Agenda — Temecula City Council, August 2, 2022

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the office of the City Clerk (951) 694-6444. Notification 48 hours prior to a meeting will enable the City to make reasonable arrangements to ensure accessibility to that meeting [28 CFR 35.102.35.104 ADA Title 11].

AGENDA

TEMECULA CITY COUNCIL

SPECIAL MEETING

CONFERENCE CENTER
41000 MAIN STREET

TEMECULA, CALIFORNIA
AUGUST 2, 2022 - 9:00 AM
CALL TO ORDER: Mayor Matt Rahn
FLAG SALUTE: Mayor Matt Rahn
ROLL CALL: Alexander, Edwards, Rahn, Schwank, Stewart

BUSINESS
Any member of the public may address the City Council on items that appear on the Business portion of the agenda. Each speaker is limited to 5 minutes. Public comments may be made in person at the meeting by submitting a speaker card to the City Clerk or by submitting an email to be read aloud into the record at the meeting. Email comments must be submitted to [email protected].

Speaker cards for in -person comments will be called in the order received by the City Clerk and then, if time remains, email comments will be read. Email comments on all matters must be received prior to the time the item is called for public comments. All public participation is governed by the Council Policy regarding Public Participation at Meetings adopted by Resolution No. 2021-54.

1. Conduct Workshop Re ag rding Surplus Land Act (Government Code Section 54220 et seq.1 Inventory of City -Owned Vacant Parcels, and Preliminary Discussion of Best Use for Vacant Parcels (No final action or decision shall be made regardingtposition of M parcels at this meeting.)
Recommendation: That the City Council provide feedback and priorities for potential uses of City -owned vacant lands in order to fulfill objectives outlined in the Quality of Life Master Plan (QLMP).

Attachments: Agenda Report
Site Background Handout
Draft QLMP Timeline
Community Services Master Plan

ADJOURNMENT
The next regular meeting of the City Council will be held on Tuesday, August 9, 2022, at 4:30 p.m., for a Closed Session, with regular session commencing at 6:00 p.m., at the Council Chambers located at

Page 1 ends

City Council
Agenda August 2, 2022
41000 Main Street, Temecula, California.
1\[111Ylei Do10110,1Doa" 3014
The full agenda packet (including staff reports, public closed session information, and any supplemental material available after the original posting of the agenda), distributed to a majority of the City Council regarding any item on the agenda, will be available for public viewing in the main reception area of the Temecula Civic Center during normal business hours at least 72 hours prior to the meeting. The material will also be available on the City's website at TemeculaCa.gov. and available for review at the respective meeting. If you have questions regarding any item on the agenda, please contact the City Clerk's Department at (951) 694-6444.

Page 2 ends

Item No. 1

Do Not Remove
Supplemental Material
Item No. 1 — Conduct Workshop Regarding Surplus Land Act (Government Code Section
54220 Et Seq .), the Inventory of City-owned Vacant Parcels, and a Preliminary Discussion
of the Best Use for the Vacant Parcels; No final Action or Decision Shall be Made Regarding the Disposition of Any Parcels at this Meeting — UPDATED Site Background Handout

j11.131
ClealliNissuir/II/14..111111111.°r
The Heart of Southern California
Wine Country

CITY OWNED VACANT LAND WORKSHOP
August 2, 2022

CITY OWNED VACANT LANDS MAP
# Property Name Top 3 - ,-* i .. k ; :.�r ` :,0 1 Diaz Property . ' * f t•(, r , ,1: j. 2 Jefferson Ave/Uptown .. 0; lir: -,�:
.'
3 Margarita Road/Harveston Way \ :4 -k- *a';r. ` , 4 Roripaugh Ranch (Sommers Bend) ''. '' .,x' , d` � ' ( ri 4 .y3 v€_. „ '�� ter.
5 La Serena (Near Rancho Elementary) t .„, ". 1a , ,rei- � `ti .� 6 Michael "Mike" Naggar Park 6 ' y �' ` °.'` •
7 Rancho California/Diaz ,F ,- � ;: ,,4, 8 Main Street/Mercedes"Y" O.�' 4.'�'t'`� � , - ' `
9 Santiago/Pujol �►' • --r�i - - ,f '4 10 South of Temecula Parkway Interchange
11 Santiago/YnezO 4,, �'-•,. -,.4"-- .
12 Ronald Reagan Sports Park ("The Pit") , ,., 13 Daviana Way and Wolf Valley Road • < , '• , ,. 1� 14 Cupeno Ln/ Pechanga Pkwy -'a , �,". - •: ' �' - •
2 #1 Diaz Property
SITE INFO N.
-30 acres �` -
D
ZONING r � '
Planned Development Overlay (PDO-io) /" .*..
;L - ,
- _ ,4

GENERAL PLAN
Public Institutional • , Fa'brook , ' ' ''' ° t `.

OTHER CONSIDERATIONS
N. , i
• Originally envisioned as a higher education/residential housing 1!. complex
. ::.si. .t.-4
• Assigned a substantial number of affordable units in the City's f t.

Housing Element-629 affordable units J ' 0 No net loss would apply(unit allocation would need to be f ' r replaced elsewhere in the City) �� r \ `' • Surrounded by industrial zoning �';,,,• r� ` 1,,, w NOTES: ,i i.
0 , 4
, , , k ''''‘''-'- IS.

P ' 114111)11' .
t 011
c
err-merit Pro; -. • �� " `,
hoadcvay -� 1
0 if 8 Park
,.cam''...-..+yam.- �.�'
Hold Explore Evaluate for
Surplus Project
3 #2 Jefferson Ave/Uptown
SITE SIZE (ACRES) r..

1.83acres it ,
ZONING •
Specific Plan Implementation (SPI) �t "`••�< �•� fa lboG y f,*.

GENERAL PLAN '', ' a �cc ¢`.`K ,
Specific Plan Implementation (SPI) •�' - / � OTHER CONSIDERATIONS �' ,,r�
f • s �� r
• Alignment of future interchange • ,, y • Market Rate Residential adjacent `�.•'t ,. _ , ....1, • Proximity to future sports park _
• Owned by affordable housingfund tc' '.. ,'4`4 \ wil.op 1 r --. •
• $1,000,000 of CRP funds e$0„. ,
• Future affordable project .` .„w` �� , likli - \ f
NOTES: r k��l. - :, 00.
(City Owned Properties N\ Itle*
:.
._.Vacant ,
d
Government Property .'� °'° " v .max
O 0
K Roadway y t��p/
Park a' Z= se ^`
r J city • '"y . '}1 ..�e.- N,
Hold Explore Evaluate for ohil_ __ { Surplus Project
4 #3 Margarita Road/Harveston Way - . _ J. ." SITE SIZE (ACRES) --, �;, %, :4, •• � ' a,. ,

1.73 acres ,:tl er I,y ''\' 'k. 4'4�> t�T'' "� 0'.

ZONING ,, '� ' E '., � b ' ►'� 1 ; _ Open Space (OS) 1 -r-'— f ::,:t. �, �r ,.

GENERAL PLAN
Open Space (OS) • � , �'t. ice % OTHER CONSIDERATIONS J �. '`>>r,�::I,,,� •- ' d t -•' +'_,:r ^,t Ire _it,„ .
• Across from Chaparral High School and adjacent to ,�'rf*? , - ,1 -4 4 - i gooRontroi1 •
� �' � �i•
ong trail (Temecula Loop) rr .�. �. - ,.., 1 . f ,, ,,, 4,' ' r, Iit' . ' Sib., ��1 �NOTES: Ha"6110 4 ' � � .vr.�T , +?' `'r':, . `'rya c ,: 'r,,} :- f F ..,4�= ;.„.,".T.Aalegi-a. ,-,-;!,..,' ill' -. .,::.-: • '.,p-- •Alti-iwpf>.. 44:-;r::
:-. ,,.. . --,,,,,e„,*,.........,-, ., ' ' ' ' \''''' ' l'',..4:At;Ripiti5(01*** tp ♦ •%.?4 `6 h.,,pai,' t
+ --..,:i:,Li ,,,,,
..,..,t.:.,....::4,411,11v23.:,o, tmcgtvillo,Ti.?,0--.1.. - 000 7 ti+i
Hold Explore Evaluate for
P dam`+!►. # dA� v.11 , �.

Surplus Project
5 #4 Roripaugh Ranch (Sommers Bend) �.
! SITE SIZE (ACRES) M`m.r; �`
-200 acres 9 � / ' &�°
::' '
ZONING rf�� ",,: '��
1 Specific Plan Implementation (SPI) --
,, , /
i
GENERAL PLAN -
Specific Plan Implementation (SPI) '' f : ,f. / _ . :, f . , '_ _ If"
OTHER CONSIDERATIONS ,,. �.
37i ✓ ERR
• Natural surface trails connecting Sommers Bend " '` `�'A'N ` �°tlfS r ?el..,71C,17;'!1•�c�A71VCs��^ �' ,�,; and Lake Skinner Trail (proposed) .; R . L _ 1 1 i r��,- 3.-+i�.,7�.. z�
• Dedicated for conservation - City right to trails "ic r:,i+ 7 °,, q: -."i ., • Agencies will need to be engaged for a cooperative , t-• .-. �, Viy�j;�7aF.z0 agreement for trail use `-;l'w R " ;
, ,�> ��. �, o�Y.S
NOTES: :::, , ,
tllty Owned Properties i t ria
Vacant t I l F, i.

Government Property p'- '"') 1'...Z;
O - - - � A r
s` + Roadway „1 WIMP. + 1 (I Hold Explore Evaluate for �ssT �jA
l..:ll.i.L C ve` w o
Surplus Project i``� / pi'R56END s. 6 #5 La Serena (Near Rancho Elem.) y y`•. (zit SITE SIZE (ACRES) • - nj
GENERAL PLAN ,,,,.,,, - � - - ' ,;: 1, : ," -111: •:""1.,?.,q,,,,,,...„.,—, Open Space (OS) = ,�r`., 'r °'
_ t ;
OTHER CONSIDERATIONS �� M3 l° wilAt tY` ��,.r P and
• Planned trailed connections . '` • illar `' ,:-�%„ ii, • - ` ' j 8
• Potential School District Discussion , *. .1, •-,;f- ` , ' � et,a \` ,c��ram -w L .`leR+' .-- 'f•,.�5 •`- f,- � 'I US MP ►1... ' NOTES: +�� ,�t "`t'14`0' I .*. sal, i i . _ ;' y ��: " ', if' '_ is , 4, t -i`1 !►t -...., . ,
._. _...,_ ,,,,,.,
. ,
•
if 'LV J w'l i Pr( c h2S ' e''' ( a" $' � k C 1VNAYi i" d. . ovc _L*ni_nt Ptopert VOA 2',4' \ ' 4" '0 • ti -
.` per,
iiifir--t—P —044$, '
Hold Explore Evaluate for r lyY I, 1 ' `�_ •� r T f S 1 0 �'1 . L\,.

Surplus Project �. � -• '.rr,,,, ,�1 - •t'. ,.! ,_ it -� ° :' •- • �, 7 #6 Michael "Mike" Naggar Park . .- .. • ETA r �,.3-./ `�,A4,[ .,; SITE SIZE (ACRES) N; _ 11" LAS ...Crtle' .01 I`'.i4_1iii ,1"C1 . -20.34 acres (Park) - Vacant Portion -10 acres , ram„ S.< ,�:, s ` �,� s� '° __ Syr
ZONING $ JP 41 !Parks and Recreation (PR) _ * 'fc'R; "•�t".* '' 'V ,.4JLi �:
w iwoow 1s. i j_--r y:J
T ',Y ~
4 AP wI .:

GENERAL PLAN k -74' , _ `. ' 6 „ , . ' ' r „4 ''fir°// ., , •6 ,r �-- T��` i `„ .PR + 4. . •:'moo vi�+,0f��" i t Open Space (OS) t v Y T ri,1$ , •, rake- ;r.-� ,,�fi♦1,, .,,c •'% `\''`}' 4'7 Al `'. �1'r '� Y ^tab OTHER CONSIDERATIONS - r ' ;. - _ �: ` �A,4 i ' 'i,. Ott ,y` wx • Trail gap closure 6 in Multi use Trails Bikeways and ,-e Vr'}. f 1�I 7• ; , 4+.+,1r� ► Master Plan - _ ` r . '� i^ `�--0,- - • Connections related to adjacent Target Center �',, • ri
• Environmental challenges a : y _ , + Y 14 j. lq� S lt a . l�10 'GA►;iFORNiA
NOTES: 41 r ��c, ry .' .,, -di ', 41,
oi ,,,... .': ci.'v:,,A...s:‘,..,--.4. 4...---,*
•
.,.... .. J.....
.4 11 . sfir _ - .._ .7-:..., -e..---,1_ .,, , .4.4., ty: , .,! `"Pr.,
s, `� 'him
'# 1
00 Pair 1 '` r \J�—�-' % r• :if
Cc " r i
Hold Explore Evaluate for • J City ��s ` _ III Surplus Project a% T' le':, 'ts'�R_a `-. l.. ."'" '_• le.ti„'.• ✓ 8 #7 Rancho California/Diaz
SITE SIZE (ACRES) M`"�` 'r,,( 1`
i, .,I

3.65 acres a ' ' - '' t\,�..
-
ZONING ' ,, "` \; vs;
Service Commercial (SC) 4ik,; �;r ti "{ , a t. �, .,bra* i 0. ,4 .d' . 1' . ' + xa,.

GENERAL PLAN ; ,,, , .� l` l�,.t t ,,\ 114 Service Commercial (SC) ,� ► . ' ' 1 A. H= ,' OTHER CONSIDERATIONS `'
• Under an exclusive negotiating agreement until \i.sti''+,r. �,••�f :1 ` .�t ," i/ December 2022 -� lkik �. �,•� ; .,---i.k.‘ \, k A -
-' -5IM 1.Ei OAR:PR, ��
f
NOTES:
p' e A h �q �*
t .
_RANCHUCALIFURtiI'A,�RI) ''.
�', • •
�y. ate. o� *,.

R . { 4
36 Vacant+ y �'“
�` RIDG YAYt �t7R 1. "A. 4r
�° .vernrk-nt Fro. t ' .; yi' 0� "t i
�� edway '' 'fit •1 c",,xy * „*" , JJ
, irit Park �t✓ . -
Hold Explore Evaluate for . J r� • `' ` * ; t AN.4 f�,; Surplus Project
9 #8 Main Street/Mercedes "Y" - — ��yqy t ,..td•
SITE SIZE (ACRES) ,\ sloeitli ',#` 4q vac

0.96acres . ir *¢ iii 4.t, a 1?. \S `N )•,ft►!y. ,.a.., ,,' ,,ks i.

ZONING i . r_ ( �1��(�iy�y�
Old Town Specific Plan - Downtown Core (DTC) 1 __ ;- ':,'‘A, A� • �` - \ �� RocA ' ti dy '� tAs v
i �
GENERAL PLAN .. 4;'` " .,.. _RRAvs tR •
Specific Plan Implementation (SPI) ..,,;,' `,, �n/ k• - $• ' ,,. cis '* ,, \I%
i r'5'.✓ N. t' ` 1�c p SDI t r'�n •"4 .f• OTHER CONSIDERATIONS ''4 , :•r:,, ' ; ,� " • , s,�t, ',, ki..\N?,,. ,Y,"-/.. --. ' . /,‘,,, • -4.k...// '-. 20 :it, ' , . .r NOTES: \' ��`�. .4+r,� -� �. .�^ or .�,� % 141
Gfr
er i , A (.; fi15;fr: ‘ -11#( \ 4,(•01, ' • nil -• ' 1 ''...1' ' \it,
tr
itt
v
Owned I� ,peru�s f N. i` � , � ay. \' , Government l�r perry > ,A w
Roadway
0 -
x \ "
O
tit ', • 6 t;.
,`a
1 ! e
Park 6 N r•, !.

Hold Explore Evaluate for tZ' ' \ Xs, n y";a Surplus Project i' / `* y.,''' + 14 .. 10 #9 Santiago/Pujol '' 'y
meta ,i t
SITE SIZE (ACRES) 44-', ., , 1; J a
-0.64 acres , ,✓'"' TYwaln .; moo, 0 F�.,.

ZONING � _ _ _ .,.,, �3 � , , Parks and Recreation District (PR)/Conservation (OS-C) } � � � ' , v %f' - • " " 1 � - �,
' .. .
msti‘
GENERAL PLAN , t ,
Open Space (OS) s .- fi i alo*": ' 4 • ir' '. / r -
E.

OTHER CONSIDERATIONS `� �'`' " tf• et 4_ AG ye,
• Potential modular skate park •� ok. 7"' 1',-, „ , , ../ ;1 , d
c 1 M
NOTES:
"46 '10 lit lie , A\, .,.
.4* 1414;
• .. -111164t**144111141:\ \
a 1- 1. ' ''
. IV -4 -' 4t 7
, . 4
% ,,.‘r\
,¢U
vacant ' ` a
Government Property r , ;:,,
0 Olt r r rJi' w r d-t
Roadway Li" `
Hold Explore Evaluate for µ Park iir Y', it Surplus Project
• ; .�
* 4 e
it

#10 South of Temecula Parkway Int. `� " -"��, �.$�`' SITE SIZE (ACRES) "`- 1. }:, . . , -` _ raw 4-1- 0x :,,

35.46 acres rn•a.la lr ,• •.•• V, • •` © A t�.' ►
ZONINGS i r y •;. ..� ;�r'�o 4
Highway Tourism (HT)/Conservation (OS-C) I 3 •,f' , ? e " GENERAL PLAN tf� ', �,st, ,:71%,.:

Highway Tourism (HT)/Open Space (OS) \ tr . �l ",:`- , "•, -:„ `4 J
OTHER CONSIDERATIONS --S. .
'
' ,moo.

S . ,
R ft,NOTES: .+, . ,
" .,'. ..
,'„.-,,,,go'''
• 1'q6a . '.R r'r" i'
. ', "..'',;-...:',1'.',"-.':;!..1.‘%:Zr", . . 1 ‘ • ,. • '' , .1. ed Properties •`}~. �.
-cant ...r �' ' ,1 t ,• �.
0 I) r
•
ent Property , .A." ' r -.. r j1 l . ... •. . .
• Park ,�` C. * `
Hold Explore Evaluate for „ , ` s
Surplus Project r J ary `. . 12 #11 Santiago/Ynez
. . , it, ,•
f .-.‘ .. 4 . ..#0 ' . .. \.4410c:44.i ...VI, .4; :rap. , ,.„.......,-, % i .. .. . ,..•A' \Nor .%, ilk, * •• a .:‘,14441„ ,. lib, ..it•C:s.

City' vn_ Fr pe titia. „� _.

Go f,nu: n-I i,F -'I � ••
O (-)C') s% I,
tia,ant-
ark * .«r .. .tlx ♦, •,_ - •� �•°\Grp •Y ,, ' • •e'� Hold Explore Evaluate for li i �` v s. fr.�y j. vei ,�• Surplus Project
13 #12 Ronald Reagan Sports Park ("The Pit") A. ` ,..� s� SITE SIZE (ACRES) M mw '' <.dio +, -5 acres "!
1, , '
it i
ZONING4) r'
i
- / ,
Parks and Recreation District (PR) y'- , )-
Fa les
GENERAL PLAN 4 qr: ....... • ..:

Open Space (OS) 15, "' (j `` :,
ff
OTHER CONSIDERATIONS � . \\,\''... -
1--'4
• Highly utilized ��.. 'k
• Pickleball Complex % -(
NOTES: `
YAPBA RD __
..
et - -‘A - ' I riL t ' .
ligt4
� ' (C�fit. ' b /. «* • ''
, gill

1. J ' as .. .� • Ili J
y� •
`.City -_"zrned Properties , �- '',0 .,- ,
0 0 0. _Park
Hold Explore Evaluate for
Surplus Project
14 #13 Daviana and Wolf Valley Road _ , ,----- / SITE SIZE (ACRES) �� ` Yes` ._��e+�4. ..

ALmab ti�� f ♦ �' �' �' /.�

1.63 acres '. /` (L :
� � v, ?A y• lac
•
ZONING !f''' 4i:` ��4 451
t ' .

Specific Plan (SP-12) y., l,,,, . �'/
•
GENERAL PLAN t, �• 0 'd .0 .
/` fit.- r i�,
Public Institutional (PI) - r14,R ,!: �� '' �; '� �� r
1P 4 A r f. •
OTHER CONSIDERATIONS , .'i + ' ��'! �, r' , r
•
NOTES: . . � t.' � '1 ��' ..'',- NOTES:
s` +
o u . �. > ` sEar+,` � i'F ' • f\ a. •
/ - i
,:
i
City _rv�l tFc orx!ies .� °,,:; ' _ ,• 'f�' / `x7\' `A'o � acaatt sr � � m'� 1.%. x it

11. ocecnment Pro `" s." ,4 , • r a A oadway p �r_ ~il• �4 's'�'s�' oe^y, a 1, a* Rpckyp O \ c , LV
u 0
Park +� r •.vie r <-
••
1',r + Y , +. v it. - . tom �f
Hold Explore Evaluate for w
Surplus Project
15 #14 Cupeno Ln/Pechanga Pkwy 1111111,
_* �,.,.�
SITE SIZE (ACRES) "�"„'° -- se~ ' ` u� " OJq Acres .♦ •••,
u •
ZONING --
_'"�
Open Space Conservation (OS-C) +��•n*r '' .� moo` Fa Ibrook
GENERAL PLAN p`�f, 7— - - � " , s
OS-C : 1 :44 V \iii./ li 744, ‘,.. 1,, I ' s 11$4r 111\ " , . , t; . ' st.ive 00 � t OTHER CONSIDERATIONS \ ' _.. ccr.,,,X.1......_0 ^� ', 1_ . ,-- a• ,�'::`u- �_ Potential• water efficient landscape partnership with Rancho California Water District :r ••- •
NOTES: rR� � -.``,,,�. ::. ' ;Ps* — _ •i •, f- �: % l � � 7. ` + � .per •
4 Vacant •� ' S41�i:-.

Govtr ment Property • �2 •l �� 1 4.1. 0 0 0 0 ii.oadway
Park a• v. c Fie
s V�_
:mil
Hold Explore Evaluate for
Surplus Project
16 CITY OF TEMECULA

AGENDA REPORT
TO: City Manager/City Council
FROM: Luke Watson, Deputy City Manager
DATE: August 2, 2022
SUBJECT: Conduct Workshop Regarding Surplus Land Act (Government Code Section 54220 et seq.), Inventory of City -Owned Vacant Parcels, and Preliminary Discussion of Best Use for Vacant Parcels (Note: No final action or decision shall be made regarding the disposition of any parcels at this meeting.) PREPARED BY: Matt Peters, Principal Planner and
Brandon Rabidou, Principal Management Analyst
RECOMMENDATION: That the City Council provide feedback and priorities for potential uses of City -owned vacant lands in order to fulfill objectives as outlined in the Quality of Life Master Plan (QLMP).

BACKGROUND: The City is in the process of updating the Quality of Life Master Plan (QLMP), the City's guiding document for strategic priorities, budgeting, and the foundation for a upcoming comprehensive General Plan update. Community engagement and feedback has been the cornerstone of the QLMP update. Thus far, outreach has included a Blue Ribbon Committee, a community wide survey, pop-up events, and other focus groups. As the QLMP update nears completion, staff is looking for the City Council to provide feedback and priorities for potential uses of City owned vacant lands to fulfill QLMP objectives.

To help the City Council provide feedback and develop priorities, staff will be providing a multi- part presentation on different relevant topics. These topics include the Surplus Land Act, Quality of Life Master Plan (QLMP) overview, and site background information.

After the above presentations, the City's consultant, MIG, will facilitate a City Council discussion to provide staff with site feedback and priorities. No final action or decision shall be made regarding the disposition of any parcels at this meeting FISCAL IMPACT: None. Future appropriations, sales, or other agreements must come before the City Council.

ATTACHMENTS: 1. Site Background Handout

2. Draft QLMP Timeline

3. Community Services Master Plan

The Heart
of Southern California
Wine Country

CIMOWNED VACANT LAND WORKSHOP
August 2, 2022

3. #
Property Name
Diaz Property
Top 3
_
21 Jeffersonn Ave/Uptown
3 Margarita Road/Harveston Way
4 Roripaugh Ranch (Sommers Bend)
5 La Serena (Near Rancho Elementary)
Michael "Mike" Naggar Park
7 Rancho California/Diaz
8 Main Street/Mercedes "Y"
9 Santiago/Pujol
10 South of Temecula Parkway Interchange
11 Santiago/Ynez
12 Ronald Reagan Sports Park ("The Pit")
13 Daviana Way and Wolf Valley Road
14 Cupeno Ln/ Pechanga Pkwy

SITE INFO
nn�rnet�
-3o acres
`^ "
,+
ZONING
T?n1BC41a
4 Planned Development Overlay(PDO-Zo)
�� J

GENERAL PLAN
- i� r J _z°j_-------
Public Institutional
Ri Ihrocdk }

OTHER CONSIDERATIONS
V
• Originally envisioned as a higher education/residential housing complex
• Assigned a substantial number of affordable units in the City's Housing Element — 629 affordable units
Tv=
0 No net loss would apply (unit allocation would need to be'. replaced elsewhere in the City)
• Surrounded b Industrial zoning
Y � g
• • �,
J..r�
NOTES:
-r
i e operties +
Vacant f =
Government Property ;, f t
Roadway
Park -
r i city- i"
Hold Explore Evaluate for
Ado
Surplus Project
3 #2Jefferson Ave/Uptown
i rF

SITE SIZE (ACRES)
ti
fv1Lr71Pio .,
- , L;, ;,

1.83 acres
,�
^
Teme0. la F ^4 ; r- x s
ZONING
FIf � • +*i r - A h�S ��I
J�'
Specific Plan Implementation (SPI)
4l �Pu!"'Idll yd �k
r �� r xcrvulior r# S4` A �
---,---J------ - - - --- -- �R.t
. it - � ,.;t; .R��.L •i'. - �;y ..

Fa Ibmolc
`

GENERAL PLAN
Specific Plan Implementation (SPI)
�'
r

OTHER CONSIDERATIONS
• Alignment of future interchange
• Market Rate Residential adjacent
• Proximity to future sports park'`
NOTES:...
r
r
.� City mimed Properties
Vacant
Government Property -
Roadway
Park
Hold Explore Evaluate for
r J City
Surplus Project
4 #3 Margarita Road/Harveston Way
r

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S1
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SITE SIZE (ACRES)
ML rQto
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t' Tameo,la t
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GENERAL PLAN
Specific Plan Implementation (SPI)
f d L y.

OTHER CONSIDERATIONS
- — - a
• Natural surface trails connecting Sommers Bend and�`r i� -_:
`.

Lake SkinnerTrail (proposed)
• Dedicated for conservation —City right to trails
• Agencies will need to be engaged for a cooperative
-
agreement for trail use
Y
NOTES:

7. City owned Properties
Vacant_
Government Property :III b
Roadwa _ 4+,
Hold Explore Evaluate for
Park ��'� , ,- - � .. .... � _- . -
r J Q ' "1
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SITE SIZE (ACRES)

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Service Commercial (SC6

GENERAL PLAN
Service Commercial (SC)

OTHER CONSIDERATIONS
• Under an exclusive negotiating agreement until
December zo2z
NOTES:

Hold Explore Evaluate for
Surplus Project
0 #8 Main Street/Mercedes "Y'

SITE SIZE (ACRES)
Mumeta ' ILL
.

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GENERAL PLAN
Specific Plan Implementation (SPI)
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OTHER CONSIDERATIONS
Past unsuccessful project history
• Interim parks use:.

F
NOTES:

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SITE SIZE (ACRES)
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GENERAL PLAN
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en Space (OS)
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OTHER CONSIDERATIONS
,� i
• Modular skate park?
rs
NOTES:.
a ►
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Hold Explore Evaluate for
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r J City
11 SITE SIZE ACRES_,
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0 GENERAL PLAN
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OTHER CONSIDERATIONS`
L4 -
i` 14,
NOTES:
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Hold Explore Evaluate for
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t
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SITE SIZE ACRES

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s: :. ,•
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GENERAL PLAN
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OTHER CONSIDERATIONS
fr .

NOTES:
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SITE SIZE ACRES
MLr;2ta
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elm
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GENERAL PLAN
Open Space (OS)
rs
I f
J

OTHER CONSIDERATIONS
• Pickleball Complex
NOTES:
i
RR
W I.
_ 0.1
W.

City Owned Properties
Park
3 Hold Explore Evaluate for
Surplus Project
r J City_.'' 4
n
14 #1-3 Daviana and Wolf Valley Road
r* 1

SIZE (ACRES)
L etaSITE

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c 4 ti
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ZONING
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x_____________---- _

GENERAL PLAN
qs
'
— Public Institutional (PI)
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NOTES:
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f
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-
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GENERAL PLAN
OS C

OTHER CONSIDERATIONS
• Potential water efficient landscape partnership with
+
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NNW
NOTES:''
•+
_
sp

10. U-�
..

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+
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Park
Hold Explore Evaluate for
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f- -
f
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i6

Timeline has been reformatted to 17" x 11" fold -out format, design in progress.

Implement
Broadband
Stormwater
Implement Smart
comprehensive
Master Plan
Master Plan
City Technology to
community
(NEV's)
Increase Efficiency
policing
and City Service
strategy (Quality
Delivery
of Life Team)
Ynez Road
Develop and
Overland
Auxiliary
Widening
integrate
Bridge
lanes both
data
widening
directions
on 1-15
1 1 1
i
Complete
Complete
renovations
fiber optic
Expand Asset
to fire
General Plan
connections
Management
stations 73
Update: Focus
to City
_
System
and 84
on Resiliency
facilities
Career Technical
Education Center
matching TVUSD
French Valley
students to MSJC
Parkway
programs and local
Complete
Interchange,
business needs to
Temecula Loop
Phases 2 and 3
MSJC programs
Trail
Establish
a Regional
Transportation
Task Force
Nicholas Road
extension
Mobile
Library
Resource
Vans
Wineries/
Hotel/Old Town
Transit Line and
Park & Ride
CEC
Renovate
French Valley
1-15 Gateway
Murrieta
Build fire
Western
Renovation to
Margarita
Parkway/
Monument
Creek bridge
training facility
Bypass
upgrade Teen
Recreation
Construction of
at Cherry,
with tower
Corridor
Pechanga
Room
Center
Hotel
connecting to
Resort
French Valley
Long Term
Parkway
Climate Action Plan
Integrated
Build
Old Town
Temecula
Freeway
with Greenways
Watershed
new Fire
Parking
Valley
Landscape
Infrastructure Element
Management
Department
Structure(s)
Hospital
Beautification
including Master
Plan
Operations
Expansion
Drainage Study,
Hub at
Trails and Bikeways,
Station 12
and Urban Forest
site
Management Plan
1 1 1
1 1 1
Expand
Second
City WIFI
Senior
Mountain
Complete
to all
Construction
Center
Lion
Implementation
Southside
public
of a Transit
for Active
Crossing
of Old Town
Recreation
spaces
Center
Adults
over 1-15
! Specific Plan
Center
Implement
Emergency Organic
General Plan
Aquatics Facility
Uptown
Management Community
New Tennis
Update: Focus
Performing Arts
with Olympic
Temecula
Diaz Road
Master Plan Garden
Complex
on Resiliency
Center
Pool
Specific Plan
Widening
DRAFT
E

ft—�ftvc.
i
City of Temecula
Community Services Master Plan
Apr-
4S 1
S ,., r�'q:,i'• �+ + ,k � � _ Yeti - :.h =.�� ;,. • �{ x �� x i
111 �

I
-Greetings-
The City of Temecula's Community Services Department is dedicated to providing award -winning recreation and cultural programs, community and human services, and special events activities aimed at enhancing the City's already high quality of life for our youth, teens, adults, seniors, veterans, and special needs population.
"On anygiven day, someone is positively affected through parks and recreation —whether they are taking a walk on a trail or fitness class at the community center, getting a nutritious meal or just reaping the benefits of clean air and water because ofpreserved open space.' -National Recreation and Park Association
To preserve the exceptional quality and diversity of Temecula's programs and amenities, long range planning and strategic community outreach is required. The following Community Services Master Plan covers all facilities, programs, and services to meet the needs of our community as it evolves over the years to come. As Temecula continues to grow and change, the Community Services department is committed to providing services and programing that reflect its residents' changing needs. This commitment is the "why" behind this Community Services Master Plan and this document reflects the vision and long-term goals of the Community Services Department and will provide direction for the future.

This Master Plan encompasses many recommendations, concepts and strategies developed with the assistance of RJM Design Group, residents, staff, key stakeholders, elected officials, and our Community Services Commission. Consultants and City staff conducted various community outreach events including stakeholder interviews, focus groups, workshops, a multi -modal survey, and completed an extensive assessment and analysis of TCSD programs, services, staffing, funding, and community demographics to ensure the community's voice was centered as recommendations were developed.

Temecula is committed to supporting its residents through quality programs and services. It is with great pride and hopeful anticipation that we present this document and embark on its implementation as we continue to create community through people, parks and programs! Respectfully submitted,
Kevin Hawkins
Director of Community Services
951-694-6480
41000 Main Street
Temecula, CA 92590

City of Temecula
Community Services Master Plan
Michael S. Naggar
Councilmember
July 2020
City Council
Maryanne Edwards
Mayor Pro Tem
Matt Rahn
Councilmember
Zak Schwank
Councilmember
City Manager's Office
Aaron Adams Greg Butler
City Manager Assistant City Manager
Community Services Commission
Dale Borgeson
Commissioner
Chris Krstevski
Commissioner
Eric Levine
Commissioner
Gary Oddi
Commissioner
Adam A. Ruiz
Commissioner
Community Services Department Project Team
Kevin Hawkins
Director of Community Services
Erica Russo
Assistant Director of Community Services
Mike Wooten
Senior Management Analyst
Lacy Sisler
Management Analyst

City of Temecula
Community Services Master Plan
July 2020
nF T EMr-
4N�
City of Temecula
41000 Main Street
Temecula, CA 92590
https://temeculaca.gov
Prepared by
.-A
I�
DESIGN

R M GROUP

Special thanks to our stakeholders and community
members who participated in the planning process.

City Project Team Support
............................

Activity Guide/Classes/(JRC)/(MRC)/(HCPR)
Tracy Masters, Community Services Manager
Administrative Services
Lisa Waterman, Sr. Administrative Assistant
Aquatics/(CRC) Community Recreation Center/Skate Park_
Gwen Willcox, Community Services Manager
Cultural Arts/Community Relations/Sponsorships
Bea Barnett, Community Services Superintendent
Jeff Lawrence, Community Services Manager
Events/(TCC) Temecula Community Center
Dawn Adamiak, Community Services Manager
Rishann Clermont, Community Services Supervisor I (Rentals) Homeless Outreach/Responsible Compassion
Robin Gilliland, Homeless Outreach Administrator
Library Services
Rosie Vanderhaak, Library Manager
(MPSC) Mary Phillips Senior Center/Special Needs
Yvette Martinez, Community Services Manager
Old Town Temecula Community Theater
Chariss Turner, Community Services Manager
Sports Facilities/Fields/Leagues/Parks
James Willcox, Community Services Manager
Temecula Valley Museum/Art Exhibits
Tracy Frick, Community Services Manager
Community Development Department
Matt Peters, Senior Planner
Public Works Department
Stacy Fox, Park and Landscape Maintenance Supervisor
Consultant Project Team
............................

Robert Mueting, Principal In Charge, RJM Design Group Inc.

Kristen Schnell, Project Manager, RJM Design Group, Inc.

Tim Gallagher, Senior Associate, RJM Design Group, Inc.

Zachary Mueting, Landscape Architect, RJM Design Group Inc.

Tyler Page, GIS Specialist, RJM Design Group Inc.

Timothy McClarney, Telephone Survey Specialist, True North Research Matt Benjamin, Trails Specialist, Fehr and Peers
Richard Stein, Cultural Arts Specialist, Arts Orange County Patrick Brien, Cultural Arts Specialist, Arts Orange County Pat Gomez, Public Art Specialist, Arts Orange County
Doug Svensson, AICP, Applied Development Economics
City of Temecula • Community Services Master Plan

Table of Contents
Addendum.........................................................................................................1.

ExecutiveSummary..........................................................................................3.

Section 1: Introduction

1.1 Purpose of the Community Services Master Plan .. . .. . .. . .. . .. . .. . . ........................9.

1.2 Benefit of Parks and Recreation ................................................................... 9 1.3
Approach and Document Organization.....................................................1.0.

1.4 Physical Setting.....................................................................................12

1.5 Demographic Analysis............................................................................13

1.6 Department Organization...................................................................... ..16

1.7 Relationship to Other Documents..............................................................17 Section 2: Existing Recreation Resources

2.1 Park Definition ....................................................................................... 25 2.2
Temecula Park Types............................................................................. 25 2.3
Existing Parks and Recreation Facilities

2.3-1 City Parks................................................................................... 27 2.3-2 Community Facilities.....................................................................32

2.4 Joint Use School Facilities ......................................................................... 38 2.5
Other Parks and Facilities Open to the Public

2.5-1 Public Parks and Facilities ............................................................... 42 2.5-2 Private Parks and Facilities .............................................................. 42 2.5-3 Regional Parks and Facilities............................................................43

2.6 Existing and Planned Trails.......................................................................44

2.7 City Programs.......................................................................................45

2.8 Arts and Culture Partnerships....................................................................55 Section 3: Community Services Needs Assessment

3.1 Community Engagement

3.1-1 Stakeholder Interviews ........................................................................ 60 3.1-2 Arts & Culture Interviews ................................................................... 62 3.1-3 Staff Interviews ............................................................................... 63 3.1-4 Focus Groups.................................................................................63

3.1-5 Community Workshops....................................................................67

3.1-6 Statistically Valid, Multi -Modal Community Survey..................................68

3.1-7 Sports Organization Survey................................................................78

3.2 Recreation Facility Demand and Needs

3.2-1 Demand -Needs from Sports Organization Survey..................................$0

3.2-2 Demand -Needs from Community Survey............................................85

3.3 Service Area Gaps................................................................................86

3.4 Parkland Acreage.................................................................................89

3.5 Parks and Facilities Maintenance Assessment ................................................. 90 3.6
Department Organizational Structure and Staffing Assessment .......................91.

3.7 Program Needs Summary....................................................................... 92 3.8
Facility Needs Summary......................................................................... 94 City of Temecula • Community Services Master Plan

Table of Contents (continued)
Section 4:

Recommendations

4.1 Overall Concept...................................................................................99

4.2 Staffing Recommendations....................................................................100

4.3 Opportunity Sites..................................................................................101

4.4 Maintenance Recommendations Summary...............................................104

4.5 Program Prioritization Summary ................................................................106

4.6 Program Recommendations Summary ......................................................109

4.7 Facility Prioritization Summary ................................................................ ..1 13

4.8 Facility Recommendations Summary ........................................................1 14 4.9
New Projects Recommended................................................................134

4.10 Action Plan ....................................................................................... . 142

4.11 Recommended General Plan Updates Summary ........................................144 Section 5: Funding and Implementation

5.1 Staffing Assessment and Department Budget .. . .. . .. . ....... . .. . .. . .................... ..151

5.2 Projected Growth.................................................................................155

5.3 Revenue Projections by Funding Source Type ........................................... ..156

5.4 Potential Funding Sources by Facility Type.................................................158

5.5 Current Capital Project Budget...............................................................160

5.6 Estimated Costs for Improvements in Existing Parks and Facilities .. ................. ..161

5.7 Future Capital Projects..........................................................................167

5.8 Five -Year Capital Plan for Master Plan Recommendations ............................168

5.9 Future Operations and Maintenance Costs .. ............................................ ..169

5.10 Conclusion ......................................................................................... 173
Appendix (Under Separate Cover)
A.

Existing Documents Summary.....................................................................................................................

Demographic Analysis.................................................................................................................................

Assessment of Current Department Organizational Structure andStaffing...................................................................................................................................................

Parks...............................................................................................................................................................

Recreation Facilities.....................................................................................................................................

Joint Use Schools..........................................................................................................................................

Maintenance Inventory...............................................................................................................................

Maintenance Analysis..................................................................................................................................

Maintenance Findings.................................................................................................................................

Trails Inventory ...............................................................................................................................................

Trails Analysis.................................................................................................................................................

Trails Recommendations..............................................................................................................................

Program Inventory........................................................................................................................................

Program Analysis..........................................................................................................................................

Program Findings..........................................................................................................................................

Arts and Culture Inventory ..........................................................................................................................

Arts and Culture Analysis.............................................................................................................................

Arts and Culture Recommendations.........................................................................................................

Public Arts Program Inventory.....................................................................................................................

Public Arts Program Analysis.......................................................................................................................

Public Art Program Recommendations.....................................................................................................

Community Engagement Summary..........................................................................................................

General Plan Review and Policy Review..................................................................................................

Funding Inventory, Assessment, Analysis and Findings............................................................................

Reference Data (Under Separate Cover)
ii. City of Temecula • Community Services Master Plan

List of Exhibits
Exhibit 1.4-1:

City of Temecula Planning Area..,...,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,12 Exhibit 1.5-1:

Temecula Age Profile,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,,,,,,,..........................13 Exhibit 1.5-2:

Population Growth....................................................................................14 Exhibit 1.5-3:

Occupied Housing Units ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,14 Exhibit 1.5-4:

Temecula Population Estimates and Projections . . . . . . . . . . . . . . . . . . . . .............................16 Exhibit 1.6-1:

Community Services Department Organization Chart .. . . . . . . . . . . . . .............................17 Exhibit 2.3-1:

Temecula Existing Parks Map................................................................... 28-29
Exhibit 2.3-2:

Temecula Existing Parks Inventory Matrix ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,30-31 Exhibit2.3-1:

Temecula Existing Facility Map,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,34-35 Exhibit 2.3-2:

Temecula Existing Facility Inventory Matrix .. . . . . . . . . . . . . . . . . . . .............................. . 36-37
Exhibit 2.4-1:

Temecula Joint Use Schools Map ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,39 Exhibit 2.4-2:

Temecula Joint Use Schools Inventory Matrix . . . . . . . . . . . . . . . . . . . . ............................ 40-41
Exhibit 2.6-1:

Temecula Existing and Proposed Trails Map .. . . . . . . . . . . . . . . . . . . . . . . . . ............................44 Exhibit 3.1-6A:

Most Frequent Adult Recreation Activities ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,69 Exhibit 3.1-613:

Most Frequent Youth Recreation Activities ....... . . . . . . . . . . . . . . . . . . .............................. 69 Exhibit 3.1-6C:

Frequency of Household Participation in Specific Recreation Activities, , , , , , , , , , , , , , , , , , , , , 70
Exhibit 3.1-6D:

Rating of Programs...................................................................................71 Exhibit 3.1-6E:

Program Improvements Desired ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,71 Exhibit3.1-6F:

New Programs Desired ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,72 Exhibit 3.1-6G:

Frequency of Visits....................................................................................73 Exhibit 3.1-6H:

Park Improvements Desired ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,74 Exhibit 3.1-61:

Recreation/Community Center Improvements Desired .. . . . . . . . ............................... 75 Exhibit3.1-6J:

Cultural Center Improvements Desired,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,76 Exhibit 3.1-6K:

Prioritization of Ten Potential Projects,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,77 Exhibit 3.2-1:

Facility Demand from Community Survey,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,85 Exhibit 3.2-2:
2019 Facility Needs from Community Survey.....................................................85 Exhibit 3.3-1:

Zoning Map........................................................................................... 86 Exhibit3.3-2:

WalkabilityService Area Map ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,87 Exhibit3.3-3:

Walk -Drive Service Area Map,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,88 Exhibit3.7-1:

Program Needs Summary ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,93 Exhibit 3.8-1:

Facility Needs Summary,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,95 Exhibit 4.3-1:

Opportunity Site Locations ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,101 Exhibit4.5-1:

Program Prioritization Summary Chart ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,107 Exhibit4.7-1:

Facility Prioritization Summary Chart ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,115 Exhibit 4.8-1:

Aquatic Center/Swimming Pool Recommendations .. . . . . . . . . . . . . . . . . . . .......................117 Exhibit 4.8-2:

Entertainment Venue/Performing Arts Center Recommendations,, , , , , , , , , , , , , , , , , , , , , , , , ,,119
Exhibit 4.8-3:

Multi -Use Community Center/Gymnasium/Teen Activity Center Recommendations..... 121
Exhibit 4.8-4:

Preserve Open Space Recommendations ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,123 Exhibit 4.8-5:

Update Senior Center and Existing Facilities/Community Centers Recommendations.... 125
Exhibit 4.8-6:

Trails Recommendations ............................................................................ 127
Exhibit 4.8-7:

Cultural Arts Center Recommendations .......................................................... 129
Exhibit 4.8-8:

Multi -Sports Venue/Sports Fields Recommendations .. . . . . . . . . . . . . . . . . . . .......................131 Exhibit 4.8-9:

Shaded Areas Recommendations ................................................................ 133
Exhibit 4.9-1:

Senior Center, Museum, Chapel, and Park Site Area in Old Town,, , , , , , , , , , , , , , , , , , , , , , , , , „136
Exhibit4.9-2:

Old Town Gym Concept Diagram ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,137 Exhibit 4.9-3:

South Side Recreation Center Concept Diagram ...... . . . . . . . . . . . . ............................138 Exhibit 4.9-4:

Murrieta Creek Sports Park Concept Diagram .. . . . . . . . . . . . . . . . . . . . . . . . . ........................140 Exhibit 4.9-5:

Murrieta Creek Sports Park Sample Concept Images .. . . . . . . . . . . . . ............................140 Exhibit 4.9-6:

Pop Up Event Park Concept Diagram ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,141 City of Temecula • Community Services Master Plan iii.

List of Exhibits (continued) _
Exhibit 5.1-1:

TCSD Operations Revenue FY 17-18 to FY 19-20.................................................153 Exhibit 5.1-2:

Community Services Dept. & Public Works Parks Maintenance Expenditures„ , , , , , , , , , , , ,,154
Exhibit 5.1-3:

Temecula Authorized Positions Community Services and Park Maintenance,, , , , , , , , , , , , „154
Exhibit 5.2-1:

City of Temecula Budget Forecast of General Fund Revenue FY 19-20 to FY 23-24„ , , , , „155
Exhibit 5.2-2:

Recent and Planned Construction in Temecula ................................................. 156
Exhibit 5.4-1:

Funding Sources by Project Type ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,159 Exhibit5.5-1:

Community Services/Parks Capital Projects.....................................................160 Exhibit 5.6-1 :

Estimated Construction Costs for Existing Parks .. . . . . . . . . . . . . . . . . . . . . . . ..........................161 Exhibit 5.6-2 :

Estimated Construction Costs for Existing Facilities,,,,,,,,,,,,,,,,,,,,,,,,,,,,,165 Exhibit 5.6-3 :

Estimated Construction Costs for Joint Use Schools ............................................. 166
Exhibit 5.7-1 :

Existing Capital Improvement Program for 2019/2024.. . . . . . . . . . . . . . . . . . .......................167 Exhibit 5.8-1 :

Five Year Capital Requirements for Master Plan Recommendations, , , , , , , , , , , , , , , , , , , , , , , „168
iv. City of Temecula • Community Services Master Plan

COVID-19 ADDENDUM

BACKGROUND
The City of Temecula's original Parks and Recreation Master Plan was completed in 1993, with the purpose of "providing guidance to the City for the organized and structured development of the City's parks, recreation, trails, open space facilities and programs," and projected to the year 2013.

In April 2019, The City of Temecula awarded the contract to complete a Community Services Master Plan to RJM Design Group not only to revisit the scope of the original Parks and Recreation Master Plan, but also to address all areas currently under the Community Services umbrella.

Over the next year, RJM Design group conducted a community needs assessment (inventory, assessment, and analysis of programs, services, and needs specific to the City of Temecula) and community engagement activities (stakeholder and staff interviews, focus groups, community workshops, a statistically valid multi -modal community survey, and a sports organization survey) to develop recommendations to meet the current and future needs of the community.

In February 2020, RJM Design group submitted the Community Services Master Plan Draft for staff review.

UPDATE
As the City reviewed this draft document, a global health emergency developed. It is important to note the following local, national, and global events that transpired soon after the completion of this draft document.
• The United States Secretary of Health and Human Services (HHS) declared the global outbreak of COVID-19 a public health emergency on January 31, 2020 • March 11, 2020, WHO Director -General Tedros Adhanom Ghebreyesus declared the global COVID-19 outbreak a pandemic
• On March 13, 2020 the White House issued the following proclamation declaring a National Emergency concerning COVID-19
"NOW, THEREFORE, I, DONALD J. TRUMP, President of the United States, by the authority vested in me by the Constitution and the laws of the United States of America, including sections 201 and 301 of the National Emergencies Act (50 U.S.C. 1601 et seq.) and consistent with section 1 135 of the Social Security Act (SSA), as amended (42 U.S.C. 1320b-5), do hereby find and proclaim that the COVID-19 outbreak in the United States constitutes a national emergency, beginning March 1, 2020". -Proclamation on Declaring a National Emergency Concerning the Novel Coronavirus Disease (COVID-19) Outbreak, Issued on: March 13, 2020
• March 17, 2020 the City of Temecula Signed a Proclamation of Local Emergency • March 19, 2020 The State of California issued an Executive Order that required Californians to stay at home except as needed to maintain the continuity of operations of sectors designated essential

ADDENDUM
The global economic impact of the COVID-19 pandemic is estimated to reach between $2 and $4 trillion based on a 3- to 6-month scenario wherein the pandemic is contained, according to the Asian Development Bank. Estimations show the impact on the global economy could be greater if the pandemic is not contained by the end of September.

While it is impossible to estimate the eventual impact of the COVID-19 pandemic, it is clear that it will have far-reaching economic impacts to the City, its revenue and budget priorities, and its ability to implement the recommendations on the timeline presented in this document.

City of Temecula • Community Services Master Plan

COVID-19 ADDENDUM
The extent of the eventual economic impact and its influence on the implementation of this Master Plan is impossible to quantify at the time of this publication but Temecula's Community Services Department continues its mission to create community through people, parks, and programs. City leadership will continue to re-evaluate the potential implementation of recommendations included in this document as the impacts of COVID-19 upon the community continue to evolve.

CONCLUSION
The coronavirus 2019 pandemic (COVID-19) has extracted a high human cost across our nation. In response, local, state, and federal governments have had to redirect their financial resources in their battle against the virus. At the same time, tax revenues have plummeted.

At this critical time for recovery it is important to emphasize that Community Services Departments have a unique and positive impact on the lives of people every day. Striking dollars from park and recreation budgets can deprive people of open space to exercise for no or little cost, a place for stressed out individuals to reconnect with nature, and an important community resource where one can get a nutritious meal.

A study commissioned by NRPA (nrpa.org/LocalOfficials) in 2017 found local elected and appointed public officials whole-heartedly agree that parks and recreation significantly benefit their communities, especially in enhancing quality of life and promoting healthy lifestyles.

In addition, the economic benefits Community Services brings to the community helps spark economic activity and create jobs. The latest NRPA research report, NRPA Economic Impact of Parks report (nrpa. org/ParkEcon Report), published in April, highlights how Park and Recreation/Community Services Departments are an engine of business activity locally, statewide, and across our nation. The new study found that local park and recreation agencies generated more than $166 billion in U.S. economic activity and supported 1.1 million jobs from their operations and capital spending in 2017. California's local park and recreation agencies' operations and capital spending generated more than $16 billion of economic activity and supported nearly 110,000 jobs. California enjoys the most significant economic benefit from local parks and recreation in the United States.

Beyond the impact of local park and recreation agency spending, other critical economic impact contributions from public parks include conservation and environmental resiliency, health and wellness, property values and visitor spending.

Cutting park and recreation funding at this critical time may provide a short-term respite for local government budget shortfall. However, the impact of these cuts' could ripple beyond the initial savings, cutting jobs and reducing business activity that may spark a vicious cycle leading to further budget cuts and reduced services.

When combined with the ability to deliver healthier and happier communities, parks and recreation's powerful economic impact highlights the fact that the Community Services Department offerings are not merely a "nice -to -have" amenity. Instead, parks and recreation transforms our cities, towns, and counties into vibrant and prosperous communities for all.

Temecula has an outstanding Community Services Department with extensive and excellent programs and services. Due in great part to experienced and talented staff members going the extra mile. At this critical time of community recovery from COVID-19, Community Services challenges will be greater than ever.

City of Temecula • Community Services Master Plan

Executive Summary

EXECUTIVE SUMMARY
The Community Services Master Plan (CSMP) included a community needs assessment and community engagement activities to develop recommendations to meet the current and future needs of the community.

The City of Temecula relies on the Community
Services Master Plan to guide decisions
with respect to land use, development,
programming and facility needs as they relate
to parks, recreation, and community services.

Since the development of the original Master
Plan in 1993, Temecula has witnessed significant
growth and development that has created
new demands for community facilities and
programs. The City has done an admirable
job of expanding their Vision for Community
Services, programs, and facilities without the
benefit of an interim Master Plan Update
since 1993. It is now time to revise the Master
Plan to ensure that it reflects the current and
anticipated community needs. The 2020
Community Services Master Plan is organized
into five (5)sections:

Introduction
Located in southwest Riverside County and
currently home to an estimated 1 12,628
residents', the City of Temecula offers a
wide variety of parks, open space resources,
recreation facilities, libraries, museums, and
performance venues. By providing much -
needed spaces to recreate, relax, and play,
Temecula's park, recreation, and community
facilities help to promote a strong sense of
community in the City, improve property
values, enhance the business climate and local
economy, and generally contribute to a higher
quality of life for residents and visitors alike.

Existing Recreation Resources
The City of Temecula has forty-one (41) parks
encompassing 320.64 acres, over 6,000 acres
of preserved open space, approximately
twenty-two (22) miles of trails, and fourteen (14)
community facilities including a Library, a Senior
Center, four Recreation Centers, two Museums,
and the Old Town Temecula Community
Theater. Temecula also offers three public
pools, a universally -accessible playground, two
dog parks, a skate park, and a pump track for
residents' use that are designed to meet the
diverse needs of the community.
' SOURCE: ESRI FORECAST DATA SET 2019.

The City of Temecula offers a broad array
of recreation and community programs
to residents, as well as individuals from
neighboring communities. Often tailored
to specific age groups, programs include
organized group recreation and sports
programs, individual sports and recreation
activities, visual and performing arts,
educational classes, personal health courses,
and special events.

Community Services Needs Assessment
The Needs Assessment process utilized a variety
of methods to gather community information
to ensure the process is as inclusive as possible
and has the greatest benefit to the community.

The community engagement process included
a community resident survey, stakeholder
interviews, focus groups, sports organization
survey, and community workshops. The
following priority needs were identified:

PROGRAMS: Visual and Performing Arts/
Cultural Arts Classes; Hiking/Biking; Improve
Class Schedules/Hours; Sports Programs; Senior
Programs; Special Needs Classes and Events
(Developmental and Physical); Disadvantaged
Programs and Services (At Risk Teens & Low -
Income); Homeless; Swim/Water Safety Classes.

FACILITIES: Swimming Pool; Performing
Arts Center; Multi -Use Community Center
(Gymnasium, Teen Activity Center; Preserve
Open Space; Senior Center (Add or Expand)/
Update Community Centers; Trails; Cultural
Arts Center; Improve School District Joint Use
Facilities Agreement; Multi -Sports Venue;
Shaded Areas.

Recommendations
Specific project recommendations are derived
based on the priority needs. Short -Term,
Intermediate -Term, and Long -Term projects are
identified. Concept sketches are provided for
new parks and facilities.

Funding and Implementation
General costs for recommendations are
estimated to be $18.7 million for existing park
improvements, $21.2 million for existing facility
improvements, and $150K for joint use school
improvements. In addition, new projects would
cost approximately $70 million.

City of Temecula • Community Services Master Plan

Executive Summary
EXECUTIVE SUMMARY (continued)

TEMECULA COMMUNITY SERVICES MASTER PLAN
20 Year Action Plan
New Dog Park
v
a
- - Park Restroom Trail
Picnic Shelters Improvements Improvements
Pickleball Courts
F
Landscape
and
Site Improvements
b
Playground
Renovations
Sports Field
and
Court Renovations
Chaparral
High School
Pool Repairs db
Community Recreation
Center Renovations
Old Town Temecula
Community Theater
Seating Renovation
...............................................................................................................................................................

NOTE: Timeline may change due to budget considerations, community priorities and impact of Covid-19. Project placement on the timeline indicates approximate initiation/completion within a 5 to 10 year period, not the exact year that it will take place. * From the 2010 Quality of Life Master Plan
4 City of Temecula • Community Services Master Plan

Executive Summary
a® �
Harveston
Community Mary Phillips
Park Restroom Senior Center
Renovation -
�• z
New Margarita
Recreation Center South Side Veterans Park
Recreation Center Expansion
Main Street City Hall Pop Up
Courtyard Event Park
Temecula Valley
Museum
Renovation
Old Town
Gymnasium
Murrieta Creek
Sports Park
Jefferson
Recreation Center
Replacement
Multi Cultural Arts
and
Community Center
........................................................"Building Greatness, Maintaining Excellence'" City of Temecula • Community Services Master Plan 5

This page is intentially left blank
City of Temecula • Community Services Master Plan

Section 1: Introduction
•�ri.
_ � ijj- ,N �i , �1�J�" �� f�1 l�• L �yF �:[�kA. _ 1'�^�1 Ya �f' ��ti."J, • srti �. ,'�'e��'!^ITf':^' _ ! :'� � �� _�'.e�'�.s.�rNw�"R' � 'Li�ilii+A Tel' �,'r+ r'� � • ., , � .:

Temecula City Hall is in the heart of Old
Town and is the location of many public
meetings, and community celebrations.

The adjacent parking garage is the main
parking for community events held in Old
Town.

Section ONE: Introduction

1.1 PURPOSE OF THE COMMUNITY SERVICES MASTER PLAN
The City has prepared a comprehensive Community Services Master Plan to address the long-term community service needs of residents of Temecula. This Master Plan contains:

A. An inventory of current resources: parks, programs, services, recreation facilities, and trails system;
B. Current and projected community needs;
C. Parks, recreation facilities, and trails improvements; D. Target locations for future park improvements;
E. A City-wide bicycle route and recreation trails system; F. Timing and phasing of parks, recreation facilities, and trails; and G. Cost estimates for parks and recreation facilities development costs.

The Community Services Master Plan supports implementation of the goals and policies in the Open Space/Conservation Element of the City's General Plan.

The Community Services Master Plan should be updated every 5 to 7 years to reflect changes in demographics, development, and the economy.

1.2 BENEFIT OF PARKS AND RECREATION
Parks and recreation facilities offer a broad range of benefits for residents including:
• Improving health and wellness, building self-esteem, reducing stress and providing opportunities for learning, and living a more balanced productive life. • Building stronger families and enhancing community spirit. • Protecting open space areas and natural resources, enhancing air and water quality, providing and protecting wildlife habitat, and improving overall community livability.
• Attracting business relocation and expansion, contributing to a healthy and productive work force and economy, attracting tourists and retirees, and enhancing real estate values.

In addition to residents having access to parks, recreation facilities, and trails, the availability of a wide -range of recreation programs and leisure opportunities is a major component of the quality of life in any community. Recreation programs benefit households, families, businesses, neighborhoods, and individuals of all ages, income levels, cultures, and abilities by creating environments that engage people in positive activities.

City of Temecula • Community Services Master Plan

Section ONE: Introduction
Through the VIP strategic plan document,
Creating Community in the 21 st Century,
CPRS has articulated the diverse benefits
accrued from parks and recreation in its
vision statement: We Create Community
Through People, Parks and Programs. This
vision was carefully crafted from feedback
obtained throughout the action planning
process. To accomplish the vision, the action
plan highlighted nine missions that park and
recreation programming and facilities should
demonstrate:

Arts Academy
• Strengthen community image and sense of
place
• Support economic development
• Strengthen safety and security
• Promote health and wellness
• Foster human development
• Increase cultural unity
• Protect environmental resources
• Facilitate community problem solving
• Provide recreational experiences

1.3 APPROACH AND DOCUMENT ORGANIZATION
The Community Services Master Plan approach and document is organized as follows:

Where we
are now
Existing Recreation
Resources
Where do we
want to be?
Needs
Assessment
How do we
get there?
Recomendations
Master Plan
adopted
Funding &
Implementation
The Master Plan document is organized into the following sections:

Section One: Introduction
This section summarizes the Master Plan's purpose, organization, benefits of parks and recreation, and a brief summary of the City physical and demographic context.

A list of related documents that were reviewed as part of the Master Plan are also identified.
10 City of Temecula • Community Services Master Plan

Section ONE: Introduction
Section Two: Existing Recreation
Resources
Section Two provides inventory and
classification of existing City parks and
recreation facilities, and trails. Private and
Regional recreation resources are also briefly
discussed. Recreation program inventory is
also included in this section.

Section Three: Community Services Needs
Assessment
Focus Group
Section Three outlines the methods utilized
during the Master Plan process to assess the Community Services needs specific to the City of Temecula. These methods include:
• Community Engagement: provides direct responses from the local community through the following outreach tools: stakeholder interviews, arts and culture interviews, staff interviews, focus groups, community workshops, multi -modal community survey, and a sports organization survey.
• Recreation Facility Demand and Needs: estimates current and future facility needs based on the Sports Organization Survey and the Multi -Modal Community Survey.
• Service Area Gaps: examines how parks are distributed throughout residential areas in the City.
• Parkland Acreage: evaluates the parkland acreage needs in the City based on established standards of the City.
• Parks and Facilities Maintenance Assessment: identifies the existing conditions of parks and facilities and outlines issues the City will be faced with over the next several years due to emerging recreation activity demands and financial constraints.
• Department Organizational Structure and Staffing Assessment: identifies the existing Department organizational structure and staffing requirements. • Program and Facility Needs Summary: identifies the program and facility needs determined through Community Engagement.

Section Four: Recommendations
Section Four outlines the methods utilized to assess the prioritization of needs and formulates recommendations for programs, parks, facilities, trails, and maintenance specific to the City of Temecula. Recommended General Plan policy updates are also included in this Section.

Section Five: Funding and Implementation
The final section outlines the Department's budget, projected growth in the City as it relates to funding sources, and a Capital Improvement Strategy for implementation of this Master Plan.

City of Temecula • Community Services Master Plan 11

Section ONE: Introduction
Appendix (under separate cover)
The Appendix contains summary reports for each topic, as well as the original reports in their entirety (workshop summaries, community survey summary report, etc.), which have been summarized in the Master Plan. A complete list is available in the table of contents at the beginning of this document.

1.4 PHYSICAL SETTING
Incorporated on December 1, 1989 as a
General Law City, Temecula has become
one of the fastest growing cities in the State
of California. Located in the southwestern
corner of Riverside County, the City provides
a peaceful setting embracing the rich history
of the area. It is bordered by unincorporated
land and mountains to the west, the City of
Murrieta to the north, the City of Rainbow
and The Pechanga Indian Reservation to
the south, and by unincorporated land to
the east. Temecula is a tourist and resort
destination, due in part to the Temecula
Valley Wine Country, Old Town Temecula,
and championship golf courses.

Temecula's Planning Area
totals approximately 62 square
miles and is shown in Exhibit 1.4-

1. The present City boundary
encompasses approximately 37
square miles. The 25 square mile
Sphere of Influence, established
by the County's Local Agency
Formation Commission (LAFCO),
includes unincorporated
areas that could potentially
be annexed in the future, on
a project by project basis, by
the City of Temecula. (source:

General Plan Introduction)
Temecula was planned to offer
the best amenities for the City,
while preserving the topography
of the surrounding area.

San
Los
AnOES Bernardino
Riverside
Santa
An a
Temecula
San
aieg o
Lake
Elsinore Sedco Hills
Wildomar h
'Lake Skinner
Murrieta urriet
H t Sprl s
1 ].--Riverside County
'1__-
San Diego County
Rainbow
Fallbrook im
Camp Pendleton ®City Boundary
North =Planning Area
Exhibit 1.4-1: Temecula Planning Area
12 City of Temecula • Community Services Master Plan

Section ONE: Introduction

1.5 DEMOGRAPHIC ANALYSIS
Understanding the demographic context of the
City's population provides a valuable perspective for
understanding current parks, recreation facilities, and program requirements, as well as anticipating future
needs. Demographic characteristics such as age,
presence of children, ethnicity, and income have
been demonstrated in past research to have a strong
correlation to recreating patterns and needs. For those reasons, it is important to consider the history and evolution of community composition as a City plans for the future.

Temecula's demographic profile is based on the latest
Environmental Systems Research Institute (ESRI) data available. 112,628
2019 Population
29,1
2030 Projected Popula#ion
Temecula's age profile is based on the latest ESRI demographics and illustrated below in Exhibit 1.5-1. The 2019 City population has an age profile of 28% that are under the age of 19, 22% are between the ages of 19 and 34, 39% are between the ages of 35- 64, and 1 1 % of the population is over 65 years of age. r
28% 22% 39% 11%
Pop <19 Pop 19-34 Pop 35-64 Pop 65+
Exhibit 1.5-1: Temecula Age Profile
Four demographic characteristics have been prepared as part of a foundation for understanding City residents' recreation needs and preferences now and in the future. • Historical population growth
• Historical household (occupied housing unit) growth
• Historical demographic trends for residents
• Forecast of population and household growth to 2030
City of Temecula • Community Services Master Plan 13

Section ONE: Introduction
Historical Population Growth
As illustrated in Exhibit 1.5-2, there
was significant growth from the 2000
population of 57,716 to the 2010
population of 100,103. There was a large
drop in the growth rate from 2010-2019
most likely due to the recession. There is
an anticipated slight drop in the growth
rate for the next 5 years, although it is
important to note that the population in
Temecula is still growing and not at build -
out.

Historical Household Growth
Exhibit 1.5-3 presents a history of growth
of occupied housing units within the City.

The occupied housing units in the City of
Temecula during the 2010 to 2019 time
frame went from 31,783 to 35,638. The
volume of housing units in the City grew

12.1 % between 2010 and 2019. The ESRI
forecast data set identifies an additional
2,023 occupied housing units by 2024 for a
total of 37,661 housing units.

Historical Demographic Trends
140000
120000
119,832
112 628
100000
80000
100103
60000
57,716
F
40000
z0000
0 2000 2010 2019 2024
Exhibit 1.5-2: Population Growth
39, W0
38,000 37,661
37,000
36,000 35,638
35A0
34,000
33,000
32,000 31,783
31,000
30,000
29,000
28,000
2010 2019 2024
Exhibit 1.5-3: Occupied Housing Units
To enhance the analysis of population and household growth, a collection of demographic characteristics for the current Temecula resident population was compiled.

A review of historical demographic trends for the City and County for perspective, examining data from 2010 and 2019. This data describes and compares the City and County's community composition and evolution, using many demographic characteristics, such as household size, income, age, race/ethnicity, and homeownership.
• Average household size remained relatively the same in the City from 2010 to 2019 (3.15 in 2010 and 3.16 in 2019) despite the substantial increase in population. The county trend also shows a slight increase in household size for the same time frame (3.14 in 2010 and 3.18 in 2019).
• The median household income in the City was 35% above the median figure for the County in 2010 and estimates for 2019 anticipate the City median household income could grow to 44% above the County's median.
• From 2010-2019, the median household income in the City grew by 20.7% compared to a 12.8% rate of growth for the County. The median income for the City from 2019-2024 is expected to increase 1 1.2% and the median income for the County is expected to increase 18.9%.
14 City of Temecula • Community Services Master Plan

Section ONE: Introduction
• The age groups demonstrating the greatest decline in the City from 2010 to 2019 included residents 10 to 14 years of age (down 15.8%), residents 35 to 44 years of age (down 13.3%), and residents 5 to 9 years of age (down 13.3%). • The age groups demonstrating the greatest growth in the City from 2010 to 2019 included residents 65 to 74 years of age (46.7%), residents 55 to 64 years of age (32.2%), residents 85+ years of age (25%), and residents 25 to 34 years of age (25%).

The City population trend among residents 55 years of age or older is similar to that experienced in many communities and reflects the aging of a group known as the Baby Boomers. The pattern of growth in the City's population from 2010 to 2019 by this age group was similar to the pattern among County residents. This group is staying in better physical condition and living longer. Growth in this age group suggests the City should consider assuring that facilities and services are tailored to the special interests of seniors or mature adults and have the capacity to serve this burgeoning population group. As a result of the changes in the distribution by age, the median age in the City grew from 33.4 years in 2010 to 34.8 years in 2019 with a projected median age of 35.2 years in 2024.

Examining the City population by race and ethnicity, there was an increase identified from 2010 to 2019 in the share of residents identifying themselves as Black, Asian, or Other (identifying two or more races), while a decline was noted in the number residents identifying as White. The greatest growth was among Asian (up

13.3%) and Black residents (up 9.8%). Similar race or ethnic diversification was also noted in County trends. Estimates for 2024 suggest continued growth among Asian and Black residents with continued decline in White residents. • The Hispanic population increased from 24.7% in 2010 to an estimated 29.1 % in 2019. The projected Hispanic population in 2024 is 32%.

In 2010, 50.2% of Temecula households included children less than 18 years old and the County had 42.9% households with children less than 18 years old. The 2017 American Community Survey (ACS) estimate identifies a potential decline in Temecula households with children to 45.3%.

The City's proportion of homeowners has remained somewhat static over the nine- year period between 2010 and 2019 (from 64.6% to 65.2%), while the County shows a slight decline (from 59.6% to 57.7%). Estimates for 2024 suggest that an increase in homeowners in both populations is expected over the next 5 years (65.9% for the City and 58.2% for the County).

City of Temecula's 30th Anniversary Celebration
City of Temecula • Community Services Master Plan 15

Section ONE: Introduction
Forecast Population and Housing Growth to 2030
Exhibit 1.5-4: Temecula Population Estimates and Projections presents a forecast of population growth within the City extending to 2030, based on a review of the 2000 and 2010 Census Data Tables, and ESRI 2019-2024 Data Sets. The population growth in the City between 2025 and 2030 is expected to occur at an annual rate of approximately 1.28% (6.4% over 5 years from 2025-2030) for a projected population of 129,128 in 2030.

YEAR
2000

POPULATIONINCREASE
57,716*

AVERAGE
ANNUAL

PERCENT

OCCUPIED
HOUSING•
18,293

AVERAGE
•

3.15 4,239

73.44%
2010
100,103*
31,783

3.15 1,392

12.51 2019
112,628**
35,838

3.16 1,441

6.407o
2024
1 19,832**
37,661

3.17 1,533

1.28%
2025
121,365***
38,089

3.19 1,553

6.40%
2030
1 129,128***
40,251

3.21 *From 2000 and 2010 U.S. Census; **ESRI forecast data set 2019/2024; ***Households estimated by the Consultant based on 2019/2024 annual 1.14% of housing unit growth. Population estimated by the Con- sultant based on 2019/2024 annual 1.28% of population growth.

Exhibit 1.5-4: Temecula Population Estimates and Projections

1.6 DEPARTMENT ORGANIZATION
The City of Temecula Fiscal Year 19/20 City budget describes the functions of the Community Services Department as:
"A comprehensive neighborhood and community park system, as well as a complement of recreational and cultural programs, community and human services and special events, and activities aimed at enhancing the high quality of life of our youth, teens, adults, seniors, and special needs population." In addition to providing parks, facilities, and open space, the City of Temecula's Community Services Department provides a range of programs and services geared towards meeting the recreation needs and interests of residents of all ages. 16 City of Temecula • Community Services Master Plan

Section ONE: Introduction
The delivery of recreational programming and services is divided within the Community Services Department into several areas. The following Community Services Department Organization Chart (Exhibit 1.6-1) identifies six (6) separate areas of management, operational, and budgetary responsibility. They include Community Services, Recreation, Special Events, Arts & Culture, Human Services, and Administration. Each area of responsibility further encompasses specific programs and services.

DIRECTOR OF COMMUNITY SERVICES
Kevin L. Hawkins
MContracltSerNvices
MSports

SPECIAL ARTS& HUMAN ADMINISTRATIONEVENTS CULTURE SERVICES Signature Events Community Theater Senioa and Park and Facility Active Adults Development
Park Rangers Aquatics Communit Events Cultural Arts Strategic and Master g q y Outreach & Events Inclusion Services Planning
Recreation Library Services
Facility Rentals programming History Museum Homelesss Outreach ry l College and Career City &Regional
Parks and Fields Sister Cities
' `� Preparation Initiatives Support
Community Services
PuhlicArt Veterans Outreach
Depdrtmect
Exhibit 1.6-1: Community Services Department Organizational Chart In addition, the Department works with representatives from the community by coordinating several citizen -based Commissions/Committees including the Community Services Commission, Temecula Youth Advisory Council, and the Sports Council.

1.7 RELATIONSHIP TO OTHER DOCUMENTS
This Community Services Master Plan was developed in consideration of the City's previous Parks and Recreation Master Plan, with the following community goals in mind:

Community Goal # 1: Provide a comprehensive and balanced neighborhood and community park system throughout Temecula.

Community Goal #2: Provide a City-wide multi -use trails system that includes bicycle, jogging and equestrian trails.

Community Goal #3: Provide a balanced recreation program that meets the needs of all age groups in the community.

City of Temecula • Community Services Master Plan 17

Section ONE: Introduction
There are several existing documents and plans that relate to the Community Services Master Plan and influence its direction. These documents and their relationship to the planning process include:

Temecula General Plan and Zoning
Each city in California is required by State law to adopt a comprehensive, long- term General Plan for its own physical development. The General Plan consists of mandatory and discretionary elements including land use, housing, circulation, conservation and open space, safety, noise, air quality, and economic development.

California State law requires that the day-to-day decisions of a city should follow logically from, and be consistent with, the General Plan. Temecula's General Plan's Vision Statement is:

Temecula supports a family -focused lifestyle enjoyed by its residents, while promoting a strong local business community and agricultural, technological, and manufacturing industries. The community continues to be a regional destination for those seeking the desirable atmosphere established by wineries and historic Old Town. A strong business community, quality housing
stock, scenic open space,
and cultural amenities make
Temecula a desirable place
for higher education facilities
to locate. Cleanliness, positive
community identity, and low
crime rate make residents feel
safe in their neighborhoods,
commercial districts, and
schools.

The City's Zoning Map indicates
various land uses including
residential, industrial, schools,
parks, and open space. The
Zoning map is used as a tool to
identify the service area gaps
and the potential locations for
future parks in the Community
Services Master Plan, Section
Three Needs Assessment and in
Section Four Recommendations.
18 City of Temecula • Community Services Master Plan

Section ONE: Introduction
Parks and Recreation Master Plan (1993)
The City's population in 1992 was only 32,000.

Approximately 40 acres of parkland was
developed in (5) five parks: a sports park with
only 30% developed (Ronald Reagan Park),
Veteran's Park, Sam Hicks Monument Park, Calle
Aragon Park, and Bahia Vista Park. The following
1 1 guidelines were developed as part of the 1993
Master Plan:
l . Conserve open space for its natural, cultural
and recreational values.

2. Provide financial support for parks and
recreation services.

3. Provide close -to -home recreation
opportunities.

4. Encourage joint -use of existing physical
resources.

5. Ensure that recreation facilities are well -managed and well -maintained, and that quality recreation programs are valuable by employing an adequate number of well -trained staff.

6. Provide a wide variety of recreation facilities and programs to create a positive leisure environment.

7. Provide adequate and responsive recreation services through sound planning.

8. Make environmental education and management an integral part of park and recreation policies and programs.

9. Strengthen the role of cultural arts in recreation.

10. Encourage citizen interaction and socialization.

11. Foster a climate of volunteerism.

Cultural Arts Master Plan (1999)
Seven goals were created with input from almost 400 people which included a 24 member Planning Committee of Community Leaders, 40 stakeholder interviews, written surveys distributed to and collected from arts and cultural organizations and individual artists, a public intercept survey (conducted by City staff) involving 200 Temecula area residents and a series of focused group discussions, The 7 goals are:
• Provide opportunities for arts education.
• Generate awareness and participation through public involvement. • Enhance community through art in public places.
• Assist and encourage cooperation between organizations and artists. • Develop facilities to accommodate visual and performing arts. • Preserve historic legacy of Temecula Valley.
• Provide Funding and Resources Necessary to Implement the Arts and Culture Master Plan.

City of Temecula • Community Services Master Plan 19

Section ONE: Introduction
Youth Master Plan (2008)
In 2008, the City of Temecula engaged
Temecula's youth and the overall community
in a strategic planning process to develop
a plan detailing how the community could
work to make Temecula a better place
for youth and teens both today and in
the future. Strategies and an action plan
were identified within the document. The
following strategies defined how the City was
to achieve The Master Plan outcomes and
vision.
• Public -Private Partnerships
• Organized Activities
• Community Facilities
• Safety
• Respect and Understanding
• Life and Job Skills
• Transportation Access
• Public Information and Oversight
Quality of Life Master Plan (2010)
The QLMP was adopted in 2010 and provides goals and indicators for improving the community over a 20 year period to 2030. Among the ten high priority goals and recommendations for Temecula by 2030, the following are particularly relevant to Community Services:
• Continued focus to provide very high -quality, unique and innovative programs, facilities, and infrastructure for our residents.
• Continued protection and enhancement of the City special natural resources - air quality, open space and parklands, wine country, and clean water that provide a special and healthy quality of life, and attainment of resource efficiencies such as energy conservation.
• Completion of a network of integrated trails, bikeways, roads and highways to ensure mobility and access.
• Development of high amenity arts, culture, history, and sports events and facilities.

Community Playbook for Youth with Special Needs (2012)
In 2012, the City of Temecula developed the Community Playbook through a collaborative effort led by the City's Community Services Department that included regional stakeholders, and other interested community members. The Playbook was drafted to address the growing need to provide services and programs to youth and 20 City of Temecula • Community Services Master Plan

Section ONE: Introduction
families affected by Autism. As stated in the Community Playbook, the Southwest Riverside Autism Task Force (SRATF) appoints its members to work together on addressing ways to:
• Assess the availability of services currently provided through the region to help understand common screening measures, early diagnoses, and treatment options.
• Review current services that have been effective with providing the best practices of treatment service options.
• Review effectiveness and accessibility of programs and services provided to individuals and families with autism.
• Review concerns and issues in programming and services and how they can be readily addressed.
• Provide individuals and families a forum and platform to address concerns. • Assess availability of services in respect to cost, location, and types of services provided.
• Identify funding sources, social welfare programs, and fundraising opportunities. • Locate and discuss jobs and post -secondary educational options for transitional independence.
• Raise awareness through local and county wide communities and agencies. • Build partnerships with service providers, autism related non-profit organizations, county agencies, state agencies, and local churches.

Community Survey (2014)
Although much of the Community Opinion Study focused on topics unrelated to parks and recreation, the study did address parks, recreation, and open space at several points in the survey. The key take-aways are summarized below:
• Parks, recreation
and open space
were among the
things residents like
most about living in
Temecula.
• Improving and
developing parks and
recreation facilities
was among the things
residents indicate
would most enhance
the quality of life in the
City (8.6%).
• The importance residents assigned to parks and recreation facilities was unusually high in Temecula.
• Residents generally had a high opinion of the City's efforts to provide parks and recreation facilities, protect open space, and provide recreation programs. • Temecula residents made regular use of the City's parks, recreation facilities, and related amenities.
• Ratings of Temecula's parks and recreation facilities were very positive, and have improved over time in some respects.
• Approximately half of all Temecula households participated in City -provided parks and recreation programs and special events, and they had a high opinion of the services.

City of Temecula • Community Services Master Plan 21

Section ONE: Introduction
Multi -Use Trails and Bikeways Master Plan
(2016)
The Multi -Use Trails and Bikeways Master Plan is
a strategic and practical guide for improving
and expanding the City of Temecula's trail and
bikeway network in Temecula. It is a community -
driven tool for staff and decision makers to
prioritize improvements and investments. The
Master Plan was last updated in September 2016
and is intended to provide a truly
comprehensive network that connects the
destinations that residents of Temecula want to
access by bike or on foot, especially schools,
parks, open spaces, shopping and employment
centers. The Master Plan identified gaps in the
existing city-wide trail system.

Parks Assessment (2016)
0 ®� �®7 -- �" -A,
HIKEBIKETEMECULA.ORG
In May 2015, the City of Temecula commissioned a Parks Assessment through the City's Economic Development Department. A team of interns was selected to gather data and develop a report for 38 parks within the City of Temecula. The Assessment had two objectives:

Develop park profiles including identification of needed renovation or repair.

Identify candidates for Destination Parks.

Outcomes led to current park renovation process.

Senior Services Master Plan (2016)
The impetus for the 2016 Senior Services Master Plan came from the needs of a growing senior community and the values established in the City's Quality of Life Master Plan 2030. The public process and community feedback was based on community outreach through meetings, workshops, stakeholder interviews, and a questionnaire completed by 218 seniors. Through this process several clear priorities stood out forming the basis for the Plan's goals:
• Affordable senior housing, including support for aging in place. • Affordable and accessible transportation.
• Affordable and accessible healthcare.
• Access to financial and legal services.
• Creation and support of a resource center for aging and disabilities. • Opportunities for education, employment, volunteerism, and social support. • Ongoing involvement in the development of Senior Services within the community.
• Promote inter -generational programs.
22 City of Temecula • Community Services Master Plan

The Eagle Soar Playground and Splash
Pad is a Special Use Park. It is intended
to provide a safe and welcoming
playground where children of all abilities
can come and play together and feel a
sense of belonging and acceptance.

Section TWO: Existing Recreation Resources
Section Two provides classification and inventory of existing City parks and recreation facilities, and trails. Private and Regional recreation resources are also briefly discussed. The Recreation program inventory is also included in this section.

2.1 PARK DEFINITION
Title 12, Streets, Sidewalks and Public Places, of the Temecula Municipal Code describes `parks' as:
"Any community park, neighborhood park, special use or any other recreational facility maintained by the City of Temecula."
For purposes of this Master Plan report, the term "park" will also include pocket parks.

Areas not generally considered as "parkland" include: street medians and parkways; natural preserved or conserved open space areas without access or improvements; unimproved land zoned for uses other than recreation; private and homeowner association parks; and flood zones.

2.2 TEMECULA PARK TYPES
The 1993 Parks and Recreation Master Plan identified five broad categories of parks:

Neighborhood, Community, Special Use Parks, Trail Head Parks, and Recreation Trails.

The 1993 park type definitions do not accurately depict the existing park system that has developed over the last 26 years. Particularly as it does not identify the many small park areas that are more appropriately identified as "pocket parks".

Park classifications are useful in a number of ways. They can help define a set of characteristics to serve as a guide when parks are constructed or renovated. They can also restrict incompatible activities by limiting those activities to only certain types of parks.

This Community Services Master Plan proposes an updated classification system of parks that is more closely aligned with the detail uses and acceptable features of each type of park. The following park types and classification definitions are suggested:

Pocket Park
Pocket Parks are small in size, less than 2'/2 acres, and serve the immediate neighborhood. Pocket parks are frequently created on a single vacant building lot or on a small irregular piece of land. These parks provide a landscaped respite from the surrounding areas and often offer places to picnic or play. These parks may contain limited recreation assets such as benches, picnic tables, open play area, playground, and a sport court.

City of Temecula • Community Services Master Plan 25

Section TWO: Existing Recreation Resources
Neighborhood Park
Neighborhood Parks are approximately
2'/2 to 10 acres and serve the surrounding
neighborhoods within'/2 mile radius
(15-20 minute walk) without significant
architectural barriers. Neighborhood
parks are easily accessible by pedestrians
and bicyclists. Park features may include
open play area, barbeques, picnic tables,
sport court, improved paths, and support
facilities such as restrooms and/or vehicle
parking.

Community Park
Community Parks vary in size and meet
the recreational needs of a larger
segment of the population. They may
also preserve unique landscapes and
open spaces. Community park sites
should be accessible by arterial and/or
collector streets, as well as to pedestrians
and bicyclists by connecting to the trail
network. Geographic range of users is up
to 3 miles or City-wide if the park contains
or is adjacent to a community recreation
facility. These parks serve multiple uses
and provide recreational facilities that
accommodate large group activities not
typically provided for in neighborhood
parks. Parking lot and restroom facilities are
typically provided at these parks.

Special Use Park
Special Use Parks refer to a stand-alone
park or recreation facility that is designed
to serve a unique activity such as a skate
Joint Use Facilities
Butterfield Stage Park: Neighborhood Park
Patricia H. Birdsall Sports Park: Community Park
Temecula Skate Park: Special Use Park
park or universal playground.

Often School sites can supplement community park sites during non -school hours and in turn can serve broader City-wide recreation needs. These joint use sites may contain various assets, often for active recreation, and are programmed accordingly.

Restroom facilities and parking are generally provided for users. The geographic range of users varies, but can be City-wide. These facilities do not count towards the City's parkland acreage goals as they are not owned by the City, nor available for use at all times.
26 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
Recreational Trails and Bikeways
Paved paths, natural surface trails, bike
lanes, and sidewalk improvements that
address non -motorized activities for both
recreational and transportation purposes.

This category may include developed
access points with parking, restroom, and
limited picnic facilities. These facilities
do not typically count towards the City's
parkland acreage goals.

2.3 EXISTING PARKS AND

RECREATION FACILITIES
Unique and diverse recreational opportunities are available throughout the City of Temecula, including numerous parks and recreation facilities for active and passive recreation. Temecula has forty-one (41) City parks encompassing 320.64 acres of parkland. The City of Temecula has fourteen (14) public buildings under the responsibility of the Community Services Department including: five (5) recreation/ community centers, six (6) cultural facilities, and three (3) public meeting/social facilities.

2.3-1 CITY PARKS
There are currently eleven (1 1) pocket parks, seventeen (17) neighborhood parks, ten (10) Community Parks, and three (3) special use parks. The forty-one (41) City parks include picnicking, open play opportunities, and the following recreation elements:
(1) Amphitheater
(2) Baseball Fields, Youth [Lighted]
(13) Basketball Courts, Half -Court
(10) Basketball Courts, Full Court
[4-lighted]
(2) Dog Parks
(1) Football Field, Adult [lighted]
(2) Gazebos
(2) Lakes
(5) Pickleball Courts [lighted]
(32) Playground areas
(1) Pump Track
(2) Roller Hockey Rinks [lighted]
(1) Skate Park
(9) Soccer Fields, Youth [lighted]
(3) Soccer Fields, Adult [lighted]
(10) Soccer Overlay Fields, Youth
[6-lighted]
(10) Softball Fields, Adult [lighted]
(8) Softball Fields, Youth [6-lighted]
(1) T-Ball Field
(2) Tennis Courts [lighted]
(5) Trailheads at Parks
(3) Volleyball Courts (outdoor sand)
Since the pump track's opening in November 2019, it has averaged nearly 250 visitors per day. Due to its popularity, the City will be installing a new beginner's pump track at the same location to provide young and newer riders an opportunity to gain experience riding on a novice course before moving to the full size track.

The City offers picnic shelter rentals at several parks, including:

Pala Community Park • Meadows Park
Harveston Community Park • Temeku Hills Park
City of Temecula • Community Services Master Plan 27

Section TWO: Existing Recreation Resources
Exhibit 2.3-1 is a map showing the location of each existing park; Exhibit 2.3-2 is a matrix that lists the parks alphabetically and includes size, park type, and amenities in the existing public parks owned by the City of Temecula.

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28 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
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Temecula Parks
Parks
1 - Bahia Vista Park
2 - Butterfield Stage Park
3 - Calle Aragon Park
4 - Crowne Hill Park
5 - Eagle Soar Playground and Splash Pad
6 - Harveston Community Park
7 - Harveston Lake Park
8 - John Magee Park
9 - Kent Hintergardt Memorial Park
10 - Loma Linda Park
11 - Long Canyon Creek Park
12 - Margarita Community Park
13 - Meadows Park
14 - Nakayama Park
15 - Nicolas Road Park
16 - Pablo Apis Park
17 - Pala Community Park
18 - Paloma Del Sol Park
19 - Paseo Gallante Park
20 - Patricia H. Birdsall Sports Park
21 - Pauba Ridge Park
22 - Redhawk Community Park
23 - Riverton Park
24 - Ronald Reagan Sports Park
25 - Rotary Park
26 - Sam Hicks Monument Park
27 - Serena Hills Park
28 - Skyview Park
29 - Stephen Linen Jr. Memorial Park
30 - Sunset Park
31 - Temecula Creek Trail Park
lllll� 32 - Temecula Duck Pond & Veteran's Memorial
33 - Temecula Skate Park
34 - Temeku Hills Park
35 - Town Square Park
36 - Vail Ranch Park
37 - Veteran's Park
38 - Voorburg Park
39 - Winchester Creek Park
40 - Wolf Creek Park
41 - Wolf Creek Trail Park
Exhibit 2.3-1: Temecula Existing Parks Map
City of Temecula • Community Services Master Plan 29

Section TWO: Existing Recreation Resources
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41566 Avenida de la Reina

0.46 Pocket
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33654 De Portola Road

2.80 Neighborhood
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2 1
3 Calle Aragon Park
41621 Calle Aragon

0.52 Pocket
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33203 Old Kent Road

3.53 Neighborhood
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5 Eagle Soar Playground & Splash Pad'
29119 Margarita Road

0.00 Specialty
6 Harveston Community Park
28582 Harveston Drive

19.73 Community
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29005 Lake House Road

15.92 Community•
1 8
John Magee Park
44656 Corte Veranos

1.00 Pocket
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3 9
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31465 Via Cordoba

10.61 Neighborhood
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Loma Linda Park
30877 Loma Linda Road

2.81 Neighborhood
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3 11
Long Canyon Creek Park
29657 N General Kearny Road

4.71 Neighborhood
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4 12
Margarita Community Park
29119 Margarita Road

20.34 Community'
13 Meadows Park
43110 Meadows Parkway

5.01 Neighborhood
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2 14
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30592 Nicolas Road

0.27 Pocket
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1 15
Nicolas Road Park
39955 Nicolas Road

2.93 Neighborhood
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16 Pablo A is Park
33005 Regina Drive

2.29 Pocket
17 Pala Community Park
44900 Temecula Lane

6.19 Community
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Paloma Del Sol Park
32099 De Portola Road

9.50 Community
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4 19
Paseo Gallante Park
32455 Camino San Dimas

1.82 Pocket
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3 20
Patricia H. Birdsall Sports Park
32380 Deer Hollow Way

43.19 Community
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21 Pauba Ridge Park
33405 Pauba Road

5.16 Neighborhood
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3 2
22 Redhawk Community Park
44747 Redhawk Parkway

14.62 Community
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3 1
1 23
Riverton Park
30950 Riverton Lane

4.98 Neighborhood
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2 24
Ronald Reagan Sports Park
30875 Rancho Vista Road

55.88 Community
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25 Rotary Park
28816 Pu'ol Street

0.77 Pocket
26 Sam Hicks Monument Parke
41970 Moreno Road

2.55 Neighborhood
27 Serena Hills Park
40747 Walcott Lane

2.25 Pocket
•
1 28
Skyview Park
31991 Roripau h Valley Road

6.65 Neighborhood
•
2 29
Stephen Linen Jr. Memorial Park
44935 Nighthawk Pass

2.19 Pocket
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1 30
Sunset Park
32155 Camino San Jose

1.62 Pocket
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31 Temecula Creek Trail Park
33662 Channel Street

4.35 Neighborhood
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3 32
Temecula Duck Pond & Veteran's Memorial
28250 Ynez Road

7.51 Community
33 Temecula Skate Parka
30875 Rancho Vista Road

0.00 Specialty
34 Temeku Hills Park
31367 La Serena Way

11.48 Community
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2 1
1 35
Town Square Park
41902 Main Street

0.29 Specialty
36 Vail Ranch Park
32965 Harmony Lane

16.31 Neighborhood
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3 37
Veteran's Park
30965 La Serena Way

13.78 Neighborhood
•
3 38
Voorburg Park
39960 Nicolas Road

0.73 Pocket
39 Winchester Creek Park
39950 Margarita Road

4.50 Neighborhood
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2 1
1 40
Wolf Creek Park
45850 N Wolf Creek Drive

6.01 Neighborhood
•
1 41
Wolf Creek Trail Park
45454 Wolf Creek Road

5.38 Neighborhood
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3 TOTAL PARKLAND ACREAGE:
320.64
Acreage included in Margarita Community Park
Acreage includes Museum and Chapel of Memories
Skate Park acreage is included in Ronald Reagan Sports Park 30 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
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Exhibit 2.3-2: Temecula Existing Parks Inventory Matrix City of Temecula • Community Services Master Plan 31

Section TWO: Existing Recreation Resources

2.3-2 COMMUNITY FACILITIES
The City of Temecula has fourteen (14)
public buildings under the responsibility
of the Community Services Department.

The facility descriptions are listed under
three (3) categories:

1. Recreation/Community Centers

2. Cultural Centers

3. Public Meeting/Social Facilities
Recreation/Community Centers
The Community Recreation Center
(CRC) built in 1994 is currently planned
to be renovated. This project may
include the reconfiguration of the teen
center, conversion of office space to
accommodate a dedicated police
substation, renovation of key building
components, ADA compliance,
renovation and expansion of office
space and recreation rooms, and
upgraded kitchen equipment.

Community Recreation Center (CRC)
Community Recreation Center (CRC) Aquatics
The City currently operates one (1) pool (recently renovated) on a year-round basis. 0 25-yard, 6 lane heated pool
o Depth range of 3 1 /2 feet to 12 feet
o Diving board
o Water slide
o Separate wading pool for toddlers
o Indoor and outdoor showers
o Dressing rooms and lockers
o Average pool temperature: 80 degrees
The Jefferson Recreation Center (JRC) is currently a leased commercial warehouse property that includes a daycare facility, dance programming, and performing arts practice area with storage of all the production sets and costumes for the Youth Musical Theater Program. Jefferson Recreation Center is in the path of the future Interstate 15 Interchange and will eventually be removed from City inventory.

In 2017, the City conducted a needs assessment study for the Margarita Recreation Center. Currently Temecula has funded a capital project to tear down and renovate the Margarita Recreation Center (MRC) and aquatic facility. The pool has been closed since the City took over the facility from the YMCA. The project is currently in the design phase and it is anticipated that construction on this project will start in 2020.

Preliminary designs include a six -lane zero depth entry lap pool. 32 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
The Mary Phillips Senior Center (MPSC)
offers programs and services for ages 50+
and those with special needs. Programming
features community involvement and
opportunities for companionship through
a wide range of social, recreational,
and educational programs promoting
wellness. The current facility, built in 1994,
is a mere 9,248 square feet and severely
undersized for the demands and needs
of the community and its growing active
senior population. Rooms include a Mary Phillips Senior Center (MPSC) craft room, two meeting rooms that can
accommodate up to 25-60 people, pool room with four tables, auditorium with a stage, classrooms, computers, and a library. The Mary Phillips Senior Center Community Garden could become a focal point for seniors, active adults, teens and youth to learn gardening skills, landscaping, and nutrition. The garden fosters opportunities to give back to the community.

Temecula Community Center (TCC) is located in the Old Town area. This facility features a large multi -purpose room able to accommodate 175 people, a caterer's kitchen and outdoor patio. Several classes are held in the three meeting rooms which are also available to rent.

Cultural Centers
There are six cultural center facilities in Temecula. All but one of the cultural centers are located in Old Town Temecula and have limited off-street parking available.

Ronald H. Roberts Temecula Public Library is the only exception located outside of Old Town. The City recently completed the expansion of the library parking lot.

Working in cooperation with the Community
Services Department, The Friends of the
Temecula Children's Museum handles the
day-to-day operation of Pennypickle's
Workshop Children's Museum. The Friends
also operate and manage a gift shop,
conduct fundraising, and organize birthday
parties, science clubs, and science fairs.

The Friends of the Temecula Children's
Museum is a 501 c3 non-profit organization
whose mission is to help children learn to
love science by exploring in Pennypickle's
Workshop.

Entrance to the Theater and The Merc
The Old Town Temecula Community Theater and The Merc comprise the City's signature performing arts venues that offer year-round performances and events. The Old Town Temecula Community Theater (OTTCT) has a 354-fixed seat fully equipped proscenium -stage theater.

City of Temecula • Community Services Master Plan 33

Section TWO: Existing Recreation Resources
Exhibit 2.3-3 is a map showing the location of each existing community facility; and Exhibit 2.3-4 is a matrix that describes size and amenities in existing city -owned recreation facilities.

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34 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
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9 - Temecula Valley Museum (TVM)
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C13 - Conference Center at Civic Center (CC)
G 14 - Harveston Community Park Room (HCPR)
Exhibit 2.3-3: Temecula Existing Facilities Map
City of Temecula • Community Services Master Plan 35

Section TWO: Existing Recreation Resources
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3,484
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30875 Rancho Vista Road
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3 Conference Center at Civic Center CC
41000 Main Street
2,583
4 Harveston Community Park Room (HCPR)
28582 Harveston Drive
1,250
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41375 McCabe Court
20,000
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41845 Sixth Street
9,248
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7 Margarita Recreation Center (MRC)
29119 Margarita Road
8,069
8 Old Town Temecula Community Theater (OTTCT)
42051 Main Street
19,290
9 Pennypickle's Workshop Children's Museum (PW)
42081 Main Street
7,600
10 Ronald H. Roberts Temecula Public Library (RHRTPL)
30600 Pauba Road
34,000
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Temecula Community Center (TCC)
28816 Pujol Street
5,900
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Temecula HELP Center and Barn (THC)
28922 Pujol Street
1,800
13 Temecula Valley (History) Museum (TVM)
28314 Mercedes Street
7,500
14 The Merc M
42051 Main Street
8,625
Recreation / Community Centers (5)
Cultural Centers (6)
Public Meeting / Social Facilities (3)
The Merc is a flexible space
accommodating up to 70 at cabaret -style
seating with a small platform stage within
a renovated historic structure. Both spaces
share a ticketing office (located in The
Merc), a concession area and restrooms
(located in an extension to The Merc
building). Both share an outdoor courtyard
waiting area with a decorative fountain.

The Temecula Valley Museum portrays the
stories of the Temecula Valley's past and
present through exhibits designed to appeal
to both local family audiences and tourists. Additionally, special temporary exhibits are offered on a wide variety of artistic and cultural topics. The museum also includes a gift shop and an interactive discovery play area for children. The two-story Museum is located within Sam Hicks Monument Park.

Chapel of Memories was built in 1917 and is a historic, landmark building. Set within Sam Hicks Monument Park, the Chapel offers the perfect location for an intimate wedding ceremony and outdoor patio reception. Working in cooperation with the Community Services Department, The Friends of the Chapel handles the day-to-day operation.
36 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
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1 Exhibit 2.3-4: Temecula Existing Facilities Inventory Matrix Public Meeting/Social Facilities
The Temecula HELP Center and Barn hosts
the City's homeless outreach and veterans
outreach services. The center is staffed
by one full-time manager who oversees
homeless outreach and the partnership with
the police (HOT Team). The Barn is used for
outreach events. The HELP Center provides
a home -like atmosphere for counselling and
assistance with housing, employment, and
medical resources in the County of Riverside.

Harveston Community Park Room
The Conference Center at Civic Center is available for rental. This community room is used for seminars, lectures, workshops and training events.

Harveston Community Park Room is a small community room within Harveston Community Park. It is programmed for martial arts classes, children's classes, and available for rental. There are no indoor restrooms or indoor restroom access at this facility although park restrooms are located within walking distance.

City of Temecula • Community Services Master Plan 37

Section TWO: Existing Recreation Resources

2.4 JOINT USE SCHOOL FACILITIES
School facilities provide additional recreational space and facilities to the overall recreation system in Temecula.

Over the past thirty years, the City has entered into numerous agreements for the joint use of District and City owned public recreational facilities and for the joint delivery of park and recreational programming. Shared facilities include ball fields, tennis courts, and swimming pools.

The City estimates the annual costs for maintenance at $55,013 for the two pools and $19,607 for field maintenance. These figures do not consider any capital expenditures that are or have been performed at the facilities.

The City utilizes approximately ten (10) of the District's schools to address public demand. Those in use are:

1. Abby Reinke Elementary School

2. Chaparral High School

3. Erle Stanley Gardner Middle School

4. Great Oak High School

5. James L. Day Middle School

6. Pauba Valley Elementary School

7. Temecula Elementary School

8. Temecula Middle School

9. Temecula Valley High School

10. Vail Ranch Middle School
Two unlit youth baseball fields
Two Pools: 25-yard, 8 lane
competition pool and 25-yard
heated recreational pool
Water play area
Six unlit tennis courts (youth)
Two youth soccer fields
Eight lighted tennis courts
Two unlit youth baseball fields
Two unlit youth soccer fields
One unlit youth baseball field
One Pool: 25 yard, shallow
Two lighted softball fields
Two lighted youth baseball fields
One youth football field
Eight lighted tennis courts
Theater *
Two unlit youth baseball fields
Eight lighted basketball courts
One unlit youth football/soccer field
*Available for public use through Temecula Valley High School. Not under a joint use agreement.
38 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
Exhibit 2.4-1 is a map that shows the locations of the schools with joint use facilities; Exhibit 2.4-2 is a matrix that lists all the joint use school facilities. ,1 � ( 1 �' � 1 `+ �� I. •�' r�� -� 1 it
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Exhibit 2.4-1: Temecula Joint Use School Facilities Map City of Temecula • Community Services Master Plan 39

Section TWO: Existing Recreation Resources
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43799 Sunny Meadows Drive

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27215 Nicolas Road

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45125 Via Del Coronado

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Great Oak High School
32555 Deer Hollow Way

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James L. Day Middle School
40775 Camino Campos Verde

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33125 Regina Dr

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7 Temecula Elementary School
41951 Moranga Road

5.25 8
Temecula Middle School
42075 Meadows Parkway

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9 Temecula Valley High School
31555 Rancho Vista Road

2.00 10
Vail Ranch Middle School
33340 Camino Piedra Rojo

1.50 2
40 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
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City of Temecula • Community Services Master Plan 41

Section TWO: Existing Recreation Resources

2.5 OTHER PARKS AND FACILITIES OPEN TO THE PUBLIC
These facilities help meet a demand for certain recreation facilities within the community. The parks are not counted in the inventory of City parks since they are not owned by the City and not available to all City residents.

Public Parks and Facilities (not City
owned)
Temecula residents can enjoy the 600-
acre Lake Skinner Regional Park, located
ten miles east of Temecula. The park
offers overnight camping, sailing, fishing,
swimming (in an off -reservoir swimming
area), horseback riding, picnicking and
hiking.

Additional parks include Riverside
County's Joseph Park, Morgan Hill Park,
and Morgan Creek Park. Joseph Park is
a small neighborhood park with picnic
and basketball, next to Nakayama
Park. Morgan Hill park is over 6 acres
and includes sports fields, restrooms and
parking. Morgan Creek Park (recently
renamed as Madigan Park) includes a
lighted basketball court and tennis court.

The Grace Mellman Community Library
is located at 41000 County Center Drive
in Temecula and is owned and operated
by the County of Riverside.

Private Parks and Facilities (not City owned)
Lake Skinner
Morgan Hill Park - County Park
The property surrounding Vail Lake is privately owned, and recreational access to the lake is privately controlled. The Butterfield Country Recreation Park was established in 1968 to provide public access to the lake and its marina, but the park was closed by its owners in 1989. In 1995, a members -only resort facility was opened at the location of the former park; and in 2000, the area was re -opened to the public on an annual -fee basis. Recreational activities at Vail Lake include fishing, boating, RV, mountain biking, miniature golf and swimming.

Private parks can also be found in planned communities and apartment complexes.

Several Homeowners Associations offer parks to residents including Flower Hill Park, Galleron Park, Paseo Del Sol Park, and Vintage Hills Park. Paseo Del Sol Park also 42 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
includes a recreation center and
community swimming pool. The private
Harveston Lake House offers an 8,000
square foot facility that includes the
Terrace Room (used for events from small
birthday parties to large scale weddings),
a yoga room, craft room, pool pavilion, Jr
Olympic pool, large spa and splash park.

Several commercial recreation facilities,
including golf courses, are located within
the City. These facilities include the
Temecula Creek Inn Golf Resort, Temeku
Hills Golf Course, Journey at Pechanga,
Cross Creek Golf Club, and the Redhawk
Golf Club.

Rancho Sports Center, located at 28780
Single Oak Drive is a large, private sports
business that includes several sports
courts (basketball and volleyball) and
holds sports tournaments.

Paseo Del Sol Recreation Center
Rose Haven Heritage Garden is a Temecula Creek Inn Golf Resort privately owned and operated facility at
30592 Jedediah Smith Road. Community events are held at this facility.

Galway Downs, located at 38801 Los Corralitos Road, just southwest of the City limits, offers several sizeable multi -purpose fields that can accommodate organized sports, group activities, and special events. This lawn area is used regularly for organized soccer tournaments and is available daily from sunrise to sunset and is booked by reservation.

Regional Parks and Facilities (not City owned)
Cleveland National Forest is located approximately 35 miles to the southeast of the City. The U.S. Forest Service is responsible for the long-term management of recreation activities, vegetation, water and air quality, wilderness resources, fire safety, historical and cultural resources, and land use within forest boundaries. There is a strong demand for the types of activities and experiences offered in the Cleveland National Forest.

Santa Rosa Plateau Ecological Reserve is located in the Santa Ana Mountains in northern Temecula Valley, approximately 16 miles from the City. It has 9,000 acres containing hiking and biking trails with opportunities to interact with nature.

City of Temecula • Community Services Master Plan 43

Section TWO: Existing Recreation Resources

2.6 EXISTING AND PLANNED TRAILS
Trails play an important role in the health and vibrance of the community. There are close to 22 miles of trails and a limited amount of equestrian trails in the City. The City's website "Hike BikeTemecula.org" includes an interactive map of all existing and proposed trails and bikeways. Exhibit 2.6-1 illustrates the existing and proposed trails.

Exhibit 2.6-1: Temecula Existing and Proposed Trails Map This Community Services Master Plan reinforces the goals of the Trails and Bikeways Master Plan, including that mobility and trails should:

Reinforce connectivity to schools, parks, shopping, neighborhoods.

Reinforce recreation opportunities.

Many of Temecula trails are in Flood Control and/or Rancho California Water District (RCWD) easement properties. Improvements will need to be coordinated with the appropriate agencies.
44 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources

2.7 CITY PROGRAMS
Temecula offers a full range of classes and
recreation activities for all age groups. All classes and most programs are fee based. In order to offset costs,
it is and has consistently been a goal of the City that programs be self-supporting to the greatest extent
possible, through user fees as well as nontraditional
funding methods. Classes and programs are funded
primarily through the fees they generate, as well as
grants (such as First Five Riverside) and donations.

The City has an extensive array of classes and
programs which are scheduled under an advanced
registration system. For 2018, over 18,000 individual
registrations were completed. These programs
and classes were primarily held at the Community
Recreation Center, Jefferson Recreation Center, Margarita Recreation Phillips Senior Center, Temecula Community Center, and the Ronald H.

Temecula Public Library. Other facilities utilized included the Grace Mellman Community Library and a limited number of local business locations.

Center, Mary
Roberts
For 2018 the programs with the highest number of participants included Aquatics; High Hopes; Fit, Fun and Fabulous; Summer Day Camps; Bear Club University; Hawaiian/ Tahitian Dance; and Basketball. For 2019, the City had an increase in registration that included Special Interest Classes, Cooking Classes, Teen and Senior programming.

In 2017 the City of Temecula Community Services Department created the multi - award -winning online series: Around and About Temecula. Around and About Temecula is recognized as an excellent community resource featuring Temecula's people, parks, programs, profiling local assets, and highlighting Temecula's natural beauty. To date, over 20 episodes have been filmed and these can be watched on YouTube and the City website.

The Recreation programs are well attended. In 2018 and 2019, there were significant wait lists for Summer Day Camps for all age divisions; Bear Club University; Golf Classes and Golf Camp; Cooking Classes; Princess Ballet; Princess Day Camp; Gymnastics for all age divisions; Robot Camp; Youth Musical Theater; Kids Scuba Camp; Teen CERT (Community Emergency Response Team) Training; Special Needs Visual Arts Program; Big Foot All Day Art Camp; Children's Etiquette Class; and Glitz Cheer Camps. Most of the swim classes have wait lists, but the largest number is in the learn to swim toddler classes. Special Events with wait lists in 2018 and 2019 included the Christmas Bus Tour; Senior Excursions; Mother/Son Date Night at the Diamond; Build Your Own Boat Regatta; and Mother's Day Tea Party.

City of Temecula • Community Services Master Plan 45

Section TWO: Existing Recreation Resources
Existing Recreation Programs and Services
The following is a brief description of a selection of the existing programs and services provided by the Temecula Community Services Department for each of the five (5) areas of management responsibility.

1. Youth and Adult Sports
While enrollment among the various
groups has fluctuated over the last five
years, most sport groups have maintained
or increased enrollment. According to
Temecula staff, there is a consistently
high demand for playing time on all
sports fields and facilities. Temecula staff
has also indicated that there is limited
available space to accommodate
additional or new sports groups such as
lacrosse or pickleball. Pickleball courts
were recently added at the Margarita
Community Park replacing one tennis
court, Pala Community Park has a shared
use court, and there are three indoor
pickleball courts striped at the CRC gym.

Within the City limits there are several
organized sport leagues that regularly
utilize the City of Temecula playing fields
and facilities throughout the year. There
are organized sports leagues in the City
for baseball, basketball, football, soccer,
and softball. The organized sport league
participation is discussed in Section Three,
Community Services Needs Assessment.

The City operates a wide variety of youth
and adult sports programs including
baseball, basketball, field hockey,
golf, gymnastics, soccer, tennis, and
volleyball. Sports Camps are also offered
for multi -sport, football, baseball, soccer,
and softball.

Fun and Play Wednesdays - Summer 2019
Youth Football League
Pickleball Tournament
The Department offers a variety of
adult sports programming including softball and basketball leagues, in addition to tennis and golf classes. The Adult Basketball League was introduced in Winter 18/19 and since then, three seasons per year are offered at the CRC gym. Other program offerings include basketball/volleyball open gym at the CRC, as well as pickleball, indoors at the CRC, and outdoors at Margarita and Pala Community Parks. 46 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources

2. Aquatics
The aquatics program provides year-
round programming at one City pool and
seasonally operated programming at two
additional Temecula Valley Unified School
District joint use pools. This includes adult
and youth swim instruction for beginners
to advanced fitness swimmers, adult
and senior lap swim, senior aquatics,
recreational swim, lifeguard training, and
water safety activities.

Swim Lessons at CRC Pool
Temecula's Aquatics program currently provides drop -in opportunities which includes adult lap swim, specially designed senior water fitness, and open recreational swim in the summer. Seasonal instructional classes include adult and youth swim lessons and adaptive swim lessons, all sport swimming and training, water aerobics, aqua motion, Masters Swim Team, lifeguard/Title 22 training, and junior lifeguard camp. The State of California Code of Regulations has a section on first aid standards for public safety personnel, including lifeguards, police and fire, commonly referred to as Title 22 Certification. It requires first aid training beyond the first aid required for a Red Cross lifeguard certification, but not as many hours as Emergency Response.

Recreational swimming is available June through August at the CRC and Chaparral Pools for all ages with American Red Cross certified lifeguards on duty. The CRC is open Monday - Friday from 12:30-3:30 for recreational swim (June - Mid August to follow the TVUSD school calendar and Saturday and Sundays from 1 pm - 5pm for Recreational Swim (Memorial Day - 1 st weekend in October) .

A variety of fitness programs are offered at all three pools with many programs continuing year-round at the CRC pool.

The City of Temecula offers nine levels of lessons that meet every swimming level from the ages of six months to adult. Levels include:

Beginning Levels
o Parent and Me (Ages 6 months - 3 years)
o Beginning Toddler (Ages 3-5)
o Advanced Toddler (Ages 3-5)
o Level 1 - Water Exploration (Ages 5+)
• Intermediate Levels
o Level 2 - Primary Skills (Ages 3+)
o Level 3 - Stroke Development (Ages 5+)
Advanced Levels
o Level 4 - Stroke Improvement (Ages 5+)
o Level 5 - Stroke Refinement
o Level 6 - Skill Proficiency
City of Temecula • Community Services Master Plan 47

Section TWO: Existing Recreation Resources
These classes are held at the Community
Recreation Center Pool, Chaparral
High School Pool, and the Temecula
Elementary School Pool during the
summer months.

Swim Teams
Temecula is home to two swim teams,
Star Aquatics and Temecula Swim Club.

Star Aquatics states that their primary
focus is to provide and support quality
instruction in competitive swimming
technique, training, competition, team
building, and goal setting. The Club is a
tryout -based organization and utilizes
Temecula Valley High School and Hemet
High School Pools.

The Temecula Swim Club, also tryout
based, states that they aim to provide
opportunity and encouragement
for all of its swimmers to make an
uncompromising commitment to the
pursuit of excellence. The Temecula
Swim Club attracts swimmers from the
�_' � • _ .,�, a �' - —
Swim Instruction & Lifeguard Training at CRC Pool
Recreational Swim at Chaparral High School Pool
Temecula, Murrieta, Fallbrook, and Lake Elsinore region and utilizes high school pools in Temecula and Murrieta.

Swim Buddy Program
The Swim Buddy Program is made up of volunteers who assist with the Adaptive Swim Lessons by working directly with lesson participants. The City defines Adaptive Swim as a class designed to provide community members who have a mental or physical disability with the opportunity to learn and improve swimming skills, maintain and increase physical fitness, achieve success, and receive recognition within an aquatic environment. Adaptive Swim Lessons are set up with a certified American Red Cross Water Safety Instructor, three students, and three swim buddies (one for each student) in each class. It is the Swim Buddy's role to act as an extension of the instructor and help their buddy with what the instructor is teaching. The Department has approximately 40 volunteer swim buddies each year.

Junior Lifeguards
Junior Lifeguard Training Program provides training in the area of water safety, water rescue, swim lesson aids, and CPR. In addition, these participants volunteer as aids for the Learn to Swim Program and assist lifeguards during recreational swim times.

Scholarships
For the past several years the Department has received grant funding from First 5 Riverside to cover the cost of 50 swim lesson scholarships for children ages five and under from low-income families. For 2019, $2,250 was made available and fully utilized. 48 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources

3. Recreation Programming
Temecula provides a variety of preschool, youth, and teen programs, as well as camps and classes.

Preschool
Temecula offers a variety of fee -based enrichment classes that includes Bright Start for Kids, Bear Club University, Music for Babies, Parent and Me Playbook, Get Smart with Art, and Yoga for Parent and Me. The popular Bear Club University program, a structured drop-off program, is designed for the child to explore, experiment, and discover. Over 300 children register for this program each session.

Tiny Tots is another popular structured program with an emphasis on socialization and fun. Designed for ages three to five, the program topped 200 children for the winter/ spring 2019 period.

Youth
The City offers a number of music and art classes, educational programs, sports programs and leagues, and physical fitness programming for ages ranging from 5-17.

Unique and popular are the cooking classes such as the Kids Cooking, Tots-n-Pots, and Make -Bake -Take for Kids. Over 50% of these programs including the Kids Cooking Camps are at capacity. New in 2019 was the Thanksgiving Baking Camp.

Another creative series of programs feature the design, construction, and utilization of robotics. Several different classes and camps are offered including Droid Wars, Jr.

Engineering. Video Game Robotics, and Princess Robotics. These programs are held at the Margarita Recreation Center and nearly 250 youth participated in 2018.

Programs also offered in the Summer/Fall 2019 period included Little Miss Charm School, Children's Etiquette Class, and Fairytale Storybook Making Class.

Teens
Teen enrichment programs are aimed at supporting teens through quality programs and services that link them to resources, connect them with learning opportunities, provide coaching, mentoring, and create new opportunities for personal growth.

A wide variety of creative enrichment programs for teens are offered by the Department including a series of Teen Screenwriting classes, Teen Entrepreneurs, Drawing Club, and Graphic Design. Additionally, the City offers classes and programs including arts, dance, education, martial arts, fitness, music, theater, and sports programs.

The Teen Zone at the Community Recreation Center (CRC) offers teens a place to go after school to participate in a variety of activities including video games, ping pong, and basketball. Currently, up to 20 teens take part in this program daily.

City of Temecula • Community Services Master Plan 49

Section TWO: Existing Recreation Resources
Camps
Temecula runs a variety of popular
educational day camps, primarily during
the summer, with a limited number of
winter and spring break camps. A sample
of camp subjects includes Dinosaur
Discoverers, Ocean Explorers, Rocket
Readers, Art, Computer, Draw and Paint,
Piano, Hip -Hop, and a variety of Cooking
Camps.

The Wonders! Super Camps are all
designed to be a hands-on program
where campers perform a variety
of experiments such as making and
launching water rockets, making 3-D
glow -in -the -dark crystals, and making
plaster animal footprints. For 2019 over
200 youth participated in the Wonders!
Camps. Temecula offers Wonders!
Super Camps during Summer and Winter
breaks.

Summer Camp
Summer Food Service Program Art Academy
The Temecula Community Services
Department provides a free lunch, and special needs enrichment activities to children and teens during the summer. These operate as separate programs and are held at Margarita Community Park early July through early August, every Tuesday and Thursday. Currently, approximately 120 meals are served each day with total number increasing from 1,200 in 2018 to 1,300 in 2019. The Summer Food Services Program is an extension of the state -funded school lunch program and is on a first -come, first -served basis, as lunches are limited. There are no income requirements or registration and any child 18 years of age and under or individuals with disabilities may come to eat.

There are plans to expand in Summer 2020 to offer 200+ meals three days per week.

4. Special Events
Signature Events are large events (i.e.
4th of July Event) held annually that
are managed and coordinated by the
Temecula Community Services Special
Events Team.

Citywide Events are smaller events (i.e.

Movies in the Park) held multiple times
throughout the year that are managed
and coordinated by the Temecula
Community Services Special Events Team.
50 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
Permitted Community Events are put on by other organizations (i.e. The Greek Festival).

City staff works in conjunction with various civic organizations, businesses, and other public agencies and may provide facilities, staff support, and miscellaneous services for these special and seasonal events in the community.

Special events provide a bridge in the community, bringing people together for recreation, cultural expression, and entertainment. These events help unite the community and build community identity and vitality. Special events are a unique community service that generates revenue through facility rental, concessions, and provides positive economic development to the community through increased business activities and tourism.

5. Arts and Culture Programs
"The arts are fundamental to our humanity. They ennoble and inspire us —fostering creativity, goodness, and beauty. The arts bring us joy, help us express our values, and build bridges between cultures. The arts are also a fundamental component of a healthy community —strengthening them socially, educationally, and economically —benefits that persist even in difficult social and economic times." -Americans for the Arts
Because of these factors, cities around the nation have included the arts in the community services that they provide. These range from offering arts instruction in community centers and free summer parks concerts to owning and operating major venues such as museums and performing arts centers to installing art in public places, neighborhoods and parks throughout their communities.

The Community Services Department integrates arts and culture in the City of Temecula via collaborative and creative partnerships working to support the arts through museums, various events, programs, and by displaying art at City facilities and parks. Foremost are three facilities, the 354 seat Theater within Old Town, Pennypickle's Workshop Children's Museum featuring interactive scientifically oriented toys, books, gizmos, and gadgets, and the Temecula Valley Museum with its collection of historic artifacts, exhibits, and varied educational programs.

Pennypickle's Workshop Children's Museum offers a variety of classes, clubs, and programs such as Science Geek party, Kids Only Club, Monday Madness, and a variety of field trips.

The Old Town Temecula Community Theater has entertained over 700,000 visitors since opening in 2005. It boasts resident companies and parterships such as City of Temecula Youth Musical Theater, Fine Arts Network Theater Company, Southwest Women's Chorus, Temecula Performing Arts Company, Temecula Theater Foundation (non-profit) and Temecula Valley Players. The City also has a thriving presenting arm, Temecula Presents, which it operates on its own, bringing in music and dance acts that play on stages around the world. The Merc is a small space where the City hosts a wide variety of performers ranging from jazz to country. A total of 192 performances took place in 2018-19 at the Merc.

City of Temecula • Community Services Master Plan 51

Section TWO: Existing Recreation Resources
The many educational programs at the
Temecula Valley Museum include the
Culture Quest Summer Camp for children
ages 6 through 12, docent -led guided
tours of Old Town Temecula, a traveling
exhibit designed for elementary schools
and a guest speaker series. There is also
a program called Temecula's Treasure
Box, where boxes filled with artifacts can
be brought into classrooms. Over the past
five years, attendance has averaged
more than 20,000 annually in regular
admissions, group admissions and program
attendance, with the Museum serving
an additional 3,000+ off -site through its
outreach programs.

Public Art Program
The City of Temecula has worked to
develop a public art program since
incorporating in 1989. The Quality of Life
Master Plan (QLMP) states that part of
Temecula's vision is to become "a center
of art, culture, heritage, and lifelong
learning opportunities."
'A Child's Wonderland' Mural
at Ronald H. Roberts Public Library
'They Passed This Way' Monument
at Sam Hicks Monument Park
There are three types of art installation
opportunities in Temecula:

1. Temporary art installations (through exhibitions, events, and cultural projects) in public spaces.

2. Donations of artwork to the City for placement on City property.

3. Purchase or Commission of artwork for placement on publicly accessible areas of private developments.

Currently, there is a total of 51 works of art in public places including 25 on City -owned properties, six on private properties, and 20 on the Temecula Valley Barrel Art Trail. An inventory list of these art in public places can be found in the Appendix document.

6. Senior Services
Current programs and activities include:
• Choral Group
• Special Events
• Social Activities
• Meals
• Tech Support
• Fitness Activities
• Intergenerational programming
• Enrichment Programs
• Arts and Crafts Programs
52 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
Daily lunch serves approximately 35 to 60 lunches each day. Riverside County Office of Aging provides lunches and coordinates the meal on wheels program.

Transportation is provided via the Silver Shuttle, a 25 seat bus, that picks up Monday through Friday for the lunch program. The City will be getting a new bus in FY20-21 that will seat 30 passengers. Transportation is included on the senior excursions and intergenerational excursions (college
excursion).

Specialized services are available
through the Senior Center, including:
• AARP Volunteer Income Tax
Assistance (February - April)
• AARP "55 Alive" Safe Driving Course
• Fall Health & Community Resource Fair
• Blood Pressure Clinic and various
health screenings & assessments
• USDA Food Commodities Program
Senior Talks on:
o Health & Wellness o Wills & Trusts
o Scam & Fraud o Housing

7. Inclusion Services
Golden Years Saturday Social
Temecula has numerous recreational and aquatic programs designed specifically for those with special needs. The Supporting Kids Involving Parents Program (SKIP), is a "parent and me" program that provides children with special needs opportunities for sensory enrichment, improvement of social
skills, recreational play, and parent support.

The High Hopes Program provides adults
with special needs an opportunity for social
interaction with peers, while participating in
group activities and events.

An Adaptive Swim program is offered
providing those with a mental or physical
disability the opportunity to learn and
improve swimming skills, maintain and
increase physical fitness, achieve success, Temecula Special Games and receive recognition within an aquatic
environment. Prior to the lessons, the City offers a meet and greet program to introduce those considering an adaptive program the chance to get into the water.

Another program is the Special Needs Family Night for children and adults with special needs, held approximately four times a year.

Eagle Soar Social Skills Program is a social skills activity at the Eagle Soar Playground and Splash Pad at Margarita Community Park, Temecula's award -winning inclusive play space. The event is facilitated by Comprehensive Autism Center and Van Avery Youth Activists who provide peer modeling. The playground includes inclusive swing seats, sensory area, and is ADA accessible.

City of Temecula • Community Services Master Plan 53

Section TWO: Existing Recreation Resources
The Department also offers a variety of visual arts programs and a job training program for high school aged youth with special needs. The Temecula Special Games are designed for athletes of all ages with developmental disabilities. Each athlete is paired with a high school volunteer who acts as their buddy throughout the event.

8. Homeless Outreach
Staffing to support the homeless outreach program includes a two -person Homeless Outreach Team (HOT) from the Temecula Police Department, and a full-time employee from the Human Services Division of the Community Services Department.

Since the implementation of the Homeless Outreach Team (HOT) they have directed individuals experiencing homelessness to housing resources, employment, and medical assistance, investigated violent crimes against the transient population, and have worked closely with various outreach organizations in the community. For FY 18/19 over 100 clients received assistance from City contracted service providers. With the voter -approved passage of Measure S, a one percent sales tax increase, a second two -person team from the Police Department was added to provide seven day a week coverage on homeless -related issues.

Case Management at the HELP Center is managed by a third -party contract.

Currently the Social Work Action Group (SWAG) is providing those services to the City.

SWAG took over the case management in 2019 and also have contracts with Chino, Perris, and Menifee. Employees of SWAG have a solid foundation in social services and expertise in program design and implementation of direct services to those at -risk of being homeless and the chronically homeless. SWAG team members have extensive experience dealing with homelessness at the City and County level. The HELP Center also provides space for in -reach events, service provider meetings, and life skills classes, and basic need supplies.

Numerous partners support the functions of the HOT Team and HELP Center such as Community Mission of Hope, Operation Safehouse, Project TOUCH and Circle of Care Ministry. The program has demonstrated early success with the number of homeless declining from 67 to 59 in 2018 according to a Housing and Urban Development count. This POINT IN TIME count is federally funded and run by Riverside County.

9. Veterans Outreach
The City of Temecula works closely with public, private, and non-profit organizations to welcome veterans into the Temecula community. Efforts are based on recognition, integration, and support and include:

Celebrations and Memorials such as the Veterans Day Salute, an annual patriotic salute to Veterans, the Memorial Day Gratitude and Remembrance, parades, and the "Letters Home" and "Fallen Heroes" Memorials at Temecula Duck Pond. 54 City of Temecula • Community Services Master Plan

Section TWO: Existing Recreation Resources
The City has participated in the
building of "smart homes" for injured
veterans with the Building for America's
Bravest, a partnership of The Tunnel
to Towers Foundation and the Gary
Sinise Foundation. The City hosted two
benefit concerts featuring Gary Sinise's
Lt. Dan Band to raise funds for this
cause.

The City's Economic Development
unit offers the Military Banner Program,
Combat Wounded Parking, and
Adopted Armed Forces.

Veterans Day Salute
• The partnership with the Department of Veterans Affairs (DVA) to create the Veterans Internship Program, offered by Economic Development, providing veterans with tools and training to help facilitate transition into the civilian workforce.

2.8 ARTS AND CULTURE PARTNERSHIPS
The following performing arts organizations provide quality arts and culture opportunities to the community:

Resident Companies
• Fine Arts Network Theater Company
Southwest Women's Chorus
Temecula Valley Players
Rental Company
• Temecula Performing Arts Company
City Programs
• Jazz @The Merc
• Classics @The Merc
• Country Live @The Merc
• Speakeasy @The Merc
• Cabaret @The Merc
• Magic @The Merc
Al
■
Temecula Arts and Culture Logo
Temecula partners with the following friends organizations to provide quality arts and culture opportunities to the community:
• Temecula Theater Foundation
• TEDx Temecula
• Shakespeare in the Vines
City of Temecula • Community Services Master Plan 55

Section TWO: Existing Recreation Resources
Temecula partners with the following visual and performing arts organizations to provide quality arts and culture opportunities to the community:
• JDS Creative Academy
• Temecula Dance Company
• Temecula Valley Dance Academy
• Temecula Valley Art League
• Dorland Arts Colony
• Inland Valley Symphony
56 City of Temecula • Community Services Master Plan

'� ro
.i rcI
14 0
mot'
Section 3
Community Services Needs Assessment

{' INCLUDED IN SECTION THREE:
■
Community Engagement (pg 59)
Facility Demand and Needs (pg 80)
Service Area Gaps (pg 86)
Parkland Acreage (pg 89)
• Maintenance Assessment (pg 90)
Organization and Staffing Assessment
_
• •
(pg 91)
•
• • •
Program Needs Summary (pg 92)
Facility Needs Summary (pg 94)

Section THREE: Community Services Needs Assessment
The purpose of the Community Services Needs Assessment is to identify the current recreation program and facility needs within the community, to identify which are met and which are unmet, and to suggest the relative priority of each identified need.

The process involved gathering both qualitative input (e.g. stakeholder interviews, focus groups, and community workshops) and quantitative input (e.g. multi -modal community survey and sports organization survey). Each need identification tool and each bit of information gathered is a piece of the puzzle leading to a deeper, more thorough understanding of the community. All of the pieces, taken together, complete an overall picture of the community service needs specific to the City of Temecula. The following methods and processes were utilized to conduct the Community Services Needs Assessment and are addressed in this section:
• Community Engagement: provides direct responses from the local community through the following outreach tools: stakeholder interviews, staff interviews, focus groups, community workshops, multi -modal community survey, and sports organization survey.
• Recreation Facility Demand and Needs: estimates current and future facility needs based on the sports organization survey data and the multi -modal community survey data.
• Service Area Gap: examines how parks and recreation facilities are distributed throughout residential areas in the City.
• Parkland Acreage: evaluates the parkland acreage needs in the City based on established standards and specific needs of the City.
• Facilities Maintenance Assessment: identifies the existing conditions of parks and facilities and outlines issues the City may be faced with over the next several years due to emerging recreation activity demands and financial constraints. • Department Organization and Staffing Assessment: identifies current structure and offers ideas for improvement.

3.1 COMMUNITY ENGAGEMENT
What are Temecula residents saying about Community Services? Temecula's community outreach ranged from lively evening group discussions to one-on-one telephone interviews with 1,249 households. The community engagement portion of the Needs Assessment provided a number of opportunities to obtain perspective from residents, users, and providers of parks, facilities and programs.

Within this section, community feedback has been organized into seven (7) separate categories:

1. Stakeholder Interviews 5. Community Workshops

2. Arts and Culture Interviews 6. Multi -Modal Community Survey

3. Staff Interviews 7. Sports Organization Survey

4. Focus Groups
City of Temecula • Community Services Master Plan 59

Section THREE: Community Services Needs Assessment
The information received from each of
these sources has been included in the
overall prioritization of needs at the end
of this section of the report and is further
evaluated in the recommendations
section.

A summary of each community
engagement event is provided below.

Top responses are in alphabetical order.

The complete summary reports can be
found in the Appendix Document.

3.1-1 STAKEHOLDER INTERVIEWS
The following summarizes the results of
the fourteen (14) stakeholder interviews
with Community Leaders conducted
between May 14th-31 st, 2019.

Stakeholders were asked to complete
a questionnaire and then to schedule
a face-to-face meeting with the
consultant.

The following are the top responses for each question:

Special Needs Visual Arts Program
®A
Amphitheater at CRC
What are the MOST IMPORTANT ISSUES related to the Parks, Recreation Facilities, Open Space, Trails, Cultural Arts, and/or Services currently provided in Temecula? 4 Park and Facility Improvements
-> Policies and Management
4 Trails
What are the MOST IMPORTANT SERVICES AND FACILITIES for residents IN THE FUTURE? --) Programs to Respond to the Changing Community Needs 4 Senior Services
What does the Community Services Department DO BEST IN PROVIDING SERVICES AND FACILITIES to community residents?
4 Customer Service
� Diverse/Variety of Programs Offered
60 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
How do you think the Community Services Department COULD IMPROVE IN PROVIDING SERVICES AND FACILITIES to community residents?
4 Evaluate/Get Feedback
4 Increase Partnerships
What is your VISION for Temecula's Community Services in 2030? --> Inclusive
4 Trails
What is the ONE PROGRAM, CLASS OR ACTIVITY you would most like to see added in Temecula to meet the needs of the community?
4 Biking/Hiking
-> Cultural Arts Classes
-> Disadvantaged and Special Needs Programs and Events
4 Early Childhood Support
English Language Learners
Job Training Assistance
4 Large Events
-> Math and Science Camps
-> Pickleball
4 Sand Volleyball
4 Senior Activities
What is the ONE COMMUNITY SERVICES FACILITY you would most like to see added in Temecula to meet the needs of the community?
Amphitheater
Black Box Theater
CRC Renovation
Culinary Kitchen
Gymnasium
Margarita Recreation Center
Mountain Bike Park
4 Multi -Use Community Center
-> Open Space
-> Pickleball Courts
4 Senior Center
4 Sports Park
4 Street Vendors
4 Study Pods
4 Swimming Pool
4 Teen/Youth Facility
4 Trails
4 Urban Park with Gardens and Living Art
City of Temecula • Community Services Master Plan 61

Section THREE: Community Services Needs Assessment

3.1-2 ARTS & CULTURE INTERVIEWS
Interviews were conducted with twenty
(20) arts and culture stakeholders, all of
whom were individuals recommended by
City Community Services Department staff.

The stakeholders included artists (visual
and performing arts), arts educators, arts
organization leaders, and arts patrons.

Although the methodology used was to
conduct free -form conversations with the
stakeholders, all discussions encouraged
the interviewee to share their vision for a
robust cultural landscape and a "SWOT"
(strengths, weaknesses, opportunities,
threats) analysis of the current state of arts
and culture in Temecula. The following
were the top needs identified:

PROGRAMMING:
4 Add Staff to Increase Capacity and
Efficiency
4 Collaborate with Arts Professionals
Old Town Temecula Community Theater
`The Great Net' Fountain at Town Square
• Develop a Comprehensive New Marketing and Branding Strategy • Establish an Arts Council
4 Increase Availability of the Old Town Temecula Community Theater and The Merc
Retain City Management of Venues
Revitalization of the Theater Foundation
FACILITIES:
� Create a Community Arts Gallery/Cultural Arts Center
4 Improve Wayfinding Signage in Old Town
� Increase Public Arts Acquisition and Display
� Keep Venues Current with Technology
� Provide Shuttle and/or Improve Parking in Old Town
62 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment

3.1-3 STAFF INTERVIEWS
The following summarizes the results of the fourteen (14) City staff interviews conducted between May 21-30, 2019. Interviews were conducted with Executive - Level staff members. The methodology used was to conduct free -form conversations.

The following were the top program and facility needs identified:

PROGRAMMING:
4 Expand Park Ranger Program
� Expand Teen Programs Offered
4 Improve Marketing of the Community Services Department � Move Homeless Outreach to City Manager's Office or Police Department FACILITIES:
4 Connectivity of Trails
4 Improve Joint Use School Agreements
--> Large Event Space
4 Pickleball Courts
--> Upgrade Existing Facilities, Larger Facilities Needed

3.1-4 FOCUS GROUPS
Five (5) focus groups were conducted as
a part of the community engagement
effort to assist in the preparation of
the Community Services Master Plan.

The focus groups were attended by a
total of sixty-nine (69) participants and
conducted on May 20, May 21, and June
12, 2019.

Participants were split randomly into
groups for the process. During the course
of the focus group, seven topics were
presented for individual consideration
and then small group discussions were
held to reach a consensus on the top
three choices for each topic. Below is a
list of topics discussed and the combined
top responses (in alphabetical order)
related to the Community Services needs
in Temecula.

Focus Group #1
Focus Group #3
City of Temecula • Community Services Master Plan 63

Section THREE: Community Services Needs Assessment
What are the MOST IMPORTANT ISSUES related to the Parks, Recreation Facilities, Open Space, Trails, Cultural Arts, and/or Services currently provided in Temecula? Accessibility for Seniors, Special Needs, and Growing Population Expanded Community Arts Facility
• Expansion and Availability of Facilities
• Fee Structure
-> Homeless Strategies
4 Investment in Cultural Arts
Larger, Regional Facilities
Multi -Use Sports Facility Upgrades
4 Staffing
4 Targeted Resources
4 Transportation
What are the MOST IMPORTANT SERVICES AND FACILITIES for residents IN THE FUTURE? � Accessibility, Parking, and Transportation
4 Community & Special Events
4 Cultural Arts Facility
4 Emergency Services
4 Inclusive Programs for Teens and Adults
4 Multigeneration Community Center
4 Safety
4 Senior Center
4 Sports Facilities
4 Varied, Multi -Purpose, and Mixed -Use Facilities
What do you think the Community Services Department DOES BEST IN PROVIDING SERVICES AND FACILITIES to community residents?
--> Communication and Marketing
4 Community Outreach; Staff Listening; Caters to the Public; Inclusion; Sense of Community
HOT Team
--) Flexibility
4 Museums and Theater
--> Parks and Facility Maintenance; Graffiti Removal
4 Parks Updated
-> Quality and Variety of Facilities, Programs, Services, and Events 4 Senior Center
64 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
How do you think the Community Services Department COULD IMPROVE IN PROVIDING SERVICES AND FACILITIES to community residents?
--> Better Use of Temecula Valley Unified School Facilities 4 Hours of Operation and Scheduling
4 Increase Staffing
4 Intergenerational Programs
-> Joint -Efforts with Private Groups and Other Cities
--) More Arts Programs
4 More Community Centers
4 More Space for Theater, Arts, and/or Cultural Center
4 Social Media, Marketing, and Promoting Services, Activities, and Events What is your VISION for Temecula's Community Services in 2030? 4 Acknowledged Leader in Providing Community Services
-> Centralized Resources
4 Dedicated Funding
4 Expansion of Facilities, Programs and Activities
4 Improved, Larger Events
4 In Perfect Harmony with all People and the Environment 4 Involve and Promote Community
--) Private and Public Harmony Quality of Life
• Recognize Importance of Mental Health
• Tourist Destination
• World Class Art & Culture Museum
What is the ONE PROGRAM, CLASS OR ACTIVITY you would most like to see added in Temecula to meet the needs of the community?
4 Ballooning
� Fine Arts Classes; Free (Visual & Performing) Art Classes 4 Gardening Classes
� Homeless Outreach
• Improve and Expand Existing Programs
• Large Scale Special Events
• Leagues for Lesser Sports
� Learn to Swim; Long Course Swim Training
4 LGBTQIInclusion
Life Skills
Local Tours
4 Mental Health Classes
City of Temecula • Community Services Master Plan 65

Section THREE: Community Services Needs Assessment
� Mid -Week Farmers Market
4 Programming for Physically and Mentally Disabled
� Programs for Low -Income Families
4 Public Speaking/Communications
Resource Fair
Senior Programs; Senior Fair
4 Sports Facilities
-> Teen Programs
4 "Temecula Showcase"
4 Temecula "Unplugged" Experience
Transportation
Tutoring Program
4 Veterans Programs
4 Water Safety
What is the ONE COMMUNITY SERVICES FACILITY you would most like to see added in Temecula to meet the needs of the community?
--> Adult Day Care
4 Amphitheater
4 Aquatic Recreation Center
4 Art in Public Places
--> Entertainment Venue
4 Facilities Adapted for Disabled/Elderly
4 Kid's Summer Playhouse
--> Large Meeting Facility
4 Libraries
4 Makerspace
4 Mental Health Facility
--) Multi -Cultural Arts Center
4 Multi -Sports Facility
4 Museum
4 More Senior Classes / Additional Senior Center
4 Multi -Use Community Center
4 Pickleball Venue
4 Technology
66 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment

3.1-5 COMMUNITY WORKSHOPS
Five (5) community workshops were held
at different locations (one in each Council
District) as a part of the community
engagement effort. The community
workshops were attended by a total of 28
participants and conducted on September
18, September 19, and September 25, 2019.

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Workshop attendees were presented p�v;Ik,•� OW;;Z; ralnid=; �, t t - cry. rr cr..Sr pr.jr.mr
with a preliminary list of recreation facility 6r� ^•roneYf«• .n p.nRl.etan eahtlnw. to rvely.. ��
needs identified through interviews, focus R•r"•"�•Rk�,'•'" groups, sports organization survey, and rar.t.r.IR�rRti"�"'�`MI6" the community -wide multi -modal survey.

Participants were instructed to review the '
list and asked if they wanted to add any
facility or program needs, they felt were
missing. Next, participants individually
prioritized the facility needs. Each individual Mae
received 10 stickers to identify their top 10
priorities on an enlarged sheet of facility
needs. Then, each group discussed individual responses until they recorded consensus on the top 5 priorities. The following are the two topics discussed and the associated consensus response results combined from all community workshops.

What are the TOP RECREATION PROGRAMS NEEDED in the City of Temecula? --> Active Seniors Programs; Senior Programs and Activities 4 Art Classes (Free/Visual and Performing Arts)
At -Risk Teen Programs
Bocce Ball
� Cultural Arts Classes
4 Early Childhood Education (Family Support)
English Second Language (ESL) Classes
Establish an Arts Council
Expand Ranger Program
Financial Planning/Money Management
Hiking
Homeless Outreach
� Improve/Expand Existing Programs
Improve Library
Job Training
--> Marketing and Social Media of Community Services Department City of Temecula • Community Services Master Plan 67

Section THREE: Community Services Needs Assessment
� Math and Science Camp
• Multi-Generational/Inter-Generational Programs
• Open Street Events
• Outdoor Education (camping, fishing)
• Special Needs Teen Programs (ages 13-17)
� Technology Classes for All Ages
4 Transportation
-> Veterans Programs
What are the TOP RECREATION FACILITIES NEEDED in the City of Temecula? Cultural Arts Center
Homeless Issue in Parks and Facilities
Improve School District Joint -Use Facilities Agreement 4 Natural Park; Nature Preserve with Nature Education Center 4 Preserve Open Space
4 Security and Safety
4 Senior Center (add/expand)
4 Shaded Areas
4 Trails; Connectivity to Trails; Walking and Biking Trails 4 Update Facilities/Community Centers

3.1-6 STATISTICALLY VALID, MULTI -MODAL COMMUNITY SURVEY A total of 1,249 completed surveys were gathered online and by telephone beginning on June 18, 2019 and concluding July 22, 2019. Telephone interviews averaged 16 minutes in length and were conducted during weekday evenings (5:30PM to 9PM) and on weekends (LOAM to 5PM). The interviews were conducted in English and Spanish. This sample of interviews carries a margin of error of ± 2.7%.

How well is the City performing in meeting residents' recreation programming needs?
The City of Temecula offers a broad array of recreation and community programs to residents often tailored to specific age groups. Programs include organized group recreation and sports programs, individual sports and recreation activities, visual and performing arts, educational classes, personal health courses, and special events. The results of this survey clearly indicate that the City is doing a solid job meeting residents' needs with respect to recreation programming. More than one -quarter of households have participated in a recreation or cultural arts program, class, or activity offered by the City within the past year, and among those, close to 90% indicated that the overall quality of the programs as well as the quality of instructors were excellent or good. Additionally, over two-thirds provided a favorable rating to the quality of the equipment used and cost of the programs.
68 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
• Most Frequent Adult Recreation Activities (see Exhibit 3.1-6A): With regard to adult recreation, hiking and walking was by a wide margin the most common recreation activity (59%), followed by jogging and running (21 %), biking and cycling (18%), swimming (1 1%), exercising/going to the gym (9%), picnicking (8%), and dog activities/parks (7%). Just 9% of Temecula households indicated that adults in their Hiking, walking
Jogging, running
Biking, cycling
Swimming
Do not engage in recreation activities
Exercising, going to the gym
Picnicking
Dog activities, parks
Not sure
Tennis
Golf
Basketball
Baseball
Soccer
Yoga / Pilates
Dancing
0 10 20
Exhibit 3.1-6A: Most Frequent Adult Recreation Activities

58.7 30 40 50 60
Households
No children or teenagers in household
J51.7
Playing at the park, playground

15.0 Swimming

10.6 Biking, cycling

9.1 Hiking, walking

7.7 Soccer

6.7 Baseball

5.2 Basketball

4.6 Jogging, running

14.0 Sports in general

3.7 Water parks, activities

3.2 Not sure

2.6 Football

2.3 Skateboarding

2.3 Scooter

2.2 Tennis

2.2 They do not engage in recreation activities

1.8 0 10 20 30 40 50
Households
Exhibit 3.1-611: Most Frequent Child/Teen Recreation Activities City of Temecula • Community Services Master Plan 69

Section THREE: Community Services Needs Assessment
Most Frequent Child/Teen Recreation Activities (see Exhibit 3.1-613): With regard to youth recreation, playing at the park or playground was the most frequently cited recreation activity (15%), followed by swimming (1 1 %), biking and cycling (9%), hiking and walking (8%), and soccer (7%). The majority (52%) of respondents reported that they do not have a child or teenager in their household, and just 2% of Temecula households indicated that their children under 18 do not engage in recreation activities.

Frequency of Household Participation in Specific Recreation Activities (see Exhibit

3.1-6C): More than eight -in -ten households (84%) walked, jogged, ran, or hiked on public trails for recreation or fitness (excluding activities on streets or sidewalks) and six -in -ten households bicycled on public trails or paths for recreation or fitness (61 %), and (58%) walked or exercised a dog at a dog park. Just under half (46%) of households swam in public pools for recreation or lessons (excluding school activities and homeowners' association pools). Comparatively, playing tennis (29%), skateboarding at a skateboard park (22%), and playing pickleball (10%) were engaged in by fewer households.
100
Once every
® fewyrs 9.9 90
1 xperer yr
80 v11.8
70 1 I.■2to6xper yr
Q
6020.8
■ 7 to 1 1 x per
M 50 y
r

18.7 ro
rn 21.7
r„ ■3to4xper
40 31.8 rO
t
F
30 17.8 ■2to6xper
wk
2024.9 16.2 16.0

14.6 ■Every day
10 0
Walk, exercise dog at Walk,jog, ran, hike on Bicycle on public Skateboard at Swim in public pools Play pickleball [10%1 Play tennis [299Q dog park [5891] public trails, [84%[ trails or paths [61%J skateboard park [22N [46%[ Q13 Frequency of Hsld Engagement in Rec Activities
Exhibit 3.1-6C: Frequency of Household Participation in Specific Recreation Activities Overall, 28% of respondents reported that at least one member of their household had participated in a recreation or cultural arts program, class, or activity offered by the City within the past year. When asked if there were any barriers or obstacles that have kept their household from participating in a recreation or cultural arts program, class, or activity within the past year, 71 % of respondents in households that had not participated indicated that no barriers came to mind. Among specifics provided, a lack of information/awareness (7%) and work schedules (5%) were the most common responses.
70 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
• Ratina of Pro _ rq ams (see
Exhibit 3.1-6D): Among those
who had participated in a
recreation or cultural arts
program, class, or activity
offered by the City, the
assessments were mostly
positive for the quality of
instructors (88% excellent or
good) and overall quality
of the programs (88%),
followed by the quality of the
equipment used (83%) and
cost of the programs (68%).
100
� 90 ■Very poor
v O 80
_ -O 70 ■Poor

45.1 0 60 48.1
3 ■Fair
s so 36.0
=o
■Good
n 30

45.2 a E 20 42.8
, ■Excellent
�b
0 10
0 Ins[mctors Programs, ov 11 Equipment Cost
Q16 Rating the quality of recreation & colt-1 arts prograrns...

Exhibit 3.1-61): Rating of Programs
• Program Improvements Desired (see See Exhibit 3.1-6E): Two-thirds (67%) of respondents in a household that had participated in a recreation or cultural arts program could not think of a way that the City could improve upon their experience when participating in recreation and cultural arts programs, and an additional 5% declined to state. Of the specific improvements that were cited, providing more classes (4%), improving advertising/outreach (3%), and providing more detailed information about classes and programs (3%) were mentioned most frequently.

Provide more classes
Improve advertisement, outreach
Provide more detailed info about classes, programs
Provide more adult programs
Provide safer paths, walkways, easier access
Other (unique responses)
Provide more swimming classes
Provide more facilities, amenities
Provide, improve art classes, programs
Reduce cost
Provide more summer programs
Provide more variety
Provide more cultural diversity programs
Provide more fitness classes
Extend hours, provide more schedule options
Provide more activities, classes for children
Provide more dance classes, lessons
Improve training for instructors
Provide animal friendly events

3.9 3.0

2.9 2.1

2.0 1.8

1.5 1.4

1.3 1.2

1.2 1.2

1.1 1.0

0.9 0.8

0.8 0.6

0.6 0 10 20 30 40 so
Respondents in Hslds That Participated in Program in Past 12 Months Exhibit 3.1-6E: Program Improvements Desired
City of Temecula • Community Services Master Plan 71

Section THREE: Community Services Needs Assessment
New Proarams Desired (see Exhibit 3.1-6F): Regardless of household participation, 22% of all respondents indicated that there are specific recreation or cultural arts programs, classes, or activities that they would like the City of Temecula to offer in the future that it may not offer now, whereas 33% did not desire any additional offerings and 46% were unsure or unwilling to answer. Among those who reported a desire that specific programs be offered by the City in the future, the most commonly suggested category was arts and crafts (15%), followed by concerts/ music events (13%), senior classes and activities (10%), dance classes (9%), cooking classes (8%), and fitness classes (8%).

Arts, crafting classes
Concerts, music events
Senior classes, activities
Dance classes
Cooking classes
Fitness classes
Not sure, cannot think of anything specific
Martial arts classes
Swimming lessons
Computer, programming classes
Painting classes
Language classes
Special needs programs, events
Programs for children
Cultural programs
Community events, gatherings
Native American culture events
Photography classes
LGBTQ, gender equality events
Cycling
Pickleball
Gardening classes
Dog obedience, play
Hiking classes
Science classes
Health, wellness classes

15.2 12.7

9.6 8.6

7.7 7.5

5.6 4.4

3.9 3.6

3.2 3.2

3.1 2.9

2.7 2.6

2.5 2.5

2.1 2.1

1.8 1.7

1.7 1.6

1.5 1.5
0 5 10 15 20
Respondents That Desire Additional Rec, Cultural Arts Programs, Classes, Activities Exhibit 3.1-6F: New Programs Desired
72 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
To what extent are Temecula residents making use of the City's parks, recreation, and community facilities?
• Frequency of Visits
(see Exhibit 3.1-6G):

On a yearly basis,
more than nine -in -ten
Temecula households
utilize a park or open
space area (94%),
seven -in -ten utilize a
recreation facility or
community center
(71 %) or City library
(70%), and more than
six -in -ten households
visit a museum or
performance venue
(64%) in the City.
100
■Prefer not to
answer
90 Never
80 < Few x peryr
70 60
0 ■ Few x per yr
so
3 ■ lx per 2-3
O
x
mos
0 40

0.0 ■lxperrra
30 8.2

11.8 ■ 2-3x per mo
20 11.1

0.0 .
10 ■At least 1 x per

14.0 wk
0 Park or open space Recreation facility City library
Museum or
area or community center
performance venue
The frequency of Exhibit 3.1-6G: Frequency of Visits
visits was highest for
parks and open space areas, with 70% of residents reporting that their household visits a park or open space area in Temecula at least once per month. 33% of respondents reported monthly visits to a recreation facility or community center by their household, 31 % visit a City library monthly, and 14% regularly visit a museum or performance venue in Temecula at least once per month. As one might expect, frequency of visits varied substantially across household characteristics, with the highest rates being exhibited by households with at least one child or teenager.

When the small minority of respondents whose household had not utilized a City park or open space area, recreation facility or community center, City library, or museum or performance venue in Temecula were asked if there was a particular reason they had not done so, the most common responses were no particular reason, that they no longer have kids/dogs in the home, no time/work schedules, and general lack of interest.

City of Temecula • Community Services Master Plan 73

Section THREE: Community Services Needs Assessment
Are there specific improvements to parks and open space areas, recreation facilities and community centers, and/or libraries, museums, and performance venues that residents desire be a part of the Master Plan? Park Improvements Desired (see Exhibit 3.1-6H): Forty-nine percent (49%) of respondents indicated that there are improvements they would like made to parks and open space areas in the City of Temecula, whereas 27% did not desire any park or open space improvements and the remaining 24% were unsure or unwilling to answer. When respondents who desired park improvements were asked to describe the improvements they most want, more shaded areas (13%) was the most frequently cited, followed by improving park maintenance/cleaner areas (13%), preserving open space (12%), providing more bike and walking trails (11%), having cleaner restrooms/more bathroom facilities (1 1%), improving security and safety (1 1 %), and addressing homeless issues (10%).

Provide more shaded areas

13.3 Improve park maintenance, cleaner areas

12.5 Preserve open space
1 2.3
Provide more bike, walking trails
1 1.2
Cleaner restrooms, more bathroom facilities
1 1.0
Improve security, safety

10.7 Address homeless issues

9.5 Provide more sport fields

6.6 Provide water activities, parks

6.0 Improve landscape, trees

6.0 Upgrade park, recreation equipment

5.7 Provide more dog parks

5.4 Not sure, cannot think of anything specific

4.4 Provide more trash cans, recycle bins

3.9 Provide benches, sitting areas

3.2 Provide more water fountains

3.1 Provide better, more lighting

3.0 Provide more parking spaces

2.6 Provide more kid friendly parks, activities

1.8 Provide more adult park activities

1.7 Provide more programs, events in general

1.6 0 5 10
Respondents That Desire Park, Open Space Improvements
Exhibit 3.1-61-1: Park Improvements Desired
74 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
Recreation/Community Center Improvements Desired (see Exhibit 3.1-61):

Approximately 20% of respondents indicated that there are improvements they would like made to recreation facilities and community centers in the City, whereas 37% did not desire any facility or community center improvements and 43% were unsure or declined to state. When respondents who desired improvements to recreation facilities and community centers in Temecula were asked to describe the improvements they most want, more events and activities for all ages was the most commonly suggested (15%), followed by more swimming pools and water parks (1 1 %), updating facilities and community centers (8%), improving the schedules and hours of classes/programs (8%), providing more facilities and community centers in general (7%), and improving maintenance/cleaner facilities (7%) .

Provide more events, activities for all ages

15.1 Provide more outdoor/indoor swimming pools, water parks 1 1 .2
Not sure, cannot think of anything specific

8.4 Update facilities, community centers

7.9 Improve class / program schedules, hours

7.8 Provide more facilities, community centers in general

7.4 Improve maintenance, cleaner areas

7.2 Address homeless issues

6.3 Expand hours, reduce fees to provide more public access

4.5 Provide more activities, programs for disabled, seniors

4.3 Provide more indoor sport courts

4.2 Provide more parking spaces

3.9 More convenient locations

3.0 Provide more bike lanes

2.9 Bring a YMCA facility to City

2.8 Reduce costs, fees

2.6 Improve security, public safety

2.2 Provide Ice rink

2.1 Provide more sports facilities

2.0 Provide more tennis courts

1.9 Provide more pickleball courts

1.6 0 5 10 15
Respondents
That Desire Rec Facility, Community Center Improvements Exhibit 3.1-61: Recreation/Community Center Improvements Desired City of Temecula • Community Services Master Plan 75

Section THREE: Community Services Needs Assessment
• Cultural Center Improvements Desired (see Exhibit 3.1-6J): Eighteen percent (18%) of respondents desired improvements to libraries, museums, and performance venues, whereas the majority (50%) did not desire any improvements at these sites and the remaining 32% were unsure or unwilling to answer. When respondents who desired improvements to libraries, museums, and performance venues in Temecula were asked to describe the improvements they most want, more performance and entertainment venues (31 %) was the most frequently cited, followed by more libraries (23%), more museums (12%), more parking spaces (1 1%), and more information and advertising (9%).

Provide more performance, entertainment venues
Provide more libraries
Provide more museums
Provide more parking spaces
Provide more information, advertising
Not sure, cannot think of anything specific
Provide more activities for children
Improve library, more books, equipment
Provide more facilities in general

2.9 Reduce costs, fees

2.9 Provide more cultural diversity, programs

2.9 Improve customer service, friendlier staff

2.4 Improve performances, acts

2.3 Provide better, more exhibits

2.1 Improve security, public safety

1.7 More convenient locations

1.5 5.6

5.2 9.3

8.2 22.5

31.2 0 5 10 15 20 25 30 35
Respondents That Desire Library, Museum, Performance Venue Improvements Exhibit 3.1-61 Cultural Center Improvements Desired
76 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
Prioritization of 10 Potential Projects (see Exhibit 3.1-6K): When asked to prioritize among ten projects being considered for completion as part of the Community Services Master Plan, renovating older parks and recreation facilities to bring them up-to-date (80%), expanding the network of open space and trails (72%) and improving access to parks and recreation facilities for those with special needs (62%) were assigned the highest priority.
■High ■Medium
Renovate older parks and recreation facilities to bring them up-to-date Expand the network of open space and trails
Improve access to parks and recreation facilities for those with special needs
Expand or improve facilities designed for seniors
Build additional multipurpose recreation centers that support a variety of uses
Build additional outdoor courts for sports like basketball, volleyball, tennis, pickleball
Build additional community swimming pools
Build additional sports fields for sports like soccer, baseball, softball, footbal I
Provide additional theatre and performing arts venues
Expand and improve local museums
10 20 30 40 s0 60 70 80 90 100
Exhibit 3.1-6K: Prioritization of 10 Potential Projects How should Community Services improvements be funded?
The last substantive section of the survey informed respondents that the Community Services Department funds its operations, programs, and services through existing allocations from revenue measures. Respondents were asked whether they would support or oppose various strategies to fund program, park, or facility improvements that they consider a high priority.

Respondents were more than twice as likely to favor allocating a higher share of existing funds from revenue measures to fund a program, park, or facility improvement that they considered a high priority rather than setting higher fees.

Specifically, more than half of respondents would support allocating a higher share of existing funds toward facilities (60%) or programs (59%) compared with less than a quarter of respondents indicating support for setting higher fees for rentals (24%) or programs (23%) that they considered a high priority.

City of Temecula • Community Services Master Plan 77

Section THREE: Community Services Needs Assessment

3.1-7 SPORTS ORGANIZATION SURVEY
As part of the development of the custom park standards calculation an ESRI online questionnaire was designed and distributed to the sports organizations that use City facilities. This questionnaire obtained information regarding the number of players and teams in the league or sports organization, age ranges of the players, what seasons they play, if they travel outside Temecula to play, and if they participate in tournaments.

City staff invited thirty (30) sports organizations via email to complete the online survey. Twenty-seven (27) sports organizations responded. Information was gathered regarding the number of players, size of teams, seasonality and turnover of facilities for games. This information was used to better define peak day demand (Facility Demand) and convert that to the number of facilities required to meet the needs (Facility Needs) for this segment of the recreation market. The custom park standards calculations or demand/needs is explained further in Section 3.2.

The impact of non-resident use of City facilities is an important consideration in assessing facility needs. Generally, demand for facilities to accommodate organized sports are adjusted to accommodate for all players in the leagues, regardless of whether they are living in Temecula. However, in order to fully explore the impact of the non-resident players, the demand and needs analysis included in the appendix identifies two levels of facility need, from resident players and non-resident players.

SPORTS ORGANIZATION
Recognized Leagues
• STAR Swim Club
• Temecula Tritons Swim Club
• Temecula Valley Girls Softball Association*
• Temecula Valley Little League
• Temecula Valley Pop Warner
• Temecula Valley Soccer Academy*
• Temecula Youth Baseball League
• Temecula Youth Basketball League
Rental Groups
• Air It Out Football
• Arsenal FC (Club Soccer)*
• Friday Night Lights (Flag Football)
• Legends FC South (Club Soccer)
• Milan Soccer*
• Southwest Soccer Club*
• Temecula FC (Club Soccer)
• Temecula Legends Baseball Club
• Temecula Rugby Club/Mountain Lions (Rugby)
• City Soccer Club*
• Temecula Valley Hawks Soccer
• Temecula Valley Inline Hockey Association
• Temecula Valley Lacrosse Club
• Triple R Sports Group (adult soccer)
• XFLAG (Adult Flag Football)

PLAYERS FROM TEMECULA
75 50
79-84
82-100
90 80
90 80
80 40
60 60
55 60
50 90
75 57
53 45-90
did not respond to survey
90 50
78 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
lournament Play
• Amateur Athletic Union Baseball did not respond to survey • DC Tournaments (Youth Baseball) 50
• SG Baseball Tournaments/Just Wanna Play Ball 65
• Triple Crown Baseball 50
• USA Softball of Southern California 2
• USSSA Adult Tournament Softball 30
*Youth leagues that did not respond to the survey; City staff provided information from their registration data forms.

Standard Sports Facility Size
There are different sizes of sport fields and courts depending on age, division, and local standards. Thus local field sizes are taken into consideration and utilized in the demand calculations. As sports evolve and facility availability is impacted there could be modifications to these local field sizes.

Sport Field Size (width x length) Range
Adult
70 - 90 ft. base path; 275 - 350 ft. center outfield
Youth
50 - 60 ft. base path; 175 - 225 ft. center outfield
Softball
Adult
60 ft. base path; 175 - 300 ft. center outfield
Youth
55 - 60 ft. base path; 150 - 200 ft. center outfield
Football
Adult
160 ft. x 360 ft.

Youth
160 ft. x 240 ft. (NOTE: Fields can be smaller for ages 3-7) Soccer
Adult
195 ft. x 315 ft. or 210 ft. x 330 ft.

Youth
50 ft. x 75 ft. or 75 ft. x 135 ft. or 140 ft. x 200 ft.

Basketball
Adult 50 ft. x 94 ft.

Youth 42 ft. x 74 ft. or 50 ft. x 84 ft.

Swim Competition
25 M x 25 yds.

City of Temecula • Community Services Master Plan 79

Section THREE: Community Services Needs Assessment

3.2 RECREATION FACILITY DEMAND AND NEEDS
A key element in any planning strategy is an understanding of the nature of "demand" for parks and recreation facilities. This report assesses the demand for recreation facilities by the participants of organized sports within Temecula, and participation data from the statistically valid, multi -modal community survey. Without this understanding, policy can only be based on general standards of supply and demand, such as population ratios (acres per thousand population) or service area (distance to facility). Such standards are useful guides lacking specific detailed planning and assessment.
"The 2019 NRPA Agency Performance Review does not include national standards, nor do the benchmarks represent any sort of standards against which every park and recreation agency should measure itself. The reason for this is simple: there is not a single set of standards for parks and recreation because different agencies serve different communities that have unique needs, desires and challenges. Successful agencies tailor their offerings to meet the needs and demands of all members of their communities."
- 2019 NRPA Agency Performance Review

3.2-1 DEMAND -NEEDS FROM SPORTS ORGANIZATION SURVEY DATA The Custom Park Standards
Calculations (CPSC's) for the City
of Temecula are based on the
2019 population level of 112,628
and actual participation data
gathered in the Sports Organization
Survey. The Custom Park Standards
Calculations provide an estimate of
the number of facilities or `demand'
required to accommodate peak
day demand in the context of the
local design standards. The local
facility design is based on the
information received from the sports
organizations identifying the number
of players, team size, and facility
turnover for each facility type.

TOR/vo
GPS
t
The relationship of the current need
for facilities in Temecula to the current population level is the basis for the "facility needs ratio" or the measure of the level of population in Temecula that creates the demand for one facility or one unit of measure such as miles or acres. This ratio for each type of facility is calculated by dividing the total population by the number of facilities demanded. The current facility needs are determined by multiplying the current population by the "facility needs ratio".
80 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
The needs, in terms of the number and size of facilities demanded, are then compared with the total of existing facilities available to meet the needs. This information is used to determine whether the existing inventory of facilities is adequate in terms of demand conditions. The following graphic explains this methodology.

Total N umber of Players Team 51ze
0•■
see
Facility Inventory
111:_118211:-
Facility Turnover
0 Residents
Demand 00
ce
Nan -Residents
Demand
Surplus 1 Deficit
r ►
! C) ►
► r
do
� r
•
The following calculations are for residents and non-residents (all players). The 2030 demand is if no new facilities are made available.

Baseball
(Youth)
Facility Needs Ratio
1 /3,191
2019 Inventory

26.0 2019 Demand

35.3 2030 Demand

40.5 2019 DEFICIT
-9.3
2030 DEFICIT
-14.5
26 inventory
2019 35.3

40.5 The existing inventory of youth baseball fields within the City is 26 fields, which includes:
• 2 baseball fields at City parks
• 5 youth softball fields (no turf infield or pitcher's mound) at City parks • 10 adult softball fields (no turf infield or pitcher's mound) at City parks • 9 baseball fields at schools
NOTE: There are Travel Teams for Youth Baseball (4 organizations) and Adult Softball (2 organizations) that play tournaments in Temecula. In addition to the facility needs for sports organizations that play games in Temecula, there is the following needs for Tournament Play:
• 24 Youth Baseball Fields
• 8 Adult Softball Fields
City of Temecula • Community Services Master Plan 81

Section THREE: Community Services Needs Assessment
fij
Basketball
(Youth)
Facility Needs Ratio
1 /18,020
2019 Inventory

2.0 2019 Demand

6.3 2030 Demand

7.2 2019 DEFICIT
-4.3
2030 DEFICIT
-5.2
2 2019
inventory
1 A

6.3 7.2
The existing inventory of youth indoor basketball courts within the City is 2 courts, which includes:
• 2 youth basketball courts (utilized on the 1 full size court at CRC) NOTE: Youth basketball can play two games on a full size court. For 2019, the -4.3 deficit can be fulfilled by providing 2 full size courts.

Football
(Adult)
Facility Needs Ratio
1 /112,628
2019 Inventory

1.0 2019 Demand

0.0 2030 Demand

1.1 2019 SURPLUS

0.0 2030 DEFICIT
-0.1
inventory
The existing inventory of adult football fields within the City is 1 field, which includes:
• 1 field at Patricia H. Birdsall Sports Park
NOTE: There is a high number of non-resident participation for adult football.

Football
(Youth)
Facility Needs Ratio
1 /12,143
2019 Inventory

1.5 2019 Demand

9.3 2030 Demand

10.6 2019 DEFICIT
-7.8
2030 DEFICIT
-9.1

1.5 inventory
rKiM

9.3 410.6
The existing inventory of youth football fields within the City is 1.5 fields, which includes:
• 1.5 fields at schools
NOTE: Youth football can play up to four games on one full size field. For 2019, the -7.8 deficit can be fulfilled by providing 2 full size fields. 82 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
Roller
Hockey
Facility Needs Ratio
1 /16,396
2019 Inventory

2.0 2019 Demand

6.9 2030 Demand

7.9 2019 DEFICIT
-4.9
2030 DEFICIT
-5.9
2 2019
inventory

6.9 4

7.9 The existing inventory of roller hockey rinks within the City is 2 rinks, which includes:
• 2 rinks at City parks
NOTE: There is high non-resident participation, 40%. Recommend increase the scheduling on existing rinks, instead of building new facilities.

Rugby
Facility Needs Ratio
1 /140,785
2019 Inventory

0.0 2019 Demand

0.8 2030 Demand
I 0.9
2019 DEFICIT
-0.8
2030 DEFICIT
-0.9
0 —
There are no dedicated youth rugby fields within the City.

NOTE: Since all games are currently played outside the City, no new facilities are recommended.

Soccer
(Adult)
Facility Needs Ratio
1 /24,613
2019 Inventory

3.0 2019 Demand

4.6 2030 Demand

5.2 2019 DEFICIT
-1.6
2030 DEFICIT
-2.2
3 invento
4 4.6

5.2 The existing inventory of adult soccer fields within the City is 3 fields, which includes:
• 3 fields at City parks
NOTE: There is 1 additional field at Patricia Birdsall Sports Park that is shared with adult football.

City of Temecula • Community Services Master Plan 83

Section THREE: Community Services Needs Assessment
Soccer
(Youth)
Facility Needs Ratio
1 /3,772
2019 Inventory

24.0 2019 Demand

29.9 2030 Demand

34.2 2019 DEFICIT
-5.9
2030 DEFICIT
-10.2
24 inventory
019 29.9

34.2 The existing inventory of youth soccer fields within the City is 24 fields, which includes:
• 9 fields at City parks
• 5 fields at schools
• 10 overlay fields at City parks
NOTE: There is high non-resident participation. The 10 overlay fields may have scheduling conflicts in the Spring season.

Softball
(Youth)
Facility Needs Ratio
1/49,188
2019 Inventory

5.0 2019 Demand

2.3 2030 Demand

2.6 2019 SURPLUS

2.7 2030 SURPLUS

2.4 2.3
inventory
The existing inventory of youth softball fields within the City is 5 fields, which includes:
• 3 fields at City parks
• 2 fields at schools
5 There are actually eight youth softball fields at City parks, five fields are recommended in this Community Services Master Plan to be used for youth baseball. There is a surplus of youth softball fields.

Facility Needs Ratio
1 /70,393
2019 Inventory

1.0 2019 Demand

1.6 2030 Demand

1.8 2019 DEFICIT
-0.6
2030 DEFICIT
-0.8
1 inventory
2019
/ 1.6

1.8 Swimming The existing inventory of competition size swimming pools within the City is 1 competition size swimming pool at Chaparral High School. A (Competition) competition size swimming pool is 6 lanes, 25 M x 25 yds. 84 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment

3.2-2 DEMAND -NEEDS FROM COMMUNITY SURVEY DATA
The Custom Park Standards Calculations in Exhibit 3.2-2 are based on the 2019 population level in the City of Temecula of 112,628. The per capita participation is based on the information received from the statistically valid, multi -modal community survey identifying the annual participation for each facility type. The facility need ratio for each type of facility is also presented in Exhibit 3.2-2 and is calculated by dividing the total population by the number of facilities demanded. The City should continue to evaluate growth or decline in recreational activities when prioritizing new development.

Activity
Per Capita
Participation
Peak Day Demand
(Participants)
Turnovers
Per Day
Design Standard for
Facility
Number of
Facilities
Demanded
Facility Need Ratio
Swimming in Public

17.8 5,493

3.0 20 sq. ft/swimmer

6.0 1/ 18,916
pop.

Pools (Recreational)
Walk, Jog, Run, Hike on

77.4 23,883

3.0 90 persons/mile

88.5 1/ 1,273
pop.

Public Trails
Bicycling on Public Trails

37.9 11,695

5.0 30 bicycles/mile

78.0 1/ 1,445
pop.
/ Paths
Skateboarding

11.7 3,610

8.0 65 skaters/park

6.9 1/ 16,222
pop.

Dog Park

61.1 4,713

8.0 50 persons/park

11.8 1/ 9,558
pop.

Pickleball

3.2 987

16.0 4 players/court

15.4 1/ 7,300
pop.

Tennis

10.0 1,815

8.0 4 players/court

56.7 1/ 1,986
pop.

Exhibit 3.2-2-1: Facility Demand from Community Survey
Facility
Local Facility Need Ratio
2019 Needs
Existing City
Facilities
Surplus /
Deficit (-)
School
Facilities
Available
otaTotal
Facilities
Available
Surplus/
Deficit(-)
Swimming in Public Pools (Recreational)
1/ 18,916
pop.

6.0 0.8
-5.2
1 1.8
-4.2
Walk, Jog, Run, Hike on Public Trails (miles)
1/ 1,273
pop.

88.5 31.1
-57.4

31.1 -57.4
Bicycling on Public Trails / Paths (miles)
1/ 1,445
pop.

78.0 80.3

2.3 80.3

2.3 Skateboarding
1/ 16,222
pop.

6.9 2.5
-4.4

2.5 -4.4
Dog Park
1/ 9,558
pop.

11.8 1.4
-10.4

1.4 -10.4
Pickleball
1/ 7,300
pop.

15.4 7
-8.4
7 -8.4
Tennis
1/ 1,986
pop.

56.7 3
-53.7 j
22 25
-31.7
Exhibit 3.2-2-2: 2019 Facility Needs from Community Survey

ACTIVITY

STANDARD SIZE

CITY FACILITIES

SCHOOL FACILITIES
Swimming pool (recreational)
25 M x 25 yds. or 6,150 SF
4,290 SF = 0.80 pools
5775 SF = 0.96 pools
Skate park
11,000 SF
27,388 SF = 2.5 skate parks
n/a
Dog park
2 acres with 40 parking stalls

2.86 acres = 1.43 dog parks
n/a
NOTE: Tennis courts at Pala Community Park are also utilized for pickleball.

City of Temecula • Community Services Master Plan 85

Section THREE: Community Services Needs Assessment

3.3 SERVICE AREA GAPS
Where are the people and where are the parks?
In addition to providing appropriate quantities and types of recreation facilities, the City of Temecula strives to provide them in useful and appropriate locations. A Service Area Analysis was conducted to compare the location of the City's parks in relation to where residential zoned areas exist (see Exhibit 3.3-1, Zoning Map). r3,
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Proximity to parks is more than a convenience issue. It helps to establish an excellent park system by providing improved air quality, circulation, and overall improved community health and wellness. One-half (.5) mile is approximately a 10-15-minute walk for most people. Most residences should be within one-half mile of a neighborhood park or amenity that satisfy common recreation needs. This one-half (.5) mile radius around parks and recreational facilities is noteworthy in a community like Temecula where families, neighborhoods, and active -living are central issues. 86 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
To analyze the distribution of existing City parks , a service area radius map is provided for City -owned pocket, neighborhood, and community parks (see Exhibit 3.3-2). A 5-10-15 minute walk map outlines the service availability around the existing parks that are available to Temecula residents. The service area boundaries also reflect the physical obstructions to pedestrian travel created by arterial roadways, freeways, etc. which limit easy access to parks, and are reflected by truncated shapes in the service areas shown on the exhibit. Based on the existing parks the following populations are served within this analysis and illustrated on the following maps.

When areas zoned for residential use fall outside of these service area designations, they are identified as underserved. This underserved area or "gap" may become an opportunity for the City to locate some of the facility recommendations listed later in this document. These gap areas in Temecula are indicated on Exhibit 3.3-2: very low density residential areas (orange circle), undeveloped/Specific Plan area (purple circle) and industrial zone/Specific Plan (blue circle). mmrrete
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Exhibit 3.3-2: Walkability Service Area Map: Pocket, Neighborhood & Community Parks City of Temecula • Community Services Master Plan 87

Section THREE: Community Services Needs Assessment
Residents within a walkable distance to Pocket Parks, Neighborhood Parks, and Community Parks:
• 5 minute walk - 15,344 population / about 14.0% of the total 2019 population • 10 minute walk - 38,396 population / about 34.0% of the total 2019 population • 15 minute walk - 60,546 population / about 54.0% of the total 2019 population Community parks serve a larger active recreational community need and are also evaluated with a 3-mile drive radius. These areas combined form the basis for identifying underserved neighborhoods. Residents within a short drivable distance to Community Parks (measured in a 3 mile radius due to the vehicle -centric design and programming) is an estimated 1 1 1,914 residents or about 99% of the total 2019 population (see Exhibit 3.3-3).
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Exhibit 3.3-3: Walk -Drive Service Area Map: Pocket, Neighborhood & Community Parks 88 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment

3.4 ACREAGE ANALYSIS
How Much Parkland Acreage is Needed
for Temecula?
The City of Temecula currently owns forty-one
(41) parks which encompass 320.64 acres of
City -owned developed parkland.

Several funding sources are used to develop
parkland, including Quimby Act in -lieu fees,
development impact fees, and developer
agreements.

Sam Hicks Monument Park
The Quimby Act states, "that the dedication of land, or the payment of fees, or both, shall not exceed the proportionate amount necessary to provide three (3) acres of park area per 1,000 persons residing within a subdivision subject to this section, unless the amount of existing neighborhood and community park area, as calculated pursuant to this subdivision, exceeds that limit, in which case the legislative body may adopt the calculated amount as a higher standard not to exceed five (5) acres per 1,000 persons residing within a subdivision subject to this section."
According to the Temecula General Plan, the park acreage standard for the City of Temecula is 5.0 acres of usable City -owned parkland per 1,000 residents. This standard does not include natural open space or trails.
• Pocket Park 13.92 Acres
• Neighborhood Parks 102.07 Acres
• Community Parks 204.36 Acres
• Special Use Park or Facility 0.29 Acres
Total Parkland Acreage 320.64 Acres
Based on the acreage identified above and the City's 2019 population of 112,628 the City currently has 2.85 acres of developed parks per 1000 residents.

To reach the goal of 5 acres of developed parkland per 1000 residents, for the current population, the City needs a total of 563.14 acres of parkland. Therefore, the City of Temecula needs an additional 242.5 acres of parkland to meet their parkland acreage goal. Additional parkland acreage will be needed as the population grows in the future.

It should be noted that private recreation facilities, such as homeowner association parks and golf courses, are not credited towards the parkland acreage goal.

Within the City of Temecula there are thirty-two (32) HOA communities that offer open space and/or recreation facilities. When utilized, these amenities may supplement and relieve some pressure on public parks, facilities, and open space.

City of Temecula • Community Services Master Plan 89

Section THREE: Community Services Needs Assessment

3.5 PARKS AND FACILITIES MAINTENANCE ASSESSMENT
In July 2008 the Temecula City Council committed to becoming a sustainable community by establishing a City Sustainability Committee and directed staff to begin the preparation of a City Sustainability Plan. Through the formation of "green" teams made up of City staff from the Departments of Planning, Public Works, Community Services, Building and Safety, and Finance, as well as representatives from The Gas Company, Southern California Edison, Rancho California Water District, Eastern Municipal Water District, CR&R Waste and Recycling Services, and the Air Quality Management District, specific implementation measures were identified.

The NRPA standards are
through CAP RA —Commission
for Accreditation of Park and
Recreation Agencies (CAPRA)
MODE I
State of the art maintenance
applied to a high quality diverse
landscape.

MODE II
High level maintenance associated
with well -developed park areas with
reasonably high visitation.

MODE III
Moderate level maintenance -
associated with agencies that,
because of budget restrictions, are
unable to maintain at a high level.

MODE IV
Moderately low level of
maintenance.

The Sustainability Plan makes
recommendations for specific actions to
enhance City performance in the following
eight categories: Energy, Green Building, Water
Resources, Air Resources, Waste Management,
Transportation, Open Space, and Community
Outreach. For each category, specific goals,
success indicators, and implementation
measures were developed to continually
monitor the progress being made toward
becoming a sustainable city.

The City of Temecula is doing a remarkable
job in the maintenance, renovation, and
development of community service facilities
within the tight budget restrictions related to
governmental operations. Temecula primarily
utilizes contracted labor throughout the park
system. Based on field reviews, current level of
funding, and review of departmental materials,
the level of maintenance is currently at Mode
1, a maintenance category established by the
National Recreation and Park Association (NRPA). This level is considered state of the art operating standard for municipal parks
and recreation systems the size of the City of
Temecula with high levels of visitation. While
Temecula's level of maintenance is at a very
high standard, the park system is showing
signs of an aging infrastructure and the need
for on -going capital upgrades.

Showing environmental leadership, the City
has moved forward with the development
of sustainable practices. The City utilizes a
centrally controlled irrigation system with
soil sensors and an automated evapo-
transportation (ET) based irrigation control
and scheduling system allowing control
Butterfield Stage Park
90 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
of multiple sites to exact specifications
and daily changes. This is helping to
maximize available resources and create
a more sustainable City for the future
while demonstrating to the public the
practices, duties, and tasks associated with
environmentally sound park maintenance.

Despite the high level of parks and facilities
maintenance, Temecula is faced with
potentially significant issues over the next
few years, including an aging infrastructure,
development of an extensive trail/
transportation system including the Temecula
Loop Trail, Lake Skinner and Wine County
Trails, and the Murrieta Creek Regional Trail. Additionally, changing demographics, new recreational trends, and increased demand for additional sports fields to meet current and emerging recreational activities will impact the City. Despite these issues and on -going fiscal restraints that continue to face governments today, there is the opportunity to further improve on the level of maintenance while modernizing and improving current practices and procedures.

Margarita Community Park

3.6 DEPARTMENT ORGANIZATIONAL STRUCTURE & STAFFING ASSESSMENT Park, recreation, and community service functions are well organized within the City of Temecula. Delivery of services both by the Community Service Department and the Public Works Department (parks and facility maintenance) are at a high level for municipal services.

Initial review of staffing levels for Temecula Community Services District indicates that while the Department delivers exceptional programming and the facilities are well - maintained, staff has limited time to work with the community and develop new programming. While it does not appear that the department is showing obvious signs of being understaffed as indicated by a backlog of maintenance, increased absenteeism, or excessive overtime, there is an overall feeling from staff that they have time only to complete status quo work tasks.

The obvious signs of an over -worked staff are not present, perhaps due to the tenure and experience of departmental staff, many who have been with the Community Services Department for over 10 years, and some celebrating 20 years with the City! While this great level of experience and job knowledge facilitates a well -functioning Department, concern and consideration should be given to attrition, retirement, succession, and sustainability of the system, especially in light of the large number of managers with extended years of service.

City of Temecula • Community Services Master Plan 91

Section THREE: Community Services Needs Assessment
Improvements can be made and equally important, planning needs to occur now to prepare for succession and long-term sustainability of the Department's ability to deliver services at a continued high level. Key areas of potential improvement that should be explored include:
• Succession planning including "job sharing" for the growth and development of younger employees.
• Clear and realistic estimates of staffing needs.
• Improved horizontal communication both within the Community Services Department and with the Public Works Department.
• Development of "matrix style" special projects both within the Community Services Department and with the Public Works Department.

3.7 PROGRAM NEEDS SUMMARY
The Program Needs Summary is a key portion of the Master Plan that brings together information from various community engagement tools outlined in Section Two and distills them into a clear overall picture of desired recreation programs.

Since all of the needs identification tools are directly or indirectly based on community input, it is fair to say that all of the needs identified are significant and important to some portion of the community. However, it is generally helpful to attempt to determine which needs have the highest priority as perceived by the largest number of residents.

The Program Needs Summary (Exhibit 3.7-1) uses a ranking system to establish relative community impact of each perceived need. The needs with the highest community impact are those that have been identified in two or more outreach categories (direct one on one / small group dialogue, public community consensus building, and direct survey responses). Each of these categories represents unique segments and geographic distribution of the population included in the outreach process.

A need that is identified within only one of these categories does not have as strong of a community impact as a need that is identified in multiple categories. The more categories that indicate a particular need, the higher the anticipated community impact. As an example "martial arts classes" was identified as a need in only one of the outreach categories (One on One / Small Group) and therefore has a lower relative impact than "senior programs" (Programs) which is identified in all three categories.
92 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
Based on Exhibit 3.7-1 and for the purpose of this summary, needs are highlighted and in alpha order in purple or pink. The colors reflect a relative ranking of community impact; purple indicates that the need was identified in three categories, suggesting a high community impact. Pink indicates a need that was identified in at least two categories.

One on One/ Group
Public Community Consensus Building
Direct Survey
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Activities for Children at Library, Museum, & Performance Venues); Early Childhood Education (Family Support)
•
1 •
1 •
1 Arts and Crafts Classes (Free, Visual and Performing Arts); Cultural Arts Classes, Programs and Events; Fine Arts Classes (Multi Media / Painting / •
•
•
3 •
•
•
•
1 Photography)
At -Risk Teen Programs; Disadvantaged Programs and Services (Low -Income) •
•
•
3 •
•
2 0
Ballooning
•
1 0
0 0
Collaborate with Arts Professionals; Establish an Arts Council •
1 •
1 Cooking Classes
0 0
•
•
•
•
Dance Classes
0 0
English Second Language (ESL) Classes
•
1 •
1 Expand Park Ranger Program
•
1 •
1 Farmer's Market
•
1 0
Fitness Classes / Health and Wellness
0 0
Gardening Classes
•
1 0
•
1 0
Government Apprentice Program
•
1 0
Hiking/Walking; Biking/Cycling
•
1 •
•
2 •
1 0
Homeless
•
•
•
3 •
•
2 Improve/Expand Existing Programs; Improve Class Schedules/Hours •
1 •
•
2 •
1 Improve Library (more books and equipment)
0 •
1 •
1 Increase Availability of Theater and Merc
•
1 0
Learn to Swim/Swimming; Competition Swim Classes (long course); Water Safety
•
•
•
3 •
1 LGBTQI Inclusion
•
1 •
1 Life Skills Life Class; Financial Planning Money Management; Job Training; Mental Health Classes; Public Speaking/Communications; Teen Programs; •
•
•
•
•
•
•
0 Tutoring Program
Local Tours
•
1 1
0 •
0 1
Marketing/Branding of Cultural Arts Performances and Events •
1 0
Marketing and Social Media of Community Services Dept.
•
1 •
•
•
3 •
0 1
Martial Arts Classes
0 0
Math and Science Camp / Science Classes
•
1 •
1 •
1 0
Multi -Generational Programs/Inter-Generational Programs •
•
2 •
•
Music/Concerts; Arts Festivals; Blue Grass Festival; Temecula Showcase; Temecula 'Unplugged' Experience
•
•
•
•
4 •
Open Street Events; Community Events; Large Events; Regional Events with Sponsorships; Resource Fair; Special Events
•
•
•
3 0
•
Outdoor Education (camping, fishing, etc.)
0 •
1 0
Pickleball Programs; Bocce Ball; Leagues for Emerging Sports; Regional Sports Competitions; Sand Volleyball; Sports Programs
•
•
•
•
4 •
•
2 •
1 Revitalization of the Theater Foundation
•
1 0
•
0 1
Senior Programs, Classes & Activities; Active Seniors Programs; Senior Fair •
•
•
•
4 •
•
2 Special Needs Classes, Programs and Events (Developmental and Physical); SKIP (Supporting Kids Involving Parents); Special Needs Teen Programs (Ages •
•
2 •
1 •
1 13-17)
Technology Classes for All Ages
0 •
1 •
1 Transportation
•
1 •
•
0 Veterans Programs
•
1 •
1 0
Legend: Exhibit 3.7-1: Program Needs Summary
Frequent(3)
Apparent ( 2 )
Identified( 1 )
City of Temecula • Community Services Master Plan 93

Section THREE: Community Services Needs Assessment
The highest community impact program needs (in alphabetical order) include:
• Activities for Children (at Library, Museum & Performance Venues); Early Childhood Education (Family Support)
• Arts and Crafts Classes (Free, Visual and Performing Arts); Cultural Arts Classes, Programs, and Events; Fine Arts Classes (Multi Media / Painting / Photography) • At -Risk Teen Programs; Disadvantaged Programs and Services (Low -Income) • Collaborate with Arts Professionals; Establish an Arts Council • English Second Language (ESL) Classes
• Expand Park Ranger Program
• Gardening Classes
• Hiking/Walking; Biking/Cycling
• Homeless Outreach
• Improve/Expand Existing Programs; Improve Class Schedules/Hours • Improve Library (more books and equipment)
• Learn to Swim; Swimming Competition Classes (long course); Water Safety • LGBTQI Inclusion
• Life Skills/Life Class; Financial Planning/Money Management; Job Training; Mental Health Classes; Public Speaking/Communications; Teen Programs; Tutoring Program • Marketing/Branding of Cultural Arts Performances and Events • Marketing and Social Media of Community Services Dept. • Math and Science Camps; Science Classes
• Multi -Generational Programs / Inter -Generational Programs • Music/Concerts; Arts Festivals; Blue Grass Festival; Temecula Showcase; Temecula `Unplugged' Experience
• Open Street Events; Community Events; Large Events; Regional Events with Sponsorships; Resource Fair; Special Events
• Pickleball Programs; Bocce Ball; Leagues for Emerging Sports; Regional Sports Competitions; Sand Volleyball; Sports Programs
• Senior Programs, Classes & Activities; Active Seniors Programs; Senior Fair • Special Needs Classes, Programs and Events (Developmental and Physical); SKIP(Supporting Kids Involving Parents); Special Needs Teen Programs (Ages 13-17) • Technology for All Ages
• Transportation
• Veterans Programs

3.8 FACILITY NEEDS SUMMARY
The Facility Needs Summary is another key portion of the Master Plan that brings together information from various public and staff input, as well as other relevant studies and analysis, and distills them into a clear picture of recreation facilities that can support the needs of the Temecula citizenry to achieve the community vision.

Since all of the needs identification tools are directly or indirectly based on community input, it is fair to say that all of the needs identified are significant and important 94 City of Temecula • Community Services Master Plan

Section THREE: Community Services Needs Assessment
to some portion of the community. However, it is generally helpful to attempt to determine which needs have the highest priority as perceived by the largest number of residents. The below list is reflective of the most frequent facilities that have been identified by the community across all these categories.

The Facility Needs Summary (Exhibit 3.8-1) uses a ranking system to establish relative community impact of each perceived need. The highest (most frequent) community impacts are needs that have been identified in each of the three outreach categories (direct one on one / small group dialogue, public community consensus building, and direct survey responses). Each of these categories represents unique segments and geographic distribution of the population included in the outreach process.

FACILITY NEEDS
Access for Disabled/Elderly (designed and adapted for); Special Needs Adult Day Care
Aquatic Center; Swimming Pool; Swimming Pool ISOM)
Art in Public Places; Increase Public Art Acquisition and Display Cleaner Restrooms; Improve Landscape and Trees; Park Maintenance, Improve Culinary Kitchen
Cu tural Arts Center; Community Art Gallery/Art Center; Multi -Cultural Center; Stud io/Workshop for Arts Classes
Dog Park
Entertainment Venue/Large Event Space (seats 1,000); Amphitheater; Black Box Theater; Music Venues; Performing Arts Center
Homeless Facility; Homeless Issue in Parks
I roprove School DistrictJoint Use Facilities Agreement Improve Wayfinding Signage in Old Town
Kid's Summer playhouse
Larger Facilities
Makerspace
Meeting Facility / Meeting Rooms
Mental Health Facility
More Libraries
More Parking Spaces at Library/Theater/Performing Arts; Old Town Parking Multi -Sports Venue; Baseball Field (Youth); Basketball; Football Field; Pickleball Courts; Roller Hockey Rink; Rugby Field; Sand Volleyball; Soccer Field (Youth); Sports Fields, Provide More; Sports Park
Multi -Use Community Center; Community Center; Gymnasium; More Community Centers; Teen Activity Center
Museum
Natural Park; Wildlife/Nature Preserve (Nature Education Center) Outdoor Event Venue / Pavilion; Outdoor Flex Space
Police and EOC (Emergency Operations Center); Security/Safety Preserve Open Space
Senior Center (Add or Expand); Community Recreation Center (CRC) Renovation; Margarita Recreation Center (new); Update Facilities/Community Centers
Shaded Areas
Splash Pad; Water Elements in Parks
Street Vendors
Study Pods
Technology
Trails/Connectivity ofTrails; Bike Trails; Mountain Bike Park; Trailhead; Walking Trails
Transportation
jUpg,ra e Park�Rec eation Equipment
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Exhibit 3.8-1: Facility Needs Summary
City of Temecula * Community Services Master Plan 95

Section THREE: Community Services Needs Assessment
A need that is identified within only one of these categories does not have as strong of a community impact vs. a need that is identified in multiple categories. The more categories that indicate a particular need, the higher the community impact. As an example `culinary kitchen' was identified as a need in only one of the outreach categories (direct survey responses) and therefore has a lower relative impact than `preserve open space' which is identified in all three categories.

Based on Exhibit 3.8-1 and for the purpose of this summary, needs are highlighted in purple or pink. The colors also reflect a relative ranking of community impact; purple indicates that the need was identified in three categories, suggesting a high community impact. Pink indicates a need that was identified by at least two categories.

The highest community impact facility needs (in alphabetical order) include:
• Aquatic Center; Swimming Pool; Swimming Pool (50 M)
• Art in Public Places; Increase Public Art Acquisition and Display • Cleaner Restrooms; Improve Landscape and Trees; Improve Park Maintenance • Cultural Arts Center; Community Art Gallery/Art Center; Multi -Cultural Center; Studio/Workshop for Arts Classes
• Entertainment Venue/Large Event Space (seats 1,000); Amphitheater; Black Box Theater; Music Venues; Performing Arts Center
• Homeless Facility; Homeless Issue in Parks
• Improve School District Joint Use Facilities Agreement • Kid's Summer Playhouse
• Makerspace
• More Libraries
• More Parking Spaces at Library/Theater/Performing Arts; Old Town Parking • Multi -Sports Venue; Baseball Field (youth); Basketball; Football Field; Pickleball Courts; Roller Hockey Rink; Rugby Field; Sand Volleyball; Soccer Field (youth); Sports Fields, Provide More; Sports Park
• Multi -Use Community Center; Community Center; Gymnasium; More Community Centers; Teen Activity Center
• Museum
• Police and EOC (Emergency Operatons Center; Security/Safety • Preserve Open Space
• Senior Center (Add or Expand); Community Recreation Center (CRC) Renovation; Margarita Recreation Center (new); Update Facilities/Community Centers • Shaded Areas
• Splash Pads; Water Elements in Parks
• Trails/Connectivity of Trails; Bike Trails; Mountain Bike Park; Trailhead; Walking Trails • Urban Park with Gardens and Living Art
96 City of Temecula • Community Services Master Plan

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- F-
1 �
-he CRC Aquatic Center was remodeled
n 2019 and included surface replacement
)nd repair, adding shade structures, and
new slide.

INCLUDED IN SECTION FOUR:
• Overall Concept (Pg 99)
• Staffing Recommendations (Pg 100)
• Opportunity Sites (Pg 101)
• Maintenance Recommendations
Summary (Pg 104)
• Program Prioritization Summary (Pg 106)
• Program Recommendtions Summary (Pg
)
• Facility Prioritization Summary (Pg 113)
• Facility Recommendtions Summary (Pg
114)
• New Project Recommendations (Pg 134)
• Action Plan (Pg 142)
• Summary of General Plan Policy
Recommendations (Pg 144)

Section FOUR: Recommendations
This section presents potential opportunities to meet the recreation needs identified throughout the analysis and assessment developed for this Master Plan.

New recreation elements could be added at existing parks, through joint use agreements at existing school facilities, planned parks, City owned unplanned areas, and/or new property targeted for acquisition. This Master Plan report strives to identify opportunities to consider for the development of future parks to meet identified current and future recreation needs. Ultimately, implementing the Community Services Master Plan will be a dynamic process relying heavily on available funding sources and community input, to provide the direction and shape of future park and recreation facility improvements.

Choosing a project or projects identified in this section to pursue occurs within the framework of the capital improvement budget process. Needless to say, adequate funding is required to meet the needs for recreation and community services.

4.1 OVERALL CONCEPT
Use of the opportunity sites identified in section 4.3 will involve a separate design and administrative process that may alter how they are ultimately utilized; in which case, the overall concept for meeting recreation needs should be somewhat flexible, but also demonstrate equitable distribution of services. Continued parks and recreation facility planning and development will be needed to satisfy current and future needs.

It is intended that the City pursue satisfaction of recreation facility needs using the following key strategies and improvements:
• Fiscal Implications - Securing adequate funding mechanisms to support park, facility, and program development;
• Park and Facility Development Implications - As recreation needs evolve over time due to generational shifts, facilities should be re-evaluated for potential improvements, while preserving as much natural open area as possible; • Sustainability, Environmental and Park Operations Implications - Securing adequate funding mechanisms to support parks and facility maintenance programs to preserve and extend the life of the Temecula Parks and Community Facilities System;
• Public Participation and Relations - Development and implementation of a public outreach mechanism to continuously coordinate park and facility updates and re- assess community needs at periodic intervals of 5-7 years. • Location - Ultimately location will play a large role in the development of new facilities. With each recommendation consideration should be given to the City's overall distribution of existing parkland.

City of Temecula • Community Services Master Plan 99

Section FOUR: Recommendations
This Community Services Master Plan was developed through direct community input, based on local standards, and the identified needs of the community. Thus, consideration for each new facility or facility improvement should be balanced on the amenities proposed, community feedback, and distribution of existing facilities.

These identified needs outweigh national standards as they represent specific recreational improvements for the Temecula community.

4.2 STAFFING RECOMMENDATIONS
Homeless Outreach and to a lesser degree Veterans Outreach could be a viable component of a Community Services Department however, due to the close working relationship with Police and City management, this function could be moved to either the Police Department or City Manager's office. If this function remains within Community Services, a third Superintendent should be added to oversee the Community Services Managers responsible for Seniors, Inclusive Services, Homeless/Veterans Outreach, and the Park Rangers. The latter should be moved within this group due to the requirements of a close relationship with Park Rangers and the Police Department, similar to the relationship with Homeless Outreach. The current role of Park Rangers is to first act as ambassadors to the park system and their tasks are not intended to supplement or support the Police Department. Despite this, the Rangers are trained and certified in PC 832 and can write citations. This alone ties their duties closely with the police and enforcement of rules.

The positions and staff of Senior Management Analyst and Community Services Manager responsible for Community Relations should be moved to report directly to the Director. The move to report directly to the Director would assist with a complete departmental approach that includes all divisions equally. Additionally, these positions should be responsible for volunteer coordination, departmental safety training, and special projects assigned by the Director that require staff utilization from various functions within the department. The intent is to improve horizontal job responsibilities and communication between functions, reduce duplication of responsibilities, encourage creativity, and foster job development within staff.

With the development of the new Margarita Recreation Center, the Department should add a new Community Services Manager to oversee this facility. Staffing at the new Margarita Recreation Center (MRC) and the renovated Community Recreation Center (CRC) should be budgeted at an average minimum of four (4) staff per hour of operation. For the Margarita Recreation Center, this figure could be partially reached with the addition of a new Community Services Manager as recommended within organizational changes.

An additional staff position at the Coordinator level should be added to the Community Relations functions, reporting directly to the Community Services Manager. This position would be tasked with a community outreach that includes organization of a public outreach effort, volunteer coordination, and surveying public needs.
100 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Throughout the Master Planning process numerous sites have been evaluated for the potential to provide recreational opportunities in the community. Some sites are yet to be designed vacant parcels, and some are currently utilized for other purposes but may become available for recreational use in the future. Additional opportunities exist with the development of Joint Use Agreements and Partnerships. There are three (3) categories of opportunity sites:

City Owned Existing Parks with Expansion Opportunity
There are existing City parks and facilities that could be expanded including:
• Veterans Park: Undeveloped property (12.42 acres)
Margarita Community Park and Margarita Recreation Center: demolition of existing facility and provide new center to meet the community needs.

City Owned Vacant Parcels
The City currently has several undeveloped parcels that could be considered for new park or facility development. Undeveloped acreage includes:
• Diaz Lot 1 at Dendy Parkway and Diaz Road (10.27 acres) • Diaz Lot 2 at Dendy Parkway and Diaz Road (10.9 acres) • Margarita Parcel near Chaparral High School (1.62 acres) • Ynez Parcel at corner of Ynez and Santiago (7.7 acres) • Main Street Lot (0.2 acres)
• 2 Vacant Parcels adjacent to City Hall, next to Town Square Park* (0.25 acres each,

0.50 acres)
*Redevelopment Agency properties
Main Street Lot
Recently the City purchased a vacant lot located between Pennypickle's Workshop Children's Museum and the Old Town Temecula Community Theater. The Old Town Steering Committee requested the City delay any permanent plans until the conclusion of the Community Services Master Plan process. In the interim Public Works, in June, completed several minor improvements to ensure that the lot is usable by the Friends of [Pennypickle's Workshop] Temecula Children's Museum and the Old Town Temecula Community Theater. The Friends and the Theater agreed that the improvements were appropriate and would enhance operations and activities for both Pennypickle's and Theater activities. Special Events within Community Services is coordinating the usage and maintaining a master calendar for the space.

The narrow alleyway from the Main Street frontage of The Merc to the OTTCT entrance at the rear is not an attractive or welcoming space. Removing the fence and joining the Lot to the alleyway has the potential to establish an inviting public plaza for the community as well as for theater goers. Designing and creating a festive space for the public at the Lot can help draw increased attention to this end of Main Street, benefiting all of its attractions and businesses. Further, the opportunity exists to expand and improve on the concessions area that is currently limited on selections offered due to not meeting all current codes for a full service kitchen. 102 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Partnerships and Joint Use Sites
Due to the limited availability of certain facilities and the demand from various sports organizations for sports facilities, the City should pursue expanding partnership agreements that outline specific details and responsibilities of both parties and the community's recreation use within Temecula Unified School District. Current agreements are limited and for specific sites, such as Temecula Elementary School, rather than on a District wide basis. Renegotiation and expansion of existing agreements to include School District athletic fields could allow the City to reduce capital costs for new facilities while potentially assisting with the growing needs of the School District. Currently there is no identified surplus school property within the Temecula Unified School District.

In the Uptown Area Specific Plan, a parcel owned by Riverside County Flood Control is identified as a potential recreation site. The Murrieta Creek Detention Basin site is a 115.4 acre parcel located between Jefferson Avenue and Cherry Street. The site has portions that have limited use due to flood issues but other portions could be suitable for development of a sports park, nature center, or event center.

In addition to the above opportunities there are also parcels within the City currently owned by private parties. These parcels could also provide much needed space to meet the demand for recreation facilities. Parcels include:
• Roripaugh Ranch Sports Park: planned (20.66 acres)
• Boys and Girls Club next to Rotary Park: not planned (0.6 acres) Roripaugh Ranch Sports Park
Located at the intersection of Butterfield
Stage Road and North Loop Road, this
new sports park will be constructed
through a development agreement
and conveyed to the City in Spring 2021
(estimated).

Boys and Girls Club
The City has had preliminary discussions
with the Boys and Girls Club regarding
ownership and operation of the facility.

Options currently range from City
ownership and operation, to a joint
use operation, and to potentially apply
for State grant funding to renovate
the facility. The City is approaching the Roripaugh Ranch Sports Park Concept Plan opportunity with a goal of developing
the facility and community workshops were held in July 2019 to get the community's feedback on needs for this potential park/facility.

City of Temecula • Community Services Master Plan 103

Section FOUR: Recommendations

4.4 MAINTENANCE RECOMMENDATIONS SUMMARY
The following maintenance recommendations are based on site investigations conducted at the time of this report. These recommendations should be put into practice immediately to continue to provide high quality parks and facilities for generations to come. The list below is the summary of the recommendations. A complete detailed report can be found in the Appendix.

1. Establish a Lifecycle Maintenance Plan for Buildings and Park Amenities This should be built into daily operations, yearly capital improvement plans, and budgetary requests to maximize the value and useful life of these assets.

2. Develop a Soil Management Plan
While the City conducts structural soil testing prior to site development, and agronomic soil testing for planting areas prior to landscaping, a soil management plan should be developed especially at those parks which will be irrigated with recycled water. This should include regular soil testing in order to avoid issues with plant die -back, high salt build up from the use of treated water, and sparse or soggy turf conditions.

3. Establish Park Maintenance Performance Standards
Develop a process of evaluation and refinement to measure park maintenance success through established performance standards by (1) establishing park maintenance standards and frequency rates and tracking over several years, and (2) establish and track the cost per acre for each park and park type and track over several years.

4. Develop an Urban Forestry Management Plan
Develop an Urban Forestry Management Plan that includes goals to (1) maximize the environmental, economic, and social benefits of the urban forest, (2) prevent conflicts between City interest and other vital infrastructure while protecting both, (3) encourage public partnerships related to the urban forest, (4) ensure adequate funding to prune, maintain, and replant the urban forest, and (5) protect native trees and mature forest in City -maintained areas.

5. Promote the City's Park Steward Program
The Park Steward Program enlists volunteers for park and facility repairs, maintenance and park clean-ups. The City could reach out to community organizations such as scouts, park users, and/or sports clubs.

6. Develop a Parking Lot and Roadway Maintenance Schedule Develop and estimate the cost of a parking lot and roadway maintenance schedule that includes a plan to correct existing deficiencies and proactively maintain pavement to keep it in good condition. This will generally consist of crack repair, application of sealcoat and slurry seal, and thin overlays as needed to address normal wear and tear.
104 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations

7. Consider Alternatives to Turf
Evaluate further opportunities to "naturalize" many existing park areas including the elimination of turf in areas of little public use and development of native plant demonstration gardens.

8. Develop Formalized Community Garden Program
Explore the possibility of developing a formalized Community Garden program to provide opportunities for City residents to participate in the program. Many underutilized areas of parks could be potential sites for a Community Garden.

9. Expand Sustainability Efforts
The City should expand their sustainability efforts beyond the policy adopted in 2008 and efforts to date, with the development of a formalized Sustainability Performance System. Many of the components of such a system are already in place but an entire program could include: Native Plant Policy, Tracking Utility Usage, Recycling Program, Green Waste Composting, Demonstration Gardens, Use of Alternative Energy Sources, Integrated Pest Management Program, Habitat Development (beyond mitigation sites), Community Gardens, Public Education and Outreach, and Stormwater Retention.

10. Synthetic Turf Fields
Synthetic fields should be handled in the budgetary process as a fixed asset with the "carpet" fully depreciated over the anticipated life of the product. Establish policies appropriate for the installation and management of synthetic playing fields including (1) synthetic fields should be installed only at facilities which also have lights for night-time play, and (2) a policy that states synthetic fields will be open for play except under extreme weather conditions.

11. Sport Courts
Coated playing surfaces should be regularly inspected for cracks or other surface damage and promptly repaired when detected. When cracks begin to appear in the surface of the courts, moisture can seep below the surface resulting in accelerated deterioration.

Each court should be scheduled for resurfacing every five to seven years. This schedule could be staggered so that one-third of the courts are resurfaced every two to three years, thus reducing the workload on maintenance personnel each year. In addition, one standard color should be used for all similar types of structures and records of that color should be kept by the maintenance staff for small repairs or removal of graffiti.

12. Sports Field/Court Lighting
Lighting systems should be inspected on a regular basis for proper alignment and functioning to avoid dark spots at night that could be hazardous to players and light spill to surrounding neighborhood.

City of Temecula • Community Services Master Plan 105

Section FOUR: Recommendations

13. Irrigation
Regularly inspect for overspray and soil moisture, adjusting watering levels as necessary at all landscaped areas adjacent to sport courts, playgrounds, paved parking areas, park roads, and paved trails.

14. Sidewalk and Walkways
Continue to conduct regular inspections of park sidewalks to identify settlement and or up lifting, exposed edges, and cracks that may pose a safety hazard to park users.

Develop a planting list of tree species that are acceptable for planting close to sidewalks, as well as identifying species which have roots that grow near the surface, commonly causing uplift to sidewalks, such as liquidambar (liquidambar styraciflua).

Much like parking areas, immediately repair damaged asphalt areas by either cold crack fill, hot rubberized crack fill, or cold asphalt patch.

15. Playgrounds
Expand the "Yellow Swing Program" for those with disabilities to additional neighborhood and community parks. The Yellow Swing is a swing seat designed to help meet the American Disabilities Act guidelines for playground equipment in public applications. Many Temecula parks feature a "yellow swing." Have contract staff regularly inspect safety surface for compaction and daily rake under swings and play equipment landing areas. Due to the rapid deterioration of pour -in -place safety surfaces due to Temecula's climate, the City should continue with the conversion to alternative safety surfaces at all existing and new playgrounds.

16. Park Trees and Landscaping
Develop annual cost estimates for a tree pruning program based on a 5-7 year interval between pruning.

The City should continue to monitor the spread of the Polyphagous Shot Hole Borer (PSHB) beetle in California and take the appropriate steps in conjunction with the California Department of Food and Agriculture (CDFA) to reduce the spread of this pest.

4.5 PROGRAM PRIORITIZATION SUMMARY
Recreation programming can be a city's strongest most versatile tool in that it has the ability to quickly change with the trends in the community. As a general rule the City should strive to maintain high quality and diverse recreation classes and programs being offered by continuing to monitor community demand for programs and classes.

Additionally at periodic updates the City should survey current participants and non- participants to determine their preferences for additional kinds of classes as well as potential roadblocks to attending the classes.
106 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Exhibit 4.5-1 illustrates the classification of three categories of program needs, they are Frequent- (indicated by 3 outreach tools), Apparent - (indicated by 2 outreach tools), and Identified - (indicated by 1 outreach tool). The top program needs in each category are shown as an area of most significant impact. 0 1 2 3 4 5 6 7
Activities For Child ten (at Library, Museum, & Perfa rman ce Venu m); Early 0 ildhood Education (Family Suoourt)
Arts and Crafts Classes (Free, "uai and Performing Arts); Cul Lu cal Arts Classes, Programs and Events; Fin a Arts Classes (Multi Media / Palming / Photography) English Second Language IESLI Classes
Hiking/Walking; Blking/Cyciing
Improve/Expand Existing Programs; Improve Claw Schedules/Hours Math and Science Camp / Science Classes
PlcklebalI Programs; Bocce gall; Leagues for Emerging Sports; Regional Sports Competitions; Sand Volleyball; sports Programs
Senior Programs, Classes & Activities; Active Seniors Programs; Senior Fair Special Needs lasses, Programs and Events IDevelnpmental and Physl tol); SNIP (Supporting Kids Involving Parents); Special Needs Teen Programs (Ages 13.17) At -Risk Teen Programs; Disadvantaged Programs and Services (Low -In came) Collaborate with Arts ProWslonalm Establish an Arts Council Expand Park Ra nger Program
7�
z
Lu
Gard ening Classes
Homeless
Improve Library (more books and equi pmentl
Q
Learn to Swim/swimming; Competition Swim Classes {long course); Water - Safety
LGBTRI Inclusion
Life Skills/ Life Class; Fin ancial Planning/Money Management; lob Training; Mental Health Classes; Pablic SP eaking/Communications; Teen Programs;,., Marketin g/Bra nd Ing or Cu Itu ral Arts Perfarma nces and E vents Marketing and Sacral Media of Community Services Dept.

Multi -Generations I Pmgra ms/Inrer-GeneraUana I Program s Music/Concerts; Arts Festivals; Blue Grass Festival; Temecula Showcase; Temecula 'unplugged' Espc 'ence
Olken Street Events; Community Events; urge Even ft; Regi anal Events with Soo nsnrsh 1ps; Resource Fair; $p acial Events
l
Technology Classes for All Ages
Trarnspettaharr
Is Veterans Programs
Ballooning 11100;_
Cooking Elasees
Dan ce Gasses JW
Farmer's Market dEW
Fitness4asses / Health and Wellness 41W
Government Apprentice Program 4W
Increase AvailabMty of Theater and Mere JW
Loral Tours
Martial Arts Classes
Outdoor Education (camping, fishing, etc.)
Revitaliration of the Theater Foundation
Area of significant
community impact Y
Z
LU
M
Exhibit 4.5-1 Program Prioritization Summary Chart
City of Temecula a Community Services Master Plan 107

Section FOUR: Recommendations
Throughout the Community Services Master Plan process numerous needs have been identified and recorded across multiple outreach modes (public workshops, stakeholder interviews, focus groups, and surveys) during the community engagement process. A list of all of the program needs identified can be found in Section 3.7, Program Needs Summary.

Prioritization of the program needs was determined by examining the needs that were identified in two or three outreach tools which may have a greater potential impact across the community.

There is an inherent priority of needs based on the number of times a need comes up in each category. For example, the line for "Senior Programs, Classes & Activities; Active Seniors Programs; Senior Fair" (7) is ranked higher than the line for "Hiking/ Walking; Biking/Cycling" (4) in the Frequent category. However, cost implications should take precedence if the City does not have the funds for higher ranked needs but does for a lower ranked need. The following are the recommendations for each category in alphabetical order:

Frequent: Programs that have been identified in all three community outreach tools and that may have the most significant impact across the entire community:
• Arts and Crafts Classes (Free, Visual and Performing Arts); Cultural Arts Classes, Programs, and Events; Fine Arts Classes (Multi Media / Painting / Photography) [7] • Hiking/Walking; Biking/Cycling [4]
• Improve/Expand Existing Programs; Improve Class Schedules/Hours [41 • Pickleball Programs; Bocce Ball; Leagues for Emerging Sports; Regional Sports Competitions; Sand Volleyball; Sports Programs [7]
• Senior Programs, Classes & Activities; Active Seniors Programs; Senior Fair [7] • Special Needs Classes, Programs and Events (Developmental and Physical); SKIP (Supporting Kids Involving Parents); Special Needs Teen Programs (Ages 13-17) [4] Apparent: Programs that have been identified in only two of the three outreach tools and may have a strong community impact:
• At -Risk Teen Programs; Disadvantaged Programs and Services (Low -Income) [5] • Homeless [5]
• Learn to Swim/Swimming; Competition Swim Classes (long course); Water Safety [4] • Life Skills/Life Class; Financial Planning/Money Management; Job Training; Mental Health Classes; Public Speaking/Communications; Teen Programs; Tutoring Program [7]
• Marketing and Social Media of Community Services Department [4] • Multi -Generational Programs / Inter -Generational Programs [4] • Music/Concerts; Arts Festivals; Blue Grass Festival; Temecula Showcase; Temecula `Unplugged' Experience 151
• Open Street Events; Community Events; Large Events; Regional Events with Sponsorships; Resource Fair; Special Events [4]
108 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Identified: Programs that have been identified in one of the three outreach tools have a less significant impact across the entire community, however may have a significant impact to one or more special interest groups. These recommendations should be considered in tandem with the potential fiscal impact for implementing such recommendations.

4.6 PROGRAM RECOMMENDATIONS SUMMARY
The program recommendations presented here were developed from the assessment of existing resources and outreach tools in which the community's needs were recorded and evaluated. Both qualitative and quantitative measures are combined to illustrate where improvements will have the most significant impact across the entire community.

Based on the information gathered in part by this Master Plan the following is a summary of the recommended program improvements.

Cultural Arts Classes. Programs, and Events
• Continue the Second Saturday Events that include multi -cultural arts programs and activities that promote personal connections among participants and allow the community to highlight and share its diverse customs, celebrations, and diversity. • Continue to collaborate with local and regional arts organizations to maximize resources and expertise to bring additional cultural programs to residents. • Explore the development of additional
arts & crafts classes and fine arts
classes (multi -media, painting, and
photography).
• For classes with high attendance and/
or waiting list, such as Hawaiian/Tahitian
Dance, Youth Musical Theater, and Big
Foot All Day Art Camp consider offering
additional classes.

Outdoor Activities and Program (Walk/Hike/
Bike
• Expand passive and active outdoor
programs for families including
neighborhood oriented walks,
for physical activity.
:a
Second Saturday Event
foot races, or bicycle events to provide safe venues
City of Temecula • Community Services Master Plan 109

Section FOUR: Recommendations
Implement Safe Routes to Schools (https://
www.saferoutespartnership.org/healthy-
communities/saferoutesto parks) and
Safe Routes to Parks via a joint Temecula
Valley Unified School District project to
encourage walking to and from schools
and parks. A goal of the program would
be to increase the outdoor activities of
families by providing incentives for non -
automotive transportation and providing
additional opportunities to interact with
the natural environment.

Develop multi -disciplinary health
partnerships with schools, local hospitals, F.I.T. Fun Color Run and health care providers, private health
clubs, and other agencies to bring public information and educational programs that prevent obesity and successfully promote physical activity across entire communities.

Work with Riverside County and other public agencies to determine the needs of the Temecula community and initiate a City-wide strategic planning effort for a Healthy Temecula program.

Collaborate with Riverside County agencies, local colleges and universities, and the Palomar Audubon Society to maximize opportunities to share resources in providing outdoor recreation and health and wellness programs.

Improve and Expand Existing Programs & Improve Class Schedules/Hours • Temecula should continue to monitor demand for programs and classes to determine and address changing needs and usage patterns. • On a regular basis, no less than every five years, survey current participants and non -participants to determine their preferences for additional kinds of classes and determine if there are any deterrents to their participation, such as transportation, childcare, or lack of technology.
• Continue to solicit feedback from residents participating in programs and classes.

Sports Programs
• Continue cooperative efforts with youth organizations to provide safe and accessible programs that develop skills, good sportsmanship and provide youth experiences in organized sports such as baseball, basketball, field hockey, golf, gymnastics, soccer, tennis, and volleyball.
• New sports interests to be addressed include bocce ball and pickleball. • Explore the creation of alternative sports programming that is of interest to youth such as laser tag and rock climbing.
• Explore opportunities for regional competitions.
• For classes with high attendance and/or waiting list, such as basketball, kids scuba camp, golf, gymnastics consider offering additional classes. 110 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Senior Programs, Classes & Activities
• Work with Riverside County and other public agencies to determine the needs of older adults in the Temecula area and initiate planning to take a more active role in programming and service needs for older adults.
• Evaluate the opportunities to work with local colleges/universities to provide technical support to the computer labs.
• Within existing programming market to older adults with an emphasis on well balanced fitness programs including gentle aerobics such as Tai Chi and Pilates that offer a variety of benefits for health and disease prevention. • Identify partners or collaborators to assist in developing programs for older adults at alternate locations. Possible partners may include libraries, AARP, faith -based organizations, health care providers, and educational institutions. • Offer additional lifelong learning programs such as creative arts, technology classes, lectures, short courses, and leisure classes that cater to the adults and particularly the aging baby boomer cohort.
• Offer educational travel opportunities and cultural outings with an emphasis on "off the beaten path," scheduled to attract the working retiree. • For classes with high attendance and/or waiting list, such as Fit, Fun and Fabulous consider offering additional classes.

Inclusive Services
• Expand public awareness of programs for persons with disabilities. • Explore opportunities for those with special needs to learn, socialize, and participate in additional library activities.
• Expand existing inclusion programming to allow participants the opportunity for more "hands on" job training classes, to improve their potential for finding employment.
• Expand special needs programs for teenagers (Ages 13-17). • Explore potential cooperative agreements with other Riverside County communities to provide programming opportunities for the developmentally and physically disabled.
• Coordinate with other agencies and non -profits to increase the availability of summer programs, after school programs, independent living programs, and job training programs specific to youth with disabilities.
• For classes with high attendance and/or waiting list, such as High Hopes, Special Needs Visual Arts Program, and SKIP (Supporting Kids Involving Parents) consider offering additional classes.

At -Risk Teen Programs: Disadvantaged Programs and Services (Low -Income) Develop a financial assistance program to support youth from families who cannot afford program fees.

Expand public awareness of private child and adult day care opportunities.

Consider low cost arts classes for inclusive participation of physically, mentally, and economically disadvantaged youth.

City of Temecula • Community Services Master Plan 1 1 1

Section FOUR: Recommendations
• The HELP Center should develop programs to ensure that veterans are connected to resources and services that improve the safety, health and quality of life, as well as increase the likelihood of success for their entire family.

Homeless Outreach
Develop a Business Kit for local small businesses that may be impacted by homelessness. The kit should feature protocol for reporting and procedures for businesses to deal with various scenarios when encountering homeless people on or near their property.

Aquatics Program
Explore the opportunity to schedule advanced aquatic programming during slower off-season periods.

For classes with high attendance and/or waiting list, such as learn to swim toddler classes and water safety courses consider offering additional classes.

Life Skills/Life Class: Financial Planning/Money Management: Job Training: Mental Health Classes: Public Speaking/Communications: Teen Programs: Tutoring Program • Explore the potential of offering classes to assist in financial planning and money management.
• Explore the potential of offering classes to assist in public speaking skills. • Continue to support the technology and homework center in the Ronald H. Roberts Temecula Public Library, as supported by the Community Library Needs Assessment report.
• Develop a full line of educational tutoring, career programs, vocational, and life skill classes aimed at the teenage population to be based at the remodeled CRC with an expanded teen area and/or new teen activity centers in the City. • Collaborate with Riverside County, local colleges and universities, and health organizations to expand the number of homework programs and tutors within the library system.
• Develop a teen volunteer program for students ages 13-17. The program could be designed to help develop basic leadership skills, customer service skills, and how to supervise school -aged children by assisting City staff with the delivery of programs.

Students accepted into the program would have the opportunity to volunteer at City programs.

Marketing and Social Media of Community Services Dept.
• Continue the 'Around and About Temecula' series and promote to residents. • Evaluate marketing efforts directed towards those subgroups of residents who do not utilize the City web page or internet to learn about recreational programming and performing arts. Options could include flyers directed to school age children, coordination with other service providers, and or employment service providers. • Complete a comprehensive marketing plan that considers all segments of the community and identifies potential promotional strategies for each of the following:
o Networking - go where your market is;
o Direct marketing - sales letters, brochures, flyers;
o Advertising - print media, directories;
o Training programs - to increase awareness;
112 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
o Write articles, give advice, become known as an expert; o Direct/personal selling;
o Publicity/press releases;
o Trade shows, health/wellness fairs and similar events; o Web site.
• Develop a Social Media marketing plan that includes web site improvements and increased online visibility based on establishing a brand for the City and the Community Services Department through a variety of social media sites including Facebook, Twitter, Instagram, blogs, and video sites such as You Tube.

Multi -Generational Programs / Inter -Generational Programs Consider a `Senior Fair' that would celebrate the era of big band music, classic movies, history of technology, and traditional foods. The Senior Fair should be marketed as an intergenerational event that could educate, engage,and inspire the youth, as well as energize the aging population to share generational cultures.

Continue to provide "inter -generational programming" to bring various age groups together to enjoy recreation events and activities.

Offer Music/Concerts; Arts Festivals; Blue Grass Festival; Temecula Showcase; Temecula `Unplugged' Experience
• Continue to provide performing arts and cultural special events. • Evaluate and expand music concerts to include a Blue Grass Festival. • Consider organizing a community event that includes a talent show.

Open Street Events; Community Events; Large Events; Regional Events with Sponsorships; Resource Fair; Special Events
Work cooperatively with local service clubs to recruit volunteers for special projects or events.
• Showcase different cultures in special event programming to enhance cultural understanding and unity.
• Expand special events with wait lists in 2018 and 2019 including the Christmas Bus Tour; Senior Excursions; Mother/Son Date Night at the Diamond; Build Your Own Boat Regatta; and Mother's Day Tea Party.

4.7 FACILITY PRIORITIZATION SUMMARY
Throughout the Community Services Master Plan process numerous needs have been identified and recorded across multiple outreach modes (public workshops, stakeholder interviews, focus groups, and surveys) during the community engagement process. A list of all of the facility needs identified can be found in Section 3.8, Facility Needs Summary.

Prioritization of these identified facility needs was determined by examining the needs that were identified in three or two outreach tools which have a more significant impact across the community.

City of Temecula • Community Services Master Plan 113

Section FOUR: Recommendations
Exhibit 4.7-1 illustrates the classification of three categories of facility needs, they are Frequent- (indicated by 3 outreach tools), Apparent - (indicated by 2 outreach tools), and Identified - (indicated by 1 outreach tool). The top facility needs in each category are shown as an area of most significant impact. There is an inherent priority of needs based on the number of times a need comes up in each category. For example, the line for "Senior Center (Add or Expand); Community Recreation Center (CRC) Renovation; Margarita Recreation Center (new); Update Facilities/Community Centers" has a ranking of (8) which is higher than the line for "Entertainment Venue/ Large Event Space (seats 1,000); Amphitheater; Black Box Theater; Music Venues; Performing Arts Center" which has a ranking of (5) in the Frequent category. However, cost implications should take precedence. If the City does not have the funds for a higher ranked need but does for a lower ranked need, the priority may shift. The following are the recommendations for each category in alphabetical order:

Frequent: Facilities that have been identified in all three community outreach tools and that may have the most significant impact across the entire community:
• Aquatic Center; Swimming Pool; Swimming Pool (50 M) [6] • Entertainment Venue/Large Event Space (seats 1,000); Amphitheater; Black Box Theater; Music Venues; Performing Arts Center [5]
• Multi -Use Community Center; Community Center; Gymnasium; More Community Centers; Teen Activity Center [5]
• Preserve Open Space [6]
• Senior Center (Add or Expand); Community Recreation Center (CRC) Renovation; Margarita Recreation Center (new); Update Facilities/Community Centers [8] • Trails/Connectivity of Trails; Bike Trails; Mountain Bike Park; Trailhead; Walking Trails [6] Apparent: Facilities that have been identified in only two of the three outreach tools and may have a strong community impact:
• Cultural Arts Center; Community Art Gallery/Art Center; Multi -Cultural Center; Studio/Workshop for Arts Classes [7]
• Improve School District Joint Use Facilities Agreement [4] • Multi -Sports Venue; Baseball Field (youth); Basketball; Football Field; Pickleball Courts; Roller Hockey Rink; Rugby Field; Sand Volleyball; Soccer Field (youth); Sports Fields, Provide More; Sports Park [6]
• Shaded Areas [4]
Identified: Facilities that have been identified in one of the three outreach tools have a less significant impact across the entire community, however may have a significant impact to one or more special interest groups. These recommendations should be considered in tandem with the potential fiscal impact for implementing such recommendations.

4.8 FACILITY RECOMMENDATIONS SUMMARY
The facility recommendations presented here are developed from the assessment, analysis, and community engagement tools in which the community's needs were 114 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
r
Aquatic Center; Swimming Pool; Swimming Pool (50M)
Entertainment Venue/Large Event Space (seats 1,000); Amphitheater; Black Box Theater; Music Venues; Performing Arts Center
Homeless Facility; Homeless Issue in Parks
More Libraries
Multi -Use Community Center; Community Center; Gymnasium; More Community Centers; Teen Activity Center
Preserve Open Space
Senior Center (Add or Expand); Community Recreation Center (CRC) Renovation; Margarita Recreation Center (new); Update...

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Improve School District Joint Use Facilities Agreement
Kid's Summer Playhouse
Makerspace
More Parking Spaces at Library/Theater/Performing Arts; Old Town Parking Multi -Sports Venue; Baseball Field (youth); Basketball; Football Field; Pickleball Courts; Roller Hockey Rink; Rugby Field; Sand Volleyball; Soccer...

Museum
I
Police and EOC (Emergency Operations Center); Security/Safety I
Shaded Areas
Splash Pad; Water Elements in Parks
Urban Parkwith Gardens and Living Art
Access for Disabled/Elderly (designed and adapted for); Special Needs Adult Day Care
Culinary Kitchen
Dog Park
Improve Wayfinding Signage in Old Town
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Larger Facilities
Meeting Facility/Meeting Rooms
Mental Health Facility
Natural Park; Wildlife/Nature Preserve (Nature Education Center) Outdoor Event Venue / Pavilion; Outdoor Flex Space
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Street Vendors
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Study Pods
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Technology
-
Transportation
Upgrade Park/Recreation Equipment
Exhibit 4.7-1 Facility Prioritization Summary Chart
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Area of significant o
community impact
City of Temecula • Community Services Master Plan 115

Section FOUR: Recommendations
recorded and evaluated. Both qualitative and quantitative measures are combined to illustrate where improvements will have the most significant impact across the entire community.

1. AQUATIC CENTER; SWIMMING POOL; SWIMMING POOL (50 M)
Frequent Need
There is a high priority need for additional swimming facilities as identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-1 illustrates the existing aquatic centers in the City as well as the general area of survey requests to provide more swimming pools.

As calculated by actual local participation (custom park standard), the facility demand -needs analysis (in Section 3.2) there is a need for:
• (1) additional competition pool (6 lanes: 25M x 25 yds) • (4) additional recreation swimming pools*
*recreation swimming pool should include a shallow depth portion for toddler learn to swim, adaptive swim, and water fitness classes.

The need for an Olympic size competition pool (12 lanes: 50M x 25 yds) was only identified in one focus group and is not considered a high priority community need.

Comments included `closest [Olympic size pool] is in Palm Springs' and 'Drop Zone in Menifee'. The cost to build and maintain a 50M pool would not support the benefit of serving a small population of long course competitive swimmers.

Existing Conditions
Existing City Facilities
• (2) recreation pools at Community Recreation Center (note: the 6-lane pool is approximately 15 M in length x 25 yards in width which is not standard competition size)
Existing Joint -Use Facilities
• (1) competition pool at Chaparral High School
• (1) recreation pool at Chaparral High School
• (1) recreation pool at Temecula Elementary School
The swimming pool at Temecula Elementary School, a joint -use facility, is small and shallow.

Recommendation
• At Chaparral High School the splash play area and diving board should be repaired. Pools should be made available during Spring and Fall, as they are currently only open to the public during limited hours in the Summer months. • There are current plans to add a pool at the Margarita Recreation Center. This is a priority project and would fulfill most of the aquatic needs identified. The City should consider a competition size (25 M x 25 yds) swimming pool at this location with a recreation pool similar to the CRC swimming pool layout. 116 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
• There is a potential need for a public swimming pool in south Temecula should funding or partnership opportunities become available. Evaluate options and work with Temecula Valley Unified School District and/or HOA's that operate pools such as Wolf Creek and Paseo del Sol, and/or private fitness business providers to expand swimming programs for City residents.

Legend I,..

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Exhibit 4.8-1: Aquatic Center; Swimming Pool Recommendations City of Temecula • Community Services Master Plan 117

2. ENTERTAINMENT VENUE/LARGE EVENT SPACE (SEATS 1,000); AMPHITHEATER; BLACK BOX THEATER; MUSIC VENUES; PERFORMING ARTS CENTER
Frequent Need
There is a priority need for an entertainment venue/large event space that may include an amphitheater, black box theater, music and performing arts venue as identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-2 illustrates the existing entertainment venues/performing arts centers in the City as well as the general area of survey requests to provide more performance venues.

Existing Conditions
Existing City Facilities
• Amphitheater at Community Recreation Center (not fully utilized) • Old Town Temecula Community Theater
• The Merc
NOTE: There is a small outdoor amphitheater at Harveston Lake Park.

Recommendation
• Expand and improve utilization of existing performing arts venues. • Consider recommendations per the recent completed Parking Study to provide increased parking, wayfinding and shuttle service in Old Town, specifically for the Old Town Temecula Community Theater and The Merc.
• Improve marketing efforts for existing performing arts performances and events to all residents.
• Explore potential for Regional attractions at opportunity sites in northwest Temecula. • Grow in region (eastern boundary) by expanding private partnerships (theater groups and venues in wine country, such as Shakespeare in the Vines) and/or joint use schools (Temecula Valley High School Theater).
118 City of Temecula • Community Services Master Plan

Legend
ti i- Community Recreation Center (CRC) O Opportunity Sites 9 z - Old Town Temecula Community Theater (OTTCT) City Owned Existing Parks with Expansion Opportunity 3 -The Merc (TM) p City Owned Vacant Parcels
• Survey Request to Provide More Performance Venues Partnerships and Joint Use Sites if •I
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Exhibit 4.8-2: Entertainment Venue/Performing Arts Center Recommendations City of Temecula • Community Services Master Plan 119

3. MULTI -USE COMMUNITY CENTER; COMMUNITY CENTER; GYMNASIUM; MORE COMMUNITY CENTERS; TEEN ACTIVITY CENTER
Frequent Need
There is a priority need for more community centers/multi-use community center that may include a gymnasium and a teen activity center as identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-3 illustrates the existing recreation/community centers in the City as well as the general area of survey requests to provide more community centers.

Existing Conditions
Existing City Facilities
• Community Recreation Center (CRC)
• Jefferson Recreation Center (JRC)
• Margarita Recreation Center (MRC)
• Temecula Community Center (TCC)
Currently there is only one gymnasium and one teen activity center, both located at the Community Recreation Center. There are plans to demolish the existing Margarita Recreation Center and build a new center in the near future.

Recommendation
• The new Margarita Recreation Center should be multi -use community center that supports the priority program recommendations in this report, including inter - generational programs and inclusive programs.
• The 2019 demand -needs (in Section 3.2) identifies a deficit of two indoor full size basketball courts. The City should explore opportunities for the development of a new facility to support an indoor gymnasium. The Boys and Girls Club site on Pujol Street is an opportunity to add one indoor basketball court. • Expand existing teen facility/program at CRC and consider adding a teen activity center to an existing site or in an existing park, near high schools would be most beneficial. Consider Safe Routes to Schools when locating teen center facilities. • Evaluate existing transportation routes to community centers such as availability of public transportation and access to pedestrian trails and walkways, especially in the eastern and southern portion of the City.
• The City should explore the costs and benefits of expanding hours of operation at each Community Center.
• Should funding for a new facility be allocated the City should review underserved areas in the eastern and southern regions of the City. The outdoor basketball court area at Patricia Birdsall Sports Park was originally planned for a `future' community center site.
• As the Jefferson Recreation Center may not be available in the future, consider the opportunity sites Diaz Lots 1 and 2 for a future community center site. 120 City of Temecula • Community Services Master Plan

Legend
Multi -Use Community Centers O
i - Community Recreation Center (CRC) Survey Request for More Community Centers z - Jefferson Recreation Center (JRC) Opportunity Sites ti 3 - Margarita Recreation Center (MRC)
4 -Temecula Community Center (TCC) City Owned Existing Parks with Expansion Opportunity o City Owned Vacant Parcels
= Partnerships and Joint Use Sites
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Exhibit 4.8-3: Multi -Use Community Center/Gymnasium/Teen Activity Center Recommendations
City of Temecula • Community Services Master Plan 121

Section FOUR: Recommendations

4. PRESERVE OPEN SPACE
Frequent Need
There is a high priority need to preserve open space as identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-4 illustrates the existing open space in the City as well as the general area of survey requests to preserve open space.

Existing Conditions
Zoning Map and Land Use Map Designating:
• Open Space (OS)
• Public Park and Recreation (PR)
• Conservation (OS-C)
• Open Space Conservation - Santa Margarita (OS-C-SM)
The LUD (Land Use Designation) defines Open Space as public and private areas of permanent open space for such uses as parks, golf courses, recreation facilities, natural open space, recreation trails, greenbelts, lakes, utility easements, active fault zones, and undevelopable portions of floodplains along waterways.

Recommendation
• Since additional or more open space in the City is not available, it is important to preserve the existing open space by:

Enforce General Plan Goal #5: Conservation of open space areas for a balance of recreation, scenic enjoyment, and protection of natural resources and features.

As part of Developer Agreements the City shall recommend whether to require land dedication, require payment of a fee in -lieu thereof, or a combination of both, by consideration of the following: (1) topography, geology, access and location of land available for dedication; (2) size and shape of land available for dedication; (3) 5 acres per thousand residents; (4) opportunities to preserve vistas.

With recent concerns about youth detachment from outdoor activities, lack of physical exercise and increased health risks, the California Roundtable on Recreation, Parks and Tourism adopted the California Children's Outdoor Bill of Rights for the purpose of recommending a fundamental list of experiences that every child in California would benefit from experiencing, before entering high school. Numerous studies document that children who do these things are healthier, do better in school, have better social skills and self-image, and lead more fulfilled lives. List of experiences include: play in a safe place; explore nature; learn to swim; go fishing; follow a trail; camp under the stars; ride a bike; go boating; connect with the past; and plant a seed. [source: California Department of Parks and Recreation]
122 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Legend
Open Space
Open Space (OS)
Public Park and Recreation (PR)
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Exhibit 4.8-4: Preserve Open Space Recommendations
City of Temecula • Community Services Master Plan 123

Section FOUR: Recommendations

5. SENIOR CENTER (ADD OR EXPAND); COMMUNITY RECREATION CENTER (CRC) RENOVATION; MARGARITA RECREATION CENTER (NEW); UPDATE FACILITIES/

COMMUNITY CENTERS
Frequent Need
There is a high priority need to update existing facilities/community centers including the Mary Phillips Senior Center, Community Recreation Center, and Margarita Recreation Center as identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-5 illustrates the existing recreation/community centers in the City as well as the general area of survey requests to update facilities/community centers.

Location and density of the senior population (ages 65+) is also illustrated on Exhibit

4.8-5. It is important to note that the areas with very high density senior populations (dark pink) include current and future senior housing developments which may include recreation and fitness opportunities.

Existing Conditions
Existing City Facilities
• Community Recreation Center (CRC)
• Jefferson Recreation Center (JRC)
• Margarita Recreation Center (MRC)
• Mary Phillips Senior Center (MPSC)
• Temecula Community Center (TCC)
Recommendation
• Evaluate existing transportation routes to the senior center and community centers such as availability of public transportation (RTA) and access to pedestrian trails.

Evaluate Silver Shuttle (senior transportation program) routes, Exhibit 4.8-5 illustrates where the senior population (ages 65 and above) reside. Consider staffing requirements for Silver Shuttle driver.

Renovate and/or expand the Mary Phillips Senior Center (MPSC). Currently, the median age of senior center visitors is 76 years old, renovations should include modernization to encourage increase in attendance and participation of the active older adults.

Implement the improvements planned at CRC considering the priority program recommendations in this report. Improvements may include the reconfiguration of the teen center, conversion of office space to accommodate a dedicated police substation, renovation of key building components, ADA compliance, renovation and expansion of office space and recreation rooms, and upgraded kitchen equipment.

Develop the MRC as a multi -generational, multi -use community center. Include fitness classes for active older adults.
124 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Legend
i - Community Recreation Center (CRC) Survey Request to Update Community Centers 2 - Jefferson Recreation Center (JRC)
Iti 3 -Margarita Recreation Center (MRC) Opportunity Sites ® 4 - Mary Phillips Senior Center (MPSC) City Owned Existing Parks with Expansion Opportunity ® 5 -Temecula Community Center (TCC) o City Owned Vacant Parcels llllll■ Partnerships and Joint Use Sites
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Exhibit 4.8-5: Update Senior Center and Existing Low(7.6%--11.8%) Facilities/Community Centers Recommendations Very Low (Less than 7.6%) City of Temecula • Community Services Master Plan 125

Section FOUR: Recommendations

6. TRAILS/CONNECTIVITY OF TRAILS; BIKE TRAILS; MOUNTAIN BIKE PARK; TRAILHEAD;

WALKING TRAILS
Frequent Need
There is a high priority need for trails/connectivity of trails, bike trails, mountain bike park, trailheads, and walking trails as identified by the community as illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-6 illustrates the existing bikeways and trails in the City.

Recommendation
• Short -Term: Connections to Parks: create connections to local parks and schools via a combination of trails, shared use paths, sidewalks, on -street bikeways, and quiet residential streets. Many elements of these connections to parks already exist in the form of existing bike paths, sidewalks and on -street bikeways. A first step toward implementation of this strategy could be completed in the short-term with the development of a wayfinding system to direct residents to local parks and schools using existing infrastructure. A maintenance program would be required to maintain and replace damaged signs and to support graffiti abatement for signs that have been tagged with paint, markers or stickers. There will also be a need for future Park Ranger patrols on trails in association with the Homeless Outreach Team, Intermediate -Term: Temecula Loop, MWD Easement, and Safe Routes to Schools:
complete a loop trail around the City and bisect it diagonally, providing access along the Metropolitan Water District (MWD) easement which also connects to the Lake Skinner Trail. The "loop" portion of the trail is comprised of existing and future trail segments along Murrieta Creek, Santa Gertrudis Creek, and Temecula Creek, as well as a future separated on -street bikeway (Class IV ) along Butterfield Stage Road to form the eastern edge of the loop. Safe routes to schools are a high priority of the 2016 Trails and Bikeways Master Plan. A significant project for the City to consider would be to provide a bridge connection across Temecula Creek to provide access to Gardner Middle School. This would create a safe passage for school children walking or riding their bicycles between the school and the residences immediately north of the creek. The school access benefits of this project would be significant as it would provide direct access (less than one mile from most residences immediately north of Temecula Creek) via low volume streets, paved trail and bridge structures for students who would otherwise cross along a combination of maintenance roads, footpaths and the weir structure within the riverbed; or be forced to walk over two miles along higher volume roadways (via Pechanga Pkwy. or Redhawk Pkwy.).

Long -Term Vision: Temecula as a Regional Trails Hub: Temecula is uniquely situated to expand access to recreational trail activities well beyond City limits by connecting residents to existing and proposed recreational trail facilities outside the City. The popularity of long-range bike touring and the recent proliferation of electric assist bikes greatly expand the range of recreational trail users and make such a long-distance regional trail network increasingly practical and desirable for Temecula residents. Consider the possibility of working with the County and SDSU on limited access to the Santa Margarita Ecological Reserve due to its potential for hiking, nature center, and outdoor education.
126 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
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Exhibit 4.8-6: Trails Recommendations
City of Temecula • Community Services Master Plan 127

Section FOUR: Recommendations

7. CULTURAL ARTS CENTER; COMMUNITY ART GALLERY/ART CENTER; MULTI -CULTURAL CENTER; STUDIO/WORKSHOP FOR ARTS CLASSES
Apparent Need
There is a high priority need for a cultural arts center, community art gallery/art center, multi -cultural center, and studio/workshop for art classes identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-7 illustrates the existing cultural art centers in the City.

Existing Conditions
• Old Town Temecula Community Theater
• The Merc
Ronald H. Roberts Temecula Public Library
Temecula Valley Museum
Recommendation
• Explore opportunities to expand Temecula Valley Museum or include at the new Margarita Recreation Center a studio or workshop for multi -media arts classes. • Continue to celebrate multiple cultures through exhibitions at the Temecula Valley Museum (Second Saturdays) and at Ronald H. Roberts Temecula Public Library. • Continue to celebrate and educate the public about local, regional, and national artists through exhibitions at the Temecula Valley Museum, The Merc (Art Off The Walls), and the Ronald H. Roberts Temecula Public Library. • Increase awareness of public art program through marketing. • Increase awareness of historic sites through marketing. • Pursue grant opportunities and applications to be acknowledged as a designated Cultural Arts District.
128 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Legend
Big i -Old Town Temecula Community Theater (OTTCT)
.° 2 -The Merc (TM)
© 3 - Ronald H. Roberts Temecula Public Library (RHRTPL) 4 -Temecula Valley Museum (TVM)
Opportunity Sites
City Owned Existing Parks with Expansion Opportunity
City Owned Vacant Parcels
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Exhibit 4.8-7: Cultural Arts Center Recommendations
City of Temecula • Community Services Master Plan 129

Section FOUR: Recommendations

8. IMPROVE SCHOOL DISTRICT JOINT USE FACILITIES AGREEMENT Apparent Need
There is a priority need to update the Temecula Valley Unified School District joint use facilities agreement identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Existing Conditions
• See Exhibit 4.8-8 for existing joint -use schools and non joint -use schools Recommendation
• Review and renew existing JUA'S currently utilized by sports programs in the community.
• Review new JUA'S that would fulfill needs identified by sports programs in the community.

9. MULTI -SPORTS VENUE; BASEBALL FIELD (YOUTH); BASKETBALL; FOOTBALL FIELD; PICKLEBALL COURTS; ROLLER HOCKEY RINK; RUGBY FIELD; SAND VOLLEYBALL; SOCCER FIELD (YOUTH); SPORTS FIELDS, PROVIDE MORE; SPORTS PARK Frequent Need
There is a high priority need for a Multi -Sports Venue; Baseball Field (youth); Basketball; Football Field; Pickleball Courts; Roller Hockey Rink; Rugby Field; Sand Volleyball; Soccer Field (youth); Sports Fields, Provide More; Sports Park identified by the community and illustrated in the Facility Prioritization Summary Chart, Exhibit 4.7-1.

Exhibit 4.8-8 illustrates the existing sports facilities in the City as well as the general area of survey requests to provide more sports fields.

Existing Conditions
• See map for City parks with sports facilities
Recommendation
• Roripaugh Ranch Sports Park is planned to open in 2021 and will include 2 synthetic adult soccer fields, 2 adult softball fields, and 2 outdoor basketball courts. • Support and design recommendations for a new Multi -Use Sport Complex should consider the following recommendations:
a. The 2019 demand -needs (Section 3.2), after considering the new facilities proposed at Roripaugh Ranch Sports Park, identifies a deficit of 9 youth baseball fields, 8 youth football fields, and 6 youth soccer fields. b. Continue cooperative efforts with youth sports organizations to provide safe and accessible programs that develop sports skills, good sportsmanship and provide youth experiences in organized sports.
c. Consider needs of regional travel teams and facility needs to host tournaments. • Review and renew existing JUA'S currently utilized by sports teams and programs in the community.
• Review new JUA'S that would help meet the needs identified for sports facilities in the community.
130 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Legend
Multi -Sports Parks 0
Survey Request Sports Fields
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• Survey Request Sports Fields
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4 - Paloma Del Sol Park
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Exhibit 4.8-8: Multi -Sports Venue/Sports Fields Recommendations City of Temecula • Community Services Master Plan 131

Section FOUR: Recommendations

10. SHADED AREAS
Apparent Need
There is a priority need for additional shade structures as identified by the community and illustrated in Exhibit 4.7-1.

Exhibit 4.8-9 illustrates the general area of survey requests to provide shaded areas.

Existing Conditions
• Thirteen (13) parks have covered/shaded
have covered/shaded playground areas:

Calle Aragon Park
John Magee Park
Loma Linda Park
Long Canyon Creek Park
Meadows Park
Nicolas Road Park
Pala Community Park
Paseo Gallante Park
Pauba Ridge Park
playgrounds, the following parks do not
Redhawk Community Park
Rotary Park
Serena Hills Park
Skyview Park
Stephen Linen Jr. Memorial Park
Temecula Creek Trail Park
Temeku Hills Park
Vail Ranch Park
4 Veteran's Park
Twenty-six (26) parks have picnic shelters, the following parks do not have picnic shelters:
� Calle Aragon Park 4 Paloma Del Sol Park
4 John Magee Park 4 Paseo Gallante Park
4 Kent Hintergardt Memorial Park 4 Temecula Creek Trail Park 4 Loma Linda Park
Recommendation
• The City should explore adding shaded areas where they are not currently available within parks. Priority facilities would be to add shade structures at new and existing playgrounds, picnic areas, spectator seating areas, and at new and existing sport facilities.

Promote Urban Forests by planting trees that provide shade where needed in new and existing parks and facilities. The California Urban Forests Council (CaUFC) states "as the populations in California's towns and cities continue to increase, the need for sustainable urban and community forests also increases. Adding nature back into the paved and developed environments in which we live, work and play helps to reduce a number of the issues that effect our quality of life. Trees provide a number of benefits, including improving public health, providing economic opportunities and advantages as well as supporting a healthy environment that makes all of our lives better."
• Implement an In -Memorial or Tree Dedication program whereby residents could purchase a tree through the City' website and the City plants the trees. • Inventory the existing irrigation system and identify a tree planting program/ landscape plan at the sports parks for the purpose of providing shade, and increasing the tree canopy as long as the plantings do not interfere with or compromise the safety of the sports facility.
132 City of Temecula • Community Services Master Plan

Legend
Survey Request Shaded Areas
• Survey Request Shaded Areas
Opportunity Sites
City Owned Existing Parks with Expansion Opportunity
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= Partnerships and Joint Use Sites
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Section FOUR: Recommendations
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Exhibit 4.8-9: Shaded Areas Recommendations
City of Temecula • Community Services Master Plan 133

Section FOUR: Recommendations

4.9 NEW PROJECT RECOMMENDATIONS
Margarita Recreation Center
Program Recommendations addressed: Cultural Arts Classes, Inclusive Services, At -Risk Teen Programs, Life Skills, Financial Planning Classes, Multi -Generational Programs Facility Recommendations addressed: Aquatic Center, Multi -Use Community Center, Improve Community Centers, Cultural Arts Center
In 2017, the City conducted a needs assessment study for the Margarita Recreation Center that included an evaluation of the existing building, comparable facility assessment, demographic analysis of the study area, and community engagement through a survey, interviews, focus group and community workshop. Top program and facility needs were identified.

The following programs have been recommended for the Margarita Recreation Center:

1. Aquatic Programs

2. Before & After School Programs

3. Health and Human Services and Social Services Resource Center

4. Tutoring

5. Fitness/Exercise Activities

6. Intergenerational Programs

7. Library Services & Education

8. Language Classes
Community participants were concerned with specific indoor community center facilities as well as some outdoor facilities and issues. The following facilities have been recommended for the Margarita Recreation Center:

1. Outdoor Recreational Swimming Facility

2. Exercise / Fitness Center

3. Flexible Classroom Space

4. Storage Space

5. Safety/Security
As stated in the previous section of this report, there are current plans to add a pool at the Margarita Recreation Center. This is a priority project and would fulfill most of the current aquatic needs identified. The City should consider a competition size (25 M x 25 yds) swimming pool at this location with a recreation pool/spray play area similar to the Community Recreation Center and/or Chaparral High School pool layouts. 134 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Jefferson Recreation Center Replacement
Program Recommendations addressed: Cultural Arts Classes, Inclusive Services, At -Risk Teen Programs, Life Skills, Financial Planning Classes
Facility Recommendations addressed: Multi -Use Community Center, Trails The current Jefferson Recreation Center (JRC) facility is on a site that will be impacted by future freeway ramp expansion. The existing site includes a 20,000 SF building and accommodates 26 parking spaces. The building includes approximately 13,968 SF of warehouse space used for a large rehearsal area and storage space for props and scenery.

It would be important for the City to evaluate potential sites for a replacement facility to accommodate the current programs and spaces for potential expansion for future identified needs. Programming at the JRC includes pre-school, dance and musical theater programs. Strong candidate sites to consider are the City owned Diaz Road sites.

Multi -Cultural and Intergenerational Community Center
Program Recommendations addressed: Cultural Arts Classes/Programs/Events, Inclusive Services, Multi -Generational Programs, Senior Programs Facility Recommendations addressed: Cultural Arts Center; Community Art Gallery/ Art Center; Multi -Cultural Center; Studio/Workshop for Arts Classes Add/Expand Senior Center
A multi -cultural intergenerational facility could be created by combining multi- media art classes, "maker space", and studio exhibit production with unique displays and activities relating to the story of Temecula Valley. An active intergenerational community center could provide space and activities for "traditional" seniors, active seniors, persons with disabilities, and youth to participate in hands-on classes, activities, storytelling, multi -media art, technology, set design/production, and docent program.

This would create a fundamental synergy between an intergenerational community center and cultural arts in Temecula.

SHORT TO INTERMEDIATE -TERM:

The area in Old Town that is currently occupied by the Mary Phillips Senior Center, Temecula Valley Museum, Chapel of Memories, and Sam Hicks Monument Park is a confusing array of streets and parking that can make it difficult to find the separate facilities.

The Senior Center needs to be updated through renovations and expansion, but it is restricted by the site's circulation and parking. The Temecula Valley Museum has discussed plans for an expansion to potentially include the museum, cultural and fine arts and Sam Hicks Monument Park to accommodate a larger facility. The historic chapel seems to function as a wedding venue. Sam Hicks Monument Park is a passive open space with no apparent connection to the other City facilities except the museum. There are plans to activate the park with thematic play elements.

City of Temecula • Community Services Master Plan 135

Section FOUR: Recommendations
The park, chapel, museum, and senior center are all in need of potential improvements and/or expansion. Interim improvements as identified in this report should be pursued at each existing facility and combined could provide a multi- cultural intergenerafional community center.

Exhibit 4.9-1: Senior Center, Museum, Sam Hicks Monument Park and Chapel of Memories Site Area (inside red boundary line) in Old Town LONG-TERM:

To provide a multi -cultural intergenerafional comunity center in the future the City could explore a larger site (such as the Diaz Road parcels) with the possibility of a unified effort to create a more original and efficient site plan with clear identity, circulation and parking.
136 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Old Town Gym
Program Recommendations addressed: Sports Programs, Teen Programs Facility Recommendations addressed: Multi -Use Community Center, Gymnasium, Trails/Connectivity
The City owns a vacant parcel of land along Murrieta Creek adjacent to the Boys & Girls Club building and Rotary Park. Depending on the resolution of the ownership/ operation of the Boys & Girls Club, a potential expansion/reconfiguration of the area could potentially accommodate a gymnasium, other recreation amenities, support facilities and parking. The site could accommodate a 25-26,000 SF building with a gymnasium that can accommodate an indoor full size basketball court, two smaller cross courts for basketball, volleyball, and/or pickleball, as well as administration offices, meeting/classrooms, storage, support facilities, and approximately 130 parking spaces on the adjacent site.

TRAIL HEAD

MURRIETA CREEK
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(# 130 STALLS)
_ PUJOL ST.

NEW COMMUNITY ROTARY PARK

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7=
50' 100� 200 BOYS AND GIRLS CLUB SITE /ROTARY PARK
Exhibit 4.9-2: Old Town Gym Concept Diagram
City of Temecula • Community Services Master Plan 137

Section FOUR: Recommendations
South Side Recreation Center
Program Recommendations addressed: Cultural Arts Classes, Inclusive Services, At -Risk Teen Programs, Life Skills, Financial Planning Classes, Tutoring, Teen Programs Facility Recommendations addressed: Multi -Use Community Center, Gymnasium, Teen Activity Center
There is a need for a future recreation center in South Temecula. When Patricia Birdsall Park was being planned, consideration was given to providing a location for a future recreation center. A potential location was designed on the early site plan studies, as construction documents were developed a decision was made to place outdoor basketball courts on the future recreation center site. This area can accommodate a recreation center that could include meeting and activity rooms, a gymnasium, offices, and storage/support spaces. The existing parking area adjacent to the site accommodates 110 parking stalls. Depending on the final program and the parking criteria, the site could accommodate a recreation center of ± 25-26,000 SF.

NEW COMMUNITY

RECREATION CENTER
I

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Exhibit 4.9-3: South Side Recreation Center Concept Diagram 138 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Main Street Courtyard
Program Recommendations addressed: Cultural Arts Events, Arts Festivals Facility Recommendations addressed: Entertainment Venue, Cultural Arts Center, Preserve Open Space, Shaded Areas
This Main Street Lot has been recently
acquired by the City and temporary
improvements have been installed. It
has been effectively used for a variety
of events. The potential for this area to
become the main entry courtyard for the
Old Town Temecula Community Theater
and an activity/breakout space for The
Merc, Old Town Temecula Community
Theater, and Pennypickle's Workshop
Children's Museum could provide Main Street Lot Temporary Improvements significant benefits for all three venues. An
Old Town 'Urban' Park with shade, seating,
and festive performance lighting provide a pleasant outdoor setting for pre and post function events and fund raisers. The kitchen/refreshment area between The Merc and Old Town Temecula Community Theater could be renovated to provide a catering or full -service operation to support all the adjacent facilities at the courtyard.

Murrieta Creek Sports Park
Program Recommendations addressed: Regional Sports Competitions, Sports Programs, Music/Concerts, Regional Events
Facility Recommendations addressed: Multi -Sports Venue, Amphitheater, Trails, Shaded Areas
The Murrieta Creek Detention Basin site is part of an existing flood control area at Jefferson Avenue and Cherry Street and has long been discussed as a viable candidate for a potential sports park.

The site is flat with little significant vegetation and rarely holds flood water. At approximately 1 15.4 acres, 78 acres of the site could be developed as a major sports and event venue, easily accommodating a large number of field sports, support facilities, and parking in a park setting. Capacity studies indicate the site could accommodate full size ball fields, in tournament configuration, three full size soccer fields, a large multipurpose area for a wide variety of fields for emerging sports such as lacrosse, and rugby, as well as a significant number of smaller youth soccer, football, and t-ball fields. A large outdoor event space with a covered stage would be at a central point in an amphitheater like area. Two future restroom/concession facilities at each side of the area would serve the future ballfields.

Plans for phased park improvements could be developed to allow for the highest needed sports facilities to be built in the initial phase.

City of Temecula • Community Services Master Plan 139

Section FOUR: Recommendations
Exhibit 4.9-4: Murrieta Creek Sports Park Concept Diagram dye ' � ��- ,1�-I �pla�'� , �'�.��' ,�yf.. .�;1� •I S 1 I `y.

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Exhibit 4.9-5: Murrieta Creek Sports Park Sample Concept Images 140 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Pop -Up Event Park
Program Recommendations addressed: Cultural Arts Events, Multi -Generational Programs, Community Events, Arts Festivals
Facility Recommendations addressed: Entertainment Venue, Music Venues, Preserve Open Space, Cultural Arts Center, Shaded Areas
The two vacant lots that flank City Hall Park and the main entrance to City Hall could accommodate a number of special events in Old Town such as a weekly farmers market, art shows and local performance presentations or parties. By providing minimal improvements such as site grading and drainage, perimeter landscape, shaded seating areas, site lighting, water and power services, and a low maintenance surface material (that can be refreshed on a regular basis.) The two park sites can function as informal seating, picnicking, meeting, and gathering spaces within a pleasant but minimalist park setting for employees, shoppers, visitors, and tourists. This will visually enhance and activate a very important area at the entrance to City Hall. 4� - , .'rF IV
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Exhibit 4.9-6: Pop -Up Event Park Concept Diagram
City of Temecula • Community Services Master Plan 141

Section FOUR: Recommendations

4.10 ACTION PLAN
The following recommended projects address the identified frequent and apparent needs in Section 4.7 and are categorized as short-term (next 5 years), intermediate - term (5-10 years), and long-term (over 10 years) in existing parks and facilities and new park/facility projects.
*NOTE: Improvements to School District Facilities need to be based on an updated Joint Use Agreement

CSMP FACILITY PRIORITY NEEDS
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Landscape improvements and tree pruning/
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Parking lot improvements
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Picnic Shelters
X
X
Playground equipment replacements
X
X
Playground safety surfacing
X
Repair spray play feature
X
Restroom improvements
X
Shade coverings at playgrounds
X
Sports field renovations
X
Sports court resurfacing
X
X
Trails / Trailhead improvements
X
Walkway improvements
X
X

INTERMEDIATE -TERM
Long Canyon Creek Park: New dog park
X
X
Harveston Community Park and Patricia Birdsall
X
Sports Park: New pickleball courts
142 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations

CSMP FACILITY PRIORITY NEEDS
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Community Recreation Center: Renovations to
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Harveston Community Park Room Remodel
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and Restroom Access Improvement
Margarita Recreation Center: Building
X
X
X
X
demolition and replace with new recreation
center to meet current needs
Mary Phillips Senior Center Renovation
X
X
X
Old Town Temecula Community Theater:

X
X
renovate seating - refinish armrests and deep
clean/reupholster seat covers
The Merc: convert 2nd Story Office to Green
X
X
Room
Temecula Valley Museum: rehabilitation,
X
improvements, reconfiguration and rebranding
Temecula Valley Museum remodel and
X
addition of workshop and classrooms
Chaparral High School Pool: repair diving
X
X
board and splash play area
Main Street Courtyard
X
X
X
X
Pop Up Event Park
X
X
X
X

LONG TERM
Jefferson Recreation Center Replacement
(X)
X
X
X
(X)
Multi Cultural Arts and Community Center
X
X
X
X
X
Murrieta Creek Sports Park
X
X
X
X
X
Old Town Gymnasium
X
X
X
South Side Recreation Center
X
X
Veterans Park Improvements Evaluation Study
X
X
X
(X) : If needed City of Temecula • Community Services Master Plan 143

Section FOUR: Recommendations

4.11 SUMMARY OF GENERAL PLAN POLICY RECOMMENDATIONS
Temecula's General Plan was initially created in 1993 and updated in 2005. The General Plan provides long-term policy guidance for the community's physical, economic, social and environmental changes. Consultant has reviewed the Open Space/Conservation Element of the General Plan and suggest the following proposed additions or deletions to the Goals and Policies identified by bold or text. Suggestions to modify the `Parks and Recreational Facilities' section in the Open Space/Conservation Element is included in the Appendix.

Parks and Recreation Facilities
A quality parks and recreation system is a high priority for Temecula residents.

Implementation of a Parks and Reereatie Community Services Master Plan is critical to achieving this goal. The Master Plan will strive to attain a balance between quantitative and qualitative levels of service. This balance involves providing an acceptable amount of useable parkland, in close proximity to residents, as well as the appropriate type and number of facilities to meet the recreation needs and desires of residents. The City's parks and recreation facilities are supplemented by other local and regional facilities, which may be influenced and fostered through intergovernmental cooperation.

Goal 1 A high quality parks and recreation system that meets the diverse recreation needs of residents and is distributed equitably throughout Temecula's neighborhoods, regardless of age, gender, ethnicity, economic status, or physical capability.

Policy 1.1: Ensure sufficient parkland and recreation facilities to support new development through acquisition and/or dedication that meets the requirement for 5 acres of useable park land per 1,000 population.

Policy 1.2: Locate parks adjacent to compatible use areas, such as residential uses, greenbelts, trails, bicycle corridors, schools, and natural waterways to minimize the negative impacts of adjacent land uses.

Policy 1.3: Develop sustainable standards to design park facilities and landscaping that enhance and preserve natural site characteristics as appropriate, to minimize maintenance demands, encourage the planting of native landscapes, and to incorporate xeriscape (low-water demand) principles where feasible.

Policy 1.-4: Pursue the joint use of publie lands available and suitable for recreation purposes, including lands under the jurisdiction of non -profits, the Riverside County Flood Control District, Southern California Edison, water districts, school districts, and other public/non-profit agencies.

Policy 1.35: Encourage the enhancement and preservation of historic structures and landscape, and significant natural features, such as riparian areas, rock outcroppings, sensitive habitat areas, and viewpoints through park design and site development.
144 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Policy 1.46: Encourage public safety and compatibility with adjacent uses in park design and development, including location of buildings, activity areas, lighting, and parking.

Policy 1.57: Coordinate long-range park, trail and open space planning with Riverside County and the City of Murrieta.

Policy 1.,68: Encourage the establishment of natural habitat spaces for recreational hiking and nature education.

Policy 1.79: Consider the establishment of special use park features for those with disabilities, seniors, pets, skate boarders, etc.

Policy 1.10: Lease or sale of City -owned parkland is discouraged unless such an action meets a demonstrated need which cannot otherwise be met.

Policy 1.11: Provisions must be made to replace any parkland sold with an equal amount of land at another location.

Open Space
The natural features of the Temecula Planning Area provide a scenic setting for the community. Topographical features such as the western escarpment and southern ridgelines, hillsides in the northern area, natural drainage courses, and environmental resources of the Santa Margarita River should be protected from insensitive development and activities. Public views to these areas should be maintained to the extent possible.

The City's built environment contains parkways and slopes along roadways that also function as open space amenities. These corridors should be well landscaped and maintained. The network of open space corridors to parks and regional recreation opportunities ties the community together, encourages bicycling, hiking, and equestrian activities, and serve as wildlife corridors.

Goal 5 Conservation of open space areas for a balance of recreation, scenic enjoyment, and protection of natural resources and features.

Policy 5.1: Conserve the western escarpment and southern ridgelines, the Santa Margarita River, slopes in the Sphere of Influence, and other important landforms and historic landscape features through the development review process.

Policy 5.2: Open space shall be managed in such a manner as to allow for habitat conservation uses, for appropriate public uses and to maintain and enhance its environmental quality.

Policy 5.23: Identify significant viewsheds to proposed projects that may be preserved through the dedication of open space or the use of sensitive grading, site design, and building techniques.

City of Temecula • Community Services Master Plan 145

Section FOUR: Recommendations
Policy 5.4: Establish an open space acquisition priority program that identifies acquisition area priorities based on capital costs, operation, and maintenance costs, accessibility, needs, resource preservation, ability to complete or enhance the existing open space linkage system and unique environmental features.

Policy 5.5: Support efforts of State and Federal agencies and private conservation organizations to acquire properties for open space and conservation uses. Support efforts of non-profit preservation groups, such as the Riverside Land Conservancy, to acquire properties for open space and conservation purposes.

Policy 5.36: Encourage the use of clustered development and other site planning techniques to maximize the preservation of permanent open spaces.

Policy 5.47: Retain and improve the quality of landscaping in parkways, public slopes, rights -of -way, parks, civic facilities, and other public open areas.

Policy 5.58: Coordinate with Homeowners' Associations to maintain landscaping along slopes adjacent to public right-of-ways.

Policy 5.69: Require the dedication and improvement of parkland.

Policy 5.710: Require adequate open space in new development for both passive and active recreation.

Policy 5.811: Require re -vegetation of graded slopes concurrent with project development to minimize erosion and maintain the scenic character of the community.

Policy 5.-12: Require connection between open space / recreation areas and adjacent developments or publicly owned recreation areas where appropriate.

Policy 5.+913: Incorporate seismic hazard safety zones into valley -wide open space and park systems where appropriate.

Policy 5.14: Preserve the integrity of Temecula's arroyos and riparian habitat areas through the preservation of native plants through the removal of non -natives and reintroduction of native species.

Policy 5.++15: Encourage the use of native vegetation where revegetation and landscaping is to occur.

Policy 5.+216: Identify and develop natural habitat areas for low impact hiking and nature education.
146 City of Temecula • Community Services Master Plan

Section FOUR: Recommendations
Policy 5.+317: Utilize natural, undeveloped greenbelts as buffers between developments and on outskirts of the City to preserve the rural and unique character of Temecula.

Trail System
Temecula residents walk, hike, jog and bicycle more frequently than participating in other forms of recreation. This level of interest is significant considering that the City does not yet offer a formal, developed trail system. Many opportunities remain for the City to implement a recreation trail system concurrent with new development, road improvements, and flood control improvements.

The future recreation trail system should connect to regional trails and functions as alternative transportation routes, where appropriate. This recreation trail system can also link cultural and historic sites within the area to recreational amenities along local creeks, open spaces, and the Santa Margarita River as well as the Cleveland National Forest and Santa Rosa preserve.

Goal 8 Development of a trail system that serves both recreational and transportation needs.

Policy 8.1: Provide a Citywide recreation system that connects to the County's regional trail system which provides for bicycling, equestrian, hiking and jogging trails with appropriate support facilities.

Policy 8.2: Integrate public transportation routes, including Class I Bike Routes, when locating community parks and community centers.

Policy 8.-23: Negotiate land deeds as necessary to implement the Citywide trail system.

Policy 8.34: Require proposed development to provide trail connections to the Citywide trail system through the dedication of land and the provision of easements.

Policy 8.45: Require development plans to identify locations for an internal trails/sidewalk system that links land uses and provides convenient travel to transit facilities.

Policy 8.56: Develop trails and sidewalks suitable for multiple uses, including for the physically disabled and for personal transportation alternatives.

Policy 8.7: Provide greater amenities at access points and trailheads, where appropriate. Include identification and directional signs, marked parking stalls, water facilities for equestrians, cyclists and pedestrians, hitching posts, shade and trash receptacles. Additional amenities at trailheads could include picnic tables and restrooms. Incorporate trailheads at existing parks where appropriate.

City of Temecula • Community Services Master Plan 147

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148 City of Temecula • Community Services Master Plan

The City of Temecula experienced
a population growth rate of 12.5%
during the 2010 to 2019 timeframe,
with approximately 1,392 new residents
documented each year. The projected
increase is less from 2019 to 2024 at 6.4%
INCLUDED IN SECTION FIVE:
• Staffing Assessment & Dept. Budget
(pg 151)
• Projected Growth (pg 155)
• Projected Revenue by Funding
Source (pg 156)
• Potential Funding Sources (pg 158)
• Current Capital Projects Budget (pg
160)
• Estimated Costs for Existing Parks and
Facilities (pg 161)
• Future Capital Projects (pg 167)
• 5-Year Capital Plan for
Recommendations (pg 168)
• Future Operation and Maintenance
Costs (pg 169)
• Conclusion (pg 173)

Section FIVE: Funding and Implementation
SECTION FIVE: FUNDING AND IMPLEMENTATION
This section of the Community Services Master Plan discusses current funding mechanisms, identifies funding resources to meet future goals, and guides the City staff in accomplishing the vision and goals of the Master Plan. Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.

The cornerstone of the success of the Community Services Master Plan is Temecula's ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. Two major cost centers that require funding in order to implement the Master Plan are:

1. Capital Costs used for potential acquisition and development of new park lands and facilities, as well as the renovation of existing park and school district properties.

2. Operations and Maintenance Costs to develop long-term sustainable resources for existing and new parks and facilities.

Current funding allocation is split between several budget categories including:
• General Services
• Public Safety
• Asset Management
• Capital Projects
It will become increasingly challenging to find the resources needed to build or renovate parks and facilities as well as maintain existing parks and infrastructure.

Another difficult task will be sustaining the affordability of recreation fee supported classes to meet the needs of the residents.

5.1 STAFFING ASSESSMENT AND DEPARTMENT BUDGET
Since Fiscal Year 2013/14 department staffing has remained static with a slight increase in staffing for recreation over the past two fiscal years. In planning for future staffing, the City should look closely at the organizational structure and determine the most efficient and cost-effective management structure that will support service delivery and implementation of the Community Services Master Plan. The City will need to provide a structure that is flexible in meeting the changing needs and demands of City residents.

City of Temecula • Community Services Master Plan 151

Section FIVE: Funding and Implementation
The Community Services Department is currently organized around six divisions:

1. Administrative: parks and facility development, strategic and master planning, City and regional initiatives support, and library services.

2. Arts and Culture: community theater, cultural arts outreach and events, history museum, sister cities, and public art.

3. Community Services: contract services, park rangers, and facility rentals.

4. Human Services: seniors and active adults, inclusion services, homeless outreach, and veterans' outreach.

5. Recreation: sports, aquatics, recreation programming, parks and fields.

6. Special Events: signature and community events.

Park and facility maintenance and capital project administration is handled through the Public Works Department. For the purpose of this report, budget, objectives, and goals of the Park Maintenance Division are included.

The Community Services Department receives funding through Measure C, a Special Tax approved by residents in 1997. This measure created the Temecula Community Services District (TCSD), a separate governmental entity whose purpose is to provide Parks and Recreation services as well as the maintenance of parks and facilities, residential street lights, slopes, refuse and recycling, maintenance of rural roads, lake park maintenance, library services, and intern fellowship opportunities.

The tax is charged to households at the rate of $74.44 and is allocated equally between TCSD and the City General Fund to fund both recreation programs and parks maintenance. In FY 2019-20, TCSD's share of the special tax is budgeted at $1,876,279.

Table 5.1-1 shows the budgeted amounts for all of TCSD's funding sources for the last three fiscal years.

Measure C revenue is basically static due to the fact that an inflator allowing for annual adjustments was not included in the measure. Thus the $74.44 collected per parcel in 1997 has remained unchanged over the past 23 years. For FY 16/17 Measure C generated $1,858,841 in revenue. That amount increased by $14,764 in 2017-18.

In November 2016, Temecula voters approved Measure S, a one -cent Transactions and Use Tax for the City. The measure was based on maintenance of 9-1-1 calls, prevention of cuts to local public safety services, youth/after-school, senior and disabled services, improvement of traffic and other general services. Measure S will be in effect until ended by the voters of Temecula.

For FY 19/20 the City has appropriated $27,784,000 from Measure S revenues to:
• General Services--$9,059,961
• Public Safety--$5,816,870
• Asset Management--$3,000,000
• Capital Projects--$13,109,728
152 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
Description
2017-18
Actual
2018-19 Budget
2019-20 Budget
TCSD
Service
TCSD
Service
TCSD
Service
Levels
Levels
Levels
Taxes and
Franchises
Special Tax
$1,873,305
$1,876,280
$1,876,279
(Measure C)
Assessments
$10,158,177
$10,467,006
$10,969,359
Licenses, Permits,
Service Charges
Recreation
$6,112,237
$360,251
$6,874,229
$62,661
$8,910,385
$71,037
Funding from
Measure S Fund
Contract Classes
$1,008,764
$950,000
$1,000,000
Classes/Activities
$48,692
$36,614
$36,739
Facility Rentals
$351,410
$364,970
$363,518
Aquatics
$199,925
$179,327
$179,327
Museum
$12,730
$16,470
$8,751
Admissions
Theater
$316,256
$358,412
$358,412
Admissions
Sports Leagues
$198,648
$231,388
$241,888
and Tournaments
Day Camps
$121,308
$109,480
$109,480
Recycling
$17,906
$18,000
$18,000
Program
Fines and
$78,088
$69,100
$69,100
Forfeitures
Use of Money
and Property
Investment
$20,080
$39,160
$20,000
$31,100
$10,000
$9,500
Interest
Lease/Rental
$4,830
$4,150
$15,000
$4,200
$15,000
$4,200
Income
Inter-
governmental
Revenues
Grants
$6,997
$55,000
Reimbursement
From
Other
$32,345
$11,026
$40,000
Miscellaneous
$127,743
$140,057
$143,918
Revenue
Total Revenue
$10,513,358
$10,590,670
$11,336,327
$10,582,967
$13,322,797
$11,072,096
and Other
Sources
Grand Total All
$21,104,028
$21,919,294
$24,394,893
Sources
Source: Based on City of Temecula Annual Operating Budget FY 2019-20 Table 5.1-1: TCSD Operations Revenue FY 2017-18 to FY 2019-20 City of Temecula • Community Services Master Plan 153

Section FIVE: Funding and Implementation
The TCSD allocation is part of the Measure S General Services category and the Library also receives $921,203 from that category. Six of the 11 projects funded by the Capital Improvements Project allocation of Measure S are parks, trails and recreation/ community facilities projects.

TCSD also receives assessment revenue to operate five service levels within TCSD related to street maintenance, lighting, slope maintenance, solid waste management, and Lake Park maintenance. In the Fiscal Year 19/20, these assessments are budgeted at $1 1 million. Most of the other operating revenues TCSD receives are program related fees and admission receipts as shown in Table 5.1-1. The total budget is $24.4 million, including the Library Fund, which is $1,030,063.

In 2019, Public Works was awarded a Proposition 68/Cal Fire grant for preparation of Urban Forest Master Plan. The grant amount was $323,930.

The City Public Works Department maintains City parks and also manages parks and recreation capital construction projects using the parks development impact fees among other sources. Parks maintenance is budgeted at $3.9 million in FY 2019- 20, which is 1.2 percent below the prior year due to reallocation of personnel costs from Parks Maintenance. The funding sources for this includes the City's share of the Measure C special tax and other general fund revenues.

In FY 16/17 Department funding was received directly from the General Fund. With the influx of Measure S monies, the Community Services Department budget and staffing levels have increased from FY 16/17 levels. Budget has increased by approximately 20% from the FY 16/17 period to FY 2018/19. Park Maintenance within Public Works has experienced a small decline in personnel but a 15% increase in budget over the same time period. Table 5.1-2 displays the last four years of Community Services Department and Public Works Parks Maintenance expenditures and Table 5.1-3 reports the personnel numbers for Temecula's authorized positions in Community Services and Parks Maintenance.

Division
FY 16/17
Actual
FY 17/18
Actual
FY 18/19
Actual
FY 19/20
Adopted
Community Services
Recreation
$8,565,494
$10,034,791
$11,490,480
$12,332,933
Street Lighting
$ 895,485
$ 911,766
$ 789,201
$ 789,853
Landscape/Slope Maintenance
$1,424,679
$ 1,469,488
$ 1,553,144
$ 1,823,065
Refuse and Recycling
$7,679,330
$ 7,843,263
$ 8,029,160
$ 8,551,356
Road Maintenance
$ 4,762
$ 2,847
$ 29,663
$ 5,532
Harveston Lake Maintenance
$ 163,668
$ 231,793
$ 247,276
$ 259,032
Library
$ 705,900
$ 481,512
$ 641,916
$ 666,594
Public Art
$ 0
$ 82,200
$ 4,026
$ 0
Intern Fellowship
$ 9,293
$ 0
$ 0
$ 11,023
Community Services Total
$19,448,61 1
$21,057,660
$22,784,866
$24,493,388
Public Works
Park Maintenance
$ 3,381,029
$ 3,790,123
$ 4,006,775
$ 3,958,507
All Expenditure Total
$22,829,640
$24,847,783
$26,791,641
$28,397,895
Table 5.1-2: Community Services Department & Public Works Parks Maintenance Expenditures by Category
154 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Community Services

26.80 36.00

36.92 38.69
Public Works
Parks Maintenance

8.00 6.87

7.10 7.00
Total

34.801

42.871

44.02*
1 45.69*
*In addition, two positions remain unfunded until the new Margarita Community Center is completed.

Table 5.1-3: Temecula Authorized Positions Community Services & Parks Maintenance

5.2 PROJECTED GROWTH
Future Years Revenue Projections
The City of Temecula prepares a five year budget forecast to facilitate longer term financial planning (Table 5.2-1). The forecast is based on analysis of economic trends and known development projects expected to be constructed during the forecast period. The forecast is intended to be conservative as is prudent for municipal financial projections, to avoid committing to expenditures if revenues fall unexpectedly short.

FY 18-19
FY 19-20
FY 20-21
FY 21-22
FY 22-23
FY 23-24
Actual
Adopted
Projected
Projected
Projected
Projected
Revenue
Budget
Budget
Budget
Budget
Budget
Budget
Property Tax
$8,761,434
$8,493,545
$8,379,137
$8,462,928
$8,632,187
$8,891,153
Sales Tax
$38,1 12,458
$31,368,717
$33,054,736
$34,707,473
$36,442,846
$37,536,132
Less: Sales Tax
Sharing
$(1,145,271)
$(1,521,728)
$(1,597,814)
$(1,677,705)
$(1,761,590)
$(1,849,669)
Transient
Occupancy
Tax
$3,409,553
$2,762,997
$3,181,349
$3,680,888
$4,040,172
$4,161,377
Measure S
Transfer In
$4,421,573
$5,735,418
$8,944,780
$15,771,105
$16,074,472
$18,309,664
Other
General Fund
Revenue
$26,618,754
$25,924,259
$24,860,838
$25,399,161
$25,614,821
$26,187,624
Total
$80,178,501
$72,763,208
$76,823,026
$86,343,850
$89,042,908
$93,236,281
Source: AIDE, Inc.

Table 5.2-1: City of Temecula Budget Forecast of Selected General Fund Revenues, FY 18-19 to FY 23-24
As of this writing, the nation is anticipated to experience a recession due to the Covid-19 pandemic. The projections above reflect City staff's initial assessment of the economic effects on City revenues. However, there remains considerable uncertainty as to the length of the economic downturn.

City of Temecula • Community Services Master Plan 155

Section FIVE: Funding and Implementation
Ten year projections of growth for Temecula have been evaluated, as well as current development projects in the planning pipeline to prepare an alternate, longer term, set of projections for three main revenue sources that can help support park and recreation operations from the General Fund: property tax, sales tax and transient occupancy tax (TOT). Together, these revenues support more than two-thirds of the FY 2019-2020 General Fund Operating Budget. The analysis suggests that the City may eventually see higher revenues for property tax and TOT, provided general economic conditions recover. The analysis also projects Measure C revenue for the Temecula Community Services District and Quimby Act fees that may be generated by new housing development over the next ten years.

Housing and Employment Growth Assumptions
The revenue projections are strongly affected by the level of development the City is projected to experience. The Community Services Master Plan (CSMP) demographic projections utilize ESRI data for population and household growth, which are similar to SCAG projections for Temecula. The SCAG projections show growth of about 4,171 households between 2019 and 2029. The ESRI data estimates the growth in housing units would be 4,310, accounting for a sustained 2.5 percent vacancy rate.

This would be a higher rate of growth than the past period, as the City has added just over 2,500 units between 2010 and 2018. But part of the slow growth was due to the recession and in 2015 the City added 687 units in one year. More recently, housing construction has been much lower, but the City has already approved 3,328 units that have not yet been built and has another 787 units in planning review (Table 5.2-2).

Land Use
Constructed in
2018/2019
Under
Construction in
2019
Approved
but not Under
Construction
Proposed but
not Approved
Residential (DU)
84 83
3,245
787
Commercial (sq. ft.)
11,508
75,102
142,672
76,284
Institutional (sq. ft.)
151,732
78,730
115,239
40,076
Lodging (sq. ft.)
97,822
104,739
318,055
--
Lodging (rooms)
174
154
401
--
Office (sq. ft.)
28,127
63,968
354,939
--
Industrial (sq. ft.)
198,132
53,574
30,978
--
Source: City of Temecula, Report on Current and Planned Development in Temecula as of May 3, 2019.

Table 5.2-2: Recent and Planned Construction in Temecula

5.3 REVENUE PROJECTIONS BY FUNDING SOURCE TYPE
The projections in this section were made prior to the Covid-19 pandemic. The City revenue projections above reflect a 4.2% reduction in the General Fund revenues previously projected between 2018 and 2024, including a 4.6% reduction in property taxes and a 13.4% reduction in sales taxes. TOT projections are higher than the previous figures. The projections discussed below are for the year 2029. We expect City revenues will have recovered by that time, but much of the growth will occur after 2025.
156 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
Property Tax: the City of Temecula receives approximately 5.2% of the base property tax, which is one percent of assessed value. The consultants researched recent property transactions in the Temecula area and developed the following estimates of average property values by land use.

Since 2000, single family home prices in Temecula have increased an average of 4.1 % per year. During the recession, prices declined substantially, but since 2012, they have risen an average of 8.4% per year. We have used the long term average of 4.1 % to project increases in the values between 2019 and 2029. We have used a 2% growth rate for the non-residential development. Projecting these values out based on the development, the City would see an increase of nearly $3.7 billion in assessed value in 2019 dollars. However, some additional escalation occurs in the assessed value base.

Proposition 13 allows a maximum of 2% per year increase in assessed value, unless properties sell, in which case they are assessed at current market value. With the 2% annual increase in the past years' assessed value base, the total increase in assessed value from the new development would be about $4.0 billion by 2029.

Sales Tax: the City receives 1 % of the value of taxable goods in the base sales tax (Bradley Burns). In addition, Measure S generates another 1%, although due to differences in how the tax is levied, Measure S is projected to generate about 70- 73% as much revenue in FY 2019-20 as the base tax. In FY 2019-20, about 20% of the Measure S revenue is programmed to be transferred into the General Fund, although that percentage is planned to increase substantially in the next few years. As discussed elsewhere in this chapter, Measure S is used to fund capital improvements, including parks and recreation facilities, as well as other City public improvements.

Sales tax can be expected to grow as new households come into the City and spend income at existing and future retail stores in the City. The 4,171 new households projected for this study would generate demand for $84.8 million in additional taxable sales, of which as much as 80% would be spent in Temecula, generating nearly $1.1 million (2019 dollars) per year in total sales tax for the City, including Measure S.

The new commercial development projected for the City would also generate new sales taxes. We estimate Temecula residents' spending accounts for about 20% of total sales tax the City receives, with 80% generated by non-resident shoppers, business to business transactions and visitors to the City. Not counting spending from the new households, the new commercial development would generate about $1 1.4 million in new sales tax in 2029 (2019 dollars) including Measure S.

Annual inflation has averaged 1.83% between 2009 and 2019. Adding this to the calculations, including inflation of existing sales, we estimate the base sales tax will reach $52.9 million in 2029, with Measure S generating $37.0 million. In terms of annual percentage growth in this revenue, this projection is actually slightly below the City's five year projection, which is assumed to grow 4% per year between FY 21-22 and FY 23-24, compared to an average of 3.7% per year.

Transient Occupancy Tax: the City receives a tax of 8% on room revenues at lodging in the City. According to Smith Travel Research (STR), the City had an inventory of about 1,590 rooms in 2018, which were projected to generate TOT revenues of $3.34 million in 2019. This is equivalent to revenue per available room night of about $93.00, which is also consistent with STR records.

City of Temecula • Community Services Master Plan 157

Section FIVE: Funding and Implementation
Since the year 2000, Temecula has added new hotel rooms at an average annual rate of 4.3 percent. Based on this growth rate, it could support an additional 1,000 rooms between 2019 and 2029. The City already has 729 new rooms in the planning pipeline.

Based on this projection and 1% annual inflation in average daily room rates, we estimate TOT revenues could increase to $5.66 million by 2029, an average increase of about 5.4% per year. This is higher than the City forecast of about 3% per year.

Measure C: This is a parcel tax shared equally by the City and the Temecula Community Services District (TCSD) which uses the funds to support the parks and recreation programs. The annual assessment is set at $74.44 with no annual escalator.

The growth in revenue is due to projected housing growth. The assessment revenue is projected to increase from $1,880,013 in FY 2018 to $2,036,592 in 2029, an increase of more than $156,000, or 0.8% per year.

Quimby Act: The City levies an in -lieu fee for park land acquisition. Developers have the option of dedicating land to the City rather than pay the fee, but the calculations discussed here assume the fees are paid in lieu of any land dedications. The fee rate is scaled to the household size of each housing unit type and the equivalent of 5 acres per 1,000 population is required. Based on the mix of new unit development types the City has seen since 2010, the average household size (based on the scale within the Quimby program) is estimated at 2.95 persons and the fee is calculated at $4,514 per unit. At this rate, the projected 4,310 new dwelling units would generate $19.4 million for park acquisition and development by 2029.

5.4 POTENTIAL FUNDING SOURCES BY FACILITY TYPE
A summary of the various funding sources for the most appropriate project type is presented in Exhibit 5.4-1. The City should look at developing new sources beyond those currently in use. Funding needs can be satisfied for each improvement through a variety of potential sources as indicated on Exhibit 5.4-1.

The specific funding source to be considered will depend partly on the timing of the development and the funding sources which may be available or which are more easily pursued at that time. For major improvements which include such facilities as community centers, gymnasiums, senior centers, teen centers, ball field complexes, etc., the use of a fundraising effort to be conducted on behalf of a City's non-profit foundation could be beneficial. Sponsorships/ naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fundraising firm should be considered once a facility or project for which the funding will be used is identified. Other sources of funding for such projects could include public/private partnerships, partnerships with private sector through website advertising, user group contributions, joint use with the School District and public or private grants.

Use of bonds, sales tax increase, or special districts require a vote by the residents and have been used successfully in some California communities. The recent Measure S is a great example of a successful funding project. The specific facilities and improvements to be paid for need to be identified and a public relations effort 158 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
is required to enlist the support of the electorate. The greater the demand and recognition of the need by the public, the greater will be the chance of success.

FUNDING SOURCE

PROJECT TYPE

ACQUISITION

IMPROVEMENT

OPERATIONS

PROGRAMS
Non -Profit Foundation - i.e.
501 (c) (3)
X
X
State and Federal Grants*
X
X
X
Foundation Grants*
X
X
Quimby Dedication/In-lieu
Fee
X
X
X
Development Agreements/
Impact Fees
X
X
General Obligation Bonds
X
X
Revenue Bonds
X
X
Certificates of Participation
X
X
Sales Tax Increase
X
X
X
X
Fundraising Events
X
X
X
X
Sponsorship (Naming Rights)
X
X
X
X
User Fees
X
X
Corporate Sponsorship of
Events
X
X
Adopt -a -Park Program
I
X
X
Volunteer Labor
X
X
Public/Private Partnerships
(Concessions)
X
X
X
X
Benefit Assessment District
X
X
X
X
Mello Roos District
X
X
X
Transient Occupancy Tax
X
X
X
X
Real Estate Transfer Tax
X
X
Admissions Tax
X
X
X
X
User Group Contributions
X
X
X
X
Joint Use with School District/
Public Agency
X
X
X
X
Sale/Lease of Surplus Lands
X
X
X
X
General Fund
X
X
X
X
*The grant requirements will specify what functions are eligible for funding.

Exhibit 5.4-1: Funding Sources by Project Type
City of Temecula • Community Services Master Plan 159

Section FIVE: Funding and Implementation

5.5 CURRENT CAPITAL PROJECT BUDGET
In addition to, the Measure S funds, the City utilizes Development Impact Fees to partially fund capital projects. For FY 18/19 the City projected the following revenue from Development Impact Fees:
• Parks and Recreation--$618,336
• Open Space and Trails--$140,232
• Library--$282,062
• Quimby--$675,434
Table 5.5-1 displays Community Services related projects currently approved by City Council. For FY 19/20 this totaled over $6.8 million worth of projects and another $2 million in Citywide projects that partially benefit Community Service operations.

Project
FY 18/19
Carryover
FY 19/20
Adopted
FY 20/21
Projected
FY 21/22
Projected
FY 22/23
Projected
ADA Transition Plan Implementation*
$323,581
$322,987
$323,660
$323,660
$323,660
Citywide Bike Lane & Trail Program
$318,026
$100,000
$100,000
$100,000
$486,088
Pump Track
$268,334
$105,000
--
--
--
Temecula Creek South Side Trail
--
$800,000
--
--
--
City Facilities Rehabilitation*
$173,817
$300,000
$300,000
$300,000
$300,000
Citywide Surveillance Cameras*
$146,716
$1,373,386
$150,000
--
--
Recycled Water & and Plant Material
Conversion
$568,039
--
--
History Museum
--
$304,000
Library Parking Phase II
$2,483,016
--
Main Street Property Improvements
$125,647
--
Margarita Recreation Center
$7,897,127
$720,000
Santa Gertrudis Creek Pedestrian/Bicycle
Trail Extension
$4,750,446
$957,709
--
Santa Gertrudis Creek Phase II - Margarita
Undercrossing
$433,000
$50,000
$1,901,300
CRC Renovations
$500,000
$2,000,000
$2,500,000
Temecula Elementary School Pool
Renovation
$335,100
--
Children's Museum Enhancement
$481,518
Community Services Master Plan
$276,200
--
Eagle Soar Splash Pad Control System
Renovation
--
$300,000
Flood Control Channel Repair*
$1,000,799
$442,049
--
--
$4,830,000
Parks Improvement Program
$125,419
$250,000
$250,000
$250,000
$250,000
Park Restroom Renovations
$308,706
$780,000
--
--
--
Playground Equipment & Safety Surfacing
$1,183,202
$500,000
$500,000
$500,000
$500,000
Ronald Reagan Sports Field Restroom
Expansion
$1,725,000
--
--
--
--
Temecula Public Library Enhancement
--
$164,500
--
--
Sports Court Resurfacing
$100,000
--
$50,000
$50,000
Sports Field Lighting Conversion
$250,000
$280,000
--
--
CRC Pool Enhancements
$410,000
$450,000
Harveston Lake Infrastructure
Improvements
--
$110,000
Source: City of Temecula Capital Improvement Program Fiscal Years 2020-24. *Includes other city non community services/park facilities.

Table 5.5-1: Community Services/Parks Capital Projects
160 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation

5.6 ESTIMATED CONSTRUCTION COSTS FOR IMPROVEMENTS TO EXISTING

CITY PARKS AND FACILITIES
Exhibit 5.6-1, 5.6-2, and 5.6-3 identify recommended projects by park, facility, and joint use school sites for the City of Temecula and identifies potential funding sources which could be utilized to fund each of these projects. Project estimates are general in nature and developed to show potential costs and/or range of costs. Costs should be considered as approximations of individual improvements listed only. Actual costs will depend on design, size of facility, additional support facilities, utilities, infrastructure, environmental conditions, as well as site specific conditions which require additional detailed study which have not been evaluated in the Master Plan. Based on general project estimates, the City of Temecula is faced with approximately $18.7 million in park specific renovations to developed parkland, approximately $21.3 million in facility specific renovations to existing facilities, and approximately $150,000 in facility specific renovations at joint use school sites.

Exhibit 5.6-1: Estimated Construction Costs for Improvements at Existing City Parks

RECOMMENDATIONS

FUNDING KEY

ESTIMATED COSTS

CITY PARKS

CALLE ARAGON PARK
• Playground equipment replacement
at (1) playground

C,D,F,G,H,K,O
$150,000
• Add shade covering to playground
area

C,D,F,G,H,K,O
$100,000
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $270,000

CROWNE HILL PARK
• Playground safety surfacing at (2)
playground areas

C,D,F,G,H,K,O
$400,000
• Tree pruning and replacement
(allowance)
C,K,O
$ 30,000
PARK TOTAL: $430,000

HARVESTON COMMUNITY PARK
• Repair planter boxes / remove and
replant trees

C,D,F,G,H,K,O
$100,000
• Provide pickleball courts (4) with lights

A,C,F,G,H,K,M,O
$500,000
• 90' ballfield renovation

A,C,F,G,H,K,M,N,O
$100,000
PARK TOTAL: $700,000

JOHN MAGEE PARK
• Playground safety surfacing at (1)
playground

C,D,F,G,H,K,O
$200,000
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $220,000
City of Temecula • Community Services Master Plan 161

Section FIVE: Funding and Implementation

RECOMMENDATIONS

I FUNDING KEY

ESTIMATED COSTS
CITY PARKS (continued)

KENT HINTERGARDT MEMORIAL PARK
• Convert open play area to youth
soccer field

A,C,F,G,H,K,M,N,O
$300,000
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $320,000

LOMA LINDA PARK
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $20,000

LONG CANYON CREEK PARK
• New dog park

C,D,F,G,H,K,O
$600,000
PARK TOTAL: $600,000

MARGARITA COMMUNITY PARK
• Relocate and redesign dog park
C,K,O
$400,000
PARK TOTAL: $400,000

MEADOWS PARK
• Construct Trailhead

A,B,C,F,G,H,K,M,O
$50,000
PARK TOTAL: $50,000

NAKAYAMA PARK
• Sports court resurfacing at (1)
basketball court
C,K,O
$20,000
• Construct Trailhead

A,B,C,F,G,H,K,M,O
$50,000
PARK TOTAL: $70,000

PALA COMMUNITY PARK
• Playground equipment replacement
at (2) playgrounds

C,D,F,G,H,K,O
$300,000
• Add shade covering to (2) playground
areas

C,D,F,G,H,K,O
$200,000
• Playground safety surfacing at (2)
playgrounds

C,F,G,K,O
$400,000
• Sports court resurfacing at (2) tennis
courts

C,F,G,K,O
$70,000
• Tree pruning and replacement
(allowance)
C,K,O
$50,000
PARK TOTAL: $1,020,000

PALOMA DEL SOL PARK
• Parking lot improvements - slurry seal
and re -stripe ($640 per stall x 115 stalls)

C,F,G,K,O
$73,600
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
• Tree pruning and replacement
(allowance)
C,K,O
$50,000
PARK TOTAL: $143,600
162 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation

RECOMMENDATIONS

I FUNDING KEY

ESTIMATED COSTS
CITY PARKS (continued)

PASEO GALLANTE PARK
• Playground equipment replacement
at (1) playground

C,D,F,G,H,K,O
$150,000
• Add shade covering to playground
area

C,D,F,G,H,K,O
$100,000
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $270,000
PATRICIA H. BIRDSALL SPORTS PARK
• Evaluate site and develop schematic
design concepts

A,C,D,E,F,G,H,K,L,M,O
$100,000
• Potential to add (4) pickleball courts
with lights

C,D,F,G,H,K,O
$500,000
• Add restroom (12' x 20') near
maintenance yard

C,F,G,K,O
$300,000
• Potential community/recreation center
at existing basketball courts (Southside
Recreation Center)

A,C,F,G,H,K,M,O
$10,000,000
PARK TOTAL: $10,900,000

PAUBA RIDGE PARK
• Landscape improvements
C,K,O
$225,000
• Playground safety surfacing at (2)
playgrounds

C,F,G,K,O
$400,000
PARK TOTAL: $625,000

REDHAWK COMMUNITY PARK
• Playground equipment replacement
at (1) playground

C,D,F,G,H,K,O
$150,000
• Add shade covering to playground
area

C,D,F,G,H,K,O
$100,000
PARK TOTAL: $250,000

ROTARY PARK
• Evaluate site and develop schematic
design concepts as if relates to Boys &
Girls Club expansion/renovation and
utilization of adjacent city property
along Murrieta Creek

A,C,D,E,F,G,H,K,L,M,O
$100,000
PARK TOTAL: $100,000

SAM HICKS MONUMENT PARK
• Playground equipment replacement
at (1) playground

C,D,F,G,H,K,O
$150,000
• Add shade covering to playground
area

C,D,F,G,H,K,O
$100,000
PARK TOTAL: $250,000
City of Temecula • Community Services Master Plan 163

Section FIVE: Funding and Implementation

RECOMMENDATIONS

I FUNDING KEY

ESTIMATED COSTS
CITY PARKS (continued)

SERENA HILLS PARK
• Parking lot improvements - slurry seal
and re -stripe ($640 per stall x 10 stalls)

C,F,G,K,O
$6,400
PARK TOTAL: $6,400
STEPHEN LINEN JR. MEMORIAL PARK
• Playground equipment replacement
at (2) playgrounds

C,D,F,G,H,K,O
$300,000
• Add shade covering to (2) playground
areas

C,D,F,G,H,K,O
$200,000
PARK TOTAL: $500,000

TEMECULA CREEK TRAIL PARK
• Playground equipment replacement
at (2) playgrounds

C,D,F,G,H,K,O
$300,000
• Add shade covering to (2) playground
areas

C,D,F,G,H,K,O
$200,000
• Add picnic shelter (20' x20')

C,D,F,G,H,K,O
$20,000
PARK TOTAL: $520,000

TEMEKU HILLS PARK
• Parking lot improvements - slurry seal
and re -stripe ($640 per stall x 182 stalls)

C,F,G,K,O
$1 16,480
PARK TOTAL: $116,480

VETERANS PARK
• Evaluate site for improvements and
develop schematic design concepts
C,K,O
$100,000
PARK TOTAL: $100,000

VOORBURG PARK
• Landscape improvements
C,K,O
$50,000
PARK TOTAL: $50,000

WINCHESTER CREEK PARK
• Landscape improvements
C,K,O
$200,000
• Tree pruning and replacement
(allowance)
C,K,O
$50,000
• Playground equipment replacement
at (2) playgrounds

C,D,F,G,H,K,O
$300,000
• Add shade covering to (2) playground
areas

C,D,F,G,H,K,O
$200,000
• Walkway improvements

C,F,G,K,O
$5,000
PARK TOTAL: $755,000
164 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation

RECOMMENDATIONS

FUNDING KEY
CITY PARKS (continued)

WOLF CREEK PARK
• Parking lot improvements- slurry seal
and re -stripe ($640 per stall x 33 stalls)

C,F,G,K,O
$21,120
• Tree pruning and replacement
(allowance)
C,K,O
$50,000
PARK TOTAL: $71,120
mri • 17 1 1
Exhibit 5.6-2: Estimated Construction Costs for Improvements at Existing Facilities

RECOMMENDATIONS

FUNDING KEY

ESTIMATED COSTS

CITY FACILITIES

COMMUNITY RECREATION CENTER
• Renovations to teen center, offices,
AV upgrades, etc.

C,D,E,F,G,H,J,K,N,O
$5,000,000*

HARVESTON COMMUNITY PARK ROOM
• Improve access to restroom (12' x
20') - restroom addition/renovation

C,D,E,F,G,H,J,K,O
$200,000

MARY PHILLIPS SENIOR CENTER
• Renovation and remodel

C,D,E,F,G,H,J,K,M,O
$2,774,400**

MARGARITA RECREATION CENTER
• Building demolition and replace
with new recreation center to meet
current needs

C,D,E,F,G,H,J,K,N,O
$8,600,000*

OLD TOWN TEMECULA COMMUNITY THEATER
• Upgrade lighting

C,D,E,F,G,H,J,K,N,O
$260,000
• Renovate seating - refinish armrests
and deep clean/reupholster seat
covers ($1000 per seat)

C,D,E,F,G,H,J,K,N,O
$354,000

THE MERC
• Convert 2nd story office to green
room
C,D,E,F,G,H,J,K„O
$100,000

TEMECULA VALLEY MUSEUM
• Rehabilitation, improvements,
reconfiguration and rebranding

C,D,E,F,G,H,J,K,O
$304,000*
• Remodel and add workshop and
classrooms

C,D,E,F,G,H,J,K,O
$3,690,000**
* from CIP Fiscal Years 2019/20 to 2023/24
**Rough estimate only until a detailed assessment and concept plan are prepared.

City of Temecula • Community Services Master Plan 165

Section FIVE: Funding and Implementation
Exhibit 5.6-3: Estimated Construction Costs for Improvements at Joint Use Schools

RECOMMENDATIONS

FUNDING KEY

ESTIMATED COSTS

JOINT USE FACILITIES

CHAPARRAL HIGH SCHOOL POOL
• Repair diving board and splash play
area

C,K,N,O
$150,000

FUNDING KEY (POTENTIAL

FUNDING SOURCES)
A.

I DEVELOPER IMPACT FEES
H.

CORPORATE SPONSORSHIPS
B.

DEVELOPER SPECIAL AGREEMENT
I.

CERTIFICATES OF PARTICIPATION
C.

GENERAL FUND/CFD'S/LMD'S
J.

BONDS
D.

NON-PROFIT ORGANIZATION
K.

SALES TAX/MEASURE S
E.

PUBLIC/PRIVATE PARTNERSHIPS,

CONCESSIONS
L.

SALE/LEASE OF SURPLUS LAND
F.

GRANTS-CDBG
M.

USER GROUP CONTRIBUTIONS
G.

GRANTS -PUBLIC AGENCIES & PRIVATE

FOUNDATIONS
N.

SCHOOL DISTRICT JOINT -USE

CONTRIBUTIONS
O.

OTHER DEDICATED TAXES
NOTE: The proposed park improvements and estimated construction budgets listed above are based on general recommendations without the benefit of specific site information and program/design details. Therefore, the construction budget given is intended as a starting point only. Further site -specific data and program detail will be required to establish more definitive costs.

Existing park improvements can be combined by type and bid to specialty contractors for potentially more competitive pricing. The following categories represent specific improvements that are identified in several park locations:
• Landscape Improvements
• Parking Lot Improvements
• Picnic Shelters
• Playground Equipment Replacement
• Playground Safety Surfacing
• Restroom Renovations
• Shade Coverings at Playgrounds
• Sports Court Resurfacing
• Tree Pruning/Replacement
Aggregated costs by the specific improvement categories above is included in the Appendix document.
166 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation

5.7 FUTURE CAPITAL PROJECTS
Development of a five-year Capital Budget is integral to sound financial planning, debt management, and reserve development. The City of Temecula's Capital Improvement Program for Fiscal Years 2019/20 to 2023/24 identifies future capital projects. Most of these projects are not scheduled for this time frame but shown as future and potential projects. The following projects are identified on the City's Capital Improvement Program for Fiscal Years 2019/20 to 2023/24 and those highlighted in yellow address some of the proposed improvements identified in the Community Services Master Plan recommendations.

Exhibit 5.7-1: Existing Capital Improvement Program for Fiscal Years 2019/20 to 2023/24 FISCAL
FISCAL
FISCAL
FISCAL
FISCAL

PROJECT
YEAR 19/20
YEAR 20/21
YEAR 21/22
YEAR 22/23
YEAR 23/24
Citywide Bike Lane & Trail
$100,000
$100,000
I $100,000
I $486,088
$1,020,000
Program
City Facilities
$300,000
$300,000
$300,000
$300,000
$300,000
Rehabilitation
Parks Improvement
$250,000
$250,000
$250,000
$250,000
$250,000
Program
Park Restroom
$780,000
Renovation
Playground Equipment &
$500,000
$500,000
$500,000
$500,000
$500,000
Safety Surfacing*
Sports Court Resurfacing
$50,000
$50,000
Sports Field Lighting
$280,000
History Museum
I
$304,000
Margarita Recreation
$720,000
Center
CRC Renovations
$500,000
$2,000,000
$2,500,000
Eagle Soar Splash Pad
$300,000
Control System
Bike Lane and Trail
$800,000
Program - Temecula
Creek South Side Trail
Santa Gertrudis
$957,709
Creek Pedestrian/
Bike Trail Extension and
Interconnect
*Playground Equipment Enhancement and Safety Surface Program is on -going at $500,000 per year funded from Measure S.

Seven future projects in the Capital Improvement Program for Fiscal Years 2019/20 to 2023/24 do not have funding scheduled. Those in bold address some of the priority needs resulting from the Community Services Master Plan recommendations. These include:

City of Temecula • Community Services Master Plan 167

Section FIVE: Funding and Implementation
Corporate Meeting and Event Space $ 625,000
Old Town Gymnasium $4,630,000
Southside Branch Library $6,640,000
South Side Recreation Center $4,500,000
Ronald Reagan Backstops, Dugout, &
Parking Lot Enhancements $ 857,000
Ronald Reagan Upper Soccer
Enhancements $ 481,250
Sports Complex/Riverside County Flood $8,250,000
Not Scheduled
Not Scheduled
Not Scheduled
Not Scheduled
Not Scheduled
Not Scheduled
Not Scheduled

5.8 FIVE YEAR CAPITAL PLAN FOR MASTER PLAN RECOMMENDATIONS This Master Plan identifies development of new and replacement/renovation projects, and capital outlay requirements over a five-year period to assist with planned cash and debt management.

Exhibit 5.8-1 displays the recommended five-year needs for the City of Temecula including renovation of existing facilities, redesign/modification of existing, and development of new sites (in addition to those already listed on Exhibit 5.7-1). It should be noted that existing resources are limited and will not be able to fully fund the recommendations within this plan without additional funding sources.

Exhibit 5.8-1: Short -Term (Five -Year) Capital Requirements for Master Plan Recommendations

PROJECT
FISCAL
YEAR 20/21
FISCAL
YEAR 21/22
FISCAL
YEAR 22/23
FISCAL
YEAR 23/24
FISCAL
YEAR 24/25
Landscape improvements
$75,000
$100,000
$100,000
$100,000
$100,000
Parking lot improvements
---
$54,400
$54,400
$54,400
$54,400
Picnic shelters
$32,000
$32,000
$32,000
$32,000
$32,000
Playground equipment
replacements
$250,000
$250,000
$500,000
$250,000
$250,000
Playground safety
surfacing
$338,000
$250,000
$500,000
$250,000
$250,000
Restroom improvements
---
$350,000
---
$350,000
---
Shade coverings at
playgrounds
$300,000
$300,000
$300,000
$300,000
---
Sports field renovations
---
$500,000
Sports court resurfacing
$62,250
$62,250
---
Trails / Trailhead
improvements
$50,000
---
---
---
---
Tree pruning /
replacement
$130,000
$100,000
---
---
---
Walkway improvements
$5,000
---
---
---
---
168 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
The following future projects are Intermediate -Term (5-10 years) and Long -Term (over 10 years) that should be considered for future budgeting/capital improvements:

INTERMEDIATE -TERM PROJECTS

ESTIMATED COSTS
Long Canyon Creek Park: new dog park
$600,000
Harveston Community Park and Patricia Birdsall Sports Park:
new lighted pickleball courts
$1,000,000
Harveston Community Park Room: remodel and restroom
access improvement
$200,000
Margarita Recreation Center: building demolition and
replace with new recreation center to meet current needs $8,600,000
Old Town Temecula Community Theater: renovate seating / refinish armrests and deep clean & reupholster seat covers $354,000
The Merc: convert 2nd story office to green room
$100,000
Chaparral High School Pool: repair diving board and splash play area
$150,000
Mary Phillips Senior Center Renovation
$2,774,400*
Temecula Valley Museum remodel and addition of
workshop and classrooms
$3,690,000*
Main Street Courtyard
$200,000
Pop Up Event Park
$125,000

LONG-TERM PROJECTS

ESTIMATED COSTS
Jefferson Recreation Center Replacement (20,000 SF)
$8,000,000*
Multi Cultural Arts and Community Center (50,000 SF)
$20,000,000*
Murrieta Creek Sports Park
$29,900,000
Old Town Gymnasium
$1 1,560,000
South Side Recreation Center (25,000 SF)
$10,000,000
Veterans Park Improvements Evaluation Study
$100,000
*Rough estimate only until a detailed assessment and concept plan are prepared.

NOTE: The proposed park improvements and estimated construction budgets listed above are based on general recommendations without the benefit of specific site information and program/design details. Therefore, the construction budget given is intended as a starting point only. Further site -specific data and program detail will be required to establish more definitive costs.

5.9 FUTURE OPERATION AND MAINTENANCE COSTS
In order to implement this Master Plan, the City should look at developing new revenue sources beyond those currently in use. Funding needs can be satisfied for each improvement through a variety of potential sources as indicated on Exhibit 5.6- 1 and that funding should include both capital costs and ongoing operations and maintenance.

City of Temecula • Community Services Master Plan 169

Section FIVE: Funding and Implementation
The National Park and Recreation Administration 2018 NRPA Agency Performance Review, found that nationwide, the median level operating expenditures for operations and maintenance was $6,589 per acre of parkland. The typical operating expenditure rises with population density. Agencies serving a jurisdiction with fewer than 500 people per square mile spend $3,673 per acre of parkland, rising to a median of $1 1,813 per acre for agencies serving a jurisdiction with a population density greater than 2,500 per square mile. For cities of Temecula's size, the average cost per acre of parkland ranged from $5,372 to $28,165 per acre with a median of $1 1,813. With the establishment of the Community Services District and passage of Measure S the City of Temecula is above the median at $12,720 per acre (Public Works parks maintenance budget divided by 320.61 acres of parkland).

Exhibit 5.8-1 identifies new park development projects of approximately 100.47 acres. To maintain these new park parcels, Temecula would need to find funding for approximately $13,000 per acre to maintain the new parkland at current service level, or $1.3 million annually.

Specific recommendations for the City of Temecula include:

Addition of Measure C Inflator
The Community Services Department receives funding through Measure C, a Special Tax approved by residents in 1997. This measure created the Temecula Community Services District (TCSD), a separate governmental entity whose purpose is to provide Parks and Recreation services as well as the maintenance of parks and facilities, residential street lights, slopes, refuse and recycling, maintenance of rural roads, lake park maintenance, library services, and intern fellowship opportunities.

The tax is charged to households at the rate of $74.44 and is allocated equally between TCSD and the General Fund to fund both recreation programs and parks maintenance.

This past year, the Public Works Department conducted votes to add an inflator on Temecula Community Services District Service Level C, Zones 1, 4, 7, 10, 11, 14, 15, 17, 22 and 27. These zones were originally set up without an inflator. Today funding for service operation and maintenance of landscaped areas and slopes within public right-of-ways and easements has become insufficient. The vote by all zones was against the addition of the inflator.

Without the addition of an inflator, many of these zones will be unable to maintain the existing service levels and will need to reduce the level of maintenance. Alternatively, without the addition of an inflator, the Community Services District will continue to rely on additional General Fund and Measure S support to maintain the current level of service.
170 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation
Institute Special Revenue Budget for Recreation Programming In the periodic budget process that every municipality goes through, there are negotiations for the level of general fund support. The general fund pays for usual and on -going municipal expenses that are generally not supported by a stream of revenue.

The Recreation budget, comprised of contract classes, classes/activities, facility rentals, aquatics, museum, theater, sports league reservations, sports league tournaments, and day camps has a revenue rate, a comparison of expenditures to revenue, which has ranged from 21 % to nearly 24%. This means that one -quarter of this budget unit is covered by generated revenue.

These units could easily be moved out of the general fund, with a negotiated general fund contribution, and placed into a special revenue fund. This type of revenue fund is often established to finance and operate dedicated budgets with a significant revenue stream and those funds can only be used for that specific program.

Recreation, parks, and libraries are commonly operated in this fashion. Special revenue funds provide an extra level of accountability and transparency to taxpayers that their tax dollars will go toward an intended purpose.

There are many advantages to these types of funds including an emphasis on revenue generation, cost management, and the ability to budget remaining funds in future years for specific capital project and/or new program development.

Establishment of a Fee Policy
Fees and charges are necessary to provide financial support for the operation and maintenance of programs, facilities, and park grounds. The revenue generated by these fees constitutes only a portion of funds required for operating and maintaining the entire park system. The purpose of this policy would be to provide a framework and guidance to staff as they develop ideas and proposals for fees and charges and to be used by decision -makers to help ensure fees and charges are developed and implemented in a consistent and equitable manner.

Temecula should establish a system of fees and charges that recognizes most programs and facilities provide general benefit to the community and thus supported by the general fund. Programs and facilities that provide greater benefit to the community will be provided a higher level of contribution from public funding sources. Programs and facilities that provide greater benefit to individuals (and have less general community benefit) will be provided a lower level of contribution from public funding sources and are expected to recover a higher share of the cost of the program or facility through fees and charges. Further, general cost recovery guidelines should be established for programs for which fees and charges are collected.

Naming Rights
Actively search for contributions from corporations and businesses to acquire naming or licensing rights from the City to advertise their name/product, in light of the proposed development of new public facilities. This practice has several different levels and can include the naming of buildings, advertising on public property, or license rights to the agency's name and other intellectual property.

City of Temecula • Community Services Master Plan 171

Section FIVE: Funding and Implementation
Prioritize Temecula Community Foundation
Prioritize support and development of a Temecula Community Foundation "501 c3,' organization to a fully functioning organization. The primary mission of a Foundation should be based on:

To aid, sponsor, promote, advance and assist in the provision of public parks, recreation and community services in the Temecula Area. • To receive, invest, and manage funds acquired through dues, donations, grants, gifts, bequests, and solicitations in furtherance of the purposes and goals of the City.

The specific facilities and improvements to be paid for are identified within this Master Plan and a public relations effort is required to enlist the support of the electorate. The greater the demand and recognition of the need by the public, the greater will be the chance of success.

Transient Occupancy Tax
In many communities Transient Occupancy Tax (TOT) is the primary mechanism for funding arts & culture venues and activities, as they are regarded as important drivers of visitors to a city. The current TOT rate in Temecula is 8%. Most surrounding cities and unincorporated Riverside County and San Diego County are currently at 10%, so a TOT increase to 10% would not put them at a competitive disadvantage. Typically, TOT rate is not a factor in most visitors' choice on accommodations. For Fiscal Year 18/19 the City projected $3.5 million in TOT revenue, based upon $44 million in revenue from local hotels and room rentals.

It appears that half of that is allocated to the Visit Temecula Valley ($1.7M), which promotes tourism, and the City retains the other half for its General Fund. If Temecula were to raise its TOT to 10%, that would increase its TOT collection by $900,000 annually.

Other
Conduct a Nexus Study on park and trail development costs for new residential development.

New development in the City will create the demand for additional park and recreation facilities to serve future residents. A Park Development Impact Fee program will provide funding for the construction of park and recreation facilities to serve future development in accordance with the policies and goals set forth in the Community Services Master Plan. The purpose of Park Development Impact Fees are to fund park and recreation facilities in accordance with the level of service prescribed in the Master Plan and General Plan to serve future residents within the City.

The Nexus Study should also include a recommended procedure to review these fees annually, tied to an acceptable real estate and construction cost index as appropriate, so that they would be automatically adjusted annually.

With the projections of 400 to 440 new residential units each year, the City could achieve revenue for new park development in excess of $4-5 million. 172 City of Temecula • Community Services Master Plan

Section FIVE: Funding and Implementation

5.10 CONCLUSION
The funding projections in this plan are predicated on "normal" economic conditions and the growth in new development planned at the end of 2019. The analysis indicates that even under the relatively robust economic conditions at that time, there are significant deficiencies in the City's funding sources for planned parks and recreation improvements as well as expected increases in operations and maintenance costs. A number of the recommendations in this chapter, such as those to add inflation escalations to existing fees and assessments, to create special revenue budget categories to better track dedicated recreation revenues and to add park development impact fees alongside existing Quimby Act fees, would all have the effect of helping to further strengthen parks and recreation funding separate from the General Fund.

As of April 2020, the Covid-19 pandemic is having a significant adverse impact not only on the health of the community but also on economic conditions. Preliminary projections suggest that by May 2020, the State of California will see an unemployment rate of 18.8 percent, compared to about 4 percent a few months ago While state health officials are hopeful that Covid-19 cases may peak and begin to decline in May, it is not clear how soon the economy can begin to recover due to the ongoing need for social distancing procedures until widespread testing is available or a vaccine can be developed.

The loss of household income and business activity will directly affect City revenues, particularly sales taxes and transient occupancy taxes, which are included in the financial projections in this Master Plan. These two revenues alone make up more than half of City General Fund revenues. While the Community Services Department is not currently funded through the General Fund, the Measure S Fund is a sales tax which comprises nearly 17 percent of total City revenues and has been heavily used to fund parks and recreation expenditures. Gas tax revenues will also be heavily impacted, possibly leading to the need to shift General Fund revenues or reserves to fund street maintenance costs. Further, the pace of new housing development, upon which the growth of future tax and impact fee revenues is based, will slow in 2020, although it is too early to tell what the longer term effects on housing demand will be.

These circumstances underscore the need for the City to consider ways to strengthen and expand its park and recreation funding sources for long term sustainability. It is certainly difficult to legislate revenue increases during times of economic distress such as the present. However, as economic conditions begin to recover, adoption of the funding recommendations in the TCSMP would help to buffer Community Services from future economic downturns.
1 "Estimated Employment Impacts of COVID-19 on Northern California," Eberhardt School of Business, Center for Business & Policy Research, University of the Pacific. April 2020.

City of Temecula • Community Services Master Plan 173

REQUESTS TO SPEAK

AND ELECTRONIC

COMMENTS SUBMITTED

FOR THE RECORD

1989
Public Comment:

Agenda Item No.

REQUEST TO SPEAK

CITY OF TEMECULA
Non -Agenda Item: ❑ Agenda Item: ❑
For ElAgainst El/v 7q
Date:

Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk grior to the City Council addressing that item. Once the speaker is called to speak, please come forward to the podium and state your name for the record. (j %�
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Public Comment
Agenda Item No.

REQUEST TO SPEAK

CITY OF TEMECULA
Non -Agenda Item: Agenda Item:

For El Against ❑
Date
Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk Rrio[ to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk rior to the City Council addressing that item. Once the speaker is called to peak, 7plee come forward to the podium and state your name for the record. /, fi`
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REQUEST TO SPEAK

CITY OF TEMECULA
Date: UU- t7' 2"1j'Z2-
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Agenda Item No. For ❑ Against ❑
Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk prior to the City Council addressing that item. Once the speaker is called to speak, please come forward to the podium and state your name for the reco
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Iz��z
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Agenda Item No. For Against
Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk pfLar to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk prior to the City Council addressing that item. Once the speaker is called to speak, please come forward to the podium and state your name for the recor /y 1' ,,� Name:� A l�ll/l,UU1 I �Md% Phone Number Address:

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0 REQUEST TO SPEAK

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_W__ /Qk- (,+he oi-F
Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk prior to the City Council addressing that item. Once the speaker is called to speak, please come forward to the podium and state your name for the record. _
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1 From:Adam Light <
Sent:Tuesday, August 2, 2022 7:53 AM
To:Council Comments
Subject:Special Meeting comment 8/2/2022
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Ladies and Gentlemen, Staff, and council members. My name is Adam Light and I am the President of Neighborhood Drop In a local non-profit. Over the past year I have had the pleasure of meeting and discussing with you the importance of action sports and action sports facilities to our community. While no decisions regarding vacant land will be made at this meeting, I believe it is a great opportunity to explore the options of skateparks and skate spots. These facilities come in different sizes and shapes that suit the environment around them. They are sustainable, drought resistant, promote active lifestyle and are all inclusive. There are many contractors the can design and construct these facilities and they have a way of incorporating local themes and esthetically pleasing architecture. I believe we have many amazing opportunities for our city and I am very excited to see what our future holds.

Thank you for your time and consideration.

Adam Light
President
Neighborhood Drop In

NeighborhoodDropIn.com

Advocating for the construction, maintenance, and safety of current and new Temecula Valley skatepark / action sports parks.

Temecula City CouncilAugust 2, 2022

Temecula City Council
August 2, 2022