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CAC 01 22 1998Tjhf 4 4a Q" CULTURAL COMMISSION AGENDA La Quinta Civic Center Study Session Room 78-495 Calle Tampico - La Quinta, CA 92253 January 22, 1998 12:00 Noon 1. CALL TO ORDER A. Pledge of Allegiance B. Roll Call Ill. PUBLIC COMMENT The Chair reserves the right to limit discussion on any topic to five minutes or less. Ill. CONFIRMATION OF AGENDA Corrections, deletions or reorganization of the agenda IV. CONSENT CALENDAR A. Approval of Minutes of December 18, 1997 B. Monthly Department Report for December 1997 V. PUBLIC HEARING VI. BUSINESS ITEMS A. Cultural Plan B. Americans for the Arts C. Cultural Commission Work Plan D. Commissioner Correspondence VII. CORRESPONDENCE AND WRITTEN MATERIALS A. Art in Public Places Commission Minutes for November 3, 1997 B. Memorandum Regarding CVAG's 2020 Plan Vill. COMMISSIONER ITEMS A. Parks and Recreation Commission's Community Picnic - Chairperson Hull IX. ADJOURNMENT NEXT MEETING INFORMATION February 26, 1998 12:00 Noon La Quinta Civic Center Study Session Room C:\MyData\CRISTAL\CAC\CACl -22.wpd OF CULTURAL COMMISSION MEETING DATE: January 22, 1998 ITEM TITLE: Monthly Department Report for December 1997 BACKGROUND: The Community Services Department completes a monthly Department Report consisting of attendance figures for all programs, upcoming events and meetings attended. The Department Report is transmitted to the City Council on the second Council meeting of every month. RECOMMENDATION: Receive and file. 1< Mark Weiss Assistant City Manager Attachment: Monthly Department Report MEMO.DR z� T4ht 4 Zi& QuiRm E M 0 R A N D U M TO: Honorable Mayor and Members of the City Council FROM: Marni Kunsman, Recreation Supervisor" VIA: Tom Hartung, Building & Safety Director DATE: January 16, 1998 SUBJECT: Transmittal of Community Services Department Report for the Month of December 1997 UPCOMING EVENTS OF THE COMMUNITY SERVICES DEPARTMENT FOR THE MONTH OF FEBRUARY 1998: Feb 4 Community Garden Meeting, Sr. Center Feb 5 Adult Sports League Managers Meeting, Civic Center Feb 6 Off Road Radio Control Car Races, La Quinta Sports Complex Feb 7 Second Annual Dog Day Afternoon, La Quinta Sports Complex Feb 9 Adult Volleyball and Basketball League Begins, La Quinta Boys & Girls Club Feb 12 Valentine's Luncheon, Sr. Center Feb 13 Off Road Radio Control Car Races, La Quinta Sports Complex Feb 18 Community Garden Meeting, Sr. Center Feb 18 Dance to the Stan Miller Combo, Sr. Center Feb 19 Healthy Cooking Class, Sr. Center Feb 20 Off Road Radio Control Car Races, La Quinta Sports Complex Feb 21 Golf: The KISS Method (Keep It So Simple) Session 11, La Quinta Golf Ranch Feb 21 Golf: The PAR Method (Posture, Alignment, Rhythm) Session 11, La Quinta Golf Ranch Feb 24 Dog Training Class, Sr. Center Feb 24 Stroke Screening, Sr. Center Feb 25 Preschool Tint Dancers, Session 11, La Quinta High School Feb 25 Tiny Tot Dance & Twirl, Session 11, La Quinta High School Feb 25 Youth Dance & Twirl, Session 11, La Quinta High School Feb 25 Protect Your Assets, Financial Seminar, Sr. Center Feb 27 Off Road Radio Control Car Races, La Quinta Sports Complex T4ht 4 4a QuiKm COMMUNITY SERVICES DEPARTMENT ATTENDANCE REPORT FOR THE MONTH OF DECEMBER 199 SUMMARY SHEET Meetin s Per Month 1997 1996 Variance� 19971 1996:1 Programs Leisure Class Total 261 01 26 9 0 I Special Events Total 44251 10751 33501 6 2 lAdult Sports Total 2541 1321 1221 8 9 Senior Center Total 2,6831 1,9111 7721 120 84 Kidsline Call Total ----374 � 141 233: n/a n/a Program Total: 7762 32591 4503 1431 951 Rental Attendance La Quinta Sports Complex i Wildcats Softball 1 401 45 -5 8 10 ,AYSO Soccer 600'i 4501 1501 81 101 i Rental Total: 6401 4951, 1451 161 201 PARTICIPATION GRAND TOTAL 84021 37541 46481 1591 115 1997 1� 19961 Variance i Volunteer Hours ,Senior Center 1,1581 9861 172 Meals on Wheels 551 5611 1 ,Kidsline 551 171 38 Volunteer Total: 12681 10591 209 Revenue iSr. Center Revenue $2,0241 $1,1301 $894 � Facility Rental Revenue $1,4141 $01. $1,414 Recreation Programs $1,300: $4,063 ($2,760)� Revenue Total: $4,738 $5,193, ($452� Page 1 Youth and Adult Recreation Attendance Meetings Per Month 1997 1996 Variance 1997 1996 Leisure Classes Intro to Horsemanship 4 0 4 2. 0 Dog Obedience Session 11 9 0 9 3 0 A to Z for Golf Session 11 3 01 3 2 0 Golf -Back to the Be�inniinq 11 10:1-- 011 10 i� 2 0. Leisure Class Subtotal 26 0 26 9 i 0 Special Events Radio Control Car Races 200! 0 i 2001, 41 01 Treelighting Ceremony 40001 10001 30001 1 1 Breakfast with Santa 2251 751 1501 1 1 Special Events Subtotal "251 10751 33501 6 2 Adult Spo Adult Volleyball League 601 721 -121 5 41 'Adult Soccer League 1801 601 1201 21 51 I Soccer League Managers Meeting 14 � 01 141 1� j 01 �Sports Subtotal 2541 1321 1221 81 9 Page 2 Senior Center Attendance Meetings Per Month 1997 1996 Variance 4997- Sr. ActlNiffes knib-ass-ad-or-A-ttendance 120 841 361 --n/a n/a--- Billiards 7 6 n/a n/a Blood Pressure Check 45. 39; 6 5-!- 5 0 Bridge, ACBL 200' 0� 200. 4� Bridge Duplicate/Social 356: 295! 61 13, 14 Creative Writing Club 57�i 13 44 5� 3 -- t n FIND Food bu io 341, 259! 821 3 4 Golden Tones Rehearsal 53! 68: Golden Tones Performance 72; 5 4 3 -R-e-iri-ng consu itit-ion 6 FF-- ---67i'-- 0 i 6 0 information Services 1361 1521 -161 n/a n/a 0 Legal Consultation =---i Medicare Consultation 71 - ------------ 8 01 ------ �:[ 8 n/a--r—n/a- Movie Time 141 141 0 31 3 Referral and Outreach ��7 --- 21 0 8 211 n/a n -1 /a n/a n/a Television Viewing— Ten nis 69 1 1 11 58 1 91 2 SK kctiVities Subtotal 15191 1016�1 503, 511 37 Sh -Cla- s-s-es- Arts & Crafts 3 3 0 Ballroom Dance 2 31� 0 23-E--- 3 Bridge Lessons 3 3� 5 28 ? 121= 4 31 1 3 Ceramics 1 Computer 301 12 42 61 13 3 12 Exercise Healthy Cooki Cl 5461 15L— 504 0 =7k= 15 11 0 g Line Dance 351 471 -12! 4! 6 PACE Exercise 3-31 -- 321 81 10 Painting---------- 281 - 61 221 31 2 0 Spanish Lessons 1 01 11 ---1281 61 Watercolor Class ------- - 01 31 0 40 S—r. C14s—s-Subtotal -S-r-. Special Even I Big Band Dance 89 761 Friends Meeting 15 5 2 103 ___10 120 120�Luncheon -17 1 Seminars 23 351 -12 5 3 Senator Bono's Office 9 01 9 1 2 0 1 Share Meetings/Sign-up -Sr-.-Ev--e-n-fs-Z-ubtdUV--- 245 91 -3 4r 7 Zd-lfliir--Ce--nfdr--T-(ot-al-s- - --- 26-81� 01111- 772i Page 3 4 MEMORANDUM TO: Department Directors FROM: Mark Weiss, Assistant City Manager rk DATE: January 21, 1998 RE: City Council Consideration of Boards and Commissions' Structure and Operations The City Council discussed the organizational structure relating to the City's Boards and Commissions during a Study Session at its regular meeting of January 20, 1998. Pursuant to that discussion, the Council directed staff to prepare options for the Council to consider that, if adopted, would alter existing Commissions' responsibilities, duties and organizational structure. Specifically, the Council will consider the following: Combining the duties of the Cultural, Parks and Recreation, and Human Services Commissions into one new nine member commission (i.e., a Community Services Commission). The Commission would be comprised of three, three member "committees" that would focus, respectively, on duties currently the responsibility of the aforementioned Commissions (an alternative option discussed included combining the duties of the Cultural and Arts in Public Places Commissions). Reducing board membership, by attrition, from seven members to five, on the Investment Advisory Board and the Arts in Public Places Commission. . The Council has asked that the City's Boards and Commissions be advised of the Council's intent.to consider the referenced amendments. The Council is tentatively scheduled to consider this matter at its regular meeting of February 17, 1998 and welcomes comments or suggestions from the Boards, Commissions and public. Please advise Board and Commission Members of this consideration at the earliest opportunity. Questions may be referred to myself or Britt Wilson at 777-7035. Thank you. c: City Council Thomas P. Genovese, City Manager Dawn Honeywell, City Attorney Britt Wilson, Management Assistant Cultural Commission - encourage the development of culture, including cultural events and activities, promoting the literary, perforriling and visual arts, and retention and advancement of cultural heritage and institutions. Advise City Council on performing visual and literary arts, communication arts, arts education, funding recommendations, and ethnic, institutional, or intellectual endeavors. Human Services Commission - encourage the development of a planned and orderly approach to the delivery of community services. ...identify community needs for seniors, youth, and child care, and advise City Council on the coordinated delivery of such services. Parks & Recreation Commission - encourage the development of a planned and orderly approach to the delivery of leisure services and advise the City Council. OF CULTURAL COMMISSION MEETING DATE: January 22, 1998 ITEM TITLE: Cultural Plan As deemed appropriate by the Commission FISCAL IMPAC : None. [7-1--Touei -.191110 1 RIF-g 0 1 oxertgam I Aw The Commission is continuing its work in the development of the Cultural Plan. As part of that process, individual members are making presentations of the Plan to various organizations' boards pursuant to assignments made by the Commission. The Chairperson prepared the attached list of Commissioner assignments for the Commission's information (Attachment No. 1). Also attached is the latest version of the Plan (Attachment No. 2) This space on the agenda has been reserved for the Commission to discuss presentations to the various organizations' boards and other matters concerning the development of the Cultural Plan. [1110 1 11h, [CRY -Al 0 1 RX-Al It 9 :1 The options available to the Commission include: 1 . Discuss and make amendments to the Cultural Plan; or 2. Continue the matter pending further community comment; or 3. Provide ff with alternative direction. Mark Weiss, Assistant City Manager Attachment: 1 . Commissioner Assignment List 2. Cultural Plan c: cu1tstaffjan98-01.wpd Assignments for presentation of Cultural Plan: *La Quinta Boys & Girls Club - Judy (12/17) Coachella Valley Community Concerts Association - Kathryn & Patrick (,).3 *Friends of the Library - Honey (1/7) *La Quinta Art -in -Public -Places Commission - Kathryn & John (12/1) La Quinta Arts Association - Susan & John La Quinta Arts Foundation & Arts League - Honey & Judy La Quinta Chamber of Commerce - Kathryn & Roxanne *La Quinta Historical Society - Judy (12/4) *La Quinta Human Services Commission - Kathryn (12/17) *La Quinta Parks & Recreation Commission - Kathryn (1/12) *La Quinta Planning Commission - Kathryn & John (1/13) -.v 211019b La Quinta On Stage - Honey Rotary Club - Roxanne Round Table West - Honey Soroptimist International of La Quinta - Kathryn6 V!VA Foundation - Judy * Presentation made WORKING DRAFT - November 24,1997 THE CULTURAL PLAN FOR THE CITY OF LA QUINTA WORKI-NG DRAFT - October 23, 1997 TABLE OF CONTENTS INTRODUCTION........... ...... ..... ... ................... ...... METHODAND PURPOSE ...................................... ............. GOALS AND OBJECTIVES .................... .... .... .... ............ 4 CULTURE AND THE ARTS .............................................. 4 Goal I � Identify Arts and Cultural Community ............................. 4 AUDIENCE DEVELOPMENT ........................................... 5 Goal 2: Increase and Develop Audience of Community -wide Arts and Cultural Organizations .............. .. ....... . ......... ...... 5 SUPPORT OF THE ARTS ......... .. . .. ...... .. ... . ....... 6 Goal ').- Support and Encourage Protessional Development of Local Artists ....... 6 Goal 4: Enlar(ye Community Base of Support ........... .................. 7 Goal 5: Encoura(ye Municipal Support for the Arts and Cultural Development ..... 7 YOUTH ARTS AND ARTS EDUCATION ................................ ... 9 Goal 6: Build A Strong, Integrated Arts Education Prograrn in tile Schools and Community............. .................................... 9 Goal 7: Develop Venues and Programs for Youth and Teens ................. 10 COMMUNICATIONS AND PROMOTION ... ........... .. ................ 10 Goal 8- Promote Communication and Cooperation Among City-wide Arts and Cultural Oroanizations ........................................ 10 Goal 9� Promote Cultural Tourism and Economic Development ............... 12 ARTSFACILITIES ............. .................... . ........ ...... 1.) Goal 10: Encourage the Development of A Cultural Facility ...... ........... 1 3) LEADERSHIP, TRAINING AND COOPERATION ............................ 14 Goal 11: Identify, Nurture and Train New Cultural and Arts Leadership ......... 14 ALL-INCLUSIVE COMMUNITY ARTS ..................................... 14 Goal 12: Integrate the Arts Into Community Life .......................... 15 Goal 13): Identify and Expand La Quinta's Role in the Coachella Valley ......... 15 SUMMARY.............................................................. 16 APPENDIX I - ROLE OF THE CULTURAL COMMISSION ........................ 17 APPENDIX It - ACKNOWLEDGMENTS ....................................... 18 WORKING D R A F T - November 24,1997 CULTURALPLAN fo r The City of La QUinta Prepared by THE CULTURAL COMMISSION 1he Mission (?1*1he Cultural ('oninfission is lo encoul-cige cillatre antl 1he arls in La Quinta. INTRODUCTION La Quinta is a young city centrally located in the Coachella Valley. People come from all over the country to participate in the arts and amenities offered here. La Quinta is In a position to take a leadership role and become an exemplary city for culture. A strong cultural base is a necessary component of an investment in the enrichment and well- being of a community. It is a critical ingredient in building a rounded socio-economic environment. The arts are not to be reserved for prosperous times, but rather are a continuous necessity going beyond what is commonly characterized as "enhancing the quality of life" in a Z. community. For example: The development of culture has a positive economic impact on a community by creating employment opportunities, attracting and retaining business, providing new and increased expenditures to local businesses patronized by attendees of nearby arts and other cultural events. The arts play a vital role in successfully addressing societal problems by providing shared cultural experiences for families and communities, reducing school dropout rates, teaching respect and appreciation for cultural differences, building self-esteem, developing creative outlets to channel energy, and building community pride and identity. WORKING DRAFT - November 24,1997 Within the context of this plan, "culture" is meant to be totally inclusive of all forms of human expression in the visual, performing, applied and literary arts, whether classical or modern, formal or informal. Further, culture exhibits an acquaintance with and an appreciation for the visual and performing arts and humanities, and embraces the history, customs, tastes, manners, ideas and skills of our diverse community. The community consists of everyone who lives or works in the City of La Quinta. La Quinta has a strong cultural identity, particularly with the arts. The vigor and zest of its cultural offerings touch and enrich the lives of citizens and visitors, and act as a stimulus to civic pride and involvement. The La Quinta Arts Foundation and its Annual Festival, which began in 1982, has helped develop a cultural face to the COMMUnity. Programs and activities which have developed over the years blend the socio-economic and diverse community elements together. In our City the opportunities and locations for cultural experiences abound throughout the year —from walking through the Frances Hack Park at the annual La Quinta Arts Festival in March to visiting the La Quinta Arts Association's newly -opened gallery at the La Quinta Plaza; from listening to Community Concerts Association productions to hearing guest writers speak about their latest works at a Round Table West meeting at La Quinta Resort & Club; from touring the La Quinta Historical Society's Museum, to enjoying an outdoor tour through the sculpture park at the La Quinta Open -Air Museum-, from dramatic and musical school productions throughout the year to Friday night concerts and sales at the downtown Mainstreet Marketplace-, from the strong Art -In -Public Places program to the annual Mariachi Festival. As more and more people are drawn into the City by these events each year, the economic and Cultural impact encourages new businesses and residents to corne into the City. La Quinta is a rapidly growing city, and now must come an equal growth in civic beauty and the development of La Quinta as a center of cultural values essential to complete citizenship. The creation of a visionary plan for the cultural and artistic development of the community is important. A stron g cultural plan has a positive impact on the economy, community, and families, and takes into account the visual and performing arts, the role of artists in the community, urban design, public celebration, cultural diversity, arts education, public art, community building and economic development, architecture, landscape design, and more. A community cultural plan may well become the blueprint for building "livability" into an area. It can mesh with all other community plans to show how culture plays an integral role in shaping the community's look, feel, spirit and design and allows a community to define those aspects of cultural development that are most appropriate and essential to its own way of life and future growth. A strategic cultural plan provides the focus and direction to increase opportunities for artists and to raise existing activities and organizations to a new level of development and service to the community. Formulating a plan with community input focuses on future actions of the entire community as they affect cultural functions. Most important, however, is a cultural plan which establishes a vision of a desired future and establishes roles, steps, time lines and methods for -2- WORKING DRAFT - November 24,1997 achieving that vision. Everyone benefits from a common framework of priorities within which to place their own organizational goals. The Cultural Commission is pleased to be the facilitator in designing the first such Cultural Plan for the City of La Quinta. It is to be a "living" document, evolving with changes in La Quinta's In cultural and artistic life. METHOD AND PURPOSE Through the medium of community workshops, conferences, surveys and interviews, dozens of residents, both in La Quinta and from throughout the Coachella Valley (Appendix 11), participated and provided the information which appears in this Cultural Plan. In cooperation with City staff, the Cultural Commission compiled the information received and set forth the goats and objectives addressing the needs and observations that were brought forward. This Plan is a visionary set of guidelines to give direction to future cultural and artistic development in the community and indicates that La Quinta is committed to a cultura Ily rich city which encoura ges the arts. It represents a cultural element of the City's overall plan and will evolve with the growth of the City. It defines guideposts, pathways, opportunities for expansion and support and nurturing of the cultural foundation of the community. It will provide direction for the community organizations as they set their (,oats and develop programs and services to meet the needs of their constituents and the community. WORKING DRAFT - November 24,1997 GOALS AND OBJECTIVES CULTURE AND THE ARTS The long-term preservation of the community's cultural resources and the promotion and development of the arts are important to both the image and economy of La Quinta. They form the guidelines by which our society runs. Goal 1. Identify Arts and Cultural COMMUnitV 1.1 Survey and assess the economic impact and status of the arts in the community on an on- going basis. 1.1.1 Evaluate the present status, both in number of people served or participating and the economic impact of cultural events on the community. 1.1.2 Project the future growth of the arts in La Quinta. L2 Acknowledge the diversity of the socio-economic-cultural dynamic in the community. 1.3) Identify opportunities for cultural exposure, involvement, participation, interaction and education for artists and the public. 1.4 Establish an information and resource bank of visual, performing, literary, and other artists including contact and professional information in a cultural organization directory. 1A.] Provide access to a regularly updated inventory of artists, organizations, and resources, as well as facilities, libraries, museums, and their programs and activities. 1.4.2 Utilize artists' bank maintained by the Art -in -Public Places Commission, as well as the La Quinta Arts Foundation. 1.4.3 Identify resources geographically: La Quinta, Coachella Valley, Southern California, state-wide, national and international. ME WORKING DRAFT - November 24,1997 AUDIENCE DEVELOPMENT A culturally -rich community builds a stable environment for farnilles and business, and stimulates community involvement. In order to have audiences in the future for multi -arts presentations and other cultural activities, it is imperative to develop them now to ensure the preservation and continuation of a vital and healthy society. Goal 2. Increase and Develop Audiences for Multi -Ethnic Cultural Organizations The La Quinta ethnic breakdown of a population of 18,500 in 1996 was estimated as follows: 70% Caucasian, 26% Hispanic, 2% Black, and 2% Asian/Other, with a median age of 32 years. These statistics must be acknowledged as community organizations develop programs to serve the entire population. 2.1 Educate and inform La Quinta's population as to the cultural resources and activities available to them, and encourage their involvement and participation. 2.2 Build bridges for mult i-et hill c/cultu ral diversity through program development and public I cultural events in celebration of the diversity of the community. 2. 3 Target hard -to -reach Populations. 2. 3. 1 Utilize multi-lingual publications and media to promote cultural programming. Z 2.3 ). 2 Encourage local organizations and individuals to become involved in the local cultural programs. 23.3) Devise systems to communicate with and deliver arts programs to all population segments of the community. 2.4 Provide accessibility to the arts and cultural programs, both econornically and physically to all citizens. 2.4.1 Look for alternative arts programming that is diverse, innovative and all-inclusive to address the needs of at -risk youth, physically challenged youth and adults, economically disadvantaged, as well as the talented and gifted. -5- WORKING DRAFT - November 24, 1997 SUPPORT OF THE ARTS One of the crucial aspects of preserving a strong and vital arts community is having adequate support from the community in the form of volunteers, finances, and information. These are provided by individuals, organizations, civic government, and businesses. Funding can also come from outside sources throuoh arants. Goal 3. Support and Encourage Professional Development of Local Artists It is important to realize the arts are a viable business. The creative and performing artists derive their living from, and contribute to the local economy by means of their profession. Artists are creative problem -solvers and are major contributors to enhanced life styles and environmental and spatial aesthetics. Their services are important to the balance and quality of life. They need to be identified and utilized by all segments of the community. I . I Encourage a thriving community of artists where they can realize their potential and contribute to the vitality of the larger community. 3 J.2 Provide a vehicle for individual artists drawn from all disciplines to have a voice to input into the evolving, creative arts dynamic of civic and cultural development, such as an artists' advisory committee. 3.2.1 Call together focus groups to expand the cultural vision and create methods for implementing arts development. Z) -friendly community. Encouraore an artist 3 3 ). J. I Devise a system to publicly recognize achievement in the arts. 3.3.2 Consider adopting a philosophy that would provide or allow for artists' live/work space. 3.3. 3 Consider establishing artist -in -residence programs. 3.3.4 Establish a system to assist in placing artists to perform or exhibit in public or commercial spaces. 3.4 Advocate the principle that professional artists should be appropriately compensated for their work. I on WORKING DRAFT - November 24,1997 Goal 4. Enlarge Community Base Of SLIP120rt Individuals from the various service providers and organizations can contribute expertise in business and operational procedures, practical support and direction in board development and mentoring, and can assist in identifying general networking outlets. C I 4.1 Develop financial and human resources necessary to support cultural activities throughout the City. 4.2 Develop a technical assistance prograrn utilizing representatives fi-orn community service providers. 4. 3 Encourage business Support of arts and other cultural o r(lyanizati oils. 4. 3. 1 Investi(lyate ways foi- tile business COMML1111ty to participate in and be actively involved in the arts. 4. 3. 2 Investigate the feasibility of establishing a Business Committee for the Arts. 4.4 Conserve existing resources and generate new dollars through cooperative efforts among organizations to sustain financial support from individuals, businesses, and local government. 4.5 Explore the possibilities of a united fund for the arts. 4.6 Consider establishing a center to provide technical assistance to local arts and cultural organizations to access their own funding, obtain grants, and to provide management and program development training 4.6.1 Unify efforts to secure funding and facilities. Goal 5. Encourage Municipal Support for Cultural Development Culture provides the enrichment and the means for healing and growth in La Quinta. It has been C proven that when the arts thrive within the community a strong and expanding economic base is the result. -7- WORKING DRAFT - November 24, 1997 5.1 Develop a clear Cultural development policy to make optimal use of City -supported services and programs: library, school system, senior and youth services, parades and public celebrations. 5.2 Encourage Municipal and business support for local artists by utilizing their talents and vision. 5.2.1 Identify methods to educate and inform the business and civic leaders of La Quinta regarding the value of the arts. 5.2.2 Sponsor, underwrite or partner special arts events, Cultural education programs, and other arts related activities. 5. Generate greater municipal financial support for cultural proorams, services, and development efforts. Consider dedication of an established percentage of the transient occupancy, sales or other tax stream to support the cultural arts. 5. 3. 2 Establish funding priorities for local grants that encourage innovative public funding for arts programs. I I 5. 3). 3) Investigate the increasing of the Art-1 n-Public-PI aces development fee contribution of project cost applicable to residential, commercial and public projects. 5.33.3.1 Enhance public art by imposing a standard fee on residential, commercial and public projects sufficient to fund public arts objectives. 5.4 Investigate and propose an effective funding process by means of which City funds are allocated to arts organizations. 5.5 Maintain and coordinate a cultural development component in any municipal development plan. 5.6 Utilize cultural commissioners to act as a resource and liaison arriong organizations, individual artists, and civic entities. I ". WORKING DRAFT - November 24,1997 YOUTH ARTS AND ARTS EDUCATION Recent studies by Shaw and Rauscher at the University of California at Irvine verify the value of arts education as it relates to academic learning. Students who study the arts, and particularly music, score an average of at least one grade point higher overall than those Students who have no arts education. Discipline problems have virtually disappeared in schools where students have been immersed in the arts. The arts give a student a sense of self-worth improving their self- image and developing self-discipline, they increase their ability to solve problems, to think logically, to develop insight, and to work cooperatively- in general, to have a well-balanced education. Goal 6. Build A Strong, Integrated Arts Education Proq),.rani in the Schools and Comm 6.1 EnCOUrage the development Of Cultural programs, instruction, classes, and residencies for n n children, teens and special audiences who would not otherwise have access to these opportunities. 6.1.1 Enhance and promote the programs of the City's Community Services Department in partnership with other youth organizations. 6.1.2 Develop anti-crime/anti-graffiti arts programs and make accessible to 'at risk' 0 youth. 6. 1.3 Encourage the continuation and enlargement of docent programs in the schools, 1.1 Z) =1 and involve local artists in school programs. 6.2 Advocate for a program of sequential arts education taught by qualified arts teachers to enhance the basic curriculurn with arts experiences. The arts stimulate creative discovery and self-expression, develop craftsmanship, establish communication across cultures, and document history. Students who study the arts are better prepared for college, they have learned discipline, to think critically, attained excellence, have high standards, and score 30% higher than the average student in academic skills. After four years of arts study they score 53) points higher on verbal skills and 37 points higher on math skills on SAT's according to studies completed in 1996. 6. 3) Encoura(ye the development of a school for the arts. 1= 6. 3. 1 Classes could include children's theater, community theater, dance, and music and visual arts instruction. -9- WORKING DRAFT - November 24, 1997 6.3.2 The school facility could include perfort-nina arts space available to the public, or could be combined with the development of a performin(y arts center. (See 10.2) Goal 7. Develop Venues and Programs for Youth and Teens Building unity in a community means finding programs that brino all a -es and ethnic groups 11) Z) together. Band concerts and street fairs are types of programs that cut across all generations. =1 There is a specific need in La Quinta for programs and sites where young people can gather in a safe environment. Cross-cultural events can share spaces and programs. 7.1 Develop cultural programs and activities especially for teens. 7.2 Consider forming a '*youth council" to assist in identifying needs of the youth and in developing programs to meet those needs. 7. _3 Look for ways to encourage students to attend and participate in arts programs and activities. 7.4 Identify and share or develop sites for teen activities in a safe drug -free environment. 7.5 Establish opportunities to link arts and other Cultural events with prograrns for youth. COMN4UNICATIONS AND PROMOTION Duplication of efforts and programs is costly, therefore it is important that in a community the size of La Quinta resou'rces of organizations, personnel, expertise and information is shared and made available to one another. Some effort in this direction has been made, but more can be accomplished when needs are made known and a plan is in place to pronnote and communicate programs and services between organizations and the community. To this end, methods of communication and networkinc, need to be established. Goal 8. Promote Communication and Cooperation Among City-wide Cultural Organizations 8.1 Identify needs and mutual areas of interest and activities, thereby preventing duplication of services. 8.2 Utilize an officially designated private arts organization or public commission, such as the Cultural or Historic Commissions, to coordinate, monitor, or create cultural planning initiatives and to develop and maintain a coordinated community calendar of arts events _10- WORKING DRAFT - November 24, 1997 and activities which will serve as a clearinghouse for information and schedules of events for the commL1111tV'S organizations. 8. 3) Develop and maintain an artist registry containina contact and professional information, as Z well as a Cultural organization directory. Update on a regular basis, such as bi-annually. 8.4 Consider developing and maintaining mailing lists to be made available to all organizations who participate in an agreement regarding usage. 8.5 Publicize arts organizations and programs to schools and community. In 8.5.1 Disseminate oroanization newsletters, and publicly notice meetings and events. 8.5.2 Hold community seminars and conferences for sharing, of information and resources. 8.6 Consider creating an Inter -organizational coalition of representatives of all cultural organizations. 8.6.1 Set goals for development, expansion and support for the arts and culture. 8.6.2 Share or pool resources, such as artists' bank, expertise, problem -solving techniques, trends study, and an "opportunity" resource library for access by artists, organizations, and the general public. C 8.7 Establish a speakers bureau and provide speakers at no cost to community organizations and schools. 8.7.1 Train supporters of the arts how to be advocates and provide cultural organizations and supporters with advocacy tools and Current information on the value of the arts and cultural development. 8.8 Keep elected officials informed about the arts and cultural prograrns, and maintain the City's inter -department communication. 8.9 Promote effective communication systems to diverse ethnic community. (See 2.2) WORKING DRAFT - November 24,1997 Goal 9. Promote Cultural Tourism and Economic Development 9.1 Document cultural activities as an important economic resource. 9.2 Collaborate with the tourist industry, chambers of commerce, and all arts and other cultural oroanizations throughout the Coachella Valley. 9. 3 Improve permanent signage leading visitors to cultural attractions. 9.4 Continue and enlarge the Art-1 n- Publ ic- Places program as a vehicle for community education, appreciation, and physical enhancement. 9.5 Promote the community's Cultural Institutions and resources collectively as an industry that provides significant contributions to the local and regional economy. 9.6 Develop programs and activities to entice visitors and new residents to La QUinta. 9.6.1 Have a city-wide cultural "season." 9.7 Spotlight current arts programs. 9.7.1 Support and promote such organizations and programs as: Coachella Valley Community Concerts in La QUinta, La Quinta Arts Association and Gallery, La Quinta Arts Foundation and Festival, La QUinta Historical Society Museum, La Quinta Oil Stage, La Quinta Open -Air Museum and Sculpture Park, Mariachi Festival, Round Table West, and others. 9.7.2 EnCOLira(ye the display and sale of quality art for investors and collectors. 9.8 Preserve and enhance important features of the physical environment, including architecture, historic landmarks, and natural resources. 9.9 Enhance the use of the press and news media in promoting arts and cultural programs and activities in La Quinta. -12- WORKING DRAFT - November 24, 1997 ARTS FACILITIES Research has been determined that there is a need for appropriate facilities for the performing and visual arts. In order for La Quinta to develop into a thriving and vital city, it is important to have gathering places for all citizens, such as a performing arts theater or cultural center. In coming, together in common interests, all cultural, socio-economic and ethnic barriers are broken down, creating a common international language for everyone. Z) 1-n Goal 10. Encourage.the Development of a Cultural Facility Knowino that the citizens Would like a community gathering place, a performing or cultural arts In center could be tile ideal venue to combine many aspects of community life in one central area. It could contain oallery space, OUtdoor patios Courtin,, book stores, music store, cotTee house and small restaurant, gift and artisan shops, conversation corners next to fountains, exemplary flower --ardens and benches, Sculptures, and other shops compatible with the arts along with places for In mini -outdoor concerts or exhibits. Tile building and (,rounds could feature landmark architecture. The center would give La Quinta a strong expanded cultural identity that would translate into Z_ positive economic growth, cultural tourism and a public relations tool. It would offer professional theater, dance, music concerts, as well as community theater and serve as a venue for community events. 10.1 Encourage tile desion and development of a central meeting place for artists and the public, such as in "The Vllla(.,,,e" area. 10.2 Identify and encourage the renovation or bUilding of cultural facilities, such as a performing arts center which would provide space for rehearsals, performances, exhibitions, administration, classes, and artists' studios. 10.2.1 Develop an education component whereby videos could be produced for use in the local schools as well as other outlets, thereby creating a source of income. I 10.2.2 A school for tile arts Could becorne part of the facility. (See 6.3)) 10.2.3 An adequate facility could include a community room for organizations to hold meetings, forums or workshops, and it could include exhibits of artwork as well as I a community learning center. 10. 3) Promote the enhancement of the public library and its services and technology. WORKING DRAFT - November 24, 1997 10.' ). I Promote book sales, story telling hours for children, and possibly a mobile unit to extend into all areas within the City borders. 10.4 Incorporate movie theaters in City development. LEADERSHIP, TRAINING AND COOPERATION Without the infusion of new knowledoeable people to work in the arts, current programs may not continue or may not grow effectively. It is vital that people in the community be who have an interest in and knowledge of the arts and their value to the City, and that they be encouraged to get involved in organizations, commissions, schools, businesses and City (yovernment. I-) Goal 11. Identify, NUrt.Lire and -Train New CUltUral and Arts Leadership 11.1 Support the development of a Volunteer pool fi-oin a broad cross-section of the community. 11. 1. 1 Consider creating a chapter of Business Volunteers for the Arts. 11. 1. 2 Utilize the Senior Center and the La Quinta Arts Foundation as resources for talent, expertise, and mentoring, C 11. 1.3 Address board development for nonprofit cultural organizations and find ways to help identify potential board mernbers. 11.2 Encoura(ye existino, cultural leaders to identify potential new arts leaders and recruit mentors to serve on boards of cultural organizations. 11.2.1 Encouraae the expansion of organizational planning, marketing, and funding. 11-D Z, Z) ALL-INCLUSIVE COMMUNITY CULTURE There are many areas in which the entire community is involved. Major community -wide arts and other cultural events meet a particular need in uniting all segments and unifying the City. Attention must be given to programs and community development to let this happen. M WORKING DRAFT - November 24, 1997 Goal 12. Integrate the. Arts into tile Community's CLI[tural Life 12.1 Encourage city-wide multi-arts,programs. =1 - .12.2 Encoura0e the presentation of public arts events. 12.2.1 Support and promote programs Including La Quinta On Stage productions, the Community Concert series, the Mariachi and the La Quinta Arts Festivals. 12.2.2 Encourage attendance at the La Quinta Arts Association's Gallery and at the La Quinta Open -Air Museum and all cultural events. 12.2.3 As new arts and cultural organizations are formed, (live strong support in getting them established. 12. 3) Promote (Yeographical and ecological considerations in the arts. 12.3. 1 Encourage the incorporation of aesthetics in public landscaping design. 12.3.2 Utilize artists in the designing of public recreation areas. 12.4 Consider establishing a "sister city" cultural exchange p ro(yram-- state, national or international. Goal 13. Identify La QUinta's Role in the Coachella Valle 13. 1 Encoura0e, promote and participate in Valley -wide arts and cultural events, conferences, workshops and plannin(y C), 133.1.1 Cooperate with tile County of Riverside Arts Foundation in developing cooperation and support for the arts arriong the cities. 13.2 Help develop and maintain a system of communication among the cities in the Coachella Valley, and their complementary organizations, commissions and committees. 0 13. _3 Advocate for the arts and cultural development at all levels: business, (government, schools, organizations, community at larli-ye, and individuals. -15- WORKING DRAFT - November 24,1997 SUMMARY This Plan is the culmination of ideas and input frorn many people. It is expected that it will generate a level of cultural excitement and wealth not seen before. This Plan can become tile blueprint for the future development and growth of the cultural life of La QUInta and will inspire all community groups to provide valuable service to the community. The next step is to establish priorities and determine ways to Implement it. A plan is Just a plan u 'I people bring it to life with their actions. This Plan is a living document and many more nti I In people will add creative ideas to it to enable present and future populations to create a unique place for total enjoyment. It may seem ambitious, but if one doesn't drearn, nothing new is created. This Plan will be enacted when the City Council approves it. Activation of tile Plan will cyenerate community involvement, cooperation and coordination in short- and long-term planning for cultural development. Priorities will be established, time lines determined, and implernenters The Cultural Commission will act as a "Llide and resource to the community You see thinos as they are, and ask, "Why"" I dream of things that never were and ask, "Why not"" — G. B. Shaw 9wel WORKING DRAFT - November 24, 1997 APPENDIX I ROLE OF THE CULTURAL COMMISSION The Cultural Commission was created and established June 7, 1994 by Ordinance No. 246 of the City of La Quinta. The general purpose of the Commission is to encourage La Quinta's development of culture, including cultural events and activities promoting the literary, performing and visual arts, and retention and advancement of cultural heritage and institutions. Objectives of the Commission are these� To advise tile City Council on all matters atfecting the Culture of the City and to advise and assist other City Boards, Committees, and Commissions in the field of the arts, and to cooperate and work with all cultural oroanizations, locally and re-lonally to address culture and the arts in La Quinta. 2. To encourage and facilitate programs in the arts and to promote the Cultural enrichment of the Community. To undertake and carry out all functions reasonably necessary to accomplish the objectives and to discharge the functions of the Commission- and to exercise such other functions as may be prescribed by the City Council. These functions may involve cultural and arts - related disciplines and activities, including,, but not limited to, the following: A. Performing arts, such as drarna, music and dance C B. Visual arts, Such as painting, sculpture, photography, graphics, video art and Z) In applied art, including architecture and landscape architecture C. Literary arts, such as literature, poetry and journalism-, D. Communications arts involving film, television and radio, and technology E. Arts education, such as schools, libraries and community education, and F. Fundino, such as fund raisers, representatives Of public and private funding I- I agencies, and art patrons. G. Ethnic, institutional or intellectual endeavors characteristic of the La Quinta resident. In addition, the Commission strives to partner with other public and private organizations, communities, and cities in the Coachella Valley region in promoting and encouraging the development of cultural programs to assure the survival of the arts and artists. It creates opportunities for the development and enhancement of children, youth, and senior cultural activities. -17- WORKING DRAFT - November 24, 1997 APPENDIX 11 ACKNOWLEDGMENTS Dozens of residents, both in La QUInta and fi-orn thrOU1111OUt the Coachella Valley, participated in meetings, conferences, Surveys, and interviews over a period of more than six months. As a result, the Goals, Objectives and Strate(yies appearing in this report were developed. The followin(y individuals and or(Tanizations contribUted to the study and development of this plw Cultural Commission Members ( 1997-98). Honey Atkins Susan Benay John Dethe Kathryn B. Hull Roxanne Volcyt Judy Vossler Patrick Welch Former Cultural Commission Members who worked oil the Plan: Steve Berliner Susan Francis Archie Sharp Organizations: California Arts Council City of Palm Desert City of Palm Sprin-s Coachella Valley Boys & Girls Club, La Quinta Coachella Valley COMMUnity Concerts Association College of the Desert Fine Arts Division Friends of La Quinta Library Indio Cultural Arts Commission La Quinta Art -in -Public- Places Commission La Quinta Arts Association La Quinta Arts Foundation and The Arts League La Quinta Chamber of Commerce _18- La Quinta Historical Society La Quinta Human Services Commission La Quinta On Stage La Quinta Open -Air Museum Palm Desert Civic Arts Committee Palm Springs Cultural Arts Commission Palm Springs Desert Museum Rancho Mira-e Cultural Commission Riverside Arts Foundation Round Table West Soroptimist International of La QUinta Truman School V!VA Foundation Attendees at the Coachella Valley Cultural Conference - February 6, 1997 Attendees at a Workshop, City of La Quinta - February 27, 1997 Attendees at the Coachella Valley Cultural Conference - May 15, 1997 Attendees at the La Quinta Community Meeting - November 12, 1997 City Staff. Thomas P. Genovese, City Manager Jerry Herman, Community Development Director Marty Nicholson, Parks & Recreation Director (former) Cristal Spidell, Secretary Pam Stull, Secretary Mark Weiss, Assistant City Manager Britt Wilson, Management Assistant City Council: Mayor Glenda Holt Don Adolph Terry Henderson Ron Perkins Stanley Sniff WORKING D R A F T November 24, 1997 4 OF CULTURAL COMMISSION MEETING DATE: January 22, 1998 ITEM TITLE: Americans for the Arts' Arts Advocacy Day As deemed appropriate by the Commission 1116*lf A Unknown The Commission reviewed correspondence from the Americans for the Arts at the December 1997 Commission meeting regarding Arts Advocacy Day, a nationwide grassroots advocacy effort, and asked that the matter be agendized for consideration. Possible participation as identified by the Americans for the Arts includes: Call -in, fax - in, mail -in, and e-mail-in contact of Congressional Members' district or Washington D.C. offices; conduct grassroots meetings or visits to Congressional Members' district offices; and, organize media event (Attachment No. 1). This space on the agenda has been reserved for the Commission to discuss Arts Advocacy Day. RITNICINCT.-T-Miml Iff 4110FT"Itkyj The options available to the Commission include: 1 . Participate in Arts Advocacy Day; or 2. Take no action; or 3. Provide staff with alternative direction. Mark Weiss, Assistant City Manager Attachment: Arts Advocacy Day Flyer c: cu1tstaffjan98-02.wpd AMP-'%,RICANS; I THE RTS Arts Advocacy Day Save the Dates! no March 9-10,,19 38 Americans for the Arts is pleased to host Arts Advocacy Day — a national arts advocacy conference on Capitol Hill, March 10, 1998. In addition to this event, there will be a nationwide grassroots advocacy effort in communities across the country. Pre -conference activities in Washington, D.C., begin on Monday afternoon, March 9th, with advocacy workshops and then the 1 1th Annual Nancy Hanks Lecture on Arts and Public Policy, which will be held at the Kennedy Center. There will be several opportunities for arts advocates across America to come together with a unified voice to speak out for federal funding for the arts and culture, Goals 2000 reauthorization, and arts education. Start planning now for all the activities you'd like to participate in: 0 Join Your Colleagues on Capitol Hill for Arts Advocacy! Individual conference registrations are only $75. The Arts Advocacy Day conference hotel headquarters is the Crowne Plaza in downtown Washington (McPherson Metro stop). Call (202) 682- 0111 ext. 30 or (1-800) 637-37B8 by Monday, Februam 9. 199 to make reservations under the special group rate for"Arts Advocacy Day." Nightly hotel room rates are $1251single or $1451double. U Take Advantage of Other National Meetings in D.C. in March! 1. Nancy Hanks Lecture on Arts and Public Policy & Reception at the Kennedy Center (March 9). 2. Goals 2000 Arts Education Partnership meeting at the Crowne Plaza (March 9). 3. National Policy Board meeting of Americans for the Arts (March 9). 4. National Board meeting of the National Assembly of State Arts Agencies (March 7-8). 5. National meeting of the United Arts Fund Council (March 8). 6. National League of Cities conference at the Washington Hilton (March 7-10). L] National Call -in, Fax -In, Mail -in, and Email -In Day on March 10th Participate in or organize others to contact Congressional Members' districts or Washington offices! 0 Grassroots Meetings on March 10th Participate in andlor organize community -wide visits to Congressional Members' district officesl LI National Media Visibility DayMeek of March 8-15, 1998 Organize at least one op-ed, news article, radio or television interview in your community! For information, contact Americans for the Arts; 1000 Vermont Avenue, NW; 12th Floor; Washington, DC 20005. (202) 371-2830 phone (202) 371-0424 fax Website: www.artsusa.org fm 1 Conference Registration rts Advocacy Day Individual Form March 9-10,1997 Arts Advocacy Day Registration Registration fees for the Arts Advocacy Day conference events are just $75 per person, which includes participation in an arts advocacy training workshop; the Nancy Hanks Lecture on Arts and Public Policy with a post Lecture Reception at the Kennedy Center for the Performing Arts; Congressional Breakfast on Capitol Hill; Legislative Briefings; and many more events! Government Leadership in the Arts Awards Dinner Please note that this past year Americans for the Arts hosted its first Government Leadership in the Arts Awards Dinner immediately following the'Nancy Hanks Lecture, but we have now moved this Awards Dinner to January 29th in order to partner with the U.S.Conference of Mayors on an inaugural Mayors' Arts Gala: Honoring Legends and Leaders. This partnership provides an incredible opportunity to provide maximum visibility to those government leaders who have spear -headed efforts to advance the arts at the national, state and local levels. Hotel Information The official conference hotel headquarters is the Crowne Plaza Hotel in downtown Washington, DC at 14th and K Streets, NW (McPherson Square Metro stop). Call Crowne Plaza reservations at (202) 682-0111 ext. 30 or (1-800) 637-3788 by Februa1y 9. 1998 to secure hotel nightly room rates of $125/single or $145/double. Ask for the Group Rate under "Arts Advocacy Day." U Agency's 1st Registrant Name: 13 Agency's Additional Registrants TRW Organization: Stroat Address: City: State: Zip: Phone: Fax: E-mail: Member(s) of Congress whom you plan to visit: Number of Arts Advocacy Day Conference Registrants @$75/person x $75 =$ (Please make a copy of this form to register additional Individuals and staple form to 1st Registrant's.) U Enclosed is a check for $ made payable to Americans for the Arts. U Charge $ to my (checkone) U AmEx . Q Visa U MasterCard Card Number Expiration Name on Card Signature Please return this form by February 9. 1998 to the following address: Government Affairs Department; Americans for the Arts; 1000 Vermont Avenue, NW, 12th Floor Washington, DC 20005; Ph: 202.371.2830; Fax: 202.371.0424 fm I OF CULTURAL COMMISSION MEETING DATE: January 22, 1998 ITEM TITLE: Cultural Commission Work Plan for FY 1998-99 RECOMMENDATION: As deemed appropriate by the Commission None for this action. Components of the Fiscal Year 1998-99 Plan which require expenditure of funds will need to be addressed in the City's Fiscal Year 1998-99 Budget. As part of its duties, the Commission annually adopts a Work Plan to provide direction and focus for the work of the Commission. The attached represents the Fiscal Year 1997-98 Plan that, following a recommendation from the Commission, was adopted by the City Council on July 15, 1997. This space on the agenda has been reserved for the Commission to discuss revisions, deletions, additions to the Work Plan. Following review and any revisions, the staff will forward the Plan, and the Commission's recommendation for approval of same, to the Council for their consideration. Any component of the Work Plan that requires consideration in the City's Fiscal Year 1998-99 Budget must be considered under the time -lines for Budget adoption (i.e. Budget is scheduled to be adopted in June 1998). The options available to the Commission include: 1 Review and make recommendation to City Council on Fiscal Year 1998-99 Work Plan; or 2. Defer action until a later date; or 3. Provide s f with alternative direction. Mark Weiss, Assistant City Manager Attachment: FY97-98 Work Plan c: cu1tstaffjan98-03.wpd CITY OF LA QUINTA CULTURAL COMMISSION WORK PLAN 1997-98 APPROVED BY CITY COUNCIL July 15, 1997 Cultural.Commission 1997-98 Work Plan Ongoing Assignments Priority: 1 Category: Ongoing Assignment Item: Annual Work Plan Method(s) of Fulfillment: Review existing assignments, suggest assignments to fill any voids, review programs and programs being done by other cities. Suggested Resources: The work plan should be considered a living document, subject to revision during the course of routine maintenance. Expansion of Assignment: Commissioner Availability: Commitment Required: Ongoing maintenance. Review regularly. 1 hour per 6 months. 1 Priority: Category: Assignment Item: Method(s) of Fulfillment: Suggested Resources: Expansion of Assignment: Commissioner Availability: Commitment Required: Ongoing Cultural Arts Master Plan To develop a Master Plan to encourage cultural arts in the City of La Quinta. Members of the community. Execute the Plan. All Commissioners will work on the Plan. 4-5 hours of Commission/Commiftee work per month. 161 Priority: 3 Category: On hold Assignment Item: D.E.P.A. Program (Diversified Exposure to Performing Arts) Method(s) of Fulfillment: Identify alternatives for students to attend diversified events. Suggested Resources: Each fall a subcommittee of Cultural Commissioners would spend 10-20 hours making calls to secure free or reduced rate tickets during the season. Expansion of Assignment: No growth in staff time, should be similar each year. Mostly work will be by PTA and/or school staff, if they agree to work the program. Commissioner Availability: Commissioner assignment continued until full complement of commissioners. Commitment Required: 10-20 hours per year. 3 Priority: 3 Category: On hold Assignment Item: Arts Advocacy Method(s) of Fulfillment: Prepare guidelines and resources for parents, educators, organizations and citizens at large to advocate for arts education in La Quinta schools grades K-3. Lobby for appointment of music and art coordinators/supervisors, encourage adoption of "National Standards for Arts Education." This progr am will be implemented in cooperation with Desert Sands Unified School District. Suggested Resources: MENC, MTNA, National Coalition for Music Education, local art and music organizations. Staff time and funds are minimal. Utilize parent volunteers. Expansion of Assignment: The goal is to eventually reach all students K-12 in the Desert Sands Unified School District. Commissioner Availability: All Commissioners are resources. Commitment Required: Once organized, this project will take approximately 2 hours per month. 4 Priority: 1 Category: Quarterly Assignment Item: Quarterly conference/seminar hosting. Method(s) of Fulfillment: Organize and encourage participation in quarterly conferences. Suggested Resources: Coachella Valley cities and private cultural and art interests, and State and Federal sources. Expansion of Assignment: Ongoing program. Commissioner Availability: All Commissioners are resources. Commitment Required: One hour per month. 5 Priority: Category: Assignment Item: Method(s) of Fulfillment: Suggested Resources: Expansion of Assignment: Commissioner Availability: Commitment Required: Annual Review of Grant Applications. Review applications and make recommendations to Council in accordance with Council policy. Commissioners Ongoing, annual program. All Commissioners are resources. Ten hours per year. r-1 Priority: Category: Assignment Item: Method(s) of Fulfillment: Suggested Resources: Expansion of Assignment: Commissioner Availability: Commitment Required: Annual Cultural Recognition Evaluate and consider the appropriateness of a cultural recognition event. Commissioners Ongoing, annual program. All Commissioners are resources. Five hours per year. OF CULTURAL COMMISSION MEETING DATE: ITEM TITLE: January 22, 1998 Commissioner Correspondence As deemed appropriate by the Commission. None. This space on the agenda is reserved for the Commission to discuss any correspondence from the Commission such as letters of commendation, and support of art organizations. Attached are copies of letters sent out based on direction from the Commission meeting of December 18, 1998. [a 10 1 tihlleftwl-1 01 UFA It 1 :11 ;1 of -A 9 ft The options available to the Commission include: 1 Direct the preparation Commission; or 2. Take no action. of correspondence as deemed appropriate by the Mark Weiss, Assistant City Manager c: cu1tstaffjan98-04.wpd T-itit 4 4 Qumrcv 78-495 CALLE TAMPICO — LA QUINTA, CALIFORNIA 92253 - (760) 777-7000 FAX (760) 777-7101 TDD (760) 777-1227 )anuary 9, 1998 Mrs. Alice Bailes Bell PO Box 1057 La Quinta, CA 92253 Dear Mrs. Bell: The Cultural Commission would like to extend congratulations to you on your recent admission to the Poetry Hall of Fame. You are to be commended for creating literary works worthy of such an honor. I am sure you will continue writing, and we may be hearing about more of your accomplishments. I hope SO. Sincerely, K?lay at rerynK. �Hull, Chair Cultural Commission KBH:pjs pe MAILING ADDRESS - P.O. BOX 1504 - LA QUINTA, CALIFORNIA 92253 0 t LA QUINTA, CALIFORNIA 92253 (760) 777-7000 78-495 CALLE TAMPICO FAX (760) 777-7101 TIDD (760) 777-1227 January 9, 1998 Mrs. Honey Atkins 52-470 Avenida Madero La Quinta, CA 92253 Dear Honey: We always knew who you were, but now the world knows! The Cultural Commission extends its congratulations to you on being recognized for your achievements by being listed in the recent "Who's Who" publication. I know how special that first listing is. Savor the moment. Knowing you, that is another in a series of acknowledgments you will receive as you continue your good work in the community. We're proud to know you. Sincerely, 1�1(allltl'l rw.. I I Kathryn B. Hull, Chair Cultural Commission KBH:pjs MAILING ADDRESS - P.O. BOX 1504 - LA QUINTA, CALIFORNIA 92253 Date: January 22, 1998 To: Cultural Commissioners From: Kathryn B. Hull, Chair RE: Request from Parks & Recreation Commission The Parks & Recreation Commission is hosting a community picnic on Saturday, April 18'. The Commission has invited our Commission to join them in presenting some type of cultural event(s). We have been told we have carte blanche to plan something which would appeal to all segments of the community. If we are interested in participating with them, I request this item be on the agenda for our next meeting so we can make plans for it. Meanwhile, we can be thinking of what type of "cultural events" we would like to present, and if estimated costs can be determined we need that information also. REGULAR MEETING OF THE ART IN PUBLIC PLACES COMMISSION A regular meeting held at the La Quinta City Hall Session Room 78-495 Calle Tampico, La Quinta November 3, 1997 This meeting of the Art in Public Places Commission was called to order by Chairman Walling at 3:12 p.m., who asked Commissioner Reynolds to lead the flag salute. Chairman Walling asked for the roll call: I. CALL TO ORDER: A. Present: Commissioners Chappie, Kennedy, Klein, Reynolds, Shamis, and Chairman Walling. B. It was moved and seconded by Commissioners Chappie, Klein, Reynolds, Sharnis and Chairman Walling. It was moved and seconded by Commissioners Reynolds/Shamis to excuse Commissioner Kennedy. Unanimously approved. (Commissioner Kennedy and Chairman Walling both arrived late.) C. Staff Present: Community Development Director Jerry Herman and Executive Secretary Betty Sawyer. 11. PUBLIC COMMENT: A. Ms. Gwen Hughes introduced herself as a local artist and gave a presentation on her artwork. She asked to be included in the City's Art Bank. III. CONFIRMATION OF THE AGENDA: Confirmed. IV. CONSENT CALENDAR: A. It was moved and seconded by Commissioners Klein/Chappie to approve the Minutes of July 30, 1997, as submitted. Unanimously approved. B. Commissioner Klein asked that the Minutes of September 8, 1997, be amended on Page I Item V.A. I. typo; Page 4, Item 7 and Item 9, she was not present at the meeting and could not have seconded the motion; and Page 4, VII.A. correct the typo. Commissioner Kennedy. asked that Terrie Trevisio's name be corrected wherever it appeared and on Page 4, Item 7 correct the spelling of "identifying". There being no further corrections, it was moved and seconded by Commissioners Klein/Reynolds to approve the Minutes of September 8, 1997, as corrected. Unanimously approved. APP 11-3-97 Art in Public Places Commission Minutes November 3, 1997 C. It was moved and seconded by Commissioners Kennedy/Klein to approve the financial statement as presented. V. BUSINESS ITEMS: A. Presentation by Terry Crum.12 on the Communi1y Garde Vice Chairman Shamis introduced Ms. Crump who gave a presentation on the Community Garden project in the Coachella Valley. 2. Ms. Crump stated she was working with Steve Merritt who has formed the Community Garden of Coachella Valley in 1995, as a nonprofit organization with a mission to set up and establish organic community gardens. This is to be accomplished in a variety of ways. First is a true community garden which is a garden area in a community run by individuals in the community. It is driven by the community and not ftinded by any organization. They will also be starting educational gardens in the schools and she went on to explain the schools they were working with. They are also looking into developing therapeutic gardens as a large amount of study is being done on the advantages of gardening for certain types of cancer patients. In November they will be opening a garden at 42' Avenue in Berinuda Dunes to be used as a community garden for the Foundation of the Retarded. Presently, they are trying to get into the communities to explain the project and gain support. Some issues they are working with are security and fencing. The produce of the garden is not necessarily the produce, but a unit that will grow a community. 3. Community Development Director Jerry Herman asked the size of the garden in La Quinta. Ms. Crump stated it was a I 0-foot by I 0-foot lot. The layout has not been determined to date. A grant application was submitted to the Cultural Commission for ftinding. Their first choice for location is behind the Senior Center. They are currently organizing and holding classes on how to grow produce in the Valley. In the three years the class has been held, they will have graded 165 people. 4. Commissioner Sharnis asked if there were any plans to work with the Boys and Girls Club. Ms. Crump stated there was a lot of partnering programs that was available as well as funding for creating jobs for the students. Discussion followed how the garden was being developed and used. APPI 1-3-97 Art in Public Places Commission Minutes November 3, 1997 5. Commissioner Klein asked how much money was needed to start the program. Ms. Crump stated it depended on the location of the property and the stipulations placed on the property. She went on to explain all the items that had been donated. 6. Chairman Walling thanked Ms. Crump for her presentation. C. Discussion with Ra ,y Lopez regarding the landscaping of the Bear Creek Channel Community Development Director Jerry Herman informed the Commission that Mr. Lopez was unable to attend this meeting and asked that this item be continued to the next meeting of the Commission. 2. It was moved and seconded by Commissioners Shamis/Chappie to continue this item to December 1, 1997. Unanimously approved. D. Review of the Art in Public Places Ordinance Community Development Director Jerry Herman reviewed the ordinance with the Commission and asked for their direction. He informed them that Section 2.65. 0 1 O.B. -Intent and Purpose would be corrected to conform with the current General Plan policies. 2. Section 2.65.030-Definitions. Commissioners asked that softscaping and illumination/lighting be included under Subsection D. 3. Section 2.65.040-Formation and functions of the Art in Public Places Commission. Commissioners asked that Subsection C.-Commission Functions, a new section will be added to identify education and community projects. Subsection C.5 be amended to state the Commission will meet monthly "or as needed". 4. Section 2.65.060-Projects subject to Art in Public Places Program Requirements. Add language to require a percentage of the project be allocated to some design feature in the project. Consideration given to giving a percentage of the Transient Occupancy Tax to art. 5. Section 2.65.070-Processing of arts application. A statement added to require the developer to inform staff how art will be integrated into the project at the time an application is submitted. APP 11-3 -97 Art in Public Places Commission Minutes November 3, 1997 6. Section 2.65.090-Development Fee. Staff to review and make a recommendation to the Commission. 7. Section 2.65.1 10-Art in Public Places Fund. Clarify that landscaping and lighting can be the artwork in addition to the accessories to an art piece. Administrative expenses will defined to include publicity, staffing, dedications, workshops, public education, consultants, increase administrative expenses to 10-percent (10%), and any item identified as a function of the Commission. Increase the number of years the money must be used before being returned to the person or entity who paid the fee to four years. 8. Add temporary art to the ordinance wherever it is applicable. VI. CORRESPONDENCE AND WRITTEN MATERIAL: None VII. COMMISSIONER ITEMS A. Review of the Artist Partnership Day. Community Development Director Jerry Herman reviewed the days activities and Commissioners remarked how well all the events had been handled. B. Next Meeting: I . Identify other locations, buildings for artwork. 2. Discussion of the APP ordinance. VIII. ADJOURNMENT There being no further business, it was moved and seconded by Commissioners Kennedy/Shamis to adjourn this regular meeting of the Art in Public Places Commission to a regular meeting of the Art in Public Places Commission on December 1, 1997. This meeting of the Planning Commission was adjourned at 4:57 p.m. Unanimously approved. APPI 1-3-97 c&ty/ 4 *P Q&& MEMORANDUM TO: Cultural Commission FROM: Mark Weiss, Assistant City Manager DATE: January 22, 1998 RE: Coachella Valley Association of Governments (CVAG) 2020 Plan At the December 18, 1997 Commission meeting, Commissioner Benay, under Commissioner Items asked about the status of CVAG's 2020 Plan. Staff contacted CVAG and received a copy of the "Project 2020 Summary Report" that is attached for your use. If you have any questions, please call me at 777-7035, or Britt Wilson at 777-7041. Attachments: Project 2020 Summary Report Project 2020 Summary - 1=1 CVAG Coachella Valley Association of Governments October 2 7, 199 7 Coachella Valley-=,2020 Ap face ol OubtanIng Iwauty and environmentalqualty—prolected mountaini, Jejert relugej, excelInt air quality, anJ ju#cient'andl cLan water* -A increaJed year-rounal Poru bion wit4 a 4ig4 quality ol hA ad diverJej Career - oriented n1nVloyment oplgortunitiej. 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Table of Contents Item Executive Summary ............................................................. PROJECT 2020 SUMMARY REPORT Ewe ii Project 2020: Defined, Phases, and Objectives ...................... I ........... 1 • Defining Project 2020 .......................................................... 1 • Project 2020 Phases and Objectives .................................... I TheOutreach Effort .......................................................................... 2-4 0 The Phase One Work Program ............................................. 2 0 Highlights of Phase One ....................................................... 2 0 Quality of Life Survey ......................................................... 3 Iv. The Vision Statement ........................................................................ 4 0 Coachella Valley-2020 Vision Statement ............................. 5 V. Phase Two: Short Range Project Elements ....................................... 6-15 A. Fastrack Processing Study .................................................... 6 B. Video Outreach ..................................................................... 7 C. Downtown Revitalization ..................................................... 9 D. PageALERT Demonstration Project ..................................... 10 E. MSHCP Support ................................................................... I I F Coachella Valley All -agency Radio System (CVARS) ........ 12 G. 1- 1 O/SR 86 "Gateways" Corridor Study ............................... 13 H. Traffic Signal Stichronization Plan ....................................... 14 V1. Follow-on Project Elements ............................................................. 16-17 A. CVEP Grant Support for an Alternative Fuels Research Center .................................................................... 16 B. Passenger Rail Service For the Coachella Valley ................. 16 Attachments: I. Kick -Off Event Article .................................................................................. 18 2. Summary of Community Input ..................................................................... 19 3. Steering Members and Participants .............................................................. 22 4. Project 2020 Retreat ...................................................................................... 23 5. Quality of Life Summary Results ................................................................. 26 PROJECT 2020 SUMMARY REPORT L EXECUTIVE SUAWLARY Project 2020 began in 1995 as an effort to define a vision for the Coachella Valley for the year 2020 and begin implementing that vision. The "vision" is more than words on a page, it is a belief about the kind of place that the Coachella Valley should and will be in 25 years. A belief that takes into account the expectations of today's generations while protecting and enhancing the quality of life for tomorrow's generations. Project 2020 was a collaborative effort, spearheaded and managed by the Coachella Valley Association of Governments, and involving SunLine Transit Agency, the Palm Springs Desert Resorts Convention and Visitors Bureau, water and school districts, Indian Tribes, the Desert Sun, and a host of other agencies and organizations. There were two phases to the Project 2020 effort. The first was the out -each effort that culminated in establishing a vision for the project. "Outreach" included developing a video, presenting to community groups, surveying voters, conducting focus groups, holding a kick-off dinner event and hosting a stakeholders retreat. A steering committee, chaired by Councilmember Jean Benson, helped direct the outreach efforts. The second phase of the project involved actually implementing projects which help achieve the vision. CVAG's funding for Project 2020 came from state and federal transportation planning funds. Consequently, all implementation projects funded by the effort had to have a link, or nexus, to transportation. Ten projects have been initiated, assisted, developed and/or completed: N Development Fast -Track Processing Study - at the request of the Coachella Valley Economic Partnership, a study of barriers and opportunities for improving development processing regionally was undertaken. 0 Video Outreach Demonstration Project -video teleconferencing machines were purchased and installed to link the nine cities, county of Riverside, CVAG and SunLine to one another and to the rest of the world. E Downtown Revitalization Effort - began as an effort to take advantage of available inftastructure capacity in older downtowns and catalyzed Senate Bill 71 which, had it passed, would have allowedjurisdictions to transfer redevelopmentfunds. 0 PageALERT Demonstration Project - cutting edge technology designed to enhance communications during emergency situations, particularly for the general public and particularly when power is not available. ii PROJECT 2020 SUMMARY REPORT 0 Muld-Species Habitat Conservation Plan - an ongoing effort to providefor the protection of endangered and threatened species and at the same time facilitate development. 0 Coachella Valley All -agency Radio System (CVARS) Demonstration Project - an effort designed to allow in the field interagency communications for law enforcement (ruled ineligible by Caltrans, fundingfor the effort has comefrom other sources). 0 I-10/SR 86 "Gateways" Corridor Study - a study that will provide a powerful, attractive, and visual statementfor the Coachella Valley through design and landscaping at regional interchanges. a Traffic Signal Synchronization Feasibility Study - an examination ofhow traffic signals could be synchronized across the Coachella Valley to alleviate congestion, reduce travel times and improve air quality. 0 Support to the Coachella Valley Economic Partnership for Developing an Alternative Fuels Research Center Grant - a program designed to bring a research center to the Coachella Valley. 9 Passenger Rail Service Feasibility Program - a program designed to evaluate alternative transportation technologies andfinding sourcesfor passenger ground transportation. These projects, plans and programs target just a few of the aspects of the broad vision for quality of life in the year 2020 in the Coachella Valley. Implementation of these efforts show that the Coachella Valley continues to work together to solve issues of regional importance. PROJECT 2020 SUMMARY REPORT Ig. PROJECT 2020: DEFINED, PHASES, and OBJECTIVES: M-P-MEM-TE, 1=1 I Project 2020 began as an effort to develop a broad vision for the Valley for the year 2020, and implement pieces of that vision immediately. Some of the questions raised in this. effort to develop the vision included: • What will the Coachella Valley look like in the year 2020? • What will be the employment opportunities? • What growth issues will the Valley face? • What public infrastructure needs will emerge? • What roles and new responsibilities will challenge government? • What new economic business opportunities may appear for the Valley? • Will new technologies emerge that will impact the way residents live and do business? • What quality of life issues will residents face? • Will public safety needs dominate in the future? • How will the transportation infrastructure cope with a forecasted increase in population from 265,000 in 1995 to nearly 500,000 by the year 2020? Project 2020 was a long term strategic planning effort with a short term action plan. The project's conception involved all three Joint Power Authorities in the Coachella Valley: The Coachella Valley Association of Governments (CVAG), SunLine Transit Agency, plus the Palm Springs Deserts Resorts Convention and Visitors Bureau. CVAG provided overall project management. Involvement from all other elected bodies in the Valley was also solicited, including water, school, land special districts, and the Indian Nations. Project 2020 was fimded through a grant from the Rive ' rside County Transportation Commission (RCTC) and the Southern California Association of Governments (SCAG). To develop the vision for the year 2020 the number of questions narrowed to three general questions: (1) What are we going to be like in the year 2020? (2) How are we going to get from here to there? (3) What priority actions are we going to achieve by the year 2000? To answer these questions the project was divided into two key phases. Phase One consisted of developing the vision. Phase One involved defining the vision out to the year 2020 and identitring short term priority actions to help realize the vision during the next five years. Phase Two involved implementing immediate short range project elements. The time line for Phase One was the Spring of 1995 until March 1996. Phase Two project elements were initiated after April 1996 until their general completion by the end of September 1997. PROJECT 2020 SUMMARYREPORT Two project elements were exceptions to the Phase Two general time line. The I-10/SR 86 ,,Gateways" Corridor Study and the Video Outreach projects elements will continue beyond September 1997. The Video Outreach project is designed as a two-year demonstration project. The 1- 1 O/SR 86 Gateways Corridor Study is a long term project to develop the themes for the gateway corridors. Additionally, two follow-on project elements emerged and have been added to Project 2020. The first is "CVEP Grant Support for an Alternative Fuels Research Center". The second is ,,passenger Rail Service for the Coachella Valley". 111. THE OUTREACH EFFORT The Phase One Work Prognam: Phase One began with a series of public participation efforts designed to identify the Valley's priority quality of life issues. Identified issues provided the fi-amework for the vision of the Valley in the year 2020. The region's elected leaders fine-tuned strategies for Phase Two based on community input. Phase One activities included public meetings, hearings, workshops, focus groups, and the like. Specific tasks completed during Phase One included: • Development of a Project 2020 Video. • A Project 2020 Kick-off Meeting. • Focus Groups were conducted. • Project 2020 workshops were held. • An elected official/community leaders and stakeholders retreat was held. • The Vision Statement and action plans were developed and refined. Highlig_hts Qf Phase One included- 0 Project 2020 Video: A ten minute video describing the goals of project 2020 was presented to various groups to assist in collecting video inputs. This effort was designed to help the audiences think about which specific quality of life aspects were important to them. The Project 2020 Kick-offMeeting: Hosted by Peter Ueberroth, the event highlighted the need for the Valley to take action to meet the needs of the next century. Peter Ueberroth emphasized the requirement for the Coachella Valley to add another financial leg to its economic base to complement tourism and agriculture. Diversify or fail was the message echoed throughout the event. (See Attachment I for additionol details.) 0 Public Outreach Efforts and Community Input: Various presentations to city pl i g cornmissions, city councils, public questionnaires, surveys, focus groups, town hall meetings, etc., occurred during this period to support the effort to define the vision. Many participants picked up upon one of Peter Ueberroth's themes to build a third leg of the 2 PROJECT 2020 SUMMARY REPORT economic stool. With the already strong tourism and agricultural base, a third industry (or industries) can diversify the economy. Most participants agreed that the industries ought to be clean, high-tech or so-called light industry. (See Attachment 2fora summary of inputs.) 0 Development ofa Project 2020 Steering Subcommittee: The 2020 Steering Subcommittee was comprised of elected officials and community leaders. The Steering Committee, led by Councilmember Jean Benson, City of Palm Desert, worked to focus the various community inputs into general themes. The Committee also provided direction in developing the Vision Statement, established criteria, and participated in selecting the short range projects to be implemented during Phase Two. (Note: Participating members of the Project 2020 Steering Committee are listed in Attachment 3.) 0 Project 2020 Retreat: Attended by governmental, business, and other community leaders, the retreat addressed key issues and the strategic vision, a review of community outreach efforts, and a discussion of priority issues requiring immediate actions. Elected officials and community leaders addressed various growth, economic development, regional needs, public safety demands, ftiture education needs, and transportation issues during the retreat. (See Attachment 4for a summary of notesfirom the Project 2020 Retreat.) 0 Development of the Vision Statement: What will or the Coachella Valley be in the year 2020? What will be the Valley's priorities and strengths? The Vision Statement was designed. to answer these and several other questions. (Note: Section IV discusses the Vision Statement in more detail.) 0 Quality of Life Survey: A key part of the outreach effort involved extensive public outreach efforts, including focus groups and town hall meetings. A variety of quality of life dimensions (public safety, environment, etc.) surfaced from these efforts and were prioritized. Since Project 2020 fimds could only support transportation -related. planning, implementation ofpriority projects would require other sources of funding. To determine public receptivity to various projects and programs, plus their required fimding, a public opinion survey was conducted. The survey was designed to address the following: (1) transportation and traffic, including public understanding/evaluation of Measure A, (2) recreational, conservation and other types of open space, and (3) libraries and other cultural resources. Six hundred voters in Riverside County were interviewed in a random sample taken between January 6-8. 1997. Responders were screened for voter registration, and whether or not they voted in the general election in November of 1996. The sample was balanced according to all known demographic factors. All interviews were conducted by telephone. The margin of error for the survey was about 4% with a 95% confidence level. (Attachment 5 provides a more detailed summary of the Quality of Life Surveyfindings.) PROJECT 2020 SUMMARY REPORT Generally, the survey suggests that quality of life issues are important to area residents who are interested in preserving the region for themselves and fidure generations to live, work, and play. The survey also indicates voters are concerned about the future of Riverside County. Seventy-four percent (74%) indicated a concern that the area is growing so fast, they are afi-aid it is becoming like Los Angeles or Orange County. How to balance the concerns expressed by the voters, yet meet the demands of growth, plus provide needed services to satisfy the quality of life issues will remain the challenge for governments and the community to resolve as -the year 2020 approaches. Iv. THE VISION STATEMENT From the inputs received during the Outreach Effort, the Project 2020 Retreat, the Project 2020 Steering Committee, community leaders, and CVAG elected officials, the Project 2020 Vision Statement for the Coachella Valley was developed. When asked "What should the Coachella Valley be like in the year 2020? ", key themes expressed resulted in the Vision Statement as shown on the next page. Whether the Coachella Valley is one's home, a vacation retreat, or a place of business, the Coachella Valley should be a place that provides outstanding systems, services, and opportunities for all. 4 Coachella Valle-y,,2020 Irlsion staiemene Jr lace ol oublatbg. 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Wrant governmenb w4ic;4 are reJpon3LVe to / api uut'vidual, neig&rLoal, anJot1wrjuri3JzcUon3'neecL andrecognize ana c lahze on opportunitie3 Ar cooperation. A 31tort, a (foacAtelfa VaILY t1tat LA On t1w dr-ngtlO inIterent in ib g—grapI.J ,vmtec/3 tIw qualttie3 t4at irouy4t 1.7eork 1wre in t1w jjr6t place anal provide3 OubtanIny 3y.41em3, Jervice3 anj opportunitie3 Ar JL3e u1L ca#&3 t1wir Itome Ilteir vacation retreat or t1wirplace oliwinem. PROJECT 2020 SUMMARY REPORT ,V. PHASE TWO: SHORT RANGE PROJECT ELEMENTS. With a completed Vision Statement and inputs from outreach efforts, Project 2020 turned to specific activities that could be accomplished immediately to satisfy the vision. A summary of the short range project elements follows: A. THE FAST-TRACKPROCESSINGS7TIDY (Product produce& Draft Feasibility Study Report for development application fast-trackprocessing.) a IZ" 'al This study reviewed the permit processing procedures in each jurisdiction and gauged the applicability of a regional fast -tract processing approach. Tera Nova Planning & Research, Inc. was selected to complete the study. The Fast -Track Processing Study evolved from a request from the Coachella Valley Economic Partnership (CVEP) to examine ways to accelerate development of the 66economic third lee' as described in the Vision Statement. Popular community input suggestions encouraged combining economic development efforts where and when possible to build on the strength of the entire Valley. The fast -track application processing concept is one which is utilized by many jurisdictions as a means of accelerating development andenvironmental review, necessary documentation and conditioning of applications, completing public notification requirements, and taking priority projects though the public hearing process in the most expeditious manner possible. Tera Nova planning & Research examined the current process among CVAG jurisdictions and the local Native American Tribes. Summary perspectives from this study included the following: 0 Gene : The CVAG jurisdictions had all been motivated to implement the expeditious application processing procedures where possible, within the judgement of the decision making bodies and their legal counsel. While their was some variation on how particular issues are addressed, especially CEQA review and notification, and public hearing notification, there is a close correspondence between the various jurisdictions. 0 Obstacles to a common fast -tracking "r cedures: T"here were both functional and institutional barriers to implementation of a common fast -track application procedure. While closer coordination and cooperation were suggested, it was doubtful that efforts to integrate Tribal development and local government application processing into a uniform procedure will be possible. With regard to County and incorporated cities, there were generally few differences in how fast -track procedures were implemented. 6 PROJECT 2020 SUMMARY REPORT 0 Recommendations for common fast -track rocedures: Not withstanding the above mentioned difficulties in establishing and implementing a uniform fast -track application processing procedure, there were many areas where commonality could be pursued and offered to CVAG members as alternatives to streamline the processing of economically important development applications. A summary of these from the report included: 0 Adopt formalized fast -track processing policies and procedures. 0 Accelerate the CEQA review process. 0 Accelerate the CEQA public notification process. 0 Conduct concurrent noticing of public hearings (non CEQA). 0 Conduct joint public hearings. B. VIDEO OUTRE4CH (Products produced.- Five sites received "Concord" video conferencing systems. Twelve sites received "Swift" systems.) ,.A(11. ILIAL-4 Z1.1.Z11 hZa9V.0t1JZVe4, aaalCOMXAIM�4, In response to the challenge of air quality and mobility, public policy of southern California local governments, the State of California, and at the federal level is to increase the use of communication networks to move information instead of persons and goods. The deployment of communication networks, related to government services have been for public safety, health, planning, transportation, education, judicial, legislature, housing and other specific government areas. The federal government has begun bold steps to implement video- conferencing on a nationwide scale. It is anticipated that within state and local governments a communications highway of multiple technological forms will grow allowing all government groups to interface with their constituencies in real time and with significant savings. The mission of the CVAG Video Outreach was to demonstrate people's mobility can increase through transportation communications technology. The goal was to see how trip behavior can be changed by video conferencing technology available at strategic locations throughout the region. Due to the long distances between the Coachella Valley and metropolitan Los Angeles, the use of video conferencing could connect governmental agencies and others to activities in Los Angeles, as well as other places, without having to travel there. A simple example how video conferencing could be applied was evident just by looking at CVAG's interface with SCAG. To attend a SCAG two hour meeting (starting at 10:00 am) Los Angeles requires drive of over 100 miles through the heart of the Los Angeles congestion nightmare, PROJECT 2020 SUMMARY REPORT or by using the Metrolink trains. While taking Metrolink trains bypasses congestion through Los Angeles, a person still must drive nearly 70 miles to either the Riverside station or San Bernardino station, and coordinate the entire trip around the Metrolink schedule. The end result requires an entire day commitment from the individual to attend a meeting at SCAG. Using video conferencing, the travel time would be eliminated. A CVAG Video Conferencing Task Force was established to develop the specific design of the region -wide demonstration project for video conferencing. Recommendations on the -project description, ground rules, program plan, schedule, cost estimates, and data collection estimates were passed on to the Technical Advisory Committee and approved by the Executive Committee. Staff also worked with the Southern California Association of Governments Executive Director to review the project and receive feedback. SCAG supported the effort as a way to achieve "hard" data for various assumptions to be incorporated into the Regional Transportation Plan. The project was designed as a two-year demonstration project with a skeletal network (20% of what is required) that will demonstrate how local government agencies can conduct their business in accordance with state laws. CVAG was the first subregion in the SCAG region to attempt a subregion -wide video conferencing outreach project. Efforts gained from this activity should help other subregions evaluate video conferencing for their own needs as well. Video ConferenciMSyStem Elements: The Concord Sjatem: Video conferencing demonstration equipment was installed at five sites throughout the Coachella Valley: City of Cathedral City, City of Palm Springs, County of Riverside (at Indio), CVAG, and SunLine Transit Agency. All five sites were "wired" to receive a full -motion viewing capability. This full -motion viewing capability requires three "ISDN" communication lines for the site. The Concord Video Conferencing System consisted of the conferencing unit and a thirty-two inch monitor. The Concord system was designed to provide large group video communication needs or for demands where full -motion viewing is necessary. Yhe Swift Sutem: A total of twelve sites also received video conferencing units which could operate using only one ISDN line. The Swift system was designed for desktop computer interface communications or for small group video communication needs. The swift system does not provide full -motion viewing capabilities because of the limitation of using only one ISDN line. Each CVAG jurisdiction received one Swift system. Receipt of video systems (for both system types) included necessary communications "wiring" and training. The remainder of the Video Outreach project will focus on the various applications among governmental agencies, potential uses by businesses, and continued data collection for SCAG. 8 PROJECT 2020 SUMMARY REPORT C. DOWNTOWNREVITALIZ4TION. increa-4ed rap-rounal popubion wid a k9l quaby ol ILA and I'verie, career-ortentealem ployment opportunilie.4..." Revitalizing downtown districts emerged as one of the implementation programs in response to concerns about "leaving downtowns behind", "poor communities becoming poorer" and disparities between the central Coachella Valley and its southeastern and northwestern ends. It also enierged in response to concerns about utilizing existing infrastructure to the fullest, before spending resources on new infi-astructure. That was particularly a concern with the transportation system. Many older downtowns have adequate transportation capacity to accommodate new growth, without building expensive new roads and bridges. At the same time that the Project 2020 strategic plan was being developed, the Southern California Association of Governments was promoting "livable communities." Livable communities are integrated ones, with residential, commercial and employment land uses tied together in a "fine grain", interconnected, transportation network which encourages walking and utilizing transit. While creating "livable communities" is largely the responsibility of each local government in the Coachella Valley, the 2020 vision statement does address linking transportation and infrastructure with other quality of life concerns. In case after case, the question of how to revitalize aging downtowns turned to how to infuse resources into these downtowns to encourage development and redevelopment. Historically, federal and state sources of funding, albeit relatively small, were available for downtown revitalization. They are not today. Local government coffers in the areas that need revitalization are also empty or nearly empty. The one source of funding for revitalization in the Coachella Valley that is relatively robust is redevelopment. However, those jurisdictions generating significant redevelopment funds are often not the jurisdictions with older downtowns. A mechanism and incentive to transfer funds from those with funding to those who could use funding to revitalize downtowns was needed. Senate Bill 71, authored by Senator Kelley, was developed to provide such a mechanism. S.B. 71 would allowjurisdictions in the Coachella Valley to transfer housing set -aside funds in their redevelopment agency to another jurisdiction in exchange for "credit" towards meeting their housing obligations. While S.B. 71 was developed out of Project 2020, it was not a Project 2020 effort. The federal funding that fueled Project 2020 could not be used to lobby legislation. Consequently, after the need was identified and the concept developed, a separate funding source 9 PROJECT 2020 SUMMARY REPORT was created. Each Coachella Valley Association of Government member jurisdiction contributed rnorlies for lobbying on S.B. 71. Due to vigorous statewide and some local, but well-connected, opposition, S.B. 71 did not pass out of the Assembly during 1997. D PAGEALERTDEMONSTRATIONPROJECT (Products produce& Development of a Coachella Valley PageALERT tailored s tem, test, and evaluation of the PageALERT System for future implementation in YS the region.) '11111k- i1Z1vW117W1m1W, _401W210-4, Z�Mlilllied 11=1JMJ1abZ oar aL14 In December, 1996 the CVAG Executive Committee authorized the PageALERT Demonstration Project to go forward. The key reasons supporting this decision were: (I) To improve public safety, (2) to create a management tool for the transportation inftastructure during emergencies, disasters, construction, and (3) to help reduce the cost of disasters and emergencies. Government is charged with the responsibility to provide effective and efficient disaster/ emergency response efforts to minimize the effects of disasters upon the public. In accomplishing this task, emergency services professionals focus their efforts in three key areas to maintain public safety. These are developing pre -disaster preparation efforts, implementing efficient response actions, and implementing effective recovery efforts after the disaster or emergency. A common theme in all three areas is the continual need to provide efficient, timely, and direct communications to the public. A well-informed public during an emergency, disaster, and/or transportation event helps minimize the potential impact of the emergency or disaster on the individual, and enables the recovery effort to proceed in a timely and efficient manner. When efficient communications are not present, the mitigation and response efforts do not occur as effectively. The result leaves communications during emergencies, disasters and/or transportation events as a weak -link in emergency management and transportation operations. Communities have spent millions of dollars to improve their ability to combat natural disasters. Yet, for all these improvements one glaring problem area remains - the inability to provide timely and accurate emergency information to the public. Effective responses or proactive measures continue to be hampered. At the core of this problem is a simple fact that existing communication systems are power dependent. The PageALERT Demonstration project was the attempt to remove this last barrier in emergency management communications and improve public safety/recovery efforts. The project examined how well the PageALERT System could be integrated with other emergency management communication systems and issues to integrate the System into a multi -jurisdiction community. 10 PROJECT 2020 SUMMARY REPORT The PageALERT System consists of a Launch System and specially designed message ivers. The Launch System is locally controlled by emergency services professionals. The NO Launch System operates from a Pentium -based computer which contains the specialized communications software. The Launch System can operate from a notebook -style computer enabling the entire PageALERT System to be portable. The message receivers are about the size of a household thermostat. The message receivers fimction like a smoke detector that receives Messages. They operate via a standard power wall outlet, and can operate for several days if power is lost. They are designed to be portable as well enabling a person to take the receiver with them Oke a radio) if they have to evacuate the area. In the event power is lost, the PageALERT System can continue to send out emergency communications to the public when other forms of mass communications are not available. Development of the Launch System consisted of involvement and planning by emergency services professionals to complete necessary programming of the PageALERT System. The pageALERT System contains several types of communication levels from general public all -calls to an internal user group for primary emergency responders. SunLine Transit Agency was selected to be the host -site for the Launch System during the Demonstration Project. From January to April 1997, emergency services professionals worked together on the PageALERT Demonstration Team (PDT) to complete system requirements. During May through July 1997 the PDT began initial tests of the baseline system. On August 11, 1997, emergency services professionals unveiled a working baseline system to the public and media for their review and evaluation. Future efforts will involve implementation refinements and expansion capabilities. A governmental implementation phase has been proposed to refine operational procedures before public procurement of message receivers begins around January 1998. E. MSHCPSUPPORT (Products produce& Support continuing research and program efforts to develop the MSHCPfor the Coachella Valley.) ",,�vL.v 010U1_41aJZ4 &lewly ,2�_4AW f VIM ,4W-4, &rcrltloal a,4- f malil 'y, analda I;Pnl The Multiple Species Habitat Conservation Plan (MSHCP) was initiated after endangered species impacts emerged during the Cook Street and Monterey Avenue interchanges planning and construction. Resource agencies initially imposed very costly mitigation measures, but later agreed that the development of a MSHCP would satisfy the mitigation for the two projects. Since that agreement was reached, a MOU has been developed and adopted to guide development of the plan. The MSHCP project has now moved into the plan development stage which includes the undertaking of biological surveys, GIS mapping, data analysis, and public participation. 11 PROJECT 2020 SUMMARY REPORT Funding for the MSHCP originated from a number of sources. Now in its second full year, project 2020 fimding aided the MSHCP by enabling required research and plan development efforts to continue after a grant from SCAG ended. An agreement with the Coachella Valley Mountains Conservancy has been approved to: 0 Prepare agendas, and facilitate meetings of the Project Advisory Group and -its subcommittees. 0 Coordinate and participate in Geographic Information System (GIS) activities for the MSHCP. 9 Coordinate data gathering for the MSHCP, including biological, land use, ownership, and geographic information. 0 Develop and implement a public information campaign and coordinate public workshops. 0 Develop preliminary reserve designs and prepare the habitat conservation plan. 0 Coordinate the development of requests for proposals, scopes of work, and the retention of consultants for additional biological surveys, and an economic impact analysis. Remaining activities would be dedicated for additional GIS work to analyze information which has already been gathered through biological surveys. The fimding support covered a portion of the total requirements to develop the MSHCP. However, it was critical to continue the plan development effort until additional fimding could be secured. Tbrough the Project 2020 funding support, the MSHCP effort continued and additional funding support was obtained from the Natural Communities Conservation Planning (NCCP) Act. F. COACHELL,4 VALLEYALL-AGENCYRADIO SYSTEM (CVARS) (Productsproduced: None. Yhe project was ruled ineligible by Caltransfor Project 2020 monies to be used in support ofthe project.) " _,�vLr &11W lime Imm andla M-4 ,pondi.W '44-AW Z-ZW Coachella Valley law enforcement agencies identified a continuing problem of disjointed communications which evolved from each agency implementing communication systems that operate on different frequencies and bands. At the time these systems were introduced, the Coachella Valley was not the integrated metropolitan area it has become today. However, with the tremendous growth, the issue of disjointed communications has become more sensitive and hampered efficient delivery of public safety services. As the population continues to grow, the 12 PROJECT 2020 SUMMARY REPORT disjointed communication problem will only become worse and continue to negatively impact policing capabilities. The CVARS system had the capability to work around these issues and enable unified communications to occur among the various law enforcement agencies. Funding support was intended to provide participating cities the needed funds as a degionstration. project to procure required equipment and software for the CVARS system to operate. The California Highway Patrol (CHP) would provide required upgrades to their Avtec conimunication system as a funding match. Although CVAG attempted to convey the transportation benefits CVARS could provide, the CVARS project was ruled ineligible as an element of Project 2020. Caltrans cited that the procurement of CVARS equipment was outside ,,the bounds of use" for the Project 2020 transportation planning monies. After the project was ruled ineligible, the participating law enforcement agencies continued efforts to self-fand the CVARS project for the Coachella Valley. G. I-101SR 86 "GATEWAYS" CORRIDOR STUDY (Products produced: Stakeholder workshop to determine interest and development of directions to pursue.) .11 1.1.4 J111 /I liani �Waz analmCogn-&-- aml CVAG's regional Arterial Program calls for twelve new or improved interchanges along Interstate 10 and SR 86. In addition, six other interchanges exist that could merit improvements beyond the year 2010. Anyone traveling along I-10 and SR 86 today will see stark gray concrete structures and billboards. However, the interchanges act as gateways to the Coachella Valley. The question this project element was designed to address was how can the I-10/SR 86 corridor be improved to better represent the quality of life residents experience in the Coachella Valley. The City of Phoenix had successfully addressed this problem with participation from a wide variety of agencies and organizations. Through the use of desert landscaping, nionumentation art, sculptures, interchange art designs, etc., the Coachella Valley communities could change the I- 10 corridor into a powerful, attractive, and visual statement for the Valley. Drawing.from an initial study completed by UCLA for the County of Riverside, which examined landscape beautification and other possibilities throughout the I-10/ SR 86 corridor, this project initiated planning and design studies that could be duplicated in the Coachella Valley. Also, based on the successful designs incorporated into the Cook and Monterey Bridge interchanges, the enhancement examples facilitated and encouraged continued corridor program efforts. Because of the magnitude of the project, three cities and Riverside County entered into an agreement with CVAG to produce landscape and design plans for specific locations. Some of the other early accomplishments this project generated included the following: 13 ll E PROJECT 2020 SUMMARY REPORT R adga -w -o The Fut re: This CVAG sponsored workshop sought feedback from T various community stakeholders on ' enhancement opportunities. The workshop provided a review of ideas and projects completed from other areas to generate ideas for our area. 0 DevelQ,pment Qf enhancement guidelines and design -121ans: This phase is currently in progress to develop initial guidance and requirements concerning design parameters. The project is being managed through a joint effort between the CVAG Technical Planning Subcommittee and Transportation Technical Advisory Subcommittee. An agreement has been approved with several local jurisdictions to prepare design plans for landscaping and other enhancements. H. TRAFFIC SIGNAL SYNCRROA72ATIONPLAN (Products produce& A feasibility study addressing the issues, costs, and technical needs to synchronize regional arterials throughout the Coachella Valley.) .111.11y -4 ,W111. 11L1 AWLY 1.11.1.al /I .0.,//I. LI-4 L, anal aA zner PWIM)" aizal camllerla.61,4, aq1n1 lzmzleal aavlmnlo ant'�6'vnmwnlallj- AC-1-4 ... 11 Providing a transportation system which meets the goal of the above Vision Statement element would require millions of dollars directed towards transportation infrastructure improvements through the year 2020. With overall transportation dollars shrinking, congestion levels increasing, and an aging of the transportation system which requires maintenance, meeting the Vision Statement goal will be a challenge for the future. If fimding remains an issue for future transportation infrastructure expansion, then improving the efficiency of the existing transportation infrastructure becomes the next best alternative. CVAG began examining transportation requirements through previous studies which explored meeting ft=e congestion demands, while limiting environmental and air quality impacts. One of the recommendations from the CVAG Multi Modal Transportation Planning Study was to develop a traffic signal coordination plan in the Coachella Valley. The intent of this plan would be to explore if a multi -jurisdictional signal synchronization system which could reduce the congestion along the major Regional Arterials Roadways and improve air quality in the Coachella Valley. Development of such a plan appeared to be the next logical step in satist(ing the Vision Statement The project objective was to develop a master plan for interconnecting traffic signals in the Coachella Valley region that will enable ft-affic signal coordination across jurisdictional 14 PROJECT 2020 SUMMARY REPORT boundaries to reduce vehicle stops, delays, travel time and emissions. The project participants included the cities of Desert Hot Springs, Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio, Coachella, Riverside County, and Caltrans-District 8. The feasibility study provided an inventory of existing signals, identified potential corridors on regional arterials for signal synchronization, evaluated various signal interconnect alternatives and signal systems, and provided design recommendations to achieve regional inter - jurisdictional traffic signal coordination. In total, Valley -wide signal interconnect system improvements would amount to approximately $2.8 million to provide the necessary communication links, computer hardware and software, and the development and implementation of coordinated signal timing. A summary of recommendations and conclusions identifiedfJrorn this study included: Engineering staff of all agencies would need to agree to support a valley -wide signal synchronization plan. 0 Typical signal coordination projects result in a 12-15 percent reduction in travel times, stops and delays as well as in fuel consumption and mobile source emissions. For the short-term, each agency provide and operate its own independent signal system and use WWV time source receivers to maintain a common time base between different systems. In order to accomplish multi -jurisdictional traffic signal coordination, the participating agencies agree to jointly develop signal timing plans and operate signals according to these timing plans. 0 Memorandums of Understanding (MOU) or agreements between participating agencies with regard to signal synchronization, operation, and maintenance be established. 0 A valley -wide centralized traffic control system should be planned for the long-term, if traffic responsive operation is deemed necessary and/or the MOU process is not successful. 0 The Coachella Valley Signal Synchronization Advisory Group (CSAG) should pursue funding to implement the valley -wide signal interconnect master plan via a joint agency. is PROJECT 2020 SUMMARY REPORT V11. FOLLOW-ON PROJECT ELEMENTS The inability to implement the CVARS project and Downtown Revitalization projects as planned resulted in unexpected, available funding for other Project 2020 efforts. Presented to the TAC and Executive Committees during September 1997 were four new project options for the committees to review and evaluate. The final recommendation supported three new project elements: (1) Support to the Coachella Valley Economic Partnership (CVEP) to pursue a grant which would fund a center for alternative fuels research. (2) Provide additional fimding support to the I-10/SR 86 "Gateways"Corridor project. And, (3) Create a funding pool to support bringing passenger rail service to the Coachella Valley. The following summarizes items #1 and #3 described above: A. CVEP GRANT SUPPORT FOR AN ALTERNATIVE FUELS RESEARCH CENTER: This project involves supporting CVEP's grant request to make the Coachella Valley a center for alternative fuels research. CVEP in partnership with UCR and its Bourns College of Engineering for Environmental Research and Technology (CE-CERT) are working together to develop an Alternative Vehicle Propulsion Systems research facility in the Coachella Valley. The purpose of this facility will be to serve as a national focal point for research and development. Focus areas will include advanced transportation technologies, alternative fuels research, and curriculum development and job training. ][he center will serve as an important resource for the Department of Defense automotive research efforts. It is finther envisioned the facility will support economic development in the Coachella Valley by attracting new or existing companies interested in the comm ial application of these research initiatives. B PASSENGER RAIL SERVICE FOR THE COACHELLA VALLEY "14�11blirl--41 AL-M This project is an effort designed to bring passenger rail service to the Coachella Valley and evaluate alternative technologies and funding sources. RCTC completed the "Los Angeles, Coachella Valley, Imperial County - Intercity Rail Feasibility Study" in December 1991 and has been involved in some of the recommendations. One of these includes the Colton 16 PROJECT 2020 SUMMARY REPORT Crossing and continuing to look at track capacity through the Coachella Valley. The Executive Committee has taken previous action supporting the development of an East (Indio), Central (palm DeservRancho Mirage), and West (Palm Springs) rail station facilities. A plan will be developed for approval by the Executive Committee prior to any expenditure of funds for the project. 17 ATTACHMENT I KICK-OFF EVENT ARTICLE PROJECT 2020 SUMMARY REPORT -fhe Desert Sun 0&8her 31. 1995 ACIRMS THE VALLEY U bberroth's advim de for valley. e D wersify wm Whotech base m fth hig �EmNG GOALS Former to wrft baseDall commissionei 6nd L.A. civic booster offers- suggestions for economic success. - The Desert Sun RANCHO MIRAGE — A project to set and reach, valleywide growth and development goals kicked Off Monday night with a sobering warning from the rn-nn who helped' make the 1984 Los Angeles OlYm- pics a success. . Diversify or faiL Peter Ueber- �oth told about 150 civic and -busi- ness leaders from around the Coa- - chella Valley gathered at the Marriott Rancho Las Palma Re- sort to kick off "Coachella Valley Project 2020." `.: He compared the Coachella Val- loy,s financial structure to that of a j�pod missinga. leg. "I believe you are going to fafl, flat out fail in the year 2020 if you don't get one more financial leg,- to complement tour- ism and agriculture, said. Ueber-� roth, 58. * The area must develop clean,' high-tech industry to survive, he, said. "Project 2020" is a jointleffort of the Coachella Valley Association of Governments, SunLine Transit Agency and the Palm Springs De- sert Resorts Convention and Visi- tors Bureau. Planners hope to set b I road goals to be achieved by 2020 and identify projects requiring val- ldywide action. � . Deewt Sm pwis by D-9 ft* FINANCIAL PLANNINM Peter Ue- berroth urges valley leaders to augment agriculture and tourism with high-tech businesses. Ueberroth was president of the' committee that organized the 1984 sim er Olympics, considered one of the most successful ever. He also is -a former commissioner of Major League Baseball and was co -leader of Rebuild LA., a group formed to help the city recover after the April 1992 riots. Usmg anecdotes from his life, Ueberroth advised businesses to form partnerships with govern- ment and to give their employees a stake in the success or failure of any venture. Schools, he said, must form a vo- cational curriculum in addition to their college prep courses and must start teaching English to 3-year- olds. He recommended the use of Coachella Valley Associa- tion of Govemmonts, 73- 710 Fred Waring Drive, Palm Desert. CA 92260; 346-1127. learning centers*with computers to teach children whose first language is not English. But chang to s: pen at the state level, 1rhe d! . 'This is the most expensive state to do business in� because of the legal costs," he said, noting three initiatives on the March ballot ad- dress tort- reform. - - Ueberroth's 25-minute speech re- ceived high marks from Riverside County Chief Administrative Offi- cer. Larry Parrish. "I think he spoke in the right tone in response to both business and. government being open to change and eager for it I think it was a, very receptive audience," Parrish said. Meanwhile, guest speaker Dennis Machida, executive officer of the California Tahoe Conservancy, re- counted the struggles and the ulti- mate success of the Lake Tahoe Conservancy. The regional partnership was formed among businesses and pub- lic agencies to protect the environ- ment and improve the economy of the Lake Tahoe region. Part of the partnership's success was a result of including represen- tatives from all segments of the .community and insisting on true consensus, he said. The Desert Sung Tuesday, October 31, 1995. 18 ATTACHMENT 2 Project 2020 Summary of Community Input Process PROJECT 2020 SUMMARY REPORT Public forums were held with every planning commission, most community councils in unincorporated parts of the Coachella Valley, and a dozen community groups in the Coachella Valley. CVAG developed a ten minute video which was presented to each group (enclosed). After the video, we asked the group and anybody in the audience two basic questions: What is your "vision" for the Coachella Valley in the year 2020? 2. What are the one or two most important things that we need to do today to achieve the vision you described? A simple survey with these two questions was also published in the local newspaper, The Desert Sun. Many responses were received. Additionally, a special dinner event was held, featuring Peter Ueberroth where the Valley's decision makers were asked to attend. Several hundred did attend. A follow up strategy retreat was also held. The notes from that retreat are enclosed. Input from Planning Commissions, Community Councils, and Civic Groups Generally, Planning Commissioners, Community Councils and civic groups affirmed much of what was in the Project 2020 video. They felt that clean air, water, transportation and public safety were all important aspects of our quality of life that we ought to preserve or enhance. One of the things that most participants picked up on was linkages between issues. For those who said that public safety was their biggest concern about the ffiture, and there were many that said so, they often noted that public safety was related to jobs, education and more cops on the streets. Similarly with economic development, there was an understanding of the need for cooperation between jurisdictions' economic development efforts, good schools and training programs. Many participants picked up on one of Peter Ueberroth's themes at our Project 2020 kick-off in October... building a third leg of the economic stool. With a strong tourism and agricultural base, what is needed is a third industry or industries that can diversify the economy. Most participants agreed that the industries ought to be clean, high tech or so-called light -industry. Long time residents and those living in rural areas were particularly concerned about the impacts of growth and industrial development. Increasing the speed and ease of mobility over the next 25 years was a clear priority for many. 19 PROJECT 2020 SUMMARY REPORT Many participants could not find the words to describe the Coachella Valley that they wanted to see in the year 2020. However, they easily found a few words that described the Coachella Valley that they did not want to see in the year 2020: the San Fernando Valley. The were most fearful that the San Fernando Valley's wall-to-wall development, poor air quality, flooding, and traffic congestion could be replicated here. When we asked participants how do we get from here to there, or from today to the hopeful tomorrow, they provided some specific ideas. The following were popular suggestions across the Valley: N Getting a four year university here as soon as possible. Combine economic development efforts. Many commented on the fact that we are stronger together in attracting and retaining jobs than we are apart. Those in Edison's service territory were understandably more interested in lowering electricity rates that those in IID's service area. Creating municipal utilities was suggested more than once. Transportation is a long-term concern. Most solutions focused on alternative to the automobile, particularly rail to L.A. Many pointed to the expansion of Palm Springs airport and capitalizing on Thermal airport as critical to our economic survival. The importance of Highway 111 to most of the Valley put it on the project list for some participants. They suggested a common design theme running its entire length. There was much support for SunLine's natural gas efforts. There was also an interest in seeing CNG use spread to the general population. Some communities also wanted to build on and replicate Palm Deserts support of electric vehicles/golf carts. For many people, it seemed natural for the Coachella Valley to harness the power of the sun. many people referred to the articles on water that have been appearing in the Desert Sun. They expressed concern about the aquifer. They suggested that all golf courses use grey water and that water conservation and desert landscaping ought to be promoted more vigorously. 0 cleaning the Salton Sea was a priority across the Valley but more pronounced to the East. Many participants suggested consolidating services and some went as far as suggesting that we consolidate cities. The most often cited services for consolidation were public safety related with the next being economic development. Many of the Planning Commissions and Community Councils saw a greater need for comprehensive planning across jurisdictional boundaries. Some suggested coordinated development planning, many suggested long term transportation and other infrastructure master planning and solid and liquid waste pl i g. 20 rN 141 a PROJECT 2020 SUMMARY REPORT Addressing youth needs was often tied to concerns about economic development or crime. It was suggested that we start a pilot program here that would keep kids in school, or at least at the school facility, all day long. A regional approach to curfews and truancies was also suggested. Training youth through apprenticeship, high school and community college programs was considered important to economic development and getting youth employed in good paying jobs. a Other suggestions included: archaeological/anthropological center in: the eastern valley, enhancing disaster preparedness, addressing hopelessness, and dealing with gaming's impacts. Input from Surveys The surveys echoed many of the ideas that we received at the townhall workshops. There were, again, a lot of people that feared replication of the San Fernando Valley here. In addition to fearing a San Fernando Valley-ization, water and air quality ranked as high quality of life concerns. There were a variety of other responses, including: 0 local jobs for local people. E consolidate cities and services. N expand the health sector, create a world renown medical center/community. 0 improve the school systems, both K- 12 and college. include special districts, hospitals and schools when long term planning. create a tax funded public works agency. N improve access to I- 10. consider revenue sharing and pool redevelopment flinds, reduce fiscalization of land use. bring in a UC campus. maintain hillsides as open space. increase affordable housing. We did receive a couple of letters. One of them stressed regional, integrated approaches to environmental preservation, economic development, transportation and public safety. The Desert Sun identified an agenda for community leaders to address in 1996 that included government consolidation, public safety, gambling, tourism, youth and electricity rates. 21 PROJECT 2020 SUMMARY REPORT Aftachment 3 Project 2020 Steering Committee Members and Participants CVAG Elected Officials CiU Qf Cath —al C s—dr — lity-: Councilmember Sarah Di'Grandi City 12f Coachella: 0 Mayor Juan DeLara Cia QfDesert Hot Sj2ri=: • Mayor Jerry Pisha • Vice Mayor Doug Sherman 101y Qf Indian Wells: • Councilmember Charleen Cash • Councilmember Walt McIntyre CiU!2fIndio: 0 Mayor Marcos Lopez City QfLa Quinta: 9 Mayor John Pena QU Q,fPalm Dese : • Councilmember Jean Benson- Chair • Mayor Pro Tem Richard Kelly • Councilmember Robert Spiegel • Mayor Walt Synder Q&!2fPq1m &rinZs: 0 Councilmember Jeanne Reller-Spurgin Cia QfRancho Miragge: 9 Mayor Jeanne Parrish 0 Councilmember Sybil Jaffy Riverside Coun : 0 Supervisor Roy Wilson Community Representation Aqua Caliente Band Qf Cahuilla Indians: • Barbara Gonzoles-Lyons, Vice Chairman • Richard Milanovich, Chainnan • Virginia Siva, Tribal Councilmember Building and Ln&&= Associa "in: * Ed Kibbey, Executive Director, BIA Collegg Qf the 0 Ray House, COD Board Coachella Zglky Unified Sc ool District: * Joey Acuna, School Board President Cpachella Val-1-a Water Distric 0 John Burrow, Staff Desert Water A ggna: 0 Tom Kieley, President Habitat For Human : 0 Tracy Gunneman, Executive Director Palm &rin Unified School District: * Richard Cromwell -III, Board President Torres -Martinez Desert Cahuilla Indians: • Mary Belardo, Chairperson • Michael Kellner, ANA Coordinator 22 PROJECT 2020 SUMMARY REPORT Aftachment 5 Quality of Life Survey - Summary Results Measure A Related Areas: Sixty-five percent (65%) of those polled were not aware of Measure A as a V2 cent sales tax approved in 1988 ballot measure to pay for transportation improvement projects. 0 A majority of voters (55%) are satisfied with the success of Measure A. When asked about the end of Measure A in 2008, and the likelyhood of support to continue the V2 cent sales tax, 49% of the voters support continuation of the Measure A program another ten years. Fifteen percent (15%) were unsure. QualiU QfLife Areas: 0 A total of 87% of the voters are interested in preserving the character of rural areas with the majority being very interested. 0 Eighty-eight percent (88%) of eastern Riverside County voters are interested in acquiring places for families to picnic and enjoy nature. Responses from western Riverside County voters indicate similar interest. • Eighty-two percent (82%) of voters indicated interest in providing places to hike, jog, bicycle, and horseback. • Ninety-three percent (93%) of the voters are interested in improving the local libraries with two-thirds of them being very interested. • Interest for acquiring land to, protect wildlife habitat and wildlife corridors was not as high as other response areas. While 76% of the voters are interested in acquiring land for this purpose, less than a majority are very interested. • Eighty-nine percent (89%) of the voters are interested in maintaining and operating museums with 58% very interested. 26