rancho cucamonga 2009-2014 implementation plan

Five-Year Implementation Plan

2009-2014

RANCHO CUCAMONGA REDEVELOPMENT AGENCY

ADOPTED DECEMBER 2009

FIVE-YEAR IMPLEMENTATION PLAN

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Rancho Cucamonga Redevelopment Agency

Board Members

Donald J. Kurth, M.D., Chairman

L. Dennis Michael, Vice-Chairman

Rex Gutierrez, Agency Member

Sam Spagnolo, Agency Member

Diane Williams, Agency Member

With Executive Staff

Jack Lam, AICP, Agency Executive Director Linda D. Daniels, Agency Deputy Director


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Table of Contents

Introduction………………………………………………………………………………………………………………………………….. 5

The Redevelopment Agency……………………………………………………………………………………………………….9

The Environment – conditions prevalent at the time of plan adoption……………………………….. 11

Implementation Plan Goals ………………………..……………………………………………………………………………… 13

Agency Accomplishments

Capital Improvement Projects………………………………………………………………… 15

Economic Development and Enhancement Programs………………………. 17

Community/Cultural Facilities………………………………………………………………… 25

Affordable/Workforce Housing……………………………………………………………… 28

Ongoing and Potential Projects for 2009-2014

Capital Improvement Projects………………………………………………………………… 31

Economic Development and Enhancement Programs………………………. 40

Community/Cultural Facilities………………………………………………………………… 44

Affordable/Workforce Housing……………………………………………………………… 45

Housing Requirements……………………………………………………………………………………………………………….. 51

Housing Compliance…………………………………………………………………………………………………………………… 59

Conclusion……………………………………………………………………………………………………………………………………. 62

Comments…………………………………………………………………………………………………………………………………….. 63

Figures & Tables

Figure I. Redevelopment Project Area Map……………………….……………………………….. 10

Figure II. Percent of Community Under/Over 65……………………………………................53

Table I. ERAF Payments ……………………………….…………………………………………................ 7

Table II. Ongoing and Potential Capital Improvement Projects………………………..38

Table III. Ongoing and Potential Economic Development Programs………………..43


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Table IV. Ongoing and Potential Community and Cultural Projects………….……..45

Table V. Ongoing and Potential Affordable Housing Projects ……………..……..…..49

Table VI. Affordable Housing Unit Summary……………………………………………….……….51

Table VII. 2006-2014 Regional Housing Needs Assessment…………………................ 52

Table VIII. Rancho Cucamonga Assessment 2009………………………………………………….52

Table IX. FY 2004-2005 Housing Fund Expenditures…..………………………………………54

Table X. FY 2005-2006 Housing Fund Expenditures……….………………….………………55

Table XI. FY 2006-2007 Housing Fund Expenditures……………………………………….. 56

Table XII. FY 2007-2008 Housing Fund Expenditures….………………….……………………57

Table XIII. FY 2008-2009 Housing Fund Expenditures….………………….……………………58

Table XIV. Housing Estimated Revenues and Expenditures 09-14..……………………..61


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Introduction

I. Purpose of the Five-Year Implementation Plan

The Five-Year Implementation Plan is the Redevelopment Agency’s policy

statement as to the type of projects and programs it has completed and intends to

undertake over a five year period; this Implementation Plan will cover the period from

December 2009 to December 2014. It is prepared to assist the Agency in setting

priorities and allocating resources during this period for redevelopment activities within

and benefiting the redevelopment project area. The Implementation Plan includes an

explanation of how the goals, objectives, projects, programs and expenditures for the

next five years will promote revitalization, eliminate blight, foster economic

development/growth/sustainability and create affordable/workforce housing. The Plan

is a dynamic document thus adjustments can be made to reflect changing project

conditions or other factors to ensure positive outcomes.

II. Legislative Requirements

Assembly Bill 1290 and Senate Bill 732 were enacted by the California Legislature

in 1993 and 1994, respectively. These legislative acts were comprehensive reforms of

California Redevelopment Law (CRL) which established regulations requiring each

redevelopment agency to adopt an Implementation Plan no later than December 31,

1994 and to update the plan every five years. The Rancho Cucamonga Redevelopment

Agency has been and continues to be in compliance with these requirements. Each

Implementation Plan is required to contain the following four elements:

1. A description of the redevelopment agency’s goals and objectives, including housing related goals and objectives for the redevelopment project area.

2. A description of the programs and expenditures proposed for the next five

years. 3. An explanation of how these goals, objectives, programs and expenditures

will eliminate blight within the project area.


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4. An explanation of how the housing-related goals, objectives, programs and expenditures, including the use of housing set-aside funds and an annual housing program, will implement State affordable housing requirements and replacement housing requirements.

III. The Implementation Plan Cycle

The City of Rancho Cucamonga adopted previous Implementation Plans and completed mid-cycle reviews as highlighted below:

• The Rancho Cucamonga Redevelopment Agency adopted the first Five-Year Implementation Plan in December 1994 covering the period from December 1994 to December 1999.

• A mid-cycle Review of the Plan was completed by the Agency in 1997.

• A second Five-Year Implementation Plan was adopted in December 1999 covering the period from December 1999 to December 2004.

• A mid-cycle review of the Plan was completed by the Agency in 2002.

• A third Five-Year Implementation Plan was adopted in December 2004 covering the period from December 2004 to December 2009.

• A mid-cycle review of the Plan was completed by the Agency in 2007.

• This is the fourth Five-Year Implementation Plan and it will cover the period from December 2009 to December 2014.

Agencies are required by Assembly Bill 315 to also prepare a detailed Housing

Production Plan as part of the Implementation Plan or Housing Element. The Planning

department generates the Housing Element and Housing Production Plan on behalf of

the Agency. The City revised the General Plan in 2001 and is currently in the process of

updating it and is scheduled to complete the process in 2010. The Housing Element

and Production Plan are in draft form and are schedule to be completed in 2010.

Prior to adoption of the Five-Year Implementation Plan by the Redevelopment

Agency, a public hearing must be conducted to gather public input. A public hearing

was duly noticed (published in the paper on November 25, December 2, and December

9 and posted at four locations within the project are) pursuant to the requirements of

Section 6063 of the Government Code, as required by Health and Safety Code Section

33490(d).

The Implementation Plan is intended to be a planning document only.

Redevelopment is a very fluid process, subject to a myriad of changing issues and


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market dynamics; therefore, the law does not require an amendment to the

Implementation Plan to conform to every change. Recognizing that new opportunities

arise and markets change, during the mid-cycle review, which is required within three

years from adoption of the Plan, changes can be made if necessary.

Adoption of the Implementation Plan does not constitute approval of any specific

program, potential project, or estimated expenditure and does not commit the Agency

to complete or construct any identified projects or improvements. Any one of the

programs, potential projects or estimated expenditures identified may be eliminated by

the Redevelopment Agency upon subsequent study or review. Furthermore, identified

projects, programs and expenditures remain subject to review by any and all

discretionary bodies, including environmental review pursuant to California

Environmental Quality Act, Division 13, of the Public Resources Code.

IV Financial Impacts from the State of California

The financial impacts of the California Education Relief Augmentation Fund

(ERAF) have been negative to the Agency’s mission to remove blight and redevelop the

project area. The ERAF Fund was established by the State and requires Agencies

throughout the state to return tax increment revenues to a special fund to assist

California schools. Over the years, the Rancho Cucamonga Redevelopment Agency has

been required to make several ERAF payments to the State. The table below lists the

amounts and year that funds were “shifted” to the State.

Table I. Education Relief Augmentation Fund Payments

Although initially intended as an occasional take, the State continued to lean on

local jurisdictions without signs of ending the practice. In 2008, the State proposed and

Fiscal Year ERAF Payment 2002-2003 $1,161,173

2003-2004 $2,075,904

2004-2005 $3,971,929

2005-2006 $4,094,069


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assessed another ERAF take, which was legally challenged by CRA on behalf of all

agencies. CRA prevailed and preserved $6.5 million of the Agency’s revenue.

In 2009, the State Legislature boldly sought to relieve the Sate budget crisis by

passing Assembly Bill X4-26, the State budget trailer bill which authorized a $2.05 billion

raid of local redevelopment funds. These funds will be given to education through a

Supplemental Education Relief Augmentation Fund (SERAF) account. The impact to the

Rancho Cucamonga Redevelopment Agency will be $32.1 million in FY2009-2010 and

$6.9 million in FY 2010-2011. A lawsuit has been filed in an attempt to void the illegal

“taking” of the funds, however, if the lawsuit is unsuccessful and the taking occurs, it will

severely impede the Agency’s ability to perform and complete many of the projects and

programs described in the Implementation Plan.

V Contents of the Implementation Plan

The Implementation Plan consists of the following sections:

Introduction

Overview of the Rancho Cucamonga Redevelopment Agency

Accomplishments during the previous periods

• Capital Improvement Projects • Economic Development and Enhance Programs • Community and Cultural Facilities • Housing Projects and Programs

Ongoing and Potential Projects/Expenditures for 2009-2014

• Capital Improvement Projects • Economic Development and Enhance Programs • Community and Cultural Facilities • Housing Projects and Programs

Housing Requirements

Housing Compliance


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The Redevelopment Agency

Background

The Rancho Cucamonga Redevelopment Plan was adopted in 1981, and

amended three times; Plan Amendment #1 in 1987, which increased the Agency’s

bonding and tax increment capacity, Plan Amendment #2 in 2001, extending the

Agency's time limit as it relates to incurring debt and Plan Amendment #3 in 2002, for

reinstatement of the Agency's eminent domain authority for a specific portion of the

project area. The project area was created to ensure a healthy and growing economic

base and affordable housing for the citizens and businesses in Rancho Cucamonga by

eliminating blighting conditions that had become a deterrent to private investment. The

Redevelopment Project area includes approximately 8,500 acres of land generally

located in the central and southern portion of the City (see Figure #1, map of the project

area).

The Redevelopment Agency is a legal and public body, with powers and budget

separate from the City of Rancho Cucamonga. The five City council members serve as

the Redevelopment Agency board members. The City Manager and Deputy City

Manager serve as the Executive Director and Deputy Director, respectively. The Agency

plays a facilitating role, acting as a liaison between developers, businesspersons and

residents within the project area and the City. The Agency is proactive in seeking

desirable new development that will provide employment and revenue for the

community.

The Redevelopment Agency receives funding through tax increment revenue

generated from property tax revenues from assessments of properties located within the

project area. These revenues are based on the increased assessed valuation of those

properties, which occurred after 1981 (base year), the year the Redevelopment Plan was

adopted. Inclusion of property within the project area boundaries does not increase the

amount of tax assessed to the property. As properties are improved or sold, the property

tax valuation increase above the base year valuation is distributed to the Redevelopment

Agency and other eligible public agencies. The Agency uses these revenues to fund

projects and programs described in the Redevelopment Plan and further defined in the


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Implementation Plan to promote and finance revitalization efforts, eliminate blight and

provide affordable housing. The Agency leverages redevelopment funds to revitalize

neighborhood and commercial areas of the City through bond financing and

cooperative partnerships with private and other public sectors.

Project Area Boundaries

Figure I. Redevelopment Project Area

Since its initial formation in 1981, the Redevelopment Agency has aggressively

coordinated efforts to eliminate blight in the City. Rancho Cucamonga's success in

attracting quality jobs, new commercial development and increasing the supply of safe,

affordable housing is the result of an active redevelopment program. Through the

Agency's assistance in the construction of major infrastructure improvements, the


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economic strength of the project area has been enhanced. The Agency's assistance has

also resulted in the maintenance and development of high-quality affordable housing,

both for sale and rental.

The Five-Year Implementation Plan is intended to focus on the Redevelopment

Agency's programs, projects and resources over the next five years most beneficial to the

project area. Through the creative use of the tools and mechanisms provided by State

Law, the Redevelopment Agency will continue to coordinate public and private

investment to maximize benefits to the project area. As outlined by AB 1290 and SB 732

requirements, this report will consider the following:

Summary of the blighting conditions present at the time the Plan was

adopted.

Summary of Agency activities since the adoption of the Plan that have

eliminated some of the identified causes of the blight.

Summary of current conditions within the project area.

Statement of goals and objectives for programs targeted to remove blight.

Summary of anticipated programs and expenditures over the next five

years, and blight alleviated.

Summary of Agency activities to provide housing affordable to low- and

moderate-income citizens.

The Environment

Conditions at the Time of Plan Adoption

The selection of the Rancho Cucamonga Redevelopment project area was

generally based on a desire to eliminate the potential health and safety hazards within

the proposed project area caused by lack of public improvements, which are essential to

service anticipated growth. These deficiencies included a number of deterrents to

development, such as inadequate flood control channels and circulation system

throughout the project area, along with physical and economic blighting conditions,


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such as deteriorated and substandard structures and the lack of safe, affordable housing.

The high cost associated with these improvements had deterred property owners from

developing and/or rehabilitating affected properties. Selection of the project area was

also based on the desire to revitalize the existing commercial uses along Foothill

Boulevard (a key commercial corridor), and to assist in rehabilitating residential sites

within the project area.

The Rancho Cucamonga Redevelopment Plan, the accompanying staff report,

and the Environmental Impact Report (EIR) originally submitted in support of the plan

adopted in 1981 and its subsequent amendments in 1987 (Plan Amendment #1), 2001

(Plan Amendment #2) and 2002 (Plan Amendment #3) identified existing blighting

influences in the project area. These blighting conditions specifically included:

1. Deteriorated and substandard structures;

2. Deterrents to development due to inadequate flood control improvements;

3. Incompatible and shifting of types of land uses;

4. Underutilized or vacancies along Foothill Boulevard, which are indicative

of economic underperformance of this area;

5. Lack of adequate or efficient circulation systems throughout the project

area;

6. Lack of adequate open/recreational space;

7. Lack of sufficient decent and safe affordable housing to meet the need of

the community's low- and moderate-income families;

8. Lack of adequate public safety facilities to service the project area.


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Implementation Plan Goals

The Rancho Cucamonga Redevelopment Agency Implementation Plan provides a

description of programs that have been, and will be, used to alleviate blighting

conditions in the project area. Each of the Agency's activities is categorized under four

distinct areas: (1) Capital Improvements; (2) Economic Development and Enhancement

Programs; (3) Community and Cultural Facilities; and (4) Affordable/Workforce Housing.

The Agency has been very aggressive in establishing projects to further the goals

and objectives of the Redevelopment and Implementation Plans. The following

information provides an overview of blighting conditions that existed prior to adoption

of the Redevelopment Plan; an overview and description of the Agency's

accomplishments in addressing those conditions to date; and the projects or programs

that are planned over the next five-year period.

The Agency has also played a significant role in contributing to the development

of a citywide Healthy RC program. The primary emphasis of this program is the

promotion of a Healthy Mind, Body and Earth through the implementation of programs,

activities and projects that help educate the community on how to be healthier in every

aspect. The Healthy RC program is not solely for the individual, but is a philosophy for

its businesses and the City to follow as well. Visioning and leadership, fiscal stability, and

efficient use of its resources are a few prime examples of how Healthy RC is carried out

by the City. The Agency has contributed greatly to the overall health of the City by

enabling the development of capital improvements, promoting economic development

opportunities, assisting in constructing community and cultural facilities, and creating

quality workforce housing.

Capital Improvement Projects

Goal: To eliminate the physical blighting conditions of the project area and

address prevention of further blighting conditions through implementation of capital

improvement programs. These programs include, but are not limited to: the Foothill

Boulevard Implementation Plan, the Master Plan of Storm Drains, the Etiwanda/San


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Sevaine/Day Creek drainage system, and the completion of the Master Plan of Fire

Facilities to provide adequate fire protection for the project area.

Economic Development and Enhancement Programs

Goal: The Agency’s efforts to enhance the commercial/industrial sector of the

City’s business community consist of a variety of programs designed to strengthen the

economic environment of the commercial/industrial sector of the project area through

a variety of programs geared towards existing businesses, attracting new businesses

and providing long-term employment to strengthen and compliment the economy of

the City.

Community and Cultural Facilities

Goal: The Rancho Cucamonga Redevelopment Plan identified a lack of adequate

open, recreational space, and community facilities as a blighting condition of the project

area. It is the intent of the Rancho Cucamonga’s Agency Board to promote and

encourage community and culture as one of the foundations for the City. A concerted

effort will be made to foster a sense of community. Culture inspired by the arts, theater

and libraries will also be a priority whenever possible.

Affordable/Workforce Housing Projects and Programs

Goal: The Rancho Cucamonga Redevelopment Plan identified a lack of sufficient

affordable housing to meet the needs of the community’s low- and moderate-income

families and established a goal to increase, improve and maintain the City’s supply of

affordable housing. Providing workforce housing will assist with meeting the need for

additional housing and serves as an indirect driver for the local economy. Employers

benefit from employees living in proximity to quality housing for all tiers of employment.

A sustainable community that offers a variety of employment opportunities, housing

options for workers and families and provides recreational and cultural activities within

the City limits complements one another.


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Agency Accomplishments

Capital Improvement Projects

Goal: To eliminate the physical blighting conditions of the project area and

address prevention of further blighting conditions through implementation of capital

improvement programs. These programs include, but are not limited to: the Foothill

Boulevard Implementation Plan, the Master Plan of Storm Drains, the Etiwanda/San

Sevaine/Day Creek drainage system, and the completion of the Master Plan of Fire

Facilities to provide adequate fire protection for the project area.

Accomplishments: The Redevelopment Agency recognizes the impact that

infrastructure improvements can have on the overall enhancement and economic

viability of the project area. Consequently, the Agency’s assistance in the completion of

major infrastructure improvements has stimulated substantial investment in the

redevelopment project area by the private sector. The Redevelopment Agency’s

contributions towards offsite improvements and its investments in projects such as the

Foothill Boulevard Improvement Project have resulted in many new businesses locating

within the project area, creating additional opportunities for employment. The

following highlights some of the Agency’s prior accomplishments in implementing

capital improvement projects and programs; refer to the annual report for a more

comprehensive overview of the Agency’s accomplishments.

San Sevaine Channel/Upper Etiwanda Creek

Project - In 1982, the Redevelopment Agency

entered into an agreement with the San

Bernardino County Flood Control District for the

improvement of the Day Creek/Etiwanda Creek

Flood Control System. The Day Creek flood control

channel was completed in 1992.

In 2001, work began on improving the San

Sevaine Channel/Upper Etiwanda Creek project.


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The System benefits the southeastern portion of the Project Area. Construction began

in 2005 and the completion of the channel occurred in mid 2009. Completion of this

important flood control project allowed many acres of underutilized and vacant

residential, commercial and industrial land along the eastern borders of the Project Area

to developed and/or improved.

Due to rising construction costs and a loss of funding from the Federal Bureau of

Reclamation, the Agency and Flood Control District amended their Agreement in June

2005 to increase the Agency's contribution from $16 Million to $20 Million. The

amended Agreement also recognizes three systems identified in the City of Rancho

Cucamonga's Master Plan Storm Drains that qualify as regional facilities, and that can be

constructed utilizing the Agency's Regional Facilities funds. The Upper Etiwanda Creek

system of the San Sevaine Channel project is nearing completion. The channel connects

the Etiwanda Creek System to the remaining phases of the channel system to the south.

Upper Cucamonga Storm Drain and Hellman Avenue Widening Improvements –

Plans and specifications were completed for this project in 2005. This project improved

the existing channel and storm drain at a point along the railroad right of way, west of

Vineyard Avenue to Base Line Road; east along Base Line Road to Roberds Street; and

north from Roberds Street to 19th Street. Phase I and Phase II of the project included

construction from Vineyard Avenue to east of Hellman Avenue. The project provides

much needed flood protection for businesses and residences which are located in the

area.

Fire Station #173/Day Creek Station - was completed in 2005 and is located just

north of Base Line Road at Day Creek

Boulevard. This Station replaced a

30-year old temporary facility and

was fully operational in November

2005. Various innovative design and

construction methods were

implemented. Most notably and in

an effort to conserve water and


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reduce maintenance costs, artificial turf was incorporated into the landscaping with

other indigenous plant-life. This was the first city facility to utilize artificial turf.

I-15/Foothill Boulevard Interchange - Construction is complete on this important

freeway interchange, greatly improving traffic circulation of Foothill Boulevard and

serving as a catalyst to facilitate development on the east side of the project area,

including Victoria Gardens. The City is currently working with CalTrans to widen

freeway to allow cars exiting to not interfere with southbound traffic flow. $1 Million

has been budgeted for the widening project.

Foothill Boulevard/Etiwanda Avenue Improvements - In 2009 the Agency

assisted in funding the construction of a block wall and sidewalks at the intersection of

Foothill Blvd. and Etiwanda Ave. to improve the aesthetics and safety along the Foothill

Blvd. corridor in the east end of the project area.

Installation of conduit for a fiber-optic ring - Phases I and II of this project was

complete in 2007, connecting eight City facilities including the City Yard, Archibald

Library, Central Park/Senior Center/Community Center, the Victoria Gardens Cultural

Center, the Police Substation, and Fire Stations #172 and #173 with the City’s

broadband communications network. Phase III of this project was completed in 2008,

connecting the Foothill Boulevard/Rochester Avenue conduit to Victoria Gardens,

therefore completing the fiber optic redundant loop and providing additional safety to

the City’s data network. An additional goal of this project is to connect all city facilities

and become proactive in building a high-tech infrastructure that will attract high-tech

companies and jobs.

Economic Development and Enhancement Programs

Goal: The Agency’s efforts to enhance the commercial/industrial sector of the

City’s business community consist of a variety of programs designed to address Rancho

Cucamonga’s needs for business attraction, retention, and expansion. To strengthen

the economic environment of the commercial/industrial sector of the project area

through a variety of programs designed to address the needs of Rancho Cucamonga's


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existing businesses, to attract new business to the City and provide long-term

employment to strengthen and compliment the economy of the City.

The following highlight some of the Agency’s prior accomplishments in

achieving its Economic Development and Enhancement Program and Projects; refer to

the annual report for a more comprehensive overview of the Agency’s

accomplishments.

Accomplishments – The Redevelopment Agency recognizes the diverse needs of

businesses and has adopted an economic development strategy to retain and attract

businesses that will strengthen Rancho Cucamonga’s economic base. In 2007 the

following distribution represents a majority of the business types in the City:

1. Retail Trade at ……………………………………………………………………20.4 %

2. Manufacturing at……………………………………………………………….6.0 %

3. Distribution at ……………………………………………………………………11.8 %

4. Employment Agency at ……………………………………………………9.2 %

5. Education at ………………………………………………………………………8.1 %

6. Construction at ………………………………………………………………….7.5 %

7. Financial, Real Estate, and Insurance at………………………….7.5 %

8. Other Services at………………………………………………………………..6.9 %

9. Balance of professions equaling ……………………………………..12.6 %

Victoria Gardens Regional Mall - In 1987, the Redevelopment Agency acquired

an approximate 99-acre site north of

Foothill Boulevard and west of the I-15

freeway for a potential regional

shopping center. An additional 55

acres were purchased in 2001. On

February 20, 2002, the Agency

approved a Disposition and

Development Agreement with the


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partnership of Forest City Development and Lewis Development for the construction of

a 1.3 million square foot, open air regional lifestyle center.

This major project achieved many goals including the creation of a new

downtown district for the City of Rancho Cucamonga. Phase I of the project opened in

2004 with a sophisticated mix of high end retailers, fine restaurants, entertainment

venues, cafes, professional offices, housing and civic and cultural venues. The project

has made a positive economic impact on the community by providing approximately

3,500 new jobs for local residents and is serving as a catalyst for further development in

the eastern portion of the City. The Agency also supported the landowner’s request to

form a Community Facilities District to provide the necessary infrastructure for the

residential and commercial property in this area.

The Victoria Gardens Master Plan entitles the Developer to construct

approximately 1 million additional square-feet. The majority of this is expected to be

office which will significantly add to

the City’s job base.

In July of 2007, Bass Pro Shops

Outdoor World Shop, the first in the

State of California opened at Victoria

Gardens. This 180,000 square foot

sportsman’s paradise is reared as one

of the largest sporting good retailers in

the country and has brought approximately 325 jobs to the area. The store can boast

approximately 1.9 million visitors per year and has over $1,000,000 in direct sales tax

revenue.

The Agency is responsible for building additional parking or parking structure to

serve the mall. The Agency recently acquired 5.4 acres of undeveloped land that may

be used for interim parking if needed.

Economic Development Strategy - The Redevelopment Agency approved an

Economic Development Strategy in 1996 to provide a competitive assessment, target

business cluster analysis, and a strategic plan for the Agency's economic development


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programs. Agency staff continues to implement many of the strategies suggested

under the initial economic development plan, resulting in new programs that support

business development. Due to the economic changes that have taken place since 1996,

the Agency determined that it is appropriate to update the original plan. The updated

Economic Development Strategic Plan was completed in 2003. The firm of Economic &

Politics, Inc. assisted with a comprehensive update to the Economic Development

Strategic Plan. The updated Plan provided the Agency with data, strategies and

implementation measures that facilitate positive economic growth for the community.

Areas of focus included; infrastructure development, business recruitment, business

retention, marketing and public relations, education, and housing. More recently, with

the growth in the number of hotels in the City, tourism has been added as an additional

component of economic development programs. Rancho Cucamonga launched the

“Gateway to a Southern California adventure” promotion.

Trade Shows - The Agency remains actively involved in local, regional, and

national events that provide opportunities

to further expand its business attraction

activities. Both retail-oriented (e.g.,

International Council of Shopping Centers

annual Deal Making Trade Show) and

industry-specific (e.g., manufacturing

industry) trade shows provide valuable

business contacts. The Agency also focuses

its print advertising efforts on trade journals

that target industries of interest to Rancho Cucamonga, and are distributed at national

trade shows.

Inside Rancho Web Site - In 1999, the Redevelopment Agency established an

interactive web site that provides site selection information for industrial and retail space

that is available within the City. The award-winning web site allows brokers, developers,

and retailers to conduct online GIS-based searches quickly and easily, and offers site-

specific demographic information based on 3, 5, 10 and 15-mile radii. A key economic


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development tool, Inside Rancho has enabled the Rancho Cucamonga Redevelopment

Agency to generate interest in vacant sites that may otherwise be overlooked by

potential business investors. In addition to industrial and retail information, the Agency

recently added a new office space component. In 2006, the Agency worked with a

consultant to enhance the site to include a new feature to export custom reports in

Microsoft Word, Excel and PDF files.

National Association of Industrial and Office Properties (NAIOP) Bus Tour - The

City and Agency, for the second year, assisted in securing the NAIOP Bus Tour to begin

and end as the City’s Cultural Center. The event attracted approximately 300 people,

many of which are from outside the immediate area. Many properties (office and

industrial sites) were highlighted.

Small Business Development Center - The Redevelopment Agency and Chamber

of Commerce joined in a cooperative effort to create a Small Business Development

Center to provide consulting services for existing and start-up businesses. During this

reporting period, 560 businesses have been assisted and approximately 290 jobs have

been created.

Tourism – The Agency continued to implement its comprehensive travel and

tourism marketing

campaign that incorporates

electronic and print

advertising; radio

advertising and spotlights;

and public relations efforts.

The Agency also continued

to develop its relationship

with its neighboring

Tourism Partners to help

promote and expand

tourism in and around

Rancho Cucamonga. This multi-faceted tourism marketing effort was developed to


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increase the community’s exposure as a travel destination and starting point for

extended travel; increase revenues through marketing travel-related businesses; and

increase the city’s transit-oriented occupancy levels. Since the onset of the campaign, the

Agency has received thousands of requests for tourism information and has experienced

increases in the city’s sales tax and transit occupancy tax revenues.

Public Relations Program – The Redevelopment Agency has supplemented its

marketing efforts with an effective public relations component that has helped to

strengthen its business attraction and tourism efforts. In addition to targeted pitches

directed at writers, editors, and media professionals, the Agency has utilized its public

relations firm for creating advertorial content associated with print and online

advertising campaigns. As a result of the Agency’s public relations activities, Rancho

Cucamonga has realized increased exposure in industry trade publications and

travel/tourism communications at the regional, state, national and international levels.

Chamber of Commerce - The Redevelopment Agency continues to maintain a

successful partnership with the Rancho Cucamonga Chamber of Commerce and

actively participates in events and activities that support local businesses and encourage

new business development.

Inland Empire Economic Partnership (IEEP) - The Agency continues to participate

with the IEEP to promote the Inland Empire region. Through its involvement with IEEP,

the Agency has participated in site searches for land and/or buildings for potential

business relocations, expansions, or start-up operations, as well as prospective film

locations by television and movie production companies.

Entrepreneur's Network - The Rancho Cucamonga Redevelopment Agency has

recently become involved with a regional economic development effort known as the

Entrepreneur's Network. In cooperation with Chaffey Community College, and other

public, non-profit, and private entities, the Agency is involved in efforts to create,

educate, and expand opportunities for entrepreneurial business activities within the

west end of San Bernardino County. Through workshops, forums, and networking


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events, students and business members can explore new business start-up, franchising,

and business training opportunities.

Community and Economic Profile - The Community and Economic Profile

provides the Agency with important economic and demographic information that can

be utilized in carrying out ongoing economic development activities, including business

recruitment efforts and strategic planning. The Agency works with a local economist to

provide an annual in-depth analysis of the City's economic strengths and trends, and

disseminates the information to a wide variety of companies and business-related

organizations.

Graphics Standards Manual – In order to refine the promotional and information

material that is distributed by the Agency and the City, a cross-departmental group of

employees were selected to participate in a Graphics Standards project. The Project

produced graphic standards for all City related promotional or informational material

and the material has been made available on the City’s website.

Relocation/Expansion Assistance - The Redevelopment Agency provides

technical assistance to businesses that intend to expand to or relocate to, Rancho

Cucamonga. During this reporting period the Redevelopment Agency assisted 566

(SBDC) companies interested in expansion or relocation. Listed below are highlights of

the more significant projects.

Gentex Corporation - An innovative technology company and a world leader in

both military and commercial markets. Redevelopment staff assisted the company in

identifying a suitable site for its new 100,000 square foot, state-of-the-art respiratory

development center. In 2007, Agency staff successfully worked with a local broker and

located an appropriate site for Gentex. The new Gentex facility has the capacity to

create an additional 100 jobs to its current workforce of technicians, engineers, and

administrative staff.

Amphastar Pharmaceuticals – A pharmaceutical company producing generic

and specialty products that is engaged in the discovery, development, manufacture and


24

marketing of generic and proprietary pharmaceuticals, innovative delivery systems and

active pharmaceutical ingredients.

Amphastar’s Management Team takes pride in the Company’s “3H” commitment

to “High Quality, High Efficiency and High Technology”. In keeping with this pledge of

excellence to the consumer, Amphastar continues to invest in state-of-the-art

equipment, research and development, facilities, and the advancement of their

employees.

Trader Joes – After negotiating for nearly two years, Trader Joes, a premier

specialty grocer opened store in Rancho Cucamonga. Agency staff provided assistance

in identifying potential sites for the store. The location opened in late 2007.

Shakey’s Pizza - Staff coordinated meetings with this company and other city

departments to facilitate the permitting process for the city’s fire, building and

development code requirements. This company is expected to occupy their new

building in 4th quarter 2009.

Torco International - Staff coordinated meetings with this company and the

Building and Safety and Planning Departments to streamline the permitting process for

occupancy requirements.

Site Acquisition & Assembly. In 2002, in an effort to mitigate blighted conditions

along Foothill Boulevard — the City's primary retail/commercial corridor — the Agency

acquired seven separate parcels located on Foothill. Due to the small size of these

individual parcels, as well as incomplete or substandard infrastructure, it was

determined that only a comprehensive assembly of parcels could ensure new

development and necessary infrastructure improvements. In 2004, the property was

sold to John Laing Homes. The proposed housing project by the developer will help

revitalize the project area, remove blight and encourage comprehensive planning for

the entire block.


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Community and Cultural Facilities

Goal: The Rancho Cucamonga Redevelopment Plan identified a lack of adequate

open and recreational space as a blighting condition of the project area. It is the intent

of the Rancho Cucamonga’s Agency Board to promote and encourage community and

cultural opportunities. Concerted effort will continue to be made fostering community

via development/construction of infrastructure and citywide programs and events. The

following highlights many of the Agency’s accomplishments in the elimination of

blighting conditions, or the constructions of recreational facilities and ongoing

preservation of open space. Also, community facilities to serve and maintain project

area.

The following highlight some of the Agency’s prior accomplishments in

developing and constructing Community and Cultural Facilities; refer to the annual

report for a more comprehensive overview of the Agency’s accomplishments.

Accomplishments – The Redevelopment Agency continues to address the needs

of its residents in providing adequate open space and additional recreational venues

through the implementation of projects that enhance the community’s overall quality of

life. Activities included the construction of a Family Sports Center, and the completion

of the new library and cultural center complex at the Victoria Gardens Mall. Phase II on

Central Park is in the planning phase, but no immediate plans have been set for actual

construction. ERAF requirements

have affected the second phase.

Victoria Gardens Cultural Center,

Lewis Family Playhouse and Paul

Biane Library - The Agency

funded construction of this facility

which includes the 536 seat

Lewis Family Playhouse, the Paul

A. Biane Library, Celebration Hall


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and Imagination Courtyard. All of the facilities including the programs and activities

that are offered contribute to the Healthy RC objectives of the City and Agency. This

complex is located at the north end of the Victoria Gardens Mall and serves as a cultural

node within the City. The Playhouse is the home to the Main Street Theater Company

and also serves as a learning center for local students, while the Paul Biane Library

provides over 100,000 items (books and other media) available to residents, Celebration

Hall serves as a unique rental facility for meetings, parties, and more formal gatherings

and Imagination Courtyard offers an outdoor option for events. The Cultural Center

serves as the fifth anchor to Victoria Gardens, drawing many visitors from the region

whom also patronize retailers and restaurants at the mall.

Goldy Lewis Community Center and James Brulte Senior Center at Central Park -

Phase I of this 103-acre project, located on Base Line Road and Milliken Avenue,

includes a 26,000 square foot senior center, a 25,000 square foot community center

and approximately 15 acres of developed parkland. Both community centers provides

for added services and programs

to serve our city residents.

Funding for Phase I, approximately

$13.6 Million, came from a variety

of sources, including State Park

Bond Acts 2000 and 2002, Federal

and County funding sources, and

private donations. The Agency

provided $5 million in

infrastructure funds for street improvements on Base Line Road, including storm drain,

curb/gutter and sidewalks. Completion of the Phase I occurred in winter 2005. The

Agency has funded schematic architectural plans for phase II of this park project. Due

to potential ERAF this project has been put on hold for an indefinite period of time.

The Goldy S. Lewis Community Center is home to many programs and classes

that are offered to the public; the IncredABLES/Special Needs programs, facility rentals,

Trips and Tours, Community Services Department registration and Playschool are just


27

some of these programs, which provide opportunities such as dance classes, summer

camps, martial arts classes, workshops, seminars and much, much more.

The James L. Brulte Senior Center functions with one goal in mind: improve the

quality of life for all seniors in our community. With a variety of fitness, cultural,

educational, nutrition, travel, and health and wellness opportunities, the James L. Brulte

Senior Center is a place where senior adults can spend the best years of their lives! Since

opening the doors to the James L. Brulte Senior Center in May 2005 the participation

has grown from 185,000 to an impressive 259,000 annually.

Rancho Cucamonga Epicenter/Sports Complex - The Agency constructed a 42-

acre adult sports park/stadium, which included three softball fields, two soccer fields,

one baseball diamond, an animal

control facility, and a 6,100-seat minor

league stadium - home to the Rancho

Cucamonga Quakes. The Epicenter is

home to the highest attendance

ranked Southern California team in the

Single ‘A’ Baseball League, the Quakes.

The team is a California Affiliate of the

Los Angeles Angels of Anaheim.

Quakes’ baseball is played on the Stadium field between April and September each year.

On non-game days and during the offseason, the facility is available for rent.

Animal Care and Adoption Center - The Agency assisted with implementing

necessary improvements to the city’s Animal Care and Adoption Center. These

improvements included the construction of an onsite surgical facility, an upgrade of the

Center’s heating, ventilating and air conditioning (HVAC) system, an upgrade of the

Center’s “Get Acquainted” areas and a remodel of the outer buildings for additional

storage space. This facility is located on the Sports Complex site.

Rancho Cucamonga Family Resource Center - The Agency assisted with the completion

of this facility located on Arrow Route. The Resource Center continued to be a very

effective approach for the whole community by presenting a variety of different human


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service agencies and their services and programs. This centralized location for services

and information has been utilized by the area residents.

Affordable Housing Projects and Programs

Goal: The Rancho Cucamonga Redevelopment Plan identified a lack of sufficient

affordable housing to meet the needs of the community’s low- and moderate-income

families and established a goal to increase, improve and maintain the City’s supply of

affordable housing. Although the Agency has actively assisted with the development

and preservation of affordable housing, the ongoing need for additional housing

continues with population growth of the City and region. Additional burden has been

created by the boom then subsequent crash of the housing market.

Accomplishments – The Redevelopment Agency has partnered with several non-

profit housing corporations to provide a mixture of affordable ownership and rental

housing for income eligible households. As evidence of the Agency’s continued

commitment to promote the availability and affordability of housing to meet the needs

of the community, the Agency has assisted with the production of over 1900 affordable

units. The following paragraphs contain specific details regarding some of the more

recent projects assisted by the Agency; refer to the annual report for a more

comprehensive overview of the Agency’s accomplishments.

Sunset Heights, formerly Woodhaven Manor – In September 2005, the Agency

approved a $9 million loan to

National Community Renaissance

(CORE), formerly Southern

California Housing Development

Corporation, to assist with the

acquisition and rehabilitation of

Woodhaven Manor, an existing

117 unit family apartment project.

The project was originally


29

constructed under the California Housing Finance Authority (CalHFA) HAP Section 8

program.

The complex had a long history of public safety concerns and property

maintenance issues. The Developer, CORE, held their Grand Opening of the renovated

complex in February 2008. Improvements made to this property include new energy

efficient windows, cabinet and flooring upgrades, and the installation of heating and air

conditioning units. A new community center was also built and will provide needed

services for the residents and surrounding community, including after-school tutoring

and computer training. The project has also been enrolled in San Bernardino County’s

Multi-family Crime Free program. Through the Agency’s Regulatory Agreement, the

affordability term will be extended to not less than 99 years.

Rancho Verde East – In July 2005, the Agency began working with National

Community Renaissance (CORE), formerly Southern California Housing Development

Corporation to assist with the expansion of the existing Rancho Verde Village

Development. The Agency approved a $6.5 million loan for the acquisition of land and

the expansion of the existing complex. The expansion project included 40 additional

three-bedroom affordable units, available to large families earning 35%, 45%, 60%, and

80% of the area median income for a term of not less than 99 years. The project also

added a 5,500 square foot Community Center, Tot-Lot, and new energy star appliances.

The construction of additional units began in 2008 and a Grand Opening/Dedication

Ceremony was held on October 2009.

Olen Jones Senior Apartments - The Redevelopment Agency entered into a

Disposition and Development Agreement with the Northtown Housing Development

Corporation (NHDC) to provide funding for the development of a 96-unit senior

housing project. In addition to the Agency's participation, NHDC received 4% tax

credits, and a County of San Bernardino Home loan. The project was completed in May

2004.

Other Housing Programs and Activities - The Redevelopment Agency participates

in the California Cities Home Ownership Authority (CCHOA), which provides lease-to-

own opportunities for Rancho Cucamonga residents. The City is currently taking action


30

to formally dissolve the joint power authority of CCHOA. These programs utilize bond

revenues rather than Redevelopment Agency Housing Set-Aside funds. Currently, there

are no bond funds available for this program.


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Ongoing and Potential Projects for 2009-2014

Ongoing and Potential Capital Improvement Projects

A substantial portion of the Redevelopment Agency’s annual tax increment must

pay for debt service for the established projects, as well as pass-through agreements to

school districts and other public entities. The remaining revenue is allocated to potential

projects that benefit the Project Area. If the SERAF take by the State of $32.1 million in

FY2009-2010 and $6.9 million in FY2010-2011 occurs, then the Agency will be severely

limited in its ability to complete many of the highlighted capital projects.

The potential projects identified in the tables below are representative of those

opportunities known to the Agency to exist as this time in the project area and are not

intended to represent every potential project that may be needed. The Agency must be

able to respond to opportunities to alleviate blight in the project area; therefore, new

programs and/or opportunities may arise with new or updated information. These

potential projects are also impacted by regional economic climate, the ability of private

or other public sector involvement and the Redevelopment Agency’s ability to maintain

or increase tax revenue. The Agency also recognizes that with the passage of time,

existing infrastructure deterioration and blighting conditions identified in the

Redevelopment Plan may become prevalent. Should unforeseen needs arise, the

Agency may elect to respond to those conditions as a priority.

Foothill Boulevard Improvements - Phase I and

Phase II of the Foothill Boulevard Improvement

Project was completed in 2000 and 2001,

respectively. Both Phases of this project included

substantial median work, as well as general

construction and landscaping enhancements to

Foothill Blvd. The project has significantly improved

traffic circulation and reduced traffic accidents


32

along the city's primary retail/commercial corridor, and has helped revitalize portions of

the boulevard.

Currently, the Agency is working on Phase III and IV of the project along Foothill

Blvd. between Grove and Vineyard, and between I-15 and East Avenue, respectively.

The westerly phase III includes additional median improvements, street widening,

sidewalks, landscaping, a pedestrian bridge, a street archway and a point-of-interest

park that will celebrate Historic Route 66 and connect the route to the Pacific Electric

Trail to the north. Construction of the project is expected to begin in the first quarter of

2010 with completion scheduled for the end of the year. The easterly Phase IV includes

similar types of street work and street graphics, including a street archway.

Haven Avenue Railroad Overpass - The Haven Avenue Grade Separation project

is a major infrastructure project that will improve vehicle travel and enhance safety for

all travelers by separating train traffic

from vehicle traffic. Currently, each day,

approximately 38,000 vehicles travel on

Haven Avenue and up to 40 trains cross

Haven Avenue.

When completed, the project will

provide six traffic lanes (three in each

direction) on Haven Avenue, two

bicycle lanes, pedestrian sidewalks

under a new railroad two-track bridge and full landscaping of the side slopes and

replacement of the landscaped median islands that were removed as a result of the

project. The project is expected to be complete by March 2010.

Etiwanda Avenue Railroad Overpass - The final overpass to be built that will

separate rail traffic from vehicle is at Etiwanda Avenue and the Railroad. The

expectation is it will be similar in design to recently completed Haven overpass. The

overpass is immediately adjacent to eastern Project Area boundary. The overpass


33

project will benefit traffic safety and efficiently allow for the movement of goods and

services.

Hellman Avenue (Lower Reach) Storm Drain - This project will improve and

provide much needed flood control service in the south west corner of the Project Area

and help implement the City’s general Storm Drain Master Plan. This project includes

the installation of a storm drain mainline, a catch basin, manholes and widening the

railroad track. Currently, the storm drain alignment and Hydrology report is being

prepared. We expect

construction to begin by spring

2010 with construction taking

approximately 18 months.

Hellman Avenue (Upper Reach)

Storm Drain - This project runs

northeast from Cucamonga Creek

along the Pacific Electric Trail (old

SPRR easement) crossing Hellman and Base Line, then north along Amethyst to 19th

Street, then easterly along 19th for approximately 300 feet.

Phases I and II from Cucamonga Creek to east of Hellman was completed in

2008. Phase III from east of Hellman to 19th Street is designed and waiting for the

availability of funds. Phase III is estimated to cost approximately $3.5 million.

I-15/Arrow Route Interchange - Right-of-way acquisition for the proposed

interchange began in 2005. This project will add an on and off ramp in our industrial

area, improving access to the freeway and reducing traffic congestion on adjacent

streets. In August 2006, the City Council approved a Professional Services Agreement to

prepare a project report, environmental documents and design for the on/off ramp.

The project report and environmental documents are expected to be complete by the

end of 2010. The City has acquired some of the right-of-way needed for the project but

additional land for the project is still needed. This project has been put on hold for an

indefinite period of time due to the SERAF takes of Agency funds approved by the State.


34

I-15/Base Line Boulevard Interchange - This project is currently in the Project

Report/Environmental Document and Design Stage phase. Both project reports and

design are being worked on concurrently and are expected to be complete by early

summer 2010, with the design completed by the end of 2010. Construction of this

project is expected to begin first quarter of 2011.

The project will expand the existing on and off ramps at I-15 Freeway at Base

Line Road. This is a much needed improvement as result of the housing growth that

has occurred over the last 10-years.

Fire Administration Building - The Redevelopment Agency, through a negotiated

sale, purchased an approximate one-acre parcel at the corner of Utica Avenue and Civic

Center Drive and took title to the property on March 27, 2002. The parcel was selected

due to its availability and proximity to Rancho Cucamonga City Hall and other regional

civic uses. The Redevelopment Agency will continue working with the Rancho

Cucamonga Fire protection District through the design and entitlement phases of this

project, which will consolidate Fire District Administrative operations.

Fire Station #172 /San Bernardino Road Relocation - On January 26, 2009,

through a trustee sale, the Redevelopment Agency purchased an approximate .55-acre

parcel located at 9561 San

Bernardino Road and became

the recorded owner of that

property on February 10,

2009. Subsequently, the

Agency, through a negotiated

sale, purchased an adjacent

property (approximately .82

acres) located at 9547 San

Bernardino Road and took title

of that property on May 12, 2009. In 2010, the Redevelopment Agency will work with

the Rancho Cucamonga Fire Protection District to demolish the existing structures

located on the two properties and prepare them for the future construction of San


35

Bernardino Road Fire Station #172, which will provide a better level of service for the

southwest portion of the City.

Fire Station #174 /Jersey Station – the Master Plan for this station calls for the

additional construction of a specialized fire fighting train tower and storage warehouse.

When funds are secured the Fire District plans to complete these needed projects.

Fire Station #175/Banyan Station Expansion – The Rancho Cucamonga Fire

District plans to add/attach a large garage

(called an apparatus bay) to the northeast

corner of the existing Fire Station layout.

The new bay will be two-wide and two

deep (approximately 70’x35’). The addition

will allow fire personnel to park all of the

Station equipment appropriately indoors

and out of the elements. This will not only protect expensive specialized fire suppression

equipment, but will also make the equipment more easily accessible when calls-for-

service are received.

Fire Station #177/Demens Basin Project - Agency staff is working with staff from

the City Manager’s Office, the Fire District, and engineering staff on the future

development of Fire Station #177. City Council approved a Purchase and Sale

Agreement with San Bernardino County for the land needed to build the fire station.

Related agreements were also approved which include preparing the property for

construction. Staff participated in several neighborhood meetings during the first

quarter of 2009 and received feedback from the residents surrounding the project site.

Construction of the Fire Station will be done in two phases. The first phase of the

project was completed, which included filling in the Demens Basin Property with 90,000

cubic yards of dirt and preparing a developable pad. The second phase includes the

construction of the fire station. The construction will be done by the Fire District.

Fire Station #178/Central Park – In 2008, the Agency began the preliminary

design phase for this fire station, the proposed station is to be located adjacent to the


36

western portion of the City’s

Central Park facility. Its ease of

access to and from Base Line

Road, a primary artery, makes

this an ideal location to serve

this area of the Project Area.

This project has been put on

hold for an indefinite period of time due to the SERAF takes of Agency funds approved

by the State.

Corporate/City Yard Expansion – The Agency has negotiated an agreement with

a local Architectural firm to create a master plan exhibit and design of phase I for the

Corporate Yard Expansion project. The site is approximately 14 acres with 7 of those

acres already developed. Along with a new Public Works facility, the relocation of the

City’s existing Household Hazardous Waste facility and a Fire Helicopter Rescue/Medical

Assistance Helipad may be relocated to this site. These improvements will allow the

Public Works Department an opportunity to better serve the City’s residents and the

Project Area.

Pacific Electric (PE) Trail Phase – Currently the Agency is working on Phase IV,

which will include the construction of a trail, trail lighting, traffic signals, and

landscaping. This phase of the project will connect the

section of trail with completed segments in the neighboring

cities and within the City’s Project Area. This project will

address SANBAG’s Trail Master Plan and provide residents

with alternative forms of transportation as well as

encourage a healthy living style through exercise. This

phase of the project is currently under construction and is

expected to be complete by the end of 2010. This phase will

complete the seven mile trail through the City, of which a

significant portion is within the Project Area. The Agency may pursue trail

enhancements in the future.


37

9th and Madrone Park Land - In 2005 the Agency acquired 3.4 acres of land as

part of an affordable housing project. The land was zoned open space for the purpose

of developing a much needed neighborhood park in the southwest area of the City.

The property remains undeveloped and Agency staff is currently working with

Community Services staff on a grant submittal application for the development of the

park. Part of the grant requirements are that the City host five neighborhood meeting

to solicit feedback from residents on how the park will be developed. Park amenities

will be limited because of the size of the land. However, the Agency will continue to

explore future opportunities to acquire additional land to expand the park size.

Etiwanda Storm Drains (Drainage Facilities) – Line 8: will extend from an existing

basin north of Base Line Road to Foothill Boulevard. It will also include a tie in-to the

East Avenue drain from the existing Base Line storm drain west of East Avenue.

Approximately 522 acres are tributary to the Line 8 drain ($8 M). Line 10: alignment will

follow the unimproved Lower Etiwanda Channel. The drain will extend from Arrow

Route to 4th Street, then east on 4th Street to the improved Etiwanda/San Sevaine

Regional Channel. Approximately 375 acres are tributary to the Line 10 drain ($25 M).

Line 11: will be contained within the street right-of-way for Etiwanda Avenue. It will

convey flows primarily from west of Etiwanda Avenue and south of Foothill Boulevard,

approximately 225 acres. The drain extends from Arrow Route to 4th Street.($6.2 M).

The Etiwanda drain system is the Agency’s near term focus. The Agency will

pursue any other remaining unbuilt master plan storm drains that benefit the Project

Area.

Public Safety Substation – The Agency and City are in negotiations with the

County of San Bernardino to lease a property (approximately 15,000 square/feet) north

of the I-210 Freeway for the development of a Public Safety Substation that will improve

service to the city and the project area. The facility will house both County and City

sheriff services. The design and environmental review phases of this project are

currently underway, with construction anticipated to begin in FY 2010-2011. The

completion of this project will provide increased public safety for this area of the Project

Area.


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Metrolink Station Improvements – This station has the distinction of being the

most used on the San Bernardino Line, which connects the Inland Empire with the Los

Angeles County and Orange County areas. The Agency will assist with necessary

improvements as demand and usage increases.

Table II. Ongoing and Potential Capital Improvement Projects

Project Description

Impact on Blight Elimination

Total Estimated 2009-2014

Foothill Boulevard Improvements

Elimination of under-utilized parcels, substandard structures, improved circulation system.

$14,500,000

Haven Avenue Railroad Overpass and 8th Street Realignment

Improved traffic circulation system. $18,000,000

Etiwanda Avenue Railroad Overpass Improved traffic circulation system. $25,000,000

Hellman Avenue (Lower Reach) Storm Drain

Improved traffic circulation system; provision of adequate flood control. $15,000,000

Hellman Avenue (Upper Reach) Storm Drain


I-15/Arrow Route Interchange Improved traffic circulation system. $30,000,000

I-15/Base Line Boulevard Interchange


Fire Admin. Building (Fire Master Plan)

Provision of Fire Facilities to protect project area. $8,000,000


39

Fire Station #172/San Bernardino Road Station


Fire Station #174/ Jersey Station

Provision of Fire Facilities to protect project area. TBD

Fire Station #175/Banyan Station Expansion

Provision of Fire Facilities to protect project area. TBD

Fire Station #177/Demens Basin Project

The Fire District will be completing the project. $580,000

Fire Station #178/Central Park Fire Station


Corporate/City Yard Expansion Removal of blighting conditions $8,000,000

Fire Training Facility/Tower


Pacific Electric Trail Phase IV Removal of blighting conditions. $1,679,312

9th and Madrone Park Land Removal of blighting conditions. TBD

Etiwanda Storm Drains Provision of adequate flood control. Line 8 = $8M

Line 10 = $25M Line 11 = $6.2M

Public Safety Substation Provision of Public Safety Facilities to protect project area. $2,000,000

Route 66 Trail Head at Foothill Blvd. Removal of blighting conditions. $2,000,000


40

Foothill Median Light Retrofit Removal of blighting conditions. $355,000

Ongoing and Potential Economic Development and

Enhancement Programs

The Redevelopment Agency’s efforts to expand its economic development

activities through the enhancement of new and ongoing programs, has helped ensure

a strong economic environment and has increased the number of employment

opportunities for local residents. The Agency will continue to take a proactive approach

to mitigating economic deterioration by assisting in the establishment of new

businesses and the creation of new jobs through the support of economic strategies

that help eliminate economic blight in the community. Again, if the SERAF take by the

State of $32.1 million in FY2009-2010 and $6.9 million in FY2010-2011 occurs, then the

Agency will be severely limited in its ability to fund many of the highlighted economic

development programs.

Banner Promotion Program - The Rancho Cucamonga Redevelopment Agency

implemented the banner program in 1997 to encourage community pride and to

attract customers to primary retail-commercial corridors within the city. In 2002, a

sponsorship component was added to the program, which provides an opportunity for

local businesses to enhance their efforts in attracting customers that are necessary to

sustain positive economic growth. The Banner Promotion Program, which provides

Rancho Cucamonga businesses with the opportunity to sponsor a banner along the

highly traveled Foothill Boulevard retail corridor, has received positive feedback from

local merchants. The Agency will continue to support and enhance this activity in the

future.

Third Party Electrical Certification Program - To date, 41 companies have been

assisted through the Agency's Electrical Certification Program. This program was

developed to assist local manufacturers in complying with the National Electrical Code


41

requirement for safety certifications for all manufacturing equipment. The program is

designed to assist companies by providing low-cost inspection services and certification,

thereby extending their ability to reduce costs and remain competitive.

Broker Networking - The Agency continues to network with area brokers to

market Rancho Cucamonga properties. Agency staff members have provided

presentations to the brokerage community and participate in regional broker tours. The

purpose of this program is to develop positive relationships with the brokers and leasing

professionals, and to ensure that brokers who market properties in Rancho Cucamonga

are aware of the business support services available to existing and potential tenants.

Marketing, Advertising and Public Relations - In 2009, the Agency continued to

maintain ongoing advertisements focusing on the recruitment of office users in several

local, regional and national industry publications. The Agency recently completed an

advertising campaign with the Inland Empire radio station, 590 KTIE, to spotlight local

businesses and promote tourism. Other tourism related advertisements were published

in the summer issues of travel publications, Sunset Magazine and the California and

Inland Empire Visitors Guides. To correspond with the west coast ICSC convention, the

Agency advertised in several publications during the months of May and September to

expand on the attraction of retail

organizations in the City.

E-Mail Marketing - The Rancho

Cucamonga Redevelopment Agency

launched its new e-mail marketing program

in 2002 and has developed various

marketing elements that help to promote

business activities and development

opportunities within the city. FastTrack, the

Agency's interactive "e-newsletter," is

distributed six times a year via e-mail to local businesses, brokers, developers, retailers

and the media. The newsletter provides the Agency with a valuable communication

tool for informing its target audience of changes in the business environment. Another


42

e-mail marketing element launched in 2002 is the Agency’s property update and site

selection “e-bulletin” Opportunities. This publication is distributed periodically to brokers,

developers, and retailers alerting them to selected property listings and retail availability.

The interactive features of the e-bulletin also allow recipients to connect to the Agency's

site selection web site, "Inside Rancho," and view additional properties. In December of

2006, the Agency launched the third component to its e-mail marketing program to

promote tourism. Electronic publications were sent to over 3,000 Fast-Track subscribers

providing business and tourism information to brokers and the public.

Special Marketing - Periodically, the Agency is involved in the development of

events that help market the community to potential business investors, visitors, and

tourists. Additionally, the Agency may also participate in projects that assist in the

branding and general promotion of the community. In 2007, the Agency completed a

Quality of Life Video, “Living the Dream”. The Video is the first major production project

in more than 10 years and received positive comments from viewers and awards.

Business Appreciation Week - Each year during the month of May the

Redevelopment Agency, in partnership with the Rancho Cucamonga Chamber of

Commerce, designates one week as Business Appreciation Week. This program was

created to recognize the valuable

contributions of the business community

and exemplify the City’s appreciation to all

Rancho Cucamonga businesses. This year

the Chamber of Commerce kicked off the

week long celebration by hosting its annual

Spring Swing Golf Tournament at the Sierra

Lakes Golf Course. The Agency wrapped up

the celebration with its annual Business

Appreciation Night event at the Epicenter, which hosted over 300 business owners and

their employees to a BBQ picnic and a fun-filled night of Quakes baseball, followed by a

post-game firework spectacular.


43

Wayfinding Directional Guide Sign Project - The Wayfinding Sign Taskforce has

been working together since 2008 to establish a guide sign program that will provide

vehicular directional assistance to places of interest throughout the community. The

taskforce is currently working on final selection of locations for the signs, the venues to

be listed on the signs, and has selected a company to fabricate the signs. Construction

on this project will begin later in 2009 and is expected to be completed in 2010.

Job Fairs - The Agency has participated in and will continue to co-host job fairs to

benefit local residents and others seeking employment, and local companies looking for

employees within the region. Partnerships with neighboring Cities, elected officials,

County, and other employment agencies/organizations will be encouraged to best

utilize limited resources and consolidate efforts.

Table III. Ongoing and Potential Economic Development Programs

Project Description

Impact on Economic Development


Continuation of Existing Economic Development Programs including: Banner Promotion, Third Party, Broker Networking, Business Appreciation, Marketing, E-Mail Marketing, and Wayfinding Project

Prevent economic deterioration through establishment of new businesses and job creation.

TBD

Job Fairs Catalysts for Economic Growth TBD

Other Economic Development Opportunities

Prevent economic deterioration through establishment of new businesses and job creation.

TBD


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Ongoing and Potential Community/Cultural Facilities

To extend the Agency's efforts in creating recreational and cultural opportunities,

and increasing open space, the Agency continues to facilitate activities within the

project area that support these objectives. Again, if the SERAF take by the State of $32.1

million in FY2009-2010 and $6.9 million in FY2010-2011 occurs, then the Agency will be

severely limited in its ability to complete many of the highlighted community and

cultural projects.

Central Park Phase II – This project has been put on hold due to previous ERAF

takes by the State. Approximately 60 acres remain to

be developed when funding can be secured. Phase II

of Central Park includes the Family Aquatics Center, 24

acres of park improvement and open space and the

fire station mentioned earlier. The concept, design

and philosophy behind Phase II run parallel with the

City’s Healthy RC program.

Property Acquisition (Vitoria Gardens) – In 2009, the Agency purchased a 5.4

acre parcel of property located on the southeast corner of Church and Arbor Lane. This

property is uniquely positioned for a mix of potential uses and is the last undeveloped

land adjacent to the Victoria Gardens Mall. The Agency intends for the site to be used

to complement Victoria Gardens and the City’s Cultural Center. Open space, Cultural or

Community facilities, and other uses are under consideration.

Etiwanda Train Depot – SANBAG and the City of Rancho Cucamonga reached

an agreement for the sale of the Etiwanda Train Depot structure and approximately ½

acre of the depot site. Purchase agreements for the sale of the structure and ½ acre as

well as lease agreements for the remainder of the site and trail are being drafted by

SANBAG and the City of Rancho Cucamonga. It is anticipated that the sale will be

complete by early spring of 2010.

The City’s goal is the adaptive re-use of the Pacific Electric Railroad Depot as an

interactive museum and trailhead. The Depot would benefit the community by


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providing a link to the City’s history with opportunities for field trips, rest stop and picnic

area. The depot is adjacent to our newly completed Rails to Trails project. The museum

would highlight the importance of the Pacific Electric rail system in the development of

Southern California and the City of Rancho Cucamonga.

Historic Preservation – The Redevelopment Project Area encompasses a

significant portion of the City including many historic areas that pre-date cityhood. In

an effort to preserve its rich agricultural and cultural history, the Agency supports,

whenever possible, historic preservation projects and programs. In addition to creating

cultural value for its residents, these preservation activities also support the Agency’s

economic development objectives and tourism efforts.

Table IV. Community/Cultural Enhancement Projects

Project Description

Impact on Blight Elimination


Central Park Phase II Provide cultural and recreational opportunities within the project area for remaining acreage/future phases.

TBD

Property Acquisition Provide cultural and recreational opportunities within the project area for remaining acreage/future phases.

TBD

Etiwanda Train Depot Preservation of Historic Site TBD

Ongoing and Potential Affordable Housing Projects and

Programs

The following summarizes the Agency’s efforts with regard to the use of its 20

percent housing set-aside funds. These projects and programs have been implemented

to meet the affordable housing needs of low- and moderate-income families and


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seniors. Again, if the SERAF take by the State of $32.1 million in FY2009-2010 and $6.9

million in FY2010-2011 occurs, then the Agency will be severely limited in its ability to

complete many of the highlighted affordable housing projects.

San Sevaine Villas – In August of 2005, the Redevelopment Agency approved a

loan agreement with Northtown Housing Development Corporation for land

acquisition and construction of 225 affordable family units. Under the Redevelopment

Agency’s regulatory agreement for this project, the units will remain affordable at least

55 years. Of the $40.7 million loan commitment, an initial disbursement of $8.3 million

was made to acquire the 14-acre parcel and provide reimbursement of pre-development

expenses to the developer.

The subsequent disbursements were contingent upon the Agency’s approval of

the project through various stages, tax credit financing, entitlement process, grading,

and construction. The groundbreaking event for the project was held on July 13, 2009.

The project site is currently in the grading phase and will soon have pads certified and

ready for the construction of 225 units of workforce housing. The project is scheduled

to take approximately 18 months to complete and will be ready for lease up and should

be fully occupied in mid 2011. There are already interested families calling to be place

on the interest list for this project.

Villaggio On Route 66 - In 2008 the Redevelopment Agency executed a

Disposition and Development

Agreement with Workforce Home

Builder, LP for the construction of a

166-unit mixed-income workforce

housing project in the Agency’s

Redevelopment Project Area. The

project broke ground on September

2008 and currently is in its final

stages of construction. Nearly 50%

of the project is occupied with

almost two thirds of the units having been preleased. The project is expected to be fully


47

completed and occupied by December 2009. This will be the Agency’s first new

construction family complex since the Agency’s inception in 1981. The project will

provide much needed quality affordable housing in the City and conveniently located in

the heart of the City’s commercial corridor. The project not only achieves the Agency’s

goal of providing workforce housing, but it also achieves the goals of the Foothill

Specific Plan by providing more housing along Foothill Boulevard.

First Time Home Buyer Program - Since the program's inception in FY 1995/96,

the Agency has assisted 109 low- and moderate-income, first time home buyers with

silent second mortgages under this program.

The program is administered through the

Agency's agreement with Neighborhood

Housing Services of the Inland Empire (NHSIE),

a local non-profit organization specializing in

mortgage assistance programs for lower income

families. NHSIE also provides credit counseling

and home buyer workshops for income-

qualified applicants. Additionally, monies received from participants through a equity

share provision are returned to the Program to assist more families in purchasing their

first home. In February 2004, the Agency Board approved an increase to the program

for a maximum silent second loan of $80,000 in response to the significant increase in

housing costs in the City. In 2007, to address the foreclosure crisis, NHSIE initiated a

foreclosure hotline to assist homeowners in danger of losing their homes.

In 2008 the City received funding from the federal Neighborhood Stabilization

Program (NSP) and chose to direct a majority of the awarded funds into the First Time

Home Buyer Program, which the Agency is managing. The additional funds will allow

the Agency to offer financial assistance to families earning up to a 120% area median

income for the purchase of a home. To assist all applicants in their efforts to purchase

and maintain a home, the Agency also began funding HUD approved financial

management and property ownership classes.


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Extended Affordability Terms on 498 units/60 new units - In August 2007, the

Agency entered into an Agreement with National Community Renaissance for $42.5

million to increase the affordability restrictions for 25 existing low-income units. In

addition, the Agreement added 60 units additional low-income units, which will be

phased in over a five-year period and will be completed by December 2012.

Land-banked Properties - The Redevelopment Agency acquired several

properties in the city for future affordable housing projects. These properties were "land

banked" as part of the Affordable Housing Strategy until such time as public-private

partnership opportunities allow for development. One of the properties was deemed

unsuitable for development by the Redevelopment Agency was sold in August 2002 to

a private developer. The proceeds were deposited in the Housing Set-Aside Fund. The

Agency also acquired a property in 1993 (Regina Winery) that was to be used for a

potential housing project. Funds for this purchase were originally taken from the

housing fund. However, after the property was deemed to be unsuitable as an

affordable housing site and ownership of the property was transferred to the City of

Rancho Cucamonga. As a result of this action, the housing fund was reimbursed.

Foreclosure and Prevention Workshops – Over the past year, in response to the

increases in foreclosures within the City and the Inland Empire, the Agency partnered

with local elected officials, neighboring cities, and national lenders to facilitate loan

modification and adjustments for those in need. A total of three workshops have been

hosted, and approximately 300, 600, and 250 southern Californian homeowners

attended each of the workshops.

Mobile Home Rental Assistance Program – In June 2008, the Agency approved

the implementation of a Mobile Home Rental Assistance Program that provides up to

$50 per month towards the rent of a mobile home space for families that are at or

below 60% of the county median income and paying 30% or more of their income on

housing. In 2009, staff recommended that the benefit amount be increased to $100 per

month to better serve the participants. Staff continues to administer and market the

program.


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Mobile Home Accord – In 2008, the Agency took over the administration of the

City’s Mobile Home Accord, which was previously managed by the City Manager’s

Office. The Mobile Home Accord serves as a rent stabilization agreement between the

City and the eight mobile home park owners, which limit how much park owners can

raise rents based on the Consumer Price Index (CPI).

Table V. Ongoing and Potential Affordable Housing Projects

Project Description

Provision of Affordable Housing


San Sevaine Villas Provide quality affordable housing for low- and moderate-income households. $39,000,000

Villaggio on Route 66 Provide quality affordable housing for low- and moderate-income households. $27,565,000

First Time Home Buyer Program

Provide quality affordable housing for low- and moderate-income households. $5,000,000

Extended Affordability Provide quality affordable housing for low- and moderate-income households. $42,500,000

Foreclosure and Prevention Workshops

Preserve quality affordable housing for low- and moderate- income households. $10,000

Mobile Home Rental Assistance

Preserve quality affordable housing for low- and moderate- income households. $500,000

The specific programs and projects identified above include descriptions of how

the alleviation of blight will be addressed as a result of the project. The cumulative

effects of all the projects will have a greater impact in alleviating blight in the

Redevelopment Project Area by the following actions:

Increasing employment opportunities through job creation; Increasing residential and business stability through improved flood

control and traffic circulation; Encouraging private investment in the project area; Enriching historical significance through preservation of historical

structures; Providing cultural and recreational opportunities in the project area; Creating housing opportunities affordable to all income levels'


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Encouraging and fostering economic development in the project area; Providing a safe environment for residents and business owners through

adequate police and fire services. Providing facilities that serve and maintain the project area.


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Housing Requirements

It should be noted that while the Redevelopment Agency has provided

assistance for over 2,000 units, the Agency is only receiving credit for a little over 1,000

units. This is due to the fact that some of the units are located outside the project area,

triggering the 2-for-1 rule, thus resulting in the Agency receiving credit for only half of

these units.

Table VI. Affordable Housing Unit Summary

Project Tenure

35% Median Income

45% Median Income

60% Median Income

90% Median Income

Unit Total

% RDA Assist Units

# RDA Assist Units

Other Tax

Credit Assist

Total % Afford-able

Villa del Norte R 32 15 41 0 88 49% 43 51% 100%

Las Casitas R 0 7 7 0 14 49% 7 100%

Rancho Verde* R 20 32 20 32 248 42% 104 (52) 42%

Rancho Verde East* R 6 13 13 8 40 100% 40 (20) 100%

Mountainside R 48 48 48 44 384 49% 188 49%

Monterey Village R 28 28 28 26 220 50% 110 50%

Sycamore Springs* R 30 30 30 6 240 40% 96 (48) 40%

Pepperwood R 10 10 16 10 230 20% 46 20%

Villa Pacifica* R 0 0 158 0 158 49% 77 (39) 51% 100%

Habitat for Humanity O 0 1 0 0 1 100% 1 100%

Heritage Pointe* R 12 12 24 0 48 49% 24 (12) 51% 100%

Olen Jones* R 15 28 53 0 96 49% 47 (24) 51% 100%

NHDC In-Fill O 0 0 0 40 40 100% 40 100%

Sunset Heights * (Woodhaven) R 20 40 57 0 117 100% 117 (58) 100%

Villaggio On Route 66 R 22 44 65 0 166 88% 131 17% 88%

First-Time Homebuyers O 0 1 20 88 109 100% 109 (74) 100%

San Sevaine Villas** R 36 73 55 59 225 100% 223

(112) TC 100%

Total 279 382 635 313 2424 46% (35%)

1403 (1005) 74%

* Units outside project area (2-for-1 rule applies). ** This project is currently under construction. R=rental and O=owner


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Table VII contains the City’s RHNA requirements for the period of 2006-2014 and

the requirements for each income category listed; very low, low, moderate and above

moderate. The Planning Department is drafting updated Housing Elements and

Housing Production Plan to comply with RHNA requirements.

Table VII. 2006-2014 RHNA Requirements

In addition to requiring reporting of specific goals and objectives of the

Redevelopment Agency, the Implementation Plan must comply with Health and Safety

Code Section 33334.4. The Affordable Housing Unit Summary table below contains the

data for units produced by income category as required by the code.

Table VIII. Affordable Housing Unit Summary - 2009

Income Group 2006-2014 RHNA Requirements

Percent of Units

Very Low Income 317 25%

Low Income 216 17%

Moderate Income 245 19%

Above Moderate Income 504 40%

Total Units 1282 100%

Income Group Number of Units Percent of Units

Very Low Income 259 18%

Low Income 907 64%

Moderate Income 253 18%

Total Units 1419 100%


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Section 33334.4 of the Health and Safety Code also requires the number of units

available to both families and people over the age of 65 be in at least the same

proportion as the total population of the community reported in the most recent census

data by the United States Census Bureau. Figure II below illustrates the percentages for

individuals under and over 65 years of age in the City of Rancho Cucamonga, according

to the 2000 Census.

Figure II – Percent of Community that are under/over 65 years of age.

The previous Plan acknowledged the requirement of Health & Safety Code

Section 33334.4 and the need to provide family and senior housing in the proportion to

the City population. Over the next five years the Agency will continue to expend and

provide units in the same proportion to the City population as required by the Health &

Safety Code. During the period of 2004-2009, the Agency assisted with development of

family and workforce housing, but during the period of 1999-2004, the Agency focused

more on senior housing projects.

The following table and data provide additional information regarding the

expenditures of the Housing Fund for each group during the period of FY 2004-2005 to

FY 2008-2009. Each table also identifies programs that the Agency is currently

undertaking or intends to undertake to ensure that expenditures from the Housing

Fund are in proportion with the requirements of Section 33334.4.

Rancho Cucamonga Population – 2000 Census

Under age 65 Over age 65


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Table IX. Housing Fund Expenditures

FY 2004 - 2005

Revenue Project Expenditure Units

Assisted Housing Type

Family Seniors

VL&L M VL&L M

First-Time Homebuyers $756,200 10 0/4 6

Wells Fargo Bank Debt $371,674

CHFA Reserve on behalf of So. Cal. Housing

$337,600

Bank of New York- Northtown pledge $1,400,000

Admin (1) $178,889

Total $3,044,363 10

(1) Includes administrative/legal/property maintenance.

Total Expenditures

Total Family Expenditures

Total Senior Expenditures

Percent Family Expenditures

Percent Senior Expenditures

$12,692,244 $3,044,636 $0 100% 0%


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Table X. Housing Fund Expenditures

FY 2005 - 2006



Family Seniors

VL&L M VL&L

M

First-Time Homebuyers $80,000 1 0/1

San Sevaine $5,894,976 (1) 221 (2) 110/55 56

Villagio on Route 66 $8,177,674 (1) 131 (2) 66/65

Woodhaven $6,906,286 (1) 116 (2) 60/56

Pepperwood $7,203,242 (1) 46 (2) 24/13 9

Villa Pacifica $5,974 (1) 157 (2)

63/0 94


CHFA Reserve on behalf of So. Cal. Housing $337,600


Admin (3) $239,370

Total $30,617,096 672

(1) Partial Funding. (2) Total units for completed project. (3) Includes administrative/legal/property maintenance.

Total Expenditures





$30,617,096 $30,611,122 $5,974 99% 1%


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Table XI. Housing Fund Expenditures

FY 2006 - 2007



Family Seniors

VL&L M VL&L

M


San Sevaine $612,439 (1) 221 (2)

110/55 56

Villagio on Route 66 $46,855 (1) 131 (2) 66/65

Woodhaven $1,514,864 (1) 116 (2) 60/56 Pepperwood

$8,171,012 (1) 46 (2) 24/13 9

Rancho Verde East $641,462 (1) 39(2) 19/20




Admin (3) $251,335

Total $12,252,041 561


Total Expenditures




Percent Senior

Expenditures

$12,252,041 $12,252,041 $0 100% 0%


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Table XII. Housing Fund Expenditures

FY 2007 - 2008



Family Seniors

VL&L M VL&L

M


San Sevaine $933,677 (1) 221 (2) 110/55 56

Pepperwood $4,154,542 (1) 46 (2) 24/13 9 Rancho Verde East

$2,107,255 (1) 39(2) 19/20




Admin (3) $476,204

Total $10,574,345 316


Total Expenditures





$10,574,345 $10,574,345 $0 100% 0%


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Table XIII. Housing Fund Expenditures

FY 2008 - 2009


Assisted Housing Type Family Seniors

VL&L M VL&L M

First-Time Homebuyers $1,538,842 20 0 (2) 18 44

Mobile Home Rental Assistance $5,700 59 15

San Sevaine Villas $1,328,753 (1) 221 (2)

110 (55) 56

Villago on Route 66 $7,756,399 131 (2) 66

(65)


Bank of NY Northtown pledge $1,400,00

Administration $208,170

Total $12,692,244 431


Total Expenditures




Percent Senior

Expenditures

$12,692,244 $12,687,969 $4,275 99% 1%


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Housing Compliance

State Law requires that Redevelopment Agencies in the State of California set

aside twenty percent (20%) of the tax increment received into a low and moderate

income housing fund. Agencies must use this fund only for the purpose of increasing,

improving, and preserving affordable housing in the community. An existing

agreement between the Rancho Cucamonga Redevelopment Agency and Western

Center for Law and Poverty stipulates that any units assisted by the Redevelopment

Agency remain affordable for the longest period allowed by law. Current law stipulates

a minimum of at least forty-five (45) years for ownership housing and fifty-five (55) years

for rental housing.

In 1990, the Redevelopment Agency approved an Affordable Housing Strategy

as recommended by the Affordable Housing Task Force. The goal of this plan was to

promote new construction and rehabilitation of existing units affordable for low and

moderate-income residents. As a further stipulation in the agreement with Western

Center for Law and Poverty, assistance utilizing the Housing Set-Aside Fund is limited to

the following four income levels:

Level I Families earning less than 35% of the area median income, adjusted for

family size

Level II Families earning less than 36% and 45% of the area median income,

adjusted for family size

Level III Families earning less than 46% and 60% of the area median income,


Level IV Families earning less than 61% and 90% of the area median income,


The Agreement further requires that not less than 50% of the units assisted by

the Agency must be available for very low income households, of which one-third must

be available to Level I families.


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Housing Replacement Activity

The Rancho Cucamonga Redevelopment Agency does not anticipate that any

low or moderate income housing units will be removed as a result of projects or

programs proposed in the Implementation Plan. If, however, some unforeseen activity

does require removal of units, the Redevelopment Agency will comply with Section

33413.5 of the Health and Safety Code, which requires that the Agency adopt a

replacement housing plan thirty (30) days prior to entering into any agreement which

results in the destruction of units affordable to low and moderate income families.

Additionally, there are no prior replacement housing obligations that the

Redevelopment Agency is required to address as part of past Agency projects.

Five-Year Proposed Housing Programs and Projects

The Agency will aggressively continue to provide, improve, and maintain the

City's supply of affordable/workforce housing by leveraging opportunities with local

non-profits, county, state and federal agencies. The Agency will continue to explore

opportunities for development of land-banked parcels. The Agency will also continue

contacts with apartment complex owners, both current partners and potential future

ones, to purchase additional affordability covenants or extend the term of affordability

for existing family units.

With the shortage of available land for residential development remaining in the

City due to the housing boom that occurred in 2000 to 2005, the Agency will also

explore other options to provide affordable family projects, including the purchase and

rehabilitation of existing homes or purchase of single vacant lots for in-fill development,

to be sold or rented upon completion to qualifying families.

The table below provides additional information regarding the estimated

expenditures of the Housing Fund for the period of FY 2009-2010 to FY 2013-2014.


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Table XIV. Housing Estimated Revenues and Expenditures

Estimated Revenues 2009-10 2010-11 2011-12 2012-13 2013-14

2007 Bond Proceeds $31,272,859 $0 $0 $0 $0

Estimated Tax Increment $18,647,965 $19,020,925 $19,401,343 $19,789,370 $20,000,000

Total Revenue $49,920,824 $19,020,925 $19,401,343 $19,789,370 $20,000,000Estimated Units to be Assisted 221 238 155 155 155

Estimated Expenditures $49,920,824 $17,000,000 $17,340,000 $17,686,800 $18,040,536


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Conclusion

The Agency's Five-Year Implementation Plan identifies potential projects,

programs and expenditures during the next five years in conformance with the Rancho

Redevelopment Plan and California Community Redevelopment Law. The City of

Rancho Cucamonga has realized the need to target economic development activities

toward job growth, business expansions and to create a job-to-housing balance. To

further this goal, the Agency has implemented an aggressive program to revitalize

many commercial and industrial areas while providing affordable/workforce housing to

support the local labor pool.

The Redevelopment Agency's assistance in the completion of major infrastructure

improvements has significantly stimulated private investment in the project area. This is

evidenced by the following:

Creation of approximately 14,811 new jobs between 2003 to 2007 The addition of over 5.3 million square feet of industrial space from 2000

to 2003. The addition of over 1,234,052 square feet of new office space built

between 2004-2008. At least 160 firms averaging 81 workers to expand into Rancho

Cucamonga from 1994 to 2008. Local payroll in excess of $2.5 billion in 2007. Taxable sales in excess of $2.4 billion in 2008.

Furthermore, through partnerships with nonprofit agencies, over 800 families

have been provided safe, decent affordable housing, and the numbers will continue to

increase.

Although substantial progress has been made, significant blighting conditions

remain in the Project Area. Through the Implementation Plan, and plans of the future,

the Redevelopment Agency strives to alleviate blight and improve economic conditions

for the residents and business owners of the City of Rancho Cucamonga.


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Comments

Comments and questions regarding the Rancho Cucamonga Redevelopment Agency's

2010-2014 Implementation Plan may be forwarded to:

Rancho Cucamonga Redevelopment Agency 10500 Civic Center Drive Rancho Cucamonga, CA 91730 P. (909) 477-2700 F. (909) 477-2848 email: [email protected]

rancho cucamonga 2009-2014 implementation plan

Documents

housing fund expenditures

affordableworkforce

implementation plan

housing requirements

table iv

table xi

housing compliance

potential projects