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HomeMy WebLinkAbout100511 PC 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 II]. PRELUDE MUSIC: CALL TO ORDER: Flag Salute: Roll Call: PUBLIC COMMENTS NOTICE TO THE PUBLIC TEMECULA PLANNING COMMISSION REGULAR MEETING CITY COUNCIL CHAMBERS 41000 MAIN STREET OCTOBER 5, 2011 — 6:00 PM Earlene Bundy Commissioner Carey Carey, Guerriero, Harter, Kight, and Telesio CONSENT CALENDAR 1 Minutes RECOMMENDATION: 1.1 Approve the Minutes of September 21, 2011 1 Next in Order: Resolution: 11 -54 A total of 15 minutes is provided so members of the public may address the Commission on items that are not listed on the Agenda. Speakers are limited to three minutes each. If you desire to speak to the Commission about an item not on the Agenda, a salmon colored "Request to Speak" form should be filled out and filed with the Commission Secretary. When you are called to speak, please come forward and state your name for the record. For all other agenda items a "Request to Speak" form must be filed with the Commission Secretary prior to the Commission addressing that item. There is a three - minute time limit for individual speakers. All matters listed under 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 Planning Commission request specific items be removed from the Consent Calendar for separate action.. COMMISSION BUSINESS 2 Review Quality of Life Master Plan, Aaron Adams RECOMMENDATION: 2.1 Receive and File PUBLIC HEARING ITEMS Any person may submit written comments to the Planning Commission before a public hearing or may appear and be heard in support of or in opposition to the approval of the project(s) at the time of hearing. If you challenge any of the projects in court, you may be limited to raising only those issues you or someone else raised at the public hearing or in written correspondences delivered to the Commission Secretary at, or prior to, the public hearing. Any person dissatisfied with any decision of the Planning Commission may file an appeal of the Commission's decision. Said appeal must be filed within 15 calendar days after service of written notice of the decision, must be filed on the appropriate Planning Department application and must be accompanied by the appropriate filing fee. 3 CONTINUED FROM SEPTEMBER 21, 2011 MEETING: Planning Application Nos. PA10 -0145, PA10 -0146, PA10 -0147 and PA10 -0148, a Tentative Tract Map (No. 36295) to subdivide 25 acres into 45 single- family cluster lots, a Residential Home Product Review for 45 lots, a Zoning Map and text change from Very Low (VL) density residential to a Planned Development Overlay (PDO), and a General Plan Land Use map change from Very Low (VL) density residential to Low (L) density residential, located west of Butterfield State Road, east of Walcott Lane, north of La Serena Way and south of Calle Chapos, Matt Peters RECOMMENDATION: 3.1 To be continued off calendar (at applicant's request) REPORTS FROM COMMISSIONERS ADJOURNMENT Next regular meeting: Planning Commission, Wednesday, October 19, 2011, 6:00 PM City Council Chambers, 41000 Main Street, Temecula, California. NOTICE TO THE PUBLIC - The agenda packet (including staff reports) will be available for viewing at City Hall's Planning Department Public Counter located at 41000 Main Street and at the Temecula Library located at 30600 Pauba Road during normal business hours. Additionally, any supplemental material distributed to a majority of the Commissioners regarding any item on the Agenda, after the posting of the Agenda, will be available for public review at the locations indicated above. The packet will be available for viewing the Friday before the Planning Commission meeting after 4:00 p.m. You may also access the packet the Friday before the meeting after 4:00 p.m. on the City's website at www.citvoftemecula.orq. 2 PRELUDE MUSIC: CALL TO ORDER: Flag Salute: Roll Call: ABSENT: CONSENT CALENDAR 1 Minutes RECOMMENDATION: 1.1 RECOMMENDATION: PUBLIC HEARING ITEMS TEMECULA PLANNING COMMISSION REGULAR MEETING CITY COUNCIL CHAMBERS 41000 MAIN STREET SEPTEMBER 21, 2011 — 6:00 PM Earlene Bundy ACTION MINUTES Commissioner Kight Carey, Guerriero, Harter, Kight, and Telesio GUERRIERO, HARTER (arrived after Consent Calendar) Next in Order: Resolution: 11 -52 Approve the Minutes of September 7, 2011 APPROVED 2- 0 -2 -1; MOTION BY COMMISSIONER TELESIO, SECOND BY COMMISSION CAREY; VOTE REFLECTED APPROVAL; GUERRIERO, HARTER ABSENT; KIGHT ABSTAINED 2 Director's Hearing Summary Report 2.1 Receive and File Director's Hearing Summary Report APPROVED 3- 0 -2 -0; MOTION BY COMMISSIONER TELESIO, SECOND BY COMMISSIONER CAREY; VOTE REFLECTED APPROVAL; GUERRIERO, HARTER ABSENT Any person may submit written comments to the Planning Commission before a public hearing or may appear and be heard in support of or in opposition to the approval of the project(s) at the time of hearing. If you challenge any of the projects in court, you may be limited to raising only those issues you or someone else raised at the public hearing or in written correspondences delivered to the Commission Secretary at, or prior to, the public hearing. Any person dissatisfied with any decision of the Planning Commission may file an appeal of the Commission's decision. Said appeal must be filed within 15 calendar days after service of written notice of the decision, must be filed on the appropriate Planning Department application and must be accompanied by the appropriate filing fee. 1 3 CONTINUED FROM SEPTEMBER 7, 2011 MEETING: Planning Application Nos. PA10 -0145, PA10 -0146, PA10 -0147 and PA10 -0148, a Tentative Tract Map (No. 36295) to subdivide 25 acres into 45 single- family cluster lots, a Residential Home Product Review for 45 lots, a Zoning Map and text change from Very Low (VL) density residential to a Planned Development Overlay (PDO), and a General Plan Land Use map change from Very Low (VL) density residential to Low (L) density residential, located west of Butterfield State Road, east of Walcott Lane, north of La Serena Way and south of Calle Chapos, Matt Peters RECOMMENDATION: 3.1 To be continued to October 5, 2011 (applicant's request) APPROVED 4- 0 -1 -0; MOTION BY COMMISSIONER HARTER, SECOND BY COMMISSIONER CAREY; VOTE REFLECTED APPROVAL; GUERRIERO ABSENT 4 Planning Application No. PA11 -0225, a Minor Modification to an approved Conditional Use Permit for NewPath /Crown Castle to install a new 40' high concrete street light as part of its wireless distributed antenna system (DAS) Master Plan (Node TM -10) in a revised location in the City of Temecula right -of -way on the north side of Crown Hill Drive, approximately 68' northwest of Sage Court, Matt Peters CONTINUED OFF CALENDAR (APPLICANT'S REQUEST) 4- 0 -1 -0; MOTION BY COMMISSIONER CAREY, SECOND BY COMMISSIONER HARTER; VOTE REFLECTED APPROVAL; GUERRIERO ABSENT RECOMMENDATION: 4.1 Adopt a resolution entitled: RECOMMENDATION: 5.1 Adopt a resolution entitled: PC RESOLUTION NO. 11- A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF TEMECULA APPROVING PLANNING APPLICATION NO. PA11 -0225, A MINOR MODIFICATION (REVISED LOCATION) TO AN APPROVED CONDITIONAL USE PERMIT FOR NEW PATH /CROWN CASTLE TO INSTALL A NEW 40' HIGH CONCRETE STREET LIGHT POLE AS PART OF ITS WIRELESS DISTRIBUTED ANTENNA SYSTEM (DAS) MASTER PLAN (NODE TM -10) IN A REVISED LOCATION IN THE CITY OF TEMECULA RIGHT -OF -WAY ON THE NORTH SIDE OF CROWN HILL DRIVE, APPROXIMATELY 68' NORTHWEST OF SAGE COURT 5 Planning Application No. PA11 -0175, a Minor Conditional Use Permit to allow the existing Fish House Vera Cruz to upgrade their existing liquor license from a Type 41 to a Type 47, located at 26700 Ynez Road, Eric Jones APPROVED 4- 0 -1 -0; MOTION BY COMMISSIONER TELESIO, SECOND BY COMMISSIONER CAREY; VOTE REFLECTED APPROVAL; GUERRIERO ABSENT 2 PC RESOLUTION NO. 11 -52 A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF TEMECULA APPROVING PLANNING APPLICATION NO. PA11 -0175, A MINOR CONDITIONAL USE PERMIT TO ALLOW THE EXISTING FISH HOUSE VERA CRUZ LOCATED AT 26700 YNEZ ROAD TO UPGRADE THEIR EXISTING LIQUOR LICENSE FROM A TYPE 41 TO A TYPE 47 (APN 921 -750 -001) 6 Planning Application No. PA11 -0033, a Major Modification to allow the Vail Ranch Headquarters to create a phasing plan and make project revisions consisting of landscape and building modifications, located approximately 900 feet southeast of the Redhawk Parkway and Wolf Store Road intersection, Eric Jones APPROVED 4- 0 -1 -0; MOTION BY COMMISSIONER HARTER, SECOND BY COMMISSIONER CAREY; VOTE REFLECTED APPROVAL; GUERRIERO ABSENT Pat Kight Chairman RECOMMENDATION: 6.1 Adopt a resolution entitled: PC RESOLUTION NO. 11 -53 A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF TEMECULA APPROVING PLANNING APPLICATION NO. PA11 -0033, A MAJOR MODIFICATION APPLICATION TO ALLOW THE VAIL RANCH HEADQUARTERS TO CREATE A PHASING PLAN AND MAKE PROJECT REVISIONS CONSISTING OF LANDSCAPE AND BUILDING MODIFICATIONS, LOCATED APPROXIMATELY 900 FEET SOUTHEAST OF THE REDHAWK PARKWAY AND WOLF STORE ROAD INTERSECTION (APN 960 - 010 -044) Darell Farnbach, Temecula resident, addressed the Planning Commission REPORTS FROM COMMISSIONERS PLANNING DIRECTOR REPORT ADJOURNMENT Next regular meeting: Planning Commission, Wednesday, October 5, 2011, 6:00 PM City Council Chambers, 41000 Main Street, Temecula, California. 3 Patrick Richardson Director of Planning and Redevelopment TO: Planning Commission FROM: Aaron Adams, Assistant City Manager DATE: October 5, 2011 SUBJECT: Quality of Life Master Plan Presentation CITY OF TEMECULA CITY MANAGER'S DEPARTMENT MEMORANDUM RECOMMENDATION: That the Planning Commission receive and file this report. BACKGROUND: The City of Temecula has embarked on a process called the Quality of Life /Temecula 2030 Master Plan (QLMP) that will be used as a road map and planning tool for the next twenty years. Applied Development Economics was hired to draft this plan. The Quality of Life Master Plan defines the City's long -term goals in a variety of areas, including but not limited to sustainability of quality of life, continual maintenance of public infrastructure, public safety, higher education, business retention and attraction, economic development and fiscal stability. It is also allowing the City to gain the community's vision about where the City should be headed in order to maintain the great quality of life enjoyed by our citizens. As part of the community input process, a Blue Ribbon Committee was established consisting of local industry professionals, key community leaders, and community members. Also, several community meetings were held to obtain feedback on goals and Temecula's future. Three community meetings were held throughout the City in order to get public feedback on Temecula. Staff will provide an overview of the process, explain the Quality of Life Master Plan, and will be available to answer questions and discuss the QLMP. ATTACHMENT: Quality of Life /Temecula 2030 Master Plan 1 with a s a town a mospheleAki QLM C. I !' Y OF T E M E C U L A 1 Quality of Life Master Plan L030 DRAFT: SEPTEMBER 7, 2011 Temecula`s VISIOfl fors„ I SA CINEM no lieu, el Southern C.lilmni. Win. Country TEMECULA CITY HALL 41000 Main Street Temecula, CA 92590 PO Box 9033 Temecula, CA 92589 -9033 951.694.6444 1.888.TEMECULA www.CityofTemecula.org CONTENTS PREPARED FOR THE CITY OF TEMECULA BY: A APPLIED DEVELOPMENT ECONOMICS 100 Pringle Ave. Suite 560 Walnut Creek, CA 94596 925.934.8712 2150 River Plaza Drive, Suite 168 Sacramento, CA 95833 916.923.1562 www.adeusa.com 02011 City of Temecula 0811 ai aJ S Q to O E ro ro O ro ✓ N 0 E no (0 a) E O N 0 ro Special Thanks & Acknowledgement Blue Ribbon Committee Dr. Anne Miller Local Historian Bruce Chrisdan For President, Lorna Linda University Medical Center- Munieta Dr. Carol Lelghty Retired Superintendent, Temecula Valley Unified School District Chuck Washington Mayor Pro City of - Temecula Diana Lovett -Webb Temecula Resident Gary Thornhill tetired Deputy City Manager /Community Development Director, City of Temecula Jassy Grewa{ Temecula Valley High School Student Jeff Kurtz General Manager, Promenade Mall John Kelliher Chairman, Ternecula Valley Convention &Visitors Bureau Dr. Karen S. Haynes President of California State University, San. Marcos Maly Malloway ?resident/Executive Director New Vision Children's Services (Special Needs) Melissa Donaldson Executive Director, Safe Alternatives for Lveryone (SAF=E) Rort Roberts City of Temecula Mayor Rosie Vanerhaak Temecula Branch Librarian Susan Slane Deputy Vice President of Quality, Abbott Vascular (Medica!tMfgitife Science) Tim Gerrity, Director Office of Technology Trans!' & Comm, Cal State San Bernadino (ED Professional) Toby Hammett Temecula Methodist Church (Faith -Based Organization) Wayne L Bershaw Senior Citizen (Retired) Partners Diane Garrett Vice Chairman, BetterWodd Together Foundation Julie Wright Chair of San Diego North Economic Development Council Board of Directors Mary Lanier Redevelopment Director City of Murneta Matt Ceppi Associate Vice President for Planning & Analysis and Chief of Staff, Office of President Karen 5. Haynes, California State University, San Marcos Morris Myers Executive Director, FDC of SW Riverside County Pat Comerchero President, Friends of the Temecula Children's Museum Teri Biancardi Terry Bibbens Tim Ritter Superintendent, Temecula Valley Unified School District Temecula City Council Ron Roberts Chuck Washington Jeff Comerchero Maryann Edwards Michael S. Naggar Table of Contents Shawn Nelson Bob Johnson Aaron Adams Tamra Irwin Executive Summary 1 TIMELINE' Citizen's 20 -Year Priorities 5 SETTING THE STAGE: Where We Have Been —Where We Are Going 7 1 CORE VALUE. Healthy & Livable City 15 2 CORE VALUE. Economic Prosperity 25 3 LORE VatuE A Safe & Prepared Community 33 4 CORE VALUC A Sustainable City 41 5 CORE VALUE: Transportation Mobility & Connectivity 49 6 CORE war. Accountable & Responsive City Govemment 57 QLMP Community Workshops 65 Executive Summary The Temecula 2030 Quality of Life Master Plan (QLMP) expresses the aspirations, goals, and strategic priorities of Temecula's residents, leaders, and partners for the City's next twenty years. It reflects a vision for the City's ideal future; identifies what community members want to preserve and what additional amenities they want; provides a baseline of indicators from which to measure progress over time; and commits the City through a performance -based process to accomplish those goals. Temecula was incorporated in 1989 as a small bedroom community. During Temecula's first twenty years, City leaders and residents engaged in proactive community building that has resulted in many significant accomplishments and a cherished, high quality of life. With vision, focus, planning and follow through, Temecula has evolved into an innovative, dynamic city and a regional economic center for Southwest Riverside County, all the while retaining Its small town feeling and character even in the midst of suong population and economic growth. As the City neared its twenty year milestone In 2008, the City Council began planning for Temecula's next twenty years, acknowledging that this future will present a new set of challenges and opportunities, ones facing all communities in the 21st century. After much deliberation about the path for this planning process, the City Council initiated the development of a comprehensive plan that would encompass the many aspects that create Temecula's great quality of life. Thus was born the Temecula 2030 Quality of Life Master Plan (QLMP). Over the past two years, the City of Temecula has engaged residents, businesses, local institutions and regional partners in an indusive process to develop this Plan. The QLMP is the culmination of several community meetings, numerous stakeholder interviews, extensive research, website feedback, and development of statistical Indicators on community health and well - being. This process was guided by input from the QLMP Blue Ribbon Committee consisting of community members and regional partners, appointed by the City Coundl expressly for this purpose. Temecula is moving from building a dty to sustaining a dty. While there are many things that dty leaders and staff are striving to accomplish on behalf of the community over the next twenty years, the City has to first ensure that it preserves the quality of life that has been built already by investing in the maintenance of its parks, roads, buildings and open space. Investments in quality of life will help Temecula retain and attract both residents and quality jobs to ensure its economic prosperity, the foundation for a high quality of life. The QLMP defines six important areas vital for this future — Core Values — that provide the roadmap for the City's next twenty years. The section on each Core Value describes specific goals; key accomplishments; key findings; metrics of progress; and strategic priorities. The Six Core Values • Healthy and Livable Community • Economic Prosperity • A Safe and Prepared Community • Transportation Mobility and Connectivity • A Sustainable City • Accountable and Responsive City Government While the QLMP contains many goals specific to each Core Value, the overarching goals of the Plan indude strategic priorities that will meet the expressed aspirations of residents for Temecula to be a place where they can live through the arc of their lives — a City that allows each resident to live to their fullest and most satisfying potential. A targeted Implementation Plan accompanies the Temecula 2030 Quality of Life Master Plan to ensure that everything that Temecula has worked so hard to build in its first twenty years will be managed, preserved and enhanced. It includes an Implementation Timeline listing the community's key 20 -year strategic priorities, and will be used to guide the City's Investments and track progress toward achieving community goals. The foundation for accomplishing these 2030 strategic priorities is an underlying set of Core Principles that will enable the City to attain the goals and aspirations of Temecula's residents - which can only be achieved if the City remains fiscally stable. These recommendations reflect the dedication to careful stewardship of fiscal resources and forward- thinking management and leadership that have guided the City's successes to date. High Priority Goals and Recommendations for Temecula 2030 • Creation of a 21st century urban campus to provide quaky public higher education services • Atiaction of first rate medical facilities and continuum of care services to meet the needs of all residents • Revitalization of the Jefferson Corridor, including attracting new business clusters such as financial seMces, and continued redevelopment of Old Town into vibrant mixed -use, pedestrian - friendly centers • Continued protection and enhancement of the City's special natural resources —air quality, open space and parklands, wine country. and dean water that provide a special and healthy quality of place, and attainment of resource efficiencies such as energy conservation • Continuation of high levels of public safety and emergency preparedness, including maintaining the City's ranking as one of the top 25 safest cities in California • Completion of a network of integrated trails, bleways, roads and highways to ensure mobility and access • Continuing evolution as a regional economic center, especially for emerging green technologies, and as major tourism destination • Construction of traffic infrastructure Improvements • Development of high amenity arts, culture, history, and sports events and fadlities c 4.' = 0 a) vs C3 4' N en o N 0) E •v ro a a) +-, c C7l V C t ' C O CT - o C a) a) >, E -a C p rV Z a= Fa ° c -' o c _ c cm E (1:1 y .— C N r C N V ?= r C N p p • E y . 0 `' S 0 O 'E . 0 _C 4- O L a) L r-. ..0 p r0 LI O a) v W '( c p_ O vi E v y° ° E ° r`o C o E Gi " 7 V n) a >, ry - fl E o v c a) 1:7) = - `l w c c r . 0 17 ' E I- C L N C "C7 E c c en 'C O r0 rO v� . CT >, C C C E i d i•- N • R7 'ea E O N a) v n. v o ii M E E w O v >, 0) c • • • • • cv - .' . . �O s . E ,vi Clr c O '- . c a CO C O O (0 p C 0 • a te + !'V C LL C N N C O v = "- ? -p .,=. O C) a) a) C C C .� a) as 1— d N N E a Cl N O E '5 v cx a) V Q p C a, C CO O v+ c CO CO o a) a) N r0 o Q E (0 .' E 0 E i a) = + d V CT . a) 00 0) J E 'n , c d w > O 0 v 'D N v TIMELINE Citizen's 20-year Priorities ••• lasetth,41,Notphi Op.') led.* ked..0 fte•do 11•04 AN. 411 • eh_ .• 0....kgrvrt: • • • nAl.-11■,.. 0....1.9.p.nt or 1,14k.inek et: Th.M y4 tivel.• ck. to trAvri o+nock...1.11..4 awnrrvnley ot.k.knen CumbrStaff • • Moe 10171.mn Op. Carz.Sor0 MaaseK • 'OS Cemeuft16.1e" UMW' Pac1114b/ lb* Impromells Res1 Caphled 0.440 [MN. 11%. tou•V Re ft Ar 441•• Ont.Pale Ombra Cmendlen orTmch UAW labeelneenais. CAW Man edoroast Sint Pribtalloo Inif. °Mod We.. well/MR.4u* G deplete/I' Mee (math tome lbs$46a1 LoalSalogeow axWal to RM. h Wald. OM. PODNI/14011 'NW Coophled fo04.10.11s• alkoKoc...te Lev?' opinion alcsusu Rad* 11.* tfar Co...a Mufti' OM= 01 WegollEwrwel egoofnikik• MOM,. Cooplaor 1.1 REMY* 01 2010 ASSf I NIMIAGLIh( /JI PLAN (1/.11.1ALILNILD I 20121 2015 2020 2030 liglwat NM Sys= lletolkoSsmale femme Whelsell■ lastls tooplalkeociont 1:411ao tosArr wrleo fret Pkaell C.Oried t o. lAssee DId Newovsotor Itre.rdWaykami GINIkar. Quality of life is hard to describe, you have to experience it. Temecula has always been able to make people's lives better. We have gone through our baby steps and adolescence, and now we are reaching maturity. We want to maintain our existing assets and continue to offer a high quality of life. dso„o0;0,,R,6..in SETTING THE Stage 0 N d C1 SETTING THE STAGE Where We Have Been — Where We Are Going From its beginning In 1989, the City of Temecula has been actively engaged in community building by listening to the dreams and desires of its residents and actively making these dreams a reality. The fact that Temecula is recognized for its extraordinary quality of life, its regional leadership and its ability to stay ahead of the curve, is no accident. However, as Alan Ehrenhah wrote in Goveming Magazine in 2009, "American cities are changing rapidly; ...suburbs are changing even faster. An impressive collection of evidence documents that today's young adults have a pronounced taste for urban living." Recognizing that Temecula, like most other communities, will experience significant change over the next 20 years, the City Council initiated the Quality of Life Master Plan (QLMP) process in 2009 to help define the City's journey to this new future, identifying where it wants to go and how it wants to get there. From Here to There Temecula has grown from a small bedroom community to a regional center in 20 years, all the while maintaining a highly valued quality of life for its residents. The snapshot on the next page showcases some of the City's accomplishments that demonstrate what good planning, strategic investments and a "small measure of luck° have achieved. Looking to the Future While much has been accomplished during the last twenty years, Temecula is planning for a future that will present a new set of challenges and opportunities to City residents, leaders and staff. From 102,000 in 2011, the City's population is projected to grow to 145,000 by The City is in a new phase. The Quality of Life Master Plan lays out, for the next two decades, what is important and what is the foundation for maintaining our quality of life. It's understanding what the new Temecula will be all about. 'r' r Nick Washington. A layn Pro I'm 2030 as a resultof the continued influx of new residents, combined with annexations. Temecula's residents will be from more diverse backgrounds. It is expected that more than 30 percent of the City's housing units will be comprised of multi - family pedestrian oriented units located in downtown Old Town, the Jefferson Corridor and surrounding the Promenade Mall. What will cause these changes? Temecula Today: A Snapshot of Accomplishments Community • 32,500 homes In well - planned neighborhoods • A population of more than 101,000 Diverse Economy • Nearly 3,000 businesses and 45,000 jots • Top 100 in Relocate America's annual lest • Professional Hospital Supply expansion in 2009 • Regional retail sector with 4.5 million square feet • Promenade Mall expansion In 2009 • Wine tourism drawing 2.4 mlion visitors annually, an economic engine in excess of 5600 million a year • Over 1,900 hotel rooms in Temecula • Pechanga Resort and Casino Parks and Recreation • 39 fully- equipped parks, for a total of 315 acres of developed parklands • 98% of housing is within a half mile of parks or open space • Senior Center • Three Community Centers Arts and Culture • Old Town Theatre seating over 355 • Professor Pennypidde's Children's Museum rated best by Nickelodeon in 2009 and 2010 • Two pubtc libraries • Highest library circulation in Riverside County • Developed & implemented Youth Master Plan Education • School District rated highest in Riverside County • CSU San Marcos satellite campus In Temecula opened in 2009 New Civic Center • Ronk Civic Center, LEED Certified, dedicated in 2010 Open Space, Habitat and Parklands • Over 7,000 acres of open space; 29% of the City • Acquisition of 119 acres of the Escarpment & 55 acres of Temecula Creek Flood Plain • Annexation of 4,200 acres of the Santa Margarita Ecological Reserve in 2010 Health and Safety • Groundbreaking in lune 2011 for the City's first hospital • One of 25 Safest Cities in California • Fire response times at 3.7 minutes • Police response times at 5.12 minutes • Police Officer Ratio 1 per1,000 residents • 4.0 Staffing on Fire Engines Transportation • Rated 1st for Safest Streets For medium -sized cities (over 100,000 pop.) in California • 22 miles of trails & 45 miles bike lanes Government Services • fxcefence in Capital Improvement Program and Annual Operating Budget Awards annually since incorporation (1989) • A+ bond rating • 20 percent budget reserve, and an additional 20% in a secondary reserve • 553 million annual budget • 155 full -time employees, long -term stability • 1,000 annual contract recreation classes and over 70 special events & human services programs annually Drivers of Change Over the Next 20 Years • Shifting demographics, with both an aging population of baby boomers (born between 1946 and 1964) and an increasing population of Gen Y's (bom between 1982 and 2001) • People 65 years and older are projected to be 19 percent of the population by 2030 • Buid -out of existing land, annexations • Changing market perceptions and the rise of the green economy • Access to and use of increasingly more sophisticated communications technology • Evolving employment opportunities • Increasing competition for ilmited water and energy resources • Greater emphasis on health care delivery • Desire for alternative transportation choices • Market demand for Increased housing options, such as smaller homes closer to services and amenities • Weather - related events, including fires and droughts Changing Demographics and Lifestyle Preferences Active Seniors, a growing component of our community, will need additional services, recreational opportunities, and programs. Baby Boomers the nation's second largest age group, will be increasing in Temecula; many will be dovmsizing and urbanizing, seeking retail and services close to home, and have new healthcare, reaeation and community needs. Generation Y, the nation's largest age group ever, will be increasing in Temecula; they will be more ethnically diverse, tech savvy, environmentally conscious and interested in urban lifestyles. ISowcen Man land MAIM neldnd 10 Preparation of the Quality of Life Master Plan The City Coundl thought that after 20 years of being an incorporated city and achieving many of its goals, it was time to think ahead about what the City's next big goals and priorities should be. Consistent with its approach to careful planning, in 2008, the City Council appointed a sub -committee of two City Council members, Ron Roberts and Chuck Washington, to lead the development of a Quality of life Master Plan (QLMP). The focus of this effort was to fast - forward to the year 2030 and facilitate a community input process that would provide a blueprint to guide the City of Temecula for the next two decades. The City had great success with master planning projects in the past, including the Youth Master Man, the Trails Master Plan, the Parks and Recreation Master Plan, the Arts and Culture Master Plan, and the Sustainability Plan, among others. The City Council's goal was to complete what it had started, maintain the excellence of what had been created, and provide for new needs and opportunities. Never content to rest on its laurels, the City instead is continuously looking for ways to improve. A fundamental component of quality of life is economic prosperity, including the ability of residents to find quality job opportunities, advance in their careers and work dose to home. Another is the ability of the City to deliver the high level of public services residents have come to expect In recognition of the relationship between economic prosperity and quality of Tide, the City Council hired Applied Development Economics (ADE), a California firm that has extensive experience in preparing economic development strategic plans and quality of life indices. ADE collaborated with the Placemaking Group to facilitate the process for community input. The overall planning process had several components. i We accomplished what we set out to do for our young city. Now, how do we get to the next level to become a world class city? , h - Jell (memento, Cry Cancdmemher The Environmental Scan The project team began by conducting an assessment of existing conditions on a wide range of community attributes. This included a review and synthesis of planning documents and technical reports, and interviews with approximately 40 community leaders, regional partners, and experts in such fields as education, economic development, water management, transportation, hospitality, wine making, manufacturing, retail, recreation and human services, government finance, small business development and public safety. The purpose of the Environmental Scan was to provide a foundation of objective information that would be used by the City Council Sub - Committee and the Blue Ribbon Committee (see below) to define the scope of the Quality of life Master Plan and the issues that would be addressed in the Plan. Blue Ribbon Committee In 2009, the City Council formed a Blue Ribbon Committee (BRC) to provide input Into the preparation of the Quality of Life Master Plan. The composition of the Blue Ribbon Committee was representative of the geographic, demographic and economic interests of the City. The Blue Ribbon Committee met four times over the course of the planning process. At its first meeting in July 2010, It reviewed the contents of the draft Environmental Scan and provided important insights into what Issues should be addressed in the QLMP. 11 At Its second meeting in September 2010, the BRC defined initial QLMP goals and drafted a vision and mission statement. At its third meeting in October 2010, the BRC refined its goals and developed several dear objectives. At its fourth meeting in August 2011, the BRC reviewed the draft QLMP and provided feedback on the six chapters referenced as 'Core Values.' Public Workshops and Engagement An extremely important element in the preparation of the QLMP was invoNementof the general public. During August and September 2010, the project team fadlitated three public workshops, one at each of Temecula's comprehensive high schools. More than 100 adults and children attended the workshops, sharing what they loved most about Temecula and what they would like to see happen in Temecula's future. Many residents also provided Input via a -mails and meetings with City staff. In August 2011, the QLMP was reviewed by the QLMP Sub- Committee, revised and presented to the Planning Commission, Public Traffic Safety Commission and Community Services Commission. In October 2011, the QLMP was reviewed and approved as a guiding planning document by the Temecula City Council. Quality of life comes down to keeping what we want, obtaining what we want, and doing that over the long run. We have built a city that the residents like and we want to maintain this for the future 1 - Mace Naggar, (my Cowxrl:rerntel Temecula's Goals for 2030 To Be: • A family - oriented community with both a small town feeling and urban amenities • One of the safest cities in California • A City offering a heathy and active lifestyle for all, Including seniors and those with special needs • A City surrounded by unscarred natural terrain and bounded by the Escarpment & W se Country, with pristine au quality • Home to two hospitals providing state-of-the-art medical health care services • A center for higher education, with an enrollment of 500 Full-time Equivalent students at Cal State University San Marcos — Temecula, regarded as a model for the 21st Century urban campus • Recognized as a major "Destination' by the tourist and travel Industry • Renowned for Its entrepreneurial and creative economy, providing more quality jobs closer to home for residents • Facilitating comprehensive social services dekvery system that meets diverse needs aaoss all age groups 12 • Creating a safer community to include Murrieta Creek flood control improvements that also include trails on each bank and a major sports complex within the detention basin • An environmental haven, with Temecula's trails fully integrated with trails in Wine Country & the City of Murrieta • A City with upgraded infrastructure, including the completion of the French Valley and Hwy 79S interchanges; the opening of the Rancho Way overcrossing, and the Cherry, Overland and Rancho Way Bridges across Murrieta Creek operational • Successful in revitalizing aging commercial corridors into vibrant mixed used centers with diverse housing, access to transit, and urban amenities, including the Jefferson Corridor as a finandal services center • A location for housing deices available for all ages, incomes and needs, including for families, singles, seniors and those with special needs • A center of art, culture, heritage and lifelong learning opportunities • A regional retail center offering higher -end shopping opportunities at the Promenade Mall and Old Town • Home to an innovative Teen Village with services and activities that engage youth with cutting edge technology, social media and teaming activities • Recognized as major recreation center, offering compel Live and training sites in Southern California for aquatics, tennis and other sporty fadlities • A leader in sustainablkty, induding renewable energy and a dean environment • A model for fiscal stewardship of the City's assets, with opportunities for civic engagement and volunteerism • A City where local history is cherished and celebrated The 2030 Quality of Life Master Plan The QLMP is framed around the vision and goats Temecula residents identified for the City's future, and informed by the analyses generated through the Environmental Scan and the expertise of the Blue Ribbon Committee. The Project Team also reviewed the City's numerous other master plans. When asked to look to the year 2030 as part of the QLMP planning effort, members of the Temecula community expressed the aspiration that Temecula would be a place where they can live through the arc of their entire lives — a City that allows each resident to live life to its fullest and most satisfying potential as seen below. Accordingly, the QLMP is organized into six Chapters or Core Values.These core values include: • Healthy and Livable City • Economic Prosperity • A Safe and Prepared Community • A Sustainable City • Transportation, Mobility and Connectivity • Accountable and Responsive Local Government Each section of the Core Values provides: • Narrative overview — what is the value and why is it important • Goals for 2030 • Indicators to measure progress • Accomplishments • Key findings, summarizing the results of a Resident Opinion survey the City commissioned in 2007 (the True North Survey), input from the QLMP community meetings, BRC Input, and data from the Environmen- tal Scan and the City • True North Survey responses on resident satisfaction with City services and conditions, ratings for what 13 Temecula must continue to by a strong foundation for success. As we adapt to changes in our demographics, we must continue to push the envelope to expand amenities and maintain them in the meticulous way that Temecula residents have come to expect. ' - Maryann Edwmdr, City Countdmember they like best about living in Temecula, and spending priorities • Indicators Dashboard showing levels of progress In the City related to services, conditions and trends, with metrics showing whether or not the City "meets /exceeds goal,' is "progressing' toward the goal, or "needs improvement" to reach the goal • Strategic priorities for 2030 that will be the benchmark for looking back twenty years from now to see what we accomplished. • Potential additional indicators that can be added as new or better data becomes available The True North Survey and the Indicators Dashboard provide qualitative and quantitative indices to measure progress over time. The City will use the QLMP to guide its planning, budget and investment decisions, to provide vision and continuity for the next phase of the City's journey, and for continuous process improvement in partnership with Temecula's residents. The City's intent is to commission an updated Residents Survey in 2011 and thereafter, every two years. A detailed listing of data sources used to prepare the report is available on the City's QLMP website at: wow. temecufa2030.org. "A new image of urban America is in the making," said William H. Frey, a demographer at Brookings Institute. "What used to be white flight to the suburbs is turning into 'bright flight' to cities that have become magnets for aspiring young adults who see access to knowledge -based jobs, public transportation and n new city ambiance as an attraction." Temecula's challenge is to retain the quality of life of our community t chile adding the best qualities of larger cities in an effort to attract and retain the emerging creative class of young employees, HEALTHY & LIVABLE C CORE VALUE Healthy & Livable City What Is a Healthy and Livable City and Why Is It Important? A healthy and livable city is one that has all the elements that make up the community's quality of life, including: the built and natural environment; economic and educational opportunities; access to cultural, recreational, shopping and entertainment resources; and the ability to have a healthy and safe lifestyle. These cities are characterized by high levels of civic pride and community engagement and a strong sense of place. Increasingly, livability and community health also are synonymous with sustainabiity. In today's highly competitive economy, livability Is a critical determinant of prosperity. Healthy and livable communities are where employees, entrepreneurs and business owners want to live and work Cities with a high quality of life attract creative and talented workers as well as employers who are the engine for a community's economic growth. Resident satisfaction with the City's overall quality of life, small town feel, cleanliness, recreation and park facilities and programs, trails and libraries is very high. Residents also greatly value the City's well - planned neighborhoods, the revitalized Old Town. excellent education system, wine country, and Temecula's 'inherited' natural setting- natural vistas, air quality, stream channels, ecologkal reserves, and historic legacy. They consider the City to be well - managed and committed to ensuring that Temecula has the fiscal resources to provide a continued high quality of life However. Temecula, like other cities, is facing major demographk, social and environmental changes that will shape how the City plans for the next twenty years. Even 16 the definition of a'family' is changing as more non - married couples live together and have children and the nation sees an increase In single -parent households and working mothers in the workplace. Temecula wiN have a more diverse population that encompasses both the aging of the Baby Boomers and an increase in Gen Y's (generally, those born between 1982 and 2001), which will be the largest population cohort ever in the United States. These groups have new or changing preferences and needs for lifestyle chokes such as housing types, transportation, shopping, health care, and entertahnment and cuhure.The City can capitalize on these changes to enhance the City's akeady high quality of Ile and its attractiveness as a destination for residents and visitors to live, work play and thrive. CC In twenty years we want t0 be able to pass the torch along In how the City has been run, including the traditions and values that make Temecula such a great place to live. The City should offer an equal quality of life for all residents, induding those who have special needs or disabilities.•,, —Mice Haggai. (Ay CWMMmmbw Goals Throughout the QLMP planning process, Temecula residents expressed numerous health and livability goals for the City over the next 20 years, and they are actively engaged in bringing them to reality. At its core, residents desire that Temecula be a place where they can Nye through the arc of their entire lives, with housing and servkes for all ages, incomes and abilities -a City that allows each resident to live life to Its fullest and most satisfying potential. The chart at right contains specific goals expressed for 2030, which speak to the important aspects that residents treasure in Temecula. Measuring Our Progress How do we know if we are achieving our goals? Quality of life is all about the quality of place, a strong sense of community, and residents' accessibility to those things that provide for a healthy, safe, viable and enriching life. The QLMP Is intended to nurture all of the City's assets for the next twenty years while preparing Temeruda for Its next phase as a 21st century city. As so many factors make the City healthy and livable, this chapter presents a cross - section of indicators that can tell us what kind of progress the City is making now, and setting the stage for future progress. Subsequent chapters contain additional indicators that also affect the health and livability of Temecula. • Hospital beds per capita • Developed parklands per capita • Open space (see Sustainable City chapter) • Accessibility of parks to residential units • Housing types (single family /multi- family) • Library Circulation • Museum Attendance • Walkability (see Transportation and Mobility Chapter) 17 Temecula's Goals for 2030 • Be a sustainable commurty that embraces the resident's quail of life through protecting the natural environment, maintaining the City's fiscal health, and supporting the community's health and equity. • Become a regional medical center of excellence, offering advanced kcal specialties and research facilities, and suffident licensed hospital beds to serve the residents of one of the Slate's lowest regions related to doctor -to- resident ratios. • Phase Old Town Into a mixed -use residential and culturally rich downtown Ii r,►' a: titr xmJ • • Provide accessible recreational, sports, cultural, health/thera- peutic and community engagement fadkties, programs and resources for all of Temecula residents, Including seniors, youth, fan6lies and those with spedal needs. • Build a Teen Village for the youth • Support healthy and active lifestyles by promoting reaeadon programs, parks, trails, and competitive facilities for swim - ming, tennis, soccer, baseball, badretbah, and other sports. • Be a community where local history Is remembered and respected and local culture and artistic aeativhy Is supported • Ensue a variety of housing choices for different kfe stages Communities achieve their quality of life goals through accountable, responsive government — one that provides the fiscal stewardship to support the desired elements of a high quality of life, and the opportunity for residents to be engaged in the civic We of their community. Through the dedication of City residents, leaders and staff Temecula has had major accomplishments over the past twenty years in its journey as a young city. Several of the most recent accomplishments are described in the table at right and also are referenced in subsequent chapters, due to their interconnectedness with all aspects of quality of life. However, even with these additional hospital beds, several indicators show that progress Is needed to achieve other targeted goals, primarily to address capacity- related issues. The status of specific indicators is shown In two ways: the 2007 True North Survey reports on resident satisfaction with the City's levels of service and priorities related to prbfic spendfing, and the Indicators Dashboard, which shows City and other data on actual service levels and trends. Combined with the GIMP community input, overall key findings are described below and are presented in the Survey Highlights and Indicators Dashboard which follow. Overall Quality of Life Ninety percent of residents rated their satisfaction with Temecula's quality of life as good to excellent In the 2007 True North Survey. The City's small town feel and community Involvement were rated first out of the fifteen reasons residents said they liked about llvmg In Temecula. The cleanliness of the City as the second highest thing they liked most about living in Temecula. Medical and Social Servkes Systems The City and the Southwest Riverside County region Is extremely undeserved in both lkensed hospital beds and medical facilities. The region had 1.1 licensed hospital beds per 1,000 residents in 2005, compared to a national standard 18 of 3 beds per 1,000 residents. California's rate was 2.2 licensed hospital beds. In 2005, there were 126 physicians per 100,000 patients In Riverside County, compared to 231 per 100,000 patients in California. The new Loma Linda University Medkal Center In Murrieta wig address some of the region's needs, butTemecula is continuing to secure its own hospital to provide needed medical services to the community. Groundbreaking on a new hospital in Temecula occurred on June 20, 2011. This hospital will provide 140 new hospital beds for the community. Additional indicators need to be defined to measure the development of comprehensive social services Infrastructure, especially for continuum of care services for residents as they age, for those with physical and mental disabilities, and caregivers. Developed Parks and Accessibility Parks and reaeation opportunities were the fifth highest rating for what residents liked about living in Temecula. Per the City's Sustalnabifity Plan, the City's goal is to provide five acres of developed parklands per 1,000 residents. The City has thirtynine parks and currently, 3.3 acres of parks per 1,000 residents have been developed, fora total of 309 acres. The national standard is for residences to be within a half mile of a park or other accessible open space. It is estimated that a very high 98 percent of the City's residences meet this standard. Adequate resources and staffing must be provided for the high level of park and landscape maintenance required throughout the City, and to meet the goal of five acres of parklands per 1,000 residents. Recreation and Sports Facilities and Programs Residents rated their satisfaction high for the City's recreation and sports facilities and programs In 2007. Given the City's large number of active adults and young families with school - age children, combined with the City's service goals for providing active spans facilities, additional capacity Is needed forsoccerand baseball facilities, with a pankular emphasis on the upgrading and development of new tennis court facilities Ternecula's Healthy & Livable City Accomplishments Health and Social Servkes • One of the safest dries in California • Groundbreaking for Temecula's first hospital on June 20, 2011 • Creation of Autism Task Face — leader in championing special needs population • 2,650 square foot community garden at the Mary Phillips Senior Center • Youth Master Han Old Town • Revitalization and creation of a vibrant Downtown that is the heart of the City • Oid Town Temecula Community Theatre Arts and Culture • Temecula Museum • Temecula Children's Museum "Pomyplckle's Workshop' • Opening of Temecula Library, whkh offered more than 280 programs to all age groups ht 2008-09 • Frequent community-wide events • Ms and Culture Master Plan • Performing Arts Theater Parks, Reaeation Facilities, Trails and Open Space • 39 parks, with 315 acres of landscaped fadlillns fa active and passive recreation, two community recreation centers, a senior center, a Duck Pond, and reaeation at six schools open to the public • 22 miles of trails and 45 miles of bike lanes • Preservation of more than 7,000 acres of hillsides and open space • Annexation of 4,200 acres of the Santa Margarita Ecological Reserve and 125 acres of the Escarpment Area • Parks and Recreation Master Man 19 • Skateboard Park 1 Roller Hockey Rink • Three public swimming pock New Civic Center • Designed to TEED certification, demonstrating the City's commitment to sustainability by example Neighborhoods • Desirable master planned neighborhoods connected by landscaped boulevards and bike nails • 'Trees for Temecula* program has planted approximately 1,000 new trees since 2001 • The two libraries in Temecula generate over 25% of the circulation of the entire Riverside County library System Higher Education • CSU San Marcos opened a satefiae campus in Temecula with an emphasis on nursing programs, in a partnership with die City and Temecula Valley Unified School Dntria. CSUSM is also collaborating with Mt. San Jacinto Community College on dual admissions and other programs and aquatic facilities, including an Olympic-sized pool. The City has 12 tennis courts (some through joint use agreements) and 15 private courts. The City's Parks and Recreation Master Plan states that at least 20 additional courts are needed. As a result of community Input in this process, Temecula Is providing funding for tennis court Improvements which Include lighting on the tennis courts at Great Oak High School and resurfacing the tennis courts at Gardner Middle School in the upcoming (Kcal year. In FY 2012 -13, the City will provide lighting at the tennis courts at Chaparral High School. These facilities will be available for the public's use through joint- use agreements with the school district. A competitive sports facility complex for games, training, and conditioning for all ages and levels of athletes, including for those with special needs, could be an opportunity area. Housing Choices AA high percentage of the City's housing (79.2 %) is single family homes, compared to 57.3% for California. Providing a variety of places where people can live — apartments, condominiums, townhouses, and single family homes — creates more livable opportunities for the variety of people — families, singles, seniors, and people with special needs. The City's changing demographics mean that an Increasing number of retiring baby boomers will downsize from their existing homes, and many will seek to be closer to continuum of care and other services. Adult children of existing families and other young adults who would be attracted to the City are looking for more "urban" types of housing choices, including lofts and houses in walkable neighborhoods with close access to urban amenities and transportation, Arts, Culture, Community Events and Lifelong Learning Residents view educational opportunities, arts, culture, events, and festivals, including those connected to the City's heritage, as essential to a high quality of life and community Identity. The Chys schools and quality of education are the fourth out of fifteen reasons residents most liked about living In Temecula in 2007. Current indicators Hack trends 20 in library circulation and attendance at the City's museums. library circulation increased eight percent in 2008-2009, and attendance at museums reached almost 50,000 In 2009. There are two prominent performing arts venues in and near Temecula which offer quality and world renowned performers. Venues indude the Old Town Community Theater and Pechanga Resort and Casino. Ticlxt sales have been steady for the Old Town Temecula Community Theatre. Livability/Walkability Community design and character Is an element of livability. In addition to environmental assets, the "built environment," espedally In civk places, creates community identity and connection. The new Civic Center provides an anchor both In terms of a civic core and as a green building. The City's Old Town /Downtown Is well rated as a walkable and pedestrian friendly area, while most other areas of the City are rated as car dependent (see the Transportation and Mobility chapter). Resident satisfaction with growth management and planning In Temecula was rated by 60 percent of residents as good or excellent in 2007. Strategic Priorities To maintain and enhance Temecula's many quality of Rfe assets, the City must plan for the demographic, envkonmental and other changes underway, as well as for the full spectrum of specific groups and their differing needs, such as seniors and those with special needs. The City has prepared several master plans that relate to the Quality of life Master PIan.They Include the Youth Master Plan (Including youth with special needs), the Cultural Arts Master Plan, the Sustalnabihty Plan, the Parks and Recreation Master Plan. and others. A major focus of the City's efforts in the shorter term wid be to ensure that a high quality hospital is built in Temecula. Universal Healthcare Systems broke ground on their planned, new hospital on Temecula Parkway on June 20, 2011. In addition to comprehensive healthcare and social services systems, other resident priorities Include additional recreational, sports, cultural and art resources and services; expansion of housing choices; and revitalization of older commercial corridors Into vibrant mixed -use, pedestrian - friendly areas with high levels of urban amenities and linkages with transit. In terms of satisfying spedal needs populations, the City's Youth Master Plan and Special Needs Addendum Identified the need to evaluate existing programs and services, and accommodate youth with special needs when feasible. The Plan recommended that the City establish partnerships with community groups and non - profit organizations to continue to provide special needs support and programs. The Cultural Arts Master Plan emphasized resident desires for a diverse array of visual and performing arts, and educational and entertaining True North Survey Responses (2007) TOPIC l;vci.111 Quality of Life Resident satisfaction with overall quality of life Resident satisfaction with senior services Resident satisfaction with teen services Resident satisfaction with growth management and planning Resident sattsiaction with the variety of parks and recreation facilities Resident sathfaction with variety of recreation programs Resident satisfaction with library services Resident satisfaction with quality of education of Temecula Valley Unified School District Note: Resident ratings ara Salad In the et en or o,birstion or priority. Exceeds Expectations or is a High Priority ( >85% ) 90% 96.8% 91.1% 96.1% • For improving appearance of public infrastructure and landscapes: 68.4% • To build a Teen Village and expand Teen services: 83.4% 21 cultural arts experiences as essential for a high quality of life. In addition to these assets, promoting cultural diversity was Identified as a priority by several QLMP partkipants. The list at the end of the chapter summarizes the City's Strategk Priorities for 2030. Other Potential Indicators The following are potential indicators that could be Uadxd or Identified through the update of the residents' survey to assess progress of healthy and livable city goals. • Resident satisfaction with special needs programs • Other social services Infrastructure measures • Hospital beds added to the City/Region Progressing or is a Medium Priority (10-84 %) 84.7% 78.4% Parks & Recreation Education, Civic and Cultural Amenities 76% Not Satisfied or Is a Lower Priority (<7014 ) 60.8% Rating of Resident S tending Priorities Healthy & Livable City Indicators Dashboard INDICATOR Medical and Social Services Parks & Recreation Library Use Goal: Circulation greater than 700,000; 'Progressing Is Circulation between 500,000 and 699,999; 'Needs Improvement" Is Circulation 499,999 or less Visits to City Museums: Goal: Increase; "Progressing" Is steady level; "Needs Improvement' is a decrease Meets/Exceeds Goals 12 programs 98% of units accessible 814,930 Circulation (FY 2009/10) Increase Progressing 3.3 acres Steady Needs Improvement 1.1 beds in SW Riverside County 27 Courts One pool per 33,886 residents 79.2% (2009) 1100o111r 0 11005 Arts. Culture and Laden. Learnin Hospital beds per capita: Goal: 3 beds per 1,000 residents (national standard); "Progressing" Is 1.5-3 beds per 1,000 residents 'Needs Improvement' Is <1.5 beds per 1,000 residents Number of community-wide special needs specific programs presented through TCSD: Goal: 12 or more "Progressing" is 6-11; "Needs Improvement" Is 7 or less Developed parklands: Goal: 5 acres per 1,000 residents, 'Progressing" Is 3.0.4.9 acres per 1,000 residents 'Needs Improvement' Is <3.0 acres per 1,000 residents Accessible Parks: Percent Existing Residential Units within 15 mile of park or other accessible open space (national benchmark). Goal: 85 96+ of units; "Progressing' is 70-84% of units; 'Needs Improvement' is <70% of units rennis Facilities: Goal: One court per 2,300 residents — 46 courts 'Progressing' is 30-40 courts; "Needs Improvement" is <30 courts Aquatic Facilities: Goak One swimming pool per 16,500 residents " Progressing" is one swimming pool per 30.000 to 16,501 residents; "Needs improvement° is more than one swimming pool per 30,001 residents Housing Types: Goal: 65% single family; "Progressing" is 66 -75 %; 'Needs Improvement" is >75% Old Town Temecula Community Theatre Ticket Sales: Goal: Increase; "Progressing' is steady level; "Needs Improvement' is a decrease Nato Outcomes listed In the areas of progress. 22 Strategic Priorities for Temecula 2030 • Work with the medlcal community to develop a comprehensive local health care delivery system that includes at least one hospital with medical specialties and a teadrbng hospital that is linked to the educational network. Provide technologically advanced healthcare services, espeoaky for seniors. • Build new or expand aarent partnerships among private arid pubic sector organizations to ensure a comprehensive social services infrastructure that provides services to all ages and addresses gaps in services. lhis indudes a network of public and private organizations to address social needs, and a broad structure of social support for spedal needs populations. Provide increased health seevkes at the Senior Center and develop a second center for active seniors. Create volunteerism opportunities for special needs youth. • Provide averse housing types that meet every demogtaphic need and income level. including for seniors and spedal needs populations. • 'Reinvent' older commercial areas (suds as Jeffersonlynez) into vibrant nixed - use and pedestrian-friendly areas with diffetenl housing types (such as lofts and townhouses). more density, better transit linkages, and access to "urban amenities" • Maintain the City's aesthetic identity, preserving the h(lsides and views and Old Town/Downtown's historic character. • Accentuate the City's aesthetic identity with a gateway monument on the south and north end of the City limits at the 1.15 freeway. • Ensure capacity for high quality parks, both active and passive, and recreation and community facilities and programs, Inchding for youth indoor faalities, for seniors and those with special needs. 23 • Create an accessible park for seniors and spedal needs children that provides specialized training and play equipment. • Enhance tennis fadkties and faduilate the development of an aquatics center. Work with the private sector to develop Ngh quality facilities and a possible competitive sports complex. Partner with the School District to improve tennis facilities, including re- surfacing of middle school courts, lighting of high school courts, and engaging in additional Joint use agreements. • Expand parkways and trail system to provide linkages for pedestrians and blcydes throughout the City and adjacent communities to promote an active and healthy community. • focus on Temecula as a destination for arts and allure for both visitors and residents, with events that stimulate growth and creativity. • Invest Invade! events and establish traations that preserve the City's small town feel and provide identity. Next CitiesTM are places with assets and amenities that attract and retain a young, educated work force. They have bustling city centers, walkable neighborhoods, diverse career opportunities, and vibrant art and musk scenes. CORE VALUE Economic Prosperity What Is Economic Prosperity and Why Is It Important? The economy is the foundation for Temecula's long-term prosperity and welt- being. A thriving, resilient and adaptable economy provides a high quality of life for residents, good jots with opportunities for advancement, a supportive climate for businesses and entrepreneurs, and high quality public services In today's economy, highly skilled workers can perform their jobs almost anywhere; these workers' are seeking communities with a high quality of life. These communites possess diverse housing opportunities, gaanty schools, efficient transportation networks, parks and accessible open space, a variety of shopping and entertainment opportunities, cultural arts. accessibility to high speed telecommunications, and institutions of higher learning. They have a strong sense of place. Although Temecula is known for its quality lifestyle, the City cannot rest on its laurels if it wants to maintain and improve its standing as the regional center for Southwest Riverside County. Competition between communities for new jobs and new tax revenues is Intense, as wen as for the knowledge workers who create new companies and ideas and help their businesses succeed in the global marketplace. lobs and business opportunities were rated tenth out of fifteen reasons for why respondents lived living in Temecula in 2007 (True North survey). Their satisfaction regarding the promotion of lob development by the City was 75 percent, indicating a moderate level of satisfaction but that progress is still needed. In the QLMP Community meetings, Temecula's residents expressed a strong desire to be able to live and wok in Temecula, and to 26 have more diverse and well paying jobs available locally. 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. The economy is going through a major transformation. Changing market dynamics, such as the emerging 'green' economy, and availability of resources, such as energy and water, will shape Temecula's economic prospects. The City has a good business base on which to build its future economy, which has enabled it to weather the `Great Recession" better than many cities in the region. This is reflected in Temecula's unemployment rate in 2010 of approximately 9.8 percent, compared to 14 percent for the Inland Empire. But this is not good enough. The City needs to plan and implement strategies that result In a more balanced employment base — one that Is less impacted by periodic fluctuations in the economy. Some researchers, suds as Richard Horida, believe that an economy with a strong percentage of'aeative lass" workers can result in a more entrepreneurial economy and 'culture," In tun leading to better job and wage growth. Creative dass workers are attracted to areas with a high quality of life. Data indicates that Temecua has an above average percentage (36%) of creative class workers. At a recent UCIA Anderson pre-forecast seminar regarding California's economic recovery, Senior Economist ferry Nickelsburg noted that California maintains competitive advantage in sectors that rely on a talented workforce and innovative entrepreneurs The generation of employment opportunities In sectors where California has a comparative advantage can be enhanced, perhaps dramatically, by muhungof California's knowledge communities the development of an appropriately trained workforce which recognizes California's changed economic opportunities, and regulatory process reform to permit innovations, designs and concepts from communities to translate into new business' This chapter identifies strategies to build on Temecula's existing business base for sustainable economic prosperity and a livable, competitive community. Goals The overall economic goals that residents, businesses and leaders identified for Temecula are to create a high value, high growth and diversified economic base; increase access to higher education; and generate revenues to maintain important infrastructure and services Ike roads, parks and libraries. Economies also are regional and the City will need to define and advance its goals for economic prosperity within the broader context of the regional economy. The pathway fa regional success Is through 'industry dusters," networks of interconnected toms and resource partners that become more competitive in their markets through collaboration. Measuring Our Progress How do we know if we are achieving our goals? There are several indicators that Temecula can use to measure progress — general statistics Ike job growth, more specific indicators related to industry clusters Ike tourism, and resident survey data. The following are the indicators included in this chapter: • Labor face employment,tates • Median household income • Median housing prices • Housing affordability • Residential and commercial building permits • Vacancy rates for commercial and industrial space • Sales tax per capita • Hotel occupancy rates • Transient occupancy tax revenues from hotels (as a proxy for number of visitors) • High speed Internet access 27 Temecula has so much potential. It can he a college town in the hest sense of the word — a place for a research or teaching university with great human potential to facilitate growth and more sophisticated types of businesses. We need to continue to facilitate job growth while we deal with other Issues like infrastructure, especially for a growing population. Temecula will continue to push the bar higher as we maintain our exceptional quality of life. Temecula's Goals for 2030 • Provide an entrepreneurial culture that offers a growing number of diverse Ngh•payag jobs In innovative and global companies, induding those In the biomedical duster. • Maintain correction to the world via a stateof•the•art citywide broadband network. • Continue to protect the City's special natural resources — air quaky. open space and parklands, wine country, and dean water —that provide a special guilty of place. • Increase urban amenities — 'ln•tover housing, shopping, arts, culture, recreation, libraries, museums, and so forth — lo create a dynamic, creative community that appeals to all age groups. • roster the expansion of the CSU San Marcos urban campus at Temecula and build joint degree programs with Mount San ladnto Community College. • Become an internationally known tourism destination in the United States, with successful maiketingrbranding partnerships for Southern California Wine Country, Old Town (downtown), and premiere golf and gaming fealties. • Revitalize the City's aging commercial conidars Into vibrant mixed use centers Several of Temecula's economic prosperity accomplishments are shown below. The targeted Investments the City makes in areas like the Jefferson Avenue Corridor will help create job centers of the future. Progress will also depend on investments and partnerships at the regional level. Several of the indicators contained in the Indicators Dashboard show limited progress due to the Recession, especially compared to historical trends, but are a good baseline for bent hmarking the Cit future progress. the Following is a summary of key findings related to the True North Survey, Indicators, QLMP community meetings and other researds. Employment Opportunities Due to the °Great Recession,' Temecula lost more than 7,400 jobs between 2006 and 2009 (15 percent). Consistent with statewide trends, losses were in construction, manufacturing, and professional and business services. The number of jobs in the education, health care, and leisure and hospitality sectors increased. Seventy-five percent of True North survey respondents rated their satisfaction with die City's promotion of job development as good to excellent in 2007. Approximately 83 percent of respondents rated citizen Old Town Redevelopment • Creation of a walkable downtown in Old Town that includes the Civic Center, mixed -use development, housing, the Children's Museum and History Museum, upgraded inbastructute Improve- ments including pedestrian-oriented streetscapes, enhanced streets, and lighting and electrical systems • Acts, cultural and community events Regional Collaboration • As a member of the I-15 Interregional Partnership, a voluntary compact between local elected offrdals representing the Westem Riverside COG (WRCOG), San Diego Assodatton of Governments (SAHDAG), Riverside County Transportation Commission fRCTC), Riverside Transit Agency (RTA), Caltrars and other agendes, the City is collaborating to address the 28 spending on providing incentives to attract new employers and lobs as a medium to high pnioity. Household Income Median household income increased from an estimated 582,380 to 584,140 from 2009 to 2010, a two percent increase. Sales Tax In Fiscal Year 2009110, Temecula's retailers generated over $23 million in sales taxes, putting Temecula in the top 50 (ranking 42 of 537 agencies) in California for sales tax generation. Altogether, Temecula's retailers generated 5221 per capita in FY 2009/10, (ranking 79 out of 537 agencies). These numbers show Temecula's draw as a regional retail center. However, overall revenues have decreased since Fiscal Year 2006/2007. Tourism The 2010 average rate of hotel occupancy in Temecula was 59.1 percent, up 4.6 percent from previous year. Visitor serving employment has increased greatly since 2000, with asmall increase (3.3 percent) in 2009. Transient Occupancy Tax (TOT) revenues were 51.96 million, up 12 percent over 2009, in part due to the Temecula's Economic Prosperity Accomplishments lark of balance between housing and jobs that leads to long comnanes on the I.15, through promotion of new high quality employment opportunities in three industry dusters: alternative and renewable power generation; biotednelogy and medical devices; manufacturing; and ravel, tourism, ente comment and wineries • Partnership with the City of Mueieta In the 'Twin Cities' economic development program Access to Higher Education • Opening of CSU San Marcos Center In Temecula in 2009, offering degree and certificate programs, especially In the nursing field, with increased projected enrolment of almost 300 students for 2011112, and an expanded fist of summer school offerings. CSUSM's efforts are supported by the Temecula Higher Education Foundation Board addition of new hotel roans. Total TOT revenues through January 2011 were 12 percent higher compared to the same period the previous year, an encaragng sign of recovery. Housing Affordability and Development The housing sector has been deeply affected by the recession and the financial markets crisis. The City's median housing sales value dropped 43 percent from 5526,237 in the peak year of 2006, to 5300,234 In 2010. Although a severe drop in value. this change did increase affordability for fast time homebuyers. Housing affordablity is important for providing housing for the local workforce. During the third quarter of 2010. affordability for first time hone buyers in Riverside County was in the higher range for the State's major metro areas and counties, at 77 percent — meaning that 77 percent of fest time buyers could afford an entry- level priced home. While the median housing price in Temecula is higher than that of Riverside County, so is the median income. According to the Southwest Riverside California Association of Realtors, Temecula housing sales were up 33 percent in 2010. Temecula has experienced a significant level of foredosures and defaults, so most of the sales have been for short-sales 01 bank -owned properties to fest time home buyers. Default firings dropped 50 percent in 2010. Some areas of the City have an inventory that will take three to foie years to absorb, but there is continued demand due to people moving to Temecula. Residential bulking permits Increased slightly from 2009 to 2010 (6 percent), although it has been difficult for builders to compete with bank - owned properties. As the economy recovers, it will be important to have enough housing, and the right mix of housing, to accommodate Temecula's projected growth and dangirg demographics. As the City reaches build out of available land, there is an opportunity to provide additional housing choices in areas like Old Town and the Jefferson Corridor, If they can be redeveloped as vibrant mixed -use centers. Commercial and Industrial Development Commercial budding permits were down 15 percent in 2010, 29 reflecting the impact of the recession on business activity. The overall commercial vacancy rate for 2010 in the Southwest Riverside Region (Temecula, Murrieta and WRdomar) was 25.3 percent, up slightly from the previous year. There was minimal leasing activity. The vacancy rate was 11.4 percent for Industrial space, a small improvement from the previous yeacAccord'ag to CB Richard Ellis, the region's industrial market is starting to bounce back. Prices are competitive with the San Diego and Orange County markets for both types of space; after large drops in lease rates the past few years, they are beginning to stabilize. However, San Diego is seeking to advance its competitive position as a center of clean technology and environmental innovation, and has more than 12 minion square feet of commercial space that is 1EED and Energy Star Certified to offer to these types of businesses. High Speed Internet Access Almost 80 percent of residents responding to the True North Survey thought high -speed Internet access was very important or extremely important One hundred percent of residents had access In 2010, but only 80 percent of commercial and Industrial customers had access. M businesses need this core infrastructure. The responses from the 2007 True North Survey of residents are presented below. The percentage of responses for each indicator Is shown in the area reflecting the level of satisfaction or priority. True North Survey Responses TOPIC Em,to mem Resident satisfaction with City's promotion of job development Maels/Bweds Programing, Needs Goals (7Oa4 %) aoprovarnent 75.1% Hatimt of Resident 5 rending Prinrlllet ,••• t. bin w r+a • For City Incentives for business attraction: 82.6% • To attract InsgtuUons of higher foaming such as a college or university. 81% The Indicators Dashboard below illustrates the City's progress on performance data for actual levels of service of condoon. There are differing levels of standards based on the type of indicator, Economic Prosperity Indicators Dashboard INDICATOR Medical and5ocial Services Annual Employment Rate: Goal: 95 %•; 'Progressing' Is 93-95%; 'Needs Improvement' Is less than 93% 11011A ef10711 IneorTIS Household income: Goat Annual Increase; 'Progressing' Is stable; 'Needs Improvement' is annual decrease tlousin• and Devdo ment Housing Affordability Index, for first time home buyers Goal: More than 65 percent, for Riverside County Residential Building Permits: Goal: Increase Commercial Building Permits: Goal: Increase Vacancy Rates: Commercial Buildings (5W Mverside 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: h >10 %. Per Capita Sales Tex Goal: Be In top 15% of agendas; 'Progressing' Is In top 1625% of agendas; ' Needs Improvement' Is >25% of agendas Hotel Occupancy Rates; Goal: 70%; 'Progressing' B 50 -69 %; 'Needs Improvement' Is <50% Transit Occupancy Tax Revenues: Goal: >5% increase year to year 'Progressing' is 1-5 %; 'Needs improvement' is decrease year to year Broadband access for business; Goal; 100% ' Progressing' is 70 -99 %; 'Needs Improvement' Is <70% Rote: outcemn listed In the areas of poeres>, MeeWExoeeds Goals 2% increase, (2009 - 2010) 77 %, (2010 3rd 0) Ranking is 15% 12% increase 30 which are described in the section for each indicator. The actual level of performance cr status is shown in the category of progress achieved. PlognssI g 5% increase, (2009 - 2010) 11.4 %, (20 Needs Improvement 90.2% 16% decrease, (2010) 25.3 %, (20 10) Sales lanes 59.1% 80% Tourism BroadbsmdAccess for Business Strategic Priorities The overarching aspiration of Temecula's residents related to economic prosperity is the creation of more high quality jobs in the City. The City has many opportunities to strengthen and diversify the economy, but several elements wit be required for success: • Continue its investment in the core foundations that support all businesses. suds as transportation and telecommunktions capacity; • Collaborate with regional partners to attain Temecula's share of high - growth industry dusters and address shared regional issues suds as uansportation infrastructure investments and access to higher education opportunities; • Develop mlxed-used, sustainably designed job centers; this wIB also make the City a compettive location for 'green' businesses; • Foster an environment attractive to the emerging workforce; • Ensure a streamlined regulatory and permitting process while protecting the environment; • Stay ahead of the curve with the rapid charges occurring in the economy. Other Potential Indicators The following indicators would help the City trade progress on • home - grown' businesses and innovation and investment in the local economy. • Number of new businesses started in Temecula • Number of patents awarded ands licensed to Temecula businesses • Amount of venture capital awarded to Temecula businesses • Degrees and certificates awarded from CSU San Marcos Temecula and SasJadnto Community College for targeted Industries • Square footage of LEED- certified (green) buildings for commercial and ndusfial space 31 Strategic Priorities for Temecula 2030 • Revitalize the Jefferson Avenue Condor as a financial ser3ces cenlec linked with tank, housing, and other high quarry amenities • Become a regional center for life sde sees and mescal 'ethnology employment by forming strong alliances with industry duster groups, suds as BI000M and the 1 -15 Corridor P5016 ep • Develop a technology incubator, linked with CSU San Marcus/ CSU San Bernardino, to increase the number of innovative, rewards -driven mescal technology and dean tech businesses within Temecula • Continue to partner with other Southern California tourism attractions, such as Universal Studios. Disneyland, San Diego Zoo and Safari Park, the Cities of San Diego, Anaheim, Los Angeles and Cadtbad on joint marketing and branding. Market the Temecula wine country as an internationally known destination. Target 11.5 Wpon in economic impact • Continue to partner with the City of Munieta on the 'Twin cries' concept, levmaglrg resources and marketing for job 0eation, economic development and greater awareness of our region • Attain complete high speed telecommunications connectivity for businesses • Work with CSU San Marcos to create a permanent twenty-first century regional learning center In Temecula that delivers university degrees and professional development programs, with cutting edge [ethnology • With the incorporation of new CALGreen standards, assist builders and developers n peen bullring practices for commercial and Industrial space, to attract businesses interested in resource-efficient bsd{dings and for market branding A safe community is a community that looks out fur one another. A safe community is one that takes responsibility for supporting its members and ensuring that each and every person in that community is valued. At the end of the day, a community that strives to keep its area and activities safe for all its members creates a vibrant and caring community that is a pleasant and enjoyable place to live together.' A SAFE & PREPARED Community CORE VALUE t•I11!f!`.IIII( What Is A Safe and Prepared Community and Why Is It Important? A livable community is a safe community. Sustaining a safe community is one of the City's most Important obligations. The community's perception of safety and senaity is critical to its quality of life. Therefore, 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 tales; responsive poke, fire and emergency services; safe routes for travel for those on blkes and pedestrians, including routes to school; well maintained ptoperties and spaces; and a strong sense of community that enhances the perception and experience of safety and wellbeing. Nothing Is more important th an teeh ng and being saf e m your community, whether as a resident, worker or business owner. Crime and the lack of effective emergency response systems can negatively affect investment M a community 0 areas are considered unsafe, unhealthy or blighted. To mitigate juvenile crime, youth requke safe and healthy places to meet, along with recreational and work opporMides .Communities and residents also need to be well prepared for natural and other disasters, as the 2007 and 2008 vdldres In the San Diego region showed, with effective emergency communications and response systems. Temecula's residents and businesses expressed strong levels of satisfaction with the perceived and actual levels of safety in the community. Publk safety and the City's low crime rate were rated third out of the 15 reasons that residents parildpatirg in the 7007 True North Survey said they liked most about living in Temecula. Residents rated low crime as extremely Important or very important for quality of life, and rated their satisfaction as good to excellent regarding the City's aime rate. The City's small town feel and friendliness, even as the City has grown larger, were frequently cited In the QtMP community 34 meetings and are en pan a reflection of community safety. Several residents also mentioned that law enforcement is commmurdty- oriented and that there is a high level of satisfallon with police, foe protection and emergency services, The City's projected population and employment growth will necessitate continued investment in public safety in order to maintain high levels of service provided today. Iles includes continued investment in youth programs. The City must also stay prepared for handling the Impacts of extreme weather. such as drought, (boding, and fire, through emergency services planning. (( Public Safety is the cornerstone upon which all great cities are built. Since Incorporation, the City has taken steps to ensure that eating professionals work with citizens daily to provide outstanding public safety services. y7 -Malt Ron RnaMr Goals Clearly, investment in public safety is the highest pdodry for the residents of Temecula. A lesser priority but still very important, is the expansion of teen programming and services, and development of sale and "cool, hip, trendy, alternative' places for teens and young adults (under 20) to "hang out.' At the QIMP community meetings, residents expressed their desire to travel safely thnoughout the City on various modes of travel, including bike and pedestrian trails and on complete streets. The ay ranks high on many'odkators of publk safety and preparedness. The City's goats are to maintain current high levels of service as the City continues to grow, and as it addresses fiscal constraints. Temecula svIR continue to focus resources on sustaining a safe community. The Qty's strategies are based on the assumption that prevention strategies are a more effective and, In the long-run, a more cost - efficient means of sustaining a safe and secure community. Measuring Our Progress How do we know if we are achieving our goals? As noted, Temecula ranks very well an mon measures of being a safe and prepared commrrnity, as related to crime, traffic, fire and other emergencies and hazards. The City has identified several success indicators and targets to measure progress: • Number of police officers per 1,000 population • Response time (average minutes) for fire protection and emergency medkal services • ISO rating (matidpal fire protection rating) • Violent crime rate per 100,000 population • Property ulrne rate per 100,000 population • Juvenile crime rate per 100,000 population • Traffic safety rankings (collisions) — safety for driving, cyding and walking • Number of teen servces provided • Emergency readiness for natural and man-made emergencies • Graffiti abatement 35 Temecula's Safe & Prepared Community Goals for 2030 • Continue to be one of the safest rites In Catlomia and the nation and maintain a safe haven against crime • Ensure that 'unarm for public safety remains a high panty • Maintain a ratio of one police officer per 1,000 population • Promote commrmkyodevked polidng • Achieve a Cie/ 150 rating of 1(1501s a rating system for municipal fre protection efforts. with Class 1 the most exemplary rating and (ass 10 not meeting minimum nitnla) • Maintain a five minute responw ibne for ire protection • Encourage communiy par0dpaticn in pub* safety and emergency preparedness • Provide recreational and other aoivkies for thither and youth that promote socially productive behavior and sate and positive outlets for youth • M andze Impact to life property and the environment from natural hazards and emergency situations • Provide effective enforcement of dry zoning. building, fee and grading codes, and graffiti abatement • Continue to monde a hightevel of public elormation for the coarnumty surrounding public safety and emergency management. The Clty has made progress in many areas as seen in the king below. Citizen satisfanan VMS police response times, low time rates and fire protection and prevention all meet or exceed goals. Most other areas show progress. The status of specific indicators h shown in two ways: The 2007 True North Survey reports on resident satisfacion with the City's levels of service and priorities related to public safety and community facilities, and City and other data on actual seMce levels and rankings. Combined with the QLMP community input, overall key findings from these sources are described at right and are summarized in the Survey Highlights and Indicators Dashboard which follow. Ternecula's Safe & Prepared Community Accomplishments Public Safety • Acton:kw to the FBI,Temecula is one of the top 25 safest titles In California (e12) as of 2010 • Temecula contracts with Riverside County fa police and fire protection services. It has higher outcomes than most tides wile speeding doses to 40 percent of Its budget on pubk safety, compered to budget enpendwres of TO to 80 percent for many other dues • Violent aline rates have decreased by 12.1 percent per year loom 1000 through 2008 • 1 officer per 1,000 tesberts, v is the Clly's goal 36 Police and Fire Protection The City contracts with Riverside County for police and fee protection. There are two police storefronts and foul fire stationsthaughoutthe City. The City meets its goal of one poke officer per every 1,000 residents and is Improving on its response tkne for Part 1 almes (defined by the FBI as horradde, rape, robbery, aggravated assault burglary, larceny, motor vehicle tell, and arson). In addition, the City is discussing the conversion of the old City Hall to a poke station within the nett few years. Emergenq Services and Preparedness • P! City the apparatus are staffed and eyulpped with ablated Ne support capabilities • The City The department model meets NFPA (National The Protection Assodorkn) standvds. This provides for Improved response times, decreases the need for additional on -stone resources, and enhances safety for both first responders and the public • Flood control Improvements In Munieta Creek have improved overall safety and decreased the risk of flooding • The City Rre Department manages the Temeoda Odzens Crops whkh has more than 300 actlw participants vino are vaned In emergency respsese.The pmogm Includes collaboration with an advisory council of businesses, the school c h lla and other community partners • Maintain and uakze public kdortnadon pods such as IMAM 1610 tad* station. Communicant tall-out, able television station, made, email, and sodal networks swooning personal preparedness, as well as. notifications for emergency situations Traffic Safety • Temecula rs the lop City b us class site for oak safety (et). according to the California Office of Traffic safety Graffiti • The Ory's TAG Program (Temecula Against Graffiti) trains volunteers to assist with identification of problem arcas.The Gry responds quiddy to remove gratin with an established goal of abating within 74 Torun of twitting Crime Violent Mime rates are muds lower in Temecula than Riverside Canty although Murdeta ranks better. Violent time per 100,000 residents deaeased at an average annual rate of 12.1 percent between 2000 and 2008. a muds better rate than Riverside County and California. Property acme rates have been similar to statewide figures since 2000, but in 2008, Riverside County had a significantly lower rate than the City's. The rate of violent aime by youth offenders was 50 percent lower in Temecula than cantyMde in 2008; the rate of youth offender property aime In Temecula was similar the County's, although more erratic. There was a spike in the rate of dig and alcohol-related time from 2006 through 2008, but the does not yet show a long-term trend. Residents rank the need for youth facilities and *Tended teen services and programs as a medium priority. Traffic Safety A 2010 report by the California Office of Traffic Safety ranks Temecula number one In its category (does with 100,000 to 250,000 population) for vehicle, biking and pedesttlan safety. TOPIC Resident Inspostanse to maintain low<rime tato Resident satisfaction wmh Temeculat crime tate Reudent Importance to provide fire protection and prevention services Resident satisfaction with fire services hate: Widens mm,as am Iabd M me wee ol utlibnlan or nIIoriry. 37 Bflght and Other Property Issues Temecula has a model graffiti abatement program and also has managed to address the impacts of the lousing aids which resulted In defaults and foreclosures, in tum leading to vacant properties which an become blighted or vandalized. Hazardous Materials The City Fke Prevention Bureau ensures that all businesses In the City w ll comply with all hazardous materials laws and regulations. The Indicators Dashboard at left Hlusirates the City's progress based on performance data for actual levels of service or condlion.There are differing levels of standard based on the type of iodiatoc The actual level of performance is shown for the category of progress addeved. The responses from the 2007 True North Surety are presented below. The percentage of responses for each inflater Is shown in the area reflecting the level of satisfaction of priority. True North Survey Responses (7007) Exceeds Expectations P ogreaing or Is a Not Satisfied or b a High Priority Medium Priority orb • lower Priority pas %) (70.04%) (<TO%) Police Protection 98.4% 91.4% f Ire Services 95.4% 98.3% Safe 8, Prepared Community Indicators Dashboard INDICATOR Meets/6weeds Gods Progressing Needs Improvement Polito Protection Number of Police Officers: Goat 1 officer per 1,000 residents •Progressing• 40 90•.099 officer per 1,000 residents, and "Needs Improvement• N less than .90 officer per 1.000 residents Average response time for police for Part 1 Crimes. Goak 5 minutes or less °Progressing° 45-6 minutes response, and ',lads Improvement Is more than 6 minutes 1 officer per 1,000 residents (105 officers) fire Proteclion and l NIL ent Effective response time for tu. protection: Goal:5 minutes or kss, 90 %0 of the time: 'Progressing is 80-90% of the time; 'Needs Improvement' h less than 95% of the time Effective response time for ambolen., emergency services: Goal: 10 minutes or inn; "Progressing" is 1012 minuted: 'Needs Improvement" Is.17 minutes 150 Rating (fire Insurance Rating) Goal: e3 ISO ro0ngi'Progrosstnq" Is 3.93150 rating; 'Nerds Improvement' I4.150 rating 91.1. of response times 120101 Less then 10 minutes 3.5 demo 1.010 Violent and 010 sect)/ Crone 691 Rating for Pan 1 Crimes In California: God: Ele one of top tan safest styes in California; "Progressing' Is 11-25 seat dew 'Needs Impovement• is 25...fastdUas Number evident alines per 100,000 residents: Goal: decreasing abets more than 23 %; •Progressing• b no !mate in alma (0 ICI - 2.5 %) ;'Needs Improvement• is alma increasing mere that 23% Number Of Property Crimes per 100,000 residents: Goal: decreasing aline mote than 2,5%, 'Progressing' Is no twat. in alma (0 to - 2.5 %); "Needs Impovement• h Increase In crimes more than 23% Rate of youth offresder violent aura, per 108.000vanhPONY Goal: no Increase in alma (0 to- 2.5 %); "Progressing' is decreasing alma more than 2.5 %; 'Needs Imp sovamont alma more than 25% Ranked 1311, 01 lop 25 cities 153 crime; per 100,000 population 2,834 Crimes per 100,000 population 23 crimes per 100.000 population Traffic 5alet• Over (.01tic safety for driving, cycling. walking: CA 0000. of Traffic Safety rating la titles with 100,000 to 250,000 poprdatiore: God: to rank In top 10 dues. 'Progressing' h In top 11 .20 ages; "Needs Improvement' i120e titles ranking Goal: Remove graffiti within 24 houn;'Progressing' Is 80 to 90% of the Umr, 'Needs Improvement' Is 79% or lass of the time (tote: Outcomes Ivied in sir areas of rrogreaa 38 Ranks 01 Graffiti Abatement Sate & Prepared Strategic Priorities (or Temecula 2030 • Ensure appropriate service levels for police and fee potec0on and emergency services as the City Bows • As the Jefferson Corridor redevelops and more development happens In Old Tov9Oowmown vvilh Increasing night life and activity, the Cig1's poking wll need to change auadngly, mdu0ng working more dosely will business owners • Develop commwtfy-based emergency pepaedness programs • Manta :ft safe and atwNve parks, pubik faehlies and public dghesc)•way • Provide dean, safe trails and open spaces • Increase events, programs and activities at parks and communty tenders that provide a positive outlet for youth as a crime prevNWon mediation • Participate In a p,6;Cyhrtrale partnersblp that Integrates a place for teens to congregate within an 05101 i0mrnl Zone at the Promenae Mail • improve seek beds Mudge site threat of flooring • Plan for other natural hazards and em0gendy situations 39 Strategic Priorities The City WI continue to focus its resources on sustaining a safe and prepared community, in all dsnensions, Other Potential Indicators Additional potential Indicators for a safe and prepared community could Include: • Active participants in the Temecula Citizens Corps (for emergency preparedness) • Community IblidnyNeighborhood Watch involvement • Reduction of hazardous materials A SUSTAINABLE Cit CORE VALUE A Sustainable City What is a Sustainable City and Why Is It Important? Si/stainability can be defined in marry ways the following definition captures the most commonly held concepts: 'A stainable community uses Rs resources to meet parent needs while ensuring that adequate resources are available to future generations 11 seeks improved public heakh and a better quality of life for all its residents by grating waste, preventing pollution, maximizing conservation and manning efficiency, and developing local resources to revitalize the local econany.'v A sustainable city is one that conducts its dad) business and plans for the future dedicated to these principles, and encourages and supports residents and businesses to adopt sustainable praedtts.A sustainable city also focuses an the interconnectedness of three vital systems- a prosperous economy, a healthy enoaonment, and an equitable community - the Three t's. Cities, businesses, households, and institutions everywhere are moving Inaeaongty toward sustalnabikty. This movement is growing because of concerns about the viability and availability of the mural systems that support healthy people, places, communities and economies - inducing our wit water, energy, lard and habitat resources. New regulations and policies am also requiring that communities address sustainabity, given the major resource challenges facing California. These trends are driving innovation in the ways we use and steward our precious resources and develop our hilt eovirormentlhey are spurning new products and services in the 'green economy, which in ben is increasing local economic development actively and helping to position our businesses in the global marketplace. They present the opportunity to create many savings for households, businesses and govemmenls from Inaeased efficiencies - whidn can be reinvested in the community and used for other imp oiam pdodues, and to move toward energy self suffioency. ' Owen, Ircieaet)ayrNanwtruMnabletsrM swIsuaswMtde•kceeok it 47 Goals Many of the things that residents value most hlgby about kvirg in Temecula are directly connected to sustanabfkry. Throughout the Temecula QLMP community planning meetings, residents repeatedly said how much they loved Ote City's beautihsl surrounding environment, vistas, open space, mountaku, dean water, high quality parks and dean alcThe City benefits from the unique Rainbow Gap, which allows air currents from the west to provide better ale quality than in many other Southern Caluorrda communities This makes Temecula a popular location for hot air ballooning, grape growing and winenies, Important features of Temecula's character, identity and tourism economy. Temecula's Goals for 2030 • Be the most susralmbte dry In Southern California - one Oat uses focal resources eflectic eft and efedendu, protects the Ciy's residents and endowment develops a more diverse, green and competitive economy. and *roves the fvabily and quaky of life fa al Is residents • Enure sale and suffidem water supplies for the 21st century, through conleiued conseentton Deduced per capes use and retydi g), 'uhasrructae improvements, and potectlan of 100 year loodpaais in their natural stare • Maintain the eny's high level of alt quaint 1. G the most sustainable communities are the most diverse. They have the vitality and creativity of the youth. the wisdom of the elders. They offer great jobs, entertainment. culture, recreation and housing choices Ina way that Improves the erwiromnent and quality of Ole. This Is a raciness we want for our community. 9? - Clulwakaq M.ryh„h• Measuring Our Progress low do we know 11 we ate achieving ow goah7 Temecula continues to lead among California dues, adopting a Suslanabikty Plan In 2010 -The Plan Is intended to help the City reduce operating costs over the long inns and encourage and suppon iawvation on the part of the public seam businesses, households, and institutions. This comprehensive program Is a Blueprint that involves programs and strategies to: • Achieve better air quality and reduce greenhouse gas emissions • Conserve water and energy • Improve the quality of water in our local creeks • Reduce urban runoff • Implement tow Impact Development concepts • Capture and use storm water • Promote dean energy production • Encourage green buidd'rgs • Preserve the City's parks and naease open space, natural habitat and padlands • Reduce waste • Promote smart growth and expand aka native transportation opportunities 43 The purpose ol the Sustainabdity Plan is to help the City monitor, end it necessary. as ust its use of natural resources, thereby allowng the City to maintain its higMpvalued quaky life well into the fumre.Mlpokydecision have implications for the long -term sustakabflay of the City. Priontizi g of sustaeablkly Issues is balanced with costs associated with programs. There have been several accomplishments to date and several programs are underway as shown In Temecula's Sustanability Accomplishments fisted on the banning page. The Sustakwbllky Plan established 2007 as the baseline year Inc tracking progress The Plan indudes many indicators and targets to track the City's progress toward sntainability, although baselines la several indicators still need to be established. Once the baselines are established, updates need to be conducted so that progress can be determined, and that data is not yet avaiabk for several of the indicators. The status of the indicators for which data Is evadable is shown in turn ways: the hue North Survey reports on resident satisfaction with the City's level of service and spenmig pfallfes, and City and titer data on actual levels of service and progress. Combined with the QLMP community input, ovecal key findings are summarized below and shown in the Survey hlghkghts and Indicators Dashboard. Parks and Reoeation assets are discussed in the QLMP's Healthy and livable Communities chapter and smart growth and expanded transportation akematrves are discussed In the QLMP's Transportation and Marty chapter. Air Quality the general Southwest Riverside County region is not in attainment fa state and federal standards for ale quaky. It Is generals/ acknowledged that due to local an currents and geography, the City does enjoy better air quaky than surrounding areas. Maintairing the high level of air quality h a strong priority for residents. The South Coast Air Quaky Management District has set up a monitoring station for Temecda to determine baseline air quality standards for ozone and particulate matter 2.5 and LO In the immediate area. but the data will not be available until early 2012. This Information wi provide an important benchmark for lernecula. Tetnecula's SustainabibtyAcCnntplishnlents Air Resources • Greenhouse Gas Ernissioos IiueoIo to establish a nurddp4F operations baseline fee (02, and Climate Action Elan to reduce de City's carbon footprint (udenwy'r Energy • Munidpal Fach4lies Enag7 Retrofit Program (under developmen0 • Residential Energy Efficiency IaproyemeM Program through Wetem Arsenide Coanoi 010m/cements (WRCOGI undemnq Green Building • New (Mc (ere developed to achieve the UT. Green Builing Countd's leadership in Energy and Endronnenul Design (1Ef0) ceni8atbq 5utudrg a ptbwmitak system to pave the Center's paddng suuaue • Adoption ol'Green Belding' poky waking al new mu ldpatyawned Wirings to be bolt to IEFD Certified staxkcds T (0I0 perk Cram IEED Cert(lkd 601d Mg (2010) ka addeand Mn,we gat( ea erg's tutor xaley W. ek nh pMr seas m sd as armakd Wewaaa fir• rw•.ory.ly tian9lmerJaC arre cansProketAtlly Open Space, Habitat and Parklands • Clow to adeem g I lie Legit for 30 percent of Gy lards to be preserved In open space and pasts (more than 2.800 acres of open span) • Acquisition of 125 acres to protect the Estag mint Are; and 5S noes of limeade Creek Flood Plain • Annexation o14.200 acres of the Santa Margarita Ecological Resent • Planted 1,000 mw bees since 2001 • Adopted a HeRage Lee (Amami Waste Management • Waste redatico et 4.8 pounds per person daily m 2008, in ashram/ of to State nundate d 7.0 pounds per pecan by 2070 • iodation ol Planet Edda storm embfi g papedess tiding ant puchning • RaycFng of veer 80 percent of rom0uc8on waste that wood have gee to the 011.08 WateAesotrces • Adoption of ware: elOrsent landscape standards (monk)pal code) • Redainedd votes use and replacement of be) with drwghbtolean landscaping co City Inds • Retpirktg ate lard development proems to install sole- spedfc water quaky lad ties that reduce roeolf end roman pollutants • Mapping of ate water courses In the City • Decease m per capita wars use in 2009 by 27 present sine 1999 -2000, (excluding agriculture) Transportation • Also a key pert of the City's Sustalnabliy, transportation Is addressed in the Transportation and Motility sealer of the Master Plan In edition, the City established the greenhouse gas emissions baseke year for City operations and the community as 2007, and completed the analyses in 2009 and 2010. herds will be monitored In OYeyem inoements as data collection is a complex i denalorg, dependent upon muhipie data somas and Intonation from man/ partners The 2012 updates wit be completed by 2014. The (dy is preparing a Cknate Aaon Plan which wll help to esl abiish'eduction targets. With these baselines, updates and targets, progress in mainaeing high ai quality standards and reducing emissions can be monilaed. Energy Use and Clean Energy Generation the City has established a baseline for City Iodides and Is making progress on redudng energy usage. The comnenniywfde goal focuses on reduction of energy use per capita. The amount of renewable energy generated from energy retrofit projects Is being tracked and mapped,Tle mapping reflects the time frames when houses were built, with the focus on older homes, because the Nggest impact will come from retrofitting these less energy efficient buildings, bulk before energy standards were incorporated into toiling codes. Mary new Musing units have solar energy Installations included. At the QIMP community meetings„ residents expressed interest for the City to be a leader in renewable and dean energies and adoption of energy elftdencies. Open Space, Na0mai Habitat and Parks The City 0 dose to achOnng its target of 30 percent of Clly lands to be preserved in open space, habitat and parks, reading 28.9 percent in 2010. Survey respondents said it was a median primly for spending to acquire and protect open space and natural habitat. QUAP commurdty meeting panidpants expensed a strong interest in these Investments and acquisitions. True North Survey Responses (2007) TOPIC Resident aou, on with trash and recycing service • To acquire and protect open space and natural habitat 82.740 note ReN•nt,00g,.r• l■tea h IM one oe W RlMkn a peu,ar, 45 Waste Reduction The City has exceeded the State mandate of 7.0 pounds of waste generated daily per person by 2010, with 4.8 pounds per person being addeved in 2008. Residents expressed a high level of satislaction with the City's trash and recycling service. Water Usage Reduction/Quality The regional water basin Is very complex which makes tracking usage, conservation and quaky a challenge. The City's water supply b a mixture of potable and reclaimed walec the amount of reclaimed water available for reuse is a function of how melt potable water Is used. Overall, the community Is making good progress on waler usage per capita, redudng usage by 27 percent since 1999.2000.In addition, the City is commuted lo ensuring that the quality of water In the local seeks meet the designated 'Benefidal use requirements listed in the San Diego Regional Water Quality Control Board (Regional Board) Basin Plan for the Santa Margarita River Region. Currently water quality data is collected at eight monitoring locations, with aditional locations proposed as recanted per the City's new NPDES Municipal Separate Storm Sewer System (M54) Penh adopted by the Regional Board on November 10, 2010. The responses from the 2007 Inn North Sunvoy are presemed below. The percentage of responses lot math (81cator is shown m the area eftecting the level of satisfaction or Monty. EYee•& Expectations Nunrsvain8 or I • or b 0legh Privily Medt•n Rlortty (eras %) (7044 %) Waffle ReduCllorl 96.9 Not Saebned or Is a taw Monty ( <70 %) Patin, of Residents endin P11080fes Sustainable City Indicators Dashboard INDICATOR Dim - Oso and Clean Cnei • Generation City DOM., energy usage baseline. Goal Decn•teng towel Coronurwtywtfde energy usage battik»; Goal: Reduction per capita Kilowatt /megawatts of renewable energy generated Goal: !meowing trend O ren 5 mace, tiarural 1 1.11.1 and Pork Preserved Open Space Coal 301C of City In parks and open space Waste Reduction 3010 State baseline of 7.5 lbs. 011150.0.00 per Perw0 Goal tteeed Soo baseline Water Usage RvducDOn'Qualn Community wage of potable water par capita Dion Agnwltae1 Gal Dante In usage City facilities batenne usage of water, Goal. Decrease in usage Goal: Reduction of urban runoff — decrease Goal: Improved water quality in Cecelia Roll Outcomes Rued lath. ere of progesc Mufti/Weeds Ga4 prognostne 4.8 lbs. per person Down 27% (since 1199 - 20001 28.9 /seeds rnpco•ment The Indicators Dashboard above illustrates die City's progress on performance data for actual levels of service 01 condition. There are differing levels of standards based on the specific indwtor.lhe actual level of performance 01 status is shovm in the category of progress achieved. Strategic Priorities for 2030 The City's priorities to athleve its smlaklalolly goals for 2030 ate listed below. Water Is and MI continue to be die greatest containt to future growth and development in the region and throughout the West lie uncertainty of future water suppies will impact services and quality for households and businesses, and the City's abikty to maintain parks and other tadities, support the wine/ grape Industry and a vibrant tourism economy, and ensure a healthy ecosystem. Among other issues, residents will need to recondle their desire to set aside and maintain high quality open space and natural amenities with theh wdlingness to invest in these resources. Other Potential Indicators As the City implements the QtMP, it can add additional Indicators such as the folkwing, espedally as baselines and data become available. • Air quality for ozone and particulate matter 2.5 and 10 (data available by 2012) • Greenhouse gas emissions redactions from dry operations and cmmnrnity wide (data avalbtfe by 2014) • f nergy (kilowatts) saved from buitdng retrofits, residential and commerdal • Number of alternative fuel or advanced technology vehides in the city's fleet (target -10 percent of the fleet by 2020) • Volume of urban runoff (lager - downward 1100() • Quality of water in our brat seeks (target - upward trend) • linear feet of unlined water courses (target - maintain status quo) • Conversion of norkacivity areas to drought tolerant landscaping (bagels set) • Healthy Tree Canopy (establish an Urban Forestry program by 2015) Target: Increase tree canopy. (City was awarded a Cal-f ME Green Lees for the Golden State Grant to plant approximately 700 trees over a 2 -year period) 47 feineculd's Sustainabnbty Strategic Priorities for 2030 • Reduce potable 90.505 consumption dtyMde Ihra41100Senaun and recycling, using and promoting the use of drought tolerant plants, reclaimed water, and stain wane rated for laduaping; rninimizing non-essentlal turf; and applying other n02 sir practices and tednobgks • Reduce the volume of and pdaa0S w whin runoff that Au the bmoltdal uses of OAK local seeks, restore our natural watllwa/s, and protect our groundwater recharge areas • MMx target areas within the Dr's Sphen of influence (when economically feasible) and protect and maintain open space 35931 within the annexed arras (espedaty the Escarpmeni). Complete the tads and bdeerws, inducting along the Santa Margarita River • Couplett and implement One C(0's Climate Action Plan • Maintain area enhance de City's nee canopy - the 'urban taws' • &comemnnontare to aton fa snlaeslbte twig*facltvad t and Temecula as a center roe derebpment of gran bolmesses ant lobs inducing In the renevable energt, mew e19.iee S', seen burring and sustainable tourism bduury sectas.The green ecotone, is growing faster than other senors of de economy and dean technology bwessas and tnaeptmws seek iocatians that align with Yuen missions and as wtr as those which oriel complementary Ile A •Aistainable. trancpcntation cysten' Is one that meets people's needs egwtably, fosters a healtt en:irnnntent, incirulr- balan,id systoni m what th,• prnatc• v. -n.le• noel public Uansportanon, bicycling and y,ralku q arc .111 vrabl,• ulrlinns, •,nd can be maintained and oper,iten efleitrvety over time TRANSPORTATION MOBILITY & Con nect y CORE VALUE Transportation Mobility & Connectivity What is Transportation Mobility and Connectivity and Why Is It Important? transportation mob:bry means =noun people and goods eMidently,, safelyandcast effectively throughout the community and the region, by having transportation chokes and well - planned networks, Connectivity means providing residents with access to good Jobs housing choces and neighbohoods quality schools and medical Wc]ide% shopping. restaurants, recreation and the goods and seMces that make a city desirable and livable. It also means making swe that everyone has equal access to these assets, The Wand Empire, Western MNrside County and the City of Temecula have Brawn rapidly over the past twenty years and high levels of population growth are proleaed to continue. While local and regional policies emphasize the development of more quality Jobs withvm the City widen City of Murdeta (the 'Twin Cities') for Temecula's residents many reudents must commute to jibs elsewhere, mndudng San Diego County. These patterns lead to long commutes traffic congestion, air pollution, and strains on family and Individual lime. Congestion and uavd delay add W to significant costs in lost padu1Mty for businesses and mcreased costs far both households and businesses Data Indicates that congestion In the broader region dropped recently due to the recession, but as the economy recovers traffic and congestion will Increase The newness of Temecula's Wrastruaure was rated eighth out of liken reasons by residents when asked what they liked most about Wag In Temecula In the 2007 True North Survey. However lining t1e QLMP planning pours Temecula's residents leaders and businesses inducing thou n the tourism Industry. expressed concerns related to spedfic traffic congestion, connectivity within the City. ava8adity of uansporta0on choices, and the availability of funding 10 meet future infrastuaure and servke needs. These concerns must be balanced with maintaining existing streets at t high level of quality that residents experience today and expect for the future. Goals The City's Transportation Mobihy and Cannes goals for 2030 address Infrastructure. uanspatauon system building, smite levels and job creation in Temecula and Me Twin Cities area. They reflect the understanding that the Gy and teg0wml agencies are making contlnual investments m vampatation infrastmcwte, but that many projects take several years to come to fruition and competition for scarce financial tesouues will be a dlallenge. The QLMP process Identified several key freeway Interchanges and Intersections within the City whese congestion relief could be improved. With the Coy biseued by I-15 and Menem Creek, and because the Clry's completed roadway networks and transit access are limited, the ability to travel easily from place to place on welkonnected streets and bads also Is an extremely high priority. Particular emphasis was placed oe Inueased connectivity and accessibility to Oki Twat/ Downtown,Wlne Country. and the City i many parks nails and open spare areas Temecula's Goals for 2030 • Coordinate land use and taeapMMiai to mate a balanced, main. intent -id Damnation Tom • Increase transportation and mobility options that pronde a valet? of chow • Expand and valiance the baopsNtian network by compte0ig missing inks with appwpiatelysized steee • Establish a connected pedestrian and Ncyde taasponNkn mum • Maid* a Transportation teed el Service D or boner an the Otys roadray network (a common god to urban sweets dining peak hood • Promoteiab growth in the Twin Gtles area to reduce On commuting Transportation Improvements, Inducting transit and rail, are needed to ensure that the community's transportation needs are met both now and In the tenure.) ) - new in robe. Residents and dry leaders envuia 0 a future whew a Oy transit center would reduce dependence as cars and provides chokes ion alternative modes of transpatallon, such as a Ink to High Speed Rai, Metro link or Bus Rapid Transit via trolley cars, street cars, or express buses Temecula could be one of the most Mrycle1nenrly cities in Sather California.M thesawe time, there are significant gaps for achieving this vision. For example, only 57 percent of the miles of bike lanes targeted In the City's Bike Trails and Paths Master Plan have been completed and only 28 percent of the planned multipurpose uvis are complete. Measuring Our Progress How do we know if we are achieving oar goats? In addition to the uampoelatlon goals outlined above, the City's Sustainabllty Flan also idenllled several areas to measure, and several success indcateis and targets they ale combined here to exktde: • (whiten/maintenance of local streets and roads though a dedicated investment in an annual pavement management system amt Asset Management Plan (AMP) • Traffic Corcpstion, knluding advanced traffic signal eoordnadc e technology and completion of missing roadway Wages • Multi-Use Trails and Bikeways Master Plan targets • Walkabdity ratings • Doe (pedamance measures to be established m 2012) As seen In listing at tight. the City has made Fogless in several areas. 51 Temecula's Transportation, Mobility & Connectivity Accomplishments Highways and Roads • -15 lnurdwgt forewomen atWudreter Road, Reath° Calamine Road, and Slate Route 79 SoukOverbrd Dine Omruossig • New Ermdivaley ParkveyImerdnnge NOM Phase 0 expected to begin 011101hc800 In 7011 • Old Twin from St let andNkasnuoure Improvements; Periwigs Parkway and Rambo California Road Widening Profea0 Diaz Road Realfgnmm( Dew Mine Signals M Butterfield Stage Road, Meadows Parkway, and Rancho (Mamie Road • Implemmtetbn or Maptve balk Signal Coardnation Prefect Eady 2011 Transit and Bikeways • foe City Daley Ilioerestcna'mm evade Mal) • Bizways and Mulch alb Mauer Plan and Trail Map • Moneta Creek Mdu?urpose ta4 Jong Ivor Road at Mudeta Creek Walkablllty • Cry tmestraenO have tesuhed In Old Tow aDow enwm meeting na0aul standards la mutability. Job Growth and Cormwlfeg Patterns • Cdlebora0aowlhWesteae IBmsideCounol of Govemmenb and other partners on legcnal eanspaubonsobaonn and strategies to create wore kW jobs Inky Industry dusters 0-I5 Interregional PertanNp- Swan 0rowh ConceptWoeb gGroup) The status of specific Indicates Is shown In two ways: the 2007Irue North Survey tenons on resident satisfaction with the City's levels of servia and quality of aansponallomrdated Infrastructure, and City data on actual sendce levels prodded. Combined with the QUIP community Input, overall key findings from these sources me desaibed below and are sleamrbed In the Survey INghligfds and Indcasas Dashboard wldds follow. There is some variance between resident percepdan and actual levels ul service, and resident desires for high levels of seethe but lower levels of ranking as a lurking Malty. Maintenance of Local Roads and Streets Almost 87 percent of survey respondents were sadsled or very satisfied with the maintenance of focal streets and roads. It w41 be important for the Cny to give priority to the maintenance of Rs existing roads and Infrastructure to sustain this standard for the nett twenty years and beyond. Traffic Congestion and Circulation Sightly less than 70 parcel of survey respondents were satisfied or very satisfied Mt the City's efforts to Improve traffic Natation and tedxe congestion. and almost 96 percent said It was a high spendng pdadly to fund infrastructure :nprovements for better circulation. Howeva, residents' perception of congestion was at variance with the City's data, which shows that with the excepfian of a few 52 Intersections, Temewla's transportation system Is operating well and with little congestion. 01 the nine roadway segments regularly mon0ored by the ieme nla Dept. 01 PudkWorks, six operate at a level of ServkeA, one operates at level of Service 8 and the remaining two operate at a Level of Service D. Most of the 157 roadway segments weltered annualy operate at acceptable levels of service. Bike Trans and Pathways Temecula residents' desire for expanded and connected bike trails and other pathways is wry sung and they are satisfied or very satisfied with the maintenance of erlslhg trait and pathways. I loweyet their pnality for spending to emend and Improve the network of recreational trails Is less than 60 prank, and muds work remains to complete the network, Walkabilfy Old Town/Downtown Temecula mat the National standard fa being a walkable area, side the average lot the City ranks muds lowec due to more low density and less compact development In the newer areas of the City. Transit Resident satisfaction with public transportation nerd shuhle services In 2007 shoved a need for improvement. whh 733 percent satisfied or wry satisfied. Pubic Vomit ridership In Temecula increased at a faster rate (17.2 percent annually) than population growth (5.9 permit annually) since FY 2001.05, although recent 2010 data demonstrates a significant decline In ridership which is likely due lathe recession. Nowewt the free Fimveston Dailey route which has seen ridanslep for the Trolley Increase by nine percent compared since February 2010 when compared to February 2011, and up 13 percent fiscal year to date. lob Growth and Commuting Patterns In 2008, only 23.3 percent of Temecrda's employed residents wodrd In Temecula. Less than 20 percent of the jobs in Temecula were held by people Irving in Temecula. The percentage for local (cbs increases to 28.1 percent wlsen jobs In Madera are Included, considering Temecula and Murdeta as the Tvdn Cities lob shed.' A 2007 survey of Western RNerskle County commuters showed that nearly 84 percent of them drove to work alone. with another 12 percent ddwrg In vans or carpools Less than two percent used pubs transit. These patterns are a conldb ring factor to congestion. True North Survey Responses (7007) TOPIC Loral Strecls and Roath r,tootroonlo .RNdenr»nafadien Wth ma Mt. ice of local streets and toads Iratht lall1Slnon'( utulalunr Rxvdent satisfaction with ellorb to Improve traffic melon n by Improving roads and Intonoctlonr.,l;nal um:n9 and other •••••• Rn•ent mile/action with mo:ntenance of 8lke Walls and Pathways Resident Satisfactory with public transportation and shuttle servkes man spending pdo.lty for park and tide fadlrtes • For Infrastructure Improvements to Improve tratec tlrculatIon: • Expanding and lmpraving the Crays Network of recreational tracer. ^ N•te eladontaanar.» WNN W ars.•r.wd•wa, a rvkM. 53 exose•Is Expeat0oru on Is • IMO Prlany (>850 rvogr•s•sr•p oe h a Madam Notify (roust Not Satisfied orb• Cow Mork (saws ) ei• a 1r.ht. pathways and Wad l ability Transit R.lnnq of Rewdent 5 lcndmg IY,nnises The responses from the 2007 True North Survey, above, show the percentage of responses for each imitator In the area reflecting the level of resident satisfaction. folowed by their priorities for spending. The Indcators Dashboard below illustrates the City's progress based on performance data lot actual levels of seMce or condhtan. Thee are differing levels of standards based on the spedic Indator. The actual level of pedonnance a shown in the category of progress achieved. Strategic Priorities lemeuda's residents and kadersdearly Identified several key pdodties to achieve the City's transportation mobilky and connectmty goat- Accomplishing these priorities also M1) help the City meet its susrainablMy goals and become one of the most welcoming, livable and bno0We Wes In California. To doso. the City's transportation-related planning, design and Investments MI need to prepare by: • Planning for continued population and economic growth. • Planning for demographic dwlges.Even though lemeoda's population growth has In large pan been dMen by families with school -age children, the City's population Is diversihing demographically. leading to additional needs and market preferences, especially for the Boomers and Gen Yers (ages 71.30). • Meeting new state and federal regulations and polities requiring that communAes reduce geedlouse gas emissions and promote susainabdiry. New programs and resouces ere providing incentives for communities to better link transportation pla ing all land use; expand choices 1101 uasect, Transportation Mobility & Connectivity Indicators Dashboard INDICATOR *sods NNW'S7 *Aid P1u¢•uln 0 Ide•brEaraada Gott local Sterns it d Roads Mannenanee Goal: Ensure met 75 percent of Cly'.laaw rides meet tie ssee* PO Gana:id tPawmant C00 /111 n Index; o170 6.11111 tuns eslmmltrtul3110o Goal' Insure 0510 of ententcuom *tong the ro.dner n•twora defined W the Cinul•Uon Illment tie the General Plan operate at • level of 2.10110'0' of belief Goal: Ensure 90% of Me road segners0 along Use roadway network defined by Ow bnol.uon Et.ment or tbe General Plan operate at• Level of SeM1•'Werbelay Bike trails: Palhwa and Watk abiln Goad Complete loo miles or Bikes Lane. - show Increase from 7011 baseline Goal: Complete 73 mgr of MoltlpmrpaeTralb -show increase frrm 7011170se10,. Goal Maintain a'Very Walkable• rating fee Old Town; 701910 a rating al 'Wry Walkable' based on Walk Score, Goal: M•Intam a 'Walkable' Rating fora 00 n.lde average; 50.19 is a raUng ul 'Walkable bated on Work Saone I.or than SO bwery 0.1 dependent Goal: Increase transit ridership by 5 portent Goad Increase interregional transit ridership by 5 percent ma.: a.uae.t.f. kind 0.v. at proym Man pedestrian nails and non -single cur occupancy; and promote High Speed Had where annexe*. • Taking adranlage of new communication ledtnobgies and inoratlons such as alternative luel vehides and 'smart' transportation systems - adddanal resources that will help manage transportation demand and improve choke. • Wakng with local and regional tratspalaton pedant to leverage existing resources for all available transportation modes. • Supporting local and regional efforts to enhance transit opportunities, including tnansk mates and park and ride Ia rides. • Pursuing IGwer-tost. high- benelk papas that address congested locations. maintainer Improve safety. and an he implemented more quickly loan lul scale depots, • Bulldog Interconnected bicyde and multipurpose trails one system at a time, with emphasis placed on removal of travel bathers and safety for bicydists and pedestrians. • Dedicating funding to maintain the City's infMStructore end transpodallon systems to maximize Its usolul lire and apImize public safety. Acrompbshi g these strategic Marines Will require collaboration vadl many patinas. Effective cdlaboraUon is the halmak of the City's success thus far, and w81 continue to help the City achieve its goals for the next 20 yeas. These acdompisfinents wig increase Livability; improve peoducteiey; provide opportunities for more healthy lifestyles; bete cornett lob& housing, schools, reaeahon and other serwces; provide for Increased accessibility; and improve The ' return on investment' or transperlallon infrastructure investments. Other Potential indicators As the City Implements the QLMP. it can add addtional Indrawn such as the following • All residers living within Vi mie or 10 minutes walking distance of an activity node. • Pedestrian, bee and transit performance measures for an interconnected network. with access to ua05it. • Pe1Cent of nips by mode of transportation. • Changes In commute patterns by expanding pb growth closer to hone. Ss Transportation Mobility & Connectivity Strategic Priorities for fernecula 2030 • Collaborate won dv Co my the Pe lznga Lend of tubhtro BNlam and Mtle local and legio001 paws on metal mfrastnIchav planning and investments. M.jar Pp•ds thst support local and Iegiooal uannpalaian Oats Include the new fren&Valey Paowas1-1 S Overoosag and bandana Project (Phases I and l/; the Nnnthester Road1 -I S Interchange enroll ramp& the ElSfstate Route 79 South Ultimate 4kndange; and the Westem 8ypess Cookko • Compete the misdng Mks of bike bail and padaroys as tdaorlfbd n the Master Plan. Identifysenainily incomplete segments of Class 181ke Lan& Trap and Class I Bike Lanes and kra0paal, points Into Me OR budge) • Enhance the Costs Sale Routes to School Pings. • Redevelop doe Jefferson Cerddoe as a bansitdeoed develosawnt RD) destination vdth naadpk activity nodes Mcloi g foamier!- sewite0 ho1•W 10111000010. Ight ndasulal and relsdeneal has tiratkn9 to a neaby Lrandt ra0el and the Rancho Ca0nrnh interchange and old TommRkmTdmvn at the South end of the candor • Secure abler commuter rail and dewed 4121 taretWonk with the RhrersiSe Transit AUdnMyMYR to improve colridMM be0ren neighborhoods and cameo. Mn Imes • Coemin.1• min stakeholders to propm aWaoe Country transportation access and a tasUurane plan • (emanate xith stakeholders to develop a 11910004 commuter aI1pat • Increase home loan jobs h the Tenn Cities aea (Temeculadauniet) and the Mare of eras o aglaol industry deniers to reduce me and for commuting and laprar the base of wetly fobs Checking the insults of o decrsmn ac)arnst its nxpectatrnns shows (decision makers) what their st enuths an'. WIWIe 1heV no'ri to Imp/fly. anti where thr.' for k knowledge r.r uUrnmahnn. ■ ACCOUNTABLE & RESPONSIVE C 1 ty Government ,a. CORE VALUE Accountable & Responsive City Government What Is An Accountable and Responsive City Govemment and Why Is It Important? Temecuti s sueng1hls Its people. The City is successful today because of hard-working mmnneutyan1eded residents who haw shaped the Crry and have chosen Temecula to be their home. They ate deeply committed to their conmudry and rte vile a rehable two-way camudcatien eff0n ham their City government that provides Information on issues vial to this relationship M accountable and responsive City government is one that sets a standard for excellence In the governance of she City. it embodies leadership that Is accesslbte to residents. businesses and employees transparent In its decision making; committed to the effective and ei0rkm deivery of senates that the cornramity values the most and Is a steward of the City's human and fiscal musters It demonstrates a arum of leadership that helps the comminity navigate through charge It also provides an opportunity for oesidents to be engaged and Invoked In their conmramty. In its twenty years as a Gry,Tmeaila's C Government, in partmrship 0th residents have set high standards for excellence and dear priorities that have made Temecula a great plea forms wed and play. the Gry has striven to balance these aspirations with the 'tallies of resource constraints and competing demards guided by deliberative processes that Involve I stenkg to the community, setting dear and achievable gods, making careful Investments being adepliet 00 changing condiffons. and assessing omcomes to improve future performance. Goals The Clq's meat goal Is to build a RMatpsound organization which responds to the ospectatms of its constituents, maintains seMce standards delimits senses In an efficient and effective marmeo. and Is constantly staring to be better and mole productive A key element to achieving this goal Is the creation of a plan that 000 establish a longterm view d the appropriate Intl of costs needed to maintain City assets at ending ahoprovd le tsdquably fa roadways perks and public bWWng% to t year 2030 and beyond. This Asset Management Plan wed be cornpkted In lenm <Ida's Accountable & Responsive City Government Goals for 2030 • Mamas a unwind orb Matlt almost= Mich responds lotto own9eg needs "nu of to w.amaay • Ceram ad MOM a erer=t?nsnt0aandal rmeraunent to prtect City asset through the brplerrematon d a brimless Margemmt Plan • hpand the ten= motormen system that mmnen and=awnns die cog an'zation't Medher,m0 mins bedgetng dcoskas and assists to Gry Cooed In rutin intoned policy nations • Provide tie tiOsit quaky el see= ro as members cf trocommudyor tim most cost -Wed= rare • Promote Renovate and adapt tednology that ertances venation or &m ode earn so adamutren and dna • Preside tenniumly prokssiond stokes and Id on:aeon m animas and consOtunts in the commune CC "I truly believe that one of the things that sets us apart is that good (Hies don't let things happen by accident. One of the reasons Temecula has been successful Is that we plan very well. yy _, Up (Pad Y.av Measuring Our Progress Flow do we know Uwe me achteing our goats? In the 7007 True North Survey, residents rased highly their sathla with the job the City is bbd g to provide Cky services, the City staffs Imhof customer state, and specal evens within the Gry, At the GIMP Comm* meetings, resfderes also agessed o y enara7y high keel of sotshcdon and appreciation for the City's high quairyd fife delrvrsy of soafom fiscal caditko, and resporuhnness al/accessibility to Cry leaders aid Goy staff Mover aspect of responoan goverment is the level of deden engagement In the Gerc ite d she community and the opportunities minded by the CM. To ensure that the Cily continues to memo Its effectiveness in meeting cnnmdniry goals to CAy Is developing the following indicators to measure progress toned achieving these goals: • Cost of airy services per capita • Cary Bond MWg • Number of full time staff per 1,000 residents • Genial Fund reserve • Reeves —sales tax and transient occupancy tax • Number of pbk safety personnel • Registered voter surest • Resident participation his boards, cansvissions and other leadership actn0es • Volunteerism at Cfty programs and Iadbles Ahhough marry of these Indicates have not yet been tangy hatted by salt the City, since its incorpaation, has actively punted e(xient and costtlledke government as shown at fight 59 tenter ida s Accountable & Responsive City Governinenl Acconiplithincots IRA Stability and Effectiveness • Mani*, an A• Bood cede Mfg • MNaaned a =mom 20paart bodgn nom is Iasi layers • Marooned for melts= In budgechg rorboth annual operatep and weal wprowmwd budges esen / ens 00001990 • Prowled a roky Motor budget owrdaw • Atwmtyone yeas history of Annual Carta fund krwnser olxays eweedey General Fund fayerses • Om de past tinyeas the (tykes lowered Me per capia coin of Feovory senses *tie aid* same We oedaaney a hgh nmdard d Bence deism • fox Goaal Food debt lend ad no antkpded debt needs * tie medium tan • Very suong Mandelpedomme and bud hair= position Resident Engagement • Fguen City nesdeou away oe Ciy Boards aid Conm Lions • The Cm's Toth to Gowrmwaprogm provides mentoring son leaden* derehpmen of the Ce(s your, • Atrial of 984voladeen awn City mom= and facil0rs kgVreg n appeorinatM 19.000 horns As noted the keel of revdent satisfaction with the operation of the City is high The City panties numerous opper6mitks far engagement d residents m many [Afferent types of eatables, which m turn fosters accountability and sacral cohesion, The True North Survey Data is combrrad with the CAMP rommeMy input and tiller research, *Oh key findings summanred below and data pawed in the Survey highlights and Indicators Dashboard which follow. Cost of City Services Per Capita The City has been able to maintain a gable cog of prodding services per capita over marry years The City's Cosl of Cfy Services per Capita for 2011 -12 is 5523.40. Number of full time staff per 1,000 Residents the City has 1.5 staff per 1,000 residen%the Cry also experiences a low ratio of sail turnover Mich provides continued stabiky for panting and operations General Fund reserve The Cry has maintained a General Fund IeseIoe of 20 percent for sixteen yeah and has a secondary reserve, City Bond Rating R.e City has maintained a bond raring of Av. and is strmng to improve R to an York Resident satisfaction with the 'makes eh. Cray is providing RnId.nt satbanlon with Oy staff customersaMc. R.dd.nt satisfactionsoth.pedal event: - Redden, satbfaden with CRY, communications efforts tMoogh newwletten, eh. Interne; and other muss Naha; Ronda. rWb,mp *mama wt.. am et mom. nd. Revenues Sales tat and transient accupanry tact (TOT) have been variable. Sales lax revenues have decreased on average, at an annual sate of 2.4 percent Sine FY 2006/07 (through 2009/10/ reflecting the impact of the Recession. The TOT grew on avenge 10,3 pncenl 0010 0 konh 1996 /hough 2008 and increased by twelve percent in 2010 over 2009. The increase in the TOT generated from slays in halal; molds and other lodging, Is party due to an Nemeth In the number m rooms The Ciy has the lowest TOT rate (8 percent) of all tides in Riverside Cowry. Mots revenues over 51 million. In addition to the TO; the City has lamed a Tourism Improvement District that assesses fait percent of the roan rate on overnight slays et lodging ladMies in the Cy.INs generates significant revenue Witch is used for tic pramaion ol tourism. Registered VoteTrnout the City ranked I Ith out of all Riverside County dries for the percent of population casting ballots (2006 pmclderBialelecdon), Voter turnout was high, at 84.12 percent but the overall percentage of popuatan registered to vote (eligible voters. 40.98 percent) was lower than several other Mks. Voter turnout out is higher In presidential election par; and higher rates of voter registmdon and tumour are typically seen N camnanities with eider populadom. late North Survey Responses (200 /) Eames', Expecte:Im.o Pm9daokg orb Not MOW orbs nets money Mai=II11aR0 m le • hew Many ( >asx noaa%) 850091) 91.7% 96.7% 94.8% 73.3% Resident participation it boards, com fissions, and other leadership activities Eighteen Ciy ms4nas annually participate on City Boards and Commission; and the City's Youth In GOVNAMent program was developed to provide 21101 nag and panidpa60eu a6Mdes for leadership development of the Cky's youth. Today's leadership is committed to developing the next generation of leadership for the City. the City Council created a Bkie Rbbon Con.Ntee of 28 leaders, partners and reddens (0 provide guidance for the (Malty of I de Mager Plan. Volunteerism The City of Temecula has a very extensive volunteer program. Vdunteers are u8ited at the Temecula Public library. Old Town Temecula Community Thum the Maly Philip. Senior Centex Professor Pernypickk's Workshop, and the Temecula Valey Museum, as wel as at various special events throughout the yeas. Volunteerism, in terra of the amber of vollrieer; has Imreased by appronoaley 46% hom 2008 to 2010. Volunteers logged a total of 18,773,25 hours n 2010. Ms does not reflect extensive 99kanteerer0 that was identified by the Temecula Valley Chamber of Commerce. Accountable & Responsive Government Intlicalors Dashboard INDICATOR 1.'. 0 ti c. Con pr Capita of Ory opratbg budget Goal aahun or reduce wu.r net pr melts cost Hurd* w m time milder 1,000 reddenttal popafad.n: Goal: Masstab*.ewe staffing cons a. swot* of Gomm' Fund oo.nQNrec Bond RoWp: Goat A. Gone.' NM Rom.: Good I0 paeans Rtvon 1(0 5alm tax per mon , Goal: Immo., ann,alM. `Pods brer*memo*: decree.. a 00.16 nr.wnl Oct wont, ru Goat. Moor. .o 05?, Registered VoteTontout Got B0K1R0ghta..r Won Participation In Board, Comminlam. lea4NYay anrt/MIK Goa: VoluM.wlon La5rW, Goak Increase In hoursaotunluW Pankbanon In Spada Even%R Goal: b.oreaarng .ttmdm.a; stead] attendance Is - Progs. g:' dnanmg attendant. b'NNdtn.powmonL' Na. P/ 1Mna n veneepep. 61 City Events The Cq offers many Hems T the yeas which are highly regarded by residents and mdta1 they vldude parade; Rod Run, Street Painting and Plein AB Festival Bluegrass Festival, Western Day; 41.1) d July Extravaganza, Swain Sunset Cowen Seie; Moonlight Manes in the Park, Halloween Famiy Carmel Ice skating al the Town Square, and Santa's Electric Light parade. Attendance has been steady rising over the years at all thew events. the responses Rom the 2002 True North Survey of residents are pawned at left. The percentage of responses for each indicator is shoran in the area reflecting the level of atslasthon, followed by their priorities fa spendng.Thelndkatees Dashboard items below Mutilate the (Ry's progress based on performance data tar actual levels of voice or cendnion. Thee are differing level of standards based an the specific indicator. The actual keel of pdamance issh0wn tithe category of progrescachieved. Mwt.lfaa.d. Goa, A . 7090 12%, (1009.2010) Inyol;cd (.111.01 9496 ✓ (85601 (1002.2009) P.oynd 9 5523.40 1.5 6..ds Improvvowrt -7.4% annually Strategic Priorities The City recognizes that it cannot realize the dreams of residents for the high quality of life they expect and desire without excellent planning and management of the City's fiscal resources and physical assets. The City's overarching strategic priority is for enduring fiscal stewardship that will enable it to care for its existing assets, complete the priority projects that were goals of the City's first twenty years, and invest continually in the City's quality of life for the next twenty years. To do so, the City must plan with full consideration of the numerous demographic, economic, resource and other changes identified throughout the QLMP that will affect the investments and operations of the City. An accountable and responsive government is one that is inclusive and accessible to all residents. Government effectiveness increases when residents are engaged and informed. The City will continue to value and encourage the involvement of all residents in community life, create opportunities for them to do, and seek their guidance and feedback on how leaders and staff are doing in delivering Temecula's signature high quality of life. A survey of residents will be undertaken every two years to measure their satisfaction with City services and priorities for services and investments. Accountable & Responsive City Government Strategic Priorities for Temecula 2030 • Develop and implement a comprehensive asset management strategy for all real infrastructure, City facilities and parks • Pay off the COP (Certificates of Participation) Bonds (used to finance essential public improvements) • Increase the City's bond rating and minimize the City's debt burden • Maintain a minimum 20 percent reserve in the General Fund • Utilize the benefits of new technologies and approaches to achieve efficiencies and improved outcomes, to manage public infrastructure and assets and deliver high quality services • Continue to improve communications with residents • Provide additional opportunities for resident civic engagement, including for youth • Maintain and increase overall customer satisfaction with City services • Conduct a survey of resident satisfaction and spending priorities every two years 62 Other Potential Indicators Upon completion of the Asset Management Plan, additional indicators may be available. Other potential indicators include: • Community Volunteer participation and recognition • City technology infrastructure Notes ' http: / /www.brookings.edu /metroamerica 2 "Where are the Next Cities ?" Area Development Magazine, August/September 2009 ' http /twww.wikihow.com /Help- Your - Community -Be -A- Safe -One • Urban Land Magazine, "Sustainable Cities of the 21st Century," July 2007 6 California Transportation Plan 2025, p.3, California Transportation Plan 6 Peter Drucker, Management Consultant CI- J Cr CU O 0 ro r0 Q O_ 4 _, E a c 0 0_ E E a> X QJ a) 0 • (0 t V) 0 0 0 Q T M ra N QJ ea Ql Q O aJ Q c0 a) O E QLMP Community Workshops August 31, September 1 & 2, 2010 Question: "What do you like most about Temecula ?" "Being in the heart of wine country, casual lifestyle, plenty of activities/entertainment, unique and authentic gathering places, Old Town, Wine Country, Promenade, rural feel. great schools, great open spaces /parks (Birdsall} /recreation, good 'curb' appeal, attractive city and surroundings, sense of community spirit and positive attitude /pride, relative lack of crime, squalor (proactive), safe, hills, seasonal weather, balloons, air quality, good city funding (tax base), water presence of aquifers'. "Environment: landscape, mountains, natural trails and spring natural ponds, man -made parks. People: people who care about Temecula, sense of community. Schools: kid- friendly playgrounds, parks, activities. Western Old Town: pedestrian atmosphere, summer music. Security and safety. Nice housing and services." 'Temecula is a place where all are respected, the vulnerable among us are protected and when decisions are made, you can count on people doing the right thing. Parks, libraries, museums, theater, live performances, beautiful Old Town, friendly, helpful, community oriented, events, initiatives. The circular belts of green (lake Skinner, wineries, Diamond Valley, mountains)." Question: "What is your vision of Temecula in 2030 ?" Hospital Celebrates 10 Year Anniversary 'Mayor Smith celebrated with the administration of the Temecula Valley Medical Center today. Our state - of- the -art medical facility opened its doors to the first patient 10 years ago today. Our hospital has witnessed thousands of births and saved countless lives over the last decade..." Front and Main Monorail Finally Rolls Out From its early conception at the 'Quality of Life Master Pan" 20 years ago, the 1st high -speed commuter monorail pulled out of the Front and Main Street station headed south to San Diego. Packed with early morning commuters, the gleaming blue and yellow club cars were stocked with fresh squeezed locally grown grapefruit juice and coffee...Within a few minutes the next train left for 0C, LA, and Riverside..." 'While other communities around Temecula seem to be struggling, Temecula continues to flourish. The reason — the planning from the past 2 decades has kept pace with the influx of new families and all their needs. A special thanks to all the residents for their efforts and volunteerism now as always in the past. Good luck to all you tennis players, enjoy the new 20 court sports complex with lights!' 1) 0) 0 z a L TO: Planning Commission FROM: Matt Peters, Associate Planner DATE: October 5, 2011 CITY OF TEMECULA COMMUNITY DEVELOPMENT DEPARTMENT MEMORANDUM SUBJECT: Walcott Estates, Planning Application Nos. PA10 -0145 (Tentative Tract Map), PA10 -0146 (Home Product Review), PA 10 -0147 (Zone Change), and PA10- 0148 (General Plan Amendment Based on the applicant's request, Staff is recommending that Walcott Estates (PA10 -0145 thru PA10 -0148) be continued off calendar.