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HomeMy WebLinkAbout080294 CC Workshop AgendaAGENDA TEMECULA CITY COUNCIL WORKSHOP TEMECULA CITY HALL o MAIN CONFERENCE ROOM 43174 BUSINESS PARK DRIVE AUGUST 2, 1994 - 6:00 PM CALL TO ORDER: ROLL CALL: PUBLIC COMMENTS Mayor Ron Roberts presiding Birdsall, Mufioz, Parks, Stone, Roberrs A total of 15 minutes is provided so members of the public can address the Council on items that are not listed on the Agenda. Speakers are limited to two (2) minutes each. If you desire to speak to the Council about an item nO/; listed on the Agenda a pink "Request To Speak" form should be fille~l out and filed with the City Clerk. When you are called to speak, please come forward and state your name and address. COUNCIL BUSINESS 1 Economic Development ProQram for FY 1994-95 RECOMMENDATION: 1.1 Review the attached materials and provide direction regarding economic development activities to take place during FY 1994-95. ADJOURNMENT Next regular meeting: August 9, 1994, 7:00 PM, Community Recreation Center, 30875 Rancho Vista Road, Temecula, California APPROVAL CITY OF TEMECULA AGENDA REPORT TO: FROM: DATE: SUBJECT: City Manager/City Council · Mary Jane McLarney, Finance Officer .' August 2, 1994 Economic Development Program for FY 1994-95 RECOMMENDATION: That the City CounCil review the materials provided concermng the economic development function and provide direction concerning the proposed alternatives. DISCUSSION: In connection with the preparation of the City's General Plan, staff developed an economic development element, which Council adopted in November 1993. The element includes goals and policies, as well as implementation programs (See Attachment I). The purpose of this workshop is to discuss and make recommendations concerning the way in which these programs are carried out. We have provided information about the participating organizations, their roles in the past and the City's contributions to these efforts. In addition, we have provided information regarding current requests and alternatives. Participants The City of Temecula is fortunate to have a strong volunteer corps in all areas of community activity. As we discuss the role of each organizational participant in economic development, we need to remember that this service is rendered almost entirely unpaid. It is staff's desire to continue to maximize their potential and build on the efforts of these organizations. ~ - The City Council has the responsibility for setting policy and approving programs to carry out the adopted policy. This includes staffing and funding those activities that serve the public good. The City Manager orchestrates the work program and delegates the work to appropriate departmental staff or consultants. For three years until January 1994, the economic development function was carried out by the City Manager and a consultant, Ken Dodd of Final Touch Marketing. Their focus was on national advertising, video production and distribution, trade show representation and public relations. The cost of the program (not including the City Manager's salary) for three years totalled $489,262 as shown on Attachment III, As a result of these expenditures, the City still has the video, fact packs, labor study and trade show booth for future use. R:INORTONL~4GENDAS~EDp. AGN 1 7/29/94 To date, as a direct result of advertising efforts there has been one confirmed business relocation to Temecula, Tension Envelope. Since February 1994, economic development activities have been carried out by the City Manager and Finance Officer, as follows: City Manager - Public relations/City promotion; negotiations with developers on retail site development; City representative to site selection committees. Finance OffiCer - Provide technical assistance for re'location; prepare fiscal analysis for incentives; follow through on financing arrangements; pursue assistance from other agencies at all levels of government; point of contact for troubleshooting. Temecula Valley Chamber of Commerce - The mission of the Chamber is "to promote the economic environment of all member businesses and by doing so will support the programs which preserve and improve the quality of life." The Chamber primarily supports small businesses and provides walk-in visitor and tourist information. The City has made annual contributions of $45,000 and the chamber has made a similar request for FY 1995 (see Attachment Ill). Their request and consideration of their contract will be brought back in a separate staff report. Temecula Valley Film Council (Film Council) - "The mission of the Film Council is to market Temecula as a desirable, cooperative, efficient and multi-faceted location destination for the film, television and advertising industry . . . to further the interests of Temecula Valley economic development by attracting the film industry to our area, to act as a liaison between the film industry and the community, to provide a focal point for all film related inquiries, to prepare and provide a location library, production and service information to the industry, to educate local merchants to the opportunities of servicing the film industry and to promote the relocation of film companies to the area to generate new jobs." Contributions to the Film Council have been made for special work products, such as the Production Guide. This year the Council has committed to provide office space in City Hall. Attachment III contains the detail of the payments. MurrietaFFemeCula Group (MTG) - MTG has a broader mission than economic development, however, one of their key objectives is "support for the economic development efforts of the two cities, county and the local economic development organizations." This group was targeted in the EDC proposal as the legislative advocate for economic development. MTG has never requested any financial assistance from the City. Inland Empire Economic Partnership (IEEP) - Any local economic development effort must be coordinated with the County and surrounding cities. This was never more evident than in the negotiations with International Rectifier. Without the support of neighboring cities, the loan guarantee would not have been possible. Staff is currently working with IEEP and other local cities on a regional marketing effort. We will bring the proposal back to the Council when it is complete. Temecula-Murrieta EDC (EDC) - According to their mission statement, the purpose of the EDC is "to promote growth, development and retention... to improve business conditions and job growth ... and to assist existing employers in the area and to encourage their expansion and growth within the area." The EDC primarily consists of commercial real estate brokers, as well as the Area Manager of Southern California Edison. The EDC has several subcommittees that function effectively in the community including the Expediting, Marketing, Membership, Outreach, and Business Retention. The City has funded $10,000 per year since FY 1991 for on-going EDC operations. Recently, the EDC approached the City Council with a proposal to enhance the City's current economic development program including sixteen goals and related actions. Many of these goals are being addressed by staff who will proceed with a coordinated effort with the EDC to accomplish them. Of particular importance, however, is the EDC request to hire a full-time EDC director. in order to properly address the request, staff has examined three alternatives: 1 ) Continue to direct the economic development program out of the City Manager's office with existing staff and continue to financially support the EDC at some level. Because the City Council sets the policy for the City and provides the funding for the program, the City Manager has the responsibility for implementing the policy. To date, using this approach we have expansion/financial agreements with International Rectifier and Tension Envelope and are developing leads for two new relocations (500 jobs) and one expansion. Since the EDC made their proposal, the City of Murrieta has decided not to fund the $40,000 request needed for the EDC's full time position (see Attachment IV). Therefore, the City of Temecula may be asked to make up the shortfall or additional private donations will have to be found. This also raises the question of a "Temecula only" EDC because of the level of our funding. 2) A second alternative would be to hire an Economic Development Manager to work solely for the City. A budget for salaries and benefits would be approximately $55,000 per year. Given the tremendous volunteer effort, staff is concerned that a City position specifically dedicated to economic development may dampen the synergy now present among EDC volunteers for time and fundraising. Further, the outlook for funding such a position is not favorable given the need to staff and operate the new fire station. 3) The City may request proposals from marketing firms for an economic development program. However, this alternative can be more costly and may not create the best image for our City. In addition, staff has obtained information from other agencies that have also researched the issue and learned the following: The only EDCs with full time directors are County or large city EDCs, such as San Diego. Further, in a survey of Orange County cities (Attachment II), only eleven of thirty have full time Economic Development Managers, and are primarily cities large in population and have been incorporated for many years. Based on the foregoing considerations, staff recommends Alternative I for Council approval. This alternative provides the most clear line of authority for implementing Council policy and will be the most fiscally prudent without sacrificing results. R:INORTONLtAGENDASIEDP. AGN 3 7/29/94 Strategies If the City Council selects Alternative 1, the City Manager's Office will focus on the Economic Development Program and develop a workplan for council review and adoption. Following is an overview of the program. The implementation programs included in Attachment I can be divided into six major categories: · marketing campaign · business retention · regulatory process · incentives · tourism · training The marketing campaign will be developed by the City Manager's Office with input from all of the above groups. The scope of the campaign has been reduced to $40,000 for FY 1994- 95 compared to $250,000 in prior years. In addition, contacts made through this effort will receive follow up newsletters throughout the year. Business retention/outreach efforts are effectively carried out by the EDC and the Chamber through their outreach committees. The City Manager's office will support these activities in conjunction with the council appointment whenever a City representative is needed. The regulatory process is controlled by Federal, State and local governments. The City will continue to work with members of the EDC and MTG to streamline processing as much as possible, The City will also join these groups, as appropriate, to lobby for State and Federal legislative reform. Economic incentives provided by the City are important economic development tools when they are utilized in a fiscally prudent manner. Therefore, staff will develop and recommend certain minimum criteria for economic assistance. For example: The expansion or relocation must create at least 25 new jobs. The improvemen.re must be worth at least $1 million and be long-term in nature. A fiscal impact analysis must result in tax proceeds to the City in excess of incentives provided. The tourism effort is currently handled primarily through the Chamber of Commerce, but is included in the City's marketing materials. Training incentives are regulated and funded by State and Federal programs. They are administered at the local level by the Private Industry Council (PIC), which is under the direction of the Director of the Riverside County EDA. PIC staff have been included in business meetings as appropriate. It is clear that Temecula's economy is on the rebound. Therefore, it is important that all roles are clarified so that businesses who make contact with the City or the above organizations receive concise and accurate information about Temecula. We hope this report and our discussion aide in this effort. R:tNORTONLtAG-rlVD'4SIEDP, AGN 4 7/29/94 FISCAL IMPACT: The economic development program as outlined in Alternative I above is included in the FY 1994-95 budget of the City and Redevelopment Agency. Current staffing levels are adequate to carry out the plan. Attachment: Attachment I - General Plan of the Economic Development Element Attachment II - Economic Development Position Survey Attachment III - Economic Development Grants/Services Attachment IV - City of Murrieta Economic Development Budget R:iNORTONLtAGENDASiEDP. AGN 5 7/29/94 Attachment I CITY OF TEME~ Economic Development Element 1. INTRODUCTION A. Overview of the Economic Development Element The purpose of this Element is to provide guidance for economic development within Temecula's jurisdiction to attain an economically viable community. In this sense, economically viable means a providing range of housing and employment opportunities that meet the needs of residents and workers alike, attracting families and businesses to create demand for planned land uses, and establishing and funding public service levels that preserve Temecula's quality of life. The Economic Development Element is linked primarily to the Land Use and Housing Elements. Land use policy, in which the City takes an active role in defining developmere intensity, balance and mix of land uses and design guidelines, is fundamental to economic growth and fiscal well-being. Land use policy also helps the City plan in advance for the secondary effects of development, including employment growth, infrastructure requirements and fiscal impacts. Temecula's housing policy is also linked to economic development planning in that economic relationships exist between housing types and employmere opportunities, as well as between housing densities and the cost to maintain City sen, ice levels. With regard to attracting industry and maintaining mobility for corporate activities, the Ciroulation Element is also important to the economic development strategy. B. Authorization and Scope The Economic Development Element is an optional element of the General Plan, as set forth in the State Planning, Zoning and Development Laws, California Governmere Code §65303. Although the Economic Development Element is not a required element in the General Plan, the City has requested that one be prepared to consolidate and codify a growing body of policy concerning the economic and fiscal viability of Temecuta. Since this element is optional, it may be amended by the City Council to adapt to changhag needs and economic conditions. C. Related Plans and Programs 1. Temecula-Murrieta Economic Development Corporation The Temecula-Murrieta Economic Development Corporation (F_2)C) is a privately funded program chartered to promote economic growth and development within Southwestern Riverside County. The EDC aims to accomplish its mission by improving business conditions and job growth in order to attract medium to large clean industry employers and to assist existing employers in the area. The EDC's goals for the subregion complement Temecula's specific economic development goals. Additionally, the EDC provides technical assistance with economic research and marketing programs that directly benefit the City. TEM-OI~llGp-EC,.DEV · Dab:: November 9, 19~ Page 11-1 CITY OF TEIV[ECULA Economic Development Element 2. Temecula Valley Chamber of Commerce The Temeeula Valley Chamber of Commerce is currently providing four progxams related to business development in the Temecula area: Tourism. The Chamber is currently in the process of pursuing a pwgram for elementary school children from other counties to visit Temecula's historical district, wineries, horse ranches and museum as a field trip. The purpose is to educate kids and give them information to take home to their parents, opening the possibilities of relocating homes or businesses to the area. Local business promotions. The "Shop Temecula First" program is a year-round project encouraging citizens to shop locally. The program is designed to educate consumers that the monies from local sales tax am used for local expenditures. Local merchants participate in the program by displaying logos and posters for ad campaigns. Education. The Chamber offers a business start-up kit to new and relocating businesses. The kits contain City guidelines for operating a business, tax information, City ordinances such as signage, and area information. Governmental. The Chamber has an active Civic and Developmental committee which tracks business related legislation and local issues. The Committee members attend the Planning Commission, Tra~c Commission, Parks and Recreation Commission and City Council meetings and make recommendations to the board for taking positions on business related issues. 3. City of Temecula Publicity Campaign Temecula has recently launched a national publicity campaign to pwmote the advantages of locating in Temecula. The program included development of a promotional video and target industry list. This program currently implements several goals stated in this element, and should be further reviewed to ensure continuing efforts are in accordance with this element- 4. Old Town Specific Plan The Temecula Old Town Specific Plan is being prepared concm'rently with the General Plan. The Old Town area provides an important retail environment within a historic setting, making it a key component of Temecula's tourism industry. Because of its importance to the local economy, the Old Town Specific Plan should be implemented in accordance with Temecula's stated economic development goals. TSVI-Oi~11GPoEC, DEV · Dat~: November 9, 1993 Page 11-2 CITY OF TEIVIECUIA Economic Development Element II. SUMMARY OF ECONOMIC DEVELOPMENT ISSUES There is an interdependence among economic issues and the overall quality of life in Temecula. The high standards for community facilities and services attract businesses and residents. This attraction generates revenues which make high sumdards possible. Given its demonstrated attractiveness to indusuy and residents alike, opportunity exists for Temecula to further strengthen the local economy and maintain high service levels through effective economic development planning. A. Balanced Land Use As Temecula grows, there will be a need to maintain a level of housing supply which is affordable to workers in Tera~cula, given the diversified nature of the area's employment base. This is important for two primary masons. First, an improved jobs/housing balance will rexiuce long-distance commuting and enhance the quality of life for all Teraecula residents. Second, a jobs/housing balance will increase the range of choice for residents and businesses, making Tcmecula attractive to prospective residents and employers. B. Fiscal Viability Given the economic realities in California, each local jurisdiction must maintain its own fiscal viability. This will require a combination of land use policy, attraction of business, and local revenue policy, including taxation. It must be also recognized that long-term fiscal viability requires incremental public and private investment, including development impact fees. C. Economic Expansion The economy in Temecula has expanded very rapidly over the 1983 .to 1989 period. However, there has been concern in the community that growth since 1989 may be flagging. As Temecula's economic base once again expands, this expansion can provide a greater range of job opportunities and can help the City meet its fiscal gnais. However, rapid expansion can also lead to undesirable impacts on traffic and other infrastructure capacity. D. Employment Growth Temecula's job base grew very rapidly during the 1980s. The number of jobs in Temecula increased from about 4,000 in 1983 to over 15,000 by 1992. This growth represents an annual growth rate of about 18 percent, significantly higher than growth in both the Riverside-San Bernardino Metropolitan Ares and Southwest Riverside County. Based on economic trends and projections for the Southern California region, the number of jobs in the Temeeula area is projected to increase by between 30,000 and 53,000 by 2010. TEM-OltlIGP-Er'DEV · Date: November 9, 1993 Pag~ 11-3 CITY OF ~CULA Economic Development Element E. Development Capacity During the 1980s, the area that is now Temecula experienced rapid growth, transitioning from a residential-oriented suburban community into an employment center for southwestern Rivcmide County. Even under current recessionary conditions, si~2ni~icant development potential still remains for additional employment and residential development within the City and sphere of influence, with over 3,330 acres proposed for employment and about 1,275 acres for retail development. As economic recovery occurs, Temecula will once again experience the pressures of development. Within this context, City officials and community members have recognized the need to develop an economic strategy to guide future economic greyrib. F. Industry Growth Temecula's manufacturing base has shown strong growth in the high technology industries and moderate growth in other industries. Temecula serves as a regional retailing center, with about $2.00 in retail sales for every $1.00 of demand within the City limits. Temecula has also grown rapidly in the services seaor, particularly in business and professional services. Tourism Community leaders have expressed a desire to see tourism expanded beyond the realm of Old Town and the wineries into a commercial recreation industry which will generate positive economic impacts for Temecula. Preliminary economic analysis of the Temecula area indicates that additional diversification is currently needed in lodging, amusement and recreation services. TEM-01x21{}P-EC.,DEV · Date: November 9, 1993 Pag~ 11-4 CITY OF TEIVIECLILA Economic Development Element III. GOALS AND POLICIES Goal 1 Development of a strong base of clean manufacturing activities which employs a skilled labor force and can be successfully integrated into Temecula's CO!llJllllnl~l characes, r, Discussion Temecula has maintained high standards for manufacturing activity which have enhanced its attractiveness to both employers- and residents. With additional land i'eserved for manufacturing activities, the City must continue to guide the location, design, and function of industry throughout its development cycle. Policy 1.1 Attract and retain industry that complcmcnts Tcmecula's character and takes advantage of Tcmecula's locational advantagc for goods movement and corporate mobility. Policy 1.2 Encourage the growth and expansion of existing industry by providing high quality municipal services, facilities, and economic development assistance. Policy 13 Maintain a local regulatory environment that is favorable to clean industry. Policy 1.4 Provide technical assistance m industries that will be affected by new regional air quality regulations and other developing regional regulations. Goal 2 Diversification of the economic base to include a range of manufacturing, retail and service activities. Discussion Policy The economy in Temecula has been expanding very rapidly, providing job opportunities and generating fiscally positive development patterns. The Temccula economy has shown recent diversification in both manufacturing and services. Since Temecula has not yet completed its real estate development cycle, the economic base can be expected to diversify further, with an increased level of professional services and a more mature retail base. Areas where additional diversification is ne,,ded may include: the financial sector, medical and health services, retail (particularly in general merchandise and apparel), lodging, recreation and other visitor-oriented services. 2.1 Policy 2.2 Provide for industrial land uses which facilitate a variety of user types, including manufacturing space, storage and distribution, back-office space, and research and development space. Plan for land use and development patterns that allow succession of use and will adapt to Temeeula's economic conditions. TEM-Oi~IGP-EC.DEV · Date: November 9, 1993 Page 11-5 CITY OF TEIVIECIJI.~ Economic Development Element Policy 23 Policy 2.4 Policy Promote developraent of properly located and well designed commercial centers to meet the diverse service needs of the City. Promote retail and other support activities that provide a broader selection of high-quality goods and services for residents, workers and tourists, including apparel, general merchandise, home furnishings and appliances. Use redevelopment powers and opportunities to enhance developraent opportunities. Goal 3 Maintain an economic base to provide a sound fiscal foundation for the City as well as quality eorfil~nnity facilities and high service levels. Discussion Prior to incorporation, the Temecula area experienced rapid growth under the jurisdiction of Riverside County. With incorporation and the ability to capture raore local revenues, the City is now able to conduct fiscal planning in the context of econoraie development. With economic development planning, Teraecula has an even greater opportunity to influence its fiscal base, resulting in a fiscal balance across land uses. Policy 3.1 Encourage a pattern of development that balances revenue generating land uses in phase with other uses that have negative fiscal impacts. Policy 3.2 Encourage the growth or relocation of industries that generate local tax and employment advantages. Policy 3.3 Evaluate fiscal impacts of new development on an ongoing basis and provide appropriate mitigation strategies. Policy 3.4 Take advantage of Temecula's regional capture of taxable sales and continue to establish Temecula as a retailing center along the Interstate 15 corridor. TEM-0XUlGp.F.e. DF,.' · Date: November 9, 1993 Page 11-6 CITY OF TEMECUIA Economic Development Element Goal 4 Discussion F_stablishment of a diverse education and Wninln_v alld job placement system which will develop and maintain a high ql~dity work force in Temecula. Residents and employers have identified education as a key clement in developing the long-range economic base in Temecula. By providing superior educational opportunities and resources, with an cmptmsis on practical educational programs for the job mix required to serve the community, many residents will prefer to work within the City. A full range of adult education, refraining, special education, vocational/technical education and collcgedunivcrsity level facilities and curdculum.~ should be provided, aimed at responding to the educational net_xls of the community through each phase of devclopmcnt. policy 4.1 Policy 4.2 Policy 43 Support economic development goals through a range of education and training activities. Establish a proactive, periodic dialogue early in the planning process between the City and educational institutions, including school districts and community colleges, on issues related to the phssing of development, service standards and demands. Explore the potential for a comprehensive extension center through UC Riverside and/or the California State University system. Goal 5 DiscuSsion Promote the advantages to businesses of locating in Temecula, including cost advantages, amenities, housing, community activities and civic services. Temecula currently has a number of favorable employment growth conditions - including demonstrated attractiveness to industry and an ideal locational advantag~ for company headquarters. The City wishes to focus future efforts on continuing to attract high quality clean industry. However, with the cun~nt regulatory environment and rising land prices, the City may need to clearly define incentives for businesses to locate in Temecula instead of other communities. Policy 5.1 Policy 5.2 Policy 53 Policy 5.4 Develop and maintain a marketing pwgram to publicize the virtues of relocating to Temecula. Monitor the economic conditions in Temecula in comparison to other locations in C. alifomia and throughout the nation to determine relative advantages. Monitor the supply of housing in relation to the supply of jobs in terms of to balance area-wide jobs, households, worker earnings and housing expenses. Monitor existing businesses in Temecula and identify the elements of a business retention program. TEM-01'0. ZGp-IEC. DEV · Dat~: Nov=tuber 9, 1993 Pag~ 11-7 CITY OF TEMECULA Economic Development Element Goal 6 Develop Temeeulans a comprehensive, recognizable tourist destination, with a range of attractions throughout and beyond the sphere of influence. Discussion Became of its wine country location and historical significance, Temecuta has become a limited tourist destination point For tourism to play an effective role in the local economy, however, the industry must expand beyond Old Town and seasonal attractions and provide for year-round activities capable of generating greater tourist interest. Community leaders -have expressed the desire to expand 'Temecula's tourism industry in a warmer that complements established residential areas as well as businesses. Policy 6.1 Encourage and enhance cooperative efforts with the wine-making industry in the Temecula Valley to promote Temecula as a destination resort. Policy 6.2 Identify commercial recreation, convention and resort activities - including golf-orientcxi resorts - that can take advantage of Temecula's character and climate, while complementing wine-making activities. Policy 63 Revitalize and enhance Old Town to expand its role in local murism and to improve its attractiveness, accessibility, and economic vitality. Policy 6.4 Enhance the City's image through development of cultural facilities, including performing am, museums. TEM-01~I1Gp-EC.DEV · Date: Novtinker 9. 1993 Page 11-8 CITY OF TEMECULA Economic Development Element IV. IMPLEMENTATION PROGRAMS A. Attracting Clean Manufacturing Activities 1. Guarantee project prooessing within a deftned time-flame for prospective employers. 2. Provide planning and design direction to preserve and develop the physical environment for business in Temeeula, including infrastructure, circulation and other community amenities. 3. Provide technical assistance to business in reloeation, business development and for regional marketing and promotional services. 4. Develop and maintain a list of targeted indus~es that can take advantage of the unique locational advantages of Temeeula. 5. Develop and maintain a data base of labor pool characteristics to be used in the promotion of Temecula to prospective industry. 6. Evaluate the relative value of industrial land in Temecula in relation to other eommnnities on an ongoing basis in conjunction with local brokers. 7. Prepare representative pro forran analyses comparing Temecula with competing Southern California locations. 8. Prepare informational, promotional and advertising materials aimed at attracting elite corporate activities. 9. Provide assistance to prospective employers in site selection, development applications and coordination with regional, state and federal regulatory agencies. 10. Promote Temecula's advantages to employers at industrial and office park trade shows and conferences. B. Manufacturing, Services and Retail Diversification 1. Allocate land uses to pwvide for a range of industrial development types, emphasizing build-to-suit space where possible. 2. Conduct a retail market analysis to understand retail demand and precisely identify leakage of local purchasing power from Temeeula. 3. Recruit national retailers in categories not currently pwvided in Temecula and encourage development of additional general merchandise and apparel retailing in the City. 4. Designate sites for additional health care services within the community. 6. Define retail niches that support tourjam and satisfy the unmet demand for upscale retail goods. 7. Promote Temecula's retail advantages at retailing and shopping center eonference. s and trade shows. TF.M-0IV. IGp-EC.D~V · Date: November 9, 1993 Page 11-9 ~ DF TEIVIECULA Economic Development Element C. Fiscal Viability 1. Require new development to pay for its share of capital and operating costs not met by General Fund revenues generated directly by the project. 2. Utilize the comprehensive fiscal impnot model on an ongoing basis to monitor both General Fund and Community Service District Fund fiscal impacts as development information becomes available. 3. Formulate land use mitigation strategies for projected deficits to incorporate a balance of land uses that will provide suf-ficient revenue to cover new costs. 4. Define financing techniques that will assist in funding recurring costs in addition to funding one-time capital improvements, allocating the impacts equitably between new and existing development, 5. Evaluate fiscal impacts of future annexations on an ongoing basis. 6. Carefully evaluate long-term effects of proposed City sales tax rebates to large retailers. D. Education and Job Training 1. Explore long-range potential for locating a campus of the California State University system within the Temecula vicinity. 2. Designate a site for a community college in Temecula. 3. Establish an education and training consortium between the City, the school districts and local employers. 4. Prepare information on advantages of Temecula Unified School District and Mt. San Jacinto Community College District, E. Attracting Business 1. Work with the Temecula/Murrieta Economic Development Corporation to promote the advantages of Temecula. 2. Continue 'to research market and demographic conditions to identify Temecula's relative strengths and wealmesses to firms wishing to relocate. 3. Monitor existing and projected jobs/housing relationships to provide for housing supply in balance with the labor requirements of local industry. 4. Develop commercial-oriented lodging on west side of Interstate 15. 5. Develop program to interview businesses that leave Temecula to better understand corporate location policy. 6. Determine the impact expansion of the French Valley Airport would have on businesses deciding to locate in Temecula. 7. Work with local businesses to articulate and implement a business retention program. 'IT~4-OlUlOP-I~C. DEV · Date: November 9, 1993 Page II-10 CITY OF TEM~ Economic Development Element F. Developing Tourism 1. Determine threshold lcvcis of goff, e~ucstrian and related activities to provide a viable resort environment. 2. Coordinate an annual program of events with local attractions, including Old Town, golf, wineries, ballooning and future planned at~xactions. Explore J] nicnges between Temecula am'actions and other attractions in southwest Riverside County. 4. Emphasize historic attributes of the area, including the Anza Expedition, the mission era, Butterfield Stage, the Vail Ranch and the more recent farming-based economy. 5. Identify the type and location of recreational activities - including golf - that would complement the existing tourism related to the wineries and Old Town. 6. Identify scope and pnssiblc location of a perbrming am facility. 7. Begin considerations for attracting a minor league baseball team to Tcmecula. 8. Development long-term plan to accommodate resort lodging facilities related to golf, recreation and other tourist-oriented activities. 9. Prepare a Specific Plan for Old Town, including any transition or expan-~ion areas, to preserve and enhance the economic vitality, viability and marketing, and to enhance to the role of Old Town in local tourism. 10. Incorporate Old Town Temecula into the regional marketing strategy for Temecuta Valley. 11. Develop a consistent marketing theme for the Old Town area to expand its image as a tourist destination point. 12. Consider the use of a main street type program to improve the attractiveness and economic vitality of Old Town. 13. Encourage the creation of a community organization composed of representatives of old town businesses and COmmunity organizations, and the City of Temecula to oversee the Main Street Program for Old Town Temecula. 14. Participate in cooperative efforts to maintain Old Town Temecula as an important local economic and community asset. TEM-0XUlGP-EC. DEV · Date: November 9, 1993 Page 11-11 CITY ]Brea Buena Park Cosm Mesa Dana Point Foamam Valley Fullerton Garden Grove Huntington Beach La Habm La Palma Lagulm Beach Lamina Hills Lamina Ni_mlei Lake Forest Los Alamitos Mission Vieio Newport Beach Orange PhcenUa Saa Clcmcntc San Juan Ca~is'tra. uo Santa Aria Station Tustm Villa Park We~qtmin--ter Yorba Lindha Attachment II ECONOMIC DEVELOP~EENT POSITION? Rexievctopmcnt/Economic Development Manager. Reports to Exec. Dir.. ofComm. Dev. No vosition Redevelopment/Economic Development Manager re~rts to Dir. of Conun. Dev. No position No position Economic Development Coordinator $4166-5056 too. Position not failed. No work plan. Provides directire assirtance to Pla.m'tmg & Re, development $44,000-55,000P~r. Corninfinity Dcv./Economic Dev,; Manager reports to Cornre. Dix. of Comm Dev. $4,417/mo.-$5,388/mo Business Development Project Manager $4905..6077mo Reports to City MgL; processes loans; provides dixective assistance to the Dept. of Redevelopment. No Position. No Dosifion. No Dositi0n. No position. No position. Economic Development Analyst. Provides Code Enforcement and sign Economic Development Commission. (un~aid) Deputy City Admimstmtor. Economic Development Department. M=na,~er: S5,040/mo. S6,463/mo. No ~osiUon. Yes. $4,5501mo.-$5,.~3 llmo. ln~n6.ve program. Bonus up to $6,105/mo. Commumrv Development Manager. Sta.ffoflT. M~na~er, $6,140/mo.-$g.674/mo. No ~sition. No position. Under the De=t of R~veloDment responsibilities under the Redevelopmeat Department No vosition. City of Temecula A'R'ACHMENT III Economic Development Grants/Services Descdp~on 1990-91 1991-92 1992-93 1993-94 Total Chamber of Commerce Economic Development Corp. Temecula Valley Film Council Final Touch Marketing Total $ 22,500.00 $ 17,500.00 $ 40,000.00 $ 45,000.00 $ 10,000.00 202,432.54 257,432.54 $ 46,000.00 $ 10,000.00 11,071.04 184,847.25 251,918.29 $ 45.000.00 $ 10.575.00 8,552.07 101,982.00 166,109.07 $ 158,500.00 48,075.00 19,623.11 489,261.79 715,459.90 Attachment IV City of Murrieta Economic Development Budget EDC contribution for 1994/95 Economic Development Budget for 1994/95 Work Program/Plan Public Relations - State of Region Conference Training Memberships & Publications Meetings Office Supplies Contract/Chamber of Commerce Marketing ,300 71,840 10,000 4,600 2,800 2,650 400 35,000 15,090 71,840