HomeMy WebLinkAbout2023-106 - Resolution RESOLUTION NO. 2023-106
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ADOPTING THE CITY OF RANCHO
CUCAMONGA ECONOMIC DEVELOPMENT STRATEGY
WHEREAS, the City's last Economic Development Strategic Plan was adopted in 2015; and
WHEREAS, in 2021, the City of Rancho Cucamonga adopted an updated General Plan known as
Plan RC; and
WHEREAS, during the development of Plan RC, it was determined that the City would create a
separate Economic Development Strategy after Plan RC was completed and adopted; and
WHEREAS, in the last decade, the Inland Empire has experienced remarkable growth, with
increases in population, employment opportunities, and investment in manufacturing, logistics, and other
industries; and
WHEREAS, Rancho Cucamonga is well-positioned to further leverage the advantages of the
region via its skilled workforce, high-quality-built environment, and expanding economy; and
WHEREAS, Plan RC lays out a series of strategies to chart a path towards building a 21 st
century world-class community that is grounded in the foundational core values of health, equity, and
stewardship; and
WHEREAS, the Economic Development Strategy is intended to fortify linkages with Plan RC and
its Big Ideas; and
WHEREAS, the goals and strategies identified in the Economic Development Strategy have been
designed to address specific economic development objectives, such as growing the local economy and
ensuring community vitality so that the City can continue to provide high-quality public services and
amenities; and
WHEREAS, on August 23, 2023, the Planning Commission reviewed the Economic Development
Strategy and provided comments and feedback to staff.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
CALIFORNIA HEREBY RESOLVES AS FOLLOWS:
Section 1. The above recitals are true and correct and are a substantive part of this Resolution.
Section 2. The City Council hereby adopts the Rancho Cucamonga Economic Development
Strategy.
Section 3. The Economic Development Strategy is exempt from the California Environmental
Quality Act Under CEQA Section 15061(b)(3).
Section 4. The City Clerk shall certify the adoption of this Resolution.
Resolution No. 2023-106 - Page 1 of 2
PASSED, APPROVED, and ADOPTED this 4th day of October, 2023.
L. Dennis Michael, ayor
ATTEST:
r-.
J 'ce C. Reynolds, City derk
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss
CITY OF RANCHO CUCAMONGA )
I, Janice C. Reynolds, City Clerk of the City of Rancho Cucamonga, do hereby certify that the
foregoing Resolution was duly passed, approved, and adopted by the City Council of the City of
Rancho Cucamonga, at a Regular Meeting of said Council held on the 4th day of October, 2023.
AYES: Hutchison, Kennedy, Michael, Scott, Stickler
NOES: None
ABSENT: None
ABSTAINED: None
Executed this 5th day of October, 2023, at Rancho Cucamonga, California.
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nice C. Reynolds, Cit Jerk
Resolution No. 2023-106 - Page 2 of 2
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Table of Contents
1. Introduction 3
1.1 About the Economic Development Strategy 3
1.2 Heart of the Matter 3
2. Strengths, Opportunities, Challenges 4
2.1 Strengths 4
2.2 Challenges 5
2.3 Opportunities 6
3. Target Industries 9
3.1 Advanced Manufacturing 10
3.2 Medical Manufacturing 10
3.3 Food and Beverage Manufacturing 11
3.4 Finance, Insurance, and Real Estate 11
3.5 Professional and Medical Services 12
4. Goals and Strategies 13
4.1 Grow and Diversify the City's Economy 14
4.2 Enhance the Quality of Life 17
4.3 Expand Retail, Entertainment, and Hospitality 19
4.4 Foster Growth of Local Businesses and Workforce 20
5. Looking Ahead 23
6. Implementation Plan 24
City of Rancho Cucamonga I Economic Development Strategy 2023 2
Introduction
In the last decade, the Inland Empire has experienced remarkable growth, experiencing increases in
population,employment opportunities,and investment in manufacturing,logistics,and other industries.The
region is strategically located between major metro areas and connected to the rest of the country and the
world by several highways, railways, Ontario International Airport and the nearby Ports of Los Angeles and
Long Beach. Rancho Cucamonga is well-positioned to further leverage the advantages of the region via its
skilled workforce, high-quality-built environment, and expanding economy. The Economic Development
Strategy (EDS) is a five-year work plan that will guide and support the City in establishing and sustaining
Rancho Cucamonga as the cultural and economic hub of the Inland Empire.
About the Economic Development Strategy
The EDS will guide the City's economic development activities over the next five years. The document
identifies goals and strategies that will serve as a road map for City staff and civic leaders. The EDS
primarily provides direction to the City's Economic Development Division, but the success of the EDS
depends on the coordination and communication with other City departments, public agencies, and partner
organizations.
The EDS was informed by a review of regional, state, and global trends, as well as a detailed analysis of
the City's demographic, economic, and market conditions.Although the nature and extent of future market
conditions is unknown, the EDS provides foundational approaches to economic development in Rancho
Cucamonga that will serve the City during the life of the document.
The following sections describe the strengths, challenges, and opportunities to grow the City's economy;
key industries to expand in the City; and the goals, strategies, and actions of the EDS. The final section of
the EDS includes a five-year work plan that organizes tasks according to a timeline, assigns the City
department that will lead the activity, and identifies assisting potential partner departments, agencies, or
organizations.
Heart of the Matter
The EDS builds on PlanRC,the City's General Plan,that was adopted on December 15, 2021.The General
Plan lays out a series of strategies to chart a path towards building a 21st century world-class community
that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is
to create a city for people — a city of great neighborhoods, natural open spaces and parks, thriving
commercial and industrial areas, and walkable and active centers and districts, all connected by safe and
comfortable streets. Through the implementation of PlanRC, the city will develop to be more welcoming
and accessible to both residents and visitors.
To meet the vision and core values of PlanRC, five Big Ideas were identified:
• Design for People First: focus should be on people and development must be human scale and
inviting;
• Provide Connectivity and Accessibility: provide a range of travel options including new
opportunities for walking, bicycling and transit;
• Create Destinations: places to congregate, gather, and socialize;
• Cultural and Economic Hub of the Inland Empire: a downtown area, or several major activity
centers, with varied cultural opportunities and public art; and
• Address Environmental Justice: everyone in the city has a fair and just opportunity to thrive and
no one, especially those with the least means, shoulders the additional health burdens of
environmental degradation and pollution.
The EDS is intended to fortify linkages with PlanRC and the Big Ideas, to emphasize that economic
development activities are shared across all departments in the City. The goals and strategies identified
have been designed to address specific economic development objectives: improve health outcomes
City of Rancho Cucamonga I Economic Development Strategy 2023 3
through economic attainment, grow the local economy, diversify the local economy, build economic health
and long-term fiscal resiliency, and ensure community vitality so that it can continue to provide high-quality
public services and amenities.
Within each of the strategies are achievable and measurable action items designed to serve as a guide for
the City over the next five years.The EDS is meant to be fluid in that it will be reviewed annually to determine
if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho
Cucamonga will continue working towards its long-range goals and planning efforts that are the framework
of the City's vision of being a world-class community, making Rancho Cucamonga a special place to live,
work, and thrive.
Strengths, Opportunities, Challenges
This section identifies the City's strengths, challenges, and opportunities to strengthen the City's economy.
Strengths
High-quality transportation access. Rancho Cucamonga is located next to major highways, rail transit,
and air transport options. Interstate 10 and Interstate 15 are located along the borders of the City,and State
Highway 210 and Foothill Boulevard (Historic Route 66) run through the center of Rancho Cucamonga.
These highways provide access to shipping routes to the north and east of the County and access to the
Ports of Los Angeles and Long Beach. The nearby Ontario International Airport (ONT) is a growing
passenger and logistics hub. In recent years, Ontario International Airport has been one of the fastest-
growing airports in the country.The San Bernardino International Airport is also expanding its services and
now has regular passenger service for the first time, and Los Angeles International Airport(LAX)and John
Wayne Airport (SNA) are a reasonable distance from the city to be a potential option for travelers to the
area. The City also has a Metrolink rail station that runs directly to Downtown Los Angeles, and there are
plans to build a high-speed rail line that will connect Rancho Cucamonga to Las Vegas. Additionally, the
City has access to two Class I railroads, Union Pacific and BNSF, which have continued to improve this
level of service for freight shipping across the country.
Located near major population and employment centers. The City of Rancho Cucamonga is an hour's
drive from Los Angeles and Orange County, and an hour and a half from San Diego. Proximity to these
areas allows for access to major consumer markets, workforce talent, and complimentary businesses
across industry sectors.
Proximity to complementary manufacturing businesses and skilled talent in the local region. San
Bernardino County has a concentration of workers with specialized talents and a one-of-a-kind training
facility, the InTech Center, located in the neighboring City of Fontana that specializes in building skills that
are desirable to manufacturing companies in various sectors. The County contains many complimentary
businesses to manufacturing. Warehousing and distribution centers are an example of complementary
businesses that have grown significantly in the local region. Manufacturers in Rancho Cucamonga benefit
from the City's proximity to customer distribution centers.
Well-educated residents. In addition to workers with specialized, manufacturing-related skills, companies
in Rancho Cucamonga have access to highly educated workers. Residents in Rancho Cucamonga are
particularly well-educated compared to the rest of the local region. In 2021, 37 percent of Rancho
Cucamonga residents held a bachelor's degree or higher compared to 22 percent of residents in San
Bernardino County overall. Educated residents and workers are attractive to companies with skilled worker
needs and retail businesses looking for high-income customer bases.
High resident incomes. Incomes in Rancho Cucamonga are high compared to the region. The median
income in Rancho Cucamonga is approximately $95,000, compared to approximately $70,300 for San
Bernardino County.
City of Rancho Cucamonga I Economic Development Strategy 2023 4
Access to education opportunities that complement key industries in Rancho Cucamonga. Rancho
Cucamonga is home to Chaffey College and a satellite campus of the University of Redlands. These
schools have been valuable for Rancho Cucamonga employers to gain access to interns and apprentices.
Companies in Rancho Cucamonga can also draw talent from other nearby higher education institutions
such as UC Riverside, Cal Poly Pomona, California State University San Bernardino, California Baptist
University, University of La Verne, Claremont Colleges, San Bernardino Valley College, and other technical
schools in the area. Many of these schools offer vocational training and industry-specific programs that
complement the expanding sectors in the area such as advanced manufacturing and aerospace. For
example, Cal Poly Pomona's Department of Aerospace Engineering provides a hands-on engineering
program to ready students for working in the aerospace industry.
Quality amenities and built environment.The City has a high-quality built environment. The City's roads
are well maintained and are well landscaped on major corridors.The City's de facto core,Victoria Gardens,
provides a pedestrian-friendly, and urban design-rich experience for local and regional shoppers. The City
is growing and attracting quality talent because of the high quality of life in the City.
Quality master planned neighborhoods. Rancho Cucamonga has several comprehensively designed
communities that feature quality housing stock and amenities.
Attractive and productive weather. The warm climate and mild winters in Rancho Cucamonga are
attractive to residents but also benefit manufacturers due to the relatively few weather-related closure days
for companies. Additionally, the mild weather on the Southern California coast makes the nearby Ports of
Los Angeles and Long Beach more efficient relative to ports along the northern and eastern U.S. coasts.
Affordable real estate. Land costs in Rancho Cucamonga are relatively affordable compared to the Los
Angeles Metro region and coastal communities in Southern California. Low land costs are attractive to
companies for reducing costs, and attainably priced housing allows companies to recruit workers that can
live in or near the City.
Strong performing commercial real estate. Rancho Cucamonga's commercial land uses are performing
better than in the County overall. The City's office, retail, and industrial rents are higher than the County's,
and vacancies are on par or lower than in the County.
World class public safety improves trust, desirability and attractiveness of the Community or City.
Public safety plays a critical role in supporting economic growth and vitality by enhancing the desirability of
the City as a place to live and locate a business. It also has a direct impact on the levels of community trust
and creating safe places to gather and socialize. The Rancho Cucamonga Police Department, Rancho
Cucamonga Fire District, Animal Services Department and Community Improvement Division provide
critical services to the public including law enforcement,fire and emergency services, animal control, care,
and adoption services along with community and property maintenance and improvement. The Public
Safety Workgroup works to maintain a safe, enjoyable and prosperous community making the city a top
choice for residents, visitors and businesses.
Challenges
Lack of downtown/city core identity.The City currently lacks a strong identity for its downtown.The City's
General Plan explores"the potential of the area around Victoria Gardens and the Epicenter to become the
'real downtown' of Rancho Cucamonga."
Potential retail spending leakage. According to data from the California Department of Tax and Fee
Administration, Rancho Cucamonga lags behind San Bernardino County on taxable sales per household
for certain retail categories such as clothing apparel, automotive-related products and services, health and
personal care stores, and other miscellaneous retail. This suggests that residents in Rancho Cucamonga
may be traveling outside the City to make certain purchases.
Shifting trend in retail due to online shopping. Rancho Cucamonga's local retail market is influenced
by larger-scale national trends. Over the last decade, retail markets have been shifting and reorganizing in
large part due to the growth of e-commerce. However, while increased online sales have reduced the
City of Rancho Cucamonga I Economic Development Strategy 2023 5
demand for in-store sales,there has been an increased demand for experiential retail such as restaurants,
bars, and gyms. Over the last two years, the COVID-19 pandemic disrupted brick and mortar retail stores
of all types and accelerated the shift in demand for online sales of physical goods. While the details of the
long-term impacts from COVID-19 for the retail market are uncertain, the market will likely rebound while
perhaps also changing to accommodate new trends enabled by new technologies and consumer
expectations regarding convenience such as contactless shopping.
Lack of population densities to attract higher-end retailers. Rancho Cucamonga is a strong fit for many
retailers due in part to the City's high incomes. However, certain retailers are partial to areas with higher
concentrated population densities. High-end coffee businesses, grocers, and full-service restaurants often
seek to locate in areas with high population densities with access to at least 200,000 people within a one
to three-mile radius, which is typically achieved in highly populated city downtowns.
Mismatch between resident worker talent and city employment opportunities. Rancho Cucamonga
has a skilled workforce, most of which commute outside the city for work. An estimated 85 percent of
resident workers commute to nearby communities or Downtown Los Angeles, San Bernardino, or Orange
County(PlanRC Existing Conditions Report, 2020).
Diminishing supply of vacant land. Beginning in the 1990s and continuing through the 2010s, Rancho
Cucamonga experienced strong demand for new development on vacant or sparsely utilized sites. The
availability of large tracts of land spurred the development of master planned residential communities,which
characterized much of the community's growth. This has led to diminishing opportunities for new large-
scale projects. A similar dynamic has occurred with commercial and industrial land as many of the most
attractive sites with access to rail and highway infrastructure have been developed.
Pressure for less employment-dense uses like logistics. The logistics boom in the Inland Empire also
created demand for warehouse and distribution space in Rancho Cucamonga. Businesses in this industry
have been able to pay higher land costs for desirable sites. While this type of investment may be attractive
to individual landowners, it generates less employment and synergy with other businesses compared to
other industrial activities.
Older parts of the city have limited access to amenities. Like many communities, Rancho Cucamonga
has experienced uneven development and investment across the city. Older neighborhoods within Rancho
Cucamonga, including those in the south and southeast portions of the city, have seen less recent
investment in amenities by the private sector.
Opportunities
Leverage transportation infrastructure projects to build a thriving HART District. The City's General
Plan envisions the HART District as an intense, mixed-use area.Within the District,the Cucamonga Station
is positioned to be a major transit hub connecting regional and high-speed rail lines. The HART District has
strong potential to become a thriving new district in the city that attracts new talent and employers to the
City.
Attract high-wage and high-skill jobs that match City resident population. Many Rancho Cucamonga
residents commute outside the city for work. As Rancho Cucamonga grows as an employment center, the
City may be able to retain more residents to work at companies in the City.
Complimenting entertainment and hospitality options along Fourth Street and the 1-10 Freeway. At
the southern border of the city limits, there is a cluster of entertainment facilities including the Ontario Mills
Mall, the Toyota Arena, Dave & Buster's, and Topgolf. Additionally, there are several hotels concentrated
along the 1-10 and adjacent to the Ontario International Airport.
Expand entertainment options unique to Rancho Cucamonga. The City's General Plan stresses the
desire of the community for "more fun places to go, more things to do, and more ways to get there."
Residents and visitors want places to congregate, gather, and socialize in lively centers, shopping areas,
and arts, culture, and entertainment venues.
City of Rancho Cucamonga I Economic Development Strategy 2023 6
Build a vibrant downtown. Through the City's community engagement process for the City's recently
updated General Plan, the community expressed a desire for creating vibrant activity nodes and a "real
downtown."
Capture more resident retail spending. Rancho Cucamonga is currently a regional retail destination, but
residents may be traveling outside the city for certain purchases. The City could capture more of its
residents' purchases by attracting more retail businesses that match residents' needs.
Leverage and grow international food manufacturing. Rancho Cucamonga's specialization in food
manufacturing and access to the Ports of Los Angeles and Long Beach and Ontario International Airport
could position the city to attract additional international food manufacturing companies. Two of Rancho
Cucamonga's largest food manufacturing firms, Mizkan America and Nongshim USA are international
companies based in Asia. The City is also home to a Mission Foods facility, a subsidiary of Mexico-based,
global food company, Gruma.
Leverage and grow the aerospace industry. Southern California has a large concentration of aerospace
businesses,which is particularly concentrated in Orange County and Los Angeles County. San Bernardino
County also has a fast-growing aerospace sector with nearly 300 aerospace-related manufacturers and
several aerospace international companies based in Korea,China,Japan, Britain, France,and Switzerland.
Rancho Cucamonga is home to several aerospace-related companies including Air Components Inc,
Hartwell Corporation, Gentex, General Micro Systems, and Pneudraulics Inc.
Attract businesses in emerging green technology sectors such as electric vehicle-related
manufacturing. California is striving toward increasing the number of electric vehicles in the State. By
2035, most new cars and light trucks sold in California will be zero-emission vehicles, including plug-in
hybrid electric vehicles.' As the most populous and wealthy U.S. state, California's push toward electric
vehicles will likely spur significant growth in this sector. Rancho Cucamonga is well positioned to leverage
its location and concentrated advanced manufacturing sector to take advantage of the growth in electric
vehicle-related manufacturing. Rancho Cucamonga is located near complimentary electric vehicle
businesses in Los Angeles, Irvine, and San Diego, and companies in Rancho Cucamonga have access to
electric vehicle talent from companies like Tesla and Ford. Additionally, Rancho Cucamonga is near areas
such as Mountain Pass, CA, which are rich with rare earth minerals that are necessary for electric vehicle
production. Water supply technology is another emerging sector that Rancho Cucamonga could leverage.
Water security has been a growing concern in California for decades, and the State has moved towards
measures and major investments to increase water supply security. The development and manufacturing
of water supply technologies is an emerging sector with immediate relevance in Southern California.
Rancho Cucamonga is already home to a leading company developing technology equipment for water
treatment plants, Biwater, an international company based in the UK that moved operations from Los
Angeles County to Rancho Cucamonga because of proximity to their vendors and to industries that support
their operations.2 There are several water supply technology programs offered at local colleges including
San Bernardino Valley College, and Los Angeles Trade-Technical College.
Grow an expanding healthcare sector. Health care and social assistance currently account for a
significant portion of the City's employment at approximately 10 percent of the City's total jobs. While the
concentration of health care and social assistance jobs is somewhat lower compared to San Bernardino
County and the overall State of California, the sector is growing faster in Rancho Cucamonga than in the
County or the State.
Leverage strong sector in local and regional household serving office-based industries. The City's
concentrated professional services industry contains many offices that provide legal, tax, and design
services to the local and regional community. Many of these types of services require a physical presence
to serve customers and are more likely to be resilient to shifts to online platforms and telecommuting.
Rancho Cucamonga is well-positioned to grow as a hub for these types of office-based services based on
the presence of high quality attainably priced residential options.
' https://ww2.arb.ca.gov/news/california-moves-accelerate-100-new-zero-emission-vehicle-sales-2035
2 https://siteselection.com/issues/2022/sep/the-world-finds-a-home-in-san-bernardino-county.cfm
City of Rancho Cucamonga I Economic Development Strategy 2023 7
Expand professional and technical services that complement the City's manufacturing sectors.
Professional service companies with offices in Rancho Cucamonga such as CDM Smith and Atlas Testing
Laboratories complement the advanced manufacturing sector in the City. Rancho Cucamonga could attract
more companies that offer engineering, marketing, and other complementary services to the City's
manufacturing businesses.
City of Rancho Cucamonga I Economic Development Strategy 2023 8
Target Industries
The City is committed to attracting and retaining high quality jobs to grow and diversify Rancho
Cucamonga's economy and to reduce residents commuting outside the City. This is best accomplished by
targeting industries in the City that have a unique advantage to growing. Target industries that are well-
positioned to grow and diversify Rancho Cucamonga's economy include:
• Advanced Manufacturing
• Medical Manufacturing
• Food and Beverage Manufacturing
• Finance, Insurance and Real Estate
• Professional and Medical Services
These target industries were identified based on their employment size, growth, and concentration in the
City and on the size and performance of the sectors in the larger region. The target industries are sectors
that are not only strong in Rancho Cucamonga but are also strong industries in the Inland Empire that the
City can leverage and build on. The EDS provides a special focus on growing and supporting the target
industries sectors. Tailored strategies are included to leverage the City's unique strengths in these
industries.
The following is a table summarizing the target industry sectors based on the location quotient.
Rancho Share of Rancho
Industry Cucamonga Rancho Cucamonga/San
Jobs Cucamonga Bernardino
Jobs County LQ1
Manufacturing Industries
Advanced Manufacturing 1,974 3.2% 2.7
Medical Manufacturing 1,955 3.2% 5.8
Food and Beverage Manufacturing 1,398 2.3% 1.3
Office Industries
Finance, Insurance, and Real Estate 5,789 9.4% 3.3
Professional Services2 2,707 4.4% 2.7
Source:Data Axel, 2022; QCEW, 2021.
Note:
i Location Quotient(LQ)is a measure of how concentrated an industry is relative to a larger geography.
The LQ shown here represents the concentration of jobs in the City compared to San Bernardino County.A
location quotient of greater than 1.0 means an industry is concentrated in an area while a location quotient
of less than 1.0 means an industry is not concentrated in an area.
2 Health services jobs are not included in the data shown here. Medical service jobs are somewhat less
concentrated in the City compared to San Bernardino County, but the sector is growing in Rancho
Cucamonga and the City is committed to expanding this growth.
City of Rancho Cucamonga I Economic Development Strategy 2023 9
Advanced Manufacturing
Advanced manufacturing is characterized by manufacturing
activity involving innovative technologies and requiring skilled Aerospace in the Region
workers with technical knowledge and training. Advanced Southern California is home to most of the
manufacturers span industries that include the production of State's advanced manufacturing companies.
aerospace equipment, medical devices, and computer Los Angeles
components. California's aircraft, engine, and parts
In Rancho Cucamonga, there are approximately 2,000 manufacturing industry establishments, and
advanced manufacturing jobs in the City (excluding medical Orange • ' • quarter
manufacturing jobs, which is included as its own target of total
industry sector in the EDS). County accounts for the thirdlargest
concentrationof
Aerospace and electric vehicles are among the advanced approximately seven percent of firms.
manufacturing industries with opportunities to grow in the
City. The manufacturing of electric vehicles could be well aerospaceIn San Bernardino County several
companies have found attributing
suited to Rancho Cucamonga due to the City's location neartheir achievements to _
complimentary electric vehicle businesses in Los Angeles, Countys business •_
titive
Irvine, and San Diego, and the City's proximity to areas thatcoststructureandlogisticsnetwork, •
are rich with rare earth minerals. Rancho Cucamonga is presence of skilled engineers nearbyrom
already home to several aerospace manufacturing universities. Favorable
companies, the largest of which include Air Components Inc, for flying and access to _ workforce
Hartwell Corporation, and Pneudraulics Inc. Among specialized
electronic manufacturers, the City's largest employers Southern California and San Bernardino
include Arlon Electronic Materials, Celco-Pacific Division, County attractive to .
and VPG Transducers.
Top Advanced Manufacturers in Rancho Cucamonga
• Consolidated Precision Products
• Pneudraulics Inc.
• Arlon Electronic Materials
Medical Manufacturing
In Southern California, pharmaceutical manufacturing forms a significant share of the region's economy
with the largest concentrations of employment in Orange County and Los Angeles County. Medical
manufacturing can generally be considered advanced manufacturing, but on its own, it represents a
significant number of jobs (approximately 2,000 jobs) in the City of Rancho Cucamonga and is highly
concentrated in the City relative to San Bernardino County.The industry involves the production of medical
equipment and medicine. Amphastar Pharmaceuticals is the City's largest medical manufacturer and one
of the City's largest employers. Other significant employers include medical device and surgical instrument
manufacturers such as Comar, Eagle Labs, and Mediflex Inc. The concentrated presence of medical
manufacturing in the City indicates the likelihood of a local business ecosystem involving complementary
businesses and educated talent that could be leveraged for future growth in this sector.
3 Based on employment size provided by Data Axel(2022).
City of Rancho Cucamonga I Economic Development Strategy 2023 10
Top Medical Manufacturers in Rancho Cucamonga
• Amphastar Pharmaceuticals Inc
• Comar
• Eagle Labs
Food and Beverage Manufacturing
Los Angeles and Orange County are major centers for food and beverage manufacturing in California, and
in San Bernardino County there are over 300 food and beverage manufacturing companies. Food and
beverage manufacturing is a unique segment of Rancho Cucamonga's manufacturing sector that contains
about 1,400 jobs and is concentrated in the City relative to San Bernardino County, which itself contains a
large amount of activity in the sector.
Frito Lay Inc.,Coca-Cola Bottling Co, Cerenzia Foods Inc,and Evolution Fresh are among the City's largest
food and beverage manufacturers. Mizkan America and Nongshim USA are examples of international
manufacturers that employ a significant number of workers in the city. This sector also includes several
breweries that provide the added benefit for creating a sense of place in the community and potential
regional destination in Rancho Cucamonga. While there is currently some wine-related production in the
City, Rancho Cucamonga has a history of winemaking, and the growth of wineries in the City could
complement the City's growth of breweries.
Top Food and Beverage Manufacturers in Rancho Cucamonga
• Frito Lay Inc.
• Coca-Cola Bottling Co
• Nongshim USA
Finance, Insurance, and Real Estate
Rancho Cucamonga has a high concentration of the region's finance, insurance, and real estate industry
(sometimes referred to as FIRE industries) employment. There are approximately 5,800 FIRE jobs in the
City that account for 9.4 percent of total employment. Insurance-related activity accounts for about half of
the FIRE jobs in Rancho Cucamonga, of which are employed at offices of national insurance providers
such as First American Title and CorVel Corporation, and in small to medium-sized insurance broker firms.
In addition to several national banking branches, a large portion of the finance-related companies in Rancho
Cucamonga are small mortgage lenders, portfolio management, and investment firms. Among real estate-
related firms, most in the city are medium to small offices of real estate agents and brokers.
Top Finance, Insurance, and Real Estate Companies in Rancho Cucamonga
• Inland Empire Health Plan
• First American Title
• CorVel Corporation
City of Rancho Cucamonga I Economic Development Strategy 2023 11
Professional and Medical Services
Professional service firms range from engineering and design companies to legal and accounting firms.
Rancho Cucamonga has approximately 2,700 professional service jobs,which accounts for five percent of
total employment. Rancho Cucamonga represents a hub for professional services in the region. The
professional service industry complements other target industries such as advanced manufacturing through
related research and administrative activity. Large professional service employers in the City include
aerospace and engineering companies such as CDM Smith and Atlas Testing Laboratories. Rancho
Cucamonga's professional services industry also consists of several small, local offices that provide legal,
tax, and design services that serve the local and regional community. Medical service jobs are part of a
significant and expanding healthcare and social assistance sector in the City and include offices of
physicians, dentists, and other healthcare professionals.4
Top companies in Rancho Cucamonga
• CDM Smith
• Atlas Testing Laboratories
• Advanced Office
Attracting and retaining the target industries will have many benefits to the City and the region. These
benefits are identified in the figure below.
2 HIGHER PAYING JOBS
TARGET
INDUSTRY
INNOVATION
8 OPPORTUNMES
'Potential aenerrts Das.a an rndas[ry
4 Health services jobs are somewhat less concentrated in the City compared to San Bernardino County, but the sector
is growing in Rancho Cucamonga and the City is committed to expanding this growth.
City of Rancho Cucamonga I Economic Development Strategy 2023 12
Goals and Strategies
The ultimate goal of the EDS is to help establish Rancho
Cucamonga as the cultural and economic hub of the Inland The ultimate .
l of the EDS is to
Empire. To accomplish this, the EDS establishes four
guiding goals, which include: help establish Rancho
1. Grow and Diversify the City's Economy Cucamonga as the cultural and
2. Enhance the Quality of Life economic hub of the Inland
3. Expand Retail, Entertainment, and Hospitality
4. Foster Growth of Local Businesses and Workforce
ECONOMIC DEVELOPMENT
STRATEGY
OOALI OOA62
Grow and Diversify the Enhance the Quality of Life
City's Economy
rl n�r
CULTURAL AND
ECONOMIC HUB
OF THE INLAND
EMPIRE
v
OOAL4 OOAL3
Foster Growth of Local Expand Retail,Entertainment.
Businesses and Workforce and Hospitality
These goals organize the EDS's strategies, which provide more specific guidance to the City through a
series of actions.
City of Rancho Cucamonga I Economic Development Strategy 2023 13
1. Grow and Diversify the City's Economy
1.1 Grow the City's target industry sectors
The target industry sectors in Rancho Cucamonga include those that employ a significant number of
workers, are highly concentrated in the City, and are well-positioned to grow and increase the value
of sectors that lead the City's economy.The target industry sectors include advanced manufacturing;
medical manufacturing; food and beverage manufacturing; finance, insurance, and real estate; and
professional services.
Action 1.1A Coordinate with San Bernardino County's Economic Development Agency
to recruit new companies. San Bernadino County's Economic Development
Agency assists companies with locating within the County. Coordinate with the
County to help match employers with strategic locations in Rancho Cucamonga.
Action 1.1 B Coordinate with the Governor's Office of Business and Economic
Development(GO-Biz)to recruit new companies.GO-Biz provides consultation
services to business owners including site selection at no cost. Coordinate with
GO-Biz to help match employers with strategic locations in Rancho Cucamonga.
Action 1.1 C Connect new businesses with resources from the State. The State of
California offers resources such as tax credits to businesses that want to locate in
California or stay and grow in California. Promote available resources to
businesses as part of efforts to recruit businesses to the City.
Action 1.1 D Recruit new businesses in the City's target industry sectors. Work internally
and with partners to identify companies in the target industries that are well-
matched for Rancho Cucamonga and engage in outreach to these businesses.
Action 1.1 E Convene working meetings with local business representatives from
industries in the City's target industries. Use meetings to foster relationships
between the Economic Development Division and peer companies to learn about
challenges and opportunities to support target industry businesses in the City.
Action 1.1 F Complete a comprehensive review of the fee structure and cost of doing
business in Rancho Cucamonga. Compare Rancho Cucamonga's fees and
development process to peer and competitor cities to ensure the City's competitive
position is maintained.
1.2 Market to businesses the advantages of locating in the City
Rancho Cucamonga is an ideal location for many businesses. The advantages of locating in the City
should be clearly defined and available to employers looking to start or relocate their business.
Action 1.2A Develop materials that market advantages for locating in Rancho
Cucamonga. Rancho Cucamonga has many attractive qualities for businesses
such as access to high-quality transportation, skilled and educated talent, and
educational opportunities. The City also features a high quality built environment,
attractive master planned neighborhoods, and a diverse housing stock. Making
materials will provide a special focus on the City's target industry sectors when
crafting promotional materials to aid in business recruitment.
Action 1.213 Continue to regularly update "Rancho Cucamonga at a Glance" and "Retail
Opportunity" marketing materials. The City currently publishes documents that
promote the City's demographics as they related to economic vibrancy. Continue
to update these materials regularly and make them available on the Economic
Development Division's webpage.
City of Rancho Cucamonga I Economic Development Strategy 2023 14
Action 1.2C Develop promotional materials on the Economic Development Division
webpage that profiles the City's access to recreational and community parks
and cultural amenities. Rancho Cucamonga has access to scenic nature and
outdoor recreational spaces such as the North Etiwanda Preserve, Etiwanda Falls
Trail, San Bernardino National Forest, hillside open spaces, multipurpose trails,
and equestrian trails in addition to cultural landmarks such as the Sam and Alfreda
Maloof Foundation for Arts and Crafts, Cucamonga Service Station, and the
Chaffey-Garcia House. Develop marketing materials that promote the City's
access to nature and outdoor recreation and cultural amenities. Also include
information that informs businesses and residents about environmental policies
and initiatives, future new green space, and outdoor recreational infrastructure.
Action 1.21D Implement the Marketing and Communications Plan. The Economic
Development Division has completed a Strategic Marketing and Communications
Plan that complements the Economic Development Strategy. The Marketing and
Communications Plan further strengthens the economic development function for
the City of Rancho Cucamonga.
1.3 Recruit and retain international companies
Rancho Cucamonga is an attractive location for international manufacturing companies for many
reasons including the City's proximity to the Ports of Los Angeles and Long Beach and the City's
access to highways that allows convenient shipping around the U.S. and to Canada and Mexico.
Two of Rancho Cucamonga's largest food manufacturing firms, Mizkan America and Nongshim USA
are international companies based in Asia. The City is also home to a Mission Foods facility, a
subsidiary of Mexico-based, global food company, Gruma. Additionally, several international
aerospace companies are based in San Bernardino County.
Action 1.3A Connect businesses with resources through the San Bernardino County
Economic Development Agency. The County offers services to inform
businesses about opportunities to expand markets on a global scale and attract
investment from abroad.
Action 1.313 Connect businesses with resources from State, and International & Trade
programs. GO-Biz manages international business programs such as the
California STEP program, which offers financial assistance to eligible California
small businesses pursuing export sales in foreign markets.
Action 1.3C Develop an international marketing program to attract foreign businesses.
Create an international marketing program that includes training events for local
businesses, City staff, and other stakeholders to engage with foreign companies.
The marketing program will provide a special focus on the City's target industries.
1.4 Connect businesses with commercial space opportunities in the City
Rancho Cucamonga's Economic Development staff currently assists businesses with the process of
finding a suitable location in the City. Additional efforts to attract and assist companies considering
relocating to Rancho Cucamonga may increase the number of businesses locating in the City.
Action 1.4A Continue support for the "Site Selection Assistance" service in the City and
enhance the promotion of the service. Assign site selection assistance to
specific staff members and include brief bios of the staff that are involved with site
selection to foster the feeling of a personal experience.
Action 1.413 Maintain customer service orientation in the "Site Selection Assistance"
service. The City will allocate resources to provide customized and attentive
services to requests for location assistance in the City.
City of Rancho Cucamonga I Economic Development Strategy 2023 15
Action 1.4C Prepare a "viewbook" promoting a range of commercial space examples
available in the City. Create a viewbook that highlights a selection of high quality
available commercial space in the City and how the City's quality of life can
contribute to opportunities and benefits for business owners and employees in
terms of the local business environment and lifestyle. Ensure the viewbook is
provided online and as a printout.
Action 1.4D Market vacant office, retail, and industrial spaces on the City's website.
Provide a comprehensive inventory of vacant commercial spaces on the City's
Economic Development Division webpage.City staff will benchmark efforts against
competitor cities.
Action 1.4E Build relationships with Real Estate Brokers and Site Selection Companies.
Continue to work with the commercial brokerage community and site selection
companies to identify trends, conflicts, and development opportunities. Work with
the local brokerage community to actively market and identify users for infill
redevelopment sites and development projects throughout the City.
1.5 Support the construction and redevelopment of commercial properties
Office, retail,and industrial real estate markets in Rancho Cucamonga have performed well in recent
years and are competitive compared to the local region. Help facilitate building and redevelopment
in the City to ensure it does not impede attracting and retaining businesses.
Action 1.5A Continue to address small discrepancies in the development process as they
occur and review the current development approval process to remove
barriers and improve efficiency. Designate specific duties to department staff to
coordinate with other city departments to resolve challenges as they occur and
develop an internal report recommending systemic changes.
Action 1.51B Explore opportunities for the redevelopment of sites. Identify vacant and
underused properties for potential redevelopment and conduct outreach to
property owners to explore conversion and redevelopment opportunities.
Coordinate with action items focused on key sectors.These efforts will support the
City's ongoing General Plan and Zoning Code updates as needed.
Action 1.5C Solicit feedback from commercial developers. Convene a group of local
commercial real estate developers to promote the City's goals for real estate
development and to learn more about challenges and opportunities for developing
properties in the City.
Action 1.51D Solicit feedback from real estate professionals. Convene a group of local real
estate professionals to educate the broker community on the City's vision, and
enhance collaboration and information sharing.
Action 1.5E Explore potential incentives for encouraging redevelopment. Explore financial
incentives such as tax abatement programs and nonfinancial incentives such as
permit streamlining to encourage property owners to redevelop vacant and
underused properties.
City of Rancho Cucamonga I Economic Development Strategy 2023 16
2. Enhance the Quality of Life
2.1 Establish and promote the City's Downtown StationCucamonga
location
a Station will be
The City's General Plan explores "the potential of the d in _ s HART District and serve
area around Victoria Gardens and the Epicenter to regional The •
become the 'real downtown' of Rancho Cucamonga." s a including:connect several transit systems
While the General Plan focuses on physical changes and
infrastructure, other efforts can help establish the City'shigh-speed"
rail
Downtown identity such as branding and coordinating Bus Rapid
community events in the Downtown. service provided by Omnitrans
Action 2.1A Create an internal understanding of tunnel . Ontario InternationalAirport
the City's Downtown location.
Develop and circulate an internal and
Ride-Share services
memo describing the approximate .6th Street bicycle track
location of the City's Downtown.
Action 2.1 B Promote placemaking and _
ail htline West)
walkability. Encourage pedestrian, �-_• •
building frontage, and other - privately funded
improvements that enhance the public high-speed rail system,will connect
realm as described in the City's Vegas and Rancho Cuc with the
amonga
General Plan. Cucamonga Station serving as
Los Angeles terminal. From the terminal in
Action 2.1 C Locate community events and Rancho Cucamonga, passengersbe
public art in the Downtown area. able to transfer fromto the
Explore locations for community events Rancho Cucamonga Metrolink Station.
to occur in the City's Downtown. Trains will travel at an expected
Consider relocating existing events to a per hourand feature
location in the City's Downtown. Work ... . . beverages,check-•
with RC Public Art to explore options luggage, and • -
for adding public art to the Downtown Connection to OntarioInternational Airport
area. The RC Public Art Plan calls for
prioritizing key areas in the City, such In 2022, service commenced on
as the Downtown,to locate murals and service, ONT Connect,
mosaics. The RC Public Art Plan also passengers fr• ' Cucamonga
includes strategies for creating an art Metrolink Stationto the Ontario International
walk program and commissioning Air•• tunnel
public works of art, which could be TerminalCucamonga- • - •
Station
located in the Downtown. l 2 •
InternationalAirport.
Action 2.1 D Update signage promoting the
location of the City's Downtown.
Commission the creation of signage
that communicates the location of the
City's Downtown.
2.2 Promote and grow the HART District
The City's General Plan envisions the HART District as an intense, mixed-use regional transit hub
with a dynamic mix of housing, employment, and supporting commercial development. Within the
District, Cucamonga Station will connect travelers with Brightline West's high-speed rail line, an
underground loop to the Ontario International Airport, bus rapid transit, expanded Metrolink
connections, and other transit options.
City of Rancho Cucamonga I Economic Development Strategy 2023 17
Action 2.2A Establish and promote the identity of the HART District. Create messaging to
include in promotional materials and business recruitment efforts that describe the
future improvements in the HART District and the advantages of living and working
in the District such as its proximity to Cucamonga Station, which connects Rancho
Cucamonga to the surrounding region through Metrolink and the forthcoming high-
speed rail line and to the world via its connection to the Ontario International
Airport. Conduct outreach to property owners within the HART District informing
them of the HART District's boundaries and future improvements in the area.
Action 2.213 Convene transportation agencies and providers. Organize meetings with
transportation agencies and providers to discuss future transportation
improvements and future development in the HART District.
Action 2.2C Develop a specific plan for the HART District. Coordinate the process for
creating a specific plan that will guide the growth of the HART District.
2.3 Host and sponsor community and special events
Community events can contribute to the vibrancy and sense of place in a community. They can also
attract visitors and serve as a low barrier to entry for new retailers and food vendors. Strengthen and
expand events and opportunities for community members, businesses, and visitors to engage with
local businesses.
Action 2.3A Explore opportunities to host or sponsor community events. Explore
opportunities to host or organize events that highlight the history and culture of
Rancho Cucamonga,and that have the potential to become iconic representations
of the City. Examples include outdoor recreational activities such as community
bike events and running events(5Ks, 10Ks, and marathons), in addition to family-
fun and entertainment events that feature or combine live music, food trucks,
mobile vendors, classic cars, theatre, and art.
Action 2.3B Continue to review permitting, fees, and insurance requirements for
community event hosts and vendors. Review City requirements to ensure they
are not a barrier for hosts and vendors.
2.4 Explore potential locations in the City that may benefit from enhanced
revenues and services
Evaluate sections in the City that can benefit from investments and improvements made that will
generate a greater economic benefit for the community, develop new employment opportunities, and
contribute to the City's quality of life.
Action 2AA Identify current and future locations that may benefit from enhanced
services. Explore locations that could benefit from enhanced services and future
areas of growth in the City.
Action 2.46 Explore the potential for existing revenue sources and service districts.
Analyze revenue sources and identify new funding opportunities.
Action 2.4C Engage local businesses about the need for public-private collaboration for
business community improvements. Collaborate with local businesses and
property owners to encourage renewed investment, where it makes the most
sense, with consideration for the environment and quality of life of surrounding
neighborhoods.
2.5 Promote the City's historic cultural resources
The City's General Plan expresses a commitment to recognizing, protecting,and maintaining Rancho
Cucamonga's past. Historical monuments can serve as a visitor attraction and contribute to the sense
of place, authenticity, and culture in a community.
City of Rancho Cucamonga I Economic Development Strategy 2023 18
Action 2.5A Market historic resources in the City. Integrate historical monuments and
cultural resources in marketing materials and explore collaborations with
community events.
Action 2.513 Secure historical status for qualifying sites.As part of the City's recent General
Plan update, the City identified several historical sites across the City. Secure
National Register of Historic Places and California Register of Historical Resources
status for historical sites and monuments identified by the City that qualify for these
historical designations.
3. Expand Retail, Entertainment, and Hospitality
3.1 Explore opportunities for retail business recruitment
Rancho Cucamonga has a strong retail sector. Restaurant and food and beverage sales perform
particularly well in Rancho Cucamonga compared to San Bernardino County overall. However,
Rancho Cucamonga is less competitive relative to the County in certain retail categories such as
clothing apparel, automotive-related products and services, health and personal care stores, and
other miscellaneous retail.
Action 3.1A Compare the City's existing retail inventory to the retail businesses the City
aims to attract. Individual retailers have specific site location requirements such
as the size and quality of spaces for lease. Review existing retail inventory to
determine the ability of existing spaces to satisfy size and quality requirements for
retailers.
Action 3.1 B Commission a retail leakage study. Residents in Rancho Cucamonga are
traveling outside the City to make certain purchases. Commission a retail leakage
study to determine which types of retail Rancho Cucamonga residents typically
purchase outside the City and should be targeted for recruitment.
3.2 Cultivate a cluster of breweries, wineries, and tasting rooms in the City
Clusters of breweries, wineries, and tasting rooms can serve as a regional destination that brings
visitors to a City. Rancho Cucamonga currently has several breweries concentrated in the center of
the City, south of Foothill Blvd and northwest of the HART District. These breweries form a part of
the City's concentration of food and beverage manufacturers and benefit from the City's
specialization in this sector.
Action 3.2A Promote and support the City's cluster of breweries. Create an identity for the
area where the City's breweries are clustered. Engage local breweries and connect
them with events to vendor and sponsor in Rancho Cucamonga.
Action 3.26 Recruit and support breweries, wineries, and tasting rooms. Identify
breweries, wineries, and tasting rooms, and perform outreach to recruit new
businesses to Rancho Cucamonga.
3.3 Attract restaurants to the City that are destination driven
Rancho Cucamonga's restaurant base serves our residents, the local workforce and visitors to the
City. Identify entrepreneurs elsewhere in Southern California that already operate restaurants, and
successful local restaurant owners looking to reposition or expand upon their existing operations.
Action 3.3A Retain and recruit a healthy and diverse mix of restaurants throughout the
City. Work with restaurant owners and operators to identify and develop sites for
new sit-down restaurants that create a sense of place.
Action 3.315 Explore options that might be available for restaurants in retail centers.
Identify existing commercial property centers to create more attainable restaurant
opportunities.
City of Rancho Cucamonga I Economic Development Strategy 2023 19
3.4 Explore opportunities to expand hospitality in the City
The City continues to leverage the hospitality demand for business and leisure travelers.The nearby
Ontario International Airport has been expanding flight services, and the City is located along several
freeways and local and regional attractions.
Action 3.4A Explore future hospitality opportunities in the HART District. The HART
District is positioned to be a major regional transportation hub, including a high-
speed rail line to Las Vegas. the tunnel to Ontario International Airport, and bus
rapid transit. The HART District is also located near freeway access and
entertainment options to the north in the City's Downtown and south along Fourth
Street.
Action 3.413 Identify future hospitality opportunities around Victoria Gardens and Civic
Center. The City will identify sites that may be suitable for the development of a
new hotel property around Victoria Gardens and Civic Center.
Action 3AC Attract boutique, high-end and luxury hotels. Review the development code
and identify updates that can facilitate boutique, high-end and luxury hotel
developments in the City.
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
Rancho Cucamonga is home to Chaffey College and a satellite campus of the University of
Redlands. Residents and employers in the City also have access to several other colleges and
universities such as UC Riverside, Cal Poly Pomona, California State University San Bernardino,
California Baptist University, University of La Verne, Claremont Colleges, San Bernardino Valley
College, and other technical schools in the area.
Action 4.1A Strengthen partnerships with local higher education institutions. Establish
regular meetings with workforce development staff at Chaffey College, The
University of Redlands Rancho Cucamonga Campus, and other educational
organizations to explore opportunities to collaborate on workforce development.
Use meetings to explore opportunities to connect students with learning and
employment opportunities in the City with a particular focus on the City's target
industries sectors.
Action 4.1 B Foster relationships with nearby colleges and universities. Build a working
relationship with other colleges and universities such as Cal Poly Pomona and UC
Riverside to explore opportunities to collaborate on workforce development and
potential satellite expansions in Rancho Cucamonga.
4.2 Cultivate local innovation
Startups and innovative local companies can create new ideas and spur economic growth in a
community. Young and bootstrapped companies can benefit from Rancho Cucamonga's lower land
and living costs compared to more costly nearby metro areas and coastal cities. The relatively
smaller population and employment base size in Rancho Cucamonga also offers more visibility in
the community for growing companies than in large metro areas.
Action 4.2A Explore partnerships with universities and organizations to support the
creation of incubators and business accelerator programs. Identify partners
in the region interested in establishing incubators and business accelerators in
Rancho Cucamonga.
Action 4.213 Host networking events for local businesses and entrepreneurs. Assist in
creating a vibrant entrepreneurial ecosystem by connecting entrepreneurs with
each other. Explore opportunities to host or co-host existing events with partners.
Consider resources that the City can leverage such as facilities to host events.
City of Rancho Cucamonga I Economic Development Strategy 2023 20
4.3 Provide support for small businesses
Most businesses in Rancho Cucamonga are small businesses with 10 or fewer employees. The City
can foster local culture and economic growth by supporting locally grown businesses that are unique
to Rancho Cucamonga.
Action 4.3A Establish a small business outreach program. Continue to partner with the
Rancho Cucamonga Chamber of Commerce and the Orange County Inland
Empire Small Business Development Center to conduct regular outreach to small
businesses.
Action 4.36 Connect small businesses with resources and technical assistance. Provide
resources on the Economic Development Division webpage for small businesses
such as a guide to opening a business in Rancho Cucamonga and contact
information for Economic Development staff who can provide individual support.
Provide links to external resources such as USA.gov and the Orange County
Inland Empire Small Business Development Center for tools for starting a
business, and include information about available federal, state, and private loans
and grants for small businesses.
Action 4.3C Establish a small business loan program. Establish a loan fund for existing and
new small businesses that do not have access to other loan and grant programs.
Explore opportunities to collaborate with organizations interested in funding small
local businesses.
4.4 Enhance data collection to track business activity in the City
Data on local business activity is helpful for understanding trends and challenges and opportunities
for business growth in the City.
Action 4AA Ensure access to state-of-the-art telecommunications. Establish regular
monitoring of access to telecommunications, such as internet quality, in the City
and emerging technologies available in comparable communities to ensure the
City stays competitive regarding access to quality telecommunication services.
Action 4.413 Use the business licensing program to facilitate the collection of
employment and other data about local companies. This data will be used to
improve understanding of the number of businesses relocating and expanding
within City limits.
Action 4.4C Develop an annual or biannual local business survey. Develop a short survey
that will solicit information about challenges and opportunities from local
businesses operating in the City.
4.5 Connect students, job seekers, and employers with workforce development
opportunities
The City can help facilitate employment pipelines by connecting students, workers, and employers
with resources and events that provide networking and training opportunities. These initiatives
support the business attraction efforts and create a future workforce pipeline.
Action 4.5A Explore hosting or connecting students and job seekers with industry-
specific events. Explore opportunities to host or connect workers with events
related to the City's target industries. Some examples may include events regularly
organized by the Manufacturers' Council of the Inland Empire (MCIE) or
Manufacturing Day by the Manufacturing Institute, which aims to introduce
students to learning opportunities and to connect job seekers with manufacturing
employers.
City of Rancho Cucamonga I Economic Development Strategy 2023 21
Action 4.513 Connect employers with the San Bernardino County Workforce
Development Board. The County offers support to employers for hiring new
employees and training, including on-the-job training,which the County may cover
a portion of the funding. Market the available support from the County to existing
and potential new businesses.
Action 4.5C Create stronger links between local employers, education and service
providers, and residents. Develop partnerships to facilitate increased
communication and collaboration between service providers and employers.
WORKFORCE DEVELOPMENT PIPELINE
Technical Careei�Pat 2way Higher ED Traininglacernent
.
Education 'A IF 'Apr 'AIF
City of Rancho Cucamonga I Economic Development Strategy 2023 22
Looking Ahead
Over the past 40 years,the City of Rancho Cucamonga has grown into the premier city in the Inland Empire,
featuring a skilled workforce, strong manufacturing sector, high quality housing stock and growing office-
based sectors. The City's success is in large part due to its adherence to high standards regarding the
quality of new development and public spaces, and reinforcing a strong sense of place.
Serving as a blueprint for the future and complementing the General Plan, the EDS will advance the long-
term vision of making Rancho Cucamonga the cultural and economic hub of the Inland Empire.
The aspirational goals set in this EDS position the City for long-term success. Achieving these results
requires an ongoing commitment from all levels of City government and community members. Building
upon that foundation, longer-range goals include:
• Strengthen the City's sense of identity and character by creating places where people want to be
and improving their ability to move around;
• Develop a civic and economic culture that provides entrepreneurs and business owners access to
resources needed to start up and stay in business;
• Create an urban fabric of accessible community gathering spaces and active building fronts;
• Grow the arts, cultural, and creative industries cluster to provide social value to residents, while
helping with job creation and prosperity in our local economy;
• Create a cluster of eatertainment(eateries and entertainment)opportunities that connect the HART
District, Epicenter and Victoria Gardens;
• Establish the City as a place of opportunity with a vibrant base of creative businesses, cultural
institutions, entertainment venues, and homegrown talent;
• Build a strong economy that maximizes opportunities for business and employment growth,
innovation and partnership; and
• Grow new businesses that provide an increasing number and diversity of employment opportunities
compatible within a mixed-use, transit-oriented employment district environment.
Rancho Cucamonga is suited for economic growth and investment. As the City moves forward in its
innovative programs, services and long-range goals, the city will continue to be equally forward thinking in
a strategic approach to all future development and investment.
City of Rancho Cucamonga I Economic Development Strategy 2023 23
Implementation Plan
This section describes the 5-year work plan for implementing the EDS. Actions are divided into three time
periods: 1 year, 2-3 years, and 4-5 years. The work plan also identifies the lead department and assisting
partners.
Action Lead Department Partners Timeline
1.Grow and Diversify the City's Economy
1.1 Grow the City's target industry sectors
1.1A Coordinate with San Economic San Bernardino County
Bernardino County's Economic 1
Development Agency to recruit Development Economic Development Year
new companies.
Division Agency
1.1B Coordinate with the
Governor's Office of Business Economic 1
and Economic Development Development GO-Biz Year
(GO-Biz)to recruit new Division
companies.
1.1 EconomicC Connect new businesses Development GO-Biz 1
with resources from the State. Division Year
1.1D Recruit new businesses in Economic Rancho Cucamonga 2-3
the City's target industry sectors. Development Chamber of Commerce Years
Division
1.1E Convene working meetings Economic
with local business Development Rancho Cucamonga 2-3
representatives from industries in Division Chamber of Commerce Years
the City's target industries.
1.1F Complete a comprehensive Economic
review of the fee structure and Development Rancho Cucamonga 2-3
cost of doing business in Rancho Division Chamber of Commerce Years
Cucamonga.
1.2 Market o businesses the advantages
1.2A Develop materials that Economic 1
market advantages for locating in Development Year
Rancho Cucamonga. Division
1.213 Continue to regularly Economic
update"Rancho Cucamonga at a Development 1
Glance"and"Retail Opportunity" Year
marketing materials. Division
City of Rancho Cucamonga I Economic Development Strategy 2023 24
Action Lead Department Partners Timeline
1.2C Develop promotional
materials on the Economic Economic Community Services 1
Development Division webpage Development Department Year
that profiles the City's access to Division
nature and community parks.
1.2D Implement the Marketing Economic CommunityCommunity Services 1
and Communications Plan. Division Department Year
companies1.3 Recruit and retain international
1.3A Connect businesses with Economic San Bernardino County
resources through the San 1
Development Economic Development
Bernardino County Economic Division Agency Year
Development Agency.
1.3B Connect businesses with Economic 1
resources from State, and Development GO-Biz Year
International&Trade Programs. Division
1.3C Develop an international Economic Rancho Cucamonga
marketing program to attract Development Chamber of Commerce 4-5 Years
foreign businesses. Division
opportunities1.4 Connect businesses with commercial space
1.4A Continue support for the Economic
"Site Selection Assistance" Development 1
service in the City and enhance Division Year
the promotion of the service.
1.4113 Maintain customer service Economic 1
orientation in the"Site Selection Development Year
Assistance"service. Division
1.4C Prepare a"viewbook" Economic
promoting a range of commercial Development 2 3
space examples available in the Division Years
City.
1.4D Market vacant office, retail, Economic 2-3
and industrial spaces on the Development Planning Division Years
City's website. Division
1.4E Build relationships with Real Economic 2-3
Estate Brokers and Site Selection Development Planning Division Years
Companies. Division
Support1.5 .. properties
City of Rancho Cucamonga I Economic Development Strategy 2023 25
Action Lead Department Partners Timeline
1.5A Continue to address small
discrepancies in the development Economic
process as they occur and review Development Planning Division 1
the current development approval Division Year
process to remove barriers and
improve efficiency.
1.56 Economic Explore opportunities for the Development Planning Division 2-3
redevelopment of sites. Years
Division
1.5C Solicit feedback from Economic Development Planning Division 2-3
commercial developers. Years
Division
Economic
2-3
estate
Yeeaa Solicit feedback from real Development Planning Division
estate professionals. Division Years
1.5E Explore potential incentives Economic
for encouraging redevelopment. Development 4-5 Years
Division
2. Enhance the Quality of Life
MIM
�.
2.1A Create an internal Economic Development 1
understanding of the City's Planning Division Division Year
Downtown location.
2.1113 Promote placemaking and Planning Division Economic Development 1
walkability. Division Year
2.1C Locate community events Economic Community Services 2 3
and public art in the Downtown Development Department, RC Public Years
area. Division Art
2.111) Update signage promoting Economic Planning Division, RC
the location of the City's Development Public Art 4-5 Years
Downtown. Division
2.2 Promote and grow the HART District
2.2A Establish and promote the Plannin Division Economic Development 2-3
g
identity of the HART District. Division Years
City of Rancho Cucamonga I Economic Development Strategy 2023 26
Action Lead Department Partners _ Timeline
Economic Development
2.2B Convene transportation Division, SBCTA, 2-3
agencies and providers. Planning Division Metrolink, Brightline Years
West
2.2C Develop a specific plan for Planning Division 4-5 Years
the HART District.
sponsor2.3 Host and
2.3A Explore opportunities to Economic Community Services 2-3
host or sponsor community Development Department Years
events. Division
2.3113 Continue to review Economic Community Services
permitting,fees,and insurance 2-3
requirements for community Development Department, RC Public Years
event hosts and vendors. Division Art
Explore2.4 potential
revenues and services
2AA Identify current and future Economic 2-3
locations that may benefit from Development Planning Division Years
enhanced services. Division
2.46 Explore the potential for Economic
existing revenue sources and Development Planning Division 4-5 Years
service districts. Division
2AC Engage local businesses Economic
about the need for public-private Development Planning Division 4-5 Years
collaboration for business Division
community improvements.
Promote2.5 resources
2.5A Market historic resources in Economic
Development Planning Division
the City. Year
Division
2.56 Secure historical status for Planning Division Etiwanda Historical 4-5 Years
qualifying sites. Society
Explore3. Expand Retail, Entertainment, and Hospitality
3.1 opportunities
City of Rancho Cucamonga I Economic Development Strategy 2023 27
Action Lead Department Partners Timeline
3.1A Compare the City's existing Economic
retail inventory to the retail Development 2-3
businesses the city aims to Division Years
attract.
3.1B Commission a retail Economic
leakage study. Development 4-5 Years
Division
rooms3.2 Cultivate a cluster of breweries,wineries,and tasting
3.2A Promote and support the Economic 2-3
City's cluster of breweries. Development Years
Division
3.2B Recruit and support Economic 2 3
breweries,wineries, and tasting Development Years
rooms. Division
3.3 Attract restaurants to the City that are destination driven
3.3A Retain and recruit a healthy Economic 2 3
and diverse mix of restaurants Development Years
throughout the city. Division
3.3B Explore options that might Economic 2-3
be available for restaurants in Development
retail centers. Division Years
Explore3.4
opportunities to expand hospitality
3.4A Explore future hospitality Economic
opportunities in the HART Development 4-5 Years
District. Division
3.4B Identify future hospitality Economic
opportunities around Victoria Development 4-5 Years
Gardens and Civic Center. Division
3.4C Attract boutique, high-end Economic
and luxury hotels. Development 4-5 Years
Division
4. Foster Growth of Local Businesses and Workforce
4.1 Expand higher education institutions in the City
City of Rancho Cucamonga I Economic Development Strategy 2023 28
Action Lead Department Partners Timeline
4.1A Strengthen partnerships Economic Partners: Chaffey
with local higher education Development College, University of 1
institutions. Division Redlands Rancho Year
Cucamonga Campus
Economic Partners: Cal Poly
4.1B Foster relationships with Pomona, UC Riverside, 2-3
nearby colleges and universities. Development and other colleges and Years
Division universities
4.2 Cultivate local innovation
4.2A Explore partnerships with
universities and organizations to Economic Inland Empire Center 2-3
support the creation of incubators Development for Entrepreneurship Years
and business accelerator Division
programs.
4.26 Host networking events for Economic Rancho Cucamonga
local businesses and Development Chamber of Commerce, 2-3
entrepreneurs. Division Inland Empire Center Years
for Entrepreneurship
support4.3 Provide
Rancho Cucamonga
Economic Chamber of Commerce,
4.3A Establish a small business Development Orange County Inland 2-3
outreach program. Division Empire Small Business Years
Development Center
(OCIE SBDC)
4.313 Connect small businesses Economic Rancho Cucamonga 2-3
with resources and technical Development Chamber of Commerce Years
assistance. Division
Rancho Cucamonga
Economic Chamber of Commerce,
4.3C Establish a small business Development Orange County Inland 4-5 Years
loan program. Division Empire Small Business
Development Center
(OCIE SBDC)
4.4 Enhance data collection to track business activity in the City
4.4A Ensure access to state-of- Economic Public Works 1
the-art telecommunications. Development Department Year
Division
City of Rancho Cucamonga I Economic Development Strategy 2023 29
Action Lead Department Partners Timeline
4.413 Use the business licensing Economic
program to facilitate the collection Development 2-3
of employment and other data Division Years
about local companies.
4AC Develop an annual or Economic 2 3
biannual local business survey. Development Years
y Division
4.5 Connect students, .. seekers,and employers
developmentopportunities
4.5A Explore hosting or Rancho Cucamonga
Economic Chamber of Commerce,
connecting students and job Development Manufacturers' Council
seekers with industry-specific Division of the Inland Empire Year
events.
(MCIE)
4.513 Connect employers with the Economic San Bernardino County
San Bernardino County Development Workforce Year
Workforce Development Board. Division Development Board
4.5C Create stronger links Economic San Bernardino County
between local employers, Development Workforce
education and service providers, Division Development Board Year
and residents.
City of Rancho Cucamonga I Economic Development Strategy 2023 30