HomeMy WebLinkAboutItem No. 12 Dream Extreme 2040 Strategic PlanCity Council Agenda Report
City of Lake Elsinore 130 South Main Street
Lake Elsinore, CA 92530
www.lake-elsinore.org
File Number: ID# 19-687
Agenda Date: 7/28/2020 Status: Approval FinalVersion: 1
File Type: Council Business
Item
In Control: City Council / Successor Agency
Agenda Number: 12)
Dream Extreme 2040 Strategic Plan
Adopt the City’s first Dream Extreme 2040 Strategic Plan.
Page 1 City of Lake Elsinore Printed on 7/23/2020
REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Grant Yates, City Manager
Prepared by: Nicole Dailey, Assistant to the City Manager
Date: July 28, 2020
Subject: Dream Extreme 2040 Strategic Plan
Recommendation
Adopt the City’s first Dream Extreme 2040 Strategic Plan.
Background
In March 2018, the City Council authorized an agreement with Gensler to initiate the City’s efforts
to develop its first long-term strategic plan called the Dream Extreme 2040 Plan. The purpose
was to create a framework for the City in pursuit of achieving its vision to become the ultimate
lake destination where all can live, work and play, build futures, and fulfill dreams.
The Dream Extreme 2040 Strategic Plan is a first for the City with an expectation that it will go
above and beyond traditional planning documents and look at unique, innovative ideas and
opportunities that will serve as a guide for the future development and build-out of the City.
As part of these efforts, the City conducted a Community Opinion Survey in 2016 and again in
2019 to gauge overall community satisfaction with City services and gather opinions, perceptions,
and priorities about the City, its services, and future needs. The results from the survey provide
the City critical information to assist in making sound, strategic decisions in a variety of areas,
including prioritization, planning, performance measurement, policymaking, community
engagement, and budgeting. The City plans to conduct regular surveys every few years to set
measurable benchmarks, establish long-term strategic goals, and regularly assess progress
toward accomplishing these goals.
As part of the development of the plan, the City conducted three full-day workshops with City staff,
including a Stakeholder & Community Member Roundtable consisting of representatives from
local businesses, developers and investors, partner agencies, non-profits, and youth from
throughout our community.
During these workshops, the consultant looked at the City’s history, its current vision for the future,
current and future trends, our economic position including opportunities and barriers to success,
and a thorough analysis of the lake and ways to overcome its challenges in the future.
Dream Extreme 2040 Strategic Plan
July 28, 2020
Page 2
In addition, community outreach was conducted during the City’s Day Downtown and Winterfest
events, and the consultant completed a tour of the City to see first-hand its many unique assets
and opportunities.
Discussion
This plan has been years in the making with the intent of providing a living document that will
change regularly and serve as the framework to guide all decision making over the next 20
years to fulfill our vision.
City staff will provide a brief presentation to the City Council regarding the completed Dream
Extreme 2040 Plan including how the City will use this plan regularly throughout the
organization and ways we can further integrate the plan into our culture including during our
budget process, for goal setting and as part of the General Plan Update.
Key components of the plan include the following:
Our Standing Vision: Lake Elsinore will be the ultimate lake destination where all can live,
work and play, build futures, and fulfill dreams.
Our Aspirations: We aspire over the next 20 years to...
Be the destination for the action sports industry in Southern California.
Grow a vibrant and active city where our residents thrive.
Foster our natural resources - the lake and our surroundings are the heart of our healthy
community.
Dream Extreme in our City governance, seeking innovative, inclusive, and enduring
solutions.
Our Anchors: The primary anchors align with what our community will be known for and why
Lake Elsinore is unique and memorable - The Lake, Action & Adventure, and
Downtown. These anchors will serve as constant reminders of our top priorities in everything
the City does.
Also, the plan provides strategies, action items, timelines, and measures of success to guide
key projects and programs for the next 20 years to achieve the City’s vision. All these items
will grow, change, and adapt to the City's needs and the state of the economy over time.
Upon adoption of the plan, City staff will transition to implementation within the organization. It
will develop an outreach plan to share our vision with the community, including our residents,
business, stakeholders, developers, and future investors.
Fiscal Impact
There is no fiscal impact.
Exhibits
A – Dream Extreme 2040 Plan
X
City of Lake Elsinore | Dream Extreme 2040 3 2 City of Lake Elsinore | Dream Extreme 2040
CONTENTS
Introduction
Past, Present & Future
Vision
Purpose of Dream Extreme 2040
Vision plan framework
Aspiration 1: Be the destination for the Action Sports Industry
Aspiration 2: Grow a vibrant and active City
Aspiration 3: Foster our natural resources
Aspiration 4: Dream Extreme in our City governance
Implementation
Acknowledgments
4
8
26
28
30
38
50
68
82
100
101
This vision plan was started well before the onset of the current COVID-19 pandemic. The ideas and
strategies outlined in this document take a long-term view. Many of these long-range strategies are
aligned with our community’s present need for a healthy, safe, and resilient place to live.
During times of crisis, such as COVID-19, the City may need to dedicate its focus to managing the
challenge at hand. Unexpected events of recent years, including wildfires and flooding, have proven
that Lake Elsinore is resilient. Since the future is unpredictable, the vision plan aims to provide a
north star for City decision-making, ensuring Lake Elsinore will continue being a place where all can
build futures and fulfill dreams for generations to come.
The following strategies within the vision plan outline actions that may be particularly relevant to the
short- and long-term impacts of COVID-19:
Public Health
2.B – Promote public health and strengthen Lake Elsinore’s identity as a community for active
lifestyles. (p. 56)
2.C – Ensure Lake Elsinore is family friendly. (p.59)
2.E – Encourage and attract the development of a regional healthcare center. (p.64)
Community Resiliency
3.C – Plan for resilience and sustainability. (p.75)
4.A – Develop community engagement strategies to foster more inclusive City governance. (p.84)
4.C – Increase partnerships with public, private and non-profit organizations. (p.90)
4.D – Embrace technology to support the delivery of City services. (p.92)
4.F – Continue to build a culture of innovation throughout the organization. (p.97)
Economic Resiliency
2.F – Increase access to education in Lake Elsinore. (p.66)
4.B – Safeguard the City’s long-term fiscal health through boosting revenue and diversifying
resource. (p.88)
4.E – Allocate public resources effectively and efficiently, creating fiscal models that ensure
sustainability. (p.95)
Lake Elsinore as a Destination and Retreat
1.B – Broaden Lake Elsinore’s appeal as a tourist destination. (p.43)
3.A – Continue efforts to beautify and activate the waterfront, diversifying and growing Lake Elsinore’s
economy. (p.70)
3.D – Improve water management efforts at the Lake. (p.77)
City of Lake Elsinore | Dream Extreme 2040 5 4 City of Lake Elsinore | Dream Extreme 2040
OUR VISION
The City of Lake Elsinore will be the ultimate destination where all can live, work, and play, build futures and fulfill dreams.
City of Lake Elsinore | Dream Extreme 2040 7 6 City of Lake Elsinore | Dream Extreme 2040
““T o morrowToday
A letter from the future...As I look back over the past 20
years of my life in Lake Elsinore,
I feel honored to be a part of this
community.
Back in 2020, my Mom, Dad, sisters and best
friends celebrated my 10th birthday at the City’s
campground, Launch Pointe. We had just been
through a really tough year as a City, with wild
fires, flooding, and challenges at the Lake. But, we
were all really happy to be spending time together
enjoying a full Lake and the beautiful wildflowers.
We saw Lake Elsinore as a place that we loved.
A place where we could live as a family, live a
healthy life, and accomplish our most extreme
dreams.
Since that time, the City has been transformed.
Today, in 2040, I can stand at the corner of
Main St. and Heald Ave. and celebrate what we
have accomplished. Downtown Lake Elsinore is
bustling, full of life, active with my neighbors out
on the street enjoying each other, great food, and
the frequent street fairs. A once abandoned lot
now houses a weekly farmer’s market – part of
the City’s promise to be the healthy living center of
Southern California. Downtown still feels authentic
to Lake Elsinore, as the restaurants are all locally
owned.
On weekends, I now take my own family out to the
Lake. Since 2019, a motivated group of citizens,
local government, and local businesses have been
partnering to re-envision the Lake. The algae
blooms and fish kills that used to happen have
been replaced by developed wetlands and an
active population of native sport fish. My friends
and I are fortunate to live in a place where we can
go out to the Lake and wakeboard, water ski, and
jet ski, nine months out of the year.
After I left Lake Elsinore to go to school at U.C.
Riverside, I wasn’t sure I would come back. But,
I was able to find my dream job at the City’s new
Action Sport Research and Manufacturing Center
as a product designer. There is nothing better
than being able to dream up the next generation
of high speed, electric dirt bikes that will further
revolutionize the motorsports industry.
Mom and Dad still live close by, and my entire
family is closely connected. The active living focus
that the City adopted in 2019 has had a major
impact on my family. Both my parents started
walking at that time, starting with small events
raising money for the trail around the whole Lake.
That led them to take up cycling and change their
diets. Lake Elsinore’s Southern California climate
has helped us all get outside. I am proud to be
a Lake Elsinore resident and I am grateful to be
raising my children in a City where we are not
afraid to Dream Extreme.
City of Lake Elsinore | Dream Extreme 2040 9 8 City of Lake Elsinore | Dream Extreme 2040
Past, Present & Future
City of Lake Elsinore | Dream Extreme 2040 11 10 City of Lake Elsinore | Dream Extreme 2040
Past:
Lake Elsinore’s Rich History
THE ROOTS FOR DREAM EXTREME 2040
Lake Elsinore’s rich history helps inform the City’s future vision.
From the natural hot springs in the early 1900’s to Prohibition-era
recreational activities, Lake Elsinore has always been a destination for
visitors to get away, experience natural beauty, and seek action.
1909 Postcard, Source: eBay
ACTION SPORTS
Lake Elsinore’s identity has been shaped by
its legacy of action sports. The City has led the
extreme sports arena as the birthplace of events
including the X-Games and the Annual Lake
Elsinore Grand Prix, which in its height drew
dirt-bike greats like Malcolm Smith and Steve
McQueen. Lake Elsinore boasts multiple world-
class sports facilities, including its skydiving
drop zone (the longest-running skydiving
operation in North America), Minor League
Baseball stadium, and a youth sports complex.
THE LAKE
At the center of it all is the Lake, Lake Elsinore’s
namesake and most valuable natural asset.
Lake Elsinore has seen cycles of droughts and
flooding, but recent efforts by the City have
helped to better stabilize Lake levels. Lake
management is an ongoing effort and a critical
component of Lake Elsinore’s future.
DIVERSITY
As the first Californian city to be led by an
African American mayor, Thomas R. Yarborough,
Lake Elsinore has a history of diversity, unity,
and inclusion. Dream Extreme 2040 aims
to build on this foundation and continue to
grow connections with its new communities,
embracing a culture of civility and respect.
DREAM EXTREME
“Dream Extreme” was developed as the new
Lake Elsinore brand in 2006 and incorporated
into the City’s visual identity, signage, and ethos.
It embodies Lake Elsinore’s legacy of extreme
sports and the mindset of pushing boundaries
towards innovative solutions. Dream Extreme
2040 outlines the City’s big dreams and how the
City can work towards achieving them.
Creswell Bath matchbook, Source: eBay Steve McQueen at Elsinore Grand Prix
City of Lake Elsinore | Dream Extreme 2040 13 12 City of Lake Elsinore | Dream Extreme 2040
PSP
SBD
ONT
LAX
SNA
SAN
BUR
LGB
LOS ANGELES COUNTY
RIVERSIDE
INDIO
MURRIETA
HEMET
IRVINE
LOS ANGELES
MENIFEE
PALM SPRINGS
SAN DIEGO
ORANGE COUNTY
SAN DIEGO COUNTY
RIVERSIDE COUNTY
SAN BERNARDINO COUNTYVENTURA COUNTY
TEMECULA
MORENO VALLEY
CORONA
5
74
10
215
15
PERRIS
REGIONAL MAP
AMTRAK
METROLINK
COASTER
≤ 30 MIN. DRIVE
ESCONDIDO
VICTORVILLE
8
405
FULLERTON
OCEANSIDE
LAKE ELSINORE
COUNTIES
MAJOR HIGHWAYS
SECONDARY ROADS
≤ 60 MIN. DRIVE
≤ 120 MIN. DRIVE
CAHSR
0 5 10 15 20
MILES
2.5
Miles
Present:
On the Path of Growth
Lake Elsinore is located within a two-hour drive from the major
metropolitan centers of Los Angeles to the north and San Diego to
the south. And, only an hour drive from Orange County to the west,
placing it directly within the path of growth emanating from these
areas. The future California High-Speed Rail, if it proceeds, would run
through the center of the City, further strengthening connections to
the Central Coast and beyond. The time is now to envision how Lake
Elsinore can harness the transformative potential of future growth for
the benefit of the City’s current and future residents.
LAKE
ELSINORE
City of Lake Elsinore | Dream Extreme 2040 15 14 City of Lake Elsinore | Dream Extreme 2040
RAMSGATE
SPYGLASS RANCH CANYON
CREEK
TUSCANY HILLS
CANYON CREEK
ELSINORE CITY CENTER
CANYON HILLS
CANYON ESTATES
EAST LAKE
DIAMOND
EAST LAKE
DOWNTOWN
ALBERHILL RANCH
ALBERHILL RANCH
MURDOCK ALBERHILL RANCH
LAKE SHORE VILLAGE
LA LAGUNA ESTATES
THE VILLAGE AT LAKESHORE
ALBERHILL RANCH
NORTH PEAK
NORTH PEAK
MURDOCK ALBERHILL RANCH
CAPE OF GOOD HOPE
HISTORIC DOWNTOWN DISTRICT
SPECIFIC PLAN BOUNDARIES
LAKE ELSINORE
15
15
74
74
CAMIN
O
D
E
L
N
O
R
T
E
LAKE
S
H
O
R
E
D
R
.RIVERSIDE DR.CITY MAP
LAKE ELSINORE CITY BOUNDARY
SCHOOL
FIRE STATION
PROPOSED CAHSR
POLICE STATION
HOSPITAL
CITY HALL
PARK
0 0.8 1.6 2.4 3.20.4
Miles
Present:
Our Community of 60,000 +
Lake Elsinore has steadily
grown over the past several
decades to nearly 64,000
residents. New growth has
often been accommodated
in outlying areas of the City.
This has resulted in a divide
between newly developed
neighborhoods within the
City and older, existing areas.
As we envision the Lake
Elsinore of 2040, it will
be important to consider
how the City can develop
more cohesively in a
unified direction that better
leverages the City’s existing
assets. Doing so will help to
foster a stronger sense of
civic identity while allowing
the City leadership to best
serve its residents.
STADIUM
City of Lake Elsinore | Dream Extreme 2040 17 16 City of Lake Elsinore | Dream Extreme 2040
Present:
Lake Elsinore Attractions
A. Lake high-speed zone
B. Serenity Pump Track
C. Annual Elsinore
Grand Prix
D. Skydive Elsinore
A. Lake Elsinore Diamond
Stadium: world-class
minor league baseball
stadium and home to
the Lake Elsinore Storm
Baseball
B. Fishing on the Lake
C. Rosetta Canyon Sports
Park
D. The Links at Summerly
Golf Course
E. Launch Pointe
Recreation Destination
& RV Park
F. Several youth sports
leagues
EXTREME SPORTS
SPORTS & RECREATION
A B
C
D
A B
C
D
E
F
City of Lake Elsinore | Dream Extreme 2040 19 18 City of Lake Elsinore | Dream Extreme 2040
RICH ENVIRONMENT COMMUNITY
A
B
C
D
E
A. Walker Canyon Super Bloom
B. Elm Grove Beach
C. Levee Trail
D. Lake recreation
E. Ortega Falls
A. High-quality housing
B. Outlets at Lake
Elsinore
C. Stadium Pizza on
Main St.
D. Historic Downtown
E. Public Art
F. Safe Streets
G. Quality Schools
H. Public Entertainment
Events
A
B
C
D
E
F
GH
City of Lake Elsinore | Dream Extreme 2040 21 20 City of Lake Elsinore | Dream Extreme 2040
CHART TITLE
Hispanic Non-Hispanic White Non-Hispanic Asian Non-Hispanic Black Non-Hispanic American Indian All Other Non-Hispanic
33%
5%
4%
0.2%3%
52%
89%
.85 : 1
Hispanic
Non-Hispanic
White
Asian
African American
Native American Other
D
E
M
OGRAPH I C S (2018)Present:
A Diverse, Growing City
The City of Lake Elsinore has experienced a substantially higher rate
of population growth than Riverside County as a whole. This growth
is characterized by greater racial and ethnic diversity of residents; for
example the percentage of residents identifying as Hispanic increased
from 38 percent to 52 percent between 2000 and 2018. Job growth,
however, has not kept pace with population growth. Although the
City’s job base has increased approximately 38.6 percent since 2007, a
significant job deficit of approximately 10,000 jobs remains. As a result, 89
percent of residents are forced to commute out of town for work.
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
LAKE ELSINORE POPULATION (2000-2018)
LAKE ELSINORE EMPLOYMENT (2017-18)
119%
Growth in 18 Years
of residents
commute to work
in other places
Ratio of jobs to households
14,507
17% Lake Elsinore Residents
83% Non-Residents
Total number of jobs
in Lake Elsinore (2017)
City of Lake Elsinore | Dream Extreme 2040 23 22 City of Lake Elsinore | Dream Extreme 2040
Future:
Trends
HUMAN
Aging Population: In 2040, the
majority of living Baby Boomers
will pass age 85.
Health & Wellness: It is
estimated that half of the
world’s population will be
overweight or obese by 2030.
Search for Purpose: 84% of
millennials rank “purpose”
critical in evaluating job fit.
New Media Landscape: 73% of
the public uses more than one
social media platform.
HOUSEHOLD
Household Size: Lower fertility
rates, later marriages, and
an aging population mean
more singles and smaller
households.
Appetite for Multifamily
Development: Increasing
housing prices and
demographic shifts make
Millennials and Gen Z’s
seek more affordable rental
apartments in multifamily units.
Housing Shortages: Housing
shortages in desirable markets
drive residents to more
affordable locations, including
the Inland Empire.
COMMUNITY
Mixing of Uses: 1/3 of American
consumers would choose to
live in a walkable, mixed-use
community over a larger lot.
Privatization of Public Goods:
Public agencies are hiring
private companies to deliver
goods and services such as
education, transportation, etc. to
increase efficiency.
Community-led Development:
Collaborative efforts between
community, local businesses,
and local government are
reshaping development.
Decline of Big Box Retail: New
consumer behaviors have led to
the decline of big box stores.
GLOBAL
Environment: In California,
climate change means
coastal flooding and erosion,
a shrinking water supply,
higher risk of fires, threats to
agriculture, and risks to public
health.
Resiliency: In the face of
natural and human stressors,
individuals, communities, and
systems must adapt and plan in
order to survive.
Sharing Economy: The sharing
economy is estimated to grow
from $14B in 2014 to $335B in
2025.
Global Connectivity: New
technology has eroded national
boundaries, creating both
economic interdependence and
expanded personal connections.
CITY
Rise of Secondary Cities
(Populations are migrating
from bigger cities in Southern
California to the Inland Empire):
Rising costs of living and
business operations are driving
the growth of second-tier cities,
whose higher agility and quality
of life attract new people.
Internet of Things (IOT) and Big
Data: Technology is being used
to enhance processes, engage
with citizens, reduce resource
consumption, and contain cost.
The network of “Smart Cities”
can touch a variety of services
including transportation, safety,
education, healthcare, and
waste management.
As we envision the Lake Elsinore of 2040, we can anticipate how social, economic, and technological
trends may impact the fabric of the City. A comprehensive direction and strategy, leveraging existing
assets, relationships, and resources can help guide the City through these potential changes. Dream
Extreme 2040 aims to address these trends with strategies that meet the needs of an increasingly
diverse citizenry and provides opportunities for a high quality of life for all Lake Elsinore residents.
City of Lake Elsinore | Dream Extreme 2040 25 24 City of Lake Elsinore | Dream Extreme 2040
Pre-1850 1860 1870 1880 1890 1900 1910 1920 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040
279 488 633 2,068 2,432 3,530 5,982 18,285 28,928 53,744 66,511 Today
Lake Elsinore
1858
Rancho La Laguna
Augustín Machado acquires
12,832 acre Rancho La
Laguna. His adobe home
becomes a stop on the
historic Butterfield Stage
Route, a national mail and
passenger stagecoach line.
1893
Riverside County
The City becomes part of
Riverside County (originally
part of San Diego County).
1950’s
Lake Dries
The Lake goes dry
for the first time in
recorded history,
lasting ten years.
1972
City of Lake Elsinore
Citizens approve a new name: the
City of Lake Elsinore, promoting the
City as a lake-oriented destination.
1984
Lake Elsinore
Management
Project (LEMP)
Federal fund granted to
build an earthen levee
to control the Lake’s
drought and flood cycle.
Project completed in
1995.
Dream
Extreme 2040
1989
Main St.
Renovation of
Historic Main St.
and City Hall.
1991
Outlets
Opening of the Lake
Elsinore Outlet
Center, with over 100
factory outlets.
1994
Home Run
Professional baseball comes
with opening of the Lake
Elsinore Diamond, home to
the Lake Elsinore Storm.
1997
Recycled Water
Recycled Water Task
Force formed to explore
using recycled water to
supplement the Lake in
dry years. In 2007, Lake
Elsinore becomes the
first natural lake in CA
to win approval for the
use of recycled water.
2006
Dream Extreme
New logo and slogan,
“Dream Extreme” adapted
to reflect robust economic
progress. In 2007, population
is 50,000.
2019
Launch
Pointe
The highly
anticipated
Launch Pointe
Recreation
Destination &
RV Park opens,
providing a
signature
amenity for both
visitors and
residents.
1850
California Statehood
1903
First Flight
1876
Modern Internal
Combustion Engine
invented
1983
David
Copperfield
makes statue
of liberty
disappear
1933
New Deal
1997
First
X-Games
1955
Disneyland Opens
2001
9/11
2006
US
Population
reaches
300 million
2019
First
image of a
black hole
captured
World War II Civil Rights MovementWorld War ICivil War
The LuiseÑo
The earliest known
inhabitants of Lake
Elsinore call the Lake
Entengvo Wumoma:
“Hot Springs by the
Little Sea.”
1888
Incorporation
Elsinore residents vote to incorporate.
The City is supported by coal, clay mining,
gold mining, ranching, and agriculture.
1964
Thomas R.
Yarborough
Elsinore elects
California’s first
African-American
mayor, Thomas R.
Yarborough.
Lake Filled
First artificial filling
of the Lake with
water from the
Colorado River.
Skydiving
Skylark Airport
emerges as a world-
class skydiving
drop zone.
Global Events
1885
Rail Comes to
Elsinore
The California Southern
Railroad is completed, forming
the western end of Santa Fe’s
transcontinental railroad.
The Santa Fe Train Depot still
stands, now serving as the Lake
Elsinore Valley Chamber of
Commerce headquarters.
1920’s
Boom town
Elsinore becomes known
as a recreational spot
thanks to the Lake. The
mineral-rich sulfur springs
were also considered a
balm for skin and health
problems. The Valley
hosts Olympic teams for
training and high-speed
boat racing.
Sources:
“City Timeline,” www.lake-elsinore.org.
Hudson, Tom. 1976. Lake Elsinore Valley: Its Story 1776-1977. Lake Elsinore: Laguna House.
Lake Elsinore Historical Society Facebook Page. Facebook, July 25, 2018. www.facebook.
com/LakeElsinoreHistoricalSociety.
“Lake Elsinore Population,” worldpopulationreview.com.
1883
Elsinore
Franklin Heald, Donald
Graham, and William
Collier buy Rancho La
Laguna for $24,000.
Margaret Collier Graham
gives the town the name
“Elsinore,” taken from
Shakespeare’s Hamlet.
Good Hope Mine Elsinore, 1910’s
Underground distillery seized by
federal prohibition officers, 1930’s Dry Lake Elsinore Speed Boat Races, 1960’s Lake Elsinore Grand Prix Dream Extreme Sign Installed, 2016Santa Fe Station
Lake Elsinore’sPast, Present & Future
Population
City of Lake Elsinore | Dream Extreme 2040 27 26 City of Lake Elsinore | Dream Extreme 2040
Vision
Have activities for the
community all year long
- parades, festivals, art
shows - the list is endless. Everyone needs to be nice
and take care of the Lake
and each other.
Keep the wonderful people and
the small town feel, even as the
City continues to grow.
Be a big, beautiful place
that all families will enjoy.
Be clean and full of people
on boats, sea doos, etc.
Lake Elsinore will be the
place to go for vacation!
Have world-renowned events
that bring hundreds of
thousands of people a year.
Collaborate with hospitals
and volunteers to provide
healthcare fairs for the
community and general
health education.
We asked the people of Lake Elsinore:
What do you dream for the future of the City?
The City of Lake Elsinore will be the ultimate destination where all can live, work, and play, build futures and fulfill dreams.
City of Lake Elsinore | Dream Extreme 2040 29 28 City of Lake Elsinore | Dream Extreme 2040
Purpose of Dream Extreme 2040
Lake Elsinore is a place of action. We embrace action sports, active living, and
our dynamic community. The purpose of this forward-thinking vision is to build
on Dream Extreme, defining how to make our aspirations real. It will guide us in
identifying tools and tactics to achieve our goals and outline ways to measure our
success.
By envisioning how our community can thrive in the future, we can guide
decisions we are making today toward clear goals. Lake Elsinore already has a
strong vision and values, the vision plan is not re-creating what exists.
By celebrating our City, we tell the world what Lake Elsinore is all about—why it is
an amazing place to live, start a business, raise a family—and how we want Lake
Elsinore to grow in the future. This is Dream Extreme 2040.
Dream Extreme 2040 is in no sense a final statement. Our culture embraces
continuous improvement; our City is a work in progress. We will not let this
document sit on the shelf. We are ready to roll up our sleeves and make it our
reality together.
We invite you—our community, partners, and future collaborators—
to join us in reaching for our big aspirations. DEVELOPMENT OF DREAM EXTREME 2040
Dream Extreme 2040 was developed in 2018-2020. The vision was guided by two two-day
workshops with City staff and stakeholders, community engagement at public festivals, and
research into best practices of comparable cities and counties across the country. The work
was completed by a partner team composed of experts in cities, economic development, civic
technology, and water management in collaboration with the City.
City of Lake Elsinore | Dream Extreme 2040 31 30 City of Lake Elsinore | Dream Extreme 2040
Vision Plan Framework
The vision plan contains three primary components:
Anchors are the unique community assets and
opportunities of Lake Elsinore.
Aspirations encapsulate what we hope to
achieve in Lake Elsinore’s future.
Strategies comprise potential actions that the
City can implement in order to achieve the
aspirations. All strategies relate back to one or
more anchors.
The following pages explain how these three
components work together to form the vision plan.
The
Lake
Action
Living
V I S I O N P L A N
Aspirations
2040 Vision
Anchors
Community Assets
Strategies
Implementation Tools
Downtown
City of Lake Elsinore | Dream Extreme 2040 33 32 City of Lake Elsinore | Dream Extreme 2040
Our Anchors
Anchors are assets that make the City unique—they are what
make Lake Elsinore special and what will drive the future
of our community. While a wide range of possibilities can be
imagined for Lake Elsinore’s future, structuring the vision plan
around these three anchors helps to guide the City’s decision
making and efforts focus on the assets that matter most to the
Lake Elsinore community.
Downtown
The Lake shapes the City’s
identity, supports an ecosystem
rich with natural beauty, and
offers unique recreational
opportunities. The largest natural
freshwater lake in Southern
California, Lake Elsinore enables
both extreme activities and
everyday recreation. As the
terminus of the San Jacinto
River, Lake Elsinore faces unique
ecological challenges. Protecting,
enhancing, and celebrating the
Lake is critical to Lake Elsinore’s
City and community health.
Lake Elsinore’s Downtown is a vibrant central
hub that brings the community together.
Enhancing the quality of the Downtown
experience and building its strong sense of
place will shape the City’s identity as a unique
place to live, work, and play.
The City has long been a destination for action
sports and extreme activities. The community
embraces life and dares to push the boundaries
to achieve its goals. Lake Elsinore’s programs,
facilities, and natural environment will
define the City as a destination for action and
adventure for both visitors and residents. The Lake
Action & Adventure
City of Lake Elsinore | Dream Extreme 2040 35 34 City of Lake Elsinore | Dream Extreme 2040
ASPIRATION 1
Grow a vibrant and active City
where our residents thrive.
ASPIRATION 2
Be the destination for the action
sports industry in Southern
California.
Our Aspirations
Aspirations are broad, long-term goals grounded in the three
anchors on the preceding page. Aspirations are cross-cutting,
meaning they address multiple anchors and serve as organizing
principles for what Lake Elsinore will be in 2040.
Foster our natural resources - the Lake
and our surroundings are the heart of our
healthy community.
ASPIRATION 3
Dream Extreme in our City
governance, seeking innovative,
inclusive, and enduring solutions.
ASPIRATION 4
“Superbloom Panorama,” John Fowler, CC BY 2.0
City of Lake Elsinore | Dream Extreme 2040 37 36 City of Lake Elsinore | Dream Extreme 2040
ANATOMY OF A STRATEGY
Our Strategies
Strategies are mini road-maps that will help Lake
Elsinore reach its aspirations. Each strategy comprises
multiple recommended actions that the City may pursue.
Related anchors are
shown in the left column.
The strategy is intended
to directly support these
anchors. All strategies
will relate to at least one
of the three anchors.
Actions are recommended tactics that can
help Lake Elsinore achieve its aspirations. The
order of actions is not intended to suggest
a particular order of pursuit. The City will
identify actions opportunistically and as
resources allow.
Strategies are identified through a letter and
number at the top left corner. They contain
actions intended to support their associated
aspiration.
City of Lake Elsinore | Dream Extreme 2040 39 38 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the action sports industry in Southern California.
ASPIRATION 1
Lake Elsinore will be a world-class city known as the
destination for extreme sports and outdoor activities in
Southern California – the Action Sports Capital of the
World.
It will be a hub, bringing together a variety of companies focused on action sports.
Innovative products will be born in Research & Development (R&D) labs located
within the City. High-profile extreme sports events and regional youth competitions
will be held at Lake Elsinore’s unique, state-of-the-art facilities.
Students will come to Lake Elsinore to study sports medicine, apply their learning
with the local businesses and athletes, and contribute to major research projects led
by healthcare institutions.
Just as Hollywood celebrities flocked to Lake Elsinore as a leisure getaway in the
roaring twenties, visitors will be drawn to Lake Elsinore from across Southern
California and beyond for a variety of extreme recreational activities, facilities, and
services that cannot be found anywhere else except the place where they can Dream
Extreme.
STRATEGIES
1.A Expand investment in extreme sports activities.
1.B Broaden Lake Elsinore’s appeal as a tourist destination.
1.C Proactively attract and grow businesses supporting the
City’s Dream Extreme vision.
City of Lake Elsinore | Dream Extreme 2040 41 40 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the Action Sports Industry
ASPIRATION 1
ANCHORS ACTIONS MEASURES OF SUCCESS
THE LAKE
DOWNTOWN
ACTION &
ADVENTURE
1.AA
Define the future of extreme sports.
Regularly monitor industry trends to engage in activities that position the City as
a leader in the future of extreme sports. Work with the extreme sports industry in
advancing the field and identifying opportunities for innovative civic partnerships. For
example, the City could partner with the University of California, Riverside (UCR), or
another university or college, on research into electrified action sports.
Position Lake Elsinore as the primary destination for extreme sports events and
activities.
Catalogue the unique, comprehensive extreme sports programming available in Lake
Elsinore and identify additional opportunities. Promote and differentiate the City from
other destinations through unique attractions such as electric motor sports centers,
sports complexes, or designation of world-class mountain biking trails. Align public
policies and investments in public spaces with the focus on better positioning Lake
Elsinore as a destination for extreme sports. The City’s East Lake Specific Plan is an
example of how the City can adopt plans to support this aspiration.
Attract the action sports industry to Lake Elsinore
Build Lake Elsinore’s ecosystem of extreme sports innovation, including healthcare,
education, R&D, testing, and manufacturing focused on action sports. Identify and
communicate regularly with potential business anchors and partners. Explore policy
changes that support the creation of an innovation district: a sandbox of innovation
for extreme sports.
Expand investment in extreme sports activities.
Picture?
Measure Type Notes
Growth in extreme-sports related jobs Internal/External Track jobs statistics collected internally or from
existing external sources (e.g., State of California
Employment Development Department)
Number of Lake Elsinore-based
extreme sports businesses
Internal Track business licenses issued or a similar metric
Hotel/motel usage External Track Revenue Per Available Room (RevPAR)
Track total number of rooms available
Transient Occupancy Taxes (TOT)Internal Number of New Hotels Each Year
TOT Revenue Changes
Total TOT by Year
Hotel developer contact Internal Number of Interested Hotel Developers
Number of Contacts Made with Hotel Developers
City of Lake Elsinore | Dream Extreme 2040 43 42 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the Action Sports Industry
ASPIRATION 1
Idea/Project/Program Department Timeline
Host amateur extreme sports competitions at
City facilities
Community Services 1 Year
B3 program (Back Basin Biological) Community Development 1 Year
Secure large-scale event hosts/promoters to run
competitions and events in Lake Elsinore
Community Services 3 Years
Attend industry trade shows for businesses Community Development/Economic Development 3 Years
Business check-in program to reach out to
nearby existing businesses to seek growth
opportunities such as partner businesses/
industries to attract to the City
Community Development/Economic Development 3 Years
Extreme sports recreational programming
opportunities with local partners such as
parasailing, kayaking, wakeboarding, etc.
Community Services 5 Years
Integrate extreme sports designs, features,
or amenities into future parks or park
improvements
Community Services/Engineering/Community
Development
5 Years
Identify and create a plan for municipal code
changes to support action sports industries
Community Development/Economic Development 5 Years
East Lake Specific Plan buildout Community Development 20 Years
IMPLEMENTATION GRID
ACTION &
ADVENTURE
ANCHORS ACTIONS
THE LAKE
DOWNTOWN
1.B1.BBroaden Lake Elsinore’s appeal as a tourist destination.
Expand regional marketing strategy.
Embrace and maximize collaboration with neighboring communities to develop a
multi-jurisdictional marketing strategy attracting regional and national visitors.
Identify and proactively promote the City’s unique offerings and value propositions in
the region.
Support visitors through the expansion of hospitality services.
Create a comprehensive plan for local hospitality and entertainment venues to
inspire a great, memorable visitor experience. Work with private property owners,
developers, and investors to develop unique hotels, restaurants, and entertainment
uses. Focus on attracting high-quality hospitality amenities near other activities
including Downtown, Lakeshore Drive, the Outlets at Lake Elsinore, and Diamond
Stadium. Include desired facilities such as showers and/or restrooms for outdoor
attractions in public areas.
Expand marketing capabilities including creating a repository of marketing
resources such as maps of activities, imagery of the Lake , and photos of action
sports.
Build a repository of marketing materials to enhance the City’s global reputation,
including all of Lake Elsinore’s natural assets, unique outdoor activities, and action
sports events. Ensure images and promotional materials are easily accessible
through online channels and implement search engine optimization (e.g., Google
Image Search, Flicker, Tourism Website, City Website).
City of Lake Elsinore | Dream Extreme 2040 45 44 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the Action Sports Industry
ASPIRATION 1
MEASURES OF SUCCESS
Measure Type Notes
Tourist visitation/Transient-Occupancy
Tax (TOT) revenue
Internal/External Track TOT revenue collected to serve as a measure
for tourist visitation. External agencies, such as Visit
California, could also potentially collect data to be
used as part of this measure.
Number of hospitality businesses/
tourist amenities
Internal Track more than one data source, which may include
business licenses as well as development projects,
that would be a tourist amenity.
Venues in Lake Elsinore Internal/External Total Number of Venues Each Year
North American Industry Classification
System (NAICS) Code
External Use NAICS Code Study Comparing in 5 Year
Increments
Website visits Internal Total Visits to City’s Visitors Webpages
Social media statistics Internal Total Followers/Engagement on Visitor-Based Social
Media Channels including Launch Pointe and Visitors
Bureau
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Develop and maintain a public matrix of key
events in the City
Community Services 1 year
Develop a multi-year media and marketing
campaign for Launch Pointe
Launch Pointe 1 year
Establish an independent and active tourism
board
Community Development/Economic Development 3 years
Create a media kit and familiarity tours Community Development/Economic Development 3 years
Create an interactive asset map of City for
tourism based activities (venues/activities/fuel/
restaurants/accommodations/special events)
Community Development/Economic Development 3 years
Establish and manage social media channels for
tourism in Lake Elsinore
Community Development/Economic Development 3 years
Establish a communications division or hire
dedicated public information/marketing staff
member
City Manager’s Office 3 years
City of Lake Elsinore | Dream Extreme 2040 47 46 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the Action Sports Industry
ASPIRATION 1
Measure Type Notes
Number of Lake Elsinore-based
extreme sports businesses
Internal Same measure as for Strategy 1.A above
Grant funding Internal Amount of Grant Funding Secured Each Year for Key
uses such as Economic Development
Innovative efforts to support
businesses
Internal/External Number of Local Programs to Support New and
Growing Lake Elsinore Businesses
MEASURES OF SUCCESSANCHORSACTIONS
THE LAKE
DOWNTOWN
ACTION &
ADVENTURE
1.C A
Explore programs and resources to create development value and attract
investment. Develop tools to track outcomes.
Explore utilization of existing public (federal, state, county) and private (non-profit
foundations, individual private funding) resources and relationships that may lead
to new opportunities. For example, the State of California offers numerous grant
programs using state cap-and-trade auction revenues to fund local government
sustainability efforts, with the goal of advancing both the State’s AB 32 and SB 32
GHG reduction goals, as well as the goals in local Climate Action Plans and other
sustainability programs and projects in communities. Public sources can be combined
with grants from private foundations to maximize impact. Such funds could be
earmarked and/or deployed to improve Lake Elsinore’s natural assets, like the Lake,
in order to spur more private investment in adjacent areas. Create a framework to
track processes and outcomes.
Identify public and institutional partners to support local businesses.
Identify partners to develop entrepreneurship programs, small business attraction
and support, and other services to nurture the local business network. Support the
development of a resource network for small businesses and entrepreneurs. The
network could include mentorship, meet-ups, available space for pop-ups, funding
resources, etc. Explore creating an innovation district/zone in key market areas (e.g.
East Lake Specific Plan).
Streamline the process for local entrepreneurs.
Streamline the entitlement and permit processes for local business owners/
entrepreneurs to launch their businesses. Consider leveraging shared resources for
new start-ups, quick permits for pop-up shops, and support new businesses through
City communication channels.
Proactively attract and grow businesses supporting the
City’s Dream Extreme vision.
City of Lake Elsinore | Dream Extreme 2040 49 48 City of Lake Elsinore | Dream Extreme 2040
Be the destination for the Action Sports Industry
ASPIRATION 1
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Assessment of existing land uses as part of
general plan update to ensure highest and best
use
Community Development 3 years
Identify municipal code changes to further
streamline entitlements
Community Development/Economic Development 3 years
Business meet up program with existing
programs to target partner/support businesses
Community Development/Economic Development 3 years
Action sports industry economic development
plan
Community Development/Economic Development 5 years
Establish innovation zones/districts Community Development 10 years
City of Lake Elsinore | Dream Extreme 2040 51 50 City of Lake Elsinore | Dream Extreme 2040
Grow a vibrant and active City where our residents thrive.
Lake Elsinore will be known for its high quality of life,
attracting new residents who value diverse housing options,
outstanding educational opportunities, and high standards
of public safety and resilience. A wide range of people—from
young families to active retirees—will choose Lake Elsinore as
the ideal place to live an active lifestyle and Dream Extreme.
People who live here will be proud of this City that they call home. It will be a city where
people know and socialize with their neighbors, enjoying a shared sense of belonging in their
neighborhoods. Residents will enjoy an abundance of well-paying local jobs.
In their downtime, residents will not need to leave the City to find activities thanks to a
constantly evolving calendar of community events, diverse arts, culture, and entertainment
offerings; and exciting new active recreation amenities. Individuals and families will find
many opportunities for their physical and social health, including vibrant events, accessible
trails, bike lanes, public parks, and top youth sports programs.
Residents will take pride in being one of the safest, most active communities in Southern
California.
ASPIRATION 2
STRATEGIES
2.A Market the City to corporations, businesses, and
developers to attract desired economic and residential
development.
2.B Promote public health and strengthen Lake Elsinore’s
identity as a community for active lifestyles.
2.C Ensure Lake Elsinore is family-friendly.
2.D Identify opportunities to improve transportation
networks and reduce transportation-related costs.
2.E Encourage and attract the development of a regional
healthcare center.
2.F Increase access to education in Lake Elsinore.
City of Lake Elsinore | Dream Extreme 2040 53 52 City of Lake Elsinore | Dream Extreme 2040
Grow a vibrant and active City
ASPIRATION 2
ANCHORS ACTIONS
THE LAKE
DOWNTOWN
2.A
Attract signature events, activities, programs, and public facilities to Downtown.
Create a vibrant Downtown through events and activities that attract a variety of
residents. Build on the success of existing events such as the Car Cruises and
Winterfest. Streamline the entitlement and permitting processes for public events
and identify ways to reduce costs. Be strategic with targeted investments in
Downtown public facilities such as community centers, libraries, cultural facilities,
affordable housing, and a future Civic Center.
Combine and leverage investments in public amenities.
Build on Lake Elsinore’s existing active living investments and amenities with a
comprehensive and connected system of active infrastructure including bike paths,
trails, and pedestrian access. Prioritize completing trail and bike linkages between
areas that have already been developed and identify ways to strategically attract
and layer investments to create greater value. Leverage the City’s first Active
Transportation Plan and create a Citywide trails plan to expand to a comprehensive
network.
Update the City’s design guidelines for public spaces, City facilities, and new
development.
Create design guidelines to ensure new development and public works (i.e. streets,
sidewalks, parks, art, and other amenities) align with the City’s long-term vision
of a connected, active community. Communicate community values and context
through the guidelines to ensure positive outcomes and encourage adoption by the
development and investment community.
Acquire and redevelop tax-delinquent properties and consolidate parcels.
Coordinate with the Riverside County Office of the Treasurer-Tax Collector to acquire
tax-delinquent properties. Focus on parcel assembly to create larger, development-
ready pads in/near Downtown.
Market the City to corporations, businesses,
and developers to attract desired economic and
residential development.
Explore incentives to implement Downtown and lakeside development guidelines.
With the goal of making Downtown an inviting environment for residents, implement
the existing Downtown Elsinore Specific Plan and investigate development guidelines
for lakefront permits. Establish a clear vision for both private and public property,
including technology and infrastructure requirements. Engage Downtown and
lakeside property owners to promote these development objectives. Consider
incentive opportunities to encourage reinvestment and development in these areas
such as financing options or fee reductions and/or waivers. For example, host
meetings to share the City’s strategic vision with the development community.
Promote the creation of arts & culture programming.
Identify institutional, non-profit, or other partners to develop a strategy for inclusive
public arts and culture programming events for a broad range of citizens, especially
families. Attract private programming aligned with Lake Elsinore’s vision and
community needs such as Winterfest, Car Cruises and Día De Los Muertos.
Design and improve Lakeshore Drive.
Pursue active transportation and other state/federal resources to widen and improve
accessibility and aesthetics. Connect Downtown to the Seaport Boat Launch and
Elm Grove Beach. Prioritize project funding requests that complete transportation
networks and fill gaps first.
City of Lake Elsinore | Dream Extreme 2040 55 54 City of Lake Elsinore | Dream Extreme 2040
Grow a vibrant and active City
ASPIRATION 2
Measure Type Notes
Number of arts and culture events Internal This measure could be tracked as part of a larger
effort to promote and co-market arts and culture
events throughout the City on a City-managed website,
as well as through the tracking of special event permit
issuances.
Success of Downtown Events Internal Number of events the City and/or outside promoters
and organizations host Downtown each year using
special event or temporary use permits.
Number of Special Event inquiries versus events held
each year.
Number of events that return year after year.
Attendance/results of each event year to year.
Signature LE Events Internal Once identified and promoted, track the number of
attendees, cost, and impact to the community each
year.
TripAdvisor Ratings (or other travel
rating sources)
External This measure will require the tracking of user reviews
of top attractions for the City of Lake Elsinore.
Walk Score (or other ratings for
quality of public realm)
External Walk Score is a private company that assigns a
numerical “walkability” score to any address in
the United States, which is largely based on the
pedestrian accessibility of amenities in a given area.
The company also provides Bike Score and Transit
Score ratings.
Recreational & Art Programming Internal Number of recreational programs and classes offered.
Number of participants and registrants in recreational
programming.
Development Internal/External Number of public facilities developed, cost of
investments Downtown.
Number of private investments/developments
Downtown and lakeside.
Infill Development Internal Number and acreage of vacant infill lots in Downtown
MEASURES OF SUCCESS IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Development of an infill residential incentives
and processing program for vacant properties
within historic Downtown
Community Development 1 year
Downtown revitalization programs Administrative Services/Community Development 3 years
Walkable Downtown City Manager’s Office 5 years
Master permit for lakefront development Community Development 5 years
New City Hall/Civic Center City Manager’s Office 5 years
Downtown Library City Manager’s Office 5 years
New Community Center Community Services 5 years
Landscape and pedestrian improvements
Downtown
Public Works 5 years
Establish a city “Circle” around the Lake for
future trail amenities
Community Services 20 years
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ASPIRATION 2
ANCHORS ACTIONS
2.B
Create a long-term plan for public health.
Plan for public health amenities, services, and programs that leverage Lake
Elsinore’s natural environment (e.g. public running or cycling trails in residential
neighborhoods, lakeside group fitness classes, guided hikes). Track community health
requests and data to understand community needs. Create accessible public health
resources for current and prospective residents. This includes adding a Public Health
Element to the City’s General Plan Update.
Support active aging.
Ensure all generations can choose to live and thrive in Lake Elsinore by enhancing
access to alternative mobility options and mixed-use communities that support aging
in place.
Identify opportunities for collaboration on regional quality of life issues.
Continue engaging with neighboring communities and Riverside County to develop
strategies for addressing regional quality of life issues including traffic, public health
resources, and homelessness.
Encourage public programming within private projects.
Encourage programming within private projects. For example, a new housing
development could incorporate public open space for free fitness classes. Ensure that
development guidelines include recommendations that encourage accessible, shared
open spaces.
Stay actively engaged in monitoring and implementing new and emerging policies
to inspire healthy living in the City.
Evaluate, update, and expand existing policies and municipal codes in the City related
to public health and active lifestyles to ensure they align with the City’s vision.
Proactively educate the community about these policies and their purpose to ensure
a healthier, more active community where all can thrive.
Promote public health and strengthen Lake Elsinore’s
identity as a community for active lifestyles.
ACTION &
ADVENTURE
THE LAKE
Measure Type Notes
Reduction in premature mortality rate External Premature mortality measures the death rate of
residents under age 65 and is age-adjusted to the
standard population and will need to be collected
through California Department of Public Health.
Life expectancy of most vulnerable
populations
Internal/External This first will require the identification of Lake
Elsinore residents who are “most vulnerable,” which
can be based on indicators such as socioeconomic
status, location of residence, or other factors. Then,
life expectancy can be tracked via public data from
sources such as the Centers for Disease Control and
Prevention, which publishes neighborhood-level life
expectancy data.
Share of active commuting by
residents (e.g. biking, walking, etc.)
Internal/External This can be tracked through data collected periodically
through the American Community Survey, a service
of the United States Census Bureau. For finer grain
or more “up-to-the-minute” assessments, data may
need to be collected locally using surveys or other
engagement techniques.
Doctor availability External Ratio of doctors to residents
Available health specialties.
Health resources External Number of exam rooms to residents
Ratio of skilled nursing (various staged care beds) to
residents.
Homeless resources Internal/External Programs available for homelessness & homeless
prevention.
Number of homeless beds available, rate of use .
Number of chronic homeless.
Point-in-Time Count.
Non-profits serving those in need.
MEASURES OF SUCCESS
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ASPIRATION 2
Idea/Project/Program Department Timeline
Target and attract local, regional, and national
fitness competitions
Community Services 3 years
Develop a long-term healthy LE plan for
community engagement and involvement
Community Services 5 years
General Plan healthy communities element Community Development 3 years
Senior affordable housing project Community Development 5 year
Full health-related ordinance review & update Community Services/Community Development 5 years
Integrate Healthy LE and Active LE branding and
messaging into related assets and facilities such
as fitness trails and signage
Community Services 5 years
Senior Center expansion or additions Community Services 10 years
Aquatics center and expanded programming Community Services/Engineering 10 years
IMPLEMENTATION GRID ANCHORS ACTIONS
2.C
Continue improving public safety services.
Use available resources to continue improving and expanding public safety services.
Facilitate and support ongoing engagement between public safety officials and
the general public. Seek community input on public safety and identify programs/
policies to address resident concerns. Focus on positive outcomes including lowered
response times and greater transparency. Optimize technology and data available to
improve public safety, address public health, and promote a high quality of life.
Include water safety within public safety initiatives, protecting Lake Elsinore’s
community on both land and lake
Protect and produce high-quality workforce housing.
Develop incentives for building high-quality workforce housing. Leverage state and
regional programs to support existing affordable housing. Locating new housing
within mixed-use neighborhoods will support active living, allowing residents to bike
and walk.
Actively support access to digital tools, platforms, and technology.
Actively support equal access to digital tools, platforms, and technology. Strengthen
technology infrastructure and connectivity across the City with a focus on supporting
21st century job skills development across all Lake Elsinore communities.
Ensure Lake Elsinore is family friendly.
THE LAKE
DOWNTOWN
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ASPIRATION 2
Measure Type Notes
Reduction in serious crime rate Internal/External Track through data collected by the Riverside County
Sheriff’s Department or the Federal Bureau of
Investigation’s Uniform Crime Reporting Program, the
latter of which will allow for comparisons with peer
cities.
Percentage of residents with access to
broadband internet
External Track using data collected by the Federal
Communications Commission, which publishes
reports on residential fixed internet access service
connections per 1,000 households by census tract.
Affordable housing units Internal/External Number of affordable housing units in all categories.
Funding acquired to support affordable housing and
supportive services
MEASURES OF SUCCESS IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Update general plan and housing element Community Development 3 years
Develop goals for incentive programs for
moderate to above moderate residential
development in housing element update
Community Development 3 years
Establish density bonuses and/or incentives
for residential development within mixed use
neighborhoods to be included in general plan
Community Development 3 years
Evaluate 5G programming Information Technology 3 years
Design and target special events appropriately
based on demographics, i.e. families, median age,
extreme sports, etc.
Community Services 3 years
Expand GIS mapping capability for City projects
and engagement, including considering in-house
staffing
Information Technology 3 years
Citywide Wi-Fi opportunities Information Technology 5 years
Evaluate feasibility of proactive policing cameras City Manager’s Office 5 years
Evaluate existing franchise agreements related
to technology
Information Technology 5 years
Explore an open City Hall for public records and
expanded citizen self-service portal
Information Technology 5 years
Research and invite new and expanded
community facilities and recreational
programming opportunities
Community Services 5 years
Expand to full day and additional age group
summer and winter day camps
Community Services 5 years
Additional fire station City Manager’s Office 5 years
Encourage development of estate/executive level
housing
Community Development 10 years
GPS systems in intersections for improved
emergency response times
Engineering 10 years
Expand water safety apparatus & Lake safety
teams
City Manager’s Office 10 years
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ASPIRATION 2
ANCHORS ACTIONS
THE LAKE
DOWNTOWN
2.D
Create long-term transportation plan.
Create a plan for all City streets and interchanges with suggested improvements,
dates, and costs for each project to address planned growth in the City. This includes
plans for the future of all six City interchanges and the steps to complete. Regularly
update and maintain the City’s pavement management plan to regularly maintain
and preserve the City’s investment. Ensure neighborhoods are walkable, bikeable,
and transit-accessible so that residents have multiple mobility options. Build on the
existing Active Transportation Plan. Pursue connecting public access around the
Lake.
Invest in alternative modes of transportation.
Consider separation of automobile and personal electric and non-motorized
mobility solutions (i.e. e-scooters, e-skateboards, and e-bicycles). Enable charging
infrastructure for electric modes of transportation.
Improve walkability and access in Downtown.
Promote easy access to Downtown and walkability within Downtown in transportation
plans and public projects. Prioritize completing networks (sidewalks, crosswalks, bike
paths, trails, and infrastructure) for improved access.
Proactively monitor, pursue, and negotiate with regional transportation agencies
and developers for funding and/or grant opportunities.
Seek any and all opportunities to capture available funding to assist the City in
fulfilling its plans for transportation. Remain open to new and innovative approaches
that benefit the City and partners. Advocate to elected officials for local, state, and
federal dollars to complete critical road improvements in the City.
Identify opportunities to improve transportation
networks and reduce transportation-related costs.
Measure Type Notes
Share of active commuting (e.g.,
walking, biking, etc.)
Internal/External Same measure as noted for Strategy B, above.
Percentage of roads with non-
motorized mobility infrastructure
Internal This will require internal tracking of miles of roadway
improved with non-motorized mobility infrastructure
as well as the setting of periodic targets, as
appropriate and feasible. Benchmarks from peer cities
could be used to determine these targets.
Walk Score (or other ratings for
quality of public realm)
External Same measure as noted for Strategy A, above.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Sidewalk maintenance plan Engineering 1 year
Pavement management plan Engineering 1 year
Transportation plan Engineering 5 years
Highway 74 acquisition plan Engineering 5 years
Active transportation plan implementation Community Development/Engineering 10 years
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ASPIRATION 2
ANCHORS ACTIONS
DOWNTOWN
Identify potential sites, resources, and partnerships with healthcare institutions.
Identify sites and state or federal resources that could support a hospital or medical
center. Explore the relative supply of healthcare options for residents along the I-15
corridor to understand the current gap in services and identify and attract partners.
Locate potential opportunities with educational institutions and healthcare providers.
Work with property owners to co-market properties to prospective institutions.
Work with public and private property owners to co-market property to institutional
users in appropriately zoned locations. Identify sites with easy access, infrastructure,
visibility, and adjacency to potential future commercial development sites; gain
control; develop infrastructure financing plan; and then market to potential healthcare
organizations.
2.E Encourage and attract the development of a regional
healthcare center.
Measure of Success Type Notes
Number of healthcare-related jobs Internal/External This measure will require the tracking of jobs statistics
collected internally or from existing external sources
(e.g., State of California Employment Development
Department) or other metrics, such as physicians per
capita.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Develop a list of top healthcare institutions and
research their plans for expansion
Community Development/Economic Development 3 years
Discover LE Outreach Packet: Healthcare Community Development/Economic Development 3 years
Host City and site tours for the healthcare
industry
Community Development/Economic Development 3 years
Seek to host industry leading conventions or
events at Launch Pointe
Community Development/Economic Development 1 year
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Grow a vibrant and active City
ASPIRATION 2
2.F
ANCHORS ACTIONS
DOWNTOWN
Identify potential sites and resources needed to create new 2-year and 4-year
post-secondary educational institutions.
Identify sites and state or federal resources that could support new 2-year and 4-year
post-secondary educational centers. Strengthen relationships with existing regional
institutions such as UC Riverside, UC Riverside’s Medical School, Cal State San
Marcos, and Mt. San Jacinto Community College.
Identify opportunities to increase capacity of current trade schools.
Work with existing institutions to assess opportunities for increasing the capacity of
current trade schools. Look for potential partnerships between the City and these
educational institutions, focusing on the Lake or emerging industries (i.e. action
sports and healthcare).
Increase access to education in Lake Elsinore.
Measure of Success Type Notes
Capacity of post-secondary
educational institutions
Internal/External This measure will require the tracking of capacity of
various institutions such as community colleges, trade
schools, technical schools and 4-year colleges.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Discover LE Outreach Packet: Education Community Development/Economic Development 3 years
Develop a list of targeted trade schools that are
connected to the Action Sports Industry and
Research & Development Sector.
Community Development/Economic Development 3 years
Host City and Site Tours for Educational
Institutions.
Community Development/Economic Development 3 years
City of Lake Elsinore | Dream Extreme 2040 69 68 City of Lake Elsinore | Dream Extreme 2040
Foster our natural resources – the Lake and our surroundings are the heart of our community.
Lake Elsinore will be a leading example of active urban living.
Innovative land management and urban development will integrate
natural assets, active living amenities, and the built environment.
Residents throughout Southern California and beyond will be eager to visit and invest in the
rejuvenated, clean, safe, and thriving Lake and lakeside areas; which will become a new social hub
for the City, promoting the benefits of active, healthy living to a wide audience.
Sustained investment in other natural assets will ensure the City maintains abundant active
recreation and outdoor amenities for all to enjoy, including newly expanded trails, new public parks,
Launch Pointe Recreational Destination & RV Park, outdoor event venues, and state-of-the-art youth
sports facilities.
Residents will enjoy easy access to these amenities regardless of where they live, thanks to a
wide-reaching trail, bike, and active transportation network. Lake Elsinore’s natural, extreme beauty
and unique amenities will attract visitors eager to make Lake Elsinore their next home or vacation
destination.
ASPIRATION 3
STRATEGIES
3.A Continue efforts to beautify and activate the waterfront,
diversifying and growing Lake Elsinore’s economy.
3.B Increase connections to nature.
3.C Plan for resilience and sustainability.
3.D Improve water management efforts at the Lake.
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ASPIRATION 3
ANCHORS ACTIONS
Program regular events that take advantage of the Lake and existing amenities.
Establish partnerships to program and host regularly recurring events (or a select
range of annual signature events) that draw visitors and build the City’s image as
a destination. Events can include regular concert series at Launch Pointe, the Lake
Elsinore Grand Prix, annual Boating or Light Parades on the Water, 4th of July Lake
events and annual motorsports events at Diamond Stadium.
Secure revenue sources to support recreation.
Leverage state and local funding mechanisms and identify additional resources
to support active recreational amenities, including the Lake and athletic facilities.
Pursue resources that support recreational programming, such as Kaboom!-funded
projects that integrate play into the built environment.
Find ways to leverage and connect existing lakefront assets to create a unique
visitor experience.
Connect Lake Elsinore’s assets (e.g. Diamond Stadium, The Bobber, Launch Pointe,
campgrounds, public beaches) with new recreational amenities or programs to
encourage greater use and increased activities on the water.
Position Launch Pointe, the City’s RV resort, as the Ultimate Lake Destination of
Southern California.
Establish partnerships to conduct programmed events at Launch Pointe and create
strong marketing campaigns highlighting Launch Pointe throughout Southern
California. Increased use of the City’s facility will encourage reinvestment and
development in surrounding areas that are aged or vacant.
3.A Continue efforts to beautify and activate the waterfront,
diversifying and growing Lake Elsinore’s economy.
THE LAKE
DOWNTOWN
Measure of Success Type Notes
Lake-based activities and amenities Internal Develop repository of information on lake-based
activities and amenities. Track the growth of this list,
which could be developed as part of a broader range
marketing effort.
Lake Quality Score or other internally
developed lake quality metric
External This measure will require the tracking of data
collected by the Regional Water Quality Control
Board and Lake Elsinore & San Jacinto Watersheds
Authority, e.g. chlorophyll-a, phosphorous and nitrates
fish die off dates, quantities and key metrics including
dissolved oxygen and Lake levels.
Lake investments Internal Funding spent to improve Lake Elsinore.
Number of projects explored to improve Lake Elsinore.
Recycled water added to the Lake.
Lake levels .
Lakeside trails Internal Miles of dedicated public trails/pedestrian access
around the Lake.
Lake events Internal &
External
Track number of events the City and/or outside
promoters and organizations hosted on the lake each
year using special event or temporary use permits.
Number of special event inquiries versus the number
hosted each year.
Number of events that return year after year.
Attendance/results of each event per year.
Number of signature events and success, i.e.
attendees, costs, and impact to community.
Launch Pointe Internal Capacity and usage.
Costs of operation.
Lake use passes Internal Number of all types of daily and annual Lake use
passes sold each year, e.g. day use, fishing, Lake use
and launch.
MEASURES OF SUCCESS
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ASPIRATION 3
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Water taxi services Community Services 3 years
Lakeside Concessionaire Program Community Services 3 years
Extreme marketing coalition Community Development/Economic Development 3 Years
Dedicated Visitors Bureau Community Development/Economic Development 3 years
Habitat Structure Enhancement Program for
Lake Elsinore
City Manager’s Office/Community Services 3 years
Seaport boat launch redesign Community Services 3 years
Fishery management plan outlining fish stocking
and related strategies for a balanced fishery
Community Services 5 years
Expand amenities available on public beaches,
e.g. dog beaches, fire pits, picnic shelters, play
equipment, etc.
Community Services/Public Works 5 years
Seaport boat launch rebuild Engineering 5 years
Explore fueling stations on the Lake City Manager’s Office 5 years
New public beaches and parking Community Services/Engineering 10 years
ANCHORS ACTIONS
Increase connections to nature in City design guidelines.
Promote high-quality open space with purposeful green infrastructure. Integrate
natural elements into urban design guidelines to provide public health opportunities
for residents. Utilize native and drought-tolerant plants and emerging water efficient
irrigation features in urban design guidelines. Incorporate natural beauty aspects of
Lake Elsinore through art and installation projects throughout the fabric of the City.
Showcase the variety of Lake Elsinore’s natural assets in brand identity.
Utilize the wide range of Lake Elsinore’s natural assets in brand identity. Include
natural assets other than the Lake in regional marketing materials. This includes the
mountainsides (sometimes covered in snow), the levee, and the poppies.
3.B Increase connections to nature.
THE LAKE
DOWNTOWN
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Foster our natural resources
ASPIRATION 3
Measure of Success Type Notes
ParkScore Index External This measure will require tracking of the ParkScore
Index, developed by the Trust for Public Land, which
provides park access and quality ratings for the 100
largest US cities.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Railroad Canyon Road interchange - Underpass
art panels
City Manager’s Office/Engineering 2 years
Main Street interchange – Underpass art panels City Manager’s Office/Engineering 2 years
Collaborative parking & planning project for
Walker Canyon trail
City Manager’s Office 3 years
Create City design guidelines Community Development 3 years
Explore landscape architectural design
guidelines for City parkways and medians for
different areas throughout the City
Community Development 5 years
Replacement plan and program for parkways
and medians to retrofit and upgrade throughout
the City
Public Works 5 years
Central Avenue – Underpass art panels City Manager’s Office/Engineering 5 years
Lake Street interchange – Underpass art City Manager’s Office/Engineering 10 years
ANCHORS ACTIONS
Create a long-term resilience plan.
Improve residents’ ability to respond to shocks, stresses, and natural disasters,
and to recover after times of crisis. Ensure water, energy, and transportation
infrastructure and support organizations can respond to unexpected environmental
events. Research and invest in technologies that promote energy efficiency.
Explore educational opportunities and possible funding through programs such as
Rockefeller Foundation’s 100 Resilient Cities Program.
Prioritize resilient infrastructure.
Enhance the City’s capacity to recover from major natural disasters or other shocks.
Review capital projects for opportunities to design and enhance infrastructure
investment to support resilience and sustainability.
Prepare cohesive communication plan and channels for immediate deployment in
case of all hazards.
Strengthen the communication structure between City departments and regional
partners to develop cohesive, standardized messaging, procedures, and tools to
be used during natural disasters. Bolster opportunities to share resources and
information to create a more resilient community.
3.C Plan for resilience and sustainability.
THE LAKE
DOWNTOWN
Measure of Success Type Notes
Investment in most vulnerable
buildings to withstand seismic and
climate threats
Internal This will require internal tracking of capital
investments directed toward seismic and other
resilience-related upgrades
Introduction of resilience criteria
to projects that prioritize projects
in capital planning and critical
infrastructure
Internal This measure will require the development of
resilience criteria that can be used to prioritize
investments in public infrastructure
MEASURES OF SUCCESS
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Foster our natural resources
ASPIRATION 3
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Crisis communications plan City Manager’s Office 1 year
Stabilize local City revenue sources City Manager’s Office 3 years
Dedicated City emergency operations center Public Works 3 years
Incorporate resilience planning into the safety
element as part of a general plan update.
Community Development 3 years
Develop list of retrofit opportunities and funding
sources for all City facilities, medians, parkways
and parks to become more energy and water
efficient.
Public Works 5 years
Install solar panel systems on the new City Hall
and new Downtown library.
City Manager’s Office 10 years
Install solar panel systems over City-owned
parking lots.
City Manager’s Office/Public Works 10 years
ANCHORS ACTIONS
Coordinate and expand Lake and stormwater management.
Identify process improvements to streamline the management of the Lake. Identify
opportunities to improve the Lake’s water quality with effective stormwater
management, including a runoff management plan and the development of a regional
task force.
Partner with the private sector to improve water quality.
Explore opportunities to partner with private entities who can provide water quality
improvements including aeration, recirculation, nutrient filtration, physical algae
removal, and maintenance of water levels.
Encourage replacement of fossil-fuel-powered vehicles/vessels with electrified
alternatives.
Explore an electric Lake. Consider claiming the electrified extreme sports space as
a community with goals such as 90% replacement of fossil-fuel-powered extreme
sports vehicles/vessels with electrified alternatives by 2040.
Resolve water quality issues.
Identify potential resources, partnership and funding opportunities to improve water
quality. Improve perceptions about the quality of the Lake to allow unrestricted
swimming, fishing, boating, and other recreational opportunities.
Partner with educational institutions to study the Lake.
Invite and partner with educational institutions locally and nationally to explore
additional solutions and programs to enhance water quality and develop effective
projects for implementation.
3.D Improve water management efforts at the Lake.
THE LAKE
City of Lake Elsinore | Dream Extreme 2040 79 78 City of Lake Elsinore | Dream Extreme 2040
Measure of Success Type Notes
Number of fossil-fuel powered
vehicles in use by City agencies
Internal Reduction of fossil-fueled vehicles can be monitored
through tracking of City-owned fleet.
Water quality metrics External This measure will require tracking of water quality
data collected by the United States Environmental
Protection Agency (EPA)
Investment in green infrastructure
and stormwater retention projects that
improve water quality, reuse water,
and reduce flooding risk
Internal This will require internal tracking of public capital
expenditures on infrastructure.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Prop 1 Grant – Round 1 City Manager’s Office 1 year
Prop 1 Grant – Round 2 City Manager’s Office 3 years
Create a Position for a Lake Manager City Manager’s Office 3 years
Army Corps of Engineers feasibility study &
funding
City Manager’s Office 3 years
Enhanced Infrastructure Financing District (EIFD)City Manager’s Office 5 years
Consider Lake Conservancy Agency or Similar
Structure for Lake Management
City Manager’s Office 5 years
Research and begin to engage in electrified
motorsports
Community Services 5 years
Secure EPA grant for pilot water quality projects
such as harmful algae blooms
City Manager’s Office 5 years
City of Lake Elsinore | Dream Extreme 2040 81 80 City of Lake Elsinore | Dream Extreme 2040
The Future of Electric Water Sports
Electrified recreational vehicles for water sports are becoming some of the fastest
vehicles available in the industry. Aside from a reduction in carbon and other
greenhouse gas emissions, electrified recreational vehicles for water sports also
offer several advantages:
• Water Quality. Conventional internal combustion engines leak significant
hydrocarbons into the water, creating treatment issues and compromising the
health of aquatic life, including fish.
• Noise Pollution. Electric engines are silent, allowing for reduced noise on and
around the Lake, allowing for better compatibility of uses such as jet skis and
fishing.
• Cost. Electric water sports equipment is dropping quickly in price, and require
less maintenance and fuel costs over time.
• Infrastructure. Because batteries are charged with only a plug-in attachment,
gas trucks, storage tanks, and other infrastructure are not required to support
the use of electric equipment.
Embracing cutting-edge electrified vehicles can set Lake Elsinore apart as a
unique destination with a different experience and opportunity that attracts people
to come and see new innovations.
TOURISM CONTEXTElectrified Water Sports Aside from a reduction in carbon and other greenhouse
gas emissions, electrified recreational vehicles for water
sports offer several advantages:
●Water Quality. Conventional internal combustion
engines leak significant hydrocarbons into the
water, creating treatment issues and
compromising the health of aquatic life including
fish.
●Noise Pollution. Electric engines are silent,
allowing for reduced noise on and around the lake,
allowing for better compatibility of uses such as
jet skis and fishing.
●Cost. Electric water sports equipment is dropping
quickly in price, and require less maintenance and
fuel costs over time.
●Infrastructure. Because batteries are charged with
only a plug-in attachment, gas trucks, storage
tanks, and other infrastructure are not required to
support the use of electric equipment.
●Set apart Lake Elsinore as a unique destination
with a different experience and opportunity that
attracts people to come and see new innovations.
NEW ELECTRIC
TORQEEDO
REVO
MERCEDES AMG
RAND PICNIC
ELECTROJET
City of Lake Elsinore | Dream Extreme 2040 83 82 City of Lake Elsinore | Dream Extreme 2040
Dream Extreme in our City governance, seeking innovative, inclusive, and enduring solutions.
Lake Elsinore will set a high standard for innovative
governance with streamlined City processes, aided by
technology that fosters a fiscally sound future, sustainable
economic development, and responsive public services.
Residents will support and guide the governance of their City through a diverse range of
tools that allow City officials to connect to a wide cross-section of residents. Previously
underrepresented and under-served communities will be given the opportunity to share
their priorities and needs for consideration.
The City will propel economic development by combining homegrown talent, external
expertise, and expanded resources made available through strategic partnerships
with public, private, and non-profit partners. These partnerships will also unlock new
delivery methods for City services, utilizing best practices for efficiently, effectively, and
sustainably allocating City resources.
ASPIRATION 4
STRATEGIES
4.A Develop community engagement strategies to foster more
inclusive City governance.
4.B Safeguard the City’s long-term fiscal health through
boosting and diversifying sources.
4.C Increase partnerships with public, private, and non-profit
organizations.
4.D Embrace technology to support the delivery of City
services.
4.E Allocate public resources effectively and efficiently,
creating fiscal models that ensure sustainability.
4.F Continue to build a culture of innovation throughout the
organization.
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ASPIRATION 4
ANCHORS ACTIONS
Identify and promote opportunities for civic engagement.
Expand ongoing opportunities for community members to connect with local
government and learn how to navigate and partner with City Hall. Facilitate public
engagement sessions with local authorities around public safety, development plans
and guidelines, and local arts and culture announcements. Other activities could
include regular outreach programs similar to Let’s Talk Lake Elsinore and/or youth
leadership programs to engage local youth in improving the City.
Provide a toolkit for neighborhood problem solving.
Create a customizable toolkit for the City to provide neighborhoods with resources to
conduct community events and engagements, as well as potential funding sources,
e.g. mini-grants for stakeholder-led projects and programs. Toolkit can also be used
to welcome new residents to the community, so they can connect with the City from
the start and recognize the City as their advocate.
Adopt a user-friendly online presence.
Continue building a user-friendly online presence that allows community members to
directly engage with City Hall and stay up to date on the progress of City projects and
processes of interest.
Explore convenient web- and telephone-based tools for resident service that provide
personable, accessible, and inclusive customer service built on our culture of caring
and respect.
These tools could be used to locate and access any number of City services, including
parks and recreation licenses, public transportation options, electric vehicle charging
stations, public works’ needs, public safety information, etc.
Efforts could also extend to a Civic User Testing Group, allowing the community to
participate in new government technologies before deployment.
Provide on-demand communication tools for the community.
Expand online services to enhance the community’s ability to actively participate in
helping the City be more responsive to resident requests (e.g., Alert LE). Encourage
community participation in identifying issues across the City, leveraging crowd-
sourced data to address issues such as potholes or non-emergency public safety
concerns.
4.A Develop community engagement strategies to foster
more inclusive City governance.
THE LAKE
DOWNTOWN
Provide on-demand communication tools for the community.
Expand online services to enhance the community’s ability to actively participate in
being more responsive to resident requests (e.g., Alert LE). Encourage community
participation in identifying issues across the City, leveraging crowd-sourced data to
address issues such as potholes or non-emergency public safety concerns.
Build on our culture of respect, civility, and caring.
We put our community first and aim to be inclusive of diverse ideas. Continue
building these values into our culture at City Hall and through our services, projects,
and programs. Continue considering how our work impacts our community and
residents.
Strengthen community outreach programs.
Create metrics for tracking resident engagement in community outreach programs
to ensure all community needs are being met. Aim to connect with underrepresented
demographics through expanding current programs.
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ASPIRATION 4
Measure of Success Type Notes
Number of real-time data gathering
and sharing tools that improve
data-driven decision making and
transparency
Internal This measure will require adopting and tracking
internal use of relevant tools.
Utilization of online City tools or
programs
Internal This measure will require tracking of utilization of City-
managed online tools by residents e.g. number of Alert
LE users, number of complaints submitted, number of
users on Citizen Self Service Portal.
Number of Alert LE Mobile App users & Submittals.
Website usage statistics.
Number of Citizen Self Service Portal users.
Number of residents signed up for email or text
notifications .
Number of Services Completed Online .
Participation and attendance in civic
forums or other outreach programs
Internal This measure will require collection of attendance data
as well as other data related to public engagement
(e.g., survey responses, etc.)
Percentage of multi-lingual City
communications or programs
Internal This will require internal tracking of City-managed
communications and the number of formal
.communications that are issued in more than one
language.
MEASURES OF SUCCESS IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Ongoing outreach meetings with homeowner’s
associations, non-profits, business community
and community groups
All 1 year/
Annually
Update district boundaries based on Census
2020
City Clerk 3 years
Teen advisory board or commission City Clerk 3 years
Youth enrichment program for younger children City Clerk 3 years
Welcome to the City packets (digital)City Manager’s Office 3 years
New City website design & management system Information Technology 3 years
Expand notification options for residents via alert
LE, text and/or email
City Manager’s Office 3 years
Employee onboarding process Administrative Services 3 years
Voter outreach and awareness programs City Clerk 5 years
Neighborhood problem solutions kit City Manager’s Office 5 years
Community opinion surveys regarding service,
facility, and amenity needs
City Manager’s Office Every 3
years
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ASPIRATION 4
ANCHORS ACTIONS
Leverage strategic public-private and institutional partnerships to increase the
City’s capacity beyond public funds.
Proactively engage with potential partners to understand how grants or privately
funded programs could support City projects and programs.
Identify and maximize opportunities to enhance and diversify fiscal revenue
sources.
Explore the implementation of potential revenue sources that direct some portion of
the proceeds to economic development and other priorities identified in this plan.
Pursue existing and future state financing tools, such as Enhanced Infrastructure
Financing Districts (EIFDs), to leverage local resources.
Carefully monitor ongoing revenue opportunities as introduced by the state over time.
Create policies for the application of these new opportunities, such as establishing an
EIFD to leverage the City’s tax increment.
Remain focused on the City’s long-term fiscal health.
Develop and adopt long-term fiscal models to more accurately predict and track the
City’s financial health over time. Use the model to identify areas of concern and to
identify ways to address long term liabilities including retiree health care and pension
costs.
4.B Safeguard the City’s long-term fiscal health through
boosting revenue and diversifying resources.
THE LAKE
DOWNTOWN
Measure of Success Type Notes
Share of privately driven funding for
City programs and services
Internal This measure will require tracking City funding
sources and the proportion that originates from
public-private agreement
Diversification in fiscal revenues Internal This can be tracked using data the City already
collects as part of its budgeting process.
Collaboration-driven projects,
programs, or initiatives
Internal This will require the tracking of all City projects,
programs, and initiatives and determining which are
implemented with the support or assistance of a non-
City partner.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
10-Year Financial Models Administrative Services 1 year – Update annually
Enhanced Infrastructure Financing District (EIFD)Administrative Services 5 years
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Dream Extreme in our City governance
ASPIRATION 4
ANCHORS ACTIONS
Develop model agreements/standards and streamline processes.
Develop model agreements or standards (for partnerships, data-sharing, and other
forms of collaboration) and streamline internal City processes for approving such
agreements, so that the City is ready to move quickly to secure partnerships as
opportunities arise.
Investigate collective purchasing/procurement.
Investigate collective purchasing/procurement to expand value of contracts and
attract world-class solutions to Lake Elsinore. Identify shared needs with partners,
agencies, or other cities that could benefit from a collective approach.
Adopt best practices for procurement and contract process improvement.
Identify opportunities to implement best practices for procurement and contract
process improvement (e.g. business methodologies such as the lean process and Six
Sigma). Use technology to reduce data entry and allow open access to vendors and
consultants for all payment and procurement needs.
Increase collaboration with neighboring cities and agencies.
Continue engaging with neighboring cities and agencies to identify shared needs and
to explore the adoption of standards for sharing data within the region.
Engage Non-Governmental Organizations and partner organizations, such as
the Urban Land Institute (ULI) to conduct Technical Advisory Panel for priority
redevelopment opportunities.
Invite ULI to conduct a Technical Advisory Panel on revitalizing Downtown. These
panels leverage the expertise of local real estate development and City planning
experts, providing market-driven recommendations for site-specific challenges.
Results of these panels are published and made available to ULI’s global network of
real estate professionals, which helps to raise awareness about Lake Elsinore to a
broad audience.
4.C Increase partnerships with public, private, and non-
profit organizations.
THE LAKE
DOWNTOWN
Measure of Success Type Notes
Collaboration-driven projects,
programs, or initiatives
Internal This will require the tracking of all City projects,
programs, and initiatives and determining which are
implemented with the support or assistance of a non-
City partner.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Improve contract/procurement process Administrative Services 1 year
Taskforces for special projects such as existing
homeless taskforce
All 1 year
Engage Urban Land Institute for Downtown
revitalization
City Manager’s Office/Economic Development 3 years
Capacity and objectives of existing regional
groups such as Lake Elsinore & San Jacinto
Watersheds Authority, Regional Homeless
Alliance, and Economic Development Coalition
All 3 years
Invite community to participate in community
event planning
Community Services 3 years
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Dream Extreme in our City governance
ASPIRATION 4
ANCHORS ACTIONS
Train staff on data analytics and lean process improvement.
Leverage existing data sources already available to the City to better understand
how service delivery and processes can be made more efficient and less costly.
Train staff on lean process improvement to help improve processes before adopting
new technology. Seek workflows and technology that can streamline and automate
processes, freeing up staff for other needs and opportunities.
Clarify data sources and leverage data to prioritize initiatives.
Assess existing data sources and define ideal methods for managing, storing, and
using that data. Identify any gaps and needs in data collection. Use data to focus on
City efforts and prioritize initiatives. Adopt metrics for all City priorities, programs,
and pilots.
Procure software and systems that are easily updated to streamline City
processes and provide flexibility for the future.
Focus on flexible technology solutions tested in other jurisdictions. Software as
a Service (SaaS) applications (also known as web-based software) will be easier
to update and manage, and they can be used to help the City make data-informed
decisions
Increase government transparency by increasing access to City data and
providing visibility into how it is used.
Increase public access to City data and records including the metrics identified in the
Vision Plan. Use data to communicate the City’s progress over time and demonstrate
public accountability. Create a strong policy on how the City uses personal
information and citizen data.
4.D Embrace technology to support the delivery
of City services.
THE LAKE
DOWNTOWN
Create a comprehensive map and database of public assets and capital
improvements.
Build on the City’s GIS database of public assets so that the City can evaluate
competing for capital planning priorities. Use mapping to identify areas to focus on
public works projects and maximize the impact of capital improvements.
Use technology to find ways to capture and preserve institutional knowledge.
Seek ways to effectively capture and share institutional knowledge over time to
improve transitions during employee turnover. Create processes that can be used to
better capture, organize, and maintain key information, data, and experience.
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ASPIRATION 4
Measure of Success Type Notes
Real-time data gathering and sharing
tools to improve data-driven decision
making and transparency
Internal Same measure as noted for Strategy 4.A, above.
Utilization of online City tools or
programs
Internal Same measure as noted for Strategy 4.A, above.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Implement GIS technology and tools to improve
development process
Information Technology/Community Development 1 year
Implement NEOGOV
Organization-wide
Administrative Services 1 year
Identify and implement an online public
dashboard for City services and/or strategic plan
objectives
City Manager’s Office/Information Technology 3 years
Project Management Software Information Technology 5 Years
ANCHORS ACTIONS
Prioritize fiscal resources in alignment with the goals of Lake Elsinore’s strategic
vision.
Utilize this vision plan as a tool within the budgeting process to align resources with
a long-term plan.
Dedicate resources to growing the City’s economic development capacity.
Allocate general fund resources to expand economic development capacity, including
the creation of a dedicated economic development director position or department
to provide adequate staffing and/or resources. This can help the City sustained
focus on economic development initiatives, including development of a 5-year
economic development plan to guide public investments and efforts to attract private
investment.
Create a long-range capital plan.
To advance the worthiest or potentially effective public investments and matching
specific projects to specific potential sources, create and maintain a long-range
capital plan (10-year or longer) to prioritize public investments that have the most
impact. Clearly define criteria for prioritization.
Explore the application of potential new revenues from pending state legislation.
Understand how potential revenues from pending state legislation (e.g., the
reintroduction of redevelopment) could be leveraged to support public projects.
4.E Allocate public resources effectively and efficiently,
creating fiscal models that ensure sustainability.
THE LAKE
DOWNTOWN
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Dream Extreme in our City governance
ASPIRATION 4
Measure of Success Type Notes
Alignment between City-funded
projects and Lake Elsinore strategic
goals
Internal This measure will require the creation of scoring
criteria for City-funded projects, based on the
previously established strategic goals.
Growth in net new payroll jobs Internal/External This will require tracking of data collected by the U.S.
Bureau of Economic Analysis (BEA) or other external
agencies, like the Southern California Association of
Governments.
Adoption and implementation of long-
range capital plan
Internal This will require internal tracking of progress made as
part of the recommended long-range capital plan.
Jobs per capita (within City) External Track jobs per capita over time.
Available jobs External Track the available jobs within the City vs. those
residents actively employed and unemployed.
Industry trends External Track those industries that are growing, under-served,
and over-served.
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Create and Fill a Staff Position or Department for
Economic Development
City Manager’s Office 3 years
Develop and apply funding strategy to long-term
transportation plan
City Manager’s Office/Engineering 5 years
ANCHORS ACTIONS
Hold City-sponsored innovation events.
Hold City-sponsored innovation events, such as an annual Dream Extreme Day
for City staff and stakeholders to reimagine the way things work. Encourage
entrepreneurial innovation for City staff at all levels, promoting staff learning and
leadership.
Consider a staff leadership rotation program.
Create a staff leadership rotation program to develop upcoming City leaders by
cross-training staff. Swap staff from one department with staff from another so
they can learn the demands and needs of various departments. Programs should
be designed to increase awareness and understanding operations and improve
collaboration within City Hall.
Support innovation within City Hall.
Consider allocating funding to promote and incentivize internal innovation. Resources
such as a start-up residency program and other national programs can bring short-
term innovation capacity to City Hall. This includes creating unique opportunities
for idea sharing and creativity across departments to openly seek solutions. Invite
staff from all levels of the organization into the decision-making process when
appropriate. Encourage new ideas and open-door discussions in all departments.
4.F Continue to build a culture of innovation throughout the
organization.
THE LAKE
DOWNTOWN
ACTION &
ADVENTURE
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Measure of Success Type Notes
Local patent creation Internal/External This will require tracking of patent filings.
Growth in innovation economy jobs Internal/External This measure will require the tracking of jobs statistics
collected internally or from existing external sources
(e.g., State of California Employment Development
Department)
MEASURES OF SUCCESS
IMPLEMENTATION GRID
Idea/Project/Program Department Timeline
Implement annual budget and goal setting
workshops by department
Administrative Services 1 year
Explore optional organizational leadership
training programs
Administrative Services 3 years
Improve communication and build relationships
with research & development sector of the local
economy.
City Manager’s Office/Economic Development 5 years
Staff leadership rotation program Administrative Services 5 years
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IMPLEMENTATION
Dream Extreme 2040 is designed to inform
regular City processes, including:
DEPARTMENT GOAL SETTING
Each department should leverage Dream Extreme 2040 to help set long-
and short-term goals and measure success. Each year, departments
should prioritize which aspirations to focus on and develop tactics for
working towards these measurable goals. The specific strategies and
actions included in Dream Extreme 2040 are a wide set of proposed tools
intended to guide, not prescribe, future work.
BUDGETING
During the annual budgeting process, each department can reference
Dream Extreme 2040 to map their budgets against the broader City vision.
The process can identify how resources support the City’s goals and
locate potential opportunities for developing additional resources.
EVALUATIONS
Dream Extreme 2040 can be incorporated into employee evaluations to
understand how individuals help build Lake Elsinore’s culture and work
towards achieving Lake Elsinore’s big aspirations.
ACKNOWLEDGMENTS
Dream Extreme 2040 was created by Lake Elsinore staff
and a team of partners. Thank you to all who contributed
to this effort.
Our Partner Teams:
City of Lake Elsinore
Natasha Johnson, Council Member
Robert E. “Bob” Magee, Council Member
Steve Manos, Council Member
Timothy J. Sheridan, Council Member
Brian Tisdale, Council Member
Grant Yates, City Manager
Jason Simpson, Assistant City Manager
Johnathan Skinner, Dir. of Community Services
Grant Taylor, Dir. of Community Development
Shannon Buckley, Assistant Administrative Services Dir.
Nicole Dailey, Assistant to the City Manager
Remon Habib, City Engineer
Justin Kirk, Asst. Community Development Dir.
Rick De Santiago, Public Works Manager
Richard MacHott, Planning Manager
Kathi Orozco, Executive Assistant II
Community Stakeholders
Eric Lundy
Greg Bowers
Heidi Dodd
Myles Ross
William Johnson
Dave Oster
Austin Johnson
Jeff Chambers
Kim Cousins
John Vega
Jason Daffron
Grace Sandlin
Mark Dennis
Harvey Ryan
Michelle Lindsey
Jerry Carlos
Everyone who contributed
comments on Dream Extreme
2040 at Day Downtown and
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102 City of Lake Elsinore | Dream Extreme 2040
OUR VISION
The City of Lake Elsinore will be the ultimate destination where all can live, work, and play, build futures and fulfill dreams.