1997-27 RESOLUTION NO. 97- 27
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF GRAND TERRACE, CALIFORNIA
ADOPTING THE GENERAL PLAN TASK FORCE
RECOMMENDATIONS IN THE FORM OF A
"STRATEGIC ACTION PLAN", AS A GUIDE FOR
THE UPDATE OF THE CITY GENERAL PLAN AND
BUDGETARY POLICY.
WHEREAS,the City of Grand Terrace in the process of updating its General
Plan has appointed a General Plan Task Force with representatives of all community
sectors, as an extension of the Community and Economic Development Department Staff
to help in the update of the General Plan; and
�f WHEREAS,the main purpose of the General Plan Task Force was to evaluate
the city General Plan and its elements to determine adequacy and scope of the update; and
WHEREAS,the General Plan Task Force completed the review of the General
Plan and developed a vision for the City of Grand Terrace, a set of guiding principles and
eight major recommendations as integral parts of a Strategic Action Plan, subject of this
resolution; and
WHEREAS, recommendations focus on the following areas: 1) Community
Image, 2) Blue Mountain Area, 3) City Center, 4) Economic Development, 5) Industrial
Areas, 6) Family and Children Orientation, 7)Noise, Safety and Infrastructure and 8)
Strategic Implementation.
WHEREAS, each major recommendation contains policies, objectives and
actions which may be defined as follows:
Policies are Goals.
Objectives are "Why", the reasons we desire those goals and will
be developed into performance indicators to measure progress.
Actions are how we will make it happen and need to be specific.
Actions are evaluated according to priority,time of implementation
and estimated fiscal impact(in the event an action which may take
10 years has a"P"for priority, start time should be as early as
ti possible). Cumulative impacts of"P"actions will be evaluated
during drafting of the Strategic Implementation Element.
Actions will be part of the Strategic Implementation Element, and will be adopted by
Resolution; Policies and Objectives will become part of the General Plan document itself
and will be adopted by Ordinance; and
WHEREAS,the adoption of this resolution provides also for the closure of the
General Plan Task Force as a city committee, leaving open the option for appointment of
volunteer mentors as described in the document as necessary to help implementation of
desired actions; and
WHEREAS,the intent and content of this document was the subject of public
hearings and forums of the City City Council, Planning Commission, media and
newsletter articles, school educational materials, and presentations to committees and
Chamber of Commerce; and
WHEREAS, through the community outreach effort input was solicited and
received from the community at large; and
WHEREAS, the City Council previously approved this document, its intent and
_ content and has directed staff to prepare a resolution for its adoption in order to provide a
focused direction for the implementation of City goals and objectives; and
WHEREAS, the City of Grand Terrace's Strategic Action Plan is not in any
manner or form to take the place of the City General Plan, but rather, to guide the drafting
and update of its elements; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Grand Terrace does hereby adopt the City of Grand Terrace's "Strategic Action Plan"
incorporated hereby in Attachment A.
BE IT FURTHER RESOLVED by the City Council of the City of Grand
Terrace that:
Section 1. The "Strategic Action Plan" is to be
utilized as guidance for the General Plan update and
budgetary policy; and
Section 2. That any implementation of actions
be programmed and specifically authorized by the City
Council on a case by case basis.
PASSED,APPROVED AND ADOPTED by the City Council of the City of Grand
Terrace California at a special meeting held on the 17th day of November 1997:
ATTEST:
City Clerk of the City Grand Terrace Mayor &the City of Grand Terrace,
and of the City Council thereof. and of the City Council thereof.
AYES: Councilmembers Hilkey, Singley, and Garcia; Mayor Pro Tem
Buchanan; Mayor Matteson
NOES: None
ABSENT: None
ABSTAIN: None
Approved as to form:
_ City Attorney City Clerk /
he
c:lmsoffice\commdev\gptflactreso.cc
I, BRENDA STANFILL, CITY CLERK of the City of Grand Terrace, do hereby
certify that the foregoing Resolution was introduced and adopted at a regular meeting
of the City Council of the City of Grand Terrace held on the 17th day of November,
1997 by the following vote:
AYES: Councilmembers Hilkey, Singley, and Garcia; Mayor Pro
Tern Buchanan; Mayor,Matteson
NOES: ' None
ABSENT: None
ABSTAIN: None
City
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STRATEGIC
ACTION
PLAN
Presented to the Grand Terrace
City Council on September 25, 1997
By the
General Plan Task Force
And
The Community & Economic
Development Department
ATTACHMENT A
f
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A VISION FOR,
GRAND TERRACE
Moving towards the future...In twenty years,Grand Terrace will be recognized as the most desirable family
town in the region.Low density,clean and quiet atmosphere,safe and attractive neighborhoods;lovely
parks,numerous recreational activities for children and excellent schools;outstanding panoramic views and
strategic location;progressive civic leadership-all this will provide the opportunities...
The journey will bring denser and more diversified homes and busies along Barton Road. The
journey will also create a most unique and specialized commercial niche within our small community.
Vibrant commercial trade of Grand Terrace business and mduustrial owners,combined with partnerships -
between residents and outside investors,and these groups with the City,will lead Grand Tarac a into a
prosperous future with sustainable economic growth.
All who wish will be able to ride,walk or bicycle via green,blossoming and beautifully landscaped
corridors to the town square in the centre of town.Elegant and meaningful city entry signs will help us
advertise and celebrate the great small City of Grand Terrace. Grand Terrace,Blue Mountain City,moving
into the fixture with a vision for quality of life for all residents!
Note: This vision is to be illustrated with pictures and graphics oucelincorporated into the General plan.
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GUIDING PRINCIPLES '
FOR GRAND TERRACE
Most parents do their very best to raise happy,healthy and capable'children and give them a strong
underlying value system. Parents hope that,in the future,their children's actions will reflect their values.
Similarly,the citizens of Grand Terrace hope the City uses these principles as guidelines for decision
making. This will benefit the City of Grand Terrace in its evolution into the next century.
Basic values and how they apply to Grand Terrace:
• Be responsible. Make,important decisions based on future generations.Conserve
natural resources and protect all living systems...
• Take care of yourself. Protect and enhance what we already have,our low density,
attractive neighborhoods,our parks and level of safety.
• Try your best. Provide high quality public services in a cost effective meaner.
• Know who the most important people in your life are. Give priority to families,
chfldren,seniors and their needs.
• Be proud of yourself;transcend. Strive for sustainable economic growth and
development of a great City identity.
• Have a goal and continually pursue it. Consider the General Plan a living
document to provide continuity beyond public officials and staff to enhance quality
of life in Grand Terrace.
• Respect other people's values,be patient and be friendly. Promote community
participation and formation of partnerships to ensure a sense of belonging and
community growth.
• Be honest. Maintain open and trusting governmeat. Educate the community.
• Have fan and enjoy the journey. Celebrate nature,celebrate your heritage and accomplishmnets,
Bring beauty to the residents'eyes and pride to their heart.
Note: Guiding Principles are to be an integral part of the City General Plan,however may be adopted as
a guideline and not by ordinance.
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COMMUNITY IMACE
Recommendation #1
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Policies:
♦ Establish and fortify the City image as an attractive and unique family-oriented,socially and --
economically active community;not only a typical bedroom community...
♦ Pro-actively market the City's best assets such as parks and recreation f ilities,low crime city,low
density,attractive neighborhoods,ideal strategic location,sales Poten tial.etc,
♦ Beautify our major corridors and city entries via a landscape and hardscVe theme,
♦ Honor Blue Mountain as the community symbol•"Grand Terrace,The Blue Mountain City"
Objectives:
• To strengthen residents'physical connections with our local setting
• To teach residents and businesses about Grand Terrace and disseminate khrmation.
• To strengthen our sense of community,our community identity, ;
• To make Grand Terrace an unique place to live,work,play and visit;a vfflage town where people can
walk,and enjoy each other's company,
• To develop a new cultural identity for Grand Terrace
• To increase perception of sales potential,help expand existing and recent' new businesses
• Ensure development and oMwUn hies will not skip Grand Terrace ~,
• Promote economic development
• Improve the quality of life for residents
accomplishments Bring bear!}, - - re
• "Celebrate nature, celebrate your heritage and ishment.s. to the ratdeRts eyes
and pride to their heart."[Guiding PrbwoleJ
• "Protect and enhance what we already have,ow low dea si y,attractive neighborhood;ow park and
level of safety". [GuidingPriw4deJ,
Actions:
Major Recommendation and/or Action Priority Implementation 1F bW knpad
Time eF1=0 to.M
iF3*1b WK:
F3+51 b 2ot)K;
F4-2MKto 1At
FS-nors than 1M
Develop and update regularly the following:a P Ongoing Fl
business directory,a City profile,a video,posters
and other marketing tools as needed Participate
in promotional events to market the City.
Maintain a social/cultural calendar of public Ongoing F1
events and fain.
Produce media press releases to help market Ongoing Fl
Grand Terrace when we are prepared for it
Include the Blue Mountain symbol on all City Within 2 yrs. Fl
stationary,sipme and appropriate items,
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this symbol as a marketing tool.
Evahtate potential of the City to be marketed as Within S yrs. F1'
convention or meeting site.
Participate in a"Keep the City Beautiful Within S yr . — Fl
Program"and/or initiate an awards program for
residential neighborhood beautification effort..
Fund Grand Terrace Days and Tofu de Terrace Within 10 ym Fl
activities. Organize art and food festivals,
exhibits and similar music and dance,theater
OWL
Develop,install and maintain a landscape,hard Within 10 ym
scape and signage theme including trees and
flowers(Palms,Pine trees and Lupins flowers),
to beautify our major corridors
The Practical Side
When people respect and love where they live,play and do business,they naturally attract more people to it.
The practical side of this image building consists of an effort to educate ourselves about Grand Terrace and
participate to help it grow so we become proud of it;Epic Development and improvement of quality
of life will follow.
We have already started these efforts with the beautification of Barton Road and the Barton Road Specific
Plan itself;current Wke lane grant,excellent public events such as Grand Terrace Days,Tour de Terrace
and the dedication of our volunteers. A little"spice"with the production of a City profile and development
of activities that connect us to the land,and we wfil be on our way. We just need to build up on it and
transcend
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BLUE MOUNTAIN AREA
Recommendation #2
Policies:
♦ Maintain Blue Mountain as open space and allow area to be enjoyed by residents.
Objectives:
• To improve the quality of life in Grand Terrace.
• To preserve Blue Mountain and its ecological system.
• To prevent development on steep areas,thus avoiding heavy grading and possibility of erosion.
• To create a Fire Overlay Zone to prevent fires on Blue Mountain and protect adjacent housing
development at the base of the mountain
• To create public hrlcing trails(or improve existing owes)to make r{,esidents;relate to Blue Mountain as
part of their community,help to protect, preserve it and be proud,of it.
• To develop the Grand Terrace Wilderness passive Park as a trail lead to provide proper bicycldlcar
parking and directions to children and adults who currently park illegally in order to hike or travel to
the top of Blue Mountain.
• 'Be responsible. Make important decisions thinking off nrure generations. Conserve natural
resources. [Guiding Principle]
..Actions: - - -- - - ---
- -
Major Recommendation and/or Action Priorky nor:Implementation _fiscal Impact�.. ..:. .... . . . .... ... . .-- --
F1=o to 20K;
F2-21to W
F3=51 to 200K;
F4-o1 K to 1 M;
FS--rnas than 1M
Pursue fiords to a)implement Adopt-A-Park a)P a) Within 2 yrs. F1
Program and b)improve the City's Wilderness b)P b) Within 5 yrs.' F4
Park as bicycletautomobile parldng and tram head
Pass a resolution to increase development in liar P Within 2 yrs. F1
park fees to help augment the park maintenance
fond.
Contact Blue Mountain property owners to confer P Within S yrs. F1 to F4
and reach an agreement regarding the feasibility
of public trails,cost of land and/or utilization of
trail easements.
Develop a specific plan to determine areas: P - Within S yr. F1
appropriate for residential development versus
strictly open space areas and other functions.
Related development standards for protection of a
view,privacy protection of existing residential
development,aesthetics and preservation or
ecology will be part of the Specific Plan.
Consultants or city staff can develop the Specific
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Play depending upon priority level.
Identify regional endangered species using kh Within S yrs. Fl
existing data and specific county data currently in
development
Develop school programs for organized hilke% Within S yrs. F1
boy scout and girl scout hikes for recognition and
planting of Blue Mountain"Lupins"(the blue
flowers along the trail).
Develop a Fire Overlay Zone in connection with Within 5 yrs. Fl
applicable agencies which will introduce fire.
retardant vegetation adjacent the backyards of
residents of the area. Other items that may be
included in the Fire overlay Zone may include
prohibiting wood shingles and similar
ac+chitecdral materials. Consultant,City and
contracted Fire Agency can develop the Fire
Overlav Zone.
Create a regionally oriented Open Space Element Within 10 yrs. Fl
for continuity of other city and county
won areas.
Develop the City Wilderness Park property, Within 20 yrs. F4
located directly above Wren,Finch,DeBerry and
Cardinal,as a passive park with a trail head and
parking for Blue Mountain trails,which could
"fork"to Box Mountain trail.
Practical Side
i While complete improvement of a park and hilCigg trail system may involve significant time and,capital,_the
land use and zoning items may be developed as case load permits or frith small scale consu k=�contracu.
The existing access road could be improved as a first phase with negotiations with-property own=and a-.
trail head installed at the Wilderness Park without a large sum of fimda expended. Trams otherwise could be
dedicated to the Forest Service or other agency who already has regulations and insurance to cover public
trail,i.e.,potential injuries to users,. School programs may also be self-fimded,insured and directed.
An Adopt-A-Park Program and an insurance plan needs to be in place for a first phase of otherwise
recommendations will be a burden on the City budget. It is the challenge of the General Plan Mentors to
embrace such tasks as this and to help eliminate potential burdens to the City budget. The mentors will
work as volunteers to appropriate city departments to help make the recommendations a rarity.
Nwe do not plan,two to three million resides will come to California in the near future some will come
to Grand Terrace and they will plan for us. A forest of telecommunication towers and wader reservoirs
could destroy Blue Mountain's horizon through time. Roads and large,Bat,steep dust cut slopes with
concrete flat housing pads will populate the hr'llside.The environment could be so crowded that privacy
may be eliminated and the value of existing easement development would be reduced. No more rock
outcroppings,coyotes,not more sage brush or Lupins,but a hill Me many others-one that racks identity.
We do not want this to happen. Blue Mountain.is one of the City's best assets and we need to take
advantage of this natural resource. Let's preserve Blue Mountain and make residents proud of it'
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CITY CENTER
Recommendation #3
Policies:
♦ Create a city center with the establishment of a public plaza-a city center for a sociallcultund purpose.
♦ Create the infrastructure for a successful business district-a city center for economic development
purposes.
Objectives: -
City Carta SociaUCultural Objecdves:
• To provide residents with greater opportumty.to socialite,interact,interface with people,learn and
entertain within a familiar setting.
• To have a place to gather and celebrate;a public space for cultural events to strengthen our community
identity.
• To create a"place oriented"experience which will increase pride of our home town,help.to bring
people to Grand Terrace and help enhance our community image.
• To create a public environment which reflects community and needs that is able to withstand
the mail business cycles and trends.
• To help portray a"Cape Cod"architectural style village atmosphere as c uready indicated in the
Barton Road Specific Plan.
• "To promote community particoasioi and formation Of, ips to mwe a sense of belonging
and community growth"[Guiding Principle]
CIO CaittrEcononiicDevuelo ntentObjedlw:
• To increase the City's retail tax base. = __--
• To implement the five elements of a small,scale,successful business disc icy
1. Narrow Streets
2. Dense commercial area with dense residential area m the immediate vicinity thereby creating
a"round the clods"activities and uses.
3.. Public or civic asses in the area.
. 4. Architecturally.styled,"place oriented"image-
S. Multi-modal access as much,as possible.
• To change the image of Barton Road from a major vehicle oriented highway to an alive pedestrian
village road with no traffic capacity ram;for traffic aiming only,
• To install a median on selected portion of Barton'Road to incium safety for pedestrians and reduce
scale of environment to a pedestrian scale: - I
• . To Wensify the density of residential'and r+cial mes along in the immediate vicinity of
Barton Road_
• To introduce mixed use commercial and residential development on the long and narrow lots area south
of Barton Road;thus allowing reconfigun ation of lots and density kcrease&
• To build senior housing in the downtown to meet demand demoLsirated by the housing survey and
satisfy state housing element requirements.
• 'To allow use of 20%set aside housing fimd used for purchasing (land.
• To provide opportunity for local senior residents to stay in the area.and have alternative housing
choices such as condominiums or townhouses,
• To crate a constituency of residents and businesses in the downtown area.
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• io mace the are more state. i
• To encourage the creation of a'livel atmo k'
g Y sphere with a 12+hour life. �
• To increase downtown density to widen the customer base,ensuring the basic survival Tocal
businesses.
• To increase perception of retail sales potentiaL
• To allow lot reconfiguration to provide opportunity to local and small developers to invest in the
downtown area.
• To build a city center to trigger development along Barton Road,
• To increase feasibility of downtown.
• "Be proud ofyourself, transcend Sdive for sustainable economic growth and development of a great
city identity"[Guiding Principle]
Actions:
Major Recommendation and/or Action Prig Implernwitation Fiscal Impact
Thne -F1=0 to 20K;
F2-2110 SM
F3-51 to 200K;
F4=201K to 1M;
FS=mm than iM
a)Pursue finding for b)the installation of a a)P a)Ongoing F1
median in selected areas of Barton Road. b P b Within 10 yrs. F4+
Process and certify the City's Housing Element to P Within 2 ym Fl
be audiorized to build senior housing with 20%
set aside RDA funds to meet the Regional -
Housing Needs Allocation uirement.
Offer Redevelopment Agency(RDA)incentives P Within 5 yrs. Fl to F4
for business to do facade,landscape and
hardscape remodels and/or improvements'.-
Develop Phase H of the Barton Road Specific P Within 5 yin, F2
Plan to address the following issues:
1) Allow'mixed use development as an option
2) Allow senior housing in the downtown area
3) Define where the plaza would be located
within the long,narrow lot area of the Barton
Road Specific Plan.
4) Sek;t location for installation of a median
along Barton Road and develop landscape
guidelines for median areas.
5) Create policy for the Barton road Specific
Plan for mature tree removal and landmark
classification.
6) Revise land use matrix to include civic and
recreational uses in the plaza area.
7) Develop code compliance guidelines.
8) Design frontage roads as needed and
aherriative public plaza design concepts.
At minimum,city center plaza is to include
commercial businesses related to children and
their needs along with satellite government and
university uses. The plaza is to face Barton Road;
plan area to be defined by these commercial uses
and senior housing to be located in the rear
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towards La Paix and Reed Street residential areas.
9) Phase R of the Barton Road Specific Plan is to
refine the design principles and illustratvfeaitum }
to provide a clear picture of developers and
business for desired architectural design and
stereoscope.
Conduct workshops with residents in the Barton Within 2 yrs. Fl
Road area to promote the idea and to give them a
sense of confidence in the project.
Conduct a feasibility study to build a commumity Within 2 yrs. F1
center in the downtown area.
Extend bike lanes and pedestrian paths to allow Within 2 yrs. Fl
people to walk to Barton Road
Develop renderings and models of different areas Within S yrs. Fl
and ape for workshops with brokers,
residents and businesses.
Conduct workshops with prospective existing Within S yrs. F1
businesses regarding new city center area
Pursue fmds or grants to augment city build first Within S yrs. Fl
class senior housing in the project area-
The Practical Side
Does a city center depend on prosperous retail? Not necessarily. The primary function of a public plaza,or
a community center,is to offer people a place to gather—with or without retail establishments. Public
plazas,as in the European cities and all the cities we love,offer amenities and fimcdons such as museums,
plazas with fountains,government buildings,churches,libraries,games,art and other uses,not just retail. J `
Many plazas also have restaurants with outdoor seating areas,specialized rqftl,.aad:au:so ffittac Live in
design and atmosphere that local people are proud of it and visitors keep*coming in. The city center in
Grand Terrace is proposed to be both a unique place to gather and to shop.First,we bring the people in
then retail will follow. How Can We Start?
We have already started with the approval of the housing strategy to have our housing dement certified by
the state. In the event,it is approved,the housing sziategy will allow the city to use our RDA 20%set aside
fimds for housing to build senior housing in downtown. We would need to will subsidize thirty percent of
the units for affordable to fixed 'income seniors. The others will be sold at nvAct rate. The city can
utilize these fiords to write off land costs and make it feasible for an Werestid developer to bmld the
housing,the plazas and the commercial surrounding it.
Several scenarios could be possible:
1. City proceed in a slow,building approach: amend the Batton Road Specific Plan,have the Housing
Element certified and set the financial'strategy in place and wait fi .developer intaast
2. City proceed with a more proactive approach which could remit r i how possibilities,but also risk
holding the land until a developer is found This approach involves_the actual purchase of the land up
front and development of project ahernatives-product marketable to:developa& The City could phase
the project so as to attract one developer at a time,rather than one developer willing to build the entire
project. In this latter event,it is anticipated that the search would entail looking for a developer for the
senior housing and plaza portions of the project first,and that a sew investor could enter the picture
to install the commercial uses and community center around the plaza in a second phase. Such a
second phase will require significant additional some of finding and feasibility studies.
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The most important step,in either scenario is the City taking the initiative to get the strategy in place to
allow opportunities for development to take place.
Along with the financial and physical setting and site,the strategy would also have to include the following:
♦ determine the Grand Terrace market niche
♦ market city assets on an ongoing basis proactively
♦ organize events,concerts,open air markets,faits at the plaza,etc.
The good news is that we have already started. We have only to keep on ttaokl
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ECONOMIC DEVELOPMENT,
Recommendation #4
Policies:
♦ Determine a market niche for Grand Terrace in terms of retail and industrial uses.
♦ Ensure balanced development standards and expeditious processi�
♦ Advance a productive relationship and partnership with the business community
♦ Provide a system of financial incentives to local businesses
♦ Establish a relationship and partnership with professional organizations and other economic
development allies
Objectives:
• To determine the potential of the"City's Vision"of creating an active commercial trade and mdust W
area,based upon a unique and specialized niche,as well as a partnership between residents,business
and the City.
• To increase taxable sales(retail and wholesale).
• To plan for sustainable economic growth.
• To update the Barton Road Specific Plan permitted land use matron.
• To provide existing businesses valuable information regarding goods on demand by local residents in
and the economic region as a whole.
• To be prepared to market our focus niche to segmented targets or prospective businesses and industrial
businesses.
• "Be proud oJyourself, transcend strivefor sustainable economic growth and a great city identity".
[Guiding Principle]
Actions:
Major Recommendation and/or Action Priority Implementation Fhwal Impact
Time F,-0 to 2DK;
F2=Vto 5OK:
F341 to 20OK
F4=2111Kto 11Yt;
FS=nrore flan I
Establish feedback system to ensure development POngoing Fl
are feasible to local businesses.
Develop partnerships with the business P Within 2 yrs. F1
.community to target vacant store fronts
Enlist representatives from various state and P Within 2 yrs. F1
county agencies,private institutions such as
banks,utility companies,school districts,as well
as private persons such as accountants,journalists
to help us plan economic development efforts
Obtain resident participation and involvement as P Within 5 yrs. F1
investors in their own City
Reflect results of surveys and analytical tools on P Within 5 yrs. Fl
all marketing brochures and literature as often as
possible
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Develop Business Retention and Expansion,and P Within S yrs. F1
Business Recruitment,Programs}fit connection
with the Chamber of Commerce '
Develop an Economic Development Element for P Within S yrs. F1
the City General Plan
Develop a comprehensive economic development P Within S yrs. Fl
program which utilizes all community assets to
the utmost possible
Use analytical tools to define the City's market P Within S yrs. Fl
niche,such as:
A. Economic Base Analysis(to determine our
role in the economic region and the region's
industrial and retail major clusters)
B. Market Analysis/Business Absorption Study
(to evaluate businesses such as biomedical
and medical services,dentists,children's
businesses,etc.)
C. Business and Resident Surveys
D. CALED one-day workshop
E. Business Incubator Analysis
Develop brochure to explain"Fast Track"permit Within 2 yrs. Fl
process as an incentive for new business,,via a
"cafeteria pointsystem-.
Consider rezoning the area surrounding the GTI Within 2 yrs. F1
market site to the north to make it more attractive
to developers.
Evaluate city codes regarding tenant Within 5 yrs. Fl
improvements in conjunction with local
businesses to increase flexibility in permitting,
Investigate a City Main Street-type of program Within S yrs. F1
Evaluate creation of international business Within 1.0 yrs. - F1
opportunities --
The Practical Side
Should we strive for a commerc ial/retail base,an industrial base,both—or perhaps,none at 0? Where do
we want to be in 20 years' Is it feasible to have an active downtown?
R is these very types of questions,the hard,practical questions,that should guide us in determining what
types of economic development strategies are necessary. In fact,we have already begun this process,and
have initiated several programs to date:
• Work of the General Plan Task Force
• Development of this Economic Development Element
• Work of the Business Development Committee of the Chamber of Commerce
• Survey given to residents regarding business
• .Recent City Council policy to find alternatives to loans received from Redevelopment Agency for use
for normal City operations
• Development of the City Profile and Compilation of the Urban Decisions Systems market data for
Grand Terrace
• Various economic development conferences and seminars attended by Commissional,staff and a
series of related discussions and talks
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• Creation of an Economic Development Division within the Community Development Deparunm
We have started to build a momentu
m,yet economic development nets are as broad as gttality of life
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issues,thus the determination of our market niche is fundamental in this process of planning for the fut=
of Grand Terrace. However,the only way to get started is to take those "first steps".The General Plan
Task Force has outlined our initial steps.!It is very practical,low cost and cost effbcave to get prepared to
market the City assets by continuing to implement the economic development actions recommended by the
General Plan Task Force.
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INDUSTRIAL ARIIIVA .
-' Recommendation #S
Policies:
♦ Regulate development,create incentives and complete infrastructure to attract new business park uses
and clean industry
♦ Protect residential areas which surround industrial uses
Objectives:
• To increase and expand our business,industrial park area in order to: 1)increase our industrial job
base;2)increase the City's taxable sales;and 3)develop land in the redevelopment area,thus
increasing Redevelopment Agency tax increment revenues.
• To develop an attractive business park where clean industries,commercial uses and family-otiented
entertainment can co-exist
• To complete the infrastructure,especially in terms of roads and circulation components so we may
provide better access to the industrial and residential areas(far example,constructing Commerce Way
as an alternative route for the Michigan Avenue access to the hmiustriel area;this maintains Kwhigan
as a residential road and improves industrial access significantly).
• To improve circulation and evaluate the possibility of direct access to the I-215 freeway to alleviate
future estimated through traffic from Pigeon Pass Road via city neighborhoods.
• To improve circulation and direct access to the 1-215 freeway to attract new industry.
• To develop new standards and buffer zones to protect nearby residential areas from noise and dust
while allowing industrial businesses to expand.
• To emphasize development of the industrial area to create trade jobs,thus creating a larger base of
people in the area to support local retail businesses.
• To expedite development review and case processing by condticting area.wide environmental review
prior to developers expressing interest _
Actions:
Major Recommendation and/or Action Priority Implementation Fiscal Impact
nm• F1=0 to 2W
F2-21to SM
F3=61 to 21)llK
F4=201K to 11t;
FS=rnota titan 1M
Evaluate feasibility of direct access to the 1-215 P Widda 2 yrs. Fl
freeway via Iowa interchange. Lobby proper
authorities as applicable.
Pursue funding for construction of Commerce P Within 20 yrs. F5+
way
Conduct a study for the specific alignment of W'dhin 5 yrs. Fl
Commerce Way. Request dedications of land
from local property owners accordingly.
Develop a Business Park Specific Plan and related Within 10 yrs. F2
Master EIR with detailed development standards
which include the creation of buffer zones
between residential and industrial uses(such as
_ I office gme or denser housing uses). This would
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entail close involvement with property owners. j ,
Develop financial and zoning incentives for Within 10 yrs. F2
industrial uses similar to those offered in'
enterprise zones. The Practical Side,
The development of our industrial area is,becoming increasingly necessary for the support of an active
downtown and to increase our overall tax,base.
While the development of a Business Park Specific Plan can be cumbersome and relies on coordination
and cooperation of property owners,as.well as be tame consuming,it may be relatively inexpensive if the
work is performed in-house. However,funds to eonstrud Commerce Way or a possible new connection
with the I-215 freeway are a completely different story...projects such as the two latter could cost upwards
of$12M each!Where do we start?
We begin with our vision to develop the City's industrial base by dev loping the standards,parameters,
precise road alignments,and of course,the Specific Plan itself. If studies prove it is not feasible to expand
our industrial areas,or to build new access to the freeway,we need to look at Alternative strategies. BUT,if
the studies determine that it is feasible,we will need to gather ourselves in unison and lobby,lobby,lobby—
until it is attainable.
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FAMILY & CHILDRIEN
ORIENTATION
Recommendation #6
Policies:
♦ Encourage land uses,policies and programs that support our City's youth,senior citizens and families.
♦ Include family-oriented entertainment uses in the General Plan ink land use district
♦ Develop family programs which help to decrease physical alienation fi m the local setting thereby
increasing pride in one's home place.
♦ Encourage a high quality education for our children. _
♦ Strive to maintain the City's low crime status.
♦ Continue augmenting our park and recreation facilities.
♦ Increase safety of our streets.
Oblectiyes:
• To continue expanding opportunities for children and teenagers for wholesome entertainment within a
familiar setting.
• To promote parental participation in school district activities and programs.
a To maximize the use of available land and tenant space with patterns amble with entertainment
uses.
• To increase"street"safety by promoting community interaction and expand the safe environment for
children to play in, including front yards,sidewalk and parkway arras and the streets near their homes.
• To increase the quality of life in Grand Terrace.
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• "Know who the most important people in your life are. Give priority to fmndies,children and seniors
and their needs". [Guiding Principle]
Actions:
Major Recommendation and/or Action Priority hnP m*ntatiorh Fhicai Impact
Time F1=0 to 2WQ
F2=21b 50K;F3=51
to 200K F4=201 K m
1 Wk FS=mwe ttuuh
1M
Incorporate retail geared towards children and P Within 2 yes. F1
seniors as permitted uses,including medical services
and other related types, in Phase 11 of the Bw -ne
Road Specific Plan.-
Incorporate family entertainment uses in the P Within 2 yrs. F1
bAistrial area(Business Park Specific Plan area)via
an overlay zone. These entertainment uses include
video arcades,laser tag facilities,movie theater,etc.
Note that these types of uses are compatible with
industrial land use patterns,or overlay zone.
Organize family group outings such as hiking or P Within 2 yrs. F1
bicycling around town or connecting to nearby
conservation or recreation areas.
A -A-Park program whereby local clubs, Within 2 yrs. Fl
is
associations,businesses,or private parties can helps ,
support the maintenance of park facilities and/or the
procurement of park equipment.
Study feasibility of a youth facility/center or Within 2 yam. Fl
designated space for youth activities.
Evaluate alternative--traffic calming methods to Within 2 yrs. Fl
reduce speed on residential"streets"to encourage
long walks and plav to increase"street"safety.
Amend current zoning code wherebv new residential Within S yrs. F1
development will de-emphasize garages;and
bringing the attention of residents to the streets to
increase"street"surveillance while kids play.
Amend zoning code to require open space in all V4 Rubin 5 yrs. FI
residential developments.
Coordinate new technology advancement efforts with Within 5 yes. F1
local schools or school district
Develop programs in conjunction with schools to Within 5 yrs. F1
utilize school grounds in common.
Create a guide for family outings and provide a map Within 5 yrs. Fl
of community and regional recreational destinations,
as well as local cultural activity sites(i.e.,Santa An
River Park
Develop and install a street safe program in Within 10 yrs. F4+
conjunction with local schools. This will improve all
pathways used by children on their way to school,
walking or bicycling_ This includes curb'gutter,
sidewalks,street widening,signs and/or completing
necessary street improvements in these pathway
areas.
A. Evaluate possibility of developing Gage Canal a)', Within 10
as a park area;and,
B. Equip the neighborhood easements or linear b)�,,Within2O----
parks _ -
not currently being used. ym—
Purchase and between Terrace View Elementary Within 20 yrs. F4
School and the Grand Terrace Senior Center. This
land may be utilized for the mutual benefit of the city
and school.
The Practical Side
One of the City's best assets is our parks and recreation activities. They General plan Task Force commends
existing programs and would like to emphasize how important it is to continue expanding these services to
meet existing and projected needs. These types of programs help the City show its priorities—its family
lifestyle,senior citizens and children.While incorporating"street"safety design and new uses into our
codes is relatively simple,it is important to note that to implement all the Task Force redatioas
could take the next 20 years! But...implementing all of the City's goals is a journey,not just an end resah.
Where do we start?
We should start by organizing our priorities to be the most efficient. In other words,many impl on
steps,if taken first,could help get others started.For example,implern ' an Adopt-A-park program
could help with allowing the first phase of the Blue Mountain Wilderness Park. Further,many programs
and goals are contingent on funds available,so it will become valuable{to rely on volunteers,specifically the
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volunteer Mentors as recommended by the Task Fora. 1-hese mentors will work closely with city staff to I
make these programs become reality. If we are persistent,patient and keep focused on the goals,it wHI all
happen...it's just a matter of time.
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NOISE, SAFETY &
INFRASTRVOTVRE
Recommendation #7
Policies:
♦ Maintain noise levels at satisfactory decibels and a"Good Neighb'r"policy related to noise.
♦ Maintain city streets,drainage channels and sewer mains so that they are in good condition at all times.
♦ Ensure that residents and local businesses are informed of assistance available in the event of a major
disaster,infrastructure difficulty or noise problem.
• Ensure consistency of departmental plans and program with the entirety of the General Plan.
♦ Coordinate with various utility companies,regional/staWfedend agencies regarding long tams plans as
it relates to noise,safety(emergency preparedness)and mfrastrucwre.
♦ Keep related information up to date.
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Oblectiyes:
• To plan ahead to keep Grand Terrace functional,safe and attractive on an ongoing basis.
• To prevent significant noise problems in the future.
• To devise the safest possible evacuation routes in case of a major disaster.
• To develop an outreach program to inform residents and local businesses about disaster preparedness
to maximize public safety and minimize physical damage. j
• To maintain current and consistent plans which reflect departmental cooperation and mutual interest for
the ultimate benefit of Grand Terrace reside.
• 'To have plans consistent with regional,state and federal regulations which in turn maintains Grand
Terrace's eligibility for reimbursements and/or grants.
• To plan ahead to eliminate all possibilities of future problems with infrastructure thereby preventing
potential water contamination,exorbitant sewer rates,potential health hazards,etc.
• To ensure the General Plan is consistent internally thereby allowing maxiattmt efficiency of public
services.
• "Try our best. Provide high quality public services in a cast efficient manna."[Guidaeg ProwVel
Actions:
Major Recommendation and/or Action Priority bnplemerdadon Fiscal Impact
ThTW F1-0 m 20K
F2sltto W
F341 to 200K
F414A1K to 1M;
F5--more tturn 1 M
Evaluate and ensure consistency of the following P Within 2 yrs. F1
plans and programs with each other and the
earth+of the General Plan:
1. Emergency preparedness vs.General Plan
Safety Element vs. Crime Prevention'
Strategies
2. General.Plan Noise Element vs.Municipal
Code Nuisance Ordinance
3. General Plan Infrastructure Element Vs.The
Riverside Highland Water Master Plan vs.
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Sewer issues
Adopt a Noise Element involving all require ` P Within 2 yrs. F1 k
aspects of analysis.
Contract noise consultant to conduct noise study P Within 5 yrs. FI -F2
and update the city noise contour map;noise
consultant to make recommendations for
mitigation measures for all sources.of noise
contaminants:freeway,railroad,airports,
commercial/industrial/residential activities.'
Update city noise ordinance to incorporate noise P Within 5 ym F1
contours and county standards,as well as the
licies stated in the General Plan.
Develop an outreach program for safety and Within2 ym F1
infrastructure related issues.
Participate in the Flood Control Mapping on an Within 2 yu- F1
ongoingbasis.
Conduct emergency preparedness drills and Within 2 yrs. FI
involve community on an ongoing basis.
Evaluate and ensure consistency of the foUowing Within 2 yrs. FI
plans and programs with each other and the
entirety of the General Plan:
1. Emergency preparedness vs.General Plan
Safety Element vs. Crime Prevention
2. General Plan Noise element vs.Municipal
Code Nuisance Ordinance ' ,
3. General Plan Infrastructure Element vs.the
Riverside Highland Water Master Plan vs.
Sewer Issues
,- Evaluate the Riverside Highland Water Within2yrs. FL. .
Company's Master Plan and its future potential -
for impacts on Grand Terrace.
Develop a city drainage Master Plan and pursue Within 5 yrs.(up FI -F5
f riding sources for implementation(maintain to 20 for
consistency with NPDES Program. implemadation) -- -- - - - ---
Develop a long term sewer maintenance and Within 5 yrs.(up F1 -F4
replacement plan and coordinate with the City of to 20 for
Colton regarding future sewer rates.Pursue funds implementation)
to implement maintenance goals.
Develop a long range street maintenance and Within 5 yrs.(up F1-F4
replacement plan and pursue funds for to 20 for
implementation. lementatias
Map alternative evacuation routes to minimize the Within 5 ym F1
eudstenc a of parallel petroleum pipelines,and
reduce the impact of geologic faults,gas and
electric lines and flood zones.
Use Geographic Information Systems(GIS) Within 5 yrs. F1
computer technology to ensure various maps are
kept up to date,are consistent with each other at
present and in the near future.
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The Practical Side
k
It is possible to develop a citiamlbusiness outreach program,ensure consistency of departmental plans,
develop a noise contour map and develop;long range infrastnteture plaos. The difficulty and expense lies in
the implementation of the infrastructure plans. Where do we start?
We can start with an infrastructure replacement and maintenance capital improvement program similar to
the 5 dt 20 year Measure I Capital Improvement Program for traaspor ldon planning.
Transportation plann ing is based on ultimate road opacity as outlined on the General Plan Circulation
Element,and on needs of development review and traffic regulation m
.The Measure I Program includes the top five transportation planning projects for which we are saving 509A
of Measure I funds available and actively lobbying for approval and This list of
transportation planning projects is forwarded to the San Bernardino Association of Governments
(SANBAG)each year for consideration of fimdmg.However,the probaiiility of ftmd'mg is low since
fimding is based upon service levels and regional priorities. This does not mean that our chances are'zero-
rather,it means that we must be persistent,For example,we were able to proctue$369,000 is grant funds
for the b5ce lane project!
The remaining 50%of the Measure I funds are saved for maintenance and replacement of infiast<tmdue,
i.e.,streets,pavement,sewer pipes and storm drains. However,we must be realistic.Just as is the case with
the Transportation Planning Program,available finding will cover only a small portion of it.It will be
necessary to pursue additional grant finding and/or state/federal loans and possibly implement a fee or
utility tax to reach our goals.On the other hand,there is time and means to begin implementing the less
costly items recommended here.It will also help to simplify infrast<ucture projects as much as possible to
make them feasible in the future!
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STRATEGIC ELEMENT
Recommendation 418
Policies:
♦ Ensure continuous implementation of General Plan policies.
♦ Generate a more action-oriented General Plan with measurements,thresholds and/or quality of life
indicators to evaluate progress.
♦ Maintain a mentor program where mentors are residents or business volunteers who work for
applicable City Department Heads to accomplish a pre-set goal and implement a policy.
a ,
O1llectiyes:
• Our ultimate goal with the Strategic Element and its policies is to achieve the City"Vision".
• To organize and prioritize actions and be adopted by resolution.
• To measure the fiscal impact of actions.
• To establish a time frame for policy implementation.
• To have a more practical document which reflects General Plan goals and policies.
• `Be Responsible."Afake important decisions based on future generations" "Have fun and ergoy dw
Journey-"[Guiding Principle]
Actions:
Major Recommendation and/or Action Priority Implementation Fiscal Impact
Time F1=O to 209;
F2m21to 501t _
F3=51 to 200K
F4s201 K to tlk
F5=mom than 1Y
List of actions per time of implementation,i.e.,all
actions that can be accomplished within a two
yew period, five ears:ten and twenty ears.
Within each list of actions,establish priorities,
i.e.,to develop a specific plan in-house may take
up to five years.However,if it is considered a
priority,the works should start in the near future.
Or some items may cost millions of dollars,and
therefore,savings need to commence soon,unless
the item is not a top priority.On the other hand,
wh&many recommendations can be
accomplished within 2 years,cumulatively,it may
not be possible to complete all of them within the
same two ears!
Establish first group of mentors,program
regulations and determine departments they will
work for. Mentor vo!unteer positions should first
be offered to General Plan Task Force members
and then to the public in general.
Develop quality of life performance indicators
based on General Plan policies as outlined in this
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document These are to evaluated at the end of
two,five,ten and twenty years or more frequently
as desired
The Practical Side
An Implementation Plan is the practical side of a General plan and the mentors will enw a continued
implementation of their recommendations: They will"adapt*the recomm and save as an enzyme
for it to take place.
It is exciting to be part of the good things that will happen in Grand Terrace in the years to come!
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