Quality of Life Master Plan (PDF)

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Temecula’s vision for2030 While protecting and preserving our vast natural beauty, honoring our historic past, and enhancing our community, educational and cultural life, the residents of Temecula envision a dynamic community in 2030, that will become a vibrant, modern City with a small town atmosphere.

APPLIED DEVELOPMENT CONTENTS PREPARED FOR THE CITY OF TEMECULA BY: ECONOMICS

100 Pringle Ave. Suite 560, Walnut Creek, CA 94596 • 925.934.8712 | 2150 River Plaza Drive, Suite 168, Sacramento, CA 95833 • 916.923.1562 www.adeusa.com Special Thanks & Acknowledgement Temecula City Council

MAYOR Ron Roberts

Blue Ribbon Committee Susan Slane MAYOR PRO-TEM Chuck Washington Deputy Vice President of Quality, Abbott Vascular Dr. Anne Miller (Medical/Mfg/Life Science) COUNCIL MEMBER Jeff Comerchero Local Historian Tim Gerrity, COUNCIL MEMBER Maryann Edwards Bruce Christian Director Office of Technology Transf & Comm, Former President, Loma Linda University Cal State San Bernadino (ED Professional) COUNCIL MEMBER Michael S. Naggar Medical Center-Murrieta Toby Hammett Dr. Carol Leighty Temecula Methodist Church Retired Superintendent, Temecula Valley (Faith-Based Organization) CITY MANAGER Shawn Nelson Unified School District Wayne L. Bershaw PROJECT TEAM: Chuck Washington Senior Citizen (Retired) Mayor Pro-Tem, City of Temecula ASST. CITY MANAGER Bob Johnson Diana Lovett-Webb ASST. CITY MANAGER Aaron Adams Temecula Resident Partners Gary Thornhill Diane Garrett SNR. MGMT. ANALYST Tamra Irwin Retired Deputy City Manager/Community Vice Chairman, BetterWorld Together Foundation Development Director, City of Temecula Julie Wright Jassy Grewal Chair of San Diego North Economic Temecula Valley High School Student Development Council Board of Directors Jeff Kurtz Mary Lanier Table of Contents General Manager, Promenade Mall Redevelopment Director City of Murrieta John Kelliher Matt Ceppi Executive Summary ……………………………………… 1 Chairman, Temecula Valley Convention Associate Vice President for TIMELINE: Citizen’s 20-Year Priorities ……………………… 5 & Visitors Bureau Planning & Analysis and Chief of Staff, Office of President Karen S. Haynes, Dr. Karen S. Haynes California State University, San Marcos SETTING THE STAGE: President of California State University, San Marcos Where We Have Been – Where We Are Going ……………… 7 Morris Myers Mary Molloway Executive Director, EDC of SW Riverside County President/Executive Director 1 CORE VALUE: Healthy & Livable City ……………………… 15 New Vision Children’s Services (Special Needs) Pat Comerchero President, Friends of the Temecula 2 CORE VALUE: Economic Prosperity ……………………… 25 Melissa Donaldson Children’s Museum Executive Director, Safe Alternatives 3 CORE VALUE: A Safe & Prepared Community …………… 33 for Everyone (SAFE) Teri Biancardi 4 CORE VALUE: A Sustainable City ………………………… 41 Ron Roberts Terry Bibbens City of Temecula Mayor 5 CORE VALUE: Transportation Mobility & Connectivity ……… 49 Tim Ritter Rosie Vanderhaak Superintendent, Temecula Valley 6 CORE VALUE: Accountable & Responsive City Government … 57 Temecula Branch Librarian Unified School District QLMP Community Workshops …………………………… 65 Special Thanks & Acknowledgement Temecula City Council

MAYOR Ron Roberts

Blue Ribbon Committee Susan Slane MAYOR PRO-TEM Chuck Washington Deputy Vice President of Quality, Abbott Vascular Dr. Anne Miller (Medical/Mfg/Life Science) COUNCIL MEMBER Jeff Comerchero Local Historian Tim Gerrity, COUNCIL MEMBER Maryann Edwards Bruce Christian Director Office of Technology Transf & Comm, Former President, Loma Linda University Cal State San Bernadino (ED Professional) COUNCIL MEMBER Michael S. Naggar Medical Center-Murrieta Toby Hammett Dr. Carol Leighty Temecula Methodist Church Retired Superintendent, Temecula Valley (Faith-Based Organization) CITY MANAGER Shawn Nelson Unified School District Wayne L. Bershaw PROJECT TEAM: Chuck Washington Senior Citizen (Retired) Mayor Pro-Tem, City of Temecula ASST. CITY MANAGER Bob Johnson Diana Lovett-Webb ASST. CITY MANAGER Aaron Adams Temecula Resident Partners Gary Thornhill Diane Garrett SNR. MGMT. ANALYST Tamra Irwin Retired Deputy City Manager/Community Vice Chairman, BetterWorld Together Foundation Development Director, City of Temecula Julie Wright Jassy Grewal Chair of San Diego North Economic Temecula Valley High School Student Development Council Board of Directors Jeff Kurtz Mary Lanier Table of Contents General Manager, Promenade Mall Redevelopment Director City of Murrieta John Kelliher Matt Ceppi Executive Summary ……………………………………… 1 Chairman, Temecula Valley Convention Associate Vice President for TIMELINE: Citizen’s 20-Year Priorities ……………………… 5 & Visitors Bureau Planning & Analysis and Chief of Staff, Office of President Karen S. Haynes, Dr. Karen S. Haynes California State University, San Marcos SETTING THE STAGE: President of California State University, San Marcos Where We Have Been – Where We Are Going ……………… 7 Morris Myers Mary Molloway Executive Director, EDC of SW Riverside County President/Executive Director 1 CORE VALUE: Healthy & Livable City ……………………… 15 New Vision Children’s Services (Special Needs) Pat Comerchero President, Friends of the Temecula 2 CORE VALUE: Economic Prosperity ……………………… 25 Melissa Donaldson Children’s Museum Executive Director, Safe Alternatives 3 CORE VALUE: A Safe & Prepared Community …………… 33 for Everyone (SAFE) Teri Biancardi 4 CORE VALUE: A Sustainable City ………………………… 41 Ron Roberts Terry Bibbens City of Temecula Mayor 5 CORE VALUE: Transportation Mobility & Connectivity……… 49 Tim Ritter Rosie Vanderhaak Superintendent, Temecula Valley 6 CORE VALUE: Accountable & Responsive City Government … 57 Temecula Branch Librarian Unified School District QLMP Community Workshops …………………………… 65 Executive Summary

EXECUTIVE Summary

1 Executive Summary

EXECUTIVE Summary

1 process toaccomplishthosegoals. commits theCitythroughaperformance-based from whichtomeasureprogressovertime; and they want; providesabaselineofindicators want topreserveandwhatadditionalamenities future; identifieswhatcommunitymembers years. ItreflectsavisionfortheCity’s ideal leaders, andpartnersfortheCity’s nexttwenty strategic prioritiesof Temecula’s residents, (QLMP) expressestheaspirations, goals, and The Temecula 2030QualityofLifeMasterPlan Executive Summary - CityCouncil building excellence. to maintainthistradition of both future leaders andresidents events thatwecan. We urge most amazingfacilitiesand stars andprovide thefinest, and visitors. We shootforthe opportunities forourresidents creative anduniquerecreational delivery, aswellas, provide solving andalsoinservice be innovativeinbothproblem- amenities, high-qualityfacilities, strived toprovide thebest The Cityof Temecula has always

2 Committee consisting ofcommunitymembersand was guidedby inputfromtheQLMPBlueRibbon on communityhealthandwell-being. This process feedback, anddevelopmentofstatisticalindicators stakeholder interviews, extensive research, website of several communitymeetings, numerous develop thisPlan. The QLMP istheculmination and regionalpartnersinaninclusiveprocessto engaged residents, businesses,institutions local Over the past twoyears, theCity of Temecula has Temecula 2030QualityofLifeMasterPlan(QLMP). Temecula’s greatqualityoflife. Thus was bornthe that wouldencompassthemanyaspectscreate initiated thedevelopmentofacomprehensiveplan path forthisplanningprocess, theCityCouncil 21st century. After muchdeliberation aboutthe opportunities, onesfacingallcommunitiesinthe this futurewillpresentanewsetofchallengesand Temecula’s nexttwentyyears, acknowledgingthat in 2008, theCityCouncilbeganplanningfor As theCityneareditstwentyyearmilestone growth. in themidstofstrongpopulationandeconomic retaining itssmalltownfeelingandcharacter even center forSouthwestRiversideCounty, allthewhile innovative, dynamiccityandaregionaleconomic and followthrough, Temecula hasevolvedintoan high qualityoflife. With vision, focus, planning many significantaccomplishmentsandacherished, proactive communitybuildingthathasresultedin twenty years, Cityleadersandresidentsengagedin bedroom community. During Temecula’s first Temecula was incorporated in1989asasmall to theirfullestandmostsatisfying potential. their lives–aCitythatallowseach residenttolive be aplacewheretheycanlive through thearcof expressed aspirations ofresidentsfor Temecula to Plan includestrategic prioritiesthatwillmeetthe to eachCore Value, the overarching goalsofthe While theQLMPcontainsmanygoalsspecific • • • • • • The SixCore Values and strategic priorities. accomplishments; key findings; metricsofprogress; each Core Value describesspecificgoals; key for theCity’s nexttwentyyears. The sectionon future –Core Values –thatprovidetheroadmap The QLMPdefinessiximportantareasvitalforthis prosperity, thefoundationforahighqualityoflife. residents andqualityjobstoensureitseconomic of lifewillhelp Temecula retainandattract both buildings and open space. Investments in quality investing inthemaintenanceofits parks, roads, the qualityoflifethathasbeenbuiltalreadyby years, theCityhastofirstensurethatitpreserves on behalfofthecommunityovernexttwenty city leadersandstaffarestrivingtoaccomplish sustaining acity. While therearemanythingsthat Temecula ismovingfrombuildingacityto expressly forthispurpose. regional partners, appointedbytheCityCouncil Accountable andResponsiveCityGovernment A SustainableCity Transportation MobilityandConnectivity A SafeandPreparedCommunity Economic Prosperity Healthy andLivable Community

3 • • • • • • • • • • history, andsportseventsfacilities Development ofhighamenityarts, culture, improvements Construction oftraffic infrastructure technologies, andasmajor tourismdestination center, especiallyforemerginggreen Continuing evolutionasaregionaleconomic and access bikeways, roadsandhighways toensuremobility Completion ofanetworkintegrated trails, cities intheU.S.A. the City’s ranking asoneofthetop10 safest emergency preparedness, including maintaining Continuation ofhighlevelspublicsafetyand such asenergyconservation of place, andattainmentofresourceefficiencies water thatprovideaspecialandhealthyquality space andparklands, winecountry, andclean City’s special natural resources–airquality, open Continued protectionandenhancementofthe centers Town intovibrant mixed-use, pedestrian-friendly services, andcontinuedredevelopmentofOld attracting newbusinessclusterssuchasfinancial Revitalization oftheJeffersonCorridor, including all residents continuum ofcareservicestomeettheneeds Attraction offirstrate medicalfacilitiesand infrastructure forourresidents unique andinnovative programs, facilities, and Continued focustoprovideveryhigh-quality, provide qualitypublichighereducationservices Creation ofa21stcenturyurbancampusto Goals andRecommendations for Temecula2030 High Priority

Executive Summary process toaccomplishthosegoals. commits theCitythroughaperformance-based from whichtomeasureprogressovertime; and they want; providesabaselineofindicators want topreserveandwhatadditionalamenities future; identifieswhatcommunitymembers years. ItreflectsavisionfortheCity’s ideal leaders, andpartnersfortheCity’s nexttwenty strategic prioritiesof Temecula’s residents, (QLMP) expressestheaspirations, goals, and The Temecula 2030QualityofLifeMasterPlan Executive Summary - CityCouncil building excellence. to maintainthistradition of both future leaders andresidents events thatwecan. We urge most amazingfacilitiesand stars andprovide thefinest, and visitors. We shootforthe opportunities forourresidents creative anduniquerecreational delivery, aswellas, provide solving andalsoinservice be innovativeinbothproblem- amenities, high-qualityfacilities, strived toprovide thebest The Cityof Temecula has always

Executive Summary A targeted Implementation Plan accompanies These recommendations, when implemented, will the Temecula 2030 Quality of Life Master Plan to ensure that Temecula remains fiscally strong while ensure that everything that Temecula has worked protecting its investments in infrastructure that are so hard to build in its first twenty years will be so critical to maintaining the high quality of life the managed, preserved and enhanced. It includes an community currently enjoys. Implementation Timeline listing the community’s key 20-year strategic priorities, and will be used Livability, prosperity, and sustainability–the overall to guide the City’s investments and track progress themes of the Temecula 2030 Quality of Life Master toward achieving community goals. Plan–are the foundation for all communities in the 21st century. For Temecula, these themes are The foundation for accomplishing these 2030 reflected and connected in the detailed goals and strategic priorities is an underlying set of Core recommendations contained in each Core Value. Principles that will enable the City to attain the Implementation of the QLMP is the beginning goals and aspirations of Temecula’s residents - of achieving the City’s quality of life for the next which can only be achieved if the City remains twenty years. fiscally stable. These recommendations reflect the dedication to careful stewardship of fiscal resources and forward-thinking management and leadership that have guided the City’s successes to date.

Recommendations

• Continuing the policy of maintaining a 20 percent budget reserve for economic uncertainty • Continued payment of the City’s bond obligations • Fully funding a comprehensive, long-term Asset Management Plan which will include facilities maintenance, park maintenance, and road maintenance • Enacting an Implementation Plan for the community’s 20-year priorities • Conducting a Citizen Opinion Survey every two years

4 TIMELINE Citizens’ 20-year Priorities

Temecula

Second Parking Structure Temecula Hotel/Old Town I15 Gateway Constructed in Old Town*** 4 Temecula Valley Hospital Transit Line plus Monument*** Ground-breaking** Park & Ride*** Median Enhancement Jefferson Ave. Study Initiation of Initiate K - 16/18 & Street Revitalization* Area Revitalization** Creation of Aquatics Facility* Third Parking Structure Jefferson Ave. Corridor Community Education Constructed in Old Town*** Western Escarpment Study Area*** Model*** Acquisition Old Town Gym Completed* 4Opening of CSUSM Fwy. Landscape Rehab of Existing Phase I Old Town Gym Complete County’s Wine Initiate Overland Completed* at Temecula *** Beautification*** Tennis Facilities* Under Construction*** Country 2020 Plan** Commence Construction Extension Over New Tennis Expansion of CSUSM Opening of of Transit Center*** Murrieta Creek* Complex Built* at Temecula*** Commence Western Murrieta Creek, Southside Central Natural Bypass Corridor** Phase III Completed* Recreation Center* Park, Temecula*

2010 2015 2020 2030 ASSET MANAGEMENT PLAN (IMPLEMENTED IN 2012)

State-of-the-art Technology for Higher Education Temecula Public Commissioning Expansion*** Detention Basin of Teen Village Library*** Initiate Murrieta Initiate Entertainment Initiate General Second Senior Center Facilitate Construction of Annexing Sphere Commence 79S Old Town Revitalization Regional Recreational Study* Creek, Phase II* Center*** Plan Update* for Active Adults* Hotel/Conference Center** Completed*** Center Completed** of Influence* Interchange* Update Parks Southside Branch Master Plan* Library* Murrieta Creek, Implement NEV System Loop Trail Completed, Creation of Business Opening of Inclusive Phase II Completed* Throughout Temecula* Old Town to Wine Country* Incubator*** Special Needs Play Structure* French Valley Pkwy. Increase Road Connectivity Rancho Way to Diaz Kick-off for Organic Improvements, to Job Centers in West Connection Initiated* Community Garden*** Phase I Completed* to Residents in East*

“Building Greatness, Maintaining Excellence”

* City Development ** Private Development *** Public-Private Development or Public-Public Development NOTE: Timeline will change due to budget considerations and community priorities. Project placement on the timeline indicates approximate initiation/completion within a 5 to 10 year period, not the exact year that it will take place.

5 QualityQuality of life of is lifehard is tohard describe, to describe, you have you haveto experience to experience it. Temecula it. Temecula

has alwayshas always been beenable toable make to make people’s people’s lives better.lives better. We have We havegone gone

throughthrough our baby our babysteps stepsand adolescence,and adolescence, and nowand wenow are we reaching are reaching

maturity.maturity. We want We wantto maintain to maintain our existing our existing assets assets and continueand continue to to

offer offera high a qualityhigh quality of life. of Mayor life. Ron Mayor Roberts Ron Roberts Timeline

Setting the Stage

SETTINGSETTING THE THE CITIZENS’ 20-YEAR PRIORITIES CITIZENS’ StageStage

7 offer ahighqualityoflife. maturity. We wanttomaintainourexistingassetsandcontinue through ourbabystepsandadolescence,nowwearereaching has alwaysbeenabletomakepeople’s livesbetter. We havegone Quality oflifeishardtodescribe,youhaveexperienceit.Temecula Mayor RonRoberts SETTING THE Stage 7

Setting the Stage SETTING THE STAGE Where We Have Been – Where We Are Going Temecula Today: A Snapshot of Accomplishments

From its beginning in 1989, the City of Temecula has The City is in a new phase. The Quality Community New Civic Center been actively engaged in community building by • 32,500 homes in well-planned neighborhoods • Iconic Civic Center, LEED Certified, dedicated in 2010 of Life Master Plan lays out, for the listening to the dreams and desires of its residents and • A population of more than 101,000 actively making these dreams a reality. The fact that next two decades, what is important Open Space, Habitat and Parklands Temecula is recognized for its extraordinary quality of and what is the foundation for Diverse Economy • Over 7,000 acres of open space; 29% of the City life, its regional leadership and its ability to stay ahead • Nearly 3,000 businesses and 45,000 jobs • Acquisition of 119 acres of the Escarpment & 55 acres maintaining our quality of life. of Temecula Creek Flood Plain of the curve, is no accident. • Top 100 in Relocate America’s annual list It’s understanding what the new • Professional Hospital Supply expansion in 2009 • Annexation of 4,200 acres of the Santa Margarita • Regional retail sector with 4.5 million square feet Ecological Reserve in 2010 However, as Alan Ehrenhalt wrote in Governing Temecula will be all about. • Promenade Mall expansion in 2009 Magazine in 2009, “American cities are changing - Chuck Washington, Mayor Pro Tem • Wine tourism drawing 2.4 million visitors annually, Health and Safety rapidly; …suburbs are changing even faster. An an economic engine in excess of $600 million a year • Groundbreaking in June 2011 for the City’s first hospital impressive collection of evidence documents that • Over 1,900 hotel rooms in Temecula • One of 25 Safest Cities in California today’s young adults have a pronounced taste for urban • Pechanga Resort and Casino • Fire response times at 3.7 minutes living.” Recognizing that Temecula, like most other • Police response times at 5.12 minutes communities, will experience significant change over Parks and Recreation • Police Officer Ratio 1 per1,000 residents • 4.0 Staffing on Fire Engines the next 20 years, the City Council initiated the Quality • 39 fully-equipped parks, for a total of 315 acres of developed parklands of Life Master Plan (QLMP) process in 2009 to help • 98% of housing is within a half mile of parks Transportation define the City’s journey to this new future, identifying or open space • Rated 1st for Safest Streets for medium-sized cities Setting the Stage where it wants to go and how it wants to get there. • Senior Center (over 100,000 pop.) in California • Three Community Centers • 22 miles of trails & 45 miles bike lanes From Here to There Temecula has grown from a small bedroom community Arts and Culture Government Services to a regional center in 20 years, all the while maintaining • Old Town Theater seating over 355 • Excellence in Capital Improvement Program and a highly valued quality of life for its residents. The • Professor Pennypickle’s Children’s Museum rated best Annual Operating Budget Awards annually since by Nickelodeon in 2009 and 2010 incorporation (1989) snapshot on the next page showcases some of the • Two public libraries • A+ bond rating City’s accomplishments that demonstrate what good • Highest library circulation in Riverside County • 20 percent budget reserve, and an additional 20% planning, strategic investments and a “small measure • Developed & implemented Youth Master Plan in a secondary reserve of luck” have achieved. 2030 as a result of the continued influx of new residents, • $53 million annual budget combined with annexations. Temecula’s residents will Education • 155 full-time employees, long-term stability Looking to the Future be from more diverse backgrounds. It is expected that • School District rated highest in Riverside County • 1,000 annual contract recreation classes and over While much has been accomplished during the last more than 30 percent of the City’s housing units will • CSU San Marcos satellite campus in Temecula 70 special events & human services programs annually twenty years, Temecula is planning for a future that will be comprised of multi-family pedestrian oriented units opened in 2009 present a new set of challenges and opportunities to located in downtown Old Town, the Jefferson Corridor City residents, leaders and staff. From 102,000 in 2011, and surrounding the Promenade Mall. What will cause the City’s population is projected to grow to 145,000 by these changes?

8 9 SETTING THE STAGE Where We Have Been – Where We Are Going Temecula Today: A Snapshot of Accomplishments

8 9 Preparation of the At its second meeting in September 2010, the BRC Drivers of Change Over the Next 20 Years Quality of Life Master Plan We accomplished what we set out to defined initial QLMP goals and drafted a vision and mission statement. At its third meeting in October 2010, • Shifting demographics, with both an aging do for our young city. Now, how do population of baby boomers (born between The City Council thought that after 20 years of being an the BRC refined its goals and developed several clear we get to the next level to become a 1946 and 1964) and an increasing population incorporated city and achieving many of its goals, it was objectives. At its fourth meeting in August 2011, the of Gen Y’s (born between 1982 and 2001) world class city? time to think ahead about what the City’s next big goals BRC reviewed the draft QLMP and provided feedback on • People 65 years and older are projected to be and priorities should be. Consistent with its approach to - Jeff Comerchero, City Council Member the six chapters referenced as “Core Values.” 19 percent of the population by 2030 careful planning, in 2008, the City Council appointed a • Build-out of existing land, annexations subcommittee of two City Council members, Ron Roberts Public Workshops and Engagement • Changing market perceptions and the rise The Environmental Scan An extremely important element in the preparation of of the green economy and Chuck Washington, to lead the development of a The project team began by conducting an assessment the QLMP was involvement of the general public. During • Access to and use of increasingly more Quality of Life Master Plan (QLMP). sophisticated communications technology of existing conditions on a wide range of community August and September 2010, the project team facilitated • Evolving employment opportunities The focus of this effort was to fast-forward to the year attributes. This included a review and synthesis of three public workshops, one at each of Temecula’s • Increasing competition for limited water and 2030 and facilitate a community input process that planning documents and technical reports, and comprehensive high schools. More than 100 adults and energy resources would provide a blueprint to guide the City of Temecula interviews with approximately 40 community leaders, children attended the workshops, sharing what they • Greater emphasis on health care delivery for the next two decades. The City had great success regional partners, and experts in such fields as loved most about Temecula and what they would like • Desire for alternative transportation choices with master planning projects in the past, including the education, economic development, water management, to see happen in Temecula’s future. Many residents also • Market demand for increased housing options, Youth Master Plan, the Trails Master Plan, the Parks and transportation, hospitality, wine making, manufacturing, provided input via e-mails and meetings with City staff. such as smaller homes closer to services and Recreation Master Plan, the Arts and Culture Master retail, recreation and human services, government amenities Plan, and the Sustainability Plan, among others. The finance, small business development and public safety. In August 2011, the QLMP was reviewed by the QLMP • Weather-related events, including fires and droughts City Council’s goal was to complete what it had started, Subcommittee, revised and presented to the Planning maintain the excellence of what had been created, and The purpose of the Environmental Scan was to provide Commission, Public Traffic Safety Commission and Setting the Stage Changing Demographics provide for new needs and opportunities. Never content a foundation of objective information that would be Community Services Commission. In October 2011, the and Lifestyle Preferences to rest on its laurels, the City instead is continuously used by the City Council Subcommittee and the Blue QLMP was reviewed and approved as a guiding planning looking for ways to improve. Ribbon Committee (see below) to define the scope of document by the Temecula City Council. Active Seniors, a growing component of our the Quality of Life Master Plan and the issues that would community, will need additional services, A fundamental component of quality of life is economic be addressed in the Plan. recreational opportunities, and programs. prosperity, including the ability of residents to find Blue Ribbon Committee Baby Boomers, the nation’s second largest age group, quality job opportunities, advance in their careers and will be increasing in Temecula; many will be downsizing work close to home. Another is the ability of the City In 2009, the City Council formed a Blue Ribbon Quality of life comes down to and urbanizing, seeking retail and services close to to deliver the high level of public services residents Committee (BRC) to provide input into the preparation home, and have new healthcare, recreation have come to expect. In recognition of the relationship of the Quality of Life Master Plan. The composition of keeping what we want, obtaining and community needs. between economic prosperity and quality of life, the City the Blue Ribbon Committee was representative of the what we want, and doing that over Generation Y, the nation’s largest age group ever, Council hired Applied Development Economics (ADE), a geographic, demographic and economic interests of the the long run. We have built a city California firm that has extensive experience in preparing City. The Blue Ribbon Committee met four times over will be increasing in Temecula; they will be more that the residents like and we want ethnically diverse, tech savvy, environmentally economic development strategic plans and quality of life the course of the planning process. At its first meeting to maintain this for the future. conscious and interested in urban lifestyles. indices. ADE collaborated with the Placemaking Group in July 2010, it reviewed the contents of the draft (Sources: Urban Land Institute, Deloitte) to facilitate the process for community input. The overall Environmental Scan and provided important insights - Mike Naggar, City Council Member planning process had several components. into what issues should be addressed in the QLMP.

10 11 Preparation of the At its second meeting in September 2010, the BRC Drivers of Change Over the Next 20 Years Quality of Life Master Plan We accomplished what we set out to defined initial QLMP goals and drafted a vision and mission statement. At its third meeting in October 2010, • Shifting demographics, with both an aging do for our young city. Now, how do population of baby boomers (born between The City Council thought that after 20 years of being an the BRC refined its goals and developed several clear we get to the next level to become a 1946 and 1964) and an increasing population incorporated city and achieving many of its goals, it was objectives. At its fourth meeting in August 2011, the of Gen Y’s (born between 1982 and 2001) world class city? time to think ahead about what the City’s next big goals BRC reviewed the draft QLMP and provided feedback on • People 65 years and older are projected to be and priorities should be. Consistent with its approach to - Jeff Comerchero, City Council Member the six chapters referenced as “Core Values.” 19 percent of the population by 2030 careful planning, in 2008, the City Council appointed a • Build-out of existing land, annexations subcommittee of two City Council members, Ron Roberts Public Workshops and Engagement • Changing market perceptions and the rise The Environmental Scan An extremely important element in the preparation of of the green economy and Chuck Washington, to lead the development of a The project team began by conducting an assessment the QLMP was involvement of the general public. During • Access to and use of increasingly more Quality of Life Master Plan (QLMP). sophisticated communications technology of existing conditions on a wide range of community August and September 2010, the project team facilitated • Evolving employment opportunities The focus of this effort was to fast-forward to the year attributes. This included a review and synthesis of three public workshops, one at each of Temecula’s • Increasing competition for limited water and 2030 and facilitate a community input process that planning documents and technical reports, and comprehensive high schools. More than 100 adults and energy resources would provide a blueprint to guide the City of Temecula interviews with approximately 40 community leaders, children attended the workshops, sharing what they • Greater emphasis on health care delivery for the next two decades. The City had great success regional partners, and experts in such fields as loved most about Temecula and what they would like • Desire for alternative transportation choices with master planning projects in the past, including the education, economic development, water management, to see happen in Temecula’s future. Many residents also • Market demand for increased housing options, Youth Master Plan, the Trails Master Plan, the Parks and transportation, hospitality, wine making, manufacturing, provided input via e-mails and meetings with City staff. such as smaller homes closer to services and Recreation Master Plan, the Arts and Culture Master retail, recreation and human services, government amenities Plan, and the Sustainability Plan, among others. The finance, small business development and public safety. In August 2011, the QLMP was reviewed by the QLMP • Weather-related events, including fires and droughts City Council’s goal was to complete what it had started, Subcommittee, revised and presented to the Planning maintain the excellence of what had been created, and The purpose of the Environmental Scan was to provide Commission, Public Traffic Safety Commission and Setting the Stage Changing Demographics provide for new needs and opportunities. Never content a foundation of objective information that would be Community Services Commission. In October 2011, the and Lifestyle Preferences to rest on its laurels, the City instead is continuously used by the City Council Subcommittee and the Blue QLMP was reviewed and approved as a guiding planning looking for ways to improve. Ribbon Committee (see below) to define the scope of document by the Temecula City Council. Active Seniors, a growing component of our the Quality of Life Master Plan and the issues that would community, will need additional services, A fundamental component of quality of life is economic be addressed in the Plan. recreational opportunities, and programs. prosperity, including the ability of residents to find Blue Ribbon Committee Baby Boomers, the nation’s second largest age group, quality job opportunities, advance in their careers and will be increasing in Temecula; many will be downsizing work close to home. Another is the ability of the City In 2009, the City Council formed a Blue Ribbon Quality of life comes down to and urbanizing, seeking retail and services close to to deliver the high level of public services residents Committee (BRC) to provide input into the preparation home, and have new healthcare, recreation have come to expect. In recognition of the relationship of the Quality of Life Master Plan. The composition of keeping what we want, obtaining and community needs. between economic prosperity and quality of life, the City the Blue Ribbon Committee was representative of the what we want, and doing that over Generation Y, the nation’s largest age group ever, Council hired Applied Development Economics (ADE), a geographic, demographic and economic interests of the the long run. We have built a city California firm that has extensive experience in preparing City. The Blue Ribbon Committee met four times over will be increasing in Temecula; they will be more that the residents like and we want ethnically diverse, tech savvy, environmentally economic development strategic plans and quality of life the course of the planning process. At its first meeting to maintain this for the future. conscious and interested in urban lifestyles. indices. ADE collaborated with the Placemaking Group in July 2010, it reviewed the contents of the draft (Sources: Urban Land Institute, Deloitte) to facilitate the process for community input. The overall Environmental Scan and provided important insights - Mike Naggar, City Council Member planning process had several components. into what issues should be addressed in the QLMP.

10 11 The 2030 Quality of Life Master Plan Temecula’s Goals for 2030 The QLMP is framed around the vision and goals Temecula Temecula must continue to lay a strong To Be: • Creating a safer community to include Murrieta Creek residents identified for the City’s future, and informed by • A family-oriented community with both a small town flood control improvements that also include trails on foundation for success. As we adapt the analyses generated through the Environmental Scan feeling and urban amenities each bank and a major sports complex within the to changes in our demographics, we detention basin and the expertise of the Blue Ribbon Committee. The • One of the safest cities in the U.S.A. Project Team also reviewed the City’s numerous other must continue to push the envelope to • An environmental haven, with Temecula’s trails fully • A City offering a healthy and active lifestyle for all, master plans. expand amenities and maintain them including seniors and those with special needs integrated with trails in Wine Country & the City of Murrieta When asked to look to the year 2030 as part of the in the meticulous way that Temecula • A City surrounded by unscarred natural terrain and QLMP planning effort, members of the Temecula bounded by the Escarpment & Wine Country, with residents have come to expect. • A City with upgraded infrastructure, including the community expressed the aspiration that Temecula pristine air quality completion of the French Valley and Hwy 79S - Maryann Edwards, City Council Member would be a place where they can live through the arc • Home to two hospitals providing state-of-the-art interchanges; the opening of the Rancho Way of their entire lives – a City that allows each resident medical health care services overcrossing, and the Cherry, Overland and Rancho Way Bridges across Murrieta Creek operational to live life to its fullest and most satisfying potential as • A center for higher education, with an enrollment of seen below. 500 Full-time Equivalent students at Cal State University • Successful in revitalizing aging commercial corridors they like best about living in Temecula, and spending San Marcos – Temecula, regarded as a model for the into vibrant mixed used centers with diverse housing, priorities 21st Century urban campus access to transit, and urban amenities, including the Accordingly, the QLMP is organized into six • Indicators Dashboard showing levels of progress • Recognized as a major “Destination” by the tourist Jefferson Corridor as a financial services center Chapters or Core Values. These core values in the City related to services, conditions and trends, and travel industry • A location for housing choices available for all ages, include: with metrics showing whether or not the City • Renowned for its entrepreneurial and creative economy, incomes and needs, including for families, singles, • Healthy and Livable City “meets/exceeds goal,” is “progressing” toward the providing more quality jobs closer to home for residents seniors and those with special needs • Economic Prosperity goal, or “needs improvement” to reach the goal • Facilitating comprehensive social services delivery • A center of art, culture, heritage and lifelong learning • A Safe and Prepared Community • Strategic priorities for 2030 that will be the Setting the Stage system that meets diverse needs across all age groups opportunities • A Sustainable City benchmark for looking back twenty years from • Transportation, Mobility and Connectivity now to see what we accomplished • A regional retail center offering higher-end shopping opportunities at the Promenade Mall and Old Town • Accountable and Responsive Local Government • Potential additional indicators that can be added as new or better data becomes available • Home to an innovative Teen Village with services and Each section of the Core Values provides: activities that engage youth with cutting edge The True North Survey and the Indicators Dashboard • Narrative overview – what is the value technology, social media and learning activities provide qualitative and quantitative indices to measure and why is it important • Recognized as major recreation center, offering progress over time. The City will use the QLMP to guide • Goals for 2030 competitive and training sites in Southern California for its planning, budget and investment decisions, to • Indicators to measure progress aquatics, tennis and other sports facilities provide vision and continuity for the next phase of the • Accomplishments • A leader in sustainability, including renewable energy City’s journey, and for continuous process improvement • Key findings, summarizing the results of a Resident and a clean environment in partnership with Temecula’s residents. The City’s Opinion survey the City commissioned in 2007 (the intent is to commission an updated Residents Survey in • A model for fiscal stewardship of the City’s assets, True North Survey), input from the QLMP community 2011 and thereafter, every two years. with opportunities for civic engagement and meetings, BRC Input, and data from the Environmen- volunteerism tal Scan and the City A detailed listing of data sources used to prepare the • A City where local history is cherished and celebrated • True North Survey responses on resident satisfaction report is available on the City’s QLMP website at: www. with City services and conditions, ratings for what temecula2030.org.

12 13 The 2030 Quality of Life Master Plan Temecula’s Goals for 2030 The QLMP is framed around the vision and goals Temecula Temecula must continue to lay a strong To Be: • Creating a safer community to include Murrieta Creek residents identified for the City’s future, and informed by • A family-oriented community with both a small town flood control improvements that also include trails on foundation for success. As we adapt the analyses generated through the Environmental Scan feeling and urban amenities each bank and a major sports complex within the to changes in our demographics, we detention basin and the expertise of the Blue Ribbon Committee. The • One of the safest cities in the U.S.A. Project Team also reviewed the City’s numerous other must continue to push the envelope to • An environmental haven, with Temecula’s trails fully • A City offering a healthy and active lifestyle for all, master plans. expand amenities and maintain them including seniors and those with special needs integrated with trails in Wine Country & the City of Murrieta When asked to look to the year 2030 as part of the in the meticulous way that Temecula • A City surrounded by unscarred natural terrain and QLMP planning effort, members of the Temecula bounded by the Escarpment & Wine Country, with residents have come to expect. • A City with upgraded infrastructure, including the community expressed the aspiration that Temecula pristine air quality completion of the French Valley and Hwy 79S - Maryann Edwards, City Council Member would be a place where they can live through the arc • Home to two hospitals providing state-of-the-art interchanges; the opening of the Rancho Way of their entire lives – a City that allows each resident medical health care services overcrossing, and the Cherry, Overland and Rancho Way Bridges across Murrieta Creek operational to live life to its fullest and most satisfying potential as • A center for higher education, with an enrollment of seen below. 500 Full-time Equivalent students at Cal State University • Successful in revitalizing aging commercial corridors they like best about living in Temecula, and spending San Marcos – Temecula, regarded as a model for the into vibrant mixed used centers with diverse housing, priorities 21st Century urban campus access to transit, and urban amenities, including the Accordingly, the QLMP is organized into six • Indicators Dashboard showing levels of progress • Recognized as a major “Destination” by the tourist Jefferson Corridor as a financial services center Chapters or Core Values. These core values in the City related to services, conditions and trends, and travel industry • A location for housing choices available for all ages, include: with metrics showing whether or not the City • Renowned for its entrepreneurial and creative economy, incomes and needs, including for families, singles, • Healthy and Livable City “meets/exceeds goal,” is “progressing” toward the providing more quality jobs closer to home for residents seniors and those with special needs • Economic Prosperity goal, or “needs improvement” to reach the goal • Facilitating comprehensive social services delivery • A center of art, culture, heritage and lifelong learning • A Safe and Prepared Community • Strategic priorities for 2030 that will be the Setting the Stage system that meets diverse needs across all age groups opportunities • A Sustainable City benchmark for looking back twenty years from • Transportation, Mobility and Connectivity now to see what we accomplished • A regional retail center offering higher-end shopping opportunities at the Promenade Mall and Old Town • Accountable and Responsive Local Government • Potential additional indicators that can be added as new or better data becomes available • Home to an innovative Teen Village with services and Each section of the Core Values provides: activities that engage youth with cutting edge The True North Survey and the Indicators Dashboard • Narrative overview – what is the value technology, social media and learning activities provide qualitative and quantitative indices to measure and why is it important • Recognized as major recreation center, offering progress over time. The City will use the QLMP to guide • Goals for 2030 competitive and training sites in Southern California for its planning, budget and investment decisions, to • Indicators to measure progress aquatics, tennis and other sports facilities provide vision and continuity for the next phase of the • Accomplishments • A leader in sustainability, including renewable energy City’s journey, and for continuous process improvement • Key findings, summarizing the results of a Resident and a clean environment in partnership with Temecula’s residents. The City’s Opinion survey the City commissioned in 2007 (the intent is to commission an updated Residents Survey in • A model for fiscal stewardship of the City’s assets, True North Survey), input from the QLMP community 2011 and thereafter, every two years. with opportunities for civic engagement and meetings, BRC Input, and data from the Environmen- volunteerism tal Scan and the City A detailed listing of data sources used to prepare the • A City where local history is cherished and celebrated • True North Survey responses on resident satisfaction report is available on the City’s QLMP website at: www. with City services and conditions, ratings for what temecula2030.org.

12 13 emerging creativeclassofyoungemployees. the bestqualitiesoflargercitiesinaneffort toattractandretainthe challenge istoretainthequalityoflifeourcommunitywhileadding transportation andanewcityambianceasanattraction.”Temecula’s aspiring youngadultswhoseeaccesstoknowledge-basedjobs,public for suburbs isturninginto‘brightflight’tocitiesthathavebecomemagnets demographer atBrookingsInstitute.“Whatusedtobewhiteflightthe “A newimageofurbanAmericaisinthemaking,”saidWilliamH.Frey, a HEALTHY & LIVABLE 1 City 15

Healthy & Livable City 1 emerging creativeclassofyoungemployees. the bestqualitiesoflargercitiesinaneffort toattractandretainthe challenge istoretainthequalityoflifeourcommunitywhileadding transportation andanewcityambianceasanattraction.”Temecula’s aspiring youngadultswhoseeaccesstoknowledge-basedjobs,public for suburbs isturninginto‘brightflight’tocitiesthathavebecomemagnets demographer atBrookingsInstitute.“Whatusedtobewhiteflightthe “A newimageofurbanAmericaisinthemaking,”saidWilliamH.Frey, a HEALTHY & LIVABLE 1 City 15

Healthy & Livable City 1 CORE VALUE Goals Temecula’s Goals for 2030 Throughout the QLMP planning process, Temecula residents Healthy & Livable City expressed numerous health and livability goals for the City • Be a sustainable community that embraces the resident’s over the next 20 years, and they are actively engaged in quality of life through protecting the natural environment, bringing them to reality. At its core, residents desire that maintaining the City’s fiscal health, and supporting the community’s health and equity What Is a Healthy and Livable shape how the City plans for the next twenty years. Even Temecula be a place where they can live through the arc City and Why Is It Important? the definition of a “family” is changing as more non-married of their entire lives, with housing and services for all ages, • Be a diverse community that values and supports people couples live together and have children and the nation sees incomes and abilities – a City that allows each resident to live of all ages, backgrounds, and religious beliefs A healthy and livable city is one that has all the elements an increase in single-parent households and working mothers life to its fullest and most satisfying potential. The chart at • Value the growth of churches, temples, mosques and that make up the community’s quality of life, including: the in the workplace. right contains specific goals expressed for 2030, which speak other places of worship built and natural environment; economic and educational to the important aspects that residents treasure in Temecula. • Become a regional medical center of excellence, offering 1 opportunities; access to cultural, religious, recreational, Temecula will have a more diverse population that encompasses advanced medical specialties and research facilities, and shopping and entertainment resources; and the ability to have both the aging of the Baby Boomers and an increase in Gen Measuring Our Progress sufficient licensed hospital beds to serve the residents of a healthy and safe lifestyle. These cities are characterized by Y’s (generally, those born between 1982 and 2001), which one of the State’s lowest regions related to doctor-to- How do we know if we are achieving our goals? Quality of life high levels of civic pride and community engagement and a will be the largest population cohort ever in the United States. resident ratios is all about the quality of place, a strong sense of community, strong sense of place. Increasingly, livability and community These groups have new or changing preferences and needs and residents’ accessibility to those things that provide for a • Phase Old Town into a mixed-use residential and culturally health also are synonymous with sustainability. for lifestyle choices such as housing types, transportation, rich downtown healthy, safe, viable and enriching life. The QLMP is intended to shopping, health care, and entertainment and culture. The City nurture all of the City’s assets for the next twenty years while In today’s highly competitive economy, livability is a critical can capitalize on these changes to enhance the City’s already preparing Temecula for its next phase as a 21st century city. determinant of prosperity. Healthy and livable communities high quality of life and its attractiveness as a destination for are where employees, entrepreneurs and business owners residents and visitors to live, work, play and thrive. As so many factors make the City healthy and livable, this want to live and work. Cities with a high quality of life attract chapter presents a cross-section of indicators that can tell us creative and talented workers as well as employers who are what kind of progress the City is making now, and setting City Healthy & Livable the engine for a community’s economic growth. the stage for future progress. Subsequent chapters contain additional indicators that also affect the health and livability Resident satisfaction with the City’s overall quality of life, In twenty years we want to be able to of Temecula. • Provide accessible recreational, sports, cultural, health/thera- small town feel, cleanliness, recreation and park facilities and pass the torch along in how the City has peutic and community engagement facilities, programs and programs, trails and libraries is very high. been run, including the traditions and values • Hospital beds per capita resources for all of Temecula residents, including seniors, • Developed parklands per capita youth, families and those with special needs Residents also greatly value the City’s well-planned that make Temecula such a great place to • Open space (see Sustainable City chapter) • Build a Teen Village for the youth neighborhoods, the revitalized Old Town, excellent education live. The City should offer an equal quality • Accessibility of parks to residential units system, wine country, and Temecula’s “inherited” natural • Support healthy and active lifestyles by promoting recreation of life for all residents, including those who • Housing types (single family/multi-family) setting – natural vistas, air quality, stream channels, ecological programs, parks, trails, and competitive facilities for swim- • Library Circulation ming, tennis, soccer, baseball, basketball, and other sports reserves, and historic legacy. They consider the City to be have special needs or disabilities. • Museum Attendance well-managed and committed to ensuring that Temecula has • Be a community where local history is remembered – Mike Naggar, City Council Member • Walkability (see Transportation and Mobility Chapter) the fiscal resources to provide a continued high quality of life. and respected and local culture and artistic creativity is supported However, Temecula, like other cities, is facing major • Ensure a variety of housing choices for different life stages demographic, social and environmental changes that will

16 17 CORE VALUE Goals Temecula’s Goals for 2030 Throughout the QLMP planning process, Temecula residents Healthy & Livable City expressed numerous health and livability goals for the City • Be a sustainable community that embraces the resident’s over the next 20 years, and they are actively engaged in quality of life through protecting the natural environment, bringing them to reality. At its core, residents desire that maintaining the City’s fiscal health, and supporting the community’s health and equity What Is a Healthy and Livable shape how the City plans for the next twenty years. Even Temecula be a place where they can live through the arc City and Why Is It Important? the definition of a “family” is changing as more non-married of their entire lives, with housing and services for all ages, • Be a diverse community that values and supports people couples live together and have children and the nation sees incomes and abilities – a City that allows each resident to live of all ages, backgrounds, and religious beliefs A healthy and livable city is one that has all the elements an increase in single-parent households and working mothers life to its fullest and most satisfying potential. The chart at • Value the growth of churches, temples, mosques and that make up the community’s quality of life, including: the in the workplace. right contains specific goals expressed for 2030, which speak other places of worship built and natural environment; economic and educational to the important aspects that residents treasure in Temecula. • Become a regional medical center of excellence, offering 1 opportunities; access to cultural, religious, recreational, Temecula will have a more diverse population that encompasses advanced medical specialties and research facilities, and shopping and entertainment resources; and the ability to have both the aging of the Baby Boomers and an increase in Gen Measuring Our Progress sufficient licensed hospital beds to serve the residents of a healthy and safe lifestyle. These cities are characterized by Y’s (generally, those born between 1982 and 2001), which one of the State’s lowest regions related to doctor-to- How do we know if we are achieving our goals? Quality of life high levels of civic pride and community engagement and a will be the largest population cohort ever in the United States. resident ratios is all about the quality of place, a strong sense of community, strong sense of place. Increasingly, livability and community These groups have new or changing preferences and needs and residents’ accessibility to those things that provide for a • Phase Old Town into a mixed-use residential and culturally health also are synonymous with sustainability. for lifestyle choices such as housing types, transportation, rich downtown healthy, safe, viable and enriching life. The QLMP is intended to shopping, health care, and entertainment and culture. The City nurture all of the City’s assets for the next twenty years while In today’s highly competitive economy, livability is a critical can capitalize on these changes to enhance the City’s already preparing Temecula for its next phase as a 21st century city. determinant of prosperity. Healthy and livable communities high quality of life and its attractiveness as a destination for are where employees, entrepreneurs and business owners residents and visitors to live, work, play and thrive. As so many factors make the City healthy and livable, this want to live and work. Cities with a high quality of life attract chapter presents a cross-section of indicators that can tell us creative and talented workers as well as employers who are what kind of progress the City is making now, and setting City Healthy & Livable the engine for a community’s economic growth. the stage for future progress. Subsequent chapters contain additional indicators that also affect the health and livability Resident satisfaction with the City’s overall quality of life, In twenty years we want to be able to of Temecula. • Provide accessible recreational, sports, cultural, health/thera- small town feel, cleanliness, recreation and park facilities and pass the torch along in how the City has peutic and community engagement facilities, programs and programs, trails and libraries is very high. been run, including the traditions and values • Hospital beds per capita resources for all of Temecula residents, including seniors, • Developed parklands per capita youth, families and those with special needs Residents also greatly value the City’s well-planned that make Temecula such a great place to • Open space (see Sustainable City chapter) • Build a Teen Village for the youth neighborhoods, the revitalized Old Town, excellent education live. The City should offer an equal quality • Accessibility of parks to residential units system, wine country, and Temecula’s “inherited” natural • Support healthy and active lifestyles by promoting recreation of life for all residents, including those who • Housing types (single family/multi-family) setting – natural vistas, air quality, stream channels, ecological programs, parks, trails, and competitive facilities for swim- • Library Circulation ming, tennis, soccer, baseball, basketball, and other sports reserves, and historic legacy. They consider the City to be have special needs or disabilities. • Museum Attendance well-managed and committed to ensuring that Temecula has • Be a community where local history is remembered – Mike Naggar, City Council Member • Walkability (see Transportation and Mobility Chapter) the fiscal resources to provide a continued high quality of life. and respected and local culture and artistic creativity is supported However, Temecula, like other cities, is facing major • Ensure a variety of housing choices for different life stages demographic, social and environmental changes that will

16 17 Communities achieve their quality of life goals through of comprehensive social services infrastructure, especially for accountable, responsive government – one that provides the continuum of care services for residents as they age, for those fiscal stewardship to support the desired elements of a high with physical and mental disabilities, and caregivers. quality of life, and the opportunity for residents to be engaged Temecula’s Healthy & Livable City Accomplishments in the civic life of their community. Through the dedication However, even with these additional hospital beds, several indicators show that progress is needed to achieve other of City residents, leaders and staff, Temecula has had major Health and Social Services New Civic Center targeted goals, primarily to address capacity-related issues. accomplishments over the past twenty years in its journey • One of the safest cities in California • Designed to LEED certification, demonstrating The status of specific indicators is shown in two ways: the • Groundbreaking for Temecula’s first hospital on June 20, 2011 the City’s commitment to sustainability by example as a young city. Several of the most recent accomplishments 2007 True North Survey reports on resident satisfaction with • Creation of Autism Task Force – leader in championing are described in the table at right and also are referenced in special needs population Neighborhoods the City’s levels of service and priorities related to public • Desirable master planned neighborhoods connected by subsequent chapters, due to their interconnectedness with all spending, and the Indicators Dashboard, which shows City • 2,650 square foot community garden at the Mary Phillips Senior Center landscaped boulevards and bike trails aspects of quality of life. and other data on actual service levels and trends. Combined 1 • Youth Master Plan • “Trees for Temecula” program has planted approximately with the QLMP community input, overall key findings are 1,000 new trees since 2001 Overall Quality of Life described below and are presented in the Survey Highlights Old Town • The two libraries in Temecula generate over 25% of the circulation of the entire Riverside County Library System Ninety percent of residents rated their satisfaction with and Indicators Dashboard which follow. • Revitalization and creation of a vibrant Downtown that is the heart of the City Temecula’s quality of life as good to excellent in the 2007 Higher Education True North Survey. The City’s small town feel and community Developed Parks and Accessibility Arts and Culture • CSU San Marcos opened a satellite campus in Temecula involvement were rated first out of the fifteen reasons Parks and recreation opportunities were the fifth highest • Temecula Museum with an emphasis on nursing programs, in a partnership with the City and Temecula Valley Unified School District. CSUSM residents said they liked about living in Temecula. The rating for what residents liked about living in Temecula. Per • Temecula Children’s Museum “Pennypickle’s Workshop” is also collaborating with Mt. San Jacinto Community cleanliness of the City was the second highest thing they liked the City’s Sustainability Plan, the City’s goal is to provide five • Opening of Temecula Library, which offered more than 280 programs to all age groups in 2008-09 College on dual admissions and other programs most about living in Temecula. acres of developed parklands per 1,000 residents. The City • Frequent community-wide events has thirty-nine parks and currently, 3.3 acres of parks per • Arts and Culture Master Plan Medical and Social Services Systems

1,000 residents have been developed, for a total of 309 acres. • Old Town Temecula Community Theater City Healthy & Livable The City and the Southwest Riverside County region is The national standard is for residences to be within a half Parks, Recreation Facilities, Trails and Open Space extremely underserved in both licensed hospital beds and mile of a park or other accessible open space. It is estimated • 39 parks, with 315 acres of landscaped facilities for active medical facilities. The region had 1.1 licensed hospital beds that a very high 98 percent of the City’s residences meet this and passive recreation, two community recreation centers, per 1,000 residents in 2005, compared to a national standard standard. Adequate resources and staffing must be provided a senior center, a Duck Pond, and recreation at six schools of 3 beds per 1,000 residents. California’s rate was 2.2 for the high level of park and landscape maintenance required open to the public licensed hospital beds. In 2005, there were 126 physicians throughout the City, and to meet the goal of five acres of • 22 miles of trails and 45 miles of bike lanes per 100,000 patients in Riverside County, compared to 231 parklands per 1,000 residents. • Preservation of more than 7,000 acres of hillsides per 100,000 patients in California. and open space • Annexation of 4,200 acres of the Santa Margarita Recreation and Sports Facilities and Programs Ecological Reserve and 125 acres of the Escarpment Area The new Loma Linda University Medical Center in Murrieta will Residents rated their satisfaction high for the City’s recreation • Parks and Recreation Master Plan address some of the region’s needs, but Temecula is continuing and sports facilities and programs in 2007. Given the City’s • Skateboard Park / Roller Hockey Rink to secure its own hospital to provide needed medical services large number of active adults and young families with school- • Three public swimming pools to the community. Groundbreaking on a new hospital in age children, combined with the City’s service goals for Temecula occurred on June 20, 2011. This hospital will providing active sports facilities, additional capacity is needed provide 140 new hospital beds for the community. Additional for soccer and baseball facilities, with a particular emphasis on indicators need to be defined to measure the development the upgrading and development of new tennis court facilities

18 19 Communities achieve their quality of life goals through of comprehensive social services infrastructure, especially for accountable, responsive government – one that provides the continuum of care services for residents as they age, for those fiscal stewardship to support the desired elements of a high with physical and mental disabilities, and caregivers. quality of life, and the opportunity for residents to be engaged Temecula’s Healthy & Livable City Accomplishments in the civic life of their community. Through the dedication However, even with these additional hospital beds, several indicators show that progress is needed to achieve other of City residents, leaders and staff, Temecula has had major Health and Social Services New Civic Center targeted goals, primarily to address capacity-related issues. accomplishments over the past twenty years in its journey • One of the safest cities in California • Designed to LEED certification, demonstrating The status of specific indicators is shown in two ways: the • Groundbreaking for Temecula’s first hospital on June 20, 2011 the City’s commitment to sustainability by example as a young city. Several of the most recent accomplishments 2007 True North Survey reports on resident satisfaction with • Creation of Autism Task Force – leader in championing are described in the table at right and also are referenced in special needs population Neighborhoods the City’s levels of service and priorities related to public • Desirable master planned neighborhoods connected by subsequent chapters, due to their interconnectedness with all spending, and the Indicators Dashboard, which shows City • 2,650 square foot community garden at the Mary Phillips Senior Center landscaped boulevards and bike trails aspects of quality of life. and other data on actual service levels and trends. Combined 1 • Youth Master Plan • “Trees for Temecula” program has planted approximately with the QLMP community input, overall key findings are 1,000 new trees since 2001 Overall Quality of Life described below and are presented in the Survey Highlights Old Town • The two libraries in Temecula generate over 25% of the circulation of the entire Riverside County Library System Ninety percent of residents rated their satisfaction with and Indicators Dashboard which follow. • Revitalization and creation of a vibrant Downtown that is the heart of the City Temecula’s quality of life as good to excellent in the 2007 Higher Education True North Survey. The City’s small town feel and community Developed Parks and Accessibility Arts and Culture • CSU San Marcos opened a satellite campus in Temecula involvement were rated first out of the fifteen reasons Parks and recreation opportunities were the fifth highest • Temecula Museum with an emphasis on nursing programs, in a partnership with the City and Temecula Valley Unified School District. CSUSM residents said they liked about living in Temecula. The rating for what residents liked about living in Temecula. Per • Temecula Children’s Museum “Pennypickle’s Workshop” is also collaborating with Mt. San Jacinto Community cleanliness of the City was the second highest thing they liked the City’s Sustainability Plan, the City’s goal is to provide five • Opening of Temecula Library, which offered more than 280 programs to all age groups in 2008-09 College on dual admissions and other programs most about living in Temecula. acres of developed parklands per 1,000 residents. The City • Frequent community-wide events has thirty-nine parks and currently, 3.3 acres of parks per • Arts and Culture Master Plan Medical and Social Services Systems

18 19 and aquatic facilities, including an Olympic-sized pool. The in library circulation and attendance at the City’s museums. recreational, sports, cultural and art resources and services; cultural arts experiences as essential for a high quality of life. City has 12 tennis courts (some through joint use agreements) Library circulation increased eight percent in 2008-2009, expansion of housing choices; and revitalization of older In addition to these assets, promoting cultural diversity was and 15 private courts. The City’s Parks and Recreation Master and attendance at museums reached almost 50,000 in commercial corridors into vibrant mixed-use, pedestrian- identified as a priority by several QLMP participants. Plan states that at least 20 additional courts are needed. 2009. There are two prominent performing arts venues in friendly areas with high levels of urban amenities and As a result of community input in this process, Temecula and near Temecula which offer quality and world renowned linkages with transit. The list at the end of the chapter summarizes the City’s is providing funding for tennis court improvements which performers. Venues include the Old Town Community Theater Strategic Priorities for 2030. include lighting on the tennis courts at Great Oak High School and Pechanga Resort and Casino. Ticket sales have been In terms of satisfying special needs populations, the City’s and resurfacing the tennis courts at Gardner Middle School in steady for the Old Town Temecula Community Theater. Youth Master Plan and Special Needs Addendum identified Other Potential Indicators the upcoming fiscal year. In FY 2012-13, the City will provide the need to evaluate existing programs and services, and The following are potential indicators that could be tracked lighting at the tennis courts at Chaparral High School. These Livability/Walkability accommodate youth with special needs when feasible. The or identified through the update of the residents’ survey to facilities will be available for the public’s use through joint- Community design and character is an element of livability. Plan recommended that the City establish partnerships with assess progress of healthy and livable city goals. use agreements with the school district. A competitive sports In addition to environmental assets, the “built environment,” community groups and non-profit organizations to continue to 1 facility complex for games, training, and conditioning for all especially in civic places, creates community identity and provide special needs support and programs. The Cultural Arts • Resident satisfaction with special needs programs ages and levels of athletes, including for those with special connection. The new Civic Center provides an anchor both in Master Plan emphasized resident desires for a diverse array of • Other social services infrastructure measures needs, could be an opportunity area. terms of a civic core and as a green building. The City’s Old visual and performing arts, and educational and entertaining • Hospital beds added to the City/Region Town/Downtown is well rated as a walkable and pedestrian- Housing Choices friendly area, while most other areas of the City are rated as True North Survey Responses (2007) A high percentage of the City’s housing (79.2%) is single car dependent (see the Transportation and Mobility chapter). Exceeds Expectations Progressing or is a Not Satisfied family homes, compared to 57.3% for California. Providing Resident satisfaction with growth management and planning TOPIC or is a High Priority Medium Priority or is a Lower Priority a variety of places where people can live – apartments, in Temecula was rated by 60 percent of residents as good or (>85% ) (70-84%) (<70% ) condominiums, townhouses, and single family homes – excellent in 2007. Overall Quality of Life creates more livable opportunities for the variety of people Resident satisfaction with overall quality of life 90%

– families, singles, seniors, and people with special needs. Strategic Priorities City Healthy & Livable Resident satisfaction with senior services 84.7% The City’s changing demographics mean that an increasing To maintain and enhance Temecula’s many quality of life number of retiring baby boomers will downsize from their assets, the City must plan for the demographic, environmental Resident satisfaction with teen services 78.4% existing homes, and many will seek to be closer to continuum and other changes underway, as well as for the full spectrum Resident satisfaction with growth management and planning 60.8% of care and other services. Adult children of existing families of specific groups and their differing needs, such as seniors Parks & Recreation and other young adults who would be attracted to the City and those with special needs. The City has prepared several Resident satisfaction with the variety are looking for more “urban” types of housing choices, master plans that relate to the Quality of Life Master Plan. They of parks and recreation facilities 96.8% including lofts and houses in walkable neighborhoods with include the Youth Master Plan (including youth with special Resident satisfaction with variety close access to urban amenities and transportation. needs), the Cultural Arts Master Plan, the Sustainability Plan, of recreation programs 91.1% the Parks and Recreation Master Plan, and others. Education, Civic and Cultural Amenities Arts, Culture, Community Events and Lifelong Learning Resident satisfaction with library services 96.1% Residents view educational opportunities, arts, culture, A major focus of the City’s efforts in the shorter term will be Resident satisfaction with quality of education events, and festivals, including those connected to the City’s to ensure that a high quality hospital is built in Temecula. of Temecula Valley Unified School District 76% heritage, as essential to a high quality of life and community Universal Healthcare Systems broke ground on their Rating of Resident Spending Priorities identity. The City’s schools and quality of education are planned, new hospital on Temecula Parkway on June 20, • For improving appearance of public infrastructure and landscapes 68.4% the fourth out of fifteen reasons residents most liked about 2011. In addition to comprehensive healthcare and social • To build a Teen Village and expand Teen services 83.4% living in Temecula in 2007. Current indicators track trends services systems, other resident priorities include additional Note: Resident ratings are listed in the area of satisfaction or priority.

20 21 and aquatic facilities, including an Olympic-sized pool. The in library circulation and attendance at the City’s museums. recreational, sports, cultural and art resources and services; cultural arts experiences as essential for a high quality of life. City has 12 tennis courts (some through joint use agreements) Library circulation increased eight percent in 2008-2009, expansion of housing choices; and revitalization of older In addition to these assets, promoting cultural diversity was and 15 private courts. The City’s Parks and Recreation Master and attendance at museums reached almost 50,000 in commercial corridors into vibrant mixed-use, pedestrian- identified as a priority by several QLMP participants. Plan states that at least 20 additional courts are needed. 2009. There are two prominent performing arts venues in friendly areas with high levels of urban amenities and As a result of community input in this process, Temecula and near Temecula which offer quality and world renowned linkages with transit. The list at the end of the chapter summarizes the City’s is providing funding for tennis court improvements which performers. Venues include the Old Town Community Theater Strategic Priorities for 2030. include lighting on the tennis courts at Great Oak High School and Pechanga Resort and Casino. Ticket sales have been In terms of satisfying special needs populations, the City’s and resurfacing the tennis courts at Gardner Middle School in steady for the Old Town Temecula Community Theater. Youth Master Plan and Special Needs Addendum identified Other Potential Indicators the upcoming fiscal year. In FY 2012-13, the City will provide the need to evaluate existing programs and services, and The following are potential indicators that could be tracked lighting at the tennis courts at Chaparral High School. These Livability/Walkability accommodate youth with special needs when feasible. The or identified through the update of the residents’ survey to facilities will be available for the public’s use through joint- Community design and character is an element of livability. Plan recommended that the City establish partnerships with assess progress of healthy and livable city goals. use agreements with the school district. A competitive sports In addition to environmental assets, the “built environment,” community groups and non-profit organizations to continue to 1 facility complex for games, training, and conditioning for all especially in civic places, creates community identity and provide special needs support and programs. The Cultural Arts • Resident satisfaction with special needs programs ages and levels of athletes, including for those with special connection. The new Civic Center provides an anchor both in Master Plan emphasized resident desires for a diverse array of • Other social services infrastructure measures needs, could be an opportunity area. terms of a civic core and as a green building. The City’s Old visual and performing arts, and educational and entertaining • Hospital beds added to the City/Region Town/Downtown is well rated as a walkable and pedestrian- Housing Choices friendly area, while most other areas of the City are rated as True North Survey Responses (2007) A high percentage of the City’s housing (79.2%) is single car dependent (see the Transportation and Mobility chapter). Exceeds Expectations Progressing or is a Not Satisfied family homes, compared to 57.3% for California. Providing Resident satisfaction with growth management and planning TOPIC or is a High Priority Medium Priority or is a Lower Priority a variety of places where people can live – apartments, in Temecula was rated by 60 percent of residents as good or (>85% ) (70-84%) (<70% ) condominiums, townhouses, and single family homes – excellent in 2007. Overall Quality of Life creates more livable opportunities for the variety of people Resident satisfaction with overall quality of life 90%

20 21 Healthy & Livable City Indicators Dashboard

INDICATOR Meets/Exceeds Goals Progressing Needs Improvement Strategic Priorities for Temecula 2030 Medical and Social Services Hospital beds per capita: Goal: 3 beds per 1,000 1.1 beds/1,000 • Create an accessible park for seniors and special needs residents (national standard); “Progressing” in SW Riverside • Work with the medical community to develop a is 1.5-3 beds per 1,000 residents; “Needs comprehensive local health care delivery system that children that provides specialized training and play Improvement” is <1.5 beds per 1,000 residents County includes at least one hospital with medical specialties equipment and a teaching hospital that is linked to the Number of community-wide special needs • Enhance tennis facilities and facilitate the development of specific programs presented through TCSD: educational network. Provide technologically advanced 12 programs an aquatics center. Work with the private sector to develop Goal: 12 or more; “Progressing” is 8-11; healthcare services, especially for seniors. “Needs Improvement” is 7 or less high quality facilities and a possible competitive sports Parks & Recreation • Build new or expand current partnerships among private complex. Partner with the School District to improve tennis facilities, including re-surfacing of middle school courts, 1 Developed parklands: Goal: 5 acres per 1,000 and public sector organizations to ensure a comprehensive residents; “Progressing” is 3.0-4.9 acres per lighting of high school courts, and engaging in additional 3.3 acres social services infrastructure that provides services to all 1,000 residents; “Needs Improvement” is ages and addresses gaps in services. This includes a network joint use agreements. <3.0 acres per 1,000 residents of public and private organizations to address social needs, • Ensure adequate public infrastructure upgrades for older Accessible Parks: Percent Existing Residential and a broad structure of social support for special needs neighborhoods Units within ½ mile of park or other accessible 98% of units populations. Provide increased health services at the Senior open space (national benchmark). Goal: 85%+ Center and develop a second center for active seniors. of units; “Progressing” is 70-84% of units; accessible “Needs Improvement” is <70% of units Create volunteerism opportunities for special needs youth.

Tennis Facilities: Goal: One court per 2,300 • Provide diverse housing types that meet every demographic residents – 46 courts; “Progressing” is 30-40 27 courts need and income level, including for seniors and special courts; “Needs Improvement” is <30 courts needs populations Aquatic Facilities: Goal: One swimming pool per 16,500 residents; “Progressing” is one • “Reinvent” older commercial areas (such as Jefferson/Ynez) One pool per City Healthy & Livable swimming pool per 30,000 to 16,501 residents; into vibrant mixed-use and pedestrian-friendly areas with “Needs Improvement” is more than one 33,886 residents different housing types (such as lofts and townhouses), swimming pool per 30,001 residents more density, better transit linkages, and access to “urban Housing Options amenities” Housing Types: Goal: 65% single family; “Progressing” is 66-75%; “Needs Improvement” 79.2% (2009) • Maintain the City’s aesthetic identity, preserving the hillsides is >75% and views and Old Town/Downtown’s historic character • Expand parkways and trail system to provide linkages for Arts, Culture and Lifelong Learning • Accentuate the City’s aesthetic identity with a gateway pedestrians and bicycles throughout the City and adjacent Library Use: Goal: Circulation greater than 814,930 monument on the south and north end of the City limits of communities to promote an active and healthy community 700,000; “Progressing is Circulation between 500,000 and 699,999; “Needs Improvement” Circulation the I-15 freeway • Focus on Temecula as a destination for arts and culture for is Circulation 499,999 or less (FY 2009/10) both visitors and residents, with events that stimulate growth • Ensure capacity for high quality parks, both active and and creativity Visits to City Museums: Goal: Increase; passive, and recreation and community facilities and “Progressing” is steady level; “Needs Increase programs, including for youth indoor facilities, for seniors • Invest in special events and establish traditions that preserve Improvement” is a decrease and those with special needs the City’s small town feel and provide identity Old Town Temecula Community Theater Ticket Sales: Goal: Increase; “Progressing” is steady Steady level; “Needs Improvement” is a decrease

Note: Outcomes listed in the areas of progress.

22 23 Healthy & Livable City Indicators Dashboard

Note: Outcomes listed in the areas of progress.

22 23 diverse careeropportunities,andvibrantartmusicscenes. educated workforce.Theyhavebustlingcitycenters,walkableneighborhoods, Next Cities™areplaces with assetsandamenitiesthatattract and retainayoung, ECONOMIC Prosperity 2 25

Economic Prosperity 2 diverse careeropportunities,andvibrantartmusicscenes. educated workforce.Theyhavebustlingcitycenters,walkableneighborhoods, Next Cities™areplaces with assetsandamenitiesthatattract and retainayoung, ECONOMIC Prosperity 2 25

Economic Prosperity 2 regulatory process reform to permit innovations, designs and CORE VALUE concepts from communities to translate into new business.” Temecula has so much potential. It can be a Economic Prosperity college town in the best sense of the word – This chapter identifies strategies to build on Temecula’s existing a place for a research or teaching university business base for sustainable economic prosperity and a livable, with great human potential to facilitate What Is Economic Prosperity have more diverse and well paying jobs available locally. They competitive community. growth and more sophisticated types of businesses. We need to continue to facilitate and Why Is It Important? also want their children to be able to find meaningful work and affordable housing so they too can live and work in Temecula as job growth while we deal with other issues Goals like infrastructure, especially for a growing The economy is the foundation for Temecula’s long-term prosperity they become young adults. The overall economic goals that residents, businesses and leaders population. Temecula will continue to and well-being. A thriving, resilient and adaptable economy identified for Temecula are to create a high value, high growth and push the bar higher as we maintain our provides a high quality of life for residents, good jobs with The economy is going through a major transformation. Changing diversified economic base; increase access to higher education; exceptional quality of life. opportunities for advancement, a supportive climate for businesses market dynamics, such as the emerging “green” economy, and 2 and generate revenues to maintain important infrastructure and – Maryann Edwards, City Council Member and entrepreneurs, and high quality public services. availability of resources, such as energy and water, will shape services like roads, parks and libraries. Economies also are regional Temecula’s economic prospects. The City has a good business and the City will need to define and advance its goals for economic In today’s economy, highly skilled workers can perform their jobs base on which to build its future economy, which has enabled prosperity within the broader context of the regional economy. Temecula’s Goals for 2030 almost anywhere; these workers’ are seeking communities with it to weather the “Great Recession” better than many cities in The pathway for regional success is through “industry clusters,” a high quality of life. These communities possess diverse housing the region. This is reflected in Temecula’s unemployment rate in networks of interconnected firms and resource partners that • Provide an entrepreneurial culture that offers a growing opportunities, quality schools, efficient transportation networks, 2010 of approximately 9.8 percent, compared to 14 percent for become more competitive in their markets through collaboration. number of diverse high-paying jobs in innovative and global parks and accessible open space, a variety of shopping and the Inland Empire. But this is not good enough. The City needs companies, including those in the bio-medical cluster entertainment opportunities, cultural arts, accessibility to high to plan and implement strategies that result in a more balanced Measuring Our Progress • Maintain connection to the world via a state-of-the-art speed telecommunications, and institutions of higher learning. employment base – one that is less impacted by periodic How do we know if we are achieving our goals? There are citywide broadband network They have a strong sense of place. fluctuations in the economy. several indicators that Temecula can use to measure progress – • Continue to protect the City’s special natural resources – Economic Prosperity general statistics like job growth, more specific indicators related air quality, open space and parklands, wine country, and Although Temecula is known for its quality lifestyle, the City Some researchers, such as Richard Florida, believe that an economy clean water – that provide a special quality of place to industry clusters like tourism, and resident survey data. The cannot rest on its laurels if it wants to maintain and improve its with a strong percentage of “creative class” workers can result in following are the indicators included in this chapter: • Increase urban amenities – “in-town” housing, shopping, standing as the regional center for Southwest Riverside County. a more entrepreneurial economy and “culture,” in turn leading to arts, culture, recreation, libraries, museums, and so forth – Competition between communities for new jobs and new tax better job and wage growth. Creative class workers are attracted • Labor force employment rates to create a dynamic, creative community that appeals to all age groups revenues is intense, as well as for the knowledge workers who to areas with a high quality of life. Data indicates that Temecula • Median household income create new companies and ideas, and help their businesses has an above average percentage (36%) of creative class workers. • Median housing prices • Foster the expansion of the CSU San Marcos urban campus at Temecula and build joint degree programs with Mount succeed in the global marketplace. • Housing affordability San Jacinto Community College At a recent UCLA Anderson pre-forecast seminar regarding • Residential and commercial building permits • Encourage the broadening of higher education opportunities Jobs and business opportunities were rated tenth out of fifteen California’s economic recovery, Senior Economist Jerry Nickelsburg • Vacancy rates for commercial and industrial space both public and private reasons for why respondents liked living in Temecula in 2007 (True noted that California maintains competitive advantage in sectors • Sales tax per capita • Become an internationally known tourism destination in North Survey). Their satisfaction regarding the promotion of job that rely on a talented workforce and innovative entrepreneurs. • Hotel occupancy rates the United States, with successful marketing/branding development by the City was 75 percent, indicating a moderate “The generation of employment opportunities in sectors where • Transient occupancy tax revenues from hotels partnerships for Southern California Wine Country, Old Town level of satisfaction but that progress is still needed. California has a comparative advantage can be enhanced, perhaps (as a proxy for number of visitors) (downtown), and premiere golf and gaming facilities dramatically, by a nurturing of California’s knowledge communities, • High speed Internet access • Revitalize the City’s aging commercial corridors into vibrant In the QLMP Community meetings, Temecula’s residents expressed the development of an appropriately trained workforce which mixed use centers a strong desire to be able to live and work in Temecula, and to recognizes California’s changed economic opportunities, and

26 27 regulatory process reform to permit innovations, designs and CORE VALUE concepts from communities to translate into new business.” Temecula has so much potential. It can be a Economic Prosperity college town in the best sense of the word – This chapter identifies strategies to build on Temecula’s existing a place for a research or teaching university business base for sustainable economic prosperity and a livable, with great human potential to facilitate What Is Economic Prosperity have more diverse and well paying jobs available locally. They competitive community. growth and more sophisticated types of businesses. We need to continue to facilitate and Why Is It Important? also want their children to be able to find meaningful work and affordable housing so they too can live and work in Temecula as job growth while we deal with other issues Goals like infrastructure, especially for a growing The economy is the foundation for Temecula’s long-term prosperity they become young adults. The overall economic goals that residents, businesses and leaders population. Temecula will continue to and well-being. A thriving, resilient and adaptable economy identified for Temecula are to create a high value, high growth and push the bar higher as we maintain our provides a high quality of life for residents, good jobs with The economy is going through a major transformation. Changing diversified economic base; increase access to higher education; exceptional quality of life. opportunities for advancement, a supportive climate for businesses market dynamics, such as the emerging “green” economy, and 2 and generate revenues to maintain important infrastructure and – Maryann Edwards, City Council Member and entrepreneurs, and high quality public services. availability of resources, such as energy and water, will shape services like roads, parks and libraries. Economies also are regional Temecula’s economic prospects. The City has a good business and the City will need to define and advance its goals for economic In today’s economy, highly skilled workers can perform their jobs base on which to build its future economy, which has enabled prosperity within the broader context of the regional economy. Temecula’s Goals for 2030 almost anywhere; these workers’ are seeking communities with it to weather the “Great Recession” better than many cities in The pathway for regional success is through “industry clusters,” a high quality of life. These communities possess diverse housing the region. This is reflected in Temecula’s unemployment rate in networks of interconnected firms and resource partners that • Provide an entrepreneurial culture that offers a growing opportunities, quality schools, efficient transportation networks, 2010 of approximately 9.8 percent, compared to 14 percent for become more competitive in their markets through collaboration. number of diverse high-paying jobs in innovative and global parks and accessible open space, a variety of shopping and the Inland Empire. But this is not good enough. The City needs companies, including those in the bio-medical cluster entertainment opportunities, cultural arts, accessibility to high to plan and implement strategies that result in a more balanced Measuring Our Progress • Maintain connection to the world via a state-of-the-art speed telecommunications, and institutions of higher learning. employment base – one that is less impacted by periodic How do we know if we are achieving our goals? There are citywide broadband network They have a strong sense of place. fluctuations in the economy. several indicators that Temecula can use to measure progress – • Continue to protect the City’s special natural resources – Economic Prosperity general statistics like job growth, more specific indicators related air quality, open space and parklands, wine country, and Although Temecula is known for its quality lifestyle, the City Some researchers, such as Richard Florida, believe that an economy clean water – that provide a special quality of place to industry clusters like tourism, and resident survey data. The cannot rest on its laurels if it wants to maintain and improve its with a strong percentage of “creative class” workers can result in following are the indicators included in this chapter: • Increase urban amenities – “in-town” housing, shopping, standing as the regional center for Southwest Riverside County. a more entrepreneurial economy and “culture,” in turn leading to arts, culture, recreation, libraries, museums, and so forth – Competition between communities for new jobs and new tax better job and wage growth. Creative class workers are attracted • Labor force employment rates to create a dynamic, creative community that appeals to all age groups revenues is intense, as well as for the knowledge workers who to areas with a high quality of life. Data indicates that Temecula • Median household income create new companies and ideas, and help their businesses has an above average percentage (36%) of creative class workers. • Median housing prices • Foster the expansion of the CSU San Marcos urban campus at Temecula and build joint degree programs with Mount succeed in the global marketplace. • Housing affordability San Jacinto Community College At a recent UCLA Anderson pre-forecast seminar regarding • Residential and commercial building permits • Encourage the broadening of higher education opportunities Jobs and business opportunities were rated tenth out of fifteen California’s economic recovery, Senior Economist Jerry Nickelsburg • Vacancy rates for commercial and industrial space both public and private reasons for why respondents liked living in Temecula in 2007 (True noted that California maintains competitive advantage in sectors • Sales tax per capita • Become an internationally known tourism destination in North Survey). Their satisfaction regarding the promotion of job that rely on a talented workforce and innovative entrepreneurs. • Hotel occupancy rates the United States, with successful marketing/branding development by the City was 75 percent, indicating a moderate “The generation of employment opportunities in sectors where • Transient occupancy tax revenues from hotels partnerships for Southern California Wine Country, Old Town level of satisfaction but that progress is still needed. California has a comparative advantage can be enhanced, perhaps (as a proxy for number of visitors) (downtown), and premiere golf and gaming facilities dramatically, by a nurturing of California’s knowledge communities, • High speed Internet access • Revitalize the City’s aging commercial corridors into vibrant In the QLMP Community meetings, Temecula’s residents expressed the development of an appropriately trained workforce which mixed use centers a strong desire to be able to live and work in Temecula, and to recognizes California’s changed economic opportunities, and

26 27 Several of Temecula’s economic prosperity accomplishments are spending on providing incentives to attract new employers and addition of new hotel rooms. Total TOT revenues through January reflecting the impact of the recession on business activity. The shown below. jobs as a medium to high priority. 2011 were 12 percent higher compared to the same period the overall commercial vacancy rate for 2010 in the Southwest Riverside previous year, an encouraging sign of recovery. Region (Temecula, Murrieta and Wildomar) was 25.3 percent, up The targeted investments the City makes in areas like the Household Income slightly from the previous year. There was minimal leasing activity. Jefferson Avenue Corridor will help create job centers of the Median household income increased from an estimated $82,380 Housing Affordability and Development The vacancy rate was 11.4 percent for industrial space, a small future. Progress will also depend on investments and partnerships to $84,140 from 2009 to 2010, a two percent increase. The housing sector has been deeply affected by the recession improvement from the previous year. According to CB Richard Ellis, at the regional level. Several of the indicators contained in the and the financial markets crisis. The City’s median housing sales the region’s industrial market is starting to bounce back. Prices Indicators Dashboard show limited progress due to the Recession, Sales Tax value dropped 43 percent from $526,237 in the peak year of are competitive with the San Diego and Orange County markets especially compared to historical trends, but are a good baseline In Fiscal Year 2009/10, Temecula’s retailers generated over $23 2006, to $300,234 in 2010. Although a severe drop in value, for both types of space; after large drops in lease rates the past for benchmarking the City’s future progress. The following is million in sales taxes, putting Temecula in the top 50 (ranking 42 this change did increase affordability for first time homebuyers. few years, they are beginning to stabilize. However, San Diego is a summary of key findings related to the True North Survey, of 537 agencies) in California for sales tax generation. Altogether, Housing affordability is important for providing housing for the seeking to advance its competitive position as a center of clean indicators, QLMP community meetings and other research. Temecula’s retailers generated $221 per capita in FY 2009/10, 2 local workforce. During the third quarter of 2010, affordability for technology and environmental innovation, and has more than 12 (ranking 79 out of 537 agencies). These numbers show Temecula’s first time home buyers in Riverside County was in the higher range million square feet of commercial space that is LEED and Energy Employment Opportunities draw as a regional retail center. However, overall revenues have for the State’s major metro areas and counties, at 77 percent – Star Certified to offer to these types of businesses. Due to the “Great Recession,” Temecula lost more than 7,400 jobs decreased since Fiscal Year 2006/2007. meaning that 77 percent of first time buyers could afford an entry- between 2006 and 2009 (15 percent). Consistent with statewide level priced home. While the median housing price in Temecula High Speed Internet Access trends, losses were in construction, manufacturing, and professional Tourism is higher than that of Riverside County, so is the median income. Almost 80 percent of residents responding to the True North and business services. The number of jobs in the education, health The 2010 average rate of hotel occupancy in Temecula was Survey thought high-speed Internet access was very important care, and leisure and hospitality sectors increased. Seventy-five 59.1 percent, up 4.6 percent from previous year. Visitor serving According to the Southwest Riverside California Association of or extremely important. One hundred percent of residents had percent of True North survey respondents rated their satisfaction employment has increased greatly since 2000, with a small increase Realtors, Temecula housing sales were up 33 percent in 2010. access in 2010, but only 80 percent of commercial and industrial with the City’s promotion of job development as good to excellent (3.3 percent) in 2009. Transient Occupancy Tax (TOT) revenues Temecula has experienced a significant level of foreclosures customers had access. All businesses need this core infrastructure. in 2007. Approximately 83 percent of respondents rated citizen were $1.96 million, up 12 percent over 2009, in part due to the and defaults, so most of the sales have been for short-sales or The responses from the 2007 True North Survey of residents are

bank-owned properties to first time home buyers. Default filings Economic Prosperity dropped 50 percent in 2010. Some areas of the City have an presented below. The percentage of responses for each indicator Temecula’s Economic Prosperity Accomplishments inventory that will take three to four years to absorb, but there is is shown in the area reflecting the level of satisfaction or priority. continued demand due to people moving to Temecula. Residential Old Town Redevelopment lack of balance between housing and jobs that leads to long building permits increased slightly from 2009 to 2010 (6 percent), • Creation of a walkable downtown in Old Town that includes the commutes on the I-15, through promotion of new high quality Civic Center, mixed-use development, housing, the Children’s employment opportunities in three industry clusters: alternative and although it has been difficult for builders to compete with bank- True North Survey Responses Museum and History Museum, upgraded infrastructure improve- renewable power generation; biotechnology and medical devices; owned properties. Meets/Exceeds Progressing Needs TOPIC ments including pedestrian-oriented streetscapes, enhanced manufacturing; and travel, tourism, entertainment and wineries. Goals (70-84%) Improvement streets, and lighting and electrical systems • Partnership with the City of Murrieta in the “Twin Cities” As the economy recovers, it will be important to have enough Employment • Arts, cultural and community events economic development program housing, and the right mix of housing, to accommodate Temecula’s Resident satisfaction with projected growth and changing demographics. As the City reaches City’s promotion of job 75.1% Regional Collaboration Access to Higher Education development • Opening of CSU San Marcos Center in Temecula in 2009, offering build out of available land, there is an opportunity to provide • As a member of the I-15 Interregional Partnership, a Rating of Resident Spending Priorities (medium to high priority) voluntary compact between local elected officials representing degree and certificate programs, especially in the nursing field, additional housing choices in areas like Old Town and the Jefferson • For City incentives for the Western Riverside COG (WRCOG), San Diego Association of with increased projected enrollment of almost 300 students Corridor, if they can be redeveloped as vibrant mixed-use centers. business attraction 82.6% Governments (SANDAG), Riverside County Transportation for 2011/12, and an expanded list of summer school offerings. • To attract institutions of Commission (RCTC), Riverside Transit Agency (RTA), Caltrans CSUSM’s efforts are supported by the Temecula Higher Education Commercial and Industrial Development higher learning such as 81% and other agencies, the City is collaborating to address the Foundation Board. a college or university Commercial building permits were down 15 percent in 2010,

28 29 Several of Temecula’s economic prosperity accomplishments are spending on providing incentives to attract new employers and addition of new hotel rooms. Total TOT revenues through January reflecting the impact of the recession on business activity. The shown below. jobs as a medium to high priority. 2011 were 12 percent higher compared to the same period the overall commercial vacancy rate for 2010 in the Southwest Riverside previous year, an encouraging sign of recovery. Region (Temecula, Murrieta and Wildomar) was 25.3 percent, up The targeted investments the City makes in areas like the Household Income slightly from the previous year. There was minimal leasing activity. Jefferson Avenue Corridor will help create job centers of the Median household income increased from an estimated $82,380 Housing Affordability and Development The vacancy rate was 11.4 percent for industrial space, a small future. Progress will also depend on investments and partnerships to $84,140 from 2009 to 2010, a two percent increase. The housing sector has been deeply affected by the recession improvement from the previous year. According to CB Richard Ellis, at the regional level. Several of the indicators contained in the and the financial markets crisis. The City’s median housing sales the region’s industrial market is starting to bounce back. Prices Indicators Dashboard show limited progress due to the Recession, Sales Tax value dropped 43 percent from $526,237 in the peak year of are competitive with the San Diego and Orange County markets especially compared to historical trends, but are a good baseline In Fiscal Year 2009/10, Temecula’s retailers generated over $23 2006, to $300,234 in 2010. Although a severe drop in value, for both types of space; after large drops in lease rates the past for benchmarking the City’s future progress. The following is million in sales taxes, putting Temecula in the top 50 (ranking 42 this change did increase affordability for first time homebuyers. few years, they are beginning to stabilize. However, San Diego is a summary of key findings related to the True North Survey, of 537 agencies) in California for sales tax generation. Altogether, Housing affordability is important for providing housing for the seeking to advance its competitive position as a center of clean indicators, QLMP community meetings and other research. Temecula’s retailers generated $221 per capita in FY 2009/10, 2 local workforce. During the third quarter of 2010, affordability for technology and environmental innovation, and has more than 12 (ranking 79 out of 537 agencies). These numbers show Temecula’s first time home buyers in Riverside County was in the higher range million square feet of commercial space that is LEED and Energy Employment Opportunities draw as a regional retail center. However, overall revenues have for the State’s major metro areas and counties, at 77 percent – Star Certified to offer to these types of businesses. Due to the “Great Recession,” Temecula lost more than 7,400 jobs decreased since Fiscal Year 2006/2007. meaning that 77 percent of first time buyers could afford an entry- between 2006 and 2009 (15 percent). Consistent with statewide level priced home. While the median housing price in Temecula High Speed Internet Access trends, losses were in construction, manufacturing, and professional Tourism is higher than that of Riverside County, so is the median income. Almost 80 percent of residents responding to the True North and business services. The number of jobs in the education, health The 2010 average rate of hotel occupancy in Temecula was Survey thought high-speed Internet access was very important care, and leisure and hospitality sectors increased. Seventy-five 59.1 percent, up 4.6 percent from previous year. Visitor serving According to the Southwest Riverside California Association of or extremely important. One hundred percent of residents had percent of True North survey respondents rated their satisfaction employment has increased greatly since 2000, with a small increase Realtors, Temecula housing sales were up 33 percent in 2010. access in 2010, but only 80 percent of commercial and industrial with the City’s promotion of job development as good to excellent (3.3 percent) in 2009. Transient Occupancy Tax (TOT) revenues Temecula has experienced a significant level of foreclosures customers had access. All businesses need this core infrastructure. in 2007. Approximately 83 percent of respondents rated citizen were $1.96 million, up 12 percent over 2009, in part due to the and defaults, so most of the sales have been for short-sales or The responses from the 2007 True North Survey of residents are

28 29 The Indicators Dashboard below illustrates the City’s progress on which are described in the section for each indicator. The actual Strategic Priorities Strategic Priorities for Temecula 2030 performance data for actual levels of service of condition. There level of performance or status is shown in the category of progress The overarching aspiration of Temecula’s residents related to are differing levels of standards based on the type of indicator, achieved. economic prosperity is the creation of more high quality jobs in the • Revitalize the Jefferson Avenue Corridor as a financial services City. The City has many opportunities to strengthen and diversify center, linked with transit, housing, and other high quality the economy, but several elements will be required for success: amenities • Become a regional center for life sciences and medical Economic Prosperity Indicators Dashboard • Continue its investment in the core foundations that support all technology employment by forming strong alliances with INDICATOR Meets/Exceeds Goals Progressing Needs Improvement businesses, such as transportation and telecommunications industry cluster groups, such as BIOCOM and the I-15 Corridor Partnership Medical and Social Services capacity; Annual Employment Rate: Goal: 95%+; “Progressing” • Collaborate with regional partners to attain Temecula’s share is 93-95%; “Needs Improvement” is less than 93% 90.2% of high-growth industry clusters and address shared regional 2 Household Income issues such as transportation infrastructure investments and Household Income: Goal: Annual increase; “Progressing” 2% increase, access to higher education opportunities; is stable; “Needs Improvement” is annual decrease (2009-2010) • Develop mixed-used, sustainably designed job centers; this will Housing and Development also make the City a competitive location for “green” businesses; Housing Affordability Index, for first time home buyers; 77%, • Foster an environment attractive to the emerging workforce; Goal: More than 65 percent, for Riverside County (2010 3rd Q) • Ensure a streamlined regulatory and permitting process while 5% increase, protecting the environment; • Develop a technology incubator, linked with CSU San Marcos/ Residential Building Permits: Goal: Increase CSU San Bernardino, to increase the number of innovative, (2009-2010) • Stay ahead of the curve with the rapid changes occurring in the research-driven medical technology and clean tech businesses 16% decrease, economy. Commercial Building Permits: Goal: Increase within Temecula (2010) Other Potential Indicators • Continue to partner with other Southern California tourism Vacancy Rates: Commercial Buildings (SW Riverside 25.3%, attractions, such as Universal Studios, Disneyland, San Diego Region): Goal: <10%; “Progressing” is 10-15%; The following indicators would help the City track progress on Economic Prosperity “Needs Improvement” is >15% (2010) Zoo and Safari Park, the Cities of San Diego, Anaheim, “home-grown” businesses and innovation and investment in the Los Angeles and Carlsbad on joint marketing and branding. Vacancy Rates: Industrial Buildings (SW Riverside Region): 11.4%, local economy: Market the Temecula wine country as an internationally known Goal: 5-7%; “Progressing” is 8-10%; (2010) destination. Target $1.5 billion in economic impact. “Needs Improvement: is >10%. • Number of new businesses started in Temecula • Continue to partner with the City of Murrieta on the “Twin Cities” Sales Taxes • Number of patents awarded and/or licensed to Temecula concept, leveraging resources and marketing for job creation, Per Capita Sales Tax: Goal: Be in top 15% of State businesses agencies; “Progressing” is in top 16-25% of agencies; Ranking is 15% economic development and greater awareness of our region “Needs Improvement” is >25% of agencies • Amount of venture capital awarded to Temecula businesses • Attain complete high speed telecommunications connectivity Tourism • Degrees and certificates awarded from CSU San Marcos for businesses Temecula and San Jacinto Community College for targeted Hotel Occupancy Rates; Goal: 70%; “Progressing” • Work with CSU San Marcos to create a permanent twenty-first is 50-69%; “Needs Improvement” is <50% 59.1% industries century regional learning center in Temecula that delivers Transit Occupancy Tax Revenues: Goal: >5% increase • Square footage of LEED-certified (green) buildings for university degrees and professional development programs, year to year; “Progressing” is 1-5%; “Needs 12% increase commercial and industrial space with cutting edge technology Improvement” is decrease year to year • With the incorporation of new CALGreen standards, assist Broadband Access for Business builders and developers in green building practices for Broadband access for business; Goal: 100% commercial and industrial space, to attract businesses interested “Progressing” is 70-99%; “Needs Improvement” is <70% 80% in resource-efficient buildings and for market branding

Note: Outcomes listed in the areas of progress.

30 31 The Indicators Dashboard below illustrates the City’s progress on which are described in the section for each indicator. The actual Strategic Priorities Strategic Priorities for Temecula 2030 performance data for actual levels of service of condition. There level of performance or status is shown in the category of progress The overarching aspiration of Temecula’s residents related to are differing levels of standards based on the type of indicator, achieved. economic prosperity is the creation of more high quality jobs in the • Revitalize the Jefferson Avenue Corridor as a financial services City. The City has many opportunities to strengthen and diversify center, linked with transit, housing, and other high quality the economy, but several elements will be required for success: amenities • Become a regional center for life sciences and medical Economic Prosperity Indicators Dashboard • Continue its investment in the core foundations that support all technology employment by forming strong alliances with INDICATOR Meets/Exceeds Goals Progressing Needs Improvement businesses, such as transportation and telecommunications industry cluster groups, such as BIOCOM and the I-15 Corridor Partnership Medical and Social Services capacity; Annual Employment Rate: Goal: 95%+; “Progressing” • Collaborate with regional partners to attain Temecula’s share is 93-95%; “Needs Improvement” is less than 93% 90.2% of high-growth industry clusters and address shared regional 2 Household Income issues such as transportation infrastructure investments and Household Income: Goal: Annual increase; “Progressing” 2% increase, access to higher education opportunities; is stable; “Needs Improvement” is annual decrease (2009-2010) • Develop mixed-used, sustainably designed job centers; this will Housing and Development also make the City a competitive location for “green” businesses; Housing Affordability Index, for first time home buyers; 77%, • Foster an environment attractive to the emerging workforce; Goal: More than 65 percent, for Riverside County (2010 3rd Q) • Ensure a streamlined regulatory and permitting process while 5% increase, protecting the environment; • Develop a technology incubator, linked with CSU San Marcos/ Residential Building Permits: Goal: Increase CSU San Bernardino, to increase the number of innovative, (2009-2010) • Stay ahead of the curve with the rapid changes occurring in the research-driven medical technology and clean tech businesses 16% decrease, economy. Commercial Building Permits: Goal: Increase within Temecula (2010) Other Potential Indicators • Continue to partner with other Southern California tourism Vacancy Rates: Commercial Buildings (SW Riverside 25.3%, attractions, such as Universal Studios, Disneyland, San Diego Region): Goal: <10%; “Progressing” is 10-15%; The following indicators would help the City track progress on Economic Prosperity “Needs Improvement” is >15% (2010) Zoo and Safari Park, the Cities of San Diego, Anaheim, “home-grown” businesses and innovation and investment in the Los Angeles and Carlsbad on joint marketing and branding. Vacancy Rates: Industrial Buildings (SW Riverside Region): 11.4%, local economy: Market the Temecula wine country as an internationally known Goal: 5-7%; “Progressing” is 8-10%; (2010) destination. Target $1.5 billion in economic impact. “Needs Improvement: is >10%. • Number of new businesses started in Temecula • Continue to partner with the City of Murrieta on the “Twin Cities” Sales Taxes • Number of patents awarded and/or licensed to Temecula concept, leveraging resources and marketing for job creation, Per Capita Sales Tax: Goal: Be in top 15% of State businesses agencies; “Progressing” is in top 16-25% of agencies; Ranking is 15% economic development and greater awareness of our region “Needs Improvement” is >25% of agencies • Amount of venture capital awarded to Temecula businesses • Attain complete high speed telecommunications connectivity Tourism • Degrees and certificates awarded from CSU San Marcos for businesses Temecula and San Jacinto Community College for targeted Hotel Occupancy Rates; Goal: 70%; “Progressing” • Work with CSU San Marcos to create a permanent twenty-first is 50-69%; “Needs Improvement” is <50% 59.1% industries century regional learning center in Temecula that delivers Transit Occupancy Tax Revenues: Goal: >5% increase • Square footage of LEED-certified (green) buildings for university degrees and professional development programs, year to year; “Progressing” is 1-5%; “Needs 12% increase commercial and industrial space with cutting edge technology Improvement” is decrease year to year • With the incorporation of new CALGreen standards, assist Broadband Access for Business builders and developers in green building practices for Broadband access for business; Goal: 100% commercial and industrial space, to attract businesses interested “Progressing” is 70-99%; “Needs Improvement” is <70% 80% in resource-efficient buildings and for market branding

Note: Outcomes listed in the areas of progress.

30 31 and caringcommunitythatisapleasantenjoyableplacetolivetogether. that strivestokeepitsareaandactivitiessafeforallmemberscreates avibrant and everypersoninthatcommunityisvalued.Attheendofday, acommunity is onethattakesresponsibilityforsupportingitsmembersandensuringeach A safecommunityisathatlooksoutforoneanother. Asafecommunity A SAFE&PREPARED Community 3 33

A Safe & Prepared Community 3 and caringcommunitythatisapleasantenjoyableplacetolivetogether. that strivestokeepitsareaandactivitiessafeforallmemberscreates avibrant and everypersoninthatcommunityisvalued.Attheendofday, acommunity is onethattakesresponsibilityforsupportingitsmembersandensuringeach A safecommunityisathatlooksoutforoneanother. Asafecommunity A SAFE&PREPARED Community 3 33

A Safe & Prepared Community 3 City hasgrown larger, werefrequentlycitedintheQLMP community City’s crimerate. The City’s smalltown feelandfriendliness, evenasthe of life, and rated theirsatisfactionasgood toexcellentregardingthe rated lowcrimeasextremelyimportantorveryfor quality North Surveysaidtheyliked mostaboutlivingin Temecula. Residents out ofthe15reasonsthatresidents participatinginthe2007 True community. Publicsafetyandthe City’s lowcrimerate wererated third satisfaction withtheperceivedandactuallevelsofsafety in the Temecula’s residentsandbusinesses expressedstronglevelsof effective emergencycommunicationsandresponsesystems. as the2007and2008wildfiresinSanDiegoregionshowed, with residents alsoneedtobewellpreparedfornatural andotherdisasters, meet, alongwithrecreationalandworkopportunities. Communitiesand To mitigatejuvenilecrime, youthrequiresafeandhealthyplacesto in acommunityifareasareconsideredunsafe, unhealthyorblighted. effective emergencyresponsesystemscannegativelyaffectinvestment whether asaresident, worker orbusinessowner. Crimeandthelackof Nothing ismoreimportantthanfeelingandbeingsafeinyourcommunity, and experienceofsafetywellbeing. spaces; andastrongsenseofcommunitythatenhancestheperception pedestrians, includingroutestoschool;maintained propertiesand well and emergencyservices; saferoutesfortravel forthoseonbikes and A safecommunityisonethathaslowcrimerates; responsivepolice, fire disorder withinthecommunity. it isimportanttoaddressandpreventboththerealityperceptionof perception ofsafetyandsecurityiscriticaltoitsqualitylife. Therefore, is oneoftheCity’s mostimportantobligations. The community’s A livable communityisasafecommunity. Sustainingasafecommunity and Why IsItImportant? What Is A SafeandPrepared Community A Safe&Prepared Community CORE VALUE 34 emergency servicesplanning. of extremeweather, suchasdrought, flooding, andfire, through programs. The Citymustalsostaypreparedforhandlingtheimpacts of serviceprovidedtoday. This includescontinuedinvestmentinyouth continued investmentinpublicsafetyordertomaintainhighlevels The City’s projectedpopulationandemploymentgrowthwillnecessitate and emergencyservices. and thatthereisahighlevelofsatisfactionwithpolice, fireprotection residents alsomentionedthatlawenforcementiscommunity-oriented meetings andareinpartareflectionofcommunitysafety. Several – MayorRonRoberts provide outstandingpublicsafety services. professionals workwithcitizensdailyto the Cityhastaken stepstoensure thatcaring all great citiesare built. Sinceincorporation, Public Safetyisthecornerstone uponwhich How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress sustaining asafeandsecurecommunity. a moreeffectiveand, inthelong-run, amorecost-efficientmeansof strategies arebasedontheassumptionthatpreventionstrategies are continue tofocusresourcesonsustainingasafecommunity. The City’s continues togrow, andasitaddressesfiscalconstraints. Temecula will The City’s goalsaretomaintaincurrenthighlevelsofserviceastheCity The Cityranks highonmanyindicatorsofpublicsafetyandpreparedness. streets. modes oftravel, includingbike andpedestriantrails andoncomplete expressed theirdesiretotravel safelythroughouttheCityonvarious (under 20)to “hang out.” At theQLMPcommunitymeetings, residents and “cool, hip, trendy, alternative” placesforteensandyoungadults expansion ofteenprogramming andservices, anddevelopmentofsafe residents of Temecula. A lesserpriority, butstillveryimportant, isthe Clearly, investmentinpublicsafetyisthehighestpriorityfor Goals • • • • • • • • • • to measureprogress: hazards. Theidentified severalCity has and targets success indicators community, asrelatedtocrime, traffic, fireandotheremergencies ranks verywellonmostmeasuresofbeingasafeandprepared Graffiti abatement Emergency readinessfornatural andman-madeemergencies Number ofteenservicesprovided cycling andwalking Traffic safetyrankings (collisions)–safetyfordriving, Juvenile crimerate per100,000population Property crimerate per100,000population Violent crime rate per100,000population ISO rating (municipalfireprotectionrating) emergency medicalservices Response time(average minutes)forfireprotectionand Number ofpoliceofficersper1,000population As noted, Temecula As 35 • • • • • • • • • • • community surrounding publicsafetyandemergency management Continue toprovideahigh-levelofpublic informationforthe grading codes, andgraffiti abatement Provide effectiveenforcementofcity zoning, building, fireand natural hazardsandemergencysituations Minimize impacttolife, propertyandtheenvironmentfrom outlets foryouth that promotesociallyproductivebehaviorandsafepositive Provide recreationalandotheractivitiesforchildrenyouth emergency preparedness Encourage communityparticipationinpublicsafetyand Maintain afiveminuteresponsetimeforfireprotection Class 10notmeetingminimumcriteria) fire protectionefforts, withClass1themostexemplaryrating and Achieve aCityISOrating of1(ISO isarating systemformunicipal Promote community-orientedpolicing Maintain aratio ofonepoliceofficer per1,000population Ensure thatfundingforpublicsafetyremainsahighpriority and maintainasafehavenagainstcrime Continue tobeoneofthesafestcitiesinCaliforniaandnation Temecula’s Safe&Prepared Community Goals for2030

A Safe & Prepared Community 3 City hasgrown larger, werefrequentlycitedintheQLMP community City’s crimerate. The City’s smalltown feelandfriendliness, evenasthe of life, and rated theirsatisfactionasgood toexcellentregardingthe rated lowcrimeasextremelyimportantorveryfor quality North Surveysaidtheyliked mostaboutlivingin Temecula. Residents out ofthe15reasonsthatresidents participatinginthe2007 True community. Publicsafetyandthe City’s lowcrimerate wererated third satisfaction withtheperceivedandactuallevelsofsafety in the Temecula’s residentsandbusinesses expressedstronglevelsof effective emergencycommunicationsandresponsesystems. as the2007and2008wildfiresinSanDiegoregionshowed, with residents alsoneedtobewellpreparedfornatural andotherdisasters, meet, alongwithrecreationalandworkopportunities. Communitiesand To mitigatejuvenilecrime, youthrequiresafeandhealthyplacesto in acommunityifareasareconsideredunsafe, unhealthyorblighted. effective emergencyresponsesystemscannegativelyaffectinvestment whether asaresident, worker orbusinessowner. Crimeandthelackof Nothing ismoreimportantthanfeelingandbeingsafeinyourcommunity, and experienceofsafetywellbeing. spaces; andastrongsenseofcommunitythatenhancestheperception pedestrians, includingroutestoschool;maintained propertiesand well and emergencyservices; saferoutesfortravel forthoseonbikes and A safecommunityisonethathaslowcrimerates; responsivepolice, fire disorder withinthecommunity. it isimportanttoaddressandpreventboththerealityperceptionof perception ofsafetyandsecurityiscriticaltoitsqualitylife. Therefore, is oneoftheCity’s mostimportantobligations. The community’s A livable communityisasafecommunity. Sustainingasafecommunity and Why IsItImportant? What Is A SafeandPrepared Community A Safe&Prepared Community CORE VALUE 34 emergency servicesplanning. of extremeweather, suchasdrought, flooding, andfire, through programs. The City mustalsostaypreparedforhandlingtheimpacts of serviceprovidedtoday. This includescontinuedinvestmentinyouth continued investmentinpublicsafetyordertomaintainhighlevels The City’s projectedpopulationandemploymentgrowthwillnecessitate and emergencyservices. and thatthereisahighlevelofsatisfactionwithpolice, fireprotection residents alsomentionedthatlawenforcementiscommunity-oriented meetings andareinpartareflectionofcommunitysafety. Several – MayorRonRoberts provide outstandingpublicsafety services. professionals workwithcitizensdailyto the Cityhastaken stepstoensure thatcaring all great citiesare built. Sinceincorporation, Public Safetyisthecornerstone uponwhich How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress sustaining asafeandsecurecommunity. a moreeffectiveand, inthelong-run, amorecost-efficientmeansof strategies arebasedontheassumptionthatpreventionstrategies are continue tofocusresourcesonsustainingasafecommunity. The City’s continues togrow, andasitaddressesfiscalconstraints. Temecula will The City’s goalsaretomaintaincurrenthighlevelsofserviceastheCity The Cityranks highonmanyindicatorsofpublicsafetyandpreparedness. streets. modes oftravel, includingbike andpedestriantrails andoncomplete expressed theirdesiretotravel safelythroughouttheCityonvarious (under 20)to “hang out.” At theQLMPcommunitymeetings, residents and “cool, hip, trendy, alternative” placesforteensandyoungadults expansion ofteenprogramming andservices, anddevelopmentofsafe residents of Temecula. A lesserpriority, butstillveryimportant, isthe Clearly, investmentinpublicsafetyisthehighestpriorityfor Goals • • • • • • • • • • to measureprogress: hazards. Theidentified severalCity has and targets success indicators community, asrelatedtocrime, traffic, fireandotheremergencies ranks verywellonmostmeasuresofbeingasafeandprepared Graffiti abatement Emergency readinessfornatural andman-madeemergencies Number ofteenservicesprovided cycling andwalking Traffic safetyrankings (collisions)–safetyfordriving, Juvenile crimerate per100,000population Property crimerate per100,000population Violent crime rate per100,000population ISO rating (municipalfireprotectionrating) emergency medicalservices Response time(average minutes)forfireprotectionand Number ofpoliceofficersper1,000population As noted, Temecula As 35 • • • • • • • • • • • community surrounding publicsafetyandemergency management Continue toprovideahigh-levelofpublic informationforthe grading codes, andgraffiti abatement Provide effectiveenforcementofcity zoning, building, fireand natural hazardsandemergencysituations Minimize impacttolife, propertyandtheenvironmentfrom outlets foryouth that promotesociallyproductivebehaviorandsafepositive Provide recreationalandotheractivitiesforchildrenyouth emergency preparedness Encourage communityparticipationinpublicsafetyand Maintain afiveminuteresponsetimeforfireprotection Class 10notmeetingminimumcriteria) fire protectionefforts, withClass1themostexemplaryrating and Achieve aCityISOrating of1(ISO isarating systemformunicipal Promote community-orientedpolicing Maintain aratio ofonepoliceofficer per1,000population Ensure thatfundingforpublicsafetyremainsahighpriority and maintainasafehavenagainstcrime Continue tobeoneofthesafestcitiesinCaliforniaandnation Temecula’s Safe&Prepared Community Goals for2030

A Safe & Prepared Community 3 in theSurveyHighlightsandIndicatorsDashboardwhichfollow. findings fromthesesourcesaredescribedatrightandsummarized and rankings. CombinedwiththeQLMPcommunityinput, overall key community facilities, andCityotherdataonactualservicelevels the City’s levelsofserviceandprioritiesrelatedtopublicsafety ways: the2007 True NorthSurveyreportsonresidentsatisfactionwith areas showprogress. The statusofspecificindicatorsisshownintwo fire protectionandpreventionallmeetorexceedgoals. Mostother Citizen satisfactionwithpoliceresponsetimes, lowcrimerates and The Cityhasmadeprogressinmanyareasasseenthelisingbelow. • • • • Public Safety 1 officerper1,000residents, whichistheCity’s goal 2000 through2008 Violent crimerates havedecreasedby12.1percentperyearfrom expenditures of70to80percentformanyothercities to 40percentofitsbudgetonpublicsafety, comparedtobudget services. Ithashigheroutcomesthanmostcitieswhilespendingcloser Temecula contracts withRiversideCountyforpoliceand fireprotection America (#2)asof2010 According totheFBI, Temecula isone ofthetop13safestcitiesin Temecula’s Safe&Prepared Community Accomplishments 36 • Graffiti • Traffic Safety • • • • • Emergency ServicesandPreparedness of theoldCityHalltoapolicestationwithinnextfewyears. vehicle theft, andarson). Inaddition, theCityisdiscussingconversion as homicide, rape, robbery, aggravated assault, burglary, larceny, motor is improvingonitsresponsetimeforPart 1crimes(definedbytheFBI The Citymeetsitsgoalofonepoliceofficerperevery1,000residentsand There aretwopolicestorefrontsandfourfirestationsthroughouttheCity. The Citycontracts withRiversideCountyforpolice andfireprotection. Police andFire Protection of reporting to removegraffiti withanestablishedgoalofabatingwithin24hours assist withidentificationofproblem areas. The Cityrespondsquickly The City’s TAG Program (Temecula Against Graffiti) trains volunteersto to theCaliforniaOfficeof Traffic Safety Temecula isthetopCityinitsclasssizefortraffic safety(#1), according notifications foremergencysituations and socialnetworkssurroundingpersonalpreparedness, aswellas, station, Communicatorcall-out, cabletelevisionstation, media, email, Maintain andutilizepublicinformationpoolssuchasthe AM 1610radio of businesses, theschooldistrictandothercommunitypartners response. The program includescollaboration withanadvisorycouncil has morethan300activeparticipantswhoaretrained inemergency The CityFireDepartmentmanagesthe Temecula CitizensCorpswhich safety anddecreasedtheriskofflooding Flood controlimprovementsinMurrietaCreekhaveimprovedoverall safety forbothfirstrespondersandthepublic decreases theneedforadditionalon-sceneresources, andenhances Association) standards. This providesforimprovedresponsetimes, The CityfiredepartmentmodelmeetsNFPA (NationalFireProtection support capabilities All Cityfireapparatus arestaffed andequippedwithadvanced life

Note: Residentratings arelistedintheareaofsatisfaction orpriority. for vehicle, bikingandpedestriansafety. number oneinitscategory(citieswith100,000to250,000population) the CaliforniaOfficeof by 2010 report A Trafficranks Safety Temecula Traffic Safety and programs asamediumpriority. Residents rank theneedforyouthfacilitiesandexpandedteenservices 2006 through2008, butthisdoesnotyetshowalong-termtrend. There was aspike intherate ofdrugand alcohol-related crime from crime in Temecula was similartheCounty’s, althoughmoreerratic. Temecula thancountywidein2008; therate ofyouthoffenderproperty The rate ofviolentcrimebyyouthoffenderswas 50percentlowerin County hadasignificantlylowerrate thantheCity’s. been similartostatewidefiguressince2000, butin2008, Riverside rate of5.5percentbetween2009 and2010. Property crimerates have Violent crimeper100,000residentsdecreasedatanaverage annual Violent crimerates aremuchlowerin Temecula thanRiversideCounty. Crime Resident satisfactionwithfireservices prevention services Resident importancetoprovide fireprotectionand Resident satisfactionwithTemecula’s crimerate Resident importancetomaintainlowcrimerate Fire Services Police Protection TOPIC True NorthSurveyResponses(2007) Exceeds Expectations 37 or isaHighPriority reflecting thelevelofsatisfactionpriority. The percentageofresponsesforeachindicatorisshowninthearea The responsesfromthe2007 True NorthSurveyarepresentedbelow. level ofperformanceisshownforthecategoryprogressachieved. differing levelsofstandardbasedonthetypeindicator. The actual on performancedataforactuallevelsofserviceorcondition. There are The Indicators Dashboard at left illustrates the City’s progress based will complywithallhazardousmaterialslawsandregulations. The CityFirePreventionBureauensuresthatallbusinessesinthe Hazardous Materials can becomeblightedorvandalized. in defaultsandforeclosures, inturnleadingtovacant propertieswhich managed toaddresstheimpactsofhousingcrisiswhichresulted Temecula hasamodelgraffiti abatementprogram andalsohas Blight andOtherProperty Issues 98.3% 95.4% 91.4% 98.4% (>85% ) Progressing orisa Medium Priority (70-84%) or isaLowerPriority Not Satisfied (<70% )

A Safe & Prepared Community 3 in theSurveyHighlightsandIndicatorsDashboardwhichfollow. findings fromthesesourcesaredescribedatrightandsummarized and rankings. CombinedwiththeQLMPcommunityinput, overall key community facilities, andCityotherdataonactualservicelevels the City’s levelsofserviceandprioritiesrelatedtopublicsafety ways: the2007 True NorthSurveyreportsonresidentsatisfactionwith areas showprogress. The statusofspecificindicatorsisshownintwo fire protectionandpreventionallmeetorexceedgoals. Mostother Citizen satisfactionwithpoliceresponsetimes, lowcrimerates and The Cityhasmadeprogressinmanyareasasseenthelisingbelow. • • • • Public Safety 1 officerper1,000residents, whichistheCity’s goal 2000 through2008 Violent crimerates havedecreasedby12.1percentperyearfrom expenditures of70to80percentformanyothercities to 40percentofitsbudgetonpublicsafety, comparedtobudget services. Ithashigheroutcomesthanmostcitieswhilespendingcloser Temecula contracts withRiversideCountyforpoliceand fireprotection America (#2)asof2010 According totheFBI, Temecula isone of thetop13safestcitiesin Temecula’s Safe&Prepared Community Accomplishments 36 • Graffiti • Traffic Safety • • • • • Emergency ServicesandPreparedness of theoldCityHalltoapolicestationwithinnextfewyears. vehicle theft, andarson). Inaddition, theCityisdiscussingconversion as homicide, rape, robbery, aggravated assault, burglary, larceny, motor is improvingonitsresponsetimeforPart 1crimes(definedbytheFBI The Citymeetsitsgoalofonepoliceofficerperevery1,000residentsand There aretwopolicestorefrontsandfourfirestationsthroughouttheCity. The Citycontracts withRiversideCountyforpolice andfireprotection. Police andFire Protection of reporting to removegraffiti withanestablishedgoalofabatingwithin24hours assist withidentificationofproblem areas. The Cityrespondsquickly The City’s TAG Program (Temecula Against Graffiti) trains volunteersto to theCaliforniaOfficeof Traffic Safety Temecula isthetopCityinitsclasssizefortraffic safety(#1), according notifications foremergencysituations and socialnetworkssurroundingpersonalpreparedness, aswellas, station, Communicatorcall-out, cabletelevisionstation, media, email, Maintain andutilizepublicinformationpoolssuchasthe AM 1610radio of businesses, theschooldistrictandothercommunitypartners response. The program includescollaboration withanadvisorycouncil has morethan300activeparticipantswhoaretrained inemergency The CityFireDepartmentmanagesthe Temecula CitizensCorpswhich safety anddecreasedtheriskofflooding Flood controlimprovementsinMurrietaCreekhaveimprovedoverall safety forbothfirstrespondersandthepublic decreases theneedforadditionalon-sceneresources, andenhances Association) standards. This providesforimprovedresponsetimes, The CityfiredepartmentmodelmeetsNFPA (NationalFireProtection support capabilities All Cityfireapparatus arestaffed andequippedwithadvanced life

A Safe & Prepared Community 3 of thetime;“NeedsImprovement” is79%orlessofthetime Goal: Removegraffitiwithin24 hours; “Progressing”is80to90% “Needs Improvement”is20+cities ranking to rankintop10cities;“Progressing”is11-20 Safety ratingforcitieswith100,000to250,000populations:Goal: Overall trafficsafetyfordriving,cycling,walking:CAOfficeof Traffic more than2.5% crimes morethan2.5%;“NeedsImprovement”increasingcrime Goal: noincreaseincrimes(0to-2.5%);“Progressing”isdecreasing Rate ofyouthoffender violent crimes,per100,000youth(2008): -2.5%); “NeedsImprovement”isincreaseincrimesmorethan2.5% crime morethan2.5%;“Progressing”isnoincreaseincrimes(0to Number ofPropertyCrimesper100,000residents:Goal:decreasing (0 to-2.5%);“NeedsImprovement”iscrimeincreasingmorethat2.5% crimes morethan2.5%;“Progressing”isnoincreasein Number ofviolentcrimesper100,000residents:Goal:decreasing “Needs Improvement”is25+safestcities safest citiesinAmerica;“Progressing”is11-25cities; FBI RatingforSafestCitiesinAmerica:Goal:Beoneoftopten is 3-3.5ISOrating;“NeedsImprovement”4+rating ISO Rating(FireInsuranceRating)Goal:<3rating;“Progressing” “Needs Improvement”is>12minutes Goal: 10minutesorless;“Progressing”is10-12minutes; Effective responsetimeforambulance,emergencyservices: “Needs Improvement”islessthan85%ofthetime 90%+ ofthetime;“Progressing”is80-90% Effective responsetimeforfireprotection:Goal:5minutesorless, is morethan6minutes less “Progressing”is5-6minutesresponse,and“NeedsImprovement” Average responsetimeforpolicePart1Crimes:Goal:5minutesor “Needs Improvement”islessthan.90officerper1,000residents “Progressing” is0.90-.099officerper1,000residents,and Number ofPoliceOfficers:Goal:1officerper1,000residents Note: Outcomeslistedintheareasofprogress. Graffiti Abatement Traffic Safety Violent andProperty Crime Fire Protection andEmergency Services Police Protection INDICATOR Safe &Prepared CommunityIndicators Dashboard Less then10minutes Meets/Exceeds Goals Ranked 2ndsafest 38 91% ofresponse 1,000 residents city inAmerica (105 officers) 1 officerper times Ranks #1 95% (2010) 100,000 population 100,000 population population 100,000 average response 2,834 crimesper 3.5 Rating 153 crimesper 23 crimesper 5.32 minutes Progressing time (2010) (2010) Needs Improvement • • • • • • • • • public rights-of-way Maintain safeandattractive parks, publicfacilitiesand Develop community-basedemergencypreparednessprograms including workingmorecloselywithbusinessowners activity, theCity’s policingwillneedtochangeaccordingly, happens inOld Town/Downtown withincreasingnightlifeand As theJeffersonCorridorredevelopsandmoredevelopment and emergencyservicesastheCitygrows Ensure appropriateservicelevelsforpoliceandfireprotection Plan forothernatural hazardsandemergencysituations Improve creekbedstoreducethethreat offlooding the PromenadeMall place forteenstocongregatewithin anentertainmentzoneat Participate inapublic-private partnershipthatintegrates a prevention mechanism centers thatprovideapositiveoutletforyouthascrime Increase events, programs andactivitiesatparkscommunity Provide clean, safetrails andopenspaces Safe &Prepared Strategic Priorities for Temecula2030 39 • • • could include: Additional potentialindicatorsforasafeandpreparedcommunity Other Potential Indicators prepared community, inalldimensions. The Citywillcontinuetofocusitsresourcesonsustainingasafeand Strategic Priorities Reduction ofhazardousmaterials Community Policing/Neighborhood Watch involvement (for emergencypreparedness) Active participantsinthe Temecula CitizensCorps

A Safe & Prepared Community 3 of thetime;“NeedsImprovement” is79%orlessofthetime Goal: Removegraffitiwithin24 hours; “Progressing”is80to90% “Needs Improvement”is20+cities ranking to rankintop10cities;“Progressing”is11-20 Safety ratingforcitieswith100,000to250,000populations:Goal: Overall trafficsafetyfordriving,cycling,walking:CAOfficeof Traffic more than2.5% crimes morethan2.5%;“NeedsImprovement”increasingcrime Goal: noincreaseincrimes(0to-2.5%);“Progressing”isdecreasing Rate ofyouthoffender violent crimes,per100,000youth(2008): -2.5%); “NeedsImprovement”isincreaseincrimesmorethan2.5% crime morethan2.5%;“Progressing”isnoincreaseincrimes(0to Number ofPropertyCrimesper100,000residents:Goal:decreasing (0 to-2.5%);“NeedsImprovement”iscrimeincreasingmorethat2.5% crimes morethan2.5%;“Progressing”isnoincreasein Number ofviolentcrimesper100,000residents:Goal:decreasing “Needs Improvement”is25+safestcities safest citiesinAmerica;“Progressing”is11-25cities; FBI RatingforSafestCitiesinAmerica:Goal:Beoneoftopten is 3-3.5ISOrating;“NeedsImprovement”4+rating ISO Rating(FireInsuranceRating)Goal:<3rating;“Progressing” “Needs Improvement”is>12minutes Goal: 10minutesorless;“Progressing”is10-12minutes; Effective responsetimeforambulance,emergencyservices: “Needs Improvement”islessthan85%ofthetime 90%+ ofthetime;“Progressing”is80-90% Effective responsetimeforfireprotection:Goal:5minutesorless, is morethan6minutes less “Progressing”is5-6minutesresponse,and“NeedsImprovement” Average responsetimeforpolicePart1Crimes:Goal:5minutesor “Needs Improvement”islessthan.90officerper1,000residents “Progressing” is0.90-.099officerper1,000residents,and Number ofPoliceOfficers:Goal:1officerper1,000residents Note: Outcomeslistedintheareasofprogress. Graffiti Abatement Traffic Safety Violent andProperty Crime Fire Protection andEmergency Services Police Protection INDICATOR Safe &Prepared CommunityIndicators Dashboard Less then10minutes Meets/Exceeds Goals Ranked 2ndsafest 38 91% ofresponse 1,000 residents city inAmerica (105 officers) 1 officerper times Ranks #1 95% (2010) 100,000 population 100,000 population population 100,000 average response 2,834 crimesper 3.5 Rating 153 crimesper 23 crimesper 5.32 minutes Progressing time (2010) (2010) Needs Improvement • • • • • • • • • Plan forothernatural hazardsandemergencysituations Improve creekbedstoreducethethreat offlooding the PromenadeMall place forteenstocongregatewithin anentertainmentzoneat Participate inapublic-private partnershipthatintegrates a prevention mechanism centers thatprovideapositiveoutletforyouthascrime Increase events, programs andactivitiesatparkscommunity Provide clean, safetrails andopenspaces public rights-of-way Maintain safeandattractive parks, publicfacilitiesand Develop community-basedemergencypreparednessprograms including workingmorecloselywithbusinessowners activity, theCity’s policingwillneedtochangeaccordingly, happens inOld Town/Downtown withincreasingnightlifeand As theJeffersonCorridorredevelopsandmoredevelopment and emergencyservicesastheCitygrows Ensure appropriateservicelevelsforpoliceandfireprotection Safe &Prepared Strategic Priorities for Temecula2030 39 • • • could include: Additional potentialindicatorsforasafeandpreparedcommunity Other Potential Indicators prepared community, inalldimensions. The Citywillcontinuetofocusitsresourcesonsustainingasafeand Strategic Priorities Reduction ofhazardousmaterials Community Policing/Neighborhood Watch involvement (for emergencypreparedness) Active participantsinthe Temecula CitizensCorps

A Safe & Prepared Community 3 issues and environmental protection to keep their economies strong and competitive. economies strongand issues andenvironmentalprotectiontokeeptheir The trulysustainablecitiesofthe21stcenturywillbethosethataddressqualitylife A SUSTAINABLE City 4 41

A Sustainable City 4 issues and environmental protection to keep their economies strong and competitive. economies strongand issues andenvironmentalprotectiontokeeptheir The trulysustainablecitiesofthe21stcenturywillbethosethataddressqualitylife A SUSTAINABLE City 4 41

A Sustainable City 4 *Concern, Inc. (1993) (http://communitysustainability.net/images/sustainable_development.png) priorities, andtomovetoward energyself-sufficiency. which canbereinvested inthecommunityand usedforotherimportant for households, businessesandgovernmentsfromincreasedefficiencies - the globalmarketplace. They presentthe opportunitytocreatemanysavings and helpingtopositionourbusinesses in local economicdevelopmentactivity products andservicesinthe “green economy,” whichinturnisincreasing precious resourcesanddevelopourbuiltenvironment. They arespurringnew These trendsaredrivinginnovation intheways weuseandsteward our resource challengesfacingCalifornia. are alsorequiringthatcommunitiesaddresssustainability, giventhemajor air, water, energy, landandhabitatresources. Newregulationsandpolicies support healthypeople, places, communitiesandeconomies-includingour concerns abouttheviabilityandavailability ofthenatural systemsthat increasingly toward sustainability. This movementisgrowingbecauseof Cities, businesses, households, andinstitutionseverywherearemoving healthy environment, andanequitablecommunity–the Three E’s. on theinterconnectednessofthreevitalsystems–aprosperouseconomy, a and businessestoadoptsustainablepractices. A sustainablecityalsofocuses future dedicatedtotheseprinciples, andencourages andsupportsresidents A sustainablecityisonethatconductsitsdailybusinessandplansforthe the mostcommonlyheldconcepts: Sustainability canbedefinedinmanyways. The followingdefinitioncaptures What isaSustainableCity and Why IsItImportant? A SustainableCity CORE VALUE local resourcestorevitalizetheeconomy.”* maximizing conservation andpromotingefficiency, anddeveloping of lifeforallitsresidentsbylimitingwaste, preventingpollution, generations. Itseeksimprovedpublichealthandabetterquality while ensuringthatadequateresourcesareavailable forfuture “A sustainablecommunityusesitsresourcestomeetcurrentneeds 42 economy. wineries, importantfeaturesof Temecula’s character, identityandtourism makes Temecula apopularlocationforhotairballooning, grape growingand many otherSouthernCaliforniacommunities.better airqualitythanin This the uniqueRainbowGap, whichallowsaircurrentsfromthewesttoprovide mountains, cleanwater, highqualityparksandcleanair. The Citybenefitsfrom loved theCity’s beautifulsurroundingenvironment, vistas, openspace, community planningmeetings, residentsrepeatedlysaidhowmuchthey are directlyconnectedtosustainability. Throughout the Temecula QLMP Many ofthethingsthatresidentsvalue mosthighlyaboutlivingin Temecula Goals • • • Maintain theCity’s highlevelofairquality their natural state infrastructure improvements, andprotectionof100 year floodplainsin continued conservation (reducedpercapitauseandrecycling), Ensure safeandsufficientwater suppliesforthe21stcentury, through and improvesthelivability andqualityoflifeforallitsresidents environment; developsamorediverse, greenand competitiveeconomy, local resourceseffectivelyandefficiently; protectstheCity’s residentsand Be themostsustainablecityinSouthernCalifornia–onethatuses Environment Temecula’s Goalsfor2030 Bearable Sustainable Social Viable Equitable Economic How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress • • • • • • • • • • • Blueprint thatinvolvesprograms andstrategies to: businesses, households, andinstitutions. This comprehensiveprogram isa and encourage andsupportinnovation onthepartofpublicsector, City reduceoperatinghelp the intended to Plan is run long costs overthe lead amongCaliforniacities, adoptingaSustainabilityPlanin2010. The opportunities Promote smartgrowthandexpand alternativetransportation Reduce waste and parklands Preserve theCity’s parksandincreaseopenspace, natural habitat Encourage greenbuildings Promote cleanenergyproduction Capture andusestormwater Implement LowImpactDevelopmentconcepts Reduce urbanrunoff Improve thequalityofwater inourlocalcreeks Conserve water andenergy Achieve betterairqualityandreducegreenhousegasemissions – Chuck Washington, MayorPro Tem we wantforourcommunity. environment andqualityoflife. This isarichness and housingchoicesinawaythatimproves the great jobs, entertainment, culture, recreation the youth, thewisdomofelders. They offer diverse. They havethevitalityandcreativity of The mostsustainablecommunitiesare themost Temecula continuesto 43 provide animportantbenchmark for Temecula. area, butthedatawillnotbeavailable untilearly2012. This informationwill standards forozoneandparticulate matter2.5and10intheimmediate set upamonitoringstationfor Temecula todeterminebaselineairquality priority forresidents. The SouthCoast Air QualityManagementDistricthas than surroundingareas. Maintainingthehighlevelofairqualityisastrong to localaircurrentsandgeography, theCitydoesenjoybetter air quality and federal standardsforairquality. Itisgenerally acknowledgedthatdue The general SouthwestRiversideCountyregionisnotinattainmentforstate Air Quality Mobility chapter. transportation alternativesarediscussedintheQLMP’s Transportation and Healthy andLivable Communitieschapterandsmartgrowthexpanded Dashboard. Parks andRecreationassetsarediscussedintheQLMP’s summarized belowandshownintheSurveyhighlightsIndicators Combined with theQLMP community input, overall key findings are and Cityotherdataonactuallevelsofserviceprogress. resident satisfactionwiththeCity’s levelofserviceandspendingpriorities, data isavailable isshownintwoways: the True NorthSurveyreportson available forseveral oftheindicators. The status oftheindicatorsforwhich be conductedsothatprogresscandetermined, andthatdataisnotyet need tobeestablished. Oncethebaselinesareestablished, updatesneedto progress toward sustainability, althoughbaselinesforseveral indicatorsstill progress. The Planincludesmanyindicatorsandtargetstotrack theCity’s The SustainabilityPlanestablished2007asthebaselineyearfortracking the followingpage. underway asshownin Temecula’s Sustainability Accomplishments listedon have beenseveral accomplishmentstodateandseveral programs are sustainability issuesisbalancedwithcostsassociatedprograms. There have implicationsforthelong-termsustainabilityofCity. Prioritizingof maintain itshighly-valued quality oflifewellintothefuture. All policydecisions necessary, adjustitsuseofnatural resources, therebyallowingtheCityto The purposeoftheSustainabilityPlanistohelpCitymonitor, andif

A Sustainable City 4 *Concern, Inc. (1993) (http://communitysustainability.net/images/sustainable_development.png) priorities, andtomovetoward energyself-sufficiency. which canbereinvested inthecommunityand usedforotherimportant for households, businessesandgovernmentsfromincreasedefficiencies - the globalmarketplace. They presentthe opportunitytocreatemanysavings and helpingtopositionourbusinesses in local economicdevelopmentactivity products andservicesinthe “green economy,” whichinturnisincreasing precious resourcesanddevelopourbuiltenvironment. They arespurringnew These trendsaredrivinginnovation intheways weuseandsteward our resource challengesfacingCalifornia. are alsorequiringthatcommunitiesaddresssustainability, giventhemajor air, water, energy, landandhabitatresources. Newregulationsandpolicies support healthypeople, places, communitiesandeconomies-includingour concerns abouttheviabilityandavailability ofthenatural systemsthat increasingly toward sustainability. This movementisgrowingbecauseof Cities, businesses, households, andinstitutionseverywherearemoving healthy environment, andanequitablecommunity–the Three E’s. on theinterconnectednessofthreevitalsystems–aprosperouseconomy, a and businessestoadoptsustainablepractices. A sustainablecityalsofocuses future dedicatedtotheseprinciples, andencourages andsupportsresidents A sustainablecityisonethatconductsitsdailybusinessandplansforthe the mostcommonlyheldconcepts: Sustainability canbedefinedinmanyways. The followingdefinitioncaptures What isaSustainableCityand Why IsItImportant? A SustainableCity CORE VALUE local resourcestorevitalizetheeconomy.”* maximizing conservation andpromotingefficiency, anddeveloping of lifeforallitsresidentsbylimitingwaste, preventingpollution, generations. Itseeksimprovedpublichealthandabetterquality while ensuringthatadequateresourcesareavailable forfuture “A sustainablecommunityusesitsresourcestomeetcurrentneeds 42 economy. wineries, importantfeaturesof Temecula’s character, identityandtourism makes Temecula apopularlocationforhotairballooning, grape growingand many otherSouthernCaliforniacommunities.better airqualitythanin This the uniqueRainbowGap, whichallowsaircurrentsfromthewesttoprovide mountains, cleanwater, highqualityparksandcleanair. The Citybenefitsfrom loved theCity’s beautifulsurroundingenvironment, vistas, openspace, community planningmeetings, residentsrepeatedlysaidhowmuchthey are directlyconnectedtosustainability. Throughout the Temecula QLMP Many ofthethingsthatresidentsvalue mosthighlyaboutlivingin Temecula Goals • • • Maintain theCity’s highlevelofairquality their natural state infrastructure improvements, andprotectionof100 year floodplainsin continued conservation (reducedpercapitauseandrecycling), Ensure safeandsufficientwater suppliesforthe21stcentury, through and improvesthelivability andqualityoflifeforallitsresidents environment; developsamorediverse, greenand competitiveeconomy, local resourceseffectivelyandefficiently; protectstheCity’s residentsand Be themostsustainablecityinSouthernCalifornia–onethatuses Environment Temecula’s Goalsfor2030 Bearable Sustainable Social Viable Equitable Economic How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress • • • • • • • • • • • Blueprint thatinvolvesprograms andstrategies to: businesses, households, andinstitutions. This comprehensiveprogram isa and encourage andsupportinnovation onthepartofpublicsector, City reduceoperatinghelp the intended to Plan is run long costs overthe lead amongCaliforniacities, adoptingaSustainabilityPlanin2010. The opportunities Promote smartgrowthandexpand alternativetransportation Reduce waste and parklands Preserve theCity’s parksandincreaseopenspace, natural habitat Encourage greenbuildings Promote cleanenergyproduction Capture andusestormwater Implement LowImpactDevelopmentconcepts Reduce urbanrunoff Improve thequalityofwater inourlocalcreeks Conserve water andenergy Achieve betterairqualityandreducegreenhousegasemissions – Chuck Washington, MayorPro Tem we wantforourcommunity. environment andqualityoflife. This isarichness and housingchoicesinawaythatimproves the great jobs, entertainment, culture, recreation the youth, thewisdomofelders. They offer diverse. They havethevitalityandcreativity of The mostsustainablecommunitiesare themost Temecula continuesto 43 provide animportantbenchmark for Temecula. area, butthedatawillnotbeavailable untilearly2012. This informationwill standards forozoneandparticulate matter2.5and10intheimmediate set upamonitoringstationfor Temecula todeterminebaselineairquality priority forresidents. The SouthCoast Air QualityManagementDistricthas than surroundingareas. Maintainingthehighlevelofairqualityisastrong to localaircurrentsandgeography, theCitydoesenjoybetter air quality and federal standardsforairquality. Itisgenerally acknowledgedthatdue The general SouthwestRiversideCountyregionisnotinattainmentforstate Air Quality Mobility chapter. transportation alternativesarediscussedintheQLMP’s Transportation and Healthy andLivable Communitieschapterandsmartgrowthexpanded Dashboard. Parks andRecreationassetsarediscussedintheQLMP’s summarized belowandshownintheSurveyhighlightsIndicators Combined with theQLMP community input, overall key findings are and Cityotherdataonactuallevelsofserviceprogress. resident satisfactionwiththeCity’s levelofserviceandspendingpriorities, data isavailable isshownintwoways: the True NorthSurveyreportson available forseveral oftheindicators. The status oftheindicatorsforwhich be conductedsothatprogresscandetermined, andthatdataisnotyet need tobeestablished. Oncethebaselinesareestablished, updatesneedto progress toward sustainability, althoughbaselinesforseveral indicatorsstill progress. The Planincludesmanyindicatorsandtargetstotrack theCity’s The SustainabilityPlanestablished2007asthebaselineyearfortracking the followingpage. underway asshownin Temecula’s Sustainability Accomplishments listedon have beenseveral accomplishmentstodateandseveral programs are sustainability issuesisbalancedwithcostsassociatedprograms. There have implicationsforthelong-termsustainabilityofCity. Prioritizingof maintain itshighly-valued quality oflifewellintothefuture. All policydecisions necessary, adjustitsuseofnatural resources, therebyallowingtheCityto The purposeoftheSustainabilityPlanistohelpCitymonitor, andif

A Sustainable City 4 CommDev/Sustainability/ sector aswellmunicipaloperations see: www.cityoftemecula.org/temecula/Government/ For additionalinformationabouttheCity’s SustainabilityPlanandinnovations intheprivate Temecula CivicCenter: LEEDCertifiedBuilding(2010) • • Green Building • • Energy • Air Resources buildings tobebuiltLEEDCertifiedstandards Adoption of “Green Building” policyrequiringallnewmunicipally-owned structure certification, includingaphotovoltaicsystemtopowertheCenter’s parking Council’s LeadershipinEnergyandEnvironmentalDesign(LEED) New CivicCenterdevelopedtoachievetheU.S. GreenBuilding Riverside CouncilofGovernments(WRCOG)underway Residential EnergyEfficiencyImprovementProgram through Western Municipal Facilities EnergyRetrofitProgram (underdevelopment) footprint (underway) baseline forCO2, andClimate Action PlantoreducetheCity’s carbon Greenhouse GasEmissionsInventorytoestablishamunicipaloperations Temecula’sSustainability Accomplishments 44 • • • • • Open Space, HabitatandParklands • Transportation • • • • • Water Resources • • • Waste Management Adopted aHeritage Tree Ordinance Planted 1,000newtreessince2001 Annexation of4,200acrestheSantaMargaritaEcologicalReserve Temecula CreekFloodPlain Acquisition of125acrestoprotecttheEscarpment Area, and55 Acres of in openspaceandparks(morethan2,800acresofspace) Close toachievingthetargetfor30percentofCitylandsbepreserved Transportation andMobilitysectionoftheMasterPlan Also akey partoftheCity’s Sustainability, transportation isaddressedinthe 1999-2000, (excludingagriculture) Decrease inpercapitawater usein2009by27percentsince Mapping ofallwater coursesintheCity facilities thatreducerunoffandremovepollutants Requiring alllanddevelopmentprojectstoinstallsite-specificwater quality landscaping onCitylands Reclaimed water useandreplacement ofturfwithdrought-tolerant Adoption ofwater-efficient landscapestandards(municipalcode) the landfill Recycling ofover80percentconstructionwaste thatwouldhavegoneto Initiation ofPlanetBidsprogram enablingpaperlessbiddingandpurchasing State mandateof7.0poundsperpersonby2010 Waste reductionat4.8poundsperpersondailyin2008, inadvance ofthe Note: Residentratings arelistedintheareaofsatisfaction orpriority. participants expressedastronginterestintheseinvestmentsandacquisitions. and protectopenspacenatural habitat. QLMPcommunitymeeting Survey respondentssaiditwas amediumpriorityforspendingtoacquire preserved inopenspace, habitatandparks, reaching28.9percentin2010. The Cityisclosetoachievingitstargetof30percentlandsbe Open Space, Natural HabitatandParks a leaderinrenewable andcleanenergiesadoptionofenergyefficiencies. the QLMPcommunitymeetings, residentsexpressedinterestfortheCitytobe codes.solar energyinstallationsincluded. Manynewhousingunitshave At buildings, builtbeforeenergystandardswereincorporated intobuilding the biggestimpactwillcomefromretrofittingtheselessenergyefficient time frames whenhouseswerebuilt, withthefocusonolderhomes, because energy retrofitprojects is being tracked and mapped. The mappingreflectsthe of energyusepercapita. The amountofrenewable energygenerated from on reducingenergyusage. The community-widegoalfocusesonreduction The Cityhasestablishedabaselineforfacilitiesandismakingprogress Energy UseandCleanEnergy Generation high airqualitystandardsandreducingemissionscanbemonitored. targets. With thesebaselines, updatesandtargets, progressinmaintaining The CityispreparingaClimate Action Planwhichwillhelptoestablishreduction information frommanypartners. The 2012updateswillbecompletedby2014. collection isacomplexundertaking, dependentuponmultipledatasourcesand in 2009and2010. Trends willbemonitoredinfive-yearincrementsasdata for Cityoperations andthecommunity as2007, and completedtheanalyses In addition, theCityestablishedgreenhousegasemissionsbaselineyear

Resident satisfactionwithtrash andrecyclingservice • Rating ofResidentSpending Priorities Waste Reduction To acquireandprotectopen spaceandnaturalhabitat TOPIC True NorthSurveyResponses(2007) 45 Exceeds Expectations level ofsatisfactionorpriority. percentage ofresponsesforeachindicatorisshownintheareareflecting The responsesfromthe2007 True NorthSurveyarepresentedbelow. The the RegionalBoardonNovember10, 2010. NPDES MunicipalSeparate StormSewerSystem(MS4)Permit adoptedby locations, withadditionallocationsproposedasrequiredpertheCity’s new River Region. Currentlywater qualitydataiscollectedateightmonitoring Quality ControlBoard(RegionalBoard)BasinPlanfortheSantaMargarita “Beneficial Use” requirementslistedintheSanDiegoRegional Water ensuring thatthequalityofwater inthelocalcreeksmeetdesignated usage by27percentsince1999-2000. Inaddition, theCityiscommittedto community ismakinggoodprogressonwater usagepercapita, reducing for reuseisafunctionofhowmuchpotablewater isused. Overall, the of potableandreclaimedwater. The amountofreclaimedwater available conservation andqualityachallenge. The City’s water supplyisamixture The regionalwater basinisverycomplexwhichmakes tracking usage, Water UsageReduction/Quality and recyclingservice. 2008. ResidentsexpressedahighlevelofsatisfactionwiththeCity’s trash daily perpersonby2010, with4.8poundsperpersonbeingachievedin The CityhasexceededtheStatemandateof7.0poundswaste generated Waste Reduction or isaHighPriority 96.9% (>85% ) Progressing orisa Medium Priority (70-84%) 82.7% or isaLowPriority Not Satisfied (<70% )

A Sustainable City 4 based onthespecificindicator. The actuallevelofperformanceorstatusisshowninthecategoryprogressachieved. The IndicatorsDashboardaboveillustrates theCity’s progressonperformancedataforactuallevelsofserviceorcondition. There aredifferinglevelsofstandards

Note: Outcomeslistedintheareasofprogress. Goal: ImprovedwaterqualityinCreeks Goal: Reductionofurbanrunoff –decrease City facilitiesbaselineusageofwater;Goal:Decreasein Goal: Decreaseinusage Community usageofpotablewaterpercapita(NonAgriculture); Goal: ExceedStatebaseline 2010 Statebaselineof7.5lbs.dailywasteperPerson; Preserved OpenSpace;Goal:30%ofCityinparksandopenspace Kilowatts/megawatts ofrenewableenergygeneratedGoal:Increasingtrend Community-wide energyusagebaseline;Goal:Reductionpercapita City facilitiesenergyusagebaseline;Goal:Decreasingtrend Water UsageReduction/Quality Waste Reduction Open Space, Natural HabitatandParks Energy UseandCleanEnergy Generation INDICATOR Sustainable CityIndicators Dashboard 4.8 lbs.perperson 46 Meets/Exceeds Goals (since 1999-2000) Down 27% 4 Progressing 28.9% 4 4 4 4 4 Needs Improvement • • • • • • • • • the following, especiallyasbaselinesanddatabecomeavailable. As theCityimplementsQLMP, itcanaddadditionalindicatorssuchas Other Potential Indicators natural amenitieswiththeirwillingnesstoinvestintheseresources. reconcile theirdesiretosetasideandmaintainhighqualityopenspace and ensureahealthyecosystem. Among otherissues, residentswillneedto facilities, supportthewine/grape industryandavibrant tourismeconomy, households andbusinesses, andtheCity’s abilitytomaintainparksandother uncertainty offuturewater supplies willimpactservicesandqualityfor growth anddevelopmentintheregionthroughout West. The below. Water isandwillcontinuetobethegreatestconstraint tofuture The City’s prioritiestoachieveitssustainabilitygoalsfor2030are listed Strategic Prioritiesfor2030 over a2-yearperiod) Trees fortheGoldenStateGrant toplantapproximately 700trees Target: increasetreecanopy(Citywas awarded aCal-FIREGreen Healthy Tree Canopy(establish anUrbanForestry program by2015) landscaping (targetsset) Conversion ofnon-activityareastodroughttolerant Linear feetofunlinedwater courses(target-maintainstatusquo) Quality ofwater inourlocalcreeks(target–upward trend) Volume ofurbanrunoff(target–downward trend) City’s fleet(target–10percentoftheby2020) Number ofalternativefueloradvanced technologyvehiclesinthe commercial Energy (kilowatts) savedfrombuildingretrofits, residentialand community-wide (dataavailable by2014) Greenhouse gasemissionsreductionsfromcityoperations and (data available by2012) Air qualityforozoneandparticulatematter2.510 47 Temecula’s Sustainability Strategic Priorities for2030 • • • • • • complementary lifestylechoices. with theirmissionsandoperations, aswellthose whichoffer technology investorsandentrepreneurs seeklocationsthatalign growing fasterthanothersectorsof theeconomyandclean and sustainabletourismindustrysectors. The greeneconomyis including intherenewable energy, energyefficiency, greenbuilding Temecula asacenterfordevelopmentofgreenbusinessesandjobs, Become aninnovative locationforsustainablelivingwhichwillbrand Maintain andenhancetheCity’s treecanopy–the “urban forest” Complete andimplementtheCity’s Climate Action Plan trails andbikeways, includingalongthe SantaMargaritaRiver. within theannexedareas(especiallyEscarpment). Completethe economically feasible)andprotectmaintainopenspaceareas Annex targetareaswithintheCity’s SphereofInfluence(when protect ourgroundwater recharge areas beneficial usesofourlocalcreeks, restoreournatural waterways, and Reduce thevolumeof, andpollutantsin, urbanrunoffthataffectthe and technologies minimizing non-essentialturf; andapplyingotherinnovative practices plants, reclaimedwater, andstormwater runoffforlandscaping; and recycling, usingandpromotingtheuseofdroughttolerant Reduce potablewater consumptioncitywidethroughconservation

Note: Outcomeslistedintheareasofprogress. Goal: ImprovedwaterqualityinCreeks Goal: Reductionofurbanrunoff –decrease City facilitiesbaselineusageofwater;Goal:Decreasein Goal: Decreaseinusage Community usageofpotablewaterpercapita(NonAgriculture); Goal: ExceedStatebaseline 2010 Statebaselineof7.5lbs.dailywasteperPerson; Preserved OpenSpace;Goal:30%ofCityinparksandopenspace Kilowatts/megawatts ofrenewableenergygeneratedGoal:Increasingtrend Community-wide energyusagebaseline;Goal:Reductionpercapita City facilitiesenergyusagebaseline;Goal:Decreasingtrend Water UsageReduction/Quality Waste Reduction Open Space, Natural HabitatandParks Energy UseandCleanEnergy Generation INDICATOR Sustainable CityIndicators Dashboard 4.8 lbs.perperson 46 Meets/Exceeds Goals (since 1999-2000) Down 27% 4 Progressing 28.9% 4 4 4 4 4 Needs Improvement • • • • • • • • • the following, especiallyasbaselinesanddatabecomeavailable. As theCityimplementsQLMP, itcanaddadditionalindicatorssuchas Other Potential Indicators natural amenitieswiththeirwillingnesstoinvestintheseresources. reconcile theirdesiretosetasideandmaintainhighqualityopenspace and ensureahealthyecosystem. Among otherissues, residentswillneedto facilities, supportthewine/grape industryandavibrant tourismeconomy, households andbusinesses, andtheCity’s abilitytomaintainparksandother uncertainty offuturewater supplies willimpactservicesandqualityfor growth anddevelopmentintheregionthroughout West. The below. Water isandwillcontinuetobethegreatestconstraint tofuture The City’s prioritiestoachieveitssustainabilitygoalsfor2030are listed Strategic Prioritiesfor2030 over a2-yearperiod) Trees fortheGoldenStateGrant toplantapproximately 700trees Target: increasetreecanopy(Citywas awarded aCal-FIREGreen Healthy Tree Canopy(establish anUrbanForestry program by2015) landscaping (targetsset) Conversion ofnon-activityareastodroughttolerant Linear feetofunlinedwater courses(target-maintainstatusquo) Quality ofwater inourlocalcreeks(target–upward trend) Volume ofurbanrunoff(target–downward trend) City’s fleet(target–10percentoftheby2020) Number ofalternativefueloradvanced technologyvehiclesinthe commercial Energy (kilowatts) savedfrombuildingretrofits, residentialand community-wide (dataavailable by2014) Greenhouse gasemissionsreductionsfromcityoperations and (data available by2012) Air qualityforozoneandparticulatematter2.510 47 Temecula’s Sustainability Strategic Priorities for2030 • • • • • • trails andbikeways, includingalongthe SantaMargaritaRiver. within theannexedareas(especiallyEscarpment). Completethe economically feasible)andprotectmaintainopenspaceareas Annex targetareaswithintheCity’s SphereofInfluence(when protect ourgroundwater recharge areas beneficial usesofourlocalcreeks, restoreournatural waterways, and Reduce thevolumeof, andpollutantsin, urbanrunoffthataffectthe and technologies minimizing non-essentialturf; andapplyingotherinnovative practices plants, reclaimedwater, andstormwater runoffforlandscaping; and recycling, usingandpromotingtheuseofdroughttolerant Reduce potablewater consumptioncitywidethroughconservation complementary lifestylechoices. with theirmissionsandoperations, aswellthose whichoffer technology investorsandentrepreneurs seeklocationsthatalign growing fasterthanothersectorsof theeconomyandclean and sustainabletourismindustrysectors. The greeneconomyis including intherenewable energy, energyefficiency, greenbuilding Temecula asacenterfordevelopmentofgreenbusinessesandjobs, Become aninnovative locationforsustainablelivingwhichwillbrand Maintain andenhancetheCity’s treecanopy–the “urban forest” Complete andimplementtheCity’s Climate Action Plan

A Sustainable City 4 and operatedeffectively overtime. public transportation,bicyclingandwalkingareallviableoptions,canbemaintained healthy environment,providesabroad,balanedsysteminwhichtheprivatevehicleand A sustainabletransportationsystemisonethatmeetspeople’s needsequitably, fostersa TRANSPORTATION MOBILITY & Connectivity 5 49

Transportation Mobility & Connectivity 5 and operatedeffectively overtime. public transportation,bicyclingandwalkingareallviableoptions,canbemaintained healthy environment,providesabroad,balanedsysteminwhichtheprivatevehicleand A sustainabletransportationsystemisonethatmeetspeople’s needsequitably, fostersa TRANSPORTATION MOBILITY & Connectivity 5 49

Transportation Mobility & Connectivity 5 today andexpect forthefuture. maintaining existingstreetsatthe highlevelofqualitythatresidentsexperience future infrastructure andserviceneeds. These concerns mustbebalancedwith City, availability oftransportation choices, andtheavailability offunding tomeet expressed concernsrelatedtospecific traffic congestion, connectivitywithinthe residents, leadersandbusinesses, includingthoseinthetourismindustry, 2007 True NorthSurvey. However, duringtheQLMPplanningprocess, Temecula’s by residentswhenasked whattheyliked mostaboutlivingin Temecula inthe The newnessof Temecula’s infrastructure was rated eighthoutoffifteen reasons recession, butastheeconomyrecoverstraffic andcongestionwillincrease. indicates thatcongestioninthebroaderregiondroppedrecently duetothe businesses,and increased costsforbothhouseholdsandbusinesses. Data Congestion andtravel delayadduptosignificantcostsinlostproductivityfor traffic congestion, airpollution, andstrains onfamilyandindividualtime. elsewhere, includingSanDiegoCounty. These patternsleadtolongcommutes, “Twin Cities”)for Temecula’s residents, manyresidentsmustcommutetojobs development ofmorequalityjobswithintheCityand/orMurrieta(the are projectedtocontinue. While localandregionalpoliciesemphasizethe grown rapidly overthepasttwentyyearsandhighlevelsofpopulationgrowth TheEmpire,Inland WesternCity of County andthe Riverside Temecula have has equalaccesstotheseassets. that make acitydesirable andlivable. Italsomeansmakingsurethateveryone medical facilities, shopping, restaurants, recreationandthegoodsservices access togoodjobs, housingchoicesandneighborhoods, qualityschoolsand choices andwell-plannednetworks. Connectivitymeansprovidingresidentswith effectively throughoutthecommunityandregion, byhavingtransportation Transportation mobilitymeansmovingpeopleandgoodsefficiently, safelyandcost Why IsItImportant? What is Transportation MobilityandConnectivity Transportation Mobility&Connectivity CORE VALUE 50 Downtown, Wine Country, andtheCity’s manyparks, trails andopenspaceareas. emphasis was placedonincreasedconnectivityandaccessibilitytoOld Town/ well-connected streetsandtrails alsoisanextremelyhighpriority. Particular and transit accessarelimited, theabilitytotravel easilyfromplacetoon by I-15 and MurrietaCreek, and because the City’s completed roadway networks within theCitywherecongestionreliefcouldbeimproved. With theCitybisected The QLMPprocessidentifiedseveral key freeway interchangesandintersections competition forscarcefinancialresourceswillbeachallenge. infrastructure, butthatmanyprojectstake several yearstocomefruitionand City and regional agenciesare making continual investments intransportation in Temecula andthe Twin Citiesarea. They reflecttheunderstandingthat infrastructure, transportation systembuilding, servicelevelsandjobcreation The City’s Transportation MobilityandConnectivitygoalsfor2030 address Goals • • • • • • Promote jobgrowthinthe Twin Citiesareatoreduceoutcommuting network (acommongoalforurban streets duringpeakhours) Maintain a Transportation LevelofServiceDorbetterontheCity’s roadway Establish aconnectedpedestrianandbicycletransportation system with appropriatelysizedstreets Expand andenhancethetransportation networkbycompletingmissinglinks Increase transportation andmobilityoptionsthatprovideavariety ofchoice integrated transportation system Coordinate landuseandtransportation tocreateabalanced, modern, Temecula’s Goalsfor2030 As seeninlistingatright, theCityhasmadeprogress inseveral areas. • • • • • include: measure,several and indicators andtargets. success Theyto are combinedhere goals outlinedabove, theCity’s SustainabilityPlanalsoidentifiedseveral areasto How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress and only28percentoftheplannedmultipurposetrails arecomplete. lanes targetedintheCity’s Bike Trails andPaths MasterPlanhavebeencompleted gaps forachievingthisvision. For example, only57percentofthemilesbike bicycle-friendly citiesinSouthernCalifornia. At thesametime, therearesignificant via trolleycars, streetcars, orexpressbuses. Temecula couldbeoneofthemost transportation, suchasalinktoHighSpeedRail, MetroLinkorBusRapid Transit alternative modesof provides choicesfor reduce dependenceoncarsand Residents andcityleadersenvisionafuturewhereCitytransit centerwould Transit (performancemeasurestobeestablished in2012) Walkability ratings Multi-Use Trails andBikeways MasterPlantargets technology andcompletionofmissingroadway linkages Traffic Congestion, including advanced traffic signalcoordination Asset ManagementPlan(AMP) investment inanannualpavementmanagementsystemand Condition/maintenance oflocalstreetsandroads, throughadedicated – MayorRonRoberts needs are metbothnowandinthefuture. are neededtoensure thatthecommunity’s transportation Transportation improvements, includingtransit andrail, Inadditiontothetransportation 51 • Job Growth andCommutingPatterns • Walkability • • • Transit andBikeways • • • • Highways andRoads Concept Working Group) Concept Working local jobsinkey industryclusters (I-15InterregionalPartnership –SmartGrowth partners onregionaltransportation solutionsandstrategies tocreatemore Collaboration with Western RiversideCouncilofGovernments andother standards forwalkability City investmentshaveresultedinOld Town/Downtown meetingnational Murrieta CreekMulti-Purpose Trail along DiazRoadatMurrietaCreek Bikeways andMulti-Trails MasterPlanand Trails Map Free City Trolley (Harveston-PromenadeMall) Implementation of Adaptive Traffic SignalCoordinationProject Early2011 California Road New Traffic SignalsatButterfieldStage Road, MeadowsParkway, andRancho and RanchoCaliforniaRoad Widening Projects; DiazRoadRealignment; Old Town Front StreetandInfrastructure Improvements; Pechanga Parkway construction in2011 New French Valley Parkway InterchangeProject (Phase I)expectedtobegin and StateRoute79South; OverlandDriveOvercrossing I-15 Interchangeimprovementsat Winchester Road, RanchoCaliforniaRoad, Temecula’s Transportation,Mobility & Connectivity Accomplishments &

Transportation Mobility & Connectivity 5 today andexpect forthefuture. maintaining existingstreetsatthe highlevelofqualitythatresidentsexperience future infrastructure andserviceneeds. These concerns mustbebalancedwith City, availability oftransportation choices, andtheavailability offunding tomeet expressed concernsrelatedtospecific traffic congestion, connectivitywithinthe residents, leadersandbusinesses, includingthoseinthetourismindustry, 2007 True NorthSurvey. However, duringtheQLMPplanningprocess, Temecula’s by residentswhenasked whattheyliked mostaboutlivingin Temecula inthe The newnessof Temecula’s infrastructure was rated eighthoutoffifteen reasons recession, butastheeconomyrecoverstraffic andcongestionwillincrease. indicates thatcongestioninthebroaderregiondroppedrecently duetothe businesses,and increased costsforbothhouseholdsandbusinesses. Data Congestion andtravel delayadduptosignificantcostsinlostproductivityfor traffic congestion, airpollution, andstrains onfamilyandindividualtime. elsewhere, includingSanDiegoCounty. These patternsleadtolongcommutes, “Twin Cities”)for Temecula’s residents, manyresidentsmustcommutetojobs development ofmorequalityjobswithintheCityand/orMurrieta(the are projectedtocontinue. While localandregionalpoliciesemphasizethe grown rapidly overthepasttwentyyearsandhighlevelsofpopulationgrowth TheEmpire,Inland WesternCity of County andthe Riverside Temecula have has equalaccesstotheseassets. that make acitydesirable andlivable. Italsomeansmakingsurethateveryone medical facilities, shopping, restaurants, recreationandthegoodsservices access togoodjobs, housingchoicesandneighborhoods, qualityschoolsand choices andwell-plannednetworks. Connectivitymeansprovidingresidentswith effectively throughoutthecommunityandregion, byhavingtransportation Transportation mobilitymeansmovingpeopleandgoodsefficiently, safelyandcost Why IsItImportant? What is Transportation MobilityandConnectivity Transportation Mobility&Connectivity CORE VALUE 50 Downtown, Wine Country, andtheCity’s manyparks, trails andopenspaceareas. emphasis was placedonincreasedconnectivityandaccessibilitytoOld Town/ well-connected streetsandtrails alsoisanextremelyhighpriority. Particular and transit accessarelimited, theabilitytotravel easilyfromplacetoon by I-15 and MurrietaCreek, and because the City’s completed roadway networks within theCitywherecongestionreliefcouldbeimproved. With theCitybisected The QLMPprocessidentifiedseveral key freeway interchangesandintersections competition forscarcefinancialresourceswillbeachallenge. infrastructure, butthatmanyprojectstake several yearstocomefruitionand City and regional agenciesare making continual investments intransportation in Temecula andthe Twin Citiesarea. They reflecttheunderstandingthat infrastructure, transportation systembuilding, servicelevelsandjobcreation The City’s Transportation MobilityandConnectivitygoalsfor2030 address Goals • • • • • • Promote jobgrowthinthe Twin Citiesareatoreduceoutcommuting network (acommongoalforurban streets duringpeakhours) Maintain a Transportation LevelofServiceDorbetterontheCity’s roadway Establish aconnectedpedestrianandbicycletransportation system with appropriatelysizedstreets Expand andenhancethetransportation networkbycompletingmissinglinks Increase transportation andmobilityoptionsthatprovideavariety ofchoice integrated transportation system Coordinate landuseandtransportation tocreateabalanced, modern, Temecula’s Goalsfor2030 As seeninlistingatright, theCityhasmadeprogress inseveral areas. • • • • • include: measure,several and indicators andtargets. success Theyto are combinedhere goals outlinedabove, theCity’s SustainabilityPlanalsoidentifiedseveral areasto How do we know if we are achieving our goals? our achieving are we if know we do How Measuring OurProgress and only28percentoftheplannedmultipurposetrails arecomplete. lanes targetedintheCity’s Bike Trails andPaths MasterPlanhavebeencompleted gaps forachievingthisvision. For example, only57percentofthemilesbike bicycle-friendly citiesinSouthernCalifornia. At thesametime, therearesignificant via trolleycars, streetcars, orexpressbuses. Temecula couldbeoneofthemost transportation, suchasalinktoHighSpeedRail, MetroLinkorBusRapid Transit alternative modesof provides choicesfor reduce dependenceoncarsand Residents andcityleadersenvisionafuturewhereCitytransit centerwould Transit (performancemeasurestobeestablished in2012) Walkability ratings Multi-Use Trails andBikeways MasterPlantargets technology andcompletionofmissingroadway linkages Traffic Congestion, including advanced traffic signalcoordination Asset ManagementPlan(AMP) investment inanannualpavementmanagementsystemand Condition/maintenance oflocalstreetsandroads, throughadedicated – MayorRonRoberts needs are metbothnowandinthefuture. are neededtoensure thatthecommunity’s transportation Transportation improvements, includingtransit andrail, Inadditiontothetransportation 51 • • • • Highways andRoads • Job Growth andCommutingPatterns • Walkability • • • Transit andBikeways Implementation of Adaptive Traffic SignalCoordinationProject Early2011 California Road New Traffic SignalsatButterfieldStage Road, MeadowsParkway, andRancho and RanchoCaliforniaRoad Widening Projects; DiazRoadRealignment; Old Town Front StreetandInfrastructure Improvements; Pechanga Parkway construction in2011 New French Valley Parkway InterchangeProject (Phase I)expectedtobegin and StateRoute79South; OverlandDriveOvercrossing I-15 Interchangeimprovementsat Winchester Road, RanchoCaliforniaRoad, Concept Working Group) Concept Working local jobsinkey industryclusters (I-15InterregionalPartnership –SmartGrowth partners onregionaltransportation solutionsandstrategies tocreatemore Collaboration with Western RiversideCouncilofGovernments andother standards forwalkability City investmentshaveresultedinOld Town/Downtown meetingnational Murrieta CreekMulti-Purpose Trail along DiazRoadatMurrietaCreek Bikeways andMulti-Trails MasterPlan and Trails Map Free City Trolley (Harveston-PromenadeMall) Temecula’s Transportation,Mobility & Connectivity Accomplishments &

Transportation Mobility & Connectivity 5 was atvariance withtheCity’s data, whichshowsthatwiththeexceptionofafew improvements forbettercirculation. However, residents’perceptionofcongestion almost 96percentsaiditwas ahighspendingprioritytofundinfrastructure with theCity’s effortstoimprovetraffic circulationandreducecongestion, and Slightly lessthan70percentofsurveyrespondentsweresatisfiedorvery Traffic CongestionandCirculation standard forthenexttwentyyearsandbeyond. priority tothemaintenanceofitsexistingroadsandinfrastructure tosustainthis maintenance oflocalstreetsandroads. ItwillbeimportantfortheCitytogive Almost 87percentofsurveyrespondentsweresatisfiedorverywiththe Maintenance ofLocalRoadsandStreets service butlowerlevelsofranking asafundingpriority. perceptions andactuallevelsofservice, andresidentdesiresforhighlevelsof and IndicatorsDashboardwhichfollow. There issomevariance betweenresident Survey Highlights the are summarizedin below and are described these sources provided. CombinedwiththeQLMPcommunityinput, overall key findingsfrom transportation-related infrastructure, andCitydataonactualservicelevels reports onresidentsatisfactionwiththeCity’s levels ofserviceandquality The statusofspecificindicatorsisshownintwoways: the2007 True NorthSurvey 52 a contributingfactortocongestion. in vans orcarpools. Lessthantwopercent usedpublictransit. These patternsare nearly 84percentofthemdrove toworkalone, withanother12percent driving “job shed.” 2007 surveyof A Western RiversideCounty commutersshowedthat in Murrietaareincluded, considering Temecula andMurrieta asthe Twin Cities Temecula. The percentageforlocaljobsincreasesto28.1percentwhen Less than20percentofthejobsin Temecula wereheldbypeoplelivingin In 2008, only23.3percentof Temecula’s employedresidentsworked in Temecula. Job Growth andCommutingPatterns compared toFebruary 2011, andup13percentfiscalyeartodate. seen ridershipforthe Trolley increasebyninepercentsinceFebruary 2010when is likely duetotherecession. However, thefreeHarveston Trolley routewhich has although recent2010datademonstrates asignificantdeclineinridershipwhich annually) thanpopulationgrowth(5.9percentsinceFY2004-05, Public transit ridershipin Temecula increasedatafasterrate (17.2percent showed aneedforimprovement, with73.3percentsatisfiedorverysatisfied. Resident satisfactionwithpublictransportation andshuttleservicesin2007 Transit and lesscompactdevelopmentinthenewerareasofCity. area, while the average for the Cityranks much lower, duetomorelow density Old Town/Downtown Temecula meetstheNational standardforbeingawalkable Walkability and muchworkremainstocompletethenetwork. to expandandimprovethenetworkofrecreationaltrails islessthan60percent, maintenance ofexistingtrails andpathways. However, theirpriorityforspending other pathways isverystrongandtheyaresatisfiedorwiththe Temecula residents’desireforexpandedandconnectedbike trails and Bike Trails andPathways roadway segmentsmonitoredannually operate atacceptablelevelsofservice. Service Bandtheremainingtwooperate ataLevelofServiceD. Mostof the157 Dept. ofPublic Works, sixoperate ataLevelofService A, oneoperates atlevelof congestion. Ofthenineroadway segmentsregularly monitoredbythe Temecula intersections, Temecula’s transportation systemisoperating wellandwithlittle Note: Residentratingsarelistedintheareaofsatisfactionorpriority.

by theirprioritiesforspending. The responsesfromthe2007 True NorthSurvey, above, show thepercentageofresponsesforeachindicatorinareareflectinglevelresidentsatisfaction, followed roads andintersections,signaltimingothermeasures Resident satisfactionwithefforts toimprovetrafficcirculationbyimproving Citizen spendingpriorityforparkandridefacilities Resident Satisfactionwithpublictransportationandshuttleservices Resident satisfactionwithmaintenanceofBikeTrails and Pathways Resident satisfactionwithmaintenanceoflocalstreetsandroads • • Rating ofResidentSpendingPriorities Transit Bike Trails,Pathwaysand Walkability Traffic Congestion/Circulation Local Streets andRoadsMaintenance Expanding andimprovingtheCity’s Networkofrecreational trails For infrastructureimprovementstoimprovetrafficcirculation TOPIC True NorthSurveyResponses(2007) 53 Exceeds Expectations or isaHighPriority 95.8% 85.8% 86.6% (>85% ) Progressing orisa Medium Priority (70-84%) 73.3% or isaLowPriority Not Satisfied 61.2% 57.7% 69.7% (<70% )

by theirprioritiesforspending. The responsesfromthe2007 True NorthSurvey, above, show thepercentageofresponsesforeachindicatorinareareflectinglevelresidentsatisfaction, followed Citizen spendingpriorityforparkandridefacilities Resident Satisfactionwithpublictransportationandshuttleservices Resident satisfactionwithmaintenanceofBikeTrails and Pathways roads andintersections,signaltimingothermeasures Resident satisfactionwithefforts toimprovetrafficcirculationbyimproving Resident satisfactionwithmaintenanceoflocalstreetsandroads • • Rating ofResidentSpendingPriorities Transit Bike Trails,Pathwaysand Walkability Traffic Congestion/Circulation Local Streets andRoadsMaintenance Expanding andimprovingtheCity’s Networkofrecreational trails For infrastructureimprovementstoimprovetrafficcirculation TOPIC True NorthSurveyResponses(2007) 53 Exceeds Expectations or isaHighPriority 95.8% 85.8% 86.6% (>85% ) Progressing orisa Medium Priority (70-84%) 73.3% or isaLowPriority Not Satisfied 61.2% 57.7% 69.7% (<70% )

Transportation Mobility & Connectivity 5 The Indicators Dashboard below illustrates the City’s progress based on transportation-related planning, design and investments will need to prepare by: biking, pedestrian trails and non-single car occupancy; and promote Transportation Mobility & Connectivity performance data for actual levels of service or condition. There are differing • Planning for continued population and economic growth. High Speed Rail where applicable. Strategic Priorities for Temecula 2030 levels of standards based on the specific indicator. The actual level of performance • Planning for demographic changes. Even though Temecula’s population growth • Taking advantage of new communications technologies and innovations such is shown in the category of progress achieved. has in large part been driven by families with school-age children, the City’s as alternative fuel vehicles and “smart” transportation systems - additional • Collaborate with the County, the Pechanga Band of Luisñeno Indians and population is diversifying demographically, leading to additional needs and resources that will help manage transportation demand and improve choice. other local and regional partners on critical infrastructure planning and Strategic Priorities market preferences, especially for the Boomers and Gen Yers (ages 21-30). • Working with local and regional transportation partners to leverage existing investments. Major projects that support local and regional transportation Temecula’s residents and leaders clearly identified several key priorities to achieve • Meeting new state and federal regulations and policies requiring that resources for all available transportation modes. efforts include the new French Valley Parkway/I-15 Overcrossing and Interchange Project (Phases I and II); the Winchester Road/I-15 Interchange the City’s transportation mobility and connectivity goals. Accomplishing these communities reduce greenhouse gas emissions and promote sustainability. • Supporting local and regional efforts to enhance transit opportunities, including on/off ramps; the I-15/State Route 79 South Ultimate Interchange; and the priorities also will help the City meet its sustainability goals and become one of New programs and resources are providing incentives for communities to transit centers and park and ride facilities. Western Bypass Corridor. the most welcoming, livable and innovative cities in California. To do so, the City’s better link transportation planning and land use; expand choices for transit, • Pursuing lower-cost, high-benefit projects that address congested locations, maintain or improve safety, and can be implemented more quickly than 5 full-scale projects. • Building interconnected bicycle and multi-purpose trails one system at a time, with emphasis placed on removal of travel barriers and safety for bicyclists and Transportation Mobility & Connectivity Indicators Dashboard pedestrians. INDICATOR Meets/Exceeds Goals Progressing Needs Improvement • Dedicating funding to maintain the City’s infrastructure and transportation systems to maximize its useful life and optimize public safety. Local Streets and Roads Maintenance Goal: Ensure that 75 percent of City’s lane miles meet or exceed PCI standard 87% meet (Pavement Condition Index) of 70 PCI standard Accomplishing these strategic priorities will require collaboration with many Traffic Congestion/Circulation partners. Effective collaboration is the hallmark of the City’s success thus Goal: Ensure 85% of intersections along the roadway network defined by the 4 far, and will continue to help the City achieve its goals for the next 20 years. Circulation Element of the General Plan operate at a Level of Service “D” or better These accomplishments will increase livability; improve productivity; provide • Complete the missing links of bike trails and pathways as identified in the Master Plan. Identify remaining incomplete segments of Class 1 Bike Lanes/ Goal: Ensure 90% of the road segments along the roadway network defined by the 4 opportunities for more healthy lifestyles; better connect jobs, housing, schools, Circulation Element of the General Plan operate at a Level of Service “D” or better Trails and Class II Bike Lanes and incorporate projects into the CIP budget. recreation and other services; provide for increased accessibility; and improve the Bike Trails, Pathways and Walkability “return on investment” of transportation infrastructure investments. • Enhance the City’s Safe Routes to School Program 45 miles, or Mobility & Connectivity Transportation Goal: Complete 80 miles of Bikes Lanes - show increase from 2011 baseline • Redevelop the Jefferson Corridor as a transit-oriented development (TOD) 57% completed Other Potential Indicators destination with multiple activity nodes including financial-services, hotels/ 22 miles, or restaurants, light industrial and residential hubs linking to a nearby transit Goal: Complete 78 miles of Multipurpose Trails - show increase from 2011 baseline As the City implements the QLMP, it can add additional indicators such as the 28% completed center, and the Rancho California Interchange and Old Town/Downtown following: Goal: Maintain a “Very Walkable” rating for Old Town; 70-89 is a rating of Rating: 77 at the South end of the corridor “Very Walkable” based on Walk Score® • Secure other commuter rail and dedicated bus lanes. Work with the Riverside Goal: Maintain a “Walkable” Rating for a Citywide average; 50-69 is a rating of • All residents living within ¼ mile or 10 minutes walking distance of an Rating: 44 Transit Authority (RTA) to improve connections between neighborhoods and “Walkable” based on Walk Score®; less than 50 is very car dependent activity node. commuter bus lines Transit • Pedestrian, bike and transit performance measures for an interconnected • Coordinate with stakeholders to prepare a Wine Country transportation access 10.9 % Increase in network, with access to transit. Goal: Increase transit ridership by 5 percent ridership in FY2010 and infrastructure plan • Percent of trips by mode of transportation. 11.7% Increase in • Coordinate with stakeholders to develop a regional commuter airport Goal: Increase inter-regional transit ridership by 5 percent • Changes in commute patterns by expanding job growth closer to home. ridership in FY 2010 • Increase home grown jobs in the Twin Cities area (Temecula/Murrieta) and the Note: Outcomes are listed in area of progress share of jobs in regional industry clusters to reduce the need for commuting and improve the base of quality jobs

54 55 The Indicators Dashboard below illustrates the City’s progress based on transportation-related planning, design and investments will need to prepare by: biking, pedestrian trails and non-single car occupancy; and promote Transportation Mobility & Connectivity performance data for actual levels of service or condition. There are differing • Planning for continued population and economic growth. High Speed Rail where applicable. Strategic Priorities for Temecula 2030 levels of standards based on the specific indicator. The actual level of performance • Planning for demographic changes. Even though Temecula’s population growth • Taking advantage of new communications technologies and innovations such is shown in the category of progress achieved. has in large part been driven by families with school-age children, the City’s as alternative fuel vehicles and “smart” transportation systems - additional • Collaborate with the County, the Pechanga Band of Luisñeno Indians and population is diversifying demographically, leading to additional needs and resources that will help manage transportation demand and improve choice. other local and regional partners on critical infrastructure planning and Strategic Priorities market preferences, especially for the Boomers and Gen Yers (ages 21-30). • Working with local and regional transportation partners to leverage existing investments. Major projects that support local and regional transportation Temecula’s residents and leaders clearly identified several key priorities to achieve • Meeting new state and federal regulations and policies requiring that resources for all available transportation modes. efforts include the new French Valley Parkway/I-15 Overcrossing and Interchange Project (Phases I and II); the Winchester Road/I-15 Interchange the City’s transportation mobility and connectivity goals. Accomplishing these communities reduce greenhouse gas emissions and promote sustainability. • Supporting local and regional efforts to enhance transit opportunities, including on/off ramps; the I-15/State Route 79 South Ultimate Interchange; and the priorities also will help the City meet its sustainability goals and become one of New programs and resources are providing incentives for communities to transit centers and park and ride facilities. Western Bypass Corridor. the most welcoming, livable and innovative cities in California. To do so, the City’s better link transportation planning and land use; expand choices for transit, • Pursuing lower-cost, high-benefit projects that address congested locations, maintain or improve safety, and can be implemented more quickly than 5 full-scale projects. • Building interconnected bicycle and multi-purpose trails one system at a time, with emphasis placed on removal of travel barriers and safety for bicyclists and Transportation Mobility & Connectivity Indicators Dashboard pedestrians. INDICATOR Meets/Exceeds Goals Progressing Needs Improvement • Dedicating funding to maintain the City’s infrastructure and transportation systems to maximize its useful life and optimize public safety. Local Streets and Roads Maintenance Goal: Ensure that 75 percent of City’s lane miles meet or exceed PCI standard 87% meet (Pavement Condition Index) of 70 PCI standard Accomplishing these strategic priorities will require collaboration with many Traffic Congestion/Circulation partners. Effective collaboration is the hallmark of the City’s success thus Goal: Ensure 85% of intersections along the roadway network defined by the 4 far, and will continue to help the City achieve its goals for the next 20 years. Circulation Element of the General Plan operate at a Level of Service “D” or better These accomplishments will increase livability; improve productivity; provide • Complete the missing links of bike trails and pathways as identified in the Master Plan. Identify remaining incomplete segments of Class 1 Bike Lanes/ Goal: Ensure 90% of the road segments along the roadway network defined by the 4 opportunities for more healthy lifestyles; better connect jobs, housing, schools, Circulation Element of the General Plan operate at a Level of Service “D” or better Trails and Class II Bike Lanes and incorporate projects into the CIP budget. recreation and other services; provide for increased accessibility; and improve the Bike Trails, Pathways and Walkability “return on investment” of transportation infrastructure investments. • Enhance the City’s Safe Routes to School Program 45 miles, or Mobility & Connectivity Transportation Goal: Complete 80 miles of Bikes Lanes - show increase from 2011 baseline • Redevelop the Jefferson Corridor as a transit-oriented development (TOD) 57% completed Other Potential Indicators destination with multiple activity nodes including financial-services, hotels/ 22 miles, or restaurants, light industrial and residential hubs linking to a nearby transit Goal: Complete 78 miles of Multipurpose Trails - show increase from 2011 baseline As the City implements the QLMP, it can add additional indicators such as the 28% completed center, and the Rancho California Interchange and Old Town/Downtown following: Goal: Maintain a “Very Walkable” rating for Old Town; 70-89 is a rating of Rating: 77 at the South end of the corridor “Very Walkable” based on Walk Score® • Secure other commuter rail and dedicated bus lanes. Work with the Riverside Goal: Maintain a “Walkable” Rating for a Citywide average; 50-69 is a rating of • All residents living within ¼ mile or 10 minutes walking distance of an Rating: 44 Transit Authority (RTA) to improve connections between neighborhoods and “Walkable” based on Walk Score®; less than 50 is very car dependent activity node. commuter bus lines Transit • Pedestrian, bike and transit performance measures for an interconnected • Coordinate with stakeholders to prepare a Wine Country transportation access 10.9 % Increase in network, with access to transit. Goal: Increase transit ridership by 5 percent ridership in FY2010 and infrastructure plan • Percent of trips by mode of transportation. 11.7% Increase in • Coordinate with stakeholders to develop a regional commuter airport Goal: Increase inter-regional transit ridership by 5 percent • Changes in commute patterns by expanding job growth closer to home. ridership in FY 2010 • Increase home grown jobs in the Twin Cities area (Temecula/Murrieta) and the Note: Outcomes are listed in area of progress share of jobs in regional industry clusters to reduce the need for commuting and improve the base of quality jobs

54 55 strengths are,wheretheyneedtoimproveandlackknowledgeorinformation. Checking theresultsofadecisionagainstitsexpectationsshows(decisionmakers)whattheir ACCOUNTABLE &RESPONSIVE City Government 6 57

Accountable & Responsive City Government 6 strengths are,wheretheyneedtoimproveandlackknowledgeorinformation. Checking theresultsofadecisionagainstitsexpectationsshows(decisionmakers)whattheir ACCOUNTABLE &RESPONSIVE City Government 6 57

Accountable & Responsive City Government 6 CORE VALUE Temecula’s Accountable & Responsive “I truly believe that one of the things that sets us apart is that City Government Accomplishments Accountable & Responsive City Government great cities don’t let things happen by accident. One of the reasons Temecula has been successful is that we plan very well. What Is An Accountable and Responsive City Government Temecula’s Accountable & Responsive – Jeff Comerchero, City Council Member and Why Is It Important? City Government Goals for 2030

Temecula’s strength is its people. The City is successful today because of hard-working community-minded residents who have shaped the City and have chosen Temecula to Measuring Our Progress be their home. They are deeply committed to their community and require a reliable How do we know if we are achieving our goals? In the 2007 True North Survey, 6 two-way communication effort from their City government that provides information residents rated highly their satisfaction with the job the City is doing to provide City on issues vital to this relationship. services, the City staff’s levels of customer service, and special events within the City. At the QLMP Community meetings, residents also expressed a generally high level of An accountable and responsive City government is one that sets a standard for satisfaction and appreciation for the City’s high quality of life, delivery of services, fiscal excellence in the governance of the City. It embodies leadership that is accessible to condition, and responsiveness of/accessibility to City leaders and City staff. Another residents, businesses and employees; transparent in its decision making; committed aspect of responsive government is the level of citizen engagement in the civic life of to the effective and efficient delivery of services that the community values the most; the community and the opportunities provided by the City. Fiscal Stability and Effectiveness and is a steward of the City’s human and fiscal resources. It demonstrates a culture • Maintains an A+ Bond credit rating of leadership that helps the community navigate through change. It also provides an To ensure that the City continues to monitor its effectiveness in meeting community • Maintained a minimum 20 percent budget reserve for last 16 years opportunity for residents to be engaged and involved in their community. goals, the City is developing the following indicators to measure progress toward • Recognized for excellence in budgeting for both annual operating and capital achieving these goals: improvement budgets every year since 1990 In its twenty years as a City, Temecula’s City Government, in partnership with residents, • Maintain a streamlined and flexible organization which responds to the changing • Provided a rolling five year budget overview have set high standards for excellence and clear priorities that have made Temecula a needs and priorities of the community • Cost of city services per capita • A twenty-one year history of Annual General Fund Revenues always exceeding great place to live, work and play. The City has striven to balance these aspirations with • City Bond rating • Create and maintain a comprehensive financial commitment to protect City assets General Fund Expenses the realities of resource constraints and competing demands, guided by deliberative

• Number of full time staff per 1,000 residents Accountable & Responsive City Government through the implementation of a formal Asset Management Plan • Over the past five years the City has lowered the per capita costs of providing services processes that involve listening to the community, setting clear and achievable goals, • General Fund reserve while at the same time maintaining a high standard of service delivery making careful investments, being adaptive to changing conditions, and assessing • Expand the service measurement system that monitors and measures the • Revenues – sales tax and transient occupancy tax • Low General Fund debt level and no anticipated debt needs in the medium term outcomes to improve future performance. organization’s effectiveness, guides budgeting decisions and assists the City Council • Number of public safety personnel in making informed policy decisions • Registered voter turnout • Very strong financial performance and fund balance position Goals • Resident participation in boards, commissions, and other leadership activities The City’s overall goal is to build a fiscally-sound organization which responds to • Provide the highest quality of service to all members of the community at the most Resident Engagement cost-effective rate • Volunteerism at City programs and facilities the expectations of its constituents, maintains service standards, delivers services in • Eighteen City residents annually participate on City Boards and Commissions an efficient and effective manner, and is constantly striving to be better and more • Promote innovation and adopt technology that enhances utilization of city-wide Although many of these indicators have not yet been formally tracked by staff, the City, • The City’s Youth in Government program provides mentoring for leadership productive. A key element to achieving this goal is the creation of a plan that will access to information and data since its incorporation, has actively pursued efficient and cost-effective government as development of the City’s youth establish a long-term view of the appropriate level of costs needed to maintain City shown at right. • A total of 984 volunteers support City programs and facilities logging in assets at existing or improved levels of quality for roadways, parks and public buildings, • Provide consistently professional services and information to customers and approximately 19,000 hours to the year 2030 and beyond. This Asset Management Plan will be completed in 2012. constituents in the community

58 59 CORE VALUE Temecula’s Accountable & Responsive “I truly believe that one of the things that sets us apart is that City Government Accomplishments Accountable & Responsive City Government great cities don’t let things happen by accident. One of the reasons Temecula has been successful is that we plan very well. What Is An Accountable and Responsive City Government Temecula’s Accountable & Responsive – Jeff Comerchero, City Council Member and Why Is It Important? City Government Goals for 2030

58 59 Note: Residentratingsarelistedinthe areaofsatisfactionorpriority.

The Cityhasmaintainedabondrating of A+ andisstrivingtoimproveitan A++. City BondRating has asecondaryreserve. The CityhasmaintainedaGeneral Fundreserveof20percentforsixteenyearsand General Fundreserve turnover whichprovidescontinuedstabilityforplanningandoperations. The Cityhas1.5staffper1,000residents. The Cityalsoexperiencesalowratio ofstaff Number offulltimestaffper1,000Residents many years. The City’s CostofCity Services perCapitafor2011-12is$523.40. The Cityhasbeenabletomaintainastablecostofprovidingservicespercapitaover Cost ofCityServicesPer Capita Indicators Dashboardwhichfollow. with key findingssummarizedbelowanddatapresentedintheSurveyhighlights North SurveyDataiscombinedwiththeQLMPcommunityinputandotherresearch, types ofactivities, whichinturnfostersaccountabilityandsocialcohesion. The True City providesnumerousopportunitiesforengagementofresidentsinmanydifferent noted,As operationof residentsatisfactionwiththe the level high.City is ofthe The the Internet,andothermeans Resident satisfactionwithCity’s communicationsefforts throughnewsletters, Resident satisfactionwithspecialevents Resident satisfactionwithCitystaff customerservice Resident satisfactionwiththeservicesCityisproviding Community Involvement City Services TOPIC True NorthSurveyResponses(2007) 60 communities witholderpopulations. election years, andhigherrates ofvoterregistration andturnoutaretypicallyseenin percent) was lowerthanseveral othercities. Voter turnoutoutishigherinpresidential but theoverall percentageofpopulationregisteredtovote(eligiblevoters, 40.98 casting ballots (2008 presidentialelection). Voter turnoutwas high, at84.12percent, The Cityranked 11thoutofallRiversideCountycitiesforthepercentpopulation Registered Voter Turnout City. This generates significantrevenuewhichisusedforthepromotionoftourism. assesses fourpercentoftheroomrate onovernightstaysatlodgingfacilitiesinthe million. Inadditiontothe TOT, theCityhasformeda Tourism ImprovementDistrictthat lowest TOT rate (8 percent)of all citiesinRiverside County, withrevenues over $1 other lodging, ispartly due toan increase inthe number ofrooms. The Cityhas the 2010 over2009. The increaseinthe TOT, generated fromstaysinhotels, motelsand 10.3 percentannuallyfrom1998through2008andincreasedbytwelvein (through 2009/10), reflectingtheimpactofRecession. The TOT grewonaverage have decreased, onaverage, atanannualrate of7.4percentsinceFY2006/07 Sales taxandtransient occupancy tax(TOT) havebeenvariable. Salestaxrevenues Revenues Exceeds Expectations or isaHighPriority 94.8% 96.7% 91.7% (>85% ) Progressing orisa Medium Priority (70-84%) 73.3% or isaLowPriority Not Satisfied (<70% ) Note: Outcomesshown inareasofprogress volunteerism thatwas identifiedbythe Temecula Valley ChamberofCommerce. Volunteers loggedatotalof18,773.25hoursin2010. This doesnotreflectextensive the numberofvolunteers, hasincreasedbyapproximately 46%from2008to2010. as wellatvarious specialeventsthroughouttheyear. Volunteerism, intermsof Senior Center, ProfessorPennypickle’s Workshop, andthe Temecula Valley Museum, the Temecula PublicLibrary, Old Town Temecula Community Theater, theMaryPhilips The Cityof Temecula hasaveryextensivevolunteerprogram. Volunteers areutilizedat Volunteerism to provideguidancefortheQualityofLifeMasterPlan. The CityCouncilcreatedaBlueRibbonCommitteeof28leaders, partnersandresidents leadership iscommittedtodevelopingthenextgeneration ofleadershipfortheCity. City’sthe development of for leadership participation activities youth. Today’s the City’s Youth inGovernmentprogram was developedtoprovidementoringand Eighteen CityresidentsannuallyparticipateonBoardsandCommissions, and Resident participationinboards, commissions, andotherleadership activities as apercentofGeneralFundexpenditures Number offulltimestaff per1,000residentialpopulation;Goal:Maintain/reducestaffingcosts Cost perCapitaofCityoperatingbudget;Goal:Maintainorreduce annualnetpercapitacost “Progressing;” decliningattendance is“NeedsImprovement.” Participation inSpecialEvents;Goal: Increasingattendance;Steadyattendanceis Volunteerism, Library;Goal:Increaseinhoursvolunteered Participation inBoards,Commissions, Leadershipactivities;Goal: Registered Voter Turnout: Goal: 80%+RegisteredVoters Transient OccupancyTax; Goal:Increaseannually Sales Tax percapita;Goal:Increaseannually. NeedsImprovement:decreaseannually General FundReserve;Goal:20percent Bond Rating;Goal:A+

Fiscal Operations Revenues Involved Citizens INDICATOR Accountable &ResponsiveGovernmentIndicators Dashboard 61 indicator. The actuallevelofperformanceisshowninthecategoryprogress achieved. of serviceorcondition. There aredifferinglevelsofstandardsbasedonthespecific items belowillustrate theCity’sperformance dataforactuallevels progressbasedon level ofsatisfaction, followedbytheirprioritiesforspending. The IndicatorsDashboard The percentageofresponsesforeachindicatorisshownintheareareflecting The responsesfromthe2007 True NorthSurveyofresidentsarepresentedatleft. over theyearsatalltheseevents. the Town Square, andSanta’s Electric Light parade. Attendance hasbeensteadily rising Concert Series, Moonlight Movies inthePark, HalloweenFamily Carnival, iceskatingin Festival, Bluegrass Festival, Western Days, 4thofJulyExtravaganza, SummerSunset residents andvisitors. They includeparades, RodRun, StreetPainting andPlein Air The Cityoffersmanyeventsthroughouttheyear, whicharehighlyregardedby City Events 18%+ Meets/Exceeds Goals 12%, 84% 20% (2009-2010) (2007-2009) A+ 4 Progressing $523.40 1.5 4 -7.4% annually Needs Improvement

Accountable & Responsive City Government 6 Note: Residentratingsarelistedinthe areaofsatisfactionorpriority.

The Cityhasmaintainedabondrating of A+ andisstrivingtoimproveitan A++. City BondRating has asecondaryreserve. The CityhasmaintainedaGeneral Fundreserveof20percentforsixteenyearsand General Fundreserve turnover whichprovidescontinuedstabilityforplanningandoperations. The Cityhas1.5staffper1,000residents. The Cityalsoexperiencesalowratio ofstaff Number offulltimestaffper1,000Residents many years. The City’s CostofCity Services perCapitafor2011-12is$523.40. The Cityhasbeenabletomaintainastablecostofprovidingservicespercapitaover Cost ofCityServicesPer Capita Indicators Dashboardwhichfollow. with key findingssummarizedbelowanddatapresentedintheSurveyhighlights North SurveyDataiscombinedwiththeQLMPcommunityinputandotherresearch, types ofactivities, whichinturnfostersaccountabilityandsocialcohesion. The True City providesnumerousopportunitiesforengagementofresidentsinmanydifferent noted,As operationof residentsatisfactionwiththe the level high.City is ofthe The the Internet,andothermeans Resident satisfactionwithCity’s communicationsefforts throughnewsletters, Resident satisfactionwithspecialevents Resident satisfactionwithCitystaff customerservice Resident satisfactionwiththeservicesCityisproviding Community Involvement City Services TOPIC True NorthSurveyResponses(2007) 60 communities witholderpopulations. election years, andhigherrates ofvoterregistration andturnoutaretypicallyseenin percent) was lowerthanseveral othercities. Voter turnoutoutishigherinpresidential but theoverall percentageofpopulationregisteredtovote(eligiblevoters, 40.98 casting ballots (2008 presidentialelection). Voter turnoutwas high, at84.12percent, The Cityranked 11thoutofallRiversideCountycitiesforthepercentpopulation Registered Voter Turnout City. This generates significantrevenuewhichisusedforthepromotionoftourism. assesses fourpercentoftheroomrate onovernightstaysatlodgingfacilitiesinthe million. Inadditiontothe TOT, theCityhasformeda Tourism ImprovementDistrictthat lowest TOT rate (8 percent)of all citiesinRiverside County, withrevenues over $1 other lodging, ispartly due toan increase inthe number ofrooms. The Cityhas the 2010 over2009. The increaseinthe TOT, generated fromstaysinhotels, motelsand 10.3 percentannuallyfrom1998through2008andincreasedbytwelvein (through 2009/10), reflectingtheimpactofRecession. The TOT grewonaverage have decreased, onaverage, atanannualrate of7.4percentsinceFY2006/07 Sales taxandtransient occupancy tax(TOT) havebeenvariable. Salestaxrevenues Revenues Exceeds Expectations or isaHighPriority 94.8% 96.7% 91.7% (>85% ) Progressing orisa Medium Priority (70-84%) 73.3% or isaLowPriority Not Satisfied (<70% ) Note: Outcomesshown inareasofprogress volunteerism thatwas identifiedbythe Temecula Valley ChamberofCommerce. Volunteers loggedatotalof18,773.25hoursin2010. This doesnotreflectextensive the numberofvolunteers, hasincreasedbyapproximately 46%from2008to2010. as wellatvarious specialeventsthroughouttheyear. Volunteerism, intermsof Senior Center, ProfessorPennypickle’s Workshop, andthe Temecula Valley Museum, the Temecula PublicLibrary, Old Town Temecula Community Theater, theMaryPhilips The Cityof Temecula hasaveryextensivevolunteerprogram. Volunteers areutilizedat Volunteerism to provideguidancefortheQualityofLifeMasterPlan. The CityCouncilcreatedaBlueRibbonCommitteeof28leaders, partnersandresidents leadership iscommittedtodevelopingthenextgeneration ofleadershipfortheCity. City’sthe development of for leadership participation activities youth. Today’s the City’s Youth inGovernmentprogram was developedtoprovidementoringand Eighteen CityresidentsannuallyparticipateonBoardsandCommissions, and Resident participationinboards, commissions, andotherleadership activities “Progressing;” decliningattendance is“NeedsImprovement.” Participation inSpecialEvents;Goal: Increasingattendance;Steadyattendanceis Volunteerism, Library;Goal:Increaseinhoursvolunteered Participation inBoards,Commissions, Leadershipactivities;Goal: Registered Voter Turnout: Goal: 80%+RegisteredVoters Transient OccupancyTax; Goal:Increaseannually Sales Tax percapita;Goal:Increaseannually. NeedsImprovement:decreaseannually General FundReserve;Goal:20percent Bond Rating;Goal:A+ as apercentofGeneralFundexpenditures Number offulltimestaff per1,000residentialpopulation;Goal:Maintain/reducestaffingcosts Cost perCapitaofCityoperatingbudget;Goal:Maintainorreduce annualnetpercapitacost Involved Citizens Revenues Fiscal Operations INDICATOR Accountable &ResponsiveGovernmentIndicators Dashboard 61 indicator. The actuallevelofperformanceisshowninthecategoryprogress achieved. of serviceorcondition. There aredifferinglevelsofstandardsbasedonthespecific items belowillustrate theCity’sperformance dataforactuallevels progressbasedon level ofsatisfaction, followedbytheirprioritiesforspending. The IndicatorsDashboard The percentageofresponsesforeachindicatorisshownintheareareflecting The responsesfromthe2007 True NorthSurveyofresidentsarepresentedatleft. over theyearsatalltheseevents. the Town Square, andSanta’s Electric Light parade. Attendance hasbeensteadily rising Concert Series, Moonlight Movies inthePark, HalloweenFamily Carnival, iceskatingin Festival, Bluegrass Festival, Western Days, 4thofJulyExtravaganza, SummerSunset residents andvisitors. They includeparades, RodRun, StreetPainting andPlein Air The Cityoffersmanyeventsthroughouttheyear, whicharehighlyregardedby City Events 18%+ Meets/Exceeds Goals 12%, 84% 20% (2009-2010) (2007-2009) A+ 4 Progressing $523.40 1.5 4 -7.4% annually Needs Improvement

Accountable & Responsive City Government 6 Strategic Priorities Other Potential Indicators The City recognizes that it cannot realize the dreams of residents for the high quality Upon completion of the Asset Management Plan, additional indicators may be of life they expect and desire without excellent planning and management of the available. Other potential indicators include: City’s fiscal resources and physical assets. The City’s overarching strategic priority is for enduring fiscal stewardship that will enable it to care for its existing assets, • Community Volunteer participation and recognition complete the priority projects that were goals of the City’s first twenty years, and invest • City technology infrastructure continually in the City’s quality of life for the next twenty years. To do so, the City must plan with full consideration of the numerous demographic, economic, resource and other changes identified throughout the QLMP that will affect the investments and operations of the City.

An accountable and responsive government is one that is inclusive and accessible to all residents. Government effectiveness increases when residents are engaged and informed. The City will continue to value and encourage the involvement of all residents in community life, create opportunities for them to do, and seek their guidance and feedback on how leaders and staff are doing in delivering Temecula’s signature high quality of life. A survey of residents will be undertaken every two years to measure their satisfaction with City services and priorities for services and investments.

Accountable & Responsive City Government Strategic Priorities for Temecula 2030

• Develop and implement a comprehensive asset management strategy for all real infrastructure, City facilities and parks • Pay off the COP (Certificates of Participation) Bonds (used to finance essential public improvements) • Increase the City’s bond rating and minimize the City’s debt burden • Maintain a minimum 20 percent reserve in the General Fund • Utilize the benefits of new technologies and approaches to achieve efficiencies and improved outcomes, to manage public infrastructure and assets and deliver high quality services • Continue to improve communications with residents • Provide additional opportunities for resident civic engagement, including for youth • Maintain and increase overall customer satisfaction with City services • Conduct a survey of resident satisfaction and spending priorities every two years

62 An extremely important element in the preparation of the QLMP was the involvement of the community. In August and September of 2010, more than 100 people attended a 3-day public workshop, sharing what they loved about Temecula and what they would like to see happen in Temecula’s future. Following is a sampling of their responses...

63 QLMP Community Workshops

QLMP COMMUNITY Workshops

65 QLMP Community Workshops

QLMP COMMUNITY Workshops

65 QLMP Community Workshops August 31, September 1 & 2, 2010

Question: Question: “What do you like most about Temecula?” “What is your vision of Temecula in 2030?”

“Being in the heart of wine country, casual lifestyle, Hospital Celebrates 10 Year Anniversary plenty of activities/entertainment, unique and authentic “Mayor Smith celebrated with the administration of gathering places, Old Town, Wine Country, Promenade, the Temecula Valley Medical Center today. Our state- rural feel, great schools, great open spaces/parks of-the-art medical facility opened its doors to the first (Birdsall)/recreation, good ‘curb’ appeal, attractive city patient 10 years ago today. Our hospital has witnessed and surroundings, sense of community spirit and positive thousands of births and saved countless lives over the attitude/pride, relative lack of crime, squalor (proactive), last decade...” safe, hills, seasonal weather, balloons, air quality, good city funding (tax base), water presence of aquifers”.

Front and Main Monorail Finally Rolls Out “From its early conception at the “Quality of Life Master “Environment: landscape, mountains, natural trails and Plan” 20 years ago, the 1st high-speed commuter spring natural ponds, man-made parks. People: people monorail pulled out of the Front and Main Street station who care about Temecula, sense of community. Schools: headed south to San Diego. Packed with early morning

kid-friendly playgrounds, parks, activities. Western Old commuters, the gleaming blue and yellow club cars were QLMP Community Workshops Town: pedestrian atmosphere, summer music. Security stocked with fresh squeezed locally grown grapefruit and safety. Nice housing and services.” juice and coffee...Within a few minutes the next train left for OC, LA, and Riverside...”

“Temecula is a place where all are respected, the vulnerable among us are protected and when decisions “While other communities around Temecula seem to be are made, you can count on people doing the right thing. struggling, Temecula continues to flourish. The reason– Parks, libraries, museums, theater, live performances, the planning from the past 2 decades has kept pace beautiful Old Town, friendly, helpful, community with the influx of new families and all their needs. A oriented, events, initiatives. The circular belts of green special thanks to all the residents for their efforts and (Lake Skinner, wineries, Diamond Valley, mountains).” volunteerism now as always in the past. Good luck to all you tennis players, enjoy the new 20 court sports complex with lights!”

66 67 QLMP Community Workshops August 31, September 1 & 2, 2010

Question: Question: “What do you like most about Temecula?” “What is your vision of Temecula in 2030?”

66 67 Notes

1 http://www.brookings.edu/metroamerica 2 “Where are the Next Cities?” Area Development Magazine, August/September 2009 3 http://www.wikihow.com/Help-Your-Community-Be-A-Safe-One 4 Urban Land Magazine, “Sustainable Cities of the 21st Century,” July 2007 5 California Transportation Plan 2025, p.3, California Transportation Plan 6 Peter Drucker, Management Consultant

A P PLIED DEVELOP MENT CONTENTS PREPARED FOR THE CITY OF TEMECULA BY: ECONO M I C S