CC Resolution 1996-041#K RESOLUTION 96-41
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
LA QUINTA APPROVING A ECONOMIC DEVELOPMENT
PLAN
WHEREAS, the City of La Quinta wishes to adopt an official Economic
Development Plan; and,
WHEREAS, it is essential and in the best interest of the City to establish a sound
economic base; and,
WHEREAS, the City Council has reviewed the Economic Development Plan
attached hereto as Exhibit A" and finds that it is a suitable and beneficial plan for the City of La
Quinta and its residents.
NOW, THEREFORE, the City Council of the City of La Quinta does resolve as
follows:
Section 1. The City Council hereby approves an Economic Development Plan in the form of
Exhibit A" attached hereto.
Section_2. The City Clerk shall certif* to the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED this 18th day of June, 1996 by the following
vote:
AYES: Council Members Adolph, Henderson, Perkins, Sm if, Mayor Holt
NOES: None
ABSENT: None
ABSTAIN: None **
GLENDA HOLT, Mayor
City of La Quinta, California
i*L.JUHO&tyClerk
City of La Quinta, California
APPROVED AS TO FORM:
DAWN C. HONEYWIIILL, City Attorney
City of La Quinta, California
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#K Economic Development Plan
for the
CITY OF LA QUINTA
I. INTRODUCTION
This document is designed to outline a vision and direction for the City of La Quinta's economic
development activities. It presents the mission statement, implementation policies, resources,
and business plan the City and its Redevelopment Agency will follow to sustain a comptehensive
economic development effort
Economic development is a process of deliberate, judicious intervention in the economy of a
patticular locality to stitnulate growth by creating a local business climte that fosters private
mvestmen* This process is neither exact nor lltlly predictable, and is more of an art than a
science. Economic development is also a dynamic, ever*hnnging endeavor because it must
constantly accommodate the evolving characteristics of the market place. Thus, this Economic
Development Plan must be reviewed annuslly to ensure that it reflects not only *--
conditions, but equally as impottant, the community's collective vision U to how to
accommodate them. Finally, this entcrprisc 1els the activities associated with building a
city; thus, perspectives must be long term versus short term.
Radonale for Prepann*g am Economic Devdopmeut P!-
Since incorpotation in 1982, the City of La Quinta has focusetl its municipal efforts primarily on:
1) instituting the planning and management structure necessary to accommodate rapid
residential growth, and 2) constiucting infrlstr"ctilre to accommodate a growing co-unity.
Economic dvelo* efforts were a secondary focus because the rapidly expanding soutbim
Califotnia economy blesed the City with a vuicty of developiaent oppoltwlities. However, the
recession that spanned the first half of the 1990: stillbomid Dy development projects wiiile
increasing the awueness that, unfortunately, municipalities compete with one another within a
defined market area for commercial, entertainment, resort, and industrial uses. Given these
circumstances, the City elected to preare this Economic I)cvelopment Plan in order to:
CqI*i Foreci* Gmwii* /9? the Eaw Coichd1 ve"i, Rd-n. A variety of market sludies
foreast significant growth for the East Coachella region a geograhical area that inclteees La
Quinta, Indio, Coachella, Bermuda Dunes, Sun City, and adjacent unincorporated communities)
during the next decade. Due to its location and ayaildble zm*wlop*d lavid, La Quanta Ls in a
prime position to capture a sL*able portion of the projected commerc,al, resort, and residential
*velopment that will serve both regional and local demand.
Rownew Spw*cek Grnp, Inc. IA Qmnn*Rdi'D**up*w*t Apiicy
* g* * 1 Em*wi*CDiw*D*IwYItPi'fl
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#KBalance Municipal Revenues and Expenditure Needs. The primary revenue sources for the
City of La Quinta are transient occupancy and sales taxes; these revenues comprise 51% of City
General Fund revenue. Secondary resources are license/permit and property tax revenue. A
majority of the property tax revenue received by the City is allocated to the Redevelopment
Agency; approximately 88% of the land area within the City's corporate boundaries are in one of
two redevelopment project aaeas. Combined, these revenues are the City's available resources to
maintain existing, and provide new, services to La Quinta's residential and business
communities. Resort and commercial development generates a *ority of the municipal
revenues received by the City, while generating relatively minor municipal service costs;
approximately 66% of City revenues are derived ftom resort and commercial uses, while
approximately 33% of municipal service costs are atttibuied to these uses. In order to improve
and expand municipal services, the City and Redevelopment Ageitcy must work to expand these
respective revenue bases.
Judiciously Allocate Municp*al Rerource:. Like any other business, the City constantly
balances the allocation of financial resource: between service costs and inftastriicW*
investment. To prudently and systeatically accomplish this task, in 1994 the City established a
comprehensive strategic planning effort that meshes the following components: a Five Year
Municipal Service Resource Allocation Plan, a Five Year Capital Improvement Progrmn, Annual
City/Agency Cash Flow Strategies, and the Annual City/Agency Opi-Ing Budgets. ThU
Economic Dvlopment Plan will be interated with there. plIling and b:d*ting acdvItIe: in
order to identi* the CL*/Agivicy economic development imd*ttves and allocate municipal
resources to conduct these activides.
Pardeipauti in Fomidatiag and Implementlag fl* Flap
An economic development plan generally target: the allocation of municipal resources to
accomplish the comunity's Vision of its desired destiny; the rationale is that an economic
development plan delineates the policies, activities, and resources the community wiU pledge to
gwde fimuc developmenL Thus, the pri- participants in *rmtaat* and irnplcma* this
Plan are the residential and business communities that define La QuintL A series of community
fornms were held to solicit their collective and individual in *g this Plan, and
these communities will he periodically conmilted during the Plan's impicinentation am. The
City Council is also a piiziMry parti-fli in both iorrtiuiating and *ic* this Plan;
Councilmembers bring forth their constiteenta' ideas and concerns. and define the i-rn,
mission, * and overall policies that guide implementation * Finally, City staff p*
a sWtcgic role in the success or f*iluie of this endeavor, bocuse they are *ged with the
responsibility to monitor mad* conditions, solicit community I' * with cxi*ng and
new users, implcmnt pmgrams and activities, and measure ahhieved result:.
R* Sp*ik Gmaip, Inc. Li Qmn'i Re*Iw-w Agn*
299' 2
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#K Contents of This Document
This document is organized as follows:
II. Review of Resources, Opportunities, Liabilities and Needs
Demographic Characteristics
Key Assets and Liabilities
Projected Market Area Characteristics
Projected City/Agency Financial Resources for Economic Development
City/Agency Real Estate Assets
Inf*astr*turc Needs
III. Business Plan
Mission Statement
Implementation Policies
Target Areas and 1996-97 Implementation Acti*vities
Highway 111 Corridor
The Village
Housing Strategy
APPENDIX
Exhibit A City/Agency Real Estate Assets Map
Rownow Spi***ceh Group, *w. L' * Rdm-.m Ageuc,
Jnn. 11,19" Plan
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#KII. RESOURCES, OPPORTUNITIES, NEEDS, AND LIABILITIES
This section provides background data which was used in the development of the Business Plan
presented in Section III; it includes a summary of key assets, presents an overview of projected
m&ket demand, delineates projected City/Agency resources, and outlines infrastructLlre needs.
Demographic Characteristics
The City of La Quinta is located in the East Coachella Valley region; the City is bounded by
Indian Wells to the west, Indlo to the east, and unincorporated County areas to the north and
south. Located approximately 2 miles south of Interstate 10, primary access is via State
Highway 111 and Washington Street. Historically, the City has been identified with the
legendary La Quinta Hotel, the PGA West golf facilities, and the annual La Qtiinta Arts Festival.
Today, La Quintais capitalizing on continuing growlh in the Greater Coachella Valley. Since
1990, La Quinta has been the fastest growing city in the Valley, with population increses
averaging 10.4% per year. Further, La Quinta enjoys a higher per capita income $19,700) than
that of the Coachella Valley $17,400), Riverside County $17,400), and California $18,400).
La Quinta's population is generally younger than the Valley and the State of California, with a
median age of 32 years versus 35 and 36 years, respectively. Finally, nearly 75% of La Quinta's
residents own their homes; this home ownership rate exceeds the Coachella Valley average of
61%, andthe State average of 56%.
Key Assets
Review of the City's physical characteristics and discussions with the residential and business
communities identified the following key assets:
* educate* dedicated. and highly motivated residemial and business commwidr*es that
share a long history of working together to provide a stable environment to support
community development efforts;
* an ini*rnadonaI ripufation for resort and golf amenities resulting fiom the La Quinta
Hotel and PGA West;
* the Highway III cornwiircwl comdor that feamnes prime, vacant property of
sufficient s* to acconunoate development that will serve the Irstern Coacholla
Valley and generate significant financial retrns to both the City and Agency;
* a 1-OP single land owner, KSL Recreation, who has sufficient capital resoueces and
desires to invest in significant resort, commercial and residential developments over
the next 10 years;
* the Village of La Quin to, a low density commercial core nestled in a cove of the Santa
Rosa Mountains, that provides a setung that is unparalleled inthe Coachella Valley;
Rewuew Spwcek Group, Inc. IA RedIwiopinent AgmiC)P
ni.-
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#K e the La Quinta commerce and arts heritage, as embodied and represented by the La
Quinta Chamber of Commerce, La Quinta Arts Foundation, and La Quinta Historical
Society lends itself to art and cultural activities that attract patrons from California
and the greater southwest;
* the Lake Cahuilla Recreation Area which provides the opportunity for expanded
water sport and other outdoor recreation opportunities;
* extensive historical and forecasted residential unit development and sales activity that
translates into a significant number of households that can support additional retail,
recreation, and service commercial users; and
* moderate financial resources that the CitylAgency can dedicate to economic
development investment
Liabilities
Though the assets far outweigh the liabilitites, there arc limitations that the City must account for
in pursuing its economic development effort; these are as follows:
* increasing competition between Coachella Valley communities to provide financial
incentives to major developers and users, thus significantly influencing location
decisions;
* changing retailing trend: that may decrease the need for traditional retail centers;
* infrastructure need: in both the Highway 111 commercial corridor and the Village
that cannot be addressed without the dedication of both public and private financial
resources; and
* limited CitylAgency financial resource: that can be pledged to mftutmcture
i*vc:ti*L
Projected Market Arm Characteristic,
In August, 1995, the Redevelopment Agency's consultant comm**oned a market * to
identify ftitire deniand potential for retail, ofilce, hotel, golf course, commercial recreation, and
housing uses. The market was prpat* by Robert Crrarles Lesser & Company, who
generally concluded that there is significant potential for all of the afbrementioned uses except
for commercial recreation uses. O*ed below is a *rnary of their findings.
Aewiow Spwicek GNup, Inc. L' * Ri*'-m- Agw*cy
Twia 11. Z996 5- Plan
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#KProjecled Growth for Ihe Coachella Valley. The Coachella Valley is one of the fastest growing
regions in the State of California. The Valley's estimated 1995 population of 271,000 has
increased at 4.5% per year since 1990, exceeding Riverside County's growth rate of 4.4% during
this same period. Riverside County never went into recession during the early I 990s wilike
California, as evidenced by positive although low levels of employment growth. The County
did, however, suffer from significant declines in real estate values.
Growth ptojections suggest that the Coachella Valley should continue to grow, with
approximately 15,500 new residents per year forecasted through 2010. Accordingly, population
totals for the Valley should reach 350,000 by 2000 and over 500,000 by 2010. The economy
will continue to be. driven by a growing tourism base, second home buyers, and retirees.
Relocation of companies drawn by the quality of life in the Valley may occur but will be minor
in relation to the employment spin-offs from visitors and retirees.
Growth Projections for La Qubusa. La Quinta enjoys an excellent visitor image and strutigic
location within the Valley that should ensure the City's frue success. Both the La Quinta Hotel
and PGA West provide the city with national recognitioL The City is located in the growing
Eastern Coachella Valley which should receive most of the population growth forecasted for the
Valley. Highway Ill is the key linkage to the growing Eastern Coachella Valley and the more
affluent communities Indian Wells and Palm Desert) to the wul. During the first half of this
decade, La Quinta was the fastest growig city in the Valley at over 10% per year, with a 1994
total of 16,700 residents.
Real Estate Development Oudoo* The real este development outlook for La Quinta appears
favorable for many land uees.
* Regiovwl Shopping Center. The Coachella Valley should demonstrate support for a
new regional shopping center toward the end of this decade. Given the mu*
image provided by the city's name and its proximity to the growing Eastern Coachella
Valley,LaQuintaisinanexcellctpositiontoartraatanewregionalcentcrwithithe
Highway 111 commercial corridor.
DLscoinzlOff-P'ice Retailing. While the diacouni*off-pnce retailing market appears
to be over:upplied today, conilnued popiziation growth will stimulate increased
demand which La Quinta should attract over time. Robert Charles Lemur and
Company projects that the reraining 350,000 uqum feet of ap*vel yet unbuilt
space at the 111 La Quinti Center will reach build-out over an approximate ten-year
pcri* Acceleration of this projected build-out could arise from the development of
the rtgionil shopping center on Highway 111.
R.w,i.w Spe*iik Greup, Ilic. 1 Qu*ui*i Altuc,
7**g*f * EcDne*icDiw***rne*tP*n
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#K Resort Hotels. The La Quinta Resort & Club epitomizes the resort luxury hotel
product in the Coachella Valley. With additional balkoom and exhibition space plus
an improving local economy, the hotel should see improving revenues. Robert
Charles Lesser and Company's analysis indicates that the Valley does not currently
require additional luxury resort hotels. With improving national economic conditions
which in trrrn lead to rising tourism demands, the Valley may be able to support an
additional resort hotel by 2000 and several by 2005. La Quinta's resort image and
available golf infrastructure provide a competitive advantage for this city. Finally,
during the next five to ten years, market conditions should support a new luxury
resort hotel in La Quint*
Golf Courses. Regarding public-daily fee and semi-private golf courses, the Valley
appears to be undersupplied by the equivalent 9f one public daily fee course.
However, the growing residential and visitor populations should give risc to several
newcoureesbytheendofthisdecade. LaQuintawithitslandinventoryisweil
positioned to capture one new public daily fee course by the end of this decade.
* Housing. Although La Quinta's economic base is driven in large part by the 1-cale
La Quinta hotel and residential development, e.g., PGA West, the City has been able
to provide a balance of housing opportunities. me City has 10 detached housing
projects priced from $100,000 to $225,000 with azm':ial sales of about 375 unit'. LI
Quinta is the Valley's market leader in the below $225,000 price category for new
single-finnily detached homes. Clearly, the local housing maiket is respomding to the
needs of the lower end of the market household incomes of $30,000 to $50,000).
Uses *uth LImited P*j* Mirkel D'mm* While ftzmc short- and long-term development
opportunities look bright for La Quinta, some uses lack *et support and should be dropped
from consideration M economic development stimuli. These uses incltlde office space,
neighborhood shopping centers supc* and drupiores), and concmcrcial recreation
family entertainment centers and * puks). The Valley represent. a small and slowly
growing office maeket with establiehed office node: that place La * at a compelitive
disadvantage. The day4* ritail needs of La Quitta residents are easily accommodated by
the existing centers *laaa La Quint., LI Quint. Village, and Ill La Quint. Center). Lastly,
regional pop-ution is ifl-uae to justi* the intooduction of co**ial recreation centers in
LaQuinta.
Projecled CilylAgesey FIRaudII Rmurcu fer Ecemmic Dwvelopmemt
As part of its ongoing rcsource management efforts, the City recently completed a review of
projected City/Agency fiaancial resources. One component included identif*ing fluids that could
be dedicated to flind inf* improvements and economic development investmcaL The
table that follows identifies projected financial resoucces that may be available for economic
development efforts during the nett five years. Plesse note that the City's Cppital Improvement
Budget currently obligates the City's Quimby and Inftaatrucfire Fund monies.
R*snew Spitwcik Group, Iwic.
4 4--- * * P*U
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#KAs indicated, the primary, if not exclusive, source of ftmds that can be pledged on economic
development effort will be Redevelopment Agency ftmds. Unfortunately, current revenue
projections indicate that the only available nonhousing revenue for economic development
investment will total $2.78 million during the*next five years, with approximately Si 05 million
of this amount available during the latter part of this decade. For the same five*ear period,
available housing ftmds are projected to total $12.8 million.
City & Redevelopment Agency Revenues
Available for Economic Dcveloprnent Projects
19'3'N J**97 J9*7*9I I**I-99 I*9*-N
AVAILABL C* FUNDS
Gi.-WFwad $ 0 $ 0 $ 0 $ 0 $ 0
p FM.' 0 0 0 0 0
II'-m*uw FUEd 0 0 0 0 0
TWifA*eblii*Rinh S 0 $ 0 $ 0 $ 0 $ 0
AVAILADL[ REDEVI*OPMENT AGENCY FUNDS
Nn*m* F*nh
P'q*ADIW* I $ 0 $ 0 $ 0 $ 450.232 $ 03,157
P*ec'A'-N*2 I,72',m 0 0 0 0
Smbi* Nim* Fhmh $ 1,725,000 $ 0 $ 0 $ 450,252 $ 03,157
Kdi- F* 7'n I*)
P*q*cfANi* I $ 2,951,152 $ 4'I.380 $ 0 $ 0 $ 0
h'**AitaN* 2 43o.,35 0 0 0 0
smlmgffernjqFnrnh(1'mIiwmuml* $ 3.38L017 $ 4'I,3U $ 0 $ 0 $ 0
iff- Ihmh 5- *
p-A'..* I $ 7A52.170 $ 0 $ 0 $ 0 $ 0
1,012.423 0 0 0 0
*jjjj*HernlqPhmh(Ierni*) $ 3.944,5,3 $ 0 $ 0 $ 0 $ 0
AI-q $ 14,OS1,*a0 $ 4.l,3U $ 0 $ 4,0,252 $ 03.157
GRAND *AL AU. FUND. $ 14M1MI $ delJP S * $ 4.252 $ Lw?
NOTE: I The *jecti* mfleci tim a-Il co.wmd in the January 31, 1996. CitylAgency cmli flow
a-is working papers. The abov*mfemncod flu* are nil of inb* projects prog**ed
in the City's Capiwi ImpmveineaI Pm*.
2. Thu wascw*c a-u thn assumes Ii' fkindimespepled intbayeersbowu. Ifthey am twiall
cxpmded in thn year, the rnnammg carryover ftmdi would be aYiiI*Ie 10 SuppOft w*U*t year
acilvitic.
Rewi* Spwac*k G*wp, Inc. L' Ri*I-,ww *
Juiw 11,19" 1
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#K CitylAgency Real Estate Assets
Since 1983, the City and Redevelopment Agency have accumulated real estate assets as a result
of major infrartrncture projects, or as part of the Agency's affordable housing efforts. Exhibit A,
located in the Appendix of this Plan, presents a map of current City/Agency real estate assets.
The properties listed in this Exhibit reflect properties that are currently owned or will soon be
owned by the City or Agency.
Infrastructure Needs
As part of this planning effort, a comprehensive review was conducted of infrastructure needs;
emphasis was placed on identilying deficiencies in commercial areas, and in delincating
infrastructure needs that could be addressed as part of a larger affordable housing effort.
Discussions with property owners, developers, and retail users identified inhs*ure
deficiencies as the primary cost burden to new development in La Quinta. Further, the
Redevelopment Agency has a legal obligation to ensure the production of affordable housing
within both project areas; State law requires that the Agency expend 20% of the tax increment
revenue the Agency receives on affordable housing programs(development. To date, the Agency
has focueed new housing development efforts in str-c locations in order to incorporate public
facility and infrastructure improvements. mc chart below outlines current and projected
infrastructure deficiencies.
vrnage&Highway Ill InfrastructureNeeds
VuLqw Hi3- III
Si'nt Jn*prowrnwi S 1.817,000 S 10,658,000 S 12,475.000
TF* SI*i 1.050,000 345,000 S 1,395,000
2,186,500 1,896,000 3 4,082,500
Ulilitte: 1,359,500 3,374,000 5 4,733,500
1,025,000 $ 1,025,000
S 6,413,000 3 17,298,000 S 23,711,000
NOTE: 1. Exdudu m;mymmw to auth sidi o(HiUbway 111, Avmw 48, and Dme
Palm' Rd. whicsm m*acwaily *ittod ti-
hdi*opmmt A*tv mw * and dew*eenmt aufimeaw.
2. Abo** costs ariia1996 dollars and la* a* losa * 1fladm.
Remew Spwa**k Group, I"c. L' Quisw Ri*--,It Apuey
In' II. 1'%
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#KCitylAgency Capital Improvement Program
Both the City and Agency are working to address these infrastructure needs through the City's
annual Capital Improvement Program. This program identifies both current year and projected
five-year capital improvement needs and resources, and presents an annual ftinding schedule
involving specific inftastructrrre projects. This Economic Development Plan will be in*erated
with the Capital Improvement Program to ensure that the infrastructrrre impediments to specific
economic development projects are addressed through the Capital Improvement Program, or
conversely, that, where possible, economic development project implementation activities
address specific capital improvement needs.
Rosiuw Spincik G*up, Inc. L' *i &* AF*wy
tm* II 1e** Ec--wDIw-ntPin
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#K* III. BUSINESS PLAN
In order to proceed with implementation activities, a business plan is required. A business plan
should present a mission statement that describes the intended outcome the community wishes to
achieve, and the overall policies that will guide' implementation activities. Finally, specific target
areas and implementation efforts should be detail*
Mission Statement
The mission statement for this economic development effort is as foUows:
The mission of the Economic Development effort is to actively support the development
and expansion of existing businesses, and to proactively recniit quality revenue-
generating uses that diversify and expand the City's economic base, offer a variety of
products and services, increase employment opportnities, enhance CitylAgency fiscal
resources, preserve and enhance La Quinta's unique environment, and contribute to the
quality of life for La Quinta residents.
Impicuentatlen Policies
Listed below are policies that will guide the overall implementation efforts. They *`-
resource and staffing commitments, annexation s*es, use of City assets, and refinement of
City processes. These policies will guide CitylAgency staffu they implement this effort.
* Flimanciuf Re:ourcu CenmItimmi. The City and Redevelopment Agency will
annually d*dicate * to suoport economic development and infr*
improvement activities.
* Sa*i Tnm. A City/Agency staff strke team will be maaitaitdld, comprised of the
City Manager, Aui:tiat City Mmg*, and Community Developmeut Director; the
Team will be responsible for: 1) working with local businesses to assist' where
feasible, with their expusion need:, 2) actively rccruiuug* dgyclopc*sers to locate
in La Quint:, 3) coolloating both the City and Agency economic development
efforts, and 4) working with City staff to contmuaily *e the City's comuwty
development, engineering and building ins-on service:.
* 5U:bIw I*nd*n,-:ien. The strike team will work with the La Quinta
Cbamber of Commerce to identify and *ilitate business development and expansion
opportunities involving existing La Quinta b*5inss*
* * EcoM*mk Bw Dtver:*den. Emphasis will be placed on pursumg opportunities
that will dynamically diversify La Quinta's economic ba:e beyond retail, recre:tion,
and resort uees.
Rmi* S GvoMp, Inc. L' * Agelic,
Twie 11.1,,' 11- *m.mwDiD-IiwPL'u
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#K
* city/Agency Pnvate Projeci In*estmeni. For non-residential development projects,
City/Agency financial investment will be primarily limited to Lmderwriting
infrastructrire and municipal fee costs
* city/Agency Reiwn on JnvesinwWt Fo? non-residential development projects that
require investment of City/Agency fimds to insure their economic viability, the
City/Agency must achieve a mjnimum of a 12% to 15% cash on cash return, after
City service costs are accounted for and by the third stabilized year of operation, in
order to justify City/Agency investment. Further, City/Agency investment should be
ftdly repaid within a 10-year period, with every attempt to achieve repayment within a
5- to 8-year period.
* Enywonmental CompiibUity. In order to protect and enhance La Quinta's unique
physical environment, all new development projects wil1*be reviewed with added
emphasis on their compatibility with their environmental setting to insure
preservation of La Quinta's unique natural desert landscape.
* Regional Transportation OpportwiItiL The City will pursue jomt efforts with
regional agencies that lead to the expansion of Thcr*al Airport to support the air
transportation needs of La Quinta's resort, commercial, and other uses.
* Ann**n Opponnn*u. The City will aggressively pursue annexation
opportunities that will enhance its economic fimue; these will ineltide annexing:
properties that will provide a window to Interstate 10, properties that would enhance
resort and golf course development Oppor-ties, and properties that could
accommodate service com*al and industrial uses.
* Mwikipl propenia. The Cit/Agency will pursue the timely sale and lor
development of all CitylAgency owned siuplus property with uses that achieve a
maximum rrit* on the initial CitylAgalGy investment
* RcTeId.n * The City will explore the ftmibih*ty of developing surplus
proprty located in the south Cove mwith golf coisse or other recintion uses that
m compatible with adjoining residential uses. Further, efforts will be mmdc to
develop a com-sive trail syseem that links the ricreation amenities g Lake
Cahuwa and in the Santa Rosa Mountains with the City's residential and resort
acOOnunities.
* stre*c'p 1*rewmnti. Future *vements to streetucape and medians for all
major arterials will be designed to impart a sense of place, a feeling unique onlyto I-a
Quinta sothat residents, visitors and other travelers will experience a sensc of arriving
at a special destination wben traveling to or through I-a Qui*
Rowww Spwicwk Gi*np, hic. L' *u Rid* *
t fe" I *mii'* Dn*iLimniw PI'i'
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#K * Higk way Ill Co,rjdor Land Use Diversification. Within the Highway Ill corridor
and in conjunction with preparing the Highway Ill Development Plan, specific areas
will be identified that may be zoned for industrial, service commercial, office, and
* lodging uses.
* Revising Ike conleni and conltxt of Ike Village Specific Plan and Adopi a High way
Ill Developmenl Plan. During 1996-97, City staff will proceed to revise and update
the Village Specific Plan including retitling the Plan from Specific Plan to
development plan) and initiate the Highway Ill Development Planning process.
* Slaff DeveIopnienL The Strike Team will work with City staff to continually refine
and improve their skills as they relate to flilfilling the mission of the Economic
Development Plan and program, instilling the perspective that the economic survival
of the City depends on their ability to serve the public in a courteous, efficient and
knowledgeable manner.
* Prepare New end U-ac Exi:dii, Infonnadon Document:. On an ongoing basis,
City staff will prepare new, and update existing, promotional and community
infotmation documents for circutation to potential users and developers.
Target Areis
The findings of the market study were instrumental in defining the target ar*as and near term
5-year) implementation activities. These activities are designed to focus CitylAgency resources
on: 1) working with property ownirs, business owners, and developers to assist them in
realizing their development objectives cons*ent with this Economic Development Plan, 2)
conutucting infraswucttir* improvements thai will s**port new development, and 3) capturing
the projected demand for commercial, resort and recreation space during the next five years. The
challenge when piming implemetation activities will be to balance: limited City/Agency
resources with the significant investment needs in both the Highway Ill Corridor and the
Village; the greeter financial renins derived from City/Agency investment in Highway Ill
corridor projects with the greater cultural, recreation, and community * resulting from
City/Agency investi*ent in the Village; and the development desires of develo*users with the
environmental quality and design desires of the community.
HIfhwUY 111 Cerrider
Desired Uses: Regional serng Commercial, int.1'*ediate.priced,
busu*s-oriented lodging f*ciljties, light industrial and
office uses
Development Opportunity Sites: All propeeties located north and south of Highway Ill
from WMhington Street east to Jefferoon Street
Rmww Spwacik G*tp, liuc. Li * RidIw-n Agency
Tiuw 11.199' I)nwL** PidR
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#KInfrastructure Needs: As o*lined in the Infrastructure Needs section of this
document.
Available City/Agency Resources: $1.7 million in unencumbered Project No. 2 nonhousing
flirids
$1.8 nillion in encumbered fluids allocated to the One
Eleven La Quinta Center pursuant to an Owner
Participation Agreement
Activities to Accomplish Consider flinding the Stage 2 improvements for the
in 1996-1997: One Eleven La Quinta Center in order to complete the
north side Highway 111 from Washington Steeet to
A4arns Street, pursuant to the 1992 Owner Participation
Agreement
Actively recruit mid-priced hotelimotel operators and
developers to interesi them in development opportunities
in the Highway 111 Corridor
Work in concert with *or corridor property owners to
actively market development opportunities
Actively recruit developers and commercial users at the
1997 international Shop- Center *
Pu3". federal and state monies to underwrite
in*tructure projccts
Activa*i the *cess to prepare a development plan for
the Highway 111 Corridor that will cstablish corridor-
specific design gitidelines, development policies, and
primarylsecondary land uees
As part of the development planning * identif*
specific properties within the Corridor where light
industrial, lodging, service commercial, and office uses
would be pmitted
IhLXIDmi
Desired Uses: Primary Specialty Retail *ring restaurants, art
gallerics, tourist um
Secondary Community retail
Development Opportimity Sites: To be determined through the vrnage Specific Plan update
Infrastructure Needs: To be determined through the Village Specific Plan u-atc
Available City/Agency Resources: To be determined through the Village Specific Plan update
Ronnow S*k Group, Inc. L' * Ri-p5ww AF'i*y
4. aa' iL *mm.mwDiwLirn,'-PLin
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#KActivities to Accomplish
in 1996-1997: Initiate process to update the Village Specific Plan,
adopted in 1988. This effort will include:
developing consensus perspectives involving property
owners, Village/Cove residents, and other interested
parties) regarding the desired uses for the Village
identi*ing destination-oriented uses that will be
actively tecruited for the Village
revising permitted land uses and development standards
preparing a Village-specific" capital improvements
program and financing strategy
Desired Uses: Private sector will provide upper income housing; Agency
will pursue development of affordable housing.
Development Opportunity Sites: Avenue 48/Jefferson Street Property 40 acres
Miles Avenuc(Washington St:reet Property 55 acres
Avenue 48/Adams Street Property 50 acres
Irifrasructure Needs: Avenue 48 improvements: Adams Street east to Jefferson
Street
Miles Avenuc(Washington Street: intersection and
property frontage improvcments
Available City/Agency Resoueces: $12,326,680
Activities to Accomplish Select a developer, adopt a disposition and development
in 1996-1997: agreement and initiate development of single-family
dwell* on the 40-acre, Agency-owned Avenue
48'Jeffcrson property
Initiate co*unity plannng efforts for the 55-acre Miles
AvenuWWashington Street property
Pursue developer interest in the Agency-owned so-acre
Avenue 48*Adami Street property
Puruue the acquisition of additional property near
Madison Street, bet'*m Avenue 52 and Avenue 54
Rew:ow Spevacek Gromp, Inc. Li Qmnzii *p*iu A*eiicy
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#K EXHIBfl' A
City/Agency Owned Property
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#K City/Agency Owned Property
April1996
t
I'll
V
r
fl4
$iw* *
i-ThI
*K7
I *
4
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