Our Greater San Diego Vision-Full Report

Your Vision. Our Future.

Proudly facilitating Our Greater San Diego Vision on behalf of the region’s residents.

Jennifer Adams-Brooks

Chair,

The San Diego Foundation

Board of Governors

Bill Geppert

Chair,

Our Greater San Diego Vision

Bob Kelly

President and CEO,

The San Diego Foundation

If there is a single word that describes the San Diego region, it is “paradise.” And this paradise is

our home. We love this place and want to protect it for future generations.

Welcome to Your Vision, presented here as Our Greater San Diego Vision, which is both a unique process

and a priceless outcome. The process was designed to be big – to span the entire region, to engage

more people than had ever been engaged, and to weave together all the issues that impact our quality of

life. The product is a framework for further conversations to inform future planning. It is not a plan.

Our Greater San Diego Vision was created out of a desire to capture the community’s vision for the future

of the region – through unprecedented engagement that involved more than 30,000 people. San Diegans’

input from the very beginning ensured that this would be the people’s vision and that it would speak to what

all of us care about most.

This vision is about preserving the best of the past and protecting all that’s good today, while creating an

even better tomorrow for our children and grandchildren. A massive effort spanning three years began with

an in-depth study to determine our collective hopes and dreams, our worries and fears – our values.

Those values pointed to four areas that are critical for a bright future – jobs and wages, community and cultural

amenities, housing/transportation and cost of living, and life-long learning – Work, Enjoy, Live and Learn.

The four areas provided a framework for subject-matter experts to flesh out issues, and then for the public to

choose among reasonable alternatives. Thirty thousand people voiced their choices and we heard them.

We learned that our collective vision for the future is a San Diego region where:

• A prosperous economy provides a broad range of job opportunities.

• Housing options match what people want and can afford.

• A quality learning environment effectively prepares people for life.

• Neighborhoods are safe, vibrant and convenient centers of community life, arts and culture.

• Nature is accessible, connected and protected for people to enjoy.

• Convenient transportation choices are available for people to go where they want.

• Trusted regional leadership, collaboration and participation create a future that fulfills people’s

hopes and dreams.

Our Greater San Diego Vision is a blueprint, a map, and it is much more. It weaves together aspiration –

seeing what tomorrow could and should be – and inspiration – the excitement and energy to make that

tomorrow real. This is just the start. From here, together, we must act. The San Diego Foundation Malin

Burnham Center for Civic Engagement will steward the Vision and help move the region forward by

convening stakeholders, informing decisions, engaging people, and impacting the evolution of this paradise

we call our home.

Start here, and look to the future with hope and with commitment. Start with this shared vision –

Our Greater San Diego Vision – a process and a product, and the first step in a journey.

Our Greater San Diego VisionJuly 2012

Residents throughout this great region have deep pride of affiliation with

and commitment to their local communities. While many of us may first

identify with a particular city, such as Oceanside or El Cajon, this Vision

seeks to unify our voices and therefore unify our strengths as San Diegans.

Only then can it be OUR Greater San Diego Vision.

Why is Our Greater San Diego Vision Necessary? ...................................3

The Visioning Process ...........................................................................................9

San Diegans Make Choices About Their Future .................................... 23

Our Greater San Diego Vision ..........................................................................37

Supporting the Vision’s Goals ......................................................................... 43

Vision Forward ....................................................................................................... 55

Table of Contents

1

2

3

4

5

6

Tribal Nations

Encinitas

Lemon Grove

National City

Solana Beach

Unincorporated Communities

VistaEl CajonPoway

Escondido

Oceanside Coronado

San Marcos

Carlsbad

Del Mar

Chula Vista

SanteeImperial

Beach

La Mesa

San Diego

San Diego County is a vast area of more than 4,500 square miles, larger than the states of Rhode

Island and Delaware combined. The region is home to more than three million people and includes eighteen individual municipalities,

each currently conducting its own planning and provision of services. The county also contains

eighteen Native American tribal reservations, more than any other county in the nation.

Our Greater San Diego Vision 33

A Great Place to Live Although the residents of the San Diego region live in

a diversity of neighborhoods and cities, we have much in

common. One thing is for sure, we all love this place. We

are all residents of a larger region, and we rise or fall together.

Bigger than any one neighborhood, bigger than any one city,

the region demands an all-encompassing perspective to

effectively cultivate and protect the things we want most.

This area has a long history of multiculturalism. Native tribes

inhabited the region well before the arrival of the earliest

Spanish missionaries and European settlers. After the Mexican

War of Independence, the San Diego region became part

of Mexico, from 1821 until 1848, when it was annexed by

the United States following the Mexican-American War. Our

history created a multinational culture that has continued,

in part, due to the region’s immediate proximity to the

communities of Baja California. More recent immigration has

also contributed to the multicultural nature of the region.

Today, almost one-third of San Diegans are Hispanic or Latino,

with substantial representation from Asian, African-American,

and other ethnic groups. The minority population is expected

to continue to grow, becoming the majority as soon as 2020.1

1 San Diego Association of Governments (SANDAG).

CHAPTER 1

why is Our Greater San Diego Vision

NECESSARY?

The San Diego region boasts a mild,

Mediterranean-like climate and extraordinary

natural beauty. Most of the population lives

near the coast, where there are beautiful

beaches and bays, along with a naturally

protected port. Rivers, canyons, hills, and

mesas connect the coast to inland mountains,

and to the deserts beyond.

Our Greater San Diego Vision4

CHAPTER 1Why is Our Greater San Diego Vision Necessary?

The San Diego region today benefits from a strong, vibrant

and diverse economic base largely as a result of its past. After

World War II, the region became a major support center for the

U.S. military providing a presence in the Pacific. The military

continues to be a significant source of economic strength.

San Diego’s weather and natural assets have also made it a

major tourist destination. Additionally, 150,000 manufacturing

jobs in Baja California, Mexico, are tied to companies

headquartered in the San Diego region. More recently,

investments in universities, research institutions, and other high-

tech industry catalysts have created an economic powerhouse in

the advanced technology industries.

Growing Population PressureOf the planet’s seven billion inhabitants, more than half now

live in urban areas, and that is expected to increase to 7 in 10

people living in urban areas by 2050.2 Whether regional issues

are environmental, economic or infrastructure-related, the true

boundaries of today’s urban issues extend beyond the immediate

neighborhood or municipality, making regional thinking and

cooperation imperative.

The San Diego region’s population growth is anticipated to

continue. The county grew from around 35,000 people in 1900

to more than 3,000,000 today. The San Diego Association of

Governments (SANDAG), the region’s metropolitan planning

organization, projects the region will grow by another 1.3

million people by 2050. Most of this growth (63%) will be our

own children and grandchildren rather than those moving into

the area. Growth is coming because the region is a great place

to live and will continue to be unless the region’s quality of life

deteriorates significantly. If we decrease the quality of life to the

point that we stop growth, it will be our own families who suffer

or who are forced to move somewhere else.

2 World Health Organization. “Urban Population Growth.” http://bit.ly/p10Akz.

Source: U.S. Census and SANDAG

credit: UC SanDiego Publications

2050 population

63% of new growth is estimated to be our own children and grandchildren.

San Diego County is expected to grow by 1.3 million people by 2050.

Today’s population

3.1 million

4.4 million



To promote San Diego for the opening of

the Panama Canal and designate it as the first

stop for ships coming through the canal,

San Diego’s leaders hosted the Panama-

California Exposition in Balboa Park in 1915.

Today, one of the world’s largest urban parks, it

includes many of the original buildings.

Our Shared History of Planning and VisioningThe San Diego region was formed by past visionaries who

brought residents and public and private sectors together.

Shortly after the turn of the last century, Harvard architect

John Nolen was engaged to plan San Diego’s future. The 1908

Nolen Plan revolved around a civic center, in the same place it

is today; a bayfront that balanced industry and recreation, as it

does today; and a bay-to-park link still envisioned but not yet

completed. Nolen was brought back to update his plan in 1926

and that update informed the city’s master-planning efforts for

four decades.

Private-sector vision, along with public-sector support

and cooperation from the initially reluctant military, led

to completion of two defining successes: the founding of

the University of California, San Diego on what was Camp

Matthews (1961), and construction of the Coronado Bay Bridge

(1967-1969). Balboa Park and Mission Bay Park were also the

results of such visionary leadership.

In the 1970s and 1980s, a blighted downtown was redeveloped

thanks in large part to public sector (led by Mayor Pete Wilson)

and private sector (led by developer Ernest Hahn) collaboration.

A key to this success was the 1979 City of San Diego General

Plan; it divided the city into tiers, from urban to open space.

That plan led to the development of the San Diego Trolley and

Horton Plaza, both icons of our region today.

In 1974, a report to the City of San Diego ominously titled

Temporary Paradise? urged the city to avoid the mistakes

of Los Angeles. It contained “An Environmental Plan for

San Diego” that sought to balance growth and environmental

preservation. Citizens Coordinate for Century 3 (a nonpartisan,

not-for-profit organization focused on regional planning

issues, preservation, and revitalization of downtown San Diego)

released Toward Permanent Paradise in 1984, adapting the

earlier report to circumstances a decade later.



In recent years, visionaries have continued to lead the region

in public-private planning ventures. Our region was among the

first to implement a statewide Natural Community Conservation

Planning Program during the 1980s and early 1990s, bringing

together developers, farmers, environmentalists, and planners.

Through the Multiple Species and Multiple Habitat Conservation

Programs, a growing network of local land trusts have been

working in partnership with private landowners, natural resource

agencies and local governments to implement the programs’

conservation strategies over the past two decades, with the

ultimate goal of protecting nearly a half million acres.

Between 2002 and 2005, Carlsbad, which was largely

built-out, created guiding principles for improvement projects

and sustainability initiatives. Residents continued that work

through Envision Carlsbad. After the wildfires of 2003 devastated

the community of Alpine, a private citizen led an effort to

envision the long-term development of Alpine and surrounding

communities in East San Diego County. The region’s second

largest city, Chula Vista, was the first city to implement state

legislation to reduce waste through recycling and adopt a

comprehensive climate adaptation plan, in collaboration with

business and community leaders.

In 2004, SANDAG adopted its first Regional Comprehensive

Plan (RCP). The RCP was designed to build upon the regional

transportation plan and the regional-scale environmental

systems plans that had been developed during the previous

decade. The agency began immediately to implement certain

key strategic initiatives contained in the RCP.

In 2008, The San Diego Foundation (Foundation) began

engaging residents region-wide in an unprecedented

envisioning of our shared future. That effort evolved into

Our Greater San Diego Vision. Today, it is our turn and our time

to create, sustain, and implement a vision for the future, to build

on past successes, and to leave a legacy for future generations

– a legacy that will make us all proud.

credit: Duane Bazzel

credit: Safdie Rabines Architects



Planning for the RegionThere are many agencies and organizations responsible for planning

our region’s future, each with a specific focus, including SANDAG, the

San Diego County Board of Supervisors, the San Diego County Water

Authority, the Regional Water Quality Control Board, the San Diego

Unified Port District, the San Diego County Regional Airport Authority,

Caltrans, and the California Coastal Commission, to name a few.

Our Greater San Diego Vision is intended to inform the work of these and

other agencies and organizations, and to provide a voice for our residents.

As one example, the long-term perspective, holistic approach, and public

input of this Vision can be incorporated into the next update of the

regional comprehensive plan. The San Diego region is fortunate to have

many mechanisms for regional collaboration already in place providing

the basis for additional collaboration with heightened public engagement.

The San Diego Foundation agreed to take the lead role in coordinating

Our Greater San Diego Vision for a number of reasons:

To improve San Diegans’ quality of life. The Foundation’s mission is

“to improve the quality of life in all of our communities by providing

leadership for effective philanthropy that builds enduring assets and

by promoting community solutions through research, convenings and

actions that advance the common good.” There is perhaps no better

way to do this than through Our Greater San Diego Vision.

To offer a trusted forum. There are numerous stakeholders in San Diego,

all with unique viewpoints. The Foundation has regularly convened

stakeholders and facilitated conversations to address important regional

issues. Those issues have included climate change, access to open space,

financial literacy, and innovative research in science and technology. We

have a rich history of visionary leaders coming together to do great things

and the Foundation continues to build on that success.

To address issues at the regional scale. The region’s many local and

tribal governments, special districts, and local and state agencies

have different geographic and issues-based scopes. None span the

entirety of the region’s geography and its intertwined issues. The

San Diego Foundation does and is poised to play a catalytic role in

regional community problem-solving, civic education, and policy analysis.

When the visioning process began, 78% of San Diegans believed that the region did not have a good plan or vision for its future.

In September 2011, six workshops involved more than 600 San Diegans to explore potential scenarios for the future of the San Diego region. The workshops

helped inform the choices and strategies presented in the public choosing

campaign, Show Your Love for a Greater San Diego! In the end, more than 30,000

people voiced their choice!

The People’s VisionOur Greater San Diego Vision was designed to create a shared vision for

our future. This is the people’s vision, from beginning to end, because

the visioning process has sought and listened to input at every juncture

and has focused exclusively on what San Diegans really care about.

CHAPTER 2

the

processVISIONING

9

Community presentations and feedback

Regional Vision Group formation

Early convenings

Values research

Regional Vision Council launch

Task force meetings Regional

workshops

Show Your Love campaign

Statistical survey

Task force reviews

Vision rollout

Preparation2008-2011

Exploring Possible Solutions

July-Oct 2011

Public ChoosingNov 2011-Feb 2012

Vision DevelopmentMarch-July 2012

Our Greater San Diego Vision Timeline



CHAPTER 2The Visioning Process

Public EngagementThe process for Our Greater San Diego Vision was designed to

create and build on public engagement at every stage. Everyone

should be involved in protecting and promoting our shared

hopes and dreams for the future. A high level of engagement also

ensures public support and momentum for making the Vision a

reality. Specific tools and resources were developed to engage the

public, and to harness regional leadership and expertise to inform

the process.

Regional Vision Group. A group of early stakeholders formed

the Regional Vision Group in 2008, which acted as a steering

committee to structure the visioning process and to ensure

inclusiveness and transparency. This diverse group included

leaders with expertise in business, communications, strategic

and land-use/transportation planning, human resources, law,

education, innovation, and civic engagement. They volunteered

their time because of their love for the San Diego region and their

concern for future generations.

Early Convenings. In 2008 through early 2010, the Foundation

hosted eight sub-regional “convenings” to gain the perspective of

various community members. The 500+ participants heard from

community planners, visionaries, local and regional leaders, and

community advocates.

Values Research. In mid-2010, through a series of focus groups

and interviews, combined with survey research, the hopes and

dreams of San Diegans were illuminated. This values analysis

was used throughout the process to structure focus areas and

corresponding task forces, to define choices presented to the

public, and ultimately, to provide a framework for the Vision.

Regional Vision Council. A large, diverse group of stakeholders

was gathered from across the region. These individuals were

selected to represent the various populations and interests

in the greater San Diego area. The Regional Vision Council

gave input to the process and, individually, acted as ambassadors

to facilitate public participation.



Task Forces. Task forces were created to explore the four focus

areas derived from the values analysis (jobs and the economy;

cultural and community amenities; housing, environment,

mobility, and cost of living; and education and learning). These

were made up of leaders, experts and stakeholders representing

broad regional interests. Each was asked to delve into the

challenges at hand, to create a wide range of choices or potential

solutions to be presented to the public, and to help determine

possible strategies based on the public’s choices.

Regional Workshops. In September 2011, six workshops involved

more than 600 San Diegans to explore potential scenarios for the

future of the region. They came to talk about what really mattered

to them and their communities, and to tackle tough questions

about how to preserve and improve upon the things they love

most. The workshops were held in various locations at different

times to make them as accessible as possible.

The ultimate goal of the workshops was to receive public input,

and to refine the choices and strategies presented in the three-

month-long Show Your Love for a Greater San Diego! (Show Your

Love) campaign. Participants answered instant-polling questions

and then engaged with others in small groups to create maps of

the future showing what kind of growth they would like to see and

where. The instant-polling results and maps were all entered into

computer software to discern common themes and trends. This

information led to the refinement of the materials to be presented

in the online Show Your Love public choosing.

Regional Vision Workshops Participants responded to instant

polling questions that identified

potential solutions in economic

development, education, cost of living,

and cultural and community amenities.

Participants also took part in a

mapping exercise, working in small

groups, to plan for the future based

on the projected growth forecast for

2050. Each group discussed their

goals and placed small pieces of

paper, representing a mix of future

housing and development types, on a

regional map. Participants were also

given markers to draw new public

transportation routes and roads, as well

as areas to preserve.




Show Your LoveFrom November 2011 to February 2012, San Diegans were asked

to “Show Your Love” by choosing their preferences within an

online choosing tool. This process involved new outreach

strategies and resulted in the highest level of public participation

in regional visioning anywhere in the country, with more than

30,000 participants.3 The online tool offered four different

modules – Work, Enjoy, Live, and Learn – and included videos and

visualizations to bring the choices “to life.” Significant outreach

efforts resulted in broad-based participation in Show Your Love by

people of all generations and backgrounds throughout the region.

A survey demonstrated that roughly one-third of San Diegans were

aware of the campaign.

Record-Breaking Community Engagement

Our Greater San Diego Vision included an integrated, multi-media

communications platform and campaign to drive unprecedented

public engagement. The goal was to instill a sense of urgency and

pride in San Diegans.

The campaign was communicated through a multi-media strategy

leveraging a wide variety of touch points – broadcast, digital, social,

traditional, and in-person – to engage San Diegans in a two-way

conversation and, ultimately, get them to choose scenarios, goals

and strategies in the online choosing.

Three FACES commercials were developed with local celebrities,

government officials and community leaders who offered their

familiar “faces” to encourage San Diegans to share their vision.

Unprecedented partnerships with multiple media outlets over

the course of five months, combined with a modest investment,

resulted in more than $3.5 million in exposure and 386 million

impressions. This, in addition to viral marketing and community-

building through social media strategies, helped break the national

record for community engagement. For a complete recap of media

coverage, visit www.ourgreatersandiegovision.org/news.

3 This includes 2,100 participants from the baseline and scientific surveys.

27,991 completed at least one online choosing module

2,100 completed the baseline and scientific surveys

71,147 individual modules were completed

600+ participated in regional workshops

More than 30,000 participants!

After unprecedented media support,

1/3 of San Diegans had heard or

read about the visioning process.

LEARN

SUNDAY • OCTOBER 2, 2011

The San Diego Foundation, in conjunction with other community organizations, has launched an ambitious projectcalled Our Greater San Diego Vision that seeks to shape the future of this region 25, 50 or even 100 years from now– as the people themselves say they want it shaped. The group formed four task forces that have been holdingmeet-ings and workshops to discuss key components that make up our quality of life. The commentaries in this packageaddress the task force ideas, whichwill be used to craft possible scenarios for the future. BeginningNov. 8, the public– that means you – can choose among those scenarios. That in turn will lead to creation of a long-term, regionalvision in early 2012. Formore information, go online to www.ogsdv.org.

HOWWILL WEWORK?

THE SAN DIEGO UNION-TRIBUNE

When The San Diego Founda-tion asked 1,000 randomly selectedresidentswhat theregion’sprioritiesshould be, increasing the numberand quality of jobs emerged as thetop priority. When the same peoplewere asked about the issues thatimpact their personalquality of life, lack ofjobs and low wagesranked second-mostimportant.Our task force has

been grappling withhow to provide moreand better jobs for to-morrow. What kinds ofjobs? Located where?In what industries andhow will they boost re-gional competitiveness?Put another way, our task was to

comeupwitheconomicdevelopmentideas to accompany the populationgrowth that is happening in the re-gion – the jobs for our children andtheir children. Our question: “How

will we as a region generate a vari-etyof good-paying jobsandkeepSanDiego globally competitive 25, 50 ormore years in the future?”Our task force consists of 42 ex-

perts fromall facets of economic de-velopmentwhomet several times to

consider strategies toensure that those jobsare there when theyare needed. Together,we came up with threepotential strategiesthatwill help informthecommunityandprovideoptions for consider-ation for our collectivefuture – with those op-tions the subject of anunprecedented public

choosing starting Nov. 8. That iswhen we will ask San Diegans to goonline to www.ShowYourLoveSD.org and make some choices abouttheir vision for the future.Strategy one is to harness the

PLAY

WORK

LIVE

VISIONS OF SAN DIEGO

Our task force has an extraor-dinarily challenging job – thinkingthrough housing, transportation,water, energy, environment andcost of living 25, 50 and even 100years from now. Our 60 membershave considered how these issueswill weave together asthe region grows byan estimated 1.3 mil-lion people in just 30years.Whose priorities are

these issues? Yours.TheSanDiegoFoun-

dation surveyed 1,000regional residents andaskedwhataffects theirpersonal quality of life.Of the top four concerns, three arecovered by our task force: cost ofliving, traffic congestion/lack oftransit and lack of affordable hous-ing. As to what residents thoughtthe region’s priorities should be,water resources and quality rankedthird.

When we ask where should wegrow and how, the relationship be-tween the built environment andthe natural environment comes intosharp focus. As does cost.Key among the factors is how to

address housing affordability andlocation. We will needa mix of housing types– townhouses, condo-miniums andneighbor-hood housing – and wewill want them close tojobs.T r a n s p o r t a t i o n

choices, commutetimes and air qualityalso weave together.Howdowedrive lessby

providing transportation alterna-tives from transit to biking to walk-ing? How do we reduce congestionand delays as we expand economicdevelopment centers? What abouttrips for recreation, entertainmentand day-to-day errands? How do

What should education be likeand what will define an educatedSanDiegan in 50 years?That’swhatour 30-member task force has beentrying to answer.In 2010, The San Diego Founda-

tion asked 1,000 of our fellow resi-dents to rank the region’s priori-ties. The number twoanswer (after moreand better-payingjobs) was improv-ing education. Afterall, a good educationmakes it easier to geta well-paying job andlive here.Sohowwill ourchil-

dren learn? How willwe prepare them with the knowl-edge and skills to fill the jobs, createand run the businesses, make thecivic contributions that will makeSan Diego a world-class region?How will we teach more kids, andpay for schools and teachers? Howwill we raise the academic achieve-

ment level for all students andelimi-nate the achievement gap?Howwillwe use technology to fostermore ef-fective learning at all levels?Tough questions, to be sure. But

they led us to define three majorgoals for education and learning.First, to maximize individual po-

tential and well-be-ing. Second, to pre-pare individuals tobe well-informed andactively engaged incivic matters. Third,to enable individualsto participate effec-tively in a dynamic,global economy.In asking what

should education look like in 50years, we needed to consider whatthe world will look like in 50 years.We know big changes are coming.Populationwill increaseworldwide,most of it in Asia and Africa. Tech-nology will continue to evolve, and

All work and no play is definitelynot San Diego. Our region is wellknown for its 70 miles of beaches,Balboa Park, wonderful museums,world-class attractions, limitlessoutdoor activities, and a host of oth-er cultural and community ameni-ties. But are these amenities enoughto truly deserve thetitle of America’s Fin-est City? More to thepoint – are we poisedto prosper in the 21stcentury?TheSanDiegoFoun-

dation asked 1,000 SanDiegans, in a majorsurvey completed lastyear, what is most im-portant to them. The answers: thatour places of work and play are soclose and convenient, and that wehave a broad choice of outdoor rec-reational opportunities.Building on that research, we es-

tablished a task force of 45 peopledeeply involved in local culture and

community and asked them to con-sider the future – 25, 50maybe even100 years fromnow.We asked themto explore how to preserve, protectand enhance the amenities that weand our families enjoy every day forfuture generations.We asked them to dream big and

suggest ways in whichwe can increase accessto and affordability ofour amenities, enhanceartistic and culturalfacilities and events,express neighborhoodand community iden-tity and increaseneigh-borhood desirability.We asked them to de-

scribe places where education, cul-ture and community all flourish.Our task force grappled with

toughquestions fromtheeconomicsof amenities to howwe provide cul-tural programs for everyone. It wasnot our jobwas not to come upwith

KRIS MICHELL & DUANE J. ROTH

HOWWILL WE LIVE?LORI HOLT PFEILER & SCOTT H. PETERS

HOWWILL WE LEARN?TODD GUTSCHOW& JOSEPHWATSON

HOWWILL WE PLAY?JOSE APONTE & DAVID MALMUTH

How do wereduce

congestion anddelays as we

expand economicdevelopmentcenters?

An easierregulatory

environment,where

governmenthelps, nothinders jobcreation.

We now turnto you, the

residents of theSan Diego

region, to giveus input.

We envisioneducation

beginning withprenatal health

throughprekindergarten.

SEEWORK • F3

SEE LEARN • F3

SEE LIVE • F3

SEE PLAY • F3

N



Scientific Validation

In addition to the Show Your Love campaign, a scientific survey

of more than 1,000 randomly selected San Diegans was conducted

to validate the results. The survey was conducted online in February

2012 and ensured that the choosing results represented the views

of the entire population, statistically controlled to reflect the region’s

demographics as reported in the 2010 U.S. Census. This also provides

opportunities for extensive analysis of the results by various

interested groups.

Everything about this visioning process was focused on providing

the public with real, plausible and well-analyzed choices for the future

of the region, and listening carefully to the voice of the people.

Innovative Engagement

The iPad Outreach Team. A key outreach effort was the use of

volunteers who took iPads into various communities throughout

the county. Students from San Diego State University’s Consensus

Organizing Center engaged communities with low or no broadband

access (including seniors with limited mobility and transportation, the

homeless, and non-English speaking residents) and encouraged them

to participate. This use of iPads in a regional visioning process was a

highly successful and ground-breaking technique.

Community Partners. More than 200 community partners helped

spread the word about Show Your Love to their constituents. These

included businesses, schools, religious groups, community centers,

foundations, libraries, and others. Each partner was given a specific

web address, or URL. This unique URL made it possible to track the

effectiveness of each partner and to encourage partners to maximize

their efforts to engage the community.

Demographic DataData from online choosing (left)

and scientific survey (right).

17 and under: 12% | –

18-34: 33% | 39%

35-54: 33% | 34%

55+: 21% | 27%

Mean age: 39 | 43

White/ Caucasian: 49% | 65%*

Hispanic/ Latino: 22% | 32%

African-American: 9% | 4%

Asian: 9% | 11%

Native Hawaiian/ Pacific Islander: 1% | 1%

American Indian or Alaskan Native: 1% | 1%

Other: 3% | 9%

Multi-race: – | 9%

Decline to answer: 6% | –

* A portion of this category was also counted as an ethnicity in another category.

After Show Your Love, when asked how well the region is planning and preparing for the future, positive responses increased by 10%.

Excellent: 4% | 8%

Good: 33% | 39%

Fair: 45% | 45%

Poor: 18% | 8%

Survey results from September 2010 (left) and February 2012 (right).

+ 10%

- 10%

Huddie Dean takes the online survey

using an iPad on Island Avenue near

17th Street. Assisting him is volunteer

Heather Marzan.

credit: U-T San Diego



27%

10%

7%

6%

6%

5%

5%

5%

4%

4%

The high cost of living is the greatest concern for San Diegans.

Despite this, more than 2:1 reported that the positives of living in the greater San Diego region outweigh the negatives.

Values and Priorities that Guide the Future of Our RegionThe things that we consider important to us are synonymous

with our values. Values research helps to identify the priorities that

matter most to people. Its primary purpose as part of this visioning

process was to assess how various options for our region’s future

(transportation, economy, environment, education, and culture)

might impact those values. The Our Greater San Diego Vision

process and outcomes have been focused by, and based on, our

shared values.

Residents love the proximity to many activities and amenities,

the family-friendly communities, low crime rates, and outdoor

recreational opportunities. Yet, there are significant negatives

threatening the overall quality of life. Greatest of all is the high cost

of living, which, when combined with lack of affordable housing,

is three times more frequently mentioned than any other concern.

Lack of job opportunities coupled with low wages is the second

greatest issue regarding quality of life. So it is not surprising that,

when asked to rate the importance of several regional priorities,

Values Research Methodology In 2010, a series of focus groups and

interviews, combined with online and

telephone survey research, illuminated

the hopes and dreams of San Diegans

using a values research technique.

The technique starts by understanding

which attributes or characteristics of

the region have the greatest impact

on quality of life, such as jobs, parks,

schools, transportation, shopping, and

health care facilities. From there, the

research identifies the functional and

emotional benefits that result when

those things are present (or absent)

in one’s life. Finally, the research

connects those benefits with personal

values, such as security, safety, family,

accomplishment, and peace-of-mind.

High cost of living / expensive to live here

Lack of job opportunities and low wages

Too much traffic and congestion/ not enough transportation options

Lack of affordable housing

Lack of leadership on important regional issues

Everything so close and convenient

Family friendly: great place to raise a family

Low crime and safe neighborhoods

Outdoor recreation opportunities/ enjoying the outdoors

High-quality schools (K-12)

Factors That Have the Most Significant Impact on Quality of Life

Percentages represent the proportion of people who consider that factor to have the most

significant impact on their personal quality of life. This is only a partial listing.

Negative Impacts

Postitive Impacts



increasing the number and quality of jobs, along with

improving education, topped the list.

San Diegans rate their quality of life higher than people

almost anywhere else in the nation; living in this special

place matters, and preserving the quality of life for future

generations is a top priority.

The values research identified four primary values that

focus on the qualities we seek in our communities and the

region. These values highlight what we love about the

San Diego region, what concerns us most, and our hopes for

the future. In fact, future initiatives will be judged by their

ability to protect and promote these core values.

Core ValuesQuality Jobs and a Reasonable Cost of Living

The high cost of living in San Diego County, especially housing,

combined with the inability of some people to find a good-

paying job, forces many to live a lower quality of life or move

out of the area. The resulting worry and stress rob them of

peace-of-mind and happiness. Concern over the high cost

of living is the single largest “value-driver” of the San Diego

region. In no other region in the country, where similar

values research has been done, are there so many residents

concerned about the cost of living and a primary value focused

on a negative aspect of their region.

Residents envision a future where:

• We have income to provide for ourselves and our families.

• Living here is sufficiently affordable to have a high quality of

life, free from stress and worry.

• We have the opportunity, time, and resources to enjoy life

with family and friends.

• We can afford a place to live close to where we work or to

public transportation.

27%

10%

7%

6%

6%

5%

5%

5%

4%

4%

• Increasing the number and quality of jobs

• Improving education

• Reducing crime/making neighborhoods safer

• Increasing water resources and quality

• Improving leadership to deal with challenges of region

• Improving affordability of housing/living

• Building public trust

• Increasing economic development

• Improving and resolving border issues

• Increasing access to quality healthcare

• Reducing traffic congestion

• Improving social equity and justice

• Increasing civic involvement

• Increasing enjoyment and access to culture and arts

San Diegans’ Top Regional Priorities



Family-Friendly Neighborhoods and Communities

Having friends, family and good neighbors nearby

makes people feel safer, allows us to spend more

time with the people important to us, and builds

a sense of community. This provides a sense of

belonging, happiness, and peace-of-mind.

Residents envision a San Diego region with:

• Low crime rates.

• Local parks and recreation opportunities.

• Friendly people and neighbors, where people

know, care about and help each other.

• Walkable/bikeable communities, where

destinations are close and readily accessible.

• Communities with nearby services, schools,

jobs, cultural attractions, and the outdoors.

• Small-town feel and community involvement.

Outdoor Opportunities for Enjoyment with Family and Friends

San Diegans want to enjoy access and proximity

to many outdoor opportunities including

beaches, parks, trails, waterways, and other

regional amenities. These provide recreational

opportunities to relax and spend time with family

and friends.

Residents envision a region with access to:

• Beaches and bays.

• Regional parks and open space.

• Hiking, biking and jogging trails.

• Entertainment options.

• Good shopping opportunities.

• Convenient choices for things to enjoy with

family and friends.

• Transportation options that provide easy access

to the places we want to go.

Quality Education and Learning Opportunities

Few issues speak to the future as strongly as

education. Access, choice, and opportunities in

primary and secondary education provide the

basis for success. Educational institutions help

our children learn communication and social

skills to build their personal confidence and ability

to contribute to our community, culture, and

civil society.

But education is not just about children. Access

to a high-quality learning environment – at all

life stages – enables personal growth and helps

residents achieve their goals. This builds self-

esteem and improves the quality of life for all.

Currently, many residents are concerned about

the quality of our education system; however,

they agree on many goals for the future.

Residents envision a future where San Diego’s

education and learning environment prepares

everyone to:

• Maximize individual potential and well-being.

• Be well-informed and actively engaged in civic

and political matters.

• Participate effectively in a dynamic, global

economy.

credit: Erik Jepsen UC SanDiego Publications

17



The Challenges to Our Most Important ValuesCompared to people throughout the country, San Diegans

rate their quality of life as exceptional. At the same time, the

region faces significant challenges in maintaining or improving

the quality of life. Half of us think the quality of life will decrease

for future generations, and only 39 percent think things are

going in the right direction in their community. If current

growth trends continue, San Diegans think the added population

could well have negative impacts on the region. However, if

growth can be thoughtfully managed, most people believe there

will be many benefits. People believe that long-range planning

is essential to ensure that we protect quality of life and create an

even better future.

San Diegans want to protect and promote the things they

value, but they strongly believe these values are threatened by

a variety of challenges.

1) Housing Affordability and Cost of Living

Housing affordability may be the single greatest challenge

the region faces. When asked to choose what has the most

significant impact on their overall quality of life, one-third of

San Diegans cite high cost of living or lack of affordable

housing. Indeed, San Diegans pay a higher percentage of their

incomes for housing (31%) than do residents of any other major

metropolitan area in the country.4 This is more than people in

Los Angeles, Miami, New York, San Francisco, or Boston. The

ratio of median home price to median household income in

San Diego County is nearly twice as high as the national

average.

Many San Diegans worry that they or their children will not

be able to afford to stay here. Housing costs also create a

barrier to attracting and retaining a talented workforce, and to

attracting employers. As the region grows, more housing will be

needed, likely leading to surges in prices unless supply keeps up

with demand.

4 Six-year average of Bureau of Labor Statistics, Consumer Expenditure Survey 2004–2010.

Importance of a Long-Range Plan for the RegionAccording to the values research

for Our Greater San Diego Vision, almost

80% of San Diegans feel that a vision

or long-range plan for the region is

extremely or very important, but only

37% believed that the region was doing a

good or excellent job in planning for the

future when this visioning effort began.

38%

41%

18%

2%

1%

Very important

Somewhat important

Not very important

Not at all important

Extremely important

79%

Unless action is taken, almost half of

San Diegans believe the quality of life

will decrease in the future.

Future Quality of Life Is…

51%increasing

49%decreasing



Despite recent decreases in home prices, adequate housing remains very expensive.

Ratio of Median Home Price to Household Income in San Diego County and the U.S.

12

10

8

6

4

2

0

San Diego U.S.

1981 1990 1999 2009

Source: Moody’s Economy.com, State of the Cities Data Systems, U.S. Census Bureau

500,000 new jobs will be needed by 2050 to support the forecasted population growth.

Projected Population and Employment for San Diego County

Source: SANDAG and U.S. Census

Growth projections depend on numerous factors including:

economic (job) growth, affordability, quality of life, land

supply, education, and healthcare.

2010 2050

5M

4M

3M

2M

1M

EmploymentPopulation

+500,000

+1,300,000

2) Jobs and the Economy

To support the 1.3 million additional people who are

projected to call the San Diego region home by 2050,

another 500,000 jobs will have to be created. This will be

a challenge, given the threats to the region’s important

economic sectors. The primary challenges include:

High cost of doing business. This results from both the state

and local regulatory systems and the direct and indirect

impacts of higher real estate costs.5

High cost of housing. San Diego’s cost of housing makes it

difficult for employers to attract talent.

Lackluster education attainment and workforce training.

The San Diego region’s overall workforce is well-educated,

relative to both the state and country, but has moderately

lower levels of educational attainment than those in key

competitive regions. Of greater concern is the widening

educational attainment gap between 1990 and 2009,

suggesting that the San Diego region is potentially losing

ground to regions with which it directly competes for jobs

and talent.

5 Kolko, Neumark, Cuellar Mejia. “Business Climate Rankings and the California Economy,” Public Policy Institute of California, April 2011.

19



Inferior infrastructure. The local economy is

constrained by highly congested roads,6 substantial

delays at the border, the cost of importing water, and an

airport approaching capacity, among others.

Lack of ability to make difficult economic decisions.

Residents and businesses cite the seeming inability of local

government to do what needs to be done. The state and

local governments’ poor fiscal condition exacerbates this

challenge by threatening essential public services.

3) Educational Quality and Opportunities

Education and learning are viewed as critical to the

future of the region. San Diegans are concerned that

current learning systems are not adequate to meet the

challenges of the future.

In 2050, the world will look very different. The minority

population in our region will become the majority.

Technology will make information increasingly accessible.

Labor, capital and knowledge will be global and more

mobile. Undoubtedly, other changes will occur that

cannot be predicted. How will San Diego’s overall learning

environment adapt to ensure that the region is a world-

class, international player?

Many San Diegans are not satisfied with the current

system. Almost one in four do not graduate from high

school in four years, and educational attainment levels

in San Diego County are lower than those in Boston, San

Francisco, and the North Carolina “Research Triangle.”

Moreover, many competitive regions are increasing

educational attainment faster than the San Diego region.

6 More than 70% of the region’s freeway miles are congested (Rebuild California: The Road Crisis), which is similar to other very large metropolitan areas (Texas Transportation Institution: 2011 Urban Mobility Report).

credit: Chuck Martinez

credit: LPA, Inc./Costea Photography, Inc.

13%

40%Good

Fair

Poor

Excellent

53%

14%

33%

Mixed Feelings About the San Diego Region’s Current Education SystemWhen rating the overall quality of education

for children and teenagers growing up in the

San Diego region, values research indicates

that opinions are split. Just over half of the

respondents rated the current system as

excellent or good.



4) Congestion and Transportation Choices

The amount of traffic congestion and time spent traveling frustrates

San Diegans. The average driver in the region spent 37 hours

in traffic congestion in 2009, at a cost of $838 in lost time, in

addition to 31 gallons of fuel wasted.7 Roads are clogged and public

transportation is limited, making it difficult and time-consuming to

travel.8 Current congestion is projected to increase in the coming

decades. As the region grows, the inability of people and goods to

move efficiently and conveniently threatens quality of life, along

with economic development.

5) Water Availability

With our region’s projected population growth and current

water consumption rates, we will require 37% more water in

2050. But our arid region faces significant challenges from

currently limited water supplies, as well as from climate change

and its potential impacts on those supplies. In fact, local scientists

project that our major sources of water – the Colorado River, and

the Sacramento Delta – could shrink by 20% or more in coming

decades, making it even more difficult to meet future demands.9

6) Political Fragmentation

The region includes one county, eighteen municipalities,

and eighteen Native American tribal governments, each largely

pursuing its own plan, while many of our most important issues

and challenges cross the formal boundaries of these jurisdictions.

Through SANDAG’s efforts, the San Diego region is known as

a leader in regional planning. This level of cooperation and

collaboration is needed across all areas of inter-governmental

coordination. Unified, concerted action and strong, visionary

leadership that invites and listens to public input will be necessary to

tackle the many challenges facing the San Diego region.

7 Texas Transportation Institute, Texas A&M University. “2010 Urban Mobility Report.”

8 Our congested roads are also unfriendly to pedestrians. In fact, over 1/5 of San Diego area traffic deaths were pedestrian in 2010. Transportation for America and Surface Transportation Partnership, Dangerous by Design.

9 San Diego’s Changing Climate: A Regional Wake-Up Call, by the San Diego Foundation, 2008.

credit: www.aquafornia.com

credit:Arleigh Jenkins

21



Four Focus Areas: WELLFrom the priorities that were identified in the values research, four primary

focus areas were defined. These areas each cut across multiple core values

and represent discrete topics for study. The visioning process was designed to

address the focus areas: Work, Enjoy, Live, and Learn – WELL.

Jobs and the economy: Positioning San Diego

County as a national and international player,

attracting and creating new growth industries,

strengthening existing industry clusters,

supporting economic catalysts, and exploring

new strategies.

Cultural and community amenities: Ensuring

access to and affordability of art and cultural

amenities, defining and expressing community

and cultural identity, promoting cultural tourism,

increasing community and neighborhood

investment, attracting and retaining the creative

class, increasing neighborhood gathering places,

fostering outdoor recreation for families and

youth, integrating the creative arts into the

educational system and learning environment.

Education and learning: Improving education’s

future in the context of rapidly evolving

educational technology, multi-lingual

environments, and emerging disciplines; access,

affordability, quality for all; collaboration among

employers, industries and academics; early

childhood education.

Housing, environment, mobility, and cost of

living: Addressing housing affordability and

location, transportation choices, commute times,

air quality, walkability, transit access, open space,

environmental preservation, carbon footprint,

energy and water consumption/conservation,

economic development centers, smart growth,

creating vibrant places and safe neighborhoods.

The Show Your Love public choosing campaign provided a tangible way for thousands of San Diegans

to weigh-in on important options for their future. What San Diegans chose frames a public call-to-action.

credit: Sam Felder

Work: Jobs and the EconomyThe public identified challenges related to employment and

income as primary concerns at the outset. San Diegans made clear

that the overarching goal was to ensure an abundance of good jobs

to provide them, and their children and their grandchildren, with the

ability to live comfortably in the region.

The San Diego region’s economy benefits from its remarkable natural

environment, its strategic geopolitical location on the Pacific Rim, and

visionary investments in educational and research institutions. The

result of these natural gifts and investments is a diversified economy

supported by three “traded economies,” or clusters of businesses:

tourism, the military, and advanced technology/innovation.

Representing about 35% of the region’s jobs, these three clusters are

the primary importers of money into the San Diego region.

The money they attract – visitors’ spending on hotels, restaurants,

and attractions; federal military-related spending; and the sale of

technological innovations (goods or services) globally – effectively

supports the entire regional economy.

CHAPTER 3

San Diegansmake choices

about their

FUTURETop Three Sectors in the

San Diego Regional Economy

Source: San Diego Regional Economic

Development Corporation and CONNECT

Research and technology ~ 173,000

Convention and tourism ~ 153,000

The military ~ 142,000

Other local jobs ~ 750,000

Total jobs in the region ~ 1,218,000

~ 35%

~ 65%

23Our Greater San Diego Vision


CHAPTER 3San Diegans Make Choices about Their Future

This diversified economic base has, until recently, allowed the region’s

economy to grow faster than the state’s and meet the needs of its

growing population, even as affordability diminished during later

decades. By 2005, however, the region’s economy was growing no

faster than the sluggish California economy, and experienced even

more severe job losses during the recession. During the 2000s, the

region’s population grew by more than 280,000, while the region

added only 33,000 jobs. It should have added nearly 120,000 new jobs

to maintain the balance of residents and jobs.

The region’s economy faces significant long-term challenges,

including the high cost of doing business and the high cost of housing,

lackluster educational attainment and workforce training, inadequate

infrastructure, and inability to make difficult economic decisions. The

San Diego region continues to have a strong economic foundation and

tremendous opportunities to grow, but must address these challenges

in order to ensure that enough high-quality jobs exist tomorrow.

Presenting Choices to the Public

Participants ranked a series of strategies according to their

importance. These strategies represented different – although not

mutually exclusive – paths to achieve a prosperous economy and

high-quality jobs. Participants were also asked to rank a set of specific

action items according to their potential positive impacts.

Show Your Love Results

Not surprisingly, San Diegans want to ensure that they and local

businesses benefit from economic growth. Participants further

recognized the value of retaining and strengthening the region’s three

major traded economies, but also recognized a unique opportunity to

grow the region’s innovation economy. While we must work hard to

maintain and grow the positive impacts of the military and tourism, and

grow them where possible, the greatest potential for economic growth

is likely in the innovation economy.

The top action items reinforce the public’s desire to ensure that

economic development benefits the region’s residents. San Diegans

want a better commute, access to jobs, a broader spectrum of job

opportunities including manufacturing, and programs that enable

residents and local businesses to participate in economic growth.

Together, the preferred strategies help clarify priorities and the context

for economic development initiatives.

The Region’s History of Innovation

San Diego has a long history

of innovation. E.W. Scripps

built the Scripps Institution of

Oceanography. Reuben H. Fleet

built fighter planes that helped

win World War II. Roger Revelle

envisioned and helped found a

new research university – the

University of California, San

Diego. Jonas Salk built the

Salk Institute and transformed

science with the first safe and

effective polio vaccine. Irwin

Jacobs further developed CDMA

technology and helped launch

wireless communications.

Ivor Royston came to study

biology and launched a biotech

industry. Scripps Institution of

Oceanography scientist Charles

David Keeling documented carbon

dioxide increase with its potential

to cause climate change. Craig

Venter was among the first to

create a synthetic life form.



77% | 73%

74% | 67%

74% | 61%

71% | 64%

70% | 58%

67% | 57%

Improve infrastructure such as roads, railways, airports, cyber infrastructure, and the port.

Commercialize technology and manufacture new products in the San Diego region.

Invest in training and education, to assist our diverse communities.

Grow new employment centers.

Invest in catalytic institutions (such as universities) that support economic growth.

Reduce regulation to make it easier for companies to add jobs.

Increase the percentage of advanced-degree recipients. 60% | 42%

Ensure easy travel across the border for people and goods. 50% | 27%

FOR GREATER OPPORTUNITIES

Support our local economy and its relationship to the region’s major industries:

Ensure that local-serving businesses have the resources they need to thrive, and

that our diverse community is well-prepared to fill jobs.

Harness the power of innovation: Greatly expand one of the region’s three traded

economies and, the innovation industry. This includes life sciences, clean-tech,

high-tech manufacturing, wireless, defense and security, research institutions, etc.

Promote the continued prosperity of innovation, military and tourism: Focus on

expanding existing major industries to provide a diverse range of job opportunities

for people of varying skills, education, and interest.

Participants identified three preferred economic development strategies.

Participants identified several potential priority actions.

Strategies were ranked according to their importance.

Percentages represent the proportion of people who ranked that strategy #1.

Listed in order of the Choosing results.

Actions were ranked according to their potential positive impacts.

Percentages reflect the proportion of people who gave it the first or second

highest possible score (a 4 or a 5). Listed in order of the Choosing results.

27% | 34%

22% | 24%

23% | 21%

Expand beyond the three existing major industries: Increase regional job diversity by

building an additional export industry, which is to be determined. 15% | 12%

Create a cross-border mega-region: Leverage the advantages of surrounding areas

(San Diego County, Imperial County, and Baja California Norte) to create a globally

competitive mega-region. 13% | 9%

scientific survey(right)

online choosing(left)



Enjoy: Cultural and Community AmenitiesSan Diegans love the place they call “home.” They value access and

proximity to the beaches and the many other amenities that provide

opportunities to enjoy good times with family and friends. They enjoy

their neighbors and a sense of community, safety and belonging.

The San Diego region is unique in its multinational culture and history,

combined with the remarkable natural and man-made amenities.

These amenities include parks, open spaces, beaches, trails, sports,

libraries, museums, places of worship, performing arts, and theme

parks, among others.


Participants in Show Your Love reviewed five potential approaches for

the region’s culture and community, along with specific actions for

each approach. The choosing included two exercises. First, participants

were asked to rank the five approaches in order of their importance to

culture and community. Next, each participant allocated 100 points,

representing limited resources, among the approaches.


San Diegans registered their highest support for “protect and connect

natural lands,” reflecting the great importance of being able to

preserve, access and enjoy natural amenities.

Long-Lasting ImpactsThe region’s focus on enhancing

community and cultural amenities

can have a significant impact by:

• Improving quality of life.

• Attracting and retaining

employers and employees.

• Increasing tourism and its

economic benefits.

• Enhancing multicultural

education, awareness,

understanding, and respect.

• Reducing obesity and health care

needs through healthier living.



30% | 32%Protect and connect natural lands. Protect, promote, and connect our

tremendous natural and outdoor amenities, including beaches, bays, canyons,

rivers, mountains, and parks.

• All communities have access to parks and open space.

• A regional open space network links beaches, bays, canyons, rivers,

mountains, and parks.

• Key open space areas are acquired and protected.

FOR GREATER COMMUNITIES

Approaches were ranked in order of their importance.

Percentages represent the proportion of people who ranked that approach #1.


Participants also allocated

100 points among the approaches.

The chart shows the average number of

points allocated for each approach.

Note: Pie chart slices represent the

online choosing results.

16 | 1724 | 25

21 | 20

21 | 20

18 | 18



Expand education’s focus on physical activity, arts, civics,

and culture. Support education to help people live balanced, productive

and happy lives and respect other cultures and diversity. 24% | 28%

• Every student learns about arts, civics, culture, and a healthy

lifestyle in school.

• Community and cultural organizations increase educational

programming, activities, and resources.

Ensure access to major community amenities. Ensure access for all

residents to important regional amenities (natural or man-made). 19% | 21%

• As the region grows, existing amenities are improved or new

amenities are added.

• A variety of transportation options provide access to major amenities.

• Technology facilitates virtual access to amenities and programs.

Provide access to gathering places. Ensure that all communities have

access to physical and virtual gathering places. 14% | 10%

• Gathering places may include parks and open space, recreation centers,

schools, virtual gathering places, and facilities for arts and cultural programs.

• People can get to gathering places on foot or by bicycle.

Promote San Diego’s unique culture and history. Protect, preserve,

and educate residents and potential visitors about unique aspects of the

San Diego region’s culture and history. 12% | 9%

• Arts, design, architecture, and innovation.

• Bi-national arts, culture, and experiences.

• Unique regional history as the bi-national birthplace of California.



credit: Vincent Blocker



Live: Housing, the Environment, Transportation, and Cost of LivingSan Diegans care about their community—the places we live, work and

spend time with family and friends. More than anything else, we want

to be able to afford a desirable place to live that is close to places we

want to go. We want a safe community with good neighbors, where we

can easily access work, parks, shopping, and open spaces. We also care

about impacts on the natural environment – from water resources to our

natural surroundings and habitat areas, to greenhouse gas emissions. San

Diegans are ready for communities to change, as needed, to provide a

high quality of life for future generations.


Participants evaluated regional priorities, including future land-use

scenarios, growth strategies, and regional collaboration. The future

land-use scenarios were based on input from the public, and regional

and national experts. Importantly, all four scenarios accommodate

future growth much more compactly than the region currently does, and

include the same future regional improvements for both roads and public

transportation. The scenarios differ most in the degree to which each

provides the mix of housing people will want and will be able to afford.

The scenarios also differ in the degree of regional cooperation needed

to locate housing options closer to jobs, and people closer to public

transportation, parks, stores, and other places they want to go.

Land-Use Scenarios for Show Your LoveFuture land-use scenarios help

predict what the future might

look like based on choices we

make today. It is then possible to

calculate, as best we can, what

impact those choices would

have on things that matter to us.

Show Your Love presented four

scenarios, illustrated by maps

on the opposite page, along

with key information about their

future impacts.



A

B

C

D

Scenario A: In Scenario A’s vision of the future, we will continue to

grow and develop the region much as we have in the past. The county

and each of the cities will continue to pursue their own plans for the

future—independent of others in our region. In this vision of our future,

most people will continue to live in single-family homes and much

of our new housing will be in neighborhoods that are separated from

jobs, shopping, recreation, and public transportation. If we choose this

direction, we use more water and consume somewhat more land than

the other scenarios.

Scenario B: In Scenario B’s vision of the future, we will build the types

of housing that people will want and be able to afford, including a

mix of single-family homes, apartments, and townhomes. In this vision

of the future, the county and cities will need to cooperate and work

together to build new regional job centers for the entire region and

locate jobs, shopping, recreation, and public transportation closer to

where people live. While focusing on creating new job centers and

meeting peoples’ housing choices, Scenario B also uses less vacant

land, sensitive land, and water than Scenarios A and D.

Scenario C: In Scenario C’s vision of the future, we will concentrate

new housing into more compact types of development further

reducing development on open and sensitive lands as well as overall

water consumption. More people will live in townhomes than in any

other scenario and a lot fewer people will live in single-family homes

than today. In this vision of the future, the county and cities will need

to cooperate and work together. By working together, we will be able

to locate jobs, shopping, recreation, and public transportation closer to

where people live.

Scenario D: In Scenario D’s vision of the future, we will follow

the current city and county growth projections for where jobs and

people will go in their communities and the region. The key to this

vision of the future is that most of the new housing will be in the form

of mid- and high-rise apartments and condo towers—more than a

third of new housing will be in high-rise buildings and an additional

one fourth of all the housing will be in 3- to 6-story buildings. Overall,

there will be far fewer people living in single-family homes. At the same

time, more vacant land will be consumed by rural housing on lots

larger than one acre. Because the County and each city continue to do

independent planning in this scenario, some cities will avoid any growth

in their community while others will end up building a lot of new mid-

and high-rise housing. This scenario puts more people closer to the

coast and public transportation than any other scenario.

Scenarios as described in Show Your Love:




Scenario performance as described in Show Your Love:

26% 29% 30% 41%

25.2 24.4 24.2 24.9

11% 29% 34% 49%

Percent of people within walking distance of public transportation

Daily commute time (in minutes)

Greenhouse gas emissions (per capita pounds per day)

Percent of growth that is infill

Rural 1% 1% 0% 3%

Standard single-family (6,000-12,000 sq ft lot) 35% 22% 16% 9%

Compact single-family (<6,000 sq ft lot) 27% 25% 22% 9%

Townhomes 22% 29% 34% 17%

Mid-rise 9% 13% 16% 26%

High-rise 6% 10% 12% 36%

Percent of people who will be able to find

the kind of housing they want and can afford

87% 99% 93% 62%

Housing Mix

A B C DScenarios

Growth PatternImpacts

$$$

2.7%2.5% 0.3%1.1%

207 196 157 214

17.9% 17.4% 16.1% 17.5%

$$$ $$$$ $$$

HOUSINGCOSTPERSQUAREFOOT

PERCENTOFCOUNTYURBANIZEDIN40YEARS

OUTDOORWATERCONSUMPTION(gallonsperday/household)

PERCENTOFCOUNTY’SAGRICULTURALLANDUSEDFORDEVELOPMENT

$$$

2.7%2.5% 0.3%1.1%

207 196 157 214

17.9% 17.4% 16.1% 17.5%

$$$ $$$$ $$$





$$$

2.7%2.5% 0.3%1.1%

207 196 157 214

17.9% 17.4% 16.1% 17.5%

$$$ $$$$ $$$





Housing cost per sq ft

Percent of County urbanized in 40 years

Outdoor water consumption (gal/day/household)

Growth on agricultural land (in acres)

Housing MixImpacts

Scenarios A B C D

Scenarios A B C D

$$$

2.7%2.5% 0.3%1.1%

207 196 157 214

17.9% 17.4% 16.1% 17.5%

$$$ $$$$ $$$





17.9% 17.4% 16.1% 17.5%

207 196 157 214

10,582 4,623 1,521 11,340


The Impact of a Difficult and Uncertain Housing Approval ProcessAs a result of interviews with local

developers and discussions with the

Work Task Force, it is apparent that

lengthy and uncertain entitlement

and approval processes increase

costs and hamper construction of

sufficient supply to meet demand.

One role of Our Greater San Diego

Vision is to address these kinds of

issues. A regional vision can provide

clear objectives about the types of

housing that people most desire.

By providing guidance for policy

decisions, the Vision can provide

support so that the desired kinds

of development in appropriate

locations are easy and affordable to

build and allowed by right. This will

help moderate housing prices for

all San Diegans while incentivizing

the right kind of growth and

preserving key open space areas.



Participants selected Scenario B as their top preference, with

Scenario C coming in second. Scenario B was likely preferred

because it provides the mix of housing people are projected to

want and be able to afford, based on current preferences and

anticipated future demographic changes. The mix includes single-

family homes, apartments and townhomes.

At the same time, the growth patterns in both Scenario B and

Scenario C resulted in decreased water consumption and less land

(including agricultural land) used for development. Scenarios B and

C both include new job centers and balanced growth in the north

and south parts of the county. They both locate jobs and housing

in proximity to each other by locating centers of commerce,

shopping and recreation throughout the developed areas of the

region. By putting housing close to public transportation and

jobs, Scenarios B and C slightly reduce daily commute times and

greenhouse gas emissions compared to the other scenarios.

Scenario C is similar to B but includes slightly more compact

development that does not match what people will want and be

able to afford as closely as B does. Together, Scenarios B and C

were the choice of more than 80% of the participants.

FOR GREATER LIVING

Scenarios B and C were the choice of more than 80% of the participants in

the visioning.

Participants selected one scenario that reflected their personal

overall preference for the future of the San Diego region.

Percentages represent the proportion of people who ranked that scenario #1.

scientific survey (right)

online choosing (left)

B

A

8% | 5%

43% | 52%

11% | 14%

C

D

38% | 29%Note: Pie chart slices represent the

online choosing results.

credit: www.keithkylehomes.com

31

Current Plan Projections

Future Market Demand

Rural

Standard single-family home (6,000-12,000 sq ft lot)

Compact single-family home (<6,000 sq ft lot)

Townhomes

Mid- or high-rise

62% 17%

9%9%

3%

22%

25%29%

23%

1%



Getting to the Preferred Scenario

Scenario B differs significantly from current city and county

projections of where housing and jobs will be in the future. The

majority of new growth in existing plans is projected for the south

county and includes a vast amount of redevelopment in existing

communities, primarily in the city of San Diego. Scenario B includes

significant, but reduced, redevelopment in the south county and the

city of San Diego, and increases new growth in the north county,

particularly near the Sprinter rail line.

Scenario B matches projections of housing people will want and

be able to afford, resulting in 52% of new units as multi-family

(apartments, condominiums, and townhomes or row houses). In

Scenario B, 48% of future housing would be in the form of single-

family detached homes, with roughly half of that on small lots

(under 6,000 square feet per lot). By comparison, current plans

designate 80% of new housing units as multi-family (apartments,

condominiums, and townhomes or row houses). This means that

only 20% would be single-family detached homes. A mismatch

between the housing being built and what people want can cause

prices of the desired units to increase dramatically.

By matching housing to market demand, Scenario B consumes

significantly less land than what has been the case for the last

30 years, and even less than what is currently projected for the

future, with only 1% of growth in the form of very large lot,

rural housing.

Getting from current plans and projections to something more like

Scenario B will take coordinated effort and regional cooperation to

ensure that all local plans and approvals, when aggregated, provide

what people want and can afford. When some communities resist

growth, or resist a particular type of growth, burdens can be created

for other communities and for the region as a whole.

Balancing Housing Stock with Future DemandToday, the housing mix in San Diego

County is approximately 55% single-

family homes, 16% townhomes, and

29% other multi-family. To meet the

housing mix called for by current

city and county plans, 80% of all new

housing built in the San Diego region

would need to be in townhomes,

apartments and condos, rather

than single-family homes. Housing

demand projections based on future

demographic changes, however,

call for much fewer apartments and

condominiums, with much of the

housing demand being for townhomes

and compact single-family homes. The

scenario modeling demonstrates that it

is possible to allow the market to meet

the actual demand without sacrificing

other goals such as protecting open

space, reducing travel times, and

limiting greenhouse gas emissions.



Results for Specific Growth Issue Questions

Overwhelming support for regional collaboration. 75% of

participants support regional collaboration where cities, the

county, local communities, and other organizations work together

to identify and meet shared goals.

Support for high-speed rail. When asked if high-speed rail should

be built “to connect San Diego to Los Angeles and other major

cities in California,” by almost a 4:1 margin, San Diegans strongly

agreed or somewhat agreed.

Support for a new South Bay university. When asked if a new

university should be built in the South Bay to meet the higher

education needs of people throughout the region and to become

an international hub for new job creation, nearly two-thirds

strongly or somewhat agreed.

Support for redevelopment of Qualcomm Stadium. Nearly

two-thirds of the participants strongly or somewhat agreed that

Qualcomm Stadium and its parking area should be redeveloped

into a vibrant new town center with jobs and housing.

Some support for select new development.

Additional international airport: Participants strongly agreed or

somewhat agreed, by a 2:1 margin, that because the ability to

expand the existing international airport is limited, building an

additional international airport would be good for the region.

A new sports and entertainment complex: For the region to be

world-class, nearly 50% strongly agreed or somewhat agreed that

it would be necessary to build a new sports and entertainment

complex to attract major professional and college-level teams

and attract major cultural and sporting events.

Lack of support. San Diegans were almost evenly split between

support and opposition for development in areas like Rancho

Guejito. Slightly more were opposed than were in favor of

allowing some building along the coast to be taller than 30 feet

even to avoid building on more vacant land, although a significant

number were undecided.

credit: California High-Speed Rail Authority



Learn: Education and LearningThe quality of the region’s educational environment and learning

systems is important for attracting a competitive labor force and

employers, fostering multicultural awareness and understanding,

building a participatory democracy, and maximizing the opportunity

for all San Diegans to succeed. San Diegans clearly communicated the

importance of education in the values research conducted early in the

visioning process.


Optional approaches for the future of San Diego’s education system

came out of the process and from the Learn Task Force. First,

participants were asked to consider three goals and were given 100

points to allocate among them. Next, participants ranked seven

specific strategies in order of importance. Participants were then

shown five general approaches to improve education and learning and

asked to rank them in order of their importance and then allocate 100

points among the five approaches. They could also allocate points to

continuing the existing education system.


Remarkably, San Diegans registered almost equal support for all

three goals, suggesting a balanced learning and education system that

is not narrowly focused on any one approach. All seven of the specific

actions received strong support, with a clear majority of San Diegans

rating each action either important or extremely important.

FOR GREATER EDUCATION

Ready for ChangeIt is clear that San Diegans

are ready to try new approaches

to improve the quality of

education and learning, including

some approaches that would

require significant changes.

San Diegans want a learning

environment that prepares people

for a global economy, a civil

society and democracy, and a

lifetime of personal achievement.

Participants allocated 100 points among three goals.

The numbers represent the average number of points allocated for each approach.


Enable individuals to participate effectively in a dynamic, global economy.

Maximize individual potential and well-being.

Prepare individuals to be well-informed and actively engaged in civic

and political matters.

scientific survey (right)

online choosing (left)

36 | 36

32 | 32

32 | 32



Prepare students for success in a global economy. 16% | 17%

• All learners are taught multiple languages and exposed to world cultures and places.

• Learners develop workplace skills and receive career planning and mentorship.

Expand the marketplace of learning options. 16% | 12%

• A wide variety of education providers offer a range of options.

• Competition promotes quality, innovation and affordability.

• Learners and parents receive guidance to navigate options.

• Funding allows access to a wide array of offerings.

Implement universal post-secondary learning. 15% | 18%

• Post-secondary learning options are expanded and financial assistance is available.

• Education focuses on post-secondary preparation, including apprenticeship and

vocational learning.

Learners have opportunities to develop workplace success skills including critical thinking, creativity, teamwork, and communication.

Parents are educated in how to prepare their children for school.

Technology is used to expand learning options, personalize teaching, provide feedback, and connect learners with one another and other places/countries.

Options are provided for lifelong learning as changes occur in the economy or in people’s interests, employment and career status.

All children receive pre-kindergarten and kindergarten education.

Learners and parents receive help to guide them through the options for learning.

Competition among education providers promotes quality, innovation and affordability.

85% | 79%

78% | 69%

77% | 73%

76% | 71%

76% | 67%

74% | 69%

64% | 58%

27% | 25%

Approaches were ranked in order of their importance to the

successful future of education and learning.

Percentages represent the proportion of people who ranked that approach #1.


Prepare children to learn.

• Every mother receives affordable pre-natal care.

• Parents receive help to prepare their children.

• Universal pre-school and kindergarten are provided.

Personalize education and learning.

• Each learner is taught in the way he/she learns best.

• Learners move as fast as they are able.

• Technology is used to teach in personalized ways, and

connect learners with one another and teachers/parents.

Participants ranked seven strategies based on the importance to them personally.

Percentages reflect the proportion of people who gave it the first or second highest possible score

(a 4 or a 5). Listed in order of the Choosing results.

24% | 29%

Participants allocated 100

points among the approaches,

including the option to

continue the existing system.

The chart shows the average number

of points allocated for each approach.

Note: Pie chart slices represent

the online choosing results.

Continue the existing system (not included in the ranking portion

of the choosing)



23 | 20

19 | 19

18 | 17

15 | 15

15 | 14

10 | 15


A clear vision for the future of the San Diego region allows residents, business owners, governments, and

stakeholders an opportunity to contribute to its fruition and help advance the region’s shared aspirations.

credit: Nguyen Truyen

Core Values and GoalsThrough the research, surveys, and public engagement process, it became

clear what San Diegans want – a future that is built upon four core

values: quality jobs and a reasonable cost of living that benefit the entire

community, family-friendly neighborhoods and communities, outdoor

opportunities for enjoyment with family and friends, and quality education

and learning opportunities.

In the public choosing phase, San Diegans established seven goals that

will serve our four core values, improve our quality of life, and allow us to

Work, Enjoy, Live, and Learn.

1. A prosperous economy provides a broad range of job opportunities.

2. Housing options match what people want and can afford.

3. A quality learning environment effectively prepares people for life.

4. Neighborhoods are safe, vibrant and convenient centers of community

life, arts, and culture.

5. Nature is accessible, connected, and protected for people to enjoy.

6. Convenient transportation choices are available for people to go

where they want.

7. Trusted regional leadership, collaboration, and participation create a

future that fulfills people’s hopes and dreams.

CHAPTER 4

Our Greater

VISIONSan Diego



CHAPTER 4Our Greater San Diego Vision

1. A Prosperous Economy Provides a Broad Range Of Good Job Opportunities

San Diegans envision a regional economy where

businesses thrive and local residents share in

economic growth and prosperity. The region’s

organizations and institutions must work together

with the public to support and strengthen the

San Diego region’s primary economic drivers

(innovation, the military, and tourism), and to

ensure that local businesses and residents are

prepared to prosper from growth in these sectors.

2. Housing Options Match What People Want and Can Afford

People love living here, but the inability to find

housing they can afford creates stress and

financial worry, limits economic development,

and can force people or their children to move.

The region’s future hinges on its ability to create

housing options that people want and can afford.

While each individual community will likely

have a different mix of housing types, it

is important that residents of all ages and

backgrounds can find a home. The region must

create housing that people will need in the future,

and realize that market forces will drive prices up

if supply is lacking.

San Diegans Envision a Region Where…

credit: East County Magazine



3. A Quality Learning Environment Effectively Prepares People for Life

San Diegans want an effective learning

environment that maximizes individual potential

and well-being, prepares individuals to be

well-informed and actively engaged in civic

and political matters, and enables individuals

to participate effectively in a dynamic, global

economy. San Diegans want to explore a variety

of new approaches, including some that would

require radical change.

Ensuring an effective education system is

critical to developing a competitive labor force

that will attract employers, foster multicultural

awareness and understanding, build a

participatory democracy, and maximize the

opportunity for all San Diegans to succeed.

4. Neighborhoods Are Safe, Vibrant, and Convenient Centers of Community Life, Arts, and Culture

San Diegans’ quality of life is strongly dependent

on where we live, how safe and secure we feel,

how well we know our neighbors, and whether

there is a vibrant sense of community. We want to

live in a place where it is easy to get to work, get

kids to school, access green space and cultural

amenities, and spend time with family and friends.

We also want a community that has character

and identity based on the creative and artistic

contributions and aspirations of our residents.

These dimensions of cultural vitality are linked to

economic development, positive health outcomes

and civic engagement. As the region grows, we

must reinvest in existing neighborhoods and grow

new neighborhoods, so that all people of the

San Diego region have desirable places to live.




5. Nature Is Accessible, Connected, and Protected for People to Enjoy

San Diegans want a future where they have access

to parks, open space, beaches, bays, canyons,

rivers, and mountains, with a regional open space

network linking and protecting those areas.

San Diegans have a long history of protecting

the region’s beauty and diverse wildlife through

ambitious programs to create a regionally

interconnected system of open space and natural

habitat preserves. This needs to continue in a way

that is compatible with future development.

Much more can and must be done to develop a

complete system of natural lands, and improve

access to parks and open space in park-poor

neighborhoods. Both acquisition and stewardship

efforts to manage and create access are essential.

6. Convenient Transportation Choices Are Available for People to Go Where They Want

San Diegans want to be able to travel without

wasting time in traffic so that we can spend more

time with family and friends. We want a future

with more transportation choices; roads that are

not congested; destinations, such as shopping,

work and recreation, closer to home; walkable

and bikeable neighborhoods; and less of our

income spent on transportation.

Convenience requires reducing travel distances

by shifting land-use patterns to bring homes, jobs,

shops, services, and educational facilities closer

together in more accessible environments. It also

means embracing new travel choices, including

public transportation, and expanded bikeways and

walkways, and finding the resources to invest in

the infrastructure the region needs.

San Diegans Envision a Region Where…



7. Trusted Regional Leadership, Collaboration, and Participation Create a Future That Fulfills People’s Hopes and Dreams

At the outset of Our Greater San Diego Vision,

San Diegans said that the region needed

leadership to develop a long-range vision for

the future. San Diegans want to be, and will

become, more involved if they are provided

with clear choices and a way to participate.

In this effort, San Diegans set a national

record with their level of participation. Future

public engagement can be equally or even

more successful.

Future collaboration should involve diverse

stakeholders, incorporate San Diegans’

values, and present clear choices with a simple

and convenient way to respond. This process

should drive ongoing engagement.

The number of San Diegans who said that the

region is doing an excellent or good job of

planning and preparing for the future increased

by 10% during the visioning process.

San Diegans have a history of coming together

to do great things for the future. All of us can

continue that tradition to build on the past and

continue to improve the quality of life of the

San Diego region for tomorrow.


The San Diego region has a once-in-a-generation opportunity to capitalize on the momentum and

energy of Our Greater San Diego Vision. The future of the region is up to all of us.

Strategies and Actions By working together today, we can achieve the future to which

we collectively aspire: a prosperous economy with housing that

people want and can afford, a quality learning environment, vibrant

neighborhoods and rich culture, an interconnected network of

protected natural lands, and convenient transportation choices.

Our Greater San Diego Vision and its seven goals were derived

from San Diegans’ core values, the Show Your Love campaign

results, and many discussions during task force meetings and

regional workshops. In support of the seven goals that were set,

the participants in each WELL task force brainstormed potential

strategies and associated actions to achieve them.

Many local governments, businesses, and community organizations

are already pursuing efforts to advance priorities identified in the

Vision. However, the online choosing and scientific survey show

that people in our region, including many involved in those efforts,

do not think this is enough.

To continue conversations about what more might be done, this

chapter offers numerous examples of inspiration and potential

strategic actions. These are organized by the core goals and

originated in task force discussions and recommendations, from

the Show Your Love results, and from nation-wide best practices.

43

supporting the

goalsVISION’S

CHAPTER 5


Residents desire stronger leadership,

more community participation and

collaboration to ensure a better future for their children and

grandchildren.


CHAPTER 5Supporting the Vision’s Goals

Potential strategy to achieve goal #1:

1. Make critical investments so the entire region can

participate in the 21st century economy.*

Supporting actions to consider:

• Invest in the expansion of existing job centers and the

creation of new ones.*

• Continue to enhance infrastructure systems including

transportation and utilities.*

• Expand investment in the commercialization of technology

and manufacture of new products (keep all stages of

product development and production here).*

• Increase the educational attainment and training of the

local workforce.*

• Continue to invest in important catalysts: tourism

attractions, research institutions and universities, and

military facilities.*


2. Promote the continued prosperity of San Diego’s major

traded economies:10 innovation, the military, and tourism.*


• Find opportunities for convergence among innovation,

tourism, and the military, as well as the local-serving

industries.

• Foster greater collaboration among economic

development organizations to promote growth of

clusters across the region.

• Increase training for residents and increase the number

of graduates in post-secondary programs in science,

mathematics, engineering, computer science, hospitality

management, and tourism.

10 As described above, this term refers to the three major San Diego industries that bring money into the region from outside. This money then circulates through the region’s economy.

#1: A Prosperous Economy Provides a Broad Range of Good Job Opportunities

The three most significant traded

economies in the San Diego region are

the military, tourism, and innovation.

* Indicates specific strategies

and actions that were part of the

Show Your Love campaign and were

supported by people across the region.



South Bay University Continue planning efforts to establish a

new university in the South Bay area as an

international hub for job creation.

With no four-year university in the southern

part of the region today, this would provide

area learners accessible, higher education

opportunities and increased higher-paying

employment opportunities. Additionally, it

would contribute to a larger, higher educated

workforce, resulting in ability to recruit more

diverse businesses and employers to the region.

Like other universities in the region, it would

catalyze economic development by spurring

research and development and attracting

employers. Moreover, a multi-national, multi-

cultural university could enhance our

economic relationship with Mexico.

Big IdeasPotential strategy to achieve goal #1:

3. Foster San Diego’s major economic growth

opportunity – its innovation economy.*


• Promote growth of existing and new research

and educational institutions for communications,

life sciences and emerging technologies.

• Encourage regulatory policies that attract and

retain innovation and technology companies

and entrepreneurs.


4. Ensure that all businesses and residents benefit

from the region’s economic growth.*


• Continue to invest in community-based training

to help residents benefit from growing industries.*

• Put new jobs closer to a greater share of the

region’s workforce (South and East County).

• Provide more technical assistance to local

businesses that have the potential to provide goods

and services to the traded economies.

Philanthropic Venture FundCreate a philanthropic venture fund to invest in locally

based, pre-screened, start-up companies which would be

supported and monitored by a qualified not-for-profit.

Participating companies would be committed to building

their business here in San Diego County as a requirement

for funding. The highly successful model, EvoNexus,

which has supported 24 new companies, helped them

secure $82 million in capital, and created more than 300

jobs in relatively short order, is a good example.

45

credit: Irene Tena, CommNexus




Potential strategies to achieve goal #2:

1. Continue to develop and refine region-wide goals

for the amount and type of housing needed for the

long-term growth.

2. Enhance regional collaboration to identify locations to

accommodate growth, through expanded development

in existing communities, and strategic new growth.

3. Continue to identify and reduce barriers (regulatory

costs, uncertainty, and approval delay) to housing

development.

4. Reduce transportation costs by locating more new

housing near jobs and public transportation, and new

jobs and public transportation near housing.

5. Reduce household utility costs by helping residents

identify ways to save energy and water.

6. Explore elements of Our Greater San Diego Vision to

include in the next RCP update.


• Expand transportation investments that align housing

growth with existing and future transit.

• Work with larger employers to implement Employer-

Assisted Housing Programs.

• Promote small-scale infill, such as mother-in-law

apartments.

• Set local and regional housing goals that result in a mix

of price and type.

• Explore a variety of approaches, including increased

rentals, co-housing, ground leases, and land trusts.

• Explore cooperative housing agreements between

local jurisdictions.

• Collaboratively identify and pursue government grants,

financing, infrastructure assistance, and tax credits.

#2: Housing Options Match What People Want and Can Afford

Rich, Vibrant Infill DevelopmentWeave together all that we love about well-

designed neighborhoods – layout, multiple

uses, walkability, vibrancy, proximity

to transit options, and the sense of

community. Then leverage new technology

and develop neighborhoods to be rich

with energy and life. As an example, nearly

two-thirds of Show Your Love responses

agreed that Qualcomm Stadium could be

redeveloped into a vibrant new town center

with jobs and housing.

Big Ideas

Potential new development replacing

Qualcomm Stadium, as depicted in the

online choosing.

credit: Fregonese Associates

47



#3: A Quality Learning Environment Effectively Prepares People for Life







1. Explore and implement innovative

opportunities to personalize learning.*


• Teach each learner in the manner and style

in which he/she learns best.*

• Allow learners to move as fast as they are

able, with advancement to new concepts

based on mastery.*

• Use technology to expand learning options,

teach in personalized ways, connect learners

with one another and with other places and

countries, and continually assess competency.*

• Expand the role of a teacher to include

traditional roles such as direct instruction

and mentorship, as well as new roles such as

creating personalized learning plans, selecting

optimal learning options, and analyzing

assessment data.



opportunities to prepare children to learn.*


• All parents are able to take advantage of

affordable pre-natal care so that children are

born healthy and ready to learn.*

• Educate parents in how to best prepare their

children to enter the education system.*

• Prepare children for formal learning through

universal pre-school and kindergarten

education.*


3. Explore and implement innovative means

to prepare learners for success in a global

economy.*


• Teach multiple languages to all learners, and

utilize technology to connect them to native

speakers in other countries.*

• Provide learners frequent opportunities to

develop and practice workplace success skills

including critical thinking, problem-solving,

collaboration and teamwork, communication,

adaptability and resilience, creativity, and

information analysis.*

• Engage learners in a variety of artistic and

cultural experiences throughout their schooling.

• Expose learners to a number of career options,

provide career planning, and give opportunities

for career mentorship through business

partnerships and on-line resources.

• Evaluate learning options and outcomes against

international best practices.


4. Explore and implement innovative opportunities

for universal post-secondary learning.*


• Prepare all students for post-secondary

education using rigorous curricula, high-quality

learning options, and world-class instruction.*

• Provide apprenticeship options which provide

individuals with employable skills.*

• Provide learning options which allow people

to acquire and improve skills as changes

occur in the economy or in their interests,

employment or career status.*

• Provide career and educational counseling,

financial assistance, and mentoring programs

to students long before they finish secondary

education.

• Ensure everyone has affordable access to

learning offerings throughout their lives.



opportunities to expand the marketplace

of learning options.*


• Encourage competition to drive quality,

innovation, and affordability among providers.*

• Provide guidance to learners and parents to

help them navigate and select options, and

change options when appropriate.*

• Create systems where education providers

are held responsible for stated outcomes and

quality measures, but have flexibility in content

and delivery methods.

• Provide learning options in a variety of settings

such as museums, libraries, public service

departments, community centers, and small

and large businesses – in addition to public and

private schools.


6. Promote learning about the arts, civics, culture,

and healthy lifestyles.*


• Integrate arts, civics, culture, and healthy

lifestyle learning as elements of each school’s

activities, curriculum, mission, and teacher

training.*

• Through the specific involvement of

community and cultural organizations, promote

and expand activities, resources, and programs

that focus on this goal and that are accessible

to all people.*

• Support existing collaboratives working to

increase school districts’ capacity for K-12

arts education.

• Increase professional development

opportunities for teachers in methods that use

the arts to teach math, science, technology,

engineering, and social studies.

• Support more partnerships between area higher

education institutions and the arts community. Our Greater San Diego Vision48


Big IdeasEstablish a Public Education FundAs demonstrated by the Choosing results, San Diegans

are ready for innovation and experimentation in

education. Creating a local public education fund that

blends public and private resources would support

and encourage cutting-edge education practices and

ensure all learners are able to access a wide array of

high-quality offerings. San Diego remains the only

major metropolitan area in the nation that does not

have a public education fund.




1. Create community through culture, the arts

and education.


• Initiate a region-wide assessment of the region’s

arts and cultural assets, needs, opportunities, and

resources, and establish an agenda for the future.

• Encourage the adoption of arts-friendly public

policies in every municipality.

• Increase the availability of social gathering spaces

and places – formal and informal – in which arts and

cultural activities can take place.

• Invest in cultural organizations and artist-run venues

that advance individual creativity and innovation.

• Increase the placement of works of art in

neighborhood and community settings to reflect the

diverse history, cultures and peoples of the region.

• Enhance a sense of “place” by encouraging

excellence in architecture and thoughtful historic

preservation.

• Explore “big ideas” that promote cultural tourism

and showcase the region’s creativity, multi-national

culture and unique history.

• Create a cultural vitality measurement system to

track the ongoing health of the arts, culture and

creative industries.


2. Promote and facilitate renewal of existing

communities through targeted development.

#4: Neighborhoods are Safe, Vibrant and Convenient Centers of Community Life, Arts and Culture

Create and Integrate Arts DistrictsWithin city centers, plan and cultivate mixed-

use areas with a high concentration of artists,

cultural facilities and creative industries, to

attract and retain a young, creative and highly

educated workforce. The arts will play a critical

role in establishing a network of places that

are vibrant centers of culture, creativity and

innovation. This could be modeled after the

I.D.E.A. District in San Diego: a living laboratory

that fosters creative and collaborative energy

in innovation, design, education, and the arts.

Big Ideas









• Enhance community character and neighborhood

identity by encouraging high standards of excellence for

architecture and streetscape design.

• Identify targeted areas for renewal, and encourage

and incentivize development in those areas.

• Collaborate to implement community plans.

• Retrofit existing commercial roadways to accommodate

pedestrian and bike facilities.

• Invest in public amenities to attract people to

targeted areas.

• Leverage regional investments in transportation through

targeted local improvements such as parks and open

space, streetscape, schools, and community centers.


3. Retrofit existing neighborhoods and design new

neighborhoods to locate housing, amenities, shopping,

transit, and current or future job centers close together.


• Encourage, incentivize, and fund demonstration

projects that promote compact, transit-oriented,

walkable, and bicycle-friendly land uses, with a range

of housing choices.

• Encourage and incentivize development projects that

locate housing, cultural and civic amenities, shopping,

transit, and jobs close together.

• Implement infrastructure financing methods to leverage

transit-oriented development and increase private

investment.

• Improve pedestrian and bike access to transit stations

and mixed-use districts, and ensure connections to and

through residential areas.

• Plan land-use and transportation investments to protect,

integrate with, and create access to nature.

50







1. Support ongoing conservation and protection

of natural resources as a top priority.*


• Collaborate regionally to identify and preserve

additional key open space areas.

• Establish comprehensive funding mechanisms

for protecting, acquiring, improving, and

maintaining parks, open space and trails.

• Create incentives to encourage higher density

in concert with conservation and habitat

preservation in key areas.


2. Complete efforts to create a regional open

space trail network that links beaches, bays,

canyons, mountains, rivers, and parks.*


• Target land acquisition and dedicate funding

to continue the creation of a connected system

of accessible open space.

• Collaborate regionally to create a comprehensive

network of pedestrian and bicycle trails.


3. Ensure all residents are provided information

about and have access to parks and open space

locally and regionally.*


• Continue to identify and prioritize development

of recreational opportunities in areas lacking

parks and open spaces.

• Continue outreach to connect residents to

recreation and open space opportunities

available for their enjoyment.

• Continue to enhance and improve the

existing park and open space infrastructure.


4. Plan land-use and transportation investments to

protect, integrate, and create access to nature.


• Consider protection of, integration with,

and access to nature in land-use and

transportation planning.

• Connect people to natural areas with

regional way-finding, educational and

interpretive signage.


Create a Regional System of Connected Parks and TrailsTarget land acquisition and dedicate funding

to create even more of a connected system of

accessible open spaces from the mountains to the

beaches. Projects of this kind increase accessibility

to nature, provide active and healthy-living

recreation choices, and protect sensitive natural and

cultural resources. A great example is Otay Valley

Regional Park: A multi-jurisdictional effort resulting

in a regional park surrounding the Otay River valley

from the Otay Lakes to South San Diego Bay.

#5: Nature Is Accessible, Connected, and Protected for People to Enjoy

Big Ideas

credit: www.ovrp.org

51




1. Connect people to major regional amenities

through transportation and technology.*

2. Expand regional open space, arts, community,

and cultural amenities as needed so that

capacity keeps up with demand. *

3. Consider building a new international airport.*

4. Balance growth throughout the urban areas

of the county.*

5. Continue to expand all modes of transportation

to meet regional needs.

6. Increasingly tie transportation planning to

regional goals such as economic development,

housing affordability, and conservation.

7. Plan and design transit corridors to meet

the needs of a full range of users, including

pedestrians, bicyclists, drivers, and transit riders.

8. Explore which elements of Our Greater San

Diego Vision could be incorporated into the next

revision of the regional transportation plan.


• Retrofit existing commercial roadways to

accommodate denser uses, and pedestrian

and bike facilities.

• Consider connecting the airport, or an

additional airport, to rail transit.

• Consider implementing road-use pricing to

manage congestion.

• Connect public transportation to existing

attractions and locate future attractions near

public transportation.

• Make real-time transit information readily

available to users.

• Plan new housing, employment, and services

near transit corridors such as the Sprinter Line.

• Invest in bike and pedestrian infrastructure.

Inter-City RailBased upon 4:1 support in the Choosing,

the region should consider a convenient

travel alternative to the automobile, allowing

travel to other places in California without

the frustration of driving in traffic. Riding in a

comfortable rail car provides the opportunity

to connect to the office, read a book, or

simply relax. Rapid, convenient rail service

to Los Angeles and other California cities

will also connect job clusters and improve

business access, promoting economic

development. Various technology options

should be explored to determine their costs

and benefits.

#6: Convenient Transportation Choices Are Available for People to Go Where They Want

Big Ideas

credit: California High Speed Rail Authority


Big Ideas

53



1. Establish trusted facilitators to continue bringing

together residents and regional stakeholders in a

collaborative environment.

2. Increase public participation and engagement in

finding and implementing solutions.

3. Provide a means for assessing and reporting

progress toward regional goals.

Regional Comprehensive Plan The San Diego region enjoys a

significant amount of regional

collaboration, which is reflected in

the RCP. Our Greater San Diego Vision

provides substantial data, engagement

methods, goals, strategies, and actions

that can inform the next update of the

RCP. The RCP could include elements

to provide financing mechanisms and

ensure implementation of the Vision.

Sub-Regional Visioning EffortsSupport and promote visioning efforts

in all areas of the county to continue

community-based engagement and

alignment with regional goals.

#7: Trusted Regional Leadership, Collaboration, and Participation Create a Future that Fulfills People’s Hopes and Dreams

for theSan Diego

Region

FinalJuly 2004

RegionalComprehensive

Plan






The question is not whether the region will change; change is inevitable. Rather, the question is: What kind

of change do we want to see? Do we want a future that meets our collective hopes, dreams, and values?

Clearly, we have seen that San Diegans want to be engaged and to influence the future for the better.

55

From Mind to Matter

Realizing the Vision

Collectively, San Diegans have formed a singular Vision

that addressed the four focus areas (WELL) that led to

the creation of the seven core goals. Yet the goals and

the focus areas weave together in many ways:

• A good education is essential to getting a good job

in order to afford a home in a good neighborhood

with access to nature.

• Transportation choices connect homes and

workplaces and provide access to nature.

• Cultural and community amenities are part of

community life and nature, and vital to attract and

retain key employers.

Pursuing all of the seven core goals to fulfill our

aspirations for the four focus areas will ultimately make

the Vision a reality. The San Diego Foundation will

continue in a leadership role to engage the community

and partners to lead the region forward.

forwardVISION

CHAPTER 6


• Tran

sportation Choices • Nature is Accessible • Cente

rs o

f Com

mu

nit

y

Reg

ion

al C

olla

bora

tion

• G

ood Jobs • VISION GOALS • Housing O

ptions • Qu

ality Learnin

g •

The seven core goals describe a region we

want in the future where all San Diegans

Work, Enjoy, Live and Learn to the fullest.


CHAPTER 6Vision Forward

Collaborating for Our Future

Our Greater San Diego Vision is a starting

point to launch important conversations about

issues and make critical choices to achieve the

future we envision. The San Diego Foundation

Malin Burnham Center for Civic Engagement

(the Center) will continue mobilization of the

San Diego region in the quest for solutions. It

will be a hub of civic leadership – a place that

generates information and ideas, spurs vigorous

conversations about San Diego’s future, helps

launch ambitious initiatives, and contributes to

the development of action plans.

The Center will build on our robust history of

San Diegans coming together to do great things

and add to the myriad of forward-looking efforts

going on today.

• San Diego has a history of innovation that

boosts the local economy.

• Municipalities are working to develop

community centers, diversify housing options

and increase public transportation.

• The region already has world-class education

and research institutions.

• SANDAG just dedicated $2.58 billion to expand

non-automobile transportation and will be

updating the Regional Comprehensive Plan.

• We have a network of organizations that are

protecting and connecting natural lands.

The region’s many communities will

participate and provide insight to deepen

understanding of the most pertinent issues.

Ongoing public engagement about values and

priorities will ensure that the Vision is a living

thing so that community’s aspirations and needs

are met for generations to come.

The Ongoing Role of The San Diego Foundation Malin Burnham Center for Civic Engagement

The Center will provide a new framework for community

problem-solving, civic education, and policy analysis.

The Center will work with other institutions and individual

leaders, serve as a place to bring together different ideas

and perspectives, mobilize philanthropic support, and

pursue other resources to protect and enhance our quality

of life. Main activity areas will be: convenings, cutting-edge

research, major forums, strategic and proactive grantmaking,

informing regional public policy, assisting sub-regional

visioning efforts, and communications.


CHAPTER 6Vision Forward

Achieving the VisionTogether, San Diegans have once again looked to the future with

hopes tempered by concerns. And once again, we have envisioned

a path to a bright future where everyone will have rich and varied

opportunities to work, enjoy, live and learn.

Aspirational and inspirational must become creational. Now –

together – we must make this vision become our future. We owe

that to ourselves, our neighbors, our children, and our grandchildren.

The crafting of Our Greater San Diego Vision is complete, but the

work – our work – has just begun.


Craig Adams


Armin Afsahi

Brian Albright

Scott Alevy

Tim Allen

Deirdre Alpert

Bill Anderson

José Aponte

Paola Avila

Mary Ball

Mary Ann Barnes

Diane Barragan

Ruben Barrales

Richard Barrera

Deborah Barrow

Murtaza Baxamusa

Larry Baza

Michael Beck

Josephine Bennett

Ann Berchtold

Laurie Berman

Laurie Black

Howard Blackson

Ken Blanchard

Sue Botos

Karim Bouris

Julia Brown

Rebecca Tall Brown

Michael Brunker

Erik Bruvold

Mike Bullock

Christa Burke

Christina Burke

Malin Burnham

Anamaria Cabato

Mark Cafferty

Josie Calderon-Scott

Beth Callender

Peter Callstrom

Mike Carlisle

Sophia Carrillo

Constance Carroll

Tony Casciato

Dan Cayan

Ted Chan

Kelsey Chase

Carmen Chavez

Norma Chavez Peterson

LaVonna Connelly

Hugh Constant

Alana Coons

Paula Cordeiro

Myrian Solis Coronel

Carina Courtright

Cheryl Cox

Clare Crawford

Jose Cruz

Melanie Bell Cruz

Stephen Cushman

Carmen Cutter

Sandra Daley

Derek Danziger

Camille Davidson

Adam Day

Romeo De los Reyes

Christiana DeBenedict

Serge Dedina

Tracy Delaney

Kerri DeRosier

Jo Marie Diamond

Olga Diaz

Julie Dillon

Kathryn Dodson

Stephen Doyle

Berit Durler

Steve Duval

Robert Dynes

John Eger

Sanford Ehrlich

Megan Ekard

Joan Embery

Marti Emerald

Steven Erie

Vicki Estrada

David Estrella

Jim Farley

Cheri Fidler

Bill Figge

Adrian Fischer

Aurelia Flores

Judy Forrester

Marye Anne Fox

William D. French

Patricia Frischer

Ronne Froman

Cathy Gallagher

Gary Gallegos

Heidi Gantwerk

Pete Garcia

Kristin Garrett

Richard Gentry

Bill Geppert

Doug Gibson

Eric Gibson

Robert Gleason

Gerardo Godinez

Cindy Gompper-Graves

Irma Gonzalez

Lorena Gonzalez

Diane Goostree

Stedman Graham

Carrie Grote

Todd Gutschow

Benjamin Haddad

Michael Hager

Kevin Ham

Andy Hamilton

Victoria Hamilton

Sherman Harmer

Kevin Harris

Taha Hassane

Lorie Hearn

Paul Hernandez

Ed Herrera

Bella Heule

Jerry Hoffmeister

Brian Holland

Dan Hom

Clovis Honoré

Shirley Horton

Rob Hutsel

Efrain Ibarra, Jr.

Paula Ingrum

Lisette Islas

Dianne Jacob

Delores Jacobs

Valerie Jacobs

Nancy Jamison

Michelle Jaramillo


The Vision would not be possible without the ideas, perspectives and insights

of those committed and passionate volunteers from all walks of life represented on

the Regional Vision Group, the Regional Vision Council and the Task Forces. They

represent what is best about our region: civic-minded individuals dedicated to creating

a better future for our children and grandchildren.

Community Ambassadors

59

Ron Jessee

Mark Kabban

Marjory Kaplan

Stath Karras

Tim Kelley

Bob Kelly

Tara Kelly

Lee Ann Kim

Ray King

Gary Knight

Douglas Kot

Darryl LaGace

Ron Lane

Stacey Lankford Pennington

William Lansdowne

Linda LeGerrette

Robert Leiter

Xavier Lenyoun

LaDreda Lewis

Marco LiMandri

Mitzi Lizarraga

Gary London

Joni Low

Cary Lowe

Elyse Lowe

Tom Luhnow

Lani Lutar

Mary Lydon

Peter MacCracken

Steve Maciej

Robin Madaffer

Denise Mahaffey

David Malmuth

Arnulfo Manriquez

Connie Matsui

Gary Mayes

James Mazzola

Andrew McAllister

Jane McAuliffe

Sandra McBrayer

Michael McCoy

Judy McDonald

Bud Mehan

Julie Meier Wright

Rebecca Jones

Kris Michell

Alejandra Mier Y Teran

Urban Miyares

Alessandra Moctezuma

Cheryl Moder

Abdi Mohamoud

Ana Molina-Rodriguez

Monica Montano

Denise Montgomery

Jim Moriarty

Betsy Morris

Bob Morris

Kasra Movahedi

Michael Murphy

Devon Muto

Eric Naslund

Mike Neal

Bob Nelson

Monica Netherly

John Ohanian

Mark Ostrander

Keith Padgett

Steve Padilla

Vino Pajanor

Yeni Palomino

Joseph Panetta

Tad Parzen

Myrna Pascual

Paloma Patterson

Marion Paul

Sharon Payne

Bennett Peji

Margaret Iwanaga Penrose

Scott Peters

Jim Peugh

Ed Quinn

Ramesh Rao

Jack Raymond

Steven Relyea

Susan Reynolds

Jacqueline Reynoso

Arlie Ricasa-Bagaporo

Dana Richardson

Garry Ridge

Jessica Rodgers

William D. Rodriguez

Larry Rosenstock

Duane Roth

Ted Roth

Carmen Russian

Carl Rustin

Wendy Sabin-Lasker

Lauree Sahba

Jerry Sanders

Douglas Sawyer

Leslee Schaffer

Alexander Schafgans

Lynn Schenk

Craig Scott

Marco Sessa

Mary Teresa Sessom

Michael Shames

Lauren Shaw

Roderick Shelton

Patricia Sinay

Andrea Skorepa

Steven R. Smith

Gabriel Solmer

Erin Spiewak

Cindy Stankowski

Maureen Stapleton

Michael Stepner

Cecil Steppe

Joe Sterling

Lorin Stewart

Charles “Muggs” Stoll

Steve Stoloff

William Stothers

Daniel Sullivan

Diane Takvorian

Ann Tartre

Joe Terzi

Sherrie-Lyn Thompson

Susan Tinsky

Donna Tisdale

Ric Todd

Jerome Torres

Tomas Torres

Yen Tu

Matthew Tucker

Rebecca Tuggle

Frank Urtasun

David Valladolid

David Van Cleve

Nora Vargas

Bari Vaz

Wanda Vevia Bailey

Miki Vuckovich

Tyler Wagner

Mary Lindenstein Walshok

Yolanda Selene Walther-Meade

Bill Walton

Randy Ward

James Waring

Joseph Watson

Stuart Wells

Constance White

Sam Williams

Maurice Wilson

Susan Wolking

Leon Wu

Christopher Yanov

Michael Yee

Peter Zahn

Dianna Zamora- Marroquin

Lorie Zapf

Alan Ziter



Consultant Teams

Media Partners

Community Partners

Malin Burnham Ron Fowler Bill Geppert Irwin Jacobs Connie Matsui Buzz Woolley

Corporate Partners

Thank you for supporting Our Greater San Diego Vision!

.

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Team lead


Cert no. XXX-XXX-000

This report has been printed using soy-based inks on “green” paper which has been certificated by Smart Wood to the Forest Stewardship Council (FSC) standards. The FSC, along with the Rainforest Alliance, promotes environmentally appropriate, socially beneficial, and economically viable management of the world’s forests.

Jennifer Adams-Brooks, Chair

Robert Dynes, PhD, Vice Chair, Center for Civic Engagement

Garry Ridge, Vice Chair, Charitable Giving and External Relations

Steven R. Smith, Vice Chair, Secretary

John D. Wylie, Vice Chair, Finance

Gerald (Jerry) E. Hoffmeister, Immediate Past Chair

Yamila M. Ayad

Darcy C. Bingham

James Cahill

John Cambon, PhD

Constance M. Carroll, PhD

Ted Chan, MD

Kay Chandler

Richard A. Collato

Roger C. Cornell, MD

Sandra Daley, MD

Jim Farley

Bill Geppert

Benjamin Haddad

Kevin Harris

Jennifer LeSar

Connie Matsui

Paul Meyer

Hollyce J. Phillips

Derek J. Quackenbush

Barbara A. Sawrey, PhD

Nancy A. Spector

Horacio Valeiras

Carisa Wisniewski

James Ziegler

The San Diego Foundation Board of Governors

Regional Vision Group

Bill Geppert, Chair

Bob Kelly, President and CEO


Mary Ball

Robert Dynes, PhD

Kevin Harris

Gerald (Jerry) E. Hoffmeister

Peter James MacCracken, APR

Connie Matsui

Kris Michell

Ed Quinn

Steven R. Smith

Charles “Muggs” Stoll

The San Diego Foundation Vision Staff

Daniel Beintema, Vice President, Operations & Community Partnerships

Anna-Marie Rooney, Vice President, Marketing & Communications

Heather Back, Associate Vice President, Marketing & Communications

Lori Holt Pfeiler, Associate Vice President, Our Greater San Diego Vision

Emily Young, PhD, Senior Director, Environment Program

Paul Albert

Robert Clark

Wyn Furman

Amanda Greechan

Emily Welborn Guevara

Nicola Hedge

Jackie Lackenbacher

Arzo Nasiri

Marisa Aurora Quiroz

Robyn Sharp

Felicia Shaw

2508 Historic Decatur Road, Suite 200, San Diego, CA 92106

Phone: (619) 235-2300 • Email: [email protected]

www.sdfoundation.org

www.ourgreatersandiegovision.org

Join us:

©2012 The San Diego Foundation. All rights reserved. No portion of this publication may be reproduced without the express written permission of The San Diego Foundation.

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Our Greater San Diego Vision-Full Report