREAS, Registered Dietitian Nutritionists work throughout the community in
hospitals, schools, public health clinics, nursing homes, fitness centers, food management,
food industry, universities, research and private practice; and
WHEREAS, Registered Dietitian Nutritionists use their nutrition expertise to help
individuals make unique, positive lifestyle changes and are advocates for advancing the
nutritional status of Americans and people around the world; and
NOW, THEREFORE, BE IT PROCLAIMED, that the City of Rancho Cucamonga,
California does hereby recognize the month of March as National Nutrition Month, and
Wednesday, March 86 as Registered Dietitian Nutritionist Day, and encourages all citizens
to acknowledge and appreciate the contributions of Registered Dietitian Nutritionists.
IN WITNESS WHEREOF, the City Council of the City of Rancho Cucamonga,
California, have hereunto set their hand and caused the seal of the City of Rancho
Cucamonga to be affixed this 1 S` day of March, 2017.
L. Dennis Micha
Mayor
Lynne B. Kennedy
Mayor Pro Tem
1111111..
Sam
Sam S,nol/
Council Me ' er
Diane Williams
William J. Alexander
Council Member Council Member
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Check No. Check Date Vendor Name
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00377015
02/08/2017
02/08/2017
02/08/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
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02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
MICHAEL, L. DENNIS
SAN BERNARDINO CTY SHERIFFS DEPT
VIASYN INC
CALIF GOVERNMENT VEBA/RANCHO CUCAMONGA
EXELON GENERATION CO. LLC.
RCCEA
RCPFA
RIVERSIDE, CITY OF
A AND R TIRE SERVICE
A.Y. NURSERY INC.
ABDELMASEIH, AKRAM
ABLE BUILDING MAINTENANCE
ACTION CHEMICAL COMPANY
AED BRANDS
ALBERT A. WEBB
ALL CITIES TOOLS
ALLIANT INSURANCE SERVICES INC.
AMERICAN TRAINING RESOURCES INC
AMTECH ELEVATOR SERVICES
APPLIED CONCEPTS
ARANA, JONATHON
ASSI SECURITY
AT&T MOBILITY
ATN CORPORATION
AUFBAU CORPORATION
BARTEL ASSOCIATES LLC
BELTRAN, OSBALDO ALVARADO
BERTINO AUTOMOTIVE SERVICE
BEST EQUIPMENT SERVICE
BILL AND WAGS INC
BOOT BARN INC.
BUENA VISTA NON THEATRICAL
CVWD
CABLE INC.
CAL PERS LONG TERM CARE
CALIFORNIA BOARD OF EQUALIZATION, STATE OF
CALIFORNIA FIRE CHIEFS ASSOC.
CAPITAL ONE COMMERCIAL
CARQUEST AUTO PARTS
CASTILLO, JESSIE
CHAFFEY JOINT UNION H.S. DIST.
CHARTER COMMUNICATIONS
CINTAS CORPORATION #150
CLEARWATER GRAPHICS INC
CLIENT FIRST CONSULTING GROUP
COAST RECREATION INC
COLEMAN, LEE
P1
City Fire Amount
41.85 0.00 41.85
2,752,554.57 0.00 2,752,554.57
5,712.46 0.00 5,712.46
10,265.00 0.00 10,265.00
147,541.48 0.00 147,541.48
1,682.00 0.00 1,682.00
10,909.19 0.00 10,909.19
6,484.00 0.00 6,484.00
966.92 0.00 966.92
1,249.90 0.00 1,249.90
3,188.00 0.00 3,188.00
548.55 0.00 548.55
1,245.07 0.00 1,245.07
0.00 4,675.00 4,675.00
1,180.00 0.00 1,180.00
668.05 0.00 668.05
398.00 0.00 398.00
1,076.68 0.00 1,076.68
430.00 0.00 430.00
558.75 0.00 558.75
362.94 0.00 362.94
2,145.00 0.00 2,145.00
0.00 83.30 83.30
16,809.00 0.00 16,809.00
1,464.00 0.00 1,464.00
0.00 1,775.00 1,775.00
81.00 0.00 81.00
110.49 0.00 110.49
522.84 0.00 522.84
0.00 351.56 351.56
383.59 0.00 383.59
5,000.00 0.00 5,000.00
8,616.74 0.00 8,616.74
2,633.94 0.00 2,633.94
286.21 0.00 286.21
168.06 0.00 168.06
0.00 250.00 250.00
447.43 0.00 447.43
241.54 0.00 241.54
200.00 0.00 200.00
10,000.00 0.00 10,000.00
79.99 534.92 614.91
115.36 305.61 420.97
766.80 0.00 766.80
10,140.00 0.00 10,140.00
1,156.10 0.00 1,156.10
208.20 0.00 208.20
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Report: CK_AGENDA_REG_PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I
Current Date: 02/21/2017
Time: 06:56:03
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Check No. Check Date Vendor Name C Fire Amount
P2
AP 00377016 02/08/2017 CONCEPT POWDER COATING 135.00 0.00 135.00
AP 00377017 02/08/2017 COUNTS UNLIMITED 6,600.00 0.00 6,600.00
AP 00377018 02/08/2017 CRAFCO INC 3,052.62 0.00 3,052.62
AP 00377019 02/08/2017 CROP PRODUCTION SERVICES INC 79.74 0.00 79.74
AP 00377020 02/08/2017 D AND K CONCRETE COMPANY 808.20 0.00 808.20
AP 00377021 02/08/2017 DAWSON SURVEYING INC. 1,510.00 0.00 1,510.00
AP 00377022 02/08/2017 DEALER ALTERNATIVE SOLUTIONS 860.16 0.00 860.16
AP 00377023 02/08/2017 DELTA DENTAL 40,258.50 0.00 40,258.50
AP 00377024 02/08/2017 DELTA DENTAL 41,513.39 0.00 41,513.39
AP 00377025 02/08/2017 DOUGLAS MOTORCYCLES 396.00 0.00 396.00
AP 00377026 02/08/2017 DURKEL, CAROL 12.99 0.00 12.99
AP 00377027 02/08/2017 E GROUP, THE 450.00 0.00 450.00
AP 00377028 02/08/2017 EIGHTH AVENUE ENTERPRISE LLC 2,945.09 0.00 2,945.09
AP 00377029 02/08/2017 ELECNOR BELCO ELECTRIC INC 25,175.00 0.00 25,175.00
AP 00377030 02/08/2017 ELLIS, JAMES 75.00 0.00 75.00
AP 00377031 02/08/2017 EMBROIDME 253.51 0.00 253.51
AP 00377032 02/08/2017 EREDIA, PATRICIA MORGAN 362.94 0.00 362.94
AP 00377033 02/08/2017 ERGON ASPHALT AND EMULSIONS 308.07 0.00 308.07
AP 00377034 02/08/2017 ERICKSON HALL CONSTRUCTION 0.00 85,333.33 85,333.33
AP 00377035 02/08/2017 EXPERIAN 52.00 0.00 52.00
AP 00377036 02/08/2017 EXPRESS BRAKE SUPPLY 60.62 0.00 60.62
AP 00377037 02/08/2017 FAVELA JR., RICHARD 40.00 0.00 40.00
AP 00377038 02/08/2017 FLEET SERVICES INC. 0.00 144.50 144.50
AP 00377039 02/08/2017 FOUR POINTS BY SHERATON 1,891.56 0.00 1,891.56
AP 00377040 02/08/2017 FRONTIER COMM 6,366.21 1,149.77 7,515.98 ***
AP 00377041 02/08/2017 FRONTIER COMM 51.56 0.00 51.56
AP 00377042 02/08/2017 GALE, BRIAN 833.00 0.00 833.00
AP 00377043 02/08/2017 GEOGRAPHICS 1,610.28 0.00 1,610.28
AP 00377044 02/08/2017 GILKEY, JOHN 150.00 0.00 150.00
AP 00377045 02/08/2017 GILKEY, JOHN 475.00 0.00 475.00
AP 00377046 02/08/2017 GLOBALSTAR USA 167.59 0.00 167.59
AP 00377047 02/08/2017 GRAINGER 0.00 1,954.33 1,954.33
AP 00377048 02/08/2017 GRAPHICS FACTORY INC. 255.37 0.00 255.37
AP 00377049 02/08/2017 GRIFFIN, SHIRR'L 27.11 0.00 27.11
AP 00377050 02/08/2017 GUMP INC, ANDY 177.43 0.00 177.43
AP 00377051 02/08/2017 H2 ENVIRONMENTAL 2,295.00 0.00 2,295.00
AP 00377052 02/08/2017 HAAKER EQUIPMENT CO 300.83 0.00 300.83
AP 00377053 02/08/2017 HDL COREN AND CONE 4,200.00 0.00 4,200.00
AP 00377054 02/08/2017 HEARTSAVERS LLC 80.00 0.00 80.00
AP 00377055 02/08/2017 HEILIG, KELLY 456.00 0.00 456.00
AP 00377056 02/08/2017 HENRIKSON OWEN & ASSOC INC. 7,096.00 0.00 7,096.00
AP 00377057 02/08/2017 HI WAY SAFETY INC 785.44 0.00 785.44
AP 00377058 02/08/2017 HOLLAND, BRANDIE 57.60 0.00 57.60
AP 00377059 02/08/2017 HORIZONS CONSTRUCTION COMPANY INTERNATI01T 403,565.63 0.00 403,565.63
AP 00377060 02/08/2017 HOSE MAN INC 40.26 0.00 40.26
AP 00377061 02/08/2017 HOYT LUMBER CO., SM 0.00 81.39 81.39
AP 00377062 02/08/2017 INDERWIESCHE, MATT 1,152.00 0.00 1,152.00
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00377064
00377065
00377066
00377067
00377068
00377069
00377070
00377071
00377072
00377073
00377074
00377075
00377076
00377077
00377078
00377079
00377080
00377081
00377082
00377083
00377084
00377085
00377086
00377087
00377088
00377089
00377090
00377092
00377093
00377094
00377095
00377096
00377097
00377098
00377099
00377100
00377101
00377102
00377103
00377104
00377105
00377106
00377107
00377108
00377109
00377110
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
INLAND EMPIRE PROPERTY SERVICES INC
INTELESYS ONE INC
JACOBSEN WEST
JACQUEZ, RICARDO
JOHN YEAW & ASSOCIATES
KAISER FOUNDATION HEALTH PLAN INC
LAMOUREUX, JULIE
LANCE SOLL AND LUNGHARD
LETNER ROOFING CO INC
LIGHTHOUSE, THE
LOCAL GOVERNMENT COMMISSION
MARIPOSA LANDSCAPES INC
MARQUEZ, EMMANUEL E
MATANGA, JULIE EDWARD
MATLOCK ASSOCIATES
MATTIE, RICK
MCMURRAY STERN INC
MGT OF AMERICA INC
MIDWEST TAPE
MOLINA, GINA
MOTION PICTURE LICENSING CORP
MOUNTAIN VIEW SMALL ENG REPAIR
MSA INLAND EMPIRE/DESERT CHAPTER
MURADIAN, LESLIE
NAPA AUTO PARTS
NEXTEL COMMUNICATIONS
NUNEZ, CLAUDIA
OCASSE-PDC
OFFICE DEPOT
ONTARIO WINNELSON CO
PEPSI -COLA
PERSONAL STRENGTHS PUBLISHING INC
PETES ROAD SERVICE INC
PHOENIX GROUP INFORMATION SYSTEMS
PRISTINE UNIFORMS LLC
PSA PRINT GROUP
RACELIS, MELVIN
RANCHO SMOG CENTER
RBM LOCK AND KEY SERVICE
RED WING SHOE STORE
REGREEN CORPORATION
RICHARD HEATH AND ASSOCIATES
RMA GROUP
ROBERTS, CHERYL L
RODRIGUEZ INC, RY
ROYAL WHOLESALE ELECTRIC
SAFARILAND LLC
Cn Fire Amount
0.00 380.00
418,639.42 0.00
95,335.92 0.00
199.00 0.00
190.36 0.00
220,683.09 0.00
200.00 0.00
5,448.00 0.00
47,442.05 0.00
104.06 50.38
75.00 0.00
43,957.72 2,052.85
324.00 0.00
306.00 0.00
1,840.00 0.00
450.00 0.00
941.00 0.00
1,620.00 0.00
1,081.58 0.00
0.00 65.00
318.43 0.00
86.65 0.00
240.00 0.00
400.00 0.00
42.78 0.00
0.00 131.97
211.90 0.00
159.00 0.00
3,751.87 652.27
193.75 0.00
182.93 0.00
198.00 0.00
1,153.06 0.00
4,334.67 0.00
0.00 384.42
88.35 0.00
2,300.00 0.00
70.00 0.00
42.82 0.00
921.96 0.00
70,005.50 0.00
1,500.00 0.00
0.00 14,222.50
0.00 18.10
0.00 830.25
102.60 0.00
0.00 840.46
P3
380.00
418,639.42
95,335.92
199.00
190.36
220,683.09
200.00
5,448.00
47,442.05
154.44 ***
75.00
46,010.57 ***
324.00
306.00
1,840.00
450.00
941.00
1,620.00
1,081.58
65.00
318.43
86.65
240.00
400.00
42.78
131.97
211.90
159.00
4,404.14 ***
193.75
182.93
198.00
1,153.06
4,334.67
384.42
88.35
2,300.00
70.00
42.82
921.96
70,005.50
1,500.00
14,222.50
18.10
830.25
102.60
840.46
User: VLOPEZ - VERONICA LOPEZ Page: 3
Current Date: 02/21/2017
Report: CK_AGENDA_REG_PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
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00377111
00377112
00377113
00377114
00377115
00377116
00377117
00377118
00377119
00377120
00377121
00377122
00377123
00377124
00377125
00377126
00377127
00377128
00377129
00377130
00377133
00377134
00377135
00377136
00377137
00377138
00377139
00377140
00377141
00377142
00377143
00377144
00377145
00377146
00377147
00377148
00377149
00377150
00377151
00377152
00377153
00377158
00377159
00377160
00377161
00377162
00377163
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
SAN BERNARDINO CO AUDITOR CONT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO CTY
SAN BERNARDINO CTY OFFICE OF THE ASSESSOR
SAN BERNARDINO SHERIFF'S DEPT
SBC TREASURER TAX COLLECTOR
SCOTT, APRIL
SERVICE CHAMPIONS HEATING & AIR
SHEAKLEY PENSION ADMINISTRATION
SHEAKLEY PENSION ADMINISTRATION
SHOETERIA
SITEONE LANDSCAPE SUPPLY LLC
SMITH, MICHAEL C
SO CALIF GAS COMPANY
SOCIAL VOCATIONAL SERVICES
SONSRAY MACHINERY LLC
SOURCE GRAPHICS
SOUTH COAST AQMD
SOUTHERN CALIFORNIA EDISON
SOUTHLAND FARMERS MARKET ASSOC INC
SOUTHLAND SPORTS OFFICIALS
STANDARD INSURANCE COMPANY
STERLING COFFEE SERVICE
STOTZ EQUIPMENT
SUN BADGE CO
SUNGARD PUBLIC SECTOR INC
SUNRUN INSTALLATION SERVICES INC
THOMPSON PLUMBING SUPPLY INC
U S LEGAL SUPPORT INC
U.S. BANK PARS ACCT #6746022500
U.S. BANK PARS ACCT #6746022500
U.S. BANK PARS ACCT #6746022500
UNITED PACIFIC SERVICES INC
UPS
US POSTMASTER
UTILIQUEST
VALDEZ, TRINA
VAN SCOYOC ASSOCIATES INC
VERIZON
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VIRTUAL PROJECT MANAGER INC
WAXIE SANITARY SUPPLY
WESTERN STATE DESIGN
WHITE CAP CONSTRUCTION SUPPLY
City
7,517.50
6,496.04
3,178.32
1,505.52
0.00
840.00
0.00
300.00
387.55
162.21
319.05
0.00
82.07
74.03
833.00
696.25
3,388.00
162.93
147.78
0.00
15,167.54
963.00
1,240.00
3,977.66
899.88
51,109.62
0.00
3,577.20
61.70
489.56
811.03
6,605.00
3,196.57
651.46
28,554.00
190.85
11,000.00
1,433.00
41.00
4,000.00
27.68
11,408.58
88.81
500.00
5,937.11
0.00
264.42
P4
Fire Amount
0.00 7,517.50
0.00 6,496.04
0.00 3,178.32
0.00 1,505.52
11,203.62 11,203.62
0.00 840.00
220.00 220.00
0.00 300.00
0.00 387.55
0.00 162.21
0.00 319.05
156.70 156.70
0.00 82.07
0.00 74.03
0.00 833.00
0.00 696.25
0.00 3,388.00
0.00 162.93
0.00 147.78
584.12 584.12
617.15 15,784.69 ***
0.00 963.00
0.00 1,240.00
0.00 3,977.66
0.00 899.88
0.00 51,109.62
393.70 393.70
0.00 3,577.20
0.00 61.70
0.00 489.56
0.00 811.03
0.00 6,605.00
0.00 3,196.57
0.00 651.46
0.00 28,554.00
0.00 190.85
0.00 11,000.00
0.00 1,433.00
0.00 41.00
0.00 4,000.00
0.00 27.68
0.00 11,408.58
0.00 88.81
0.00 500.00
0.00 5,937.11
470.01 470.01
0.00 264.42
User: VLOPEZ - VERONICA
LOPEZ Page: 4
Report: CK_AGENDA_REG_PO
Current Date: 02/21/2017
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait L Time: 06:56:03
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00377164
00377165
00377166
00377167
00377171
00377172
00377173
00377174
00377175
00377176
00377177
00377178
00377179
00377180
00377181
00377182
00377183
00377184
00377185
00377186
00377187
00377188
00377189
00377190
00377191
00377194
00377195
00377196
00377197
00377198
00377199
00377200
00377201
00377202
00377203
00377204
00377205
00377206
00377207
00377208
00377209
00377210
00377211
00377212
00377213
00377214
00377215
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/09/2017
02/09/2017
02/09/2017
02/09/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
WHITE HOUSE PHOTO INC
WORLD ELITE GYMNASTICS
YORK INSURANCE SERVICES GROUP INC
YORK INSURANCE SERVICES GROUP INC
BRODART BOOKS
KME FIRE APPARATUS
LIMS AUTO INC
LN CURTIS AND SONS
A AND R TIRE SERVICE
ABLE BUILDING MAINTENANCE
AFLAC GROUP INSURANCE
ALBERT A. WEBB
ALL WELDING
ALLIED BARTON SECURITY SERVICES LLC
ALPHAGRAPHICS
AMERICAN PLANNING ASSOCIATION
AMERICAN TRAFFIC PRODUCTS INC
AMTECH ELEVATOR SERVICES
ARTISTIC RESOURCES CORPORATION
ASCAP
AURORA PICTURES INC.
AUTO AND RV SPECIALISTS INC.
BABCOCK LABORATORIES INC
BALABIS, DANNY
BERGELIN, LESLIE
CVWD
CAL PERS
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CASTILLO, JESSIE
CHAFFEY COLLEGE
CHAMPION AWARDS AND SPECIALTIES
CHARTER COMMUNICATIONS
CHAVEZ, JESUS
CHEVANCE, CLAUDE
CHINO VALLEY FIRE DISTRICT
CINTAS CORPORATION #150
CITY RENTALS
CLEARWATER GRAPHICS INC
CLIMATEC LLC
COAST RECREATION INC
COMP U ZONE
CONCEPT POWDER COATING
CONFIRE JPA
P5
City Fire Amount
700.00 0.00 700.00
154.00 0.00 154.00
13,390.00 0.00 13,390.00
0.00 20,400.00 20,400.00
5,484.34 0.00 5,484.34
0.00 494.57 494.57
3,399.50 0.00 3,399.50
0.00 222.26 222.26
1,508.26 0.00 1,508.26
1,097.10 0.00 1,097.10
64.47 0.00 64.47
2,250.00 0.00 2,250.00
780.00 0.00 780.00
2,808.00 0.00 2,808.00
22.63 0.00 22.63
515.00 0.00 515.00
550.01 0.00 550.01
936.20 0.00 936.20
52.88 0.00 52.88
2,113.00 0.00 2,113.00
400.00 0.00 400.00
83.30 0.00 83.30
415.00 0.00 415.00
112.06 0.00 112.06
22.83 0.00 22.83
17,888.61 464.43 18,353.04 ***
27,760.80 5,934.00 33,694.80 ***
60.00 0.00 60.00
82.15 0.00 82.15
100.00 0.00 100.00
75.00 0.00 75.00
8.44 0.00 8.44
250.00 0.00 250.00
100.00 0.00 100.00
70.04 0.00 70.04
2,580.05 0.00 2,580.05
73.00 0.00 73.00
84.99 0.00 84.99
0.00 450.00 450.00
0.00 315.45 315.45
37.69 0.00 37.69
9,961.49 0.00 9,961.49
5,474.00 0.00 5,474.00
2,358.14 0.00 2,358.14
473.80 0.00 473.80
1,090.00 0.00 1,090.00
0.00 52,606.58 52,606.58
User: VLOPEZ - VERONICA
LOPEZ Page: 5
Report: CK_AGENDA_REG_PO
Current Date: 02/21/2017
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
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00377216
00377217
00377218
00377219
00377220
00377221
00377222
00377223
00377224
00377225
00377226
00377227
00377228
00377229
00377230
00377231
00377232
00377233
00377234
00377235
00377236
00377237
00377238
00377239
00377240
00377241
00377242
00377243
00377244
00377245
00377246
00377247
00377248
00377249
00377250
00377251
00377252
00377253
00377254
00377255
00377256
00377257
00377258
00377259
00377260
00377261
00377262
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
CRAFCO INC
CROP PRODUCTION SERVICES INC
D AND K CONCRETE COMPANY
DEPARTMENT OF JUSTICE
DIAMOND ENVIRONMENTAL SERVICES
DISCOUNT SCHOOL SUPPLY
DRAMATIC PUBLISHING
DUMBELL MAN FITNESS EQUIPMENT, THE
EASY TO GET WIRELESS
EDWARD PROFESSIONAL ADVISORS
ELLIS, IAN
EMBROIDME
ENTERSECT CORP
ETIWANDA SCHOOL DISTRICT
FLEET SERVICES INC.
FLORES, TINA
FONTAINE, JESSICA
FRANK'S UPHOLSTERY
FRANKLIN TRUCK PARTS
G AND M BUSINESS INTERIORS
GALVIN, JOSE
GARCIA, LUIS
GILLESPIE, MABEL
GOLDEN STATE RISK MANAGEMENT AUTHORITY
GOOD YEAR TIRE AND RUBBER CO.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
GRAINGER
GRAPHICS FACTORY INC.
GYROSCOPE INC
HDL COREN AND CONE
HEARTLAND EXPRESS INC OF IOWA
HEPNER, MIREYA
HI WAY SAFETY INC
HOME DEPOT CREDIT SERVICES 645
HOOD, KARYE
HOSE MAN INC
HUNTINGTON HARDWARE
INK SLINGER SCREEN PRINTING & EMBROIDERY
INLAND PRESORT & MAILING SERVICES
INTEGRITY DOOR & HARDWARE INC
JERICHO SYSTEMS INC
JLIFE SGPV
JOHN BURR CYCLES INC
JOHNNY ALLEN TENNIS ACADEMY
JS ENTERTAINMENT INC
K K WOODWORKING
KATOA, HENIETA
L_q Fire Amount
1,313.73
2,050.60
1,830.15
2,765.00
262.99
56.34
1,000.00
514.42
2,373.18
975.00
100.00
377.49
79.00
6,117.00
138.65
90.00
27.78
3,531.60
0.00
55,440.49
62.63
207.50
218.26
100,146.00
0.00
840.00
3,056.82
379.84
1,500.00
4,200.00
29.49
101.32
2,250.74
886.22
100.00
0.00
250.78
3,104.71
105.69
233.52
20,900.00
350.00
1,846.52
3,423.60
21,802.00
43.06
35.68
P6
0.00 1,313.73
0.00 2,050.60
0.00 1,830.15
0.00 2,765.00
0.00 262.99
0.00 56.34
0.00 1,000.00
0.00 514.42
0.00 2,373.18
0.00 975.00
0.00 100.00
0.00 377.49
0.00 79.00
0.00 6,117.00
0.00 138.65
0.00 90.00
0.00 27.78
0.00 3,531.60
567.06 567.06
0.00 55,440.49
0.00 62.63
0.00 207.50
0.00 218.26
1,259.00 101,405.00 ***
1,450.19 1,450.19
0.00 840.00
312.25 3,369.07 ***
0.00 379.84
0.00 1,500.00
0.00 4,200.00
0.00 29.49
0.00 101.32
0.00 2,250.74
0.00 886.22
0.00 100.00
24.97 24.97
0.00 250.78
0.00 3,104.71
0.00 105.69
0.00 233.52
0.00 20,900.00
0.00 350.00
0.00 1,846.52
0.00 3,423.60
0.00 21,802.00
0.00 43.06
0.00 35.68
User: VLOPEZ - VERONICA
LOPEZ Page: 6
Report: CK_AGENDA_REG_PO
RTRAIT CONSOLIDATED - CK: Agenda Check Register Portrait I
Current Date: 02/21/2017
Time: 06:56:03
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00377263
00377264
00377265
00377266
00377267
00377268
00377269
00377270
00377271
00377272
00377273
00377274
00377276
00377277
00377278
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00377280
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00377285
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00377287
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00377293
00377294
00377295
00377296
00377297
00377298
00377299
00377300
00377301
00377302
00377303
00377304
00377305
00377306
00377307
00377308
00377309
00377310
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
KIM, SARAH
KIRK, ELENA
KOCHIS, ANTHONY
KRIEGER, ED
KUMAR, SANJAY
LANCE SOLL AND LUNGHARD
LEE, DIANNA
LEVERAGE INFORMATION SYSTEMS INC
LIFE ASSIST INC
LITTLE BEAR PRODUCTIONS
LOS ANGELES WOMEN POLICE OFFICERS & ASSOCIA
LOS ANGELES WOMEN POLICE OFFICERS & ASSOCIA'
LOWES COMPANIES INC.
MACASINAG, NIEVES
MAGELLAN ADVISORS LLC
MARIPOSA LANDSCAPES INC
MARK CHRISTOPHER INC
MAXWELL, MICHELLE
MCMASTER CARR SUPPLY COMPANY
MIDWEST TAPE
MITY LITE INC.
MOORE, GEORGE
MOUNTAIN VIEW GLASS AND MIRROR INC
MUNICIPAL EMERGENCY SERVICES INC
NAPA AUTO PARTS
NEOPOST USA INC
NICHOLS, GARY
OCCUPATIONAL HEALTH CTRS OF CA
OCLC INC
OFFICE DEPOT
ONE M PRODUCTIONS INC
ONTARIO WINNELSON CO
ONTRAC
OPTION ONE PLUMBING
ORTEGA, YADIRA
PHOENIX GROUP INFORMATION SYSTEMS
PILCHER, ELENA
PRANTE, DIANA
PRE -PAID LEGAL SERVICES INC
PRECISION GYMNASTICS
PROMOTIONS TEES & MORE
PSA PRINT GROUP
R AND R AUTOMOTIVE
RANCHO CUCAMONGA FONTANA FAMILY YMCA
RAULS AUTO TRIM INC
RBM LOCK AND KEY SERVICE
RDO EQUIPMENT COMPANY
g_q Fire Amount
500.00
114.13
72.94
300.00
1,195.00
9,803.00
19.57
1,753.86
0.00
4,750.00
140.00
140.00
5,519.94
100.00
7,425.00
36,680.16
0.00
18.00
151.74
428.58
9,382.71
750.00
53.88
0.00
146.52
266.93
595.00
188.00
53.53
4,166.28
1,000.00
49.60
61.88
4,390.00
250.00
554.61
108.94
39.43
96.59
2,649.50
4,392.00
2,742.19
2,435.88
9,100.06
0.00
544.20
2,082.15
0.00
0.00
0.00
0.00
0.00
1,000.00
0.00
0.00
652.18
0.00
0.00
0.00
1,085.77
0.00
0.00
2,052.85
38.60
0.00
53.78
0.00
0.00
0.00
0.00
2,688.63
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
77.58
0.00
0.00
410.81
0.00
0.00
P7
500.00
114.13
72.94
300.00
1,195.00
10,803.00 ***
19.57
1,753.86
652.18
4,750.00
140.00
140.00
6,605.71 ***
100.00
7,425.00
38,733.01 ***
38.60
18.00
205.52 ***
428.58
9,382.71
750.00
53.88
2,688.63
146.52
266.93
595.00
188.00
53.53
4,166.28
1,000.00
49.60
61.88
4,390.00
250.00
554.61
108.94
39.43
96.59
2,649.50
4,392.00
2,819.77 ***
2,435.88
9,100.06
410.81
544.20
2,082.15
User: VLOPEZ - VERONICA
LOPEZ Page: 7
Report: CK_AGENDA_REG_PO
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I
Current Date: 02/21/2017
Time: 06:56:03
Check No. Check Date
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Vendor Name
Agenda Check Register
2/7/2017 through 2/20/2017
C Fire Amount
P8
AP 00377311 02/15/2017 RJM DESIGN GROUP INC 7,615.51 0.00 7,615.51
AP 00377312 02/15/2017 RODMAN, JERII E 75.00 0.00 75.00
AP 00377313 02/15/2017 ROTO ROOTER 165.00 0.00 165.00
AP 00377314 02/15/2017 ROW TRAFFIC SAFETY INC 5,500.00 0.00 5,500.00
AP 00377315 02/15/2017 ROYAL WHOLESALE ELECTRIC 2,435.05 0.00 2,435.05
AP 00377316 02/15/2017 SAFELITE FULFILLMENT INC 760.35 0.00 760.35
AP 00377317 02/15/2017 SAN BERNARDINO COUNTY SHERIFFS DEPT 1,156.00 0.00 1,156.00
AP 00377318 02/15/2017 SANDOVAL, ELIZABETH 54.79 0.00 54.79
AP 00377319 02/15/2017 SBPEA 995.55 0.00 995.55
AP 00377320 02/15/2017 SC FUELS 65,464.03 0.00 65,464.03
AP 00377321 02/15/2017 SEXTON, SHEILA 2.00 0.00 2.00
AP 00377322 02/15/2017 SHERIFFS COURT SERVICES 446.95 0.00 446.95
AP 00377323 02/15/2017 SHRED PROS 296.00 0.00 296.00
AP 00377324 02/15/2017 SIEMENS INDUSTRY INC 48,991.60 0.00 48,991.60
AP 00377325 02/15/2017 SMARTDEPLOY 4,950.00 0.00 4,950.00
AP 00377326 02/15/2017 SMARTLITE 395.00 0.00 395.00
AP 00377327 02/15/2017 SOLAR CITY CORPORATION 234.82 0.00 234.82
AP 00377334 02/15/2017 SOUTHERN CALIFORNIA EDISON 217,913.74 1,413.24 219,326.98 ***
AP 00377335 02/15/2017 SOUTHERN CALIFORNIA EDISON 327.19 0.00 327.19
AP 00377336 02/15/2017 SOUTHERN CALIFORNIA EDISON 1,824.09 0.00 1,824.09
AP 00377337 02/15/2017 SOUTHLAND FARMERS MARKET ASSOC INC 30.00 0.00 30.00
AP 00377338 02/15/2017 SOUTHLAND SPORTS OFFICIALS 460.00 0.00 460.00
AP 00377339 02/15/2017 SOUTHWEST MOBILE STORAGE INC 141.15 0.00 141.15
AP 00377340 02/15/2017 STANDARD INSURANCE COMPANY 0.00 1,399.20 1,399.20
AP 00377341 02/15/2017 STORAGE CONTAINER.COM 71.50 0.00 71.50
AP 00377342 02/15/2017 STOTZ EQUIPMENT 619.90 0.00 619.90
AP 00377343 02/15/2017 SUNRUN INSTALLATION SERVICES INC 61.69 0.00 61.69
AP 00377344 02/15/2017 TARGETSOLUTIONS 0.00 3,760.00 3,760.00
AP 00377345 02/15/2017 TASSO, PHILLIP 252.00 0.00 252.00
AP 00377346 02/15/2017 TEAMSIDELINE.COM 898.00 0.00 898.00
AP 00377347 02/15/2017 THE FLOOR WI-IISPERER.COM 81.10 0.00 81.10
AP 00377348 02/15/2017 THOMPSON PLUMBING SUPPLY INC 1.315.37 0.00 1,315.37
AP 00377349 02/15/2017 THOMSON REUTERS WEST PUBLISHING CORP 57.65 0.00 57.65
AP 00377350 02/15/2017 ULINE 2.025.37 0.00 2,025.37
AP 00377351 02/15/2017 UNDERGROUND SVC ALERT OF SO CAL 201.00 0.00 201.00
AP 00377352 02/15/2017 UNITED SCENIC ARTISTS PENSION AND WELFARE FU 400.00 0.00 400.00
AP 00377353 02/15/2017 UNITED SCENIC ARTISTS PENSION AND WELFARE FU 600.00 0.00 600.00
AP 00377354 02/15/2017 UNITED SITE SERVICES OF CA INC 470.76 422.30 893.06 ***
AP 00377355 02/15/2017 UNITED WAY 131.00 0.00 131.00
AP 00377356 02/15/2017 UNIVERSAL MARTIAL ARTS CENTERS 161.70 0.00 161.70
AP 00377357 02/15/2017 UPS 103.20 0.00 103.20
AP 00377358 02/15/2017 URIAS, DONNA 250.00 0.00 250.00
AP 00377359 02/15/2017 VANZANT, ANGIE 108.94 0.00 108.94
AP 00377360 02/15/2017 VERIZON BUSINESS 4,800.11 0.00 4,800.11
AP 00377361 02/15/2017 VERIZON WIRELESS - LA 611.16 0.00 611.16
AP 00377362 02/15/2017 VERIZON WIRELESS - LA 60.12 0.00 60.12
AP 00377363 02/15/2017 VERIZON WIRELESS - LA 158.16 0.00 158.16
User: VLOPEZ - VERONICA LOPEZ Page: 8
Current Date: 02/21/2017
Report: CK_AGENDA_REG PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
Check No. Check Date
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
00377364
00377365
00377366
00377367
00377368
00377369
00377370
00377371
00377372
00377373
00377376
00377377
00377378
00377382
00377383
00377384
00377385
00377386
00377387
00377388
00377389
00377390
00377391
00377392
00377393
00377394
Note:
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VOHNE LICHE KENNELS INC
VORTEX INDUSTRIES INC
WALTERS WHOLESALE ELECTRIC CO
WAXIE SANITARY SUPPLY
WESTCOAST MEDIA
WESTERN STATE DESIGN
WHITE CAP CONSTRUCTION SUPPLY
XEROX CORPORATION
ABC LOCKSMITHS
AIRGAS USA LLC
BRODART BOOKS
DUNN EDWARDS CORPORATION
EMCOR SERVICE
EWING IRRIGATION PRODUCTS
FASTENAL COMPANY
FORD OF UPLAND INC
HOLLIDAY ROCK CO INC
INLAND VALLEY DAILY BULLETIN
INTERSTATE BATTERIES
LEVEL 3 COMMUNICATIONS LLC
LIMS AUTO INC
ORKIN PEST CONTROL
VISTA PAINT
*** Check Number includes both City and Fire District expenditures
10.78
118.06
195.69
125.00
1,704.64
5,946.51
4,252.59
900.00
0.00
160.55
10,072.87
127.15
0.00
8,674.32
24.59
10,381.00
596.04
456.77
1,850.90
2,811.10
4,857.52
23,518.18
1,409.75
496.60
393.16
27.44
Total City:
Total Fire:
Grand Total:
P9
Fire Amount
0.00 10.78
0.00 118.06
0.00 195.69
0.00 125.00
0.00 1,704.64
0.00 5,946.51
1,522.32 5,774.91 ***
0.00 900.00
323.09 323.09
0.00 160.55
450.97 10,523.84 ***
14.51 141.66 ***
265.27 265.27
0.00 8,674.32
0.00 24.59
430.00 10,811.00 ***
0.00 596.04
0.00 456.77
0.00 1,850.90
0.00 2,811.10
0.00 4,857.52
567.49 24,085.67 ***
0.00 1,409.75
0.00 496.60
67.00 460.16 ***
0.00 27.44
$5,587,549.93
$233,108.56
$5,820,658.49
User: VLOPEZ - VERONICA LOPEZ Page: 9 Current Date: 02/21/2017
Report: CK_AGENDA REG_PORTRAIT CONSOLIDATED - CK: Agenda Check Register Portrait L Time: 06:56:03
P10
STAFF REPORT
DATE: March 1, 2017
TO: President and Members of the Board of Directors
FROM: John R. Gillison, City Manager
INITIATED BY: Mike Costello, Fire Chief
Tim Fejeran, Captain Specialist
Pamela Pane, Management Analyst III P'
Ruth Cain, Purchasing Manager
SUBJECT: CONSIDERATION OF APPROVAL TO PURCHASE A NEW FIRE
STATION ALERTING SYSTEM AND MISCELLANEOUS RELATED
EQUIPMENT, IN THE AMOUNT OF $521,539.03, FROM WESTNET,
OF HUNTINGTON BEACH, CALIFORNIA, IN ACCORDANCE WITH A
PIGGYBACK OPPORTUNITY ON THE HOUSTON GALVESTON
AREA COUNCIL ("HGACBUY") CONTRACT NO. ECO7-16, AND
AUTHORIZE A 5% CONTINGENCY IN THE AMOUNT OF $26,077.00
RECOMMENDATION:
Staff recommends approval of a purchase of a new fire station alerting system and miscellaneous
related equipment; in the amount of $521,539.03, from Westnet, of Huntington Beach, California,
in accordance with a piggyback opportunity on the Houston Galveston Area Council ("HGACBuy")
Contract No. EC07-16, and authorize a 5% contingency in the amount of $26,077.00, funded
from Fire Protection Capital Fund/Fire Administration/Capital Outlay — Bldg & Improvement
(3288510-5602), and approve an appropriation from Fire District Capital Reserves in the amount
of $47,620.00 to Fire Protection Capital Fund/Fire Administration/Capital Outlay — Bldg &
Improvement (3288501-5602)
BACKGROUND:
Fire Station Alerting (FSA) systems are a critical component of any public dispatch system. The
alerting equipment is installed in each fire station and provides the solution that our dispatch
center utilizes to alert fire station personnel of a call for service. The station alerting system
currently in use was designed and built locally as a custom solution for agencies in the San
Bernardino County region in the late 1980's. Support for the system has ended, creating an
operational vulnerability if not upgraded to a commercial system that is currently supported. The
current system is decades old and no longer dependable. It is important to note that these issues
have increased the workload of both our Facilities Manager and the Information Services
Department in personnel hours spent troubleshooting and repairing outdated legacy equipment.
In April of 2013, our Information Services Manager made the following comments:
"We recognize that our current system will requires continued attention and maintenance.
Information Services staff has been leading an effort to assist the Rancho Cucamonga Fire District
Page 1 of 3
P11
in trouble -shooting intermittent station alerting services at the fire stations. Due to the complexity
of these services, these efforts have required extensive coordination with CONFIRE (who
provides dispatch -related services for the District), Fire Personnel, vendors, and network, systems
and applications staff from Information Services."
"Also, we suggest that the Fire District re-examine the timing for replacing the current station
alerting services since this architecture is proprietary, with limited and uncertain long-term support
by the vendor"
ANALYSIS:
In both mid -2009 and late 2010 Request for Proposals (RFP) were initiated for a new FSA system,
however, due to various circumstances a vendor was not awarded a contract.
After going through the RFP process, on August 18, 2015, the CONFIRE Administrative
Committee (Chiefs) accepted the recommendation to execute a contract with WestNet of
Huntington Beach, CA, for a replacement station alerting system. The new WestNet alerting
system automatically tries multiple methods to alert firefighters—in under a second. It also
monitors every connection to every station continuously.
In addition, as part of the approval, the Administrative Committee agreed to a two-year project to
replace station alerting for all CONFIRE dispatched agencies throughout the County of San
Bernardino.
Why this upgrade is necessary:
• This system will fully support the fire service requirements of "NFPA 72: National Fire
Alarm and Signaling Code ", "NFPA 1710:2016 Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special
Operations to the Public by Career Fire Departments", and "NFPA 1221:2016 Standard
for the Installation, Maintenance, and Use of Emergency Services Communications
Systems ".
• Alerts via IP (Ethernet network) alerting and multiple radio system communications
methods—automatically chooses the fastest method, fully redundant, monitors system
operation
• Supports the existing and incoming County ISD (Information Systems Division) radio
systems for alerting—no changes in base station radios required
• Allows CONFIRE to issue pre -alerts and per -company alerts (advance notification prior to
dispatch), not just firehouse alerts; potentially reducing turn -out time.
• Supports many remote programming and system changes without a service call; reducing
maintenance costs and providing a faster turn -around time for repairs
• Optionally supports Automated Voice Dispatch (AVD). This feature is saving 30 to 80
seconds on initial call -out per dispatch in Weber County, UT. CONFIRE will explore this
option with agencies as the system is implemented.
The usual alerting process will take less than one second from initiation to first alert. This pre -alert
occurs without further dispatcher or user action, after the operator initiates the call. Meanwhile,
the WestNet controller in Rialto monitors every connection to each station continuously, informing
Dispatch, CONFIRE MIS, and WestNet of any problems.
Page 2 of 3
FISCAL IMPACT:
The new fire station alerting system and miscellaneous related equipment will cost $521,539.03,
which exceeds the original budgeted amount by less than 10 percent for the District wide
replacement of the Fire Station Alerting system, necessitating the request for an additional
appropriation. The Fire Station Alerting system comes with a one year warranty. The purchase
price also includes one year of on-site maintenance and system support, saving money currently
being spent on repairs and service. After that time, there will be a cost of $21,489.50 for annual
support and on-site maintenance.
COUNCIL GOAL(S) ADDRESSED: PUBLIC SAFETY
The Fire Station Alerting project will ensure that the Fire District has a fully functional, NFPA
compliant system that is compatible with the CONFIRE CAD, alerting infrastructure, and has
required redundancies to assure meeting the Fire District's needs both now and for growth in
the future.
ATTACHMENTS:
None
Page 3 of 3
P12
Check No. Check Date
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
00006818
00006819
00006820
00006821
00006822
00006823
00006824
00006825
00376977
00376978
00376979
00376980
00376981
00376982
00376983
00376984
00376985
00376986
00376987
00376988
00376989
00376990
00376991
00376992
00376993
00376994
00376995
00376996
00376997
00376998
00376999
00377000
00377001
00377002
00377003
00377004
00377005
00377006
00377007
00377008
00377009
00377010
00377011
00377012
00377013
00377014
00377015
02/08/2017
02/08/2017
02/08/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
MICHAEL, L. DENNIS
SAN BERNARDINO CTY SHERIFFS DEPT
VIASYN INC
CALIF GOVERNMENT VEBA/RANCHO CUCAMONGA
EXELON GENERATION CO. LLC.
RCCEA
RCPFA
RIVERSIDE, CITY OF
A AND R TIRE SERVICE
A.Y. NURSERY INC.
ABDELMASEIH, AKRAM
ABLE BUILDING MAINTENANCE
ACTION CHEMICAL COMPANY
AED BRANDS
ALBERT A. WEBB
ALL CITIES TOOLS
ALLIANT INSURANCE SERVICES INC.
AMERICAN TRAINING RESOURCES INC
AMTECH ELEVATOR SERVICES
APPLIED CONCEPTS
ARANA, JONATHON
ASS1 SECURITY
AT&T MOBILITY
ATN CORPORATION
AUFBAU CORPORATION
BARTEL ASSOCIATES LLC
BELTRAN, OSBALDO ALVARADO
BERTINO AUTOMOTIVE SERVICE
BEST EQUIPMENT SERVICE
BILL AND WAGS INC
BOOT BARN INC.
BUENA VISTA NON THEATRICAL
CVWD
CABLE INC.
CAL PERS LONG TERM CARE
CALIFORNIA BOARD OF EQUALIZATION, STATE OF
CALIFORNIA FIRE CHIEFS ASSOC.
CAPITAL ONE COMMERCIAL
CARQUEST AUTO PARTS
CASTILLO, JESSIE
CHAFFEY JOINT UNION H.S. DIST.
CHARTER COMMUNICATIONS
CINTAS CORPORATION #150
CLEARWATER GRAPHICS INC
CLIENT FIRST CONSULTING GROUP
COAST RECREATION INC
COLEMAN, LEE
41.85
2,752,554.57
5,712.46
10,265.00
147,541.48
1,682.00
10,909.19
6,484.00
966.92
1,249.90
3,188.00
548.55
1,245.07
0.00
1,180.00
668.05
398.00
1,076.68
430.00
558.75
362.94
2,145.00
0.00
16,809.00
1,464.00
0.00
81.00
110.49
522.84
0.00
383.59
5,000.00
8,616.74
2,633.94
286.21
168.06
0.00
447.43
241.54
200.00
10,000.00
79.99
115.36
766.80
10,140.00
1,156.10
208.20
P13
Fire Amount
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4,675.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
83.30
0.00
0.00
1,775.00
0.00
0.00
0.00
351.56
0.00
0.00
0.00
0.00
0.00
0.00
250.00
0.00
0.00
0.00
0.00
534.92
305.61
0.00
0.00
0.00
0.00
41.85
2,752,554.57
5,712.46
10,265.00
147,541.48
1,682.00
10,909.19
6,484.00
966.92
1,249.90
3,188.00
548.55
1,245.07
4,675.00
1,180.00
668.05
398.00
1,076.68
430.00
558.75
362.94
2,145.00
83.30
16,809.00
1,464.00
1,775.00
81.00
110.49
522.84
351.56
383.59
5,000.00
8,616.74
2,633.94
286.21
168.06
250.00
447.43
241.54
200.00
10,000.00
614.91 ***
420.97 ***
766.80
10,140.00
1,156.10
208.20
User: VLOPEZ - VERONICA
LOPEZ Page: 1
Report: CK_AGENDA_REG_PO
Current Date: 02/21/2017
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
P14
Check No. Check Date Vendor Name C Fire Amount
AP 00377016 02/08/2017 CONCEPT POWDER COATING 135.00 0.00 135.00
AP 00377017 02/08/2017 COUNTS UNLIMITED 6,600.00 0.00 6,600.00
AP 00377018 02/08/2017 CRAFCO INC 3,052.62 0.00 3,052.62
AP 00377019 02/08/2017 CROP PRODUCTION SERVICES INC 79.74 0.00 79.74
AP 00377020 02/08/2017 D AND K CONCRETE COMPANY 808.20 0.00 808.20
AP 00377021 02/08/2017 DAWSON SURVEYING INC. 1,510.00 0.00 1,510.00
AP 00377022 02/08/2017 DEALER ALTERNATIVE SOLUTIONS 860.16 0.00 860.16
AP 00377023 02/08/2017 DELTA DENTAL 40,258.50 0.00 40,258.50
AP 00377024 02/08/2017 DELTA DENTAL 41,513.39 0.00 41,513.39
AP 00377025 02/08/2017 DOUGLAS MOTORCYCLES 396.00 0.00 396.00
AP 00377026 02/08/2017 DURKEL, CAROL 12.99 0.00 12.99
AP 00377027 02/08/2017 E GROUP, THE 450.00 0.00 450.00
AP 00377028 02/08/2017 EIGHTH AVENUE ENTERPRISE LLC 2,945.09 0.00 2,945.09
AP 00377029 02/08/2017 ELECNOR BELCO ELECTRIC INC 25,175.00 0.00 25,175.00
AP 00377030 02/08/2017 ELLIS, JAMES 75.00 0.00 75.00
AP 00377031 02/08/2017 EMBROIDME 253.51 0.00 253.51
AP 00377032 02/08/2017 EREDIA, PATRICIA MORGAN 362.94 0.00 362.94
AP 00377033 02/08/2017 ERGON ASPHALT AND EMULSIONS 308.07 0.00 308.07
AP 00377034 02/08/2017 ERICKSON HALL CONSTRUCTION 0.00 85,333.33 85,333.33
AP 00377035 02/08/2017 EXPERIAN 52.00 0.00 52.00
AP 00377036 02/08/2017 EXPRESS BRAKE SUPPLY 60.62 0.00 60.62
AP 00377037 02/08/2017 FAVELA JR., RICHARD 40.00 0.00 40.00
AP 00377038 02/08/2017 FLEET SERVICES INC. 0.00 144.50 144.50
AP 00377039 02/08/2017 FOUR POINTS BY SHERATON 1,891.56 0.00 1,891.56
AP 00377040 02/08/2017 FRONTIER COMM 6,366.21 1,149.77 7,515.98 ***
AP 00377041 02/08/2017 FRONTIER COMM 51.56 0.00 51.56
AP 00377042 02/08/2017 GALE, BRIAN 833.00 0.00 833.00
AP 00377043 02/08/2017 GEOGRAPHICS 1,610.28 0.00 1,610.28
AP 00377044 02/08/2017 GILKEY, JOHN 150.00 0.00 150.00
AP 00377045 02/08/2017 GILKEY, JOHN 475.00 0.00 475.00
AP 00377046 02/08/2017 GLOBALSTAR USA 167.59 0.00 167.59
AP 00377047 02/08/2017 GRAINGER 0.00 1,954.33 1,954.33
AP 00377048 02/08/2017 GRAPHICS FACTORY INC. 255.37 0.00 255.37
AP 00377049 02/08/2017 GRIFFIN, SHIRR'L 27.11 0.00 27.11
AP 00377050 02/08/2017 GUMP INC, ANDY 177.43 0.00 177.43
AP 00377051 02/08/2017 H2 ENVIRONMENTAL 2,295.00 0.00 2,295.00
AP 00377052 02/08/2017 HAAKER EQUIPMENT CO 300.83 0.00 300.83
AP 00377053 02/08/2017 HDL COREN AND CONE 4,200.00 0.00 4,200.00
AP 00377054 02/08/2017 HEARTSAVERS LLC 80.00 0.00 80.00
AP 00377055 02/08/2017 HEILIG, KELLY 456.00 0.00 456.00
AP 00377056 02/08/2017 HENRIKSON OWEN & ASSOC INC. 7,096.00 0.00 7,096.00
AP 00377057 02/08/2017 HI WAY SAFETY INC 785.44 0.00 785.44
AP 00377058 02/08/2017 HOLLAND, BRANDIE 57.60 0.00 57.60
AP 00377059 02/08/2017 HORIZONS CONSTRUCTION COMPANY INTERNATIOI\ 403,565.63 0.00 403,565.63
AP 00377060 02/08/2017 HOSE MAN INC 40.26 0.00 40.26
AP 00377061 02/08/2017 HOYT LUMBER CO., SM 0.00 81.39 81.39
AP 00377062 02/08/2017 INDERWIESCHE, MATT 1,152.00 0.00 1,152.00
User: VLOPEZ - VERONICA LOPEZ Page: 2
Current Date; 02/21/2017
Report: CK_AGENDA_REG_PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
Check No. Check Date
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00377063
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00377093
00377094
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00377096
00377097
00377098
00377099
00377100
00377101
00377102
00377103
00377104
00377105
00377106
00377107
00377108
00377109
00377110
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02/08/2017
02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
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02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
02/08/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
INLAND EMPIRE PROPERTY SERVICES MC
INTELESYS ONE INC
JACOBSEN WEST
JACQUEZ, RICARDO
JOHN YEAW & ASSOCIATES
KAISER FOUNDATION HEALTH PLAN INC
LAMOUREUX, JULIE
LANCE SOLL AND LUNGHARD
LETNER ROOFING CO INC
LIGHTHOUSE, THE
LOCAL GOVERNMENT COMMISSION
MARIPOSA LANDSCAPES INC
MARQUEZ, EMMANUEL E
MATANGA, JULIE EDWARD
MATLOCK ASSOCIATES
MATTIE, RICK
MCMURRAY STERN INC
MGT OF AMERICA INC
MIDWEST TAPE
MOLINA, GINA
MOTION PICTURE LICENSING CORP
MOUNTAIN VIEW SMALL ENG REPAIR
MSA INLAND EMPIRE/DESERT CHAPTER
MURADIAN, LESLIE
NAPA AUTO PARTS
NEXTEL COMMUNICATIONS
NUNEZ, CLAUDIA
OCASSE-PDC
OFFICE DEPOT
ONTARIO WINNELSON CO
PEPSI -COLA
PERSONAL STRENGTHS PUBLISHING INC
PETES ROAD SERVICE INC
PHOENIX GROUP INFORMATION SYSTEMS
PRISTINE UNIFORMS LLC
PSA PRINT GROUP
RACELIS, MELVIN
RANCHO SMOG CENTER
RBM LOCK AND KEY SERVICE
RED WING SHOE STORE
REGREEN CORPORATION
RICHARD HEATH AND ASSOCIATES
RMA GROUP
ROBERTS, CHERYL L
RODRIGUEZ INC, RY
ROYAL WHOLESALE ELECTRIC
SAFARILAND LLC
P15
Fire Amount
0.00 380.00 380.00
418,639.42 0.00 418,639.42
95,335.92 0.00 95,335.92
199.00 0.00 199.00
190.36 0.00 190.36
220,683.09 0.00 220,683.09
200.00 0.00 200.00
5,448.00 0.00 5,448.00
47,442.05 0.00 47,442.05
104.06 50.38 154.44 ***
75.00 0.00 75.00
43,957.72 2,052.85 46,010.57 ***
324.00 0.00 324.00
306.00 0.00 306.00
1,840.00 0.00 1,840.00
450.00 0.00 450.00
941.00 0.00 941.00
1,620.00 0.00 1,620.00
1,081.58 0.00 1,081.58
0.00 65.00 65.00
318.43 0.00 318.43
86.65 0.00 86.65
240.00 0.00 240.00
400.00 0.00 400.00
42.78 0.00 42.78
0.00 131.97 131.97
211.90 0.00 211.90
159.00 0.00 159.00
3,751.87 652.27 4,404.14 ***
193.75 0.00 193.75
182.93 0.00 182.93
198.00 0.00 198.00
1,153.06 0.00 1,153.06
4,334.67 0.00 4,334.67
0.00 384.42 384.42
88.35 0.00 88.35
2,300.00 0.00 2,300.00
70.00 0.00 70.00
42.82 0.00 42.82
921.96 0.00 921.96
70,005.50 0.00 70,005.50
1,500.00 0.00 1,500.00
0.00 14,222.50 14,222.50
0.00 18.10 18.10
0.00 830.25 830.25
102.60 0.00 102.60
0.00 840.46 840.46
User: VLOPEZ - VERONICA
LOPEZ Page: 3
Report: CK_AGENDA_REG_PO
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait 1
Current Date: 02/21/2017
Time: 06:56:03
Check No. Check Date
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00377111
00377112
00377113
00377114
00377115
00377116
00377117
00377118
00377119
00377120
00377121
00377122
00377123
00377124
00377125
00377126
00377127
00377128
00377129
00377130
00377133
00377134
00377135
00377136
00377137
00377138
00377139
00377140
00377141
00377142
00377143
00377144
00377145
00377146
00377147
00377148
00377149
00377150
00377151
00377152
00377153
00377158
00377159
00377160
00377161
00377162
00377163
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02/08/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
SAN BERNARDINO CO AUDITOR CONT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO COUNTY SHERIFFS DEPT
SAN BERNARDINO CTY
SAN BERNARDINO CTY OFFICE OF THE ASSESSOR
SAN BERNARDINO SHERIFF'S DEPT
SBC TREASURER TAX COLLECTOR
SCOTT, APRIL
SERVICE CHAMPIONS HEATING & AIR
SHEAKLEY PENSION ADMINISTRATION
SHEAKLEY PENSION ADMINISTRATION
SHOETERIA
SITEONE LANDSCAPE SUPPLY LLC
SMITH, MICHAEL C
SO CALIF GAS COMPANY
SOCIAL VOCATIONAL SERVICES
SONSRAY MACHINERY LLC
SOURCE GRAPHICS
SOUTH COAST AQMD
SOUTHERN CALIFORNIA EDISON
SOUTHLAND FARMERS MARKET ASSOC INC
SOUTHLAND SPORTS OFFICIALS
STANDARD INSURANCE COMPANY
STERLING COFFEE SERVICE
STOTZ EQUIPMENT
SUN BADGE CO
SUNGARD PUBLIC SECTOR INC
SUNRUN INSTALLATION SERVICES INC
THOMPSON PLUMBING SUPPLY INC
U S LEGAL SUPPORT INC
U.S. BANK PARS ACCT #6746022500
U.S. BANK PARS ACCT #6746022500
U.S. BANK PARS ACCT #6746022500
UNITED PACIFIC SERVICES INC
UPS
US POSTMASTER
UTILIQUEST
VALDEZ, TRINA
VAN SCOYOC ASSOCIATES INC
VERIZON
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VIRTUAL PROJECT MANAGER INC
WAXIE SANITARY SUPPLY
WESTERN STATE DESIGN
WHITE CAP CONSTRUCTION SUPPLY
7,517.50
6,496.04
3,178.32
1,505.52
0.00
840.00
0.00
300.00
387.55
162.21
319.05
0.00
82.07
74.03
833.00
696.25
3,388.00
162.93
147.78
0.00
15,167.54
963.00
1,240.00
3,977.66
899.88
51,109.62
0.00
3,577.20
61.70
489.56
811.03
6,605.00
3,196.57
651.46
28,554.00
190.85
11,000.00
1,433.00
41.00
4,000.00
27.68
11,408.58
88.81
500.00
5,937.11
0.00
264.42
P16
Fire Amount
0.00
0.00
0.00
0.00
11,203.62
0.00
220.00
0.00
0.00
0.00
0.00
156.70
0.00
0.00
0.00
0.00
0.00
0.00
0.00
584.12
617.15
0.00
0.00
0.00
0.00
0.00
393.70
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
470.01
0.00
7,517.50
6,496.04
3,178.32
1,505.52
11,203.62
840.00
220.00
300.00
387.55
162.21
319.05
156.70
82.07
74.03
833.00
696.25
3,388.00
162.93
147.78
584.12
15,784.69 ***
963.00
1,240.00
3,977.66
899.88
51,109.62
393.70
3,577.20
61.70
489.56
811.03
6,605.00
3,196.57
651.46
28,554.00
190.85
11,000.00
1,433.00
41.00
4,000.00
27.68
11,408.58
88.81
500.00
5,937.11
470.01
264.42
User: VLOPEZ - VERONICA
Report: CK_AGENDA_REG_P
LOPEZ Page: 4
ORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I
Current Date: 02/21/2017
Time: 06:56:03
Check No. Check Date
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00377164
00377165
00377166
00377167
00377171
00377172
00377173
00377174
00377175
00377176
00377177
00377178
00377179
00377180
00377181
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00377203
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00377205
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00377207
00377208
00377209
00377210
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00377212
00377213
00377214
00377215
02/08/2017
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02/09/2017
02/09/2017
02/09/2017
02/09/2017
02/15/2017
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CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
WHITE HOUSE PHOTO INC
WORLD ELITE GYMNASTICS
YORK INSURANCE SERVICES GROUP INC
YORK INSURANCE SERVICES GROUP INC
BRODART BOOKS
KME FIRE APPARATUS
LIMS AUTO INC
LN CURTIS AND SONS
A AND R TIRE SERVICE
ABLE BUILDING MAINTENANCE
AFLAC GROUP INSURANCE
ALBERT A. WEBB
ALL WELDING
ALLIED BARTON SECURITY SERVICES LLC
ALPHAGRAPHICS
AMERICAN PLANNING ASSOCIATION
AMERICAN TRAFFIC PRODUCTS INC
AMTECH ELEVATOR SERVICES
ARTISTIC RESOURCES CORPORATION
ASCAP
AURORA PICTURES INC.
AUTO AND RV SPECIALISTS INC.
BABCOCK LABORATORIES INC
BALABIS, DANNY
BERGELIN, LESLIE
CVWD
CAL PERS
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CALIFORNIA, STATE OF
CASTILLO, JESSIE
CHAFFEY COLLEGE
CHAMPION AWARDS AND SPECIALTIES
CHARTER COMMUNICATIONS
CHAVEZ, JESUS
CHEVANCE, CLAUDE
CHINO VALLEY FIRE DISTRICT
CINTAS CORPORATION #150
CITY RENTALS
CLEARWATER GRAPHICS INC
CLIMATEC LLC
COAST RECREATION INC
COMP U ZONE
CONCEPT POWDER COATING
CONFIRE JPA
P17
Fire Amount
700.00 0.00 700.00
154.00 0.00 154.00
13,390.00 0.00 13,390.00
0.00 20,400.00 20,400.00
5,484.34 0.00 5,484.34
0.00 494.57 494.57
3,399.50 0.00 3,399.50
0.00 222.26 222.26
1,508.26 0.00 1,508.26
1,097.10 0.00 1,097.10
64.47 0.00 64.47
2,250.00 0.00 2,250.00
780.00 0.00 780.00
2,808.00 0.00 2,808.00
22.63 0.00 22.63
515.00 0.00 515.00
550.01 0.00 550.01
936.20 0.00 936.20
52.88 0.00 52.88
2,113.00 0.00 2,113.00
400.00 0.00 400.00
83.30 0.00 83.30
415.00 0.00 415.00
112.06 0.00 112.06
22.83 0.00 22.83
17,888.61 464.43 18,353.04 ***
27,760.80 5,934.00 33,694.80 ***
60.00 0.00 60.00
82.15 0.00 82.15
100.00 0.00 100.00
75.00 0.00 75.00
8.44 0.00 8.44
250.00 0.00 250.00
100.00 0.00 100.00
70.04 0.00 70.04
2,580.05 0.00 2,580.05
73.00 0.00 73.00
84.99 0.00 84.99
0.00 450.00 450.00
0.00 315.45 315.45
37.69 0.00 37.69
9,961.49 0.00 9,961.49
5,474.00 0.00 5,474.00
2,358.14 0.00 2,358.14
473.80 0.00 473.80
1,090.00 0.00 1,090.00
0.00 52,606.58 52,606.58
User: VLOPEZ - VERONICA
Report: CK_AGENDA_REG_P
LOPEZ Page: 5
ORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I.
Current Date: 02/21/2017
Time: 06:56:03
Check No. Check Date
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00377216
00377217
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00377220
00377221
00377222
00377223
00377224
00377225
00377226
00377227
00377228
00377229
00377230
00377231
00377232
00377233
00377234
00377235
00377236
00377237
00377238
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00377262
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02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
CRAFCO INC
CROP PRODUCTION SERVICES INC
D AND K CONCRETE COMPANY
DEPARTMENT OF JUSTICE
DIAMOND ENVIRONMENTAL SERVICES
DISCOUNT SCHOOL SUPPLY
DRAMATIC PUBLISHING
DUMBELL MAN FITNESS EQUIPMENT, THE
EASY TO GET WIRELESS
EDWARD PROFESSIONAL ADVISORS
ELLIS, IAN
EMBROIDME
ENTERSECT CORP
ETIWANDA SCHOOL DISTRICT
FLEET SERVICES INC.
FLORES, TINA
FONTAINE, JESSICA
FRANK'S UPHOLSTERY
FRANKLIN TRUCK PARTS
G AND M BUSINESS INTERIORS
GALVIN, JOSE
GARCIA, LUIS
GILLESPIE, MABEL
GOLDEN STATE RISK MANAGEMENT AUTHORITY
GOOD YEAR TIRE AND RUBBER CO.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
GRAINGER
GRAPHICS FACTORY INC.
GYROSCOPE INC
HDL COREN AND CONE
HEARTLAND EXPRESS INC OF IOWA
HEPNER, MIREYA
HI WAY SAFETY INC
HOME DEPOT CREDIT SERVICES 645
HOOD, KARYE
HOSE MAN INC
HUNTINGTON HARDWARE
INK SLINGER SCREEN PRINTING & EMBROIDERY
INLAND PRESORT & MAILING SERVICES
INTEGRITY DOOR & HARDWARE INC
JERICHO SYSTEMS INC
JLIFE SGPV
JOHN BURR CYCLES INC
JOHNNY ALLEN TENNIS ACADEMY
JS ENTERTAINMENT INC
K K WOODWORKING
KATOA, HENIETA
1,313.73
2,050.60
1,830.15
2,765.00
262.99
56.34
1,000.00
514.42
2,373.18
975.00
100.00
377.49
79.00
6,117.00
138.65
90.00
27.78
3,531.60
0.00
55,440.49
62.63
207.50
218.26
100,146.00
0.00
840.00
3,056.82
379.84
1,500.00
4,200.00
29.49
101.32
2,250.74
886.22
100.00
0.00
250.78
3,104.71
105.69
233.52
20,900.00
350.00
1,846.52
3,423.60
21,802.00
43.06
35.68
P18
Fire Amount
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
567.06
0.00
0.00
0.00
0.00
1,259.00
1,450.19
0.00
312.25
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
24.97
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,313.73
2,050.60
1,830.15
2,765.00
262.99
56.34
1,000.00
514.42
2,373.18
975.00
100.00
377.49
79.00
6,117.00
138.65
90.00
27.78
3,531.60
567.06
55,440.49
62.63
207.50
218.26
101,405.00
1,450.19
840.00
3,369.07 ***
379.84
1,500.00
4,200.00
29.49
101.32
2,250.74
886.22
100.00
24.97
250.78
3,104.71
105.69
233.52
20,900.00
350.00
1,846.52
3,423.60
21,802.00
43.06
35.68
***
User: VLOPEZ - VERONICA LOPEZ Page: 6 Current Date: 02/21/2017
Report: CK_AGENDA_REG_PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait 1 Time: 06:56:03
Check No. Check Date
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
00377263
00377264
00377265
00377266
00377267
00377268
00377269
00377270
00377271
00377272
00377273
00377274
00377276
00377277
00377278
00377279
00377280
00377281
00377282
00377283
00377284
00377285
00377286
00377287
00377288
00377289
00377290
00377291
00377292
00377293
00377294
00377295
00377296
00377297
00377298
00377299
00377300
00377301
00377302
00377303
00377304
00377305
00377306
00377307
00377308
00377309
00377310
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Vendor Name
KIM, SARAH
KIRK, ELENA
KOCHIS, ANTHONY
KRIEGER, ED
KUMAR, SANJAY
LANCE SOLL AND LUNGHARD
LEE, DIANNA
LEVERAGE INFORMATION SYSTEMS INC
LIFE ASSIST INC
LITTLE BEAR PRODUCTIONS
LOS ANGELES WOMEN POLICE OFFICERS & ASSOCIA'
LOS ANGELES WOMEN POLICE OFFICERS & ASSOCIA'
LOWES COMPANIES INC.
MACASINAG, NIEVES
MAGELLAN ADVISORS LLC
MARIPOSA LANDSCAPES INC
MARK CHRISTOPHER INC
MAXWELL, MICI-IELLE
MCMASTER CARR SUPPLY COMPANY
MIDWEST TAPE
MITY LITE INC.
MOORE, GEORGE
MOUNTAIN VIEW GLASS AND MIRROR INC
MUNICIPAL EMERGENCY SERVICES INC
NAPA AUTO PARTS
NEOPOST USA INC
NICHOLS, GARY
OCCUPATIONAL HEALTH CTRS OF CA
OCLC INC
OFFICE DEPOT
ONE M PRODUCTIONS INC
ONTARIO WINNELSON CO
ONTRAC
OPTION ONE PLUMBING
ORTEGA, YADIRA
PHOENIX GROUP INFORMATION SYSTEMS
PILCHER, ELENA
PRANTE, DIANA
PRE -PAID LEGAL SERVICES INC
PRECISION GYMNASTICS
PROMOTIONS TEES & MORE
PSA PRINT GROUP
R AND R AUTOMOTIVE
RANCHO CUCAMONGA FONTANA FAMILY YMCA
RAULS AUTO TRIM INC
RBM LOCK AND KEY SERVICE
RDO EQUIPMENT COMPANY
500.00
114.13
72.94
300.00
1,195.00
9,803.00
19.57
1,753.86
0.00
4,750.00
140.00
140.00
5,519.94
100.00
7,425.00
36,680.16
0.00
18.00
151.74
428.58
9,382.71
750.00
53.88
0.00
146.52
266.93
595.00
188.00
53.53
4,166.28
1,000.00
49.60
61.88
4,390.00
250.00
554.61
108.94
39.43
96.59
2,649.50
4,392.00
2,742.19
2,435.88
9,100.06
0.00
544.20
2,082.15
P19
Fire Amount
0.00
0.00
0.00
0.00
0.00
1,000.00
0.00
0.00
652.18
0.00
0.00
0.00
1,085.77
0.00
0.00
2,052.85
38.60
0.00
53.78
0.00
0.00
0.00
0.00
2,688.63
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
77.58
0.00
0.00
410.81
0.00
0.00
500.00
114.13
72.94
300.00
1,195.00
10,803.00 ***
19.57
1,753.86
652.18
4,750.00
140.00
140.00
6,605.71 ***
100.00
7,425.00
38,733.01 ***
38.60
18.00
205.52 ***
428.58
9,382.71
750.00
53.88
2,688.63
146.52
266.93
595.00
188.00
53.53
4,166.28
1,000.00
49.60
61.88
4,390.00
250.00
554.61
108.94
39.43
96.59
2,649.50
4,392.00
2,819.77 ***
2,435.88
9,100.06
410.81
544.20
2,082.15
User: VLOPEZ - VERONICA
LOPEZ Page: 7
Report: CK_AGENDA_REG_PO
Current Date: 02/21/2017
RTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
P20
Check No. Check Date Vendor Name C Fire Amount
AP 00377311 02/15/2017 RJM DESIGN GROUP INC 7,615.51 0.00 7,615.51
AP 00377312 02/15/2017 RODMAN, JERII E 75.00 0.00 75.00
AP 00377313 02/15/2017 ROTO ROOTER 165.00 0.00 165.00
AP 00377314 02/15/2017 ROW TRAFFIC SAFETY INC 5,500.00 0.00 5,500.00
AP 00377315 02/15/2017 ROYAL WHOLESALE ELECTRIC 2,435.05 0.00 2,435.05
AP 00377316 02/15/2017 SAFELITE FULFILLMENT INC 760.35 0.00 760.35
AP 00377317 02/15/2017 SAN BERNARDINO COUNTY SHERIFFS DEPT 1,156.00 0.00 1,156.00
AP 00377318 02/15/2017 SANDOVAL, ELIZABETH 54.79 0.00 54.79
AP 00377319 02/15/2017 SBPEA 995.55 0.00 995.55
AP 00377320 02/15/2017 SC FUELS 65,464.03 0.00 65,464.03
AP 00377321 02/15/2017 SEXTON, SHEILA 2.00 0.00 2.00
AP 00377322 02/15/2017 SHERIFFS COURT SERVICES 446.95 0.00 446.95
AP 00377323 02/15/2017 SHRED PROS 296.00 0.00 296.00
AP 00377324 02/15/2017 SIEMENS INDUSTRY INC 48,991.60 0.00 48,991.60
AP 00377325 02/15/2017 SMARTDEPLOY 4,950.00 0.00 4,950.00
AP 00377326 02/15/2017 SMARTLITE 395.00 0.00 395.00
AP 00377327 02/15/2017 SOLAR CITY CORPORATION 234.82 0.00 234.82
AP 00377334 02/15/2017 SOUTHERN CALIFORNIA EDISON 217,913.74 1,413.24 219,326.98 ***
AP 00377335 02/15/2017 SOUTHERN CALIFORNIA EDISON 327.19 0.00 327.19
AP 00377336 02/15/2017 SOUTHERN CALIFORNIA EDISON 1,824.09 0.00 1,824.09
AP 00377337 02/15/2017 SOUTHLAND FARMERS MARKET ASSOC INC 30.00 0.00 30.00
AP 00377338 02/15/2017 SOUTHLAND SPORTS OFFICIALS 460.00 0.00 460.00
AP 00377339 02/15/2017 SOUTHWEST MOBILE STORAGE INC 141.15 0.00 141.15
AP 00377340 02/15/2017 STANDARD INSURANCE COMPANY 0.00 1,399.20 1,399.20
AP 00377341 02/15/2017 STORAGE CONTAINER.COM 71.50 0.00 71.50
AP 00377342 02/15/2017 STOTZ EQUIPMENT 619.90 0.00 619.90
AP 00377343 02/15/2017 SUNRUN INSTALLATION SERVICES INC 61.69 0.00 61.69
AP 00377344 02/15/2017 TARGETSOLUTIONS 0.00 3,760.00 3,760.00
AP 00377345 02/15/2017 TASSO, PHILLIP 252.00 0.00 252.00
AP 00377346 02/15/2017 TEAMSIDELINE.COM 898.00 0.00 898.00
AP 00377347 02/15/2017 THE FLOOR WHISPERER.COM 81.10 0.00 81.10
AP 00377348 02/15/2017 THOMPSON PLUMBING SUPPLY INC 1,315.37 0.00 1,315.37
AP 00377349 02/15/2017 THOMSON REUTERS WEST PUBLISHING CORP 57.65 0.00 57.65
AP 00377350 02/15/2017 ULINE 2,025.37 0.00 2,025.37
AP 00377351 02/15/2017 UNDERGROUND SVC ALERT OF SO CAL 201.00 0.00 201.00
AP 00377352 02/15/2017 UNITED SCENIC ARTISTS PENSION AND WELFARE FU 400.00 0.00 400.00
AP 00377353 02/15/2017 UNITED SCENIC ARTISTS PENSION AND WELFARE FU 600.00 0.00 600.00
AP 00377354 02/15/2017 UNITED SITE SERVICES OF CA INC 470.76 422.30 893.06 ***
AP 00377355 02/15/2017 UNITED WAY 131.00 0.00 131.00
AP 00377356 02/15/2017 UNIVERSAL MARTIAL ARTS CENTERS 161.70 0.00 161.70
AP 00377357 02/15/2017 UPS 103.20 0.00 103.20
AP 00377358 02/15/2017 URIAS, DONNA 250.00 0.00 250.00
AP 00377359 02/15/2017 VANZANT, ANGIE 108.94 0.00 108.94
AP 00377360 02/15/2017 VERIZON BUSINESS 4,800.11 0.00 4,800.11
AP 00377361 02/15/2017 VERIZON WIRELESS - LA 611.16 0.00 611.16
AP 00377362 02/15/2017 VERIZON WIRELESS - LA 60.12 0.00 60.12
AP 00377363 02/15/2017 VERIZON WIRELESS - LA 158.16 0.00 158.16
User: VLOPEZ - VERONICA LOPEZ Page: 8 Current Date: 02/21/2017
Report: CK_AGENDA_REG_PORTRAIT_CONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
Check No.
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
AP
00377364
00377365
00377366
00377367
00377368
00377369
00377370
00377371
00377372
00377373
00377376
00377377
00377378
00377382
00377383
00377384
00377385
00377386
00377387
00377388
00377389
00377390
00377391
00377392
00377393
00377394
Note:
CITY OF RANCHO CUCAMONGA
AND
RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
Agenda Check Register
2/7/2017 through 2/20/2017
Check Date Vendor Name
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/15/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
02/16/2017
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VERIZON WIRELESS - LA
VOHNE LICHE KENNELS INC
VORTEX INDUSTRIES INC
WALTERS WHOLESALE ELECTRIC CO
WAXIE SANITARY SUPPLY
WESTCOAST MEDIA
WESTERN STATE DESIGN
WHITE CAP CONSTRUCTION SUPPLY
XEROX CORPORATION
ABC LOCKSMITHS
AIRGAS USA LLC
BRODART BOOKS
DUNN EDWARDS CORPORATION
EMCOR SERVICE
EWING IRRIGATION PRODUCTS
FASTENAL COMPANY
FORD OF UPLAND INC
HOLLIDAY ROCK CO INC
INLAND VALLEY DAILY BULLETIN
INTERSTATE BATTERIES
LEVEL 3 COMMUNICATIONS LLC
LIMS AUTO INC
ORKIN PEST CONTROL
VISTA PAINT
*** Check Number includes both City and Fire District expenditures
P21
Fire Amount
10.78 0.00
118.06 0.00
195.69 0.00
125.00 0.00
1,704.64 0.00
5,946.51 0.00
4,252.59 1,522.32
900.00 0.00
0.00 323.09
160.55 0.00
10,072.87 450.97
127.15 14.51
0.00 265.27
8,674.32 0.00
24.59 0.00
10,381.00 430.00
596.04 0.00
456.77 0.00
1,850.90 0.00
2,811.10 0.00
4,857.52 0.00
23,518.18 567.49
1,409.75 0.00
496.60 0.00
393.16 67.00
27.44 0.00
Total City:
Total Fire:
Grand Total:
10.78
118.06
195.69
125.00
1,704.64
5,946.51
5,774.91 ***
900.00
323.09
160.55
10,523.84 ***
141.66 ***
265.27
8,674.32
24.59
10,811.00 ***
596.04
456.77
1,850.90
2,811.10
4,857.52
24,085.67 * * *
1,409.75
496.60
460.16 ***
27.44
$5,587,549.93
$233,108.56
$5,820,658.49
User: VLOPEZ - VERONICA LOPEZ Page: 9 Current Date: 02/21/2017
Report: CK_AGENDA_REG_PORTRAITCONSOLIDATED - CK: Agenda Check Register Portrait I Time: 06:56:03
P22
STAFF REPORT
DATE: March 1, 2017
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Engineering Services Director/City Engineer
Romeo M. David, Associate Engineerd2
SUBJECT: CONSIDERATION OF APPROVAL TO AUTHORIZE THE ADVERTISING OF THE
"NOTICE INVITING BIDS" FOR THE CONSTRUCTION OF THE HELLMAN AVENUE
AND 8TH STREET WIDENING, TRAFFIC SIGNAL AND AT -GRADE IMPROVEMENTS
AT THE METROLINK TRACKS, LOCATED NORTH OF 8TH STREET AT SANBAG
MILE POST 98.2 AND SCRRA MILEPOST 39.59 (RR)
RECOMMENDATION:
It is recommended that the City Council approve plans and specifications for the construction of the
Hellman Avenue and 8th Street widening, Traffic Signal and at -grade improvements at the Metrolink Tracks
located north of 8th Street at SANBAG mile post 98.2 and SCRRA mile post 36.59 (RR), approve the
attached resolution authorizing the City Clerk to advertise the "Notice Inviting Bids".
BACKGROUND:
The current at -grade crossing of the Metrolink railroad tracks on Hellman Avenue north of 8th Street was
constructed in 1953. The crossing consists of a single set of tracks with associated railroad crossing gates
and signals on Hellman Avenue. As well, the intersection of Hellman Avenue at 8th Street is located Tess
than 100 feet south of the tracks and is controlled by an all -way STOP. The Southern California Regional
Rail Authority (SCRRA) has reviewed the current crossing and determined that it does not meet current
standards. Working with SCRRA, the City has developed plans to complete the widening of Hellman
Avenue from south of Jersey Boulevard to south of 8th Street and construction of a traffic signal at the
intersection of Hellman Avenue and 8th Street. Furthermore, SCRRA has prepared plans to construct
railroad crossing improvements including new gates, signals, and related equipment within the existing
SANBAG right-of-way for the Metrolink tracks. The cost for both the City and SCRRA projects is currently
estimated at $3,180,000 and will be funded by federal, state, and local funds.
ANALYSIS:
The overall scope of work for this project consists of, but is not limited to, the widening of the existing lanes
and construction of curb, gutter, curb ramps, sidewalk, drive approaches, retaining walls, street lights, and
installation of a new traffic signal at the intersection of Hellman Avenue and 8th Street.
The Engineer's estimate for Hellman Avenue and 8th Street widening, traffic signal and at -grade
improvements is $1,200,000. Legal advertisement is scheduled for March 7, 2017 and March 14, 2017
with bid opening at 2:00 PM on Tuesday, March 28, 2017, unless extended by addendum. Staff has
determined that the project is categorically exempt per Article 19, Section 15301(c) of the CEQA
guidelines.
Page 1 of 2
CITY COUNCIL STAFF REPORT — HELLMAN AVENUE - 8TH STREET IMPROVEMENTS
March 1, 2017
FISCAL IMPACT:
Funds from the Transportation Fund (Fund 124), Account No. 11243035650/1847124-0, in the amount of
$1,050,000 have been included in the Fiscal Year 2016/17 budget for this project. An appropriation, if
required, will be requested once bids are received.
COUNCIL GOAL ADDRESSED: ENHANCING PREMIER COMMUNITY STATUS
Advertising for bids is the next step in meeting the City Council's goal to widen Hellman Avenue at the
Metrolink tracks and construct intersection and traffic signal improvements at Hellman Avenue and 8th
Street.
ATTACHMENTS:
Attachment 1 — Vicinity Map
Page2of2
P23
P24
al
rioy.
n�
UPLAND
MONTE
19th ST.
VISTA
BASELINE AVE
LOWE
9th ST.
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.��_
—11 8th STREET 11
PROJECT
LOCATION
%P,
6th
g
1
NON S
FERRON
MAIN
um
STREET
FOOTHILL BC
oCHrArtuL
CMC
C::) CUCAMONGA
GAUSTI PARK
CITY OF RANCHO CUCAMONGA
Hellman Ave and 8th St
Widening and at Grade Crossing
Impr ovement Pr oject
N TS
ATTACHMENT 1
1
March 1, 2017 City Council Meeting 1 G. CONSENT CALENDAR - Item G3.
Staff Report — P22, Insert Resolution No. 17-025 after P24
RESOLUTION NO. 17-025
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA APPROVING PLANS AND
SPECIFICATIONS FOR THE "HELLMAN AVENUE AND 8TH ST
WIDENING, TRAFFIC SIGNAL AND AT -GRADE
IMPROVEMENTS AT THE METROLINK TRACKS" IN SAID CITY
AND AUTHORIZING AND DIRECTING THE CITY CLERK TO
ADVERTISE TO RECEIVE BIDS
WHEREAS, it is the intention of the City of Rancho Cucamonga to construct
certain improvements in the City of Rancho Cucamonga.
WHEREAS, the City of Rancho Cucamonga has prepared plans and specifications
for the construction of certain improvements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, HEREBY RESOLVES, that the plans and specifications presented by the City of
Rancho Cucamonga be and are hereby approved as the plans and specifications for the
"HELLMAN AVENUE AND 8TH ST WIDENING, TRAFFIC SIGNAL AND AT -GRADE
IMPROVEMENTS AT THE METROLINK TRACKS ".
BE IT FURTHER RESOLVED that the City Clerk is hereby authorized and directed
to advertise as required by law for the receipt of sealed bids or proposals for doing the work
specified in the aforesaid plans and specifications, which said advertisement shall be substantially
in the following words and figures, to wit:
"NOTICE INVITING SEALED BIDS OR PROPOSALS"
Pursuant to a Resolution of the Council of the City of Rancho Cucamonga, San Bernardino
County, California, directing this notice, NOTICE IS HEREBY GIVEN that said City of Rancho
Cucamonga will receive at the Office of the City Clerk in the offices of the City of Rancho
Cucamonga, on or before the hour of 2:00 p.m. on Tuesday, March 28, 2017, sealed bids or
proposals for the "HELLMAN AVENUE AND 8TH ST WIDENING, TRAFFIC SIGNAL AND AT -
GRADE IMPROVEMENTS AT THE METROLINK TRACKS" in said City.
Bids will be publicly opened and read in the office of the City Clerk, 10500 Civic Center Drive,
Rancho Cucamonga, California 91730.
Bids must be made on a form provided for the purpose, addressed to the City of Rancho
Cucamonga, California, marked, "Bid for Construction of the "HELLMAN AVENUE AND 8TH ST
WIDENING, TRAFFIC SIGNAL AND AT -GRADE IMPROVEMENTS AT THE METROLINK
TRACKS".
PREVAILING WAGE: Notice is hereby given that in accordance with the provisions of California
Labor Code, Division 2, Part 7, Chapter 1, Articles 1 and 2, the Contractor is required to pay not
less than the general prevailing rate of per diem wages for work of a similar character in the
locality in which the public work is performed, and not less than the general prevailing rate of per
diem wages for holiday and overtime work. In that regard, the Director of the Department of
Industrial Relations of the State of California is required to and has determined such general
prevailing rates of per diem wages. Copies of such prevailing rates of per diem wages are on file
RESOLUTION NO. 17-025 - Page 1 of 4
in the office of the City Clerk, City of Rancho Cucamonga, 10500 Civic Center Drive, Rancho
Cucamonga, California, and are available to any interested party on request. They can also be
found at www.dir.ca.gov/ under the "Statistics and Research" Tab. The Contracting Agency also
shall cause a copy of such determinations to be posted at the job site.
No contractor or subcontractor may be listed on a bid proposal for a public works project
(submitted on or after March 1, 2015) unless registered with the Department of Industrial
Relations pursuant to Labor Code section 1725.5 (with limited exceptions from this requirement
for bid purposes only under Labor Code section 1771.1(a)).
No contractor or subcontractor may be awarded a contract for public work on a public works
project (awarded on or after April 1, 2015) unless registered with the Department of Industrial
Relations pursuant to Labor Code section 1725.5.
This project is subject to compliance monitoring and enforcement by the Department of Industrial
Relations.
For all new projects awarded on or after April 1, 2015, the contractors and subcontractors must
furnish electronic certified payroll records to the Labor Commissioner.
The requirement to furnish electronic certified payroll records to the Labor Commissioner will
apply to all public works projects, whether new or ongoing, beginning January 1, 2016.
Pursuant to provisions of Labor Code Section 1775, the Contractor shall forfeit, as penalty to the
City of Rancho Cucamonga, not more than two hundred dollars ($200.00) for each laborer,
workman, or mechanic employed for each calendar day or portion thereof, if such laborer,
workman or mechanic is paid less than the general prevailing rate of wages herein before
stipulated for any work done under the attached contract, by him or by any subcontractor under
him, in violation of the provisions of said Labor Code.
Attention is directed to the provisions in Sections 1777.5 and 1777.6 of the Labor Code concerning
the employment of apprentices by the Contractor or any subcontractor under him.
Section 1777.5, as amended, requires the Contractor or subcontractor employing tradesmen in
any apprenticable occupation to apply to the joint apprenticeship committee nearest the site of
the public works project and which administers the apprenticeship program in that trade for a
certificate of approval. The certificate will also fix the ratio of apprentices to journeymen that will
be used in the performance of the contract. The ratio of apprentices to journeymen in such cases
shall not be less than one to five except:
A. When unemployment in the area of coverage by the joint apprenticeship committee
has exceeded an average of 15 percent in the 90 days prior to the request of certificate,
or
B. When the number of apprentices in training in the area exceeds a ratio of one to five,
or
C. When the trade can show that it is replacing at least 1/30 of its membership through
apprenticeship training on an annual basis statewide or locally, or
D. When the Contractor provides evidence that he employs registered apprentices on all
of his contracts on an annual average of not less than one apprentice to eight
journeymen.
RESOLUTION NO. 17-025 - Page 2 of 4
The Contractor is required to make contributions to funds established for the administration of
apprenticeship programs if he employs registered apprentices or journeymen in any apprenticable
trade on such contracts and if other Contractors on the public works site are making such
contributions.
The Contractor and subcontractor under him shall comply with the requirements of Sections
1777.5 and 1777.6 in the employment of apprentices.
Information relative to apprenticeship standards, wage schedules, and other requirements may
be obtained from the Director of Industrial Relations, ex -officio the Administrator of
Apprenticeship, San Francisco, California, or from the Division of Apprenticeship Standards and
its branch offices.
Eight (8) hours of labor shall constitute a legal day's work for all workmen employed in the
execution of this contract and the Contractor and any subcontractor under him shall comply with
and be governed by the laws of the State of California having to do with working hours as set forth
in Division 2, Part 7, Chapter 1, Article 3 of the Labor Code of the State of California as amended.
The Contractor or Subcontractor shall forfeit, as a penalty to the City of Rancho Cucamonga,
twenty-five dollars ($25.00) for each worker employed in the execution of the contract by the
respective contractor or subcontractor for each calendar day during which the worker is required
or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar
week in violation of the provisions of this article.
Contractor agrees to pay travel and subsistence pay to each workman needed to execute the
work required by this contract as such travel and subsistence payments are defined in the
applicable collective bargaining agreement filed in accordance with Labor Code Section 1773.1.
The bidder must submit with his proposal, cash, cashier's check, certified check, or bidder's bond,
payable to the City of Rancho Cucamonga for an amount equal to at least 10% of the amount of
said bid as a guarantee that the bidder will enter into the proposed contract if the same is awarded
to him, and in event of failure to enter into such contract said cash, cashiers' check, certified
check, or bond shall become the property of the City of Rancho Cucamonga.
If the City of Rancho Cucamonga awards the contract to the next lowest bidder, the amount of
the lowest bidder's security shall be applied by the City of Rancho Cucamonga to the difference
between the low bid and the second lowest bid, and the surplus, if any shall be returned to the
lowest bidder.
The amount of the bond to be given to secure a faithful performance of the contract for said work
shall be 100% of the contract price thereof, and an additional bond in an amount equal to 100%
of the contract price for said work shall be given to secure the payment of claims for any materials
or supplies furnished for the performance of the work contracted to be done by the Contractor, or
any work or labor of any kind done thereon, and the Contractor will also be required to furnish a
certificate that he carries compensation insurance covering his employees upon work to be done
under contract which may be entered into between him and the said City of Rancho Cucamonga
for the construction of said work.
Contractor shall possess any and all contractor licenses, in form and class as required by any
and all applicable laws with respect to any and all of the work to be performed under this contract;
including, but not limited to, a Class "A" License (General Engineering Contractor) in accordance
with the provisions of the Contractor's License Law (California Business and Professions Code,
Section 7000 et. seq.) and rules and regulation adopted pursuant thereto.
RESOLUTION NO. 17-025 - Page 3 of 4
The Contractor, pursuant to the "California Business and Professions Code," Section 7028.15,
shall indicate his or her State License Number on the bid, together with the expiration date, and
be signed by the Contractor declaring, under penalty of perjury, that the information being
provided is true and correct.
The work is to be done in accordance with the profiles, plans, and specifications of the City of
Rancho Cucamonga on file in the Office of the City Clerk at 10500 Civic Center Drive, Rancho
Cucamonga, California.
In an effort to go green and paperless, digital copies of the plans, specifications, and bid proposal,
including any future addenda or revisions to the bid documents, are available by going to
www.ciplist.com and signing up, by going to Member Login or Member Signup (it's free), then
choose California, then scroll down to San Bernardino County and click on Browse Cities, then
scroll down to Rancho Cucamonga and click on City Projects, then click on the Project of interest
under the Title and follow directions for download. Note, copies of the plans, specifications, bid
proposal, addendums and revisions will not be provided, digital copies must be downloaded from
the above website then printed. Prospective bidders must register for an account on
www.ciplist.com to be included on the prospective bidder's list(s) and to receive email updates of
any addenda or revisions to the bid documents. Be advised that the information contained on
this site may change over time and without notice to prospective bidders or registered users.
While effort is made to keep information current and accurate and to notify registered prospective
bidders of any changes to the bid documents, it is the responsibility of each prospective bidder to
register with www.ciplist.com and to check this website on a DAILY basis through the close of
bids for any applicable addenda or updates.
No proposal will be considered from a Contractor to whom a proposal form has not been
issued by the City of Rancho Cucamonga to registered prospective bidders from
www.ciplist.com.
The successful bidder will be required to enter into a contract satisfactory to the City of Rancho
Cucamonga.
In accordance with the requirements of Section 9-3.2 of the General Provisions, as set forth in
the Plans and Specifications regarding the work contracted to be done by the Contractor, the
Contractor may, upon the Contractor's request and at the Contractor's sole cost and expense,
substitute authorized securities in lieu of monies withheld (performance retention).
The City of Rancho Cucamonga, reserves the right to reject any or all bids.
Questions regarding this Notice Inviting Bids for the "HELLMAN AVENUE AND 8TH ST
WIDENING, TRAFFIC SIGNAL AND AT -GRADE IMPROVEMENTS AT THE METROLINK
TRACKS" may be directed to:
ROMEO M. DAVID, ASSOCIATE ENGINEER & PROJECT MANAGER
10500 Civic Center Drive, Rancho Cucamonga, CA 91730
(909) 477-2740, ext. 4070
ADVERTISE ON: March 7, 2017 and March 14, 2017
RESOLUTION NO. 17-025 - Page 4 of 4
P25
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: March 1, 2017
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Engineering Services Director/City Engineer 1.
Curt Billings, Associate Engineer X
SUBJECT: CONSIDERATION TO RELEASE MAINTENANCE GUARANTEE BOND
NO. 08712143M IN THE AMOUNT OF $6,627.37, FOR THE FY 2014-2015 SIDEWALK
IMPROVEMENTS FOR BUS STOPS AT VARIOUS LOCATIONS, CONTRACT
NO. 15-106
RECOMMENDATION:
It is recommended that the City Council authorize the City Clerk to release Maintenance Guarantee Bond
No. 08712143M in the amount of $6,627.37, for FY 2014-2015 Sidewalk Improvements for Bus Stops at
Various Locations, Contract No. 15-106.
BACKGROUND:
Contract No. 15-106 consisted of the construction of concrete sidewalk pads within the street parkway at
20 existing public transportation stops. The addition of concrete between sidewalks and curbs eliminated
barriers to ADA accessibility. The 20 locations throughout the City are used by 270 riders each day.
ANALYSIS:
The completed improvements were accepted by the City Council on February 3, 2016. Following City
Council acceptance, the contractor provided a maintenance bond for the duration of one year, for 10% of
the contract price as required by the contract. The required one-year maintenance period has ended and
the improvements remain free from defects in materials and workmanship. As such, it is recommended
that the maintenance bond be returned to the contractor.
Contractor:
Vido Samarzich, Inc.
4972 Crestview Place
Alta Loma, CA 91701
FISCAL IMPACT:
The improvements added 4,990 square feet of concrete pads at nineteen locations within the street
parkways thereby reducing landscape maintenance and watering costs for these areas. Construction of
these improvements was funded by a Transportation Development Act, Article 3 grant and Gas Tax
revenues.
COUNCIL GOAL(S) ADDRESSED:
None.
ATTACHMENTS:
Attachment 1 — Vicinity Map
Page 1 of 1
VICINITY MAP
FY 2014/2015 SIDEWALK IMPROVEMENTS
FOR BUS STOPS AT VARIOUS LOCATIONS
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Attachment #1
P27
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: March 1, 2017
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager umfn
INITIATED BY: Candyce Burnett, City Planner ift, l•
Tom Grahn, Associate Planner
SUBJECT: CONSIDERATION TO ACCEPT THE HOUSING ELEMENT ANNUAL
PROGRESS REPORT FOR 2016.
RECOMMENDATION:
It is recommended that the City Council accept the Housing Element Annual Progress Report
(APR) for 2016 and direct staff to submit the APR to the Governor's Office of Planning and
Research (OPR) and the California Department of Housing and Community Development (HCD).
BACKGROUND:
California Government Code Section 65400(a)(2)(B) requires that each city and county planning
agency prepare an Annual Progress Report (APR) to report on the status of the Housing Element
and on the progress of the implementation of the policies in the Element, using the forms and
definitions adopted by HCD. SB 375, as adopted and codified under this section of the
Government Code, requires that the annual report be considered at an annual public meeting
before the legislative body, and allow for public comment, but not necessarily as a public hearing.
The purpose of this report is to provide the Housing Element APR for 2016, covering the time
period from January 1, 2016 to December 31, 2016. The APR addresses the City's progress in
meeting the 2013 Regional Housing Needs Assessment (RHNA) projected housing need and to
describe the actions taken towards completion of the programs and status of compliance with the
deadlines in the housing element. The APR is due to HCD by April 1st each year.
ANALYSIS:
The Housing Element is an important planning policy document that is used to identify the City's
projected housing needs and to establish policies that support the further development of all
housing types, including affordable housing. All California municipalities are required to adopt a
Housing Element as part of their General Plan. Distinct from other General Plan elements, the
Housing Element is subject to detailed statutory requirements and mandatory HCD review.
The City Council adopted the 2013-2021 Housing Element on January 15, 2014. The document
was then submitted to HCD for certification. On March 21, 2014, HCD found the document to be
in full compliance with State housing element law.
Page 1 of 3
The APR contains five tables, four that address the City's progress in meeting the RHNA housing
need, and one that addresses the actions taken towards completion of the programs and the
status of compliance with the deadlines of the Housing Element.
RHNA Progress:
The 2013 Regional Housing Needs Assessment (RHNA) allocated to cities and counties within
the SCAG region their "fair share" of the regions' projected housing need by household income
group for the planning period (January 1, 2014 to October 1, 2021). Rancho Cucamonga's
construction need represents the total construction need to accommodate the expected increases
in population and employment growth and was a total of 848 housing units.
Regional Housing Needs Allocation (RHNA), 1/1/2014 to 10/1/2021
Household Income
Levels
Definition
(Percent of AMI)
RHNA
Percentage of RHNA
Very Low Income
Less than 50%
209
24.5%
Low -Income
51 to 80%
141
17.1%
Moderate -Income
81% to 120%
158
18.7%
Above Moderate Income
Over 120%
340
39.8%
Total
848
100.0%
Tables A, A2, A3, and B of the APR report on construction activities that support the goals of the
2013 RHNA, specifically:
• Table A provides a summary of new construction for Very Low, Low-, and Mixed Income
Multifamily Projects. This table identifies that no Extremely Low Income, Very Low Income,
Low -Income, or Moderate -Income units were constructed during the reporting period.
• Table A2 provides a summary of Units Rehabilitated, Preserved, or Acquired pursuant to
Government Code requirements. This table identifies that no units were rehabilitated,
preserved, or acquired during the reporting period.
• Table A3 provides a summary for Above Moderate -Income Units. This table identifies that
171 Above Moderate Income units were constructed during the reporting period.
• Table B provides a summary of the Regional Housing Needs Allocation Progress. This table
provides a summary of permitted units issued by affordability category and identifies that 171
Above Moderate -Income units were constructed during the reporting period. The total
remaining RHNA, by income category include 209 Very Low -Income, 141 Low -Income, and
158 Moderate -Income housing units; a total of 508 housing units. The City has exceeded the
340 Above Moderate -Income Units identified by the RHNA.
Housing Programs Progress:
• Table C provides a summary of the City's annual progress in the implementation of programs
and statutory requirements of the 2013-2021 Housing Element.
FISCAL IMPACT:
None.
Page2of3
P28
P29
COUNCIL GOAL(S) ADDRESSED:
This item addresses the following General Plan Goal(s):
ADEQUATE HOUSING SITES:
To provide a broad range of housing types balancing ownership and rental units, with a sufficient
number of dwelling units to accommodate new residents.
EQUAL HOUSING OPPORTUNITY:
To promote equal housing options for all economic segments of the community.
ATTACHMENTS:
Attachment 1 — Housing Element Annual Progress Report for 2016
Page 3of3
ANNUAL ELEMENT PROGRESS REPORT
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P31
RANCHO CUCAMONGA
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P32
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P33
ANNUAL ELEMENT PROGRESS REPORT
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RANCHO CUCAMONGA
Jurisdiction
- 12/31/2016
01/01/2016
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P34
ANNUAL ELEMENT PROGRESS REPORT
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P35
Housing Programs Progress Report - Government Code Section 65583.
Describe progress of all programs including local efforts to remove governmental constraints to the
maintenance, improvement, and development of housing as identified in the housing element.
Status of Program Implementation
As part of the 2013 Housing Element update the City prepared a map
identifying Vacant Uncommitted Residential Land. This inventory assess the
City's continued ability to facilitate a range of residential housing types.
The Mobile Home Accord was amended in 2016, to expire in February 2026,
and serves as rent stabilization agreement between the City and 7 of the 8
mobile home park owners.
The Mobile Home Rental Assistance Program provides a monthly rental
subsidy to 60 low income mobile home households.
Timeframe
in H.E.
CV
0 N
‘C71
N
Objective
Monitor the sites inventory annually to
assess the City's continued ability to
facilitate a range of residential housing
types.
Provide an inventory of vacant
residentially zoned properties to
interested affordable housing developers
after adoption of the Housing Element.
Annually update the listing to promote the
continued availability and marketability of
the identified properties.
Continue to encourage the conservation
of mobile home parks and discourage the
conversion of mobile home parks to other
uses in order to maintain a valuable
source of affordable housing.
Program Description
(By Housing Element Program Names)
Name of Program
Program HE -1: Inventory of Residential Sites
Program HE -2: Mobile Home Park Conservation
P36
No applications were submitted under the City's Condominium Conversion
Ordinance.
During 2016 the City amended the Development Code to establish specific
development standards for the City's Mixed Use (MU) Districts. Specifically
identifying standards for increased density, increased building height, reduced
building setbacks, and landscape coverage. During 2017 the City will further
refine the City's Mixed Use standards for the development of Mixed Use land
use properties.
The City continues to monitor the participation of all existing property owners
assisted through the First Time Homebuyer Program to ensure compliance
with all program requirements.
The City currently holds 1 single family residential property acquired through
the NSP program. During 2017 this property will be rehabilitated and sold to an
income eligible homebuyer.
N
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Ensure compliance with the City's
Condominium Conversion Ordinance.
Annually monitor the rate of conversion to
determine if modifications to the
ordinance are needed to maintain a
healthy rental housing market.
Utilize the Mixed Use District to provide
development standards ranging from 14
to 30 dwelling units per acre.
Utilize appropriate development
standards to achieve 30 units per acre on
the four identified Mixed Use District
properties, potentially achieving 1,035
dwelling units on 34.5 acres of land.
Annually monitor the participation of all
existing property owners assisted through
the First Time Homebuyer program. As
this activity was previously RDA funded,
the continued monitoring of this program
will not provide new funds or allow for
new applicant participation.
Acquire 12 properties for participation in
the two NSP funded activities making 10
properties available through the
Acquisition/Rehabilitation and Resale
Program HE -3: Condominium Conversion
Program HE -4: Mixed Use District
Program HE -5: First Time Homebuyer Program
Program HE -6: Neighborhood Stabilization Program
P37
The City continues to promote the Housing Choice Voucher program.
The Mobile Home Accord was updated in 2016 and will expire in February
2026.
The Mobile Home Accord serves as rent stabilization agreement between the
City and 7 of the 8 mobile home park owners.
The City annually recertifies all program participants. There are currently 60
participants in the Mobile Home Rental Assistance Program.
The City continues to monitor residential development on slopes greater than 8
N
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2021
program and 2 properties available to
local non-profit housing providers through
the Acquisition/Rehabilitation and Reuse
program.
Implement program close out consistent
with HUD's "Notice of Neighborhood
Stabilization Program; Close Out
Requirements and Recapture."
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Continue to administer and market the
program to 122 households annually.
Monitor the participation of all existing
participants assisted through the program
on a monthly basis. As this activity was
previously RDA funded, the continued
monitoring of this program will not provide
new funds or allow for new applicant
participation. As existing participants drop
out of the program no new
households will be permitted.
Continue to monitor residential
Program HE -7: Section 8
Program HE -8: Mobile Home Accord
Program HE -9: Mobile Home Rental Assistance
Program HE -12: Hillside Development Regulations
P38
percent.
No activity occurred in the implementation of this program related to a
modification of processing procedures.
No activity occurred in the implementation of this program due to a lack of
funding/resources.
The City's CDBG funded Home Improvement Program assisted approximately
18 low-income households during 2016.
The City continues to monitor existing Mills Act contracts. No new contracts
were entered into during 2016.
The Code Enforcement division did not conduct any neighborhood clean up
events during the program year.
This CDBG funded activity removed 11,500 square feet of graffiti in 2016.
N
N
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0
N
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N
N
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development on slopes 8 percent and
greater for compliance with the Hillside
Development Regulations.
Continue to evaluate and improve hillside
development processing procedures to
facilitate residential development in
hillside areas.
When funding resources become
available, establish CPTED concepts to
evaluate single-family and multi -family
developments and write CPTED
guidelines to improve the safety of new
residential developments.
Add to the Planning Department work
program and complete when funding
sources become available.
Assist 40 households annually through
the Home Improvement Program.
Continue to promote the availability of
these funding opportunities through
occasional articles in the "Grapevine", a
quarterly publication by the Community
Services Department, announcements on
the local public access channel RCN -3,
and program information and applications
at the Planning Department public
counter, and various community facilities.
Monitor existing Mills Act contracts and
promote the program to assist in the
preservation of historic resources.
Continue to support the bi-annual
neighborhood cleanup events within the
focus neighborhoods assisting
approximately 200 households.
Continue to provide graffiti removal
services to the residents of LMA eligible
Census Tract Block Groups within the
Program HE -13: Crime Prevention Through
Environmental Design
Program HE -14: Homeowner Rehabilitation Programs
Program HE -15: Mills Act Contracts
Program HE -16: Code Enforcement
Program HE -17: Graffiti Removal
P39
The City continues to fund a variety of nonprofit organizations that provide
services for homeless people and those at -risk of homelessness.
The Development Code was not amended within twelve months of adoption to
establish objective standards for emergency shelters. The City is undertaking a
series of Development Code amendments in 2017 to complete of this portion
of the program.
The City continues to implement regulatory incentives to facilitate the
development of quality housing that furthers City goals.
The City encourages and facilitates the construction of affordable senior and
family housing projects.
The City provides opportunities for development fee waivers and development
fee deferrals, particularly for those residential development projects that
include housing for large households and lower income households, especially
extremely low income households.
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Amendments, Development Code
Amendments, Conditional Use Permits,
Variances, Minor Exceptions, and Density
Bonuses as appropriate while balancing
the goal of preserving established
residential neighborhoods.
Assist as appropriate the construction of
affordable housing projects that address
the City's housing needs.
Seek opportunities to leverage housing
resources with those of for-profit groups,
developers, and nonprofit groups in the
community.
Prioritize projects that include
components for extremely low income
households and large households.
Pursue the availability of additional funds
for infrastructure improvements needed to
support affordable and special needs
housing.
Pursue the establishment of development
fee waivers and development fee
Program HE -18: Housing for Persons with Special
Needs
Program HE -19: Regulatory Incentives
Program HE -20: Financial Incentives
Program HE -22: Development Fees
P40
The City continues to evaluate application fees on an annual basis; however,
fees were not analyzed for their impact on the supply and affordability of
housing.
The current fee schedule was adopted by the City Council in 2012, and
updated annually, with no significant increase in entitlement application fees
and a reduction in building permit fees. Fees are consistent and compatible
with surrounding jurisdictions.
The City provides fair housing services through the CDBG program. This
CDBG funded activity annually assists approximately 50 households.
The City continues to evaluate and improve the permit processing procedures
to facilitate residential development.
The City did not revise the development review procedures to establish fast
tracking procedures for specific residential developments within 12 months of
approval; however, it is targeted for completion by July 2017.
0
N
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deferrals for those residential
development projects that include housing
for large households and lower income
households, especially extremely low
income households.
Within twelve months of the adoption of
the Housing Element, analyze the impacts
of increased development fees on the
supply and affordability of housing and
commit to biennial monitoring.
Promote the financial feasibility of
development affordable to lower income
households.
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Program HE -23: Analyze Development Fees on the
Supply and Affordability of Housing
Program HE -24: Fair Housing
Program HE -21: Permit Processing
P41
There are currently 265 units at -risk of conversion to market rate. All 265 units
are located within 4 apartment complexes, with affordability covenants
monitored by the Housing Authority of the County of San Bernardino (HACSB).
The City has not initiated the formation of a Committee to consider the
feasibility of establishing an Inclusionary Ordinance. No activity occurred in the
implementation of this program.
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RANCHO CUCAMONGA
Jurisdiction
01/01/2016
Reporting Period
General Comments:
P42
P43
CITY OF RANCHO CUCAMONGA
DATE:
TO:
FROM:
INITIATED BY:
SUBJECT:
STAFF REPORT
March 1, 2017
Mayor and Members of the City Council
Candyce Burnett, City Planne
Nikki Cavazos, Assistant Planner
CONSIDERATION OF APPROVAL OF PUBLIC CONVENIENCE OR
NECESSITY DRC2016-01038 — SPROUTS FARMERS MARKET — A request
for a Public Convenience or Necessity (PCN) determination for alcoholic
beverage sales for off-site consumption (Type 20 Off -Sale Beer and Wine)
for a grocery store (Sprouts Farmers Market) located in the Neighborhood
Commercial (NC) District at 6753 Carnelian Street — APN: 0202-541-62.
This project is categorically exempt from the requirements of the
California Environmental Quality Act (CEQA) pursuant to State CEQA
Guidelines Section 15301 (Class 1 Exemption — Existing Facilities).
RECOMMENDATION:
Staff recommends that the City Council approve the determination of Public Convenience or
Necessity DRC2016-01038 for the Sprouts Farmers Market located at 6753 Carnelian Street
through the adoption of the attached Resolution of Approval, and forward a copy to the
Department of Alcoholic Beverage Control (ABC).
BACKGROUND:
The applicant is Sprouts Farmers Market, a full service grocery store with existing locations all
over the country including 70 in California. One is in Rancho Cucamonga at the southeast corner
of Base Line Road and Day Creek Boulevard. The applicant proposes to open a second store in
a tenant space at 6753 Carnelian Avenue within an existing shopping center, Carnelian Plaza,
located at the southeast corner of 19th Street and Carnelian Avenue. Sprouts Farmers Market's
proposed hours of operation in this location will be 7:00 am to 11:00 pm. To the south and east
of the shopping center are single-family residences. To the north is another shopping center. To
the west is a shopping center, a gas station, and single-family residences. Currently, tenant
improvements for the proposed store are under construction and the store is estimated to be open
in May of 2017.
On May 17, 2016, the Planning Department approved a policy that supports the approval of
alcohol licenses within an over -concentrated census tract for retail businesses that (i) occupy a
building of no Tess than 12,000 square feet, and (ii) utilize no more than ten percent of floor area
for storage and display of alcoholic beverages (Exhibit I).
Due to an over -concentration of alcohol licenses within the census tract (20.15) where the
applicant's business is located, a determination of Public Convenience or Necessity (PCN) is
required before ABC can issue the related alcohol license. This business will be in compliance
with the previously mentioned policy, as the building occupied by the applicant is approximately
CITY COUNCIL STAFF REPORT
PUBLIC CONVENIENCE OR NECESSITY DRC2016-01038 — SPROUTS FARMERS MARKET
March 1, 2017
Page 2
30,519 square feet in floor area, and the storage and display area of alcohol will be Tess than 10
percent of the floor area. The applicant is proposing the wine and beer display area to be
approximately 240 square feet which is less than 1% of the total square footage of the store.
ANALYSIS:
A. Requirements from Department of Alcoholic Beverage Control (ABC): According to the
ABC staff, there are four (4) off -sale alcohol licenses in the subject Census Tract (20.15)
(Exhibit E). There are three (3) off -sale licenses allowed before a Public Convenience or
Necessity determination is required.
The Department of Alcoholic Beverage Control (ABC) regulates the distribution of liquor
licenses by setting limits on the various types of licenses in each census tract. The limits
are calculated based on the ratio of liquor licenses to the population within a given census
tract and is regulated by Section 23958 of the California Business and Professional Code.
In cases where a census tract exceeds the limit, a finding of Public Convenience or
Necessity (PCN) is required by the local agency, which in Rancho Cucamonga is the City
Council. The legislation purposely left the term Public Convenience or Necessity undefined
so that the local legislative body, in this case the City Council, would have the greatest
latitude for discretion based on the local conditions and circumstances.
B. Environmental Assessment: The Planning Department Staff has determined that the
project is categorically exempt from the requirements of the California Environmental Quality
Act (CEQA) and the City's CEQA Guidelines. The project qualifies as a Class 1 exemption
under State CEQA Guidelines Section 15301, which covers the permitting of existing
structures that involve negligible or no expansion of use beyond that existing at the time of
the lead agency's original determination. The project consists of issuing a Public
Convenience or Necessity determination for a new business with minor modifications to the
interior and exterior of the building. Staff finds that there is no substantial evidence that the
project will have a significant effect on the environment in that the building was intended to
be used by a commercial tenant. The City Council has reviewed the Planning Department's
determination of exemption, and based on its own independent judgment, concurs in the
staffs determination of exemption.
C. Facts to Support a Public Convenience or Necessity Determination:
The following are facts to support the requested Public Convenience or Necessity.
Fact: A grocery store with the general sale of alcoholic beverages is a common and
acceptable business practice.
Fact: The site is located at 6753 Carnelian Street, on the south east corner of Carnelian
Street and 19th Street within a retail shopping center. The Neighborhood
Commercial (NC) District allows for various commercial uses, including grocery
stores.
Fact: The Census Tract in which the site is located (20.15) currently contains four (4)
off -sale ABC licenses. This includes one (1) grocery store, one (1) drug store and
two (2) retail stores.
Fact: The business is located within a retail shopping center, which does not contain any
sensitive users, such as day care facilities, schools, and/or churches.
P44
P45
CITY COUNCIL STAFF REPORT
PUBLIC CONVENIENCE OR NECESSITY DRC2016-01038—SPROUTS FARMERS MARKET
March 1, 2017
Page 3
Fact: Rancho Cucamonga residents would be afforded more convenient opportunities
with the addition of a new grocery store that sells beer and wine to the current
selection of off -sale retail locations.
FISCAL IMPACT:
None.
COUNCIL GOAL(S) ADDRESSED:
Not Applicable.
CONCLUSION: Based on the above analysis, staff finds that the issuance of a Type 20 Off -Sale
Beer and Wine license by the Department of Alcoholic Beverage Control at the subject location
will not have a negative impact to the surrounding uses.
ATTACHMENTS:
Attachment 1 — Aerial Photo
Attachment 2 — Project Site Plan
Attachment 3 — Floor Plan
Attachment 4 — ABC Census Map
Attachment 5 — ABC List of Existing Off -Sale Licenses for Census Tract 20.15
Attachment 6 — ABC Number of Licenses Authorized by Census Tract
Attachment 7 — ABC Application Work Sheet
Attachment 8 — Application Letter Requesting PCN
Attachment 9 — PCN Determination Policy
Attachment 10 — Resolution No. 17-023
P46
Public Convenience or Necessity DRC2016-01038
Aerial Photo
Attachment 1
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P49
California ABC - License Query System - Data Portal
California Department of Alcoholic
Beverage Control
Off -Sale Licenses
For Census Tract 20.15
Report as of 2/5/2017
Page 1 of 1
4 of 4 Licenses Displayed
To create a downloadable
CSV File go back
and check the Create CSV
Dowload Option.
License
Number
Status
License
Type
Orig. Iss.
Date
Expir
Date
Primary Owner and Premises
Addr.
Business Name
Mailing
Address
Geo
Code
1)112864
ACTIVE
21
11/10/1981
4/30/2017
STATER BROS MARKETS
STATER BROS
PO BOX 150
3615
8770 BASELINE RD
MARKETS 53
SAN BERNARDINO, CA 92402 -
RANCHO CUCAMONGA, CA
0150
91701
Census Tract: 0020.15
2)486375
ACTIVE
20
10/12/2010
6/30/2017
WALGREEN CO
WALGREENS 05478
PO BOX 901, ATTN: L
3615
6701 CARNELIAN ST
MILOWSKI
RANCHO CUCAMONGA, CA
DEERFIELD, IL 60015-0901
91701-4556
Census Tract: 0020.15
3)548571
ACTIVE
20
11/24/2014
6/30/2017
7 ELEVEN INC
7 ELEVEN STORE
PO BOX 219088, ATT: 7 ELEVEN3615
9464 BASELINE RD
13979F
LICENSING
RANCHO CUCAMONGA, CA
DALLAS, TX 75221-9088
91701-5822
Census Tract: 0020.15
4)563298
ACTIVE
21
12/17/2015
11/30/2017
DAHI BROTHERS INC
PRESTIGE LIQUOR
3615
7263 CARNELIAN RD
RANCHO CUCAMONGA, CA
91701-5526
Census Tract: 0020.15
For a definition of codes, view our glossary..
Attachment 5
DcRep.asp
- - - End of Report ---
P50
2/6/2017
DEPARTMENT OF ALCOHOLIC BEVERAGE CONTROL
NUMBER OF LICENSES AUTHORIZED
BY CENSUS TRACT
County Name
County
Population
County Ratio
On Sale
County Ratio Off
Sale
Census
Tract #
Census Tract
Population
On Sale
Off Sale
SAN BERNARDINO
2,139,570
1277
1,430
17.02
4,827
3
SAN BERNARDINO
2,139,570
1277
1,430
17.03
5,979
4
4
SAN BERNARDINO
2,139,570
1277
1,430
17.04
5,056
3
3
SAN BERNARDINO
2,139,570
1277
1,430
17.06
6,231
4
4
SAN BERNARDINO
2,139,570
1277
1,430
17.07
5,966
4
4
SAN BERNARDINO
2,139,570
1277
1,430
18.03
2,985
2
2
SAN BERNARDINO
2,139,570
1277
1,430
18.04
5,145
4
3
SAN BERNARDINO
2,139,570
1277
1,430
18.06
4,760
3
3
SAN BERNARDINO
2,139,570
1277
1,430
18.08
4,413
3
3
SAN BERNARDINO
2,139,570
1277
1,430
18.09
4,476
3
3
SAN BERNARDINO
2,139,570
1277
1,430
18.10
4,497
3
3
SAN BERNARDINO
2,139,570
1277
1,430
18.12
4,321
3
3
SAN BERNARDINO
2,139,570
1277
1,430
18.13
4,576
3
3
SAN BERNARDINO
2,139,570
1277
1,430
19.01
5,753
4
4
SAN BERNARDINO
2,139,570
1277
1,430
19.03
8,028
6
5
SAN BERNARDINO
2,139,570
1277
1,430
19.05
6,389
5
4
SAN BERNARDINO
2,139,570
1277
1,430
19.06
7,060
5
4
SAN BERNARDINO
2,139,570
1277
1,430
20.10
9,013
7
6
SAN BERNARDINO
2,139,570
1277
1,430
20.11
4,006
3
2
SAN BERNARDINO
2,139,570
1277
1,430
20.13
4,207
3
2
SAN BERNARDINO
2,139,570
1277
1,430
20.14
4,846
3
3
SAN BERNARDINO
2,139,570
1277
1,430
20.15
4,777
3
MEM
SAN BERNARDINO
2,139,570
1277
1,430
1. •
3,883
3
SAN BERNARDINO
2,139,570
1277
1,430
20.17
5,826
4
4
SAN BERNARDINO
2,139,570
1277
1,430
20.18
5,342
4
3
SAN BERNARDINO
2,139,570
1277
1,430
20.19
4,757
3
3
SAN BERNARDINO
2,139,570
1277
1,430
20.21
5,201
4
3
SAN BERNARDINO
2,139,570
1277
1,430
20.22
11,426
8
7
SAN BERNARDINO
2,139,570
1277
1,430
20.23
5,118
4
3
SAN BERNARDINO
2,139,570
1277
1,430
20.25
5,056
3
3
SAN BERNARDINO
2,139,570
1277
1,430
20.27
5,543
4
3
SAN BERNARDINO
2,139,570
1277•
1,430
20.28
5,282
4
3
SAN BERNARDINO
2,139,570
1277
1,430
20.29
6,077
4
4
SAN BERNARDINO
2,139,570
1277
1,430
20.31
6,281
4
4
SAN BERNARDINO
2,139,570
1277
1,430
20.33
7,663
6
5
SAN BERNARDINO
2,139,570
1277
1,430
20.34
13,758
10
9
SAN BERNARDINO
2,139,570
1277
1,430
20.35
6,874
5
4
SAN BERNARDINO
2,139,570
1277
1,430
20.36
11,640
9
8
SAN BERNARDINO
2,139,570
1277
1,430
20.37
7,739
6
5
SAN BERNARDINO
2,139,570
1277
1,430
20.38
5,366
4
3
SAN BERNARDINO
2,139,570
1277
1,430
21.01
4,399
3
3
SAN BERNARDINO
2,139,570
1277
1,430
21.03
4,646
3
3
SAN BERNARDINO
2,139,570
1277
1,430
21.05
5,036
3
3
SAN BERNARDINO
2,139,570
1277
1,430
21.07
4,970
3
3
SAN BERNARDINO
2,139,570
1277
1,430
21.09
4,626
3
3
SAN BERNARDINO
2,139,570
1277
1,430
21.10
7,020
5
4
SAN BERNARDINO
2,139,570
1277
1,430
22.04
6,139
4
4
SAN BERNARDINO
2,139,570
1277
1,430
22.06
6,656
5
4
SAN BERNARDINO
2,139,570
1277
1,430
22.07
4,461
3
3
SAN BERNARDINO
2,139,570
1277
1,430
23.01
9,721
7
6
SAN BERNARDINO
2,139,570
1277
1,430
23.04
18,904
14
13
SAN BERNARDINO
2,139,570
1277
1,430
23.05
10,725
8
7
Attachment 6
Page 104
P51
Department of Alcoholic Beverage Control
INFORMATION AND INSTRUCTIONS -
SECTION 23958.4 B&P
P52
State of California
Edmund G. Brown Jr , Governor
Instructions This form is to be used for all applications for original issuance or premises to premises transfer of licenses.
Part 1 is to be completed by an ABC employee, given to applicant with pre -application package, with copy retained in
holding file or applicant's district file.
Part 2 is to be completed by the applicant, and returned to ABC.
PART 1 - TO BE COMPLETED BY ABC
i-APPLICAN r'S N7 ME
SF MARKETS, LLC
2 MENGSE-TAD(SGeel'number andname,, city, zip code)" ' 73: LICENSE TYPE -"-
6753 CARNELIAN ST., RANCHO CUCAMONGA, CA. 91701-4556 20
4 TYPE 01- BUSINESS
Full Service Restaurant Hofbrau/Cafeteria 1 ;Cocktail Lounge Private Club
Deli or Specialty Restaurant Comedy Club :Night Club Veterans Club
Cafe/Coffee Shop Brew Pub j_; Tavern: Beer Fraternal Club
JBed & Breakfast: Theater ii Tavern: Beer & Wine Wine Tasting Room
.Wine only All
Supermarket Membership Store Service Station Swap Meet/Flea Market
_ Liquor Store Department Store Convenience Market :Drive-in Dairy
DrugNariety Store Florist/Gift Shop Convenience Market w/Gasoline
1 Other - describe:
5. COON TY POPULATION - 6: TOTAL NUMBER OF L ENSES IN !..OLINTY 7 -RATIO OF LICENSLS 10 POPULATION IN C.,..N, , _ - —"
1 On -Sale Off -Sale ' On -Sale 'Off -Sale
6. CENSUS TRACT NUMBER 9. NO. 01- LICENSES ALLOWED INCENSUSTRACT 1D NOT OFLICENSES'EXISTINGINCENSUS`I'RACr
20.15 3 On -Sale X Off -Sale 4 On -Sale X_Off-Sale
11 IS THE ABOVE CENSUS'rRAC1 OVERCONCENTRATED WITH LICENSES? (Le , doss the ratio of licen;,e to poputaiion in rho census tract e.cceil The 'ralinof licenses to ii6pulation ler the entire celnlly?)
X Yes, the number of existing licenses exceeds the number allowed
L :No, the number of existing licenses is lower than the number allowed
-12.'DOES LA'N ENFORCEMENT AGENCt' MAINTAINCRIME'STATISTICS?
'!Yes (Go to Item #13) , No (Go to Item ##20)
'13. CrlIME REPORTING UIS rRiG r NUMBER 1T TOTAL NUMBER OF REPON t ING DIS IRIC TS 15. 101 AL NUMBER'OFOFFENSESTN ALL REPORTING'DISTRICTS
16 AVERAGL NO. OF OFFENSES PER DISTRICT
i7 1203.OF AVERAGE NUMBER OF OPFENSES 16. TOTAL i IJMlli R l51` OFFENSES IN REt'ORTING.DIS1 RIC!
19 IS THE PREMISES LOCA I EU INA NIGH CRIME REPORTING DISTRICT? de Inas a 2011. greater number of reported carnes thanthe average minter et renoned crimes as dotorminod'trom all dine
reporting dislicls within the iunsdlctmn of the local taw enforcement ellen 1
Yes, the total number of offenses in the reporting district equals or exceeds the total number in item #17
, No, the total number of offenses In the reporting district is lower than the total number in item #17
2U. CHECK TI IL- Boxl14Ar APPLIESTEheck only one box)
i a. If "No" is checked in both item #11 and item #19, Section 23958.4 B&P does not apply to this application, and no additional information will be needed
on this issue. Advise the applicant to bring this completed form to ABC when filing the application.
b. If "Yes" is checked in either item #11 or item #19, and the applicant is applying for a non -retail license, a retail bona fide public eating place license, a
retail license issued for a hotel, motel or other lodging establishment as defined in Section 25503.16(b) B&P, or a retail license issued in conjuction with a
beer manufacturer's license, or winegrower's license, advise the jrplicant to complete Section 2 and bring the completed form to ABC when filing the
application or as soon as possible thereafter.
rX c. If "Yes" is checked in either item #11 or item #19, and the applicant is applying for an off -sale beer and wine license, an off -sale general license, an on-
- sale beer license, an on -sale beer and wine (public premises) license, or an on -sale general (public premises) license, advise the applicant to lake this lotto
to the local governing body, or its designated subordinate officer or body to have therm complete Section 3. The completed form will need to be provided to
Governing Body/Designated Subordinate Name:
FOR DEPARTMENT USE ONLY
PREPARED BY IName of Depanrgont Employee)
ALMA RUIZ-ZUNIGA
ABC -245 (rev. 01-11)
PART 2 - TO BE COMPLETED BY THE APPLICANT (If box #20b is checked)
21. Based on the information on the reverse, the Department may approve your application if you can show that public convenience or
necessity would be served by the issuance of the license. Please describe below the reasons why issuance of another license is justified in
this area. You may attach a separate sheet or additional documention, if desired. Do not proceed to Part 3.
Attachment 7
22 APPLICANT SIGNA TUNE
23. DAIE SIGNED
P53
PART 3 - TO BE COMPLETED BY LOCAL OFFICIALS (If box #20c is checked)
The applicant named on the reverse is applying for a license to sell alcoholic beverages at a premises where undue concentration exists (i.e.,
an over -concentration of licenses and/or a higher Than average crime rate as defined in Section 23958.4 of the Business and Professions
Code). Sections 23958 and 23958.4 of the Business and Professions Code requires the Department to deny the application unless the local
governing body of the area in which the applicant premises are located, or its designated subordinate officer or body, determines within 90
days of notification of a completed application that public convenience or necessity would be served by the issuance.
Please complete items #24 to #30 below and certify or affix an official seal, or attach a copy of the Council or Board resolution or a signed
letter on official letterhead stating whether or not the issuance of the applied for license would serve as a public convenience or necessity.
2.1. WILL PUBLIC cUNVENIEtJCE 011 NECESSI1 V ISE SEITVLL) HT IS t!ft4i1L- OI- 11-115 ALCOI IOLIG BEVERAGE LICENSE
Yes No See Attached (i.e.. letter, resolution, etc.)
2$. AUDI 1 IUNAL COMMENT S. II DI SIRED (nra•; include reu;oris tor 9poro/el or deriml of public [rinv.:niiinril nr r C SSI1V};
20. GIrYICOi1NTY orrR5AL NAME
20 CI EV/LIOUN l'Y OFFICIAL SIGNA'l LIRE
.r27. eITY(cOUN7tr. OFFICIAL 11rLE
`_B. CIIYtCOUt'1TYOFFICIAL PHONE NUMHER
30 DATE SIGNED
ABC -245 REVERS[ (rev. 01-11)
P54
Sprouts Farmers Market
Site Address: 6753 Carnelian Street
Applicant: Sprouts Farmers Market
THE REQUEST
Sprouts Farmers Market ("the Applicant") is seeking the following discretionary
approval:
• The Applicant requests approval of a finding of Public Convenience and
Necessity to allow for the off-site sale of beer and wine in conjunction with an
approximate 35,084 square foot, full service grocery store in an over
concentrated census tract; 3 licenses are allowed and 4 exist. The hours of
operation will be from 7 am to 11 pm.
PROJECT DESCRIPTION
Proposed Grocery store
Through this application, the Applicant requests a finding of Public Convenience and
Necessity, for off-site sale of beer and wine in conjunction with a full service grocery
store. The proposed grocery store will be located in a retail complex at the southeast
corner of Carnelian and 19th Streets. The store will be the anchor tenant for the
commercial center, moving into a vacant 35,084 square foot, space that was once a
Hunnam Chain World Market.
Sprouts Farmers Market is a grocery store that specializes in farm -fresh produce
purchased from local growers. It will offer a full line of grocery products, including a
Sprouts Private label of bakery goods, a full service meat counter and deli. The stores
feature natural, organic and favorite indulgence foods at a great value. As a full service
grocery store, Sprouts Farmers Market proudly offers a variety of goods and services,
as outlined below:
• PRODUCE. Like any farmers market, our great strength is produce. Our
selection of quality fruits and vegetables includes seasonal and organic items at
prices that are ripe for the picking. Whenever possible, we buy directly from local
farms to ensure that customers get the freshest items Mother Nature has to offer
— at prices that are often 20% below conventional stores and way below the
natural foods megastores.
• GROCERY & PRIVATE LABEL. We offer a wide variety of great -tasting natural,
organic and mainstream items at highly competitive prices, so customers can do
most of their weekly shopping under one roof. We also source select products
from around the world for our highly regarded Sprouts private label line.
6753 Carnelian Street
Attachment 8
P55
• MEAT & SEAFOOD. Customers always rave about the Sprouts meat
department, in large part because of the fabulous value and superior flavor of our
all natural Sprouts OldTyme Beef and Pork. Unlike most grocers, we hand -pack
our farm -fresh chicken, and grind our own meats and sausages right in the store.
Sparkling seafood is delivered to our stores up to six days a week. There are
also organic choices, and even lots of delicious ready -to -cook items.
• VITAMINS & SUPPLEMENTS. The healthy life costs less at Sprouts. We feature
national brands of vitamins and nutritional supplements at 10% or more off the
usual retail prices, along with a vast array of Sprouts private label items — plus a
friendly and knowledgeable staff, and many ongoing educational classes and
seminars.
• BULK. In times like these, buying in bulk just makes sense. That's why the
Sprouts bulk department is growing in popularity and size — now with more than
200 bins filled with fresh trail mixes, rolled oats, sugars, flours, grains, dried fruits,
sweet treats and more.
• BAKERY. In the Sprouts Bakery, customers can find fresh rolls and sandwich
loaves, delectable cookies, irresistible pastries... and the wafting aromas of
warm breads right from the oven. We also carry many sugar -free, gluten-free and
low-carb products, all at family -friendly prices.
• WINE & BEER. Some farmers markets feature not just fruit, but the fruit of the
vine. So the Sprouts wine merchants have been hard at "work," sampling wines
from California, Australia, Chile and Europe, as well as the great specialty beers
of the world, narrowing down their eternal search for the best values in bottles
and brews.
• DELI. We carry a broad array of tasty deli meats and freshly made or made-to-
order sandwiches, fresh pre -packed salads, and delectable platters of prepared
meals—at prices that are surprisingly easy to swallow.
• DAIRY. No farmers market would be complete without an outstanding selection
of fresh dairy products. We feature everything from organic milk to fresh juices,
and cage -free eggs to kefir.
History of Sprouts
Henry Boney began Sprouts' longstanding legacy of providing fresh, natural food available
to anyone interested in eating well and spending less when he opened a San Diego fruit
stand in 1943. From there, he creates Speedee Mart, Boney's and other operations in the
San Diego area.
6753 Carnelian Street
P56
In 1969 two of Henry's sons, Stan and Steve, create a second generation Boney's store in
Ramona, CA. They went on to open Windmill Farms and Boney's, and in 1997 the family
renames the chain "Henry's Marketplace," in honor of their dad. In 1999 the Boney family
sells Henry's Marketplace to Wild Oats and due to a non -compete clause in California, they
open the first Sprouts in Phoenix AZ in 2002, with two family friends. In 2005 Sprouts
expands to California, repurchasing a store in El Cajon previously run by the Boney Family.
In 2007 Wild Oats is sold to Whole Foods Market and two years later Whole Foods divests
itself of Henry's, selling the chain to Smart & Final, Inc. (which, as of early 2007, is owned
by Apollo Management, LP). Sprouts continues to expand into Colorado, Texas and
California and by 2010 they open their 50th store, the first in Northern California
(Sunnyvale).
Sprouts continued with a period of rapid growth through acquisitions and new store
development. In 2011, Sprouts joined with Henry's Holdings, which ran 35 Henry's Farmers
Markets stores and eight Sun Harvest Market stores and a year later, Sprouts bought
Sunflower Farmers Market, thereby creating one of the largest natural food grocers in the
Western United States, with annual revenues more than $1 billion. In recent years, they
have expanded into the Southeast by adding new stores in Georgia, Missouri, Alabama and
Tennessee.
Today, Sprouts is one of the fastest growing retailers in the country. Sprouts employs more
than 24,000 team members and operates 250 stores in 13 states from coast to coast, with
stores in California, Arizona, Colorado, Utah, Texas, Oklahoma, New Mexico, Alabama,
Georgia, Kansas, Missouri, Tennessee and Nevada, with new states and stores being
added in 2017 and 2018. It is with great pleasure that Sprouts Farmers Market is
expanding its base into the City of Rancho Cucamonga; a prime location for the newest
addition to the Sprouts Farmers Market family.
Public Benefits
Sprouts Farmers Market is a fresh concept and will add nicely to the existing retail and
restaurants in the community. Sprouts will provide high quality and organic groceries
and related merchandise that contribute to the convenience and welfare of
neighborhood residents and workers. Currently, the space to be filled by the proposed
market is vacant and is a lost opportunity to provide identity and much desired services
and goods to the residents and workers in the community. The addition of a grocery
store at the proposed location will improve and revitalize the property. Provision of a
new quality establishment that is effectively maintained and operated, will enhance the
neighborhood's aesthetics, convenience, livability, and security. With operating hours
from 7 am to 11 pm, the project will improve the security, lighting, and attractiveness of
the location into the nighttime hours, without being open so late it is disruptive to the
residents.
With the redevelopment of a vacant lot, there are more "eyes on the street". A vibrant
community is always safer than areas with vacant and blighted lots. Therefore, the
addition of a new retail tenant in this location will help keep this retail center active and
6753 Carnelian Street
P57
open, thereby making the neighborhood more active and safer. The addition of a
grocery store use will in no way jeopardize, endanger or constitute a menace to public
health, safety or the general welfare of residents or workers in this area. The addition of
a desirable retail tenant will increase the value, use and enjoyment of adjacent
properties. Additionally, the site will have adequate lighting to keep the site visible and
safe and there will be a security system that utilizes cameras.
The market will be located in an area with a mix of residential, commercial and retail
uses, in a commercial center, close to public transportation (bus lines). The grocery
store will create approximately 100 new full- and part-time jobs in the neighborhood,
and its proposed goods and services will serve the needs of both residents and
workers, enhancing the desirability of the neighborhood as a place to work, as well as
live, directly and indirectly contributing to the jobs -housing linkage. The proposed
project helps realize the goal of co -locating jobs, housing and services in proximity to
transit, which in turn encourages greater pedestrian activity and hopefully aids in the
longer-term goal of encouraging a safer, more inviting environment.
With the current market.conditions, cities are seeing national retail chains go out of
business and with the collapse of these retail giants, there is a surplus of retail real
estate available. It is imperative that municipalities fill these spaces with successful
businesses to ensure continued economic development. The development of
successful commercial centers, serving surrounding residential neighborhoods, will add
to the value of the adjacent properties. Allowing new development to replace older
development will keep neighborhoods safer and will benefit the public health, safety and
general welfare of residents and workers.
Sale of beer and wine in the grocery store is consistent with the pattern of markets and
restaurants in this neighborhood. The proposed project is part of a development plan
that increases the utility of land, provides nearby residents and employees the option of
shopping without having to drive elsewhere, and adds appropriately to the mix of uses
in the immediate vicinity. Therefore, the proposed location is admirably suited for the
grocery store, in that it promotes livability and convenience for residents and employees
and furthers community and economic development.
Operation of the Proposed Business
On average, the sale of beer and wine is less than 5% of Sprouts' total sales volume. In
other Sprouts Markets in California, beer is approximately 0.05% of total sales and wine
is approximately 2.0% of overall sales, making the sale of beer and wine small although
very important to stay competitive within the marketplace. The sales area for beer and
wine is approximately 240 square feet, less than 1% of the total square footage for the
store. The sales area for beer and wine is highlighted in yellow on the attached floor
plan.
6753 Carnelian Street
P58
All staff will have the ABC's state mandated training, as well as an internal training on
the sale of alcohol as part of their new employee orientation. All staff selling alcohol will
be over 21 years of age.
While this is a full service grocery store, Sprouts has a very different business model.
Sprouts Farmers Market is a grocery store that specializes in farm -fresh produce
purchased from local growers. It will offer a full line of grocery products, including a
Sprouts Private label of bakery goods, a full service meat counter and a deli. The
stores feature natural, organic and favorite indulgence foods at a great value. Sprouts
Farmers Market gives neighboring residents and workers a supermarket alternative for
their shopping needs. A variety of goods and services is vital for the growth of any
neighborhood and with an increase in retail choices, neighborhoods become more
desirable to new residents. Sprouts Farmers Market offers an extensive (but not
prescriptive) mix of natural, organic and great -tasting mainstream foods with a strong
emphasis on value. Sprouts Market has carved out that magical middle ground
between conventional supermarkets, healthy food superstores, and Trader Joe's -like
discounters, making this a unique retailer in this neighborhood.
Sprouts Farmers Market is a growing retailer, with 70 stores in California. This retailer
is strong and will continue to grow. The economic welfare of a community depends on
healthy and viable commerce and strong businesses and the grocery store, as
proposed, will provide the community with an economically viable and respected
commercial establishment as part of its neighborhood -serving retail. The proposed
project will put the currently vacant space to good use' by establishing a full service
grocery store that will serve the community. This, in turn, will contribute to the economic
vitality of the site and to the City's tax base. The grocery store will also employee
approximately 100 people, which will provide employment for local residents and help
the jobs -housing balance desired by the City and promoted in the General Plan.
6753 Carnelian Street
P59
MEMORANDUM
PLANNING DEPARTMENT
Date: May 17, 2016
To: John R Gillison, City Manager
From: Candyce Burnett, Planning Directo
RANCHO
CUCAMONGA
By: Dat Tran, Assistant Planner
Dominick Perez, Associate Planner
Subject: PUBLIC CONVENIENCE OR NECESSITY (PCN) DETERMINATIONS POLICY
PURPOSE: To establish a policy for making Public Convenience or Necessity (PCN) determinations
allowing off-site retail of alcoholic beverages in areas of high alcoholic beverage retail concentration.
BACKGROUND: The Planning Department recently received development applications for two grocery
stores/markets that included requests to sell alcoholic beverages. These two markets are located in
Census Tracts where the number of off-site alcoholic beverage retail licenses granted by the Department
of Alcoholic Beverage Control (ABC) are over -concentrated. ABC allows a local jurisdiction to exceed the
limit prescribed by ABC if they can make the determination that a proposed business will serve public
convenience or necessity. After a discussion, staff has determined that PCN determinations should be
granted to businesses that meet certain size and floor area criteria. The Rancho Cucamonga Police
Department was consulted prior to staff establishing the criteria.
POLICY: PCN determinations will be granted to businesses in areas where the number of off-site
alcoholic beverage retail licenses are over -concentrated if they meet the following two criteria:
1. A business that wants to obtain an off-site alcoholic beverage license located within an over -
concentrated census tract shall have a minimum floor area of 12,000 square feet.
2. The space dedicated to alcohol sales and display may not exceed more than 10% of the total
floor area of the subject business.
The two proposed requirements would allow the City more flexibility in granting alcohol licenses while
maintaining control over the quality of the retail establishment and minimizing impact on adjacent
neighborhoods and businesses. This PCN policy will not affect on-site alcoholic beverage sales, such as
restaurants serving beer and wine, or off-site alcoholic beverage retail sales in areas where ABC
licenses are not over -concentrated. Additionally, PCN determinations do not automatically grant approval
of the use proposed for the site. A Conditional Use Permit may be required in addition to the PCN
determination depending on the nature and location of the proposed use.
CB:DT/DP/jp
Attachment 9
RESOLUTION NO. 17-023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING A DETERMINATION OF
PUBLIC CONVENIENCE OR NECESSITY DRC2016-01038 FOR
ALCOHOLIC BEVERAGE SALES FOR OFF-SITE CONSUMPTION
(TYPE -20 OFF -SALE BEER AND WINE) FOR A GROCERY STORE
(SPROUTS FARMERS MARKET) LOCATED IN THE NEIGHBORHOOD
COMMERCIAL (NC) DISTRICT AT 6753 CARNELIAN STREET - APN:
0202-541-62.
A. Recitals.
1. Sprouts Farmers Market filed an application for Public Convenience or Necessity
determination DRC2016-01038 as described in the title of this Resolution, for a Type 20 (off -sale
beer and wine) license from the Department of Alcoholic Beverage Control (ABC).
2. Section 23958 of the Business and Professional Code requires the City of Rancho
Cucamonga to make a determination that the issuance of the said license will service the public
convenience or necessity.
3. On the 1st day of March 2017, the City Council of the City of Rancho Cucamonga
reviewed said application prior to the adoption of this Resolution.
4. All legal prerequisites to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, it is hereby found, determined, and resolved by the City Council of the
City of Rancho Cucamonga as follows:
1. This Council hereby specifically finds that all of the facts set forth in the Recitals, Part A,
of this Resolution are true and correct.
2. Based upon the substantial evidence presented to this Council during the
above -referenced meeting on March 1, 2017, including written and oral staff reports, this Council
hereby specifically finds as follows:
a. A grocery store with the general sale of alcoholic beverages is a common and
acceptable business practice; and
b. The site is located at 6753 Carnelian Street, on the southeast corner of Carnelian
Street and 19th Street within a retail shopping center. The Neighborhood Commercial (NC) district
allows for various commercial uses, including grocery stores; and
Resolution No. 17-023- Page 1 of 2
ATTACHMENT 10
P60
P61
CITY COUNCIL RESOLUTION NO. 17-023
PUBLIC CONVENIENCE OR NECESSITY DRC2016-01038 — SPROUTS FARMERS MARKET
March 1, 2017
Page 2
c. The census tract in which the site is located (20.15) currently contains four (4) off -
sale ABC licenses. This includes one (1) grocery store, one (1) drug store, and two (2) retail stores;
and
d. The business is located within a retail shopping center, which does not contain any
sensitive users, such as day care facilities, schools, and/or churches; and
e. Rancho Cucamonga residents would be afforded more convenient shopping
opportunities with the addition of a grocery store that sells beer and wine.
f. With the imposition of a condition recommended by the City and set forth in Section
5, the retailer will operate the business in a manner that would not result in a change of use from a
market to a liquor store in violation of the City's Development Code.
3. Based upon the findings set forth in paragraphs 1 and 2 above, and with the condition
specified in Section 5, this City Council concludes that the issuance of an off -sale beer and wine
license for Sprouts Farmers Market, will not have a negative impact to the surrounding uses.
4. Based upon the findings and conclusions set forth in paragraphs 1, 2, and 3 above, this
City Council hereby determines that with the imposition of the condition specified in Section 5, the
issuance of an off -sale liquor license for Sprouts Farmers Market, will service the Public
Convenience or Necessity.
5. Based upon the findings and conclusions set forth in Paragraphs 1, 2, 3, and 4 above,
this City Council hereby approves the request for a Public Convenience or Necessity determination
subject to each and every condition set forth below.
Planning Department
1. The area devoted to the display and sale of alcoholic beverages shall
be limited to a maximum 10% of floor area. Any increase above and
beyond this limit will result in Code Enforcement action and ultimately
to the revocation of the store's business license.
6. The City Clerk shall certify the adoption of this Resolution.
Resolution No. 17-023- Page 2 of 2
P62
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: March 1, 2017
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director e?
Dean Rodia, Parks and Landscape Maintenance Superintendent
Kenneth Fung, Assistant Engineer
SUBJECT: CONSIDERATION TO APPROVE ACCEPTANCE OF THE LMD-4R PARK
LIGHTING RETROFIT FINAL PHASE PROJECT, CONTRACT NO. 16-214 AS
COMPLETE; RELEASE THE FAITHFUL PERFORMANCE BOND; ACCEPT
THE MAINTENANCE BOND; APPROVE A RESOLUTION AUTHORIZING
THE PUBLIC WORKS SERVICES DIRECTOR TO FILE A NOTICE OF
COMPLETION; AUTHORIZE THE RELEASE OF THE LABOR AND
MATERIALS BOND SIX MONTHS AFTER ACCEPTANCE; RELEASE THE
RETENTION 35 DAYS AFTER ACCEPTANCE AND APPROVE THE FINAL
CONTRACT AMOUNT OF $73,690
RECOMMENDATION:
It is recommended that the City Council accept the LMD-4R Park Lighting Retrofit Final
Phase Project, Contract No. 16-214 as complete, release the Faithful Performance Bond,
accept the Maintenance Bond, authorize the Public Works Services Director to file a
Notice of Completion, authorize the release of the Labor and Material Bond in the amount
of $74,690 six months after the recordation of Notice of Completion if no claims have
been received, authorize the release of the retention in the amount of $3 684.50, 35 days
after acceptance and approve the final contract amount of $73,690.
BACKGROUND:
The LMD-4R Park Lighting Retrofit Final Phase Project is the third and final project to replace the
existing lighting fixtures in the LMD-4R parks and paseos with new, energy efficient lighting
fixtures. The previous two (2) lighting retrofit projects replaced the existing lighting fixtures in all
the paseos, Coyote Canyon Park, Spruce Avenue Park and all but 5 of the lighting fixtures in
Milliken Park. The five remaining park lighting fixtures in Milliken Park were replaced with
inductive park lighting fixtures. This project's scope of work consists of the removal and
replacement of the existing park lighting fixtures at Ralph M. Lewis Park (32) and Mountain View
Park (33) with new LED park lighting fixtures.
ANALYSIS:
This project has been completed in accordance with the project documents and to the satisfaction
of the Public Works Services Director. Pertinent information on the project is as follows:
Page 1 of 2
• Budgeted Amount: $135,000
• Account Number: 1134303-5650/1858134-0
• Engineer's Estimate: $122,000
• City Council Approval to Advertise: July 20, 2016
• Publish Dates for local paper: July 26, 2016 and
August 2, 2016
• Bid Opening: August 23, 2016
• Contract Award Date: September 21, 2016
• Low Bidder: ReGreen, Inc. of El Segundo
• Contract Amount: $74,690
• 10% Contingency: $7,469
• Final Contract Amount: $73,690
• Difference in Contract Amount: -$1,000 (-1.3%)
The project specifications required that the contractor salvage and deliver several components
from the existing lighting fixtures to the City Yard. Items such as the lighting fixtures' lids and
lenses. These lids and lenses could then be reused to replace lighting fixtures that were
damaged/vandalized at other City parks and paseos. Unfortunately, the contractor's crews
damaged a number of lids while disassembling the existing lighting fixtures. The damaged lids
could not be re -used. The contractor agreed to a $1,000 deduction from the contract amount to
compensate the City for the damaged lids.
FISCAL IMPACT:
The project was completed within the approved fiscal budget.
ATTACHMENTS:
Attachment 1 — Notice of Completion
Attachment 2 — Resolution No. 17-024
Page 2 of 2
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P64
RECORDING REQUESTED BY:
CITY OF RANCHO CUCAMONGA
P. O. Box 807
Rancho Cucamonga, California 91729
WHEN RECORDED MAIL TO:
CITY CLERK
CITY OF RANCHO CUCAMONGA
P. O. Box 807
Rancho Cucamonga, California 91729
Exempt from recording fees pursuant to Govt. Cod. Sec. 27383
NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN THAT:
1. The undersigned is an owner of an interest or estate in the hereinafter described real
property, the nature of which interest or estate is:
All public rights-of-way within the boundaries of Contract No. 16-214
2. The full name and address of the undersigned owner is: CITY OF RANCHO
CUCAMONGA, 10500 CIVIC CENTER DRIVE, P. O. BOX 807, RANCHO CUCAMONGA, CALIFORNIA
91730.
3. On March 1, 2017, there was completed in the hereinafter described real property the
work of improvement set forth in the contract documents for:
LMD-4R Park Lighting Retrofit Final Phase Project
Remove and replace existing park lighting fixtures with new LED park lighting fixtures
4. The name of the original contractor for the work of improvement as a whole was:
ReGreen, Inc. of El Segundo
5. The real property referred to herein is situated in the City of Rancho Cucamonga,
County of San Bernardino, California, and is described as follows:
Ralph M. Lewis Park, Mountain View Park and Milliken Park, Rancho Cucamonga, CA 91739
APN: 1077-422-44, 1090-121-32 and 1090-181-02
6. Exhibit A attached hereto Resolution No. 17-024:
DATE
Executed in the City of Rancho Cucamonga,
California
CITY OF RANCHO CUCAMONGA, a
Municipal Corporation, Owner
I hereby certify under penalty of perjury that the
foregoing is true and correct.
William Wittkopf
Public Works Services Director
ATTACHMENT 1
P65
RESOLUTION NO. 17-024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ACCEPTING THE LMD-
4R PARK LIGHTING RETROFIT FINAL PHASE PROJECT,
CONTRACT NO. 16-214 AND AUTHORIZING THE FILING OF A
NOTICE OF COMPLETION FOR THE WORK
WHEREAS, the LMD-4R Park Lighting Retrofit Final Phase Project,
Contract No. 16-214, has been completed to the satisfaction of the Public Works Services
Director; and
WHEREAS, a Notice of Completion is required to be filed, certifying the
work complete.
NOW, THEREFORE, the CITY COUNCIL of the City of Rancho
Cucamonga hereby resolves, that the work is hereby accepted and the Public Works
Services Director is authorized to sign and file a Notice of Completion with the County
Recorder of San Bernardino County.
ATTACHMENT 2
P66
DATE:
TO:
March 1, 2017
Mayor and Members of the City Council
STAFF REPORT
FROM: John R. Gillison, City Manager
INITIATED BY: Elisa Cox, Deputy City Manager
Erika Lewis -Huntley, Managemeeif Analyst III
SUBJECT: CONSIDERATION TO ADOPT URGENCY ORDINANCE NO. 901,
REAUTHORIZING THE CITY'S PUBLIC, EDUCATIONAL, AND
GOVERNMENTAL ACCESS SUPPORT FEE AND CONDUCT 1ST
READING OF ORDINANCE NO. 902, REAUTHORIZING AND
READOPTING THE CITY'S PUBLIC, EDUCATIONAL, AND
GOVERNMENTAL ACCESS SUPPORT FEE
RECOMMENDATION:
It is recommended that the City Council:
A. Adopt the Urgency Ordinance No. 901 entitled "An Urgency Ordinance of the City of
Rancho Cucamonga Reauthorizing the City's Public, Educational, and Governmental Access
Support Fee" by four-fifths vote by title only; and
B. Conduct 15' reading of Ordinance No. 902 entitled "An Ordinance of the City of Rancho
Cucamonga Reauthorizing and Readopting the City's Public, Educational, and Governmental
Access Support Fee" by title only.
BACKGROUND:
In accordance with state law, the City imposes a 1% Public, Educational and Governmental
("PEG") access fee on all state franchised video service providers operating within the City to
support PEG programming facilities. Unless this ordinance is reauthorized, the 1% PEG access
fee will expire on March 8, 2017.
ANALYSIS:
In 2006, the California Legislature adopted the Digital Infrastructure and Video Competition Act
("DIVCA"), which changed the manner in which video services are regulated by replacing local
franchising with a state franchising system administered by the Public Utilities Commission.
DIVCA requires state franchise holders to offer at least three PEG channels to each community
in which they operate. DIVCA also authorizes cities to adopt an ordinance imposing a fee on state
franchise holders to support PEG programming facilities.
Page 1 of 2
P67
The City Council established such a fee on March 21, 2007 by adopting Ordinance No. 774 to
require video service providers who have been issued state franchises to pay the City a PEG
access fee of 1% of the video service provider's gross revenues.
DIVCA also provides, however, that any ordinance adopting a PEG access fee "shall expire, and
may be reauthorized, upon the expiration of the state franchise." Public Utilities Code section
5870.
Pacific Bell Telephone Company d/b/a SBC Pacific Bell Telephone Company d/b/a AT&T
California ("AT&T') and Verizon California, Inc. received state video franchises to operate within
the City on March 30, 2007 and March 8, 2007, respectively. These franchises will expire on
March 30, 2017 and March 8, 2017, respectively.
The City's PEG fee will therefore expire on March 8, 2017 unless the City Council reauthorizes
the fee.
The proposed Urgency Ordinance and the Ordinance would reauthorize the City's PEG fee and
therefore preserve funding available to support PEG programming facilities.
Staff believes that an urgency ordinance is necessary for the immediate preservation of the public
peace, health and safety because the City depends upon the PEG fee to support PEG access
channel facilities, which are essential to providing city residents with important civic programming
including emergency alerts and community and governmental news. If this Ordinance does not
become effective immediately, but instead becomes effective thirty days after its second reading,
funding for City PEG facilities could lapse causing residents who rely on PEG channels for
emergency broadcasts and news updates to lose a vital source of City information. Any lapse in
funding may also lead to confusion among state video franchisees operating within the City
regarding the payment of PEG access fee leading the City to incur additional costs to recover any
overdue fees. The Urgency Ordinance will also bridge the gap between the expiration of the
Verizon Franchise and the adoption of the permanent ordinance which will occur 30 days following
its adoption.
FISCAL IMPACT:
The Ordinances will reauthorize a 1% PEG access support fee that the City currently receives. If
the City Council does not reauthorize the PEG access support fee, the City will not receive further
PEG access fees from video service providers operating under state franchises within the City.
COUNCIL GOAL(S) ADDRESSED:
Not Applicable
ATTACHMENTS:
Attachment 1 — Urgency Ordinance No.901
Attachment 2 — Ordinance No. 902
Page 2 of 2
P68
ORDINANCE NO. 901
AN URGENCY ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, REAUTHORIZING THE CITY'S PUBLIC, EDUCATIONAL,
AND GOVERNMENTAL ACCESS SUPPORT FEE
WHEREAS, Section 5870(n) of the Public Utilities Code, which was enacted as part of the Digital
Infrastructure and Video Competition Act of 2006, authorized the City adopt an ordinance establishing a
fee on state -franchised video service providers to support public, educational, and governmental ("PEG")
access channel facilities; and
WHEREAS, the City adopted an ordinance establishing such a fee, which is codified in Section
7.02.050 of the Municipal Code; and
WHEREAS, Section 5870(n) of the Public Utilities Code states that such an ordinance shall
expire, and may be reauthorized, upon the expiration of a state franchise; and
WHEREAS, the first state franchise to include the City, California Video Franchise Certificate
Franchise No. 0001 granted to Verizon California, Inc. will expire on March 8, 2017; and
WHEREAS, the second state franchise to include the City, California Video Franchise Certificate
Franchise No. 0002 granted to Pacific Bell Telephone Company d/b/a SBC Pacific Bell Telephone
Company d/b/a AT&T California ("AT&T") will expire on March 30, 2017.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA DOES
ORDAIN AS FOLLOWS:
Section 1. Urgency Findings. The City Council finds as follows:
(a) Currently, the City depends upon the PEG access fee to support PEG access channel
facilities, which are essential to providing city residents with important civic programming including
emergency alerts and community and governmental news. Pursuant to Public Utilities Code Section
5870(n), the City's PEG access fee codified in Section 7.02.050 of the Municipal Code shall expire upon
the expiration of a state franchise. The first state franchise to include the City, California Video Franchise
Certificate Franchise No. 0001 granted to Verizon California, Inc. will expire on March 8, 2017. The
second state franchise to include the City, California Video Franchise Certificate Franchise No. 0002
granted to AT&T will expire on March 30, 2017. If the City's PEG fee is not reauthorized immediately,
the City may lose funding for its PEG programming facilities. Any loss of funding would jeopardize a
trustworthy, reliable and immediate means by which the City communicates with its residents. Any lapse
in funding may also lead to confusion among state video franchisees operating within the City regarding
the payment of PEG access fee leading the City to incur additional costs to recover any overdue fees.
(b) Therefore, the City Council finds and determines that the immediate preservation of the
public peace, health and safety requires that this ordinance be enacted as an urgency ordinance
pursuant to Government Code Section 36937(b) and take effect immediately upon adoption. If this
Ordinance does not become effective immediately, but instead becomes effective thirty days after its
second reading, funding for City PEG facilities could lapse causing residents who rely on PEG channels
for emergency broadcasts and news updates to lose a vital source of City information. Therefore, this
Ordinance is necessary for the immediate preservation of the public peace, health and safety and its
urgency is hereby declared.
Ordinance No. 901 — Page 1 of 2
ATTACHMENT #1
P69
Section 2. The City Council hereby reauthorizes the fee on state -franchised video service
providers to support public, educational, and governmental channel facilities codified in Section 7.02.050
of the Municipal Code, which fee shall remain unchanged and in full effect as to all state -franchised video
service providers.
Section 3. The City Clerk shall certify to the adoption of this Ordinance and cause the same
to be published as required by law.
PASSED, APPROVED, AND ADOPTED this 1st day of March, 2017.
Ordinance No. 901 — Page 2 of 2
ATTACHMENT #1
ORDINANCE NO. 902
AN ORDINANCE OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA, REAUTHORIZING AND READOPTING THE CITY'S
PUBLIC, EDUCATIONAL, AND GOVERNMENTAL ACCESS SUPPORT
FEE.
WHEREAS, Section 5870(n) of the Public Utilities Code, which was enacted as part of the Digital
Infrastructure and Video Competition Act of 2006, authorized the City adopt an ordinance establishing a
fee on state -franchised video service providers to support public, educational, and governmental ("PEG")
access channel facilities; and
WHEREAS, on March 21, 2007 the City adopted Ordinance No. 774 establishing such a fee,
which is codified in Section 7.02.050 of the Municipal Code; and
WHEREAS, Section 5870(n) of the Public Utilities Code states that such an ordinance shall
expire, and may be reauthorized, upon the expiration of a state franchise, and that a fee may be adopted
at any time; and
WHEREAS, the first state franchise to include the City, California Video Franchise Certificate
Franchise No. 0001 granted to Verizon California, Inc. will expire on March 8, 2017; and
WHEREAS, the second state franchise to include the City, California Video Franchise Certificate
Franchise No. 0002 granted to Pacific Bell Telephone Company d/b/a SBC Pacific Bell Telephone
Company d/b/a AT&T California ("AT&T') will expire on March 30, 2017.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA DOES
ORDAIN AS FOLLOWS:
Section 1. The City Council hereby reauthorizes and readopts the fee on state -franchised
video service providers to support public, educational, and governmental channel facilities codified in
Section 7.02.050 of the Municipal Code, which fee shall remain unchanged and in full effect as to all
state -franchised video service providers.
Section 2. The City Clerk shall certify to the adoption of this Ordinance and cause the same
to be published as required by law.
PASSED, APPROVED, AND ADOPTED this day of , 2017.
Ordinance No. 902 — Page 1 of 1
P70
ATTACHMENT #2
Public, Educational, Governmental
(PEG) Access Support Fee
City Council
March 1, 2017
CITY OF RANCHO CUCAMONGA
Background
• In 2006, the California Legislature adopted the
Digital Infrastructure and Video Competition Act
(DIVCA) changing the manner in which video
services are regulated.
• Replaced local franchising with a state franchising
system administered by the Public Utilities
Commission.
• Authorized cities to adopt an ordinance imposing a
fee on state franchise holders to support Public,
Educational, Governmental (PEG) programming
facilities up to 1% of gross revenues.
CITY OF RANCHO CUCAMONGA
PEG Ordinances
• City Council established a 1% PEG fee in 2007 by
adopting Ordinance No. 774.
• DIVCA also provides that any ordinance adopting a
PEG fee "shall expire, and may be reauthorized,
upon the expiration of the state franchise."
• Two video service providers received state
franchises in March of 2007 which will expire this
month unless the Council reauthorizes the fee.
• The proposed ordinances would reauthorize the
City's PEG fee and therefore preserve funding
available to support PEG programming facilities.
CITY OF RANCHO CUCAMONGA
PEG Ordinances
• An urgency ordinance is necessary because the City
depends upon the PEG fee to support PEG access
channel facilities, which are essential to providing
residents with important civic programming including
emergency alerts and community and governmental
news.
• If this ordinance does not become effectively
immediately, but instead becomes effective 30 days
after its second reading, funding could lapse causing
residents who rely on PEG channels for emergency
broadcasts and news updates to lose a vital source of
City information.
CITY OF RANCHO CUCAMONGA
P71
CITY OF RANCHO CUCAMONGA
DATE: March 1, 2017
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: Elisa Cox, Deputy City Manager _
Michael Parmer, Management Analyst 1'
SUBJECT: Adoption of the Healthy RC Evaluation} Flan
STAFF REPORT
RECOMMENDATION:
It is recommended that City Council adopt the Healthy RC Evaluation Plan: A Roadmap for
Promoting Health, Equity, and Sustainable Change in Rancho Cucamonga,
BACKGROUND:
Healthy RC is a complex system of interconnected planning, program, policy, and partnership
efforts that work across sectors and priority areas to promote community health and wellness.
Launched by the City Council in 2008, the initiative has expanded to a broad-based community
partnership, with an emphasis on resident engagement and empowerment. Healthy RC is widely
acknowledged at the local to national level by funders, advocates, and professionals in the field
as a unique approach — a genuine partnership of City government, community agencies, and
grass-roots residents who collectively identify their community's health challenges and decide
how best to address them. This approach has cultivated a culture of health, reducing health
disparities and inequities, and engaging all community sectors in health improvement initiatives
to achieve a collective impact on some of the community's most serious health problems —
childhood obesity, suicide rates, heart disease, and diabetes, among others. In 2014, City Council
adopted a comprehensive Healthy RC Strategic Plan which identified broad goals and preliminary
strategies for improving community health.
Relationship to the Healthy RC Strategic Plan
The Healthy RC Evaluation Plan (hereinafter Evaluation Plan) builds on the foundation for
community health improvement that was laid by the Healthy RC Strategic Plan. The Healthy RC
Strategic Plan is a living, working document that guides the actions of the initiative, and the
evaluation plan is aligned with, and intrinsically linked to, the community health priorities
established by it [the strategic plan].
Role of the Community
As with all aspects of Healthy RC, community members played a critical role in shaping and
guiding the evaluation plan. An evaluation subcommittee was established that provided authentic
voices of community members who were experienced with Healthy RC, knowledgeable regarding
evaluation, and brought their community expertise to all aspects of the evaluation. The role of
Evaluation Subcommittee members was to prioritize health indicators, interpret findings, shape
the evaluation plan to be consistent with community values, and ensure the feasibility of the
evaluation methods and acceptance by community members. In addition, this subcommittee was
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P72
part of the evaluation plan strategy to build greater, ongoing evaluation capacity among Healthy
RC members. To ensure sustainability, the Evaluation Subcommittee was integrated as a
standing subcommittee of the Healthy RC Steering Committee.
The Community Champions and Healthy RC Youth Leaders also played a critically important role
in the development of the evaluation plan. They were especially involved in the development and
administration of the community health survey, stakeholder interviews, focus groups, and in
discussions regarding selection of community health indicators.
Timeline & Framework
Development of the Evaluation Plan was a fifteen (15) month process that consisted of five (5)
phases — Discovery and Planning, Evaluation Capacity Building, Outcome Assessment,
Collaborative Assessment, and Readiness Assessment — each one associated with specific
evaluation questions to be answered and the methods for discovering those answers. The
Evaluation Plan consisted of a mixed method approach to address the multiple, complex, and
interrelated nature and collective impact of this place -based initiative. This included:
• A Programs and Policy Review — Thirty-six (36) health-related policies or plans and
another twenty-one (21) programs of the City government were examined to determine
whether or not they were influenced by Healthy RC.
• Stakeholderinterviews—Twenty-nine (29) individual interviews were conducted with key
stakeholders who had been involved with Healthy RC, including elected officials, funders,
executive City leadership, community partners, school district representatives, and City
staff to determine the extent of engagement and collective impact of the initiative.
• Focus Groups — Six (6) focus groups with various Healthy RC related groups and
committees (Community Champions, HRC Youth Leaders, Healthy Eating and Active
Living, Mental Health, and Communications Committees, and Green Team) focused on
understanding the degree of collaboration between Healthy RC and community members.
• A Community Health Survey — Seven -hundred -twenty-one (721) surveys were
completed by community members primarily at public events (baseball games, concerts
in the park, others) to establish a baseline of health in Rancho Cucamonga and address
the lack of City and census tract health data.
• Social Network Analysis — Forty-one (41) surveys were completed by members of the
HRC Core Team, Executive Leadership, and Steering Committees (including
subcommittees) to understand the connections and relationships between them, and to
identify strengths and weaknesses among the factors that represent collaborative success
and collective impact.
ANALYSIS:
Population Health Outcomes
Healthy RC is making an impact on a wide -range of important community health priorities and
population health outcomes at multiple levels:
• Population Health — reductions in obesity rates, heart disease, suicide, traffic crashes,
and asthma
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P73
• Healthy Behaviors — physical activity, nutrition, community connections, engagement,
and empowerment
• Collaboration — shared vision, inclusion at all levels, meaningful and deep relationships,
and impacts on health and wellness of the community
Specifically, since Healthy RC's inception in 2008-09, there were downward trends in childhood
obesity (13%), overweight students (7-12%), heart disease (20%), diabetes (14%), and cancer
(21 %). Community health survey results further indicate that Rancho Cucamonga residents are
making the lifestyle changes that support the positive trends seen in health outcomes and that a
large proportion of residents are participating in Healthy RC sponsored Healthy Eating Active
Living (HEAL) activities. Additionally, the results of this survey found that the majority of
community health survey respondents stated that Rancho Cucamonga was a safe place to live
(82%) and raise children (91 %) and that half of respondents were active in the community and
politics and seventy-four percent (74%) felt connected to their community.
How Healthy RC Does Business
The evaluation results confirmed that how Healthy RC does business is fundamental to its
success. The unique approach of a resident -government -community partnership facilitated by a
city government stands out among place -based initiatives and has garnered considerable
attention at all levels. The approach has also been critical to developing and growing Rancho
Cucamonga's culture of health. The evaluation identified the additional areas that contribute to
Healthy RC's successful approach:
• Shared Vision — Healthy RC participants understand the change they want to see in their
community, have a joint understanding of the issues, are willing to work collectively to
improve the identified issues, and have a stake in both the process and outcomes of
Healthy RC.
• City Manager's Office — Organizational partners and community residents involved in
Healthy RC highly value the coordination role played by the City Manager's Office (CMO).
The evaluation confirmed that the CMO's ability to engage stakeholders from multiple
sectors and facilitate their collective efforts is a major factor in the success of the initiative.
• Community Engagement and Empowerment — Healthy RC members feel they have a
meaningful voice and impact at all levels from identification of community health problems
to the development and implementation of solutions to address those problems. The value
of residents as critical contributors to Healthy RC is recognized and acknowledged at all
levels.
• Collaboration — Collaborative relationships within Healthy RC are strong, rich, and
diverse and positively impact health and wellness in Rancho Cucamonga.
Areas to Consider for Future Healthy RC Efforts
Importantly for Healthy RC, the survey revealed some areas to consider addressing to support
those who are encountering obstacles to achieving optimal health. These items require further
investigation and discussion within the partnership to more fully understand the issues and
determine the most appropriate responses.
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P74
PHASE
KEY EVALUATION QUESTIONS
METHODS
Healthy Eating and
Active Living
Mental Health
• Many residents continue to experience barriers to active living.
• Those who do not exercise cite lack of time and being too
tired as their reasons for not exercising
• The demands of commuting may play
a role in making it more difficult for
residents to be physically active on a
regular basis.
Community Connections
and Safety
• Chronic conditions continue to affect Rancho Cucamonga
residents
• Weight/obesity, high cholesterol and high blood pressure
were mentioned most frequently
• A majority of respondents experienced a mental health issue in
the past 30 days
• Over half of respondents did not seek help for emotional,
mental health, or alcohol problems
• Equity continues to be a very
high priority, with the vast majority reporting it as an issue
they care deeply about and want to ensure that all Rancho
Cucamonga residents are treated equally and have an equal
chance to succeed.
• Survey results indicate there is still
more work to be done to reach those
at greatest risk and help them live
healthier lives.
• Results of the survey confirm that
Healthy RC's current focus on mental
health as a top priority is warranted.
• The evaluation highlighted the need to
continue to make equity a top priority in
the community and for Healthy RC.
Evaluation Plan Recommendations
The development of the Evaluation Plan generated important recommendations for Healthy RC
to consider, including a set of data indicators to monitor progress over time, future investments in
Healthy RC, integrated evaluation, realistic evaluation goals, broadened community engagement
and ownership, formalized relationships with external partners, and increasing staff capacity.
Through an extensive development and refinement process, the evaluators and Evaluation
Subcommittee identified a set of indicators aligned with the Healthy RC community priorities and
strategies identified in the Strategic Plan and aligned with metrics from various City departments,
as reported through the City's dashboard. The indicators address the priorities and key strategies
for healthy eating and active living, community connections and safety, family support and
education, and mental health.
The evaluation demonstrated that Healthy RC is worth further investment of time and resources
by the City government, community partners, and residents. This is based on the initiative's
impact on reducing chronic diseases, increasing healthy lifestyles among residents, ability to bring
about long-lasting change, and creation of a culture of health with high levels of civic engagement
and resident empowerment. The evaluators cited the following reasons as their rationale for
ongoing investment in Healthy RC:
a. Healthy RC strategies are integrated in policies and programs across sectors which
ensure that multi -faceted dimensions of health are being addressed.
b. Community members have played a critical role in developing Healthy RC and are deeply
committed to shaping its future, which speaks to the potential for Healthy RC to be
sustainable.
c. Healthy RC strategies address changing systems, policies and practices to target
upstream determinants of health, which are well aligned with funding opportunities from
major foundations and best practices to improve active living, active transportation,
healthy eating, community engagement, and increasing social capital.
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P75
Furthermore, the evaluation plan highlighted the following:
• Integrated Evaluation — The evaluators recommended implementation of a continuous
feedback cycle for on-going learning, evaluation, reflection, and refinement. This
continuous learning and feedback process will allow Healthy RC to be more strategic in
its actions and also make decisions about modifications or adaptations based on data.
This would involve the Steering Committee and its subcommittees, the City, and Healthy
RC staff in coordinating and integrating evaluation activities.
• Community Capacity Building — The evaluators also recommended continuing to build
the leadership capacity of identified groups that are critical to Healthy RC's next phase of
work. Specifically, the HRC Youth Leaders and Community Champions may be better able
to elevate community needs, design specific actions, and play important roles in
evaluation and learning with additional technical assistance related to leadership,
evaluation, action planning, and advocacy.
FISCAL IMPACT:
There are no fiscal impacts as a result of adopting this plan. Completion of the Healthy RC
Evaluation Plan was developed through a $125,000 grant from The California Endowment (TCE).
Fiscal impacts of implementing individual evaluation plan action items and strategies identified in
the Evaluation Plan will be assessed at the time.
COUNCIL GOAL(S) ADDRESSED:
This item addresses City Council Goal — A10: ENHANCING PREMIER COMMUNITY STATUS —
directing staff to develop a plan to identify tools and performance indicators to measure the
effectiveness the Healthy RC Initiative (and its strategies) has had in improving community health
and wellness over the last eight years.
This item also addresses MID AND LONG RANGE PLANNING as the Evaluation Plan provides
a vision and roadmap, continued sustainability, and continuous evaluation of the impact of the
City's health initiative.
ATTACHMENTS:
Attachment 1 — Healthy RC Evaluation Plan
Page 5 of 5
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ATTACHMENT 1
Acknowledgements
The Healthy Rancho Cucamonga Evaluation process was a significant undertaking with many individuals and
organizations contributing their time, ideas, perspectives and talents to the information -gathering process.
This evaluation plan is the community's plan and reflects the community's efforts over the last 8 years to make
the City of Rancho Cucamonga the healthiest City it can be—now and for generations to come. The Healthy
Rancho Cucamonga Team would like to thank the public health experts, City staff, community leaders, and other
stakeholders for sharing their perspectives and input through focus groups, interviews, and surveys, including:
City of Rancho Cucamonga Elected Officials:
L. Dennis Michael, Mayor Diane Williams, Council Member
Lynne Kennedy, Mayor Pro Tem Janice C. Reynolds, City Clerk
William J. Alexander, Council Member James Frost, City Treasure
Sam Spagnolo, Council Member John R. Gillison, City Manager
Evaluation Committee:
Barbara Marino
Irene Chisholm
Erika Lewis -Huntley
Michael Parmer
James Scheu
Maggie Hawkins
Bree Hemingway
Kirbee Brooks
Jordan Riddle
Director, Women on the Move Network
Board Member, Youth Accountability Board
Management Analyst, City of Rancho Cucamonga
Management Analyst, City of Rancho Cucamonga
Community Health Specialist, San Antonio Regional Hospital
Director, Partners for Better Health
Program Manager, Claremont Graduate University
MPH Student/Public Health Fellow, Loma Linda University
MPH Student/Public Health Fellow, Claremont Graduate University
We would also like to thank the City departments for their willingness to help throughout the evaluation
process.
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A
Prepared for The City of Rancho Cucamonga by Special Service for Groups Research and
Evaluation Team (SSG R&E) and
Maya Dunne & Associates
The SSG Research and Evaluation Team applies rigorous techniques in evaluation, community research,
public health and planning. We approach our work with cultural sensitivity and deep community roots to help
organizations, philanthropy and public agencies make greater impact. We unlock the power of data and information
to improve programs, move social justice agendas and support movement building.
We specialize in helping our clients move from conceptualization to action in ways that are measureable and
meaningful. SSG is a 501(c)3 non-profit organization.
Special Service for Groups Research & Evaluation Team
905 E. 8th Street, Los Angeles, CA 90021
Email: research@ssg.org
Website: ssgresearch.org
Maya Dunne & Associates is a consulting firm that supports nonprofits, families, philanthropies, professional
advisors and cities with planning programs and taking meaningful action. We focus on learning and results to build
momentum for positive community change. We believe each client brings a set of unique perspectives and
opportunities. Our strengths are being strategic, inclusive, holistic, and building cross -sector solutions. With
our long-standing commitment to building relationships and solid practices, we increase the potential of our client's
to improve impact.
Email: mayakdunne@gmail.com
Website: http://mayadunne.com
ii
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Table of Contents
Acknowledgements i
Section 1: Executive Summary 1
Overview 1
Background and History of Healthy RC 1
Methods 2
Key Findings 3
Healthy RC Data Indicators 3
Policies and Programs 3
Community Health Outcomes 4
Collaboration 4
Key Strengths 4
Key Challenges 5
What is Healthy RC ready for now? 5
Section 2: Introduction to Healthy Rancho Cucamonga 7
The City of Rancho Cucamonga 7
Health in Rancho Cucamonga 8
Background and History of Healthy Rancho Cucamonga 8
Collective Impact Framework 8
Structure 9
Community Engagement 12
Evolution and Recognition of the Initiative 12
Healthy City/Communities and Place -Based Initiatives 13
Section 3: Evaluation Methods 15
Evaluation Approach 15
Methods 17
Overview 17
Healthy RC Evaluation Committee 17
Key Stakeholder Interviews 19
Focus Groups 19
Social Network Analysis 20
Program and Policy Inventory 21
Community Health Survey 21
Community Engagement: Youth Leaders and Community Champions 22
Data Analysis 23
Section 4: Healthy Rancho Cucamonga Collaboration 27
Summary of Findings: Social Network Analysis 28
SNA Findings for Executive Leadership Team 28
SNA Findings for the Core Team 29
SNA Findings of the Steering Committee 31
Summary of Findings: Wilder Collaboration Factors Inventory 35
Collaboration Factors Demonstrating Strength 36
Collaboration Factors Approaching Strength 38
Collaboration Factors Approaching Concern 38
Summary of Findings: Focus Groups and Interviews 40
Evolution of Collaboration 40
Evolution of Community Engagement 41
Evolution of strategy 44
Summative 44
Strengths 44
Opportunities for Growth 45
Section 5: Healthy RC Policies and Programs Improving Health 47
Overview 47
Policies to Address System -Level Concerns 50
Rancho Cucamonga General Plan Update 50
Healthy RC Strategic Plan — Roadmap for a Healthy Future in Rancho Cucamonga 51
Complete Streets Ordinance 51
Circulation Master Plan for Bicyclists and Pedestrians 51
Farmers' Market Ordinance 52
Community Gardens Resolution 52
Healthy Nutrition and Beverage Standards Resolution 52
Lactation Accommodation Policy and Program 53
Programs to Address Community and Individual Level Factors 53
Cocinando Amigos Saludables y Alegres (CASA) 53
Healthy RC Kids 54
Employee Health and Wellness Program (Know Your Numbers) 54
Lactation Accommodation Program (Breastfeeding Program) 54
Bringing Health Home 55
Play and Learn Islands 55
Youth Leaders 55
Community Champions (Campeones para la Comunidad) 56
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The Benefits of Preventing Health Conditions 56
Opportunities for Future Healthy RC Involvement and Enhanced Impact 57
Joint Use Agreements 58
Smoke Free RC Smoking Ordinance 58
Green Procurement Ordinance 58
Safe Routes to School 59
Complete Streets and Circulation Master Plan for Bicyclists and Pedestrians 59
Section 6: Community Health Survey 61
Characteristics of Survey Respondents 61
Quality of Life Among Rancho Cucamonga Residents 62
Overall Health of Survey Respondents 62
Access to Health Care 62
Physical Activity of Rancho Cucamonga Respondents 63
Nutrition and Eating Habits of Survey Respondents 63
Sense of Community and Community Engagement 64
Community Participation of Respondents 66
Mental Health and Emotional Wellbeing Among Survey Respondents 67
Deeper Analysis of the Community Health Survey 68
Comparing Quality of Life in Different Areas of the City 69
Comparing General Health and Health Conditions in Different Areas of the City 69
Comparing General Eating Habits Among Different Areas of the City 70
Comparisons of Those Participating in Healthy RC or Healthy RC -Influenced Programs 70
Limitations 72
Section 7: Linking Healthy RC to Population Health Outcomes 73
Healthy Eating Active Living 73
Mental Health 79
Community Connections and Safety 81
Clean Environment 84
Conclusion 88
Section 8: Recommendations 89
Provide structure for continuous evaluation, learning, reflection and refinement 90
Set realistic evaluation goals 91
Deepen community engagement and ownership 91
Formalize relationships with external partners 91
Additional Staff to Build Healthy RC Capacity 92
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References 93
Appendices 97
Appendix I: Healthy RC Data Indicators 97
Appendix II: Goals of Healthy Rancho Cucamonga (from 2014 Strategic Plan) 101
Appendix III: Bibliography of previous reports about Healthy RC 102
Appendix IV: Data collection tools 103
Healthy RC Community Health Survey — English Version 103
Healthy RC Community Health Survey — Spanish Version 114
Healthy RC Executive Leadership Team: Key Stakeholder Interview Guide 126
Healthy RC Focus Group Protocol - Collaboration & Implementation 126
Key Stakeholder Interview - Healthy RC Partners 129
Key Stakeholder Interview: Healthy RC Core Team 129
Social Network Analysis — Executive Leadership Team 132
Social Network Analysis — Healthy RC Core Team 136
Social Network Analysis — Steering Committee & Subcommittees 140
Appendix V: Community Health Survey Respondent Demographics 145
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Section 1: Executive Summary
Overview
For the last 8 years, Healthy Rancho Cucamonga (Healthy RC) has been
engaged in making its community as healthy as it can be — for residents,
neighborhoods, businesses, community organizations, and public entities
— addressing the root causes of health and health inequities through a
policies, systems, and built environment approach. Much has changed
since 2008. Infrastructure has been built to create a robust, safe, connected
active transportation network for students and families to safely walk and
bike to school; zoning has dramatically shaped how and where families
can plant community gardens and facilitated greater locations where
residents can purchase fresh, healthy, affordable foods at farmers' markets;
restaurants throughout the city have increased healthy food offerings for
adults and children. Perhaps most importantly, the community has been
meaningfully engaged throughout the entire process, finding their own voice
to identify barriers to their health, and their neighborhood's health, and
working in partnership with the City to write policies, implement programs,
shape built environments, and affect systematic changes in the delivery
of services. This Evaluation Plan documents the Road Map for Promoting
Health, Equity, and Sustainable Change in Rancho Cucamonga, reflecting
on Healthy RC's successes to date, assessing the impact their work has
had in creating a culture of health, and outlining a process to strengthen
their influence to make the City of Rancho Cucamonga the healthiest
community in the nation.
As a result of a competitive proposal process, Special Service for Groups
Research and Evaluation Team (SSG R&E) was contracted to conduct an
evaluation planning process of Healthy Rancho Cucamonga for the City of
Rancho Cucamonga. SSG R&E partnered closely with the City Manager's
Office and key stakeholders throughout the project period to design an
evaluation plan that was responsive to the evaluation needs of both the City
and community stakeholders.
This final report documents Healthy RC's story, successes to date, capacity
and readiness to continue the work, alignment of City departments and
Healthy RC programming with the 2014 Healthy RC Strategic Plan, and
community -level health outcomes for the City. The evaluation plan shows
recommended indicators to track outcomes over time and provides
guidance on evaluating these outcomes in future years. Findings in this report are based on interviews, focus
groups, and surveys with City staff, funders, elected officials, Healthy RC partners and community members,
as well as a program and policy inventory, over 15 months from June 2015 to September 2016. Throughout the
process, SSG R&E engaged key groups such as the Youth Leaders, Community Champions, and City staff to
ensure that additional evaluation capacity remained in the City.
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Background and History of Healthy RC
Healthy RC is a City -Community partnership that works to create Tong -term sustainable changes that support
holistic health for those who live, work, play, and learn in Rancho Cucamonga. Established by the City Council in
2008, Healthy RC has grown into a complex system of interconnected planning, program, policy, and partnership
efforts that work across sectors and priority areas to promote community wellness and health. This approach has
cultivated a culture of health, reducing health disparities and inequities. Significant milestones in recent years
include the 2010 City adoption of a general plan update that incorporated a "Health -in -All -Policies" framework and
the 2014 Healthy RC Strategic Plan (A Roadmap forA Healthy Future in Rancho Cucamonga) that outlined eight
community health priority areas identified by the community, to focus its work over five years.[1]
1
b
Methods
Healthy RC aims to change highly complex systems to improve long-term health outcomes. Evaluations that
only take a snapshot of any given outcome at one point in time do not adequately reflect what is working and
how efforts might be leading to community change. To address this, SSG R&E used a mixed methods evaluation
approach (including quantitative and qualitative data from a variety of sources and stakeholders) that looked at the
multi -faceted causes and conditions for change, analyzed how various aspects of the initiative work together and
evolve over time, and assessed the impact Health RC is making on the "bigger picture." Additionally, this process
sought to elevate learning opportunities as well as outcomes.
Development of the Evaluation Plan took place from June 2015 to September 2016 and consisted of five
overlapping phases. This evaluation plan intentionally sought to have input from a broad range of stakeholders who
could inform the evaluation plan framework and who could also provide leadership roles related to future evaluation
efforts. SSG R&E established an Evaluation Committee that was a guiding body throughout the project and helped
develop the Healthy RC Data Indicators to track progress over time. The first phase of the evaluation plan was
a review of salient literature and documents to understand HRC accomplishments and the effectiveness of the
collaborative. SSG R&E also reviewed and analyzed secondary data from sources such as the San Bernardino
County Department of Public Health, Community Vital Signs, and the California Department of Education to assess
changes in health outcomes. The next set of phases consisted of SSG R&E collecting primary data through focus
groups (n=32), key informant interviews (n=29), a social network analysis (n=37), and a community health survey
(n=579). SSG R&E also engaged the Youth Leaders and Community Champions for their input and support related
to the community health survey. Table 1 summarizes key evaluation activities, questions and methods.
Table 1. Healthy Rancho Cucamonga Evaluation Plan Framework
PHASE
Discovery and Planning
Evaluation
Capacity Building
Outcome Assessment
Collaborative Assessment
Readiness Assessment
KEY EVALUATION QUESTIONS
METHODS
What has Healthy RC done to date?
What information is known about HRC's progress?
How can evaluation efforts be integrated and sustained?
What changes in policies, the built environment, civic engagement,
integrated systems, healthy behaviors, and status have occurred since
the beginning of Healthy RC?
What are Healthy RC's best practices?
How does Healthy RC compare to other place -based initiatives
regionally?
To what extent does Healthy RC have collective impact elements (e.g.,
common agenda, sharing of data and information, mutually reinforcing
activities, continuous communication, and backbone support)?
What is Healthy RC's capacity for resident leadership and innovation?
To what extent are Healthy RC activities/strategies aligned with the
strategic plan?
What are emerging policy and program priorities?
What are the opportunities for leveraging public and private funders
and/or existing local or regional efforts?
Literature and document review
• Establishment of Healthy RC
Evaluation Committee
• Prioritization of data indicators
• Engagement with Youth Leaders &
Community Champions
• Key informant interviews
• Focus groups
• Policy inventory
• Community health survey
• Secondary health data
• Key informant interviews
• Focus groups
• Social network analysis
• Key informant interviews
• Focus groups
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Key Findings
Healthy RC Data Indicators
SSG R&E collaborated with the Evaluation Committee and Healthy RC leadership to prioritize health indicators that
were aligned with the community health priorities and strategies identified in the Strategic Plan, as well as with City
departments (as reported through the City's Socrata dashboard). SSG R&E used consensus building facilitation
methods and interactive logic modeling techniques to arrive at a refined list of health indicators that Healthy RC
could track over time to monitor the initiative's progress and impact. Table 2 shows a truncated, simplified version
of the data indicators displaying short-, mid-, and long-term outcomes by community health priority and strategy.
These indicators assist in Healthy RC's ability to monitor progress, increase accountability in achieving intended
outcomes, resulting in increased sustainability over time.
Table 2. Healthy RC Data Indicators
COMMUNITY PRIORITY
AND STRATEGY
SHORT-TERM OUTCOME
MID-TERM OUTCOME LONG-TERM OUTCOME
Healthy Eating Active Living
Healthy Food:
Farmers Markets
Active Transportation:
Biking, Walking, Trails,
Safe Routes to School
• Knowledge about farmers
markets in Rancho Cucamonga.
• Number of fruits and vegetables
consumed in the past month.
• Prevalence of chronic diseases:
obesity, diabetes, cancer, heart
disease.
• Knowledge about trails, biking
and walking paths and amenities
• Perceived safety of walking and
biking trails.
• Number of people who use and
types of use of walking and
biking trails
• Number of pedestrian traffic -
related injuries and deaths
• Number of bicycle traffic -related
injuries and deaths
Community Connections and Safety
Neighborhood Connections
• Knowledge of community events
and activities.
• Knowledge of Healthy RC and
programs.
• Level of community
participation.
• % of students passing at a 3rd
grade reading level
• High school graduation rates.
Education and Family Support
Library Services
and Life Long Learning
• Knowledge of Library Services
programming.
• Number of people participating
in Library Services
programming.
• % of students passing at a 3rd
grade reading level
• High school graduation rates.
Mental Health
Access
• Knowledge of mental health
programs and services.
• Attitudes towards seeking mental
health services.
• % of residents seeking support
for a mental health issue.
• Prevalence of mental health
disorders, such as depression
and suicide.
Policies and Programs
SSG R&E's findings show that Healthy RC has had an influence on 62% of programs and 31 % of the inventoried
and assessed policies in the City. This has created systems and practices that work together to promote a culture
of health in Rancho Cucamonga. Furthermore, the Healthy RC initiative resembles other community change and
health prevention interventions that have seen significant return on investments and may expect to see similar
results. For example, a recent report found that evidence -based community initiatives to increase physical activity
and improve nutrition could yield a return on investment of $4.80 for every $1 spent.[2]
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With the Affordable Care Act's Prevention and Public Health Fund, local, regional, and national efforts are trending
towards more prevention and systems -level interventions to improve community health. In the philanthropic
landscape, foundations such as The California Endowment, the Robert Wood Johnson Foundation and Kaiser
Family Foundation are investing heavily in communities that are addressing health equity through systems
change. Healthy RC's policies and programs are aligned with broader trends in the region and the county. It is
recommended that the City continue to seek funding through diverse streams to support continued program and
policy implementation, ensuring that gains made thus far continue to be enhanced.
Community Health Outcomes
The data collected through the community health survey is significant in that this data creates a baseline of local
community health outcomes. SSG R&E discovered that a majority (60.9%) of survey respondents participated
in Rancho Cucamonga's walking, biking, and horseback trails. A majority (58.7%) attended the local farmers
markets. A majority also had healthy eating habits with almost all respondents (98.5°o) enjoying eating fruits
and vegetables. In addition, a majority (86°%°) were physically active at least half an hour per week and almost
half (42°%0) meeting the recommended weekly amount of physical activity
for adults. These findings support data from stakeholder interviews and
focus groups that Healthy Eating Active Living strategies are robust in the
community. It also found that a majority of respondents felt that Rancho
Cucamonga was a good place to raise children, to grow old, had plenty of
economic opportunities, and was a safe place to live. It is recommended this
community health survey be implemented every two years to assess how
the City progresses in terms of community health outcomes. The Evaluation
Committee, the Youth Leaders and Community Champions are now well
poised to play active roles in future evaluation efforts, including refining and
administering future community health surveys.
Collaboration
Stakeholder and focus group data reflect that community engagement has
been an essential and critical component of Healthy RC since the beginning.
Many community members are proud of this design and continue to be
active because of this. It is evident that some agencies that historically
competed with one another for funding are now proactively working
together to partner on projects and seeking funding as a collaborative
effort. Stakeholders attribute this change to Healthy RC. This is significant
because this indicates that Healthy RC is changing the way people do
business. It is impressive that so many public agencies in various sectors
have committed to working together to actualize the "Health -in -All Policies"
framework. Results from the collaboration assessment demonstrated
high levels of collaboration in many areas, such as among the Steering
Committee and efforts related to community engagement. Overwhelmingly,
SSG R&E heard from various City departments about their commitment
to Healthy RC and ways in which they've facilitated collaboration because
of the initiative's strategy to work across sectors. Collaboration has also
transitioned from primarily working with external partners to working with
internal departments, City staff and committees.
4
Key Strengths
The data from this evaluation planning process clearly revealed that the
City of Rancho Cucamonga has a deep level of commitment to Healthy
RC and that Healthy RC is a priority from the highest levels of leadership.
This commitment manifests through active participation and knowledge
from City Council members, the City Manager, and staff at the City Manager's Office. In stakeholder interviews,
many participants mentioned the ideal structure and coordinating function at the City Manager's Office as a key
component of the City's success in maintaining focus and creating progress. This "backbone" function allows all
departments to understand and stay committed to a collaborative conversation about what might be needed from
one department for another to be successful in program and policy development and implementation.
Another key strength is the leadership development focus for residents. During stakeholder interviews, it was clear
from those who hold key positions inside agencies and departments in the City, as well as outside funders and
decision makers, that the development of leadership skills of core residents allows residents to be the eyes and
ears, as well as the feet of progress. SSG R&E heard several examples of City Council meetings where the level
of mutual respect and partnership emerged. This is in contrast to other place -based initiatives in the region where
community members have felt disrespected by the public officials who are responsible for implementing these
initiatives in their communities. One of the biggest drivers to create a culture of health is the way that the City of
Rancho Cucamonga has elegantly engaged community members from the beginning and supported them to be
their own advocates for change.
SSG R&E also found that Healthy RC is very intentional about working across issue areas. The "Health -in -All
Policies" approach has allowed the City to address health in the broadest terms from a framework that takes into
consideration upstream determinants of health. This approach allows Healthy RC to work at improving the systems
and infrastructures that support and encourage health in Rancho Cucamonga.
Key Challenges
One challenge the City faces in seeking external support is that the needs of its residents may not be perceived
as urgent in comparison to surrounding cities and communities, given the high median income and other
resources in Rancho Cucamonga. This perception may be a challenge for some funders who would prefer to
focus on communities with higher rates of poverty. However, as some funders such as the Robert Wood Johnson
Foundation have already recognized, there are considerable disparities within Rancho Cucamonga that are difficult
to reflect in citywide data. In contrast, the advances that are made in Rancho Cucamonga could have the potential
to influence nearby cities and counties in a positive way. The potential impact of this synergy may be especially
appealing to funders interested in addressing regional health and could be a model that informs other areas of the
nation.
Another challenge facing Healthy RC is one that is common among most place -based initiatives: the challenge
of effectively telling the story of impact and measuring progress. The evaluation plan resulting from this process
provides some structure for how Healthy RC can continue to evaluate its efforts. However, given the complex and
dynamic nature of the work, the challenge will be to ensure that evaluation continues to evolve with the initiative in
order to elevate the most accurate and meaningful data in a timely way.
What is Healthy RC ready for now?
The City is well poised to take Healthy RC to the next level and continue to elevate its work. To date, this effort has
built an incredible team of staff and resident volunteers and implemented some impressive programs and policies
to ensure health for all. The work of Healthy RC is ready to be deepened in a few key areas: integrated evaluation
processes, strategic scaling, strategic collaborations, community capacity building, and enhancing staffing capacity.
The following are specific actions that Healthy RC can act on in the near future:
1. Integrated Evaluation: In order for evaluation to be useful, timely, and accurate, SSG R&E recommends
that Healthy RC implement a continuous feedback cycle for on-going learning, evaluation, reflection and
refinement. This continuous learning and feedback process will allow Healthy RC to be more strategic in
its actions and also make decisions about modifications or adaptations based on data. In this case, data
should include qualitative data from community members and Healthy RC subcommittees as well as
quantitative data from community surveys and secondary sources. SSG R&E recommends that Healthy RC
continue to build on the community/stakeholder engagement process already in place. As a result of the
evaluation planning process, Healthy RC has additional capacity and structures to continue evaluation. The
Evaluation Committee that was established as part of this project is well-positioned to take a leadership
role in integrating evaluation with the implementation of Healthy RC programs/policies.
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2. Strategic Scaling: The Health Eating Active Living (HEAL) strategy is a great example of how Healthy
RC has fully developed and built out a strategy from the ground up. Now that there is infrastructure and
momentum around HEAL, it is an opportune time to prioritize another strategy. Rather than attempting to
scale all eight community health priorities, SSG R&E recommends focusing on a few priorities that are the
most ready and salient for stakeholders, such as mental health.
3. Strategic Collaborations: During this project, SSG R&E explored with the City ways to involve key
external players in carrying out Healthy RC strategies. Key community leaders in public agencies and
community organizations can continue to inform the City about what they see as most important in terms of
not only outcomes, but process. Some agencies, such as the Fire Department, have expressed interest in
increasing collaborations on future health strategies.
4. Community Capacity Building: Throughout this report SSG R&E has noted Healthy RC's strengths
related to engaging community residents, organizations, and youth. SSG R&E heard during focus groups
and stakeholder interviews that community members are ready to do more. Given how central certain
community members and groups are to the success of Healthy RC, it would be a worthwhile investment
to build the leadership capacity of identified groups that are critical to Healthy RC's next phase of work.
Specifically, Youth Leaders and Community Champions may be better able to elevate community needs
and design specific actions with additional technical assistance related to leadership, action planning, and
advocacy. They also have the potential to play important roles in evaluation and learning.
5. Enhanced Staffing Capacity: As Healthy Cities/Communities grow in scope and complexity, the number
and capacity of staff also grow to support and sustain the efforts of place-based initiatives. SSG R&E heard
from key stakeholders and executive leadership the need to have additional staff that can strengthen the
Healthy RC structure and reinforce priorities. SSG R&E identified some key personnel to propel Healthy RC
into the future: Data Analyst and Active Transportation Coordinator.
Section 2: Introduction to Healthy Rancho Cucamonga
The City of Rancho Cucamonga
Rancho Cucamonga's land use and infrastructure have greatly shaped
what the City is today, and has played an important part in Healthy RC's
direction. The City was once a small agricultural community. The vineyards
and orange groves, which were once a prominent part of the City's
landscape, have almost disappeared. But Rancho Cucamonga's agricultural
background has greatly impacted the way the City was laid out, where
homes and apartments are clustered, where hospitals were built, as well
as where grocery stores and parks were built. Land use regulations and
zoning policies also increased the pace and prevalence of urban sprawl, or
the unplanned and uncontrolled spread of urban development. This went
with the larger trend of increased urban sprawl from the 1950s to the 1990s,
as populations moved from major metropolitan areas relocating employees
further away from their jobs and increasing commute times.[3] This built
environment has affected where people work, live, and exercise. In effect,
the City's infrastructure has played a role in health. This role has created a
need for Healthy RC and its strategic plan to promote a culture of health in
the City of Rancho Cucamonga.
The City of Rancho Cucamonga was incorporated in 1977. It covers over
40 square miles of the western portion of San Bernardino County in the
Inland Empire. The "West End" of the County as well as the Valley region
where Rancho Cucamonga resides is a densely urban and highly -populated
part of the County as most of the County is made up unincorporated land.
However, the City is primarily low-density and is divided along the Foothill
Mountains, creating a north and south split. The northern two-thirds of the
City is residential, while the southern remaining third is primarily industrial.
The City also sits at the foot of the San Gabriel and San Bernardino
Mountains, which influence air circulation and wind patterns, trapping air
and pollutants within the community.
Rancho Cucamonga benefits from major transportation arteries including
Interstate -15, Interstate -10 and State Route -210 and LA/Ontario Airport
South of the 1-10 freeway. However, these major transportation routes are
also contributing to poor health outcomes. Residents in the South Coast Air Basin had higher estimates of risk
than the rest of California, and those living near these major freeways are the most affected by air pollution.[4-6]
This area is the busiest transportation route in the country with increased growth of the warehouse and logistics
industry, handling shipments coming from L.A. and Long Beach ports.[5, 7-9] There is also noise pollution from
major arterials and the airport. U.S. Census Data estimates the population of Rancho Cucamonga at 175,236 in
2015, an increase of 6°° since 2010, which is higher than the state average.[10] The majority of the population are
White (62%). The largest non-White demographic group are Latinos (35°0), followed by Asians (10.4%) and African
Americans (9.2%). Two percent (2°0) of the population is composed of other races/multiracial and 20% of the
population is foreign born.[10]
Rancho Cucamonga is a family oriented community with over 67°0 of its 57,500 housing units being owned and
occupied single-family homes.[11] The median age of the City is about 35 years of age with about 40,000 children
and youth enrolled in K-12.[11] One great statistic for the community is that over 90 of the population age 25
years and older is a high school graduate or higher. With a community college, a university satellite campus and
its close proximity to other top universities it's not surprising that 31.5% of the population over 25 years of age
has a Bachelor's degree or higher education.[12] Median household income is over $77,000 with a poverty rate
of only 7.8°0.02] In comparison, the median age for San Bernardino County is younger at 30.3 years old, median
household income is lower at $54,100, half (50.5%) are Hispanic or Latino, and a lower proportion of County
residents are high school graduate or higher is 78.3°%0. [12]
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Health in Rancho Cucamonga
The geographical features, suburban infrastructure, vast distance, and the low amount of private funding awarded
to the County as a whole ($4.47 per capita compared to the median average of $11.31 per capita of California
counties) make it challenging to promote healthy living in the County. [13, 14] In 2007, over 55°o of the population
in San Bernardino County were considered overweight or obese, compared to 51.5°o in the State of California.
[15] During the same period of time, the County was known for having the worst access to healthy food in the
entire State.[16] Although Rancho Cucamonga has a high median household income and relatively high rates
of educational attainment, there are disparities within the City. As reflected in the Healthy RC Strategic Plan,
many community members feel strongly that Healthy RC should continue to prioritize efforts in the Southwest
area of the City. For example, Southwest Cucamonga is a predominantly Latino community that experiences
disproportionately higher rates of poverty, deteriorated housing and fewer neighborhood resources.[17] In general,
Rancho Cucamonga typically fares better than the County of San Bernardino on many health outcome measures.
Residents and City officials wanted to ensure that Rancho Cucamonga maintained healthy outcomes and became
even healthier. In Section 7, SSG R&E discusses how health has changed over time during the past 8 years since
Healthy RC was established and what conclusions can be drawn from this data.
Background and History of Healthy Rancho Cucamonga
Healthy Rancho Cucamonga (Healthy RC) is a comprehensive City -community partnership committed to long-term
policy, systems, and environmental changes to support healthy living and a sustainable community. Healthy RC
aims to sustain and grow a culture of health throughout the City of Rancho Cucamonga, extending and including
multiple arenas within the City infrastructure. In response to rising obesity and related chronic health conditions,
Healthy RC was established by City Council in 2008, creating a complex set of interconnected planning, program,
policy, and partnership efforts that work across sectors and issue areas to promote community wellness and health.
With additional funding in 2009 from the Robert Wood Johnson Foundation's Healthy Kids, Healthy Communities
National Program (HKHC), Healthy RC was able to formalize its structure and governance.[18] What originally
started as an initiative designed and implemented by City staff, Healthy RC expanded to include a wide range
of community organizations and residents to play an important and meaningful role in the governance and
implementation of Healthy RC. At that time, committees were created to focus on specific health improvement
strategies, such as nutrition education or active living. However, it was the City's adoption of the 2010 General
Plan that emphasized the City's commitment to community health and provided the infrastructure, resources
and political commitment to support the growth and development of Healthy RC. Throughout this this guiding
document for the City, the General Plan refers to Healthy RC's concept of "Healthy Mind, Body and Earth" as a
fundamental planning framework.[19] Healthy RC is now a City Council goal and is part of the annual work plan.
Rancho Cucamonga was one of first cities in the region to include health in all aspects of City planning, rather
than designating a section of the plan to health.[20] Including health as the basis for all planning facilitated a
"culture of health" in all public sector activities and provided a lens to address social, economic, environmental,
built and political determinants of health. As the work in the City related to Healthy RC has deepened, the City
has broadened its perspective on "Healthy Mind, Body and Earth" to address the systemic root causes of health
disparities in the City. This shift has allowed Healthy RC to tackle more of the systems, policies and infrastructures
that impact health and implement strategies that coalesce around broader goals of improving upstream
determinants of health. In recent years, Healthy RC has more explicitly begun to focus on issues related to health
equity and health as a right for all who live work and play in Rancho Cucamonga. In order to address health
inequities in the broadest sense, various City departments are identifying specific actions that their departments
can take and Healthy RC as an initiative is working from a framework that conceptualizes the interconnected
networks and systems that impact community health.[21]
Collective Impact Framework
Healthy Rancho Cucamonga (Healthy RC) is a comprehensive City -community partnership committed to long-term
Healthy RC utilizes the collective impact framework to provide strategic direction in building a path to improved
health in the City (see image 1). Collective impact is a framework in which individual organizations work collectively
to address complex social problems.[22] Until recently, most organizations, public entities and funders worked
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in isolation to address these issues, having isolated impact that did not have much reach or larger affects in a
population. This approach emphasized that a single organization had the solutions and was the "magic bullet"
to resolve or at least influence the issues. This also facilitated organizations working at odds with another as
they competed for the same funding streams. Because social problems are complex and arise from a number of
different facets of society, as well as the interplay between government activities and policies, cultural and social
norms, commercial activities, built environment, and behaviors, a systematic approach with cross -sector coalitions
is needed to be successful.
Much of what Healthy RC does is aligned with the five core components of collective impact: common agenda,
shared measurement, mutually reinforcing activities, continuous communication, and backbone support. The
current Healthy RC structure is a representation of how the framework could work and is beyond just mere
collaboration. The City Manager's Office functions as the backbone support where all Healthy RC work flows
through, coordinating organizations and staff to complete the work as a collective group. Healthy RC partners
and staff share a common agenda for improving the health of all residents in the City. Although this has not been
quite established in Healthy RC, there is a shared interest to have a shared set of measures to ensure that there is
alignment among partners and to demonstrate achievement of outcomes. Healthy RC is actively working to create
some common metrics across strategies. Part of this evaluation is to help do just that. Within this same reasoning is
having activities that are aligned and coordinated throughout Healthy RC, or having mutually reinforcing activities,
which many of the Healthy RC activities are designed to be. Lastly, in order to coordinate Healthy RC activities and
to achieve the current successes of Healthy RC, there must be continuous and consistent communication between
the City Manager's Office, City departments and all Healthy RC partners.
Image 1: Collective Impact
Shared
Measurement
Backbone Mutually
Support Reinforcing
Activities
Continuous Common
Communication Agenda
Structure
Common Agenda: All participants have a shared vision for change
including a common understanding of the problem and a joint approach
to solving it through agreed upon actions.
Shared Measurement Collecting data and measuring results
consistently across all participants ensures efforts remain aligned and
participants hold each other accountable.
Mutually Reinforcing Activities: Participants activities must be
differentiated while still being coordinated through a mutually
reinforcing plan of action.
Continuous Communication: Consistent and open communication
is needed across the many players to build trust, assume mutual
objectives, and create common motivation.
Backbone Support: Creating and managing collective impact
requires organizations with staff and a specific set of skills to serve
as the backbone for the entire initiative and coordinate participating
organizations and agencies.
Healthy RC was initiated by and continues to be coordinated from the City Manager's Office. The City Manager's
Office facilitates the Healthy RC initiative and often serves as a liaison among community residents, community-
based organizations, philanthropy and government entities. Acting as a "backbone organization" for the initiative,
the City Manager's Office has considerable leverage to ensure that Healthy RC continues to be a priority for the
City. This structure also provides a unique benefit not seen in many other place -based initiatives: the opportunity
for community residents and organizations to have a direct line of communication with key decision -makers in the
City. This is notably different than initiatives housed in City departments such as parks and recreation or community
programs given the degree of influence and executive leadership within the City Manager's Office. It is important to
note that Healthy RC is not tied to any one elected official and is thus more resilient to election cycles and short-
lived political interests.
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9
The Healthy RC partnership consists of over 75 community residents, community organizations, public agencies
and private entities who are collaborating across sectors and issue areas to ensure Rancho Cucamonga is a
healthy City for all. Its governance structure is designed to maintain a balance of decision-making by City staff
and community members. Because of the strategic planning process, the Healthy RC structure has shifted from
strategy -specific groups to committees aligned with priorities identified by the community. Currently there are six
standing committees: Healthy RC Core Team, Steering Committee, Executive Leadership Team (formerly Executive
Committee), Youth Leaders, Green Team and Campeones para la Comunidad (Community Champions). The
Executive Leadership Team consists of decision -makers and guides the Core Team and the Steering Committees.
As discussed in later sections, an Evaluation Committee was convened for the purpose of the evaluation planning
and may continue to meet in the future. All committees inform and inspire each other's work. The Healthy RC
Organizational Chart below illustrates the governance and how community is at the center of this structure.
Green Team
Community
Services
Healthy RC Organizational Chart
Community
Qts,. e
o
e
`s
Executive
Committee
Economic
Development
Advisory
Committee,
Core Team
o ,' a
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10
-Healthy RC
" Youth Leaders
Healthy RC
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Community- Committee
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co
Education & T Community
Family Support 4'y Connections
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City Manager's 4
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Priorities
Community
Healthy
Aging
Mental
Health
Disaster A Clean
Resiliency 1E Environment
Economic
Development
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Standing Committees
As the strategic plan for Healthy RC (Roadmap for a Healthy Future in Rancho Cucamonga) has been
implemented since 2014, the standing committees have played lead roles in addressing the health priorities within
their areas of expertise. They are critical to how Healthy RC moves from ideas to policy/programs to action on the
ground that has impact on the lives of residents. Many members sit on multiple committees, which is intentional
by design. This allows Healthy RC to implement its actions in ways that take into consideration multiple priorities,
stakeholder bases and issue areas, ultimately addressing health holistically.
Healthy RC Executive Leadership Team — The primary charge of the Executive Leadership Team has been to
develop and help implement the "Health -in -All Policies" approach. They also actively seek strategic opportunities to
implement strategies outlined in the Roadmap strategic plan and achieve the community's overall goal for a culture
of health. Some staff also serve on the Steering Committee and Core team, which enhances overall coordination
and facilitates seamless communication across agencies and committees. Members of the Executive Leadership
Team include executive leadership from nearly all City agencies, including Fire and Police Departments.
Healthy RC Steering Committee —This committee represents the diversity of Rancho Cucamonga by having
members from a variety of sectors, including business, non-profit, public agencies, and residents. It shares
members with the Core Team and Executive Leadership Team and also has representatives from Campeones para
la Comunidad and the Youth Leaders. This structure allows the Steering Committee to work at multiple levels within
the Healthy RC structure to ensure alignment of vision and activities. Historically, the Steering Committee was the
"primary implementation arm of the Healthy RC Kids program and associated activities, such as the development
of health policies (farmer's markets, community gardens, nutrition standards), CASA healthy cooking and GROW
container gardening classes, and the Safe Routes to School program, among others."[1] Currently this group leads
many of the decisions related to implementation of the community health priorities. The Steering Committee also
includes several standing subcommittees, such as Communications, Healthy Eating Active Living (HEAL), and
Mental Health.
Healthy RC Core Team — The Healthy RC Core Team is made up of City staff from major departments and is the
longest standing committee within Healthy RC. It was initially created to guide the development and implementation
of Healthy RC. This team supports the City to coordinate across departments and maximize the City's resources
to arrive at community health solutions that are strategic and timely. Many Core Team members also serve on the
Steering Committee, which facilitates a true City -community partnership.
Campeones para la Comunidad (Community Champions) — This group was initially developed with Latino
residents in Southwest Cucamonga to provide a space for leadership development and civic engagement.
Campeones para la Comunidad have been extremely successful in creating avenues for Latino residents to
meaningfully participate in Healthy RC activities that are being implemented across the City. As a true community
group, Campeones para la Comunidad is responsive to needs that they identify based on feedback from their
personal and professional networks of residents and community organizations in the City. Based on this, they
represent community interests in the Steering Committee to ensure that Healthy RC actions are aligned with on -
the -ground needs and issues.
Healthy RC Youth Leaders — The Youth Leaders is the space where teens in Rancho Cucamonga are able to learn
leadership and civic engagement skills. This group has been successful in working with young leaders in the City
to increase civic participation of all youth in the City and to inform key Healthy RC strategies that are relevant for
youth. For example, the Youth Leaders have played an instrumental role in informing and carrying out the mental
health priority for Healthy RC through an anti -stigma campaign. The Youth Leaders are also represented on the
Steering Committee to ensure that youth voices are a part of all Healthy RC decisions.
Green Team — This team is focused on promoting clean and sustainable environmental strategies to promote a
healthy earth. This team leads efforts within Healthy RC to address the clean environment goal of the Road Map.
It is a long-standing team within Healthy RC and was awarded a grant from the Southern California Association
of Governments (SCAG) to lead the development of a sustainability plan for the City of Rancho Cucamonga.
Members of the Green Team are also on the Healthy RC Core Team and the City Manager's Office provides staff
support for the Green Team. This ensures that clean environmental strategies are considered across all activities
and strategies within Healthy RC.
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Role of the City & Healthy RC Partners
The City of Rancho Cucamonga plays a key role in the governance and sustainability of the Healthy RC initiative.
As part of Healthy RC's sustainability strategy, the City government shares the leadership of this initiative with its
community partners by encouraging and supporting other partners in taking the lead on health-related initiatives
within their own organizations and sectors. This structure ensures that those who are most affected by community
health issues and those who have the most expertise about their own community have a voice in how decisions
are made.
The City engages in discussions, especially at the Executive Leadership Team level, with the Healthy RC partners
regarding the types of support from the City that would be the most helpful and desirable. For example, the City's
support could consist of continued resource development (e.g., grant writing) and contract administration (acting
as the fiscal and/or administrative agent), while other partners act as the programmatic and implementation agents
for specific activities. The City's support may also take the form of facilitating the development of community
messaging related to Healthy RC and branding of the initiative throughout the community.
As part of the sustainability strategy and following a collective impact framework, the City Manager's Office
continues to convene and facilitate the overall Healthy RC initiative and
provide staff support for the existing and newly developed committees and
work teams. The City also provides more support to its partner agencies
to lead health-related initiatives within their own organizations and sectors,
and provides more overarching support for the entire initiative through a
communication and evaluation strategy.
Community Engagement
The community capacity building strategies formed at the beginning of
the initiative (Community Champions and Youth Leaders) were essential
for empowering residents and youth. These committees are an essential
component of Healthy RC. While the Executive Leadership Team provides
direction and guidance, the subcommittees which include residents and
community members, also guide and inform the process. Healthy RC
provides a platform for the subcommittees to provide input to the City about
health related programs and policies. Community Champions and Youth
Leaders are a strong and essential part of the HRC model. Both committees
play a critical role in elevating the voices and priorities of residents and youth
in Rancho Cucamonga. Community leaders play active roles in leading
initiatives and community advocacy efforts. (See Collaborations, Section 4)
Evolution and Recognition of the Initiative
Since the beginning of the initiative, the City Manager's Office has been very
intentional about minimizing the amount of fiscal burden Healthy RC has on
the City. To this end, the City has leveraged a Targe amount of public-private
partnerships and received numerous grants from national and regional
funders. As of 2016, Healthy RC staff had secured almost $2.5 million in
public funding and private philanthropy to support Healthy RC activities.
[23] These funding streams have allowed Healthy RC to develop a robust
infrastructure and also deepen the work related to specific strategies, such
as Healthy Eating Active Living and education. It has also allowed Healthy
RC to focus on comprehensive health promotion strategies and health
policies that live beyond short-term programming.
In March of 2014, Healthy RC finalized its Strategic Plan (A Roadmap forA
Healthy Future in Rancho Cucamonga).[1] This was a significant milestone
in that the strategic plan codified Healthy RC's governance structure, its
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community priorities and twelve (12) goals for the next five years (see Appendix II). A testament to how Healthy
RC has operated from the beginning, the strategic plan is a community plan and was the result of "hundreds of
community members dedicating thousands of hours" to develop, review and revise the plan.[1] The community
assessment process that informed the strategic plan also elevated themes that have become guiding values for
how Healthy RC approaches its work. Specifically, community stakeholders highlighted the "interrelated nature
of health issues; "the importance of creating a culture of health; "lowering costs increases access to a healthy
lifestyle" and the "importance of family-oriented activities: Healthy RC partners agree that the City's role as a
coordinator was beneficial and important but also expressed interest in expanding their roles in the initiative related
to program implementation, community events and evaluation.[1]
Healthy RC has been recognized for being a leader in the country, for its uniqueness in having a community
change effort housed in the City Manager's Office as mentioned above, and for the way it has successfully involved
community members in a comprehensive City-wide health initiative. In 2013, HRC was recognized by First Lady
Michelle Obama for their health and wellness work as part of the "Let's Move! City's Towns and Counties" program.
[24] In 2015, Mayor L. Dennis Michael was invited back to speak about Healthy RC at a White House event.[25]
Further, Healthy Rancho Cucamonga has been identified as a best practice by the National League of Cities [20]
and received the "Best of the Best' award from the Urban Land Institute.[1] Rancho Cucamonga is recognized
as "one of the few communities in California to incorporate health and sustainability as an overarching theme
throughout its General Plan. The City has also adopted and implemented a Health -in -All -Policies framework in
all policy -related decisions the City makes, establishing a permanent link for a dialogue on health within City
departments."[20]
A bibliography of previous reports on Healthy Rancho Cucamonga that have detailed its history is provided in
Appendix 11.
Healthy City/Communities and Place -Based Initiatives
More than a collection of individual prevention programs, Healthy RC focuses on the social, environmental, built
and political determinants of health. Healthy RC is considered an example of a "Healthy City" as it "is continually
creating and improving those physical and social environments and expanding those community resources
which enable people to mutually support each other in performing all the functions of life and developing to their
maximum potential"[26]
As this definition suggests, the Healthy City model is considerably different than a medical model, which focuses
primarily on downstream issues, such as disease and injury or individual behaviors, attitudes and risk factors. The
model is also much more than a prevention model. Specifically, Healthy RC adheres to the following principles:
"1) a broad definition of health, 2) a shared vision, 3) improving equity and quality of life, 4) diverse resident
participation and widespread community ownership, 5) focus on systems reform, 6) development of local assets
and resources, and 7) a means to measure progress and make improvements based on results." [27]
Specific to California, the California Department of Public Health (CDPH) has identified "Healthy Communities"
as a key strategy for improving health across the State. The CDPH Healthy Communities framework states that
a healthy community addresses the following through all stages of life: meeting of basics needs, environmental
quality and sustainability, adequate economic and social development, health and social equity, and social
relationships that are supportive and respectful.[28]
Conceptually, Healthy Cities and Healthy Communities are generally considered to fall under an umbrella of
community efforts that have become commonly referred to as place -based initiatives in the United States.[29] In
the last couple decades, there has been a renewed interest in place -based work that is slightly different from similar
initiatives that were implemented in previous decades. What these most recent initiatives share in common related
to their theory of change and approach is a dual -level effort for community change. These place -based efforts are
working at the neighborhood or micro level. But they also recognize the importance of systemic changes at the
macro level, recognizing how broad social trends and policies impact even the most small-scale effort.[29]
' For the purpose of this report, unless otherwise noted, the term "place -based" will be used broadly to refer to all community change
initiatives implemented in specific geographic boundaries that seek to change systems and policies. These initiatives include Healthy
Cities, Healthy Communities, Comprehensive Community Building Initiatives, Collective Impact and similar initiatives by other names.
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There are several common elements among all these definitions of healthy cities and place -based work
that illuminate the core philosophy of Healthy RC and how Healthy RC affects change in the City of Rancho
Cucamonga. There is no one policy, practice or program that will singularly improve the health of residents.
Likewise, the strategies implemented in Healthy RC are intended to be mutually reinforcing and target multiple
levels of systems and supports. Further, health equity is a central theme in healthy cities/communities. That
is improving health outcomes among the majority of City residents, for example, is insufficient if other socio -
ecological issues, such as class or immigration status prevent some residents from benefiting from the same health
improvements. In this sense, health equity in the broadest scope becomes just as important as improved health
outcomes.
Unlike more traditional approaches, Healthy RC works with community residents to identify health outcomes that
are most important to them and to develop strategies that they ultimately champion in their own community. In this
sense, community residents and community based organizations truly are the experts of their communities and
work with the City to develop and implement long-term solutions to promote health. Because of this partnership
with community members, Healthy RC has the potential to be sustained over time as the community has more and
more ownership of and investment in the initiative.
Initiatives such as Healthy RC that are based on the socio -ecological model for public health take into
consideration the "complex interplay between the individual, relationship, community, and societal factors':[30] The
assumption of this model is that factors in one level, for example the societal level, influence factors in other levels,
such as the individual or relational level. This model is based on evidence that no single factor can promote health
outcomes and it also reflects the complex systems in which residents live, work and play. This is also why the City
adopted a "Health -in -All Policies" approach. As a result of the City's general plan update in 2010, this approach
requests that all policies incorporate a health perspective, regardless of the departments or entities involved in
implementing the policy. The "Health-in-AII Policies" approach is discussed throughout later sections of this report
and in detail in Section 5.
Societal
Community
Relationship
Individual
Image 2: Depiction of the Socio -Ecological Model framework for public health
The socio -ecological model provides a theory for how upstream determinants impact health outcomes. The
collective impact model provides a framework for how Healthy RC organizes itself to actually achieve health equity
and create a culture of health. Understanding the ways in which Healthy RC shares some common elements with
other place -based initiatives and specifically the collective impact model can help inform an appropriate evaluation
approach.
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Section 3: Evaluation Methods
Evaluation Approach
As place -based initiatives are attempting to change the fundamental way
that systems work in a community, it is equally important to understand
why and how change occurred in a particular setting. Simply measuring
whether or not change occurred is insufficient for place -based initiatives.
Rather, there must be a "compelling logic for how the initiative works" that
illustrates how the strategies and activities lead to community change.
[29] Outcome metrics alone do not adequately determine the success of
these initiatives because they involve so many moving parts and diverse
stakeholders. Because place -based initiatives are intended to be sustained
over long periods of time, there is also the concern that the costs and
ability to sustain rigorous and ambitious evaluations of such complex
initiatives would be prohibitive, even with substantial funding.[29] In order
for evaluation to be meaningful and sustainable, it must be integrated into
the fabric of the initiative.
Evaluation of place -based initiatives address whether change in a
community is occurring. This helps to inform learning, adaptation and data -
informed decision making as the initiative grows. Place -based initiatives are
designed to be nimble, flexible and responsive to community and political
interests that shift over time. They actively address the complex social,
political, historical, and cultural nuances of each community in order to
create sustainable change. In order to be able to assess these multi -faceted
questions, the evaluation plan for Healthy RC was designed using a mixed
methods approach that involved primary collection of both qualitative and
quantitative data as well as review of literature, programs, policies and
secondary data. This is consistent with best practices from the field of
place -based work that recommends a mixed -methods evaluation approach.
[31, 32]
Healthy RC aims to change highly complex systems to improve community
health. Evaluation that takes a snapshot of any given outcomes at one
point in time cannot adequately reflect what is working in this initiative
and how these efforts might be leading to change in the community. It is
recommended that evaluations for community change initiatives, such as
Healthy Rancho Cucamonga, focus on the "bigger picture" and how the
various aspects of the initiative work together and evolve over time.[33]
Specifically, some of the lead thinkers of Collective Impact model suggest the following guidelines for evaluating
complex community change initiatives. These are:
1. Assess progress and impact towards change as a whole and within the context where the initiative is taking
place;
2. Rather than using evaluation to determine whether the initiative is a success or failure, data from evaluation
should be used to improve or adapt the initiative;
3. Evaluation should be embedded into the "initiative's DNA, rather than treating it as an activity that occurs
annually.[33]
Many leaders in the field have also acknowledged the importance of understanding the developmental stages
that these types of initiatives typically undergo and how evaluation can be responsive during each stage. These
initiatives begin with an "early stage" that involves creating a foundation for the work, creating a learning agenda,
planning, piloting and refining the goals. This phase is typically followed by an "implementation stage" during
which the infrastructures for governance and leadership are strengthened, strategies and activities are scaled and
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there is intentional focus on monitoring progress and creating a learning environment. The sustaining stage of the
initiative involves continuous assessment and modifications to ensure that the initiative continues to be responsive
to community priorities. This is the stage when there is more intentional focus on community ownership of the
work and broader connections to community and systemic changes.[32, 34] Rather than linear, these phases
are typically experienced as iterative and developmental. That is while there is a general trajectory in which most
initiatives move, place -based initiatives involve quite a bit of adapting and refining as they develop into more
complex and mature efforts.
Table 2. Healthy Rancho Cucamonga Evaluation Plan Framework
PHASE
Discovery and planning
Evaluation Capacity Building
Outcome Assessment
Collaborative Assessment
Readiness Assessment
KEY EVALUATION QUESTIONS
What has HRC done to date?
What information is known about HRC's progress?
How can evaluation efforts be integrated and sustained?
What changes in policies, built environment, civic engagement,
integrated systems, healthy behavior and status have occurred
since the beginning of HRC?
What are HRC's best practices?
How does HRC compare to other place -based initiatives in the
region
To what extent does HRC have collective impact elements?
(e.g., common agenda, sharing of data & information, mutually
reinforcing activities, continuous communication, backbone
support)
What is HRC's capacity for resident leadership and innovation?
To what extent are HRC activities/strategies aligned with the
strategic plan?
What are emerging policy and program priorities?
What are opportunities for leveraging public and private funders
and/or existing local or regional efforts?
METHODS
Literature and document review
• Establishment of HRC Evaluation
Committee
• Prioritization of data indicators
• Engagement with Youth Leaders &
community Champions
• Key informant interviews
• Focus Groups
• Policy Inventory
• Community Health Survey
• Secondary data sources
• Key informant interviews
• Focus Groups
• Social Network Analysis
• Key informant interviews
• Focus Groups
Healthy Rancho Cucamonga recently adopted a strategic plan and is now ready to implement more formal
evaluation and learning activities. For "Phase II" of the Healthy RC Strategic Plan, City Council established a
Council Goal (A16), directing staff to develop a plan to identify tools and performance indicators to measure the
effectiveness the Healthy RC Initiative (and its strategies) has had in improving community health and wellness
over the last eight years.[21] This evaluation plan builds off the Healthy RC strategic plan.
Thereare sufficient structures in place for community engagement, governance, and leadership. Many of the
strategies and activities are developed and ready to be further developed and scaled. Given the nuances that
evaluation for place -based efforts need to consider, the evaluation plan for Healthy RC was designed to be
responsive to where HRC currently is developmentally and provide a framework for how HRC can monitor its
progress and impact as the initiative continues to evolve and grow, Per a framework developed with input by
leaders across the country doing place -based work [34] and with input from City staff and Healthy RC community
stakeholders, SSG R&E assessed that Healthy RC is in the early to middle phase of the implementation stage.
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This is an opportune time to take a baseline of the collaborative that can be used to inform its progress as
the initiative continues to evolve. With this in mind, the goals of this project were to:
1. Assess HRC's collaboration and readiness to inform future implementation and evaluation;
2. Provide baseline data related to specific health indicators that are aligned with HRC strategies;
3. Assess Healthy RC's effectiveness (impact) on community health improvement to date; and
4. Provide a framework and plan for future evaluation activities.
SSG R&E worked closely with the City Manager's Office and key stakeholders in the HRC collaborative throughout
the project period to agree upon evaluation methods and approaches that would be feasible and well-received
in their community. This included the evaluation committee (see Table 3) and the Youth Leaders and Community
Champions.
Methods
Overview
This evaluation planning project took place from July 2015 to August 2016. The first phase of the evaluation plan
was a review of salient literature and documents to understand HRC accomplishments and the effectiveness
of the collaborative. SSG R&E collected primary data through focus groups, key informant interviews, a social
network analysis, and community health survey. SSG R&E also reviewed and analyzed secondary data from
sources such as the San Bernardino County Department of Public Health, Community Vital Signs and California
Department of Education to assess changes in health outcomes. This evaluation plan intentionally sought to have
input from a broad range of stakeholders who could inform the evaluation plan framework and who could also
provide leadership roles related to future evaluation efforts. SSG R&E established an Evaluation Committee that
was a guiding body throughout the project. Youth Leaders and Community Champions were engaged for their input
and support related to the community health survey. Table 2 summarizes key evaluation activities, questions and
methods.
Healthy RC Evaluation Committee
Throughout the project period, SSG R&E worked with the City Manager's Office to establish the Healthy RC
Evaluation Committee. The purpose of the Evaluation Committee was to establish a space where key stakeholders
of the Healthy RC collaborative could make decisions about Healthy RC's evaluation efforts. They played a key
role in providing input to the evaluation process and guiding evaluation activities. Additionally, SSG R&E provided
evaluation capacity building to this committee and the City Manager's Office to ensure that evaluation efforts were
integrated and sustained over time.
The Evaluation Committee played a critical role during the project to prioritize health indicators related to Healthy
RC strategies and interpret findings from the assessments conducted as part of this evaluation plan. Developing
the prioritized health indicators was a 3 -month process. SSG R&E first began with a running list of over 200
possible indicators that aligned with the Healthy RC community priorities and strategies. SSG R&E also considered
other data indicators that aligned with the City departments' goals, San Bernardino County Department of Public
Health, Healthy People 2020, and the Social Determinants of Health. Before engaging the Evaluation Committee,
SSG R&E examined the interviews and focus groups to see which community priorities, strategies and data
community stakeholders mentioned and were interested in. This included the interests of key political officials and
decision -makers. SSG R&E then considered the priorities and strategies where Healthy RC focused much of their
efforts and had developing interests. This was important because SSG R&E wanted to establish a set of indicators
that would be most useful to Healthy RC immediately, which would be most useful to track over time and what data
was strategically needed to demonstrate the outcomes they were hoping to achieve.
After this month long process, SSG R&E then recommended to the Healthy RC leadership and Evaluation
Committee to focus on indicators related to Healthy Eating Active Living, Community Connections and Safety,
Education and Family Support, Healthy Aging and Mental Health community priorities. Although Economic
Development, Clean Environment, and Disaster Resiliency were important, we felt, and the Evaluation Committee
and Healthy RC leadership agreed, that it would be best to incorporate the plans and efforts of the other City
departments working more directly with these issues and to take advantage of the Sustainability Plan activities
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happening concurrently with the Healthy RC evaluation. However, based on facilitated discussions the Evaluation
Committee, SSG R&E did provide some indicators that the committee felt were important to include under these
priorities. The data indicators for the Partnership community priority were already selected for the social network
analysis survey, but the committee still informed this priority, which was the basis for some revisions to the early
survey design.
For two months, SSG R&E led focused facilitation and consensus building discussions to create a more focused
list of data indicators for each community priority recommended. SSG R&E began with logic model exercises to
discuss what Evaluation Committee members felt were the long-term outcomes of Healthy RC and its community
priorities and strategies. SSG R&E then worked backwards, asking members to think about what would be the
short-term and mid-term outcomes needed to reach the long-term outcomes. Based off of multiple discussions,
SSG R&E were able to draft a rough logic model connecting the short-term and mid-term outcomes for each
community priority to Tong -term social, economic and health outcomes. SSG R&E then aligned the previous list of
data indicators with the outcomes established by the Evaluation Committee.
The last phase of selecting indicators was having the Evaluation Committee select which indicators would be most
beneficial for Healthy RC and the community to track over time considering the limitations of time required to track
data over time, what other local efforts, such as hospitals and the County
Department of Public Health, were tracking over time so as not to duplicate
efforts, and the availability of data at the community- and County -level.
This last criteria was important as the committee considered which data
were available to make comparisons with the primary data to be collected
for Healthy RC, as well as gaps in the data to support County and other
local data tracking systems. SSG R&E also realized through this process
that Healthy RC and the City were already tracking much of the process
outcomes discussed during these meetings. Refer to the analysis subsection
on page 23 for details on the finalized data indicators list.
This committee included 9 key stakeholders who were recruited for the
committee given their expertise with evaluation, their leadership role in the
community and/or their interest in assessing Healthy RC's progress. Table
3 shows the roster of the Evaluation Committee. The Evaluation Committee
was facilitated by SSG R&E and the City Manager's Office and met seven
times between February 2016 and June 2016.
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Table 3. Evaluation Committee Roster
Maggie Hawkins Partners for Better Health
Barbara Marino Women on the Move Network
Irene Chisholm Youth Accountability Board
Kirbee Brooks
Loma Linda University.
MPH student/Public Health Fellow
Erika Lewis -Huntley City Manager's Office
Michael Parmer City Manager's Office
James Scheu San Antonio Regional Hospital
Bree Hemingway Claremont Graduate University
Claremont Graduate University,
MPH student/Public Health Fellow
Jordan Riddle
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Key Stakeholder Interviews
Between October 2015 and May 2016, a total of 29 key stakeholder interviews were conducted to inform the
assessment of Healthy RC. The interviews included a wide range of participants from community stakeholders,
Healthy RC Core Team members and the Executive Leadership Team (refer to Table 4 below). Ultimately, the
Executive Leadership Team interviews were conducted by City staff who were part of the Core Team. The decision
to have City staff conduct the interviews was made so that these staff could have a better understanding of internal
workings of Healthy RC and the City. Interviews were conducted in person and by phone, depending on the
preference of the individual being interviewed. Interviews were audio -recorded and transcribed. All interviewees
were consented verbally prior to being interviewed.
By engaging stakeholders who were involved in related initiatives of the City, SSG R&E identified additional assets
and initiatives that support the health outcomes in Rancho Cucamonga for a broader landscape of health in the
City. The interviewees were asked specific questions related to collective impact domains (common agenda,
shared measurement, mutually reinforcing activities, continuous communication and backbone support). SSG R&E
also asked about level of participation, buy -in, the specific work they were doing related to health and how that
aligns with department goals and work flow. SSG R&E specifically asked about what data interviewees use and to
what extent they use the data to improve their work. Interviewees were asked to forecast and anticipate potential
opportunities, challenges and funding sources. Specifically, they were asked to speak about some of the emerging
policies and priorities in Rancho Cucamonga and the region that could impact health in these communities. Please
refer to the interview guide in Appendix IV.
Table 4. Key Stakeholder Interviews (N=29)
INTERVIEWEES PARTICIPANT BASE
Community Stakeholders
Healthy RC Core Team
Healthy RC Executive Leadership Team
• Elected Officials
• Funders
• Community Partners
• School Districts
City Department Staff
City Department Executive Management
Focus Groups
Between December 2015 and March 2016, SSG R&E conducted six (6) focus groups with members of the
Healthy RC collaborative and the general population. With help from the City Manager's Office, SSG R&E invited
individuals who have been a part of Healthy RC to participate in focus groups that were conducted by SSG R&E
in a setting that was convenient for the participants. Table 5 summarizes the participant populations for each
focus group. The City provided refreshments and food for the participants during the focus group. Through these
focus groups, participants were asked to discuss their experiences in the partnership in order to better understand
the degree of collaboration between Healthy RC and community members. Refer to Appendix IV for the focus
group guide in English and Spanish. Data collected from the focus groups was intended to elevate narratives and
stories that may not be captured through other methods. Focus groups were audio -recorded and transcribed. All
participants were consented verbally prior to beginning the focus group.
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Table 5. Focus Group Participants (N=32)
HEALTHY RC SUBCOMMITTEES
Communications
(N=4)
Community Champions
(N = 14)
Green Team
(N = 5)
Healthy Eating, Active Living (HEAL)
(N = 4)
Mental Health
(N = B)
Youth Leaders
(N = 11)
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PARTICIPANT BASE
• Communications for Healthy RC
• Friends of the Pacific Trail
• Community Service Coordinator in Community Services Department
• Engineering Department
• Spanish speaking community members
• Community Services Department
• Sustainability Programs
• Public Works Department
• Environmental Programs
• Purchasing Division
• Library Services
• Local Business Owner
• City Manager's Office
• Steering Committee Member
• Senior Center
• Human Services Program
• Community Services Department
• Nonprofit Professional
• 211 San Bernardino County
• City Manager's Office
• Residential Treatment Facility
• Rancho Cucamonga Middle and High School Students
Social Network Analysis
A social network analysis was conducted to understand the connections and relationships between the Core
Team, Executive Leadership Team and Steering Committees, as well as examine the factors for collaborative
success. SSG R&E developed a survey to assess key relationships and degree of collaboration among the various
departments and agencies. This portion of the survey included questions that asked respondents the level of
collaboration with each City department (for the Core Team and Executive Leadership Team) or with the Steering
Committee or each subcommittee (for the Steering Committee). Components examining the level of collaboration
were supporting of events among departments or committees, consultation in the planning and development of
goals and strategies, and the sharing of data or information. The components also demonstrated reciprocity. For
example, sharing of data can occur in one direction where the respondent shares data, but can also occur in the
other direction where the City department or committee can share data back with the respondent. For each City
department or Healthy RC committee, respondents can select multiple components of collaboration. In addition,
each respondent was asked whether there were people from each City department (Core Team and Executive
Leadership Team) or committee (Steering Committee) they felt comfortable going to if they needed support. If yes,
then respondents were asked to name at least three people in each City department or committee. This information
made it possible to determine which departments and individuals were connected and the power of a person with
the most connections (i.e. centrality).
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The survey also included an adaptation of the Wilder Collaborative Factors Inventory, which identifies common
factors for successful collaborations.[35, 36] Items in the inventory pertained to each of these common factors,
such as membership characteristics, process and structure, communication and having a shared vision. Thus, each
factor contained one to three inventory items that informed how well the collaboration was doing within that factor.
However, not all questions from the inventory were used in this survey.
The Wilder Inventory was used as it had common elements that Healthy RC was interested in capturing, as
well as ease of use and analysis. The instrument was administered as an assessment to identify strengths and
weaknesses within the factors that represent collaborative success, which is similar to how others have used the
instrument.[35, 36] Each item from the inventory was given as a statement with respondents using a 5 -point Likert
scale from Strongly Disagree to Strongly Agree.
In addition to the questions on relationships, degree of collaboration and items from the Wilder Collaborative
Factors Inventory, SSG R&E included questions collecting information on participant characteristics (City
department or sector the respondent represented, the Healthy RC group he/she participated in, number of years
at the City department or organization, number of years participating in Healthy RC, and satisfaction in Healthy RC
participation). For the Steering Committee, SSG R&E included an additional question on other collaboratives or
networks respondents participated in outside of Healthy RC.
The social network survey is available in Appendix IV. The first surveys were administered via an online survey
platform to the Core Team during November to December 2015. Based on feedback from Core Team members who
took the survey and input from the City and Evaluation Committee, the survey was revised. Social network surveys
were administered online next to the Executive Leadership Team during June to July 2016 and to the Steering
Committee during July to August 2016. A summary of social network survey participants is in Table 6,
Table 6. Social Network Analysis Studies (N=41)
PARTICIPANT BASE
SURVEYS COMPLETED DATES
Core Team
N=9
Executive Leadership Team
N=17
11/16/2015 —12/16/2015
6/13/2016 — 7/25/2016
Steering Committee (including subcommittees)
N=15
7/22/2016 — 8/8/2016
Program and Policy Inventory
As part of this evaluation plan, a Randall Lewis Public Health Fellow with the City conducted an inventory of 21
programs and 36 policies/plans to determine whether these programs and policies were influenced by Healthy
Rancho Cucamonga. The policies and programs included in this list were those that had a health impact, meaning
it did or had the potential to lead to improved health outcomes. A program or policy was considered influenced by
Healthy RC if a Healthy RC group or member, or Healthy RC activities initiated or helped in the development of the
policy or program. The inventory was developed from December 2015 to May 2016.
Community Health Survey
A cross-sectional baseline assessment of health outcomes was studied using a community health survey. As
discussed in Section 6, the community health survey was designed to address issues with lack of local data from
existing data sets. SSG R&E developed the community health survey with input from Youth Leaders, Community
Champions, the City Manager's Office and the Evaluation Committee. This survey was aligned with health
indicators prioritized by the Evaluation Committee that aligned with the health priorities in the Strategic Plan.
The Youth Leaders and Community Champions played a critical role in developing mental health questions that
were related to the mental health work they have been doing in Rancho Cucamonga. Additionally, SSG R&E
incorporated standardized questions from existing community health surveys that are implemented regionally and
nationally, such as the 2014 Behavioral Risk Factor Surveillance System (BRFSS), 2004 National Politics Study
and Healthy North Carolina Community Opinion Survey.[37-39] Questions mostly pertained to health outcomes of
community members, as well as factors that influence health outcomes (see Appendix IV for the survey). In July
of 2016, the community health survey was administered to community members in Rancho Cucamonga over the
course of seven days by the City with help from City staff (from multiple departments) and community volunteers,
including Youth Leaders, Community Champions, and Healthy RC Steering Committee Members. A summary
of events during which the survey was administered is shown in Table 7. In total, 721 surveys were collected.
However, 579 will be used as part of this evaluation due to duplication and responses from participants who were
not residents of Rancho Cucamonga. Participants answered surveys in paper -pencil format or electronically using
an iPad. Surveys were also collected online from respondents directed to the survey via social media and emails
sent by City staff. Surveys were administered in English and Spanish. Participants who completed the survey were
eligible for raffle prizes.
Table 7. Community Health Survey (N=579)
DATE EVENT/LOCATION
7/12/2016
7/13/2016
Summer Movies in the Park, Victoria Gardens
Northtown Teen Activity Club, Northtown Community Center
Olen Jones Senior Club Event, Olen Jones Apartment Complex
7/14/2016
Summer Concerts in the Park, Redhill Community Park
Quakes Baseball Game, Epicenter
7/15/2016 Farmers' Market, Victoria Gardens
7/16/2016 Farmers' Market, Terra Vista Town Center
7/18/2016 Health, Happy Toastmaster's Club, Rancho Cucamonga Family Resource Center
7/19/2016
Summer Movies in the Park, Victoria Gardens
Quakes Baseball Game, Epicenter
Community Engagement: Youth Leaders and Community Champions
During the last phase of the project, SSG R&E engaged the Youth Leaders and Community Champions to
inform the development of the community health survey and support with the administration of the survey in
the community. This was a critical component of the evaluation planning process and demonstrated the City's
commitment to working with community stakeholders in the design and evaluation of Healthy RC. Through this
process, SSG R&E helped to build the evaluation capacity of the Youth Leaders and Community Champions so
that they are better equipped to play active roles in future evaluation efforts. Staff from SSG R&E and the City
Manager's Office facilitated meetings with the Youth Leaders and Community Champions. During these meetings,
the evaluation team engaged participants in discussions to build their capacity related to evaluation and also seek
their input about the design of the community health survey. A summary of topics discussed during these meetings
is show in Table 8.
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Table 8. Engagement with Community Champions and Youth Leaders
DATE SUBCOMMITTEE TOPIC FACILITATION
5/18/2016
Community Champions
Introduction to evaluation and
participatory research
SSG
5/25/2016 Youth Leaders
Introduction to evaluation and
participatory research
SSG
6/8/2016 Community Champions & Youth Leaders Expanding knowledge of mental health. SSG
Reviewing mental health data indicators.
6/30/2016 Community Champions &Youth Leaders
Reviewing Mental Health portion of
Community Health Survey
SSG
7/6/2016 Community Champions & Youth Leaders Training on collecting community surveys City of Rancho Cucamonga
8/3/16 Community Champions & Youth Leaders
Debrief about the administration of the
Community Health Survey
City of Rancho Cucamonga
Data Analysis
Given the multiple sources of data used throughout this evaluation plan, the evaluation team conducted analyses
of primary data collected first and then triangulated the various data sources to determine consistency in findings.
Triangulation is a method often used in mixed -methods evaluation to ensure that findings are robust, accurate and
well-developed.[40]
Focus Groups and Key Informant Interviews: Qualitative data from the key informant interviews and focus
groups was analyzed using ATLAS.ti 7 qualitative software. SSG R&E developed an a priori list of themes as
they related to the evaluation questions and employed modified content analysis of the key informant interview
and focus group data. Using an empowerment evaluation approach, SSG R&E shared preliminary findings with
the Evaluation Committee to validate initial findings. Based on feedback from the Evaluation Committee and City
Manager's Office and the a priori theme list, an open coding was conducted using random sample of interview and
focus group transcripts. After the first phase of analysis, SSG R&E created a qualitative code book that was related
to the a priori themes. As coding continued, any other emergent themes were discussed among the evaluation
team and the coding schema was revised accordingly. Once the finalized list of themes and codes was developed,
the remaining data was analyzed.
Social Network Analysis: Data from the social network analysis survey was analyzed in multiple ways. MS Excel
was used to provide descriptive data on respondent characteristics, such as sector or City department represented,
number of years in his/her respective position, and number of years participating in Healthy RC.
The Wilder Collaboration Factors Inventory was scored using the guidelines from the authors of the Wilder
Inventory.[35, 36] To examine the outcomes of each common factor, average scores were created for each given
factor using the 5 -point Likert scale, from a rating of 1 representing Strongly Disagree to a rating of 5 representing
Strongly Agree. As suggested by the authors of the Wilder Inventory and other works using the inventory [36],
scores of 4.0 or higher show strength and probably do not need special attention; scores between 3.0 and 3.9 are
at the border and may require attention; and scores of 2.9 or lower indicate concern and should be addressed by
Healthy RC. For those factors in the borderline range, SSG R&E further separated these into those approaching
strength (3.5-3.9) and those approaching concern (3.0-3.4) as suggested by RAND.
To examine the relationships, network connections and levels of collaboration among the Core Team, Executive
Leadership Team and Steering Committee, SSG R&E utilized theories and concepts of social network methods
to create matrices in MS Excel. For the level of collaboration, if a respondent selected he/she has supported a
particular City department or committee with their events or programs, they were given them a score of "1" If they
did not, they received a score of "0." Similar scoring was repeated across the five other collaboration items for a
City department or committee. SSG R&E then calculated sums of all collaboration items to create total scores,
_.23--
which represented the strength of the tie between the respondent and the
corresponding department. The total score a City department or committee
can receive ranges from 0 to 6, with the higher the score representing a
stronger tie.
Another matrix was then created with X rows and Y columns (i.e. a row for
each respondent and a column for each department). The total collaboration
score for each department from each respondent was then entered into
the matrix. Cumulative scores were then added for each department to
determine which departments were collaborated with the most (higher
scores) and the least (lower scores) among the Core Team, Executive
Leadership Team and Steering Committee.
For the section where respondents named the people they were most
comfortable with going to for support, a list of all names with their respective
departments was created and then entered into another matrix with names
placed in columns and respondents in rows. The matrix had X rows and
Y columns. Then for each respondent, a "1" was entered if the respondent
named the person and a "0" was entered if they did not. A total score for
each respondent was calculated to state the number of connections each
respondent had. The respondent with the highest scores were considered to
have more opportunities for collaboration and sharing of information as they
were able to connect with more people. Total scores were created for each
department to demonstrate which departments were the most "popular"
meaning that those departments had more collaboration or connections
directed towards them. SSG R&E also identified for each Healthy RC group
surveyed who from each department most respondents felt comfortable
going to for support. These people who received more ties were considered
to have more prestige or importance.
Prioritization of Health Indicators: As discussed earlier, SSG R&E
collaborated with the Evaluation Committee to prioritize health indicators
that were aligned with the Healthy RC community priorities and strategies
identified in the Strategic Plan. These indicators were also aligned with
metrics from the City departments, as reported through the City's Socrata
dashboard. SSG R&E used consensus building facilitation methods and
interactive logic modeling techniques to arrive at a refined list of health
indicators that HRC could track over time to monitor the initiative's progress
and impact. A list of community priorities, strategies and indicators is available in Appendix I. However, below is
a truncated and simplified version of the data indicators showing for each community priority and strategy, there
are indicators for the short-term, mid-term and Tong -term outcomes expected for Healthy RC. Mostly outcome and
impact data indicators are reported; the process data indicators are mostly not included for simplicity in reading the
table.
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Table 9. Healthy RC Data Indicators
COMMUNITY PRIORITY AND STRATEGY
SHORT-TERM OUTCOME
MID-TERM OUTCOME
LONG-TERM OUTCOME
Healthy Eating Active Living
Healthy Food: Farmers Markets
• Knowledge about farmers
markets in Rancho
Cucamonga.
• Number of fruits and
vegetables consumed in
the past month.
• Prevalence of chronic
diseases: obesity, diabetes,
cancer, heart disease.
Active Transportation: Biking, Walking,
Trails. Safe Routes to School
• Knowledge about trails,
biking and walking paths
and amenities
• Perceived safety of
walking and biking trails
• Number of people who
use and types of use of
walking and biking trails
• Number of pedestrian traffic -
related injuries and deaths
• Number of bicycle traffic -
related injuries and deaths
Community Connections and Safety
Neighborhood Connections
• Knowledge of community
events and activities.
• Knowledge of Healthy RC
and programs.
• Level of community • Sense of belonging to the
participation
community.
Education and Family Support
Library Services and Life Long Learning
• Knowledge of Library
Services programming.
• Number of people
participating in Library
Services programming.
• % of students passing at a
3rd grade reading level
• High school graduation rates.
Mental Health
Access
• Knowledge of mental
health programs and
services.
• Attitudes towards seeking
mental health services.
• % of residents seeking
support for a mental
health issue
• Prevalence of mental health
disorders, such as depression
and suicide.
Community Health Survey: Data from surveys collected by paper -pencil method were cleaned and entered into
an online survey platform. Duplicates and data from individuals who were not a resident of Rancho Cucamonga
were not included in analysis. Data was exported from the online survey platform into MS Excel where data was
cleaned and coded. Descriptive analyses of variables was performed in both MS Excel and SPSS Version 23.
Further bivariate analysis (i.e., crosstabulation) was performed using SPSS Version 23. A Randall Lewis Public
Health Fellow with the City performed geospatial analysis of specific variables using ArcGIS software.
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Section 4: Healthy Rancho Cucamonga
Collaboration
Entrenched social issues have traditionally been tackled through isolated
approaches. This "magic bullet" approach, while well-meaning, falls short
when issues are wide -spread and complex. For a City to be successful
in improving the health of an entire City, revolutionary measures are vital.
It can't be done alone. Creating a network or collaboration is required to
improve the efficiency and effectiveness of a complex initiative. At the core
of collaboration is bringing separate organizations and people together,
forming a new structure to collectively solve difficult complex problems
through a defined mission or planning effort.
Collaboration is a main staple of how Healthy RC does their work. It is also
one of the many reasons why Healthy RC has shown so much success.
Working together directs efforts towards having a shared agenda, shared
responsibilities and shared resources aimed towards achieving a common
goal. Collaboration also encourages creative solutions. Because each
member comes with a wide range of personal knowledge and perspectives,
the group is able to remove barriers in ways that would be difficult for a
group working in isolation. The discussions involved in problem -solving at
this level encourage introspection and patience. This fosters more self-
awareness and mindfulness as groups go through the process of achieving
goals. As a result, when groups come together to review complex social
issues, the group builds its capacity to become more resilient as they
process failures and successes.
However, building and sustaining successful networks and initiatives
has its challenges. There are changes in membership, community and
organizational needs, power structures and funding streams. In group
dynamics, it is inevitable that not everyone will agree and will have differing
perspectives on how to address the same issues. There can be a lack of
adequate financial and organizational support to provide an administrative
infrastructure for the network, making it difficult for members to come
together frequently and remain a cohesive group. Organizations must
respond to and achieve their own goals and objectives, beyond the needs
of the network. These challenges often lead networks to struggle for
survival and growth. Therefore, it is the responsibility of the members in the
network to continually work at building and sustaining the work.
While collective impact goes steps further than collaboration, SSG R&E decided that looking profoundly at the
ways in which Healthy RC partners work together was a significant start at measuring their success, as well as
understanding where their work can be expanded. It is important for network members to understand their network
structure, relationships within the network, the processes in which they operate, and how they fit within the network
to strengthen the system to achieve the overarching goals of building a healthy city.
To better understand the Healthy RC processes, relationships and factors leading to success or challenges, SSG
R&E conducted three different data collection methods. First, SSG R&E conducted online social network analysis
(SNA) surveys with the Healthy RC collaborative (Core Team, Executive Leadership Team and Steering Committee/
subcommittees) to see how members viewed the collaborative, which committees or groups they were associated
with, and to measure the number and quality of relationships within Healthy RC (Refer to Section 3: Evaluation
Methods). Within the SNA survey, SSG R&E included an adaptation to the Wilder Collaborative Factors Inventory, a
tool that identifies common factors for successful collaborations. In addition, SSG R&E conducted six focus groups
with Healthy RC subcommittees that included 32 individuals and 29 key stakeholder interviews with a wide range
of City staff and community stakeholders linked to Healthy RC to gather additional information obtaining a deeper
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understanding that provided context for collaborative connections, learn where Healthy RC is in their collaborative
process, examine alignment of Healthy RC work with the Strategic Plan, and opportunities for growth.
Summary of Findings: Social Network Analysis
A total of 38 SNA surveys were completed with Healthy RC members representing the Executive Leadership Team,
Core Team, and Steering Committee to measure the number of connections members had within the Healthy RC
collaborative and the quality of their relationships (i.e. level of collaboration across departments and committees).
The three groups completed SNA surveys separately as each group had a different function within Healthy RC and
collaborated with different entities as they participated in Healthy RC. For instance, the Executive Leadership Team
and Core Team are made up of only staff from City departments and worked on health activities through those
processes while the Steering Committee and subcommittees included community stakeholders and worked with
both community and City staff to implement Healthy RC activities. However, SSG R&E also understood the overlap
and interconnectedness of these groups, and thus allowed members from each group to complete the survey more
than once as their roles and identities shifted. Each member was invited to self -assess the quality and expanse of
their relationships, connections and collaborative efforts with other departments or Healthy RC committees. Lastly,
caution should be taken when interpreting data from the Core Team and Steering Committee due to low completion
rates and as such is not completely representative of these two groups.
SNA Findings for Executive Leadership Team
Seventeen Executive Leadership Team members completed the Executive Leadership Team SNA survey. The
City departments represented were Administrative Services, Animal Care and Services, Building and Safety, City
Clerk's Office, City Manager's Office, Community Services, Department of Innovation and Technology, Economic
Development, Engineering, Fire District, Human Resources, Library Services, Planning, Police and Public Works.
The average amount of time respondents worked in their respective departments was 9.5 years with the least
amount of time of 6 months and the most amount of time of 27 years. Healthy RC leadership communicates
with the Executive Leadership Team frequently through multiple channels, providing them access to necessary
information that connects them to Healthy RC and to achieve Healthy RC objectives. Each City department also
has staff that represent the department in Healthy RC and that are more involved in Healthy RC activities, taking
information back to their departments and executive leadership. These department staff make up the Core Team
and maintain that vital connection between City departments and the Healthy RC collaborative.
Executive Leadership Team members were then asked the level of collaboration their department had with each
City department, excluding their department. Level of collaboration was defined as providing support for events
or programming, planning and development of goals and strategies, and sharing of data. SSG R&E also asked if
collaboration was reciprocal, meaning did that department also support, plan and share data with their department.
Scores were given quantifying the level of collaboration. The higher the score, the higher the level of collaboration.
Refer to Section 3: Evaluation Methods for more details on social network analysis.
Of those in the Executive Leadership Team who completed the survey, four of seventeen (24°°) demonstrated very
high levels of collaboration throughout all departments, being at their departments for at least 10 years. A common
theory is that the longer an individual is with a department or organization, the more opportunities for collaboration
and connections. It can also translate into maximizing resources and impact, and creating more sustainable efforts
to achieving health goals as these individuals can collaborate with more departments.
When looking at City departments that Executive Leadership Team members collaborated with, the department
with the highest level of collaboration was the City Manager's Office (highlighted dark blue). Other departments that
had high levels of collaboration within the Executive Leadership Team (highlighted light blue) were the Department
of Innovation & Technology (DoIT), Fire District and Police Department (see Table 9). This demonstrates that the
City Manager's Office is a nexus for Healthy RC activities and City work, and further supporting the unique position
the office is in to advance improvements in health in the City. These departments also demonstrate a bidirectional
relationship, so as individuals seek to collaborate with them, they also seek to collaborate with others.
Next, Executive Leadership Team members were asked to name up to three people in each department s/he
felt most comfortable going to if s/he needed help in general. This is important to know because members with
high levels connections have high levels of authority, importance and are very active in the network. Executive
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Leadership Team members reported an average of 31 connections. When examining the individual Executive
Leadership Team members, although most members demonstrated moderate connections to other people in
different departments, 4 of 15 members (26%) were the source of a high number of individual connections. These
members had been in their departments for at least 10 years with one member being in their department for 21
years. Again, this is to be expected as those with longer standing positions are expected to have more opportunities
to connect and collaborate with others. It is also expected they have high connections because of their positions
and requirements to achieve departmental goals. However, there were three Executive Leadership Team members
who had low (less than 20) connections compared to other Executive Leadership Team members. Two of the
three members were with their department for less than one year, so having a low number of connections is to be
expected. Moreover, because they are in a leadership position and had added levels of responsibility, their focus
may be different and connections may be more strategic to help achieve departmental goals and objectives.
Lastly, SSG R&E looked at the individuals who the Executive Leadership Team members were most comfortable
going to and were the focus of a directed connection. These individuals are considered to be hubs of professional
ties within the network. Seven individuals were prominently sought after representing Animal Care and Services,
Building and Safety, City Clerk's Office, Engineering, Finance, Library Services, and Public Works. However, the
individual that was most sought after was from the Library Services Department, and has the highest potential to
have influence in the network to help achieve the Healthy RC goals.
SNA Findings for the Core Team
Nine Core Team members completed the Core Team SNA survey. The six City departments represented were
the City Manager's Office, Community Services, Department of Innovation and Technology, Engineering, Fire
District, and Public Works. The average amount of time respondents worked in their respective departments was
7.7 years with the least amount of time of 7 months and the most amount of time of 22 years. On average, Core
Team members have been participating in Healthy RC for 5 years. Half of Core Team members who completed the
survey reported that they always or sometimes attended Healthy RC Steering Committee meetings.
Core Team members were asked the level of collaboration their department had with each City department.
excluding their department. Of those Core Team members who completed the survey, two of nine (22°0)
demonstrated very high levels of collaboration throughout all departments, being at their departments for 9 years
and participating in Healthy RC for 2 to 5 years. Yet, those with the most number of years in their departments did
demonstrate moderate levels of collaboration in comparison to the other Core Team members.
When looking at City departments that Core Team members collaborated with, the Building and Safety
Department, Community Services Department, and Planning Department were the departments that members
most collaborated with (highlighted dark and light purple; refer to Table 10). The department with the highest levels
of collaboration was the Community Services Department (highlighted dark purple).
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Table 10. Analysis Findings of Department Level Collaborations
CITY DEPARTMENT
COMPOSITE SCORE FOR LEVEL OF COLLABORATION
k
CORE TEAM (N=9)
EXECUTIVE LEADERSHIP TEAM (N=17)
Administrative Services
23
73
Animal Care and Services
15
63
Building and Safety
30
73
City Clerks Office
19
61
City Manager's Office
25
Community Services Department
78
Department of Innovation &Technology (DoIT)
22
83
Economic Development
22
57
Engineering Department
28
74
Finance
22
78
Fire District
18
86
Human Resources
22
71
Library Services Department
Planning Department
Police Department
22
72
30
69
27
84
Public Works Department
28
82
Purchasing Division
18
62
Special Districts Division
23
59
Highest level of collaboration
High level of collaboration
SNA Findings of the Steering Committee
A total of 15 Steering Committee members completed the Social Network Analysis survey. The stakeholder groups
that were represented were academic institutions, City or County government, community-based organizations,
small business, healthcare providers, schools or school districts, residents and program participants. The Healthy
RC committees and subcommittees represented were Core Team, Evaluation, Healthy Eating Active Living, Mental
Health, and Steering Committee. The average amount of time participants have been participating in Healthy RC
was 2.5 years and all survey participants always or sometimes attended Steering Committee meetings. A majority
of Steering Committee members (80%) were completely or mostly satisfied with their involvement in the Healthy
RC Steering Committee and mostly all (93°°) were completely or mostly satisfied with their involvement in Healthy
RC overall.
SSG R&E asked what other committees Steering Committee members participated in, their attendance in
those committees and how satisfied they were with their involvement in each of those committees. A majority of
participants (73°°) reported participating in more than one committee with two Steering Committee members
participating in 6 or more committees. During interviews and focus groups, many Healthy RC members did
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mention that they participate in multiple committees, although they try to focus on a select few because of time
and other priorities, such as work. Time and competing priorities can often become an issue when individuals
are participating in a large collaboration even when interest and motivation are high. Mostly all participants (87%)
reported they always or sometimes attended their primary committee meetings. Of those who participated in
more than one committee, almost all (91%) always or sometimes attended the other committee meetings. This
demonstrates a high amount of dedication and involvement in Healthy RC, and will help to make the collaboration
more sustainable. All participants were also completely or mostly satisfied with their primary committee and 80%
were completely or mostly satisfied with the other committees they participated in; the remainder were somewhat
satisfied with the other committees they participated in.
When examining the level of collaboration amongst the Steering Committee members who completed the survey,
three members (20%) had a high level of collaboration with another three members having moderate levels of
collaboration (see Table 10). These members have been with Health RC for many years and participate in various
Healthy RC committees and subcommittees. So SSG R&E would expect that much information and resources
are moving between these committee members and the committees themselves. However, there is one outlier, an
intern, who had the 2nd highest level of collaboration. This could be due to the requirements of his/her internship
trying to network with a lot of different people.
Six Steering Committee members (40%) reported collaborating with no Committees. Examining these members
further, half have been with Healthy RC for Tess than one year and reported sometimes or rarely attending various
committee and subcommittee meetings. Note that Healthy RC committee and subcommittee meetings happen
about once per month, and as such may inhibit some members, especially those not as active, to not fully connect
or collaborate with other committees or members. These committee members may also be experiencing other
barriers, such as time and competing priorities, which decrease their level of involvement.
Of the 11 Healthy RC committees, Communications and Healthy Eating Active Living (HEAL) subcommittees were
the committees most sought after by Steering Committee members for collaboration. Three others, Community
Champions, Mental Health and Youth Leaders were also highly sought after to collaborate with. A lot of work is
happening within these groups and there is much community involvement. The HEAL community priority is also
one of the more robust priorities and has been implemented the longest which may explain why the HEAL has a
high level of collaboration. The two committees which were the least sought after were the Economic Development
and Evaluation subcommittees. The Economic Development subcommittee was around for a short time to work on
the Economic Development plan for the City, and since then has not reconvened. The Evaluation subcommittee
has only been in existence since February 2016 and only a handful of members have participated in this group. The
hope is that this subcommittee continues to work on evaluation activities and serves as an advisory group helping
Healthy RC evaluate in the years to come continuing to incorporate community feedback.
In addition, SSG R&E asked Steering Committee members to name someone from each committee they could
trust should they need help or support. Six of 15 (40%) Steering Committee members were able to name
somebody, even though most (87%) said they could name someone for at least one department. Sometimes
members may recognize people and be acquaintances during meetings, but cannot necessarily recall their
names. They may also not be fully trusting of members yet, which usually takes time. Of those Steering Committee
members who were able to name somebody, one individual from the City Manager's Office was the most sought
after for help. The City Manager's Office plays a central role in convening Healthy RC and facilitating all of the
Healthy RC work. Connecting with individuals in the City Manager's Office demonstrates its importance to Steering
Committee members and the position it holds in the Healthy RC initiative.
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Table 11. Analysis Findings of Committee Level Collaborations
HEALTHY RC COMMITTEES
COMPOSITE SCORE FOR LEVEL OF
COLLABORATION OF STEERING COMMITTEE
Core Team
Communications
Community Champions
19
28
25
Economic Development
16
Executive Leadership Team
17
Evaluation
Green Team
16
Healthy Eating Active Living
Mental Health
17
28
23
Steering Committee
17
Youth Leaders
Highest level of collaboration
High level of collaboration
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Lastly, SSG R&E asked Steering Committee members what other collaboratives or networks they participate in
outside of Healthy RC. Table 11 is a list of those networks that the Steering Committee members are connected,
although there could be many more. Being able to connect to new groups increases the potential to leverage new
resources, information, relationships, and innovative ideas and can deepen and strengthen the work for Healthy
RC. It is also a factor that increases the chance for collaboratives to become successful and sustainable. Factors of
collaboration success will be discussed further in the next section.
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Table 12. Collaboratives or Networks Outside Of Healthy RC
NETWORK OR COLLABORATIVE GEOGRAPHIC LOCATION
American Public Health Association (APHA)
BUILD Health Challenge, Partners for Better Health
IEHP
National
City of Rancho Cucamonga
Regional
Community Benefit Connection (Healthy Professionals)
Online
Community Partners
City of Los Angeles
Faith -based organizations
Foster Care Collaborative
Not specified
Not specified
Health and fitness associations
Not specified
Healthy Chino
City of Chino
Healthy Eating Active Living (HEAL) Cities Campaign State-wide
Healthy Eating Lifestyle Program (HELP), San Antonio Hospital Community Benefits City of Upland
Healthy Fontana
Healthy Ontario
City of Fontana
City of Ontario
HOPE Academy at Upland High School, Upland Unified School District City of Upland
Hospital Association of Southern California City of Riverside and Los Angeles
League of California Cities
Lets Move! Cities, Towns, and Counties National
State-wide
Municipal Management Association of Southem Califomia (MMASC) State-wide
National League of Cities National
Public Health Advocates (formally known as the CA Center for Public Health Advocacy (CCPHA)) State-wide
Rancho Cucamonga Elementary Schools City of Rancho Cucamonga
Randall Lewis Health Policy Fellowship, Partners for Better Health
City of Rancho Cucamonga/
Regional
Riverside County Healthy RNCO Coalition County of Riverside
Safe Routes to School National Partnership National
San Bernardino County Collaboratives County of San Bernardino
San Bernardino County Healthy Communities, Department of Public Health County of San Bernardino
Small business networks
City of Rancho Cucamonga/
Regional
Terra Vista Town Center Farmers Market City of Rancho Cucamonga
Upland Healthy Start at Upland Elementary School, Upland Unified School District City of Upland
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Summary of Findings: Wilder Collaboration Factors Inventory
A portion of the online social network analysis survey included the Wilder Collaboration Factors Inventory. The
Wilder Inventory is a tool that uses 20 factors identified by the authors that contribute to successful community
collaborations.[35] The factors are also grouped into six categories: environment, membership, process/structure,
communications, purpose and resources. The factors inventory helps identify strengths and weaknesses of the
collaboration by providing an overall score for each factor. Scores of 4.0 or higher demonstrate strength and
probably do not require attention (highlighted white); scores between 3.9 and 3.5 are approaching strength and
may require some attention (highlighted light blue); scores between 3.4 and 3.0 are approaching concern and
require attention (highlighted orange); and scores of 2.9 or lower indicate concern and should be addressed by
Healthy RC. Table 12 displays the Wilder Inventory factor scores for the three groups. Only 18 of the 20 factors were
used in this evaluation as they were the most pertinent to the Healthy RC collaborative. Please refer to Section 3:
Evaluation Methods for more information on the Wilder Collaboration Factors Inventory.
Table 13. Summary of Wilder Inventory Findings for Healthy RC Committees
CATEGORY
WILDER
INVENTORY FACTOR
STEERING EXECUTIVE
COMMITTEE LEADERSHIP TEAM
CORE TEAM
Environment
Membership
Characteristics
Process/
Structure
Communication
Purpose
Resources
History of collaboration or cooperation in the
community
Collaborative group seen as a legitimate leader in the
community
Favorable political and social climate
4.5 4.1
4.4 3:7
4.5 4.1
Mutual respect, understanding, and trust 4.9 4.3 4.7
Appropriate cross section of members 4.3
3.8
Members see collaboration as in their self-interest 4.6 3.9 4.1
Members share a stake in both process and outcome 4.4 4.0 4.0
Multiple layers of participation 4.2 3.4 3.3
Flexibility 4.6 3.7 3.9
Development of clear roles and responsibilities 4.2 16 3.6 3.4
Appropriate pace of development 4.0 3.1 3.9
Adaptability 4.2 3.7
Open and frequent communication 4.4 3.4 4.0
Established informal relationships and communication
links
Concrete, attainable goals and objectives
Shared vision
Unique Purpose
4.4 3.4 4.0
4.8 3.7
4.7 3.3 3.6
4.8 4.4 4.3
Skilled Leadership 4.8 4.2 4.3
Success factor demonstrating strength
Success factor approaching strength
Success factor approaching concern
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A total of 38 Healthy RC stakeholders completed the Wilder Inventory representing three groups: Core Team,
Executive Leadership Team, and Steering Committee including subcommittees. Those cells greyed out in the Core
Team column in Table 12 represent factors that were not placed in the early version of the survey. Overall, all three
groups felt that Healthy RC collaboration was strong. All teams ranked the following factors as highest for Healthy
RC: 1) Mutual respect, understanding, and trust, 2) Unique purpose, and 3) Skilled leadership. Overall, the Steering
Committee, comprised of both community members and City staff, scored all factors in the Wilder Inventory
strongly. The Executive Leadership Team, comprised of executive City staff, did not as readily score factors very
high and had the most factors scored as approaching concern. The Core Team had a range of responses that
fell into varying areas, but scored half of the factors scored as "approaching strength"The results of the Wilder
Inventory are discussed further in terms of factors demonstrating strength, factors approaching strength and factors
approaching concern.
Collaboration Factors Demonstrating Strength
The Steering Committee demonstrated strength in all Wilder Inventory factors. The factors grouped in Environment
include the geography and social context in which Healthy RC exists and factors that Healthy RC may be able
to influence, but not control. The Steering Committee felt strong in the "History of collaboration" factor, which
helps Healthy RC collaboration efforts be more successful. Many Healthy RC members have been collaborating
for many years and working on health-related issues, even before the inception of Healthy RC in 2008. Key
personnel were working on integrating health into City policies and laid the foundation for Healthy RC and much
of its activities. For example, the 2001 General Plan already included many elements of complete streets in the
circulation plan before the 2010 General Plan included health throughout the document. The Steering Committee
feels Healthy RC is seen as a leader in the community. Collaborations seen as a leader in the community make
system -wide and community -wide changes with demonstrated results. As will be discussed in Section 5, Healthy
RC has implemented a number of policies and programs with demonstrated success in the community. Community
residents participating in groups like the Youth Leaders and Community Champions help plan and implement
change in the City. Healthy RC members also discussed how Healthy RC is a model to other communities in the
County and that members of other Healthy Cities would like to be doing similar work as Healthy RC. The Steering
Committee also felt that the political and social climate are right for Healthy RC, meaning political leaders, decision -
makers and residents support the mission of Healthy RC. Key to this support is having the backing of the City
Manager's Office, which is the grand facilitator of the initiative and through which much of work is implemented.
The factors grouped in Membership Characteristics consist of the skills, attitudes and opinions of the Healthy RC
members, as well as the culture and capacity of the organizations that make up Healthy RC. Steering Committee
and Core Team members felt most strongly that they share a "mutual respect, understanding and trust" for one
another. As observed in many of the Healthy RC meetings SSG R&E attended, members demonstrated respect
and admiration for each other, the work they do, and the achievements they have accomplished. Having respect
and trust amongst the group provides a foundation for sharing and communication. One example is that Spanish-
speaking residents feel respected because they feel listened to by the mayor, political figures, and Healthy RC
leadership and they are able to make a difference in the community. Steering Committee members felt that there
was an appropriate cross section of members in Healthy RC where representatives from each segment of the
community are participating. One only has to look at who which Healthy RC groups and sectors were represented
in this evaluation to see the diversity in the collaboration from community residents to executive City leadership.
Diversity is also supported by the Partnership community priority discussed in the 2014 Strategic Plan. In addition,
Steering Committee and Core Team members see their collaboration in Healthy RC as a benefit and in their own
self-interest. Many Healthy RC members mentioned in focus groups and interviews that they can reach and help
more people by being part of Healthy RC.
The factors grouped in Process and structure refer to "the management, decision-making, and operational
systems" of the Healthy RC collaborative. Steering Committee and Core Team members feel that they share a
stake in both the process and outcomes of Healthy RC. Many of the Healthy RC members SSG R&E talked to
in this evaluation discussed how they feel they are part of the solution and that their ideas matter. It is important
that healthy RC continues to support and facilitate the ownership of Healthy RC activities and achievements to
ensure continued commitment and participation of members. The Steering Committee felt that every level of the
City departments and the organizations represented participate in the decisions made in the Healthy RC initiative
and that the appropriate processes have been set in place to involve them. This is demonstrated through the
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Healthy RC structure — having executive City leadership from each department involved through the Executive
Leadership Team; having different levels of City department staff involved through the Core Team; and having
different organizational staff and residents involved through the Steering Committee and subcommittees. This
helps build stronger ties throughout the initiative and increased sustainability. The Steering Committee felt that
"flexibility" and "adaptability" are strong in the initiative. Healthy RC is flexible in the way it organizes itself and
accomplishes it work. Using the Strategic Plan as a guide, Healthy RC has adopted the community priorities
and strategies discussed by the community as major areas to focus the work for the next few years, and has
created committees around many of these priorities. Healthy RC has also adapted to changes in elected officials
and decreases in funding and resources in the past few years, gaining public and private funding, public support
and dealing with changes that would have shut down many other initiatives or at least would have reduced their
efforts. "Development of roles and responsibilities" and 'Appropriate pace of development" was scored strongly by
the Steering Committee. Although many Healthy RC members discussed how it was difficult to find their place or
role in Healthy RC in the beginning, as time went on, as they learned about the work, and as they became more
involved, members found their niche, using their time wisely and carrying out their responsibilities. It is also easier
for City staff to understand their role a little more because they then incorporate health into their City work. Steering
Committee members also feel that adequate progress is being made through Healthy RC and the City, making the
City progressive and providing a high quality of life.
The Steering Committee felt that both factors in Communication were strong, which includes the channels used by
Healthy RC members and partners to share information and keep each other informed to influence group actions
and decision-making. Healthy RC does this through open and frequent communication as well as through informal
relationships and communication links. As demonstrated in the social network analysis, Healthy RC members have
many connections to many City departments, committees and networks. Healthy RC leadership communicates in
e-mails, newsletters, online postings, RC2GO and in meetings about all things Healthy RC and City activities to
improve community health.
The factors grouped in Purpose refer to the reasons for Healthy RC, its vision, and the specific tasks or projects
Healthy RC feels necessary to fulfill the Healthy RC goals. The Steering Committee rated the three factors in this
category strongly. The Strategic Plan lays out the work for Healthy RC and makes goals and objectives concrete
and attainable. The Strategic Plan helps define the goals for the subcommittees and how to address the priorities,
The General Plan also identifies health goals and policies for City departments to accomplish. Healthy RC
accomplishments, such as invitations to the White House or residents collecting data for local improvements, also
help members feel that progress is being made. "Shared vision" was scored as strong, as Steering Committee
members felt that they are all working towards the same health goals as Healthy RC; making the City healthier to
live for all residents. The Steering Committee also scored "unique purpose" as strong as they feel what they are
trying to accomplish through Healthy RC cannot be accomplished by a single organization. Healthy RC members
also mentioned that no other community is doing the same thing that Healthy RC is doing.
Lastly, the factor categorized under Resources refers to the individual(s) or group that convenes Healthy RC,
has the organizing and interpersonal skills to lead the collaboration, and is granted respect from the Healthy
RC members and partners. The individuals in the City Manager's Office are key to leading Healthy RC, bringing
everyone to the table and facilitating the work. Healthy RC members discussed how they are really dedicated to
addressing health issues and meaningfully engaging community residents. If there is a change in leadership, it is
highly recommended that new leaders are well prepared and transitions are well planned and thought out to avoid
costly power struggles and loss of momentum.[35]
The Executive Leadership Team rated strongly two factors in the Environment category. "History of collaboration;
as mentioned previously, helped establish a foundation for health in the City. Executive leadership who have
been around since before Healthy RC discussed how key staff worked on health-related issues and strategically
incorporated health in City policies and programs. Historical relationships were also critical as many of staff moved
into management positions, placing them in a place to incorporate health in City departments. The Executive
Leadership Team also felt that the political and social climate were right for Healthy RC. As they are more in contact
with the City Manager's Office, they see that political and City leaders are supportive of Healthy RC. They are also
witness to all the hard work and support from the City Manager and Mayor.
The factor "Mutual respect, understanding, and trust" under Membership Characteristics was rated strongly by the
Executive Leadership Team. Part of this mutual respect and understanding is departments being open and honest
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that they have competing priorities that they must address for the City. However, executive leadership is committed
to helping Healthy RC and integrating health throughout the departments. All partners value health and want to
see the City of Rancho Cucamonga and Healthy RC succeed. This factor also builds off of the previous factor
of having a history and the strengthening of relationships over time. Under the category Process and structure,
Executive Leadership Team scored the factor "Member sharing a stake in both the process and outcome" strongly.
Many members felt they are responding to similar issues in the community and want to share their perspectives to
address those issues. They also felt that it is important that all departments incorporate the Healthy RC concepts,
goals and strategies and use them as a guide to development their own goals and strategies to improve the City.
These views also support the Executive Leadership Team scoring the factor "unique purpose" as strong.
In addition, the Executive Leadership Team scored "Skilled leadership" strongly. Many members discussed the
coordination required to align departmental goals and activities with Healthy RC goals and activities, looking to the
City Manager's Office for guidance. A core value supported by the City Manager and shared amongst departments
is open and frequent communication, which helps move the work forward.
Collaboration Factors Approaching Strength
The Executive Leadership Team and Core Team were approaching strength on many factors, which is a good sign
leading to collaboration success. Although factors that are approaching strength don't necessarily require much
attention, Healthy RC should continue to make sure these factors continue to be strengthened so that they do not
lower to factors approaching concern. The following is additional information supplementing what has been said in
the previous section discussing factors scored as strong.
The Executive Leadership Team felt Healthy RC was seen as a legitimate leader in the community. Executive
leadership recognized that many of their community partners dedicate themselves to Healthy RC, volunteer to help
raise funds and collect data to make City improvements, and community residents do a lot of on the ground work.
They also see that the City and Healthy RC gets recognized often for their progressive efforts to make the City
healthy, getting people from other cities asking them about the Healthy RC programs. Many community residents
SSG R&E spoke to appreciate how Healthy RC was dedicated to their well-being, investing in trainings and
workshops to help strengthen the community's and Healthy RC's effort to make changes in the community.
The Executive Leadership Team felt that there was an appropriate cross section of members as they see many
departments at the table as they discuss City planning and development efforts, as well as Healthy RC efforts.
Executive leadership see different staff participate in Healthy RC and staff appreciate the opportunity to participate
and learn from Healthy RC. Others see community residents participating in Healthy RC events and activities.
Members want to continue to see diversity represented within Healthy RC.
Both the Executive Leadership Team and Core Team felt that "Concrete and attainable goals and objectives" was
approaching strength. Again, the Strategic Plan and General Plan provide guidance on what goals to focus on for
City departments and Healthy RC. The General Plan also highlights which City goals are aligned with the Healthy
RC goals, placing the "Healthy Mind'; "Healthy Body" or "Healthy Earth" emblems next to those goals or objectives.
Lastly, the Core Team felt that "Shared vision" was approaching strength. Some Core Team members discussed
during interviews that they are willing to support Healthy RC and the City with their efforts in improving the City.
Healthy RC subcommittees pitch in to address different Healthy RC priorities. All of this cannot be accomplished
without having similar interests and objectives. All of it is done to accomplish the same goal of making Rancho
Cucamonga a healthy place to live and they all like seeing different partners come together to accomplish that goal.
Although they felt there was a common vision being shared among Core Team and other Healthy RC members,
they would still like to see more strategic integration of departments and community partners.
Collaboration Factors Approaching Concern
Although both the Core Team and Executive Leadership Team scored several factors approaching concern, the
Executive Leadership Team had more factors approaching concern. Again, although these factors don't necessarily
require immediate attention, Healthy RC should pay attention to these factors and how different partners view the
collaboration to continue toward the more positive trend of a strong collaboration.
For both the Core Team and Executive Leadership Team, "Multiple levels of collaboration" was approaching
concern. SSG R&E has discussed many ways in which Healthy RC is diverse and incorporates community
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voices into creating and implementing policies and programs. Stakeholders felt that it was a great asset that is
helping Healthy RC succeed. However, there are still more opportunities that Healthy RC members recognize
for collaborating and bringing others to the table. Members want to continue to outreach to the community to not
only increase their awareness of Healthy RC, but to also get them participating in the initiative. Some members
discussed helping businesses and other community partners recognize that there are opportunities to collaborate
rather than these entities submitting separate business, program and grant applications and working in silos.
According to the Strategic Plan, the Partnership community priority aims to increase the diversity of the partnership
by including more local businesses, faith -based groups and organizations and more youth participation. This would
increase the social capital of the City; building relationships and networks to enable the City to function more
effectively.
The Core Team felt that the "Development of clear roles and responsibilities" was of concern to them. Some
Healthy RC members, community partners and residents did discuss in focus groups and interviews that it was
difficult to find their place or role in Healthy RC in the beginning, making it difficult to integrate themselves at the
beginning. They couldn't see how they fit into Healthy RC as a whole or all the activities Healthy RC was doing.
Some nonprofit organizations described similar issues as they had a hard time trying to figure out what Healthy
RC is asking of them, what their specific role is, and what they are getting out of it. Departments have specific
roles they must fulfill for the City. Subcommittees have other roles within Healthy RC. Sometimes these roles may
compete with other Healthy RC roles and responsibilities. Core Team members also discussed how new staff may
have a difficult time with managing new groups as there was little training on the new role they play in Healthy
RC, how to manage a group with different stakeholders and how to resolve conflict should it arise. These are all
common issues collaborations face as they work together.
However, Core Team and other Healthy RC members described ways to address these issues. They felt it would
be good for all partners to help plan from the beginning to better understand how to best fit in to the Healthy
RC framework and to work on integrating Healthy RC roles and responsibilities into those for the organization
or department they are representing. Steering Committee and Core Team members discussed having new
member orientation packets and partnering new members up with a seasoned Healthy RC member to help them
understand more about Healthy RC. Partner incentives were also suggested, whether it is promoting a business
or group through Healthy RC, or helping partners accomplish their own organizational goals. This is being done
to some degree with partners presenting their business to the Steering Committee and how they are contributing
to the health of the City. Moreover, Healthy RC helps partners with accomplishing their organizational goals,
such as helping First 5 San Bernardino with improving the physical or service environment to create healthy safe
environments for children ages 0 to 5 and their families.
The Executive Leadership Team felt that 'Appropriate pace of development" was approaching concern. Healthy RC
members and partners did mention that they would like to see how Healthy RC is progressing towards meeting its
goals and the community priorities through performance measurements. Healthy RC and the City are beginning
to address this concern partly through this evaluation with the development of shared measurements for the
community priorities and strategies, but also for the City departments as they discuss what would be best to
demonstrate progress for each department. Being able to demonstrate progress not only helps the initiative track
change over time, but also helps departments and partners stay motivated to continue the work.
The factors grouped in Communication are approaching concern overall for the Executive Leadership Team. Some
members stated that they sometimes felt they didn't know some things were happening in Healthy RC, including
updates on how Healthy RC has progressed. Part of this concern stems from City executive leadership being
busy and pulled in many different directions, which is the nature of their positions. Another part is that executive
leadership want to use staff time and resources effectively. Another matter was that they would like to receive more
direct information about what Healthy RC is doing so that their staff can participate in Healthy RC activities if they
would like. Again, Healthy RC does communicate through many different channels, but having some quick "Healthy
RC highlights" for people to see periodically does provide a sense of connection to Healthy RC, and keeps people
engaged and up-to-date.
Lastly, the Executive Leadership Team felt that "Shared vision" is approaching concern. With competing
departmental priorities, executive leadership want to make sure they are aligning themselves most effectively
with Healthy RC, sharing knowledge and resources, and not duplicating efforts. Some members would like to
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have a deeper involvement in Healthy RC, helping plan and develop goals and strategies, implement activities
and programs, and strengthen internal and public policies on a consistent basis. They felt this would really help
departments see how they can best fit within Healthy RC at the beginning of any process and to gain a deeper
level of commitment.
Summary of Findings: Focus Groups and Interviews
The focus groups and interviews conducted in Rancho Cucamonga demonstrate the richness of how Healthy
RC members work with one another as well as with partners. The analysis below describes how Healthy RC
worked together as well as opportunities to strengthen the collaboration. Twenty-nine key stakeholder interviews
were conducted representing elected officials, City staff, funders, and community partners from different
sectors. In addition, 6 focus groups were conducted representing 32 individuals from various subcommittees:
Communications, Community Champions, Green Team, Healthy Eating Active Living, Mental Health, and Youth
Leaders. The main themes that emerged from this data were the Evolution of Collaboration, the Evolution of
Community Engagement, and the Evolution of Strategy. Throughout the discussions with the Healthy RC members,
they described how working together has changed the nature of the work. They spoke with pride of supporting both
the work and each other. Most importantly, they talked about how they want to sustain the work moving forward.
Evolution of Collaboration
Collaboration is a mainstay of how and why many groups that attempt to tackle collective impact or similar
strategies of collaboration fail or succeed. In Healthy RC's instance, it is one of the reasons why their initiative
functions well. When Rancho Cucamonga's General Plan was updated in 2010, Healthy RC members had
already begun work in making the City a healthier place to live. Key City staff who have been working in the
City departments for years built strong relationships, forged alliances and laid a foundation to integrate health
throughout the City. Eventually, this work became the framework to integrate health in the City's General Plan,
interweaving health considerations into to every aspect of the City from housing to transportation to community
services. Without having a diverse representation of community partners, residents and City staff at multiple levels
in Healthy RC, the work would not be what it is today. All of these viewpoints were vital in building this initiative. The
subthemes below describe how collaboration functions in Healthy RC.
Backbone Support
Having a historical framework to shape their work and a City to back them up has been a strength for Healthy RC.
This was something that was described with pride by the participants SSG R&E interviewed and supported by the
social network analysis and success factors of the Wilder Inventory. Having staff in key positions with longstanding
relationships and a shared understanding of health has really helped Healthy RC become an established entity
within the City. This began with housing Healthy RC in the City Manager's Office in 2008, which helped to guide
the Healthy RC work, push a culture of health internally throughout all City departments, and establish a culture of
health in the community. This broader culture of health is exemplified by the City adopting a "Health -in -All Policies"
approach, ensuring policies outside the traditional realm of health address the determinants of health as well as
providing a foundation for health equity. City departments are able to incorporate health in their departmental
goals and activities, aligning their work to the Healthy RC goals and priorities. They are also able to provide critical
resources, such as staff, materials, and knowledge, to Healthy RC, strengthening the collaboration. In addition,
the City is able to convene key decision -makers, City departments, community organizations, and community
members for collaboration; facilitate important discussions and meetings to make the necessary changes to
improve health; and has the political expertise and influence to make change happen. Focus group and interview
participants stated that these values and culture unify them and help them have a common agenda. It provides
a stronger connection to the City that is particularly meaningful, and helps them feel important and supported. It
is the example of a backbone support organization described in the collective impact framework, and without it,
collaborations often fail.
Diversity of Voices Brings added Benefits
A diverse section of the population is represented in Healthy RC. A glance of which Healthy RC partners
participated in this evaluation and who attends the Healthy RC meetings shows that Healthy RC participants
include: community residents from different geographic areas of the City, youths, staff from various City
departments, nonprofits, and businesses. The age and the ethnicity of the individuals involved in Healthy RC is
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equally diverse. This richness of background and point of view is an important component of what Healthy RC
is doing. Having people from different fields, backgrounds, and points of view adds creativity to the initiative, the
ability to address different issues, and strengthens the collaboration. However, Healthy RC should be cautious of
broadening the collaboration too much as this can cause processes to be unmanageable, and should consider if
the new partnership aligns with the current Healthy RC priorities and strategies.
According to focus group and interview participants, the integration of varied opinions was part of the plan from
the beginning of the process. The intention of Healthy RC was always to represent the common interests of people
living and working in Rancho Cucamonga. This is something Healthy RC is proud of and works to integrate at every
level. For example, one Healthy RC group described how they restructured their group, brought in new members
that knew the work on the ground but were also decision makers, in order to work more effectively. Another talked
about constantly gathering community input to help in City planning, such as when the City engaged 32,660
residents during the Strategic Planning process. Participants also talked about wanting continued training,
education, and support to be more effective leaders.
Leveraging Relationships
Those cities implementing Targe, complex initiatives have seen the benefits of establishing cross -sectoral
partnerships to address complex social issues. Partnerships strengthen the impact a group can have to address
social issues. Partners can provide resources, provide data and people power, help address and understand
issues from a different perspective, access hard to reach groups, and require much coordination and alignment to
bring them on board to the collaboration's mission. Working in collaboration gives the Healthy RC members the
opportunity to have a further reach of involvement and engagement, as well as learn from their partners. Partners
benefit as well as they understand issues differently after being part of the partnership and begin to modify their
approaches. This added benefit comes not only from being part of the City, but also having different connections
throughout the City and County to eliminate barriers and influence processes. One participant described how she
used her relationships within the City to open doors when they needed to approach a different City department.
Another example of leveraging relationships is working with funders like First 5 San Bernardino. Funders play
an important role to support systems -level changes. Although Healthy RC does not have a strategy focused
specifically on children 0 to 5 years old, both partners considered ways of working together and focusing on
improving the environment for families in Rancho Cucamonga.
Another key connection is having a relationship with County agencies. Healthy RC and the City of Rancho
Cucamonga consistently connect to County information, such as the San Bernardino County Transformation Plan,
to strategically align itself with County policies and activities to synergistically improve not only the landscape for
Rancho Cucamonga residents, but all County residents. Moreover, Healthy RC works closely with the County
of San Bernardino Department of Public Health to improve the health of City residents. This is an important
relationship to have as the Department of Public Health coordinates all Healthy Cities/Communities in the County.
It is also currently evaluating all of the County Healthy Cities/Communities to understand the strategies and the
data being collected through all the cities and communities in an effort to better coordinate and provide assistance
to them and improve all Healthy Cities/Communities efforts. This evaluation happens to occur at a good time since
Healthy RC is seen as a leader in the community and can help influence how Healthy Cities/Communities are
implemented and track progress.
Evolution of Community Engagement
The Healthy RC participants SSG R&E spoke to and interviewed talked with pride about the role that community
engagement has played in the development of their work. An important aspect of collaboration is how groups
choose or do not choose to involve community voice and input. The collective impact framework does not model
or have expectations of community involvement. However, community engagement specifically is being brought
to the forefront in many sectors, especially public health and policy, to develop solutions that more effectively and
adequately address community concerns and bring about health equity. It is also an important aspect of the Healthy
Cities/Communities model. In Healthy RC's case, they have made various attempts to include the community
input into their work. The subthemes that emerged are geared towards capturing information about community
engagement at every level of Healthy RC, from strategy and program development and implementation to
influencing policy. This includes community participating in public programming, but also participation in Healthy RC.
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Public Awareness
The Healthy RC "brand" is highly recognized within the City. The "Healthy Mind, Body, Earth" logos are incorporated
throughout the General Plan and other materials to easily associate how department strategies are aligned with
Healthy RC. Healthy RC is prominent in public communications through the City website, Rancho Cucamonga
reporter, e -newsletter, and the Healthy RC Living Show. Community events related to health display the Healthy
RC logo and has been an important way to outreach to participants, spread the word about health, and teach
community members to rethink their traditions and values regarding health. Many participants that SSG R&E
interviewed discussed the extent to which Healthy RC tries to increase community participation. Healthy RC is
experimenting different ways in how to continue integrating the public and increasing health awareness. Healthy RC
participants felt that one solution was to utilize social media more, such as posting on Facebook. Many members
saw Facebook as a way to publicize events and more quickly provide essential information for community in real
time. The RC2GO mobile app is also another way that Healthy RC and the City get out information and connect
residents to City services, shopping, dining, Library services, and much more. Healthy RC can utilize this platform
to connect the public with more Healthy RC activities and information to increase community participation.
However, other members understood that flyers and word of mouth continue to work well in communities that
do not always have access to computers or receive information from people they trust. Above all, Healthy RC
is cognizant of the differing needs of their diverse population, how much they need to get the word out to the
community of all the great things Healthy RC is doing, and is always
scaffolding solutions to involve as much of the public as possible.
Community Input
Community input is a critical part of the process. Not only because, it
involves the very people in the City that an initiative like Healthy RC is trying
to affect, but also because it is unusual for groups doing collective impact
to involve communities at a deeper level. Healthy RC has also integrated
community members by including them in the decision-making process
of the effort. Currently, Healthy RC has two subcommittees, Community
Champions and Youth Leaders, which specifically involve about 20-30
community members and residents. The community groups meet about
once a week and integrate the community's point of view. This platform
serves as an incubator for community needs and innovative ideas, while
at the same time empowering community members to move to action.
Members of these groups have helped conduct interviews and surveys,
have designed videos regarding vital issues like mental illness, and have
presented to City Council to help make changes in their community.
This was something that was talked about by many focus group and
interview participants. Healthy RC takes pride in this aspect of community
engagement.
In keeping with having a diverse representation to reach various members
of the community and leveraging relationships, members of Community
Champions and Youth Leaders are essential in spreading the word to
their peers about what is happening with Healthy RC. The Community
Champions elevate the voices of Southwest Rancho Cucamonga and the
Latino community. Youth Leaders elevate the voices of the youth living
throughout Rancho Cucamonga. The entire group acts as a web that
connects residents throughout the City. These two groups discussed how
much they have enjoyed helping people in the community and having an
impact on their lives. They inspire their peers and the people around them,
including the City staff, to do more and continue paving a way forward
for Healthy RC. They also influence their own families to make healthier
choices and to understand all the work the City is doing to improve health.
One participant explained, "We are all connected in some way whether we
work for the City, or we don't work for the City; whether we live in the City or
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we work in the City. It's just very important and I think that's one of the unique things [about the City]." Having this
kind of reach not only increases awareness, but also helps in recruiting more people to participate in Healthy RC
and for people to get involved in community change.
Deeper Relationships with Public Entities
Healthy RC works with many different partners and departments at many levels. This has helped build a stronger
collaboration and disseminates the work more efficiently. There are many examples previously described where
Healthy RC has built relationships with community-based organizations, foundations and County agencies.
However, many focus group and interview participants mentioned wanting to have deeper relationships with the
school districts, police departments, and fire departments.
Participants wanted to have a deeper relationship and be more personally involved with schools and school
districts. Healthy RC and the City have an established relationship with school districts. The City Manager's Office
has quarterly meetings with school district Superintendents to discuss what the City and Healthy RC are doing
around health, and in turn the Superintendents discuss what the schools are doing. Ideas are shared around
policies such as for school wellness and healthy vending machines, as well as other health and wellness activities
such as bullying prevention and walking programs. The City is fully engaged in the Safe Routes to School program,
supplementing school efforts with supporting policies such as Complete Streets and making changes to the built
environment. The City also helps schools obtain necessary funding to support health efforts. Yet, some participants
wanted to have shared measures between the schools and Healthy RC. One participant stated, "How can we
coordinate so we're all measuring from the same set of standards, City -to -City, a universal kind of measurement
that we can start?"This idea of shared measures follows the collective impact approach that the City has
integrated. For example, measures can be shared around increasing literacy levels in schools. Other measures can
be focused on improving mental health for students and families, or improving nutrition and healthy eating habits.
Along with shared measures, participants wanted to see more strategic coordination, such as being able to
increase access to fresh fruits and vegetables, especially in the Southwestern portion of the City. Increasing
community gardens near schools or on school grounds was one strategy that was mentioned by participants, and
is a strategy in the Strategic Plan. Local procurement ordinances helping schools utilize local produce for school
breakfasts and lunches is another way to increase eating of healthy foods. Many of these efforts are being led by
other areas of California, but some participants want to see Rancho Cucamonga become a leader in this area,
integrating not just healthy food, but also connecting nutrition education and healthy cooking making it a more
comprehensive. The schools and Healthy RC are in a good place for this as each organization implements some of
these efforts already.
Another school health issue mentioned by participants was coordinating around mental health. Although the
schools have mental health counselors, connect students to mental health services, and implement trainings
for staff around mental health issues, there is a student aspect that is missing. School districts see the need for
coordinating strategies around mental health and bringing Healthy RC into the fold, especially after the mass
shooting that occurred in the City of San Bernardino in December of 2015, and other issues around community
violence. The youth SSG R&E spoke to mentioned that there is a need for the youth voice in mental health issues.
At the time of this report, both Community Champions and Youth Leaders were helping Healthy RC and the City
develop and implement a mental health campaign to increase awareness around mental health and reduce mental
health stigma. The youth created a video addressing mental health, which won state acclaim and awards. This is
an example of an opportunity that presented itself and Healthy RC groups taking advantage of that opportunity to
make community changes.
Other participants asked for a deeper and more strategic relationship with the Fire and Police Departments. School
districts partner with police and fire department on many things, such as supporting school safety on campus
or getting students safely to school, as well as limited disaster and emergency trainings. City departments, such
as the Planning Department, have coordinated with the Fire Department to think about city planning differently
to improve fire safety and housing. Some participants have seen innovative ideas implemented by the Fire
Department, such as bringing the school to the Fire Department, having education sessions, and coordinating
learning at the schools to increase safety knowledge. They have also collaborated with the DoIT department,
utilizing ArcGIS and other technologies to help teach children about community safety and infrastructure.
Integration of these departments is important as there is an intersection of health, infrastructure, and safety,
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and these intersections can have an impact on health-related factors, such as community belonging, street
infrastructure, and economic development. For example, smart city development requires coordination with
Planning, Public Works, Engineering, Community Services, Library Services, Fire and Police. Thus, Healthy RC
members would like to see more strategic planning and implementation with Police and Fire, utilizing data and
assessments to help in planning.
Evolution of Strategy
Intelligent, nimble groups make room to evolve. Refinement and adaptation are what successful collaborations do
to effectively address the needs of the community and strategically align the partners to the work. This may include
aspects of their communication strategy and their strategies for working together to expand the work. The structure
of Healthy RC has also changed from being strategy -specific examining single strategies, to being community
priority -specific, focusing on different Healthy RC community priorities which have several different strategies. Again
and again, Healthy RC discussed how their actions and strategies were connected to and guided by the Strategic
Plan. The subtheme below speaks to what focus group and interview participants said about how the strategy has
evolved.
Organizational Partnerships
The Healthy RC effort isn't an insulated effort. It involves City, hospitals, community-based organizations, County
agencies, and community as well as other partners. At once, all these separate people with differing interests
are trying to move the needle towards better health. Observing how Healthy RC discussed aligning strategies
across groups within Rancho Cucamonga is an interesting endeavor. Utilizing a collective impact framework
is one approach the City has used to align groups with the Healthy RC mission and to create a more effective
collaboration. The SNA and Wilder Inventory have demonstrated how Healthy RC members have moved to a
stronger collaboration. In addition, focus group and interview participants described the diverse ways in which
the work is inter -woven at many levels within Healthy RC and outside of the initiative, helping all members of the
City, including businesses reach a common goal. The following endeavors were mentioned by Healthy RC and
demonstrate positive action. They are also excellent examples of collective impact and how working together turns
into action:
• Healthy Dining Program: 'A good example of that is some of the partners for our steering committee
have given suggestions and names for the Healthy Dining program, and it's come through the steering
committee just because we all know we all have a circle of influence that's different from each other, so
that's been successful."
• Partnerships with Markets: "We went to speak to the owners of the market to talk to them about how
important it is for the kids because when they leave school, they go there to buy junk food. So we said that
when the kids leave, they should be able to see fruit, vegetables and be able to eat something healthy."
Summative
Collaboration is an important contribution of the accomplishments evident in Healthy RC. It is through collaboration
that the members of Healthy RC have unfolded the possibilities of what health might look like in their City. By
having representatives from different departments, they were able to thoroughly explore how to think about health
when viewed through a lens of sustainability, economic development, employment, and mental health. Because of
the numerous and diverse individuals involved in Healthy RC, they also had a unique opportunity to have a diverse
representation speaking on behalf of various sectors of the population. This in turn increases social capital to
sustain the work.
Reflection is critical to help collaborations understand where they are in their process and how they can improve
and strengthen their network. SSG R&E's analysis uncovered various themes that aid in better understanding
where Healthy RC is in the development of their collaborations and relationships. Through the lens of the collective
impact framework, the strengths and challenges currently experienced by Healthy RC are summarized.
Strengths
Healthy RC relationships are strong, rich, and diverse as they have been officially working together for 8 years,
while others have been working together for years before the inception of Healthy RC. Findings for the collaboration
section show that participants of Healthy RC have a genuine like and appreciation for one another. They believe
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they have skilled leaders and are proud of their unique direction. This is likely tied to the successes and accolades
they have had as an initiative.
Common Agenda
All of the Healthy RC members and partners SSG R&E spoke with have a shared vision and understanding of
the change they want to see. Many of them have a joint understanding of the issues and are all willing to work
collectively to address these issues. Healthy RC members demonstrated through the Wilder Inventory that they see
the collaboration as a benefit, that they share a stake in both the process and outcomes of Healthy RC, and that
they have a unique purpose in that not one organization or group can solve the issues alone. In addition, although
they all have different viewpoints, they all come together and agree upon implementing similar approaches.
Backbone Organization
All Healthy RC members and partners see the City Manager's Office as a critical piece of Healthy RC. It convenes
all partners and facilitates the work necessary to make change. It integrates health in policies, City plans, and
department goals. It is able to coordinate many stakeholders from various sectors to work collectively through the
Healthy RC initiative, with most partners seeing the collaboration efforts of Healthy RC as a best practice. Members
and partners would not know how Healthy RC would look like if the City Manager's Office was not playing this
central role.
Opportunities for Growth
Healthy RC's devotion to collaboration is a difficult and courageous decision. Many collaborations and complex
initiatives fail because in some aspects, they have not strengthened the areas of collectively working as a group
and addressing issues comprehensively. Below are some ways to support this inclusive process.
Common Agenda
Overall, Healthy RC members who participated in the data collection process reported feeling like they have a
"Unique Purpose'; and this was already seen as a strength for Healthy RC. However, some participants felt that
this area could be strengthened. When asked about their "Shared Vision" the Executive Leadership Team scored
this as "approaching concern': Because of this low score and what executive leadership and other members
mentioned, Healthy RC would benefit from a visioning process and review of the Strategic Plan to ensure that
everyone is on the same page, aligning their work with Healthy RC priorities, and that new members are up to date
on what Healthy RC believes, what they stand for, and where they are headed.
It is likely that the Executive Leadership Team and City staff have multiple projects they are heading and are
responsible for besides Healthy RC. For this reason, also a unifying message would be greatly beneficial for all
groups involved. It is also likely that other members of Healthy RC would benefit from a visioning process.
Mutually Reinforcing Activities
Healthy RC should consider deeper partnerships and more strategic planning, implementation, and coordination
of Healthy RC activities. Focus group and interview participants discussed how coordinating efforts with different
partners through a mutually reinforcing plan of action would be highly beneficial to Healthy RC. Public entities such
as schools, police, fire department and other city departments could work more closely in the process and would
help to further align strategies to all sections of the City.
Shared Measures
Members of Healthy RC are eager to see how their efforts stand up to measurement. In the focus groups and
interviews, the request for measurement was made City staff, Healthy RC members, funders, and various
community partners.
Taking the idea of measurement further and incorporating it into collective impact would mean that Healthy RC
would greatly benefit from shared measurement across policies and programs. These shared measures should line
up with the strategy plan. For example, an agreement across schools might be able to show Healthy RC whether
BMI is improving for the students involved in Healthy RC efforts.
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Continuous Communication
Healthy RC does a lot to share information with community and update partners on Healthy RC activities. Yet, the
Wilder Inventory showed that the Executive Leadership Team scored both success factors in communication with
Healthy RC as "approaching concern" Focus group and interview participants also shared that more can be done
to improve communication efforts and linking community and partners to Healthy RC efforts. A communication
system that involves all partners would help increase coordination, onboard new members and update established
members, so that the thread of the work is continuous and beneficial to all people involved. It would also help
inform partners of Healthy RC progress and increase public awareness of Healthy RC.
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Section 5: Healthy RC Policies and Programs Improving Health
Overview
The City has been very aware that a single program can go only so far in
creating a healthy community. The City and its stakeholders have extensive
national training on creating key policy actions. Policies are an important
element for focus, due to the larger potential impact on multiple populations.
As such, as a part of the evaluation process, SSG R&E deliberately focused
in some areas of policy change. SSG R&E also believes this is an area of
opportunity for creating even further impact. Utilizing the Social -Ecological
Model (SEM) and understanding the different factors that put residents at
risk or protect them from poor health, Healthy RC has created strategies
that address multiple levels of influence. As the model suggests, intervening
across multiple levels improves the chance to successfully address public
health issues and increase sustainability.[30]
As a part of the investigation process, SSG R&E requested that the City
staff compile a listing of the current policies, as well as key programs, seen
in Tables 11 and 12. These tables shows each health-related policy, or major
health-related program and whether it was influenced by the Healthy RC
strategic planning, or was a part of a separate process. This is the first time
that all the major policies and programs appear in one place for staff and
policy makers to review.
The policies and programs have aligned primarily with the Healthy
RC community priorities of Healthy Eating Active Living (HEAL); and
Community Connections and Safety. The development and implementation
of policies and programs used a collaborative approach among many City
departments and partners of Healthy RC. Of the 21 programs inventoried,
13 programs (62°0) were influenced by Healthy RC. Of the 36 health-related
policies listed in the inventory, 11 (31%) were influenced by Healthy RC.
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Table 14. Programs Inventoried (n=21)
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Program
Influenced by Healthy RC?
INVENTORY OF PROGRAMS
YES
NO
N/A '
Safe Routes to School
/
Terra Vista Farmers' Market
✓
Victoria Gardens Farmers' Market
✓
Healthy RC Youth Leaders
✓
Community Champions (Campeones para la Comunidad)
✓
Green Business Recognition
✓
Bringing Health Home
✓
Healthy RC Dining
✓
CASA (Cocinando Amigos Saludables y Alegres)
✓
Healthy RC Kids
✓
Wellness Pass
✓
Lactation Accommodation Rooms
✓
Employee Assistance Program
✓
Desk -Side Recycling
✓
Play & Learn Islands
✓
Sharps Collection program
✓
Household Hazardous Waste Collection Program
✓
✓
✓
✓
✓
Commercial Recycling
Food waste/ organics recycling
Special event/ venue recycling
Know Your Numbers
5
TOTAL NUMBER OF PROGRAMS
13
3
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Table 15. Programs Inventoried (n=32)
Policy influenced by Healthy RC?
INVENTORY OF POLICIES
YES
NO
/
N/A
Resolution No. 06-238: Tuition Reimbursement
Resolution No. 06-238: Employee Carpool Program
/
Policy No. 100-22: City Wellness Gym
✓
Ordinance No. 862: Dust Control Measures
✓
Ordinance No. 786: Smoke Free RC Smoking Ordinance
✓
Policy No. 200-21: Lactation Accommodation Policy & Program
✓
Resolution No. 11-21: Community Gardens
/
Ordinance No. 857: Complete Streets
✓
Ordinance No. 843: Farmers' Markets
✓
Ordinance No. 741: Alcohol Beverage Use in City and Parks Facilities
✓
Policy No. 500-45: Alcohol Beverage Use Policy
✓
Resolution No: 12-133: Healthy Nutrition and Beverage Standards
/
Plan: Healthy RC Evaluation Plan
1
Plan: Healthy RC Communication Plan
if
Pian: Recreation Needs and Systems Recommendations Study
✓
Agreement: Joint Use Agreements
/
Resolution No. 08-106: Renewable Portfolio Standard Policy
1
Practice: Recycled Material Use
✓
Resolution No. 07-231: Polystyrene Ban (StyrofoamTM)
✓
Ordinance No. 809: Scavenging Ordinance
✓
Ordinance No. 838: Trash Pick Up Ordinance
✓
Policy No. 400-01: Emergency Operations Center (EOC) Activation Policy
✓
Policy: Physical Fitness and Wellness Training for Fire Support Services
✓
Policy: Collection Development Policy
/
Ordinance: Public Convenience or Necessity Determination
✓
Ordinance No. 855: Entertainment Adult Permits
✓
Plan Resolution No. 91-262: Parks & Trails Master Plan
✓
Plan: Circulation Master Plan for Bicyclists and Pedestrians
✓
Plan: Economic Development Strategic Plan
1
Plan; General Plan Update
✓
Development Code Updates
/
Ordinance No. 328B,870: Green Procurement
11
19
/
2
TOTAL NUMBER OF PROGRAMS
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The City has been a partner and a part of learning circles with other cities across the nation in many efforts.
Examples are the Let's Move Campaign generated out of the First Lady' Michelle Obama's office. Administered
by the National League of Cities, Let's Move! Cities, Towns and Counties (LMCTC) engages local governments
in developing long-term, sustainable and holistic health improvement strategies to promote improved nutrition
and increased physical activity. Using a gold medal ranking system, Rancho Cucamonga has received national
recognition ranking first among 500 communities participating in the Let's Move Campaign.[20] Priority ranking is
given to LMCTC sites who have earned the most gold medals as well as sites with medal achievement in multiple
goals.
Among the five LMCTC goals, the City has achieved Gold in the Model Food Service goal and Gold in the Active
Kids at Play goal. Achieving gold in the Model Food Service goal requires that cities improve access to healthy,
affordable foods and align food service guidelines with the Dietary Guidelines for Americans. In alignment with this
goal, the City was recognized for the Healthy Food and Beverage Policy, the accompanying toolkit for partners
and the Healthy RC Dining program. Gold in the Active Kids at Play goal requires that cities increase physical
activity, commit to mapping local playspaces and needs, and develop an action plan launching a minimum of three
recommended policies, programs or initiatives. Rancho Cucamonga increased opportunities for children to play
by engaging community to help identify challenges to play and solutions to address barriers, mapping parks and
playspaces, developing the Healthy RC Kids Fun on the Run Mobile Recreation program, adopting a Complete
Streets ordinance, and coordinating Safe Routes to School programs with local schools.
This work has also helped earn attention from national funders such as the Robert Wood Johnson Foundation
as they funded the Healthy Kids Healthy Communities program and most recently awarded Healthy RC with the
Roadmaps to Health Action Award, a County Health Rankings & Roadmaps program.
The following sections describe key community level policies and programs influenced by Healthy RC, followed by
the benefits of preventing health conditions. It then ends with opportunities for future involvement and impact of
Healthy RC.
Policies to Address System -Level Concerns
Some policies are a part of ongoing requirements of the State of California or another public entity, but many
Healthy RC policies create an environment where living a healthy life is easy and accessible to all. The "Health -in -
All Policies" framework guiding Healthy RC, as well as City departments, provides a strategy to address the social
determinants of health that influence health and equity.
Rancho Cucamonga General Plan Update
Used as the "blueprint" for the City's development and for City departments, the City updated the General Plan in
2010. Recognizing the positive impacts of improving health and well-being of residents, such as reduced healthcare
costs and enhanced community connection, the General Plan infused health throughout the plan to promote a
"positive physical, social and economic environment" for all residents. [19] As mentioned previously, the General
Plan ensured that health was integrated in all other plans of land use, transportation and circulation plans, housing,
parks and recreational spaces, and community services among many other City priorities. As a result, throughout
the General Plan, elements that are aligned with health using the highly recognized "Healthy Mind, Body and
Earth" framework are highlighted. Using the "Healthy Mind, Body, Earth" framework in this way describes the broad
approach to health the City is taking.
According to the National League of Cities and the Let's Move Campaign, Rancho Cucamonga is "one of the few
communities in California to incorporate health and sustainability as an overarching theme throughout its General
Plan7[20] Implicitly or explicitly addressing health in a City's general plan, especially in California [16], has been a
recommended strategy with the greatest impact to promote residents' health and address health equity issues.[41,
42] Aligning with San Bernardino County's Community Transformation Plan to optimize health and wellness in the
County, Rancho Cucamonga is primed to take full advantage of County health efforts and funding opportunities.
For example, the City of Richmond, California with financial support from The California Endowment, drafted a
"Health -in -All Policies" strategy in the General Plan to explicitly focus on health equity and worked with community
residents to identify key drivers of health.[41] As a result, the City of Richmond, among many other successes,
secured $10 million in external funds to make playgrounds and streets safer, and expand community violence
reduction programs while also changing City governance processes to help eliminate structural barriers to health
equity.
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'As a foundation, we take a social determinants [of health] approach. The types of outcomes we like to see are the
adoptions of policies, dissemination of best practices and meaningful community engagement. We really focus on
transformation and systems change work. I see the City of Rancho Cucamonga as being part of that transformation.
[Rancho Cucamonga] is one of the few cities [we] had given grant funding and resources to. I think that makes them
unique in some aspects:'— Local funder
Healthy RC Strategic Plan — Roadmap for a Healthy Future in Rancho Cucamonga
The Road Map for a Healthy Future in Rancho Cucamonga, passed in 2014, is Healthy RC's guide for making
Rancho Cucamonga as healthy as it can be for residents, neighborhoods, businesses, community organizations,
and public entities. Strategically designed, this guide set standards for community engagement, guided health
improvement efforts, helped to establish health priorities, and guided development of the Healthy RC evaluation
plan. The plan acts as a communication tool for City staff and funders and reinforces the "Health -in -All Policies"
approach. In addition, it supports adoption of Healthy RC policies and programs, and helps to institutionalize and
sustain Healthy RC efforts. Moreover, the City engaged 32,660 residents to develop the strategic plan, elevating
community voices and increasing community buy -in to the process, making it the "community's plan."
"The roadmap has helped every single group and every single [Healthy RC] subcommittee work efficiently from the
top down. There's a work plan, and it was decided by our huge group in the very beginning of how we're going to move
forward."—Stakeholder interview
Complete Streets Ordinance
Aligned with the Community Connections and Safety and HEAL community priorities, the Complete Streets
Ordinance was established to create a safe, comfortable, and interrelated transportation network for all users
(regardless of age, ability, income, ethnicity) and modes of transportation (vehicles, pedestrians, bicyclists, transit
riders). Initiated by the Healthy RC Steering Committee and passed in 2012, the ordinance set standards for street
development for users of all ages and abilities for all modes of transportation, as well as implementation of the
Safe Routes to School (SRTS) Program. This ordinance resulted in improvements to the Pacific Electric Trail (PET)
with addition of a pedestrian bridge and trail head, trail development connecting Southwest Rancho Cucamonga to
the main trail, widening streets to accommodate for traffic, and the completion of a bike trail along the Deer Creek
Channel.[18] As part of the SRTS program, the City was able to partner with 12 schools among the four school
districts to implement the program, promoting Walk to School Day and annual Bike Rodeos reinforcing traffic safety
skills, and at select schools flashing beacons, sidewalks, and restriped crosswalks were installed near schools. The
process of developing and implementing the ordinance also provided new opportunities for collaboration across
City departments (e.g., Planning, Transportation, and Engineering). The Complete Streets ordinance was ranked
top ten in the United States in 2012 and 2013 by the National Complete Streets Coalition.[1, 20]
There is a complete streets movement in the country calling for a more comprehensive set of policies considering
all transportation users and modes with an increasing number of cities and communities moving to complete
streets plans and construction projects.[42] Complete streets supports health by promoting physical activity through
daily activities, such as walking to school or work, connecting to land uses, such as parks, trails and shopping, as
well as increasing access to health infrastructure, connecting residents to medical facilities and fresh food.[16, 43]
In addition, it supports health equity by supporting changes in street and City infrastructure, increasing lighting,
improving sidewalks, making it safer for those in under -resourced and underdeveloped areas of the community to
walk, bike and be physically active in their communities.
Circulation Master Plan for Bicyclists and Pedestrians
The Circulation Master Plan is a long-term vision for improving the bicycle and pedestrian infrastructure in Rancho
Cucamonga. With some financial support from The California Endowment, this plan was developed to integrate
bicycling and walking into community planning to develop a safe, comfortable, and attractive network connecting
people to the places they want to go. This comprehensive plan promotes the safety and attractiveness of bicycling
and walking through education, encouragement, and evaluation programs. Passed in 2015, the plan proposes
to 1) Integrate bicycling and walking into community planning to enhance livability, health, transportation, the
environment, and economic development; 2) develop a safe, comfortable, and attractive bicycling and walking
network that connects people of all ages, abilities, and neighborhoods to the places they want to go; and 3)
Promote the safety and attractiveness of bicycling and walking through education, encouragement, and evaluation
programs.
The Circulation Master Plan proposes more than 30 miles of trails and 110 miles of bicycle facilities to increase
access to Terra Vista Town Center, Victoria Gardens, schools and other areas of high attraction. It also proposes
to widen streets, adding buffered bike lanes without removing parking or travel lanes. There is also a focus on
connecting Southwest Rancho Cucamonga more to increase active living and safety. The process of developing
the plan also helped the City examine City-wide traffic, areas of high traffic and traffic accidents, speed limits, and
intersection and street design. Ninety-seven intersections were identified for improvements to increase walking and
biking.
In combination with the Complete Streets ordinance, circulation plans changes the way all roads are built,
promoting increased physical activity using less space, utilizing "leftover" or unwanted land, decreasing traffic
congestion, increasing property values, improving safety, improving air quality, and reducing poor health conditions
such as obesity and diabetes.[16, 44]
Farmers' Market Ordinance
The Farmers' Market Ordinance aligned with the HEAL community priority, encourages farmers' markets throughout
the City and reduces any associated fees to establish farmers' markets. Passed in 2011, the ordinance set
standards for what farmers' markets must include. Seventy-five percent of products sold at the farmers' markets
must be food items. As a result, weekly farmers' markets occur on Fridays at Victoria Gardens and Saturdays at
Terra Vista shopping plaza. Programming, such as Bringing Health Home, has also supplemented this ordinance
to increase access to fresh fruits and vegetables through nutrition education and cooking classes as well as
increased use of Market Match or farmers 'farmers" market vouchers.
Placing farmers' markets in communities increases access to healthy foods and increases consumption of fruits
and vegetables, especially in low-income areas.[45] Individuals who have lived closer to a farmers' market have
also been less likely to be obese. It also increases the sustainability of local healthy food outlets and supports the
local economy, complementing other grocery stores and markets in the area and synergistically links to broader
community revitalization efforts. To improve the sustainability of farmers' markets, farmers' markets generally need
to subsidize food purchases with incentives such as Market Match vouchers or other food assistance programs,
take advantage of community organizing to increase participation, and provide a mixture of products at affordable
prices.[45] Zoning of the area is also needed connecting farmers' markets to shopping, churches, recreation, ample
parking as well as connecting to public transportation with high visibility and traffic. Based on these best practices,
Rancho Cucamonga is well on its way to helping the local farmers' markets more sustainable.
Community Gardens Resolution
Aligned with the HEAL community priority, the Community Gardens Resolution promotes community gardens by
allowing them in most locations throughout the City and reducing associated fees. Passed in 2011 and initiated
by the community and Healthy RC Steering Committee, the resolution changed zoning standards to include
community gardens, encouraged community gardens in residential and schools establishments. As a result, The
Route 66 Community Garden was developed. In addition, a community garden toolkit and resource packet were
developed, as well as cooking and gardening classes teaching children where and how food is grown.
Incorporating both famers markets and community garden ordinances into a City's general plan can influence
zoning ordinances and provide businesses incentives to provide produce and healthy items into underserved
neighborhoods, addressing the issues of food desserts.[43] They can also promote health and nutrition education,
physical activity, community development, improve mental health, and increase social bonding. Community gardens
can be placed in several locations, such as school grounds, vacant City lots, and new housing developments.[43]
Healthy Nutrition and Beverage Standards Resolution
In 2012, the Healthy Nutrition and Beverage Standards Resolution was passed. Aligned with the HEAL community
priority, the resolution requires 50°o of food and beverage items sold and served at all City facilities must meet
health standards established by the federal "Dietary Guidelines for Americans." Initiated by the Healthy RC Steering
Committee and developed in collaboration with the City Council, Planning Department, and partner organizations,
snacks and beverages purchased with City funds at all City -sponsored meetings and events where food is provided
shall also have at least one healthy food and beverage option available.
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Policies regarding healthy nutrition and beverage standards have been found to create healthier food environments
by increasing access to healthy foods and influencing the dietary choices of children and adults, reducing the risk
of chronic disease.[46] These types of ordinances can be translated into other sectors, such as school campuses
where healthy snacks and beverages can be promoted through vending machines, after school programs,
concession stands and class parties.[47] Accompanying the ordinances with innovative marketing and supporting
organizations with the adoption and implementation of such policies can promote healthier eating and increase
healthy behaviors.
Lactation Accommodation Policy and Program
The Lactation Accommodation Policy and Program policy promotes infant health by making private breastfeeding
space available in all City facilities. The policy was passed in 2013 and was initiated by the Healthy RC Steering
Committee. The policy, which is aligned with the HEAL community priority, made lactation rooms available to the
community and City employees in all City facilities. Supervisors and managers were trained on the policy and two
hospital -grade breast pumps were made available in mother's rooms. Two portable breast pumps were also made
available to City employees.
The American Academy of Pediatrics recommends that mothers breastfeed their infants for 12 months.[48]
Breastfeeding is associated with lowered risks of infections, disease and infant mortality for infants, and reduced
rates of obesity in childhood and adulthood, diabetes in childhood, and produce positive effects in infant
neurodevelopment.[48] Providing workplace lactation accommodation policies reduce employee absenteeism from
work, reduced health care costs, reduced employee turnover and increase morale and productivity. For every $1
spent creating and supporting lactation promoting policies and programs, there is a $3 return on investment.[49]
Enhanced paid maternity leave policies would further support breastfeeding rates.
Programs to Address Community and Individual Level Factors
Implementing health programs to address health concerns is an important strategy to improve health and positive
health changes have been widely documented.[30] Community public health programs and prevention efforts
are often designed to change individual and community -level attitudes, beliefs, knowledge, behaviors and social
networks to improve health outcomes. Healthy RC has a number of different programs that address a variety of
factors that influence health — community engagement, access to healthy food, safe streets for pedestrians and
bicyclists, supportive work environments to improve health, youth engagement, nutrition education, and childhood
development and education, as well as health outcomes, such as poor infant health, obesity, and diabetes.
Of the 21 health-related programs listed in the inventory, 13 were influenced by Healthy RC. The following are key
community level programs implemented or supported through the Healthy RC initiative.
Cocinando Amigos Saludables y Alegres (CASA)
Supported by the Strategic Plan, the Cocinando Amigos Saludables y Alegres (CASA) program began in 2009
and provides nutrition education and healthy meal preparation for Southwest Cucamonga residents. It was the
first Healthy RC program and was instrumental in changing the dynamics in the community as it addressed real
community concerns of health and nutrition, as well advance a culture of health. CASA was first advocated by the
community and supported by the Healthy RC Steering Committee. The program has really helped bring community
together and residents connect with their friends and neighbors. Aligned with the HEAL community priority,
fifty-eight people participated in CASA in 2015, including adults and children, with 62.1% of participants having
extremely low, low and moderate incomes. Participants were introduced to a variety of new fruits and vegetables
to incorporate into their daily diets, cooking skills to cook healthier meals, and practiced their new skills and
knowledge through family group dinners. Family group dinners not only allowed participants to share knowledge
with family, friends and neighbors, it was also a way to recruit new participants. In addition, participants received
health education informational handouts on preventing diabetes to supplement the cooking and nutrition classes.
Moreover, because of the growing interest to continue to live healthy, participants established a gardening program
at the Northtown Community Center, and a walking/running club at the local community park.
Although comprehensive approaches at multiple levels are needed to curb weight gain and obesity, nutrition
education and cooking programs have been found to change behaviors, attitudes and knowledge toward cooking
and healthy eating, increasing the eating of fruits and vegetables [cite Levy 2004].
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Healthy RC Kids
Supported by the Robert Wood Johnson Foundation's (RWJF) Healthy Kids, Healthy Communities as well as other
funding streams, Healthy RC Kids began in 2010, and was a seminal program to help launch the strategic planning
process. Aligned with the HEAL community priority, Healthy RC Kids involves a number of initiatives to "make the
healthy choice the easy choice" in Rancho Cucamonga, as well as "significantly improve opportunities for active
living and healthy eating for children and families" [50] Focused in Southwest Rancho Cucamonga, the program
achieves its goals by implementing changes in the environment that increase access to healthy food and physical
activity to reduce childhood obesity. The Steering Committee has been the primary implementation arm of the
Healthy RC Kids program.
According to the RWJF final report, Healthy RC Kids has achieved many successes. Healthy RC Kids has
developed and implemented four (4) policies and several supporting programs, such as:
• Community Gardens Ordinance, which increased land available for community gardens by 7 -fold in the
City and 34000o increase in Southwest Rancho Cucamonga, as well as teach residents to grow their own
vegetables;
• Farmer's Markets Ordinance, which helped open two farmers' markets in the City, and increased produce
and value-added products (e.g., jams and eggs) to the farmers' markets.
• Support for Bringing Health Home program, which provided incentives for low-income families in
Southwest Cucamonga to purchase fresh produce at local farmers' markets;
• Supporting Healthy RC Dining program providing healthy dining options for children and adults; and
• Healthy Nutrition and Beverage Standards that requires half of food beverages sold and served at City
facilities to meet California's strict nutrition standards.
The program has also supported community efforts. It created new opportunities for children and families to be
more physically active by partnering with four of the City's school districts to develop and implement Safe Routes to
School (SRTS) programs at 12 schools, including three in Southwest Cucamonga serving primarily lower-income,
Latino students who are at high-risk for childhood obesity and other chronic diseases. It led meaningful community
engagement and empowerment, especially for traditionally underrepresented groups, including Latinos, youth,
and residents with lower -incomes and less education. Healthy RC Kids created partnerships with Community
Champions, Youth Leaders, Executive Leadership Team and Steering Committee to implement programming.
Lastly, the final section of the Pacific Electric (PE) Trail (a Rails -to -Trails project) in Rancho Cucamonga and the
bridge/overpass to connect Southwest RC to the trail was completed.
Moreover, Healthy RC Kids has brought national attention from foundations such as Active Living By Design,
National League of Cities and the Let's Move Campaign. Other initiatives similar to Healthy RC Kids, such as
Shape Up Somerville, has had similar multi-level approaches on school sites to address childhood obesity by
promoting healthy foods and eating and active living. The evaluation of their 10 -year initiative did report a trend in
Somerville students declining in BMI by 1 percentile when compared to students in comparison cities, those who
were previously overweight gained about one pound Tess than projected and the proportion of students who were
of healthy weight increased.[51]
Employee Health and Wellness Program (KnowYour Numbers)
Aligned with HEAL community priority, the Employee Health and Wellness program was designed to help City
employees and their families live healthy and productive lives. Initiated in 2013, through the program, employees
have access to programs such as nutritional classes, stress therapy, health fairs, and physical fitness opportunities.
Employee wellness programs have many benefits, such as reducing the risk of chronic diseases and increased
productivity, and has been found to decrease medical costs by about $3.27 for every dollar spent on wellness
programs and that costs due to employee absenteeism decrease by about $2.73 for every dollar spent.[52]
Lactation Accommodation Program (Breastfeeding Program)
Beginning in 2010 and in alignment with the HEAL community priority, the Lactation Accommodation program
along with the ordinance has helped women transition back to work after giving birth and promotes breastfeeding
in the workplace, enabling women to reach their breastfeeding goals. Based on the results of a 2013 survey with
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female employees, the City was able to develop policy and implementation recommendations to improve support
for lactation accommodations in the workplace, such as having "Mother's Rooms" and increased education for
mothers.
As previously mentioned in the policies discussion, there are many benefits to supporting breastfeeding in the
workplace, such as lowering health care costs and medical insurance claims, decreased worked time lost, higher
work productivity and employee morale, and higher employee retention rates.[53] To meet the needs of working
mothers and children, it is recommended that (1) there are flexible and reasonable lactation breaks with one to
three breaks per day lasting 20 to 40 minutes per break; (2) lactation accommodations last at least 12 months; (3)
lactation facilities are available for the single purpose of breastfeeding, free from intrusion shielding the mother
from co-workers and the public and do not include bathrooms; (4) education is available for managers and other
personnel on the importance of breastfeeding and policies supporting breastfeeding; and (5) there is sufficient
compensation for breaks or time off [54]. A savings of $3 for every $1 spent on employee lactation programs
has been found.
Bringing Health Home
Bringing Health Home is a program that provides Rancho Cucamonga young families, pregnant women and low-
income families with financial incentives up to $30 per month to purchase healthy foods at local farmers' markets.
Starting in 2011 and aligned with the HEAL community priority, the program is linked with other Healthy RC
programs, such as Healthy RC Kids. The program has seen some success, with many adult participants reporting
never visiting a farmers' market before the program to visiting a farmers' market three to four times per month. In
addition, adult participants and their children living in the same household reported increased consumption of fruits
and vegetables. One participant specifically reported that it has supported her and her family with incorporating
healthier foods into their diet, especially her daughter who has suffered from asthma and was recommended to
have a healthier diet to reduce her asthma symptoms. This mother has seen a change in her daughter, having
a more positive attitude towards eating healthier foods and having a better overall quality of life. Bringing Health
Home has been featured in the Rancho Reporter, the L.A. Times and the Healthy RC Living channel. As previously
mentioned in the Farmers' Market Ordinance, providing incentives for low-income families to purchase healthy
foods at a farmers' market, increases access to fruits and vegetables for residents and has the potential to combat
weight gain and obesity.
Play and Learn Islands
Developed by the Rancho Cucamonga Library Services Department in 2010 in response to a community needs
assessment and with support from the California State Library and Rancho Cucamonga Library Foundation, the
Play and Learn Islands are very popular interactive museum -styled exhibits at the Biane and Archibald Libraries.
They help young children build a variety of lifelong learning and literacy skills through play, including developing
their understanding of the importance of healthy food and physical activity, as well as their understanding of
recycling, renewable energies and gardening skills. There are four themed Islands, including one for Healthy RC.
Through informal staff observations and community feedback, the residents have enjoyed the Play and Learn
Islands and they feel their children have learned a lot while having fun. Other libraries are also able to borrow or
purchase the islands for their communities. The Library Services Department was awarded the Harvest Award for
the Play and Learn Islands in 2012.
Early childhood education and developmental theory support that positive engagement and interactive play with
peers are a primary way children learn and socialize.[55] Play strengthens children's prosocial, creative and
cooperative behaviors, which are associated with motivated and attentive learning, positive attitudes towards
learning and positive social and academic outcomes. This approach to learning where children play, construct and
participate promote collaboration, the sharing of ideas and spark innovation.[56]
Youth Leaders
Due to the success of the Community Champions programs, Healthy RC launched a Youth Leaders program
in 2011 to engage middle and high school youth in healthy eating and active living efforts, such as policies and
environmental changes supporting health. Healthy RC Youth Leaders are students who are interested in promoting
the health of the City. They bring the youth voice to the table and speak on issues that affect youth throughout the
City. The youth are constantly learning and improving upon their skills whether it is public speaking, learning the
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policy process, empowering the community, being trained in Geographic Information System (GIS) technology or
working with decision makers.
The Youth Leaders have been involved in many Healthy RC activities and evaluation efforts. They conducted
many assessments, including vending machine compliance with a healthy vending policy, Safe Routes to School
waikability assessments, corner store assessments and surveys about the use of the Pacific Electric Trail. They
have presented at forums to shape the strategic plan of Healthy RC, a presentation describing their efforts and
what it meant to them to be part of the group. Healthy RC Youth Leaders also conducted a modified Photovoice
project at Lions Park in Rancho Cucamonga to provide feedback on project prioritization issues and the condition
of park amenities. In collaboration with the HKHC, Healthy RC Youth Leaders used GIS to identify park amenities
in a neighborhood park in Southwest Cucamonga and helped identify barriers and amenities of their local park, as
well as strategies to inform policy and environmental changes.
Most recently, the Youth Leaders have developed a video for the Mental Health Campaign to address stigma in the
community and won first place in a state-wide competition. They are also helping with an ordinance in support of
the regulation of electronic cigarettes.
Empowerment of youth helps them feel like they have more control in social and political environments, improves
self-esteem and leadership competence, increases motivation, and increases social capital and cohesion. It also
reduces mental health and psychological symptoms such as stress and isolation, improves academic achievement
and reduces risk behaviors such as violence and substance use. Providing youth with a supportive environment
and connecting them to social structures, such as their families, neighborhoods, local government and schools,
improves these outcomes, provides them with the necessary resources to make change, and increases their
impact for change.
Community Champions (Campeones para la Comunidad)
Healthy RC Community Champions was formed as part of Healthy RC to build capacity and empower residents
to provide input in the decision-making process. They are residents who are interested in promoting the health
of Rancho Cucamonga. They elevate the Latino voice in the community and speak on issues that affect the
Southwest Rancho Cucamonga community. These residents work with the City in order to improve the community
and it is common to see them working with City officials, developing health policies, speaking to council members,
conducting community assessments, and presenting at conferences.
For example, the Community Champions conducted a site visit to the Pacific Electric Trail and identified
opportunities to promote trail usage among Southwest Cucamonga residents. The group was also involved in
carrying out the promotional activities (e.g., signage, marketing) from which they noted an increase in trail usage.
The Community Champions conducted focus group conversations in Spanish to identify residents' perception of
policy and environmental changes for their community. They also played key roles in shaping the policy language
for City's farmers' markets and community garden ordinances. In addition, the Community Champions collaborated
with City staff on a successful Safe Routes to School grant award.
A member of the Community Champions, said it well, "I feel comfortable now telling the Mayor and the Council
exactly what our community needs, and that's what I'm going to keep doing:'[50]
Engaging community in community programs and policy making is recommended by many public health
practitioners, foundations, policy experts and community organizers and has led to successful adoption and
implementation of policies and programs, thus increasing the potential impact of such efforts.[41, 43, 57, 58] It is
seen as the corner stone of efforts to improve public health and mobilize community towards addressing various
health issues, such as smoking, obesity, and heart disease among many others. It also increases a sense of
empowerment, social cohesion and leadership skills among community residents.
The Benefits of Preventing Health Conditions
Chronic diseases, such as heart disease, cancer, obesity and diabetes can be largely prevented through changing
health behaviors, such as eating healthy and exercising regularly, receiving preventive services, such as cancer
diabetes screenings, as well as making system -level changes, such as policies supporting health and the built
environment. According to the Centers for Disease Control and Prevention, "chronic diseases are responsible for
7 of every 10 deaths among Americans each year and account for 75% of the nation's health spending" [59] Poor
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health is a major drain on the economy, resulting in 69 million workers reporting missed days due to illness each
year, and reducing economic output by $260 billion per year.
Preventive health strategies help reduce the risk and onset of disease, reduce the risk of diseases from becoming
worse or debilitating, help people lead more productive lives and have a better quality of life, and reduce
overall costs. Businesses benefit because a healthier workforce reduces long term health care costs, increases
productivity, and decreases time missed from work. Schools benefit because healthier students are more
productive, more academically successful and miss Tess school due to illness. Furthermore, communities that offer
a healthy, productive, stable workforce can be more attractive places for families to live and for businesses to locate.
A report conducted through a partnership between Prevention Institute, Trust for America's Health, Urban
Institute, New York Academy of Medicine, The California Endowment, and the Robert Wood Johnson Foundation
demonstrated that an investment of $10 per person per year through evidence -based community programs to
increase physical activity and improve nutrition could yield a cost -savings in California of more than $1.7 billion in
annual health care costs within a five year period; producing a "return on investment" of $4.80 for every $1
spent.[2] Furthermore, in 10 to 20 years, this savings could grow to more than $1.9 billion annually, producing a
return on investment of $5.40 for every $1 spent.
Moreover, researchers at Yale University found that states that spend a higher percentage of their GDP on social
and public health spending compared to health care spending, had better subsequent health outcomes for seven
measures — asthma, adult obesity, mentally unhealthy days, days with limited activity, mortality rates for lung
cancer, acute myocardial infarctions (heart attacks) and type 2 diabetes.[60] These outcomes were examined one
and two years after state -level spending, and controlled for demographic characteristics, economic factors such as
unemployment rates and housing prices, and the availability of health care resources.
These findings suggest that investments in community -level public health prevention efforts and social services,
such as those implemented through Healthy RC, have a substantial return, and potentially more returns if efforts
are focused on underserved and under -resourced communities. This section also supports that Healthy RC efforts
are supported by the research to produce favorable outcomes aligned with the Strategic Plan, and is a worthwhile
investment for the City.
Opportunities for Future Healthy RC Involvement and Enhanced Impact
As demonstrated by the aforementioned policies and programs, Healthy RC seeks to address the many factors that
influence an individual's health, from a systems perspective to individual -level change. The policies and programs
have demonstrated improvements in the health, as well as the physical, social and economic environment of
Rancho Cucamonga. The programs provided by the City are not only available to City residents, but have also
reached surrounding communities as people have traveled to Rancho Cucamonga to participate in these programs.
During the interviews and focus groups, some residents did state that they know of other people coming from other
cities because their communities do not offer such programming. Some Healthy RC members themselves live
outside of the City boundaries and prefer to drive to Rancho Cucamonga to engage in community change.
Local, regional and national efforts are trending towards more prevention and systems -level interventions. Helping
lead and support this effort, the 2010 Affordable Care Act created the Prevention and Public Health Fund, a national
investment of $10 billion, to expand and sustain prevention and public health and to improve health outcomes.
[61] The fund is the largest -ever federal investment in community prevention, moving the health care system
from responding to illness to preventing illness in the first place. In concert, foundations, such as The California
Endowment, National League of Cities and Kaiser Family Foundation, are concentrating their efforts on prevention
and implementing system -level approaches to improving health outcomes.
In order to achieve optimal benefits in public health prevention, infrastructure supporting these efforts are
required.[62] The Healthy RC effort isn't an insulated effort. It involves City and community as well as other
partners. At once, all these separate people, with differing interests are trying to move the needle towards better
health. Observing how Healthy RC discussed aligning strategies across groups within Rancho Cucamonga is
an interesting endeavor. Local efforts must have the appropriate personnel and staff to administer public health
programs and support changes in policy. Cooperation across multiple levels and sectors, such as between county
departments of public health, local government and community, is necessary to develop programs and integrated
systems to achieve health goals. More specifically, Healthy Rancho Cucamonga through its policies and programs
,-,_�57�
can continue to support or expand efforts to improve health outcomes of its residents. The following are policies
and programs where efforts could be focused.
Joint Use Agreements
More than 10 years ago, this agreement was established between the City and local school districts to allow
the City use of the school gyms and fields for local youth sports programs, in turn for use of the Epicenter for
graduations. Joint use agreements are made between government entities to increase access to physical activities
in safe spaces and facilities.[63] Healthy RC should examine expanding joint use contracts and programming
through multiple partnerships, such as the increased use of school grounds for physical activity, student wellness
through community gardens or school-based health centers, and learning spaces; the increased use of public
grounds for community gardens or physical activity space, and the use of faith -based facilities to improve access to
fresh produce or physical activity.[57]
One such creative school-based health intervention is the Fit Kit and Fit Kid Centers developed by the Center for
Healthy Kids and Schools at the Orange County Department of Education (OCDE).[64] Based on research by the
National Institutes of Medicine and the UCLA Fielding School of Public Health, the Fit Kit is designed to address
the lack of physical education and PE specialists in most elementary
schools, helping teachers provide 10 to 30 minutes of daily physical
education, nutrition and fitness learning activities, all within the classroom.
Classrooms can also be used as Fit Kid Centers, scheduling physical activity
group sessions that can last 30-40 minutes, 2 to 3 times per week, just like
going to computer lab or to the library. With restrictive outside play in the
Inland Empire due to hot temperatures or poor air quality, Fit Kits and Fit Kid
Centers can be a good option to increase physical activity in schools.
Smoke Free RC Smoking Ordinance
Passed in 2008 under Mayor Don Kurth, the Smoke -Free RC Smoking
Ordinance prohibits smoking at all indoor and outdoor City -owned public
locations — parks, plazas, trails, playgrounds, City -owned facilities and on
surrounding property, such as parking lots. As a result of the ordinance,
signage and smoke-free social enforcement were created, as well as smoke
free zones created at Victoria Gardens. A secondhand smoke ordinance is
currently under review. Efforts through the Healthy RC Youth Leaders should
also be continued to support efforts against the consequences of electronic
cigarette use, which has been gaining traction among youth and young
adults. Earlier this year, Governor Jerry Brown signed legislation prohibiting
e -cigarette use in restaurants, theatres, schools and other public spaces
where smoking is already banned.[65] The FDA has also finalized oversight
of e -cigarettes, with manufacturers requiring to submit their products for
approval so the FDA can evaluated their ingredients and health risks [66]
Cities such as Los Angeles, New York, Boston and Chicago have already
banned e -cigarette use in public spaces.
Green Procurement Ordinance
The Green Procurement Ordinance develops policies and procedures,
including standards and competitive bidding incentives, for City procurement
to encourage "buying green" or recycled products to the extent feasible.
Initiated by City staff and in partnership with the Air Quality Management
District (AQMD) and Cal Recycle, the ordinance helps to establish best
practices in green purchasing throughout the City. Since the Green
Procurement Ordinance was recently updated in the municipal code,
Healthy RC through the Clean Environment community priority could
synchronize efforts with the Sustainability Plan, Healthy RC Green Team
and Environmental Department to improve the recycling efforts in the City,
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ensure energy savings, address drought issues and improve the overall quality of the environment. It is also aligned
with California's Healthy Planning Policies guide for general plans that help cities respond to climate demands and
conserve scarce resources.[16]
Safe Routes to School
Aligned with the Healthy Eating Active Living and Community Connections and Safety community priorities,
the Healthy RC Safe Routes to School (SRTS) program reflects a national movement to create opportunities for
students to safely and conveniently walk and bike to school. Continuing the efforts started through Healthy Kids
Healthy Communities, Healthy RC can synchronize its efforts with Complete Streets and Circulation Master Plan
for Bicyclists and Pedestrians to improve streets and sidewalks, as well as enhance school zones, to make it safer
for pedestrians, bicycles, parents and students. In addition, SRTS, active transportation and health equity efforts
can interact with each other to advance walking and biking while concurrently addressing health, fairness and
increasing community participation in low-income communities and communities of color.[67]
Complete Streets and Circulation Master Plan for Bicyclists and Pedestrians
The Complete Streets and Circulation Master Plan work in concert to change the way all roads are built to create
a safe, comfortable, and interrelated transportation network for all users and modes of transportation. Benefits
of such efforts are vast from increasing physical activity, reducing the risk of chronic diseases, improving local
business, reducing traffic congestion, reducing greenhouse gas emissions and improving air quality.[68, 69]
The Complete Streets movement has produced many resources for cities and planners to think about zoning
ordinances and street construction to create smarter and healthier cities. The American Planning Association[44]
has identified 10 elements that should appear in a comprehensive complete streets policy, such as encouraging
comprehensive and integrated street connectivity for all modes, uses the latest and best design standards while
recognizing the need for flexibility in balancing users' needs, and includes specific next steps for implementing the
policy. Change Lab Solutions also includes conducting a policy inventory of all relevant documents that are likely to
affect a community's transportation system; building an interdisciplinary and multi -sector team to increase success;
focusing on historically underinvested areas to address equity; engaging, educating and listening with community to
address their needs, and evaluate and learn from projects to meet City and community goals.[68]
Another approach that spurs innovation, starts with community, and infuses urban planning, design and
advocacy is "tactical urbanism" [70] Tactical urbanism is an approach using small-scale, short-term, and low-
cost interventions that build off of neighborhood activation and community organizing for the purposes of making
interventions and policies scalable and creating long-term change. It is a way to implement best practices quickly,
to see the effects of redesigning or reprogramming a public space, to show what is possible and garner public and
political support.
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Image 3: Example of Tactical Urbanism
Putnam Triangle: Before and after,
Credit: New York City Deportment of Transportation
Source: Tactical Urbanism
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Section 6: Community Health Survey
The implementation of policies and programs can produce real change
in the community, from changes in attitudes, knowledge and beliefs to
behavior change to changes in health conditions. This evaluation has
taken some steps to obtain local baseline data to track progress over
time and see where Rancho Cucamonga is currently at and how it can
achieve changes in health status. Capturing this information will help in
demonstrating some of the benefits of Healthy RC as well as be used to
have more strategic and focused interventions around particular health
areas, including subpopulations of the City where disparities exist. The
community health survey is an important method to capture baseline data
about Rancho Cucamonga residents given limitations with other secondary
data sets. For example, the California Health Interview Survey (CHIS)
data can be unreliable for certain variables in small geographic areas. The
County of San Bernardino tends to collect County -level data which may
not be responsive to within -City diversity and disparities. Where possible,
SSG R&E also made comparisons to the county, state and U.S. for some
indicators.
Characteristics of Survey Respondents
A total of 579 respondents were analyzed for this evaluation. There was
representation from most of the City with most respondents (39.4°I°) living
in 91730, which includes Southwest Rancho Cucamonga, one-quarter of
respondents (25.6%) living in 91701 and 91739 (21.4%), and 13.1% living
within 91737. There were less respondents living in 91729 (0.2%) and
92336 (0.3°°), which is to be expected sense these zip codes do make up
the smallest proportion of the City.
Most respondents identified as female (73.2°I0), were between the ages
of 30 to 64 years old (74%) with a median age of 50-54 years old, and
identified as White (55.6%) or Latino (30.3%). Most respondents (75.390)
reported speaking only English at home. Of those who reported speaking
a language other than English at home, almost two-thirds (62.2%) spoke
Spanish. A smaller percentage spoke Chinese Mandarin or Cantonese
(8%), Tagalog or Ilocano (native Filipino language; 7%) or some other
language.
About two-thirds (64.8%) of respondents were married, and two-thirds (62.3%) did not have children under the age
of 18 years old where they were the caretaker. Of those who had children, more than half of respondents (59.2%)
did not have regular child care arrangements for their children. This question was added to see if the parents in
this survey may be burdened by not having regular childcare or not having a trusted person to leave their child
with. This could add another level of stress for working parents as being able to stay at home is not a reality for
most parents. This information could be used when thinking about implementing community programs where adult
participants have children and being responsive to their needs.
A majority of respondents (81.8%) had some college education or higher and almost half (49.2%) had a Bachelor's
degree or higher. Almost half of respondents (43.3%) reported being employed full-time and 21% of respondents
reported being retired. Sixty percent of respondents reported having an income of $50,000 or more with one-third
(34.4%) of respondents reporting an income of $100,000 or more. Based on 2014 Poverty Guidelines and the
number of dependents reported by respondents, the average federal poverty level (FPL) was 476% above FPL;
the lowest was 9°%o FPL and the highest was 1007% above FPL. The federal poverty level is used to determine
eligibility for Medicaid, Medicare, the Children's Health Insurance Program (CHIP), and other cash assistance to
help individuals and families with low incomes. Eligibility for Medicaid in California ranges from incomes of 138%
FPL up to 322% of FPL[71] Eligibility for WIC is up to 185% of FPL. Eligibility for free and reduced lunch in schools
is 130% of FPL for free lunch and 185% of FPL for reduced lunch. Those who are considered low-income have less
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access to healthy eating and active living and have higher risks of poor health outcomes. This information can be
used to understand barriers to health and health disparities, as well as address the needs of the community.
Respondents were representative of the City, except for gender, age and income. The City is made up 51 °o of
males and 49°0 of females. The median age is 35 years old and the median household income in 2014 was
$77,000. Thus the sample is more female, is older and has a higher household income than the average resident.
See Appendix V for table representing respondent characteristics.
Quality of Life Among Rancho Cucamonga Residents
Respondents were asked whether Rancho Cucamonga was a good place to raise children, a good place to grow
old, had plenty of economic opportunity, was a safe place to live, and where there was plenty of help for people
during times of need. Most people strongly agreed or agreed to all of the quality of life statements. However,
for economic opportunity and people feeling like there is plenty of help for those in need, about one-third of
participants (29°0 and 33%° respectively) responded neutral.
Multi-level initiatives in cities and communities have the potential to improve quality of life for residents, provide a
quality environment for residents to live in and increase social capital, helping cities retain residents, contribute to
their communities, as well as attract new residents and economic opportunities.[42, 72] Communities that feel safe
and where people feel more connected have potential benefits, such as community participation, decreased crime
and improved health.[73] Further analyses related to quality of life indicators are provided in the following pages. In
addition, similar indicators were used examining health equity and reducing health inequities [41] and as a way to
link living conditions at the neighborhood level to health outcomes.[42]
Overall Health of Survey Respondents
Respondents were asked a number of questions about their health, including their health conditions, if they
have experience limited physical activity and where they obtain most of their health-related information. Most
respondents (88.4°°) felt that their general health was good, very good or excellent. Self-assessed health status
has been validated as a useful measure of health and Rancho Cucamonga has a higher proportion of residents
reporting good or better health than San Bernardino County (84.9°°) [74]. Almost two-thirds of respondents did
not report a health condition. However, of those that did, about one-third (31 °) reported being overweight or
obese, almost 3 of 10 respondents (26.8%) reported high cholesterol, 23.8°o reported high blood pressure, and
1 in 5 respondents (20%) reported vision or hearing Toss. About three-quarters (76.4°0) of respondents reported
not having any physical pain or health problems that limited their usual activities. Limitation of activity refers to
the long-term reduction in a person's ability do usual activities and increases the risk of chronic diseases and
poor mental health. Comparing similar health conditions, respondents faired better on health outcomes than San
Bernardino County — asthma (14.2°0), adult obesity (34%), high blood pressure (24.7°°), heart disease (24.6°0),
and osteoporosis (5.5°°) [74].
When it comes to receiving health-related information, half of the respondents went to a doctor or nurse, but one-
fourth (24°0) went to the Internet to obtain information. Understanding where people are getting their health-related
information from is important to understand. Health professionals and trusted websites where you can obtain
reliable health information is recommended.[75] However, patients do have an increase opportunity to search for
medical information, no matter if it is accurate or reliable, and may serve as an alternative to traditional methods
of obtaining health information from a health care provider.[76] An issue with online health information is that
sometimes consumers do not know what information is reliable.
Access to Health Care
Access to healthcare services is an important aspect of preventing a health issue or reducing the risk of a health
issue getting worse. Almost all respondents (91 %) reported they have a usual place to go to when they are sick,
better than San Bernardino County (84.3°•0) [74]. About three-quarters (78%) of respondents went to a doctor's
office when they were sick. Interestingly, about 1 in 10 respondents went to an urgent care center most when
they are sick. People seek services at urgent care centers for a number of reasons. However, it is an issue when
people seek services at urgent care when there is a lapse in obtaining services from a regular source of care,
when people have long-term health conditions and are experiencing complications, or when they experience other
barriers to regular care.
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Respondents visited a doctor in the past 12 months 1 to 2 times, which is recommended by health care
professionals. A majority of respondents (88%) did not experience a problem getting the health care he/she needed
for them or for a family member. However, those that did experience a problem accessing necessary healthcare
services for them or a family member, 28% reported that insurance did not cover what they needed, 21 reported
their deductibles were too high, and another 21% reported they couldn't get an appointment. Disparities in
accessing healthcare services include inadequate health insurance, not being able to get an appointment due to
work constraints, or having to wait to get an appointment to see his/her doctor.[77] This could increase financial
burden on patients who can't afford necessary healthcare services and exacerbate health conditions.
Physical Activity of Rancho Cucamonga Respondents
Physical activity is an important factor to preventing or reducing the risk of having a health condition. During a
normal week, most respondents (86°°) reported that they are physically active or exercise at least half an hour. On
average, respondents are meeting the recommended weekly amount of physical activity for adults per week, which
is 150 minutes, with about half of respondents (42°%0) meeting recommended physical activity. This is slightly below
the national percent of adults 18 years old or older who met the recommendation (49.2%).[78] More than half
(58%) of respondents engage in exercise or physical activity at home or in their neighborhood and half (54%) use
a walking, biking or hiking trail. About two-thirds (33%) go to a private gym or use the park for exercise (27%). For
those who reported that they did not exercise for at least half an hour per week, the main reasons were because
they were too tired to exercise (21`1/0) or did not have enough time to exercise (21 %). This is an interesting finding
as a majority of City residents (85%) according to the 2014 U.S. Census data travel outside of the City for work and
the average commute time is 33 minutes.[79] Increased commuting times is associated with less physical activity,
preparing food, eating meals with family and sleeping, which over time may contribute to obesity and other poor
health outcomes.[80]
Addressing barriers to exercise and physical activity is important if Healthy RC aims to improve the health of
residents in Rancho Cucamonga. Changing the neighborhood environment to be more aesthetically pleasing, more
walkable, and being close to destination areas and retail stores has been shown to increase physical activity and
walking.[68] Land use regulations impacting travel, housing and employment opportunities is also another way to
combat urban sprawl and long commute times.[3]
Nutrition and Eating Habits of Survey Respondents
Another important factor to improving one's health and preventing or reducing the risks of chronic disease is
eating a healthy diet including eating a diet rich in fruits and vegetables. The questions in the survey focusing on
healthy eating examined the attitudes towards fruits and vegetables, motivation for eating fruits and vegetables and
potential barriers to eating fruits and vegetables. Understanding barriers and motivations can help in finding ways to
address these issues and increase fruit and vegetable consumption.[81]
Regarding items related to one's choices of fresh fruits and vegetables, the majority of respondents (88%) reported
that they usually or always find fresh fruits and vegetables in their neighborhood. Three-fourths of respondents
reported that they usually or always find affordable fresh fruits and vegetables in their neighborhood. Almost
all respondents (93.4%) reported being mostly satisfied to satisfied with the store where they buy most of their
fresh fruits and vegetables. These sets of questions are an attempt to understand the various barriers of eating a
healthy diet, which is access to and affordability of fruits and vegetables, the quality of fruits and vegetables, and
traveling outside of one's neighborhood to get fruits and vegetables.[81, 82] Overall, respondents reported being
satisfied with the stores where they buy their fruits and vegetables, and are able to find fresh fruits and vegetables
in their neighborhood that are affordable. Although SSG R&E doesn't know what resident perceptions and the food
environment were in the past, the City's tamers' market and community gardens ordinances which resulted in two
farmers' markets and one community garden may have increased access to healthy food and decreased some of
the barriers to eating healthy. The CASA and Bringing Health Home programs where participants were encouraged
and incentivized to visit and make healthy food purchases at farmers' markets also may have helped to increase
fruit and vegetable consumption.
With respect to motivations for change, almost all respondents (98.5%) reported that they strongly agree or agree
with the statement "I enjoy eating fruits and vegetables" Eight of 10 respondents also reported that they strongly
agreed or agreed with the statement "I would consider cutting out foods that I normally eat to eat more fruits and
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vegetables." However, 16% reported that they disagreed or strongly disagreed with this statement. Not wanting
to cut out foods to eat more fruits and vegetables can be indicative of a lack of motivation to change ones diets.
Conversely, this could mean that these respondents may feel they are already eating healthy. In addition, almost all
respondents (97%) strongly agreed or agreed with eating more fruits and vegetables to protect one's self against
chronic disease, such as obesity, diabetes and cancer. Understanding one's motivation to increase participation
in healthy behaviors, such as eating fruits and vegetables, and decreasing participation in unhealthy behaviors,
such as eating less fast food, can lead to decreasing poor health conditions, such as obesity, diabetes, and
heart disease.[81] Based on the results here, Rancho Cucamonga residents are highly motivated to eat healthy,
decreasing their risks for chronic diseases, such as obesity and diabetes. Although SSG R&E can't directly
correlate and demonstrate causation, these motivations may have contributed to the decreasing trends of adult and
childhood overweight and obesity prevalence.
Within this section of the survey, SSG R&E also asked respondents about the number of times they ate fast food
and drank sugar -sweetened beverages in the past week. Regarding fast food, responses ranged from having no
fast food in the past week to eating fast food 25 times in the past week. Almost one-third of respondents (31 %) had
no fast food in the past week and almost half (44%) ate fast food one to two times in the past week. The average
number of times reported by respondents was 1.69 times per week. A
smaller proportion of survey respondents ate fast food one to two times per
week when compared to San Bernardino County residents (80.4%).[74]
Although respondents were asked to report their consumption of sugar -
sweetened beverages per their preference of how many times per day, week
and month, SSG R&E calculated how many times they had these beverages
for the past week. Responses ranged from having no sugar -sweetened
beverages to having sugar -sweetened beverages 28 times in the past week,
which is about 4 times per day. More than one-third of respondents (37.5%)
reported having no sugar -sweetened beverages in the past week. Another
third of respondents (30%) reported having one to two sugar -sweetened
beverages in the past week. The average number of times respondents
reported drinking sugar -sweetened beverages is 2.66 times per week. A
higher proportion of survey respondents had no sugar -sweetened beverages
per week when compared to the state (26.8%) and nationally (26.2°0).[83]
When comparing fast food and sugar -sweetened beverage consumption to
the county, state and country, survey respondents fared better and ate less
unhealthy foods. This may be in part to Rancho Cucamonga policies on
reducing unhealthy snacks in vending machines and foods in City facilities,
as well as building a culture of health in the City. Eating a diet high in fast
food and sugar sweetened beverages results in poor health outcomes, such
as overweight, obesity, diabetes and heart disease.[84] It may also say
something about the environment in which people live in and dealing with
barriers, such as having more access to fast food and less access to fresh
fruits and vegetables. Reducing the amount of sugar -sweetened beverages
in one's diet is associated with less weight gain.
Sense of Community and Community Engagement
A sense of community and community participation signifies a healthy
community where community members are actively involved in issues that
affect their lives as well as a demonstration of emotional interconnectedness
among a collective group.[73] Living in a close knit community is an
important aspect as community participation is linked with increases in
quality of life, improves social wellbeing and fosters empowerment. A sense
of community has also been seen as a catalyst for community participation
and civic engagement, addressing health equity issues. This portion of the
survey asked questions about connections to the community, civic and
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community participation, participation in community events and amenities, and more importantly their participation
in the Healthy RC initiative.
Most respondents (82%) reported that they strongly agreed or agreed to people in their neighborhood being
willing to help. However, almost 1 in 5 respondents disagreed or strongly disagreed with this statement. Most
respondents (74%) strongly agreed or agreed that they felt connected to their community. However, about 25%
of respondents disagreed with this statement. Connecting with other residents and feeling a sense of belonging
is a protective factor against community violence, social isolation, stress and the ability to face adversity.[85]
Although most survey respondents felt like people in their neighborhood were willing to help and felt connected to
their neighborhood, the City and Healthy RC should consider what else they could do to help improve a sense of
belonging in some residents. Depending on where respondents live, their sociodemographic status, concentration
of services and programs, and many other factors, some residents may feel that they have little to no connection
with their community. Healthy RC can take advantage of their programs and activities to reach out to more
residents, engage them in meaningful community change, and leverage the resources they have, such as utilizing
their partnership, to help residents connect more with other residents and the City and have a greater impact.
The next set of questions asked respondents about community and civic participation. According to Table 13, most
respondents stated they read about political issues in the news or online. More than half did community service
or volunteer work. Less than half of respondents have been a member of an organized group. This coincides with
the high proportion of respondents feeling a sense of community. Collectively, sense of community, community
participation and political efficacy are connected. A higher sense of community has been associated with
higher forms of political participation and community engagement.[73] Connecting to others and participating in
community-based organizations fosters collective efficacy and social cohesion among community residents.[85]
Table 16. Community and Political Participation
YES
NO
Been a member of an organized group that tried to make a difference in Rancho Cucamonga, such as
one run through a school, the community, a religious organization, or a political group?
Participated in any community service or volunteer work, that is, worked without pay?
42.1%
57.9%
53.9%
46.1%
Worked with other people on an issue that affects Rancho Cucamonga or your community?
Shared your perspective on a social or political issue on the Internet, including emails, blogs, or social
networking sites?
Signed a petition (paper or online) in support of a cause you care about?
Read about political issues in the news or on the internet?
Taken part in a march, rally, protest or demonstration on a national or local issue?
29.7%
70.3%
31.5%
68.5%
42.1%
57.9%
79.3%
9.4%
20.7%
90.6%
SSG R&E asked respondents another set of items regarding political beliefs and community issues (Table 14).
More than half to about three-fourths of respondents generally agreed that there are issues in their community
they care deeply about, they can make a difference in their community, everyone has an equal chance to succeed
in Rancho Cucamonga, they can trust the police and law enforcement to do what is right, and that people from
different ethnic backgrounds are treated equally in Rancho Cucamonga. However, most respondents generally
disagreed or did not know if most politicians in Rancho Cucamonga cared about what people like them thought.
Agreement with this set of items does correspond with the previous subsections of community connections and
political and community engagement. Along with community involvement, volunteering with local organizations and
being politically active, feelings of trust with law enforcement and being treated equally regardless of race or ethnic
background is associated with addressing health equity issues and more willingness to engage to make community
changes.[41, 58] Healthy RC and the City can utilize this activation to make meaningful and long lasting change in
the community that adequately addresses community needs. Healthy RC is already engaging community through
the Community Champions and Youth Leaders by incorporating both groups into City programs, collecting data and
being involved in the political process.
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Table 17. Political Beliefs and Community Issues
GENERALLY AGREE GENERALLY DISAGREE
There are issues in your community or broader society that you care deeply about.
You can make a difference in the community or broader society.
In Rancho Cucamonga, everyone has an equal chance to succeed.
Most politicians in Rancho Cucamonga care what people like you think.
You can trust the police and law enforcement to do what's right?
People from different ethnic backgrounds are treated equally in this City?
73.2%
68.4%
60.2%
38.2%
76.1%
59.0%
26.8%
31.6%
39.8%
61.8%
23.9%
41.0%
Community Participation of Respondents
Part of being in a community is also participating in community events, programming and amenities, such as
visiting parks and trails. A higher sense of belonging and connections are more likely to translate into community
participation. When asked if respondents heard about or participated in different City-wide amenities and services.
about two-thirds or Tess than half of respondents have only heard of the walking, biking or horseback riding trails,
cultural or performing arts centers, community events and local farmers markets. More than half of respondents
participated in each of these City amenities.
Respondents were also asked if they have heard of or participated in the Healthy RC initiative and programs. SSG
R&E was interested in this because City staff during interviews and focus groups stated that although internally
they highly recognized the contributions of Healthy RC, they were not sure if the community recognized Healthy
RC in the same way. Half of respondents recognized the Healthy RC initiative. The Healthy RC and Healthy RC -
influenced programs that were recognized by more respondents were Healthy RC Dining, Healthy RC Kids, Safe
Routes to Schools and the Wellness Pass. The Healthy RC and Healthy RC -influenced programs that respondents
most participated in were the Healthy RC Initiative, Healthy RC Dining, Play and Learn Islands, Safe Routes to
School and Wellness Pass programs. This data allows the City of Rancho Cucamonga and Healthy RC recognize
that more needs to be done to increase the awareness of City programming and Healthy RC among residents, as
well as increase participation of residents in these programs. Those stakeholders that SSG R&E heard from during
focus groups and interviews were very pleased with the community events, programs and Healthy RC activities,
excited to participate in more, and hoped more residents knew about these programs to take full advantage of
them. This information can also be used to think about policies and implementing interventions, such as the
Circulation Master Plan or zoning ordinances, to help connect residents to trails, cultural and shopping centers, and
farmers' markets.
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Table 18. Rancho Cucamonga Activities & Programs
Walking, biking or horseback riding trails, such as the Pacific Electric Trail, North Etiwanda Preserve Trail,
Terra Vista, etc.
I HEARD OF
35.5%
PARTICIPATED IN
60.9%
Cultural or performing arts centers such as the Victoria Gardens Cultural Center, museums, theatres, etc.
40.7%
57.7%
Community events, such as summer movies or concerts, National Night Out, holiday events, etc.
46.6%
52.2%
Local farmers markets at Victoria Gardens or Terra Vista.
36.5%
58.7%
The Healthy Rancho Cucamonga Initiative (Healthy RC).
52.6%
23.6%
Bringing Health Home.
25.4%
7.1%
Community leadership programs like Community Champions or Youth Leaders.
28.6%
5.8%
CASA (Cocinando Amigos Saludables y Alegres).
17.3%
3.4%
Green Business Recognition.
28.4%
5.4%
Healthy RC Dining.
40.5%
14.3%
Healthy RC Kids.
47.2%
7,9%
Play & Learn Islands.
28.2%
11.5%
Safe Routes to School.
35.7%
13.5%
Wellness Pass
34.3%
11.9%
Mental Health and Emotional Wellbeing Among Survey Respondents
Respondents were asked if they have experienced negative or positive mental health conditions or symptoms, if
they needed or sought help for emotional problems, and who or where they referred friends and family to go to for a
mental health issue.
A majority of respondents have experienced some kind of mental health issue in the past 30 days (see Table 16).
Almost two-thirds of respondents stated that they were not at all or a little nervous in the past month. Over half
of respondents stated that they were not at all or a little stressed and almost one-third stated they sometimes
felt stressed. Almost 9 in 10 respondents stated they were not at all or a little hopeless or alone. Almost 1 in 10
stated that they sometimes felt this way. About 8 in 10 respondents stated that they were not at all or a little sad
or depressed. About 1 in 10 reported that they sometimes felt this way. Almost 9 in 10 respondents reported
that they felt afraid not at all or a little of the time. About 1 in 10 reported they felt like this sometimes. The
proportion of survey respondents who experienced some mental health symptoms or conditions were similar to
the proportion of people in San Bernardino County experiencing psychological distress overall (8.8%).[74] The
measure for psychological distress used by the County asked about similar distresses in the survey; nervousness,
hopelessness, and sadness.
However, respondents did report some positive emotional experiences. A little over half of respondents reported
that they felt peaceful or calm most of the time or all of the time. In addition, almost half of respondents reported
they felt very healthy and full of energy most or all of the time while almost one-third experienced this sometimes.
Mental health disorders are associated with increased health care utilization, days lost at work, and poor quality
of life, including exacerbation of health conditions such as Coronary Heart Disease.[86] The reporting of lower
proportions of respondents experiencing negative mental health outcomes and reporting higher proportions of
positive mental health outcomes does correspond with the more positive results of attitudes and motivations
towards eating fruits and vegetables, being physically active and being involved in the community. All of these
factors are linked resulting in improved physical and emotional well-being and health.
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Table 19. Mental Health Symptoms
DURING THE LAST 30 DAYS, I HAVE FELT:
a. Nervous, Tense, Worried or Anxious
NOT AT ALL OR A
LITTLE
62.5%
SOMETIMES
29.2%
MOST OF THE TIME
OR ALL OF THE TIME
8.3%
b. Stressed
57.2%
31.0%
11.8%
c. Hopeless or alone
87.6%
9.3%
3.0%
d. Sad or Depressed
83.8%
12.6%
3.7%
e. Peaceful/Calm
15.8%
27.0%
57.2%
f. Afraid
86.4%
11.4%
2.2%
g. Very healthy and full of energy
21.9%
30.4%
47.7%
h. Other
62.5%
29.2%
8.3%
When asked about needing help, almost 9 in 10 respondents reported that they did not feel they need help for
emotional problems, mental health problems, or the use of alcohol or drugs. Of those who felt they did need help
for such issues, over half (57%) of respondents reported that they did not seek help for emotional problems,
mental health problems, or the use of alcohol or drugs. When compared to the County, a lower proportion of survey
respondents reported needing help while 14.7% of the County reported needing help with mental, emotional
of substance abuse problems.[74] However, a lower proportion of survey respondents (43%) reported needing
and receiving help for a mental health issue compared to 49.7% of the County reported needing and receiving
behavioral health care services. People face many barriers when seeking mental health services, such as stigma.
not knowing where to go, health insurance not covering mental health services, having financial burden, not having
a place to receive services and racial or cultural barriers.[87, 88]
When asked about where they would refer their friends or family to if they needed counseling for a mental health or
a drug/alcohol abuse problem, a majority of respondents (60%) stated they would refer to a counselor or therapist,
followed by referrals to a doctor (48%), a support group (38%) or another family member (34%). About one-quarter
of respondents would refer their friend or family member to a minister or religious official (26%) or another friend
(23%). Only 8% of respondents stated that they did not know where to make a referral to for a friend or family
member. Being able to connect someone to mental health services is a good step to receiving proper treatment
for a mental health issue, especially with half of respondents stating they did not seek services even though they
felt like they needed it. Current work through Healthy RC has the potential to help with some of these barriers. For
example, the Mental Health subcommittee has worked on developing a comprehensive resource directory for the
City to help connect people to needed mental health services. The Youth Leaders and Community Champions have
also helped design and distribute posters for a mental health campaign, raising awareness for mental health issues
and reducing stigma in the community.
Deeper Analysis of the Community Health Survey
In addition to providing data on how respondents answered the Community Health Survey, SSG R&E wanted to
run an analysis comparing the responses of different groups that completed the survey. Examining how different
groups respond to different questions allows the City and Healthy RC to identify disparities in health, services
and programs. This is especially important as research has shown that health equity and disparities exist for low-
income communities, communities of color, under -resourced communities, age groups, and groups separated
by infrastructure.[41, 42, 77] SSG R&E conducted non -parametric bivariate analyses to test for statistical
significance of select variables. However, demographic characteristics, such as age, race/ethnicity, and income
were not controlled for. Controlling for these factors means that one would run an analysis taking into account all
other factors that may impact the item that SSG R&E was looking at. Therefore, caution should be taken when
interpreting this data as income and age may be another causing factor for the results we are seeing.
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Comparing Quality of Life in Different Areas of the City
Looking at different geographic locations in the City to see if there were any differences in responses provides
stakeholders, policy makers and community members the information to address any disparities that may be found
in the analysis. Place matters and where people live impacts behaviors, what people are exposed to, what people
have access to and ultimately impacts health. Therefore, SSG R&E looked at differences in quality of life, general
health, health conditions and nutrition habits by Census tract.
When examining differences among all Census tracts and the Quality of Life Section, respondents living within
Census tract 13 within zip code 91701 more often reported Disagree or Strongly Disagree (21.7°0) when responding
to the statement "Rancho Cucamonga is a safe place to live." This was statistically significant (x2 = 18.247 df= 10, p
= 0.022). Therefore, respondents who lived in this area just south of the 210 freeway felt less safe when compared
to all other Census tracts. It is not clear exactly why this area of the City felt this way, but further investigation is
warranted and special consideration is needed when providing programming and services in this area. All other
differences among Census tracts and zip codes were not statistically different.
mage 4: City of Rancho Cucamonga with Census Tracts
Comparing General Health and Health Conditions in Different Areas of the City
When examining differences among all Census tracts and respondents' general health, respondents living within
Census tract 12 of zip code 91701, which is next to Census tract 13, more often reported Strongly Disagree or
Disagree (36.8°o) that their general health was fair or poor. Within the same zip code Census tract 5 (26.3°o) and
Census tract 20 (5.3%) also more often reported Strongly Disagree or Disagree that their general health was fair
or poor. This was statistically significant (x2 = 18.277 df= 10, p = 0.018). Therefore, respondents who lived in these
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areas just south of the 210 freeway and north of Baseline Ave. were more likely to feel their general health was fair
or poor when compared to all other Census tracts. This may correlate with a nearby Census tract (Census tract 13)
feeling unsafe. Again, special considerations should be taken when planning prevention efforts to improve health in
the City. All other differences among Census tracts and zip codes were not statistically different.
When examining specific health conditions reported by respondents and Census tracts, respondents living within
Census tract 12 of zip code 91701 were more likely to report high blood pressure (29.4%). Respondents living with
Census tract 17 of zip code 91701 were less likely to report high blood pressure (25.3%). This was statistically
significant (x2 = 20.506, df= 10, p = 0.013). Therefore, reports of high blood pressure in Census tract 12 correspond
with a sense of fair or poor general health. This Census tract should be focused on when planning prevention
efforts for heart conditions or related factors, such as unhealthy diet, low physical activity or stressors. All other
differences among Census tracts and zip codes were not statistically different.
Of those who reported having Osteoporosis, respondents living within Census tract 12 of zip code 91701 were
more likely to report having the condition (42.9%) compared to all other Census tracts. Those respondents living
within Census tract 17 of the same zip code were less likely to report Osteoporosis (22.9%). This was statistically
significant (x2 = 19.984, df= 10, p = 0.004). Higher proportions of osteoporosis reported in Census tract 12 may
correlate with the location of the Senior Center, which is just east of this Census tract. The City should consider
programming aimed at preventing osteoporosis in this area or addressing issues related to osteoporosis, like falls
and fractures. All other differences among Census tracts and zip codes were not statistically different.
Of those who reported having asthma, respondents living within Census tract 12 of zip code 91737 were more
likely to report the condition (8.3%) compared to all other Census tracts. This was statistically significant (x2
= 12.287, df= 7, p = p = 0.045). These findings do correspond with asthma risk and prevalence being closer to
freeways and areas with higher pollutions and toxins. It also corresponds with respondents more likely reporting fair
to poor general health. All other differences among Census tracts and zip codes were not statistically different.
Comparing General Eating Habits Among Different Areas of the City
When examining differences among all Census tracts and attitudes and motivation towards eating healthier,
respondents living in Census tract 20 of zip code 91701 were more likely to report Strongly Disagree or Disagree
(25%) when responding to the statement "I would eat more fruits and vegetables to protect myself against chronic
diseases, such as obesity, diabetes and cancer" This was statistically significant (x2 = 14.436, df= 10, p = 0.032).
This means that respondents in this Census tract were less likely to eat health to protect themselves from chronic
diseases. As stated earlier in this section when discussing nutrition habits, this finding could mean that respondents
may feel that they already eat sufficient fruits and vegetables to prevent chronic conditions. There is also a farmers'
market in the nearby Terra Vista Town Center, which may also support this statement. All other differences among
Census tracts were not statistically different. All other differences among Census tracts were not statistically
different.
Comparisons of Those Participating in Healthy RC or Healthy RC -Influenced Programs
Those who reported participating in various Healthy RC or Healthy RC -Influenced programs were compared to
those who reported not participating in Healthy RC or Healthy RC -Influenced programs to look at differences
among variables that they were most aligned with the impact these program were trying to have. However, some
caution should be taken when interpreting these results due to sample size. Limitations of the survey and sample
size are explained at the end of this section.
Healthy RC and Nutrition
Two-thirds (66.7%) of those who reported participating in the Healthy RC CASA program stated that they Strongly
Agree or Agree with the statement "I would consider cutting out foods that I normally eat to eat more fruits and
vegetables" compared to 84.6% of those who did not participate in the program. The differences between Healthy
RC CASA and non -Healthy RC CASA respondents are statistically significant (x2 = 4.820, df=1, p = 0.040).
Therefore, a lower proportion of Healthy RC CASA participants reported cutting out foods to eat more fruits and
vegetables than non -Healthy RC CASA participants. This does not necessarily mean that the CASA program had
no effect on program participants. As stated in Section 5, there were positive effects of the CASA program, such as
increased interest and participation in the program, increased interest to cooking healthy, and incorporating healthy
ingredients into cooking. However, the CASA program cannot work in isolation and speaks to the complexity
70
of trying to address health behaviors and health conditions in a complex environment, therefore, requiring
interventions that seek to address all levels of society, from policies to individuals, and collaboration across
sectors, from City government to non-traditional partners like churches or community groups. No other statistically
significant differences were seen for the other nutrition items in the survey.
Healthy RC and Mental Health
When examining Healthy RC participants and mental health items, two-thirds (66.7%) of respondents who
reported participating in the Healthy RC initiative stated that they most of the time or all of the time felt peaceful
or calm in the past 30 days compared to about half (55.6%) of those who did not participate in the program.
The differences are statistically significant (x2 = 4.557, df=1, p = 0.033). Thus, a higher proportion of Healthy RC
initiative respondents reported experiencing peace or calming when compared to those that didn't participate in
the Healthy RC initiative. SSG R&E's observations of Healthy RC meetings and activities, and discussions with
stakeholders, does confirm this finding. People did demonstrate a more positive attitude when discussing Healthy
RC or participating in Healthy RC activities.
For those who participated in the Healthy RC CASA program, three-quarters (76.5%) of respondents stated they
did not at all, a little or sometimes feel peaceful or calm in the last 30 days compared to Tess than half (401%)
of those who did not participate in the program. The differences are statistically significant (x2 = 8.657, df=1, p =
0.005). Moreover, of those who reported participating in the Healthy RC CASA program, 82.4°o of respondents
stated they did not at all, a little or sometimes feel very healthy and full of energy in the last 30 days compared to
half (50.1%) of those who did not participate in the program. The differences are statistically significant (x2 = 6.838,
df=1, p = 0.012). Therefore, a higher proportion of respondents who did not participate in the CASA program felt
peaceful or calm than those who did participate in CASA. As stated previously, there may be other factors outside
of the CASA program that are influencing respondent's mental health and causing stress. This continues to support
the idea of having a multi -sector and multi-level approach to address physical and mental health issues.
When examining Healthy RC participants and mental health items, all respondents who reported participating in
the Play and Learn Islands program stated they did not at all, a little or sometimes feel nervous, tense, worried or
anxious in the last 30 days compared to 90.8% of those who did not participate in the program. The differences
between Play and Learn Island respondents and non -Play and Learn Island respondents are statistically significant
(x2 = 5.691, df=1, p = 0.009). Therefore, a higher proportion of respondents participating in the Play and Learn
Islands did not or sometimes experience nervousness or anxiety when compared to non -Play and Learn Island
participants. As mentioned in Section 5 of this report, there are positive health affects to children playing, learning
and having a more positive experiencing, not only connecting children, but their parents and caregivers as well.
Continuing with those who reported participating in the Play and Learn Islands program mostly all respondents
(96.5%) stated that they did not at all, a little or sometimes feel stressed in the last 30 days compared to 87.5
of those who did not participate in the program. These differences are statistically significant (x2 = 4.038, df=1,
p = 0.046). Therefore. those respondents who participated in the Play and Learn Islands were Tess likely to feel
stressed than non -participants of Play and Learn Islands.
For those who reported participating in the Healthy RC Dining program, mostly all respondents (97.2%) stated that
they did not at all. a little or sometimes feel stressed in the past 30 days compared to 87.1°0 of those who did not
participate in the program. These differences are statistically significant (x2 = 6.130, df=1, p = 0.009). This finding
does correspond with the association between eating healthy and experiencing Tess mental health symptoms.
Thus, there seems to be an added benefit of the Healthy RC Dining program more than just losing weight or
reducing the risk of being overweight, obese or having diabetes and heart disease.
Healthy RC and Community Connections
When examining Healthy RC participation and having connections to the community, 88.6°0 of respondents who
reported participating in Healthy RC's Bringing Health Home program Strongly Agreed or Agreed to the statement
"I feel connected to my community" compared to almost three-quarters (73.3°0) of respondents who reported not
participating in the program. These differences are statistically significant (x2 = 3.964, df=1, p = 0.046). Therefore,
those participating in the Bringing Health Home program were more likely to feel connected to the community
than non -participants of Bringing Health Home. This corresponds with Bringing Health Home participants coming
together to cook, learn, share and connecting with their friends, family and neighbors.
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For those participating in Play and Learn Islands, 87.7% of respondents who reported Strongly Agreed or Agreed to
the statement "I feel connected to my community" compared to almost three-quarters (72.7°o) of respondents who
reported not participating in the program. These differences are statistically significant (x2 = 5.983, df=1, p = 0.015).
Again, those participating in the Play and Learn Islands were more likely to feel connected to the community than
non -participants of Play and Learn Islands. This correlates with parents and caregivers coming together and having
positive experiences with their children learning in a supportive environment.
Healthy RC and Fast Food Consumption
SSG R&E examined the number of times respondents at fast food within the past 7 days and compared those who
reported participating in Healthy RC programs to those who reported not participating in Healthy RC programs.
Those who reported participating in the Healthy RC initiative on average ate fast food 1.68 times per week
compared to an average of 1.73 times per week for non -participants. Therefore, those who participated in the
Healthy RC initiative ate less fast food than those who did not participate in the initiative, but it was not significantly
different. Participants of the Healthy RC initiative do receive consistent messaging of eating healthy and being
physically active, and getting that message out to the community. This may influence their behaviors of eating
less fast food. The differences in average fast food consumption between those who participated in the remaining
Healthy RC programs and those who did not was not significantly different, meaning there were not much
differences in fast food eating habits between Healthy RC and non -Healthy RC participants.
Healthy RC and Drinking Sugar -Sweetened Beverages
SSG R&E examined the number of times respondents drank sweetened beverages within the past 7 days and
compared those who reported participating in Healthy RC programs to those who reported not participating in
Healthy RC programs.
Those who reported participating in the Healthy RC initiative on average drank sugar -sweetened beverages 2.53
times per week compared to an average of 2.70 times per week for non -participants. The differences in average
consumption of sugar -sweetened beverages between those who participated in the initiative or remaining Healthy
RC programs and those who did not was not significantly different, meaning there were not much differences in the
weekly drinking of sugar -sweetened beverages between Healthy RC and non -Healthy RC participants.
In addressing both the consumption of fast food and sugar -sweetened beverages, these health behaviors are more
complex and require multiple partners and multiple levels to help address them. Healthy RC is in a good place
to address these issues as many of the programs and programs influenced by Healthy RC aim to address these
health behaviors; the "Health -in -All Policies" framework, the City General Plan, Healthy Nutrition and Beverage
Standards, the CASA and Bringing Health Home programs, and the Farmers' Markets and Community Garden
ordinances. They also have partners such as the Kaiser Foundation, The California Endowment and San Antonio
Community Hospital who also help to address these issues.
Limitations
Although the survey results provided good information for the City and Healthy RC, there are some limitations of
SSG R&E's findings. First, because of the different factors this survey was trying to examine at one point in time,
the survey was lengthy, taking some respondents about 20 minutes or more to complete a survey. As a result,
some respondents stopped the survey half way through and others may have selected responses without giving
much thought to the question. This has been discussed in other studies reporting on the reliability of survey
responses and is frequently part of survey administration. The City may want to consider shortening the survey by
examining which survey items provided the richest amount of data.
Although there was a substantial sample size, when broken down, some census tracts had a small sample size,
making it more difficult to demonstrate statistically significant differences. This also goes for those who reported
participating in Healthy RC and its associate programs and those who did not.
Lastly, consideration of the time when this survey was taken must be taken into account. The survey was
administered during the summer when people tend to eat more fruits and vegetables, are more active and have a
more positive emotional wellbeing. However, for consistency, the survey should be administered around the same
time as the City continues their evaluation of Healthy RC.
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Section 7: Linking Healthy RC to Population Health Outcomes
Thus far in this evaluation report, the report has discussed the Healthy RC
structure, the strengths and challenges for the Healthy RC collaboration,
the impact or potential impact Healthy RC policies and programs are
having on the City, and analyzed data from the Community Health Survey
to make some associations between Healthy RC and knowledge, attitudes,
and health behaviors. As discussed throughout this report, one of the
most important milestones for Healthy RC has been the 2010 General
Plan update and subsequent addendums that adopted a Health -in -All
Policies approach, enhancing policies and practices at the City level to
improve community health. The following section summarizes SSG R&E's
assessment findings of Healthy RC and incorporates trends in public health
data to determine the extent to which conclusions can be drawn about
Healthy RC's impact to date.
Healthy Eating Active Living
As discussed in previous sections, the Healthy Eating Active Living
(HEAL) strategies are some of the most robust policies and programs that
have resulted from the Healthy RC initiative. When Healthy RC began in
2008, many of the public health outcomes related to obesity in Rancho
Cucamonga and San Bernardino County were alarming. Between 2008-
2010, Healthy RC began influencing policies to promote increased healthy
eating and active living behaviors among Rancho Cucamonga residents.
These include Community Gardens Resolution, Complete Streets
ordinance, Circulation Master Plan for Bicyclists and Pedestrians, Farmers'
Markets ordinances, and Healthy Nutrition and Beverage Standards. Some
of the HEAL -related programs implemented during this time include the
Safe Routes to Schools, Healthy RC Dining, Healthy RC Kids, CASA,
Bringing Health Home, and the Wellness Pass. (Please refer to Section 5
for more detailed information about these policies and programs.)
Several data indicators provide a sense of changes in Rancho Cucamonga
related to obesity and offer a glimpse at the potential impact Healthy RC
has had on specific health outcomes. One example of this is data from
the California Department of Education's FITNESSGRAM that tracks
Healthy Fitness Zone data for aerobic capacity and body composition
for Cucamonga Elementary, Etiwanda Elementary, Central Elementary,
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Alta Loma Elementary and Chaffey Joint Union High School as well as
the County of San Bernardino.[89] For each test area, the FITNESSGRAM uses the Healthy Fitness Zone (HFZ)
to evaluate fitness performance. The performance goal for all test areas is the HFZ which represents a level of
fitness that offers protection against the diseases that result from sedentary living. If the performance goal is not
met, the results are classified as Needs Improvement (NI) or, for Aerobic Capacity and Body Composition, Very
Lean (Body Composition only) or Needs Improvement -Health Risk (NI -HR). Data used in the calculation includes
total students tested and number of students falling in certain 'fitness zones' based on personal testing results in
one of six performance categories. Physically inactive students are defined as those not in the 'healthy' fitness
zone based on aerobic capacity testing. Obese students are defined as those in the 'High Risk' fitness zone based
on body composition testing. Overweight students are defined as those in the 'Needs Improvement' fitness zone
based on body composition testing.[89] Caution should be used when interpreting these results as changes to the
measurements and categorizations were made in 2014 possibly changing results.
The percentage of 5th — 7th graders not in the HFZ for aerobic capacity for the County has stayed pretty steady
with about 44-43% not in the HFZ between 2008 and 2015. Students in the Rancho Cucamonga school district
have on average fared better than the County, with a higher proportion of students in the Health Fitness Zone,
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Etiwanda Elementary demonstrates some of the most promising outcomes with only 18% of students who were not
in the HFZ.[89] Between the 2011-2012 and 2014-2015 school year, the proportion of Etiwanda Elementary School
District students not in the HFZ decreased by 35°o, which corresponds with the implementation of Safe Routes to
School in the school district.
50%
40%
30%
20%
10%
0%
AEROBIC CAPACITY: % STUDENTS NOT IN HEALTH FITNESS ZONE (HFZ)
2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
Cucamonga Elementary Etiwanda Elementary Central Elementary
Alta Loma Elementary —o—Chaffey Joint Union HS County
Source. Caldrirma Department of Education FITNESSGRAM Healthy Fitness Zone Charts 2016; Available from http•::`www.cde
ca. gov`ta/tg/pf; healthfitzones.asp
Data for the County of San Bernardino and schools within the City of Rancho Cucamonga shows a trend
indicating that the proportion of students who are overweight or obese has been declining. Data from the California
Department of Education (CDE) indicates that there was a significant decrease in the proportion of students who
were considered overweight at the County level, from 33°o in 2008-2009 to 14% in 2012-2013.[89] This trend is
similar for Rancho Cucamonga school districts, with Etiwanda Elementary consistently demonstrating the lowest
percent of overweight students. Since an initial decrease (from 33°0 overweight to 20% overweight) between the
academic years of 2008-2009 and 2010-2011, the Chaffey Joint Union High School has seen relatively stable rates
of percent obese at around 20-21% of the student population.
40%
35%
30%
25%
20%
15%
10%
5%
0%
BODY COMPOSITION: % STUDENTS OVERWEIGHT
2008-2009
2009-2010 2010-2011
2011-2012 2012-2013
—4— Cucamonga Elementary —4— Etiwanda Elementary r— Central Elementary
Alta Loma Elementary —4— Chaffey Joint Union HS -+— County
2013-2014 2014-2015
Source: California Department of Education. FITNESSGRAM: Healthy Fitness Zone Charts. 2016; Available from: http://www.cde ca.gov.ta/tg/pf•.healthfdzones asp
74
In 2008-2009 and 2009-2010, CDE did not separate those who weren't in the HFZ for body composition into
overweight (Needs Improvement) and obese (Needs Improvement -High Risk). Therefore the years 2008-2010
were not included in the data for percentage of obese students. In general, the trends for student obesity are
encouraging; the schools in Rancho Cucamonga show lower rates of obesity compared to the County and overall
obesity prevalence appears to be decreasing. For example, the percentage of obese students at Alta Loma
decreased dramatically (from 26% to 13%) between the academic years of 2008-2009 and 2014-2015. Some of
the decreasing trends in overweight and obesity could be due to Healthy RC implementation in 2008, as well as
implementation of Safe Routes to School and Complete Streets ordinance.
35%
30%
25%
20%
15%
10%
5%
0%
2010-2011
BODY COMPOSITION: % STUDENTS OBSESE
2011-2012 2012-2013
2013-2014 2014-2015
Cucamonga Elementary Etiwanda Elementary `Central Elementary
Alta Loma Elementary Chaffey Joint Union HS }County
Source California Department of Education FITNESSGRAM Healthy Fitness Zone Charts. 2016; Available from: http://www.cde.ca.gov/ta/tg/pf/healthfitzones.asp
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Across the City, there are similar promising data trends that are relevant to HEAL outcomes. Hospitalization
rates for coronary heart disease have been declining in Rancho Cucamonga and the County, with Rancho
Cucamonga consistently demonstrating better outcomes than the County. In 2008 there were 95.5 hospitalizations
per 10,000 population and in 2013 that figure declined to 76.8 per 10,000; this demonstrates a 2O% decrease
since the implantation of Healthy RC, CASA, Bringing Health Home, and Healthy RC Dining. In addition, after the
implementation of Healthy RC Kids in 2010, there was a decrease in coronary heart disease hospitalization rates
by 16%. In the County of San Bernardino, coronary heart disease hospitalization rates decreased from 115.5 per
10,000 in 2008 to 91.8 per 10,000 in 2013.
76
Age-adjusted hospitalization rate per 10,000 population
AGE-ADJUSTED CORONARY HEART DISEASE HOSPITALIZATION RATE
RANCHO CUCAMONGA AND SAN BERNARDINO COUNTY RESIDENTS, 2005-2013
160
140
120
100
80
60
40
20
0
2005 2006 2007 2008 2009 2010 2011 2012 2013
— 10—Rancho Cucamonga 109.4 120.1 94.9 95.5 88 91.2 70.8 67.2 76.8
— 10—San Bernardino County 133.9 119.3 114.4 115.5 110.8 109.8 99.7 92.2 91.8
Notes: Coronary heart disease hospitalizations are defined as hospitalizations with principal diagnosis among ICD-9 codes 390-398
402, and 404-429. and major diagnostic category not equal to 14 (Pregnancy, Childbirth, and the Puerperium) or 15 (Newborns and
Neonates with Conditions Originating in the Perinatal Period). Hospitalization rates are per 10,000 population. age-adjusted to the
2000 U.S. standard million.
Sources: California Office of Statewide Health Planning and Development, 2005-2013 Patient Discharge Model Data Sets; U.S.
Census Bureau, 2005-2013 American Community Survey One -Year Estimates, Table B01001.
Prepared by: San Bernardino County Department of Public Health, Community Innovation and Outreach, January 2016.
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Although hospitalization rates for diabetes in Rancho Cucamonga tend to be lower than the County, there has
been only a minor decrease in rates between 2005 and 2013 (from 13.1 per 10,000 to 12 per 10,000). The rate of
hospitalizations for diabetes has only decreased slightly for the County of San Bernardino (from 19 per 10,000 in
2005 to 18.8 per 10,000 in 2013). However, after Healthy RC, Healthy RC Dining, CASA, and Bringing Health Home
were implemented in 2008, there was a 14°•o decrease in diabetes rates in Rancho Cucamonga.
AGE-ADJUSTED DIABETES HOSPITALIZATION RATE
RANCHO CUCAMONGA AND SAN BERNARDINO COUNTY RESIDENTS, 2005-2013
25
a
8
20
15
10
5
5, 0
2005 2006 2007 2008 2009 2010 2011 2012 2013
Rancho Cucamonga 13.1 13.9 12 13.9 12.2 11.3 12.1 10.4 12
San Bemardino County 19 18.6 19.2 19.8 18.6 18.4 18.3 18.9 18.8
Notes: Diabetes hospitalizations are defined as hospitalizations with principal diagnosis equal to ICD-9 code 250 and major diagnos•
tic category not equal to 14 (Pregnancy, Childbirth, and the Puerperium) or 15 (Newborns and Neonates with Conditions Originating
in the Perinatal Period). Hospitalization rates are per 10,000 population, age-adjusted to the 2000 U.S. standard million.
Sources: California Office of Statewide Health Planning and Development, 2005-2013 Patient Discharge Model Data Sets; U.S
Census Bureau. 2005-2013 American Community Survey One -Year Estimates, Table BO1OO1
Prepared by San Bernardino County Department of Public Health, Community Innovation and Outreach, January 2016
77
Both the County of San Bernardino and the City of Rancho Cucamonga have experienced a significant increase
in rate of hospitalizations for documented obesity diagnosis. However, during the years of 2005- 2013, the rates
in the City of Rancho Cucamonga were far better compared to the County. In 2008, the rates for obesity -related
hospitalization in Rancho Cucamonga was 59.1 per 10,000 and increased to 69 per 10,000 in 2013. In the County.
obesity -related hospitalizations rose from 90.7 per 10,000 in 2008 to 108.8 per 10,000 in 2013.
Age -Adjusted Rate of Documented Obesity Diagnosis among Hospitalizations
Rancho Cucamonga and San Bernardino County Residents, 2005-2013
irac
100 0
61.0
60
100
20.0
00
2005 2006 2007 2008 2009 2010 2011 2012 2013
- Rancho Cucamonga 44.0 46.8 52.7 59 1 63 1 66.6 56.5 614 69 0
- San Bernardba County 71.5 702 762 90.7 978 982 1021 1075 1088
Notes. Hospitalizations with documented obesity dugr s are dented as tcsyta8radons with prindpal diagnosis or any of 24 other diaereses among ICD-9 codes
278.00, I7801 and 278 03, end major diagnostic category rot equal to 14 (Pregnancy Childbirth and the Puerperium) or 15 (Newborns and Neonates wlth Conditions
Orlginating In the Perinatal Period) Hospitalization rates are per 10.000 papulation age-adjusted to the 2000 U.S. standard million.
Sources. California Office of Statewide Health Planting and Development. 2005-2013 Patient Discharge Model Data Sets US. Census Bureau, 2005-2013 American
Community Survey One Year Estimates, Table 901001
Prepared br San Bernard, no County Department of Pubic Health, Community Innovation and Outreach January 2016.
Lastly, because a healthy diet and regular exercise decrease cancer risk, SSG R&E examined cancer rates for the
City. Hospitalization due to cancer in Rancho Cucamonga dropped somewhat dramatically from 51.3 per 10,000 in
2008 to 40.6 per 10,000 in 2013. This shows a 21% decrease in cancer rates after the implementation of Healthy
RC and other programming. There was also another dramatic drop from 2010 to 2013 by 18%, which coincides with
the implementation of Healthy RC Kids, Community Gardens ordinance, and Farmers' Markets ordinance. At the
County level the cancer hospitalization rates decreased, but to a lesser extent (47.8 per 10,000 in 2008 to 39.3 per
10,000 in 2013).
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79
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Age -Adjusted Cancer Hospitalization Rate
Rancho Cucamonga and San Bernardino County Residents, 2005.2013
SAO t�
0.0
2005 2006 2007 2008 2009 2010 2011 2012 2013
— 8ancho Cucamonga 553 515 526 51.3 492 49.7 42.1 392 406
- San Bernardino County 531 45.3 48.7 473 471 45.0 434 406 393
Notes: Cancer hospitalizations are defined as hospitalizations with principal diagnosis among ICD-9 codes 140.239 and mayor diagnostic category not equal to 14
(Pregnancy, Childbirth. and the Puerperium) a 15 (Newborns and Neonates with Cordltkm Originating In the Perin/tat Period). Hospita Nation rates are per 10.000
population. afA adjusted to the 2000 U.S. standard m6idn.
Sources California 01008 of Statewide Health Planning and Development. 2005.2013 Patient 0Nd»rge Model Data Sets. U3 Census Bureau 2005 2013 American
Canmuslty Survey One Year Estimates, Table 1101001
Prepared by San Bernardino County Department al Public Health, Community inoeatlon and outreach lamer, 2016
Data from the community health survey conducted as part of this project (see Section 6) indicate that a large
proportion of Rancho Cucamonga residents are participating in Healthy RC HEAL activities, such as the walking,
biking, or horseback trails (61%), and the local farmers markets (59%). A majority of respondents reported usually
or always finding fresh fruits and vegetables in their neighborhood (88%), finding affordable fresh fruits and
vegetables in their neighborhood (78°o), enjoying eating fruits and vegetables (99°0), and eating more fruits and
vegetables to protect themselves against chronic diseases (97°o). The community health survey data also found
that those participating in the Healthy RC consumed less fast food and drank less sugar -sweetened beverages
than those not involved in Healthy RC (see page 95 of this report).
In summary, the HEAL policy and programs that have been implemented as part of Healthy RC appear to
be having a positive impact on community health. Secondary data from the California State Department of
Education generally demonstrate positive trends for students in Rancho Cucamonga and significant decreases
in the proportion of overweight/obese students starting around the time that Healthy RC was established.
Rancho Cucamonga students also tend to fare better than students at the County level on the health and fitness
measures discussed above. Similarly, data from the San Bernardino County Department of Public Health generally
demonstrate positive trends related to coronary heart disease and diabetes. While hospitalization rates are on the
rise in Rancho Cucamonga and San Bernardino County, this may be related to regional conditions as the trends for
the City and County are similar. Overall, Healthy RC is having a positive impact on healthy eating and active living
in Rancho Cucamonga. Many residents are participating in its programs and reporting the healthy behaviors that
the initiative intends to promote.
Mental Health
Next to HEAL, the mental health priority is perhaps one of the most championed priorities by community residents.
This was reflected in the Strategic Plan and consistently elevated by the Youth Leaders, Community Champions
and Mental Health subcommittee. Although Healthy RC has not influenced mental health specific policies yet,
this is understandable as mental health policy tends to occur at the County and State levels. However, the Youth
Leaders and Community Champions have been extremely active in an anti -stigma campaign related to mental
health and were instrumental in designing the mental health portion of the community survey (discussed in Section
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3). Some of the Healthy RC programs that specifically target HEAL likely also benefit the mental health and overall
quality of life for Rancho Cucamonga residents given that mental health and physical well-being are intricately
connected.
Mental disorder hospitalization rates did go down in Rancho Cucamonga from 11.2 per 10,000 in 2008 to 8.1 per
10,000 in 2013, a 28% decrease during the implementation of Healthy RC; however, the period between 2005 and
2013 has seen significant fluctuations in the data. The rates at the County level also fluctuate, but showed a slight
increase from 2008 to 2013 (from 11.1 per 10,000 to 11.9 per 10.000, respectively). Given the multiple social and
economic factors that influence mental health outcomes it is difficult to determine the causes of the fluctuations
in hospitalization rates for mental disorders. It should also be noted that increased hospitalizations may not be a
negative outcome if those who are in need of mental health treatment and were previously unserved are accessing
mental health treatment via the hospital. In general, mental health hospitalization rates in Rancho Cucamonga tend
to be lower than the County rates.
100
1u^0
a0
5
d 50
pL
3
4.0 •
2.0
00
Age -Adjusted Mental Disorder Hospitalization Rate
Rancho Cucamonga and San Bernardino County Residents, 2005-2013
2005 2006 2007 2008 2009 2010 2011 2012 2013
- Rancho Cucamonga 7 2 9.5 91 11.2 9.8 10.0 7.3 8.6 8 1
- San Bernardino County 110 10.0 100 11.1 117 111 9.6 11 5 119
Notes. Mental disorder hospitartations are defined as hospitalizations with prv,clpal dia6nosts among ICD-9 codes 290-319 and mala diagnostic category not equal
to 14 (Pregnancy. Childbirth, end the Puerperium) or 15 (Newborns and Neonates with Conditions Originating In the Perinatal Period). Hospitalization rates are per
10.000 population_ age-adjusted to the 2000 U S. standard million.
Sources; California Office of Statewide Health Planning and Development. 2005-2013 Patient Discharge Model Data Sets, US Census Bureau, 2005-2013 American
Community Pty Survey One Year Estimates, Table 001001
Prepared by San Bernardi no County Department cf Publk Health. Community Innovation and Outreach, January 2016_
Data for suicide/self-inflicted injury hospitalization rate has also fluctuated at the City level with 2.6 per 10,000 in
2013, a slight decrease from 2008 (3.2 per 10,000). Data at the County level demonstrate that hospitalization rates
steadily went down from 3.4 per 10,000 in 2008 to 2.7 per 10,000 in 2013. Although suicide/self-inflicted injury
hospitalization rates went down by 19% since the implementation of Healthy RC, the County's rate went down by
21%.
80
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8
8
8
8
30 -
25
20 •
15
10
15
OA
Age -Adjusted Suicide/Self-Inflicted Injury Hospitalization Rate
Rancho Cucamonga and San Bernard no County Residents, 2005-2013
2005 2006 2007 2006 1009 2010 2011 2012 2013
— Be„c,ro Cucamonga 3.6 29 25 3.2 2.6 3.2 23 27 2.6
- San Bernardino County 3.5 30 33 3/ 34 31 2.9 79 2.7
Notes Sultlde/se5Jnfkaed MJvy hospitalizations are dented as hosplunadero with pkrdpai estxnal cause d Injury/pdtontry/4dvene effect code among ICD-9
codes 1950B59. and major Magmatic category not equal to 14 (Prn n ncy. C atbird% and the Puerprfuml or 15 (Newborns and Neonates wIM Cordtlons
Originating In the Perinatal Perlodt- Hospitalization rates re per 10000 poprdatton age-adjusted to the 2000U.S. standard radon
Spores California 0f dos of Statewide Health Planning and Development. 20053013 Patient Discharge Model Dau Sets, US Census Bureau 2005-2013 American
Community Survey One -Tear 155501tes, TatMa 001001.
Prepared by San Bemardlno Courcy Department of Puck Health. Convimay dmoust+s, and .?.treads Sammy 2016.
The community health survey data indicated more Healthy RC participants felt peaceful or calm in the past 30 days
compared to non -Healthy RC participants (see pages 93 and 94 of this report). Additionally, for those who reported
participating in the Healthy RC Dining program nearly all (97%) stated that they experienced less stress compared
to those who did not participate in the program (see page X of this report). This finding seems to support Healthy
RC's overall theory of change that impacting health at multiple levels can have a synergistic effect.
To summarize, there is promising data to support Healthy RC's impact on mental health in the City. This preliminary
data suggests that physical health interventions likely also benefit the mental health of residents. Given that this
is an expressed priority for community residents and Healthy RC participants, SSG R&E recommend that this
strategy continue to be developed and scaled. It may be beneficial for Healthy RC to collaborate with the County
around specific mental health policies or programs to enhance the impact.
Community Connections and Safety
The Community Connections and Safety priority is another area community residents felt was important to address
in Rancho Cucamonga. This priority focuses on the safety and health of the community and aims to build a strong
sense of community among neighborhoods, schools, families, businesses and community organizations. Although
there are no subcommittees or specific strategies developed to address community connections and safety, Healthy
RC is expected to influence community connections and safety through many of its programs and policies. Healthy
RC policies that impact this priority are Complete Streets, Circulation Master Plan for Bicyclist and Pedestrians,
Healthy RC Communications Plan, and the General Plan. Healthy RC or Healthy RC -influenced programs impact
this priority are Safe Routes to School, CASA, Play and Learn Islands, Farmers' Markets, Community Champions
and Youth Leaders (see Section 5 for more details on policies and programs). Healthy RC directly engages
community through Community Champions and Youth Leaders building community empowerment, involving them
in the political process and creating social capital. Community connections and safety are also linked to impacts in
residents' mental health.
In regards to community safety, hospitalization rates for homicide/injury purposely inflicted by other persons in
Rancho Cucamonga went up between 2008 (from 3.0 per 10,000) and 2013 (to 3.7 per 10,000), but down slightly
at the County from 3.9 per 10,000 in 2008 to 3.5 in 2013 per 10,000. The increase from 2008-2009 could be
associated with the 2007-2008 Great Recession, which downward trends in the economy have demonstrated
81
association with increased crime and community violence; however, this would have also been seen in the County.
There was a 13 decrease from 2008-2012, which coincided with implementation of Healthy RC and most of the
policies and programs associated with community connections. However, further investigations should be done to
see why there is a sudden increase in homicide and injury hospitalizations in Rancho Cucamonga from 2012-2013
and if those trends are continuing once more up-to-date data become available.
3
Age Adjusted Homicide/Injury Purposely Inflicted by Other Persons Hospitalization Rate
Rancho Cucamonga and San Bernardino County Residents, 2005-2013
4.5
13
3.0
LS
Z4
15
10
05
00
2005 2006 2007 200a 2009 2010 2011 2012 2013
-Rancho Cuarnvrg. 30 27 35 3.0 33 29 2.7 26 3.7
-San Bernor dlnoCavnty 4 4 34 4.0 3 9 3.6 3.3 3 4 3 3 3.5
Notes Homtdde/in,ury purposely Inflkted by other persons hospitalizations are defined as i mpi tall/adorn with prindpal external cause of Injury/pdsmineadverse
effect code among ICD-9 codes E960 -E969, and major diagnostic category mental to 14 (Prep ancy, Childbirth. and the puerperium) or 15 (Newborns end Neonates
with Cord tlons Originating in the Perinatal Period). Hospitailtatlon rates are per 19000 population. age-adjusted to the 2000 vS standard rn Mon.
Sources California Office of Statewide Health Planning and Development. 2005-2013 Patient ISsv irpe Mcd I Data Sets US Cemus Bureau. 2005-2013 American
Canmtni ty Survey One Year Estimates, Table 801001.
Prepared by San Bernardino County Department of Public Health, CommuNty innovation and Outreach, January 2016.
Hospitalization rates due to vehicle traffic accidents in both San Bernardino County and Rancho Cucamonga are
decreasing in a similar trend. From 2005 to 2013, the rate in Rancho Cucamonga decreased by more than half.
The City of Rancho Cucamonga has been implementing several approaches to improving City infrastructure and
traffic safety, such as Complete Streets in 2012 and Circulation Master Plan for Bicyclists and Pedestrians in 2015,
and programs like Safe Routes to School since 2011. Although motor vehicle traffic accident trends were already
decreasing before the inception of Healthy RC, traffic accidents from 2008 to 2013 decreased by 40°0, and since
implementation of the Complete Streets ordinance in 2012, decreased by 30°o. Other reductions in traffic accidents
in the region could also be influenced by the implementation of the SCAG Regulatory Transportation Plan and
Sustainable Community Strategy in 2012 and other County efforts as traffic is an issue for the County as a whole
due to increased trade.
•
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Age-adjusted hospitalization rate per 10,000 population
AGE-ADJUSTED MOTOR VEHICLE TRAFFIC ACCIDENT HOSPITALIZATION RATE
RANCHO CUCAMONGA AND SAN BERNARDINO COUNTY RESIDENTS, 2005-2013
14
12
10
8
6
4
2
0
2005 2006 2007 2008 2009 2010 2011 2012 2013
Rancho Cucamonga 10.5 8 8.3 6.5 6.3 6.5 6 5.6 3.9
San Bernardino County 11.5 9.7 9.5 7.9 7.1 6.7 6.3 6.7 6.3
Notes: Motor vehicle traffic accident hospitalizations are defined as hospitalizations with principal external cause of injury/poisoning/
adverse effect code among ICD-9 codes E810 -E819, and major diagnostic category not equal to 14 (Pregnancy, Childbirth, and the
Puerperium) or 15 (Newborns and Neonates with Conditions Originating in the Perinatal Period). Hospitalization rates are per 10,000
population, age-adjusted to the 2000 U.S. standard million.
Sources: California Office of Statewide Health Planning and Development, 2005-2013 Patient Discharge Model Data Sets; U.S.
Census Bureau. 2005-2013 American Community Survey One -Year Estimates, Table 801001.
Prepared by. San Bernardino County Department of Public Health, Community Innovation and Outreach, January 2016.
Data from the community health survey conducted as part of this project (see Section 6) indicate that a large
proportion of Rancho Cucamonga residents feel that Rancho Cucamonga is a good place to raise children (91%),
was a safe place to live (82%), and where there was plenty of help for people during times of need (60%). The
community health survey shows that many respondents (60%) are participating in community programming or
amenities like the trails or local farmers' markets. It also shows that about a quarter of respondents are participating
in Healthy RC. Respondents showed that they are participating in community service or volunteering (54%) and
coming together on political issues (55%-66%), and 76% reported trusting law enforcement. In addition, the
community health survey data also found that most respondents (74%) felt connected to their community. (see
pages 86 and 87 of this report).
In summary, the Community Connections and Safety priority with associated policies and programs that have
been implemented as part of Healthy RC appear to be having a positive impact on community connections, a
sense of belonging and community engagement. This also translates into improved safety of a community and
improved mental health. Secondary data from the California Office of Statewide Health, Planning and Development
generally demonstrate significant decreases in traffic accidents in Rancho Cucamonga and a 40% decrease since
the inception of Healthy RC. Although similar trends were not demonstrated in homicide/injury rates, there was a
13% decrease from 2008-2012. In addition, the community health survey data does show positive trends towards
building community connections and improving community safety. Programs such as Safe Routes to School, CASA,
Wellness Pass and Play and Learn Islands foster connections between residents, creating more social cohesion.
Overall, Healthy RC is expected to have a positive impact on the connections and safety of Rancho Cucamonga
and should continue to strengthen these Healthy RC strategies.
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Clean Environment
The Clean Environment community priority is important to community
residents. As demonstrated in the Strategic Plan, General Plan and voiced
by some focus group and interview participants, residents want to live in
a clean, healthy and sustainable environment. This is reflected by County
policies and activities as well as other studies and reports in the region that
call to address the increased traffic resulting from the Inland Empire being
a trade hub for the rest of the country. The City of Rancho Cucamonga
and Healthy RC have implemented policies and programs to address
environmental issues and create a healthier environment for Rancho
Cucamonga residents. Policies influenced by Healthy RC that impact a clean
environment are Complete Streets, Circulation Master Plan for Bicyclist
and Pedestrians, the General Plan, and indirectly through the Economic
Development Plan. Programs influenced by Healthy RC that impact this
priority are the Green Business Recognition, Safe Routes to Schools, Play
and Learn Islands through Library Services Department, as well as Healthy
RC Green Team subcommittee (see Section 5 for more details on policies
and programs). A clean environment and being exposed to pollutants is also
connected to mental health and physical well-being.
When examining the environment, SSG R&E obtained ozone and PM
2.5 data from the Air Quality Management Resource Board of California
(AQMD). SSG R&E used two monitoring stations nearest Rancho
Cucamonga to observe trends in air quality in the geographic area.[90, 91]
Overall, the number of days above the standard for ozone and PM 2.5 levels did decrease from 2008 to 2012 for
Rancho Cucamonga when looking at the Upland and Ontario station levels. For the County, the number of days
above the standard for ozone levels remained relatively the same from 2008 to 2012, but the number of days above
the standard for PM 2.5 did decrease over time.
Table 20. Air Quality Statistics for Rancho Cucamonga and the County of San Bernardino
NUMBER OF DAYS ABOVE CALIFORNIA 1 -HOUR OZONE STANDARD BY MONITORING SITE
Monitoring Site
2008 2009
2010
2011
2012
Fontana -Arrow Highway
55
45
28
39
61
Upland
51
51
31
36
42
San Bernardino County
94
81
75
82
94
ESTIMATED NUMBER OF DAYS ABOVE THE NATIONAL 24-HOUR PARTICULATE MATTER
(2.5) STANDARD BY MONITORING
SITE
Fontana -Arrow Highway
19,3
6.2
6.6
7.1
10,6
Ontario —1408 Francis Street
19.4
9
3.2
6.8
0
San Bernardino County
19.4
9
6.6
7.1
10.6
SSG R&E obtained data at the census tract level from CalEnviroScreen 2.0, created by the Office of Environmental
Health Hazard Assessment (OEHHA.[6] Some areas of the City have a higher proportion of people burdened by
pollution than other census tracts in California. When looking at combined Pollution Burden scores, all Rancho
Cucamonga census tracts below Foothill Blvd., with the exception of census tract 25, have a Pollution Burden score
of 99 (out of a score from 0 to 100). Census tract 19 has a Pollution Burden score of 96 and Census tract 25 has
a score of 89 (please see page 91 to reference census tracts). Pollution burden represents the potential exposure
to pollutants and adverse environmental conditions caused by pollution, and include indicators such as ozone, PM
2.5, diesel and traffic (please visit the OEHHA website[6] for more details about the tool, scoring, and indicators).
This may be because the City is placed just north of the 10 freeway, which is a major arterial for transportation and
84
trade connecting the ports of Los Angeles and Long Beach to the western region of San Bernardino County, and
west of the 15 freeway, another major arterial for transportation and trade connecting the Inland Empire to Central
and Northern California. Another contributing factor to pollution is residents commuting to and from work. Using
data from the 2015 City of Rancho Cucamonga Profile produced by SCAG[79], 85°o of City residents commute
outside of the City, translating to more pollutants being produced from increased times in vehicles.
Image 5: Pollution Burden in Rancho Cucamonga
. f.
A LEGEND
C !En mSaern
Pollution Bu rden scorns
' > 90 -100
>80.90
>70 80
>60-70
■ >50.60
• >40-50
• >30.40
20 - 30
Cj >10-20
0010
City of Rancho Cucamonga, Bureau of Land Management, Esri, HERE, De A OVERVIEW MAF
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85
Image 6: Asthma Results in Rancho Cucamonga
4
A LEGEND
Asthma results
hi >90to100
80to94
>70to80
® >60to70
50to60
L > 40 to 50
30to40
> 20 to 30
>10to20
Oto10
P168
City of Rancho Cucamonga. Bureau of Land Management, Esri. HERE, De A OVERVIEW MAP
Asthma data from the CalEnviroScreen 2.0 showed that census tract 11 had a higher proportion of asthma
hospitalization rates than the rest of the City and had higher rates than 66% of the census tracts in California.
Census tracts 11, 22 and 26 also had higher asthma hospitalization rates than 50°0 of the census tracts in
California. Looking at both CalEnviroScreen 2.0 maps of pollution burden and asthma, there does seem to be a
positive association between pollution burden and asthma, demonstrating that the higher the pollution burden, the
higher the asthma hospitalization rates.
SSG R&E also examined asthma hospitalization rates, which result from not being able to control asthma
symptoms or attacks. Asthma attacks can be triggered by outdoor air pollution, toxins and other illnesses. When
it comes to hospitalization rates in Rancho Cucamonga and San Bernardino County, there have been some
positive declines and interesting upward trends from 2008 to 2013. While hospitalization rates due to asthma in the
County have decreased between 2008 and 2013 (from 11.9 per 10,000 to 10.1 per 10,000 respectively), the rate of
decrease in the City of Rancho Cucamonga is much greater. Hospitalization due to asthma in Rancho Cucamonga
dropped significantly by 49°0 from 6.8 per 10,000 population in 2008 to 3.5 per 10,000 in 2013. These decreasing
trends do correlate with decreases in the number of days above the standard for ozone and PM 2.5. This may also
coincide with the inception of Healthy RC and the Green Team subcommittee in 2008 as the initiative was working
on creating a healthier and cleaner environment. There was the implementation of the Complete Streets ordinance
in 2012, as there was a sharp decrease in asthma rates by 44°0 from 2012 to 2013. However, the County has also
86
been addressing pollution and traffic concerns with the implementation of the San Bernardino County Regulatory
Greenhouse Gas Reduction Plan in 2013 and other efforts.
Age-adjusted hospitalization rate per 10.000 population
AGE-ADJUSTED ASTHMA HOSPITALIZATION RATE
RANCHO CUCAMONGA AND SAN BERNARDINO COUNTY RESIDENTS, 2005-2013
16
14
12
10
8
6
4
2
0
2005 2006 2007 2008 2009 2010 2011 2012 2013
Rancho Cucamonga 10 8.7 7.9 6.8 8.8 6.5 4.3 6.3 3.5
San Bernardino County 13.6 10.9 10.7 11.9 12.7 10.8 10.2 10.3 10.1
Notes Asthma hospitalizations are defined as hospitalizations with principal diagnosis equal to ICD-9 code 493, and major diagnos-
tic category not equal to 14 (Pregnancy, Childbirth, and the Puer perium) or 15 (Newborns and Neonates with Conditions Originating
in the Perinatal Period). Hospitalization rates are per 10,000 population, age adjusted to the 2000 U.S. standard million.
Sources. California Office of Statewide Health Planning and Development, 2005-2013 Patient Discharge Model Data Sets, U S
Census Bureau, 2005-2013 American Community Survey One -Year Estimates. Table B01001.
Prepared by. San Bernardino County Department of Public Health. Community Innovation and Outreach, January 2016.
Data from the community health survey conducted as part of this project (see Section 6) indicate that a small
proportion of respondents have been diagnosed with asthma (14.5°0). A Targe proportion of Rancho Cucamonga
residents are participating in City activities, such as using walking, biking, or horseback trails (61%). About 1 in 10
respondents (11.5%) are participating in Play and Learn Islands, which teach children and families the importance
of recycling and using sustainable energy, and another 13.5 are participating in Safe Routes to School, which
promotes walking and biking. A smaller proportion participate in the Green Business Recognition program (5%),
although more than 1 in 4 respondents (28°o) recognize the program, which may promote businesses being more
green and eco -friendly (see page X of this report).
In summary, the Clean Environment policies and programs that have been implemented as part of Healthy RC
appear to have some positive impact on community health. Secondary data from the California Office of Statewide
Health, Planning and Development generally demonstrate significant decreases in asthma hospitalization rates in
Rancho Cucamonga by 49°%o since the inception of Healthy RC and decreased drastically by another 44°o from
2012 to 2013 after the implementation of the Complete Streets ordinance. Rancho Cucamonga residents also tend
to fare better than residents at the County level on asthma hospitalization rates as City rate is almost three times
less than the County rate. In conjunction with asthma hospitalization rates, air quality over time is improving in
the Rancho Cucamonga region. Healthy RC is also implementing approaches that have the potential to improve
air quality and decrease exposures to environmental toxins, such as Complete Streets, Safe Routes to School,
Green Business Recognition program, and programming/services through the Library Services Department and
Engineering Department. In addition, the recent implementation of the Circulation Master Plan for Bicyclist and
Pedestrians, the coming of the Sustainability Plan, the continued dedication from the Healthy RC Green Team,
with the combined efforts from the County will continue to have added benefits for the City. Overall, Healthy RC is
heading in the right direction to produce a clean, healthy and sustainable environment in Rancho Cucamonga and
should continue its efforts.
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•,
87
Conclusion
The trends in the secondary data and findings in the primary data suggest that Healthy RC is shaping population
health outcomes. SSG R&E examined various health outcomes for the City of Rancho Cucamonga, compared
them with the County of San Bernardino, and associated data trends with the inception of the Healthy RC initiative
in 2008 and its corresponding policies and programs to see where Healthy RC has had an impact. SSG R&E
also supported inferences with findings from the Community Health Survey where appropriate to link individual
knowledge, attitudes, and behaviors to population health outcomes.
The health outcomes within the Healthy Eating Active Living community priority showed downward trends in
childhood obesity and overweight, coronary heart disease, diabetes and cancer hospitalization rates during
implementation of Healthy RC. The community health survey reported that a majority of respondents were
physically active with almost half of respondents meeting the recommended weekly amount of time for physical
activity and a majority of respondents having positive attitudes and motivations towards eating fruits and
vegetables. When looking at the Mental Health community priority, suicide/self-inflicted injury hospitalization
rates decreased during the time Healthy RC was being implemented. Community health survey also showed that
respondents participating in Healthy RC felt more peaceful/calm and felt less stress than those respondents who
did not participate in Healthy RC. This also correlated with changes in outcomes in Community Connections and
Safety. During implementation of Healthy RC, there were decreases in homicide/injury hospitalization rates and
motor vehicle traffic accidents. Community health survey respondents reported positively in quality of life measures
with a majority of respondents stating that Rancho Cucamonga was a safe place to live and to raise children. In
addition, more than half of respondents were active in the community and politics. Lastly, health outcomes in Clean
Environment demonstrated decreases in asthma hospitalization rates by 49 during Healthy RC implementation,
and another 44° o after implantation of the Complete Streets ordinance.
These findings suggest that Healthy RC is having an overall positive impact on the City and improving the health
of its residents. SSG R&E is not stating causation or proving that Healthy RC directly caused these changes. There
are many other factors outside of Healthy RC and the City that impact a person's health, and SSG R&E has not
accounted for all of these factors in the evaluation and analyses. SSG R&E also did not make direct comparisons
to control or comparison groups (i.e., another Healthy City/Community), which would strengthen the associations
between implementation of Healthy RC policies and programs and population health outcomes. This is difficult
to do because communities are not comparable based on geography, population demographics, economics,
infrastructure, and regional efforts. It is also difficult because communities implement interventions differently,
differing in amount of time of the intervention, how much the intervention individuals received during that time
span, what participants were taught through the intervention, and how large the intervention's scope was. Many
Healthy Cities in the region are also focusing on a limited number of health outcomes, such as childhood obesity,
while Healthy RC is prioritizing eight areas linked to multiple outcomes and using a multi-level approach. Moreover,
since this is the first comprehensive process and outcomes evaluation of Healthy RC, the data collected is being
used as a baseline data time point. Further evaluations and data collections over many years using the upcoming
evaluation plan resulting from this evaluation will continue to build evidence and make more associations between
Healthy RC implementation and outcomes. However, SSG R&E can infer through public health theories, models,
research, other frameworks used in this evaluation, as well as the data collected, that the policies and programs of
Healthy RC are making changes in individual knowledge, attitudes, and behaviors, which demonstrate promise in
improvements to population health outcomes.
88
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Section 8: Recommendations
Based on the assessments conducted related to Healthy RC's collaboration,
readiness and outcomes, it is evident that Healthy RC is an initiative that
should continue to receive political, financial and community support. The
literature is consistent that comprehensive preventive health efforts, such as
Healthy RC, yield significant benefits to communities and produce returns
on investments.[2, 59] For example, researchers at Yale University found
that states that spend a higher percentage of their GDP on social
and public health spending compared to health care spending, had
better subsequent health outcomes for seven measures — asthma,
adult obesity, mentally unhealthy days, days with limited activity, mortality
rates for lung cancer, acute myocardial infarctions (heart attacks) and type
2 diabetes. Another report found that an investment of $10 per person
per year through evidence -based community programs could yield a cost -
savings in California of more than $1.7 billion in annual health care costs
within a five year period; producing a "return on investment" of $4.80 for
every $1 spent, with a projected increase to $5.40 for every $1 spent in 10
to 20 years. Another assessment found that employee lactation programs
produce a savings of $3 for every $1 spent.[53]
It SSG R&E's assessment that the added potential benefits that Healthy
RC can bring to the City of Rancho Cucamonga and surrounding areas are
worth further investment in time and resources. As indicated throughout this
report, Healthy RC's model as a community change initiative that works
across multiple sectors with deep community engagement has the potential
to bring about long-lasting change and truly create a culture of health.
Reasons for this include: a) Healthy RC strategies are integrated in policies
and programs across sectors which ensures that multi -faceted dimensions
of health are being addressed; b) the community members have played a
critical role in developing Healthy RC and are deeply committed to shaping
its future, which speaks to the potential for Healthy RC to be sustainable;
and c) Healthy RC strategies address changing systems, policies and
practices to target upstream determinants of health. The policies and
practices developed and implemented through Healthy RC are well
aligned with the funding opportunities from major foundations and best practices to improve active living, active
transportation, healthy eating, community engagement and increasing social capital.
For example, Rancho Cucamonga has received national recognition ranking first among 500 communities
participating in the Let's Move Campaign. The Complete Streets Ordinance was ranked top ten in the United States
in 2012 and 2013 by the National Complete Streets Coalition. According to the National League of Cities and the
Let's Move Campaign, Rancho Cucamonga is "one of the few communities in California to incorporate health and
sustainability as an overarching theme throughout its General Plan."These are all aligned with recommendations to
build healthy sustainable cities as municipalities face challenges from climate change and economic uncertainty.
Rancho Cucamonga's value in community engagement has empowered groups like the Community Champions
and Youth Leaders to be active in the community, from collecting data on community issues to presenting policy
recommendations to the City Council. The Cocinando Amigos Saludables y Alegres (CASA) program sparked
community interest, engaging Southwest Rancho Cucamonga residents and with testimonials from participants
stating how the program changed their lives and the lives of their families. The Community Health Survey found that
a majority of respondents felt that whether Rancho Cucamonga was a good place to raise children, a good place to
grow old, had plenty of economic opportunity, and was a safe place to live. They had overall positive attitudes and
motivations towards eating healthy, being physically active and reporting Tess mental health symptoms. A majority
of respondents reported being active in their community and having a sense of belonging in the community, which
can translate into higher levels of social capital and cohesion.
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89
With these positive benefits is the foundation of the City Manager's Office and the Healthy RC partnership. The
partnership is rich and diverse with representation from many sectors and City departments. Healthy RC members
described how the past 8 years has helped change the nature of how they work together, take pride in supporting
each other and the achievements they have collectively accomplished, and how they want to sustain their efforts
moving forward. They want every resident to know what the City and Healthy RC are doing for them to improve
their health. Through the social network analysis survey, Healthy RC members demonstrated moderate to high
levels of collaboration and connections with multiple departments and committees. They demonstrated having
mutual respect, understanding and trust with one another; saw their collaboration as in their self —interest; shared
a stake in both the Healthy RC process and outcomes; felt they had a unique purpose to the work they are doing
through Healthy RC; and that the healthy RC leadership is skilled to lead this collaboration.
Despite the wealth of literature and research related to place -based initiatives, there are no set of standard
protocols that can adequately address and respond to the complex and dynamic contexts of an initiative such
as Healthy RC. Over the last eight years, Healthy RC has developed into a robust City -community partnership
with specific strategies to promote a culture of "Health -in -All Policies" and programs for the ultimate outcome of
improving health and quality of life for all residents. The process for developing the strategic plan has been widely
regarded as a significant milestone and a testament to the level of buy -in and commitment from a broad range of
stakeholders, from elected officials to community residents.
With a strategic plan in place that codifies values, governance and priorities, now is the time for Healthy RC
to deepen its work to build community capacity and leadership. It is the time for Healthy RC to further develop
specific approaches and strategies to address more of the community priorities. It is also the time for evaluation
and learning to be integrated into all activities. However, it should be kept in mind that leaders in the field
recommend using evaluation to improve or adapt the initiative, rather than to determine the success or
failure.[33]
Based on the data collected and analyzed during the evaluation planning process, the following recommendations
are provided for the City Manager's Office to consider as the Healthy RC initiative continues to grow and evolve.
Specifically, SSG R&E's recommendations are related to: (1) continuous evaluation, learning, reflection and
refinement; (2) realistic evaluation goals (3) deepened community engagement and ownership; (4) formalized
relationships with external partners; and (5) building staff capacity.
Provide structure for continuous evaluation, learning, reflection
and refinement
Because place -based initiatives are designed to be iterative and responsive to rapid community changes,
evaluation approaches must support continuous learning, reflection, and adaptation. The evaluation plan will
provide the City with tools for engaging in continuous evaluation to track Healthy RC's progress over time. However,
SSG R&E strongly recommend that the City also implement structures and supports to reflect on how stakeholders
involved with Healthy RC are learning and how these learnings are informing adjustments in strategies and
infrastructure. SSG R&E also recommend that the City begin to implement structured activities to reflect on the
common agenda and mutually reinforcing activities with community members and Healthy RC committee members.
This ensures that as community agendas shift or change, there is a space to discuss if Healthy RC should adjust
course, and how. It can also help the City understand how to prioritize implementation activities.
The City did an excellent job of engaging the community stakeholders during the design of the Healthy RC
Strategies. However, based on data SSG R&E collected, some partners were not sure where implementation of
these strategies stood at the current moment, what the City was learning and how they were using that information
to make decisions about Healthy RC. As the City begins to advance the implementation of a few key strategies,
it will be critical to engage community stakeholders in the process of implementation as well as the evaluation.
It could be beneficial to bring a diverse group of stakeholders together in quarterly meetings during which the
City shares progress made on select strategies and key learning (or evaluation) questions. These learning and
evaluation questions can guide how Healthy RC monitors its progress in a more immediate way and also can help
to create ownership and accountability across a broad range of stakeholders.
As the City is monitoring the implementation of the robust set of policies that are currently being implemented
(such as the Healthy Nutrition and Beverage Standards), it will be important for the City to share with Healthy
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RC stakeholders how implementation is progressing and what is being learned. Openly reflecting on the
implementation process can guide thinking about future policies and also highlight any amendments or
adjustments that may be needed as existing policies are implemented.
Similarly, SSG R&E recommend that the City leverage the structure of the Evaluation Committee to deepen on-
going learning, reflection and adaption. The Evaluation Committee is well-positioned to act as a liaison among
the various Healthy RC subcommittees and other stakeholders. Many of the members already have substantial
capacity related to evaluation. They could play a leadership role in coordinating and integrating evaluation activities
to ensure that while Healthy RC is working to create a culture of health in the City, the foundation of Healthy RC is
built on a culture of learning and evaluation.
Set realistic evaluation goals
Throughout the stakeholder interviews, there was mention of the enormous task of changing the culture and the
health status of residents. As communities across the nation have faced increased levels of diabetes and obesity,
there has been a recognition that this work is not for the weary or impatient. To achieve meaningful progress on
reducing obesity, a leading factor in difficult health challenges like diabetes, it can take years and decades. Other
place -based initiatives have also elevated the reality that because these initiatives tend to be implemented in
communities where there are decades of institutional barriers that have systematically produced poor outcomes for
oppressed populations, it is naive to believe that such health inequities and injustices can be rectified in a matter of
10 years with a few million dollars.
Measuring success is important. SSG R&E's evaluation plan recommends an approach that incorporates real-time
learning, community engagement and monitoring of select short and medium term outcomes that are logically
tied to the longer range indicators. This is an approach recommended by leaders in the field who are evaluating
collective impact and place -based initiatives such as Healthy RC. Determining causality or correlation related to
any specific health indicator is likely not the most efficient use of evaluation resources, especially since factors
leading to health outcomes are complex and controlling for all variables is difficult.
What is important at this time is a clear focus on the logic of Healthy RC and a plan to identify the impact of policies
and approaches that are being implemented. In addition, it takes a variety of players including schools, non -profits,
faith organizations and residents to work together. Therefore, evaluation measures will need to continually assess
these partnerships and collaborations. The task of working together takes considerable alignment and action,
and SSG R&E believes the City is making progress. The challenge is one of focus, ongoing alignment with City
priorities, and continued alignment of resources.
Deepen community engagement and ownership
Since its inception, Healthy RC has been a community initiative. There is a broad base of diverse community
members who are actively engaged in leading the work of the initiative. To date there have been many examples of
how Healthy RC has engaged community members, sought their input and asked for their participation. However,
there are fewer examples of community members leading key decisions, shaping the direction of the initiative or
"owning" core elements of Healthy RC. Because Healthy RC has been growing and evolving, the current level of
community engagement seems very congruent with the developmental stage of the initiative. However, as Healthy
RC grows, it will become even more important to explicitly communicate the roles of community members versus
the role of the City. The literature is clear that there is no "right" way to involve community in place -based initiatives.
What is most important is that the role of community members and what they are empowered to do be clearly and
consistently communicated.
Because Healthy RC has so much social capital in the community, the possibility of Healthy RC being a truly
"community -owned'' initiative is very intriguing. The more the community itself can take ownership of Healthy RC,
the more sustainable the culture of health will be in the City.
Formalize relationships with external partners
The City Manager's Office has demonstrated extraordinary capacity to bring together public sector departments
and agencies across a broad range of issue areas. This is clearly a manifestation of the "Health -in -All Policies"
approach and it has greatly benefitted Healthy RC. At this point in the initiative, it may be helpful to formalize
relationships with some external partners that have the potential to play a critical role. For example, school districts
91
have considerable (and often underestimated) political power. Additionally, they are considered a trusted and
credible entity by many parents and community members who typically view schools as a resource hub. As such,
there is an opportunity to have more strategic coordination for healthy eating and active living, as well as having
shared measures between Healthy RC and the school districts. The Fire Department has expressed an interest
in exploring more formal collaborations with Healthy RC. They may be able to provide expertise in specific areas,
such as emergency planning or building stronger businesses, which would greatly enhance Healthy RC's strategic
approach to certain health priorities. Other place -based initiatives have seen beneficial results from entering into a
memorandum of understanding (MOU) with external partners such as school districts. Healthy RC may be able to
broaden its community engagement and its integration in other systems by exploring the possibilities of MOUs with
school districts and/or private businesses.
Similarly, there may be opportunities for collaboration with nearby cities to engage in regional efforts. SSG R&E
highly recommend that the City explore opportunities to work across geo-political boundaries in order to create a
culture of health for the region.
Additional Staff to Build Healthy RC Capacity
As Healthy Cities/Communities have grown in scope and complexity, so too have the number of staff required to
sustain such an effort. Staff with the necessary skills and knowledge to support the current staff are necessary to
implement the complex, multi-level, multi -strategy approach of Healthy RC. Currently implemented through the City
Manager's Office, there is a Management Analyst III coordinating the Healthy RC initiative alongside with a full-
time Management Analyst I. Healthy RC is supported by several management analysts and aides who lead smaller
teams, such as the Communications subcommittee or the Youth Leaders, as well as Randall Lewis Public Health
fellows and other interns. The following are some staffing roles that can help strengthen the Healthy RC structure
and reinforce areas that can propel Healthy RC into the future.
Data Analyst/Internal Evaluator: To support long-term evaluation and data tracking needs, Healthy RC can greatly
utilize a data analyst/ internal evaluator. The data analyst can retrieve, analyze and interpret data from a variety
of sources, supporting grant writing; making recommendations to refine Healthy RC structure, processes, or
implementation of strategies; supporting recommendations to City Council; and managing data tracking systems
that will help demonstrate changes to health outcomes. Executive leadership in the City and other community
stakeholders have realized gaps in data and would like a data tracking system to demonstrate achievements in
outcomes over time. This is highly suggested by the Healthy Cities/Community model to effectively demonstrate
changes in outcomes over long periods of time and support sustainability. It has also been recommended by other
Healthy Cities and Communities.
Active Transportation Coordinator: The HEAL community priority continues to be a main focus for Healthy RC.
Within HEAL is the active transportation strategy, which continues to expand starting with the Safe Routes to
School program and are now supported through the Complete Streets ordinance and Circulation Master Plan for
Bicyclists and Pedestrians. The Active Transportation Coordinator can support active transportation and complete
street efforts through examining pedestrian and bicyclist safety, public transportation use, conduct walkability
and bikability audits, coordinate active transportation partners and advocates, secure funding, implement safety
education programs, and liaison with sustainability and safety staff. This position can also support the Safe Routes
to School program, which was specifically asked for by focus group and interview participants to more effectively
coordinate SRTS efforts. Having an active transportation coordinator or another staff dedicated strictly to this
strategy has been stated as a best practice to support policies, programs, and changes in infrastructure aimed at
increasing walking, biking and general physical activity as other communities in surrounding counties are utilizing
similar personnel.[16, 43, 92] For example, the City of Davis has a full-time pedestrian and bike coordinator,
along with a bicycle advisory committee, to implement items in the city's general plan, create key linkages to city
destinations through the bike system, and overcome physical barriers such as freeways and major streets.[43]
In addition, other cities in Orange County have been hiring active transportation coordinators to support active
transportation efforts.
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Appendix I: Healthy RC Data Indicators
COMMUNITY PRIORITY
AND STRATEGY
SHORT-TERM OUTCOME
MID-TERM OUTCOME
LONG-TERM OUTCOME
Healthy Eating Active Living
Healthy Food:
Farmers Markets
• Knowledge about farmers
markets in Rancho Cucamonga.
• Knowledge about Market
Match or vouchers for farmers
markets.
• Number of fruits and vegetables
consumed in the past month.
Use of Market Match or
vouchers at farmers markets.
• Prevalence of chronic diseases:
obesity, diabetes, cancer, heart
disease
Healthy Food:
Restaurants/
Healthy RC Dining
• Knowledge of restaurants
participating in Healthy RC
Dining.
• Knowledge of convenient
stores offering fresh fruits and
vegetables.
• Number of healthy items
purchased
• Number of times eating fast
food in the past month
• Prevalence of chronic diseases.
obesity. diabetescancer, heart
disease
Healthy Food:
Vending Machines
• Number of City facilities
reaching 50% healthy snacks in
vending machines.
• Knowledge of Healthy Food and
Beverage Campaign
• Number of City employees
purchasing healthy snacks from
vending machines.
• Number of City employees not
purchasing sugar -sweetened
beverages
• External organizations and
facilities adopting mirror HFBC
policies.
• Prevalence of chronic diseases:
obesity, diabetes, cancer, heart
disease.
Healthy Food: Schools • Student knowledge of fruits and
vegetables
• Number of students eating
fruits and vegetables in the past
month
• Prevalence of chronic diseases
in children. obesity, diabetes.
cancer, heart disease
Outdoor Recreation:
Parks, Pool, Sports
• Knowledge of parks, park
amenities and programs
• Perceived safety of parks
• Satisfaction with parks, trails
and amenities
• Knowledge of walking and
biking trails in Rancho
Cucamonga
• Knowledge of aquatic programs
in Rancho Cucamonga
• Knowledge of recreational
sports available in Rancho
Cucamonga
• Number of people who use
parks and park amenities and
programs
• Number of people who use
walking and biking trails
• Number of people who
participate in recreational sports
activities.
• Amount of time being physical
activity.
• Prevalence of chronic diseases:
obesity, diabetes, cancer, heart
disease
Active Transportation:
Biking, Walking, Trails,
Safe Routes to School
• Knowledge about trails,
biking and walking paths and
amenities
• Knowledge of SRTS
programming.
• Perceived safety of walking and
biking trails.
• Perceived safety of SRTS routes.
• Perceived safety and attitudes
towards public transportation.
• Number of people who use and
types of use of walking and
biking trails
• Number of people who use
SRTS routes
• Number of people who use
and types of use of public
transportation
• Number of pedestrian traffic -
related injuries and deaths
Number of bicycle traffic -related
injuries and deaths
Physical Activity:
Facilities, Programs,
Youth and Families
• Knowledge of afterschool
physical activity programs.
• Knowledge of Learn and Play
Island program
• Amount of time being physically
active
• Level of physical activity
• Prevalence of chronic diseases:
obesity. diabetes, cancer, heart
disease
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COMMUNITY PRIORITY
AND STRATEGY
SHORT-TERM OUTCOME
MID-TERM OUTCOME
LONG-TERM OUTCOME
Community Connections and Safety
Neighborhood
Connections
• Knowledge of community events
and activities.
• Knowledge of Healthy RC and
programs.
• Knowledge of Community
Champions
• Level of community
participation.
• Level of participation in
Community Champions.
• Level of empowerment of
Community Champions
participants.
• Sense of belonging to the
community.
• Sense of belonging in school
Public Safety and
Violence Prevention
• Perception of community safety.
• Perception of school safety.
• Perception of law enforcement.
• Perceptions of racial disparities.
• Involvement with law
enforcement.
• Level of community
participation.
• Prevalence of crime.
Culture of Health,
Communication and
Awareness
• Perceptions of health by
residents
• Attitudes towards health
• Knowledge of Healthy RC
Initiative and programs
Education and Family Support
Library Services and Life
Long Learning
• Knowledge of Library Services
programming (e.g., Play and
Learn Islands, Container Garden
workshops, story time, STEM
education and Summer Learning
workshops).
• Number and types of policies
related to Healthy RC focused on
improving health.
• Level of community
participation.
• Level of participation in Healthy
RC programs
• Number of people participating
in Library Services programming
• Prevalence of chronic diseases:
obesity, diabetes. cancer, heart
disease
• % of students passing at a 3rd
grade reading level
• % of students. passing Math
and English Language Arts
portion of CA High School Exit
Exam (CAHSEE).
• High school graduation rates
Youth Programs and
Services (children 0-5,
children 5-12 and teens)
• Knowledge of employee
breastfeeding program.
• Knowledge of type of early
childhood education and
development programs.
• Knowledge of teen programs.
• Knowledge of Healthy RC Youth
Leaders.
• % of children under 24 months
who were ever breastfed
• % of population participating in
early childhood education and
development programs
• % of youth participating teen
programs
• Level of participation in Healthy
RC Youth Leaders
• Number of students
participating in Healthy RC Youth
Leaders who enrolled in college
• Level of empowerment of
Healthy RC Youth Leaders
participants
• GPA of Healthy RC Youth
Leaders.
• Number of students
participating in Healthy RC Youth
Leaders who enrolled in college.
Mental Health
Access
• Knowledge of mental health
programs and services.
• Attitudes towards people with
mental health issues.
• Attitudes towards seeking
mental health services
98
• % of residents seeking support
for a mental health issue
• Prevalence of mental health
disorders, such as depression
and suicide
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COMMUNITY PRIORITY
AND STRATEGY
SHORT-TERM OUTCOME MID-TERM OUTCOME
LONG-TERM OUTCOME
Anxiety, Stress,
Depression
• Knowledge of mental health
programs and services.
• Knowledge of symptoms of
anxiety, stress or depression.
• Attitudes towards people with
mental health issues.
• Attitudes towards seeking
mental health services
• Number of residents
experiencing anxiety, stress or
depression
• Number of youth, teens and
seniors experiencing anxiety,
stress or depression
• Number of residents
experiencing racial
discrimination
• Type of stress experienced by
residents
• Prevalence of mental health
disorders, such as depression
and suicide
Economic Development
Healthy Businesses
• Knowledge of fitness facilities in
Rancho Cucamonga.
• Knowledge of health -focused
business in the Rancho
Cucamonga.
• Knowledge of healthy
businesses promoted by Healthy
RC.
• Number of residents visiting
fitness facilities
• Number of residents visiting
healthy businesses promoted by
Healthy RC.
• Number of residents visiting of
health -focused business
• Economic opportunity.
employment rates, diversity of
employment.
• Economic development.
• Annual household income.
Strong Local Businesses
Clean Environment
Air Quality
• Promotion of Rancho
Cucamonga as a green and
sustainable City to businesses.
• New businesses settling in
Rancho Cucamonga
• Economic opportunity
employment rates, diversity of
employment.
• Economic development.
• Annual household income.
• Knowledge of bicycle and • Policies developed and
walking paths to support active implemented supporting
transportation. Complete Streets and active
transportation
• Attitudes towards walking
and biking as a mode of • Policies developed and
transportation. implemented supporting
Complete Streets and active
transportation
• Policies implemented supporting
Complete Streets and active
transportation
• Changes in physical
environment supporting
bicycle and walking for active
transportation
• Number of residents walking
and bicycling for transportation
purposes
• Number of residents using
public transportation.
• Number of vehicles traveled on
streets.
• Amount of 03 and PM 2.5
emissions
COMMUNITY PRIORITY
AND STRATEGY
SHORT-TERM OUTCOME
MID-TERM OUTCOME
LONG-TERM OUTCOME
Recycling
• Attitudes towards recycling.
• Knowledge of what materials to
recycle.
• Knowledge of where to recycle
materials.
• Tons of material recycled per
year
• Number of residents recycling
• Water quality
Healthy Aging
Healthy Food
• Knowledge of benefits of healthy
eating for older adults.
• Number of fruits and vegetables
consumed in the past month
• Prevalence of mental health
disorders. such as depression.
suicide and dementia
• Prevalence of chronic diseases•
diabetes, cancer, heart disease
and osteoporosis
Physical Activity
• Knowledge of benefits of physical
activity for older adults.
•Amount of time being physically
active.
• Prevalence of mental health
disorders, such as depression,
suicide and dementia
• Prevalence of chronic diseases.
diabetes, cancer, heart disease
and osteoporosis
Programs to Support
Healthy Aging
• Knowledge of programs for
older adults
• Knowledge of affordable
housing for seniors.
• Knowledge of skilled nursing
facilities for seniors
• Number of older adults
participating in healthy aging
programs.
• Number of seniors in affordable
housing.
• Number of seniors in skilled
nursing facilities.
• Prevalence of mental health
disorders, such as depression.
suicide and dementia
• Prevalence of chronic diseases
diabetes. cancer. heart disease
and osteoporosis
IDisaster Resiliency
Residents
• Knowledge about emergency
disaster preparedness programs
for residents.
• Sense of belonging.
• Number of people participating
in emergency preparedness
trai ni ngs
• Response to and recovery from
emergencies and disasters.
Businesses
Partnership
• Knowledge about emergency
disaster preparedness programs
for businesses.
• Knowledge of safety codes
Diversity (Local
Business, Faith/Worship
Groups and Youth)
• Number of code violations for
businesses.
• Knowledge of the Healthy RC
collaborative.
• Attitudes towards collaboration.
• Number of sectors represented
within the Healthy RC
Collaborative.
• Level of participation of partners
in Healthy RC.
• Number and quality of
relationships between Healthy
RC members
• Response to and recovery from
emergencies and disasters.
• Quality of life of residents.
• Social capital of City
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Appendix II: Goals of Healthy Rancho Cucamonga
(from 2014 Strategic Plan)
Goals
The following 12 goals were developed to address the overarching themes, health priorities, and partnership
development that emerged in the community planning process. These goals are the guideposts for Healthy RC's
work over the next five years. Action plans to achieve these goals will incorporate the population groups (youth,
those with lower income and education levels, individuals affected by obesity), neighborhoods (Southwest
Cucamonga), and environments (healthy food) prioritized in the community assessment.
Category
Overarching Goals
Health Issues
Collaboration
Topic
Access
Culture of Health
Approach
Healthy Eating & Active Living
Community Connections & Safety
Education & Family Support
Mental Health
Economic Development
Clean Environment
Healthy Aging
Disaster Resiliency
Partnership
Goal Statement
Healthy RC is inclusive and accessible to all community members.
Public and private organizations develop and implement policies,
practices, and programs, and prioritize funding to create and sustain a
culture of health in Rancho Cucamonga.
Healthy RC strategies are applied, practical, and relevant for community
members, families. and organizations.
Rancho Cucamonga residents of all ages and income levels have
knowledge, motivation, and easy access to eat healthy and be physically
active.
Rancho Cucamonga neighborhoods, schools, families, businesses,
community organizations, and government agencies have a strong sense
of community and shared responsibility for the health and safety of their
city.
Youth, families, and adults in Rancho Cucamonga receive high quality
education, health care, and support services to realize their full potential
and contribute to their community.
Mental health support services are easily accessible, culturally
appropriate, and free of stigma for all residents of Rancho Cucamonga.
The City of Rancho Cucamonga has a strong, growing economy
that provides employment opportunities for local residents, attracts
investments, supports local businesses, and generates public revenue.
Residents of Rancho Cucamonga live in a clean, healthy environment and
actively contribute to sustaining and protecting the natural resources of
their city and region.
Older adults in Rancho Cucamonga are healthy, active, engaged members
of the community and the City is positioned to respond effectively to the
needs of an increasing older population
Rancho Cucamonga residents, businesses, community organizations,
and government agencies are well prepared to survive, respond to. and
recover from disasters and emergencies.
The Healthy RC partnership is a vibrant, collaborative, mutually support-
ive group of individuals and organizations that represent the diversity of
Rancho Cucamonga and are committed to improving community health.
Appendix III: Bibliography of previous reports about Healthy RC
City of Rancho Cucamonga Healthy RC Strategic Plan: Road Map for a Healthy Future. 2014.
Harder + Company Community Research, Evaluating the Healthy Cities and Commuities Initiative. 2015, First 5
San Bernardino.
Kemner, A. and L.K. Brennan, Healthy RC Case Report. 2014, Transtria, LLC: St. Louis MO.
Nisperos, N. Rancho Cucamonga honored for health program at White House. The Mercury News, 2013
Nisperos, N. Rancho Cucamonga mayor goes to the White House. Inland Valley Daily Bulletin, 2015.
Robert Wood Johnson Foundation. Healthy Kids, Healthy Communities: Rancho Cucamonga. 2013; Available from:
http://www.healthykidshealthycommunities.org/communities/rancho-cucamonga-ca.
102
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Appendix IV: Data collection tools
Healthy RC Community Health Survey - English Version
Read the following section after personalizing to each potential participant:
Hello, I am and this is representing the Healthy Rancho
Cucamonga (Healthy RC) Initiative. (Show badges or name tags if available.) Healthy
RC is a City-wide initiative focused on improving the health and well-being of all
residents in Rancho Cucamonga. We are conducting a survey of our City to learn more
about the health and quality of life in Rancho Cucamonga. The results of this survey
will be used to help address the major health and community issues in our City.
The survey is completely voluntary and it should take no longer than 20 minutes to
complete. If there is a question you do not feel like answering, you do not have to. Your
answers will be completely confidential and the information you give us will not be linked
to you in any way.
Would you like to participate? nYes n No
(If no, stop the survey here and thank the person for his or her time.)
Do you have any questions before we start the survey?
(Answer any questions the person may have.)
Before we begin, I would like to ask you some questions to see if you are eligible to take
the survey.
Eligibility
Are you 16 years old or older? ❑ Yes ❑ No
(If no, stop the survey here and thank the person for his or her time.)
Have you participated in this year's survey already? El Yes El No ❑ Not sure
(If yes or not sure, stop the survey here and thank the person for his or her time.)
Thank you. Based on the answers you provided, you are eligible to participate in the
survey. Let's get started.
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We would first like to know where you live
Do you live in the City of Rancho Cucamonga? 0 Yes 0 No (skip map and go to Quality of Life
section)
If you answered NO, please specify the City and zip code in which you live:
What is your zip code? ❑ 91701 7 91729 ❑ 91730 r1 91737 ❑ 91739 ❑ 92336
Please look at the maps of the City of Rancho Cucamonga provided to you by your survey
administrator, which can be seen in a smaller version below. The maps display different colored
quadrants with ID numbers 0 through 29. Based on your zip code, please select the number that
best represents the area where you live.
91701
0
0
0
0
0
0 1
0 1
0 1
0 1
❑ 20
❑ 29
91730
0
0
0
0 1
0 1
O 20
O 21
❑ 22
❑ 23
❑ 24
❑ 25
❑ 26
❑ 27
91737
0
0
0
0
0
0 1
0 1
0 1
0 1
91739
0 1
0 1
0 1
0 1
❑ 27
92336
f719
7 10
Mud* Rd
91737
4
I
u
s
3
91701
tilit lot tit
5
13
E tett St
6
14 15
kencho
Cucamonga
se
Eels ras'EuIHERE,
EufCif r /Hong Rang
ther coyXrity
27
1
t.•
Da, eRaadtao Ave
. USOS, Into Inaenent P Cap, NRCAN. Esri Japan METI.
ri t Theibnd>, M - • • iq-0 OpenSlnetMepprir)gtpp• end the GIS
104
QUALITY OF LIFE STATEMENTS
Please tell us whether you "strongly disagree", "disagree", "neutral", "agree" or "strongly agree"
with each of the next 5 statements. Circle the option that best represents your opinion.
Statements
StronglyAg�e
Agree
2
Neutral
3
Disagree
4
ly
Disagree
1. Rancho Cucamonga is a good place to raise
children.
Consider the quality and safety of schools and
child care programs, after school programs, and
places to play in this City.
1
5
2. Rancho Cucamonga is a good place to grow
old.
Consider the City's elder -friendly housing,
transportation to medical services, recreation, and
services for the elderly.
1
2
3
4
5
3. There is plenty of economic opportunity in
Rancho Cucamonga.
Consider the number and quality of jobs, job
training/higher education opportunities, and
availability of affordable housing in the City.
1
2
3
4
5
4. Rancho Cucamonga is a safe place to live.
Consider how safe you feel at home, in the
workplace, in schools, at playgrounds, parks, and
shopping centers in the City.
1
2
3
4
5
5. There is plenty of help for people during
times of need in Rancho Cucamonga.
Consider social support in this City: neighbors,
support groups, faith community outreach,
community organizations, and emergency
monetary assistance.
1
2
3
4
5
HEALTH INFORMATION
This section will ask you questions about your general health and where you receive health
information.
6. Would you say that, in general, your physical health is...
(Please choose only one.)
O Excellent D Fair
O Very good 0 Poor
O Good 0 Don't know/Not sure
7. Have you ever been told by a doctor, nurse. or other health professional that you have any of
the following health conditions
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a. Asthma
b. Depression or anxiety
c. High blood pressure
d. High cholesterol
e. Diabetes (not during pregnancy)
f. Osteoporosis
g. Overweight/ Obesity
h. Cardiovascular/ Heart disease
i. Vision or hearing loss
j. Cancer
❑ Yes
❑ Yes
❑ Yes
O Yes
O Yes
O Yes
O Yes
O Yes
❑ Yes
❑ Yes
❑ No
❑ No
❑ No
❑ No
❑ No
❑ No
❑ No
❑ No
❑ No
❑ No
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
❑ Don't Know
8. In the past 30 days, have you had any physical pain or health problems that made it hard for
you to do your usual activities such as driving, working around the house, or going to work?
O Yes 0 No ❑ Don't Know/ Not sure
9. Where do you get most of your health-related information? Please choose only one.
❑ Friends and family ❑ Hospital or community clinic
❑ Doctor/nurse 0 Health department
❑ Pharmacist 0 Help lines
O Church or religious organization ❑ Books/magazines
❑ Internet ❑ Promotora/ Community Health Worker
O My child's school 0 Other (please specify)
ACCESS TO CARE
The next few questions are about how you access health care services.
10. Do you have a usual place to go to when you are sick?
❑Yes ❑No
11. Where do you go most often when you are sick? Please choose only one.
O Doctor's office 0 Emergency Room
O Health department ❑ Community Medical Clinic
❑ Hospital ❑ Urgent Care Center
❑ Natural healer, herbalist or other traditional healer
❑ Other (please specify): 0 I dont have a place to go to when I am sick
12. In the past 12 months, how many times have you visited a doctor? (Select one)
O 0 times 0 1-2 times 0 3-4 times ❑ 5 or more times
13. In the past 12 months, did you have a problem getting the health care you needed for you
personally or for a family member from any type of health care provider, dentist, pharmacy, or
other facility?
❑ Yes 0 No (Skip to question #15) ❑ Don't know/ Not sure (Skip to question #15)
106
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1, Jo
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14. Which of these problems prevented you or your family member from getting the necessary
health care? You can choose as many of these as you need to. If you had a problem that we do
not have written here, please write it in below under "other".
O No health insurance
O Insurance didn't cover what I/we needed.
O My/our share of the cost (deductiblelco-pay) was too high.
O Doctor would not take my/our insurance or Medicaid
O Hospital would not take my/our insurance.
O Pharmacy would not take my/our insurance or Medicaid.
O Dentist would not take my/our insurance or Medicaid.
O Couldn't take the time off of work
O No way to get there.
O Didn't know where to go.
O Couldn't get an appointment.
O The wait was too long
O Scared or nervous about my legal status or my family's legal status
O Other (please specify):
PHYSICAL ACTIVITY
Now we will ask about how physically active you are.
15. During a normal week, other than in your regular job, do you participate in any physical
activity or exercise that lasts at least half an hour? It does not have to be all at once. Examples are
running, gardening, walking, walking the dog, playing sports, skateboarding, etc.
O Yes 0 No (skip to question #18) 0 Don't know/ Not sure (skip to question
#18)
16. Since you said yes, how many times during a normal week do you exercise or engage in
physical activity for at least half an hour?
(If you exercise or are physically active more than once a day, count each separate physical
activity that lasts for at least a half hour to be "one time. ")
(Write number)
17. Where do you go to exercise or engage in physical activity? Check all that apply.
O YMCA 0 Private gym
O Park 0 At home or in my neighborhood
O Community Recreation Center O To and from work or school
O Walking, Hiking, or Biking Trail O Sports field or complex
O School or university campus O Other (please specify):
(Skip to question # 19)
18. Since you said "no" or "don't know", what are the reasons you do not exercise for at least a
half hour during a normal week? Select as many of these reasons as you need to.
O My job is physical or hard labor 0 I don't like to exercise
O Exercise is not important to me 0 It costs too much money to exercise
O I don't have access to a facility that has the 0 I don't feel safe exercising in my
things I need, like a pool, gym, or a track neighborhood
O I don't have access to green space or open 0 I don't feel safe using the biking or walking
public space, like a park, biking or walking trails
❑ I don't have enough time to exercise
O I would need child care and I don't have it
❑ I don't know how to find exercise partners
❑ Other
paths near my neighborhood
❑ I don't feel safe using my local park(s)
❑ I'm too tired to exercise
❑ I'm physically disabled
❑ I don't know
NUTRITION AND EATING HABITS
These next questions are about your nutrition and eating habits.
19. How often can you find fresh fruits and vegetables in your neighborhood? Would you say...
O Never ❑ Sometimes 0 Usually ❑ Always ❑ Don't know
❑ I do not eat fruits and vegetables
20. How often are the fresh fruits and vegetables you find in your neighborhood affordable?
Would you say...
O Never 0 Sometimes 0 Usually 0 Always 0 Don't know
❑ I do not shop in my neighborhood for fresh fruits and vegetables
21. How satisfied are you with the store where you buy most of your fresh fruits and vegetables?
❑ Mostly Satisfied 0 Satisfied 0 Dissatisfied ❑ Mostly Dissatisfied
❑ I do not shop for fresh fruits and vegetables
22. I enjoy eating fruits and vegetables.
O Strongly Agree ❑ Agree 0 Disagree
❑ Strongly Disagree
23. I would consider cutting out foods that I normally eat to eat more fruits and vegetables.
❑ Strongly Agree 0 Agree ❑ Disagree 0 Strongly Disagree
24. I would eat more fruits and vegetables to protect myself against chronic diseases, such as
obesity, diabetes and cancer.
O Strongly Agree 7 Agree ❑ Disagree F1 Strongly Disagree
25. Now think about the past week. In the past 7 days, how many times did you eat fast food?
Include fast food meals eaten at work, at home, or at fast-food restaurants, carryout or drive
through. Examples are McDonald's, KFC, Panda Express, or Taco Bell.
# OF TIMES IN PAST 7 DAYS (Write number)
26. During the past month, how often did you drink sweetened fruit drinks, sports, or energy
drinks, such as lemonade, Gatorade, Snapple, or Red Bull, or soda? Write in the number for only
one of the options below.
Times per day
Times per week
Times per month
108
COMMUNITY CONNECTIONS & BELONGING
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We would like to know more about your experiences in your community and the City of Rancho
Cucamonga.
27. People in my neighborhood are willing to help.
❑ Strongly Agree ❑ Agree 0 Disagree
28. I feel connected to my community.
❑ Strongly Agree ❑ Agree
0 Disagree
0 Strongly Disagree
0 Strongly Disagree
29. Please tell us whether you have done any of the following: (Please ci,
a. Been a member of an organized group that tried to make a difference in
Rancho Cucamonga, such as one run through a school, the community, a
religious organization, or a political group?
Yes
Yes
No
No
Don't Know
Don't Know
b. Participated in any community service or volunteer work, that is, worked
without pay?
c. Worked with other people on an issue that affects Rancho Cucamonga
or your community?
Yes
No
Don't Know
d. Shared your perspective on a social or political issue on the Internet,
including emails, blogs, or social networking sites?
Yes
No
Don't Know
e. Signed a petition (paper or online) in support of a cause you care about?
Yes
No
Don't Know
f. Read about political issues in the news or on the internet?
Yes
No
Don't Know
g. Taken part in a march, rally, protest or demonstration on a national or
local issue?
Yes
No
Don't Know
30. You will now read a series of statements. Please tell us if, in general, you agree or disagree
with each one. (Please circle the best option)
a. There are issues in your community or broader society that you
care deeply about.
Generally
Agree
Generally
Disagree
Don't Know
b. You can make a difference in the community or broader society.
Generally
Agree
Generally
Disagree
Don't Know
c. In Rancho Cucamonga, everyone has an equal chance to
succeed.
Generally
Agree
Generally
Disagree
Don't Know
d. Most politicians in Rancho Cucamonga care what people like
you think.
Generally
Agree
Generally
Disagree
Don't Know
e. You can trust the police and law enforcement to do what's right?
Generally
Agree
Generally
Disagree
Don't Know
f. People from different ethnic backgrounds are treated equally in
this City.
Generally
Agree
Generally
Disagree
Don't Know
e would like to know how involved you are in Rancho Cucamonga.
31. Below is a list of activities or programs you can participate in Rancho Cucamonga. Please let
us know if you have heard of or participated in any of the following Rancho Cucamonga -specific
activities or programs.
Activity
Heard of
Participated
in
I have not heard
of or participated
in this activity
Walking, biking or horseback riding trails, such as the
Pacific Electric Trail, North Etiwanda Preserve Trail,
Terra Vista, etc.)
0
0
0
Cultural or performing arts centers such as the
Victoria Gardens Cultural Center, museums, theatres,
etc.
0
0
0
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109
Community events, such as summer movies or
concerts, National Night Out, holiday events, etc.
O
O
O
Local farmers markets at Victoria Gardens or Terra
Vista
O
O
O
The Healthy Rancho Cucamonga Initiative (Healthy
RC)
O
O
O
_
Bringing Health Home, which supports families with
children ages 0-5, pregnant women an low income
families to purchase healthy food at farmers markets
0
0
0
Community leadership programs like Community
Champions or Youth Leaders
O
O
O
CASA (Cocinando Amigos Saludables y Alegres),
which provides nutrition education and healthy meal
preparation for Southwest Cucamonga residents
0
0
0
Green Business Recognition, which encourages
green business practices and highlights sustainability
efforts of Rancho businesses
0
0
0
Healthy RC Dining, which encourages healthy eating
out by working with restaurants to identify and
promote healthy menu options and establishments
offering healthy items
O
O
0
Healthy RC Kids, which implements changes in the
environment that increase access to healthy food and
physical activity to reduce childhood obesity
0
0
0
Play & Learn Islands, which helps young children at
Rancho's libraries build a variety of lifelong learning
and literacy skills through play
0
0
0
Safe Routes to School, which provides education and
infrastructure improvements (sidewalks, bike lanes,
etc.) for students to safely and conveniently walk or
bike to school
O
O
O
Wellness Pass, which encourages older adults to
remain fit and active through an affordable gym
membership and personal trainer services
0
0
0
110
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MENTAL HEALTH
This section will ask you about your emotional health and well-being.
32. During the last 30 days, I have felt: (for questions a -h, check the box that best describes
you)
33. In the past 30 days, have vou felt like vou needed help for emotional problems, mental health
problems, or the use of alcohol or drugs?
Yes ❑ No (skip to question #35)
34. In the past 30 days, have you sought help for emotional problems, mental health problems, or
the use of alcohol or drugs?
O Yes No
35. If a friend or family member needed counseling for a mental health or a drug/alcohol abuse
problem, who is the first person or place you would tell them to talk to or go to? Please choose
only one.
❑ Family member ❑ Friend
❑ Counselor or therapist ❑ Doctor
❑ Support group (e.g., AA. Al -Anon) ❑ Minister/religious official
❑ School staff (e.g., counselor, teacher, coach) 0 Hotline
O Community Organization 0 Alternative healer/medicine
O City services or 211 0 Internet (e.g., trusted website, forum, chat room)
O Don't know 0 Other (please specify):
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Not at
all
A little
Some
times
Most of
the time
All the
time
a. Nervous, Tense, Worried or
Anxious
O
O
O
O
0
b Stressed
0
0
0
0
0
c. Hopeless or alone
0
0
0
0
0
d. Sad or Depressed
0
0
0
0
0
e. Peaceful/Calm
0
0
0
0
0
f. Afraid
0
0
0
0
0
g. Very healthy and full of energy
0
0
0
0
0
h. Other (please write).
O
0
O
O
0
33. In the past 30 days, have vou felt like vou needed help for emotional problems, mental health
problems, or the use of alcohol or drugs?
Yes ❑ No (skip to question #35)
34. In the past 30 days, have you sought help for emotional problems, mental health problems, or
the use of alcohol or drugs?
O Yes No
35. If a friend or family member needed counseling for a mental health or a drug/alcohol abuse
problem, who is the first person or place you would tell them to talk to or go to? Please choose
only one.
❑ Family member ❑ Friend
❑ Counselor or therapist ❑ Doctor
❑ Support group (e.g., AA. Al -Anon) ❑ Minister/religious official
❑ School staff (e.g., counselor, teacher, coach) 0 Hotline
O Community Organization 0 Alternative healer/medicine
O City services or 211 0 Internet (e.g., trusted website, forum, chat room)
O Don't know 0 Other (please specify):
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DEMOGRAPHICS
The next set of questions are general questions about you, which will only be reported as a
summary of all answers given by survey participants. Your answers will remain anonymous.
36. How do you describe yourself? (Select one)
❑ Female ❑ Male LJ Transgender
transgender
O Do not wish to answer
❑ Do not identify as female, male. or
37. How old are you?
0 16-19 0 35-39 0 55-59 0 75-79
O 20-24 0 40-44 0 60-64 ❑ 80-84
O 25 - 29 0 45 - 49 0 65 - 69 0 85 or older
❑ 30-34 ❑ 50-54 ❑ 70-74
38. What race or ethnicity do you identify with? You can choose more than one.
❑ Latino or Hispanic
❑ White
Black or African American
American Indian or Alaska Native
LI Asian including Japanese, Chinese, Korean, Vietnamese, and Filipino/a
O Pacific Islander including Native Hawaiian, Samoan, Guamanian/ Chamorro
❑ Middle Eastern, Arab American or North African
O Other race not listed here:
39. Do you speak a language other than English at home?
El Yes ❑ No (skip to #40)
39b. If yes, what language do you speak at home?
40. What is your current marital status? Select only one.
O Never Married/Single 0 Divorced
❑ Married 0 Widowed
❑ Unmarried partner 0 Separated
O Other:
41. Do you have children under the age of 18 for which you are the caretaker? (Includes step-
children, grandchildren, or other relatives.)
O Yes 0 No (skip to question #43)
42. Do you currently have regular child care arrangements for your children?
❑ Yes ❑ No
43. What is the highest level of school, college or vocational training that you have finished?
Select only one.
❑ Less than 9'h grade
112
P194
❑ 9-12"' grade, no diploma
❑ High school graduate (or GED/ equivalent)
❑ Associate's Degree or Vocational Training
❑ Some college (no degree)
❑ Bachelor's degree
O Graduate or professional degree
O Other (please specify):
44. What was your total household income last year, before taxes? Please select one category.
O Less than $10,000 ❑ $35.000 to $49,999
O $10,000 to $14,999 0 $50,000 to $74,999
O $15,000 to $24,999 ❑ $75,000 to $99,999
O $25,000 to $34,999 0 $100,000 or more
O Don't know (skip to question #45)
44b. How many people does this income support?
45. What is your employment status? Check all that apply.
O Employed full-time 0 Disabled
❑ Employed part-time 0 Student
O Retired 0 Homemaker
O Armed forces 0 Self-employed
O Unemployed for more than 1 year 0 Unemployed for 1 year or less
These are all the questions that we have. The results from this survey will be shared by the City of
Rancho Cucamonga in the next few months. Should you wish to know more about Healthy RC,
please speak with the person who gave you this survey.
Thank you so much for taking the time to complete this survey!
P195
Healthy RC Community Health Survey - Spanish Version
Hola yo soy representando la iniciativa de Saludable Rancho
Cucamonga (Healthy Rancho Cucamonga) (Ensena etiquetas de nombres si
estan disponibles). Saludable RC (Healthy RC) es una iniciativa de toda la ciudad
enfocado en mejorar Ia salud y bienestar de todos los residentes de Rancho
Cucamonga. Estamos haciendo una encuesta para nuestra ciudad para aprender
mas sobre Ia salud y calidad de vida en Rancho Cucamonga. Se utilizaran los
resultados de Ia encuesta para ayudar en resolver los problemas principales de
salud y cuestiones comunitarios en nuestra ciudad.
Esta encuesta es completamente voluntaria y tomara menos de 20 minutos para
completar. Si hay una pregunta que no quiera contestar, no Ia conteste. Sus
respuestas seran completamente confidencial y la informacion que nos
proporcione no estara vinculado a usted de ninguna manera.
4Le gustarfa participar? ❑ Si ❑ No
(Si no, para Ia encuesta aqui y dile gracias a Ia persona por su tiempo)
4Tiene usted alguna pregunta antes que empecemos Ia encuesta?
(Responde a cualquier pregunta que pueda tener Ia persona)
Antes de empezar, quiero hacerle algunas preguntas para ver si es elegible para
tomar Ia encuesta.
Eleeibildad
1. ,Tiene 16 anos de edad o mas? ❑ Si ❑ No
(Si nopara la encuesta aqui dile gracias a la persona por su tiempo)
2. 4Ha participado en esta encuesta enteriormente? ❑ Si 0 No LI No
estoy seguro/a
(Si no o no esta seguro/a, pare la encuesta aqui y digale gracias la persona por su
tiempo)
Gracias. Basado en las respuestas que nos dio, si es elegible para participar en la
encuesta. Empecemos.
P196
Nos gustaria saber primero donde vive.
,Usted vive en la ciudad de Rancho Cucamonga? 0 Si 0 No (omita el mapa y siga a la
secci6n "Declaraciones de la calidad de la vida)
Si no, por favor escriba la cuidad y codigo postal en donde vive:
tCual es su codigo postal? 0 91701 0 91729 ❑ 91730 ❑ 91737 0 91739 U 92336
Por favor mire los mapas de la Ciudad de Rancho Cucamonga que le ha proporcionado el administrador de la
encuesta , que se pueden ver en una version mas pequena debajo. Los mapas muestran diferentes cuadrantes de
colores con los numeros de identificacion de o a 29. Sobre la base de su codigo postal, por favor seleccione el
numero que mejor representa el area donde vive.
P197
115
91701
91730
91737
91739
92336
■0
013
■o
■22
0
0 1
■10
0 1
•2
■16
■1
■23
•3
■12
■11
■3
M 1
■6
111 24
■7
IN 13
■18
.4
■20
■14
■25
■8
■16
M 2
■5
■29
IN 15
■26
■9
•27
■ 12
■ 20
■ 27
■ 21
P197
115
P198
DECLARACIONES DE LA CALIDAD DE VIDA
Por favor diganos si usted esth "muy en desacuerdo", "desacuerdo", "neutral", "acuerdo" o "muy
en acuerdo" con cada una de las 6 proximas declaraciones. Seleccione la opcion que representa
su mejor opinion.
Declaraciones
Muy en
acuerdo
Acuerdo
Neutral
Desacuerdo
uy en
dela ue do
1. Rancho Cucamonga es un buen lugar para criar
ninos
Considere la calidad y seguridad de escuelas y
guarderias, programas extraescolares, y lugares para
jugar en la ciudad.
1
2
3
4
5
2. Rancho Cucamonga es un buen lugar para
envejecer.
Considere el alojamiento amable para ancianos,
transportacion para servicios medicos, recreacion, y
servicios para los ancianos ofrecido por la ciudad.
1
2
3
4
5
3. Hay muchas oportunidades economicas en la
ciudad de Rancho Cucamonga.
Considere el numero de trabajos de calidad,
entrenamiento de trabajo/oportunidades de educacion
superior, y disponibilidad de vivienda accesible en la
ciudad.
1
2
3
4
5
4. Rancho Cucamonga es un lugar seguro para vivir.
Considere que tan seguro se siente en su casa, en su
trabajo, en las escuelas, parques infantiles, parques, y
centro comerciales en la ciudad.
1
2
3
4
5
5. Hay mucha ayuda para personas durante tiempo
de necesidad en Rancho Cucamonga.
Considere el apoyo social en la ciudad: vecinos,
grupos de apoyo, apoyo de fe comunitaria,
organizaciones comunitarias, y la asistencia de
emergencia monetaria.
1
2
3
4
5
INFORMACION DE LA SALUD
6. Diria que, en general, su salud fisica es... (Elia uno.)
❑ Excelente ❑ Razonable
El Muy bien ❑ Pobre
116
❑ Bien D No s6/No seguro
7. .Alguna vez le ha dicho un doctor, enfermera u otro profesional de la salud que tiene cualquiera de
las siguientes condiciones de salud?
a. Asma 0 Si ❑ No 0 No s6
b. Depresion o ansiedad 0 Si 0 No 0 No s6
c. Presion de sanguinea alta 0 Si 0 No 0 No s6
d. Colesterol alto 051 ❑ No 0 No s6
e. Diabetes (no durante el embarazo) ESI 0 No 0 No s6
f. Osteoporosis OSI 0 No 0 No s6
g. Exceso de peso/Obesidad OSI 0 No 0 No s6
h. Enfermedad Cardiovascular/de coraz6n OSI 0 No ❑ No s6
i. Perdida de la vision o audici6n ❑Si 0 No 0 No s6
j. Cancer ❑Si 0 No ❑ No so
8. En los iiltimos 30 dias, 4ha tenido algun dolor fisico o problemas de salud que hacen que sea
dificil que usted pueda realizar sus actividades habituales, como manejar, completar tareas del hogar,
o ir a trabajar?
Si L7 No 0 No Se/No seguro
9. IC6mo obtiene la mayor parte de su informaci6n relacionada con la salud? Por favor elija uno.
❑ Amigo y familia 0 Hospital o clinica de la comunidad
❑ Doctorlenfermera 0 Departamento de salud
❑ Farmac6utico ❑ Lineas de ayuda
❑ Organizacion de iglesia o religion 0 Libros/revistas
❑ Internet 0 Promotora/Trabajador de salud de comunitario
❑ Escuela de mi hijola ❑ Otro:
ACCESO A CUIDADO MEDICO
Las siguientes preguntas son acerca de como obtiene servicios de atencibn de salud.
10. LTiene usted un lugar habitual para ir cuando esth enfermo/a?
• Si ❑ No
11. 4,D6nde va mas a menudo cuando esth enfermo? Por favor elija uno.
❑ Oficina de doctor
❑ Departamento de salud
❑ Hospital
❑ Cuarto de emergencia
O Clinica medica comunitaria
❑ Centro de cuidados urgentes
❑ Curandero natural. herborista u otro curandero tradicional
❑ Otro:
O No tengo un sitio para ir cuando estoy enfermo
12. En los ultimos 12 meses, lcuantas veces ha visitado a un doctor? (Seleccione uno.)
P199
❑ 0 veces ❑ 1-2 veces ❑ 3-4 veces ❑ 5 o mfis veces
13. En los ultimos 12 meses, ,ha tenido problemas en obtener la atencion m6dica que necesitaba
para usted o para un miembro de su familia tales como doctor dentista, farmacoutico, o clinicas?
O Si 0 No (Pase a la pregunta #15.) 0 No Se/No estoy seguro (Pase a la pregunta #15.)
14. 4Cuales de estos problemas le ha prevenido a usted o a un miembro de la familia de recibir la
ayuda necesaria para el cuidado de salud? Puede elegir todos lo que correspondan. Si ha tenido un
problema que no tenemos escrito aqui, por favor escribalo debajo donde dice "Otro".
❑ Falta de seguro medico.
❑ Seguro medicono cubre lo que he necesitado/lo que hemos necesitado
O Mi/nuestro parte del costo (deducible/co-pay) era muy alta.
O El doctor no toma mi/nuestro seguro medico/Medicaid.
❑ El hospital no toma mi/nuestro seguro medico/Medicaid.
O El farmaceutico no toma mi/nuestro seguro medico/Medicaid.
❑ El dentista no toma mi/nuestro seguro medico/Medicaid.
❑ No podia dejar de trabajar.
O No hay forma de Ilegar alli.
O No sabia a donde ir.
❑ No podia conseguir una cita.
❑ La espera fue demasiado larga
❑ Asustado o nervioso sobre mi estado legal o el estado legal de mi familia.
❑ Otro:
ACTIVIDAD FISICA
Ahora vamos a preguntarle acerca de su actividad fisica.
15. Durante una semana normal, y parte de su trabajo regular, Ousted participe en alguna actividad
fisica o de ejercicio que dura a lo menos media hora? No tiene que ser todo a la vez. Ejemplos son
corriendo, jardineria, caminando, caminando el perro, jugando deportes, skateboarding, etc.
7 Si ❑ No (Pase a la pregunta #18.) Li No Se/No seguro (Pase a la pregunta #18.)
16. Si dijo que si, 4Cuantas veces durante una semana normalmente hace ejercicio o participa en
actividades fisicas que dura al menos media hora? (Cuente cada media hora como "una vez".")
(Escribe niumero.)
17. 4D6nde va para hacer ejercicio o participar en activad fisica? Elija todo lo que corresponda.
O YMCA
❑ Parque
O Centro de Recreaci6n comunitario
O Camino de caminar. serender, o bicicleta
O Campus de escuela o universidad
118
❑ Gimnasio privado
❑ En casa o en mi vecindario
❑ Ida y venida del trabajo o la escuela
❑ Campo deportivo o complejo
❑
Otro
P200
(Pase a la pregunta #19.)
18. Ya que dijo que "no", Lqua son las razones que no ha hecho ejercicio por lo menos media hora
durante una semana normal? Elija todo lo que corresponda.
❑ Mi trabajo es flsico o trabajo duro
❑ El ejercicio no es importante para mi
D No tengo acceso a instalaciones que tiene las
cosas necesarias, como una piscina, gimnasio, o pista
❑ No tengo acceso a espacios verdes o espacio
publico abierto como un parque o caminos para
caminar o andar en bicicleta
❑ No tengo suficiente tiempo para hacer ejercicio
❑ Necesito una guarderia y no la tengo
❑ No se como encontrar comparieros de ejercicio
❑ Otro:
P201
❑ No me gusta hacer ejercicio
❑ Cuesta mucho dinero para hacer ejercicio
❑ No me siento seguro haciendo ejercicio en mi
vecindario
O No me siento seguro usando mi bicicleta o
caminando en caminos en mi vecindad
O No me siento seguro en el/los parque(s) local(es)
❑ Estoy demasiado cansado para hacer ejercicio
O Tengo una incapacidad fisica
O No se
NUTRICION Y HABITOS DE ALIMENTACION
Las siguientes preguntas son sobre su nutricibn y habitos de alimentacidn.
19. iCon qua frecuencia puede encontrar frutas y verduras frescas en su vecindario? Diria...
O Nunca E A veces 0 Generalmente ❑ Siempre 0 No se
❑ No como frutas y vegetales
20. ICon qua frecuencia son accesibles las frutas y verduras en su vecindario?
Diria...
O Nunca ❑ A veces ❑ Generalmente I_.J Siempre ❑ No se
O No compro frutas y verduras frescas en mi vecindario.
21. ,Esta satisfecho con la tienda donde compra la mayoria de frutas y verduras frescas?
O Generalmente Satisfecho ❑ Satisfecho 0 Insatisfecho ❑ Generalmente Insatisfecho
O No compro frutas y verduras frescas en mi vecindario.
22. Me gusta comer frutas y verduras.
O Muy en acuerdo El Acuerdo
0 Desacuerdo 0 Muy en desacuerdo
23. Yo consideraria cortar los alimentos que normalmente como para comer mas frutas y verduras.
❑ Muy en acuerdo ❑ Acuerdo 0 Desacuerdo ❑ Muy en desacuerdo
24. Quiero comer mas frutas y verduras para protegerme contra las enfermedades cronicas, como la
obesidad, la diabetes y el cancer.
• Muy en acuerdo 0 Acuerdo f Desacuerdo [.] Muy en desacuerdo
25. Ahora piense en la semana pasada. En los ultimos 7 dias, /cuantas veces comic comida rapida?
Incluya comida rapida comida en su trabajo, en casa o en restaurantes y comida para Ilevar. Algunos
ejemplos son McDonald's, KFC, Panda Express o Taco Bell.
# DE VECES DE LOS Ultimos 7 dias (Escriba el numero,)
119
26. Durante el mes pasado, con quo frecuencia usted tomo bebidas de frutas azucaradas, bebidas
deportivas o bebidas energeticas, tales como la Iimonada, Gatorade, Snapple, Red Bull, o Soda?
Escriba el niimero en solo una de las siguientes opciones.
Veces por dia
Veces por la semana
Veces por mes
CONEXIONES Y PRETENECER A LA COMUNIDAD
Nos gustaria saber mes acerca de sus experiencias en su comunidad y Ia Ciudad de Rancho
Cucamonga.
27. La gente en mi vecindario esten dispuestos a ayudar.
❑ Muy en acuerdo ❑ Acuerdo ❑ Desacuerdo ❑ Muy en desacuerdo
28. Me siento conectado a mi comunidad.
❑ Muy en acuerdo 0 Acuerdo
❑ Desacuerdo ❑ Muy en desacuerdo
29. Por favor diganos si usted ha hecho alguna de las siguientes opciones:
a. 4Es miembro de un grupo organizado que tato de hacer una diferencia
en Rancho Cucamonga, como una carrera a traves de una escuela, Ia
comunidad, una organizacion religiosa, o de un grupo politico?
Si
No
No se
b. 4Participado en servicio comunitario o trabajo voluntario, es decir, trabajar
sin ser pagado?
Si
No
,
No se
c. ,Trabajado con otras personas en un tema que afecta a Rancho
Cucamonga o su comunidad?
Si
No
No se
d. ,Compartido su punto de vista sobre un tema social o politica en Internet,
incluyendo correos electronicos, blogs o sitios de redes sociales?
Si
No
No se
e. ,Firmado una peticion (en papel o en linea) en apoyo de una causa que le
es importante?
Si
No
No se
f. tLee sobre temas politicos en las noticias o en el Internet?
Si
No
No se
g. ,Participado en una marcha, reunion, protesta o demostracion en un
problema nacional o local?
Si
No
No se
j
30. Ahora va a leer una serie de declaraciones. Por favor, diganos si, en general, este de acuerdo o en
desacuerdo con cada una.
120
P202
0
P203
a. Hay problemas en su comunidad o la sociedad en general que le
preocupa profundamente.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
b. Se puede hacer una diferencia en la comunidad o la sociedad en
general.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
c. En Rancho Cucamonga, todo el mundo tiene la misma
oportunidad de tener exito.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
d. La mayoria de los politicos en Rancho Cucamonga les importa
lo que la gente como usted piensa.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
e. Usted puede confiar en la acci6n policial y el derecho de hacer
lo que es correcto.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
f. Las personas de diferentes origenes etnicos son tratados por
igual en esta ciudad.
Generalmente
en Acuerdo
Generalmente
en Desacuerdo
No se
Nos gustaria saber c6mo esta implicado usted en Rancho Cucamonga.
31. A continuaci6n se muestra una lista de actividades o programas que pueden participar en Rancho
Cucamonga. Por favor, haganos saber si usted ha oido hablar o participado en alguna de las
siguientes actividades o programas Rancho Cucamonga-especificas.
------ -- --
Actividad
-r
Oido
hablar de
Participo
en
No he oido
hablar o
participado en
esta actividad
Caminar, andar en bicicleta o rutas a caballo, como el Pacific
Electric Trail, North Etiwanda Preserve Trail, Terra Vista, etc.
O
O
0
Centros de artes culturales o de actuaciOn como el Centro
Cultural Victoria Gardens, museos, teatros, etc.
o
o
0
Eventos de la comunidad, tales como peliculas o conciertos
de verano, Noche Nacional, eventos festivos, etc.
O
O
0
Mercados agricolas locales en Victoria Gardens o Terra Vista
0
0
0
The Healthy Rancho Cucamonga Initiative (Healthy RC)
0
0
0
P204
Bringing Health Home, el cual apoya a las familias con nirios
de 0-5 anos, las mujeres embarazadas y familias de bajos
ingresos a comprar alimentos saludables en los mercados
agricolas
O
O
O
Programas de Iiderazgo de Ia comunidad como Community
Champions o Youth Leaders
O
O
O
CASA (Cocinando Amigos Saludables y Alegres), el cual
proporciona educaci6n sobre nutrici6n y preparaci6n de la
comida sana para residentes de Southwest Cucamonga
0
0
0
Green Business Reconocimiento, que fomenta las prficticas
de negocios verdes y destaca los esfuerzos de sostenibilidad
de las empresas Rancho Cucamonga
0
0
0
Healthy RC Dining, que fomenta una alimentaci6n sana a
cabo mediante la colaboraci6n con los restaurantes para
identificar y promover opciones de menu saludable y
establecimientos que ofrecen alimentos saludables
O
O
O
Healthy RC Kids, que implementa cambios en el entorno que
aumentan el acceso a la alimentaci6n saludable y la actividad
fisica para reducir la obesidad infantil
0
0
0
Play & Learn Islands, que ayuda a los nirios pequenos en las
bibliotecas de Rancho construir una variedad de aprendizaje y
alfabetizaci6n habilidades para Ia vida a traves del juego
0
0
0
Safe Routes to School, que ofrece educaci6n y mejoras de
infraestructuras (aceras, carriles para bicicletas, etc.) para los
estudiantes para caminar con seguridad y convenientemente
o en bicicleta a Ia escuela
O
O
O
Wellness Pass, que anima a los adultos mayores para
mantenerse en forma y activo a traves de una membresia de
un gimnasio asequible y servicios de entrenador personal
0
0
0
SALUD MENTAL
En esta secci&n se le preguntare acerca de su salud emocional y el bienestar.
32. Durante los ultimos 30 dias, he sentido: (para las preguntas a -h, marque Ia casilla que mejor lo
describe)
De
ningun
modo
Un
poco
A
veces
La mayoria
del tiempo
Todo el
tiempo
a. Nervioso, tenso, preocupado o
ansioso
0
O
0
0
0
P205
b Estresado
0
0
0
0
0
c. Desesperanza o solos
0
0
0
0
0
d. Triste o deprimido
0
0
0
0
0
e. Pacifica / calma
0
0
0
0
0
f. Asustado
0
0
0
0
0
g. Muy saludable y Ileno de energia
0
0
0
0
0
h. Otros (por favor escriba):
0
0
0
0
0
33. En los ultimos 30 dias, zse ha sentido como si necesita avuda para problemas emocionales,
problemas de salud mental, o el uso de alcohol o drogas?
❑ Si L No (Pase a la pregunta #35)
34. En los ultimos 30 dies, ibusco avuda para problemas emocionales, problemas de salud mental, o
el uso de alcohol o drogas?
[ ] Si LI No
35. Si un amigo o miembro de la familia necesita el asesoramiento de salud mental o un problema de
abuso de drogas / alcohol, ,quo es la primera persona o lugar que le dirt a hablar con o it a? Por
favor seleccione solo una respuesta.
❑ Miembro de la familia ❑ Amigo/a
❑ Consejero o terapeuta doctor ❑ Doctor
❑ Grupo de apoyo (por ejemplo, AA. Al -Anon) ❑ Ministro / funcionario religioso
❑ Personal de la escuela (por ejemplo, un consejero, maestro, entrenador)
O Organizaci6n de la Comunidad ❑ Sanador / La medicina alternativa
❑ Servicios municipales o 211 0 Linea Directa
❑ Internet (por ejemplo, sitio web de confianza, foro, sala de chat)
❑ No se 0 Otro
DEMOGRAFICO
El siguiente grupo de preguntas son preguntas generales sobre su persona, que solo se informaran
como un resumen de todas las respuestas dadas por los participantes en la encuesta. Sus
respuestas seran anonimas.
36. IComo to describes a ti mismo? (Seleccione uno)
O Mujer 0 Hombre ❑ Transg6nero 0 No se identifique como mujer, hombre o transg6nero
O No desea responder
37. ZCuantos aiios tienes?
❑ 16- 19 ❑ 35-39
❑ 20-24 ❑ 40-44
❑ 25 - 29 ❑ 45 - 49
❑ 30-34 0 50-54
O 55 - 59
O 60 - 64
❑ 65-69
O 70-74
O 75 - 79
O 80 - 84
O 85 o mayor
38. 1La raza o el origen otnico se identifica usted? Puede elegir mas de uno.
❑ Latino o Hispano
O Blanco
O Americano negro o africano
O Indio Americano o Nativo de Alaska
❑ Asiatica, incluyendo japones, chino, coreano, vietnamita y filipina / a:
❑ Islas del Pacifico, incluyendo Nativo de Hawai, Samoa, Guam / Chamorro:
O Oriente Medio, America del firabe o del norte de Africa
❑ Otra raza que no mencionada en esta lista:
39. 4Habla un idioma distinto del inglos en casa?
❑ Si ❑ No (Pase a la pregunta #40)
39b. En caso afirmativo, iquo idioma habla en casa?
40. lCual es su estado civil actual? Seleccionar solo una.
O Nunca se ha casado / Individual 0 Divorciado
O Casado 0 Viudo
O Pareja soltera El Separado
❑ Otra:
41. /Tiene ninos menores de 18 anos para los cuales usted es el cuidador? (Incluye hijastros, nietos
u otros familiares).
❑ Si ❑ No (Pase a la pregunta #43)
42. tTiene actualmente arreglos regulares de cuidado infantil para sus hijos?
O Si ❑ No
43. LCual es el nivel mas alto de la escuela, la universidad o la formacion profesional que ha
terminatio? Seleccionar solo una.
❑ Menos del grado 9
O Grado 9-12, sin diploma
❑ Graduado de escuela secundaria (o GED equivalente)
O Grado de asociado o Formacion Profesional
O Una universidad (sin diploma)
❑ Licenciatura
O Titulo profesional
❑ Otra:
124
P2O6
44. 4Cual fue el total de los ingresos del hogar del alio pasado, antes de impuestos? Por favor,
seleccione una categoria.
• Menos de $10,000 ❑ $35,000 to $49,999
❑ $10,000 to $14,999 ❑ $50,000 to $74,999
❑ $15,000 to $24,999 ❑ $75,000 to $99,999
❑ $25,000 to $34,999 ❑ $100,000 o mas
❑ No se (pase a Ia pregunta #45)
44b. 4Cuanta personas son apoyados con este ingreso?
45. 4Cual es to situacion laboral? Marque todo lo que corresponda.
O Empleado de tiempo completo 0 Discapacitado
O Empleado de tiempo parte 0 Estudiante
O Retirado ❑ Ama de casa
❑ Fuerzas armadas (Ejercito) 0 Trabajadores por cuenta propia
El Sin trabajo durante mas de 1 of o 0 Desempleado por 1 ario o menos
Esto son todas las preguntas que tenemos. Los resultados de Ia encuesta van a ser compartidos por
Ia Ciudad de Rancho Cucamonga en los prbximos meses. Si gustarias aprender mas sobre Healthy
RC, por favor hable con Ia persona que dio esta encuesta.
iGracias por su tiempo en completar esta encuesta!
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Healthy RC Executive Leadership Team: Key Stakeholder Interview Guide
Thank you for speaking with me today. Our discussion today is a follow-up from the group discussion at the last
Executive Leadership Team meeting. If you recall, Special Service for Groups (SSG) and Mike Parmer from the
City Manager's Office presented to the Executive Leadership Team on the Healthy RC Evaluation and shared some
preliminary findings from interviews with Healthy RC Core Team members. As part of that presentation, there was
a group discussion on what you and the Executive Leadership Team felt were critical successes of Healthy RC and
how it has had an impact in the community.
If you are not already familiar with the evaluation, SSG was contracted by the City of Rancho Cucamonga to help
assess the impact Healthy RC is having on the City, the challenges experienced by those involved, and how well
the strategies are aligned to the Strategic Plan from 2014. All of the information will be put into a report that will be
made available to us and other Healthy RC partners throughout the City.
We hope these discussions will help our departments and Healthy RC develop performance measures focused
on health and continue to improve alignment with Healthy RC and the community priorities. These performance
measures can then be used in the future to continue to collect data to ensure departments are meeting their health
goals.
This interview will take approximately 20-30 minutes. Your participation today is voluntary. We encourage you to
be candid in your responses during the discussion. You do not have to answer any questions that make you feel
uncomfortable. In addition, I will be taking notes and providing them to SSG for the evaluation. SSG will not use
your names when sharing results, and your responses will not affect your relationship with Healthy RC or the City.
Do you have any questions before we start?
1. What do you think should be the expectation of our involvement with the Healthy RC Core Team?
2. What should be the expectation of integrating Healthy RC goals and strategies into our department work?
3. How can we better integrate Healthy RC goals and strategies into our department as a whole?
4. Is there anything else you want to mention before we end this interview?
Thank you very much for your time. We will provide this information to SSG and they will analyze all of the
information from this and other departments. SSG will then present the findings during future Core Team and
Executive Leadership Team meetings. Again, SSG will not share the names of who participated in the interviews.
As part of these interviews, SSG will also be sending out an e-mail soon asking the staff who participated in these
interviews to complete a short survey looking further into the level of collaboration and collectivism overall within
and among the departments. We think this can help us look at areas of best practices or improvements to help
Healthy RC continue to be effective.
Healthy RC Focus Group Protocol - Collaboration & Implementation
Thank you for coming today. My name is and I will be leading the discussion today. This is [note -taker] and 5/
he will be taking notes and may also jump in with some additional questions throughout our conversation. We are
from Special Service for Groups (SSG). We are here on behalf of the Healthy Rancho Cucamonga initiative, which
has supported some of the programs in your community with the goal of improving the overall health of Rancho
Cucamonga. The City has asked us to help them find out how well these programs have worked, challenges and
strengths of Healthy RC goals, strategies, or programs and how well everything aligns with the goals of Healthy
RC.
This is one of many conversations we're having throughout Rancho Cucamonga. We will also be having these
types of conversations with Rancho Cucamonga community members, City staff, community partners and funders
to better understand the impact Healthy RC has had. All of this information will be put into a comprehensive
report that will be made available to you and other Healthy RC partners throughout the City late next year as this
evaluation ends in June 2016.
The goal of today's discussion is to share your experiences and knowledge about the work and impact of
Healthy RC. Your participation today is voluntary. You do not have to answer any questions that make you feel
uncomfortable. We encourage you to be candid in your responses during the discussion. We will not use your
P2O9
names at all when we write the report and share our results, and your responses will not affect your relationship
with Healthy RC or any of the activities or programs you may participate in. We ask that you respect each other's
privacy and not repeat anything that is discussed today outside of this group. Finally, we ask that you respect others
when they are talking by speaking in turn, not talking over each other and silencing your cell phones. Are there
other ground rules that you would like us to include as part of our discussion today?
Great. We will record the conversation in addition to taking notes. This is so that we can describe what you say as
clearly as possible and not misrepresent what you are telling us. This will also allow us to better understand the
information from this and other focus groups and interviews we're conducting. If there is something you want to say
"off the record" we can stop the recording and continue the recording once you're done with your statement. After
this project is completed, we will delete the recording. Do we have your permission to record this interview/focus
group?
Do you have any questions before we start?
WARM-UP QUESTION (10 minutes)
Let's start with brief introductions. Please state your name, your title, the department/ organization you represent
and briefly your roles and responsibilities. [If community member, please describe what you do for work, school,
volunteer, or your role in the family.] Also let us know if you live in Rancho Cucamonga, which community you live
in and for how long.
Thank you again for being here and sharing your experience and knowledge with us. First, I'd like to start by asking
you some questions regarding your involvement with Healthy RC.
GENERAL QUESTIONS
1. Can each of you state your involvement with Healthy RC and how long you have been involved with Healthy
RC?
a. What kinds of activities do you do as part of Healthy RC? Is there a particular Healthy RC goal you are
working towards?
2. How do you see your activities and strategies meeting the Healthy RC goals? Probe: Have you ever
discussed how your activities or strategies meet the Healthy RC goals? Have you ever been oriented with
the Healthy RC goals?
3. Who participates in your Healthy RC subcommittees/activities? What communities, areas or populations do
you reach?
IMPLEMENTATION AND OUTCOMES
4. How do the plans and discussions happening in the subcommittee meetings get implemented by the
Healthy RC Initiative? What is the process to get your ideas implemented in the community?
a. How well has this process worked and what can be improved on?
5. What have been the outcomes or results of your Healthy RC goal/activities?
a. How has your subcommittee/Healthy RC activities changed participants'/residents' knowledge, attitudes,
beliefs and behaviors around [specify Healthy RC goal]?
b. How has Healthy RC or your activities influence change in health status/conditions, policy. built
environment, service structure, community engagement, or City integration of your health topic?
c. What kind of data or information are you collecting to demonstrate these changes in participants or the
community? How involved are you in collecting or validating that data or information?
d What has changed over the last three years in terms of make-up of this subcommittee? What percent of
folks are fully engaged, partially engaged, not engaged?
e. What happens after a meeting? How does follow up or accountability get planned? Who does this?
6. Are the goals of Healthy RC or your activities meeting the needs of Rancho Cucamonga residents or
stakeholders? Why or why not? What is missing?
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COLLABORATION AND RELATIONSHIPS
Now we want to talk to you about your partnerships and relationships in Healthy RC.
7. Can you describe how you first became involved in Healthy RC? What types of issues were you
addressing?
8. How has your involvement in Healthy RC changed over time? How have you seen your involvement be
a part of any decision-making or planning processes and implementation of activities? How have your
thoughts been heard in what your subcommittee or Healthy RC does to improve the health of residents?
9. How has Healthy RC evolved over time? How have priorities, goals and strategies changed? How has the
level of collaboration changed?
a. What has been the involvement of the City in this evolution or change? What role do you see the City
playing in Healthy RC? Does the City have a history of collaboration prior to Healthy RC?
10. Who do you partner with to implement your activities and to reach the Healthy RC goals? What types of
relationships have you formed as a result of working with Healthy RC? Probe: How do you partner with
other Healthy RC subcommittees? City departments? Partners outside of Healthy RC?
a. How have these partnerships or relationships evolved/grown over time?
b. How well have the partnerships/collaborations worked? What have been the challenges?
c. Can you describe the level of collaboration with partners — information sharing, event coordination and
support, planning and development of goals and strategies, etc.?
d. Do all partners share the same vision for Healthy RC? Is everyone working together to achieve a
common goal?
CHALLENGES AND STRENGTHS
Let's talk about some of the challenges and strengths of Healthy RC.
11. What have you seen as some of the challenges in Healthy RC? What challenges does your subcommittee
face? How do you address these challenges? What barriers has the group overcome?
a. How are meetings organized? How well informed do you feel after attending meetings? What more
would you like to learn or do while in meetings?
b. Do you feel you have a sufficient understanding of your Healthy RC goal or the purpose and vision
of Healthy RC? Do you feel this would help you be more effective in planning or implementing your
activities? Would this help partners/subcommittees be more focused? How has the Strategic Plan
helped to bring people together around a common vision and goals?
12. What has worked well within the Healthy RC initiative? What have been some emerging best practices that
you can share with others throughout Healthy RC?
13. What have been some of the successes of Healthy RC, you r subcommittee or your activities? Please
describe the success stories that you have seen as a result of Healthy RC?
WRAP-UP QUESTION
14.What would you ultimately like to see as a result of Healthy RC? What changes in health outcomes/
conditions, policy, environment, institutions, or community engagement would you like to see?
Anything else you want to share with us that we didn't ask about before we end this focus group/interview?
Thank you for sharing your thoughts with us today. We really appreciate you taking the time to participate in our
discussion. We will continue to do focus groups and interviews, as well as analyze this information over the next
few months. We will share our preliminary findings with everyone early next year to make sure our findings our
accurate.
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Key Stakeholder Interview - Healthy RC Partners
Thank you for speaking with us today. My name is Maya Dunne and I will be leading our discussion today. This
is [note -taker] and s/he will be taking notes and may also jump in with some additional questions throughout our
conversation. If you are not already familiar with us, we are from Special Service for Groups (SSG) and Maya
Dunne and Associates. We have been contracted by the City of Rancho Cucamonga to help assess the impact
Healthy Rancho Cucamonga is having on the City. As you may already know, Healthy Rancho Cucamonga is a
comprehensive community health initiative with the goal of improving the overall health of Rancho Cucamonga
residents. As part of that initiative, they are working with several if not all the City departments and many others to
achieve this goal.
This is one of many conversations we're having. To date, we have had interviews with key City staff. We will also be
having focus groups and interviews with Rancho Cucamonga residents, planners, and others to better understand
the reach of Healthy RC, its impact, the challenges experienced by those involved, and how well the strategies are
aligned to the Strategic Plan from 2014. All of the information will be put into a report that will be made available to
you and other Healthy RC partners throughout the City.
The focus of today's discussion is to gauge how Rancho Cucamonga is doing up to this date in terms of Healthy
Community goals, and your perspective on their work. We will ask how these goals and activities our impacting
health. We will then use this information to help City understand its round health and developing performance
measures that make sense for each department. These performance measures can then be used in the future to
continue to collect data to ensure departments are meeting their health goals and continue to strategically align
themselves with the Health RC goals.
Your participation today is voluntary. You do not have to answer any questions that make you feel uncomfortable.
We encourage you to be candid in your responses during the discussion. We will not use your names when we
write reports and share results, and your responses will not affect your relationship with Healthy RC or any of the
programs you may participate in. In addition, we will record the conversation in addition to taking notes. We are
recording to make sure that we capture what you say accurately. Also, if there is something you want to say off the
record, we can stop the recording and turn it back on once you are done with your statement. After our notes are
complete, we will delete the recording. Are you okay with us recording the conversation?
Do you have any questions before we start?
Evaluation Questions:
1. What ways have you been involved in the development of the RC key strategies?
2. What are the emerging policies and priorities for the City? The region?
3. What are the existing local and regional efforts that promote health and wellness?
4. How are partners and City departments aligning efforts with HRC strategic plan and policy changes?
5. What would you like to see as a result of HRC (outcomes)? What is most important for you?
6. What challenges have you seen in the process of RC trying to improve the City?
7. What barriers has RC removed or moved beyond?
8. How would you rate RC in terms of meeting the goals of X compared to other cities across the country?
Key Stakeholder Interview: Healthy RC Core Team
Thank you for speaking with us today. My name is _ and I will be leading our discussion today. This is
[note -taker] and s/he will be taking notes and may also jump in with some additional questions throughout our
conversation. If you are not already familiar with us, we are from Special Service for Groups (SSG). We have been
contracted by the City of Rancho Cucamonga to help assess the impact Healthy Rancho Cucamonga is having on
the City. As you may already know, Healthy Rancho Cucamonga is a comprehensive community health initiative
with the goal of improving the overall health of Rancho Cucamonga residents. As part of that initiative, they are
working with several if not all the City departments and many others to achieve this goal.
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This is one of many conversations we're having throughout Rancho Cucamonga. We will also be having focus
groups and interviews with Rancho Cucamonga residents, planners, funders and others to better understand the
reach of Healthy RC, its impact, the challenges experienced by those involved, and how well the strategies are
aligned to the Strategic Plan from 2014. All of the information will be put into a report that will be made available to
you and other Healthy RC partners throughout the City.
The focus of today's discussion, however, is to help your department and Healthy RC derive performance
measures focused on health. We will ask questions about your department's strategic goals and activities, how
these goals and activities our impacting health and how well they are aligned with the Healthy RC goals. We will
then use this information to help the department staff have a larger conversation with the Executive Leadership
Team around health and developing performance measures that make sense for each department. These
performance measures can then be used in the future to continue to collect data to ensure departments are
meeting their health goals and continue to strategically align themselves with the Health RC goals.
Your participation today is voluntary. You do not have to answer any questions that make you feel uncomfortable.
We encourage you to be candid in your responses during the discussion. We will not use your names when we
write reports and share results, and your responses will not affect your relationship with Healthy RC or any of the
programs you may participate in. In addition, we will record the conversation in addition to taking notes. We are
recording to make sure that we capture what you say accurately. Also, if there is something you want to say off the
record, we can stop the recording and turn it back on once you are done with your statement. After our notes are
complete, we will delete the recording. Are you okay with us recording the conversation?
Do you have any questions before we start?
WARM-UP QUESTIONS
Let's start with brief introductions - Please state your first name, your department, how long you have been with
your department and your role in your current position.
Can you also state your involvement with Healthy RC (if any) and how long you have been involved?
Thank you for sharing. Before getting into the core questions, I want us to have a common understanding when
we discuss health. You may have heard us discuss this during the Core Team meeting a few weeks ago. There
are many factors that influence our health: where we live, work and play; what we eat; and what we are exposed
to. There are social, environmental and individual factors that influence our health at multiple levels as well as the
opportunity to make healthy choices. In other words, we see all factors influencing our health in some way. We also
see that the different activities implemented by each City department also influence health in some way. With that,
we'll get into the questions.
1. Please describe the overall goals and priorities of your department. (Note: the interviewer can also refer to
the General Plan or other materials provided by each department)
2. I hear some aspects of health in the goals and priorities you are describing. For instance, (please refer
to specific areas described by interviewee or from the General Plan). How do you see these goals and
priorities connected to health? What are some key strategies that demonstrate this connection between
your department goals and health?
If health wasn't specifically addressed, then ask: how have the areas with some aspect of health been
incorporated into your department goals and objectives?
a. What did that process of incorporating health looked like or how did that happen? When did it happen?
Who was involved?
130
b. What were some of challenges of incorporating health or these aspects of health?
c. What was the critical point or pivotal moment that made decision makers incorporate health or aspects
of health into the work your department does?
3. How is your department connecting with other departments in general? Please describe the level of
collaboration, information sharing, event coordination and support, planning and development of goals
and strategies, etc. How were those relationships initiated? What have been some of the challenges to
connecting or collaborating with other departments? (collaboration questions)
a. Is there any difference in connecting or collaborating with other departments or partners with regards to
Healthy RC?
4. Earlier you described some strategies that demonstrated the connection between your department goals
and health. For example, (state the examples the interviewee provided). What are some opportunities and
challenges you anticipate in implementing these strategies? (e.g., drought's impact on park usage, state
funding availability, connecting with outside partners, etc.)
5. What type of data are you currently collecting? How often are you collecting this data? (continue with
probing questions if they are collecting data)
a. What stories are you trying to tell with this data, or what hypotheses are you trying to prove? Who are
you sharing or planning to share this data with?
b. What questions are you interested in based on this data? How can we support you in tracking data that
is most meaningful to you?
c. Based on this data, what do you think is the impact of these programs on community health?
Is there anything else you wanted to mention before we end this interview?
Thank you very much for your time. We will compile and analyze all of the information the other departments have
provided us and present our findings at the next Core Team meeting in October or November. We will also be
sending out an e-mail in the next week or two asking the staff who participated in these interviews to complete
a short survey for us looking further into the level of collaboration and collectivism overall within and among
the departments. We think this can help us look at areas of best practices or improvements to help Healthy RC
continue to be effective.
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Social Network Analysis - Executive Leadership Team
The success of Healthy RC depends on collaboration among City departments to include
health as one of their goals and priorities. Collaboration is a process that builds upon the
relationships that bring departments and organizations together around a common goal.
With this survey, we want to find out how much collaboration is happening already as well
as identify opportunities to build additional strategic partnerships between departments.
The results also become the baseline that we can use to track the growth of Healthy RC in
the next few years.
We appreciate your candid responses to the questions. We assure you that we will share
this data as a collective, and we will not link your name to the data. This survey will take
approximately 15 minutes. Thank you in advance for your participation.
First & Last name:
What is the title of your position?
Which department do you currently work in?
How many years and/or months have you worked in this department?
How many years and/or months have you participated in Healthy RC?
How often do you attend Healthy RC Executive Leadership Team meetings?
El Always El Sometimes ERarely El Never
How often do you attend Healthy RC Steering Committee meetings?
❑Always El Sometimes ❑Rarely El Never
For each of the following departments, please mark all the responses that apply.
In the last 5 years, what has been your level of collaboration with each of these
departments? If you have worked in multiple departments within the past 5 years, please
respond only considering the department you currently work in.
Department
My
departm
ent has
worked
with this
departm
ent.
This
departme
nt has
supported
our events
or
programs.
Our
departme
nt has
supported
their
events or
programs.
We have
planned
events or
programs
together
where we
are equal
partners.
This
department
has
consulted us
in their
planning
and the
development
of their
goals and
strategies.
Our
department
has consulted
them in our
planning and
the
development
of our goals
and
strategies.
Our
departmen
is have
shared
data with
each other.
My
department
has not
worked with
this
department.
Administrative
Services
Animal Care
and Services
Building and
Safety
City Clerk's
Office
City Manager's
Office
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Community
Services
Department
And I can think
of at least one
person by name.
Name up to 3
people
But I can't recall their
name or I don't know it.
I don't feel comfortable
going to anyone in this
department or I don't
know anyone in this
department.
Administrative Services
Dept. of
Innovation &
Technology
(DoIT; formerly
GIS &
Information
Services)
Animal Care and Services
Building and Safety
Economic
Development
City Clerk's Office
City Manager's Office
Engineering
Department
(Environmental,
Traffic, etc.)
Community Services
Department
Dept. of Innovation &
Technology (DoIT; formerly
GIS & Information Services)
Finance
Economic Development
Fire District
Finance
Human
Resources
Library
Services
Planning
Department
Police
Department
Public Works
Department
Purchasing
Division
Special Districts
Division
We want to understand more about who you go to in each department when you need help
in general (e.g., referring residents or constituents to services they need, asking for data
that you need, sharing potential ideas to collaborate, etc.). This will help us understand
more about the relationships that exist between various departments.
If I need help from this department, there is someone who I feel comfortable going to for
support who I know will help me... (Please list up to 3 people per department.)
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133
And I can think
of at least one
person by name.
Name up to 3
people
But I can't recall their
name or I don't know it.
I don't feel comfortable
going to anyone in this
department or I don't
know anyone in this
department.
Administrative Services
Animal Care and Services
Building and Safety
City Clerk's Office
City Manager's Office
Community Services
Department
Dept. of Innovation &
Technology (DoIT; formerly
GIS & Information Services)
Economic Development
Engineering Department
(Environmental, Traffic, etc.)
Finance
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Fire District
Strongly
Disagree
Disagree
Neutral,
No
Opinion
Agree
Human Resources
Our City departments have a history of
working together.
1
2
3
Library Services
5
Leaders in this community who are not part
of Healthy RC seem hopeful about what we
can accomplish.
1
2
Planning Department
4
5
The political and social climate is "right" for
Healthy RC.
1
Police Department
3
4
5
I have a lot of respect for the other people
involved in Healthy RC.
Public Works Department
2
3
4
5
Purchasing Division
1
2
3
4
Special Districts Division
All the departments that we need to be
members of the Healthy RC collaborative
have become members of the group.
1
2
3
Lastly, we want to understand about the Healthy RC Executive Leadership Team as a
whole. Please read each statement and select the appropriate response on a scale from 1 to
5.
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Strongly
Disagree
Disagree
Neutral,
No
Opinion
Agree
Strongly
Agree
Our City departments have a history of
working together.
1
2
3
4
5
Leaders in this community who are not part
of Healthy RC seem hopeful about what we
can accomplish.
1
2
3
4
5
The political and social climate is "right" for
Healthy RC.
1
2
3
4
5
I have a lot of respect for the other people
involved in Healthy RC.
1
2
3
4
5
The people and/or departments involved in
Healthy RC represent a cross section of
those who have a stake in what we are
trying to accomplish.
1
2
3
4
5
All the departments that we need to be
members of the Healthy RC collaborative
have become members of the group.
1
2
3
4
5
My department has benefited from being
involved in the Healthy RC collaborative.
1
2
3
4
5
The level of commitment among Healthy RC
members is high.
1
2
3
4
5
When Healthy RC makes major decisions,
there is always enough time for members to
take information back to their departments
to confer with their colleagues about what
the decision should be.
1
2
3
4
5
Each of the people who participate in
decisions in Healthy RC can speak for the
entire department they represent, not just a
part.
1
2
3
4
5
There is a lot of flexibility when decisions
are made; people are open to discussing
different options.
1
2
3
4
5
Members of the Healthy RC Executive
Leadership Team are open to different
approaches to how we can do our work. They
are willing to consider different ways of
1
2
3
4
5
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working.
People in the Healthy RC collaborative have
a clear sense of their roles and
responsibilities.
1
2
3
4
5
There is a clear process for making decisions
among the partners in the Healthy RC
collaborative.
1
2
3
4
5
We are currently able to keep up with the
work necessary to coordinate all the people,
organizations, and activities related to the
Healthy RC initiative.
1
2
3
4
5
Healthy RC is able to adapt to changing
conditions, such as fewer funds than
expected, changing political climate, or
change in leadership.
1
2
3
4
5
Healthy RC has the ability to survive even if
it had to make major changes in its plans or
add some new members in order to reach its
goals.
1
2
3
4
5
People in the Healthy RC collaborative
communicate openly with one another.
1
2
3
4
5
I am informed as often as I should be about
what goes on in Healthy RC.
1
2
3
4
5
The people who lead the Healthy RC
collaborative communicate well with the
members and partners.
1
2
3
4
5
I personally have informal conversations
about the Healthy RC initiative with others
who are involved in this collaborative.
1
2
3
4
5
People in my department support what I do
with Healthy RC.
1
2
3
4
5
I have a clear understanding of what
Healthy RC is trying to accomplish.
1
2
3
4
5
People in our Healthy RC collaborative
know and understand the Healthy RC goals.
1
2
3
4
5
The people in Healthy RC are dedicated to
the idea that we can make this project work.
1
2
3
4
5
My ideas about what we want to accomplish
with the Healthy RC initiative seem to be
the same as the ideas of others.
1
2
3
4
5
What we are trying to accomplish with
Healthy RC would be difficult for any single
department to accomplish by itself.
1
2
3
4
5
The people leading Healthy RC in the City
Manager's Office have good skills for
working with other people, departments,
and organizations.
1
2
3
4
5
Thank you for taking the time to complete this survey. The Research and Evaluation Unit
from SSG will analyze this information and share this back with you at a future meeting.
Should you have any questions, please feel free to contact Art Garcia, MPH by e-mail at
agarciafassg.org or by phone at (213) 223-0616.
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Social Network Analysis - Healthy RC Core Team
The success of Healthy RC depends on collaboration among City departments to include
health as their goals and priorities. With this survey, we want to find out how much
collaboration is happening already as well as identify opportunities to build additional
strategic partnerships between departments. The results also become the baseline that we
can use to track the growth of Healthy RC in the next few years.
We appreciate your candid responses to the questions. We assure you that we will share
this data as a collective, and we will not link your name to the data. This survey will take
approximately 15 minutes. Thank you in advance for your participation.
Your name:
Which department do you work in?
What is the title of your position?
How many years have you worked in this department?
How many years have you participated in Healthy RC?
How often do you attend Healthy RC Steering Committee meetings?
❑Always ❑Sometimes ❑Rarely ❑Never
For each of the following departments, please mark all the responses that apply.
In the last 5 years, what has been your level of collaboration with each of these
departments? If you have worked in multiple departments within the past 5 years, please
respond according to the department you currently work in.
Department
This
department
has
supported
our events
or
programs.
Our
department
has
supported
their events
or
programs.
We have
planned
events or
programs
together
where we
are equal
partners.
This
department
has
consulted us
in their
planning and
the
development
of their goals
and
strategies.
Our
department
has
consulted
them in our
planning and
the
development
of our goals
and
strategies.
Our
departments
have shared
data with
each other.
My
department
has not
worked
with this
department.
Administrative
Services
Animal Care and
Services
Building and
Safety
City Clerk's
Office
Community
Services
Department
Dept. of
Innovation &
Technology
(DoIT; formerly
GIS &
Information
136
P218
Services)
Name up to 3 people
I don't feel comfortable going to anyone in
this department or I don't know anyone in
this department.
Administrative Services
Animal Care and Services
—Economic
Development
Building and Safety
City Clerk's Office
Community Services Department
Engineering
Department
(Environmental,
Traffic, etc.)
Dept. of Innovation & Technology
(DoIT; formerly GIS & Information
Services)
—Economic Development
Finance
Finance
Fire District
Fire District
Human Resources
Library Services
Planning Department
Human
Resources
Police Department
Public Works Department
Library Services
Special Districts Division
Planning
Department
Police
Department
Public Works
Department
Purchasing
Division
Special Districts
Division
We want to understand more about who you go to in each department when you need help
planning events or programs, sharing data and information, or consulting with others to
develop goals and strategies. Who in each department do you feel comfortable going to and
know they will help you? (Please list up to 3 people per department.)
P219
137
Name up to 3 people
I don't feel comfortable going to anyone in
this department or I don't know anyone in
this department.
Administrative Services
Animal Care and Services
Building and Safety
City Clerk's Office
Community Services Department
Dept. of Innovation & Technology
(DoIT; formerly GIS & Information
Services)
—Economic Development
Engineering Department
(Environmental, Traffic, etc.)
Finance
Fire District
Human Resources
Library Services
Planning Department
Police Department
Public Works Department
Purchasing Division
Special Districts Division
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137
Lastly, we want to understand about the Healthy RC Core Team as a whole. Please read
each statement and select the appropriate response on a scale from 1 to 5.
P220
Strongly
Disagree
Disagree
Neutral,
No
Opinion
Agree
Strongly
Agree
Our City departments have a history of
working together.
1
2
3
4
5
I have a lot of respect for the other people
involved in Healthy RC.
1
2
3
4
5
My department has benefited from being
involved in the Healthy RC collaborative.
1
2
3
4
5
The level of commitment among Healthy RC
members is high.
1
2
3
4
5
When Healthy RC makes major decisions,
there is always enough time for members to
take information back to their departments
to confer with their colleagues about what
the decision should be.
1
2
3
4
5
There is a lot of flexibility when decisions
are made; people are open to discussing
different options.
1
2
3
4
5
Members of the Healthy RC Core Team are
open to different approaches to how we can
do our work. They are willing to consider
different ways of working.
1
_
2
3
4
5
People in the Healthy RC collaborative have
a clear sense of their roles and
responsibilities.
1
2
3
4
5
There is a clear process for making decisions
among the partners in the Healthy RC
collaborative.
1
2
3
4
5
We are currently able to keep up with the
work necessary to coordinate all the people,
organizations, and activities related to the
Healthy RC initiative.
1
2
A
3
4
5
People in the Healthy RC collaborative
communicate openly with one another.
1
2
3
4
5
The people who lead the Healthy RC
collaborative communicate well with the
members and partners.
1
2
3
4
5
I personally have informal conversations
about the Healthy RC initiative with others
who are involved in this collaborative.
1
2
3
4
5
People in my department support what I do
with Healthy RC.
1
2
3
4
5
I have a clear understanding of what
Healthy RC is trying to accomplish.
1
2
3
4
5
People in our Healthy RC collaborative
know and understand the Healthy RC goals.
1
2
3
4
5
My ideas about what we want to accomplish
with the Healthy RC initiative seem to be
1
2
3
4
5
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the same as the ideas of others.
What we are trying to accomplish with
Healthy RC would be difficult for any single
department to accomplish by itself.
1
2
3
4
5
The people leading Healthy RC in the City
Clerk's Office have good skills for working
with other people, departments, and
organizations.
1
2
3
4
5
Thank you for taking the time to complete this survey. The Research and Evaluation Unit
from SSG will analyze this information and share this back with you at a future meeting.
Should you have any questions, please feel free to contact Art Garcia, MPH by e-mail at
agarcia@ssg.org or by phone at (213) 553-1800 ext. 1820.
139
Social Network Analysis - Steering Committee & Subcommittees
The success of Healthy RC depends on collaboration among City departments, community
stakeholders and residents to include health as one of their goals and priorities.
Collaboration is a process that builds upon the relationships that bring departments,
organizations, businesses and residents together around a common goal. With this survey,
we want to find out how much collaboration is happening already as well as identify
opportunities to build additional strategic partnerships between the City and community.
The results also become the starting point that we can use to track the growth of Healthy
RC in the next few years.
We appreciate your truthful responses to the questions. We assure you that we will share
this data as a collective, and we will not link your name to the information you provide.
This survey will take approximately 15 minutes to complete. Thank you in advance for your
participation.
Which stakeholder group do you most identify with? Please choose only one stakeholder
group that best represent or is your primary role.
Drop down: Academic Institution, City or County Government (Staff, elected officials),
Community -Based Organization, Small Business, Faith -based Organization, Healthcare
Provider, Private Business, Public Health Department, School or School District, Resident,
Other specify.
How many years and/or months have you participated in Healthy RC?
How often do you attend Healthy RC Steering Committee meetings?
❑Always ❑Sometimes ❑Rarely ❑Never
Healthy RC is made up of many committees and subcommittees working together to
collectively improve health in Rancho Cucamonga. In the past year, have you participated
in any of the following Healthy RC Committees and/or Subcommittees? Please select all
that apply.
Options: Core Team, Communications, Community Champions, Economic Development,
Executive Leadership Team, Evaluation, Green Team, Healthy Eating Active Living,
Mental Health, Youth Leaders, I don't participate in any of these Committees or
Subcommittees.
How often do you attend each of the Healthy RC Committee and/or Subcommittee
meetings?
❑Always ❑Sometimes ❑Rarely ❑Never
In what other ways do you participate in Healthy RC? Options?
How satisfied are you with your involvement in Healthy RC Steering Committee or
Subcommittee meetings?
❑Completely satisfied ❑ Mostly satisfied ❑Somewhat satisfied ❑Not at all satisfied
How satisfied are you with your involvement in Healthy RC overall?
❑Completely satisfied ❑Mostly satisfied ❑Somewhat satisfied ❑Not at all satisfied
140
P222
Do you participate in other collaboratives or networks outside of Healthy RC? Please name
and briefly describe the collaboratives or networks you participate in.
For each of the following departments, please mark all the responses that apply.
In the past year, what has been your level of collaboration with each of these committees?
Department
My
committee
has worked
with this
committee.
This
committee
has
supported
our
events or
programs.
Our
committee
has
supported
their
events or
programs.
We have
planned
events or
programs
together
where we
are equal
partners.
This
committee
has
consulted us
in their
planning
and the
development
of their
goals and
strategies.
Our
committee
has
consulted
them in our
planning
and the
development
of our goals
and
strategies.
Our
committees
have
shared
data with
each other.
My
committee
has not
worked
with this
committee.
Core Team
Communications
Community
Champions
Economic
Development
Executive
Leadership Team
Evaluation
Green Team
Healthy Eating
Active Living
Mental Health
Steering
Committee
Youth Leaders
We want to understand more about who you go to in each committee when you need help in
general (e.g., referring residents or constituents to services they need, asking for data that
you need, sharing potential ideas to collaborate, etc.). This will help us understand more
about the social networks that exist between various committees. The following section
focuses on different relationships within Healthy RC. Each question requires you to
estimate the amount of interaction that has occurred with each Healthy RC member. Write
the names of each team member you know in the space provided. For each member or
question, select the most applicable answer for each person. It is important that you answer
every question. If no response seems appropriate, choose the response that appears `most'
appropriate. Note that some of the questions are very similar. Please read each question
carefully.
If you need help, who in each committee do you feel comfortable going to for support and
know they will help you? (Please list up to 3 people per committee.)
P223
141
I can think of at
least one person
by name.
Name up to 3
people
I can't recall their name
or I don't know it.
I don't feel comfortable
going to anyone in this
committee or I don't know
anyone in this committee.
Core Team
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141
Communications
Strongly
Disagree
Disagree
Neutral,
No
Opinion
Agree
Community Champions
Our City has a history of working together.
1
2
3
Economic Development
5
Trying to solve problems through
collaboration has been common in Rancho
Cucamonga. It's been done a lot before.
1
2
Executive Leadership Team
4
5
Leaders in this community who are not part
of Healthy RC seem hopeful about what we
can accomplish.
1
Evaluation
3
4
5
The political and social climate is "right" for
Healthy RC.
Green Team
2
3
4
5
Healthy Eating Active Living
1
2
3
4
Mental Health
The people and/or City committees involved
in Healthy RC represent a cross section of
those who have a stake in what we are
trying to accomplish.
1
2
3
Steering Committee
5
All the committees, community
organizations and community leaders that
we need to be members of the Healthy RC
collaborative have become members of the
group.
1
2
Youth Leaders
4
5
My committee, organization or I have
benefited from being involved in the Healthy
RC collaborative.
1
Lastly, we want to understand the Healthy RC Partnership as a whole. Please read
each statement and select the appropriate response.
142
P224
Strongly
Disagree
Disagree
Neutral,
No
Opinion
Agree
Strongly
Agree
Our City has a history of working together.
1
2
3
4
5
Trying to solve problems through
collaboration has been common in Rancho
Cucamonga. It's been done a lot before.
1
2
3
4
5
Leaders in this community who are not part
of Healthy RC seem hopeful about what we
can accomplish.
1
2
3
4
5
The political and social climate is "right" for
Healthy RC.
1
2
3
4
5
I have a lot of respect for the other people
involved in Healthy RC.
1
2
3
4
5
The people and/or City committees involved
in Healthy RC represent a cross section of
those who have a stake in what we are
trying to accomplish.
1
2
3
4
5
All the committees, community
organizations and community leaders that
we need to be members of the Healthy RC
collaborative have become members of the
group.
1
2
3
4
5
My committee, organization or I have
benefited from being involved in the Healthy
RC collaborative.
1
2
3
4
5
i
The level of commitment among Healthy RC
members is high.
1
2
3
4
5
When Healthy RC makes major decisions,
there is always enough time for members to
take information back to their committees,
organizations or community to speak with
their colleagues/friends about what the
decision should be.
1
1
2
3
4
5
Each of the people who participate in
decisions in Healthy RC can speak for the
entire committee, organization or
community they represent, not just a part.
1
2
3
4
5
142
P224
There is a lot of flexibility when decisions
are made; people are open to discussing
different options.
1
2
3
4
5
Members of the Healthy RC Steering
Committee are open to different approaches
to how we can do our work. They are willing
to consider different ways of working.
1
2
3
4
5
People in the Healthy RC collaborative have
a clear sense of their roles and
responsibilities.
1
2
3
4
5
There is a clear process for making decisions
among the partners in the Healthy RC
collaborative.
1
2
3
4
5
We are currently able to keep up with the
work necessary to coordinate all the people,
organizations, and activities related to the
Healthy RC initiative.
1
2
3
4
5
Healthy RC is able to adapt to changing
conditions, such as fewer funds than
expected, changing political climate, or
change in leadership.
1
2
3
4
5
Healthy RC has the ability to survive even if
it had to make major changes in its plans or
add some new members in order to reach its
goals.
1
2
3
4
5
People in the Healthy RC collaborative
communicate openly with one another.
1
2
3
4
5
I am informed as often as I should be about
what goes on in Healthy RC.
1
2
3
4
5
The people who lead the Healthy RC
collaborative communicate well with the
members and partners.
1
2
3
4
5
I personally have informal conversations
about the Healthy RC initiative with others
who are involved in this collaborative.
1
2
3
4
5
People in my committee, organization or
community support what I do with Healthy
RC.
1
2
3
4
5
I have a clear understanding of what
Healthy RC is trying to accomplish.
1
2
3
4
5
People in our Healthy RC collaborative
know and understand the Healthy RC goals.
1
2
3
4
5
The people in Healthy RC are dedicated to
the idea that we can make this project work.
1
2
3
4
5
My ideas about what we want to accomplish
with the Healthy RC initiative seem to be
the same as the ideas of others.
1
2
3
4
5
What we are trying to accomplish with
Healthy RC would be difficult for any single
committee, organization or partner to
accomplish by itself.
1
2
3
4
5
The people leading Healthy RC in the City
Manager's Office have good skills for
1
2
3
4
5
P225
143
working with other people, committees, and
organizations.
We would like to know who participated in this survey. As a reminder, we will not share
your name with anyone and will share the results as a collective.
First & Last name:
Organization (if applicable):
Title or position:
Thank you for taking the time to complete this survey. The Research and Evaluation Unit
from SSG will analyze this information and share this back with you at a future meeting.
Should you have any questions, please feel free to contact Art Garcia, MPH by e-mail at
agarcia@ssg.org or by phone at (213) 553-1800 ext. 1820.
144
P226
Appendix V: Community Health Survey Respondent Demographics
Table 1. Basic Demographic Characteristics of Survey Respondents
Characteristic % of Total
Zip Codes Represented
91701 25.6%
91729 0.2%
91730 39.4%
91737 13.1%
91739 21.4%
92336 0.3%
Gender
Female 73.2%
Male 24.1%
Transgender 0.2%
Do not identify as female, male, or transgender 0.2%
Age
16 -19 3.7%
20-24 3.3%
25 - 29 2.9%
30-34 98%
35 - 39 9.0%
40 - 44 10.2%
45 - 49 9.4%
50 - 54 12.9%
55 - 59 10.2%
60-64 12.5%
65 - 69 7.8%
70 - 74 5.9%
75 - 79 1.2%
80 84 0.8%
85 or older 0.4%
Race and Ethnicity
Latino or Hispanic 30.3%
White 55.6%
Black or African American 3.9%
American Indian or Alaska Native 1.6%
Asian including Japanese, Chinese, Korean, Vietnamese, and Filipino/a 8.6%
Pacific Islander including Native Hawaiian, Samoan, Guamanian/ Chamorro 0.2%
Middle Eastern, Arab American or North African 1.6%
Other 5.5%
P227
145
P228
Languages Spoken at Home
English 75.3%
Spanish 62.2%
Chinese - Mandarin, Cantonese, or Toisan 7.8%
Filipino - Taglog or Ilocano 6.7%
Indonesian 2.2%
Korean 2.2%
Thai 2.2%
Other 13.3%
Marital Status
Never Married/Single 12.7%
Divorced 10.0%
Married 64.8%
Widowed 5.7%
Unmarried partner 3.1%
Separated 0.8%
Other 2.9%
Do you have children under the age of 18 for which you are the caretaker?
Yes 37.7%
No 62.3%
Education Levels
Less than 9th grade 1.6%
9 -12th grade, no diploma 3.1%
High school graduate (or GED/ equivalent) 9.6%
Associate's Degree or Vocational Training 13.5%
Some college (no degree) 19.1%
Bachelor's degree 24.4%
Graduate or professional degree 24.8%
Other (please specify) 3.9%
Annual Household Income
Less than $10,000 3.5%
$10,000 to $14,999 3.5%
$15,000 to $24,999 2.7%
$25,000 to $34,999 4.7%
$35,000 to $49,999 7.2%
$50,000 to $74,999 12.7%
$75,000 to $99,999 12.9%
$100,000 or more 34.4%
Employment Status
Employed full-time 43.3%
Employed part-time 12.7%
Retired 20.5%
Unemployed for more than 1 year 2.9%
146
Unemployed for 1 year or less 2.3%
Disabled 2.7%
Student 3.3%
Homemaker 9.0%
Self-employed 3.3%
P229
P230
•
P231
P232
R1Ncn0
Ct.oA\IO\GA
The Healthy RC community planning process was facilitated by the
City of Rancho Cucamonga, City Manager's Office.
www.HealthyRC.com • www.CityofRC.us
10500 Civic Center Dr., P.O. Box 807, Rancho Cucamonga, CA 91730 • (909) 477-2700
12: Healthy RC Evaluation Plan:
A Road Map for Promoting Health,
Equity, & Sustainable Change in
Rancho Cucamonga
City Council Meeting
March 1, 2017
Healthy Rancho Cucamonga - a community where all generations lead
vibrant, he ppy lives
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Background & History
Healthy RC Organizational Chart
Community
Community Executive
Committee
Green Team
�.
4
Economic
Development
Advisory
Committee
Core Team
Q.
-we healthy RC
Youth Leaders
(Healthy RC
Steering
community- Committee Re
laaSed
04
re_ •`
Community
ty •
11x4.'' Champions
Healthy Eating Education &Community
& Active Living Family Support Connections
BODY . & Safety
City Manager's
Office
Priorities
Community
Healthy
Aging
r•r
or
Mental Disaster Clear Economic
lealth 1111P Resiliency Ire Er .irenmcnt ''' Development
CITY OF RANCHO CUCAMONGA
Why Evaluate?
City of Ran ho r'ucamonga CenE _Is Tracts
—T
7 to
2
\4
3
V 91701
5
6
0
22
91i
8
10
91739
12
13
16
17
15
-20
23 25
91730
4-0104k-
FfJ'%,fit ,
Healthy RC Strategic Plan
Community's Health Priorities
r 41°
Community Connections
& Safety
Education & Family Support
Economic Development
Evaluation Plan Goals
1. Assess HRC's collaboration and readiness to
inform future implementation and evaluation
2. Provide baseline data related to specific health
indicators that are aligned with HRC strategies
3. Assess Healthy RC's impact on community health
improvement to date and
4. Provide a framework and plan for future
evaluation activities.
Evaluation Team
Maggie Hawkins
Barbara Marino
Irene Chisholm
Kirbee Brooks
Erika Lewis -Huntley
James Scheu
PBH
Patners kx Better Hedth
Youth Accountability Board
Bree Hemingway
Jordan Riddle
Mike Parmer
ube rambila
SAN ANTONIO REGIONAL HOSPITAL
CLAREMONT GRADUATE UNIVERSITY
tr��7 SCHOOL OF
l' COMMUNITYAND
GLOBAL HEALTH
SAI63 EU
COUNTY
Public Health
Evaluation Approach
• Mixed-methods approach
• Secondary data collection
• Literature review
• Key stakeholder interviews
• Focus groups
• Social network analysis
• Program and policy inventory
• Community health survey
• Community involvement
• Evaluation Subcommittee, Healthy RC Steering
Committee, Community Champions, Healthy RC Youth
Leaders
Timeline and Methods
7 Discovery &
Planning
2015
Evaluation
Capacity
Building
Outcome
Assessment
( Collaborative I Readiness
Assessment Assessment
i \
Healthy RC
Evaluation
Plan
2017
Good News!
Healthy RC is Working!
• Population Health —reductions in obesity rates,
heart disease, suicide, traffic crashes, and asthma
• Healthy Behaviors —physical activity, nutrition,
community connections, engagement, and
empowerment
• Collaboration —shared vision, inclusion at all levels,
meaningful and deep relationships, and impacts on
the health and wellness of the community
Childhood Obesity
13%
Overweight Students
7-12%
Dart Disease
20%
Diabetes
14%
Cancer
1
Res inception in 2008-09
Investment
in
Community
Programs
$1.00 = 54.80
invested return
CITY OF RANCHO CUCAMONGA
Recommendation
• Adopt the Healthy RC Evaluation Plan:
A Road Map for Promoting Health, Equity, &
Sustainable Change in Rancho Cucamonga
QUESTIONS?
P233
CITY OF RANCHO CUCAMONGA
DATE:
TO:
FROM:
INITIATED BY:
SUBJECT:
March 1, 2017
Mayor and Members of the City Council
John R. Gillison, City Manager
Candyce Burnett, City Planner
Tom Grahn, Associate Planner
STAFF REPORT
Consideration to approve Development Agreement Amendment
DRC2017-00101, an amendment to Development Agreement
DRC2014-00610 between the City of Rancho Cucamonga and 7418
Archibald, LLC, to remove a statement providing for subordination
of the Development Agreement to deeds of trust or liens securing
financing of the project, and ancillary modifications, for the purpose
of providing a senior housing project in accordance with the Senior
Housing Overlay Zoning District (SHOZD), which includes the
development of a 24,641 square foot, 60 -unit, senior apartment
complex on 2.25 acres of land located on the west side of Archibald
Avenue, south of Base Line Road; APN: 020803158. The City
Council adopted a Negative Declaration of environmental impacts
for this project on June 3, 2015. The California Environmental
Quality Act provides that no further environmental review of
Negative Declaration is required for subsequent projects or minor
revisions to projects within the scope of a previous Negative
Declaration.
RECOMMENDATION:
The Planning Commission recommends the City Council adopt the attached Ordinance approving
Development Agreement Amendment DRC2017-00101.
BACKGROUND:
The Planning Commission concluded its public hearing on February 22, 2017 and recommended
adoption of Development Agreement Amendment DRC2017-00101. No comments were raised
by the Planning Commission and no comments were received from the public.
ANALYSIS:
Please refer to the attached Planning Commission Staff Report of February 22, 2017, regarding
analysis of the proposed amendment.
Page 1 of 2
CITY COUNCIL STAFF REPORT
DRC2017-00101 — DEVELOPMENT AGREEMENT AMENDMENT
MARCH 1, 2017
FISCAL IMPACT:
There are no fiscal impacts associated with this Development Agreement Amendment; however,
the City, through the Housing Successor Agency, has committed $6,683,821 to the development
of the Villa Pacifica II senior apartment complex.
COUNCIL GOAL(S) ADDRESSED:
This item addresses the following General Plan Goal(s):
ADEQUATE HOUSING SITES:
To provide a broad range of housing types balancing ownership and rental units, with a sufficient
number of dwelling units to accommodate new residents.
AFFORDABLE HOUSING:
To provide housing opportunities that meet the needs of the community, including those persons
of very low, low-, and moderate -income.
REMOVE CONSTRAINTS:
Provide regulatory incentives, including General Plan Amendments, Variances, and Density
Bonuses that support the development of quality housing.
EQUAL HOUSING OPPORTUNITY:
To promote equal housing options for all economic segments of the community.
ATTACHMENTS:
Attachment 1 — Planning Commission Staff Report dated February 22, 2017 with
Resolution recommending adoption of the Development Amendment Agreement
Attachment 2 — Ordinance adopting Development Agreement Amendment DRC2017-
00101
Page 2 of 2
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P235
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: February 22, 2017
TO: Chairman and Members of the Planning Commission
FROM: Candyce Burnett, City Planner(
INITIATED BY: Tom Grahn, Associate Planner
SUBJECT:
DEVELOPMENT AGREEMENT AMENDMENT DRC2017-00101 — 7418
ARCHIBALD, LLC - An amendment to Development Agreement DRC2014-
00610 between the City of Rancho Cucamonga and 7418 Archibald, LLC, to
remove a statement providing for subordination of the Development Agreement
to deeds of trust or liens securing financing of the project and ancillary
modifications, for the purpose of providing a senior housing project in
accordance with the Senior Housing Overlay Zoning District (SHOZD), which
includes the development of a 24,641 square foot, 60 -unit, senior apartment
complex on 2.25 acres of land located on the west side of Archibald Avenue,
south of Base Line Road; APN: 020803158. The City Council adopted a
Negative Declaration of environmental impacts for this project on June 3, 2015.
The California Environmental Quality Act provides that no further environmental
review of Negative Declaration is required for subsequent projects or minor
revisions to projects within the scope of a previous Negative Declaration. This
item will be forwarded to the City Council for final action.
RECOMMENDATION:
Staff recommends the Planning Commission adopt the attached resolution recommending the
City Council approve Development Agreement Amendment DRC2017-00101.
BACKGROUND:
On May 13, 2015, the Planning Commission recommended the City Council adopt Development
Agreement DRC2014-00610, General Plan Amendment DRC2014-00546, and Zoning Map
Amendment DRC2014-00547, and approved Design Review DRC2014-00545, Minor Exception
DRC2014-00713, Tree Removal Permit DRC2015-00275 contingent upon the City Council
approval of the General Plan Amendment, Zoning Map Amendment, and Development
Agreement applications. On June 3, 2015, the City Council approved General Plan Amendment
DRC2014-00546, Zoning Map Amendment DRC2014-00547, and Development Agreement
DRC2014-00610. On June 17, 2015, the City Council heard the second reading of the
Ordinances approving Zoning Map Amendment DRC2014-00547 and Development Agreement
DRC2014-00610.
Approval of Development Agreement DRC2014-00610 provided for the development of a senior
housing project in accordance with the Senior Housing Overlay Zoning District (SHOZD),
including deviating from certain development standards for the proposed development of a 24,641
square foot, 60 -unit, senior apartment complex on 2.25 acres of land located on the west side of
Archibald Avenue, south of Base Line Road. Related applications include: General Plan
ATTACHMENT 1
1 LrtI VI VIIVV V\JIVIIVIIVJI VIV J 1P11 1 1\L1 VI\I
DAADRC2017-00101 — 7418 ARCHIBALD LLC
February 22, 2017
Page 2 of 3
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Amendment DRC2014-00546 amending the General Plan land use designation from Low (L)
Residential to High (H) Residential; Zoning Map Amendment DRC2014-00547 amending the
Zoning Map from the Low (L) Residential District to the High (H) Residential District and to
establish a SHOZD; Design Review DRC2014-00545 requesting to develop a 24,641 square foot,
60 -unit, three-story senior apartment complex on 2.25 acres of land in the High (H) Residential
District (24-30 dwelling units per acre); Minor Exception DRC2014-00713 requesting to increase
the height of a combination retaining and garden wall height from 6 feet to 8 feet along the west
and south property line; and Tree Removal Permit DRC2015-00275 requesting the removal of 3
heritage trees.
Following the June 17, 2015, City Council action the applicant submitted to the California Tax
Credit Allocation Committee (TCAC) to obtain low income tax credit financing for this affordable
senior housing project. On February 17, 2016 the Successor Housing Agency approved an
amendment to the Acquisition, Disposition, Development, and Loan Agreement (ADDLA)
between the City and the Developer for this project to allow for the use of 4% low income housing
tax credit financing. The Developer was unsuccessful in receiving a 9% low income tax credit
and notified the City of its intent to pursue the 4% low income housing tax credit financing, which
required a modification to the unit affordability due to a reduction in the amount of revenues to
construct and manage the project. On August 24, 2016, the Planning Commission recommended
the City Council approve Development Agreement Amendment DRC2016-00667. On
September 21, 2016, the City Council approved Development Agreement Amendment DRC2016-
00667, and on October 5, 2016, the City Council heard the second reading of the Ordinance
approving the amendment.
ANALYSIS:
A. Development Agreement Amendment DRC2017-00101: Proposed modifications to the
Development Agreement (Attachment A to Planning Commission Resolution No. 17-15)
include deleting the last sentence of Section 24 where the City had agreed that the terms of
the agreement are subordinate to any such financing instrument and that the City shall
execute from time to time any and all documentation reasonably requested by the Developer
or Lender to effect such subordination. This clause was inadvertently copied from the Villa
Pacifica I Development Agreement and should not have been part of the Villa Pacifica II
Development Agreement. Additional ancillary modifications proposed by the applicant
include modifying the rights of the lender in the event of a foreclosure sale of the property,
and changing Section 8 as it relates to rental restrictions to tenant income categories.
Proposed changes to rental restrictions in the event of a foreclosure sale will remove the
lower income tenant categories (e.g., Extremely Low, Very Low, and Lower Income
Qualified Tenants) so that all eligible tenants meet the Eighty Percent Income Qualified
Tenant category, where tenant incomes do not exceed 80 percent of the area median
income. The proposed Development Agreement Amendment only amends the terms of the
agreement, not the actual development of the related senior apartment complex.
B. Environmental Assessment: Pursuant to the California Environmental Quality Act (CEQA)
and the City's local CEQA Guidelines, the City adopted a Mitigated Negative Declaration on
June 3, 2015, in connection with the City's approval of Development Agreement DRC2014-
00610. Pursuant to CEQA Guidelines Section 15162, no subsequent or supplemental EIR
or Negative Declaration is required in connection with subsequent discretionary approvals
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DAADRC2017-00101 — 7418 ARCHIBALD LLC
February 22, 2017
Page 3 of 3
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of the same project. As discussed above, the proposed Development Agreement
Amendment deletes the last sentence of Section 24 (See Attachment A, page 8) where the
City had agreed that the terms of the agreement are subordinate to any such financing
instrument and that the City shall execute from time to time any and all documentation
reasonably requested by Developer or Lender to effect such subordination. Accordingly, no
substantial changes are proposed to the project that indicate new or more severe impacts
on the environment; no substantial changes have occurred in the circumstances under
which the project was previously reviewed that indicates new or more severe environmental
impacts; no new important information shows the project will have new or more severe
impacts than previously considered; and no additional mitigation measures are now feasible
to reduce impacts or different mitigation measures can be imposed to substantially reduce
impacts. On June 3, 2015, the City adopted a Mitigated Negative Declaration regarding the
proposed development of a 24,641 square foot, 60 -unit, senior apartment complex on 2.25
acres of land located on the west side of Archibald Avenue, south of Base Line Road.
Accordingly, there have been no substantial changes to the project or the circumstances
surrounding the project which would create new or more severe impacts than those
evaluated in the previous Mitigated Negative Declaration. Staff further finds that the project
will not have one or more significant effects not discussed in the previous Mitigated Negative
Declaration, not have more severe effects than previously analyzed, and that additional or
different mitigation measures are not required to reduce the impacts of the project to a level
of less -than -significant.
CORRESPONDENCE:
This item was advertised as a public hearing in the Inland Valley Daily Bulletin newspaper in a
large, and the property was posted.
EXHIBITS:
Exhibit A - Development Agreement DRC2014-00610 Senior Citizens' Housing by and
Between the City of Rancho Cucamonga and 7418 Archibald LLC (CO 15-122)
Exhibit B - Development Agreement Amendment DRC2016-00667 Senior Citizens' Housing by
and Between the City of Rancho Cucamonga and 7418 Archibald LLC (CO 15-122)
Resolution of Approval for Development Agreement Amendment DRC2017-00101, with
Attachment A - Second Amendment to Development Agreement DRC2014-00610 Senior
Citizens' Housing by and between the City of Rancho Cucamonga and 7418 Archibald LLC (CO
15-122)
CB:TG/Is
RECORDING REQUESTED BY:
CITY OF RANCHO CUCAMONGA
and
WHEN RECORDED MAIL TO:
City Clerk
City of Rancho Cucamonga
P.O. Box 807
Rancho Cucamonga, CA, 91729
SAV BLi \.IR�iYQ
Doc#:.
ii
BOB DUTTON
ASSESSOR — RECORDER — CLERK P
P Counter
2016 - 0292138
2:58 PM
Titles: 1 Pages:
DEVELOPMENT AGREEMENT DRC 2014-00610 SENIOR CITIZENS' HOUSING
BY AND BETWEEN THE CITY OF RANCHO CUCAMONGA AND 7418 ARCHIBALD LLC
(CO 15-122)
Title of Document
EXHIBIT A
Pc. ,z a /. 7
DEVELOPMENT AGREEMENT NT 1)RC2014-00610
SENIOR CITIZENS' HOUSING
TI -IIS DEVELOPMENT AGREENIENT ("Agreement") is entered into as of the Effective
Date by and between 7418 ARCI HIBALD LLC. a California limited liability company
("Developer"), and the CITY OF RANCHO C'UC'AMONGA, a municipal corporation
organized and existing under the laws of the State of California ("City").
RECITALS
A. California Go\ernment Code Sections 65864 et seq. authorizes cities to enter into
binding development agreements with persons having legal or equitable interests in real property
for the development of such property.
B. California Government Code Section 65915 provides that a city may, by agreement
with a developer. grant a density bonus over that allowed by the maximum density established in
the development code and land use element of the general plan when a developer agrees to
construct housing for low income households.
C'. Developer has requested City to consider the approval ()fa development agreement,
with a density bonus, pertaining to that real property located entirely within City, the common and
legal description of which is set forth in Exhibit "A," attached hereto and incorporated herein by this
reference and hereinafter is referred to as the Site."
D. The Developer proposes to construct a senior housing residential project, including_
low income units. within the City. Said project contemplated by Developer will require an increase
in the maximum density as currently provided in the Senior Housing Overlay District.
E. It is the desire of City to encourage developments designed to provide affordable
rental units for senior residents of the City. In furtherance of that desire, the City is hereby willing to
grant a density bonus to Developer as provided by the tern -is of this Agreement.
F. On line, 17 , 2015. City adopted its Ordinance No.R77approving this
Development Agreement with Developer and said action was effective on 014y ) 7 , 2015.
1
107655 1639142.5
AGREE-1ENT
NOW. Ti-IEREFORE, the parties hereto agree as follows:
I. Definitions. In this Agreement, unless the context otherwise requires. the foliowiIl`7
terns shall ha\c the following meaning:
a. "40°, Income Qualified Tenants" shall mean Qualified Tenants whose annual
income does not exceed forty percent (40%) of the Arca ii'Iedian Income.
b. . "Affordable Rents" shall mean the total charges for rent. utilities. and related
services to an Extremely Low Income Qualified Tenant shall not exceed one -twelfth of thirty percent
(309.0) of Extremely Low Income; adjusted for household size; to a 409' Income Qualified Tenant
shall not exceed one -twelfth of thirty percent (30%) of 40% of Area Median. adjusted for
household size: and to a.Vcry Low Income Qualified Tenant shall not exceed one -twelfth of thirty
percent (30°x0) of Very Low Income, adjusted for household size. Initial rents for each unit shall be
set by the Dcvcloper at the time of initial occupancy of the Development. Rents may be adjusted
annually by the same percentage that income has increased, if any, for an Extremely Low Income
Qualified Tenant. a 40% Income Qualified Tenant and a Very Low Income Qualified Tenant, based
on changes in the Area Median Income. Rents may be set at the California Tax Credit Allocation
Committee allowable rents for a specific year for the comparable income categories of Qualified
Tenants as specified in this Agreement. Tenants occupying units restricted by this Agreement shall
he given at least thirty (30) days written notice prior to any rent increase. Examples of these
affordable rent calculations are attached on Exhibit C.
c. "Asea Median Income" shall mean the median income for households in San
Benlardino County, California. as published from time to time by the United States Department of
Housing and Urban Development ("HUD") in a manner consistent with the determination of median
gross income under Section 8 of the. United States Housing Act of 1937, as amended. and as defined
in Title 25, California Code of Regulations, Section 6932. In the event that such income
determinations are no longer published by HUD, or are not updated for a period of at least 18
months, the City shall use the income determinations used by the California Tax Credit Allocation
Committee or alternatively the Owner shall establish income determinations that are reasonably
similar with respect to methods of calculation to those previously published by HUD.
d. "City" is the City of Rancho Cucamonga, California.
e. "Effective Date" shall mean the 31' calendar day following adoption of the
ordinance approving this Agreement by City's City Council.
f. "Extremely Low Income Qualified Tenants" shall mean Qualified Tenants
whose annual income does not exceed the qualifying limits as specified in California Health and
Safety Code Section 50106, as amended.
g. "Lover Income Qualified Tenants" shall mean Qualified Tenants whose
annual income does not exceed the qualifying limits as specified in California Health and Safety
Code Section 50079.5, as amended.
7.
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h. "Project" is the development approved by City comprised of sixty (60)
apartment units. recreational and common area facilities. sixty (60) parking spaces and other
amenities on the Site, all as set forth more fully in the site plan for Environmental Assessment and
Design Review DRC2014-00545 submitted by Developer and approved by City, a copy of which is
attached hereto. marked as Exhibit "B" and is incorporated herein by this reference. The Project is
subject to the conditions of approval which are not changed. altered or modified by this
Development Agreement unless specifically set forth herein.
"Qualified Project Period" means the time period beginning with the date the
certificate of occupancy is issued for the Project and continuing for fifty-five (55) years thereafter.
"Qualified Tenants" shall mean households consisting of a person who is 55
years of age or older and any qualified permanent residents under the applicable provisions of
California Civil ('ode Section 51.3 and the federal Fair !lousing Act (except to the extent the Project
utilizes federal funds whose programs have differing definitions for senior projects in which case
those definitions will apply).
k. "Very Low Income Qualified Tenants" shall mean Qualified Tenants whose
annual income does not exceed the qualifying limits as specified in California 1lealth and Safety
Code Section 50105, as amended.
2. Recitals. The recitals are part of the agreement between the parties and shall be
enforced and enforceable as any other provision of this Agreement.
3. Interest of Property Owner. Developer warrants and represents that it has entered into
an escrow or other agreement by which it is to acquire full legal title to the real property of the Site
and that it has full legal right to enter into this Agreement.
4. Binding Effect of Agreement. The Developer hereby subjects the development and
the land described in Exhibit "A" hereto to the covenants, reservations and restrictions as set forth in
this Agreement. The City and the Developer hereby declare their specific intent that the covenants,
reservations and restrictions as set forth herein shall be deemed covenants running with the land and
shall pass to and be binding upon the Developer's successors and assigns in title or interest to the
Development. Each and every contract, deed or other instrument hereinafter executed, covering, or
conveying the development or any portion thereof shall conclusively be held to have been executed,
delivered and accepted subject to the covenants, reservations and restrictions expressed in this
Agreement, regardless of whether such covenants, reservations and restrictions are set forth in such
contract, deed or other instrument.
5. Relationship of Parties. It is understood that the contractual relationship between City
and Developer is such that Developer is an independent party and is not the agent of City for any
purpose whatsoever.
6. Tenn of Agreement. The terns of the Agreement shall commence on the Effective
Date and shall expire fifty-five (55) years after the commencement of the Qualified Project Period,
so long as Developer remains in material compliance Nvith this Agreement, as from time to tinge
amended. This Agreement shall be deemed to be terminated automatically if Developer does not
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obtain a Certificate of Occupancy for the entirety of the Project within five (5) years after the
Effective bate, except to the extent this time frame is extended by the City Manager, or designee. in
writing. in his or her reasonable discretion.
7. Restrictions on Rental units. During the term of this Agreement, all tenants,
occupants and residents shall he Qualified Tenants. However, it is expressly understood by the
parties hereto that the Project has been specifically designed to meet the unique needs of senior
tenants. The apartment units in the Project shall not be rented. occupied. Lased or subleased to
occupants ‘vho are not Qualified Tenants.
S. Rental Requirements. During the Qualified Project Period, at least six (6) of the units
in the Project shall he rented, leased orheld available for Extremely Low Income Qualified Tenants
at affordable rents: at least twelve (12) of the units in the Project shall be rented, leased or held
available for 40% Income Qualified Tenants at affordable rents; and at least eleven (1 1) of the units
in Project shall he rented, leased or held available for Very Low Income Qualified Tenants at
affordable rents. All other units in the Project shall be rented, leased or held available for Lower
Income Qualified Tenants.
9. No Conversion. During the term hereof, all apartment units in the Project shall
remain rental units. During the term hereof, no apartment unit in the Project shall be eligible for
conversion from rental units to condominiums, townhomes or any other common interest
subdivision without consent of the City Council.
10. On-site Manager. A full-time manager shall be provided on the Project site.
11. Submission of Materials and Annual Review. Prior to occupancy, Developer shall
submit to City tenant selection procedures which shall detail the methods which Developer shall use
to advertise the availability of apartments in the Project and screening mechanisms which Developer
intends to use to limit the occupancy of the apartments to Qualified Tenants, including the income
restrictions on some of the units as set forth in this Agreement.
On or before March 15 of each year following the commencement of the Qualified Project
Period, the Developer, or its representative, shall file a certificate of continuing program compliance
with the City. Each such report shall contain such information as City may require including, but not
limited to, the following:
a. Rent schedules then in effect, including utility charges (if any);
b. A project occupancy profile;
c. A description of the physical condition and maintenance procedures for the
Project, including apartment units, landscaping, walkways and recreational areas.
City shall be allowed to conduct physical inspections of the Project as it shall deem necessary,
provided that said inspections do not unreasonably interfere with the normal operations of the Project
and reasonable notice is provided. City shall repair any damage and shall defend, indemnify and hold
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Developer harmless from and against anv clalims, liabilities. damages. costs, expenses incurred by
Developer relating in any «'ay to City's inspections and investigations.
12. Tenant Selection. Contracts and Rules and Regulations. On receipt of applications for
income restricted units. an.eloper shall determine the eligibility of the occupancy under the terms of
this Agreement. Verification of tenant income eligibility shall include one or [more of the following
factors, or any other factors permitted by the California Tax Allocation Committee for the low
income housing tax credit program:
a. Obtain an income Veritication form from the Social Security Administration
and'or the California Department of Social Services. if the applicant receives incoime from either or
both agencies:
h. Obtain an income tax return for the most recent tax year;
c. Conduct a TRW or similar financial search;
d. Obtain an income \ err flcation from all current employers; and
c. If the applicant is unemployed and has no tax return, obtain another form of
independent verification.
Developer shall be entitled to rely on the information contained in the application sworn to by
the applicant. All agreements for rental of all apartment units in the Project shall he in writing.
The form of proposed rent or lease agreement shall be reviewed and approved by City prior
to the commencement of the Qualified Project Period. Such agreement shall include all rules and
regulations governing tenancy within the Project.
13: Termination and Eviction of Tenants. A tenancy may be terminated 1vithout the
termination being deemed an eviction under the following circumstances:
a. The death of the sole tenant of the unit;
b. By the tenant at the expiration of the term of occupancy or otherwise upon
thirty (30) days' written notice;
c. By abandonment of the premises by the tenant; or
d. By failure of a tenant to execute or renew a lease.
Any termination of a tenancy other than those listed above in this paragraph 13 shall constitute
an eviction. Developer shall only evict in compliance with the provisions of California law and then
only for material noncompliance Nvith the terns of the rental agreement.
14. Hazard Insurance. Developer shall keep the Project and all improvements thereon
insured at all times against loss or damage endorsement and such other risks, perils or coverage as
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D.:yeloper may determine. During the term hereof. the Project shall be insured to its full insurance
replacement value.
15. .Maintenance Guarantee. Developer shall comply \yith all City maintenance standards
enacted Iron] time to time.
16. Standards and Restriction Pertaining to Development of: the Real Property. The
following specific restrictions shall apply to the use of the Site during the term of this Agreement:
a. Developer is required to obtain all necessary land use entitlements, approvals
and permits for the Project.
h. Only residential uses of the real property shall be permitted in the Project; and
c. The maximum density of residential dwelling units in the Project shall never
greater than 30 dwelling units per acre.
17. Development Incentives. The City will grant Developer the tullowing development
incentives for development of the Project:
a. Increase the maximum density on the site from 24 dwelling units per acre to
26.6 dwelling units per acre; and
b. Decrease the required number of on-site parking spaces to a minimum ratio of
0.7 non -covered parking spaces per unit, however, the Developer will provide a minimum ratio of 1
non -covered parking spaces per unit.
18. Project Design Amenities for Senior Citizens. The Project open space, buildings and
individual apartments shall be designed with physical amenities catering to the needs and desires of
the senior citizen residents. The following physical amenities shall be substantially included in the
Project:
a. Unit sizes shall be 693 square feet for I -bedroom residential units and 945
square feet for 2 -bedroom residential units;
b. Elevator service shall be provided to all upper story apartments;
c. All common access areas in the Project such as entryways, walkways, and
hallways will be wide enough to accommodate wheelchairs;
d. The Project will meet all applicable current requirements for access and design
imposed by law as administered by the City building and safety department, including, but not
limited to, the Fair Housing Act (42 U.S.C. Sec. 3601 et seq.), the Americans with Disabilities Act
(42 U.S.C. Sec. 12101 et seq.), and the regulations promulgated at Title 24 of the California Code of
Regulations that relate to access for persons with disabilities or handicaps:
e. All units shall possess secured entryways off a common enclosed hallway;
and
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The Project is designed to encourage social contact by providing at least one
coI11n1on room (the Project community roon7) and at least some common open space (the Project's
garden meeting spaces).
19. Indemnification. D.vclop.r agrees to and shall hold City and its elected officials,
officers. agents and employees harmless from liability for damage or claims for damag, for personal
injuries. including death. and claims for property damage which may arise froi i the direct or indirect
operations of Developer or those of its contractor. subcontractor, agent, employee or other person
acting on its behalf which relate to the Project. Developer agrees to and shall defend City and its
elected officials. officers, agents and employees \with respect to actions for damages caused or
alleged to ha\ c caused by reason of D.veloper's activities in connection \with the Project.
Notwithstanding the foregoing. this provision shall not apply to any such claims which arise out of,
or by reason of. the sole negligence or willful misconduct of the City.
20. Amendments. This Agreement may he amended or canceled, in «hole or in part, only
by mutual written consent of the parties and then in the manner provided for in California
Government Code Sections 6586S et seq.
21. Event of Default. Developer is in default under this Agreement upon the happening of
one or more of the following events or conditions:
a. If a material warranty, representation or statement is made or furnished by
Developer to City and is false or proved to have been false in any material respect when it was
made:
b. A breach by Developer of any of the provisions or terms of this Agreement,
after notice and opportunity to cure as provided in paragraph 22.
22. Enforcement. In the event of a default under the provisions of this Agreement by
Developer, City shall give written notice to Developer (or its successor) at the address of the Project,
and by registered or certified mail addressed to the address stated in this Agreement, and if such
violation is not corrected to the reasonable satisfaction of City within thirty (30) days after such
notice is given, or if not corrected within such reasonable time as may be required to cure the breach
or default if said breach or default cannot be cured within thirty (30) days (provided that acts to cure
the breach or default must be commenced within said thirty (30) days and must thereafter he
diligently pursued by Developer), then City may, without further notice, declare a default under this
Agreement and, upon any such declaration of default, City may bring any action necessary to
specifically enforce the obligations of Developer growing out of the operation of this Development
Agreement, apply to any court, state or federal, for injunctive relief against any violation by
Developer of any provision of this Agreement, or apply for such other relief as may be appropriate.
After completion of the Project pursuant to the terms of this Agreement, any default may
alternatively be enforced as any normal violation of the standards and provisions of the Rancho
Cucamonga Municipal Code.
23. No Wavier of Remedies. City does not waive any claim of defect in performance by
Developer if on periodic review City does not enforce or terminate this Agreement. Nonperformance
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by Developer shall not he excused because performance by Developer of the obligations herein
contained would he unprofitable, difficult or expensive or heeailse of a failure of anv third party or
entity. other than City. All other remedies at law or in equity which are not otherwise provided for
in this Agreement or in City's regulations governing development agreements are available to the
parties to pursue in the event that there is a breach of this Agreement. No waiver by City. of -any
breach or default under this Agreement shall be deemed to be a \vaiver of any other subsequent
breach thereof -or default hereunder.
24. Rights of Lenders Under this Agreement. Should Developer place or cause to be
placed any encumbrance or lien on the Project. or any part thereof, the beneficiary ("Lender") of said
encumbrance or lien, including. but not limited to. mortgages, shall have the right at any time during
the term of this Agreement and the existence of said encumbrance or lien to:
a. Do any act or thing required of Developer under this Ay_reeinent, and any such
act or thing done or performed by Lender shall be a, effective as if done by Developer itself:
b. Realize on the security afforded by the encumbrance or lien by exercising
foreclosure proceedings or power of sale or other remedy afforded in law or in equity or by the
security document evidencing the encumbrance or hen (hereinafter referred to as "the trust deed");
c. Transfer, convey or assign the title of Developer to the Project to any
purchaser 01 anv foreclosure sale, whether the foreclosure sale be conducted pursuant to court order
or pursuant to a power of sale contained in a trust deed; and
d. Acquire and succeed to the interest of' Developer by virtue of any foreclosure
sale, whether the foreclosure sale is conducted pursuant to a court order or pursuant to a power of
sale contained in a trust decd.
The City agrees that the terns of this Agreement arc subordinate to anv such financing
instrument and shall execute from time to time any and all documentation reasonably requested by
Developer or Lender to effect such subordination.
25. Notice to Lender. City shall give written notice of any default or breach under this
Agreement by property owner to Lender and afford Lender the opportunity after service of the notice
to:
a. Cure the breach or default within sixty (60) days after service of said notice,
where the default can be cured by the payment of money;
b. Cure the breach or default within sixty (60) days after service of said notice
where the breach or default can be cured by something other than the payment of money and can be
cured within that time; or
c. Cure the breach or default in such reasonable time as may be required where
something other than payment of money is required to cure the breach or default and cannot be
performed within sixty (60) days after said notice, provided that acts to cure the breach or default are
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commenced within 0 sixty (60) day period after service of said notice of -default on Lender by City
and are thereafter diligently continued by Lender.
26. Action by Lender. Notwithstanding any other provision of this agreement, a Lender
may forestall any action by City for a breach or default under the terms of this Agreement by
Developer by commencing proceedings to foreclose its encumbrance or lien on the Project. The
proceedings so commenced may be for foreclosure of the encumbrance by order of court or for
foreclosure of the encumbrance uinder a power of sale contained in the instrument creating the
encumbrance or lien.
27. Notice. Any notice required to be given by the terms of this Agreement shall be
provided by certified mail, return receipt requested, at the address of the respective parties as
specified below or at any other such address as may he later specified by the parties hereto.
Developer:
City:
7418 Archibald LLC
c -o Orange blousing Development Corporation
414 E. Chapman :venue
Orange, California 92866
with a copy to:
C & C Development Co., LLC
14211 Yorba St., Ste. 200
Tustin, CA 92780
Attn: Todd Cottle
City of Rancho Cucamonga
10500 Civic Center Drive
P.O. Box 807
Rancho Cucamonga, CA 91730
Attn: City Manager
28. Attorneys' Fees. In any proceedirigs arising from the enforcement of this Agreement
or because of an alleged breach or default hereunder, the prevailing party shall be entitled to recover
its costs and its reasonable attorneys' fees incurred during the proceeding as may be fixed within the
discretion of the court.
29. Binding Effect. This Agreement shall bind, and the benefits and burdens hereof shall
inure to, the respective parties hereto and their legal representatives, executors, administrators,
successors and assigns, wherever the context requires or admits.
30. Applicable Law. This Agreement shall be construed in accordance with and governed
by the laws of the State of California.
31. Partial Invalidity. If any provisions of this Agreement shall be deemed to be invalid,
illegal or unenforceable, the validity, legality or enforceability of the remaining provisions hereof
shall not in any way be affected or impaired thereby.
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32. Recordation. This Agreement shall he recorded in the Official Records of the County
Recorder of the Count- of San Bernardino.
.SIGNATURES ON EOLLU[!7.VG PAGE
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IN l\'I I NLSS \V1IFRLOF. this Agreement has been executed by the parties and shall
he effective on the Effective Date set forth herein.
DEVELOPER: CITY:
7-1 18 ARCHII3ALD LI,C, a C'alitbrnia CI FY OF RANCH() Ct 1CAti1O"GA. a
limited liability company municipal corporation
By: Orange Housing. Deyelopmeut
Corporation. a C'alilornia nonprofit
corporation. its member
13v:
Eunice I3ohert
Chief Executive Officer
13y: ('&C Developlllent Co.. 1,L(.. a
California limited liability company, i
I11ember
13y:
13\:
I enni, Michael
Mayor
ATTEST:
<1i C. Reynolds. City Clerk
APPROVED AS T() F()RN-1:
I odcf R. Cottle. its member RICI LARDS, WATSON & GERSHON
13y: The Cottle Family Trust Dated
3'8/1987. its member
By:
1076'35.1639142.5
I�r
1311n, A. Cc tale.Tr ustee
11
City Attorney
P249
CALIFORNIA ALL- U POSE
CERTIFICATE OF ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity
of the individual who signed the document to which this certificate is attached,
and not the truthfulness, accuracy, or validity of that document.
State of California }
County of San Bernardino
On • 7/ 2 'I * [ L% before rhe, Melissa Miller, Notary Public
(Nrarc{.}tt'eci're-`c=r,
personally appeared L
who proved to me on the basis of satisfactory evidence to be the person(s) whose
name(s) is/are subscribed to the within instrument and acknowledged to me that
he/shetthey executed the same in his/herttheir authorized capecity(ies), and that by
his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
) �'
i
i/
Notary Public Signature
z
(Notary Pubic Saar)
MELISSA MiILLER
Commission ;>t 214147.
Notary Public - C3I1.1ornil
San Bernardino Count)
My Comm. Expires Feb 2, 2020
ThINSTRUCTIONS FOP. CO'i'ING MIS FORM
ADDITIONAL OPTIONAL 1NF iR; AT ON Al
is form complies with currant California sratuN_ r regarding notary hording and
irneeded, should Fee completed and attached to the document .-1_knowledgm_nts
from other states may be completedjor documents being sent to that state so long
ars the hording does not retThire the Calrforni.a nom :. to violate C'alrjornra norart
Lni
• State and Count} information must be the State and County where the document
sign_rts) personally appeared before the notary public for acknowledgment
• Date of notarization must be the date that the signers) personally appeared which
must also be the sane date the acknowledsment is completed
• The notary public must print his or her name as it appears within his or her
commission followed by a comma and then your title (notary public).
• Print the name(s) of document signer(s) who personally appear at the time of
notarization
• Indicate the correct singular or plural fortis by crossing off incorrect forms tie
h she.'S' ,- is /we ) or circling the correct forms Failure to correctly indicate this
information may lead to resection of document recording.
• The r.otar seal impression must be clear and photo-aphically reproducible
impression must not cover tent cr lines" If seal impression smudges, re -seal if a
sufficient area permits, otherwise complete a different aeknowledg ne't form"
3 Signature of the notary public must match the signature on file with the office of
the county clerk
▪ Additional information is not required but could help to ensure this
acknowledgment is not misused or attached to a different document.
✓ Indicate title or type of attached document, number of pages and date
• Indicate the capacity claimed by the signer If the claimed capacity i; a
corporate officer, indicate the title (i.e. CEO, CFO, Secretary).
• Securely attach this document to the signed document with a staple
i
P25
DESCRIPTION OF THE ATTACHED DOCUMENT
(rite or d�crpton or atacted dccurne )
gitie cr d crpi on :,I a tacrad dcc:rent ccrtirued)
Number of Pages Document Data
CAPACITY CLAIMED BY THE SiGNER
O Individual (s)
O Corporate Officer
(Title)
O Partner(s)
O Attorney -in -Fact
p Trustee(s)
• Other
A notary public or other officer completing this certificate verifies only the
iclentity of the individual =:ti;-) signed the doct!ment to which this certificate i,
attached. and not the truthfulness. accira' v. or validity of that document.
STATE OF CALIFORNIA
COUNTY OI'
On I"•l 2q , 201s before me, S� c l.e� l E�w, d Notary Public,
personally appeared 2-Q fiR,(A}-tl, 6A�f i,� (v.; c„...1.104,44__.. who -,roved to me on the basis
of satisfactory evidence to be the pers6n(s) Chose name(s) i are subscribed t0 the within Instrument
and acknowledged to me that 1-1e'they executed the Hanle in h4 -her their authorized capacity( ies ).
and that by h4. ' e their signature(s) on the instrument the person(s). or the entity upon behalf of
which the person(s) acted. executed the instrument.
1 certify UNDER PENALTY OF PERJURY under the lays of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
$TI1 4 1 yl;ifASY EDWAAN
09ffiR't133i*fl 0 2959018
fat ry Palm • C91ilornig g
Onng: County
„ly Comm �xrirze fz123, 2u18
1076 55 1639142.5
Notary Public
P251
EXHIBIT "A"
SITE LEGAL DESCRIPTION
THE LAND REFERRED TO HEREIN BELOW IS SITUATED IN TIME COUNTY OF SAN
BERNARDINO. STATE OF CALIFORNIA. AND IS DESCRIBED AS FOLLOWS:
The North 160 feet of the South 1/2 of Lot 1, Section 3, Township 1 South, Range 7 West, San
Bernardino Base and Nlerldlan according to the Map of Cucamonga Lands, in the City of Ralicho
Cucamonga; County of San Bernardino. State of California. as per L\lap recorded in Book 4 Page 9 of
Map;, in the office of the County Recorder of said Count-.
EXCEPT the East 45 feet thereof conveyed to the County of San Bernardino. a body corporate in the
feed recorded `larch 19. 1965. in Book 6352. Page 952. of Official Records.
APN: 0208-031-58-0-000, 0208-031-59-0-000
A-1
1076 55 1639142
P252
E}}IBIT "C
EXAMPLE INCOME AND AFFORDABLE RENT CALCULATIONS
Examples of the maxii1U.l111 incomes and Affordable Rents for different income level; as restricted
under this Atzreen nt are sIiol.vn on the following charts which are the maximum incon-a.: levels and
rents published by the California Tax Credit Allocation Committee for 2015 for projects placed in
service after March 6. 2015. These charts are for illustrative purposes only and the actual !maximum
incomes and Affordable Rents will he based on the charts published by the California Tax Credit
Allocation Committee for each year after the Project is placed in service.
IIAXIliuII INCOMES
Revised per HUE) els tic_ CALIFORNIA TAX CREDIT ALLOCATION COMMITTEE
Erec ive: Want 6, 2015
2015
illzxJrnwn income Levels
,For Ffi>sr: m Placed in e,viCe on or after 3:612015
One Two Three Four Five Six Seven Eight
County Person Persian Person Person Person Person Person Person
SAN BERNARDINO
100'/ Income Level
60% Income Le: ei
55% Income Level
50% Income Level
45% Income_ Level
40% Income Level
35% Income Level
30% Income Level
10-6 55 163')142.5
S43,500 549,700 555,933 562,100 537,100 572,100 577,100 582,000
S26,100 529,820 $33 540 537,260 543,260 543,260 546,260 549,200
523,925 527,335 533,745 534,155 536,905 539,655 542,405 545,100
S21,750 524,853 527,950 531,050 S33,550 536,050 538,550 S41,000
519,575 522,365 525.155 527,945 530,195 532,445 534,695 536,900
$17,400 519,887 522,360 $24,840 526,840 528,840 530,840 532,800
515,225 517,395 519,565 521,735 523,485 525,235 526,985 528,700
513,050 514,917 516,770 518,630 520,130 521,630 523,130 524,600
C- 1
P253
AFFORDABLE RENTS
R vieec per HUD Notice CALIFORNIA TAX CREDIT ALLOCATION COMMITTEE
E;iecth,e: Warch 6. 201,5
2015
tdaxrmiwri Reart: i Projects Frcrn Ceiinga Post -1989 and Thos: trcm tie Pre -1990
C'eair=_c Tt,.at Elected with tt:a Secretory of the Treasury' to a _. toe Poet -1989 F'e niv
'{Sve JRC flection 42- SsLt ji 1 ?112(,) or the Omnibus Budget Reconcfi ati n Act or 1993,1
Fox .PrOjet:.s P!acceti in Service on or afier 3/6'2015
County
Efficiency
1 BR 2 BR 3 BR 4 BR 5 BR
SAN BERNARDINO
100% Income Level
$1,056
$1,164
$1,396
$1,614
51,802
$1,958
60% Income Level
S652
$699
$938
$969
$1,081
$1,193
55% Income Level •
$595
$640
$769
$888
$991
$1,093
50% Income Level
$543
$582
$698
$507
$901
$994
45% Income Level
$489
S524
$628
5726
$811
$894
40% Income Level
$435
$466
$559
$646
$721
$795
35% Income Level
$380
$407
$489
$565
$630
5696
30% Income Leval
5326
$349
5419
5484
5540
5596
C-7
1016 55 1639142.5
P254
EXHIBIT "B"
SITE PLAN
(attached(
B-1
1076 55 1639142.5
P255
SITE CONSTRUCTION NOTES
P256
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PROJECT DATA
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RECORDING REQUESTED BY:
CITY OF RANCHO CUCAMONGA
and
WHEN RECORDED MAIL TO:
City Clerk
City of Rancho Cucamonga
P.O. Box 807
Rancho Cucamonga, CA, 91729
E ectronically Recorded in Off c a Records, County of San Bernardino
BOB DUTTON
-,! ASSESSOR - RECORDER - CLERK
\ `wee' 31A City Clerk's Office RC
Doc -72016-0412012
11
1
11
1111111111
P1ge§4. 016
10:22 AM
FV
Titles: I Pages: 7
Fees 00
Taxes .0c
Other 00
PAID .00
Exempt from Recording Fee per Government Code 6103
FIRST AMENDMENT TO DEVELOPMENT AGREEMENT DRC 2014-00610 SENIOR CITIZENS'
HOUSING BY AND BETWEEN THE CITY OF RANCHO CUCAMONGA AND 7418 ARCHIBALD LLC
(CO 15-122)
Title of Document
EXHIBIT B
PC a.-/•
CITY OF RANCHO CUCAMONGA
OCT 062016
RECEIVED - PLANNING
P258
FIRST AMENDMENT TO DEVELOPMENT AGREEMENT DRC 2014-00610 SENIOR CITIZEN'S
HOUSING BY AND BETWEEN THE CITY OF RANCHO CUCAMONGA AND 7418 ARCHIBALD LLC
THIS FIRST AMENDMENT TO DEVELOPMENT AGREEMENT ("First Amendment") is made and
entered into as of this J day of C'� IC)x2616, by and between 7418 ARCHIBALD, LLC, a
California limited liability company ("Developer") and the CITY OF RANCHO CUCAMONGA, a
municipal corporation organized and existing under the laws of the State of California ("CITY").
RECITALS
A. On June 17, 2015 the City Council adopted Ordinance 876 approving a Development
Agreement ("Development Agreement") with the Developer, recorded on July 21, 2016
with a document number of 2016-0292138, which provided for the development of 59
affordable senior housing units with one manager's unit located at 7418 Archibald
Avenue which consists of two parcels of land totaling 2.25 acres in the City of Rancho
Cucamonga.
B. On February 17, 2016 the City of Rancho Cucamonga, as Successor Housing Agency to
the Rancho Cucamonga Redevelopment Agency, approved an amendment to the
Acquisition, Disposition, Development, and Loan Agreement ("ADDLA") between the
City and the Developer for this affordable senior housing project to allow for the use of
4% low income housing tax credit financing, along with other financing resources,
should the Developer be unsuccessful in securing a 9% low income housing tax credit
from the California Tax Credit Allocation Committee ("TCAC"). The use of 4% low
income tax credits for the project required a modification to the unit affordability due to
a reduction in the amount of revenues to construct and manage the project. This
income affordability modification was included in the amendment to the ADDLA.
C. The Developer was unsuccessful in receiving a 9% low income tax credit approval in
March 2016 and has notified the City of its intent to pursue the 4% low income housing
tax credit financing.
D. The purpose of this First Amendment is to modify the affordability requirements
included in the Development Agreement for the project as a result of the change in tax
credit financing.
E. Capitalized terms used, but not defined, in this First Amendment shall have the meaning
set forth in the Development Agreement.
1076\55\1927081.2
P259
AMENDMENT
1. Section 1.a. shall be deleted in its entirety.
2. Section 1.b. shall be deleted and replaced with:
b. "Affordable Rents" shall mean the total charges for rent, utilities and
related services that are no greater than that considered as "affordable rent" for low-income
households, adjusted for family size appropriate to the unit, pursuant to Section 50053 of the
California Health and Safety Code, as amended, or any successor statute thereto. The
maximum housing cost for the Qualified Tenant for each of the income levels set forth in this
Agreement must comply with the regulations promulgated by the California Department of
Housing and Community Development Sections 6910-6932 in Title 25 of the California Code of
Regulations, to the extent such regulations govern density bonuses and other incentives
pursuant to Section 65915 of the Government Code. Initial rents for each unit shall be set by the
Developer at the time of initial occupancy of the Development. Rents may be adjusted annually
by the same percentage that Area Median Income has increased, if any, for an Extremely Low
Income Qualified Tenant, a Very Low Income Qualified Tenant and a Lower Income Qualified
Tenant. Rents may be set at the California Tax Credit Allocation Committee allowable rents for
a specific year for the income categories of Qualified Tenants as specified in this Agreement.
Tenants occupying units restricted by this Agreement shall be given at least thirty (30) days
written notice prior to any rent increase. Examples of these affordable rent calculations are
attached on Exhibit C.
3. Section 8. Rental Requirements. shall be deleted in its entirety and replaced with:
Section 8. Rental Requirements.
During the Qualified Project Period, at least:
a. Five (5) of the units shall be rented, leased or held available for Extremely Low
Income Qualified Tenants whose income does not exceed thirty percent (30%) of the
Area Median Income, adjusted by family size appropriate to the unit, less a utility
allowance.
b. Seven (7) of the units shall be rented, leased or held available for Very Low Income
Qualified Tenants whose income does not exceed fifty percent (50%) of the Area
Median Income, adjusted by family size appropriate to the unit, less a utility
allowance.
c. Seventeen (17) of the units shall be rented, leased or held available for Lower
Income Qualified Tenants whose income does not exceed sixty percent (60%) of the
1076\55\1 927081.2
Area Median Income, adjusted by family size appropriate to the unit, less a utility
allowance.
d. All other units, excluding one manager's unit, in the Project shall be rented, leased
or held available for Lower Income Qualified Tenants. Each unit must be occupied
by a Senior Household as its primary residence, and shall not be sublet.
4. Except for the modifications expressly made herein, the Development Agreement remains
unmodified and in full force and effect.
5. Pursuant to Section 65868.5 of the Government Code, the Parties shall mutually assure that
a copy of this First Amendment is recorded against the Site, with the County Recorder of
San Bernardino County within 10 days after the effective date of the Ordinance approving
this First Amendment.
SIGNATURES ON FOLLOWING PAGE
1076\55\1927081.2
P260
IN WITNESS WHEREOF, this Agreement has been executed by the parties and shall be
effective on the Effective Date set forth herein.
DEVELOPER: CITY:
7418 ARCHIBALD LLC, a California CITY OF RANCHO CUCAMONGA, a municipal
limited liability company
By: Orange Housing Development Corporation, a
California nonprofit corporation, its member
By:
Eunice Bobert
Chief Executive Officer
By: C&C Development Co., LLC, a California
limited liability company, its member
By:
Todd R. Cottle, its member
By: The Cottle Family Trust Dated 3/8/1987, its
member
By:
arry A. Cott , Trustee
1076\5511927081.2
corporation
By:
ATTEST:
L. Dennis Michael
Mayor
nice C. Reynolds, City Clerk
APPROVED AS TO FORM:
RICHARDS, WATSON & GERSHON
By:
)741dif'14'2
City Attorney
P261
A notary public or other officer
completing this certificate verifies only
the identity of the individual who signed
the document to which this certificate is
attached, and not the truthfulness,
accuracy, or validity of that document.
State of California
County of S *WIG )
On 5t aa -r a -No , before me,
(ins rt name and title of the officer)
Notary Public, personally appeared Tot (Z. (OK \e6hegi.A. Cu.t{-lam
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s)
is/ re ubscribed to the within instrument and acknowledged to me that he/she/ ie r xecuted
the same in his/he their authorized capacity(ies), and that by his/herignature(s) on the
instrument the person(s), or the entity upon behalf of which the person s acted, executed the
instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature (Seal)
1076155\ 1927081 2
JOANNE HO
Commission # 2128028
Notary Public - California
Orange County
Comm. Expires Sep 266 2019
P262
s
P263
A notary public or other officer
completing this certificate verifies only
the identity of the individual who signed
the document to which this certificate is
attached, and not the truthfulness,
accuracy, or validity of that document.
State of California
County of S e iro- 4406" )
On _SQE:giglegLaa,dlk, before me,
Notary Public, personally appeared
(insert nam nd title of the officer)
Vii\*r 60-1427T
_who proved to me on the basis of satisfactory evidence to be the person whose nam s)
'are subscri ed to the within instrument and acknowledged to me than he/they executed
the same i er/their authorized capacity(), and that by 4 er/their signatureX on the
instrument the person(, ), or the entity upon behalf of which the perso� acted, executed the
instrument. rr,
I certify under PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature
,
AMIE E HO
f COnmfa=ion # 2128028
Notary Pic - California
`s'41 Wage County
Comm. es S 26, 201.y
1076\5511927081.2
P264
ORDINANCE NO. 903
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING AN AMENDMENT TO
DEVELOPMENT AGREEMENT DRC2014-00610 BETWEEN THE CITY OF
RANCHO CUCAMONGA AND 7418 ARCHIBALD, LLC, TO REMOVE A
STATEMENT PROVIDING FOR SUBORDINATION OF THE DEVELOPMENT
AGREEMENT TO DEEDS OF TRUST OR LIENS SECURING FINANCING OF
THE PROJECT, AND ANCILLARY MODIFICATIONS, FOR THE PURPOSE OF
PROVIDING A SENIOR HOUSING PROJECT IN ACCORDANCE WITH THE
SENIOR HOUSING OVERLAY ZONING DISTRICT (SHOZD), WHICH
INCLUDES THE DEVELOPMENT OF A 24,641 SQUARE FOOT, 60 -UNIT
SENIOR APARTMENT COMPLEX ON 2.25 ACRES OF LAND LOCATED ON
THE WEST SIDE OF ARCHIBALD AVENUE, SOUTH OF BASE LINE ROAD,
AS PROVIDED FOR IN SECTION 65864 OF THE CALIFORNIA
GOVERNMENT CODE, FOR REAL PROPERTY DESCRIBED HEREIN, AND
MAKING FINDINGS IN SUPPORT THEREOF, APN: 0208-031-58 AND 0208-
031-59.
A. Recitals.
1. The applicant, 7418 Archibald, LLC, filed an application for Development Agreement
Amendment DRC2017-00101, as described in the title of this Ordinance. Hereinafter in this Ordinance,
the subject Development Agreement is referred to as "the application."
2. On the 13th day of May 2015, the Planning Commission adopted Resolution No. 15-35
recommending the City Council approve Development Agreement DRC2014-00610 for the purpose of
providing a senior housing project in accordance with the Senior Housing Overlay Zoning District
(SHOZD), including deviating from certain development standards, for the development of a 24,641
square foot, 60 -unit, senior apartment complex on 2.25 acres of land located on the west side of
Archibald Avenue, south of Base Line Road.
3. On the 3rd day of June 2015, the City Council approved Development Agreement DRC2014-
00610.
4. On the 17th day of June 2015, the City Council adopted Ordinance No. 876 for Development
Agreement DRC2014-00610.
5. On the 24th day of August 2016, the Planning Commission adopted Resolution No. 16-47
recommending the City Council approve for Development Agreement Amendment DRC2016-00667 to
allow for a reduction in the percentage of tax credit financing and to modify unit affordability for the
purpose of providing a senior housing project in accordance with the Senior Housing Overlay Zoning
District (SHOZD).
6. On the 21st day of September 2016, the City Council approved Development Agreement
Amendment DRC2016-00667.
7. On the 3rd day of October 2016, the City Council adopted Ordinance No. 896 for
Development Agreement Amendment DRC2016-00667 to allow for a reduction in the percentage of tax
credit financing and to modify unit affordability.
ATTACHMENT 2
P265
CITY COUNCIL ORDINANCE NO. 903
DRC2017-00101 — 7418 ARCHIBALD, LLC
March 1, 2017
Page 2 of 3
8. The purpose of this Amendment is to modify the Development Agreement to remove the last
sentence of Section 24 as it pertains to subordination of the Development Agreement to deeds and of
trust or liens securing financing of the project and a modification to rental restrictions to tenant income
categories in the event of a foreclosure sale of the property.
9. On the 22th day of February 2017, the Planning Commission of the City of Rancho
Cucamonga conducted a duly noticed public hearing with respect to the above referenced Development
Agreement Amendment DRC2017-00101 and, following the conclusion there of, issued Resolution No.
17-15, recommending that the City Council of the City of Rancho Cucamonga adopt said Development
Agreement Amendment.
10. On the 3rd day of March 2017, the City Council of the City of Rancho Cucamonga conducted
a duly noticed public hearing on the Development Agreement Amendment and concluded said meeting
on that date.
11. The subject property of the Development Agreement Amendment is legally described herein.
12. A true and correct copy of the proposed Development Agreement Amendment is attached
as Exhibit "A" to this Ordinance.
13. All legal prerequisites prior to the adoption of this Ordinance have occurred.
B. Ordinance.
The City Council of the City of Rancho Cucamonga does ordain as follows:
SECTION 1: This City Council hereby specifically finds that all of the facts set forth in the Recitals,
Part A, of this Ordinance are true and correct.
SECTION 2: Based upon substantial evidence presented to the City Council during the above -
referenced public hearing on March 1, 2017, including written and oral staff reports, together with public
testimony, the City Council hereby specifically finds as follows:
a. The proposed Development Agreement Amendment is consistent with the objectives,
policies, and general land uses specified in the General Plan and any applicable Specific Plans; and
b. The proposed Development Agreement Amendment is compatible and in conformity
with public convenience, general welfare, and good land use and zoning practice; and
c. The proposed Development Agreement Amendment will not be detrimental to the
health, safety, and general welfare of the City; and
d. The proposed Development Agreement Amendment will not adversely affect the
orderly development of property or the preservation of property values.
SECTION 3: Pursuant to the California Environmental Quality Act (CEQA) and the City's local
CEQA Guidelines, the City adopted a Mitigated Negative Declaration on June 3, 2015, in connection
with the City's approval of Development Agreement DRC2014-00610. Pursuant to CEQA Guidelines
Section 15162, no subsequent or supplemental EIR or Negative Declaration is required in connection
with subsequent discretionary approvals of the same project. The proposed Development Agreement
P266
CITY COUNCIL ORDINANCE NO. 903
DRC2017-00101 — 7418 ARCHIBALD, LLC
March 1, 2017
Page 3 of 3
Amendment is for the removal of a statement to providing for subordination of the Development
Agreement to deeds of trust or liens securing financing of the project and ancillary modifications. There
are no changes proposed to the number of units, project acreage or the scope of the project. No
substantial changes are proposed to the project that indicate new or more severe impacts on the
environment; no substantial changes have occurred in the circumstances under which the project was
previously reviewed that indicates new or more severe environmental impacts; no new important
information shows the project will have new or more severe impacts than previously considered; and
no additional mitigation measures are now feasible to reduce impacts or different mitigation measures
can be imposed to substantially reduce impacts. On June 3, 2015, the City adopted a Mitigated
Negative Declaration regarding the proposed development of a 24,641 square foot, 60 -unit, senior
apartment complex on 2.25 acres of land located on the west side of Archibald Avenue, south of Base
Line Road. Accordingly, there have been no substantial changes to the project or the circumstances
surrounding the project which would create new or more severe impacts than those evaluated in the
previous Mitigated Negative Declaration. Staff further finds that the project will not have one or more
significant effects not discussed in the previous Mitigated Negative Declaration, not have more severe
effects than previously analyzed, and that additional or different mitigation measures are not required
to reduce the impacts of the project to a level of Tess -than -significant.
SECTION 4: The Development Agreement is hereby amended, in words and figures, as shown
in the attached Exhibit "A."
SECTION 5: If any section, subsection, sentence, clause, phrase, or word of this Ordinance is,
for any reason, deemed or held to be invalid or unconstitutional by the decision of any court of
competent jurisdiction, or preempted by legislative enactment, such decision or legislation shall not
affect the validity of the remaining portions of this Ordinance. The City Council of the City of Rancho
Cucamonga hereby declares that it would have adopted this Ordinance and each section, subsection,
sentence, clause, phrase, or words thereof, regardless of the fact that any one or more sections,
subsections, clauses, phrases, or words might subsequently be declared invalid or unconstitutional or
preempted by subsequent legislation.
SECTION 6: The City Clerk shall certify to the adoption of this Ordinance and shall cause the
same to be published within 15 days after its passage at least once in the Inland Valley Daily Bulletin,
a newspaper of general circulation published in the City of Ontario, California, and circulated in the City
of Rancho Cucamonga, California.
P267
DRAFT
RECORDING REQUESTED BY,
AND WHEN RECORDED MAIL TO:
City of Rancho Cucamonga
P.O. Box 807
Rancho Cucamonga, CA 91729
Attn: City Clerk
SPACE ABOVE THIS LINE FOR RECORDER'S USE
Exempt from Recording Fee.per Government Code 6103
SECOND AMENDMENT TO DEVELOPMENT AGREEMENT DRC 2014-00610
SENIOR CITIZENS' HOUSING BY AND BETWEEN THE CITY OF RANCHO
CUCAMONGA AND 7418 ARCHIBALD LLC (CO 15-122)
EXHIBIT A
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SECOND AMENDMENT TO DEVELOPMENT AGREEMENT DRC 2014-00610
SENIOR CITIZENS' HOUSING BY AND BETWEEN THE CITY OF RANCHO
CUCAMONGA AND 7418 ARCHIBALD LLC (CO 15-122)
THIS SECOND AMENDMENT TO DEVELOPMENT AGREEMENT ("Second
Amendment") is made and entered into as of March 15, 2017, by and between 7418
ARCHIBALD, LLC, a California limited liability company ("Developer") and the CITY OF
RANCHO CUCAMONGA, a municipal corporation organized and existing under the laws of
the State of California ("CITY").
RECITALS
A. On June 17, 2015 the City Council adopted Ordinance 876 approving a Development
Agreement ("Development Agreement") with the Developer, recorded on July 21,
2016 with a document number of 2016-0292138, which provided for the development
of 59 affordable senior housing units with one manager's unit located at 7418
Archibald Avenue which consists of two parcels of land totaling 2.25 acres in the
City of Rancho Cucamonga.
B. In October, 2016, said Development Agreement was amended by a First Amendment
to Development Agreement (the "First Amendment"). Said Development
Agreement, as so amended, is hereinafter referred to as the "Development
Agreement".
C. Developer and City now desire to further amend the Development Agreement to
remove one sentence therein that provided for subordination of the Development
Agreement to deeds of trust or liens securing financing for the project.
D. Capitalized terms used, but not defined, in this Second Amendment shall have the
meaning set forth in the Development Agreement.
AMENDMENT
1. Section 24.d. of the Development Agreement is hereby amended and restated and
replaced in its entirety with the following:
"d. Acquire and succeed to the interest of Developer by virtue of any
foreclosure sale, whether the foreclosure sale is conducted pursuant to a court order or pursuant
to a power of sale contained in a trust deed or a deed in lieu of foreclosure (`Foreclosure
Remedy') and assign its rights as Developer to a subsequent purchaser following a Foreclosure
Remedy such that such subsequent purchaser would acquire and succeed as Developer under the
Development Agreement."
2. The last sentence of Section 24 of the Development Agreement is hereby deleted.
3. Rental Restrictions following Foreclosure Remedy by First Lienholder.
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a. In connection with the construction financing for the Project, Developer is
executing a deed of trust in favor of Bank of America, N.A., a national banking association
("Initial First Lienholder") securing a construction loan to Developer ("Construction Loan"),
which shall be an encumbrance against the Site ("Initial First Lien"). Initial First Lienholder
shall, upon the satisfaction of certain terns and conditions set forth in that certain Loan Purchase
Agreement among Developer, Initial First Lienholder and California Community Reinvestment
Corporation ("CCRC"), assign its rights under the Initial First Lien to CCRC. As used herein,
"First Lienholder" shall mean each of (i) the Initial First Lienholder and its successors and
assigns as the holder of the note secured by the First Lien, including, but not limited to, CCRC,
and (ii) any holder of any new mortgage debt which is extended in whole or in part to refinance
or replace all or any part of the Initial First Lien, so long as such new mortgage debt has a
principal amount not in excess of the maximum amount of the Construction Loan secured by the
Initial First Lien plus customary protective advances.
b. From and after the exercise of a Foreclosure Remedy by First Lienholder,
the rental restrictions set forth in Section 8 of the Development Agreement (as amended by the
First Amendment) shall automatically be amended and restated and replaced with the following:
"8. Rental Restrictions. During the Qualified Project Period, all units in the Project
(other than one unrestricted manager's unit) shall be rented, leased or held available for
Qualified Tenants whose annual income does not exceed eighty percent (80%) of Area Median
Income (`Eighty Percent Income Qualified Tenants') at affordable rents as published by the
California Tax Credit Allocation Committee for each year for a specific year for Eighty Percent
Income Qualified Tenants."
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IN WITNESS WHEREOF, this Agreement has been executed by the parties.
DEVELOPER: CITY:
7418 ARCHIBALD LLC,
a California limited liability company
By: Orange Housing Development
Corporation,
a California nonprofit corporation, its
member
By:
Eunice Bobert
Chief Executive Officer
By: C&C Development Co., LLC,
a California limited liability company,
its member
By:
Todd R. Cottle, its member
CITY OF RANCHO CUCAMONGA,
a municipal corporation
By:
Print Name:
Mayor
ATTEST:
Janice C. Reynolds, City Clerk
By: The Cottle Family Trust Dated APPROVED AS TO FORM:
3/8/1987, its ;member
By:
Barry A. Cottle, Trustee
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RICHARDS, WATSON & GERSHON
By:
James Markman,
City Attorney
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A notary public or other officer
completing this certificate verifies only the
identity of the individual who signed the
document to which this certificate is
attached, and not the truthfulness,
accuracy, or validity of that document.
State of California
County of Orange
On , before me,
(insect name and title of the officer)
Notary Public, personally appeared
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that he/she/they executed the same
in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument
the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature (Seal)
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A notary public or other officer
completing this certificate verifies only the
identity of the individual who signed the
document to which this certificate is
attached, and not the truthfulness,
accuracy, or validity of that document.
State of California
County of Orange
On , before me,
(insert name and title of the officer)
Notary Public, personally appeared
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that he/she/they executed the same
in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument
the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature (Seal)
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P272
Development Agreement Amendment
DRC2017-00707
Villa Pacifica 11
City Council
March 1, 2017
CITY OF RANCHO CUCAMONGA
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CITY OF RANCHO CUCAMONGA
Project Background
• Proposal to develop a 24,641 square foot, 60-unit, 3-story senior
apartment complex on 2.25 acres of land located on the west side of
Archibald Avenue, south of Base Line Road.
• Project includes:
• Development Agreement DRC2014-00610.
• General Plan Amendment DRC2014-00546.
• Zoning Map Amendment DRC2014-00547.
• Design Review DRC2014-00545.
• Minor Exception DRC2014-00713.
• Tree Removal Permit DRC2015-00275.
• On May 13, 2015, the Planning Commission recommended approval
• On June 3, 2015, the City Council approved the DA, GPA, & ZMA.
• On June 17, 2015, the City Council heard the second reading of the
Ordinances approving the DA and ZMA.
CITY OF RANCHO CUCAMONGA
Project Background
• On August 24, 2016, the Planning Commission
recommended approval of Development Agreement
Amendment DRC2016-00667 to modify the unit affordability
of the project.
• On September 21, 2016, the City Council approved
Development Agreement Amendment DRC2016-00667, and
on October 3, 2016, the City Council heard the second
reading of Ordinance No. 896 approving the amendment.
CITY OF RANCHO CUCAMONGA
DRC2OI 7-00101
• Proposed Development Agreement Amendment includes:
• Deleting the last sentence of Section 24 where the City had agreed
that the terms of the agreement are subordinate to any such
financing instrument and that the City shall execute from time to time
any and all documentation reasonably requested by Developer or
Lender to effect such subordination.
• Providing additional ancillary modifications to include modifying the
rights of the lender in the event of a foreclosure sale of the property.
• Changing Section 8 as it relates to rental restrictions to tenant
incomes in the event of a foreclosure sale.
• On February 22, 2017, the Planning Commission
recommended that the City Council approve Development
Agreement Amendment DRC2017-00101.
CITY OF RANCHO CUCAMONGA
Conclusion
• The Planning Commission recommends that the City
Council adopt Ordinance No. 903 approving Development
Agreement Amendment DRC2017-00101.
CITY OF RANCHO CUCAMONGA