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AGENDA
TEMECULA PUBLIC / TRAFFIC SAFETY COMMISSION
REGULAR MEETING
COUNCIL CHAMBERS
41000 MAIN STREET
TEMECULA, CALIFORNIA
JANUARY 26, 2023 - 6:00 PM
CALL TO ORDER: Chairperson Richardson
FLAG SALUTE: Commissioner Carter
SWEARING IN: James Richardson, Bradley Sullivan
ROLL CALL: Ackerman, Carter, Matics, Richardson, Sullivan
PUBLIC COMMENT
A total of 30 minutes is provided for members of the public to address the Commission on matters not
listed on the agenda. Each speaker is limited to 3 minutes. Public comments may be made in person at
the meeting by submitting a speaker card to the Commission Secretary or by submitting an email to be
read aloud into the record at the meeting. Email comments must be submitted to
PublicTrafficSafetyCommission@temeculaca.gov. Speaker cards for in-person comments will be called
in the order received by the Commission Secretary and then, if time remains, email comments will be
read. Email comments on all matters must be received prior to the time the item is called for public
comments. All public participation is governed by the Council Policy regarding Public Participation at
Meetings adopted by Resolution No. 2021-54.
CONSENT CALENDAR
All matters listed under the Consent Calendar are considered to be routine and all will be enacted by one
roll call vote. There will be no discussion of these items unless members of the Commission request
specific items be removed from the Consent Calendar for separate action. A total of 30 minutes is
provided for members of the public to address the Commission on items that appear on the Consent
Calendar. Each speaker is limited to 3 minutes. Public comments may be made in person at the meeting
by submitting a speaker card to the Commission Secretary or by submitting an email to be read aloud
into the record at the meeting. Email comments must be submitted to
PublicTrafficSafetyCommission@temeculaca.gov. Speaker cards for in-person comments will be called
in the order received by the Commission Secretary and then, if time remains, email comments will be
read. Email comments on all matters must be received prior to the time the item is called for public
comments. All public participation is governed by the Council Policy regarding Public Participation at
Meetings adopted by Resolution No. 2021-54.
Page 1
Public / Traffic Safety Commission Agenda January 26, 2023
1.Approve Action Minutes of October 27, 2022
That the Public/Traffic Safety Commission approve the Action Minutes of
October 27, 2022.
Recommendation:
Action MinutesAttachments:
BUSINESS
Members of the public may address the Commission on Business items that appear on the agenda. Each
speaker is limited to 5 minutes. Public comments may be made in person at the meeting by submitting a
speaker card to the Commission Secretary or by submitting an email to be read aloud into the record at
the meeting. Email comments must be submitted to PublicTrafficSafetyCommission@temeculaca .gov.
Speaker cards for in-person comments will be called in the order received by the Commission Secretary
and then, if time remains, email comments will be read. Email comments on all matters must be
received prior to the time the item is called for public comments. All public participation is governed by
the Council Policy regarding Public Participation at Meetings adopted by Resolution No . 2021-54.
2.Receive a Presentation on Final Draft of 2022 Local Hazard Mitigation Plan
That the Public/Traffic Safety Commission receive and file the Final Draft
of the 2022 Local Hazard Mitigation Plan.
Recommendation:
Agenda Report
City of Temecula Local Hazard Mitigation Plan 2022
Public Traffic Safety Commission LHMP Brief
Attachments:
3.Approve Change in Ordinance Regarding Golf Carts on City Streets
That the Public/Traffic Safety Commission direct staff to provide an
amendment to Chapter 10.44 of the Municipal Code to define and locate
golf cart use and crossings in the City.
Recommendation:
Agenda Report
Exhibit A – Draft Ordinance
Attachments:
4.Campanula Way - Traffic Calming Analysis
That the Public/Traffic Safety Commission direct staff to maintain current
design conditions and continue to monitor Campanula Way between de
Portola Road and Meadows Parkway.
Recommendation:
Agenda Report
Exhibit A - Location Map
Exhibit B - Multi-Way Stop Warrant Analysis
Attachments:
5.Election of Chairperson and Vice-Chairperson
That the Public/Traffic Safety Commission elect a Chairperson and
Vice-Chairperson to preside through the 2023 Calendar Year.
Recommendation:
Page 2
Public / Traffic Safety Commission Agenda January 26, 2023
Agenda ReportAttachments:
DIVISION REPORT (Receive and File)
6.California Highway Patrol Report
California Highway Patrol Report - December 2022Attachments:
7.Police Chief's Report
Police Chief's Report - December 2022Attachments:
8.Fire Chief's Report
Fire Chief's Report - December 2022Attachments:
9.Traffic Engineer's Report
Traffic Engineer's Report - December 2022Attachments:
DIRECTOR REPORT
COMMISSIONER REPORTS
ADJOURNMENT
The next regular meeting of the Public Traffic Safety Commission will be held on Thursday, February
23, 2023, at 6:00 p.m., in the Council Chambers located at 41000 Main Street, Temecula, California.
NOTICE TO THE PUBLIC
The full agenda packet (including staff reports and any supplemental material available after the original posting
of the agenda), distributed to a majority of the Public Traffic Safety Commission regarding any item on the
agenda, will be available for public viewing in the main reception area of the Temecula Civic Center during
normal business hours at least 72 hours prior to the meeting. The material will also be available on the City's
website at TemeculaCa.gov. and available for review at the respective meeting. If you have questions regarding
any item on the agenda, please contact the Public Works Department at (951) 694-6444.
Page 3
Item No. 1
1
ACTION MINUTES
TEMECULA PUBLIC / TRAFFIC SAFETY COMMISSION
REGULAR MEETING
COUNCIL CHAMBERS
41000 MAIN STREET
TEMECULA, CALIFORNIA
OCTOBER 27, 2022 - 6:00 PM
CALL TO ORDER at 6:00 PM: Chairperson Richardson
FLAG SALUTE: Commissioner Ackerman
ROLL CALL: Ackerman, Carter (absent), Matics, Richardson, Sullivan
PUBLIC COMMENTS - None
CONSENT CALENDAR
1. Approve Action Minutes of September 22, 2022
Recommendation: That the Public/Traffic Safety Commission approve the Action Minutes
of September 22, 2022.
Approved Staff Recommendation (3-0; Carter absent, Sullivan abstained): Motion by Ackerman,
Second by Matics. The vote reflected unanimous approval with Carter absent and Sullivan
abstaining.
BUSINESS
2. Receive a Presentation on Draft Local Hazard Mitigation Plan Update
Recommendation: That the Public/Traffic Safety Commission receive and file the Draft
Local Hazard Mitigation Plan Update report.
Receive and file only, no action.
3. Engineering and Traffic Survey Update
Recommendation: That the Public/Traffic Safety Commission recommend the City
Council adopt an Ordinance reaffirming and adjusting the speed limits
identified in the Summary of Recommended Speed Limits.
Approved Staff Recommendation (4-0; Carter absent): Motion by Sullivan, Second by Matics.
The vote reflected unanimous approval with Carter absent.
DIVISION REPORTS (Receive and File)
4. California Highway Patrol Report
5. Police Chief’s Report
2
6. Fire Chief’s Report
7. Traffic Engineer’s Report
DIRECTOR REPORT
COMMISSIONER REPORTS
ADJOURNMENT
At 6:44 PM, the Public/Traffic Safety Commission meeting was formally adjourned to Thursday,
November 24, 2022, at 6:00 PM, in the Council Chambers, 41000 Main Street, Temecula, California.
James J. Richardson, Chairperson
Patrick A. Thomas, Director of Public Works/City Engineer
Item No. 2
PUBLIC/TRAFFIC SAFETY COMMISSION
AGENDA REPORT
TO: Public/Traffic Safety Commission
FROM: Isaac Garibay, Director Human Resources & Risk Management
DATE: January 26, 2023
SUBJECT: Receive a Presentation on Final Draft of 2022 Local Hazard Mitigation Plan
PREPARED BY: Mikel Alford, Emergency Manager
RECOMMENDATION: That the Public/Traffic Safety Commission receive and file the Final
Draft of the 2022 Local Hazard Mitigation Plan.
BACKGROUND: The Disaster Mitigation and Cost Recovery Act of 2000 (DMA
2000) amended the Robert T. Stafford Disaster Relief and Emergency Assistance Act by placing
a new emphasis on hazard mitigation planning, primarily moving from post-disaster mitigation to
pre-disaster mitigation.
As part of DMA 2000, the Federal Emergency Management Agency (FEMA) is now responsible
for coordinating the implementation of the Act requiring local government, state, and special
jurisdictions to develop and maintain hazard mitigation plans. In order to qualify for future hazard
mitigation grants, each jurisdiction must prepare, and have approved by the Federal Government
a local hazard mitigation plan. A local hazard mitigation plan must be approved every five years
per DMA 2000. While the County of Riverside is responsible for adopting the 2022 Riverside
County Operational Area Multi-Jurisdictional Local Hazard Mitigation Plan, the City of Temecula
is responsible for providing a local annex to the County’s plan – more specifically, the 2022 City
of Temecula Local Hazard Mitigation Plan.
Riverside County's efforts to update the 2022 Riverside County Operational Area Multi-
Jurisdictional Local Hazard Mitigation Plan began in mid-2022. The County’s goal was to bring
all stakeholders of the Riverside County Operational Area (e.g., the County, cities, special districts
local businesses, tribes, and the public) together to create a comprehensive and cohesive, multi-
jurisdictional plan that identifies and assesses the hazards in the County of Riverside.
The County of Riverside’s current planning process evaluates the potential impact of each
identified hazard in the County, including those within city, special district, and tribal jurisdictions.
All participating jurisdictions help establish a list of potential mitigation efforts via their LHMP
Annex. Temecula will prioritize our project efforts based on the needs of our jurisdiction. In
addition, Temecula will develop a specific hazard mitigation strategy based on information from
2017 through 2022.
FEMA requires a formal resolution from the City adopting the City of Temecula Local Hazard
Mitigation Plan Annex as a part of the City's hazard planning process. The City of Temecula Local
Hazard Mitigation Plan Update kickoff is being presented to the Public/Traffic Safety Commission
in preparation for City Council’s review and approval, then the plan will be submitted to FEMA
for final approval before implementation.
FISCAL IMPACT: None.
ATTACHMENTS:
1. City of Temecula Local Hazard Mitigation Plan 2022
2. Public/Traffic Safety Commission LHMP Brief
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Table of Contents
1. Introduction
1.1 Purpose of the Plan 3
1.2 Scope of the Plan 3
1.3 Hazard Mitigation Planning Directive 3
1.4 Promulgation Authority 4
1.5 Local Hazard Mitigation Plan Adoption 4
2. Planning Process
2.1 Overview 5
2.2 Methodology and Timeline 5
2.2.1 Participation in the Regional OA Planning Process 7
2.3 Planning Team 8
2.3.1 Members 8
2.3.2 Meetings 8
2.4 Community Stakeholder Involvement 9
2.4.1 Recurring Coordination 9
2.4.2 Stakeholder Mitigation Related Planning Resources 10
2.5 Public Outreach 11
2.5.1 LHMP Awareness Campaign 11
2.5.2 Mitigation Awareness Campaign 12
3. Community Profile
3.1 Location 15
3.2 Geography 16
3.3 History 18
3.4 Climate 19
3.4.1 Precipitation and Rainfall 20
3.4.2 Wind 20
3.5 Demographics 21
3.6 Economy 22
3.6.1 Major Employers in Temecula and Surrounding Vicinity 24
3.7 Land Use 25
3.7.1 Potential Land Use 26
3.7.2 Existing Land Use 28
3.7.3 Development Trends 29
3.8 Key Assets 30
4. Capability Assessment
4.1 Personnel Resources 31
4.1.1 Government 31
4.1.2 Contractors 42
4.1.3 Volunteers 42
4.1.4 Mutual Aid 43
4.1.5 Partnerships 43
4.2 Mitigation Governance Resources 44
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4.2.1 Laws, Regulations, Codes, and Ordinances 44
4.2.2 Plans, Reports, Studies 46
4.2.3 Programs 48
4.3 Technical Resources 49
4.3.1 Proficiencies and Expertise 49
4.3.2 Technology 50
4.3.3 Communications 50
4.4 Fiscal Resources 51
4.4.1 Government Fund 51
4.4.1.1 City of Temecula Measure “S” Fund 53
4.4.2 Proprietary and Fiduciary Funds 54
4.4.3 Education and Outreach Capabilities 54
4.4.4 National Flood Insurance Program (NFIP) Participation 55
5. Hazard Assessment
5.1 Overview 57
5.2 Hazard Identification 57
5.3 Hazard Screening Prioritization 58
5.4 Hazard Profiles 59
5.4.1 Top 10 Hazards 59
5.4.2 Other Hazards of Significance 92
6. Risk Assessment
6.1 Overview 113
6.2 Disaster Proclamation History 113
6.3 Disaster Proclamation Process 114
6.4 Vulnerability Assessment 115
6.5 Hazard Risk Rating 115
6.6 City of Temecula Vulnerability and Risk Assessment 118
6.6.1 Identification of Critical Facilities and Assets 118
6.6.2 Cultural and Natural Resources Inventory 118
6.6.3 Risk Assessment and Potential Loss 118
6.6.4 Analysis of Potential Losses 120
7. Mitigation Strategy
7.1 Overview 123
7.2 Mitigation Goals and Objectives 123
7.3 Progress Implementing Mitigation Measures 125
7.4 Mitigation Measures Prioritization 125
7.5 Mitigation Measures and Projects 127
7.6 Mitigation Measure Implementation Plan 129
8. Plan Administration
8.1 Monitoring, Evaluation and Updating the Plan 133
8.1.1 Coordinating Body 133
8.2 Incorporation into other Planning Efforts 134
8.3 Continued Stakeholder and Public Involvement 135
8.4 Point of Contact 135
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Appendix 1 Adoption Resolution 137
Appendix 2 Planning Team Members TBD
Appendix 3 Planning Team Members Meeting Attendance Matrix TBD
Appendix 4 Public Outreach TBD
Appendix 5 Key Assets and Facilities TBD
Appendix 6 List of Significant Earthquakes in California since 1700 TBD
Appendix 7 Public Survey Results TBD
List of Tables
Table 2.1 – Planning Team Meetings
Table 3.1 – Average Temperatures – City of Temecula
Table 3.2 – Major Employers
Table 3.3 – Land Use Categories
Table 3.4 – Building Stock Inventory – City of Temecula
Table 4.1 – Education and Outreach Resources
Table 4.2 – National Flood Insurance Program Participation
Table 5.1 – Modified Mercalli Intensity (MMI) Scale
Table 5.2 – Richter Scale
Table 5.3 – Recent Fires Occurring in or around the City of Temecula (2000-2022)
Table 5.4 – FEMA Flood Zone Designations
Table 5.5 – Beaufort Scale
Table 5.6 - Saffir-Simpson Hurricane Wind Scale
Table 5.7 - Fujita Tornado Scale
Table 6.1 - Emergency or Disaster Declarations, City of Temecula
Table 6.2 – Calculated Priority Risk Index (CPRI)
Table 6.3 - CPRI Hazard Scores and Risk Rating
Table 6.4 - CPRI Hazard Rating Summary
Table 6.5 - Analysis of City’s Critical Infrastructure
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Table 6.6 - Analysis of Potential Losses
Table 7.1 - Status of Previous Mitigation Measures
Table 7.2 - Proposed Mitigation Actions
Table 7.3 - Proposed Mitigation Projects
Table 7.4 - Mitigation Measure – Implementation Plan
List of Figures
Figure 2.1 – Planning Methodology
Figure 2.2 – Planning Timeline
Figure 3.1 – City of Temecula
Figure 3.2 – Surrounding Jurisdictions
Figure 3.3 – Physical Features Surrounding the City of Temecula
Figure 3.4 – Average Wind Speeds City of Temecula
Figure 3.5 – Historical Population Estimates for the City of Temecula, 2012-2022
Figure 3.6 – SCAG Housing Statistics, Temecula 2020
Figure 3.7 – Total Number of Jobs in the City of Temecula 2007-2017
Figure 3.8 – Total Number of Jobs in the City of Temecula by Industry 2007-2017
Figure 3.9 – Unemployment Rate, City of Temecula
Figure 3.10 – General Plan Land Use Map
Figure 3.11 – Land Use Distribution
Figure 3.12 – Existing Land Use Map
Figure 4.1 - City of Temecula Organizational Structure (1)
Figure 4.2 - City of Temecula Organizational Structure (2)
Figure 4.3 – General Fund Projections
Figure 4.4 – General Fund Revenue
Figure 4.5 – General Fund Expenditures
Figure 4.6 – Measure S Appropriations
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Figure 5.1 - Hazard Prioritization Matrix
Figure 5.2 – Riverside County / Temecula Current Drought Conditions
Figure 5.3 – Riverside County / Temecula Current Drought Conditions
Figure 5.4 – Elsinore Fault Line – City of Temecula
Figure 5.5 – Temecula Fault Lines
Figure 5.6 – San Andreas Fault – Historical Timeline
Figure 5.7 – California 30-Year Earthquake Probabilities
Figure 5.8 – NOAA’s National Weather Service Heat Index
Figure 5.9 – Comparison between Historic and Projected Temperatures
Figure 5.10 – Very High Fire Hazard Severity Zones in Local Response Area (LRA)
Figure 5.11 – Temecula 100 Year Flood Map
Figure 5.12 – People Killed & Injured in Crashes Involving Large Trucks / Crash Type
Figure 5.13 - Vail Dam Flood Inundation Map
Figure 5.14 - Skinner Dam Inundation Map
Figure 5.15 - Diamond Valley Lake Dam Inundation Map(s)
Figure 5.16 – San Onofre Nuclear Zone Map
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Disasters can cause loss of life, damage buildings and infrastructure, and have devastating
consequences for a community’s economic, social, and environmental well -being. Hazard
mitigation, actions taken to reduce or eliminate long-term risk to life, property, and the
environment from hazards, can significantly reduce these impacts. Impacts from hazards are a
challenge to many jurisdictions, its leaders, and its citizens. After catastrophic disaster events ,
communities can experience power outages, loss of water and sewer service, loss of
telecommunications, limited access to fuel, and closed roadways. Depending on the magnitude
of the event, recovery from these events can take weeks,
months, and in some cases, years. The goal of many
communities is to reduce the potential impacts from disaster
events thus effectively shortening the recovery time. In
emergency management, this is generally called mitigation.
Mitigation is defined by the Department of Homeland
Security (DHS) – Federal Emergency Management Agency
(FEMA) as “any action taken to reduce and/or eliminate the
long-term risk to human life and property from natural
hazards.” Mitigation is one of the primary phases of the
Disaster Cycle and is the only phase specifically dedicated to
breaking the cycle of damage. The goal of mitigation is to build resiliency within the community,
enabling a more efficient and effective response to and recovery from disasters and/or major
emergencies.
To assist communities become more resilient to hazards, FEMA developed a program and
guidance around the creation of Local Hazard Mitigation Plans (LHMPs). LHMPs promote a
comprehensive planning process, requiring an assessment of local capabilities against impacts
from hazards in order to identify potential projects and/or strategies.
Within an approved and adopted LHMP, cities, counties, and special districts are eligible for
Federal Hazard Mitigation Assistance (HMA) grants offered through FEMA: Hazard Mitigation
Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC; formerly Pre-
Disaster Mitigation – PDM), and Flood Management Assistance (FMA). The HMA grants are a
great source of funding to help implement local mitigation actions identified in the LHMP.
This update to the City of Temecula LHMP is built upon previous mitigation efforts within the City
and incorporated new, relevant information into the plan. Part of this update process includes
reassessing and reevaluating: local capabilities (personnel resources, governance, technical skills,
and fiscal resources); community hazards (identification, impacts, and prioritization); and
mitigation goals, objectives, and measures/actions. Significant consideration was given to
acknowledging new (and existing) challenges and issues facing the City (i.e., pandemic, civil
PREFACE
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disturbance, technology disruption, and wind driven fire events). During this update, the city tried
to take a more comprehensive, strategic approach to the LHMP. This led to reorganizing the plan
and also adding, renaming, and expanding hazards as well as mitigation actions.
Because the LHMP must include information to meet federal requirements and guidance , it
includes information not traditionally found in other planning documents. This can lead to a large,
cumbersome document, making it difficult to easily access specific information. In an attempt to
ensure the LHMP contains all required information and is user-friendly; it has been organized as
follows:
Chapter 1: Introduction – provides information on the purpose of the plan, outlines the scope
of the work, and presents the adoption process and authority.
Chapter 2: Planning Process – provides information on the methodology used to prepare the
LHMP, including a list of the Planning Team members and the public outreach
efforts.
Chapter 3: Community Profile – provides background information on the city, ensuring all
Planning Team members have a common understanding of the dynamics within
the community.
Chapter 4: Capability Assessment – provides information on the current mitigation efforts by
the city, including department roles and responsibilities, existing
plans/programs/codes, and available funding.
Chapter 5: Hazard Assessment – provides information on hazards within the city and
assesses the priority of each hazard.
Chapter 6: Vulnerability Assessment – provides information on the potential impacts,
through exposure and loss (damage) estimates for each hazard within the city.
Chapter 7: Mitigation Strategies – provides information on the actions/projects the city is
proposing to address the vulnerabilities to the high-risk hazards within the city.
Chapter 8: Plan Administration – provides information on how the city intends to keep the
LHMP current, incorporate it into other efforts, and share it with the public.
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The Local Hazard Mitigation Plan (LHMP) is a “living document” that should be reviewed,
reevaluated, monitored, and revised to reflect changing conditions and new information. As
required, the LHMP must be updated every five (5) years to remain in compliance with
regulations to receive Federal Hazard Mitigation Assistance (HMA) grants. At a minimum, this
plan shall be reviewed annually. The City of Temecula has had several approved and adopted
LHMP’s, the last being in 2017. This LHMP is an update to the 2017 City of Temecula LHMP.
The City of Temecula’s efforts to update the LHMP began in early 2022. The goal was to bring all
members of the city (local business, community members) together to create a plan that
identified and assessed the various hazards within the city. The desire was to have the city
develop a comprehensive LHMP that was inclusive of all potential hazards that could affect the
city.
1.1 Purpose of the Plan
The purpose of this plan is to outline a mitigation strategy to help reduce and/or eliminate
impacts from hazards within the City of Temecula.
1.2 Scope of the Plan
The scope of this plan is to: 1) assess relevant existing conditions and capabilities within the city;
2) identify potential hazards and their impacts to the city; and 3) propose additional mitigation
measures to address the impacts to the high-priority hazards within the city. In support of this
scope, this update will: evaluate mitigation progress since the approved and adopted LHMP;
implement and document a comprehensive planning process; present actions to maintain and
integrate the LHMP with other City plans; and establish methods to continuously inform and
educate the public on hazards and actions that can be taken to reduce and/or eliminate the
impact.
1.3 Hazard Mitigation Planning Directive
In 2000, the Federal Emergency Management Agency (FEMA) adopted revisions to Title 44 of the
Code of Federal Regulations (44 CFR). This revision is known as “Disaster Mitigation Act (DMA)
2000”. Section 322 (a-d) of DMA 2000 requires that local governments, as a condition of receiving
federal disaster mitigation funds, have an approved and adopted Hazard Mitigation Plan (HMP)
that describes the process for assessing hazards, risks, and vulnerabilities; identifying and
prioritizing mitigation actions; and soliciting input from the community (public), key stakeholders,
and adjacent jurisdictions/agencies.
A LHMP must be approved every five (5) years per DMA 2000. While the County of Riverside is
responsible for adopting the 2022 Riverside County Operational Area Multi-Jurisdictional Local
1. INTRODUCTION
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Hazard Mitigation Plan, the City of Temecula is responsible for adopting the annex to the County’s
plan – more specifically, the 2022 City of Temecula Local Hazard Mitigation Plan.
1.4 Promulgation Authority
The City Council is the legislative body of the City of Temecula. It decides policy for the municipal
government, enacts laws, and oversees all activities of the City. The City Council also serves as
the governing body of the City of Temecula Redevelopment Agency. This promulgation authority
is vested in the members of the City Council. A list of members of the Temecula City Council
include:
Mayor Council Member Bredan Kalfus
Mayor Pro Tem Zack Schwank Council Member James “Stew” Stewart
Council Member Jessica Alexander
1.5 Local Hazard Mitigation Plan Adoption
The City of Temecula will submit plans to the Riverside County Emergency Management
Department (EMD) who will review and collate prior to forwarding to the California Governor’s
Office of Emergency Services (Cal OES) for review prior to being submitted to the Federal
Emergency Management Agency (FEMA). The City of Temecula will wait to receive an “Approval
Pending Adoption” letter from FEMA before taking the plan to the City Council for adoption.
The update of the City of Temecula LHMP was reviewed and adopted by the City Council on DATE
under Resolution NUMBER. A copy of the Resolution is located in Appendix 1.
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2.1 Overview
This section demonstrates the methodology used by the City of Temecula to develop the LHMP.
FEMA’s LHMP development guidance outlines recommended actions, emphasizing the “whole
community” approach in the planning process. The whole community concept promotes
inclusion of not only emergency managers but other City department representatives (e.g., public
works, economic development, community development, planning, building & safety), as well as
outside partners (e.g., surrounding cities, special districts, business leaders) to participate in the
LHMP planning effort. Soliciting and considering input from diverse interests is essential to
building a comprehensive plan and gaining community-wide support for the plan.
2.2 Methodology and Timeline
To complete the update of the LHMP, the City of Temecula incorporated a three (3) phase
planning process: 1) Prepare; 2) Develop; and 3) Finalize (Figure 2.1). Phase 2 – Develop, has
three (3) sub-phases that establish the current conditions, determine the risk and vulnerabilities,
and identifies strategies and projects. In addition, Figure 2.2 depicts the timeline to complete the
project. While this methodology is in alignment with the FEMA guidance, sequence and naming
of the phases were adjusted to better suit the needs of the City of Temecula.
Figure 2.1 – Planning Methodology
icko
Mee ng ork Plan
Establish Planning
Team
Develop Outreach
Plan
Community
Pro le
Hazards Pro le
Capabili es
Fiscal Resources
ey Assets
Exposure
ulnerabili es
Impacts
Goals Ob ec ves
Ac on
Implementa on
Plan
Priori za on
Review
Approval
Adopt Disseminate
Training
Exercises
Review pdate
Incorporate Info and Leverage Exis ng Plans
PDATE
2. PLANNING PROCESS
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Figure 2.2 – Planning Timeline
Under the Prepare phase, general project tasks were completed. This included conducting an
Administrative Kick-Off meeting with the Hazard Mitigation Planning Team (HMPT), an
identification of the Public Outreach effort, and a Kick-Off meeting with the city’s executive team.
As mentioned, the Develop phase had three (3) sub-phases. During the Existing Conditions sub-
phase, the Planning Team confirmed current City mitigation capabilities, including identification
of departments supporting mitigation, current governance guiding mitigation efforts,
identification of fiscal resource availability to possibly support mitigation, discussion of key
assets, and identification and description of local hazards within the City. Under the Risk
Assessment sub-phase, the Planning Team reviewed exposure and impacts of hazards within the
City, and prioritized hazards. The final sub-phase, Mitigation Strategies, had the Planning Team
discuss previous mitigation efforts, identify, and prioritize new mitigation projects, and develop
and implementation plan for each project.
Throughout the Develop Phase, plans and other documents, both internal and external, were also
analyzed and leveraged to ensure decisions were based on the best available information and
that proposed actions were compatible with other efforts. And conversely, efforts were made to
encourage results from the LHMP planning process were considered and incorporated into other
planning efforts.
The last phase of the planning process methodology was Finalize. During this phase, the Planning
Team reviewed and provided additional comments on the complete LHMP before being
forwarded to the County of Riverside, California Governor’s Office of Emergency Services (Cal
OES) and FEMA. This phase also included addressing both Cal OES and FEMA comments and
working with the City Council to adopt the LHMP.
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During the planning process, draft LHMP sections (i.e., capabilities, hazards, vulnerability,
mitigation strategies) were disseminated for review and comment as the Planning Team moved
through each phase and sub-phase. This helped the Planning Team focus their review on the
subject matter at hand and enforced the relationship between the phases. At the end of the
planning process, another review cycle was provided, this time with all draft sections under one
cover.
2.2.1 Participation in Regional (OA) Planning Process
The City of Temecula participated in the Regional LHMP planning process with the Riverside
County Operational Area by attending LHMP meetings and public hearings.
The City of Temecula participated in Riverside County workshops, conferences, and meetings,
including:
• 1 May 2022: Riverside County Emergency Management Department reached out to the
City of Temecula to ascertain their intent to participate in the multi-jurisdiction LHMP
planning process and obtain a letter of commitment.
• 17 May 2022: The City of Temecula processed their letter of commitment to participate
in the Riverside County Multi-Jurisdictional LHMP Planning Process and provided it to the
Riverside County Emergency Management Department.
• 1 June 2022: The City of Temecula received an invitation to participate in the Riverside
County LHMP Multi-Jurisdiction Workshop that was scheduled to occur on 15 June 2022.
• 15 June 2022: The City of Temecula participated in the Riverside County LHMP Jurisdiction
Workshop to begin the planning process.
o During this meeting an introduction to the OA planning process was introduced.
Numerous tools were provided to the participants to ensure they had a building
block in which to begin their individual planning processes
• 14 July 2022: Attended the Riverside County Emergency Managers Association (RCEMA)
Meeting where the OA LHMP was discussed.
• 5 Oct 2022: Attended the Riverside County OA LHMP Steering Committee Planning
Meeting where the membership continued to discuss the process, where the OA was at
within the planning process, and discussed measures to assist the local jurisdictions in
completing their individual plans.
• 4 Jan 2023: Attended the Riverside County LHMP Steering Committee Meeting
•
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2.3 Planning Team
Building on the whole community concept, a Planning Team was established to assist with the
updating of the City of Temecula LHMP. The primary goal of the Planning Team is to help define
and identify the strategies within the LHMP. The Planning Team was led by representatives from
the Office of Emergency Management. The Office of Emergency Management representatives
took on the responsibility of Project Manager and facilitated and coordinated Planning Team
activities. Additionally, the City of Temecula Office of Emergency Management utilized their
organic Emergency Manager to provide technical support and provide the final updated LHMP.
2.3.1 Members
The City of Temecula Hazard Mitigation Planning Team (HMPT) was comprised of subject matter
experts who could provide the greatest benefit to the team or represented specific topics
covered by the LHMP. Leveraging the list of Planning Team members during the last update to
the LHMP, the Office of Emergency Management evaluated, expanded, and confirmed the list of
Planning Team members. An email invite was sent out to each Planning Team member and a
series of follow-up phone calls were conducted to discuss the project and confirm participation.
Keeping the Planning Team to a manageable number of members while ensu ring that all
perspectives are captured and/or included in the process is challenging. To balance this, the
Planning Team members were urged to act as liaisons to community groups with whom they
regularly interact with, exchanging thoughts on the LHMP with other groups in the community.
Planning Team members were encouraged to communicate the direction and status of the
planning effort to their outside members and in return they were expected to bring outside
perspectives to the Planning Team. The City of Temecula took great efforts to engage and include
as many Planning Team members as possible. A list of the Hazard Mitigation Planning Team
members can be found in Appendix 2.
2.3.2 Meetings
There were a series of meetings held with the Planning Team. Each meeting had a primary focus
and provided an opportunity to discuss/review information and exchange ideas. Below is a list of
the Planning Team meetings (Table 2.1) and Planning Team member attendance at each meeting
can be found at Appendix 3.
Table 2.1 – Planning Team Meetings
Date Purpose of the Meeting
14 Sep 22 Kickoff Meeting
12 Oct 22 Capabilities Planning Meeting #1 (Community Profile / Key Assets)
27 Oct 22 Public Meeting – Public/Traffic Safety Commission
2 Nov 22 Capabilities Planning Meeting #2
17 Nov 22 Hazard Assessment Meeting #1
XX Dec 22 Hazard Assessment Meeting #2
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Date Purpose of the Meeting
XX Jan 23 Planning Review Meeting (Post Public Comment)
XX Jan 23 Public Meeting – Planning Commission
XX Jan 23 Public Meeting – Public/Traffic Safety Commission
2.4 Community Stakeholder Involvement
2.4.1 Recurring Coordination
The City of Temecula attends and coordinates several meetings with community stakeholders
focused on Emergency Management topics (i.e., response, recovery, mitigation, preparedness,
and prevention). Prior to the LHMP update process, the city leverages these meetings to
announce and discuss the City’s intent to update its LHMP and solicit participation from
stakeholder representatives. A large number of these stakeholder meetings are organized by the
Riverside County Emergency Management Department (RIVCO EM D). The Riverside County EMD
leads the Riverside County Operational Area (OA) efforts. It’s role as lead is to support local
governments response and recovery operations. The Riverside County EMD also encourages
coordination across local governments and community stakeholders. Some of these efforts
include:
• Riverside County LHMP Steering Committee – meetings focused on maintaining,
coordinating, and updating the OA Multi-Jurisdictional LHMP and the individual agency
LHMP annexes.
• Operational Area Planning Committee (OAPC) – The OAPC was established by the County
of Riverside Emergency Management Department (EMD) as the lead County department
to ensure coordinated operation area level activities and administer the Emergency
Management Program on behalf of the County of Riverside, Operational Area (OA), and
the Director of Emergency Services.
• Riverside County Emergency Managers Association (RCEMA) – To coordinate notification
and information management for the Operational Area (OA); to maximize situational
awareness; and to provide a common operating picture for all emergency management
participants and stakeholders.
• City of Temecula Planning Commission - The Planning Commission (PC), serving as the
designated statutory planning agency for the City of Temecula, reviews and makes
recommendations on topics related to subdivisions, specific plans, zone changes, plot
plans and conducts legally required public hearings.
• City of Temecula Public/Traffic Safety Commission - The Public/Traffic Safety Commission
(PTSC) reviews and makes recommendations on topics related to speed zones, stop signs,
signals, pavement markings, traffic design and engineering.
• Citizen Corps Advisory Board - The Temecula Citizens Corps (TCC) Advisory Board is an
important and vital volunteer group that directly supports the TCC’s efforts to be a more
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prepared and disaster ready volunteer group within the city. As an advisory component,
the team provides mentorship, advise, guidance and support in growing the program,
increasing membership, and showcasing abilities and capabilities across the region.
The City of Temecula also meets quarterly with the Voluntary Organizations Active in Disaster
(VOAD) group. The Riverside County chapter of the VOAD group is a community network of non-
partisan membership organizations that serves as the forum to share knowledge and resources
to help communities prepare for and recover from disasters. Further, VOAD fosters efficient
delivery of available member resources to persons with unmet needs affected by disaster.
At the local level, the City of Temecula meets with the faith-based organizations monthly through
the Murrieta/Temecula Valley Interfaith Council. This group coordinates all faith-based
organizations within the City of Temecula. The group promotes positive interfaith relationships,
enhances non-violent attitudes and behavior, supports peace, and promotes goodwill in
Temecula and surrounding communities. During disasters, this group supports this city not only
in having volunteers, but also in providing emotional and religious support upon request.
2.4.2 Stakeholder Mitigation Related Planning Resources
To ensure consistency with the region, the City of Temecula’s Office of Emergency Management
ensured the Planning Team reviewed and was aware of the State of California’s Hazard Mitigation
Plan (HMP) and several LHMP’s from surrounding urisdictions. This list included:
• State of California Hazard Mitigation Plan
• Riverside County Multi-Jurisdictional Local Hazard Mitigation Plan
• City of Menifee Local Hazard Mitigation Plan
• City of Murrieta Local Hazard Mitigation Plan
• Pechanga Band of Luiseno Indians Tribal Hazard Mitigation Plan
• Rancho California Water District Hazard Mitigation Plan
While not technically considered a mitigation plan, the Planning Team also reviewed the new
draft of the City’s Emergency Operations Plan, the General Plan and Quality of Life Master Plan.
The value of reviewing EOP’s is to understand how the City of Temecula and other communities
within the region will respond to events and the type of equipment and facilities that they will
rely on. Gaining this perspective, the Planning Team was able to incorporate these considerations
into its LHMP. Although there is a concerted effort to incorporate LHMP information into the
General Plan Safety Elements, that is not always the case. A review of the Safety Elements can
provide additional insight into hazards within the community and present a closer tie to
community-wide goals and objectives.
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2.5 Public Outreach
For the purposes of the LHMP, the public is defined as any person within the jurisdiction or
adjacent areas, not part of the planning team, not acting in an official capacity of a recognized
form or level of government. There were two (2) different Public Outreach campaigns used
during the City of Temecula LHMP update process: first informing the community of the efforts
to update the LHMP and the second by educating the community of hazards and mitigation
process. Below is a summary of the campaigns.
2.5.1 LHMP Awareness Campaign
This campaign presents the strategy for how the City of Temecula engaged the public during the
LHMP update process. A significant piece of FEMA’s LHMP guidance is to ensure the “whole
community” is involved. A significant element of FEMA’s “whole community” is based on the
general public.
The public outreach strategy worked in conjunction with the LHMP planning process and the
timeline. As the Hazard Mitigation Planning Team (HMPT) completed critical milestones, key
information was disseminated to the public for consideration and input. This informati on was
published via the Office of Emergency Management webpage. All public outreach event s were
conducted in person and within the local community. The City of Temecula held three (3) public
meetings: one (1) at the start of the project; and two (2) at the end of the project. In addition to
the public meetings, pop-up booths at events across the city were used in providing update
information on the LHMP to the general public in keeping with the intent of including the “whole
community.” In between these meetings were a series of status updates provided through the
city website, keeping the general public aware of the progress and status of the project.
This outreach strategy shared information about the project kickoff, hazards and potential
impacts within the community, current mitigation capabilities, and proposed mitigation actions.
The information was shared through presentations, status updates, and a community -based
survey. Additionally, social media platforms (Facebook, Twitter, Instagram, LinkedIn, Nextdoor)
and email blasts were used heavily to promote the update to the plan and the need for the
community’s input ensuring a comprehensive and inclusive plan.
The for the update process, the City of Temecula leveraged the Public/Traffic Safety Commission
to engage the public. This commission holds regular, ongoing meetings with the public and its
purpose was in alignment with the LHMP efforts in promoting the public safety. On October 20,
2022, the City of Temecula published the commission agenda to the public announcing the LHMP
as an agenda item for the October 27th Public/Traffic Safety Commission meeting.
A second public outreach meeting was held on XX Jan 23 and presented to the Public/Traffic
Safety Commission to provide an overview of the draft LHMP; a meeting announcement went
out on XX Jan 23. The presentation informed the community of the LHMP planning process and
the hazards identified for validation for the updated plan . The presentation provided an overview
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of the chapters in the LHMP, highlighting the proposed mitigation actions; inviting the public to
review and submit comments on the draft LHMP.
A third public outreach meeting was held on XX Jan 23 and presented to the City of Temecula
Planning Commission to provide an overview of the draft LHMP; a meeting announcement went
out on XX Jan 23. The presentation informed the commission and the community of the LHMP
planning process and the hazards identified for prioritization and validation for the updated plan.
The presentation provided an overview of the chapters in the LHMP, highlighting the proposed
mitigation actions; inviting the public to review and submit comments on the draft LHMP.
Attendance at the three Public Outreach meetings were nominal. The presentations were
prepared for each meeting to inform the public on mitigation, the LHMP update planning process,
and to walk the public through the LHMP content. During the meetings, some comments were
received, most requesting clarification of the content provided within the LHMP pres ented
material as well as a few questions on local topics. The draft LHMP was made available through
the City of Temecula’s Office of Emergency Management website. This website also provided a
function that allowed the public to submit comments on the LHMP after their review. The HMPT
received TBD comments during the Public Outreach review and comment period.
Comments received requesting to ……. All comments were shared with the HMPT; and revisions
were incorporated into the LHMP where appropriate. The public announcements and
presentations for all meetings can be found at Appendix 4.
2.5.2 Mitigation Awareness Campaign
Over the last 2 years, the City of Temecula has established both regular and AdHoc meetings and
events geared towards the exchange of information on preparedness and mitigation efforts.
AdHoc meetings/events consist of events run by the city or other organizations that may provide
opportunities to share and exchange information about hazard mitigation. The City organized
and/or participated in a number of local initiatives to inform the public of hazards in the
community and discussed possible mitigation actions. The City sponsor s and staff information
booths at local events, annual State of the City addresses, and volunteer events where the
promotion of hazard mitigation is one of the components to regular outreach. The City
encourages increased participation within our Citizen Corps Council, the Temecula Citizen Corps,
and promotes preparedness through the Community Emergency Response Team (CERT) program
of instruction. CERT training helps educate the community about hazards and trains citizens to
be self-sufficient and resilient immediately following a major emergency or disaster. The Office
of Emergency Management conducted a citizen survey during the LHMP process to gauge and
determine the level of knowledge local citizens have about potential disasters and assess areas
of vulnerability to various types of disasters within their individual communities. The survey
further discussed the level of preparedness from each respondent to determine the readiness
level of families which will lead to better engagement of the publics needs during emergencies.
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The city also leverages its social media platforms (Facebook, Twitter, Instagram), media (print,
broadcast), and other general public announcements to disseminate vital information about
hazards in the community, relevant programs being undertaken to safeguard the public from
effects of hazards, and actions the public can take to protect themselves during an emergent
event.
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The purpose of this section is to present an overview of the City of Temecula, providing the
Planning Team with a common understanding of the existing conditions and perspective on select
aspects within the community. Gaining a common understanding of the existing conditions
provides the basis on which the Planning Team can assess the impacts of hazards, as well as
identify needed mitigation actions.
3.1 Location
The City of Temecula is located in the most southwestern portion of Riverside County and is the
first city backing up to the San Diego County line. Temecula resides ninety (90) miles from
downtown Los Angeles, forty-one (41) miles from downtown Riverside, and eighty (80) miles
from the U.S. – Mexico border (Figure 3.1). The City of Temecula planning areas covers
approximately 30.17 square miles.
Figure 3.1 – City of Temecula
3. COMMUNITY PROFILE
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The City is bordered by other local jurisdictions (Figure 3.2). The County of Riverside has
jurisdiction over the unincorporated land surrounding Temecula on the western and eastern
sides. The City of Temecula shares a border with the City of Murrieta along Murrieta Hot Springs
Road, San Diego County on the southern section of town and at the Interstate 15 Border
Checkpoint and Riverside County unincorporated areas of DeLuz to the west and Temecula Valley
Wine Country to the east.
Figure 3.2 – Surrounding Jurisdictions
3.2 Geography
The city of Temecula’s elevation is 1,010 feet above sea level and spans 30.17 square miles. It is
a graben rift valley making up portions of the Elsinore Trough created over time by the major
fault lines of the Elsinore Fault Zone. The city is flanked by Rainbow Valley and Gavilan Mountain
to the south, De Luz and Margarita Peak to the west, the City of Murrieta and Lake Skinner to the
north and Temecula Wine Country and Cahuilla Mountain in the distance to the east. The city
harbors 6.1 miles of the Interstate 15 north and south from San Diego County to San Bernardino
County. State Highway 79 flanks the city north and south ends and offers travel from Santa Ysabel
to the south end of Juniper Flats.
The geographical coordinates of Temecula are 33.494 deg latitude, -117.148 deg longitude, and
1,010 ft elevation. The topography within 2 miles of Temecula contains very significant variations
in elevation, with a maximum elevation change of 915 feet and an average elevation above sea
level of 1,179 feet. ithin 10 miles contains very significant variations in elevation (4,055 feet).
ithin 50 miles also contains extreme variations in elevation (11,490 feet).
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The area within 2 miles of Temecula is covered by shrubs (56%), artificial surfaces (31%),
and grassland (10%), within 10 miles by shrubs (69%) and grassland (18%), and within 50
miles by shrubs (52%) and water (18%).
Figure 3.3 – Physical Features Surrounding the City of Temecula
There are two (2) principal streams/creeks that drain into the City of Temecula, each present
identifiable hazards at peak flows:
• Temecula Creek – The Temecula Creek, formerly known as the Temecula River, runs 32.6
miles through southern Riverside County, California, nited States, past the rural
communities of Sage and Aguanga, and ending 0.5 miles southeast of the original city
center of Temecula. The creek is filled with boulders and is typically dry and sandy. It is a
relatively undeveloped coastal-draining watershed. Until the 1920s, water flowed in
Temecula Creek year-round.
• Murrieta Creek - The Murrieta Creek runs 13 miles southeasterly through
southwestern Riverside County, through the cities of ildomar, Murrieta, and Temecula,
ending 0.5 miles southeast of the city center of Temecula, where it has its conf luence
with Temecula Creek and forms the head of the Santa Margarita River. Murrieta Creek
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drains over 220 square miles. The creek has several minor tributaries, including flows
from Lake Skinner whose outlet is Tucalota Creek below the reservoir, which th en flows
to Santa Gertrudis Creek, then Murrieta Creek.
The Santa Margarita River, one of the last free-flowing rivers in Southern California extends 30.9
miles from the confluence of Temecula Creek and Murrieta Creek and is formed as a river where
the creeks meet. It flows southwest through the 5 miles of the Temecula Canyon at the south
end of the Santa Ana Mountains. Along its lower 10 miles the river forms a large floodplain as it
crosses Marine Corps Installations-West (MCI-West) Marine Corps Base Camp Pendleton (MCB
Camp Pendleton). It enters the Gulf of Santa Catalina on the Pacific Ocean approximately 3 miles
northwest of the City of Oceanside.
There are three (3) primary reservoirs that surround the City of Temecula that possess the ability
to catastrophically flood the city along the north, west, and southern sections of the city limits.
These are:
• Vail Lake Reservoir – Vail Lake sits to the east of Temecula City at a surface elevation of
1,460’. The lake has a holding capacity of 45,000 acre-feet but due to drought currently
holds 1/3 of its capacity. Temecula Creek and Wilson Creek provide inflow, and the lake
outflows back into Temecula Creek.
• Lake Skinner Reservoir - 10 miles northeast of the city at a surface elevation of 1,500 ‘.
The lake has a capacity of 44,200 acre-feet. The lake is supplied by the Colorado River
Aqueduct and the State Water Project and outflows into Tucalota Creek and the Santa
Margarita River.
• Diamond Valley Lake - Northeast of Temecula in unincorporated Hemet is one of the
largest reservoirs in Southern California. The lake has a surface elevation of 1,748’ and a
capacity of 800,000 acre-feet. The reservoir is supplied by the State Water Project and
supplies potable water to the Metropolitan Water District customers.
3.3 History
Temecula is one of the most historic communities in Southern California. Rancho California was
incorporated into a city on the 1st of December in 1989 and the citizens themselves voted to
officially name their city
"Temecula". Today, Temecula is a
vibrant and healthy City, culturally
diverse and encompassing all the
elements that represent a high
quality of life: built and natural
environment, economic and
educational opportunities,
recreation, shopping and
entertainment resources, and the
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ability to have a safe and healthy lifestyle. Yet despite such rapid growth, the City of Temecula
retains a sense of its past and a connection to its history. Since incorpor ation, Temecula has
grown from a small bedroom community to a regional center of business and economic growth,
which continues to prioritize a high quality of life for its 110,000 residents. In its 30+ years as a
City, the Temecula City Government, in partnership with residents, has set high standards for
excellence and clear priorities of safety that have made Temecula a great place to live, work and
play. The City’s approach to safety continues to evolve to meet the everchanging needs of its
residents and businesses as exampled by the creation of the City of Temecula comprehensive
Emergency Management Program and the update to our Local Hazard Mitigation Plan so that
Temecula may be a well-prepared and resilient City in the event of natural and other disasters.
Sustaining a safe community is the City’s most important obligation and number one priority.
3.4 Climate
Temecula’s climate is typical of Southern California inland areas. Residents of the City experience
hot, arid summers and mostly clear winters that are long, cool, and partly cloudy. The
temperature typically varies from 41 to 89 degrees Fahrenheit and is rarely below 34 degrees
Fahrenheit or above 96 degrees Fahrenheit. (Table 3.1)
Table 3.1 – Average Temperatures – City of Temecula
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Max Avg. Temp 66°F 66°F 68°F 72°F 76°F 82°F 87°F 88°F 85°F 79°F 71°F 66°F
Min Avg. Temp 42°F 44°F 46°F 49°F 54°F 58°F 62°F 63°F 60°F 54°F 47°F 42°F
Precipitation
(inches)
2.3″ 2.8″ 1.8″ 0.7″ 0.2″ 0.1″ 0.1″ 0.2″ 0.2″ 0.5″ 1.0″ 1.8″
3.4.1 Precipitation and Rainfall
Precipitation - A wet day is one with at least 0.04 inches of liquid or liquid -equivalent
precipitation. The chance of wet days in Temecula varies throughout the year. The wetter
season lasts 4.4 months, from November 21 to April 4, with a greater than 11% chance of a given
day being a wet day. The month with the most wet days in Temecula is February, with an average
of 5.6 days with at least 0.04 inches of precipitation. The drier season lasts 7.6 months,
from April 4 to November 21. The month with the fewest wet days in Temecula is June, with an
average of 0.3 days with at least 0.04 inches of precipitation. Among wet days, we distinguish
between those that experience rain alone, snow alone, or a mixture of the two. The month with
the most days of rain alone in Temecula is February, with an average of 5.6 days. Based on this
categorization, the most common form of precipitation throughout the year is rain alone, with a
peak probability of 21% on February 21.
Rainfall - To show variation within the months and not just the monthly totals, we show the
rainfall accumulated over a sliding 31-day period centered around each day of the year. Temecula
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experiences significant seasonal variation in monthly rainfall. The rainy period of the year lasts
for 6.2 months, from October 18 to April 24, with a sliding 31-day rainfall of at least 0.5 inches.
The month with the most rain in Temecula is February, with an average rainfall of 2.8 inches.
The rainless period of the year lasts for 5.8 months, from April 24 to October 18. The mon th with
the least rain in Temecula is June, with an average rainfall of 0.1 inches
3.4.2 Wind - The average hourly wind speed in Temecula experiences mild seasonal variation
over the course of the year. The windier part of the year lasts for 7.2 months, fr om November
13 to June 18, with average wind speeds of more than 5.5 miles per hour. The windiest month of
the year in Temecula is April, with an average hourly wind speed of 6.2 miles per hour.
The calmer time of year lasts for 4.8 months, from June 18 to November 13. The calmest month
of the year in Temecula is August, with an average hourly wind speed of 4.7 miles per hour .
Figure 3.4 – Average Wind Speeds City of Temecula
3.5 Demographics
According to the U. S. Census Bureau 2021 estimates, the total population of Riverside County is
approximately 2,458,395 people. The ma ority of the County’s population resides in the estern
and Southwester portions of the county. The County’s population has grown by approximately
228,544 people (10.5 %) since the 2010 population of 2,189,641.
The population of the City of Temecula is estimated to be 110,394 (U.S. Census, 2021 estimate),
slightly down from the 2020 estimate of 112,512. The City of Temecula’s population represents
approximately 4.5 % of the population residing within Riverside County. The City of Temecula’s
population has increased approximately 9.8 % since 2010 however, the overall population has
steadily decreased over the past three (3) years. The historical population estimates for the City
of Temecula are shown in Figure 3.5.
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Figure 3.5 – Historical Population Estimates for the City of Temecula, 2012 -2022
Below are some additional relevant statistics from the 2021 U.S. Census estimate for the City of
Temecula.
• Persons under 18 years: 29.1%
• Persons 65 years and over: 10.5%
• Persons between the years of 18 and 65: 39.6%
• Persons speaking a language other than English at home: 23.8%
• Persons over the age of 25 that are High School graduates: 94.1%
• Persons that have attained a bachelor’s degree or higher: 35%
• Persons under the age of 65 with a disability: 6.6%
• Median household income: $98,631
• Living below the poverty level: 7.2%
In addition to the above information, the HMPT reviewed information from the Southern
California Association of Governments (SCAG). In 2008, the SCAG initiated the Local Profiles
which provided a variety of demographic, economic, education, housing, and tr ansportation
information about each member jurisdiction and is updated every two years. The SCAG region
includes six (6) counties (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura)
and 191 incorporated cities. Additionally, the SCAG region is a major hub of global economic
activity and considered the nation’s gateway for international trade with two of the largest ports
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in the nation. Figure 3.6 below is some information from the SCAG Local Profile for the City of
Temecula (2020):
Figure 3.6 – SCAG Housing Statistics, Temecula 2020
3.6 Economy
According to the SCAG report (2017), the total number of jobs within the City of Temecula is
56,994. The total number of jobs in Temecula reflects an 18% increase from 2007 (Figure 3.7). A
more detailed breakdown of the jobs in the City of Temecula is reflected in Figure 3.8. Below is a
summary of some of the larger losses in job sectors since 2007.
• Manufacturing: 1,285 jobs in 2017 (20.1% decrease)
• Construction: 1,629 jobs in 2017 (37.2% decrease)
• Professional/Management: 1,380 jobs in 2017 (20.3% decrease)
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Figure 3.7 – Total Number of Jobs in the City of Temecula 2007-2017
Figure 3.8 – Total Number of Jobs in the City of Temecula by Industry 2007-2017
As presented in the Comprehensive Annual
Financial Report, the City of Temecula’s
economy is based largely on the service and
trade sectors (health care, retail trade, real
estate) and light manufacturing. From 2007 to
2017, education jobs increased by 4% while
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retail was responsible for the largest job sector growth and accounting for 17% of the total jobs
within the City. Since the last update, the vacancy rate for industrial and manufacturing space
has declined significantly as the City has expanded its manufacturing and industrial base . During
the height of CO ID, the city’s unemployment rate rose to a staggering 9.1% in 2020, up from
3.2% in 2019. According to the Bureau of Labor Statistics (Aug 2022), Temecula’s unemployment
rate has dropped back down to 3%, a change of 46.43% from the year before (Figure 3.9).
Figure 3.9 – Unemployment Rate, City of Temecula
3.6.1 Major Employers in Temecula and Surrounding Vicinity
Major industries with headquarters or division located within the City’s boundaries (or in close
proximity) include computer technology manufacturing, financial and insurance institutions,
educational institutions, medical, and warehouse distribution centers as presented in Table 3.2.
Table 3.2 – Major Employers
Employer Number of Employees
City
Temecula Unified School District 3,000
Abbott Laboratories 1,500
Temecula Valley Hospital 1,045
Infineon Technologies 566
Walmart 538
Costco Wholesale 520
Southwest Traders Inc. 484
Milgard Manufacturing Inc. 468
The Scotts Company 456
FFF Enterprises 366
3.7 Land Use
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%HundredsCity of Temecula
Unemployment Rate
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
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Land use within the City of Temecula is guided by the General Plan, Zoning Laws, and Municipal
Building Codes. The Land Use element of the General Plan supports opportunities to create a
cohesive and attractive image for each district and neighborhood. The City of Temecula’s Land
Use Plan includes three (3) related parts: 1) description of allowed land uses; 2) overlay districts;
and 3) the location of allowed land use. Table 3.3 provides a summary of the permitted Land
Uses and the maximum density.
Table 3.3 – Land Use Categories
3.7.1 Potential Land Use
The Land Use in the City of Temecula consists of the following categories: Agriculture;
Commercial; Industrial; Office; Residential; Public/Institutional; Open Space; and mixed use. As
presented in the City of Temecula General Plan, the proposed distribution of the land uses within
the City limits can be seen in Figure 3.10.
Land Use Maximum Density
Residential
Hillside 0.1 dwelling unit/gross acre
Rural 0.2 dwelling unit/gross acre
Very Low 0.4 dwelling unit/gross acre
Low 2.0 dwelling unit/gross acre
Low Medium 6.0 dwelling unit/gross acre
Medium 12.0 dwelling unit/gross acre
High 20.0 dwelling unit/gross acre
Office, Commercial, Industrial
Neighborhood 0.4 floor to area ratio
Community 1.0 floor to area ratio
Highway/Tourist 1.0 floor to area ratio
Service 1.5 floor to area ratio
Professional Offices 1.0 floor to area ratio
Industrial
Industrial Park 1.5 floor to area ratio
Public/Institutional and Open Space Use
Public/Institutional 0.7 floor to area ratio
Vineyards/Agriculture 0.2 dwelling unit/gross acre/0.1 floor to area ratio
Open Space 0.1 floor to area ratio
Tribal Trust N/A
Overlay Designation
Mixed Use Varies
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Figure 3.10 – General Plan Land Use Map
According to the City of Temecula General Plan, the breakdown of Land Use in the Planning Area
(Figure 3.11) includes Residential (41%); Commercial (21%); Industrial (23%); Public/Institutional
(13%); and Overlay (2%).
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Figure 3.11 – Land Use Distribution
Residential
41%
Commercial
21%
Industrial
23%
Public
13%
Overlay
2%
Residential
Commercial
Industrial
Public
Overlay
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3.7.2 Existing Land Use
While the General Plan Land Use illustrates the potential build out of the City, Figure 3.12 depicts
the current, existing Land Use within Temecula.
Figure 3.12 – Existing Land Use Map
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The LHMP also leveraged information from a city-sponsored GIS project. The GIS project
improved model data to reflect what was currently “on -the-ground” and use it for flood and
earthquake loss estimation analysis (damage) and exposure assessments for wildfire. Table 3.4
presents the “improved” data for the City of Temecula.
Table 3.4 – Building Stock Inventory – City of Temecula
Building Stock Building
Count
Building Replacement Value
($1,000)
Residential 30,969 $13.43 Billion
Commercial 940 $4.056 Billion
Industrial 2,455 $697.01 Million
Vacant 485 $234.95 Million
Other 61 $387.06 Million
TOTAL 34,910 *
Mfg. Housing 196 $16.68 Million
Precast Concrete 719
Reinforced Masonry 9
Steel (Pre-Engineered) 24
Steel (Fireproof) 22
URM >5
Wood Frame (Other) 483
Wood Frame (SFR) 31,242
Undisclosed 175
TOTAL 32,875 *
* Totals differ based on how units are counted in differing data sets
3.7.3 Development Trends
The residential growth of the City of Temecula will continue to expand as there are many people
attracted to the City and the amenities it offers within the community. Steady growth has
occurred within the City of Temecula since the adopted 2017 LHMP. As anticipated, light
commercial growth will follow residential growth in these parts of the city, such as along the
Jefferson Corridor. Heavy commercial and industrial growth will continue to develop along the
western portions of the city, along the base of the hills making up the Santa Margarita Ecological
Preserve and along Interstate 15 and Highway 79. All development occurring over the past few
years was constructed in accordance with all local land use, building codes, zoning, and
environmental requirements, and applicable State and Federal regulations. Because of this
growth and rigorous project review over the past five (5) years, there have been no changes to
the community’s vulnerability.
Because much of the City of Temecula has already been developed , no major growth is
anticipated over the next five (5) years. Projected development is expected to center around the
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Jefferson Corridor and the Promenade Mall. The City has prepared specific plans for both of these
areas to ensure measured and safe development. The City anticipates adding more than 4,000
housing units by 2028, which will increase the population by more than 12,000 residents. Many
of these units will be pedestrian oriented multi-family housing.
According to the 2012 General Plan (currently under revision), the projected population at
buildout in the City of Temecula is approximately 118,900 persons. Buildout projections in the
2012 General Plan only factor in the potential maximums based on Land Use and Zoning
designations; it does not consider other factors that may limit growth (e.g., downturn in the
economy, building material shortages, etc.).
3.8 Key Assets
A subset of the general building stock are key buildings the City will rely on when responding to
and recovering from disaster events. Because of the role and importance of these facilities, the
City needs to ensure the facilities are maintained and will be functional during and after disasters.
Also, part of these key assets are systems and equipment used to perform certain functions
and/or operations. The list of key assets includes, but are not limited to: Police Stations, Fire
Stations, City Hall, Water facilities, Hospitals/Medical facilities, Community Centers, Maintenance
Yards, Mass Care & Shelter Sites, Libraries and Schools. A list of key assets can be found in
Appendix 5.
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The purpose of this section is to capture the different resources available to the City of Temecula
in support of mitigation. In an effort to efficiently demonstrate these resources, this section has
been organized by: Personnel Resources; Mitigation Governance Resources; Technical
Resources; and Fiscal Resources.
4.1 Personnel Resources
This sub section demonstration the City of Temecula’s capability to dedicate and or assign, long-
term or short-term, workforce to mitigation efforts. There are four (4) primary ways that the City
of Temecula can provide personnel resources: directly from the City of Temecula workforce;
through contracts and volunteer organization; through mutual aid; and through existing
partnerships.
4.1.1 Government
The City of Temecula is a full service, general law city. The major services provided include Police,
Fire, Water, Wastewater, Solid Waste, Engineering, Public Works, and Community Development.
The City is governed by a five-member City Council, who also chair several Boards, Committees,
and Commissions. The City Council is supported by the City Clerk’s Office, the City Treasurer, and
the City Manager. The City Manager oversees the City Manager’s Office staff, Assistant City
Manager, Deputy City Manager (Community Development), City Clerk, Finance, Police and Fire.
The Assistant City Manager oversees the Directors of Community Services, Human Resources &
Risk Management, and Information Technology. The organization structure of the City of
Temecula is depicted at Figures 4.1 and 4.2.
4. CAPABILITY ASSESSMENT
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Figure 4.1 - City of Temecula Organizational Structure (1)
Figure 4.2 - City of Temecula Organizational Structure (2)
While each department plays a role with regard to emergency preparedness and response, not
all will have a direct role in mitigation. This section demonstrates the City of Temecula’s capability
to dedicate and/or assign workforce to mitigation efforts. Th ere are five (5) primary ways the
City of Temecula can provide personnel resources: Directly from the City of Temecula
government workforce, through contracts, through volunteer organizations, through mutual aid
agreements, and through partnerships.
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The City of Temecula ‘s ma or services include Police, Fire, ater, astewater, Solid aste,
Engineering, Public works and Community Development. The city is governed by a five-member
City Council and the appointment to the position of Mayor and Mayor Pro Tempo re is made on
rotating basis among all Council Members. The City Manager oversees the Office of the City
Manager Staff, Development Services, Management Services, Municipal Utilities and
Engineering, Facilities and Community Services. The City of Temecula has established its first
Office of Emergency Management nestled under the Human Resources and Risk Management
Department. Below is a summary of the city departments and their roles:
• Office of the City Clerk - The City Clerk’s office of the City of Temecula is committed to
ethically serving the needs of the citizens of our community by: Bridging internal and
external communication pathways, enhancing the public’s trust in local government,
ensuring the integrity of the participatory process, providing equa l access to open and
transparent government.
o Election and Voter Information -The City of Temecula is a general law city with a
five-member legislative body. Each of the five City Council Members are directly
elected by the registered voters of their district. The positions of Mayor and Mayor
Pro Tempore are ceremonial in nature and not directly elected. The City Council
selects the Mayor and Mayor Pro Tempore amongst themselves and the positions
typically serve a calendar year.
o Redistricting Information and Archives -The City Council completed its redistricting
process on March 8, 2022, selecting Map B below. This webpage is being
preserved for 10 years for informational purposes pursuant to AB 849 (2019) and
AB 1276 (2020) codified in Elections Code Section 21600 et seq.
o Public Records and Municipal Code – Requests for public records, Fair Political
Practices Commission Forms, and the Municipal Code can be accessed or made
online and in person.
o Public Notices and Comment Opportunities- Public comments for City Council
meetings may be made in person at the meeting by submitting a s peaker card or
submitting electronically to CouncilComments@TemeculaCA.gov for inclusion
into the record pursuant to the rules outlined on the agenda. Notices for
upcoming public hearing dates are published on the city website.
• Office of the City Manager - The City Manager Department serves as the City's executive
office responsible to the City Council for implementing their priorities and objectives and
effectively delivering exceptional services, projects, and programs to the citizens of
Temecula. The City Manager is responsible for implementing all City Council policies, as
guided by the Quality-of-Life Master Plan (QLMP), overseeing the preparation and
administration of a balanced annual budget, providing organizational leadership to City
staff and operations.
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o City Attorney - The mission of the City Attorney’s Office is to provide quality,
timely, and cost-effective legal analysis, opinion, and advice to the City’s elected
officials, departments, appointed commissions and boards on a broad range of
legal, administrative, legislative, and procedural matters, including application of
constitutional, statutory, administrative, and local government law. The City
Attorney’s Office strives to effectively provide timely research, analysis,
evaluation, and drafting of legal and other documents necessary to the
accomplishment of the City’s municipal functions and goals. The City Attorney’s
mission includes representation of the city in judicial, administrative, and
appellate proceedings in an efficient and cost-effective manner.
o Community Service Funding Grants - The City's annual nonprofit organization
grant program entitled Community Service Funding has historically awarded up to
$5,000 per nonprofit organization, for a total of $100,000 budgeted annually. This
Fiscal Year, beginning July 1, 2022, and next Fiscal Year, beginning July 1, 2023, the
program will be revitalized as Community Service Funding - Reinvestment in
Temecula and the budgeted amount will be increased by $1 million to $1.1 million
each year, for a total of $2.2 million over two years. The program will be
administered by the City Manager's Office and eligible nonprofit organizations are
invited to apply for a grant up to $50,000 each year to fund services or programs
that serve Temecula residents.
o City News and Updates - The City Manager publishes a monthly e-newsletters to
provide brief, informative updates intended to keep Temecula residents and
businesses engaged with City Hall, and informed about current citywide projects,
programs, and events.
o Citizen Survey -The Community Opinion Survey is a study designed to provide a
statistically reliable understanding of citizen satisfaction, priorities, and concerns
on a variety of services that the city provides. The survey results help to ensure
that the City’s priorities and goals remain aligned with citizen input
o Economic Development - Our mission is to create a wide spectrum of job
opportunities for Temecula residents by expanding the City's economic base and
increasing local economic activity, and to generate new tax revenues for essential
public service by expanding the City's tax base.
o Public Information - In person, on paper and digitally, the City of Temecula Office
of Public Information Team is committed to disseminating timely and factual
information to all Temecula residents and businesses, the Press, and all other
parties while adhering to our Core Values as outlined in the Quality-of-Life Master
Plan.
▪ Temecula TV: Channel 3-The Temecula TV Program is a comprehensive
effort focused on providing public information in a timely manner as well
as creating opportunities to educate our residents about local
government, upcoming projects, and services.
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▪ Social Networking - Find out the latest information about City of Temecula
initiatives, opportunities, and fun things to do in the heart of Southern
California Wine Country.
▪ Inside Temecula Newsletter - Annual newsletter published by the City of
Temecula and mailed to residents and businesses within the City of
Temecula.
▪ City’s Mobile App - The City of Temecula App is designed to enhance citizen
engagement by streamlining access to City information. In addition to
providing information, the City of Temecula App allows access to City
services. Residents will have the ability to report non-emergency issues to
the City at any time of the day or night. Issues such as potholes, graffiti,
homeless concerns and more can be reported quickly and easily using
photographs, location, and other information about the issue. Once the
issue is submitted, staff is notified, and the resident can track the status of
their issue through the app.
• Community Development - Community Development is a multi-disciplinary department
providing a range of planning and development services to appointed boards, citizens,
city departments, commissions, elected officials. This is accomplished by promoting
positive community and economic development within the city and includes adequate
affordable housing and providing social service programs.
o Affordable Housing - The City of Temecula has a variety of affordable housing
opportunities for all economic segments of the community. By partnering with
government agencies, non-profit organizations, and private property owners, we
work to create safe and affordable housing for all residents of our community.
o Building and Safety - The Building and Safety Division is responsible for the
administration and enforcement of all applicable regulatory clearances, codes and
standards, fees, plan review, inspections and application of City, State, and
Federal laws and ordinances.
o Code Enforcement - The City of Temecula Code Enforcement team works with
residents, property owners, business owners, and other partners to mitigate an d
resolve negative impacts in our community. Through voluntary compliance and
cooperation, our Code Enforcement team works to address potential issues and
ultimately make Temecula an even better place to live.
o Community Development Block Grants (CDBG) - The City of Temecula receives
Community Development Block Grant (CDBG) funds from the U.S. Department of
Housing and Urban Development (HUD) each year. CDBG funds are provided by
the federal government to help people with extremely low, low, and moderate
incomes and those who may be particularly vulnerable (for example people with
disabilities). Assistance provided by CDBG funds is targeted toward affordable
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housing, establishing suitable living environments, and expanding opportunities
for lower income residents. CDBG funds are broken down into three categories:
1. Capital Improvements – physical improvements to the private or public
built environment to support low income and protected populations (e.g.,
people with disabilities).
2. Public Service Allocation – funds to support other organizations or
nonprofits (known as public service providers) that serve low income
and/or protected populations.
3. Administrative Funds – funds to administer the CDBG program and
enforce the federal government’s stringent regulatory requirements.
CDBG funds follow a regular cycle and process that ensures analysis, data collection, community
involvement, transparency, and performance measurement.
o Development Reports - Building Permits Issued, Planning Activity Report.
o Fees - Budget Management, Business Licenses, Debt Management, Fees, Financial
Reports, Property Tax, Purchasing & Contract Administration, Transient
Occupancy Tax.
o Inspections - Building Inspections, Fire Inspections, Land Development
Inspections, Planning/Landscape Inspections.
o Land Development - The Land Development Division in the Department of Public
Works provides for the review and engineering approval of all proposed private
developments and residential/commercial subdivisions within City limits to
ensure compliance with City and engineering standards, codes, ordinances,
policies, and procedures as well as all applicable state and federal regulations.
o Planning - The primary goal of the Planning Department is to implement orderly
and compatible development which creates livable neighborhoods, supports
economic development, and sustains a high quality of life for Temecula’s citizens.
o Sustainability - Temecula's Sustainability Plan was adopted by the City Council on
June 22, 2010. This plan is a comprehensive program that includes 8 areas of
focus: Air Resources, Community Outreach, Energy, Green Buildings, Open Space,
Transportation, Waste Management, Water Resources.
• Community Services - The Community Services Department is dedicated to providing an
award-winning complement of recreational and cultural programs, community and
human services and special events activities aimed at enhancing the high quality of life
for our youth, teens, adults, seniors, and special needs population - We create community
through people, parks, and programs.
• Finance - The Finance Department serves as the City’s fiscal custodian and is responsible
for managing the Accounting, Purchasing and Budgeting operations. The Department
consists of 4 divisions:
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o Budget Management
o Finance Support Services
▪ Debt Administration
▪ Procurement
o Financial Reporting
o Revenue Management
o Budget Management - The Annual Operating Budget is developed after a
considerable review process. Departmental budget submittals are prepared
and reviewed by line-item in connection with projected revenues. Detailed
measurable performance objectives are developed utilizing a unified set of
Citywide strategic goals. Expenditure and 5-year revenue projections are
developed to identify the future impacts of proposed staffing and program
changes, as well as the impact of proposed capital improvement projects. The
result is that this document is a conservative, balanced budget that provides
for quality services while effectively utilizing available resources.
▪ The CIP Budget document is to serve as a planning tool, which coordinates
the financing and scheduling of major projects undertaken by the city. The
CIP Budget document has been prepared in accordance with generally
accepted accounting principles. This document is dynamic and,
consequently, must be revised annually to address changing needs,
priorities, and financial conditions. The capital improvements presented in
this document are the City’s ma or pro ects, which exceed $25,000 in cost,
have long-term life spans, and are generally non-recurring. These projects
include land and right of way acquisition, design, construction or
rehabilitation of public buildings or facilities, public infrastructure design
and construction, park design and construction, and redevelopment
projects.
o Business Licenses and Property Taxes - Guides and manages the process of
obtaining a business license and/or paying property taxes in Temecula.
o Debt Management - It is the mission of the Debt Management Division to
effectively manage all of the City, Redevelopment Agency, and Temecula
Public Financing Authority debt obligations by investing available funds
responsibly, evaluating refinancing opportunities to save the City money and
lower taxes on its citizens, and to provide outstanding customer service to all
property owners, developers, and consultants while ensuring that all
requirements are met for all debt obligations administered by the City and its
legal authorities.
o Financial Reports - Annual Comprehensive Financial Report (ACFR) - The
Annual Comprehensive Financial Report (ACFR) contains information that can
be utilized to evaluate the City’s financial condition and its operational and
fiscal accountability for the year. The ACFR consists of a comprehensive
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summary of the City’s finances and other relevant information for the audit
year, including economic overviews, financial analyses, financial statement
note disclosures, budgetary and other compliance schedules, and other
statistical data. The ACFR is prepared in conformity with accounting principles
generally accepted in the nited States of America and is audited by the City’s
independent auditors.
The City participates in the Certificate of Achievement for Excellence in Financial Reporting
Program established by the Government Finance Officers Association. This is the highest
recognition Program in the area of government accounting and financial reporting. The City has
received the Certificate of Achievement for Excellence in Financial Reporting annually since fiscal
year 1991.
• Fire Department (CALFire/Riverside County Fire Department – Contracted Services) -
The Temecula Fire Department is dedicated to the protection of life, property, and the
environment. This is accomplished by following a comprehensive emergency service
response program that utilizes a highly trained work force, progressive technology,
modern equipment, and responsible fiscal management. The Temecula Fire Department
is comprised of one (1) Division Chief, two (2) Battalion Chiefs and 60 firefighting
personnel that serve from five (5) fire stations located within the city limits. Plan review
and inspection services for development and construction throughout the city is provided
by six (6) Fire Prevention staff members located at City Hall. There are 3 Administrative
staff members that provide support for the implementation and management of the
Temecula Fire Department. The Temecula Division encompasses 3 Riverside County Fire
Department stations for a total of 8 stations within the Temecula Division.
o Community Programs -The City of Temecula's Fire Department works in
cooperation with other organizations to bring its citizens the most current fire
safety information.
o Fire Prevention - The mission of the Temecula Fire Prevention Bureau is to
preserve and enhance the quality of life for the citizens of Temecula through the
application of a comprehensive fire and hazard prevention program. This mission
is carried out through the pursuit of the following goals: Conduct public
information and education programs that emphasize fire and life safety and have
a strong focus on fire prevention. Ensure a reasonable degree of life safety exists
in all buildings through enforcement of applicable codes, regulations, and
standards.
o Public Training Opportunities
1. CPR/AED Course - This course teaches Cardiopulmonary Resuscitation (CPR),
the use of an Automated External Defibrillator (AED), and relief of Foreign Body
Airway Obstruction (FBAO) for adult, child, and infant victims.
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2. First Aid Classes - The Heartsaver First Aid course, developed using the same
evidence-based process as all American Heart Association courses, provides
training in basic first-aid procedures (including the first-aid skills recommended by
OSHA) in a format that can be delivered in a single da y. Also offered are elective
modules in CPR, AED, and environmental emergencies.
3. Health Care Provider CPR-The Basic Life Support (BLS) for Healthcare Providers
Course is designed to provide a wide variety of healthcare professionals the ability
to recognize several life-threatening emergencies, proved CPR, use an AED, and
relieve choking in a safe, timely and effective manner.
4. Pediatric First Aid-The City is pleased to offer American Heart Association,
Heartsaver Pediatric First Aid courses. This class is designed to meet the regulatory
and credentialed training requirements for childcare workers in all 50 states.
• Human Resources - The Human Resources Department is responsible for administering
Human Resources policies, procedures, and practices. They provide vision and leadership
to promote an environment that values excellence, diversity, creativity, and productivity
at all levels of the organization.
o Risk Management Division - The mission of the Risk Management Division is to
identify, assess, and manage the impacts of operational risk on city government
business by having policies in place to protect City personnel, property, and
liabilities.
o Office of Emergency Management - The Office of Emergency Management
provides Emergency Management (EM) services to the City of Temecula through
the provision of an Emergency Manager. The Emergency Manager is responsible
for the development of the City’s disaster plans, disaster training and exercise
program while providing direct oversight of the City’s Emergency Operations
Center (EOC).
• Information Technology & Support Services - The Information Technology department
serves our community by researching, developing, implementing, and supporting
effective and innovative use of technology through teamwork, collaboration, innovation,
and accountability to our departmental partners. Responsibilities include planning,
developing, implementing, supporting the technology systems and networks and use of
Media Services to increase community involvement throughout the City of Temecula.
The IT Department is divided into the following 6 divisions:
o Enterprise Application Services (EAS)
o Geographic Information Systems (GIS)
o Media Services
o Network Infrastructure
o Tech Support and Support Services
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• Temecula Police Department ( u h ff’ – Contracted
Services) - The Department employs officers at the rate of about 1 Officer per 1,063
residents. In addition to the main station, there are two substations available to the
public for police services at the Promenade Mall Substation, and a second location in Old
Town. The Department has a Promenade Mall Team, Traffic Team, Investigation Bureau,
SET/Gang team, a Homeless Outreach Team, School Resource Officers, Volunteers, and a
METRO Team.
• Public Works - The mission of the Public Works Department is to provide quality services
that support the infrastructure demands of the City of Temecula and enhance the safety,
welfare and aesthetic environment of the residents, businesses, and visitors. This is
accomplished through the development and maintenance of City streets, sidewalks,
traffic systems, bike lanes, parks, buildings, trails, and drainage facilities; professional
engineering oversight of public and private improvement projects; and implementation
of erosion/sediment controls and storm water quality measures.
o Administration & Special Projects - The Administration and Special Projects
Program within the Public Works Department provides coordination with other
agencies and organizations involved in transportation, flood control, sanitary
sewer, and water distribution.
▪ Responsibilities:
• Representing the City at technical advisory committee meetings
involving the Riverside County Transportation Commission and the
Western Riverside Council of Governments on issues concerning
federal funding, air quality, and congestion management
• Coordinating all programs within the Public Works Department
• Being involved in the Water Planning Task Force, various Santa
Margarita Watershed groups, and the Joint Temecula/Murrieta
Traffic Committee
• Tracking the division budget
o Capital Improvement Projects (CIP) - The Capital Improvement Division (CIP)
administers the City's Five-Year Capital Improvement Program, which consists of
projects for the construction of Cit y facilities, roads, traffic signals, parks, and
community centers. The primary sources of funding for the CIP are Developer
Impact Fees (DIF), Measure A, General Fund, and grants from various sources,
including local, state, and federal agencies.
▪ The CIP Division is responsible for the project planning, environmental
documentation, design, and property acquisition, for streets, bridges,
facilities, and park projects. The Division also manages the bidding process
for Capital Improvement Projects, as well as construction inspection
duties. All functions are done in coordination with various agencies,
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including utility companies, other departments with the city, Caltrans, and
other governmental agencies.
o Land Development - The Land Development Division in the Department of Public
Works provides for the review and engineering approval of all proposed private
developments and residential/commercial subdivisions within City limits to
ensure compliance with City and engineering standards, codes, ordinances,
policies, and procedures as well as all applicable state and federal regulations.
▪ The responsibilities of the Land Development Division include a vast range
of engineering reviews and inspections ranging from “conceptual design”
engineering reviews to ultimately, Public orks inspectors’ clearance for
issuance of a certificate of occupancy. These engineering responsibilities
include, but are not limited to, the following:
• Administer the Land Development program
• Collect, and ultimately release, the required securities for work
within private developments and public rights-of-way
• Inspect all private developments during construction
• Issue Land Development permits including grading, haul route and
encroachment permits
• Provide complete and comprehensive Land Development
comments (i.e., engineering, water quality, etc.) during the
Development Services’ Pre-Application process
• Provide complete and comprehensive Public orks’ Conditions of
Approval for private developments
• Provide excellent customer service to the general public regarding
Land Development concerns and
• Review, plan check and recommend approval of all private projects
(including commercial, industrial, and residential developments,
tract/parcel maps, legal documentation, etc.) within the City
▪ The Land Development Division strives to accomplish these responsibilities
for the benefit of the community, local businesses, neighborhoods, and its
residents, with minimal disruptions and inconveniences.
o Traffic Engineering - The Traffic Engineering Division is responsible for day-to-day
traffic operations, safety issues, and future transportation needs.
▪ Responsibilities
• Collecting and analyzing traffic volume data
• Establishing future traffic signal priorities
• Maintaining traffic devices inventories
• Monitoring traffic and implementing changes from traffic
operation center
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• Monitoring, maintaining, and adjusting timing of existing traffic
signals
• Performing speed surveys
• Responding to citizens' requests for traffic control devices
• Reviewing accident reports
• Reviewing all traffic control plans for construction zones
• Reviewing all traffic signal, signing, and striping plans
• Reviewing private development plans for traffic impacts and
mitigation measures
• Technical support of the Public Traffic/Safety Commission
o TRIP Report - The purpose of the TRIP Report (Traffic Restrictions in Progress) is to
advise citizens of conditions affecting traffic flow within the City.
o Water Quality & Storm Water - The City of Temecula is committed to improving
water quality by implementing programs that systematically reduce and eliminate
pollutants from urban runoff before reaching our local creeks. These creeks
historically receive untreated runoff through numerous storm-drain systems
throughout the city. Flows from each creek drain into the Santa Margarita River,
which ultimately discharges into the Pacific Ocean.
4.1.2 Contractors
The City of Temecula is able to hire contract employees. A contract employee is an individual
retained by the City for a predetermined time and price. Benefits of hiring contract employees
include:
• Ability to hire workers for short-term projects, on an as needed basis
• Ability to hire highly skilled individuals for which there is no one in -house qualifications
o Little to no downtime as noticed with onboarding new staff
• Lower overhead operating costs
o Do not need to pay taxes (social security, workers compensation) or provide
benefits (unemployment, health, sick leave, vacation time or retirement)
o Usually do not need to provide office space or equipment
Disadvantages of hiring contract employees include:
• May work for several employers simultaneously and may not be available when needed
• Integrating with City staff can be difficult because of remote working and unfamiliar with
city organization and resources
4.1.3 Volunteers
The City of Temecula has the ability to leverage volunteer workers. A volunteer worker generally
means anyone who agrees to work for free, California labor laws narrow in on a more specific
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definition of a volunteer. According to California Labor Code Sect ion 1720.4, which defines
volunteering in California’s labor law, an individual must perform services freely and without
coercion for a civic, humanitarian, or charitable purpose to be considered a volunteer. The legally
volunteer, an individual must offer his/her services to a public agency or non-profit organization.
Businesses may not legally utilize volunteers.
California Labor Law permits the extension of workers’ compensation to volunteers during their
time in service. orkers’ compensation is a type of insurance that covers employees in the event
of industrial or occupational injury. Often, public agencies will grant volunteers insurance
protection under workers’ compensation to help encourage volunteering and avoid the potential
for lawsuits. In order to be deemed an employee for workers’ compensation, the organization –
whether public or private – usually must declare a volunteer as such prior to an injury incident.
Under the law, this declaration should be in writing through a resolution of the gov erning body
of the organization or agency, such as its board of directors.
Unpaid internships are another volunteer opportunity the City can leverage; however, some
criteria must be met California Labor Relations Department has provided some clarification
regarding unpaid internships. Unpaid internships are a type of volunteering that is intended to
provide educational opportunities – and in some cases, school credit – for volunteers. As of April
of 2010, the California Labor Relations Department applies six (6) criteria based on federal law
when determining the legality of an unpaid internship: 1) the experience must resemble those of
vocational schools, 2) the experience is primarily for the benefit of the intern, 3) the intern does
not displace a regular employee, 4) the intern’s services provide no immediate advantage to the
employer, 5) the intern is not entitled to a job at the end of his/her internship, and 6) both the
employer and intern have a mutual understanding that no compensation is expected f or the
internship.
4.1.4 Mutual Aid
The City of Temecula has several mutual aid agreements, most focused on public safety and
emergency management. An emergency management mutual aid agreement defines and
formalizes the arrangement to lend assistance across jurisdictional boundaries in situations that
have exhausted internal resources or there is a need for increased capabilities. Some of the City
of Temecula mutual aid agreements are with the State of California. This enables the state to
request or fulfill requests for mutual aid from one region to another; enabling locals to maintain
their readiness in their region.
4.1.5 Partnerships
The City of Temecula has the ability to enter into partnerships with surrounding cities and
counties, outside agencies, special districts, and companies. Partnerships are an arrangement
where parties agree to cooperate to advance their mutual interests. In most cases, partnerships
are done through a Memorandum of Understanding (MOU) outlining the scope of work, the
mission, and roles and responsibilities.
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4.2 Mitigation Governance Resources
There are a variety of governance that are directly related to or influence mitigation efforts. This
governance falls under: 1) Laws, Regulations, Codes, and Ordinances; 2) Plans, Studie s, and
Reports; and 3) Programs. While the intent is to capture city-level information, there are some
state-level and/or county-level information that has direct implications on the city. As can be
expected, the city has greater ability to revise, adjust, add, and remove governance to better
reflect the needs of governance and its sponsors. The city regularly assesses and evaluates the
effectiveness of its governance and incorporates changes to help meet the intended goal. The
city does provide input and comments on governance sponsored by other organizations but
because the intended audience of the governance is usually greater than the city, it is not always
incorporated. To ensure that there is a comprehensive list of governance, relevant state -level
and/or county-level information is also captured.
4.2.1 Laws, Regulations, Codes, and Ordinances
Title: Senate Bill (SB) 379
Sponsor: State of California, Senate
Description: In 2017, the California State Senate approved Senate Bill (SB) 379 which requires
the General Plan’s Safety Element to address climate adaptation and resilience strategies. This
must be done after the next revision to the Local Hazard Mitigation Plan (LHMP ) or by January
2022 if the city/county does not have an LHMP. If the jurisdiction has an approved and adopted
LHMP it can be summarized and incorporated by reference into the Safety Element.
Title: Assembly Bill (AB) 477
Sponsor: State of California, Assembly
Description: In 2019, the California State Assembly approved Assembly Bill (AB) 477. AB477
requires local jurisdictions (cities/counties) to include representatives from the access and
functional needs population in the next update of the Emergency Plan. The primary focus areas
include, but are not limited to emergency communications, emergency evacuations, and
emergency sheltering.
Title: Assembly Bill (AB) 2140
Sponsor: State of California, Assembly
Description: In 2006, the California State Assembly approved Assembly Bill (AB) 2140. AB 2140
enables the state of California to provide greater than 75% of the eligible state share if a local
urisdiction (city county) has an approved and adopted LHMP as part of the General Plan’s Safety
Element.
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Title: California Building Codes
Sponsor: State of California
Description: The City abides by and is governed by California 2019 Building Codes including
sections on electric, plumbing, mechanical, green, and residential requirements, standards, and
regulations.
Title: Riverside County Building Codes
Sponsor: Riverside County
Description: State law requires that all cities and counties in California enforce the building codes
as mandated by the California Building Standards Commission. The County of Riverside has
adopted by ordinance the California Building Code, 2019 edition, as modified b y the State of
California.
Title: California Zoning Ordinance
Sponsor: State of California
Description: The City has adopted a Zoning Ordinances as part of the General Plan process. These
ordinances regulate land use and map the official land use and hazard overlay districts, to include
safety hazard and environmental protection areas.
Title: Model Water Efficient Landscape Ordinance
Sponsor: State of California
Description: Over the years, the State of California has been promoting water conservation for
all new development within the State. In a drought -prone California, where approximately 60
percent of all residential water is used in landscape applications, California lawmakers have
adopted such legislation as Assembly Bill (AB) 325 (1990), AB 2717 (2004), and AB 1881 (2006)
that outline, and in some instances mandate, the practice of water conservation in landscape
applications. As part of AB 325, the Department of Water Resources (DWR) prepare and promote
the State’s first Model ater Efficient Landscape Ordinance (MWELO). In 2006, State lawmakers
adopted AB 1881, which gave guidelines and timelines for revision of the State’s M ELO and
mandated that every city, county, or other agency within the State of California adopt the State’s
revised MWELO or be in compliance with it through their own ordinance, by January 2010.
Title: Emergency Planning and Right to Know Act
Sponsor: State of California
Description: The Emergency Planning and Community Right-to-Know Act (EPCRA) was created to
help communities plan for emergencies involving hazardous substances. EPCRA has four (4)
major provisions: one (1) deals with emergency planning and three (3) deal with chemical
reporting. EPCRA local emergency planning requirements (Sections 301 to 303) stipulate that
every community in the United States must be part of a comprehensive emergency response
plan. Facilities are required to participate in the planning process. State Emergency Response
Commissions (SERCs) oversee the implementation of EPCRA requirements in each state.
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4.2.2 Plans, Reports, Studies
Title: General Plan
Sponsor: City of Temecula
Description: All cities and counties in California are required to adopt a General Plan that lays out
major policy and development goals. The General Plan includes elements, which are sections that
address a variety of important topics. The element most closely related to Mitigation is the Safety
Element, which focuses on natural, technological, and other human caused hazards. The aim of
the Safety Element is to reduce the potential risk of death, injury, property damage, and
economic and social dislocation resulting from fires, floods, earthquakes, landslides, and other
hazards. The Safety Element identifies all significant hazards and risks in a community and defines
policies to mitigate and respond to those risks. In addition to ensuring that the General Plan
incorporates information from the LHMP into the Safety Element, the General Plan is also
reviewed while producing the LHMP to ensure goals, objectives, an d mitigation actions are
compatible and in sync with each other.
Title: Emergency Operations Plan
Sponsor: City of Temecula
Description: An all-hazards plan describing how the City will organize and respond to incidents.
It is based on and is compatible with the laws, regulations, plans, and policies listed above. The
Emergency Operations Plan (EOP) also addresses the integration and coordination of resources
and activities with other Governmental Agencies, Special Districts, and private -sector partners.
Title: Old Town Specific Plan
Sponsor: City of Temecula
Description: The Old Town Specific Plan was adopted by the City Council in February of 1994.
Since its adoption, the Specific Plan has been revised six (6) times. Old town is but a part, albeit
an important part, of this larger community. New development surrounds the historic town site
and while many of its historic structures have been torn down or moved, other still remain as a
reminder of what Temecula was, and more importantly, as an inspiration for what it can be in
the future. Based upon the visioning process, Old Town is envisioned to develop a vibrant
pedestrian-friendly, walkable downtown destination in the heart of Temecula’s historic district.
The ambiance of Old Town will be created by a vibrant streetscape which includes buildings
reminiscent of architecture from the 1880’s through the 1940’s. The distinct charm of the Old
Town area will attract a wide range of interest throughout the community, the region, and
beyond.
Title: Uptown Temecula Specific Plan
Sponsor: City of Temecula
Description: The urban neighborhoods in Uptown Temecula are located within walking distance
to a hub of quality and thriving business, technologically innovative employment centers, and
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higher education facilities. The vibe of Uptown Temecula fosters creativity, stimulates
innovation, and provides a place for community members to work, learn, and refashion the world
around them. In addition to expanding its service to traditional weekend -oriented tourism, the
stronger presence of businesses and corporations fill hotel rooms and su pport small conventions
and events that occur during the week. Uptown Temecula is designed and built from the
collective, shared efforts of public participation, private development, and public investments.
These efforts are driven by a community-based vision and priorities for strategic, feasible, and
flexible revitalization.
Title: Altair Specific Plan
Sponsor: City of Temecula
Description: Altair is envisioned as the complimentary residential component to the Old Town
Specific Plan area of the City of Temecula. The two plan areas are integral to a successful urban
mixed-use environment. Altair will provide up to 1,750 new homes for a range of household sizes,
incomes, and demographics. The homes of Altair will be a pedestrian-oriented community within
walking distance of cycling distance of Old Town. The dense design will attract residents looking
for an urban lifestyle, a demographic that tends to patronize the type of restaurants and shops
already in Old Town.
Title: Mass Care & Shelter Plan
Sponsor: City of Temecula
Description: This plan describes the actions, roles, and responsibilities of coordinating and
participating organizations within the City in their endeavor to manage the care and shelter
process before, during, and after the emergency. This plan addresses only general strategies used
for any emergency in general, and the EOC coordination efforts specifically. Tactical actions that
are taken at the shelter or evacuation sites are described in individual Standard Operating
Procedures (SOPs).
Title: Growth Management Plan
Sponsor: City of Temecula
Description: On March 21, 2000, the City Council adopted the Growth Management Plan (GMP).
The GMP provided a formal policy to implement growth management measures for the City of
Temecula. All projects are reviewed for compliance with the Growth Management Plan. Projects
that involve Zone Changes, General Plan Amendments, Planned Development Overlays, Planned
Development Overlay Amendments, Specific Plans, Specific Plan Amendments, Area Plans, and
Community Plans have rigorous expectations in order to meet the goals and policies of the GMP.
Title: City of Temecula Sustainability Plan
Sponsor: City of Temecula
Description: Adopted by the City Council in June of 2010, the city’s sustainability plan is a
comprehensive framework for sustainability policy related to air resources, community outreach,
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energy, green buildings, open space, transportation, waste management and water resources.
The plan involves strategies to conserve water and energy, encourage green building, expand
alternative transportation opportunities, increase open space, promote better air quality and
reduce waste.
4.2.3 Programs
The City of Temecula currently has the following mitigation programs to address the top hazards
which are transportation failures, fires, and flooding. It should be noted that some of these
programs were listed under Mitigation Strategy under the previous LHMP. However, because
they are ongoing programs, they have since been removed from the Mitigation Strategy section
and only captured here.
Title: Earthquake Program
Sponsor: City of Temecula
Description: The City of Temecula employs mitigation efforts that rely heavily on public
education and outreach, workshops for residents, businesses, schools, and government agencies.
Communication through the use of and upgrades to the mass warning and notification sy stem,
local radio, improvement of cellular and Wi-Fi capabilities, building retrofits, building code
compliance measures, improved inspections for local businesses, schools, and public facilities.
Annual inspections of local bridges, sewer and water facilities, waterways, and strengthening of
communications networks.
Title: Wildfire Program
Sponsor: City of Temecula
Description: As a city, mitigation efforts include aggressive weed abatement program, public
education, and workshops on wildfire defense, enhancing of firefighting apparatus and
equipment, fire inspections of established businesses, updating and implementing new building
codes for community development, and consistent work with homeless outreach to prevent the
unintentional spread of wildfire from open warming fires.
Title: Mass Care and Shelter Program
Sponsor: City of Temecula
Description: To increase Mass Care and Shelter capability of the county, grants from the
Homeland Security Grant Program (HSGP) and Riverside Regional Urban Area Security Initiative
(UASI) funded the Mass Care and Shelter Trailer/Cache Program. The program will have procured
numerous trailers/caches equipped with mass care and shelter supplies, strategically placed
throughout the County and ready for rapid deployment. As part of this program, the City of
Temecula possesses two (2) forward deployed trailers within the city for use in mass care and
shelter activations. Each trailer is equipped to support 100 persons. In addition to enhancing the
comfort levels of shelter residents, the program will produce standardized documents and
protocols for procuring and maintaining Mass Care and Shelter trailers/caches.
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Title: Community Emergency Response Team (CERT)
Sponsor: City of Temecula
Description: Since 2003, the City of Temecula has had a robust CERT Team. Under the direction
of the Fire Department, Temecula’s CERT team helps provide critical support by giving immediate
assistance to victims, providing damage assessment information, and organizing other volunteers
at a disaster site. Volunteers trained in CERT also offer a potential workforce for performing
duties such as shelter support, crowd control, and evacuation. The role of a CERT voluntee r is to
help others until trained emergency personnel arrive. Temecula’s CERT Program sponsors four
(4) training courses annually, two (2) for adults and tow (2) for teens.
Title: Citizen Corps Advisory Program
Sponsor: City of Temecula
Description: The Temecula Citizens Corps (TCC) Advisory Board is an important and vital
volunteer group that directly supports the TCC’s efforts to be a more prepared and disaster ready
volunteer group within the city. Over the years the advisory board has provided direct support
and linkage to city sponsored events as well as others across the southwest region in the hopes
of providing non-profit access. TCC is the organization at the forefront of our efforts to have
disaster trained citizens through their commitment to teach adults and teenagers in the 20-hour
basic CERT Course providing over 100 hours of preparation and execution to this task alone each
calendar year. As an advisory component, the team provides mentorship, advise, gu idance and
support in growing the program, increasing membership, and showcasing abilities and
capabilities across the region.
Title: Emergency Communications Group
Sponsor: City of Temecula
Description: This group is responsible for redundant emergency communications and provides
supplemental communication assistance to City agencies in the event of a disaster, emergency,
or other designated event. The Federal Communications Commission (FCC) in Part 97, Sub -part
E of the Commission’s Rules provide for the Radio Amateur Civil Emergency Service (RACES). The
purpose of RACES is to provide communication support to government during periods of local,
regional, or national emergency. Additionally, this group of individuals provide direct
communication support to the Emergency Operations Center (EOC) in the use and maintenance
of all radio equipment within the radio room.
4.3 Technical Resources
4.3.1 Proficiencies and Expertise
The City of Temecula has many proficiencies and expertise that can be leveraged in support of
mitigation efforts. In addition to public safety and fire suppression capabilities, the City has access
to staff with skills in Engineering/Construction, Planning, En vironmental, Risk Management,
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Project/Grant Management, Economic Development, Debris Removal, and Emergency
Management.
4.3.2 Technology
As with many jurisdictions, the City of Temecula has been increasing its technology capabilities.
This includes providing secure platforms to store and access information, means of ensuring
continuity of government, cyber security, and general technical support. A significant capability
available to support mitigation efforts is through the Geographic Information Systems (GIS)
section of the Information Technology and Support Systems (ITSS) Department. GIS is a computer
system for capturing, storing, checking, and displaying data related to positions on the Earth’s
surface. By relating seemingly unrelated data, GIS can help individuals and organizations better
understand spatial patterns and relationships. The GIS section of ITSS is able to analyze and
generate reports of critical data (land use, built environment, natural environment), able to
demonstrate potential ramifications of actions or events, and generate graphic representations
of results.
4.3.3 Communications
The City of Temecula has several platforms in which to communicate with staff, surrounding
jurisdictions, and the general public. In addition to the standard methods (telephone/cellular
telephone, emails), the City has interoperable communications capabilities (radio
communications and satellite communications). In addition to the above 2-way communications
platforms, there are several “push” platforms that can be used. These consist of television (city
owned TV channel), broadcast radio, websites, and social media (Facebook, Twitter, and
Instagram).
The City of Temecula’s Emergency Mass Notification System, Temecula ALERT, will communicate
emergency and other urgent messages to residents of Temecula and any others that have opted
into our system thought the self-registration portal or SRP. The system uses both text and voice
message to keep residents in Temecula informed in case of emergencies that affect are as in
which they live or work. With this information, residents and businesses can make informed
decisions that help ensure the safety of family members, employees, pets, and property in the
event of fires, flood, earthquakes, or other types of disasters. In the event of an emergency,
residents will receive a message with the latest information and safety instruction. The system is
programmed to know whether or not the message has been delivered to a person, recorded to
voicemail, or was not delivered due to a telephone system error. The system will continue to
attempt to deliver its messages until the message is successfully delivered to a person, or until
the message expires. The system utilizes the area’s 9-1-1 database, provided by the local
telephone company, and thus is able to contact land-line telephones whether listed or unlisted.
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4.4 Fiscal Resources
The financial resources of the City of Temecula are allocated to and accounted for in various
funds based upon the purposes for which the funds are to be spent and the means by which
spending activities are controlled. The various funds include: Governmental Funds; Proprietary
Funds; and, Fiduciary Funds.
• Governmental Funds - Used for most of city governmental functions. There are four (4)
types of Governmental Funds: General Fund; Special Fund; Debt Services Fund; and
Capital Project Funds.
o General Fund - The operating fund used to account for all activities, expect those
requires to be accounted for in another fund
o Special Fund - Used for proceeds of specific revenue sources that are restricted to
expenditures of special purposes
o Debt Services Fund - Used for accumulation of resources and the payment of
principal, interest, and related costs of general long-0term debt
o Capital Project Funds - Used for resources for the acquisition or construction of
major capital facilities
• Proprietary Funds - Used for government’s business-type activities. These funds recover
the cost of providing services through fees and charges on those who use their serv ices.
There are two (2) types of Proprietary Funds: Enterprise Funds, and Internal Services
Funds.
o Enterprise Funds - used for services provided primarily to external customers and
legal requirements or management policy required services, including capital, be
fully recovered through fees and charges
o Internal Services Funds - used for services provided to other funds, departments,
or agencies of the government. Costs are allocated to the benefitting funds in the
form of fees and charges in order to recover the full cost of providing services
• Fiduciary Funds - used for assets held in a trustee or agency capacity for outside parties,
including individuals, private organizations, and other government.
4.4.1 Government Fund
The primary account for the City of Temecula under the Government Fund is the General Fund.
Reallocation of funds from the General Fund is the main source of funds the City can access to
implement mitigation projects. For the City of Temecula, the General Fund forecast over the
coming (5) five years is balanced, with its Reserve for Economic Uncertainty and its Secondary
Reserve fully funded in all (5) five years.
The City’s General Fund is pro ected to increase by 3.2% over the prior year. Our tax revenu es
are projected to increase by 4.3% (Figure 4.3) providing for the City’s stability and ability to fund
mitigation projects should an immediate need arise.
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Figure 4.3 – General Fund Projections
The majority of Fiscal Year 2022-23 General Fund revenue is made up of Sales Tax, Property Tax,
Property Tax in Lieu of ehicle License Fees, and contributions from the City’s one-percent
Transactions and se Tax (Measure S). The City’s Sales Tax base is fairly well diversified with 28%
coming from the Autos and Transportation sector, 22% from General Consumer Goods, 15% from
the County Pool which include sales tax from online retail sales, another 11% from Restaurants
and Hotels, and the remainder from Business and Industry, Food and Drugs and the Construction
sector of the local economy.
Figure 4.4 – General Fund Revenue
The largest expenditure of the General Fund is Public Safety, making up 57% of total General
Fund expenditures. In accordance with the Measure S ballot language and City Council
appropriation guidelines, the City has invested heavily in Public Safety over the past several years
and continues to hold Public Safety as its highest priority.
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Overall, the General Fund remains structurally balanced, with revenues exceeding expenditures,
and reserves are fully-funded each year of the ensuing five-year financial forecast. The City
continues to budget in a conservative, yet realistic, manner while keeping close watch on several
economic indicators. As conditions change, adjustments to the Fiscal Year 2022-23 revenue or
expenditure budgets will be recommended and presented to the City Council for their approval.
Figure 4.5 – General Fund Expenditures
4.4.1.1 City of Temecula Measure S Fund
With the approval of a one-cent transactions and use tax measure in November 2016, the
Measure S Fund was established to account for this new revenue source. Fiscal Year 2022-23
Measure S revenue is projected to increase by 4.0% to $37,610,081, as the local economy
continues to expand.
Measure S appropriations of $38,044,429 for Fiscal Year 2022-23 reflect the priorities established
in Budget Policy IV – Transactions and Use Tax Funding. The ending fund balance within the
Measure S Fund is projected to be $11,021,315, which will carry-forward to the ensuing fiscal
year. Over the ensuing five-year period, Measure S is projected to have adequate resources to
fund public safety, asset management, capital projects and general services.
As depicted in Figure 4.6 Measure S is an additional source of funding locally that provides for
the City’s ability to fund mitigation projects should federal or state hazard mitigation funding is
unavailable.
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Figure 4.6 – Measure S Appropriations
4.4.2 Proprietary and Fiduciary Funds
Other means to implementing mitigation projects is the utilization of Proprietary and Fiduciary
Funds. While there are a variety of options that the City may be able to access under these funds,
the primary funds will be those secured through project grants, such as the FEMA Hazard
Mitigation Assistance (HMA) programs - Hazard Mitigation Grant Program - HMGP, Flood
Mitigation Assistance - FMA, or Building Resilient Infrastructure and Communities - BRIC
(formerly, the Pre-Disaster Mitigation- PDM program). Currently, the City has not received any
FEMA HMA grants over the past five (5) years.
4.4.3 Education and Outreach Capabilities
Table 4.1 lists the City of Temecula’s financial and public outreach capabilities. These capabilities
include programs such as fire safety programs, hazard awareness campaigns, public information,
or communications offices. Education and outreach capabilities can be used to inform the public
on current and potential mitigation activities.
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Table 4.1 – Education and Outreach Resources
Name Description (Effect on Hazard Mitigation) Lead Organization
Stop the Bleed Starting after the Route 91 shooting in Las
Vegas, it addresses preventing traumatic blood
loss deaths. It would address any hazard that
creates a traumatic injury that results in blood
loss (e.g., earthquake, terrorism, etc.).
Temecula Fire and
Office of
Emergency
Management
(OEM)
County
Emergency/Disaster
Readiness App
The City promotes the Riverside County
readiness app (RivCo Ready). It is a great tool
for the community to use in preparation for all
major disaster types.
Riverside County
Emergency
Management
Department (EMD)
Telephone Emergency
Notification System
The City operates the Telephone Emergency
Notification System known as Temecula
ALERT. A link is provided on the Office of
Emergency Managements page. Since sixty
percent (60%) of people only use cell phones,
cell phone registration is encouraged.
Office of
Emergency
Management
Public Event Outreach
and Awareness
Programming
The City OEM provides information on
training, emergency preparedness, and
resources every year at public events. These
events include neighborhood pop-ups, the
City’s Annual Preparedness Fair, and National
Night Out. OEM performs outreach
presentations to various community groups
upon request.
Office of
Emergency
Management
CERT Team A team of dedicated volunteers supporting the
City’s disaster response efforts. This team
meets twice monthly and is a key asset to the
City of Temecula.
Temecula Fire and
Office of
Emergency
Management
City Website Office of
Emergency
Management
Site that hosts information on earthquake
preparedness, heat risk, warming/cooling
centers, floods, and fires.
Office of
Emergency
Management
4.4.4 National Flood Insurance Program Participation
The City has been designated on the Flood Insurance Rate Map (FIRM), as including Zone(s) A,
AE, AH, D, and X, which are Special Flood Hazard Zones and Non-Special Flood Hazard Areas.
Areas located within Zones D and X are not in any immediate danger from flooding caused by
overflowing rivers or hard rains. However, it is noted that structures within a Non -Special Flood
Hazard Area are still at risk. Because the City is within Zone(s) A, AE, AH, D, and X, insurance
purchase is required for those locations residing within zones that begin with an A.
Notwithstanding, the City participates in the NFIP.
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Special Flood Hazard Area(s)
• Zone A: The flood insurance rate zone that corresponds to the 1% annual chance
floodplains. No base (1% annual chance) flood elevations or depths are shown within this
zone.
• Zone AE: The flood insurance rate zone that corresponds to the 1% annual chance
floodplains.
• Zone AH: The flood insurance rate zone that corresponds to the areas of 1% annual
chance shallow flooding (usually areas of ponding) where average depths are between 1
and 3 feet.
• Other Areas of Flood Hazard
• Zone D (Areas of Undetermined Flood Hazard): The flood insurance rate zone that
corresponds to unstudied areas where flood hazards are undetermined, but possible.
• Zone X: Areas of 0.2% annual chance flood hazards and areas of 1% annual chance flood
hazards with average depths of less than 1 foot or with drainage areas less than 1 square
mile.
Table 4.2 – National Flood Insurance Program Participation
NFIP Participation
CID Community
Name
County Initial
FHBM
Identified
Initial FIRM
Identified
Current
Eff. Map
Date
Reg. Emer.
Date
Tribal
#060742 Temecula,
City of
Riverside
County
10/25/1989 09/02/1993 8/27/2008 8/28/1991 No
There are currently no repetitive loss properties in the City of Temecula. Additionally, the City
has adopted language consistent with the NFIP flood plain management program into City code.
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5.1 Overview
The purpose of this section is to capture the approach used by the City of Temecula’s Hazard
Mitigation Planning Team to identify and prioritize (screen) hazards within its community. This is
an important step to ensure all potential hazards are considered and relevant hazards ranked as
to the greatest concern within the community.
This section also presents relevant information (profiles) on each hazard in the community. The
“Hazard Profiles” provide a description of the hazard, the location and or extent of the hazard
within the community, the history of the hazard within the community, the probability of the
hazard occurring in the community, and a discussion of any considerations needed due to
changing conditions (i.e., climate). This information was ref erenced when prioritizing hazards.
5.2 Hazard Identification
The HMPT went through an extensive effort to identify all of the hazards present in the
community. The Planning Team started with the list of hazards in the City of Temecula 2017 LHMP
and augmented the list as necessary. This augmentation considered adding, removing, and
renaming of hazards to create a list of all potential hazards in the community. The HMPT utilized
several external resources to ensure they were considering all potential hazards. These resources
included the State of California HMP (2018), the Riverside County OA LHMP (2017), and several
other surrounding community LHMPs (i.e., Lake Elsinore, Murrieta, Menifee). This helped the
Planning Team understand statewide, countywide, and surrounding area hazard concerns. Each
hazard identified in the external resources were reviewed and considered by the Planning Team.
After careful review and consideration, the Planning Team identified the following top 10 hazards
for inclusion in the City of Temecula’s LHMP update:
• Transportation Failure
• Fire (Wildfire)
• Earthquake
• Electrical Failure (Public Safety Power Shutoff)
• Flooding
• Communications Failure
• Pandemic
• Hazardous Materials Incident
• Extreme Weather – Heat
• Drought
As a note, no hazards from the City of Temecula’s 2017 LHMP were removed, however, the
Planning Team did re-prioritize the list of hazards as listed above. It is also important to note that
5. HAZARD ASSESSMENT
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the Planning Team did revise the name and description of some haz ards to provide more clarity
and understanding of the hazard. This step also led to separating and creating distinct individual
hazards (i.e., Power Outage (PSPS)/Extreme Weather - Heat). The changes to the hazard
descriptions and other relevant hazard information are captured under sub section 5.4 - Hazard
Profiles.
5.3 Hazard Screening and Prioritization
After the list of hazards was identified, the Planning Team went through a process to prioritize
(screen) the hazards to determine which hazards created the greatest concern in the community.
The Planning Team utilized a non-numerical ranking system that was implemented during this
update to the City of Temecula LHMP. This process consists of generating a qualitative ranking,
High, Medium, or Low rating for: 1) Probability; and 2) Impact from each hazard. As part of this
process, the following criteria (definitions) were applied:
• Probability
o High: (Highly Likely/Likely) There may or may not have been historic
occurrences of the hazard in the community or region, but experts feel that it is
likely that the hazard will occur in the community. Citizens feel that there is a
likelihood of occurrence.
o Medium: (Possible) There may or may not have been a historic occurrence of the
hazard in the community or region, but experts feel that it is possible that the
hazard could occur in the community. Citizens may feel that there is a likelihood
of occurrence.
o Low: (Unlikely) There have been no historic occurrences of the hazard in the
community or region and both experts and citizens agree that it is highly unlikely
that the hazard will occur in the community.
• Impact
o High: (Catastrophic/Critical) Both experts and citizens feel that the consequences
will be significant in terms of building damage and loss of life.
o Medium: (Limited, but not insignificant) Consequences are thought to be modest
in terms of building damage and loss of life, limited either in geographic extent or
magnitude.
o Low: (Negligible) Consequences are thought to be minimal in terms of building
damage and loss of life, limited either in geographic extent or magnitude.
After each hazard was ranked using the above criteria, the results were displayed in a graph to
assist the Planning Team validate the results (Figure 5.1). The Planning Team determined all
hazards falling within the gray-colored boxes were Tier I priority hazards, those within the blue-
colored boxes were Tier II priority hazards, and those within the purple-colored boxes were Tier
III priority hazards. The higher priority hazards (Tier I and Tier II), reflect those hazards the
Planning Team determined the community should focus on over the next five (5) years. This does
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not mean that the community will not address the lower priority hazards. It means if resources
are limited (i.e., funding, staffing), the primary focus will be on the higher priority hazards.
Figure 5.1 - Hazard Prioritization Matrix
IMPACT
High Medium Low PROBABILITY High Earthquake
Wildfire
Transportation
Flood
Drought
Comm Failure
Medium Extreme Heat
Electrical Failure
HAZMAT
Pandemic
Aqueduct Failure
Storm
Cyber Attack
Pipeline Disruption
Insect Infestation
Landslide
Nuclear Event
Rad Incident
Low Tornado
Dam Failure
Terrorist MCI
Water Disruption
Emergent Disease
Civil Disorder
Jail/Prison Event
5.4 Hazard Profiles
The Hazard Profiles include the incorporation of all new information, material, and reports to
better help the Planning Team and the community understand the hazard. The hazards are
organized alphabetically as identified in the hazard priority matrix. The top 10 hazards assessed
by the Planning Team are summarized below:
5.4.1 Top 10 Hazards
The hazards, in alphabetical order, include Communications Failure; Drought; Earthquake;
Electrical Failure; Extreme Weather – Heat; Fire (Wildfire); Flooding; Hazardous Materials
Incident; Pandemic; and Transportation Failure.
5.4.1.1 Communications Failure
• Ranking: Probability – Medium; Impact - Medium
• Description
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Technology disruption includes both deliberate (cyber -attacks) or accidental (equipment failure
or human error) actions that can cause the loss of use of technology and/or data. A cyber
threat/attack is a circumstance or event that has or indicates the potential to exploit technology
vulnerabilities and to adversely impact organizational operations, organizational assets (including
information and information systems), individuals, other organizations, or society. Crit ical
infrastructure, such as utilities and telecommunications, are also potential targets. Cyber
threats/attacks are most easily described as either external threats (where attacks originate
outside of established networks) or internal/insider threats (where attacks originate from users
who have existing access to an internal network). Examples of cyber threats/attacks include
malware and hacking, phishing, denial of service attacks, ransomware, and state -sponsored
hacking. Any one of these threats, if initiated, and successful, can produce a cyber-attack that has
major implications throughout the organization. Recent report produced by Verizon (2020)
analyzes 32,002 security incidents and 3,950 confirmed breaches from 81 global contributors
from 81 countries and indicate the following trends:
✓ 86% of data breaches for financial gain - up from 71% in 2019
✓ Cloud-based data under attack – web application attacks double to 43%
✓ 67% of breaches caused by credential theft, errors, and social attacks
✓ Clearly identified cyber-breach pathways enable a “Defender Advantage” in the fight
against cyber-crime
✓ On-going patching successful - fewer than 1 in 20 breaches exploit vulnerabilities
✓ 37% of credential theft breaches used stolen or weak credentials
✓ 25% involved phishing
✓ Human error accounted for 22%
• Location and Extent
Technology disruptions can happen anywhere within the City but will generally be targeted
towards larger corporations or government organizations.
• History
While there have been several smaller cyber threats and hacking, none have reached a level of
significance. However, the frequency of cyber-attacks on public and private sector organizations
in general, continues to rise.
• Probability
The probability of technology disruptions is on the rise globally, national, and locally. The
probability of occurrence of cyber threats is rapidly increasing, especially with increased reliance
on the Internet and cloud-based computing. However, cyber security threats/attacks will
generally be targeted towards larger corporations or state/national governments which are not
located within the county.
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Local governments are increasingly being targeted by cyber criminals on the basis that they have
fewer resources to defend themselves. Unlike natural hazards, where there is historical data, and
some predictive modeling can occur, cyber-attacks are an emerging hazard, which are more
challenging to anticipate.
• Climate Change Considerations
While there is little evidence to link climate change to increase in occurrences of cyber security
threats/attacks, the target could be related to persons/groups with issues with individuals or
companies they perceive to have effect on the climate (i.e., greenhouse gas producers) within
the community. And much like terrorism, depending on the consequence of the cyber -attack, it
could hinder the response and recovery efforts.
5.4.1.2 Drought
• Ranking: Probability – High; Impact - Medium
• Description
Drought can best be thought of as a condition of water shortage for a particular user in a
particular location. Drought is a gradual phenomenon and generally are not signified by one or
two dry years. California’s extensive system of water supply infrastructure (reservoirs,
groundwater basins, and interregional conveyance facilities) generally mitigates the effects of
short‐term dry periods for most water users. However, drought conditions are present when a
region receives below-average precipitation, resulting in prolonged shortages in its water supply,
whether its water supply is provided by atmospheric, surface, or ground water means. A drought
can last for months or years or may be declared after as few as 15 days.
Drought is not a purely physical phenomenon, but rather an interplay between natural water
availability and human demands for water supply. The precise definition of drought is made
complex owing to political considerations, but there are generally four (4) types of conditions
that are referred to as drought:
• Meteorological drought is brought about when there is a prolonged period with less
than average precipitation.
• Agricultural drought is brought about when there is insufficient moisture for average
crop or range production. This condition can arise, even in times of average
precipitation, owing to soil conditions or agricultural techniques.
• Hydrologic drought is brought about when the water reserves available in sources such
as aquifers, lakes, and reservoirs fall below the statistical average. This condition can
arise, even in times of average (or above average) precipitation, when increased usage
of water diminishes the reserves.
• Socioeconomic drought associates the supply and demand of water services with
elements of meteorological, hydrologic, and agricultural drought. Socioeconomic
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drought occurs when the demand for water exceeds the supply as a result of weather-
related supply shortfall.
The U.S. Drought Monitor, established in 1999, is a weekly map of drought conditions produced
jointly by the National Oceanic and Atmospheric Administration, the U.S. Department of
Agriculture, and the National Drought Mitigation Center at the University of Nebraska-Lincoln.
The map is based on measurements of climatic, hydrologic and soil conditions as well as reported
impacts and observations from more than 350 contributors around the country. Droughts are
generally categorized into five (5) categories: D1) Abnormally Dry, D2) Moderate Drought; D3)
Severe Drought; D4) Extreme Drought; and D5) Exceptional Drought. There are many
considerations that are factored into the determining the drought status; these include
consideration of status on the: Palmer Drought Severity Index; CPC Soil Moisture Model; USGS
Weekly Streamflow; Standardized Precipitation Index; and Objective Drought Indicator Blends.
• Location and Extent
The entire City of Temecula is subject to drought conditions and water shortage s.
Figure(s) 5.2 and 5.3 – Riverside County / Temecula Current Drought Conditions
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• History
It was only recently that the State of California emerged from a proclaimed a State of Emergency
due to extremely dry conditions. The longest duration of drought (D1-D4) in California lasted 376
weeks beginning on December 27, 2011 and ending on March 5, 2019. The most intense period
of drought occurred 2014 and 2017, where at its peak over 50% of the land in California was
under Exceptional Drought (D4) conditions. The City of Temecula has experienced several
droughts, most recently during the statewide drought from 2011-2019. In March of 2022, the
Governor of California re-issued a proclamation and orders from previous years placing
communities back into water conservation efforts state-wide.
• Probability
In any given year, California and the City of Temecula can be subject to drought conditions and
water shortages. This is especially true since much of the water is provided by outside resources,
resources that are shared with others. It is also important to note that droughts do not h appen
overnight, they are a slow buildup of conditions. On average, seventy -five percent (75%) of the
state’s annual precipitation occurs in the “wet season”- November thru March. December,
January, and February generally see the most precipitation but the re have been many early and
late season storms that bring in a substantial amount of precipitation. One of the best ways to
predict drought conditions is to study the status of the El Niño Southern Oscillation (ENSO)
patterns. In California. ENSO is a periodic shifting of ocean atmosphere conditions in the tropical
Pacific that ranges from El Niño (warm phase) to neutral to La Niña (cold phase). La Niña
conditions tend to favor a drier outlook for Southern California; while the El Niño conditions favor
stronger, and wetter storms.
• Climate Change Considerations
Climate change has the potential to make drought events more common in the West, including
California. Extreme heat creates conditions more conducive for evaporation of moisture from the
ground, thereby increasing the possibility of drought. A warming planet could lead to earlier
melting of winter snowpacks, leaving lower stream flows and drier conditions in the late spring
and summer. Snowpacks are important in terms of providing water storage and ensuring
adequate supply in the summer when water is most needed. Changing precipitation distribution
and intensity have the potential to cause more of the precipitation that does fall to run-off rather
than be stored. The result of these processes is an incr eased potential for more frequent and
more severe periods of drought.
5.4.1.3 Earthquake
• Ranking: Probability – High; Impact - High
• Description
The City of Temecula is located near several known active and potentially active earthquake faults
including the Elsinore Fault, San Jacinto Fault, San Andreas Fault, and the Rose Canyon Fault. The
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major potential for earthquake damage to Temecula is from activity along the San Jacinto Fault.
The San Jacinto fault line is located approximately 50 miles to the East of Temecula.
In the event of an earthquake, the location of the epicenter as well as the time of day could have
a profound effect on the potential number of deaths and casualties. An earthquake occurring in
or near this area could result in property damage, environmental damage, and disruption of
normal government and community services and activities. The effects could be exacerbated by
collateral damage such as fires, flooding, hazardous materials spills, utility disruptions, landslides,
transportation failures and possible dam failures.
Significant damage to buildings and infrastructure could occur due to severe ground shaking. The
community needs could quickly exceed the response capability of the City of Temecula’s
emergency management organization, requiring mutual aid from across the county and/or
region. Response and disaster relief support could be required from the county, state, and fede ral
government.
The primary consideration during an earthquake is the preservation of life. Emergency response
will include providing shelter to displaced citizens and restoring basic needs and services. A major
effort will be made to remove debris and clearing of roadways, demolition of unsafe structures,
assisting in the reestablishment of public services and utilities while providing care for affected
citizens. After any earthquake, there could be a loss of income. Individuals could lose wages due
to business closure or damage to goods. Economic recovery is critical to our community.
A fault is a fracture in the earth’s crust whereby two blocks of the crust have slipped with respect
to each other. Faults are divided into three main groups, depending on how they move.
A: Strike-slip (lateral) Faults – These occur in response to
either type of stress. The blocks move horizontally past one
another.
B: Normal Faults – These occur in response to pulling or
tension. The overlying block moves down the dip of the fault
plane.
C: Thrust (reverse) Faults – These occur in response to
squeezing or compression. The overlying block moves up
the dip of the fault plane.
The effect of an earthquake on various locations throughout the felt
area is called the intensity. The intensity scale consists of a series of
certain key responses such as people awakening, movement of furniture, damage to chimneys,
and total destruction of property. The scale currently used in the United States is the Modified
Mercalli Intensity (MMI) Scale (Table 5.1). It was developed in 1931 by the American
seismologists Harry Wood and Frank Neumann. This scale is composed of increasing levels of
intensity designated by Roman numerals that range from imperceptible shaking (MMI I) to
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catastrophic destruction (MMI X). It does not have a mathematical basis; instead, it is an empirical
scale based on observed effects.
Table 5.1 – Modified Mercalli Intensity (MMI) Scale
However, most people are familiar with the Richter scale, a method of rating earthquakes based
on the amplitude of seismic waves - an indirect measure of energy released (Table 5.2). The
Richter scale is logarithmic. Each one-point increase corresponds to a 10-fold increase in the
amplitude of the seismic shock waves and a 32-fold increase in energy released. For example, an
earthquake registering magnitude 7.0 on the Richter scale releases over 1,000 times more energy
than an earthquake registering magnitude 5.0. It should be noted that while an earthquake may
have many intensity values across the impacted area, there is just one Richter magnitude
associated with each event.
Table 5.2 – Richter Scale
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Ground shaking and ground deformation (i.e., surface fault rupture, landslides, and
liquefaction) are the specific hazards associated with earthquakes. The severity of these
hazards depends on several factors, including soil and slope conditions, proximity to the fault,
magnitude, and the type of earthquake.
• Ground Shaking- Ground shaking is the motion felt on the earth's surface caused by
seismic waves generated by the earthquake. It is the primary cause of earthquake
damage. The strength of ground shaking depends on the magnitude of the earthquake,
the type of fault, distance from the epicenter (where the earthquake originates), and
local soil conditions. Soils and soft sedimentary rocks near the earth's surface can
amplify earthquake ground shaking. Amplification increases the magnitude of the
seismic waves generated by the earthquake. The amount of amplification is influenced
by the thickness of geologic materials and their physical properties. Buildings and
structures built on soft and unconsolidated soils can face greater risk. Amplification can
also occur in areas with deep sediment filled basins and on ridge tops. Peak Ground
Acceleration (PGA) is a measure of the strength of ground shaking. Larger PGAs result in
greater damage to structures. PGA is used to depict the risk of damage from future
earthquakes by showing earthquake ground motions that have a specified probability
(10%, 5%, or 2%) of being exceeded in 50 years return period. These values are often
used for reference in construction design, and in assessing relative hazards when
making economic and safety decisions.
• Surface Fault Rupture- As previously mentioned, the sudden sliding of one part of the
earth’s crust past another releases the vast storage of elastic energy in the rocks as an
earthquake. The resulting fracture is known as a fault, while the sl iding movement of
earth on either side of a fault is called fault rupture. Fault rupture generally begins
below the ground surface at the earthquake hypocenter, typically between three and
ten miles below the ground surface in California. If an earthquake is large enough, the
fault rupture will reach the ground surface (referred to as “surface fault rupture”),
wreaking havoc on structures built across its path. Structures built across the fault are a
risk of significant damage from surface fault rupture. In California, the 1972 Alquist-
Priola Earthquake Fault Zoning Act prohibits the siting of most structures for human
occupancy across traces of active faults that constitute a potential hazard to structures
from surface faulting. Recent large earthquakes in Turkey and Taiwan have shown that
few structures built across the surface traces of faults can withstand the large
displacements that may occur during an earthquake.
• Landslides- Earthquake-induced landslides are secondary earthquake hazards that
occur from ground shaking. They can destroy the roads, buildings, utilities, and other
critical facilities necessary to respond and recover from an earthquake. Many
communities in Southern California have a high likelihood of encountering such risks,
especially in areas with steep slopes. (NOTE: while mentioned here, landslides are
covered under a separate hazard)
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• Liquefaction- Liquefaction is the phenomenon that occurs when ground shaking
causes loose, saturated soils to lose strength and act like viscous fluid. Liquefaction
causes two types of ground failure: lateral spread and loss of bearing strength. Lateral
spreads develop on gentle slopes and entail the sidelong movement of large masses of
soil as an underlying layer liquefies. Loss of bearing strength occurs when the soil
supporting structures liquefy, causing the structures to settle, resulting in damage and,
in some cases, collapse.
• Location and Extent
There are several fault lines that pass through or are near the City of Temecula. The fault of most
interest is the Elsinore Fault. The Elsinore Fault line passes through the western portion of the
city and spans both sides of the I-15 Freeway. The fault is a right-lateral strike slip fault and is
about 180km in length with a slip rate of roughly 4.0 mm/year. The Elsinore fault has the
capability of producing a temblor of a 6.5 to 7.5 magnitude. The most recent rupture on record
was recorded on the 15th of May of 1910 and was a magnitude 6.0.
The Elsinore fault zone is one of the largest in southern California, and in historical times, has
been one of the quietest. The southeastern extension of the Elsinore fault zone, t he Laguna
Salada fault, ruptured in 1892 in a magnitude 7 quake, but the main trace of the Elsinore fault
zone has only seen one historical event greater than magnitude 5.2 -- the earthquake of 1910, a
magnitude 6 shock near Temescal Valley, which produced no known surface rupture and did little
damage.
Figure 5.4 – Elsinore Fault Line – City of Temecula
The San Jacinto Fault extends 125 miles from near El Centro to near San Bernardino intersecting
freeways 10, 215, and 60. This fault is a right-lateral strike-slip and minor right-reverse fault. The
slip rate is typically between 7 and 17mm/year and capable of producing an earthquake between
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6.5M and 7.5M. The last known quake on this fault line was on the 9 th of April 1968 and registered
a magnitude 6.5 on the Coyote Creek segment of the fault line.
Figure 5.5 – Temecula Fault Lines
The San Andreas Fault passes between 80-100 miles to the east of Temecula. There are only two
large known historic earthquakes on the San Andreas Fault in Southern CA, the most recent in
1857, and before that one in 1812. With about 45 years between the historic earthquakes but
about 160 years since the last one, it is clear that the fault does not behave like a clock with a
regular beat. Historic information doesn’t provide enough data to establish whether or not there
is a pattern in the timing of earthquakes, but paleoseismology has provided an abundance of
data.
Along the southernmost San Andreas, from Palm Springs to the Salton Sea, earthquakes happen
infrequently, about every 200-300 years. The most recent earthquake occurred during the time
of Spanish exploration, about 300 years ago, but there is no historic record of the event. Instead,
radiocarbon dating provides the age of the most recent earthquake and six more that occurred
since about 800 A.D. In total, the fault stretches from Northern California to the Mexican b order
and is over 600 miles long. The San Andreas Fault has the potential for producing an 8.3
magnitude earthquake.
• History
There are 45 states and territories in the nited States at “moderate” to “very high” risk from
earthquakes, and they are located in every region of the country. California experiences the most
frequent damaging earthquakes; however, Alaska experiences the greatest number of large
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earthquakes—most located in uninhabited areas. The largest earthquakes felt in the United
States were along the New Madrid Fault in Missouri, where a three-month long series of quakes
from 1811 to 1812 included three quakes larger than a magnitude of 8 on the Richter scale. These
earthquakes were felt over the entire Eastern United States, with Missouri, Tennessee, Kentucky,
Indiana, Illinois, Ohio, Alabama, Arkansas, and Mississippi experiencing the strongest ground
shaking.
Historical and geological records show that California has a long history of seismic events . In
California, movement between the North American and the Pacific tectonic plates manifest
primarily along a region known as the San Andreas Fault system. Experts believe the San Andreas
Fault is capable of producing an earthquake of magnitude 8.0+ over the next few years. The San
Andreas Fault is considered the “Master Fault” because it has frequent (geologically speaking),
large earthquakes, and it controls the seismic hazard in southern California. Faults in the San
Andreas Fault zone that passes through Los Angeles County are part of the very active southern
segment. This segment includes historically active, active, potentially active, and inactive faults.
In June of 1992, the M7.3 Landers Earthquake ruptured 85 km (53 miles) along a series of faults
in a roughly contiguous fault system, including the Johnson Valley, Landers, Homestead Valley,
Emerson, and Camp Rock faults. The largest aftershock of the Landers e arthquake was the M6.4
Big Bear Earthquake, which caused damage and landslides in the Big Bear area. Other significant
earthquake events in the region included:
• Newport-Inglewood Earthquake, 6.4m (1933)- 120 deaths, over $50 million in damage
• San Fernando (Sylmar) Earthquake, 6.5m (1971)- 65 deaths, over $500 million in damage
• Whittier Narrows Earthquake 5.9m (1987)- 8 deaths, over $358 million in damage
• Sierra Madre Earthquake 5.8m (1991)- 2 deaths, over $40 million in damage
• Chino Hills Earthquake 5.4m (2008)- no casualties and only minor damage
• City of Los Angeles Earthquake 4.7m (2009)- no casualties and minor to moderate damage
• El Mayor Cucapah Earthquake 7.2m (2010)- major damages to the area and Imperial County
• Calimesa 4.1m (2011)- no casualties and minor to moderate damage
• La Habra Earthquake 5.1m (2014)- no casualties and minor to moderate damage
• Fontana Earthquake 4.4m (2014)- no casualties and minor to moderate damage
• Running Springs 4.6m (2014)- no casualties and minor to moderate damage
• Fontana 4.2m (2015)- no casualties and minor to moderate damage
• Big Bear Lake 4.0m (2015)- no casualties and minor to moderate damage
• Muscoy 4.4m (2015)- no casualties and minor to moderate damage
• Banning 4.4m (2016)- no casualties and minor to moderate damage
• Cabazon 4.5m (2017)- no casualties and minor to moderate damage
• Big Bear 3.5m (2018)- no casualties and minor to moderate damage
• Trona (2019)- no casualties and minor to moderate damage
• Ridgecrest 7.1m (2019)- no casualties and minor to moderate damage
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Figure 5.6 – San Andreas Fault – Historical Timeline
Southern California area has experienced several earthquakes, two very large earthquakes, the
Fort Tejon in 1857 (M7.9) and the Owens Valley in 1872 (M7.6) are evidence of the tremendously
damaging potential of earthquakes in Southern California. The Fort Tejon earthquake surface
rupture broke the portions of the central and southern segments of the San Andreas Fault system
(Cholame, Carrizo, and Mojave segments), resulting in displacements of as much as 27 feet (9
meters) along the rupture zone. These fault segments are thought to have an incident recurrence
interval of between 104 and 296 years. The most recent significant earthquake event affecting
the region was the Northridge Earthquake. At 4:31 A.M. on Monday, January 17, 1994, a very
damaging earthquake with a magnitude of 6.7 struck the San Fernando Valley. In the following
days and weeks, thousands of aftershocks occurred, causing additional damage to affected
structures. Effects of the earthquake were felt north into Ventura County, south in Orange
County, and east into Riverside and San Bernardino Counties.
• Probability
Earthquakes strike suddenly, without warning. Earthquakes can occur at any time of the year and
at any time of the day or night. On a yearly basis, 70 to 75 damaging earthquakes occur
throughout the world. Recent estimates of expected annualized earthquake loss for the U.S.
totals $5.3 billion per year, with 66% ($3.5 billion) concentrated within the State of California,
and $397 million in Riverside and San Bernardino Counties (FEMA, 2008).
The probability of a significant (M6.7 or greater) earthquake occurring in Southern California in
the next 30 years has been estimated to be 97% by the 2007 California Working Group on
Earthquake Probability, as shown in Figure 5.7. California Area 30-Year Earthquake Probabilities.
(USGS Open-File Report 2007-1437).
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Figure 5.7 – California 30-Year Earthquake Probabilities
• Climate Change Considerations
To date, no credible evidence has been provided that links climate to earthquakes. However,
climate and weather does play a significant role in the response and recovery from earthquakes.
Effects from climate change could create cascading complications and impacts.
5.4.1.4 Electrical Failure
• Ranking: Probability – Medium; Impact - High
• Description
For the purposes of this LHMP, Electrical Failure hazards are confined to rolling blackouts or
brownouts and Public Safety Power Shutdown (PSPS) events. While some accidents can cause
energy electrical failures, they are usually smaller, localized events and are not part of this
assessment. Additionally, electrical failures hazards can be consequences from other events.
These electrical outage consequences are discussed under the primary hazard event (high winds,
wildfire, earthquake). A brownout is a partial, temporary reduction in total system capacity, while
a blackout is a complete interruption in power. A brownout is caused by high electricity demand
that is near or above a utility’s production capacity. hen this occurs, the utility may reduce the
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flow of electricity to certain areas to prevent a blackout. The state of California has also
implemented “Flex Alerts” to bring awareness to times in which supply and demand of power
could become an issue. A blackout is a large-scale service interruption that can happen as a result
of severe weather or equipment failure at power plants. There are several factors that can play
into electrical failures: 1) increased demand within the city; and 2) increased demand elsewhere.
Because Southern California Edison is part of the western power grid, increases in other parts in
the west region could curtail the energy available to the City.
PSPS events are initiated by power utility companies and are implemented in response to severe
weather events. The purpose is to mitigate the increased fire risk during “red flag” weather
conditions. Red flag weather conditions include high winds, low humidity, and high
temperatures. By shutting off power, the utility companies are ensuring that electrical
equipment, which can arc and spark, during severe events, will not exacerbate or start a fire.
• Location and Extent
A Power Outage event can occur throughout the en tire city at any time.
• History
Southern California has experienced a population growth over the years. This coupled with
changes to daily lifestyles (heavier reliance on power) and changing weather patterns have
contributed to a higher demand for power over recent years. Because of this, the City of
Temecula, like other parts of California, have had power outage events related to the failure of
the statewide or regional systems not being able to meet demand. Electrical failure events usually
occur during the warmer summer months and have lasted for a few hours and in some cases
days. Recently, the City has experienced several power outages and electrical events due to the
power company’s implementing PSPS events in response to Red Flag weather conditions. Similar
to the power outage during the summer months, these PSPS power outage s are relativity short
in duration.
• Probability
There are no studies that predict the probability of electrical failure events; however, it is
expected that there is a higher probability of events occurring during the warmer summer
months and during Red Flag (high temperatures, low humidity, high wind) events.
• Climate Change Considerations
Climate can play a significant role in Electrical Failure and Outage events. As temperatures rise
due to changing conditions, it will have significant impacts on energy supply and demand.
Additionally, changing climate conditions can create more Red Flag events, causing the power
companies to consider turning off power to lessen the potential fire threat.
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5.4.1.5 Extreme Weather – Heat
• Ranking: Probability – Medium; Impact - High
• Description
Extreme Heat conditions, according to the EPA and CDC, is defined as weather that is much hotter
and more humid than average for a particular time and place. The heat index is a measure of how
hot it feels when relative humidity is factored in with the actual air tempe rature (Figure 5.8).
Relative humidity is the percentage of moisture in the air compared with the maximum amount
of moisture the air can hold. Humidity is an important factor in how hot it feels because when
humidity is high, water doesn’t evaporate as easily, so it’s harder for your body to cool off by
sweating.
Figure 5.8 – NO ’ N W h H
Extreme heat is not just a nuisance; it kills hundreds of Americans every year and causes many
more to become seriously ill. Measures to prevent illness are generally common sense, including
staying cool indoors, keeping hydrated, limiting physical activity, and monitoring those at highest
risk.
• Location and Extent
The entire city is subject to Extreme Weather (Heat) conditions. While this will affect humans, a
significant impact would be felt on livestock and agriculture. The City of Temecula is home to the
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Temecula Wine Country and has several wineries and growers that produce grapes and other
crops.
• History
The City of Temecula experiences extreme temperatures on an annual basis. In most instances,
the events are short in duration and do not create significant impacts on the community. Some
of the minor events do require the City to act including dissemination of Public Service
Announcements, checking in with vulnerable populations (elderly, homeless), and opening
and/or coordinate with others to open cooling centers. Some of the more significant extreme
weather events in the region include:
• In August of 2022 an extreme heat event occurred impacting the Southwestern
Region of Riverside County which includes Temecula.
• In September of 2020 a severe early-September heat wave challenged record high
temperatures across the region with local communities recording record high
temperatures.
• Probability
In any given year Temecula could experience extreme heat events.
• Climate Change Considerations
Climate plays a significant role in Excessive Heat events. As temperatures rise and fall due to
changing conditions, Californians will face greater possibility of Extreme Heat. By mid‐century,
extreme heat events in urban centers could cause two to three times more heat ‐related deaths
than occur today. By 2100, The California Energy Commission is projecting hotter temperatures
are expected throughout the state, with an increase of 3 to 5.5°F under the lower emissions
scenario and 8 to 10.5°F under the higher emissions scenario (Figure 5.9).
Figure 5.9 – Comparison between Historic and Projected Temperatures
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According to the EPA and CDC, the chances are increasing that an Extreme Heat event could
happen where you live because, the average temperatures are rising, both in the United States
and around the world:
✓ Globally, the annual average temperature has been rising since the beginning of the
20th century, and temperatures are expected to continue to rise through the end of
this century.
✓ Worldwide, 15 of the 16 warmest years on record have occurred since 2000, with the
exception of 1998
5.4.1.6 Fire (Wildfire)
• Ranking: Probability – High; Impact - High
• Description
Wildfires can be started by natural and mad-made causes. There are three (3) different classes
of wild land or wildfires: 1) surface; 2) ground; and 3) crown. A “Surface fire” is the most common
type and burns along the floor of a forest, moving slowly and killing or damaging trees. A “Ground
fire”; usually started by lightning, are fed by subterranean roots, and smolder on or below the
forest floor. A “Crown fire” spread rapidly by wind and move quickly by umping along the tops
of trees.
Wildfires can be classified as either a wildland fire or a wildland -urban interface (WUI) fire.
Wildland fires involve situations where a fire occurs in an area that is relatively undeveloped
except for the possible existence of basic infrastructure such as roads and power lines. A WUI fire
includes situations in which a wildland fire enters an area that is developed with structures and
other human developments. In WUI fires, the fire is fueled by both naturally occurring vegetation
and the urban structural elements themselves. According to the National Fire Plan issued by the
U.S. Departments of Agriculture and Interior, the wildland-urban interface is defined as “…the
line, area, or zone where structures and other human development meet or intermingle with
undeveloped wildland or vegetative fuels.”
The WUI fire can be subdivided into three (3) categories (NWUIFPP, 1998): 1) classic wildland-
urban interface; 2) the mixed wildland-urban interface; and 3) the occluded wildland-urban
interface. The classic wildland-urban interface exists where well-defined urban and suburban
development presses up against open expanses of wildland areas. The mixed wildland-urban
interface is characterized by isolated homes, subdivisions, and small communities situated
predominantly in wildland settings. The occluded wildland- urban interface exists where islands
of wildland vegetation occur inside a largely urbanized area. Generally, many of the areas at risk
within the City of Temecula fall into the classic wildland-urban interface category.
Certain conditions must be present for a wildfire hazard to occur; a large source of fuel must be
present, the weather must be conducive (generally hot, dry, and windy), and fire suppression
sources must not be able to easily suppress and control the fire. The c ause of a majority of
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wildfires is human-induced or lightning; however, once burning, wildfire behavior is based on
three (3) primary factors: 1) fuel; 2) topography; and 3) weather. Fuel will affect the potential
size and behavior of a wildfire depending on the amount present, its burning qualities (e.g., level
of moisture), and its horizontal and vertical continuity. Topography affects the movement of air,
and thus the fire, over the ground surface. The terrain can also change the speed at which the
fire travels, and the ability of firefighters to reach and extinguish the fire. Weather as manifested
in temperature, humidity, and wind (both short and long term) affect the probability, severity,
and duration of wildfires. Other factors that create concern ar e drought conditions and
development (the build environment). Drought conditions bring on contributing concerns in that
it can lead to relatively drier conditions and leave reservoirs and water tables lower; thus,
creating hotter fires and less water to fight the fires. The expansion of the built environment into
previously unoccupied areas introduces more people to the hazard and in some cases make
response actions more challenging.
• Location and Extent
The climate, topography, and vegetation in Temecula is conducive to annual wildfire events.
California Department of Forestry and Fire Protection, Fire and Resource Assessment Program
(CDF-FRAP) was established and mandated to map areas of significant fire hazards based on fuels
(vegetation), terrain, weather, and other relevant factors. These zones, referred to as Fire Hazard
Severity Zones (FHSZ), define the application of various mitigation strategies to reduce risk
associated with wildland fires. CDF-FRAP developed data that displays the relative risk to areas
of significant population density from wildfire. This data is created by intersecting residential
housing unit density with proximate fire threat, to give a relative measure of potential loss of
structures and threats to public safety from wildfire. The map below (shown on next page)
depicts the “very high” Fire Hazard Severity Zone(s) located in Temecula for state and local
responsibility areas (Figure 5.10).
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Figure 5.10 – Very High Fire Hazard Severity Zones in Local Response Area (LRA)
Due to a combination of topography, weather, and fuel, and exacerbated by potentially high
winds and limited access, the western portion of the City of Temecula is highly susceptible to
wildland fire hazards. The slopes of the Santa Margarita Ecological Reserve, the hills between
Rancho California Road and Temecula Parkway are not only difficult for firefighters and their
equipment to reach, but the hill’s steepness and configuration can result in the rapid upslope
spread of fire.
Limited rainfall, low humidity, and seasonal high temperatures continue to contribute to the
desiccation of the grasses and chaparral which cover the foothills, providing prime fuel for
intense burns. Although some of the canyons are shielded from the direct impact of the powerful ,
dry Santa Ana winds, their occurrence generally aggravates the fire hazard. In addition, the
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presence of human activities in or near a wildland area dramatically increases the risk of a major
fire due to careless smokers, homeless encampments, illegal campfires, and other related risks.
• History
Historically, fires in the City of Temecula have started in either the creek beds and burn from a
western to easterly direction, driven by prevailing winds and topography or above the city in the
hills of the unincorporated area of DeLuz. Table 5.3 shows the year and acres of reported
wildfires in the City of Temecula since 2000.
Table 5.3 – Recent Fires Occurring in or around the City of Temecula (2000-2022)
Name Acres Year
Fairview * 28,307 2022
Meadows 5 2022
Creek 2 2022
Rainbow .25 2020
Eagle Fire * 8,900 2004
Mountain * 9,898 2003
Pechanga * 11,734 2000
*Denotes fires occurring in the local vicinity with a direct impact on the community
• Probability
The majority of work done to estimate the probability of wildfire occurrence has been around
identifying the potential areas for wildfire to occur. As previously mentioned, vegetation,
weather, and topography were the significant elements in identifying areas of potential threat to
wildfire occurrences. The area south and west of the City of Temecula is marked by mountains,
foothills, and canyons that are covered in susceptible vegetation. A large amount of the native
vegetation in the Temecula area is commonly called chaparral, it is a dense and scrubby bush that
has evolved to persist in a fire-prone habitat. Chaparral plants will eventually age and die;
however, they will not be replaced by new growth until a fire rejuvenates the area. Chamise,
manzanita and ceanothus are all examples of chaparral which are quite common in the Temecula
area. The City of Temecula’s climate, with its warm and dry summers, contributes to low relative
humidity and low fuel moistures. When combined with high fuel loading, the potential for a
catastrophic wildfire event is significant. Three (3) weather conditions specific to Temecula that
may cause the ignition and/or impact the behavior of wildfires are as follows:
• Thunderstorms and the associated lightning are a significant source of fire starts,
and usually occurs mid to late summer
• High winds can become steady up to 20 mph and gust up to 30-40 mph
throughout the year but are most likely to exacerbate wildland fires during the
months of August through October when dry vegetation conditions are generally
present
• Hot, dry conditions most commonly occur in August and September
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This knowledge and understanding are a key driver in the methodology of the CDF-FRAP program.
According to the CDF, the FRAP “very high” Fire Hazard Severity Zone maps are based on data
and models of, potential fuels over a 30- to 50-year time horizon and their associated expected
fire behavior and expected burn probabilities to quantify the likelihood and nature of vegetation
fore exposure to buildings. This indicates a very high likelihood of wildfire occurrence in the area.
As such, Temecula is susceptible to annual wildfire risk. An aspect of wildfires that needs greater
consideration within the City of Temecula is man-made caused wildfires. Over the past few years,
the City has noticed an increase in the number of wildfires started by arsonists, illegal homele ss
encampments, and improper use of fireworks. All of these factors have increased the probability
of wildfires in the City.
• Climate Change Considerations
Climate change plays a significant role in wildfire hazards. The changing conditions from wet to
dry can create more fuel; the increased possibility of high winds increase risk and present a
challenge, and drought conditions could hinder ability to contain fires. Large wildfires also have
several indirect effects beyond those of a smaller, local fire. These may include air quality and
health issues, road closures, business closures, and other forms of losses. Furthermore, large
wildfires increase the threat of other disasters such as landslide and flooding.
5.4.1.7 Flooding
• Ranking: Probability – High; Impact - Medium
• Description
A flood is a temporary condition (short-duration or long-duration) of partial or complete
inundation on land that is normally dry. This condition is generally caused by precipitation (i.e.,
rainfall). Several factors determine the severity of floods, including rainfall intensity and duration,
antecedent moisture conditions, surface permeability, and geographic characteristics of the
watershed such as shape and slope. Other causes of flooding can include a ruptured dam or levee,
rapid ice or snow melting in the mountains, under-engineered infrastructure, or even a poorly
placed beaver dam can overwhelm a river or channel and send water spreading over adjacent
land or floodplains. According to FEMA, there are sev eral different types of floods and under
some there are subtypes. The flooding types and subtypes include:
• Riverine Flooding- River/Stream Overbank Flooding, Flash Floods, Dam and Levee Failure,
Alluvia Fans, Ice Jam Flooding, Moveable Bed Streams
• Urban Drainage- Drainage system capacity deficiencies
• Ground Failures- Mud flood and Mud flows, Subsidence, Liquefaction
• Fluctuating Lake Levels- Increase volume caused by rain, snowmelt, and other runoffs
• Coastal Flooding and Erosion- Storm Surge
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In California, some of the more common types of flooding fall under Riverine Flooding (i.e., flash
flooding), Urban Flooding, and Coastal Flooding (i.e., storm surge). Floods can take several hours
to days to develop. A flash flood is a flood occurring in a watershed where the time of travel of
the peak of flow from one end of the watershed to the other is less than six hours. Coastal
flooding occurs when storms produce large ocean waves that sweep across coastlines making
landfall. The following flood characterization designates the amount of time for response:
• Flood Watch- a flood is possible in the area. Advanced warning
• Flood Warning- flooding is already occurring or will occur soon in the area.
• Flash Flood Watch- a flash flood is possible in the area. Little-to-no advanced warning
• Flash Flood Warning- flooding is already occurring or will occur soon in the area. Little-
to-no advanced warning
• Location and Extent
The geographical location, climate, and topography of the City of Temecula make the city prone
to flooding. In Temecula, floods usually occur during the winter “wet” season, the time of year
with the highest precipitation totals or heavy rainfalls. During significant rainfall years, the season
is characterized by high intensity rainfalls and rapid runoffs or discharge. These storm events
have inundated streams; flooded areas; created debris flows (i.e., sediment, rock, dead trees)
that have plugged culverts and damaged bridges/overpasses; and/or, eroded or scared the
landscape. The common types of flooding in the City of Temecula are:
• Flash Flood- A flash flood is a rapid flooding of low-lying areas, rivers and streams
that is caused by the intense rainfall associated with a thunderstorm, or multiple
thunderstorms. Flash floods also occur when a man-made structure, such as a
dam, collapses. Flash flooding occurs when the ground under a storm becomes
saturated with water so quickly that it cannot be absorbed. The runoff collects in
low-lying areas and flows rapidly downhill. As a result, anything in its path is
suddenly in rising water. A typical flash flood begins with a slow -moving
thunderstorm. This usually takes longer to move out of the affected areas and
causes the area to endure a greater amount of rainfall for a longer period of time.
In addition, a thunderstorm may pass over an affected area repeatedly, dumping
even more rainfall. A large amount of rainfall in a short time can result in flash
flood conditions, as can a dam failure or other sudden spill. The National Weather
Service’s definition of a flash flood is a flood occurring in a watershed where the
time of travel of the peak of flow from one end of the watershed to the other is
less than six hours.
• Urban Drainage- The heavy rainfall associated with these storm systems
contributes to urban flooding in a number of ways. Primarily, heavy rainfall will
often overwhelm the capacity of the conventional drainage system made up of
storm drains, catch basins, sewers, and additional natural mechanisms for storm-
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water management. These systems typically cannot handle more than one or two
inches of rainfall per hour before they begin to backup and overflow. This amount
is further diminished if the storm drains, and other components of the storm-
water management system, have not been adequately maintained, are clogged
with debris such as trash or natural waste, or are old and in a state of disrepair.
Heavy rainfall, combined with storm-water runoff, can cause local waterways to
rise and overflow their banks.
• History
The City of Temecula has had a long history with heavy rains. The possibility of flood for the city
stems from its location between two major drainage channels: the Murrieta Creek to the north
and west of the city and the Temecula Creek on the south end. Both channels come together to
form the Santa Margarita River in the southwest corner of the city. The last major flood
experienced from these two creeks was in 1993. The city has taken steps to control flooding
through vegetation reduction, creek maintenance, and bridge upkeep.
While not always a significant event, floods inundate portions of the City of Temecula almost
every year. These smaller flood events create issues for local residents and business with
everything from traffic congestion to localized water damage. Most of the smaller flood events
do not rise to the level of significance (i.e., requiring local, county, state, or federal declarations)
and do not require activation of the Emergency Operations Center (EOC). The City has not
experienced a significant flood event since 2019. The significant flood events have been known
to create considerable impacts. During some significant flood events the flood waters from the
Temecula/Murrieta Creek were responsible for extensive damage to Old Town Temecula, ranging
from severe ponding to high flood waters, to extensive, permanent damages from uncontrollable
runoff. The following information provides a summary of the available historic significant flooding
events in the City of Temecula:
• FEMA 4431-DR-CA: (February 2019) The City of Temecula sustained more than
$130,000 in damages and costs associated with emergency repair and debris
removal. The amounts included salaries, benefits, overtime and other professional
and contractual services for repairs and maintenance supplies.
The southern portion of the city along highway 79 south (Temecula Parkway) is subject to a 100 -
year flood, meaning that a flood of that intensity might occur once in one hundred years (1%
chance of occurring in any given year). Considering these features and other factors, FEMA has
developed Flood Hazard Maps. The most common flood hazard map is the Federal Emergency
Management Agency (FEMA) 100-year flood zone map (Figure 5.11). The 100-year flood zone
map (utilizing FEMA flood hazard zones) depicts areas within the City of Temecula that may be
prone to flooding. Definitions of FEMA’s flood zone designations are provided in Table 5.4.
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Figure 5.11 – Temecula 100 Year Flood Map
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Table 5.4 – FEMA Flood Zone Designations
• Probability
Flooding tends to occur in the summer and early fall because of the monsoon and is typified by
increased humidity and high summer temperatures. The standard measure for flooding is the
"100-year flood", a benchmark used by the FEMA to establish a standard of flood control in
communities throughout the country. The 100-year flood is also referred to as the "regulatory"
or "base" flood. The term 100-year flood is often incorrectly used and can be misleading. The
correct designation is “the 1% annual chance flood”, meaning there is a 1% chance that a flood
of that intensity and elevation will occur in any given year, not that the flood will occur once
every hundred years.
The 100-year Flood map of the City of Temecula is shown in Figure 5.11 above. As defined by
FEMA, Zone A, AE, AE Floodway, AH, and AO (lighter shades of blue) indicate a 1% annual chance
of flooding, while Zone Shaded X (dark blue) indicates a 0.2% of annual chance of flooding.
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• Climate Change Considerations
Climate change acts as an amplifier to flood hazards. Extreme weather events have become more
frequent over the past 40 to 50 years and this trend is projected to continue. Rising sea levels
and shifting weather patterns (temperate, winds) are expected to have a significant impa ct on
rainfall frequency, intensity, and distribution, which in turn will have a significant impact on the
frequency of flood occurrences. Additionally, warmer weather patterns increase snowmelt,
which in turn produces more runoff to the lower elevations.
5.4.1.8 Hazardous Materials Incident
• Ranking: Probability – Medium; Impact - High
• Description
Hazardous materials are any substance or combination of substances that may pose a risk to
human health and safety or the environment. Hazardous materials include toxic, corrosive,
infectious, flammable, explosive and radioactive substances. Federal, state , and local
governments have enacted a variety of laws and established programs to deal with the transport,
use, storage, and disposal of hazardous materials to reduce the risks to the public health and
environment.
Hazardous materials incidents can happen anywhere and at any time, however, there are certain
areas within the city that are at a higher risk than others. Roadways and railways that are used
to transport hazardous materials have increasing potential as well as industrial facilities that use,
store, and dispose of such materials. Releases of explosive, caustic, and flammable materials can
cause many injuries and deaths as well as large-scale evacuations to sheltering-in-place.
Hazardous materials are used and/or created in manufacturing, agriculture, service industries
(e.g., gas stations, dry cleaners), and health care facilities. Several household products such as
cleaning supplies and paint are also considered hazardous materials. These chemicals and
hazardous materials may be corrosive or otherwise damaging over time. The US Department of
Transportation (US DOT) classifies hazard chemicals/materials into the following classification
system:
✓ Class 1- Explosives
✓ Class 2- Flammable, non-flammable, and poisonous gases
✓ Class 3- Flammable liquids
✓ Class 4- Flammable, spontaneously combustible, and dangerous when wet solids
✓ Class 5- Oxidizers and organic peroxides
✓ Class 6- Toxic (poisonous) substances
✓ Class 7- Radioactive materials
✓ Class 8- Corrosive substances
✓ Class 9- Miscellaneous dangerous goods/hazardous materials and articles
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The release of these chemicals and/or materials into a community can have devastating effects.
A hazardous materials release could also result in public health risks, fires, and/or explosions.
Contamination may be carried out of the immediate area of the incident by people, vehicles,
wind, and water. Weather conditions can increase the size and intensity of the Hazardous
Materials Release. Typography, such as hills and canyons, can increase the size of the release or
make it more difficult to contain. There are several types of hazardous materials releases:
✓ Fixed-Site Releases- releases involving the production and manufacturing, handling,
and storage of a hazardous product at a single facility as well as any releases that
may occur at a designated hazardous waste disposal site.
✓ Transportation-Related Releases- Includes releases that occur while the hazardous
material is in transit from one facility to another or en route to be disposed of at a
designated hazardous waste disposal site (e.g., on highways, railways, airports, or in
pipelines).
✓ Intentional Releases- includes criminal acts and acts of terrorism in which a
hazardous material is used to intentionally cause injuries and/or fatalities, damage
the environment and/or property, or advance a political or social agenda.
• Location and Extent
As outlined above, hazardous materials can be found throughout the community. The location
and identity of facilities that store hazardous materials must be reported to local and federal
governments as required by the Emergency Planning and Community Right-to-Know Act (EPCRA).
Many facilities have their own hazardous materials guides and response plans, including
transportation companies who transport hazardous materials. The release of hazardous
materials into the environment can cause a multitude of problems. Although these incidents ca n
happen almost anywhere, certain areas of Redlands are at higher risk, such as near roadways
that are frequently used to transport hazardous materials and locations with industrial facilities
that use, store, and/or dispose of such materials. Areas crossed by railways, waterways, airways,
and pipelines also have increased potential for mishaps.
• History
Within the City of Temecula, the CALFire / Riverside County Fire Department has the
responsibility for responding to hazardous materials incidents. The City of Temecula Fire Division
has responded to a series of hazardous material incidents over the years. While most are routine
in nature and do not require significant resources, there have been a handful of incidents that
have required greater response and recovery coordination/effort.
• Probability
The release of chemicals and hazardous materials can occur anywhere in the city but are more
likely on or near major transportation corridors. Incidences can occur during production, storage,
transportation, and/or during use or disposal of materials. Communities can be at risk if a
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chemical is used unsafely or released in harmful amounts into the environment. Hazardous
materials can cause death, serious injury, long lasting health effects, and dam age to buildings,
the environment, homes, and other property.
• Climate Change Considerations
While there is little evidence to link climate change increase occurrences of chemical and
hazardous material releases, weather plays a significant factor in certain aspects of chemical and
hazardous material releases. Changing conditions can create more mishaps and accidents with
production, storage, transportation, use, and disposal of chemicals and hazardous materials.
Additionally, changing conditions could impact the response and recovery efforts after releases.
5.4.1.9 Pandemic
• Ranking: Probability – Medium; Impact - High
• Description
Infectious Disease is a broad term used to describe illness caused by a specific type of bacterium, parasite,
virus, or fungus organisms. Below is a brief overview of the main infectious disease types:
• Bacterial Infections- Responsible for a variety of diseases from strep throat to meningitis and
tuberculosis.
• Fungal Infections- There are roughly 300 types of fungi known to cause infectious disease.
Common types include ringworm, blastomycosis, histoplasmosis, and pneumocystis
pneumonia.
• Parasitic Infections- Responsible for a variety of diseases including malaria, Chagas disease,
and toxocariasis.
• Viral Infections- Responsible for a variety of diseases including the common cold, influenza,
mononucleosis, smallpox, and HIV/AIDS.
These organisms can be transmitted:
• Person-to-person (e.g., measles, mumps, meningococcal disease, tuberculosis)
• By consuming contaminated food or water, also known as foodborne (e.g.: salmonella,
E.coli, botulinum toxin)
• Through animal bites (i.e., mosquito, ticks, fleas) also known as vector-borne (e.g.:
West Nile virus, dengue, Zika, malaria).
Newly emerging infectious diseases include Ebola, Zika, Severe acute respiratory syndrome
(SARS), Middle East respiratory syndrome (MERS), avian influenza. The current pandemic (COVID-
19) is linked to the SARS virus. The SARS coronavirus (SARS-CoV) is a virus identified in 2003.
SARS-CoV is thought to be an animal virus from an as-yet-uncertain animal reservoir, perhaps
bats, that spread to other animals (civet cats) and first infected humans in the Guangdong
province of southern China in 2002. In 2019, in Wuhan China a new coronavirus was discovered.
The coronavirus is closely related to the SARS coronavirus. The new virus goes by both COVID -
19, standing for coronavirus disease 2019, and SARS CoV-2. Additional detail about the impacts
of the COVID 19 can be found under the History section.
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Also, of concern are the threats of potential biological terrorism (bioterrorism), the intentional
release or spread of disease (or toxins). Bioterrorism, also known as biological warfare, is not new
and has been used for centuries. As early as 600 BC, military leaders have implemented practices
to poison water supplies and infect citizens/soldiers to gain strategic advantages in their efforts
to conquer territories. Today there have been occurrences are both at the large scale (by military)
and small scale (by terrorist organizations or individuals). No matter the purpose, the release of
organisms could have devastating effects on an international, national, state, or local level if it is
a highly infectious disease.
• Location and Extent
An emergent disease can occur throughout the entire city at any given time during the year.
• History
Infectious diseases have been of concern for many years. It is only recently, because of COVID-
19 that the potential risk has been heightened. As cited by the Centers for Disease Control and
Prevention (CDC), the 20th century saw three (3) pandemics, the most notable of which was the
1918 Spanish influenza pandemic that was responsible for 20 million deaths throughout the
world. The pandemics are now known to represent three (3) different antigenic subtypes of
influenza A virus: H1N1 (in 1918), H2N2 (Asian Influenza in 1957), and H3N2 (Hong Kong Influenza
in 1968). Not classified as true pandemics are three (3) notable epidemics: a pseudo pandemic
in 1947 with low death rates, an epidemic in 1977 that was a pandemic in children, and an
abortive epidemic of swine influenza in 1976 that was feared to have pandemic potential. Major
influenza epidemics show no predictable periodicity or pattern, and all differ from one another.
Evidence suggests that true pandemics with changes in hemagglutinin subtypes arise fr om
genetic reassortment with animal influenza A viruses.
The world is still dealing with the rolling effects of COVID-19 and identified sub-types. According
to the CDC, COVID-19 was first identified in Wuhan, China, in December 2019. Although most
people who have COVID-19 have mild symptoms, COVID-19 can also cause severe illness and
even death. Some groups, including older adults and people who have certain underlying medical
conditions, are at increased risk of severe illness. Because it is a new virus, scientists are learning
more and more about it each day. New cases of and death rates from COVID-19 are rising globally
daily but not at the rate it was during 2020 and 2021.
Locally, the City of Temecula was impacted by COVID-19 both from an economic and community-
based standpoint. Other infectious disease events that have impacted the city and operational
area include the 2009 H1N1, 2003 Avian Flu, 2015-17 Zika, 2014-16 West African Ebola, 2015
West Nile, 2013 large scale Tuberculosis, 2004 botulism Type A, 2003 West Nile, and the 2020
Hepatitis A outbreak.
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• Probability
There is an annual risk of experiencing an infectious disease outbreak in the City of Temecula.
While there is a continued threat from a novel influenza virus , the potential threat of outbreaks
and epidemics have been increased due expanding global trade and accessible national and
international travel. Infectious disease outbreaks and epidemics occur on an ongoing basis.
Aside from the City of Temecula currently recovering from the effects from COVID-19, annual
outbreaks of the seasonal flu usually occur during the late fall through early spring. Most people
have natural immunity, and a seasonal flu vaccine is generally available. According to the CDC, in
a typical year, approximately 5 to 20 percent of the population gets the seasonal flu and flu -
related deaths range from 3,300 to 48,600 (average 23,600).
Bird flu (H5N1) is an influenza A virus subtype that is highly contagious among birds; although
rare, some human infections with the Bird flu virus have occurred. Most confirmed cases have
occurred in Asia, Africa, the Pacific, Europe, and the Near East. According to the CDC, there are
currently no confirmed human cases of Bird flu infections, but it remains a serious concern with
the potential to cause a deadly pandemic.
Swine flu (H1N1) was first detected in the United States in April 2009. This virus was a unique
combination of influenza virus genes never previously identified in either animals or people. The
Swine flu virus caused more illness in young people and pregnant women than is usual for prior
flu seasons and was declared a Worldwide Pandemic by the World Health Organization.
• Climate Change Considerations
While many vector-borne diseases, such as malaria, yellow fever, dengue, and murine typhus,
are rarely seen in the United States, the United States is susceptible to these vector-borne
diseases. Many vector-borne diseases are climate sensitive and ecological shifts associated with
climate change are expected to impact the distribution and incidences of these diseases. Changes
in temperature and precipitation directly affect vector born disease transmission through
pathogen-host interaction, and indirectly through ecosystem changes and species composition.
As temperatures increases vectors can spread into new areas that were previously too cold. For
example, two (2) mosquito vectors that carry malaria are now found at the U.S.-Mexico border.
5.4.1.10 Transportation Failure
• Ranking: Probability – Medium; Impact - High
• Description
Transportation systems in or near Temecula include airways and roadways. These systems
provide services on a regional and local level. A major accident is possible with these two
methods of transportation through the city. Large accidents are investigated by the National
Transportation Safety Board (NTSB), which is an independent Federal agency charged by
Congress with investigating every civil aviation accident in the United States and significant
accidents in the other modes of transportation – railroad, highway, marine and pipeline – and
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issuing safety recommendations aimed at preventing future accidents. The Safety Board
determines the probable cause of:
• All U.S. civil aviation accidents and certain public-use aircraft accidents
• Selected highway accidents
• Railroad accidents involving passenger trains or any train accident that results in at
least one fatality or major property damage
• Major marine accidents and any marine accident involving a public and nonpublic
vessel
• Pipeline accidents involving a fatality or substantial property damage
• Releases of hazardous materials in all forms of transportation
• Selected transportation accidents that involve problems of a recurring nature
Since its inception in 1967, the NTSB has investigated more than 132,000 aviatio n accidents and
thousands of surface transportation accidents.
The trucking industry has consistently increased in size over the last century. Today, there are
more trucks on the road than 20 years ago. “In 2000, one out of every eight fatal car accidents
involved a large truck. This can be attributed not only to the size and weight of these trucks but
also to significant blind spots in the field of view of truck drivers (Trucking Accident Info Center,
2003).” According to the .S. Department of Transport ation National Highway Traffic Safety
Administration (NHTSA), on average in the country and as of 2020, large trucks made up 9 percent
of all vehicles involved in fatal crashes. The NHTSA says that large trucks were much more likely
to be involved in a fatal multiple-vehicle crash.
In 2020, The NHTSA reported that there were 4,965 people killed in crashes involving large trucks.
This was a 1 percent decrease from 5,032 in 2019. 71 percent of all people killed in large truck
crashes in 2020 were occupants of other vehicles. 17 percent were occupants of large trucks and
13 percent were non-occupants (pedestrians, cyclists, or other non-occupants). Since 2002,
13,966 fatalities were attributed to large trucks.
Over a 10-year period, there was an unfortunate increase in the total number of people killed in
large truck crashes, from 3,781 fatalities in 2011 to 4,965 fatalities in 2020. Of the fatalities in
2020:
• 71 percent (3,512) were occupants of other vehicles
• 17 percent (831) were occupants of large trucks
• 13 percent (622) were non-occupants (pedestrians, pedal cyclists, etc.)
From 2019 to 2020, there was a 7-percent decrease in the number of occupants of other vehicles
killed in crashes involving large trucks. This is the first decrease in large -truck occupants killed,
and occupants of other vehicles killed since 2013 to 2014. From 2019 to 2020 there was a 9 -
percent increase in the number of non-occupants killed. The 622 killed is large truck crashes in
2020 is the highest number of non-occupants killed in the most recent 10-year period.
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The chart below (Figure 5.12) shows 2020 Data collected by NHTSA’s National Center for
Statistics and Analysis.
Figure 5.12 – People Killed & Injured in Crashes Involving Large Trucks / Crash Type
The concern with an airplane crash in the City of Temecula is the potential for human casualties.
A disabled aircraft striking the ground could result in explosions and fire. Temecula would need
to address the medical needs as well as the mental health nee ds of victims and their families.
• Location and Extent
The City of Temecula is located within Riverside County and is served by one major freeway from
the south, Interstate 15, and splits at the north end of the city into Interstate 15 and Interstate
215. All freeways run north and south through Temecula and serves as a major corridor from San
Diego County to Los Angeles and Las Vegas. The closest airfield to Temecula is operated by the
French Valley Airport Economic Development Agency. The French Valley Airport is located in
Southwest Riverside County adjacent to the communities of Temecula, Murrieta, and
Winchester. The airport is located on Highway 79 and is only minutes away from Interstates 15
and 215 which is Northeast of Temecula. The flight operations present a potential risk for air
crashes. The greatest risk is immediately under the takeoff and landing zone located at the south
end of the airfield which is adjacent to the Somers Bend development.
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• History
In June of 2018, a major crash involving a large truck,
resulted in a 10-hour closure creating chaos on the
freeway with traffic backing up for miles. The driver
attempted to bring his truck to a stop when vehicles in
front of him collided, but he could not and clipped the
car causing his truck to veer across all lanes of traffic
and drove through a guardrail and partially plunged
down an embankment at the Temecula Creek.
Fortunately, there were no deaths as a result of the
crash. (Temecula Patch, 2022)
In November of 2021, a small privately owned aircraft
enroute to the French Valley Airport crashed in a field
just yards from a major housing development
resulting in the death of the pilot. There was no
damage to property beside the plan itself (Press
Enterprise, 2022).
• Probability
The possibility of an aircraft accident/incident occurring or major transportation
accident/incident on the freeway in the City of Temecula will continue to exist due to the location
(and existing use) of the French Valley Airport and the I-15 Freeway. Based on historic events and
known increases in safety standards, it is anticipated that future accidents/incidents will be
minimal. The risk to the City of Temecula associated with these types of accidents/incidents is
similar to other general aviation airports in Southern California as well as freeways across the
nation. The issue is the fact that the current state of frontage roads and other routes of
transportation from San Diego County into Riverside County increase the probability and
dangers.
• Climate Change Considerations
While there are many devices that monitor and/or track weather conditions, it is expected that
changing conditions are going to impact air travel but not affect ground transportation as heavily.
From the simplest of impacts from temperatures altering takeoffs and landing, to increase in
rains and winds altering flight patterns, changes in our environment could increase the likelihood
of an aircraft accidents/incidents.
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5.4.2 Other Hazards of Significance
For the purposes of this LHMP, the following hazards are detailed as they are significant to the
City of Temecula and pertinent to the local area.
5.4.2.1 Tornado (Windstorm)
• Ranking: Probability – Low; Impact - High
• Description
Winds are often referred to according to their strength, and the direction from which they are
blowing. Wind is caused by the difference in pressure from one point on the earth's surface to
another. ind is created by air moving from the area of “higher” pressure to the area of “lower”
pressure; the difference in pressure over a certain distance, determines the strength of the wind.
Air does not move directly from the point of highest pressure to the point of lowest pressure.
The earth's rotation affects the air flow by deflecting it to the right. This effect is called the Coriolis
Effect. In the Northern Hemisphere, this causes air to flow clockwise around high -pressure areas
and counterclockwise around low-pressure areas.
Winds are categorized by types and each type is associated with wind speeds: breeze (<0-31
mph), gale (32-65 mph), storm (66-72 mph), and hurricane (73-139> mph). Within each category
are sub classifications with differential names depending on geographic location (i.e., tropical
depression, tropical storm/cyclone) and/or categories (i.e., category 3 hurricane). Damage from
winds account for half of all severe reports in the lower 48 states and is more common than
damage from tornadoes. Winds are also measured using the Beaufort Scale. The Beaufort Sc ale
categories winds by wind speed, using Force categories between 0-12 to measure speed and
summarize descriptions (Table 5.5).
Table 5.5 – Beaufort Scale
Category
(Force)
Speed
(MPH) Description Wind Effects
0 < 1 Calm Smoke rises vertically and the sea is flat.
1 1 - 3 Light Air
The direction of the wind is shown by drifting smoke but
not wind vanes.
2 4 - 7
Light
Breeze
Wind is felt on the face, leaves rustle and wind vanes
move. Small wavelets appear on the ocean but do not
break.
3 8 - 12
Gentle
Breeze
Leaves and small twigs are in motion and light flags
extend. Large wavelets appear on the ocean and crests
begin to break.
4 13 - 18
Moderate
Breeze
Dust and loose paper become airborne and small
branches move. Small waves appear on the ocean.
5 19 - 24
Fresh
Breeze Small trees begin to sway and moderate waves appear.
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Category
(Force)
Speed
(MPH) Description Wind Effects
6 25 - 31
Strong
Breeze
Large branches are in motion and holding an umbrella
becomes difficult. Large waves begin to form.
7 32 - 38 Near Gale
Whole trees are in motion and walking against the wind
can be hard. Foam from breaking waves is blown in
streaks.
8 39 - 46 Gale Walking is difficult and twigs break off trees.
9 47 - 54
Severe
Gale
There is slight structural damage, and the crests of
waves begin to topple.
10 55 - 63 Storm
Trees are uprooted and there is considerable damage to
structures. Very high waves form in long, overhanging
crests.
11 63 - 72
Violent
Storm
There is widespread structural damage, exceptionally
high waves form, and the ocean is completely covered in
foam.
12 > 73 Hurricane
There is devastating structural damage. On the ocean
the air is filled with foam and spray.
For the purposes of the LHMP, windstorms include both 1) cyclonic winds and 2) significant
straight-line, with little-to-no precipitation.
Cyclonic winds are the wind which swirl counterclockwise in the northern hemisphere or
clockwise in the southern hemisphere. The biggest differences between hurricanes and
tornadoes are how big they are and how long they last. Hurricanes are typically hundreds of miles
in diameter, with high winds and heavy rains over the entire region. Hurricanes can last for days
or even weeks. Tornadoes usually last no more than a few minutes.
• Hurricane- A rotating low-pressure weather system (storm) that has organized
thunderstorms but no fronts (a boundary separating two air masses of different
densities. Hurricanes originate in the Atlantic basin, which includes the Atlantic
Ocean, Caribbean Sea, and Gulf of Mexico, the eastern North Pacific Ocean, and, less
frequently, the central North Pacific Ocean. Hurricanes develop in stages, working
their way up to hurricane status:
✓ Tropical Wave- A low-pressure trough moving generally westward with the trade
winds.
✓ Tropical Disturbance- An organized area of thunderstorms that usually forms in
the tropics. Typically, they maintain their identity for 24 hours and are
accompanied by heavy rains and gusty winds.
✓ Tropical Cyclone- A generic term for any organized low pressure that develops
over tropical and sometimes sub-tropical waters. Tropical depressions, tropical
storms, and hurricanes are all example of tropical cyclones.
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✓ Tropical Depression- An organized area of low pressure in which sustained winds
are 38 mph or less.
✓ Tropical Storm- A tropical cyclone with maximum sustained wind speeds that
range from 39 to 73 mph.
✓ Hurricane- A tropical cyclone with sustained winds of at least 74 mph.
After the storm reaches Hurricane status, the Saffir-Simpson Hurricane Wind Scale is used to
categorizes hurricanes by sustained wind speeds (Table 5.6).
Table 5.6 - Saffir-Simpson Hurricane Wind Scale
Category
Winds
(MPH) Damage Description
1 74 - 95 Minimal
Well-constructed frame homes could have damage to
roof, shingles, vinyl siding and gutters. Large branches
of trees will snap, and shallowly rooted trees may be
toppled. Extensive damage to power lines and poles
likely will result in power outages that could last a
few to several days.
2 96 - 110 Moderate
Well-constructed frame homes could sustain major
roof and siding damage. Many shallowly rooted trees
will be snapped or uprooted and block numerous
roads. Near-total power loss is expected with outage
that could last from several days to weeks.
3 111 -
129 Extensive
Well-built framed homes may incur major damage or
removal of roof decking and gable ends. Many trees
will be snapped or uprooted, blocking numerous
roads. Electricity and water will be unavailable for
several days to weeks after the storm passes.
4 130 -
156 Extreme
Well-built framed homes can sustain severe damage
with loss of most of the roof structure and/or some
exterior walls. Most trees will be snapped or
uprooted, and power poles downed. Fallen trees and
power poles will isolate residential areas. Power
outages will last weeks to possibly months. Most of
the area will be uninhabitable for weeks or months.
5 > 156 Catastrophic
A high percentage of framed homes will be
destroyed, with total roof failure and wall collapse.
Fallen trees and power poles will isolate residential
areas. Power outages will last for weeks to possibly
months. Most of the area will be uninhabitable for
weeks or months.
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✓ Tornado- A tornado is a rapidly (violent) rotating column of air that is in contact with
both the surface of the Earth and a cumulonimbus cloud or, in rare cases, the base of
a cumulus cloud. Tornadoes come in many shapes and sizes and are often visible in
the form of a condensation funnel originating from the base of a cumulonimbus cloud,
with a cloud of rotating debris and dust beneath it. Most tornadoes have wind speeds
less than 110 miles per hour, are about 250 feet across, and travel a few miles before
dissipating. The most violent tornadoes are capable of tremendous destruction with
wind speeds of up to 300 mph. They can destroy large buildings, uproot trees, and
throw vehicles hundreds of yards. They can also drive straw into trees. Damage paths
can be in excess of one mile wide to 50 miles long.
Most tornadoes form from thunderstorms. They need warm, moist air from the Gulf
of Mexico and cool, dry air from Canada. When these two air masses meet, they
create instability in the atmosphere. A change in wind direction and an increase in
wind speed with increasing height creates an invisible, horizontal spinning effect in
the lower atmosphere. Rising air within the updraft tilts the rotating air from
horizontal to vertical. An area of rotation, 2-6 miles wide, now extends through much
of the storm. Most strong and violent tornadoes form within this area of strong
rotation. Tornadoes are measured by the Fujita Tornado Scale (Table 5.7) which
classifies tornadoes by intensity categories, based on the maximum winds occurring
within the funnel.
Table 5.7 - Fujita Tornado Scale
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Straight-line winds are common with the gust front of a thunderstorm or originate with a
downburst from a thunderstorm. The winds can gust to 130 mph and winds of 58 mph or more
and can last for more than twenty minutes. Straight-line wind events are most common during
the spring when instability is highest and weather fronts routinely cross the country. These
storms have wind speeds capable of reaching up to 100 mph, capable of producing a path of
damage extending for hundreds of miles. Terms and characteristics of damaging straight -line
wind events include:
✓ Derecho- Derechos, Spanish for “straight”, are a widespread, long -lived, straight-line
windstorm event that is associated with a land -based, fast-moving group of severe
thunderstorms. Derechos can cause hurricane-force winds, tornadoes, heavy rains,
and flash floods. A warm-weather phenomenon, derechos occur mostly in summer,
especially during June, July, and August.
✓ Updrafts/Downdraft- Localized regions of warm or cool air will exhibit vertical
movement (updrafts downdrafts). pdrafts are small‐scale current of rising air, often
within a cloud. A mass of warm air will typically be less dense than the surrounding
region, and so will rise until it reaches air that is either warmer or less dense than
itself. The converse will occur for a mass of cool air and is known as subsidence. This
movement of large volumes of air, especially when regions of hot, wet air rise, can
create large clouds, and is the central source of thunderstorms. Drafts can also be
conceived by low or high-pressure regions. A low-pressure region will attract air from
the surrounding area, which will move towards the center and then rise, creating an
updraft. A high-pressure region will then attract air from the surrounding area, which
will move towards the center and sink, spawning a downdraft.
✓ Downburst- Strong, downdraft winds flowing out of a thunderstorm cell. A
downburst is a straight- direction surface wind in excess of 39 miles per hour caused
by a small-scale, strong downdraft from the base of convective thundershowers and
thunderstorms. Downbursts of all sizes descend from the upper regions of severe
thunderstorms when the air accelerates downward through either exceptionally
strong evaporative cooling or by very heavy rain, which drags dry air down with it.
When the rapidly descending air strikes the ground, it spreads outward in all
directions, like a fast-running faucet stream hitting the bottom of the sink.
There are two (2) sub-categories of downbursts: the larger macrobursts and small
microbursts.
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Macroburst - Macrobursts are downbursts with winds up to 117 miles per hour which
spread across a path greater than 2.5 miles wide at the surface and which last from 5
to 30 minutes.
Microburst- Microbursts are strong, damaging winds which strike the ground and
often give the impression a tornado has struck. They frequently occur during intense
thunderstorms. The origin of a microburst is downward moving air from a
thunderstorm’s core. But unlike a tornado, they affect only a rather small area, less
than 2.5 miles in diameter from the initial point of downdraft impact. An intense
microburst can result in damaging winds near 170 miles per hour and often lasts for
less than five minutes. There are two (2) types of microburst windstorms: dry and wet.
✓ Gust Front- A gust front is the leading edge of rain-cooled air that clashes with warmer
thunderstorm inflow. Gust fronts are characterized by a wind shift, temperature drop,
and gusty winds out ahead of a thunderstorm. Sometimes the winds push up air above
them, forming a shelf cloud or detached roll cloud.
✓ Haboob- Haboobs, Arabic for blasting/drifting, is a type of intense dust storm carried
on an atmospheric gravity current (i.e., thunderstorm), also known as a weather front.
When a thunderstorm collapses, and begins to release precipitation, wind directions
reverse, gusting outward from the storm and generally gusting the strongest in the
direction of the storm's travel. Haboobs occur regularly in arid regions throughout the
world.
In Southern California, Santa Ana winds are considered a windstorm event. Santa Ana winds are
katabatic winds- Greek for “flowing downhill”. These winds occur below the passes and canyons
of the coastal ranges of Southern California and in the Los Angeles basin. Santa Ana winds often
blow with exceptional speed in the Santa Ana Canyon (the canyon from which it derives its name).
Santa Ana winds are strong, extremely dry (low humidity) down-slope winds that originate from
cool, dry high pressure air masses in the Great Basin region (the high plateau east of the Sierra
Mountains and west of the Rocky Mountains, including most of Nevada and Utah) and affect
Southern California. These winds come up, over, and are pulled southward down the eastern side
of the Sierra Nevada’s and into the Southern California region. The air warms as it descends
toward the California coast at the rate of 5 degrees Fahrenheit per 1000 feet due to
compressional heating. Thus, compressional heating provides the primary source of warming.
The air is dry since it originated in the desert, and it dries out even more as it is heated.
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Forecasters at the National Weather Service offices in Oxnard and San Diego usually place speed
minimums on these winds and reserve the use of “Santa Ana” for winds greater than 25 knots.
These winds accelerate to speeds of 35 knots as they move through canyons and passes, with
gusts to 50 or even 60 knots. Santa Ana winds can happen anytime during the year but are most
prevalent in the autumn and winter months. The most significant hazard associated with Santa
Ana winds is an increased wildfire danger, but Santa Ana winds can also cause downed trees and
power lines, and property damage, as well as causing potentially hazardous conditions for R ’s,
semi-trailers, aircraft, and boaters.
• Location and Extent
Although tornadoes and hurricanes are rare, the entire City of Temecula is susceptible to various
types of windstorms
• History
As mentioned, tornadoes and hurricanes are rare in the area, but the City of Temecula has
experienced significant straight-line winds events as well as one tornado. In February of 2005, an
F1 tornado brought between 70 and 100 mile per hour winds to the area along with pouring rain
and some hail according to residents and news coverage. The event lasted approximately five (5)
minutes with the majority of the damage isolated to a single square mile area.
Over the past five (5) years, the City has noticed an increase in local straight -line wind events.
Many of the straight-line wind events do not rise to the level of significance or require the
activation of the City’s EOC but they do leave behind a trail of damage. The straight-line wind
events range in strength of wind and duration but they all have similar impacts, downed trees
and powerlines, injuries, and minor structural damage. These straight-line wind events create
issues for local resident and business, including prope rty damage and traffic congestion.
• Probability
The City of Temecula is at risk of windstorms at any given time during the calendar year. However,
as previously mentioned, they are more prevalent in the autumn and winter months. Santa Ana
winds, which commonly occur between October and February, and can reach speeds of mor e
than 100 miles per hour. Tornadoes and/or Hurricanes occur infrequently in California, which has
a statewide average of just 5 tornadoes/hurricanes a year. This is significantly less than states
located in the S’ “tornado alley”, which can experience as many as 50–100 tornadoes per year
or along the southern Atlantic US/Gulf of Mexico region which can experience twelve (12) named
storms, six (6) hurricanes, and three (3) major hurricanes each year. In addition, most California
tornadoes and hurricanes are considered “weak”; the historical average occurrence rate of
Strong – Violent events in California is zero.
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• Climate Change Considerations
Climate change will play a significant role with windstorm events. The changing conditions are
expected to cause a significant amplification to many existing conditions. Because of this, climate
change might impact the frequency and intensity of windstorms. Climate change, although still
being studied, could have an effect on high - and low-pressure zones. High- and low-pressure
zones are created by many factors, but many are related to uneven heating of the earth’s surface
by the sun. Many of the factors that go into the heating of the earth’s surface, but many may be
impacted by Climate change (i.e., type of vegetation in areas impact ability to absorb heat,
amount of snow cover which reflects heat). In addition to altering and possibly increasing
frequency of significant winds in the area. This indicates that the City of Temecula could
experience a greater number of windstorm events in the future.
5.4.2.2 Dam Failure
• Ranking: Probability – Low; Impact - High
• Description
Dam failure is the collapse or failure that causes significant downstream flooding. Dam failure
may be caused by a severe storm, earthquakes, erosion or piping or foundation, loss of structural
integrity, or landslides flowing into the dam. The main consequences of dam failure are inju ry,
loss of life, and significant downstream property damage. Evacuations and extensive rescue
efforts would be necessary to save the lives of those in or around the downstream areas. A major
dam failure would require mutual aid from other local, state, an d federal governments and
agencies.
• Location and Extent
Dam inundation is a potential flood hazard in several portions of the Temecula Valley. There are
four specific locations of concern in Temecula, and they are:
• Vail Lake Dam – Failure at this dam could result in extensive and catastrophic flooding
along the downstream watercourse. Dam failure is limited to times during and
immediately following major storms, however, seismic activity on any of the local fault
lines have the potential to cause the dam to fail. The Vail Lake Dam, built in 1949, is a
water storage reservoir that is located east of Temecula on the Temecula Creek. The
reservoir has a storage capacity of approximately 45,000 acre-feet (AF); however, due
to the long-term drought effects, there is approximately 15,000 AF currently stored at
the lake. The reservoir itself covers and estimated 1,078 acres and if in failure, the
water contained within will cover a drainage area of approximately 306 square miles.
Its crest elevation is 1,482.60 feet with a crest length of 788 feet and width of 4 feet.
• In 2013, the dam was found to be seismically insufficient and vulnerable to failure.
The Vail Dam Seismic and Hydrologic Remediation Project will construct a new
straight-axis concrete dam located downstream of the existing arch dam. The current
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spillway is insufficient to pass the probable maximum flood without overtopping the
dam, and the existing concrete arch dam would not resist the stresses induced by the
maximum credible earthquake. The project purpose is to replace aging infrastructure,
provide flood control from a major earthquake, and provide a locally water supply.
Figure 5.13 - Vail Dam Flood Inundation Map
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• Skinner Lake Dam – The Skinner Reservoir, also known as Lake Skinner, is a reservoir
that is situated approximately 10 miles northeast of Temecula. Originally constructed
in 1973 and expanded in 1991, the lake has a current capacity of 43,800 acre-feet of
water (14,274,420,000 gallons). The reservoir surface area is 860 acres with a drainage
capability of 51 square miles. The crest elevation is 1,493 feet with a width of 30 feet.
The dam’s height sits at 109 feet.
• A large seismic event occurring on one of the two fault lines located in southwest
Riverside County is capable of causing the dam infrastructure to fail thus creating
catastrophic flooding downstream from the dam. While flooding from a failure of this
dam in comparison to the Vail dam is minimal, there will still be a significant enough
of an impact to place the community at risk down the Highway 79 corridor leading to
the Temecula/Murrieta Creek as it descends into Old Town and out to the Pacific
Ocean.
Figure 5.14 - Skinner Dam Inundation Map
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• Diamond Valley Lake - The Diamond Valley Lake is a man-made off-stream reservoir
that is located near Hemet, California. Diamond Valley Lake (DVL) is one of the largest
reservoirs in Southern California with a capacity of 800,000 -acre feet of water. With
this capacity, the lake nearly doubled the area’s surface water storage capacity and
provides additional water supplies for drought, peak summer, and emergency needs.
DVL features three earth fill dams, two located on either side of the valley and one
along the north rim.
• While this lake and its dams are 24 miles away from Temecula, the hazard it poses to
the Temecula Valley during a catastrophic seismic event is worth noting. The design
and construction of the dams took into consideration the threat of earthquakes with
the San Jacinto Fault Zone, located approximately 4 miles from the reservoir, and the
San Andreas Fault located about 19 miles from the reservoir.
• Diamond Valley Lake (Saddle Dam) - The saddle
dam rises 130 feet above the lowest point in the
Domenigoni Mountains ridgeline of the north rim
and is around ½ mile long. The dam was built to
increase the storage capacity of the lake, which
would have been limited dur to the low ridge in this
area.
• Diamond Valley Lake (West Dam) - The west dam
rises to 285 feet above the valley floor. It spans 1.5
miles in length and its foundation was extended 90
feet below the original ground surface to remove
liquefaction soils that would have made th e dam
unstable in an earthquake.
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As depicted in the map to the right, the
Inundation from the Saddle and West side
dams will result in heavy flooding across the
region. Flooding from a catastrophic failure will
impact the City of Temecula primarily along the
79N (Winchester Road) through French Valley
and the Warm Springs Creek before ending at
the Murrieta Creek and dumping into the
Uptown District of Temecula, Old Town, and
across the I-15 freeway impacting the
Promenade Mall and businesses along Ynez
Road. The sunny day failure scenario places
Temecula at approximately 3 hours from
failure to the receipt of water in our area.
Figure 5.15 - Diamond Valley Lake Dam Inundation Map(s)
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• History
No significant historical incidents to report to date.
• Probability
There are no studies that predict the probability of dam structural failure. However, there has
been a study done that correlates earthquake activity to potential.
• Climate Change Considerations
While there is no direct linkage between climate change and dam rupture, there could be indirect
linkages. As climate change impacts are either felt or perceived to be felt it could directly impact
the dam and its ability to hold back large quantitie s of water from winter storms and runoff.
5.4.2.3 Terrorism
• Ranking: Probability – Low; Impact - High
• Description
Terrorism, as defined by the FBI is "the unlawful use of force against persons or property to
intimidate or coerce a government, the civilian population or any segment thereof, in the
furtherance of political or social objectives". The act of terrorism could involve biological agents,
nuclear technology, incendiary devices, chemicals, or explosives.
The public does not perceive that terrorism is thriving in the United States because few incidents
have been spectacular, a high violence rate makes terrorist actions routine, and terrorist actions
are typically against property (bombings) rather than people. U.S. terrorist incidents have
included the joint effort of the Black Liberation Army and the Weather Underground to rob an
armored car in Nyack, N.Y., on October 20, 1981; the 1983 bombing in the Capitol building; and
bombings of abortion centers.
A likely target category of future terrorist attacks is the nuclear power plant, given the number
of demonstrations against them. Transnational terrorists funded by foreign governments could
easily enter the United States and mount attacks. There are 6,000 miles of border that can be
easily crossed and many ethnic populations which enable foreign terrorists to move about
without suspicion.
In 2018, most ideologically motivated murders in the United States were linked to right -wing
extremism. As of 2020, right-wing terrorism accounted for the majority of terrorist attacks and
plots in the U.S. and has killed more people in the continental U.S. since the September 11 attacks
than Islamic terrorism (Antidefamation League, 2022). The Department of Homeland Security
reported in October of 2020 that white supremacists posed the top domestic terrorism threat
(Washington Post, 2021).
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• Location and Extent
Terrorism can occur throughout the entire city but due to terrorisms’ intended purpose to cause
the greatest amount of destruction it would most likely happen in more populous areas (high
value, visually recognized targets) where more devastation, fear, and chaos will ensue.
• History
There are no significant historical events that have occurred to date.
• Probability
All City businesses and facilities are perceived as a soft target; however, due to the intended
purpose of terrorism, it would most likely happen in more populous urban areas where more
devastation (and fear) will ensue.
• Climate Change Considerations
While there is little evidence to link climate change increasing occurrences of terrorism. However,
depending on the type of attack, it could intensify the incident (i.e., Improvised Explosive Device -
IED during high wind event), and hinder the response and recovery efforts (i.e., evacuation during
flooding).
5.4.2.4 Insect Infestation
• Ranking: Probability – Medium; Impact - Low
• Description
Agricultural pests and disease infestation occur when an undesirable organism inhabits an area
in a manner that causes serious harm to agriculture crops, livestock or poultry, and wild land
vegetation or animals. Countless insects and diseases live on, in, and around plants and animals
in all environments. Most are harmless, while some can cause significant damage and loss. Under
some conditions, insects and diseases that have been relatively harmless can become hazardous.
For example, severe drought conditions can weaken trees and make them more susceptible to
destruction from insect attacks than they would be under normal conditions.
• Location and Extent
The City of Temecula has several agriculture crops (grapes) that are on the edges of the eastern
end of the city and limited commercial livestock, predominantly horses. However, the City of
Temecula, much like most cities have areas and vegetation susceptible to infestations. Impacts
to local plants happen throughout the entire city. Impacts on wildland vegetation or animals
generally happen in interface areas along edges of the community.
• History
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As mentioned, the city is vulnerable to insect infestation. Infestations of the Mediterranean
Fruit Fly, Oriental Fruit Fly, Gypsy Moth, Glassy-winged Sharpshooter, Asian Citrus Psyllid, and
Light-Brown Apple Moth have all occurred in the last 30 years; however, there are no detailed
records to list each event. Diseases such as Chrysanthemum hite Rust and Pierce’s Disease of
Grapes have caused significant losses to local plants and impacts on wildland vegetation or
animals.
Emergencies related to insect infestation have impacted Riverside County and its local
jurisdictions in the last decade, including an increased fire risk due to Bark Beetle infestation of
trees in 2003, and mosquito-borne West Nile Virus in 2007. Since 2002, the Bark Beetle
infestation has required removal of thousands of acres of affected trees in the Angeles National
Forest, as well as on private lands. However, both the Bark Beetle and West Nile Virus infestations
are under control and did not seriously impact the City of Temecula. Additionally, while future
infestation issues are possible, the impact on the City of Temecula is generally expected to be
limited and no major impact to the community.
• Probability
Due to its interaction with the global economy, its mild Mediterranean and temperate climate,
its diversified agricultural and native landscape, the City of Temecula can experience impacts
from agricultural pests and diseases annually.
• Climate Change Considerations
Continued climate change is likely to alter the abundance and types of pests, lengthen pests’
breeding season, and increase pathogen growth rates. For example, the pink bollworm, a
common pest of cotton crops, is currently a problem only in southern desert valleys because it
cannot survive winter frosts elsewhere in the state. Howev er, if winter temperatures rise 3 to
4.5°F, the pink bollworm’s range would likely expand northward, which could lead to substantial
economic and ecological consequences for the state.
Temperature is not the only climatic influence on pests. For example, some insects are unable to
cope in extreme drought, while others cannot survive in extremely wet conditions. Furthermore,
while warming speeds up the lifecycles of many insects, suggesting that pest problems could
increase, some insects may grow more slowly as elevated carbon dioxide levels decrease the
protein content of the leaves on which they feed (California Climate Change Center 2006).
5.4.2.5 Landslide
• Ranking: Probability – Medium; Impact - Low
• Description
Landslides can be defined as the movement of a mass of rock, debris, or earth down an incline.
According to the SGS, the term “landslide” encompasses five (5) modes of slope movement:
falls, topples, slides, spreads, and flows.
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✓ Falls are masses of soil or rock that dislodge from steep slopes and free-fall, bounce,
or roll downslope.
✓ Topples move by the forward pivoting of a mass around an axis below the displaced
mass.
✓ Spreads (lateral) commonly induced by liquefaction of material in an earthquake,
move by horizontal extension and shear or tensile fractures.
✓ Slides displace masses of material along one or more discrete planes.
– In “rotational” sliding, the slide plane is curved, and the mass rotates backwards
around an axis parallel to the slope.
– In “translational” sliding, the failure surface is more or less planar and the mass
moves parallel to the ground surface.
✓ Flows mobilize as a deforming, viscous mass without a discrete failure plane.
Landslides can be caused by natural processes or by man-made activities. Landslides occurs when
down-slope forces (gravity) exceed the resistance (strength) of the earth materials. Landslides
can be initiated by rainfall, snowmelt, changes in water level, stream erosion, changes in ground
water, earthquakes, volcanic activity, disturbance by human activities, or any combination of
these factors. Two (2) of the more common types of landslides include:
✓ Mudflows- defined as flows or rivers of liquid mud down a hillside on the surface of
normally dry land. They occur when water saturates the ground, usually following
long and heavy rain falls, or rapid snow melt. Mud forms and flows down slope if
there is no ground cover such as brush or trees to hold the soil in place.
✓ Debris Flow- defined when water begins to wash material from a slope or wh en
water sheets off of a newly burned stretch of land. Chaparral land is especially
susceptible to debris flows after a fire. The flow will pick up speed and debris as it
descends the slope. As the system gradually picks up speed it takes on the
characteristics of a basic river system, carrying everything in its path along with it.
Fast-moving (or rapidly moving) landslides present the greatest risk to human life, and people
living in or traveling through areas prone to rapidly moving landslides are at increased risk of
serious injury. Debris- flows can travel down a hillside with speeds up to 200 miles per hour
(though more commonly, 30-50 miles per hour), depending on the slope angle and type of earth
and debris in the flow.
Slow-moving landslides can occur on relatively gentle slopes and can cause significant property
damage but are less likely to result in serious human injuries. Slow-moving slides include
rotational slides, where sliding material moves along a curved surface, and translational slides,
where movement occurs along a flat surface. These slides are generally slow-moving and can be
deep. Slumps are small rotational slides that are generally shallow.
The size of a landslide usually depends on the geology and the initial cause of the landslide.
Landslides vary greatly in their volume of rock and soil; the length, width, and depth of the area
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affected; frequency of occurrence; and speed of movement. Some characteristics that
determine the type of landslide are slope of the hillside, moisture content, and the nature of
the underlying materials. Landslides are given different names, depending on the type of failure
and their composition and characteristics.
Many landslides are difficult to mitigate, particularly in areas of large historic mov ement with
weak underlying geologic materials. As communities continue to modify the terrain and influence
natural processes, it is important to be aware of the physical properties of the underlying soils as
they, along with climate, create landslide hazards. Proper planning cannot completely eliminate
the threat of landslides to the safety of people, property, and infrastructure; however, without
proper planning, landslide hazards will be even more common and more destructive.
• Location and Extent
The California Geological Survey is in the process of recording and mapping historical and potential
landslides in the state. The location and extent of landslides are extremely difficult to predict and are
usually based on historical event and/or soil type and topography. Landslides have the potential to occur
in areas with one or more of the following conditions:
✓ On or close to steep hills
✓ Steep road-cuts or excavations
✓ Existing landslides or places of known historic landslides (such sites often have tilted
power lines, trees tilted in various directions, cracks in the ground, and irregular-
surfaced ground)
✓ Steep areas where surface runoff is channeled, such as below culverts, V -shaped
valleys, canyon bottoms, and steep stream channels
✓ Fan-shaped areas of sediment and boulder accumulation at the outlets of canyons
✓ Canyon areas below hillside and mountains that have recently (within 1-6 years)
been subjected to a wildland fire.
• History
There have been no known previous occurrences of landslides documented in the City of
Temecula.
• Probability
Landslides are a common hazard in California. Weathering and the decomposition of geologic
materials produce conditions conducive to landslides, and human activity further exacerbates
many landslide problems. It is difficult to estimate the probability of occurrence for landslide as
no landslide susceptibility maps have been prepared for Temecula. However, recently there has
been increased probability for mud flows and debris flows due to wildfire events in the area.
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• Climate Change Considerations
Climate change can increase the probability, frequency, and/or intensity of landslides. Changes
in precipitation, specifically the increased frequency of intense precipitation, can result in
significant water run-off, which may cause landslides. Additionally, increase in wildfire hazards
will result in loss of hillside vegetation. The loss of hillside vegetation will increase the likelihood
of debris and mudflows. This could result in landslides occurring in areas not previously identified.
5.4.2.6 Nuclear Event
• Ranking: Probability – Medium; Impact - Low
• Description
Radioactive materials are routinely transported in California, whether the materials are for
medical or industrial use. Nuclear incidents can occur wherever radioactive materials are used,
stored, or transported. In addition to nuclear plants, hospitals, universities, research laboratories,
industry, highway transportation, railroads, and shipping yards could be the site of a nuclear
transportation incident. Nuclear incidents might involve a nuclear power generating plant, a
nuclear weapon, nuclear waste, or a ‘dirty bomb’.
Nuclear Power Plants – In California, there are two nuclear power plants: Diablo Canyon, which
is located in San Luis Obispo County and San Onofre, which is located in the northwestern corner
of San Diego County along Interstate 5. For purposes of this plan, San Onofre will be discussed.
The San Onofre Nuclear Generating Station (SONGS) is a
three-unit site, 10 miles south of San Clemente. Unit 1,
which operated for 25 years, was shut down in 1992.
Units 2 and 3 were pressured water reactor designs that
were capable of producing enough power to serve the
needs of the 2.75 million households. Unit 2 was started
in 1983 and Unit 3 was started in 1984. Upgrades had
been made that would increase their life of use to 20
years and was completed in 2010. However, both
reactors were shut down in January of 2012 after premature wear was identified on more than
3 thousand tubes in replacement steam generators that were installed in 2010-2011 (Wikipedia,
2022).
In 2013, Southern California Edison (SCE) announced the permanent retirement of San Onofre
Units 2 and 3. Today, SONGS is in the process of decommissioning which will take up to 20 years
to complete. All spent radioactive fuel would be held on -site indefinitely in dry casks while low-
level radiation would be transported and disposed of in Texas and Utah. The threat of sabotage
or terrorism is real and multiple scenarios have been discussed. However, while the potential and
reality exist, the probability of an attack at this location are low (Th e Orange County Register,
2010).
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Because of the potential health hazard associated with this type of fuel, power plants are built
with multiple physical barriers to prevent the escape of radioactive material. Still, the possibility
exists for an accidental release of radiation into the atmosphere. People could breathe
contaminated air and radioactive particles could be deposited on the ground, in water, on
property and on agricultural crops. Food and dairy animals could graze on contaminated pasture,
passing on the contamination to consumers through milk and meat.
• Location and Extent
The City of Temecula is located within the 50-mile Ingestion Pathway Zone (Figure 5.16) for the
San Onofre Nuclear Generating System (SONGS).
Following an incident at San Onofre Nuclear Generating System (SONGS), the public will be
notified of precautions to take with food and water. Home grown or commercial fruits and
vegetables should be washed, scrubbed, and peeled to avoid contamination. For drinking water,
bottled water or juices should be consumed. Avoid drinking water from the surface of lakes,
streams, and water wells. As of September 2022, there are no known commercial dairy farms
located in Temecula. There are other livestock ranches within our sphere of influence located
within the Temecula Valley Wine Country. In order to avoid contamination, livestock owners will
be notified to take precautions. Lactating cows should be removed f rom pastures and fed
substituted, uncontaminated feed.
Figure 5.16 – San Onofre Nuclear Zone Map
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• History
There is no record of any nuclear incident that has impacted the City of Temecula. The proximity
of SONGS to the city presents an increased potential for exposure due to prevailing winds.
• Probability
The release of nuclear materials can occur anywhere, however, in Temecula it is unlikely as this
facility resides in another county yet its impacts to the community from a release are certain.
Communities can be at risk if nuclear material is not handled safely or released in harmful
amounts into the environment. Exposure to nuclear material can cause death, serious injury, and
long-lasting health effects.
• Climate Change Considerations
There is no evidence to link climate change occurrences with the rel ease of hazardous nuclear
material. Changing conditions can create more mishaps and accidents with the erosion of the
beaches that the plant sits on and from degradation of materials.
5.4.2.7 Civil Disorder
• Ranking: Probability – Low; Impact - Low
• Description
Civil Disturbance is a term generally used to describe disorderly conduct or a breakdown of
orderly society by a large group of people. Civil Disturbance can range from a form of protest
against major socio-political problems to riots.
• Location and Extent
Civil Disturbance can occur in any part of the City of Temecula. However, it is generally located
within larger, more concentrated, commercial areas along Ynez Road as well as City Hall.
• History
No significant historical incidents to report to date. However, there have been a few small
incidents that have occurred due to recent social and political movements.
• Probability
There are no studies that predict the probability of civil disturbance occurrences.
• Climate Change Considerations
While there is no direct linkage between climate change and civil disturbances, there could be
indirect linkages. As climate change impacts are either felt or perceived to be felt it could ignite
passions within people to demonstrate against possible causes or e nablers.
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6.1 Overview
As defined by FEMA, risk is a combination of hazard, vulnerability, and exposure. “It is the impact
that a hazard would have on people, services, facilities, and structures in a community and refers
to the likelihood of a hazard event resulting in an adverse condition that causes injury or
damage.” The risk assessment process identifies and profiles relevant hazards and assesses the
exposure of lives, property, and infrastructure to these hazards. The process allows for a better
understanding of a urisdiction’s potential risk to hazards and provides a framework for
developing and prioritizing mitigation actions to reduce risk from future hazard events.
6.2 City Disaster Proclamation History
One method to identify hazards based upon past occurrences is to look at what events triggered
federal and/or state disaster declarations within the City (though disaster declarations are
declared on a county basis). Disaster declarations are granted when the severity and magnitude
of the event’s impact surpass the ability of the local government to respond and recover. Disaster
assistance is supplemental and sequential.
When the local government’s capacity has been surpassed, a state disaster declaration may be
issued, following the local agency’s declaration, allowing for the provision of state assistance.
Should the disaster be so severe that both the local and state government’s capacity is exceeded,
a federal disaster declaration may be issued allowing for the provision of federal disaster
assistance. The federal government may issue a disaster declaration through FEMA, the U.S.
Department of Agriculture (USDA), and/or the Small Business Administration (SBA). FEMA also
issues emergency declarations, which are more limited in scope and without the long-term
federal recovery programs of major disaster declarations. The quantity and types of damage are
the determining factors. This section focuses on state and federal disasters and emergency
declarations.
Table 6.1 - Emergency or Disaster Declarations, City of Temecula
Year Resolution Number Emergency/Disaster Type
2021 2021-16 COVID-19 (Reissuance)
2021 2021-06 COVID-19 (Reissuance)
2020 2020-83 COVID-19 (Reissuance)
2020 2020-65 COVID-19 (Reissuance)
2020 2020-55 COVID-19 (Reissuance)
2020 2020-35 COVID-19 (Reissuance)
2020 2020-20 COVID-19 (Reissuance)
2020 2020-17 COVID-19 Pandemic
6. RISK ASSESSMENT
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Year Resolution Number Emergency/Disaster Type
2007 07-105 Flooding
2007 07-91 High Winds
1993 93-34 Flooding (Reissuance)
1993 93-25 Flooding (Reissuance)
1993 93-19 Flooding (Reissuance)
1993 93-08 Flooding (Reissuance)
1993 93-03 Extreme Flooding
6.3 Disaster Proclamation Process
When there is a condition of extreme peril or potential peril to the safety of persons and property,
and the condition is beyond the capability of the local jurisdiction to control effectively, the local
governing body (i.e., city council, board of supervisors or a person authorized by ordinance) may
proclaim that a local emergency exists. The local government may request the California Office
of Emergency Services (Cal OES) Director to concur in their proclamation of a local emergency
and to provide assistance under the California Disaster Assistance Act (CDAA).
The City of Temecula has proclaimed four (4) local emergencies since its incorporation in 1989.
Most recently, on March 17, 2020, the City Manager in his capacity as Director of Emergency
Services signed Proclamation No. 20-17 to address the COVID-19 pandemic. The City Council
ratified the City Manager’s Proclamation by adopting Resolution No. 20 -17 on March 24, 2020.
A copy of the resolution must be provided to the Riverside County Operational Area as soon as
possible for transmission of the resolution to Cal OES. When a county proclaims a local
emergency pursuant to Section 8630 of the Government Code, based upon conditions which
include both incorporated and unincorporated territory of the county, it is not necessary for the
cities to also proclaim the existence of a local emergency independently.
If sufficient conditions occur, the State may proclaim a state of emergency to fully commit state
and mutual aid assistance and provide resources to assist local government. Following the
proclamation of a state of emergency, the California OES Director may recommend that the
Governor request a Presidential declaration of a major disaster under the authority of Public Law
93-288. The Governor’s request to the president is submitted through the Federal Emergency
Management Agency (FEMA).
Since 1965, Riverside County has had over 45 Federal Disaster Declarations. The most recent
Federally Declared Disaster was in September of 2022 as a result of the Fairview Fire which
directly impacted the City of Temecula due to the establishment of two mass care and shelte r
sites to service the 22,000 homes that were evacuated into the City.
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6.4 Vulnerability Assessment
With Temecula’s hazards identified and profiled, the HMPC conducted a vulnerability assessment
to describe the impact that each priority hazard would have on the City. The vulnerability
assessment quantifies, to the extent feasible using best available data, assets at risk to natural
hazards and estimates potential losses.
This vulnerability assessment followed the methodology described in the FEMA publication
Understanding Your Risks—Identifying Hazards and Estimating Losses. The vulnerability
assessment first describes the total vulnerability of the City and values at risk and then discusses
vulnerability by hazard.
6.5 Hazard Risk Rating
A risk assessment involves evaluating vulnerable assets, describing potential impacts, and
estimating losses for each hazard. The intention of a risk assessment is to help the community
understand the greatest risks facing the City of Temecula. The risk assessment defines and
quantifies vulnerable populations, building, critical facilities, and other assets at risk from hazards
and is based on the best available data and the significance of the hazard. The risk assessment
further examines the impact of the identified hazards on the City, determines which areas of the
City are most vulnerable to each hazard and estimates potential losses to City facilities for each
hazard.
For the 2022 LHMP the risk for each hazard was rated using the Calculated Priority Ris k Index
(CPRI). The CPRI examines four (4) criteria for each hazard (probability, magnitude/severity,
warning time, and duration) as show below in Table 6.2. For each hazard, an index value is
assigned for each CPRI category from 0 to 4 with “0” being the least hazardous and “4” being the
most hazardous situation. This value is then assigned a weighting factor and the result is a hazard
ranking score as shows in Table 6.3. Table 6.4 is an overall summary of the hazard evaluations
for the City.
Table 6.2 – Calculated Priority Risk Index (CPRI)
CPRI
Category
Degree of Risk Chart Assigned
Weight Level ID Description Index
Value
Probability
Unlikely
Extremely rare with no documented history
of occurrences or events. Annual probability
of less than 0.001.
1
45%
Possible
Rare occurrences with at least one
documented or anecdotal historic event.
Annual probability of between 0.01 and
0.001.
2
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CPRI
Category
Degree of Risk Chart Assigned
Weight Level ID Description Index
Value
Likely
Occasional occurrence with at least two (2)
or more documented historic events.
Annual probability of between 0.1 and 0.01.
3
Highly Likely
Frequent events with a well-documented
history of occurrence. Annual probability of
greater than 0.1.
4
Magnitude
/ Severity
Negligible
Negligible property damages (less than five
percent (5%) of critical and non-critical
facilities and infrastructure). Injuries or
illnesses are treatable with first aid and
there are no deaths. Negligible quality of life
lost. Shut down of critical facilities for less
than twenty-four (24) hours.
1
30%
Limited
Slight property damages (greater than five
percent (5%) and less than twenty-five
(25%) of critical and non-critical facilities
and infrastructure). Injuries and illnesses do
not result in permanent disability and there
are no deaths. Moderate quality of life lost.
Shut down of critical facilities for more than
one (1) day and less than one (1) week.
2
Critical
Moderate property damages (greater than
25% and less than fifty (50%) of critical and
non-critical facilities and infrastructures).
Injuries or illnesses result in permanent
disability and at least one death. Shut down
of critical facilities for more than one (1)
week and less than one (1) month.
3
Catastrophic
Severe property damages (greater than fifty
(50%) of critical and non-critical facilities
and infrastructure). Injuries or illnesses
result in permanent disability and multiple
deaths. Shut down of critical facilities for
more than one (1) month.
4
Warning
Time
< than 6
hours
Population receives less than six (6) hours of
warning. 4
15%
6 to 12
hours
Population receives between six (6) to
twelve (12) hours of warning. 3
12 to 24
hours
Population receives between twelve (12) to
twenty-four (24) hours of warning. 2
> than 24
hours
Population receives greater than twenty
(24) hours of warning. 1
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CPRI
Category
Degree of Risk Chart Assigned
Weight Level ID Description Index
Value
Duration
< than 6
hours
Disaster event will last less than six (6)
hours. 1
10%
6 to 24
hours
Disaster event will last between six (6) to
twenty-four (24) hours. 2
24 hours to
1 week
Disaster event will last between twenty-four
(24) hours and one (1) week. 3
> than 1
week
Disaster event will last more than one (1)
week. 4
Table 6.3 - CPRI Hazard Scores and Risk Rating
Risk Level Severe High Moderate Low
Rank Score 4 3-3.99 2-2.99 1-1.99
Table 6.4 - CPRI Hazard Rating Summary
Hazard Probability
(45%)
Magnitude
/ Severity
(30%)
Warning
Time
(15%)
Duration
(10%)
Weighted
Score
Risk Level
Earthquake 4 4 4 3 3.75 High
Wildfire 4 3 4 3 3.5 High
Transportation 4 3 4 2 3.25 High
Flood 3 3 3 2 2.75 Moderate
Drought 4 3 1 4 3 High
Comm Failure 4 3 4 2 3.25 High
Extreme Heat 3 4 1 3 2.75 Moderate
Electrical
Failure 3 4 4 2 3.5 High
Pandemic 3 4 1 4 3 High
HAZMAT 3 4 4 1 3 High
The requirements for hazard profiles are stipulated in DMA 2000 and its implementing
regulations. The hazards that the HMPT selected for this update of the LHMP have been profiled
using federal, state, regional, and local resources that have been mapped, d ocumented, or
reported on hazards. Both natural and man-made hazards are included.
The hazards that exist in the City of Temecula are profiled in Section 5 Hazard Assessment. Each
hazard includes a description of the type, location and extent, and previous history. Maps and
graphs are used throughout this plan to display hazard identific ation data.
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6.6 f T u ’ Vu
This section of the LHMP meets requirements for hazard profiles and a risk assessment as
provided in the Code of Federal Regulations, Section 44, 201.6(c)(2)(i).
6.6.1 Identification of Critical Facilities and Assets
The location and operations of high-risk facilities such as critical infrastructure and key assets in
or near Temecula are a significant concern with respect to a disaster. The HMPT used FEMA’s
“Public Assistance Guide” (FEMA 322) that defines critical facilities such as shelters, hospitals,
EOCs, data centers, utility plants or highly hazardous materials facilities. They also used the FEMA
Hazard Mitigation Handbook which describes three categories of facilities for analysis to revise
and update the list. Section 3.8 of this plan discusses Temecula’s key assets and critical facilities.
These locations are identified in Appendix 5.
The City’s Fire Marshall maintains and extensive list of childcare facilities, churches, elder care
facilities and facilities containing hazardous materials.
6.6.2 Cultural and Natural Resources Inventory
Historical Resources are those improvements, buildings, structures, signs, features, Historic
Districts, landmarks, trees, or other objects of cultural, architectural, or historical significance to
the City that are at least fifty (50) years old, and which have been determined to be eligible for
historic designation and deemed appropriate by the Temecula History Museum. The Temecula
Museum maintains a current list. There are many current local designated Historic Points of
Interest in Old Town Temecula.
These and other designated points of interest as well as future locally designated historic places
shall be protected and not permitted to be modified, demolished (unless declared a public hazard
by the Development Department i.e., Code Enforcement, Building or Fire), altered, renovated,
remodeled, improved, or expanded unless approved by review. The review of the modification
shall utilize the Secretary of the Interior’s Standards for the Treatment of Historic Pro perties with
Guidelines for Preserving, Rehabilitating, Restoring and Reconstructing Historic Buildings.
6.6.3 Risk Assessment and Potential Loss
A risk assessment determines the vulnerability of assets within the City by evaluating the
inventory of City-owned existing property and the population exposed to a hazard. A quantitative
vulnerability assessment is limited to the exposure of people, buildings, and infrastructure to the
identified hazards. This risk assessment includes only those hazards that have the ability to cause
damage to buildings and infrastructure. More detailed assessments of risk that would include
deaths and injuries, and economic losses, are beyond the scope of this plan.
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Table 6.5 - A f ’ Critical Infrastructure
Critical
Facilities
Impacting Hazards Value Earthquake 25% Wildfire 15% Transportation 10% Flood 50% Drought 5% Communication Failure 20% Extreme Heat 5% Electrical Failure (PSPS) * Pandemic * HAZMAT 5% Facility Contents
(estimates)
Total Value
Fire Station 12 X X X X X X X X X $2,260,700.00 $904,280 $3,164,980.00
Fire Station 73 X X X X X X X X $3,161,275.00 $1,264,510 $4,425,785.00
Fire Station 84 X X X X X X X X $2,934,750.00 $1,173,900 $4,108,650.00
Fire Station 92 X X X X X X X X $1,950,000.00 $780,000 $2,730,000.00
Fire Station 95 X X X X X X X X $2,260,700.00 $90,680 $2,351,380.00
Old Town
Store Front
(RSO)
X X X X X X X (Part of Civic Center)
HELP Center X X X X X X X X $585,000.00 $234,000 $819,000.00
S.A.F.E X X X X X X X $1,202,500.00 $481,000 $1,683,500.00
Civic Center X X X X X X X X $32,500,000.00 $13,000,000 $45,500,000.00
Temecula
Wedding
Chapel
X X X X X X X $515,775.00 $206,310 $722,085.00
Temecula
Valley
Museum
X X X X X X X $2,340,000.00 $936,000 $3,276,000.00
Old Town
Theatre X X X X X X $7,257,250.00 $2,902,900 $10,160,150.00
Mary Phillips
Senior Center X X X X X X X X X $3,021,200.00 $1,208,480 $4,229,680.00
Field
Operations
Center
X X X X X X X $5,767,775.00 $2,307,110 $8,074,885.00
Field
Operations
Center (West
Wing)
X X X X X X $2,880,150.00 $1,152,060 $4,032,210.00
TVE2 X X X X X X $9,810,775.00 $3,924,310 $13,735,085.00
Temecula
Public Library X X X X X X X $11,050,975.00 $4,420,390 $15,471,365.00
Jefferson
Recreation
Center
X X X X X X X X $6,500,000.00 $2,600,000 $9,100,000.00
Temecula
Community
Center
X X X X X X X $1,923,350.00 $769,340 $2,692,690.00
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Critical
Facilities
Impacting Hazards Value Earthquake 25% Wildfire 15% Transportation 10% Flood 50% Drought 5% Communication Failure 20% Extreme Heat 5% Electrical Failure (PSPS) * Pandemic * HAZMAT 5% Facility Contents
(estimates)
Total Value
Community
Recreation
Center
X X X X X X X $8,606,000.00 $3,442,400 $12,048,400.00
Santa
Margarita
Ecological
Reserve Solar
Farm
X X X X X X X
* Pandemic and Electrical Failure (PSPS) hazards do not have associated values for potential
losses as they generally do not result in physical damage to infrastructure and facilities. Both can
result in substantial costs for emergency protective measures and other response activities.
6.6.4 Analysis of Potential Losses
FEMA requires that an estimation of loss be conducted for the identified hazards to include the
number of potential structures impacted by the hazards and the total potential costs. The
analysis of potential losses calculated in Table 6.6 used the best data currently available to
produce the estimations of loss. These estimates may be used to understand relative risk from
hazards and potential losses. There are uncertainties in any loss estimation method, resulting
from lack of scientific study and the exact result of hazard effects on the built environment, and
from the use of approximations that are necessary for a comprehensive analysis.
In addition, this assessment does not include analysis of non-City owned facilities, even though
they are deemed critical. The City does not have replacement or content values or insured values
for critical infrastructure, private businesses, schools, and churches. A mitigation action was
developed to acquire that information so a complete analysis of critical facilities can be
completed to show total potential loss in the City.
A quantitative assessment has been prepared for the critical facilities affected by each hazard
assessed and multiplied by a value of percent damage. The percent damage was determ ined by
the geographic area at stake, previous history of damage from the type of hazard, and potential
for severity from the hazard profiles.
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Table 6.6 - Analysis of Potential Losses
Hazard Type # of
Critical
Facilities
Percent
Damage
Replacement
Value
Content
Value
Estimated
Replacement
Loss
Estimated
Contents
Loss
Total Estimated
Loss
Earthquake 11 25 $85,354,750.00 $34,141,900.00 $21,336,686.25 $8,535,474.5 $30,691,160.75
Wildfire 7 15 $47,421,725.00 $18,968,690.00 $7,113,258.00 $2,845,003.00 $9,958,261.00
Transportation 5 10 $36,009,675.00 $14,403,870.00 $8,791,964.00 $1,440,387.00 $10,232,351.00
Flood 12 50 $61,933,950.00 $23,959,980.00 $30,971,973.00 $11,979,990.00 $42,951,963.00
Drought 15 5 $96,221,450.00 $37,674,980.00 $4,811,068.00 $1,883,747.00 $6,694,815.00
Comm Failure 15 20 $96,221,450.00 $37,674,980.00 $19,246,290.00 $7,534,996.00 $26,781,286.00
Extreme Heat 5 2 $30,341,025.00 $11,322,810.00 $606,810.00 $226,454.00 $833,264.00
Electrical Failure 15 * $96,221,450.00 $37,674,980.00
Pandemic 15 * $96,221,450.00 $37,674,980.00
HAZMAT 5 5 $30,341,025.00 $11,322,810.00 $1,517,050.00 $566,140.00 $2,083,190.00
* Because Pandemic and Power Failure/PSPS are not likely to result in physical damage to
facilities, no values are assigned. However, both hazards can result in substantial costs for
emergency protective measure, emergency response, lost revenue and human loss of life and
injury.
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7.1 Overview
The mitigation strategy for the City of Temecula is based on informed assumptions, recognizing
both mitigation challenges and opportunities, with the ultimate mission of creating a disaster
resistant and sustainable community for the future. The mitigation strategy is derived from an
in-depth understanding of possible deficiencies between potential vulnerabilities and existing
capabilities, with the mitigation objectives in mind. The mitigation strategy builds upon the
previous mitigation actions identified by the City of Temecula 2017 LHMP and was expanded to
consider current needs.
7.2 Mitigation Goals and Objectives
To better assist with the identification of mitigation measures, mitigation goals and objectives
were developed. The mitigation goals and ob ectives support the City’s mitigation mission to
create a disaster ready, disaster resilient and sustainable community while remaining aligned
with the Operational Area. As a result, some of the goals and objectives were removed and/or
reworded. Well defined goals and objectives were used by the Planning Team as a starting point
prior to identifying mitigation measures. The goals and objectives include:
• Goal 1: Minimize Loss of Life and Injuries
o Objective 1.1: Provide timely notification and direction to the public in preparation
for imminent and potential hazards.
o Objective 1.2: Protect public health and safety through mitigation, preparing for,
responding to, and recovering from the effect of natural, technological, or man -
made disasters.
o Objective 1.3: Reduce hazard impacts and protect life, property, and the
environment from damages.
o Objective 1.4: Improve understanding of the type, location, and effects of hazards
and vulnerabilities, as well as measures needed to protect life.
o Objective 1.5: Improve community transportation corridors to allow for better
evacuation routes for public and better access for emergency responders.
o Objective 1.6: Develop policies and procedures to better serve disadvantaged and
vulnerable populations.
7. MITIGATION STRATEGY
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• Goal 2: Improve Community and Agency Awareness
o Objective 2.1: Increase public awareness about the natura and extent of hazards
they are exposed to, where they occur, what is vulnerable, and recommended
response to identified hazards.
o Objective 2.2: Improve mitigation and hazard related outreach to businesses, city
departments, and stakeholders to increase their understanding of the threats
within the city.
o Objective 2.3: Establish and maintain partnerships between all levels of local
government, the private sector, the business community, community groups, and
institutions of higher learning that exchange information on hazards and the
benefits of mitigation measures.
• G : h u ’ Capability to Mitigate Hazards and Reduce Exposure
to Hazard Related Losses
o Objective 3.1: Reduce hazard related property losses by enforcing strong building
codes.
o Objective 3.2: Reduce repetitive losses for fire, flood, and earthquakes by
encouraging community protective measures and by anticipating future events.
o Objective 3.3: Reduce hazard impacts to critical facilities, utilities, and services
through the implementation of low-cost mitigation strategies.
o Objective 3.4: Continue to strengthen land use regulations in high hazard areas.
• Goal 4: Reduce Hazard Related Property Losses
o Objective 4.1: Reduce hazard impacts to critical facilities, utilities, and services
through the implementation of low-cost mitigation strategies.
o Objective 4.2: Continue to strengthen land use regulations in high hazard areas.
• Goal 5: Maintain Coordination for Disaster Planning and Integrated Public Policy
o Objective 5.1: Incorporate changes with CalOES and FEMA that may affect public
policy and planning.
o Objective 5.2: Incorporate mitigation related activities into other disaster planning
mechanisms, such as the General Plan and Capital Improvement Plan.
• Goal 6: Improve Emergency Management Capability
o Objective 6.1: Identify the need for, and acquire, any special emergency
management equipment to enhance response capabilities for specific hazards.
o Objective 6.2: Develop and maintain emergency plans (Response, Recovery,
Preparedness, Prevention, Mitigation).
o Objective 6.3: Establish and maintain emergency management systems and
facilities.
o Objective 6.4: Develop and maintain Public-Private Partnerships.
o Objective 6.5: Develop and maintain Memorandums of Understanding/Mutual
Aid Agreements.
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o Objective 6.6: Develop, maintain, and share essential data (demographics,
hazards, buildings, resources, personnel).
o Objective 6.7: Develop, maintain, and implement emergency management
training curriculum.
o Objective 6.8: Design and implement disaster response exercises (tabletop,
functional, full-scale).
7.3 Progress Implementing Mitigation Measures
As part of the LHMP update process, the Planning Team reviewed the mitigation actions included
in the previous plan. The review included identifying the status of the mitigation action
(completed, not started, in progress, or no longer needed). Those mitigation actions that were
determined to be “on-going” were placed under the Mitigation Governance section of
Capabilities Assessment chapter. In other words, the Planning Team deemed that since the
measure did not have a stop or start date, it should not be placed under these sections and should
be captured in the Mitigation Governance with the other ongoing mitigation programs. If deemed
“as needed”, the mitigation measure was carried over to the new list of mitigation measures.
Additionally, descriptions of the carried over, needed mitigation actions were reviewed, and in
some cases, the name was changed, the scope was expanded, and/or the mitigation measure
was merged with another (public outreach for all-hazards, not just flooding or fires). Table 7.1
indicated the status of each of the mitigation measures from the previous plan.
Table 7.1 - Status of Previous Mitigation Measures
Mitigation Measure Hazard Status
Murrieta Creek Project Flood Ongoing Program
Flood Control Channel Reconstruction and Repair (Temecula Creek/Pala
Community Park)
Flood In Progress
Flood Control Channel Reconstruction and Repair (Empire
Creek/Margarita Community Park)
Flood Not Started
Flood Control Channel Reconstruction and Repair (Long Canyon
Creek/Long Canyon Creek Park)
Flood Not Started
Wildfire – Weed abatement, Public Education, Fire Department
Apparatus, Fire Inspections
Wildfire Ongoing Program
Earthquake – Public Education, Emergency Alert Systems Earthquake Ongoing Program
7.4 Mitigation Measure Prioritization
The HMPT used the STAPLEE Criteria (Social, Technical, Administrative, Political, Legal, Economic,
and Environmental) to evaluate the feasibility of each of the mitigation measures being
considered for inclusion in the LHMP update. The STAPLEE process helped the HMPT understand
possible challenges that could hinder the ability to implement the mitigation measure. The
STAPLEE Criteria includes the following considerations:
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• Social
o Is the proposed action socially acceptable to the community?
o Are there equity issues involved that would mean that one segment of the
community is treated unfairly?
o Will the action cause social disruption?
• Technical
o Will the proposed action work?
o Will it create more problems that it will solve?
o Does it involve a problem or only a symptom?
o Is it the most useful action in light of other community goals?
• Administrative
o Can the community implement the action?
o Is there someone to coordinate and lead the effort?
o Is there sufficient funding, staff, and technical support available?
o Are there ongoing administrative requirements that need t o be met?
• Political
o Is the action politically acceptable?
o Is there public support both to implement and to maintain the project?
• Legal
o Is the community authorized to implement the proposed action? Is there a clear
legal basis or precedent for this activity?
o Are there legal side effects? Could the activity be construed as a taking?
o Is the proposed action allowed by the general plan, or must the general plan be
amended to allow the proposed action?
o Will the community be liable for action or lack of action?
o Will the activity be challenged?
• Economic
o What are the costs and benefits of this action?
o Do the benefits exceed the costs?
o Are initial, maintenance, and administrative costs considered?
o Has funding been secured for the proposed action? If not, what are the potential
sources (public, non-profit, and private)?
o How will this action affect the fiscal capability of the community?
o What burden will this action place on the tax base or local economy?
o What are the budget and revenue effects of this activity?
o Does the action contribute to other community goals, such as capital
improvements or economic development?
o What benefits will the action provide?
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• Environmental
o How will the action affect the environment?
o Will the action need environmental regulatory approvals?
o Will it meet local and state regulatory requirements?
o Are endangered or threatened species likely to be affected?
Each proposed mitigation measure was assessed and given a score between 1-5 where 5 is
favorable/beneficial (or no major issues/opposition) and 1 is unfavorable/not beneficial (or major
issues/opposition) for each of the STAPLEE criteria. The scores were then totaled, and a final
score was established for each mitigation measure. A relative comparison of mitigation measures
helps understand which mitigation measure may have the greatest potential for implementation.
However, the HMPT recognized that this ranking does not (and should not) preclude the City
from funding mitigation actions lower on the list first, especially if funding is available.
7.5 Mitigation Measures & Projects
The focus of the mitigation measures was on the “high” priority (Tier I) hazards (Transportation
Failure, Energy Shortage/Power Outage, Flood, Wildfire, and Earthquake); however, some
mitigation measures do address other hazards or cut across all hazards. Mitigation measures
were identified by assessing the effectiveness of current capabilities (existing plans, policies, and
programs) against the expected impacts (vulnerabilities). Table 7.2 represents the proposed
mitigation measures identified by the Planning Team.
Table 7.2 - Proposed Mitigation Actions
Mitigation Action Hazard Goal
1 Create and maintain a Key Asset Database Multi 1, 3, 4, 5, 6
2 Develop and maintain Emergency Circulation (Traffic) Plan(s); acquire
necessary equipment to support implementation (Mass Evacuation Plan)
Transportation
Failure
1, 2, 3, 5, 6
3 Develop and maintain Memorandums of Understanding (MOUs) and
Public-Private Partnerships in support of emergency management and
business continuity
Multi 3, 5, 6
4 Develop and maintain an Emergency Public Communications Plan;
acquire necessary equipment and maintain systems to support
implementation
Multi 3, 5, 6
5 Develop and/or incorporate Emergency Management Training and
Exercise Program into existing training and exercise programs
Multi 1, 2, 3, 4, 5, 6
6 Participate and continue support of the OA Stakeholder Group Multi 5, 6
7 Maintain the Hazard Mitigation Planning Team Multi 5, 6
8 Increase coordination with Lifeline Stakeholders to better understand
their improvement, mitigation, and resiliency efforts
Multi 2, 3, 5, 6
9 Coordinate with Southern California Edison Emergency Management Multi 1, 2, 3, 4, 5, 6
10 Coordinate with School District Emergency Management Multi 1, 2, 3, 4, 5, 6
11 Formalize and expand the role of the Floodplain Manager/NFIP
Coordinator
Flood 3, 4, 5
12 Continue support of the County Floodplain Management Plan Flood 1, 3, 4, 5
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Mitigation Action Hazard Goal
13 Develop, maintain, and disseminate an Infectious Disease Response
Plan; acquire equipment, supplies, and other material as needed to
support role
Pandemic 1, 2, 3, 5, 6
14 Ensure Fire Resistant Materials are incorporated into existing building
modifications and/or future development
Wildfire 1, 2, 3, 4, 5
15 Incorporate Defensive Space Standards in existing and future building
designs
Wildfire 1, 2, 3, 4, 5
16 Coordinate with the County, surrounding local cities, and the regional
Fusion Center
Civil 2, 5, 6
17 Coordinate with State and local Governments; acquire equipment,
supplies, and other material as needed to support role
Drought 2, 5, 6
18 Develop and maintain a Water Conservation Plan; implement
recommendations
Drought 2, 3, 4, 5
19 Develop and maintain a Drought Emergency Plan; acquire equipment,
supplies, and other material as needed to support role
Drought 2, 3, 4, 5
20 Coordinate with State of California local Governments; acquire
equipment, supplies, and other material as needed to support role
Extreme
Temperature
1, 2, 3, 5, 6
21 Develop and maintain an Extreme Temperature Emergency Plan;
acquire equipment, supplies, and other material as needed to support
implementation
Extreme
Temperature
1, 2, 3, 5, 6
22 Continue to develop and maintain Mass Care and Shelter Program/Plan;
acquire equipment, supplies, and other material as needed to support
implementation
Multi 1, 2, 3, 5, 6
23 Acquire and develop a process for obtaining food and water for disaster
victims during emergencies
Multi 1, 2, 3, 5, 6
24 Formalize, maintain, and promote the implementation of NIMS
Credentialing and Qualifications; acquire necessary equipment,
material, and supplies needed to support implementation
Multi 5, 6
25 Resource Management System - Formalize, maintain, and promote the
Resource Ordering Program; acquire necessary equipment, material,
and supplies needed to support implementation
Multi 5, 6
26 Coordinate with the County, surrounding local cities, and the regional
Fusion Center; acquire equipment, supplies, and other material as
needed to support role
Terrorism 1, 3, 4, 5, 6
27 Coordinate with NTSB, Regional Association of governments, and County
Transportation Department; acquire equipment, supplies, and other
material as needed to support role
Aviation 1, 3, 4, 5, 6
28 Develop and maintain Business Continuity Plan(s), emphasize loss of
technology (Tech Down) situation
Technology 1, 2, 3, 4, 5, 6
The HMPT made assessments to determine if plans, policies, and/or programs needed to be
expanded and/or improved; and whether those changes would support reducing the hazard. Any
recommended changes to plans, policies, and programs are reflective in Table 7.2. It is also worth
to note, that consideration was also given to needed plans, policies, and programs. They too are
also included in Table 7.2.
In addition to the proposed mitigation actions above, the HMPT decided to focus on three (3)
mitigation projects that will support lessening the impact and reduction of hazards from floods
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and wildfires. These Mitigation projects were identified by assessing the top hazards affecting
the City of Temecula and validating their existence against curr ent capabilities (existing plans,
policies, and programs) against the expected impacts (vulnerabilities ). Table 7.3 represents the
proposed mitigation projects identified by the Hazard Mitigation Planning Team.
Table 7.3 - Proposed Mitigation Projects
Project Hazard Funding
Temecula / Murrieta Creek
Widening (continuation)
Flood U.S. Army Corps of Engineers
City-Wide Mass Evacuation
Plan
Flood / Wildfire /
Transportation Failure
General Fund / HMA
Loud Speaker Notification
System along Dam
Inundation and Flood Routes
Flood / Mass Evacuation HMA
Wildland Vegetation
Management – Temecula
Creek
Wildfire HMA
7.6 Mitigation Measure Implementation Plan
Table 7.4 reflects the implementation plan for each mitigation measure. The implementation
plan identifies the lead department responsible for the action, the estimated cost, potential
funding source to support the action, and the proposed timeframe for completion. It is important
to note that while a lead department is identified that some other City departments (i.e.,
Information Technology, Police, Fire, or Facilities) may actually take the lead depending on the
project (i.e., Memorandums of Understanding- MOUs and Business Continuity Plan- BCPs).
Emergency Management may coordinate the effort, but the other City departments may actually
take the lead to complete the particular MOU or BCP. Additionally, the City inte nds to actively
search for other possible funding source to help implement the mitigation measures, but those
resources are not known at this time to be listed. It is also worth to note that Temecula has listed
Hazard Mitigation Assistance (HMA) grants under several of the mitigation measures. The City
recognizes that HMA grants include the Hazard Mitigation Grant Program (HMGP), Building
Resilient Infrastructure and Communities (BRIC), and Flood Mitigation Assistance (FMA) funding.
It was deemed better by the Planning Team to list it collectively, instead of only selecting 1 or 2
of the grant programs as to not limit consideration under the other grant programs.
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Table 7.4 - Mitigation Measure – Implementation Plan
Mitigation Action Lead Cost Timeframe Funding
1 Create and maintain a Key Asset Database Emergency
Management
<$100,000 < 1 year General
Fund
3 Develop and maintain Memorandums of
Understanding (MOUs) and Public-Private
Partnerships in support of emergency
management and business continuity
Emergency
Management
<$100,000 1-3 years General
Fund
4 Develop and maintain an Emergency Public
Communications Plan; acquire necessary
equipment and maintain systems to support
implementation
Emergency
Management
<$100,000 1-3 years General
Fund
5 Develop and/or incorporate Emergency
Management Training and Exercise Program
into existing training and exercise programs
Emergency
Management /
Management
Team
<$100,000 < 1 year General
Fund
6 Participate and continue support of the OA
Stakeholder Group
Emergency
Management
<$100,000 < 1 year General
Fund
7 Maintain the Hazard Mitigation Planning
Team
Emergency
Management
<$100,000 < 1 year General
Fund
8 Increase coordination with Lifeline
Stakeholders to better understand their
improvement, mitigation, and resiliency
efforts
Emergency
Management
<$100,000 1-3 years General
Fund
9 Coordinate with Southern California Edison
Emergency Management
Emergency
Management &
Public Works
<$100,000 < 1 year General
Fund
10 Coordinate with School District Emergency
Management
Emergency
Management
<$100,000 < 1 year General
Fund
11 Formalize and expand the role of the
Floodplain Manager/NFIP Coordinator
Public Works <$100,000 < 2 years General
Fund
12 Continue support of the County Floodplain
Management Plan
Public Works <$100,000 < 1 year General
Fund/
HMA
13 Develop, maintain, and disseminate an
Infectious Disease Response Plan; acquire
equipment, supplies, and other material as
needed to support role
Emergency
Management &
Emergency
Management
Committee
<$100,000 1-3 years General
Fund/
HMA
14 Ensure Fire Resistant Materials are
incorporated into existing building
modifications and/or future development
Fire $100,000-
$300,000
1-3 years General
Fund/
HMA
15 Incorporate Defensive Space Standards in
existing and future building designs
Fire/Community
Development
$100,000-
$300,000
1-3 years General
Fund/
HMA
16 Coordinate with the County, surrounding
local cities, and the regional Fusion Center
Police $300,000-
$500,000
1-3 Years General
Fund /
EMPG
26 Coordinate with the County, surrounding
local cities, and the regional Fusion Center;
Police <$100,000 < 1 Year General
Fund /
HMA
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Mitigation Action Lead Cost Timeframe Funding
acquire equipment, supplies, and other
material as needed to support role
18 Develop and maintain a Water Conservation
Plan; implement recommendations
Emergency
Management /
Public Works /
Community
Development
$100,000-
$300,000
3-5 years General
Fund /
HMA
17 Coordinate with State and local
Governments; acquire equipment, supplies,
and other material as needed to support role
Emergency
Management
$100,000-
$300,000
<1 year General
Fund
19 Develop and maintain a Drought Emergency
Plan; acquire equipment, supplies, and other
material as needed to support role
Emergency
Management /
Public Works /
Community
Development
$100,000-
$300,000
3-5 years General
Fund
20 Coordinate with State of California local
Governments; acquire equipment, supplies,
and other material as needed to support role
Emergency
Management
$100,000-
$300,000
3-5 years General
Fund /
HMA
21 Develop and maintain an Extreme
Temperature Emergency Plan; acquire
equipment, supplies, and other material as
needed to support implementation
Emergency
Management
$100,000-
$300,000
2-4 years General
Fund /
HMA
22 Continue to develop and maintain Mass Care
and Shelter Program/Plan; acquire
equipment, supplies, and other material as
needed to support implementation
Emergency
Management /
Community
Services
<$100,000 1-2 years General
Fund
23 Acquire and develop a process for obtaining
food and water for disaster victims during
emergencies
Emergency
Management /
Community
Services
<$100,000 1-2 years General
Fund
24 Formalize, maintain, and promote the
implementation of NIMS Credentialing and
Qualifications; acquire necessary equipment,
material, and supplies needed to support
implementation
Emergency
Management
<$100,000 2-4 years General
Fund
25 Resource Management System - Formalize,
maintain, and promote the Resource
Ordering Program; acquire necessary
equipment, material, and supplies needed to
support implementation
Emergency
Management /
Facilities /
Public Works
<$100,000 < 1 Year General
Fund
27 Coordinate with NTSB, Regional Association
of governments, and County Transportation
Department; acquire equipment, supplies,
and other material as needed to support role
Emergency
Management /
Public Works
<$100,000 <1 year General
Fund
28 Develop and maintain Business Continuity
Plan(s), emphasize loss of technology (Tech
Down) situation
Emergency
Management
$100,000-
$300,000
1-3 years General
Fund/HMA
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8.1 Monitoring, Evaluating and Updating the Plan
The City of Temecula Office of Emergency Management (OEM) will lead the effort and will be
responsible for ensuring that this plan is being monitored and evaluated over the next five (5)
years. While there is not a confirmed meeting schedule, OEM will ensu re that at a minimum,
there is an annual meeting of the Hazard Mitigation Planning Team (HMPT) and possibly other
interested stakeholders to discuss the LHMP and any possible changes to hazards or
vulnerabilities. The first annual meeting will occur at the beginning of the year following the date
of FEMA approval. The annual review with the HMPT will include but not be limited to:
• Status on progress towards implementing mitigation measures
• The need for additional and/or removal of mitigation measures
• Adjustments to the mitigation measure and/or implementation plan
• Addition to the goals and/or objectives
• Revisions to the hazard profiles, primarily focused on description, history, and location
In addition to the annual meetings, OEM may also leverage existing meetings to review, evaluate,
and discuss progress on the mitigation actions set forth in this plan. OEM will ensure that the
LHMP is an agenda item or incorporated into the discussion notes in those meetings where
appropriate.
The HMPT will also visit the LHMP after significant hazard events; ensuring Lessons Learned and
other vital information is captured for incorporation into future LHMP revisions. This will provide
the HMPT with an opportunity to evaluate the value of any implemented mitigation actions,
validate the needs of the remaining mitigation actions, and possibly identify additional mitigation
actions.
Information obtained from all of these meetings will be captured by OEM and made available for
the next LHMP update.
8.1.1 Coordinating Body
OEM will also lead the effort to update the LHMP. The City of Temecula specific Hazard Mitigation
Planning Team will continue to be responsible for Plan maintenance. The Temecula Team is made
up of representatives from the following departments:
• City Manager’s Office Economic Development
• City Clerk’s Office
• Finance Department
• Community Services
• Community Development / Building & Safety
8. PLAN ADMINISTRATION
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• Office of Emergency Management
• Public Works
• Information Technology
• Riverside County Sheriff's Department
• Temecula Fire Department (CALFire / Riverside County Fire Department)
Understanding the need not to have the LHMP expire, OEM will begin the process of updating
the LHMP two (2) years prior to the plan expiration date. OEM may or may not seek a Hazard
Mitigation Assistance (HMA) grant or the assistance of a consultant to support this effort. If this
is true, OEM will incorporate appropriate time to account for this need.
8.2 Incorporating into other Planning Efforts
The City of Temecula is aware of the hazards that face its community, as historic incidents prove
that disasters continue to evolve as a common occurrence in this area. The City will continue to
strive toward protecting the life, property, and economy of the City of Temecula. Temecula also
supports an all-hazard approach, encouraging information sharing between City Departments to
incorporate into other planning efforts. As other plans are developed, the LHMP information will
be leveraged and incorporated when other plans could benefit from a better understanding of
hazards and the potential mitigation measures that can be taken. Over the past five (5) years,
personnel challenges have limited the City’s ability to fully incorporate the LHMP into other plans.
While previous planning team members have championed and shared LHMP information during
other planning efforts, there has not been a formalized process to truly integrate the LHMP
information into other plans. The City, through the hiring of its first professional emergency
manager, is committed to keep pushing for better integration of LHMP information. The City of
Temecula is anticipating incorporating and/or leveraging the information from the LHMP into
the:
• Emergency Operations Plan
• General Plan
• Climate Action Plan
• Storm Water Collection Plan
• Continuity of Government/Operations Plan
• Wildland Vegetation Management Plan
• Wildland Urban Interface Fire Area Plan(s)
The City of Temecula will be incorporating the LHMP into the City’s update to the General Plan
Safety Element. As opportunities present themselves, the City will make every effort to
incorporate the new LHMP information into other plans where appropriate. In the meantime,
the LHMP will be utilized to assess future developments in accordance with the General Plan. In
addition to reviewing future development against relevant land use and zoning regulations,
building codes and fire codes, and environmental and engineering standards, it will also be
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reviewed against the LHMP. Proposed development projects will be assessed to determine
exposure (or risk) to community hazards. The LHMP will also serve as a reference for suggested
mitigation measure to reduce and/or eliminate risk from those hazards.
8.3 Continued Stakeholder and Public Involvement
As mentioned under Section 2.4 and 2.5, the City of Temecula will organize and/or participate in
a variety of meetings/events to share and exchange information about mitigation with
stakeholders and the public. The City will use its social media platforms and when appropriate,
leverage stakeholder and community social media platforms to announce the meetings/events.
This City will also continue to provide public forums which gives the public and local emergency
managers the opportunity to collaborate and coordinate prior to an emergency occurri ng.
8.4 Point of Contact
Comments or suggestions regarding this plan may be submitted to:
City of Temecula; Office of Emergency Management
Mikel Alford, Emergency Manager
41000 Main Street
Temecula, Ca 92590
(951) 693-3971 / mikel.alford@temeculaca.gov
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Appendix 1 – Adoption Resolution
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Agency Department Staff Position
City of Temecula City Manager’s Office Betsy Lowrey Assistant to the City Manager
City of Temecula City Clerk’s Office Lanny Krage Records Manager
City of Temecula Human Resources Mikel Alford Emergency Manager
City of Temecula Human Resources Courtney Fletcher Management Assistant
City of Temecula Finance Tina Rivera Purchasing Administrator
City of Temecula Information Technology Oscar Lopez Network Administrator
City of Temecula Information Technology (GIS) Aaron Matthews GIS Specialist
City of Temecula Community Services Jeff Lawrence Community Services Manager
City of Temecula Fire Department Wendy Miller Management Analyst
City of Temecula Community Development Matt Peters Principal Planner
City of Temecula Riverside County Sheriff Deputy J. Kenitzer Deputy – City Hall
City of Temecula Building & Safety Brian Clements Building Official
City of Temecula Community Development Brandon Rabidou Principal Management Analyst
City of Temecula Public Works Ron Moreno Principal Civil Engineer
City of Temecula Public Works Stuart Kuhn Associate Civil Engineer
City of Temecula Economic Development Christine Damko Economic Development Manager
American Red Cross Riverside County Gerald Winkle Disaster Program Manager
American Red Cross Riverside County Ken Rieger Local Volunteer
CALFire Temecula Fire Department Chief John Crater Division Chief
CALFire Temecula Fire Department Capt. Matthew Hayes Paramedic / Admin Capt.
CalOES RIVCO EMD Jose Ortega Emergency Services Coordinator
California Highway Patrol Temecula Division Mike Lassig PIO
California Highway Patrol Temecula Division Capt. Jeremy Penner Commander
City of Murrieta Fire Department Rachel Hollinger Disaster Preparedness Coordinator
City of Menifee Human Resources Vanessa Barrera Emergency Management Analyst
City of Lake Elsinore RIVCO EMD Ralph Mesa Emergency Services Coordinator
Chamber of Commerce President/CEO Brooke Nunn President / CEO
Temecula Valley Hospital Administration Darlene Wetton CEO
Temecula Valley Hospital Plant Operations Ben Cossette Environment of Care / EM
Temecula Valley Unified
School District
Superintendent Office Jason Vickery Director of Safety and Security
National Weather Service Alex Tardy Senior Meteorologist
Riverside County EMD Operations Camille Collins Emergency Services Coordinator
Riverside County EMD Operations Eric Cadden EM Program Supervisor
Visit Temecula Valley CEO Scott Wilson President
SoCal Gas Adam Eventov Public Affairs Manager
SoCal Edison Jeremy Goldman
Rancho Water Tom Marcoux
MSJC Regulatory Compliance Nicole Pina Director
Abbott Vascular Amanda Molina
Promenade Mall Operations Jeff Kurtz General Manager
Pechanga Emergency
Management
Fire Department Edward Chacon Tribal Emergency Manager
Riverside County District 3 County Supervisor Office Chuck Washington D3email@rivco.org
CALTRANS District 8 CALTRANS Carolina Rojas PIO
MCB Camp Pendleton Mission Assurance Jerry Vanlancker Emergency Manager
Habitat for Humanity Administration Tammy Marine Executive Director
First Light Home Care Administration Evangi Bello Office Manager
Appendix 2 – Planning Team Members
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Appendix 3 – Planning Team Member Meeting
Attendance Matrix
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Appendix 4 – Public Outreach
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Table App 5.1 - Essential (Critical) Facilities - City of Temecula
Facility Name Address Year
Built
Bldg. Area
(Sq. Ft.) Structure Type Building
Replacement Cost
Fire Department (FD)
Fire Station 12 28330 Mercedes St 1947 6,000 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$ 1,065,000
Fire Station 73 27415 Enterprise Circle
West
2016 6,956 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$2,260,700.00
Fire Station 84 30650 Pauba Rd 1996 9,727 sq ft
Concrete Masonry bearing
walls w wood roof deck
supported by wood joists
$3,161,275.00
Fire Station 92 32211 Wolf Creek Dr 2007 9,030 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$2,934,750.00
Fire Station 95 32131 South Loop Ranch 2005 6,000 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$1,950,000.00
Fire Station 73 27415 Enterprise Circle
West 2016 6,956 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$2,260,700.00
Emergency Management
Emergency
Operations Center
(Primary)
41000 Main St 2010 100,000 sq ft
Pre-engineered Steel
Structure over concrete
pad column footings over
a concrete slab foundation
$32,500,000.00
Emergency
Operations Center
(Alternate)
30600 Pauba Rd 2006 34,003 sq ft
Concrete tilt-up bearing
walls, steel framing, wood
roof deck supported by
wood joists
$11,050,975.00
TCC Trailer / CERT
Compound 32364 Overland Trail 2005 1,000 sq ft Manufactured Trailer
u h ff’ ( )
Old Town Temecula
Store Front 28690 Mercedes St. St B 2009 3,330 sq ft Steel Frame w Concrete
Topped Metal Decks $1,082,250.00
Promenade Mall
Store Front
40820 Winchester Rd
#2020 1999 3,000 sq ft Steel Frame w Concrete
Topped Metal Decks
California Highway
Patrol
27685 Commerce Center
Drive 6,950 sq ft
Appendix 5 – Key Assets and Facilities
Page|157
Facility Name Address Year
Built
Bldg. Area
(Sq. Ft.) Structure Type Building
Replacement Cost
City of Temecula Facilities
Food Pantry / Help Center
and Barn 28922 Pujol St 1967 1,800 sq ft
Conventional Wood Frame
Structure over basement
foundation
$585,000.00
S.A.F.E. 28910 Pujol St 2009 3,700 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$1,202,500.00
Civic Center 41000 Main St 2010 100,000 sq ft
Pre-engineered Steel
Structure over concrete
pad column footings over
a concrete slab foundation
$32,500,000.00
Temecula Wedding Chapel 41970 Moreno Rd 1997 1,587 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$515,775.00
Temecula Valley Museum 28314 Mercedes 1999 7,200 sq ft
Conventional Wood Frame
Structure over concrete
slab foundation
$2,340,000.00
Temecula Children's
Museum 42081 Main Street 1990 7,600 sq ft
Conventional Wood Frame
Structure over crawl space
foundation
$2,470,000.00
Mercantile Building 42051 Main Street 1890 22,330 sq ft
Steel Frame w Metal
Decks over concrete raft
foundation slab for the
new building. Masonry
Bearing walls w roof deck
supported by wood joists
w wall footing foundation
system for the old
building.
$7,257,250.00
Mary Phillips Senior Center 41845 Sixth St 1993 9,296 sq ft
Masonry bearing walls
and wood framed
structure on concrete slab
$3,021,200.00
Field Operations Center I 43230 Business Park
Dr 2007 17,747 sq ft
Steel Frame w Concrete
Topped Metal Decks over
concrete pad column
footings
$5,767,775.00
Field Operations Center II
(West Wing)
43210 Business Park
Dr 2001 8,862 sq ft
Steel Frame w Concrete
Topped Metal Decks over
concrete pad column
footings
$2,880,150.00
Temecula Valley
Entrepreneurs Exchange
(TVE2)
43200 Business Park
Dr 1990 30,187 sq ft
Concrete tilt-up bearing
walls, steel framing, metal
roof deck, steel joists
$9,810,775.00
Page|158
Facility Name Address Year
Built
Bldg. Area
(Sq. Ft.) Structure Type Building
Replacement Cost
Temecula Public / Ronald
Roberts library 30600 Pauba Rd 2006 34,003 sq ft
Concrete tilt-up bearing
walls, steel framing, wood
roof deck supported by
wood joists
$11,050,975.00
Grace Mellman 41000 County
Center D 1972 15,000 sq ft
Jefferson Recreation
Center
41375 McCabe
Court 1993 20,000 sq ft
Conventional Wood Frame
Str over Concrete Slab
Foundation
$6,500,000.00
Harveston Community
Room 28582 Harveston Dr 2004 1750 sq ft Mason Bearing Walls w
Wood Frame Roof $568,750.00
Temecula community
Center (TCC) 28816 Pujol St 1984 5918 sq ft
Conventional Wood Frame
Str over Concrete Slab
Foundation
$1,923,350.00
Community Recreational
Center (CRC) / Pool
30875 Rancho Vista
Rd 1993 26480 sq ft
Mason Bearing Walls w
wood roof deck supported
by wood joists
$8,606,000.00
Margarita Recreation
Center 29119 Margarita Rd 2016 8,069 sq ft Under Construction
Mary Phillips Senior Center 41845 6th Street 1993 9,248 sq ft
Conventional Wood Frame
Str over Concrete Slab
Foundation
$3,021,200
Old Town Temecula
Community Theater 42051 Main St 2005 22,330 sq ft
Mason Bearing Walls w
wood roof deck supported
by wood joists
$7,257,250
Page|159
Table App 5.2 - Additional (Critical) Facilities - City of Temecula
Facility Name Address Year
Built
Bldg. Area
(Sq. Ft.)
Structure
Type
Replacement
Cost
Fire Stations
Pechanga Station 1 48240 Pechanga Rd 1998
Universities
Mt. San Jacinto College (MSJC)
Temecula Valley Campus 41888 Motor Car Pkwy 2008 350,000 sq ft
California State University San
Marcos (CSUSM) 43890 Margarita Rd
University of Redlands One Better World Circle Suite
200 2005 4,773 sq ft
San Joaquin Valley College (SJVC) 27270 Madison Ave #103 2003 1,649 sq ft
The University of America 41707 Winchester Rd #301 1988
St. John's University 40945 County Center Drive
Suite H 1988 1,433 sq ft
Residential Care Facilities
Temecula Healthcare Center 44280 Campanula Wy 2020 65,877 sq ft Commercial /
Industrial $29,868,335.00
Temecula Memory Care 44320 Campanula Way 2020 25,441 sq ft Commercial
/Industrial $29,868,335.00
Chardonnay Hills Care Home 31416 Chemin Chevalier 2002 3,352 sq ft
Modern Single-
Family
Residence
(Post 1990)
$660,000.00
Highgate Senior Living at
Temecula 42301 Moraga Rd 2017 98,906 sq ft Commercial /
Industrial $17,669,401.00
Atria Park of Vintage Hills 41780 Butterfield Stage Rd 2000 67,469 sq ft Commercial /
Industrial $10,831,720.00
Family First Residential Care 42299 Faber Ct 2005 3,254 sq ft
Modern Single-
Family
Residence
(Post 1990)
$573,907.00
Senior Wyze Senior Care &
Assisted Living 41593 Winchester Rd 1989 43,797 sq ft Commercial /
Industrial $9,600,000.00
Rising Star Care Home 40600 Chantemar Wy 2001 1,999 sq ft
Modern Single-
Family
Residence
(Post 1990)
$348,845.00
Pebble Brook Senior Assisted
Living 33722 Pebble Brook Cir 2006 3,528 sq ft
Modern Single-
Family
Residence
(Post 1990)
$720,590.00
The Hills of Alcoba 34038 Turtle Creek 2006 3,243 sq ft
Modern Single-
Family
Residence
(Post 1990)
$510,129.00
Gentle Care 39799 Longleaf St 2002 3,538 sq ft
Modern Single-
Family
Residence
(Post 1990)
$482,971.00
Page|160
Facility Name Address Year
Built
Bldg. Area
(Sq. Ft.)
Structure
Type
Replacement
Cost
Assisted Living Enterprises 30951 Sawgrass Ct 1986 2,288 sq ft
Modern Single-
Family
Residence
(Post 1990)
$525,384.00
Helping Hands Care Homes 33999 Tuscan Creek Way 2006 3,243 sq ft
Modern Single-
Family
Residence
(Post 1990)
$590,513.00
Khayal Ami Care, Inc 27475 Ynez Rd 2016 5,107 sq ft Commercial /
Industrial $1,827,374.00
Hospitals
Temecula Valley Hospital 31700 Temecula Pkwy 2013 202,640 sq ft
Commercial /
industrial $133,521,929.00
Mass Care and Shelter Sites
Community Recreation Center 30875 Rancho Vista Road 1993 26,480 sq ft
Mason
Bearing Walls
w wood roof
deck
supported by
wood joists
$8,606,000.00
Temecula Valley High School 31555 Rancho Vista Road 1985 371,823 sq ft $119,693,420
Great Oak High School 32555 Deer Hollow Way 2004 290,388 sq ft $96,179,570
Chaparral High School 27215 Nicolas Road 1996 377,513 sq ft $84,778,820
Pechanga Resort and Casino 45000 Pechanga Parkway 1998
Conventional
Wood Frame
Structure
over concrete
slab
foundation
Page|161
Table App 5.3 – New Additional Critical Assets - City of Temecula
Name Address Year
Built
Bldg. Area
(Sq. Ft.)
Structure Type Replacement
Cost (estimate)
Utilities
SMER Solar Farm Santa Margarita
Ecological Reserve 2017 16 acres
10,000 plus
photovoltaic (PV)
modules
Rancho Ca Water District
Solar Farm 42135 Winchester Road 2016 17 acres Solar Photovoltaic
Parks
Ranch at Sommers Bend
Sports Park 32125 Verbena Way 2020 800 sq ft
Conventional
Wood Frame Str
over Concrete Slab
Foundation
$260,000.00
Patricia H. Birdsall Sports
Park and Snack Shack
32380 Deer Hollow
Way 2006 800 sq ft
Mason Bearing
Walls w wood roof
deck supported by
wood joists on a
concrete raft slab
foundation
$260,000.00
Wastewater Complex
Temecula Valley Regional
Water Reclamation Facility
42565 Avenida
Alvarado 1975 95 sq ft
Water Complex
San Diego Aqueduct 1945
Pre-case concrete
pipe, 48-96 inches
in diameter
Page|162
Table App 5.4 – Houses of Worship - City of Temecula
Name Address Year Built Bldg. Area
(Sq. Ft.)
Structure Type Replacement
Cost (estimate)
Houses of Worship
Crossroads Church 26090 Ynez Rd Ste A 1998 102,200 sq ft Commercial /
Industrial $6,494,590.00
Crosspoint Church 28753 Via Montezuma 1987 19,480 sq ft Commercial /
Industrial $1,809,708.00
Reliance Church 29825 Santiago Rd 1890 1,430 sq ft Commercial /
Industrial $1,318,722.00
Sunridge Community Church 42299 Winchester Rd 1890 1,430 sq ft Commercial /
Industrial $1,359,030.00
Calvary Chapel of Temecula 27462 Enterprise Circle
West 1989 8,848 sq ft Commercial /
Industrial $1,543,178.00
Rancho Church 31300 Rancho
Community Wy 2017 73,783 sq ft Commercial /
Industrial $19,532,446.00
Temecula Christian
Fellowship
27715 Jefferson Ave
Suite 114 1982 3,890 sq ft
Beyond the Walls
Community Church 42110 Remington Ave 2006 5,572 sq ft Commercial /
Industrial $811,512.00
Temecula Hills Christian
Fellowship
28780 Single Oak Dr Ste
120 1985 2,618 sq ft Commercial /
Industrial
Cornerstone Christian
Baptist
40880 County Center
Dr Ste N 1991 41,210 sq ft Commercial /
Industrial $2,723,769.00
Rancho Baptist Church 29775 Santiago Rd 1992 4,200 sq ft Commercial /
Industrial $2,394,308.00
Springs Community Church 41735 Winchester Rd 1992
Atmosphere Church 27500 Jefferson Ave. 2019 91,991 sq ft Commercial /
Industrial $3,926,468.00
Calvary Baptist Church 31087 Nicolas Rd 1776 21,453 sq ft Commercial /
Industrial $3,721,207.00
Hope Lutheran Church 29043 Vallejo Ave 2016 15,000 sq ft Commercial /
Industrial $4,977,040.00
Fusion Christian Church 26770 Ynez Ct 1999 16,978 sq ft Commercial /
Industrial $2,798,594.00
New Life Church 27620 Commerce
Center Dr #105 1985 25,920 sq ft Commercial /
Industrial $1,751,389.00
Grace A.M.E. Church 41625 Enterprise Cir S
B-2 1987 5,850 sq ft Commercial /
Industrial $2,383,182.00
Temecula United Methodist 42690 Margarita Rd 1995 5,063 sq ft Commercial /
Industrial $1,558,073.00
Covenant Fountain Church 27645 Jefferson Ave Ste
111 1989 27,745 sq ft Commercial /
Industrial $5,694,574.00
St Catherine of Alexandria 41875 C St 1991 11,295 sq ft Commercial /
Industrial $2,996,171.00
True Vine Pentecostal
Church
28780 Old Town Front
St Ste D5 1776 Commercial /
Industrial $4,369,816.00
Providence Presbyterian 31950 Pauba Rd 1990 14,278 sq ft Commercial /
Industrial $9,510,737.00
Faith Bible Church Murrieta 27470 Jefferson Ave 1991 16,000 sq ft Commercial /
Industrial $1,981,706.00
Page|163
Name Address Year Built Bldg. Area
(Sq. Ft.)
Structure Type Replacement
Cost (estimate)
Grace Presbyterian Church 31143 Nicolas Rd 2006 14,275 sq ft Commercial /
Industrial $3,721,207.00
Trellis Community Church 27576 Commerce
Center Dr Ste 108 Commercial /
Industrial $5,916,000.00
The Place City of Miracles
Cathedral
41823 Enterprise Cir N
#100 2004 18,894 sq ft Commercial /
Industrial $2,928,058.00
Light of Faith Christian
Center 27727 Jefferson Ave 1987 17,285 sq ft Commercial /
Industrial $1,529,079.00
Temecula Valley Church / St
Thomas of Canterbury
Episcopal
44651 Avenida De
Missiones 2009 16,371 sq ft Commercial /
Industrial $4,723,446.00
The Church in Temecula 45764 Corte Mislanca 2013 3,779 sq ft
single family
residence (post
1990)
$472,082.00
The Potters House Christian
Church
41669 Winchester Rd
Ste 106 1991 18,555 sq ft Commercial /
Industrial $3,213,000.00
The Church of Jesus Christ
LDS 44650 La Paz St 2004 14,760 sq ft Commercial /
Industrial $3,291,881.00
Nu-Way Christian Ministries 27576 Commerce
Center Dr Commercial /
Industrial
Transformation Church 41636 Enterprise Cir N
D-E 1999 3,564 sq ft Commercial /
Industrial $529,200.00
Trinity Temecula 30470 Pauba Rd 1997
5,590 sq ft
and 3,369 sq
ft
Commercial /
Industrial $2,575,540.00
Grace Fellowship 41710 Enterprise Cir S
#C 1989 14,848 sq ft Commercial /
Industrial $867,339.00
The Call of Temecula Valley 43234 Business Park Dr
#107 Commercial /
Industrial $6,775,043.00
Oasis Christian Fellowship 27475 Ynez Rd $7,493,986.00
Iglesia Bautista Del Valle De
Temecula 28639 Pujol St 1983 2,520 sq ft Commercial /
Industrial $1,257,179.00
Bethlehem Temple
Community Church
28780 Old Town Front
St 1776 Commercial /
Industrial $4,369,816.00
Ridgeline Community
Church 41951 Moraga Rd School
St Rafael Orthodox Christian
Church
28924 Old Town Front
St #102 $1,734,000.00
Jesus Love Korean Church 27570 Commerce
Center #125 1988 23,794 sq ft Commercial /
Industrial $4,008,249.00
Christian Science Society 28780 Old Town Front
Street A6 1776 Commercial /
Industrial $4,369,816.00
St Thomas the Hermit Coptic
Orthodox 42101 Moraga Rd 1989 7,336 sq ft Commercial /
Industrial $1,040,476.00
The Church of Jesus Christ
LDS 32374 Pauba Rd 2006 24,119 sq ft Commercial /
Industrial $6,565,232.00
Mosiac Assembly of God 31217 Pauba Rd $3,300,000.00
The Holy Spirit Empowered
Presbyterian 39830 Longleaf St 2002 3,966 sq ft
Single family
residence (post
1990)
$365,783.00
Page|164
Name Address Year Built Bldg. Area
(Sq. Ft.)
Structure Type Replacement
Cost (estimate)
Harvest House Temecula 28975 Old Town Front
St Ste 101 $3,393,062.00
Temecula Valley Korean
Presbyterian 28030 Del Rio Rd 1973 10,000 sq ft Commercial /
industrial $1,416,340.00
Iglesia Cristiana Jesu Cristo
es la Respuesta
27713 Jefferson Ave
#105 1984 9,560 sq ft Commercial /
industrial $1,366,800.00
Virgin Mary Arabic Church,
Melkite Catholic
42030 Avenida
Alvarado Ste A $1,760,007.00
Family Life Church of the
Valley
41743 Enterprise Cir N
#108 $3,307,500.00
The Church in Temecula 41783 Niblick Rd 2000 2,552 sq ft
Modern single-
family residence
(post 1990)
$439,570.00
The Church of Jesus Christ
LDS
29657 N General
Kearny Rd 2003 6,558 sq ft Commercial /
industrial $5,451,043.00
Essential Church 41710 Enterprise Cir S 1989 14,848 sq ft Commercial /
industrial $867,339.00
Southern Cal District Church
of Nazarene
28465 Old Town Front
Street #313 1984 5,385 sq ft Commercial /
industrial $1,081,107.00
Center for Spiritual Living 27895 Diaz Rd Suite A 1981 6,000 sq ft Commercial /
industrial $415,210.00
World Mission Society
Church
42041 Avenida
Alvarado #A 1987 17,552 sq ft Commercial /
industrial $612,379.00
Calvary Chapel Bible
Fellowship
34180 Rancho
California Rd 1987
3,600 sq ft
11,056 sq ft
2,304 sq ft
1,200 sq ft
Commercial /
industrial $2,824,018.00
The Church of Jesus Christ
LDS 43940 Pacific Sunset Dr 2009 16,300 sq ft Commercial /
industrial $5,945,813.00
Iglesia Rancho en Espanol 31300 Rancho
Community Way 2017 73,783 sq ft Commercial /
industrial $18,953,105.00
Iglesia Ni Cristo 29385 Rancho
California Rd 1997 14,481 sq ft Commercial /
industrial $2,871,252.00
Unity Church Temecula
Valley 41919 Moreno Rd 1977 2,560 sq ft Commercial /
industrial $1,136,553.00
Circle of Care Ministry 26090 Ynez Rd 1998 102,200 sq ft Commercial /
industrial $6,494,590.00
Church Growth Network 29850 Gateview Ct 1989 3,433 sq ft
Modern single-
family residence
(1950-1990)
$311,322.00
Renewal Life Christian
Fellowship
27576 Commerce
Center Dr Ste 111 $5,916,000.00
Islamic Center of Temecula 31061 Nicholas Rd 2018 4,205 sq ft Commercial /
industrial $1,610,709.00
Temple Beth Sholom 28600 Mercedes St Ste
102 $1,586,589.00
Chabad of Temecula 42021 Avenida Vista
Ladera 1988 3,673 sq ft
Modern single-
family residence
(1950-1990)
$440,400.00
Church of Scientology
Mission
40945 County Center
Dr C $2,880,696.00
Page|165
Table App 5.5 - Temecula Valley Unified School District Inventory Data by School Site
Name Address Year
Built*
# of Buildings Bldg. Area
(Sq. Ft.)
Building
Replacement
Value ($1,000) Permanent Portable
TVUSD District
Facilities
31350 Rancho Vista
Road 1989 4 24 70,588 sq ft $12,766,890
TVUSD District &
Transportation Facility
40516 Roripaugh
Road 1995 8 1 41,621 sq ft $4,945,360
Abby Reinke
Elementary School
43799 Sunny
Meadows Drive 1999 8 2 88,119 sq ft $24,234,690
Alamos Elementary
School
38200 Pacific Park
Drive 2004 9 1 87,604 sq ft $25,639,780
Bella Vista Middle
School
31650 Browning
Street 2004 12 0 130,865 sq ft $41,418,360
Chapparal High School 27215 Nicolas Road 1996 29 31 377,513 sq ft $84,778,820
Crowne Hill
Elementary School 33535 Old Kent Road 2005 8 1 87,925 sq ft $25,823,350
Earle Stanley Gardner
Middle School
45125 Via Del
Colorado 2003 8 0 110,781 sq ft $35,810,270
French Valley
Elementary School 26680 Cady Road 2003 8 1 79,719 sq ft $25,452,510
Great Oak High School
32555 Deer Hollow
Way 2004 39 0 290,388 sq ft $96,179,570
Helen Hunt Jackson
Elementary School
32400 Camino San
Dimas 1999 2 15 59,048 sq ft $20,839,580
James L. Day Middle
School
40775 Camino
Campos Verdes 1999 6 24 97,653 sq ft $28,433,210
Joan F. Sparkman
Alternative Education 32225 Pio Pico Road 1988 3 12 59,705 sq ft $20,435,020
K8 Steam Academy 35780 Abelia Street 2021 4 6 54,424 sq ft $18,904,480
Margarita Middle
School
30600 Margarita
Road 1990 4 19 114,730 sq ft $37,199,040
Nicolas Valley
Elementary School
39600 North General
Kearney Road 1990 2 33 78,351 sq ft $22,856,370
Paloma Elementary
School 42940 Via Rami 1995 2 16 63,027 sq ft $21,679,810
Pauba Valley
Elementary School 33125 Regina Drive 1996 3 10 70,976 sq ft $25,189,980
Rancho Elementary
School 31530 La Serena Way 1986 9 0 70,619 sq ft $21,868,310
Red Hawk Elementary
School
32045 Camino San
Jose 1991 4 2 56,093 sq ft $21,928,830
Susan La Vorgna
Elementary School 31777 Algarve 2004 9 1 78,839 sq ft $25,346,810
Temecula Elementary
School 41951 Moraga Road 1978 7 1 63,719 sq ft $20,791,200
Temecula Luiseno 45754 Wolf Creek 2005 8 1 78,759 sq ft $25,276,510
Page|166
Name Address Year
Built*
# of Buildings Bldg. Area
(Sq. Ft.)
Building
Replacement
Value ($1,000) Permanent Portable
Elementary School Drive North
Temecula Middle
School
42075 Meadows
Parkway 1991 6 16 102,818 sq ft $31,719,950
Temecula Prepatory
School 35777 Abelia Street 2006 1 62 74,600 sq ft $12,780,220
Temecula Valley
Charter School 35755 Abelia Street 2008 31 1 33,168 sq ft $5,826,040
Temecula Valley High
School
31555 Rancho Vista
Road 1985 26 38 371,823 sq ft $119,693,420
Tony Tobin
Elementary School
45200 Morgan Hill
Drive 2005 8 2 80,678 sq ft $24,869,790
Vail Elementary
School
29915 Mira Loma
Drive 1979 7 3 71,387 sq ft $23,600,710
Vail Ranch Middle
School
33340 Camino Piedra
Rojo 1994 6 33 105,528 sq ft $29,769,170
Vintage Hills
Elementary School 42240 Camino Romo 1997 2 13 68,827 sq ft $24,288,010
Ysabel Barnett
Elementary School
39925 Harveston
Drive 2001 9 1 78,708 sq ft $25,301,340
TOTAL 292 370 3,298,603 sq ft $985,647,400
Page|167
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Page|168
Date Magnitude Name, Location, or Region
Affected
Loss of Life and Property
1700, Jan. 26 9.0 Offshore, somewhere between Cape
Mendocino and Canada
Limited data available, magnitude is an
estimate. Shook northern California, Oregon,
Washington, and southern British Columbia;
caused tsunami
damage to villages in Japan and western US
1857, Jan 9 7.9 Great Fort Tejon earthquake 1 dead; damage from Monterey to
San Bernardino County
1906, Apr 18 7.8 Great 1906 San Francisco Earthquake
and Fire
3,000 dead; $524 million in property
damage (includes damage from fire)
1838, Jun 7.4 San Francisco to San Juan
Bautista
Limited data available, magnitude is an
estimate. Damage to San Francisco and
Santa Clara
1872, Mar 26 7.4 Owens Valley 27 dead; 56 injured; $250,000 in
property damage
1980, Nov 8 7.4 West of Eureka 6 injured; $2 million in property damage
1812, Dec 8 7.3 Wrightwood Limited data available, magnitude is an
estimate. 40 dead at San Juan Capistrano
1892, Feb 24 7.3 Laguna Salida, Baja California Damage to San Diego and Imperial Valley
1922, Jan 31 7.3 Offshore, about 70 mi W of Eureka
1952, Jul 21 7.3 Kern County earthquake 12 dead; $60 million in property damage
1954, Dec 16 7.3 Fairview Peak, near Fallon, NV
1992, Jun 28 7.3 Landers 1 dead; 402 injured; $91.1 million in
property damage
1923, Jan 22 7.2 Off Cape Mendocino Destructive in Humboldt County; strongly
felt in Reno
1932, Dec 21 7.2 Cedar Mountain, near Gabb’s, N
1992, Apr 25 7.2 Petrolia 356 injured; $48.3 million in property damage
1812, Dec 21 7.1 Los Angeles, Ventura, Santa
Barbara
Limited data available, magnitude is an
estimate. 1 dead
1927, Nov 4 7.1 40 km west of Lompoc Damage in Santa Barbara and San Luis
Obispo counties
1954, Dec 16 7.1 Dixie Valley, near Fallon, NV
1868, Oct 21 7.0 Hayward Fault 30 dead; $350,000 in property damage
1899, Apr 16 7.0 Offshore, about 80 miles west of
Eureka
1934, Dec 31 7.0 In Mexico, about 100 miles SE of El
Centro
1940, May 19 7.0 Imperial Valley 9 dead; $6 million in property damage
1991, Aug 17 7.0 Offshore, about 100 miles NW of
Eureka
Preceded by two quakes (M 6.3 and 6.2) on
Aug. 16 and 17
Appendix 6 – List of Significant Earthquakes in
California Since 1700
Page|169
Date Magnitude Name, Location, or Region
Affected
Loss of Life and Property
1994, Sep 1 7.0 Offshore, about 70 miles W of Cape
Mendocino
1873, Nov 23 6.9 Crescent City region Damage in California-Oregon border area
1989, Oct 17 6.9 Loma Prieta 63 dead; 3,737 injured; $6 billion in
property damage
1872, Mar 26 6.8 Owens Valley Aftershock of previous entry
1872, Apr 11 6.8 Owens Valley Aftershock of March 26, 1872, quake
1890, Feb 9 6.8 San Jacinto fault Little damage
1918, Apr 21 6.8 San Jacinto 1 dead; several injuries; $200,000 in
property damage
1925, Jun 29 6.8 Santa Barbara 13 dead; $8 million in property damage
1954, Jul 6 6.8 Rainbow Mountain, near Fallon,
NV
1999, Oct 16 7.1 Bullion Mountains (Hector Mine) Minimal injuries and damage due to
sparse population in affected area
1954, Aug 24 6.8 Rainbow Mountain, near Fallon,
NV
1976, Nov 26 6.8 Offshore, about 100 mi WNW of
Eureka
1898, Apr 15 6.7 Fort Bragg - Mendocino Limited data available, magnitude is an
estimate. Damage from Fort Bragg to
Mendocino; 3
houses collapsed; landslides reported
1899, Dec 25 6.7 San Jacinto and Hemet 6 dead; $50,000 in property damage
1994, Jan 17 6.7 Northridge 57 dead; more than 9,000 injured; about
$40 billion in property damage
1892, Apr 19 6.6 Vacaville 1 dead; $225,000 in property damage
1915, Nov 21 6.6 In Mexico, about 60 miles S of El
Centro
1941, Feb 9 6.6 Offshore, about 65 miles W of Eureka
1954, Dec 21 6.6 East of Arcata 1 dead; several injured; $2.1 million in
property damage
1968, Apr 8 6.6 Borrego Mountain
1971, Feb 9 6.6 San Fernando 65 dead; more than 2,000 injured; $505
million in losses
1987, Nov 24 6.6 Superstition Hills part of above damage
1992, Apr 26 6.6 Petrolia Aftershock of the Apr. 25 quake
1992, Apr 26 6.6 Petrolia Another aftershock of Apr. 25 quake
1852, Nov 29 6.5 Near Fort Yuma, Arizona Limited data available, magnitude is an
estimate.
1860, Mar 15 6.5 Carson City Limited data available, magnitude is an
estimate.
1865, Oct 8 6.5 Santa Cruz Mountains $0.5 million in property damage
1918, Jul 15 6.5 Offshore, about 40 W of Eureka
Page|170
Date Magnitude Name, Location, or Region
Affected
Loss of Life and Property
1934, Jul 6 6.5 Offshore, about 100 mi WNW of
Eureka
1934, Dec 30 6.5 In Mexico, about 40 miles S of El
Centro
1947, Apr 10 6.5 East of Yermo
1956, Feb 9 6.5 In Mexico, about 80 miles SW of El
Centro
1979, Oct 15 6.5 Imperial Valley 9 injured; $30 million in property damage
1992, June 28 6.5 Big Bear Included with Landers losses, above
2003, Dec 22 6.5 San Simeon
1836, Jun 10 6.4 Near San Juan Bautista Limited data available, magnitude is
estimate. Older reports reported quake as
possibly larger
and centered near Oakland
1898, Mar 31 6.4 Mare Island $350,000 in property damage
1991, Jul 12 6.6 Offshore west of Crescent City
1899, Jul 22 6.4 Wrightwood Chimneys knocked down; landslides reported
1911, Jul 1 6.4 Morgan Hill area
1933, Mar 11 6.4 Long Beach 115 dead; $40 million in property damage
1942, Oct 21 6.4 About 25 miles W of
Westmoreland
1983, May 2 6.4 Coalinga
1986, Jul 21 6.4 Chalfant Valley
1800, Nov 22 6.3 San Diego/San Juan Capistrano region Limited data available, magnitude is an
estimate.
Damaged adobe walls of missions in San
Diego and San Juan Capistrano
1922, Mar 10 6.3 Parkfield
1995, Feb 19 6.3 Offshore, about 70 miles W of Cape
Mendocino
1980, May 25 6.2 Mammoth Lakes
1984, Apr 24 6.2 Morgan Hill $8 million in property damage
1908, Nov 4 6.0 SW of Death Valley
1948, Dec 4 6.0 East of Yermo
1980, May 25 6.0 Mammoth Lakes
1987, Oct 1 6.0 Whittier Narrows 8 dead; $358 million in property
damage to 10,500 homes and
businesses
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Page|172
Appendix 7 – Public Survey Results
City of Temecula
Local Hazard Mitigation Plan Update
PUBLIC / TRAFFIC SAFETY COMMISSION PRESENTATION
FINAL DRAFT
26 January 2023
Background
•The Disaster Mitigation Act of 2000
–Requires local governments to have an
approved and adopted Hazard Mitigation
Plan
–Required for post-disaster funding
–Describes processes for
•Assessing hazards, risks, and vulnerabilities
•Identifying and prioritizing mitigation actions
•Soliciting input from the community
–Must be updated and approved every 5
years
Definition of Mitigation
•Part of the Disaster Cycle
•FEMA defines Mitigation as the “effort to reduce and/or
eliminate loss of life and property by lessening the
impacts from hazards”
•Benefits of Mitigation include:
–Saved lives
–Reduced damage to property
–Reduced economic losses
–Minimized social disruption
–Shorter recover period for the community
City of Temecula LHMP
•Last approved and adopted in 2017
•Top 5 Hazards
–Transportation
–Earthquake
–Flood
–Terrorism
–Wildland Fire
•No change in hazards from 2012-2017
•No repetitive loss properties under NFIP
2022 Local Hazard Mitigation Plan
•Goal -2022
–To develop a strategy to reduce and/or eliminate impacts from
hazards
•Objectives
–Apply a comprehensive planning approach
•Involve the Whole Community (local/regional stakeholders)
•All-hazards approach
•Engage the public
–Understand capabilities and vulnerabilities to hazards
•Identify key assets
–Identify projects and actions
2022 LHMP Update Process
•Planning Team Meetings
•Review of Draft Sections
•Review Complete Draft
September Sep/Oct/Nov Sep/Oct/Nov Sep/Oct/Nov Dec -Feb
2022 Local Hazard Mitigation Plan
•Streamlined
–Chapter 1: Introduction
–Chapter 2: Planning Process
–Chapter 3: Community Profile
–Chapter 4: Capability Assessment
–Chapter 5: Hazard Assessment
–Chapter 6: Risk & Vulnerability Assessment
–Chapter 7: Mitigation Strategies
–Chapter 8: Plan Administration
Capability Assessment
•Resource availability to support Mitigation
–Personnel Resources
•Workforce / Contracts / Volunteers / Mutual Aid /
Partnerships
–Mitigation Governance Resources
•Laws / Regulations / Codes / Ordinances
•Plans / Studies / Reports
•Programs
–Technical Resources
–Fiscal Resources
•Government / Proprietary / Fiduciary Funds
Hazard Assessment
2017 Hazards
1.Transportation
2.Earthquake
3.Flood
4.Terrorism
5.Wildfire
2022 Hazards
1.Transportation Failure
2.Fire (Wildfire)
3.Earthquake
4.Electrical Failure (PSPS)
5.Flooding
6.Communications Failure
7.Pandemic
8.Hazardous Materials Incident
9.Extreme Weather –Heat
10.Drought
•Extensive effort to Identify all hazards
•Use of external resources
–State HMP
–Riverside County OA LHMP
–Jurisdiction LHMPs
•Lake Elsinore / Menifee / Murrieta
•Developed comprehensive profiles for each
hazard
Hazard Assessment
•Prioritization Process for each of the identified hazards
•Utilization of a non-numerical ranking systems
•Probability
o High:(Highly Likely/Likely)There may or may not have been historic occurrences of the hazard in the community or region,
but experts feel that it is likely that the hazard will occur in the community.Citizens feel that there is a likelihood of occurrence.
o Medium:(Possible)There may or may not have been a historic occurrence of the hazard in the community or region,but
experts feel that it is possible that the hazard could occur in the community.Citizens may feel that there is a likelihood of
occurrence.
o Low:(Unlikely)There have been no historic occurrences of the hazard in the community or region and both experts and citizens
agree that it is highly unlikely that the hazard will occur in the community.
•Impact
o High:(Catastrophic/Critical)Both experts and citizens feel that the consequences will be significant in terms of building damage
and loss of life.
o Medium:(Limited,but not insignificant)Consequences are thought to be modest in terms of building damage and loss of life,
limited either in geographic extent or magnitude.
o Low:(Negligible)Consequences are thought to be minimal in terms of building damage and loss of life,limited either in
geographic extent or magnitude.
Hazard Prioritization Matrix
Hazard Profile Development
IMPACT
High Medium Low PROBABILITY High Earthquake
Wildfire
Transportation
Flood
Drought
Comm Failure
Medium Extreme Heat
Electrical Failure
HAZMAT
Pandemic
Aqueduct Failure
Storm
Cyber Attack
Pipeline Disruption
Insect Infestation
Landslide
Nuclear Event
Rad Incident
Low Tornado
Dam Failure
Terrorist MCI
Water Disruption
Emergent Disease
Civil Disorder
Jail/Prison Event
•Grey Area (Top Hazards)
–Ranked by HMPT (Discussion)
•Profile Composition
–Ranking
–Description
–Location and Extent
–History
–Probability
–Climate Change Considerations
Risk / Vulnerability Assessment
•“Risk” as defined by FEMA, “is a combination of hazard,
vulnerability, and exposure”
–It is the impact that a hazard would have on people, services,
facilities, and structures in the community and the likelihood of
a hazard event resulting in an adverse condition
•City Disaster Proclamation History (1993 –2022)
–Flooding (1993 / 2007)
–High Winds (2007)
–COVID-19 (2020 / 2021)
Risk / Vulnerability Assessment
•Each Hazard was rated using
the Calculated Priority Risk
Index (CPRI)
–Examines 4 criteria
•Probability
•Magnitude / Severity
•Warning Time
•Duration
–Tied back to original hazard
prioritization
Hazard Probability
(45%)
Magnitude
/ Severity
(30%)
Warning
Time
(15%)
Duration
(10%)
Weighted
Score
Risk
Level
Earthquake 4 4 4 3 3.75 High
Wildfire 4 3 4 3 3.5 High
Transportatio
n
4 3 4 2 3.25 High
Flood 3 3 3 2 2.75 Moderat
e
Drought 4 3 1 4 3 High
Comm Failure 4 3 4 2 3.25 High
Extreme Heat 3 4 1 3 2.75 Moderat
e
Electrical
Failure 3 4 4 2 3.5 High
Pandemic 3 4 1 4 3 High
HAZMAT 3 4 4 1 3 High
Risk / Vulnerability Assessment
•Identification of Critical
Facilities and Assets
•Cultural and Natural
Resources Inventory
•Risk Assessment and
Potential Loss
–Evaluation of City Owned
Property
–Population exposed to hazard
•Analysis of Potential Losses
Hazard Type # of
Critical
Facilities
Percent
Damage
Replacement
Value
Content Value Estimated
Replacement
Loss
Estimated
Contents Loss
Total Estimated
Loss
Earthquake 11 25 $85,354,750.00 $34,141,900.00 $21,336,686.25 $8,535,474.5 $30,691,160.75
Wildfire 7 15 $47,421,725.00 $18,968,690.00 $7,113,258.00 $2,845,003.00 $9,958,261.00
Transportation 5 10 $36,009,675.00 $14,403,870.00 $8,791,964.00 $1,440,387.00 $10,232,351.00
Flood 12 50 $61,933,950.00 $23,959,980.00 $30,971,973.00 $11,979,990.00 $42,951,963.00
Drought 15 5 $96,221,450.00 $37,674,980.00 $4,811,068.00 $1,883,747.00 $6,694,815.00
Comm Failure 15 20 $96,221,450.00 $37,674,980.00 $19,246,290.00 $7,534,996.00 $26,781,286.00
Extreme Heat 5 2 $30,341,025.00 $11,322,810.00 $606,810.00 $226,454.00 $833,264.00
Electrical Failure 15 *$96,221,450.00 $37,674,980.00
Pandemic 15 *$96,221,450.00 $37,674,980.00
HAZMAT 5 5 $30,341,025.00 $11,322,810.00 $1,517,050.00 $566,140.00 $2,083,190.00
2022-2027 Mitigation Strategies
•Goal 1: Minimize Loss of Life and Injuries
•Goal 2: Improve Community and Agency
Awareness
•Goal 3: Improve the Community’s Capability
to Mitigate Hazards and Reduce Exposure to
Hazard Related Losses
•Goal 4: Reduce Hazard Related Property
Loss
•Goal 5: Maintain Coordination for Disaster
Planning and Integrated Public Policy
•Goal 6: Improve Emergency Management
Capability
•2022 Plan Changes
–2017 Goals: 2
–2022 Goals:
•Updated 1 from 2017
•Added 1 new goal
•Removed 2
2022-2027
Mitigation Actions/Projects
•2017
•2022
Mitigation Measure Hazard Status
Murrieta Creek Project Flood Ongoing Program
Flood Control Channel Reconstruction and Repair (Temecula Creek/Pala
Community Park)
Flood In Progress
Flood Control Channel Reconstruction and Repair (Empire
Creek/Margarita Community Park)
Flood Not Started
Flood Control Channel Reconstruction and Repair (Long Canyon
Creek/Long Canyon Creek Park)
Flood Not Started
Wildfire –Weed abatement,Public Education,Fire Department
Apparatus,Fire Inspections
Wildfire Ongoing Program
Earthquake –Public Education,Emergency Alert Systems Earthquake Ongoing Program
Project Hazard Funding
Temecula / Murrieta Creek
Widening (continuation)
Flood U.S. Army Corps of Engineers
City-Wide Mass Evacuation
Plan
Flood / Wildfire /
Transportation Failure
General Fund / HMA
Loudspeaker Notification
System along Dam
Inundation and Flood Routes
Flood / Mass Evacuation HMA
Wildland Vegetation
Management –Temecula
Creek
Wildfire HMA
2022-2027
Mitigation Actions/Projects
•New to the 2022 Plan
–List of 28 “proposed”
mitigation actions
–Continuous “living” process
Mitigation Action Hazard Goal
1 Create and maintain a Key Asset Database Multi 1, 3, 4, 5, 6
2 Develop and maintain Emergency Circulation (Traffic) Plan(s); acquire
necessary equipment to support implementation (Mass Evacuation Plan)
Transportation
Failure
1, 2, 3, 5, 6
3 Develop and maintain Memorandums of Understanding (MOUs) and
Public-Private Partnerships in support of emergency management and
business continuity
Multi 3, 5, 6
4 Develop and maintain an Emergency Public Communications Plan;
acquire necessary equipment and maintain systems to support
implementation
Multi 3, 5, 6
5 Develop and/or incorporate Emergency Management Training and
Exercise Program into existing training and exercise programs
Multi 1, 2, 3, 4, 5, 6
6 Participate and continue support of the OA Stakeholder Group Multi 5, 6
7 Maintain the Hazard Mitigation Planning Team Multi 5, 6
8 Increase coordination with Lifeline Stakeholders to better understand
their improvement, mitigation, and resiliency efforts
Multi 2, 3, 5, 6
9 Coordinate with Southern California Edison Emergency Management Multi 1, 2, 3, 4, 5, 6
10 Coordinate with School District Emergency Management Multi 1, 2, 3, 4, 5, 6
11 Formalize and expand the role of the Floodplain Manager/NFIP
Coordinator
Flood 3, 4, 5
12 Continue support of the County Floodplain Management Plan Flood 1, 3, 4, 5
13 Develop, maintain, and disseminate an Infectious Disease Response
Plan; acquire equipment, supplies, and other material as needed to
support role
Pandemic 1, 2, 3, 5, 6
14 Ensure Fire Resistant Materials are incorporated into existing building
modifications and/or future development
Wildfire 1, 2, 3, 4, 5
15 Incorporate Defensive Space Standards in existing and future building
designs
Wildfire 1, 2, 3, 4, 5
16 Coordinate with the County, surrounding local cities, and the regional
Fusion Center
Civil 2, 5, 6
17 Coordinate with State and local Governments; acquire equipment,
supplies, and other material as needed to support role
Drought 2, 5, 6
18 Develop and maintain a Water Conservation Plan; implement
recommendations
Drought 2, 3, 4, 5
19 Develop and maintain a Drought Emergency Plan; acquire equipment,
supplies, and other material as needed to support role
Drought 2, 3, 4, 5
20 Coordinate with State of California local Governments; acquire
equipment, supplies, and other material as needed to support role
Extreme
Temperature
1, 2, 3, 5, 6
21 Develop and maintain an Extreme Temperature Emergency Plan;
acquire equipment, supplies, and other material as needed to support
implementation
Extreme
Temperature
1, 2, 3, 5, 6
22 Continue to develop and maintain Mass Care and Shelter Program/Plan;
acquire equipment, supplies, and other material as needed to support
implementation
Multi 1, 2, 3, 5, 6
23 Acquire and develop a process for obtaining food and water for disaster
victims during emergencies
Multi 1, 2, 3, 5, 6
24 Formalize, maintain, and promote the implementation of NIMS
Credentialing and Qualifications; acquire necessary equipment,
material, and supplies needed to support implementation
Multi 5, 6
Mitigation Awareness
•Public Meetings
•Preparedness Fairs
•Social Media
•Public Survey / Comments
Public LHMP Outreach Effort
•City LHMP Update website within OEM
–Community Survey
•226 Responses
•Data is being analyzed for “next steps”
–Referral to other City Departments
–Referral to Public Works
–Items for consideration for Emergency Management (Outreach/Communications)
•Public Comment Period
–December 1-30, 2022
Next Steps
•Feb 1, 2023: Submit Plan to Riverside County
Emergency Management Department
•Feb –March 2023: FEMA & CalOES Plan
Review
–Minimum of 45 days
–FEMA / CalOES will review plan simultaneously
–Answer any requests for
information/updates/changes
–Receive approval letter from FEMA
•April (TBD) 2023: Submit FINAL LHMP to
Council for approval and adoption by resolution
Questions
•Mikel Alford
–951-491-9037
–mikel.alford@TemeculaCA.gov
Item No. 3
PUBLIC TRAFFIC/SAFETY COMMISSION
AGENDA REPORT
TO: Public/Traffic Safety Commission
FROM: Patrick Thomas, Director of Public Works/City Engineer
DATE: January 26, 2023
SUBJECT: Approve Change in Ordinance Regarding Golf Carts on City Streets
______________________________________________________________________________
PREPARED BY: Nick Minicilli, Senior Civil Engineer
RECOMMENDATION: That the Public/Traffic Safety Commission direct staff to provide an
amendment to Chapter 10.44 of the Municipal Code to define and locate golf cart use and
crossings in the City.
BACKGROUND: Staff received a request from the Trails / Open Space Ad Hoc Subcommittee
to consider striping a safer existing golf cart crossing on Rainbow Canyon Road at the Temecula
Creek Inn due to a paving project that will be occurring in 2023. As part of the crossing safety
review, staff read the City’s current golf cart ordinance and determined that revisions should be
made due to the antiquity of the ordinance and the fact that golf cart crossings are not specifically
listed in the ordinance. Staff recommends revising Chapter 10.44 of the Temecula Municipal Code
to include golf cart crossings. The current ordinance has one chapter, Chapter 10.44.010, which
designates streets in the Temeku Hills golf course area that allows golf carts to utilize city streets
jointly with vehicles. The proposed ordinance amendment to Chapter 10.44 would revise sections
of Chapter 10.44.010 and add a new Chapter 10.44.020 for general golf cart crossings on city
streets.
The current 10.44.010 ordinance reads as follows:
10.44.010 Honors Drive, Temeku Drive and Royal Birkdale Drive.
A. The city council does hereby find, determine, and declare that:
1. Honors Drive from Margarita Road to Tee Drive, Temeku Drive from Tee Drive to
La Serena Way and Royal Birkdale Drive from Meadows Parkway to Temeku
Drive, are streets within the jurisdiction of the city and, for the purposes of this
section, shall be collectively referred to as the “streets.
2. The streets are located adjacent to and provide access to the Temeku Hills Golf
Course. Further, the streets are located between the golf course and the place where
golf carts are parked or stored. The street is within one mile of the golf course.
3. The streets are within and bounded in part by a real estate development
offering golf facilities.
4. The streets are designed and constructed so as to safely permit the use of regular
vehicular traffic and also the driving of golf carts on the streets.
B. Pursuant to the authority of Vehicle Code Section 21115 the city council hereby designates
the streets as streets for the combined use of vehicles and golf carts.
C. Pursuant to the authority of Vehicle Code Section 21115, the following rules and
regulations are hereby enacted for the use of vehicles and the use of golf carts on the street.
It is unlawful for a vehicle or golf cart to be operated in violation of the following rules
and regulations, which shall have the force of law:
1. A white line of six inches in width shall be painted on Honors Drive from Margarita
Road to Tee Drive and Temeku Drive from Tee Drive to La Serena Way at a
distance of fourteen feet from the centerline so as to designate an area for vehicular
traffic and a separate area for golf cart traffic. A white line of six inches in width
shall be painted on Royal Birkdale Drive from Meadows Parkway to Temeku Drive
at a distance of eleven feet from the centerline so as to designate an area for
vehicular traffic and a separate area for golf cart traffic.
2. Vehicles shall travel in the designated fourteen foot travel lanes closest to the
centerline on Honors Drive from Margarita Road to Tee Drive and Temeku Drive
from Tee Drive to La Serena Way and shall not travel in the area designated
for golf carts unless necessary for an emergency. Vehicles shall travel in the
designated eleven foot travel lanes closest to the centerline on Royal Birkdale Drive
from Meadows Parkway to Temeku Drive and shall not travel in the area designated
for golf carts unless necessary for an emergency.
3. Golf carts shall travel in the designated eight foot lane between the white line and
the edge of the roadway. Golf carts shall not travel in the vehicular lane.
4. The posted speed limit for vehicles traveling on the streets shall be twenty-five
miles per hour.
5. The speed limit for golf carts traveling on the portion of the streets designated
for golf carts shall be twenty-five miles per hour.
6. Golf cart crossings shall be permitted across the streets at the locations designated
in Table 10.44.010A, incorporated herein as though set forth in full.
7. Golf cart crossings shall conform to the plans and the signage requirements set forth
in Table 10.44.010B, incorporated herein as though set forth in full.
8. If a golf cart is operated on the streets during darkness, the golf cart shall be subject
to the provisions of Vehicle Code Section 24001.5 regarding equipment. (Ord. 18-
05 § 1; Ord. 01-09 § 1)
Table 10.44.010A
Proposed Golf Cart Crossings
Table 10.44.010B
Golf Cart Crossing, Signing and Marking
The ordinance should be revised as seen in Exhibit A.
FISCAL IMPACT: No fiscal impact.
ATTACHMENTS: Exhibit A – Ordinance No. 2023-
PROPOSED REVISED ORDINANCE
10.44 Golf Carts on City Roadways
10.44.010 Golf Cart Crossings
A. Pursuant to the authority of California Vehicle Code Section 21115 and Section 21115.1,
the city council does hereby find, determine, and declare that the following crossings are
designated for use by golf carts:
1. Brassie Lane, approximately three hundred fifty feet (350’) north of Crystalaire
Drive.
2. Honors Drive, approximately one hundred fifty feet (150’) west of Vardon
Drive/Balata Drive.
3. Honors Drive, approximately three hundred eighty feet (380’) east of Brassie Lane.
4. Royal Birkdale Drive, approximately two hundred feet (200’) east of Temeku
Drive.
5. Temeku Drive, approximately one hundred seventy feet (170’) south of Gleneagles
Drive.
6. Temeku Drive, approximately one hundred eighty feet (180’) south of Sunningdale
Drive.
7. Rainbow Canyon Road, approximately one thousand forty feet (1,140’) south of
Bay Hill Drive.
8. Camino Rubi, approximately fifty feet (50’) south of Caminito Rosado.
9. Corte Zaragoza at the intersection of Peppercorn Drive.
10. Kohinoor Way at Peach Tree Street.
B. It is unlawful to operate golf carts on streets and local roadways not designated in this
section.
10.44.020 Streets Designated for Joint Use of Golf Carts and Vehicles
A. Pursuant to the authority of California Vehicle Code Section 21115, the city council does
hereby find, determine, and declare that the following streets are designated for joint use
of golf carts and vehicles:
1. Honors Drive from Margarita Road to Tee Drive.
2. Temeku Drive from Tee Drive to La Serena Way.
3. Royal Birkdale Drive from Meadows Parkway to Temeku Drive.
B. Pursuant to the authority of California Vehicle Code Section 21115, the following rules
and regulations are hereby enacted for the joint use of golf carts and vehicles on the street.
It is unlawful for a vehicle or golf cart to be operated in violation of the following rules
and regulations, which shall have the force of law:
1. Vehicular traffic and golf cart traffic shall have separate travel lanes and be
delineated with painted striping.
2. Vehicles shall travel in the designated travel lanes and shall not travel in the area
designated for golf carts unless necessary for an emergency.
3. Golf carts shall travel in a designated eight-foot travel lane and shall not travel in
the vehicular lane. The designated golf cart lane may allow for bike travel.
4. The posted speed limit for vehicles traveling on the streets shall be twenty-five
miles per hour.
5. The speed limit for golf carts traveling on the portion of the streets designated
for golf carts shall be twenty-five miles per hour.
6. Golf cart operators shall observe all applicable provisions of the California Vehicle
Code.
7. It is unlawful to operate golf carts on streets and local roadways not designated in
this section.
8. Golf cart crossings shall be permitted across the streets at the locations designated
in Section 10.44.010.
9. Operation of golf carts in the designated crossing zones and streets is allowed
during daytime only. Golf cart operation is prohibited during the hours of darkness
“Darkness” is defined as anytime from one-half hour after sunset to one-half hour
before sunrise per California Vehicle Section 280.
Item No. 4
1
PUBLIC TRAFFIC/SAFETY COMMISSION
AGENDA REPORT
TO: Public/Traffic Safety Commission
FROM: Patrick Thomas, Director of Public Works/City Engineer
DATE: January 26, 2023
SUBJECT: Campanula Way – Traffic Cal ming Analysis
PREPARED BY: Nick Minicilli, Senior Traffic Engineer
Erick Escobedo, Associate Engineer II
RECOMMENDATION: That the Public/Traffic Safety Commission direct staff to maintain
current design conditions and continue to monitor Campanula Way between de Portola Road and
Meadows Parkway.
BACKGROUND: In October 2022, City of Temecula staff received a request from
Councilwoman Alexander to consider the feasibility of implementing traffic calming measures to
address concerns of excessive speeding from cut-through traffic on segment of Campanula Way
from De Portola Road to Meadows Parkway. Councilwoman Alexander referenced a citizen’s
concerns with speeding and unsafe pedestrian conditions on Campanula Way due to cut-through
traffic from adjacent roadways De Portola Road and Meadows Parkway. Citizen requested the
implementation of stop controls with pedestrian crossings to reduce speeds and provide additional
pedestrian access points at two (2) intersections. Those intersections included Campanula Way at
Pavia Way and Campanula Way at Volta Way. In late 2022, staff conducted speed and volume
data collection, stop warrant analysis, and performed several field reviews of conditions on
Campanula Way. Based on this analysis, Staff has determined that Stop Controls with striped
pedestrian crosswalks are not warranted and they would not serve as a safe or effective traffic
calming measure for this section of roadway.
Campanula Way is a seventy-six (76) foot wide major arterial roadway providing access to
numerous single-family residences with the Paseo Del Sol area. The posted speed limit on
Campanula Way is 40 MPH and the Average Daily Traffic (ADT) volume on is approximately
4,800 ADT.
Pavia Way is a fifty (50) foot wide local residential roadway that provides access to numerous
single-family residences located north and south of Campanula Way. Pavia Way has a posted
speed limit of 25 MPH. Pavia Way carries approximately 1,450 ADT.
Volta Way is a fifty (50) foot wide local residential roadway that provides access to numerous
single-family residences located north and south of Campanula Way. Volta Way has a posted
speed limit of 25 MPH. Volta Way carries approximately 1,100 ADT.
2
In November 2022, staff generated speed and volume data between February 2022 thru April 2022
using Streetlight Data software. Over this three (3) month period, review of prevailing (85th
percentile) speeds indicates that speeds vary from 37 to 43 miles per hour during peak AM and
PM hours on posted 40 MPH segments of Campanula Way. The results of the speed data review
indicate that there is the occasional speeding, speeds are typically within range of the posted speed
limit.
The collected volume data was used to evaluate entering volumes and prevailing speeds for the
intersections of Campanula Way at Pavia Way and Campanula Way at Volta Way. In addition to
the data collection, a review of intersection characteristics and conditions was performed, which
included an evaluation of sight distance, collision history, and completion of a multi -way stop
warrant analysis at both intersections.
An evaluation of sight distance was performed at the intersections of Campanula Way at Pavia
Way and Campanula Way at Volta Way. A minimum unobstructed sight distance of 300 feet is
required for the posted 40 mph speed limit on Campanula Way. The results of the evaluation are
shown in the table below:
Location Sight Distance Required Visibility
(Posted 40 MPH)
Pavia Way (Southbound)
Looking East
Looking West
Pavia Way (Northbound)
Looking East
Looking West
Volta Way (Southbound)
Looking East
Looking West
Volta Way (Northbound)
Looking East
Looking West
310’
325’
540’
470’
500’
425’
460’
340’
300’
300’
300’
300’
300’
300’
300’
300’
As shown, the visibility at the intersections of Campanula Way at Pavia Way and Campanula Way
at Volta Way are adequate for posted speed limit on Campanula Way.
A review of the collision history for the three (3) year period from May 1, 2019 to April 30, 2022,
indicates there were no (0) reported collisions at the intersection of Campanula Way at Pavia Way
and no (0) reported collisions at the intersection of Campanula Way at Volta Way.
The Multi-Way Stop Sign Installation Policy for Residential Streets’ warrant criteria was used to
evaluate the need for multi-way stop signs at the intersection. The warrants allow for the
installation of multi-way stop signs when the following conditions are satisfied:
3
1. Minimum Traffic Volumes
a. The total vehicular volume entering the intersection from all approaches is equal to
or greater than three hundred (300) vehicles per hour for any eight (8) hours of an
average day; and
b. The combined vehicular volume and pedestrian volume from the minor street is
equal to or greater than one hundred (100) per hour for the same eight (8) hours.
2. Collision History
a. Three (3) or more reported collisions within a twelve (12) month period of a type
susceptible to correction by a multi-way stop installation. Such accidents include
right and left-turn collisions as well as right-angle collisions.
3. Roadway Characteristics
a. The traffic volume on the uncontrolled street exceeds two thousand (2,000) vehicles
per day,
b. The intersection has four (4) legs, with the streets extending 600 feet or more away
from the intersection on at least three (3) of the legs.
c. The vehicular volumes on both streets are nearly equal to a forty/sixty percent
(40/60%) split; and
d. Both streets are 44 feet wide or narrower.
Warrants for Minimum Traffic Volumes, Collision History and Roadway Characteristics must be
met to justify the installation of a multi-way stop. Other criteria that may be considered when
evaluating the need for multi-way stop signs include:
4. Visibility
a. The intersections sight distance is less than:
150 feet for 25 MPH
200 feet for 30 MPH
250 feet for 35 MPH
300 feet for 40 MPH
5. The need to control left-turn conflicts.
6. The need to control vehicle/pedestrian conflicts near locations that generate high pedestrian
volumes such as schools, parks, and activity centers.
7. The roadways and intersection appear on a Suggested Route to School plan.
8. There are no traffic signals or all-way stop controls located within 600 feet of the
intersection.
4
9. The installation of multi-way stop signs is compatible with overall traffic circulation needs
of the residential area.
The multi-way stop warrant analysis performed found that the required Warrants 1, 2 & 3 were
not satisfied and all-way stop controls are not justified at the intersections based on quantitative
data. As all-way stop controls are not justified, addition of pedestrian crosswalks are not
recommended at these uncontrolled intersections.
Staff recommends maintaining current design conditions and continue to monitor
Campanula Way between de Portola Road and Meadows Parkway.
FISCAL IMPACT: No cost associated with the recommended action.
ATTACHMENTS: Exhibit A - Location Map
Exhibit B - Multi-Way Stop Warrant Analysis
N➤➤N
Major Street: 40 MPH
Minor Street:25 MPH
Yes No X
12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 PM Hour
Yes No X
Yes No X
Yes X No
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes X No
Yes No X
300 feet for 40 MPH
Satisfied
290 380
100
281
MINIMUM REQUIREMENTS
3 OR MORE
the intersection.
9. The installation of multi-way stop signs is compatible with overall traffic
circulation needs of the residential area.
5. The need to control left-turn conflicts.
8. There are no traffic signal or all-way stop controls located within 600 feet of
7. The roadways and intersection appear on a Suggested Route School plan.
6. The need to control vehicle/pedestrian conflicts near locations that generate
high pedestrian volumes such as schools, parks and activity centers.
MULTI-WAY STOP WARRANT (Residential Streets)
Critical Approach Speed
Critical Approach Speed
Satisfied
NUMBER OF ACCIDENTS
300
369
per day,
1. Minimum Vehicular Volume
Campanula Way
Pavia Way
Wararnts 1, 2, and 3 Must Be Satisfied
MINIMUM REQUIREMENTS
Total All
441Approaches
Combined Vehicular
425
200 feet for 30 MPH
0
(Minor Street)
3. Roadway Characteristics
from the intersection on at least three (3) of the legs,
D. Both streets are 44 feet wide or narrower.
4. Visibility
C. The vehicular volumes on both streets are nearly equal to a forty/sixty percent (40/60%)
A. The traffic volume on the uncontrolled street exceeds two thousand (2,000) vehicles
333
54 36 92 73 69 65 77 43
469
Options (Other Criteria That May Be Considered)
B. The intersection has four (4) legs, with the streets extending 600 feet or more away
The intersection sight distance is less than:
150 feet for 25 MPH
split, and
Ped Volume
(All Parts Below Must Be Satisfied)
2. Collision History Satisfied
Satisfied
Major Street: 40 MPH
Minor Street:25 MPH
Yes No X
7:00 AM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 PM Hour
Yes No X
Yes No X
Yes X No
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes No X
Yes X No
Yes No X
Ped Volume
(All Parts Below Must Be Satisfied)
2. Collision History Satisfied
Satisfied
Options (Other Criteria That May Be Considered)
B. The intersection has four (4) legs, with the streets extending 600 feet or more away
The intersection sight distance is less than:
150 feet for 25 MPH
split, and
353
60 22 47 51 48 47 46 36
450 473
200 feet for 30 MPH
0
(Minor Street)
3. Roadway Characteristics
from the intersection on at least three (3) of the legs,
D. Both streets are 44 feet wide or narrower.
4. Visibility
C. The vehicular volumes on both streets are nearly equal to a forty/sixty percent (40/60%)
A. The traffic volume on the uncontrolled street exceeds two thousand (2,000) vehicles
per day,
1. Minimum Vehicular Volume
Campanula Way
Volta Way
Wararnts 1, 2, and 3 Must Be Satisfied
MINIMUM REQUIREMENTS
Total All
463Approaches
Combined Vehicular
MULTI-WAY STOP WARRANT (Residential Streets)
Critical Approach Speed
Critical Approach Speed
Satisfied
NUMBER OF ACCIDENTS
300
447
5. The need to control left-turn conflicts.
8. There are no traffic signal or all-way stop controls located within 600 feet of
7. The roadways and intersection appear on a Suggested Route School plan.
6. The need to control vehicle/pedestrian conflicts near locations that generate
high pedestrian volumes such as schools, parks and activity centers.
the intersection.
9. The installation of multi-way stop signs is compatible with overall traffic
circulation needs of the residential area.
300 feet for 40 MPH
Satisfied
312 379
100
310
MINIMUM REQUIREMENTS
3 OR MORE
Item No. 5
1
PUBLIC TRAFFIC/SAFETY COMMISSION
AGENDA REPORT
TO: Public/Traffic Safety Commission
FROM: Patrick Thomas, Director of Public Works/City Engineer
DATE: January 26, 2023
SUBJECT Election of Chairperson and Vice-Chairperson
PREPARED BY: Anissa Sharp, Management Assistant
RECOMMENDATION: That the Public/Traffic Safety Commission elect a Chairperson and
Vice-Chairperson to preside through the 2023 Calendar Year.
BACKGROUND: Annually, the Commission elects a member to serve as Chairperson
and Vice-Chairperson. The appointment to the position becomes effective at the meeting of
February 23, 2023. The newly elected Chairperson and Vice-Chairperson will preside through the
2023 calendar year.
FISCAL IMPACT: None.
Item No. 6
California
Highway Patrol
Temecula Area
Report for December 2022
This Photo by Unknown Author is licensed under CC BY-SA
Services Provided
•8 child safety seats
installed
•2 Traffic Safety Booths
•1 Traffic Safety
Presentation
This Photo by Unknown Author is licensed under CC BY-SA-NC
Enforcement Activity
•Citations Issued –723
•Total Enforcement Contacts –
1338
•Special Enforcement Detail
on I-15 on 12/18 –107
citations
This Photo by Unknown Author is licensed under CC BY-SA
Driving Under the
Influence
•Monthly Arrests –32
•DUI crashes -13
This Photo by Unknown Author is licensed under CC
BY-ND
Traffic Collisions
•Non-Injury –81
•Injury –50
•Fatal –2
•Fatal Year to Date –35 (26 in 2022, 34
in 2021 & 34 in 2020)
•Total Collisions –133
Fatal Traffic Collisions /
Major Investigations
•Grand Avenue north of Churchill Street
•Calle Contento north of Madera De Playa
This Photo by Unknown Author is licensed under CC BY-NC-ND
This Photo by Unknown Author is licensed under CC BY-SA
Item No. 7
Created by: Deputy L. Lopez #4165 Southwest Station Traffic Division
City of Temecula Southwest Station Traffic Report
Temecula Traffic Incidents, Activities and Events Report for the month of December 2022
Created by: Deputy L. Lopez #4165 Southwest Station Traffic Division
City of Temecula Southwest Station Traffic Report
Citation Totals
Total Hazardous Citations 757
Total Non-Hazardous Citations 224
Seatbelt Citations (Included) 26
Cell phone Citations (Included) 237
Parking Citations 232
Written Warnings Issued 232
Total Citations Issued 1742
City Funded Targeted Enforcement
S.L.A.P. Citations (Included) 37
Commercial Enforcement Citations (Included) 44
Created by: Deputy L. Lopez #4165 Southwest Station Traffic Division
City of Temecula Southwest Station Traffic Report
Driving Under the Influence
D.U.I. Arrests 47
D.U.I. Arrests YTD 478
D.U.I. YTD Previous Year (2021) 372
OTS/City Funded Special Operations
DUI Checkpoints 0
Know Your Limit Campaign 0
DUI Sweep 2
Targeted Traffic Enforcement Saturation 2
Created by: Deputy L. Lopez #4165 Southwest Station Traffic Division
City of Temecula Southwest Station Traffic Report
2022 – Citations / Incidents Oct Nov Dec 3 Month Total
Citations Issued for Hazardous Citations (Moving Viol.) 1074 1160 760 2994
Non-Hazardous Citations 343 353 224 920
“Click It or Ticket” and/or Seatbelt Citations 34 34 26 94
Distracted Driver (Cell Phone Use) 408 393 237 1038
Parking Citations 155 234 232 621
Written Warnings Issued 191 260 266 717
Stop Light Abuse / Intersection Program (SLAP) Red Light 51 116 37 204
Commercial Enforcement Citations 24 18 44 86
Non-Injury Collisions 37 26 23 86
Injury Collisions 24 18 28 70
DUI Arrests 43 42 47 132
Created by: Deputy L. Lopez #4165 Southwest Station Traffic Division
City of Temecula/Southwest Station Uniform Crime Report (November 2022)
Jurisdiction Part 1 Homicide
Sexual
Assault Robbery Aggravated
Assault
Property
Crime Burglary
Vehicle
Theft
Larceny/
Theft Arson
Total Pt 1
Crimes
Southwest 8 0 1 0 9 75 8 12 55 0 83
Part 1 = homicide, sexual assault, robbery, aggravated assault totals combined
Property Crime = burglary, vehicle theft, larceny-theft totals combined
Temecula 18 0 1 3 14 240 43 37 160 1 259
Item No. 8
City of Temecula Fire Department
Temecula Fire Department Service Calls
Battalion 15
December 2022Incident Type
Commercial Fire 1
False Alarms 74
Haz Mat 2
Medical 716
Multi-Fam 2
Other Fire 4
Other Misc 8
Public Assist 36
Residential Fire 3
Rescue 1
Ringing Alarm 7
Standby 9
Traffic Collision 74
Wildland/Vehicle Fire 4
Total 941
City of Temecula Fire Department
Temecula Fire Department
Plan Review and Inspections
December 2022
Plan Review and Inspections November Year to Date
Plan Review 443 6003
Construction Inspections 386 4411
Annual Inspections 188 5637
Counter/Public Inquiries 27 375
Item No. 9