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HomeMy WebLinkAbout10132022 REDI Commission AgendaIn compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the office of the City Clerk (951) 694-6444. Notification 48 hours prior to a meeting will enable the City to make reasonable arrangements to ensure accessibility to that meeting [28 CFR 35.102.35.104 ADA Title 11]. AGENDA TEMECULA RACE, EQUITY, DIVERSITY AND INCLUSION COMMISSION REGULAR MEETING COUNCIL CHAMBERS 41000 MAIN STREET TEMECULA, CALIFORNIA OCTOBER 13, 2022 - 6:00 PM CALL TO ORDER: Chair Denyse Wilson FLAG SALUTE: Chair Denyse Wilson ROLL CALL: Eventov, Faulkner, Legters, Pastorian, Steed, Wilson PRESENTATION Presentation by Michelle's Place PUBLIC COMMENT A total of 30 minutes is provided for members of the public to address the Commission on matters not listed on the agenda. Each speaker is limited to 3 minutes. Public comments may be made in person at the meeting by submitting a speaker card to the Commission Secretary or by submitting an email to be read aloud into the record at the meeting. Email comments must be submitted to REDICommission@temeculaca.gov. Speaker cards for in -person comments will be called in the order received by the Commission Secretary and then, if time remains, email comments will be read. Email comments on all matters must be received prior to the time the item is called for public comments. All public participation is governed by the Council Policy regarding Public Participation at Meetings adopted by Resolution No. 2021-54. CONSENT CALENDAR All matters listed under the Consent Calendar are considered to be routine and all will be enacted by one roll call vote. There will be no discussion of these items unless members of the Commission request specific items be removed from the Consent Calendar for separate action. A total of 30 minutes is provided for members of the public to address the Commission on items that appear on the Consent Calendar. Each speaker is limited to 3 minutes. Public comments may be made in person at the meeting by submitting a speaker card to the Commission Secretary or by submitting an email to be read aloud into the record at the meeting. Email comments must be submitted to REDICommission@temeculaca.gov. Speaker cards for in -person comments will be called in the order received by the Commission Secretary and then, if time remains, email comments will be read. Email comments on all matters must be received prior to the time the item is called for public comments. All public participation is governed by the Council Policy regarding Public Participation at Meetings Page 1 Race, Equity, Diversity and Inclusion Agenda October 13, 2022 Commission adopted by Resolution No. 2021-54. 1. Approve Action Minutes of August 11, 2022 Recommendation: That the Commission approve the action minutes of August 11, 2022. Attachments: Action Minutes RIT.CINFCC Members of the public may address the Commission on Business items that appear on the agenda. Each speaker is limited to 5 minutes. Public comments may be made in person at the meeting by submitting a speaker card to the Commission Secretary or by submitting an email to be read aloud into the record at the meeting. Email comments must be submitted to REDICommission@temeculaca.gov. Speaker cards for in -person comments will be called in the order received by the Commission Secretary and then, if time remains, email comments will be read. Email comments on all matters must be received prior to the time the item is called for public comments. All public participation is governed by the Council Policy regarding Public Participation at Meetings adopted by Resolution No. 2021-54. 2. Receive a Presentation on the Draft Quality of Life Master Plan (QLMP) Recommendation: That the Commission receive and file the report. Attachments: Agenda Report Draft QLMP QLMP Timeline COMMISSIONER REPORTS EXECUTIVE DIRECTOR REPORT ADJOURNMENT The next regular meeting of the Race, Equity, Diversity and Inclusion Commission will be held on Thursday, November 10, 2022, at 6:00 p.m., in the Council Chambers located at 41000 Main Street, Temecula, California. NOTICE TO THE PUBLIC The full agenda packet (including staff reports and any supplemental material available after the original posting of the agenda), distributed to a majority of the Race, Equity, Diversity and Inclusion Commission regarding any item on the agenda, will be available for public viewing in the main reception area of the Temecula Civic Center during normal business hours at least 72 hours prior to the meeting. The material will also be available on the City's website at TemeculaCa.gov. and available for review at the respective meeting. If you have questions regarding any item on the agenda, please contact the City Clerk's Office at (951) 694-6444. Page 2 Item No. 1 ACTION MINUTES TEMECULA RACE, EQUITY, DIVERSITY AND INCLUSION COMMISSION REGULAR MEETING COUNCIL CHAMBERS 41000 MAIN STREET TEMECULA, CALIFORNIA AUGUST 11, 2022 - 6:00 PM CALL TO ORDER at 6:01 PM: Chair Denyse Wilson FLAG SALUTE: Vice Chair Jackie Steed ROLL CALL: Eventov, Faulkner, Legters, Pastorian, Steed, Wilson PUBLIC COMMENT - None CONSENT CALENDAR Unless otherwise indicated below, the following pertains to all items on the Consent Calendar. Approved the Staff Recommendation (5-0, Eventov abstained): Motion by Legters, Second by Faulkner. The vote reflected unanimous approval with Eventov abstaining. 1. Approve Action Minutes of July 14, 2022 Recommendation: RIJSINERS That the Commission approve the action minutes of July 14, 2022. 2. Receive Presentation from Riverside County Sheriffs Department on Special Needs Reunification Program Recommendation: That the Commission receive a presentation from Riverside County Sheriffs Department on Special Needs Reunification Program. Receive and file only, no action. COMMISSIONER REPORTS EXECUTIVE DIRECTOR REPORT ADJOURNMENT At 6:50 PM, the Race, Equity, Diversity and Inclusion Commission meeting was formally adjourned to Thursday, September 8, 2022, at 6:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. Denyse Wilson, Chair ATTEST: Randi Johl, Executive Director Item No. 2 RACE/EQUITY/DIVERSITY/INCLUSION (REDI) COMMISSION AGENDA REPORT TO: Race, Equity, Diversity and Inclusion (REDI) Commission FROM: Luke Watson, Deputy City Manager DATE: October 13, 2022 SUBJECT: Receive a Presentation on the Draft Quality of Life Master Plan PREPARED BY: Matt Peters, Principal Planner RECOMMENDATION: That the Commission receive and file the report. BACKGROUND: The Quality of Life Master Plan (QLMP) has been updated to include seven Core Values including: 1. A Safe and Prepared Community; 2. Transportation Mobility and Connectivity; 3. Healthy and Livable City; 4. Economic Prosperity; 5. A Sustainable and Resilient City; 6. Accountable and Responsive City Government; and 7. Equity City staff and consultants worked with a Blue Ribbon Committee (BRC) during the last year to update the QLMP. The plan update includes specific goals; key accomplishments; key findings; metrics of progress; and strategic priorities. The City's Capital Improvement Program (CIP) and Annual Operating Budget (AOB) are reviewed annually for conformance with the City's Core Values identified in the QLMP. A presentation will be given highlighting the process, public input, and a summary of the goals and indicators in the plan update. Commissioners will have an opportunity to ask questions and provide input on the Draft QLMP. ATTACHMENTS: 1. Draft Quality of Life Master Plan (QLMP) 2. QLMP Timeline D RAFT 10/6 D RAFT 10/6 Heart of Southern California wlne counny © 2022 City of Temecula • TemeculaCA.gov QUALITY OF LIFE MASTER PLAN Lighting the Path to 2040 DRAFT 10/6 DRAFT 10/6 he QLM P Team THE BLUE RIBBON COMMITTEE TEMECULA CITY COUNCIL THE PROJECT TEAM i i lei;:: ii p ■crliEo ,AS Ec O OEVEIOPMENi No MIcs M G DEFINITIONS Vision A statement describing Temecula's approach to sustaining a high quality of life enjoyed by its residents. Core Value A statement of the values that comprise Temecula's vision of its desired quality of life. Goals Outcomes the community desires to achieve in order to attain its desired quality of life. The City has overall goals, or aspirations, and also specific goals and objectives within each Core Value area. Performance Indicators Data points used to measure progress towards achieving Core Value goals. Strategic Priorities Projects to help implement the goals within each Core Value. The Quality of Life Master Plan A framework of goals and performance measures that the City uses in its planning and budgeting process. Each City Department sets annual service goals in the budgeting process and is measured against those goals during the following year's budget process. In addition, each project included in the Capital Improvement Program is aligned with the QLMP Core Values and must bejustified in terms of how it helps to achieve the Core Value objectives. CITY OF TEMECULA QLM TABLE OF CONTENTS OUR VISION 3 EXECUTIVE SUMMARY 5 CITIZENS' 20 YEAR PRIORITY TIMELINE 8 SETTING THE STAGE 9 1 A Safe and Prepared Community 15 • Transportation Mobility and Connectivity 21 3 Healthy and Livable City 27 4 Economic Prosperity 33 • A Sustainable and Resilient City 39 • Accountable and Responsive City Government 45 • Equity 51 p D RAFT 10/6 D RA FT 10/6 d' S With a deep understanding of our history, the City of Temecula is a community and culture on the move. We are dedicated to family, neighbor- hoods, economic prosperity, education, health, and safety. Focused on doing it right the first time, we continue to pursue the highest quality of life for all - something we call... ❑4 COLLECTING THE DATA FOR QLMP 2040 The Temecula Quality of Life Master Plan (QLMP) 2040 is a visionary and li document created to express the aspirations, ideals, and strategic priorities of the and community. This second edition continues the successful path established b} predecessors in 2009, when the City marked its 20-year incorporation anniversary A LOOK AT THE PAST During Temecula's first twenty years, City leaders and residents engaged in proactive community building that resulted in many significant accomplishments and a cherished, high quality of life. With vision, focus, planning, and follow through, Temecula forged itself into a dynamic city and regional economic center for Southwest Riverside County. Throughout this transition Temecula retained its small town feel and character even in the midst of strong population and economic growth. Throughout the past ten years, the QLMP has been a very successful tool for City goal setting and project implementation. All City Departments maintain performance indicators based on the QLMP Core Values and all Capital Improvement Projects are evaluated in terms of their adherence to the QLMP values. The original QLMP was intended as a 20 year plan, but many of the goalsand project priorities havealreadybeen accomplished. City leaders, anticipating the larger general plan update, determined that this was an important opportunity to update the QLMP to help set the stage for that comprehensive planning process. The first and second editions of the QLMP are framed between a series of major economic and social disruptions. In 2009, the Great Recession resulted in one of the worst economic declines in U.S. his In 2020, as the City embarked on QLMP update, the COVID-19 pandemic, in conjunction with a national social justice movement, culminated in historical socio- economic impacts that challenged basic health, cultural, and societal norms. Never one to shy away from a leadership role, the City and community engaged in difficult conversations and strategic actions to ensure a high quality of life for those who choose to live, work, visit and play in Temecula. The City's commitment to strong fiscal stewardship and inclusiveness regardless of race, ethnicity, or ability, has helped the communityto navigate through the pandemic and emerge even stronger. With a renewed strength and resolve to maintain our local control and high quality of life, Temecula is dedicated to building a resilient capital and social infrastructure and community support network. COMMUNITY INPUT COMMUNITY SURVEY The City of Temecula regularly engages True North Research, Inc. to conduct community surveys of citizen satisfaction, priorities, and concerns on a variety of services that the City provides. True North uses a survey methodology that combines mail and telephone recruiting strategies with online data collection to ensure accessibility and statistically reliable samples. The most recent survey was conducted in Spring 2021. The results of the survey for topics relevant to the QLMP are provided throughout this document. PUBLIC OUTREACH This update to the QLMP was developed through an extensive public outreach process and shaped by a Blue Ribbon Committee (BRC) appointed by the City Council. Similar to the first QLMP adopted in 2010, the Blue Ribbon Committee appoilntees represent diverse geographic, demographic and economic interests of the City. The BRC held several meetings to review each Core Value, consider new data on population and economic trends, and to discuss evolving issues and conditions in Temecula that should be addressed in the updated QLMP. The QLMP process was supported by the consulting team of Applied Development Economics and Moore lacofano Goltsman, both California firms with extensive experience in long term strategic planning processes and community engagement. The Project team conducted an online survey of residents which supplemented the True North Survey and provided community input specifically on the QLMP Core Values and related issues. Other community outreach during the process included: • POP-UP EVENTS in which the team set up booths at community events and solicited input from event participants. • A DEDICATED PROJECT WEB PAGE where members of the public could learn more about the QLMP 2040, watch video of each BRC meeting and stay engaged in the process. • PUBLIC WORKSHOPS to engage the community, conducted both in person and online. ❑5 ❑6 D RAFT 10/6 OUR 7 CORE VALUES Each Core Value contributes to our overall quality of life. The diagram below is the compass by which we measure the strength of our goals as we develop the Citizen's 20 Year Priorities Timeline to the right. SAFE & PREPARED EQUITY COMMUNITY Equity values help remove Public safety is the foundation barriers to ensure opportunities of Temecula and the most for all to prosper through data - basic service for which the driven decisions personalized to City is responsible. residents of the City. TRANSPORTATION MOBILITY & CONNECTIVITY Transportation mobility, street maintenance and sanitation are basic but essential functions deemed highly important by residents. HEALTHY & LIVABLE CITY Opportunities for parks, recreation, cultural arts, programs and events for civic engagement help to define the great quality of life in Temecula. ECONOMIC PROSPERITY A business -friendly local economy providing diverse opportunities to live, work and play in Temecula. ACCOUNTABLE & RESPONSIVE CITY GOVERNMENT Meeting requisite health and public safety needs while proactively seeking to enhance service delivery to the community and maintaining fiscal transparency and prudent stewardship of local resources. SUSTAINABLE & RESILIENT CITY Sustainable Cityvalues help plan for the future by meeting present needs without compromising the resources needed for future generations. See Attached Timeline Where We Are Going LOOKING TO THE FUTURE As the City grows, Temecula can expect to experience continued demographic change, as well as continued innovations in communications, transportation tech- nologies,and in the ways work, life, and even shopping are conducted. The next section highlights some of the "Drivers of Change" the City has identified in its planning. The City anticipates private development will add more than 4,000 housing units by2028, which will increase the population by more than 12,000 residents. Many of these units will be pedestrian oriented multi -family housing in locations close to amenities such as the Jefferson Avenue Corridor, Old Town, and the Promenade Mall. Well -planned developments help to meet a variety of resident needs while protecting safety, providing smooth circulation, and offering access to the services, shopping and other amenities that are the foundation ofTemecula's high quality of life. DRIVERS OF CHANGE OVER THE NEXT 20 YEARS • Shifting demographics, with people over 65 the fastest growing population segment • Greater emphasis on health care delivery and mental health services • Increasingly diverse population in Temecula, with a wide range of needs for housing, employment and services • Evolving family structure, with more multi - generational households as well as single parent and single senior households • Greater emphasis on active transportation (biking and walking) and a wider variety of transportation options, particularly electric and micro mobility technologies • Variable work patterns • Evolving technology and increased internet access changing transportation systems and service delivery • Additional communication platforms and greater reliance on broadband infrastructure • Housing price pressure continuing to make it difficult for younger families and many local workersto stay in Temecula, increasing the need for smaller, less expensive (attainable) housing near amenities and services • Increasing effects of climate change, including extreme heat, wildfire risk and drought PARKS & REC., OPEN SPACE, HABITAT & PARKLANDS ■ 41 fully -equipped parks - 320 acres of developed parkland ■ 99% of residents within 3 miles of open space, 54% within walking distance ■ 7,000+ acres of open space, 29% in the City ■ Eagle Soar Playground and Splash Pad. Safe and welcoming for children of all abilities ■ Annexed 4,200 acres of Santa Margarita Ecological Reserve (SMER) ■ Update Community Services Master Plan ■ Created an Urban Forest Master Plan ■ 4 Pump Tracks creating an action sports destination 1 DIVERSE ECONOMY ■ 5,600 businesses and 62,000 jobs ■ Regional retail sector with over 4.5 million sq. ft. ■ Top 13%in California retail sales generation ■ Wine tourism drawing 3.1 million visitors annually and an economic engine in excess of $1.1 billion ■ Over 2,900 hotel rooms in the Temecula area ■ Pechanga Resort Casino ■ Vibrant and Historic Old Town destination STATE OF THE ART CIVIC CENTER ■ LEED Certified ■ Convention space for community functions and meetings ■ Energy efficient facility utilizing electricity from a Southern California Edison solar project located in the Santa Margarita Ecological Reserve ■ Emergency Operations Center Our Adr._..-- EDUCATION ■ School District test scores rank in Top 20%in CA ■ 23 elementary schools recognized as "Gold Ribbon Schools" since 1995 ■ Mt. San Jacinto College campus ■ CSU San Marcos Temecula campus ■ University of Redlands campus ■ Accredited vocational, technical, and trade schools Accomplishments ARTS & CULTURE ■ Old Town Theater with 354 seats and The Merc with 48 seats ■ Award -winning Professor Pennypickle's Children's Museum ■ Two public libraries with state of the art technology ■ Temecula History Museum TRANSPORTATION ■ $619.8 million in circulation improvements planned between 2022-2026 ■ Old Town rated Very Walkable by Walk Score ■ 48 miles of trails and 74 miles of bike lanes, with a Bikeways and Trail Master Plan to add another 60 miles ■ Future 17-mile loop trail iz HEALTH & SAFETY ■ Temecula Valley Hospital opened in 2013 ■ Rated 16th in Public Safety nationwide ■ Response times at 5 minutes or less ■ Police Officer ratio more than 1 per 1,000 residents CENT; GOVERNMENT SERVICES ■ Excellence in Capital Improvement Program and Annual Operating Budget Awards annually since incorporation in 1989 ■ 20% budget reserve and 5% secondary reserve ■ FY22-27 Capital Improvement Budget: $793.7M ■ FY22-23 Annual Operating Budget/ General Fund: $103.4M ■ 178 Full-time employees ■ Recreation and Community Services programs serving more than 18,000 annual participants ■ 1 Senior Center and 3 Community Centers with intergenerational programs Our Aspirations for 2040 ■ Continue to be one of the Safest Cities in the USA ■ Facilitating a comprehensive human services delivery system that meets diverse needs across all age groups ■ Recognized as a major "Destination" by the tourist and travel industry ■ Supporting the fair and equitable treatment of all human beings in ajust society ■ Renowned for its entrepreneurial and creative economy, providing more quality jobs close to home for residents ■ A City surrounded by unscarred natural terrain and bounded by the Escarpment and Wine Country, with pristine air quality ■ Home to an expanding hospital offering state of the art medical and mental health care services ■ Supportive of higher education, integrated with the Ca reer Tech n ica I Education (CTE) programs offered at the high school level ■ Afamily-oriented community with both a small town feel and urban amenities ■ A City that continues to maintain pristine landscaping at parks, along roadways and at public facilities ■ Protection of Wine Country from urban encroachment = 4� ■ A City where local history is cherished, celebrated, and protected ■ A City offering a healthy and active ' lifestyle for all, including seniors, vet era / and those with special needs ■ A center of art, culture, heritage and lif ong learning opportunities ■ Building a resilient community by minii nizing impact to life, property and the environi nent 1, kv from natural or man-made hazards an --vmt emergency situations by maintaining a high level of emergency management planning, facilities and technology, inCIL ing coordination with regional partners ■ Creating a safer community to include Murrieta Creek flood control improvem nts - that also include trails on both banks a a major sports complex within the detention basin ■ Aging commercial corridors revitalized into vibrant mixed use centers with a variety of housing types, access to transit and urban amenities 1 1 ■ An outdoor recreational environmental haven, 1 with Temecula's trails fully integrated with trails in Wine Country, the City of Murrieta and surrounding region I ■ A model for fiscal stewardship of the Cit s assets, with opportunities for civic ke . � engag ment and volunteerism ■ A region I retail center offering higher -end shopping opportunities at the Promenade Mall and Old Town ■ A great location for housing choices for all ages, incomes and needs, including for families, singles, seniors and those with special needs ■ A platinum level bicycle -friendly community as recognizOd by the League of American Bicyclists ■ Recognized as a major recreation center, offering competi .ve and training sites in Southern Californi for aquatics, tennis and other sports facilities in sustainability and resilience, including renewable energy, innovative storm water management, urban forest and green waste management and fire safe hardening of the built environment ■ ACity with upgraded infrastructure, including enhanced connections from housing in the east to jobs in the west of Temecula, as well as improvements to 1-15 and additional interchanges ■ A vibrant Old Town Temecula that preserves its charming historic appeal CORE VALUE IV .%Q951 ME I7 C� am M� �42� s=- Tw7 p IT IS IMPORTANT TO ADDRESS AND PREVENT BOTH THE REALITY AND PERCEPTION OF DISORDER WITHIN THE COMMUNITY. A safe community is one that has low crime rates; responsive police, fire and emergency services; safe routes of travel for pedestrians, and those on bikes; well -publicized emergency evacuation routes; well -maintained proper- ties and spaces; and a strong sense of community that enhances the perception and experience of safety and well-being. The City's approach to police protection continues to evolve to meet the ever - changing needs of its residents and businesses. The City has implemented Community Policing which provides for continuity in police personnel so they can build relationships with the neighborhoods they patrol. The City has established the Old Town Metro Team, which is comprised of dedicated deputies who provide added engagement with business owners, employees, visitors, and residents of the Old Town area. The deployment of the team helps improve enforcement efforts and enhance relationships with the community and visitors on a daily basis. I Resident importance to maintain low 93.9% crime rate '. Resident satisfaction with Temecula's crime rate 79.6% Resident importance to provide 76.0% neighborhood police patrols ., Resident satisfaction with _ neighborhood police patrols Resident satisfaction with 74.7% enforcement of traffic laws Resident importance to provide fire 92.0% protection and prevention services Resident satisfaction with fire 96'S% protection and prevention services Resident importance to provide 95.6% emergency paramedic services Resident satisfaction with emergency 94.6% paramedic services 69.5% 1.5 D RAFT 10/6 D RAFT 10/6 Safe &Prepared Community The Old Town Metro Team is supported by Code Enforcement, Building and Safety, and Fire Inspection personnel,so health and safety issues can be addressed proactively. The City also participates in the Community Behavioral Health Assessment Team (CBAT) that includes social workers and mental health professionals. The City has a very effective Homeless Outreach Team (HOT) with the mission to connect homeless individuals with services as well as to enforce the law. Communities and residents also need to be well prepared for natural and other disasters, as wildfires in the region have shown, with effective emergency communications and response systems. The City has hired an Emergency Manager and plans to undertake the creation of a comprehensive Emergency Management Master Plan. Important elements of this planning process include upgrading the City's Emergency Operations center (EOC), establishing secondary/alternate EOCs, upgrading the technology used by the public safety communications system and establishing citywide Shelter in Placeand Mass Evacuation Plans. In addition, training citizens to increase resiliency in case of emergency is an extremely effective strategy and remains an ongoing priority for the Fire Department and the Office of Emergency Management. MEASURIN 0 DDQGPESS MEETWEXCEEDS NEEDS INDICATOR Police Protection ..IMPROVEMENT (Source: City Data) Number of Police Officers: Goal is 1 officer per 1,000 residents "Progressing" is 0.90-0.99 per More than 1 officer 1,000 residents, and "Needs Improvement" is per 1,000 residents less than .90 officers per 1,000 residents Average response time for police for Priority I Crimes: Goal: 5 minutes or less "Progressing" 4.96 minutes average is 5-6 minutes response, and "Needs response time (2021) Improvement" is more than 6 minutes* PropertyViolent and FBI rating for Safest Cities in America: Goal: Be Data) Ranked 16th in the top ten; "Progressing" is 11-25 safest cities; safest city in "Needs Improvement" is 25+ safest cities America Number of violent crimes per100,000 residents: Goal: decreasing crimes more than 166 crimes per 2.5%; "Progressing" is no increase in crimes from population, from (0-2.5%); "Needs Improvement" is increase in 15% in 01 crimes more than 2.S% (3.5/o increase) rea Number of property crimes per100,000 2,,00 crimes per residents: Goal: decreasing crimes more than 100 down from 2.5%; "Progressing" is no increase in crimes 2,83834 in 2010 0-2.5%); "Needs Improvement" is increase in (7.3%decrealease) crimes morethan 5% *Priority Icalls are those which require immediate response, and there is no reason to believe that an immediate threat to life exists. MEASUPIPPOGPESS ..NEEDS INDICATOR GOALSIMPROVEMENT Fire Protection and Emergency Services (Source: City .- Effective response time for fire protection: Goals: 5 minutes or less, 90%+ of the time; 90% of response "Progressing " is 80-89% of the time; "Needs times (2021) Improvement" is less than 80% of the time Effective response time for ambulance, emergency services: Goals: 10 minutes or Less than 10 minutes less; "Progressing " is 10-12 minutes; "Needs Improvement" is > 12 minutes ISO Fire Insurance Rating: Goal: <3 ISO rating; "Progressing" is 3-3.5 ISO rating; "Needs 3.5 Rating Improvement" is 4+ ISO rating Emergency Preparedness (Source: City Data) Number of citizens trained in CPR, First Aid and healthcare provider CPR and Stop the Bleed program: Goal 850 per year; "Progressing" is 633 500-850 per year; "Needs Improvement" is <500 per year Number of citizens trained in Community Emergency Response Team Training (CERT): 139 Goal 175 per year; "Progressing " is 100-175 per year; "Needs Improvement" is <100 per year Number of new enrollees per year in the mass notification system: Goal: 7,000 (20%) households per year; "Progressing" is 3,500- 3,000 registrants 7,000 (10-20%); "Needs Improvement" is <3,500 (10%) Number of partnerships developed with key community stakeholders- public and private partners, non -profits, tribal government, community groups, faith -based organizations, and schools - to enhance emergency 7 preparedness, response and recovery within the City of Temecula. Goal=7-10, "Progressing" is 4-6; "Needs Improvement" is <4 Traff ic Safety Overall traffic safety for driving, cycling, (source: CA Off ice of Traff ic Safety) walking: CA Office of Traffic Safety rating for cities with 100,000-250,000 populations: Goal: Ranks #21 to rank in the top 10 cities; "Progressing" is in the top 11-20 cities; "Needs Improvement" is 20+ cities ranking Abatement (City Data) Graff iti Remove graffiti within 24 hours: Goal: 90% of the time; "Progressing" is 80-89% of the time; 59.1% "Needs Improvement" is 79% or less of the time 17 DRAFT 10/6 Safe &Prepared Community ■ Implemented community policing which provides for continuity in police personnel so they can build relationships with the neighborhoods they patrol ■ Established the Metro Team, which includes Sheriff's Deputies supported by Code Enforcement, Building and Safety, and Fire Inspection personnel so that crime prevention can be addressed in a proactive and holistic approach ■ Participation in the Community Behavioral Health Assessment Team (CBAT) that includes social workers and mental health professionals ■ Very effective Homeless Outreach Team (HOT) with the mission to connect homeless individuals with services as well as to gain compliance with the law ■ Purchased a new ladder truck in 2021 ■ Installed personal thermal imaging cameras for every seat on each of Temecula's fire engines and truck companies ■ Filled the Emergency Manager position to run the Office of Emergency Management ■ Expansion of Old Town Police Station ■ Renovations to Fire Station 84 located on Pauba Road. This renovation will include a new state of the art training facility to ensure our community is prepared. This training room will also give classroom space to ensure the personnel at the station stay update on training and education. The City will add a fireman's gym to the facility as well as several other renovations ■ Over the next two years, complete an addition to Fire Station 73 to add two additional bays to store the Urban Search and Rescue (USAR) and medical squad/swift water rescue vehicle. This addition will also include adding a gym to the facility ■ Introduce new pre -planning programs and training tools for the Fire Department. The City of Temecula strives to be on the cutting edge on ways to respond to emergency incidents ■ Acquire Fire Station 12 from the state and update it to be a state of the art fire station that will continue to serve the Old Town a rea ■ A new fire training facility ■ Monitor need for a second ladder truck if highrise development intensifies ■ Continuous updates to Emergency Preparedness and Response Plans, and upgrades to technologies at the City's existing Emergency Operation Centers (EOCs) located at City Hall and the Library ■ Implement Emergency Preparedness Programs to train citizens to be prepared in case of an emergency ■ Wildfire Mitigation Fuel Management Program ■ Neighborhood and City Facility Fire Hardening Program DRAFT I ICORE VALUE 1 1 �S ® i�i r _. .1. TRANSPORTATION MOBILITY & CONNECTIVITY means providing all residents with access to good jobs, housing choices and neighborhoods, quality schools and medical facilities, shopping, restaurants, recreation and the goods and services that make a city desirable and livable. Western Riverside County and the City of Temecula have grown rapidly over the past twenty years with high levels of population growth projected to continue. While local and regional policies emphasize development of more quality jobs within the Cityand region forTemecula'sresidents, many must commute to jobs elsewhere, including San Diego County. These factors lead to long commutes, traffic congestion, air pollution, and strains on work/life balance. Congestion and travel delay add up to significant costs in lost productivity for businesses and increased costs for both households and employers. Temecula is located at a major regional crossroads in Southern California, and much of the traffic through the City is not locally generated. The City must collaborate with regional partners, including both Riverside County and San Diego County to address regional traffic patterns and mitigations. Resident importance to maintain ° local streets and roads 94.1/o Resident satisfaction with maintenance of local streets and 70.7% roads Resident satisfaction with efforts s <i to improve traffic circulation by improving roads, intersections, signal timing and other measures Resident importance of 80.7% coordinating traffic signals Resident satisfaction with 71.4% coordinating traffic signals Resident satisfaction with 94.6% emergency paramedic services 60.1 % 21 D RAFT 10/6 DRAFT I Transportation M obi I ity&Connectivity IN THE TRUE NORTH SURVEY, residents expressed a strong desire to reduce traffic. In the upcoming General Plan Update, the City will adopt a new Circulation Element, whichwill providean opportunityto identify ways to better manage traffic throughout the City. In 2022, the City has engaged in the development of a Local Road Safety Plan (LRSP) which is identifying high accident locations for both auto travel and bicycles/pedestrians. The City is studying further ways to integrate technology into the local transportation system to improve traffic flow and provide a foundation for the potential transition to autonomous vehicles and other new forms of mobility. Resident importance to maintain Bike Trails, Pathways, Walkability ° 94.1/° local streets and roads Resident satisfaction with maintenance of local streets and 70.7% roads Resident importance of providing Transit local public transportation and 45.8% shuttle services Resident satisfaction with local public transportation and shuttle 73.2% services Rating of Make infrastructure Resident Spending Priorities (medium and high priorities) improvements to improve traffic 93.2% circulation Advocate to State, Federal Depts of Transportation to improve 91.7% traffic circulation on 1-15 Expand and improve the network of bicycling, pedestrian, 62.9% recreational trails Build additional park-n-ride lots for carpoolers 34.3% Encouragement of micro mobility options, e-bikes, and scooters, in addition to further implementation of the Bikeways and Trails Master Plan, will help reduce vehicle trips in some areas of town. As stated by members of the Blue Ribbon Committee, "Let's move people, not cars." Optionsto improvetransit connections as well ascreating newoptions such as light rail travel may be explored. PROGRESSMEASURING OUR INDICATOR MEETS/EXCEEDS NEEDS ..IMPROVEMENT Local Streets and Roads Maintenance (Source: City Data) Goal: Ensure that 75% of City's lane miles meet or exceed PCI (Pavement 70% meet standards Condition Index) of70 Data)Transportation Congestion/Circulation (Source: City Goal: Ensure 85% of intersections along the roadway network defined by the V Circulation Element of the General Plan operate at Level of Service "D" or better Goal: Ensure 90%of the road segments along the roadway network defined by the Circulation Element of the General Plan operate at Level of Service "D" or better Bike Trails, Pathways & Walkability Goal: Complete 80 miles of Bike Lanes (Source: Temecula Bikeways and Trails Master Plan; 74 miles or 92.5% City Public Works) completed Goal: Complete 60 miles of 48 miles or 80% Multipurpose trails completed Goal: Maintain a "Very Walkable" rating for Old Town; 70-89 is a rating of "Very Rating: 78 Walkable" based on Walk Score Goal: Maintain a "Walkable" rating for Citywide average; 50-69 is a rating of "Walkable" based on Walk Score; less Rating: 29 than 50 is very car dependent Goal: A Gold Level Bicycle -Friendly Community; "Needs Improvement" is bronze; "Progressing" is silver; "Meets/ Bronze Exceed Goals" is gold Goal: Higher People for Bikes City Rating; "Needs Improvement" is 0-30; "Progressing" is 31-60; "Meets/Exceed s 28 Goals" is 61-80 Transit (Source: Riverside Transit Goal: Increase transit ridership by 5% 11.4% increase Agency) Goal: Increase inter -regional transit ridership by 5% 3.6%increase 23 Our Accomplishments ,3 �p r +:• �� _44 Our Strategic Objectives THE CITY AND REGIONAL AGENCIES ARE MAKING CONTINUAL INVESTMENT IN TRANSPORTATION INFRASTRUCTURE. MANY OF THE PROJECTS TAKE MULTIPLE YEARS TO COME TO FRUITION, AND COMPETITION FOR SCARCE FINANCIAL RESOURCES WILL BEACHALLENGE D RAFT 10/6 THE CITY'S TRANSPORTATION MOBILITY CONNECTIVITY GOALS FOR 2040 ADDRESS INFRASTRUCTURE, TRANSPORTATION SYSTEM BUILDING, SERVICE LEVELS AND JOB CREATION IN TEMECULA AND THE SURROUNDING AREA ,Q6i,Goals for 2040 ■ Maintain and improve our roadway network so that the flow of traffic is efficient ■ Promote job growth in Temecula and nearby areas to reduce commuting and market the opportunities to work and shop locally to residents ■ Expand and enhance the transportation network by completing missing links with appropriately sized streets ■ Establish a connected pedestrian, bicycle and equestrian transportation system consistent with the Multi -use Trails and Bikeways Master Plan ■ Coordinate land use and transportation to create a balanced, modern, integrated transportation system ■ Increase transportation and mobility options ■ Develop a Complete Streets Policy document ■ Additional public Electric Vehicle (EV) charging stations CITY OF TEMECVL QLM I DRAFT I CORE VALUE AW md& HEALTHY & LIVABLE CITIES are characterized by high levels of civic pride, community engagement and a strong sense of place. Increasingly, livability and community health also are synonymous with sustainability. Maintaining health means not only having access to high quality health care, but also the facilities and services needed to maintain an active and healthy lifestyle, such as parks and trails. The completion of the Temecula Valley Hospital was a major goal of the QLMP 2010, and was accomplished early in the decade. A network of health services has Resident satisfaction with Overall Quality of Life Resident importance of providing senior services Resident satisfaction with senior services Resident importance of providing teen services Resident satisfaction with growth management and planning: commercial/ residential 87.6% developed and the hospital now has plans to expand, including a new Behavioral Health facility. The hospital is working to attract new doctors to serve the growing population and to provide an expanding range of services. Barriers that many employers experience are high housing costs in Temecula. Through its 6th cycle Housing Element and other programs, the City is striving to create more "Attainable Housing" in the community. This is housing that is affordable to working people so that workers can live close to their jobs in Temecula. 71.2% 81.7% 62.8% 79.7% 51.7% (Commercial) (Residential) 27 DRAFT 10/6 DRAFT 10/6 e lithy & i b e City THE BLUE RIBBON COMMITTEE IS ESPECIALLY COGNIZANT of the importance of addressing mental health, and this QLMP includes a measure of mental health in Temecula from the Strategic Health Alliance Pursuing Equity or "SHAPE" Riverside County health surveys. The experience of the COVID pandemic certainly reinforced the critical importance of avenues for social interaction and entertainment, but it is evident in normal everyday life that the ability of a place to nurture its residents spirits as well as their material needs is an essential aspect of livability. The City's open spaces, libraries, museums,cultural and performancevenues, places of worship and entertainment spots provide a rich contribution to community life that is highly valued by its residents. COMMUNITY• PROGRESSING EXPECTATIONSTOPIC EXCEEDS OR OR IS A HIGH PRIORITYPRIORITY• Parks and Recreation Resident satisfaction with the variety of parks and recreation 90.8% facilities Education, Civic and Cultural Amenities Resident importance of providing cultural arts, public art, theater and museum ° 62.1/0 services Resident satisfaction with library services 90.5% Resident satisfaction with the quality of education of Temecula Valley Unified School 85.4% District For improved appearance Rating of Resident Spending Priorities of public infrastructure and 68.2% landscapes Expand Teen services and ° 68.4/0 programs Develop high quality arts, culture, history and sporting 67.9% events and facilities Increase recreational programs 67.4% MEASU UR... . INDICATOR MEETSIEXCEEDS PROGRESSING NEEDS GOALS IMPROVEMENT Health indicators (Source: Strategic Health Alliance Pursuing Equity (SHAPE) Riverside County) Asthma (Goal: <8.4%; "Progressing" 8.4- 9.5%; "Needs Improvement" >9.5%) 8.5% Adults with Diabetes (Goal:10%; "Progressing" 10-13%; "Needs 7.5% Improvement" 13%+) Adults Who are Sedentary (Goal: 21.2%; "Progressing" 21.2-29.6%; "Needs 19.3% Improvement" >29.6) Poor Mental Health (Goa l:<13.2%;"Progressing" 13.2-16.1%; 13.3% "Needs Improvement">16.1%) Parks & Recreation (Source: Developed parklands: Goal: 5 acres per Community Services Master Plan; City Bike-Ped Counts) 1,000 residents; "Progressing" is 3.0- 4.9 acres per 1,000 residents; "Need 2.8 acres Improvement" is <3.0 acres per 1,000 residents) Accessible Parks: Percent of population within 15 minute walk of a neighborhood park: Goal: 85%; "Progressing" is 70-84%; ° 54/0 "Needs Improvement" is <70% Pedestrian Use of Trails: Goal: Increase; "Progressing" is steady level; "Needs Increasing Improvement" is a decrease Bicyclist Use of Trails Increase: Goal: Increase; "Progressing" is steady level; Increasing "Needs Improvement" is a decrease Arts, Culture & Lifelong Library Use: Goal: Circulation greater Learning (Source: TCSD facility participation counts) than 700,000; "Progressing" is Circulation between 500,000 and 699,000; "Needs 559,230 Circulation Improvement" is Circulation of499,000 or less Visit to City Museums: Goal: Increase; "Progressing" is steady level; "Needs Increasing Improvement" is a decrease Old Town Community Theater Ticket Sales: Goal: Increase; "Progressing" is steady level; "Needs Improvement" is a Increasing decrease L9 30 D RAFT 10/6 Our Accomplishments M Our Strategic Objectives AT ITS CORE, RESIDENTS DESIRE THAT TEMECULA BE A PLACE WHERE THEY CAN LIVE THROUGH THE ARC OF THEIR ENTIRE LIVES, WITH HOUSING AND SERVICES FOR ALL AGES, INCOMES AND ABILITIES - A CITY THAT ALLOWS EACH RESIDENT TO LIVE LIFE TO THEIR FULLEST AND MOST SATISFYING POTENTIAL V A l'x Fr.r' Our oats for 2040A�= ■ Support healthy and active lifestyles by promoting recreation programs, parks, trails and competitive facilities for swimming, tennis, soccer, baseball, basketball, and other sports, including action sports ■ Be a sustainable community that embraces residents' quality of life through protect- ing the natural environment, maintaining the City's fiscal health, and supporting the community's health and equity ■ Be a diverse community that values and supports people of all ages, backgrounds, cultures, disabilities and religious beliefs ■ Provide accessible sports, recreational, cultural, health/therapeutic and community engagement facilities, programs and resources for all Temecula residents, including seniors, youth, families and those with special needs ■ Enhance Temecula's position as a regional medical center of excellence, offering advanced medical specialties and research facilities, and a sufficient ratio of physicians to residents ■ Value the growth of non-profit organizations, churches, temples, mosques, and other places of worship ■ Continue to be a community where local history is remembered and respected, and local culture and artistic creativity is supported 9 W J m J 06 2 J Q w 2 31 ;.. CITY - T—Acrill A ry Economic Prosperity �y LLI - r Q a PP zD Lu ~ I CL ` In - s ATHRIVING,RESILIENT AND ADAPTABLE LOCAL ECONOMY IS THE FOUNDATION FORTEMECULA'S LONG-TERM PROSPERITY AND CONTRIBUTES DIRECTLY TO THE HIGH QUALITY OF LIFE ENJOYED BY RESIDENTS COMMUNITY SURVEY W PROGRESSING NOT SATISFIED EXCEEDS EXPECTATIONS OR IS A MEDIUM TOPIC OR IS A HIGH PRIORITY PRIORITY OR IS (70-84%) PRIORITY (<70%) LOWER Employment and Shopping Rating of Resident Spending Priorities (medium to high priority) LLI a V) a 2 Z O LLI 0 34 D RAFT 10/6 DRAFT 10/6 Economic Prosperity TEMECULNS RESIDENTS HAVE EXPRESSED A STRONG DESIRE TO BE ABLE TO LIVE AND WORK IN TEMECULA, and to have more diverse and well -paying jobs available. They also want their children to be able to find meaningful work and affordable housing so they too can live and work in Temecula as they become young adults. Echoing residents' concern for their children's future job opportunities, the Blue Ribbon Committee highlighted the need to foster the Career Technical Education (CTE) system in the community. Temecula was fortunate that Mt. San Jacinto College (MSJC) acquired the former Abbott office campus. The new MSJC Temecula campus has further expansion potential and opportunities to merge CT curriculums at the high schools with MSJC programs to provide local students the opportunities to train for vocational jobs in Temecula. Further coordination with CSU San Marcos will also help to extend these workforce training and education opportunities to the four year degree level. The City is especially interested in fostering entrepreneurial opportunities. The Temecula Valley Entrepreneur's Exchange (TVE2) is a business incubator and regional resource center managed by the City's Economic Development Division that fosters business growth and economic vitality for entrepreneurs and early stage companies by providing access to low cost commercial space, technology, high quality resources, and leveraging a strong network of community partners located at the TVE2, including the Small Business Development Center (SBDC), the Economic Development Coalition (EDC), and Riverside County Workforce Development. Residents closely associate the presence of independent, locally -owned businesses with the City's cherished small town atmosphere and the TVE2 is actively supporting new start-up small businesses to succeed in Temecula. Temecula features a number of strong business sectors that offer a wide range of job opportunities, as well as help to support City revenues and quality services. The biomedical cluster employs thousands in healthcare and manufacturing of medical devices. The tourism industry attracts sales exceeding $1.1 billion annually, anchored by the Pechanga Resort Casino and Temecula Valley Wine Country with more than 45 wineries, marketed through Visit Temecula Valley. The retail sector is especially strong, ranking Temecula in the top 13% sales tax generators in the State. The City has committed to growing these and other economic opportunities to benefit its residents, workforce and sales tax revenue funds that support enhanced infrastructure and public safety in Temecula. Annual Employment Rate: Goal: 95%+; "progressing" is 93-95%, "Needs Improvement" is <93% Household Income: Goal: Annual Increase; "Progressing" is stable; "Needs Improvement" is annual decrease Housing Affordability Index: Goal: More than 65%for Riverside County Housing Options: Goal: 65% single family; "Progressing" is 66-75%; "Needs Improvement" is>75% Residential Building Permits: Goal: Increase Commercial Building Permits: Goal: Increase Vacancy Rates: Commercial Buildings (SW Riverside Region): Goal: <10%; "Progressing" is 10-15%; "Needs Improvement" is >15% Vacancy Rates: Industrial Buildings (SW Riverside Region): Goal: 5-7%; "Progressing" is 8-10%; "Needs Improvement" is >10%) Per Capita Sales Tax Goal: Be in the top 15% among State agencies; "Progressing" is in top 16-25%; "Needs Improvement" is > 25% of agencies Hotel Occupancy Rates: Goal: 70%; "Progressing" is 50-69%; "Needs Improvement" is <50%) Transient Occupancy Tax Revenues: Goal: >5%annual increase;"Progressing" isl-5% increase; "Needs Improvement" is annual decrease Broadband access for business: Goal: 100%; "Progressing" is 70-99%; "Needs Improvement" is <70% 96% 1.5% increase 332% increase Ranking is 13% 24% increase 67.5% 80.0% 33.0% 78.5% 21.5% decrease 15.7% (Office) 19.2% (Retail) 18.4% Economic Prosperity ■ Uptown Temecula Specific Plan ■ Opening of Mt. San Jacinto College Temecula Campus (MSJC), Cal State University San Marcos at Temecula, and the University of Redlands satellite campus ■ Selected as the US Small Business Administration's Community of Excellence recipient ■ Created and implemented workforce programs, including the City's intern program and an extern program that matches students with Temecula businesses ■ Launched and expanded TVE2 as a City's business resource center and business incubator for entrepreneurs and businesses to include the presence of the SBDC, EDC and Riverside County Workforce providing tools and resources for a successful business ■ Launched and continue to grow annual college and vocational fair hosted at Promenade Temecula, which also supports retail sales ■ Produce new marketing materials and outreach campaigns each year to educate the community, promote existing Temecula businesses, and attract new companies to Temecula ■ Pursue long-term economic diversification for job creation ■ Support the retail sector's adaptation to a changing marketplace ■ Nurture small businesses and regionally unique commercial uses ■ Encourage development and activities that attract visitors and conventioneers ■ Cultivate an entrepreneurial and academic environment ■ Promote and protect the City's brand as "Southern California's Wine Country" ■ Continue implementation of Uptown Temecula for Jefferson Avenue area revitalization ■ Attract luxury hotels and a convention center ■ Support Old Town's revitalization as it evolves to protect its charm and historic appeal ■ Continue support of the Pechanga Tribe and their ongoing development of upscale luxury resort(s) and entertainment ■ Foster Career Technical Education in support of high school and MSJC curricula OR E V A L U E 38 CITY OF TEMECULA `LM » Sustainable & Resilient City y' �:�•z. fir_ ^'.. '' • - t ` 'lx+ `�r ;4� Y•�y�Y DRAFT 10/6 A SUSTAINABLE COMMUNITY USES ITS RESOURCES TO MEET CURRENT NEEDS WHILE ENSURING THAT ADEQUATE RESOURCES ARE AVAILABLE FOR FUTURE GENERATIONS. IT SEEKS IMPROVED PUBLIC HEALTH AND BETTER QUALITY OF LIFE FOR ALL ITS RESIDENTS BY LIMITING WASTE, PREVENTING POLLUTION, MAXIMIZING CONSERVATION AND PROMOTING EFFICIENCY, AND DEVELOPING RESOURCES TO REVITALIZE THE LOCAL ECONOMY LU J Ul LU a 06 LU J Q LZ VI a 40 D RAFT 10/6 DRAFT 1 Sustainable & Resilient City THE CITY WILL CREATE a Climate Action Plan (CAP), as required by state law, when it updates its General Plan in 2023-2025. The CAP will create a scientific baseline for Temecula of Greenhouse Gas (GHG) emissions and climate change risks. It will create metrics and adaptation strategies the community can use to reduce its impact on the environment. It is important to recognize the need for a commitment to adaptive management and a science -based approach to developing future strategies for both sustainability and resiliency. WHEN WE MEASURE OUR PROGRESS, we can see that the City has engaged in a number of actions to improve the efficiency of resource use and to protect environmental quality in the community. In addition, the City's municipal utility and service partners, including Southern California Edison, the Rancho California Water District, and CR&R Environmental Services (solid waste) have also imple- mented a number of sustainability and resiliency measures. The City can also coordinate with the many regional, state and federal agencies and organizations working on resiliency and environmental quality. Resident importance to provide reliable garbage and recycling 88.7% services Resident satisfaction with City's efforts to provide reliable garbage 91.5% and recycling services Open Space Resident importance to acquire 78 0% and protect open space Resident satisfaction with City efforts to acquire and protect 70.4% open space MEASURING. PROGRESS INDICATOR MEETS/EXCEEDS NEEDS ..IMPROVEMENT Air Quality (Source: South Coast . . Ozone: Maximum 8 hr. concentration in 0.091 (2020) ppm: Goal:.07 ppm; Progressing: <.085 Energy Use and Clean Energy Generation (Source: So. Cal. Edison and City .- City facilities energy usage baseline: Goal: V Decreasing Trend Community -wide energy usage baseline: Goal: Reduction per capita Kilowatts/megawatts of renewable energy generated: Goal: Increasing trend Open Space, Natural Habitat and Parks (Source: Community Services Master Plan) Preserved open space: Goal: 30% of City in parks and open space 29.0% Reduction (Source: 2010 State baseline of7.5 Ibs dailywaste City Data)Waste per person: Goal: Exceed State baseline 4.8 Ibs per person Consistent with SIB 1383, provide organics collection service to all residents and businesses Reduction/QualityWater Usage . Data) Community usage of potable water (non agricultural): Goal: Decrease in usage Down 27% City facilities baseline usage of water: A/ Goal: Decrease in usage Goal: Reduction of urban runoff - decrease Goal: Improved water quality in creeks A/ 41 D RAFT 10/6 Mustainable O)esilient City •.4a:�1 ��^m, �;x'- ? � � 5TF -B!-vi :^i Y..�� ,s«eciye ;=- ,Y ^l. � - _ i. Our Accomplishments Our Strategic Objectives MANY OF THE THINGS THAT RESIDENTS VALUE MOST ABOUT LIVING IN TEMECULA ARE DIRECTLY CONNECTED TO THE PRISTINE ENVIRONMENT; THE CITTS PICTURESQUE VISTAS, OPEN SPACE, SURROUNDING MOUNTAINS, - FRESH WATER, AND CLEAN AIR A., 51�'� — �- 0ui.GoaIs for 2040AS ■ Be the most sustainable city in Southern California - one that uses local resources effectively and efficiently; protects the City's residents and environment; develops a more diverse, green and competitive economy, and improves the livability and quality of life for all its residents ■ Ensure safe and sufficient water supplies for the 21st century, through continued conservation (reduced per capita use and recycling), infrastructure improvements, and protection of 100 year floodplains in their natural state ■ Work to maintain the City's high level of air quality possible in Temecula ■ ueveiop community resiliency in infrastructure, the economy, around natural resources, and hazard mitigation ■ Adopt a Climate Action Plan (CAP) as part of the General Plan update and Environmental Impact Report (EIR) CITY OF TEM ECVL Qll-mlli* 9 44 P-1 CORE VALUE 41 7� ► a- ■ AR r~ rANN= i r�-m J TA Nook, A 15. = 16 BUILDING GREATNESS, MAINTAINING EXCELLENCE" TEMECULA RESIDENTS ARE DEEPLY COM- An accountable and responsive City govern- MITTED TO THEIR COMMUNITY and a reliable ment isonethat sets a sta nda rd for excellence two-way communication effort from their in the governance of the City. It embodies City government that provides information leadership that is accessible to residents, on issues vital to this relationship. businesses and employees; transparent in its COMMUNITY' PROGRESSING ORISA NOT EXCEEDS EXPECTATIONS TOPIC MEDIUM OR IS A LOWER OR IS A HIGH PRIORITY PRIORITY PRIORITY1 ' 1 Resident satisfaction with Quality of Life Quality of Life 88% Resident satisfaction with municipal services 83% Resident satisfaction with community facilities and 85% programs Resident satisfaction with the Waste Reduction services the City is providing 84.7% Resident importance of providing online access to City services, 75.0% information, and resources Resident satisfaction with providing online access to City services, information, and ° 85.6/° resources Resident satisfaction with the Community Involvement City's efforts to communicate with residents through 69.4% newsletters, the Internet, social media, and other means Resident importance of providing special events, Fourth of July 58.4% Parade, summer concerts 45 D RAFT 10/6 DRAFT I Ace11116 untable &Responsive %City Government decision making; committed to the effective and efficient delivery of services that the community most values; and is a steward of the City's human and fiscal resources. An accountable and responsive City govern- ment demonstrates a culture of servant leadership that helps the community navigate through change. It also provides an opportunityfor residentsto be engaged and involved in their community. In its 30+ years as a City, Temecula's City government, in partnership with residents, has set high standards for excellence and clear priorities that have made Temecula a great place to live, work and play. The City strives to balance these aspirations with the realities of resource constraints and competing demands, guided bydeliberative processes that involve listening to the community, setting clear and achievable goals, making prudent investments, being adaptive to changing conditions, and assessing outcomes to improve future performance. CITY DEPARTMENTS REPORT ON MORE THAN 160 PERFORMANCE MEASURES tied to the QLMP Core Values in the annual City Operating Budget. The QLMP is integral to how the City organizes its work and views its mission. The indicators dashboard on the following page highlights some key performance measures related to fiscal policy, funding for desired service levels and citizen communications and involvement, which is also a key element of the Equity Core Value in the next section. THE CITY OPERATES UNDER A THEME OF "BUILDING GREATNESS, MAINTAINING EXCELLENCE." As the City builds out, the focus is increasingly on maintenance of facilities and service levels that meet the expectations of current residents. As shown in the 20 year project goals at the beginning of the QLMP, investments in technology and operating systems are critical to maintaining exceptional service standards while achieving high levels of governmental efficiency. Cost per capita of City operating budget: Goal: Maintain or reduce annual net per capita cost General Fund Reserve Sales tax per capita: Goal: Increase annually; "Needs Improvement" decrease annually charge Transient Occupancy Tax: Goal: Increase annually Registered voter turnout: Goal: 80%+ registered voters Participation in Boards, Commissions, Leadership activities: Goal: Increasinq Number of public outreach messages, advisories, press releases or posts (in print or electronically) shared with the community daily on various platforms or delivery methods containing City education/ information: Goal:1,600; "Progressing" 1,200- �600; "Needs Improvement" <1,200 Increase in followers on City social media accounts: Goal: Facebook: 10%; Instagram: 20%; Twitter: 5% Number of Citywide social media posts: Goal: 2,300+ "Progressing" is 2,200-2,999; "Needs Improvement" is <2,000 25% V Instagram: 24% $938.46 1,460 Facebook:5% Twitter: 3% 2,200 Number of digital media communications, including Around and About Temecula, Park Adventure Scenes, Alumni Project, 23 etc. Goal: 25; "Progressing" is 20-25; "needs Improvement" is <20 Number of updates to Temecula Outreach Channel 3 and YouTube: Goal:100; "Progressing" is 75-99; "Needs 147 (2019 2020) Improvement" is <75 Ac Untable &Responsive City Government ■ Created a formal Asset Management Plan and dedicated accounts to maintain high quality amenities ■ Created irrevocable trusts for pension obligations ■ Implemented QLESS calendaring software which allows citizens to make appointments with City staff online ■ Achieved and maintained a CIS Top 20 rating for excellent cybersecurity protection of City systems ■ Created technology centers and extensive WIFI capability for the public at libraries, Old Town, parks and other City facilities, as well as locations in coordination with local schools ■ Numerous state -recognized awards for programs, planning, and special events ■ Developed a free City app to facilitate communication and input from residents ■ Significant social media presence on Facebook, Instagram, and Twitter to inform the community of City business ■ Significant long-term investments in digital capabilities, including permitting, remove work, and other related infrastructure that allows the City to be more flexible to workforce/ business needs ■ Received yearly professional association awards for Annual Operating Budget, Capital Improvement Program Budget and Annual Comprehensive Financial Reports for past 30 years ■ Prioritize funding and support for maintaining a safe community as top priority ■ Sustain the asset management accounts to ensure the City has resources to replace capital assets as they reach the end of their useful I ives ■ Expand City use of paperless technology. Among other benefits, this will help facilitate electronic workflow management, greatly increasing efficiency ■ Maintain an exceptional work environment for City employees to help attract and retain high quality staff ■ Maintain staffing levels necessary to deliver desired service levels to residents ■ Build out the City's fiber optic network, not only to provide public broadband access but to help manage City facilities and equipment ■ Install Smart City technology to increase efficiency of service delivery ■ Continue to evolve social media outreach as technology changes CORE VALUE L9 s0 DRAFT I CORE VALUE ■ AN EQUITABLE COMMUNITY IS ONE THAT LISTENS WITH EMPATHY, AND UNDERSTANDS WITH COMPASSION, that different barriers impact the lives of its residents in a variety of ways. To minimize these impacts and remove barriers, Temecula continues to build on our diverse and inclusive legacy with specifically tailored tools and resources that are provided to residents and businesses, thus ensuring that equitable opportunities (from housing and recreation to education and employment) are achievable for ALL members of the community. Social opportunity includes the ability to acknowledge and heal the struggles of Residents importance of providing programs and services 73.2% to those with special needs Residents satisfaction with programs and services to those 86.0% with special needs Community Involvement Provide for diversity, inclusion in events, services, programs, 59.3% policies Residents satisfaction with City efforts to provide for diversity, 70.6% inclusion in events, services, programs, policies Pating of Residents Expand programs and services to Spending Priorities (medium and high priorities) ° 70.7/° those with special needs D RAFT 10/6 DRAFT I individuals and families that have been historically or presently underrepresented in the community. Regardless of ethnicity, gender, ability or socio-economic status, Temecula continues to have heart. SUPPORT IS PROVIDED THROUGH ACC- ESSIBLE EDUCATIONAL PATHWAYS AND NEED -BASED ASSESSMENTS created with the full and inclusive participation of the diverse community. Once identified, inequity gaps are closed through appropriate resource allocation, enhanced programs, and service delivery. Policies are regularly reviewed and updated to ensure community satisfaction and a high quality of life remain at the forefront. An equitable environment fosters a sense of belonging through various cultural experiences and diversityofthought, where all individuals feel welcome, engaged, and part of the community. OUR PPOGPESSmAW GOALSMEASURING INDICATOR MEETS/EXCEEDS PROGRESSING NEEDS •• Fair and Equitable Treatment (source: CA EPA; HUD; City Data) CalEnvironScreen Composite Score: Goal: 25 or lower; "Progressing" is 26-35; 30.05 "Needs Improvement" is>35 Number of HUD identified racially or ethnically concentrated areas of 0 poverty (R/ECAPs) in the City: Goal: 0 Racial/Ethnic Dissimilarity Index: Goal: 39 or less; "Progressing" is 40-54; 19-26 (2010) "Needs Improvement" >54. Number of Certificates/ Proclamations/ Presentations recognizing community 168 contributions and Prosperous Number of Students in Youth in Environment (Source: City Data;Healthy Government: Goal: 21; "Progressing" is 21 15-20; "Need Improvement" is <15 Collaborate with Riverside County Law Library to offer law related classes to the public: Goal: 6; "Progressing" is 4-6; 4 "Needs Improvement" is <4 Equity is measured through and by the people. Inclusion isthe measurable goal. An equitable community reflects a high level of community engagement and participation. The key to accountability and the equitable delivery of programs and services lies in the specific and direct qualitative and quantitative data. An equitable community consistently collects and shares data with the community it serves in a manner that is accessible and understandable. Number of nonprofit organizations funded through the Community Service funding and the City Council Grant Program: 25 Goal: 25+; "Progressing":15-24; "Needs Improvement" <15 Number of affordable (Extremely Low - Low Income) housing units constructed :Goal: 192* 64 per year; "Progressing" is 32-63; "Needs Improvement" is <32 PesourceData; Point in Time Homeless Survey) No. of community -wide special needs specific programs presented through TCSD 5 (12+; 8-11; <7) Number of special needs participants provided with swim lessons and water 66 safety programs: Goal: 90; "Progressing" is 50-90; "Needs Improvement" is <50 Human Service programs for at-riskyouth: Goal:32; "Progressing" is 25-32; "Needs 29 Improvement" is <28 Computer classes provided in the technology homework center at the Temecula Public Library: Goal:12; 12 (2021-2022) "Progressing" is 9-12; "Needs Improvement" is <8 Continue to fund and track homeless outreach services and participate in the annual Point -in -Time Survey. 59 in 2019; Targets in Goal: Reduce homeless numbers (PIT 2020: 40; 2021: 35 count); "Progressing" is Stable; "Needs Improvement" is increasing * The City has 192 units approved through Las Haciendas, Vine Creek and Rancho Las Bolsas. These projects are in various stages of financing and construction. ** The City is creating a web -based dashboard to measure and track progress of the indicators over time. New indicators will be incorporated into the web -based dashboard as better data sources become available. 53 54 ■ Extensive community outreach from City Departments through multiple media channels ■ Formation of the Race, Equity, Diversity and Inclusion (REDI) Commission ■ Youth in Government and other Youth Intern/Extern, and vocational programs ■ Homeless Outreach Team (HOT) with focus on intervention and street -level nutreach ■ Annual Pu'eska Mountain Day celebrating Pechanga ■ Cultural Heritage Month and Culture Fest ■ Established Wi-Fi Gardens for all ■ Senior Center and shuttle services ■ Created a Human Services Division ■ Eagle Soar Park and Splash Pad with inclusion and special needs playground ■ Reduction of chronically homeless based on county -wide point -in -time surveys ■ Invested $1 million through COVID funds for behavioral health support ■ Implement all three phases of the Race, Equity, Diversity and Inclusion (REDI) Initiative: 1) REDI Commission 2) Diversity training 3) Equity Core Value in QLMP ■ Develop a web -based dashboard to help communicate with Temecula residents and track progress over time ■ Consider incorporating transportation insecurity questions into City survey efforts ■ Continued advocacy for under -represented groups ■ Work with private sector to develop attainable housing E Lightlen �tn t�040 - AAF r� �` E..ria. - ti � .. .a .. _ >_ t . .•ram ��~ _. «� -� iL �r �,n L'f. Alt Y- r • • , �� '���� _ �y' � � a.Z ,', :��. '�r" �Y, `�•-�.I ..�' � � .� },: • i�• r ..- � r. _"-Y� r ..:.. _ i l�r r"k. ,.. �,� � • , � �� � >:� fib,. �ai{�; .x. ._ e�' � � _ , � � p.s.. ` .�, 3� _S•S, � � r s ` �,. •uy-' ►�,��• f 1'�If A i,� �` • ' - '.r :�. Y�� Akik IL Mv ULZ N -" 7 x e. A Y' DRAFT 10/5 O aW Mz O W N (D N •-I-) U � Swing the Stage N .. S y.-.;'', •. _]Sill'' . , _ .r: 4All.- - AK . Where We Have Been Temecula grew from a small bedroom community to a regional center in its first 20 years, all the while maintaining a highly valued quality of life for its nearly 110,000 residents. Over the twelve years since the first QLMP was adopted, a number of systems have been put in place to protect and enhance the investments that were made during the City's early years. The QLMP has been integrated thoroughly into the City's Capital Improvement Program (CIP) budgeting and its Annual Operating Budget (AOB). Increasingly, the focus is to ensure that the City is able to maintain the highest quality of services for its residents and that it is building its resiliency against all types of potential future disruptions, including economic, health, and natural disasters. E 40 Renovate Skate Park at Ronald Reagan Sports Park * 6 Implement Comprehensive Community Policing Strategy (Metro, Core, etc.) FOLD -OUT TIMELINE SIDE 2 boo Old Town Creek Walk Landscape Enhancements A*o% New Pickleball Courts * &* (L Build new Margarita oAr Recreation Center Overland Bridge with Intergenerational Widening and Recreation extension over Programming * Murrieta Creek* • Ynez Road Widening Broadband north of Santiago Master Plan Road * Expand Asset French Valley Management Parkway Interchange, System * Phase 2 *** ai Renovate In -line Hockey Rink at Ronald Reagan Sports Park ■■ Implement Smart City Technology to Increase Efficiency and City Service Delivery M 4V Temecula Valley Hospital Stormwater Expansion ** Master Plan MSJC� Support Career Technical Education (CTE) Matching General Plan TVUSDStudents to Update* MSJC Programs and Local Business Needs *** r Complete Renovations to Fire Stations Develop a Digital 73 and 84 * Dashboard to Track Data and Measure Accomplishment of City Goals * Establish a Transportation Task Force to address Regional Circulation Needs *** Auxiliary Lanes Both Directions Nicolas Road On 1-15 * Extension * ■ Mobile Library Partner to Promote Resource Vans *** and Build Attainable A Housing *** Complete Fiber Optic Connections to City Facilities * Emergency Management Master Plan Wineries/Hotel/Old Town Transit Line and Park & Ride ** Jedediah Smith Road Roundabout* *City Development ** Private Development *** Public -Private Development or Multi -Public Agency Development NOTE: Timeline will change due to budget considerations and community priorities. Project placement on the timeline indicates approximate initiation/completion within a 5 to 10 year period, not the exact year it will take place. Climate Action Plan with Infrastructure Element In � Element Including Master Drainage Study, Trails and Coordinate Acquisition Bikeways, and Urban of Fire Station 12 Old Town Parking Diaz Road Forest Management Plan * in Old Town * Structure(s) Widening' Build Fire Training Facility with Tower *** Western Bypass Corridor *** + S -410k Renovate/Upgrade — Ar Community Murrieta Creek Bridge Recreation Center Integrated at Cherry, Connecting including 1-15 Gateway to French Valley (CRC), 9 Watershed expanded Teen Room Management Plan * Monument * Parkway *** and new Police Substation * IF, Freeway Landscape Beautification *** • Aquatics Facility Y Expand City WIFI to Complete Temecula General Plan Performing Arts with Olympic -size All Public Spaces* Loop Trail * Update * Center *** Swimming Pool *** Organic Community New Tennis Complex*** Garden *** < > South Side Senior Wildlife Crossing Center for Active Over 1-15 *** Adults * Complete Implementation of Old Town Specific Plan Building Greatness Maintaining Excellence C C� Continued Implementation of Uptown Temecula Specific Plan * IV French Valley Parkway Interchange Phase 3 ***